Laporan Tahunan Bank BJB 2020

Konsisten dalam
Pengembangan Inisiatif Strategis

untuk Menjaga Pertumbuhan
Consistent in Developing Strategic Initiatives
to Maintain Growth 2020
Laporan Tahunan
Annual Report
PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Konsisten dalam
untuk Menjaga Pertumbuhan Konsisten dalam
untuk Menjaga Pertumbuhan
Consistent in Developing Strategic Initiatives Consistent in Developing Strategic Initiatives
to Maintain Growth 2020
to Maintain Growth
Laporan Tahunan
Annual Report
Tahun 2020 merupakan tahun kedua PT Bank Pembangunan Daerah Jawa

Barat dan Banten Tbk. menerapkan strategi “Akselerasi Pertumbuhan Melalui
Strategi Organik dan Anorganik serta Penguatan Infrastruktur yang Handal
untuk Mendukung Operasional dan Produk Berbasis Digital”. Strategi ini antara
lain diwujudkan dengan melakukan penguatan permodalan, meningkatkan
bisnis transactional banking, menerapkan proses otomatisasi dan integrasi
menyeluruh transaksi berbasis Teknologi Informasi (TI) serta pengembangan
produk dan channel digital.
Berbagai inisiatif strategis tersebut telah berhasil menjaga kinerja PT Bank

Pembangunan Daerah Jawa Barat dan Banten Tbk. untuk tetap tumbuh
pada kondisi yang penuh tantangan di tahun 2020, khususnya tantangan
yang diakibatkan adanya pandemi COVID-19. Pada tahun 2020 PT Bank
Pembangunan Daerah Jawa Barat dan Banten Tbk. telah mampu meningkatkan
Pendapatan Bunga dan Syariah sebesar 4,38% yang mendorong peningkatan
Laba Tahun Berjalan sebesar 8,02%. Kredit yang Diberikan meningkat sebesar
9,24% dan Dana Pihak ketiga meningkat sebesar 19,39%.
2020 became the second year PT Bank Pembangunan Daerah Jawa Barat and
Banten Tbk. implementing the strategy of “Accelerated Growth through Organic
and Inorganic Strategies as well as Strengthening Reliable Infrastructure to
Support Operations and Digital-Based Products”. This strategy was realized
by strengthening capital, increasing the transactional banking business,
implementing automation processes and the overall integration of Information
Technology (IT) based transactions and developing digital products and
channels.
These various strategic initiatives succeeded in maintaining the performance

of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk. to keep growing
in challenging conditions in 2020, especially the challenges caused by the
COVID-19 pandemic. In 2020 PT Bank Pembangunan Daerah Jawa Barat and
Banten Tbk. was able to increase Interest and Sharia Income by 4.38% which
led to an increase in Profit for the Year by 8.02%. Loans increased by 9.24%,
and Third Party Funds increased by 19.39%.
PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 3

Kesinambungan Tema
Theme Continuity
MEMBANGUN KEARIFAN LOKAL

MELALUI REPOSISI DAN REORGANISASI BISNIS
2019
Nurturing Local Wisdom Through Business Repositioning and Restructuring
Membangun Kearifan Lokal Melalui Reposisi

dan Reorganisasi Bisnis
Nurturing Local Wisdom Through Business Repositioning
and Restructuring
LAPORAN
TAHUNAN
2019
ANNUAL REPORT
Sebagai bank pembangunan daerah, bank bjb memiliki As a regional development bank, bank bjb plays a strategic
peran strategis sebagai mitra pemerintah sekaligus role as a government’s partner and regional development
motor percepatan pembangunan daerah, oleh karena itu acceleration agent. Therefore, the benefit of competitive
pemanfaatan atas competitive advantage yang berupa advantages, i.e. proximity, cultural understanding, dan
faktor kedekatan, pemahaman kultural dan sosiologi sociology of the local, serve as the key of success into
kedaerahan menjadi kunci keberhasilan dalam upaya becoming a regional champion. In accordance with the
menjadi regional champion. Sesuai dengan corporate bank bjb corporate road map arranged for 2017-2022,
road map bank bjb yang telah disusun dari tahun 2017- 2019 is the phase 2 (two) for bank bjb to implement the
2022, di tahun 2019 merupakan fase ke 2 (dua) bagi bank strategy of exceptional business growth and reliable
bjb untuk melakukan strategi pertumbuhan bisnis yang infrastructure reinforcement to support digital-based
berkualitas serta melakukan penguatan infrastruktur operations and products. Thus, strategic directives are
yang handal untuk mendukung operasional dan produk already organized by taking into account two factors, i.e.
berbasis digital. Oleh karena itu arahan strategi telah organic growth by expanding the Bank’s core business
disusun dengan mempertimbangkan dua faktor, yaitu and the acceleration of non-organic growth through
pertumbuhan organik dengan memperbesar core corporate actions.
business dari bank, namun tidak tertutup kemungkinan
dilakukannya aksi korporasi untuk mempercepat
pertumbuhan bank secara non organik.
Untuk mendukung kegiatan operasional dan produk To support digital-based operations and products through
berbasis digital melalui penguatan infrastruktur yang reliable infrastructure reinforcement, the management
handal, maka telah ditetapkan strategi manajemen strategies for 2019 was set into strengthening capital
di tahun 2019 yaitu penguatan permodalan untuk to support business acceleration, acquiring third party
mendukung akselerasi bisnis, penghimpunan DPK melalui funding (DPK) though e-channel to maintain sufficient
pengembangan E-Channel untuk menjaga likuiditas liquidity, increasing credit growth by preserving credit
yang memadai, meningkatkan pertumbuhan kredit quality, developing digital banking to optimize business
dengan tetap menjaga kualitas kredit, pengembangan transaction for increasing income, and reinforcing
digital banking untuk mengoptimalkan transaksi bisnis synergy in supports to achieve business target. By
guna peningkatan pendapatan, dan memperkuat applying these strategies¸ bank bjb is confident that
sinergi bidang supporting untuk mendukung pencapain banking business is promising going forward.
target bisnis. Dengan menerapkan berbagai strategi
manajemen tersebut¸ bank bjb optimis bahwa prospek
usaha bank akan semakin membaik kedepannya.
4 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

2018
Laporan Tahunan
Annual Report 2018
Memberdayakan Potensi Lokal,
Berkontribusi Membangun Negeri
Empowering Local Potential, A Contribution
to Nation Building
Empowering Local Potential, A Contribution

to Nation Building
IDX : BJBR
Di tengah ketidakpastian dan tantangan ekonomi tahun Against the backdrop of economic uncertainty and
2018, bank bjb mampu membukukan kinerja yang challenges in 2018, bank bjb was able to post a satisfactory
memuaskan, melanjutkan catatan pencapaian kinerja performance, continuing the positive performance of
positif yang ditorehkan dalam beberapa tahun terakhir the past few years. This achievement has brought bank
ini. Prestasi ini menempatkan bank bjb semakin dekat bjb closer to its aspiration of becoming one of the top
pada aspirasinya untuk menjadi salah satu jajaran 10 10 national banks with excellent performance. At the
besar bank nasional yang berkinerja baik. Pada saat same time, bank bjb does not forget its mission to drive
bersamaan, bank bjb tidak melupakan misinya untuk the regional economy, especially the economy of West
menjadi penggerak perekonomian daerah khususnya Java. Various programs are launched aiming to promote
bagi daerah Jawa Barat. Melalui berbagai program untuk inclusive banking services in the community, as well as
mendorong inklusivitas layanan perbankan di masyarakat to support the micro, small and medium enterprises
serta untuk lebih mengedepankan keberpihakan pada (MSME). Through those program, bank bjb ceaselessly
sektor usaha mikro, kecil dan menengah (UMKM), strives to empower local potential as part of national
bank bjb terus berupaya memberdayakan potensi lokal development.
sebagai bagian dari pembangunan nasional Indonesia.

Membangun Indonesia
Memahami Negeri
2017
Terus Berinovasi dalam Membangun
Bisnis yang Berkualitas
Building a Quality Business through
Continuous Innovation
Laporan Tahunan
Terus Berinovasi
idx : bjbr
2017 a n n u a L r e p o rT
dalam Membangun Bisnis yang Berkualitas

BuildiNg a Quality BusiNess through CoNtiNuous iNNovatioN
2017
Laporan Tahunan
a n n u a L r e p o rT Pt Bank Pembangunan daerah Jawa Barat dan Banten, tbk.
Dalam menjalankan usahanya bank bjb tidak terlepas In running its business bank bjb can not be separated
dari berbagai tantangan yang akan di hadapi from various challenges that will be faced during the
sepanjang tahun mendatang. Dalam roadmap yang coming year. In a customized road map, bank bjb remains
telah disesuaikan, bank bjb tetap terus konsisten serta consistent and committed to innovate in order to build a
berkomitmen untuk berinovasi guna membangun bisnis business with high quality. This is done by accelerating
berkualitas. Hal tersebut dilakukan dengan melakukan growth through both organic and inorganic strategies
akselerasi pertumbuhan baik melalui strategi organik as well as developing digital banking. The combination
maupun anorganik serta melakukan pengembangan is expected to address the increasingly sophisticated
digital banking. Kombinasi tersebut diharapkan dapat and complex banking challenges and macroeconomic
menjawab tantangan perbankan yang semakin canggih pressures sourced from the external and further
dan kompleks serta tekanan makro ekonomi yang strengthen the business network across all operational
bersumber dari eksternal dan semakin memperkuat areas in Indonesia.
jaringan bisnis di seluruh wilayah operasional di
Indonesia.

Membangun Indonesia
2016
Memahami Negeri
Semakin Berkembang Bersama Peluang Baru

yang Membentang
Growing With New Opportunities That Spread
Semakin Berkembang
Bersama Peluang Baru yang Membentang
Growing Together with New Expanding Opportunities
idx : bjbr
Laporan Tahunan
annuaL reporT 2016
Sebagai Bank Umum yang dimiliki oleh Pemerintah As a commercial bank, owned by a local government,
Daerah yang telah go public, bank bjb telah memiliki that is publicly listed, bank bjb already has a strong
image yang kuat sebagai bank umum yang sedang image as a commercial bank that is growing rapidly
berkembang dengan pesat dan menjadi bank nasional. and becoming a national bank. Currently bank bjb has
Saat ini bank bjb telah memiliki jaringan kantor yang a network of offices spread in 14 provinces, mainly in
menyebar di 14 provinsi, terutama Jawa Barat serta West Java and Jakarta, Indonesian economic centers. In
Jakarta yang merupakan pusat perekonomian Indonesia. terms of products, bjb DIGI electronic banking services
Dari sisi produk, layanan electronic banking (bjb DIGI) has encouraged the development of various bank bjb
telah medorong berkembangnya berbagai produk bank products.
bjb.
Kedepannya, Perseroan telah menetapkan berbagai Going forward, the Company has strategies to capture
strategi untuk menangkap berbagai peluang yang expansion opportunities. With an increasing financially
membentang. Semakin meningkatnya literasi keuangan literate society, economic activities are high in West
masyarakat, kegiatan ekonomi yang cukup tinggi di Java, Banten and Jakarta Provinces, and the expansion of
Provinsi Jawa barat, Banten dan DKI Jakarta, dan cooperation between bank bjb with several government
perluasan kerjasama antara bank bjb dengan beberapa agencies, has created major opportunities identified
institusi pemerintah merupakan peluang-peluang utama by the Company. By creating the right strategies, and
yang telah diidentifikasi oleh Perseroan untuk bisa maintaining good relationships with its stakeholders, the
ditangkap. Dengan melakukan formulasi strategi yang Company is confident.
tepat dan menjaga hubungan baik dengan pemangku
kepentingan, Perseroan yakin pertumbuhan bisnis bank
bjb kedepannya akan semakin berkembang.

Daftar isi Table of Contents
3 52
3 Tema dan Arti Tema/Themes and Meaning of Themes Laporan Dewan Komisaris dan Direksi
4 Kesinambungan Tema/Theme Continuity Report of the Board of Commissioners and
8 Daftar Isi/Table of Contents Board of Directors
12 Sekilas Tentang Perseroan/Company Overview
54 Laporan Dewan Komisaris/
14 Jejak Langkah/Milestones Board of Commissioners Report
16 Keunggulan Kami/Our Advantages 72 Laporan Direksi/Board of Directors Report
96 Tanggung Jawab Pelaporan Tahunan 2020/
The Responsibility of 2020 Annual Reporting
18
98
Kilas Kinerja
Performance Highlights
20 Pencapaian Kinerja/Performance Highlight Profil Perusahaan

22 Ikhtisar Data Keuangan Penting/Financial Highlight Company Profile
22 Ikhtisar Keuangan dan Rasio Keuangan/
Financial Highlights and Financial Ratios 100 Identitas Perusahaan/Company Identity
29 Ikhtisar Operasional/Operational Highlight 102 Riwayat Singkat Perusahaan/Company Brief History

105 Keterangan Perubahan Nama/
32 Informasi Harga Saham/Share Price Information
Description of Change of Name
36 Aksi Korporasi/Corporate Action
106 Brand Perusahaan/Company Brand
36 Aksi Penghentian Sementara Perdagangan Saham 108 Bidang Usaha/Business Fields
(Suspension) dan/atau Penghapusan Pencatatan
Saham (Delisting)/ 108 Kegiatan Usaha Menurut Anggaran Dasar dan yang
Termination Action While Trading of Shares Dijalankan/Running Business Activities According to
(Suspension) and/or Removing of The Basic Budget
Shares (Delisting) 110 Produk dan Jasa/Products and Services
36 Informasi Obligasi, Sukuk dan/atau Obligasi Konversi/ 146 Peta Wilayah Usaha/Map of Operational Area
Information on Bonds, Sukuk, and/or Convertible 148 Inovasi Outlet/Outlet Innovation
Bonds Bond Information
150 Struktur Organisasi/Organization Structure
38 Informasi Sumber Pendanaan Lainnya/
152 Visi, Misi dan Budaya Perusahaan/Vision, Mission, and
Information Other Funding Sources
Corporate Culture
39 Laporan Analis Perusahaan/
152 Visi/Vision
Corporate Analyst Report
152 Misi/Mission
40 Peristiwa Penting di Tahun 2020/
152 Reviu Visi dan Misi oleh Dewan Komisaris dan
Significant Events in 2020
Direksi/Vision and Mission Review by Board of
Commissioners and Directors
153 Budaya Perusahaan/Corporate Culture
154 Profil Dewan Komisaris/Board of Commissioners Profiles
159 Profil Direksi/Board of Directors Profile
166 Profil Pejabat Eksekutif/Profile of Executive Officers

176 Profil dan Pengembangan Kompetensi Pegawai/ 235 Nama dan Alamat Entitas Anak, Entitas Asosiasi,
Profile and Development of Employee Competence Kantor Wilayah dan Kantor Cabang/Name and Address
176 Jumlah Pegawai Berdasarkan Level Jabatan/ of Subsidiary, Associate Entity, Regional Offices and
Number of Employee Based on Position Level Branch Offices
176 Jumlah Pegawai Berdasarkan Tingkat Pendidikan/ 239 Informasi yang Tersedia di Website/
Number of Employee Based on Education Level Information Available on the Website
177 Jumlah Pegawai Berdasarkan Status Kepegawaian/ 240 Pendidikan dan/atau Pelatihan Dewan Komisaris, Direksi,
Number of Employees Based on Status of Staffing Komite-Komite, Sekretaris Perusahaan, dan Satuan Kerja
Audit Internal/Education and/or Training of the Board
177 Jumlah Pegawai Berdasarkan Direktorat/
of Commissioners, Directors, Committees, Corporate
Number of Employee Based on Directorate
Secretary, and Internal Audit Unit
178 Jumlah Pegawai Berdasarkan Rentang Usia/
Number of Employees Based on Age Range
178 Jumlah Pegawai Berdasarkan Masa Kerja/
Number of Employees Based on Years of Service
179 Pengembangan Kompetensi Pegawai/
179
Employee Competence Development
Kebijakan/Policy
256
179 Pengembangan Kompetensi Berdasarkan Level
Jabatan/Development of Competence Based
on Post Level
Analisis dan Pembahasan Manajemen
182 Evaluasi Pelaksanaan Pengembangan
Kompetensi/Evaluation of Competency
Atas Kinerja Perseroan
Development Implementation Management Discussion and Analysis
185 Biaya Pengembangan Kompetensi/ on the Company’s Performance
Competence Development Fees
186 Komposisi Pemegang Saham/Shareholders Composition 258 Tinjauan Perekonomian/Economic Review
187 Komposisi 20 Pemegang Saham Terbesar/ 258 Analisis Perekonomian Global/
Composition of 20 Biggest Shareholders Global Economic Analysis
189 Komposisi Pemegang Saham 5% atau Lebih/ 259 Analisis Perekonomian Nasional/
Shareholder Compositition 5% or More National Economic Analysis
189 Komposisi Pemegang Saham Masyarakat Kurang 260 Analisis Industri Perbankan/
Dari 5%/Shareholders Composition of The Analysis of Banking Industry
Community Less than 5% 262 Analisis Posisi bank bjb dalam Industri Perbankan/
Analysis of bank bjb Position in the Banking Industry
190 Kepemilikan Saham Dewan Komisaris dan Direksi/
Share Ownership of The Board of Commissioners 264 Tinjauan Operasional/Operational Review
and The Board of Directors 266 Strategi Bank/Bank’s Strategic
192 Pembelian/Penjualan Saham Dewan Komisaris dan 271 Aspek Pemasaran/Marketing Aspect
Direksi/Buying/Selling of Shares of The Board of 271 Strategi Pemasaran/Marketing Strategy
Commissioners and The Board of Directors
283 Pangsa Pasar/Market Share
196 Daftar Entitas Anak dan/atau Entitas Terelasi/
287 Tinjauan Operasi Per Segmen Usaha/
List of Subsidiaries and/or Related Subsidiaries
Operations Review Per Business Segment
202 Struktur Grup Perusahaan/Company Group Structure
288 Segmen Konvensional/Convensional Segment
203 Kronologi Penerbitan Saham/
279 Segmen Syariah/Sharia Segment
Chronology of Sharelistings
281 Kinerja Entitas Anak/Subsidiary Performances
206 Kronologi Penerbitan Obligasi dan/atau Pencatatan
Obligasi Serta Efek Lainnya/Cronological Issuance and / 285 Digital Banking/Digital Banking
or Listing of Bonds and Other Securities 394 Prospek Usaha dan Strategi Ke Depan Tahun 2021/
Business Prospects and Future Strategies In 2021
216 Nama dan Alamat Lembaga dan/atau Profesi
Penunjang/Names and Addresses of Institutions and/or 401 Tinjauan Keuangan/Financial Review
Supporting Professionals 401 Kinerja Keuangan/Financial Performances
221 Penghargaan dan Sertifikasi/Awards and Certifications 401 Laporan Posisi Keuangan Konsolidasian/
Statements of Consolidated Financial Position

431 Laporan Laba Rugi dan Penghasilan
Komprehensif Lain Konsolidasian/
Consolidated Statements of Profit and Loss and
Other Comprehensive Income
746
445 Laporan Arus Kas Konsolidasian/
Consolidated Cash Flow Report
449 Kemampuan Membayar Utang dan Kolektibilitas Sumber Daya Manusia
Piutang/Ability to Pay Debt and Collectibility In Human Capital
Receivables
459 Kualitas Aset Produktif/Productive Asset Quality 748 Kerangka Konseptual Human Capital/
466 Struktur Permodalan dan Praktik Manajemen Risiko/ Human Capital Conceptual Framework
Capital Structure and Risk Management Practices 752 Manajemen Human Capital/Human Capital Management
468 Ikatan Material Terkait Investasi Barang Modal/
784 Engagement Pegawai/Employee Engagement
Material Committee Related to Capital Goods
Investment 785 Kebijakan Hubungan Industrial/Industrial Relation Policy
468 Investasi Barang Modal/Capital Goods Investment 787 Unit Penunjang Layanan Human Capital/
469 Informasi Material Mengenai Investasi, Ekspansi, Human Capital Service Support Unit
Divestasi, Akuisisi, dan Restrukturisasi Hutang dan
791 Program Strategis Human Capital Selama Tahun 2020/
Modal/Material Information Regarding Investment,
Strategic Program of Human Capital During 2020
Expansion, Divestment, Acquisition, or Debt
and Capital Restructuring 792 Rencana dan Strategi Pengembangan Human Capital
469 Komitmen dan Kontinjensi/ Tahun 2020-2021/
Commitment and Contingency Development Plan of Human Capital In 2020-2021
470 Pencapaian Target dan Target Ke Depan/ 796 Internalisasi Budaya/Culture Intenalization
Achievements of Targets and Targets Plan
806 Struktur Pengelola Human Capital/
480 Informasi dan Fakta Material Setelah Tanggal
Management Structure of Human Capital
Laporan Akuntan/Information and Material Facts
After the Date of Accountant Reports
480 Kebijakan, Pengumuman dan Pembayaran Dividen/
Dividend Policy, Announcement and Payment
483 Program Kepemilikan Saham oleh Pegawai dan/atau
808
Manajemen (ESOP/MSOP)/Share Ownership Program
by Employees and/or Management (ESOP/MSOP)
483 Realisasi Penggunaan Dana Hasil Penawaran
Umum/Realization of Use of Public Offering Results
486 Informasi Transaksi Material yang Mengandung
Benturan Kepentingan dan/atau Transaksi dengan
Teknologi Informasi
Pihak Afiliasi/Material Information Containing Information Technology
Conflicts of Interest and/or Transactions with
Affiliated Parties 810 Blueprint Enterprise Architecture Teknologi Informasi/
492 Aspek Perpajakan/Taxation Aspect Blueprint Enterprise Architecture of Information
493 Perubahan Peraturan Perundang-Undangan dan Technology
Dampaknya terhadap Bank/Changes In Laws and 812 Manajemen Teknologi Informasi/
Regulations on the Bank Information Technology Management
562 Perubahan Kebijakan Akuntansi 818 Pengembangan Teknologi Informasi Tahun 2020/
Amendment to Accounting Policies
Development of Information Technology in 2020
566 Tingkat Kesehatan Bank/Bank Soundness Level 819 Implementasi Proyek Teknologi Informasi Tahun 2020/
568 Informasi Kelangsungan Usaha/ Project Implementation of Information Tecnology
Business Continuation Information Year 2020
569 Suku Bunga Dasar Kredit/Interest Rate on Credit 821 Mitra Bisnis Yang Mendukung Divisi Teknologi Informasi/
Bussiness Partners Supporting Information Technology
Division
822 Struktur Pengelola Teknologi Informasi/Management
Structure of Information Technology
570 824 Sertifikasi Sistem Teknologi Informasi/
System Certification of Information Technology
825 Rencana Pengembangan Teknologi Informasi ke Depan/
Struktur Permodalan dan Praktik Future Information Technology Development Plans
Manajemen Risiko Konsolidasi
Capital Structure and Consolidated
Risk Management Practices

1159 Pengelolaan Harta Kekayaan Penyelenggara Negara/
Management of Country Property Rights
826 1160 Rencana Strategis Bank/The Bank’s Strategic Plan
1161 Penyediaan Dana Besar dan Penyediaan Dana Kepada
Pihak Terkait/Provision of Large Funds and Provision of
Funds to Related Parties
Tata Kelola Perusahaan
1162 Transparansi Kondisi Keuangan dan Non Keuangan
Good Corporate Governance
Perusahaan/Transparency of Financial and Non-
Financial Conditions of The Company
828 Pencapaian Dalam Penerapan Tata Kelola Perusahaan/
Achievements in the Implementation of Corporate 1162 Buyback Saham dan Buyback Obligasi/
Governance Share Buyback and Bond Buyback
828 Dasar Penerapan Tata Kelola Perusahaan/ 1163 Penerapan Pedoman Tata Kelola Perusahaan Terbuka/
Basic Application of Corporate Governance Application of Guidelines Open Corporate Governance
829 Struktur dan Mekanisme Tata Kelola Perusahaan/ 1177 Pernyataan Pelaksanaan Prinsip-Prinsip Tata Kelola
Corporate Governance Structure and Mechanism Yang Baik/Statement of The Implementation of Good
Governance Principles
830 Struktur Organ Perusahaan/
Organ Structure of the Company
830 Governance Soft Stucture/Governance Soft Stucture
832 Mekanisme Tata Kelola Perusahaan/
832
Corporate Governance Mechanism
Pemegang Saham/Shareholders
1178
836 Rapat Umum Pemegang Saham/
General Meeting of Shareholders
Tanggung Jawab Sosial Perusahaan
853 Dewan Komisaris/Board of Commissioners
Corporate Social Responsibility
901 Direksi/Board of Directors
931 Organ dan Komite di Bawah Dewan Komisaris/ 1180 Tata Kelola Tanggung Jawab Sosial/
Organs and Committees Under the Board of Governance of Social Responsibilities
Commissioners
1200 Tanggung Jawab Sosial Terkait Hak Asasi Manusia/
1000 Organ dan Komite di Bawah Direksi/Organs and Social Responsibilities Related to Human Rights
Committees Under The Board of Directors
1204 Tanggung Jawab Sosial Terkait Operasi yang Adil/
1051 Remunerasi Dewan Komisaris dan Direksi/ Social Responsibilities Related to Fair Operations
Remuneration of Board of Commissioners and
1209 Tanggung Jawab Sosial Perusahaan Terkait dengan
Directors
Lingkungan Hidup/Corporate Social Responsibilities
1057 Akuntan Publik/Public Accountant Related to the Enviroment
1060 Manajemen Risiko/Risk Management 1214 Tanggung Jawab Sosial Perusahaan Terkait dengan
1076 Sistem Pengendalian Internal/ Ketenagakerjaan, Kesehatan dan Keselamatan Kerja/
Internal Control System Corporate Social Responsibilities Related to
1086 Fungsi Kepatuhan/Compliance Function Employment, Health, and Safety
1091 Program Anti Pencucian Uang (APU) dan 1224 Tanggung Jawab Sosial Perusahaan Terkait dengan
Pencegahan Pendanaan Terorisme (PPT)/ Tanggung Jawab Kepada Konsumen/Corporate Social
Anti Money Laundering (APU) and Prevention of Responsibility Related to Consumer Responsibilities
Terrorism Funding (PPT) Program 1239 Tanggung Jawab Sosial Perusahaan Terkait dengan
1095 Perkara Penting/Important Case Pengembangan Sosial Kemasyarakatan/Corporate Social
Responsibility Related to Community Social Development
1105 Pemberian Dana Kegiatan Sosial dan/atau Politik/
Funding of Social and/or Political Activities
1106 Akses Informasi dan Data Perusahaan/
Access to Information and Company Data
1122 Program Anti Korupsi/Anti Corruption Program
1248
1122 Kode Etik/Code of Ethics
1125 Kebijakan Gratifikasi/Gratification Policy
Indeks Referensi POJK
1127 Whistleblowing System/Whistleblowing System
POJK Reference Index
1133 Penerapan Tata Kelola Terintegrasi/
The Implementation of Integrated Governance
1143 Kebijakan Keberagaman Dewan Komisaris
dan Direksi/Policies on Diversity of Board of
Commissioners and Board of Directors
1272
1146 Good Corporate Governance Assessment/
Good Corporate Governance Assessment
Laporan Keuangan
Financial Statements

Sekilas Tentang Perusahaan
Company Overview
SEGMEN USAHA
Business Segments
Perbankan Konvensional
dan Syariah
Conventional and Sharia
Banking
Menara bank bjb

Jl. Naripan No. 12-14
Bandung 40111
Jawa Barat
ENTITAS ANAK
Subsidiaries
bank bjb syariah bjb Sekuritas PT BPR Intan Jabar PT BPR Karya Utama Jabar
99,24% 78,94% 30,70% 37,97%

Pemerintah Provinsi Jawa Barat
West Java Provincial Government 38,18%
Pemerintah Provinsi Banten

Banten Provincial Government 5,29%
PEMEGANG Pemerintah Kota dan Kabupaten

Se-Jawa Barat
24,03%
City and Regency Governments in
SAHAM West Java
Shareholders Pemerintah Kota dan Kabupaten

Se-Banten
City and Regency Governmence in 7,87%
Banten
Publik
Publik 24,64%
PRODUK DAN JASA UTAMA

Main Products and Services
Consumer
Treasury
Banking
Micro and International

Small Business Banking
Commercial Jasa Layanan

Banking Services

Jejak Langkah
Milestones
1991
Pertama kali menerbitkan
1972 obligasi.
Launched the first bonds.
Bentuk hukum Perseroan
diubah dari Perseroan
1961
Terbatas (PT) Bank Karja
1978
bank bjb didirikan Pembangunan Daerah
1915
dengan nama PT Bank Djawa Barat menjadi Perusahaan Daerah (PD)
De Eerste Nederlandsche- Karja Pembangunan Perusahaan Daerah (PD) Bank Karja Pembangunan
Indische Spaarkas en Daerah Djawa Barat Bank Karja Pembangunan Daerah Djawa Barat
Hyphoteekbank (DENIS, yang merupakan hasil Daerah Djawa Barat. selanjutnya diubah menjadi
1915). DENIS merupakan nasionalisasi bank ‘’NV The Company legal entity PD Bank Pembangunan
salah satu bank tabungan Denis” pada masa was changed from Limited Daerah Jawa Barat.
dan hipotik di Hindia pemerintahan Belanda. Liability Company (PT) Regional-Owned
Belanda. bank bjb established with Bank Karja Pembangunan Company (PD) Bank Karja
De Eerste Nedelandsche the name of PT Bank Karja Daerah Djawa Barat Pembangunan Daerah
(DENIS, 1915). DENIS said Pembangunan Daerah to Regional- Owned Djawa Barat was then
to be the first saving and Djawa Barat which was Company (PD) Bank Karja changed to PD Bank
hypoteek bank is in the nationalized from NV Pembangunan Daerah Pembangunan Daerah Jawa
East Indies. DENIS, a Dutch Company. Djawa Barat. Barat.
2015
• Meluncurkan PESAT 2017
(Pemberdayaan Masyarakat
Terpadu). • Meluncurkan kartu debit VISA bank bjb.
• Meluncurkan bjb Sahabat • 7 tahun melantai di bursa.
Usaha • bank bjb melayani pembayaran Samsat online nasional.
• Launched PESAT • Total aset bank bjb tembus Rp108,4 T.
(Integrated Community • PUB 1 TAHAP 1 Obligasi dan Obligasi subordinasi
Empowerment). bank bjb.
• Launched bjb Sahabat
Usaha. • Launches a bank bjb VISA debit card.
• 7 years on the stock exchange.
• bjb bank serves the national online payment of Samsat.
2014 • Total bank assets bjb translucent Idr108.4 T.
• PUB 1 Phase 1 Bonds and bank subordinated bonds bjb.
• Ditunjuk menjadi BPJS
Regional Strategic Partner
dan BPJS Service Point
2012 2016
Office.
• Meluncurkan bjb Digi. • Meluncurkan Program bjb Cinta Guru
Rebranding bjb Precious. • Meluncurkan E-Samsat dan • Ditunjuk menjadi Bank Persepsi Tax Amnesty
Rebranding bjb Precious. E- tax
• Menambah Kantor Wilayah untuk daerah timur Indonesia
• Appointed as BPJS Regional • Meluncurkan Kredit Usaha Bhakti
Strategic Partner and BPJS
2011 Service Point Office. • Meluncurkan Program bjb Cinta Guru
• Launched bjb Digi. • Ditunjuk menjadi Bank Persepsi Tax Amnesty
Menerbitkan Obligasi VII. • Menambah Kantor Wilayah untuk daerah timur Indonesia
• Launched E-Samsat and
Issued Bond VII. E-tax. • Meluncurkan Kredit Usaha Bhakti.

2010
• Peningkatan rating
1999
dari Pefindo menjadi
Berubah dari Perusahaan peringkat idAA-.
• Pemisahan (spin off) Unit
Daerah (PD) menjadi 2009
Perseroan Terbatas (PT). Usaha Syariah.
Menerbitkan Obligasi VI. • Sebutan “Bank Jabar
Legal Status of Bank Jabar
Banten” resmi diubah
changed from Regional- 2000 Issued Bond VI.
menjadi “bank bjb”.
Owned Company (PD) into
Menjadi Bank • Mencatatkan saham
a limited liability Company
Pembangunan Daerah perdananya (IPO) di
(PT). 2007
pertama di Indonesia yang Bursa Efek Indonesia
menjalankan dual banking Nama Perseroan berubah (BEI).
system, yaitu memberikan menjadi PT Bank
1992 • Rating improvement from
layanan perbankan dengan Pembangunan Daerah Jawa Pefindo to idAA-.
Aktivitas Bank sistem konvensional dan Barat dan Banten dengan • Spin off of Sharia
Pembangunan Daerah Jawa dengan sistem syariah. sebutan “Bank Jabar Business Unit.
Barat ditingkatkan menjadi Became the first Regional Banten. • “Bank Jabar Banten”
Bank Umum Devisa. Development Bank in Company’s name was was of cially changed to
The activities of Bank Indonesia that implemented Company’s name was “bank bjb”.
Pembangunan Daerah Jawa dual banking system, to changed to PT Bank • Listed its initial
Barat (BPD) were upgraded provide banking services Pembangunan Daerah Jawa public offering (IPO)
to Foreign Exchange with conventional system Barat dan Banten as “Bank in Indonesia Stock
Commercial Bank. and sharia system. Jabar Banten”.. Exchange (BEI).
2018 2019
• Rebranding bjb • Di tahun 2019, bank bjb 2020
University, sebagai menerbitkan Obligasi
Center of Learning Berkelanjutan I bank bjb • Perubahan tagline menjadi “Tandamata
Organization bagi insan tahap III tahun 2019. Untuk Negeri”, serta Visi dan Misi yang
bjb. • Menjadi Bank Pembangunan lebih fokus pada fungsi utama bank bjb.
• Terbitkan PUB I tahap 2 Daerah (BPD) pertama • Meluncurkan layanan pembayaran
obligasi bank bjb. yang ditunjuk menjadi bank elektronik bjb DigiCash.
• Launching bjb Mesra administrator Rekening Dana • Di tahun 2020, bank bjb menerbitkan
(Masyarakat Ekonomi Nasabah (RDN) periode
Obligasi Berkelanjutan II bank bjb tahap I
Sejahtera). 2019-2024 oleh PT Kustodian
dan tahap II tahun 2020.
• Soft Launching Samsat Sentral Efek Indonesia
J’bret. (KSEI).
• Penandatanganan akta pendirian bjb
Sekuritas.
• Rebranding bjb • In 2019, the Company issued
University, as a Center of Sustainable Bonds I bank bjb • Change in tagline to “Tandamata Untuk
Learning Organization Phase III of Year 2019. Negeri”- Signature for the Country-, as
for bjb people. • Becoming the first Regional well as a Vision and Mission that is more
• Issue Phase 2 of Bank Development Bank (BPD) to focused on the main function of bank bjb.
Indonesia PUB I bjb become the administrator • Launched the DigiCash bjb electronic
bonds. of the Customer Fund payment service.
• Launching bjb Mesra Account (RDN) 2019-2024
• In 2020, bank bjb issued Sustainable Bonds
(Prosperous Economic by PT Kustodian Sentral Efek
II bank bjb phase I and phase II year 2020.
Community). Indonesia (KSEI). PT Bank
• Soft Launching of Pembangunan Daerah Jawa
• Signing of the Deed of Incorporation of bjb
Samsat J’bret. Barat dan Banten, Tbk. Securities.

Keunggulan Kami
Our Advantages
BASIS NASABAH BESAR

Huge Number of Customer Base
Perseroan memiliki basis nasabah yang The Company has a very large number of
loyal dalam jumlah sangat besar, yaitu loyal customer bases, namely the state
aparatur sipil negara (ASN), pensiunan civil apparatus (ASN), retirees and local
dan masyarakat lokal, terutama di wilayah communities, especially in the West Java
Jawa Barat dan Banten. Kredit Konsumer and Banten regions. Consumer Consumer
didominasi oleh Kredit Guna Bhakti (KGB) Credit is dominated by Kredit Guna Bhakti
yang merupakan fasilitas kredit untuk (KGB) which is a credit facility for fixed
debitur berpenghasilan tetap dengan tujuan income borrowers with the purpose of
penggunaan konsumtif multiguna yang using multipurpose consumption intended
diperuntukkan bagi ASN, pegawai BUMN/ for ASN, employees of BUMN/BUMD,
BUMD, pegawai lembaga negara atau employees of state institutions or non-PNS
instansi pemerintah non PNS, anggota TNI/ government agencies, members of the TNI/
POLRI, pegawai swasta atau yayasan, kepala POLRI, private employees or foundations,
dan wakil kepala daerah, anggota dewan, heads and deputy regional heads,
perangkat desa dan lain. Total kredit KGB councilors, village officials and others. Total
sebesar 67,62% dari total kredit Konsumer. KGB loans amounted to 67.62% of total
Consumer loans.
SUMBER DAYA MANUSIA UNGGUL

Excellent Human Capitals
Perseroan didukung oleh sumber daya manusia unggul yang The Company is supported by superior human resources
menjadi “Strategic Business Partner”, sehingga menjamin who become “Strategic Business Partners”, thereby
kinerja usaha yang berkelanjutan. Terkait dengan hal itu, ensuring sustainable business performance. In this regard,
Perseroan telah menerapkan konsep pengelolaan human the Company has applied the concept of human capital
capital dengan berfokus pada 5 (lima) poin berikut ini: management by focusing on the following 5 (five) points:
• Talent Management • Talent Management
• Great Leaders • Great Leaders
• Career Management • Career Management
• Performance Management System • Performance Management System
• Learning & Development • Learning & Development
INOVASI PRODUK
Product Innovation bjb E-Samsat
Layanan sistem administrasi manunggal satu atap (samsat)
bjb DIGI secara elektronik atau e-Samsat. E-samsat merupakan layanan
Transaksi dengan bjb Digi menjadi lebih mudah, karena tur layanan pembayaran Pajak Kendaraan Bermotor tahunan. Layanan
terintegrasi melalui sistem fitur mobile, seperti Internet Banking- pembayaran e-samsat ini adalah salah satu layanan terbaik bank
bjb NET, SMS Banking-bjb SMS, bjb Mobile dan bjb Digi Cash. bjb bagi para nasabahnya, khususnya dalam hal pembayaran
Pajak Kendaraan Bermotor tahunan kini nasabah bank bjb
Transacting is easier with bjb Digi since it features integrated
tidak perlu mengantri lama untuk melakukan pembayaran Pajak
services through mobile systems, such as NET Internet Banking-
Kendaraan Bermotornya, karena pembayaran dapat dilakukan
bjb, SMS Banking-bjb SMS, bjb Mobile and bjb DigiCash.
diseluruh e-channel bank bjb yang tersebar di seluruh Indonesia.
bank bjb bekerja sama dengan Tim Pembina Samsat Provinsi
bjb DigiCash Jawa Barat melalui program Sambara (Samsat Jabar Juara),
Tim Pembina Samsat Provinsi Banten melalui program Sambat
Uang elektronik berbasis server yang memanfaatkan teknologi (Samsat Banten Hebat dan Tim Pembina Samsat Provinsi
berbasis mobile application yang dapat digunakan untuk Kepulauan Riau melalui program e-samsat Kepri serta Tim
melakukan berbagai transaksi melalui Quick Responde Code Pembina Samsat Nasional melalui program Samolnas (samsat
Indonesia Standar (QRIS). online nasional).
Server-based electronic money that utilizes technology based
mobile application that can be used for perform various It was one-stop administration system (Samsat) service
transactions through the Quick Responde Code Indonesia electronically or e-Samsat. E-samsat was an annual Motor Vehicle
Standards (QRIS). Tax payment service. This e-samsat payment service became
one of the best bank bjb services for its customers, especially
in terms of annual Motor Vehicle Tax payments, now bank bjb
bjb BiSA: Nasabah Jadi Mitra customers did not have to queue long to make Motor Vehicle
Tax payments, because payments could be made throughout the
Melalui layanan bjb BiSA, nasabah menjadi mitra bank bjb, yaitu
bank bjb e-channel throughout Indonesia. bank bjb collaborated
sebagai agen yang dapat melayani transaksi perbankan masyarakat
with the West Java Province Samsat Advisory Team through the
secara real time online menggunakan tur bjb EDC dengan konsep
Sambara program (West Java Samsat Champion), the Banten
sharing fee dan kini telah terdapat 1.881 agen di 14 provinsi.
Province Samsat Advisory Team through the Sambat program
bjb BiSA allows customers to become bank bjb partners, as (Great Banten Samsat and the Riau Islands Province Samsat
the agent in serving the community by providing banking Advisory Team through the Kepri e-Samsat program and the
transactions in real time online through bjb EDC with the concept National Samsat Advisory Team through the Samolnas program
of sharing fees. Nowadays, there are 1,881 agents in 14 provinces. (national online Samsat).

TABEL KOMPOSISI PORTOFOLIO KREDIT KONSUMER BERDASARKAN PRODUK
Table of Credit Portfolio Composition by Product
Outstanding Komposisi Number of Account Komposisi

Produk Composition (NoA) Composition
Product
(Rp) (%) (Account) (%)
bjb Kredit Guna Bakti (KGB) 40,911,683,437,166 67.62% 362,649 73.27%
bjb Kredit Pra Purna Bhakti 11,039,687,233,539 18.25% 67,500 13.64%

(KPPB)
bjb Kredit Purna Bhakti (KPB) 6,500,511,632,511 10.74% 52,577 10.62%
bjb Kredit Abdi Bhakti (KAB) 1,057,021,755,458 1.75% 5,658 1.14%
bjb Back to Back Loan (BTB) 206,899,713,865 0.34% 486 0.10%
An Organik 778,468,328,549 1.29% 6,050 1.22%
bjb Kredit Usaha Bhakti (KUB) 6,521,879,851 0.01% 38 0.01%
Total 56,962,542,669,885 100.00% 453,747 100.00%
KARTU ATM ISTIMEWA

Special ATM Card
Kartu anjungan tunai mandiri (ATM) bank bjb bank bjb Automatic Teller Machine (ATM)
tak hanya digunakan untuk seluruh Indonesia card can be used throughout Indonesia, using
lewat ATM Bersama, tapi juga telah terkoneksi ATM Bersama network, and more than that, it
dengan Malaysian Exchange Payment System has also connected with Malaysian Exchange
(MEPS) sehingga nasabah dapat transaksi di Payment System (MEPS), so that customers
Malaysia serta melalui NETS dan Inter-Bank can do transaction in Malaysia and connected
Transaction Management Exchange (ITMX) with NETS and Inter-Bank Transaction
untuk Singapura dan Thailand. Management Exchange (ITMX) for transaction
in Singapore and Thailand.
MENDUKUNG EKONOMI NASIONAL

Supporting National Economy
Kartu ATM/Debit bjb berlogo GPN (Gerbang bjb ATM/Debit Card that bears the GPN
Pembayaran Nasional) membuat transaksi (National Payment Gate) logo helps
di seluruh mesin EDC lebih murah sehingga customers to transact in all EDC machines
menguntungkan nasabah, sekaligus at lower cost, and hence, benefiting the
mendukung perekonomian nasional karena customers, while supporting national
pembayaran menggunakan national gateway economy, since this payment methode uses
dalam negeri. a national gateway.
bjb T-Samsat
bjb T-samsat merupakan pengembangan dari layanan e-samsat,
yaitu layanan pembayaran pajak kendaraan bermotor (PKB)
dengan cara pembayaran berkala atau tahunan melalui tabungan
dengan mekanisme debet otomatis pada saat jatuh tempo
pembayaran pajak. Saat ini bjb T-Samsat hanya melayani
pembayaran PKB untuk wilayah Jawa Barat, namun sedang dalam
proses pengembangan agar dapat melayani pembayaran PKB di
wilayah Indonesia lainnya. bjb Pesat
bjb T-samsat became the development of the e-samsat service, Pemberdayaan Masyarakat Ekonomi Terpadu (PESAT) merupakan
which was a motor vehicle tax payment service (PKB) by komitmen bank bjb untuk turut serta meningkatkan kompetensi
means of periodic or annual payments through savings with an dan kapasitas usaha mikro, kecil dan menengah (UMKM).
automatic debit mechanism at the due date of tax payments.
Currently bjb T-Samsat only served PKB payments for the West Integrated Economic Empowerment for Community (PESAT)
Java region, but was in the process of being developed so that it is bank bjb’s commitment to participating in the improvement
could serve PKB payments in other parts of Indonesia. of the competence and capacity of micro, small and medium
enterprises (MSMEs).

Kilas Kinerja
Performance Highlights
Pada kondisi yang penuh dengan tantangan, Perseroan tetap
konsisten dalam menjaga pertumbuhan yang terlihat dengan
peningkatan pendapatan, laba, penyaluran kredit maupun
dana pihak ketiga.
In conditions full of challenges, the Company remains consistent

in maintaining growth, as evidenced by an increase in revenue,
profit, lending and third party funds.
KILAS KINERJA 2020
2020 PERFORMANCE HIGHLIGHTS
Pencapaian Kinerja
Performance Highlight
KINERJA KEUANGAN
Financial Performance
PENDAPATAN BUNGA
DAN SYARIAH LABA TAHUN BERJALAN TOTAL ASET
Interest and Sharia Income Current Year Profit Total Asset
4,38% 7,99% 14,08%

Meningkat Meningkat Meningkat
Increased by Increased by Increased by
Rp
12,62 Rp
1,69 Rp
140,93
Menjadi Menjadi Menjadi
to to to
triliun/ trillion triliun/ trillion triliun/ trillion
DANA PIHAK KETIGA KREDIT YANG DIBERIKAN SEGMEN KREDIT/PINJAMAN

Third Party Fund Loans Credit/Loan segment
19,39% 9,08% 9,22%

Meningkat Meningkat Meningkat
Increased by Increased by Increased by
100,28 Rp
95,21 89,67
Rp
Menjadi Menjadi
Menjadi
to
Rp to to
triliun/ trillion triliun/ trillion triliun/ trillion
NPL GROSS
1,40%
Menurun menjadi
Decreased to
1,58
Dari
From
%

Laporan Tahunan 2020
2020 Annual Report
KINERJA NON KEUANGAN Dari sisi non keuangan, bank bjb telah
memperoleh beberapa pengakuan antara lain:
Non Financial Performance From the non-financial side, The Company has
gained several recognitions including:
1. 1st The Best Corporate Secretary & Corporate 7. Top BUMD 2020 Star #5 dalam ajang Top BUMD Awards
Communication V – 2020 Category: Public Company 2020 yang diselenggarakan oleh Top Business.
Sector: Regional Development Bank (Asset > Rp100T) Top BUMD 2020 Star #5 in the Top BUMD Awards 2020
dalam ajang Corporate Secretary Communication Award held by Top Business.
2020 yang diselenggarakan oleh Economic Review.
1st The Best Corporate Secretary & Corporate
Communication V – 2020 Category: Public Company 8. Top GRC #4 Stars 2020 dalam ajang Top GRC 2020
Sector: Regional Development Bank (Asset > IDR100T) yang diselenggarakan oleh Top Business.
in the Corporate Secretary Communication Award 2020 Top GRC #4 Stars 2020 in the Top GRC 2020 held by Top
held by Economic Review. Business.
2. The Best Innovation in Digital Banking Bank Buku 3 9. 1st The Best IT for BPD Company – 2020 Platinum Award
dalam ajang Artajasa Award 2020 yang diselenggarakan (Score: A – Very Excellent) Category BPD – Buku III dalam
oleh Artajasa. ajang Indonesia Information & Technology Award – III -
The Best Innovation in Digital Banking Bank Buku 3 in the 2020 yang diselenggarakan oleh Economic Review.
Artajasa Award 2020 held by Artajasa. 1st The Best IT for BPD Company – 2020 Platinum Award
(Score: A – Very Excellent) Category BPD – Buku III in the
Indonesia Information & Technology Award – III - 2020
3. The Best Banking in Financial Inclusion Bank Buku 3 dalam held by Economic Review.
ajang Artajasa Award 2020 yang diselenggarakan oleh
Artajasa.
The Best Banking in Financial Inclusion Bank Buku 3 in 10. The Best Performing Bank 2020 Based on Financial
the Artajasa Award 2020 held by Artajasa. Performance 2018-2020 Category Core Capital Rp5
Trillion to under Rp30 Trillion dalam ajang Top 20
Financial Institutions 2020 yang diselenggarakan oleh
4. 1st Rank Deposito – Bank Umum Konvensional (Buku 3) The Finance.
Asset Class › IDR100 Trillion dalam ajang 9th Digital Brand The Best Performing Bank 2020 Based on Financial
Awards 2020 yang diselenggarakan oleh Infobank. Performance 2018-2020 Category Core Capital IDR5
1st Rank Deposito – Bank Umum Konvensional (Buku Trillion to under IDR30 Trillion in the Top 20 Financial
3) Asset Class › IDR100 Trillion in the 9th Digital Brand Institutions 2020 held by The Finance.
Awards 2020 held by Infobank.
11. Instanti Pengelolaan LHKPN Terbaik Tahun 2020 dalam

5. Bank Terbaik 2020 Kategori BPD dengan Modal Inti ajang Penghargaan Komisi Pemberantasan Korupsi yang
Rp5 Triliun - Rp30 Triliun dalam ajang Investor Awards diselenggarakan oleh Komisi Pemberantasan Korupsi.
yang diselenggarakan oleh Majalah Investor. The 2020 Best LHKPN Management Institute in the
Bank Terbaik 2020 Kategori BPD dengan Modal Inti IDR5 Corruption Eradication Commission Award held by the
Triliun - IDR30 Triliun in the Investor Awards held by Corruption Eradication Commission.
Majalah Investor.
12. Gold Rank dalam ajang Asia Sustainability Reporting

6. Top of The Top BUMD 2020 dalam ajang Top BUMD Rating 2020 yang diselenggarakan oleh NCSR.
Awards 2020 yang diselenggarakan oleh Top Business. Gold Rank in the Asia Sustainability Reporting Rating
Top of The Top BUMD 2020 in the Top BUMD Awards 2020 held by NCSR.
2020 held by Top Business.

KILAS KINERJA 2020
Ikhtisar Data Keuangan Penting

Financial Highlight
Ikhtisar Keuangan dan Financial Highlights and

Rasio Keuangan Financial Ratios
Tabel Ikhtisar Keuangan dan Rasio Keuangan

Table of Financial Highlights and Financial Ratio
(dalam jutaan Rupiah / in millions IDR)
Uraian 2020 2019 2018 2017 2016 Description

LAPORAN POSISI KEUANGAN KONSOLIDASIAN / STATEMENT OF FINANCIAL POSITION
ASET ASSET
Kas 3,689,045 3,160,771 2,929,207 2,513,053 2,215,314 Cash
Giro pada Bank Indonesia 8,046,403 6,512,341 9,981,495 5,846,111 5,516,363 Current accounts with
Bank Indonesia
Giro pada bank lain – 881,541 535,268 611,796 691,042 261,741 Current accounts with
pihak ketiga other banks - third parties
Cadangan kerugian (71) (66) (72) (71) (56) Allowance for impairment
penurunan nilai losses
Penempatan pada Bank 5,818,892 7,919,924 9,731,163 17,692,605 12,786,575 Placements with Bank
Indonesia dan bank lain – Indonesia and other
pihak ketiga banks - third parties
Cadangan kerugian (2,662) (2,193) (4,351) (9,642) (9,059) Allowance for impairment
Tagihan derivatif - - 76 1 1,336 Derivatives Receivables
Surat berharga – pihak 11,500,931 8,855,293 8,617,220 7,712,506 9,206,598 Marketable securities -
ketiga third parties
Cadangan kerugian (21,168) - - - - Allowance for Impairment
penurunan nilai Losses
Efek – efek yang dibeli 10,121,400 3,162,245 2,815,800 325,150 - Marketable securities
dengan janji dijual purchased under
kembali agreement to resell
Wesel ekspor dan tagihan 740,396 908,060 798,117 156,593 10,539 Bills and other receivables
lainnya – pihak ketiga - third parties
Kredit yang diberikan Loans
- Pihak berelasi 217,937 261,564 821,825 1,094,225 1,172,890 - Related party
- Pihak ketiga 89,232,997 81,625,682 74,528,024 69,940,943 62,246,295 - Third party
Cadangan kerugian (1,755,670) (705,300) (646,522) (580,794) (719,184) Allowance for impairment
Pembiayaan dan piutang 5,761,509 5,402,059 4,641,938 5,416,554 5,370,120 Sharia financing and
syariah – setelah dikurangi - less unamortized
margin ditangguhkan – margin - third parties
pihak ketiga
Cadangan kerugian (157,093) (131,102) (139,053) (1,055,573) (719,184) Allowance for impairment
Tagihan akseptasi 52,802 156,084 82,379 47,409 54,301 Acceptances receivable
Cadangan kerugian (30) - - - - Allowance for impairment
Penyertaan saham 42,124 42,124 42,124 31,984 30,681 Investments in shares
Cadangan kerugian (1,303) (1,303) (1,303) (1,303) (1,303) Allowance for impairment
Aset tetap Fixed assets
Harga perolehan 5,970,602 4,609,769 4,363,927 3,918,614 3,664,338 Cost

2020 Annual Report

Akumulasi penyusutan (1,555,254) (1,265,544) (1,092,176) (993,277) (923,941) Accumulated
depreciation
Nilai buku 4,415,348 3,344,225 3,271,751 2,925,337 2,740,397 Book value
Aset pajak tangguhan - 100,932 128,113 155,680 177,446 137,253 Deferred tax asset -
neto net
Bunga yang masih akan 793,066 650,516 621,430 607,291 654,771 Accrued Interest
diterima receivables
Aset lain- lain - neto 1,456,676 1,712,169 1,332,663 1,449,301 1,306,084 Other assets - net
TOTAL ASET 140,934,002 123,536,474 120,191,387 114,980,168 102,318,457 TOTAL ASSETS
LIABILITAS, DANA SYIRKAH TEMPORER DAN EKUITAS LIABILITIES, TEMPORARY SHIRKAH FUNDS AND CONSOLIDATED EQUITY
LIABILITAS LIABILITIES
Liabilitas segera 1,830,150 1,816,918 1,488,621 1,925,397 1,374,450 Obligations due
immediately
Simpanan nasabah Deposits from customers
- Pihak berelasi 9,272,176 12,981,014 13,230,691 12,042,645 11,976,181 - Related party
Simpanan nasabah - Deposits from customers
Syariah - Sharia
- Pihak berelasi 1 1 1 1 64 - Related party
- Pihak ketiga 480,093 425,410 376,744 388,861 495,144 - Third party
Simpanan dari Deposits from other
bank lain banks
- Pihak berelasi 94,279 423,938 166,117 349,461 307,880 - Related party
Liabilitas derivatif 10 - - 88 277 Derivatives payable
Efek – efek yang dijual - 3,792,336 3,852,844 770,578 2,670,589 Marketable securities
dengan janji dibeli sold under repurchased
kembali agreement
Liabilitas akseptasi 52,802 156,084 82,379 47,409 54,301 Acceptances payable
Efek Hutang yang 3,236,456 3,487,485 3,240,513 3,804,479 2,311,606 Debt Securities Issued-
Diterbitkan-neto net
Pinjaman yang Diterima- 11,300,357 8,791,601 6,708,734 2,677,694 246,055 Borrowings -
pihak ketiga third parties
Estimasi Kerugian 29,765 369 579 2,083 1,619 Estimated Losses on
Komitmen dan Kontinjensi Commitments and
Contingencies
Hutang pajak 77,354 44,323 79,258 63,431 26,695 Taxes payable
Bunga yang masih harus 221,713 178,516 183,446 199,370 162,024 Interest payable
dibayar
Liabilitas pajak tangguhan - 169,389 110,522 110,356 Deferred tax liability
- neto - net
Liabilitas 206,046 209,983 185,404 207,597 178,164 Employee Benefits
Imbalan kerja Liability
Liabilitas lain–lain 1,331,870 731,131 648,703 735,962 768,005 Other liabilities
Obligasi Subordinasi 1,992,707 996,424 996,468 994,986 - Subordinated Bonds
TOTAL LIABILITAS 122,676,884 105,920,991 104,035,920 98,820,526 87,019,826 TOTAL LIABILITIES

Dana Syirkah Temporer Temporary Syirkah Fund
Bukan Bank Non Bank
- Pihak berelasi 7,059 2,639 5,449 8,421 8,577 - Related party
- Pihak Ketiga 6,174,398 5,360,099 4,799,452 5,580,551 4,949,605 - Third party
Bank Bank
- Pihak ketiga 69,861 210,116 65,251 465,695 666,221 - Third party
Total Dana Syirkah 6,251,318 5,572,854 4,870,152 6,054,667 5,624,403 Total Temporary Syirkah
Temporer Fund
EKUITAS EQUITY
Ekuitas yang dapat Equity attributable to
diatribusikan equity holders of the
kepada entitas induk parent entity

KILAS KINERJA 2020

Modal saham Share capital
nilai nominal Rp250 IDR250 (full amount)
(nilai penuh) per saham par value per share
Modal dasar: Authorized capital: Class
Seri A - 9.600.000.000 A - 9,600,000,000
saham Seri B - shares Class B -
6.400.000.000 saham 6,400,000,000 shares
Modal Ditempatkan dan 2,459,697 2,459,697 2,459,697 2,424,073 2,424,073 Issued and fully paid
Disetor: Capital:
Seri A - 7.414.714.661 Series A - 7,414,714,661
saham (per tanggal shares
31 Desember 2020: (as of December 31, 2017:
7.272.218.666 saham) 7,272,218,666 shares)
Seri B - 2.424.072.500 Series B - 2,424,072,500
saham (per tanggal 31 shares
Desember 2017: (As (as of December 31, 2017:
of December 31, 2020: (As of December 31, 2017:
2.424.072.500 saham) 2,424,072,500 shares)
Tambahan Modal Disetor 1,058,541 1,058,541 1,058,541 823,423 823,423 Additional Paid-up
Capital
Surplus dari revaluasi 2,080,964 2,020,781 1,933,791 1,709,113 1,592,653 Revaluation Surplus of
aset tetap fixed asset
Keuntungan (kerugian) 116,935 (1,514) - - - Gains (losses) and
dan perubahan nilai changes in the value of
aset keuangan dalam financial assets classified
kelompok tersedia untuk as available for sale
dijual
Pengukuran kembali (138,470) (179,903) (170,839) (174,885) (141,967) Remeasurement of
program imbalan pasti - defined benefit
setelah pajak tangguhan plan - net of deferred tax
Saldo Laba Retained earning
Telah ditentukan 3,073,730 3,725,379 5,043,407 4,326,234 3,620,012 Appropriated
penggunaanya
Belum ditentukan 3,308,127 2,909,072 911,978 956,477 1,313,633 Unappropriated
penggunaanya
Total Ekuitas yang dapat 11,959,524 11,992,840 11,236,575 10,064,435 9,631,827 Total equity attributable
diatribusikan kepada to equity holders of the
entitas induk parent entity
Kepentingan non- 46,276 49,738 48,740 40,540 42,401 Non-controlling interests
pengendali
TOTAL EKUITAS 12,005,800 12,042,629 11,285,315 10,104,975 9,674,228 TOTAL EQUITY
TOTAL LIABILITAS, 140,934,002 123,536,474 120,191,387 114,980,168 102,318,457 TOTAL LIABILITIES,
DANA SYIRKAH TEMPORARY SYIRKAH
TEMPORER FUND AND EQUITY
DAN EKUITAS
KONSOLIDASIAN
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN
PROFIT AND LOSS STATEMENT AND OTHER CONSOLIDATED COMPREHENSIVE INCOME
PENDAPATAN BUNGA INTEREST AND SHARIA
DAN SYARIAH INCOME
Pendapatan Bunga dan 12,548,614 12,011,703 11,843,595 11,419,614 10,677,875 Interest and sharia
Syariah income
Pendapatan provisi 72,064 79,727 70,614 67,958 52,006 Sharia financing fee and
dan komisi pembiayaan commission income
syariah
BEBAN BUNGA DAN (6,123,414) (6,008,924) (5,415,178) (5,194,717) (4,599,263) INTEREST EXPENSES
BAGI HASIL SYARIAH AND SHARIA PROFIT
SHARING
PENDAPATAN BUNGA 6,497,264 6,082,506 6,499,031 6,292,855 6,078,612 NET INTEREST AND
DAN SYARIAH NETO SHARIA INCOME
PENDAPATAN OTHER OPERATING
OPERASIONAL LAINNYA INCOME
Provisi dan komisi selain 641,022 599,296 580,577 451,936 413,772 Non-loan related fees and
dari kredit yang diberikan commissions
Penerimaan kembali 247,051 267,980 258,650 289,415 190,326 Recoveries from loans
kredit yang telah dihapus written-off
buku

2020 Annual Report

Keuntungan transaksi 54,658 13,143 15,676 11,295 18,783 Gain on foreign exchange
valuta asing – neto transactions - net
Keuntungan dari 424,289 58,092 8,847 5,441 87,119 Gain from foreign
penjualan surat berharga exchange transaction
yang diperdagangkan – - net
neto
Keuntungan yang belum 92,475 25,851 - 65,442 15,025 Unrealized gain on
direalisasi dari perubahan changes in fair value of
nilai wajar surat berharga marketable securities
yang diperdagangkan - held-for-trading
neto
Lain-lain (1,346) 50,341 70,714 54,708 33,172 Others
BEBAN OPERASIONAL OTHER OPERATING

LAINNYA EXPENSES
Beban umum dan (2,499,005) (2,281,455) (2,276,047) (2,048,233) (1,796,527) General and
administrasi Administrative expenses
Beban tenaga kerja dan (2,639,268) 2,024,828 (2,160,020) (2,251,354) (2,164,291) Salaries and employee
tunjangan benefits
Penyisihan kerugian (142,226) (321,837) (517,260) (781,830) (990,781) Provision for impairment
penurunan nilai atas losses on financial and
aset keuangan dan non non-financial assets-net
keuangan – neto Kerugian
Kerugian yang belum - - (28,823) - - Unrealized gain or losses
direalisasi dari perubahan on fair value changes of
nilai w ajar surat berharga marketable securities
yang diperdagangkan -
neto
Pemulihan/(penyisihan) 2,853 (149) 1,504 (465) (563) Recovery / (provision) for
kerugian losses on commitments
komitmen dan kontinjensi and contingencies
Lain-lain (465,641) (409,447) (394,452) (388,571) (364,338) Others
LABA OPERASIONAL 2,212,126 2,059,493 2,058,397 1,700,639 1,520,309 OPERATING INCOME
BEBAN NON- (44,098) (81,531) (121,353) (68,674) (56,401) NON-OPERATING

OPERASIONAL - NETO EXPENSES - NET
LABA SEBELUM BEBAN 2,168,028 1,977,962 1,937,044 1,631,965 1,463,908 INCOME BEFORE TAX
PAJAK EXPENSES
BEBAN PAJAK - NETO (478,032) (413,470) (384,648) (420,560) (310,683) TAX EXPENSES - NET
LABA TAHUN BERJALAN 1,689,996 1,564,492 1,552,396 1,211,405 1,153,225 INCOME FOR THE YEAR
Pendapatan komprehensif Other comprehensive
lain: income:
Akun yang tidak akan Items that will not be
direklasifikasikan ke laba reclassified to profit or
rugi loss
Pengukuran kembali atas 56,551 (10,160) 5,518 (41,327) (7,354) Remeasurement of
program imbalan pasti defined benefit plans
Revaluasi aset tetap 60,183 86,990 224,678 126,200 1,656,130 Fixed asset revaluation
Pajak penghasilan 15,958 1,935 (1,419) (1,274) (60,898) Income tax
Keuntungan (kerugian) 118,449 (1,514) - - - Gain (loss) from changes
dari perubahan nilai in the value of marketable
aset keuangan dalam securities - available for
kelompok tersedia untuk sale
dijual
Penghasilan 219,225 77,251 228,777 83,599 1,587,878 Other Comprehensive
Komprehensif Lain Tahun Income for the Year -
Berjalan - Setelah Pajak After Tax
TOTAL LABA 1,909,221 1,641,743 1,781,173 1,295,004 2,741,103 TOTAL COMPREHENSIVE
KOMPREHENSIF INCOME FOR THE YEAR
TAHUN BERJALAN
LABA TAHUN BERJALAN INCOME FOR THE YEAR
YANG DAPAT ATTRIBUTABLE TO:
DIATRIBUSIKAN
KEPADA:
Pemilik entitas induk 1,687,218 1,558,651 1,548,249 1,212,036 1,154,421 Parent entity
Kepentingan non- 2,778 5,841 4,147 (631) (1,196) Non-controlling
pengendali interests

KILAS KINERJA 2020

TOTAL LABA TOTAL COMPREHENSIVE
KOMPREHENSIF INCOME ATTRIBUTABLE
YANG DAPAT TO:
DIATRIBUSIKAN KEPADA:
Pemilik entitas induk 1,906,495 1,635,891 1,776,973 1,295,578 2,741,148 equity holders of the
parent entity
Kepentingan non- 2,726 5,892 4,200 (574) (45) Non-controlling
pengendali interests
LABA PER SAHAM 171.49 157.94 157.36 125.00 119.06 BASIC EARNINGS PER
DASAR YANG DAPAT SHARE ATTRIBUTABLE
DIATRIBUSIKAN KEPADA TO EQUITY HOLDERS
PEMILIK ENTITAS INDUK OF THE PARENT ENTITY
(NILAI PENUH) (FULL AMOUNT)
LAPORAN ARUS KAS KONSOLIDASIAN / CONSOLIDATED STATEMENTS OF CASH FLOWS
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Penerimaan bunga dan 12,478,121 12,062,345 11,968,505 11,478,290 10,604,132 Interest and sharia
syariah, provisi dan komisi income fees and
commission received
Pembayaran bunga (6,080,217) (6,013,854) (5,431,103) (5,169,512) (4,593,616) Interest expenses paid
Pembayaran beban (2,628,233) (2,078,219) (2,212,439) (2,229,453) (2,159,419) Employee expenses paid
karyawan
Pembayaran beban umum (2,213,202) (2,427,498) (2,694,271) (1,964,849) (1,713,992) General and administrative
dan administrasi expenses paid
Penerimaan dari 1,186,017 841,139 742,386 585,891 568,970 Receipts from other
pendapatan operating income
operasional lainnya
Penerimaan kredit yang 247,051 267,980 585,891 289,415 190,326 Recoveries from loan bets
telah dihapus buku written-off
Pembayaran beban (633,522) (507,601) (514,369) (468,655) (418,063) Other expenses paid
lainnya
Pembayaran pajak (349,418) (408,788) (368,387) (324,283) (457,286) Payment tax paid
Penghasilan
Pembayaran pajak final - - - (9,686) (62,335) Payment of final tax from
atas Revaluasi aset tetap revaluation
Penerimaan kas sebelum 2,006,597 1,735,504 1,748,972 2,187,158 1,958,717 Receipt from cash before
perubahan dalam aset changes in operating
dan liabilitas operasi assets and liabilities
Penurunan (kenaikan) Decrease (increase) in
dalam aset operasi: operating assets:
Surat berharga (2,535,595) (311,151) (1,016,111) 124,034 (89,978) Marketable securities
Efek-efek yang dibeli (6,959,155) (346,445) (2,490,651) (325,150) 1,308,760 Marketable securities
dengan janji dijual purchased under
kembali agreement to resell
Wesel ekspor dan tagihan 167,664 (109,943) (715,252) (41,220) (9,532) Bills and other receivables
lainnya
Penempatan pada Bank 165,000 (165,000) 75,963 13,239 (40,730) Placements with Bank
Indonesia dan bank lain Indonesia and other banks
Kredit yang diberikan dan (8,115,236) (7,246,690) (4,390,857) (8,189,417) (9,243,452) Loans and sharia
pembiayaan dan piutang financing and receivables
syariah
Tagihan Derivatif - 76 (75) - - Derivative Receivables
Tagihan Akseptasi 103,313 (73,705) (34,970) - - Acceptance Receivables
Aset lain-lain 255,487 (313,831) 116,637 (174,376) (34,815) Other assets
Kenaikan (penurunan) Increase (decrease) in
dalam liabilitas operasi: operating liabilities:
Liabilitas segera 13,232 328,297 (436,776) 550,947 (870,505) Obligations due
immediately
Simpanan: Deposits:
Giro (1,444,818) 2,660,375 (1,660,978) 2,552,106 (1,320,611) Current account
Tabungan 1,746,837 363,823 2,782,318 849,651 2,762,136 Saving accounts
Deposito berjangka 16,805,465 (674,789) (1,318,704) 5,315,015 9,436,078 Time deposit
Simpanan dari bank lain 422,202 (2,558,727) (1,809,792) (158,944) 2,206,419 Deposits from other
banks

2020 Annual Report

Efek-efek yang dijual (3,792,336) (60,508) 3,082,266 - (985,868) Marketable Securities
dengan janji dibeli sold under repurchase
kembali agreements
Liabilitas lain-lain 117,113 123,647 (57,214) (67,310) 24,455 Other liabilities
Liabilitas akseptasi (103,282) 73,705 34,970 - - Acceptances liabilities
Liabilitas Derivatif 10 - (88) - - Derivative Liabilities
Hutang pajak (247,953) (16,079) 20,079 (53,526) 4,704 Tax payable
Arus kas neto (digunakan (1,395,455) (6,591,441) (6,070,263) 2,582,207 5,105,778 Net cash (used in)/
untuk)/diperoleh dari provided by operating
aktivitas operasi activities
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Penerimaan dividen kas 7,137 11,789 10,564 11,514 10,812 Cash dividends received
Pembayaran atas Payment upon
jatuh tempo maturity
Surat berharga yang - - - 1,358,619 3,766,242 Proceed from maturity
dimiliki hingga jatuh of held to maturity
tempo - neto marketable securities - net
Penambahan penyertaan - - (10,140) - - Additional shares in
Saham shares
Pembelian aset tetap (404,604) (159,446) (220,779) (142,125) (123,252) Purchase of fixed assets
Hasil penjualan aset tetap - 35 15 4,265 - Proceeds from sales of
fixed assets
Arus kas neto (digunakan (397,467) (147,622) (220,340) 1,232,273 3,653,802 Net cash derived from
untuk)/diperoleh aktivitas (used in) investment
investasi activities
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
Penanaman modal - - 270,742 - - Capital investment
Penerimaan dari pinjaman 2,508,756 2,082,867 4,031,040 2,431,639 (188,562) Proceeds from
yang diterima borrowings
Pembayaran dividen kas (925,044) (879,586) (875,575) (862,970) (822,246) Cash dividend paid
Pembayaran liabilitas (121,171) - - - - Lease liabilities paid
sewa
Hasil / (pembayaran) efek 748,300 248,000 - (1,900,011) (985,868) Proceeds / (payment)
hutang yang diterbitkan from debt securities
dan obligasi subordinasi issued and subordinated
bonds
Biaya emisi obligasi - (1,065) (564,472) 2,500,000 588,000 Bonds issuance cost
Arus kas neto diperoleh 2,210,841 1,450,216 2,861,735 2,168,658 (1,408,676) Net cash provided by
dari aktivitas pendanaan financing activities
KENAIKAN NETO KAS 417,919 (5,288,847) (3,428,868) 5,983,138 8,336,772 NET INCREASE IN
DAN SETARA KAS CASH AND CASH
EQUIVALENTS
KAS DAN SETARA KAS 17,963,304 23,249,310 26,662,429 20,692,875 12,355,602 CASH AND CASH
PADA AWAL TAHUN EQUIVALENTS AT THE
BEGINNING OF THE
YEAR
DAMPAK BERSIH 54,658 2,841 15,676 (1,638) 501 NET EFFECT OF
PERUBAHAN CHANGES IN EXCHANGE
NILAI TUKAR ATAS KAS RATE ON CASH AND
DAN SETARA KAS CASH EQUIVALENTS
KAS DAN SETARA 18,435,881 17,963,304 23,249,237 26,674,375 20,692,875 CASH AND CASH
PADA AKHIR TAHUN EQUIVALENTS AT THE
END OF THE YEAR
Kas dan setara kas Cash and cash
pada akhir tahun terdiri equivalents at the end of
dari: the year consist of:
Kas 3,689,045 3,160,771 2,929,207 2,513,053 2,215,341 Cash
Giro pada Bank Indonesia 8,046,403 6,512,341 9,981,495 5,846,111 5,516,363 Current accounts with
Bank Indonesia
Giro pada bank lain 881,541 535,268 611,724 690,136 261,797 Current accounts with
other banks

KILAS KINERJA 2020

Penempatan pada Bank 5,818,892 7,754,924 9,726,811 17,625,075 12,699,374 Placements with Bank
Indonesia dan bank lain - Indonesia and other
jangka waktu jatuh tempo banks - maturities of
tiga bulan atau kurang three months or less from
sejak tanggal perolehan the date of acquisition
Total kas dan setara kas 18,435,881 17,963,304 23,249,309 26,674,375 20,692,875 Total cash and cash
equivalents
RASIO KEUANGAN (%)* / FINANCIAL RATIOS (%)*
PERMODALAN CAPITAL
NPL Gross 1.40 1.58 1.65 1.51 1.69 Gross NPL
NPL Nett 0.41 0.81 0.90 0.79 0.75 NPL Nett
Return on Asset (ROA) 1.66 1.68 1.71 2.01 2.22 Return on Asset (ROA)
Return on Equity (ROE) 16.95 16.51 18.81 20.05 21.81 Return on Equity (ROE)
Net Interest Margin (NIM) 5.39 5.75 6.37 6.76 7.40 Net Interest Margin (NIM)
Biaya Operasional 83.95 84.23 84.22 82.25 81.22 Operating Costs to
terhadap Pendapatan Operating Income
Operasional (BOPO) (BOPO)
Cost to Income Ratio 76.70 68.43 66.32 66.50 65.44 Cost to Income Ratio
(CIR) (CIR)
Loan to Deposit Ratio 86.32 96.07 91.89 87.27 86.70 Loan to Deposit Ratio
(LDR) (LDR)
RASIO KINERJA PERFORMANCE RATIO
Kewajiban Penyediaan 17.31 17.71 18.63 18.77 18.43 Minimum Capital
Modal Minimum (KPMM) Adequacy Requirement
(KPMM)
Aset Produktif 1.03 1.27 1.26 1.04 1.21 Problematic Earning
Bermasalah dan Aset Non Assets and Non-Earning
Produktif Bermasalah Assets to Total Earning
terhadap Total Aset Assets and Non-Earning
Produktif dan Aset Non Assets
Produktif
Aset Produktif 1.07 1.34 1.32 1.11 1.26 Non Performing Earning
Bermasalah Terhadap Assets Against Total
Total Aset Produktif Earning Assets
Cadangan Kerugian 1.48 0.68 0.65 0.60 0.77 Allowance for Impairment
Penurunan Nilai (CKPN) Losses (CKPN) on
Aset Keuangan terhadap Financial Assets against
Aset Produktif Earning Assets
LIKUIDITAS LIQUIDITY
LDR/LFR 84.15 97.81 91.89 87.27 86.70 LDR / LFR
Rasio aset likuid terhadap 15.30 15.20 21.45 24.19 20.42 The ratio of liquid assets
total aset to total assets
KEPATUHAN COMPLIANCE
Persentase Pelanggaran Percentage of LLL
BMPK Violations
Pihak Terkait - - - - - Related parties
Pihak Tidak Terkait - - - - - Unrelated Parties
Persentase Pelampauan Percentage of Exceeding
BMPK the LLL
Pihak Terkait - - - - - Related parties
Pihak Tidak Terkait - - - - - Unrelated Parties
GWM Utama Rupiah 3.51 6.52 7.34 6.67 7.92 Main Statutory Reserves
in Rupiah
GWM Valuta Asing 4.22 8.50 8.66 9.39 11.33 Foreign Currency GWM
Posisi Devisa Neto (PDN) 1.05 1.11 1.72 0.47 0.58 Overall Net Open Position
secara keseluruhan (NOP)
Catatan untuk pembaca laporan: Tabel dan grafik pada laporan ini memaparkan data numerik dengan standar Bahasa Inggris, sedangkan pemaparan
numerik dalam teks menggunakan standar Bahasa Inggris dan Indonesia sesuai dengan konteksnya.
Note to report readers: The tables and graphs in this report present numerical data with the English standard, while numerical exposure in the text uses
English and Indonesian standards according to the context.

2020 Annual Report
Ikhtisar Operasional Operational Highlight
Kinerja Operasional Operating Segment of Operational

Segmen Operasi Performance
Dana Pihak Ketiga Third Party Fund
Tabel Kinerja Operasional Dana Pihak Ketiga

Table of Third Party Fund Operational Performance
Produk 2020 2019 2018 2017 2016 Product
Tabungan 20,266,568 20,608,315 17,951,664 17,661,579 16,826,383 Savings

Giro 19,163,117 20,734,616 20,481,352 19,716,998 17,130,445 Current accounts
Deposito 58,129,335 41,996,786 43,176,405 43,636,868 38,871,129 Deposit
TOTAL 99,559,020 83,339,717 81,609,421 81,015,445 72,827,957 TOTAL
Pinjaman Loan
Tabel Kinerja Operasional Pinjaman

Table of Loan Operational Performance
Produk 2020 2019 2018 2017 2016 Product
Konsumer 60,500,794 56,962,543 51,479,634 47,080,477 44,224,700 Consumer

Komersial 15,768,540 13,217,804 12,245,063 13,561,231 10,832,087 Commercial
Mikro 6,154,803 5,772,031 5,456,347 4,718,861 3,530,090 Micro
KPR 6,748,559 6,148,216 5,810,574 5,340,707 4,557,373 House ownership Loans
Internasional 500,000 - - - - International
TOTAL 89,672,696 82,100,593 74,991,717 70,701,277 63,144,250 TOTAL
Produk Internasional dan Tresuri International and Treasury Products
Tabel Penempatan Dana Pada Bank Lain - Surat Berharga Obligasi Bank investasi
Table of Fund Allocation in Other Banks - Investment Bank Bond Securities
Obligasi 2020 2019 2018 2017 2016 Bond
Bank Umum dan Commercial Bank and

1,161,250 1,408,000 649,000 502,854 899,400
Bank Daerah Regional Bank

KILAS KINERJA 2020
Tabel Penempatan Dana Pada Bank Lain - Surat Berharga Obligasi non Bank investasi
Table of Fund Allocation on Other Banks - Investment non-Bank Bond Securities
Obligasi 2020 2019 2018 2017 2016 Bond
Korporasi 771,000 419,000 608,500 820,500 1,136,200 Corporate

SUN 4,829,438 3,202,184 2,624,432 2,282,432 2,512,432 SUN
ORI 120,586 120,586 66,855 - 310,000 ORI
PBS 2,367,958 1,509,288 370,000 480,789 480,789 PBS
SPN - - - - - SPN
SR - - - 315,000 610,000 SR
Total IDR 8,088,982 5,251,058 3,669,787 5,466,874 5,466,874 Total IDR
Total USD 5,700 - - - - Total USD
Tabel Kinerja Trading Money Market

Table of Trading Money Market Performance
Keterangan 2020 2019 2018 2017 2016 Description
Placement 1,800,000 528,581 1,348,262 1,742,872 2,404,465 Placement

Borrowing - 528,581 1,349,000 1,746,449 2,404,820 Borrowing
Institutional Banking Institutional Banking
Tabel Kinerja Intitutional Banking

Table of Institutional Banking Performance
2020 2019
Produk Nasabah
Nominal Nominal
Product Customer
NoA (Rupiah Penuh) NoA (Rupiah Penuh)
Full Rupiah Full Rupiah
Pemda 7,638 8,919,681 16,349 10,998,805
Regional
Government
Giro Pemerintah Pusat 131 383,675 107 212,764
Current Account Central Government
BUMN / SOE 870 292,797 1,048 1,244,589
Swasta / Private 139,930 8,648,504 112,175 6,214,779
Subtotal 148,569 18,244,648 129.679 18,670,937
Pemda 21 86,100 181 6,615,951
Regional
Government
Deposito Pemerintah Pusat 24 3,057,400 10 785,477
Deposit Central Government
BUMN / SOE 566 16,687,421 739 8,335,025
Swasta / Private 4,112 25,335,540 3,566 16,725,838
Subtotal / Subtotal 4,723 45,166,461 4.496 32,462,291
Total Keseluruhan / Total 153,292 63,411,109 134.175 51,133,228

2020 Annual Report
Tabel Rekapitulasi Obligasi Portofolio Trading

Table of Bond Recapitulation of Trading Portfolio
Reksadana 3,235,529 412,000 857,437 857,437 677,031 Mutual Funds

SUN 13,857 288,818 233,701 - 335,000 SUN
ORI - - - - - ORI
Corp 55,876 56,710 58,115 58,705 100,000 Corp
SR - - - - - SR
USD - - 4,000 4,000 4,000 USD
Total IDR 3,305,262 757,528 1,139,253 916,142 1,112,437 Total IDR
Total USD - - 4,000 4,000 4,000 Total USD
Tabel Volume Transaksi Foreign Exchange and Derivatives

Table of Foreign Exchange and Derivatives Transaction Volume
Sales 3,569,684 5,541,552 3,036,424 2,444,191 2,556,055 Sales

Trading 55,198,078 34,062,606 22,251,552 7,818,492 16,389,038 Trading
Banking 33,684,482 17,777,110 20,703,043 19,301,474 19,783,582 Banking
Total 92,450,245 57,383,286 45,993,036 29,566,174 38,730,691 Total
2018 2017 2016
Nominal Nominal Nominal

NoA (Rupiah Penuh) NoA (Rupiah Penuh) NoA (Rupiah Penuh)
Full Rupiah Full Rupiah Full Rupiah
13,750 9,740,605 12,464 9,290,824 11,681 9,219,359
217 463,568 193 327,432 237 14,584
1,033 991,233 943 1,185,143 898 350,630

99,065 6,218,684 86,396 8,044,208 76,505 6,951,887
114.065 17,414,090 99,996 18,847,607 89,321 16,536,459
182 6,012,490 161 3,262,359 180 4,226,443
79 2,880,358 8 761,300 18 2,120,157
776 8,010,768 530 12,104,962 555 8,125,019

3,566 16,503,547 4,214 18,269,089 4,056 16,931,812
4.603 33,407,163 4,913 34,397,710 4,809 31,403,432
118.668 50,821,252 104,909 53,245,317 94,130 47,939,891

KILAS KINERJA 2020
Informasi Harga Saham Share Price Information
Tabel Harga, Volume dan Kapitalisasi Saham Bank bjb 2016-2020

Table of Price, Volume and Capitalization of bank bjb Stock in 2016-2020
Harga per saham (Rp) / Price per share (IDR)
Tahun Pembukaan Tertinggi Terendah Penutupan

Year (Rp) (Rp) (Rp) (Rp)
Opening Highest Lowest Closing
(IDR) (IDR) (IDR) (IDR)
2020
Triwulan I / Quarter I 1,185 1,285 625 735
Triwulan II / Quarter II 720 950 670 760
Triwulan III / Quarter III 765 1,175 755 870
Triwulan IV / Quarter IV 880 1,775 870 1,550
2019
Triwulan I / Quarter I 2,050 2,450 1,900 2,010
Triwulan II / Quarter II 2,030 2,080 1,740 1,690
Triwulan III / Quarter III 1,700 1,740 1,455 1,570
Triwulan IV / Quarter IV 1,570 1,905 1,180 1,185
2018
2017
2016
Triwulan I / Quarter I 755 995 745 965
Triwulan II / Quarter II 895 1,140 880 1,125

2020 Annual Report
Volume Peredaran
Jumlah Saham Beredar di Pasar Reguler Kapitalisasi Pasar
(dalam Lembar Saham) (dalam unit) (Rp Juta)
Number of Outstanding Stock Circulation Volume Market Capitalization
(in shares) in the Regular Market (IDR Million)
(in unit)
9,838,787,161 566,901,800 7,231,493
9,838,787,161 472,320,400 7,477,463
9,838,787,161 1,345,725,800 8,559,727
9,838,787,161 1,391,768,200 15,250,089
9,838,787,161 761,796,300 19,775,962
9,838,787,161 701,685,300 16,627,550
9,838,787,161 632,617,800 15,446,896
9,838,787,161 374,703.200 11,658,963
9,696,291,166 680,170,600 19,974,360
9,696,291,166 619,939,000 20,265,249
9,696,291,166 690,431,300 19,683,471
9,838,787,161 782,398,400 19,877,397
9,696,291,166 784,486,400 19,586,508
9,696,291,166 1,220,669,600 21,428,803
9,696,291,166 1,420,560,800 25,210,357
9,696,291,166 663,955,100 23,271,099
9,696,291,166 983,734,500 9,356,921
9,696,291,166 716,445,600 10,908,328
9,696,291,166 1,439,005,000 15,611,029
9,696,291,166 2,035,640,200 33,870,427

KILAS KINERJA 2020
Grafik Pergerakan Harga Saham bank bjb Tahun 2019 – 2020

Chart of bank bjb Stock Price Movement in 2019 – 2020
Harga Pembukaan, Penutupan Tertinggi, Penutupan Terendah, dan Penutupan Saham di Setiap Triwulan (Rp)
Opening price, highest closing, lowest closing, and closing of shares in every quarter (IDR)
1,905 1,740 2,080 2,450 1,775 1,175 950 1,285

1,570 1,700 2,030 2,010 1,550 870 760 1,185
1,185 1,570 1,740 2,050 880 765 720 735
1,180 1,455 1,690 1,900 870 755 670 625
Triwulan I Triwulan II Triwulan III Triwulan IV Triwulan I Triwulan II Triwulan III Triwulan IV
Quarter I Quarter II Quarter III Quarter IV Quarter I Quarter II Quarter III Quarter IV
2019 2020
Harga Per Saham Penutupan (Rp) Harga Per Saham Pembukaan (Rp) Harga Per Saham Tertinggi (Rp) Harga Per Saham Tertendah (Rp)
Price Per Share Closing (IDR) Opening Price Per Share (IDR) Highest Price Per Share (IDR) Lowest Price Per Share (IDR)
Grafik Volume Transaksi Saham bank bjb Tahun 2020

Chart of bank bjb Stock Transaction Volume in 2020
Volume Transaksi (Saham)
Transaction Volume (Share)
1,391,768,200
1,345,725,800
761,796,300
701,685,300
632,617,800
566,901,800
472,320,400
374,703,200
2019 2020

2020 Annual Report
Grafik Pergerakan Harga dan Volume Saham bank bjb Tahun 2020
Chart of bank bjb Price and Volume Movements in 2020
2,500
1,600,000,000
1,391,768,200 2,000
1,400,000,000 1,345,725,800
2,010
1,200,000,000
1,690
1,570 1,500
1,000,000,000
1,550
800,000,000
1,185 761,796,300 1,000
701,685,300 566,901,800
600,000,000
632,617,800 472,320,400
870
400,000,000 760 735
500
374,703,200
200,000,000
2019 2020
Volume Transaksi ( ribuan saham) Harga Penutupan (Rp saham)

Transaction Volume (thousands of shares) Closing Price (IDR shares)
Grafik Kapitalisasi Pasar Saham bank bjb Tahun 2019 – 2020

Chart of bank bjb Stock Market Capitalization in 2019 – 2020
Kapitalisasi Pasar (Rp Juta)
Market Capitalization (Full IDR)
19,775,962
16,627,550
15,446,896 15,250,089
11,658,963
8,559,727
7,477,463 7,231,493
2019 2020

KILAS KINERJA 2020
Aksi Korporasi
Pada tahun 2020, Perseroan telah menerbitkan dan mencatatkan Obligasi dengan jumlah pokok sebesar
Rp1.000.000.0000 (satu triliun Rupiah) pada tanggal 3 Maret dan 17 November 2020.
Aksi Penghentian Sementara Perdagangan Saham (Suspension) dan/

atau Penghapusan Pencatatan Saham (Delisting)
Sampai dengan 31 Desember 2020, bank bjb tidak pernah dikenakan sanksi penghentian sementara
perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting).
Informasi Obligasi, Sukuk dan/atau Obligasi Konversi
Informasi Obligasi
Tabel Obligasi bank bjb

Table of Bonds bank bjb
Jumlah
Obligasi
Mata (juta)
Uraian Tanggal Terbit Tanggal Efektif
No. Tenor Uang
Description Issue Date Effective Date Number
Currency
of Bonds
(million)
1 Penawaran Umum Berkelanjutan I (PUB I) 6 Desember 2017 6 Desember 2017 5 Tahun IDR 468,300
Obligasi Tahap I Tahun 2017 Seri B December 6, 2017 December 6, 2017 5 Years
Sustainable Public Offering I (PUB I) of
Phase I 2017 Series B Bonds
Obligasi Tahap I Tahun 2017 Seri C December 6, 2017 December 6, 2017 7 Years
Phase I 2017 Series C Bonds
Obligasi Subordinasi Tahap I Tahun 2017 December 6, 2017 December 6, 2017 5 Years
Seri A
Phase I 2017 Bonds Series A
Obligasi Subordinasi Tahap I Tahun 2017 December 6, 2017 December 6, 2017 7 Years
Seri B
Phase I 2017 Bonds Series B
5 Obligasi Berkelanjutan I bank bjb Tahap II 28 September 2018 28 September 3 Tahun IDR 835,500
Tahun 2018 Seri A September 28, 2018 2018 3 Years
Bank I Sustainable Bonds bjb Phase II of September 28,
Year 2018 Series A 2018
6 Obligasi Berkelanjutan I bank bjb Tahap II 28 September 2018 28 September 5 Tahun IDR 916,500
Tahun 2018 Seri B September 28, 2018 2018 5 Years
Bank I Sustainable Bonds bank bjb Phase II September 28,
of Year 2018 Series B 2018
7 Obligasi Berkelanjutan I bank bjb Tahap III 18 Oktober 2019 21 Oktober 2019 3 Tahun IDR 66,000
Tahun 2019 Seri A October 18, 2019 October 21, 2019 3 Years
Bank I Sustainable Bonds bank bjb Phase
III of Year 2019 Series A
Tahun 2019 Seri B October 18, 2019 October 21, 2019 5 Years
III of Year 2019 Series B

2020 Annual Report
Corporate Action
In 2020, the Company issued and listed Bonds with a principal amount of IDR1,000,000,000 (one trillion
Rupiah) on March 3 and November 17, 2020.
Termination Action While Trading of Shares (Suspension) and/or

Removing of Shares (Delisting)
As of December 31, 2020, bank bjb has never been subject to any penalties with suspension of trading of
shares and/or delisting of shares.
Information on Bonds, Sukuk, and/or Convertible Bonds

Bond Information
Bond Information
Peringkat
Tingkat Suku Status Ranking
Tanggal Jatuh
Harga Penawaran Bunga Pembayaran Wali Amanat
Tempo
Bid Price Interest Payment Trustee
Maturity Date
Rates Status 2020 2019
100% dari junlah 6 Desember 2022 8.15% Aktif AA-

id id
AA- PT Bank Mega Tbk
pokok obligasi December 6, 2022 (fixed) Active
100% of the total
principal
100% dari junlah 6 Desember 2022 8.85% Aktif AA-
id id
100% of the total
principal
100% dari junlah 6 Desember 2022 9.60% Aktif A
id
A
id
PT Bank Mega Tbk
100% of the total
principal
100% dari junlah 6 Desember 2024 9.90% Aktif A

id
A
id
PT Bank Mega Tbk
100% of the total
principal
100% dari junlah 28 September 2021 9% Aktif Id

AA- Id
100% of the total
principal
100% dari junlah 28 September 2023 9.5% Aktif Id
AA- Id
pokok obligasi September 28, 2023 (fixed) Active
100% of the total
principal
100% dari junlah 18 Oktober 2022 8.25% Aktif Id
AA- Id
pokok obligasi October 18, 2022 Active
100% of the total
principal
100% dari junlah 18 Oktober 2024 8.50% Aktif Id
AA- Id
100% of the total
principal

KILAS KINERJA 2020
Jumlah
Obligasi
Mata (juta)
No. Tenor Uang
Currency
of Bonds
(million)
Tahun 2019 Seri C October 18, 2019 October 21, 2019 7 Years
III of Year 2019 Series C
10 Obligasi Berkelanjutan II bank bjb Tahap I 3 Maret 2020 3 Maret 2020 5 Tahun IDR 132,000
Tahun 2020 Seri A March 3, 2020 March 3, 2020 5 Years
Continuous Bonds II bank bjb Phase I Year
2020 Series A
11 Obligasi Berkelanjutan II bank bjb Tahap I 3 Maret 2020 3 Maret 2020 7 Tahun IDR 369,000
Tahun 2020 Seri B March 3, 2020 March 3, 2020 7 Years
Continuous Bonds II bank bjb Phase I Year
2020 Series B
12 Obligasi Berkelanjutan II bank bjb Tahap II 17 November 2020 17 November 5 Tahun IDR 162,580
Tahun 2020 Seri A November 17, 2020 2020 5 Years
Continuous Bonds II bank bjb Phase II Year November 17,
2020 Series A 2020
13 Obligasi Berkelanjutan II bank bjb Tahap II 17 November 2020 17 November 7 Tahun IDR 337,420
Tahun 2020 Seri B November 17, 2020 2020 7 Years
Continuous Bonds II bank bjb Phase II Year November 17,
2020 Series B 2020
Informasi Sukuk Sukuk Information
Sampai dengan 31 Desember 2020, bank bjb tidak As of December 31, 2020, bank bjb has not issued
menerbitkan sukuk, sehingga dengan demikian sukuk so that bank bjb has no information on
bank bjb tidak memiliki informasi mengenai sukuk. sukuk to report.
Informasi Obligasi Konversi Information On Convertible Bonds
Sampai dengan 31 Desember 2020, bank bjb As of December 31, 2020, bank bjb has not
tidak menerbitkan menerbitkan obligasi konversi, issued convertible bonds so that bank bjb has no
sehingga dengan demikian bank bjb tidak memiliki information on convertible bonds to report.
informasi mengenai obligasi konversi.
Informasi Sumber Pendanaan Information Other Funding

Lainnya Sources
Tabel Medium Term Notes (MTN) dan Negotiable Certificates of Deposit bank bjb
Table of Medium Term Notes (MTN) and Negotiable Certificates of Deposit bank bjb
Tanggal Tingkat
Tanggal Tanggal Jumlah Status
Mata Jatuh Suku
Uraian Terbit Efektif (juta) Pembayaran
No. Tenor Uang Tempo Bunga
Description Issue Effective Total Payment
Currency Maturity Interest
Date Date (million status
Date Rates
1 NCD III B 28 Maret 28 Maret 1,094 hari IDR 110,000,000,000 26 Maret 7,50% Aktif
bank 2018 2018 2021 Active
bjb Tahun March 28, March March 26,
2018 2018 28, 2018 2021
NCD III B
bank
bjb Year
2018

2020 Annual Report
Peringkat
Tingkat Suku Status Ranking
Tanggal Jatuh
Harga Penawaran Bunga Pembayaran Wali Amanat
Tempo
Bid Price Interest Payment Trustee
Maturity Date
Rates Status 2020 2019
100% dari junlah 18 Oktober 2026 8.75% Aktif AA-

Id
AA-
Id
PT Bank Mega Tbk
100% of the total
principal
100% dari junlah 3 Maret 2025 8.60% Aktif Id
A -
-
pokok obligasi March 3, 2025 (fixed) Active Pefindo
100% of the total
principal
100% dari junlah 3 Maret 2027 9.35 % Aktif Id
A -
-
pokok obligasi March 3, 2027 (fixed) Active Pefindo
100% of the total
principal
100% dari junlah 17 November 2025 8.50% Aktif Id
A -
-
pokok obligasi November 17, 2025 (fixed) Active Pefindo
100% of the total
principal
100% dari junlah 17 November 2027 9.00 % Aktif Id
A -
-
pokok obligasi November 17, 2027 (fixed) Active Pefindo
100% of the total
principal
Tanggal Tingkat
Tanggal Tanggal Jumlah Status
Mata Jatuh Suku
Uraian Terbit Efektif (juta) Pembayaran
No. Tenor Uang Tempo Bunga
Description Issue Effective Total Payment
Currency Maturity Interest
Date Date (million status
Date Rates
2 Term Loan II 7 Juni 7 Juni 3 tahun IDR 1,500,000,000,000 7 Juni 7.80% Aktif
2018 2018 3 years 2021 Active
June 7, June 7, June 7,
2018 2018 2021
3 Term Loan III 31 31 3 tahun IDR 220,000,000,000 15 9.10% Aktif
Oktober Oktober 3 years Oktober Active
2018 2018 2021
October October October
31, 2018 31, 2018 15, 2021
Laporan Analis Perusahaan

Corporate Analyst Report
Target
Analis Rekomendasi Tanggal Laporan
Sekuritas Price
Analyst Recommendation Reporting date
(IDR)
Danny Eugene Mega Capital Indonesia Buy 1,210 8 Mei 2020 / May 8, 2020
Yap Swie Cu Yuanta Securities Investment Buy 1,350 6 November 2020 / November 6, 2020
Tirta Ng BCA Sekuritas Buy 1,550 12 November 2020 / November 12, 2020
Prasetya Gunadi Bahana Securities Buy 1,500 19 November 2020 / November 19, 2020
Andri Ngaserin Credit Suisse Outperform 1,600 1 Desember 2020 / December 1, 2020
Rahmi Sari Marina Maybank Kim Eng Buy 1,800 9 Desember 2020 / December 9, 2020
Team Coverage RHB Research Buy 1,215 14 Desember 2020 / December 14, 2020
Silvony Gathrie Mandiri Sekuritas Neutral 1,700 28 Desember 2020 / December 28, 2020

KILAS KINERJA 2020
Peristiwa Penting di Tahun 2020

Significant Events in 2020
15 29
Januari / January Januari / January
Bantuan CSR Banjir Bandang dan Longsor bank bjb Terbitkan Penawaran Umum
Kabupaten Lebak. Berkelanjutan II Obligasi Subordinasi Rp1
Lebak Regency Big Flood and Landslide CSR Triliun.
assistance. bank bjb Issued Continuous Public Offering II
of IDR1 Trillion Subordinated Bonds.
7 19
Februari / February Februari / February
bank bjb Tandatangani MoU dengan bank bjb Salurkan Kredit kepada PT Agro
Universitas Muhammadiyah Bandung. Jaba.
bank bjb Signed an MoU with the University of bank bjb Channeled credit to PT Agro Jaba.
Muhammadiyah Bandung.

2020 Annual Report
24 28
Februari / February Februari / February
bank bjb Sepakati Kerja Sama dengan SAS Analyst Meeting Full Year 2019.
Hospitality dan PT SAP.
bank bjb Agreed to Collaborate with SAS
Hospitality and PT SAP.
2 5
Maret / March Maret / March
Permudah Kredit Mesra, bank bjb Jalin Kerja bank bjb Sepakati Kerja Sama dengan BKKBN
Sama dengan Dewan Masjid Indonesia. Provinsi Jawa Barat.
Facilitate Credit Mesra, bank bjb Collaborated bank bjb Agreed to Cooperation with BKKBN
with the Indonesian Mosque Council. West Java Province.

KILAS KINERJA 2020
13 16
April / April April / April
Program PESAT bank bjb Tetap Hadir Bantu RUPS Tahunan bank bjb Tahun Buku 2019.
UMKM Selama COVID-19. bank bjb Annual GMS for the 2019 Financial
bank bjb PESAT program helped MSMEs Year.
during COVID-19.
18 28
April / April April / April
bank bjb Salurkan Bantuan kepada Warga Analyst Meeting Triwulan I Tahun 2020.
Terdampak COVID-19. Analyst Meeting Quarter I of 2020.
bank bjb Distributed Aid to People Affected
by COVID-19.

2020 Annual Report
14 20
Mei / May Mei / May
bank bjb Beserta Karyawan Salurkan Bantuan Dukung Debitur Kredit Mesra, bank bjb
Lanjutan Untuk Cegah COVID-19. Serahkan Bantuan Masker Guna Cegah
bank bjb Together with Employees Distributed COVID-19.
Further Assistance to Prevent COVID-19. Support Mesra Credit Debtor, bank bjb
Provided Mask Aid to Prevent COVID-19.
20 23
Mei / May Juni / June
HUT bank bjb ke-59 Tahun. Great People bjb Peduli COVID-19 Distribusikan
59th anniversary of bank bjb. Bantuan untuk Kemanusiaan.
Great People bjb Care about COVID-19
Distributed Aid for Humanity.

KILAS KINERJA 2020
25 7
Juni / June Juli / July
bank bjb Berperan dalam Pemulihan Ekonomi. Sinergi Pemulihan Ekonomi Nasional, bank
bank bjb played a role in economic recovery. bjb Kerja Sama Penjaminan Kredit Modal
Kerja UMKM.
Synergy of National Economic Recovery,
bank bjb Working Capital Credit Guaranteed
Cooperation for MSMEs.
13 14
Juli / July Juli / July
Kolaborasi bank bjb dan Dinas Pendidikan bank bjb Salurkan Bantuan Kemanusiaan
Cianjur Hadirkan Edusmart untuk Permudah Penanganan COVID-19 kepada BNPB.
Siswa. bank bjb Distributed Humanitarian Aid for
Collaboration between bank bjb and the Handling COVID-19 to BNPB.
Cianjur Education Office presented Edusmart
to make it easier for students.

2020 Annual Report
28 3
Juli / July Agustus / August
Analyst Meeting Triwulan II Tahun 2020. Kredit bjb Mesra Bantu Difabel Berdaya
Analyst Meeting Quarter II of 2020. dengan Karya.
Credit bjb Mesra Helped Difabel Empowered
with Work.
6 6
Agustus / August Agustus / August
bank bjb Gencarkan Kampanye Transaksi bank bjb Salurkan Tunjangan Kinerja ASN
Digital via Gebyar ASN NgaDIGI. Polda Jawa Barat.
bank bjb Intensify Digital Transaction bank bjb Distributed West Java Police ASN
Campaign via Gebyar ASN NgaDIGI. Performance Allowance.

KILAS KINERJA 2020
10 11
bank bjb Serahkan KUR Sektor Perikanan bank bjb Rangkul Pengembang Properti
kepada Nelayan Pesisir Cirebon. untuk Kerja Sama Pendanaan Perumahan.
bank bjb Handed over KUR Fishery Sector to bank bjb Embraced Property Developers for
Cirebon Coastal Fishermen. Housing Funding Cooperation.
25 27
bank bjb-LPEI Kerja Sama Penjaminan Kredit bank bjb-Pemkab Ciamis Kerja Sama Terapkan
untuk Dorong Ekspor. Sistem E-Retribusi di Pasar Tradisional.
bank bjb-LPEI Credit Guarantee Cooperation bank bjb-Ciamis Regency Government
to Encourage Exports. Cooperated to Implement E-Retribution
System in Traditional Markets.

2020 Annual Report
1 9
September / September September / September
RUPS Luar Biasa bank bjb Tahun 2020. Sukseskan Program PEN, bank bjb-Pemkab
bank bjb Extraordinary GMS 2020. Bogor Kolaborasi Bantu UMKM.
Succeeding the PEN Program, bank bjb-
Bogor Regency Government Collaborated to
Help MSMEs.
11 21
September / September September / September
bank bjb Salurkan Kredit Receivable Financing Ekspansi Kredit Konsumer, bank bjb Jalin
kepada RSUD Al Ihsan. Kerja Sama dengan BNPB.
bank bjb Distributed Receivable Financing Expansion of Consumer Credit, bank bjb
Credit to Al Ihsan Regional Hospital. Established Cooperation with BNPB.

KILAS KINERJA 2020
23 8
September / September Oktober / October
Dorong Laju Perekonomian, bank bjb Jalin Implementasi bjb PENtas, bank bjb Salurkan
Kerja Sama dengan Bank Mantap. KUR kepada Peternak di Tasikmalaya.
Encouraging the Economic Pace, bank bjb Implementation of bjb PENtas, bank bjb
Established Cooperation with Bank Mantap. Distributed KUR to breeders in Tasikmalaya.
17 20
Oktober / October Oktober / October
bank bjb Jalin Kesepakatan Kredit dengan Elektronifikasi Transaksi Pemerintah melalui
HIPMI Jabar. QRIS pada Pemerintah Daerah Kota Cirebon.
bank bjb Established a Credit Agreement with Electronification of Government Transactions
West Java HIPMI. through QRIS at the Regional Government of
Cirebon City.

2020 Annual Report
22 27
Oktober / October Oktober / October
bank bjb Salurkan KUR kepada Petani di Analyst Meeting Triwulan III Tahun 2020.
Majalengka. Analyst Meeting in the 3rd Quarter of 2020.
bank bjb Distributed KUR to Farmers in
Majalengka.
3 3
November / November November / November
bank bjb-Pemkot Banjar Kolaborasi Hadirkan bank bjb Salurkan KUR kepada Petani di
E-Retribusi di Pasar Tradisional. Kabupaten Sukabumi.
bank bjb-Pemkot Banjar Collaboration bank bjb Distributed KUR to Farmers in
Presents E-Retribution in Traditional Markets. Sukabumi Regency.

KILAS KINERJA 2020
4 10
Public Expose Tahun 2020. bank bjb Sepakati Kerja Sama dengan
Public Expose in 2020. Pengembang Indonesia.
bank bjb Provided Health Support Assistance
to Majalaya Regional Hospital.
11 23
bank bjb Serahkan Bantuan Dukungan bank bjb Resmikan Banking Corner di
Kesehatan kepada RSUD Majalaya. Universitas Sangga Buana.
bank bjb Agreed to Collaborate with bank bjb Inaugurated a Banking Corner at
Indonesian Developers. Sangga Buana University.

2020 Annual Report
26 15
November / November Desember / December
bank bjb Dirikan bjb Sekuritas, Perusahaan bank bjb Catatkan Rekor MURI Investasi ASN
Efek Daerah Pertama di Indonesia. Daerah Jawa Barat.
bank bjb Established bjb Sekuritas, the first bank bjb Recorded the MURI Record for ASN
regional securities company in Indonesia. Investment in West Java Region.
15 17
Desember / December Desember / December
Warung Desa bjb BiSA, Gebrakan Keuangan bank bjb Serahkan Dukungan Program
Inklusif di Kabupaten Serang. Bantuan kepada BNPB.
Warung Desa bjb BiSA, Inclusive Financial bank bjb Provided Assistance Program
Breakthrough in Serang Regency. Support to BNPB.

Laporan Dewan Komisaris
dan Direksi
Report of the Board of Commissioners
and Board of Directors
Secara umum, pencapaian target bank bjb pada
tahun 2020 telah menunjukkan hasil yang baik.
bank bjb pada tahun 2020 berhasil melampaui
target aset sebesar 110,26% dengan realisasi mencapai
Rp133,56 triliun. Pencapaian target
kredit yang diberikan juga berada di atas target
yaitu sebesar 105,09%.
In general, the achievement of the Company target in 2020 has

shown good results. The comparison of targets and realization
are presented as follows. bank bjb in 2020 succeeded in
exceeding the asset target of 110.26% with the realization
reaching Rp133.56 trillion. The achievement of the credit
target was also above the target of 105.09%.
LAPORAN DEWAN KOMISARIS & DIREKSI
THE BOARD OF COMMISSIONERS REPORT & THE BOARD OF DIRECTORS REPORT
LAPORAN
DEWAN
KOMISARIS
Board of
Commissioners Report
Farid Rahman
Komisaris Utama Independen
Independent President Commissioner
Pada tahun 2020 Perseroan mencatatkan kinerja

operasional yang baik. Kredit konsumer meningkat
mencapai 67,47% serta Total Dana Pihak meningkat
sebesar 9,34%.
In 2020 the Company recorded good operational
performance. Consumer credit increased to reach 67.47%
and Total Party Funds increased by 9.34%.

2020 Annual Report
Para pemegang saham dan seluruh pemangku kepentingan yang saya hormati,
Dear Shareholders and Stakeholders,
Puji syukur kehadirat Allah SWT, Tuhan Yang Maha Praise the presence of Allah SWT, Almighty God
Esa karena atas berkat rahmat dan karunia-Nya, because thanks to His grace and mercy, bank bjb
bank bjb dapat mencatatkan kinerja yang baik di could record a good performance in 2020.
tahun 2020.
Selama tahun 2020, Dewan Komisaris telah During 2020, the Board of Commissioners carried
menjalankan tugas dan tanggung jawabnya secara out its duties and responsibilities collectively and
kolektif kolegial untuk melakukan pengawasan dan collegially to supervise and provide advice to the
memberikan nasihat kepada Direksi sebagaimana Board of Directors as mandated in the Articles of
diamanahkan dalam Anggaran Dasar dan peraturan Association and applicable laws and regulations.
perundangan yang berlaku. Dewan Komisaris The Board of Commissioners ensured that the
telah memastikan penerapan tata kelola yang baik implementation of good governance was carried
terselenggara dalam setiap kegiatan usaha bank out in every bank business activity at all levels of the
pada seluruh tingkatan atau jenjang organisasi. organization. In carrying out such supervision, the
Dalam melaksanakan pengawasan tersebut, Board of Commissioners directed, monitored and
Dewan Komisaris telah mengarahkan, memantau evaluated the implementation of the Company’s
dan mengevaluasi pelaksanaan kebijakan strategis strategic policies by the Board of Directors.
Perseroan oleh Direksi.
Dalam menjalankan tugasnya, Dewan Komisaris In carrying out its duties, the Board of
telah memiliki komite-komite yang telah Commissioners owned committees that carried
menjalankan tugasnya dengan efektif, yaitu out their duties effectively, namely the Audit
Komite Audit, Komite Nominasi dan Remunerasi, Committee, the Nomination and Remuneration
Komite Pemantau Risiko serta Komite Tata Committee, the Risk Monitoring Committee and
kelola Terintegrasi. Tugas dan wewenang komite the Integrated Governance Committee. The duties
Dewan Komisaris telah didefinisikan dengan jelas, and authorities of the Board of Commissioners
sehingga dapat berperan dengan baik dalam committee had been clearly defined, so that they
membantu Dewan Komisaris. could play a good role in assisting the Board of
Commissioners.
Berikut kami sampaikan laporan pengawasan dan Next, we submitted the monitoring report and
pemberian nasihat Dewan Komisaris terhadap provide advice to the Board of Commissioners on
jalannya kepengurusan Perseroan untuk tahun the management of the Company for the 2020
buku 2020. financial year.
Pengawasan Terhadap Monitoring of the Company’s

Implementasi Strategi Perseroan Strategy Implementation
Salah satu tugas pokok Dewan Komisaris adalah One of the main duties of the Board of
melakukan pengawasan terhadap implementasi Commissioners was to supervise the
strategi Perseroan. Hal ini antara lain diwujudkan implementation of the Company’s strategy. This
dengan beberapa kegiatan sebagai berikut: was manifested in the following activities:
1. Melakukan pengawasan terhadap kebijakan 1. Supervising management policies, the
pengurusan, jalannya pengurusan Perseroan management of the Company by the Board of
oleh Direksi termasuk pengawasan terhadap: Directors, including supervision of:
a. Rencana Bisnis Bank. a. Bank Business Plan.
b. Rencana Kerja dan Anggaran Perusahaan b. Company Work Plan and Budget (RKAP).
(RKAP) Tahunan.

c. Evaluasi pencapaian Kinerja Bulanan. c. Monthly performance achievement

evaluation.
d. Ketentuan Anggaran Dasar dan Keputusan d. Provisions of the Articles of Association and
RUPS. Resolutions of the GMS.
e. Peraturan perundang-undangan, untuk e. Regulations, for the benefit of the Company
kepentingan Perseroan dan sesuai dengan and in accordance with the aims and
maksud dan tujuan bisnis Perseroan. objectives of the Company’s business.
2. Mengawasi dan memberikan nasihat kepada 2. Supervising and providing advice to the Board
Direksi dalam menjalankan kegiatan bisnis of Directors in carrying out the Company’s
Perseroan (kebijakan kepengurusan oleh business activities (management policy by the
Direksi). Board of Directors).
Pengawasan terhadap rencana strategis dilakukan Supervision of the strategic plan was carried
melalui penyusunan Rencana Strategis Bank out through the preparation of the Bank’s
dan Rencana Kerja dan Anggaran Perusahaan Strategic Plan and the Annual Corporate Work
(RKAP) Tahunan. Sedangkan pengawasan and Budget Plan (RKAP). Meanwhile, monitoring
terhadap implementasi strategi dilakukan melalui of strategy implementation was carried out by
evaluasi pencapaian kinerja bulanan, pelaksanaan evaluating monthly performance achievements,
ketentuan Anggaran Dasar dan Keputusan RUPS implementing the provisions of the Articles of
serta memberikan nasihat kepada Direksi dalam Association and GMS Resolutions and providing
menjalankan kegiatan bisnis Perseroan. advice to the Board of Directors in carrying out
the Company’s business activities.
Frekuensi dan Cara Pemberian Frequency and Steps to Provide

Nasihat Kepada Direksi Advice to the Board of Directors
Pemberian nasihat dari Dewan Komisaris kepada Providing advice from the Board of Commissioners
Direksi dilakukan baik secara formal dalam Rapat to the Board of Directors was carried out both
maupun secara informal. Rapat formal dilakukan formally in meetings and informally. Formal
melalui Rapat Gabungan yang mencakup Rapat meetings were held through Joint Meetings
Gabungan Dewan Komisaris mengundang Direksi which included Joint Meetings of the Board of
maupun rapat gabungan Direksi mengundang Commissioners inviting the Board of Directors and
Dewan Komisaris. Selama tahun 2020, Rapat joint meetings of the Directors inviting the Board
Gabungan Dewan Komisaris mengundang Direksi of Commissioners. During 2020, Joint Meetings of
telah dilaksanakan sebanyak 41 (empat puluh satu) the Board of Commissioners inviting the Board of
kali dan Rapat Gabungan Direksi mengundang Directors had been held 41 (forty-one) times and
Dewan Komisaris sebanyak 8 (delapan) kali. Joint Meetings of Directors have invited the Board
of Commissioners 8 (eight) times.
Penilaian Atas Kinerja Direksi Assessment on the Performance

of the Board of Directors
Tahun 2020 dihadapi dengan adanya pandemi The year 2020 was faced with the COVID-19
COVID-19 yang melanda seluruh dunia. Dewan pandemic that hit the entire world. The Board of
Komisaris memberikan penghargaan yang Commissioners gave the highest appreciation to
setinggi-tingginya kepada kinerja Direksi yang telah the performance of the Board of Directors who had
mampu menghadapi tantangan perekonomian been able to face these economic challenges. The
tersebut. Dasar penilaian Dewan Komisaris atas basis for the Board of Commissioners’ assessment

2020 Annual Report
kinerja Direksi adalah terkait kinerja operasional of the performance of the Board of Directors was
dan keuangan serta tingkat kesehatan bank pada related to operational and financial performance
kondisi perekonomian yang secara langsung as well as the soundness of the bank in economic
berdampak pada kegiatan usaha perseroan. conditions that directly impacted the company’s
business activities.
Tinjauan Perekonomian dan Industri Economic and Industry Review

Pandemi COVID-19 dan tindakan pencegahannya The COVID-19 pandemic and its countermeasures
memicu resesi global terdalam dalam delapan triggered the deepest global recession in eight
dekade Karantina wilayah lockdown yang dilakukan decades. Country-imposed lockdowns and travel
banyak negara dan pembatasan perjalanan restrictions caused global demand for goods and
menyebabkan permintaan global untuk barang services to drop dramatically as tourism flows
dan jasa turun drastis seiring dengan dengan drop and supply chain commodity prices were
anjloknya arus pariwisata dan harga komoditas disrupted, and financial market volatility increased.
rantai pasokan terganggu dan volatilitas pasar In addition, the slowdown in global economic
pun keuangan meningkat Selain itu perlambatan recovery worsened by increasing political tension
pemulihan ekonomi global yamg melambat between the United States (US) and China, which
diperparah dengan meningkatnya tensi politik had not subsided since last 2019. The negative
antara Amerika Serikat (AS) dan Tiongkok yang effect of economic growth in several developed
tak kunjung mereda sejak tahun 2019 kemarin. and developing countries had an impact on the
Efek minusnya pertumbuhan ekonomi di beberapa projection of global economic growth in 2020
negara maju dan negara berkembang berdampak which had an impact on the decline.
terhadap proyeksi pertumbuhan ekonomi global
di tahun 2020 yang berimbas turun.
Tidak hanya berdampak pada perekonomian Not only had an impact on the global economy,
global, pandemi COVID-19 juga berdampak besar had the COVID-19 pandemic also brought a major
terhadap perekonomian Indonesia. Perekonomian impact on the Indonesian economy. The Indonesian
Indonesia mengalami kontraksi sebesar 5,3% pada economy contracted by 5.3% in Q2. However, the
Triwulan-II . Namun, perekonomian secara bertahap economy was gradually heading for recovery with
menuju pemulihan dengan diambilnya berbagai the adoption of various helpful stimulus policies.
kebijakan stimulus yang sangat membantu. Pada In the third quarter, the economic contraction
triwulan III kontraksi ekonomi melambat pada slowed down to 3.5% (YoY) and continued to
3,5% (YoY) dan terus menunjukkan arah pemulihan show a direction of recovery in Q4 2020, where
pada Triwulan-IV 2020, dimana kontraksi tercatat the contraction was recorded at 2.19% (YoY).
sebesar 2,19% (YoY). Dengan demikian ekonomi Thus, the economy as a whole in 2020 recorded a
pada keseluruhan tahun 2020 tercatat mengalami contraction of 2.07% (YoY).
kontraksi sebesar 2,07% (YoY).
Dari sisi perbankan, ketahanan sistem keuangan On the banking side, financial system resilience
tetap terjaga, meskipun risiko dari berlanjutnya was maintained, although risks from the continuing
dampak COVID-19 terhadap stabilitas sistem impact of COVID-19 on financial system stability
keuangan terus dicermati. Rasio kecukupan are closely monitored. The capital adequacy ratio
modal (Capital Adequacy Ratio/CAR) perbankan (CAR) of banks in December 2020 remained high
Desember 2020 tetap tinggi sebesar 23,81%, dan at 23.81%, and the ratio of non-performing loans
rasio kredit bermasalah (Non Performing Loan/ (NPL) remained low, namely 3.06% (gross) and
NPL) tetap rendah, yakni 3,06% (bruto) dan 0,98% 0.98% (net ). Amid conditions of loose liquidity
(neto). Di tengah kondisi likuiditas yang longgar and high growth in deposits of 10.57% (YoY),
dan pertumbuhan DPK yang tinggi sebesar 10,57% improvement in the intermediation function of the
(YoY), perbaikan fungsi intermediasi dari sektor financial sector has not been strong, as reflected in

keuangan belum kuat, tercermin dari kontraksi the contraction in credit in January 2021 of 1.92%
kredit pada Januari 2021 sebesar 1,92% (YoY) (YoY) compared to a contraction of 2.41. % (YoY)
dibandingkan dengan kontraksi 2,41% (YoY) pada as of December 2020.
Desember 2020.
Kinerja Operasional dan Keuangan Operational Performance and

Financial
Setelah mempertimbangkan kondisi perekonomian After considering global economic conditions,
global, nasional, maupun kondisi industri national conditions, as well as conditions in
perbankan, kinerja operasional dan keuangan the banking industry, operational and financial
merupakan dasar penilaian utama bagi Dewan performance became the main basis for evaluating
Komisaris dalam melakukan penilaian atas kinerja the Board of Commissioners in evaluating the
Direksi. Ketidakpastian perekonomian global performance of the Board of Directors. The
maupun Indonesia telah memberikan dampak uncertainty of the global and Indonesian economy
terhadap kondisi industri perbankan di tahun had an impact on the conditions of the banking
2020, namun demikian Direksi mampu mengambil industry in 2020, however, the Board of Directors
berbagai inisiatif strategis dalam rangka was able to take various strategic initiatives in
meningkatkan kinerja Perseroan. Pada tahun 2020, order to improve the Company’s performance. In
rasio NPL gross bank bjb tercatat sebesar 1,40%, 2020, bank bjb’s gross NPL ratio was recorded
lebih rendah dibandingkan rasio NPL gross BUKU at 1.40%, lower than BUKU III’s gross NPL ratio
III sebesar 2,93% dan Bank Umum yang sebesar of 2.93% and commercial banks at 2.53%. This
2,53%. Hal ini membuktikan bahwa pinjaman proved that the non-performing loans at bank
yang bermasalah di bank bjb terkendali sehingga bjb were under control so that the quality of the
kualitas pinjaman tetap terjaga. Sementara itu loans was maintained. Meanwhile, the level of bank
tingkat likuiditas bank bjb yang diukur melalui bjb liquidity as measured by the ratio of loans to
rasio pinjaman terhadap dana pihak ketiga (LDR) third party funds (LDR) in 2020 was 86.32%. This
tahun 2020 sebesar 86,32%. Nilai tersebut lebih value was lower than the LDR of Bank BUKU III
rendah dibandingkan LDR Bank BUKU III yang which was 87.66%, so it was evident that bank bjb
sebesar 87,66%, sehingga terbukti bahwa likuiditas liquidity was maintained.
bank bjb tetap terjaga.
Pada tahun 2020 Perseroan mencatatkan kinerja In 2020 the Company recorded good operational
operasional yang baik. Komposisi portofolio kredit performance. The highest composition of the loan
yang paling tinggi berasal dari kredit konsumer portfolio came from consumer loans, reaching
mencapai 67,47% dari total penyaluran kredit pada 67.47% of the total lending to bank bjb. Consumer
bank bjb. Kredit Konsumer mengalami peningkatan Credit has increased by 6.21% in 2020. Total Third
sebesar 6,21% pada tahun 2020. Total Dana Pihak Party Funds in 2020 reached IDR 34.70 trillion, an
Ketiga tahun 2020 mencapai Rp34,70 triliun, increase of 9.34% or IDR 2.96 trillion compared to
meningkat 9,34% atau Rp2,96 triliun dibandingkan 2019 which reached IDR 31.74 trillion.
dengan tahun 2019 yang mencapai Rp31,74 triliun.
Dari sisi keuangan, Perseroan juga telah From the financial side, the Company has also
mencatatkan kinerja yang baik. Aset tahun recorded good performance. Assets in 2020
2020 mencapai Rp140.934.002 juta meningkat reached IDR140,934,002 million, an increase
14,08% dibandingkan tahun 2019 yang mencapai of 14.08% compared to 2019 which reached
Rp123.536.474 juta. Pendapatan bunga dan syariah IDR123,536,474 million. Interest and sharia
tahun 2020 mencapai Rp12.620.678 juta meningkat income in 2020 reached IDR12,620,678 million,
4,38% dibandingkan tahun 2019 yang mencapai an increase of 4.38% compared to 2019 which
Rp12.091.430 juta. Peningkatan pendapatan reached IDR12,091,430 million. The increase in
diiringi dengan peningkatan laba Perseroan. Laba revenue was accompanied by an increase in
tahun berjalan tahun 2020 mencapai Rp1.689.996 the Company’s profit. Profit for the year 2020

2020 Annual Report
juta meningkat 8,02% dibandingkan tahun 2019 reached IDR1,689,996 million, an increase of 8.02%
yang mencapai Rp1.564.492 juta. compared to 2019 which reached IDR1,564,492
million.
Tingkat Kesehatan Bank Bank Health Level

Mengacu pada Surat Edaran Otoritas Jasa Referring to the Financial Services Authority
Keuangan (SEOJK) Nomor 14/SEOJK.03/2017 (SEOJK) Circular Letter Number 14 / SEOJK.03 /
tanggal 17 Maret 2017 tentang Penilaian Tingkat 2017 dated March 17, 2017 concerning Assessment
Kesehatan Bank Umum. Tingkat Kesehatan Bank of the Soundness of Commercial Banks. Bank
adalah hasil penilaian kondisi Bank yang dilakukan Soundness Level was the result of an assessment
terhadap Risiko dan kinerja Bank. Penilaian Tingkat of the condition of the Bank which was carried
Kesehatan dengan pendekatan Risiko (Risk-Based out on the Risk and performance of the Bank. The
Bank Rating) tersebut dilakukan dengan cakupan Health Level Assessment using the Risk-Based
penilaian terhadap faktor-faktor: Bank Rating was carried out with the following
evaluation coverage on the following factors:
a. Profil Risiko a. Risk Profile
b. Tata Kelola b. Governance
c. Rentabilitas c. Rentability
d. Permodalan d. Capital
Peringkat Komposit Tingkat Kesehatan bank bjb The composite ranking of bank bjb health level
posisi 31 Desember 2020 berada pada PK 2 (Sehat). position 31 December 2020 is in PK 2 (healthy).
Kondisi bank bjb secara umum sehat, sehingga The condition of bank bjb is generally healthy,
dinilai mampu menghadapi pengaruh negatif yang so it is considered to be able to deal with
signifikan dari perubahan kondisi bisnis dan faktor significant negative influences from changes in
eksternal lainnya. Hal ini tercermin dari peringkat business conditions and other external factors.
faktor penilaian antara lain profil risiko, penerapan This is reflected in the ratings of assessment
tata kelola, rentabilitas, dan permodalan yang factors including the risk profile, the application
secara umum baik. Dalam hal terdapat kelemahan, of governance, profitability, and capital which is
maka secara umum kelemahan tersebut kurang generally good. In case there are weaknesses, then
signifikan. generally these weaknesses are less significant.
Dewan Komisaris akan terus bekerja membangun The Board of Commissioners will continue to work
nilai dan budaya perusahaan berdasarkan to build corporate values and culture based on the
prinsip-prinsip tata kelola perusahaan yang principles of sound corporate governance. The
sehat. Keberhasilan bank bjb di tahun 2020 tidak success of bank bjb in 2020 cannot be separated
terlepas dari dukungan para pemegang saham, from the support of shareholders, customer trust,
kepercayaan nasabah, dukungan dari OJK serta support from the OJK and other stakeholders and
pemangku kepentingan lainnya dan kerja keras the hard work of all levels of bank bjb.
dari seluruh jajaran bank bjb.
Pandangan atas Prospek yang Views on Prospects Prepared by

Telah Disusun oleh Direksi the Board of Directors
Dewan Komisaris berpendapat bahwa prospek The Board of Commissioners was of the opinion
usaha yang telah disusun oleh Direksi sudah that the business prospects prepared by the
tepat. Hal ini dilihat kemampuan Direksi untuk Board of Directors were correct. This could be
mampu bertahan di tengah kondidi perekonomian seen from the ability of the Board of Directors
yang belum stabil. Kondisi ekonomi global akan to be able to survive amidst unstable economic

diproyeksikan tetap mengalami penurunan jika conditions. Global economic conditions were
dibandingkan tahun sebelumnya. Penyebab projected to continue to decline when compared
terbesar adalah virus COVID-19 yang masih to the previous year. The biggest cause was the
masif penyebarannya dan belum menunjukkan COVID-19 virus, which was still massive and had
tren penurunan. Krisis perekonomian global not shown a downward trend. The unprecedented
yang belum pernah terjadi sebelumnya telah global economic crisis hindered the prospects
menghambat prospek pemulihan ekonomi yang for economic recovery in export-dependent
bergantung pada ekspor dan membahayakan economies and jeopardized prospects for
prospek konvergensi pendapatan antara negara convergence of income between developing and
berkembang dan maju. Namun demikian, IMF developed countries. However, the IMF projected
memproyeksikan ekonomi dunia diharapkan akan that the world economy was expected to rebound
rebound ditahun 2021. Pertumbuhan ekonomi in 2021. Economic growth was expected to grow
diharapkan tumbuh mencapai 5,4% dengan to reach 5.4% with the main motor from China
motor utama dari Tiongkok yang diproyeksi which was projected to grow to reach 8.2% and
tumbuh mencapai 8,2% serta diikuti oleh negara- was followed by advanced economic countries
negara advanced economic yang terdiri dari consisting of the United States and other
Amerika Serikat dan negara-negara Eropa yang countries. -European countries were projected to
diproyeksikan akan tumbuh 4,8%. Optimisme grow by 4.8%. This optimism for economic growth
pertumbuhan ekonomi ini muncul seiring dengan appeared in line with the hope that the discovery
harapan penemuan vaksin atas wabah COVID-19 of a vaccine for the COVID-19 outbreak could
telah resmi dapat diproduksi massal. officially be massively produced.
Memperhatikan proyeksi dari IMF untuk Taking into account the projection from the IMF
pertumbuhan di ASEAN-5 dengan Indonesia di for growth in ASEAN-5 with Indonesia in it, the
dalamnya, maka proyeksi pertumbuhan Indonesia projection of Indonesia’s growth in 2021 was
di tahun 2021 cukup optimis. Pemerintah Indonesia quite optimistic. The Indonesian government was
menargetkan pertumbuhan ekonomi di kisaran targeting economic growth in the range of 4.5% -
4,5% - 5,5% dengan defisit anggran tahun 2021 5.5% with the 2021 budget deficit to be financed by
dibiayai oleh sumber-sumber pembiayaan yang safe and prudently managed sources of financing,
aman dan dikelola secara hati-hati, yaitu melalui namely through cooperation with the monetary
kerja sama dengan otoritas moneter, dengan tetap authorities, while maintaining the principle of
menjaga prinsip disiplin fiskal dan disiplin kebijakan fiscal discipline and monetary policy discipline,
moneter, serta menjaga integritas, kredibilitas, as well as maintaining the integrity, credibility
dan kepercayaan pasar surat berharga. Tujuan and confidence of the securities market. The
pembiayaan tersebut adalah mendukung kebijakan objective of this financing was to support counter
counter cyclical dan akselerasi pertumbuhan cyclical policies and accelerate economic growth.
ekonomi. Pemerintah terus berupaya melakukan The government continued to make efforts to
‘enhancement’ terhadap kebutuhan investasi ‘enhance’ the investment needs for Gross Fixed
Pembentukan Modal Tetap Bruto (PMTB) di kisaran Capital Formation (PMTB) in the range of 6.0% -
6,0% - 7,1% yang diharapkan dapat dipenuhi oleh 7.1% which was expected to be met by the banking
sektor perbankan, sisanya oleh pemerintah dan sector, the rest by the government and private
swasta. sector.
Melihat adanya berbagai peluang tersebut, Seeing these various opportunities, and the
tersebut serta efektifnya strategi usaha yang effectiveness of the business strategies set by the
telah ditetapkan oleh Direksi, Dewan Komisaris Board of Directors, the Board of Commissioners
berkeyakinan bahwa Perseroan akan dapat believed that the Company would be able to
memanfaatkan peluang yang ada. Hal tersebut take advantage of the opportunities that exist.
diperkuat dengan penerapan strategi dalam rangka This was reinforced by the implementation of
meningkatkan sinergi bisnis dengan Perusahaan strategies in order to increase business synergy

2020 Annual Report
Anak. Sinergi bisnis tersebut akan mendorong with Subsidiaries. This business synergy would
peningkatan nilai bank bjb secara keseluruhan. encourage an increase in the value of bank bjb as
a whole.
Pandangan atas Penerapan Good Views on the Implementation of

Corporate Governance Good Corporate Governance
Dewan Komisaris menyadari pentingnya The Board of Commissioners realized the

penerapan tata kelola perusahaan yang baik atau importance of implementing good corporate
good corporate governance (GCG) di Perseroan, governance (GCG) in the Company, so that
sehingga setiap kegiatan bisnis Persroan every Company business activity did not conflict
tidak bertentangan dengan peraturan yang with regulations that lead to legal violations.
menimbulkan pelanggaran hukum. Penerapan GCG The implementation of GCG could improve the
dapat meningkatkan kinerja Perseroan melalui Company’s performance through the creation of
terciptanya proses pengambilan keputusan yang a better decision-making process, increase the
lebih baik, meningkatkan efisiensi operasional Company’s operational efficiency and further
Perseroan serta lebih meningkatkan pelayanan improve services to stakeholders. Therefore, the
kepada stakeholders. Oleh karena itu implementasi implementation of GCG became a major concern
GCG menjadi perhatian utama bagi Dewan for the Board of Commissioners in carrying out its
Komisaris dalam menjalankan fungsi pengawasan supervisory function and providing advice to the
dan pemberian nasehat kepada Direksi. Board of Directors.
Dewan Komisaris berpendapat bahwa Direksi The Board of Commissioners believed that the
telah menerapkan GCG dengan efektif dan Board of Directors implemented GCG effectively
konsisten di 2020. GCG merupakan mekanisme and consistently in 2020. GCG was a mechanism
yang mengatur hubungan Bank dengan para that regulated the Bank’s relationship with
pemangku kepentingan secara transparan, stakeholders in a transparent, accountable,
akuntabel, bertanggung jawab, independen dan responsible, independent and fair manner. The
adil. Dewan Komisaris berpendapat bahwa Bank Board of Commissioners was on the opinion
telah merasakan manfaat yang signifikan dari that the Bank benefited significantly from the
implementasi GCG yang telah dilakukan. implementation of GCG that had been carried out.
Salah satu isu kunci terkait dengan penerapan One of the key issues related to the implementation
GCG adalah penerapan manajemen risiko, of GCG was the application of risk management,
penerapan whistleblowing system (WBS) serta the application of the whistleblowing system
sistem pengendalian internal. Dewan Komisaris (WBS) and the internal control system. The Board
memberikan arahan sejak pengembangan of Commissioners provided direction from system
sistem sampai dengan penerapan dan evaluasi development to implementation and evaluation of
pelaksanaannya. its implementation.
Manajemen Risiko Risk Management

Sistem manajemen risiko yang efektif merupakan An effective risk management system became one
salah satu komponen yang penting dalam of the important components in the management
manajemen Perseroan dan landasan untuk of the Company and the foundation for running
menjalankan organisasi Perseroan dengan sehat, the Company’s organization in a healthy, safe and
aman dan baik. Dalam mewujudkan penerapan sound manner. In realizing the implementation of
manajemen risiko yang efektif, bank bjb effective risk management, bank bjb applied the
menerapkan pendekatan Three Lines of Defense Three Lines of Defense approach as a multi-layered
sebagai mekanisme pertahanan secara berlapis defense mechanism to manage and implement a

untuk mengelola dan menerapkan kerangka kerja risk management framework, namely:
manajemen risiko, yaitu:
1. Pertahanan Tingkat Pertama 1. First Level Defense
Risk Taking Unit berperan sebagai pertahanan The Risk Taking Unit acted as the first line of
tingkat pertama dan bertanggung jawab defense and was responsible for identifying,
untuk mengidentifikasi, mengevaluasi, evaluating, controlling and mitigating risks in
mengendalikan dan memitigasi risiko dalam operational activities. Risk Taking Unit had the
aktivitas operasional. Risk Taking Unit memiliki main responsibility for managing risk exposure
tanggung jawab yang utama atas pengelolaan in daily activities.
eksposur risiko dalam aktivitas sehari – hari.
2. Pertahanan Tingkat Kedua 2. Second Level Defense
Satuan Kerja Manajemen Risiko (SKMR) The Risk Management Unit (SKMR) acted as
berperan sebagai unit kunci dalam a key unit in providing second-level defense
memberikan pertahahan tingkat kedua melalui through an independent monitoring function.
fungsi pemantauan yang independen. SKMR SKMR reviewed the completeness and accuracy
telah melakukan review atas kelengkapan of identification, measurement, monitoring,
dan keakuratan identifikasi, pengukuran, control and risk reporting, as well as on the
pemantauan, pengendalian dan pelaporan adequacy of mitigation scenarios proposed by
risiko, serta atas kecukupan skenario mitigasi operational work units.
yang diusulkan oleh unit kerja operasional.
3. Pertahanan Tingkat Ketiga 3, Third Level Defense
Fungsi Internal Audit melakukan penilaian The Internal Audit function assessed the
terhadap kecukupan kebijakan, strategi dan adequacy of policies, strategies and Risk
kerangka Manajemen Risiko serta efektivitas Management framework as well as the
pengendalian internal dalam rangka effectiveness of internal controls in order to
memberikan assurance yang independen dan provide independent and objective assurance.
objektif.
Pengawasan aktif Dewan Komisaris dilakukan The active supervision of the Board of
antara lain melalui persetujuan dan evaluasi atas Commissioners was carried out through the
kebijakan manajemen risiko yang disusun oleh approval and evaluation of risk management
Direksi. Secara berkala Dewan Komisaris melakukan policies prepared by the Board of Directors. The
evaluasi pelaksanaan kebijakan manajemen risiko Board of Commissioners periodically evaluated
melalui forum Rapat Dewan Komisaris dan Direksi, the implementation of risk management policies
maupun dalam rapat Komite Pemantau Risiko. through the Board of Commissioners and Board
of Directors meeting forums, as well as in Risk
Monitoring Committee meetings.
Terdapat 8 jenis risiko yang dihadapi bank bjb There were 8 types of risks faced by bank bjb
dan harus dikelola dengan baik. Kedelapan jenis and had to be managed properly. The eight types
risiko tersebut disebut inheren risk yang meliputi of risk were called inherent risk which includes
risiko kredit, risiko likuiditas, risiko pasar, risiko credit risk, liquidity risk, market risk, operational
operasional, risiko stratejik, risiko kepatuhan, risiko risk, strategic risk, compliance risk, legal risk
hukum dan risiko reputasi. Menurut pendapat and reputation risk. In the opinion of the Board
Dewan Komisaris, kedelapan risiko tersebut of Commissioners, the eight risks had been well
telah dikelola dengan baik. Berdasarkan hasil managed. Based on the results of the bank’s self-
self assessment bank terhadap peringkat risiko assessment, the overall risk rating of bank bjb
bank bjb secara keseluruhan setiap triwulan pada every quarter in 2020 was Low to Moderate with
tahun 2020 adalah Low to Moderate dengan a stable risk trend when compared to the previous
trend risiko stabil apabila dibandingkan dengan year. This showed that bank bjb experienced a

2020 Annual Report
tahun sebelumnya. Hal ini menunjukkan bahwa bank business development accompanied by
bank bjb mengalami perkembangan bisnis an increase in the Quality of Risk Management
bank yang diiringi dengan peningkatan Kualitas Implementation in all of its operational activities.
Penerapan Manajemen Risiko dalam seluruh The Board of Commissioners was of the opinion
aktivitas operasionalnya. Dewan Komisaris that the implementation of risk management
berpendapat bahwa penerapan manajemen risiko had been well implemented in the company’s
telah diterapkan secara baik pada operasional operations.
perseroan.
Whistleblowing System Whistleblowing System

Whistleblowing System berperan penting dalam The Whistleblowing System played an important
meningkatkan pelaksanaan tata kelola perusahaan role in improving the implementation of good
yang baik serta serta merupakan bagian dari corporate governance and became part of
pemeliharaan budaya dan kepedulian atas anti maintaining a culture and awareness of anti-fraud
fraud di jajaran organisasi bank bjb. Dalam in the bank bjb organization. In order to increase
rangka meningkatkan efektivitas penerapan Good the effectiveness of the implementation of Good
Corporate Governance melalui peran aktif para Corporate Governance through the active role
pelapor (whistleblower) maka Perseroan telah of the reporters (whistleblowers), the Company
membentuk Sistem Pengaduan Pelanggaran established a Violation Complaint System in the
berupa bjb WBS (Whistleblowing System). Sistem form of bjb WBS (Whistleblowing System). The bjb
pengaduan pelanggaran bjb WBS adalah sistem WBS violation complaint system was a system for
pengelolaan pengaduan tindakan pelanggaran managing complaints of violations or acts against
atau perbuatan melawan hukum atau perbuatan the law or other actions that were detrimental
lain yang merugikan Perseroan yang bersifat to the Company which was independent and
independen dan rahasia. Dalam aturan sistem confidential. In the rules of the bjb WBS violation
pengaduan pelanggaran bjb WBS pengungkapan complaint system, the disclosure of the reporting
pelaporan pelanggaran dan identitas pelapor of violations and the identity of the reporter was
dirahasiakan melalui media WBS, serta pelapor kept secret through the WBS media, and the
diberikan perlindungan. reporter was given protection.
Efektivitas penerapan Whistleblowing System The effectiveness of the implementation of the

bank bjb dikelola oleh Satuan Kerja Audit Internal bank bjb Whistleblowing System was managed
yang bertanggung jawab secara langsung by the Internal Audit Unit who was directly
kepada Direktur Utama serta memiliki hubungan responsible to the President Director and had a
komunikasi kepada Dewan Komisaris. Sampai communication relationship with the Board of
dengan periode bulan Desember 2020, laporan Commissioners. As of December 2020, 29 (twenty-
tindak pelanggaran yang diterima melalui nine complaints) were reported on violations and
WBS adalah sebanyak 29 (dua puluh sembilan had been followed up with sanctions in accordance
pengaduan dan telah ditindaklanjuti dengan with the provisions.
diberikan sanksi sesuai dengan ketentuan.
Implementasi Whistleblowing System (WBS) The implementation of the Whistleblowing System

merupakan salah satu mekanisme deteksi dini (WBS) became an early detection mechanism for
atas terjadinya suatu tindak pelanggaran di bank the occurrence of a violation at bank bjb that
bjb yang dapat menimbulkan kerugian finansial could cause financial losses including things that
termasuk hal-hal yang dapat merusak citra could damage the image of bank bjb. Thus, the
bank bjb. Dengan demikian, WBS merupakan WBS became a commitment to creating a clean
komitmen untuk mewujudkan lingkungan kerja and integrity work environment in the form of
yang bersih dan berintegritas dalam bentuk active participation of the Company’s personnel
partisipasi aktif Insan Perseroan untuk melaporkan to report violations that occur within the bank

pelanggaran yang terjadi di lingkungan bank bjb environment. The Board of Commissioners
bjb. Dewan Komisaris memberikan arahan sejak provided direction from system development
pengembangan sistem sampai dengan penerapan to implementation and evaluation of its
dan evaluasi pelaksanaannya. Dewan Komisaris implementation. The Board of Commissioners was
berpendapat bahwa penerapan Whistleblowing of the opinion that the Whistleblowing System
System telah diterapkan secara baik pada had been implemented well in the company’s
operasional perseroan. operations.
Sistem Pengendalian Internal Internal Control System

Sistem Pengendalian Intern bank bjb mengacu Bank bjb Internal Control System referred to SEOJK
pada SEOJK 35/SEOJK.03/2017 tentang 35 / SEOJK.03 / 2017 concerning Guidelines for
Pedoman Sistem Pengendalian Intern Bagi Bank Internal Control Systems for Commercial Banks.
Umum. Pengendalian intern diselenggarakan Internal control was carried out continuously
secara berkesinambungan (on going basis) untuk (ongoing basis) to achieve 3 (three) targets,
mencapai 3 (tiga) sasaran, yaitu: namely:
1. Mencapai efektivitas dan efisiensi pada setiap 1. Achieving effectiveness and efficiency in every
aktivitas yang dijalankan oleh Perseroan, activity carried out by the Company, including
mencakup kinerja operasional dan keuangan, operational and financial performance, as well
serta menjaga dan mengamankan harta as safeguarding and securing the Company’s
kekayaan Perseroan. assets.
2. Menciptakan laporan finansial dan non- 2. Creating financial and non-financial reports for
finansial bagi pihak internal dan eksternal internal and external parties that are reliable,
yang terpercaya, tepat waktu, dan transparan, timely and transparent, and in accordance with
serta sesuai dengan regulasi dan standar yang applicable regulations and standards.
berlaku.
3. Menjaga kepatuhan terhadap hukum dan 3. Maintaining compliance with laws and
regulasi dalam seluruh aspek aktivitas regulations in all aspects of the Company’s
Perseroan. activities.
Direksi dan Dewan Komisaris mempunyai tanggung The Board of Directors and the Board of
jawab terkait pengawasan Sistem Pengendalian Commissioners had responsibilities related to
Intern dan Budaya Pengendalian, adapun tugas the supervision of the Internal Control System
tanggung jawabnya adalah sebagai berikut: and Control Culture, while the duties and
responsibilities were as follows:
1. Direksi mempunyai tanggung jawab sebagai 1. The Board of Directors owned the following
berikut: responsibilities:
a. Melaksanakan kebijakan dan strategi yang a. Implementing policies and strategies
telah disetujui oleh Dewan Komisaris. approved by the Board of Commissioners.
b. Memberikan masukan terkait prosedur untuk b. Providing input related to procedures to
mengidentifikasi, mengukur, memantau dan identify, measure, monitor and control risks
mengendalikan risiko yang dihadapi Bank. faced by the Bank.
c. Memelihara suatu struktur organisasi yang c. Maintaining an organizational structure that
mencerminkan kewenangan, tanggung reflected clear authority, responsibilities
jawab dan hubungan pelaporan yang jelas. and reporting relationships.
d. Memantau pendelegasian wewenang telah d. Monitoring delegation of authority that had
berjalan secara efektif dan didukung oleh been running effectively and was supported
penerapan akuntabilitas yang konsisten. by consistent application of accountability.
e. Menetapkan kebijakan dan strategi serta e. Establishing policies and strategies as well
prosedur pengendalian intern. as internal control procedures.
f. Memantau implementasi pengendalian f. Monitoring the implementation of internal

2020 Annual Report
intern yang dilaksanakan oleh unit sistem control carried out by the internal control
pengendalian intern. system unit.
2. Dewan Komisaris mempunyai tanggung jawab: 2. The Board of Commissioners was responsible
for:
a. Mengesahkan dan mengkaji ulang secara a. Ratifying and periodically reviewing the
berkala terhadap kebijakan dan strategi policies and business strategies of the bank
usaha bank secara keseluruhan. as a whole.
b. Memahami risiko utama yang dihadapi b. Understanding the main risks faced by the
Bank, menetapkan tingkat risiko yang dapat Bank, determining the level of risk that
ditolerir (risk tolerance) dan mengawasi could be tolerated (risk tolerance) and
Direksi terkait langkah-langkah yang supervising the Board of Directors regarding
diambil Direksi dalam mengidentifikasi, the steps taken by the Board of Directors
mengukur, memantau dan mengendalikan in identifying, measuring, monitoring and
risiko tersebut. controlling these risks.
c. Mengesahkan struktur organisasi. c. Approving the organizational structure.
d. Mengawasi Direksi terkait tugas Direksi d. Supervising the Board of Directors in
melakukan pemantauan efektivitas relation to the duties of the Board of
pelaksanaan Sistem Pengendalian Intern. Directors to monitor the effectiveness of
the implementation of the Internal Control
System.
Dengan pengendalian internal yang baik With good internal control, it was expected to be
diharapkan mampu mendukung pencapaian able to support the achievement of targets and
sasaran dan kinerja yang ditetapkan manajemen, performance set by management, increase trust
menambah kepercayaan bagi manajemen dan in management and encourage compliance with
mendorong kepatuhan pada ketentuan dan applicable laws and regulations as well as minimize
peraturan perundang-undangan yang berlaku the risk of loss arising through an accurate and
serta meminimalisir risiko kerugian yang timbul adequate risk management process.
melalui proses pengelolaan risiko yang akurat dan
memadai.
Dewan Komisaris berpendapat bahwa perseroan The Board of Commissioners was on the opinion
telah memiliki sistem pengendalian internal that the company had an adequate internal
yang memadai. Perseroan senantiasa melakukan control system. The Company always evaluated
evaluasi atas pelaksanaan sistem pengendalian the implementation of the internal control
internal. Segala sesuatu terkait dengan system. Everything related to the adequacy of
permasalahan kecukupan pengendalian internal internal control had been reported to the Board
telah dilaporkan kepada Direksi. Langkah-langkah of Directors. Follow-up steps had been taken to
tindak lanjut telah dilakukan untuk meminimalkan minimize the risk. Reports were also submitted
risiko. Laporan juga disampaikan kepada Dewan to the Board of Commissioners through the
Komisaris melalui Komite Audit yang telah established Audit Committee.
dibentuk.
Penilaian Kinerja Komite-Komite Performance Assessment of

di Bawah Dewan Komisaris Committees Under the Board of
Commissioners
Dalam rangka meningkatkan peran Dewan In order to increase the role of the Board of
Komisaris dalam menjalankan fungsi pengawasan, Commissioners in carrying out its supervisory
Dewan Komisaris telah membentuk 4 (empat) function, the Board of Commissioners formed 4

komite yaitu: (four) committees, namely:

1. Komite Audit 1. Audit Committee
2. Komite Nominasi dan Remunerasi 2. Nomination and Remuneration Committee
3. Komite Pemantau Risiko 3. Risk Monitoring Committee
4. Komite Tata Kelola Terintegrasi 4. Integrated Governance Committee
Komite Audit memiliki tugas dan tanggung jawab The Audit Committee has the duty and
untuk membantu Dewan Komisaris melakukan responsibility to assist the Board of Commissioners
pengawasan atas efektivitas sistem pengendalian in supervising the effectiveness of the internal
internal, internal audit dan proses pelaporan control system, internal audit and financial
keuangan. Sepanjang tahun 2020, Komite Audit reporting processes. Throughout 2020, the
telah menjalankan tugas dan tanggungjawabnya Audit Committee has carried out its duties and
dengan baik. Komite Audit telah melaksanakan responsibilities well. The Audit Committee has
rapat sebanyak 13 (tiga belas) kali dan menjalankan conducted 13 (thirteen) meetings and carried out
tugasnya yang antara lain: its duties which include:
1. Melakukan evaluasi terhadap rencana kerja 1. Evaluating the annual work plan and budget of
tahunan dan anggaran Satuan Kerja Audit the Internal Audit Work Unit (SKAI) for 2020
Internal (SKAI) Tahun 2020 dan memberikan and providing recommendations to the Board
rekomendasi kepada Dewan Komisaris. of Commissioners.
2. Melakukan review dan pemantauan atas 2. Reviewing and monitoring the implementation
pelaksanaan tugas Satuan Kerja Audit Internal of the duties of the Internal Audit Unit (SKAI),
(SKAI) yang dilakukan setiap triwulan dan which is carried out quarterly and reported to
dilaporkan kepada Dewan Komisaris. the Board of Commissioners.
3. Pemantauan pemenuhan komitmen tindaklanjut 3. Monitoring the fulfillment of follow-up
atas Hasil Audit Internal oleh SKAI. commitments on the Internal Audit Results by
SKAI.
4. Melakukan penelitian dan analisis mengenai 4. Conducting research and analysis regarding the
kelayakan Auditor Ekstern (AP dan KAP) dan feasibility of the External Auditor (AP and KAP)
memberikan rekomendasi kepada Dewan and provide recommendations to the Board of
Komisaris terkait dengan Penunjukan Kantor Commissioners regarding the appointment of a
Akuntan Publik. Public Accountant Firm.
5. Melakukan evaluasi terhadap pelaksanaan audit 5. Evaluating the implementation of audits by AP
oleh AP dan KAP. and KAP.
6. Melakukan review terhadap laporan keuangan 6. Reviewing bank bjb quarterly published
publikasi triwulanan bank bjb. financial reports.
7. Memberikan rekomendasi tentang perbaikan 7. Providing recommendations on improving
pelaksanaan proses audit dan peningkatan the implementation of the audit process and
kompetensi auditor sehingga dapat increasing the competence of auditors so as to
meminimalisir adanya temuan berulang. minimize recurring findings.
8. Evaluasi terhadap pelaksanaan tugas Divisi 8. Evaluating the implementation of the
Kepatuhan dalam pemenuhan tindak lajut Hasil Compliance Division’s duties in fulfilling
Pemeriksaan Otoritas Jasa Keuangan (OJK) followup actions to the Financial Services
serta hasil pemeriksaan eksternal lainnya. Authority (OJK) Audit Results and other
external audit results.
Komite Nominasi dan Remunerasi berfungsi untuk The Nomination and Remuneration Committee
membantu Dewan Komisaris dalam melaksanakan functions to assist the Board of Commissioners
fungsi dan tugasnya di bidang yang berkaitan in carrying out their functions and duties in the
dengan nominasi dan remunerasi terhadap fields related to nomination and remuneration for
anggota Direksi dan Dewan Komisaris. Sepanjang members of the Board of Directors and the Board of
tahun 2020, Komite Nominasi dan Remunerasi Commissioners. Throughout 2020, the Nomination

2020 Annual Report
telah menjalankan tugas dan tanggungjawabnya and Remuneration Committee has carried out its
dengan baik. Komite Nominasi dan Remunerasi duties and responsibilities well. The Nomination and
telah melaksanakan rapat sebanyak 16 (enam belas) Remuneration Committee has conducted 16 (sixteen)
kali dan menjalankan tugasnya yang antara lain: meetings and conduct its tasks which include:
1. Melakukan proses nominasi untuk jabatan 1. Conducting a nomination process for vacant
Pengurus yang kosong pada RUPS Tahunan management positions at the 2019 Annual GMS
Tahun Buku 2019 dan RUPS LB Tahun 2020. and 2020 EGMS.
2. Memberikan rekomendasi kepada Dewan 2. Providing recommendations to the Board of
Komisaris terkait perpanjangan perjanjian kerja Commissioners regarding the extension of the
anggota Komite dari pihak independen. Committee members’ work agreement from an
independent party.
3. Mengevaluasi dan memberikan rekomendasi 3. Evaluating and providing recommendations
kepada Dewan Komisaris mengenai kebijakan to the Board of Commissioners regarding
remunerasi Pengurus dan Pegawai. the remuneration policy for Managers and
Employees.
4. Melakukan Proses Nominasi untuk Calon 4. Conducting a Nomination Process for
Pelaksana Tugas Pendiri DPLK bank bjb. Candidates for Implementing DPLK DPLK bank
bjb Founders.
Komite Pemantau Risiko berfungsi untuk The Risk Monitoring Committee functions to assist
membantu Dewan Komisaris dalam memonitor the Board of Commissioners in monitoring risks
risiko dan menilai toleransi risiko yang dapat and assessing risk tolerance that can be taken by
diambil oleh Bank, mengevaluasi perbaikan yang the Bank, evaluating improvements made to the
dilakukan atas kebijakan, prosedur dan praktik Bank’s risk management policies, procedures and
manajemen risiko Bank guna memastikan telah practices to ensure that risk management has been
dilakukannya pengelolaan risiko dengan baik. carried out properly. Throughout 2020, the Risk
Sepanjang tahun 2020, Komite Pemantau Risiko Monitoring Committee has carried out its duties
telah menjalankan tugas dan tanggungjawabnya and responsibilities well. The Risk Monitoring
dengan baik. Komite Pemantau Risiko telah Committee has conducted 7 (seven) meetings in
melaksanakan rapat sebanyak 7 (tujuh) kali dan accordance with monitoring of, among others:
menjalankan tugasnya yang antara lain:
1. Memantau Tingkat Kesehatan Bank. 1. Monitoring Bank Soundness Level.
2. Mengevaluasi tingkat risiko melalui penelaahan 2. Evaluating the level of risk through review and
dan pembahasan Laporan Profil Risiko self discussion of the Risk Profile Self-assessment
assessment. Report.
3. Melakukan Evaluasi atas Pelaksanaan Program 3. Evaluating the implementation of the bank bjb
APU PPT bank bjb. AML-CFT Program.
4. Melakukan evaluasi atas Stress Test dari adanya 4. Evaluating the Stress Test for the COVID-19
pandemic COVID-19. pandemic.
5. Evaluasi Pelaksanaan Kebijakan Manajemen 5. Evaluating the Implementation of Risk
Risiko terkait penetapan Risk Appetite dan Risk Management Policies related to the establishment
Tolerance. of Risk Appetite and Risk Tolerance.
6. Mengevaluasi Root Cause Credit Risk bank bjb 6. Evaluating the Root Cause Credit Risk of bank
bulan Oktober 2020.. bjb in October 2020.
Komite Tata Kelola Terintegrasi berfungsi untuk The Integrated Governance Committee functioned
membantu Dewan Komisaris dalam mengatur to assist the Board of Commissioners in supervising
pelaksanaan tata kelola terintegrasi bagi Lembaga the implementation of integrated governance
Jasa Keuangan. Sepanjang tahun 2020, Komite for Financial Services Institutions in the bank bjb
Tata Kelola Terintegrasi telah menjalankan tugas financial conglomerate. Throughout 2020, the
dan tanggungjawabnya dengan baik. Komite Integrated Governance Committee carried out its

Tata Kelola Terintegrasi telah melaksanakan rapat duties and responsibilities properly. The Integrated
sebanyak 4 (empat) kali dan menjalankan tugasnya Governance Committee held 4 (four) meetings
yang antara lain: and carried out its duties, among others:
1. Melakukan pemantauan dan evaluasi terhadap 1. Monitor and evaluate the implementation
pelaksanaan tugas dan fungsi Direktur yang of the duties and functions of the Director
membawahkan fungsi Pengawasan terhadap who oversees the function of Supervision of
Lembaga Jasa Keuangan dalam Konglomerasi Financial Services Institutions in the Financial
Keuangan. Conglomerate.
2. Melakukan pemantauan dan evaluasi terhadap 2. Monitor and evaluate the implementation of the
pelaksanaan tugas dan fungsi dari Satuan duties and functions of the Integrated Internal
Kerja Audit Internal Terintegrasi, Satuan Kerja Audit Work Unit, Integrated Risk Management
Manajemen Risiko Terintegrasi dan Satuan Work Unit and Integrated Compliance Unit.
Kepatuhan Terintegrasi.
3. Melakukan pemantauan terhadap Kinerja dan 3. Monitor the performance and risk profile of
Profil Risiko dari perusahaan anak dan perusahaan subsidiaries and related companies in financial
terelasi dalam konglomerasi keuangan. conglomerates.
4. Melakukan evaluasi atas Pembinaan Entitas 4. Conduct an evaluation of the Main Entity
Utama terhadap Tata Kelola Perusahaan anak Development of the Corporate Governance of
dan perusahaan terelasi dalam konglomerasi subsidiaries and related companies in the bank
keuangan bank bjb. bjb financial conglomerate.
Perubahan Komposisi Dewan Changes in the Composition of

Komisaris the Board of Commissioners
Selama tahun 2020, Komposisi anggota Dewan During 2020, the composition of the members
Komisaris bank bjb tidak mengalami perubahan. of the Board of Commissioners of bank bjb did
Komposisi Dewan Komisaris sebanyak 5 (lima) not change. The composition of the Board of
orang yang terdiri dari 1 (satu) orang Komisaris Commissioners was 5 (five) people consisting of
Utama Independen, 2 (dua) orang Komisaris dan 1 (one) Independent President Commissioner, 2
2 (dua) orang Komisaris Independen. Seluruh (two) Commissioners and 2 (two) Independent
anggota Dewan Komisaris berdomisili di wilayah Commissioners. All members of the Board of
kerja Kantor bank bjb. Komposisi dan dasar Commissioners were domiciled in the working
pengangkatan Dewan Komisaris dapat dilihat area of the bank bjb office. The composition
pada tabel di bawah ini. and basis for the appointment of the Board of
Commissioners could be seen in the table below.
Nama Jabatan Dasar Pengangkatan Tanggal Efektif

Name Position Basic Appointment Effective date
Farid Rahman Komisaris Utama Independen RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
Independent President Annual General Meeting of Shareholders for the Fiscal Year June 21, 2019
Commissioner 2018 on April 30, 2019
Eddy I. M. Komisaris RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
Nasution Commissioner Annual General Meeting of Shareholders for the Fiscal Year June 21, 2019
2018 on April 30, 2019
Fahlino F. Sjuib Komisaris Independen RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
Independent Commissioner Annual General Meeting of Shareholders for the Fiscal Year June 21, 2019
2018 on April 30, 2019
Muhadi Komisaris • Akta RUPS Tahunan No. 14 tanggal 19 November 2008 19 November 2008
Commissioner Deed No. 14 dated November 19, 2008 November 19, 2008
• RUPSLB No. 74,75,76 tanggal 25 Juli 2011
EGM No. 74,75,76 dated July 25, 2011
• Akta RUPS Tahunan No. 117,118,119 tanggal 31 Maret 2015
Deed No. 117,118,119 dated March 31, 2015
• RUPS Tahunan No. 87 tanggal 30 April 2019
Annual General Meeting of Shareholders No. 87 dated
April 30, 2019

2020 Annual Report

Yayat Sutaryat Komisaris Independen • Akta RUPSLB No 74,75,76 tanggal 25 Juli 2011 25 Juli 2011
Independent Commissioner Deed of EGMS No 74,75,76 dated July 25, 2011 July 25, 2011
• Akta RUPS Tahunan No 117,118,119 tanggal 31 Maret 2015
Deed of the Annual GMS No 117,118,119 dated March 31,
2015
• Akta RUPS Tahunan No. 87 tanggal 30 April 2019
Deed No. 87 dated April 30, 2019
Penutup Closing
Dewan Komisaris memberikan apresiasi dan terima The Board of Commissioners gave appreciation
kasih kepada Direksi serta manajemen dibawahnya and gratitude to the Directors and management
yang telah mampu menghadapi tantangan dan under them who had been able to face challenges
telah menyajikan kinerja dan usaha yang baik di and had presented good performance and efforts
tengah kondisi pandemi global COVID-19. Kepada in the midst of the global COVID-19 pandemic
para pemangku kepentingan lainnya, kami juga conditions. To other stakeholders, we also
menyampaikan apresiasi yang setinggi-tingginya expressed our highest appreciation for the well-
atas kerja sama yang telah terjalin dengan baik, established cooperation, so that management
sehingga manajemen bisa menjalankan kegiatan could carry out business activities properly amidst
usaha dengan baik di tengah situasi yang penuh challenging situations.
tantangan.
Kepada para pemegang saham dan regulator, To shareholders and regulators, the Board of
Dewan Komisaris menyampaikan rasa hormat Commissioners would like to express its deep
yang mendalam atas kepercayaan dan dukungan respect for the trust and support of bank
kepada pengurus bank dalam menjalankan management in carrying out their roles in
perannya sesuai tugas pokok dan fungsinya. accordance with their main duties and functions.
Semoga apa yang kami sampaikan ini bermanfaat Hopefully what we have conveyed is useful for the
bagi perkembangan bisnis perusahaan di masa development of the company’s business in the
yang akan datang. future.
Bandung, Maret 2021

Bandung, March 2021
Atas Nama Dewan Komisaris
On behalf of the Board of Commissioners
PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
Farid Rahman

Dewan Komisaris Board of Commissioners Kiri ke Kanan / Left to Right
Fahlino F. Sjuib (Komisaris Independen Independent Commissioner) • Muhadi (Komisaris Commissioner) •

Farid Rahman (Komisaris Utama Independen Independent President Commissioner) • Yayat Sutaryat
(Komisaris Independen Independent Commissioner) • Eddy I. M. Nasution (Komisaris Commissioner)

2020 Annual Report

LAPORAN
DIREKSI
Board of Directors Report
Yuddy Renaldi
Direktur Utama
President Director
Pada tahun 2020, Perseroan berhasil mencatatkan kinerja

keuangan yang baik. Aset meningkat sebesar 14,08%,
kredit yang diberikan meningkat 9,24%, serta laba tahun
berjalan yang meningkat sebesar 8,02%.
In 2020, the Company managed to record good financial
performance. Assets increased by 14.08%, loans extended
by 9.24% and profit for the year increased by 8.02%.

2020 Annual Report
Para pemegang saham dan seluruh pemangku kepentingan yang saya hormati,
Dear shareholders and other stakeholders,
Puji syukur kita panjatkan kehadirat Tuhan Yang Praise our gratitude for the presence of God
Maha Esa, atas limpahan rahmatNya yang tak Almighty, for His infinite grace to all of us, bank
terhingga kepada kita semua, sehingga bank bjb was able to face the challenges of the current
bjb mampu menghadapi tantangan kondisi economic conditions amid the pressure of the
perekonomian saat ini di tengah tekanan pandemi global pandemic COVID-19. The Board of Directors
global COVID-19. Direksi memberikan apresiasi gave appreciation and gratitude to all bank bjb
dan ucapan terimakasih kepada seluruh insan employees for the performance in 2020 which
bank bjb atas kinerja di tahun 2020 yang secara had generally been as targeted. bank bjb always
umum telah sesuai dengan yang telah ditargetkan. collaborated and synergized with various parties,
bank bjb senantiasa melakukan kolaborasi dan including the government, BUMN (State-Owned
sinergi dengan berbagai pihak, baik pemerintah, Companies) / BUMD (Regional-Owned Company)
BUMN/BUMD maupun pihak swasta. Sebagai and the private sector. As a strategic partner of the
mitra strategis pemerintah daerah, bank bjb terus local government, bank bjb continued to spread
menebarkan inspirasi kepada setiap generasi inspiration to every generation and strengthen its
dan memantapkan kinerjanya di tengah berbagai performance in the midst of various challenges
tantangan yang dihadapi terutama pandemi faced, especially the COVID-19 pandemic.
COVID-19.
Berikut ini kami sampaikan laporan pengelolaan In the following, we submitted the Company’s
Perseroan untuk tahun buku 2020 terkait management report for the 2020 financial year
analisis kinerja perusahaan, analisis prospek related to company performance analysis, analysis
perusahaan, dan perkembangan penerapan tata of company prospects, and developments in
kelola perusahaan. Pada laporan ini juga akan the implementation of corporate governance.
disampaikan tentang penilaian kinerja komite- This report would also provide information on
komite di bawah Direksi dan perubahan komposisi the performance appraisal of the committees
Direksi di tahun 2020. under the Board of Directors and changes in the
composition of the Board of Directors in 2020.
Profil Singkat Perseroan Short Profile of the Company
Aktivitas Utama Perseroan The Company’s Main Activities

Berdasarkan Perubahan Anggaran Dasar tahun Based on the 2020 Amendments to the Articles
2020 Perseroan didirikan dengan maksud dan of Association, the Company was established
tujuan untuk berusaha di bidang perbankan. with the intent and purpose of doing business
Perseroan melakukan kegiatan usahanya sesuai in the banking sector. The Company carried out
dengan ketentuan dan peraturan perundang- its business activities in accordance with the
undangan yang berlaku. provisions and regulations of the applicable laws.
Produk dan Jasa Products and Services

Produk dan jasa bank bjb meliputi berbagai Bank bjb products and services included various
produk simpanan, produk pinjaman, serta berbagai deposit products, loan products, and various
layanan yang dijelaskan sebagai berikut: services which are described as follows:

Consumer Banking Consumer Banking

Produk dan jasa Consumer Banking meliputi: Consumer Banking products and services include:
1. Tabungan 1. Savings
2. Deposito 2. Deposits
3. Giro 3. Current accounts
4. Kredit 4. Loans
5. Produk Consumer Banking Lainnya 5. Other Consumer Banking Products
6. Micro and Small Business termasuk pinjaman 6. Micro and Small Business including MSME loans
UMKM
Commercial Banking Commercial Banking

Produk dan jasa Commercial Banking meliputi: Commercial Banking products and services
include:
1. Deposito 1. Deposits
2. Giro 2. Current accounts
3. Kredit 3. Loans
4. Produk Commercial Banking Lainnya 4. Other Commercial Banking Products
Treasury Treasury
bank bjb terus mengembangkan bisnisnya Bank bjb kept increasing its business including
termasuk pengembangan bisnis pada bidang business development in the aspect of treasury in
treasury dalam pengelolaan dan optimalisasi aset managing and optimizing assets and profits from
serta keuntungan dari aktivitas trading, dan dengan trading activities, and with an integrated business
strategi pengembangan bisnis yang terpadu telah development strategy, this segment provided
memberikan dukungan terhadap pengembangan support for the development of products that
produk-produk yang aman dan bermanfaat bagi were safe and useful for customers.
nasabah.
International Banking International Banking

1. bjb Remittance 1. bjb Remittance
2. bjb Forex dan Derivatif Line 2. bjb Forex and Derivatives Line
3. Surat Kredit Berdokumen Dalam Negeri 3. Domestic Letter of Credit (SKBDN)
(SKBDN)
4. Trade Finance and Services 4. Trade Finance and Services

2020 Annual Report
Jasa Layanan Services

1. Kartu ATM/Debit bank bjb 1. Bank bjb ATM / Debit card
2. e-channel (bjb digi) 2. e-channel (bjb digi)
3. bjb Credit Card 3. bjb Credit Card
4. bjb e-samsat 4. bjb e-samsat
5. bjb t-samsat 5. bjb t-samsat
6. Laku Pandai bjb BiSA 6. Smart Practice bjb BiSA
7. bjb Digital Sistem Edukasi dan Transaksi 7. bjb Digital Education and Transaction System
(Di Sentra) (At the Center)
8. bjb Cash Management Service 8. bjb Cash Management Service
9. bjb Precious 9. bjb Precious
10. bjb Call 14049 10. bjb Call 14049
11. bjb Care 11. bjb Care
12. Mobil Kas bank bjb 12. Cash car bank bjb
13. Weekend Banking 13. Weekend Banking
14. Inkaso 14. Inkaso
15. Kiriman Uang 15. Money Transfer
16. Layanan Western Union bank bjb 16. Western Union bank bjb service
17. Hospital Guarantee 17. Hospital Guarantee
18. Modul Penerimaan Negara 18. State Revenue Module
Jaringan Kerja dan Jaringan Kantor Work Network and Office Network
Sampai dengan tahun 2020, bank bjb memiliki 1 As of 2020, bank bjb owned 1 Head Office and
Kantor Pusat dan 2.798 jaringan kantor yang terdiri 2,798 office networks consisting of regional
dari kantor wilayah, kantor cabang, kantor cabang offices, branch offices, sub-branch offices, cash
pembantu, kantor kas dan jaringan kantor lainnya offices and other office networks such as Precious
seperti layanan bjb Precious, payment point, mobil bjb services, payment points, cash cars and MSME
kas dan sentra UMKM. centers.
Struktur Organisasi Organizational Structure

Seiring dengan perkembangan bisnis Perseroan, Along with the development of the Company’s
Struktur Organisasi Perseroan telah mengalami business, the Company’s Organizational Structure
beberapa kali perubahan. Perubahan terakhir di had undergone several changes. The most recent
tahun 2020 Berdasarkan Surat Keputusan Direksi changes in 2020 was based on the Decree of the
No. 0693/SK/DIR-PST/2020 Tanggal 5 November Board of Directors No. 0693 / SK / DIR-PST / 2020
2020 tentang Struktur Organisasi bank bjb. November 5, 2020 concerning the Organizational
Structure of bank bjb.

Rapat Umum Pemegang Saham

Dewan Komisaris
Board of Commissioners
Direktur Utama
President Director
Direktur Komersial Direktur IT, Treasury dan

Direktur Konsumer dan Ritel
dan UMKM International Banking
Director of Consumer and
Director of Commercial Director of IT, Treasury and
Retail
and MSME International Banking
Bisnis
Business
Korporasi dan Komersial Hubungan Kelembagaan Kredit Konsumer dan Ritel

Consumer Loans and Retail Information Technology
Corporate and Commercial Institutional Relations
Kredit UMKM Manajemen Anak Perusahaan Kredit Ritel

MSME Loans Subsidiaries Management Credit Retail Treasury
Penyelamatan dan KPR & KKB

Penyelesaian Kredit Executive Business Officer House Loan (KPR) & International Banking
Recovery and Credit (EBO) Auto Loan (KKB)
Settlement
Dana dan Jasa Konsumer

Fund and Consumer Digital Banking
Dewan Komisaris Services
Direktur
Director Dana Pensiun Lembaga
Keuangan
SEVP Financial Institution
SEVP Pension Fund
Pemimpin Divisi
Division Head
Wakil Pemimpin Divisi

Deputy Division Leader
Pemimpin Unit
Unit Leader
Pejabat Fungsional & Bukan Struktural

Functional & Non-Structural Officials

2020 Annual Report
Direktur Keuangan dan

Direktur Operasional Manajemen Risiko Direktur Kepatuhan
Director of Operations Director of Finance and Compliance Director
Risk Management
Credit Risk
Operasi Manajemen Risiko Kepatuhan & APU PPT

Credit Risk
Operations Risk Management Compliance & AML-CFT
Umum Hukum Pengendalian Keuangan Change Management

General Affairs Legal Financial Control Office
Jaringan dan Layanan Executive Credit Officer Perencanaan Strategis Kebijakan & Prosedur
Network and Services (ECO) Strategic Planning Policies & Procedures
Audit Internal
Human Capital
Internal Audit
bjb University Corporate Secretary
Kantor Wilayah / Regional Office
Kantor Cabang / Branch office
Komite Direksi / Board of Directors’ Committee Komite Dewan Komisaris / Board of Commissioners’ Committee
- RiskManagement Committee - Audit Committee
- Risk Capital Committee - Nomination & Remuneration Committee
- Credit Policy Committee - Risk Monitoring Committee
- Credit Committee - Governance Integrated Committee
- Assets & Liabilities Committee - Business & Credit Monitoring Committee
- Information Technology Committee
- Human Capital Committee

Sumber Daya Manusia Human Resources

Jumlah pegawai bank bjb Per Desember 2020 The number of bank bjb employees as of
adalah sebanyak 7.640 Orang. Rincian pendidikan December 2020 reached 7,640 people. The details
pegawai untuk tahun 2020 adalah sebagai berikut: of employee education for 2020 are as follows:
Tabel Jumlah Pegawai Berdasarkan Tingkat Pendidikan (dalam satuan orang)

Table of Number of Employees Based on Education Level (in person)
Tingkat Pendidikan / Education Level 2020 2019
Sampai dengan SMA / Up to high school - 1
Diploma 741 904
Sarjana / Bachelor 6,222 6,172
Pasca Sarjana / Postgraduate 672 624
Doktor 5 -
Jumlah / Total 7,640 7,701
Perseroan telah menyelenggarakan pengembangan The company organized competency development

kompetensi yang dilaksanakan melalui bjb which was carried out through bjb University. The
University. Program-program pembelajaran yang learning programs provided to every bank bjb
diberikan kepada setiap insan bank bjb menjadi 3 employee were divided into 3 (three) learning
(tiga) kategori pembelajaran, yaitu: categories, namely:
1. Inhouse training 1. Inhouse training
Program pelatihan yang diselenggarakan oleh The training program was organized by the
perseroan dengan topik pembelajaran, peserta, company with the topic of learning, participants,
pengajar, tempat pelatihan, dan fasilitas training teachers, training places, and training facilities
yang dipersiapkan oleh perseroan. prepared by the company.
2. Public training 2. Public training
Program pelatihan yang diselenggarakan oleh Training programs were organized by external
pihak eksternal, serta pengajar dan tempat parties, as well as instructors and training
pelatihan ditentukan oleh pihak eksternal. venues are determined by external parties.
3. Program lainya 3. Other programs
Program pelatihan lainnya baik yang They were other training programs, whether
diselenggarakan oleh perseroan atau pihak organized by the company or external parties,
eksternal, seperti sertifikasi, international such as certification, international language
language program. programs.
Teknologi Informasi Information Technology

Pada tahun 2020, bank bjb telah melakukan In 2020, bank bjb carried out several information
beberapa pengembangan teknologi informasi technology developments in terms of core banking,
baik dari sisi core banking, switching maupun switching and networking. These application
networking. Pengembangan aplikasi tersebut developments included the development of
antara lain adalah pengembangan aplikasi Produk the bank bjb Chatbot Products and Services
dan Layanan Chatbot bank bjb (TAMMI), QR application (TAMMI), the QR Code Indonesia
Code Indonesia Specification (QRIS) Transaksi Specification (QRIS) On Us Transactions on the
On Us pada Aplikasi bjb Digicash, Integrasi bjb Digicash Application, the integration of bank
Layanan Direct Debit bank bjb melalui Technical bjb Direct Debit Services through the Technical
Aggregator, Aplikasi Deposito Online pada bjb Aggregator, Online Deposit Applications on bjb
NET dan bjb Mobile bank bjb, Aplikasi bjb Virtual NET and bjb Mobile bank bjb, bjb Virtual Office
Office (Office Automation) dan Aplikasi Digital (Office Automation) Application and Digital
Signature pada Environment bank bjb, Aplikasi Signature Application in bank bjb Environment,

2020 Annual Report
Pengelolaan Penyaluran Pensiun Taspen Tahun Taspen Pension Distribution Management

2020, Pengelolaan APERD, Liquidity Coverage Application in 2020, APERD Management,
Ratio (LCR), KPR FLPP, Electronic Customer Liquidity Coverage Ratio (LCR), KPR FLPP,
Relations Management (E-CRM), Sistem Layanan Electronic Customer Relations Management
Informasi Keuangan (SLIK), Net Stable Funding (E- CRM), Financial Information Service System
Ratio (NSFR), Pengembangan Integrasi Switching (SLIK), Net Stable Funding Ratio (NSFR), BPD
BPD One, serta Pengembangan Layanan One Switching Integration Development, and
Pembayaran Pajak Kendaraan Bermotor Samsat National Samsat Online Motor Vehicle Tax Payment
Online Nasional (SAMOLNAS) sebagai bank Service Development (SAMOLNAS) as a service
agregator layanan via switching agregator. aggregator bank via switching aggregator.
Analisis atas Kinerja Perseroan Analysis of Company

Performance
Kondisi Perekonomian yang Secara Economic Conditions That Directly

Langsung Berdampak Terhadap Impacted on Company Performance
Kinerja Perseroan dan Target Pasar and Market Targets
Pada triwulan IV 2020, perbaikan ekonomi dunia In the fourth quarter of 2020, improvement
didorong terutama oleh perbaikan ekonomi in the world economy was driven mainly by
Amerika Serikat (AS) dan Tiongkok. Ekonomi improvements in the economies of the United
AS yang membaik, tercermin pada kontraksi States (US) and China. The improving US economy,
yang berkurang menjadi 2,5% (YoY), didukung reflected in the contraction which eased to 2.5%
oleh konsumsi, kegiatan produksi, dan kegiatan (YoY), was supported by increased consumption,
ekspor yang meningkat. Ekonomi Tiongkok juga production activities and export activities. China’s
tumbuh semakin tinggi di kisaran 6,5% (YoY) economy also grew at a higher rate of 6.5% (YoY)
sejalan dengan permintaan domestik yang makin in line with stronger domestic demand as a result
kuat sebagai dampak dari berlanjutnya stimulus of continued stimulus and increased mobility.
dan peningkatan mobilitas. Dari sisi pandemi, In terms of the pandemic, additional daily cases
tambahan kasus harian COVID-19 global mulai of global COVID-19 started to decrease, which
berkurang yang dibarengi dengan perbaikan was accompanied by an improvement in the
tingkat fatalitas. Perkembangan tersebut sejalan fatality rate. This development was in line with
dengan penanganan pandemi yang makin the improved handling of the pandemic in various
membaik di berbagai kawasan. Sejumlah negara regions. A number of countries also returned
juga kembali melakukan restriksi yang ketat untuk to strict restrictions to deal with the increase
mengatasi peningkatan kembali kasus COVID-19. in COVID-19 cases. Meanwhile, testing of the
Sementara itu, pengujian kandidat vaksin COVID-19 COVID-19 vaccine candidate had shown positive
telah menunjukkan perkembangan yang positif developments and had begun to be implemented
dan mulai diimplementasikan di beberapa negara in several countries since the end of 2020.
sejak akhir 2020.
Pertumbuhan ekonomi nasional pada triwulan National economic growth in the fourth quarter
IV 2020 menunjukkan proses perbaikan yang of 2020 showed a continuous process of
berlanjut. Konsumsi Pemerintah tumbuh positif improvement. Government consumption grew
di 2020 sebesar 1,94% dipengaruhi oleh realisasi positively in 2020 at 1.94% influenced by the
stimulus Pemerintah, terutama berupa bantuan realization of Government stimulus, especially
sosial, belanja barang dan jasa lainnya, serta in the form of social assistance, spending on
Transfer ke Daerah dan Dana Desa (TKDD). Tren other goods and services, as well as Transfers to
perbaikan ekonomi juga terjadi di hampir seluruh Regions and Village Funds (TKDD). The trend of
lapangan usaha. Sebagian besar Lapangan economic improvement also occurred in almost
Usaha (LU) membaik pada triwulan IV 2020. LU all business fields. Most of the Business Fields

yang terkait dengan kesehatan dan aktivitas (LU) improved in the fourth quarter of 2020. LUs
work from home dan school from home tercatat related to health and work from home and school
tetap tumbuh positif dan melanjutkan perbaikan, from home activities recorded positive growth
seperti LU Informasi dan Komunikasi dan LU Jasa and continued improvement, such as Information
Kesehatan. LU Pertanian dan LU Pendidikan juga and Communication LU and Health Services.
mencatatkan pertumbuhan positif. Sementara itu, Agriculture and Education LU also recorded
LU Industri Pengolahan yang berkontribusi cukup positive growth. Meanwhile, the Manufacturing
besar pada perekonomian terus melanjutkan Industry, which has a significant contribution to
perbaikan sejalan dengan optimisme atas the economy, has continued to improve in line with
prospek perbaikan ekspor. LU Perdagangan, LU optimism over the prospects for improvement in
Penyediaan Akomodasi dan Makan Minum, serta exports. LU Trade, LU Providing accommodation
LU Transportasi dan Pergudangan juga mencatat and food and drink, as well as LU Transportation
perbaikan pertumbuhan. and Warehousing also recorded improvement in
growth.
Dari sisi perbankan, penurunan suku bunga From the banking side, the decline in monetary
kebijakan moneter dan longgarnya likuiditas policy interest rates and loosening liquidity
mendorong suku bunga terus menurun, meskipun pushed interest rates down further, although
penurunan suku bunga kredit perbankan perlu the decline in bank lending rates needed to be
terus didorong. Longgarnya likuiditas dan encouraged. Loosening liquidity and a 125 bps
penurunan BI-7 Day Reverse Repo Rate (BI7DRR) cut in the BI-7 Day Reverse Repo Rate (BI7DRR)
sebesar 125 bps sepanjang 2020 mendorong throughout 2020 pushed the average overnight
rendahnya rata-rata suku bunga Pasar Uang Interbank Money Market (PUAB) interest rate to
Antar Bank (PUAB) overnight sekitar 3,04%. Suku around 3.04%. The 1 (one) month deposit rate
bunga deposito 1 (satu) bulan juga telah menurun also decreased by 181 bps to the level of 4.27% in
sebesar 181 bps ke level 4,27% pada Desember December 2020. However, the downward trend
2020. Namun demikian, penurunan suku bunga in lending rates was still limited, namely only 83
kredit masih cenderung terbatas, yaitu hanya bps to 9.70% in 2020. The slow decline in credit
sebesar 83 bps ke level 9,70% selama tahun interest rates was due to the persistently high
2020. Lambatnya penurunan suku bunga kredit base lending rates (SBDK) in the banking system.
disebabkan oleh masih tingginya suku bunga dasar During 2020, amid the decline in BI7DRR policy
kredit (SBDK) perbankan. Selama tahun 2020, di rates and 1 (one) month time deposits, the prime
tengah penurunan suku bunga kebijakan BI7DRR lending rate for new banks fell by 75 bps to 10.11%.
dan deposito 1 (satu) bulan, SBDK perbankan This resulted in high prime lending rates with
baru turun sebesar 75 bps menjadi 10,11%. Hal BI7DRR and 1 (one) month deposit rates of 6.36%
ini menyebabkan tingginya spread SBDK dengan and 5.84%, respectively. In terms of bank groups,
suku bunga BI7DRR dan deposito 1 (satu) bulan the highest prime lending rate was recorded at
masing-masing sebesar 6,36% dan 5,84%. Dari State-Owned Enterprises (BUMN) banks at 10.79%
sisi kelompok bank, SBDK tertinggi tercatat pada followed by Regional Development Banks (BPD)
bank-bank Badan Usaha Milik Negara (BUMN) 9.80%, National Private Commercial Banks (BUSN)
sebesar 10,79% diikuti oleh Bank Pembangunan 9.67% and Offices Foreign Bank Branch (KCBA)
Daerah (BPD) 9,80%, Bank Umum Swasta Nasional 6.17%. In terms of types of credit, the prime lending
(BUSN) 9,67% dan Kantor Cabang Bank Asing rate for micro credit is 13.75%, consumer credit for
(KCBA) 6,17%. Dari sisi jenis kredit, Suku Bunga non-mortgage loans was 10.85%; consumer loan
Dasar Kredit (SBDK) kredit mikro 13,75%, kredit for mortgage was 9.70%; retail credit was 9.68%,
konsumsi non-KPR 10,85%, kredit konsumsi KPR and corporate credit was recorded at 9, 18%. Bank
9,70%, kredit ritel 9,68%, dan kredit korporasi Indonesia expected that banks could accelerate
tercatat 9,18%. Bank Indonesia mengharapkan the reduction of loan interest rates as a joint effort
perbankan dapat mempercepat penurunan suku to boost credit / financing for the business world
bunga kredit sebagai upaya bersama untuk and national economic recovery.
mendorong kredit/pembiayaan bagi dunia usaha
dan pemulihan ekonomi nasional.

2020 Annual Report
Berdasarkan analisis perekenomian dan industri, Based on the economic and industrial analysis,
maka bank bjb mentargetkan DPK dan Kredit bank bjb is targeting DPK and credit in 2020
di tahun 2020 masing-masing sebesar Rp91,02 amounting to IDR91.02 trillion and IDR84.78
triliun dan Rp84,78 triliun. Terkait dengan DPK dan trillion, respectively. With regard to deposits and
Kredit, telah ditetapkan suku bunga dasar kredit credit, the basic lending rates for 2020 have been
tahun 2020 adalah sebagai berikut: determined as follows:
Tabel Suku Bunga Dasar Kredit (Prime Lending Rate) bank bjb Tanggal 31 Desember 2020
Bank bjb Prime Lending Rate Table on December 31, 2020
Suku Bunga Dasar Kredit (Prime Lending Rate)

Prime Lending Rate
Berdasarkan Segmen Bisnis
Based on Business Segments
Kredit Konsumsi
Kredit Korporasi Kredit Retail Kredit Mikro Consumption Credit
Corporate Credit Retail Credit Micro Credit
KPR Non KPR
7,60% 9,21% 12,32% 9,52% 9,46%
Kebijakan Strategis Strategic Policy

Berdasarkan kondisi makro ekonomi dan industri Based on macroeconomic conditions and the
perbankan nasional, Perseroan merumuskan national banking industry, the Company formulated
berbagai kebijakan strategis untuk meraih setiap various strategic policies to seize every opportunity
peluang dan potensi yang ada. Kebijakan strategi and potential that existed. The Company’s strategic
Perseroan disusun berdasarkan Roadmap bank bjb policies were formulated based on the bank bjb
2019-2020 fase 2 yaitu Akselerasi Pertumbuhan 2019-2020 phase 2 Roadmap, namely Accelerating
Melalui Strategi Organik dan Anorganik Serta Growth through Organic and Inorganic Strategies
Penguatan Infrastruktur Yang Handal Untuk as well as Strengthening Reliable Infrastructure to
Mendukung Operasional dan Produk Berbasis Support Operations and Digital-Based Products.
Digital. Kebijakan strategi tersebut adalah sebagai The strategic policies are as follows:
berikut:
- Penguatan permodalan untuk peningkatan - Capital strengthening to increase
daya saing competitiveness
- Mendorong volume bisnis dengan - Boosting business volume by increasing the
meningkatkan product holding ratio product holding ratio
- Peningkatan bisnis transactional banking - Increasing the transactional banking business
- Proses otomatisasi dan integrasi menyeluruh - Process automation and comprehensive
transaksi berbasis Teknologi Informasi (TI) integration of Information Technology (IT)
based transactions
- Pengembangan produk dan channel digital - Development of digital products and channels
- Sistem informasi yang mendukungn dan - Information systems that support and enhance
meningkatkan operasional bisnis yang efektif effective and reliable business operations
dan handal
- Terciptanya SDM yang excellence dan reliable - The creation of human resources that are
excellence and reliable
- Pertumbuhan anorganik melalui strategi akuisisi - Inorganic growth through an acquisition
yang didahului dengan pengkajian pendirian strategy that is preceded by an assessment of
Perusahaan Anak. the establishment of the Subsidiary.

Analisis Kinerja Perseroan Company Performance Analysis
Kinerja Operasional dan Keuangan Operational and Financial Performance

Di tengah kondisi perekonomian yang belum In the midst of economic conditions that had not
membaik, Perseroan berhasil mencatatkan kinerja improved, the Company managed to record a
yang baik. Dari sisi operasional, Pada tahun good performance. From the operational side, in
2020, komposisi portofolio kredit yang paling 2020, the highest composition of the loan portfolio
tinggi berasal dari kredit konsumer mencapai came from consumer loans, reaching 67.47% of
67,47% dari total penyaluran kredit pada bank the total lending to bank bjb. This increase in
bjb. Peningkatan penyaluran kredit konsumer ini consumer lending reached IDR 3.54 trillion or
mencapai Rp3,54 triliun atau 6,21% dibandingkan 6.21% compared to 2019. Total Third Party Funds
dengan tahun 2019. Total Dana Pihak Ketiga tahun in 2020 reached IDR 34.70 trillion, an increase of
2020 mencapai Rp34,70 triliun, meningkat 9,34% 9.34% or IDR 2.96 trillion compared to 2019 which
atau Rp2,96 triliun dibandingkan dengan tahun reached IDR 31, 74 trillion. This increase mainly
2019 yang mencapai Rp31,74 triliun. Peningkatan came from the growth in time deposits of IDR 1.57
ini terutama berasal dari pertumbuhan deposito trillion or 15.06% and savings of IDR 1.53 trillion.
sebesar Rp1,57 triliun atau 15,06% dan tabungan
sebesar Rp1,53 triliun.
Kinerja yang baik juga telah dicapai Perseroan The Company has also achieved good performance
dari sisi keuangan. Pada tahun 2020, Aset tahun from a financial perspective. In 2020, Assets in
2020 mencapai Rp140.934.002 juta meningkat 2020 reached IDR140,934,002 million, an increase
Rp123.536.474 juta. Peningkatan tersebut karena IDR123,536,474 million. This increase was due to
adanya peningkatan pada beberapa aset produktif an increase in several productive assets including
diantaranya surat berharga – pihak ketiga, efek- securities - third parties, securities purchased
efek yang dibeli dengan janji dijual kembali, kredit with agreements to resell, loans, each of these
yang diberikan, masing-masing aset keuangan financial assets increased by 65.90%, 220.07%,
tersebut mengalami peningkatan sebesar and 9.24% when compared to the position in 2019.
65,90%, 220,07%, dan 9,24% jika dibandingkan Loans granted in 2020 reached IDR89,450,934
dengan posisi pada tahun 2019. Kredit yang million, an increase of 9.24% compared to 2019
diberikan tahun 2020 mencapai Rp89.450.934 which reached IDR81,887,246 million. This increase
juta meningkat 9,24% dibandingkan tahun 2019 occurred due to the distribution of loans to third
yang mencapai Rp81.887.246 juta. Peningkatan parties of 9.23%. Good performance was also
tersebut terjadi karena adanya penyaluran kredit achieved in increasing the Company’s profit. Profit
yang diberikan kepada pihak ketiga sebesar for the year 2020 reached IDR1,689,996 million,
9,23%. Kinerja yang baik juga dicapai pada an increase of 8.02% compared to 2019 which
peningkatan laba Perseroan. Laba tahun berjalan reached IDR 1,564,492 million. The increase was
tahun 2020 mencapai Rp1.689.996 juta meningkat due to an increase in interest and sharia income
8,02% dibandingkan tahun 2019 yang mencapai by 6.82%.
Rp1.564.492 juta. Peningkatan tersebut karena
kenaikan pendapatan bunga dan syariah sebesar
6,82%.
Perbandingan Antara Hasil yang Perbandingan antara Hasil yang Dicapai

Dicapai dengan yang Ditargetkan dengan yang Ditargetkan
Secara umum, pencapaian target bank bjb pada In general, the achievement of the Company target
tahun 2020 telah menunjukkan hasil yang baik. in 2020 has shown good results. bank bjb in 2020
bank bjb pada tahun 2020 berhasil melampaui succeeded in exceeding the asset target of 110.26%
target aset sebesar 110,26% dengan realisasi with the realization reaching Rp133.56 trillion. The

2020 Annual Report
mencapai Rp133,56 triliun. Pencapaian target achievement of the credit target was also above
kredit yang diberikan juga berada di atas target the target of 105.09%. By providing very prudent
yaitu sebesar 105,09%. Dengan melakukan lending, bank bjb’s gross NPL was maintained at
penyaluran kredit yang sangat prudent ini NPL the level of 1.40% or lower than the target of 1.96%.
gross bank bjb dapat terjaga di level 1,40% atau
lebih rendah dari target sebesar 1,96%.
Pencapaian dana pihak ketiga sebesar 109,38%, The achievement of third party funds was 109.38%,
sejalan dengan pencapaian laba tahun berjalan in line with the achievement of profit for the year
yang sebesar 148,36% berada di atas target which was 148.36% above the target set. This
yang ditetapkan. Hal tersebut karena adanya was due to the growth of financial instruments in
pertumbuhan dari instrumen keuangan berupa the form of sales of securities and improvement
penjualan surat berharga dan perbaikan in credit collectibility which resulted in smaller
kolektibilitas kredit yang menyebabkan reserves for credit. Likewise, the CAR ratio was
pembentukan cadangan atas kredit yang lebih achieved at 105.42%.
kecil. Demikian pula dengan rasio CAR tercapai
sebesar 105,42%.
Ke depannya bank bjb akan senantiasa melakukan In the future, bank bjb will continue to evaluate
evaluasi pelaksanaan strategi yang telah the implementation of the strategy that has been
ditetapkan, sehingga kinerja bank bjb di masa determined, so that the performance of bank bjb
yang akan datang akan senantiasa mengalami in the future will always increase continuously.
peningkatan secara berkelanjutan.
Kendala-Kendala yang Dihadapi Constraints Faced by the

oleh Perseroan dan Langkah- Company and Completion Steps
Langkah Penyelesaiannya
Perseroan menyadari dalam melaksanakan The Company realized that in carrying out its
kegiatan operasionalnya tidak terlepas dari operational activities, it could not be separated
berbagai kendala. Oleh karena itu, Perseroan from various obstacles. Therefore, the Company
senantiasa melakukan kajian dalam rangka continued to conduct studies in order to anticipate
mengantisipasi berbagai kendala yang dihadapi. the various obstacles it faces. By using SWOT
Dengan menggunakan tools analisis SWOT, analysis tools, the Company was aware of these
Perseroan menyadari kendala-kendala tersebut constraints, including the expansion of productive
antara lain yaitu ekspansi kredit produktif yang credit which still did not meet regulatory
masih belum memenuhi ketentuan regulator requirements due to the limited capabilities of
dikarenakan terbatasnya kapabilitas SDM handal reliable human resources in handling productive
dalam menangani penyaluran kredit produktif. credit distribution. Bank bjb operating profit was
Laba usaha bank bjb masih didominasi oleh hasil still dominated by loan interest yields and business
bunga kredit dan belum optimalnya kontribusi contribution from banking services had not been
usaha dari jasa perbankan yang bersumber dari optimal due to non-interest / fee-based income.
pendapatan non bunga/fee based income.
Selain kendala tersebut, Perseroan juga dihadapi In addition to these obstacles, the Company was
oleh kendala Dana Pihak ketiga yang masih also faced with constraints on third party funds
didominasi oleh deposito terutama deposito which were still dominated by deposits, especially
korporasi dan Pemerintah Daerah. Belum deposits from corporations and local governments.
optimalnya penggunaan database nasabah The not optimal use of customer databases was
juga menjadi suatu kendala, terutama ASN yang also an obstacle, especially ASN which had great

memiliki potensi besar untuk memaksimalkan potential to maximize the distribution of various
penyaluran produk bank bjb yang beragam selain bank bjb products apart from consumer credit.
kredit konsumer.
Dalam menghadapi kendala-kendala tersebut, In facing these obstacles, bank bjb had various
bank bjb memiliki berbagai strategi. Berdasarkan strategies. Based on market scale, most bank
skala pasar, sebagian besar Kantor Cabang bank bjb branch offices were still market nichers in
bjb masih menjadi market nichers di wilayah its operational areas so that they still had ample
operasionalnya sehingga masih memiliki peluang opportunity to increase their market share in terms
yang cukup besar untuk meningkatkan pangsa of assets, deposits and credit. In addition, another
pasarnya baik dari sisi aset, DPK maupun strategy of the Company was to take advantage of
kredit. Selain itu, strategi Perseroan lainnya high economic activities in the Provinces of West
yaitu memanfaatkan kegiatan ekonomi yang Java, Banten and DKI Jakarta to develop credit
cukup tinggi di Provinsi Jawa Barat, Banten dan and funding potential.
DKI Jakarta untuk mengembangkan potensi
perkreditan dan pendanaan.
Analisis Prospek Usaha Analysis of Business Prospects
Di tengah pandemi COVID-19 yang masih Amid the massive spread of the COVID-19
massif penyebarannya, IMF memproyeksikan pandemic, the IMF projected that the world
perekonomian dunia akan rebound ditahun 2021. economy would rebound in 2021. Optimism for
Optimisme pertumbuhan ekonomi ini muncul economic growth had emerged in line with the
seiring dengan penemuan vaksin COVID-19. discovery of the COVID-19 vaccine. Economic
Pertumbuhan ekonomi diharapkan tumbuh growth was expected to grow to 5.4% with the
mencapai 5,4% dengan motor utama dari Tiongkok main motor from China which was projected
yang diproyeksi tumbuh mencapai 8,2% serta to grow to reach 8.2%, followed by advanced
diikuti oleh negara-negara advanced economic economic countries consisting of the United States
yang terdiri dari Amerika Serikat dan negara- and European countries which were projected to
negara Eropa yang diproyeksikan akan tumbuh grow by 4.8%.
4,8%.
Permintaan domestik (konsumsi dan investasi) Domestic demand (consumption and investment)
masih menjadi motor penggerak pertumbuhan was still the driving force for national economic
ekonomi nasional, setelah pulih dari krisis akibat growth, after recovering from the crisis caused
pandemi COVID-19. Penanganan pandemi dan by the COVID-19 pandemic. Effective handling
pelaksanaan program PEN yang efektif, serta of the pandemic and implementation of the PEN
komitmen Pemerintah dalam menjaga stabilitas program, as well as the Government’s commitment
tingkat inflasi diharapkan mampu mengembalikan to maintaining the stability of the inflation rate,
level kepercayaan masyarakat untuk melakukan were expected to be able to restore the level of
aktivitas belanja dan mobilitas secara normal. public confidence in carrying out normal shopping
Investasi (Pembentukan Modal Tetap Bruto/ and mobility activities. Investment (Gross Fixed
PMTB) diperkirakan tumbuh tajam sejalan dengan Capital Formation / PMTB) was predicted to
keberlanjutan pembangunan infrastruktur, serta grow sharply in line with the sustainability of
upaya untuk melakukan reformasi struktural yang infrastructure development, as well as efforts
mendorong kemudahan berusaha dan daya saing to carry out structural reformed that promote
investasi. Konsumsi Pemerintah juga didorong ease of doing business and competitiveness of
untuk mendukung momentum pertumbuhan, investment. Government consumption was also
melanjutkan kebijakan countercyclical, dan encouraged to support growth momentum,
mengakselerasi program Pemulihan Ekonomi continue countercyclical policies, and accelerate

2020 Annual Report
Nasional (PEN) pasca pandemi COVID-19. Kinerja the National Economic Recovery (PEN) program
ekspor diperkirakan akan lebih baik, seiring after the COVID-19 pandemic. Export performance
pemulihan kinerja ekonomi global yang juga was expected to improve, in line with the recovery
akan didorong melalui perluasan negara tujuan in global economic performance, which would also
potensial ekspor serta pengembangan pariwisata. be boosted through expansion of potential export
Sedangkan, impor diarahkan pada pemenuhan destination countries and tourism development.
kebutuhan domestik sesuai dengan prioritas Meanwhile, imports were directed at meeting
nasional terutama untuk bahan baku dan barang domestic needs in accordance with national
modal. priorities, especially for raw materials and capital
goods.
Kondisi perbankan masih cukup menantang Banking conditions would remain challenging in
di tahun 2021. Kinerja intermediasi perbankan 2021. The performance of banking intermediation
sangat tergantung terhadap kembalinya normal was highly dependent on the return to normal
aktivitas perekonomian. Optimisnya normal economic activity. Optimism for normal economic
aktivitas perekonomian di tahun depan sejalan activity in the next year was in line with the hope
dengan harapan segera ditemukannya vaksin virus of finding a vaccine for the COVID-19 virus soon, so
COVID-19, sehingga dapat mendorong normalnya that it could encourage normal public consumption
konsumsi masyarakat sebagai prasyarat kegiatan as a prerequisite for corporate activities to resume.
korporasi dapat berjalan kembali.
Sejalan dengan pertumbuhan ekonomi domestik In line with domestic economic growth which was
yang diprediksi rebound di kisaran 4%-5%, predicted to rebound in the range of 4% -5%, this
maka harus didukung oleh pertumbuhan kredit had to be supported by growth in bank credit.
perbankan. Untuk pertumbuhan kredit tahun 2021 For credit growth in 2021, the Financial Services
Otoritas Jasa Keuangan (OJK) memproyeksikan Authority (OJK) projects credit growth to grow by
pertumbuhan kredit tumbuh sebesar 7% -9%, 7% -9%, while deposits would grow in the range
sementara DPK akan tumbuh pada kisaran 8%. of 8%.
Dengan ketidakpastian yang ada dalam dunia With the uncertainty that exists in the banking
perbankan, bank bjb memiliki peluang untuk world, bank bjb had the opportunity to grow.
tumbuh. Peluang yang dimiliki bank bjb antara lain The opportunities owned by bank bjb include the
sebegai berikut: following:
1. Penurunan GWM oleh Bank Indonesia diprediksi 1. Penurunan GWM oleh Bank Indonesia diprediksi
akan membuat likuiditas perbankan bertambah akan membuat likuiditas perbankan bertambah
sehingga bank bjb dapat memanfaatkan sehingga bank bjb dapat memanfaatkan
penurunan GWM ini untuk melakukan ekspansi penurunan GWM ini untuk melakukan ekspansi
kredit. kredit.
2. Berdasarkan skala pasar, sebagian besar Kantor 2. Berdasarkan skala pasar, sebagian besar Kantor
Cabang bank bjb masih menjadi market nichers Cabang bank bjb masih menjadi market nichers
di wilayah operasionalnya sehingga masih di wilayah operasionalnya sehingga masih
memiliki peluang yang cukup besar untuk memiliki peluang yang cukup besar untuk
meningkatkan pangsa pasarnya baik dari sisi meningkatkan pangsa pasarnya baik dari sisi
aset, dana pihak ketiga, maupun kredit. aset, dana pihak ketiga, maupun kredit.
3. Semakin meningkatnya literasi keuangan 3. Semakin meningkatnya literasi keuangan
masyarakat melalui program yang dicanangkan masyarakat melalui program yang dicanangkan
oleh BI dan OJK dalam rangka menerapkan oleh BI dan OJK dalam rangka menerapkan
kebijakan keuangan inklusif sebagai suatu kebijakan keuangan inklusif sebagai suatu
bentuk pendalaman layanan Keuangan bentuk pendalaman layanan Keuangan
(financial service deepening) yang ditujukan (financial service deepening) yang ditujukan
kepada masyarakat in the bottom of the kepada masyarakat in the bottom of the

pyramid untuk memanfaatkan produk dan jasa pyramid untuk memanfaatkan produk dan jasa
Keuangan formal seperti sarana menyimpan Keuangan formal seperti sarana menyimpan
uang yang aman (keeping), transfer, menabung uang yang aman (keeping), transfer, menabung
maupun pinjaman dan asuransi. maupun pinjaman dan asuransi.
4. Kegiatan ekonomi yang cukup tinggi Propinsi 4. Kegiatan ekonomi yang cukup tinggi Propinsi
jawa Barat, banten dan DKI Jakarta merupakan jawa Barat, banten dan DKI Jakarta merupakan
potensi pengembangan perkreditan dan potensi pengembangan perkreditan dan
pendanaan. pendanaan.
5. Dukungan dari Pemerintah Daerah secara 5. Dukungan dari Pemerintah Daerah secara
konsisten dan berkesinambungan dalam konsisten dan berkesinambungan dalam
mengembangkan bank bjb sebagai penggerak mengembangkan bank bjb sebagai penggerak
dan pendorong laju perekonomian dai daerah. dan pendorong laju perekonomian dai daerah.
6. Peraturan Bank Indonesia (PBI) No. 20/8/ 6. Peraturan Bank Indonesia (PBI) No. 20/8/
PBI tentang Rasio Loan to Value untuk PBI tentang Rasio Loan to Value untuk
kredit properti, rasio Financing to Value kredit properti, rasio Financing to Value
untuk pembiayaan properti, dan uang muka untuk pembiayaan properti, dan uang muka
untuk kredit atau pembiayaan kendaraan untuk kredit atau pembiayaan kendaraan
bermotor, menjadi peluang bagi bak bjb dalam bermotor, menjadi peluang bagi bak bjb dalam
meningkatkan penyaluran kredit KPR dan KKB meningkatkan penyaluran kredit KPR dan KKB
yang sehat dan berkualitas. yang sehat dan berkualitas.
Kami memiliki keyakinan yang kuat dapat segera We have a strong belief that we can immediately
mewujudkan Visi, Misi dan sasaran strategis yang realize the vision, mission and strategic goals that
telah ditetapkan. Melalui strategi bisnis yang have been set. Through the right business strategy,
tepat, Direksi memiliki keyakinan bahwa peluang- the Board of Directors has the confidence that
peluang tersebut akan direspon dengan sangat these opportunities will be responded very well
baik dan akan berdampak positif terhadap prospek and will have a positive impact on the Company’s
Perseroan kedepannya. prospects going forward.
Penerapan Good Corporate Good Corporate Governance

Governance Application
Perseroan berkomitmen untuk menerapkan The Company was committed to implementing
prinsip-prinsip Tata Kelola Perusahaan yang baik the principles of Good Corporate Governance and
serta mengacu kepada beberapa ketentuan yang referring to several applicable regulations as well
berlaku serta pedoman-pedoman implementasi as GCG implementation guidelines in accordance
GCG yang sesuai dengan best practices/standar with international best practices / standards. For
internasional. Bagi Perseroan, penerapan GCG the Company, the implementation of GCG was a
merupakan sebuah keharusan, guna mencapai must, in order to achieve the best performance
kinerja terbaik secara berkelanjutan. Perseroan in a sustainable manner. The Company always
senantiasa menerapkan standar praktik GCG yang implemented high standards of GCG practices
tinggi yang mengacu pada ketentuan OJK dan that referred to FSA regulations and international
standar internasional. Berbagai upaya intensif standards. Various intensive efforts had been made
telah dilakukan sebagaimana yang dapat dilihat as can be seen in the Good Corporate Governance
pada bagian Good Corporate Governance pada section of this Annual Report. We could convey
Laporan Tahunan ini. Beberapa hal terkait dengan several matters related to this intensive effort as
upaya intensif tersebut dapat kami sampaikan follows.
sebagai berikut.

2020 Annual Report
Perseroan memiliki struktur GCG yang kuat dan The Company had a strong and effective GCG
efektif yang terdiri dari organ utama, yaitu Rapat structure consisting of the main organs, namely the
Umum Pemegang Saham (RUPS), Dewan Komisaris General Meeting of Shareholders (GMS), the Board
dan Direksi. Sistem kepengurusan menganut of Commissioners and the Board of Directors.
sistem dua badan (two tier system) yaitu Dewan The management system adopted a two-tier
Komisaris dan Direksi, yang memiliki wewenang system, namely the Board of Commissioners and
dan tanggung jawab yang jelas sesuai fungsinya the Board of Directors, which had clear powers
masing-masing sebagaimana diamanahkan and responsibilities according to their respective
dalam anggaran dasar dan peraturan perundang- functions as mandated in the articles of association
undangan. and laws and regulations.
Selama tahun 2020, Perseroan telah During 2020, the Company held an annual GMS
menyelenggarakan RUPS tahunan dalam waktu at a time that did not exceed the stipulated limit,
yang tidak melewati batas yang ditentukan yaitu namely no later than 6 (six) months after the
paling lambat 6 (enam) bulan setelah tahun buku Company’s financial year was closed. In holding the
Perseroan ditutup. Dalam penyelenggaraan RUPS, GMS, the Company was committed to upholding
Perseroan berkomitmen untuk menegakkan the principle of fairness by applying the same
prinsip fairness dengan menerapkan perlakuan treatment for all shareholders.
yang sama bagi seluruh pemegang saham.
Dewan Komisaris merupakan organ perusahaan The Board of Commissioners became a corporate
yang bertugas dan bertanggung jawab secara organ that was collectively and collegially
kolektif kolegial untuk melakukan pengawasan responsible for supervising and providing advice
dan memberikan nasihat kepada Direksi serta to the Board of Directors and ensuring that the
memastikan bahwa Perseroan melaksanakan GCG Company implemented GCG at all levels or levels
pada seluruh tingkatan atau jenjang organisasi. of the organization. In carrying out its activities,
Dalam menjalankan kegiatannya Dewan Komisaris the Board of Commissioners had a work guideline
memiliki suatu pedoman dan tata tertib kerja and order so that these goals could be achieved
agar tujuan tersebut dapat dicapai secara efektif effectively and efficiently based on the principles
dan efisien yang didasari pada prinsip Tata of Good Corporate Governance. In carrying out
Kelola yang baik (Good Corporate Governance). its duties, the Board of Commissioners acted
Dalam melaksanakan tugasnya, Dewan Komisaris independently in accordance with the provisions
bertindak secara independen sesuai dengan in the Articles of Association of the Company and
ketentuan di dalam Anggaran Dasar Perseroan the resolutions of the GMS in good faith, full of
serta keputusan RUPS dengan itikad baik, penuh responsibility and prudence.
tanggung jawab dan kehati-hatian.
Direksi merupakan organ Perseroan yang The Board of Directors became an organ of the
bertanggung jawab atas jalannya pengurusan Company that was responsible for the management
Perseroan untuk kepentingan Perseroan serta of the Company for the benefit of the Company
sesuai dengan maksud dan tujuan Perseroan. and in accordance with the aims and objectives
Direksi memiliki wewenang serta bertugas of the Company. The Board of Directors had the
dan bertanggung jawab secara kolegial dalam authority and duties and responsibilities collegially
mengelola Perseroan. Secara garis besar, in managing the Company. Broadly speaking,
masing-masing Direktur dapat melaksanakan each Director could carry out his duties and
tugas dan mengambil keputusan sesuai dengan make decisions in accordance with the division of
pembagian tugas dan wewenangnya. Direksi duties and authorities. The Board of Directors was
bertanggung jawab terhadap pengelolaan responsible for managing the Company in order to
Perseroan agar dapat menghasilkan keuntungan generate profits and ensure the continuity of the
dan memastikan kesinambungan usaha Perseroan Company’s business in accordance with the articles
sesuai dengan anggaran dasar dan peraturan of association and laws and regulations. On this

perundang-undangan. Atas dasar tersebut, Direksi basis, the Board of Directors was fully responsible
bertanggung jawab penuh atas pelaksanaan for the implementation of the management of the
kepengurusan Perseroan untuk kepentingan Company for the benefit of the Company and in
Perseroan serta sesuai dengan maksud dan tujuan accordance with the purposes and objectives
Perseroan yang telah ditetapkan dalam Anggaran of the Company as stipulated in the Articles of
Dasar Perseroan maupun diatur dalam peraturan Association of the Company as well as stipulated
perundang-undangan, dengan itikad baik, penuh in the laws and regulations, in good faith, full of
tanggung jawab dan kehati-hatian. responsibility and prudence.
Dalam pelaksanaannya, organ Perseroan memiliki In its implementation, the Company’s organs had
berbagai kebijakan/pedoman (GCG infrastruktur) various policies / guidelines (GCG infrastructure)
dalam menjalankan fungsi dan tugasnya. Tujuannya in carrying out their functions and duties. The
antara lain: objectives include:
• Melengkapi kebijakan pendukung dalam 1. Completing supporting policies in implementing
penerapan GCG. GCG.
• Menjadi pedoman bagi Bank dalam menjalankan 2. Serving as a guideline for the Bank in carrying
aktivitas sehari-hari sesuai dengan budaya out daily activities in accordance with the
(corporate culture) yang diharapkan. expected corporate culture.
• Merupakan bentuk komitmen tertulis bagi 3. Becoming a form of written commitment for
seluruh jajaran dan tingkatan organisasi dalam all levels and levels of the organization in order
rangka meningkatkan disiplin dan tanggung to improve the discipline and responsibility of
jawab organ Bank dalam rangka menjaga the Bank’s organs in order to safeguard the
kepentingan stakeholders sesuai dengan interests of stakeholders in accordance with
tanggung jawab masing-masing. their respective responsibilities.
Dalam rangka evaluasi penerapan GCG, Perseroan In order to evaluate the implementation of GCG,
melaksanakan GCG Assessment yang dilaksanakan the Company carried out a GCG Assessment which
secara periodik dan konsisten setiap tahun yang was carried out periodically and consistently
terdiri dari Self Assessment sesuai ketentuan OJK. every year which consisted of a Self-Assessment
Berdasarkan Peraturan Otoritas Jasa Keuangan in accordance with FSA regulations. Based on the
No. 55/POJK.03/2016 tentang Penerapan Tata Financial Services Authority Regulation No. 55 /
Kelola Bagi Bank Umum. Hasil pelaksanaan self POJK.03 / 2016 concerning Implementation of
assessment di tahun 2020 menunjukkan nilai Governance for Commercial Banks. The results
komposit 2 (dua) yang nencerminkan Manajemen of the implementation of self-assessment in
Bank telah melakukan penerapan Good Corporate 2020 showed a composite score of 2 (two),
Governance yang secara umum baik. which indicated that the Bank’s Management
implemented Good Corporate Governance which
was generally good.
Hasil dari assessment serta ditambah dengan The results of the assessment and input from all
masukan dari seluruh stakeholders digunakan stakeholders were used as a consideration in
sebagai pertimbangan di dalam melakukan improving the quality of GCG implementation.
peningkatan kualitas implementasi GCG. Selama During 2020 the Bank made improvements by
tahun 2020 Bank telah melakukan upaya-upaya following up on several recommended weaknesses
perbaikan dengan menindaklanjuti beberapa based on the assessment results. The follow-up of
kelemahan yang direkomendasikan berdasarkan these recommendations includes:
hasil assessment. Tindaklanjut dari rekomendasi
tersebut antara lain:
1. Selama tahun 2020, Perseroan telah melakukan 1. During 2020, the Company has updated several
pemutakhiran atas beberapa kebijakan, sistem policies, systems and procedures that apply.
serta prosedur yang berlaku.

2020 Annual Report
2. Perseroan telah melaksanakan personal 2. The Company has carried out personal
coaching antara pegawai dengan atasan coaching between employees and superiors
dilakukan secara berkala dan intensif sehingga which is carried out regularly and intensively so
dapat menumbuhkan awareness pegawai as to increase employee awareness in carrying
dalam melakukan fungsi dan tugasnya. out their functions and duties.
3. Perseroan terus berupaya untuk menyelesaikan 3. The Company continues to strive to complete
hasil pemeriksaan dari OJK. the results of the inspection by the OJK.
Penilaian Kinerja Komite di Performance assessment of

Bawah Direksi Committees Under the Board hf
Directors
Dalam melaksanaan tugas kepengurusannya, In carrying out its management duties, the Board of
Direksi juga dibantu oleh Komite di bawah Direksi Directors was also assisted by 6 (six) Committees
sebanyak 6 (enam) Komite, yaitu: under the Board of Directors, namely:
1. Komite Manajemen Risiko 1. Risk Management Committee
2. Komite Kebijakan Perkreditan 2. Credit Policy Committee
3. Komite Pengarah Teknologi Informasi 3. Information Technology Steering Committee
4. Komite Manajemen Risiko Terintegrasi 4. Integrated Risk Management Committee
5. Assets and Liability Committee (ALCO) 5. Assets and Liability Committee (ALCO)
6. Komite Risiko Permodalan 6. Capital Risk Committee
Komite Manajemen Risiko merupakan komite The Risk Management Committee became a
yang dibentuk untuk membantu Direksi dalam committee formed to assist the Board of Directors
mengembangkan budaya risiko dan menetapkan in developing a risk culture and setting direction
arahan untuk seluruh aktivitas yang mengandung for all activities that involved risk. During 2020,
risiko. Selama tahun 2020, Komite Manajemen the Risk Management Committee held 5 (five)
Risiko telah melaksanakan 5 (lima) kali rapat dan meetings and carried out its duties properly.
telah melaksanakan tugasnya dengan baik.
Komite Kebijakan Perkreditan merupakan komite The Credit Policy Committee was a committee
yang dibentuk untuk membantu Direksi dalam formed to assist the Board of Directors in
merumuskan Kebijakan, mengawasi pelaksanaan formulating policies, supervising policy
kebijakan, memantau perkembangan dan kondisi implementation, monitoring the development and
portofolio perkreditan serta memberikan saran- condition of the credit portfolio and providing
saran langkah perbaikan. Selama tahun 2020, suggestions for corrective measures. During
Komite Kebijakan Perkreditan telah melaksanakan 2020, the Credit Policy Committee held 4 (four)
4 (empat) kali rapat dan telah melaksanakan meetings and carried out its duties properly.
tugasnya dengan baik.
Komite Pengarah Teknologi Informasi merupakan The Information Technology Steering Committee
komite yang dibentuk untuk membantu Direksi was a committee formed to assist the Board
dalam menyusun rencana strategis Teknologi of Directors in formulating an Information
Informasi (Information Technology Strategic Plan) Technology Strategic Plan that was in line with
yang searah dengan rencana strategis kegiatan the Bank’s business strategic plan, as well as
usaha Bank, serta perumusan kebijakan dan the formulation of main Information Technology
prosedur Teknologi Informasi yang utama seperti policies and procedures such as Information
kebijakan pengamanan Teknologi Informasi dan Technology safeguard policies and related risk
manajemen risiko terkait penggunaan Teknologi management use of Information Technology in

Informasi di Bank. Selama tahun 2020, Komite Banks. During 2020, the Information Technology
Pengarah Teknologi Informasi telah melaksanakan Steering Committee held 3 (three) meetings and
3 (tiga) kali rapat dan telah melaksanakan tugasnya carried out its duties properly.
dengan baik.
Komite Manajemen Risiko Terintegrasi merupakan The Integrated Risk Management Committee was a
komite yang dibentuk untuk membantu Direksi committee formed to assist the Board of Directors
dalam mengembangkan budaya risiko dan in developing a risk culture and setting direction
menetapkan arahan untuk seluruh aktivitas yang for all activities that posed risks in the Financial
mengandung risiko dalam Konglomerasi Keuangan. Conglomerate. During 2020, the Integrated Risk
Selama tahun 2020, Komite Manajemen Risiko Management Committee held 1 (one) meeting and
Terintegrasi telah melaksanakan 1 (satu) kali rapat carried out its duties properly.
dan telah melaksanakan tugasnya dengan baik.
Assets and Liability Committee (ALCO) merupakan The Assets and Liability Committee (ALCO)
komite yang dibentuk untuk membantu Direksi was a committee formed to assist the Board of
dalam menetapkan strategi terhadap pengendalian Directors in determining strategies for controlling
risiko likuidasi dan rentabilitas serta pengambilan liquidation risk and profitability as well as making
keputusan manajemen dalam rangka pengelolaan management decisions in the context of managing
assets dan liability. Selama tahun 2020, Assets and assets and liabilities. During 2020, the Assets and
Liability Committee (ALCO) telah melaksanakan Liability Committee (ALCO) held 13 (thirteen)
13 (tiga belas) kali rapat dan telah melaksanakan meetings and carried out its duties properly.
Komite Risiko Permodalan merupakan komite The Capital Risk Committee was a committee
yang dibentuk untuk membantu Direkslami formed to assist Directors in optimizing the
daupaya mengoptimalkan struktur neraca dengan balance sheet structure with the aim of providing
tujuan memberikan keuntungan maksimal dengan maximum benefits by managing liquidity. During
mengelola likuiditas. Selama tahun 2020, Komite 2020, the Capital Risk Committee held 5 (five)
Risiko Permodalan telah melaksanakan 5 (lima) meetings and carried out its duties properly.
kali rapat dan telah melaksanakan tugasnya
dengan baik.
Perubahan Komposisi Direksi Changes in Board of Directors

Composition
Perseroan dipimpin oleh Direksi yang terdiri dari The Company was led by a Board of Directors
sekurang-kurangnya 3 (tiga) orang anggota consisting of at least 3 (three) members and one
dan seorang diantaranya diangkat sebagai of them was appointed as the President Director.
Direktur Utama. Selama tahun 2020, Komposisi During 2020, the composition of the members
anggota Direksi bank bjb mengalami perubahan of the Board of Directors of bank bjb underwent
sebagaimana penjelasan berikut. changes as explained below.

2020 Annual Report
Komposisi Dan Dasar Pengangkatan Composition and Basis for

Direksi Sebelum RUPS Luar Biasa Appointment of the Board of
Tahun 2020 Directors Before the Extraordinary
GMS of 2020
Komposisi Direksi bank bjb sebelum RUPS Luar The composition of the Board of Directors of
Biasa Tahun 2020 berjumlah 6 (enam) orang yang bank bjb before the Extraordinary GMS of 2020
terdiri dari 1 (satu) orang Direktur Utama dan 5 was 6 (six) people consisting of 1 (one) President
(lima) orang Direksi. Seluruh Direksi berdomisili Director and 5 (five) Directors. All Directors were
pada Kantor Pusat bank bjb. Adapun komposisi domiciled at the head office of bank bjb. The
dan dasar pengangkatan Direksi setelah RUPS composition and basis for the appointment of the
Luar Biasa Tahun 2020 adalah sebagai berikut. Board of Directors after the 2020 Extraordinary
GMS are as follows.

Yuddy Renaldi Direktur Utama RUPS Tahunan tanggal 30 April 2019 3 Juli 2019
President Director Annual GMS on April 30, 2019 July 3, 2019
Tedi Setiawan Direktur Operasional RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Director of Operations Annual GMS on April 30, 2019 June 21, 2019
Rio Lanasier Direktur Information Technology, RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Treasury & International Banking Annual GMS on April 30, 2019 June 21, 2019
Director of Information Technology,
Treasury & International Banking
Nia Kania Direktur Keuangan & Manajemen Risiko RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Director of Finance & Risk Management Annual GMS on February 28, 2018 February 28, 2018
Suartini Direktur Konsumer & Ritel yang RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
melaksanakan tugas sebagai Direktur Annual GMS on February 28, 2018 February 28, 2018
Komersial dan UMKM.
Director of Consumer & Retail who
carries out his duties as Director of
Commercial and SMEs.
Agus Mulyana Direktur Kepatuhan RUPS Tahunan tanggal 30 April 2019 11 Desember 2018
Compliance Director Annual GMS on April 30, 2019 December 11, 2018
Komposisi dan Dasar Pengangkatan Composition and Basis of Board of

Direksi Setelah RUPS Luar Biasa Directors Appointment After the
Tahun 2020 Extraordinary GMS of 2020
Melalui RUPS Luar Biasa Tahun 2020 yang Through the 2020 Extraordinary GMS which was
dilaksanakan pada tanggal 1 September 2020, held on September 1, 2020, the GMS decided to
RUPS memutuskan mengangkat Ibu Nancy appoint Ms. Nancy Adistyasari as the Director of
Adistyasari selaku Direktur Komersial dan UMKM Commercial and MSMEs so that the composition
sehingga Komposisi Direksi bank bjb setelah of the Board of Directors of bank bjb after the
RUPS Luar Biasa Tahun 2020 berjumlah 7 (tujuh) Extraordinary GMS of 2020 reached to 7 (seven)
orang Direksi. Seluruh Direksi berdomisili pada Directors. All Directors were domiciled at the head
Kantor Pusat bank bjb. Perubahan komposisi office of bank bjb. Changes in the composition of
Direksi dilakukan atas dasar adanya kebutuhan the Board of Directors are made on the basis of

usaha Perseroan. Adapun komposisi dan dasar the Company’s business needs. The composition
pengangkatan Direksi setelah RUPS Luar Biasa and basis for the appointment of the Board of
Tahun 2020 adalah sebagai berikut. Directors after the 2020 Extraordinary GMS are as
follows.

Yuddy Renaldi Direktur Utama RUPS Tahunan tanggal 30 April 2019 3 Juli 2019
President Director
Tedi Setiawan Direktur Operasional RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Director of Operations
Rio Lanasier Direktur Information Technology, RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Nia Kania Direktur Keuangan & Manajemen Risiko RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Director of Finance & Risk Management
Suartini Direktur Konsumer & Ritel RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Director of Consumer & Retail
Agus Mulyana Direktur Kepatuhan RUPS Tahunan tanggal 30 April 2019 11 Desember 2018
Compliance Director
Nancy Direktur Komersial dan Usaha Mikro RUPS Luar Biasa tanggal 1 September 2020 1 September 2020
Adistyasari Kecil dan Menengah (UMKM)
Director of Commercial and Micro,
Small and Medium Enterprises (MSMEs)
Penutup Closing
Direksi memberikan penghargaan yang setinggi- The Board of Directors gave the highest
tingginya atas kepercayaan, komitmen dan appreciation for the trust, commitment and
kerja sama dari seluruh pemangku kepentingan, cooperation of all stakeholders, especially the
khususnya kepada jajaran tim manajemen dan management team and all employees who worked
seluruh pegawai yang telah bekerja keras di tengah hard amid the challenges that occurred in the
tantangan yang terjadi di industri perbankan. banking industry. The Board of Directors would
Direksi mengucapkan terima kasih atas kerja keras like to thank the hard work of the management
dari tim manajemen dan seluruh pegawai sehingga team and all employees so that the Company was
Perseroan mampu memperoleh kinerja yang baik able to obtain good performance in 2020.
di tahun 2020.

2020 Annual Report
Direksi memberikan penghargaan yang setinggi- The Board of Directors gave the highest
tingginya atas arahan yang diberikan oleh Dewan appreciation for the direction given by the Board
Komisaris yang sangat memberikan kontribusi of Commissioners which greatly contributed to
dalam pencapaian kinerja Perseroan. Direksi the achievement of the Company’s performance.
juga mengucapkan penghargaan yang setinggi- The Board of Directors also expressed its highest
tingginya kepada pemegang saham, nasabah appreciation to the shareholders, customers
dan mitra kerja Perseroan. Atas dukungan yang and business partners of the Company. With
diberikan selama ini, Perseroan mampu bertahan the support given so far, the Company was able
dan bahkan senantiasa menunjukkan pencapaian to survive and even continues to show good
kinerja yang baik. performance achievements.
Kedepannya, kami tetap berkomitmen untuk Going forward, we remain committed to always
selalu memberikan yang terbaik guna perbaikan giving our best in order to improve performance
pencapaian kinerja secara berkelanjutan. Direksi achievement in a sustainable manner. The Board
berharap bahwa Perseroan akan menjadi bagian of Directors hopes that the Company will become
penting dan berkontribusi dalam meningkatkan an important part and contribute to increasing
pertumbuhan perekonomian di Indonesia. economic growth in Indonesia.
Jakarta, Maret 2021

Jakarta, March 2021
Atas nama Direksi
On behalf of the Board of Directors
PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
Yuddy Renaldi
Direktur Utama
President Director

Direksi Board of Directors Kiri ke Kanan / Left to Right
Rio Lanasier (Direktur Information Technology, Treasury & International Banking Director of Information
Technology, Treasury and International Banking) • Nia Kania (Direktur Keuangan dan Manajemen Risiko Director of
Finance and Risk Management) • Nancy Adistyasari (Direktur Komersial dan UMKM Director of Commercial and
MSME) • Yuddy Renaldi (Direktur Utama President Director) • Suartini (Direktur Konsumer dan Ritel Director of
Consumer and Retail) • Tedi Setiawan (Direktur Operasional Director of Operations) • Agus Mulyana (Direktur
Kepatuhan Director of Compliance)

2020 Annual Report

Tanggung Jawab Pelaporan Tahunan 2020
The Responsibility of 2020 Annual Reporting
Laporan tahunan ini, berikut laporan keuangan This annual report, including the financial
dan informasi lain yang terkait, merupakan statements and other related information, is the
tanggung jawab Manajemen bank bjb dan dijamin responsibility of bank bjb Management and its
kebenarannya oleh seluruh anggota Dewan truthfulness is guaranteed by the entire members
Komisaris dengan membubuhkan tandatangannya of the Board of Commissioners by affixing each of
masing-masing di bawah ini pada bulan Maret 2021. their signatures below in March 2021.
Dewan Komisaris
Farid Rahman
Eddy I. M. Nasution Muhadi

Komisaris Komisaris
Commissioner Commissioner
Fahlino F. Sjuib Yayat Sutaryat

Komisaris Independen Komisaris Independen
President Commissioner President Commissioner

Laporan tahunan ini, berikut laporan keuangan This annual report, including the financial
dan informasi lain yang terkait, merupakan statements and other related information, is the
tanggung jawab Manajemen bank bjb dan dijamin responsibility of bank bjb Management and its
kebenarannya oleh seluruh anggota Direksi dengan truthfulness is guaranteed by the entire members
membubuhkan tandatangannya masing-masing di of the Board of Directors by affixing each of their
bawah ini pada bulan Maret 2021. signatures below in March 2021.
Direksi
Board of Directors
Yuddy Renaldi
Direktur Utama
President Director
Agus Mulyana Nia Kania Suartini

Direktur Kepatuhan Direktur Keuangan & Manajemen Risiko Direktur Konsumer & Ritel
Director of Compliance Director of Finance & Risk Management Director of Consumer & Retail
Tedi Setiawan Rio Lanasier Nancy Adistyasari

Direktur Operasional Direktur Information Technology, Direktur Komersial & UMKM
Director of Operations Treasury & International Banking Director of Commercial & MSME

Profil Perusahaan
Company Profile
2020 Annual Report
Sampai dengan tahun 2020, bank bjb memiliki 1 Kantor

Pusat dan 2.798 jaringan kantor yang terdiri dari Kantor
Wilayah, Kantor Cabang, Kantor Cabang Pembantu, Kantor
Kas dan Jaringan Kantor lainnya seperti layanan bjb Precious,
Payment Point, Mobil Kas dan Sentra UMKM.
Until 2020, the bank bjb has 1 (one) Head Office and 2,798 office
networks consisting of Regional Offices, Branch Offices, Sub-
Branch Offices, Cash Offices and other office networks such as
Precious bjb services, Payment Points, Cash Cars
and MSME Centers.

PROFIL PERUSAHAAN
COMPANY PROFILE
Identitas Perusahaan
Company Identity
Nama Panggilan Bidang Usaha Modal Dasar

Call Name Business Line Authorized Capital
bank bjb Perbankan / Banking Rp4.000.000.000.000
IDR4,000,000,000,000
Tanggal Pendirian Kode Saham Pencatatan

Date of Estabilishment Share Codde di Bursa Efek Indonesia
Listed in the Indonesia
20 Mei 1961 / May 20, 1961 BJBR
Stock Exchange
8 Juli 2010 / July 8th, 2010
Data Jaringan Kantor Modal Ditempatkan dan Disetor Penuh

Subsidiaries Data Issued and Fully Paid-Up Capital
1 Kantor Pusat Sebanyak 9.838.787.161 lembar saham dengan nilai nominal sebesar
Head Office Rp2.459.696.790.250
65 Kantor Cabang Amounted to 9,838,787,161 shares with a nominal of
Branch Office IDR2,459,696,790,250
315 Kantor Cabang
Pembantu Data Anak Perusahaan
Subsidiaries Data
Sub Branch office
bank bjb Syariah (99.24%) – Perbankan
346 Kantor Kas
PT BPR Intan Jabar (30.70%) – Perbankan
Cash Units
PT BPR Karya Utama Jabar (37.97%) – Perbankan
213 Payment Point
bank bjb Syariah (99.24%) – Banking
Payment Point
PT BPR Intan Jabar (30.70%) – Banking
51 Mobil Kas PT BPR Karya Utama Jabar (37.97%) - Banking
Mobile Cash Service
29 Cash Recycle Machine Kepemilikan
Cash Recycle Machine Ownership
1.743 ATM bank bjb • Pemerintah Provinsi Jawa Barat 38,18%

bank bjb ATMs • Pemerintah Provinsi Banten 5,29%
• Pemerintah Kota dan Kabupaten Se-Jawa Barat 24,03%
18 Layanan Precious
• Pemerintah Kota dan Kabupaten Se-Banten 7,87%
bjb Precious
• Publik 24,64%
6 Sentra UMKM
• West Java Provincial Government 38.18%
Sentra UMKM
• Banten Provincial Government 5.29%
13 Weekend Banking
• City and Regency Goverments in West 24.03%
Weekend Banking
• City and Regency Goverments in Banten 7.87%
• Public 24.64%

2020 Annual Report
Dasar Hukum Pendirian Alamat Kantor/Alamat Korespondensi

Basic Law of Estabilishment Office Address/Correspondence Address
Akta No. 4 Tahun 1999 yang dibuat dihadapan Divisi Corporate Secretary
Ny. Popy Kuntari Sutresna SH. Notaris di Menara bank bjb
Bandung tanggal 8 April 1999 berikut Akta Jl. Naripan No. 12-14
Perbaikan Nomor 8 Tanggal 15 April 1999 yang Bandung 40111
telah disahkan oleh Menteri Kehakiman RI Tel : (+6222)-4234868
tanggal 16 April 1999, bentuk hukum Bank Jabar Fax : (+6222)-4206099
diubah dari Perusahaan Daerah (PD) menjadi bjb Call : 14049
Perseroan Terbatas (PT). Website : www.bankbjb.co.id
Deed No. 4 of 1999 which was made before Mrs. Email : corsecbjb@bankbjb.co.id
Popy Kuntari Sutresna SH. Notary in Bandung
dated April 8, 1999 following Revision Deed No.
8 dated April 15, 1999 which was approved by the
Minister of Justice of the Republic of Indonesia
dated April 16, 1999, the legal form of Bank Jabar
was changed from a Regional Company (PD) to
a Limited Liability Company (PT).

PROFIL PERUSAHAAN
COMPANY PROFILE
Riwayat Singkat Perusahaan

Company Brief History
PT Bank Pembangunan Daerah Jawa PT Bank Pembangunan Daerah Jawa

Barat dan Banten Tbk (selanjutnya Barat dan Banten, Tbk. (hereinafter
disebut “bank bjb” atau Perseroan) referred to as “bank bjb” or the
didirikan berdasarkan Peraturan Company) was established based
Pemerintah No 33 Tahun 1960 on Government Regulation No. 33 of
tentang penentuan perusahaan milik 1960 concerning the determination of
Belanda di Indonesia yang dikenakan Dutch-owned companies in Indonesia
nasionalisasi. Salah satu perusahaan subject to nationalization. One of the
milik Belanda yang berkedudukan di Dutch-owned companies based in
Bandung yaitu N.V Denis (De Eerste Bandung, namely N.V Denis (De Eerste
Nederlandsche Indische Shareholding) Nederlandsche Indische Shareholding)
terkena ketentuan tersebut dan is affected by this provision and
diarahkan kepada Pemerintah Daerah directed to the Regional Government
Provinsi Daerah Tingkat I Jawa Barat. of the Provincial Level Region of West
Bank telah mulai beroperasi secara Java. The bank began its commercial
komersial pada tanggal 20 Mei 1961. operation on May 20, 1961.

Sebagai tindak lanjut dari peraturan As a follow up to Government
Pemerintah No. 33 tahun 1960, Regulation No. 33 of 1960, the Regional
Pemerintah daerah Tingkat Provinsi I Government of the Provincial Level I

2020 Annual Report
Jawa Barat mendirikan Bank Karya Pembangunan of West Java established the Development Work
dengan Akta Notaris Noezar No. 152 tanggal 21 Bank with Noezar Notarial Deed No. 152 March
Maret 1961 dan No. 184 tanggal 13 Mei 1961 yang 21, 1961 and No. 184 dated May 13, 1961 which was
kemudian dikukuhkan dengan surat Keputusan then confirmed by the Decree of the Governor of
Gubernur Provinsi Jawa Barat No. 7/GKDN/ West Java Province No. 7 / GKDN / BPD / 61 dated
BPD/61 tanggal 20 Mei 1961 dengan nama PT May 20, 1961 under the name of PT Bank Karya
Bank Karya Pembangunan Daerah Djawa Barat. Pembangunan Daerah Djawa Barat. Based on the
Berdasarkan Peraturan Daerah Provinsi Jawa Regional Regulation of West Java Province No. 11/
Barat No. 11/PD/DPRD/72 tanggal 27 Juni 1972, PD/DPRD/72 datedJune 27, 1972, the legal position
kedudukan hukum PT Bank Karya Pembangunan of PT Bank Karya Pembangunan Daerah in West
Daerah Djawa Barat diubah menjadi PD Bank Java was changed to PD Bank Karja Pembangunan
Karja Pembangunan Daerah Jawa Barat. Nama Jawa Barat. The name PD Karja Pembangunan
PD Bank Karja Pembangunan Daerah Jawa Barat Jawa Barat is subsequently changed to West Java
selanjutnya diubah menjadi BPD Jabar sesuai BPD according to West Java Provincial Regulation
Perda Provinsi Jawa Barat Nomor 1/DP-040/ Number 1/ DP-040/PD/1978 dated June 27, 1978.
PD/1978 Tanggal 27 Juni 1978. Pada tahun 1992 In 1992 according to Bank Indonesia Decree No.25
sesuai dengan Surat Keputusan Bank Indonesia / 84 / KEP / On November 2, 1992 the status of
No.25/84/KEP/DIR tanggal 2 November 1992 the West Java BPD increased to a foreign exchange
status BPD Jabar meningkat menjadi bank umum commercial bank. Based on Regional Regulation
devisa. Berdasarkan Peraturan Daerah Nomor No. 11 of 1995, West Java BPD has the name Bank
11 Tahun 1995, BPD Jabar memiliki sebutan Bank Jabar with a new logo.
Jabar dengan logo baru.
Berdasarkan Peraturan Daerah Provinsi Daerah Based on the Regional Regulation of the Provincial
Tingkat I Jawa Barat No.22 Tahun 1998 tanggal Level I West Java No.22 of 1998 dated December
14 Desember 1998 tentang Perubahan Bentuk 14, 1998 concerning the Changing the Legal Form
Hukum Bank Pembangunan Daerah Jawa Barat of the West Java Regional Development Bank from
dari Perusahaan Daerah (PD) menjadi Perseroan a Regional Company (PD) to a Limited Liability
Terbatas (PT). Perda tersebut dituangkan lebih Company (PT). The Regional Regulation was
lanjut pada Akta Pendirian Nomor 4 Tanggal 8 further outlined in Deed of Establishment Number 4
April 1999 juncto Akta Perbaikan Nomor 8 Tanggal dated on April 8, 1999 juncto Deed of Amendment
15 April 1999. keduanya dibuat di hadapan Popy Number 8 dated April 15, 1999. Both of them were
Kuntari Sutresna, S.H., Notaris di Bandung yang made before Popy Kuntari Sutresna, SH, a Notary in
telah memperoleh pengesahan Menteri Kehakiman Bandung who had been approved by the Minister
RI berdasarkan Surat Keputusan No.C2-7103. of Justice of the Republic of Indonesia based on
HT.01.01.TH.99 tanggal 16 April 1999, didaftarkan Decree No.C2 -7103.HT.01.01. TH.99 dated April 16,
dalam Daftar Perusahaan di Kantor Pendaftaran 1999, was registered in the Company Register at the
Perusahaan Kab/Kodya Bandung di bawah Bandung District / Kodya Company Registration
No.871/BH.10.11/IV/99 tanggal 24 April 1999, serta Office under No.871 / BH.10.11 / IV / 99 dated
telah diumumkan dalam Berita Negara Republik April 24, 1999, and was announced in the News
Indonesia No.39 tanggal 14 Mei 1999, Tambahan Negara Republik Indonesia No.39 dated May 14,
No.2811, bentuk hukum Bank Jabar diubah dari 1999, Supplement No.871/ BH.10.11/IV/99, the legal
Perusahaan Daerah (PD) menjadi Perseroan form of Bank Jabar was changed from a Regional
Terbatas (PT). Company (PD) to a Limited Liability Company (PT).
Untuk memenuhi meningkatnya kebutuhan To meet the increasing needs of the community
masyarakat akan jasa layanan perbankan yang for sharia-based banking services, in accordance
berlandaskan syariah, sesuai dengan izin BI Nomor with BI license Number 2/18/DpG/DPIP on April
2/18/ DpG/DPIP Tanggal 12 April 2000 maka 12, 2000, since April 15, 2000 Bank Jabar became

PROFIL PERUSAHAAN
COMPANY PROFILE
sejak tanggal 15 April 2000 Bank Jabar menjadi the first BPD in Indonesia to run a dual banking
BPD pertama di Indonesia yang menjalankan system, namely providing banking services with
dual banking system, yaitu memberikan layanan conventional and sharia systems.
perbankan dengan sistem konvensional dan sistem
syariah.
Berdasarkan Rapat Umum Pemegang Saham Based on the General Meeting of Shareholders
(RUPS) tanggal 16 April 2001 menyetujui (AGM) on April 16, 2001, the bank approved an
peningkatan modal dasar Bank Jabar menjadi Rp1 increase in authorized capital of Bank Jabar to
triliun. Selanjutnya, berdasarkan hasil keputusan IDR1 trillion. Furthermore, based on the results of
RUPS yang diselenggarakan pada tanggal 14 April the GMS decision held on April 14, 2004 based on
2004 berdasarkan Akta Nomor 10 Tanggal 14 April Deed No. 10 dated April 14, 2004, the authorized
2004, modal dasar Bank Jabar dinaikkan dari Rp1 capital of Bank Jabar was increased from IDR1
triliun menjadi Rp2 triliun. Melihat perkembangan trillion to IDR2 trillion. By seeing the development
prospek usaha yang terus membaik, hasil RUPS of business prospects which continues to improve,
tanggal 5 April 2006 menetapkan kenaikan modal the results of the Annual GMS on April 5, 2006 set
dasar Bank Jabar dari Rp2 triliun menjadi Rp4 an increase in the authorized capital of Bank Jabar
triliun. from IDR2 trillion to IDR4 trillion.

Pada bulan November 2007, sebagai tindak In November 2007, as a follow-up to the BI
lanjut SK Gubernur BI Nomor 9/63/kep.gbi/2007 Governor’s Decree Number 9/63/kep.gbi/2007
tentang Perubahan Izin Usaha Atas Nama PT Bank concerning Changes in Business Licenses on Behalf
Pembangunan Daerah Jawa Barat Menjadi Izin of PT Bank Pembangunan Daerah Jawa Barat
Usaha Atas Nama PT Bank Pembangunan Daerah Becoming a Business License on behalf of PT Bank
Jawa Barat dan Banten,dilaksanakan penggantian Pembangunan Daerah Jawa Barat dan Banten,
call name dari “Bank Jabar” menjadi “Bank Jabar carried out the replacement of the call name from
Banten”. “Bank Jabar” to “Bank Jabar Banten”.
Sehubungan dengan kegiatan usaha perbankan In connection with sharia banking business
syariah, Bank Jabar Banten melakukan pemisahan activities, Bank Jabar Banten spin off sharia
(spin off) unit usaha syariah menjadi bank syariah business units into Islamic banks under the name
dengan nama PT Bank Jabar Banten Syariah. PT Bank Jabar Banten Syariah. Based on the Deed
Berdasarkan Akta Pendirian Perseroan Terbatas, of Establishment of a Limited Liability Company, PT
PT Bank Jabar Banten Syariah No.4 tanggal 15 Bank Jabar Banten Syariah No.4 January 15, 2010,
Januari 2010, dibuat oleh Fathiah Helmi, S.H., made by Fathiah Helmi, SH, Notary in Jakarta, bank
Notaris di Jakarta, bank bjb memiliki penyertaan bjb has an investment of 1,980,000,000 (one billion
sebanyak 1.980.000.000 (satu miliar sembilan nine hundred eighty million) shares which constitute
ratus delapan puluh juta) saham yang merupakan 99% (ninety nine percent) of all shares that have
99% (sembilan puluh sembilan persen) dari been placed and fully paid in the Subsidiary. Bank
seluruh saham yang telah ditempatkan dan disetor Jabar Banten Syariah obtained a business license
penuh dalam Anak Perusahaan. Bank Jabar from Bank Indonesia in accordance with the Decree
Banten Syariah memperoleh izin usaha dari Bank of the Governor of Bank Indonesia No.12/35/KEP.
Indonesia sesuai dengan Keputusan Gubernur GBI/2010 dated 30 April 2010 concerning the
Bank Indonesia No.12/35/KEP.GBI/2010 tanggal Granting of a Business License of PT Bank Jabar
30 April 2010 Tentang Pemberian Izin Usaha PT Banten Syariah.
Bank Jabar Banten Syariah.
Seiring dengan perkembangan jaringan kantor Along with the development of a wider office
yang lebih luas maka berdasarkan Hasil Rapat network, based on the Results of the Extraordinary
Umum Pemegang Saham Luar Biasa PT Bank General Meeting of Shareholders, PT Bank
Pembangunan Jawa Barat dan Banten Nomor Pembangunan Jawa Barat dan Banten Number

2020 Annual Report
26 tanggal 21 April 2010 dan sesuai Surat Bank 26 dated April 21, 2010 and in accordance with
Indonesia No. 12/78/APBU/Bd tanggal 30 Juni Bank Indonesia Letter No. 12/78/APBU/Bd dated
2010 perihal Rencana Perubahan Logo Bank serta June 30, 2010 concerning the Plan for Changing
Surat Keputusan Nomor 1337/SK/DI(R-PPN/2010 the Bank Logo and Decree Number 1337/SK/ DI
tanggal 5 Juli 2010 tentang Perubahan Logo dan (R-PPN/2010 dated July 5, 2010 concerning Change
Penyebutan Nama Serta Pemberlakuan Brand of Logo and Mention of Names and Enforcement of
Identity Guidelines,, maka pada tanggal 8 Agustus Brand Identity Guidelines, then on August 8, 2010
2010 nama “Bank Jabar Banten” resmi berubah the name “Bank Jabar Banten” officially changed
menjadi “bank bjb”. to “bank bjb”.
Keterangan Perubahan Nama Description of Change of Name
Sesuai dengan uraian riwayat singkat, Perseroan In accordance with the brief history description,
pernah melakukan tiga kali perubahan nama yaitu the Company has made three name changes, the
yang pertama pada tahun 1995 dengan sebutan first was in 1995 with the designation Bank Jabar
Bank Jabar yang efektif pada tanggal … Selanjutnya which was effective on… Furthermore, in 2007 the
pada tahun 2007 sebutan perseroan diubah company’s designation was changed to Bank Jabar
menjadi Bank Jabar Banten yang efektif pada Banten which became effective on… November
tanggal … November 2007. Terakhir pada tahun 2007. The last year was 2010 change of name of
2010 perubahan penyebutan nama perseroan the company to bank bjb which became effective
menjadi bank bjb yang efektif pada tanggal 30 on April 30, 2010.
April 2010.

PROFIL PERUSAHAAN
COMPANY PROFILE
Brand Perseroan
Company Brand
Identitas brand bank bjb dapat

dijelaskan sebagai berikut:
bank bjb brand identity can be
explained as follows:
Logo Perseroan memiliki makna bank bjb logo has the meaning of
Jangkauan Pelayanan, dalam Service Outreach, in a secondary
perspektif sekunder berarti perspective it means wings that
sayap yang terbang untuk fly to progress. The wing shape
kemajuan. Bentuk sayap pada on the bank bjb logo symbolizes
logo bank bjb melambangkan the far reaching arm to provide
lengan yang menjangkau the best service to customers,
jauh untuk memberikan shareholders and the entire
pelayanan yang terbaik kepada community. While the use of
nasabah, shareholder dan letters on the logotype is the
seluruh masyarakat. Sedangkan development of the shape of the
penggunaan huruf pada logotype letters Alte Haas Grothesk.
merupakan pengembangan
bentuk dari huruf Alte Haas
Grothesk.
Pemilihan nama bank bjb hadir The selection of the name bank
sebagai akronim dari Bank bjb was present as an acronym
Jabar Banten menggambarkan for Bank Jabar Banten describing
sifat kesederhanaan dan sifat the simplicity and modern nature
modern masyarakat di mana of the society in which the
bank bjb akan berbakti. Nama bank bjb will serve. This name
ini menggambarkan transformasi describes the transformation of
bank bjb untuk menjadi lebih the bank bjb to be more effective
efektif dan profesional dalam and professional in serving all
melayani seluruh lapisan levels of society from Sabang to
masyarakat dari Sabang sampai Merauke.
Merauke.

2020 Annual Report
RAMAH SEDERHANA
Hospitable Modest
MELAYANI BERSAHABAT
Serving Friendly
Brand
Personality
TULUS KEKELUARGAAN
Sincere Kinship
Brand Personality bank bjb menggambarkan bank bjb Brand Personality describes the figure of
sosok institusi finansial perbankan yang cekatan, a bank financial institution that is dexterous, alert
sigap dan terampil dalam setiap tindakan maupun and skilled in every action and interaction, both
interaksi, baik dengan shareholder, nasabah with shareholders, customers and the community
maupun dengan masyarakat pada umumnya. in general. In addition, it also shows the figure of a
Selain itu, juga menunjukkan sosok institusi financial institution that is grounded, familiar, wants
finansial yang membumi, akrab, ingin selalu dekat to always be close to the community, shareholders
dengan masyarakat, shareholder dan nasabahnya. and customers. So that in the operational process
Sehingga dalam proses operasional hari ke hari, day to day, this trait becomes a breath in every
sifat ini menjadi nafas dalam setiap tindakan. Serta, action. And, displaying the figure of an established
menampilkan sosok sebuah institusi finansial yang financial institution, has a strong foundation and
mapan, memiliki fondasi yang kuat dan dengan thus appears confident in the face of competition,
demikian tampak penuh percaya diri dalam becomes the top player in the industry and in the
menghadapi persaingan, menjadi pemain teratas process of service with customers.
dalam industri maupun dalam proses pelayanan
dengan nasabah.

PROFIL PERUSAHAAN
COMPANY PROFILE
Bidang Usaha
Business Fields
Kegiatan Usaha Menurut Anggaran Running Business Activities

Dasar dan yang Dijalankan According to The Basic Budget
Berdasarkan Perubahan Anggaran Dasar tahun Based on the 2020 Amendments to the Articles of
2020 Bank didirikan dengan maksud dan tujuan Association, the Bank was established with the intent
untuk berusaha di bidang perbankan. Untuk and purpose of doing business in the banking sector.
mencapai maksud dan tujuan tersebut, ruang To achieve these aims and objectives, the scope of
lingkup kegiatan bank antara lain adalah: activities of the bank included, among others:
1. Menghimpun dana dari masyarakat dalam 1. Collecting funds from the public in the form of
bentuk simpanan berupa giro, deposito deposits in the form of demand deposits, time
berjangka, sertifikasi deposito, tabungan dan/ deposits, certified deposits, savings and / or
atau bentuk lainnya yang dipersamakan dengan other equivalent forms.
itu.
2. Memberikan kredit. 2. Distributing loans.
3. Menerbitkan surat pengakuan utang. 3. Issuing debt instruments.
4. Membeli, menjual, atau menjamin atas risiko 4. Buying, selling, or guarantying at own risk or
sendiri maupun untuk kepentingan dan for the interests and orders of its customers:
perintah nasabahnya:
a. Surat-surat wesel termasuk wesel yang a. Notes including drafts accepted by the bank
diakseptasi oleh bank yang masa berlakunya which validity period was no longer than the
tidak lebih lama dari kebiasaan dalam trading practice in said notes;
perdagangan surat-surat dimaksud;

2020 Annual Report
b. Surat pengakuan utang dan kertas dagang b. Debt acknowledgments and other trading
lainnya yang masa berlakunya tidak lebih papers whose validity period was not
lama dari kebiasaan dalam perdagangan longer than the trading practice of the said
surat-surat dimaksud; securities;
c. Kertas perbendaharaan negara dan surat c. State treasury bills and government
jaminan pemerinah; guarantees;
d. Sertifikat Bank Indonesia (SBI); d. Bank Indonesia Certificates (SBI);
e. Obligasi; e. Bonds;
f. Surat dagang berjangka waktu sampai f. Commercial papers with a maturity of up to
dengan 1 (satu) tahun; 1 (one) year;
g. Instrumen surat berharga lain yang g. Other securities instruments with a maturity
berjangkawaktu sampai dengan 1 (satu) of up to 1 (one) year;
tahun;
5. Memindahkan uang baik untuk kepentingan 5. Transferring money for both own and customer
sendiri maupun kepentingan nasabah. interests.
6. Menempatkan dana pada, meminjam dana 6. Placing funds with, borrowing funds from, or
dari, atau meminjamkan dana kepada bank lending funds to other banks, either by letter,
lain, baik dengan menggunakan surat, sarana telecommunication facilities or by sight draft,
telekomunikasi maupun dengan wesel unjuk, check or other means.
cek atau sarana lainnya.
7. Menerima pembayaran dari tagihan atas surat 7. Receiving payments on bills for securities and
berharga dan melakukan perhitungan dengan perform calculations with or between third
atau antar pihak ketiga. parties.
8. Menyediakan tempat untuk menyimpan barang 8. Providing a place to store valuables and
dan surat berharga. securities.
9. Melakukan kegiatan penitipan untuk 9. Carrying out custody activities for the benefit
kepentingan pihak lain berdasarkan suatu of other parties based on a contract.
kontrak.
10. Melakukan penempatan dana darinasabah 10. Placing funds from a customer to another
kepada nasabah lainnya dalam bentuk surat customer in the form of securities that were not
berharga yang tidak tercatat dalam Bursa Efek. listed on the Stock Exchange.
11. Melakukan kegiatan anjak piutang, usaha kartu 11. Performing factoring, credit card business and
kredit dan kegiatan wali amanat. trustee activities.
12. Melakukan kegiatan dalam valuta asing dan/ 12. Conducting activities in foreign currency and /
atau sebagai Bank Devisa dengan memenuhi or as a Foreign Exchange Bank by complying
ketentuan yang ditetapkan oleh pihak yang with the provisions stipulated by the competent
berwenang. authority.
13. Melakukan kegiatan penyertaan modal 13. Conducting equity participation in a bank or
pada bank atau perusahaan dibidang jasa company in the field of other financial services
keuangan lainnya atau mendirikan perusahaan or establishing a new company as long as it did
baru sepanjang tidak bertentangan dengan not conflict with applicable regulations.
ketentuan yang berlaku.
14. Bertindak sebagai pendiri dana pensiun sesuai 14. Acting as a pension fund founder in accordance
dengan ketentuan dalam peraturan dana with the provisions of the applicable pension
pensiun yang berlaku. fund regulations.
15. Menyelenggarakan usaha-usaha perbankan 15. Carrying out other banking activities in
lainnya sesuai dengan ketentuan hukum yang accordance with applicable legal provisions,
berlaku, baik di dalam maupun di luar negeri. both at home and abroad.

PROFIL PERUSAHAAN
COMPANY PROFILE
Produk dan Jasa Products and Services
Kegiatan usaha bank bjb meliputi berbagai produk Bank bjb business activities include various savings
simpanan, produk pinjaman, serta berbagai products, loan products, and various services
layanan yang dijelaskan sebagai berikut. which are described as follows.
CONSUMER BANKING
CONSUMER BANKING TABUNGAN SAVING
bjb Tandamata bjb Tandamata

Produk tabungan yang Is a savings product issued by the
diterbitkan oleh Perseroan dalam Company in order to reach small
rangka menjangkau golongan and medium class communities,
masyarakat kecil dan menengah, through relatively light initial
melalui setoran awal yang relatif deposits and included in the
ringan dan diikutsertakan dalam Company’s Lucky Draw. Free of
Undian Berhadiah Perseroan. cash withdrawal transactions at
Bebas biaya transaksi tarik tunai all bank bjb ATMs, ATM Bersama
di seluruh ATM bank bjb, ATM and Prima.
Bersama dan Prima.
bjb Tandamata Berjangka bjb Tandamata Berjangka

Tabungan perorangan dalam It is individual savings in rupiah
mata uang rupiah dengan jumlah currency with a monthly
setoran bulanan dan jangka deposit amount and a certain
waktu tertentu yang disertai period of time accompanied
dengan manfaat pertanggungan by the benefits of insurance
asuransi sesuai ketentuan coverage in accordance with
bank. Terdapat rekening bank regulations. There is a main
utama yang berlaku sebagai account that applies as a source of
rekening sumber dana untuk funds account for routine deposit
setoran rutin bjb Tandamata of Tandamata Futures bjb which
Berjangka yang dilakukan is done through an autodebet
melalui proses autodebet, process, the date of debiting
yang tanggal pendebetannya can be selected according to
dapat dipilih sesuai dengan the customer’s wishes. For
keinginan nasabah. Atas saldo the balance of bjb Tandamata
bjb Tandamata Berjangka tidak Berjangka, withdrawals and
dapat dilakukan pengambilan withdrawals cannot be carried
dan penarikan layaknya tabungan out like savings in general unless
pada umumnya kecuali berniat they intend to close the account.
menutup rekening tersebut. bjb Tandamata Berjangka will
bjb Tandamata Berjangka akan expire in the event that it has
berakhir dalam hal telah jatuh matured/has not made a deposit
tempo/tidak melakukan setoran for 3 consecutive months or at
selama 3 bulan berturut-turut the customer’s request.
atau atas permintaan nasabah.

2020 Annual Report
bjb Tandamata Bisnis bjb Tandamata Bisnis

Produk tabungan perorangan Is an individual savings product
yang diterbitkan oleh Perseroan issued by the Company with
dengan fasilitas dan informasi the facilities and information
yang dibutuhkan untuk needed to reach individual
menjangkau para pelaku usaha business customers with small
nasabah perorangan dengan and medium enterprises and
usaha kecil dan menengah serta to optimize customer business
Optimalisasi Dana Usaha Nasabah funds with several facilities
dengan beberapa fasilitas yang including higher interest rates
dimiliki diantaranya suku bunga compared to other savings
yang lebih tinggi dibandingkan products, autotransfer facilities
dengan produk tabungan lain, from a Business Record account
fasilitas autotransfer dari rekening to a Demand Deposit Account
Tandamata Bisnis ke Rekening owned by a customer.
Giro yang dimiliki oleh nasabah.
bjb Tandamata Gold bjb Tandamata Gold

Produk tabungan perorangan It is an individual savings product
yang diterbitkan Perseroan yang issued by the Company that
bertujuan untuk menjangkau aims to reach the upper middle
golongan masyarakat menengah class community with several
keatas dengan beberapa tambahan additional facilities owned
fasilitas yang dimiliki diantaranya including higher interest rates
suku bunga yang lebih tinggi compared to other savings
dibandingkan dengan produk products, followed by including
tabungan lain, diikutsertakan dalam in the Individual Lucky Draw,
Undian Berhadiah Perseorangan, insurance protection facilities for
fasilitas perlindungan asuransi customers who achieve certain
untuk nasabah yang mencapai balances.
saldo tertentu.
bjb Tandamata Purnabakti bjb Tandamata Purnabakti

Produk tabungan yang Is a savings product that is
diperuntukan bagi nasabah intended for pensioners in
pensiunan dalam mata uang rupiah that is used as a medium
rupiah yang dipergunakan of receipt for the payment
sebagai media penerimaan untuk of pension assets under
pembayaran pensiun kelolaan PT management of PT Taspen and
Taspen dan PT Asabri. Diberikan PT Asabri. Provided ATM card
fasilitasi kartu ATM sesuai dengan facilitation in accordance with
permohonan nasabah. the customer’s request.
bjb Tandamata Dollar bjb Tandamata Dollar

Produk tabungan valuta asing Is one of the foreign exchange
dari bank bjb tersedia dalam mata savings products from bank bjb
uang Dollar Amerika Serikat (USD) available in United States Dollar
dan Dollar Singapura (SGD). (USD) and Singapore Dollar
Diperuntukan bagi nasabah (SGD). Intended for individual,
perorangan, non perorangan nonindividual or joint account
maupun joint account. customers.

PROFIL PERUSAHAAN
COMPANY PROFILE
bjb Tandamata MyFirst bjb Tandamata MyFirst

Tabungan yang diperuntukan It is savings that are intended for
bagi nasabah perorangan individual customers aged 0-17
berusia 0-17 tahun dalam mata years in rupiah as a savings in
uang rupiah sebagai tabungan banking education from an early
edukasi perbankan sejak dini age for children to start learning
bagi anak untuk memulai belajar and cultivate savings. With
dan membudayakan menabung. several advantages such as free
Dengan beberapa keunggulan monthly administrationfees, free
seperti bebas biaya administrasi of charge for making Prime Cards
bulanan, Bebas biaya pembuatan and freecash withdrawals at all
Kartu Perdana dan Bebas biaya bank bjb ATMs, shared ATMs
tarik tunai di seluruh ATM bank and Prima ATMs throughout
bjb, ATM bersama dan ATM Indonesia.
Prima di seluruh Indonesia.
Simpeda Simpeda
Tabungan BPD seluruh Indonesia It is the saving of BPD
dalam mata uang Rupiah yang throughout Indonesia in Rupiah
diperuntukan bagi nasabah that is intended for individual/
perorangan/non perorangan nonindividual customers in their
dalam kebutuhan transaksi daily transaction needs. With
sehari-hari. Dengan beberapa several advantages, namely the
keunggulan yaitu Kemudahan ease of transactions through
transaksi melalui jaringan antar inter-BPD networks throughout
BPD se – Indonesia, setoran awal Indonesia, affordable initial
terjangkau, biaya administrasi deposits, light administration
ringan, suku bunga harian fees, competitive daily interest
kompetitif, dan bebas biaya rates, and free transaction fees
bertransaksi antar rekening di between accounts in all bank bjb
seluruh kantor cabang bank bjb branches in real time online.
secara real time online.
Tabungan bjb SimPel Tabungan bjb SimPel

Tabungan untuk siswa yang Savings for students that are
diterbitkan secara nasional published nationally by banks in
oleh bank-bank di Indonesia, Indonesia, with easy and simple
dengan persyaratan mudah requirements and attractive
dan sederhana serta fitur yang features, in the context of
menarik, dalam rangka edukasi financial education and inclusion
dan inklusi keuangan untuk to encourage a culture of saving.
mendorong budaya menabung.
bjb Tandamata SiMuda bjb Tandamata SiMuda

bjb Tandamata SiMuda bjb Tandamata SiMuda is a
merupakan tabungan yang di savings account that OJK
inisiasi OJK diperuntukan khusus initiates specifically for students
bagi mahasiswa dan pemuda bagi and youth for the 18-30 year
kelompok usia 18-30 tahun yang age group equipped with
dilengkapi dengan fitur asuransi. insurance features. With bjb

2020 Annual Report
Dengan bjb Tandamata SiMuda, Tandamata SiMuda, you are free

Anda Bebas menentukan tujuan to set investment goals such
investasi seperti pendidikan, as education, travel, worship,
Tandamata Untuk Negeri
wisata, ibadah, pensiun atau retirement or whatever your
apapun tujuan anda dengan destination is with a period
Tandamata Jangka waktu mulai dari 1 Tahun ranging from 1 year to 12 years
s/d 12 Tahun (kelipatan 12 Bulan). (multiples of 12 months).
bjb SiMuda Investasiku bjb SiMuda Investasiku

Yang Muda, Nabungnya di
Wujudkan keinginanmu di Make your wish in the future
Tabungan SiMuda
masa depan melalui bjb SiMuda through bjb SiMuda Investasiku.
Investasiku. Untuk kamu generasi For you millennial generation
milenial yang ingin mewujudkan who want to realize your future
keinginan masa depanmu, desires, there are several Money
terdapat beberapa produk Reksa Market Mutual Fund products
Dana Pasar Uang yang dapat that you can choose. Money
kamu pilih. Reksa Dana Pasar Market Mutual Funds are mutual
Uang adalah Reksa Dana yang funds that only invest in domestic
hanya melakukan investasi pada money market instruments and/
instrumen pasar uang dalam negeri or debt securities issued with a
Dengan dilengkapi fitur asuransi dan/atau efek bersifst utang yang period of less than 1 (one) year
diterbitkan dengan jangka waktu and/or the remaining maturity is
bank bjb terdaftar dan diawasi oleh Otoritas Jasa Keuangan
kurang dari 1 (satu) tahun dan/ less than 1 (one) year.
bank bjb merupakan peserta penjamin LPS bjb Call 14049 | www.bankbjb.co.id
atau sisa jatuh temponya kurang

dari 1 (satu) tahun.
TabunganKu TabunganKu
Tabungan dalam mata Savings are in rupiah currency
uang rupiah dengan tujuan with the aim of improving
meningkatkan kesejahteraan the welfare of the community
masyarakat melalui budaya through a culture of saving.
menabung. Diperuntukan Intended for individual customers
bagi nasabah perorangan dan and not permitted for business
tidak diperbolehkan untuk entities/legal entities or joint
Badan Usaha/Badan Hukum accounts. One customer only
maupun Joint Account. Satu has one TabunganKu account in
orang nasabah hanya memiliki one bank for the same product,
satu rekening TabunganKu di except for parents who open
satu bank untuk produk yang accounts for children who are still
sama, kecuali bagi orang tua under guardianship according
yang membuka rekening untuk to the relevant Family Card.
anak yang masih dibawah Provided ATM card facilitation
perwalian sesuai Kartu Keluarga for TabunganKu customers.
yang bersangkutan. Diberikan
fasilitasi Kartu ATM bagi nasabah
TabunganKu.

PROFIL PERUSAHAAN
COMPANY PROFILE
DEPOSITO DEPOSIT
bjb Deposito bjb Deposito

Investasi dana nasabah dengan Investing customer funds with
suku bunga bjb Deposito yang bjb rates Competitive deposits
kompetitif menjadikan investasi make your investment grow
Anda lebih cepat berkembang. faster.
bjb Deposito Berjangka bjb Deposito Berjangka

Simpanan berjangka pihak Is a third party time deposit,
ketiga baik perorangan maupun both individuals and non-
non perorangan dalam mata individuals in rupiah in the bank,
uang rupiah pada bank yang whose withdrawal can only be
penarikanya hanya dapat made at a certain time based
dilakukan pada waktu tertentu on the agreement between
berdasarkan perjanjian antara the depositor and the bank.
deposan dengan bank. Pencairan Disbursements made before
yang dilakukan sebelum maturity will be subject to
jatuh tempo akan dikenakan penalty fees in the form of not
biaya penalti berupa tidak paying current interest. The
dibayarkanya bunga berjalan. period of placement of bjb time
Jangka waktu penempatan bjb deposits is 1, 3, 6, 12, 24 months.
deposito berjangkaadalah 1, 3, There is an Automatic Roll Over
6, 12, 24 bulan. Terdapat fasilitas (ARO) facility, which is a system
Automatic Roll Over (ARO) yaitu extension on deposits that are
perpanjangan secara sistem pada due. The interest earned can be
deposito yang telah jatuh tempo. transferred to a bjb bank account
Bunga yang diperoleh dapat or transferred to another bank
dipindahbukukan ke rekening account.
bank bjb maupun di transfer ke
rekening bank lain.
bjb Deposito Suka-suka bjb Deposito Suka-suka

Simpanan berjangka pihak Is an individual third party time
ketiga perorangan dalam mata deposit in rupiah in a bank that
uang rupiah pada bank yang can be disbursed before maturity
dapat dicairkan sebelum jatuh without a penalty fee, intended
tempo tanpa dikenaka biaya for individual customers. Subject
penalti, diperuntukan bagi to bjb placement time the
nasabah perorangan. Jangka preferred deposit is 1, 3, 6, 12
waktu penempatan bjb deposito months. There is an Automatic
suka-suka adalah 1, 3, 6, 12 bulan. Roll Over (ARO) facility, which is
Terdapat fasilitas Automatic Roll a system extension on deposits
Over (ARO) yaitu perpanjangan that are due. The interest earned
secara sistem pada deposito can be transferred to a bjb bank
yang telah jatuh tempo. account or transferred to another
Bunga yang diperoleh dapat bank account.
dipindahbukukan ke rekening
bank bjb maupun di transfer ke
rekening bank lain.

2020 Annual Report
bjb Deposito Valas bjb Deposito Valas

Simpanan berjangka pihak Is a third party time deposit for
ketiga baik perorangan, non individuals, nonindividuals or joint
perorangan maupun joint accounts in foreign eyes (USD,
account dalam mata asing (USD, SGD, EUR, JPY) in banks that
SGD, EUR, JPY) pada bank can only be withdrawn at certain
yang penarikanya hanya dapat times based on agreements
dilakukan pada waktu tertentu between depositors and banks.
berdasarkan perjanjian antara The period of placement of bjb
deposan dengan bank. Jangka of foreign currency deposits
waktu penempatan bjb deposito is 1,3,6,12, month. If the cash is
berjangka adalah 1, 3, 6, 12 bulan. disbursed before maturity, there
Apabila dicairkan sebelum jatuh is no penalty fee, and the current
tempo tidak dikenakan biaya interest is not paid.
penalti, dan bunga berjalan tidak
dibayarkan.
bjb Deposito Diskonto bjb Deposito Diskonto

Simpanan berjangka atas nama Is a time deposit on behalf
nasabah dengan pembayaran of the customer with interest
bungan dibuka yang dikeluarkan payments opened issued by the
oleh bank yang bukti simpananya bank whose proof of deposit
tidak dapat diperjualbelikan. cannot be traded. Payment of
Pembayaran bunga deposito discounted time deposit interest
berjangka diskonto dilakukan is made when the customer
pada saat nasabah melakukan makes a deposit to the bank.
penyetoran ke bank. Jangka The term of the discounted time
waktu deposito berjangka deposit is 1,3,6,12 months.
diskonto adalah 1, 3, 6, 12 bulan.
GIRO CURRENT ACCOUNT
bjb Giro Perorangan bjb Giro Perorangan

Rekening transaksi dengan Cek Is a transaction account with
dan Bilyet Giro, transaksi bisnis Check and Bilyet Giro, your
Anda menjadi lebih mudah. business transactions are easier.
Kemudahan bertransaksi melalui Easy transaction via ATM.
ATM. Tersedia pilihan rekening A choice of joint account is
gabungan atau joint account. available.
bjb Giro Valas bjb Giro Valas

Rekening transaksi dengan Cek Is a transaction account with
dan Bilyet Giro dengan beberapa Checks and Bilyet Giro with
pilihan mata uang asing (USD, several choices of foreign
SGD, CNY, EUR, JPY, AUD), currencies (USD, SGD, CNY,
transaksi bisnis Anda menjadi EUR, JPY, AUD), your business
lebih mudah. transactions become easier.

PROFIL PERUSAHAAN
COMPANY PROFILE
KREDIT LOANS
bjb Kredit Guna Bhakti bjb Kredit Guna Bhakti

Pembiayaan dengan tujuan Is financing with a multipurpose
multiguna yang diberikan purpose given by bank bjb to the
oleh bank bjb kepada debitur fixed income debtor whose salary
berpenghasilan tetap yang is channeled through the bank
gajinya disalurkan melalui bjb or the Company where the
bank bjb atau perusahaan debtor works has a cooperation
tempat debitur bekerja agreement with the bank where
memiliki perjanjian kerjasama the source of the return comes
dengan bank dimana sumber from the debtor’s salary. bjb KPR
pengembaliannya berasal dari gaji Is a consumptive credit facility
debitur. bjb KPR Adalah fasilitas that is given by bank bjb to
kredit konsumtif yang diberikan prospective Debtor individuals
bank bjb kepada Calon Debitur to buy or own a Property
perorangan untuk membeli (Tread House/Apartment/Shop
atau memilki Properti (Rumah House/Office House), both
Tapak/Apartemen/Rumah Toko/ new (Primary) purchases from
Rumah Kantor), baik pembelian the Company Developer and
baru (Primary) dari Pengembang Secondary purchases from non
Perusahaan maupun pembelian Developers Housing.
bekas (Secondary) dari non
Pengembang Perumahan.
bjb Kredit Pra Purna Bhakti bjb Kredit Pra Purna Bhakti
(KPPB) (KPPB)
multiguna yang diberikan oleh purpose that is given by the
bank bjb kepada Aparatur bank bjb to the State Civil
Sipil Negera (ASN) yang akan Service (ASN) which will enter
memasuki masa pensiun. Dimana retirement. Where the maximum
maksimal sisa masa dinas debitur remaining tenure of the debtor
yang dapat menerima kredit who can receive credit is 5 years.
adalah 5 tahun.
bjb Kredit Purna Bhakti (KPB) bjb Kredit Purna Bhakti (KPB)
Adalah pembiayaan dengan Is a multi purpose multipurpose
tujuan multiguna yang diberikan financing provided by bank bjb
oleh bank bjb kepada debitur to its own retired debtors and
pensiunan sendiri dan pensiunan retired widows/widowers where
janda/duda dimana manfaat the debtor’s pension benefits will
pensiun debitur dipastikan akan certainly or have been channeled
atau telah disalurkan melalui through bank bjb.
bank bjb.

2020 Annual Report
bjb Back to Back Loan bjb Back to Back Loan

multiguna yang diberikan purpose that is given by bank bjb
oleh bank bjb kepada debitur to individual debtors with collateral
perorangan dengan jaminan in the form of Cash Collateral
berupa Agunan Kas (Giro/ (Giro/ Savings/Deposits).
Tabungan/Deposito).
bjb Kredit Cash Collateral bjb Kredit Cash Collateral

Fasilitas kredit bagi perorangan Credit facilities for individuals
yang disediakan oleh Bank provided by the Bank to debtors
kepada debitur dengan agunan with collateral in the form of
berupa simpanan di Bank. deposits at the Bank.
bjb KPR bjb KPR

Nikmati beragam tujuan fasilitas Enjoy a variety of facility
kredit dari bjb KPR : purposes credit from bjb KPR:
1. Pembelian Rumah 1. Home Purchase
Miliki Properti/Properti usaha Own property/business
idaman berupa rumah tapak, property dream of a tread
apartemen, ruko, rukan dan house, apartments, shop
lainnya baik baru (primary) houses, offices and other
maupun bekas (secondary) good new (primary house) or
dari Pengembang atau secondhand (secondary house)
Perorangan. from Developer or Individual.
2. Multiguna 2. Multipurpose
Ingin renovasi rumah? Atau Want a home renovation?
butuh dana tunai untuk Or need cash for other
keperluan konsumtif lainnya? consumptive needs? Fulfill
Penuhi segera berbagai variety immediately your
kebutuhan anda dengan bjb needs with bjb KPR.
KPR.
3. Take Over XTRA 3. Take Over XTRA
Pindahkan segera KPR anda Move your mortgage
dan dapatkan Dana Tunai immediately and get cash
untuk kebutuhan konsumtif funds for consumptive needs
lainnya. other.
4. Membangun 4. Building
Punya tanah tapi dana Have own land but funds
terbatas? bjb KPR solusi tepat limited? bjb KPR the right
dan cepat untuk membangun solution and fast to build your
rumah impian anda. dream home.
5. Top UP 5. Top UP
Top Up KPR Anda Sekarang Top Up Your KPR Now ! Get
Juga! Dapatkan dana tunai cash with a fast process and
dengan proses cepat dan easy only in bjb KPR.
mudah hanya di bjb KPR.

PROFIL PERUSAHAAN
COMPANY PROFILE
bjb KPR Flexi bjb KPR Flexi

Khusus buat anda yang Especially for those of you
membutuhkan fleksibilitas dalam requires deep flexibility financial
perencanaan keuangan, dengan planning, with bjb KPR Flexi, just
bjb KPR Flexi cukup bayar pay only interest each month
bunganya saja setiap bulan and principal at the end of the
dan pokok pada akhir periode, period, enjoy the low amount of
nikmati rendahnya cicilan setiap each monthly installment month
bulan dengan jangka waktu by period up to 5 years.
hingga 5 tahun.
bjb KPR Sejahtera FLPP bjb KPR Sejahtera FLPP

Fasilitas kredit konsumtif yang Consumptive credit facilities
diberikan bank kepada calon provided by the bank to the
debitur perorangan berupa candidate individual debtor in
kredit pemilikan rumah sejahtera the form of prosperous home
tapak primary atau kredit ownership credit primary or
pemilikan rumah sejahtera susun credit footprint the ownership of
primary. FLPP adalah dukungan a prosperous apartment primary.
Fasilitas Likuiditas Pembiayaan FLPP is support Financing
Perumahan kepada MBR yang Liquidity Facility Housing to
pengelolaannya dilakukan the MBR, which managed and
oleh Kementerian Pekerjaan carried out by the Ministry
Umum dan Perumahan Rakyat of Works Public and Public
bekerjasama dengan Bank Housing in cooperation with the
Pelaksana. Implementing Bank.
bjb KPR Gaul bjb KPR Gaul Specially designed

Produk yang dirancang special products for you young
buat kamu anak Muda generasi generation Millennials with fixed
Millenial fix income yang ingin income, who want as soon as
sesegera mungkin memiliki possible have dream house for
rumah idaman untuk masa depan the bright future.
gemilang.
bjb KPR Lelang bjb KPR Lelang

Buat kamu para investor atau For you investors or prospective
calon debitur yang ingin memiliki debtors who wish to have
rumah idaman melalui Lelang dream house by auction either
baik dari bank bjb ataupun bank from bank bjb or others bank,
lain, nikmati pembiayaan KPR enjoy mortgage financing Low
Lelang dengan cicilan rendah installment auctions as well as
serta jangka waktu panjang long term for various properties/
untuk berbagai macam properti/ business properties in between
properti usaha diantaranya Landed Houses, Shop Houses,
Rumah Tapak, Rumah Toko, Toko, Shops, Office and others.
Kantor dan lainnya.

2020 Annual Report
PRODUK CONSUMER OTHER CONSUMER

BANKING LAINNYA BANKING PRODUCTS
Bancassurance Bancassurance
Produk-Produk Bancassurance Bancassurance Products
di bank bjb: at bank bjb:
1. SMiLe Optima Link 1. SMiLe Optima Link
2. SMiLe Link Plus 2. SMiLe Link Plus
3. SMiLe Link Investa 3. SMiLe Link Investa
4. SMiLe Kids Insurance 4. SMiLe Kids Insurance
5. SMiLe Life Care Plus 5. SMiLe Life Care Plus
6. BRI life 6. BRI life
Reksa Dana Reksa Dana

Merupakan wadah untuk It is a place to raise funds from
menghimpun dana dari investors who are then reinvested
masyarakat pemodal yang into the securities portfolio by
selanjutnya diinvestasikan the Investment Manager.
kembali ke dalam portofolio efek
oleh Manajer Investasi.
Produk-Produk Reksa Dana di Mutual Fund Products at bank

bank bjb bjb
1. Reksa Dana dari PT Trimegah 1. Mutual Funds from PT
Asset Management Trimegah Asset Management
a. Reksa Dana Trim Kas 2 a. Cash Trim Mutual Funds 2
b. Reksa Dana Trim Syariah b. Balanced Sharia Trim
Berimbang Mutual Funds
c. Reksa Dana Trim c. Combination Trim Mutual
Kombinasi 2 Funds 2
d. Reksa Dana Trim Syariah d. Equity Sharia Trim Mutual
Saham Fund
e. Reksa Dana Trim Kapital e. Trim Kapital Plus Mutual
Plus Fund
2. Reksa Dana dari 2. Mutual Funds from
PT Bahana TCW Investment PT Bahana TCW Investment
Management Management
a. Reksa Dana Bahana Dana a. Bahana Fund Infrastructure
Infrastruktur Mutual Funds
b. Reksa Dana Bahana Dana b. Bahana Funds Prima
Ekuitas Prim Equity Funds
3. Reksa Dana dari PT Danareksa 3. Mutual Funds from
Investment Management PT Danareksa Investment
Management
a. Danareksa Seruni Pasar a. Danareksa Seruni Money
Uang II, Market II,
b. Danareksa Anggrek b. Danareksa Orchid Flexible
Fleksibel
c. Danareksa Mawar c. Danareksa Mawar
d. Danareksa Indeks Syariah d. Danareksa Sharia Index

PROFIL PERUSAHAAN
COMPANY PROFILE
4. Reksa Dana dari 4. Mutual Funds from

PT Syailendra Capital PT Syailendra Capital
a. Syailendra Equity a. Syailendra Equity
Opportunity Fund Opportunity Fund
b. Syailendra Balanced b. Syailendra Balanced
Opportunity Fund Opportunity Fund
5. Reksa Dana dari PT 5. Mutual Funds from
Sucorinvest Asset PT Sucorinvest Asset
a. Reksa Dana Sucorinvest a. Mutual Fund Sucorinvest
Money Market Fund Money Market Fund
b. Reksa Dana Sucorinvest b. Mutual Fund Sucorinvest
Flexi Fund Flexi Fund
c. Reksa Dana Sucorinvest c. Mutual Fund Sucorinvest
Equity Fund Equity Fund
d. Reksa Dana Sucorinvest d. Mutual Fund Sucorinvest
Sharia Equity Fund Sharia Equity Fund
6. PT Sinarmas Asset 6. PT Sinarmas Asset
a. Reksa Dana Danamas Stabil a. Mutual Fund Stable
Danamas
b. Reksa Dana Danamas b. Mutual Fund Danamas
Dollar Dollar
c. Reksa Dana Simas Satu c. Mutual Fund Simas Satu
Prima Prima
d. Reksa Dana Simas Saham d. Mutual Fund Equas Simas
Unggulan Superior Stock
7. Reksa Dana dari PT BNI 7. Mutual Funds from PT BNI
Asset Management Asset Management
a. Reksa Dana BNI-AM Dana a. BNI-AM Dana Mutual
Likuid Funds Liquid
Dana Pensiun Lembaga Dana Pensiun Lembaga

Keuangan (DPLK) Keuangan (DPLK)
Simpanan bagi Pensiunan yang Is a deposit for retirees who can
dapat memberikan kesinambung- provide continuity of income for
an penghasilan bagi peserta participants and their families.
dan keluarganya. Dengan iuran With affordable and flexible
terjangkau dan fleksibel. Iuran contributions. Participant
Peserta diinvestasikan dalam contributions are invested in
instrument investasi yang aman safe and profitable investment
dan menguntungkan. instruments.
bjb BiSA bjb BiSA

Perluasan layanan bank bjb, It is an expansion of bank
dimana bank bjb menjalin bjb services, where bank bjb
kerjasama dengan nasabah bank cooperates with bank bjb
bjb sebagai Agen yang dapat customers as agents who can
melayani transaksi perbankan serve banking transactions for

2020 Annual Report
bagi masyarakat secara real time the public in real time online
online menggunakan fitur bjb using the bjb EDC feature with
EDC dengan konsep sharing fee. the concept of sharing fees.
bjb Wealth Management bjb Wealth Management

Layanan bank bjb dalam bank bjb services in providing
menyediakan produk asuransi insurance products that provide
yang memberikan perlindungan protection and investment
dan produk investasi untuk products to meet customers’
memenuhi kebutuhan finansial long-term financial needs.
jangka panjang nasabah.
MICRO AND SMALL MICRO AND SMALL

BUSINESS BUSINESS
bjb Kredit Mikro Utama bjb Kredit Mikro Utama

Fasilitas Kredit dari bjb sahabat Credit facilities from bjb best
usaha Layanan UMKM, yang friend of MSME services business,
dapat dinikmati oleh para pelaku which can be enjoyed by individual
usaha perorangan dalam sektor business actors in productive
ekonomi produktif yang masuk economic sectors that fall into
kategori Usaha Mikro Kecil dan the category of Micro, Small
Menengah seperti pengusaha and Medium Enterprises such
kecil, pedagang, wirausaha, as small entrepreneurs, traders,
wiraswasta produktif (khusus entrepreneurs, productive
perorangan) yang saat ini aktif entrepreneurs (especially
menjalankan usahanya minimal 2 individuals) who are currently
(dua) tahun. actively running their businesses
minimum of two years.
Kredit Usaha Kecil Menengah Kredit Usaha Kecil Menengah

(UKM) (UKM)
Calon nasabah yang dapat Prospective customers who can
menikmati fasilitas Kredit Usaha enjoy the Small and Medium
Kecil Menengah dari bjb sahabat Business Credit facility from the
usaha Layanan UMKM, adalah bjb best friend of the MSME
para pelaku usaha perorangan Services business, are individual
(termasuk PD/UD) dan Badan business actors (including PD/
Usaha (PT, CV) dalam sektor UD) and Business Entities (PT,
ekonomi produktif yang masuk CV) in productive economic
kategori Usaha Kecil dan sectors that are categorized as
Menengah seperti pengusaha Small and Medium Enterprises
kecil, pedagang, wirausaha, such as small entrepreneurs,
wiraswasta produktif (khusus traders, entrepreneurs,
perorangan) yang saat ini aktif productive entrepreneurs
menjalankan usahanya minimal 3 (especially individuals) who are
(tiga) tahun. currently actively running their
businesses for at least 3 (three)
years.

PROFIL PERUSAHAAN
COMPANY PROFILE
bjb Skema Subsidi Resi Gudang bjb Skema Subsidi Resi Gudang
(SSRG) (SSRG)
Kredit yang mendapatkan Is a credit that receives a interest
Subsidi Bunga dari Pemerintah Subsidy from the Government
dengan jaminan Resi Gudang guaranteed by a Warehouse
yang diberikan oleh Bank Receipt provided by the Bank to
kepada Petani, Kelompok Tani, Farmers, Farmer Groups, Joint
Gabungan Kelompok Tani dan Farmers and Cooperative Groups.
Koperasi. Resi Gudang adalah Warehouse Receipt is a document
dokumen bukti kepemilikan atas of proof of ownership of goods
barang yang disimpan di Gudang stored in the Warehouse issued
yang diterbitkan oleh Pengelola by the Warehouse Manager.
Gudang.
Kredit Usaha Rakyat (KUR) Kredit Usaha Rakyat (KUR)

Calon nasabah yang dapat Prospective customers who can
menikmati fasilitas Kredit enjoy the People’s Business Credit
Usaha Rakyat dari bjb sahabat facility from bjb, MSME Services
usaha Layanan UMKM adalah are individual or productive
segmen pasar kredit Perorangan business credit market segments
atau Badan Usaha produktif in the form of micro, small and
berupa usaha mikro, kecil dan medium enterprises including the
menengah meliputi sektor agricultural sector (food crops,
pertanian (tanaman pangan, horticulture plants, plantation
tanaman holtikultura, tanaman crops, livestock) and the marine
perkebunan, peternakan) sector and fisheries to finance
serta sektor kelautan dan businesses in the field of fishing,
perikanan untuk membiayai fish farming, processing and
usaha di bidang penangkapan marketing of fish products, with
ikan, pembudidayaan ikan, businesses running for at least 6
pengolahan dan pemasaran hasil (six) months.
ikan, dengan usaha telah berjalan
minimal 6 (enam) bulan.
Kredit bjb Mesra Kredit bjb Mesra

Kredit bjb Mesra adalah Credit bjb Mesra is business
program pinjaman modal usaha capital loan program with
dengan plafond maksimal Rp. a maximum plafond of Rp.
5.000.000,- (lima juta rupiah) 5,000,000, - (five million rupiah)
bagi masyarakat kecil yang for community members who
belum bankable. are not bankable yet.
Pemberdayaan Masyarakat Pemberdayaan Masyarakat

Ekonomi Terpadu (PESAT) Ekonomi Terpadu (PESAT)
PESAT adalah layanan yang PESAT is a service offered by
ditawarkan oleh Divisi Kredit the Micro, Small and Medium
UMKM yang terdiri dari 3 Pilar Enterprise Credit Division which
yaitu; Pilar pertama Pesat consists of 3 pillars, namely;
Kapasitas Usaha, Pilar kedua First Pillar the Rapid Business

2020 Annual Report
Pesat Wirausaha Baru dan Pilar Capacity, The second pillar of

Ketiga Pesat Sehat dan Produktif. Entrepreneurship Fast New and
Layanan PESAT terhadap debitur, the Third Pillar of Rapid Health
nasabah dan masyarakat pelaku and Productive. PESAT service
UMKM. to debtors, customers and the
community of Micro, Small and
Medium Enterprises Credit.
COMMERCIAL BANKING
DEPOSITO DEPOSIT
COMMERCIAL BANKING
bjb Deposito Korporasi bjb Deposito Korporasi

Simpanan berjangka dalam Is a time deposit in Rupiah for
mata uang Rupiah bagi a safe Company, with attractive
Perusahaan yang aman, dengan interest rates, and various other
bunga menarik, dan beragam benefits.
keuntungan lainnya.
bjb Deposito Korporasi Valas bjb Deposito Korporasi Valas

Deposito berjangka dalam mata It is a safe foreign currency
uang asing (Valuta Asing) yang (foreign exchange) futures, with
aman, dengan bunga menarik, attractive interest rates, and
dan beragam keuntungan various other benefits. With a
lainnya. Dengan pilihan mata choice of USD, SGD, EUR, JPY.
uang USD, SGD, EUR, JPY.
GIRO CURRENT ACCOUNT
bjb Giro Korporasi bjb Giro Korporasi

Giro bank bjb dengan mata Is a bank bjb account with a
uang rupiah yang memberikan rupiah currency that provides
keuntungan dan keleluasaan benefits and flexibility for you as
bagi anda sebagai pengusaha an entrepreneur and personally
maupun pribadi dalam melakukan in conducting business
transaksi bisnis. transactions.
bjb Giro Korporasi Valas bjb Foreign Currency

Corporation Current Account
Giro bank bjb dengan mata Is a bank bjb account with foreign
uang asing yang memberikan currency that provides benefits
keuntungan dan keleluasaan and flexibility for you as an
bagi anda sebagai pengusaha entrepreneur and personally in
maupun pribadi dalam melakukan conducting business transaction.
transaksi bisnis.

PROFIL PERUSAHAAN
COMPANY PROFILE
KREDIT LOANS
bjb Infrastruktur Daerah bjb Infrastruktur Daerah

(INDAH) (INDAH)
Merupakan fasilitas kredit bagi Is a credit facility for Local
Pemerintah Daerah maupun Government as well Private
Swasta yang berperan aktif sector who plays an active role
mendukung percepatan program supports program acceleration
pembangunan Pemerintah Government development Area
Daerah serta ditujukan untuk as well as intended for fund
mendanai kegiatan proyek-proyek project activities infrastructure
infrastruktur serta pengadaan and procurement Government
barang dan jasa Pemerintah goods and services Areas that
Daerah yang dapat memberikan can deliver economic and social
manfaat ekonomi dan sosial bagi benefits for Public.
masyarakat.
Pinjaman Daerah Pinjaman Daerah

Fasilitas kredit yang diberikan Is a credit facility given to the
kepada Pemerintah Daerah Regional Government to cover
untuk menutup defisit Anggaran the Regional Budget (APBD)
Pendapatan dan Belanja Daerah deficit, financing expenditure
(APBD), pengeluaran pembiayaan and/or lack of cash flow.
dan/atau kekurangan arus kas.
bjb Kredit Investasi Umum bjb General Investment Credit

Kredit yang bertujuan untuk Is a credit that aims to finance
membiayai aktiva tetap, dalam fixed assets, in the context of
rangka rehabilitasi, modernisasi, rehabilitation, modernization,
ekspansi, relokasi proyek, project expansion, project relocation,
financing dan refinancing. Plafond project financing and refinancing.
maksimum yang dapat diberikan The maximum ceiling that can be
adalah sesuai dengan kebutuhan given is in accordance with the
dengan tetap memperhatikan needs while taking into account
ketentuan yang berlaku mengenai the applicable provisions
Batas Maksimum Pemberian regarding the Legal Lending
Kredit (BMPK). Limit (LLL)
bjb Kredit Modal Kerja bjb Kredit Modal Kerja

Fasilitas kredit untuk membiayai Is a credit facility to finance
aset lancar atau kegiatan current assets or Company
operasional perusahaan sesuai operational activities in
dengan karakter bisnis debit. accordance with the character of
Adapun jenis kredit modal kerja the debit business. The types of
yang diberikan oleh bank bjb working capital loans provided
adalah sebagai berikut: by bank bjb are as follows:
1. bjb Kredit Modal Kerja 1. bjb Working Capital Loan to
Kepada Pengembang Developers
Fasilitas kredit untuk memenuhi Credit facilities to meet
kebutuhan debitur yang me- the needs of debtors who

2020 Annual Report
miliki kegiatan usaha sebagai have business activities as

pengembang (developer) developers (developers) in
dalam melaksanakan kegiatan carrying out construction
konstruksi pengadaan activities for the procurement
bangunan dan/atau sarana dan of buildings and/ or facilities
prasarana untuk dijual. and infrastructure for sale.
2. bjb Kredit Modal Kerja 2. bjb Construction Working
Konstruksi Capital Loan
Fasilitas kredit untuk Credit facilities to finance
membiayai kebutuhan working capital requirements
modal kerja kontraktor of contractors who obtain
yang memperoleh kontrak contracts for the procurement
pengadaan barang/jasa dalam of goods/services in the
rangka pelaksanaan pekerjaan context of carrying out
konstruksi, jasa konsultasi atau construction work, consulting
jasa lainnya. services or other services.
3. bjb Kredit Modal Kerja Kepada 3. bjb Working Capital Loan to
Lembaga Pembiayaan Financing Institutions
Fasilitas kredit untuk Credit facilities to finance
membiayai kebutuhan modal working capital requirements
kerja Perusahaan Pembiayaan, of Financing Companies,
Perusahaan Modal Ventura Venture Capital Companies
dan Perusahaan Pembiayaan and Infrastructure Financing
Infrastruktur. Companies.
4. bjb Kredit Modal Kerja Resi 4. bjb Warehouse Receipt
Gudang Working Capital Loan
Fasilitas kredit untuk Credit facility for meeting
pemenuhan kebutuhan modal working capital needs
kerja usaha perdagangan of commodity trading
komoditas yang penarikannya businesses whose
didasarkan pada Resi Gudang withdrawals are based on
yang diterbitkan oleh Warehouse Receipts issued
pengelola gudang. by warehouse managers.
bjb Kredit Kepada BPR bjb Kredit Kepada BPR

Penyaluran kredit melalui linkage Lending through a linkage
program kepada Bank Perkreditan program to Bank Perkreditan
Rakyat sebagai salah satu bentuk Rakyat is a form of concrete
dukungan konkret bank bjb dalam support for bank bjb in
mendukung penyaluran kredit supporting lending to productive
kepada sektor-sektor produktif sectors through a partnership
melalui kerjasama kemitraan between bank bjb and Bank
antara bank bjb dengan Bank Perkreditan Rakyat.
Perkreditan Rakyat.
bjb Kredit Kepada Koperasi bjb Kredit Kepada Koperasi

Penyaluran kredit melalui linkage Is the distribution of credit
program kepada Koperasi through a linkage program to
(Koperasi Simpan Pinjam dan Cooperatives (Savings and Loan
Koperasi Pegawai/Karyawan). Cooperatives and Employee/
Adapun Jenis dan Tujuan Employee Cooperatives). The

PROFIL PERUSAHAAN
COMPANY PROFILE
Penggunaan Kredit adalah Types and Objectives of Using

sebagai berikut: Credit are as follows:
1. Koperasi Simpan Pinjam 1. Savings and Loan Cooperatives
(KSP) yang ditujukan untuk (KSP) aimed at financing the
membiayai usaha simpan Cooperative savings and loan
pinjam Koperasi. business.
2. Koperasi Karyawan yang 2. Employee Cooperatives
ditujukan untuk membiayai intended to finance the
usaha Koperasi dalam bentuk Cooperative business in the
Koperasi Karyawan/Pegawai form of Employee/ Employee
yang membawahi suatu Cooperatives in charge of a
instansi atau perusahaan particular agency or Company.
tertentu.
bjb Kredit Ketahanan Pangan bjb Kredit Ketahanan Pangan

dan Energi (KKPE) dan Energi (KKPE)
Kredit investasi dan/atau modal Investment and / or capital credit
kerja yang diberikan dalam work given in order to support
rangka mendukung pelaksanaan implementation Food Security
Program Ketahanan Pangan Program and the Development
dan Program Pengembangan Program Raw Material Plant Burn
Tanaman Bahan Bahu Bahan Vegetable. The Purpose of Credit
Bakar Nabati. Sasaran dari Kredit These include farmers, breeders,
ini antara lain Petani, Peternak, Planters, Fishermen, Cultivators
Pekebun, Nelayan, Pembudidaya fish incorporated in a farmer
ikan yang tergabung dalam suatu groups and/or cooperatives, and
kelompok tani dan atau koperasi, the cooperative that runs in the
dan Koperasi yang bergerak field of food procurement.
dalam bidang pengadaan pangan.
bjb Supply Chain Financing bjb Supply Chain Financing

Fasilitas kredit yang disediakan Is a credit facility provided by the
oleh bank untuk membayar bank to pay bills
tagihan para Supplier. for suppliers.
bjb Lending Working Capital bjb Lending Working Capital

Fasilitas kredit yang Is a credit facility used to pay the
dipergunakan untuk membayar debtor’s electricity bill to PT PLN
tagihan listrik debitur kepada PT (Persero).
PLN (Persero).
bjb Kredit Jangka Pendek bjb Kredit Jangka Pendek

Fasilitas kredit berjangka waktu Is a short-term credit facility with
pendek dengan media penarikan withdrawal mediain the form of
berupa promes (janji bayar). promissory notes (promises to pay)
bjb Kredit Cash Collateral bjb Cash Collateral Credit

Fasilitas kredit bagi korporasi Corporate credit facilities
yang disediakan oleh Bank provided by the Bank to debtors
kepada debitur dengan agunan with collateral in the form of
berupa simpanan di Bank. deposits in the Bank.

2020 Annual Report
bjb Kredit Kepada Badan Layanan bjb Kredit Kepada Badan

Umum Daerah Layanan Umum Daerah
Fasilitas kredit untuk membiayai Is a credit facility to finance
kebutuhan modal kerja dan/atau working capital needs and/or
investasi BLUD dalam melaksana- BLUD investments in carrying
kan kegiatan operasional dan/ out operational activities and/
atau pengadaan barang dan/ or procurement of goods and/or
atau jasa. services.
PRODUK COMMERCIAL OTHER COMMERCIAL

BANKING LAINNYA BANKING PRODUCTS
bjb Garansi Bank bjb Garansi Bank

Jaminan yang diterbitkan oleh Is a guarantee issued by the
Bank untuk membayar kepada Bank to pay to the Recipient of
Penerima Jaminan apabila Guarantee if the guarantee is
Terjamin cidera janji. Dengan guaranteed. With the product
fitur produk yang diberikan features provided, the Bank
berupan Garansi Bank dalam Guarantee is in rupiah and
mata uang rupiah maupun valuta foreign currency, a maximum
asing, jangka waktu maksimum 3 period of 3 (three) years and a
(tiga) tahun dan Jaminan berupa guarantee in the form of cash
cash collateral, Kontra Garansi collateral, Counter Guarantee or
atau Fasilitas Kredit. Jenis-jenis Credit Facility The types of Bank
Garansi Bank yang disediakan Guarantees provided by bank
oleh bank bjb adalah sebagai bjb are as follows:
berikut:
• Garansi Bank Penawaran • Bank Guarantee
• Garansi Bank Pelaksanaan • Implementation Bank
Guarantee
• Garansi Bank Uang Muka Proyek • Bank Project Advance
Guarantee
• Garansi Bank Pemeliharaan • Maintenance Bank Guarantee
• Garansi Bank Pembayaran • Payment Bank Guarantee
• Garansi Bank Transaksi Per- • General Trading Transaction
dagangan Umum Bank Guarantee
• Garansi Bank Sanggahan • Disclaimer Bank Guarantee
Banding
Dukungan Keuangan Bank Dukungan Keuangan Bank

Surat Dukungan Keuangan Is a Letter of Bank Financial
Bank diberikan kepada nasabah Support given to customers who
yang akan mengikuti proses will participate in the auction
pelelangan suatu proyek dari process of a project from the
penyelenggara proyek instansi organizer of a government or
pemerintah ataupun swasta. private institution.

PROFIL PERUSAHAAN
COMPANY PROFILE
TREASURY Sejalan dengan Visi, Treasury In line with the Vision, Treasury
TREASURY sebagai pilar pertumbuhan laba as a pillar of bank bjb profit
bank bjb dengan dukungan growth with the support
tenaga profesional dan handal, of professional and reliable
senantiasa terus meningkatkan personnel, continues to increase
aktivitas bisnis treasury dalam treasury business activities in
rangka optimalisasi likuiditas order to optimize liquidity and
dan peningkatan pendapatan increase bank revenue. Bank
bank. Treasury bank bjb dikelola bjb treasury is professionally
secara profesional oleh tenaga- managed by reliable personnel.
tenaga yang handal. Aktivitas Business activities oriented to
bisnis yang berorientasi pada plain vanilla products (basic
plain vanilla product (produk products) also strengthen the
dasar) turut memperkuat struktur exposure management structure
pengelolaan eksposur yang of bank bjb. bank bjb continues
dimiliki oleh bank bjb. bank bjb to develop its business including
terus mengembangkan bisnisnya business development in the
termasuk pengembangan bisnis treasury sector in managing
pada bidang treasury dalam and optimizing assets and
pengelolaan dan optimalisasi profits from trading activities,
aset serta keuntungan dari and with an integrated business
aktivitas trading, dan dengan development strategy has
strategi pengembangan bisnis provided support for the
yang terpadu telah memberi- development of products that
kan dukungan terhadap pe- are safe and useful for customers.
ngembangan produk-produk
yang aman dan bermanfaat bagi
nasabah.
Money Market Money Market

Transaksi yang biasa dilakukan Is a transaction that is usually
pada pasar keuangan dimana done on financial markets
pemilik dana menempatkan where the owner of the funds
sejumlah dana dengan tingkat places a number of funds with
bunga yang telah disepakati an agreed interest rate and a
dan jangka waktu yang telah predetermined period of time to
ditentukan kepada pihak yang the party receiving the funds.
menerima dana.
Capital Market Capital Market

Transaksi jual-beli efek yang Are securities buying and
meliputi surat pengakuan selling transactions that include
hutang, surat berharga komersil, debt instruments, commercial
obligasi baik korporasi maupun securities, corporate and state
Negara. bonds.
ORI ORI
Obligasi Negara Ritel adalah Retail Government Bonds are
obligasi negara yang diterbitkan state bonds issued by the
oleh Pemerintah dengan Government with a high level
tingkat keamanan yang tinggi. of security. Retail Government

2020 Annual Report
Obligasi Negara Ritel dijual atau Bonds are sold or marketed

dipasarkan terutama kepada primarily to individuals or
perseorangan atau individu untuk individuals to participate directly
berpartisipasi secara langsung in the development of the
dalam pembangunan negara Indonesian state. Each Retail
Indonesia. Setiap pemegang Government Bond holder has
Obligasi Negara Ritel berhak the right to receive fixed income
mendapatkan pendapatan tetap through periodic coupons given
melalui kupon yang diberikan by Retail Government Bonds and
Obligasi Negara Ritel tersebut the principal value to be repaid
secara berkala serta nilai pokok at maturity.
yang akan dibayarkan kembali
pada saat jatuh tempo.
bjb Money Changer bjb Money Changer

Jasa pembelian dan penjualan Is a foreign exchange buying
Valuta Asing untuk mata uang and selling service for currencies
yang tersedia di bank bjb. available at bank bjb. With
Dengan beberapa manfaat bagi several benefits for customers
nasabah seperti memberikan such as providing convenience
kemudahan bagi Nasabah dalam for the Customer in buying
jual beli valuta asing, menerima and selling foreign exchange,
berbagai kondisi banknotes accepting various conditions of
tanpa limitasi, nilai tukar yang unlimited banknotes, competitive
kompetitif dan tersedia dalam exchange rates and available in
berbagai jenis mata uang. various types of currencies.
Foreign Exchange Trading Foreign Exchange Trading

Transaksi jual-beli antara satu Is a sale and purchase transaction
mata uang tertentu dengan mata between one particular currency
uang lainnya dengan persyaratan and another with the conditions
yang ditetapkan pada transaksi set forth in the transaction
mencakup kedua jenis mata uang covering both types of currency
yang diperjual-belikan, jumlah, traded, amount, exchange rate/
kurs/nilai tukar, tanggal kontrak exchange rate, contract date
dan tanggal penyerahan. Dengan and delivery date. With traded
mata uang yang diperdagangkan currencies USD, EUR, GBP, AUD,
USD, EUR, GBP, AUD, JPY, SGD, JPY, SGD, HKD, SAR and CNY
HKD, SAR dan CNY.
Produk-produk yang ditawarkan The products offered by foreign

foreign exchange trading adalah: exchange trading are:
1. Transaksi dengan kontrak 1. Transactions with contracts
peyelesaian transaksi pada to settle transactions on the
hari yang sama (TOD). same day (TOD).
2. Transaksi dengan kontrak 2. Transactions with transaction
penyelesaian transaksi 1 (satu) settlement contracts 1 (one)
hari kerja (TOM). working day (TOM).
3. Transaksi dengan kontrak 3. Transactions with transaction
penyelesaian transaksi 2 (dua) settlement contracts 2 (two)
hari kerja (SPOT). working days (SPOT).

PROFIL PERUSAHAAN
COMPANY PROFILE
Hedging Instrument Hedging Instrument
Foreign Exchange Forward Foreign Exchange Forward

Merupakan transaksi jual/beli Is a sale/purchase transaction
suatu mata uang terhadap mata of a currency against other
uang lainnya dengan penyerahan currencies with the delivery
dana lebih dari 2 (dua) hari kerja of funds more than 2 (two)
dan nilai tukar yang ditentukan working days and the exchange
pada saat transaksi dilaksanakan. rate determined at the time the
transaction is carried out.
Foreign Exchange Swap Foreign Exchange Swap

Merupakan transaksi jual dan beli Is a sale and purchase transaction
atau beli dan jual suatu mata uang or buy and sell of a currency
terhadap mata uang yang lain against another currency that is
yang dilaksanakan dalam waktu carried out at the same time with
bersamaan dengan Nasabah the same customer, where the
yang sama, dimana tanggal transaction settlement date is
penyelesaian transaksinya different from the exchange rate
berbeda dengan kurs yang determined at the time of the
ditetapkan saat transaksi. transaction. The benefit of foreign
Manfaat foreign exchange swap exchange swaps is to secure
adalah untuk mengamankan foreign exchange positions
posisi valas dari pengaruh from the influence of exchange
pergerakan nilai tukar melalui rate movements through a
mekanisme matching cash flow matching cash flow mechanism
dan pengelolaan likuiditas dalam and managing liquidity in two
dua mata uang yang berbeda. different currencies.
Interest Rate Swap Interest Rate Swap

Interest Rate Swap (IRS) adalah Interest Rate Swap (IRS) is an
perjanjian antara dua belah pihak agreement between two parties
untuk mempertukarkan arus to exchange cash flows on the
kas pada tanggal-tanggal yang dates determined in the future
telah ditentukan di masa yang based on the number of principals
akan datang berdasarkan jumlah that have been determined and
principal yang telah ditentukan in the same currency with with
dan dalam mata uang yang sama. the following characteristics.
Cross Currency Swap Cross Currency Swap

Merupakan perjanjian antara Cross Currency Swap (CCS)
dua belah pihak untuk is an agreement between two
mempertukarkan arus kas pada parties to exchange cash flows
tanggal-tanggal yang telah on predetermined dates in the
ditentukan di masa yang akan future based on a predetermined
datang berdasarkan jumlah number of principals and in
principal yang telah ditentukan different currencies.
dan dalam mata uang yang
berbeda.

2020 Annual Report
Custody bank bjb Custody bank bjb

Jasa penitipan Efek dan Is safekeeping services for
surat berharga lainnya yang securities and other securities
berkaitan dengan Efek serta relating to securities and
jasa lain, termasuk menerima other services, including
dividen, bunga, dan hak-hak receiving dividends, interest,
lain, menyelesaikan transaksi and other rights, completing
Efek, dan sebagai wakil dari Securities transactions, and
pemegang rekening yang as representatives of account
menjadi nasabahnya. holders who are customers.
Layanan Kustodian bank bjb Layanan Kustodian bank bjb

• Safekeeping • Safekeeping
Layanan penitipan efek/ Safekeeping of securities/
surat berharga lainnya yang other securities transacted on
ditransaksikan di bursa efek the stock exchange or outside
maupun diluar bursa (over the stock exchange (over the
the counter) counter).
• Transaction handling • Transaction handling
Layanan penyelesaian Customer transaction
transaksi Nasabah pada settlement services on
efek/surat berharga yang securities/securities transact-
ditransaksikan di bursa ed on the stock exchange or
maupun diluar bursa (over over the counter (over the
the counter) counter)
• Corporate Action • Corporate Action
Layanan pengurusan hak Management of customer
nasabah terkait efek/surat rights related to securities/
berharga yang dimiliki securities held and stored at
dan disimpan pada Bank the Custodian Bank.
Kustodian
• Proxy • Proxy
Jasa yang mewakili Nasabah Services that represent
pemegang efek/surat customers of securities/
berharga baik saham maupun securities holders both in
obligasi dalam RUPS maupun stocks and bonds in the GMS
RUPO. or GMB.
• Report Services • Report Services
Jasa Informasi berupa laporan Information Services in the
bulanan Nasabah form of customer monthly
reports
Wali Amanat Wali Amanat

Layanan jasa yang diberikan Is a service provided to debt
kepada pemegang efek bersifat securities holders (investors)
utang (investor) untuk menjadi to become investors’
wakil investor dalam penerbitan representatives in the issuance
suatu efek bersifat utang, of a debt securities, bank bjb
bank bjb selaku Wali Amanat as Trustee participates in the
turut serta dalam proses process of issuing debt securities
penerbitan surat utang dan and monitors issuer’s obligations

PROFIL PERUSAHAAN
COMPANY PROFILE
memonitoring kewajiban emiten to the provisions in the trustee

terhadap ketentuan - ketentuan agreement to the debt is due.
yang ada dalam perjanjian
perwaliamanatan hingga surat
utang tersebut jatuh tempo.
INTERNATIONAL BANKING bjb Remittance bjb Remittance

INTERNATIONAL BANKING Jasa layanan kiriman uang Is a remittance service in foreign
(Remittance) dalam valuta exchange between banks in a
asing antar bank dalam suatu country or with banks in other
negara maupun dengan bank countries at the request and for
di negara lain atas permintaan the benefit of customers. With
dan untuk kepentingan nasabah. several advantages, namely
Dengan beberapa keunggulan Flexible, exchange rates and
yaitu Fleksibel, kurs dan biaya competitive costs, Fast and safe,
kompetitif, Cepat dan aman, One One day Service Settlement and
day Service Settlement serta serves many currencies served
melayani banyak mata uang by AUD, EUR, GBP, HKD, JPY,
yang dilayani AUD, EUR, GBP, SAR, SGD, USD, CNY.
HKD, JPY, SAR, SGD, USD, CNY.
bjb Forex dan Derivatif Line bjb Forex dan Derivatif Line
Fasilitas untuk melakukan Is a facility for conducting Foreign
transaksi Foreign Exchange (FX). Exchange (FX) transactions.
Dengan fitur produk berupa sifat With product features in the form
kredit yang Uncommitted dan of Uncommitted and Advised
Advised, fasilitas kredit diberikan credit properties, credit facilities
dalam mata uang USD (US are given in USD (US Dollar) and
Dollar) dan jangka waktu fasilitas the credit facility is a maximum
kredit maksimum 1 (satu) tahun. of 1 (one) year.
Surat Kredit Berdokumen Surat Kredit Berdokumen Dalam

Dalam Negeri (SKBDN) Negeri (SKBDN)
Jaminan kepada pihak pembeli It is a guarantee to the buyer
(applicant) bahwa pembayaran (applicant) that the payment will
hanya akan dilakukan setelah only be made after the document
dokumen yang dipresentasikan presented is in accordance with
sesuai dengan persyaratan yang the requirements agreed upon
disepakati oleh kedua belah pihak by both parties between the
antara penjual (beneficiary) dan seller (beneficiary) and the buyer
pembeli (applicant). Adapun (applicant). The funding facilities
fasilitas pendanaan atas SKBDN for SKBDN provided by bank bjb
yang disediakan oleh bank bjb include:
meliputi:
• Pre-Financing • Pre-Financing
• Post-Financing • Post-Financing

2020 Annual Report
Trade Finance and Services Trade Finance and Services

Layanan Trade Finance and Trade Finance and Services at
Services di bank bjb: bank bjb services:
1. Issue Letter of Credit 1. Issue Letter of Credit
Bank bjb memberikan solusi bank bjb provides solutions
transaksi bisnis dengan pihak for business transactions with
Pembeli di dalam negeri domestic Buyers through the
melalui penerbitan L/C (Letter issuance of L/C (Letter of
of Credit) yang memberikan Credit) that provides certainty
kepastian pembayaran of payment to sellers/
kepada Penjual/Eksportir exporters and provides
dan memberikan jaminan guarantees to importers
kepada Importir bahwa that payments will only be
pembayaran hanya akan made after the documents
dilakukan setelah dokumen presented are in accordance
yang dipresentasikan sesuai with L/C requirements (Letter
dengan persyaratan L/C of Credit).
(Letter of Credit).
2. Shipping Guarantee 2. Shipping Guarantee
Dalam hal barang telah tiba In the event that the goods
di pelabuhan tujuan namun have arrived at the destination
dokumen asli (Bill of Lading) port but the Bill of Lading has
belum diterima, bank bjb not been received, bank bjb
membantu Importir untuk assists the Importer to obtain
mendapatkan kuasa atas power over goods from the
barang dari perusahaan shipping Company by issuing
pelayaran dengan menerbit- a Shipping Guarantee on
kan Shipping Guarantee atas the basis of L/C (Letter of
dasar L/C (Letter of Credit) Credit) opened by bank bjb.
yang dibuka oleh bank bjb. On the basis of the Shipping
Atas dasar Shipping Guarantee Guarantee the Importer
tersebut Importir dapat can collect goods at the
melakukan pengambilan destination por.
barang di pelabuhan tujuan.
3. Financing Against Trust 3.
Financing Against Trust
Receipt (FATR) Receipt (FATR)
Adalah pembiayaan jangka It is short-term financing for
pendek bagi Applicant untuk Applicants to fulfill working
pemenuhan kebutuhan modal capital requirements and
kerja dan penyelesaian atas settle obligations to suppliers
kewajiban kepada supplier that fall due to L/C (Letter
yang jatuh waktu atas dasar of Credit) C or Collection.
L/C (Letter of Credit) C Financing will be provided on
atau Collection. Pembiayaan the basis of “trust” or Trust
akan diberikan atas dasar Receipt as a legal document.
“kepercayaan” atau Trust
Receipt sebagai dokumen legal.

PROFIL PERUSAHAAN
COMPANY PROFILE
4. Ekspor 4. Ekspor
a. Pre Shipment Financing a. Pre Shipment Financing
(Pre-SF) (Pre-SF)
bank bjb memberikan bank bjb provides a
solusi bagi eksportir yang solution for exporters
membutuhkan dana bagi who need funds for
pembiayaan perdagangan short-term trade finance
jangka pendek untuk me- to meet working capital
menuhi kebutuhan modal requirements (purchase of
kerja (pembelian bahan raw materials, production
baku, aktivitas produksi activities, etc.) before
dan lain-lain) sebelum pe- shipping goods related to
ngapalan barang yang ter- the export schedule and
kait dengan jadwal ekspor can be given either on the
dan dapat diberikan baik basis of L / C (Letter of
atas dasar L/C (Letter of Credit).
Credit).
b. Post Shipment Financing b. Post Shipment Financing
(Post-SF) (Post-SF)
bank bjb menyediakan Post bank bjb provides Post
Shipment Financing yang Shipment Financing which
merupakan pembiayaan is a competitive short-
perdagangan jangka term trade financing
pendek yang kompetitif aimed at exporters who
ditujukan bagi eksportir have shipped goods on
yang telah melakukan the basis of L/C (Letter of
pengapalan barang atas Credit).
dasar L/C (Letter of Credit).
5. Documentary Collection 5. Documentary Collection
Jasa lain yang ditawarkan Other services offered by
oleh bank bjb adalah bank bjb are providing
memberikan jasa penagihan export billing document
tagihan dokumen ekspor collection services for the
untuk kepentingan eksportir benefit of exporters who
yang memberikan jaminan provide guarantees to sellers/
kepada penjual/eksportir exporters to continue to
untuk tetap memiliki kuasa have power over goods/
atas barang/dokumen sampai documents until receipt of
diterima pembayaran atau payment or acceptance of the
akseptasi atas draft oleh draft by the importer through
importir melalui banknya. the bank.
6. Transferable L/C 6. Transferable L/C
bank bjb memfasilitasi bank bjb facilitates exporters
eksportir yang bertindak who act as intermediaries
sebagai perantara (1st (1st benficiary of L/C) to
benficiary dari L/C) untuk benefit through exchanging
mendapat keuntungan invoices on the basis of
melalui penukaran invoice Transferable L/C (Letter of

2020 Annual Report
atas dasar Transferable L/C Credit). Transferable L/C

(Letter of Credit). Transferable can be transferred from
L/C dapat ditransfer dari the first recipient to one or
penerima pertama kepada more second recipients (2nd
satu atau lebih penerima beneficiary). bank bjb will
kedua (2nd beneficiary). issue L/C for its Transferable
bank bjb akan melakukan L/C master.
penerbitan L/C atas master
Transferable L/C-nya.
7. Bill Collection Financing dan 7. Bill Collection Financing dan
Open Account Financing Open Account Financing
Pembiayaan yang dilakukan The financing carried out
oleh bank bjb kepada pihak by the bank bjb to the
Eksportir sehubungan dengan Exporter in connection
pelaksanaan perdagangan with the implementation of
internasional. international trade.
8. Risk Participation 8. Risk Participation
Transaksi penjualan/ Asset sales/purchase
pembelian asset atau tagihan transactions or bills between
antara Bank dengan Bank Banks and domestic and
Koresponden dalam dan foreign Correspondent Banks
luar negeri yang memenuhi that meet acceptances
kriteria akseptasi, dan salah criteria, and one party offers
satu pihak menawarkan (as a Giver) and the other
(sebagai Pemberi) dan party accepts an offer (as a
pihak lainnya menerima Participant) to participate in
tawaran (sebagai Peserta) taking risks. giver with certain
untuk berpastisipasi dalam obligor/collectible parties.
pengambil alihan risiko suatu
transaksi yang dilakukan oleh
pemberi dengan obligor/
pihak tertagih tertentu.
9. Forfaiting 9. Forfaiting
Merupakan pembelian tanpa It is a purchase without
hak regres kepada pemegang recourse to the previous
terdahulu dari suatu instrumen holder of a debt instrument in
utang dalam bentuk draft, the form of a draft, promissory
promisory notes, atau lainnya note, or other that will be due
yang akan jatuh tempo pada in the future based on the
masa mendatang berdasarkan trade in goods or services.
perdagangan barang atau jasa.

PROFIL PERUSAHAAN
COMPANY PROFILE
JASA LAYANAN
SERVICE Kartu ATM/Debit bank bjb Kartu ATM/Debit bank bjb
Kartu ATM/Debit Visa bank bjb ATM/Debit Card A bank bjb
dapat digunakan oleh nasabah visa can be used by bank bjb
bank bjb untuk bertransaksi di customers to transact on Visa
Jaringan Visa di seluruh dunia, Networks around the world, on
pada mesin Automated Teller Automated Teller Machine (ATM)
Machine (ATM) maupun pada machines or at merchants who
merchant yang menggunakan use Electronic Data Capture
mesin Electronic Data Capture (EDC) machines with Visa logo.
(EDC) berlogo Visa. Nasabah Customers can have an ATM/
dapat memiliki fasilitas Kartu Debit Card facility for bank
ATM/Debit Visa bank bjb setelah bjb Visa after having a savings
memiliki rekening-rekening account account and/or bank bjb
simpanan tabungan dan/atau account which is an individual
giro bank bjb yang merupakan deposit in Rupiah.
simpanan perorangan dalam
mata uang Rupiah.
E-CHANNEL E-CHANNEL
bjb Digi bjb Digi

Layanan e-channel dari bank bjb Is an internet banking and sms
untuk memberikan kemudahan banking service from bank bjb
transaksi kepada nasabah bank to provide easy transactions to
bjb dalam bertansaksi secara bank bjb customers in mobile
mobile (e-banking) secara real (e-banking) transactions in real
time dengan mudah, aman, time easily, safely, conveniently,
nyaman, kapan saja dan dimana anytime and anywhere. In
saja. Selain itu, layanan bjb Digi addition, bjb digi services have
memiliki menu dan fitur yang more interesting and interactive
lebih menarik dan interaktif, menus and features, making it
sehingga memudahkan nasabah easier for customers to transact:
dalam bertransaksi. Beberapa
fitur yang terdapat pada Layanan
bjb Digi, diantaranya:
1. Internet Banking - bjb NET 1. Internet Banking - bjb NET
Setiap nasabah yang Every customer who holds
menyimpan dana di bank funds in bank bjb and has
bjb serta mampunyai kartu a card that can be used to
yang dapat digunakan conduct banking transactions
untuk melakukan transaksi at a bank bjb ATM has
perbankan di ATM bank bjb the right to enjoy Internet
berhak untuk menikmati Banking facilities (“bjb NET”).
fasilitas Internet Banking (“bjb bank bjb Internet Banking
NET”). Internet Banking bank provides convenience so
bjb memberikan kemudahan that customers can make
sehingga nasabah dapat transactions bjb anytime and

2020 Annual Report
melakukan transaksi kapan anywhere the customer is

saja dan dimanapun nasabah located.
berada.
2. SMS Banking - bjb SMS 2. SMS Banking - bjb SMS
bjb SMS adalah layanan bjb SMS is a banking service
perbankan yang dapat that customers can use to
nasabah gunakan untuk transact banking via SMS on
bertransaksi perbankan mobile so that customers can
melalui SMS di ponsel make transactions anytime
sehingga nasabah dapat and anywhere the customer
melakukan transaksi kapan is located.
saja dan dimana pun nasabah
berada.
3. bjb Mobile 3. bjb Mobile
bjb mobile menyediakan bjb mobile provided a mobile
layanan bjb NET versi version of bjb NET service
mobile yang memberikan that provided convenience
kenyamanan dalam melakukan in making e-banking
transaksi e-banking secara transactions in real time
real time kapan dan dimana anytime and anywhere using
saja dengan menggunakan a smartphone for bank bjb
smartphone bagi nasabah customers.
bank bjb.
Selain itu, layanan bjb In addition, the bjb mobile

mobile merupakan evolusi service was a further
lebih lanjut dari bjb evolution of bjb SMS,
SMS, yang memberikan which gave customers the
nasabah kemudahan dalam convenience of making
melakukan bertransaksi transactions via cellphones
melalui HP dengan tanpa without having to memorize
harus menghapal kode-kode transaction codes in typing
transaksi dalam pengetikan SMS commands. bjb digi
perintah SMS. bjb digi wrapped bjb SMS commands
membungkus perintah- into more attractive and
perintah bjb SMS ke dalam interactive menu icons,
icon-icon menu yang lebih making transactions easier
menarik dan interaktif, for customers.
sehingga memudahkan
nasabah dalam bertransaksi.
4. bjb DigiCash 4. bjb DigiCash
Uang elektronik berbasis Server-based electronic
server yang memanfaatkan money that utilized mobile
teknologi berbasis mobile application-based technology
application yang dapat that could be used to perform
digunakan untuk melakukan various transactions through
berbagai transaksi melalui the Standard Indonesian
Quick Responde Code Quick Responde Code (QRIS).
Indonesia Standar (QRIS).

PROFIL PERUSAHAAN
COMPANY PROFILE
5. bjb IBC 5. bjb IBC

bjb Internet Banking bjb Corporate Internet
Corporate (bjb IBC) Banking (bjb IBC) was an
merupakan aplikasi internet internet banking application
banking untuk nasabah for institutional / corporate
institusi/korporasi dimana customers where customers
nasabah dapat secara could independently conduct
mandiri melakukan transaksi financial transactions anytime,
keuangan kapan saja dengan quickly, easily, precisely and
cepat, mudah, tepat dan safely.
tentunya aman.
bjb Credit Card bjb Credit Card

Kartu kredit yang dikeluarkan Is a credit card issued by a bank
oleh bank bjb dengan bekerjama bjb in cooperation with Bank
bersama Bank BNI (co-branding) BNI (co-branding) supported
yang didukung oleh VISA, by VISA, MasterCard and JCB.
MasterCard dan JCB. bjb credit bjb credit cards make it easy
card memberikan kemudahan for customers to transact, bank
bagi nasabah untuk bertransaksi, bjb-BNI credit card will get all
Pemegang kartu kredit bank the features and benefits of BNI
bjb-BNI akan mendapatkan regular credit cards and will get
seluruh fitur dan manfaat dari a discount program created
kartu kredit BNI regular dan akan exclusively only for bjb-BNI bank
mendapatkan program diskon credit card holders.
yang diciptakan eksklusif hanya
bagi pemilik kartu kredit bank
bjb-BNI.
bjb e-samsat bjb e-samsat

bank bjb bekerja sama dengan bank bjb cooperates with the
Tim Pembina Samsat Prov. Jawa Prov. Samsat Development Team
Barat, yaitu Kepolisian Daerah West Java, namely the West Java
Jawa Barat, Dinas Pendapatan Regional Police, the Regional
Daerah (Dispenda) Provinsi Revenue Service (Dispenda) of
Jawa Barat, dan PT Jasa Raharja West Java Province, and PT Jasa
(Persero) Cabang Jawa Barat Raharja (Persero) West Java
meluncurkan program layanan Branch launched an electronic
sistem administrasi manunggal one-stop administrative system
satu atap (Samsat) secara service program (Samsat)
elektronik atau e-Samsat Jabar. electronically or e-Samsat Jabar.
e-Samsat Jabar ini merupakan Jabar e-Samsat is an annual
layanan pembayaran Pajak Motor Vehicle Tax payment
Kendaraan Bermotor tahunan. service. This Jabar e-Samsat
Layanan pembayaran e-Samsat payment service is one of the
Jabar ini adalah salah satu best bank bjb services for its
layanan terbaik bank bjb bagi customers, especially in the
para nasabahnya, khususnya case of annual Motor Vehicle
dalam hal pembayaran Pajak Tax payments, now bank bjb
Kendaraan Bermotor tahunan customers do not need to wait
kini nasabah bank bjb tidak long to make Motor Vehicle Tax

2020 Annual Report
perlu mengantri lama untuk payments, because payments

melakukan pembayaran Pajak can be made at all bank bjb ATM
Kendaraan Bermotornya, karena machines spread throughout
pembayaran dapat dilakukan di Indonesia.
seluruh mesin ATM bank bjb yang
tersebar di seluruh Indonesia.
bjb t-samsat bjb t-samsat

bjb t-samsat adalah layanan bjb t-samsat is a service for
pembayaran pajak kendaraan payment of motor vehicle
bermotor (pajak PKB) dengan tax (PKB tax) by installments
cara mencicil melalui tabungan through savings with an
dengan mekanisme debet automatic debit mechanism at
otomatis pada saat jatuh tempo the time of payment due.
pembayaran pajak.
Laku Pandai bjb BiSA Laku Pandai bjb BiSA

bjb BiSA merupakan perluasan bjb BiSA is an expansion of
layanan bank bjb, dimana bank bank bjb services, where bank
bjb menjalin kerjasama dengan bjb cooperates with bank bjb
nasabah bank bjb sebagai Agen customers as agents who can
yang dapat melayani transaksi serve banking transactions for
perbankan bagi masyarakat the public in real time online
secara real time online using the bjb EDC feature with
menggunakan fitur bjb EDC the concept of sharing fees.
dengan konsep sharing fee.
bjb Digital Sistem Edukasi dan bjb Digital Sistem Edukasi dan
Transaksi (Di Sentra) Transaksi (Di Sentra)
Program Pemberdayaan UMKM Micro, Small and Medium
bank bjb akan mengkombinasikan Enterprise Empowerment
konsep pemberdayaan tatap Program bank bjb will combine
muka seperti kelas pelatihan, face-to-face emvpowerment
koseling usaha dan edukasi. concept advance like a training
Dengan Konsep pemberdayaan class, business counseling and
secara digital berbasis e-learning, education. With the concept of
kelas online, konsultasi usaha empowerment digitally based on
online dan fasilitasi webstore e-learning, online classes, business
bagi debitur UMKM. consulting online and webstore
facilitation for Micro, Small and
Medium Enterprises debtors.
bjb Cash Management Service bjb Cash Management Service

Solusi perbankan yang Is an integrated banking
terintegrasi dan dirancang untuk solution and is designed to help
membantu Nasabah mengatur customers manage cash flow
cash flow yang efektif dan efisien effectively and efficiently to
guna meningkatkan keuntungan increase Company profits. The
perusahaan. Fitur bjb Cash bjb Cash Management Service
Management Service adalah feature is as follows:
sebagai berikut:

PROFIL PERUSAHAAN
COMPANY PROFILE
1. bjb Account Service 1. bjb Account Service

Layanan perbankan elektronis Electronic banking services
yang memudahkan nasabah that make it easier for
dalam melakukan akses inquiry customers to access balance
saldo dan transaksi perbankan inquiry and other banking
lainnya secara Real Time on transactions in a real time on
Line berbasiskan web aplikasi line web-based application
dengan mengakses https:// by accessing https:// cms.
cms.bankbjb.co.id/login bankbjb.co.id/login.
2. bjb E-Tax 2. bjb E-Tax
Layanan Penerimaan Setoran The PBB-P2 Deposit and
PBB-P2 dan Pajak Daerah Other Regional Tax Receipt
Lainnya (bjb E-TAX) adalah Service (bjb E-TAX) is a
Layanan Pembayaran Pajak Tax Payment Service to be
untuk digunakan oleh Para used by Taxpayers in making
Wajib Pajak dalam melakukan tax payment transactions
transaksi pembayaran pajak through all bank bjb channels
melalui seluruh channel bank both Office Networks and
bjb baik Jaringan Kantor Electronic Networks in real
maupun Jaringan Elektronik time online. The types of taxes
secara real time online. that can be paid are Central
Adapun jenis pajak yang dapat Tax, Regional/ Provincial
dibayarkan adalah Pajak Pusat, Taxes, City/Regency Regional
Pajak Daerah/Provinsi, Pajak Taxes.
Daerah Kota/Kabupaten.
3. bjb Payroll Service 3. bjb Payroll Service
Payroll Service merupakan Payroll Service is a banking
layanan perbankan bagi service for Institutional
Nasabah Istitusi untuk Customers to pay employee
melakukan pembayaran gaji salaries through Savings
karyawan melalui media media so that the process
Tabungan sehingga proses of paying employee salaries
pembayaran gaji karyawannya can be carried out in a
dapat dilaksanakan secara timely, accurate, and efficient
tepat waktu, akurat, dan process.
proses yang berjalan efisien.
4. bjb Payment Service 4. bjb Payment Service
Fasilitas layanan pembayaran Payment service facilities
berbagai tagihan (payment for various bills (payment
service) merupakan salah service) is one type of service
satu jenis layanan yang secara that has generally been given
umum telah banyak diberikan by bank bjb through Payment
oleh bank bjb melalui service facilities for various
kerjasama dengan berbagai bills (payment service) is
Biller di seluruh Indonesia. one type of service that has
Fasilitas Payment Service yang generally been given by bank
telah dilaksanakan oleh bank bjb through:
bjb adalah sebagai berikut:

2020 Annual Report
a. bjb Edupay: Layanan a. bjb Edupay: Education

Pembayaran Biaya Fee Payment Service
Pendidikan.
b. bjb Water Bills: Layanan b. bjb Water Bills: Drinking
Pembayaran Tagihan Air Water Bill Payment
Minum. Service.
c. bjb Multifinance Payment: c. bjb Multifinance Payment:
Layanan Pembayaran Payment Services
Angsuran Multifinance. Multifinance Installments.
d. bjb Hospital Payment: d. bjb Hospital Payment:
Layanan Pembayaran Hospital Patient Bill
Tagihan Pasien Rumah Sakit. Payment Service.
e. bjb e-Ticket: Layanan e. bjb e-Ticket: Layanan
Pembayaran Tiket Kereta Train Ticket and Airplane
Api dan Pesawat Terbang. Payment Service.
f. bjb Retribusi Perizinan: f. bjb Retribusi Perizinan:
Layanan Pembayaran Licensing Levy Payment
Retribusi Perizinan. Service.
g. Pembayaran BPJS g. Pembayaran BPJS
Ketenagakerjaan: Layanan Ketenagakerjaan: Payment
Penerimaan Pembayaran Receipt Service Member-
Iuran Kepesertaan dan ship Fee and Payment of
Pembayaran Klaim BPJS Employee Insurance
Asuransi Peserta BPJS Claims.
Ketengakerjaan.
5. bjb Pickup and Delivery Service 5. bjb Pickup and Delivery
Layanan bjb cash Service
management service yang It is a bjb cash management
membantu nasabah untuk service that helps customers
mengelola pengambilan manage cash collection
dan pengiriman dana tunai. and delivery. The Pick-
Layanan Pick-up dan Delivery up and Delivery Service
Service kepada Nasabah to the Customer can be
dapat dilakukan oleh Kantor carried out by the nearest
Cabang bank bjb terdekat bank bjb Branch Office or
atau Pihak Ketiga (Vendor) the appointed Third Party
yang telah ditunjuk. (Vendor).
6. bjb Virtual Account
Sistem layanan perbankan 6. bjb Virtual Account
elektronis yang diberikan bank Is a system of electronic
bjb kepada Nasabah berupa banking services provided by
nomor identifikasi pelanggan the bank bjb to the Customer
perusahaan yang dibuka in the form of a Company
oleh Bank atas permintaan customer identification
perusahaan untuk selanjutnya number that is opened by the
diberikan oleh perusahaan Bank at the request of the
kepada pelanggannya Company to be subsequently
(perorangan maupun non- provided by the Company to
perorangan) sebagai Nomor its customers (individuals and
Rekening Tujuan penerimaan nonindividuals) as Account
(collection). Numbers.

PROFIL PERUSAHAAN
COMPANY PROFILE
Safe Deposit Box Safe Deposit Box

Jasa penyewaan kotak pe- Is a rental service for the storage
nyimpanan harta atau surat-surat of assets or securities specifically
berharga yang dirancang secara designed and placed in a sturdy
khusus dan ditempatkan dalam repertoire of space to provide
ruang khasanah yang kokoh untuk security for its users. SDB
memberikan rasa aman bagi provided by bank bjb provides
penggunanya. SDB yang diberikan competitive rental rates and
oleh bank bjb memberikan tarif is available in various sizes
sewa yang kompetitif dan tersedia according to customer need.
dalam berbagai ukuran sesuai
dengan kebutuhan nasabah.
bjb Precious bjb Precious

Layanan bjb precious merupakan bjb precious service is the best
layanan terbaik yang diberikan service given to special individuals
kepada pribadi-pribadi istimewa who need maximum service
yang membutuhkan pelayanan both in terms of friendliness,
maksimal baik dari segi keramahan, convenience, comfort, security
kemudahan, kenyamanan, and reliability for high net worth
keamanan dan terpercaya untuk individuals with a minimum
nasabah prima perorangan (High total fund of IDR500,000,000
Net Worth Individuals) dengan million rupiah). Precious bjb
total minimal dana sebesar outlets are spread in several
Rp500.000.000 (lima ratus cities such as: Bandung, Serang,
juta rupiah). Outlet bjb Precious Jakarta, Bekasi, Tasikmalaya,
tersebar di beberapa kota seperti: Bogor, Cirebon, Kelapa Gading,
Bandung, Serang, Jakarta, Bekasi, Tangerang, Surabaya, Semarang.
Tasikmalaya, Bogor, Cirebon,
Kelapa Gading, Tangerang,
Surabaya, Semarang.
bjb Care bjb Care

Layanan Pengaduan bagi Complaint services for loyal bank
nasabah setia bank bjb baik itu bjb customers whether it was
mengenai keluhan atau indikasi about complaints or indications
fraud yang disampaikan melalui of fraud submitted via electronic
surat elektronik atau email mail or email bjbcare@bankbjb.
bjbcare@bankbjb.co.id. co.id.
bjb Call 14049 bjb Call 14049

bank bjb menyediakan layanan bank bjb provides information
informasi selama 7 hari services during 7 days a week
seminggu dan 24 jam sehari and 24 hours a day through the
melalui fasilitas bjb Call 14049. bjb Call 14049 facility. The bjb
Layanan bjb Call antara lain Call service provides information
memberikan informasi mengenai on general information related
Informasi umum terkait produk to products and services
dan jasa (simpanan, pinjaman, (deposits, loans, treasury),
treasury), pembukaan rekening, account opening, interest rates,
suku bunga, kurs, lokasi jaringan exchange rates, office network

2020 Annual Report
kantor, saldo dan transaksi locations, banking balances and

perbankan (5 transaksi terakhir, transactions (last 5 transactions,
transaksi pemindahbukuan) dan transfer transactions) and ATM
blocking kartu ATM. card blocking.
Mobil Kas bank bjb Mobil Kas bank bjb

Layanan mobil kas bank bjb bank bjb cash car service was
ditujukan untuk mendekatkan intended to bring bank bjb
layanan bank bjb kepada services closer to customers. The
nasabah. Layanan yang diberikan services provided by the bank
mobil kas bank bjb adalah bjb cash car were as follows:
sebagai berikut:
1. Layanan melalui ATM bank 1. Services via bank bjb ATMs
bjb Some of the services that
Beberapa layanan yang could be accessed through
dapat diakses melalui ATM ATMs are as follows: balance
adalah sebagai berikut: information, cash withdrawals,
Informasi saldo, Tarik Tunai, transfers between bjb bank
Transfer antar rekening accounts, transfers between
bank bjb, Transfer antar ATM Bersama member banks
bank anggota ATM Bersama and prime ATM member banks,
dan bank anggota ATM payment of taxes/levies,
prima, pembayaran pajak/ payment of education money,
retribusi, pembayaran uang PDAM payments, subscription
pendidikan, pembayaran TV payments, telephone
PDAM, pembayaran TV payments, credit purchases,
berlangganan, pembayaran credit card payments,
telepon, pembelian pulsa, eCommerce top ups.
pembayaran kartu kredit, top
up eCommerce.
2. Layanan Teller 2. Teller servicer
Setoran Tunai, Tarikan Tunai, Cash deposit, cash
Transfer antar cabang bank withdrawal, bank branch bjb
bjb, Fitur payment melalui transfer, payment feature via
teller. teller.
3. Layanan Customer Service 3. Customer Service
Memberikan informasi Providing information on
produk dan jasa bank kepada bank products and services to
masyarakat luas, Penanganan the general public, handling
pengaduan nasabah atas customer complaints on
transaksi di kas mobil dan transactions in car cash and
cetak buku tabungan. printing savings books.
4. Layanan Perbankan Lainnya 4. Other Banking Services are
dilakukan melalui kantor induk. carried out through the main
office

PROFIL PERUSAHAAN
COMPANY PROFILE
Weekend Banking Weekend Banking

Layanan perbankan yang Banking services are carried
dilaksanakan pada hari Sabtu dan out on Saturdays and Sundays.
Minggu. Layanan yang diberikan Services provided on Weekend
pada Weekend Banking adalah Banking are Account Opening
Pembukaan Rekening (tabungan, (savings, current accounts,
giro, deposito), Penyetoran Tunai, deposits), Cash Deposit, Cash Pull
Tarikan Tunai (tabungan dan giro (individual savings and current
perorangan), Pemindahbukuan accounts), Transfer between
antar rekening (hanya untuk accounts (only for individual
rekening perorangan), Informasi accounts), Informion on savings
mengenai rekening tabungan, accounts, current accounts,
giro, deposito dan produk kredit. deposits and credit products.
Inkaso Inkaso
Layanan bank bjb berupa jasa yang Bank bjb service is in the form of
diberikan kepada nasabah untuk services provided to customers
menagihkan warkat bank tertarik to collect bank notes interested
tanpa melalui proses kliring. Warkat without going through the
yang digunakan dalam transaksi clearing process. Items used in
inkaso terdiri dari Cek dan Bilyet the collection transaction consist
Giro. Beberapa keuntungan yang of Checks and Bilyet Giro. Some
diberikan oleh inkaso diantaranya of the benefits provided by
dapat dilaksanakan diseluruh collections can be carried out in
Kantor Cabang, tersedia bagi all Branch Offices, available to
nasabah maupun non nasabah dan customers and non-customers,
Kemudahan dalam bertransaksi and Ease of transaction payment
pembayaran atas warkat-warkat for scripts at competitive costs.
dengan biaya yang kompetitif.
Kiriman Uang bjb Remittance

Salah satu jenis jasa bank dimana Is one type of bank service
bank pengirim menerima amanat where the sending bank accepts
dari seseorang nasabah atau the mandate from a customer or
masyarakat untuk melaksanakan community to carry out sending
pengiriman sejumlah uang a sum of money for the benefit
bagi keuntungan perorangan/ of individuals/companies/
perusahaan/nasabah di tempat customers elsewhere. The
lain. Jenis Kiriman Uang/Transfer types of remittances/transfers
yang diberikan bank bjb adalah provided by bank bjb are as
sebagai berikut: follows:
• Kliring/SKBNI (Sistem Kliring • Clearing/SKBNI (Bank
Nasional Bank Indonesia), Indonesia National Clearing
yaitu layanan kiriman uang/ System), which is a national
transfer antar bank skala scale interbank remittance/
nasional dimana jangka waktu transfer service where the
penerimaan dana sesuai period of receipt of funds is in
dengan ketentuan kliring accordance with the provisions
Bank Indonesia. of Bank Indonesia clearing.

2020 Annual Report
• BI – RTGS, Yaitu layanan kiriman • BI-RTGS, which is a national

uang/transfer antar bank skala scale interbank money
nasional dimana dana secara transfer/transfer service
efektif dapat diterima di bank where fundscan be effectively
tujuan dalam hitungan menit, received at the destination
selama transaksi dilakukan bank in minutes, as long as
sebelum batas waktu. the transaction is carried out
before the deadline.
Layanan Western Union bank Western Union bank bjb Service

bjb Is a means of sending and
Sarana pengiriman dan penerima- receiving money from Indonesia
an uang dari Indonesia ke luar to foreign countries, overseas
negeri, luar negeri ke Indonesia to Indonesia and between cities
maupun antar kota di Indonesia in Indonesia quickly (real time
secara cepat (real time on line). online).
Hospital Guarantee Hospital Guarantee

Suatu bentuk fasilitas jaminan It is a form of payment guarantee
pembayaran seluruh tagihan facility for all hospital bills in
rumah sakit di Singapura dan Singapore and Malaysia to
Malaysia untuk menjamin guarantee bank bjb customers
nasabah bank bjb yang akan who will carry out treatment at
melakukan perawatan di rumah the hospital. Hospital Guarantee
sakit tersebut. Manfaat Hospital benefits for Customers include:
Guarantee bagi Nasabah antara Fast administrative processes,
lain: Proses Administrasi yang fixed interest rates, no exposure
cepat, bunga pengendapan to usage limits, no risk of
tetap berjalan, tidak terkena limit currency exchange differences
penggunaan, tidak ada risiko and no fees.
perbedaan kurs mata uang dan
tidak dikenakan biaya.
Modul Penerimaan Negara State Revenue Module

Layanan bank bjb dalam Is a bank bjb service in receiving
menerima Setoran Penerimaan State Revenue Deposits from
Negara dari Wajib Pajak setiap Taxpayers every day without
hari keja tanpa melihat nilai seeing the nominal payment
nomimal pembayaran. Beberapa value. Some of the benefits
keuntungan yang diberikan provided include convenience
antara lain kemudahan kepada to taxpayers in paying tax
wajib pajak dalam melakukan payments, available to customers
pembayaranpelunasan pajak, and noncustomers, and services
tersedia bagi nasabah maupun are free of charge.
non nasabah dan pelayanan
tidak dikenakan biaya.

PROFIL PERUSAHAAN
COMPANY PROFILE
Peta Wilayah Usaha

Map of Operational Area
Sumatera Utara Kepulauan Riau Lampung DKI Jakarta Jawa Tengah

North Sumatera Kepulauan Riau Lampung DKI Jakarta Central Java
Riau Sumatera Selatan Banten Jawa Barat

Riau South Sumatera Banten West Java
Tabel Jaringan Kantor Tahun selama 5 tahun terakhir

Year Office Network Table for the last 5 years
Jenis Kantor 2020 2019 2018 2017 2016 Other office networks
Kantor Pusat 1 1 1 1 1 Head Office
Kantor Wilayah 5 5 5 5 5 Regional Office
Kantor Cabang 65 65 65 65 63 Branch Office
Kantor Cabang Pembantu 315 316 314 309 311 Sub-branch Office
Kantor Kas 346 351 349 340 337 Cash Office
Jaringan kantor lainnya Other office networks
ATM 1,743 1,734 1,526 1,386 1,216 ATM
bjb Precious 18 18 16 11 11 bjb Precious
Weekend Banking 13 12 11 11 12 Weekend Banking
Cash Recycle Machine 29 3 - - - Cash Recycle Machine
Sentra UMKM 6 6 6 6 6 MSME Center
TOTAL 2,799 2,676 2,293 2,134 1,956 TOTAL

2020 Annual Report
Sampai dengan tahun 2020, bank bjb memiliki 1 Kantor

Kantor Wilayah / Office Area II
Pusat dan 2.798 jaringan kantor yang terdiri dari Kantor
Wilayah, Kantor Cabang, Kantor Cabang Pembantu, Bandung Purwakarta
Buah Batu Soreang
Kantor Kas dan Jaringan Kantor lainnya seperti layanan Cianjur Subang
bjb Precious, Payment Point, Mobil Kas dan Sentra UMKM. Cimahi Suci
Jatinangor Sukabumi
Karawang Sukajadi
Until 2020, the bank bjb has 1 (one) Head Office and Majalaya Tamansari
2,798 office networks consisting of Regional Offices, Padalarang Sumbersari
Branch Offices, Sub-Branch Offices, Cash Offices and Palabuhan Ratu
other office networks such as Precious bjb services,
Payment Points, Cash Cars and MSME Centers. Kantor Wilayah / Office Area II
Hasyim Ashari Bogor
Jakarta Cibinong
Kebayoran Baru Cikarang
Gajah Mada Depok
Rasuna Said Batam
Rawamangun Pekanbaru
S. Parman Palembang
Saharjo Medan
Bekasi
Kantor Wilayah / Office Area III

Banjar Singaparna
Ciamis Sumber
Cirebon Sumedang
Garut Tasikmalaya
Indramayu Pangandaran
Kuningan Patrol
Majalengka
Kantor Wilayah / Office Area IV

Balaraja Rangkasbitung
Tangerang Selatan KCK Banten
Cilegon Tangerang
Labuan Daan Mogot
Pandeglang Bandar Lampung
Bali Sulawesi Selatan Kalimantan Timur

Bali South Sulawesi East Kalimantan Kantor Wilayah / Office Area V
Denpasar Surabaya
Jawa Timur Kalimantan Selatan Semarang Banjarmasin
East Java South Kalimantan Surakarta Balikpapan
Tegal Makassar
Tabel Jaringan Kantor Per Wilayah Tahun 2020

2020 Regional Office Network Table
Jenis Kantor / Type of Office
Kantor Jaringan Kantor Lainnya

Wilayah Kantor
Cabang Kantor Kas Other Office Network
Area Cabang
Pembantu Cash bjb Weekend
Branch ATM
Sub-branch Precious Banking
Kantor Wilayah I / Office Area I 17 99 109 515 5 7
Kantor Wilayah II / Office Area II 17 87 73 404 6 2
Kantor Wilayah III / Office Area III 13 64 103 392 3 2
Kantor Wilayah IV / Office Area IV 10 51 61 350 2 2
Kantor Wilayah V / Office Area V 8 14 0 82 2 0
TOTAL 65 315 346 1,743 18 13

PROFIL PERUSAHAAN
COMPANY PROFILE
Inovasi Outlet
Outlet Innovation
bjb Precious bjb Precious
Berbagai layanan diluncurkan untuk para nasabah Various services are launched for special customers.
istimewa. Salah satunya, program bjb Precious yang One of them is the Precious bjb program which is
ditujukan bagi para nasabah prima perorangan aimed at high net worth individuals. bjb Precious
(high net worth individuals). bjb Precious melayani serves personally in a special room with the
secara personal di ruangan khusus dengan prinsip principle of ease, friendliness, and comfort.
kemudahan, keramahan, dan kenyamanan.
Benefit yang dinikmati oleh nasabah bjb Precious The benefits enjoyed by the bjb Precious customers
sangat banyak dan beragam antara lain, layanan are numerous and varied, such as financial advisory
konsultasi keuangan dan pengelolaan aset, services and asset management, overseas health
layanan konsultasi kesehatan dan pendidikan and education consulting services, airport lounge
di luar negeri, fasilitas airport lounge, bingkisan facilities, special gifts at each religious holiday
spesial di setiap perayaan hari raya keagamaan celebration and various other advantages.
dan berbagai keunggulan lainnya.
Inovasi Layanan E-Channel Inovasi Layanan E-Channel
Di era industri 4.0 ini, bank bjb meluncurkan inovasi In this industrial era 4.0, bank bjb launched a new
baru yakni Quick Response (QR) Code (transfer innovation, namely bjb DigiCash, which became
on us) dan E-Tax bank bjb untuk menyetorkan server-based electronic money based on Quick
Pajak Bumi dan Bangunan Perdesaan dan Response Indonesia Standards (QRIS). This
Perkotaan (PBB-P2). Inovasi tersebut merupakan innovation was the latest feature in the Digi bjb
fitur terbaru yang berada di fasilitas layanan service facility. QR Payment became a payment
bjb Digi. QR Payment (transfer on us) adalah system that used a barcode or Quick Response
sistem pembayaran yang menggunakan sebuah (QR) Code which would be scanned every time a
barcode atau Quick Response (QR) Code yang payment/transfer transaction was made.
akan dipindai setiap akan melakukan transaksi
pembayaran/transfer.
Selain pembaruan fasilitas pada layanan bjb Digi, In addition to facility updates on the Digi bjb
pembaruan fasilitas juga ditambahkan dalam service, bank bjb facility updates had also been
situs web resmi bank bjb. Fitur Chatbot dalam added, namely the TAMMI Chatbot/Virtual
situs web resmi bank bjb ini merupakan layanan Assistance feature (Tandamata Understanding)
perbankan berbasis aplikasi chatting yang dapat bjb was a chat application-based banking service
diakses langsung oleh pengguna secara mobile that could be accessed directly by mobile users to
untuk mengetahui informasi mengenai bank bjb find out information about bank bjb and services
serta layanan dan promosi yang ditawarkan bank and promotions offered by bank bjb, making it
bjb, sehingga mempermudah nasabah bank bjb easier for bank bjb customers to find out various
untuk mengetahui berbagai informasi selain information besides using the bjb Call Center.
menggunakan bjb Call Center.

2020 Annual Report
Inovasi juga dilakukan dalam layanan E-Tax bank Innovations were also carried out in the bank bjb
bjb untuk menyetorkan Pajak Bumi dan Bangunan E-Tax service to deposit Rural and Urban Land
Perdesaan dan Perkotaan (PBB-P2). Kerjasama and Building Tax (PBB-P2). Bank bjb cooperation
bank bjb terkait Layanan Penerimaan Pajak Daerah related to Regional Tax Revenue Services with
dengan Provinsi DKI Jakarta dan 34 Kota dan DKI Jakarta Provinces and Cities and Regencies in
Kabupaten wilayah Jawa Barat dan Banten serta West Java and Banten regions as well as 3 cities
2 Kota di luar wilayah Jabar dan Banten ( Kota outside the West Java and Banten areas, namely
Batam dan Kota Pekanbaru) khususnya layanan Batam City, Palembang City and Pekanbaru City)
PBB-P2 membuat Wajib Pajak di wilayah tersebut especially PBB-P2 services made taxpayers in
dapat melakukan pembayaran PBB-P2 secara the region could make PBB-P2 online payment
online melalui aplikasi bjb Digi. through the bjb Digi application.
bjb BiSA (Agen Laku Pandai) bjb BiSA (Agen Laku Pandai)
Layanan Laku Pandai bjb BiSA dapat Laku Pandai bjb BiSA can accommodate a
mengakomodasikan berbagai kebutuhan transaksi variety of banking transaction both existing and
perbankan baik nasabah eksisting maupun non noncustomer customers in remote areas. Smart
nasabah di wilayah remote area. Layanan Laku Behavior Services Bisa use Electronic Data Capture
Pandai Bisa menggunakan sarana mesin Electronic (EDC) machines to be able to transact in real time
Data Capture (EDC) untuk dapat bertransaksi so that the service is more efficient and flexible
secara (realtime online) sehingga pelayanan lebih because they do not have to come to a bank office
efisien dan fleksibel karena tidak harus datang ke located far away.
kantor bank yang lokasinya jauh.
Segmentasi individu yakni agen yang direkrut dari Individual segmentation, namely agents recruited
perorangan seperti petani, nelayan, perangkat from individuals such as farmers, fishermen, village
desa, pensiunan, guru, pedagang dan lainnya. officials, retirees, teachers, traders and others.
Sedangkan kelompok antara lain kelompok tani While groups include farmers and fishermen
dan nelayan, Badan Usaha Milik Desa (BUMDes), groups, Village-Owned Enterprises (BUMDes),
perusahaan dan instansi. companies and agencies.
Manfaat layanan laku pandai itu adalah layanan The benefits of smart behavior are banking
perbankan lebih dekat, dapat menabung dan services that are closer and able save and withdraw
menarik tunai dalam jumlah tertentu dan traksaksi cash in a certain amount, and transactions are
lebih mudah dan bisa dilakukan di mana saja. Para easier and can be done anywhere. Agents can
Agen bisa memberikan layanan berbagai transaksi provide various payment transaction services
pembayaran seperti listrik, telepon, pulsa, listrik, such as electricity, telephone, credit, electricity,
pembukaan rekening, pembayaran kartu kredit, account opening, credit card payments, balance
transaksi informasi saldo dan lainnya. information transactions and others.

PROFIL PERUSAHAAN
COMPANY PROFILE
Struktur Organisasi
Organization Structure

Dewan Komisaris
Direktur Utama
President Director
Yuddy Renaldi
Direktur Komersial Direktur IT, Treasury dan

Direktur Konsumer dan Ritel
dan UMKM International Banking
Director of Consumer and
Director of Commercial Director of IT, Treasury and
Retail
and MSME International Banking
Suartini
Nancy Adistyasari Rio Lanasier
Bisnis
Business
Beny Riswandi
Korporasi dan Komersial Hubungan Kelembagaan Kredit Konsumer dan Ritel

Consumer Loans and Retail Information Technology
Corporate and Commercial Institutional Relations
Triastoto Hardjanto Wibowo Anthonius Satriyo Wibowo
Dicky Syahbandinata Isa Anwari
Kredit UMKM Manajemen Anak Perusahaan

MSME Loans Subsidiaries Management Kredit Ritel Treasury
Credit Retail Hana Dartiwan
Denny Mulyadi Nazaro Aulany Priyadi
Penyelamatan dan KPR & KKB

Penyelesaian Kredit House Loan (KPR) & International Banking
Recovery and Credit Executive Business Officer
(EBO) Auto Loan (KKB) Chairany Rahmatiah
Settlement Yusuf Saadudin
Arief Setyahadi
Dana dan Jasa Konsumer

Fund and Consumer Digital Banking
Dewan Komisaris Services Arfianto Ramadhian
Board of Commissioners Hakim Putratama
Direktur
Dana Pensiun Lembaga
Director
Keuangan
SEVP Financial Institution
SEVP Pension Fund
Herfinia
Pemimpin Divisi
Division Head
Wakil Pemimpin Divisi

Deputy Division Leader
Pemimpin Unit
Unit Leader
Pejabat Fungsional & Bukan Struktural

Functional & Non-Structural Officials

2020 Annual Report
Seiring dengan perkembangan bisnis Bank, Along with the development of the Company
Struktur Organisasi Perseroan telah mengalami business, the Company’s Organizational Structure
beberapa kali perubahan. Perubahan terakhir di has undergone several changes. The latest changes
tahun 2020 Berdasarkan Surat Keputusan Direksi in 2019 based on Directors Decree No. 0859/SK/
No. 0693/SK/DIR-PST/2020 Tanggal 5 November DIR-PS/2019 Dated on July 22, 2019 concerning
2020 tentang Struktur Organisasi bank bjb. the Organizational Structure of bank bjb.
Direktur Keuangan dan

Direktur Operasional Manajemen Risiko Direktur Kepatuhan
Director of Operations Director of Finance and Compliance Director
Tedi Setiawan Risk Management Agus Mulyana
Nia Kania
Credit Risk
Galis Prasetya
Operasi Manajemen Risiko Kepatuhan & APU PPT

Operations Credit Risk Risk Management Compliance & AML-CFT
Herry Yanson Asep Dani Fadilah Cecep Trisna
Umum Hukum Pengendalian Keuangan Change Management

General Affairs Legal Financial Control Office
Juniardi Swastria Mulyadi Mustofa M. Asadi Budiman Ita Garmeita
Jaringan dan Layanan Perencanaan Strategis Kebijakan & Prosedur

Network and Services Executive Credit Officer Strategic Planning Policies & Procedures
(ECO)
Gegeg Mintorogo Agus Kurniawan Detya Suryadani
Audit Internal
Human Capital
Internal Audit
Dadan Yonanda
Joko Hartono Kalisman
bjb University Corporate Secretary

Agus Supriyatna Widi Hartoto
Kantor Wilayah / Regional Office
Kantor Cabang / Branch office
Komite Direksi / Board of Directors’ Committee Komite Dewan Komisaris / Board of Commissioners’ Committee
- RiskManagement Committee - Audit Committee
- Risk Capital Committee - Nomination & Remuneration Committee
- Credit Policy Committee - Risk Monitoring Committee
- Credit Committee - Governance Integrated Committee
- Assets & Liabilities Committee - Business & Credit Monitoring Committee
- Information Technology Committee
- Human Capital Committee

PROFIL PERUSAHAAN
COMPANY PROFILE
Visi, Misi, dan Budaya Perusahaan

Vision, Mission, and Corporate Culture
VISI vision
Menjadi Bank Pilihan Utama Anda.
Become Your First Bank of Choice.
MISI mission
• Memberikan kontribusi dan berpartisipasi sebagai
penggerak dan pendorong laju perekonomian daerah.
• Menjadi partner utama pemerintah daerah dalam
pengelolaan keuangan.
• Memberikan layanan terbaik kepada nasabah.
• Memberikan manfaat terbaik dan berkelanjutan kepada
stakeholders.
• Meningkatkan inklusi keuangan kepada masyarakat melalui
digitalisasi perbankan.
• Contributing and participating as a driving force and

driving force for the regional economy.
• Becoming the main partner of the local government in
financial management.
• Providing the best service to customers.
• Providing the best and sustainable benefits to
stakeholders.
• Increasing financial inclusion to the public through banking
digitization.
Reviu Visi dan Misi oleh Vision and Mission Review by Board
Dewan Komisaris dan Direksi of Commissioners and Directors
Dewan Komisaris dan Direksi senantiasa melakukan The Boards of Commissioners and Directors continually
telaah terhadap pencapaian Visi dan Misi Bank. Visi dan reviewed the achievement of the Bank’s Vision and Mission.
Misi telah diperbaharui berdasarkan SK Direksi No. 0449/ The vision and mission had been updated based on the
DIR-PST/2020 tanggal 9 Juli 2020 Tentang Visi, Misi Decree of the Board of Directors No. 0449/DIR-PST/2020
dan Tagline PT Bank Pembangunan Daerah Jawa Barat dated July 9, 2020 concerning the Vision, Mission and
dan Banten Tbk. Perubahan Visi dan Misi merupakan Tagline of PT Bank Pembangunan Daerah Jawa Barat and
hasil telaah atas adanya perubahan kondisi internal Banten Tbk. Changes in Vision and Mission are the result of a
dan eksternal yang dilakukan di tahun 2020. Secara review of changes in internal and external conditions carried
periodik pencapaian Visi dan Misi di evaluasi dengan out in 2020. Periodically, the achievement of the Vision
menggunakan mekanisme penyusunan Rencana Bisnis and Mission was evaluated using the Bank’s Business Plan
Bank yang memuat pencapaian target, rencana strategis preparation mechanism which contained the achievement
dan target kinerja satu tahun ke depan. Pencapaian Visi of targets, strategic plans and performance targets for the
dan Misi Perseroan telah sesuai dengan arah dan tahapan next year. The achievement of the Company’s Vision and
yang telah ditetapkan oleh Perseroan. Mission was in accordance with the direction and stages set
by the Company.

2020 Annual Report
SERVICE EXCELLENCE
G O
1. Fokus pada Nasabah
S 2. Proaktif dan Cepat Tanggap dalam

Memberikan Layanan Bernilai Tambah
1. Focus on the Customer
2. Proactive and Fast Response in
Providing Value-Added Services
PROFESSIONALISM
BUDAYA P
3. Bekerja Efektif, Efisien dan Bertanggung
Jawab
PERUSAHAAN
4. Meningkatkan Kompetensi untuk
Menghasilkan Kinerja Terbaik
3. Effective, Efficient and Responsible
corporate culture 4. Increasing Competence to Produce the

Best Performance
Perumusan Nilai-Nilai Budaya (Corporate Value) dan INTEGRITY

Perilaku Utama Perusahaan dilakukan oleh manajemen
I
5. Jujur, Disiplin dan Konsisten
dengan menggali nilai-nilai yang tumbuh dan berkembang 6. Memahami dan Melaksanakan Ketentuan
yang Berlaku
di dalam perusahaan. Budaya perusahaan bank bjb harus
5. Honest, Disciplined and Consistent
selaras dengan visi dan misi bank bjb dan adaptif terhadap 6. Understand and Implement Applicable
perubahan dunia perbankan. Oleh karena itu apabila Provisions
budaya yang telah ada sudah tidak sejalan dengan visi,
misi, dan perkembangan dunia perbankan, maka perlu RESPECT
dilakukan perubahan budaya dengan menggali nilai-nilai 7. Menghormati dan Menghargai serta
baru yang muncul.
R Terbuka terhadap Perbedaan
8. Memberi dan Menerima Pendapat yang
Positif dan Konstruktif
Nilai-Nilai Budaya Perusahaan bank bjb adalah “GO SPIRIT”. 7. Respect and Respect and Be Open to
Differences
Corporate Values and the Bank’s Code of Conduct are 8. Giving and Receiving Positive and
established by management by exploring the values that Constructive Opinions
grow and develop within the Bank. bank bjb corporate INNOVATION
culture must align with the vision and mission of bank 9. Kreatif dan Inovatif untuk Memberikan
bjb and be adaptive to changes in the banking business.
Therefore if the existing culture is in alignment with the I Solusi Terbaik
10. Melakukan Perbaikan Berkelanjutan
9. Creative and Innovative to Provide the
vision, mission, and development of the banking industry,
Best Solution
it is necessary to perform cultural change by exploring 10. Making Continuous Improvements
new values that emerge.
TRUST
bank bjb Corporate Values are “GO SPIRIT”. 11. Berperilaku Positif dan Dapat Dipercaya
T 12. Membangun Sinergi untuk Mencapai

Tujuan Perusahaan
11. Be Positive and Trustworthy
12. Building Synergy to Achieve Company
Goals
Strategi Perusahaan Company Strategy

1. Memperkuat Struktur Pendanaan yang Kokoh (Besar, 1. Strengthening a Strong Funding Structure (Large,
Murah dan Stabil) Untuk Memperkuat Core Deposit. Cheap and Stable) to Strengthen Core Deposits.
2. Meningkatkan Pertumbuhan kredit yang Berkualitas 2. Increasing Quality Credit Growth and Pressing the Level
dan Menekan Tingkat Rasio Kredit Bermasalah. of Non-Performing Loans Ratio.
3. Peningkatan Fee Based Income Melalui Diversifikasi 3. Increasing in Fee Based Income through Competitive
Produk Yang Kompetitif. Product Diversification.
4. Memperkuat Infrastruktur Teknologi Informasi 4. Strengthening Information Technology Infrastructure as
Sebagai Key Enabler Pengembangan Bisnis Secara Key Enabler for Integrated and Comprehensive Business
Terpadu dan Komprehensif. Development.
5. Memperkuat Struktur Permodalan dan Bidang 5. Strengthening the Capital Structure and Other Fields to
Lainnya Untuk Mendukung Ruang Gerak Ekspansi, Support the Bank’s Expansion Space, Competitiveness
Daya Saing dan Ketahanan bank. and Resilience.
6. Penguatan Fungsi Pengawasan, Manajemen 6. Strengthening Supervision, Risk Management,
Risiko, Compliance dan Hukum Untuk Mencapai Compliance and Legal Functions to Achieve Healthy and
Pertumbuhan Bisnis yang Sehat dan Berkelanjutan. Sustainable Business Growth.

PROFIL PERUSAHAAN
COMPANY PROFILE
Profil Dewan Komisaris

Board of Commissioners Profiles
Riwayat Pendidikan / Educational Background

• Sarjana bidang Ekonomi jurusan Manajemen dari Universitas Indonesia
(1983).
• Master bidang Business Administration dari Golden State University, San
Fransisco, Amerika Serikat (1987).
• Bachelor of Economics majoring in Management from the University of
Indonesia (1983).
• Master in Banking and Finance from Golden State University, San Francisco,
United States (1987).
Sertifikasi / Certification
Sertifikasi Manajemen Risiko Level 5 oleh LSPP (2018).
Risk Management Certification Level 5 by LSPP (2018).
Pengalaman Kerja / Work Experience

• Komisaris Utama PT Bank Himpunan Saudara 1906 (2012-2019).
Farid Rahman • Direktur PT Medco Intidinamika (2012 – saat ini).
Komisaris Utama Independen • Komisaris Utama Independen bank bjb (2019 – saat ini).
• President Commissioner of PT Bank Himpunan Saudara 1906 (2012-2019).
• Director of PT Medco Intidinamika (2012 - present).
• Independent Commissioner of bank bjb (2019 - present).
Riwayat Penunjukan / Appointment History

Diangkat sebagai Komisaris Utama Independen bank bjb untuk pertama kalinya
berdasarkan Akta RUPS No. 87 tanggal 30 April 2019 yang perubahannya
ditetapkan berdasarkan Akta No. 42 tanggal 13 Desember 2019.
Appointed as Independent President Commissioner of bank bjb for the first
time based on the Deed of GMS No. 87 dated April 30, 2019, the amendment
was determined based on Deed No. 42 dated December 13, 2019.
Periode Jabatan / Position Period

30 April 2019 – saat ini (periode pertama).
April 30, 2019 – present (first period).
Kewarganegaraan
Citizenship
Jabatan Rangkap / Double Function
Warga Negara Indonesia
Indonesian Citizens Direktur PT Medco Intidinamika (2012 – saat ini).
Director of PT Medco Intidinamika (2012 - present).
Domisili
Domicile Hubungan Afiliasi / Affiliate Relations
Jakarta Selatan Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan
Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Tempat & Tanggal Lahir
Has no affiliation either with members of the Board of Directors, other members
Place & DOB
of the Board of Commissioners or with controlling and principal shareholders.
Lahir di Jakarta pada tahun 1958,
usia 62 tahun per Desember 2020.
Kepemilikan Saham bank bjb / Ownership bank bjb shares
Born in Jakarta in 1958,
-
62 years old as of December 2020.

2020 Annual Report

• Sarjana bidang Ekonomi dari Universitas Katolik Parahyangan Bandung (1996).
• Master bidang Ekonomi dari Western Illinois University, Amerika Serikat (1998).
• Doktor bidang Ekonomi dari Kansas State University, Amerika Serikat (2003).
• Bachelor degree in Economics from Parahyangan Catholic University
Bandung (1996).
• Master of Economics from Western Illinois University, United States (1998).
• Doctorate in Economics from Kansas State University, United States (2003).
Sertifikasi Manajemen Risiko Level 2 oleh BSMR (2019).
Risk Management Certification Level 2 by BSMR (2019).

• Board Member EBCICON Universitas Katolik Parahyangan (2018 – saat ini).
• Dosen Universitas Katolik Parahyangan (2019 – saat ini).
Fahlino F. Sjuib • Komisaris Independen bank bjb (2019 – saat ini).
Komisaris Independenden • Board Member of Parahyangan Catholic University EBCICON
Independent Commissioner (2018 - present).
• Lecturer at Parahyangan Catholic University (2019 - present).
• Independent Commissioner of bank bjb (2019 - present).

Diangkat sebagai Komisaris Independen bank bjb untuk pertama kalinya
berdasarkan Akta RUPS No. 87 tanggal 30 April 2019 yang perubahannya
ditetapkan berdasarkan Akta No. 42 tanggal 13 Desember 2019.
Appointed as Independent Commissioner of bank bjb for the first time
based on the Deed of GMS No. 87 dated April 30, 2019, the amendment was
determined based on Deed No. 42 dated December 13, 2019.

Kewarganegaraan
Citizenship
Indonesian Citizens
• Board Member EBCICON Universitas Katolik Parahyangan (2018 – saat ini).
• Dosen Universitas Katolik Parahyangan (2019 – saat ini).
Domisili • Board Member of Parahyangan Catholic University EBCICON (2018 -
Domicile present).
Bandung
• Lecturer at Parahyangan Catholic University (2019 - present).
Tempat & Tanggal Lahir Hubungan Afiliasi / Affiliate Relations

Place & DOB Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan
Lahir di Bandung pada tahun 1972, Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
usia 48 tahun per Desember 2020. Has no affiliation either with members of the Board of Directors, other members
Born in Bandung in 1972, of the Board of Commissioners or with controlling and principal shareholders.
-

PROFIL PERUSAHAAN
COMPANY PROFILE

• Sarjana bidang Ilmu Pendidikan dan Pengetahuan Sosial (IPPS) dari IKIP
Bandung (1980).
• Master bidang Hukum dari Universitas Islam Bandung (1987).
• Doktor bidang Administrasi Negara dari Universitas Garut (2000).
• Bachelor of Education and Social Sciences (IPPS) from IKIP Bandung (1980).
• Master of Law from Bandung Islamic University (1987).
• Doctorate in Public Administration from the University of Garut (2000).
Sertifikasi Manajemen Risiko Level 2 Oleh BSMR (2011).

• Kepala Badan Administrasi Keuangan Daerah (2001).
• Kepala Dinas Pendapatan dan Pengelolaan Keuangan Daerah (2007-2010).
Yayat Sutaryat • Komisaris Utama PT CBS (2010-2011).
Komisaris Independen • Komisaris bank bjb (2011 – saat ini).
Independent Commissioner
• Head of the Regional Financial Administration Agency (2001).
• Head of Regional Revenue and Financial Management Office (2007-2010).
• President Commissioner of PT CBS (2010-2011).
• Commissioner of bank bjb (2011 - present).

Diangkat sebagai Komisaris independen bank bjb untuk pertama kalinya
berdasarkan Akta RUPSLB No. 74, 75, 76 tanggal 25 Juli 2011. Kemudian
diangkat kembali berdasarkan Akta RUPS Tahunan No. 117, 118, 119 tanggal 31
Maret 2015. Terakhir diangkat kembali berdasarkan Akta RUPS Tahunan No. 87
tanggal 30 April 2019.
Appointed as an independent commissioner of bank bjb for the first time
based on the Deed of EGMS No. 74, 75, 76 dated July 25, 2011. Then he was
reappointed based on the Deed of the Annual GMS No. 117, 118, 119 dated March
31, 2015. Lastly, he was reappointed based on Deed No. 87 dated April 30, 2019.
Kewarganegaraan
Citizenship Periode Jabatan / Position Period
Warga Negara Indonesia • 25 Juli 2011 – Penutupan RUPS tahun 2015 (periode pertama).
Indonesian Citizens • 31 Maret 2015 – Penutupan RUPS tahun 2019 (periode kedua).
• 30 April 2019 – saat ini (periode ketiga).
Domisili • July 25, 2011 - The closing of the 2015 GMS (first period).
Domicile • March 31, 2015 - The closing of the 2019 GMS (second period).
Bandung • April 30, 2019 - present (third period).

Place & DOB Jabatan Rangkap / Double Function
Lahir di Garut pada tahun 1952, Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.
usia 68 tahun per Desember 2020. He has no position in other companies or institutions.
Born in Garut in 1952,
aged 68 as of December 2020. Hubungan Afiliasi / Affiliate Relations
Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan

-

2020 Annual Report

• Sarjana bidang Teknik Geodesi dari Institut Teknologi Bandung (1981).
• Master bidang Perencanaan Wilayah dan Kota dari Institut Teknologi
Bandung (1990).
• Bachelor degree in Geodesy Engineering from the Bandung Institute of
Technology (1981).
• Master of Urban and Regional Planning from the Bandung Institute of
Technology (1990).
Risk Management Certification Level 2 by BSMR (2014)

• Kepala Dinas Pendapatan Provinsi Banten (2006).
• Kepala Dinas Pengelolaan Keuangan dan Aset Daerah (DPKAD) Provinsi
Muhadi Banten (2008).
Komisaris • Sekretaris Daerah Provinsi Banten (2008-2014).
Commissioner • Komisaris bank bjb (2008- saat ini).
• Head of Banten Province Revenue Service (2006).
• Head of Regional Financial and Asset Management Agency (DPKAD)
Banten Province (2008).
• Regional Secretary of Banten Province (2008-2014).
• Commissioner of bank bjb (2008- present).

Diangkat sebagai Komisaris bank bjb untuk pertama kalinya berdasarkan Akta
RUPS Tahunan No. 14 tanggal 19 Nopember 2008. Kemudian diangkat kembali
berdasarkan RUPSLB No. 74, 75, 76 tanggal 25 Juli 2011, diangkat kembali
berdasarkan Akta RUPS Tahunan No. 117, 118, 119 tanggal 31 Maret 2015. Terakhir
diangkat kembali berdasarkan RUPS Tahunan No. 87 tanggal 30 April 2019.
Appointed as Commissioner of bank bjb for the first time based on the Deed
of the Annual GMS No. 14 dated 19 November 2008. Then it was reappointed
Kewarganegaraan based on EGMS No. 74, 75, 76 dated July 25, 2011, was reappointed based
Citizenship on the Deed of the Annual GMS No. 117, 118, 119 dated March 31, 2015. Last
reappointment based on the Annual GMS No. 87 dated April 30, 2019.
Indonesian Citizens
Domisili • 19 November 2008 – Penutupan RUPS tahun 2011 (periode pertama).

Domicile • 25 Juli 2011 – Penutupan RUPS tahun 2015 (periode kedua).
• 31 Maret 2015 – Penutupan RUPS tahun 2019 (periode ketiga).
Jakarta
• 30 April 2019 – saat ini (periode keempat).
Tempat & Tanggal Lahir • November 19, 2008 - The closing of the 2011 GMS (first period).
Place & DOB • July 25, 2011 - The closing of the 2015 GMS (second period).
• March 31, 2015 - The closing of the 2019 GMS (third period).
Lahir di Boyolali pada tahun 1954,
usia 66 tahun per Desember 2020. • April 30, 2019 - present (fourth period).
Born in Boyolali in 1954,
age 66 as of December 2020 Jabatan Rangkap / Double Function
Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.
He has no position in other companies or institutions.
Hubungan Afiliasi / Affiliate Relations


2,310,000 lembar saham / 2,310,000 shares

PROFIL PERUSAHAAN
COMPANY PROFILE

• Sarjana bidang Teknik Sipil dari Institut Teknologi Bandung (1986).
• Master bidang Ilmu Lingkungan dari IHE – DELFT Belanda (1992).
• Master bidang Studi Pembangunan dari Institut Teknologi Bandung (1992).
• Bachelor degree in Civil Engineering from the Bandung Institute of
Technology (1986).
• Master of Environmental Science from IHE - DELFT Netherlands (1992).
• Master of Development Studies from the Bandung Institute of Technology
(1992).

• Kepala Dinas Energi dan Sumber Daya Mineral di Dinas Energi dan Sumber
Eddy I. M. Nasution Daya Mineral Provinsi Jawa Barat (2016-2017).
Komisaris • Asisten Perekonomian dan Pembangunan di Sekretariat Daerah Provinsi
Commissioner Jawa Barat (2017 – 2020).
• Komisaris bank bjb (2019- saat ini).
• Head of the Department of Energy and Mineral Resources at the Department
of Energy and Mineral Resources of West Java Province (2016-2017).
• Assistant for Economy and Development at the Regional Secretariat of
West Java Province (2017-2020).
• Commissioner of bank bjb (2019- present).

Diangkat sebagai Komisaris bank bjb untuk pertama kalinya berdasarkan
Akta RUPS No. 87 tanggal 30 April 2019 yang perubahannya ditetapkan
berdasarkan Akta No. 42 tanggal 13 Desember 2019.
Appointed as Commissioner of bank bjb for the first time based on the Deed
of GMS No. 87 dated April 30, 2019, the amendment was determined based on
Deed No. 42 dated December 13, 2019.
Kewarganegaraan
Citizenship Periode Jabatan / Position Period
Warga Negara Indonesia 30 April 2019 – saat ini (periode pertama).
Indonesian Citizens
Domisili
Domicile Jabatan Rangkap / Double Function
Cimahi Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.

Place & DOB Hubungan Afiliasi / Affiliate Relations
Lahir di Medan pada tahun 1960, Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan
usia 60 tahun per Desember 2020. Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Born in Medan in 1960,
-

2020 Annual Report
Profil Direksi
Board of Directors Profile

• Sarjana bidang Ekonomi Akutansi dari Universitas Trisakti Jakarta (1990).
• Master bidang Manajemen dari STIE IPWI Jakarta (2000).
• Bachelor of Economics in Accounting from Trisakti University Jakarta (1990).
• Master of Management from STIE IPWI Jakarta (2000).
Sertifikasi Manajemen Risiko Level 5 Oleh IBI dan LSPP (2019).
Risk Management Certification Level 5 by IBI and LSPP (2019).

Senior Executive Vice President Remedial & Recovery Bank BNI (2017-2019).
Senior Executive Vice President of Remedial & Recovery at Bank BNI
(2017-2019).
Yuddy Renaldi
Direktur Utama Riwayat Penunjukan / Appointment History
President Director Diangkat sebagai Direktur bank bjb untuk pertama kalinya berdasarkan RUPS
Tahunan tanggal 30 April 2019.
Appointed as Director of bank bjb for the first time based on the Annual GMS
on April 30, 2019.

30 April 2019 - saat ini (periode pertama).
April 30, 2019 - present (first period).

Kewarganegaraan Hubungan Afiliasi / Affiliate Relations

Citizenship Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan
Warga Negara Indonesia Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Indonesian Citizens Has no affiliation either with members of the Board of Directors, other members
Domisili
Domicile
Tangerang Selatan / South Tangerang
677.721 lembar saham / 677,721 shares
Place & DOB
Lahir di Bogor pada tahun 1964,
Born in Bogor in 1964,

PROFIL PERUSAHAAN
COMPANY PROFILE

• Sarjana bidang Administrasi Negara dari Universitas Parahyangan Bandung
(1991).
• Master bidang Manajemen Keungan dari Universitas Pasundan Bandung
(2017).
• Bachelor of State Administration from Parahyangan University Bandung
(1991).
• Master of Financial Management from Pasundan University Bandung (2017).
Sertifikasi Manajemen Risiko Level 5 Oleh BSMR (2020).
Risk Management Certification Level 5 by BSMR (2020)

• Pemimpin Divisi Perencanaan Strategis (2015-2018).
• Senior Executive Vice President Credit Risk (2018-2019).
Tedi Setiawan
Direktur Operasional • Leader of the Strategic Planning Division (2015-2018).
Director of Operations • Senior Executive Vice President Credit Risk (2018-2019).

Diangkat sebagai Direktur bank bjb untuk pertama kalinya berdasarkan RUPS
on April 30, 2019.

30 April 2019 - saat ini (periode pertama).

Kewarganegaraan He has no position in other companies or institutions.
Citizenship
Indonesian Citizens
Domisili Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Domicile Has no affiliation either with members of the Board of Directors, other members
Bandung of the Board of Commissioners or with controlling and principal shareholders.
Tempat & Tanggal Lahir Kepemilikan Saham bank bjb / Ownership bank bjb shares
Place & DOB 296,149 lembar saham / 296,149 shares
Lahir di Bandung pada tahun 1966
Born in Bandung in 1966,

2020 Annual Report

• Sarjana bidang Teknik Sipil dari Universitas Katolik Parahyangan Bandung
(1998).
• Master bidang Civil & Environment Engineering dari University of New South
Wales Sydney Australia (2000).
• Bachelor degree in Civil Engineering from Parahyangan Catholic University
Bandung (1998).
• Master in Civil & Environment Engineering from the University of New South
Wales Sydney Australia (2000).
Risk Management Certification Level 5 by LSPP (2019)

Direktur Treasury, Financial Institution, Funding & Fintech Solution
Rio Lanasier
(2016-2019).
Direktur Information Technology,
Treasury & International Banking Director of Treasury, Financial Institution, Funding & Fintech Solution
Director of Information Technology, (2016-2019).
Treasury and International Banking

Diangkat sebagai Direktur bank bjb untuk pertama kalinya berdasarkan RUPS
on April 30, 2019.


Kewarganegaraan Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.
Citizenship He has no position in other companies or institutions.
Indonesian Citizens Hubungan Afiliasi / Affiliate Relations
Domisili
Domicile
Jakarta Selatan / South Jakarta
Place & DOB Kepemilikan Saham bank bjb / Ownership bank bjb shares
Lahir di Tangerang pada tahun 1975 296,149 lembar saham / 296,149 shares
Born in Tangerang in 1975,

PROFIL PERUSAHAAN
COMPANY PROFILE

• Sarjana bidang Ekonomi dari STIE YPKP Bandung (1990).
• Master bidang Manajemen dari Universitas Padjajaran Bandung (2007).
• Bachelor of Economics from STIE YPKP Bandung (1990).
• Master of Management from Padjajaran University Bandung (2007).
Sertifikasi Manajemen Risiko Level 5 oleh TD Consultant dan BSMR (2020).
Risk Management Certification Level 5 by TD Consultan and BSMR (2020)

• Pemimpin Divisi Corporate Secretary bank bjb (2014-2015).
• Direktur Kepatuhan dan Manajemen Risiko bank bjb (2015-2018).
• Direktur Kepatuhan dan Manajemen Risiko bank bjb yang melaksanakan
tugas sebagai Direktur Utama bank bjb (2018).
• Head of the Corporate Secretary Division of bank bjb (2014-2015).
Agus Mulyana
• Director of Compliance and Risk Management of bank bjb (2015-2018).
Direktur Kepatuhan
Director of Compliance • Director of Compliance and Risk Management of bank bjb who carries out
duties as President Director of bank bjb (2018).

Diangkat sebagai Direktur bank bjb untuk pertama kalinya berdasarkan Akta
RUPSLB No. 110, 111 tanggal 29 Mei 2015. Diangkat kembali berdasarkan Akta
RUPS Tahunan No. 86, 87 tanggal 30 April 2019.
Appointed as Director of bank bjb for the first time based on the Deed
No. 110, 111 dated May 29, 2015. Reappointed based on the Deed of the Annual
GMS No. 86, 87 dated April 30, 2019.

• 25 Mei 2015 – Penutupan RUPS tahun 2019 (periode pertama).
• 30 April 2019 – saat ini (periode kedua).
• May 25, 2015 - The closing of the 2019 GMS (first period).
Kewarganegaraan • April 30, 2019 - present (second period).
Citizenship
Warga Negara Indonesia Jabatan Rangkap / Double Function
Indonesian Citizens
Domisili
Domicile
Bandung
Tempat & Tanggal Lahir Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Place & DOB Has no affiliation either with members of the Board of Directors, other members
Lahir di Bandung pada tahun 1964, of the Board of Commissioners or with controlling and principal shareholders.
Born in Bandung in 1964, Kepemilikan Saham bank bjb / Ownership bank bjb shares
835,311 lembar saham / 835,311 shares

2020 Annual Report

• Sarjana Bidang Statistika dari Universitas Padjadjaran Bandung (1993).
• Bachelor of Statistics from Padjadjaran University, Bandung (1993).
Sertifikasi Manajemen Risiko Level 5 oleh IBI (2018).
Risk Management Certification Level 5 by IBI (2018).

• Direktur Komersial bank bjb (2014-2018).
• Direktur Konsumer dan Ritel bank bjb (2018).
• Direktur Konsumer dan Ritel yang melaksanakan tugas sebagai Direktur
Komersial dan UMKM bank bjb (2018).
• Director of Commercial bank bjb (2014-2018).
• Director of Consumer and Retail bank bjb (2018).
Suartini • Director of Consumer and Retail who carries out his duties as Director of
Direktur Konsumer dan Ritel Commercial and MSME bank bjb (2018).
Director of Consumer and Retail

RUPSLB No. 219, 220, 221 tanggal 19 Desember 2014. Kemudian diangkat
kembali berdasarkan Akta RUPS Tahunan No. 104, 105 tanggal 28 Februari
2018.
Appointed as Director of bank bjb for the first time based on a Deed EGMS No.
219, 220, 221 dated 19 December 2014. Then the next, appointed based on the
Deed of the Annual GMS No. 104, 105 dated February 28 2018.

• 19 Desember 2014 – Penutupan RUPS tahun 2018 (periode pertama).
• 28 Februari 2018 – saat ini (periode kedua).
• December 19, 2014 – The closing of the 2018 GMS (first period).
Kewarganegaraan • February 28, 2018 – present (second period).
Citizenship
Warga Negara Indonesia Jabatan Rangkap / Double Function
Indonesian Citizens Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.
Domisili
Domicile
Bandung
Tempat & Tanggal Lahir Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Place & DOB Has no affiliation either with members of the Board of Directors, other members
Lahir di Bandung pada tahun 1968, of the Board of Commissioners or with controlling and principal shareholders.
Born in Bandung in 1968, Kepemilikan Saham bank bjb / Ownership bank bjb shares

PROFIL PERUSAHAAN
COMPANY PROFILE

• Sarjana Bidang Ekonomi dari Universitas Padjadjaran Bandung (1990).
• Master Bidang Hukum dari Universitas Padjadjaran Bandung (2020)
• Bachelor of Economics from Padjadjaran University Bandung (1990).
• Master of Law from Padjadjaran University Bandung (2020).

• Direktur Utama Dana Pensiun bank bjb (2013-2014).
• Pemimpin Divisi Jaringan dan Layanan bank bjb (2014).
• Direktur Keuangan bank bjb (2014-2018).
• Direktur Keuangan dan Manajemen Risiko bank bjb (2018 – saat ini).
Nia Kania • President Director of bank bjb Pension Fund (2013-2014).
Direktur Keuangan • Head of the Network and Services Division of bank bjb (2014).
dan Manajemen Risiko
• Finance Director of bank bjb (2014-2018).
Director of Finance
and Risk Management • Director of Finance and Risk Management of bank bjb (2018 - present).

RUPSLB No. 219, 220, 221 tanggal 19 Desember 2014. Kemudian diangkat
kembali berdasarkan Akta RUPS Tahunan No. 104, 105 tanggal 28 Februari
2018.
Appointed as Director of bank bjb for the first time based on a Deed EGMS No.
219, 220, 221 dated 19 December 2014. Then the next, appointed based on the
Deed of the Annual GMS No. 104, 105 dated February 28 2018.

• 19 Desember 2014 – Penutupan RUPS tahun 2018 (periode pertama).
Kewarganegaraan • 28 Februari 2018 – saat ini (periode kedua).
Citizenship • December 19, 2014 – The closing of the 2018 GMS (first period).
Warga Negara Indonesia • February 28, 2018 – present (second period).
Indonesian Citizens

Domisili
Domicile Beliau tidak memiliki jabatan di perusahaan maupun lembaga lain.
Bandung He has no position in other companies or institutions.
Tempat & Tanggal Lahir Hubungan Afiliasi / Affiliate Relations

Place & DOB
Lahir di Bandung pada tahun 1966,
Born in Bandung in 1966,


2020 Annual Report

• Sarjana Bidang Geofisika dan Meteorologi dari Institut Teknologi Bandung
(2004).
• Bachelor of Geophysics and Meteorology from the Bandung Institute of
Technology (2004).

• Vice President Sector Energy Department Corporate Banking Bank Mandiri
(2016 - 2019).
• Senior Vice President Commercial Banking 5 Group Bank Mandiri (2019 - 2020).
• Vice President of the Energy Sector Department of Corporate Banking of
Nancy Adistyasari Bank Mandiri (2016 - 2019).
Direktur Komersial dan UMKM • Senior Vice President Commercial Banking 5 Group Bank Mandiri
Director of Commercial and MSME (2019 - 2020).

RUPS Luar Biasa Nomor 03 tanggal 01 September 2020.
Appointed as a Director of bank bjb for the first time based on the Deed of the
Extraordinary GMS Number 03 dated 01 September 2020.

1 September 2020 – saat ini (periode pertama).
September 1, 2020 – present (first period).

Kewarganegaraan
Citizenship He has no position in other companies or institutions.
Indonesian Citizens Hubungan Afiliasi / Affiliate Relations
Domisili Komisaris lainnya maupun dengan pemegang saham pengendali dan utama.
Domicile
Bandung of the Board of Commissioners or with controlling and principal shareholders.

Place & DOB Kepemilikan Saham bank bjb / Ownership bank bjb shares
Lahir di Bojonegoro pada tahun 1981, -
Born in Bojonegoro in 1981,
age 40 as of December 2020.

PROFIL PERUSAHAAN
COMPANY PROFILE
Profil Pejabat Eksekutif

Profile of Executive Officers
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 26 April 1968

saat ini berusia 52 tahun. Meraih gelar Sarjana di bidang ilmu Perbankan dari
Universitas Tirtayasa Banten pada tahun 2000. Mendapat gelar Magister di
bidang ilmu Manajemen Pemasaran dari Universitas Padjadjaran Bandung
pada tahun 2009. Menjabat sebagai Senior Executive Vice President Bisnis
sejak 2019 berdasarkan Surat Keputusan Direksi No. 0871/SK/DIR-HC/2019.
Indonesian citizen, domiciled in Bandung. Born on April 26, 1968 currently
52 years old. Obtained a Bachelor’s degree in Banking from Tirtayasa
University, Banten in 2000. Obtained a Masters degree in Marketing
Beny Riswandi
Management from Padjadjaran University Bandung in 2009. Served as
Senior Executive Vice
Senior Executive Vice President Business since 2019 based on the Decree
President Bisnis
of the Board of Directors No. 0871/SK/DIR-HC/2019.
Senior Executive Vice
President Business
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 19 Maret 1971

saat ini berusia 50 tahun. Meraih gelar Sarjana di bidang ilmu Manajemen
dari STIE YPKP Bandung pada tahun 1999. Mendapat gelar Magister di
bidang ilmu Manajemen Keuangan dari STIE PERBANAS pada tahun 2005.
Menjabat sebagai Senior Executive Vice President Credit Risk sejak 2019
berdasarkan Surat Keputusan Direksi No. 0871/SK/DIR-HC/2019.
Indonesian citizen, domiciled in Bandung. Born on March 19, 1971 currently
50 years old. Obtained a Bachelor’s degree in Management from STIE YPKP
Bandung in 1999. Received a Masters degree in Financial Management
Galis Prasetya from STIE PERBANAS in 2005. Served as Senior Executive Vice President
Senior Executive Vice Credit Risk since 2019 based on the Decree of the Board of Directors No.
President Credit Risk
0871/SK/DIR-HC/2019.
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 20 Agustus

1967 saat ini berusia 53 tahun. Meraih gelar Sarjana di bidang ilmu Akuntansi
dari Universitas Islam Nusantara pada tahun 1996. Mendapat gelar Magister
di bidang ilmu Hukum dari Universitas Padjadjaran pada tahun 2004 serta
di bidang Ilmu Manajemen dari STIE Ekuitas pada tahun 2016. Menjabat
sebagai Pemimpin Divisi Perencanaan Strategis sejak 2018 berdasarkan
Surat Keputusan Direksi No. 1135/SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung. Born on August 20, 1967
currently 53 years old. Obtained a Bachelor’s degree in Accounting from
Agus Kurniawan the Nusantara Islamic University in 1996. Obtained a Master’s degree in
Divisi Perencanaan Law from Padjadjaran University in 2004 and in Management from STIE
Strategis
Equity in 2016. He has served as Leader of the Strategic Planning Division
Strategic Planning
Division
since 2018 based on a letter Directors Decree No. 1135/SK/DIR-HC/2018.

2020 Annual Report
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada tanggal 20

Agustus 1967, saat ini berusia 53 tahun. Meraih gelar Sarjana di bidang
Ilmu Perbankan dari STIE YPKP Bandung pada tahun 1995. Mendapat gelar
Magister di bidang Ilmu Pemerintahan dari Universitas Padjadjaran pada
tahun 2016. Mendapat gelar Doktor di bidang Ilmu Manajemen Strategis
dari Universitas Pendidikan Indonesia pada tahun 2019. Menjabat sebagai
Pemimpin bjb University sejak tahun 2020 berdasarkan Surat Keputusan
Direksi No 0069/SK/DIR-HC/2020.
Indonesian citizen, domiciled in Bandung. Born on August 20, 1967, currently
Agus Supriyatna
53 years old. Obtained a Bachelor’s degree in Banking Science from STIE
bjb University
YPKP Bandung in 1995. Received a Masters degree in Government Science
from Padjadjaran University in 2016. Received a Doctorate in Strategic
Management from the Indonesian Education University in 2019. Served as
Head of bjb University since 2020 based on the Decree of the Board of
Directors No. 0069 / SK / DIR-HC / 2020.
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 16 Oktober

1974 saat ini berusia 46 tahun. Meraih gelar Sarjana di bidang Teknik
Sipil pada tahun 1998. Menjabat sebagai Pemimpin Divisi Information
Technology sejak tahun 2020 berdasarkan Surat Keputusan Direksi No.
0047/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on October 16, 1974 currently
46 years old. Obtained a Bachelor’s degree in Civil Engineering in 1998.
Served as Head of the Information Technology Division since 2020 based
on the Decree of the Board of Directors No. 0047/SK/DIR-HCA/2020.
Anthonius Satriyo
Wibowo
Divisi Information
Technology
Information Technology
Division
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 2 Oktober 1973

Informatika dari Universitas Gunadarma Jakarta pada tahun 1996. Menjabat
sebagai Pemimpin Divisi Digital Banking sejak 2019 berdasarkan Surat
Keputusan Direksi No. 0871/SK/HC-RPK/2019.
47 years old. Obtained a Bachelor’s degree in Information Management
from Gunadarma University Jakarta in 1996. Served as Head of the Digital
Banking Division since 2019 based on the Decree of the Board of Directors
Arfianto Ramadhian No. 0871/SK/HC-RPK/2019.
Divisi Digital Banking
Digital Banking Division

PROFIL PERUSAHAAN
COMPANY PROFILE
Warga negara Indonesia, berdomisili di Bandung. Lahir di Yogyakarta pada

19 Agustus 1969 saat ini berusia 51 tahun. Meraih gelar Sarjana di bidang
ilmu Administrasi Negara dari Universitas Gajah Mada pada tahun 1992.
Dan mendapat gelar S2 (Magister Manajemen) dari STIE Ekuitas tahun
2017. Menjabat sebagai Pemimpin Divisi Penyelamatan dan Penyelesaian
Kredit sejak 2020 berdasarkan Surat Keputusan Direksi No. 0069/SK/DIR-
HCA/2020.
Indonesian citizen, domiciled in Bandung. Born in Yogyakarta on August
19, 1969, currently 51 years old. Obtained a Bachelor’s degree in State
Arief Setyahadi
Administration from Gajah Mada University in 1992. And received a Masters
Divisi Penyelamatan dan
degree (Master of Management) from STIE Equity in 2017. Served as Head
Penyelesaian Kredit
of the Credit Rescue and Settlement Division since 2020 based on the
Credit Rescue and
Decree of the Board of Directors No. 0069/SK/DIR-HCA/2020.
Settlement Division
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 1 Juni 1971

dari STIE Kuningan pada tahun 2000. Mendapat gelar Magister di bidang
ilmu Manajemen dari STIE Ganesha pada tahun 2003. Menjabat sebagai
Pemimpin Divisi Manajemen Risiko sejak 2019 berdasarkan Surat Keputusan
Direksi No. 0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on June 1, 1971 currently
49 years old. Obtained a Bachelor’s degree in Management from STIE
Kuningan in 2000. Received a Master’s degree in Management from STIE
Asep Dani Fadilah Ganesha in 2003. Served as Head of the Risk Management Division since
Divisi Manajemen Risiko 2019 based on the Decree of the Board of Directors No. 0871/SK/HC-
Risk Management Division RPK/2019.
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 7 Juni 1967,

dari Universitas Padjadjaran pada tahun 1990. Menjabat sebagai Pemimpin
Divisi Kepatuhan & APU PPT sejak tahun 2018 berdasarkan Surat Keputusan
Direksi No. 1516/SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung. Born on June 7, 1967, currently 53
years old. Obtained a Bachelor’s degree in Management from Padjadjaran
University in 1990. He has served as Head of the Compliance & AML-CFT
Division since 2018 based on the Decree of the Board of Directors No. 1516
Cecep Trisna /SK/DIR-HC/2018.
Divisi Kepatuhan
& APU PPT
Compliance
& AML-CFT Division

2020 Annual Report
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 20 Mei 1966

saat ini berusia 54 tahun. Meraih gelar Sarjana di bidang ilmu Ekonomi dari
STIE YPKP Bandung pada tahun 1995 Menjabat sebagai Pemimpin Divisi
International Banking sejak tahun 2020 berdasarkan Surat Keputusan
Direksi No. 0581/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on May 20, 1966, currently
54 years old. Obtained a Bachelor’s degree in Economics from STIE YPKP
Bandung in 1995 Served as Head of International Banking Division since
2020 based on the Decree of the Board of Directors No. 0581/SK/DIR-
Chairany Rahmatiah
HCA/2020.
Divisi International Banking
International Banking
Division
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 11 April 1972

saat ini berusia 48 tahun. Meraih gelar Sarjana di bidang ilmu Hukum dari
Universitas Padjadjaran pada tahun 1995. Menjabat sebagai Pemimpin
Divisi Human Capital sejak 2019 berdasarkan Surat Keputusan Direksi No.
0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on April 11, 1972 currently 48
years old. Obtained a Bachelor’s degree in Law from Padjadjaran University
in 1995. Served as Head of Human Capital Division since 2019 based on the
Decree of the Board of Directors No. 0871/SK/HC-RPK/2019.
Dadan Yonanda
Divisi Human Capital
Human Capital Division
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 7 Juni 1968,

saat ini berusia 52 tahun. Meraih gelar Sarjana di bidang ilmu Akuntansi
dari Universitas Garut pada tahun 2000. Menjabat sebagai Pemimpin Divisi
Kredit UMKM sejak tahun 2018 berdasarkan Surat Keputusan Direksi No.
1135/SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung. Born on June 7, 1968, currently 52
years old. Obtained a Bachelor’s degree in Accounting from Garut University
in 2000. Served as Head of MSME Credit Division since 2018 based on the
Decree of the Board of Directors No. 1135/SK/DIR-HC/2018.
Denny Mulyadi
Divisi Kredit UMKM
MSME Credit Division

PROFIL PERUSAHAAN
COMPANY PROFILE
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 08 Juli 1980

saat ini berusia 40 tahun. Meraih gelar Sarjana di bidang ilmu Akuntansi dari
Universitas Langlangbuana pada tahun 2005. Mendapat gelar Magister di
bidang ilmu Keuangan Perbankan dari Universitas Padjadjaran pada tahun
2009. Menjabat sebagai Pemimpin Divisi Korporasi dan Komersial sejak
2017 berdasarkan Surat Keputusan Direksi No. 1127/SK/DIR-HC/2017.
Indonesian citizen, domiciled in Bandung. Born on July 08, 1980
Langlangbuana University in 2005. Obtained a Masters degree in Banking
Dicky Syahbandinata
Finance from Padjadjaran University in 2009. Served as Head of Corporate
Divisi Korporasi dan
and Commercial Division since 2017 based on the Decree of the Board of
Komersial
Directors No. 1127/SK/DIR-HC/2017.
Corporate and Commercial
Division
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 01 Agustus

dari Universitas Diponegoro pada tahun 1995. Mendapat gelar Magister
di bidang ilmu Manajemen dari Universitas Trisakti pada tahun 2006.
Menjabat sebagai Pemimpin Divisi Jaringan & Layanan sejak September
2020 berdasarkan Surat Keputusan Direksi No. 0581/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on August 1, 1969 currently
51 years old. Obtained a Bachelor’s degree in Accounting from Diponegoro
University in 1995. Received a Master’s degree in Management from Trisakti
Gegeg Mintorogo University in 2006. Served as Head of Network & Service Division since
Divisi Jaringan & Layanan September 2020 based on Directors Decree No. 0581/SK/DIR-HCA/2020.
Network & Services
Division
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 15 Oktober

1976 saat ini berusia 44 tahun. Meraih gelar Sarjana di bidang ilmu
Hubungan Internasional dari Universitas Padjadjaran pada tahun 1998.
Mendapat gelar Master di bidang ilmu International Business dari Aston
University pada tahun 2001. Menjabat sebagai Pemimpin Divisi Dana &
Jasa Konsumer sejak tahun 2018 berdasarkan Surat Keputusan Direksi No.
1135/SK/DIR-HC/2018.
44 years old. Obtained a Bachelor’s degree in International Relations from
Hakim Putratama Padjadjaran University in 1998. Received a Master’s degree in International
Divisi Dana dan Jasa Business from Aston University in 2001. He has served as Head of Consumer
Konsumer
Funds & Services Division since 2018 based on the Decree of the Board of
Consumer Funds and
Services Division
Directors No. 1135/SK/DIR-HC/2018.

2020 Annual Report
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 23 Januari

1970 saat ini berusia 50 tahun. Meraih gelar Sarjana di bidang ilmu Teknik
dan Manajemen Industri dari Universitas Islam Bandung pada tahun
1996. Mendapat gelar Magister di bidang ilmu Manajemen Keuangan dari
Divisi Treasury sejak 2018 berdasarkan Surat Keputusan Direksi No. 1135/
SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung. Born on January 23, 1970
currently 50 years old. Obtained a Bachelor’s degree in Engineering and
Hana Dartiwan
Industrial Management from the Islamic University of Bandung in 1996.
Divisi Treasury
Obtained a Masters degree in Financial Management from Padjadjaran
Treasury Division
University in 2009. Served as Head of Treasury Division since 2018 based
on the Decree of the Board of Directors No. 1135/SK/DIR-HC/2018.
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 10 Oktober

dari Universitas Mercu Buana pada tahun 1999. Mendapat gelar Magister
di bidang ilmu Manajemen dari STIE IPWIJA pada tahun 2003. Menjabat
sebagai Pemimpin Divisi Operasi sejak 2019 berdasarkan Surat Keputusan
Direksi No. 0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on October 10, 1968
Mercu Buana University in 1999. Received a Masters degree in Management
Herry Yanson from STIE IPWIJA in 2003. Served as Head of Operations Division since
Divisi Operasi 2019 based on the Decree of the Board of Directors No. 0871/SK/HC-
Operations Division RPK/2019.
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 13 September

1977 saat ini berusia 43 tahun. Meraih gelar Sarjana di bidang ilmu Manajemen
dari Universitas Widyatama pada tahun 2000. Mendapat gelar Magister di
bidang ilmu Manajemen Keuangan dari Universitas Padjadjaran pada tahun
2019. Menjabat sebagai Pemimpin Divisi Hubungan Kelembagaan sejak 2019
berdasarkan Surat Keputusan Direksi 0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on September 13, 1977,
currently 43 years old. Obtained a Bachelor’s degree in Management from
Widyatama University in 2000. Obtained a Master’s degree in Financial
Isa Anwari Management from Padjadjaran University in 2019. Served as Head of
Divisi Hubungan Institutional Relations Division since 2019 based on Directors Decree 0871/
Kelembagaan
SK/HC-RPK/2019.
Institutional Relations
Division

PROFIL PERUSAHAAN
COMPANY PROFILE
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 19 Mei 1967

saat ini berusia 53 tahun. Meraih gelar Sarjana di bidang Akuntansi dari STIE
Tridharma pada tahun 1993. Menjabat sebagai Pemimpin Divisi Change
Management Office sejak 2020 berdasarkan Surat Keputusan Direksi No.
0581/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on May 19, 1967 currently
53 years old. Obtained a Bachelor’s degree in Accounting from STIE
Tridharma in 1993. Served as Head of Change Management Office Division
since 2020 based on the Decree of the Board of Directors No. 0581/SK/
Ita Garmeita
DIR-HCA/2020.
Divisi Change Management
Office
Change Management
Office Division
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 25 Januari

dari Universitas Padjajaran pada tahun 2002. Mendapat gelar Magister
di bidang ilmu Manajemen Keuangan dari Universitas Padjajaran pada
tahun 2006 serta di bidang ilmu Manajemen Pemasaran dari Universita
Padjadjaran pada tahun 2018. Menjabat sebagai Pemimpin Satuan Kerja
Audit Internal sejak 2018 berdasarkan Surat Keputusan Direksi No. 1516/
SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung. Born on January 25, 1973 currently
Joko Hartono Kalisman 47 years old. Obtained a Bachelor’s degree in Accounting from Padjadjaran
Satuan Kerja Audit Internal University in 2002. Received a Masters degree in Financial Management
Internal Audit Unit from Padjajaran University in 2006 and in Marketing Management from
Padjadjaran University in 2018. Served as Head of Internal Audit Unit since
2018 based on the Decree of the Board of Directors No. 1516/SK/DIR-
HC/2018.
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 16 Juni 1974

saat ini berusia 46 tahun. Meraih gelar Sarjana di bidang ilmu Hukum dari
Divisi Umum sejak 2018 berdasarkan Surat Keputusan Direksi No. 1135/SK/
DIR-HC/2018.
46 years old. Obtained a Bachelor’s degree in Law from Padjadjaran
University in 2000. Served as Head of General Division since 2018 based
on the Decree of the Board of Directors No. 1135/SK/DIR-HC/2018.
Juniardi Swastria
Divisi Umum
General Division

2020 Annual Report
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 7 Juni 1981

saat ini berusia 39 tahun. Meraih gelar Sarjana di bidang ilmu Ekonomi
dari Universitas Padjadjaran pada tahun 2004. Mendapat gelar Magister
di bidang ilmu Ekonomi dari Universitas Padjadjaran pada tahun 2009.
Menjabat sebagai Pemimpin Divisi Pengendalian Keuangan sejak 2020
berdasarkan surat keputusan direksi No. 0492/SK/DIR-HCA/2020.
39 years old. Obtained a Bachelor’s degree in Economics from Padjadjaran
University in 2004. Obtained a master’s degree in Economics from
Muhammad Asadi
Padjadjaran University in 2009. Served as Head of Financial Control
Budiman
Division since 2020 based on the decision of the board of directors no
Divisi Pengendalian
Keuangan
0492/SK/DIR-HCA/2020.
Financial Control Division
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 27 Juli 1965

saat ini berusia 55 tahun. Meraih gelar Sarjana di bidang ilmu Hukum
Ekonomi Perbankan dari Universitas Sriwijaya pada tahun 1990. Mendapat
gelar Magister di bidang Hukum dari Universitas Sriwijaya pada tahun
2003. Menjabat sebagai Pemimpin Divisi Hukum sejak 2019 berdasarkan
Surat Keputusan Direksi No. 0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on July 27, 1965, currently
55 years old. Obtained a Bachelor’s degree in Law in Banking Economics
from Sriwijaya University in 1990. Obtained a Master’s degree in Law from
Mulyadi Mustofa Sriwijaya University in 2003. Served as Head of Legal Division since 2019
Divisi Hukum based on the Decree of the Board of Directors No. 0871/SK/HC-RPK/2019.
Legal Division
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 20 Juli 1984

saat ini berusia 36 tahun. Meraih gelar Sarjana di bidang ilmu Administrasi
Fiskal dari Universitas Indonesia pada tahun 2008. Mendapat gelar Magister
di bidang ilmu Business Administration of Finance of dari Institut Teknologi
Bandung pada tahun 2018. Menjabat sebagai Pemimpin Divisi Manajemen
Anak Perusahaan sejak 2020 berdasarkan Surat Keputusan Direksi No.
0069/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on July 20, 1984 currently
36 years old. Obtained a Bachelor’s degree in Fiscal Administration from
Nazaro Aulany Priyadi the University of Indonesia in 2008. Received a Masters degree in the
Divisi Manajemen Anak field of Business Administration of Finance from the Bandung Institute of
Perusahaan
Technology in 2018. Served as Head of Subsidiary Management Division
Subsidiary Management since 2020 based on the Decree of the Board of Directors No. 0069/SK/
Division
DIR-HCA/2020.

PROFIL PERUSAHAAN
COMPANY PROFILE
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 13 November

1969 saat ini berusia 51 tahun. Meraih gelar Sarjana di bidang ilmu Teknik
Geologi dari Universitas Gadjah Mada pada tahun 1994. Mendapat gelar
Magister di bidang ilmu Manajemen dari Universitas Gadjah Mada pada
tahun 1996. Menjabat sebagai Pemimpin Divisi Kredit Konsumer dan
Ritel sejak 2016 berdasarkan Surat Keputusan Direksi No.0393/SK/DIR-
SDM/2016.
Indonesian citizen, domiciled in Bandung. Born on November 13, 1969
currently 51 years old. Obtained a Bachelor’s degree in Geological
Triastoto Hardjanto
Engineering from Gadjah Mada University in 1994. Received a Masters
Wibowo
degree in Management from Gadjah Mada University in 1996. Served as
Divisi Kredit Konsumer dan
Retail
Head of Consumer and Retail Credit Division since 2016 based on the
Decree of the Board of Directors No.0393/SK/DIR-SDM/2016.
Consumer and Retail Credit
Division
Warga Negara Indonesia, berdomisili di Bandung. Lahir di Jakarta pada

17 Juni 1979, saat ini berusia 41 tahun. Meraih gelar Sarjana Ekonomi di
Universitas Prof. DR. Moestopo pada tahun 2003. Mendapat gelar Magister
bidang Manajemen dari Universitas Widyatama pada tahun 2012. Menjabat
sebagai Pemimpin Divisi Corporate Secretary sejak tahun 2020 berdasarkan
Surat Keputusan Direksi No. 0581/SK/DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born in Jakarta on June 17, 1979,
currently 41 years old. Obtained a Bachelor of Economics at Prof. University.
DR. Moestopo in 2003. Obtained a Masters degree in Management from
Widi Hartoto Widyatama University in 2012. He has served as Head of Corporate Secretary
Divisi Corporate Secretary Division since 2020 based on the Decree of the Board of Directors No.
Corporate Secretary Division 0581/SK/DIR-HCA/2020.
Warga Negara Indonesia, berdomisili di Bandung. Lahir pada 07 Juni 1973

saat ini berusia 47 tahun. Meraih gelar Sarjana di bidang ilmu Akuntansi
dari Universitas Padjadjaran pada tahun 1999. Mendapat gelar Magister
di bidang ilmu Hukum Ekonomi & Bisnis dari Universitas Pasundan pada
tahun 2015. Menjabat sebagai Pemimpin Divisi KPR & KKB sejak 2019
berdasarkan Surat Keputusan Direksi No. 0871/SK/HC-RPK/2019.
Indonesian citizen, domiciled in Bandung. Born on June 7, 1973 currently 47
years old. Obtained a Bachelor’s degree in Accounting from Padjadjaran
University in 1999. Obtained a Master’s degree in Economics & Business
Yusuf Saadudin Law from Pasundan University in 2015. Served as Head of KPR & KKB
Divisi KPR & KKB Division since 2019 based on the Decree of the Board of Directors No.
KPR & KKB Division
0871/SK/HC-RPK/2019.

2020 Annual Report
Warga Negara Indonesia, berdomisili di Bandung lahir pada tanggal 29

Desember 1979, saat ini berusia 41 tahun. Meraih gelar Sarjana di bidang
ilmu Akuntansi pada tahun 2003 di Universitas Padjadjaran. Mendapat
gelar Magister di bidang ilmu Administrasi Bisnis pada tahun 2009 di
Institut Teknologi Bandung. Menjabat sebagai Pemimpin Unit Kebijakan
dan Prosedur sejak tahun 2018 berdasarkan Surat Keputusan Direksi No.
0475/SK/DIR-HC/2018.
Indonesian citizen, domiciled in Bandung, born on December 29, 1979,
currently 41 years old. Obtained a Bachelor’s degree in Accounting in
Detya Suryadani
2003 at Padjadjaran University. Received a Masters degree in Business
Unit Kebijakan dan
Administration in 2009 at the Bandung Institute of Technology. Served as
Prosedur
Head of Policy and Procedure Unit since 2018 based on the Decree of the
Policy and Procedure Unit
Board of Directors No. 0475/SK/DIR-HC/2018.
Warga negara Indonesia, berdomisili di Bandung. Lahir pada 19 April 1975

saat ini berusia 45 tahun. Meraih gelar Sarjana di bidang ilmu Ekonomi
Pertanian dari Universitas Padjajaran pada tahun 1999. Mendapat gelar
Magister di bidang ilmu Ekonomi Pertanian dari Universitas Padjajaran
pada tahun 2004 Menjabat sebagai Pemimpin Unit Dana Pensiun Lembaga
Keuangan sejak 2020 berdasarkan Surat Keputusan Direksi No 0069/SK/
DIR-HCA/2020.
Indonesian citizen, domiciled in Bandung. Born on April 19, 1975 currently
45 years old. Obtained a Bachelor’s degree in Agricultural Economics from
Herfinia Padjajaran University in 1999. Obtained a Master’s degree in Agricultural
Unit Dana Pensiun Economics from Padjajaran University in 2004 Served as Head of Financial
Lembaga Keuangan
Institution Pension Fund Unit since 2020 based on the Decree of the Board
Financial Institution of Directors No. 0069/SK/DIR- HCA/2020.
Pension Fund Unit

PROFIL PERUSAHAAN
COMPANY PROFILE
Profil dan Pengembangan Kompetensi Pegawai

Profile and Development of Employee Competence
Jumlah Pegawai Berdasarkan Number of Employee Based on

Level Jabatan Position Level
Tabel Jumlah Pegawai Berdasarkan Level Jabatan

Table of Employees Number Based on Position Level
(dalam satuan orang / in units of people)
2020 2019
Level Jabatan
Position Level Pria Wanita Pria Wanita
Total Total
Male Female Male Female
Staf 2,438 2,853 5,291 2,538 2,893 5,431
First Line Management 866 665 1,531 632 1,419 1,419
Middle Management 429 198 627 451 207 658
Senior Management 127 30 157 161 35 161
Executive Management 30 4 34 29 3 32
Jumlah / Total 3,890 3,750 7,640 3,931 3,770 7,701

Tingkat Pendidikan Education Level
Tabel Jumlah Pegawai Berdasarkan Tingkat Pendidikan

Table of Number of Employee Based on Education Level
2020 2019
Tingkat Pendidikan
Level of Education Pria Wanita Pria Wanita
Total Total
Sampai dengan SMA / Up to high school - - - 1 0 1
Diploma 262 479 741 314 590 904
Sarjana / Bachelor 3.160 3.062 6,222 3,183 2,989 6,172
Pasca Sarjana / Postgraduate 466 206 672 433 191 624
Doktor 2 3 5 - - -
Jumlah / Total 3.890 3.750 7,640 3,931 3,770 7,701

2020 Annual Report
Jumlah Pegawai Berdasarkan Number of Employees Based on

Status Kepegawaian Status of Staffing
Tabel Jumlah Pegawai Berdasarkan Status Kepegawaian

Table of Number of Employees Based on Status of Staffing
2020 2019
Status Kepegawaian
Status of Staffing Pria Wanita Pria Wanita
Total Total
Pegawai Tetap / Permanent Employee 3.890 3.750 7,640 3,931 3,770 7,701
PKWT 36 8 44 12 6 18
Jumlah / Total 3.926 3.758 7,684 3,943 3,776 7,719

Direktorat Directorate
Tabel Jumlah Pegawai Berdasarkan Direktorat

Table of Employee Number Based on Directorate
2020 2019
Direktorat
Directorate Pria Wanita Pria Wanita
Total Total
Direktorat IT, Treasury dan International Banking* 227 95 322 206 89 295
Directorate of IT, Treasury and International Banking*
Direktorat Kepatuhan* / Directorate of Compliance * 54 29 83 58 31 89
Direktorat Keuangan dan Manajemen Risiko* 188 72 260 191 74 265
Directorate of Finance and Risk Management *
Direktorat Komersial dan UMKM* 82 62 144 88 61 149
Directorate of Commercial and UMKM *
Direktorat Konsumer dan Ritel* 96 116 212 97 105 202
Directorate of Consumer and Retail *
Direktorat Operasional* / Directorate of Operations * 211 101 312 207 110 317
Direktorat Utama* / Main Directorate * 167 95 262 153 95 248
Kantor Cabang / Branch office 2.865 3.180 6.045 2,931 3,205 6,136
Jumlah / Total 3.890 3.750 7.640 3,931 3,770 7,701
* Kategori Direktorat merujuk pada SK Nomor 0693/SK/DIR-PST/2020 Tentang Struktur Organisasi PT. Bank Pembangunan Jawa Barat dan Banten, Tbk
The Directorate category refers to Decree Number 0693/SK/DIR-PST/2020 concerning the Organizational Structure of PT. West Java and Banten
Development Bank, Tbk
Tabel Jumlah Pegawai Berdasarkan Wilayah

Table of Number of Employees by Region
2020 2019
Wilayah
Region Pria Wanita Pria Wanita
Total Total
Kantor Pusat / Headquarters 1.025 570 1,595 1,000 565 1,565
Kantor Wilayah 1 / Regional Office 1 916 1.110 2,026 926 1,127 2,053

PROFIL PERUSAHAAN
COMPANY PROFILE
2020 2019
Wilayah
Region Pria Wanita Pria Wanita
Total Total
Kantor Wilayah 2 / Regional Office 2 630 732 1,362 639 729 1.368
Kantor Wilayah 3/ Regional Office 3 714 662 1,376 742 667 1.409
Kantor Wilayah 4 / Regional Office 4 429 481 910 452 490 942
Kantor Wilayah 5/ Regional Office 1 176 195 371 172 192 364
Jumlah / Total 3.890 3.750 7,640 3,931 3,770 7,701

Rentang Usia Age Range
Tabel Jumlah Pegawai Berdasarkan Rentang Usia

Table of Employees Number Based on Age Range
2020 2019
Rentang Usia
Age Range Pria Wanita Pria Wanita
Total Total
18-30 1,224 1,791 3,015 1,492 2,131 3,604
31-40 2,154 1,739 3,893 1,968 1,424 3,407
41-50 413 173 586 370 168 540
>50 99 47 146 101 47 150
Jumlah / Total 3,890 3,750 7,640 3,931 3,770 7,701

Masa Kerja Years of Service
Tabel Jumlah Pegawai Berdasarkan Masa Kerja

Table of Employees Number Based on Years of Service
2020 2019
Masa Kerja
Years of Service Pria Wanita Pria Wanita
Total Total
1< TH 104 138 242 212 296 509
1-3 TH 557 729 112 533 636 1,172
4-15 TH 2910 2720 1,286 2,834 2,652 5,563
16-25 TH 251 119 370 262 122 303
>25 TH 68 44 5,630 90 64 154
Jumlah / Total 3.890 3.750 7,640 3,931 3,770 7,701

2020 Annual Report
Pengembangan Kompetensi Employee Competence

Karyawan Development
Kebijakan Policy
Sebagai bagian dari Transformasi Human As part of the Human Capital Transformation
Capital dan mendukung program akselerasi and supporting the accelerated program of
pengembangan kompetensi, kinerja, hingga karir competency development, performance, and
insan bank bjb, telah disusun landasan yang kuat career development for bank bjb employees, a
dalam bentuk Standar Operasional Prosedur yang strong foundation had been developed in the
mengatur tentang pengelolaan karir pegawai. form of Standard Operating Procedures that
SOP Pengelolaan Karir ditetapkan pada tanggal regulated employee career management. Career
17 Januari 2020 melalui Surat Keputusan Direksi Management SOP was established on January 17,
No. 0086/SK/DIR-HC/2020 sebagai landasan 2020 through the Decree of the Board of Directors
Divisi Human Capital untuk melaksanakan No. 0086 / SK / DIR-HC / 2020 as the basis for
program pengembangan pegawai khususnya the Human Capital Division to carry out employee
dalam mengelola karir pegawai. bank bjb memiliki development programs, especially in managing
kebijakan untuk memberikan kesempatan yang employee careers. bank bjb has a policy to provide
sama bagi seluruh pegawai tanpa membedakan equal opportunities for all employees regardless of
jabatan dan jenis kelamin. position and gender.
Pengembangan Kompetensi Development of Competence Based

Berdasarkan Level Jabatan on Post Level
Pengembangan Kompetensi Level Competency Development of Executive

Executive Management Management Level
Tabel Pengembangan Kompetensi Level Executive Management

Table of Competency Development Executive Management Level
Persentase yang telah
Jumlah Pegawai
mengikuti pelatihan
Level Jumlah yang telah mengikuti
untuk setiap jenis
Jabatan Jenis Pelatihan Tujuan Pelatihan Peserta pelatihan
pelatihan
Position Type of Training Training Objectives Number of Number of
Percentage who have
Level Participants Participants who have
attended training for
attended the training
each type of training
Executive Management
Corporate Governance Meningkatkan 253 2 0,79%
Kompetensi Untuk
Finance And Accounting Tiap – Tiap Bidang 36 14,23%
General Yang sesuai dengan 93 36,76%
jenis pelatihan
Manajemen SDM/ HR 84 33,20%
Increasing
Management
Competence for Each
Perbankan dan Risk Field According to 38 15,02%
Management/ Banking the type of training
and Risk Management
Jumlah Executive Management yang Mengikuti Pelatihan

36
Number of Executive Management Participating in the Training
Jumlah Executive Management
36
Number of Executive Management
Persentase Executive Management yang Telah Mengikuti Pelatihan
100%
Percentage of Executives Who Have Attended Training

PROFIL PERUSAHAAN
COMPANY PROFILE
Pengembangan Kompetensi Level Competency Development of Senior

Senior Management Management Level
Tabel Pengembangan Kompetensi Level Senior Management

Table of Competency Development Senior Management Level
Jumlah Pegawai
mengikuti pelatihan
Level Jumlah yang telah mengikuti
untuk setiap jenis
Jabatan Jenis Pelatihan Tujuan Pelatihan Peserta pelatihan
pelatihan
Position Type of Training Training Objectives Number of Number of Participants
Percentage who have
Level participants who have attended the
training
SENIOR MANAGEMENT
Corporate Governance Meningkatkan 1,072 42 3.92%
Kompetensi Untuk
Finance And Accounting Tiap – Tiap Bidang 143 13.34%
General Yang sesuai dengan 470 43.84%
jenis pelatihan
Manajemen SDM/ HR 4 0.37%
Increasing
Management
Competence for Each
Perbankan dan Risk Field According to 247 23.04%
and Risk Management
Jumlah Senior Management yang Mengikuti Pelatihan

167
Number of Senior Management Participating in the Training
Jumlah Senior Management
167
Total Senior Management
Persentase Senior Management yang Telah Mengikuti Pelatihan
Percentage of Senior Management Who Has Attended the 100%
Training
Pengembangan Kompetensi Level Competency Development of Middle

Middle Management Management Level
Tabel Pengembangan Kompetensi Level Middle Management

Table of Competency Development Middle Management Level
Jumlah Pegawai Persentase yang telah
yang telah mengikuti mengikuti pelatihan
Level
Jumlah Peserta pelatihan untuk setiap jenis
Jabatan Jenis Pelatihan Tujuan Pelatihan
Number of Number of pelatihan
Position Type of Training Training Objectives
participants Participants who Percentage who have
Level
have attended the attended training for
training each type of training
MIDDLE MANAGEMENT
Kompetensi Untuk
General Yang sesuai dengan 880 45.24%
jenis pelatihan
Increasing
Management
Competence for Each
and Risk Management

2020 Annual Report
Jumlah Middle Management yang Mengikuti Pelatihan

642
Number of Middle Management Participating in the Training
Jumlah Middle Management
642
Total Middle Management
Persentase Middle Management yang Telah Mengikuti Pelatihan
Percentage of Middle Management Who Has Attended the 100%
Training
Pengembangan Kompetensi Level First Competency Development of First Line

Line Management Management Level
Tabel Pengembangan Kompetensi Level First Line Management

Table of Competency Development First Line Management Level
Jumlah Pegawai
mengikuti pelatihan
Level yang telah mengikuti
Jumlah Peserta untuk setiap jenis
Jabatan Jenis Pelatihan Tujuan Pelatihan pelatihan
Number of pelatihan
Position Type of Training Training Objectives Number of
participants Percentage who have
Level Participants who have
attended the training
First Line Management
Kompetensi Untuk
General Yang sesuai dengan 2,103 47.53%
jenis pelatihan
Increasing
Management
Competence for Each
and Risk Management
Jumlah First Line Management yang Mengikuti Pelatihan

1,552
Number of First Line Management Participating in the Training
Jumlah First Line Management
1,552
Total First Line Management
Persentase First Line Management yang Telah Mengikuti Pelatihan
Percentage of First Line Management Who Has Attended the 100%
Training
Pengembangan Kompetensi Level Staff Competency Development of Staff Level
Tabel Pengembangan Kompetensi Level Staff

Table of Competency Development Staff Level
Jumlah Pegawai Persentase yang telah
yang telah mengikuti mengikuti pelatihan
Level
Jumlah Peserta pelatihan untuk setiap jenis
Jabatan Jenis Pelatihan Tujuan Pelatihan
Number of Number of pelatihan
Position Type of Training Training Objectives
participants Participants who Percentage who have
Level
have attended the attended training for
training each type of training
Staff
Kompetensi Untuk
Finance And Accounting Tiap – Tiap Bidang 1,705 18.62%
General Yang sesuai dengan 5,883 64.23%
jenis pelatihan
Increasing
Management
Competence for Each
and Risk Management

PROFIL PERUSAHAAN
COMPANY PROFILE
Jumlah Staff yang Mengikuti Pelatihan

5,370
Number of Staff Participating in the Training
Jumlah Staff
5,370
Number of Staff
Persentase Staff yang Telah Mengikuti Pelatihan
100%
Percentage of Staff Who Have Attended the Training
Evaluasi Pelaksanaan Evaluation of Competency

Pengembangan Kompetensi Development Implementation
Setiap tahun, Perseroan melakukan evaluasi dari hasil Every year, the company evaluates from the results
pengembangan kompetensi yang direalisasikan. of the development of realized competencies. The
Rincian hasil evaluasi dimaksud adalah: details of the evaluation results are:
Evaluasi Training Level 1: Reaction Evaluation of Training Level 1: Reaction

Evaluasi level ini mengukur tingkat kepuasan This level evaluation measured the level of
peserta setelah mengikuti training. Selain itu untuk participant satisfaction after participating in
mengetahui opini dari para peserta mengenai learning. In addition, to find out the opinions
training yang diikutinya. Cara yang biasa dilakukan of the participants regarding the learning that
adalah meminta para peserta untuk mengisi they participated in. The usual way was to ask
sebuah kuesioner yang berisi pertanyaan- participants to fill out a questionnaire containing
pertanyaan tentang reaksi dan kesan mereka atas questions about their reactions and impressions
penyelenggaraan training tersebut. Hal-hal yang of the learning. Matters that were evaluated at
dievaluasi pada level ini antara lain mengenai this level include learning materials, instructors/
materi training, instruktur/trainer, fasilitas yang trainers, the facilities provided, the time of
disediakan, waktu penyelenggaraan, serta metode implementation, and the methods used.
yang digunakan.
Sejauh ini proses evaluasi level-1 dilakukan So far, the level-1 evaluation process had been
oleh bjb University pada setiap pelatihan yang carried out by bjb University in every training
diselenggarakan oleh bjb University baik yang organized by bjb University, both in the form of
diselenggarakan dalam bentuk in house training in-house learning and domestic and foreign public
maupun pelatihan public training dalam dan luar learning training.
negeri.
Khusus untuk pengukuran pada pelatihan public Specifically, for measurement of public training,
dilakukan dengan menggunakan pendekatan it was carried out using a vendor assessment
vendor assessment, yaitu pengukuran kualitas approach, namely measuring the quality of
trainer, materi dan fasilitas pelatihan yang trainers, training materials and facilities organized
diselenggarakan oleh vendor-vendor pelatihan di by training vendors where bjb University included
mana bjb University mengikutsertakan pegawai bank bjb employees in training organized by these
bank bjb dalam pelatihan yang diselenggarakan training vendors.
oleh vendor-vendor pelatihan tersebut.
Sedangkan untuk hasil rata–rata evaluasi Level 1 As for the average Level 1 (Reaction) evaluation
(Reaction) untuk periode bulan Januari-Desember results for the January-December 2020 period,
2020 memperoleh skor rata-rata sebesar 4,45 dari the average score was 4.45 from a maximum score
skor maksimal 5,0. Hal ini menunjukkan bahwa of 5.0, this showed that in general the material in
secara umum materi dalam pelatihan ini memiliki this training had good quality.
kualitas Baik.

2020 Annual Report
Skala
Jenis Evaluasi Penilaian Rata - Rata Nilai
Level Target
Type of Evaluation Scoring Assessment Scale
Scale
Penilaian Peserta Terhadap In house Pengajar L1 1–5 4.51 4.45 3.75
Kegiatan Diklat Secara Training Trainer
Keseluruhan
Materi 4.47
Evaluation of Participants Topics
for Overall Training
Activities Fasilitas 4.52
Facilities
Public Traning Materi dan L1 1–5 4.30
Pengajar
Materials and
Instructors
Nilai peserta pelatihan / The value of the trainee L2 0 – 100 86.51 80
Evaluasi Training Level 3 / Evaluation of Learning Level 3 L3 1–5 4.41 3.75
Evaluasi Training Level 2: Learning Evaluation of Training Level 2: Learning

Tujuan evaluasi tahap ini adalah mengukur sampai The purpose of this stage of evaluation was
sejauh mana materi yang diberikan selama pelatihan to measure the extent to which the material
telah dipahami, dihayati, dan diingat oleh para provided during the training had been understood,
peserta. Pengukuran biasanya dilaksanakan dalam appreciated, and remembered by the participants.
bentuk tes (Pre Test, Post Test dan atau Formative Measurements were usually carried out in the
Test) yang dilakukan sebelum dan sesudah form of tests (Pre Test, Post Test and/or Formative
Pembelajaran (Learning). Tiga domain kompetensi Test) which were carried out before and after
(knowledge, skills, dan attitudes) merupakan hal- learning (Learning). Three competency domains
hal yang dapat diberikan dan diukur dalam suatu (knowledge, skills, and attitudes) were things
pelatihan. Oleh karenanya, evaluasi pada level ini that could be given and measured in a training.
juga menekankan pada seberapa jauh pembelajaran Therefore, evaluation at this level also emphasized
(learning) peserta telah dapat menyerap dan how far the participants had been able to absorb
mengimplementasikan materi Learning dalam and implement learning materials in order to
rangka meningkatkan kompetensi mereka. improve their competence.
Untuk mengetahui apakah seorang peserta To find out whether a participant understood well
telah memahami dengan baik materi Learning the learning material that he/she participated in,
yang diikutinya dilakukan pengujian sebelum testing before and after learning (pretest, post-
dan sesudah Learning (pretest, post-test dan test and/or formative test) was carried out with
atau Formative Test) dengan materi yang sama the same material or not much different so that
atau tidak jauh berbeda sehingga hasilnya dapat the results could be compared. If there was an
diperbandingkan. Jika terdapat peningkatan skor increase in the post-test score compared to the
hasil post-test dibandingkan pre-test maka diyakini pre-test, it was believed that the participant had
bahwa peserta tersebut telah memiliki pemahaman a better understanding as a result of participating
yang lebih baik sebagai dampak mengikuti Learning. in learning. The bjb University division always
bjb University selalu melakukan evaluasi di level conducted evaluations at this level in every
ini pada setiap pelatihan yang diselenggarakan training held in house. Types of training that had
secara in house. Jenis pelatihan yang telah implemented level-2 evaluation were trainings
menerapkan evaluasi level-2 adalah pelatihan- classified as technical job support and mandatory
pelatihan yang diklasifikasikan sebagai pelatihan training. There were several evaluation methods
teknikal pendukung pekerjaan dan pelatihan that were often used to measure training outcomes.
wajib. Terdapat beberapa metode evaluasi yang The evaluation method used was usually in the
sering digunakan untuk melakukan pengukuran form of an online test (pre-test and post-test) if

PROFIL PERUSAHAAN
COMPANY PROFILE
hasil pelatihan. Metode evaluasi yang digunakan the training emphasized increasing participants’
biasanya berbentuk tes online (pre-test dan post- understanding of a material.
test) apabila pelatihan tersebut lebih menekankan
pada peningkatan pemahaman peserta mengenai
suatu materi.
Apabila sebuah pelatihan lebih menekankan If a training emphasizes the importance of

pentingnya penguasaan sebuah skills/keterampilan mastering a particular skill/skill, evaluation
tertentu, metode evaluasi dilakukan dalam bentuk methods are carried out in the form of role plays/
role play/simulasi maupun tes praktek. Selain itu simulations and practical tests. other than that The
bjb University juga menggunakan metode Focus bjb University Division also uses methods Focus
Group Discussion dan Studi Kasus untuk mengukur Group Discussion and Case Studies to measure
efektivitas sesi pelatihan yang menitikberatkan the effectiveness of training sessions which focus
pada peningkatan kompetensi problem solving on improving problem solving competencies in
pada para pesertanya. the participants
Evaluasi ini dilaksanakan untuk mengukur tingkat This evaluation was carried out to measure the
pemahaman peserta atas materi yang diberikan level of participant understanding of the material
melalui penilaian yang dilaksanakan oleh penguji provided through the assessment carried out by
dari pelaksana agenda pelatihan, dengan hasil rata- examiners of the training agenda, with an average
rata 86,51 dari skor maksimal 100. Dimana rata-rata result of 86.51 from a maximum score of 100.
penilaian L2 telah melebihi target dengan nilai 80. Where the average L2 assessment had exceeded
the target with a score of 80.
Evaluasi Training Level 3: Behavior Evaluation of Training Level 3: Behavior

Evaluasi level 3 dilakukan untuk mengetahui Level 3 evaluation was carried out to find out how
seberapa jauh perubahan yang terjadi pada diri far the changes occured to participants when
peserta pada saat peserta kembali ke lingkungan participants returned to their work environment
pekerjaannya setelah mengikuti training, khususnya after participating in learning, especially changes
perubahan pada behavior ketiga domain kompetensi in the behavior of the three competency domains
(knowledge, skills, dan attitudes). Pengukuran yang (knowledge, skills, and attitudes). Measurements
dilakukan pada level ini lebih dititikberatkan kepada made at this level were more focused on changes
perubahan-perubahan dalam job behavior apa saja in job behavior that occured after an employee
yang terjadi setelah seorang pegawai mengikuti participates in certain learning. In other words,
training tertentu. Dengan kata lain, evaluasi level 3 ini this level 3 evaluation was not enough to simply
tak cukup hanya sekedar mengukur perubahan yang measure the changes that occured in participants’
terjadi pada behavior peserta setelah mengikuti behavior after attending the training, but it also
pelatihan, namun lebih jauh lagi perlu dievaluasi needed to be evaluated to what extent these
pula sejauh mana perubahan yang terjadi tersebut changes could be applied in daily work practices.
dapat diterapkan dalam praktek kerja sehari- This evaluation needed to be done because it
harinya. Evaluasi ini perlu dilakukan karena bias was common that the changes experienced by
saja perubahan yang dialami oleh peserta training learning participants in the form of increased
berupa meningkatnya pengetahuan, bertambahnya knowledge, increased skills, or changes in
keterampilan, atau berubahnya perilaku dalam behavior in performance in fact could not have a
kinerja pada kenyataannya tidak dapat membawa big influence when it was tried to be applied in
pengaruh besar ketika dicoba untuk diterapkan their work, which was caused by the presence of
dalam pekerjaannnya, hal mana disebabkan oleh non-learning factors that became obstacles, for
adanya faktor-faktor non training yang menjadi example an unsupportive operational system, an
penghambat, misalnya sistem operasional yang unfavorable work environment and so on, even
kurang mendukung, lingkungan kerja yang kurang business processes that were not running properly.
kondusif dan sebagainya, bahkan business process
yang tidak berjalan dengan sebagaimana mestinya.

2020 Annual Report
bjb University telah melakukan pengukuran pada level The bjb university has taken measurements at this
ini untuk pelatihan-pelatihan yang sifatnya teknikal level for technical training supporting work. The
pendukung pekerjaan. Pemilihan jenis pelatihan ini selection of this type of training is motivated by
dilatarbelakangi oleh tingkat kepentingan pelatihan the importance of training in improving employee
dalam meningkatkan kompetensi pegawai dalam competencies in daily work where employees
pekerjaan sehari-hari dimana pegawai dapat can directly implement training materials in their
secara langsung menerapkan materi pelatihan daily work. In addition, the selection of types of
dalam pekerjaan sehari-hari. Selain itu pemilihan technical training is also more caused by work
jenis pelatihan teknikal juga lebih disebabkan oleh behavior on competencies that are improved
perilaku kerja pada kompetensi yang ditingkatkan through this type of training which is work behavior
melalui pelatihan jenis ini merupakan perilaku kerja that is over and can be observed by the direct
yang over dan bisa diamati oleh atasan langsung supervisor of the participants. The measurement
para peserta. Pengukuran yang biasa dilakukan that is usually done by the bjb university is by
oleh bjb University adalah dengan mengirimkan sending an observation sheet questionnaire to the
kuesioner lembar observasi kepada para peserta participants at the closing of the training to be
saat penutupan pelatihan untuk diserahkan kepada submitted to the direct supervisor of the trainees.
atasan langsung para peserta pelatihan. Selanjutnya Then after three months from the training time the
setelah tiga bulan dari waktu pelatihan para supervisors directly from the training participants
atasan langsung dari peserta pelatihan melakukan observed the performance of the participants who
pengamatan terhadap kinerja para pesertanya were followed up by evaluating the performance
yang ditindaklanjuti dengan melakukan penilaian of the participants after the training.
terhadap kinerja para peserta setelah pelatihan.
Evaluasi ini dilaksanakan untuk mengukur tingkat This evaluation was carried out to measure the level
pengimplemaentasian hasil pembelajaran pada of implementation of learning outcomes in the work
lingungan kerja yang bersangkutan atas materi environment concerned with the material provided
yang diberikan melalui penilaian yang dilaksanakan through the assessment carried out by the direct
oleh atasan langsung peserta, dengan hasil rata- supervisor of the participants, with an average
rata 4,41 dari skala maksimal 5.00. Dimana rata- result of 4.41 from a maximum scale of 5.00. Where
rata penilaian L3 telah melebihi target diatas the average L3 assessment had exceeded the target
standar maksimal 3,75. above the maximum standard of 3.75.
Biaya Pengembangan Kompetensi Competence Development Fees
Selama tahun 2020 bank bjb telah mengeluarkan biaya During 2020 bank bjb has spent a fee of
sebesar Rp29.351.915.011 untuk biaya pengembangan IDR29,351,915,011 for the cost of competency
kompetensi seluruh karyawan dan jajaran manajemen development for all employees and management
bank bjb. Biaya pengembangan kompetensi di of bank bjb. The cost of competency development
tahun 2020 mengalami penurunan dari tahun 2019. in 2020 has decreased from 2019. This is due to
Hal ini dikarenakan adanya pandemi COVID-19 yang the COVID-19 pandemic which has made the
menjadikan pelaksanaan pengembangan kompetensi implementation of competency development
dilaksanakan secara online. carried out online.
Tabel Biaya Pengembangan Kompetensi

Competency Development Cost Table
(dalam jutaan Rupiah / in million Rupiah)
Keterangan 2020 2019 Description
Pengembangan Kompetensi 29,352 89,706 Competency Development

PROFIL PERUSAHAAN
COMPANY PROFILE
Komposisi Pemegang Saham

Shareholders Composition
Tabel Komposisi Pemegang Saham bank bjb per Desember 2020

Table of bank bjb Shareholder Composition as of December 2020
Struktur Kepemilikan Saham
Share Ownership Structure
Pemegang Saham Jumlah Saham Modal Disetor % Kepemilikan
Number of Shares (Lembar) (Rp) (Total Saham)
Number of Shares Paid-up capital % Ownership
(Share) (IDR) (Total Shares)
SAHAM SERI A / SERIES A SHARES
3,756,415,785 939,103,946,250 38.18
West Java Provincial Government
Provinsi Jawa Barat / West Java province 3,756,415,785 939,103,946,250 38.18
Pemerintah Kota dan Kabupaten se-Jawa Barat

2,363,812,461 590,953,115,250 24.03
City and Regency Governments throughout West Java
Pemerintah Kota se-Jawa Barat
583,201,465 145,800,366,250 5.93
City Governments throughout West Java
Kota Bandung / Bandung City 116,000,006 29,000,001,500 1.18
Kota Cirebon / Cirebon City 17,837,704 4,459,426,000 0.18
Kota Sukabumi / Sukabumi City 38,545,063 9,636,265,750 0.39
Kota Bekasi / Bekasi city 62,493,022 15,623,255,500 0.64
Kota Bogor / Bogor city 46,737,809 11,684,452,250 0.48
Kota Cimahi / Cimahi City 104,000,000 26,000,000,000 1.06
Kota Depok / Depok City 93,777,672 23,444,418,000 0.95
Kota Tasikmalaya / Tasikmalaya City 62,810,189 15,702,547,250 0.64
Kota Banjar / Banjar City 41,000,000 10,250,000,000 0.42
Pemerintah Kabupaten se-Jawa Barat
1,780,610,996 445,152,749,000 18.10
Regency Governments throughout West Java
Kabupaten Bandung / Bandung District 712,485,914 178,121,478,500 7.24
Kabupaten Cirebon / Cirebon District 56,121,123 14,030,280,750 0.57
Kabupaten Karawang / Karawang District 56,863,937 14,215,984,250 0.58
Kabupaten Ciamis / Ciamis District 32,721,097 8,180,274,250 0.33
Kabupaten Tasikmalaya / Tasikmalaya District 130,953,800 32,738,450,000 1.33
Kabupaten Sukabumi / Sukabumi District 86,889,260 21,722,315,000 0.88
Kabupaten Subang / Subang District 44,937,610 11,234,402,500 0.46
Kabupaten Indramayu / Indramayu District 87,986,270 21,996,567,500 0.89
Kabupaten Bekasi / Bekasi District 73,550,504 18,387,626,000 0.75
Kabupaten Sumedang / Sumedang District 46,052,684 11,513,171,000 0.47
Kabupaten Bogor / Bogor District 202,523,232 50,630,808,000 2.06
Kabupaten Cianjur / Cianjur District 102,416,760 25,604,190,000 1.04
Kabupaten Kuningan / Kuningan District 28,797,110 7,199,277,500 0.29
Kabupaten Majalengka / Majalengka District 35,462,669 8,865,667,250 0.36
Kabupaten Garut / Garut District 26,366,698 6,591,674,500 0.27
Kabupaten Purwakarta / Purwakarta District 51,219,171 12,804,792,750 0.52
Kabupaten Bandung Barat / West Bandung District 5,263,157 1,315,789,250 0.05

2020 Annual Report
Struktur Kepemilikan Saham

Share Ownership Structure
Pemegang Saham Jumlah Saham Modal Disetor % Kepemilikan
Number of Shares (Lembar) (Rp) (Total Saham)
Number of Shares Paid-up capital % Ownership
(Share) (IDR) (Total Shares)
Pemerintah Provinsi Banten
520,589,856 130,147,464,000 5.29
Banten Provincial Government
Provinsi Banten / Banten Province 520,589,856 130,147,464,000 5.29
Pemerintah Kota dan Kabupaten se-Banten

773,896,559 193,474,139,750 7.87
City and District Governments throughout Banten
Pemerintah Kota se- Banten
185,749,520 46,437,380,000 1.89
City Governments throughout Banten
Kota Tangerang / Tangerang City 125,117,942 31,279,485,500 1.27
Kota Cilegon / Cilegon City 60,631,578 15,157,894,500 0.62
Pemerintah Kabupaten se-Banten
588,147,039 147,036,759,750 5.98
District Governments throughout Banten
Kabupaten Serang / Serang District 151,092,304 37,773,076,000 1.54
Kabupaten Tangerang / Tangerang District 289,306,189 72,326,547,250 2.94
Kabupaten Lebak / Lebak District 37,586,022 9,396,505,500 0.38
Kabupaten Pandeglang / Pandeglang District 110,162,524 27,540,631,000 1.12
TOTAL SAHAM SERI A / TOTAL OF SHARES SERIES A 7,414,714,661 1,853,678,665,250 75.36
SAHAM SERI B / B SERIES SHARES

Masyarakat / Public 2,424,072,500 606,018,125,000 24.64
TOTAL SAHAM SERI B / TOTAL OF SHARES SERIES B 2,424,072,500 606,018,125,000 24.64
TOTAL SAHAM bank bjb
9,838,787,161 2,459,696,790,250 100.00
TOTAL SHARES bank bjb
Komposisi 20 Pemegang Saham Composition of 20 Biggest

Terbesar Shareholders
Tabel Komposisi 20 Pemegang Saham Terbesar bank bjb per Desember 2020
Table of 20 Largest Shareholders Composition of bank bjb as of December 2020
Jumlah Saham Kepemilikan
Nama Investor Alamat Status (Lembar) (%)
No.
Investor’s Name Address Status Total of Shares Ownership
(Shares) (%)
1 Pemerintah Provinsi Jawa Barat Jl. Diponegoro No.22 Pemerintah 3,756,415,785 38.18
Regional Government of West Daerah
Java Province Regional
government
2 Pemda Kabupaten Bandung Jl. Raya Soreang Km 17,5 Pemerintah 712,485,914 7.24
Local Government of Bandung Daerah
District Regional
government
3 Pemda Provinsi Banten Jl. Brigjen K. H. Syam’un No. 5 Pemerintah 520,589,856 5.29
Local Government of Banten Daerah
Province Regional
government
4 PT Asuransi Jiwasraya Jl Ir. H. Djuanda No 34 Asuransi 457,936,800 4.65
(Persero) Kebon Kelapa Insurance
5 Pemda Kabupaten Tangerang Jl. H. Somawinata No.1 Lembaga 289,306,189 2.94
Local Government of Keuangan
Tangerang District Financial
institutions

PROFIL PERUSAHAAN
COMPANY PROFILE

No.
(Shares) (%)
6 Pemda Kabupaten Bogor Jl. Desa Tengah Kec. Cibinong Pemerintah 202,523,232 2.06
Local Government of Bogor Daerah
District Regional
Government
7 PT Asabri (Persero) - Dapen Tni Jl. Mayjen Sutoyo No.11 Cililitan Dana Pensiun 179,673,700 1.83
Pension fund
8 Pemda Kabupaten Serang Jl. Veteran No. 1 Pemerintah 151,092,304 1.54
Local Government of Serang Daerah
District Regional
Government
9 Pemda Kabupaten Tasikmalaya Jl.Bojongkoneng No. 254 Ds Lembaga 130,953,800 1.33
Local Government of Singasari Keuangan
Tasikmalaya District Financial
institutions
10 Pemerintah Kota Tangerang Jl. Satria Sudirman No. 1 Pemerintah 125,117,942 1.27
Local Government of Daerah
Tangerang City Regional
Government
11 Pemerintah Kota Bandung Jl. Wastukancana No. 2 Lembaga 116,000,006 1.18
Local Government of Bandung Keuangan
City Financial
institutions
12 PT Asabri (Persero) - Dapen Jl. Mayjen Sutoyo No.11 Cililitan Dana Pensiun 111,089,600 1.13
Pension fund
13 Pemda Kabupaten Pandeglang Jl. Ki Satriawijaya No. 1 Pemerintah 110,162,524 1.12
Regional Government of Daerah
Pandeglang District Regional
Government
14 Pemerintah Kota Cimahi Perkantoran Pemkot Cimahi Lembaga 104,000,000 1.06
Local Government of Cimahi Jl. Rd Demang H Keuangan
City Financial
institutions
15 Pemda Kabupaten Cianjur Jl.H.Siti Jenab No. 31 Lembaga 102,416,760 1.04
Local Government of Cianjur Keuangan
District Financial
institutions
16 Pemda Kota Depok Jl. Margonda Raya No. 54 Pemerintah 93,777,672 0.95
Local Government of Depok Daerah
City Regional
Government
17 Pemda Kabupaten Indramayu Jl. Mayjen Sutoyo No. 1e Pemerintah 87,986,270 0.89
Local Government of Daerah
Indramayu District Regional
Government
18 Pemda Kabupaten Sukabumi Jl. R. Syamsudin SH No. 54 Pemerintah 86,889,260 0.88
Local Government of Sukabumi Daerah
District Regional
government
19 Pemda Kabupaten Bekasi Jl. Jend Ahmad Yani No. 1 Lembaga 73,550,504 0.75
Local Government of Bekasi Keuangan
District Financial
institutions
20 PT Asabri (Persero) - Jl. Mayjen Sutoyo No. 11 Cililitan Dana Pensiun 72,955,600 0.74
Dapen Polri Pension fund

2020 Annual Report
Komposisi Pemegang Saham 5% Shareholder Compositition 5% or

atau Lebih More
Tabel Komposisi Pemegang Saham 5% Atau Lebih bank bjb per Desember 2020
Table of Shareholders Composition of 5% or more bank bjb as of December 2020
No.
(Shares) (%)
1. Pemda Provinsi Jawa Barat Jl. Diponegoro No. 22 Bandung Pemerintah 3,756,415,785 38.18
Regional Government of West Daerah
Java Province Regional
government
2. Pemda Kabupaten Bandung Jl. Raya Soreang Km 17,5 Pemerintah 712,485,914 7.24
Local Government of Bandung Soreang Kabupaten Bandung Daerah
District Regional
government
3. Pemda Provinsi Banten Jl. Brigjen K.H.Syam’un No. 5 Pemerintah 520,589,856 5.29
Local Government of Banten Serang Daerah
Province Regional
government
Komposisi Pemegang Saham Shareholders Composition of The

Masyarakat Kurang dari 5% Community Less than 5%
Tabel Komposisi Pemegang Saham Masyarakat Kurang dari 5% bank bjb Per Desember 2020
Table of Composition of Public Shareholders Less than 5% of bank bjb as of December 2020
Kepemilikan Saham Publik Jumlah Pemegang Saham % Kepemilikan
Public Share Ownership Number of Shareholders % Ownership
PEMODAL NASIONAL / NATIONAL SHAREHOLDER
Pemerintah Daerah / Regional government 31 24.65
Asuransi / Insurance 4 4.83
Dana Pensiun / Pension fund 27 4.45
Koperasi / Cooperative 2 0.00
Perseroan Terbatas / Limited company 54 0.51
Reksadana / Mutual Funds 33 1.11
Yayasan / Foundation 4 0.10
Pengurus / Caretaker 7 0.06
Perorangan Dalam Negeri / Domestic Individuals 19,878 8.91
PEMODAL ASING / FOREIGN CAPITAL
Perorangan Asing / Foreign Individual 25 0.12
Badan Usaha Asing / Foreign Corporation 136 4.54
TOTAL 20,171 24.64

PROFIL PERUSAHAAN
COMPANY PROFILE
Kepemilikan Saham oleh Dewan Share Ownership of The Board of

Komisaris dan Direksi Commissioners and The Board of
Directors
Tabel Kepemilikan Saham Dewan Komisaris dan Direksi bank bjb per Desember 2020
Table of Shareholders of Board of Commissioners and Directors as of December 2020
Jumlah Saham
Nama Jabatan (Lembar) % Kepemilikan
No.
Name Position Total of Shares % Ownership
(Share)
DEWAN KOMISARIS / BOARD OF COMMISSIONER
1. Farid Rahman Komisaris Utama Independen / - -
2. Fahlino F. Sjuib Komisaris Independen / Independent Commissioner - -
3. Yayat Sutaryat Komisaris Independen / Independent Commissioner - -
4. Eddy I. M. Nasution Komisaris / Commissioner - -
5. Muhadi Komisaris / Commissioner 2,310,000 0.02
DIREKSI / BOARD OF DIRECTOR
1. Yuddy Renaldi Direktur Utama / President Director 677,721 0.01
2. Tedi Setiawan Direktur Operasional / Director of Operations 296,149 0.00
3. Rio Lanasier Direktur IT, Treasury dan International Banking 296,149 0.00
Director of IT, Treasury and International Banking
4. Agus Mulyana Direktur Kepatuhan / Director of Compliance 835,311 0.01
5. Suartini Direktur Konsumer dan Ritel / Director of Consumer and Retail 788,548 0.01
6. Nia Kania Direktur Keuangan dan Manajemen Risiko 988,548 0.01
Director of Finance and Risk Management
7. Nancy Adistyasari Direktur Komersial dan UMKM - -
Director of Commercial and MSME
Sampai dengan 31 Desember 2020, Dewan As of December 31, 2020, the Board of
Komisaris dan Direksi bank bjb tidak memiliki Commissioners and Directors of bank bjb do not
kepemilikan saham secara tidak langsung. have indirect ownership of shares.

2020 Annual Report

PROFIL PERUSAHAAN
COMPANY PROFILE
Pembelian/Penjualan Saham Buying/Selling of Shares of The

Dewan Komisaris dan Direksi Board of Commissioners and The
Board of Directors
Selama tahun 2020, Perseroan telah melaporkan During 2020, the Company has reported buying
transaksi pembelian dan/atau penjualan saham and/or selling transactions of bank bjb shares
bank bjb yang dilakukan oleh Direksi dan Dewan carried out by the Board of Directors and the
Komisaris dengan rincian sebagai berikut: Board of Commissioners with the following details:
Jumlah Saham
Sebelum Jumlah Pembelian /
Nama Jabatan Transaksi Transaksi Penjualan
No.
Name Position Transaction Number of Number of
Shares Before Purchases / Sales
Transaction
1. Muhadi Komisaris Pembelian 1,215,000 50,000
Commissioner Purchase lembar / pieces lembar / sheets
50,000
lembar / sheets
75,000
lembar / sheets
47,500
lembar / sheets
Pembelian 1,437,500 7,500
Purchase lembar / pieces lembar / sheets
25,000
lembar / sheets
30,000
lembar / sheets
Pembelian 1,500,000 40,000
65,000
lembar / sheets
20,000
lembar / sheets
Pembelian 1,625,000 34,000
111,000
lembar / sheets
Pembelian 1,770,000 85,000
200,000
lembar / sheets
Pembelian 2,055,000 255,000
2. Yuddy Renaldi Direktur Utama Pembelian 0 327,000

President Director Purchase lembar / pieces lembar / sheets
Pembelian 327,000 350,721


2020 Annual Report
Jumlah Saham Tanggal Tujuan

Harga Saham Setelah Transaksi Transaksi Transaksi Pelaporan
Stock price Number of Shares Transaction Transaction Reporting
After Transaction date Purpose
Rp1,030 1,437,500 22 – 27 Januari Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets 2020 Investation 224/CSE-HIN/2020 Tanggal 29 Januari 2020
Rp1,060 January 22 - 27, It has been reported to OJK through Letter No.
2020 224 / CSE-HIN / 2020 Dated January 29, 2020
Rp1,040
Rp1,045
Rp990 1,500,000 31 Januari – 5 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets Februari 2020 Investation 325/CSE-HIN/2020 Tanggal 10 Februari 2020
Rp985 January 31 - It has been reported to OJK through Letter No.
February 5, 2020 325 / CSE-HIN / 2020 Date 10 February 2020
Rp005
Rp840 1,625,000 28 Februari – 5 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets Maret 2020 Investation 596/CSE-HIN/2020 Tanggal 9 Maret 2020
Rp980 February 28 - It has been reported to OJK through Letter No.
March 5, 2020 596 / CSE-HIN / 2020 Date 9 March 2020
Rp975
Rp715 1,770,000 18 Maret – 23 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets Maret 2020 Investation 788/CSE-HIN/2020 Tanggal 30 Maret 2020
Rp670 March 18 - March It has been reported to OJK through Letter No.
23, 2020 788 / CSE-HIN / 2020 Dated March 30, 2020
Rp675 2,055,000 18 Mei – 26 Mei Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets 2020 Investation 1196/CSE-HIN/2020 Tanggal 28 Mei 2020
Rp685 May 18 - May 26, It has been reported to OJK through Letter No.
2020 1196 / CSE-HIN / 2020 Dated May 28, 2020
Rp910 2,310,000 5 Agustus 2020 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets August 5, 2020 Investation 1793/CSE-HIN/2020 Tanggal 10 Agustus 2020
It has been reported to OJK through Letter No.
1793 / CSE-HIN / 2020 Date 10 August 2020
Rp1,015 327,000 20 Januari 2020 Investasi Telah dilaporkan kepada OJK melalui Surat No. 157/
lembar / sheets January 20, 2020 Investation CSE-HIN/2020 Tanggal 21 Januari 2020
It has been reported to OJK through Letter No. 157
/ CSE-HIN / 2020 Dated 21 January 2020
Rp777.80 677,721 18 Mei 2020 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets May 18, 2020 Investation 1225/CSE-HIN/2020 Tanggal 21 Januari 2020
1225 / CSE-HIN / 2020 Dated January 21, 2020

PROFIL PERUSAHAAN
COMPANY PROFILE
Jumlah Saham
Sebelum Jumlah Pembelian /
Nama Jabatan Transaksi Transaksi Penjualan
No.
Name Position Transaction Number of Number of
Shares Before Purchases / Sales
Transaction
3. Tedi Setiawan Direktur Operasional Pembelian 0 296,149
Director of Operations Purchase lembar / pieces lembar / sheets
4. Rio Lanasier Direktur IT, Treasury Pembelian 0 296,149

& International Banking Purchase lembar / pieces lembar / sheets
Director of IT, Treasury &
5. Agus Mulyana Direktur Kepatuhan Pembelian 227,392 607,919
Director of Compliance Purchase lembar / pieces lembar / sheets
6. Suartini Direktur Konsumer & Ritel Pembelian 227,392 561,156

Director of Consumer & Retail Purchase lembar / pieces lembar / sheets
7. Nia Kania Direktur Keuangan Pembelian 227,392 100,000

& Manajemen Risiko Purchase lembar / pieces lembar / sheets
Director of Finance 100,000
& Risk Management lembar / sheets
Pembelian 427,392 561,156

2020 Annual Report
Jumlah Saham Tanggal Tujuan

Harga Saham Setelah Transaksi Transaksi Transaksi Pelaporan
Stock price Number of Shares Transaction Transaction Reporting
After Transaction date Purpose
Rp1,075 427,392 21 Januari 2020 Investasi Telah dilaporkan kepada OJK melalui Surat No.
lembar / sheets January 21, 2020 Investation 189/CSE-HIN/2020 Tanggal 23 Januari 2020
Rp1,080 It has been reported to OJK through Letter No. 189
/ CSE-HIN / 2020 Dated January 23, 2020

PROFIL PERUSAHAAN
COMPANY PROFILE
Daftar Entitas Anak dan/atau Entitas Terelasi

List of Subsidiaries and/or Related Subsidiaries
Sampai dengan 31 Desember 2020, bank bjb telah As of December 31, 2020, bank bjb owned 4 (four)
memiliki 4 (empat) entitas anak dan 12 (dua belas) subsidiaries and 12 (twelve) related entities. All
entitas terelasi. Keseluruhan Perusahaan anak subsidiaries and related entities owned by bank
maupun entitas terelasi yang dimiliki oleh bank bjb bjb are described as follows.
dijelaskan sebagai berikut.
Entitas Anak Subsidiaries
Tanggal
Jumlah Aset
Bidang Kepemilikan dan Tahun Status
(dalam ribu
Nama Usaha Domisili Saham Pendirian Operasi
Rupiah)
Name Business Domicile Share Pendirian Date Operational
Total Asset
Activities ownership and Year of Status
(in IDR thousand)
Establishment
bank bjb syariah Perbankan Bandung 99.24% 7 Mei 2010 Telah 8,884,354,000
Banking May 7, 2010 Beroperasi
Operating
PT BPR Intan Jabar Bank Garut 30.70% 22 Juni 1998 Telah 245,463,303
Perkreditan June 22, 1998 Beroperasi
Credit Bank Operating
PT BPR Karya Utama Jabar Bank Subang 37.97% 1 September Telah 221,696,177
Perkreditan 1978 Beroperasi
Credit Bank September 1, Operating
1978
bjb Sekuritas Perusahaan Bandung 78.94% 23 November Belum 9,500,000
Efek 2020 Beroperasi
Credit Bank November 23, Not Yet
2020 Operated
Penjelasan singkat mengenai masing-masing A brief description of each Subsidiary is described

Entitas Anak diuraikan sebagai berikut: as follows:
bank bjb syariah bank bjb syariah
Pendirian bank bjb syariah diawali dengan Establishment of bank bjb sharia began with the
pembentukan Divisi/Unit Usaha Syariah oleh establishment of Sharia Division/Business Unit by
PT Bank Pembangunan Daerah Jawa Barat dan PT Bank Pembangunan Daerah Jawa Barat dan
Banten Tbk pada 20 Mei 2000, dengan tujuan Banten Tbk on 20 May 2000 with the purpose to
untuk memenuhi kebutuhan masyarakat Jawa meet West Java’s society emerging needs of using
Barat yang mulai tumbuh keinginannya untuk sharia banking services at that time. After 10 (ten)
menggunakan jasa perbankan syariah pada saat itu. years of operational of Sharia Division/Business
Setelah 10 (sepuluh tahun) operasional Divisi/Unit Unit, management of PT Bank Pembangunan
Usaha Syariah, manajemen PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk viewed that to
Daerah Jawa Barat dan Banten Tbk berpandangan accelerate sharia business growth and to support
bahwa untuk mempercepat pertumbuhan usaha Bank Indonesia program intending to increase
syariah serta mendukung program Bank Indonesia sharia banking share, therefore, at the approval
yang menghendaki peningkatan share perbankan of General Meeting of Shareholders of PT Bank

2020 Annual Report
syariah, maka dengan persetujuan Rapat Umum Pembangunan Daerah Jawa Barat dan Banten Tbk,
Pemegang Saham PT Bank Pembangunan Daerah it was decided to transform the Sharia Division/
Jawa Barat dan Banten Tbk diputuskan untuk Business Unit into Sharia Commercial Bank.
menjadikan Divisi/Unit Usaha Syariah menjadi
Bank Umum Syariah.
Sebagai tindak lanjut keputusan Rapat Umum As a follow-up to the decision of the General
Pemegang Saham PT Bank Pembangunan Meeting of Shareholders of PT Bank Pembangunan
Daerah Jawa Barat dan Banten Tbk, maka pada Daerah Jawa Barat and Banten Tbk, on January
tanggal 15 Januari 2010 didirikan bank bjb syariah 15, 2010, bank bjb syariah was established based
berdasarkan Akta Pendirian Perseroan Terbatas on the Deed of Establishment of Limited Liability
No. 4 yang dibuat oleh Notaris Fathiah Helmi dan Company No. 4 made by Notary Fathiah Helmi
telah mendapat pengesahan dari Menkumham and approved by the Minister of Law and Human
Nomor AHU-04317.AH.01.01 Tahun 2010 tanggal Rights Number AHU-04317.AH.01.01 Year 2010
26 Januari 2010. dated January 26, 2010.
Dari segi kepemilikan saham, pada tahun 2020 In terms of share ownership, in 2020 the
komposisi kepemilikan saham bank bjb syariah composition of bank bjb syariah shares ownership
mengalami perubahan dengan total modal experienced changes with a total paid-up capital
disetor sebesar Rp1.845.890.124.995 (satu triliun of IDR 1,845,890,124,995 (one trillion eight hundred
delapan ratus empat puluh lima miliar delapan forty-five billion eight hundred ninety million one
ratus sembilan puluh juta seratus dua puluh hundred twenty four thousand nine hundred
empat ribu sembilan ratus sembilan puluh lima ninety five rupiah) with the composition of
rupiah) dengan susunan pemegang saham adalah shareholders was PT Bank Pembangunan Daerah
PT Bank Pembangunan Daerah Jawa Barat dan Jawa Barat and Banten with a paid-up capital of
Banten modal disetor sebesar Rp1.831.890.124.995 IDR 1,831,890,124,995 (One trillion eight hundred
(Satu triliun delapan ratus tiga puluh satu miliar thirty-one billion eight hundred ninety million one
delapan ratus sembilan puluh juta seratus dua hundred twenty-four thousand nine hundred and
puluh empat ribu sembilan ratus Sembilan puluh ninety-five rupiahs. ) or 99.24% and PT Banten
lima rupiah) atau sebesar 99,24% dan PT Banten Global Development with a paid-up capital of IDR
Global Development dengan modal disetor 14,000,000,000 (fourteen billion rupiah) or 0.76%.
sebesar Rp14.000.000.000 (empat belas miliar
rupiah) atau sebesar 0,76%.
Kegiatan Usaha Business Activities
Sesuai Pasal 3 Anggaran Dasar Bank Jabar In accordance with Article 3 of the Bank Jabar
Banten Syariah, maksud dan tujuan adalah Banten Syariah’s Articles of Association, the
menyelenggarakan usaha perbankan berdasarkan purpose and objective is to conduct banking
prinsip syariah. business based on sharia principles.
Berdasarkan Akta Nomor 64 tanggal 29 September Based on Deed Number 64 dated September 29,
2020 bank bjb syariah mengalami perubahan 2020, the syariah bank bjb had a change in the
susunan pengurus. Berdasarkan akta tersebut, composition of the management. Based on the deed,
susunan pengurus adalah sebagai berikut: the composition of the management is as follows:

PROFIL PERUSAHAAN
COMPANY PROFILE
Dewan Komisaris Commissioners

Komisaris : Adang Ahmad President Adang Ahmad
:
Kunandar Commissioner Kunandar
Komisaris : Siti Aisyah Tuti Commissioner Siti Aisyah Tuti
:
Handayani Handayani
Komisaris : Agus Riswanto Commissioner : Agus Riswanto
Direksi Directors
Direktur Utama : Indra Falatehan President Directors : Indra Falatehan
Direktur Operasi : Dadang Iskandar Director of Operations : Dadang Iskandar
Direktur Kepatuhan : Affiatty Sofia Mantini Compliance Director : Affiatty Sofia Mantini
Dewan Pengawas Syariah Sharia Supervisory Board

Ketua : Prof. DR. Jaih, SE, MH. M.Ag Chairman : Prof. DR. Jaih, SE, MH. M.Ag
Anggota : Drs. H. Enjo Sunidja M.M, M.Ag. Member : Drs. H. Enjo Sunidja M.M, M.Ag.
PT BPR INTAN JABAR PT BPR INTAN JABAR
Pada tahun 1973 Kabupaten Garut mendirikan In 1973 Garut regency established a financial
lembaga keuangan dengan nama Lembaga institution with the name of the District Credit
Perkreditan Kecamatan berdasarkan Surat Institution based on the Governor’s Decree of
Keputusan Gubernur Kepala Daerah Tingakt I the Head of the Level I of West Java No. 446/A.
Jawa Barat Nomor 446/A.III/SK/1973 tentang III/ SK/1973 concerning Establishment of District
Pembentukan Lembaga Perkreditan Kecamatan Credit Institutions (LPK) in West Java Province.
(LPK) di Provinsi Jawa Barat. Pada tahun 1998, PD. In 1998, PD LPK in Garut Regency then changed
LPK di Kabupaten Garut selanjutnya berubah status its status to PD BPR LPK according to West Java
menjadi PD. BPR LPK sesuai Peraturan Daerah Province Regulation No. 25 of 1996 concerning
Provinsi Jawa Barat No. 25 Tahun 1996 Tentang Regional Credit Credit Companies (PD.PK) and
Perusahaan Daerah Perkreditan Kecamatan (PD. obtain a business license as a Rural Bank from
PK) dan mendapat izin usaha sebagai BPR dari Bank Indonesia in accordance with letter No.
Bank Indonesia sesuai surat No. 31/20/DIR/UBPR/ 31/20/DIR/ UBPR/Rahasia dated 22 June 1998 and
Rahasia tanggal 22 Juni 1998 serta disahkan melalui approved by Decree of the Minister of Finance of
Keputusan Menteri Keuangan Republik Indonesia the Republic of Indonesia No. KEP-467/ KM.17/1998
No. KEP-467/KM.17/1998 tentang Pemberian Izin concerning Granting of Business Licenses as Rural
Usaha sebagai Bank Perkreditan Rakyat kepada Credit Banks to Regional Companies of Rural
Perusahaan Daerah Bank Perkreditan Rakyat Banks for Rural Credit Institutions in Garut City
Lembaga Perkreditan Rakyat Kecamatan Garut District.
Kota.
Untuk penguatan perusahaan, pada tahun 2010 For the strengthening of the Company, in 2010
dimulai proses merger terhadap 7 (tujuh) PD. BPR began the process of merger against 7 (seven) PD
LPK di Kabupaten Garut sesuai Perda Provinsi BPR LPK in Garut Regency according to West Java
Jabar No. 30 Tahun 2010 tentang Perubahan atas Provincial Regulation No. 30 Year 2010 concerning
Perusahaan Daerah Jawa Barat No. 14 Tahun 2006, Amendment to Regional Company of West Java
yaitu: No 14 Year 2006, they are:
 PD BPR LPK Garut Kota • PD BPR LPK Garut Kota
 PD BPR LPK Sukawening • PD BPR LPK Sukawening
 PD BPR LPK Bayongbong • PD BPR LPK Bayongbong
 PD BPR LPK Cikajang • PD BPR LPK Cikajang

2020 Annual Report
 PD BPR LPK Banjarwangi • PD BPR LPK Banjarwangi

 PD BPR LPK Leuwigoong • PD BPR LPK Leuwigoong
 PD BPR LPK Cibalong • PD BPR LPK Cibalong
Menindaklanjuti Peraturan Daerah Provinsi Jawa Following up the West Java Provincial Regulation
Barat Nomor 10 Tahun 2013 Tentang Perubahan No. 10 of 2013 on Changes in Legal Form of
Bentuk Hukum Perusahaan Daerah Bank Regional Government Rural Bank Merger Result In
Perkreditan Rakyat Hasil Merger Di Kabupaten Garut Regency, Subang Regency, Cianjur Regency
Garut, Kabupaten Subang, Kabupaten Cianjur And Tasikmalaya Regency Being Limited Liability
Dan Kabupaten Tasikmalaya Menjadi Perseroan Company, then on April 3rd, 2014 Shareholders and
Terbatas, maka pada tanggal 3 April 2014 Management of PD BPR LPK Garut City has done
Pemegang Saham dan Pengurus PD. BPR LPK an Extraordinary General Meeting of Shareholders
Garut Kota telah melaksanakan Rapat Umum (GMSLB) in order to Change the Legal Body of
Pemegang Saham Luar Biasa (RUPS-LB) Dalam PD BPR LPK Garut City in Garut regency. In the
Rangka Perubahan Bentuk Badan Hukum PD. Extraordinary Shareholders’ General Meeting,
BPR LPK Garut Kota Kabupaten Garut. Dalam the Shareholders have given their approval to
RUPS Luar Biasa tersebut Pemegang Saham telah thechange in the form of legal entity of PD BPR
memberikan persetujuan terhadap perubahan LPK Garut City.
bentuk badan hukum PD. BPR LPK Garut Kota.
Kemudian, pada tanggal 11 Desember 2014 telah After that, on December 11, 2014 has been
didirikan suatu Perseroan Terbatas dengan established a Limited Liability Company with the
nama PT. BPR Intan Jabar, sesuai dengan Akta name of PT BPR Intan Jabar, in accordance with
Pendirian Perseroan Terbatas nomor 47 tanggal Deed of Establishment of Limited Liability Company
11 Desember 2014 yang dibuat dihadapan Intan No. 47 on December 11, 2014 made in front of
Rubyati Dewi, S.H., M.Kn., Notaris di Garut, dan Intan Rubyati Dewi, SH, M.Kn., Notary in Garut,
telah mendapat pengesahan dari Menteri Hukum and has been approved by the Minister of Justice
dan Hak Asasi Manusia Republik Indonesia sesuai and Human Rights of the Republic of Indonesia in
dengan Keputusan Menteri Hukum Dan Hak Asasi accordance with the Decision Minister of Justice
Manusia Nomor AHU-39238.40.10.2014 tanggal and Human Rights No. AHU-39238.40.10.2014 on
11 Desember 2014 tentang Pengesahan Pendirian December 11, 2014 on Legalization of Establishment
Badan Hukum Perseroan Terbatas PT. BPR Intan of Limited Liability Company PT BPR Intan
Jabar dan pada Tanggal 22 Mei 2015 PT. BPR Intan Jabarand on May 22nd, 2015, PT BPR Intan Jabar
Jabar mendapatkan izin operasional dari Otoritas obtained operational permission from the Financial
Jasa Keuangan berdasarkan Keputusan Kepala Services Authority (OJK) based on the Decree
Regional 2 Jawa Barat Nomor Kep-21/KR.2/2015 of the Head of Regional 2 West Java No. Kep21/
tentang Pengalihan Izin Usaha Atas Perubahan KR.2/2015 regarding the Transfer of Business
Badan Hukum PD. BPR LPK Garut Kota Kepada PT. License to Change of Legal Entity of PD BPR LPK
BPR Intan Jabar dan Keputusan Kepala Regional Garut City To PT BPR Intan Jabar and Decision of
2 Jawa Barat Nomor Kep-22/KR.2/2015 tentang Regional Head 2 West Java No. Kep-22/KR.2/2015
Penetapan Penggunaan Izin Usaha Atas Nama on Determination of Business License Usage in
PD. BPR LPK Garut Kota Menjadi Izin Usaha Atas the Name of PD BPR LPK Garut City Becoming a
Nama PT. BPR Intan Jabar dan secara resmi mulai Business License on behalf of PT BPR Intan Jabar
beroperasi pada Tanggal 5 Juni 2015. and officially start operating on Juni 5th, 2015.
Dari segi kepemilikan saham, pada tahun 2020 In terms of share ownership, in 2020 the share
komposisi kepemilikan saham PT BPR Intan Jabar ownership composition of PT BPR Intan Jabar was
adalah PT Bank Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa Barat and
dan Banten sebesar 30,70%, Pemerintah Provinsi Banten reaching to 30.70%, West Java Provincial
Jawa Barat sebesar 26,11%, dan Pemerintah Government at 26.11%, and Garut Regency
Kabupaten Garut sebesar 43,19%. Government at 43.19%.

PROFIL PERUSAHAAN
COMPANY PROFILE
Berdasarkan Akta Nomor Akta Nomor 125 tanggal Based on the Deed No. 125 dated February 17,
17 Februari 2020, susunan pengurus PT BPR Intan 2020, the composition of the management of PT
Jabar adalah sebagai berikut: BPR Intan Jabar is as follows:
Dewan Komisaris Commissioner

Komisaris Utama : Rahmat President Commissioner : Rahmat
Komisaris : Bunyamin Saepudin Komisaris : Bunyamin Saepudin
Direksi Directors
Direktur Utama : Dani Hadian President Directors : Dani Hadian
Direktur Bisnis : Deden Rachmat S. Business Directors : Deden Rachmat S.
PT BPR KARYA UTAMA JABAR PT BPR KARYA UTAMA JABAR
PT BPR Karya Utama Jabar didirikan pada PT BPR Karya Utama Jabar was established
tanggal 03 Desember 2014 berdasarkan Akta on December 3, 2014 based on the Deed of
Pendirian Perseroan Terbatas nomor 03 tanggal Establishment of Limited Liability Company No.
03 Desember 2014 dihadapan Notaris Asep 03 on December 3, 2014 in front of Notary Asep
Subrata,SH dan telah mendapat persetujuan dari Subrata, SH and has been approved by Ministry of
Kemenkumham RI melalui Keputusan Menteri Justice and Human Rights of Republic Indonesia
Hukum dan Hak Asasi Manusia Republik Indonesia through the Decree of the Minister of Justice and
No. AHU-39469.40.10.2014 tanggal 12 Desember Human Rights of the Republic of Indonesia No.
2014 tentang Pengesahan Pendirian Badan Hukum AHU-39469.40.10.2014 on December 12, 2014 on
Perseroan Terbatas PTBPR Karya Utama Jabar. Ratification of Establishment of Limited Liability
Company PTBPR Karya Utama Jabar.
Selanjutnya, Pada Tanggal 22 Mei 2015 PT BPR Furthermore, On May 22, 2015, PT BPR Karya
Karya Utama Jabar mendapatkan izin operasional Utama Jabar obtained operational permission
dari Otoritas Jasa Keuangan berdasarkan from the Financial Services Authority based on
Keputusan Kepala Regional 2 Jawa Barat Nomor the Decree of the Head of Regional 2 West Java
Kep-19/KR.2/2015 tentang Pengalihan Izin Usaha No. Kep19/KR.2/2015 regarding the Transfer of
Atas Perubahan Badan Hukum dari PD BPR LPK Business License to Change of Legal Entity from
Jalancagak Kepada PT BPR Karya Utama Jabar PD BPR LPK Jalan Cagak into PT BPR Karya
dan Keputusan Kepala Regional 2 Jawa Barat Utama Jabar and Decision of Regional Head 2
Nomor Kep-20/KR.2/2015 tentang Penetapan West Java No. Kep-20/ KR.2/2015 on Stipulation
Penggunaan Izin Usaha Atas Nama PD BPR LPK of Business License Usage on behalf of PD BPR
Jalancagak Menjadi Izin Usaha Atas Nama PT BPR LPK Jalan Cagak Becoming Business License On
Karya Utama Jabar. PT BPR Karya Utama Jabar behalf of PT BPR Karya Utama Jabar. PT BPR
(Call Name BPR KU) resmi beroperasi terhitung Karya Utama Jabar (Called BPR KU) officially
tanggal 1 Juni 2015 setelah diumumkan dalam operates since June 1, 2015 after it was announced
surat kabar harian Pikiran Rakyat edisi Senin in the daily newspaper Pikiran Rakyat on Monday,
tanggal 1 Juni 2015. Kegiatan Usaha PT BPR Karya 1 June 2015. Business Activities of PT BPR Karya
Utama, sesuai Pasal 3 Anggaran Dasar adalah Utama, in accordance with Article 3 of the Articles
untuk menyelenggarakan usaha perbankan. of Association, is to organize a banking business.
Dari segi kepemilikan saham, pada tahun 2018 In terms of share ownership, in 2018 the share
komposisi kepemilikan saham PT BPR Karya Utama ownership composition of PT BPR Karya Utama
Jabar adalah PT Bank Pembangunan Daerah Jawa Jabar was PT Bank Pembangunan Daerah Jawa
Barat dan Banten sebesar 37,97% Pemerintah Barat and Banten amounting to 37.97%, West Java

2020 Annual Report
Provinsi Jawa Barat sebesar 28,63%, dan Pemerintah Provincial Government at 28.63%, and Subang
Kabupaten Subang sebesar 33,40%. Regency Government at 33.40%.
Berdasarkan Akta Nomor 21 tanggal 24 Februari Based on Deed Number 21 dated February 24,
2020, susunan pengurus PT BPR Karya Utama 2020, the composition of the management of
Jabar adalah sebagai berikut: PT BPR Karya Utama Jabar is as follows:
Dewan Komisaris Commissioner

Komisaris Utama : Rubyana Ramdan President Commissioner : Rubyana Ramdan
Komisaris : Siti Hodijah Commissioner : Siti Hodijah
Direksi Directors
Direktur Utama : Oman President director : Oman
Direktur Bisnis : M. Noor Rahman Business Director : M. Noor Rahman
Direktur : Ayip Muhdiyatullah Operations & : Ayip Muhdiyatullah
Operasional & Compliance Director
Kepatuhan
Entitas Terelasi Related Subsidiaries
Adapun daftar entitas terelasi yang dimiliki oleh The list of related subsidiaries owned by the
Perseroan adalah sebagai berikut: Company is as follows:
Jumlah Aset
Bidang Kepemilikan (dalam ribu
Status Operasi
Nama Usaha Domisili Saham Rupiah)
Name Domicile Operational
Bussiness Share Total Asset
Status
Activities Ownership (in IDR
Thousand)
PD BPR LPK Serang Perbankan Serang 5.28% Telah Beroperasi 535,453,983
Banking Operating
PD BPR Berkah Perbankan Pandeglang 1.62% Telah Beroperasi 158,930,498
Banking Operating
PD BPR LPK Parungpanjang Perbankan Bogor 8.55% Telah Beroperasi 106,918,387
Banking Operating
PT BPR Cianjur Jabar Perbankan Cianjur 12.25% Telah Beroperasi 129,570,156
Banking Operating
PD BPR PK Balongan Perbankan Indramayu 7.22% Telah Beroperasi 246,476,009
Banking Operating
PT BPR Majalengka Jabar Perbankan Majalengka 4.70% Telah Beroperasi 63,223,427
Banking Operating
PT BPR Wibawa Mukti Jabar Perbankan Bekasi 5.63% Telah Beroperasi 37,036,270
Banking Operating
PT BPR Cipatujah Jabar Perbankan Tasikmalaya 3.32% Telah Beroperasi 294,352,973
Banking Operating
PT BPR Artha Galuh Mandiri Jabar Perbankan Ciamis 7.08% Telah Beroperasi 18,708,141
Banking Operating
PD BPR Kerta Raharja Perbankan Tangerang 1.47% Telah Beroperasi 502,862,955
Banking Operating
PT BPR Lebak Sejahtera Perbankan Lebak 3.29% Telah Beroperasi 47,736,762
Banking Operating
PT Asuransi Bangun Askrida Asuransi Jakarta 10.13% Telah Beroperasi 2,995,893,131
Insurance Operating

PROFIL PERUSAHAAN
COMPANY PROFILE
Struktur Grup Perusahaan

Company Group Structure
Skema Pemegang Saham bank bjb periode 31 Desember 2018

bank bjb Shareholders Structure period December 31, 2018
Pemerintah Pemerintah Pemerintah Pemerintah

Provinsi Kota/Kab se- Provinsi Kota/Kab se- Perorangan Perorangan
Jawa Barat Jawa Barat Banten Banten Lokal Asing
West Java City & District Banten City & District Local Foreign
Provincial Goverment of Provincial Government Individuals Individuals
Goverment West Java Goverment of Banten
Institusi Badan Usaha

Lokal Asing
Local Foreign
Institutions Corporation
38.18% 24.03% 11.15% 5.29% 7.87% 4.54% 8.82% 0.12%
Perusahaan Anak Perusahaan Terelasi

Subsidiaries Affiliated Companies
bank bjb syariah

PD BPR LPK Serang (5.28%) PT BPR Majalengka Jabar (4.70%)
99.24%
PT BPR Lebak Sejahtera (3.29%) PT BPR Wibawa Mukti Jabar (5.63%)
bjb Sekuritas
PD BPR Berkah (1.62%) PT BPR Cipatujah Jabar (3.32%)

78.94%
PD BPR LPK Parungpanjang (8.55%) PT BPR Arta Galuh mandiri Jabar (7.08%)
PT BPR Karya Utama Jabar
37.97%
PT BPR Cianjur Jabar (12.25%) PD BPR Kerta Raharja (1.47%)
PT BPR Intan Jabar

PD BPR LPK Balongan (7.22%) PT Asuransi Bangun Askrida (10.13%)
30.70%

2020 Annual Report
Kronologis Penerbitan Saham

Chronology of Sharelistings
Pada tahun 2010, Bank menawarkan 2.424.072.500 In 2010, the Bank offered 2,424,072,500 shares, or
sahan, atau 25% dari jumlah saham Bank, kepada 25% of the total shares of the Bank, to the public
masyarakat pada harga penawaran sebesar Rp600 at an offering price of Rp600 (full amount) per
(nilai penuh) per saham. Saham yang ditawarkan share. The offered shares are Series B shares with
merupakan saham Seri B dengan harga nominal a nominal price of Rp250 (full amount) per share.
Rp250 (nilai penuh) per lembar saham. Penawaran The public offering has obtained an effective
umum tersebut telah memperoleh pernyataan statement based on a letter from Bapepam-LK No.
efektif berdasarkan surat dari Bapepam-LK No. S-5901/ BL/2010 dated June 29, 2010. The total
S-5901/BL/2010 tanggal 29 Juni 2010. Total revenue from the public offering amounted to
penerimaan dari penawaran umum tersebut Rp1,454,443 million. The difference between the
sebesar Rp1.454.443 juta. Selisih lebih antara per share offer price and the nominal value per
harga penawaran per saham dengan nilai nominal share is recorded as “Additional Paid-in Capital.”
per saham dicatat sebagai “Tambahan Modal Which is presented in the Equity section in the
Disetor.” Yang disajikan pada bagian Ekuitas pada consolidated statement of financial position.
laporan posisi keuangan konsolidasian.

Pada tanggal 8 Juli 2010, saham Bank secara resmi On July 8, 2010, Bank shares were officially listed
telah tercatat di Bursa Efek Indonesia. Jumlah on the Indonesia Stock Exchange. The number
saham Bank yang tercatat di Bursa Efek Indonesia of Bank shares listed on the Indonesia Stock
sebanyak 2.424.072.500 saham seri B atau 25% Exchange is 2,424,072,500 series B shares or 25%
dari jumlah saham Bank. of the Bank’s total shares.
Dalam rangka penguatan struktur permodalan In the context of strengthening the capital structure
untuk menjaga rasio permodalan sesuai Peraturan to maintain the capital ratio in accordance with
Otoritas Jasa Keuangan No. 11/POJK.03/2016 Financial Services Authority Regulation No. 11 /
tentang Kewajiban Penyediaan Modal Minimum POJK.03 / 2016 concerning the Minimum Capital
Bank Umum sebagaimana telah diubah oleh Requirement for Commercial Banks as amended
Peraturan Otoritas Jasa Keuangan No. 34/ by Financial Services Authority Regulation No. 34
POJK.03/2016 serta untuk menunjang ekspansi / POJK.03 / 2016 and to support the expansion of
bisnis Perseroan dimasa mendatang, khususnya the Company’s business in the future, specifically
untuk ekspansi kredit, Perseroan merencanakan for credit expansion, the Company plans to
untuk melaksanakan Program Penambahan implement a Capital Addition Program without
Modal Tanpa Hak Memesan Efek Terlebih Dahulu Pre-emptive Rights (PMT HMETD Program) as
(Program PMT HMETD) sebagaimana dimaksud referred to in Regulation No. 38 / POJK.04 / 2014
dalam Peraturan No. 38/POJK.04/2014 tentang concerning Increasing Capital Without Giving
Penambahan Modal Tanpa Memberikan Hak Preemptive Rights.
Memesan Efek Terlebih Dahulu.
Berdasarkan hasil Keputusan Rapat Umum Based on the results of the Extraordinary General
Pemegang Saham Luar Biasa yang diselenggarakan Meeting of Shareholders held in the city of Bandung
di Kota Bandung pada tanggal 11 Desember 2018, on December 11, 2018, has given approval for the
telah memberikan persetujuan untuk pelaksanaan exercise of Pre-emptive Rights by issuing as many
PMT HMETD dengan menerbitkan sebanyak- as 360,100,000 Series A shares with a nominal
banyaknya 360.100.000 lembar saham Seri A value of IDR250 per share, with the issuance price
dengan nilai nominal Rp250 per lembar saham, in the amount of IDR1,900 per share. The basis for

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COMPANY PROFILE
dengan harga penerbitan sebesar Rp1.900 per determining the issuance price is based on the
lembar saham. Dasar penetapan harga penerbitan provisions in point V.1 Appendix II of PT Indonesia
berdasarkan ketentuan dalam butir V.1 Lampiran Stock Exchange Listing Regulation No. 1-A Decree
II Peraturan Pencatatan PT Bursa Efek Indonesia No. Kep-00001 / BEI / 01-2014 dated January 20,
No. 1-A Keputusan No. Kep-00001/BEI/01-2014 2014 namely the average price of 25 (twenty-five)
tanggal 20 Januari 2014 yakni harga rata-rata 25 days of trading closure of the Company’s shares
(dua puluh lima) hari penutupan perdagangan on the Indonesia Stock Exchange prior to the date
saham Perseroan di Bursa Efek Indonesia sebelum of the notice of the EGMS starting on September
tanggal pemberitahuan pelaksanaan RUPSLB 28, 2018 until November 1, 2018.
yakni mulai tanggal 28 September 2018 sampai
dengan 1 November 2018.
Jangka waktu pelaksanaan Program PMT HMETD The duration of the implementation of the HMETD
adalah 2 (dua) tahun terhitung sejak persetujuan PMT Program is 2 (two) years from the approval of
RUPSLB yaitu sampai dengan 11 Desember 2020. the Extraordinary General Meeting of Shareholders,
Pelaksanaan setoran modal dilakukan secara which is until December 11, 2020. The capital
bertahap disesuaikan dengan anggaran serta injection is carried out in stages in accordance
pemenuhan peraturan perundang-undangan yang with the budget and compliance with laws and
berlaku untuk pemerintah daerah. Di tahun 2018 regulations applicable to local governments. In
terdapat 20 (dua puluh) Pemerintah Daerah yang 2018 there were 20 (twenty) Local Governments
telah melakukan setoran modal dengan total nilai that had paid in capital with a total deposit value
setoran adalah sebesar Rp270.742.390.500 dan of IDR270,742,390,500 and with the number of
dengan jumlah lembar saham Seri A baru yang new Series A shares issued 142,495,995 shares.
diterbitkan sebanyak 142.495.995 lembar saham.
NAMA BURSA TEMPAT SAHAM PERUSAHAAN NAME OF STOCK EXCHANGE WHERE COMPANY
DICATATKAN SHARES ARE LISTED
Seluruh saham bank bjb telah dicatatkan pada All of the Company shares have been listed on the
Bursa Efek Indonesia. Indonesia Stock Exchange.
Tabel Kronologis Penerbitan Saham bank bjb

Table of Chronology of bank bjb Issuance of Shares
Nilai Nominal Harga Penawaran

Periode Keterangan Saham (Rp) (Rp)
No.
Period Description Shares Nominal Value Bid Price
(IDR) (IDR)
1. Sebelum IPO - - -
2. 2010 Penawaran Umum Saham Biasa Seri B 600 600
Perdana Common Share Series
Initial Public Bid B
3. 2018 PMT HMETD Saham Seri A 250 1,900

2020 Annual Report
Modal Ditempatkan dan Disetor

Issued and Paid Up Capital
Jumlah Saham yang
Diterbitkan Total Harga Penawaran
Total Nilai Nominal
Number of Issued Shares (Rp)
Jumlah Saham (Rp)
Number of shares Total Value Nominal Total Bid Price
(IDR) (IDR)
- - - -
2,424,072,500 9,696,291,166 2,424,072,791,500 1,454,443,500,000
142,495,995 9,838,787,161 2,459,696,790,250 270,742,390,500

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Kronologis Penerbitan dan/atau Pencatatan Obligasi

dan Efek Lainnya
Cronological Issuance and /or Listing of Bonds and Other Securities
Kronologis Penerbitan dan/atau Chronology of Issuance and/or

Pencatatan Obligasi Documentation of Bond
Sampai dengan 31 Desember 2020, bank bjb telah As of December 31, 2019, the Company had issued
menerbitkan obligasi sebanyak 21 (dua puluh satu) bonds of 21 (twenty-one) times with details as
kali dengan rincian sebagai berikut: follows:
Tabel Kronologis Penerbitan Obligasi bank bjb

Table of Chronology of the Issuance of bank bjb Bonds
Jumlah
Obligasi
Mata (juta)
No. Tenor Uang
Currency
of Bonds
(million)
1. Obligasi I Bank Jabar Juli 1991 Juli 1991 5 Tahun Rp 25,000
Bond I Bank Jabar July 1991 July 1991 5 Years IDR
2. Obligasi II Bank Jabar Juli 1993 Juli 1993 5 Tahun Rp 50,000

Bond II Bank Jabar July 1993 July 1993 5 Years IDR
3. Obligasi III Bank Jabar April 2000 April 2000 5 Tahun Rp 150,000
Bond III Bank Jabar April 2000 April 2000 5 Years IDR
4. Obligasi IV Bank Jabar Seri A Oktober 2004 Oktober 2004 3 Tahun Rp 300,000
Bond IV Bank Jabar A Series October 2004 October 2004 3 Years IDR
5. Obligasi IV Bank Jabar Seri B Oktober 2004 Oktober 2004 5 Tahun Rp 700,000
Bond IV Bank Jabar B Series October 2004 October 2004 5 Years IDR
6. Obligasi V Bank Jabar Desember 2006 Desember 2006 5 Tahun Rp 100,000

Bond V Bank Jabar December 2006 December 2006 5 Years IDR
7. Obligasi VI Bank Jabar Banten 30 Juni 2009 30 Juni 2009 3 Tahun Rp 350,000
Seri A June 30, 2009 June 30, 2009 3 Years IDR
Bond VI Bank Jabar Banten A
Series
8. Obligasi VI Bank Jabar Banten 30 Juni 2009 30 Juni 2009 5 Tahun Rp 400,000
Seri B June 30, 2009 June 30, 2009 5 Years IDR
Bond VI Bank Jabar Banten B
Series

2020 Annual Report
Peringkat
Status Ranking
Tanggal Jatuh Wali
Harga Penawaran Tingkat Suku Bunga Pembayaran
Tempo Amanat
Bid Price Interest Rates Payment
Maturity Date Trustee
Status 2020 2019
100% dari jumlah pokok Juli 1996 24.30% Lunas - - PT Bank

obligasi July 1996 (tahun pertama dan Mega Tbk
100% of the bond principal selanjutnya floating)
amount (first year and
then floating)
100% dari jumlah pokok Juli 1998 17.25% Lunas - - PT Bank
obligasi July 1998 (tahun pertama dan Paid off Mega Tbk
then floating)
100% dari jumlah pokok April 2005 16.25% Lunas - - PT Bank
obligasi April 2005 (tahun pertama dan Paid off Mega Tbk
then floating)
100% dari jumlah pokok Oktober 2007 11.75% Lunas - - PT Bank
obligasi October 2007 (fixed) Paid off Mega Tbk
100% of the bond principal
amount
100% dari jumlah pokok Oktober 2009 12.50% Lunas - - PT Bank
obligasi October 2009 (fixed) Paid off Mega Tbk
amount
100% dari jumlah pokok Desember 2011 11.25% Lunas - - PT Bank
obligasi December 2011 (fixed) Paid off Mega Tbk
amount
100% dari jumlah pokok 10 Juli 2012 12.00% Lunas - - PT Bank
obligasi July 10, 2012 (fixed) Paid off Mega Tbk
amount
100% dari jumlah pokok 10 Juli 2014 12.50% Lunas - - PT Bank
obligasi July10, 2014 (fixed) Paid off Mega Tbk
amount

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Jumlah
Obligasi
Mata (juta)
No. Tenor Uang
Currency
of Bonds
(million)
9. Obligasi VII bank bjb Tahun 31 Januari 2011 9 Februari 2011 3 Tahun Rp 276,000
2011 Seri A January 31, 2011 February 9, 2011 3 Years IDR
Bond VII bank bjb Year 2011 A
series
10. Obligasi VII bank bjb Tahun 31 Januari 2011 9 Februari 2011 5 Tahun Rp 601,000
2011 Seri B January 31, 2011 February 9, 2011 5 Years IDR
Bond VII bank bjb Year 2011
B Series
11. Obligasi VII bank bjb Tahun 31 Januari 2011 9 Februari 2011 7 Tahun Rp 1,123,000
2011 Seri C January 31, 2011 February 9, 2011 7 Years IDR
Bond VII bank bjb Year 2011
C Series
12. Penawaran Umum 6 Desember 2017 6 Desember 2017 3 Tahun Rp 251,700

Berkelanjutan I (PUB I) December 6, 2017 December 6, 2017 3 Years IDR
Obligasi Tahap I Tahun 2017
Seri A
Continuous Public Offering I
(PUB I) Phase I Bonds 2017
Series A
Seri B
Series B
Seri C
(PUB I) Bond Phase I Year 2017
Series C
Obligasi Subordinasi Tahap I
Tahun 2017 Seri A
(PUB I) of Subordinated Bonds
Phase I Year 2017 Series B
Obligasi Subordinasi Tahap I
Tahun 2017 Seri B
Series B
17. Obligasi Berkelanjutan I bank 28 September 28 September 3 Tahun Rp 835,500
bjb Tahap II Tahun 2018 2018 2018 3 Years IDR
Seri A September 28, September 28,
Continuous Bonds I bank bjb 2018 2018
Phase II Year 2018
Series A
18. Obligasi Berkelanjutan I bank 28 September 28 September 5 Tahun Rp 916,500
bjb Tahap II Tahun 2018 2018 2018 5 Years IDR
Seri B September 28, September 28,
Continuous Bonds I bank bjb 2018 2018
Phase II Year 2018
Series B

2020 Annual Report
Peringkat
Status Ranking
Tanggal Jatuh Wali
Tempo Amanat
Status 2020 2019
100% dari jumlah pokok 9 Februari 2014 9.20% Lunas - - PT Bank

obligasi February 9, 2014 (fixed) Paid off Mega Tbk
amount
amount
amount
100% dari jumlah pokok 6 Desember 7.50% Lunas id
AA- id
AA- PT Bank
obligasi 2020 (fixed) Paid off Pefindo Pefindo Mega Tbk
100% of the bond principal December 6,
amount 2020
100% dari jumlah pokok 6 Desember 8.15% Aktif id

AA- id
AA- PT Bank
obligasi 2022 (fixed) Active Pefindo Pefindo Mega Tbk
amount 2022

AA- id
AA- PT Bank
amount 2024

A id
A PT Bank
amount 2022

A id
A PT Bank
amount 2024
100% dari jumlah pokok 28 September 9% Aktif Id

AA- Id
AA- PT Bank
100% of the bond principal September 28,
amount 2021
100% dari jumlah pokok 28 September 9.5% Aktif Id

AA- Id
AA- PT Bank
100% of the bond principal September 28,
amount 2023

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Jumlah
Obligasi
Mata (juta)
No. Tenor Uang
Currency
of Bonds
(million)
19. Obligasi Berkelanjutan I bank 18 Oktober 2019 18 Oktober 2019 3 Tahun Rp 66,000
bjb Tahap III Tahun 2019 October 18, 2019 October 18, 2019 3 Years IDR
Seri A
Continuous Bonds I bank bjb
Phase III Year 2019
Series A
Seri B
Phase III Year 2019
Series B
Seri C
Phase III Year 2019
Series C
22. Obligasi Berkelanjutan II 3 Maret 2020 3 Maret 2020 5 Tahun Rp 132,000
bank bjb Tahap I Tahun 2020 March 3, 2020 March 3, 2020 5 Years IDR
Obligasi Berkelanjutan II bank
bjb Tahap I Tahun 2020
Seri A
Continuous Bonds II bank bjb
Phase I Year 2020
Series A
23. Obligasi Berkelanjutan II bank 3 Maret 2020 3 Maret 2020 7 Tahun Rp 369,000
bjb Tahap I Tahun 2020 Seri B March 3, 2020 March 3, 2020 7 Years IDR
Phase I Year 2020
Series B
24. Obligasi Berkelanjutan II bank 17 November 2020 17 November 2020 5 Tahun Rp 162.580
bjb Tahap II Tahun 2020 Seri A November 17, 2020 November 17, 2020 5 Years IDR
Phase II Year 2020
Series A
25. Obligasi Berkelanjutan II bank 17 November 2020 17 November 2020 7 Tahun Rp 337,420
bjb Tahap II Tahun 2020 Seri B November 17, 2020 November 17, 2020 7 Years IDR
Obligasi Berkelanjutan II bank
bjb Tahap II Tahun 2020
Seri B

2020 Annual Report
Peringkat
Status Ranking
Tanggal Jatuh Wali
Tempo Amanat
Status 2020 2019
100% dari jumlah pokok 18 Oktober 2022 8.25% Aktif Id

AA- Id
AA- PT Bank
obligasi October 18, (fixed) Active Pefindo Pefindo Mega Tbk
100% of the bond principal 2022
amount

AA- Id
AA- PT Bank
amount

AA- Id
AA- PT Bank
amount
100% dari jumlah pokok 3 Maret 2025 8.60% Aktif Id

A -
- PT Bank
obligasi March 3, 2025 (fixed) Active Pefindo Mega Tbk
amount
100% dari jumlah pokok 3 Maret 2027 9.35 % Aktif Id

A - PT Bank
obligasi March 3, 2027 (fixed) Active Pefindo Mega Tbk
amount
100% dari jumlah pokok 17 November 8.50% Aktif Id

A - PT Bank
obligasi 2025 (fixed) Active Pefindo Tabungan
100% of the bond principal November 17, Negara
amount 2025 (Persero)
Tbk
100% dari jumlah pokok 17 November 9.00 % Aktif Id
A - PT Bank
obligasi 2027 (fixed) Active Pefindo Tabungan
100% of the bond principal November 17, Negara
amount 2027 (Persero)
Tbk

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Kronologis Pembayaran Bunga Chronology of Bond Interest

Obligasi Payments
Tabel Kronologis Pembayaran Bunga Obligasi Berkelanjutan I bank bjb Tahap I Tahun 2017
Table of Payment Chronology of Sustainable Bond Interest I of bank bjb Phase I of 2017
Tanggal Pembayaran Bunga / Interest Payment Date
Obligasi
Obligasi
Bunga Ke- Berkelanjutan I bank Status Status Obligasi Berkelanjutan Status
Berkelanjutan I bank
bjb Tahap I Pembayaran Pembayaran I bank bjb Tahap I Pembayaran
Interest bjb Tahap I
Tahun 2017 Seri A Bunga Bunga Tahun 2017 Seri C Bunga
Number- Tahun 2017 Seri B
A series Sustainable Interest Interest C Series Sustainable Interest
B Series Sustainable
Bonds I bank bjb Payment Payment Bonds I bank bjb Payment
Bonds I bank bjb
Phase I Status Status Phase I of 2017 Status
Phase I of 2017
of 2017
1. Maret 2020 Lunas Maret 2020 Lunas Maret 2020 Lunas
March 2020 Paid Off March 2020 Paid Off March 2020 Paid Off
2. Juni 2020 Lunas Juni 2020 Lunas Juni 2020 Lunas
June 2020 Paid Off June 2020 Paid Off June 2020 Paid Off
3. September 2020 Lunas September 2020 Lunas September 2020 Lunas
September 2020 Paid Off September 2020 Paid Off September 2020 Paid Off
4. Desember 2020 Lunas Desember 2020 Lunas Desember 2020 Lunas
December 2020 Paid Off December 2020 Paid Off December 2020 Paid Off
Tabel Kronologis Pembayaran Bunga Obligasi Subordinasi Berkelanjutan I bank bjb Tahap I
Tahun 2017
Table of Sustainable Subordinated Bonds I Interest Payment Chronology of bank bjb
Phase I of 2017
Bunga Ke- Obligasi Subordinasi Status

Status Obligasi Subordinasi Berkelanjutan I
Interest Berkelanjutan I bank bjb Tahap I Pembayaran
Pembayaran Bunga bank bjb Tahap I Tahun 2017 Seri B
Tahun 2017 Seri A Bunga
Number- Interest B Series Sustainable Subordinated
A series Sustainable Subordinated Interest
Payment Status Bonds I bank bjb Phase I of 2017 Payment Status
Bonds I bank bjb Phase I of 2017
1. Maret 2020 Lunas / Paid Off Maret 2020 Lunas / Paid Off
March 2020 March 2020
2. Juni 2020 Lunas / Paid Off Juni 2020 Lunas / Paid Off
June 2020 June 2020
3. September 2020 Lunas / Paid Off September 2020 Lunas / Paid Off
September 2020 September 2020
4. Desember 2020 Lunas / Paid Off Desember 2020 Lunas / Paid Off
December 2020 December 2020

2020 Annual Report
Tabel Kronologis Pembayaran Bunga Obligasi Berkelanjutan I bank bjb Tahap II Tahun 2018
Table of Sustainable Obligation I Interest Payment Chronology of bank bjb Phase II of 2018
Bunga Ke- Status

Obligasi Berkelanjutan I bank bjb Status Obligasi Berkelanjutan I bank bjb
Interest Pembayaran
Tahap I Tahun 2017 Seri A Pembayaran Bunga Tahap I Tahun 2017 Seri B
Number- Bunga
A series Sustainable Bonds I of Interest B Series Sustainable Bonds I of bank
Interest
bank bjb Phase I of 2017 Payment Status bjb Phase I of 2017
Payment Status
1. Maret 2020 Lunas / Paid Off Maret 2020 Lunas / Paid Off
March 2020 March 2020
2. Juni 2020 Lunas / Paid Off Juni 2020 Lunas / Paid Off
June 2020 June 2020
3. September 2020 Lunas / Paid Off September 2020 Lunas / Paid Off
September 2020 September 2020
4. Desember 2020 Lunas / Paid Off Desember 2020 Lunas / Paid Off
Tabel Kronologis Pembayaran Bunga Obligasi Berkelanjutan I bank bjb Tahap III Tahun 2019
Table of Sustainable Bonds I Interest Payment Chronology of bank bjb Phase III of 2019
Obligasi Obligasi
Status Status Obligasi Berkelanjutan Status
Bunga Ke- Berkelanjutan I bank Berkelanjutan I bank
Pembayaran Pembayaran I bank bjb Tahap I Pembayaran
Interest bjb Tahap I bjb Tahap I
Bunga Bunga Tahun 2019 Seri C Bunga
Tahun 2019 Seri A Tahun 2019 Seri B
Number- Interest Interest C Series Sustainable Interest
A Series Sustainable B Series Sustainable
Payment Payment Bonds I bank bjb Payment
Bonds I Bank bjb Bonds I bank bjb
Status Status Phase I of 2019 Status
hase I of 2019 Phase I of 2019
Januari 2020 Lunas Januari 2020 Lunas Januari 2020 Lunas
1.
January 2020 Paid Off January 2020 Paid Off January 2020 Paid Off
April 2020 Lunas April 2020 Lunas April 2020 Lunas
2.
April 2020 Paid Off April 2020 Paid Off April 2020 Paid Off
Juli 2020 Lunas Juli 2020 Lunas Juli 2020 Lunas
3.
July 2020 Paid Off July 2020 Paid Off July 2020 Paid Off
Oktober 2020 Lunas Oktober 2020 Lunas Oktober 2020 Lunas
4.
October 2020 Paid Off October 2020 Paid Off October 2020 Paid Off
Tabel Kronologis Pembayaran Bunga Obligasi Berkelanjutan II bank bjb Tahap I Tahun 2020
Table of Chronology of Continuous Bond Interest Payments II bank bjb Phase I 2020
Bunga Ke- Obligasi Berkelanjutan II bank bjb Status Obligasi Berkelanjutan II bank bjb
Interest Tahap I Tahun 2019 Seri A Pembayaran Bunga Tahap I Tahun 2019 Seri B Status
Number- Pembayaran
A Series Sustainable Bonds II Bank Interest C Series Sustainable Bonds II bank Bunga
bjb hase I of 2019 Payment Status bjb Phase I of 2019
1. Juni 2020 Lunas Juni 2020 Lunas
June 2020 Paid Off June 2020 Paid Off
2. September 2020 Lunas September 2020 Lunas
September 2020 Paid Off September 2020 Paid Off
3. Desember 2020 Lunas Desember 2020 Lunas
December 2020 Paid Off December 2020 Paid Off

PROFIL PERUSAHAAN
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Kronologis Penerbitan dan/atau Kronologis Penerbitan dan/atau

Pencatatan Efek Lainnya Pencatatan Efek Lainnya
Tabel Kronologis Penerbitan Medium Term Notes (MTN) dan Negotiable Certificates
of Deposit bank bjb
Tabel Kronologis Penerbitan Medium Term Notes (MTN) dan Negotiable Certificates
of Deposit bank bjb

No. Tenor
Description Issued Date Effective Date
1. Medium Term Notes I September 1996 September 1996 3 tahun

September 1996 September 1996 3 years
2. Medium Term Notes II 28 Desember 2016 28 Desember 2016 370 hari

December 28, 2016 December 28, 2016 370 days
3. Negotiable Certificates of Deposit 21 Juni 2017 21 Juni 2017 273 hari
(NCD) IA bank bjb June 21, 2017 June 21, 2017 273 days
4 Negotiable Certificates of Deposit 21 Juni 2017 21 Juni 2017 365 hari
(NCD) IB bank bjb June 21, 2017 June 21, 2017 365 days
5 Negotiable Certificates of Deposit 21 Juni 2017 21 Juni 2017 548 hari
(NCD) IC bank bjb June 21, 2017 June 21, 2017 548 days
6 Negotiable Certificates of Deposit 2 Oktober 2017 2 Oktober 2017 365 hari
(NCD) IIA bank bjb October 2, 2017 October 2, 2017 365 days
7 Negotiable Certificates of Deposit 2 Oktober 2017 2 Oktober 2017 730 hari
(NCD) IIB bank bjb October 2, 2017 October 2, 2017 730 days
8 Negotiable Certificates of Deposit 2 Oktober 2017 2 Oktober 2017 1.096 hari
(NCD) IIC bank bjb October 2, 2017 October 2, 2017 1,096 days
9 Negotiable Certificates of Deposit 28 Maret 2018 28 Maret 2018 373 hari
(NCD) III A bank bjb Tahun 2018 March 28, 2018 March 28, 2018 373 days
10 Negotiable Certificates of Deposit 28 Maret 2018 28 Maret 2018 1.094 hari
(NCD)III B bank bjb Tahun 2018 March 28, 2018 March 28, 2018 1,094 days
11 Term Loan I 28 Maret 2018 28 Maret 2018 2 tahun
March 29, 2018 March 27, 2018 2 years
12 Term Loan II 7 Juni 2018 7 Juni 2018 3 tahun
June 7, 2018 June 7, 2018 3 years
13 Term Loan III 31 Oktober 2018 31 Oktober 2018 3 tahun
October 31, 2018 October 31, 2018 3 years
14 Term Loan IV 16 November 2018 16 November 2018 2 tahun
November 16, 2018 November 16, 2018 2 years
15 Term Loan 11 Desember 2019 11 Desember 2019 2 tahun
Bank Mandiri – 1 December 11, 2019 December 11, 2019 2 years
16 Term Loan 1 September 2020 1 September 2020 18 bulan
Bank ICBC Indonesia September 1, 2020 September 1, 2020 18 months
17 Term Loan 30 September 2020 30 September 2020 2 tahun
Bank Danamon September 30, 2020 September 30, 2020 2 years
18 Term Loan 21 Desember 2020 21 Desember 2020 2 tahun
Bank Mandiri – 2 December 21, 2020 December 21, 2020 2 years

2020 Annual Report
Jumlah
Mata Uang Tanggal Jatuh Tempo Tingkat Suku Bunga Status Pembayaran
(juta)
Currencies Maturity date Interest Rates Payment Status
Total (million)
Rp 75,000 September 1999 17,75% Lunas
IDR September 1999 (tahun pertama Paid Off
dan selanjutnya floating)
Rp 1,189,000 8 Januari 2018 9% (fixed) Lunas
IDR January 8, 2018 Paid Off
Rp 100,000 21 Maret 2018 7.50% Lunas
IDR March 21, 2018 Paid Off
Rp 375,000 21 Juni 2018 7.60% Lunas
IDR 21 June 2018 Paid Off
Rp 25,000 21 Desember 2018 7.80% Lunas
IDR December 21, 2018 Paid Off
Rp 1,000,000 2 Oktober 2018 6.85% Lunas
IDR October 2, 2018 Paid Off
Rp 170,000 2 Oktober 2019 7.20% Lunas
IDR October 2, 2019 Paid Off
Rp 70,000 2 Oktober 2020 7.90% Lunas
IDR 2 October 2020 Paid Off
Rp 240.000 5 April 2019 6,30% Lunas
IDR April 5, 2019 Paid Off
Rp 110.000 26 Maret 2021 7,50% Aktif
IDR March 26, 2021 Active
Rp 2.000.000. 27 Maret 2020 JIBOR 3M + 1.5% Lunas
IDR March 27, 2022 Paid Off
Rp 1.500.000 7 Juni 2021 7,80% Aktif
IDR June 7, 2021 Active
Rp 220.000 15 Oktober 2021 9,10% Aktif
IDR October, 15 2021 Active
Rp 2.000.000 16 Oktober 2020 JIBOR 3M + Lunas
IDR October 17, 2022 1.25% Paid Off
Rp 1,000,0000 3 Desember 2021 JIBOR 3M + 1.25% Aktif
IDR December 3, 2021 Active
Rp 800,000 1 Maret 2022 7.00% Aktif
IDR March 1, 2022 Active
Rp 1,000,000 28 September 2022 5.60% Aktif
IDR September 28, 2022 Active
Rp 1,000,000 16 Desember 2022 6.75% Aktif
IDR December 16, 2022 Active

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama dan Alamat Lembaga dan/atau Profesi Penunjang

Names and Addresses of Institutions and/or Supporting Professionals
Penyedia Jasa Hanindo Communication

Percetakan
Jl. Tebet Barat Dalam II C No.23, Jl. Tebet Barat Dalam II C No.23,
Printing Service RT.2/RW.3, Tebet Barat., Tebet, RT.2/RW.3, Tebet Barat., Tebet,
Provider Kota Jakarta Selatan, Daerah Khusus Kota Jakarta Selatan, Daerah Khusus
Ibukota Jakarta 10033. Ibukota Jakarta 10033.
Telp : (021) 83700730 Telp : (021) 83700730
Email : info@hanindo.co.id Email : info@hanindo.co.id
Jasa yang diberikan: Percetakan Services provided: Prospectus
Prospektus dan Informasi Tambahan Printing and Additional Information
terkait Penerbitan Obligasi related to the Issuance of Bank bjb
Berkelanjutan II bank bjb. Sustainable Bonds II.
Besaran Fee: Rp160.090.000,- Amount of Fee: IDR160,090,000
Penyedia Layanan PT Kustodian Sentral Efek Indonesia

Jasa Kustodian
Gedung Bursa Efek Indonesia, Gedung Bursa Efek Indonesia,
Custodian Service Tower 1, Lt. 5 Tower 1, Lt. 5
Provider Jl. Jend. Sudirman kav. 52-53, Jl. Jend. Sudirman kav. 52-53,
Jakarta 12190 Indonesia. Jakarta 12190 Indonesia.
Telp : (+62 21) 515 2855, Telp : (+62 21) 515 2855,
Fax : (+62 21) 5299 1199. Fax : (+62 21) 5299 1199.
Email : helpdesk@ksei.co.id Email : helpdesk@ksei.co.id
Jasa yang diberikan: Jasa kustodian. Services provided: Custodian
services.
Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
Public Accounting Firm
Plaza Asia, level 10 Plaza Asia, level 10
Jl. Jend. Sudirman Kav. 59 Jl. Jend. Sudirman Kav. 59
Jakarta 12190 Indonesia. Jakarta 12190 Indonesia.
Telp : (021) 5140 1340 Telp : (021) 5140 1340
Fax : (021) 5140 1350 Fax : (021) 5140 1350
Email : contact@rsm.id Email : contact@rsm.id
Jasa yang diberikan: Melakukan Services provided: Conducted an
Audit atas Laporan Keuangan Audit of Financial Statements for the
Periode Desember 2019. Period of December 2019.
Besaran Fee: Rp2.600.000.000,- Amount of Fee: IDR2,600,000,000

2020 Annual Report
Kantor Audit Doli, Bambang, Sulistiyanto, Dadang, & Ali

Penjatahan
Jl. Danau Jempang B3, No. 29, Jl. Danau Jempang B3, No. 29,
Audit Alotation Office Jakarta Pusat. Jakarta Pusat.
Telp : (021) 5790 3548 Telp : (021) 5790 3548
Jasa yang diberikan: Melakukan Services provided: Conducting
Audit Penjatahan dan Audit Biaya Rationing Audits and Auditing Costs
Penawaran Umum Berkelanjutan II for Continuous Public Offering II
(PUB II) Tahun 2020. (PUB II) in 2020.
(total) (total)
Perusahaan Sekuritas PT Mandiri Sekuritas

Security Companies
Menara Mandiri Menara Mandiri
Lantai 24-25 Lantai 24-25
Jl. Jend. Sudirman Kav. 54-55 Jl. Jend. Sudirman Kav. 54-55
Jakarta 12190 Jakarta 12190
Telp : +62 21 5263445 Telp : +62 21 5263445
Fax : +62 21 5263507 Fax : +62 21 5263507
Jasa yang diberikan: Lembaga Services provided: Underwriters for
Penjamin Emisi Penawaran Umum Sustainable Public Offering II
Berkelanjutan II (PUB II) Tahun 2020. (PUB II) 2020.
Perusahaan Sekuritas PT CIMB Sekuritas Indonesia

Security Companies
Graha CIMB Niaga Graha CIMB Niaga
Lantai 28 Lantai 28
Jl. Jend. Sudirman Kav. 58 Jl. Jend. Sudirman Kav. 58
Jakarta 12190. Jakarta 12190.
Telp : (021) 50847848 Telp : (021) 50847848
Fax : (021) 50847849 Fax : (021) 50847849

PROFIL PERUSAHAAN
COMPANY PROFILE
Perusahaan Sekuritas PT Trimegah Sekuritas Indonesia Tbk

Security Companies
Gedung Artha Graha Gedung Artha Graha
Lantai 18 Lantai 18
Jl. Jend. Sudirman Kav 52-53 Jl. Jend. Sudirman Kav 52-53
Telp : 021-29249088 Telp : 021-29249088
Fax : 021-29249150 Fax : 021-29249150
Besaran Fee: Rp613.636.363,- Amount of Fee: IDR613,636,363, -
Perusahaan Sekuritas PT RHB Sekuritas Indonesia

Security Companies
Revenue Tower, SCBD Revenue Tower, SCBD
Lantai 11 Lantai 11
Jl. Jend. Sudirman Kav 52-53 Jl. Jend. Sudirman Kav 52-53
Telp : (021) 50939888 Telp : (021) 50939888
Informasi Perdagangan PT Bursa Efek Indonesia

dan Pencatatan Saham
Indonesia Stock Exchange Building, Indonesia Stock Exchange Building,
Trade and Share Listing 1st Tower 1st Tower
Information Jl. Jend. Sudirman Kav 52-53 Jl. Jend. Sudirman Kav 52-53
Jakarta Selatan 12190, Indonesia. Jakarta Selatan 12190, Indonesia.
Telp : 0800-100-9000. Telp : 0800-100-9000.
Email : callcenter@idx.co.id Email : callcenter@idx.co.id
Jasa yang diberikan: Biaya Services provided: Annual Listing
Pencatatan Tahunan dan Fee and Initial Listing of Sustainable
Pencatatan Awal Penawaran Umum Public Offering II (PUB II) in 2020.
Berkelanjutan II (PUB II) Tahun 2020.

2020 Annual Report
Biro Administrasi Efek PT Datindo Entrycom

Securities
Jl. Hayam Wuruk No.28, Lantai 2 Jl. Hayam Wuruk No.28, Lantai 2
Administration Bureau Jakarta 10120-Indonesia Jakarta 10120-Indonesia
Telp : (+62-21) 350 8077 (Hunting) Telp : (+62-21) 350 8077 (Hunting)
Fax : (+62-21) 350 8078 Fax : (+62-21) 350 8078
Email : corporatesecretary@ Email : corporatesecretary@
datindo.com datindo.com
Jasa yang diberikan: Biaya Services provided: Dividend

Pembayaran Dividen, Biaya Payment Fee, Secondary Market
Admnisitrasi Saham Pasar Sekunder, Stock Administration Fee, Shares
Biaya Penerbitan Saham dan Issuance Fee and Stock Blank
Penyediaan Blanko Saham. Provision.
Lembaga Pemeringkat PT Pemeringkat Efek Indonesia (PEFINDO)

Efek
Panin Tower Senayan City, 17th Floor Panin Tower Senayan City, 17th Floor
Securities Rating Jl. Asia Afrika Lot.19 Jl. Asia Afrika Lot.19
Agencies Jakarta 10270, Indonesia Jakarta 10270, Indonesia
Telp : 62-21-7278-2380 Telp : 62-21-7278-2380
Fax : 62-21-7278-2370 Fax : 62-21-7278-2370
Jasa yang diberikan: Biaya Services provided: Annual
pemantauan tahunan dan monitoring costs and Rating of
Pemeringkatan Penawaran Umum Sustainable Public Offering II
Notaris Fathiah Helmi

Notary
Graha Irama Kavling 1-2, Graha Irama Kavling 1-2,
Jl. H. R. Rasuna Said, RT.6/RW.4, Jl. H. R. Rasuna Said, RT.6/RW.4,
Kuningan Timur, Kuningan Timur,
Kecamatan Setiabudi, Kecamatan Setiabudi,
Kota Jakarta Selatan, Kota Jakarta Selatan,
Daerah Khusus Ibukota Daerah Khusus Ibukota
Jakarta 12710. Jakarta 12710.
Telp : (021) 52907304 Telp : (021) 52907304
Jasa yang diberikan: membuat akta Services provided: make a notary
notaril terkait Penawaran Umum deed related to Continuous Public
Berkelanjutan II (PUB II) Tahap I Offering II (PUB II) Phase I 2020.
Tahun 2020.
(total) (total)

PROFIL PERUSAHAAN
COMPANY PROFILE
Wali Amanat PT Bank Mega, Tbk.

Trustee
Menara Bank Mega Menara Bank Mega
Jl. Kapten P. Tendean No.12-14A Jl. Kapten P. Tendean No.12-14A
Telp : 021. 7917 5000 (hunting) Telp : 021. 7917 5000 (hunting)
Fax : 021. 7918 7100 Fax : 021. 7918 7100
Jasa yang diberikan: sebagai wali Services provided: as trustee in the
amanat dalam rangka penawaran framework of a continuous public
umum berkelanjutan II Tahap I bank offering II Phase I of bank bjb.
bjb.
Besaran Fee: Rp99.000.000 Amount of Fee: IDR99,000,000
Wali Amanat PT Bank Tabungan Negara (Persero) Tbk.

Trustee
Menara Bank BTN Menara Bank Mega
Jl. Gajah Mada No. 1 Jl. Kapten P. Tendean No.12-14A
Telp : 021. 633-6733 (hunting) Telp : 021. 7917 5000 (hunting)
Fax : 021. 633-6737 Fax : 021. 7918 7100
Jasa yang diberikan: sebagai wali Services provided: as a trustee
amanat dalam rangka penawaran in the framework of a sustainable
umum berkelanjutan II Tahap II bank public offering II Phase II bank bjb.
bjb.
Besaran Fee: Rp99.000.000 Amount of Fee: IDR99,000,000

2020 Annual Report
Penghargaan dan Sertifikasi

Awards and Certifications
Penghargaan / Awards
Nama Penghargaan 1st The Best Corporate Secretary & Corporate

Award Name Communication V – 2020 Category: Public Company
Sector: Regional Development Bank (Asset > Rp100T)
Acara
Corporate Secretary Communication Award 2020
Event
Penyelenggara
Economic Review
Organizer
Tanggal
7 Februari 2020 / February 7, 2020
Date
Nama Penghargaan Innovative Company for Digital Transformation

Award Name Implementation in Banking Service
Category Banking
Acara
Digital Innovation Award 2020
Event
Penyelenggara
Warta Ekonomi
Organizer
Tanggal
Date
Nama Penghargaan The Best Innovation in Digital Banking Bank Buku 3

Award Name The Best Innovation in Digital Banking Book Bank 3
Acara
Artajasa Award 2020
Event
Penyelenggara
Artajasa
Organizer
Tanggal
Date
Nama Penghargaan The Best Banking in Financial Inclusion Bank Buku 3

Award Name The Best Banking in Financial Inclusion Book Bank 3
Acara
Artajasa Award 2020
Event
Penyelenggara
Artajasa
Organizer
Tanggal
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan Kategori Terpopuler di Media Sub Kategori BUMD &

Award Name Perusahaan Daerah
Most Popular Category in Media Sub Category BUMD &
Regional Companies
Acara
PR Indonesia Award 2020
Event
Penyelenggara
PR Indonesia
Organizer
Tanggal
20 April 2020 / April 20, 2020
Date
Nama Penghargaan Excellent For The Financial Performance During

Award Name September 2018-2019
Acara
Top BUMD 2020
Event
Penyelenggara
Infobank
Organizer
Tanggal
29 April 2020 / April 29, 2020
Date
Nama Penghargaan Popular Banking Company For Lobbying & Negotiation

Award Name Activity Strategy
Acara
Indonesia Corporate PR Award 2020
Event
Penyelenggara
Warta Ekonomi
Organizer
Tanggal
12 Mei 2020 / May 12, 2020
Date
Nama Penghargaan
Excellence in Corporate Public Relations
Award Name
Acara
Indonesia Corporate Branding PR Award
Event
Penyelenggara
Iconomics
Organizer
Tanggal
14 Mei 2020 / May 14, 2020
Date

2020 Annual Report
Nama Penghargaan 3rd Rank

Award Name Bank Umum Konvensional (Buku 3)
Asset Class › IDR100 Trillion
Acara
9th Digital Brand Awards 2020
Event
Penyelenggara
Infobank
Organizer
Tanggal
15 Mei 2020 / May 15, 2020
Date
Nama Penghargaan 3rd Rank Tabungan – Bank Umum Konvensional (Buku 3)

Award Name Asset Class › IDR100 Trillion
3rd Rank Savings - Conventional Commercial Bank
(BUKU 3) Asset Class ›IDR100 Trillion
Acara
Event
Penyelenggara
Infobank
Organizer
Tanggal
15 Mei 2020 / May 15, 2020
Date
Nama Penghargaan 1st Rank Deposito – Bank Umum Konvensional (Buku 3)

Award Name Asset Class › IDR100 Trillion
1st Rank Time Deposit - Conventional Commercial Bank
(BUKU 3) Asset Class ›IDR100 Trillion
Acara
Event
Penyelenggara
Infobank
Organizer
Tanggal
15 Mei 2020 / May 15, 2020
Date
Nama Penghargaan 2nd Rank

Award Name Kartu Debit – Bank Umum Konvensional (Buku 3)
Asset Class › IDR100 Trillion
2nd Rank
Debit Card - Conventional Commercial Bank (BUKU 3)
Asset Class ›IDR100 Trillion
Acara
Event
Penyelenggara
Infobank
Organizer
Tanggal
15 Mei 2020 / May 15, 2020
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan
Millienial’s Choice
Award Name
Acara
Indonesia’s Most Popular Digital Financial Brands
Event
Penyelenggara
Iconomics
Organizer
Tanggal
26 Juni 2020 / June 26, 2020
Date
Nama Penghargaan 20 Pilar Finansial Indonesia Award 2020

Award Name 20 Indonesian Financial Pillars Award 2020
Acara
20 Pilar Finansial Indonesia Award 2020
Event
Penyelenggara
Iconomics
Organizer
Tanggal
16 Juli 2020 / July 16, 2020
Date
Nama Penghargaan Yuddy Renaldi as Best Leader for Business Sustainibility

Award Name Through Business Innovation – Market Segmentation,
Business Expansion, and Product Development
Category BPD Buku III
Acara
Indonesia Financial Top Leader Award 2020
Event
Penyelenggara
Warta Ekonomi
Organizer
Tanggal
23 Juli 2020 / July 23, 2020
Date
Nama Penghargaan Yuddy Renaldi as The Best CEO 2020

Award Name Category Regional Development Bank
Acara
The Best CEO 2020
Event
Penyelenggara
Iconomics
Organizer
Tanggal
23 Juli 2020 / July 23, 2020
Date

2020 Annual Report
Nama Penghargaan Percepatan Penanganan Wabah COVID-19 di Indonesia

Award Name Kontribusi Terbaik
Accelerating Handling of the COVID-19 Outbreak in
Indonesia Best Contribution
Acara Penghargaan Badan Nasional Penanggulangan Bencana

Event (BNPB)
National Disaster Management Agency (BNPB)
Penyelenggara Badan Nasional Penanggulangan Bencana (BNPB)

Organizer National Disaster Management Agency (BNPB)
Tanggal
24 Agustus 2020 / August 24, 2020
Date
Nama Penghargaan Bank Terbaik 2020 Kategori BPD dengan Modal Inti
Award Name Rp5 Triliun - Rp30 Triliun
Best Bank 2020 for BPD Category with Core Capital
IDR 5 Trillion - IDR 30 Trillion
Acara
Investor Awards
Event
Penyelenggara
Majalah Investor
Organizer
Tanggal
25 Agutus 2020 / August 25, 2020
Date
Nama Penghargaan
Top of The Top BUMD 2020
Award Name
Acara
Top BUMD Awards 2020
Event
Penyelenggara
Top Business
Organizer
Tanggal
27 Agustus 2020 / August 27, 2020
Date
Nama Penghargaan
Top BUMD 2020 Star #5
Award Name
Acara
Event
Penyelenggara
Top Business
Organizer
Tanggal
27 Agustus 2020 / August 27, 2020
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan Yuddy Renaldi sebagai Top CEO BUMD 2020

Award Name Yuddy Renaldi as Top CEO of BUMD 2020
Acara
Event
Penyelenggara
Top Business
Organizer
Tanggal
27 Agustus 2020 / August 27, 2020
Date
Nama Penghargaan Yuddy Renaldi

Award Name Kategori: CEO BUMD & Perusahaan Daerah Layanan Publik
Category: CEOs of BUMD & Regional Public Service
Companies
Acara
PR Indonesia Most Popular Leader in Social Media 2020
Event
Penyelenggara
Jampiro
Organizer
Tanggal
9 September 2020 / September 9, 2020
Date
Nama Penghargaan Yuddy Renaldi as Jawa Barat Marketing Champion 2020

Award Name Category: Commercial Banking
Acara
Industry Marketing Champion 2020
Event
Penyelenggara
Markplus Institute
Organizer
Tanggal
Date
Nama Penghargaan Top 5 CSR for Indonesia

Award Name CSRxPKBL Award 2020
Category: Finance – Bank BUKU 3
Acara
Indonesia CSR PKBL Award 2020
Event
Penyelenggara
Warta Ekonomi
Organizer
Tanggal
Date

2020 Annual Report
Nama Penghargaan Excellent

Award Name For Financial Performance Full-Year 2019
Acara
25th Infobank Award
Event
Penyelenggara
Infobank
Organizer
Tanggal
Date
Nama Penghargaan
Top GRC #4 Stars 2020
Award Name
Acara
Top GRC 2020
Event
Penyelenggara
Top Business
Organizer
Tanggal
7 Oktober 2020 / October 7, 2020
Date
Nama Penghargaan Agus Mulyana sebagai

Award Name The Most Committed GRC Leader 2020
Agus Mulyana as The Most Committed GRC Leader 2020
Acara
Top GRC 2020
Event
Penyelenggara
Top Business
Organizer
Tanggal
Date
Nama Penghargaan Widi Hartoto sebagai The High Performing Corporate

Award Name Secretary on GRC 2020
Widi Hartoto as The High Performing Corporate Secretary
on GRC 2020
Acara
Top GRC 2020
Event
Penyelenggara
Top Business
Organizer
Tanggal
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan
The Strongest Regional Bank 2020
Award Name
Acara
CNBC Indonesia Award 2020
Event
Penyelenggara
CNBC Indonesia
Organizer
Tanggal
Date
Nama Penghargaan Platinum Category Buku 3

Award Name Platinum Book Category 3
Acara
Iconomics Top Bank Award 2020
Event
Penyelenggara
Iconomics & RRI
Organizer
Tanggal
Date
Nama Penghargaan 1st The Best IT for BPD Company – 2020 Platinum Award
Award Name (Score: A – Very Excellent) Category BPD – Buku III
1st The Best IT for BPD Company - 2020 Platinum Award
(Score: A - Very Excellent) Category BPD - Book III
Acara
Indonesia Information & Technology Award – III - 2020
Event
Penyelenggara
Economic Review
Organizer
Tanggal
6 November 2020 / November 6, 2020
Date
Nama Penghargaan Millenial’s Choice Category Buku 3

Award Name Millennial’s Choice Book Category 3
Acara
Financial Awards 2020
Event
Penyelenggara
Iconomics & RRI
Organizer
Tanggal
Date

2020 Annual Report
Nama Penghargaan Peringkat Keterbukaan ESG Emiten Terbaik

Award Name Best Issuer ESG Disclosure Rating
Acara
ESG Awards 2020
Event
Penyelenggara Majalah Investor dan Berita Satu Media Holdings

Organizer Investor Magazine and News One Media Holdings
Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Enviromental (E) Emiten Terbaik

Award Name Environmental Disclosure Rating (E) of the Best Issuer
Acara
Top GRC 2020
Event
Penyelenggara
Top Business
Organizer
Tanggal
7 Oktober 2020 / November 17, 2020
Date
Nama Penghargaan Peringkat Keterbukaan Social (S) Emiten Terbaik

Award Name Social Disclosure Rating (S) of the Best Issuer
Acara
ESG Awards 2020
Event
Penyelenggara
Majalah Investor dan Berita Satu Media Holdings
Organizer
Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Governance (G) Emiten Terbaik

Award Name Rating Disclosure of Governance (G) Best Issuer
Acara
ESG Awards 2020
Event

Tanggal
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan Peringkat Keterbukaan ESG Emiten Sektor Perbankan

Award Name Terbaik
ESG Disclosure Rating for Best Banking Sector Issuer
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Enviromental (E)

Award Name Emiten Sektor Perbankan Terbaik
Environmental Disclosure Rating (E) Best Issuer
in the Banking Sector
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Social (S) Emiten

Award Name Sektor Perbankan Terbaik
Social Disclosure Rating (S) of Best Banking Sector Issuer
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Governance (G) Emiten Sektor

Award Name Perbankan Terbaik
Rating Disclosure of Governance (G) Best Issuer in the
Banking Sector
Acara
ESG Awards 2020
Event

Tanggal
Date

2020 Annual Report
Nama Penghargaan Peringkat Keterbukaan ESG Emiten Bank Kategori Buku III
Award Name Terbaik
ESG Disclosure Rating for the Best Bank BUKU Category III
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Enviromental (E) Emiten Bank

Award Name Kategori Buku III
Environmental Disclosure Rating (E) Issuer Bank BUKU
Category III
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Social (S) Emiten Bank Kategori

Award Name Buku III Terbaik
Social Disclosure Rating (S) of the Best Bank BUKU
Category III Issuer
Acara
ESG Awards 2020
Event

Tanggal
Date
Nama Penghargaan Peringkat Keterbukaan Governance (G) Emiten

Award Name Bank Kategori Buku III
Governance Disclosure Rating (G) Issuer
Bank BUKU Category III
Acara
ESG Awards 2020
Event

Tanggal
Date

PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan Terpopuler di Media Digital 2020

Award Name Kategori: BUMD
Trending in Digital Media 2020
Category: BUMD
Acara Anugerah Humas Indonesia 2020

Event Indonesian Public Relations Award 2020
Penyelenggara
Humas Indonesia / Indonesian Public Relations
Organizer
Tanggal 26 November 2020

Date November 26, 2020
Nama Penghargaan Yuddy Renaldi

Award Name Terpopuler di Media Digital 2020
Kategori: BUMD
Yuddy Renaldi
Trending in Digital Media 2020
Category: BUMD
Acara Anugerah Humas Indonesia 2020

Event Indonesian Public Relations Award 2020
Penyelenggara
Humas Indonesia / Indonesian Public Relations
Organizer

Nama Penghargaan Encouraging The Acceleration of Non-Cash Transaction and

Award Name Strenghten Synergies Through Digital Technology
Acara Excellent Financial Performance of Indonesia Best BPD

Event Award 2020
Penyelenggara Warta Ekonomi

Organizer Economic News

Nama Penghargaan
Best Performance of Regional Government Bank
Award Name
Acara
Indonesia Property & Bank Award 2020
Event
Penyelenggara Majalah Property and Bank

Organizer Property and Bank Magazine


2020 Annual Report
Nama Penghargaan Yuddy Renaldi President Director bank bjb

Award Name as Banker of The Year 2020
Acara
Infobank Top 100 Bankers 2020
Event
Penyelenggara
Infobank
Organizer
Tanggal 1 Desember 2020

Date December 1, 2020
Nama Penghargaan The Best Performing Bank 2020

Award Name Based on Financial Performance 2018-2020
Category Core Capital Rp5 Trillion to under Rp30 Trillion
Acara
Top 20 Financial Institutions 2020
Event
Penyelenggara
The Finance
Organizer

Nama Penghargaan
The Most Resilience Bank Resilince in Pandemic
Award Name
Acara
Bisnis Indonesia Award 2020
Event
Penyelenggara
Bisnis Indonesia
Organizer

Nama Penghargaan Bank Pembangunan Daerah Pertama yang Memfasilitasi

Award Name ASN Berinvestasi di Pasar Modal
The First Regional Development Bank to Facilitate ASN
Investing in the Capital Market
Acara Penghargaan Museum Rekor Dunia Indonesia

Event Indonesian World Records Museum Award
Penyelenggara
Museum Rekor Dunia Indonesia
Organizer


PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Penghargaan Instanti Pengelolaan LHKPN Terbaik Tahun 2020

Award Name Best LHKPN Management Institution in 2020
Acara Penghargaan Komisi Pemberantasan Korupsi

Event Corruption Eradication Commission Award
Penyelenggara Komisi Pemberantasan Korupsi

Organizer Corruption Eradication Commission

Nama Penghargaan Finalis UPG Terbaik 2020

Award Name Kategori BUMN/BUMD
Best UPG Finalist 2020
BUMN / BUMD category
Acara Penghargaan Komisi Pemberantasan Korupsi

Event Corruption Eradication Commission Award
Penyelenggara Komisi Pemberantasan Korupsi

Organizer Corruption Eradication Commission

Nama Penghargaan
Gold Rank
Award Name
Acara
Asia Sustainability Reporting Rating 2020
Event
Penyelenggara
NCSR
Organizer

Sertifikasi
Jenis Sertifikasi ISO 9001:2015 Trade Processing Services

Type of Certification for Export & Import
Validasi 19 April 2019 – 19 April 2022

Validation April 19, 2019 – April 19, 2022
Penerima Sertifikasi
International Division – Trade Finance & Services Group
Recipient of Certification
Dikeluarkan Oleh
SGS Indonesia
Dikeluarkan Oleh

2020 Annual Report
Nama dan Alamat Entitas Anak, Entitas Asosiasi,

Kantor Wilayah dan Kantor Cabang
Name and Address of Subsidiary, Associate Entity, Regional Offices and
Branch Offices
Entitas Anak dan Entitas Asosiasi Subsidiaries and Related Entity
Nama Lembaga ALAMAT

Name of Institution ADDRESS
Entitas Anak / Subsidiaries
bank bjb Syariah Jl. Braga No. 135 – Bandung

Telepon : (022) 420 2599
Faksimili : (022) 421 2524
PT BPR Karya Utama Jabar Jl. Raya Jalancagak No. 151 - Subang 41281
Telepon : (0260) 472100
Faksimili : (0260) 471186
PT BPR Intan Jabar Jl. Pramuka No. 30A Garut
Telepon : (0262) 231172
Faksimili : (0262) 2244396
Entitas Asosiasi / Related Entity
PT Asuransi Bangun Askrida Askrida Tower Jalan Pramuka Raya Kav 151 Jakarta Timur 13120
Telepon : 021-8191212
Faksimili : 021-29827215, 29827216, 29827217
PD BPR LPK Serang Jl. Raya Serang Jakarta Km.11 Kp. Nambo Ds. Keserangan Kec. Ciruas Kab. Serang
Telepon : (0254) 430630
PD BPR Lebak Sejahtera Jl. Raya Rangkasbitung - Pandeglang KM 10
Telepon : 081294818410, 087773099337
PD BPR Berkah Jl. Mayor Widagdo Kel. Kabayan Kec. Pandeglang
Telepon : (0253) 5550095
PD BPR LPK Parungpanjang Jl. Muhammad Toha No. 78 Parungpanjang, Kabupaten Bogor
Telepon : (021) 5979127
Faksimili : (021) 5979127
PT BPR Cianjur Jabar Jl. Cilaku No.5 Desa Cikaruya Warungkondang Cianjur
Telepon : (0263) 287598
Faksimili : (0263) 287598
PD BPR LPK Balongan Jl. Raya Sukaurip No. 30 Kec. Balongan
Telepon : (0234) 429429
Faksimili : (0234) 429429
PT BPR Wibawa Mukti Jabar Ruko Harapan Baru 2, Kavling C9-07
Kota Baru, Bekasi Barat
Telepon : (021) 8866231
Faksimili : (021) 8866231
PT BPR Cipatujah Jabar Jl. Raya Cipatujah No. 293 Cipatujah, Tasikmalaya
Telepon : (0265) 7159111
Faksimili : (0265) 7159111
PT BPR Artha Galuh Mandiri Jabar Jl. Ciparanti No.149 Desa Legokjawa,
Kecamatan CImerak, Kabupaten Pangandaran
Telepon : (0821) 21313279
Faksimili : -
PD BPR Kerta Raharja Jl. Raya serang KM 1gaan5 No.1 Cikupa Tangerang
Telepon : (021) 59400534
Faksimili : (021) 59400283
PT BPR Majalengka Jabar Jl. Raya Siliwangi No.3 Panyingkiran
Telepon : (0233) 662118
Faksimili : -

PROFIL PERUSAHAAN
COMPANY PROFILE
Kantor Wilayah dan Kantor Regional Offices and Branch

Cabang Offices
KANTOR WILAYAH / REGIONAL OFFICE
Kantor Wilayah I / Regional Office I Kantor Wilayah II / Regional Office II Kantor Wilayah III / Regional Office III
Jl. IR.H Djuanda No.191 Kelurahan Dago, Gedung Arthaloka Lt. 9 Jl. Sultan Agung No.3 Blok Pon,
Kecamatan Coblong, Kota Bandung Jl. Jend Sudirman Kav. 2, Jakarta Kel. Sumber Kec. Sumber
Telp : (022) 2534836 Telp : (021) 2511525 Telp : (0231) 322425
Fax : - Fax : - Fax : (0231) 323338
Kantor Wilayah IV / Regional Office IV Kantor Wilayah V / Regional Office V

Jl. Veteran No. 6 Ruko Bukit Darmo Office Park 1. JL. Raya
Kota Serang Darmo Boulevard Blok. 01 No.28
Telp : (0254) 8496166 Telp : (031) 7382001
Fax : (0254) 391644 Fax : -
KANTOR CABANG / BRANCH OFFICES
BALARAJA GARUT RANGKASBITUNG

Komplek Ruko Jalan Raya Serang Jl. Jend. A. Yani No.38 Jl. Patih Derus No. 4
Km 22.5 Balara Kab. Garut Rangkasbitung
Telp : (021) 29670698/99 Telp : (0262) 231924 Telp : (0252) 201243
Fax : (021) 29670696/97 Fax : (0262) 231228 Fax : (0252) 201183
BALIKPAPAN HASYIM ASHARI RASUNA SAID

Jl. Jend. Sudirman No.15 Jl. K. H. Hasyim Ashari No.34 Jl. Hajjah Rangkayo Rasuna Said
Balikpapan Jakarta Pusat Blok X2 Kav. 6
Telp : (0542) 744712 Telp : (021) 6330676 Telp : (021) 5227812
Fax : (0542) 744774 Fax : (021) 6324430 Fax : (021) 5228852
BANDAR LAMPUNG INDRAMAYU RAWAMANGUN

Jl.Raden Intan No.81A, Jl. Jend. Sudirman No. 106 Jl. Pemuda 97
Bandar Lampung Kab. Indramayu Jakarta Timur
Telp : (0721) 242934 Telp : (0234) 272344 Telp : (021) 47861771
Fax : (0721) 242935 Fax : (0234) 271415 Fax : (021) 47863209
UTAMA BANDUNG KHUSUS JAKARTA S. PARMAN

Jl. Braga 12 Jl. Jend. Sudirman Kav.2 Wisma 77 Jl. S. Parman Kav 77,
Bandung Jakarta Pusat Jakarta Barat
Telp : (022) 4236553 Telp : (021) 2511448 Telp : (021) 53662611
Fax : (022) 4206944 Fax : (021) 2511450 Fax : (021) 53662614
BANJAR JATINANGOR SAHARJO

Jl. Letjen Suwarto No.4 Jl. Raya Jatinangor No.41 Jl. Dr. Saharjo No.111 Kec.Tebet
Banjar Kab. Sumedang Jakarta Selatan
Telp : (0265) 745987 Telp : (022) 7781619 Telp : (021) 83794097
Fax : (0265) 741780 Fax : (022) 7781613 Fax : (021) 83794099
BANJARMASIN KARAWANG SEMARANG

Jl. Ahmad Yani Km.3 Jl. Kertabumi No. 2 Jl. Ahmad Yani No.174
Kota Banjarmasin Kab. Karawang Semarang
Telp : (0511) 3253340 Telp : (0267) 402115 Telp : (024) 8419601
Fax : (0511) 3253362 Fax : (0267) 403704 Fax : (024) 8419604
BATAM KEBAYORAN BARU KHUSUS BANTEN

Komp. Batam Center Square Jl. Melawai Raya No. 189 Jl. Veteran No. 6
Blok D No.01&16 Jakarta Selatan Serang
Telp : (0778) 477577 Telp : (021) 7229777 Telp : (0254) 200190
Fax : (0778) 470330 Fax : (021) 7206990 Fax : (0254) 205640
BEKASI KUNINGAN SINGAPARNA

Jl. Ir. H. Djuanda No.126 Jl. Siliwangi Cigembang Jl. Raya Timur Cikiray No.76
Bekasi Kab. Kuningan Rt001/001 Ds. Suka
Telp : (021) 8802642 Telp : (0232) 871273 Telp : (0254) 205640
Fax : (021) 8814946 Fax : (0232) 871961 Fax : (0265) 541195
BOGOR LABUAN SOREANG

Jl. KaPTMuslihat 11-13 Jl. Jend. Sudirman No. 182 Jl. Raya Soreang Km 17
Kota Bogor Labuan Kab. Bandung
Telp : (0251) 8324132 Telp : (0253) 801163 Telp : (022) 5891611
Fax : (0251) 8313654 Fax : (0253) 801004 Fax : (022) 5891220

2020 Annual Report
KANTOR CABANG / BRANCH OFFICES
TANGERANG SELATAN MAJALAYA SUBANG

Jl. Let. Sutopo BSD III B-1 Blok E Jl. Tengah No.3-6 Jl. Jend. A. Yani No.2
No.01-B Serpong Kab. Bandung Kab. Subang
Telp : (021) 5373686 Telp : (022) 5953058 Telp : (0260) 420922
Fax : (021) 5373598 Fax : (022) 5955747 Fax : (0260) 420923
BUAH BATU MAJALENGKA SUCI

Jl. Buah batu No.254 Jl. K. H. Abdul Halim No.224 Jl. P. H. H. Mustopa 66
Bandung Kab. Majalengka Bandung
Telp : (022) 7304586 Telp : (0233) 281105 Telp : (022) 7235889
Fax : (022)7307489 Fax : (0233) 281710 Fax : (022) 7231920
CIAMIS MAKASSAR SUKABUMI

Jl. Jend. Sudirman No.71 Jl. Jend. Sudirman No. 54B Jl. Jend. A. Yani No.35 A-37
Kab. Ciamis Makassar Sukabumi
Telp : (0265) 772843 Telp : (0411) 8111883 Telp : (0266) 223803
Fax : (0265) 773189 Fax : (0411) 8111885 Fax : (0266) 222854
CIANJUR GAJAH MADA SUKAJADI

Jl. HOS. Cokroaminoto No.56A Jl. Gajah Mada No. 86A dan 86B Jl. Sukajadi No. 216
Kab. Cianjur Jakarta Barat Bandung
Telp : (0263) 261474 Telp : (021) 6315970 Telp : (022) 2042538
Fax : (0263) 263837 Fax : (021) 6316557 Fax : (022) 2042744
CIBINONG MEDAN SUMBER

Jl. Tegar Beriman- Jl. Iskandar Muda No. 23 D, E, F Jl. Sultan Agung No.3
Cibinong Kota Medan Kab. Cirebon
Telp : (021) 87902788 Telp : (061) 4539828 Telp : (0231) 322426
Fax : (021) 87902789 Fax : (061) 4539840 Fax : (0231) 322425
CIKARANG PADALARANG SUMEDANG

Jl. H. Usmar Ismail Kav. 02 Jl. Raya Purwakarta No. 75 Jl. Prabu Geusan Ulun 89
Cikarang Utara Kab. Bandung Barat Kab. Sumedang
Telp : (021) 29083401 Telp : (022) 6805493 Telp : (0261) 201395
Fax : (021) 29083405 Fax : (022) 6805494 Fax : (0261) 201514
CILEGON PALABUHAN RATU SURABAYA

Jl. Cut Nyak Dien No.1 Jl. Siliwangi No. 41 Palabuhanratu, Jl. Raya Darmo No.112
Cilegon Kab. Sukabumi Surabaya
Telp : (0254) 398718 Telp : (0266) 431188 Telp : (031) 99535189 /99536199
Fax : (0254) 382978 Fax : (0266) 431459 Fax : (031) 99537229
CIMAHI PALEMBANG SURAKARTA

Jl. Jend. H. Amir Machmud 451, Jl. H. M. Rasyid Nawawi B5-B6 Jl. Slamet Riyadi No.135-137
Cimahi No. 514-516 Surakarta
Telp : (022) 6658553 Telp : (0711) 311867 Telp : (0271) 646467
Fax : (022) 6652132 Fax : (0711) 311852 Fax : (0271) 646595
CIREBON PANDEGLANG TAMAN SARI

Jl. Siliwangi No.30 Jl.Mayor Widagdo No. 6 Jl. Tamansari 18
Cirebon Kab. Pandeglang Bandung
Telp : (0231) 202584 Telp : (0253) 201160 Telp : (022) 4230547
Fax : (0231) 201583 Fax : (0253) 201416 Fax : (022) 4200976
DAAN MOGOT PANGANDARAN TANGERANG

Komp. Perumahan Daan Mogot Baru Jl. Merdeka Barat No. 396 The Modern Golf Shop Houses 9
Blok KJE No. 9 Ds Karangsari Tangerang
Telp : (021) 29029091 Telp : (0265) 631600 Telp : (021) 55749455
Fax : (021) 29029092 Fax : (0265) 631280 Fax : (021) 55749443
DEPOK PEKANBARU TASIKMALAYA

Jl. Margonda Raya 29 Jl. Jend. Sudirman No. 391C Jl. Mayor Utarya No.30
Depok Pekanbaru Tasikmalaya
Telp : (021) 7777772 Telp : (0761) 849333 Telp : (0265) 321900
Fax : (021) 7777774 Fax : (0761) 849980 Fax : (0265) 334380
DENPASAR PURWAKARTA TEGAL

Teuku Umar No. 47 Jl. Jend. Sudirman No. 63-64 Jl. MayJen Sutoyo No.32
Denpasar Kab. Purwakarta Tegal
Telp : (0361) 238450 Telp : (0264) 200977 Telp : (0283) 341708
Fax : (0361) 225254 Fax : (0264) 200793 Fax : (0283) 341708
SUMBERSARI PATROL
Jl. Soekarno Hatta No. 53 Jalan Raya Patrol RT/RW 002/001 Desa Patrol Lor, Kec. Patrol
Telp : (022) 6047199 Kab. Indramayu
Fax : (022) 6121132 Telp : (0234) 610708
Fax : (0234) 610708

PROFIL PERUSAHAAN
COMPANY PROFILE
KANTOR OUTLET bjb PRECIOUS / PRECIOUS bjb OUTLET OFFICE

bjb Precious Bandung bjb Precious Bekasi bjb Precious Tangerang
Jl. Teuku Umar No. 14 Jl. Ir. H. Juanda No.126 Bekasi The Modern Golf Shop Houses No.9
Bandung- 40132 Telp : (021) 8802642, 8800563, 8801841 Kel. Kelapa indah, Kec. Tangerang,
Telp : (022) 2503724, 2516212 ext 220 Kota Tangerang-15111
Fax : - Fax : - Telp : (021)-55749455, 55749457
Fax : -
bjb Precious Utama Bandung bjb Precious Kelapa Gading bjb Precious Semarang
Jl. Braga No. 12 Bandung Rukan MOI Blok C-8 Jl. Boulevard Kelapa Jl. Ahmad Yani No.149 Semarang
Telp : (022) 4236553 Gading Jakarta Utara Jawa Tengah
Fax : - Telp : (021) 45869382 Telp : (024)-8419601, 8419602, 8419603
Fax : - ext 221
Fax : -
bjb Precious Tamansari bjb Precious Cirebon bjb Precious Surabaya
Jl. Tamansari No. 18 Bandung Jl. Siliwangi No.30 Cirebon 45123 Office Park I Blok B1 No.28 Jl. Bukit Darmo
Telp : (022) 4230547 Telp : (0231)-226994 Boulevard Pakuwon Surabaya
Fax : - Fax : - Telp : (031)-7324721
Fax : -
bjb Precious Rasuna Said bjb Precious Tasikmalaya bjb Precious Serang
Gedung Palma One Jl. HR Rasuna Said, Jl. Sutisna Senjaya No. 47 Jl. Veteran No. 6 Serang, Banten
Kav.X-2 No.4 GL Jakarta Selatan 12950 Telp : (0265)-334216 Telp : (0254)-217701
Telp : (021) 2521088, 2521008 Fax : - Fax : -
Fax : -
bjb Precious Bogor bjb Precious Palembang bjb Precious Pekanbaru
Jl. Kapten Muslihat No.11-13 Jl. H. M. Rasyid Nawawi B5-B6 No. 514- Jl.Jend.Sudirman No.391C Pekanbaru
Bogor-16121 516, RT 08 RW 02 Kel 9 Ilir Kec Ilir Timur, Telp : (0761) 849333
Telp : (0251) 8352530, 8354980 Palembang Fax : -
Fax : - Telp : (0711) 311867
Fax : -
bjb Precious Tasikmalaya bjb Precious Karawang bjb Precious Surabaya
Jl. Mayor Utarya No.30, Tasikmalaya 46113 Jl.Kertabumi No.2 Kab.Karawang Jl.Raya Darmo No.112 Surabaya
Telp : (0265) 334216 Telp : (0267) 402115 Telp : (031)7324721
Fax : - Fax : - Fax : -
UNIT SENTRA UMKM / UMKM CENTER UNIT

Wilayah Bandung Raya Wilayah Karawang Wilayah Cirebon
Jl. Jend. Ahmad Yani No. 414 Jl. Kertabumi No. 2 Jl. Siliwangi No. 30, Kota Cirebon
Kec. Batununggal Kab. Karawang Telp : (0231) 202584, 202585
Telp : (022) 2534836, 2510600 Telp : (0267) 8454389 Fax : (0231) 201583, 239974
Fax : (022)-2534820 Fax : (0267) 8454389
Wilayah Pakuan Wilayah Priangan Timur Wilayah Banten
Komp. Perkantoran Pemda Kab. Bogor, Jl. Mayor Utarya No. 30 Jl. Veteran No. 6, Serang-42117,
Jl. Tegar Beriman, Cibinong, Kab. Bogor Kota Tasikmalaya Prov. Banten
Telp : (021) 87912441 Telp : (0265) 322450 Telp : (0254) 214248
Fax : (021) 87912441 Fax : (0265) 322150 Fax : (0254) 214282
WEEKEND BANKING
Weekend Banking KC Buah Batu Weekend Banking KCP Setiabudhi Weekend Banking KCP Asia Afrika
Jl. Buahbatu No. 254, Kota Bandung Jl. Dr. Setiabudi No. 169 E Jl. Asia Afrika No. 17
Telp : (022) 7304586, 7309547 Bandung Kota Bandung
Fax : (022) 7307489, 7309546 Telp : (022) 2009813 Telp : (022) 4235073
Fax : - Fax : -
Weekend Banking KCP H.Z Mustofa Weekend Banking KK ITC BSD Weekend Banking KCP Ir. H. Djuanda
Jl. KHZ Mustofa No. 150, Kota Tasikmalaya Jl. Pahlawan Seribu Kec. Serpong Utara Jl. Ir. H. Juanda No.25
Telp : (0265) 320164 Kota Tangerang Selatan Kota Bandung
Fax : - Telp : - Telp : -
Fax : - Fax : -
Weekend Banking KCK Banten Weekend Banking KCP Sudirman Weekend Banking KK CiWalk
Jl. Veteran No. 6, Jl. Jend. Sudirman 58 C Jl. Cihampelas No. 160
Kota Serang Bogor Blok FF 02&03 Lt.1
Telp : (0254) 200190 Telp : (022) 4231380 Kota Bandung
Fax : - Fax : - Telp : (022) 82062403
Fax : -
Weekend Banking KCP Gunungsari Weekend Banking KCP Martadinata Weekend Banking KK RSKIA Kota
Jl. Dr. Cipto Mangunkusumo No. 12A, Jl. Laksamana Laut Raden Edi Martadinata Bandung
RT 02/06, Kel.Pekiringan, Kec. Kesambi, No. 106, JL.KH Wahid Hasyim No.311
Kota Cirebon Kota Bandung Kota Bandung
Telp : (0231) 220341 Telp : (022) 82063523 Telp : (022) 6126592
Fax : - Fax : - Fax :-
Weekend Banking KK Lippo Plaza
Keboen Raya
Jl. Malabar 2 No .17A, Kel. Babakan,
Kota Bogor
Telp : -
Fax : -

2020 Annual Report
Informasi yang Tersedia di Website

Information Available on the Website
Sebagai wujud penerapan prinsip keterbukaan As a manifestation of the application of the

informasi, bank bjb telah menyajikan informasi principle of information disclosure, the Company
secara transparan melalui website Perseroan, dengan has provided information transparently through the
alamat: http://www.bankbjb.co.id. Seluruh isi dalam Company’s website, with the address: http:// www.
situs telah mengacu pada Peraturan Otoritas Jasa bankbjb.co.id. Whole the content in the site has
Keuangan (OJK) Nomor 8/POJK.04/2015 tentang referred to the Financial Services Authority (OJK)
Situs Web Emiten atau Perusahaan Publik. Regulation Number 8/POJK.04/2015 concerning
the Issuer or Public Company Website.
Dalam regulasi OJK tersebut, empat konten yang wajib In the OJK regulation, four mandatory content are
seluruhnya telah tersedia dalam situs bank bjb, yaitu: all available on the Company website, namely: the
informasi umum bank bjb, informasi bagi pemodal Company general information, information for investors
atau investor, informasi tata kelola perusahaan, or investors, information on corporate governance,
informasi tanggung jawab sosial perusahaan. information on corporate social responsibility.
Selain itu, mengacu pada best practise seperti tertuang In addition, referring to best practices as stated in
dalam Annual Report Award (ARA), bank bjb juga the 2018 Annual Report Award (ARA), the Company
telah memenuhinya. Website ini memiliki dua versi has also fulfilled them. This website has two language
bahasa, yaitu Bahasa Indonesia dan Bahasa Inggris. versions, namely Indonesian and English.
Menu pada Website

Website Menu
Perorangan Bisnis Inovasi CSR

Individuals Business Inovation CSR
Terdapat info Produk dan Terdapat info Produk dan Terdapat beberapa menu Terdapat beberapa menu
Pelayanan Perbankan Layanan bank bjb seperti terkait inovasi-inovasi seperti Berita CSR, Galeri
seperti Produk Simpanan Produk Simpanan dan yang terdapat pada bank CSR dan info mengenai
dan Produk Pinjaman. Produk Pinjaman untuk bjb. kegiatan CSR bank bjb.
There are info Banking bisnis nasabah. There are several There are several
Products and There is Information menus related to menus such as CSR
Services such as bank bjb Producsts and innovations found in News, CSR Gallery and
Saving Products and Services such as Savings the bank bjb. info about bank bjb CSR
Loan Products. Products and Loan Products activites.
for business customers.
bjb Promo bjb Precious

Terdapat info mengenai bjb Promo. Terdapat info mengenai bjb Precious.
There is info about the bjb Promo. There is info about the bjb Precious.
Tentang bank bjb

About bank bjb
Terdapat beberapa menu seperti Profil bank bjb antara lain profil perusahaan, profil Dewan Komisaris dan Direksi dan lainnya. Kemudian
terdapat menu Hubungan Investor yang memuat Laporan Tahunan bank bjb selama 6 (enam) tahun terakhir. Selain itu terdapat menu
Tata Kelola Perusahaan yang memuat informasi pemegang saham sampai dengan pemilik akhir individu, isi Kode Etik, informasi Rapat
Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan
informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS
diumumkan serta Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal.
There are several menus such as bank bjb profiles, including company profiles, profiles of the Board of Commissioners and Directors and
others. Then there is the Investor Relations menu which contains bank bjb Annual Reports for the last 6 (six) years. In addition, there is a
Corporate Governance menu that contains information from shareholders to individual final owners, the contents of the Code of Ethics,
information on the General Meeting of Shareholders (GMS) at least covering the agenda items discussed at the GMS, summary minutes
of the GMS, and important date information, namely the date of the announcement of the GMS, the date of the summons for the GMS,
the date of the GMS, the date of the summary of the minutes of the GMS was announced as well as the Charter/Charter of the Board of
Commissioners, Board of Directors, Committees, and the Internal Audit Unit

PROFIL PERUSAHAAN
COMPANY PROFILE
Pendidikan dan/atau Pelatihan Dewan Komisaris, Direksi,

Komite-Komite, Sekretaris Perusahaan,
dan Satuan Kerja Audit Internal
Education and/or Training of the Board of Commissioners, Directors,
Committees, Corporate Secretary, and Internal Audit Unit
Pengembangan Kompetensi Competency Development of

Dewan Komisaris Board of Commissioners
Sepanjang tahun 2020, anggota Dewan Throughout 2020, members of the Company
Komisaris bank bjb telah mengikuti berbagai Board of Commissioners have participated in
program peningkatan kompetensi berupa various competency improvement programs in
pelatihan, workshop, konferensi maupun seminar, the form of training, workshops, conferences, and
sebagaimana tabel berikut ini: seminars, as shown in the following table:
Tabel Pengembangan Kompetensi Dewan Komisaris

Table of Board of Commissioners Competency Development
Waktu dan
Jenis Tempat
Materi Pengembangan
Nama Jabatan Pelatihan Pelaksanaan Penyelenggara
Kompetensi/Pelatihan
Name Position Type of Time and Organizers
Training Development Materials Competence/Training
Place of
Implementation
Farid Komisaris Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
Rahman Utama Optimisme Menyongsong Tahun 2020. Bogor
Independen Executive Workshop with Strategy, Innovation January 28,
Independent and Optimism Towards 2020 2020, Bogor
President
Commissioner Publik Seminar Nasional BPDSI Menggiatkan Sinergi 22 Februari ASBANDA
Public BUMD untuk Mendorong Kinerja, Pertumbuhan 2020, Jakarta (Asosiasi Bank
Ekonomi dan Pembangunan Daerah February 22, Pembangunan
BPDSI National Seminar to Strengthen BUMD 2020, Jakarta Daerah)
Synergy to Encourage Performance, Economic ASBANDA
Growth and Regional Development (Association
of Regional
Development
Banks)
Inhouse Executive Workshop Semester II Tahun 2020 15 Juli 2020, bjb University
Strategi Meningkatkan Kinerja di Era Kenormalan Bandung
Baru dengan Tetap Mengutamakan Kualitas July 15, 2020,
Bisnis bank bjb Bandung
Executive Workshop Semester II of 2020
Strategies to Improve Performance in the New
Normal Era by Prioritizing Bank bjb Business
Quality
Inhouse Executive Forum Economic Outlook 2021 19 November The Consumer
2020, Semarang Banking School
November 19, (PT Sinergi
2020, Semarang Indonesia Asia
Pintar)
Inhouse Refreshment Sertifikasi Manajemen Risiko Good 17 Desember Prof. Ir. Roy
Corporate Governance, Anti Fraud , APU-PPT, 2020, Bogor Sembel MBA
dan Strategi Ekosistem Bisnis December 17,
Refreshment of Risk Management Certification 2020, Bogor
for Good Corporate Governance, Anti Fraud,
AML-CFT, and Business Ecosystem Strategy

2020 Annual Report
Waktu dan
Jenis Tempat
Materi Pengembangan
Place of
Implementation
Fahlino F. Komisaris Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
Sjuib Independen Optimisme Menyongsong Tahun 2020 Bogor
Independent Executive Workshop with Strategy, Innovation January 28,
Commissioner and Optimism Towards 2020 2020, Bogor
Baru dengan Tetap Mengutamakan Kualitas Bisnis July 15, 2020,
bank bjb Bandung
Executive Workshop Semester II of 2020 Strategies
to Improve Performance in the New Normal Era by
Prioritizing Bank bjb Business Quality
Pintar)
Yayat Komisaris Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
Sutaryat Independen Optimisme Menyongsong Tahun 2020 Bogor
Independent Executive Workshop with Strategy, Innovation January 28,
Commissioner and Optimism Towards 2020 2020, Bogor
Quality
Pintar)
Eddy Komisaris Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
I. M. Commissioner Optimisme Menyongsong Tahun 2020 Bogor
Nasution Executive Workshop with Strategy, Innovation January 28,
and Optimism Towards 2020 2020, Bogor
Quality
Inhouse Program Private Training Refreshment Sertifikasi 24 September TD Consultant
Manajemen Risiko Strategi Ketahanan dalam 2020,
Penerapan Manajemen Risiko di Masa Pandemi Yogyakarta
COVID-19 September
Refreshment Private Training Program 24, 2020,
for Resilience Strategy Risk Management Yogyakarta
Certification in the Implementation of Risk
Management during the COVID-19 Pandemic

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
Jenis Tempat
Materi Pengembangan
Place of
Implementation

Pintar)
Muhadi Komisaris Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
Commissioner Optimisme Menyongsong Tahun 2020 Bogor
Executive Workshop with Strategy, Innovation January 28,
and Optimism Towards 2020 2020, Bogor
Quality
Inhouse Program Private Training Refreshment Sertifikasi 24 September TD Consultant
Manajemen Risiko Strategi Ketahanan dalam 2020,
Penerapan Manajemen Risiko di Masa Pandemi Yogyakarta
COVID-19 September
Refreshment Private Training Program 24, 2020,
for Resilience Strategy Risk Management Yogyakarta
Pintar)
Pengembangan Kompetensi Competence Development of

Direksi Director
Sepanjang tahun 2020, anggota Direksi bank bjb Throughout 2020, members of the Company
telah mengikuti berbagai program peningkatan Board of Directors (BOD have participated in
kompetensi berupa pelatihan, workshop, various competency improvement programs in
konferensi maupun seminar, sebagaimana tabel the form of training, workshops, conferences and
berikut ini: seminars, as specified in the following table:

2020 Annual Report
Tabel Pengembangan Kompetensi Direksi

Table of Competency Development for the Board of Directors
Waktu dan
Jenis Materi Pengembangan Tempat
Nama Jabatan Pelatihan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Type of Development Materials Time and Organizers
Training Competence/Training Place of Imple-
mentation
Yuddy Direktur Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Renaldi Utama dan Optimisme Menyongsong Tahun 2020 Bogor
President Executive Workshop with Strategy, January 28,
director Innovation and Optimism Towards 2020 2020, Bogor
Inhouse Executive Workshop Semester II Tahun 15 Juli 2020, bjb University

2020 Strategi Meningkatkan Kinerja Bandung
di Era Kenormalan Baru dengan Tetap July 15, 2020,
Mengutamakan Kualitas Bisnis bank bjb Bandung
Strategies to Improve Performance in the
New Normal Era by Prioritizing Bank bjb
Business Quality
Inhouse Executive Forum - Wawasan Kebangsaan, 25 Agustus 2020, Sundawan Salya
Cinta Tanah Air dan Etos Kerja Prima Bandung
Executive Forum - National Insights, Love for August 25, 2020,
the Motherland and Excellent Work Ethic Bandung

Pintar)
Tedi Direktur Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Setiawan Operasional dan Optimisme Menyongsong Tahun 2020 Bogor
Director of Executive Workshop with Strategy, January 28,
Operations Innovation and Optimism Towards 2020 2020, Bogor

Business Quality
Publik Developing Your Speaking Skill Course 21-30 September The Language
Public (Direktorat Operasional) 2020, Bandung Center
September 21-30,
2020, Bandung
Inhouse Program Private Training Refreshment 24 September TD Consultant
Sertifikasi Manajemen Risiko Strategi 2020, Yogyakarta
Ketahanan dalam Penerapan Manajemen September 24,
Risiko di Masa Pandemi COVID-19 2020, Yogyakarta
Refreshment Private Training Program
for Resilience Strategy Risk Management
Pintar)
Inhouse Refreshment Sertifikasi Manajemen Risiko 17 Desember Prof. Ir. Roy
Good Corporate Governance, Anti Fraud , 2020, Bogor Sembel MBA
APU-PPT, dan Strategi Ekosistem Bisnis December 17,
Refreshment of Risk Management 2020, Bogor
Certification for Good Corporate
Governance, Anti Fraud, AML-CFT, and
Business Ecosystem Strategy

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
mentation
Rio Direktur IT, Publik Leadership Programme Digital 20-22 Januari 360O Consulting
Lanasier Treasury dan Public Transformation By Design 2020, London
International January 20-22,
Banking 2020, London
Direktur of IT, Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Treasury and dan Optimisme Menyongsong Tahun 2020 Bogor
International January 28,
Banking Executive Workshop with Strategy,
Innovation and Optimism Towards 2020 2020, Bogor
E-Learning Webinar Government Roundtable Series 25 Juni 2020, Markplus Institute

COVID-19 New, Next & Post Jabar Destinasi Bandung
Investasi Prioritas Indonesia June 25, 2020,
Webinar Government Roundtable Series Bandung
COVID-19 New, Next & Post West Java
Indonesia’s Priority Investment Destination
Business Quality

Pintar)

2020 Annual Report
Waktu dan
mentation
Agus Direktur Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Mulyana Kepatuhan dan Optimisme Menyongsong Tahun 2020 Bogor
Director of Executive Workshop with Strategy, January 28,
Compliance Innovation and Optimism Towards 2020 2020, Bogor
E-Learning Webinar Government Roundtable Series 25 Juni 2020, Markplus Institute

COVID-19 New, Next & Post Jabar Destinasi Bandung
Investasi Prioritas Indonesia June 25, 2020,
Business Quality
Inhouse Program Private Training Refreshment 24 September TD Consultant

Sertifikasi Manajemen Risiko Strategi 2020, Yogyakarta
Ketahanan dalam Penerapan Manajemen September 24,
Risiko di Masa Pandemi COVID-19 2020, Yogyakarta
Refreshment Private Training Program
for Resilience Strategy Risk Management
Pintar)
Suartini Direktur Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Konsumer dan dan Optimisme Menyongsong Tahun 2020 Bogor
Ritel Executive Workshop with Strategy, January 28,
Director of Innovation and Optimism Towards 2020 2020, Bogor
Consumer and
Retail
Publik Seminar Nasional BPDSI Menggiatkan 22 Februari ASBANDA
Public Sinergi BUMD untuk Mendorong Kinerja, 2020, Jakarta (Asosiasi Bank
Pertumbuhan Ekonomi dan Pembangunan February 22, Pembangunan
Daerah 2020, Jakarta Daerah)
BPDSI National Seminar to Strengthen
BUMD Synergy to Encourage Performance,
Economic Growth and Regional
Development
Business Quality

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
mentation

Pintar)
Nia Kania Direktur Inhouse Executive Workshop dengan Strategi, Inovasi 28 Januari 2020, bjb University
Keuangan dan dan Optimisme Menyongsong Tahun 2020 Bogor
Manajemen Executive Workshop with Strategy, January 28,
Risiko Innovation and Optimism Towards 2020 2020, Bogor
Diector of
Finance E-Learning Webinar Government Roundtable Series 25 Juni 2020, Markplus Institute
and Risk COVID-19 New, Next & Post Jabar Destinasi Bandung
Management Investasi Prioritas Indonesia June 25, 2020,
Executive Workshop Semester II of 2020 August 25, 2020,
Strategies to Improve Performance in the Bandung
Business Quality
E-Learning Risk Management & Compliance 14 Oktober 2020, IBI (Ikatan Bankir
Refreshment Manajemen Risiko Operasional Bandung Indonesia)
dan Kewaspadaan Kasus Kriminal di Era October 14,
Digital 2020, Bandung
Risk Management & Compliance
Refreshment Operational Risk Management
and Criminal Case Vigilance in the Digital
Age
Pintar)
Nancy Direktur Inhouse Personality Development 24-26 September bjb University
Adistyasari Komersial dan 2020, Bandung
UMKM September
Director of 24-26, 2020,
Commercial Bandung
and MSME
Pintar)

2020 Annual Report
Pengembangan Kompetensi Competence Development of

Komite Audit Audit Committee
Sepanjang tahun 2020, anggota Komite Audit bank Throughout 2020, members of the Company
bjb telah mengikuti berbagai program kompetensi Audit Committee have participated in various
berupa pelatihan, workshop, konferensi maupun competency programs in the form of training,
seminar, sebagaimana tabel berikut ini: workshops, conferences, and seminars, as
specified in the following table:
Tabel Pengembangan Kompetensi Komite Audit

Table of Audit Committee Competence Development
Waktu dan
Nama Jabatan Pelatihan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Development Materials Time and Organizers
Training Competence / Training Place of
Implementation
Yayat Sutaryat Ketua Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
merangkap Competency development can be seen in the competency development of the Board of
Anggota Commissioners
Chairman
concurrently
member
Farid Rahman Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Member Competency development can be seen in the competency development of the Board of
Commissioners
Mokhamad Anggota E-Learning Sertifikasi Manajemen Risiko Level 17 Oktober 2020, LSPP (Lembaga
Anwar Member 1 Tahun 2020 Bandung Sertifikasi Profesi
Level 1 Risk Management October 17, 2020, Perbankan
Certification in 2020 Bandung Indonesia)
E-Learning Sertifikasi Manajemen Risiko Level 14-15 Oktober PT Raharja Duta
1 Tahun 2020 2020, Bandung Solusindo (RDS)
Level 1 Risk Management October 14-15,
Certification in 2020 2020, Bandung
E-Learning Sertifikasi Manajemen Risiko Level 18-19 Oktober GPS
2 Angkatan 12 Tahun 2020 2020, Bandung
Level 2 Risk Management October 18-19,
Certification for Batch 12 in 2020 2020, Bandung
E-Learning Sertifikasi Manajemen Risiko Level 21 November LSPP (Lembaga
2 Angkatan 12 Tahun 2020 2020, Bandung Sertifikasi Profesi
Level 2 Risk Management November 21, Perbankan
Certification for Batch 12 in 2020 2020, Bandung Indonesia)
Wawan Anggota -
Hernawan Member

Komite Nominasi dan Remunerasi Nomination and Remuneration
Committee
Sepanjang tahun 2020, anggota Komite Nominasi Throughout 2020, members of the Company
dan Remunerasi bank bjb telah mengikuti berbagai Audit Committee have participated in various
program peningkatan kompetensi berupa competency programs in the form of training,
pelatihan, workshop, konferensi maupun seminar, workshops, conferences, and seminars, as
sebagaimana tabel berikut ini: specified in the following table:

PROFIL PERUSAHAAN
COMPANY PROFILE
Tabel Pengembangan Kompetensi Komite Nominasi dan Remunerasi

Table of Nomination and Remuneration Committee Competence Development
Waktu dan
Implementation
Yayat Sutaryat Ketua Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Chairman Competency development can be seen in the competency development of the Board of
Commissioners
Farid Rahman Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Commissioners
Eddy I. M. Nasution Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Commissioners
Muhadi Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Commissioners
Fahlino F. Sjuib Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Commissioners
Dadan Yonanda Anggota Inhouse Executive Workshop dengan 28 Januari 2020, bjb University
Member Strategi, Inovasi dan Optimisme Bogor
Menyongsong Tahun 2020 January 28, 2020,
Executive Workshop with Strategy, Bogor
Innovation and Optimism Towards
2020
E-Learning Webinar Government Roundtable 25 Juni 2020, Markplus Institute
Series COVID-19 New, Next & Post Bandung
Jabar Destinasi Investasi Prioritas June 25, 2020,
Indonesia Bandung
Webinar Government Roundtable
Series COVID-19 New, Next & Post
West Java Indonesia’s Priority
Investment Destination
Inhouse Pelayanan Tanpa Kontak Fisik di Era 9 Juli 2020, bjb University
New Normal Bandung
Service Without Physical Contact in July, 9, 2020,
the New Normal Era Bandung
Inhouse Executive Workshop Semester II 15 Juli 2020, bjb University
Tahun 2020 Strategi Meningkatkan Bandung
Kinerja di Era Kenormalan Baru July 15, 2020,
dengan Tetap Mengutamakan Bandung
Kualitas Bisnis bank bjb
Executive Workshop Semester
II of 2020 Strategies to Improve
Performance in the New Normal Era
by Prioritizing bank bjb Business
Quality
Inhouse Executive Forum - Wawasan 28 Agustus 2020, Sundawan Salya
Kebangsaan, Cinta Tanah Air dan Bandung
Etos Kerja Prima August 28, 2020,
Executive Forum - National Insights, Bandung
Love for the Motherland and
Excellent Work Ethic
Inhouse CEO Talk Memimpin Lintas Generasi 3 September 2020, ESQ Leadershp
CEO Talk Leads Across Generations Bandung Center
September 3,
2020, Bandung
Ernie Tisnawati Sule Anggota -
Member

2020 Annual Report

Komite Pemantau Risiko Risk Monitoring Committee
Sepanjang tahun 2020, anggota Komite Pemantau Throughout 2020, members of the Company Risk
Risiko bank bjb telah mengikuti berbagai Monitoring Committee have participated in various
program peningkatan kompetensi berupa competency improvement programs in the form
pelatihan, workshop, konferensi maupun seminar, of training, workshops, conferences, and seminars,
sebagaimana tabel berikut ini: as shown in the following table.
Tabel Pengembangan Kompetensi Komite Pemantau Risiko

Table of Risk Monitoring Committee Competency Development
Waktu dan
Materi Pengembangan Tempat
Nama Jabatan Jenis Pelatihan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Types of Training Development Materials Time and Organizers
Competence / Training Place of
Implementation
Farid Rahaman Ketua Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Chairman Competency development can be seen in the competency development of the Board of
Commissioners
Eddy I. M. Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Nasution Member Competency development can be seen in the competency development of the Board of
Commissioners
Commissioners
Nury Effendi Anggota -
Member
Tettet Fitrijanti Anggota -
Member
Pengembangan Kompetensi Competency Development

Komite Tata Kelola Terintegrasi of Integrated Governance
Committee
Sepanjang tahun 2020, anggota Komite Tata Throughout 2020, members of the Company
Kelola Terintegrasi bank bjb telah mengikuti Integrated Management Committee have
berbagai program peningkatan kompetensi participated in various competency improvement
berupa pelatihan, workshop, konferensimaupun programs in the form of training, workshops,
seminar, sebagaimana tabel berikut ini: conferences, and seminars, as the following table:
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi

Table of Integrated Competency Committee Competency Development
Waktu dan
Implementation
Fahlino F. Sjuib Ketua Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Merangkap Competency development can be seen in the competency development of the Board of
Anggota Commissioners
Chairman
concurrently
member

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
Implementation
Eddy I. M. Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Nasution Member Competency development can be seen in the competency development of the Board of
Commissioners
Commissioners
Yayat Sutaryat Anggota Pengembangan Kompetensi dapat dilihat pada pengembangan kompetensi Dewan Komisaris
Commissioners
Dinan Sufendi Anggota -
RAE Member

Sekretaris Perusahaan Corporate Secretary
Sepanjang tahun 2020, Sekretaris Perusahaan Throughout 2020, Corporate Secretary has
bank bjb telah mengikuti berbagai program participated in various competency improvement
peningkatan kompetensi berupa pelatihan, programs in the form of training, workshops,
workshop, konferensi, seminar, sebagaimana tabel conferences, seminars, as the following table:
berikut ini:
Tabel Pengembangan Kompetensi Komite Pemantau Bisnis dan Perkreditan

Table of Business and Credit Monitoring Committees Competency Development
Waktu dan
Jenis Pelaksanaan Penyelenggara
Nama Pelatihan
Development Materials Time and Organizers
Types of Tra
Competence/Training Place of
Implementation
Widi Hartoto Inhouse Executive Workshop dengan Strategi, Inovasi dan 28 Januari 2020, bjb University
Optimisme Menyongsong Tahun 2020 Bogor
Executive Workshop with Strategy, Innovation and January 28, 2020,
Optimism Towards 2020 Bogor
Baru dengan Tetap Mengutamakan Kualitas Bisnis July 15, 2020,
bank bjb Bandung
Executive Workshop Semester II of 2020 Strategies
to Improve Performance in the New Normal Era by
Prioritizing Bank bjb Business Quality
Publik Online Sertifikasi Manajemen Risiko Level 3 Tahun 5-6 Agustus 2020, GPS
Public 2020 Bandung
Online Level 3 Risk Management Certification 2020 August 5-6, 2020,
Bandung
Publik E-Test Sertifikasi Manajemen Risiko Level 3 Tahun 8 Agustus 2020, LSPP (Lembaga
Public 2020 Bandung Sertifikasi Profesi
2020 Level 3 Risk Management Certification E-Test Agustus 8, 2020, Perbankan
Bandung Indonesia)
Inhouse Executive Forum - Wawasan Kebangsaan, Cinta 25 Agustus 2020, Sundawan Salya
Tanah Air dan Etos Kerja Prima Bandung
Executive Forum - National Insights, Love for the Agustus 25, 2020,
Motherland and Excellent Work Ethic Bandung

2020 Annual Report
Waktu dan
Jenis Pelaksanaan Penyelenggara
Nama Pelatihan
Development Materials Time and Organizers
Types of Tra
Competence/Training Place of
Implementation
Publik Public Speaking & Presentation Skill 21 September bjb University
Public 2020, Bandung
September 21,
2020, Bandung
Inhouse Executive Forum Economic Outlook 2021 19 November 2020, The Consumer
Semarang Banking School
November 19, (PT Sinergi Indonesia
2020, Semarang Asia Pintar)

Satuan Kerja Audit Internal Internal Audit Unit
Sepanjang tahun 2020, Satuan Kerja Audit Throughout 2020, Internal Audit Unit has
Internal bank bjb telah mengikuti berbagai participated in various competency improvement
program peningkatan kompetensi berupa programs in the form of training, workshops,
pelatihan, workshop, konferensi maupun seminar, conferences, and seminars, as shown in the
sebagaimana tabel berikut ini: following table:
Tabel Pengembangan Kompetensi Satuan Kerja Audit Internal

Internal Audit Unit Competency Development Table
Waktu dan
Implementation
Budiman Pemimpin Publik Refreshment Sertifikasi 7 Maret 2020, BSMR (Badan Sertifikasi
Effendi Grup Kantor Public Manajemen Risiko Fintech Bandung Manajemen Risiko)
Wilayah I Peluang dan Tantangan Industri Bandung March 7,
Regional Office Perbankan di Era Digital 2020
Group Leader I (Tinjauan Dari Sisi Risiko
Operasional)
Refreshment Certification
Fintech Risk Management
Industry Opportunities and
Challenges Banking in the
Digital Era (Overview from the
Risk Operational Side)
E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Bandung
Bandung June 23,
2020
E-Learning Webinar Outstanding Mentality 9 Juli 2020, ESQ Leadershp Center
Bandung
Bandung July 9,
2020,
E-Learning Webinar BJB MPP 531 Business 5-6 Agustus 2020, LPPI (Lembaga
Awareness Bandung Pengembangan
Bandung August Perbankan Indonesia)
5-6, 2020,

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
Implementation
Umar Peruk Pemimpin Grup E-Learning Membuat Hidup Lebih Produktif 11 Juni 2020, bjb University
Anti Fraud Bandung
Leader of the Bandung June 11,
Anti Fraud 2020
Group
Bandung
Bandung June 23,
2020
Inhouse Executive Workshop Semester 15 Juli 2020, bjb University
II Tahun 2020 Strategi Bandung
Meningkatkan Kinerja di Era Bandung July 15,
Kenormalan Baru Dengan Tetap 2020
Mengutamakan Kualitas Bisnis
Bank BJB
Executive Workshop Semester
II Year 2020, Strategy
Improving Performance in The
New Normality Era, Steadily
Prioritizing Business Quality
BJB Bank
E-Learning Indonesia Nasionalism Branding 8 September Sundawan Salya
Vision Changes Challenges 2020, Bandung
Loyality Integrity Bandung
September 8,
2020
E-Learning Peningkatan Kemampuan 8 Oktober 2020, Pusdiklat Reserse Polri
Pengetahuan Tindak Pidana Bandung (Lemdiklat Polri)
Siber Bagi CEO Regional dan Bandung
Pemimpin Cabang (Online September 8,
Training) 2020
Ability Enhancement
Knowledge of Crime Cyber
For Regional CEOs and Branch
Manager (Online Training)
Saldi Pemimpin Grup E-Learning Certified IT Procurement Expert 18-28 Agustus Sharing Vision
Prasono Sal Audit TI (CITPE) 2020, Bandung
IT Audit Group Bandung August
Leader 8, 2020
Bandung
Bandung June 23,
2020
Publik Refreshment Sertifikasi 8 Februari 2020, BSMR (Badan Sertifikasi
Public Manajemen Risiko Fintech Bandung Manajemen Risiko)
Peluang dan Tantangan Bandung February
Industri Perbankan di Era 8, 2020
Digital (Tinjauan Dari Sisi
Risiko Operasional dan Bisnis
Perbankan)
Refreshment of fintech Risk
Management Certification
Opportunities and Challenges
of the Banking Industry in
the Digital Age (Overview of
Operational Risk and Banking
Business)

2020 Annual Report
Waktu dan
Implementation
Dudy Pemimpin Grup Inhouse Branch Manager Development 23 November bjb University
Priyadi Audit Umum Program (BMDP) Fase 3 2020, Bandung
General Audit Bandung
Group Leader November 23,
2020
Inhouse Branch Manager Development 20 Oktober 2020, bjb University
Program (BMDP) Fase 2 Bandung
Bandung October
20, 2020
E-Learning Branch Manager Development 4 Agustus 2020, bjb University
Program (BMDP) Fase 1 Bandung
Bandung August
4, 2020
Bandung
Bandung June 23,
2020
Hamdan Pemimpin Grup E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Astadipura Audit Umum Bandung
General Audit Bandung June 23,
Group Leader 2020
E-Learning I am The Director 11 Mei 2020, bjb University
Bandung
Bandung May 11,
2020
Ipan Pemimpin Grup E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Gumilar Audit Umum Bandung
General Audit Bandung June 23,
Group Leader 2020
E-Learning I am The Director 11 Mei 2020, bjb University
Bandung
Bandung May 11,
2020
Aldy Edwin Pemimpin Grup E-Learning Webinar BJB MPP 531 Succes 10 Agustus 2020, LPPI (Lembaga
Dalimartha Audit Umum Financial & Healthy Awareness Bandung Pengembangan
General Audit Bandung August Perbankan Indonesia)
Group Leader 10, 2020
Bandung
Bandung June 23,
2020
E-Learning Edukasi BJB P_Coaching 9 Juni 2020, MOMENTA
(Coaching Culture Program) Bandung
Bandung June 9,
2020
E-Learning Webinar BJB MPP 531 Succes 10 Agustus 2020, LPPI (Lembaga
Financial & Healthy Awareness Bandung Pengembangan
Bandung Perbankan Indonesia)
September 8,
2020
Indra Pemimpin Grup E-Learning Webinar Outstanding Mentality 09 Juli 2020, ESQ Leadership Center
Permana Audit Internal Bandung
Terintegrasi Bandung July 10,
Integrated 2020
Internal Audit
Group Leader E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Bandung
Bandung June 23,
2020

PROFIL PERUSAHAAN
COMPANY PROFILE
Waktu dan
Implementation
E-Learning We Provide The Best Solutions 28 Mei 2020, PT Sukses Insan Mulia
Meski Dalam Pandemi COVID-19 Bandung Sejahtera
Audit Internal ISO 37001:2016 Bandung May 28,
dan ISO 19011:2018 2020
We Provide The Best Solutions
Meski Dalam Pandemi COVID-19
Audit Internal ISO 37001:2016
dan ISO 19011:2018
Ipon Pemimpin Grup E-Learning Webinar BJB MPP 531 Business 05 Agustus 2020, LPPI (Lembaga
Nursoleha Audit SD & QA Awareness Bandung Pengembangan
SD & QA Group Bandung August Perbankan Indonesia)
Audit Leader 05, 2020
E-Learning Penguatan Implementasi Audit 21 Juli 2020, University Proklamasi

dan Monev HSE di Masa New Bandung 45 The University Of
Normal Bandung July 21, Petroleum
2020
Bandung
Bandung June 23,
2020
Publik Refreshment Sertifikasi 08 Februari 2020, BSMR (Badan Sertifikasi
Public Manajemen Risiko fintech Bandung Manajemen Risiko)
Peluang dan Tantangan Bandung February
Industri Perbankan di Era 08, 2020
Risiko Operasional dan Bisnis
Perbankan)
Refreshment of fintech Risk
Opportunities and Challenges
of the Banking Industry in
the Digital Age (Overview of
Operational Risk and Banking
Business)
Asep Dikdik Pemimpin Grup E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Sudiantara Kantor Wilayah Bandung
II Bandung June 23,
Regional Office 2020
Group Leader II
E-Learning Risk Management Awareness 08 Mei 2020, bjb University
Bandung
Bandung June 08,
2020
Evy Sofiani Pemimpin Grup E-Learning SOP Audit Internal 23 Juni 2020, bjb University
Kantor Wilayah Bandung
III Bandung June 23,
Regional Office 2020
Group Leader III
E-Learning Membuat Hidup Lebih Produktif 10 Juni 2020, bjb University
Bandung
Bandung June 10,
2020

2020 Annual Report
Waktu dan
Implementation
Djoko Pemimpin Grup E-Learning Webinar BJB MPP 531 Business 05 Agustus 2020, LPPI (Lembaga
Mardijanto Kantor Wilayah Awareness Bandung Pengembangan
II Bandung August Perbankan Indonesia)
Regional Office 05, 2020
Group Leader II
E-Learning Penguatan Implementasi Audit 21 Juli 2020, University Proklamasi
dan Monev HSE di Masa New Bandung 45 The University Of
Normal Bandung July 21, Petroleum
2020
Bandung
Bandung June 23,
2020
E-Learning Membuat Hidup Lebih Produktif 11 Juni 2020, bjb University
Bandung
Bandung June 11,
2020
Teddy Pemimpin Grup E-Learning E Test Sertifikasi Manajemen 24 Oktober 2020, LSPP (Lembaga
Prayoga Kantor Wilayah Risiko Level 3 Tahun 2020 Bandung Sertifikasi Profesi
V Bandung October Perbankan Indonesia)
Group Leader V
E-Learning Online Sertifikasi Manajemen 20 Oktober 2020, GPS
Risiko Level 3 Tahun 2020 Bandung
Bandung October
20, 2020
E-Learning Monitoring Kredit dan 15 Mei 2020, Edcore Training &
Restruktirisasi COVID-19 Bandung Consulting
Bandung May 15,
2020
Publik PPL WAPERD 21 Januari 2020, APRDI (Asosiasi
Public Bandung Pengelola Reksa Dana
Bandung January Indonesia)
21, 2020
Dede Pemimpin Grup E-Learning E-Test Sertifikasi Manajemen 24 Oktober 2020, LSPP (Lembaga
Ahmad Kantor Wilayah Risiko Level 3 Tahun 2020 Bandung Sertifikasi Profesi
Jamaluddin IV Bandung October Perbankan Indonesia)
Group Leader
IV E-Learning Online Sertifikasi Manajemen 20 Oktober 2020, GPS
Risiko Level 3 Tahun 2020 Bandung
Bandung October
20, 2020
E-Learning I am The Director 28 April 2020, bjb University
Bandung
Bandung April 28,
2020

Analisis dan Pembahasan
Manajemen atas Kinerja
Perseroan
Management Discussion and Analysis
on the Company’s Performance
Secara umum pertumbuhan kinerja aset, kredit, DPK, pendapatan bunga
bersih dan laba bersih bank bjb berada di atas pertumbuhan Bank Umum
maupun BUKU III. Pencapaian tersebut menunjukkan keberhasilan bank bjb
dalam menjaga kinerja operasional di antara Bank Umum dan BUKU III.
In general, the growth in the performance of assets, credit, deposits, net interest
income and net profit of bank bjb was above the growth of commercial banks and
BUKU III. This achievement showed the success of bank bjb
in maintaining operational performance among Commercial Banks and BUKU III.

ANALISIS DAN PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSIONS AND ANALYSIS
Tinjauan Perekonomian
Economic Review
Analisis Perekonomian Global Economic

Global Analysis
Pada triwulan IV 2020, perbaikan In the fourth quarter of 2020,

ekonomi dunia didorong terutama improvement in the world economy
oleh perbaikan ekonomi Amerika was driven mainly by improvements
Serikat (AS) dan Tiongkok. Ekonomi in the economies of the United
AS yang membaik, tercermin pada States (US) and China. The improving
kontraksi yang berkurang menjadi US economy, reflected in the
2,5% (YoY), didukung oleh konsumsi, contraction which eased to 2.5%
kegiatan produksi, dan kegiatan (YoY), was supported by increasing
ekspor yang meningkat. Ekonomi consumption, production and export
Tiongkok juga tumbuh semakin tinggi activities. China’s economy also grew
di kisaran 6,5% (YoY) sejalan dengan at a higher rate of 6.5% (YoY) in line
permintaan domestik yang makin kuat with stronger domestic demand as
sebagai dampak dari berlanjutnya a result of continued stimulus and
stimulus dan peningkatan mobilitas. increased mobility.
Dari sisi pandemi, tambahan In terms of the pandemic, additional

kasus harian COVID-19 global daily cases of global COVID-19 started
mulai berkurang yang dibarengi to decrease, which was accompanied
dengan perbaikan tingkat fatalitas. by an improvement in the fatality rate.
Perkembangan tersebut sejalan This development was in line with the
dengan penanganan pandemi yang improved handling of the pandemic
makin membaik di berbagai kawasan. in various regions. A number of

2020 Annual Report
Sejumlah negara juga kembali melakukan restriksi countries also applied strict restrictions to deal
yang ketat untuk mengatasi peningkatan kembali with the increase in COVID-19 cases. Meanwhile,
kasus COVID-19. Sementara itu, pengujian kandidat testing of the COVID-19 vaccine candidate had
vaksin COVID-19 telah menunjukkan perkembangan shown positive developments and begun to be
yang positif dan mulai diimplementasikan di implemented in several countries since the end of
beberapa negara sejak akhir 2020. 2020.
Sumber: Laporan Kebijakan Moneter Triwulan IV 2020, Bank Source: Monetary Policy Report for Quarter IV 2020, Bank
Indonesia Indonesia
Analisis Perekonomian Nasional National Economic Analysis
Pertumbuhan ekonomi pada triwulan IV 2020 Economic growth in the fourth quarter of 2020
menunjukkan proses perbaikan yang berlanjut. showed a continuous process of improvement. The
Ekonomi pada triwulan IV 2020 tercatat kontraksi economy in the fourth quarter of 2020 recorded
sebesar -2,19% (YoY), membaik dari kontraksi a contraction of -2.19% (YoY), improving from the
triwulan III 2020 sebesar -3,49% (YoY). Konsumsi contraction in the third quarter of 2020 of -3.49%
Pemerintah tumbuh positif di 2020 sebesar 1,94% (YoY). Government consumption grew positively
dipengaruhi oleh realisasi stimulus Pemerintah, in 2020 at 1.94% influenced by the realization
terutama berupa bantuan sosial, belanja barang of Government stimulus, especially in the form
dan jasa lainnya, serta Transfer ke Daerah dan of social assistance, spending on other goods
Dana Desa (TKDD). Kontraksi konsumsi rumah and services, as well as Transfers to Regions and
tangga juga membaik menjadi -3,61% (YoY) dari Village Funds (TKDD). Contraction in household
-4,05% (YoY) pada triwulan sebelumnya atau consumption also improved to -3.61% (YoY) from
-2,63% (YoY) untuk tahun 2020, seiring dengan -4.05% (YoY) in the previous quarter or -2.63%
perbaikan mobilitas masyarakat. Pertumbuhan (YoY) for 2020, in line with improvements in
investasi juga membaik menjadi -6,15% (YoY) community mobility. Investment growth also
atau -4,95% (YoY) untuk 2020. Sementara itu, improved to -6.15% (YoY) or -4.95% (YoY) for
net ekspor tercatat positif, ditopang perbaikan 2020. Meanwhile, net exports were positive,
kinerja ekspor sejalan dengan perbaikan kinerja supported by improved export performance in line
perekonomian di beberapa negara tujuan ekspor, di with improving economic performance in several
tengah kinerja impor yang masih terbatas. Dengan export destination countries. import performance
perkembangan tersebut, secara keseluruhan is still limited. With these developments, overall in
tahun 2020, pertumbuhan ekonomi Indonesia 2020, Indonesia’s economic growth contracted by
terkontraksi 2,07% 2.07%
Tren perbaikan ekonomi juga terjadi di hampir The trend of economic improvement also occurred
seluruh lapangan usaha. Sebagian besar Lapangan in almost all business fields. Most of the Business
Usaha (LU) membaik pada triwulan IV 2020. LU Fields (LU) improved in the fourth quarter of 2020.
yang terkait dengan kesehatan dan aktivitas Business Fields related to health and work from
work from home dan school from home tercatat home and school from home activities recorded
tetap tumbuh positif dan melanjutkan perbaikan, positive growth and continued improvement,
seperti LU Informasi dan Komunikasi dan LU Jasa such as Information and Communication Business
Kesehatan. LU Pertanian dan LU Pendidikan juga Fields and Health Services. Agriculture and

mencatatkan pertumbuhan positif. Sementara itu, Education Business Fields also recorded positive
LU Industri Pengolahan yang berkontribusi cukup growth. Meanwhile, the manufacturing sector,
besar pada perekonomian terus melanjutkan which contributed significantly to the economy,
perbaikan sejalan dengan optimisme atas continued to improve in line with optimism over the
prospek perbaikan ekspor. LU Perdagangan, LU prospect of improving exports. Business Fields in
Penyediaan Akomodasi dan Makan Minum, serta Trade, Business Fields in Providing accommodation
LU Transportasi dan Pergudangan juga mencatat and food and drink, as well as Business Fields in
perbaikan pertumbuhan. Transportation and Warehousing also recorded
improvement in growth.
Secara spasial, perbaikan kinerja perekonomian In spatial terms, economic performance improved
terjadi di hampir seluruh wilayah. Sebagian in almost all regions. Most of the regions, namely
besar wilayah, yaitu Sumatera, Jawa, Kalimantan, Sumatra, Java, Kalimantan and Sulawesi, recorded
dan Sulawesi mencatat pertumbuhan yang better growth in the fourth quarter of 2020
lebih baik pada triwulan IV 2020 dibandingkan compared to the growth in the previous quarter,
pertumbuhan pada triwulan sebelumnya telah which was recorded in three provinces in the
tercatat di tiga provinsi di wilayah Sulampua, Sulampua region, namely Central Sulawesi, North
yakni Sulawesi Tengah, Maluku Utara, dan Papua. Maluku and Papua. Meanwhile, the Bali-Nusa
Sementara itu, wilayah Bali-Nusa Tenggara Tenggara (Balinusra) region was still contracting
(Balinusra) masih terkontraksi akibat kinerja due to the depressed performance of the tourism
sektor pariwisata yang masih tertekan. Dari sisi sector. On the demand side, improvement in
permintaan, perbaikan kinerja perekonomian regional economic performance was supported
wilayah didukung kinerja ekspor yang tetap kuat. by strong export performance. Sumatra’s exports
Ekspor Sumatera meningkat, terutama didorong increased, mainly driven by commodities of
komoditas Crude Palm Oil (CPO) dan karet. Crude Palm Oil (CPO) and rubber. Exports
Ekspor produk manufaktur di Jawa juga tumbuh of manufactured products in Java also grew
positif, didukung ekspor komoditas motor, alas positively, supported by exports of motorcycles,
kaki, dan berbagai produk elektronik. Kinerja footwear and various electronic products. The
ekspor Sulawesi- Maluku-Papua (Sulampua) juga export performance of Sulawesi-Maluku-Papua
membaik, ditopang oleh komoditas besi baja dan (Sulampua) also improved, supported by steel
konsentrat tembaga. Selain dorongan ekspor, and copper concentrate commodities. Apart
realisasi stimulus fiskal daerah yang meningkat from encouraging exports, the realization of an
turut menopang perekonomian, terutama di increasing regional fiscal stimulus also supported
wilayah Jawa. the economy, particularly in the Java region.
Indonesia Indonesia
Analisis Industri Perbankan Analysis of Banking Industry
Penurunan suku bunga kebijakan moneter dan The decline in monetary policy interest rates and
longgarnya likuiditas mendorong suku bunga terus loosening liquidity pushed interest rates down
menurun, meskipun penurunan suku bunga kredit further, even though the decline in bank lending
perbankan perlu terus didorong. Longgarnya rates needed to be encouraged. Loosening
likuiditas dan penurunan BI-7 Day Reverse Repo liquidity and a 125 bps cut in the BI-7 Day Reverse
Rate (BI7DRR) sebesar 125 bps sepanjang 2020 Repo Rate (BI7DRR) throughout 2020 pushed
mendorong rendahnya rata-rata suku bunga the average overnight Interbank Money Market
Pasar Uang Antar Bank (PUAB) overnight sekitar (PUAB) interest rate to around 3.04%. The 1 (one)

2020 Annual Report
3,04%. Suku bunga deposito 1 (satu) bulan juga month deposit rate also decreased by 181 bps to
telah menurun sebesar 181 bps ke level 4,27% pada the level of 4.27% in December 2020. However, the
Desember 2020. Namun demikian, penurunan downward trend in lending rates was still limited,
suku bunga kredit masih cenderung terbatas, namely only 83 bps to 9.70% in 2020. The slow
yaitu hanya sebesar 83 bps ke level 9,70% selama decline in lending rates was due to the high rate of
tahun 2020. Lambatnya penurunan suku bunga prime lending rates (SBDK) in the banking system.
kredit disebabkan oleh masih tingginya Suku During 2020, amid the decline in BI7DRR policy
Bunga Dasar Kredit (SBDK) perbankan. Selama rates and 1 (one) month time deposits, the prime
tahun 2020, di tengah penurunan suku bunga lending rate for new banks fell by 75 bps to 10.11%.
kebijakan BI7DRR dan deposito 1 (satu) bulan, This resulted in high prime lending rates with
SBDK perbankan baru turun sebesar 75 bps BI7DRR and 1 (one) month deposit rates of 6.36%
menjadi 10,11%. Hal ini menyebabkan tingginya and 5.84%, respectively. In terms of bank groups,
spread SBDK dengan suku bunga BI7DRR dan the highest prime lending rate was recorded at
deposito 1 (satu) bulan masing-masing sebesar State-Owned Enterprises (BUMN) banks at 10.79%
6,36% dan 5,84%. Dari sisi kelompok bank, SBDK followed by Regional Development Banks (BPD)
tertinggi tercatat pada bank-bank Badan Usaha 9.80%, National Private Commercial Banks (BUSN)
Milik Negara (BUMN) sebesar 10,79% diikuti oleh 9.67% and Offices Foreign Bank Branch (KCBA)
Bank Pembangunan Daerah (BPD) 9,80%, Bank 6.17%. In terms of types of credit, the prime lending
Umum Swasta Nasional (BUSN) 9,67% dan Kantor rate for micro credit was 13.75%; consumer credit
Cabang Bank Asing (KCBA) 6,17%. Dari sisi jenis for non-mortgage loans was 10.85%; consumer
kredit, Suku Bunga Dasar Kredit (SBDK) kredit loan for mortgage was 9.70%; retail credit was
mikro 13,75%, kredit konsumsi non-KPR 10,85%, 9.68%; and corporate credit was recorded at 9,
kredit konsumsi KPR 9,70%, kredit ritel 9,68%, dan 18%. Bank Indonesia expected that banks could
kredit korporasi tercatat 9,18%. Bank Indonesia accelerate the reduction of loan interest rates
mengharapkan perbankan dapat mempercepat as a joint effort to boost credit/financing for the
penurunan suku bunga kredit sebagai upaya business world and national economic recovery.
bersama untuk mendorong kredit/pembiayaan
bagi dunia usaha dan pemulihan ekonomi nasional.
Ketahanan sistem keuangan tetap terjaga, Financial system resilience was maintained,
meskipun risiko dari berlanjutnya dampak although risks from the continuing impact of
COVID-19 terhadap stabilitas sistem keuangan COVID-19 on financial system stability were
terus dicermati. Rasio kecukupan modal (Capital closely monitored. The capital adequacy ratio
Adequacy Ratio/CAR) perbankan Desember (CAR) of banks in December 2020 remained high
2020 tetap tinggi sebesar 23,81%, dan rasio kredit at 23.81%, and the ratio of non-performing loans
bermasalah (Non Performing Loan/NPL) tetap (NPL) remained low, namely 3.06% (gross) and
rendah, yakni 3,06% (bruto) dan 0,98% (neto). 0.98% (net). Amid conditions of loose liquidity
Di tengah kondisi likuiditas yang longgar dan and high growth in deposits of 10.57% (YoY),
pertumbuhan DPK yang tinggi sebesar 10,57% improvement in the intermediation function of
(YoY), perbaikan fungsi intermediasi dari sektor the financial sector was not strong, as reflected in
keuangan belum kuat, tercermin dari kontraksi the contraction in credit in January 2021 of 1.92%
kredit pada Januari 2021 sebesar 1,92% (YoY) (YoY) compared to a contraction of 2.41. % (YoY)
dibandingkan dengan kontraksi 2,41% (YoY) pada as of December 2020.
Desember 2020.
Indonesia Indonesia

Analisis Posisi bank bjb Analysis of bank bjb Position

dalam Industri Perbankan in the Banking Industry
Sebagai perbandingan kinerja bank bjb terhadap As a comparison of the performance of bank
perbankan nasional, berikut ini merupakan rincian bjb against national banks, the following is a
kinerja pertumbuhan bank bjb dan perbandingan breakdown of bank bjb growth performance and a
rasio Bank dengan rata-rata Bank Umum dan Bank comparison of the ratio of the Bank to the average
Umum Kelas Usaha (BUKU) III per Desember 2020. Commercial Bank and Commercial Bank Business
Class (BUKU) III as of December 2020.
Tabel Kinerja Pertumbuhan bank bjb Dibanding Rata-Rata Bank BUKU III dan Bank Umum
Per Desember 2019-2020
Table of Growth Performance of bank bjb compared to the average of BUKU III banks
and Commercial Banks as of December 2019-2020
(dalam miliar Rupiah/ in billions IDR)
2020
Bank BUKU III Industri Perbankan

bank bjb Business Class Commercial Bank Commercial banks
Kinerja
(BUKU) III
Performance
Desember Desember Pertumbuhan Desember Desember Pertumbuhan Desember Desember Pertumbuhan

December December Growth December December Growth December December Growth
2020 2019 (YoY) 2020 2019 (YoY) 2020 2019 (YoY)
Aset
140,934 123,536 14.08% 2,684,606 2,616,734 2.59% 9,177,894 8,562,974 7.18%
Asset
Kredit
95,212 87,289 9.08% 1,582,336 1,756,342 (9.91%) 5,547,618 5,683,757 (2.40%)
Loan
Dana Pihak
Ketiga (DPK)
100,278 83,990 19.39% 1,783,049 1,672,217 6.63% 6,665,390 5,998,648 11.11%
Third-Party
Funds (TPF)
Pendapatan
Bunga Bersih
6,497 6,083 6.81% 87,308 98,455 (11.32%) 381,902 388,997 (1.82%)
Net Interest
Income
Laba Bersih
1,690 1,565 7.99% 24,489 34,478 (28.97%) 104,718 156,487 (33.08%)
Net profit
Sumber : Statistik Perbankan Indonesia Otoritas Jasa Keuangan (SPI OJK) Desember 2020
Source : Indonesian Banking Statistics Financial Services Authority (SPI OJK) December 2020
Secara umum pertumbuhan kinerja aset, kredit, In general, the growth in the performance of
DPK, pendapatan bunga bersih dan laba bersih assets, credit, deposits, net interest income and
bank bjb berada di atas pertumbuhan Bank net profit of bank bjb was above the growth of
Umum mapun BUKU III. Aset bank bjb mengalami commercial banks and BUKU III. Bank bjb assets
pertumbuhan 14,08% berada di atas pertumbuhan grew by 14.08%, above the growth of BUKU III
BUKU III yang sebesar 2,59% dan Bank Umum of 2.59% and Commercial Banks by 7.18%. From
sebesar 7,18%. Dari sisi kredit, pertumbuhan the credit side, bank bjb credit growth in 2020
kredit bank bjb tahun 2020 mencapai 9,08% jauh reached 9.08%, far above Commercial Banks and
berada di atas Bank Umum dan BUKU III yang BUKU III which experienced negative growth of
mengalami pertumbuhan negatif masing-masing 2.40% and 9.91% respectively. Likewise, bank bjb
sebesar 2,40% dan 9,91%. Demikian pula dengan deposits grew 19.39%, higher than the growth of
DPK bank bjb yang tumbuh 19,39%, lebih tinggi commercial banks which amounted to 11.11% and
dari pertumbuhan Bank Umum yang sebesar BUKU III which amounted to 6.63%. Bank bjb’s net
11,11% maupun BUKU III yang sebesar 6,63%. interest income growth was 6.81%, in line with the

2020 Annual Report
Pertumbuhan pendapatan bunga bersih bank growth in net profit which reached 7.99%, which
bjb sebesar 6,81%, sejalan dengan pertumbuhan was above the growth of Commercial Banks and
laba bersih yang mencapai 7,99% berada di BUKU III. This achievement showed the success of
atas pertumbuhan Bank Umum dan BUKU III. bank bjb in maintaining operational performance
Pencapaian tersebut menunjukkan keberhasilan among Commercial Banks and BUKU III.
bank bjb dalam menjaga kinerja operasional di
antara Bank Umum dan BUKU III.
Perbandingan rasio bank bjb dibanding rata-rata The comparison of the ratio of bank bjb to the
Bank Buku III dan Industri Perbankan disajikan average of Bank BUKU III and the Banking Industry
dalam tabel di bawah ini. is presented in the table below.
Tabel Perbandingan Rasio bank bjb Dibanding Rata-Rata Bank BUKU III dan Bank Umum
Per Desember 2019-2020
Comparison Table of the ratio of bank bjb compared to the average of BUKU III banks
and commercial banks as of December 2019-2020
(dalam %/in%)
2020 2019
Bank BUKU Bank BUKU

Kinerja III III
Industri Industri
Business Business
Performance bank Perbankan bank Perbankan
Class Class
bjb Commercial bjb Commercial
Commercial Commercial
Banks Banks
Bank Bank
(BUKU) III (BUKU) III
Net Interest Margin (NIM)
5.39 3.51 4.45 5.75 3.98 4.91
Net Interest Margin (NIM)
Non Perfoming Loan (NPL) Gross

1.40 2.93 3.06 1.58 2.66 2.53
Non Perfoming Loan (NPL) Gross
Return on Assets (RoA)

1.66 1.24 1.59 1.68 1.72 2.47
Return on Assets (RoA)
Capital Adequacy Ratio (CAR)

17.31 29.60 23.89 17.71 25.34 23.40
Capital Adequacy Ratio (CAR)
Loan to Deposit Ratio (LDR)

86.32 87.66 82.54 96.07 103.71 94.43
Loan to Deposit Ratio (LDR)
Biaya Operasional dan Pendapatan
Operasional (BOPO)
83.95 90.53 86.58 84.22 87.40 79.39
Operational Costs and Operating Income
(BOPO)
Sumber : Statistik Perbankan Indonesia Otoritas Jasa Keuangan (SPI OJK) Desember 2020
Source : Indonesian Banking Statistics Financial Services Authority (SPI OJK) December 2020
Pada tahun 2020, rasio NPL gross bank bjb In 2020, bank bjb’s gross NPL ratio was recorded
tercatat sebesar 1,40%, lebih rendah dibandingkan at 1.40%, lower than BUKU III’s gross NPL ratio
rasio NPL gross BUKU III sebesar 2,93% dan Bank of 2.93% and commercial banks at 3.06%. This
Umum yang sebesar 3,06%. Hal ini membuktikan proved that the non-performing loans at bank
bahwa pinjaman yang bermasalah di bank bjb bjb were under control so that the quality of the
terkendali sehingga kualitas pinjaman tetap loans was maintained. Meanwhile, the level of bank
terjaga. Sementara itu tingkat likuiditas bank bjb bjb liquidity as measured by the ratio of loans to
yang diukur melalui rasio pinjaman terhadap dana third party funds (LDR) in 2020 was 86.32%. This
pihak ketiga (LDR) tahun 2020 sebesar 86,32%. value was lower than the LDR of Bank BUKU III
Nilai tersebut lebih rendah dibandingkan LDR which was 87.66%, so it was evident that bank bjb
Bank BUKU III yang sebesar 87,66%, sehingga liquidity was maintained.
terbukti bahwa likuiditas bank bjb tetap terjaga.

Tinjauan Operasional
Operational Review
Sebagai badan usaha yang bergerak dalam bidang As a business entity engaged in banking, bank bjb
Perbankan, bank bjb memiliki kegiatan usaha has the following business activities.
sebagai berikut.
1. Menghimpun dana dari masyarakat dalam 1. Collecting funds from the public in the form of
bentuk simpanan berupa giro, deposito deposits in the form of demand deposits, time
berjangka, sertifikasi deposito, tabungan dan/ deposits, certification of deposits, savings and/
atau bentuk lainnya yang dipersamakan dengan or other forms equivalent.
itu.
2. Memberikan kredit. 2. Distributing loan.
3. Menempatkan dana pada, meminjam dana 3. Placing funds in, borrowing funds from, or
dari, atau meminjamkan dana kepada bank lending funds to other banks, either by using
lain, baik dengan menggunakan surat, sarana letters, telecommunications facilities or by
telekomunikasi maupun dengan wesel unjuk, drafts, checks or other means.
cek atau sarana lainnya.
4. Melakukan kegiatan dalam pernyertaan modal 4. Conducting activities in capital participation
pada bank atau perusahaan di bidang jasa in banks or other financial services companies
keuangan lainnya atau mendirikan perusahaan or establishing new companies as long as they
baru sepanjang sesuai dengan ketentuan yang comply with applicable regulations.
berlaku.

2020 Annual Report
5. Melakukan kegiatan dalam valuta asing 5. Conducting activities in foreign exchange and
dan bertindak sebagai bank devisa dengan acting as a foreign exchange bank by meeting
memenuhi ketentuan yang di tetapkan oleh the conditions set by the authorities.
yang berwenang.
Selain itu, sebagai Bank pembangunan daerah, In addition, as a regional development bank,
bank bjb juga membantu Pemerintah Provinsi, bank bjb also helps provincial, city or regency
Kota atau Kabupaten se-Jawa Barat dan Banten governments in West Java and Banten in fostering
dalam membina Bank Perkreditan Rakyat (BPR) Rural Credit Banks (BPR) and other financial service
dan instusi jasa keuangan lainnya milik pemerintah institutions owned by provincial, city or regency
Provinsi, Kota atau Kabupaten se-Jawa Barat governments in West Java and Banten, and some
dan Banten yang sebagian sahamnya dimiliki of the shares are owned by bank bjb, or bank bjb
oleh bank bjb, atau bank bjb sama sekali tidak does not own any shares but is asked to help with
memiliki saham namun diminta untuk membantu the development of the BPR aforementioned.
pembinaan BPR dimaksud.

Strategi Bank
Bank’s Strategic
Roadmap bank bjb
2017-2018 2019-2020
Pertumbuhan yang Berkualitas Melalui Percepatan Akselerasi Pertumbuhan Melalui Strategi Organik dan
Pembangunan Infrastruktur. Anorganik serta Penguatan Infrastruktur yang Handal
Quality Growth through Accelerated Infrastructure untuk Mendukung Operasional dan Produk
Development. Berbasis Digital.
Accelerated Growth through Organic and Inorganic
Strategies and Strengthening Reliable Infrastructure
to Support Operations and Digital-Based Products.
FASE/PHASE FASE/PHASE
01 02
- Penambahan modal. - Penguatan permodalan untuk peningkatan daya saing.

- Mempertahankan captive market dan meningkatkan - Mendorong volume bisnis dengan meningkatkan product
pangsa pasar. holding ratio.
- Kerjasama Business to Government (B to G) dan Business - Peningkatan bisnis transactional banking.
to Business (B to B) dengan pelayanan berbasis teknologi - Proses otomatisasi dan integrasi menyeluruh transaksi
- Pelayanan berbasis human to human. berbasis Teknologi Informasi (TI)
- Pengembangan transactional banking. - Pengembangan produk dan channel digital
- Akselerasi pengembangan kompetensi Sumber Daya - Sistem informasi yang mendukungn dan meningkatkan
Manusia (SDM) operasional bisnis yang efektif dan handal
- Pengembangan struktur organisasi. - Terciptanya SDM yang excellence dan reliable
- Membangun infrastruktur dan konektivitas Teknologi - Pertumbuhan anorganik melalui strategi akuisisi yang
Informasi (TI) handal dan aman. didahului dengan pengkajian pendirian Perusahaan Anak.
- Memperkuat jaringan bisnis di wilayah Indonesia.
- Capital strengthening to increase competitiveness
- Capital increase. - Boosting business volume by increasing the product
- Maintain captive market and increase market share. holding ratio
- Business to Government (B to G) and Business to Business - Increasing the transactional banking business
(B to B) collaboration with technology-based services. - Process automation and comprehensive integration of
- Human to human based services. Information Technology (IT) based transactions
- Development of transactional banking. - Development of digital products and channels
- Acceleration of Human Resources (HR) competency - Information systems that supported and enhanced
development. effective and reliable business operations
- Development of organizational structure. - The creation of human resources that were excellence
and reliable
- Build reliable and secure Information Technology (IT)
infrastructure and connectivity. - Inorganic growth through an acquisition strategy that
was preceded by an assessment of the establishment of
- Strengthening business networks in the Indonesian region. the Subsidiary.

2020 Annual Report
2021-2022 2023
Memperkuat Jaringan Bisnis di Seluruh Wilayah Menuju 10 (sepuluh)
Operasional di Indonesia dan Penguatan Produk/Channel Bank Terbesar Berkinerja Baik.
Berbasis Digital/Fintech. Towards 10 (ten) Biggest Banks
Strengthening Business Networks in All Operational Areas with Good Performance.
in Indonesia and Strengthening Digital/Fintech
Based Products/Channels.
FASE/PHASE FASE/PHASE
03 04
- Menjadi Bank pilihan masyarakat pada segmen konsumer. - Bertekad menjadi 10 (sepuluh) bank terbesar nasional,
- Ekspansi bisnis kepada wilayah potensial. dalam total aset dan layanan.
- Sistem Teknologi Informasi (TI) terintegrasi yang handal - Value yang diberikan kepada pemegang saham, serta
setara bank besar nasional. manfaat pada masyarakat secara luas.
- SDM yang unggul berdaya saing menjadi sumber talent - Penguatan dan pengembangan bisnis di berbagai wilayah
dalam industri perbankan nasional. Indonesia.
- Penguatan produk dan channel digital.
- Distribusi produk dan layanan melalui channel yang - Determining to become the 10 (ten) largest national
konsisten dan fleksibel. banks, in terms of total assets and services
- Value given to shareholders, as well as benefits to society
at large
- Becoming the bank of choice for the public in the
consumer segment - Strengthening and developing businesses in various
regions of Indonesia.
- Business expansion to potential areas
- A reliable integrated Information Technology (IT) system
equivalent to a large national bank
- Superior human resources with competitiveness were a
source of talent in the national banking industry
- Strengthening of digital products and channels
- Distribution of products and services through consistent
and flexible channels.

Arahan Strategi Direksi Tahunan Annual Strategic Direction

(ASDT) 2020 of Directors (ASDT) 2020
Arahan Strategi Direksi Tahunan (ASDT) tahun The Annual Strategic Direction of the Directors
2020 adalah sebagai berikut: (ASDT) for 2020 were as follows:
1. Memperkuat Struktur Pendanaan yang Kokoh 1. Strengthening a Strong Funding Structure
(Besar, Murah dan Stabil) untuk Memperkuat (Large, Cheap and Stable) to Strengthen Core
Core Deposit Deposits
a. Meningkatkan Current Account Saving a. Increasing Current Account Saving Accounts
Account (CASA) melalui program Business (CASA) through Business to Government (B
to Government (B to G), Business to to G), Business to Business (B to B), Business
Business (B to B), Business to Customer to Customer (B to C) programs and making
(B to C) dan menjadikan bank bjb sebagai bank bjb a transactional bank.
bank transaksional.
b. Melakukan akselarasi pertumbuhan inklusi b. Accelerating growth in financial inclusion
dan literasi keuangan melalui pembukaan and literacy by opening financial access and
akses keuangan serta edukasi kepada education for customers and prospective
nasabah dan calon nasabah. customers.
c. Meningkatkan akuisisi nasabah ritel melalui c. Increasing retail customer acquisition
optimalisasi layanan, fasilitas dan inovasi through optimization of services, facilities
saluran e-channel. and e-channel innovation.
d. Meningkatkan transactional banking melalui d. Increasing transactional banking through
optimalisasi product holding. optimization of product holding.
2. Meningkatkan Pertumbuhan Kredit yang 2. Increasing Quality Credit Growth and Press
Berkualitas dan Menekan Tingkat Rasio Kredit the Level of Non-Performing Loans Ratio
Bermasalah
a. Fokus terhadap penguatan core kredit dan a. Focusing on strengthening credit cores and
meningkatkan potensi new core kredit bank increasing the potential for new bank bjb
bjb credit cores
- Meningkatkan pertumbuhan - Increasing the growth of the consumer
portofolio kredit konsumer dengan loan portfolio by maintaining and
mempertahankan dan memperluas expanding the credit market share.
market share kredit.
- Meningkatkan ekspansi bisnis korporasi - Increasing corporate and commercial
dan komersial serta UMKM dengan business expansion as well as MSMEs
optimalisasi produk holding melalui by optimizing holding products through
sinergi. synergies.
- Melakukan akselerasi bisnis KPR melalui - Accelerating the KPR business by
penetrasi relationship dengan developer penetrating relationships with leading
unggulan di setiap daerah potensial. developers in each potential area.
- Optimalisasi penggunaan limit credit line - Optimizing the use of counterparty
counterparty bank dan non bank dengan bank and non-bank credit line limits with
produk antar bank berbasis trade finance trade finance services-based inter-bank
services. products.
b. Melakukan perbaikan kredit bermasalah b. Performing effective and independent
dan peran credit risk yang efektif dan credit risk repairs and credit risk roles
independen
- Optimalisasi pelaksanaan risk awereness - Optimization of risk awareness
guna mendukung pertumbuhan kredit implementation to support healthy and
yang sehat dan berkelanjutan. sustainable credit growth.

2020 Annual Report
- Meningkatkan proses penyelamatan - Improving the credit rescue process

kredit melalui restrukturiasi kredit. through credit restructuring.
- Optimalisasi penyelesaian kredit - Optimizing the settlement of non-
bermasalah melalui lelang, cessie dan performing loans through auctions,
Aset Yang Diambil Alih (AYDA). cessies and Foreclosed Assets (AYDA).
3. Peningkatan Fee Based Income Melalui 3. Increasing in Fee Based Income through
Diversifikasi Produk yang Kompetitif Competitive Product Diversification
a. Melakukan akuisisi nasabah ritel dengan a. Acquiring retail customers by increasing
peningkatan transactional banking melalui transactional banking through the
implementasi transaksi berbasis digital, implementation of digital-based
baik melalui penambahan layanan ATM, transactions, either through the addition of
EDC, Mobile Banking, Quick Response ATM, EDC, Mobile Banking, Quick Response
Code (QR Code) maupun berkolaborasi Code (QR Code) services or collaborating
dengan perusahaan pihak ketiga untuk with third party companies for e-channel
pengembangan e-channel. development.
b. Optimalisasi layanan remittance melalui b. Optimizing remittance services through
swift dan bjb quickcash. swift and bjb quickcash.
c. Meningkatkan utilisasi program cash c. Increasing the utilization of the cash
management services. management services program.
d. Meningkatkan volume transaksi wealth d. Increasing wealth management transaction
management. volume.
e. Meningkatkan dana kelolaan Dana Pensiun e. Increasing the funds under management
Lembaga Keuangan (DPLK), jasa layanan of the Financial Institution Pension Fund
kustodian dan wali amanat. (DPLK), custodian services and trustees.
f. Meningkatkan yield instrument treasury f. Increasing treasury instrument yield while
dengan tetap memperhatikan risiko pasar. paying attention to market risk.
4. Memperkuat Infrastruktur Teknologi Informasi 4. Strengthening Information Technology
Sebagai Key Enabler Pengembangan Bisnis Infrastructure as Key Enabler for Integrated
Secara Terpadu dan Komprehensif and Comprehensive Business Development
a. Meningkatkan kemampuan layanan a. Improving banking service capabilities
perbankan melalui otomatisasi dan through automation and comprehensive
integrasi secara menyeluruh sehingga dapat integration so as to support business needs.
mendukung kebutuhan bisnis.
b. Melakukan akselerasi pengembangan b. Accelerating application development and
aplikasi dan perbaikan (improvement) fitur- improving e-channel features as an enabler
fitur e-channel sebagai enabler peningkatan for increasing the transactional banking
bisnis transaksional banking. business.
c. Peningkatan akurasi, keamanan dan c. Improving accuracy, security and
kenyamanan dalam bertransaksi convenience in transactions using bank bjb
menggunakan produk e-banking bank bjb e-banking products through improvements
melalui perbaikan baik secara proses bisnis in both business processes and supporting
maupun infrastruktur pendukungnya. infrastructure.
d. Memperkuat dan memodernisasi sistem d. Strengthening and modernizing a reliable
infrastruktur teknologi informasi yang information technology infrastructure
reliable melalui pengembangan delivery system through development of delivery
channels dan optimalisasi sistem core channels and optimization of a more
banking yang lebih terintegrasi. integrated core banking system.
e. Pengelolaan sistem TI yang lebih fokus, e. Management of an IT system that was more
terarah dan terintegrasi untuk mendukung focused, directed and integrated to support
pengembangan seluruh segmen bisnis secara the development of all business segments
keseluruhan, agar dapat mengakselerasi as a whole, in order to accelerate business

business process, meningkatkan kehandalan processes, increase the reliability of

electronic channels serta memberikan solusi electronic channels and provide IT service
layanan IT yang lebih mendekatkan bisnis solutions that brought business closer to
dengan nasabah. customers.
5. Memperkuat Struktur Permodalan dan Bidang 5. Strengthening the Capital Structure and Other
Lainnya Untuk Mendukung Ruang Gerak Sectors to Support the Bank’s Expansion
Ekspansi, Daya Saing dan Ketahanan Bank. Space, Competitiveness and Resilience.
a. Memperkuat Struktur Modal a. Strengthening the Capital Structure
- Penguatan permodalan melalui skema - Capital strengthening through the
Penambahan Modal Tanpa Hak Memesan Capital Increase without Pre-emptive
Efek Terlebih Dahulu (PMTHMETD). Rights (PMTHMETD) scheme.
- Penerbitan obligasi sub ordinasi. - Issuance of subordinated bonds.
b. Pengembangan Organisasi dan Kualitas b. Organizational Development and Quality of
Sumber Daya Manusia Human Resources
- Membangun pondasi struktur organisasi - Building the foundation of the
sebagai platform jangka panjang untuk organizational structure as a long-
menjaga sustainability bisnis. term platform for maintaining business
sustainability.
- Mengubah struktur organisasi dalam - Changing the organizational structure in
rangka menciptakan organisasi yang order to create a more productive and
lebih produktif dan fleksibel serta flexible organization with clear and firm
memiliki akuntabilitas berbasis kinerja performance-based accountability.
jelas dan tegas.
- Pengelolaan pegawai berbasis - Competency and performance-based
kompetensi dan kinerja yang didukung employee management supported by
oleh corporate culture yang kuat untuk a strong corporate culture to create
menciptakan excellent people dan great excellent people and great leaders in the
leader pada era digitalisasi. era of digitalization.
c. Meningkatkan Peran Bidang Operasional c. Increasing the Role of Operations and
dan Pengendalian Keuangan Untuk Financial Control to Support Business Needs
Mendukung Kebutuhan Bisnis
- Memberikan analisa perkembangan - Providing analysis of financial
kinerja keuangan dan evaluasi secara performance developments and periodic
berkala dalam mendukung pencapaian evaluations in support of the company’s
bisnis perusahaan dan bahan pegambilan business achievements and decision-
keputusan di bidang keuangan. making materials in the financial sector.
- Mengelola jaringan kantor yang produktif, - Managing a productive, effective and
efektif dan efisien dengan menciptakan efficient office network by creating
keseimbangan antara pertumbuhan a balance between business volume
volume bisnis dan pertumbuhan jaringan growth and office network growth.
kantor.
d. Meningkatkan Pertumbuhan Bisnis Bank d. Increasing Inorganic Growth of the Bank’s
Secara Anorganik. Business.
- Memperkuat budaya cross selling antar - Strengthening the cross selling culture
induk dan anak perusahaan untuk between parent and subsidiary
meningkatkan pertumbuhan bisnis. companies to increase business growth.
- Meningkatkan pertumbuhan anorganik - Increasing inorganic growth through the
melalui pelaksanaan penyertaan modal implementation of equity participation in
kepada investee maupun calon investee. both investee and prospective investee.

2020 Annual Report
6. Penguatan Fungsi Pengawasan, Manajemen 6. Strengthening Supervision, Risk Management,

Risiko, Compliance dan Hukum Untuk Compliance and Legal Functions to Achieve
Mencapai Pertumbuhan Bisnis Yang Sehat Healthy and Sustainable Business Growth.
Serta Berkelanjutan. a. Carrying out independent and objective
a. Melaksanakan aktivitas assurance dan assurance and consulting activities according
consulting yang independen dan objective to risk based to support operations and
sesuai risk based untuk mendukung digital service-based products.
operasional dan produk berbasis layanan
digital.
b. Pengembangan sistem manajemen risiko b. Developing an integrated risk management
secara terintegrasi sebagai salah satu system as an effective risk management
penerapan manajemen risiko yang efektif. implementation.
c. Implementasi internalisasi budaya risiko c. Implementing risk culture internalization
guna tercipta penerapan manajemen risiko in order to create an appropriate risk
yang tepat. management application.
d. Melaksanakan kepatuhan secara total d. Carrying out total compliance so that all
sehingga seluruh kegiatan sejalan dengan activities are in line with the provisions of
ketentuan Otoritas Perbankan, peraturan the Banking Authority, prevailing laws and
perundang-undangan dan ketentuan yang regulations and apply prudential principles.
berlaku serta menerapkan prinsip kehati-
hatian.
e. Memperkuat pemahaman unit kerja bank e. Strengthening the understanding of the
bjb atas aspek hukum dan risiko hukum, bank bjb work unit on legal aspects and
khususnya terkait produk, transaksi bank legal risks, especially related to products,
dan digital banking. bank transactions and digital banking.
f. Pengelolaan potensi permasalahan hukum f. Managing potential legal problems and
dan penyelesaian permasalahan hukum solving legal problems that arose in an
yang timbul secara efektif dan efisien guna effective and efficient manner to support
mendukung akselerasi pertumbuhan bisnis. accelerated business growth.
Aspek Pemasaran Marketing Aspect
Dalam menjalankan kegiatan usahanya, bank In carrying out its business activities, bank bjb
bjb menghadapi pesaing yang memiliki kegiatan faces competitors who have similar business
usaha yang sejenis. Oleh karena itu, bank bjb activities. Therefore, bank bjb continues to improve
senantiasa meningkatkan mutu pelayanan dan the quality of services and effective marketing
strategi pemasaran yang efektif menghadapi strategies to meet the increasingly varied growth
pertumbuhan kebutuhan nasabah yang semakin of customer needs. Marketing aspects include
bervariasi. Aspek pemasaran meliputi strategi marketing strategies and market share of bank bjb
pemasaran dan pangsa pasar produk bank bjb. products.
Strategi Pemasaran Marketing Strategy
Strategi pemasaran yang tepat akan mendorong The most proper marketing strategy will encourage
peningkatan pangsa produk dan jasa, strategi an increase in the share of products and services,
pemasaran produk dan jasa yang dikakukan oleh and marketing strategies for products and services
bank bjb adalah sebagai berikut that are recognized by bank bjb are as follows.

Strategi Pemasaran Tahun 2020 Kredit Marketing Strategy for 2020 Consumer
Konsumer dan Ritel and Retail Credits
Selama tahun 2020, selain melakukan beberapa During 2020, other than carrying out several
pengembangan/penyesuaian terhadap produk developments/adjustments to its managed
kelolaannya guna meningkatkan daya saing, Divisi products to improve competitiveness, the
Kredit Konsumer dan Ritel juga memberlakukan Consumer and Retail Credit Division also
beberapa program pemasaran, baik yang implemented a number of marketing programs,
bersifat pemberian gimmick maupun pricing, both gimmicky and pricing, to support consumer
guna mendukung pertumbuhan kredit konsumer, credit growth, including the following:
diantaranya sebagai berikut:
1. Program pemberian tingkat suku bunga khusus 1. Special interest rate granting program that
yang disesuaikan dengan local demand untuk is adjusted to the local demand for bank bjb
Kantor Cabang bank bjb di luar Wilayah Jawa branch offices outside the West Java Region
Barat. 2. Member Get Member (MGM)
2. Program Member Get Member (MGM) The Member Get Member (MGM) Program is
Program pemberian reward kepada debitur a rewarding program for existing Consumer
eksisting kredit konsumer yang dapat Debtors that can provide references to new
memberikan referensi debitur baru Kredit Consumer Debtor loans.
Konsumer.
3. Program Reward Key Person Debitur Top Up 3. Top Up Debtor Key Person Reward Program
Program pemberian reward kepada debitur Top Up Debtor Key Person Reward Program
eksisting kredit konsumer yang dapat is a rewarding program for existing Consumer
memberikan referensi debitur top up kredit Credit debtors that can provide a reference for
konsumer. Consumer Credit top up debtors..
4. Program bjb Merah Putih 4. Red and White bjb program
Program pemberian hadiah langsung kepada Direct prize giving program to debtors who
debitur yang melakukan realisasi kredit pada made credit realization at a certain time
periode waktu tertentu dalam rangka HUT RI period in the framework of the 75th Indonesian
ke-75. Independence Day.
5. Program bjb Serambi 5. Serambi bjb program
Program pemberian hadiah langsung kepada Direct gift giving program to debtors who
debitur yang melakukan realisasi kredit pada made credit realization at a certain time period
periode waktu tertentu dalam rangka HUT in the framework of bank bjb 59th Anniversary
bank bjb ke-59 dan menyambut datangnya and welcome the holy month of Ramadan 1441
bulan suci Ramadhan 1441 Hijriah. Hijriah.
6. Program Penghargaan Nasabah Setia 6. Loyal Customer Rewards Program
Program pemberian apresiasi kepada An appreciation program for the ASN
ASN Pemerintah Provinsi Jawa Barat yang (Civil servants) of the West Java Provincial
merupakan debitur eksisting Kredit Konsumer, Government, whho became an existing
berupa pemberian hadiah yang diundi pada consumer credit debtor, in the form of giving
Peringatan Hari Jadi Pemerintah Provinsi Jawa prizes drawn on the Anniversary of the West
Barat. Java Provincial Government.
7. Program Manfaat Langsung 7. Direct Benefit Program
Program pemberian tingkat suku bunga yang Interest rate granting program adjusted to local
disesuaikan dengan local demand untuk Kantor demand for bank bjb Branch Offices in West
Cabang bank bjb di Wilayah Jawa Barat. Java Region.
8. Program Potret (Promo Extra Hebat) Pensiun 8. Portrait Program (Extra Great Promo) Happy
Bahagia Retirement
Program pemberian tingkat suku bunga promo Program for giving promotional interest rates
yang diberikan kepada debitur bjb KPB. for bjb KPB debtors.

2020 Annual Report
9. Program Mengulang Setia 9. Faithful Repeating Program

Program pembebasan biaya provisi dan Provision fee exemption program and
biaya administrasi pelunasan kepada debitur repayment administration fee to debtors to
mengulang Kredit Konsumer dengan kriteria repeat Consumer Loans with certain criteria.
tertentu.
10. Program Diskon Provisi 10. Provision Discount Program
Program pemberian diskon provisi kepada Provision discount program for debtors who
debitur yang melakukan realisasi kredit yang had credit realization which was enforced
diberlakukan pada beberapa wilayah kerja bank in several bank bjb working areas, in order
bjb, guna meningkatkan daya saing produk to improve product competitiveness with
dengan bank pesaing. competing banks.
11. Program bjb Musisi (Murah Asuransi dan 11. Musisi – Murah Asuransi dan Provisi (Cheap
Provisi) Insurance and Provisions) bjb Program
Program pemberian keringanan asuransi dan Program for providing insurance relief and
provisi kepada debitur yang melakukan realisasi provision for debtors who realized the KPPB
bjb KPPB dan bjb KPB guna meningkatkan bjb and bjb KPB in order to increase the interest
minat debitur untuk mengajukan realisasi of debtors to apply for credit realization.
kredit.
12. Program TOP (Take Over Pensiunan) 12. TOP – Take Over Pensiunan (Retired Take Over)
Program pemasaran yang diberikan kepada Program
calon debitur yang mengajukan pengalihan marketing program provided to prospective
fasilitas kredit pensiunan atau take over ke bank debtors who applied for a transfer of pension
bjb dengan memberikan akseptasi angsuran credit facilities or take over to bank bjb by
lebih besar, keringanan biaya provisi dan diskon providing acceptance of larger installments,
premi asuransi. reduced provision fees and discounts on
insurance premiums.
Strategi Pemasaran Tahun 2020 Marketing Strategy in 2019

Korporasi dan Komersial of Corporation and Commercial
Dalam mendukung pencapaian portfolio kredit In supporting the achievement of the loan
Divisi Korporasi dan Komersial Telah melaksanakan portfolio the Corporate and Commercial Division
beberapa strategi pemasaran sepanjang tahun has implemented several marketing strategies
2020 diantaranya sebagai berikut: throughout 2020 including the following:
1. Meningkatkan kerjasama yang baik dengan 1. Increasing good cooperation with institutions
lembaga dan instansi serta sinergi dengan unit and agencies as well as synergy with other
bisnis lainnya. business units.
2. Pemetaan potensi kredit diantaranya melalui 2. Mapping of credit potentials, including through
referral, internal data mining, eksternal data referrals, internal data mining, external data
mining dan media searching. mining and media searching.
3. Memberikan suku bunga khusus dengan dasar 3. Providing a special interest rate based on the
perhitungan Customer Profitability Analysis calculation of Customer Profitability Analysis
(CPA) dengan memperhitungkan akuisisi (CPA) by taking into account the acquisition of
product holding untuk meningkatkan fee based product holding to increase fee based income.
income.
4. Secara aktif melakukan cross selling produk 4. Actively cross-selling credit products by
kredit dengan menggali potensi lain debitur exploring other potential borrowers in terms
dalam hal penempatan dana dalam bentuk of placement of funds in the form of demand
giro, tabungan dan deposito yang dapat deposits, savings and time deposits which can
meningkatkan CASA bank, serta menggali increase bank CASA, as well as exploring other
kebutuhan kredit lainnya untuk menjaga credit needs to maintain bank credit portfolios.
portofolio kredit bank.

5. Melakukan pemasaran produk pinjaman daerah 5. Marketing local loan products related to
terkait alternatif sumber dana dalam bentuk alternative sources of funds in the form of credit
pembiayaan kredit kepada Pemerintah Daerah financing to local governments to support the
untuk mendukung percepatan pembangunan acceleration of infrastructure development and
infrastruktur dan peningkatan ekonomi daerah. increase the regional economy.
6. Melaksanakan economic outlook sebagai 6. Implementing economic outlook as a routine
kegiatan rutin di akhir tahun. activity at the end of the year.
7. Melakukan kegiatan pemasaran, pembinaan 7. Carrying out marketing activities, coaching and
dan maintenance debitur/calon debitur, melalui maintenance of debtors/prospective debtors,
kegiatan gathering dan workshop, serta through gathering and workshops, as well
meningkatkan kerjasama dengan lembaga/ as increasing cooperation with institutions/
dinas/asosiasi yang menaungi BPR dan services/associations that overshadow BPRs
Koperasi. and cooperatives.
8. Bekerjasama dengan berbagai organisasi di 8. Collaborating with various organizations
Indonesia seperti Himpunan Pengusaha Muda in Indonesia such as the Indonesian Young
Indonesia (HIPMI), Kamar Dagang dan Industri Entrepreneurs Association (HIPMI), the
Indonesia (KADIN), Gabungan Pelaksana Indonesian Chamber of Commerce and Industry
Konstruksi Nasional Indonesia (GAPENSI) dan (KADIN), the Association of Indonesian National
organisasi lainnya yang mendukung akselerasi Construction Implementers (GAPENSI)
pencapaian kinerja. and other organizations that support the
acceleration of performance achievement.
9. Melakukan pemasaran bjb Indah untuk 9. Marketing bjb Indah to support regional
mendukung pembangunan infrastruktur daerah infrastructure development in Indonesia.
di Indonesia.
Strategi Pemasaran Kredit UMKM 2020 Marketing Strategy 2020 of MSME Loans
Strategi pemasaran yang dilakukan oleh Kredit The marketing strategies undertaken by MSME
UMKM pada tahun 2020 adalah sebagai berikut: Loan in 2020 are as follows:
1. Fokus terhadap monitoring pipeline dengan 1. Focus on monitoring pipelines by optimizing
mengoptimalkan monitoring terhadap monitoring of the movement and execution
pergerakan dan eksekusi pipeline dari kantor of pipelines from branch offices by regional
cabang oleh kantor wilayah. offices.
2. Optimalisasi penawaran top up dengan cara 2. Optimizing top up offers by focusing particular
kantor cabang fokus melakukan penawaran top branch offices to offer top up to existing
up kepada debitur eksisting. debtors.
3. Melakukan monitoring on call terhadap debitur 3. Monitoring on call of debtors with collectability
dengan kolektibilitas 2 (dua) serta penawaran 2 (two) and offering top ups to existing debtors
top up terhadap debitur eksisting dengan with collectability 1 (one).
koletibilitas 1 (satu).
4. Optimalisasi pola kemitraan dan penyaluran 4. Optimizing the partnership pattern and
KUR TKI. People’s Business Loans for Indonesian Migrant
Workers distribution.
5. Pengalihan alokasi sebagian kuota KUR 5. Transferring of part of the partnership People’s
kemitraan menjadi KUR umum untuk Business Loans quota to a general People’s
pencapaian target 2020. Business Loans to achieve the 2019 target.
6. Pengembangan produk dan penyempurnaan 6. Producting development and business process
bisnis proses (SOP dan biaya-biaya kredit) improvement (SOP and credit costs).
7. Pengembangan sistem aplikasi proses kredit 7. Development of a credit process application
yang terintegrasi melalui aplikasi bjb Mesra, system through the Loan Management System
DiSentra dan bjb Laku (Loan On Boarding). and sales monitoring through the bjb Salmon
application.

2020 Annual Report
8. Refreshment dan peningkatan kompetensi 8. Refreshment and improvement of competencies

melalui pendidikan dan pelatihan team UMKM. through the education and training of the
MSME team.
9. Mendukung program pemerintah pusat dan 9. Supporting the central and regional government
daerah dalam penyaluran kredit produktif untuk programs in the distribution of productive credit
segmen UMKM melalui Kredit Usaha Rakyat, to the MSME segment through the People’s
Kredit Skema Subsidi Resi Gudang serta Kredit Business Loans, the People’s Love Loans and
bjb Mesra. the Warehouse Receipt Subsidy Loan Scheme
as well as the bjb Mesra Program.
Strategi Pemasaran Kredit Pemilikan Marketing Strategy in 2020 of Home

Rumah (KPR) dan Kredit Kendaraan Ownership Loans and Motor Vehicle
Bermotor (KKB) Tahun 2020 Loans
Terkait dengan strategi pemasaran KPR dan KKB Related to the Home Ownership Loans and Motor
yang dilakukan pada tahun 2020 adalah: Vehicle Loans, the marketing strategies carried
out in 2020 are:
1. Fokus kepada produk KPR FLPP 1. Focusing on KPR FLPP products
2. Meningkatkan portofolio KPR dan KKB dengan 2. Increasing the portfolio of KPR and KKB with
pola organik melalui program regular maupun an organic pattern through regular programs
program marketing: and marketing programs:
a. Meningkatkan portofolio bjb KPR Primary a. Increasing the portfolio of bjb KPR Primary
melalui Pengembang through the Developer
b. Meningkatkan portofolio bjb KPR Secondary b. Increasing the portfolio of Secondary KPR
melalui Brokerage House bjb through the Brokerage House
c. Melalui penyaluran take over dari bank lain c. Through take over distribution from other
banks
d. Melalui penyaluran produk Car Ownership d. Through Car Ownership Program (COP)
Program (COP) product distribution
3. Meningkatkan portofolio KPR dan KKB dengan 3. Increasing the portfolio of KPR and KKB with
pola unorganik melalui asset buy terhadap an inorganic pattern through asset buying of
lembaga keuangan. financial institutions.
4. Meningkatkan Service Level Agreement (SLA) 4. Increasing the Service Level Agreement (SLA)
proses kredit. for the credit process.
5. Tetap menjaga komunikasi yang baik antara 5. Maintaining good communication between the
Divisi KPR dan KKB, kantor wilayah dan kantor KPR and KKB Divisions, regional offices and
cabang dengan memberikan arahan yang jelas branch offices by providing clear directions
serta berdiskusi secara rutin melalui aplikasi and having regular discussions through online
daring (zoom meeting, grup whatsapp) atau by applications (zoom meetings, whatsapp
phone untuk memastikan kantor cabang satu groups) or by phone to ensure that the branch
visi dan misi dengan kantor pusat. office had one vision and mission with the head
office.
6. Menjaga kualitas portofolio KPR, dengan 6. Maintaining the quality of the KPR portfolio,
akselerasi dan percepatan restrukturisasi sesuai by accelerating and accelerating restructuring
ketentuan yang berlaku dan penagihan secara in accordance with applicable regulations
intensif terhadap debitur pra NPL khususnya and intensively collecting pre-NPL debtors,
Koletibilitas 2 (dua) dan Kolektibilitas 3 (tiga). especially collectability of 2 (two) and
collectability of 3 (three).
7. Optimalisasi Pemasaran secara daring/zoom 7. Optimization of online marketing/zoom
meeting diantaranya kepada DISKIMRUM meetings including the DISKIMRUM of the
Pemerintah Propinsi Jawa barat, Musda West Java Provincial Government, Musda

REI Jawa Barat tahun 2020, mini gathering REI West Java in 2020, mini gatherings with
dengan asosiasi asprumnas, gathering dengan asprumnas associations, gatherings with
pengembang Indonesia dalam rangka hari guru Indonesian developers in the framework of
nasional. national teachers’ day.
8. Tetap memberikan gimmick untuk mendapatkan 8. Continuing to provide gimmicks to get new
nasabah baru diantaranya program marketing customers, including the 75th Anniversary
HUT RI 75, untuk optimalisasi pencapaian of RI marketing program, to optimize target
target pada Triwullan III di tahun 2020. achievement in Quarter III in 2020.
Strategi Pemasaran Produk Dana Pihak Marketing Strategy In 2020 of Third

Ketiga Tahun 2020 Party Product
Adapun strategi perusahaan dalam peningkatan The company’s strategy in increasing the
komposisi DPK untuk pertumbuhan DPK yang composition of TPF for optimal TPF growth that
optimal yang telah dilaksanakan di 2020 adalah had been implemented in 2020 is as follows:
sebagai berikut:
1. Program promosi tabungan bjb CASA Bundling 1. The bjb CASA Bundling savings promotion
untuk nasabah yang menempatkan dana nya program for customers who placed 70%
70% tabungan dan 30% giro. savings and 30% current accounts.
2. Program promosi tabungan bjb Lucky Birthday 2. Lucky Birthday bjb savings promotion program
dalam rangka HUT bank bjb dengan skema for the anniversary of bank bjb with a scheme
pemberian hadiah langsung kepada nasabah yang of giving gifts directly to customers who place
menempatkan dana dalam jangka waktu tertentu. funds within a certain period of time.
3. Program promosi tabungan bjb Tandamata 3. bjb Tandamata Berjangka savings promotion
Berjangka, pemberian hadiah langsung program, giving gifts directly to customers who
kepada Nasabah yang membuka rekening bjb opened a bjb Tandamata Berjangka account.
Tandamata Berjangka.
4. Program promosi tabungan bjb Tandamata 4. Tandamata SiMuda bjb savings promotion
SiMuda, pemberian hadiah langsung kepada program, giving gifts directly to customers
Nasabah yang membuka rekening bjb who opened a Tandamata bjb account with 18-
Tandamata Berjangka usia 18-30 tahun. 30 years of age.
5. Program bjb Bundling Investasi, Pemberian 5. Investment Bundling bjb program, giving gifts
hadiah langsung kepada Nasabah yang directly to customers who placed their funds
menempatkan dana nya di 80% Tabungan dan in 80% savings and 20% money market mutual
20% Reksa Dana Pasar Uang. funds.
6. Program promosi tabungan bjb Kids Saving Plan, 6. The bjb Kids Saving Plan savings promotion
pemberian hadiah langsung kepada Nasabah program, giving gifts directly to Customers
yang membuka Rekening Berjangka dengan who opened a Futures Account with a My First
rekening sumber dana My First and Simpel. and Simple source account.
7. Program promosi tabungan bjb Amazing Grand 7. Amazing Grand SurePrize bjb savings
SurePrize, pemberian hadiah langsung kepada promotion program, giving gifts directly to
Nasabah yang menempatkan dana di Tabungan customers who placed funds in Savings and
dan Giro dalam jangka waktu tertentu. Giro within a certain period of time.
8. Program promosi tabungan bjb Amazing 8. Amazing SurePrize bjb savings promotion
SurePrize, pemberian tambahan hadiah kepada program, giving additional prizes to customers
nasabah yang melakukan penempatan tertinggi who made the highest placement in the 2020
pada Program bjb Amazing SurePrize Tahun Amazing SurePrize bjb program.
2020.

2020 Annual Report
9. Program Employee Get Customer, pemberian 9. Employee Get Customer Program, providing
insentif reward kepada pegawai yang reward incentives to employees who were
melakukan pemasaran Program Promosi bjb marketing the Amazing SurePrize 2020 bjb
Amazing SurePrize Tahun 2020 dengan volume Promotion Program with the highest volume.
tertinggi.
Kegiatan Pemasaran produk dana pihak ketiga Marketing activities of bank bjb third party fund
bank bjb sampai dengan Desember 2020 adalah: products until December 2020 were:
1. Kerjasama Penghimpunan DPK dengan pihak 1. Collaboration of DPK Collections with third
ketiga: parties:
a. Dana Tunjangan Pendidik dan Tenaga a. Educators and Education Personnel
Kependidikan (Dana Sertifikasi) Kerjasama Allowances Fund (Certification Fund) bank
bank bjb dengan Direktorat Guru dan Tenaga bjb collaboration with the Directorate of
Kependidikan Kementerian Pendidikan dan Teachers and Education Personnel of the
Kebudayaan terkait dengan penyaluran Ministry of Education and Culture is related
Dana Tunjangan Pendidik dan Tenaga to the distribution of the Allowance Fund
Kependidikan untuk jenjang Pendidikan for Educators and Education Personnel
Dasar, Pendidikan Menengah, Taman Kanak- for Basic Education, Secondary Education,
Kanak, Pendidikan Anak Usia Dini (PAUD), Kindergarten, Early Childhood Education
dan Pendidikan Anak Usia Dini Non-Formal (PAUD), and Non-Formal and Informal Early
dan Informal (PAUDNI) dengan total dana Childhood Education (PAUDNI) with total
yang disalurkan pada TW 4 sebesar Rp± 2,3 funds disbursed in Q4 amounting to IDR±
triliun dengan total penyaluran selama 2020 2.3 trillion with total disbursements during
± Rp9,2 triliun. 2020 ± IDR9.2 trillion.
b. Dana Bantuan Operasional Sekolah (BOS) b. School Operational Assistance Fund
Kerjasama bank bjb dengan DInas Pendidikan (BOS) bank bjb cooperation with the
Provinsi Jawa Barat dan Dinas Pendidikan West Java Provincial Education Office and
Provinsi Banten dalam penyaluran Dana the Banten Provincial Education Office
Bantuan Operasional Sekolah (BOS) untuk in the distribution of School Operational
sekolah tingkat Sekolah Dasar dan Sekolah Assistance Funds (BOS) for elementary and
Menegah Pertama di wilayah Jawa Barat dan junior high school level schools in West Java
Banten dengan total dana yang disalurkan and Banten with total funds distributed
selama 2020 ±Rp10,1 triliun. during 2020 ± IDR10.1 trillion.
c. Penyaluran Dana Pensiun bank bjb c. Bank bjb pension fund distribution
bekerjasama dengan PT Taspen dalam collaborated with PT Taspen in terms of
hal penyaluran dana pension dengan total distributing pension funds with a total
penyaluran ± Rp300 miliar/bulan. distribution of ± IDR300 billion/month.
d. Perjanjian Kerjasama Penyaluran Dana Hibah d. Cooperation Agreement for the Distribution
Bantuan Sosial Perbaikan Rumah Tidak of Grants for Social Assistance for
Layak Huni (RUTILAHU) Dinas Perumahan Improvements to Unfit for Living Houses
dan Pemukiman Provinsi Jawa Barat dengan (RUTILAHU) of the Department of Housing
total penyaluran Rp210 miliar. and Settlements of West Java Province with
a total disbursement of IDR210 billion.
e. Bekerja sama dengan Pejabat Pembuat e. Collaborating with the Commitment Making
Komitmen Rumah Swadaya Satuan Kerja Non Official for Self-Help Homes for Certain Non-
Vertikal Tertentu Penyediaan Perumahan Vertical Work Units for West Java Province
Provinsi Jawa Barat terkait Penyaluran Dana Housing Provision related to the Distribution
Bantuan Stimulan Perumahan Swadaya of Self-Help Housing Stimulant Assistance
(BSPS) dengan total penyaluran Rp280 (BSPS) with a total disbursement of IDR280
miliar Number of Account (NoA) 16.000. billion Number of Accounts (NoA) 16,000.

f. Memorandum of Understanding (MoU) f. Memorandum of Understanding (MoU) with

dengan ASABRI dalam pembayaran ASABRI in the payment of old-age savings
manfaat program tabungan hari tua, jaminan program benefits, work accident insurance,
kecelakaan kerja, dan jaminan kematian and death benefits including the cash value
termasuk nilai tunai iuran pensiun bagi of pension contributions for TNI soldiers,
prajurit TNI, anggota Polri, dan pegawai Polri members, and ASN employees within
ASN di Lingkungan Kementerian Pertahanan the Ministry of Defense and the Indonesian
dan Kepolisian Negara Republik Indonesia. National Police. Pension salaries distributed
Gaji pensiun yang disalurkan selama tahun during 2020 amounted to IDR0.8 billion.
2020 sebesar Rp10,8 miliar.
2.
Melakukan strategi pemasaran melalui 2. Carry out a marketing strategy through a
pendekatan komunitas (Community community approach (Community Marketing)
Marketing) melalui ATM Co Branding bank bjb, through bank bjb Co Branding ATM, including
di antaranya dengan komunitas: with the community:
a. Tiger Association Bandung (TAB) a. Tiger Association Bandung (TAB)
b. Ikatan Motor Antik Indonesia (IMAS) b. Indonesian Antique Motorcycle Association
(IMAS)
c. Komando Inti (KOTI) Pemuda Pancasila c. Core Command (KOTI) Pemuda Pancasila
Kota Bandung Bandung City
d. Ikatan Sarjana Ekonomi Indonesia (ISEI) d. Indonesian Economists Association (ISEI)
e. Ikatan Pengusaha Muslimah Indonesia e. Indonesian Muslim Women Entrepreneurs
(IPEMI) Association (IPEMI)
f. Ikatan Keluarga Alumni (IKA) Sekolah f. Alumni Family Association (IKA) State
Menengah Pertama Negeri (SMPN) 10 Junior High School (SMPN) 10 Bandung
Bandung
g. Lembaga Pusphita Watie g. Pusphita Watie Institute
h. Reborn Indonesia h. Reborn Indonesia
i. Komunitas Driver Elf Mania Indonesia i. Indonesian Elf Mania Driver Community
(KDEMI) (KDEMI)
j. dan sebagainya. j. and so on.
3.
Menyelenggarakan program promosi 3. Organizing savings promotion programs as
tabungan sebagai berikut; follows;
a. Program berhadiah langsung bjb Sureprize a. The bjb Sureprize Tandamata Berjangka
Tandamata Berjangka periode 01 Januari direct prize program for the period January
2020 sampai dengan 31 Desember 2020. 01, 2020 to 31 December 2020.
b. Program berhadiah langsung bjb Sureprize b. Late bjb Sureprize prizes program for the
Akhir periode 01 September 2020 sampai period September 01, 2020 to December 31,
dengan 31 Desember 2020. 2020.
c. Program berhadiah langsung bjb CASA c. Direct prize program bjb CASA Bundling
Bundling periode 01 Januari 2020 sampai period January 01, 2020 to March 31, 2020.
dengan 31 Maret 2020.
d. Program berhadiah langsung bjb Lucky d. Direct prize program bjb Lucky Birthday
Birthday periode 01 Mei 2020 sampai period May 01, 2020 to June 30, 2020.
dengan 30 Juni 2020.
e. Program berhadiah langsung bjb Tandamata e. The bjb Tandamata SiMuda direct prize
SiMuda periode 01 Januari 2020 sampai program for the period January 01, 2020 to
dengan 31 Desember 2020. December 31, 2020.
f. Program berhadiah langsung bjb Bundling f. Investment Bundling direct prize program
Investasi periode 01 April 2020 sampai for the period April 01, 2020 to July 31,
dengan 31 Juli 2020. 2020.

2020 Annual Report
g. Program berhadiah langsung bjb Kids g. The bjb Kids Saving Plan direct prize
Saving Plan periode 01 Agustus 2020 program for the period August 01, 2020 to
sampai dengan 31 Oktober 2020. October 31, 2020.
h. Program berhadiah langsung bjb Amazing h. The bjb Amazing Grand Prize program
Grand Prize periode 01 September 2020 with prizes from September 01, 2020 to
sampai dengan 31 Desember 2020. December 31, 2020.
i. Program bjb Employee Get Customer i. The bjb Employee Get Customer program
periode 01 September 2020 sampai dengan from September 01, 2020 to December 31,
31 Desember 2020. 2020.
4. Menyelenggarakan campaign activity secara 4. Organizing campaign activities on an ongoing
berkesinambungan diantaranya: basis including:
a. Webinar Program Satu Rekening Satu a. Webinar One Student Account Program with
Pelajar bersama Kantor Cabang Cikarang the Cikarang Branch Office
Tanggal: 12 Oktober 2020 Date: October 12, 2020
b. Webinar Program Satu Rekening Satu b. One Student Account One Student Webinar
Pelajar bersama Kantor Cabang Karawang with the Karawang Branch Office
c. Webinar Program Satu Rekening Satu c. Webinar One Student Account Program with
Pelajar bersama Kantor Cabang Purwakarta the Purwakarta Branch Office
d. Kegiatan Webinar Bulan Inklusi Keuangan d. Financial Inclusion Month Webinar Activity
bersama OJK Pusat with the Central OJK
Tanggal: 05 November 2020 Date: November 05, 2020
Strategi Pemasaran International Marketing Strategy in 2020

Banking Tahun 2020 of International Banking
Strategi yang dilakukan dalam pemasaran produk- The strategies implemented in marketing the
produk Divisi International Banking, antara lain: products of the International Banking Division
include:
1. Mempertahankan hubungan yang baik 1. Maintaining good relationships and explore
dan menggali potensi kerjasama dengan potential partnerships with counterparties
counterparty serta melakukan cross selling and carry out cross selling of various products
berbagai produk yang dimiliki. owned.
2. Penambahan counterparty untuk mendukung 2. Adding counterparties to support the bank’s
bisnis bank. business.
3. Melakukan review dan peningkatan credit line 3. Reviewing and improving credit lines according
sesuai dengan kebutuhan bisnis namun tetap to business needs while still observing the
memperhatikan prinsip kehati-hatian. principle of prudence.
4. Optimalisasi utilisasi credit line dalam rangka 4. Optimizing credit line utilization in order to
peningkatan bisnis dan pendapatan bank increase business and bank revenue
5. Meningkatkan pendapatan melalui pemasaran 5. Increasing income through active marketing
aktif dan structuring trade finance yang dapat and structuring trade finance that can meet the
memenuhi kebutuhan debitur. needs of debtors.
6. Strategi pemasaran difokuskan pada sektor- 6. The marketing strategy was focused on business
sektor usaha yang mendukung program sectors that supported government programs
pemerintah dan pengembangan sektor rill, yaitu and the development of the real sector,
diantaranya sektor konstruksi, infrastruktur, including the construction, infrastructure,
perdagangan ekspor impor, manufaktur, export-import trade, manufacturing, health and
kesehatan dan consumer good. consumer goods sectors.

7. Cross selling terhadap perusahaan-perusahaan 7. Cross selling of suppliers and distributors of

supplier dan distributor nasabah debitur customers, debtors and creditors.
maupun kreditur.
8. Melakukan monitoring, controlling dan 8. Monitoring, controlling and add office networks
penambahan jaringan kantor untuk instalasi for the installation of the Firecash application
Aplikasi Firecash serta kantor cabang devisa as well as foreign exchange branch offices for
untuk transaksi transfer valas. foreign currency transfer transactions.
9. Mempertahankan hubungan yang baik dan 9. Maintaining good relationships and exploring
menggali potensi kerjasama dengan nasabah potential partnerships with customers as well
serta melakukan cross selling berbagai produk as carrying out cross selling of various products
yang dimiliki. owned.
10. Optimalisasi program pemasaran dalam rangka 10. Optimization of marketing programs in order
peningkatan bisnis dan pendapatan bank. to increase business and bank revenue.
11. Strategi pemasaran difokuskan pada sektor- 11. The marketing strategy was focused on
sektor yang mendukung peningkatan bisnis sectors that supported the improvement of
Remittance pada sektor Pekerja Migran the remittance business in the Indonesian
Indonesia (PMI), Perusahaan maupun Migrant Workers (PMI) sector, companies and
perorangan untuk kiriman uang valuta asing. individuals for foreign currency remittances.
Strategi Pemasaran Dana Pensiun Marketing Strategy In 2020 for Pension

Lembaga Keuangan (DPLK) Tahun Financial Institutions (DPLK)
2020
DPLK pemberi kerja merupakan potensi terbesar Employer DPLK is the greatest potential for
untuk percepatan peningkatan dana kelolaan accelerating the increase in DPLK managed funds.
DPLK. Namun secara umum, individu merupakan However, in general, individuals are the main
pasar utama bagi DPLK bjb, besarnya captive market for DPLK bjb, the size of the Company
market bank bjb di sektor retail dan konsumer serta captive market in the retail and consumer
kedekatan hubungan dengan Pemerintahan Daerah sectors and the close relationship with regional
merupakan kekuatan yang dapat dimanfaatkan governments are strengths that can be utilized by
DPLK bjb dalam melakukan pemasran produk DPLK bjb in exporting DPLK’s products. This is one
DPLK. Hal tersebut merupakan salah satu dasar of the bases for the preparation of the marketing
penyusunan strategi pemasaran DPLK bjb yang strategy of DPLK bjb which focuses on increasing
menitik beratkan pada peningkatan kerjasama cooperation with the government in West Java
dengan pemerintahan di wilayah Jawa Barat dan and throughout Indonesia.
seluruh Indonesia.
Adapun beberapa strategi yang diterapkan DPLK The strategies implemented by the bjb DPLK were
bjb disesuaikan dengan kondisi pandemic yang adapted to the pandemic conditions which were
banyak dilakukan melalui fasilitas media daring mostly carried out through online media facilities
Tahun 2020 adalah: in 2020, namely:
1. bundling product, dengan mengoptimalkan 1. Product bundling, by optimizing the captive
captive market yang telah dimiliki pemasaran market that DPLk already had, the marketing
dplk dilakukan secara bundling dengan of DPLK was carried out by bundling with
produk-produk layanan baik retail, consumer service products, both retail, consumer and
ataupun komersial. Relasi yang telah terbangun commercial. The well-established relationships
dengan baik dengan stake holder dan nasabah with existing stakeholders and customers were
yang ada diharapkan akan mempermudah expected to facilitate the marketing of DPLK
pemasaran produk DPLK. products.

2020 Annual Report
2. Peningkatan brand awareness dilakukan 2. Increasing brand awareness was carried out
secara intensif dengan melakukan promosi di intensively by promoting in electronic and
media elektronik dan media cetak, video tron, printed media, video tron, visualizing billboards
visualisasi billboard dan update sales kits serta and updating sales kits as well as taking
memanfaatkan tren penggunaan sosial media advantage of trends in social media usage
selain dengan melakukan pemasaran langsung apart from direct marketing to customers and
ke nasabah dan melalui event dan gathering. through events and gatherings.
3. Brand campaign berupa literasi dan edukasi 3. Brand campaign in the form of literacy and
bersama Otoritas Jasa Keuangan untuk education with the Financial Services Authority
meningkatkan brand identity terutama dibulan to improve brand identity, especially in the
inklusi keuangan melalui media online. month of financial inclusion through online
media.
4. Berkoordinasi dengan Divisi Bisnis terkait 4. Coordinating with the Business Division related
peningkatan cross selling dan juga Divisi to increased cross selling and also supporting
supporting seperti misalnya Divisi Corporate divisions such as the Corporate Secretary
Secretary dalam rangka akses ke pemerintah Division in order to access local governments
daerah dan lembaga-lembaga. and institutions.
5. Penawaran program reward bagi peserta 5. Reward program offers for employer
pemberi kerja dan juga individu. participants as well as individuals.
6. Melakukan program top up dana dan program 6. Conducting a top up fund program and a
fresh fund untuk meningkatkan portofolio dana fresh fund program to increase the DPLK fund
DPLK. portfolio.
Strategi untuk peningkatan kemampuan sumber Strategies for increasing the capacity of DPLK’s
daya marketing internal DPLK seperti program internal marketing resources such as training
pelatihan tenaga marketing , softskill dan technical programs for marketing personnel, soft skills and
skill. technical skills.
Strategi dan Program Pemasaran Wealth Management Marketing

Wealth Management Strategies and Programs
Dalam rangka meningkatkan perolehan fee based In order to increase the acquisition of fee-based
income dari produk-produk wealth management, income from wealth management products, bank
bank bjb melakukan berbagai program dan bjb implemented various product marketing
strategi pemasaran produk untuk meningkatkan programs and strategies to increase sales of mutual
penjualan produk reksa dana dan bancassurance. funds and bancassurance products. Some of the
Beberapa program dan strategi yang dilakukan programs and strategies carried out included:
diantaranya yaitu:
1. Meningkatkan Jumlah Cabang Aktif dalam 1. Increasing the Number of Active Branches in
Memasarkan Produk-Produk Wealth Marketing Wealth Management Products.
Management.
2. Penambahan Kerjasama Pemasaran Produk 2. Adding Wealth Management Product Marketing
Wealth Management Collaborations
Dalam rangka mengembangkan bisnis wealth In order to develop the wealth management
management, bank bjb menambah kerjasama business, bank bjb added cooperation for the
untuk pemasaran produk-produk wealth marketing of wealth management products,
management baik produk bancassurance both bancassurance and mutual fund products.
maupun produk reksa dana. Penambahan The addition of marketing cooperation for
kerjasama pemasaran produk-produk wealth wealth management products aimed to provide

management tersebut bertujuan untuk a wider selection of products that could meet
memberikan beragam pilihan produk yang the needs of customers’ financial planning. In
lebih variatif dan dapat memenuhi kebutuhan addition, it aimed to increase the potential for
perencanaan keuangan nasabah. Di samping fee-based income and wealth management
itu bertujuan untuk meningkatkan potensi product portfolios.
perolehan fee based income dan portofolio
produk wealth management.
a. Produk Bancassurance a. Bancassurance products
Penambahan beragam pilihan produk Adding a variety of bancassurance product
bancassurance baik unit link maupun options, both unit-linked and traditional
traditional insurance. Termasuk insurance. Including the development of
pengembangan channel telemarketing telemarketing channels with the addition
dengan penambahan beragam produk of a variety of bancassurance products that
bancassurance yang dapat memenuhi can meet customer needs for insurance
kebutuhan nasabah atas produk-produk products.
asuransi.
b. Produk Reksa Dana b. Mutual Fund Products
Penambahan beragam pilihan produk Adding a variety of bancassurance product
bancassurance baik unit link maupun options, both unit-linked and traditional
traditional insurance. Termasuk insurance. Including the development of
pengembangan channel telemarketing telemarketing channels with the addition
dengan penambahan beragam produk of a variety of bancassurance products that
bancassurance yang dapat memenuhi could meet customer needs for insurance
kebutuhan nasabah atas produk-produk products.
asuransi.
3. Program Promosi dan Pemasaran 3. Promotion and Marketing Programs
Mengembangkan beragam program promosi Developing various promotional and marketing
dan pemasaran yang dapat memberikan programs that could provide added value for
nilai tambah bagi nasabah dalam rangka customers in order to increase the acquisition
meningkatkan perolehan fee based income of fee based income for bank bjb.
bagi bank bjb.
4. Pengembangan Kompetensi 4. Competency Development
Dalam rangka menunjang penjualan produk- In order to support the sale of wealth
produk wealth management, maka bank management products, bank bjb developed
bjb melakukan pengembangan kompetensi employee competence, especially marketers
pegawai khususnya tenaga pemasar melalui through various programs and certifications in
berbagai program dan sertifikasi di bidang the field of wealth management.
wealth management.
5. Pengembangan Teknologi 5. Technology Development
Dalam rangka meningkatkan efektifitas dan In order to increase the effectiveness
efisiensi aktivitas pemasaran produk-produk and efficiency of marketing activities for
wealth management serta memberikan wealth management products and provide
kemudahan dan pelayanan bagi nasabah, maka convenience and services for customers, bank
bank bjb akan senantiasa mengembangkan bjb continued to develop technology that
teknologi yang mendukung kinerja pemasaran supported product marketing performance in
produk dalam rangka perolehan fee based the context of obtaining fee-based income.
income.

2020 Annual Report
Pangsa Pasar Market Share
Analisis pangsa pasar diklasifikasikan berdasarkan Market share analysis is classified based on the
jumlah aset yang dimiliki, jumlah dana pihak ketiga number of assets owned, the amount of third party
yang berhasil dihimpun, dan jumlah kredit yang funds collected, and the amount of credit granted.
diberikan.
bank bjb menghadapi persaingan pasar dengan Company faces market competition with Bank
Bank BUKU III (Bank dengan modal inti Rp5 triliun BUKU III (Banks with core capital of IDR5 trillion to
sampai dengan kurang dari Rp30 triliun) yang less than IDR30 trillion) presented as follows.
disajikan sebagai berikut.
Tabel Pangsa Pasar bank bjb dibandingkan BUKU III

Table of Market Share of bank bjb compared to BUKU III
(dalam miliar Rupiah/in billion IDR)
Uraian Keterangan Desember 2020 Desember 2019

Description Information December 2020 December 2019
Jumlah Aset Bank Buku III 2,684,606 2,616,734

Total Assets
bank bjb 140,934 123,536
Pangsa Pasar (%)

5.25% 4.72%
Market Share (%)
Jumlah Dana Pihak Ketiga Bank Buku III 1,783,049 1,672,217

Total Third Party Funds
bank bjb 100,278 83,990
Pangsa Pasar (%)

5.62% 5.02%
Market Share (%)
Jumlah Kredit yang Diberikan Bank Buku III 1,582,336 1,756,342

Total Loans
bank bjb 95,212 87,289
Pangsa Pasar (%)

6.01% 4.97%
Market Share (%)
Sumber: Statistik Perbankan Indonesia Otoritas Jasa Keuangan (SPI OJK) Desember 2020/
Source: Indonesian Banking Statistics Financial Services Authority (SPI OJK) December 2020
Berdasarkan jumlah aset, penguasaan pasar bank Based on total assets, bank bjb market control
bjb terhadap BUKU III tahun 2020 mencapai over BUKU III in 2020 reached 5.25%, an increase
5,25% mengalami peningkatan dibandingkan compared to 2019 which reached 4.72%. In terms
dengan tahun 2019 yang mencapai 4,72%. Dari sisi of the amount of third party funds, the market
jumlah dana pihak ketiga pangsa pasar bank bjb share of bank bjb in 2020 reached 5.62% which
tahun 2020 mencapai 5,62% yang juga meningkat is also an increase compared to the previous year
dibandingkan dengan tahun sebelumnya yang which reached 5.02%. As for the market share,
mencapai 5,02%. Sedangkan untuk pangsa pasar the amount of credit granted in 2020 bank bjb
jumlah kredit yang diberikan tahun 2020 bank bjb reached 6.01%, an increase compared to 2019
mencapai 6,01% meningkat dibandingkan dengan which reached 4.97%. The increase in market share
tahun 2019 yang mencapai 4,97%. Kenaikan is the implementation of an effective strategy
pangsa pasar merupakan penerapan dari strategi implemented by bank bjb.
yang efektif yang dilakukan oleh bank bjb.

Diagram Pangsa Pasar bank bjb dibandingkan dengan BUKU III 2020
bank bjb Market Share diagram compared to BUKU III 2020
94.75% 5.25% 94.38% 5.62% 94.35% 6.01%
ASET DPK KREDIT

ASSET TPF LOAN
bank bjb Bank Buku III
Diagram Pangsa Pasar bank bjb dibandingkan dengan BUKU III 2019
bank bjb Market Share diagram compared to BUKU III 2019
95.28% 4.72% 94.98% 5.02% 95.34% 4.97%
ASET DPK KREDIT

ASSET TPF LOAN
bank bjb Bank Buku III
Selain menghadapi persaingan di Bank BUKU III, Beside facing competition at Bank BUKU III,
bank bjb juga menghadapi persaingan dengan Company also faces competition with the Banking
Industri Perbankan. Pangsa pasar bank bjb Industry. Company market share based on total
berdasarkan jumlah aset, jumlah dana pihak assets, total third party funds, and total loans
ketiga, dan jumlah kredit yang diberikan diuraikan extended are described as follows.
sebagai berikut.

2020 Annual Report
Tabel Pangsa Pasar bank bjb dibandingkan dengan Bank Umum

Table of Market Share of bank bjb compared to Commercial Banks
dalam miliar Rupiah
in billion IDR
Uraian Keterangan Desember 2020 Desember 2019

Description Information December 2020 December 2019
Jumlah Aset Bank Umum

9,177,894 8,562,974
Total Assets Commercial Banks
bank bjb 140,934 123,536
Pangsa Pasar (%)

1.54% 1.44%
Market Share (%)
Jumlah Dana Pihak Ketiga Bank Umum

6,665,390 5,998,648
Total Third Party Funds Commercial Banks
bank bjb 100,278 83,990
Pangsa Pasar (%)

1.50% 1.40%
Market Share (%)
Jumlah Kredit Yang Diberikan Bank Umum

5,547,618 5,683,757
Total Loans Commercial Banks
bank bjb 95,212 87,289
Pangsa Pasar (%)

1.71% 1.54%
Market Share (%)
Sumber: Statistik Perbankan Indonesia Otoritas Jasa Keuangan (SPI OJK) Desember 2020/
Source: Indonesian Banking Statistics Financial Services Authority (SPI OJK) December 2020
Di tengah ketatnya persaingan di Bank BUKU III, In the midst of intense competition in Bank
bank bjb juga menghadapi persaingan dengan BUKU III, bank bjb is also facing competition
Bank Umum di Indonesia. Berdasarkan jumlah with commercial banks in Indonesia. Based on
aset tahun 2020, pangsa pasar mencapai 1,54%, the number of assets in 2020, the market share
meningkat dibandingkan dengan tahun 2019 yang will reach 1.54%, an increase compared to 2019
mencapai 1,44%. Pangsa pasar jumlah dana pihak which reached 1.44%. The market share of total
ketiga dan kredit yang diberikan tahun 2020 juga third party funds and loans granted in 2020 also
mengalami peningkatan masing-masing menjadi increased to 1.50% and 1.71%, respectively.
1,50% dan 1,71%.
Diagram Pangsa Pasar bank bjb dibandingkan dengan Bank Umum Tahun 2020
bank bjb Market Share Diagram compared to Commercial Banks 2020
98.46% 1.54% 98.50% 1.50% 98.39% 1.71%
ASET DPK KREDIT

ASSET TPF LOAN
bank bjb Bank Umum/Commercial Banks

Diagram Pangsa Pasar bank bjb dibandingkan dengan Bank Umum Tahun 2019
Market Share of bank bjb Diagram compared to Commercial Banks 2019
98.46% 1.54% 98.50% 1.50% 98.39% 1.54%
ASET DPK KREDIT

ASSET TPF LOAN
bank bjb Bank Umum/Commercial Banks
Grafik Pangsa Pasar bank bjb dibandingkan dengan BUKU III

Graph of bank bjb Market Share compared to BUKU III
(dalam %/in %)
6.01%
6.00%
5.62%
5.25%
5.02%
4.97%
5.00% 4.72%
4.00%
3.00%
2.00%
1.00%
0.00%
Aset DPK Kredit Aset DPK Kredit
Asset TPF Loan Asset TPF Loan
Desember 2019 Desember 2020


2020 Annual Report
Grafik Pangsa Pasar bank bjb dibandingkan dengan Bank Umum

Market Share of bank bjb compared to Commercial Banks
(dalam %/in %)
1.75%
1.71%
1.70%
1.65%
1.60%
1.55% 1.54% 1.54%
1.50%
1.50%
1.45% 1.44%
1.40%
1.40%
1.35%
1.30%
1.25%
Aset DPK Kredit Aset DPK Kredit
Asset TPF Loan Asset TPF Loan

Tinjauan Operasi Per Segmen Operations Review Per Business

Usaha Segment
Segmen adalah bagian yang dapat dibedakan A segment is a distinguishable part of a

dari kelompok usaha yang terlibat baik dalam business group that is involved both in providing
menyediakan produk tertentu (segmen usaha), certain products (business segments), as well
maupun dalam menyediakan produk dalam as in providing products in certain economic
lingkungan ekonomi tertentu (segmen geografis), environments (geographical segments), which
yang memiliki risiko dan imbalan yang berbeda have risks and rewards that are different from
dengan segmen lainnya. other segments.

Pendapatan, beban, hasil, aset dan liabilitas Segment revenue, expenses, results, assets
segmen mencakup item-item yang dapat and liabilities include items that are directly
diatribusikan langsung kepada suatu segmen serta attributable to a segment as well as those that
hal-hal yang dapat dialokasikan dengan dasar can be allocated on an appropriate basis to the
yang sesuai kepada segmen tersebut. Item-item segment. Segment items are determined before
segmen ditentukan sebelum saldo dan transaksi balances and transactions between Business
antar Kelompok Usaha, dieliminasi sebagai bagian Groups are eliminated as part of the consolidation
dari proses konsolidasi. Bank dan entitas anak process. Banks and subsidiaries present business
menyajikan segmen usaha berdasarkan laporan segments based on consolidated internal reports
internal konsolidasian yang disajikan kepada that are presented to operational decision makers,
pengambil keputusan operasional yaitu Direksi. namely the Board of Directors.
Dalam menjalankan kegiatan usahanya, bank bjb In carrying out its business activities, the Company
memiliki 2 (dua) segmen usaha yaitu segmen has 2 (two) business segments, namely the
konvesional dan segmen syariah. Segmen conventional segment and the sharia segment.
konvensional meliputi produk pinjaman, produk The conventional segment includes loan products,
dana pihak ketiga, dan jasa layanan. Sedangkan, third party fund products, and services. Meanwhile,
segmen syariah dilaksanakan melalui kegiatan the sharia segment is implemented through the
usaha entitas anak. business activities of subsidiaries.
Segmen Konvensional Convensional Segment
Segmen konvensional bank bjb, terdiri atas produk The conventional Company segment, consists of
kredit/pinjaman, produk dana pihak ketiga dan credit/loan products, third-party fund products
jasa layanan. and services.
Penjelasan dan Produktivitas Segmen Description and Productivity

Konvensional of Conventional Segments
Kredit/Pinjaman Credit/Loans
Pada tahun 2020, outstanding Kredit Konsumer In 2020, the outstanding Consumer and Retail
dan Ritel tumbuh sebesar 6,21% (YoY) dengan Loans grew by 6.21% (YoY) with a volume of
volume sebesar Rp60,50 triliun. Segmen Kredit IDR60.50 trillion. The Consumer Credit segment
Konsumer diproyeksikan masih menjadi kunci was projected to remain the key to bank bjb
pertumbuhan kredit bank bjb. Hal ini seiring credit growth. This was in line with the projected
dengan proyeksi pertumbuhan ekonomi yang improvement in economic growth. The consumer
membaik. Bisnis kredit konsumer menjadi andalan credit business was a mainstay of bank bjb to
bank bjb untuk meraih laba. Bank bjb meyakini make a profit. Bank bjb believed that this segment
segmen tersebut masih cukup prospektif. was still quite prospective.
Pada posisi 31 Desember 2020, portofolio Kredit As of December 31, 2020, the Consumer Credit
Konsumer mencapai 67,85% dari total penyaluran portfolio reached 67.85% of total bank bjb lending,
kredit bank bjb, sehingga dapat dikatakan bahwa so it can be said that the consumer credit segment
segmen kredit konsumer masih menjadi segmen was still the dominant credit segment in bank bjb.
kredit yang dominan di bank bjb.

2020 Annual Report
Tabel Portofolio Kredit bank bjb

Tabel of bank bjb Credit Portfolio
(dalam ribuan Rupiah/ in thousand IDR)
Pertumbuhan
2020 2019
Divisi Growth
Division
(Rp/IDR) (%) (Rp/IDR) (%) (Rp/IDR) (%)
Konsumer
60,500,793,981 67.47% 56,962,542,670 69.38% 3,538,251,311 6.21%
Consumer
Komersial dan Korporasi

15,768,539,582 17.58% 13,217,803,845 16.10% 2,550,735,737 19.30%
Comersial and Corporation
KPR
6,748,559,102 7.53% 6,148,216,258 7.49% 600,342,844 9.76%
Home Ownership Loans
BPR dan LKM

3,555,792,557 3.97% 3,521,251,770 4.29% 34,540,787 0.98%
BPR and LKM
UMKM
2,599,010,375 2.90% 2,250,778,842 2.74% 348,231,533 15.47%
MSME
Internasional
500,000,000 0.56% - - 500,000,000 100.00%
International
Total 89,672,695,597 100.00% 82,100,593,385 100.00% 7,572,102,212 9.22%
Pada periode 31 Desember 2020, Komposisi In the period of 31 December 2020, the highest
portofolio kredit yang paling tinggi berasal dari composition of the loan portfolio came from
kredit konsumer mencapai 67,47% dari total consumer loans, reaching 67.47% of the total
penyaluran kredit pada bank bjb. Peningkatan lending to bank bjb. This increase in consumer
penyaluran kredit konsumer ini mencapai Rp3,54 lending reached IDR3.54 trillion or 6.21% compared
triliun atau 6,21% dibandingkan dengan tahun to 2019. This showed that consumer credit still
2019. Hal ini menunjukan bahwa kredit konsumtif dominated the bank bjb loan portfolio.
masih mendominasi portofolio kredit bank bjb.
Diagram Portofolio Kredit bank bjb

bank bjb Credit Portfolio Diagram
(dalam %/in %)
17,58% 7,53% 3,97% 2,90% 0,56% 67,47% 17,58% 7,53% 3,97% 2,90% 0,56%
2020 2019
Konsumer Komersial dan Korporasi KPR BPR dan LKM UMKM Internasional
Consumer Comersial and Corporation Home Ownership Loans BPR and LKM MSME International

Grafik Portofolio Kredit bank bjb

Graph of bank bjb Credit Portfolio
(dalam triliun Rupiah/in trillion IDR)
60,50
57,00
15,77
13,22
6,15 6,75
3,52 3,56
2,25 2,60
0,50
Komersial Komersial
dan KPR BPR dan dan KPR BPR dan
Konsumer Korporasi Home LKM UMKM Internasional Konsumer Korporasi Home LKM UMKM Internasional
Consumer Comersial Ownership BPR and MSME International Consumer Comersial Ownership BPR and MSME International
and Loans LKM and Loans LKM
Corporation Corporation

KONSUMER CONSUMER
Penjelasan Kredit Konsumer dan Ritel Explanation of Consumer Loans

Kredit konsumer yang dapat diperoleh per Consumer loans that can be obtained per customer
nasabah adalah ±Rp120-125 juta. Bisnis Kredit is ± IDR120-125 million. The Consumer Loans
Konsumer saat ini menjadi “andalan” banyak bank Business is now the “mainstay” of many banks,
tidak terkecuali bank bjb, hal ini di karenakan kredit including bank bjb, this is because consumer
konsumer memiliki profil risiko yang rendah namun credit has a low risk profile but has a high level
memiliki tingkat profitabilitas yang tinggi. Sampai of profitability. Until now, consumer credit is the
dengan saat ini kredit konsumer merupakan pilar first pillar of bank bjb as well as the largest profit
pertama bank bjb sekaligus sebagai pemberi contributor for bank bjb.
kontribusi laba terbesar bagi bank bjb.
Hingga akhir tahun 2020, bank bjb telah Until the end of 2020, bank bjb has launched 6
meluncurkan 6 (enam) produk kredit konsumer (six) consumer credit products and their product
beserta turunan produknya yang dapat melayani derivatives that can serve the needs of customers
kebutuhan nasabah dari berbagai kalangan, from various groups, including:
diantaranya yaitu:
1. bjb Kredit Guna Bhakti (bjb KGB) 1. bjb Guna Bhakti Loans (bjb KGB)
Merupakan fasilitas kredit untuk debitur It is a loan facility for fixed income debtors
berpenghasilan tetap dengan tujuan penggunaan with the purpose of using multipurpose
konsumtif multiguna, yang diperuntukkan consumptive, intended for Civil Government
bagi Aparatur Sipil Negara (ASN), Pegawai Apparatus (ASN), BUMN/BUMD Employees,

2020 Annual Report
BUMN/BUMD/BLU/BLUD, PPPK, Pegawai Employees of Non-PNS Government

Lembaga Negara/Instansi Pemerintah Non PNS, Institutions/Government Agencies, Members of
Anggota TNI/POLRI, Pegawai Swasta/Yayasan/ the TNI/POLRI, Private/Foundation Employees,
Perkumpulan, Pegawai Dana Pensiun, Direksi, Heads and Deputy Representatives Regional
Kepala dan Wakil Kepala Daerah, Anggota Dewan, Heads, Board Members, Village Officials, and
Kepala/Perangkat Desa, Non Pegawai Tetap others.
Instansi/Lembaga Pemerintah dan lain-lain.
2. bjb Kredit Pra Purna Bhakti (bjb KPPB) 2. bjb Pre-Full Bhakti Loans (bjb KPPB)
Merupakan fasilitas kredit untuk debitur It is a loan facility for fixed income borrowers
berpenghasilan tetap yang akan memasuki who will retire, intended for the Civil
masa pensiun, diperuntukkan bagi Aparatur Government Apparatus (ASN) and Members of
Sipil Negara (ASN) dan Anggota TNI/POLRI. the National Army/Police Department.
3. bjb Kredit Purna Bhakti (bjb KPB) 3. bjb Purna Bhakti Loans (bjb KPB)
Merupakan fasilitas kredit atau pembiayaan untuk A loan or financing facility for debtors/
debitur/calon debitur dengan status pensiun prospective borrowers with their own pension
sendiri atau pensiun janda/duda yang digunakan status or widowed/widower pension that
untuk tujuan penggunaan konsumtif multiguna. is used for the purpose of multipurpose
consumptive use.
4. bjb Back to Back Loan (bjb BTB) 4. bjb Back to Back Loan (bjb BTB)
Merupakan fasilitas kredit dengan jaminan A loan facility with collateral in the form of
berupa Agunan Kas/cash collateral, baik cash collateral, in the form of savings, current
berbentuk tabungan, giro, atau deposito. accounts, or deposits.
5. bjb Kredit Abdi Bhakti (bjb KAB) 5. bjb Abdi Bhakti Loans (bjb KAB)
Merupakan fasilitas kredit yang diberikan It is a loan facility provided to Company
kepada pegawai bank bjb dengan tujuan employees with multipurpose consumptive
konsumtif multiguna. purposes.
6. bjb Kredit Usaha Bhakti 6. bjb Bhakti Business Loans
Merupakan fasilitas kredit untuk nasabah yang It is a loan facility for customers who have
memiliki usaha maupun penghasilan lainnya businesses or other income with the aim of
dengan tujuan penggunaan produktif. productive use.
Keunggulan Layanan Kredit Konsumer dan Ritel Advantages of Consumer Loans Services and Retail
Uraian keunggulan layanan kredit konsumer adalah The description of the benefits of consumer credit
sebagai berikut: services is as follows:
1. Bank bjb mampu memenuhi segala kebutuhan 1. Bank bjb is able to meet all debtor needs. In
debitur. Dari segi usia, Kredit Konsumer telah terms of age, Consumer Loans has provided
menyediakan berbagai pilihan jenis produk various types of products that can be enjoyed
yang dapat dinikmati setiap pegawai, baik by every employee, both when active as
saat aktif sebagai pegawai maupun saat telah employees and when they retire. In terms of
memasuki pensiun. Dari segi jenis pekerjaan, type of work, Consumer Loans can be enjoyed
Kredit Konsumer dapat dinikmati oleh berbagai monthly loan by various groups, both the Civil
kalangan, baik Aparatur Sipil Negara (ASN), Government Apparatus (ASN), BUMN/BUMD
Pegawai BUMN/BUMD/BLU/BLUD, PPPK, employees, Non-PNS Government Institution/
Pegawai Lembaga Negara/Instansi Pemerintah Government Institution Staff, TNI/POLRI
Non PNS, Anggota TNI/POLRI, Pegawai Members, Private/Foundation Employees,
Swasta/Yayasan/Perkumpulan, Pegawai Dana Heads and Deputy Regional Heads, Board
Pensiun, Direksi, Kepala dan Wakil Kepala Members, Village Officials, to retirees.
Daerah, Anggota Dewan, Kepala/Perangkat
Desa, Non Pegawai Tetap Instansi/Lembaga
Pemerintah, hingga pensiunan.

2. Kredit Konsumer bank bjb senantiasa fokus 2. Consumer Loan Service of bank bjb always
kepada nasabahnya serta selalu berupaya focuses on its customers and always strives
untuk memberikan layanan yang bernilai to provide value-added services. Service
tambah. Service yang excellence pada nasabah excellence for customers is also manifested in
juga diwujudkan secara nyata dalam bentuk the form of friendly, sincere and family service
pelayanan yang ramah, tulus dan kekeluargaan so as to create strong bonding between bank
sehingga menciptakan bonding yang kuat bjb and its customers.
antara bank bjb dengan nasabahnya.
3. End to end process dalam penyaluran kredit 3. End to end process in credit distribution which
yang realtif cepat dengan konsep One Day is relatively fast with the concept of One Day
Service, dimana pengajuan kredit yang telah Service, with credit applications that have
disertai dengan dokumen persyaratan yang been completed with complete document
lengkap dapat dilakukan realisasi pencairan requirements, the realization of credit
kredit pada hari yang sama. disbursement on the same day.
Pengembangan Produk dan Layanan Kredit Product Development and Consumer Loans
Konsumer dan Ritel Service and Retail
Pengembangan produk dan layanan kredit The development of consumer loan products and
konsumer yang dilakukan pada tahun 2020 adalah services carried out in 2020 is as follows:
sebagai berikut: 1. bjb Guna Bhakti Loan (bjb KGB)
1. bjb Kredit Guna Bhakti (bjb KGB) In 2020, adjustments were made to the
Pada tahun 2020, telah dilakukan penyesuaian provisions for bjb KGB disbursement which
pada ketentuan penyaluran bjb KGB yang were stated in the amendment to the Product
tertuang dalam perubahan Manual Produk Manual for the bjb Credit Guna Bhakti (KGB)
bjb Kredit Guna Bhakti (KGB) terkait fitur dan related to the features and conditions of these
ketentuan produk tersebut dengan tujuan products with the aim of increasing product
meningkatkan daya saing produk, optimalisasi competitiveness, optimizing distribution to
penyaluran guna meningkatkan portofolio serta increase portfolios and achieving better quality
pencapaian kualitas Kredit Konsumer dan Ritel of Consumer and Retail Loans, including the
yang lebih baik, diantaranya sebagai berikut: following:
a. Fitur produk (Akseptasi Angsuran) a. Product features (Installment Acceptances)
Dilakukan penyesuaian fitur produk, Product features were adjusted, particularly
khususnya pada produk bjb KGB Profesi for the bjb KGB Professional Guru product,
Guru, guna meningkatkan besaran dana in order to increase the amount of funds
yang diterima oleh debitur sehingga received by debtors, thereby increasing the
meningkatkan potensi take over fasilitas potential for taking over of credit facilities
kredit dari bank lain. from other banks.
b. Ketentuan Top Up Fasilitas b. Terms of Facility Top Up
Pengembangan lain pada Tahun 2020 Another development in 2020 was the
adalah diperluasnya kriteria produk yang expansion of product criteria that could be
dapat diberikan penambahan fasilitas given additional credit facilities (top up),
kredit (top up) yaitu yang semula terbatas namely those that were originally limited to
pada bjb KGB Pola 1 menjadi dapat berlaku bjb KGB Pattern 1 could also apply to bjb
juga pada bjb KGB Ekstra Pola 1 dan bjb KGB Extra Pattern 1 and bjb KGB Teacher
KGB Profesi Guru. Hal ini dilakukan dengan Profession. This was done with the aim
tujuan mengakomodir kebutuhan debitur of accommodating the needs of debtors
yang membutuhkan dana tambahan di luar who needed additional funds outside their
fasilitas kredit eksistingnya. existing credit facilities.

2020 Annual Report
2. bjb Kredit Purna Bhakti (bjb KPB) 2. bjb Credit Purna Bhakti (bjb KPB)
Telah dilakukan beberapa perubahan ketentuan Several changes have been made with the aim
dengan tujuan optimalisasi penyaluran of optimizing the distribution of Pra Purna
bjb Kredit Pra Purna Bhakti (KPPB) guna Bhakti Credit (KPPB) in order to increase
meningkatkan portofolio Kredit Konsumer, the Consumer Credit portfolio, including the
diantaranya sebagai berikut: following:
a. Ketentuan Top Up Fasilitas a. Terms of Facility Top Up
Pengembangan pada bjb KPB salah satunya One of the developments in the KPB bjb was
diberlakukannya penambahan fasilitas kredit the imposition of additional credit facilities
(top up) dengan tujuan mengakomodir (top up) with the aim of accommodating
kebutuhan debitur yang membutuhkan the needs of debtors who needed additional
dana tambahan di luar fasilitas kredit funds outside their existing credit facilities
eksistingnya
b. Risk Acceptance Criteria (RAC) b. Risk Acceptance Criteria (RAC)
Dilakukan penyesuaian terhadap Adjustments were made to the Risk
Risk Acceptance Criteria (RAC) guna Acceptance Criteria (RAC) to accommodate
mengakomodir pengajuan top up sebagai top-up submissions as a minimum
ketentuan minimum (pre-screening) yang requirement (pre-screening) that debtors
harus dipenuhi debitur guna memenuhi had to meet in order to comply with the
prinsip kepatuhan kepada regulator. principle of compliance with regulators.
Produktivitas Kredit Konsumer dan Ritel Consumer Loans Productivity and Retail
Uraian produktivitas kredit konsumer disajikan A description of consumer loans productivity is
sebagai berikut. presented as follows.
Tabel Pertumbuhan Kredit Konsumer selama 5 (lima) Tahun Terakhir

Table of Consumer Credit Growth for the Last 5 (five) Years
(dalam Rupiah penuh/in full IDR)
Portfolio Non Perfoming Loan (NPL)

Outstanding Number of Account (NoA)
Tahun Pertumbuhan Pertumbuhan Absolut Presentase
Year Presentase Presentase Absolute Percentage
Nominal Growth NoA Growth
Percentage Percentage
(YoY) (YoY)
(Rp) (Rp) (%) (Account) (Account) (%) (Rp) (%)
2020 60,500,793,980,939 3,538,251,311,054 6.21% 494,958 41,211 9.08% 82,347,119,350 0.14%
2019 56,962,542,669,885 4,886,358,873,725 9.38% 453,747 18,969 4.36% 78,964,476,347 0.14%
2018 52,076,183,796,160 4,482,631,994,471 9.42% 434,778 22,129 5.36% 94,581,962,097 0.18%
2017 47,593,551,801,689 2,880,143,850,944 6.44% 412,649 19,366 4.92% 117,640,972,537 0.25%
2016 44,713,407,950,745 6,024,240,442,701 15.57% 393,283 28,457 7.80% 31,198,430,965 0.07%
Rata-Rata
4,568,343,790,460 10.20% 22,230 5.61%
Average

Dalam lima tahun terakhir, kinerja kredit konsumer In the past five years, the performance of
menunjukan pertumbuhan yang positif. Pada consumer loan has shown positive growth. In 2020,
tahun 2020, outstanding kredit konsumer outstanding consumer loan reached IDR60,50
mencapai Rp60,50 triliun, tumbuh 6,21% trillion, growing 6,21% compared to 2019 which
dibandingkan dengan tahun 2019 yang mencapai reached IDR56,96 trillion. This growth was due to
Rp56,96 triliun. Pertumbuhan tersebut karena the outstanding growth of bjb Guna Bhakti Loans
pertumbuhan outstanding bjb Kredit Guna Bhakti (KGB). On average, loan outstanding growth
(KGB). Secara rata-rata, pertumbuhan outstanding reached 10,20% per year while the growth in the
kredit mencapai 10,20% per tahun sedangkan number of debtors reached 5,61% per year.
pertumbuhan jumlah debitur mencapai 5,61% per
tahun.
Tabel Komposisi Portofolio Kredit Berdasarkan Produk

Table of Loans Portfolio Composition by Product
Absolut
Number of
Komposisi Komposisi Non NoA
Outstanding Account NPL
Produk Composition Composition Perfoming PL
(NoA)
Product Loan (NPL)
(Rp) (Rp)
(%) (Account) (%) (%)
(IDR) (IDR)
bjb Kredit Guna Bakti
40,911,683,437,166 67.62% 362,649 73.27% 55,604,493,225 0.14% 708
(KGB)
bjb Kredit Pra Purna

11,039,687,233,539 18.25% 67,500 13.64% 11,181,130,143 0.10% 96
Bhakti (KPPB)
bjb Kredit Purna Bhakti

6,500,511,632,511 10.74% 52,577 10.62% 11,952,920,517 0.18% 91
(KPB)
bjb Kredit Abdi Bhakti

1,057,021,755,458 1.75% 5,658 1.14% 1,138,082,574 0.11% 15
(KAB)
bjb Back to Back Loan

206,899,713,865 0.34% 486 0.10% - 0.00% -
(BTB)
An Organik 776,468,328,549 1.28% 6,050 1.22% 2,470,492,891 0.32% 49
bjb Kredit Usaha Bhakti

6,521,879,851 0.01% 38 0.01% - 0.00% -
(KUB)
Total 60,498,793,980,939 100.00% 494,958 100.00% 82,347,119,350 0.14% 959
Berdasarkan data di atas, 3 (tiga) produk unggulan Based on the data above, 3 (three) prime consumer
Kredit Konsumer dan Ritel adalah berturut-turut and retail loans products is a row bjb KGB with
bjb KGB sebesar 67,62%, bjb KPPB sebesar 18,25%, 67,62%, bjb KPPB with 18,25%, and bjb KPB with
dan bjb KPB sebesar 10%,74. Ketiga produk 10%,74. The three products are loans intended for
tersebut merupakan kredit yang diperuntukkan the captive market of bank bjb consumer loans,
kepada captive market kredit konsumer bank bjb, namely active employees (bjb KGB), employees
yaitu pegawai aktif (bjb KGB), pegawai yang akan who are about to enter retirement (bjb KPPB) and
memasuki masa pensiun (bjb KPPB) dan pensiunan retirees (bjb KPB). The following is the outstanding
(bjb KPB). Berikut data outstanding ketiga produk data for the three products for the last 5 (five)
tersebut selama 5 (lima) tahun terakhir: years:

2020 Annual Report
Tabel Produk Unggulan Kredit Konsumer

Table of Outstanding Products of Consumer
Tahun Rata-Rata
Jenis
Year Pertumbuhan
Produk
Average
Name of
2020 2019 2018 2017 2016 Growth
Products
(%)
bjb KGB 40,911,683,437,166 39,484,193,134,743 37,499,710,679,521 36,311,949,553,844 35,311,949,553,844 4.02%
bjb KPPB 11,039,687,233,539 10,859,282,470,894 9,381,845,391,506 7,486,621,106,646 5,461,938,024,315 42.90%
bjb KPB 6,500,511,632,511 5,271,057,159,571 3,920,326,600,507 2,763,383,751,170 2,250,605,052,372 32.13%
Total 58,451,882,303,216 55,614,532,765,208 50,801,882,671,534 46,353,001,385,647 43,024,492,630,531
Berdasarkan data di atas, ketiga produk unggulan Based on the data above, the three superior
dimaksud selalu menunjukkan peningkatan products in question have always shown an
portolio selama 5 (lima) tahun terakhir. Rata-rata increase in their portfolios over the past 5 (five)
pertumbuhan bjb KGB adalah sebesar 4,02%, bjb years. The average growth rate of KGB bjb was
KPPB sebesar 42,90% dan bjb KPB sebesar 32,13%. 4.02%, KPPB bjb was 42.90% and KPB bjb was
32.13%.
Faktor Pendukung dan Penghambat Bisnis Kredit Supporting and Inhibiting Factors for Consumer
Konsumer dan Ritel and Retail Credit Business
Uraian faktor pendukung dan penghambat bisnis The following are descriptions of the factors
kredit konsumer adalah sebagai berikut: supporting and hindering the consumer credit
business:
1. Faktor Pendukung 1. Supporting Factors
a. Jumlah populasi Aparatur Sipil Negara a. The total population of State Civil Servants
(ASN) yang akan memasuki masa pensiun (ASN) who were about to enter retirement
mengalami kenaikan setiap tahunnya dan increased every year and this was an
ini menjadi peluang bagi bank bjb untuk opportunity for bank bjb to increase its loan
meningkatkan portofolio kredit, khususnya portfolio, especially the market share of the
market share produk bjb Kredit Purna Bhakti product bjb Kredit Purna Bhakti (bjb KPB).
(bjb KPB).
b. Beberapa tahun terakhir, Pemerintah b. In recent years, the Government opened the
membuka penerimaan Calon Pegawai Negeri acceptance of Candidates for Civil Servants
Sipil (CPNS), baik untuk PNS Pusat maupun (CPNS), both for Central and Regional
PNS Daerah. Hal ini tentunya menjadi Civil Servants. This certainly supported the
pendukung meningkatnya portofolio Kredit increase in the consumer and retail loan
Konsumer dan Ritel, khususnya bjb KGB. portfolio, especially bjb KGB.
c. Kebijakan dari regulator berupa Gerakan c. The regulator’s policy in the form of the
Nasional Non Tunai (GNNT), khususnya di National Non-Cash Movement (GNNT),
wilayah Jawa Barat, terimplementasikan especially in the West Java region, was
dengan dibayarkannya gaji ASN secara implemented by paying ASN salaries
langsung ke masing-masing rekening gaji directly to each employee’s salary account.
pegawai. Hal ini memudahkan bank bjb This made it easier for bank bjb as the bank
sebagai bank penyalur gaji mayoritas ASN that distributed the majority of ASN salaries
di Jawa Barat untuk melakukan pemotongan in West Java to make salary deductions for
gaji guna pembayaran angsuran kredit. payment of credit installments.

2. Faktor Penghambat 2. Inhibiting Factors

a. Sementara itu, implementasi Kebijakan a. Meanwhile, the implementation of the
Gerakan Nasional Non Tunai (GNNT) di National Non-Cash Movement (GNNT)
luar wilayah Jawa Barat justru menjadi Policy outside the West Java region has
hambatan bisnis. Dengan dibayarkannya become a business obstacle. The payment
gaji ASN secara langsung ke masing-masing of Civil Government salaries directly to
rekening gaji pegawai menyebabkan sulitnya each employee’s payroll account makes
melakukan penagihan untuk pembayaran it difficult to collect loan payments to
angsuran kredit kepada pegawai yang employees whose salaries are paid through
gajinya dibayarkan melalui bank pesaing a competing bank (local BPD) because the
(BPD setempat) dikarenakan bendahara treasurer who usually collects installments
yang biasanya melakukan collecting is no longer done collectively by the agency
angsuran tidak lagi dilakukan secara kolektif /company.
oleh pihak instansi/perusahaan.
b. Adanya himbauan dari Pemerintah b. There is an appeal from the local Regional
Daerah setempat kepada ASN nya untuk Government to its Civil Government to use
menggunakan layanan perbankan melalui banking services through the local BPD,
BPD setempat, termasuk pengajuan fasilitas including the submission of consumer credit
kredit konsumtif. facilities.
c. Munculnya Coronavirus Disease 2019 c. The emergence of Coronavirus Disease 2019
(COVID-19) pada akhir Tahun 2019 yang (COVID-19) at the end of 2019 which had
telah dinyatakan sebagai global pandemic been declared a global pandemic by the
oleh World Heatlh Organization (WHO), World Heat Organization (WHO). Until the
dimana hingga berakhirnya Tahun 2020 end of 2020 its growth and spread was still
pertumbuhan dan penyebarannya masih relatively high and even tended to increase.
relatif tinggi bahkan cenderung meningkat. This had quite an impact on consumer credit
Hal ini cukup berdampak terhadap aktivitas marketing activities. The Work From Home
pemasaran kredit konsumer. Kebijakan (WFH) policy that was enforced by the
Work From Home (WFH) yang diberlakukan Government and implemented in agencies
Pemerintah dan diimplementasikan pada that became a captive market had resulted
dinas/instansi yang merupakan captive in less optimal distribution of consumer
market menyebabkan kurang optimalnya credit.
penyaluran kredit konsumer.
Rencana dan Strategi Tahun 2020 Kredit Plan and Strategy In 2020 For Consumer Credits
Konsumer dan Ritel and Retail
Dalam menghadapi tahun 2020, Divisi Kredit In facing year 2020, the Consumer and Retail
Konsumer dan Ritel telah menyiapkan strategi Loan Division has prepared a Business Strategy to
bisnis untuk meningkatkan dan mempertahankan improve and maintain the Consumer loan portfolio.
portofolio kredit konsumer. Strategi bisnis The intended business strategies are as follows:
dimaksud adalah sebagai berikut:
1. Marketing Strategy 1. Marketing Strategy
Mengembangkan keunggulan daya saing yang Developing sustainable competitive advantage
berkesinambungan melewati pasar yang dimasuki, over the entered market, and marketing
dan progam pemasaran yang digunakan untuk programs used to serve the consumer credit
melayani pasar target kredit konsumer. target market.
a. Referral Marketing a. Referral Marketing
- Program Member Get Member (MGM) - Member Get Member (MGM) Program
- Program Reward Key Person - Reward Key Person Program

2020 Annual Report
b. Pricing b. Pricing
- Program Promo Extra Hebat (POTRET) - Extra Great Promo Program (POTRET)
- Program Manfaat Langsung - Direct Benefit Program
- Program bjb Musisi - Musisi bjb program
- Program Partial Rate Instansi - Ministry Agency Partial Rate Program
Kementerian
- Program Suku Bunga Khusus di Luar - Special Interest Rate Program Outside
Jawa Barat West Java
c. Take Over dan Top Up Program c. Take Over and Top Up Program
- Repayment Capacity (RPC) - Repayment Capacity (RPC)
- Mengulang Setia - Repeat Faithfully
- Program Take Over Pensiunan (TOP) - Retired Take Over Program (TOP)
d. Customer Reward d. Customer Reward
- HUT Indonesia - Indonesian Anniversary
- HUT bank bjb - bank bjb anniversary
- Program Ramadhan untuk bjb KPB - Ramadhan Program for bjb KPB
- Program Penghargaan Nasabah Setia - Loyal Customer Award Program
e. Internal Appreciation e. Internal Appreciation
- bjb RACER - bjb RACER
- AO Gathering and Outbond - AO Gathering and Outbond
- Reward Kantor Cabang - Branch Office Reward
2. Produk Diversification Strategy 2. Product Diversification Strategy
Eksplorasi dan pengembangan produk dan Exploration and development of new products
atau pasar yang baru, dalam rangka mengejar and/or markets, in order to pursue growth,
pertumbuhan, peningkatan penjualan, increase sales, profitability, and flexibility
profitabilitas, dan fleksibilitas melalui bjb through bjb GenCash.
GenCash.
3. People Development Strategy 3. People Development Strategy
Meningkatkan kualitas sumber daya manusia Improve the quality of human resources in
dalam melakukan pemasaran kredit konsumer marketing consumer credit for bank bjb
bank bjb melalui: through:
a. Marketing Club a. Marketing Club
b. Consumer Carrier Challenge b. Consumer Carrier Challenge
c. Coaching Clinic c. Coaching Clinic
d. Knowledge Development d. Knowledge Development
4. Internal Process Strategy 4. Internal Process Strategy
Meningkatkan proses bisnis perusahaan agar Improve the company’s business processes
dapat memberikan jasa layanan perbankan so that they can provide maximum banking
yang maksimal kepada debitur melalui: services to debtors through:
a. Fronting Agent a. Fronting Agent
b. Pengembangan SMS Blast dan Email b. Development of SMS Blast and Email
Notification Notification
c. E-Form Phase c. E-Form Phase
d. Optimalisasi Loan management System d. Optimizing Loan Management System
(LMS) (LMS)
e. Otomatisasi Blokir e. Automatic Blocked
f. Pengembangan Consumer Loan f. Development of Consumer Loan
Management System (CLMS) dan Consumer Management System (CLMS) and Consumer
Pay (Cospay) Pay (Cospay)

KORPORASI DAN KOMERSIAL CORPORATE AND COMMERCIAL
Penjelasan Korporasi dan Komersial Corporation and Commercial Explanation

Kredit konsumer yang dapat diperoleh per Consumer loans that can be obtained per
nasabah adalah ±Rp1,7 milar. Produk korporasi dan customer is ± IDR1.7 billion. The corporate and
komersial bank bjb terbagi atas produk cash loan commercial products of bank bjb are divided
dan non cash loan. Produk cash loan secara garis into cash loan and non-cash loan products. Cash
besar terdiri dari kredit modal kerja dan kredit loan products generally consist of working capital
investasi. Sedangkan untuk produk non cash loan loans and investment loans. Whereas for non-cash
adalah layanan penerbitan garansi bank untuk loan products is a bank guarantee issuance service
proyek-proyek Pemerintah maupun swasta, yang for government and private projects, which can
dapat meningkatkan fee based income bank bjb. increase bank fee-based income bank bjb.
Keunggulan Layanan Korporasi dan Komersial Advantages of Corporate and Commercial Services
Sesuai dengan Misi bank bjb yaitu memberikan In accordance with the mission of bank bjb, which
kontribusi dan partisipasi sebagai penggerak was to contribute and participate as a driving force
dan pendorong laju perekonomian daerah, Divisi and driving the pace of the regional economy, the
Korporasi dan Komersial memiliki produk yang Corporate and Commercial Divisions had products
mendukung lajunya perekonomian daerah yaitu that supported the pace of the regional economy,
Produk bjb INDAH. namely bjb INDAH products.
Produk bjb INDAH berperan aktif mendukung INDAH bjb products played an active role in
percepatan program pembangunan Pemerintah supporting the acceleration of local government
Daerah dengan fasilitas kredit bagi Pemerintah development programs with credit facilities for
Daerah maupun Swasta. bjb INDAH ditujukan untuk local and private governments. bjb INDAH was
mendanai kegiatan proyek-proyek infrastruktur intended to finance infrastructure project activities
serta pengadaan barang dan jasa Pemerintah as well as the procurement of local government
Daerah yang dapat memberikan manfaat ekonomi goods and services that could provide economic
dan sosial bagi masyarakat. and social benefits to the community.
• Fasilitas Pinjaman Daerah yang telah disalurkan • Regional Loan Facilities that have been
sampai dengan Tahun 2020: disbursed until 2020:
1. Pemerintah Kota Cimahi tahun 2016 plafond 1. Cimahi City Government in 2016 with ceiling
Rp150 miliar tenor 120 (seratus dua puluh) of IDR150 billion with a tenor of 120 (one
bulan (pinjaman jangka panjang). hundred and twenty) months (long-term
loan).
2. Pemerintah Kabupaten Ciamis tahun 2017 2. The government of Ciamis Regency in 2017
plafond Rp56 miliar tenor 5 (lima) bulan with a ceiling of IDR56 billion with a tenor of
(pinjaman jangka pendek). 5 (five) months (short-term loan).
3. Pemerintah Kabupaten Lampung Utara 3. The Government of North Lampung
tahun 2017 plafond Rp110 miliar tenor 24 Regency in 2017, a ceiling of IDR110 billion
(dua puluh empat) bulan (pinjaman jangka with a tenor of 24 (twenty-four) months
menengah). (medium-term loan).
4. Pemerintah Kabupaten Ciamis tahun 2018 4. The Ciamis Regency Government in 2018
plafond Rp55 miliar tenor 5 (lima) bulan with a ceiling of IDR55 billion with a tenor of
(pinjaman jangka pendek). 5 (five) months (short-term loan).
5. Pemerintah Kabupaten Kuningan tahun 5. Kuningan Regency Government in 2019,
2019 plafond Rp60 miliar tenor 5 (lima) a ceiling of IDR60 billion with a tenor of 5
bulan (pinjaman jangka pendek). (five) months (short-term loan).

2020 Annual Report
6. Pemerintah Kabupaten Pangandaran tahun 6. Pangandaran Regency Government in 2020,

2020 plafond Rp100 miliar tenor 12 (dua a ceiling of IDR100 billion with a tenor of 12
belas) bulan (pinjaman jangka pendek). (twelve) months (short-term loan).
• Fasilitas Pinjaman Daerah yang masih berjalan: • Regional loan facilities that were still running:
1. Pemerintah Kota Bengkulu tahun 2020 1. Bengkulu City Government in 2020, a ceiling
plafond Rp121 miliar tenor 30 (tiga puluh) of IDR121 billion with a tenor of 30 (thirty)
bulan (pinjaman jangka menengah). months (medium-term loan).
2. Pemerintah Kabupaten Pangandaran tahun 2. Pangandaran Regency Government in 2020,
2020 plafond Rp. 200 miliar tenor 12 (dua a ceiling of IDR200 billion tenor 12 (twelve)
belas) bulan (pinjaman jangka pendek) months (short term loan)
• Potensi Fasilitas Pinjaman Daerah: • Potential Regional Loan Facilities:
1. Pemerintah Kabupaten Cianjur tahun 2021 1. Cianjur Regency Government in 2021, the
plafond Rp50 miliar. ceiling was IDR50 billion.
2. Pemerintah Kabupaten Ciamis tahun 2021 2. Ciamis Regency Government in 2021, the
3. Pemerintah Kabupaten Subang tahun 2021 3. Subang Regency Government in 2021, the
Pengembangan Produk Layanan Korporasi dan Corporate and Commercial Service Product
Komersial Development
Dalam rangka menunjang bisnis Divisi Korporasi In order to support the business of the Corporate
dan Komersial selama periode tahun 2020 telah and Commercial Division throughout 2020 product
dilakukan pengembangan produk dan layanan and service development has been carried out
diantaranya sebagai berikut: including the following:
1. Penyesuaian standar operasional prosedur 1. Adjustment of Standard Operating Procedures
segmen korporasi dan komersial. for Corporate and Commercial segments.
2. Penyesuaian manual produk kredit kepada 2. Adjustment of the Product Manual Loan to the
koperasi dan manual produk kredit modal kerja Cooperative and the Rural Bank Credit Capital
BPR serta manual produk bjb pinjaman daerah. Product Manual and the Regional Loan bjb
Product Manual.
3. Penyesuaian manual produk kredit modal kerja 3. Manual adjustment of construction working
konstruksi yang saat ini berubah menjadi kredit capital credit products that were currently
modal kerja kontrak. transformed into contract working capital
loans.
4. Pengembangan produk kredit modal kerja 4. Development of developer working capital loan
pengembang untuk mengakomodir developer products to accommodate developers with the
dengan tujuan pembangunan rumah sederhana. aim of building simple houses.
5. Penyusunan Industry Acceptance Criteria (IAC) 5. Preparation of Industry Acceptance Criteria
untuk sektor kelapa sawit, dimana tujuannya (IAC) for the palm oil sector, where the objective
untuk mendukung proses pemberian kredit was to support the process of providing credit
kepada calon debitur yang bergerak di sektor to prospective borrowers engaged in the palm
kelapa sawit sebagai upaya diversifikasi sektor oil sector as an effort to diversify the economic
ekonomi dalam penyaluran kredit. sector in lending.
6. Penyesuaian jenis produk kredit cash collateral 6. Adjustment of cash collateral credit products
dengan penambahan skema cash collateral with the addition of a cash collateral standby
standby plafond, dimana tujuannya untuk ceiling scheme, which aimed to accommodate
mengakomodir potensi cash collateral pada potential cash collateral in corporate
perusahaan korporasi. companies.
7. Pengembangan aplikasi distributor financing 7. Development of an online distributor financing
dan garansi bank online , rencana akan and bank guarantee application, planned to be
launching pada tahun 2021. launched in 2021.

Produktivitas Korporasi dan Komersial Corporate and Commercial Productivity

Uraian produktivitas korporasi dan komersial The description of corporate and commercial
disajikan sebagai berikut. productivity is presented as follows.
Tabel Pembiayaan Produk Cash Loan

Table of Cash Loan Product Financing
(dalam jutaan Rupiah/in million IDR)
Tahun Pertumbuhan
Year Growth
31 31
Segmen Jenis Kredit Desember Desember
Segment Type of Credit 2020 Komposisi 2019 Komposisi (Rp)
(%)
31 Composition 31 Composition (IDR)
December Desember
2020 2019
Accepted Invoice Financing
22,059 0.14% 28,308 0.21% (6,249) (22.08%)
Accepted Invoice Financing
Kredit Investasi (KI) Cash
Collateral
4,063 0.03% 5,375 0.04% (1,312) (24.42%)
Investment Loan (KI) Cash
Collateral
KI Pinjaman Dalam Negeri
0 0.00% 332,145 2.51% (332,145) (100.00%)
Domestic Loan KI
Kredit Investasi Umum (KIU)
General Investment Loan 1,406,313 8.92% 694,561 5.25% 711,752 102.48%
(KIU)
KIU Sindikasi
1,263,243 8.01% 903,788 6.84% 359,455 39.77%
KIU Syndication
Kredit Modal Kerja (KMK)
Cash Collateral
307,971 1.95% 347,729 2.63% (39,758) (11.43%)
Cash Collateral Working
Capital Loan (KMK)
KMK Kredit Jangka Pendek
2,200,000 13.95% 2,150,000 16.27% 50,000 2.33%
KMK Short Term Loan
Korporasi KMK Pengembang
30,278 0.19% 29,556 0.22% 722 2.44%
dan KMK Developer
Komersial
KMK Umum - Pada
Corporate
Perusahaan Pembiayaan
and 1,140,188 7.23% 1,437,024 10.87% (296,835) (20.66%)
General KMK - At Financing
Commercial
Companies
Kredit Modal Kerja
Kontraktor (KMKK)
3,715,612 23.56% 2,760,612 20.89% 955,000 34.59%
Contractor Working Capital
Loan (KMKK)
Kredit Modal Kerja Umum
(KMKU)
2,948,768 18.70% 2,195,632 16.61% 753,135 34.30%
General Working Capital
Loan (KMKU)
Kredit Modal Kerja Umum
Rekening Koran (KMKU R/C)
Current Account General 2,314,732 14.68% 2,099,713 15.89% 215,019 10.24%
Working Capital Loan (KMKU
R/C)
KMKU Sindikasi
410,709 2.60% 205,623 1.56% 205,087 99.74%
KMKU Syndication
PO - Financing
4,605 0.03% 27,739 0.21% (23,134) (83.40%)
PO - Financing
TOTAL 15,768,540 100.00% 13,217,804 100.00% 2,550,736 19.30%

2020 Annual Report
Tahun Pertumbuhan
Year Growth
31 31
Segmen Jenis Kredit Desember Desember
Segment Type of Credit 2020 Komposisi 2019 Komposisi (Rp)
(%)
31 Composition 31 Composition (IDR)
December Desember
2020 2019
Giro Bank Pinjaman
Rekening Koran (PRK)
Current Account for Bank 7,301 0.21% 7,443 0.21% (142) (1.91%)
Loans Checking account
(PRK)
KI BPR
9,189 0.26% 2,816 0.08% 6,373 226.35%
KI BPR
KI Cash Collateral - Koperasi
dan Lembaga Keuangan
Mikro (LKM)
KI Cash Collateral 4,750 0.13% 0 0.00% 4,750 100.00%
- Cooperatives and
Microfinance Institutions
(LKM)
KI Koperasi
3,565 0.10% 3,996 0.11% (431) (10.80%)
KI Cooperative
KMK - Koperasi
0 0.00% 1,408 0.04% (1,408) (100.00%)
KMK - Cooperative
KMK Cash Collateral -
Koperasi dan LKM
Bank 2,745 0.08% 0 0.00% 2,745 100.00%
Perkreditan
Cooperative and LKM
Rakyat (BPR)
Revolvimg - BPR
98,898 2.78% 0 0.00% 98,898 100.00%
Revolvimg - BPR
KMK Demand Loan
177,821 5.00% 66,050 1.88% 111,771 169.22%
KMK Demand Loan
KMK Mikro Linkage Program
433,926 12.20% 520,332 14.78% (86,406) (16.61%)
KMK Micro Linkage Program
KMK Pada Koperasi
Karyawan
439,944 12.37% 442,220 12.56% (2,276) (0.51%)
KMK at the Employee
Cooperative
KMKU KKs Bank Lain
2,363,266 66.46% 2,454,991 69.72% (91,724) (3.74%)
KMKU KKs for Other Banks
Kredit Rekening Koran -
Koperasi
14,386 0.40% 21,996 0.62% (7,610) (34.60%)
Current Account Loan -
Cooperative
TOTAL 3,555,793 100.00% 3,521,252 100.00% 34,541 0.98%
Grand Total 19,324,333 - 16,739,056 - 2,585,277 15.44%
Pertumbuhan kredit tahun 2020 meningkat Credit growth in 2020 increased by 15.44% or
sebesar 15.44% atau sebesar Rp2,58 triliun dari Rp2.58 trillion from the position of Rp16.73 trillion
posisi Rp16,73 triliun pada tahun 2019 menjadi in 2019 to Rp19.32 trillion in 2020. This increase
Rp19,32 triliun pada tahun 2020. Peningkatan was contributed by the provision of working
tersebut dikontribusi dari pemberian kredit capital loans and short-term loans, which were the
modal kerja dan kredit jangka pendek yang highest increase. compared to the previous year.
merupakan peningkatan tertinggi dibanding tahun
sebelumnya.

Sesuai dengan rencana dan strategi Divisi Korporasi In accordance with the plans and strategies of the
dan Komersial untuk menciptakan budaya kredit Corporate and Commercial Division to create a
yang mengutamakan pertumbuhan kredit dengan credit culture that prioritized loan growth while still
tetap menerapkan prinsip kehati-hatian. Pada applying the principle of prudence. In December
Bulan Desember 2020 terdapat perbaikan kualitas 2020, there was an improvement in loan quality
kredit seluruh segmen total sebesar Rp50,92 miliar. across all segments, totaling IDR50.92 billion. This
Kondisi tersebut menggambarkan bahwa seluruh condition illustrated that the entire team of the
tim Divisi Korporasi dan Komesial khususnya Corporate and Commercial Division, especially the
segmen komersial telah menjalankan fungsinya commercial segment, performed its function well.
dengan baik. Adapun pergerakan kualitas kredit The credit quality movements in the last 5 (five)
dalam 5 (lima) tahun terakhir adalah sebagai years were as follows:
berikut:
Table Kualitas Kredit

Table of Credit Quality
Non Perfoming Loan (NPL)

Segmen
2020 2019 2018 2017 2016
Segment
Absolute % Absolute % Absolute % Absolute % Absolute %
Komersial
566,614 11.40% 587,199 14.05% 412,280 8.13% 223,700 4.24% 177,890 4.62%
Consumer
Korporasi
169,307 1.57% 186,062 2.06% 181,120 2.53% 169,400 2.05% 180,220 2.59%
Corporation
Sub Total 735,920 4.67% 773,261 5.85% 593,400 4.85% 393,100 2.90% 358,110 3.32%
BPR
7,777 0.22% 21,365 0.61% 27,572 0.78% 35,211 1.16% 68,861 3.23%
BPR
Grand Total 743,697 3.85% 794,626 4.75% 620,972 3.94% 428,311 2.59% 426,971 3.30%
Faktor Pendukung dan Penghambat Bisnis Supporting and Inhibiting Factors of Corporate
Korporasi dan Komersial and Commercial Business Factors
Uraian faktor pendukung dan penghambat bisnis The description of the supporting and inhibiting
korporasi dan komersial adalah sebagai berikut: factors of corporate and commercial business are
1. Faktor Pendukung as follows:
Dalam mendukung pertumbuhan portfolio 1. Supporting Factors
kredit Divisi Korporasi dan Komersial yang In supporting the healthy and quality growth
sehat dan berkualitas diperlukan pengelolaan of the credit portfolio of the Corporate and
infrastruktur yang baik antara lain sebagai Commercial Division, sound infrastructure
berikut: management is needed, including the following:
Divisi Korporasi dan Komersial didukung oleh The Corporate and Commercial Divisions
infrastruktur yang cukup dalam menerapkan are supported by adequate infrastructure in
budaya kredit yang lebih baik untuk implementing a better credit culture for healthy
pertumbuhan kredit yang sehat dan berkualitas, and quality credit growth, among others:
antara lain:
a. Ketersediaan Sumber Daya Manusia (SDM)/ a. Availability of Human Resources (HR)/
Account Officer (AO) yang tersebar di Account Officer (AO) spread across Branch
Kantor Cabang, Kantor Wilayah dan Kantor Offices, Regional Offices and Head Office.
Pusat. Jumlah SDM Divisi Korporasi dan The number of Human Resources for the

2020 Annual Report
Komersial sampai dengan 31 Desember Corporate and Commercial Divisions as of 31

2020 sebanyak 301 orang, yang terdiri dari December 2020 was 301 people, consisting
251 orang Account Officer (AO) Komersial of 251 Commercial Account Officers (AO)
di Kantor Cabang, 24 orang Account Officer at Branch Offices, 24 Commercial Account
(AO) Komersial di Kantor Wilayah dan 26 Officers (AO) at Regional Offices and 26
orang Account Officer (AO) Korporasi di Corporate Account Officers (AO). at the
Kantor Pusat. Head Office.
b. Adanya pembagian kelompok Account b. There are divisions of the Commercial
Officer (AO) Komersial di Kantor Cabang Account Officer (AO) group at Branch
yaitu AO Komersial, AO Umum dan AO Offices, namely Commercial AO, General
Konstruksi sehingga dapat lebih fokus AO and Construction AO so that they can
dalam mengelola portofolio kredit. focus more on managing the loan portfolio.
c. E-Learning yang dilakukan secara mingguan c. E-Learning which was conducted on
untuk seluruh Account Officer dan Manager a weekly basis for all Account Officers
Komersial untuk meningkatkan pemahaman and Commercial Managers to improve
produk bisnis kelolaan Divisi Korporasi dan understanding of the business products
Komersial selama Tahun 2020 sebanyak 36 managed by the Corporate and Commercial
modul soal; Divisions during 2020 as many as 36
question modules;
d. Penyempurnaan aplikasi Loan Management d. Completion of the Commercial Segment
System (LMS) Segmen Komersial untuk Loan Management System (LMS) application
mendukung proses bisnis, khususnya dalam to support business processes, particularly
hal mendukung proses penyaluran kredit in terms of supporting the new commercial
komersial pengajuan baru sebagai berikut: loan application process as follows:
- KMKK Standby Loan - KMKK Standby Loan
- KMKK Transaksional - Transactional KMKK
- KMK RC Murni - Pure RC KMK
- KMK RC Terbatas - Limited KMK RC
- KMK Umum - KMK General
- Kredit Investasi - Investment Loan
e. Pengembangan aplikasi Loan Management e. Development of the Loan Management
System (LMS) berupa menu baru yaitu System (LMS) application in the form
Report SLA dan assigment untuk track of a new menu, namely Report SLA and
record AO kelolaan dan pemutus kredit; assignments for the track record of AO
managed and credit breakers;
f. Pengembangan aplikasi Loan Management f. Development of the Loan Management
System (LMS) yang sudah ready to live System (LMS) application that was ready to
diantaranya sebagai berikut: live, including the following:
- Cash Collaterral - Cash Collateral
- KMK Pengembang - KMK Developer
- Kredit Kepada Lembaga Pembiayaan - Credit to Financing Institutions
- Badan Layanan Umum Daerah (BLUD) - Regional Public Service Agency (BLUD)
- KMK Resi Gudang - KMK Warehouse Receipt
g. Proses pengembangan alur suplesi dan g. The process of developing the supply chain
perpanjangan KMKK Standby Loan, MAK and extension of the KMKK Standby Loan,
Watchlist dan Analisa 3 (tiga) pilar. MAK Watchlist and Analysis of 3 (three)
pillars.
h.
Percepatan pengembangan aplikasi h. Acceleration of the development of the
distributor financing dan garansi bank online distributor financing and bank
online yang ditargetkan akan launching di guarantee application which is targeted to
tahun 2021. be launched in 2021.


Tahun 2020 merupakan tahun yang cukup 2020 became a tough year for all business
berat bagi seluruh sektor bisnis di seluruh dunia sectors around the world, including Indonesia.
termasuk Indonesia. Pertumbuhan ekonomi Indonesia’s economic growth in Quarter III-
Indonesia Triwulan III-2020 dibandingkan 2020 compared to Quarter III-2019 contracted
dengan Triwulan III-2019 terkontraksi 3,49 3.49%, almost all business sectors contracted,
%, hampir seluruh sektor usaha terkontraksi including the banking sector, the COVID-19
termasuk sektor perbankan, pandemi COVID-19 pandemic greatly impacted the banking
sangat berdampak terhadap bisnis perbankan business both in terms of expansion and credit
baik secara ekspansi maupun kualitas kredit. quality. This condition was a challenge for bank
Kondisi tersebut menjadi tantangan tersendiri bjb, especially the Corporate and Commercial
bagi bank bjb khususnya Divisi Korporasi dan Divisions, to be able to continue to grow in a
Komersial untuk dapat tetap tumbuh secara quality manner.
berkualitas.
Rencana dan Strategi Tahun 2021 Korporasi dan Plan and Strategy In 2021 for Corporation and
Komersial Commercial
Divisi Korporasi dan Komersial melanjutkan The Corporate and Commercial Division continues
strategi yang telah dilaksanakan pada tahun 2020 the strategy that has been implemented in 2020
untuk mendukung pencapaian target tahun 2021. to support the achievement of the 2021 target. The
Strategi Tahun 2021 antara lain sebagai berikut: 2021 strategy includes the following:
1. Menciptakan budaya kredit yang 1. Creating a credit culture that prioritizes credit
mengutamakan pertumbuhan kredit dengan growth while still applying the principle of
tetap menerapkan prinsip kehati-hatian. prudence.
2. Meningkatkan porsi fee based termasuk 2. Increasing the fee based portion including by
dengan cara berperan aktif sebagai lead taking an active role as a lead syndication as
sindikasi sekaligus dalam rangka meningkatkan well as in order to increase bank bjb branding.
branding bank bjb.
3. Optimalisasi trickle down business korporasi 3. Optimizing the corporate trickle down business
untuk memperoleh targeted customer dalam to obtain targeted customers in lending in
penyaluran kredit sesuai dengan portofolio accordance with the portfolio guidelines.
guideline.
USAHA MIKRO KECIL DAN MENEGAH (UMKM) MICRO, SMALL AND MEDIUM ENTERPRISES
(UMKM)
Penjelasan Kredit UMKM MSME Explanation

Produk kredit UMKM di tahun 2020 terdiri dari MSME loan products in 2020 consisted of Main
Kredit Mikro Utama (KMU), Kredit Usaha Kecil Micro Loan (KMU), Small and Medium Enterprise
Menengah (UKM), Kredit Skema Subsidi Resi Loan (UKM), Warehouse Receipt Subsidy Scheme
Gudang (S-SRG), Kredit Usaha Rakyat (KUR), Loan (S-SRG), People’s Business Loan (KUR),
Kredit bjb Masyarakat Ekonomi Sejahtera (bjb bjb Prosperous Economic Community Loan (bjb
Mesra) serta Kredit Cinta Rakyat (KCR) yang Mesra) and Cinta Rakyat Loan (KCR) which ended
berakhir di bulan November 2020. in November 2020.
Di sisi lain, layanan yang ditawarkan oleh On the other hand, services offered by the
Divisi Kredit UMKM mencakup layanan PESAT MSME Loan Division include PESAT (Integrated
(Pemberdayaan Ekonomi Masyarakat Terpadu) Community Economic Empowerment) services as
serta pelayanan di bidang account maintenance well as services in the field of account maintenance
melalui layanan cash pick up. Layanan–layanan through Cash Pick Up services. These servicea are
inilah yang menjadi keunggulan dari Divisi Kredit the advantage of the SME Loan Division.
UMKM.

2020 Annual Report
Adapun uraian mengenai jenis kredit UMKM The description of the types of MSME loans is
disajikan sebagai berikut: presented as follow:
1. Kredit Mikro Utama (KMU) 1. Main Micro Credit (KMU)
Calon nasabah yang dapat menikmati fasilitas Prospective customers who can enjoy Main
Kredit Mikro Utama dari bank bjb adalah para Micro Credit facilities from Company are
pelaku usaha perorangan Badan Usaha (PT, CV) individual business entities (PT, CV) in the
dalam sektor ekonomi produktif yang masuk productive economy sector that are categorized
kategori Usaha Mikro Kecil dan Menengah as Micro and Medium Enterprises such as
seperti pengusaha kecil, pedagang, wirausaha, small entrepreneurs, traders, entrepreneurs,
wiraswasta produktif (khusus perorangan) yang productive entrepreneurs (especially
saat ini aktif menjalankan usahanya minimal 2 individuals) which is currently actively running
(dua) tahun. its business for a minimum of 2 (two) years.
Keunggulan produk KMU adalah: The advantages of KMU products are:
a. Suku Bunga lebih ringan dibanding produk a. Interest rates are lighter than similar products
sejenis milik kompetitor. owned by competitors.
b. Persyaratan mudah. b. Easy requirements.
c. Jangka waktu kredit fleksibel. c. Flexible credit term.
2. Kredit Usaha Kecil Menengah (UKM) 2. Small and Medium Enterprises Loans (UKM)
Calon nasabah yang dapat menikmati fasilitas Prospective customers who can enjoy the
Kredit Usaha Kecil Menengah dari bank bjb Small and Medium Enterprises Loans facilities
adalah para pelaku usaha perorangan (termasuk from the Company are individuals (including
PD/UD) dan Badan Usaha (PT, CV) dalam PD/UD) and Business Entities (PT, CV) in the
sektor ekonomi produktif yang masuk kategori productive economy sector that are categorized
Usaha Kecil dan Menengah seperti pengusaha as Small and Medium Enterprises such as
kecil, pedagang, wirausaha, wiraswasta small entrepreneurs, traders, entrepreneurs,
produktif (khusus perorangan) yang saat ini productive entrepreneurs (especially
aktif menjalankan usahanya minimal 3 (tiga) individuals) who are currently actively running
tahun. their business for a minimum of 3 (three) years.
Keunggulan produk UKM adalah: The advantages of SME products are:
a. Suku Bunga bersaing a. Competitive interest rates
b. Sistem pembayaran angsuran bervariasi b. The installment payment system varies
- Kredit Angsuran Berjangka (KAB)/ - Term Installment loans (KAB)/
angsuran/Installment installments/Installment
- Kredit Berjangka (KB)/Demand Loan - Futures Loans (KB)/Demand Loans
- Pinjaman Rekening Koran (PRK) - Current Account Loans (PRK)
3. Kredit Usaha Rakyat (KUR) 3. People’s Business Loans (KUR)

Kredit Usaha Rakyat dari bank bjb adalah People’s Business Loans facility from the
segmen pasar kredit Perorangan atau Badan Company are the credit market segments of
Usaha produktif berupa usaha mikro, kecil Individuals or Productive Business Entities in
dan menengah dengan usaha telah berjalan the form of micro, small and medium-sized
minimal 6 (enam) bulan. Jenis KUR terdiri dari businesses with the business running for at least
KUR Super Mikro, KUR Mikro, KUR Kecil dan 6 months. Types of KUR consist of Micro KUR,
KUR Penempatan TKI. Small KUR and KUR Placement of Indonesian
Migrant Workers.
Keunggulan produk KUR adalah: The advantages of KUR products are:
a. Suku Bunga Ringan a. Low Interest Rates
b. Bebas biaya provisi b. Free provision fees
c. Berlaku untuk seluruh segmen usaha c. Valid for all productive business segments
produktif

4. Kredit Skema Subsidi Resi Gudang (S-SRG) 4. Warehouse Receipt Subsidy (S-SRG) Loans
Scheme
Skema Subsidi Resi Gudang yang selanjutnya The Warehouse Receipt Subsidy Scheme,
disebut bjb S-SRG adalah kredit yang hereinafter referred to as bjb S-SRG, is a credit
mendapatkan Subsidi Bunga dari Pemerintah that receives an Interest Subsidy from the
dengan jaminan Resi Gudang yang diberikan Government with a guarantee of a Warehouse
oleh Bank kepada Petani, Kelompok Tani, Receipt granted by the Bank to Farmers,
Gabungan Kelompok Tani dan Koperasi. Resi Farmers Groups, Farmers Group Associations
Gudang adalah dokumen bukti kepemilikan and Cooperatives. Warehouse Receipt is a
atas barang yang disimpan di Gudang yang document of proof of ownership of goods
diterbitkan oleh Pengelola Gudang. stored in the Warehouse that is issued by the
Warehouse Manager.
Keunggulan produk S-SRG adalah: The advantages of S-SRG products are:
a. Suku Bunga Ringan a. Low Interest Rates
b. Bebas biaya provisi b. Free provision fees
c. Bebas Biaya Administrasi c. Free Administration Fee
5. Kredit bjb Mesra 5. bjb Mesra Loans

Kredit bjb Mesra adalah program pinjaman bjb Mesra Loans is a venture capital loan program
modal usaha dengan plafond maksimal with a maximum plafond of IDR5,000,000 (five
Rp5.000.000 (lima juta rupiah) bagi masyarakat million IDR) for small communities that are not
kecil yang belum bankable. yet bankable.
Keunggulan produk Mesra adalah: The advantages of Mesra products are:

a. Bunga 0% a. 0% Interest
b. Tanpa Agunan b. Without collateral
c. Bebas biaya provisi c. Free provision fees
d. Hanya untuk masyarakat Jawa Barat d. Only for the people of West Java
6. Kredit Cinta Rakyat (KCR) *) 6. Kredit Cinta Rakyat (KCR) *)

Kredit Cinta Rakyat dari bank bjb adalah segmen People’s Love Loans facility from Company
pasar kredit Perorangan atau Badan Usaha are the credit market segments of Individuals
termasuk Koperasi yang masih memiliki potensi or Business Entities including Cooperatives
untuk dibiayai dengan kredit, yaitu untuk para that still have the potential to be financed with
pelaku usaha dalam sektor produktif meliputi loans, namely for businesses in productive
pertanian, tanaman pangan, perkebunan, sectors including agriculture, food crops,
peternakan, perikanan dan kelautan, kehutanan, plantations, livestock, fisheries and maritime,
perindustrian, perdagangan, pertambangan forestry, industry, trade, community mining and
rakyat dan sektor lainnya dengan usaha telah other sectors with a business that has been
berjalan minimal 1 tahun untuk perorangan dan running for at least 1 (one) year for individuals
2 tahun untuk badan usaha. and 2 (two) years for business entities.
Keunggulan produk KCR adalah: The advantages of KCR products are:

a. Hanya untuk masyarakat Jawa Barat a. Only for the people of West Java
b. Suku Bunga Ringan b. Low Interest Rates
c. Bebas Biaya Provisi c. Free Provision Fee
d. Bebas Biaya Administrasi d. Free Administration Fee
*) Penyaluran Kredit Cinta Rakyat (KCR) telah berakhir di *) Kredit Cinta Rakyat (KCR) has ended in November 2020
bulan November 2020.

2020 Annual Report
7. Pemberdayaan Ekonomi Masyarakat Terpadu 7. Integrated Community Economic Empowerment

(PESAT) (PESAT)
PESAT adalah layanan yang ditawarkan oleh PESAT became a service offered by the MSME
Divisi Kredit UMKM yang terdiri dari 3 (tiga) Pilar Loan Division which consisted of 3 (three)
yaitu; Pilar pertama Pesat Kapasitas Usaha, Pilar pillars, namely; The first pillar was Fast for
kedua Pesat Wirausaha Baru dan Pilar Ketiga Business Capacity; the second pillar was Fast
Pesat Sehat dan Produktif. Layanan PESAT for New Entrepreneurs; and the third pillar was
terhadap debitur, nasabah dan masyarakat Fast for Healthy and Productive. PESAT serviced
pelaku UMKM. Penyebaran Virus Corona to debtors, customers and the community
(COVID-19) yang terjadi di Indonesia sangat who had MSMEs. The spread of the Corona
berdampak ke seluruh sektor salah satunya Virus (COVID-19) that occurred in Indonesia
penyelenggaraan aktivitas pemberdayaan had a profound impact on all sectors, one of
masyarakat Sehubungan dengan kondisi which was the implementation of community
tersebut untuk menjaga keberlangsungan empowerment activities. In accordance to the
kegiatan Sentra UMKM/PESAT menyusun spread of virus, to maintain the continuity of
BCP (Business Continuity Plan) yang berisi empowerment programs to the community, the
serangkaian program pemberdayaan yang bank designed to replace face-to-face meeting
didesain untuk bisa menggantikan kelas classes with similar activities through social
pertemuan tatap muka dengan aktivitas sejenis media and other online media. With this BCP,
melalui media sosial dan media online lainnya. debtors and MSME players could still follow the
Dengan BCP ini maka debitur dan pelaku UMKM learning process.
tetap dapat mengikuti proses pembelajaran.
Selama periode Januari sampai dengan During the period from January to December
Desember 2020, Sentra UMKM Pesat baik 2020, the PESAT MSME Center, both through
melalui Program 3 Pilar Pesat dan Bisnis the PESAT 3 Pillar Program and the Business
Continuity Plan telah melakukan 593 kegiatan Continuity Plan, carried out 593 activities with
dengan 40.837 penerima manfaat. Melalui 40,837 beneficiaries. Through this activity, the
kegiatan ini kami melakukan pemasaran bank was able to conduct marketing MSME loan
kredit UMKM dengan Potensi sebesar with a potential of IDR183,528,800,000.00 (one
Rp183.528.800.000,00 (seratus delapan hundred eighty-three billion five hundred twenty-
puluh tiga miliar lima ratus dua puluh delapan eight million eight hundred thousand rupiah)
juta delapan ratus ribu rupiah) dari kegiatan from external activities and IDR64,335,500,000
eksternal dan Rp64.335.500.000 (enam puluh (sixty four billion three hundred and thirty-five
empat miliar tiga ratus tiga puluh lima juta lima million five hundred thousand rupiah) of potential
ratus ribu rupiah) dari potensi top up debitur top up debtors managed by beneficiaries of the
kelolaan penerima manfaat program PESAT. PESAT program.
a. PESAT Kapasitas Usaha a. PESAT Business Capacity
Pilar PESAT kapasitas usaha ini bertujuan The PESAT pillar of business capacity aims
untuk meningkatkan skala usaha (scale to increase the scale up of MSME actors to
up) pelaku UMKM untuk naik kelas, move up in class, which is marked by an
yang ditandai dengan kenaikan aset increase in assets and turnover. The type
dan omzet. Jenis program pada pilar ini of program on this pillar is carried out with
dilakukan dengan sasaran; peningkatan a target; increase in knowledge, attitudes
pengetahuan, sikap dan keterampilan serta and skills as well as market expansion
kesempatan perluasan pasar. Sejumlah 562 opportunities. A total of 562 beneficiaries
penerima manfaat yang telah mengikuti have participated in internal training
kegiatan Pelatihan Internal dan seminar activities and entrepreneurship seminars
kewirausahaan serta gelar produk. and product titles. The implementation of
Pelaksanaan pelatihan per Kantor wilayah training per regional office can be seen as
dapat dilihat sebagai berikut: follows:

Sentra Bandung : Total 24 kegiatan Bandung Center : Total 24 activities

Sentra Pakuan : Total 10 kegiatan Pakuan Center : Total 10 activities
Sentra Cirebon : Total 12 kegiatan Cirebon Center : Total 12 activities
Sentra Priangan : Total 3 kegiatan Priangan Timur : Total 3 activities
Timur Center
Sentra Banten : Total 5 kegiatan Banten Center : Total 5 activities
Nasional : Total 54 kegiatan National : Total 54 activities

Pelaksanaan Gelar Produk dan Pameran The implementation of product titles
dikemas dalam kegiatan Seminar dan and exhibitions was packaged in external
Pelatihan eksternal. Sejumlah 5(lima) orang seminars and training activities. A total of
peserta dari 1 kegiatan gelar produk yaitu 5 (five) participants from 1 product title
Kegiatan Sunda Conection NTB – Jabar. activity, namely the West Nusa Tenggara-
West Java Connection Activities.
b. PESAT Wirausaha Baru b. PESAT New Entrepreneur

Pesat Wirausaha baru merupakan kegiatan PESAT New Entrepreneur is an activity given
yang diberikan kepada pelaku UMKM, baik to SMEs, both start-up (new) and those that
start up (baru) maupun yang sudah berjalan have been running their business but have
usahanya tetapi belum menjadi debitur not become debtors of bank bjb MSME
kredit UMKM bank bjb. Program ini diberikan credit. This program is provided to assist
untuk membantu penetrasi bisnis bank bjb the penetration of bank bjb by opening the
dengan membuka peluang bertambahnya opportunity to increase NOA, which in turn
NOA yang akhirnya dapat meningkatkan can increase the outstanding of bank bjb
outstanding kredit bank bjb. credit.
Untuk meningkatkan kapasitas pelaku To increase the capacity of MSME players

UMKM hingga mampu memenuhi syarat so that they are able to meet banking
perbankan (bankable), Pada tahun 2020, requirements (bankable), in 2020, PESAT
PESAT telah melaksanakan kegiatan has implemented Banking Education and
Edukasi Perbankan dan Literasi Keuangan. Financial Literacy activities. This activity
Kegiatan ini dilaksanakan bekerjasama was carried out in collaboration with the
dengan Organisasi Perangkat Daerah Regional Apparatus Organization (OPD) of
(OPD) Provinsi Jawa Barat dan Banten serta West Java and Banten Provinces and the
Komunitas. Sebagian dari materi adalah Community. Some of the materials include
pelatihan kewirausahaan, pengenalan entrepreneurship training, introduction
produk kredit UMKM, jenis tabungan bank to MSME credit products, types of bank
bjb, bjb BISA, DPLK, T-samsat dan bjb savings bjb, bjb BISA, DPLK, T-samsat and
Digi. Jumlah penerima manfaat program bjb Digi. The number of beneficiaries of
pelatihan dengan komunitas/instansi pada the training program with communities/
tahun 2020 adalah sebanyak 5.565 orang. agencies in 2020 is 5,565 people. Some of
Beberapa OPD dan Komunitas yang telah the DPOs and Communities who have been
terlibat diantaranya: involved include them:
- Badan Kepegawai Daerah Jawa Barat - West Java Regional Civil Service Agency
- Dinas Koperasi UKM, Perdagangan dan - Office of UKM Cooperatives, Trade and
Perindustrian Cianjur Industry Cianjur
- Dinas Koperasi Usaha Kecil (KUK) Jawa - Office of Small Business Cooperatives
Barat (KUK), West Java
- Kamar Dagang Industri (KADIN) Kota - Bandung City Chamber of Commerce
Bandung and Industry

2020 Annual Report
- Komunitas Industri Kerajinan Makanan - Tasikmalaya Food Craft Industry

Tasikmalaya Community
- Komunitas Ibu Cerdas Indonesia (KICI) - Indonesian Smart Mother Community
Bekasi (KICI) Bekasi
- Komunitas Paguyuban Kuliner Cikarang - Cikarang Culinary Association Community
- Komunitas Pengusaha Lembaga - The Tasikmalaya Job Training Institute
Pelatihan Kerja (LPK) Tasikmalaya (LPK) Entrepreneur Community
- Komunitas Tani Bibit Rajagaluh - Rajagaluh Majalengka Farmer
Majalengka Community
- Komunitas UMKM Alisha Khadijah - Alisha Khadijah UMKM Community
- Mitra Binaan Telkom - Telkom Development Partners
- PD Perdagangan dan Jasa Kabupaten - PD of Trade and Services Cirebon
Cirebon Regency
- Pelaku UMKM Binaan Dinas KUK Banten - UMKM players assisted by the Banten
KUK Office
- Pelaku UMKM Desa Borogojol Majalengka - MSMEs in Borogojol Village, Majalengka,
Jawa Barat West Java
- Pelaku UMKM Desa Cieurih Majalengka - MSME players in Cieurih Village,
Jawa Barat Majalengka, West Java
- Pelaku UMKM Komunitas Petani Gempol - Gempol Farmers Community UMKM
Players
- Pemerintah Desa Argamukti Kabupaten - Argamukti Village Government,
Majalengka Majalengka Regency
- Pemerintah Desa Cigawir Kabupaten - Cigawir Village Government, Garut
Garut Regency
- Pemerintah Desa Kawunggirang - Government of Kawunggirang Village,
Kabupaten Majalengka Majalengka Regency
- Pemerintah Desa Majasari Indramayu - Village Government of Majasari Indramayu
- Petani Binaan PT RNI Jatitujuh - Farmers assisted by PT RNI Jatit Tujuh
Majalengka Majalengka
- PT Indomarco2.2 Program - PT Indomarco 2.2 Program
c. PESAT Sehat dan Produktif c. PESAT Healthy and Productive

Pilar PESAT Sehat dan Produktif ini bertujuan This Healthy and Productive PESAT pillar
untuk memberikan kesadaran pelaku usaha aimed to provide awareness among
tentang; pola hidup sehat diri, keluarga, entrepreneurs about; healthy lifestyle for
lingkungan kerja dan lingkungan masyarakat. yourself, family, work environment and
Dengan menjalankan pola hidup sehat community environment. By carrying out
diharapkan pelaku usaha dapat menjalankan a healthy lifestyle, it was expected that
usaha dengan baik dan produktif untuk business actors could run their businesses
mendapatkan hasil yang maksimal. Program properly and productively to get maximum
ini berupa pemberian materi kesehatan diri results. This program was in the form of
dan lingkungan serta pemeriksaan ringan providing personal and environmental
metabolic seperti; tes tekanan darah, kadar health materials as well as minor metabolic
gula darah dan kolesterol serta asam urat. examinations such as; test blood pressure,
Dalam pelaksanaanya dikarenakan adanya blood sugar levels and cholesterol and
Pandemi COVID-19, maka kegiatan ini uric acid. In its implementation, due to
diganti dengan pemberian materi buletin the COVID-19 Pandemic, this activity was
kesehatan secara digital melalui media replaced by providing digital health bulletin
whatsapp. Selama tahun 2020, Jumlah materials through WhatsApp media. During
debitur penerima info sehat sebanyak 344 2020, the number of debtors who received
penerima manfaat. healthy info was 344 beneficiaries.

d. Business Continuity Plan (BCP) d. Business Continuity Plan (BCP)

Penyebaran COVID-19 yang terjadi di The spread of COVID-19 that occurred
Indonesia sangat berdampak ke seluruh in Indonesia had a profound impact on
sektor salah satunya penyelenggaraan all sectors, one of which was organizing
aktivitas pemberdayaan masyarakat. community empowerment activities. In
Sehubungan dengan kondisi tersebut connection with these conditions in order
untuk menjaga keberlangsungan kegiatan to maintain the continuity of the activities
Sentra UMKM/PESAT, Sentra UMKM/ of the MSME/PESAT Centers, the MSME/
PESAT menyusun Business Continuity Plan PESAT Centers compiled a Business
(BCP). BCP ini berisi serangkaian program Continuity Plan (BCP). This BCP contained a
pemberdayaan yang didesain untuk bisa series of empowerment programs designed
menggantikan kelas pertemuan tatap muka to replace face-to-face class meetings with
dengan aktivitas sejenis melalui media sosial similar activities through social media and
dan media online lainnya. Dengan BCP ini other online media. With this BCP, debtors
maka debitur dan pelaku UMKM tetap dapat and MSME players could still follow the
mengikuti proses pembelajaran. learning process.
• SMS Inspirasi • Inspiration SMS
Program SMS Inspirasi adalah program The Inspiration SMS Program was
berupa pengiriman sms berisi quotes a program in the form of sending
tentang motivasi diri atau usaha dengan SMS containing quotes about self-
menggunakan SMS kepada nomer motivation or business by using SMS
handphone individu debitur. Dalam SMS to the individual debtor’s cellphone
tersebut selain terdapat quotes, Sentra number. In the SMS, there were quotes,
UMKM PESAT juga menawarkan top up and PESAT MSME Center also offered
bagi debitur dan juga mencamtumkan top ups for debtors and also included
nomor yang bisa dihubungi apabila a number that could be contacted if
debitur ingin konsultasi mengenai the debtor wanted consultation on the
bisnis yang bersangkutan maupun business concerned or knowledge of
pengetahuan produk perbankan lainnya other banking products from bank bjb.
dari bank bjb. Melalui quotes dan kata- Through quotes and inspirational words
kata inspirasi dari SMS diharapkan dapat from SMS, it was hoped that it could
meningkatkan imunitas dan kesehatan increase immunity and health in mindset
pola pikir bagi para pelaku UMKM. for MSME practitioners.
Pada Bulan April 2020 – 31 Desember In April 2020 - December 31, 2020 PESAT
2020 Sentra UMKM PESAT telah MSME Center sent 16,746 Debtor/SMS with
mengirim SMS sejumlah 16.746 Debitur/ the following details:
SMS dengan rincian sebagai berikut:
Sentra Cirebon : 5.708 penerima Cirebon Center : 5.708

manfaat beneficiaries
Sentra Pakuan : 4.788 penerima Pakuan Center : 4.788
manfaat beneficiaries
Sentra Band- : 6.250 penerima Bandung Center : 6.250
ung manfaat beneficiaries

2020 Annual Report
• WhatsApp Belajar • WhatsApp Belajar (WhatsApp Learning

Program)
Program whatsapp belajar adalah The whatsapp learning program was
pengiriman artikel usaha untuk the delivery of business articles to
penguatan kapasitas usaha debitur strengthen the capacity of the debtor’s
dengan menggunakan whatsapp sentra business by using the whatsapp of the
UMKM kepada nomor whatsapp individu MSME center to the individual debtor’s
debitur. Isi dari whatsapp belajar WhatsApp number. The content of
mencakup: penawaran top up, materi whatsapp learning includes: top up
belajar yang di share oleh sentra UMKM offers, learning materials shared by the
dan buletin belajar UMSME center and learning bulletins.
Pada bulan April - Desember 2020 In April - December 2020 the Pesat
Sentra UMKM Pesat telah mengirim MSME Center sent 3,672 WhatsApp
3.672 pesan whatsapp kepada debitur messages to debtors with the following
dengan rincian sebagai berikut: details:
Sentra Cirebon : 561 penerima Cirebon Center : 561 benefit

manfaat recipients
Sentra Pakuan : 423 penerima Pakuan Center : 423 benefit
manfaat recipients
Sentra Bandung : 2.688 penerima Bandung Center : 2.688 benefit
manfaat recipients
• Konsultasi Bisnis • Business Consulting

Program Konsultasi Bisnis adalah Program The Business Consultation Program was
PESAT yang fokus melayani debitur a PESAT Program that focused on serving
atau Pelaku UMKM melalui telepon/ debtors or MSME actors via telephone/
whatsapp call untuk memecahkan suatu whatsapp call to solve a problem with
permasalahan dengan ide-ide baru innovative new ideas, and inform bank
yang inovatif, dan menginformasikan bjb products, especially MSME Credit
Produk-produk bank bjb khususnya Products, credit top up needs, savings,
Produk Kredit UMKM, kebutuhan top and Financial Institution Pension (DPLK)
up kredit, tabungan, Dana Pensiun funds. This service opened every day
Lembaga Keuangan (DPLK). Layanan during working hours from 08.00 -
ini dibuka setiap hari selama jam kerja 16.30 WIB. This service was announced
dari pukul 08.00 – 16.30 WIB. Layanan through the social media of the MSME
ini diumumkan melalui media sosial Credit Division and also a bulletin that
Divisi Kredit UMKM dan juga bulletin was sent regularly to debtors, so that
yang dikirim secara rutin pada debitur, the general public/MSME players could
agar masyarakat umum/pelaku UMKM access this service. This activity had a
bisa mengakses layanan ini. Kegiatan ini very positive impact, because it could be
berdampak sangat positif, karena dapat a means to motivate bank bjb debtors
menjadi sarana untuk memotivasi para and MSME players that every problem
debitur bank bjb maupun pelaku UMKM they face or knowledge about the world
bahwa setiap masalah yang dihadapi atau of entrepreneurship was very easy to
pengetahuan mengenai dunia wirausaha overcome and obtain.
sangat mudah di atasi dan didapatkan.

• Bincang Jumat Bisnis dan Bincang Bisnis • Business Friday Talk and Business Talk
via Zoom Meeting Via Zoom Meeting
Dalam upaya meningkatkan pelayanan In an effort to improve services to the
kepada masyarakat khususnya pelaku community, especially MSME players,
UMKM, sekaligus meningkatkan as well as increase the dissemination of
penyebaran informasi produk dan layanan information on bank bjb products and
bank bjb, maka PESAT meluncurkan services, PESAT launched the Business
program Bincang Jumat Bisnis (BJB) dan Friday Talk (BJB) and Business Talks
Bincang Bisnis. Selain mensosialisasikan programs. In addition to socializing
keberadaan sentra UMKM, program ini the existence of MSME centers, this
diproyeksikan sebagai upaya penjaringan program was projected as an effort to
calon konsumen potensial untuk dapat attract potential customers to access
mengakses layanan perbankan. Kegiatan banking services. This activity was held
ini dilaksanakan setiap hari jumat sore, every Friday afternoon, by presenting
dengan menghadirkan pembicara yang speakers who were competent in their
memang kompeten dalam bidangnya fields, both from formal/non-formal
baik yang berasal dari institusi formal/ institutions, MSME community leaders,
non formal, tokoh komunitas UMKM, and academics. Various topics were
maupun akademisi. Beragam topik discussed, both related to soft skills,
yang dibahas, baik terkait softskill, mindset, marketing techniques, selection
mindset, teknik pemasaran, pemilihan of expedition services, clear product
jasa ekspedisi, deskripsi produk yang descriptions, photo display techniques,
jelas, teknik tampilan foto, seni penjualan the art of selling without rejection,
tanpa penolakan, mengenal transaksi knowing export and import transactions
ekspor dan impor bagi UMKM, strategi for MSMEs, sales strategies to maximize
penjualan memaksimalkan order pada orders in online sales, to strategies
jualan online, hingga strategi bertahan di survive in the midst of a pandemic.
tengah masa pandemi.
Pada April – Desember 2020 kelas In April - December 2020 there were
Bincang Bisnis yang telah dilakukan 107 Business Talk classes with 4,298
adalah sebanyak 107 Kelas dengan beneficiaries with the following details:
penerima manfaat sejumlah 4.298
dengan rincian sebagai berikut:
Sentra Cirebon : 853 penerima Cirebon Center : 853 benefit

manfaat recipients
Sentra Pakuan : 1.557 penerima Pakuan Center : 1.557 benefit
manfaat recipients
Sentra Bandung : 1.888 penerima Bandung Center : 1.888 benefit
manfaat recipients
• Bincang Bisnis Online via WhatssApp • Online Business Talk via WhatsApp
Program Bincang Bisnis Online via The Online Business Talk Program via
Whatsapp adalah Program PESAT yang Whatsapp was a PESAT Program in which
di dalamnya fokus diskusi tentang topik the focus of discussion was on current
yang sedang terjadi, khususnya untuk topics, especially for the development
pengembangan UMKM yang mencakup of MSMEs which included offering MSME
penawaran Kredit UMKM melalui form Credit through online forms, sharing
online, diskusi bersama/sharing dalam 1 discussions in 1 WhatsApp group and
Grup Whatsapp dan sesi tanya jawab. question and answer sessions.

2020 Annual Report
Pada April – Desember 2020 Jumlah In April - December 2020, the number
kelas Bincang Bisnis yang telah dilakukan of Business Talk classes that had been
adalah sejumlah 118 Kelas dengan carried out was a total of 118 classes with
penerima manfaat sejumlah 6.803 6,803 beneficiaries with the following
Sentra Cirebon : 2.425 penerima Cirebon center : 2.425 benefit
manfaat recipients
Sentra Pakuan : 3.103 penerima Pakuan center : 3.103 benefit
manfaat recipients
Sentra Bandung : 1.275 penerima Bandung center : 1.275 benefit
manfaat recipients
• WhatssApp Buletin • WhatssApp Newsletter

Program Whatsapp buletin ialah The Whatsapp newsletter program was
pengiriman artikel dalam bentuk the submission of articles in digital form
digital melalui media whatsapp through the WhatsApp media containing
yang berisi topik usaha, kesehatan, business topics, health, quotes, and
quotes, dan informasi layanan information on empowerment services.
pemberdayaan. Program Whastsapp The Whastsapp newsletter program
buletin diselenggarakan dengan sasaran was organized targeting debtors. This
debitur. Program ini bertujuan untuk program aimed to provide debtors with
memberikan pengetahuan debitur dalam knowledge in running their business. In
menjalankan usahanya. Selain itu juga addition, the health material provided
materi kesehatan yang diberikan melalui through the Whatsaap Program had
Program Whatsaap memiliki tujuan the aim of reminding that one of the
untuk mengingatkan kembali bahwa aspects of professionalism in work was
salah satu aspek profesionalisme dalam maintaining a healthy body. Especially
bekerja adalah menjaga kesehatan for MSME actors whose working time
tubuh. Terlebih bagi para pelaku UMKM was more regulated by themselves,
yang waktu bekerjanya lebih diatur oleh maintaining a healthy body by living a
dirinya sendiri, menjaga kesehatan tubuh healthy lifestyle became as important as
dengan menjalani pola hidup sehat the presence and discipline of a company
sama pentingnya dengan kehadiran dan employee.
disiplin seorang karyawan perusahaan.
Selama April – Desember PESAT telah During April - December PESAT sent
mengirimkan artikel Buletin melalui Pos Bulletin articles via Post or Whatsapp to
atau Whatsapp kepada debitur sejumlah 3,191 debtors with the following details:
3.191 debitur dengan rincian sebagai
berikut:
Sentra Cirebon : 814 penerima Cirebon center : 814 benefit

manfaat recipients
Sentra Pakuan : 719 penerima Pakuan center : 719 benefit
manfaat
recipients
Sentra Bandung : 1.658 penerima
Bandung center : 1.658 benefit
manfaat
recipients

Keunggulan Layanan Kredit UMKM Keunggulan Layanan Kredit UMKM

Selain memberikan fasilitas pembiayaan dengan Other than providing financing facilities with the
tujuan modal kerja dan investasi untuk seluruh aim of working capital and investment for all
pelaku usaha UMKM sesuai kriteria yang ingin MSME businesses according to criteria that wish
mengembangkan usahanya, produk dan layanan to develop their businesses, the products and
Divisi Kredit UMKM juga memiliki banyak kelebihan services of the MSME Loan Division also have
diantaranya adalah layanan jemput angsuran (cash many advantages including a cash pick up service
pick up) sesuai kondisi dan permintaan debitur, according to the conditions and demand of the
selain itu juga tersedia program pemberdayaan debtor, in addition an empowerment program is
yang dikenal dengan Pemberdayaan Ekonomi also known as PESAT (Integrated Community
Masyarakat Terpadu (PESAT) yang mencakup Economic Empowerment) which includes the
Program Pesat Sehat dan Produkif, Program Pesat Healthy and Productive Rapid Program, the
Kapasitas Usaha, dan Program Pesat Wirausaha Rapid Business Capacity Program, and the New
Baru. Layanan-layanan tersebut menjadi Entrepreneurial Rapid Program. These services are
keunggulan yang dapat dinikmati oleh seluruh advantages that can be enjoyed by all debtors and
debitur dan nasabah bank bjb. bank bjb Customers.
Produktivitas Kredit UMKM MSME Credit Productivity

Uraian produktivitas kredit UMKM disajikan A description of MSME credit productivity is
Tabel Pencairan Kredit UMKM

Table of MSME Credit Disbursement
(dalam jutaan Rupiah/ in million IDR)
Desember 2020 Desember 2019 Pertumbuhan

Informasi December 2020 December 2019 Growth
Information (Rp) (Rp)
(Nominal) (%)
(IDR) (IDR)
Portofolio
Outstanding 2,599,010 2,250,779 348,231 15.47
Kolektabilitas 1
2,437,082 2,044,592 392,490 19.20
Colectibility 1
Kolektabilitas 2
42,289 65,096 (22,807) (35.04)
Colectibility 2
ABS Non Performing Loan (NPL)
119,640 141,091 (21,451) (15.20)
Non Performing Loan (NPL) ABS
Net Growth
113,110 (113,110) (100.00)
Net Growth
Net Growth (Year to Date/YTD)
348,232 316,101 32,131 10.16
Net Growth (Year to Date/YTD)
Number of Account (NoA)
20,521 18,302 2,219 12.12
Number of Account (NoA)
Disbursement 140,400 197,973 (57,573) (29.08)
Disbursement (YTD) 1,346,384 1,317,439 28,945 2.20
Total Run Off YTD 998,152 1,001,313 (3,161) (0.32)
Kualitas
Quality
Kolektabilitas 1 (%)
93.77% 90.84% 2.93%
Colectibility 1 (%)

2020 Annual Report
Desember 2020 Desember 2019 Pertumbuhan

Informasi December 2020 December 2019 Growth
Information (Rp) (Rp)
(Nominal) (%)
(IDR) (IDR)
Pra NPL (%)
1.63% 2.89% (1.26%)
Pre- NPL (%)
NPL (%) 4.60% 6.27% (1.67%)
Selama tahun 2020 total outstanding kredit Divisi During 2020, the total outstanding loan of the
Kredit UMKM mengalami kenaikan dibandingkan MSME Credit Division increased compared to the
tahun sebelumnya sebesar 15,47% dari Rp2,25 previous year by 15.47% from IDR2.25 trillion in
triliun di tahun 2019 menjadi sebesar Rp2,59 2019 to IDR2.59 trillion in 2020 with a net growth
triliun di tahun 2020 dengan nett growth sebesar of IDR348.23 billion. This was because the quality
Rp348,23 miliar. Hal ini dikarenakan sudah lebih of the MSME loan portfolio improved so that the
baiknya kualitas portofolio kredit UMKM sehingga amount of disbursement was higher than the
jumlah pencairan lebih tinggi daripada runoff yang runoff made to improve the quality of credit under
dilakukan untuk perbaikan kualitas kredit kelolaan management in the MSME Credit Division, where
Divisi Kredit UMKM dimana terjadi peningkatan there was an excellent increase in credit quality,
kualitas kredit yang sangat baik terlihat pada seen in the components of the quality of non-
komponen kualitas non performing loan dan performing loans and the repayment rate was
repayment rate semakin membaik. getting better.
Dalam kurun waktu 5 (lima) tahun terakhir secara In the last 5 (five) years in terms of growth
prosentase pertumbuhan (YoY) tahun 2017 percentage (YoY), 2017 was the highest growth
merupakan pertumbuhan tertinggi dibanding compared to previous years, namely 21.80%. Details
tahun-tahun sebelumnya yaitu sebesar 21,80%. related to the distribution of credit products under
Rincian terkait penyaluran produk kredit kelolaan management by the MSME Credit Division in the
Divisi Kredit UMKM dalam 5 (lima) tahun terakhir last 5 (five) years are described as follows:
diuraikan sebagai berikut:
Tabel Penyaluran Kredit UMKM

Table of MSME Credit Disbursement
2020 2019 Pertumbuhan

2018 2017 2016 Growth
Uraian Komposisi Komposisi
Oustanding Oustanding 2019-2020
Description Composition Composition
(Rp) (Rp) (Rp) (Rp) (Rp) (Rp)
(%) (%) (%)
(IDR) (IDR) (IDR) (IDR) (IDR) (IDR)
Kredit Mikro
Utama
639,609 16.06% 887,242 39.42% 936,089 1,164,001 1,117,031 (247,633) (27.91%)
Main Micro
Loan
Kredit
Usaha Kecil
Menengah
Small and 726,457 1.47% 750,981 33.37% 645,465 385,642 92,705 (24,524) (3.27%)
Medium
Business
Loan
Kredit Usaha
Rakyat
People’s 1,215,957 0.36% 592,184 26.31% 314,949 86,877 103,797 623,773 105.33%
Business
Loan

2020 2019 Pertumbuhan

2018 2017 2016 Growth
Uraian Komposisi Komposisi
Oustanding Oustanding 2019-2020
Description Composition Composition
(%) (%) (%)
Kredit Cinta
Rakyat
525 94.26% 6,608 0.29% 27,306 56,434 75,651 (6,083) (92.06%)
Cinta Rakyat
Loans
Kredit
Program
16,461 8.08% 13,764 0.61% 10,869 8,284 7,558 2,697 19.59%
Program
Loans
Total
Outstanding
Kredit UMKM
2,599,010 4.60% 2,250,779 100.00% 1,934,678 1,701,238 1,396,742 348,231 15.47%
Total
Outstanding
MSME Loans
Dari keseluruhan produk kredit UMKM bank bjb, Of all bank bjb MSME credit products, Main
Kredit Mikro Utama, Kredit Cinta Rakyat dan Micro Loans, Cinta Rakyat Loans and Program
Kredit Program mengalami penurunan jumlah Loans experienced a decrease in the number of
outstanding. Hal tersebut dilakukan sebagai upaya outstanding. This was carried out as an effort to
perbaikan kualitas kredit UMKM dimana debitur improve the quality of MSME credit, where debtors
dengan kategori kolektabilitas 3 (tiga) sampai 5 with the collectability category of 3 (three) to 5
(lima) pada periode sebelum tahun 2017 memang (five) in the period before 2017 were encouraged
didorong untuk dilakukan pelunasan atau to make repayments or credit settlements, so the
penyelesaian kredit, sehingga konsekuensinya consequence was that there was a correction in the
adalah terjadi koreksi pada angka outstanding outstanding number of MSME loans. Meanwhile,
kredit UMKM. Sedangkan untuk produk yang products that experienced a fairly good increase
mengalami peningkatan cukup baik adalah Kredit were People’s Business Loans with an outstanding
Usaha Rakyat dengan jumlah outstanding tahun amount of IDR1,215 billion in 2020 with a growth of
2020 sebesar Rp1.215 miliar dengan pertumbuhan 105.33% compared to the previous year due to the
sebesar 105,33% dibandingkan tahun sebelumnya opening of all economic sectors and the existence
dikarenakan telah dibukanya semua sektor of subsidies and stimuli from the Government. In
ekonomi dan adanya subsidi dan stimulus dari terms of credit quality in 2020, the MSME Credit
Pemerintah. Dari segi kualitas kredit tahun 2020 Division succeeded in improving credit quality
Divisi Kredit UMKM berhasil memperbaiki kualitas with an NPL of 4.60%.
kredit dengan NPL sebesar 4,60%.
Tabel Tren NPL Kredit UMKM

Table NPL of MSME Credit Trend
(dalam %/in %)
Uraian
NPL 2020 NPL 2019 NPL 2018 NPL 2017 NPL 2016
Description
Kredit Mikro Utama
16.06% 13.85% 14.97% 15.36% 21.61%
Main Micro Loan
Kredit Usaha Kecil Menengah
1.47% 0.97% 1.25% 0.00% 0.00%
Small and Medium Business Loan
Kredit Usaha Rakyat
0.36% 1.44% 2.45% 15.89% 19.15%
People’s Business Loan
Kredit Cinta Rakyat
94.26% 11.22% 4.47% 3.12% 2.46%
Cinta Rakyat Loans

2020 Annual Report
Uraian
NPL 2020 NPL 2019 NPL 2018 NPL 2017 NPL 2016
Description
Kredit Program
8.08% 12.26% 29.99% 55.30% 75.83%
Program Credits
Kredit UMKM
4.60% 6.27% 8.29% 11.69% 19.25%
MSME Credit
FAKTOR PENDUKUNG DAN PENGHAMBAT SUPPORTING AND INHIBITING FACTORS

BISNIS KREDIT UMKM OF MSME LOANS BUSINESSES
Uraian faktor pendukung dan penghambat bisnis The description of the supporting and inhibiting
kredit UMKM adalah sebagai berikut: factors of the MSME credit business are as follows:
a. Kebijakan pemerintah pusat dan daerah a. Central and local government policies
terkait pengembangan sektor bisnis UMKM. related to the development of the MSME
business sector.
b. Peningkatan kualitas kredit UMKM. b. Improvement of MSME credit quality.
c. Pemberian fasilitas kredit beserta program c. Providing credit facilities along with training
pelatihan. programs.
d. Layanan penjemputan angsuran. d. Installment pick-up service.
e. Layanan laku pandai e. Services sell well
Beberapa fintech yang masuk dalam market Several fintechs that entered the market
penyaluran kredit kepada pelaku UMKM serta for lending to MSME players as well as the
pandemi COVID-19 yang terjadi sepanjang COVID-19 pandemic that occurred throughout
tahun 2020 yang sangat berdampak terdahap 2020 which greatly affected MSME players,
para pelaku UMKM, sehingga berpengaruh thus affecting MSME loans disbursement.
terhadap penyaluran kredit UMKM.
RENCANA DAN STRATEGI DI TAHUN 2020 PLAN AND STRATEGY IN 2020 MSME CREDIT
KREDIT UMKM
Rencana dan strategi UMKM tahun 2020 adalah MSME plans and strategies for 2020 are as follows:
sebagai berikut:
1. Optimalisasi Penyaluran Kredit Program 1. Optimization of Program Loans Distribution
a. bjb MESRA a. bjb MESRA
Mengoptimalkan penyaluran kredit mesra Optimize intimate lending by:
dengan:
- Sumber Dana Sendiri (DPK). - Source of Own Funds (DPK).
- AO Mesra sebagai Pengelola Khusus - AO Mesra as the Special Manager of bjb
Kredit bjb Mesra. Mesra Loans.
- AO Mesra hanya di target penyaluran bjb - AO Mesra is only in the target distribution
Mesra. bjb Mesra.
- Grup khusus dari Kantor Pusat yng - A special group from the Head Office
menjalan monitoring dan evaluasi proses that runs monitoring and evaluation of
bisnis bjb Mesra. bjb Mesra’s business processes.
b. KUR b. People’s Business Loans (KUR)
- Potensi Kuota plafond KUR bank bjb - Potential for Company KUR plafond
sebesar Rp1 triliun. Quota of IDR1 trillion.
- Mengoptimalkan penyaluran KUR melalui - Optimizing the distribution of KUR
Pola Kemitraan dengan off taker. through the Partnership Pattern with off
takers.

c. KUR TKI c. People’s Business Loans for Indonesian

Migrant Workers (KUR TKI)
- Potensi Kuota KUR TKI bank bjb sebesar - Potential Company KUR TKI quota of
Rp50 miliar. IDR50 billion.
- Optimalisasi penyaluran melalui pola - Optimization of distribution through the
kerja sama bank bjb dengan Collecting pattern of cooperation of the Company
Agent TKI dan P3MI. with the Indonesian Migrant Workers
and P3MI Collecting Agents.
- Penyaluran KUR TKI diharapkan dapat - Distribution of KUR TKI is expected to
meningatkan DPK dan Remittance. remind DPK and Remittance.
2. Optimalisasi Business Matching Melalui Pola 2.
Optimizing Business Matching Through
Kemitraan Partnership Patterns
a. Optimalisasi penyaluran Kredit UMKM a. Optimizing the distribution of MSME loans
maupun yang diluar captive market melalui as well as those outside the captive market
Pola Kemitraan. through the Partnership Pattern.
b. Bank bjb melakukan kerjasama dengan b. Bank bjb collaborating with Business
Mitra Bisnis (BUMN/BUMD, Swasta, Fintech, Partners (BUMN/BUMD, Private, Fintech,
E-Commerce dan lainnya) sebagai off taker E-Commerce and others) as off takers who
yang memiliki database dan ekosistem have databases and ecosystems of MSME
pelaku usaha UMKM. business actors.
c. Mitra bisnis yang Telah melakukan kerjasama c. Business partners who have collaborated
antara lain: are:
- CV Mutiara Bumi - CV Mutiara Bumi
- Himpunan Pengusaha Muda Indonesia - Indonesian Young Entrepreneurs
(HIPMI) Jawa Barat Association (HIPMI) West Java
- Kelompok Tani Bunga Khatulistiwa - Bunga Khatulistiwa Farmer Group
- Kelompok Tani Macakal - Macakal Farmer Group
- Perusahaan Daerah (PD) Pasar - Regional Company (PD) Dignified Market
Bermartabat
- Perum Bulog - Bulog Public Corporation
- Perusahaan Penempatan Pekerja Migran - Indonesian Migrant Worker Placement
Indonesia (P3MI) Company (P3MI)
- PT Agro Investama - PT Agro Investama
- PT Bendera Fortuna Indonesia - PT Bendera Fortuna Indonesia
- PT Crowde Membangun Bangsa - PT Crowde Builds the Nation
- PT Digital UMKM Indonesia - PT Digital UMKM Indonesia
- PT Geraiku Sarana Mulia - PT Geraiku Sarana Mulia
- PT Paskomnas Indonesia - PT Paskomnas Indonesia
- PT Perisai Utama - PT Perisai Utama
- PT PG Rajawali II - PT PG Rajawali II
- PT Sinar Agung Prasadikindo - PT Sinar Agung Prasadikindo
3. Optimalisasi Pesat melalui fungsi Sentra UMKM 3. Rapid Optimization through the UMKM Center
function
a. Pengaktifan 6 (enam) Sentra UMKM Wilayah a. Activation of 6 Regional MSME Centers
(Sentra Bandung Raya 1 dan 2, Sentra (Bandung Raya 1 and 2 Centers, East
Priangan Timur, Sentra Cirebon, Sentra Priangan Centers, Cirebon Centers, Pakuan
Pakuan dan Sentra Banten). Centers and Banten Centers).
b. Fungsi Sentra UMKM: b. Function of MSME Centers:
- Fungsi Bisnis yaitu mencari potensi - Business function, which is looking for
UMKM bersama Kanwil dan Cabang potential MSMEs with Regional Offices
and Branches

2020 Annual Report
- Fungsi Monitoring yaitu memonitoring - Monitoring function, namely monitoring

proses bisnis kredit UMKM the MSME credit business process
- Fungsi Intermediasi yaitu sebagai - ntermediation function, namely as
intermediasi antara bjb dengan dinas intermediation between bjb and related
terkait, BUMN/BUMD, Swasta dan agencies, BUMN/BUMD, private and
instansi lainnya). other agencies)).
- Sebagai PESAT (Pusat Pemberdayaan - As PESAT (Integrated Economic
Masyarakat Ekonomi Terpadu) Community Empowerment Center)
memberikan edukasi dan pembinaan provides education and coaching and
serta pemberdayaan UMKM melalui empowering MSMEs through several
beberapa program kerja seperti bincang work programs such as MSME business
bisnis UMKM, UMKM Juara, Seminar talks, Champion MSMEs, MSME Seminars
UMKM dan lainnya. and others.
4. Optimalisasi Organisasi UMKM 4. Optimization of MSME Organizations
a. Mempertahankan four eyes principles dalam a. Maintaining the four eyes principles in the
proses kredit melalui fungsi Risk sebagai credit process through the Risk function as
fungsi review terhadap pengajuan dan a function of review of loans application and
analisa kredit yang disampaikan oleh fungsi analysis submitted by the business function.
bisnis.
b. Penyesuaian Limit Kewenangan Memutus b. Adjustment of Authority Limit to Disconnect
Kredit untuk level Pin. KCP/Manager/Officer. Credit for Pin level. KCP/Manager/Officer.
c. Melakukan evaluasi SOP Perkreditan Divisi c. Evaluate the Credit SOP for the SME Credit
Kredit UMKM. Division.
5. Disiplin Proses 5. Process Discipline
a. Pelaksanaan pemantauan/monitoring/ a. Implementation of monitoring/monitoring/
account maintenance oleh account officer account maintenance by Account Officers
sesuai dengan SOP yang berlaku melalui in accordance with applicable SOPs through
aplikasi bjb-salmon. the bjb-salmon application.
b. Penanganan debitur kolektibilitas 1 (satu) b. Handling of collectability 1 and collectability
dan kolektibilitas 2 (dua) oleh petugas cash 2 debtors by Cash Collection officers
collection dan monitoring melalui aplikasi and monitoring through e-collection
e-collection. applications.
6. Kapasitas dan Kuantitas SDM 6. Human Capital Capacity and Quantity
Melakukan pendidikan dan pelatihan Conduct ongoing education and training both
berkelanjutan baik hardskill maupun softskill hard skills and soft skills to enhance the HR
untuk meningkatkan kompetensi SDM Divisi competencies of the MSME Credit Division.
Kredit UMKM.
7. Koordinasi Internal dan Eksternal 7. Internal and external coordination
a. Berkoordinasi dengan Divisi Penyelamatan a. Coordinate with the Credit Rescue and
dan Penyelesaian Kredit (PPK) dalam Settlement Division (PPK) in handling,
penanganan, penagihan, dan penyelesaian collection, and settlement of collectible
debitur kolektibilitas 3 (tiga), 4 (empat), debtors 3, 4, and 5, as well as maximizing
dan 5 (lima), serta memaksimalkan realisasi the realization of insurance claims.
klaim asuransi.
b. Koordinasi Internal perangkat bisnis UMKM b. Internal Coordination of UMKM business
di level kantor wilayah dan kantor cabang. tools at the Regional Office and Branch
Office level.
c.
Koordinasi dengan divisi terkait c. Coordination with divisions related to
pengembangan sistem pengajuan kredit Development of Digital-based Credit
berbasis digital (Online Kredit bjb). Application Systems (bjb Online Loans).

KREDIT PEMILIKAN RUMAH (KPR) DAN KREDIT HOME OWNERSHIP LOANS (KPR)
KENDARAAN BERMOTOR (KKB) AND MOTORIZED VEHICLE LOANS (KKB)
Penjelasan KPR dan KKB Explanation of KPR and KKB

bjb Kredit Pemilikan Rumah (KPR) adalah fasilitas bjb House Ownership Loans (KPR) is a consumer
kredit konsumtif yang diberikan bank bjb kepada loans facility provided by the Company to
calon debitur perorangan untuk membeli atau prospective individual debtors to buy or own
memiliki properti (rumah tapak/apartemen/ Property (Landed Houses/Apartments/Shop
rumah toko/rumah kantor), baik pembelian Houses/Home Offices), both new (Primary)
baru (primary) dari pengembang perusahaan purchases from Company Developers or used
maupun pembelian bekas (secondary) dari non purchases (Secondary) from non-Housing
pengembang perumahan. Developers.
bjb Kredit Kendaraan Bermotor (KKB) adalah bjb Motorized Vehicle Credit (KKB) is a credit
fasilitas kredit yang diberikan bank bjb kepada facility provided by Company to debtors both
debitur baik secara langsung maupun tidak directly and indirectly for the purpose of
langsung dengan tujuan pembelian kendaraan purchasing noncommercial motor vehicles, both
bermotor non niaga baik baru maupun bekas new and used or for the purpose of refinancing.
ataupun untuk tujuan refinancing.
Produk Unggulan Featured Product

Produk unggulan KPR adalah sebagai berikut: KPR’s superior products are as follows:
1. bjb KPR Pembelian 1. bjb KPR Purchase
Fasilitas kredit untuk tujuan pembelian dan Credit facilities for the purpose of purchasing
kepemilikan properti dan/atau properti and owning property and/or business property,
usaha baik pembelian baru (primary) dari either new purchases (primary) from the
pengembang maupun bekas (secondary) developer or secondhand (secondary) from the
dari penjual. Khusus tujuan pembelian sedikit seller. Especially for the purpose of buying, it
mengalami stagnan sejak diterbitkannya was a little stagnant since the issuance of the
ketentuan regulator mengenai pembatasan regulatory provisions concerning the limitation
penyaluran KPR indent bagi bank yang memiliki of indent mortgage lending for banks with
NPL kredit properti 5%. property credit NPL 5%.
2. bjb KPR Take Over Xtra 2. bjb KPR Take Over Xtra
Fasilitas kredit untuk tujuan pengambilalihan Loans facilities for the purpose of taking
kredit konsumtif beragun properti atau kredit over property-backed consumptive loans or
beragun properti usaha atas nama calon business property-backed loans on behalf
debitur atau pasangan nikah calon debitur dari of Prospective Debtors or Marriage Couples
lembaga jasa keuangan lain. of Prospective Debtors from other Financial
Services Institutions.
3. bjb KPR Multiguna 3. bjb Multipupose Mortgage
fasilitas kredit dengan tujuan renovasi properti Loan facilities for the purpose of renovating
atau untuk kebutuhan konsumtif lainnya property or for other consumptive needs with
dengan agunan properti. property collateral.

2020 Annual Report
4. bjb KPR Top Up 4. bjb Top Up KPR

Fasilitas kredit ambahan (suplesi) dari kredit Supplementary loan facilities from existing
eksisting atas nama debitur dengan syarat loans on behalf of Debtors with a minimum
minimal kredit telah berjalan selama 12 bulan credit requirement that has been running for 12
dengan kolektibilitas lancar dengan agunan (twelve) months with current collectability with
properti dan/atau properti usaha yang telah collateral Property and/or Business Property
tersedia secara utuh dan sertifikat telah that has been available in full and certificates
dipasang hak tanggungan pada fasilitas kredit have been installed Mortgage Rights on credit
sebelumnya (eksisting). facilities before (existing).
5. bjb KPR Subsidi FLPP 5. bjb KPR Subsidized FLPP
Fasilitas kredit dengan tujuan Fasilitas Loan facilities for the purpose of the Housing
Likuiditas Pembiayaan Perumahan (FLPP) Financing Liquidity Facility (FLPP) issued by
yang diterbitkan oleh Bank kepada Masyarakat the Bank to Low-Income Communities (MBR)
Berpenghasilan Rendah (MBR) dalam rangka in the context of purchasing/owning the
pembelian/pemilikan rumah sejahtera tapak/ Primary Prosperous Housing/Flat Apartments
susun primary yang dibeli dari pengembang. purchased from the Developer.
Keunggulan Layanan Service Advantages

Keunggulan layanan KPR dan KKB bank bjb yaitu The advantages of Company KPR and KKB
sebagai berikut: services are as follows:
1. Pelayanan proses kredit yang relatif cepat. 1. Credit process services are relatively fast.
2. cabang pemroses kredit tersebar di hampir 2. Credit processing branches spread across
seluruh Indonesia. almost all of Indonesia.
3. Bunga bersaing. 3. Competitive interest.
Pengembangan Produk dan Layanan Product and Service Development

Produk baru yang dikembangkan pada tahun The new products developed in 2020 were as
2020 adalah sebagai berikut: follows:
1. KPR Gaul 1. KPR Gaul
Fasilitas kredit tujuan pembelian dengan Credit facilities for the purpose of purchase with
agunan properti yang diberikan kepada calon property collateral provided to prospective
debitur perorangan usia milenial (pengajuan individual millennial debtors (filing 21-35 years)
21-35 tahun) yang berprofesi sebagai pegawai. who worked as employees.
2. KPR Lelang 2. KPR Auction
Fasilitas kredit tujuan pembelian dengan Credit facility for the purpose of purchase with
agunan properti/properti usaha dengan property/business property collateral with
agunan yang berasal dari penjualan agunan collateral originating from the sale of bank bjb
milik bank bjb melalui mekanisme lelang serta collateral through an auction mechanism and
penjual merupakan debitur bank bjb. the seller was a bank bjb debtor.
Produktivitas KPR dan KKB KPR and KKB Productivity

Uraian produktivitas KPR dan KKB disajikan A description of KPR and KKB productivity is

Grafik Pertumbuhan Kredit KPR dan KKB

Graph of KPR and KKB Loan Growth
dalam miliar Rupiah
in billion IDR
8,000 7.00%
6.60%
5.93%
7,000 6,749
6.00%
6,148
6,000 4.93% 5,758

5.00%
5,309
5,000
4,440 4,514
4.41% 4.00%
4.24%
4.16%
4,000
3.00%
3,000
2.00%
2,000
1.00%
1,000
0 0.00%
2015 2016 2017 2018 2019 2020
Portofolio NPL %
Tabel Produktivitas Kredit KPR dan KKB

Table of KPR and KKB Loan Productivity
(dalam miliar Rupiah/ in billion IDR)
Pertumbuhan
2020 2019 2018 2017 2016 Growth
Uraian 2019-2020
Description
(%)
Portofolio
6,749 6,148 5,758 5,309 4,514 601 9.78
Non Perfoming Loan

4.24% 4.16% 4.41% 4.93% 5.93% - 0.08%
(NPL)
Kinerja kredit KPR dan KKB dari sisi kredit KPR and KKB loans performance in terms of
menunjukkan pertumbuhan pada 5 (lima) tahun credit had shown growth in the last 5 (five) years.
terakhir. Pada tahun 2020 pertumbuhan kredit KPR In 2020, the growth of KPR and KKB loans was
dan KKB tercatat sebesar 8,90% (YoY) mengalami recorded at 8.90% (YoY), an increase compared
peningkatan apabila dibandingkan tahun 2019 to 2019 with a total portfolio of IDR6,749 billion.
dengan total portofolio sebesar Rp6,749 miliar. Meanwhile, in terms of credit quality, there had
Sementara itu dari sisi kualitas kredit mengalami been improvement in which the Non-Performing
perbaikan dimana Non Performing Loan (NPL) Loans (NPL) of KPR and KKB loans had shown a
kredit KPR dan KKB menunjukkan penurunan decline in the last 5 (five) years. The NPL of KPR
pada 5 (lima) tahun terakhir. NPL kredit KPR dan and KKB loans in 2020 was recorded at 4.24%, an
KKB pada tahun 2020 tercatat sebesar 4,24% increase compared to the NPL in 2019, this was as
meningkat bila dibandingkan dengan NPL tahun a result of the COVID-19 pandemic.
2019, hal tersebut sebagai dampak dari pandemi Graph of KPR and KKB Growth
COVID-19.

2020 Annual Report
Grafik Pertumbuhan KPR dan KKB

Chart of KPR and KKB Growth
dalam miliar Rupiah
in billion IDR
6,800 7.00%
6.41%
6.55% 6.00%
6,800
5.05% 6,690 6,745 6,749
6,617
4.76% 4.79% 5.59% 5.46% 5.00%
6.48%
6,600 5.11%
5.05%
6,516
6,426 4.71%
4.00%
6,381 4.24%
6,400 6,302 6,325 6,345
3.00%
6,207
6,200
2.00%
6,143
6,000
1.00%
5,800 0.00%
Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20
Portofolio NPL %
Posisi NPL bjb KPR dan KKB per 31 Desember The position of KPR and KKB bjb NPLs as of
2020 yaitu sebesar 4,24%. Dimulai sejak awal December 31, 2020 was 4.24%. Starting from the
tahun terjadi perbaikan/penurunan kredit yang beginning of the year, there was an improvement/
bermasalah (NPL). Kinerja KPR dan KKB dari sisi decrease in non-performing loans (NPL). The
penurunan NPL dinilai cukup berhasil dengan NPL performance of KPR and KKB in terms of
akhir di bawah 5%. Perbaikan NPL pada tahun decreasing NPL was considered quite successful
2020 diakibatkan oleh upaya penyelamatan kredit with the final NPL below 5%. Improvements in
berupa penagihan yang dilakukan secara intensif, NPLs in 2020 were caused by efforts to rescue
upaya penyelesaian kredit melalui lelang, AYDA credit in the form of intensive collection, efforts to
serta adanya peningkatan pencairan kredit bjb settle loans through auction, AYDA and an increase
KPR dan KKB. Selain dari upaya penyelamatan in disbursement of bjb KPR and KKB loans. Apart
dan penyelesaian, Divisi KPR dan KKB secara from rescue and settlement efforts, the KPR and
terus menerus meningkatkan kualitas kredit sejak KKB Divisions continuously improved the quality
di mulai bisnis proses dan dilakukan monitoring of credit since the start of the business process
secara kontinu. Perkembangan kredit program and carried out continuous monitoring. The
FLPP sangat menggembirakan, pada tahun 2020 development of the FLPP credit program was very
bank bjb menjadi bank pembangunan daerah pada encouraging, in 2020 bank bjb became a regional
urutan ke-1 (satu) dan menjadi urutan ke-5 (lima) development bank in the 1st (one) order and
diantara 41 (empat puluh satu) bank penyalur became the 5th (fifth) among 41 (forty one) FLPP
kredit FLPP dengan penyaluran sejumlah 5.386 credit channeling banks with a total distribution of
unit atau pencapaian sekitar 102% dari total kuota 5,386 units or achievement of around 102% of the
yang diberikan kepada bank bjb. total quota given to bank bjb.

Grafik Kinerja Produk Unggulan Selama 5 (Lima) Tahun Terakhir KPR dan KKB
Graph of Superior Product Performance for the Last 5 (Five) Years of KPR and KKB
bjb KPR Pembelian bjb KPR Take Over Xtra

bjb KPR Purchase bjb KPR Take Over Xtra
6.000 6,00% 1.000 6,00%

5,48% 5,38%
4,43%
4,58% 4,35% 4,47%
3.909 3.932 740

3.800 3,79% 717
4.000 4,00% 662 4,00%
3.522
3.091 564
500
3,73%
433
2.000 2,00% 3,06% 2,00%
2,65%
0 0,00% 0 0,00%
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
Portofolio NPL % Portofolio NPL %
bjb KPR Multiguna bjb KPR FLPP

bjb KPR Multipurpose bjb KPR FLPP
950 10,00% 1.500 0,30%
8,12%
905
7,31% 897 0,21%
1.154
900
884 5,95% 1.000 0,20%

861
850 6,13% 5,00%

834
5,94%
0,10%
500 444 0,10%

800 0,05%
0,00% 225
111
20 0,07%
750 0,00% 750 0,00%

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
Portofolio NPL % Portofolio NPL %
Faktor Pendukung dan Penghambat Bisnis KPR Supporting and Inhibiting Factors of KPR and
dan KKB KKB Business
Penjelasan terkait faktor pendukung dan Explanations related to supporting factors and
penghambat bisnis yaitu sebagai berikut: business obstacles are as follows:
a. Pelayanan proses kredit KPR bank bjb relatif a. bank bjb mortgage loan service process is
cepat. relatively fast.
b. Permohonan Kredit KPR dapat diproses b. The application for a mortgage loan can be
di seluruh kantor cabang bank bjb se- processed at all branch offices of bank bjb
Indonesia. throughout Indonesia.

2020 Annual Report
c. Adanya program marketing HUT RI 75% c. There was a 75% Indonesian Independence
dengan gimmick menarik untuk optimalisasi Day marketing program with interesting
pencapaian kredit pada Triwulan II. gimmicks to optimize credit achievement in
the second quarter.
d. Penambahan kuota FLPP lebih besar dari d. The addition of the FLPP quota was greater
tahun sebelumnya dengan pencapaian pada than the previous year with the achievement
tahun 2020 sebanyak 5.386 NoA. in 2020 of 5,386 NoA.
e. Fitur dan suku bunga kredit KPR bank bjb e. Features and rates for bank bjb mortgage
dapat bersaing dengan bank lain. loans can compete with other banks.
2. Faktor Penghambat Bisnis 2. Business Inhibiting Factors
a. Penurunan Daya Beli Masyarakat a. Declining Community Purchasing Power
Hal ini salah satunya disebabkan oleh This is partly due to the increase in people’s
kenaikan harga barang tidak diiringi dengan income not as high as rising prices of goods.
pendapatan masyarakat. Permasalahan The problem of the declining level of public
tingkat konsumsi masyarakat yang menurun consumption is caused by the inflation rate,
hal ini disebabkan oleh tingkat inflasi, yang which makes the average society put the
membuat masyarakat rata-rata mengerem brakes on purchases. Weakening purchasing
pembelian. Pelemahan daya beli masyarakat power will impact on a slowdown in a
akan berimbas kepada perlambatan number of economic sectors.
sejumlah sektor perekonomian.
b. Perekonomian Lesu b. Weakening Economy
Sebagaimana diketahui bersama, kondisi It is known that economic conditions
perekonomian mengalami pelemahan, weakened, both nationally and even
baik secara nasional bahkan internasional internationally since the outbreak of the
sejak merebaknya pandemi COVID-19 COVID-19 pandemic, which gave negative
yang memberikan sentimen negatif pada sentiment to the property industry.
industri properti. Tingginya tingkat PHK dan Layoffs were high and the informal sector
sektor informal pun mengalami penurunan experienced a decline in sales and income.
penjualan dan pendapatan.
Rencana dan Strategi KPR dan KKB Tahun 2021 Plan and Strategy Of 2021 KPR and KKB
Uraian rencana dan strategi KPR dan KKB pada The description of KPR and KKB plans and
tahun 2021 adalah sebagai berikut: strategies in 2021 is as follows:
1. Percepatan pertumbuhan kredit yang 1. Accelerating quality credit growth through
berkualitas melalui peningkatan ekspansi increasing the expansion of the BPR Primary
bjb KPR Primary dengan PKS Pengembang, KPR with Developer PKS, optimizing the
optimalisasi penyerapan KPR FLPP, absorption of FLPP KPRs, adding asset buy
penambahan portofolio asset buy (anorganik), (inorganic) portfolios, accelerating SLA credit
percepatan SLA proses kredit. process.
2. Perbaikan kualitas kredit dengan cara 2. Improving loan quality by reducing absolute
menurunkan absolute kolektibilitas 2 collectability by 2 (two) through changes in
(dua) melalui perubahan pola penagihan, billing patterns, reducing absolute collectability
menurunkan absolute kolektibilitas 3 (tiga) of 3 (three) through intensive collection,
melalui penagihan intensif, rescheduling installment rescheduling, voluntary sales and
angsuran, penjualan sukarela dan peningkatan increasing the completeness of managed BAST
kelengkapan dokumen BAST kelolaan, documents, reducing absolute collectability
menurunkan absolute kolektibilitas 5 (lima) of 5 (five) through acceleration guarantee
melalui percepatan eksekusi jaminan (lelang/ execution (auction/cessie). Emphasizing NPL
cessie). Penekanan kondisi NPL di bawah 5%, conditions below 5%, so that bank bjb could
agar bank bjb tetap dapat menyalurkan KPR still distribute mortgages for indent purchases.
tujuan pembelian indent.

3. Memaksimalkan produk bjb KPR Gaul 3. Maximizing bjb KPR Gaul products for certain
untuk demografi tertentu seperti Bandung, demographics such as Bandung, Jabodetabek
Jabodetabek dan kota besar lainnya, dimana and other big cities, in which KPR for Millennials
KPR untuk Millenial merupakan captive market was a fairly large captive market.
yang cukup besar.
4. Lebih mengoptimalkan lagi penyaluran bjb KPR 4. Further optimizing the distribution of FLPP
FLPP dengan target penyaluran pada tahun KPR bjb with a target of 5,700 units in 2021.
2021 sebanyak 5.700 unit.
Dana Pihak Ketiga (DPK) Third Party Funds (DPK)
Dana pihak ketiga bank bjb terdiri atas dana Company third party funds consist of consumer
pihak ketiga konsumer yang mengelola nasabah third party funds that manage individual customers
perorangan dan DPK institusi yang mengelola and institutional deposits that manage institutional
nasabah institusi. customers.
DANA PIHAK KETIGA KONSUMER CONSUMER THIRD PARTY FUNDS
Penjelasan Dana Pihak Ketiga Konsumer Explanation of Consumer Third Party Funds
Dana pihak ketiga konsumer terdiri atas giro, Consumer third-party funds consist of current
tabungan, dan deposito perorangan yang accounts, savings and individual deposits collected
dihimpun oleh bank bjb. Jenis-jenis giro, tabungan by Company. Types of current accounts, savings
dan deposito DPK konsumer telah dijelaskan pada and deposits from Consumer DPK have been
bagian Produk dan Jasa dalam Laporan Tahunan explained in the Products and Services section of
ini. this Annual Report.
Strategi bank bjb Dalam Mendukung Kegiatan Corporate Strategy In Supporting Consumer TPF
Dana Pihak Ketiga Konsumer Tahun 2020 Activities In 2020
Strategi bank bjb dalam mendukung kegiatan DPK The strategy of the Company in supporting TPF
tahun 2020 adalah sebagai berikut: activities in 2020 is as follows:
1. Strategi Produk dan Layanan 1. Product and Service Strategies
bank bjb senantiasa berinovasi dalam mengikuti bank bjb continues to innovate in keeping
perkembangan industri perbankan Indonesia up with the development of the Indonesian
dengan mengembangkan produk, layanan serta banking industry by developing products,
fitur-fitur baru DPK yang kompetitif dan selalu services and new features of DPK that are
dapat memenuhi kebutuhan transaksi dan competitive and can always meet the varied
finansial nasabah yang bervariasi. Tahun 2020 transaction and financial needs of customers.
ini bank bjb melalui Tandamata SiMuda dan In 2020, bank bjb, through Tandamata SiMuda
SiMuda Investasiku guna memenuhi kebutuhan and SiMuda Investasiku, is to meet the needs
millennial akan investasi atau perencanaan of millennials for investment or financial
keuangan dengan memberikan benefit lebih planning by providing more benefits in the
berupa nilai investasi dan proteksi. Selain itu form of investment value and protection. In
program-program menarik di sepanjang tahun addition, interesting programs have been rolled
di gulirkan seperti Boom Sureprize, Birthday out throughout the year such as the Boom
Sureprize dan khusus nasabah precious bank Sureprize, Birthday Sureprize and special for
bjb yaitu Lucky Sureprize sebagai bentuk bank bjb customers, namely Lucky Sureprize as
apresiasi bank bjb terhadap nasabah. a form of bank bjb appreciation to customers.

2020 Annual Report
2. Pricing and Policy Strategy 2. Pricing and Policy Strategy

a. Melakukan evaluasi terhadap penetapan a. Evaluating TPF interest rates that are
tingkat suku bunga DPK yang beneficial for customers by taking into
menguntungkan bagi nasabah dengan account the internal conditions of the
memperhatikan kondisi internal bank serta bank and the market (the right timing and
market (timing dan moment yang tepat). moment).
b. Melakukan penyesuaian terkait biaya-biaya b. Making adjustments related to administrative
administrasi yang disesuaikan dengan costs that are adjusted with regulators
regulator dan kompetisi pasar sehingga and market competition so that Company
produk- produk bank bjb tetap memberikan products continue to provide more value to
nilai lebih kepada nasabahnya. their customers..
3. Promotion Strategy 3. Promotion Strategy
a. Mengembangkan program tabungan yang a. Developing attractive and competitive
menarik dan kompetitif seperti program savings programs such as direct reward
hadiah langsung dan loyalty program. programs and loyalty programs.
b. Melakukan promosi yang berkesinambungan b. Conduct ongoing promotions through
melalui kegiatan below the line dan above below the line and above the line activities
the line dan berkoordinasi dengan unit and coordinate with other business units.
bisnis lainnya.
Produktivitas Dana Pihak Ketiga Konsumer Consumer Third Party Funds (DPK) Productivity
Uraian produktivitas DPK konsumer disajikan A description of the productivity of DPK consumer
sebagai berikut. is presented as follows.
Tabel Produktivitas DPK Konsumer

Productivity Table Consumer DPK
Pertumbuhan
2020 2019 2018 2017 2016 Growth
Dana Pihak Ketiga 2019-2020
Third Party Funds
(%)
Giro
810.11 952.00 887.31 740.99 509.13 (141.89) (14.90%)
Current Account
Tabungan
22,266.56 20,734.61 20,481.35 17,661.58 16,826.38 1,531.95 7.39%
Saving
Deposito
11,624.97 10,050.57 8,814.03 7,602.31 7,255.47 1,574.40 15.66%
Deposits
Total DPK
34,701.64 31,737.18 30,182.69 26,004.88 24,590.98 2,964.46 9.34%
Total TPF
Total DPK tahun 2020 mencapai Rp34,70 triliun, Total TPF in 2020 reached IDR34.70 trillion, an
meningkat 9,34% atau Rp2,96 triliun dibandingkan increase of 9.34% or IDR2.96 trillion compared to
dengan tahun 2019 yang mencapai Rp31,74 2019 which reached IDR31.74 trillion. This increase
triliun. Peningkatan ini terutama berasal dari mainly came from the growth in time deposits of
pertumbuhan deposito sebesar Rp1,57 triliun atau IDR1.57 trillion or 15.06% and savings of IDR1.53
15,06% dan tabungan sebesar Rp1,53 triliun trillion

Tahun Januari Februari Maret April Mei Juni Juli Agustus September Oktober November Desember
Year January February March April May June July August September October November December
2020 29,228 29,304 29,009 29,177 31,306 31,136 30,921 30,921 30,898 32,097 31,954 34,702
2019 26,910 26,356 26,536 26,408 29,528 28,745 28,453 28,227 28,154 27,577 28,459 31,737
2018 23,635 23,509 23,560 23,102 24,157 24,984 25,879 25,280 26,127 25,953 27,181 30,183
2017 21,545 21,452 21,018 21,048 21,581 23,253 22,371 22,875 22,553 22,138 23,200 26,005
2016 17,315 17,254 16,973 17,760 17,351 17,987 18,352 18,719 18,471 18,499 20,049 24,591
Grafik Tren Pertumbuhan DPK Konsumer 2016-2020

Graph of Growth Trends in Consumer TPF 2016-2020
40.000
35.000
30.000
25.000
20.000
15.000
10.000
5.000
0
Januari Februari Maret April Mei Juni Juli Agustus September Oktober November Desember
January February March April May Juny July August September October November December
DPK 2016 DPK 2017 DPK 2018 DPK 2019 DPK 2020
Giro Current Account

Perkembangan produk giro bank bjb tahun 2016- The development of bank bjb current accounts in
2020 adalah sebagai berikut. 2016-2020 is as follow.
Tabel Tren Pertumbuhan Giro bank bjb Periode Tahun 2016-2020 (Giro Konsumer)
Table of Current Growth Trends for bank bjb for the 2016-2020 Period (Consumer Demand
Deposits)
2020 435.96 376.64 526.59 336.06 323.78 603.71 362.43 349.35 619.20 353.36 368.24 810.11
2019 353.93 325.63 614.47 329.98 304.82 640.41 331.14 306.06 709.02 331.08 363.11 952.00

2020 Annual Report
2018 307.01 285.16 489.41 277.37 254.94 505.59 261.39 263.23 532.13 288.41 314.38 887.31
2017 286.43 250.71 378.32 258.36 256.88 422.22 256.79 289.64 498.71 286.83 300.58 740.99
2016 235.19 220.08 260.14 224.60 224.10 322.94 254.26 246.23 409.54 284.28 274.48 509.13
Produk giro konsumer dari tahun ke tahun Demand current accounts for consumers from
mengalami fluktuaktif. Giro tahun 2020 mencapai year to year fluctuate. Current accounts in 2020
Rp810,11 juta, menurun 14,90% dibandingkan reached IDR810.11 million, decreased by 14.90%
tahun 2019 mencapai Rp952,00 juta. Peningkatan compared to 2019, which reached IDR952.00
terebut sejalan dengan pertumbuhan Number of million. The increase was in line with the growth in
Account (NoA) Giro. the Number of Accounts (NoA) Current accounts.
Grafik Tren Giro Perorangan

Graph of Individual Current Accounts Trend
1.000
800
600
400
200
0
Giro 2016 Giro 2017 Giro 2018 Giro 2019 Giro 2020
Current Account 2016 Current Account 2017 Current Account 2018 Current Account 2019 Current Account 2020
Tabungan Savings
Tabungan tahun 2020 mencapai Rp22,27 triliun, Savings in 2020 reached IDR22.27 trillion, an
meningkat 11,34% dibandingkan tahun 2019 increase of 11.34% compared to 2019 reaching
mencapai Rp19,99 triliun. Peningkatan tersebut IDR19.99 trillion. The increase was mainly derived
terutama berasal dari pertumbuhan Tabungan BSA from the growth of BSA Savings of IDR95.32 billion
sebesar Rp95,32 miliar dan Tabungan Tandamata and Tandamata My First Savings of IDR40.39
My First sebesar Rp40,39 miliar. Perkembangan billion. The development of bank bjb savings
produk tabungan bank bjb tahun 2019-2020 products in 2019-2020 is as follows.
adalah sebagai berikut.

Tabel Perkembangan Produk Tabungan Konsumer per Produk Tahun 2019-2020

Table of Consumer Savings Product Development by Product in 2019-2020

Jenis Produk Tabungan
No Types of Savings
Products Volume NoA Volume NoA
(Rp) (Account) (Rp) (Account)
E1 – Tabungan Tandamata
1. 876,937,381,721 21,174 958,219,190,218 24,296
Gold
2. E2 – Tabungan Simpeda 2,646,814,117,435 187,186 2,654,140,915,071 210,625
3. E3 – Tandamata Haji 3,622,556,192 11,458 4,289,613,259 11,966
4. EA – Tabungan Tandamata 12,526,887,097,138 1,881,958 14,405,726,163,451 2,119,937
5. EB – Tandamata Bisnis 106,613,195,186 535 63,517,585,308 820
EC – Tabungan Tandamata
6. 193,036,838,193 14,890 176,382,607,163 14,434
Berjangka
ED – Simpanan Tandamata
7. 49,197,382,243 528 24,055,698,227 537
Dollar
EE – Tandamata Sertifikasi
8. 3,352,978,410,329 252,138 - -
Guru
EF – Tabungan Tandamata
9. 2,311,991,188 336 - -
PERSIB-Non Aktif
EG – Tabungan Tandamata
10. 1,386,682,264,435 102,482 - -
Purnabakti
11. EH – Tabunganku Dana BSM 116,159,109,056 1,423,784 - -
12. EI – Tabungan SIMPEL 44,673,239,341 239,433 22,234,548,152 262,853
13. EJ – Tabungan BSA 111,395,493,878 459,838 16,067,495,321 61,747
EK – bjb Tandamata
14. 31,763,510,118 3,977 -
Purnabakti (Asabri)
15. EL – bjb Tandamata (TKI) 495,337,370 240 -
16. EO – bjb Tandamata SiMuda 17,203,585,503 1,829 -
EM – Tabungan Tandamata
17. 285,226,931,529 87,244 244,833,177,696 92,283
My First
ES – Simpnan Tandamata
18. 4,201,278,234 41 4,728,506,162 46
Sipngapur Dollar
19. ET – Tabunganku 345,096,794,792 151,064 339,016,721,732 178,369
20. EP – Tabungan Simple PIP 1,705,150,794 4,182 - -
EU – bjb Tandamata
21. 11,513,718,568 3,725 1,085,065,347,717 100,782
Purnabakti (Dapen)
EW- bjb Tanda Mata

22. 152,040,280,440 49,148 - -
(Khusus/ Special)
Jumlah 22,266,555,663,683 4,897,190 19,998,277,569,477 3,078,695

2020 Annual Report
(dalam Rupiah penuh/ in Full IDR)
Pertumbuhan 2019-2020
Growth 2019-2020
Nominal Persentase
Volume NoA Volume NoA
(Rp) (Account) (%) (%)
(81,281,808,497) (3,122) (8.48%) (12.85%)
(7,326,797,636) (23,439) (0.28%) (11.13%)
(667,057,067) (508) (15.55%) (4.25%)
(1,878,839,066,313) (237,979) (13.04%) (11.23%)
43,095,609,878 (285) 67.85% (34.76%)
16,654,231,030 456 9.44% 3.16%
25,141,684,016 (9) 104.51% (1.68%)
- - - -
- - - -
- - - -
- - - -
22,438,691,189 (23,420) 100.92% (8.91%)
95,327,998,557 398,091 593.30% 644.71%
- 3,977 - -
- 240 - -
- 1,829 - -
40,393,753,833 (5,039) 16.50% (5.46%)
(527,227,928) (5) (11.15%) (10.87%)
6,080,073,060 (27,305) 1.79% (15.31%)
- - - -
(1,073,551,629,149) (97,057) (98.94%) (96.30%)
- - - -
2,268,278,138,372 1,818,495 11.34% 59.07%

Tabel Tren Pertumbuhan Tabungan bank bjb Periode 2016-2020

Table of Trends in the Growth of bank bjb Savings for the 2016-2020 Period
2020 18,152 18,196 18,054 18,281 20,343 19,919 19,563 19,450 20,286 20,010 20,056 22,267
2019 17,111 16,696 16,693 16,740 19,901 18,826 18,688 18,552 18,018 17,482 18,224 20,735
2018 15,298 15,258 15,349 15,088 16,184 16,728 17,400 16,610 16,860 16,569 17,794 20,481
2017 13,665 13,670 13,279 13,433 14,108 15,616 14,799 15,018 14,461 14,089 14,990 17,662
2016 11,661 11,457 11,336 12,193 11,867 12,244 12,717 13,002 12,650 12,657 14,186 16,826
Grafik Tren Tabungan Perorangan

Graph of Individual Savings Trends
25.000
20.000
15.000
10.000
5.000
0
Tabungan 2016 Tabungan 2017 Tabungan 2018 Tabungan 2019 Tabungan 2020
Saving 2016 Saving 2017 Saving 2018 Saving 2019 Saving 200
Deposito Deposits
Deposito tahun 2020 mencapai Rp11,63 triliun Deposits in 2020 reached IDR11.63 trillion, an
meningkat 15,67% atau 1,57 triliun dibandingkan increase of 15.67% or 1.57 trillion compared to 2019,
tahun 2019 mencapai Rp10,05 triliun. which reached IDR10.05 trillion. The development
Perkembangan produk deposito bank bjb tahun of bank bjb deposit products in 2016-2020 is as
2016-2020 adalah sebagai berikut. follows.

2020 Annual Report
Tabel Tren Pertumbuhan Deposito Periode 2016-2020

Table of Time Deposit Growth Trend 2016-2020
2020 10,640 10,731 10,428 10,559 10,639 10,613 10,995 11,099 11,192 11,714 11,529 11,625
2019 9,445 9,334 9,229 9,339 9,323 9,278 9,437 9,369 9,426 9,764 9,872 10,051
2018 8,030 7,966 7,722 7,736 7,718 7,750 8,217 8,411 8,736 9,096 9,073 8,814
2017 7,594 7,531 7,360 7,356 7,216 7,215 7,315 7,567 7,539 7,762 7,909 7,602
2016 5,418 5,577 5,378 5,342 5,260 5,240 5,381 5,471 5,411 5,558 5,588 7,255
Grafik Tren Deposito Perorangan

Graph of Individual Deposit Trends
14.000
12.000
12.000
10.000
8.000
6.000
4.000
2.000
0
Deposito 2016 Deposito 2017 Deposito 2018 Deposito 2019 Deposito 2020
Deposits 2016 Deposits 2017 Deposits 2018 Deposits 2019 Deposits 2020
Rencana dan Strategi Pemasaran Dana Pihak Marketing Plans and Strategies for Consumer
Ketiga Konsumer Tahun 2021 Third Party Funds for 2021
1. Strategi Produk Layanan Berinovasi dan 1. Product Service Strategy to Innovate and
Mengembangkan Produk Develop Products
Pengembangan layanan dan fitur baru sesuai Development of new services and features
dengan kebutuhan nasabah yang dinamis according to dynamic customer needs
diantaranya: including:

a. Pembangunan infrastruktur pendukung a. Development of supporting infrastructure

peningkatan CASA dan transaksional for increasing CASA and transactional
Banking khususnya tabungan berbasis IT banking, especially IT-based savings (virtual
(Virtual Account, open account online, dan accounts, open online accounts, etc.).
lain-lain).
b. Penyempurnaan fitur layanan digital/ b. Enhancing features of digital/electronic
elektronik atau e-channel seperti mobile services or e-channels such as mobile apps,
apps, mobile banking, dan internet banking mobile banking, and internet banking so
sehingga mendorong terjadinya kenaikan as to encourage transaction increases and
transaksi dan penguatan fee based income. strengthen fee-based income.
c. Penguatan program promosi melalui redeem c. Strengthening promotional programs
point, activities, events dan community through redeem points, activities, events
marketing. and community marketing.
2. Strategi Pemasaran 2. Marketing Strategy
a. Melakukan perluasan kerjasama a. Expanding cooperation in collecting
penghimpunan DPK dengan pihak ketiga TPF with third parties, both Business to
baik Business to Government maupun Government and Business to Business,
Business to Business diantaranya: among others:
- Kerjasama dengan Kementerian - Collaboration with the Ministry of
Pendidikan dan Kebudayaan dalam Education and Culture in terms
hal penyaluran dana tunjangan guru of channeling teacher allowance
(sertifikasi) dengan potensi dana sebesar (certification) funds with a potential
± Rp9,2 triliun di tahun 2021. fund of ± IDR9.2 trillion in 2021.
- Kerjasama dengan Dinas Pendidikan - Collaboration with the West Java
dan Kebudayaan Provinsi Jawa Barat Provincial Education and Culture Office
dalam hal penyaluran dana Bantuan in the distribution of School Operational
Operasional Sekolah (BOS) dengan Assistance (BOS) funds with a potential
potensi dana sebesar ± Rp10,1 triliun di fund of ± IDR10.1 trillion in 2021.
tahun 2021.
- Kerjasama dengan Provinsi Jawa Barat - Collaboration with West Java Province in
dalam hal penyaluran dana Jabar terms of distributing funds for the West
Future Leader Scholarship (JFSL) Java Future Leader Scholarship (JFSL),
yaitu Dana Program beasiswa dari namely the scholarship program from
Pemprov Jabar dengan besaran masing- the West Java Provincial Government,
masing penerima S1 Penuh: 50 juta; S1 with a total of 50 million undergraduate
Percepatan: 8 juta; S2: 50 juta; S3: 50 program recipients; S1 Acceleration: 8
juta dengan potensi dana sebesar ± million; S2: 50 million; S3: 50 million with
Rp100 miliar di tahun 2021. a potential fund of ± IDR100 billion in
2021.
- Kerjasama dengan Kementrian Pekerjaan - Collaboration with the Ministry of Public
Umum dan Perumahan Rakyat dalam Works and Public Housing in terms
hal penyaluran dana bantuan stimulan of distributing stimulant assistance
kepada masyarakat berpenghasilan funds to low-income people for home
rendah untuk perbaikan rumah dengan improvement with funding sources
sumber dana dari APBD dengan besaran from the APBD (Regional Budget) with
penerima 17,5 juta dan potensi dana a recipient size of 17.5 million and a
sebesar Rp200 miliar di tahun 2021. potential fund of IDR200 billion in 2021.
- Kerjasama dengan Dinas Pendidikan - Collaboration with the West Java
dan Kebudayaan Jawa Barat dalam Education and Culture Office in the
hal penyaluran Dana Bantuan untuk distribution of aid funds for rehabilitation
rehabilitasi dan ruang kelas baru ruang- and new classrooms for SMA and SMK

2020 Annual Report
ruang kelas SMA dan SMK di Provinsi (High Schools) classrooms in West Java
Jawa Barat dengan potensi dana sebesar Province with a potential fund of IDR485
Rp485 miliar di tahun 2021. billion in 2021.
- Kerjasama dengan Kementrian Pekerjaan - Collaboration with the Ministry of
Umum dan Perumahan Rakyat dalam hal Public Works and Public Housing in the
penyaluran dana pembebasan lahan Tol distribution of funds for land acquisition
Cigatas dengan potensi dana sebesar for the Cigatas Toll Road with a potential
Rp1 Triliun di tahun 2021. fund of IDR1 trillion in 2021.
- Kerjasama dengan POLDA Jawa Barat - Collaboration with the West Java
dalam hal penyaluran dana tunjangan Regional Police in terms of distributing
kinerja polisi yang bertugas di Kepolisian performance allowances for police
Daerah Jawa Barat dengan potensi dana assigned to the West Java Regional
sebesar Rp1,176 triliun di tahun 2021. Police with a potential fund of IDR1.176
trillion in 2021.
- Kerjasama dengan PT TASPEN dalam hal - Collaboration with PT TASPEN in terms
Pembayaran gaji pensiunan ASN yang of paying the salaries of ASN retirees
dikelola oleh PT TASPEN dengan potensi managed by PT TASPEN with a potential
dana sebesar Rp3,7 triliun di tahun 2021. fund of IDR3.7 trillion in 2021.
- Kerjasama dengan PT ASABRI dalam hal - Collaboration with PT ASABRI in terms of
Pembayaran gaji pensiunan TNI/POLRI paying the salaries of retired TNI/POLRI
dan ASN KEMHAN/POLRI yang dikelola and ASN KEMHAN/POLRI managed
oleh PT ASABRI dengan potensi dana by PT ASABRI with a potential fund of
sebesar Rp108 miliar di tahun 2021. IDR108 billion in 2021.
b.
Mengembangkan program marketing b. Developing savings marketing programs
tabungan seperti program hadiah langsung, such as direct prize programs, lucky draw
program undian berhadiah dan program programs and marketing programs with
marketing dengan segmentasi nasabah specific customer segments, including:
tertentu diantaranya:
- Program Promosi Berjangka. - Futures (Berjangka) Promotion Program.
- Program Promosi SiMuda - SiMuda Promotion Program
- Program Promosi CASA Bundling - CASA Bundling Promotion Program
(Bundling Tabungan X Giro) (Bundling Saving X Current account)
- Program Promosi Bundling Investasi - Investment Bundling Promotion Program
(Bundling Tabungan X Reksa Dana Pasar (Bundling Savings X Money Market
Uang Mutual Funds
- Program Promosi Lucky Birthday (HUT - Lucky Birthday Promotion Program (bjb
bjb) Anniversary)
- Program Promosi Tandamata Merdeka - Independence Tandamata Promotion
(HUT Kemerdekan RI) Program (Independence of the Republic
of Indonesia)
- Program Promosi Kids Saving Plan - Kids Saving Plan Promotion Program
- Program Promosi Amazing Sureprize - Amazing Sureprize Promotion Program
- Program Promosi Produk Tandamata - Tandamata Gold Product Promotion
Gold Program
- Program Promosi Produk Giro - Current Account Product Promotion
Program
- Program Promosi T-Samsat - T-Samsat Promotion Program
- Program Promosi bjb Bisa - Promotion program bjb Bisa
- Program Promosi Produk Tandamata - Tandamata Purnabakti Product
Purnabakti Promotion Program

c. Pemasaran tabungan melalui pendekatan c. Savings marketing through a community

komunitas (community marketing). approach (community marketing).
d. Melakukan promosi yang berkesinambungan d. Conducting continuous promotions through
melalui kegiatan below the line dan above below the line and above the line activities
the line kepada segmen pelajar (generasi to the student segment (the younger
muda). generation).
3. Pricing Strategy 3. Pricing Strategy
Pemberian tingkat suku bunga DPK yang Providing attractive and competitive deposit
menarik dan bersaing bagi para nasabah. bank rates for customers. Company regularly
bjb secara secara berkala melakukan evaluasi evaluates the interest rate of third party
dalam memberikan tingkat suku bunga DPK funds, especially products that are sensitive
khususnya produk yang sensitif akan bunga to interest amely deposits. This interest rate
yaitu deposito. Evaluasi tingkat suku bunga evaluation is carried out so that the Company
ini dilakukan agar produk DPK bank bjb dapat deposit products can compete in the midst of
bersaing di tengah kompetisi yang semakin tighter competition and the Company deposit
ketat dan produk deposito bank bjb dapat products can be the top choice for customers
menjadi pilihan utama bagi nasabah dalam in investing.
berinvestasi.
4. Strategi Sumber Daya Manusia 4. Human Capital Strategy
a. Pemenuhan tenaga funding officer di Kantor a. Fulfillment of Consumer Fund marketing
Cabang sesuai dengan potensi dan market capacity planning at the Branch Office
yang ada dengan standarisasi kemampuan in accordance with the potential of the
softskill, product knowledge yang kompeten existing market by standardizing the ability
sehingga mampu bersaing dengan tenaga of soft skills, competent product knowledge
funding dari bank-bank pesaing. so that they can compete with funding from
competing banks.
b. Peningkatan softskill maupun technical skill b. Increasing soft skills and technical skills
bagi para tenaga funding consumer maupun for the consumer funding staff and Wealth
staf Wealth Management baik dilakukan Management staff both inhouse/public at
secara inhouse/public di dalam dan luar home and abroad.
negeri.
DANA PIHAK KETIGA INSTITUSI INSTITUTIONAL THIRD PARTY FUNDS

(KELEMBAGAAN)
Penjelasan Dana Pihak Ketiga Institusi Explanation of Institutional Third Party Funds
(Kelembagaan)
DPK institusi terdiri atas giro dan deposito Institutional deposits consist of demand deposits
yang mengelola dana untuk nasabah institusi and deposits that manage funds for institutional
serta melakukan beberapa inisiasi kerjasama customers and initiate several collaborative
dengan nasabah institusi yang signifikan melalui initiatives with significant institutional customers
penandatanganan nota kesepahaman. Jenis-jenis through the signing of a memorandum of
giro, tabungan dan deposito DPK Institusi telah understanding.
dijelaskan pada bagian Produk dan Jasa dalam
Laporan Tahunan ini.
Produktivitas Dana Pihak Ketiga Institusi Productivity of Institutional Third Party Funds
(Kelembagaan) Customers
Uraian produktivitas DPK nasabah institusi Details of productivity of institutional Third Party
disajikan sebagai berikut. Funds customers are presented as follows.

2020 Annual Report
Tabel Produktivitas Dana Pihak Ketiga Nasabah Institusi

Table of Productivities of Institutional Third Party Funds Customers
Pertumbuhan
2020 2019 2018 2017 2016 Growth
Dana Pihak Ketiga 2019-2020
Third Party Funds
(%)
Giro
18,244,648 18,583,755 17,414,090 19,201,912 16,536,459 (339,107) (1.82%)
Current Account
Deposito
45,166,461 32,462,290 33,407,163 36,443,821 31,403,432 12,704,171 39.14%
Deposits
Total DPK Nasabah
Institusi
Total TPF of 63,411,109 51,046,045 50,821,253 55,645,733 47,939,891 12,365,064 24.22%
Institutional
Customers
Total DPK Nasabah institusi pada tahun 2020 Total TPF for institutional customers in 2020
mencapai Rp63,41 triliun, meningkat 24,22% reached IDR63.41 trillion, an increase of 24.22% or
atau Rp12,37 triliun dibandingkan dengan tahun IDR12.37 trillion compared to 2019 which reached
2019 yang mencapai Rp51,05 miliar. Peningkatan IDR51.05 billion. This increase was mainly derived
tersebut khususnya berasal dari pertumbuhan from the growth in deposits reaching to IDR12.70
deposito sebesar Rp12,70 triliun atau 39,14%. trillion or 39.14%.
Pada Tahun 2020 Divisi Hubungan Kelembagaan In 2020 the Institutional Relations Division
mengelola 64% dari DPK bank bjb atau sebesar manages 64% of bank bjb deposits or IDR63.41
Rp63,41 triliun dari total kelolaan bank bjb sebesar trillion of the total managed bank bjb of IDR99.59
Rp99,59 triliun. Dalam perjalanan tahun 2020 trillion. In 2020 the Institutional Relations Division
Divisi Hubungan Kelembagaan semakin fokus increasingly focused on implementing synergy and
dalam menerapkan strategi sinergi dan kolaborasi collaboration strategies in building cooperation
dalam membangun kerjasama dengan nasabah with institutional customers. Cooperation that was
institusi. Kerjasama yang semakin baik dengan getting better with the Information Technology
Divisi Teknologi Informasi dalam meningkatkan Division in improving banking technology by
teknologi perbankan dengan menghasilkan producing innovative technology-based services
inovasi layanan-layanan berbasis teknologi yang helped banking transactions for institutional
membantu transaksi perbankan untuk nasabah customers such as regional tax revenue aggregator
institusi seperti kerjasama Aggregator penerimaan cooperation in increasing fee-based income which
Pajak Daerah dalam peningkatan fee based allowed customers to pay in other cooperated
income yang memungkinkan nasabah membayar channels (Modern Channel, E-Commerce, and
di channel-channel lain yang dikerjasamakan PPOB).
(Modern Channel, E-Commerce, dan PPOB).
Divisi Hubungan Kelembagaan juga berkomunikasi The Institutional Relations Division also
secara intensif dan bekerjasama dengan Divisi communicated intensively and collaborated with
Bisnis lain (collaboration marketing) dalam other Business Divisions (collaboration marketing)
mengimplementasikan product holding bank bjb in implementing bank bjb holding products in
dalam menggarap nasabah institusi, agar nasabah working with institutional customers, so that
institusi mendapatkan layanan perbankan bjb institutional customers got bjb banking services
secara menyeluruh sehingga mempercepat dan as a whole so as to accelerate and simplify the
mempermudah pencapaian target bank bjb secara achievement of bank bjb targets as a whole.
keseluruhan.

Grafik Pencapaian Dana Pihak Ketiga Institusi

Graph of Achievement of Institutional Third Party Funds
63.411.109
55.645.733
51.046.045
50.821.252
47.939.891
41.710.976
Desember 2015 Desember 2016 Desember 2017 Desember 2018 Desember 2019 Desember 2020
December 2015 December 2016 December 2017 December 2018 December 2019 December 2020
Target DPK Institusi Total DPK Institusi

Institutional TPF Target Total Institutional TPF
Grafik Produktivitas Dana Pihak Ketiga Nasabah Institusi

Graph of Third Party Fund Productivity for Institutional Customers
(dalam triliun Rupiah/ in trillions IDR)
63,41
55,65
50,82 51,05
47,94
45,17
36,44
33,407 32,46
31,4
19,2 18,58 18,24

17,41
16,54
2016 2017 2018 2019 2020
Giro Deposito Total DPK Nasabah Institusi

Current Account Deposit Total TPF for Institutional Customers

2020 Annual Report
Jasa Layanan Services
WEALTH MANAGEMENT WEALTH MANAGEMENT

Penjelasan Wealth Management Wealth Management Explanation
Dalam memenuhi kebutuhan akan layanan n meeting the need for comprehensive financial
keuangan yang menyeluruh bagi nasabahnya, bank services for its customers, Company provides
bjb memberikan layanan wealth management wealth management services as a financial planning
sebagai solusi perencanaan keuangan bagi nasabah. solution for customers. Wealth management
Layanan wealth management yang dihadirkan bank services offered by Company include mutual fund
bjb meliputi produk reksa dana dan bancassurance. products and bancassurance.
Produk reksa dana yang dijual melalui bank bjb Mutual fund products sold through bank bjb in
bekerjasama dengan Manajer Investasi terkemuka collaboration with leading investment managers
diantaranya yaitu: include:
1. PT Bahana TCW Investment Management 1. PT Bahana TCW Investment Management
2. PT Danareksa Investment Management 2. PT Danareksa Investment Management
3. PT Trimegah Asset Management 3. PT Trimegah Asset Management
4. PT Syailendra Capital 4. PT Syailendra Capital
5. PT Sucorinvest Asset Managemet 5. PT Sucorinvest Asset Managemet
6. PT Sinarmas Asset Management 6. PT Sinarmas Asset Management
7. PT BNI Asset Management 7. PT BNI Asset Management
Produk reksa dana yang dijual melalui bank Mutual fund products sold through bank bjb have
bjb memiliki karakteristik dan profil risiko yang various characteristics and risk profiles, ranging
beragam mulai dari rendah hingga tinggi. Produk from low to high. Mutual Fund products available
Reksa Dana yang tersedia di bank bjb diantaranya at bank bjb include the following.
yaitu sebagai berikut.
Tabel Produk Reksa Dana

Table of Mutual Funds Products
Jenis Reksa
Manajer Investasi Produk Reksa Dana Dana Profil Risiko
Investment Manager Mutual Fund Products Types of Mutual Risk Profile
Funds
PT Bahana TCW Invesment Management Bahana Dana Insfrastruktur Campuran Menengah – Tinggi
Bahana Infrastructure Fund Mix Moderate - High
Dana Ekuitas Saham Tinggi

Equity Funds Stock High
PT Danareksa Invesment Management Danareksa Seruni Pasar Uang II Pasar Uang Rendah
Danareksa Seruni Money Market II Money market Low
Danareksa Anggrek Flesibel Campuran Menengah – Tinggi

Danareksa Flesibel Orchid Mix Moderate - High
Saham Tinggi
Danareksa Mawar
Stock High
Danareksa Indeks Syariah Indeks Tinggi

Danareksa Sharia Index Index High

Jenis Reksa
Manajer Investasi Produk Reksa Dana Dana Profil Risiko
Investment Manager Mutual Fund Products Types of Mutual Risk Profile
Funds
PT Trimegah Asset Management Trim Kas 2 Pasar Uang Rendah
Cash Trim 2 Money market Low
Trim Kombinasi 2 Campuran Menengah – Tinggi

Combination Trim 2 Mix Moderate - High
Trim Syariah Berimbang Campuran Menengah – Tinggi

Balanced Sharia Trim Mix Moderate - High
Trim Kapital Plus Saham Tinggi

Capital Plus trim Stock High
Trim Syariah Saham Saham Tinggi

Sharia Trim Shares Stock High
PT Syailendra Capital Campuran Menengah – Tinggi
Syailendra Balanced Opportunity Fund
Mix Moderate - High
Saham Tinggi
Syailendra Equity Opportunity Fund
Stock High
PT Sucorinvest Asset Management Pasar Uang Rendah
Sucorinvest Money Market Fund
Money market Low
Campuran Menengah – Tinggi

Sucorinvest Flexi Fund
Mix Moderate - High
Saham Tinggi
Sucorinvest Equity Fund
Stock High
Saham Tinggi
Sucorinvest Sharia Equity Fund
Stock High
PT Sinarmas Asset Management Danamas Stabil Pendapatan Tetap Rendah – Menengah
Danamas Stable Fixed income Low - Medium
Pendapatan Tetap Rendah – Menengah

Danamas Dollar
Fixed income Low - Medium
Campuran Menengah – Tinggi

Simas Satu Prima
Mix Moderate - High
Simas Saham Unggulan Saham Tinggi

Simas Featured Stocks Stock High
PT BNI Asset Management BNI – AM Dana Likuid Pasar Uang Rendah
Mix Money market Low
Selain bekerjasama dengan Manajer Investasi dalam In addition to collaborating with Investment
memasarkan produk Reksa Dana, bank bjb juga Managers in marketing Mutual Fund products, bank
menjalin kerjasama dengan Perusahaan Asuransi bjb also collaborated with insurance companies
dalam memasarkan produk Bancassurance untuk in marketing Bancassurance products to meet
memenuhi kebutuhan perencanaan keuangan customers’ financial planning needs. Currently
nasabah. Saat ini bank bjb telah bekerjasama bank bjb collaborated with leading insurance
dengan Perusahaan Asuransi terkemuka dalam companies in providing Bancassurance products,
menyediakan produk-produk Bancassurance including:
diantaranya yaitu:
Perusahaan Asuransi Produk Bancassurance Jenis Produk

Insurance Company Bancassurance Product Types of Product
PT Sinarmas MSIG Life SmiLe Optima Link Unit Link
SmiLe Link Plus Unit Link
SmiLe Link Investa Unit Link Single Premium
SmiLe Life Care Plus Term Life ROP
SmiLe Kids Insurance Endowment
PT Asuransi BRI Life Asuransi Mikro Bringin Ajaib Term Life

2020 Annual Report
Produktivitas Wealth Management Wealth Management Productivity

Uraian produktivitas wealth management disajikan The description of wealth management
sebagai berikut. productivity is presented as follows.
Tabel Pertumbuhan Asset Under Management Reksa Dana dan Premi Bancassurance
Table of Asset Growth under Mutual Fund Management and Bancassurance Premiums
(dalam Rupiah Penuh/in fully IDR)
2020 2019 2018 2017 2016
Tahun Growth 2019-2020
Year (Rp) (Rp) (Rp) (Rp) (Rp) (Rp)
(IDR) (%)
(IDR) (IDR) (IDR) (IDR) (IDR)
Premi
17,664,265,028 25,262,622,602 25,940,294,109 54,444,770,390 31,321,716,565 (7,598,357,574) (30.08)
Bancasssurance
AUM Reksa Dana 426,824,201,085 201,847,530,688 138,885,773,053 219,565,036,813 79,604,154,788 224,976,670,397 111.46
AUM Reksa Dana tahun 2020 mencapai Rp426,82 The AUM of Mutual Funds in 2020 reached
miliar, meningkat Rp224,98 miliar atau 111,46% IDR426.82 billion, an increase of IDR224.98 billion
dibandingkan dengan tahun 2019 yang mencapai or 111.46% compared to 2019 which reached
Rp201,85 miliar. Sedangkan untuk premi IDR201.85 billion. Meanwhile, the bancassurance
bancasssurance tahun 2020 mencapai Rp17,66 premium in 2020 reached IDR17.66 billion,
miliar, menurun sebesar 30,08% dibandingkan decreased by 30.08% compared to 2019 which
tahun 2019 mencapai Rp25,26 miliar. reached IDR25.26 billion.

Tabel Perolehan Fee Based Income Produk Wealth Management

Table of Fee Based Income Acquisition of Wealth Management Products
(dalam Rupiah Penuh/in fully IDR)
2020 2019 2018 2017 2016
Tahun Growth 2019-2020
Year (Rp) (Rp) (Rp) (Rp) (Rp) (Rp)
(IDR) (%)
(IDR) (IDR) (IDR) (IDR) (IDR)
Bancasssurance 5,058,637,275 8,652,469,224 11,519,864,374 11,837,773,279 11,371,399,400 (3,593,831,949) (41.54)
Reksa Dana 1,045,662,670 862,850,640 1,450,641,214 905,829,878 850,678,262 182,812,030 21.19
Total 6,104,299,945 9,515,319,864 12,970,505,588 12,743,603,157 12,222,077,662 (3,411,019,919) (35.85)
Sepanjang tahun 2020, perolehan fee based income Throughout 2020, fee-based income from wealth
dari aktivitas wealth management mencapai management activities reached IDR6.10 billion,
Rp6,10 miliar, turun 35,85% dibandingkan dengan down 35.85% compared to 2019 which reached
tahun 2019 yang mencapai Rp9,5 miliar. Penurunan IDR9.5 billion. The decrease was mainly derived
tersebut khususnya berasal dari turunnya from the decrease in bancassurace by IDR3.59
bancassurace sebesar Rp3,59 miliar. billion.

Grafik Produktivitas Wealth Management

Wealth Management Productivity
450,000
426,824
400,000
350,000
300,000
250,000
201,847
200,000
151,295
150,000 138,886
100,000
79,604
50,000 31,332 37,713

29,491 25,262
12,222 12,743 12,971 17,664
9,531 6,104
0
2016 2017 2018 2019 2020
FYP Bancasssurance AUM Reksa Dana Fee Based Income
Rencana dan Strategi Tahun 2020 Wealth 2020 Wealth Management Plans and Strategies
Management
Dalam rangka meningkatkan perolehan fee based In order to increase fee-based income from Wealth
income dari produk-produk Wealth Management Management products through increased sales
melalui peningkatan penjualan produk Wealth of Wealth Management products, the Company
Management, bank bjb merencanakan beberapa plans for several 2020 programs and strategies
program dan strategi tahun 2020 diantaranya including:
yaitu:
1. Pengembangan dan penambahan kerjasama 1. Development and addition of marketing
pemasaran dengan Manajer Investasi dan partnerships with Investment Managers
Perusahaan Asuransi untuk menambah and Insurance Companies to add to the
kelengkapan produk-produk Wealth completeness of Wealth Management products.
Management.
2. Menyelenggarakan program promosi penjualan 2.
Organizing sales promotion programs
di antaranya: including:
a. SMART referral program a. SMART referral program
b. Bancassurance kick off program 2020 b. Bancassurance kick off program 2020
c. Customer gathering produk-produk wealth c. Customer gathering of wealth management
management products
d. Bulan reksa dana karyawan d. Employee mutual fund month
e. Bancassurance customer reward e. Bancassurance customer reward
f. Trip reward program f. Trip reward program

2020 Annual Report
3. Pengembangan kompetensi pegawai bank 3. Development of Company employee

bjb melalui pelatihan dan sertifikasi di bidang competencies through training and certification
wealth management (WAPERD, WPPE, CWMA, in the field of wealth management (WAPERD,
CFP, AAJI). WPPE, CWMA, CFP, AAJI).
4. Penyusunan marketing kit (flyer, brosur) terkait 4. Preparation of marketing kits (flyers, brochures)
produk wealth management dalam menunjang related to wealth management products in
aktivitas pemasaran. supporting marketing activities.
5. Mendukung kegiatan yang dilaksanakan baik 5. Support the activities carried out both by the
oleh asosiasi maupun otoritas. association and the authorities.
6. Melakukan refreshment, sosialisasi, dan product 6. Refreshing, socializing, and product knowledge
knowledge atas ketentuan dan produk-produk of wealth management regulations and
wealth management. products.
7. Mengikutsertakan pegawai pada training/ 7. Involve employees in training/workshops/
workshop/seminar dalam rangka meningkatkan seminars in order to improve soft skills
softskill maupun technical skill di bidang wealth and technical skills in the field of wealth
management. management.
BJB PRECIOUS BJB PRECIOUS
Penjelasan bjb Precious Explanation bjb Precious

bjb precious memberikan pelayanan terbaik bjb precious provides the best service to special
kepada pribadi-pribadi istimewa yang individuals who require maximum services both
membutuhkan pelayanan maksimal baik dari segi in terms of friendliness, convenience, comfort,
keramahan, kemudahan, kenyamanan, keamanan security and trustworthiness for individual prime
dan terpercaya untuk nasabah prima perorangan customers and cross selling of banking products
serta melakukan cross selling terhadap produk- at bank bjb.
produk perbankan di bank bjb.
Sejarah bjb Precious History of bjb Precious

1. Tahun 2007 1. In 2007
bjb precious berdiri dan mulai beroperasi sejak bjb precious was established and started
Oktober 2007 dengan nama “Mitra Prioritas” operating since October 2007 under the name
“Priority Partner”
2. Tahun 2010 2. in 2010
Perubahan call name “Bank Jabar Banten” Change of call name “Bank Jabar Banten” to
menjadi “bank bjb”, dilakukan penyesuaian “bank bjb”, made adjustments to the name
nama menjadi “bank bjb Mitra Prioritas” “bank bjb Priority Partners”
3. 12 Desember 2012 3. On December 12, 2012
Dilakukannya rebranding layanan prima bank The rebranding of bank bjb prime services,
bjb, sehingga terjadi perubahan nama layanan resulting in a change in the name of the service
“bank bjb Mitra Prioritas” berganti menjadi “bjb “bank bjb Priority Partners” changed to “bjb
precious” precious”
4. Tahun 2021 4. In 2021
Awal tahun 2021 akan dilakukan perubahan Early in 2021 there was a change in the name of
nama layanan “bjb precious” berganti menjadi the service “bjb precious” to “ bjb prioritas”
“bjb prioritas”

Tujuan Rebranding Rebranding Purpose

Untuk mendukung visi bank bjb, menjadi bank To support the vision of bank bjb, to become the
pilihan utama, bank bjb memiliki layanan prioritas bank of choice, bank bjb owned priority services
yang khusus melayani nasabah istimewa. bjb that specifically served special customers. bjb
prioritas terlahir untuk menjadi layanan prioritas priority was established to be a priority service
yang dapat diandalkan dalam memberikan solusi that could be relied on in providing trusted
keuangan dan layanan personal yang terpercaya. financial solutions and personal services.
Lahirnya nama baru bjb prioritas dengan konsep The establishment of the new priority bjb name
yang lebih modern, simple dan familiar menjadi with a more modern, simple and familiar concept
bagian dari upaya pengembangan bisnis dan became part of business development efforts and
diharapkan dapat menjangkau nasabah secara was expected to reach a wider range of customers.
lebih luas.
bjb prioritas diharapkan dapat memberikan bjb Prioritas was expected to provide information
informasi yang mudah dimengerti oleh masyarakat that was easily understood by the general public,
umum, karena logo dan nama baru yang diciptakan because the new logo and name created had the
memiliki perspektif arti yang sama oleh setiap same meaning perspective by everyone without
orang tanpa memberikan penjelasan yang lebih. providing further explanation.
Adapun tujuan rebranding bjb Precious menjadi The objectives of rebranding bjb Precious to
bjb Prioritas adalah sebagai berikut: become bjb prioritas were as follows:
1. Memperkuat positioning layanan priority 1. Strengthening the positioning of bank bjb
banking bank bjb dengan menghilangkan priority banking services by removing language
language barrier sehingga dapat lebih mudah barriers so that they could be more easily
dikenal oleh masyarakat luas. recognized by the wider community.
2. Menjadikan bjb Prioritas sebagai brand yang 2. Making bjb Prioritas a strong brand in the eyes
kuat di mata nasabah, dapat menyampaikan of customers, able to convey a clear and firm
pesan yang jelas dan tegas kepada nasabah message to customers and emphasize the
serta menegaskan kualitas layanan bjb Prioritas quality of bjb Prioritas services so as to increase
sehingga dapat meningkatkan customer loyalty customer loyalty and increase competitiveness.
serta meningkatkan daya saing.
Rencana Kerja Rebranding bjb Precious Menjadi Work Plan for rebranding bjb Precious to become
bjb Prioritas bjb prioritas
Rencana kerja Rebranding bjb Precious menjadi The work plan of Rebranding bjb Precious into bjb
bjb Prioritas, terbagi menjadi dua tahap yaitu Prioritas was divided into two stages, namely the
tahap pembuatan konsep dan tahap implementasi. concept-making stage and the implementation
Detail sebagai berikut: stage. The details were as follows:
1. Tahap Pembuatan Konsep 1. Concept Creation Stage

a. Brand Esthetic and Expression a. Brand Esthetic and Expression
Tahap pekerjaan yang berhubungan dengan The work stages related to the design and
design dan identitas logo baru bjb Prioritas, identity of the new bjb Prioritas logo, relate
berhubungan dengan penerapan design to the implementation of the design on
pada sarana korporasi dan marketing tools, corporate facilities and marketing tools, as
serta mengenai pendaftaran HAKI terhadap well as regarding the IPR registration of the
logo dan nama baru bjb Prioritas. new bjb Prioritas logo and name.
b. Brand Behaviour b. Brand Behavior
Tahap pekerjaan yang berhubungan The work stage related to quantitative
dengan riset kuantitatif dan riset kualitatif research and qualitative research with the

2020 Annual Report
dengan harapan mendapatkan data dan hope of obtaining data and facts about
fakta mengenai kebutuhan nasabah, serta customer needs, as well as customer
mengenai kepuasan dan harapan nasabah satisfaction and expectations of the program
terhadap program. fasilitas dan layanan bjb of bjb Prioritas facilities and services. So
Prioritas. Sehingga bjb Prioritas dapat terus that bjb Prioritas could continue to make
melakukan perbaikan dari sisi program, improvements in terms of programs,
fasilitas dan layanan seiring dengan lahirnya facilities and services in line with the birth
nama baru bjb Prioritas. of the new name bjb Prioritas.
c. Brand Communication and Promotion c. Brand Communication and Promotion
Tahap pekerjaan yang berhubungan dengan Work stages related to socialization,
sosialisasi, komunikasi dan promosi ke pihak communication and promotion to bank bjb
internal bank bjb dan terutama ke pihak internal parties and especially to external
eksternal. Tahap ini juga meliputi strategi parties. This stage also included a new
pemasaran brand baru bjb Prioritas yang brand marketing strategy for bjb Prioritas
akan dilakukan secara berkelanjutan selama which will be carried out continuously for 1
1 tahun di tahun 2021. year in 2021.
2. Tahap komunikasi dan promosi eksternal 2. The external communication and promotion
terdiri dari 3 cycle of awareness, sebagai phase consisted of 3 cycles of awareness, as
berikut: follows:
a. Cycle 1 awareness, periode Januari sampai a. Cycle 1 awareness, from January to April
dengan April 2021 dengan tema “Ketulusan” 2021 with the theme “Sincerity”
b. Cycle 2 awareness, periode Mei sampai b. Cycle 2 awareness, from May to August 2021
dengan Agustus 2021 dengan tema with the theme “Holiness”
“Kesucian”
c. Cycle 3 awareness, periode September c. Cycle 3 awareness, from September to
sampai dengan Desember 2021 dengan December 2021 with the theme “Success”
tema “Kesuksesan”
3. Tahap Implementasi 3. Implementation Stage

Tahapan implementasi akan dilaksanakan di The implementation stages would be carried
sepanjang tahun 2021, sesuai dengan rencana out throughout 2021, according to the work
kerja yang sudah dibuat. plan that has been made.
CYCLE 1 CYCLE 2 CYCLE 3
JAN FEB MAR APR MEI JUN JUL AUG SEP OCT NOV DEC
bjb prioritas brand awareness
Thematic Campaign "Ketulusan"
Thematic Campaign "Festive Moment"
Thematic Campaign "Prosperity"
Event Launching
Offline activity nasabah
Digitalisasi platfrom development
Digitalisasi Deployment

Keunggulan Layanan Service excellence

Rebranding bjb Precious menjadi bjb Prioritas The rebranding of bjb Precious to bjb Prioritas
disertai juga dengan pembaharuan premises was accompanied by renewal of premises at the
di outlet bjb Prioritas dalam sarana dan prasana bjb Prioritas outlet in facilities and infrastructure
untuk meningkatkan kenyamanan nasabah, to increase customer convenience, as well as
serta penambahan fasilitas dan layanan additional facilities and services to provide added
untuk memberikan nilai tambah serta sebuah value and a renewal in the minds of customers and
pembaharuan di benak nasabah dan bank competitor banks.
competitor.
Berikut fasilitas dan layanan yang sudah dimiliki The following are the facilities and services that
oleh bjb precious: bjb precious already has:
1. Gratis untuk penggunaan SDB (Save Deposit 1. Free to use SDB (Save Deposit Box)
Box)
2. Fasilitas pemakaian ruang meeting 2. Meeting room usage facilities
3. Airport executive lounge 3. Airport executive lounge
4. Majalah bjb precious 4. bjb precious magazine
5. Nasabah tidak perlu antri untuk bertransaksi 5. Customers do not need to queue for
diseluruh Kantor Cabang bank bjb transactions at all bank bjb branch offices
6. Welcoming Gift 6. Welcoming Gift
7. Pemberian special gift 7. Giving special gifts
8. Merchandise menarik dari bjb precious 8. Attractive merchandise from bjb precious
9. Merchant discount bjb precious 9. Merchant discount bjb precious
10. Undangan special event untuk member bjb 10. Invitation for a special event for members of
precious bjb precious
11. Undangan khusus pada acara customer 11. Special invitations at customer gathering
gathering events
Berikut fasilitas dan layanan yang akan dimiliki Following are the facilities and services that will be
oleh bjb prioritas: owned by priority bjb:
1. Gratis untuk penggunaan Save Deposit Box 1. Free to use Save Deposit Box (SDB)
(SDB)
2. Fasilitas pemakaian ruang meeting 2. Meeting room usage facilities
3. Airport executive lounge 3. Airport executive lounge
4. Majalah bjb prioritas 4. Priority bjb magazine
5. Nasabah tidak perlu antri untuk bertransaksi 5. Customers do not need to queue for
diseluruh Kantor Cabang bank bjb transactions at all bank bjb branch offices
6. Welcoming Gift 6. Welcoming Gift
7. Pemberian special gift 7. Giving special gifts
8. Merchandise menarik dari bjb prioritas 8. Attractive merchandise from bjb prioritas
9. Merchant discount bjb prioritas 9. bjb prioritas merchant discount
10. Undangan special event untuk member bjb 10. Special event invitation for bjb prioritas
prioritas members
11. Undangan khusus pada acara customer 11. Special invitations at customer gathering
gathering events
12. Fasilitas education arrangement 12. Education arrangement facilities
13. Fasilitas medical arrangement 13. Medical arrangement facilities

2020 Annual Report
14. Fasilitas priority parking 14. Priority parking facility

15. Fasilitas airport handling 15. Airport handling facilities
16. Fasilitas heli-transfer 16. Heli-transfer facility
17. Fasilitas priority pass 17. Priority pass facility
18. Gratis Biaya RTGS dan Buku Cek/Giro 18. Free RTGS and Check Book/Giro
19. Limit transaksi lebih tinggi 19. Higher transaction limits
20. bjb prioritas digital apps service and facilities 20. bjb prioritas digital apps service and facilities
Jaringan bjb Precious Precious bjb network

Pada tahun 2020 jaringan bjb precious tersebar di In 2020 the bjb precious network had been spread
11 (sebelas) kota, dengan total 13 (tiga belas) outlet across 11 (eleven) cities, with a total of 13 (thirteen)
bjb precious dan 1 (satu) Lounge bjb precious serta bjb precious outlets and 1 (one) bjb precious
terdapat penambahan 2 (dua) lounge bjb precious lounge and adding 2 (two) bjb precious lounges,
yaitu lounge bjb precious Soreang dan lounge bjb namely the Soreang bjb precious lounge and the
precious Makassar. bjb lounge precious Makassar.
1. Outlet bjb precious Bandung 1. Outlet bjb precious Bandung
2. Outlet bjb precious Rasuna Said 2. Outlet bjb precious Rasuna Said
3. Outlet bjb precious Serang 3. Outlet bjb precious Serang
4. Outlet bjb precious Cirebon 4. Outlet bjb precious Cirebon
5. Outlet bjb precious Tasikmalaya 5. Outlet bjb precious Tasikmalaya
6. Outlet bjb precious Bogor 6. Outlet bjb precious Bogor
7. Outlet bjb precious Bekasi 7. Outlet bjb precious Bekasi
8. Outlet bjb precious Kelapa Gading 8. Outlet bjb precious Kelapa Gading
9. Outlet bjb precious Tangerang 9. Outlet bjb precious Tangerang
10. Outlet bjb precious Semarang 10. Outlet bjb precious Semarang
11. Outlet bjb precious Surabaya 11. Outlet bjb precious Surabaya
12. Outlet bjb precious Bandung Tamansari 12. Outlet bjb precious Bandung Tamansari
13. Outlet bjb precious Cabang Utama 13. Main Branch bjb precious outlet
14. Lounge bjb precious Karawang 14. Lounge bjb precious Karawang
15. Lounge bjb precious Soreang 15. Lounge bjb precious Soreang
16. Lounge bjb precious Makassar 16. Lounge bjb precious Makassar
Produktivitas bjb Precious bjb Precious Productivity

Uraian produktivitas bjb precious disajikan sebagai The productivity description of bjb precious is
berikut. presented as follows.

Tabel Pertumbuhan DPK bjb Precious
Table of Growth in DPK bjb Precious
(dalam triliun Penuh/in trillion IDR)
Pertumbuhan Pertumbuhan
2020 2019 2018 2017 2016 2019-2020 2016-2020
Uraian Growth 2019-2020 Growth 2016-2020
Description
(Rp) (Rp) (Rp) (Rp) (Rp) (Rp) (Rp)
(IDR) (%) (%)
Dana Pihak Ketiga

11.465 9.721 8.262 6.253 5.401 1.744 17,94% 6.064 112,28%
Third Party Funds

Grafik Pertumbuhan Dana Pihak Ketiga bjb precious

Graph of Third Party Funds bjb precious Growth
(dalam triliun Penuh/in trillion IDR)
14,000
12,000 11,465
10,000 9,721
8,262
8,000
6,253
6,000 5,401
4,000
2,000
0
Desember 2016 Desember 2017 Desember 2018 Desember 2019 Desember 2020
December 2016 December 2017 December 2018 December 2019 December 2020
Pertumbuhan dana pihak ketiga bjb Precious The growth of third party funds bjb Precious for
selama 5 (lima) tahun terakhir, sejak Desember the last 5 (five) years, from December 2016 to
2016 sampai dengan Desember 2020 mengalami December 2020 has increased by IDR6,064 trillion
kenaikan sebesar Rp6.064 triliun dengan with a growth of 112.28% from the position in
pertumbuhan sebesar 112,28% dari posisi Desember December 2016. TPF bjb Precious in 2019 reached
2016. DPK bjb Precious tahun 2019 sebesar to IDR11.47 trillion, an increase of 17.94% compared
Rp11,47 triliun, meningkat 17,94% dibandingkan to 2019 which amounted to IDR9.72 trillion. This
dengan tahun 2019 yang sebesar Rp9,72 triliun. increase was due to the implementation of the
Peningkatan tersebut karena penerapan strategi right strategy by bjb precious.
tepat yang dilakukan oleh bjb precious.
Pertumbuhan jumlah member bjb Precious The growth in the number of members of bjb
selama 5 (lima) tahun terakhir, sejak Desember Precious for the last 5 (five) years, from December
2016 sampai dengan Desember 2020 mengalami 2016 to December 2020 increased by 6,528 with a
kenaikan sebesar 6.528 dengan pertumbuhan growth of 113.02% from the position in December
sebesar 113,02% dari posisi Desember 2016. 2016.

2020 Annual Report
Tabel Pertumbuhan Nasabah bjb precious 2016 – 2020

Table of Customer Growth for bjb precious 2016 – 2020
(dalam satuan nasabah/in customer units)
14,000
12,304
12,000
10,512
10,000
8,650
8,000
7,021
6,000 5,776
4,000
2,000
0
Desember 2016 Desember 2017 Desember 2018 Desember 2019 Desember 2020
December 2016 December 2017 December 2018 December 2019 December 2020
Pencapaian jumlah member bjb Precious di The achievement of the number of bjb Precious
Desember 2020 adalah sebesar 12.304 member, members in December 2020 was 12,304 members,
meningkat 15,93% dibandingkan dengan jumlah an increase of 15.93% compared to the number of
member di Januari tahun 2020. members in January 2020.
Grafik Pertumbuhan Jumlah Member bjb precious

Graph of Growth in the Number of Members bjb precious
(dalam satuan nasabah/in customer units)
12,500
12,304
12,075
12,005
12,000 11,870
11,647
11,510
11,500 11,357
11,021
11,000 10,906
10,749
10,613 10,670
10,500
10,000
9,500
January February March April May June July August September October November December

Strategi bjb Precious Tahun 2021 bjb Precious Strategy for 2021
Strategi bjb Precious di tahun 2021, terdiri dari The bjb Precious strategy in 2021 consists of
strategi financial, strategi business development a financial strategy, a business development
dan strategi dalam pengembangan people atau strategy and a strategy in developing people or
sumber daya manusia di internal bjb Precious. human resources in the internal bjb Precious.
1. Strategi Financial 1. Financial Strategy

Strategi financial meliputi program sana The financial strategy includes third party
pihak ketiga dan program produk wealth programs and wealth management product
management. programs.
a. Program Dana Pihak Ketiga a. Third Party Fund Program
- Program Lucky Sureprize - Lucky Sureprize program
Merupakan program Top-up fresh fund A fresh fund top-up program for 10 to
untuk 10 s.d 50 nasabah per Outlet bjb 50 customers per bjb Precious Outlet,
Precious, melalui mekanisme hold dana through a fund holding mechanism in
dalam produk Tabungan berhadiah Savings products with direct prizes with
langsung dengan sistem undian, bentuk a lottery system, in the form of prizes in
hadiah berupa Paket Umroh, Motor, the form of Umrah packages, motorbikes,
Mobil, Logam Mulia, dll. cars, precious metals, etc.
- Program Bundling Sureprize - Sureprize Bundling Program
Merupakan program bundling antara Is a bundling program between Savings
produk Tabungan dan Deposito atau and Time Deposits or Savings and Wealth
Tabungan dan Wealth product dengan products with an immediate prize in the
hadiah langsung berupa cashback. form of cashback.
- Program Member Get Member - Member Get Member Program
Merupakan program referral bagi A referral program for existing bjb
nasabah eksisting bjb Precious yang Precious customers who refer family,
mereferensikan keluarga, saudara, rekan relatives, business partners or colleagues,
bisnis atau rekan kerjanya, dengan hadiah with a direct gift in the form of shopping
langsung berupa voucher belanja. vouchers.
- Program Tactical - Tactical Program
Merupakan program khusus yang This is a special program given to
diberikan kepada nasabah terpilih selected customers who have large
yang memiliki potensi bisnis besar dan business potential and the customers
nasabah merupakan centre of influence are the center of influence in certain
dalam komunitas, perusahaan atau communities, companies or institutions.
instansi tertentu. Program diberikan Programs are given at certain moments.
dalam moment terentu.
- Program Weekend Gateaway - Weekend Gateaway Program
Program customer loyalty bagi Customer loyalty program for existing
nasabah eksisting bjb precious dengan bjb precious customers by depositing
pengendapan saldo rata-rata tabungan an average savings balance of at least 4
minimal 4 (empat) miliar selama 1 (satu) (four) billion for 1 (one) year, with direct
tahun, dengan hadiah langsung wisata prizes for exclusive tours at home and
eksklusif di dalam maupun luar negeri. abroad.
- Program Giro Extra - Extra Giro Program
Program gratis buku cek/giro yang Free check/current account program
diberikan kepada nasabah dengan provided to customers with a minimum
pengendapan saldo rata-rata Tabungan average balance of savings of 500 million
minimal 500 juta selama 1 (satu) tahun. for 1 (one) year.

2020 Annual Report
b. Program produk Wealth Management b. Wealth Management product program

- Program Wealth Management - Wealth Management Program
Cross selling produk investasi dan Cross selling investment and protection
proteksi yang menghasilkan fee based products that generate fee-based
income yaitu melalui event customer income, namely through customer
gathering market outlook, investment gathering, market outlook, investment
expo, investment clinic dan melalui small expo, investment clinic and through
gathering yang diadakan secara reguler. small gatherings that are held regularly.
- Penambahan produk wealth - Added wealth management products
management
- Merupakan rencana penambahan - It is a plan to increase sales of investment
penjualan produk investasi, berupa SBN products, in the form of retail SBN and
ritel dan obligasi korporasi. corporate bonds.
2. Strategi Business Development 2. Business Development Strategy

Strategi business development meliputi The business development strategy includes
penambahan fasilitas dan layanan, customer additional facilities and services, customer
profiling, pengadaan barang dan jasa, profiling, procurement of goods and services,
pengembangan IT dan telesales. IT development and telesales.
a. Penambahan Fasilitas dan Layanan a. Additional Facilities and Services
- Fasilitas Overseas Education - Facilities for the Overseas Education
Arrangement Arrangement
Merupakan fasilitas dan layanan This is a school preparation facility and
persiapan sekolah ke Luar Negeri yang service for overseas schools that is
diberikan khusus untuk nasabah bjb specifically provided for bjb precious
precious beserta keluarga inti yang customers and their nuclear families
berminat melanjutkan pendidikan ke luar who are interested in continuing their
negeri. education abroad.
- Fasilitas Overseas Medical Arrangement - Facilities for Overseas Medical
Arrangement
Merupakan fasilitas dan layanan Is a facility and service that makes it easy
yang memudahkan nasabah untuk for customers to get the best access
mendapatkan akses terbaik dalam to medical treatment and solutions at
pengobatan dan solusi kesehatan di Overseas Hospitals in 3 (three) Asian
Rumah Sakit Luar Negeri 3 (tiga) Negara Countries, namely: Singapore, Malaysia
Asia, yaitu: Singapura, Malaysia dan and Thailand.
Thailand.
- Fasilitas Airport Handling - Airport Handling Facility
Merupakan fasilitas airport transfer, This is an airport transfer facility, shuttle
antar jemput dari dan ke bandara yang from and to the airport that the customer
ingin dituju oleh nasabah. wants to go to.
- Fasilitas Priority Parking - Priority Parking Facilities
Merupakan fasilitas parkir khusus This is a special parking facility for
untuk nasabah bjb precious di pusat bjb precious customers in well-known
perbelanjaan ternama. shopping centers.
- Fasilitas Priority Pass - Priority Pass Facility
Merupakan fasilitas priority pass yang Is a priority pass facility that can be
dapat digunakan untuk masuk ke dalam used to enter airport executive lounges
airport executive lounge di luar negeri. overseas.

- Fasilitas Discount Merchant - Discount Merchant Facility

Merupakan fasilitas diskon di merchant- A discount facility at certain merchants
merchant tertentu untuk memenuhi to fulfill the lifestyle of bjb precious
lifestyle nasabah bjb precious. customers.
b. Customer Profiling b. Customer Profiling
- Perubahan Standar Operasional - Changes to Standard Operating
Prosedur (SOP) Procedures (SOP)
Perubahan SOP dan pedoman layanan Changes in SOPs and service guidelines
dari bjb precious menjadi bjb prioritas. from bjb precious to priority bjb.
- Limit Transaksi - Transaction Limit
Kenaikan limit transaksi di ATM, mobile Increase in transaction limits at ATMs,
banking dan internet banking. mobile banking and internet banking.
- Telesales - Telesales
Meningkatkan portofolio nasabah Increase the portfolio of dropfund
dropfund dan penjualan program bjb customers and sales of bjb precious
precious yang dilakukan oleh telesales programs conducted by telesales with
dengan standar layanan yang sesuai service standards in accordance with the
dengan ketentuan. provisions.
- Marketing Research Indonesia (MRI) - Marketing Research Indonesia (MRI)
Meningkatkan kualitas layanan dan Improve service quality and service
standarisasi layanan di setiap outlet bjb standardization at every bjb Precious
Precious. outlet.
- Save Deposit Box - Save Deposit Box
Penambahan save deposit box untuk Addition of a save deposit box for bjb
nasabah bjb precious. precious customers.
3. Strategi Pengembangan SDM 3. Human Resource Development Strategy

Strategi pengembangan SDM meliputi: HR development strategies include:
a. Training a. Training
Penambahan intensitas training untuk internal Additional training intensity for internal bjb
team bjb precious, baik inhouse training precious team, both in-house training and
maupun eksternal training. Serta fokus external training. And focus on applicable
kepada materi-materi training yang aplicable training materials and materials on sales
dan materi mengenai teknik penjualan. techniques.
b. Promosi b. Promotion
Mapping untuk program standarisasi grade Mapping for a special grade standardization
khusus untuk sales force bjb precious. program for the sales force of bjb precious.
c. Rotasi dan Mutasi c. Rotations and Movements
Rotasi dilakukan untuk refreshment staff Rotation is carried out for refreshment of
yang sudah incharge di satu outlet bjb staff who have been charged at one bjb
precious selama 5 (lima) tahun. Mutasi precious outlet for 5 (five) years. Movements
dilakukan berdasarkan pencapaian KPI. are carried out based on KPI achievements.
d. Penambahan Staff bjb Precious d. Additional bjb Precious staff
Seiring dengan bertambahnya jaringan In line with the expansion of outlet networks
outlet serta dana kelolaan nasabah bjb and funds under management of bjb
precious, diperlukan penambahan staff bjb precious customers, additional bjb precious
precious di tahun 2021. staff is required in 2021.
e. Awarding e. Awarding
Penghargaan untuk staff yang berprestasi Awards for staff who excel and make a large
dan memberikan kontribusi yang besar, contribution, through awarding events,
melalui awarding event, pemberian sertifikat awarding certificates of appreciation and
penghargaan dan program insentif. incentif programs.

2020 Annual Report
INTERNATIONAL BANKING INTERNATIONAL BANKING

Penjelasan International Banking International Banking Explanation
Secara garis besar produk yang dikelola Divisi Basically, the products managed by the International
International Banking meliputi produk yang Banking Division include products included in
termasuk ke dalam transaksi bisnis antar bank dan interbank business transactions and business
transaksi bisnis kepada nasabah. Dengan semakin transactions to customers. With the development
berkembangnya transaksi bisnis antar bank serta of interbank business transactions and increasing
meningkatnya persaingan bisnis perbankan, maka competition in the banking business, it is necessary
perlu dilakukan upaya untuk meningkatkan daya to make efforts to increase the competitiveness of
saing produk bank bjb. Produk unggulan yang bank bjb products. Excellent products managed
dikelola Divisi International Banking meliputi by the International Banking Division include
produk Grup Financial Institution (CBTF dan products from the Financial Institution Group
Forfaiting), Grup Trade Finance and Service (CBTF and Forfaiting), the Trade Finance and
(Supply Chain Financing Diskonto SKBDN) , serta Service Group (SKBDN Discounted Supply Chain
Grup Remittance (Transaksi Firecash dan Layanan Financing), and the Remittance Group (Firecash
Tranaksi Valas) Transactions and Foreign Exchange Transaction
Services)
Keunggulan Layanan International Banking Advantages of International Banking Services

1. Tersedianya berbagai macam produk antar 1. Availability of a wide range of trade finance-
bank yang berbasis trade finance yang sesuai based interbank products to suit counterparty
dengan kebutuhan counterparty disertai tarif needs along with competitive rates.
yang kompetitif.
2. Trade finance and services bank bjb saat ini 2. Trade finance and services bank bjb currently
telah memiliki produk yang variatif baik dari has varied products both in terms of local and
sisi perdagangan lokal maupun internasional international trade using documentary credit
menggunakan documentary credit dan non- and non-documentary credit. Trade Finance
documentary credit. Operasional Transaksi Transaction operations have been standardized
Trade Finance sudah terstandarisasi oleh ISO by ISO 9001: 2015 so that it can be ensured that
9001:2015 sehingga dapat dipastikan bahwa the operational process of trade finance and
proses operasional transaksi trade finance and services transactions has been internationally
services telah terstandarisasi Internasional dan standardized and is supported by certified
didukung oleh SDM yang sudah tersertifikasi human resources in their fields, and can provide
pada bidangnya, serta dapat memberikan advisory/trade solutions to customer needs.
advisory/trade solution terhadap kebutuhan
nasabah.
3. Layanan firecash memiliki beberapa keunggulan 3. The firecash service has the following
sebagai berikut: advantages:
a. Real time. a. Real time.
b. Validasi nomor rekening dan nama pemilik b. Validate account numbers and names of
rekening. account holders.
4. Layanan transfer valas memiliki beberapa 4. The foreign currency transfer service has the
keunggulan sebagai berikut: following advantages:
a. Melayani transaksi dalam 132 mata uang a. Serving transactions in 132 different
yang berbeda. Didukung dengan sistem currencies. Supported by a reliable system
yang handal dan jaringan bank koresponden and a network of correspondent banks in
di 190 negara. 190 countries.
b. Kurs yang bersaing untuk 132 negara dan b. Competitive exchange rates for 132 countries
penerima mendapatkan dana dalam mata and recipients get funds in local currency so
uang lokal sehingga terhindar dari nilai as to avoid fluctuating exchange rates.
tukar yang fluktuatif.

PRODUKTIVITAS INTERNATIONAL BANKING

INTERNATIONAL BANKING PRODUCTIVITY
Tabel Ringkasan Kinerja International Banking

Table of International Banking Performance Summary
2020 2019
% %
Keterangan
% YoY % YoY
Information Realisasi Realisasi
Target Pencapaian 2019-2020 Target Pencapaian 2018-2019
Realization Realization
Achievement Achievement
Customer Transaction
Trade Finance and Services
A. Fee Based Income
- Ekspor/Incoming SKBDN 331.5 (33.74%) 25,125.0 500.3 2.04%
- Impor/Outgoing SKBDN 1,413.8 (6.36%) 1,509.9 7.22%
- SBLC/Guarantee 85.6 (7.92%) 93.0 (8.91%)
- Supply Chain Financing 36,629.0 293.4 157.1% 110.05% 139.7 131.1% 25.07%
- Open Account Financing 246.0 - - -
- Operasional Lainnya
86.1 (35.62%) 133.8 9.67%
- Other Operations
Sub Total Fee Based Income 2,456.6 3.36% 2,376.7 6.37%
B. Interest Income
- Diskonto 5,675.8 54.33% 3,677.7 20.83%
- UPAS Financing 589.3 (42.42%) 1,023.5 (14.47%)
- Supply Chain Financing 42,642.4 67.06% 25,525.3 39.06%

36,629.0 157.1% 25,125.0 131.1%
- Open Account Financing 6,184.5 1,699.91% 343.6 -
Sub Total Interest Income 55,092.0 80.22% 30,570.1 35.29%
SUB TOTAL (1) 57,548.6 74.7% 32,946.8 32.7%
Remittance
A. Fee Based Income
- Western Union 506.2 (48.61%) 985.0 26.69%
- Transfer Valas 1,005.5 30.11% 772.8 (1.28%)
- Firecash dan Quickcash 5,661.8 398.6 52.4% 56,845.71% 4,000.0 0.7 53.3% 75.00%
- Selisih Kurs
1,058.5 184.17% 372.5 (24.23%)
- Exchange rate gap
SUB TOTAL (2) 2,968.8 39.32% 2,131.0 3.83%
Bank to Bank Transaction

Financial Institution

2020 Annual Report
2018 2017 2016

% %
% YoY % YoY %
Realisasi 2017-2018 Realisasi 2016-2017 Realisasi
Target Pencapaian Target Pencapaian Target Pencapaian
Realization Realization Realization
Achievement Achievement Achievement
490.3 160.5% 188.2 24.6% 151.0
1,408.2 9.9% 1,280.8 75.9% 728.0
102.1 52.6% 66.9 (43.5%) 118.5
7,000.0 111.7 354.7% 3185.3% 6,450.0 3.4 63.9% - 7,532.0 - 24.3%
- - - - -
122.0 -46.7% 228.8 1511.3% 14.2
2,234.3 26.4% 1,768.1 74.8% 1,011.7
3,043.7 153.3% 1,201.8 82.6% 658.3
1,196.7 7.3% 1,115.2 591.8% 161.2
18,355.0 48075.9% 38.1 - -

7,000.0 354.7% 6,450.0 63.9% 7,532.0 24.3%
- - - - -
22,595.4 859.4% 2,355.1 187.4% 819.5
24,829.7 502.2% 4,123.2 125.2% 1,831.2
777.5 (9.2%) 856.0 11.0% 771.2
782.8 19.9% 653.0 (10.0%) 725.5
3,945.0 0.4 52.0% - 3,936.0 - 46.8% - 3,689.2 - 47.8%
491.6 47.3% 333.8 25.4% 266.2
2,052.3 11.4% 1,842.8 4.5% 1,762.9

2020 2019
% %
Keterangan
% YoY % YoY
Information Realisasi Realisasi
Target Pencapaian 2019-2020 Target Pencapaian 2018-2019
Realization Realization
Achievement Achievement
B. Interest Income
- CBTF 4,372.3 (83.02%) 25,757.3 49.26%
- Forfaiting 1,012.6 (51.30%) 2,079.3 123.15%
- Term Loan 7,216.8 - - -

33,459.4 37.7% 20,000.0 139.6%
- Money Market Sekuritas - - - -
- Import Guarentee Under CG - (100.00%) 77.6 (40.81%)
SUB TOTAL (3) 12,601.7 - 27,914.2 -
TOTAL PENDAPATAN 75,750.2 73,119.1 96.5% 16.1% 49,125.0 62,992.0 128.2% 39.4%
Target pendapatan Divisi International Banking The income targets for the International Banking
meliputi fee based dan interest income. Target Division included fee based and interest income.
pendapatan mengalami peningkatan setiap The revenue target increased every year from
tahunnya dari tahun 2017 sampai dengan 2020, 2017 to 2020, namely 0.86%, 30.85%, 93.66% and
yaitu sebesar 0,86%, 30,85%, 93,66% dan 54,20%. 54.20%. The achievement of the revenue target of
Pencapaian target pendapatan Divisi International the International Banking Division was considered
Banking dinilai baik dalam 5 (lima) tahun terakhir good in the last 5 (five) years from 2016 to 2020,
dari tahun 2016 sampai dengan 2020, dimana where successively the target achievement was
secara berturut-turut pencapaian target sebesar 80.1%, 108.8%, 177.7%, 128.1% and 96.5%.
80,1%, 108,8%, 177,7%, 128,1% dan 96,5%.
Produk Grup Financial Institution Financial Institution Group Products

Produk transaksi bisnis antar bank yang dipasarkan The products of interbank business transactions
selama tahun 2020 dan cukup diminati oleh market that were marketed during 2020 and were quite
adalah produk Counterparty Bank Trade Financing attractive to the market were Counterparty Bank
(CBTF) dan Forfaiting. CBTF merupakan pinjaman Trade Financing (CBTF) and Forfaiting products.
berjangka antar bank dengan jangka waktu CBTF was an inter-bank term loan with a maximum
pinjaman maksimal 1 (satu) tahun yang dilakukan loan term of 1 (one) year which was carried out to
untuk pembiayaan transaksi trade finance and finance trade finance and services transactions,
services, financing tersebut dapat berupa UPAS, the financing can be in the form of UPAS, UPAU or
UPAU maupun banker acceptance. Sedangkan banker acceptance. Meanwhile, forfaiting was the
forfaiting adalah pengambialihan/pembelian hak take-over/purchase of the right to collect from the
tagih dari forfaitee oleh forfaiter dengan diskon forfaitee by the forfaiter at a discount without the
tanpa hak regres. right to regress.

2020 Annual Report
2018 2017 2016

% %
% YoY % YoY %
Realisasi 2017-2018 Realisasi 2016-2017 Realisasi
Target Pencapaian Target Pencapaian Target Pencapaian
Realization Realization Realization
Achievement Achievement Achievement
17,256.3 14.1% 15,122.8 11.8% 13,527.5
931.8 - - - -
- - - - -
14,422.0 127% 9,000.0 172% 8,000.0 179.8%
- - - - -
131.1 (67.0%) 397.6 (53.6%) 856.2
18,319.2 18.0% 15,520.4 7.9% 14,383.7
25,367.0 45,201.2 178.2% 110.4% 19,386.0 21,486.4 110.8% 19.5% 19,221.2 17,977.8 93.5%
Berikut adalah data kinerja produk CBTF dan The following is data on the performance of
forfaiting selama 5 (lima) tahun terakhir. Sejak CBTF products and forfaiting for the last 5 (five)
tahun 2018 perkembangan pendapatan yang years. Since 2018, the development of revenue
diperoleh dari transaksi forfaiting tahun 2018 dan obtained from forfaiting transactions in 2018 and
tahun 2019 secara Year on Year (YoY) mengalami 2019 on a Year on Year (YoY) basis has increased
peningkatan sebesar 123,16% begitupun dengan by 123.16% as well as CBTF transactions which
transaksi CBTF yang menunjukan perkembangan showed YoY developments in 2018 and 2019
secara YoY tahun 2018 dan tahun 2019 mengalami had increased. However, the current pandemic
peningkatan. Namun demikian situasi pandemi situation had a significant impact on sluggish
saat ini memberikan dampak yang cukup besar interbank transactions, which led to a decrease in
terhadap lesunya transaksi antar bank yang revenue from CBTF and forfaiting transactions in
menyebabkan penurunan pendapatan yang 2020. CBTF and forfaiting transaction revenues
diperoleh dari transaksi CBTF dan forfaiting pada in 2020 amounted to IDR4,372.34 million and
tahun 2020. Pendapatan transaksi CBTF dan IDR1,012.57 million respectively, down compared
forfaiting tahun 2020 masing-masing sebesar to 2019 which amounted to IDR25,757.30 million
Rp4,372.34 juta dan Rp1,012.57 juta, turun and IDR2,079.30 million.
dibandingkan dengan tahun 2019 yang sebesar
Rp25,757.30 juta dan Rp2,079.30 juta.
Adapun perkembangan pendapatan yang The development of income obtained from CBTF
diperoleh dari produk CBTF dan forfaiting adalah and forfaiting products is as follows:
sebagai berikut:

Tabel Perkembangan Pendapatan Yang Diperoleh dari Produk Forfaiting dan CBTF
Table of Development of Revenues Obtained from Forfaiting Products and CBTF
Desember 2020 Desember 2019 Desember 2019 Desember 2018

Keterangan December 2020 December 2019 % December 2019 December 2018 %
Information Pendapatan YoY Pendapatan YoY
Income Income
Counterparty Bank
4,372.34 25,757.30 (83.02%) 25,757.30 17,256.25 49.26%
Trade Financing
Forfaiting 1,012.57 2,079.30 (51.30%) 2,079.30 931.76 123.16%
Selain itu produk yang diharapkan dapat In addition, products that were expected to
meningkatkan pendapatan di tahun 2021 adalah increase revenue in 2021 are term loans and money
term loan dan money market Sekuritas. Produk market securities. This product was only launched
tersebut baru diluncurkan pada tahun 2020 namun in 2020 but was considered optimistic that it
dipandang optimis akan memberikan kontribusi would provide the largest contribution to revenue
terbesar pada pendapatan di tahun 2021. in 2021.
Produk Trade Finance and Service Trade Finance and Service Product
Adapun untuk segmen produk transaksi bisnis As for the business transaction product segment
kepada nasabah, yang menjadi produk unggulan to customers, which became the superior product
adalah layanan transaksi pembelian tagihan was the purchase transaction service for Domestic
Surat Kredit Berdokumen Dalam Negeri/SKBDN Letter of Loan/SKBDN (Discount) and Supply
(Diskonto) dan Supply Chain Financing (SCF). Chain Financing (SCF) bills. Ownership of SCF
Kepemilikan produk SCF berada pada Divisi products is in the Corporate and Commercial
Korporasi dan Komersial, sedangkan layanan Divisions, while SCF transaction services were
transaksi SCF dikelola oleh Divisi International managed by the International Banking Division.
Banking.
Pembelian tagihan SKBDN (Diskonto) merupakan Purchasing SKBDN bills (Discounts) was a facility
fasilitas yang disediakan oleh bank kepada provided by banks to suppliers to sell SKBDN
supplier untuk menjual tagihan SKBDN yang sudah bills that had been accepted by the beneficiary
diakseptasi oleh beneficiary bank, sedangkan bank, while supply chain financing was a facility
supply chain financing merupakan fasilitas yang provided by banks to principals/buyers to be used
disediakan oleh bank kepada principal/buyer to pay supplier bills in the context of procurement
untuk digunakan membayar tagihan supplier of goods and/or services. With this facility, it could
dalam rangka pengadaan barang dan/atau jasa. help the company’s cash flow, competitive interest
Dengan adanya fasilitas ini dapat membantu rates and an easy and fast process.
cashflow perusahaan, suku bunga bersaing dan
proses yang mudah dan cepat.
Sehingga menjadikan layanan transaksi ini menjadi So as to make this transaction service the flagship
unggulan Divisi International Banking, hal ini of the International Banking Division, this could
terlihat dari semakin meningkatnya pendapatan be seen from the increasing revenue from these
dari layanan transaksi tersebut sebagai berikut: transaction services as follows:

2020 Annual Report
Desember 2018 Desember 2017 Desember 2017 Desember 2016

December 2018 December 2017 % December 2017 December 2016 %
Pendapatan YoY Pendapatan YoY
Income Income
17,256.25 15,122.83 14.11% 15,122.83 13,527.50 11.79%
931.76 - - - - -
Tabel Pendapatan Supply Chain Financing

Table of Supply Chain Financing Income
Pertumbuhan
Growth
Uraian
2020 2019 2018 2017 2016
Description (Rp)
(%)
(IDR)
Supply Chain Financing 42,935.80 25,665.02 18,466.64 41.44 - 17,270.78 67.29%
Diskonto SKBDN
5,675.83 3,677.72 3,043.67 1,201.79 658.26 1,998.11 54.33%
SKBDN Discount
Pendapatan supply chain tahun 2020 sebesar Supply chain revenue in 2020 amounted to
Rp42,94 miliar, meningkat 67,29% dibandingkan IDR42.94 billion, an increase of 67.29% compared
dengan tahun 2019 sebesar Rp25,67 miliar. to 2019 of IDR25.67 billion. Likewise, the SKBDN
Demikian pula dengan Diskonto SKBDN yang discount increased by 54.33% from IDR3.68 billion
meningkat 54,33% dari Rp3,68 miliar di tahun 2019 in 2019 to IDR5.68 billion in 2020.
menjadi Rp5,68 miliar di tahun 2020.
Produk Remittance Remittance Products

Secara garis besar produk yang dikelola oleh In general, the products managed by the
Group Remittance meliputi produk yang termasuk Remittance Group includes products that
dalam transaksi bisnis fee based income. Dengan were included in fee-based income business
demikian untuk meraih pasar potensial serta transactions. Thus, to reach a potential market and
meningkatkan daya saing dan fee based income increase competitiveness and fee-based income,
layanan kiriman uang yang menjadi unggulan the flagship money transfer services were firecash
adalah layanan transaksi firecash dan layanan transaction services and foreign exchange transfer
transaksi transfer valas. transaction services.
Layanan transaksi firecash adalah produk layanan The firecash transaction service was a web-based
pengiriman uang online berbasis web yang online money transfer service product developed
dikembangkan oleh BCA. BCA firecash dapat by BCA. BCA firecash could be used as a means of
dimanfaatkan sebagai sarana pengiriman uang sending money by utilizing the BCA correspondent
dengan memanfaatkan jaringan bank koresponden bank network. This firecash service began to be

BCA. Layanan firecash ini sudah mulai dipasarkan marketed in 2019 and continued to increase until
pada tahun 2019 dan sampai dengan saat ini terus now, as evidenced by the following data:
mengalami peningkatan, terbukti dengan data
sebagai berikut:
Tabel Transaksi Firecash

Firecash Transaction Table
(dalam nilai penuh/in full amount)
Bulan Tahun Frekuensi

No Volume Nett Fee Based
Month Year Frequency
November
1 2019 2,000,000 12 -
November
Desember
2 2019 - - -
December
Januari
3 2020 - - -
January
Februari
4 2020 331,889,200 18 572,727
February
Maret
5 2020 421,056,000 13 413,636
March
April
6 2020 106,765,000 9 286,364
April
Mei
7 2020 649,146,000 20 636,364
May
Juni
8 2020 2,847,125,852 110 3,500,000
June
Juli
9 2020 47,765,239,438 489 15,559,091
July
Agustus
10 2020 82,532,248,664 844 26,854,545
August
September
11 2020 161,762,843,996 1,610 51,227,273
September
Oktober
12 2020 202,427,745,747 2,208 70,254,545
October
November
13 2020 287,798,999,955 3,060 97,363,636
November
Desember
14 2020 361,647,561,243 4,146 131,918,182
December
Grand Total 1,148,319,621,095 12,539 398,586,364
Keterangan: Transaksi firecash per 31 Desember

Description: Firecash transaction as of December 31
Volume transaksi firecash per 31 Desember 2020 The volume of firecash transactions as of December
sebesar 361.647.561.243 transaksi dengan 4.146 31, 2020 was 361,647,561,243 transactions
frekuensi dan net fee based sebesar Rp131.918.182 with 4,146 frequencies and a net fee based of
meningkat dibandingkan dengan tahun 2019. IDR131,918,182, an increase compared to 2019.
Layanan transaksi transfer valas adalah pengiriman Foreign currency transfer transaction services
uang dalam valuta asing dengan menggunakan are money transfers in foreign currencies using
sarana Society for World-wide Interbank Financial the Society for World-wide Interbank Financial
Telecommunications (SWIFT) meliputi Incoming Telecommunications (SWIFT) facilities including
Transfer (IT) kiriman uang masuk yang diterima Incoming Transfer (IT) incoming money transfers
dari bank di luar negeri atau dalam negeri ke bank received from overseas or domestic banks to bank
bjb dan Outgoing Transfer (OT) kiriman uang bjb and Outgoing Transfer (OT) money transfers

2020 Annual Report
keluar negeri/dalam negeri dalam valuta asing, out of the country/within the country in foreign
dengan data transaksi transfer valas sebagai currencies, with data on foreign currency transfer
berikut: transactions as follows:
Tabel Layanan Transaksi Valas

Tables Supply Chain Financing Transactions and Income
(dalam nilai penuh/in full amount)
Uraian Growth 2019-2020
Total 2020 Total 2019 Total 2018 Total 2017 Total 2016
Description
(Nominal) (%)
Transaksi Transfer valas

1,005,466,976 772,830,848 782,804,262 653,023,839 725,535,427 232,636,128 30.10%
Total Tansaction (transaction)
Faktor Pendukung dan Penghambat Bisnis Supporting and Barriers to International Banking
International Banking Business Factors
Untuk mendukung strategi dalam menghadapi To support the strategy in facing the increasingly
semakin ketatnya tantangan dan persaingan stringent challenges and competition for products
produk yang menawarkan transaksi trade that offer interbank trade finance transactions,
finance antar bank, bank bjb terus berusaha bank bjb continues to improve services and develop
meningkatkan pelayanan dan melakukan products that are able to meet counterparty
pengembangan produk yang mampu memenuhi expectations. In addition, bank bjb also strives
ekspektasi counterparty. Selain itu bank bjb pun to continue to develop various products to be
berupaya terus mengembangkan produk yang marketed and has begun to explore financing
beragam untuk dipasarkan dan mulai merambah products for Bank and Non-Bank financial
produk pembiayaan kepada lembaga keuangan institutions through term loan facilities and money
Bank dan Non Bank melalui fasilitas term loan market securities. Meanwhile, trade finance and
dan money market Sekuritas. Sedangkan untuk services products can be accessed by customers
produk-produk trade finance and services dapat at all bank bjb branch offices throughout Indonesia
diakses oleh nasabah di seluruh kantor cabang with trade transaction operations handled centrally
bank bjb yang tersebar di Indonesia dengan at the head office. The products provided will
penanganan operasional transaksi trade dilakukan continue to be developed so that they can keep up
secara sentralisasi di kantor pusat. Produk-produk with market developments and customer needs
yang disediakan akan terus selalu dikembangkan with competitive rates and services.
sehingga dapat mengikuti perkembangan pasar
dan kebutuhan nasabah dengan tarif dan layanan
yang kompetitif.
Untuk menghadapi semakin ketatnya tantangan To face the increasingly tighter challenges and
dan persaingan bisnis yang menawarkan transaksi business competition that offers interbank money
kiriman uang antar bank, bank bjb terus berusaha transfer transactions, bank bjb continued to strive
meningkatkan pelayanan dan melakukan to improve services and develop products that were
pengembangan produk yang mampu memenuhi able to meet customer expectations and foster
ekspektasi nasabah serta membina hubungan baik good relationships with customers so as to produce
dengan nasabah sehingga menghasilkan kerja good and sustainable transaction cooperation in
sama transaksi yang baik dan berkelanjutan dalam various products, as well as collaborating with
berbagai produk, serta bekerja sama dengan agen remittance agencies in the development of money
remitansi dalam pengembangan layanan kiriman transfer services. The inhibiting factor in the
uang. Adapun yang menjadi faktor penghambat business achievement of the International Banking
dalam pencapaian bisnis Divisi International Division in 2020, one of which, was the presence
Banking di tahun 2020, salah satunya adalah of the COVID-19 pandemic in Indonesia, where

dengan adanya pandemi COVID-19 di Indonesia, this had an impact on the business development
dimana hal ini berdampak terhadap perkembangan of customers/counterparties who used bank bjb
bisnis nasabah/counterparty yang menggunakan International Banking products..
produk International Banking bank bjb.
Pengembangan Produk dan Layanan International Development of International Banking Products

Banking and Services
Divisi International Banking terus melakukan International Banking Division products and
pengembangan produk dan layanan seiring dengan services will continue to be developed in line with
perkembangan bisnis perbankan dan kebutuhan the development of the banking business in the
nasabah serta meningkatnya persaingan bisnis market and the needs of customers as well as
antar bank. increased business competition between banks.
Perkembangan Bisnis atau Kinerja International Business Development or International Banking

Banking Performance
Perkembangan transaksi bisnis antar bank The development of inter-bank business
semakin meningkat dan bervariasi, sehingga bank transactions is increasing and varied, so that
bjb harus mengembangkan produk yang telah the Company must develop existing products
ada serta menggali potensi kerjasama dengan and explore the potential for cooperation with
counterparty dengan melakukan cross selling counterparts by cross selling various products they
berbagai produk yang dimiliki. Adapun untuk have. As for business transactions to customers,
transaksi bisnis kepada nasabah, berkembang growing in line with government policies on the
seiring dengan kebijakan Pemerintah terhadap development of domestic infrastructure, the
pembangunan infrastruktur dalam negeri, maka marketing of trade finance products, especially
pemasaran produk trade finance khususnya Supply Chain Financing (SCF) and Domestic
Supply Chain Financing (SCF) dan Surat Kredit Letters of Credit (SKBDN) is focused on business
Berdokumen Dalam Negeri (SKBDN) difokuskan sectors that support government programs
pada sektor-sektor usaha yang mendukung and real sector development, including the
program Pemerintah dan pengembangan sektor construction and infrastructure sectors.
rill, diantaranya sektor konstruksi dan infrastruktur.
Perkembangan transaksi bisnis Remittance The development of remittance business

semakin berkembang, sehingga bank bjb harus transactions is growing, so bank bjb must develop
mengembangkan produk yang ada serta menggali existing products and explore business potential,
potensi bisnis, dengan melalukan cross selling by cross selling various products it owns. As
berbagai produk yang dimiliki. Adapaun untuk for Firecash transactions and Foreign Currency
transaksi Firecash dan Transfer Valas akan di Transfers, it will focus on sectors to increase the
fokuskan pada sektor-sektor peningkatan bisnis Remittance business, including Indonesian Migrant
Remittance, diantaranya adalah Pekerja Migran Workers (PMI) and companies and individuals for
Indonesia (PMI) serta perusahaan maupun foreign currency remittances.
perorangan untuk kiriman uang valuta asing.
Rencana dan Strategi di Tahun 2020 International Plan and Strategy In 2020 For International
Banking Banking
Rencana dan strategi Divisi International Banking The plans and strategies of the International
pada tahun 2020, antara lain: Banking Division in 2020 include :
1. Membuat dan melakukan review credit line dan 1. Creating and conducting a credit line review
monitoring credit line baik untuk counterparty and credit line monitoring to support the bank’s
bank maupun non bank untuk mendukung business.
bisnis bank.

2020 Annual Report
2. Memperluas dan mengembangkan kerjasama 2. Expanding and developing cooperation with

dengan counterparty bank melalui berbagai counterparty banks through various interbank
produk transaksi antar bank yang berbasis transaction products that are not limited
trade finance yang tidak terbatas pada UPAS/ to UPAS/UPAU, Banker Acceptance, BG
UPAU, banker acceptance, BG under counter under Counter Guarantee, Risk Participation,
guarantee, risk participation, forfaiting. Forfaiting.
3. Memperluas dan mengembangkan kerjasama 3. Expanding and developing cooperation
dengan counterparty bank melalui produk term with counterparty banks through term loan
loan. products.
4. Memperluas dan mengembangkan kerjasama 4. Expanding and developing cooperation with
dengan counterparty lembaga keuangan counterparties of non-bank financial institutions
non bank melalui berbagai produk transaksi through various transaction products including
diantaranya money market untuk perusahaan money markets for securities companies and
sekuritas dan fasilitas intraday. intraday facilities.
5. Menggali potensi bisnis yang dapat 5. Exploring business potential that can
dikembangkan dengan counterparty bank dan be developed with bank and non-bank
non bank yang dapat memberikan kontribusi counterparties that can contribute to bank bjb
pendapatan bagi bank bjb. income.
6. Melakukan ekspansi dan penambahan jaringan 6. Expanding and adding office networks for the
kantor untuk instalasi aplikasi firecash serta installation of the Firecash application and
kantor cabang devisa untuk transaksi transfer foreign exchange branch offices for foreign
valas. currency transfer transactions.
7. Mempertahankan hubungan yang baik dan 7. Maintaining good relationships and exploring
menggali potensi kerjasama dengan nasabah potential partnerships with customers and new
dan remittance agent baru serta melakukan remittance agents as well as conducting cross
cross selling berbagai produk yang dimiliki. selling of various products owned.
8. Meningkatkan kualitas SDM dengan 8. Improving the quality of human resources
mengikutsertakan pada program sertifikasi by participating in national and international
nasional maupun internasional untuk certification programs to improve employee
meningkatkan kompetensi karyawan. competencies.
TREASURY TREASURY
Penjelasan Treasury Treasury Explanation

Produk treasury di tahun 2020 yang menjadi Treasury products in 2020 which are the mainstay
andalan bisnis treasury adalah sebagai berikut: of the treasury business are as follows:
1. Deposito on Call (DOC) 1. Deposito on Call (DOC)

Dalam rangka penghimpunan dana pihak ketiga In the context of collecting third party
melalui intrumen Deposito on Call (DOC), funds through the Deposit on Call (DOC)
kantor cabang dapat menerima simpanan untuk instrument, the branch office can accept
nasabah korporasi ataupun perorangan dengan deposits for corporate or individual customers
minimum nominal ekuivalen Rp250.000.000 with a minimum nominal equivalent of
dengan jangka waktu 1 - 29 hari. IDR250,000,000 with a period of 1 - 29 days.
2. Breakable on Demand (BOD) 2. Breakable on Demand (BOD)

Breakable on demand merupakan fasilitas Breakable on demand is a facility provided
yang diberikan berdasarkan permintaan based on the demand of depositors to be able
deposan untuk dapat mencairkan deposito to withdraw their long-term deposits before
berjangkanya sebelum jatuh tempo tanpa maturity without being subject to penalties

dikenakan penalty dan bunga berjalan tetap and current interest is paid proportionally in
dibayarkan secara proposional sesuai dengan accordance with the provisions. Depositors
ketentuan. Deposan dengan minimum simpanan with minimum equivalent deposits of
ekuivalen Rp250.000.000 dalam tenor 1-26 IDR250,000,000 in tenors of 1-26 days get
hari mendapatkan suku bunga sesuai dengan an interest rate in accordance with the DOC
bunga DOC yang berlaku saat pencairan atau interest prevailing at the time of disbursement
suku bunga yang tercantum pada bilyet jika or the interest rate stated on the bill if the
tenor penempatan di atas 26 hari. Deposan placement tenor is above 26 days. Depositors
dengan minimum simpanan ekuivalen Rp100 with a minimum equivalent of IDR100 billion in
miliar mendapatkan suku bunga DOC dalam savings receive DOC interest rates in 1-21 day
tenor 1-21 hari atau suku bunga yang tercantum tenor or the interest rate stated in the bilyet if
pada bilyet jika tenor penempatan di atas 21 the placement tenor is above 21 days.
hari.
3. Sistem bjb TIP-FX 3. bjb TIP-FX system

bank bjb akan meningkatkan pelayanan dan Bank bjb will improve the services and
pemasaran produk treasury antara lain dengan marketing of treasury products, among others,
memperluas customer based melalui kunjungan by expanding customer based through sales
(sales visit) kepada nasabah eksisting dan visits to existing and potential customers and
potensial serta mengusulkan kepada unit proposing related units to obtain forex and
terkait untuk memperoleh forex dan derivatives derivatives lines. Treasury Division will conduct
line. Divisi Treasury akan melakukan sosialisasi socialization regarding foreign exchange
mengenai transaksi valuta asing dan Hedging transactions and Hedging Instruments to
Instruments kepada nasabah dan kantor customers and related branch offices. The
cabang terkait. Divisi Treasury juga terus Treasury Division also continues to develop
mengembangkan fitur-fitur baru sistem bjb new features of the TIP-FX bjb system new
TIP-FX generasi baru. generation.
4. bjb Money Changer 4. bjb Money Changer

Jasa pembelian dan penjualan Valuta Asing Foreign exchange buying and selling services
untuk mata uang yang tersedia di bank bjb. for currencies available at Company. With
Dengan beberapa manfaat bagi nasabah several benefits for customers such as providing
seperti memberikan kemudahan bagi Nasabah convenience for customers in buying and
dalam jual beli valuta asing, menerima berbagai selling foreign currencies, accepting various
kondisi banknotes tanpa limitasi, nilai tukar banknotes conditions without limitation,
yang kompetitif dan tersedia dalam berbagai competitive exchange rates and available in
jenis mata uang. various currencies.
5. Jasa Kustodian 5. Jasa Kustodian

Jasa penitipan efek dan harta lain yang berkaitan Securities depository services and other
dengan efek baik berwarkat (script) maupun assets related to both script (scriptless) scripts
tanpa warkat (scriptless) yang ditransaksikan transacted on the Indonesia Stock Exchange
di Bursa Efek Indonesia maupun di luar Bursa and outside the Indonesia Stock Exchange
Efek Indonesia (over the counter) termasuk (over the counter) and administration of the
menerima dividen, bunga dan hak-hak lainnya Investment Fund portfolio and its participation
terkait efek tersebut, menyelesaikan transaksi units managed by the Investment Manager ,
efek, dan mewakili pemegang rekening yang including receiving dividends, interest and other
menjadi nasabahnya serta pengadministrasian rights related to the securities and conducting
portfolio Reksa Dana beserta unit penyertaan calculations and announcing the Net Asset
yang dikelola oleh Manajer Investasi, melakukan Value (NAV) of Mutual Funds, completing
perhitungan dan mengumumkan Nilai Aktiva securities transactions, and representing
Bersih (NAB) Reksa Dana. account holders who are customers.

2020 Annual Report
6. Jasa Wali Amanat 6. Jasa Wali Amanat

Layanan jasa yang diberikan untuk bertindak Services provided to debt holders (investors)
mewakili Investor/Pemegang Efek bersifat to represent investors in the issuance of debt
utang. Jasa Wali Amanat yang diberikan securities. Trust Agent Services and Other
meliputi layanan Jasa Wali Amanat, Jasa Agen Services are services that include Monitoring
Pemantau, Jasa Agen Jaminan, dan Jasa Agen Agent Services, Guarantee Agent services, and
Pembayaran yang diberikan kepada Nasabah Payment Agent services to Issuers/Issuers/
yang memenuhi persyaratan Customers who meet the requirements.
7. Rekening Dana Nasabah (RDN) 7. Rekening Dana Nasabah (RDN)

Rekening yang ditujukan bagi nasabah Account intended for individual and corporate
perorangan maupun perusahaan untuk customers for settlement of transactions
penyelesaian transaksi di Pasar Modal. in the Capital Market. Account opening is
Pembukaan rekening dilakukan melalui done through a Securities Company that
Perusahaan Efek yang telah bekerjasama has collaborated with bank bjb, opening an
dengan bank bjb, pembukaan rekening account based on the attorney of the client in
berdasarkan kuasa dari nasabah sesuai dengan accordance with the requirements for opening
persyaratan pembukaan rekening dalam aturan an account in banking regulations. The account
perbankan. Rekening tersebut digunakan is used for depositing the client's funds
untuk penimpanan dana milik nasabah secara separately from the Securities Company funds
terpisah dari dana Perusahaan Efek atau dana or other client's funds.
milik nasabah lainnya.
Perkembangan Bisnis Treasury Tahun 2020 Treasury Business Development In 2020

Sejalan dengan Visi Divisi Treasury sebagai pilar In line with the Vision of the Treasury Division as a
pertumbuhan laba bank bjb dengan dukungan pillar of Company profit growth with the support
tenaga profesional dan handal, senantiasa terus of professional and reliable personnel, it continues
meningkatkan aktivitas bisnis treasury dalam to enhance treasury business activities in order to
rangka optimalisasi likuiditas dan peningkatan optimize liquidity and increase bank revenue.
pendapatan bank.
Kondisi perekonomian global tahun 2020 banyak Many people predicted that the global economic
diprediksi oleh beberapa kalangan sebagai conditions in 2020 became a momentum to
momentum stabilisasi dan perbaikan ekonomi stabilize and improve the world economy. This
dunia. Hal ini didukung oleh beberapa faktor was supported by several factors, namely the
yaitu tercapainya kesepakatan awal kebijakan achievement of the initial agreement on trade
perdagangan AS dan Tiongkok, kebijakan policy of the US and China, the policy of reducing
penurunan suku bunga acuan Bank Sentral AS the US Central Bank (The Fed) reference rate three
(The Fed) tiga kali berturut-turut di semester times in a row in the second half of 2019 and was
kedua 2019 dan akan ditahan pada tahun 2020 held in 2020 and loose monetary policy in several
serta kebijkan moneter yang longgar di beberapa other developed countries such as Japan, UK and
negara maju lainnya seperti Jepang, Inggris dan the European Union.
Uni Eropa.
Namun ketidakpastian kembali muncul pada However, uncertainty re-emerged in the first
triwulan I tahun 2020 yakni perekonomian dunia quarter of 2020, namely that the world economy
dilanda kepanikan akibat menyebarnya virus was hit by panic due to the rapid spread of the
COVID-19 dengan sangat cepat. Virus ini pertama COVID-19 virus. This virus was first detected at
kali terdeteksi pada akhir tahun 2019 di Tiongkok, the end of 2019 in China, and this forced various
dan hal ini memaksa berbagai negara mengurangi countries to reduce economic activity so that the

aktivitas ekonomi sehingga pertumbuhan economic growth of all countries in 2020 was
ekonomi semua negara tahun 2020 kembali again depressed. Economic growth in several
tertekan. Pertumbuhan ekonomi beberapa countries experienced contraction and some
negara mengalami kontraksi dan sebagian lainnya others continued to grow positively, although far
masih tumbuh positif meskipun jauh di bawah below normal growth. China’s economic growth
pertumbuhan normal. Pertumbuhan ekonomi contracted back to 6.8%, Japan contracted by
Tiongkok berbalik terkontraksi hingga 6,8%, 3.4%, the United States still grew positively by
Jepang terkontraksi dalam sebesar 3,4% , Amerika 0.3% and Indonesia’s economic growth itself was
Serikat masih tumbuh positif sebesar 0,3% dan depressed to 2.97%.
pertumubuhan ekonomi Indonesia sendiri tertekan
menjadi 2,97%.
Dengan melambatnya pertumbuhan ekonomi By slowing national economic growth, decreasing

nasional, penurunan penerimaan negara, state revenues, increasing state spending and
peningkatan belanja negara dan pembiayaan, financing, the Government tried to save the national
Pemerintah berusaha melakukan penyelamatan economy and health. Facing these problems,
kesehatan dan perekonomian nasional. the Government adopted a National Economic
Menghadapi permasalahan tersebut Pemerintah Recovery (PEN) policy strategy. The PEN program
mengambil strategi kebijakan Pemulihan Ekonomi policy undertaken by the Government aimed to
Nasional (PEN). Kebijakan program PEN yang help increase people’s purchasing power and
dilakukan oleh Pemerintah bertujuan untuk restore Indonesia’s economy as a whole.
membantu meningkatkan daya beli masyarakat
serta memulihkan perekonomian Indonesia secara
keseluruhan.
Sepanjang tahun 2020 berbagai negara kembali Throughout 2020, various countries had again cut
memotong suku bunga acuan sebagai langkah their reference interest rates as a step to minimize
untuk meminimalisir dampak pandemi COVID-19 the impact of the COVID-19 pandemic, including
termasuk Indonesia. Bank Indonesia selama Indonesia. During 2020, Bank Indonesia cut the
tahun 2020 telah melakukan pemangkasan suku benchmark interest rate by 125 bps, from January
bunga acuan sebesar 125 bps, dari bulan Januari by 5% to 3.75% at the end of December 2020.
sebesar 5% menjadi 3,75% di akhir Desember This step was taken to support the Government’s
2020. Langkah ini dilakukan untuk mendukung program in restoring the national economic sector
program Pemerintah dalam memulihkan sektor that was slowing down due to the COVID-19
perekonomian nasional yang melambat akibat pandemic. This reduction in the benchmark interest
pandemi COVID-19. Penurunan suku bunga acuan rate also succeeded in overcoming the fluctuation
ini juga berhasil mengatasi fluktuasi nilai tukar of the Rupiah exchange rate which had weakened
Rupiah yang sempat melemah cukup dalam pada considerably in March 2020 by IDR16,575, so that
bulan Maret 2020 sebesar Rp16.575, sehingga throughout 2020 the Rupiah exchange rate moved
sepanjang tahun 2020 nilai tukar Rupiah bergerak from the range of IDR13,500-16,500. The decline in
dari kisaran Rp13.500-16.500an. Penurunan suku the benchmark interest rate also led to a decline
bunga acuan ini pun menyebabkan penurunan in yields on 10Y securities (benchmark series), so
imbal hasil surat berharga 10Y (seri benchmark), that the prices of Government securities at the
sehingga harga surat berharga Pemerintah pada end of 2020 tended to strengthen.
akhir tahun 2020 cenderung menguat.

2020 Annual Report
Di tengah kondisi perekonomian yang menurun In the midst of this downturn in economic
tersebut, Divisi Treasury mampu membukukan conditions, the Treasury Division was able to book
pendapatan dengan total sebesar Rp1,90 triliun revenue totaling IDR1.90 trillion (as of December
(per Desember 2020) yang diperoleh dari transaksi 2020) obtained from buying and selling foreign
jual beli valas, surat berharga serta penempatan currency, securities and placing funds in money
dana pada instrumen pasar uang. Divisi Treasury market instruments. The Treasury Division also
juga terus meningkatkan aktivitas sales valuta continued to increase foreign exchange sales
asing dengan memperbanyak customer based, activities by increasing customer based, providing
memberikan harga yang kompetitif serta terus competitive prices and continuing to develop the
mengembangkan sistem bjb TIP-FX yang bjb TIP-FX system, which was an electronic trading
merupakan electronic trading system yang system that facilitates customer foreign exchange
mempermudah transaksi valas nasabah di kantor transactions at bank bjb branch offices.
cabang bank bjb.
Produktivitas Treasury Treasury Productivity

Uraian produktivitas treasury meliputi transaksi Treasury productivity descriptions include money
money market, fixed income dan forex yang market, fixed income and forex transactions which
disajikan sebagai berikut. are presented as follows.
Transaksi Money Market Money Market Transactions

Salah satu aktivitas Divisi Treasury merupakan One of the activities of the Treasury Division is the
pengelolaan dan optimalisasi ekses likuiditas management and optimization of excess liquidity
melalui transaksi pasar uang (money market). through money market transactions. Throughout
Sepanjang tahun 2020, pendapatan yang diperoleh 2020, revenue obtained through money market
melalui transaksi money market adalah sebesar transactions amounted to IDR495.41 billion, an
Rp495,41 miliar meningkat 359,27% dibandingkan increase of 359.27% compared to 2019 which was
dengan tahun 2019 yang sevesar Rp528,58 miliar. IDR528.58 billion.
Aktivitas money market yang dilakukan antara Money market activities include placements
lain penempatan melalui instrumen moneter through Bank Indonesia monetary instruments,
Bank Indonesia, penempatan antar bank maupun interbank placements and optimization through
optimalisasi melalui gapping. Saat ini bank bjb gapping. Company is currently one of the
merupakan salah satu bank kontributor Jakarta contributors to the Jakarta Interbank Offered
Interbank Offered Rate (JIBOR) yang ditunjuk Rate (JIBOR) appointed by Bank Indonesia to
Bank Indonesia untuk memberikan kuotasi suku provide interest rates on interbank money market
bunga penawaran transaksi pasar uang antar transaction offerings in Indonesia. Company as a
bank di Indonesia. Bank bjb sebagai kontributor contributor to JIBOR always supports the creation
JIBOR senantiasa mendukung terciptanya suku of credible and money market benchmark interest
bunga acuan pasar uang yang kredibel dan dapat rates the development of interbank money market
mendorong perkembangan transaksi pasar uang transactions.
antar bank.
Sejalan dengan program Bank Indonesia dalam In line with Bank Indonesia’s program in the
rangka pendalaman transaksi pasar uang, bank context of deepening money market transactions,
bjb juga aktif dalam melakukan transaksi repo dan Company is also active in conducting inter-bank
reverse repo antar bank, mengingat transaksi repo repo and reverse repo transactions, bearing in
merupakan alternatif pendanaan yang fleksibel mind that repo transactions are flexible funding
dengan suku bunga yang relatif rendah. alternatives with relatively low interest rates.

Tabel Transaksi Money Market

Money Market Transaction Table
2020 2019
Uraian Growth 2019-2020
Description (Rp) (Rp) (Rp)
(%)
(IDR) (IDR) (IDR)
Money Market 2,427.62 528.58 1,899.04 359.27%
Grafik Portofolio Gapping Money Market Divisi Treasury

Treasury Division Gapping Money Market Portfolio Chart
2,427.62
1,348.26
528.58
2018 2019 2020
Posisi outstanding Money Market per akhir tahun The outstanding Money Market position at the end
2020 mengalami peningkatan seiring dengan of 2020 increased in line with the high liquidity
kondisi likuiditas bank bjb yang tinggi. Kondisi conditions of bank bjb. Overall, the condition of
likuiditas pasar perbankan di tahun 2020 secara banking market liquidity in 2020 experienced a
keseluruhan mengalami peningkatan yang significant increase. The increase in high market
signifikan. Meningkat tingginya likuiditas pasar liquidity was the impact of the conditions of the
merupakan dampak dari kondisi penyebaran spread of COVID-19 in Indonesia on the Indonesian
COVID-19 di Indonesia terhadap perekonomian economy. Banks tended to take advantage of their
Indonesia. Perbankan cenderung memanfaatkan liquidity in Government securities instruments and
likuiditasnya pada instrumen surat berharga short-term placements in Bank Indonesia Open
Pemerintah dan instrumen jangka pendek Market Operations (OPT BI).
penempatan pada Operasi Pasar Terbuka Bank
Indonesia (OPT BI).
Transaksi Fixed Income Transaksi Fixed Income

Pada kuartal pertama tahun 2020, pasar surat In the first quarter of 2020, the Indonesian
berharga Indonesia mengalami tekanan akibat securities market came under pressure as a result
dari meningkatnya risiko penyebaran COVID-19 of the increased risk of the spread of COVID-19
di Indonesia. Kepemilikan asing terhadap Surat in Indonesia. Foreign ownership of Government
Berharga Negara (SBN) pada triwulan I 2020 Securities (SBN) in the first quarter of 2020
menurun dengan sangat cepat dan drastis, sehingga decreased very rapidly and drastically, causing
menyebabkan harga SBN di pasar terkoreksi cukup the price of SBN in the market to have a deep

2020 Annual Report
dalam. Pasar surat berharga mulai bergerak positif correction. The market for securities began to
pada triwulan-triwulan selanjutnya sebagai imbas move positively in the following quarters as a result
dari kondisi likuiditas pasar yang sangat tinggi. of very high market liquidity conditions. Limited
Keterbatasan instrumen di pasar dengan tingkat instruments in the market with a low level of risk
risiko yang rendah dan memberikan imbal hasil and high yields provided a positive catalyst for the
yang cukup tinggi, memberikan katalis positif pada securities market in line with the increasing high
pasar surat berharga seiring meningkat tingginya interest of investors in SBN and causing prices to
minat investor terhadap SBN dan menyebabkan tend to increase throughout the second semester
harganya cenderung meningkat sepanjang of 2020.
semester II tahun 2020.
Pergerakan pasar obligasi sangat dipengaruhi Bond market movements were strongly influenced
oleh tingkat suku bunga acuan Bank Indonesia. by the Bank Indonesia benchmark interest rate. The
Penurunan BI 7 Day Reverse Repo Rate berdampak decline in the BI 7 Day Reverse Repo Rate resulted
terhadap yield yang menjadi semakin rendah. in lower yields. The 10 (ten) year tenor Government
Yield obligasi Pemerintah tenor 10 (sepuluh) bond yields decreased quite significantly from
tahun mengalami penurunan cukup signifikan dari 7,063% at the end of December 2019 to 5,886% at
7.063% pada akhir Desember 2019 menjadi 5.886% the position of the end of December 2020.
pada posisi akhir Desember 2020.
Namun demikian, penerbitan obligasi korporasi However, the issuance of corporate bonds in
pada tahun 2020 mengalami penyusutan. 2020 experienced depreciation. The issuance of
Penerbitan obligasi korporasi pada tahun 2020 corporate bonds in 2020 reached IDR94.6 trillion,
tercapai sebesar Rp94,6 triliun, menurun jauh a significant decrease compared to the issuance of
dibanding penerbitan obligasi korporasi tahun corporate bonds in 2019 which reached IDR126.5
2019 yang mencapai sebesar Rp126,5 triliun. trillion. The decline in the value of corporate bond
Turunnya nilai penerbitan obligasi korporasi issuance was inseparable from the effects of the
tidak terlepas dari efek pandemi COVID-19. COVID-19 pandemic. The impact of this pandemic
Dampak dari pandemi ini menyebabkan banyak caused many companies to have their ratings
perusahaan yang peringkat maupun outlook-nya and outlooks downgraded, thus increasing the
diturunkan, sehingga risiko investasi pada obligasi risk of investing in corporate bonds. The cash
korporasi meningkat. Cashflow penerbit obligasi flow of corporate bond issuers was also affected,
korporasi juga terdampak, sehingga risiko default so the risk of corporate default was even higher,
perusahaan pun makin tinggi, terutama sektor yang especially in sectors affected by the COVID-19
terdampak oleh pandemi COVID-19. Berkurangnya pandemic. The decline in investor interest resulted
minat investor mengakibatkan penyerapan dana in the absorption of funds not maximally and the
tidak maksimal dan nilai penerbitan obligasi value of corporate bond issuance in 2020 was
korporasi tahun 2020 lebih kecil dibanding tahun smaller than the previous year.
sebelumnya.
Pengelolaan likuiditas dan optimalisasi pendapatan Liquidity management and revenue optimization
melalui instrumen fixed income dilakukan dengan through fixed income instruments were carried out
penempatan dana pada surat berharga, baik by placing funds in securities, both Government
obligasi Pemerintah maupun obligasi korporasi bonds and corporate bonds in the primary and
di pasar perdana dan pasar sekunder serta secondary markets as well as trading/buying and
melakukan trading/jual beli surat berharga. Total selling securities. Total revenue obtained from
pendapatan yang diperoleh dari transaksi surat securities transactions throughout 2020 reached
berharga sepanjang tahun 2020 mencapai Rp1,32 IDR1.32 trillion (as of December 2020).
triliun (per Desember 2020).

Tabel Transaksi Fixed Income

Fixed Income Transaction Table
Pertumbuhan
2020 2019
Uraian Growth
(IDR) (%)
(IDR) (IDR)
Fixed Income 21,323.18 1,416.78 19,906.40 1,405.05%
Grafik Portofolio Trading Fixed Income Divisi Treasury

Treasury Division Fixed Income Trading Portfolio Chart
21,323.18
1,416.78
304.67
2018 2019 2020
Volume transaksi trading fixed income tahun 2020 The volume of fixed income trading transactions in
sebesar Rp21.323,18 miliar, meningkat 1.405,05% 2020 reached to IDR21,323.18 billion, an increase
dibandingkan dengan tahun 2019 yang sebesar of 1,405.05% compared to 2019 which amounted
Rp1.416,78 miliar. Volume transaksi trading to IDR1,416.78 billion. The volume of fixed income
fixed income sepanjang tahun 2020 mengalami trading transactions throughout 2020 experienced
peningkatan yang sangat signifikan dibanding a very significant increase compared to 2019 in line
tahun 2019 seiring dengan kondisi pasar keuangan with the strengthening condition of the Indonesian
surat berharga Indonesia yang menguat seiring securities financial market in line with very high
dengan kondisi likuiditas pasar yang sangat tinggi market liquidity conditions and a decrease in the
dan penurunan suku bunga acuan BI 7 Day Reverse BI 7 Day Reverse Repo rate.
Repo rate.
Transaksi Foreign Exchange Foreign Exchange Transactions

Divisi Treasury terus meningkatkan aktivitas The Treasury Division continued to increase sales
sales kepada nasabah existing dan nasabah baru, activities to existing and new customers, including
termasuk berperan aktif dalam transaksi forex an active role in forex transactions and interbank
dan swap interbank. Selama tahun 2020, volume swaps. During 2020, the volume of forex and swap
transaksi forex dan swap mencapai USD4,62 transactions reached USD4.62 billion. Forex and
miliar. Revenue transaksi forex dan swap selama swap transaction revenue during 2020 reached
tahun 2020 mencapai Rp36,5 miliar. Sedangkan IDR36.5 billion. Meanwhile, the trading portfolio
portofolio trading (trading antarbank, sales, dan (interbank trading, sales and derivatives) reached
derivatives) mencapai volume USD5,02 miliar a volume of USD5.02 billion with revenues of
dengan pendapatan sebesar Rp19,49 miliar IDR19.49 billion.

2020 Annual Report
Divisi Treasury telah mengadakan pelatihan The Treasury Division conducted training on
mengenai bjb TIP FX dan treasury product kepada bjb TIP FX and treasury products for bank bjb
karyawan-karyawati bank bjb khususnya cabang employees, especially the foreign exchange branch
devisa sehingga diharapkan dapat meningkatkan so that it was expected to increase understanding
pemahaman dalam memasarkan produk treasury in marketing treasury products, especially foreign
khususnya transaksi valuta asing bagi cabang devisa. exchange transactions for foreign exchange
Divisi Treasury juga telah melakukan sosialisasi branches. The Treasury Division also socialized
mengenai hedging instruments kepada cabang hedging instruments to foreign exchange branches
devisa yang diharapkan dapat membantu nasabah which were expected to assist customers in
dalam mengelola risiko nilai tukar dan juga suku managing exchange rate risk and interest rates
bunga seperti FX Forward, FX Swaps, Domestic Non such as FX Forward, FX Swaps, Domestic Non
Deliverable Forward (DNDF), interest rate swaps dan Deliverable Forward (DNDF), interest rate swaps
cross currency swaps mengingat potensi permintaan and cross currency swaps given the potential The
untuk melakukan transaksi lindung nilai (hedging), demand for hedging transactions, particularly
khususnya dari nasabah korporasi dan BUMN masih from corporate and SOE customers, was still quite
cukup tinggi di pasar. high in the market.
Selain itu, Divisi Treasury juga aktif dalam In addition, the Treasury Division was also active
melakukan transaksi derivatives DNDF untuk in conducting DNDF derivative transactions to
melakukan hedging atas posisi terbuka bank hedge bank open positions so that bank income
sehingga pendapatan bank menjadi lebih optimal. could be optimized. This was also done to increase
Hal ini juga dilakukan untuk meningkatkan liquidity and money market activity in Indonesia.
likuiditas dan aktivitas pasar uang di Indonesia.
Tabel Transaksi Forex

Forex Transaction Table
(dalam jutaan USD/in million USD)
Pertumbuhan
2020 2019
Uraian Growth
(IDR) (%)
(IDR) (IDR)
Forex 5,021.71 2,453.64 2,568.07 104.66%
Grafik Portofolio Trading Forex Divisi Treasury

Treasury Division Forex Trading Portfolio Chart
(dalam jutaan USD/in million USD)
5,021.71
2,453.64
1.965.41
1,062.98
2017 2018 2019 2020

volume transaksi forex tahun 2020 sebesar The volume of forex transactions in 2020
USD5,021.71 juta meningkat 104.66% dibandingkan reached to USD5,021.71 million, an increase of
dengan tahun 2019 yang sebesar USD2,453.64 104.66% compared to 2019 which amounted to
juta. Kenaikan volume transaksi forex Divisi USD2,453.64 million. The increase in the volume of
Treasury pada tahun 2020 dipengaruhi oleh forex transactions of the Treasury Division in 2020
ketidakpastian ekonomi di seluruh dunia terhadap was influenced by economic uncertainty around
adanya pandemi COVID-19 serta penambahan the world regarding the COVID-19 pandemic as
tenaga professional forex dan sales dealer di bank well as the addition of forex professionals and sales
bjb. Hal merupakan salah satu faktor Divisi Treasury dealers at bank bjb. This was one of the factors
melakukan transaksi valas dengan volume lebih that the Treasury Division carried out in foreign
besar dari tahun sebelumnya, baik terhadap bank currency transactions with a larger volume than
maupun nasabah. the previous year, for both banks and customers.
Faktor Pendukung dan Penghambat Bisnis Supporting and Constraining Factors for the
Treasury Treasury Business
Pertumbuhan ekonomi global tahun 2020 Global economic growth in 2020 experienced
mengalami kontraksi yang cukup dalam sejak depresi a deep contraction since the Great Depression
besar atau masa Perang Dunia II, bahkan sejumlah or World War II, even a number of countries
negara banyak yang mengalami resesi termasuk experienced recession, including Indonesia in
Indonesia pada kuartal III tahun 2020 Badan Pusat the third quarter of 2020, the Central Statistics
Statistik (BPS) mencatat ekonomi Indonesia adalah Agency (BPS) noted that Indonesia’s economy
sebesar minus 3,49%. Hal ini sebagai akibat dampak was at minus 3.49%. This was due to the impact
pandemi COVID-19 yang pertama kali muncuk di of the COVID-19 pandemic which first appeared in
Tiongkok pada akhir tahun 2019 dan berkembang China at the end of 2019 and was developing very
sangat cepat ke seluruh dunia. rapidly throughout the world.
Pasar keuangan Indonesia sepanjang tahun 2020 The Indonesian financial market throughout 2020
cukup terkoreksi cukup dalam, nilai tukar Rupiah experienced deep corrections, the weakening
yang melemah dan imbal hasil seri benchmark 10 Y Rupiah exchange rate and the 10 Y benchmark
yang naik tajam pada bulan Maret 2020 merupakan series yields which rose sharply in March 2020
dampak dari pertumbuhan ekonomi nasional were the impact of national economic growth
yang turun akibat pandemi COVID-19. Pemerintah which declined due to the COVID-19 pandemic.
bekerja keras untuk terhindar dari jurang resesi The government worked hard to avoid recession by
dengan mengeluarkan berbagai macam kebijakan issuing various policies to improve the economic
untuk meningkatkan sektor perekonomian dengan sector by adopting a National Economic Recovery
mengambil stategi kebijakan Pemulihan Ekonomi (PEN) policy strategy.
Nasional (PEN).
Dalam rangka memberikan dukungan kepada In order to provide support to the Government,
Pemerintah Bank Indonesia melakukan Bank Indonesia relaxed several policies, both
pelonggaran beberapa kebijakan baik kebijakan monetary and payment system policies. The easing
moneter maupun di sistem pembayaran. of Bank Indonesia policies related to the National
Pelonggaran kebijakan Bank Indonesia terkait Economic Recovery (PEN) was more centralized
Pemulihan Ekonomi Nasional (PEN) lebih banyak in the functions of the financial services industry
tersentralisasi di fungsi industri jasa keuangan and the real sector through banking. With the
dan sektor riil melalui perbankan. Dengan fulfillment of available liquidity in the market, it
pemenuhan likuiditas yang tersedia di pasar was expected that spending and the economic
diharapkan spending dan siklus perekonomian cycle would resume. Bank Indonesia’s policy to
kembali berjalan. Kebijakan Bank Indonesia cut the benchmark interest rate 4 times received
dengan memangkas suku bunga acuan sebanyak positive responses from financial market players
4 kali mendapat respon positif dari pelaku pasar and increased foreign investor confidence in the

2020 Annual Report
keuangan serta meningkatkan kepercayaan acceleration of the national recovery. This decision
investor asing terhadap percepatan pemulihan by Bank Indonesia was consistent with the low
nasional. Keputusan Bank Indonesia ini konsisten inflation forecast and maintained external stability
dengan perkiraan inflasi yang tetap rendah as a follow-up step to promote economic recovery
stabilitas eksternal yang terjaga dan sebagai during the COVID-19 pandemic.
langkah lanjutan untuk mendorong pemulihan
ekonomi di masa pandemi COVID-19.
Sementara itu untuk transaksi valuta asing nasabah, Meanwhile, for customer foreign exchange
Divisi Treasury memfasilitasinya dalam sistem transactions, the Treasury Division facilitated this
bjb TIP FX. Hal itu dilakukan untuk memenuhi in the bjb TIP FX system. This was done to meet
kebutuhan pricing bagi nasabah secara real time. the pricing needs of customers in real time.
Strategi Bisnis Treasury Tahun 2021 Treasury Business Strategy for 2021
Pada tahun 2021 mendatang kondisi perekonomian In 2021, Indonesia’s economic conditions will still
Indonesia masih dipengaruhi perkembangan be influenced by developments from the effects
dari efek pandemi COVID-19, terutama di of the COVID-19 pandemic, especially in Indonesia.
Indonesia. Selain itu, berbagai faktor yang dapat In addition, various factors that can move the
menggerakkan pasar keuangan antara lain dari financial market, including the domestic market,
pasar domestik perlu dicermati perkembangan need to be closely monitored by developments
neraca perdagangan dan tingkat inflasi, sementara in the trade balance and inflation rate, while
itu tantangan dari pasar global antara lain challenges from the global market include the
pengaruh kebijakan Joe Biden sebagai presiden influence of Joe Biden’s policies as the new US
AS yang baru dan diperkirakan akan berbeda dari president and are expected to be different from
kebijakan-kebijakan AS sebelumnya yang dipimpin US policies. previously led by Donald Trump.
oleh Donald Trump.
Menghadapi tantangan pasar uang tersebut, Facing these money market challenges, the
Divisi Treasury senantiasa melakukan analisa Treasury Division continues to analyze and
dan menerapkan strategi agar sejalan dengan implement strategies to keep pace with market
perkembangan pasar dengan tetap menjaga developments while maintaining bank liquidity
likuiditas bank dan optimalisasi pendapatan and optimizing revenue through treasury
melalui transaksi treasury. Divisi Treasury akan transactions. The Treasury Division will continue
terus mengembangkan produk dan layanan to develop products and services to better
untuk mengakomodir kebutuhan nasabah dengan accommodate customer needs. The main strategy
lebih baik. Strategi Utama Divisi Treasury tahun of the Treasury Division in 2021 is the development
2021 yaitu Pengembangan retail bisnis treasury of retail treasury business, especially the sale of
khususnya penjualan Bonds retail kepada Nasabah, retail bonds to customers, encouraging increased
mendorong peningkatan pendapatan melalui revenue through custodian and trustee services,
jasa layanan kustodian dan wali amanat, dan and enhancing the yield of treasury instruments
enhancement yield instrument treasury dengan while paying attention to market risk.
tetap memperhatikan risiko pasar.
DANA PENSIUN LEMBAGA KEUANGAN (DPLK) PENSION FUNDS FINANCIAL INSTITUTIONS

BANK BJB (DPLK) BANK BJB EXPL
Penjelasan DPLK Explanation of DPLK

Kegiatan utama DPLK bjb adalah menghimpun The main activity of the DPLK bjb is to collect
dana masyarakat dan mengelola kekayaan Dana public funds and manage the wealth of the Pension
Pensiun Lembaga Keuangan dengan investasi Funds of Financial Institutions with investments
sesuai paket pilihan yang dipilih peserta. according to the chosen package of participants.

Pengembangan Produk dan Layanan DPLK DPLK Product and Service Development
Pengembangan Website DPLK Sebagai media DPLK Website Development became information
informasi dan fasilitas pelayanan bagi peserta media and service facilities for employer
pemberi kerja dan calon peserta. Sebagaimana participants and prospective participants. As it
diketahui saldo peserta DPLK yang sudah menjadi is known, the balance of DPLK participants who
nasabah bank bjb bisa dilihat melalui bjb DIGI, were already bank bjb customers could be seen
sedangkan untuk peserta DPLK yang bukan through bjb DIGI, while DPLK participants who
nasabah bank bjb tidak bisa menggunakan bjb were not bank bjb customers cannot use bjb
Digi. Maka dari itu dikembangkan website DPLK Digi. Therefore, the DPLK website was developed
Untuk mengakomodir peserta DPLK yang bukan to accommodate DPLK participants who are not
nasabah bank bjb. Fasilitas lainnya dari website bank bjb customers. Other facilities from the
DPLK yaitu upload iuran peserta pemberi kerja DPLK website are uploading participant employer
dan pendaftaran peserta baru. contributions and registering new participants.
Produktivitas DPLK DPLK productivity

Uraian produktivitas DPLK disajikan sebagai DPLK productivity description is presented as
berikut. follows.
Grafik Pencapaian Dana Kelolaan DPLK

Graph of DPLK Managed Fund Achievement
1,000,000
800,000 783,014
690,246
600,000
522,090
406,636
400,000
304,834
200,000
0
2016 2017 2018 2019 2020
Tabel Dana Kelolaan DPLK

Table of DPLK Managed Funds
Pertumbuhan
Uraian Growth
2020 2019 2018 2017 2016
Description
(Rp) (%)
Dana Kelolaan DPLK

783,014 690,246 522,090 406,636 304,834 92,768 13.44%
DPLK Managed Funds

2020 Annual Report
Dana kelolaan DPLK bank bjb tahun 2020 mencapai Funds under management of bank bjb DPLK in
Rp783,01 miliar, meningkat 13,44% dibandingkan 2020 reached IDR783.01 billion, an increase of
tahun 2019 yang mencapai Rp690,25 miliar. 13.44% compared to 2019 which reached IDR690.25
Pertumbuhan tersebut sejalan dengan kenaikan billion. This growth was in line with the increase in
jumlah peserta DPLK di tahun 2020 the number of DPLK participants in 2020
Jumlah Peserta DPLK posisi Desember 2020 The number of DPLK Participants at the position
adalah sebanyak 74,704 peserta, tumbuh sebanyak in December 2020 was 74,704 participants,
34,321 orang atau 90,93 % dari total peserta di growing by 34,321 people or 90.93% of the total
Desember 2015 sebanyak 40,383 . Jumlah Peserta participants in December 2015 of 40,383. The
baru yang masuk di tahun 2020 adalah sebanyak number of new participants who entered in 2020
8,689 orang dengan jumlah Fresh Fund yang was 8,689 people with the total amount of fresh
dikumpulkan sebanyak Rp24,3 Miliar. Adapun funds collected was IDR24.3 billion. The number
Jumlah Peserta yang dibayarkan manfaat pensiun of Participants who paid pension benefits during
selama Tahun 2020 adalah sebanyak 3,988 peserta 2020 was 3,988 participants with a disbursement
dengan saldo pencairan sebesar Rp121,1 miliar. balance of IDR121.1 billion.
Grafik Pertumbuhan Peserta DPLK

DPLK Participant Growth Chart
(dalam satuan Peserta/in Participant units)
80,000 74,704
70,057
70,000
62,045
59,052
60,000
51,161
50,000
40,383
40,000
30,000
20,000
10,000
-
2015 2016 2017 2018 2019 2020
Peserta/Participant Pertumbuhan/Growth
Jumlah fee based yang diperoleh selama tahun The amount of fee-based earned during 2020
2020 ini adalah sebesar Rp9,2 miliar yang berasal was IDR9.2 billion, which came from a monthly
dari fee administrasi bulanan sebesar Rp52,9 administration fee of IDR52.9 million and a
juta dan fee transaksi penarikan Rp100,1 juta dan withdrawal transaction fee of IDR100.1 million and
pencairan Rp553,8 juta, fee pengelolaan sebesar a disbursement of IDR553.8 million, a management
Rp8,5 miliar. Jumlah ini meningkat sebesar Rp7,2 fee of IDR8.5 billion. This amount increased by
miliar atau 366,39 % dari fee based periode yang IDR7.2 billion or 366.39% from the fee based for
sama tahun 2015 yang sebesar Rp1,9 miliar. the same period in 2015 which was IDR1.9 billion.

Grafik Fee Based Income

Fee Based Income Graphic
(dalam ribuan Rupiah/in thousands of IDR)
10,000,000
9,213,559
9,000,000
8,000,000
7,000,000
6,000,000
5,278,061
5,705,004
5,000,000
4,000,000
2,831,360
3,000,000 3,292,779
1,975,500
2,000,000
1,000,000
-
2015 2016 2017 2018 2019 2020
Faktor Pendukung dan Penghambat Bisnis DPLK Supporting and Inhibiting Factors for DPLK
Business
Pada 2 Maret 2020, untuk pertama kalinya On March 2, 2020, for the first time, the
Pemerintah mengumumkan dua kasus pasien Government announced two cases of positive
positif COVID-19 di Indonesia. Hanya saja, COVID-19 patients in Indonesia. However, the
identifikasi kasus pertama pada awal Maret itu identification of the first case in early March was
sudah merupakan transmisi lokal dan bukan already a local transmission and not an imported
penularan kasus impor. Masuknya virus tersebut case. The entry of the virus was very likely to occur
sangat mungkin terjadi melalui pintu-pintu through the gates in several parts of Indonesia.
gerbang di beberapa wilayah Indonesia. Sejak Since January when this new type of corona virus
Januari saat virus corona jenis baru ini diumumkan was announced could be transmitted between
dapat menular antar manusia, dan sudah menjajah humans, and had spread in various countries other
di berbagai negara lain selain Wuhan di China. than Wuhan in China. The Indonesian government
Pemerintah Indonesia tidak lantas langsung did not immediately close access to direct flights
menutup akses penerbangan langsung dari dan ke from and to Wuhan, which were around six
Wuhan, yang ada di sekitar enam bandara. Antara airports, among others, Batam, Jakarta, Denpasar,
lain Batam, Jakarta, Denpasar, Manado Makassar. Manado Makassar.
Hampir seluruh sektor terdampak, tak hanya Almost all sectors were affected, not only health.
kesehatan. Sektor ekonomi juga mengalami The economic sector also suffered serious impacts
dampak serius akibat pandemi virus corona. due to the corona virus pandemic. Restrictions on

2020 Annual Report
Pembatasan aktivitas masyarakat berpengaruh community activities had an effect on business

pada aktivitas bisnis yang kemudian berimbas activities which in turn had an impact on the
pada perekonomian. Laporan Badan Pusat economy. This August report from the Central
Statistik (BPS) Agustus ini menyebut bahwa Statistics Agency (BPS) stated that Indonesia’s
pertumbuhan ekonomi Indonesia pada kuartal II economic growth in the second quarter of 2020
2020 minus 5,32 persen. Sebelumnya, pada kuartal was minus 5.32 percent. Previously, in the first
I 2020, BPS melaporkan bahwa pertumbuhan quarter of 2020, BPS reported that Indonesia’s
ekonomi Indonesia hanya tumbuh sebesar 2,97 economic growth only grew by 2.97 percent, down
persen, turun jauh dari pertumbuhan sebesar 5,02 considerably from the growth of 5.02 percent in
persen pada periode yang sama 2019 lalu. Kinerja the same period in 2019. This weakening economic
ekonomi yang melemah ini turut pula berdampak performance also had an impact on the labor
pada situasi ketenagakerjaan di Indonesia. situation in Indonesia. Obstruction of economic
Terhambatnya aktivitas perekonomian secara activity automatically caused business actors to
otomatis membuat pelaku usaha melakukan make efficiency to reduce losses. As a result, many
efisiensi untuk menekan kerugian Akibatnya, workers had been laid off (layoffs).
banyak pekerja yang dirumahkan atau bahkan
diberhentikan (PHK).
Berdasarkan data Kementerian Ketenagakerjaan Based on data from the Ministry of Manpower
(Kemnaker) per 7 April 2020, akibat pandemi (Kemnaker) as of April 7, 2020, due to the
COVID-19, tercatat sebanyak 39.977 perusahaan COVID-19 pandemic, there were 39,977 companies
di sektor formal yang memilih merumahkan, dan in the formal sector that chose to lay off and lay
melakukan PHK terhadap pekerjanya. Total ada off their workers. In total there were 1,010,579
1.010.579 orang pekerja yang terkena dampak ini. workers affected by this. In detail, 873,090
Rinciannya, 873.090 pekerja dari 17.224 perusahaan workers from 17,224 companies were laid off,
dirumahkan, sedangkan 137.489 pekerja di-PHK while 137,489 workers were laid off from 22,753
dari 22.753 perusahaan. Sementara itu, jumlah companies. Meanwhile, the number of companies
perusahaan dan tenaga kerja terdampak di sektor and workers affected in the informal sector was
informal adalah sebanyak 34.453 perusahaan dan 34,453 companies and 189,452 workers.
189.452 orang pekerja.
UU Cipta Kerja dan Pesangon menjadi topik The Job Creation and Severance Pay Law was
pembahasan yang menarik karena terdapat pro an interesting topic of discussion because there
kontra pada saat akan disahkan oleh Pemerintah were pros and cons when it was passed by the
terutama menurut sebagian orang berdampak Government, especially according to some people,
langsung kepada pekerja buruh. Salah satu butir it had a direct impact on labor workers. One of
menarik yang patut di soroti adalah mengenai isu the interesting points that should be highlighted
pesangon pekerja dari klaster UU ketenagakerjaan was the issue of severance pay for workers from
dalam UU Cipta Kerja karena di rasa beberapa the Labor Law cluster in the Job Creation Law
fasilitas upah dan tunjangan dapat dihapuskan because it was felt that some wage and allowance
oleh pemberi kerja apabila UU Cipta kerja facilities could be abolished by employers if the
disahkan Pemerintah. Ada pula isu pemutusan Government passed the Job Creation Law. There
hubungan kerja (PHK) dapat dilakukan secara were also issues that termination of employment
sepihak oleh pemberi kerja , atau bahkan menjadi (PHK) could be carried out unilaterally by the
tenaga kontrak seumur hidup. Pemerintah tanggal employer, or even become a lifelong contractor.
5 Oktober 2020 RUU Cipta Kerja disahkan menjadi The government on October 5, 2020, the Work
Undang Undang, lantas benarkah isu yang beredar Creation Bill was passed into a Law, then was it

dilapangan seperti hal nya yang telah di sahkan true that the issues circulating in the field such as
oleh Pemerintah. Pemerintah memastikan bahwa those that had been legalized by the Government.
pesangon betul-betul menjadi hak dan dapat The government ensured that severance pay was
diterima oleh pekerja/buruh. Jaminan kehilangan truly a right and could be received by workers/
Pekerjaan (JKP) adalah skema baru terkait laborers. Job loss security (JKP) was a new
dengan jaminan sosial ketenagakerjaan yang scheme related to employment social security that
tidak mengurangi manfaat dari berbagai jaminan did not reduce the benefits of various other social
sosial lainnya seperti Jaminan Kecelakaan Kerja, security such as Work Accident Security, Death
Jaminan Kematian dan Jaminan Pensiun, dan nilai Security and Pension Security, and the value of
kompensasi dasar PHK atau uang pesangon tetap basic compensation for layoffs or severance pay
ada dan tidak berubah. remains unchanged.
Besarnya captive market bank bjb dalam sektor The size of the bank bjb captive market in the
retail dan konsumer merupakan satu peluang retail and consumer sectors was a potential market
potensi market yang dapat dioptimalkan untuk opportunity that could be optimized to increase
meningkatkan dana kelolaan DPLK bank bjb. bank bjb DPLK managed funds. The continuous
Pelaksanaan literasi dan edukasi yang dilakukan implementation of literacy and education was
secara kontinu diharapkan dapat meningkatkan expected to increase public awareness, especially
kesadaran masyarakat terutama nasabah bank bank bjb customers, to prepare their old age
bjb untuk menyiapkan kesejahteraan hari tuanya welfare through DPLK.
melalui DPLK.
UU Cipta Kerja No 11 Tahun 2020 bukan sebagai The Job Creation Law No. 11 of 2020 was not a
ancaman justru sebagai peluang dan pendorong threat, but rather an opportunity and a driving
industry DPLK. Rancangan Peraturan Pemerintah force for the DPLK industry. The Draft Government
(RPP) menyebut karyawan PKWT harus Regulation (RPP) states that PKWT employees
mendapatkan pesangon 1x untuk setiap tahun must receive 1x severance pay for each year the
karyawan bekerja. Dana Pensiun menjadi sarana employee works. Pension funds are a means of
kompensasi atas semua kewajiban pengusaha compensation for all obligations of employers
kepada karyawan dalam proses pemutusan to employees in the process of termination of
hubungan kerja (PHK). employment (PHK).
Rencana dan Strategi Pemasaran DPLK Tahun DPLK Marketing Plan and Strategy For 2021
2021
Strategi peningkatan dana DPLK diperlukan A strategy to increase DPLK funds required a
strategi pemasaran dengan tujuan meningkatkan marketing strategy with the aim of increasing
brand awareness DPLK bank bjb agar semakin brand awareness of bank bjb DPLK so that it was
dikenal masyarakat melalui kegiatan sebagai increasingly recognized by the public through the
berikut: following activities:
1. Meningkatkan brand awareness dengan 1. Increasing brand awareness by having a call
memiliki call name bagi produk DPLK bank bjb. name for bank bjb DPLK products.
2. Merancang program marketing kreatif, inovatif 2. Designing creative, innovative marketing
dan program berbasis digital marketing dan programs and digital marketing based
aplikasi. programs and applications.
3. Meningkatkan ekspansi peserta DPLK kepada 3. Increasing the expansion of DPLK participants
customer based potensial bank bjb. to the customer based potential of bank bjb.

2020 Annual Report
4. Meningkatkan pemasaran produk DPLK secara 4. Increasing the marketing of DPLK products
retail atau individu melalui grup/komunitas. by retail or individually through groups/
communities.
5. Meningkatkan literasi dan inkulsi keuangan 5. Increasing financial literacy and inclusion
pentingnya program pensiun kepada of the importance of pension programs to
stakeholder melalui marketing digital dan stakeholders through digital marketing and
human to human. human to human.
6. Meningkatkan aliansi bersama unit bisnis lain 6. Increasing alliances with other business units
dan menjadikan produk DPLK sebagai salah and make the DPLK product one of the bank
satu rantai produk bank bjb. bjb product chains.
7. Pengembangan sistem informasi dan aplikasi 7. Developing an integrated information system
yang terintegrasi yang memberikan kemudahan and application that provides easy access
akses layanan peserta untuk informasi dan to participant services for information and
transaksi transactions
8. Peningkatan layanan e-channel dan produk 8. Improving e-channel services and DPLK
DPLK. products.
9. Penerapan tatakelola investasi untuk 9. Implementing investment governance for
pengelolaan aset yang lebih optimal yang sesuai optimal asset management in accordance with
dengna Good Pension Funds Governance. Good Pension Funds Governance.
Segmen Syariah Sharia Segment
Penjelasan Segmen Syariah Explanation of Sharia Segments

Segmen Syariah meliputi seluruh transaksi yang Sharia segment covers all transactions performed
dilakukan oleh entitas anak yang bergerak di by a subsidiary engaged in sharia banking, a
bidang perbankan syariah, entitas anak bank bjb subsidiary of Company, namely sharia bjb.
yaitu bjb syariah.
Produktivitas Segmen Syariah Sharia Segment Productivity
Produktivitas segmen usaha syariah disajikan The productivity of sharia business segments
dalam bagian Kinerja Entitas Anak dalam Laporan is presented in the Performance section of
Tahunan ini. Subsidiaries in this Annual Report.
Pendapatan dan Profitabilitas Segmen Revenue and Profitability of Business

Usaha Segments
Informasi yang berkaitan dengan segmen usaha Information related to the main business segments
yang utama dari bank bjb yaitu segmen usaha of the Bank, namely conventional and sharia
konvensional dan syariah (Bank dan entitas anak) business segments (Banks and subsidiaries) is
disajikan dalam tabel di bawah ini. presented in the following table.

Tabel Pendapatan dan Profitabilitas Segmen Usaha

Table of Revenue and Profitability of Business Segments
2020
Uraian
Description
Konvensional Syariah Eliminasi
Total
Conventional Sharia Elimination
Pendapatan segmen
11,949,338 675,956 (4,616) 12,620,678
Segment revenue
Beban segmen
(5,808,036) (319,994) 4,616 (6,123,414)
Segment expenses
Pendapatan Segmen - neto
6,141,302 355,962 - 6,497,264
Segment Revenues - net
Pendapatan operasional lainnya
1,435,617 22,532 - 1,458,149
Other operating revenues
Penyisihan kerugian penurunan nilai atas aset keuangan dan non
keuangan
(129,310) (12,916) - (142,226)
Allowance for impairment losses on financial and non-financial
assets
Pemulihan kerugian komitmen dan kontinjensi
2,959 (106) - 2,853
Reversal of losses on commitments and contingencies
Beban operasional lainnya
(5,267,976) (335,938) - (5,603,914)
Other operating expenses
Laba operasional
2,182,592 29,534 - 2,212,126
Operational revenues
Pendapatan (Beban) Bukan Operasional – neto
(46,634) 2,536 - (44,098)
Non-Operating Income (Expenses) - net
Beban pajak – neto
(449,645) (28,387) - (478,032)
Tax expenses - net
Laba (Rugi) tahun berjalan
1,686,313 3,683 - 1,689,996
Profit and (Loss) for the year
Total aset
134,027,093 8,884,354 (1,977,445) 140,934,002
Total asset
Total pendapatan segmen tahun 2020 mencapai Total segment revenue in 2019 reached
Rp12.620.678 juta, meningkat 4,38% dbandingkan IDR12,091,431 million, an increase of 1.49%
dengan tahun 2019 yang mencapai Rp12.091.431 compared to 2018 which reached IDR11,914,209
juta. Peningkatan pendapatan merupakan hasil dari million. The increase in revenue was the result of
penerapan strategi yang tepat yang dilakukan oleh implementing the right strategy carried out by
segmen usaha konvensional dan syariah. Demikian the conventional and sharia business segments.
pula dengan profitabilitas yang tercermin dari Likewise, profitability was reflected in the profit and
laba rugi tahun berjalan tahun 2020 mencapai loss for the year 2019 which reached IDR1,564,493
Rp1.689.996 juta meningkat 8,02% dibandingkan million, an increase of 0.78% compared to 2018
dengan tahun 2019 yang mencapai Rp1.564.493 which reached IDR1,552,396 million. The increase
juta. Peningkatan pendapatan segmen usaha in business segment revenue was in line with the
sejalan dengan peningkatan profitabilitas yang resulting increase in profitability.
dihasilkan.

2020 Annual Report
2019
Growth of 2019-2020
Konvensional Syariah Eliminasi Konvensional Syariah Eliminasi

Total Total
Conventional Sharia Elimination Conventional Sharia Elimination
11,425,305 683,006 16,881 12,091,431 4.59% (1.03%) (72.66%) 4.38%
(5,700,731) (324,810) (16,617) (6,008,924) 1.88% (1.48%) (72.22%) 1.91%
5,724,574 358,196 264 6,082,506 7.28% (0.62%) 0.00% 6.82%
999,072 15,631 - 1,014,703 43.70% 44.15% 0.00% 43.70%
(334,242) 12,405 - (321,837) (61.31%) (204.12%) 0.00% (55.81%)
- (149) - (149) 0.00% (28.86%) 0.00% (2014.77%)
(4,370,313) (345,417) - (4,715,730) 20.54% (2.74%) 0.00% 18.83%
2,019,092 40,666 264 2,059,493 8.10% (27.37%) (100.00%) 7.41%
(81,964) 1,808 (1,375) (81,531) (43.10%) 40.27% 0.00% (45.91%)
(386,343) (27,075) - (413,470) 16.37% 4.85% 0.00% 15.61%
1,550,732 15,399 1,639 1,564,492 8.74% (76.08%) 0.00% 8.02%
117,508,349 7,723,201 (1,695,076) 123,536,474 14.06% 15.03% 16.66% 14.08%
Kinerja Entitas Anak Subsidiary Performances
Sampai dengan akhir tahun 2019, bank bjb memiliki Until the end of 2020, the Company has 3 (three)
3 (tiga) entitas anak yaitu bank bjb Syariah, subsidiary entities, namely the bjb Syariah bank,
PT BPR Intan Jabar dan PT BPR Karya Utama. PT BPR Intan Jabar and PT BPR Karya Utama. A
Penjelasan lebih lengkap mengenai entitas anak more complete description of the subsidiaries
telah disajikan dalam bagian Profil dalam Laporan has been presented in the Profile section of this
Tahunan ini. Adapun kinerja entitas anak bank bjb Annual Report. The performance of the subsidiary
adalah sebagai berikut. bank bjb is as follows.
bjb Syariah bjb Sharia
Kinerja usaha bjb syariah periode keuangan 2019 The bjb sharia business performance for the 2019
dan 2020 adalah sebagai berikut. and 2020 fiscal periods is as follows.

Tabel Kinerja Usaha

Table of Business Performance
Pertumbuhan
RBB
Uraian Growth
Total 2020 Total 2019
Description Realisasi
(Nominal) (%) Target
Realization
Aset
8,884,354 7,723,201 1,161,153 15.03% 8,594,984 103.37%
Asset
Penyaluran Dana:/Fund Distribution:
Pembiayaan
5,761,509 5,402,059 359,450 6.65% 5,978,640 96.59%
Financing
Penghimpunan Dana:/Fund Raising:
Dana Pihak Ketiga

6,661,550 5,778,148 873,402 15.09% 6,122,444 108.80%
Third-party funds
Giro
512,396 500,762 11,634 2.32% 624,645 82.03%
Current account
Tabungan
1,360,126 1,144,436 213,690 18.64% 1,366,277 99.55%
Savings
Deposito
4,789,028 4,140,950 648,078 15.65% 4,131,522 115.91%
Deposit
Modal Di Setor
1,845,890 1,510,890 335,000 22.17% 1,510,890 122.17%
Paid-up capital
Laba/Rugi/Profit and loss
Laba/Rugi Sebelum Pajak

32,069 42,474 (10,405) (24.50%) 29,078 110.27%
Profit/Loss Before Tax
Laba/Rugi Tahun Berjalan
3,682 15,399 (11,717) (76.09%) 2,864 128.56%
Current year Income
Volume usaha bjb Syariah pada tahun 2020 The volume of the bjb Syariah business in 2020
mengalami pertumbuhan positif. Hal ini tercermin experienced positive growth. This was reflected in
dari peningkatan aset sebesar 15,03% atau Rp1,16 the increase in assets of 15.03% or IDR1.16 trillion
triliun dari Rp7,74 triliun di tahun 2019 menjadi from IDR7.74 trillion in 2019 to IDR8.91 trillion in
Rp8,91 triliun di tahun 2020 dengan pencapaian 2020 with the achievement of the 2019 RBB target
terhadap target RBB 2019 sebesar 103,37% dari of 103.37% from the target of IDR8.59 trillion.
target Rp8,59 triliun.
Pembiayaan bjb Syariah tahun 2020 mencapai Sharia bjb financing in 2020 reached IDR5.77
Rp5,77 triliun meningkat 6,65% atau Rp0,36 triliun trillion, an increase of 6.65% or IDR0.36 trillion
dibandingkan dengan tahun 2019 yang mencapai compared to 2019 which reached IDR5.42 trillion
Rp5,42 triliun dengan pencapaian terhadap target with the achievement of the 2020 RBB target of
RBB 2020 adalah sebesar 96,59% dari target 96.59% of the target of IDR5.98 trillion.
Rp5,98 triliun.
Dana pihak ketiga bjb Syariah mengalami Third party bjb Syariah funds increased by 15.09%
peningkatan sebesar 15,09% atau Rp0,89 triliun or IDR0.89 trillion from IDR5.78 trillion in 2019 to
dari Rp5,78 triliun di tahun 2019 menjadi Rp6,67. IDR6.67. trillion in 2020. This was influenced by the
triliun di tahun 2020. Hal ini dipengaruhi oleh increase in all posts, namely demand deposits of
kenaikan dari seluruh pos yaitu giro sebesar 2,32%, 2.32%, savings of 18.64% and deposits of 15.65%.
tabungan sebesar 18,64% dan deposito sebesar
15,65%.

2020 Annual Report
bjb Syariah dapat membukukan laba/rugi sebelum bjb Syariah could recorded profit/loss before tax
pajak tahun 2020 sebesar Rp3,68 miliar mengalami in 2020 of IDR3.68 billion, a decrease of 76.09%
penurunan sebesar 76,09% dibandingkan tahun compared to 2019 of IDR15.40 billion.
2019 sebesar Rp15,40 miliar.
PT BPR KARYA UTAMA JABAR PT BPR KARYA UTAMA JABAR
Kinerja usaha PT BPR Karya Utama Jabar periode The business performance of PT BPR Karya Utama
keuangan 2019 dan 2020 adalah sebagai berikut. Jabar in the fiscal periods of 2019 and 2020 is as
follows.
Tabel Kinerja Usaha
Pertumbuhan
RBB
Uraian Growth
Realization
Aset
221,886 264,576 (42,880) (16.21%) 218,137 101.72%
Assets
Penyaluran Dana:/Fund Disbursement
Total ABA
46,695 55,352 (8,657) (15.64%) 31,647 147.55%
Total ABA
Total Kredit
183,542 215,400 (31,858) (14.79%) 193,995 94.61%
Total Loans
Sumber Dana:/Fund Sources
Dana Pihak Ketiga

143,892 150,281 (6,389) (4.25%) 158,894 90.56%
Third-parties Fund
Simpanan Bank Lain
14,500 24,870 (10,370) (41.70%) 12,500 116.00%
Other Bank Deposits
Pinjaman yang Diterima
32,119 55,856 (23,737) (42.50%) 26,735 120.14%
Received Loans
Modal
20,949 20,949 0 (0.00%) 20,949 100.00%
Capital
Laba/Rugi Tahun Berjalan
1,749 4,224 (2,475) (58.59%) 1,490 117.38%
Profit/Loss of the current year
Aset tahun 2020 sebesar 221,89 miliar, turun 16,21% Assets in 2020 reached to 221.89 billion, down
dibandingkan dengan tahun 2019 yang sebesar 16.21% compared to 2019 which amounted to
Rp264,57 miliar dengan pencapaian terhadap IDR264.57 billion with the achievement of the
target RBB 2020 sebesar 101,72%. 2020 RBB target of 101.72%.
Kredit yang disalurkan oleh PT BPR Karya Utama Loans disbursed by PT BPR Karya Utama Jabar
Jabar mencapai Rp183,54 miliar di tahun 2020, reached IDR183.54 billion in 2020, a decrease
menurun 14,79% dibandingkan dengan tahun of 14.79% compared to 2019 which reached
2019 yang mencapai Rp215,40 miliar dengan IDR215.40 billion with its achievement of the 2020
pencapaiannya terhadap target RBB 2020 adalah RBB target of 95.97%.
sebesar 95,97%.
Dana pihak ketiga PT BPR Karya Utama Jabar PT BPR Karya Utama Jabar’s third party funds
mengalami penurunan sebesar 4,25% dari decreased by 4.25% from IDR150.28 billion in 2019
Rp150,28 miliar di tahun 2019 menjadi Rp143,89 to IDR143.89 billion in 2020 with its achievement
miliar di tahun 2020 dengan pencapaiannya of the 2020 RBB target of 90.56%.
terhadap target RBB 2020 adalah sebesar 90,56%.

Pada tahun 2020 PT BPR Karya Utama Jabar In 2020 PT BPR Karya Utama Jabar was able to
dapat membukukan laba/rugi tahun berjalan record a profit/loss for the current year of IDR1.75
sebesar Rp1,75 miliar mengalami penurunan billion, a decrease of 58.59% compared to 2019 of
sebesar 58,59% dibandingkan tahun 2019 sebesar IDR4.22 billion with its achievement of the 2020
Rp4,22 miliar dengan pencapaiannya terhadap RBB target of 117.38%.
target RBB 2020 adalah sebesar 117,38%.
PT BPR INTAN JABAR PT BPR INTAN JABAR
Kinerja usaha PT BPR Intan Jabar periode The business performance of PT BPR Intan Jabar
keuangan 2018 dan 2019 adalah sebagai berikut. for the fiscal periods of 2018 and 2019 are as
follows.
Tabel Kinerja Usaha
Pertumbuhan
RBB
Uraian Growth
Realization
Aset 245,403 247,395 (1,932) (0.78%) 221,359 110.88%
Assets
Penyaluran Dana:/Fund Disbursement
Total ABA 12,722 21,804 (9,082) (41.65%) 20,753 61.27%
Total ABA
Total Kredit 215,960 214,323 1.637 0.76% 190,296 113.49%

Total Loans
Sumber Dana:/Fund Sources
Dana Pihak Ketiga 106,818 102,196 4,622 4.52% 106,827 100.00%
Third-parties Fund
Tabungan 51,443 52,063 (620) (1.19%) 53,266 96.58%
Savings
Deposito 55,375 50,133 5,242 10.46% 53,561 103.39%
Deposit
Pinjaman yang Diterima 62,186 57,720 3,466 6.00% 46,251 134.45%
Received Loans
Antar Bank Pasiva 41,550 20,179 (8,629) (17.20%) 26,500 156.79%
Interbank Liabilities
Modal Disetor 26,813 24,302 2,511 10.33% 31,802 84.31%
Paid-up capital
Laba/Rugi Tahun Berjalan 2,442 4,655 (2,171) (46.65%) 2,402 101.66%
Profit/Loss of the current year
Aset PT BPR Intan Jabar tahun 2020 mencapai The assets of PT BPR Intan Jabar in 2020 reached
Rp245,46 miliar, menurun sebesar 0,78% atau IDR245.46 billion, a decrease of 0.78% or compared
dibandingkan dengan tahun 2019 yang mencapai to 2019 which reached IDR247.39 billion with the
Rp247,39 miliar dengan pencapaian terhadap achievement of the 2020 RBB target of 110.88%.
target RBB 2020 sebesar 110,88%.
Kredit yang disalurkan PT BPR Intan Jabar juga Loans disbursed by PT BPR Intan Jabar also
mengalami pertumbuhan sebesar 0,76% dari experienced a growth of 0.76% from IDR215.51
Rp214,32 miliar di tahun 2019 menjadi Rp215,96 billion in 2019 to IDR215.96 billion in 2020 with the
miliar di tahun 2020 dengan pencapaiannya achievement of the 2020 RBB target of 113.49%.
terhadap target RBB 2020 adalah sebesar 113,49%.

2020 Annual Report
Dana pihak ketiga PT BPR Intan Jabar tahun 2020 PT BPR Intan Jabar’s third party funds in 2020
mencapai Rp106.818 juta meningkat 4,52% atau reached IDR106,818 million, an increase of 4.52%
Rp4.622 juta dibandingkan dengan tahun 2019 or IDR4,622 million compared to 2019 which
yang mencapai Rp102.196 juta. Hal ini dipengaruhi reached IDR102,196 million. This was influenced
oleh kenaikan dari pos deposito sebesar Rp5.242 by the increase in the postal deposit amounting to
juta atau 10,46%. IDR5,242 million or 10.46%.
Tahun 2020 PT BPR Intan Jabar dapat membukukan In 2020 PT BPR Intan Jabar recorded a profit/
laba/rugi tahun berjalan sebesar Rp2,85 miliar loss for the year of IDR2.85 billion, a decrease of
mengalami penurunan 46,65% dibandingkan 46.65% compared to 2019 of IDR4.66 billion.
tahun 2019 sebesar Rp4,66 miliar.
Digital Banking Digital Banking
Dalam memenuhi kebutuhan nasabah akan In fulfilling customer needs for the ease of
kemudahan transaksi perbankan, bank bjb banking transactions, bank bjb presented to
hadir dengan memberikan layanan melalui provide services through digital banking which
digital banking yang dimaksudkan memberikan were intended to provide an easy, reliable and
experience transaksi perbankan yang mudah, safe banking transaction experience. In addition,
handal dan aman. Selain itu, dengan adanya the existence of digital banking services could
layanan digital banking mampu meningkatkan increase efficiency, effectiveness and productivity
efisiensi, efektifitas dan produktivitas dalam in running the banking business.
menjalankan bisnis perbankan.
Pada tahun 2020 ini bank bjb membukukan In 2020, bank bjb posted fee-based income
pendapatan fee based income dari layanan from e-channel services of IDR304.98 billion, an
e-channel sebesar Rp304,98 miliar atau naik increase of 37.40% year on year. The increase
37,40% secara year on year. Kenaikan pendapatan in revenue was dominated by an increase in the
ini didominasi oleh peningkatan jumlah pengguna number of bank bjb ATM/Debit card users, as well
kartu ATM/Debit bank bjb, serta peningkatan as an increase in the number of bank bjb e-channel
jumlah pengguna transaksi e-channel bank bjb. transaction users.
Selain itu juga, bank bjb menorehkan sejumlah In addition, bank bjb made a number of
prestasi diantaranya: achievements including:
1. Innovative Company for Digital Transformation 1. Innovative Company for Digital Transformation
Implementation in Banking Service dalam Implementation in Banking Service in the
Category Banking Digital Innovation Award Category Banking Digital Innovation Award
2020. 2020.
2. The Best Banking in Financial Inclusion dalam 2. The Best Banking in Financial Inclusion in Book
Bank Buku 3 Artajasa Award 2020. Bank 3 Artajasa Award 2020.
3. The Best Innovation in Digital Banking dalam 3. The Best Innovation in Digital Banking in Bank
Bank Buku 3 Artajasa Award 2020. Buku 3 Artajasa Award 2020.
4. Kategori Terpopuler di Media Sub Kategori 4. Most Popular Category in Media Sub Category
BUMD dan Perusahaan Daerah dalam PR BUMD and Regional Companies in the PR
Indonesia Awards 2020. Indonesia Awards 2020.
5. Exelent Predicate For The Financial Performance 5. Exelent Predicate For The Financial
During September 2018-2019 dalam TOP BUMD Performance During September 2018-2019 in
2020. TOP BUMD 2020.
6. 2nd Rank Kartu Debit – Bank Umum Konvensional 6. 2nd Rank Debit Card - Conventional Commercial
(Buku 3) dalam 9th Digital Brand Award. Bank (Book 3) in the 9th Digital Brand Award.

7. Millenials Choice dalam Indonesia’s Most 7. Millennials Choice in Indonesia’s Most Popular
Popular Digital Financial Brands. Digital Financial Brands.
8. Bank Terbaik 2020 Kategori BPD Dengan 8. Best Bank 2020 for BPD Category with Core
Modal Inti Rp5 triliun – Rp30 triliun dalam Best Capital of IDR5 trillion - IDR30 trillion in Best
Bank 2020. Bank 2020.
9. Juara Kategori Top Of The Top BUMD 2020 9. Winner of the Top BUMD 2020 Category in the
dalam Top BUMD Awards 2020. 2020 Top BUMD Awards.
10. Gold Rank dalam Asia Suistanability Reporting 10. Gold Rank in the Asia Suistanability Reporting
Rating 2020 Awards. Rating 2020 Awards.
Berikut pencapaian performa layanan e-channel The following are the performance achievements
bank bjb Tahun 2020 of bank bjb e-channel services in 2020
Grafik Fee Based E-Channel

Fee Based E-Channel Graphic
35.00
30.07 29.55
28.55 28.64
30.00 27.66 27.31
27.13
25.00 22.51
21.95
20.63 20.93
20.06
20.00
15.00
10.00
5.00
-
Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Okt 20 Nov 20 Des 20
Pencapaian fee based per bulan Desember 2020 The fee based achievement per December 2020
sebesar Rp304,98 miliar. Secara keseluruhan, was IDR304.98 billion. Overall, the achievement
pencapaian fee based income dari sisi digital of fee based income from the digital banking side
banking telah mencapai 37,40% (YoY). reached 37.40% (YoY). UEB’s e-channel fee-based
Pertumbuhan fee based e-channel UEB dalam growth in the last 4 (four) years always experienced
4 (empat) tahun terakhir selalu mengalami tren a positive trend with fee growth of 20-40 percent
positif dengan pertumbuhan fee 20-40 persen (%) each year. Fee based e-channel itself comes
(%) setiap tahunnya. Fee based e-channel sendiri from fee based ATM, Internet Banking, bjb SMS,
berasal dari fee based ATM, Internet Banking, bjb Net (bjb Digi), EDC, and other e-channel
bjb SMS, bjb Net (bjb Digi), EDC, dan transaksi transactions.
e-channel lainnya.

2020 Annual Report
Grafik Frekuensi Transaksi ATM as Acquirer Tiap Bulan Tahun 2020

Graph of ATM Transaction Frequency as Acquirer Each Month in 2020
(dalam juta transaksi/in million transactions)
7.00 6.60
6.16 6.21
6.05
5.66 5.69 5.78
6.00 5.54 5.56 5.63
5.40
5.06
5.00
4.00
3.00
2.00
1.00
-
Grafik Fee Based Layanan ATM as Acquirer Tiap Bulan Tahun 2020
Chart of Fee Based ATM Services as Acquirer Each Month in 2020
9.00
8.00 7.61 7.68

7.47
7.23 7.16 7.17
6.96 7.04 6.92
6.78
7.00 6.60
6.35
6.00
5.00
4.00
3.00
2.00
1.00
-

Grafik Frekuensi Transaksi EDC as Acquirer Tiap Bulan Tahun 2020

Graph of EDC Transaction Frequency as Acquirer Each Month in 2020
30,000
26,076
24,373 24,109
25,000
22,044 22,068
21,054 20,856 20,294
20,000 17,411
14,307
15,000
13,096 12,790
10,000
5,000
-
Grafik Frekuensi Layanan bjb SMS Tiap Bulan Tahun 2020

Graph of the Frequency of the bjb SMS Service Each Month in 2020
0.45
0.40 0.38
0.35
0.31 0.31 0.31
0.30
0.30 0.28 0.28
0.27
0.26
0.25
0.25
0.26
0.21
0.20
0.15
0.10
0.05
-

2020 Annual Report
Grafik Fee Based Layanan bjb SMS Tiap Bulan Tahun 2020
Graph of Fee Based bjb SMS Service Each Month in 2020
400.00 375.59
342.93 341.90
350.00 324.48
313.77 309.57
300.00 284.28
309.56 273.13
306.73
259.30
250.00 272.30
200.00
150.00
100.00
50.00
-
Grafik Frekuensi Layanan bjb NET Tiap Bulan Tahun 2020

Graph of bjb NET Service Frequency Each Month in 2020
2.00
1.87
1.81
1.80
1.60
1.42
1.56
1.40 1.31
1.26 1.28
1.35
1.20
1.18 1.00
1.00 0.92
0.99
0.80
0.60
0.40
0.20
-

Grafik Fee Based Layanan bjb NET Tiap Bulan Tahun 2020
Graph of bjb NET Service Based Fee Each Month in 2020
(dalam juta transaksi/in million rupiah)
400.00
360.80 355.24
350.00
316.14
300.00 325.92
314.51 272.37
254.43
278.23
250.00
215.88
207.64
198.02
200.00
214.51
150.00
100.00
50.00
-
Grafik Frekuensi Layanan bjb Mobile Tiap Bulan Tahun 2020

Graph of bjb Mobile Service Frequency Each Month in 2020
9.00
7.81
8.00
7.31
6.95 7.00
7.00
6.00
5.09
5.00
3.98
4.00
3.37
3.00
2.13 2.99
2.00
1.05
1.00
0.27
0.01
-

2020 Annual Report
Grafik Fee Based Layanan bjb Mobile Tiap Bulan Tahun 2020
Fee Graph Based on bjb Mobile Services Each Month in 2020
(dalam juta transaksi/in million IDR)
2,000.00
1,813.34
1,800.00
1,548.18
1,600.00
1,455.06
1,400.00
1,185.42
1,200.00
1,070.36
960.84
1,000.00
763.00
800.00
735.75
600.00 521.73
400.00 296.10
200.00
82.75
0.86
-

Roadmap Digital Banking 2021 Roadmap Digital Banking 2021
Program Kerja 1/Work Program 1 Penerapan/Implementation

Triwulan 1 dan Triwulan 2/1st Quarter and 2nd Quarter Open Banking - API bank bjb Fintech
Collaboration & Digital Ekosystem
Fintech Collab dengan

Implementasi Skema TANGSEL PAY,
Bisnis model baru ORION GO, SEHATKU,
dengan membuka MITRA BUKALAPAK,
Implementasi bjb
tiering dan sharing fee Implementasi New BAYARIN, SELADA
Digital Payment
tanpa biaya operasional Bisnis dengan Indopay SEGAR, INDEPAY untuk
(VA, QRIS & EDC)
dengan Selada dan untuk 5000 Agen Laku penerapan bjb Digital
dengan UMKM binaan
Agen Laku Pandai Pandai dan TSM dengan Payment (QRIS, EDC,
Bank Indonesia dan
Ekstising (bank bjb) penerapan pembayaran VA) trmasuk pemberian
Divisi
termasuk BUMDES. BUMDES. kredit UKM.
UMKM (d'Sentara).
Implementation of a Implementation of New Fintech Collab with
Implementation of bjb
new model of Business Business with Indopay TANGSEL PAY,
Digital Payment (VA,
Scheme by opening for 5000 Smart Laku ORION GO, SEHATKU,
QRIS & EDC) with Bank
tiering and sharing fee Agents and TSM with MITRA BUKALAPAK,
Indonesia-assisted
without operational the application of BAYARIN, SELADA
MSMEs and the MSME
costs with Lettuce and BUMDES payments. SEGAR, INDEPAY for
Division (d’Sentara).
Clever Eating Agent the application of bjb
(bank bjb) including Digital Payment (QRIS,
BUMDES. EDC, VA) including the
provision of SME loans.
Implementasi kerjasama
Implementasi bisnis dengan SInarmas
Centralized Aggregator dengan bjb Digital
dan Direct Debit Payment di ITC,
bisnis dengan IDI Jabar
dengan Altena plus Tahap 1: BSD dan
untuk penerapan bjb
switching Aggregator Depok serta integrasi
Digital Payment (EDC,
Management (SAM). pembayaran untuk Iuran
VA & QRIS) termasuk
Implementasi Reksadana Pengelolaan Apartemen
potensi pemberian
Digital Property dengan dan Perumahan
kredit UMKM.
DIPRO. Sinarmas.
Implementation of
Implementation of Implementation of
business cooperation
Centralized Aggregator business cooperation
with IDI West Java for
and Direct Debit with Sinarmas with bjb
the application of bjb
with Altena plus Digital Payment at ITC,
Digital Payment (EDC,
switching Aggregator Phase 1: BSD and
VA & QRIS) including the
Management (SAM). Depok and integration
potential for providing
Implementation of of payments for the
MSME credit.
Digital Property Mutual Management Fee
Funds with DIPRO. for Apartments and
Housing Sinarmas.
bisnis dengan Grosir
Implementasi
One dan Motoris dalam Kerjasama dengan
Agendaku Pandai untuk
penerapan bjb Digital beberapa fintech dan
Outs ourcing bank bjb
Payment (EDC, VA dan koperasi secara AdHoc
bekerjasama dengan
QRIS) serta potensi serta kerjasama dengan
Divisi Human Capital &
pemberian kredit UMKM bisnis digital eksisting
Divisi Umum serta TSM
dan KTA. (waterbill, edu pay, dll).
& Indopay.
Implementation of Collaboration with
Implementation of My
business cooperation several fintechs and
Smart Agendas for
with Grosir One cooperatives on an
Outsourcing bank bjb
and Motoris in the AdHoc basis as well
in collaboration with
application of bjb Digital as collaboration
the Human Capital
Payment (EDC, VA and with existing digital
Division & General
QRIS) as well as the businesses (waterbill,
Division as well as TSM
potential for providing edu pay, etc).
& Indopay.
MSME loans and non-
collateral loans.

2020 Annual Report
Program Kerja 1/Work Program 1

Triwulan 3 dan Triwulan 4/3rd Quarter and 4th Quarter
Implementasi Bisnis Implementasi aplikasi Implementasi Bisnis

dengan penerapan bjb OJOLKU dan Digital dengan penerapan bjb
Digital Payment (VA, Insurance (Qual) untuk Digital Paymen (VA,
EDC & QRIS) untuk bjb Digital Payment, EDC & QRIS) serta
Arena Tani (18.000 UMKM & KTA. UMKM untuk UMKM
petani). KU (binaan OJK).
Implementation of
Business OJOLKU and Digital Business
implementation with Insurance applications implementation with
the application of bjb (Qual) for bjb Digital the application of bjb
Digital Payment (VA, Payment, MSMEs & Digital Paymen (VA,
EDC & QRIS) for Arena non Aguna Credit. EDC & QRIS) and
Tani (18,000 farmers). MSMEs for UMKM KU
(fostered by OJK).
Implementasi Implementasi Implementasi Implementasi Co-Branding bjb

kerjasama bisnis kerjasama bisnis Orkestrator bjb Digital kerjasama bisnis Digital Payment
dengan Sinarmas dengan TKI dan Payment BPD via ASB dengan Pemda/ dengan bjb Syariah
untuk ITC (lanjutan). segmen bisnis lainnya. ANDA, OJK dan Bank Pemkot terkait dan BPP binaan.
Implementation of Implementation of Indonesia. Smartcity. Co-Branding bjb
business cooperation business cooperation Implementation of the Implementation Digital Payment
with Sinarmas for ITC with Indonesian BPD Digital Payment of business with bjb Syariah and
(continued). Workers and other bjb orchestrator via cooperation with assisted BPP.
business segments. your ASB, the Financial Local Governments/
Services Authority and Municipalities related
Bank Indonesia. to Smartcity.
Short Term Development 2021 Short Term Development 2021
Untuk mendukung percepatan implementasi To support the acceleration of digital banking

digital banking, pada Triwulan I tahun 2021 bank implementation, in the first quarter of 2021 bank
bjb memiliki rencana pengembangan diantaranya bjb has a development plan including the following:
sebagai berikut:
- Carry Over Cardless System - Carrying Over Cardless System
- Carry Over bjb Onboarding System - Carrying Over bjb Onboarding System
- Carry over Enhancement Sistem Pembayaran - Carrying over Enhancement Payment System
(NFC) (NFC)
- Kerjasama Whatsapp Push To Payment - Whatsapp Push To Payment collaboration
- Kerjasama Direct Debit bank bjb - Bank bjb Direct Debit Cooperation
- Kerjasama dengan pihak ketiga yang - Collaboration with third parties that provide
menyediakan LPE dan/atau LPD atau Kerjasama LPE and/or LPD or Collaboration with Fintech
dengan Fintech
- Transfer Dana - Transfer of funds

Long Term Development 2021 Long Term Development 2021
Untuk mendukung keberlangsungan implementasi To support the sustainability of digital banking

digital banking dalam jangka waktu panjang, bank implementation in the long term, bank bjb has a
bjb memiliki rencana pengembangan diantaranya development plan including the following:
sebagai berikut:
• Triwulan II Tahun 2021: • Quarter II Year 2021:
- Carry Over bjb TRX (ewallet bjb) - Carrying Over bjb TRX (ewallet bjb)
- Social Media Banking - Social Media Banking
- Perluasan Jaringan Internasional - Expansion of International Networks
- Office Automation Tahap 2 (dua) - Office Automation Phase 2 (two)
- Implementasi bjb Digital Payment - Implementation of bjb Digital Payment
• Triwulan III Tahun 2021: • Quarter III Year 2021:

- Pengembangan QRIS dan pengembangan - Development of QRIS and development of
dari regulator lainnya other regulators
- Office Automation Tahap 3 (tiga) - Office Automation Phase 3 (three)
- Perluasan Merchant ID - Merchant ID expansion
- Implementasi Bisnis dengan bjb Digital - Business Implementation with bjb Digital
Payment untuk Arena Tani Payment for Arena Tani
- Implementasi kerjasama bisnis dengan - Implementation of business cooperation
Sinarmas untuk ITC. with Sinarmas for ITC.
• Triwulan IV Tahun 2021: • Quarter IV Year 2021:

- Aplikasi OJOLKU dan digital insurance - OJOLKU application and digital insurance
untuk bjb Digital Payment, UMKM dan KTA for bjb Digital Payment, UMKM and KTA
- Implementasi kerjasama bisnis dengan - Implementation of business cooperation
Pemerintah Daerah/Pemrintah Kota terkait with Local/Municipal Governments related
Smart City to Smart City
- Co-Branding bjb Digital Payment dengan - Co-Branding bjb Digital Payment with bjb
bjb Syariah dan BPR Binaan Syariah and Assisted BPR
- Marvel event with Sinarmas - Marvel event with Sinarmas
- Pemda NgaDigi - Local Government of NgaDigi
- Merchant NgaDigi - NgaDigi Merchants
- UMKM Festival - UMKM Festival
- bjb Digital Award - bjb Digital Award
Prospek Usaha dan Strategi Business Prospects and Future

ke Depan Tahun 2021 Strategies In 2021
Kondisi ekonomi global akan diproyeksikan tetap Global economic conditions are projected to
mengalami penurunan jika dibandingkan tahun continue to decline when compared to the
sebelumnya. Penyebab terbesar adalah virus previous year. The biggest cause is the COVID-19
COVID-19 yang masih massif penyebarannya virus, which is still spreading massively and has
dan belum menunjukkan tren penurunan. Krisis not shown a downward trend. The unprecedented
perekonomian global yang belum pernah terjadi global economic crisis has hindered the prospects
sebelumnya telah menghambat prospek pemulihan for economic recovery in export-dependent
ekonomi yang bergantung pada ekspor dan economies and jeopardized prospects for
membahayakan prospek konvergensi pendapatan convergence of income between developing and
antara negara berkembang dan maju. developed countries.

2020 Annual Report
Meskipun beberapa negara membuka Even though several countries have opened their
perekonomian tetapi peningkatan perekonomian economies, economic growth will remain uneven
tetap tidak akan merata sehingga masih tetap so that uncertainties remain. However, the IMF
diliputi oleh ketidakpastian. Namun demikian, IMF projects that the world economy is expected to
memproyeksikan ekonomi dunia diharapkan akan rebound in 2021. Economic growth is expected
rebound ditahun 2021. Pertumbuhan ekonomi to grow to reach 5.4% with the main motor from
diharapkan tumbuh mencapai 5,4% dengan China which is projected to grow to reach 8.2%
motor utama dari Tiongkok yang diproyeksi and is followed by advanced economic countries
tumbuh mencapai 8,2% serta diikuti oleh negara- consisting of the United States and other
negara advanced economic yang terdiri dari countries. -European countries are projected to
Amerika Serikat dan negara-negara Eropa yang grow by 4.8%. This optimism for economic growth
diproyeksikan akan tumbuh 4,8%. Optimisme appears in line with the hope that the discovery of
pertumbuhan ekonomi ini muncul seiring dengan a vaccine for the COVID-19 outbreak can officially
harapan penemuan vaksin atas wabah COVID-19 be mass produced.
telah resmi dapat diproduksi massal.
Tabel Proyeksi Perekonomian Global

Global Economic Projection Table
(dalam %/in%)
Negara Proyeksi 2021

Country 2021 Projection
Global 5.4%
Negara Maju
4.8%
Developed countries
Amerika Serikat
4.5%
United States of America
Zona Euro
6.0%
Euro zone
Inggris
6.3%
English
Jepang
2.4%
Japan
Negara Berkembang
5.9%
Developing country
Tiongkok
8.2%
China
India 6.0%
ASEAN-5 6.2%
Sumber: World Economic Outlook, Juni 2020

Source: World Economic Outlook, Juni 2020
Memperhatikan proyeksi dari IMF untuk By considering the projection from the IMF for
pertumbuhan di ASEAN-5 dengan Indonesia di growth in ASEAN-5 with Indonesia in it, the
dalamnya, maka proyeksi pertumbuhan Indonesia projection for Indonesia’s growth in 2021 is quite
di tahun 2021 cukup optimis. Pemerintah Indonesia optimistic. The Indonesian government is targeting
menargetkan pertumbuhan ekonomi di kisaran economic growth in the range of 4.5% - 5.5% with
4,5% - 5,5% dengan defisit anggran tahun 2021 the 2021 budget deficit to be financed by safe
dibiayai oleh sumber-sumber pembiayaan yang and prudently managed sources of financing,
aman dan dikelola secara hati-hati, yaitu melalui namely through cooperation with the monetary
kerja sama dengan otoritas moneter, dengan tetap authorities, while maintaining the principle of

menjaga prinsip disiplin fiskal dan disiplin kebijakan fiscal discipline. and monetary policy discipline,
moneter, serta menjaga integritas, kredibilitas, as well as maintaining the integrity, credibility and
dan kepercayaan pasar surat berharga. Tujuan confidence of the securities market. The objective
pembiayaan tersebut adalah mendukung kebijakan of this financing is to support countercyclical
countercyclical dan akselerasi pertumbuhan policies and accelerate economic growth. The
ekonomi. Pemerintah terus berupaya melakukan government continues to ‘enhance’ the investment
‘enhancement’ terhadap kebutuhan investasi needs for Gross Fixed Capital Formation (PMTB)
Pembentukan Modal Tetap Bruto (PMTB) di kisaran in the range of 6.0% - 7.1% which is expected to
6,0% - 7,1% yang diharapkan dapat dipenuhi oleh be met by the banking sector, the rest by the
sektor perbankan, sisanya oleh Pemerintah dan Government and the private sector.
swasta.
Permintaan domestik (konsumsi dan investasi) Domestic demand (consumption and investment)
masih menjadi motor penggerak pertumbuhan is still the driving force for national economic
ekonomi nasional, setelah pulih dari krisis akibat growth, after recovering from the crisis caused
pandemi COVID-19. Penanganan pandemi dan by the COVID-19 pandemic. Effective handling
pelaksanaan program PEN yang efektif, serta of the pandemic and implementation of the PEN
komitmen Pemerintah dalam menjaga stabilitas program, as well as the Government’s commitment
tingkat inflasi diharapkan mampu mengembalikan to maintaining the stability of the inflation rate,
level kepercayaan masyarakat untuk melakukan are expected to be able to restore the level of
aktivitas belanja dan mobilitas secara normal. public confidence in carrying out normal shopping
Investasi (Pembentukan Modal Tetap Bruto/ and mobility activities. Investment (Gross
PMTB) diperkirakan tumbuh tajam sejalan dengan Fixed Capital Formation/PMTB) is predicted
keberlanjutan pembangunan infrastruktur, serta to grow sharply in line with the sustainability of
upaya untuk melakukan reformasi struktural yang infrastructure development, as well as efforts
mendorong kemudahan berusaha dan daya saing to carry out structural reforms that promote
investasi. Konsumsi Pemerintah juga didorong ease of doing business and competitiveness of
untuk mendukung momentum pertumbuhan, investment. Government consumption is also
melanjutkan kebijakan countercyclical, dan encouraged to support growth momentum,
mengakselerasi program Pemulihan Ekonomi continue countercyclical policies, and accelerate
Nasional (PEN) pasca pandemi COVID-19. Kinerja the National Economic Recovery (PEN) program
ekspor diperkirakan akan lebih baik, seiring after the COVID-19 pandemic. Export performance
pemulihan kinerja ekonomi global yang juga is expected to improve, in line with the recovery
akan didorong melalui perluasan negara tujuan in global economic performance, which will also
potensial ekspor serta pengembangan pariwisata. be boosted through expansion of potential export
Sedangkan, impor diarahkan pada pemenuhan destination countries and tourism development.
kebutuhan domestik sesuai dengan prioritas Meanwhile, imports are directed at meeting
nasional terutama untuk bahan baku dan barang domestic needs in accordance with national
modal. priorities, especially for raw materials and capital
goods.
Agar pertumbuhan tahun 2021 tetap terjaga di In order to maintain growth in 2021 in the range of
kisaran 5%, maka Pemerintah berupaya untuk 5%, the Government is making efforts to maintain
menjaga kestabilan nilai tukar rupiah terhadap the stability of the rupiah exchange rate against
US dollar di kisaran Rp14.600/USD1, nilai tukar ini the US dollar in the range of IDR14,600/USD1,
diperlukan untuk menjaga keseimbangan defisit this exchange rate is necessary to maintain the
neraca pembayaran (Current Account Deficit - balance of the current account deficit (CAD).
CAD). Pengelolaan CAD menjadi fokus Pemerintah CAD management is the focus of the Government
karena CAD dapat berdampak negatif terhadap because CAD can have a negative impact on
pertumbuhan ekonomi. Stabilnya nilai tukar rupiah economic growth. The stability of the rupiah
terhadap US Dollar diperlukan untuk menjaga exchange rate against the US Dollar is necessary

2020 Annual Report
utang luar negeri dan impor terutama dari sektor to safeguard foreign debt and imports, especially
swasta mengingat Pemerintah berkeinginan untuk from the private sector, considering that the
menggenjot PMTB. Berikut landasan penyusunan Government wishes to boost PMTB. The following
RAPBN tahun anggaran 2021. is the basis for the preparation of the 2021 RAPBN
budget.
Proyeksi Indikator Makro Indonesia di Tahun 2020

Projection of Indonesian Macro Indicators in 2020
Indikator Ekonomi
No. Outlook 2020 RAPBN 2021
Economic Indicators
Pertumbuhan Ekonomi
1 -1.10% – 0.20% 4.50% - 5.50%
Economic growth
Inflasi
2 2.00% - 4.00% 3.00%
Inflation
Nilai Tukar (Rp/1 USD)
3 Rp14,300 – Rp14,800 Rp14,600
Exchange Rate (IDR/1 USD)
BI 7 Day Repo Rate
4 4.00% 4.00%
BI 7 Day Repo Rate
Harga Minyak (USD/Barel)
5 35 – 40 45
Oil Price (USD/Barrel)
Sumber: Badan Pusat Statistik dan Rencana Anggaran Pendapatan dan Belanja Negara (RAPBN) Tahun Anggaran 2021.
Source: Central Bureau of Statistics and State Budget Plan (RAPBN) for Fiscal Year 2021.
Kondisi perbankan masih cukup menantang Banking conditions will remain challenging in
di tahun 2021. Kinerja intermediasi perbankan 2021. The performance of banking intermediation
sangat tergantung terhadap kembalinya normal is highly dependent on the return to normal
aktivitas perekonomian. Optimisnya normal economic activity. Optimism for normal economic
aktivitas perekonomian di tahun depan sejalan activity in the next year is in line with the hope of
dengan harapan segera ditemukannya vaksin virus finding a vaccine for the COVID-19 virus soon, so
COVID-19, sehingga dapat mendorong normalnya that it can encourage normal public consumption
konsumsi masyarakat sebagai prasyarat kegiatan as a prerequisite for corporate activities to resume.
korporasi dapat berjalan kembali.
Proyeksi Industri Perbankan Tahun 2020

Banking Industry Projection for 2020
Uraian Proyeksi OJK
Description OJK Projection
Pertumbuhan Kredit 7,00% - 9,00%
Credit Growth
Pertumbuhan DPK 8,00%
TPF growth
Sumber: Siaran Pers Bank Indonesia dan Statistik Perbankan Indonesia.

Source: Bank Indonesia Press Release and Indonesian Banking Statistics.
Sejalan dengan pertumbuhan ekonomi domestik In line with domestic economic growth which
yang diprediksi rebound di kisaran 4%-5%, is predicted to rebound in the range of 4% -5%,
maka harus didukung oleh pertumbuhan kredit this must be supported by growth in bank credit.
perbankan. Untuk pertumbuhan kredit tahun 2021 For credit growth in 2021, the Financial Services
Otoritas Jasa Keuangan (OJK) memproyeksikan Authority (OJK) projects credit growth to grow by
pertumbuhan kredit tumbuh sebesar 7% -9%, 7% -9%, while deposits will grow in the range of
sementara DPK akan tumbuh pada kisaran 8%. 8%.

Dengan ketidakpastian yang ada dalam dunia With the uncertainty that exists in the banking
perbankan, bank bjb memiliki peluang untuk world, bank bjb has the opportunity to grow. The
tumbuh. Peluang yang dimiliki bank bjb antara lain opportunities owned by bank bjb include the
sebegai berikut: following:
1. Penurunan GWM oleh Bank Indonesia diprediksi 1. The decrease in statutory reserves by Bank
akan membuat likuiditas perbankan bertambah Indonesia was predicted to increase banking
sehingga bank bjb dapat memanfaatkan liquidity so that bank bjb could take advantage
penurunan GWM ini untuk melakukan ekspansi of this reduction in reserve requirements to
kredit. expand credit.
2. Berdasarkan skala pasar, sebagian besar Kantor 2. Based on market scale, most of bank bjb
Cabang bank bjb masih menjadi market nichers branch offices were still market nichers in its
di wilayah operasionalnya sehingga masih operational areas so that they still had ample
memiliki peluang yang cukup besar untuk opportunity to increase their market share in
meningkatkan pangsa pasarnya baik dari sisi terms of assets, third party funds, and credit.
aset, dana pihak ketiga, maupun kredit.
3. Semakin meningkatnya literasi keuangan 3. Increasing public financial literacy through
masyarakat melalui program yang dicanangkan programs launched by BI and FSA in order to
oleh BI dan OJK dalam rangka menerapkan implement financial inclusion policies as a form
kebijakan keuangan inklusif sebagai suatu of financial service deepening aimed at the
bentuk pendalaman layanan Keuangan public in the bottom of the pyramid to utilize
(financial service deepening) yang ditujukan formal financial products and services such
kepada masyarakat in the bottom of the as a means of saving money safely (keeping),
pyramid untuk memanfaatkan produk dan jasa transfers, savings as well as loans and insurance.
Keuangan formal seperti sarana menyimpan
uang yang aman (keeping), transfer, menabung
maupun pinjaman dan asuransi.
4. Kegiatan ekonomi yang cukup tinggi Propinsi 4. High economic activity in the provinces of West
jawa Barat, banten dan DKI Jakarta merupakan Java, Banten and DKI Jakarta were potential for
potensi pengembangan perkreditan dan credit and funding development.
pendanaan.
5. Dukungan dari Pemerintah Daerah secara 5. Consistent and continuous support from the
konsisten dan berkesinambungan dalam Regional Government in developing bank bjb
mengembangkan bank bjb sebagai penggerak as a driving force for the economic rate of the
dan pendorong laju perekonomian dai daerah. region.
6. Peraturan Bank Indonesia (PBI) No. 20/8/ 6. Bank Indonesia Regulation (PBI) No. 20/8 /PBI
PBI tentang Rasio Loan to Value untuk regarding the Loan to Value Ratio for property
kredit properti, rasio Financing to Value loans, the Financing to Value ratio for property
untuk pembiayaan properti, dan uang muka financing, and down payments for motor
untuk kredit atau pembiayaan kendaraan vehicle loans or financing, were opportunities
bermotor, menjadi peluang bagi bak bjb dalam for the bjb to increase the distribution of
meningkatkan penyaluran kredit KPR dan KKB healthy and quality KPR and KKB loans.
yang sehat dan berkualitas.
Berdasarkan hal yang telah dijabarkan di atas, bank Based on the matters described above, bank bjb
bjb optimis untuk dapat senantiasa meningkatkan is optimistic to be able to continuously improve
kinerja dalam jangka pendek maupun jangka its performance in the short and long term in a
panjang secara berkelanjutan. Hal ini didasarkan sustainable manner. This is based on the strengths
pada kekuatan yang dimiliki oleh bank bjb yaitu: possessed by bank bjb namely:
1. Sebagai intitusi Pengelelola Keuangan Kas 1. As a regional cash management institution,
Daerah, bank bjb memiliki akses yang luas bank bjb has broad access in collecting and
dalam menghimpun dan menyalurkan dana channeling public funds and has been listed as

2020 Annual Report
masyarakat serta tercatat sebagai perusahaan a public company that has been listed on the
publik yang melantai di Bursa efek Indonesia Indonesia Stock Exchange (IDX) since 2010.
(BEI) sejak tahun 2010.
2. Memiliki basis nasabah yang loyal dalam jumlah 2. Has a very large base of loyal customers,
yang sangat besar yaitu Aparatur Sipil Negara namely the State Civil Service (ASN), retirees
(ASN), para pensiunan dan masyarakat lokal, and local communities, especially in West Java
terutama di wilayah Jawa Barat dan Banten. and Banten.
3. Berada di Propinisi Jawa Barat dan Banten 3. Located in the Province of West Java and
yang mempunyai sumber daya alam yang Banten, which have extensive natural resources,
luas, sumber daya manusia, kawasan industri human resources, large industrial areas and
besar serta kegiatan ekonomi yang terus growing economic activities.
berkembang.
4. Memiliki jaringan kantor yang relatif menyebar 4. Having a network of offices that are relatively
di 14 (empat belas) Provinsi terutama Jawa spread out in 14 (fourteen) Provinces, especially
Barat dan Banten serta Jakarta yang merupakan West Java and Banten and Jakarta, which are
pusat perekonomian Indonesia. the centers of the Indonesian economy.
5. Telah ditunjuknya bank bjb sebagai Bank 5. bank bjb has been appointed as Operational
Operasional II (BO II) yang melaksanakan Bank II (BO II) which conducts distribution of
penyaluran gaji Pemerintah Pusat yang central government salaries which are placed
ditempatkan di daerah. in the regions.
6. Transformasi digital bank bjb melalui 6. bank bjb digital transformation through the
pengembangan layanan berbasis digital seperti development of digital-based services such as
transaksi bjb Digi menjadi lebih mudah, karena bjb Digi transactions is made easier, because
fitur layanan terintegrasi melalui sistem mobile, the service features are integrated through the
seperti Internet Banking-bjb Net, SMS Banking- mobile system, such as Internet Banking-bjb
bjb SMS, bjb info. Net, SMS Banking-bjb SMS, bjb info.
7. Memiliki program pemberdayaan yang dikenal 7. Having an empowerment program known
dengan Pemberdayaan Ekonomi Masyarakat as Integrated Community Economic
Terpadu (PESAT) yang mencakup program Empowerment (PESAT) which includes the
Pesat Sehat dan Produktif, Program Pesat Healthy and Productive Rapid Program, the
kapasitas Usaha dan Program Pesat Wirausaha Rapid Business Capacity Program and the
Baru dalam rangka untuk meningkatkan New Entrepreneurial Rapid Program in order
kompetensi dan kapasitas pelaku Usaha Mikro, to increase the competence and capacity of
Kecil dan Menengah (UMKM). Micro, Small and Medium Enterprises (MSMEs)
entrepreneurs.
bank bjb senantiasa melakukan kolaborasi dan bank bjb always collaborates and synergizes with
sinergi dengan berbagai pihak, baik Pemerintah, various parties, both the Government, BUMN/
BUMN/BUMD maupun swasta. Sebagai mitra BUMD and the private sector. As a strategic
strategis Pemerintah Daerah, bank bjb terus partner of the Regional Government, bank bjb
menebarkan inspirasi kepada setiap generasi continues to spread inspiration to every generation
dan memantapkan kinerjanya di tengah berbagai and strengthen its performance in the midst of
tantangan yang dihadapi terutama pandemi various challenges faced, especially the COVID-19
COVID-19. pandemic.
Mencermati berbagai peluang agar bank bjb Observing various opportunities for bank bjb to
dapat tumbuh dengan baik, maka ditetapkan grow well, a new vision and mission is set that is
visi dan misi baru yang lebih diarahkan untuk more geared towards increasing customer needs
meningkatkan kebutuhan pelanggan dengan by making various enhancements to the innovation
melakukan berbagai enchancement terhadap of bank bjb products and services. To support
inovasi produk-produk serta layanan bank bjb. this, bank bjb undertook a more fundamental

Untuk mendukung hal tersebut, maka bank bjb information technology transformation to
melakukan tranformasi teknologi informasi yang confirm the existence of bank bjb as a regional
lebih fundamental untuk menegaskan eksistensi development bank that has a strategic role as a
bank bjb sebagai bank pembangunan daerah yang motor for accelerating regional development.
memiliki peran strategis sebagai motor percepatan
pembangunan daerah.
Untuk menjaga pencapaian kinerja bank bjb di To maintain the achievement of bank bjb
tahun 2021, dibutuhkan formula yang dituangkan performance in 2021, a formula is needed that
dalam bentuk Arahan Strategi Direksi Tahunan is set forth in the form of the Annual Director’s
(ASDT) guna menjadi pedoman rencana kerja bagi Strategic Direction (ASDT) to become a work
seluruh unit kerja. Arahan strategi Direksi Tahunan plan guideline for all work units. The strategic
(ASDT) Tahun 2021 merupakan arahan kebijakan direction of the Annual Directors (ASDT) in 2021
dan strategi yang akan dijalankan selama satu is the direction of policies and strategies that will
tahun sebagai pedoman bagi seluruh unit kerja be carried out for one year as a guideline for all
dalam menyusun rencana kerja dan anggaran work units in preparing work plans and budgets
dalam rencana bisnis. Berikut adalah arahan in business plans. The following is the strategic
strategi Direksi Tahunan (ASDT) bank bjb tahun direction of the bank bjb Annual Directors (ASDT)
2021 yang telah ditetapkan sebagai pedoman in 2021 which has been established as a guideline
untuk menjalankan aktivitas usaha dalam rangka for carrying out business activities in order to
meningkatkan kinerja: improve performance:
1. Optimalisasi pertumbuhan volume portofolio 1. Optimizing selective, prudent and sustainable
kredit yang selektif dan prudent serta sustain. loan portfolio volume growth.
2. Mendorong pertumbuhan ekonomi regional 2. Encouraging regional economic growth
melalui strategi pemberdayaan pelaku usaha through strategies for empowering MSME
UMKM. entrepreneurs.
3. Menjaga tingkat sustainability dana murah 3. Maintaining the level of sustainability of low-
melalui optimalisasi kapabilitas digital banking cost funds by optimizing marketable digital
yang marketable. banking capabilities.
4. Penguatan likuiditas melalui funding mix 4. Strengthening liquidity through an efficient
yang efisien untuk mendukung ekspansi bisnis. funding mix to support business expansion.
5. Transformasi digital dengan memperkuat 5. Digital transformation by strengthening
infrastruktur teknologi informasi sebagai information technology infrastructure as an
anchor optimalisasi main income dan fee anchor for optimizing main income and fee
based income. based income.
6. Memperkuat kerangka permodalan dan 6. Strengthening the capital framework and
kapabilitas sumber daya dalam menangkap resource capabilities in capturing business
peluang bisnis. opportunities.
7. Memaksimalkan peran unit risiko, kepatuhan 7. Maximizing the role of risk, compliance and
dan hukum sebagai penyeimbang unit bisnis legal units as a counterweight to business units
dalam penerapan four eyes principles. in implementing four eyes principles.

2020 Annual Report
Tinjauan Keuangan
Financial Review
Tinjauan keuangan yang diuraikan berikut The following financial overview is based on the
mengacu kepada Laporan Keuangan untuk tahun Financial Statements for the year ending on 31
yang berakhir tanggal 31 Desember 2020 dan 2019 December 2020 and 2019 and is presented in this
yang disajikan dalam Laporan Tahunan ini. Laporan Annual Report. The Financial Statements have
Keuangan telah diaudit oleh Kantor Akuntan Publik been audited by the Public Accounting Amir Abadi
Amir Abadi Jusuf, Aryanto, Mawar dan Rekan Jusuf, Aryanto, Mawar and Partners and received
dan mendapat opini audit tanpa modifikasian, an unmodified audit opinion, in all material
dalam semua hal yang material, posisi keuangan respects, the consolidated financial position of
konsolidasian PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah Jawa Barat and
Jawa Barat dan Banten Tbk dan entitas anak pada Banten Tbk and its subsidiaries as of December
tanggal 31 Desember 2020 serta kinerja keuangan 31, 2020, along with the consolidated financial
dan arus kas konsolidasiannya untuk tahun yang performance and cash flow for the year ending
berakhir pada tanggal tersebut sesuai dengan on this date, in accordance with the Accounting
Standar Akuntansi Keuangan di Indonesia. Standards in Indonesia.
Kinerja Keuangan Financial Performances
Kinerja keuangan bank bjb terdiri atas kinerja The Company financial performance consists of
Laporan Posisi Keuangan Konsolidasian, Laporan the performance of the Consolidated Financial
Laba Rugi dan Penghasilan Komprehensif serta Position Report, the Statements of Profit &
Laporan Arus Kas Konsolidasian disajikan sebagai Loss and as Comprehensive Income as well as
berikut. Statements of Consolidated Flows, which are
presented as follows.
Laporan Posisi Keuangan Statements of Consolidated

Konsolidasian Financial Position
Tabel Laporan Posisi Keuangan Konsolidasian

Table of Consolidated Financial Position Statements
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset/Asset
Kas
3,689,045 3,160,771 528,274 16.71%
Cash
Giro pada Bank Indonesia

8,046,403 6,512,341 1,534,062 23.56%
Current accounts with Bank Indonesia
Giro pada Bank Lain - Pihak ketiga

881,541 535,268 346,273 64.69%
Current Accounts with Other Banks - Third parties
Cadangan kerugian penurunan nilai

(71) (66) (5) 7.58%
Allowance for impairment losses
881,470 535,202 346,268 64.70%

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penempatan pada Bank Indonesia dan bank lain - pihak ketiga
5,818,892 7,919,924 (2,101,032) (26.53%)
Placements with Bank Indonesia and other banks - third parties

(2,662) (2,193) (469) 21.39%
5,816,230 7,917,731 (2,101,501) (26.54%)
Tagihan derivatif
- - - 0.00%
Derivative receivables
Surat berharga - pihak ketiga

11,500,931 8,855,293 2,645,638 29.88%
Marketable securities - third parties

(21,168) - - 0.00%
11,479,763 8,855,293 2,624,470 29.64%
Efek-efek yang dibeli dengan janji dijual kembali

10,121,400 3,162,245 6,959,155 220.07%
Securities purchased under agreement to resell
Wesel ekspor dan tagihan lainnya - pihak ketiga

740,396 908,060 (167,664) (18.46%)
Export bills and other receivables - third parties
Kredit yang diberikan

Loans given
- Pihak berelasi
217,937 261,564 (43,627) (16.68%)
- Related parties
- Pihak ketiga
89,232,997 81,625,682 7,607,315 9.32%
- Third party
89,450,934 81,887,246 7,563,688 9.24%

(1,755,670) (705,300) (1,050,370) 148.93%
87,695,264 81,181,946 6,513,318 8.02%
Pembiayaan dan piutang syariah - setelah dikurangi margin

ditangguhkan - pihak ketiga
5,761,509 5,402,059 359,450 6.65%
Sharia financing and receivables - net of deferred margin - third
parties
(157,093) (131,102) (25,991) 19.83%
5,604,416 5,270,957 333,459 6.33%
Tagihan akseptasi
52,802 156,084 (103,282) (66.17%)
Acceptance claims

(30) - - 0.00%
52,772 156,084 (103,312) (66.19%)
Penyertaan saham
42,124 42,124 - 0.00%
Investments in shares

(1,303) (1,303) - 0.00%
40,821 40,821 - 0.00%
Aset tetap
Fixed assets
Harga perolehan
5,074,556 4,609,769 464,787 10.08%
Acquisition cost

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Hak Guna
896,046 - - 0.00%
Rights of Use Assets
Akumulasi penyusutan
(1,555,254) (1,265,544) (289,710) 22.89%
Accumulated depreciation
Nilai buku
4,415,348 3,344,225 1,071,123 32.03%
Book value
Aset pajak tangguhan - neto

100,932 128,113 (27,181) 21.22%
Deferred tax asset - net
Bunga yang masih akan diterima

793,066 650,516 142,550 21.91%
Interest still received
Aset lain-lain - neto

1,456,676 1,712,169 (255,493) (14.92%)
Other assets - net
Total Aset
140,934,002 123,536,474 17,424,957 14.11%
Total Assets
Liabilitas, Dana Syirkah Temporer dan Ekuitas/Liabilities, Temporary and Equity Shirkah Funds
Liabilitas/Liabilities
Liabilitas segera
1,830,150 1,816,918 13,232 0.73%
Obligation due immediately
Simpanan nasabah
- 0.00%
Deposits from customers
- Pihak berelasi
9,225,128 12,981,014 (3,755,886) (28.93%)
- Related parties
- Pihak ketiga
90,573,348 70,583,379 19,989,969 28.32%
- Third party
99,798,476 83,564,393 16,234,083 19.43%
Simpanan nasabah - Syariah

Deposits from customers - Sharia
- Pihak berelasi
1 1 - 0.00%
- Related parties
- Pihak ketiga
480,093 425,410 54,683 12.85%
- Third party
480,094 425,411 54,683 12.85%
Simpanan dari bank lain

Deposits from other banks
- Pihak berelasi
94,279 423,938 (329,659) (77.76%)
- Related parties
- Pihak ketiga
2,024,805 1,132,690 892,115 78.76%
- Third party
2,119,084 1,556,628 562,456 36.13%
Liabilitas derivatif
10 - - 0.00%
Derivative liabilities
Efek-efek yang dijual dengan janji dibeli kembali

- 3,792,336 (3,792,336) (100.00%)
Securities that are sold under repurchase agreements
Liabilitas akseptasi
52,802 156,084 (103,282) (66.17%)
Acceptances payable
Efek hutang yang diterbitkan - neto

3,236,456 3,487,485 (251,029) (7.20%)
Debt securities issued - net
Pinjaman yang diterima - pihak ketiga

11,300,357 8,791,601 2,508,756 28.54%
Loans received - third parties

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Estimasi kerugian komitmen dan kontinjensi
29,765 369 29,396 7,966.40%
Estimated losses on commitments and contingencies
Hutang pajak
77,354 44,323 33,031 74.52%
Tax payable
Bunga yang masih harus dibayar

221,713 178,516 43,197 24.20%
Accrued interest
Liabilitas pajak tangguhan - neto

- 169,389 (169,389) (100.00%)
Deferred tax liability - net
Liabilitas imbalan kerja

206,046 209,983 (3,937) (1.87%)
Employee benefit liabilities
Liabilitas lain-lain
1,331,870 731,131 600,739 82.16%
Other liabilities
Obligasi Subordinasi
1,992,707 996,424 996,283 99.99%
Subordinated Bonds
Total liabilitas
122,676,884 105,920,991 16,755,841 15.82%
Total liabilities
Dana Syirkah Temporer/Temporary Syirkah Fund
Bukan bank
Not a bank
- Pihak berelasi
7,059 2,639 4,420 167.49%
- Related parties
- Pihak ketiga
6,174,398 5,360,099 814,299 15.19%
- Third party
6,181,457 5,362,738 818,719 15.27%
Bank - 0.00%
- Pihak ketiga
69,861 210,116 (140,255) (66.75%)
- Third party
Total dana syirkah temporer

6,251,318 5,572,854 678,464 12.17%
Total temporary syirkah funds
Ekuitas/Equity
Ekuitas yang dapat diatribusikan kepada entitas induk

Modal saham
nilai nominal Rp250 (nilai penuh) per saham
Modal dasar:
Seri A - 9.600.000.000 saham
Seri B - 6.400.000.000 saham
Modal ditempatkan dan disetor penuh:
Seri A - 7.414.714.661 saham
(per tanggal 31 Desember 2020 dan 2019)
Seri B - 2.424.072.500 saham
Equity attributable to the parent entity 2,459,697 2,459,697 - 0.00%
Capital stock
nominal value of Rp250 (full amount) per share
Authorized capital:
Series A - 9,600,000,000 shares
Series B - 6,400,000,000 shares
Issued and fully deposited capital:
(as of December 31, 2020 and 2019)
Tambahan modal disetor

1,058,541 1,058,541 - 0.00%
Additional paid-in capital
Surplus dari revaluasi aset tetap

2,080,964 2,020,781 60,183 2.98%
Surplus from fixed asset revaluation

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Keuntungan (kerugian) dan perubahan nilai aset keuangan
dalam kelompok tersedia untuk dijual
116,935 (1,514) 118,449 (7,823.58%)
Gains (losses) and changes in the value of financial assets
classified as available for sale
Pengukuran kembali program imbalan pasti - Setelah pajak
tangguhan (138,470) (179,115) 40,645 (22.69%)
Remeasurement of defined benefit plans - After tax deferred
Saldo laba
Retain earning
- Telah ditentukan penggunaannya

3,073,730 3,725,378 (651,648) (17.49%)
- Appropriated
- Belum ditentukan penggunaannya

3,308,127 2,909,072 399,055 13.72%
- Unappropriated
Total ekuitas yang dapat diatribusikan kepada entitas induk

11,959,524 11,992,840 (33,316) (0.28%)
Total equity attributable to the parent entity
Kepentingan non-pengendali
46,278 49,789 (3,513) (7.05%)
Non-controlling interests
Total ekuitas
12,005,800 12,042,629 (36,829) (0.30%)
Total equity
Total Liabilitas, Dana Syirkah Temporer dan Ekuitas

140,934,002 123,536,474 17,937,528 14.08%
Total Liabilities, Temporary and Equity Syirkah Funds
Grafik Laporan Posisi Keuangan Konsolidasian

Graph of Consolidated Financial Position Statements
(dalam triliun Rupiah/in trillions IDR)
160
140,96
140
123,43 122,68
120
105,82
100
80
60
40
20 12,04 12,03
0
Aset Liabilitas Ekuitas Aset Liabilitas Ekuitas
Asset Liabilities Equity Asset Liabilities Equity
2019 2020
Aset Assets
Aset tahun 2020 mencapai Rp140.934.002 juta Assets in 2020 reached IDR140,934,002 million,
meningkat 14,08% dibandingkan tahun 2019 an increase of 14.08% compared to 2019, which
yang mencapai Rp123.536.474 juta. Peningkatan reached IDR123,536,474 million. This increase
tersebut karena adanya peningkatan pada was due to an increase in several productive
beberapa aset produktif diantaranya surat assets including securities-third parties, securities

berharga – pihak ketiga, efek-efek yang dibeli purchased with agreements to resell, loans, each
dengan janji dijual kembali, kredit yang diberikan, of these financial assets increased by 65.90%,
masing-masing aset keuangan tersebut mengalami 220.07%, and 9.24% when compared to the
peningkatan sebesar 65,90%, 220,07%, dan 9,24% position in 2019.
jika dibandingkan dengan posisi pada tahun 2019.
Tabel Aset
Table of Assets
(dalam jutaan Rupiah/In million IDR)
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset/Assets
Kas
3,689,045 3,160,771 528,274 16.71%
Cash

8,046,403 6,512,341 1,534,062 23.56%

881,541 535,268 346,273 64.69%

(71) (66) (5) 7.58%
881,470 535,202 346,268 64.70%
Penempatan pada Bank Indonesia dan bank lain - pihak ketiga

5,818,892 7,919,924 (2,101,032) (26.53%)
Placements with Bank Indonesia and other banks - third parties

(2,662) (2,193) (469) 21.39%
5,816,230 7,917,731 (2,101,501) (26.54%)
Tagihan derivatif
- - - 0.00%
Derivative receivables

11,500,931 8,855,293 2,645,638 29.88%

(21,168) - - 0.00%
11,479,763 8,855,293 2,624,470 29.64%

10,121,400 3,162,245 6,959,155 220.07%
Securities purchased under agreement to be resold
Wesel ekspor dan tagihan lainnya - pihak ketiga

740,396 908,060 (167,664) (18.46%)
Export bills and other receivables - third parties

Loans
- Pihak berelasi
217,937 261,564 (43,627) (16.68%)
- Related parties
- Pihak ketiga
89,232,997 81,625,682 7,607,315 9.32%
- Third party
89,450,934 81,887,246 7,563,688 9.24%

(1,755,670) (705,300) (1,050,370) 148.93%
87,695,264 81,181,946 6,513,318 8.02%

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
5,761,509 5,402,059 359,450 6.65%
Sharia financing and receivables - net of deferred margin -
third parties
(157,093) (131,102) (25,991) 19.83%
5,604,416 5,270,957 333,459 6.33%
Tagihan akseptasi
52,802 156,084 (103,282) (66.17%)
Acceptance claims
(30) - - 0.00%
52,772 156,084 (103,312) (66.19%)
Penyertaan saham
42,124 42,124 - 0.00%
(1,303) (1,303) - 0.00%
40,821 40,821 - 0.00%
Aset tetap/Fixed assets
Harga perolehan
5,074,556 4,609,769 464,787 10.08%
Acquisition cost
Aset Hak Guna
896,046 - - 0.00%
Akumulasi penyusutan
(1,555,254) (1,265,544) (289,710) 22.89%
Nilai buku
4,415,348 3,344,225 1,071,123 32.03%
Book value
Aset pajak tangguhan - neto
100,932 128,113 (27,181) 21.22%
Deferred tax asset - net
Bunga yang masih akan diterima
793,066 650,516 142,550 21.91%
Interest still received
Aset lain-lain - neto
1,456,676 1,712,169 (255,493) (14.92%)
Other assets - net
Total Aset
140,934,002 123,536,474 17,424,957 14.11%
Total Assets
Kas Cash
Kas tahun 2020 mencapai Rp3.689.045 juta Cash in 2020 reached IDR3,689,045 million,
meningkat 16,71% dibandingkan tahun 2019 yang an increase of 16.71% compared to 2019 which
mencapai Rp3.160.771 juta. Peningkatan tersebut reached IDR3,160,771 million. This increase was
karena adanya peningkatan jumlah kas dalam due to an increase in the amount of cash in Rupiah
bentuk Rupiah sebesar Rp523.160 juta atau sebesar amounting to IDR523,160 million or 16.63%. The
16,63%. Peningkatan jumlah kas ini juga setara increase in the amount of cash was also equivalent
dengan adanya kegiatan pemenuhan likuiditas to the existence of liquidity fulfillment activities for
untuk kepentingan kegiatan operasional bank bjb the benefit of bank bjb operational activities such
seperti pemenuhan kas ATM, kas CRM, kas besar as fulfillment of ATM cash, CRM cash, bulk cash
dan sebagainya. Kegiatan pemenuhan likuiditas and so on. Bank bjb liquidity fulfillment activities
bank bjb sejalan dengan adanya peningkatan pada were in line with the increase in liabilities such as
sisi liabilitas seperti simpanan nasabah (dana pihak customer deposits (third party funds), deposits
ketiga), simpanan dari bank lain, dan sebagainya. from other banks, and so on.

Tabel Kas
Tabel Cash
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah
3,669,937 3,146,777 523,160 16.63%
Indonesian IDR
Mata uang asing

19,108 13,994 5,114 36.54%
Foreign Currencies
Kas
3,689,045 3,160,771 528,274 16.71%
Cash
Giro pada Bank Indonesia Current Account with Bank Indonesia
Giro pada Bank Indonesia tahun 2020 mencapai Current accounts with Bank Indonesia in 2020
Rp8.046.403 juta meningkat 23,56% dibandingkan reached IDR8,046,403 million, an increase
tahun 2019 yang mencapai Rp6.512.341 juta. of 23.56% compared to 2019 which reached
IDR6,512,341 million.
Tabel Giro pada Bank Indonesia

Table of Current Accounts with Bank Indonesia
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah
7,935,303 6,475,950 1,459,353 22.53%
Indonesian IDR
Dolar Amerika Serikat

111,100 36,391 74,709 205.30%
United States Dollar

8,046,403 6,512,341 1,534,062 23.56%
Current Accounts with Bank Indonesia
Giro pada Bank Lain - Pihak Ketiga Current accounts with Other Banks - Third
Parties
Giro pada bank lain - pihak ketiga tahun 2020 Current accounts with other banks - third parties
mencapai Rp881.541 juta meningkat 64,69% in 2020 reached IDR881,541 million, an increase
dibandingkan tahun 2019 yang mencapai of 64.69% compared to 2019 which reached
Rp535.268 juta. IDR535,268 million.

2020 Annual Report
Tabel Giro pada Bank Lain - Pihak Ketiga

Table of Current Accounts with Other Banks - Third parties
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah
236,947 131,939 105,008 79.59%
Indonesian IDR
Mata uang asing

644,594 403,329 241,265 59.82%
Foreign Currencies

881,541 535,268 346,273 64.69%
Penempatan pada Bank Indonesia Placements with Indonesia and Other Banks
dan Bank Lain - Pihak Ketiga - Third Parties
Penempatan pada Bank Indonesia dan Bank Lain Placements with Bank Indonesia and Other Banks
- Pihak ketiga tahun 2020 mencapai Rp5.818.892 - Third parties in 2020 reached IDR5,818,892
juta menurun 26,53% dibandingkan tahun 2019 million, a decrease of 26.53% compared to 2019
yang mencapai Rp7.919.914 juta. Penurunan which reached IDR7,919,914 million. The decrease
tersebut karena turunnya penempatan pada BI was due to lower placements with BI and other
dan bank Lain pihak ketiga dari mata uang Rupiah third party banks from Rupiah currency by 58.22%.
sebesar 58,22%.
Tabel Penempatan pada Bank Indonesia dan Bank Lain - Pihak Ketiga
Table of Placements with Indonesia and Other Banks - Third Parties
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak ketiga Rupiah
5,818,892 6,323,372 (504,480) (7.98%)
Third party IDR
Dollar Amerika Serikat

- 1,596,552 - -
Penempatan pada Bank Indonesia dan Bank Lain - Pihak ketiga

5,818,892 7,919,924 (2,101,032) (26.53%)
Placement at Bank Indonesia and other banks - Third Parties
Surat Berharga - Pihak Ketiga Securities - Third Parties
Surat berharga - pihak ketiga tahun 2020 mencapai Marketable securities - third parties in 2020
Rp11.500.931 juta meningkat 29,88% dibandingkan reached IDR11,500,931 million, an increase
tahun 2019 yang mencapai Rp8.855.293 juta. of 29.88% compared to 2019 which reached
Peningkatan tersebut karena adanya penempatan IDR8,855,293 million. This increase was due to the
surat berharga dalam bentuk tersedia untuk dijual placement of securities in the form of available for
pada tahun 2020. sale in 2020.

Tabel Surat Berharga - Pihak Ketiga

Table of Securities - Third Parties
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
11,500,931 8,855,293 2,645,638 29.88%
Efek-Efek yang Dibeli dengan Janji Dijual Marketable Securities Sold Under
Kembali Repurchase Agreement
Efek-efek yang dibeli dengan janji dijual kembali Securities purchased under agreement to resell in
tahun 2020 mencapai Rp10.121.400 juta meningkat 2020 reached IDR10,121,400 million, an increase
Rp3.162.245 juta. Peningkatan tersebut karena IDR3,162,245 million. This increase was due to
adanya transaksi pembelian surat berharga kepada the larger purchase transactions of securities to
bank indonesia yang lebih besar dibandingkan Indonesian banks compared to last year.
tahun lalu.
Tabel Efek-Efek yang Dibeli dengan Janji Dijual Kembali

Table of Marketable Securities Sold Under Repurchase Agreement
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
10,121,400 3,162,245 6,959,155 220.07%
Securities purchased under agreement to resell
Wesel Ekspor dan Tagihan Lainnya - Export Bills and Other Savings -
Pihak Ketiga Third Parties
Wesel ekspor dan tagihan lainnya - pihak ketiga Export bills and other bills - third parties in 2020
tahun 2020 mencapai Rp740.396 juta menurun reached IDR740,396 million, an increase of 18.46%
18.46% dibandingkan tahun 2019 yang mencapai compared to 2019 which reached IDR908,060
Rp908.060 juta. Penurunan tersebut karena million. The increase was due to the sale and
adanya transaksi jual beli (ekspor/impor) yang purchase transactions (exports/imports) which
mengalami penurunan dengan pihak ketiga pada experienced an increase with third parties in 2020
tahun 2020 dalam bentuk rupiah sebesar 18,67%. in IDRamounting to 18,67%.

2020 Annual Report
Tabel Wesel Ekspor dan Tagihan Lainnya - Pihak Ketiga

Table of Export Bills and Other Bills - Third Party
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak ketiga Rupiah
737,660 907,037 (169,377) (18.67%)
Third party ID

2,736 1,023 1,713 167.45%
Wesel Ekspor dan Tagihan Lainnya - Pihak Ketiga

740,396 908,060 (167,664) (18.46%)
Export Bills and Other Bills - Third Party
Kredit yang Diberikan Loans
Kredit yang diberikan tahun 2020 mencapai Loans granted in 2020 reached IDR89,450,934
tahun 2019 yang mencapai Rp81.887.246 juta. which reached IDR81,887,246 million. This increase
Peningkatan tersebut terjadi karena adanya occurred due to the distribution of loans to third
penyaluran kredit yang diberikan kepada pihak parties of 9.23%.
ketiga sebesar 9,23%.
Tabel Kredit yang Diberikan

Table of Loans
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak berelasi
217,937 261,564 (43,627) (16.68%)
related parties
Pihak Ketiga
89,163,128 81,625,682 7,537,446 9.23%
Third parties
Kredit yang Diberikan

89,450,934 81,887,246 7,563,688 9.24%
Loans
Pembiayaan dan Piutang Syariah - Sharia Financing and Receivables -

Setelah Dikurangi Margin Ditangguhkan - After Deduced With Deffered Margins -
Pihak Ketiga Third Parties
Pembiayaan dan piutang syariah - setelah Sharia financing and receivables - after deducting
dikurangi margin ditangguhkan - pihak ketiga the deferred margin - third parties in 2020
tahun 2020 mencapai Rp5.761.509 juta meningkat reached IDR5,761,509 million, an increase of 4.13%
4.13% dibandingkan tahun 2019 yang mencapai compared to 2019 which reached IDR5,402,059
Rp5.402.059 juta. Peningkatan tersebut karena million. This increase was due to an increase in
adanya peningkatan penyaluran kredit dengan jenis credit disbursement with the Mudharabah type
akad Mudharabah sebesar 91,03% dibandingkan of agreement by 91.03% compared to 2019 and
tahun 2019 dan Mrubahah yang mengalami Mudharabah which increased by 9.90% when
peningkatan sebesar 9.90% jika dibandingkan compared to 2019. This could show the level of

tahun 2019. Hal ini dapat memperlihatkan tingkat productivity of sharia bjb banks in providing loans
produktivitas bank bjb syariah dalam pemberian to third parties during 2020.
kredit kepada pihak ketiga selama tahun 2020.
Tabel Pembiayaan dan Piutang Syariah - Setelah Dikurangi Margin Ditangguhkan -

Pihak Ketiga
Table Sharia Financing and Receivables - After Deducted with Deferred Margins - Third Party
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Berdasarkan jenis akad:
148,898 4.13%
Based on the type of contract:
Murabahah
3,750,523 3,601,625 152,519 9.90%
Murabaha
Musyarakah
1,693,440 1,540,921 (11,889) (6.67%)
Musyarakah
Mudharabah
166,283 178,172 71,467 91.03%
Mudaraba
Qardh
149,980 78,513 (1,545) (54.63%)
Qardh
Istishna
1,283 2,828 359,450 6.65%
Istishna
5,761,509 5,402,059 148,898 4.13%
Sharia financing and receivables - net of deferred margin -
third parties
Tagihan Akseptasi Acceptance Receivables
Tagihan akseptasi tahun 2020 mencapai Rp52.802 Acceptances receipts in 2020 reached IDR52,802
juta menurun 66,17% dibandingkan tahun 2019 million, an increase of 66,17% compared to 2019
yang mencapai Rp156.084 juta. which reached IDR156.084 million.
Tabel Tagihan Akseptasi

Table of Acceptance Receivable
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Tagihan Akseptasi
52,802 156,084 (103,282) (66.17%)
Acceptance Receivable
Penyertaan Saham Investment in Shares
Penyertaan saham tahun 2020 mencapai Rp42.124 The investment in shares of 2019 reached IDR42.124
juta tidak mengalami perubahan dibandingkan million, remained unchanged compared to in 2019

2020 Annual Report
tahun 2019 yang mencapai Rp42.124 juta. Hal ini which reached IDR42,124 million. This is due to the
disebabkan karena belum adanya penyertaan absence of additional.
tambahan.
Tabel Penyertaan Saham

Table of Investment in Shares
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Berdasarkan kolektibilitas:
Based on collectability:
Lancar
34,328 34,328 - 0.00%
Current
Kurang lancar
6,806 6,806 - 0.00%
Not that current
Macet
990 990 - 0.00%
Loss
Penyertaan Saham
42,124 42,124 - 0.00%
Equity Participation
Aset Tetap Fixed Asset
Aset tetap tahun 2020 mencapai Rp4.415.348 Fixed assets in 2020 reached IDR4,415,348
juta meningkat 32,03% dibandingkan tahun 2019 million, an increase of 32.03% compared to 2019
yang mencapai Rp3.344.225 juta. Peningkatan which reached IDR3,344,225 million. This increase
tersebut dikarenakan beberapa hal seperti was due to several things, such as the addition
adanya penambahan aset tetap dengan cara of fixed assets by means of new purchases or
pembelian baru ataupun reklasifikasi aset tetap reclassification of fixed assets which were still in
yang masih dalam penyelesaian pada tahun 2019 progress in 2019 and there was also a new policy
dan juga ada kebijakan baru terkait PSAK 73 yang related to PSAK 73 which reclassified assets in
mereklasifikasi aset berupa sewa menjadi aset hak the form of leases into rights of use assets and
guna dan tercatat sebagai aset tetap. recorded as fixed assets.
Tabel Aset Tetap

Table of Fixed Assets
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Harga Perolehan
5,074,556 4,609,769 464,787 10.08%
Acquisition cost
Aset Hak Guna

896,046 - 896,046 0.00%
Akumulasi Penyusutan
(1,555,254) (1,265,544) (289,710) 22.89%
Nilai Buku
4,415,348 3,344,225 1,071,123 32.03%
Book value

Aset Pajak Tangguhan - Neto Other Assets – Net
Aset pajak tangguhan - neto tahun 2020 mencapai Deferred tax assets - net in 2020 reached
Rp100.932 juta menurun 21,22% dibandingkan IDR100,932 million, decreased by 21.22%
tahun 2019 yang mencapai Rp128.113 juta. Aset compared to 2019 which reached IDR128,113
pajak tangguhan adalah jumlah pajak penghasilan million. Deferred tax assets are the amount of
(PPh) yang dapat dipulihkan pada periode income tax (PPh) that can be recovered in future
masa depan akibat adanya akumulasi rugi pajak periods due to the accumulated uncompensated
belum dikompensasi, perbedaan temporer yang tax losses, deductible temporary differences, and
boleh dikurangkan, dan akumulasi kredit pajak accumulated tax credits that have not been utilized
belum dimanfaatkan dalam hal peraturan pajak in the event that the tax regulations permit.
mengizinkan.
Tabel Pajak Tangguhan - Neto

Table of Deferred Tax - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Pajak Tangguhan - Neto
100,932 128,113 (27,181) (21.22%)
Deferred Tax Assets - Net
Bunga yang Masih Akan Diterima Receivable Accrued Interests
Bunga yang masih akan diterima tahun 2020 Receivable interest in 2020 was IDR793,066
Rp793.066 juta meningkat sebesar 21,91% million, an increase of 21.91% compared to 2019
dibandingkan tahun 2019 yang mencapai which reached IDR650,516 million. This increase
Rp650.516 juta. Peningkatan tersebut sejalan was in line with the increase in bank placements in
dengan adanya peningkatan penempatan bank several financial assets as described in the financial
pada beberapa aset keuangan seperti dijelaskan summary table above.
pada tabel ikhtisar keuangan di atas.
Tabel Bunga yang Masih Akan Diterima

Table of Deferred Tax - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bunga yang Masih Akan Diterima
793,066 650,516 142,550 21.91%
Receivables Accrued Interest
Aset Lain-Lain - Neto Other Assets – Net
Aset lain-lain – neto tahun 2020 mencapai Other assets - net in 2020 reached IDR1,456,676
Rp1.456.676 juta turun 14,92% dibandingkan tahun million, an increase of 14.92% compared to 2019
2019 yang mencapai Rp1.712.169 juta. Penurunan which reached IDR1,712,169 million. The increase
tersebut salah satunya karena adanya penurunan was partly due to an increase in the activities of

2020 Annual Report
pada aktivitas aset lain-lain pada tahun 2020 other assets in 2020 in line with the addition of
sejalan dengan adanya Biaya Dibayar Dimuka (BDD) lending provided by third parties and Prepaid
sewa sejalan dengan adanya kenaikan sewa untuk Expenses (BDD) in line with the increase in rent for
beberapa kegiatan dalam mendukung bisnis bank. some activities in support of the bank’s business.
Tabel Aset Lain-Lain – Neto

Table of Other Assets - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Lain-Lain – Neto
1,456,676 1,712,169 (255,443) (14.92%)
Other Assets - Net
Liabilitas Liabilities
Liabilitas tahun 2020 mencapai Rp122.678.884 juta Liabilities in 2020 reached IDR122.678.884 million,
meningkat 15,82% dibandingkan tahun 2019 yang an increase of 15,82% compared to 2019 which
mencapai Rp105.920.991 juta. Peningkatan tersebut reached IDR105.920.991 million. TThis increase is
sejalan dengan peningkatan aset bank pada tahun in line with the increase in bank assets in 2020
2020 yang mengalami peningkatan sebesar 14,11%. which increased by 14,11%.
Tabel Liabilitas
Table of Liabilities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas/Liabilities
Liabilitas segera
1,830,150 1,816,918 13,232 0.73%
Simpanan nasabah
- Pihak berelasi
9,225,128 12,981,014 (3,755,886) (28.93%)
- Related parties
- Pihak ketiga
90,573,348 70,583,379 19,989,969 28.32%
- Third party
99,798,476 83,564,393 16,234,083 19.43%
Simpanan nasabah - Syariah

Deposits from customers - Sharia
- Pihak berelasi
1 1 - 0.00%
- Related parties
- Pihak ketiga
480,093 425,410 54,683 12.85%
- Third party
480,094 425,411 54,683 12.85%

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
- Pihak berelasi
94,279 423,938 (329,659) (77.76%)
- Related parties
- Pihak ketiga
2,024,805 1,132,690 892,115 78.76%
- Third party
2,119,084 1,556,628 562,456 36.13%
10 - - 0.00%
Derivative liabilities

- 3,792,336 (3,792,336) (100.00%)
Securities sold under repurchase agreements
52,802 156,084 (103,282) (66.17%)
Acceptances payable

3,236,456 3,487,485 (251,029) (7.20%)
Debt securities issued - net

11,300,357 8,791,601 2,508,756 28.54%

29,765 369 29,396 7,966.40%
Hutang pajak
77,354 44,323 33,031 74.52%
Tax payable

221,713 178,516 43,197 24.20%
Accrued interest

- 169,389 (169,389) (100.00%)

206,046 209,983 (3,937) (1.87%)
1,331,870 731,131 600,687 82.16%
Other liabilities
1,992,707 996,424 996,283 99.99%
Subordinated Bonds
Total liabilitas
122,676,884 105,920,991 16,755,841 15.82%
Total liabilities
Liabilitas Segera Obligations Due Immediately
Liabilitas segera tahun 2020 mencapai Rp1.830.150 Immediate liabilities in 2020 reached IDR1.830.150
yang mencapai Rp1.816.918 juta. Kewajiban segera which reached IDR1.816.918 million. Immediate
adalah kewajiban kepada pihak lain yang sifatnya liabilities are obligations to other parties which are
wajib segera dibayarkan sesuai dengan perintah obligatory to be paid immediately in accordance
pemberi amanat atau perjanjian yang ditetapkan with the mandate’s mandate or predetermined
sebelumnya seperti transaksi kiriman uang, setoran agreements such as money transfer transactions,
jaminan, zakat, infaq dan shadaqah. guarantee deposits, zakat, infaq and shadaqah.

2020 Annual Report
Tabel Liabilitas Segera

Table of Obligations Due Immediately
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas segera
1,830,150 1,816,918 13,232 0.73%
Obligations due immediately
Simpanan Nasabah Customer Deposits
Simpanan nasabah tahun 2020 mencapai Customer deposits in 2020 reached IDR99,798,476
tahun 2019 yang mencapai Rp83.564.393 juta. which reached IDR83,564,393 million. Deposits
Simpanan nasabah Perseroan untuk posisi 31 from customers of the Company for the position
desember 2020 dapat dikatakan cukup fluktuatif of 31 December 2020 was quite volatile in which
dimana beberapa penempatan dana digunakan untuk some of the placement of funds was used for
kepentingan dana daerah seperti giro kasda, giro the benefit of regional funds such as current
bendahara, tabungan untuk penyaluran sumbangan accounts for regional funds, demand deposits for
dan bantuan program Pemerintah, sehingga sebagian treasurers, savings for distribution of donations
besar simpanan nasabah Perseroan merupakan and government assistance programs, so that
simpanan dengan jangka pendek. most of the Company’s customer deposits were
short term deposits.
Tabel Simpanan Nasabah

Table of Customer Deposit
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak berelasi:
Related parties:
Rupiah
9,271,942 11,342,501 (2,070,559) (18.25%)
Indonesian IDR
Mata uang asing

234 1,638,513 (1,638,279) (99.99%)
Foreign Currencies
9,272,176 12,981,014 (3,708,838) (28.57%)
Pihak ketiga:

Third party:
Rupiah
89,741,970 70,185,864 19,556,106 27.86%
Indonesian IDR
Mata uang asing

784,330 397,514 386,816 97.31%
Foreign Currencies
90,526,300 70,583,379 19,942,921 28.25%
Simpanan nasabah
99,798,476 83,564,393 16,234,083 19.43%

Simpanan Nasabah - Syariah Customer Deposits – Sharia
Simpanan nasabah - syariah tahun 2020 mencapai Deposits of customers - sharia in 2020 reached
Rp480.094 juta meningkat 12.85% dibandingkan IDR480.094 million, an increase of 12,58%
tahun 2019 yang mencapai Rp425.410 juta. compared to 2019 which reached IDR425.410
Peningkatan tersebut terjadi karena adanya million. The increase occurred due to the addition
penambahan penempatan dana syariah pada of sharia fund placements in 2020.
tahun 2020.
Tabel Simpanan Nasabah - Syariah

Table of Customer Deposits - Sharia
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak berelasi:
Related parties:
Rupiah
1 1 0 0.00%
Indonesian IDR
Pihak ketiga:
Third party:
Rupiah
480,093 425,410 54,683 12.85%
Indonesian IDR
Simpanan nasabah - syariah

480,094 425,410 54,683 12.85%
Deposits from customers - sharia
Simpanan dari Bank Lain Deposits from Other Banks
Simpanan dari Bank Lain tahun 2020 mencapai Deposits from Other Banks in 2020 reached
Rp2.119.084 juta meningkat 36.13% dibandingkan IDR2,119,084 million, an increase of 36.13%
tahun 2019 yang mencapai Rp1.556.628 juta. compared to 2019 which reached IDR1,556,628
Peningkatan tersebut karena adanya penyimpanan million. The increase was due to deposits from
deposito dari bank lain sebesar 132,2%. other banks of 132.2%.
Tabel Simpanan dari Bank Lain

Table of Deposits from other Banks
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak berelasi:
Related parties:
Rupiah
94,279 423,938 (329,659) (77.76%)
Indonesian IDR

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak ketiga:
Third party:
Rupiah
2,024,805 1,132,690 892,115 78.76%
Indonesian IDR
Mata Uang Asing

- - - -
Foreign Currencies
2,024,805 1,132,690 892,115 78.76%
Simpanan dari Bank Lain

2,119,084 1,556,628 562,456 36.13%
Deposits from Other Banks
Efek-Efek yang Dijual dengan Janji Dibeli Marketable Securities Sold Under
Kembali Repurchase Agreement
Pada tahun 2020 tidak ada penempatan terkait In 2020, there were no placements related to
Efek-efek yang dijual dengan janji dibeli kembali. Securities that were sold under repurchase
agreements.
Tabel Efek-efek yang dijual dengan janji dibeli kembali

Table of Marketable securities sold under repurchase agreement
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
- 3,792,336 - (100.00%)
Marketable securities sold under repurchase agreement
Liabilitas Akseptasi Acceptance Liabilities
Liabilitas akseptasi tahun 2020 mencapai Acceptance liabilities in 2020 reached IDR52,802
Rp52.802 juta menurun 66.17% dibandingkan million, decreased by 66.17% compared to 2019
tahun 2019 yang mencapai Rp156.084 juta. which reached IDR156,084 million.
Tabel Liabilitas Akseptasi

Table of Acceptance liability
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas akseptasi – Pihak Ketiga - Rupiah
52,802 156,084 (103,282) (66.17%)
Acceptance liabilities - Third parties - IDR

Efek Hutang yang Diterbitkan – Neto Issued Debt Securities – Net
Efek hutang yang diterbitkan - neto tahun Debt securities issued - net in 2020 reached
2020 mencapai Rp3.236.456 juta menurun IDR3,236,456 million, decreased by 7.20%
Rp3.487.485 juta. million.
Tabel Efek Hutang yang Diterbitkan - Neto

Table of Issued debt securities - net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Obligasi Berkelanjutan I Tahap I Bank Jabar Banten
1,248,300 1,500,000 (251,700) (16.78%)
Continuous Bonds I Phase I of Bank Jabar Banten
Obligasi Berkelanjutan I Tahap II Bank Jabar Banten

1,752,000 1,752,000 0 0.00%
Continuous Bonds I Phase II of Bank Jabar Banten
Obligasi Berkelanjutan I Tahap III Bank Jabar Banten

248,000 248,000 0 0.00%
Continuous Bonds I Phase III of Bank Jabar Banten
Beban emisi obligasi yang belum diamortisasi

(11,844) (12,515) 671 (5.36%)
Unamortized bond issuance expense

3,236,456 3,487,485 (251,029) (7.20%)
Issued debt securities - net
Pinjaman yang Diterima - Pihak Ketiga Received Loans - Third Parties
Pinjaman yang diterima - pihak ketiga tahun Loans received - third parties in 2020 reached
2020 mencapai Rp11.300.357 juta meningkat IDR11,300,357 million, an increase of 28.54%
Rp8.791.601 juta. Peningkatan tersebut karena million. The increase was due to an increase in loans
adanya peningkatan dalam pinjaman yang diterima received from Bank Danamon of IDR1,000,000
dari Bank Danamon sebesar Rp1.000.000 juta dan million and Bank Mandiri by IDR1,000,000 million.
Bank Mandiri sebesar Rp1.000.000 juta.
Tabel Pinjaman yang Diterima - Pihak Ketiga

Table of Received Loans - Third parties
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah:
Indonesian IDR:
PT Bank Central AsiaTbk 4,000,000 4,000,000 0 0.00%
PT Sarana Multigriya Finansial (Persero) 1,944,247 2,049,785 (105,538) (5.15%)

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kementerian Pekerjaan Umum dan Perumahan Rakyat
Republik Indonesia 1,430,954 778,613 652,341 83.78%
Ministry of Public Works and Housing, Republic of Indonesia
Pemerintah Provinsi Jawa Barat Kredit Cinta Rakyat
- 47,860 (47,860) (100.00%)
Cinta Rakyat Credit of West Java Provincial Government
PT Bank Danamon Indonesia Tbk 1,000,000 - - 0.00%
PT Bank ICBC Indonesia 800,000 - - 0.00%
PT Bank CIMB Niaga Tbk 22,583 32,541 (9,958) (30.60%)
PT Bank Negara Indonesia (Persero) Tbk 881 3,088 (2,207) (71.47%)
PT Bank Oke Indonesia (sebelumnya PT Bank Andara) 11,761 20,529 (8,768) (42.71%)
PT Bank Mandiri (Persero) Tbk 2,000,000 1,000,000 1,000,000 100.00%
BPR Supra Artapersada 8,691 - - 0.00%
PT BPR Daya Lumbung Asia 4,186 - - 0.00%
PT BPR Cipatujah Jabar 1,054 - - 0.00%
PT Bank Mega Tbk - 800,000 - 0.00%
Lembaga Pengelola Dana Bergulir Koperasi dan Usaha Kecil

dan Menengah
76,000 58,900 17,100 29.03%
Cooperative and Small and Medium Enterprises Revolving
Fund Management Institutions
Lainnya
- 285 - 0.00%
Others

11,300,357 8,791,601 2,508,756 28.54%
Estimasi Kerugian Komitmen Estimation of Commitment

dan Kontinjensi and Contingency Loss
Estimasi kerugian komitmen dan kontinjensi tahun The estimated loss on commitments and
2020 mencapai Rp29.765 juta meningkat 7966% contingencies in 2020 reached IDR29,765
dibandingkan tahun 2019 yang mencapai Rp369 million, an increase of 7966% compared to 2019
juta. Komponen penyumbang peningkatan terbesar which reached IDR369 million. The component
pada pos estimasi kerugian komitmen dan kontijensi contributing to the largest increase in the estimated
adalah fasilitas kredit yang belum digunakan. losses on commitments and contingencies was
the unused loan facilities.

Tabel Estimasi Kerugian Komitmen dan Kontinjensi

Table of Estimation of Losses on Commitments and Contingencies
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah:
Indonesian IDR:
Fasilitas kredit yang belum digunakan

24,781 135 24,646 18,256.30%
Unused credit facilities
Bank garansi
4,984 234 4,750 2,029.91%
Bank guarantee

29,765 369 29,396 7,966.40%
Hutang Pajak Tax Payables
Hutang pajak tahun 2020 mencapai Rp77.354 juta Taxes payable in 2020 reached IDR77,354 million,
meningkat 74,52% dibandingkan tahun 2019 yang an increase of 74.52% compared to 2019 which
mencapai Rp44.523 juta. Peningkatan tersebut reached IDR44,523 million. The increase was due
karena naiknya hutang pajak dari bank sebesar to an increase in tax payable from banks by 97.50%.
97,50%.
Tabel Hutang Pajak

Table of Tax Payable
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bank 68,693 34,781 33,912 97.50%
Entitas anak
8,661 9,542 (881) (9.23%)
Subsidiaries
Hutang pajak
77,354 44,523 33,031 74.52%
Tax debt
Bunga yang Masih Harus Dibayar Interest Payable
Bunga yang masih harus dibayar tahun 2020 Accrued interest in 2020 reached Rp221,713
mencapai Rp221.713 juta meningkat 24,20% million, an increase of 24.20% compared to 2019
dibandingkan tahun 2019 yang mencapai Rp178.516 which reached Rp178,516 million.
juta.

2020 Annual Report
Tabel Bunga yang Masih Harus Dibayar

Table of Interest Payable
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah
221,365 177,036 44,329 97.50%
Indonesian IDR

348 1,480 (1,132) (9.23%)

221,713 178,516 43,197 24.20%
Accrued interest
Liabilitas Pajak Tangguhan – Neto Deffered Tax Liabilities – Net
Liabilitas pajak tangguhan - neto tahun 2020 Deferred tax liability - net in 2020 reached
mencapai Rp0 juta menurun dibandingkan tahun IDR0 million, an decrease compared to 2019 which
2019 yang minus mencapai Rp169.389 juta. was minus IDR169,389 million.
Tabel Liabilitas Pajak Tangguhan - Neto

Table of Deferred tax liabilities - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset (liabilitas) pajak tangguhan - dampak dari laporan laba rugi
dan penghasilan komprehensif lain konsolidasian
- (212,678) (211,112) 99.26%
Deferred tax assets (liabilities) - the effect of the consolidated
statement of profit or loss and other comprehensive income
Aset (liabilitas) pajak tangguhan – dampak dari ekuitas
- 43,289 (43,289) (100.00%)
Deferred tax asset (liability) - effect of equity

- (169,389) (211,112) 99.26%
Liabilitas Imbalan Kerja Employee Benefits Liabilities
Liabilitas imbalan kerja tahun 2020 mencapai Employee benefits liabilities in 2020 reached
Rp206.046 juta menurun sebesar 1,87% Rp.206,046 million, decreased by 1.87% compared
dibandingkan tahun 2019 yang mencapai to 2019 which reached Rp.209,983 million.
Rp209.983 juta.

Tabel Liabilitas Imbalan Kerja

Table of Employee Benefit Liabilities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Saldo awal
(209,983) (185,404) (24,579) 13.26%
Beginning balance
Beban tahun berjalan

(155,470) (138,459) (17,011) 12.29%
Current year’s expenses
Pengukuran kembali liabilitas (aset) imbalan kerja - neto

55,760 (10,160) 65,920 (648.82%)
Remeasurement of the employee benefit liability (asset) - net
Pembayaran Imbalan
46,480 66,450 (19,970) (30.05%)
Payment of Rewards
Kontribusi pemberi kerja

57,167 57,590 (423) (0.73%)
Employer contributions

(206,046) (209,983) 3,937 (1.87%)
Liabilitas Lain-Lain Other Liabilities
Liabilitas lain-lain tahun 2020 mencapai Other liabilities in 2020 reached IDR1,331,870
Rp1.331.870 juta meningkat 82,16% dibandingkan million, an increase 82.16% compared to 2019
tahun 2019 yang mencapai Rp731.131 juta. which reached IDR731,131 million. This increase
Peningkatan tersebut terjadi karena adanya occurred due to an increase in lease obligations of
kenaikan pada kewajiban sewa dari aset hak guna. rights of use assets.
Tabel Liabilitas Lain-Lain

Table of Other Liabilities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah
1,329,708 728,824 600,884 82.44%
Indonesian IDR
Mata Uang Asing

2,162 2,307 (145) (6.29%)
Foreign Currencies
1,331,870 731,131 600,739 82.16%
Other Liabilities
Obligasi Subordinasi Subordinated Bonds
Obligasi subordinasi tahun 2020 mencapai Subordinated bonds in 2020 reached IDR1,992,707
Rp1.992.707 juta turun Rp996.283 juta million, decreased by IDR996,283 million compared
dibandingkan tahun 2019 yang mencapai to 2019 which reached IDR996,424 million. This
Rp996.424 juta. Peningkatan tersebut karena increase was due to the addition of ongoing
adanya penambahan obligasi subordinasi subordinated bonds amounting to IDR1,000,000
berkelanjutan sebesar Rp1.000.000 juta. million.

2020 Annual Report
Tabel Obligasi Subordinasi

Table of Subordinated Bonds
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Obligasi Subordinasi Berkelanjutan I Tahap I Bank Jabar Banten
2,000,000 1,000,000 1,000,000 100.00%
Continuous Subordinated Bonds I Phase I of Bank Jabar Banten
Beban emisi obligasi yang belum diamortisasi

(7,293) (3,576) (3,717) 103.94%
Unamortized bond issuance expense
1,992,707 996,424 996,283 99.99%
Subordinated Bonds
Dana Syirkah Temporer Temporary Syirkah Funds
Dana syirkah temporer tahun 2020 mencapai Temporary syirkah funds in 2020 reached
Rp6.251.318 juta meningkat 12,17% dibandingkan IDR6,251,318 million, an increase of 12.17%
Peningkatan tersebut karena adanya kenaikan million. This increase was due to an increase
dana syirkah dalam bentuk time deposit- in syirkah funds in the form of time deposit-
Mudharabah yang mengamai peningkatan sebesar Mudharabah which experienced an increase
15,65% jika dibandingkan dengan tahun 2019 of 15.65% when compared to 2019 followed by
diikuti dengan Giro Mudharabah yang mengalami Mudharabah Current Accounts which increased by
kenaikan 14,68% kemudian Tabungan-Mudharabah 14.68% then Savings-Mudharabah which increased
yang mengalami kenaikan sebesar 12,11% jika by 12.11% if compared to 2019.
dibandingkan dengan tahun 2019.
Tabel Dana Syirkah Temporer

Table of Temporary Syirkah Fund
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bukan bank
Not a bank
- Pihak berelasi 7,059 2,639 4,420 167.49%

- Related parties
- Pihak ketiga 6,174,398 5,360,099 814,299 15.19%

- Third party
6,181,457 5,362,738 818,719 15.27%
Bank
- Pihak Ketiga 69,861 210,116 (140,255) (66.75%)

- Third party
Total dana syirkah temporer 6,251,318 5,572,854 678,464 12.17%

Total temporary syirkah funds

Ekuitas Equities
Ekuitas tahun 2020 mencapai Rp12.033.281 Equity in 2020 reached IDR12,033,281 million,
juta menurun 0.08% dibandingkan tahun 2019 decreased by 0.08% compared to 2019 which
yang mencapai Rp12.042.629 juta. Peningkatan reached IDR12,042,629 million. This increase was
tersebut karena adanya peningkatan pada due to an increase in several equity items such
beberapa pos ekuitas seperti adanya kenaikan as an increase in the surplus from revaluation of
atas surplus dari revaluasi aset tetap sebesar 2,98 fixed assets of 2.98% and an increase in retained
% dan peningkatan pada saldo laba di tahun 2020 earnings in 2020 of 13.72%.
sebesar 13,72%
Tabel Ekuitas
Table of Equities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Ekuitas yang dapat diatribusikan kepada entitas induk
Modal saham
nilai nominal Rp250 (nilai penuh) per saham
Modal dasar:
Seri A - 9.600.000.000 saham
Seri B - 6.400.000.000 saham
Modal ditempatkan dan disetor penuh:
Seri A - 7.414.714.661 saham
Seri B - 2.424.072.500 saham
Equity attributable to the parent entity 2,459,697 2,459,697 - 0.00%
Capital stock
nominal value of Rp250 (full amount) per share
Authorized capital:
Issued and fully deposited capital:

1,058,541 1,058,541 - 0.00%

2,080,964 2,020,781 60,183 2.98%
Surplus from fixed asset revaluation
Keuntungan (kerugian) dan perubahan nilai aset keuangan
116,935 (1,514) 118,449 (7,823.58%)
Gains (losses) and changes in the value of financial assets
classified as available for sale
Pengukuran kembali program imbalan pasti - Setelah pajak
tangguhan (138,470) (179,115) 40,645 (22.69%)
Remeasurement of defined benefit plans - After tax deferred
Saldo laba
Retain earning
- Telah ditentukan penggunaannya

3,073,730 3,725,378 (651,648) (17.49%)
- Appropriated
- Belum ditentukan penggunaannya

3,308,127 2,909,072 399,055 13.72%
- Unappropriated

11,959,524 11,992,840 (33,316) (0.28%)
Total equity attributable to the parent entity

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
46,278 49,789 (3,513) (7.05%)
Total ekuitas
12,005,800 12,042,629 (36,829) (0.30%)
Total equity
Modal Ditempatkan dan Disetor Penuh Issued and Paid-Up Capital
Modal ditempatkan dan disetor penuh tahun 2020 The issued and fully paid capital in 2020 reached
mencapai Rp2.459.697 juta tidak mengalami Rp2,459,697 million, no change compared to 2019
perubahan dibandingkan tahun 2019 yang which reached Rp2,459,697 million because there
mencapai Rp2.459.697 juta karena belum ada was no additional new capital.
penambahan modal baru.
Tabel Modal Ditempatkan dan Disetor Penuh

Table of Issued and Paid-Up Capital
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Total Saham Seri A
1,853,679 1,853,679 - 0.00%
Total Series A Shares
Total Saham Seri B

606,018 606,018 - 0.00%
Total Series B Shares
Modal ditempatkan dan disetor penuh

2,459,697 2,459,697 - 0.00%
Issued and fully deposited capital
Tambahan Modal Disetor Additional Paid-In Capital
Tambahan modal disetor tahun 2020 mencapai Additional paid-in capital in 2020 reached
Rp1.058.541 juta tidak mengalami perubahan IDR1,058,541 million, no change compared to 2019
dibandingkan tahun 20419 yang mencapai which reached IDR1,058,541 million. This happens
Rp1.058.541 juta. Hal tersebut terjadi karena belum because there is no additional paid-in capital from
adanya tambahan modal disetor dari pemegang shareholders in 2020.
saham di tahun 2020.
Tabel Tambahan Modal Disetor

Table of Additional paid-in capital
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Masyarakat
823,423 823,423 - 0.00%
Public

76,595 76,595 - 0.00%
West Java Provincial Government

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pemerintah Kab. Bandung
52,105 52,105 - 0.00%
District Government. Bandung
Pemerintah Kab. Bandung Barat

8,684 8,684 - 0.00%
District Government. West Bandung
Pemerintah Kab. Bogor

14,958 14,958 - 0.00%
District Government. Bogor
Pemerintah Kab. Cirebon

4,145 4,145 - 0.00%
District Government. Cirebon
Pemerintah Kab. Indramayu

6,498 6,498 - 0.00%
District Government. Indramayu
Pemerintah Kab. Karawang

4,200 4,200 - 0.00%
District Government. Karawang
Pemerintah Kab. Kuningan

2,127 2,127 - 0.00%
District Government. Kuningan
Pemerintah Kab. Lebak

2,783 2,783 - 0.00%
District Government. Lebak
Pemerintah Kab. Pandeglang

8,158 8,158 - 0.00%
District Government. Pandeglang
Pemerintah Kab. Serang

11,189 11,189 - 0.00%
District Government. Serang
Pemerintah Kab. Subang

3,318 3,318 - 0.00%
District Government. Subang
Pemerintah Kab. Sukabumi

6,417 6,417 - 0.00%
District Government. Sukabumi
Pemerintah Kota Bekasi

4,613 4,613 - 0.00%
Bekasi City Government
Pemerintah Kota Cilegon

4,342 4,342 - 0.00%
Cilegon City Government
Pemerintah Kota Cirebon

1,317 1,317 - 0.00%
Cirebon City Government
Pemerintah Kota Depok

6,923 6,923 - 0.00%
Depok City Government
Pemerintah Kota Sukabumi

2,845 2,845 - 0.00%
Sukabumi City Government
Pemerintah Kota Tangerang

9,264 9,264 - 0.00%
Tangerang City Government
Pemerintah Kota Tasikmalaya

4,637 4,637 - 0.00%
Tasikmalaya City Government

1,058,541 1,058,541 - 0.00%
Surplus dari Revaluasi Aset Tetap Surplus of Fixed Asset Revaluation
Surplus dari revaluasi aset tetap tahun 2020 The surplus from fixed asset revaluation in 2020
mencapai Rp2.080.964 juta meningkat 2,98% reached IDR2,080,964 million, an increase of 2.98%
dibandingkan tahun 2019 yang mencapai compared to 2019 which reached IDR2,020,781
Rp2.020.781 juta. Peningkatan tersebut terjadi million. This increase occurred due to an increase
karena adanya kenaikan atas nilai aset tetap yang in the value of fixed assets that was calculated, be
diperhitungkan berupa tanah ataupun bangunan it land or buildings in 2020.
pada tahun 2020.

2020 Annual Report
Tabel Surplus dari Revaluasi Aset Tetap

Table of Surplus of Fixed Assets Revaluation
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
2,080,964 2,020,781 60,183 2.98%
SuIDRlus from of fixed assets revaluation
Pengukuran Kembali Program Imbalan Pasti Remeasurement of Defined Benefit Plan -

- Setelah Pajak Tangguhan Net of Deffered Tax
Pengukuran kembali program imbalan pasti - Remeasurement of defined benefit plan - after the
setelah pajak tangguhan tahun 2020 mencapai deferred tax in 2020 reached (Rp138,470) million,
(Rp138.470) juta menurun dibandingkan tahun decreased compared to 2019 which reached (Rp.
2019 yang mencapai (Rp179.115) juta. 179,115) million.
Tabel Pengukuran Kembali Program Imbalan Pasti - Setelah Pajak Tangguhan

Table of Remeasurement of defined benefit plan - net of deferred tax
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pengukuran kembali program imbalan pasti - setelah pajak
tangguhan (138,470) (179,115) 40,645 (22.69%)
Remeasurement of defined benefit plan - net of deferred tax
Saldo Laba Retained Earnings
Saldo laba tahun 2020 mencapai Rp6.381.857 juta The profit balance in 2020 reached IDR6,381,857
meningkat 11,40% dibandingkan tahun 2019 yang million, an increase of 11.40% compared to 2019
mencapai Rp6.634.450 juta. Penurunan tersebut which reached IDR6,634,450 million. The decrease
karena berkurangnya saldo laba pada pos saldo was due to a decrease in retained earnings in the
laba yang telah ditentukan penggunaannya. retained earnings item that has been determined
for use.
Tabel Saldo Laba
Table of Retained Earnings
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Telah ditentukan penggunaannya
3,073,730 3,725,389 (651,659) (17.49%)
Appropriated
Belum ditentukan penggunaannya

3,308,127 2,909,072 399,055 13.72%
Unappropriated
Saldo Laba
6,381,857 6,634,450 (252,593) (3.81%)
Retain earning

Total Ekuitas yang Dapat Diatribusikan Total Equity Attributable to the Equity
Kepada Entitas Induk Holders of the Parent Entities
Total ekuitas yang dapat diatribusikan kepada Total equity attributable to the parent entity in
entitas induk tahun 2020 mencapai Rp11.959.524 2020 reached IDR11,959,524 million, a decrease
juta menurun 0,28% dibandingkan tahun 2019 of 0.28% compared to 2019 which reached
yang mencapai Rp11.992.840 juta. IDR11,992,840 million.
Tabel Total Ekuitas yang Dapat Diatribusikan kepada Entitas Induk

Table of Total Equity Attributable to Equity Holders of the Parent Entity
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
11,959,524 11,992,840 (33,316) (0.28%)
Total equity attributable to equity holders of the parent entity
Kepentingan Non-Pengendali Non-Controlling Interest
Kepentingan non-pengendali tahun 2020 Non-controlling interests in 2020 reached

mencapai Rp46.276 juta menurun 7,05% IDR46,276 million, decreased by 7.05% compared
dibandingkan tahun 2019 yang mencapai to 2019 which reached IDR49,789 million. This
Rp49.789 juta. Peningkatan tersebut karena increase was due to a decrease in non-controlling
adanya penurunan kepentingan non-pengendali interests for the subsidiary of PT Karya Utama
untuk entitas anak PT Karya Utama Jabar sebesar Jabar by 34.41% compared to 2019.
34,41% dibandingkan dengan tahun 2019.
Tabel Kepentingan Non-Pengendali

Table of Non-controlling Interests
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Entitas Anak:
Subsidiary:
PT Bank Jabar Banten Syariah 9,254 8,075 1,179 14.60%
PT BPR Intan Jabar 24,425 22,509 1,916 8.51%
PT Karya Utama Jabar 12,597 19,205 (6,608) (34.41%)
46,276 49,789 (3,513) (7.05%)

2020 Annual Report
Laporan Laba Rugi dan Penghasilan Consolidated Statements of Profit

Komprehensif Lain Konsolidasian and Loss and Other Comprehensive
Income
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Table of Consolidated Statements of Profit and Loss and Other Comprehensive Income
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Bunga dan Syariah/Interest and Sharia Income
Pendapatan bunga dan syariah

12,548,614 12,011,703 536,911 4.47%
Interest and sharia income
Pendapatan provisi dan komisi pembiayaan syariah

72,064 79,727 (7,663) (9.61%)
Sharia financing fee and commission income
12,620,678 12,091,430 529,248 4.38%
Beban Bunga dan Bagi Hasil Syariah

(6,123,414) (6,008,924) (114,490) 1.91%
Interest Expenses and Sharing Sharia Products
Pendapatan Bunga dan Syariah Neto

6,497,264 6,082,506 414,758 6.82%
Net Interest and Sharia Income
Pendapatan Operasional Lainnya

Other Operational Income
Provisi dan komisi selain dari kredit yang diberikan

641,022 599,296 41,726 6.96%
Fees and commissions other than loans
Penerimaan kembali kredit yang telah dihapus buku

247,051 267,980 (20,929) (7.81%)
Receipt of back-written loans
Keuntungan transaksi valuta asing - neto

54,658 13,143 41,515 315.87%
Gain on foreign exchange transactions - net
Keuntungan dari penjualan surat berharga yang diperdagangkan
- neto 424,289 58,092 366,197 630.37%
Profit from sale of traded securities - net
Keuntungan yang belum direalisasi dari perubahan nilai wajar
surat berharga yang diperdagangkan - neto
92,475 25,851 66,624 257.72%
Unrealized gain from changes in fair value of marketable
securities - net
Lain-lain
(1,346) 50,341 (51,687) (102.67%)
Others
1,458,149 1,014,703 443,446 43.70%
Beban Operasional Lainnya

Other Operational Expenses
Beban umum dan administrasi

(2,499,005) (2,281,455) (217,550) 9.54%
General and administrative Expenses
Beban tenaga kerja dan tunjangan

(2,639,268) 2,024,828 (614,440) (30.35%)
Labor Expenses and Benefits
Penyisihan kerugian penurunan nilai atas aset keuangan dan
non keuangan – neto Kerugian
(142,226) (321,837) 179,611 (55.81%)
Allowance For Impairment Losses On Financial and Non-
Financial Assets - Net Losses
Kerugian yang belum direalisasi dari perubahan nilai wajar
surat berharga yang diperdagangkan – neto
- - - -
Unrealized Loss From Changes In Fair Value of Traded Securities
- Net
Pemulihan/(penyisihan) kerugian komitmen dan kontinjensi
Recovery/(Provision) For Losses on Commitments and 2,853 (149) 3,002 (2,014.77%)
Contingencies

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Lain-lain
(465,641) (409,447) (56,194) 13.72%
Others
(5,743,287) (5,037,716) (705,571) 14.01%
Laba Operasional
2,212,126 2,059,493 152,633 7.41%
Operating Profit
Beban Non-Operasional - Neto

(44,098) (81,531) 37,433 (45.91%)
Non-Operating Expenses - Net
Laba Sebelum Beban Pajak

2,168,028 1,977,962 190,066 9.61%
Income Before Tax Expenses
Beban Pajak - Neto

(478,032) (413,470) (64,562) 15.61%
Tax Expenses - Net
Laba Tahun Berjalan

1,689,996 1,564,492 125,504 8.02%
Current Year Profit
Pendapatan komprehensif lain:

Other Comprehensive Income:
Akun yang tidak akan direklasifikasikan ke laba rugi

Accounts That Will Not Be Reclassified to Profit or Loss
Pengukuran kembali atas program imbalan pasti

56,551 (10,160) 66,711 (656.60%)
Remeasurement of Defined Benefit Plans
Revaluasi aset tetap

60,183 86,990 (26,807) (30.82%)
Fixed Asset Revaluation
Pajak penghasilan
(15,958) (1,935) (14,023) 926.22%
Income Tax
Keuntungan (kerugian) dari perubahan nilai aset keuangan
118,449 (1,514) 116,935 (7,723.58%)
Gain (Loss) from Changes in The Value of Marketable Securities
- Available for Sale
Penghasilan Komprehensif Lain Tahun Berjalan – Setelah Pajak
219,225 77,251 141,974 183.78%
Other Comprehensive Income for The Year - After Tax
Total Laba Komprehensif Tahun Berjalan

1,909,221 1,641,743 267,959 16.32%
Total Comprehensive Income for The Year
Laba Tahun Berjalan yang Dapat Diatribusikan Kepada:

Profit for The Year Attributable to:
Pemilik entitas induk

1,687,218 1,558,651 128,567 8.25%
Parent Entity
2,778 5,841 (3,063) (52.44%)
Non-controlling Interests
Total 1,689,996 1,564,492 125,504 8.02%
Total Laba Komprehensif yang Dapat Diatribusikan Kepada:

Total Comprehensive Income Attributable to:

1,906,495 1,635,851 270,644 16.54%
Parent Entity
2,726 5,892 (3,166) (53.73%)
Total 1,909,221 1,641,743 267,478 16.29%
Laba Per Saham Dasar yang Dapat Diatribusikan Kepada

Pemilik Entitas Induk (Nilai Penuh)
171,49 156.83 - 0.00%
Basic Income Per Share Attributable to Owners
of The Company (Full Value)

2020 Annual Report
Grafik Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Graph of Consolidated Statements of Profit and Loss and Other Comprehensive Income
(dalam triliun Rupiah/In Trillions IDR)
14,00
12,60
12,00
10,00
8,00
6,50
6,12
5,74
6,00
4,00
2,21 1,94
1,46 1,69
2,00
0
Beban Bungan
Pendapatan Beban Laba
Pendapatan dan Bagi Hasil Pendapatan
Oprasional Operasional Laba Laba Tahun Komprehensif
Bunga dan Syariah Bungan dan
Lainnya Lainnya Operasional Berjalan Tahun Berjalan
Syariah Interest Syariah Neto
Other Other Operational Current Year Comprehensive
Interest and Expenses and Net Interest and
Operational Operational Profit Profit Income For The
Sharia Income Sharing Sharia Sharia Income
Income Expenses Year
Products
2020
14,00
12,09
12,00
10,00
8,00
6,01 6,08
6,00 5,04
4,00
2,06
1,56 1,64
2,00 1,01
0
Beban Bungan
Pendapatan Beban Laba
Pendapatan dan Bagi Hasil Pendapatan
Oprasional Operasional Laba Laba Tahun Komprehensif
Bunga dan Syariah Bungan dan
Lainnya Lainnya Operasional Berjalan Tahun Berjalan
Syariah Interest Syariah Neto
Other Other Operational Current Year Comprehensive
Interest and Expenses and Net Interest and
Operational Operational Profit Profit Income For The
Sharia Income Sharing Sharia Sharia Income
Income Expenses Year
Products
2019

Pendapatan Bunga dan Syariah Interest and Sharia Income
Pendapatan bunga dan syariah tahun 2020 Interest and sharia income in 2020 reached
mencapai Rp12.620.678 juta meningkat 4,38% IDR12,620,678 million, an increase of 4.38%
Rp12.091.430 juta. Peningkatan pada pos million. The increase in the post of interest income
pendapatan bunga kredit dan surat berharga yang on loans and securities grew by 4.0% and 30.6%,
masing-masing tumbuh 4,0% dan 30,6%. respectively.
Tabel Pendapatan Bunga dan Syariah

Table Interest and Sharia Income
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
12,548,614 12,011,703 536,911 4.47%
Interest income and sharia

72,064 79,727 (7,663) (9.61%)

12,620,678 12,091,430 529,248 4.38%
Interest income and sharia
Pendapatan Bunga dan Syariah Interest and Sharia Income
Pendapatan bunga dan syariah tahun 2020 Interest and sharia income in 2020 reached
mencapai Rp12.548.614 juta meningkat IDR12,548,614 million, an increase compared to
dibandingkan tahun 2019 yang mencapai 2019 which reached IDR12,011,703 million. This
Rp12.011.703 juta. Peningkatan tersebut juga increase was also influenced by an increase in
dipengaruhi oleh peningkatan beberapa pos several interest and sharia income items for
pendapatan bunga dan syariah untuk surat held-to-maturity securities and available-for-
berharga yang dimiliki hingga jatuh tempo dan sale securities of 10.60% and 53.33% respectively
surat berharga tersedia untuk dijual masing-masing when compared to 2019. This is also in line with an
sebesar 10,60% dan 53,33% jika dibandingkan increase in company placements with other banks
dengan tahun 2019. Hal ini sejalan juga dengan in 2020.
adanya kenaikan penempatan perusahaan pada
bank lain pada tahun 2020.
Tabel Pendapatan Bunga dan Syariah

Table of Interest and Sharia Income
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah/Indonesian IDR
Kredit yang diberikan dan piutang/Loans and receivables

10,402,798 10,005,890 396,908 3.97%
Loans given
Penempatan pada Bank Indonesia dan bank lain

224,004 343,658 (119,654) (34.82%)
Placements with Bank Indonesia and other banks

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
11,784 - - 0.00%
Giro pada bank lain

1,316 1,340 (24) (1.79%)
Current accounts with other banks
Wesel ekspor dan tagihan lainnya

48,509 54,083 (5,574) (10.31%)
Export bills and other receivables
Syariah
- 0.00%
Sharia
Margin
421,647 425,735 (4,088) (0.96%)
Margin
Bagi Hasil
232,165 240,865 (8,700) (3.61%)
Profit sharing
Pendapatan Sewa Ijarah

15,575 10,765 4,810 44.68%
Ijarah Rental Income
Lainnya
- - - 0.00%
Others
Nilai wajar melalui laba rugi/Fair value through profit or loss
Surat berharga
41,154 44,296 (3,142) (7.09%)
Securities
Dimiliki hingga jatuh tempo

- 0.00%
Held to maturity
Surat berharga
461,377 417,172 44,205 10.60%
Securities
Tersedia untuk dijual

Available for sale
Surat Berharga
675,377 440,478 234,899 53.33%
Securities
Mata uang asing

- 0.00%
Foreign currency
Kredit yang diberikan dan piutang/Loans and receivables
Kredit yang diberikan Dolar Amerika Serikat

5,265 14,132 (8,867) (62.74%)
Loans granted United States Dollars

108 302 (194) (64.24%)
Bills and other receivables
Penempatan pada Bank Indonesia dan bank lain Dolar
Amerika Serikat
7,535 12,987 (5,452) (41.98%)
Placements with Bank Indonesia and other banks in the
Dimiliki hingga jatuh tempo
- 0.00%
Held to maturity
Surat berharga Dolar Amerika Serikat

- - - 0.00%
United States Dollar securities
Lainnya Dolar Amerika Serikat

- - - 0.00%
Others United States Dollars
Total Pendapatan bunga dan syariah

12,548,614 12,011,703 536,911 4.47%
Total Interest and Sharia income
Pendapatan Provisi dan Komisi Pembiayaan Sharia Financing Fees and Commission
Syariah Income
Pendapatan provisi dan komisi pembiayaan syariah Sharia financing provision and commission income
tahun 2020 mencapai Rp72.064 juta menurun in 2020 reached IDR72,064 million, decreased
-9,61% dibandingkan tahun 2019 yang mencapai -9.61% compared to 2019 which reached IDR79,727
Rp79.727 juta. million.

Tabel Pendapatan Provisi dan Komisi Pembiayaan Syariah

Table of Sharia financing fees and commission income
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
72,064 79,727 (7,663) (9.61%)
Beban Bunga dan Bagi Hasil Syariah Interest Expense and Sharia Profit-
Sharing
Beban bunga dan bagi hasil syariah tahun Interest expense and sharia profit sharing in 2020
2020 mencapai (Rp6.128.031) meningkat 1,98% reached (IDR6,128,031), an increase of 1.98%
dibandingkan tahun 2019 yang mencapai compared to 2019 which reached (IDR6,008,924)
(Rp6.008.924) juta. Peningkatan tersebut karena million. This increase is due to the addition of
adanya penambahan pada pos simpanan nasabah customer deposit posts, whether placed by third
baik yang ditempatkan oleh pihak ketiga ataupun parties or other banks in 2020.
bank lain pada tahun 2020.
Tabel Beban Bunga dan Bagi Hasil Syariah

Table of Interest Expense and Sharia Profit-Sharing
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban bunga dan bagi hasil syariah
(6,128,031) (6,008,924) (119,107) 1.98%
Interest expense and sharia profit sharing
Pendapatan Bunga dan Syariah Neto Interest and Sharia Income – Net
Pendapatan bunga dan syariah neto tahun 2020 Net interest and sharia income in 2020 reached
mencapai Rp6.123.414 juta naik 1,91% dibandingkan IDR6,123,414 million, an increase of 1.91% compared
tahun 2019 yang mencapai Rp6.008.924 juta. to 2019 which reached IDR6,008,924 million.
Tabel Pendapatan Bunga dan Syariah Neto

Interest and Sharia Income - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan bunga dan syariah neto
(6,123,414) (6,008,924) (114,490) 1.91%
Interest and sharia income - net

2020 Annual Report
Pendapatan Operasional Lainnya Other Operating Income
Pendapatan operasional lainnya tahun 2020 Other operating income in 2020 reached
mencapai Rp1.458.149 juta meningkat 43,70% IDR1,458,149 million, an increase of 43.70%
Rp1.014.703 juta. Peningkatan tersebut karena million. The increase was due to the increase in
kenaikan keuntungan dari penjualan surat profit from the sale of traded securities - net.
berharga yang diperdagangkan – neto.
Tabel Pendapatan Operasional Lainnya

Table of Other Operating Income
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
641,022 599,296 41,726 6.96%
Fees and commissions other than the credit loans

247,051 267,980 (20,929) (7.81%)
Receipt of back-written loans

54,658 13,143 41,515 315.87%
Gain on foreign exchange transactions - net
Keuntungan dari penjualan surat berharga yang
diperdagangkan - neto 424,289 58,092 366,197 630.37%
Profit from sale of traded securities - net
Keuntungan yang belum direalisasi dari perubahan nilai
wajar surat berharga yang diperdagangkan - neto
92,475 25,851 66,624 257.72%
Unrealized gain from changes in fair value of marketable
securities - net
Lain-lain
(1,346) 50,341 (51,687) (102.67%)
Others

1,458,149 1,014,703 443,446 43.70%
Other operating revenues
Provisi dan Komisi Selain dari Kredit Fees and Commissions Other than Loans
yang Diberikan
Provisi dan komisi selain dari kredit yang diberikan Fees and commissions other than loans granted
tahun 2019 mencapai Rp599.296 juta meningkat in 2019 reached Rp. 599,296 million, an increase
3,22% dibandingkan tahun 2018 yang mencapai of 3.22% compared to 2018 which reached Rp.
Rp580.577 juta. Peningkatan tersebut karena 580,577 million. The increase was due to an
kenaikan provisi dan komisi dari mata uang Rupiah increase in fees and commissions from Rupiah
Rp11.233 juta. currency of Rp. 11,233 million.

Tabel Provisi dan Komisi Selain dari Kredit yang Diberikan

Table of Fees and commissions other than loans
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Rupiah:
Indonesian IDR
Provisi dan komisi

614,132 573,377 40,755 7.11%
Fees and commissions
Fee komitmen
25,400 24,462 938 3.83%
Commitment fee
Mata uang asing:

Foreign Currencies:
Provisi dan komisi

1,488 1,454 34 2.34%
Fees and commissions
Fee komitmen
2 3 (1) (33.33%)
Commitment fee

641,022 599,296 41,726 6.96%
Fees and commissions other than loans
Penerimaan Kembali Kredit yang Telah Recoveries from Written-Off Loans

Dihapus Buku
Penerimaan kembali kredit yang telah dihapus Receipt of written-off loans in 2020 reached
buku tahun 2020 mencapai Rp247.051 juta IDR247,051 million, decreased by 7.81% compared
menurun 7,81% dibandingkan tahun 2019 yang to 2019 which reached IDR267,980 million.
mencapai Rp267.980 juta.
Tabel Penerimaan Kembali Kredit yang Telah Dihapus Buku

Table of Recoveries from written-off loans
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
247,051 267,980 (20,929) (7.81%)
Recoveries from written-off loans
Keuntungan Transaksi Valuta Asing – Neto Gain From Foreign Exchange Transactions
- Net
Keuntungan transaksi valuta asing - neto tahun Gain from foreign exchange transactions - net in
2020 mencapai Rp54.658 juta meningkat 315.87% 2020 reached Rp. 54,658 million, increased by
dibandingkan tahun 2019 yang mencapai Rp13.143 315.87% compared to 2019 which reached Rp.
juta. 13,143 million.

2020 Annual Report
Tabel Keuntungan Transaksi Valuta Asing - Neto

Table of Gain on sale of held-for-trading marketable securities – net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
54,658 13,143 41,515 315.87%
Gain on sale of held-for-trading marketable securities – net
Keuntungan dari Penjualan Surat Berharga Gain On Sale of Held-for-Trading

yang Diperdagangkan – Neto Marketable Securities – Net
Keuntungan dari penjualan surat berharga yang Gain on sale of held-for-trading securities - net
diperdagangkan - neto tahun 2020 mencapai in 2020 reached IDR424,289 million, an increase
Rp424.289 juta meningkat 630,37% dibandingkan of 630.37% compared to 2019 which reached
tahun 2019 yang mencapai Rp58.092 juta. IDR58,092 million.
Tabel Keuntungan dari Penjualan Surat Berharga yang Diperdagangkan - Neto

Table of Gain on sale of held-for-trading marketable securities – net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Keuntungan dari penjualan surat berharga yang diperdagangkan
- neto 424,289 58,092 366,197 630.37%
Gain on sale of held-for-trading marketable securities – net
Keuntungan yang Belum Direalisasi dari Unrealized Gain on Changes In Fair Value
Perubahan Nilai Wajar Surat Berharga of Marketable Securities Held-For-Trading
yang Diperdagangkan – Neto – Net
Keuntungan yang belum direalisasi dari perubahan Unrealized gain from changes in fair value of
nilai wajar surat berharga yang diperdagangkan traded securities - net in 2020 reached IDR92,475
– neto tahun 2020 mencapai Rp92.475 juta million, an increase of 257.72% compared to 2019.
meningkat 257.72% dibandingkan tahun 2019.
Tabel Keuntungan yang Belum Direalisasi Dari Perubahan Nilai Wajar Surat Berharga yang
Diperdagangkan – Neto
Table of Unrealized gain on changes in fair value of marketable securities held-for-trading - net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Keuntungan yang belum direalisasi dari perubahan nilai wajar
surat berharga yang diperdagangkan - neto
92,475 25,851 66,624 257.72%
Unrealized gain on changes in fair value of marketable securities
held-for-trading - net

Lain-Lain Other Similar Things
Lain-lain tahun 2020 mencapai Rp1.346 juta Other similar things in 2020 reached IDR1,346
menurun 102,67% dibandingkan tahun 2019 yang million, decreased by 102.67% compared to 2019
mencapai Rp50.341 juta. which reached IDR50,341 million.
Tabel Lain-lain
Table of Other Similar Things
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Lain-lain
(1,346) 50,341 (51,676) (102.67%)
Other similar things
Beban Operasional Lainnya Other Operational Loads
Beban operasional lainnya tahun 2020 mencapai Other operating expenses in 2020 reached
million.
Tabel Beban Operasional Lainnya
Table of Other Operational Expenses
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban umum dan administrasi
(2,499,005) (2,281,455) (217,550) 9.54%
General and administrative expenses
Beban tenaga kerja dan tunjangan

(2,639,268) 2,024,828 (614,440) (30.35%)
Employee salaries and benefits
Penyisihan kerugian penurunan nilai atas aset keuangan dan
non keuangan – neto
(142,226) (321,837) 179,611 (55.81%)
Allowance for impairment losses on financial and non-financial
assets - net
Kerugian
Loss
Kerugian yang belum direalisasi dari perubahan nilai wajar
surat berharga yang diperdagangkan – neto
- - - -
Unrealized loss from changes in fair value of traded securities
- net
Recovery/(provision) for losses on commitments and 2,853 (149) 3,002 (2,014.77%)
contingencies
Lain-lain
(465,641) (409,447) (56,194) (13.72%)
Others

(5,743,287) (5,037,716) (705,571) 14.01%

2020 Annual Report
Pemulihan/(Penyisihan) Kerugian Recovery/(Allowance) Losses on

Komitmen dan Kontinjensi Commitments and Contingencies
Pemulihan/(penyisihan) kerugian komitmen dan Recovery/(allowance) for losses on commitments

kontinjensi tahun 2020 mencapai Rp2.853 juta and contingencies in 2020 reached IDR2,853
meningkat 2014,77% dibandingkan tahun 2019 million, an increase of 2014.77% compared to 2019
yang mencapai Rp149 juta. which reached IDR149 million.
Tabel Pemulihan/(Penyisihan) Kerugian Komitmen dan Kontinjensi

Table of Recovery/(allowance) losses on commitments and contingences
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Recovery/(allowance) for loss of commitment and 2,853 (149) 3,002 (2,014.77%)
contingencies
Laba Operasional Operational Profit
Laba operasional tahun 2020 mencapai Rp2.212.126 Operating profit in 2020 reached IDR2,212,126
yang mencapai Rp2.059.493 juta. Peningkatan which reached IDR2,059,493 million. This increase
tersebut sejalan dengan peningkatan pendapatan. is in line with the increase in income.
Tabel Laba Operasional

Table of Operational Profit
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(5) = (4)/
(1) (2) (3) (4) = (2)-(3)
(3)
Pendapatan bunga dan syariah neto
6,497,264 6,082,506 414,758 6.82%
Interest income and net sharia

1,458,149 1,014,703 443,446 43.70%
Other operating income

(5,743,287) (5,037,716) (705,571) 14.01%
Laba operasional
2,212,126 2,059,493 152,633 7.41%
Operating income
Beban Non-Operasional – Neto Non-Operational Expenses – Net
Beban non-operasional – neto tahun 2020 mencapai Non-operating expenses - net in 2020 reached
Rp44.098 juta menurun 45,91% dibandingkan tahun IDR44,098 million, decreased by 45.91% compared
2019 yang mencapai Rp81.531 juta. to 2019 which reached IDR81,531 million.

Tabel Beban Non-Operasional – Neto

Non-Operating Expenses Table - Net
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan non-operasional
30,596 50,114 (19,518) (38.95%)
Non-operating income
Beban non-operasional
(74,694) (131,645) 56,951 (43.26%)
Non-operating expenses
Beban non-operasional - neto

(44,098) (81,531) 37,433 (45.91%)
Non-operating expenses - net
Laba Sebelum Beban Pajak Profit Before Tax
Laba sebelum beban pajak tahun 2020 mencapai Profit before tax expense in 2020 reached
Peningkatan tersebut sejalan dengan peningkatan million. This increase was in line with the increase
laba operasional di tahun 2020. in operating profit in 2020
Tabel Laba Sebelum Beban Pajak

Table of Profit before Tax
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba operasional
2,212,126 2,059,493 152,633 7.41%
Operational income
Beban non-operasional - neto

(44,098) (81,531) 37,433 (45.91%)
Non-operating expenses - net
Laba sebelum beban pajak

2,168,028 1,977,962 190,066 9.61%
Profit before tax expense
Beban Pajak – Neto Tax Expenses – Net
Beban pajak – neto tahun 2020 mencapai Tax expense - net in 2020 reached IDR478,032
Rp478.032 juta meningkat 15,61% dibandingkan million, an increase of 15.61% compared to 2019
tahun 2019 yang mencapai Rp413,470 juta. which reached IDR413,470 million.
Tabel Beban Pajak – Neto

Table of Tax Expenses – Neto
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban pajak - neto
(478,032) (413,470) (64,562) 15.61%
Tax expenses - neto

2020 Annual Report
Laba Tahun Berjalan Current Year Profit
Laba tahun berjalan tahun 2020 mencapai Profit for the year 2020 reached IDR1,689,996
tahun 2019 yang mencapai Rp1.564.492 juta. which reached IDR1,564,492 million. The increase
Peningkatan tersebut karena kenaikan pendapatan was due to an increase in interest and sharia
bunga dan syariah sebesar 6,82%. income by 6.82%.
Tabel Laba Tahun Berjalan

Current Year Profit Table
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
2,168,028 1,977,962 190,066 9.61%
Beban pajak - neto

(478,032) (413,470) (64,562) 15.61%
Beban pajak - neto
Laba tahun berjalan

1,689,996 1,564,492 125,504 8.02%
Current Year Profit
Adapun laba tahun berjalan yang dapat The profit for the year attributable to owners of
diatribusikan kepada pemilik entitas induk tahun the parent entity in 2020 reached IDR1,687,218
2020 mencapai Rp1.687.218 juta meningkat million, an increase of 8.25% compared to 2019
8,25% dibandingkan tahun 2019 yang mencapai which reached IDR1,558,651 million. Meanwhile,
Rp1.558.651 juta. Sedangkan laba tahun berjalan profit for the year attributable to non-controlling
yang dapat diatribusikan kepada kepentingan interests in 2020 reached IDR2,778 million, down
non pengendali tahun 2020 mencapai Rp2.778 52.44% compared to 2019 which reached IDR5,841
juta turun 52,44% dibandingkan tahun 2019 yang million.
Tabel Laba Tahun Berjalan yang Dapat Diatribusikan

Attributable Profit for the Year Table
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
1,687,218 1,558,651 128,567 8.25%
Parent Entity
2,778 5,841 (3,063) (52.44%)
Total 1,689,996 1,564,492 125,504 8.02%
Pendapatan Komprehensif Lain Other Comprehensive Income
Pendapatan komprehensif lain tahun 2020 Other comprehensive income in 2020 reached
mencapai Rp219.225 juta meningkat 183,78% IDR219,225 million, an increase of 187.78%
dibandingkan tahun 2019 yang mencapai Rp77.251 compared to 2019 which reached IDR77,251 million.

juta. Peningkatan tersebut karena peningkatan The increase was due to the increase in gain from
Keuntungan dari perubahan nilai asset keuangan changes in the value of financial assets classified
dalam kelompok tersedia untuk dijual. as available for sale.
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Akun yang tidak akan direklasifikasikan ke laba rugi
Accounts that will not be reclassified to profit or loss
Pengukuran kembali atas program imbalan pasti
56,551 (10,160) 66,711 (656.60%)
Remeasurement of defined benefit plans
Revaluasi aset tetap
60,183 86,990 (26,807) (30.82%)
Fixed asset revaluation
Keuntungan (kerugian) dari perubahan nilai aset keuangan
118,449 (1,514) 119,963 (7,923.58%)
Gain (loss) from changes in the value of marketable securities
- available for sale
Pajak penghasilan
(15,958) 1,935 14,023 724.70%
income tax
Penghasilan Komprehensif Lain Tahun Berjalan – Setelah Pajak
219,225 77,251 141,974 183.78%
Other Comprehensive Income for the Year - After Tax
Laba Komprehensif Tahun Berjalan Current Year Comprehensive Profit
Laba komprehensif tahun berjalan tahun 2020 Comprehensive profit for the year 2020 reached
mencapai Rp1.909.221 juta meningkat 16,29% Rp1,909,221 million, an increase of 16.29% compared
dibandingkan tahun 2019 yang mencapai to 2019 which reached Rp1,641,743 million. This is
Rp1.641.743 juta. Hal tersebut karena meningkatnya due to the increase in other comprehensive income
penghasilan komprehensif lain tahun berjalan for the current year after tax.
setelah pajak.
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba tahun berjalan
1,689,996 1,564,492 125,504 8.02%
Current year profit
Penghasilan komprehensif lain tahun berjalan – setelah pajak

219,225 77,251 141,974 183.78%
Other comprehensive income for the year - after tax
Total laba komprehensif tahun berjalan

1,909,221 1,641,743 267,478 16.29%
Total comprehensive income for the year
Adapun laba komprehensif yang dapat The comprehensive profit attributable to the owner
diatribusikan kepada pemilik enititas induk of the parent entity in 2020 reached IDR1,906,495
tahun 2020 mencapai Rp1.906,495 juta naik million, up 16.54% compared to 2019 which reached
16,54% dibandingkan tahun 2019 yang mencapai IDR1,635,891 million. Meanwhile, comprehensive
Rp1.635.891 juta. Sedangkan laba komprehensif profit attributable to non-controlling interests
yang dapat diatribusikan kepada kepentingan non in 2020 reached IDR2,726 million, a decrease of
pengendali tahun 2020 mencapai Rp2.726 juta 53.73% compared to 2019 which reached IDR5,892
menurun 53,73% dibandingkan tahun 2019 yang million.

2020 Annual Report
Tabel Laba Komprehensif yang Dapat Diatribusikan

Tabel of Current Year Comprehensive Profit
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
1,906,495 1,635,891 270,604 16.54%
Parent Entity
2,726 5,892 (3,166) (53.73%)
Total 1,909,221 1,641,743 267,478 16.29%
Laba Per Saham Dasar yang Dapat Profit Per Basic Shares That Can Be
Diatribusikan Kepada Pemilik Entitas Atributed to Owner Entities (Full Value)
Induk (Nilai Penuh)
Laba per saham dasar yang dapat diatribusikan Profit per basic share which was attributable to
kepada pemilik entitas induk (nilai penuh) tahun owners of the parent entity (full value) in 2020
2020 mencapai Rp171,49 meningkat 9,35% reached IDR171.49, an increase of 9.35% compared
dibandingkan tahun 2019 yang mencapai Rp156,83. to 2019 which reached IDR156.83.
Tabel Laba Per Saham Dasar yang Dapat Diatribusikan kepada Pemilik Entitas Induk
Table of Profit Per Basic Share Attributable To Owners of the Parent Entity
(Nilai Penuh/Full Value)
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Per Saham Dasar Yang Dapat Diatribusikan Kepada
Pemilik Entitas Induk (Nilai Penuh)
171.49 156.83 15 9.35%
Basic Earnings Per Share Attributable to Owners of the Parent
Entity (Full Value)
Laporan Arus Kas Konsolidasian Consolidated Cash Flow Report
Tabel Laporan Arus Kas Konsolidasian

Table of Consolidated Cash Flow Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Arus Kas dari Aktivitas Operasi
Cash Flows from Operating Activities
Arus kas neto (digunakan untuk)/diperoleh dari aktivitas operasi

(1,395,455) (6,591,441) 5,195,986 (78.80%)
Net cash flows (used in)/obtained from operating activities
Arus Kas dari Aktivitas Investasi

Cash Flows from Investment Activities
Arus kas neto (digunakan untuk)/diperoleh dari aktivitas investasi

(397,467) (147,622) (249,845) 169.25%
Net cash flows (used for)/obtained from investing activities

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Arus Kas dari Aktivitas Pendanaan
Cash Flows from Funding Activities
Arus kas neto diperoleh dari aktivitas pendanaan

2,210,841 1,450,216 760,625 52.45%
Net cash flows are obtained from financing activities
Kenaikan Neto Kas dan Setara Kas

417,919 (5,288,847) 5,708,959 (107.89%)
Net Increase In Cash and Cash Equivalents
Kas dan Setara Kas pada Awal Tahun

17,963,204 23,249,310 (5,286,006) (22.75%)
Cash and Cash Equivalents at the Beginning of the Year
Dampak Bersih Perubahan Nilai Tukar Atas Kas dan Setara Kas
Net Impact of Changes In Exchange Value of Cash and Cash 54,658 2,841 51,817 1823.90%
Equivalents
Kas dan Setara Kas Pada Akhir Tahun
18,435,881 17,963,304 472,577 2.63%
Cash and Cash Equivalents at the End of the Year
Kas dan Setara Kas Pada Akhir Tahun Terdiri dari:

Cash and Cash Equivalents at the End of the Year consist of:
Kas
3,689,045 3,160,771 528,274 16.71%
Cash

8,046,403 6,512,341 1,534,062 23.56%
Giro pada bank lain

881,541 535,268 346,273 64.69%
Current accounts with other banks
Penempatan pada Bank Indonesia dan bank lain - jangka waktu
jatuh tempo tiga bulan atau kurang sejak tanggal perolehan
5,818,892 7,754,924 (1,940,032) (25.79%)
Placements with Bank Indonesia and other banks - maturities of
three months or less from the date of acquisition
Total kas dan setara kas
18,435,881 17,963,304 472,577 2.63%
Total cash and cash equivalents
Grafik Laporan Arus Kas Konsolidasian

Graph of Consolidated Statement of Cash Flow
(dalam triliun Rupiah/In Trillions IDR)
2,21
1,45
(0,15)
(0,40)
(1,40)
(6,59)
Arus kas neto Arus kas neto Arus kas neto Arus kas neto Arus kas neto
Arus kas neto
(digunakan untuk)/ (digunakan untuk)/ (digunakan untuk)/ (digunakan untuk)/ diperoleh
diperoleh
dari aktivitas dari aktivitas dari aktivitas dari aktivitas dari aktivitas
dari aktivitas
operasi investasi operasi investasi pendanaan
pendanaan
Net cash flows Net cash flows Net cash flows Net cash flows Net cash flows
Net cash flows from
(used in) / from (used for) / from (used in) / from (used for) / from from financing
financing activities
operating activities investing activities operating activities investing activities activities
2019 2020

2020 Annual Report
Arus Kas dari Aktivitas Operasi Cash Flow from Operation Activity
Arus kas neto digunakan untuk aktivitas operasi Net cash flows used for operating activities in
tahun 2020 mencapai Rp1.395.455 juta menurun 2020 reached IDR1,395,455 million, decreasing
78,80% dibandingkan tahun 2019 yang mencapai by 78.80% compared to 2019 which reached
Rp6.591.441 juta. Peningkatan tersebut karena IDR6,591.441 million. This increase was due to the
kenaikan deposito berjangka. increase in time deposits.
Tabel Arus Kas dari Aktivitas Operasi

Table of Cash Flow from Operation Activity
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penerimaan bunga dan syariah, provisi dan komisi
12,478,121 12,062,345 415,776 3.45%
Interest and sharia receipts, fees and commissions
Pembayaran bunga
(6,080,217) (6,013,854) (66,363) 1.10%
Interest payment
Pembayaran beban karyawan

(2,628,233) (2,078,219) (550,014) 26.47%
Payment of employee expenses
Pembayaran beban umum dan administrasi

(2,213,202) (2,427,498) 216,489 (8.91%)
Payment of general and administrative expenses
Penerimaan dari pendapatan operasional lainnya

1,186,017 841,139 344,878 41.00%
Receipts from other operating income
Penerimaan kredit yang telah dihapus buku

247,051 267,980 (20,929) (7.81%)
Receipt of written-off credit
Pembayaran beban lainnya

(633,522) (507,601) (125,921) 24.80%
Payment of other expenses
Pembayaran pajak penghasilan

(349,418) (408,788) 59,370 (14.52%)
Payment of income tax
Pembayaran pajak final atas revaluasi aset tetap

- - - 0.00%
Final tax payment on fixed asset revaluation
Penerimaan kas sebelum perubahan dalam aset dan liabilitas
operasi 2,006,597 1,735,504 271,093 15.62%
Cash receipts before changes in operating assets and liabilities
Penurunan (kenaikan) dalam aset operasi:
Decrease (increase) in operating assets:
Surat berharga
(2,535,595) (311,151) (2,224,444) 714.91%
Securities

(6,959,155) (346,445) (6,612,710) 1,908.73%
Securities purchased under agreement to be resold

167,664 (109,943) 277,607 (252.50%)
Export bills and other receivables
Penempatan pada Bank Indonesia dan bank lain

165,000 (165,000) 330,000 (200.00%)
Placements with Bank Indonesia and other banks
Kredit yang diberikan dan pembiayaan dan piutang syariah

(8,115,236) (7,246,690) (868,546) 11.99%
Loans and sharia financing and receivables
Tagihan Derivatif
- 76 (76) (100.00%)
Derivative Receivables
Tagihan Akseptasi
103,313 (73,705) 177,018 (240.17%)
Acceptance Charges
Aset lain-lain
255,487 (313,831) 569,318 (181.41%)
Other assets

Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kenaikan (penurunan) dalam liabilitas operasi:
Increase (decrease) in operating liabilities:
Liabilitas segera
13,232 328,297 (315,065) (95.97%)
Simpanan:
- 0.00%
Deposits:
Giro
(1,444,818) 2,660,375 (4,105,193) (154.31%)
Current accounts
Tabungan
1,746,837 363,823 1,383,014 380.13%
Savings
Deposito berjangka
16,805,465 (674,789) 17,480,254 (2,590.48%)
Time deposit

422,202 (2,558,727) 2,980,929 (116.50%)

(3,792,336) (60,508) (3,731,828) 6,167.50%
117,113 (123,647) 240,760 (194.72%)
Other liabilities
(103,282) 73,705 (176,987) (240.13%)
Acceptances payable
10 - - 0.00%
Derivative Liabilities
Hutang pajak
(247,953) (16,079) (231,874) 1,442.09%
Tax payable
Arus kas neto (digunakan untuk)/diperoleh dari aktivitas operasi

(1,395,455) (6,591,441) 5,195,986 (78.80%)
Arus Kas dari Aktivitas Investasi Cash Flow from Investment Activity
Arus kas neto digunakan untuk aktivitas investasi Net cash flow used for investment activities in
tahun 2020 mencapai Rp397.467 juta meningkat 2020 reached IDR397,497 million, an increase
Rp147,622 juta. Peningkatan tersebut karena IDR147,622 million. The increase is due to the
pembelian aset tetap. purchase of fixed assets.
Tabel Arus Kas dari Aktivitas Investasi

Table of Cash Flow from Investment Activities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penerimaan dividen kas
7,137 11,789 (4,652) (39.46%)
Cash dividend received
Pembayaran atas jatuh tempo surat berharga yang dimiliki
hingga jatuh tempo - neto - - - -
Payment on maturity Securities held to maturity - net
Penambahan penyertaan saham
- - - -
Additional shares in shares
Pembelian aset tetap

(404,604) (159,446) (245,158) 153.76%
Purchase of fixed assets

2020 Annual Report
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Hasil penjualan aset tetap
- 35 (35) (100.00%)
Proceeds from sales of fixed assets
Arus kas neto (digunakan untuk)/diperoleh dari aktivitas
investasi (397,467) (147,622) (249,845) 169.25%
Arus Kas dari Aktivitas Pendanaan Cash Flow from Funding Activities
Arus kas neto diperoleh dari aktivitas pendanaan Net cash flow obtained from financing activities
tahun 2020 mencapai Rp2.320.841 juta meningkat in 2020 reached IDR2,320,841 million, an increase
Rp1,450,216 juta. Peningkatan tersebut karena IDR1,450,216 million. The increase was due to an
naiknya penerimaan dari pinjaman yang diterima increase in receipts from loans received by 20.45%
sebesar 20,45% dan naiknya efek-efek yang dijual and an increase in securities sold under repurchase
dengan janji dibeli Kembali sebesar 246,09%. agreements by 246.09%.
Tabel Arus Kas dari Aktivitas Pendanaan

Table of Cash Flow from Funding Activities
Pertumbuhan
Uraian Growth
2020 2019
Description
Rp %
-1 -2 -3 (4) = (2)-(3) (5) = (4)/(3)
Penanaman modal

Capital investment
Penerimaan dari pinjaman yang diterima

2,508,756 2,082,867 425,889 20.45%
Receipts from loans received
Pembayaran dividen kas

(925,044) (879,586) (45,458) 5.17%
Payment of cash dividends
Pembayaran liabilitas sewa

(121,171) - (121,171) 0.00%
Payment of lease obligations

748,300 248,000 500,300 201.73%
Hasil efek hutang yang diterbitkan

- (1,065) - 0.00%
Result of debt securities issued
Arus kas neto diperoleh dari aktivitas pendanaan

2,210,841 1,450,216 760,625 52.45%
Net cash flows are obtained from financing activities
Kemampuan Membayar Utang Ability to Pay Debt and

dan Kolektibilitas Piutang Collectibility In Receivables
Kemampuan Membayar Utang Ability to Pay Debt
Kemampuan membayar utang tercermin dari The ability to pay debt is reflected in the Bank’s
likuiditas dan solvabilitas Bank. Berkenaan dengan liquidity and solvency. With regard to bonds
obligasi yang diterbitkan, kemampuan membayar issued, the ability to pay debts is reflected in the
utang tercermin dari lancarnya pembayaran bunga smooth payment of interest and the ranking of
dan pemeringkatan obligasi. bonds.


Kemampuan Membayar Utang Jangka Ability to Pay Short Term (Liquidity

Pendek (Likuiditas Bank) Bank) Debt
Pada tahun 2020, rasio kredit terhadap dana In 2020, the Loan to Deposit Ratio (LDR) of 86.32%
pihak ketiga atau Loan to Deposit Ratio (LDR) (bank only) decreased by 9.75% compared to
sebesar 86,32% (bank only) mengalami penurunan LDR in 2019 of 96.07% (bank only) . This showed
sebesar 9,75% dibandingkan dengan LDR pada that the Bank’s liquidity level was still maintained.
tahun 2019 yang sebesar 96,07% (bank only). Hal This showed that the Bank’s liquidity level was
ini menunjukkan bahwa tingkat likuiditas Bank tightening. Even so, the LDR of bank bjb was still
masih terjaga. Hal ini menunjukkan bahwa tingkat below the national banking industry average or
likuiditas Bank mengalami pengetatan. Meskipun in other words, bank bjb liquidity was above the
demikian, LDR bank bjb tersebut masih di bawah banking industry average with an LDR of 82.54%
rata-rata industri perbankan nasional atau dengan in the same period.
kata lain, likuiditas bank bjb di atas rata-rata
industri perbankan dengan LDR yang tercatat
sebesar 82,54% pada periode yang sama.
Kemampuan Membayar Utang Jangka Ability to Pay Long-Term Debt

Panjang (Solvabilitas Bank) (Bank Solvability)
bank bjb mengukur solvabilitas melalui rasio Company measures solvency through bank
permodalan bank. bank bjb memastikan kecukupan capital ratios. Company ensures the bank’s capital
modal bank untuk dapat memenuhi risiko kredit, adequacy to meet credit risk, market risk and
risiko pasar dan risiko operasional yang tercermin operational risk which is reflected in the Capital
dari Rasio Kecukupan Modal (Capital Adequacy Adequacy Ratio (CAR). CAR is the ratio of capital
Ratio/CAR). CAR adalah rasio modal terhadap to Risk Weighted Assets (RWA).
aset tertimbang menurut risiko (Risk Weighted
Assets/RWA).
Pada tahun 2020, CAR Bank mencapai 17,31% (bank In 2020, the Bank’s CAR reached 17.31% (bank
only), mengalami peningkatan jika dibandingkan only), an increase compared to 2019’s CAR of 17.71%
dengan CAR tahun 2019 sebesar 17,71% (bank (bank only). In accordance with Bank Indonesia
only). Sesuai dengan Peraturan Bank Indonesia Regulation (BI) based on POJK Number 11/
(BI) berdasarkan POJK Nomor 11/POJK.03/2016 POJK.03/2016 dated January 29, 2016 concerning
tanggal 29 Januari 2016 perihal Kewajiban Minimum Capital Adequacy Requirement for
Penyediaan Modal Minimum Bank Umum CAR Commercial Banks The minimum CAR set by BI
minimum yang ditetapkan BI adalah sebesar 14%. was 14%.
Dengan rasio CAR berada pada tingkat 17,31%, With the CAR ratio at the level of 17.31%, bank bjb’s
struktur permodalan bank bjb memiliki kapabilitas capital structure had the capability to balance
untuk mengimbangi risiko pasar, risiko kredit, market risk, credit risk and operational risk where
dan risiko operasional di mana rasio tersebut the ratio was higher than BI’s minimum adequacy
lebih tinggi dari rasio kecukupan minimum BI ratio and bank bjb’s capital structure had complied
dan struktur modal bank bjb sudah memenuhi with BI regulations. This meant that bank bjb had
Peraturan BI. Hal ini berarti bahwa bank bjb telah managed well the bank’s capital and had sufficient
mengelola dengan baik modal Bank dan memiliki capital to protect it from solvency risk.
kecukupan modal untuk melindungi dari risiko
solvabilitas.

2020 Annual Report
Rasio Keuangan Lain Other Financial Ratios
Rasio keuangan bank bjb di tahun 2020 Company financial ratios in 2020 did not
tidak mengalami perubahan yang signifikan experience a significant change compared to
dibandingkan dengan tahun 2019. Rasio keuangan 2019. Company financial ratios are presented in
bank bjb disajikan pada tabel berikut. the following table
Tabel Rasio Keuangan (Bank Only)

Table of Financial Ratio (Bank Only)
Uraian 2020 2019 Description
Rasio Kinerja Performance Ratio
Kewajiban Penyediaan Modal Minimum Minimum Capital Adequacy Requirement

17.31 17.71
(KPMM) (KPMM)
Aset Produktif Bermasalah dan Aset Non Problematic Earning Assets and
Produktif Bermasalah terhadap Total Aset 1.03 1.27 Non-Earning Assets to Total Earning Assets
Produktif dan Aset Non Produktif and Non-Earning Assets
Aset Produktif Bermasalah Terhadap Total Non Performing Earning Assets Against
1.07 1.34
Aset Produktif Total Earning Assets
Cadangan Kerugian Penurunan Nilai (CKPN) Allowance for Impairment Losses (CKPN) on
1.48 0.68
Aset Keuangan terhadap Aset Produktif Financial Assets against Earning Assets
NPL (Bank Saja) NPL (Bank Only)
NPL Gross 1.40 1.58 Gross NPL
NPL Nett 0.41 0.81 NPL Nett
Return on Asset (ROA) 1.66 1.68 Return on Asset (ROA)
Return on Equity (ROE) 16.95 16.51 Return on Equity (ROE)
Net Interest Margin (NIM) 5.39 5.75 Net Interest Margin (NIM)
Biaya Operasional terhadap Pendapatan Operating Costs to Operating Income

83.95 84.22
Operasional (BOPO) (BOPO)
Loan to Deposit Ratio (LDR) 86.32 96.07 Loan to Deposit Ratio (LDR)
Rasio Kepatuhan (Compliance) COMPLIANCE RATIO (COMPLIANCE)
Persentase Pelanggaran BMPK Percentage of LLL Violations
Pihak Terkait 0 0 Related parties
Pihak Tidak Terkait 0 0 Unrelated Parties
Persentase Pelampauan BMPK Percentage of Exceeding the LLL
Pihak Terkait 0 0 Related parties
Pihak Tidak Terkait 0 0 Unrelated Parties

Uraian 2020 2019 Description
Giro Wajib Minimum Statutory Reserve Requirement
GWM Utama Rupiah 3.51 6.52 Main Statutory Reserves in Rupiah
GWM Valuta Asing 4.22 8.50 Foreign Currency GWM
Posisi Devisa Neto (PDN) secara keseluruhan 1.05 1.11 Overall Net Open Position (NOP)
Kemampuan Membayar Utang Ability to Pay Debt from Published

dari Efek-Efek yang Diterbitkan Effects
Kemampuan membayar utang juga dapat The ability to pay debts can also be reflected based
tercermin berdasarkan peringkat dari efek-efek on the ranking of securities issued by the Bank,
yang diterbitkan Bank yaitu Obligasi. Efek-efek namely Bonds. Securities issued are routinely
yang diterbitkan secara rutin dinilai oleh lembaga assessed by rating agencies to support the
pemeringkatan guna mendukung kelayakan efek. feasibility of securities. The quality of securities is
Kualitas efek sangat ditentukan oleh kemampuan largely determined by the ability of the securities
perusahaan penerbit efek dalam membayar efek issuer to pay for its securities when they are due
nya pada saat jatuh tempo dan kemampuannya and their ability to pay interest or coupons during
membayar bunga atau kupon selama jangka waktu the period of issuance of the securities.
penerbitan efek tersebut.
Tabel Kemampuan Membayar Hutang dari Efek-Efek yang diterbitkan

Table of Ability to Pay Debt of Securities issued
Peringkat
Keterangan Rating
Description
2020 2019
Obligasi
Obligasi Berkelanjutan I bank bjb Tahap III Tahun 2019 Seri A

AA- oleh Pefindo AA- oleh Pefindo
Continuous Bonds I bank bjb Phase III Year 2019 Series A Id Id
Obligasi Berkelanjutan I bank bjb Tahap III Tahun 2019 Seri B

Continuous Bonds I bank bjb Phase III Year 2019 Series B Id Id
Obligasi Berkelanjutan I bank bjb Tahap III Tahun 2019 Seri C

Continuous Bonds I bank bjb Phase III Year 2019 Series C Id Id
Obligasi Berkelanjutan II bank bjb Tahap I Tahun 2020 Seri A

A oleh Pefindo -
Continuous Bonds II bank bjb Phase I Year 2020 Series A Id
Obligasi Berkelanjutan II bank bjb Tahap I Tahun 2020 Seri B

A oleh Pefindo -
Continuous Bonds II bank bjb Phase I Year 2020 Series B Id
Obligasi Berkelanjutan II bank bjb Tahap II Tahun 2020 Seri A

A oleh Pefindo -
Continuous Bonds II bank bjb Phase II Year 2020 Series A Id
Obligasi Berkelanjutan II bank bjb Tahap II Tahun 2020 Seri B

A oleh Pefindo -
Continuous Bonds II bank bjb Phase II Year 2020 Series B Id

2020 Annual Report
Tabel Arti Peringkat

Table of Ranking Meaning
Lembaga Pemeringkat Peringkat Arti Peringkat

Rating Agency Ranking Meaning
Pefindo Rating AA
id
Hanya berbeda tipis dengan idAAA, tingkat idAA berarti memiliki kapasitas yang
sangat kuat dalam long-term financial commitments dibandingkan dengan obligor
Indonesia lainnya.
Only slightly different from idAAA, the level of idAA means that it has a very
strong capacity in long-term financial commitments compared to other Indonesian
obligors.
Id
A Obligor dengan peringkat IdA memiliki kapasitas yang kuat untuk memenuhi
komitmen keuangan jangka panjangnya dibandingkan dengan obligor Indonesia
lainnya. Namun, obligor agak lebih rentan terhadap kerugian pengaruh perubahan
keadaan dan kondisi ekonomi dibandingkan obligor berperingkat lebih tinggi.
An obligor rated IdA has a stronger capacity to meet its long-term financial
commitments compared to other Indonesian obligors. However, obligors are
somewhat more susceptible to loss from changes in economic conditions and
conditions than obligors with higher ratings.
Tanda minus (-) Pada peringkat tertentu menunjukkan bahwa peringkat tersebut relatif lemah
Minus sign (-) dalam masing-masing kategori peringkat.
A certain rating indicates that the rating is relatively weak within the respective
rating category.
Kolektibiltas Piutang Receivable Collectibility
Rasio kredit bermasalah dihitung sesuai The ratio of problem loans is calculated in
dengan pedoman perhitungan rasio keuangan accordance with the financial ratio calculation
sebagaimana tercantum dalam Surat Edaran Bank guidelines as stated in Bank Indonesia Circular
Indonesia (SE-BI) No. 3/30/DPNP tanggal 14 Letter (SE-BI) No. 3/30/DPNP dated 14 December
Desember 2001 sebagaimana telah diubah dengan 2001 as amended by SE-BI No. 7/10/DPNP dated
SE-BI No. 7/10/DPNP tanggal 31 Maret 2005 yang March 31, 2005 which was later amended through
kemudian diubah melalui SE-BI No.12/11/DPNP SE-BI No.12/11/DPNP dated March 31, 2010 and SE-
tanggal 31 Maret 2010 dan SE-BI No. 13/30/DPNP BI No. 13/30/DPNP on December 16, 2011.
tanggal 16 Desember 2011.
Rincian kredit segmen konvensional yang diberikan Details of conventional segment loans provided
berdasarkan kolektibilitas adalah sebagai berikut. based on collectability are as follows.
Tabel Rincian Kredit Segmen Konvensional yang Diberikan Berdasarkan Kolektibilitas

Table of Conventional Segment Loans Details Given Based on Collectability
31 Desember 2020 31 Desember 2019 Pertumbuhan

31 December 2020 31 December 2019 Growth
Keterangan
Description
Pokok Cadangan Pokok Cadangan Pokok Cadangan
Main Reserve Main Reserve Main Reserve
Individual
Lancar
- - 395,960 18,797 - -
Current
Dalam perhatian khusus

- - 151,293 8,604 0.00% 0.00%
Special mention
Kurang lancar
392 392 34,726 4,111 (98.87%) (90.46%)
Sub-standard


Keterangan
Description
Pokok Cadangan Pokok Cadangan Pokok Cadangan
Main Reserve Main Reserve Main Reserve
Diragukan
- - 68,679 28,192 0.00% 0.00%
Doubtful
Macet
388,497 361,374 807,015 382,063 (51.86%) (5.42%)
Loss
Kolektif
Current
Lancar
86,287,464 566,519 78,029,581 11,833 10.58% 4687.62%
Current
Dalam perhatian khusus

1,873,706 292,418 1,978,441 20,937 (5.29%) 1296.66%
Special mention
Kurang lancar
34,809 19,306 24,091 2,911 44.49% 563.21%
Sub-standard
Diragukan
69,764 26,694 57,926 14,617 20.44% 82.62%
Doubtful
Macet
796,302 488,967 339,534 213,235 134.53% 129.31%
Loss
Total 89,450,934 1,755,670 81,887,246 705,300 9.24% 148.93%
Tabel Kredit yang Diberikan Berdasarkan Jangka Waktu Perjanjian Kredit

Credit Tables Given Based on the Term of the Credit Agreement
31 Desember 2020 31 Desember 2019

31 December 2020 31 December 2019
Jumlah Nosional Jumlah Nosional

Keterangan
Mata Uang Asing Mata Uang Asing
Explanation
(angka penuh) Ekuivalen Rupiah (angka penuh) Ekuivalen Rupiah
Foreign Currency IDR Equivalent Foreign Currency IDR Equivalent
Notional Amount Notional Amount
(full amount) (full amount)
Rupiah
IDR
1 tahun
8,169,177 5,156,819
1 year
> 1 - 5 tahun
20,461,033 13,565,570
> 1 - 5 years
> 5 - 10 tahun
24,780,845 19,371,884
> 5 - 10 years
> 10 tahun
35,970,010 43,662,541
> 10 years
89,381,065 81,756,814

1 tahun
- - - -
1 year
> 1 - 5 tahun
171,648 2,412 171,624 2,383
> 1 - 5 years
> 5 - 10 tahun
4,801,244 67,457 9,223,795 128,049
> 5 - 10 years
69,869 130,432

2020 Annual Report

Jumlah Nosional Jumlah Nosional

Keterangan
Mata Uang Asing Mata Uang Asing
Explanation
(angka penuh) Ekuivalen Rupiah (angka penuh) Ekuivalen Rupiah
Foreign Currency IDR Equivalent Foreign Currency IDR Equivalent
Notional Amount Notional Amount
(full amount) (full amount)
Total 89,450,934 81,887,246

(1,755,670) (705,300)
Neto 87,695,264 81,181,946
Di sisi lain, uraian terkait kredit non-performing On the other hand, the description regarding non-
berdasarkan sektor ekonomi diuraiakan sebagai performing loans based on economic sector is
berikut. described as follows.
Tabel Kredit Non Perfoming Berdasarkan Sektor Ekonomi

Table of Non Performing Credit by Economic Sector

Cadangan Cadangan Cadangan

Kerugian Kerugian Kerugian
Keterangan Kredit Non Kredit Non Kredit Non
Penurunan Penurunan Penurunan
Explanation perfoming perfoming perfoming
Nilai Nilai Nilai
Non Non Non
Allowance Allowance Allowance
performing performing performing
for for for
credit credit credit
Impairment Impairment Impairment
Losses Losses Losses
Rupiah
IDR
Perdagangan
200,805 123,413 168,328 94,526 19.29% 30.56%
Trading
Jasa dunia usaha

64,986 51,818 61,950 18,450 4.90% 180.86%
Business services
Pertanian
23,549 16,467 186,362 88,764 (87.36%) (81.45%)
Agriculture
Industri
41,882 30,360 42,141 23,449 (0.61%) 29.47%
Industry
Konstruksi
349,811 306,901 411,803 207,711 (15.05%) 47.75%
Construction
Jasa-jasa sosial
6,934 5,812 2,772 1,327 150.14% 337.98%
Social services
Pengangkutan dan pergudangan

67 30 135 88 (50.37%) (65.91%)
Transport and warehousing
Pertambangan
127,747 125,979 12,436 3,856 927.24% 3167.09%
Mining
Lain
471,571 233,541 443,661 205,991 6.29% 13.37%
Other



Keterangan Kredit Non Kredit Non Kredit Non
Explanation perfoming perfoming perfoming
Nilai Nilai Nilai
Non Non Non
Allowance Allowance Allowance
for for for

United States dollar
Industri
2,412 2,412 2,383 967 1.22% 149.43%
Industry
Perdagangan
- - - - 0.00% 0.00%
Trading
Lain-lain
- - - - 0.00% 0.00%
Others
Total 1,289,764 896,733 1,331,971 645,129 (3.17%) 39.00%
Tabel Pembiayaan Syariah Berdasarkan Jenis Kolektibilitas

Table of Sharia Financing by Collectability Type
2020
Dalam
Uraian Kurang
Perhatian
Lancar lancar Diragukan Macet
Khusus Total
Current Sub- Doubtful Loss
Special
standard
mention
Pihak ketiga
Modal kerja 3,439,993 97,750 14,478 5,957 86,142 3,644,320
Investasi 1,130,091 66,551 61,714 19,984 40,915 1,319,255
Konsumsi 480,788 6,352 38,838 309 36,249 562,536
Sindikasi 147,909 147,909
Karyawan 87,489 87,489
Total 5,286,270 170,653 115,030 26,250 163,306 5,761,509
Cadangan kerugian penurunan nilai (15,976) (1,425) (18,689) (13,208) (107,795) (157,093)
Neto 5,270,294 169,228 96,341 13,042 55,511 5,604,416

2020 Annual Report
Rasio kredit yang diberikan non-performing - The ratio of non-performing loans - gross to
kotor terhadap total kredit yang diberikan adalah total loans extended was 1.40% and 1.58% as of
1,40% dan 1,58% masing-masing pada tanggal December 31, 2020 and 2019, respectively. The
31 Desember 2020 dan 2019. Rasio kredit yang ratio of non-performing - net loans to total loans
diberikan non-performing - bersih terhadap total was 0.41% and 0.81% as of December 31, 2020 and
kredit yang diberikan adalah 0,41% dan 0,81% 2019, respectively.
masing-masing pada tanggal 31 Desember 2020
dan 2019.
Di sisi lain, pembiayaan dengan prinsip syariah On the other hand, financing with sharia principles
seluruhnya diberikan dalam mata uang rupiah. is all in IDR. The details of sharia segment financing
Adapun rincian pembiayaan segmen syariah yang provided based on the type of collectability are
diberikan berdasarkan jenis kolektibilitas diuraikan described in the following table.
ke dalam tabel sebagai berikut.
2019
Dalam
Kurang Description
Perhatian
Lancar lancar Diragukan Macet
Khusus Total
Current Sub- Doubtful Loss
Special
standard
mention
Third Party
3,254,629 118,161 8 ,933 4,892 95,007 3,481,622 Working capital
819,140 123,834 20,430 155 16,707 980,266 Investation
596,366 69,152 1,204 - 45,173 711,895 Consumption
94,630 - - - - 94,630 Syndication
133,646 - - - - 133,646 Employees
4,898,411 311,147 30,567 5,047 156,887 5,402,059 Total
(14,139) (5,530) (4,428) (1,007) (105,998) (131,102) Allowance for impairment losses
4,884,272 3 05,617 26,139 4 ,040 50,889 5,270,957 Neto

Tabel Pembiayaan Syariah Berdasarkan Jangka Waktu Perjanjian Kredit

Table of Sharia Financing Based on the Credit Agreement Period
Uraian 31 Desember 2020 31 Desember 2019 Pertumbuhan

Description 31 December 2020 31 December 2019 Growth
Rupiah
IDR
1 tahun
283,425 346,213 (18.14%)
1 year
> 1 - 5 tahun
820,365 853,116 (3.84%)
> 1 - 5 years
> 5 - 10 tahun
1,765,103 1,740,366 1.42%
> 5 - 10 years
> 10 tahun
2,892,616 2,462,364 17.47%
> 10 years
Total 5,761,509 5,402,059 6.65%

(157,093) (131,102) 19.83%
Neto 5,604,416 5,270,957 6.33%
Tabel Pembiayaan Syariah Non Performing Berdasarkan Sektor Ekonomi

Table of Non Performing Sharia Financing by Economic Sector

31 Desember 2020 31 Desember 2019 Growth

Keterangan Pembiayaan Pembiayaan Pembiayaan
Information Non Non Non
perfoming perfoming perfoming
Nilai Nilai Nilai
Non Non Non
Allowance for Allowance for Allowance for
Pengangkutan dan pergudangan

1,152 (529) 1,336 774 (13.77%) (168.35%)
Transport and warehousing
Industri
5,428 (2,489) 23,918 13,845 (77.31%) (117.98%)
Industry
Perdagangan
14,200 (6,513) 9,201 5,326 54.33% (222.29%)
Trading
Konstruksi
50,432 (23,129) 4,384 2,538 1,050.36% (1,011.31%)
Construction
Jasa dunia usaha

84,401 (38,709) 9,283 5,374 809.20% (820.30%)
Business services
Jasa-jasa sosial
7,282 (3,340) 16,130 9,337 (54.85%) (135.77%)
Social services

2020 Annual Report

31 Desember 2020 31 Desember 2019 Growth

Keterangan Pembiayaan Pembiayaan Pembiayaan
Information Non Non Non
perfoming perfoming perfoming
Nilai Nilai Nilai
Non Non Non
Allowance for Allowance for Allowance for
Pertambangan
Mining
Pertanian
4,987 (2,287) 10,742 6,218 (53.57%) (136.78%)
Agriculture
Listrik, gas dan air

56,069 (25,715) 8,991 5,204 523.61% (594.14%)
Electricity, gas and water
Lain-lain
80,635 (36,981) 108,516 62,817 (25.69%) (158.87%)
Others
Total 304,586 (139,692) 192,501 111,433 58.23% (225.36%)
Pada tanggal 31 Desember 2020 dan 2019, As of December 31, 2020 and 2019, the ratio of non-
rasio pembiayaan syariah non-performing-kotor performing-gross Islamic financing to total Islamic
terhadap jumlah pembiayaan syariah masing- financing was 5.28% and 3.54%, respectively.
masing sebesar 5,28% dan 3,54%. Sedangkan Meanwhile, the ratio of non-performing-net sharia
rasio pembiayaan syariah non-performing-neto financing to the amount of sharia financing as of
terhadap jumlah pembiayaan syariah pada tanggal December 31, 2020 and 2019 was 2.86% and 1.50%,
31 Desember 2020 dan 2019, masing-masing respectively.
sebesar 2,86% dan 1,50%.
Kualitas Aset Produktif Productive Asset Quality
Total aset produktif tahun 2020 mencapai Total productive assets in 2020 reached
Rp124.014.757 juta, meningkat dibandingkan IDR124,014,757 million, an increase compared to
dengan tahun 2019 yang mencapai Rp100.022.761 2019 which reached IDR100,022,761 million. The
juta. Komposisi tahun 2020 yang termasuk dalam composition of 2020 which is included in the
kategori lancar sebesar Rp120.567.383 juta, dalam current category is IDR120,567,383 million, with
perhatian khusus sebesar Rp2.119.618 juta, kurang special mention of IDR2,119,618 million, substandard
lancar sebesar Rp65.729 juta, diragukan sebesar amounting to IDR65,729 million, undoubtedly
Rp53.865 juta dan macet sebesar Rp1.208.162 juta. IDR53,865 million and loss of IDR1,208,162 million.

Tabel Kualitas Aset Produktif

Table of Productive Asset Quality
INDIVIDUAL
31 Desember 2020
December 31, 2020
No POS-POS
Dalam
Kurang
Perhatian
Lancar Lancar Diragukan Macet Jumlah
Khusus
Current Sub- Doubtful Loss Total
Special
standard
mention
I Pihak Terkait
1 Penempatan pada bank lain
a. Rupiah 250,297 - - - - 250,297
b. Valuta asing - - - - - -
Tagihan spot dan derivatif/

2
forward
a. Rupiah - - - - - -
3 Surat berharga yang dimiliki
a. Rupiah - - - - - -
Surat Berharga yang dijual

4 dengan janji dibeli kembali
(Repo)
a. Rupiah - - - - - -
Tagihan atas surat berharga

yang dibeli dengan janji
5
dijual kembali (Reverse
Repo)
a. Rupiah - - - - - -
6 Tagihan akseptasi - - - - - -
Kredit yang diberikan dan

7
pembiayaan yang diberikan
Debitur Usaha Mikro,
a. Kecil dan Menengah
(UMKM)
i. Rupiah 164,089 - - - - 164,089
ii. Valuta asing - - - - - -

2020 Annual Report
INDIVIDUAL
31 Desember 2019
December 31, 2019
POSTS
Dalam
Kurang
Perhatian
Khusus
Special
standard
mention
Related Parties
Placements with other banks
73,531 - - - - 73,531 a. IDR
- - - - - b. Foreign exchange
Spot and derivatives/forward

receivables
- - - - - - a. IDR
- - - - - - b. Foreign exchange
Securities owned
- - - - - - a. IDR
Claims on securities purchased

under agreement to resell (Repo)
- - - - - - a. IDR

under agreement to resell (Reverse
Repo)
- - - - - - a. IDR
- - - - - - Acceptance claims
Loans given and financing

provided
Micro, Small and Medium

a.
Enterprises (MSME) Debtors
58,157 - - - - 58,157 i. IDR
- - - - - - ii. Foreign exchange

INDIVIDUAL
31 Desember 2020
December 31, 2020
No POS-POS
Dalam
Kurang
Perhatian
Khusus
Special
standard
mention
b. Bukan debitur UMKM
i. Rupiah 147,489 - - - - 147,489
Kredit yang
c.
direstrukturisasi **)
i. Rupiah 95,857 - - - - 95,857
8 Penyertaan modal 1,848,078 - - - - 1,848,078
9 Tagihan Lainnya - - - - - -
10 Komitmen dan kontinjensi
a. Rupiah 58,947 - - - - 58,947
Total 2,564,757 - - - - 2,564,757
II Pihak Tidak Terkait
1 Penempatan pada bank lain
a. Rupiah 2,222,033 - - - - 2,222,033
b. Valuta asing 644,523 - - - 71 644,594
Tagihan spot dan derivatif/

2
forward
a. Rupiah - - - - - -
3 Surat berharga yang dimiliki
a. Rupiah 13,155,552 - 21,071 - - 13,176,623
b. Valuta asing 92,635 - - - - 92,635
Surat Berharga yang dijual

4 dengan janji dibeli kembali
(Repo)
a. Rupiah - - - - - -

2020 Annual Report
INDIVIDUAL
31 Desember 2019
December 31, 2019
POSTS
Dalam
Kurang
Perhatian
Khusus
Special
standard
mention
b. Not a MSME debtor
87,641 - - - - 87,641 i. IDR
c. Restructured Credit **)
- - - - - - i. IDR
1,513,078 - - - - 1,513,078 Equity capital
- - - - - - Other Receivables
Commitments and contingencies
521,477 - - - - 521,477 a. IDR
2,253,884 - - - - 2,253,884 Total
Non-Related Parties
Placements with other banks
1,114,864 - - - - 1,114,864 a. IDR
444,912 - - - - 444,912 b. Foreign exchange
Spot and derivatives/forward

receivables
- - - - - - a. IDR
Securities owned
8,255,163 - 91,356 - - 8,346,519 a. IDR
Securities sold under repurchase

agreement (Repo)
- - - - - - a. IDR

INDIVIDUAL
31 Desember 2020
December 31, 2020
No POS-POS
Dalam
Kurang
Perhatian
Khusus
Special
standard
mention
Tagihan atas surat berharga

yang dibeli dengan janji
5
dijual kembali (Reverse
Repo)
a. Rupiah 10,121,400 - - - - 10,121,400
b. Valuta asing -
6 Tagihan akseptasi 52,802 - - - - 52,802
Kredit yang diberikan dan

7
pembiayaan yang diberikan
Debitur Usaha Mikro,
a. Kecil dan Menengah
(UMKM)
i. Rupiah 7,462,256 199,810 19,477 13,189 601,541 8,296,273
ii. Valuta asing - - - - 2,412 2,412
b. Bukan debitur UMKM
i. Rupiah 78,194,548 1,616,241 12,823 38,364 555,886 80,417,862
ii. Valuta asing 67,457 - - - - 67,457
Kredit yang
c.
direstrukturisasi
i. Rupiah 2,291,053 264,268 1,449 2,312 45,218 2,604,300
ii. Valuta asing 503,101 6,645 - - 1,703 511,449
8 Penyertaan modal 34,327 - 6,806 - 990 42,123
9 Tagihan Lainnya - - - - - -
10 Komitmen dan kontinjensi
a. Rupiah 5,698,144 32,654 4,103 - 341 5,735,242
b. Valuta asing 27,552 - - - - 27,552
Total 120,567,383 2,119,618 65,729 53,865 1,208,162 124,014,757
III Informasi Lain
Total aset bank yang

1
dijaminkan:
a. Pada Bank Indonesia
b. Pada pihak lain
2 Agunan yang diambil alih
Total - - - - - 57,832

2020 Annual Report
INDIVIDUAL
31 Desember 2019
December 31, 2019
POSTS
Dalam
Kurang
Perhatian
Khusus
Special
standard
mention

under agreement to resell (Reverse
Repo)
3,162,245 - - - - 3,162,245 a. IDR
156,084 - - - - 156,084 Acceptance claims
Loans given and financing

provided
Micro, Small and Medium

a.
Enterprises (MSME) Debtors
8,461,840 328,913 12,324 62,398 609,794 9,475,269 i. IDR
- - - - 2,383 2,383 ii. Foreign exchange
b. Not a MSME debtor
69,473,794 1,689,459 35,725 51,984 512,196 71,763,158 i. IDR
128,049 - - - - 128,049 ii. Foreign exchange
c. Restructured credit
114,237 25,660 520 8,480 6,468 155,365 i. IDR
34,327 - 6,806 - 990 42,123 Equity capital
- - - - - - Other Receivables
Commitments and contingencies
5,160,315 52,651 39 30 269 5,213,304 a. IDR
18,486 - - - - 18,486 b. Foreign exchange
96,524,316 2,096,683 146,770 122,892 1,132,100 100,022,761 Total
Other Information
Total pledged bank assets:
a. At Bank Indonesia
b. On the other party
Foreclosed collateral
- - - - - 47,580 Total

Struktur Permodalan dan Praktik Capital Structure and Risk

Manajemen Risiko Management Practices
Struktur Permodalan Capital Structure
Kebijakan Manajemen dan Dasar Management Policy and the Basis

Pemilihan Kebijakan Manajemen of Management Policy for Capital
atas Struktur Modal Structure
Kebijakan terhadap struktur modal yaitu cadangan Policies on capital structure, namely reserves
dari laba yaitu sebesar 55% dan direncanakan from profits, amounting to 55% and planned to
melakukan penerbitan obligasi sub ordinasi untuk issue subordination bonds to increase capital
menambah kebutuhan modal serta rencana requirements and plans to Increase Capital
Penambahan Modal Tanpa Hak Memesan Efek Without Pre-emptive Rights (PMT HMETD).
Terlebih Dahulu (PMT HMETD).
Beberapa perkembangan peraturan yang Some significant regulatory developments affecting

signifikan mempengaruhi kondisi operasional dan the operational and business conditions of bank bjb
bisnis bank bjb ke depan antara lain tercermin in the future were reflected in the issuance of the
dari terbitnya Peraturan Otoritas Jasa Keuangan Financial Services Authority Regulation Number 6/
Nomor 6/POJK.03/2016 tentang Kegiatan Usaha POJK.03/2016 concerning Business Activities and
dan Jaringan Kantor Berdasarkan Modal Inti Bank Office Networks Based on Bank Core Capital which
yang mengklasifikasikan bank menjadi 4 (empat) classified banks into 4 major (four) categories
kategori utama yaitu BUKU (Bank Umum Kategori namely BUKU (Commercial Bank Business
Usaha) I-IV berdasarkan jumlah modal inti bank. Category) I-IV based on the amount of core capital
Masuknya modal inti bank bjb dalam kategori of the bank. The entry of bank bjb core capital in
BUKU III membuat kegiatan usaha yang dapat the BUKU III category made the business activities
dilakukan oleh bank bjb menjadi lebih luas, serta that could be carried out by bank bjb became wider,
dapat meningkatkan kepercayaan nasabah dalam and could increase customer confidence in carrying
melakukan aktivitas kegiatan perbankannya out banking activities through bank bjb. As of the
melalui bank bjb. Per akhir Desember 2020, modal end of December 2020, the core capital of bank bjb
inti bank bjb (audited) mencapai Rp11,37 triliun (audited) reached IDR11.37 (consolidated) trillion
(konsolidasi) dan berada pada kategori BUKU III. and was in the BUKU III category. An effective,
Strategi permodalan yang efektif, kuat dan efisien strong and efficient capital strategy had become
telah menjadi fokus manajemen seiring dengan the focus of management as bank bjb continued
terus bertumbuhnya bank bjb menjadi bank yang to grow into a bank that was getting bigger and
semakin besar dan semakin kuat. stronger.
Komponen permodalan bank didominasi oleh The component of bank capital was dominated
komponen permodalan yang bersifat permanen, by the permanent capital component, in which
dimana komponen modal inti merupakan the core capital component was the largest
komponen terbesar dalam struktur permodalan component in the bank’s capital structure. As
bank. Pada posisi bulan Desember 2019, rasio of December 2019, the ratio of core capital of
modal inti bank baik secara individual dan banks both individually and in consolidation to
konsolidasi terhadap total ATMR bank mencapai total RWA reached 17.35% and 17.81%. This ratio
17,35% dan 17,81%. Rasio tersebut berada di atas was above the regulation set by Bank Indonesia
ketentuan yang ditetapkan oleh Bank Indonesia with a minimum limit of 6%, both individually and
dengan batasan minimum yaitu 6% baik secara on a consolidated basis. Calculation of the main
individual maupun konsolidasi. Perhitungan rasio core capital ratio (Common Equity Tier 1 Ratio) to
modal inti utama (Common Equity Tier 1 Ratio) the total RWA for banks both individually and in

2020 Annual Report
terhadap total ATMR bank baik secara individual consolidation in December 2019 reached 17.72%
dan konsolidasi di bulan Desember 2019 mencapai and 16.29%, which were above the provisions set
17,72% dan 16,29% yang berada di atas ketentuan by Bank Indonesia with a minimum limit of 4 , 50%.
yang telah ditetapkan Bank Indonesia dengan
batasan minimum yaitu 4,50%.
Rincian Struktur Modal Capital Structure Details
Sesuai dengan Peraturan OJK, Struktur In accordance with Financial Service Authority
permodalan Bank terdiri dari Modal Inti (Tier 1) dan (FSA) Regulations, the Bank’s capital structure
Modal Pelengkap (Tier 2). consists of Core Capital (Tier 1) and Complementary
Capital (Tier 2).
Tabel 1.a Pengungkapan Kuantitatif Struktur Permodalan Bank Umum

Table 1.a Quantitative Disclosure of Commercial Bank Capital Structure
2020 2019
Komponen Modal Bank Konsolidasi
Capital Components Konsolidasi Konsolidasi
Bank Bank
Consolidation Consolidation
(1) (2) (3) (4) (5) (6)
I Komponen Modal
Capital Components
A Modal inti
10,331,264 11,373,591 9,816,501 10,477,331
Core capital
1. Modal Disetor
2,459,697 2,459,697 2,459,697 2,459,697
Paid-in Capital
2. Cadangan Tambahan Modal

9,761,768 9,074,761 8,912,005 8,214,738
Additional Capital Reserves
3. Modal Inovatif
- -
Innovative Capital
4. Faktor Pengurang Modal Inti

(1,890,201) (160,867) (1,555,201) (197,104)
Deduction Factors for Core Capital
5. Kepentingan Non Pengendali

- - - -
Non-Controlling Interests
B Modal Pelengkap
2,465,057 2,507,606 1,574,688 1,596,250
Supplementary Capital
1 Level Atas (Upper Tier 2)

2,465,057 2,507,606 1,574,688 1,596,250
Upper Level (Upper Tier 2)
2 Level Bawah (Lower Tier 2) Maksimum 50% Modal Inti

- - - -
Lower Level (Lower Tier 2) Maximum 50% Core Capital
3 Faktor Pengurang Modal Pelengkap

- - - -
Deduction Factors for Supplementary Capital
C Faktor Pengurang Modal inti dan Modal Pelengkap
Deduction Factors for Tier 1 Capital and Supplementary - - - -
Capital
Eksposur Sekuritisasi
- - - -
Securitization Exposures
D Modal Pelengkap Tambahan Yang Memenuhi Persyaratan
(Tier 3) - - - -
Additional Qualified Capital (Tier 3)

2020 2019
Komponen Modal Bank Konsolidasi
Bank Bank
(1) (2) (3) (4) (5) (6)
E Modal Pelengkap Tambahan Yang Dialokasikan Untuk
Mengantisipasi Risiko Pasar
- - - -
Additional Supplementary Capital Allocated to
Anticipate Market Risk
II Total Modal Inti dan Modal Pelengkap (A + B - C)
12,796,321 13,881,197 11,391,189 12,073,581
Total Core Capital and Supplementary Capital (A + B - C)
III Total Modal Inti, Modal Pelengkap, dan Modal Pelengkap
Tambahan Yang Dialokasikan Untuk Mengantisipasi Risiko
Pasar (A + B - C + E)
12,796,321 13,881,197 11,391,189 12,073,581
Total Core Capital, Supplementary Capital, and Additional
Supplementary Capital Allocated to Anticipate Market Risk
(A + B - C + E)
IV Aset Tertimbang Menurut Risiko (ATMR) Untuk Risiko Kredit
55,895,035 59,346,475 51,173,126 55,524,047
Risk Weighted Assets (RWA) for Credit Risk
V Aset Tertimbang Menurut Risiko (ATMR) Untuk Risiko
Operasional 13,210,823 13,916,283 12,938,091 13,627,949
Risk Weighted Assets (RWA) for Operational Risk
VI Aset Tertimbang Menurut Risiko (ATMR) Untuk Risiko Pasar
4,817,264 4,817,264 196,845 196,845
Risk Weighted Assets (RWA) for Market Risk
A Metode Standar
Standard Method
B Metode Internal
Internal Method
VII Rasio Kewajiban Penyediaan Modal Minimum Untuk Risiko
Kredit, Risiko Operasional dan Risiko Pasar [III: (IV + V + VI)]
17.31% 17.78% 17.71% 17.41%
Capital Adequacy Ratio for Credit Risk, Operational Risk and
Market Risk [III: (IV + V + VI)]
Ikatan Material Terkait Investasi Material Committee Related

Barang Modal to Capital Goods Investment
Selama tahun 2020, bank bjb tidak memiliki ikatan During 2020, Company had no material ties related
material terkait investasi barang modal. to investment in capital goods..
Investasi Barang Modal Capital Goods Investment
Investasi berupa Barang Modal (capital Investment in the form of capital goods (capital
expenditure) merupakan aktivitas pengeluaran expenditure) is an activity to disburse funds that
dana yang digunakan untuk membeli sejumlah are used to buy a number of fixed assets or add
aset tetap atau menambah nilai aset tetap yang value to fixed assets that are expected to provide
diharapkan dapat memberikan nilai manfaat di benefits in the future
masa depan.
Jenis dan Nilai Investasi Barang Capital and Investment Value

Modal of Capital Goods
Jenis dan investasi barang modal disajikan dalam Types and investments of capital goods are
tabel berikut. presented in the following table.

2020 Annual Report
Tabel Penambahan Aset Tetap Kempemilikan Langsung yang dimiliki Bank

Table of Addition of Fixed Assets Direct Ownership of the Bank
Jenis Nilai Tahun 2020 Nilai Tahun 2019

Type Value in 2020 Value in 2019
Tanah
60,183 86,990
Value in 2020
Bangunan
9,202 1,939
Building
Perlengkapan
73,649 75,775
Equipment
Kendaraan
17,049 6,143
Vehicle
Aset dalam penyelesaian

304,704 755,588
Construction in progress
Total 464,787 246,435
Tujuan Investasi Barang Modal Purpose of Investment of Capital

Goods
bank bjb melakukan investasi barang modal Bank bjb invested in capital goods in the form
dalam bentuk aset tetap berupa tanah, bangunan, of fixed assets in the form of land, buildings,
perlengkapan/inventaris kantor dan kendaraan, office equipment/inventory and vehicles, with
dengan tujuan untuk mendukung kelancaran the aim of supporting smooth operations. The
kegiatan operasional. lnvestasi barang modal largest investment in capital goods in 2020
tahun 2020 terbesar terkosentrasi pada inventaris was concentrated in office inventory in order to
kantor dalam rangka pemenuhan permintaan- meet the demands of all work units, support the
permintaan seluruh unit kerja, support perluasan expansion of the office network from the Network
jaringan kantor dari Divisi Jaringan dan Layanan, and Service Division, Operations Division, support
Divisi Operasional, support peningkatan teknologi for technology improvement from the Information
dari Divisi Teknologi lnformasi. Technology Division.
Informasi Material Mengenai Material Information Regarding

Investasi, Ekspansi, Divestasi, Investment, Expansion,
Akuisisi, atau Restrukturisasi Divestment, Acquisition, or Debt
Hutang dan Modal and Capital Restructuring
Sepanjang tahun 2020, bank bjb tidak melakukan Throughout 2020, bank bjb did not carry out any
kegiatan investasi, ekspansi, divestasi, akuisisi atau investment, expansion, divestment, acquisition or
restrukturisasi hutang dan modal. debt and capital restructuring activities.
Komitmen dan Kontijensi Commitment and Contingency
Bank bjb memiliki komitmen dan kontijensi. Ikhtisar Company has commitment and contingencies.
komitmen dan kontijensi Bank yang dinyatakan Summary of the Bank’s commitments and
dalam nilai kontrak sebagai berikut. contingencies stated in the contract value as
follows.

Tabel Komitmen dan Kontijensi

Tabel of commitment and contingency
Keterangan
2020 2019
Information
Tagihan Komitmen
Commitment Claims
Fasilitas pinjaman/pembiayaan yang belum di tarik

108,000 138,000
Undrawn loan/financing facilities
Posisi pembelian spot dan derivatif yang masih berjalan

1 -
Outstanding spot and derivative purchased positions
Lainnya
5,053,250 251,733
Others
Total Tagihan Komitmen

Total Commitment Claims
Liabilitas Komitmen
Commitment Liabilities
Fasilitas kredit kepada debitur yang belum digunakan

4,755,803 4,302,467
Unused credit facilities granted to debtors
Kontrak Penjualan Surat Berharga

Securities Sales Contract
Irrevocable letters of credit yang masih berjalan

95,711 59,977
Irrevocable letters of credit that are still in progress
Lainnya
4,580,537 -
Others
Total Liabilitas Komitmen

Total Commitment Liabilities
Tagihan Kontinjensi
Contingent Claims
Garansi yang diterima

- -
Warranty received
Lainnya
7,888 7,888
Others
Liabilitas Kontinjensi
Contingent Liabilities
Garansi yang diterbitkan

970,227 1,390,823
Issued warranty
Lainnya
7,838 7,838
Others
Pencapaian Target Achievements of Targets

dan Target ke Depan and Targets Plan
Pencapaian Target 2020 Achievements of Targets of 2020
Realisasi rencana bisnis periode 2020 disajikan The realization of the 2020 business plan is
dalam bentuk perbandingan target dan pencapaian presented in the form of a comparison of targets
kinerja bank bjb Desember 2020. and achievement of the Company performance in
December 2020.

2020 Annual Report
Perbandingan Target Comparison of Targets and Financial

dan Realisasi Keuangan Realization
Secara umum, pencapaian target bank bjb In general, the achievement of the Company target
pada tahun 2020 telah menunjukkan hasil yang in 2020 has shown good results. The comparison
baik. Adapun perbandingan target dan realisasi of targets and realization are presented as follows.
disajikan sebagai berikut.
Tabel Perbandingan Target dan Realisasi Keuangan

Table of Comparison of Financial Targets and Realization
Target 31 Realisasi 31
Pos-pos Keuangan Utama Desember 2020 Desember 2020 Pencapaian
No
Main Financial Posts Target of 31 Realized Achievement
December 2020 December 31, 2020
1 2 3 4 5=4/3*100%
Aset
1. 121,132,000 133,559,935 110.26%
Asset
Dana Pihak Ketiga

2. 91,023,500 99,559,020 109.38%
Third-party funds

3. 84,775,243 89,095,582 105.09%
Loans
Laba Tahun Berjalan

4. 1,133,769 1,682,122 148.36%
Current year profit
Ekuitas
5. 13,532,414 12,581,632 92.97%
Equity
Rasio Keuangan
Financial Ratio
1. NIM 5.46 5.39 98.72%
2. ROA 1.30 1.66 127.69%
3. ROE 12.46 16.95 136.04%
4. NPL (Gross) 1.96 1.40 71.43%
5. CAR 16.42 17.31 105.42%
bank bjb pada tahun 2020 berhasil melampaui bank bjb in 2020 succeeded in exceeding the asset
target aset sebesar 110,26% dengan realisasi target of 110.26% with the realization reaching
mencapai Rp133,56 triliun. Pencapaian target Rp133.56 trillion. The achievement of the credit
kredit yang diberikan juga berada di atas target target was also above the target of 105.09%. By
yaitu sebesar 105,09%. Dengan melakukan providing very prudent lending, bank bjb’s gross
penyaluran kredit yang sangat prudent ini NPL NPL was maintained at the level of 1.40% or lower
gross bank bjb dapat terjaga di level 1,40% atau than the target of 1.96%.
lebih rendah dari target sebesar 1,96%.

Pencapaian dana pihak ketiga sebesar 109,38%, The achievement of third party funds was 109.38%,
sejalan dengan pencapaian laba tahun berjalan in line with the achievement of profit for the year
yang sebesar 148,36% berada di atas target which was 148.36% above the target set. This
yang ditetapkan. Hal tersebut karena adanya was due to the growth of financial instruments in
pertumbuhan dari instrumen keuangan berupa the form of sales of securities and improvement
penjualan surat berharga dan perbaikan in credit collectibility which resulted in smaller
kolektibilitas kredit yang menyebabkan reserves for credit. Likewise, the CAR ratio was
pembentukan cadangan atas kredit yang lebih achieved at 105.42%.
kecil. Demikian pula dengan rasio CAR tercapai
sebesar 105,42%.
Ke depannya bank bjb akan senantiasa melakukan In the future, bank bjb will continue to evaluate
evaluasi pelaksanaan strategi yang telah the implementation of the strategy that has been
ditetapkan, sehingga kinerja bank bjb di masa determined, so that the performance of bank bjb
yang akan datang akan senantiasa mengalami in the future will always increase continuously.
peningkatan secara berkelanjutan.
Perbandingan Target dan Realisasi Comparison of Targets and Realization

Pengembangan SDM of HR Development
Rencana pengembangan SDM disesuaikan dengan HR development plans are tailored to the growth
pertumbuhan dan kebutuhan bisnis bank bjb. and business needs of bank bjb. In accordance
Sesuai dengan rencana pengembangan organisasi with the organizational development plan to
untuk mendukung perkembangan bisnis, maka support business development, the budget for the
anggaran realisasi biaya pembelajaran yang telah realization of learning costs that have been issued
dikeluarkan bank bjb selama tahun 2020 adalah by bank bjb during 2020 is as follows.
sebagai berikut.
Tabel Anggaran Realisasi Biaya Pembelajaran

Table of Learning Costs Realization Budget
Keterangan Realisasi (Rp) Target Anggaran (Rp) Pencapaian (%)

Information Realization (IDR) Target Budget (IDR) Achievement (%)
Pendidikan dan Pelatihan - Honor Pengajar

888,562,174 6,441,618,990 13.79
Education and Training - Teacher Honor
Pendidikan dan Pelatihan - Alat Tulis & Perlengkapan

1,954,098,925 6,386,365,145 30.60
Education and Training - Stationery & Supplies
Pendidikan dan Pelatihan - Pendidikan Ekstern DN

4,628,053,543 7,614,758,086 60.78
Education and Training - DN External Education
Pendidikan dan Pelatihan Pendidikan Ekstern LN

0 1,533,432,867 0.00
External Education and Training for Foreign Education
Pendidikan dan Pelatihan - Perpustakaan

78,546,000 125,000,000 62.84
Education and Training - Libraries
Pendidikan dan Pelatihan - Honor Pengajar Ekstern

11,779,584,973 16,206,432,801 72.68
ducation and Training - External Teacher Honor
Pendidikan dan Pelatihan - Uang Saku Diklat
Education and Training - Education and Training 1,851,900,345 8,765,361,561 21.13
Allowance
Pendidikan dan Pelatihan - Transportasi Diklat
Education and Training - Transportation Education and 744,644,526 7,827,098,846 9.51
Training

2020 Annual Report

Information Realization (IDR) Target Budget (IDR) Achievement (%)
Pendidikan dan Pelatihan - Konsumsi Diklat

Education and Training - Consumption of Education 376,983,180 1,241,857,453 30.36
and Training
Pendidikan dan Pelatihan - Beasiswa
164,730,000 1,500,000,000 10.98
Education and Training - Scholarships
Pendidikan dan Pelatihan - Akomodasi

6,280,266,722 15,782,497,471 39.79
Education and Training - Accommodation
Pendidikan dan Pelatihan - Modulasi

341,835,000 1,500,000,000 22.79
Education and Training - Modulation
Pendidikan dan Pelatihan - Uang Saku Perjalanan Dinas

652,237,500 2,151,361,883 30.32
Education and Training - Official Travel Allowance
Total 29,741,442,888 77,075,785,103 38.59
Pencapaian realisasi biaya pembelajaran tahun The achievement of the realization of learning
2020 sebesar 38,59%, berada di bawah target costs in 2020 of 38.59%, is below the target
anggaran karena pelaksanaan pembelajaran budget because the implementation of learning
didominasi oleh metode online learning dengan is dominated by online learning methods with
metode bjb flash (self learning) dan bjb e-class bjb flash (self learning) and bjb e-class methods
(Online interactive learning via zoom meeting/ (online interactive learning via zoom meeting/
google meet dan sebagainya) melalui optimalisasi google meet and so on. ) through optimizing the
utilisasi E-Learning bjb University (Elbu). Program utilization of the bjb University (Elbu) E-Learning.
pembelajaran tahun 2020 dipengaruhi kondisi The 2020 learning program is affected by pandemic
pandemi dan kewajiban penerapan protokol conditions and the obligation to implement the
kesehatan COVID-19. COVID-19 health protocol.
Target ke Depan (Proyeksi) 2021 Future Target (Projection) 2021
Manajemen bank bjb telah menyusun Rencana The management of bank bjb has prepared a Bank
Bisnis Bank untuk tahun 2021 dengan Business Plan for 2021 taking into account current
mempertimbangkan kondisi ekonomi saat ini dan economic conditions and economic projections in
proyeksi perekonomian di tahun 2021, baik dari 2021, both from a macro and micro perspective.
segi makro maupun mikro.
Tabel Asumsi dalam Menyusun Proyeksi

Table of Assumptions in Preparing Projections
Indikator Ekonomi RAPBN 2021

No. Outlook 2020
Economic Indicators Budget Plan 2021
Pertumbuhan Ekonomi
1 -1.10% – 0.20% 4.50% - 5.50%
Economic growth
Inflasi
2 2.00% - 4.00% 3.00%
Inflation
Nilai Tukar (Rp/1 USD)

3 Rp14,300 – Rp14,800 Rp14,600
Exchange Rate (IDR/1 USD)
BI 7 Day Repo Rate

4 4.00% 4.00%
BI 7 Day Repo Rate
Harga Minyak (USD/Barel)

5 35 – 40 45
Oil Price (USD/Barrel)
Sumber: Badan Pusat Statistik dan Rencana Anggaran Pendapatan dan Belanja Negara (RAPBN) Tahun Anggaran 2021.
Source: Statistics Indonesia and the State Budget Plan (RAPBN) for Fiscal Year 2021.


2020 Annual Report

Proyeksi Keuangan Financial Projection
Uraian proyeksi keuangan bank bjb tahun 2021 Description of bank bjb financial projections in
disajikan sebagai berikut. 2021 is presented as follows.
Tabel Proyeksi Keuangan 2021

Financial Projection Table 2021
(dalam jutaan Rupiah/in million Rupiah)
Pos-pos Keuangan Utama Proyeksi 2021

No
Main Financial Posts Projection 2021
1 2 3
Keuangan/Finance
1. Aset
134.415.680
Asset
2. Dana Pihak Ketiga
98.867.682
Third-party funds
3. Kredit yang diberikan
93.817.321
Loans
4. Pendapatan Bunga bersih
6.543.691
Net interest income
5. Laba Setelah Pajak
1.602.78
Profit After Tax
6. Ekuitas
15.815.317
Equity
Rasio Keuangan (Bank Only)/Financial Ratio (Bank Only)
1.
NIM 5,41%
2.
ROA 1,66%
3.
ROE 15,38%
4.
NPL Gross 1,60%
5.
CAR 17,44%
Proyeksi Pemasaran Tahun 2021 Marketing Projections In 2021
Uraian proyeksi pemasaran bank bjb tahun 2021 The description of bank bjb marketing projections
disajikan sebagai berikut. in 2021 is presented as follows.
Tabel Proyeksi Pemasaran

Marketing Projection Table
Produk/Aktivitas baru Deskripsi
No
New products/activities Description
1. Cardless System Transaksi perbankan yang memungkinkan nasabah mengambil uang di ATM ataupun gerai
yang sudah bekerja sama dengan bank bjb tanpa kartu ATM dengan source of fund bisa dari
tabungan ataupun dari uang elektronik berbasis server bank bjb (digi Cash).
Banking transactions that allow customers to withdraw money at ATMs or outlets that have
collaborated with bank bjb without an ATM card with the source of funds can be from
savings or from bank bjb server-based electronic money (digi Cash).
2. bjb Onboarding System bjb Onboarding merupakan layanan yang ditujukan kepada nasabah berupa pembukaan
rekening via perangkat mobile.
bjb Onboarding is a service aimed at customers in the form of opening an account via a
mobile device.

2020 Annual Report

No
3. bjb TRX (ewallet bjb) bjb TR X merupakan layanan perbankan elektronik bank bjb yang digunakan oleh nasabah
bjb untuk memproses transaksi non tunai menggunakan QR code atau media lainnya.
bjb TR X is a bank bjb electronic banking service used by bjb customers to process non-
cash transactions using QR codes or other media.
4. Enhancement Sistem Enhancement sistem pembayaran (NFC) merupakan pengembangan layanan perbankan
Pembayaran (Near Field elektronik bank bjb yang digunakan oleh nasabah bank bjb untuk memproses transaksi non
Communicatio/NFC) tunai menggunakan NFC.
Payment System Enhancement Payment system enhancement (NFC) is the development of bank bjb electronic banking
(Near Field Communication/ services that are used by bank bjb customers to process non-cash transactions using NFC.
NFC)
5. Kerjasama Whatsapp Push to Layanan whatsapp push to payment ini merupakan salah satu cara yang dapat
Payment mempermudah pengguna aplikasi dalam melakukan komunikasi sekaligus bertransaksi
Whatsapp Push to Payment dalam satu genggaman dengan kemudahan dapat diakses melalui smartphone.
collaboration This whatsapp push to payment service is one way to make it easier for application users to
communicate and transact in one hand, easily accessible via a smartphone.
6. Direct Debit bank bjb Fitur direct debit merupakan salah satu cara yang dapat mempermudah masyarakat
dalam melakukan transaksi karena dapat diakses melalui mobile atau website pada aplikasi
merchant e-commerce untuk menyelesaikan kewajiban pembayaran belanja pada merchant
e-commerce.
The direct debit feature is one way that can make it easier for people to make transactions
because it can be accessed via a mobile or website on an e-commerce merchant application
to complete shopping payment obligations at e-commerce merchants.
7. Kerjasama dengan pihak ketiga Kerjasama yang dilakukan dengan pihak ketiga unntuk penyediaan LPE dan/atau LPD yang
yang meyediakan Layanan harus dilakukan pelaporan/persetuuan/perizinan kepada regulator.
Perbankan Elektronik (LPE) Collaboration with third parties for the provision of LPE and/or LPD which must be subject
dan/atau Layanan Perbankan to reporting/approval/licensing to regulators.
Digital (LPD) atau kerjasama
dengan fintech.
Collaboration with third parties
that provide Electronic Banking
Services (LPE) and/or Digital
Banking Services (LPD) or
collaboration with fintechs.
8. Social Media Banking Social media banking merupakan enhancement pada aplikasi bjb Digi yang terintegrasi
dengan social media.
Social media banking is an enhancement to the bjb Digi application that is integrated with
social media.
9. Pengembangan QRIS dan Customer presented mode merupakan metode pembayaran dimana QR ditampilkan oleh
pengembangan dari regulator customer dan dapat di scan oleh merchant.
lainnya Crossborder merupakan pengembangan QRIS agar dapat transaksi di luar wilayah Indonesia.
QRIS development and Customer Presented Mode is a payment method where the QR is displayed by the customer
development from other and can be scanned by the merchant.
regulators Crossborder is a QRIS development for transactions outside the territory of Indonesia
10. Transfer Dana Transfer dana merupakan kegiatan yang bertujuan memindahkan sejumlah dana yang berasal
Transfer of funds dari pengirim kepada penerima dengan memanfaatkan jasa penyelenggara berupa lembaga
bank maupun lembaga keuangan bukan bank. Transfer dama dilakukan dari antar individu
maupun perusahaan.
Funds transfer is an activity that aims to transfer a number of funds originating from the sender
to the recipient by utilizing the service providers in the form of bank institutions and non-bank
financial institutions. Fund transfers are made between individuals and companies.
11. Perluasan Jaringan lnternasional Perluasan jaringan internasional dalam hal perluasan acceptance transaksi.
International Network Expansion of the international network in terms of expanding acceptance transactions.
Expansion
12. Kerjasama dengan Best Winner Kerjasama remitansi dengan remitance agen best winner menggunakan aplikasi bjb
(Remittance agent Taiwan) quickcash.
Collaboration with Best Winner Collaboration of remittances with best winner remittance agents using the bjb quickcash
(Remittance agent Taiwan) application.
13. Penerbitan Obligasi Subordinasi Dengan struktur permodalan yang lebih baik maka akan mendukung pertumbuhan kredit
Melalui Penawaran Umum dan pertumbuhan aset Bank.
Berkelanjutan (PUB) III With a better capital structure, it will support credit growth and growth of Bank assets.
Issuance of Subordinated
Bonds through a Continuous
Public Offering (PUB) III
14. Transaksi Surat Berharga Secara Transaksi Surat Berharga (SB) untuk nasabah adalah aktivitas transaksi pembelian maupun
Ritel Kepada nasabah penjualan surat berharga yang dilakukan di pasar sekunder oleh nasabah dengan nominal
Retail Securities Transactions to tertentu melalui Bank.
customers Securities Transaction (SB) for customers is a transaction activity of buying and selling
securities carried out on the secondary market by a customer with a certain nominal value
through a Bank.


No
15. Penambahan device (alat Penambahan pemasaran melalui layanan laku pandai yang dapat dijual oleh bank
transaksi Agen bjb BiSA) Additional marketing through smart behavior services that can be sold by banks
Aplikasi bjb BiSA Versi Android
Adding a device (transaction
tool for the bjb BiSA Agent) the
Android version of the bjb BiSA
application
16. Pemasaran Produk Reksa Dana Penambahan pemasaran produk reksadana yang dapat dijual melalui bank bjb bekerja
melalui kerjasama dengan sama dengan Manajer lnvestasi.
Manajer Investasi Additional marketing of mutual fund products that can be sold through bank bjb in
Mutual Fund Product Marketing collaboration with the Investment Manager.
in collaboration with Investment
Managers
17. Pamasaran produk Penambahan produk asuransi melalui kerjasama dengan perusahaan asuransi berupa
bankassurance melalui produk asuransi tradisional dan/atau unit link melalui model bisnis referensi tidak dalam
kerjasama dengan Perusahaan rangka produk bank dan/atau model bisnis distribusi
Asuransi Addition of insurance products through cooperation with insurance companies in the form
Marketing of bankassurance of traditional insurance products and/or unit links through a non-reference business model
products in collaboration with in the framework of bank products and/or distribution business models
insurance companies
18. Consumer e-loan (bjb GenCash) bjb Gen Cash merupakan proses penyaluran kredit konsumer dengan menggunakan proses
bisnis secara digital melalui aplikasi.
bjb Gen Cash is a consumer credit distribution process using a digital business process
through an application.
19. Layanan bjb Internet Banking Layanan bjb Internet Banking Corporate (IBC) yang akan diluncurkan international transfer.
Corporate (IBC) International transfer adalah menu untuk kiriman uang atau transfer uang antar bank untuk
bjb Internet Banking Corporate negara yang berbeda.
(IBC) service The bjb Internet Banking Corporate (IBC) service that will be launched for international
transfers. International transfer is a menu for money transfers or money transfers between
banks for different countries.
20. Penawaran Umum Terbatas I Penawaran Umum Terbatas I (PUT I) adalah program penambahan modal Perseroan melalui
(PUT I) penerbitan saham baru dengan memberikan Hak Memesan Efek Terlebih Dahulu (HMETD)
Limited Public Offering I (PUT I) kepada setiap pemegang saham sesuai rasio tertentu terhadap persentase kepemilikan
sahamnya.
Limited Public Offering I (PUT I) is a program to increase the Company’s capital through
the issuance of new shares by granting Pre-emptive Rights (HMETD) to each shareholder
according to a certain ratio to the percentage of share ownership.
21. Pemasaran Produk Bancassurance referensi dalam rangka produk bank melalui kerjasama dengan perusahaan
Bancassurance Referensi Dalam asuransi, baik asuransi jiwa, umum, dan juga kerugian berupa produk asuransi jiwa kredit
Rangka Produk Bank Melalui dan asuransi kerugian agunan maupun asuransi kredit melalui model bisnis referensi dalam
Kerjasama Dengan Perusahaan rangka produk bank.
Asuransi. Reference bancassurance in the framework of bank products through cooperation with
Marketing of Reference insurance companies, both life and general insurance, as well as losses in the form of credit
Bancassurance Products in the life insurance and collateral loss insurance and credit insurance through the reference
Framework of Bank Products business model in the framework of bank products.
Through Collaboration with
Insurance Companies.
Proyeksi Pengembangan SDM HR Development Projection Year 2021

Tahun 2021
Di tengah-tengah situasi pandemi COVID-19 dan In the midst of the COVID-19 pandemic situation
era kenormalan baru, perseroan tetap berkomitmen and a new era of normality, the company remains
untuk menjaga pertumbuhan berkualitas dan committed to maintaining quality and sustainable
berkelanjutan. Serta untuk menghadapi tantangan growth. And to face business challenges in 2021,
bisnis pada tahun 2021. Tentunya sumber daya of course, human resources are the main key to
manusia adalah kunci utama dari sebuah pencapaian achieving bank bjb. With the composition of
bank bjb. Dengan komposisi pegawai yang saat ini employees currently dominated by the millennial
didominasi oleh generasi milenial, bank bjb akan generation, bank bjb will implement fun and
menerapkan rencana dan strategi pembelajaran yang quality learning plans and strategies to improve
menyenangkan dan berkualitas untuk meningkatkan the competence of superior, competent and highly
kompetensi dari sumber daya manusia yang unggul, competitive human resources.
kompeten dan berdaya saing tinggi.

2020 Annual Report
Tabel Proyeksi Pengembangan SDM

Table of HR Development Projection
Proyeksi 2021 Keterangan Penjelasan
Projections 2021 Information Explanation
Rencana Menyusun rencana pengembangan SDM melalui Dalam rangka percepatan peningkatan kompetensi,
Pengembangan SDM program akselerasi yang mencakup 3 (tiga) pokok kinerja dan karir pegawai, beberapa program
HR Development Plan utama yaitu kompetensi, kinerja, serta karir pegawai. akselerasi karir masih menjadi concern manajemen
Preparing a human resource development plan dalam menjalankan “strategic talent management”.
through an accelerated program that includes 3 (three)
main points, namely competence, performance, and Namun untuk mempersiapkan diri dalam menjawab
employee career. tantangan di era digital dan financial technology
melalui munculnya perusahaan-perusahaan
Branch Manager Program pengembangan pegawai di Level Managerial keuangan berbasis teknologi atau financial
Development yang ditujukan bagi Manager/Pin. KCP/PinGrup technology (fintech), mendorong industri
Program (BMDP) melalui Pendidikan dan Pelatihan yang bertujuan perbankan untuk melakukan digitalisasi dan inovasi
untuk peningkatan kompetensi dan mempersiapkan dalam teknologi khususnya transaksi.
pegawai menjadi Successor Pejabat Eksekutif di
Level Pemimpin Cabang. Dalam merespon hal tersebut, bank bjb sebagai
Employee development program at Managerial Level Bank Nasional perlu untuk mempersiapkan
aimed at Managers/Pins. KCP/PinGroup through sekaligus meningkatkan kemampuan para ahli
Education and Training which aims to increase teknologi yang ada, bank bjb telah melaksanakan
competence and prepare employees to become program pengembangan internal di bidang
Successors of Executive Officers at Branch Manager Information dan Technology melalui Information
Level. Technology Development Program (ITDP agar
Staff Development Program pengembangan karir yang bertujuan memiliki kemampuan yang setara dengan pasar dan
Program (SDP) mempersiapkan pegawai yang memiliki kompetensi dapat bersaing dengan industri perbankan maupun
order untuk memenuhi jenjang jabatan di level officer. perusahaan berbasis teknologi atau financial
A career development program that aims to prepare technology (fintech).
competent employees to fulfill positions at the officer
level. Selain itu, guna mengoptimalkan penyerapan
potensi transaksi treasury dan pasar modal serta
Information Program pengembangan pegawai yang diperuntukan peningkatan dan percepatan kuantitas serta
Technology and bagi pegawai internal bank bjb yang memiliki minat kualitas sumber daya manusia pada bidang
Digital Banking dan kemampuan di bidang Information Technology dan treasury, bank bjb melaksanakan Dealer Treasury
Development Digital Banking untuk mendukung strategi Transformasi Program dengan harapan menciptakan SDM
Program Digital bank bjb. yang unggul, handal dan tangguh yang mampu
Information Employee development program intended for bank menjawab tantangan persaingan bisnis yang
Technology and bjb internal employees who have interests and abilities semakin kompleks.
Digital Banking in the fields of Information Technology and Digital
Development Banking to support bank bjb’s Digital Transformation In order to accelerate employee competency,
Program strategy. performance and career improvement, several
career acceleration programs are still a
Account Officer Program pengembangan karir yang diperuntukkan
management concern in implementing “strategic
Development bagi para pegawai level assistant di bidang bisnis yang
talent management”.
Program (AODP) dipersiapkan untuk mengisi jabatan-jabatan critical
di bidang bisnis dan akan berkarir serta memiliki
However, to prepare itself to respond to challenges
spesialisasi di bidang bisnis.
in the digital and financial technology era, through
A career development program intended for assistant
the emergence of technology-based financial
level employees in the business field who are prepared
companies or financial technology (fintech),
to fill critical positions in the business field and will have
encouraging the banking industry to digitize and
a career and specialize in the business field.
innovate in technology, especially transactions.
Professional Program pengembangan pegawai dalam rangka
Supporting pemenuhan kebutuhan pegawai untuk jabatan Dealer In responding to this, bank bjb as a National Bank
Development – Divisi Treasury dimana sumber kandidatnya berasal needs to prepare and improve the capabilities
Program (PSDP) dari pegawai eksisting bank bjb baik dari internal Divisi of existing technology experts, bank bjb has
Treasury maupun unit kerja lainnya yang memiliki implemented an internal development program in
kompetensi dan potensi di bidang Treasury khususnya the field of Information and Technology through
Dealer. the Information Technology Development Program
Employee development program in order to meet the (ITDP in order to have capabilities equal to the
needs of employees for the position of Dealer - Treasury market and be able to compete with the banking
Division where the source of candidates comes from industry and technology-based companies or
existing bank bjb employees both from internal Treasury financial technology (fintech).
Division and other work units who have competence and
potential in the field of Treasury, especially Dealers. In addition, in order to optimize the potential
absorption of treasury and capital market
Accelleration Program Merupakan program akselerasi level assistant grade 1, transactions as well as to increase and accelerate
melalui kenaikan grade 1 tingkat dengan tujuan untuk the quantity and quality of human resources in
meningkatkan motivasi para pegawai yang berkinerja the treasury sector, bank bjb is implementing a
baik. Dealer Treasury Program with the hope of creating
It is an acceleration program for grade 1 assistant level, superior, reliable and resilient human resources
through grade 1 level increase with the aim of increasing capable of responding to the challenges of
the motivation of employees who perform well. increasingly complex competitive business.

Informasi dan Fakta Material Information and Material Facts

Setelah Tanggal Laporan Akuntan After the Date of Accountant
Reports
Tidak terdapat informasi dan fakta material yang There is no significant material information and
signifikan setelah tanggal laporan akuntan yang facts after the date of the accountant’s report
berpengaruh terhadap posisi keuangan bank bjb that affects the Company financial position as of
per tanggal 31 Desember 2020. December 31, 2020
Kebijakan, Pengumuman dan Dividend Policy, Announcement

Pembayaran Dividen and Payment
Kebijakan Dividen Dividend Policy
Dividen diputuskan melalui Rapat Umum Dividends were decided through the Annual
Pemegang Saham Tahunan (RUPST). bank bjb General Meeting of Shareholders (AGMS). bank
memiliki kebijakan dividen yang didasarkan bjb had a dividend policy based on fulfilling the
pada pemenuhan kepentingan pemegang saham interests of shareholders as well as a business
serta rencana pengembangan usaha. Pembagian development plan. Dividend distribution was in
dividen sesuai dengan hasil RUPST tahun buku accordance with the results of the AGMS for the
2019 bahwa 60.00% dari laba bersih tahun 2019 financial year, which stated that 60.00%
buku 2019 ditetapkan sebagai dividen tunai dan of net income for the 2019 financial year was
dibagikan kepada seluruh pemegang saham yang determined as cash dividends and distributed to
tercatat sesuai dengan ketentuan yang berlaku all registered shareholders in accordance with
dan 40.00% dari laba bersih tahun buku 2018 applicable regulations and 40.00% of net profit
ditetapkan sebagai penguatan Cadangan Kerugian for the 2018 financial year was determined as
Penurunan Nilai sesuai PSAK 71. strengthening of Allowance for Impairment Losses
Value according to PSAK 71
Pengumuman dan Pembayaran Announcement and Payment

Dividen of Dividends
Berdasarkan Keputusan RUPST bank bjb Based on the AGM Resolution, the Company
melaksanakan pengumuman dan pembagian carries out the announcement and distribution of
dividen sebagaimana diuraikan sebagai berikut. dividends as described below.
Tabel Pengumuman dan Pembayaran Dividen

Table of Announcement and Dividend Payment
Uraian Tahun Buku 2019 Tahun Buku 2018 Tahun Buku 2017
Description Fiscal Year 2019 Fiscal year 2018 Fiscal year 2017
Laba Bersih (jutaan Rp)
1,541,854 1,531,235 1,211,405
Net Profit (million IDR)
Dividen (jutaan Rp)

925,043 879,588 875,575
Dividend (million IDR)
Dividen Per Saham (Rp)

94.02 89.4 90.3
Dividend Per Share (Rp)
Jumlah lembar saham (lembar)

9,838,787,161 9,838,787,161 9,696,291,166
Number of shares (shares)

2020 Annual Report
Uraian Tahun Buku 2019 Tahun Buku 2018 Tahun Buku 2017
Description Fiscal Year 2019 Fiscal year 2018 Fiscal year 2017
Dividend Pay Out Ratio (%)
60.00% 57.44% 55.00%
Dividend Pay Out Ratio (%)
Tanggal Pengumuman
16 April 2020 30 April 2019 28 Februari 2018
Announcement date
Tanggal Pembayaran
20 Mei 2020 28 Mei 2019 26 Maret 2018
Payment date
Dividen Tunai akan dibagikan kepada pemegang Cash Dividends will be distributed to shareholders
saham yang namanya tercatat dalam Daftar whose names are listed on the Company
Pemegang Saham bank bjb (DPS) atau recording Shareholders List (DPS) or recording date on Arpil
date pada tanggal 28 April 2020 dan/atau pemilik 28, 2020 and/or Company shareholders in the
saham bank bjb pada sub rekening efek di PT securities sub account at PT Kustodian Sentral
Kustodian Sentral Efek Indonesia (“KSEI”) pada Efek Indonesia (KSEI) at the close of trading of
penutupan perdagangan saham di Bursa Efek shares on the Indonesia Stock Exchange on Arpil
Indonesia tanggal 28 April 2020. 28, 2020.
Bagi Pemegang Saham yang sahamnya dimasukkan For Shareholders whose shares are included
dalam penitipan kolektif KSEI, pembayaran in KSEI’s collective custody, dividend payment
dividen tunai dilaksanakan melalui KSEI dan akan cash will be conducted through KSEI and will
didistribusikan ke dalam rekening Perusahan be distributed to the accounts of Securities
Efek dan/atau Bank Kustodian pada tanggal 20 Companies and/or Custodian Banks on May 28,
Mei 2020. Bukti pembayaran dividen tunai akan 2019. Proof of payment of cash dividends will
disampaikan oleh KSEI kepada Pemegang Saham be delivered by KSEI to Shareholders through
melalui Perusahaan Efek dan/atau Bank Kustodian Securities Companies and/or Custodian Banks
dimana Pemegang Saham membuka rekeningnya. where Shareholders open their accounts. Whereas
Sedangkan bagi Pemegang Saham yang sahamnya for Shareholders whose shares are not included
tidak dimasukkan dalam penitipan kolektif KSEI in KSEI’s collective custody, the cash dividend
maka pembayaran dividen tunai akan ditransfer ke payment will be transferred to the Shareholders’
rekening Pemegang Saham. account.
Dividen tunai tersebut akan dikenakan pajak Cash dividends will be taxed in accordance with
sesuai dengan peraturan perundang-undangan applicable tax laws. The amount of tax imposed
perpajakan yang berlaku. Jumlah pajak yang will be borne by the relevant Shareholders and
dikenakan akan menjadi tanggungan Pemegang deducted from the amount of cash dividends that
Saham yang bersangkutan serta dipotong dari are the right of the relevant Shareholders.
jumlah dividen tunai yang menjadi hak Pemegang
Saham yang bersangkutan.
Bagi Pemegang Saham yang merupakan Wajib For Shareholders who are Domestic Taxpayers
Pajak Dalam Negeri yang berbentuk badan hukum in the form of legal entities has not stated
yang belum mencantumkan Nomor Pokok Wajib the Taxpayer Identification Number (NPWP),
Pajak (“NPWP”) diminta menyampaikan NPWP is requested to submit NPWP to KSEI or the
kepada KSEI atau Biro Administrasi Efek/BAE Securities Administration Bureau/BAE of PT
PT Datindo Entrycom (“BAE”) dengan alamat Jl. Datindo Entrycom (BAE) with the address of Jl.
Hayam Wuruk no.28 Jakarta 10120 paling lambat Hayam Wuruk no.28 Jakarta 10120 no later than
tanggal 28 April 2020 pada pukul 16.00 WIB. April 28 , 2020 at 16:00 WIB. Without the inclusion
Tanpa pencantuman NPWP, dividen tunai yang of NPWP, cash dividends paid to the Domestic
dibayarkan kepada Wajib Pajak Dalam Negeri Taxpayer will be subject to income tax 100% higher
tersebut akan dikenakan tarif PPh lebih tinggi than the normal rate.
100% dari tarif normal.

Bagi Pemegang Saham yang merupakan Wajib For Shareholders who are Foreign Taxpayers
Pajak Luar Negeri yang pemotongan pajaknya whose tax deductions will use a tariff based on
akan menggunakan tarif berdasarkan Persetujuan the Agreement on Double Taxation Avoidance
Penghindaran Pajak Berganda (P3B) wajib (P3B) must meet the requirements of the
memenuhi persyaratan Peraturan Direktur Director General of Taxes Regulation No. PER-25/
Jendral Pajak No. PER-25/PJ/2018 tentang Tata PJ/2018 concerning Procedures for Implementing
Cara Penerapan Persetujuan Penghindaran Multiple Tax Avoidance Approval and submitting
Pajak Berganda serta menyampaikan DGT yang DGT which has been legalized by the Office of
telah dilegalisasi oleh Kantor Pelayanan Pajak Exchange Entering Tax Services Office to KSEI or
Perusahaan Masuk Bursa kepada KSEI atau BAE BAE in accordance with KSEI rules and regulations,
sesuai peraturan dan ketentuan KSEI, tanpa without the said documents, cash dividends paid
adanya dokumen dimaksud, dividen tunai yang will be subject to Income Tax Article 26 of 20%.
dibayarkan akan dikenakan PPh Pasal 26 sebesar
20%.
Tabel Rincian Jadwal Pembayaran Dividen Tunai Tahun Buku 2018 dan 2019
Details Table of Cash Dividend Payment Schedule for Fiscal Year 2018 and 2019
Keterangan Tanggal
Information Date
Tahun Buku 2019
Fiscal Year 2019
Tanggal Pengumuman Dividen Tahun Buku 2019 16 April 2020
Dividend Announcement Date for Financial Year 2019 16 April 2020
Akhir Periode Perdagangan Saham Dengan Hak Dividen (Cum Dividen)
End of Stock Trading Period With Dividend Rights (Cum Dividend)
Pasar Reguler dan Negosiasi 24 April 2020
Regular and Negotiated Market 24 April 2020
Pasar Tunai 28 April 2020
Cash Market 28 April 2020
Awal Periode Perdagangan Saham Tanpa Hak Dividen (Ex Dividen)
Beginning of Stock Trading Period Without Dividend Rights (Ex Dividend)
Pasar Reguler dan Negosiasi 27 April 2020
Regular and Negotiated Market 27 April 2020
Pasar Tunai 29 April 2020
Cash Market 29 April 2020
Tanggal Daftar Pemegang Saham yang berhak Dividen (Recording Date) 28 April 2020
List of Shareholders entitled to Dividend (Recording Date) 28 April 2020
Tanggal Pembayaran Dividen Tunai Tahun Buku 2019 20 Mei 2020
Cash Dividend Payment Date for Financial Year 2019 20 May 2020
Tahun Buku 2018
Fiscal Year 2018
Tanggal Pengumuman Dividen Tahun Buku 2018 30 April 2019
Dividend Announcement Date for Fiscal Year 2018 30 April 2019
Akhir Periode Perdagangan Saham Dengan Hak Dividen (Cum Dividen)
End of Stock Trading Period With Dividend Rights (Cum Dividend)
Pasar Reguler dan Negosiasi 9 Mei 2019
Regular and Negotiated Market 9 May 2019
Pasar Tunai 13 Mei 2019
Cash Market 13 May 2019
Awal Periode Perdagangan Saham Tanpa Hak Dividen (Ex Dividen)
Beginning of Stock Trading Period Without Dividend Rights (Ex Dividend)
Pasar Reguler dan Negosiasi 10 Mei 2019
Regular and Negotiated Market 10 May 2019

2020 Annual Report
Keterangan Tanggal
Information Date
Pasar Tunai 14 Mei 2019
Cash Market 14 May 2019
Tanggal Daftar Pemegang Saham yang berhak Dividen (Recording Date) 13 Mei 2019
List of Shareholders entitled to Dividend (Recording Date) 13 May 2019
Tanggal Pembayaran Dividen Tunai Tahun Buku 2018 28 Mei 2019
Cash Dividend Payment Date for Fiscal Year 2018 28 May 2019
Program Kepemilikan Saham Share Ownership Program

Oleh Karyawan dan/atau by Employees and/or
Manajemen (ESOP/MSOP) Management (ESOP/MSOP)
bank bjb pada tahun 2010 melakukan aksi korporasi In 2010, the Company carried out a corporate
berupa Initial Public Offering (IPO). bank bjb action in the form of an Initial Public Offering (IPO).
mengeluarkan kebijakan pada karyawannya untuk Company issued a policy on its employees to own
memiliki sejumlah saham dari bank bjb dengan a number of shares of Company under the name of
nama program Employee and Management Stock the Employee and Management Stock Allocation
Allocation (EMSA) sebagaimana yang disepakati (EMSA) program as agreed by management that
oleh manajemen bahwa alokasi jumlah saham the allocation of the number of shares for employees
untuk karyawan adalah sebanyak 10% dari jumlah is as much as 10% of the number of shares offered to
saham yang ditawarkan ke publik atau sebanyak the public or as much as IDR2. 424,072,500 shares.
Rp2.424.072.500 lembar saham. Tidak terdapat There are no requirements for employees who are
persyaratan karyawan yang berhak memiliki entitled to own shares. All employees have the right
saham. Semua karyawan berhak mengikuti to join the EMSA program. Based on the results of
program EMSA. Berdasarkan hasil penawaran awal the initial offering (bookbuilding), the number of
(bookbuilding), jumlah pemesanan saham EMSA shares ordered by EMSA delivered by all employees
yang disampaikan oleh seluruh karyawan bank bjb of the Company amounted to IDR46,360,200,000
adalah sebesar Rp46.360.200.000 atau 3,2% dari or 3.2% of the total number of shares offered to the
jumlah saham yang ditawarkan ke publik. Program public. The EMSA program has a maximum term of 6
EMSA tersebut memiliki jangka waktu maksimal (six) months with the requirements to be eligible to
6 (enam) bulan dengan persyaratan yang berhak take part in this program are permanent employees
mengikuti program ini adalah karyawan tetap bank of Company with an excercise price of IDR600 per
bjb dengan excercise price Rp600 per lembar. share.
Sampai dengan akhir tahun 2020, bank bjb In 2020, the bjb bank did not implement the
belum melaksanakan program Employee and Employee and Management Stock Allocation
Management Stock Allocation (EMSA) kembali. (EMSA) program.
Realisasi Penggunaan Dana Hasil Realization of Use of Public

Penawaran Umum Offering Results
Sesuai dengan POJK Nomor 30/POJK.04/2015 In accordance with POJK Number 30/
tentang Laporan Realisasi Penggunaan Dana Hasil POJK.04/2015 concerning Realization Report on
Penawaran Umum, bank bjb telah melaporkan the Use of Funds from Public Offering, Company
realisasi penggunaan dana hasil penawaran umum has reported the Realization of Use of Funds from
sebagai berikut: Public Offering as follows.

Tabel Realisasi Hasil Penawaran Umum Berkelanjutan Obligasi Subordinasi Berkelanjutan II

Tahap I Tahun 2020
Table of Realization of Proceeds from Public Offering of Sustainable Subordinated Bonds II
Phase I Year 2020
Nilai Realisasi Hasil Penawaran Umum

Realization Value of Public Offering Proceeds
Jenis Penawaran Umum Tanggal Efektif
No.
Type of Public Offering Effective Date
Jumlah Hasil Biaya Penawaran
Penawaran Umum Umum Hasil Bersih
Number of Public Public Offering Net Result
Offering Proceeds Fee
1 2 3 4 5 6
1 Penawaran Umum
Berkelanjutan Obligasi
Subordinasi
Berkelanjutan II Tahap I Tahun
2020 03 Maret 2020
500,000,000,000 7,438,745,876 492,561,254,124
March 03, 2020
Public Offering of
Subordinated Bonds
Sustainable II Phase I Year
2020
Jumlah
500,000,000,000 7,438,745,876 492,561,254,124
Amount
Tabel Realisasi Hasil Penawaran Umum Berkelanjutan Obligasi Subordinasi Berkelanjutan II

Tahap II Tahun 2020
Table of Realization Result of Public Offering of Continuous Subordinated Bond II Phase II
Year 2020
Nilai Realisasi Hasil Penawaran Umum

Realization Value of Public Offering Proceeds
Jenis Penawaran Umum Tanggal Efektif
No.
Type of Public Offering Effective Date
Jumlah Hasil
Biaya Penawaran
Penawaran Umum Hasil Bersih
Umum
Number of Public Net Result
Public Offering Fee
Offering Proceeds
1 2 3 4 5 6
1 Penawaran Umum
Berkelanjutan Obligasi
Subordinasi
Berkelanjutan II Tahap II
Tahun 2020 17 November 2020
500,000,000,000 2,092,050,000 497,907,950,000
17 November 2020
Public Offering of
Subordinated Bonds
Sustainable II Phase II Year
2020
Jumlah
500,000,000,000 2,092,050,000 497 907 950.000
Amount

2020 Annual Report
(dalam Rupiah penuh/ in full Rupiah)
Rencana Penggunaan Dana Menurut Realisasi Penggunaan Dana Menurut

Prospektus Prospektus
Planned Use of Funds According to the Realization of Use of Funds according to Sisa Dana Hasil
Prospectus the Prospectus Penawaran Umum
Remaining Proceeds
from the Public
Offering
Ekspansi Kredit Ekspansi Kredit
Total Total
Credit Expansion Credit Expansion
7 8 9 10 11
492,561,254,124 492,561,254,124 492,561,254,124 492,561,254,124 -
492,561,254,124 492,561,254,124 492,561,254,124 492,561,254,124 -
(dalam Rupiah penuh/ in full Rupiah)
Rencana Penggunaan Dana Menurut Realisasi Penggunaan Dana Menurut

Prospektus Prospektus
Planned Use of Funds According to Realization of Use of Funds according to Sisa Dana Hasil
the Prospectus the Prospectus Penawaran Umum
Sisa Dana Hasil
Remaining Proceeds
Penawaran Umum
from the Public
Ekspansi Offering
Kredit Ekspansi Kredit
Total Total
Credit Credit Expansion
Expansion
7 8 9 10 11 11
497,907,950,000 497,907,950,000 497,907,950,000 497,907,950,000 -
497,907.950.000 497,907,950,000 497,907,950,000 497,907,950,000 -

Penggunaan dan hasil penawaran umum telah The use and results of the public offering had
terealisasikan seluruhnya. Dana hasil penawaran been fully realized. The proceeds from the public
umum obligasi setelah dikurangi biaya-biaya emisi, offering of bonds after deducting issuance
seluruhnya dipergunakan bank bjb untuk ekspansi costs were entirely used by bank bjb for credit
kredit dalam rangka pengembangan bisnis sesuai expansion in the context of business development
rencana penggunaan dana yang diungkapkan according to the plan to use the funds disclosed
dalam prospektus dan telah dilaporkan kepada in the prospectus and have been reported to the
Otoritas Jasa Keuangan (OJK). Financial Services Authority (OJK).
Informasi Material yang Material Information Containing

Mengandung Benturan Conflicts of Interest and/or
Kepentingan dan/atau Transaksi Transactions with Affiliated
Dengan Pihak Afiliasi Parties
Transaksi Material adalah setiap penyertaan dalam Material Transactions are all investments in business
badan usaha, proyek, dan/atau kegiatan usaha entities. project. and/or business activities certain;
tertentu; pembelian, penjualan, pengalihan, tukar purchase. the sale. diversion. exchange assets or
menukar aset atau segmen usaha; sewa menyewa business segments; rent leasing assets; borrow
aset; pinjam meminjam dana; menjaminkan aset; and borrow funds; guarantee assets; and/or
dan/atau memberikan jaminan perusahaan; provide company guarantees; with a value of 20%
dengan nilai 20% (dua puluh perseratus) atau lebih (twenty percent) or more of the Company’s equity.
dari ekuitas Perusahaan. yang dilakukan dalam satu conducted in one run or in a series of transactions
kali atau dalam suatu rangkaian transaksi untuk for a particular purpose or activity. (Bapepam LK
suatu tujuan atau kegiatan tertentu. (Bapepam LK Number: Kep-412/BL/2009)
Nomor: Kep-412/BL/2009)
Transaksi Benturan Kepentingan Conflict of Interest Transactions
Berdasarkan Bapepam LK Nomor: Kep-412/ Based on Bapepam LK Number: Kep-412/BL/2009,

BL/2009 yang dimaksud Benturan Kepentingan referred to as Conflict of Interest is the difference
adalah perbedaan antara kepentingan ekonomis between the economic interests of the Company
Perusahaan dengan kepentingan ekonomis pribadi and the personal economic interests of members
anggota Direksi, anggota Dewan Komisaris, atau of the Board of Directors, members of the Board
pemegang saham utama yang dapat merugikan of Commissioners, or major shareholders who can
Perusahaan dimaksud. harm the said company.
Bank bjb telah memiliki Pedoman Benturan Bank bjb already owned a Conflict of Interest
Kepentingan untuk dapat menangani situasi Guidelines to be able to handle conflict of interest
benturan kepentingan yang dihadapi, dalam situations at hand, in order to carry out the Bank’s
rangka menjalankan kegiatan usaha Bank yang business activities as stipulated in the Decree of the
ditetapkan melalui Surat Keputusan Direksi nomor Board of Directors number 1217/SK/DIR-KP/2015
1217/SK/DIR-KP/2015 tanggal 28 Desember 2015 dated December 28, 2015 concerning Guidelines
tentang Pedoman Benturan Kepentingan, Surat for Conflict of Interest, Directors Decree. number
Keputusan Direksi nomor 0077/SK/DIR-CS/2019 0077/SK/DIR-CS/2019 dated January 14, 2019
tanggal 14 Januari 2019 tentang Kebijakan Tata concerning Directors’ Work Procedures Policy,
Tertib Kerja Direksi, Surat Keputusan Dewan Board of Commissioners Decree number 10/SK/
Komisaris nomor 10/SK/DKO/2019 tanggal 04 DKO/2019 dated December 4, 2019 concerning
Desember 2019 tentang Pedoman dan Tata Tertib the Board of Commissioners Work Guidelines and
Kerja Dewan Komisaris. Procedures

2020 Annual Report
Setiap pegawai Bank yang berpotensi atau telah Every bank employee who has the potential or
berada dalam situasi Benturan Kepentingan wajib is in a Conflict of Interest situation is obliged to
membuat laporan mengenai situasi Benturan make a report regarding the Conflict of Interest
Kepentingan yang akan/sedang dihadapinya, situation that will be/is facing him through a
melalui surat deklarasi yang disampaikan kepada declaration letter which is submitted to the party
pihak pengelola situasi Benturan Kepentingan who manages the conflict of interest situation/
untuk kemudian diberikan rekomendasi. Selain official/recommendation party to then be
itu seluruh pengungkapan yang tertuang di given a recommendation. The official providing
dalam laporan mengenai situasi Benturan recommendation is the highest official at each
Kepentingan dan rekomendasi yang diberikan related level. Conflicts of interest faced by the
atas pengungkapan situasi Benturan Kepentingan Board of Directors are discussed at the Board
tersebut ditembuskan kepada Divisi Kepatuhan & of Directors Meeting. In addition, all disclosures
APU-PPT untuk dilakukan pendokumentasian. contained in the report regarding Conflict of
Interest situations and recommendations given
for disclosure of Conflict of Interest situations are
copied to the Compliance Division and AML-CFT
for documentation.
Sepanjang tahun 2020, tidak terdapat transaksi During 2020, there were no material transactions
material yang mengandung kategori benturan that contained a category of conflict of interest.
kepentingan.
Transaksi Pihak Afiliasi Affiliate Party Transactions
Berdasarkan Bapepam LK Nomor: Kep-412/ Based on Bapepam LK Number: Kep-412/

BL/2009 yang dimaksud Transaksi Afiliasi adalah BL/2009, referred to as Affiliated Transactions
Transaksi yang dilakukan oleh Perusahaan atau are Transactions conducted by Companies or
Perusahaan Terkendali dengan Afiliasi dari Controlled Companies with Affiliates of Companies
Perusahaan atau Afiliasi dari anggota Direksi, or Affiliates of Directors, a member of the Board
anggota Dewan Komisaris, atau pemegang saham of Commissioners, or the main shareholder of the
utama Perusahaan. Company.
Sepanjang tahun 2020, tidak terdapat transaksi During 2020 , there were no material transactions
material dengan pihak afiliasi. with affiliates..
Transaksi Pihak Berelasi Transaction of Related Parties
Dalam menjalankan usahanya, bank bjb dan In carrying out its business, the Company and
entitas anak melakukan transaksi dengan pihak- subsidiaries conduct transactions with related
pihak berelasi seperti yang didefinisikan dalam parties as defined in PSAK No. 7 (Revised 2015)
PSAK No. 7 (Revisi 2015) tentang “Pengungkapan concerning “Disclosure of Related Parties”.
Pihak-pihak Berelasi”.
Suatu pihak dianggap berelasi dengan Bank dan A party is considered to be related to the Bank
entitas anak jika: and its subsidiaries if :
i. Suatu pihak yang secara langsung. atau i A party directly. or indirectly through one or
tidak langsung yang melalui satu atau lebih more intermediaries. a party (i) controls. or
perantara. suatu pihak (i) mengendalikan. controlled by. or are under joint control. with
atau dikendalikan oleh. atau berada di bawah the Bank and subsidiaries; (ii) has significant
pengendalian bersama. dengan Bank dan influence over the Bank and its subsidiaries;

entitas anak; (ii) memiliki pengaruh signifikan or (iii) has joint control over the Bank and
atas Bank dan entitas anak; atau (iii) memiliki subsidiaries;
pengendalian bersama atas Bank dan entitas
anak;
ii. Suatu pihak yang berada dalam kelompok ii. A party that is in the same business group as
usaha yang sama dengan Bank dan entitas the Bank and subsidiaries
anak
iii. Suatu pihak yang merupakan ventura bersama iii. A party which is a joint venture in which the
di mana Bank dan entitas anak sebagai venturer; Bank and subsidiary is a venturer;
iv. Suatu pihak adalah anggota dari personil iv. A party is a member of the Bank’s key
manajemen kunci Bank dan entitas anak; management personnel and subsidiaries;
v. Suatu pihak adalah anggota keluarga dekat v. A party is a close family member of the
dari individu yang diuraikan dalam butir (i) atau individual described in paragraph (i) or (iv);
(iv);
vi. Suatu pihak adalah entitas yang dikendalikan. vi. A party is a controlled entity. jointly controlled
dikendalikan bersama atau dipengaruhi or significantly influenced by several entities.
signifikan oleh beberapa entitas. langsung directly or indirectly. individuals as described in
maupun tidak langsung. individu seperti clause (iv) or (v) ;
diuraikan dalam butir (iv) atau (v);
vii. Suatu pihak adalah suatu program imbalan vii. A party is a post-employment benefit plan
pasca kerja untuk imbalan kerja dari Bank for employee benefits from the Bank and
dan entitas anak atau entitas terkait Bank dan subsidiaries or related entities of the Bank and
entitas anak subsidiaries
Transaksi dengan pihak-pihak berelasi dilakukan Transactions with related parties are carried out on
dengan syarat dan kondisi yang sama dengan the same terms and conditions as transactions with
transaksi-transaksi dengan pihak ketiga. Transaksi third parties. Transactions conducted by the Bank
yang dilakukan Bank dan entitas anak telah and its subsidiaries have fulfilled the regulations
memenuhi peraturan Otoritas Jasa Keuangan of the Financial Services Authority (Capital Market
(Badan Pengawas Pasar Modal dan Lembaga and Financial Institution Supervisory Agency)
Keuangan) No. IX.E.1 tentang “Transaksi Afiliasi No. IX.E.1 concerning “Affiliated Transactions and
dan Benturan Kepentingan Transaksi Tertentu”. Conflicts of Interest of Certain Transactions”. at
Pada saat transaksi-transaksi tersebut dilakukan. the time the transactions are made.
Seluruh transaksi dan saldo yang material dengan All material transactions and balances with related
pihak-pihak berelasi diungkapkan dalam catatan parties are disclosed in the notes to the relevant
atas laporan keuangan yang relevan dan rinciannya financial statements and the details have been
telah disajikan dalam Laporan Keuangan. presented in the Financial Statements.
Nama Pihak yang Bertransaksi dan Sifat Name of Traveling Parties and Nature of
Hubungan Relationship
Dalam kegiatan normal usaha, bank bjb dan In the normal course of business, the Company
entitas anak melakukan transaksi dengan pihak and subsidiaries conduct transactions with related
berelasi karena hubungan kepemilikan dan/atau parties due to ownership and/or management
kepengurusan. Semua transaksi dengan pihak- relations. All transactions with related parties have
pihak berelasi telah dilakukan dengan kebijakan been carried out with agreed mutually agreed
dan syarat yang telah disepakati bersama. policies and conditions.

2020 Annual Report
Pihak-Pihak Berelasi Sifat Hubungan Istimewa Transaksi

No.
Related Parties Nature of Special Relationship Transaction
a. Giro
b. Simpanan nasabah
Pemegang saham pengendali c. Kredit yang diberikan
1 Provincial government
Controlling shareholders a. Giro
West Java
b. Deposits from customers
c. Loans
a. Giro
Manajemen kunci Hubungan pengendalian kegiatan perusahan b. Kredit yang diberikan
2
Key management Relationship control of company activities a. Giro
b. Loans
Hubungan kepemilikan melalui Pemerintah provisi a. Penyertaan saham

dan kabupaten b. Simpanan dari bank lain
3 BPR dan PD-LPK
Ownership relationship through the provisional and a. Investments in shares
district governments b. Deposits from other banks
Hubungan kepemilikan melalui Pemerintah provisi
PT Asuransi Bangun dan kabupaten a. Asuransi
4
Askrida Ownership relationship through the provisional and a. Insurance
district governments
Kewajaran dan Alasan Dilakukannya Reasons and Reasons

Transaksi for the Transaction
Transaksi dengan pihak-pihak berelasi dilakukan Transactions with related parties are conducted
dengan syarat dan kondisi yang sama dengan with the same terms and conditions as transactions
transaksi-transaksi dengan pihak ketiga (arm’s with third parties (arm’s length). Transactions
length). Transaksi yang dilakukan Bank dan conducted by the Bank and its subsidiaries have
entitas anak telah memenuhi peraturan Otoritas complied with the Financial Services Authority
Jasa Keuangan (Badan Pengawas Pasar Modal (Capital Market and Financial Institution
dan Lembaga Keuangan) No. IX.E.1 tentang Supervisory Agency) No. IX.E.1 concerning
“Transaksi Afiliasi dan Benturan Kepentingan “Affiliated Transactions and Conflicts of Interest of
Transaksi Tertentu” pada saat transaksi-transaksi Certain Transactions” at the time the transactions
tersebut dilakukan. Kewajaran transaksi dengan are made. The fairness of transactions with related
pihak berelasi telah dilakukan secara wajar parties has been carried out properly in accordance
sesuai peraturan perundang-undangan. Transaksi with statutory regulations. Transactions are carried
dilakukan atas dasar alasan kebutuhan bank bjb out on the grounds of the need for a Company and
dan bebas dari konflik kepentingan. free from conflicts of interest.
Realisasi Transaksi Pihak Berelasi Realization of Related Party Transactions
Tabel berikut menunjukkan jumlah agregat dari The following table shows the aggregate amounts
transaksi pihak yang berelasi (selain manajemen of related party transactions (other than key
kunci) pada tanggal-tanggal 31 Desember 2020 management) as of December 31, 2020 and 2019:
dan 2019:

Tabel Transaksi dengan Pihak Berelasi

Table of Transactions with Related Parties
(dalam jutaan Rupiah/ In million IDR)
Keterangan 31 Desember 2020 31 Desember 2019

Information 31 December 2020 31 December 2019
Aset
Asset

310,411 261,564
Loans
Penyertaan saham
42,124 42,124
Total aset dari pihak – pihak berelasi

352,535 303,688
Total assets of related parties
Cadangan kerugian penurunan nilai dari pihak-pihak berelasi

7,196 (4,097)
Allowance for impairment losses from related parties
Total aset dari pihak -pihak berelasi - neto

359,731 299,591
Total assets of related parties - net
Persentase total aset pihak be relasi terhadap total aset - neto

0.24% 0.28%
Percentage of the related party’s total assets to total assets - net
Liabilitas
Liabilities
Simpanan nasabah dan simpanan nasabah syariah

9,227,783 12,937,272
Deposits from customers and deposits from sharia customers

104,228 373,148
Dana syirkah temporer

7,059 2,639
Temporary syirkah funds
Total liabilitias dan dana syirkah temporer kepada pihak-pihak
berelasi 9,339,070 13,313,059
Total liabilities and temporary syirkah funds to related parties
Persentase total liabilitas dan dana syirkah temporer pihak
berelasi terhadap total liabilitas dan total dana syirkah temporer
7.24% 11.48%
Percentage of total liabilities and temporary syirkah funds related
parties to total liabilities and total temporary syirkah funds
Pendapatan bunga dan bagi hasil
Interest income and profit sharing
Kredit yang diberikan dan pembiayaan/piutang syariah

36,266 44,062
Loans and Islamic financing/receivables
Total pendapatan bunga dan syariah dari pihak-pihak berelasi

36,266 44,062
Total interest and sharia income from related parties
Persentase terhadap total pendapatan bunga dan syariah

0.29% 0.72%
Percentage of total interest income and sharia
Beban bunga dan bonus

Interest and bonus expenses
Simpanan nasabah. simpanan nasabah syariah dan dana syirkah
temporer
402,000 669,947
Deposits from customers. savings from sharia customers and
temporary syirkah funds
3,035 18,489
Total beban bunga dan bonus dari pihak - pihak berelasi

405,035 688,436
Total interest expense and bonuses from related parties
Persentase terhadap total beban bunga dan bonus

6.61% 11.46%
Percentage of total interest expense and bonuses
Selain itu, adapun realisasi transaksi dengan In addition, the realization of transactions with key
manajemen kunci diuraikan dalam tabel sebagai management is described in the following table
berikut.

2020 Annual Report
Tabel Transaksi dengan Manajemen Kunci

Transaction table with Key management
(dalam jutaan Rupiah/ In million IDR)
Keterangan 31 Desember 2019 31 Desember 2018

Information 31 December 2019 31 December 2018
Aset
Asset

95,186 88,268
Loans
Cadangan kerugian penurunan nilai dari manajemen kunci

- -
Allowance for impairment losses from key management
Total kredit yang diberikan dan piutang/pembiayaan syariah dari
manajemen kunci 95,186 88,268
Total loans and receivables/sharia financing from key management
Persentase terhadap total aset
0.07% 0.07%
Percentage of total assets
Liabilitas
Liabilities

39,454 43,744
Persentase terhadap total liabilitas dan dana syirkah temporer

0.04% 0.04%
Percentage of total liabilities and temporary syirkah funds
Pendapatan bunga dan bagi hasil

Interest income and profit sharing
Kredit yang diberikan dan piutang/pembiayaan syariah

5,350 10,061
Loans and receivables/sharia financing
Persentase terhadap total pendapatan bunga dan syariah

0.04% 0.08%
Percentage of total interest income and sharia
Beban bunga dan bonus

Interest and bonus expenses

1,897 2,258
Persentase terhadap total beban bunga dan bonus

0.00% 0.04%
Percentage of total interest expense and bonuses
Beban gaji dan tunjangan

Salaries and benefits expenses
Direksi
58,799 62,635
Directors
Dewan Komisaris
22,461 25,572
board of Commissioners
Karyawan Kunci
86,653 65,353
Key Employees
Total
167,913 153,560
Total
Persentase terhadap total beban tenaga kerja dan tunjangan
karyawan 6.30% 9.46%
Percentage of total labor load and employee benefits
Kebijakan Mekanisme Reviu atas Review Mechanism Policy for

Transaksi dan Pemenuhan Peraturan Transactions and Meeting Regulations
dan Ketentuan Terkait and Related Provisions
Seperti telah disampaikan pada bagian As stated in the Conflict of Interest Transaction
Transaksi Benturan Kepentingan, bank bjb telah section, Company has a policy regarding conflict
memiliki kebijakan mengenai transaksi benturan of interest transactions, including transactions with
kepentingan, termasuk transaksi dengan pihak related parties. Material transactions are decided

berelasi. Transaksi material diputuskan oleh by the highest level officials at each related
pejabat tertinggi di setiap level terkait dan dalam level and in the Directors’ Meeting for situations
Rapat Direksi untuk situasi benturan kepentingan of conflict of interest related to the Directors.
yang terkait dengan Direksi. Transaksi material Material transactions with related parties are
dengan pihak berelasi diputuskan dengan decided by always observing the precautionary
senantiasa memperhatikan prinsip kehati-hatian and independent principles and have fulfilled the
dan independen serta telah memenuhi ketentuan provisions of the Financial Services Authority and
Otoritas Jasa Keuangan maupun peraturan other applicable laws and regulations.
perundang-undangan lain yang berlaku.
Selama tahun 2020, tidak terdapat pelanggaran During 2020, there were no violations of the laws
atas peraturan perundang-undangan terkait and regulations related to transactions with related
dengan transaksi dengan pihak berelasi serta tidak parties and there were no transactions containing
terdapat transaksi yang mengandung benturan conflicts of interest..
kepentingan.
Aspek Perpajakan Taxation Aspect
Publikasi Pembayaran Pajak Publication of Tax Payment
bank bjb dalam kegiatan operasionalnya telah Company in its operational activities has carried
menjalankan tata kelola perusahaan yang baik out good corporate governance (Good Corporate
(Good Corporate Governance) yang dilakukan Governance) which is carried out transparently
secara transparan dan akuntabel khususnya dalam and accountably, especially in managing taxation
mengelola hak dan kewajiban perpajakannya, hak rights and obligations, taxation rights and
dan kewajiban perpajakannya dilakukan sesuai obligations are carried out in accordance with
dengan peraturan yang berlaku. applicable regulations.
Pembayaran Pajak Payment of Taxes
Total pembayaran pajak periode Januari sampai The total tax payments for the period of January
dengan Desember 2020, sebagai berikut. to December 2020 are as follows.

2020 Annual Report
Tabel Pembayaran Pajak

Tax Payment Table
(dalam Rupiah penuh/ in Full IDR)
Uraian Pajak Tahun 2020

Tax Description Year 2020
PPh Pasal 25
407,813
Income Tax Article 25
PPh Pasal 29
230,260
PPh Pasal 21
19,272
PPh Pasal 23/26

7,937
Income Tax Article 23/26
PPh Pasal 4 ayat (2)

453,466
Income Tax Article 4 paragraph (2)
PPN 122,775
Total 407,813
Ketidakpatuhan dalam Pembayaran Non-Compliance in Tax Payment

Pajak
Pada periode 2020, tidak terdapat ketidakpatuhan In the period 2020, there was no non-compliance
bank bjb dalam kewajiban membayar pajak with the Company in paying taxes (NIHIL).
(NIHIL).
Perubahan Peraturan Perundang- Changes In Laws and Regulations

Undangan dan Dampaknya on the Bank
terhadap Bank
Perubahan peraturan perundang-undangan yang Changes in the laws and regulations affecting the
berpengaruh terhadap bank bjb beserta dampak Company along with the impact of the changes
perubahan dan informasi penyesuaian yang and information on adjustments made by the
dilakukan bank bjb terhadap perubahan tersebut Company to the changes during 2020 are as
selama tahun 2020 adalah sebagai berikut: follows

Tabel Perubahan Peraturan Perundang-Undangan Tahun 2020

Table of Amendments to the Laws and Regulations in 2020
Peraturan Tanggal Berlaku Tentang

No
Regulations Effective Date About
1. Undang-Undang Nomor 10 Tahun 2020 26 Oktober 2020 Bea Meterai
Law Number 10 of 2020 October 26, 2020 Stamp Duty
2. Undang-Undang Nomor 11 Tahun 2020 2 November 2020 Cipta Kerja

Law Number 11 of 2020 November 2, 2020 Job Creation

2020 Annual Report
Uraian Pokok Pengaturan Dampak Perubahan

Description of the Main Settings Impact of Change
1. Terdapat perluasan objek bea meterai pada ketentuan ini, dimana objek bea meterai tidak Bank agar melakukan
hanya mencakup dokumen dalam bentuk kertas, tetapi juga termasuk dokumen dalam penyesuaian penggunaan bea
bentuk elektronik. meterai terhadap dokumen-
2. Terdapat Penyesuaian Tarif pada ketentuan ini yang sebelumnya terdapat dua lapis tarif dokumen sebagaimana dimakud
bea meterai yaitu Rp3000 dan Rp6.000,- disesuaikan menjadi menjadi satu lapis tarif tetap dalam peraturan ini.
yaitu senilai Rp10.000; Banks are required to make
3. Terdapat perubahan terhadap pengaturan batas nilai nominal dokumen yang dikenai Bea adjustments to the use of stamp
Meterai, yang semula dokumen yang dikenai bea meterai adalah dokumen yang memuat duty on documents as referred to
jumlah uang sebesar Rp250.000 menjadi dokumen yang memuat jumlah uang sebesar in this regulation.
Rp5.000.000.
4. Pengaturan terkait penggunaan meterai elektronik dan meterai bentuk lain selain meterai
tempel.
5. Pengaturan terkait pemberian fasilitas berupa pembebasan dari pengenaan bea meterai
atas dokumen tertentu yang diperlukan untuk kegiatan penanganan bencana alam, kegiatan
yang bersifat keagamaan dan sosial, serta program pemerintah dan pelaksanaan perjanjian
internasional;
6. Pengaturan sanksi administratif dan sanksi pidana terkait kepatuhan terhadap pemenuhan
kewajiban pembayaran bea meterai;
7. Peraturan ini berlaku pada tanggal 1 Januari 2021 dengan ketentuan masa transisi selama
1 (satu) tahun dan meterai tempel yang dicetak sebelumnya tetap berlaku sampai dengan
tanggal 31 Desember 2021.
1. There is an expansion of the object of stamp duty in this provision, where the object of
stamp duty is not only in the form of paper documents, but also electronic documents.
2. There is a Tariff Adjustment in this provision where previously there were two layers of
stamp duty tariffs, namely IDR3000 and IDR6,000, - adjusted to become one layer of fixed
tariff, namely IDR10,000;
3. There has been a change in the regulation of the limit on the nominal value of documents
subject to Stamp Duty, which was originally a document that contains an amount of
IDR250,000 to a document containing an amount of IDR5,000,000.
4. Regulations related to the use of electronic seals and other form of seal other than adhesive
seals.
5. Regulations related to the granting of facilities in the form of exemption from imposing
stamp duty on certain documents required for natural disaster management activities,
religious and social activities, as well as government programs and implementation of
international agreements;
6. Arrangements for administrative sanctions and criminal sanctions related to compliance
with the fulfillment of stamp duty payment obligations;
7. This regulation will take effect on January 1, 2021, provided that the transition period is 1
(one) year and the pre-printed stamp remains valid until December 31, 2021.
1. Perubahan terhadap ketentuan Undang-Undang Nomor 25 Tahun 2007 tentang Penanaman 1. Terdapat penambahan
Modal sebagai berikut: bahwa ketentuan yang
a) Ketentuan dalam Undang-Undang ini berlaku dan menjadi acuan utama bagi terdapat dalam UU Ciptaker
penanaman modal di semua sektor di wilayah Negara Kesatuan Republik Indonesia. merupakan acuan utama
b) Bidang usaha tertutup untuk penanaman modal meliputi: pada bidang Penamaman
1) Budi daya dan industry narkotika golongan I. Modal
2) Segala bentuk kegiatan perjudian dan/atau kasino. 2. Terdapat perluasan ruang
3) Penangkapan spesies ikan yang tercantum dalam Appendix I Convention on lingkup bidang usaha yang
International Trade in Endangered Species of Wild Fauna dan Flora (CITES. tertutup bagi penanaman
4) Pemanfaatan atau pengambilan koral dan pemanfaatan atau pengambilan karang modal.
dari alam yang digunakan untuk bahan bangunan/kapur/kalsium, akuarium, dan 3. Terdapat perubahan
souvenir/perhiasan, serta koral hidup atau koral mati (recent death coral) dari alam. ketentuan mengenai
5) Industri pembuatan senjata kimia; dan persyaratan atau kriteria
6) Industri bahan kimia industri dan industri bahan perusak laporan ozon. yang harus dipenuhi oleh
c) Penanaman modal yang mendapat fasilitas paling sedikit memenuhi kriteria: Penanaman Modal untuk
1) Menyerap banyak tenaga kerja. memperoleh fasilitas.
2) Termasuk skala prioritas tinggi. 4. Bentuk fasilitas yang
3) Termasuk pembangunan infrastruktur. diberikan kepada penanaman
4) Melakukan alih teknologi. modal menjadi tidak diatur
5) Melakukan industri pionir. secara khusus dalam UU
6) Berada di daerah terpencil, daerah tertinggal, daerah perbatasan, atau daerah lain Penanaman Modal namun
yang dianggap perlu. akan diatur dalam peraturan
7) Menjaga kelestarian lingkungan hidup. pada bidang perpajakan.


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8) Melaksanakan kegiatan penelitian pengembangan, dan inovasi 5. Terdapat penghapusan
9) Bermitra dengan usaha mikro, kecil, menengah atau koperasi ketentuan mengenai
10) Industri yang menggunakan barang modal atau mesin atau peralatan yang pemberian izin diperoleh
diproduksi di dalam negeri. melalui pelayanan terpadu
11) Termasuk pengembangan usaha pariwisata. satu pintu. Kewenangan
d) Bentuk fasilitas yang diberikan kepada penanaman modal dilakukan sesuai dengan pemberian Perizinan
ketentuan peraturan perundang-undangan di bidang perpajakan. Berusaha menjadi dapat
e) Tidak mengatur mengenai kewajiban Pemerintah untuk menetapkan bidang usaha yang diberikan oleh Pemerintah
dicadangkan untuk usaha mikro, kecil, menengah, dan koperasi serta serta bidang usaha Pusat atau Pemerintah
yang terbuka untuk usaha besar dengan syarat harus bekerja sama dengan usaha mikro, Daerah sesuai dengan
kecil, menengah, dan koperasi. kewenangannnya.
f) Terdapat penghapusan ketentuan mengenai pemberian izin diperoleh melalui 1. There is an addition that the
pelayanan terpadu satu pintu. Kewenangan pemberian Perizinan Berusaha menjadi provisions contained in the
dapat diberikan oleh Pemerintah Pusat atau Pemerintah Daerah sesuai dengan Job Creation Law are the
kewenangannnya. main reference in the field of
1. Amendments to the provisions of Law Number 25 of 2007 concerning Investment as investment
follows: 2. There is an expansion of the
a) The provisions in this Law apply and become the main reference for investment in all scope of business fields that
sectors in the territory of the Republic of Indonesia. are closed to investment.
b) Closed business fields for investment include: 3. There are changes to the
1) Cultivation and narcotics industry group I. provisions regarding the
2) All forms of gambling and/or casino activities. requirements or criteria that
3) Catching fish species listed in Appendix I of the Convention on International Trade must be met by Investment in
in Endangered Species of Wild Fauna and Flora (CITES. order to obtain facilities.
4) Utilization or extraction of corals and utilization or taking of corals from nature 4. The form of facilities
which are used for building materials/lime/calcium, aquariums, and souvenirs/ provided to investment is
jewelry, as well as live or dead coral (recent death coral) from nature. not specifically regulated
5) Chemical weapons manufacturing industry; and in the Investment Law but
6) Industrial chemicals industry and ozone depleting substances industry. will be regulated in taxation
c) Investments securing facilities at least meet the following criteria: regulations.
1) Absorb a lot of labor. 5. There is an elimination of
2) Including high priority scale. the provisions regarding the
3) Including infrastructure development. granting of licenses obtained
4) Transferring technology. through one-stop integrated
5 Doing a pioneer industry. services. The authority to
6) Located in remote areas, underdeveloped areas, border areas, or other areas grant Undertaking Licensing
deemed necessary. may be granted by the
7) Preserving the environment. Central Government or
8) Carry out research, development and innovation activities Regional Governments
9) Partnering with micro, small, medium enterprises or cooperatives in accordance with their
10) Industries that use domestically produced capital goods or machinery or respective powers.
equipment.
11) Including tourism business development.
d) The form of facilities provided for investment is carried out in accordance with the
provisions of laws and regulations in the field of taxation.
e) Does not regulate the Government’s obligation to determine business fields reserved
for micro, small, medium-sized enterprises and cooperatives as well as business fields
open to large businesses on the condition that they must cooperate with micro, small,
medium and cooperative enterprises.
f) There is an elimination of provisions regarding the granting of permits obtained through
one-stop integrated services. The authority to grant Undertaking Licensing may be
granted by the Central Government or Regional Governments in accordance with their
respective powers.
2. Perubahan terhadap ketentuang Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan 1. Mengakomodir pembentukan
Terbatas sebagai berikut: PT untuk UMKM.
a. Perubahan definisi Perseroan Terbatas menjadi: 2. Perubahan ketentuan
Perseroan Terbatas, yang selanjutnya disebut Perseroan, adalah badan hukum yang mengenai waktu peroleh
merupakan persekutuan modal, didirikan berdasarkan perjanjian, melakukan kegiatan status badan hukum oleh
usaha dengan modal dasar yang seluruhnya terbagi dalam saham atau Badan Hukum Perseroan.
perorangan yang memenuhi kriteria Usaha Mikro dan Kecil sebagaimana diatur dalam 3. Penambahan Perseroan yang
peraturan perundang-undangan mengenai Usaha Mikro dan Kecil. dikecualikan dari ketentuan
b. Perseroan memperoleh status badan hukum setelah didaftarkan kepada Menteri dan kewajiban Pendirian Perseroan
mendapatkan bukti pendaftaran. minimal oleh 2 (dua) orang.
c. Ketentuan yang mewajibkan Perseroan didirikan oleh 2 (dua) orang atau lebih tidak 4. Ketentuan mengenai jumlah
berlaku bagi: minimal Modal Dasar
1) Persero yang seluruh sahamnya dimiliki oleh negara; Perseroan menjadi tidak diatur
2) Badan Usaha Milik Daerah; dalam UU PT
3) Badan Usaha Milik Desa; 5. Perubahan ketentuan
4) Perseroan yang mengelola bursa efek, lembagara kliring dan penjaminan, Lembaga mengenai jenis-jenis biaya
penyimpanan dan penyelesaian, dan Lembaga lain sesuai dengan Undang-Undang Perseroan yang menjadi tidak
tentang Pasar Modal; atau diatur dalam UU PT
5) Perseroan yang memenuhi kriteria untuk Usaha Mikro dan Kecil. 6. Penambahan ketentuan
d. Usaha Mikro dan Kecil merupakan Usaha Mikro dan Kecil sebagaimana diatur dalam mengenai persyaratan
peraturan perundang-undangan mengenai Usaha Mikro dan Kecil. pembentukan PT oleh UMKM.


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e. Besaran modal dasar Perseroan ditentukan berdasarkan keputusan pendiri Perseroan. 7. Penambahan ketentuan
f. Ketentuan mengenai biaya Perseroan sebagai badan hukum diatur sesuai dengan mengenai Batasan Pendirian
ketentuan peraturan perundang-undangan di bidang penerimaan negara bukan pajak. PT untuk UMKM.
g. Perseroan yang memenuhi kriteria Usaha Mikro dan Kecil dapat didirikan oleh 1 (satu) 8. Penambahan ketentuan
orang. mengenai pembuatan Laporan
h. Pendirian Perseroan untuk Usaha Mikro dan Kecil dilakukan berdasarkan surat Keuangan oleh Perseroan
pernyataan pendirian yang dibuat dalam Bahasa Indonesia. untuk UMKM.
i. Pernyataan pendirian memuat maksud dan tujuan, kegiatan usaha, modal dasar, dan 9. Penambahan ketentuan
keterangan lain berkaitan dengan pendirian Perseroan. mengenai Pembubaran
j. Pernyataan pendirian didaftarkan secara elektronik kepada Menteri dengan mengisi Perseroan untuk UMKM.
format isian. 10. Penambahan ketentuan
k. Perubahan pernyataan pendirian Perseroan untuk Usaha Mikro dan Kecil ditetapkan mengenai Pengubahan status
oleh RUPS dan diberitahukan secara elektronik kepada Menteri Perseroan untuk UMKM
l. Direksi Perseroan untuk Usaha Mikro dan Kecil menjalankan pengurusan Perseroan menjadi Perseroan apabila
untuk Usaha Mikro dan Kecil bagi kepentingan Perseroan sesuai dengan maksud dan tidak memenuhi kriteria
tujuan Perseroan. UMKM sebagaimana dimaksud
m. Direksi berwenang menjalan pengurusan sesuai dengan kebijakan yang dianggap tetap, Pasal 153A.
dalam batas yang ditentukan dalam Undang-Undang ini, dan/atau pernyataan pendirian 11. Penambahan ketentuan
Perseroan. mengenai keringanan biaya
n. Pemegang saham Perseroan untuk Usaha Mikro dan Kecil merupakan orang terkait pendirian badna hukum
perseorangan. Perseroan untuk UMKM.
o. Pendiri Perseroan hanya dapat mendirikan Perseroan Terbatas untuk Usaha Mikro dan 12. Penambahan ketentuan
Kecil sejumlah 1 (satu) Perseroan untuk Usaha Mikro dan Kecil dalam 1 (satu) tahun. tentang Pembatasan
p. Direksi Perseroan untuk Usaha Mikro dan Kecil harus membuat laporan keuangan dalam tanggung jawab Pemegang
rangka mewujudkan Tata Kelola Perseroan yang baik Saham Perseroan untuk Usaha
q. Pembubaran Perseroan untuk Usaha Mikro dan Kecil dilakukan oleh RUPS yang Mikro dan Kecil.
dituangkan dalam pernyataan pembubaran dan diberitahukan secara elektronik kepada 1. Accomodating the formation
Menteri. of PT for MSMEs.
r. Pembubaran Perseroan untuk Usaha Mikro dan Kecil terjadi karena: 2. Changes in provisions
1) Berdasarkan keputusan RUPS; regarding the time to obtain
2) Jangka waktu berdirinya yang ditetapkan dalam pernyataan pendirian telah the status of a legal entity by
berakhir; the Company.
3) Berdasarkan penetapan pengadilan; 3. Additional companies that are
4) Dengan dicabutkan kepailitan berdasarkan putusan pengadilan niaga yang telah exempted from the provisions
mempunyai kekuatan hukum tetap, harta pailit Perseroan tidak cukup untuk of the obligation to establish
membayar biaya kepailitan; a company by a minimum of 2
5) Harta pailit Perseroan yang telah dinyatakan pailit berada dalam keadaan insolvensi (two) persons.
sebagaimana diatur dalam Undang-Undang tentang Kepailitan dan Penundaan 4. Provisions regarding the
Kewajiban Pembayaran Utang; atau minimum amount of the
6) Dicabutnya Perizinan Berusaha Perseroan sehingga mewajibkan Perseroan Company’s Authorized Capital
melakukan likuidasi sesuai dengan ketentuan peraturan perundang-undangan. are not regulated in the PT
s. Dalam hal Perseroan untuk Usaha Mikro dan Kecil sudah tidak memenuhi kriteria Usaha 5. Amendments to the
Mikro dan Kecil, Perseroan harus mengubah statusnya menjadi Perseroan sebagaimana provisions regarding the types
dimaksud dalam ketentuan peraturan perundang-undangan yang berlaku. of Company fees that are not
t. Perseroan untuk Usaha Mikro dan Kecil diberikan keringanan biaya terkait pendirian regulated in the PT
badan hukum. 6. Adding provisions regarding
u. Pemegang Saham Perseroan untuk Usaha Mikro dan Kecil tidak bertanggung jawab the requirements for the
secara pribadi atas perikatan yang dibuat atas nama Perseroan dan tidak bertanggung formation of PT by MSMEs.
jawab atas kerugian Perseroan melebihi saham yang dimiliki. Hal tersebut tidak berlaku 7. Adding provisions regarding
apabila: the limitation of establishment
1) Persyaratan Perseroan sebagai badan hukum belum atau tidak terpenuhi; of PT for MSME.
2) Pemegang saham yang bersangkutan, baik langsung maupun tidak langsung 8. Adding provisions regarding
dengan iktikad buruk memanfaatkan Perseroan untuk kepentingan pribadi; the preparation of Financial
3) Pemegang saham yang bersangkutan terlibat dalam perbuatan melawan hukum Statements by the Company
yang dilakukan oleh Perseroan; atau for MSMEs.
4) Pemegang saham yang bersangkutan, baik langsung maupun tidak langsung secara 9. Additional provisions
melawan hukum menggunakan kekayaan Perseroan, yang mengakibatkan kekayaan regarding the Company’s
Perseroan menjadi tidak cukup untuk melunasi utang Perseroan. winding up for MSMEs.
2. Amendments to the provisions of Law Number 40 of 2007 concerning Limited Liability 10. Additional provisions
Companies as follows: regarding Changing the status
a. Changes in the definition of a Limited Liability Company to: of a Company for MSMEs to
Limited Liability Company, hereinafter referred to as a Company, is a legal entity which Companies if they do not
is a capital alliance, established based on an agreement, conducting business activities meet the MSME criteria as
with authorized capital wholly divided into shares or individual legal entities that meet referred to in Article 153A.
the criteria of Micro and Small Businesses as regulated in the statutory regulations
concerning Micro and Small Enterprises.


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b. The company obtains legal entity status after being registered with the Minister and 11. Additional provisions
obtaining proof of registration. regarding fee waivers related
c. The provisions which require a Company to be established by 2 (two) or more persons do to the establishment of legal
not apply to: entities for MSMEs.
1) Persero all of whose shares are owned by the state; 12. Addition of provisions
2) Regional Owned Enterprises; regarding the limitation of
3) Village Owned Enterprises; the responsibilities of the
4) Companies that manage stock exchanges, clearing and guarantee institutions, Company’s Shareholders for
depository and settlement institutions, and other institutions in accordance with the Micro and Small Enterprises.
Law on Capital Market; or
5) Companies that meet the criteria for Micro and Small Enterprises.
d. Micro and Small Enterprises are Micro and Small Enterprises as stipulated in the statutory
regulations concerning Micro and Small Enterprises.
e. The amount of authorized capital of the Company is determined based on the decision of
the founder of the Company.
f. Provisions regarding fees for the Company as a legal entity are regulated in accordance
with the provisions of laws and regulations in the field of non-tax state revenue.
g. Companies that meet the criteria for Micro and Small Enterprises can be established by 1
(one) person.
h. The establishment of the Company for Micro and Small Businesses is carried out based
on a statement of establishment made in Indonesian.
i. The statement of incorporation contains the aims and objectives, business activities,
authorized capital, and other information relating to the establishment of the Company.
j. The statement of establishment is registered electronically with the Minister by filling in
the form.
k. Changes to the statement of establishment of the Company for Micro and Small
Enterprises are determined by the GMS and notified electronically to the Minister
l. The Directors of the Company for Micro and Small Enterprises carry out the management
of the Company for Micro and Small Enterprises for the interests of the Company in
accordance with the aims and objectives of the Company.
m. The Board of Directors has the authority to carry out management in accordance with
policies that are considered permanent, within the limits stipulated in this Law, and/or a
statement of the establishment of the Company.
n. The shareholders of the Company for Micro and Small Enterprises are individuals.
o. Company founders can only establish Limited Liability Companies for Micro and Small
Businesses in the amount of 1 (one) Company for Micro and Small Businesses in 1 (one)
year.
p. The Board of Directors of the Company for Micro and Small Enterprises must prepare
financial reports in order to realize good corporate governance
q. The dissolution of the Company for Micro and Small Enterprises is carried out by the GMS
as outlined in the dissolution statement and notified electronically to the Minister.
r. The dissolution of the Company for Micro and Small Enterprises occurs because:
1) Based on the resolution of the GMS;
2) The period of establishment as stipulated in the statement of establishment has
ended;
3) Based on a court order;
4) With the repeal of the bankruptcy based on the decision of the commercial court
which has permanent legal force, the bankruptcy assets of the Company are not
sufficient to pay bankruptcy costs;
5) Company bankrupt assets that have been declared bankrupt are in a state of
insolvency as regulated in the Law on Bankruptcy and Postponement of Debt
Payment Obligations; or
6) The Company’s Business License is revoked so that it is obligatory for the Company
to conduct liquidation in accordance with the provisions of laws and regulations.
s. In the event that a Company for Micro and Small Enterprises does not meet the criteria
for Micro and Small Business, the Company must change its status to a Company as
referred to in the provisions of the applicable laws and regulations.
t. Companies for Micro and Small Enterprises are given a fee waiver related to the
establishment of a legal entity.
u. The Shareholders of the Company for Micro and Small Enterprises are not personally
responsible for the engagement made on behalf of the Company and are not responsible
for the Company’s losses in excess of the shares owned. This does not apply if:
1) The requirements of the Company as a legal entity have not been or are not fulfilled;
2) The shareholders concerned, either directly or indirectly, in bad faith use the
Company for personal gain;
3) The shareholder concerned is involved in an illegal act committed by the Company;
or
4) shareholders concerned, either directly or indirectly, illegally use the Company’s
assets, which results in the Company’s assets being insufficient to pay off the
Company’s debts.


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3. Perubahan terhadap ketentuan Undang-Undang Nomor 7 Tahun 1992 tentang Perbankan Penyesuaian ketentuan mengenai
sebagaimana telah diubah dengan Undang-Undang Nomor 10 Tahun 1998 tentang Lembaga yang menetapkan
Perubahan atas Undang-Undang Nomor 7 Tahun 1992 tentang Perbankan sebagai berikut: ketentuan lebih lanjut mengenai
Ketentuan lebih lanjut mengenai persyaratan pendirian yang wajib dipenuhi ditetapkan oleh persyaratan pendirian Bank Umum.
Otoritas Jasa Keuangan. Adjustment of the provisions
3. Amendments to the provisions of Act Number 7 of 1992 concerning Banking as amended concerning the Institution which
by Act Number 10 of 1998 concerning Amendments to Act Number 7 of 1992 concerning stipulate further provisions
Banking as follows: concerning the requirements for
Further provisions regarding the requirements for establishment that must be fulfilled are establishment of Commercial
stipulated by the Financial Services Authority. Banks.
4. Perubahan terhadap ketentuan Undang-Undang Nomor 13 Tahun 2003 tentang Bank agar melakukan
Ketenagakerjaan sebagai berikut: penyesuaian terhadap ketentuan
a. Pelatihan kerja dapat diselenggarakan pula oleh Lembaga pelatihan kerja perusahaan. tersebut terkait dengan hak dan
b. Lembaga Pelatihan kerja perusahaan mendaftarkan kegiatannya kepada instansi terkait. kewajiban tenaga kerja pada
c. Perizinan Berusaha bagi Lembaga Pelatihan kerja swasta yang terdapat penyertaan perusahaan.
modal asing diterbitkan oleh Pemerintah pusat Banks are required to make
d. Pemberi kerja yang akan mempekerjakan tenaga kerja asing wajib memiliki rencana adjustments to these provisions
penggunaan tenaga kerja asing. related to the rights and
e. Terdapat perluasan pengecualian kewajiban memiliki rencana penggunaan tenaga kerja obligations of workers in the
asing. company.
f. Pengaturan terkait kewajiban pemberi kerja tenaga asing;
g. Tidak diatur ketentuan mengenai jabatan-jabatan tertentu di Lembaga Pendidikan.
h. Perubahan dasar hukum peraturan pelaksana terkait penggunaan kerja asing dari yang
semula Keputusan Presiden menjadi Peraturan Pemerintah.
i. Penambahan ketentuan bahwa Jangka Waktu atau selesainya suatu pekerjaan tertentu
ditentukan berdasarkan Perjanjian Kerja.
j. Pada UU Cipta Kerja tidak terdapat ketentuan yang mengatur apabila Perjanjian Kerja
untuk Waktu Tertentu yang dibuat tidak tertulis dinyatakan sebagai Perjanjian Kerja
untuk Waktu Tidak Tertentu.
k. Masa kerja yang dipersyaratkan dalam perjanjian kerja untuk waktu tertentu akan
dihitung sebagai masa kerja.
l. Pada UU Cipta Kerja tidak terdapat ketentuan sebagai berikut:
1) Batasan waktu paling lama tiga tahun;
2) Ketentuan mengenai persyaratan perpanjangan Perjanjian Kerja Waktu Tertentu.
3) Terdapat perbedaan persyaratan peralihan demi hukum menjadi perjanjian kerja
waktu tidak tertentu.
m. Penambahan ketentuan mengenai pengakhiran Perjanjian Kerja berdasarkan selesainya
suatu pekerjaan tertentu.
n. Penambahan ketentuan mengenai Pemberian Kompensasi apabila Perjanjian Kerja
Waktu Tertentu berakhir.
o. Dalam UU Cipta Kerja tidak mengatur mengenai persyaratan pekerjaan yang dapat
dialihdayakan.
p. Tidak diatur larangan penggunaan pekerja penyedia jasa pekerja oleh pemberi kerja
untuk melaksanakan kegiatan pokok.
q. Penyederhanaan ketentuan berupa pensyaratan pengalihan perlindungan hak-hak bagi
pekerja/buruh apabila terjadi pergantian perusahaan alih daya dan sepanjang obyek
pekerjaannya tetap ada harus dicantumkan dalam Perjanjian kerja.
r. Tidak terdapat ketentuan mengenai beralihnya status hubungan kerja antara pekerja/
buruh dan perusahaan penyedia jasa pekerja/buruh beralih menjadi hubungan kerja
antara pekerja/buruh dan perusahaan pemberi pekerja apabila persyaratan tidak
terpenuhi.
s. Pada UU Cipta Kerja terdapat penambahan ketentuan mengenai pengaturan internal
jam kerja pada peraturan peraturan perusahaan.
t. Pada UU Cipta Kerja terdapat perubahan tingkatan dasar hukum peraturan pelaksanaan
waktu kerja pada sektor usaha tertentu.
u. Pada UU Cipta Kerja terdapat perubahan ketentuan mengenai penambahan Batasan
waktu kerja lembur.
v. Terdapat perubahan ruang lingkup Kebijakan Pengupahan.
w. Terdapat perbedaan ketentuan khususnya mengenai Upah Minimum Kabupaten/kota
menjadi tidak wajib ditetapkan.
x. Ketentuan mengenai Upah Minimum diatur sebagai berikut:
1) Gubernur wajib menetapkan Upah Minimum Provinsi;
2) Gubernur dapat menerapkan upah minimum upah minimum kabupaten/kota.
y. Penambahan ketentuan mengenai kesepakatan sebagai dasar penentuan Upah di atas
upah minimum.
z. Penambahan ketentuan mengenai pengecualian upah minimum bagi UMK.
aa. Terdapat perbedaan mengenai hal-hal yang dipertimbangkan dalam
penyusunan Struktur dan Skala Upah.
ab. Terdapat perbedaan tingkatan dasar hukum peraturan pelaksana.
ac. Tidak terdapat pengaturan mengenai pengenaan denda bila pekerja melakukan
pelanggaran dan bila pengusaha terlambat melakukan keterlambatan
pembayaran upah.
ad. Pada UU Cipta Kerja tidak terdapat ketentuan mengenai kadaluarsanya
tuntutan pembayaran upah pekerja.


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ae. Terdapat perubahan mengenai ketentuan pengangkatan dan pemberhentian
keanggotaan Dewan Pengupahan.
af. Terdapat perubahan mekanisme pemutusan hubungan kerja sehingga cukup
diberitahukan oeleh pengusaha. Perundingan wajib dilakukan apabila pekerja
menolak pemutusan hubungan kerja.
ag. Penambahan ketentuan mengenai pengecualian pemberitahuan alasan
pemutusan hubungan kerja.
ah. Penyesuaian ketentuan mengenai larangan pemutusan hubungan kerja karena
pertalian darah atau ikatan perkawinan.
ai. Alasan pemutusan hubungan kerja;
aj. Terdapat perubahan ketentuan mengenai uang penggantian hak yang tidak lagi
meliputi Penggantian perumahan serta pengobatan dan perawatan ditetapkan
15% (lima belas perseratus) dari uang pesangon dan/atau uang penghargaan
masa kerja bagi yang memenuhi syarat;
ak. Tidak terdapat pengaturan mengenai harga pembelian catu.
al. Tidak terdapat pengaturan mengenai Pemutusan Hubungan Kerja karena
kesalahan berat, namun terdapat pengaturan yang mengatur bahwa pemutusan
hubungan kerja dapat terjadi karena alasan pekerja tidak dapat melakukan
pekerjaan selama 6 (enam) bulan akibat ditahan pihak yang berwajib karena
diduga melakukan tindak pidana.
am. Tidak terdapat ketentuan mengenai kewajiban Pengusaha untuk membayar
kepada pekerja/buruh yang mengalami pemutusan hubungan kerja, uang
penghargaan masa kerja 1 (satu) kali dan uang penggantian hak.
4. Amendments to the provisions of Law Number 13 Year 2003 concerning Manpower are as
follows:
a. Job training can also be held by company job training institutions.
b. The company job training institute registers its activities with the relevant agencies.
c. Business Licensing for private job training institutions with foreign investment issued by
the central government
d. Employers who will employ foreign workers are required to have a plan to employ
foreign workers.
e. There is an expansion of the exemption from the obligation to have a plan to employ
foreign workers.
f. Regulations related to the obligations of foreign employers;
g. There are no provisions regarding certain positions in educational institutions.
h. Changes in the legal basis of implementing regulations related to the use of foreign
work from the original Presidential Decree to become a Government Regulation.
i. Addition of provisions that stipulate the term or completion of a certain job based on a
work agreement.
j. In the Job Creation Law, there is no provision that regulates if a work agreement for a
specified period of time that is made unwritten is declared a work agreement for an
indefinite period of time.
k. The period of service required in the work agreement for a certain period of time will be
counted as years of service.
l. The Job Creation Law does not have the following provisions:
1) The maximum time limit is three years;
2) Provisions regarding the terms of the extension of the specified time work
agreement.
3) There are differences in the requirements of the transfer by law into an indefinite
work agreement.
m. Adding provisions regarding the termination of the Work Agreement based on the
completion of a certain job.
n. Addition of provisions regarding Compensation when the Fixed Term Work Agreement
ends.
o. The Job Creation Law does not regulate the requirements for jobs that can be
outsourced.
p. employer does not regulate the prohibition on the use of workers who provide workers
to carry out basic activities.
q. Simplifying provisions in the form of requirements for transfer of protection of rights for
workers/laborers in the event of a change in outsourcing companies and as long as the
object of work remains there must be stated in the work agreement
r. There are no provisions regarding the change in the status of the work relationship
between workers/labor and companies that provide workers/labor services to
becoming a working relationship between workers/labor and companies that provide
workers if the requirements are not met.
s. In the Job Creation Law, there are additional provisions regarding the internal regulation
of working hours in company regulations.
t. In the Job Creation Law, there is a change in the legal basis for the implementation of
working time in certain business sectors.
u. In the Job Creation Law, there is a change in provisions regarding the addition of the
limit for overtime work.
v. There is a change in the scope of the Wage Policy.
w. There are differences in the provisions, especially regarding the Regency/City Minimum
Wage, so that it is not mandatory to be determined.


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x. The provisions regarding the Minimum Wage are regulated as follows:
1) The Governor is obliged to determine the Provincial Minimum Wage;
2) The governor can apply the district/city minimum wage minimum wage.
y Addition of provisions regarding agreement as the basis for determining Wages above
the minimum wage.
z. Additional provisions regarding minimum wage exemptions for MSMEs.
aa. There are differences regarding the matters considered in the preparation of
the Wage Structure and Scale.
ab. There are different levels of the legal basis for implementing regulations.
ac. There are no provisions regarding the imposition of fines if workers commit
violations and if the employer is late in making late payment of wages.
ad. In the Job Creation Law, there is no provision regarding the expiration of
demands for payment of workers’ wages.
ae. There are changes regarding the terms of appointment and termination of
Wage Council membership.
af. There has been a change in the mechanism for termination of employment
so that it is sufficient for the entrepreneur to notify him. Negotiations are
compulsory if the worker refuses to terminate the employment relationship.
ag. Added provisions regarding the exclusion of notification of reasons for
termination of employment.
ah. Adjustment of the provisions regarding the prohibition of termination of
employment due to blood ties or marital ties.
ai. Reasons for termination of employment;
aj. There is a change in the provisions regarding compensation for rights that no
longer includes housing compensation as well as medical treatment and care,
which is set at 15% (fifteen percent) of the severance pay and/or service pay for
those who meet the requirements;
ak. There are no regulations regarding the purchase price of supplies.
al. There are no regulations regarding Termination of Employment due to
serious mistakes, but there are regulations that stipulate that termination of
employment can occur due to reasons that workers cannot perform work for
6 (six) months due to being detained by the authorities because suspected of
committing a criminal act.
am. There are no provisions regarding the obligation of an entrepreneur to pay
workers/laborers who have experienced termination of employment, 1 (one)
time work reward and compensation for rights.
5. Perubahan terhadap ketentuan Undang-Undang Nomor 28 Tahun 2002 tentang Bangunan Bank perlu melakukan
Gedung yaitu: penyesuaian terhadap ketentuan
a. Terdapat perubahan terhadap beberapa definisi, yaitu definisi pengkaji teknis, kepemilikan Bangunan Gedung.
Pemerintah pusat, Pemerintah daerah, serta terdapat penambahan definisi yaitu definisi Banks need to make adjustments
penyedia jasa konstruksi, profesi ahli, dan pemilik bangunan gedung; to the provisions on building
b. Terdapat perubahan terhadap pencantuman ketentuan terkait fungsi dan klasifikasi ownership.
bangunan gedung, sehingga ketentuan fungsi dan klasifikasi bangunan gedung yang
sebelumnya berdasarkan UU Bangunan Gedung tercantum pada Undang-Undang,
setelah adanya UU Cipta Kerja diatur pada Peraturan Pemerintah.
c. Fungsi bangunan gedung yang sebelumnya berdasarkan UU Bangunan Gedung
dicantumkan dalam Izin Mendirikan Bangunan (IMB), setelah adanya UU Cipta Kerja
diatur dalam Persetujuan Bangunan Gedung.
d. Perubahan fungsi bangunan gedung yang sebelumnya berdasarkan UU Bangunan
Gedung harus mendapat persetujuan dan penetapan dari Pemerintah Daerah, setelah
adanya UU Cipta Kerja selain memperoleh persetujuan dan penetapan dari Pemerintah
Daerah juga diharuskan untuk mendapatkan persetujuan dari Pemerintah Pusat.
e. Setiap bangunan gedung yang sebelumnya berdasarkan UU Bangunan Gedung harus
memenuhi persyaratan administratif dan klasifikasi Bangunan gedung.
f. Yang harus dipenuhi oleh setiap bangunan gedung bukan lagi persyaratan administratif
dan persyaratan teknis sesuai dengan fungsi bangunan yang diatur dalam Undang-
Undang melainkan harus memenuhi standar teknis bangunan gedung sesuai dengan
fungsi dan klasifikasi bangunan gedung yang diatur dalam Peraturan Pemerintah.
g. Penggunaan bangunan gedung yang merupakan gedung adat dan cagar budaya sesuai
dengan peraturan perundang-undangan yang berlaku.
h. Ketentuan mengenai hal-hal yang harus dipenuhi bangunan gedung diatur lebih lanjut
dalam Peraturan Pemerintah.
i. ketentuan UU Cipta Kerja yang menyatakan bahwa penyelenggara bangunan gedung
wajib memenuhi standar teknis bangunan gedung, yang sebelumnya diatur pada
UU Bangunan Gedung bahwa penyelenggara Bangunan Gedung wajib memenuhi
persyaratan bangunan gedung sebagaimana ditaur pada UU Bangunan Gedung.
j. terdapat penambahan pihak yang dapat diklasifikasikan sebagai penyelenggara
bangunan gedung tercantum pada ketentuan UU Cipta Kerja yaitu Profesi Ahli, Penilik,
dan Pengkaji Teknis
k. Terdapat penambahan ketentuan terkait hal-hal sebagai berikut:
1) Terkait fungsi Persetujuan Bangunan Gedung dan teknis mendapatkan Persetujuan
Bangunan Gedung.
2) Terkait tahapan pelaksanaan bangunan gedung yang dilakukan oleh penyedia
jasa pelaksana konstruksi dengan pengawasan penyedia jasa pengawasan atau
manajemen konstruksi untuk dilaporkan kepada Pemerintah Pusat atau Pemerintah
Daerah.


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l. Terdapat penambahan ketentuan terkait pelaksanaan penerbitan sertifikat laik
fungsi oleh Pemerintah Pusat atau Pemerintah Daerah berdasarkan pengajuan surat
pernyataan laik fungsi oleh Penyedia Jasa Pengawasan atau Manajemen Konstruksi.
m. Terdapat penambahan ketentuan terkait tahapan pelaksanaan pembangunan bangunan
gedung serta pemanfaatannya diatur dalam Peraturan Pemerintah.
n. Terdapat penambahan yang menyatakan bahwa bangunan gedung dapat dibongkar
apabila ditemukan ketidaksesuaian antara pelaksanaan dan rencana teknis bangunan
gedung yang tercantum dalam persetujuan saat dilakukan inspeksi bangunan gedung,
yang sebelumnya tidak diatur pada ketentuan UU Bangunan Gedung.
o. Terdapat ketentuan bahwa pengkajian teknis bangunan gedung dilakukan oleh pengkaji
teknis
p. Rencana teknis pembongkaran tidak hanya wajib disetujui oleh Pemerintah Daerah,
namun juga disetujui oleh Pemerintah Pusat sesuai dengan kewenangannya
berdasarkan norma, standar, prosedur, dan kriteria yang ditetapkan oleh Pemerintah
Pusat.
q. Pemilik bangunan tidak lagi diwajibkan memiliki IMB melainkan diwajibkan untuk
memiliki Persetujuan Bangunan Gedung;
r. Perubahan rencana teknis bangunan gedung yang terjadi pada tahap pelaksanaan
bangunan wajib tidak lagi disahkan oleh Pemerintah Daerah, melainkan disahkan oleh
Pemerintah Pusat.
s. Pemilik bangunan gedung dalam penyelenggaraan bangunan gedung diwajibkan
menggunakan penyedia jasa perencana, pelaksana, pengawas, dan pengkajian teknis
yang memenuhi syarat sesuai dengan ketentuan peraturan perundang-undangan untuk
melaksanakan pekerjaan terkait bangunan gedung.
t. penyelenggara bangunan gedung, pemilik dan/atau pengguna bangunan gedung
mempunyai kewajiban pula untuk membongkar bangunan gedung dalam hal ditemukan
ketidaksesuaian antara pelaksanaan dengan rencana teknis bangunan gedung yang
tercantum dalam persetujuan saat dilakukan inspeksi bangunan gedung.
u. Ketentuan UU Cipta Kerja menegaskan bahwa Pemerintah yang menyelenggarakan
pembinaan bangunan gedung secara nasional adalah Pemerintah Pusat dan
Pemerintah Daerah dan Pemerintah yang menyelenggarakan pembinaan wajib memiliki
kewenangan berdasarkan norma, standar, prosedur, dan kriteria yang ditetapkan
Pemerintah Pusat.
v. Ketentuan UU Cipta Kerja menyatakan bahwa yang dikenakan sanksi apabila
tidak memenuhi kewajiban pemenuhan fungsi, dan/atau persyaratan, dan/atau
penyelenggaraan bangunan gedung tidak hanya pemilik dan/atau pengguna bangunan
gedung, namun juga Penyedia Jasa Konstruksi, Profesi Ahli, Penilik, dan pengkaji Teknis.
Selain itu, sanksi yang diterapkan melalui UU Cipta Kerja adalah sanksi administratif,
tidak lagi sanksi pidana sebagaimana diatur sebelumnya pada UU Bangunan Gedung.
w. Melalui UU Cipta Kerja, diatur mengenai kriteria, jenis, besaran, dan tata cara pengenaan
sanksi administratif dan terkait hal tersebut, lebih lanjut akan diatur dalam Peraturan
Pemerintah.
x. Terdapat penambahan ketentuan terkait prototipe bangunan gedung yang ditetapkan
Pemerintah Pusat.
5. Amendments to the provisions of Law Number 28 of 2002 concerning Buildings, namely:
a. There have been changes to several definitions, namely the definition of technical
reviewers, the central government, local governments, and there are additional definitions,
namely the definition of construction service providers, professional experts, and building
owners;
b. There are changes to the inclusion of provisions related to the function and classification of
buildings, so that the provisions on the functions and classifications of buildings that were
previously based on the Building Law are listed in the Law, after the existence of the Job
Creation Law is regulated in a Government Regulation.
c. Building functions previously based on the Building Law were included in the Building
Construction Permit (IMB), after the existence of the Job Creation Law was regulated in the
Building Approval.
d. Changes in the function of buildings previously based on the Building Law must obtain
approval and determination from the Regional Government, after the existence of the
Job Creation Law, apart from obtaining approval and stipulation from the Regional
Government, it is also required to obtain approval from the Central Government.
e. Each building previously based on the Building Law must meet the administrative
requirements and building classification.
f. What must be fulfilled by every building is no longer the administrative requirements and
technical requirements in accordance with the function of the building as regulated in the
Law but must meet the technical standards of the building in accordance with the function
and classification of the building regulated in a Government Regulation.
g. The use of buildings that are customary and cultural heritage buildings is in accordance
with the prevailing laws and regulations.
h. Provisions regarding matters that must be fulfilled by buildings are further regulated in
Government Regulations.
i. the provisions of the Job Creation Law which state that building operators must meet
building technical standards, which were previously regulated in the Labor Law that
building operators must meet building requirements as stipulated in the Building Law.
j. There are additional parties that can be classified as building operators listed in the
provisions of the Job Creation Law, namely Professional Experts, Oversight, and Technical
Reviewers


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k. There are additional provisions related to the following:
1) Regarding the function of Building Approval and technical, obtaining Building
Approval.
2) Related to the building implementation stages carried out by the construction
implementing service provider with the supervision of the construction supervision or
management service provider to be reported to the Central Government or Regional
Government.
l. There are additional provisions related to the implementation of the issuance of a
certificate of acceptance to function by the Central Government or Regional Government
based on the submission of a statement of acceptance by the Construction Management
Service Provider.
m. There are additional provisions related to the stages of building construction
implementation and their utilization are regulated in a Government Regulation.
n. There is an addition stating that the building can be demolished if a mismatch is found
between the implementation and the technical plan of the building as stated in the
agreement when the building is inspected, which was not previously regulated in the
provisions of the Building Law.
o. There is a provision that the technical assessment of a building is carried out by a technical
reviewer
p. The technical plan for demolition must not only be approved by the Regional Government,
but also approved by the Central Government in accordance with its authority based on
the norms, standards, procedures and criteria set by the Central Government.
q. Building owners are no longer required to have an IMB but are required to have a Building
Approval;
r. Changes to the building technical plan that occur during the building implementation
stage must no longer be ratified by the Regional Government, but rather by the Central
Government.
s. Building owners in building management are required to use planning, executing,
supervisor and technical assessment service providers that meet the requirements in
accordance with the provisions of laws and regulations to carry out building-related work.
t. building operators, building owners and/or users also have the obligation to dismantle
the building in the event that a mismatch is found between the implementation and the
technical plan of the building as stated in the approval when the building is inspected.
u. The provisions of the Job Creation Law emphasize that the Government that organizes
building coaching nationally is the Central Government and Regional Governments and the
Government that organizes guidance is obliged to have the authority based on the norms,
standards, procedures and criteria set by the Central Government.
v. The provisions of the Job Creation Law states that those who are subject to sanctions
if they do not fulfill the obligations to fulfill the functions, and/or requirements, and/or
operation of the building are not only the owners and/or users of the building, but also
construction service providers, professional experts, inspectors and technical reviewers. In
addition, the sanctions imposed through the Job Creation Law are administrative sanctions,
no longer criminal sanctions as previously stipulated in the Building Law.
w. Through the Job Creation Law, the criteria, type, amount and procedure for imposition
of administrative sanctions and related matters will be regulated further in a Government
Regulation.
x. There are additional provisions related to building prototypes determined by the Central
Government.
6. Perubahan Perubahan Keempat Atas Undang-Undang Nomor 7 Tahun 1983 Tentang Pajak 1. Terdapat pembagian deviden
Penghasilan yaitu: yaitu deviden yang berasal
a. Persyaratan deviden atau penghasilan lain pada UU Cipta Kerja dibagi menjadi 2 dari dalam negeri dan luar
yaitu deviden yang berasal dari dalam negeri dan luar negeri. Sebelumnya pada UU negeri.
Pajak Penghasilan persyaratan deviden berasal dari cadangan laba yang ditahan dan 2. Bank agar memperhatikan
perseroan terbatas, badan usaha milik negara dan badan usaha milik daerah yang penambahan ketentuan
menerima dividen persyaratan deviden.
b. Adanya penambahan ketentuan deviden yang sebelumnya pada UU Pajak Penghasilan 1. There is a distribution of
hanya 2 persyaratan, yaitu: dividends, namely dividends
1) Dividen berasal dari cadangan laba yang ditahan; dan atau originating from within the
2) Bagi perseroan terbatas, badan usaha milik negara dan badan usaha milik daerah country and abroad.
yang menerima dividen, kepemilikan saham pada badan yang memberikan dividen 2. Banks pay attention to the
paling rendah 25% (dua puluh lima persen) dari jumlah modal yang disetor; additional provisions for
Pada UU Cipta Kerja menjadi 10 ketentuan persyaratan, yaitu: dividend requirements.
3) Dividen yang berasal dari dalam negeri yang diterima atau diperoleh wajib pajak:
a) Orang pribadi dalam negeri sepanjang dividen tersebut diinvestasikan di
wilayah negara kesatuan republik indonesia dalam jangka waktu tertentu; dan/
atau
b) Badan dalam negeri;
4) Dividen yang berasal dari luar negeri dan penghasilan setelah pajak dari suatu
bentuk usaha tetap di luar negeri yang diterima atau diperoleh wajib pajak
badan dalam negeri atau wajib pajak orang pribadi dalam negeri, sepanjang
diinvestasikan atau digunakan untuk mendukung kegiatan usaha lainnya di wilayah
negara kesatuan republik indonesia dalam jangka waktu tertentu, dan memenuhi
persyaratan berikut:
a) Dividen dan penghasilan setelah pajak yang diinvestasikan tersebut paling
sedikit sebesar 30% (tiga puluh persen) dari laba setelah pajak; atau


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2020 Annual Report

b) Dividen yang berasal dari badan usaha di luar negeri yang sahamnya tidak
diperdagangkan di bursa efek diinvestasikan di indonesia sebelum direktur jenderal
pajak menerbitkan surat ketetapan pajak atas dividen tersebut sehubungan dengan
penerapan pasal 18 ayat (2) undang-undang ini;5) Dividen yang berasal dari luar
negeri sebagaimana dimaksud pada angka 2 merupakan:
a) Dividen yang dibagikan berasal dari badan usaha di luar negeri yang sahamnya
diperdagangkan di bursa efek; atau
b) Dividen yang dibagikan berasal dari badan usaha di luar negeri yang sahamnya
tidak diperdagangkan di bursa efek sesuai dengan proporsi kepemilikan saham;
6) Dalam hal dividen sebagaimana dimaksud pada angka 3 huruf b dan penghasilan
setelah pajak dari suatu bentuk usaha tetap di luar negeri sebagaimana dimaksud
pada angka 2 diinvestasikan di wilayah negara kesatuan republik indonesia kurang
dari 30% (tiga puluh persen) dari jumlah laba setelah pajak sebagaimana dimaksud
pada angka 2 huruf a berlaku ketentuan:
a) Atas dividen dan penghasilan setelah pajak yang diinvestasikan tersebut,
dikecualikan dari pengenaan pajak penghasilan;
b) Atas selisih dari 30% (tiga puluh persen) laba setelah pajak dikurangi dengan
dividen dan/atau penghasilan setelah pajak yang diinvestasikan sebagaimana
dimaksud pada huruf a dikenai pajak penghasilan; dan
c) Atas sisa laba setelah pajak dikurangi dengan dividen dan/atau penghasilan
setelah pajak yang diinvestasikan sebagaimana dimaksud pada huruf a
serta atas selisih sebagaimana dimaksud pada huruf b, tidak dikenai pajak
penghasilan;
7) Dalam hal dividen sebagaimana dimaksud pada angka 3 huruf b dan penghasilan
setelah pajak dari suatu bentuk usaha tetap di luar negeri sebagaimana dimaksud
pada angka 2, diinvestasikan di wilayah negara kesatuan republik indonesia sebesar
lebih dari 30% (tiga puluh persen) dari jumlah laba setelah pajak sebagaimana
dimaksud pada angka 2 huruf a) berlaku ketentuan:
a) Atas dividen dan penghasilan setelah pajak yang diinvestasikan tersebut
dikecualikan dari pengenaan pajak penghasilan; dan
b) Atas sisa laba setelah pajak dikurangi dengan dividen danf atau penghasilan
setelah pajak yang diinvestasikan sebagaimana dimaksud pada huruf a), tidak
dikenai pajak penghasilan;
8) Dalam hal dividen yang berasal dari badan usaha di luar negeri yang sahamnya
tidak diperdagangkan di bursa efek diinvestasikan di indonesia setelah direktur
jenderal pajak menerbitkan surat ketetapan pajak atas dividen tersebut sehubungan
dengan penerapan pasal 18 ayat (2) undang-undang ini, dividen dimaksud tidak
dikecualikan dari pengenaan pajak penghasilan sebagaimana dimaksud pada angka
2;
9) Pengenaan pajak penghasilan atas penghasilan dari luar negeri tidak melalui
bentuk usaha tetap yang diterima atau diperoleh wajib pajak badan dalam
negeri atau wajib pajak orang pribadi dalam negeri dikecualikan dari pengenaan
pajak penghasilan dalam hal penghasilan tersebut diinvestasikan di wilayah
negara kesatuan republik indonesia dalam jangka waktu tertentu dan memenuhi
persyaratan berikut:
a) Penghasilan berasal dari usaha aktif di luar negeri; dan
b) Bukan penghasilan dari perusahaan yarlg dimiliki di luar negeri;
10) Pajak atas penghasilan yang telah dibayar atau terutang di luar negeri atas
penghasilan sebagaimana dimaksud pada angka 2 dan angka 7, berlaku ketentuan:
a) Tidak dapat diperhitungkan dengan pajak penghasilan yang terutang;
b) Tidak dapat dibebankan sebagai biaya atau pengurang penghasilan; danf atau
c) Tidak dapat dimintakan pengembalian kelebihan pembayaran pajak;
11) Dalam hal wajib pajak tidak menginvestasikan penghasilan dalam jangka waktu
tertentu sebagaimana dimaksud pada angka 2 dan angka 7, berlaku ketentuan:
a) Penghasilan dari luar negeri tersebut merupakan penghasilan pada tahun pajak
diperoleh; dan
b) Pajak atas penghasilan yang telah dibayar atau terutang di luar negeri atas
penghasilan tersebut merupakan kredit pajak sebagaimana dimaksud dalam
Pasal 24 Undang-Undang ini;
12) Ketentuan lebih lanjut mengenai:
a) Kriteria, tata cara dan jangka waktu tertentu untuk investasi sebagaimana
dimaksud pada angka l, angka 2, dan angka 7;
b) Tata cara pengecualian pengenaan pajak penghasilan sebagaimana dimaksud
pada angka 1, angka 2, dan angka 7; dan
c) Perubahan batasan dividen yang diinvestasikan sebagaimana dimaksud pada
angka 4 dan angka 5, diatur dengan peraturan menteri keuangan;


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6. The Fourth Amendment to Law Number 7 Year 1983 concerning Income Tax, namely:
a. Dividends or other income requirements in the Job Creation Law are divided into 2,
namely dividends originating from within the country and abroad. Previously in the
Income Tax Law, the dividend requirements came from retained earnings reserves and
limited liability companies, state-owned enterprises and regional-owned enterprises
that received dividends.
b. The addition of dividend provisions previously in the Income Tax Law had only 2
requirements, namely:
1) Dividends come from retained earnings reserves; and or
2) For limited liability companies, state-owned enterprises and regional-owned
enterprises that receive dividends, share ownership in entities that pay dividends is
no less than 25% (twenty five percent) of the total paid-up capital;
In the Job Creation Law there are 10 requirements, namely:
3) Domestic dividends received or obtained by the taxpayer:
a) Domestic individuals as long as the dividends are invested in the territory of the
unitary Republic of Indonesia for a certain period of time; and/or
b) Domestic agencies;
4) Dividends originating from abroad and income after tax from a permanent
establishment abroad received or obtained by domestic corporate taxpayers or
domestic individual taxpayers, as long as they are invested or used to support other
business activities in the territory of the unitary state. the republic of Indonesia
within a certain period, and meets the following requirements:
a) The invested dividends and income after tax shall be at least 30% (thirty
percent) of the profit after tax; or
b) Dividends originating from overseas business entities whose shares are not
traded on a stock exchange are invested in Indonesia before the Director
General of Taxes issues a tax assessment letter on said dividends in connection
with the application of Article 18 paragraph (2) of this law;
5) Dividends originating from abroad as referred to in number 2 are:
a) Dividends distributed come from business entities abroad whose shares are
traded on a stock exchange; or
b) Dividends distributed come from business entities abroad whose shares are
not traded on a stock exchange in accordance with the proportion of share
ownership;
6) In the event that dividends as referred to in number 3 letter b and after-tax income
from a permanent establishment abroad as referred to in number 2 are invested
in the territory of the unitary state of the Republic of Indonesia, less than 30%
(thirty percent) of the total profit after tax. as referred to in number 2 letter a, the
following provisions apply:
a) The invested dividends and after-tax income are exempted from the imposition
of income tax;
b) The difference from 30% (thirty percent) of profit after tax is reduced by
dividends and/or after-tax income invested as referred to in letter a is subject
to income tax; and
c) The remaining profit after tax is deducted by dividends and/or after-tax income
invested as referred to in letter a and on the difference as referred to in letter b,
is not subject to income tax;
7) In the event that dividends as referred to in number 3 letter b and after-tax income
from a permanent establishment abroad as referred to in number 2, are invested in
the territory of the unitary state of the Republic of Indonesia in the amount of more
than 30% (thirty percent) of the total profit. after tax as referred to in number 2
letter a) shall apply the following provisions:
a) The invested dividends and income after tax are exempted from income tax;
and
b) The remaining profit after tax is reduced by dividends and/or income after tax
invested as referred to in letter a), is not subject to income tax;
8) In the event that dividends originating from overseas business entities whose
shares are not traded on a stock exchange are invested in Indonesia after the
Director General of Taxes issues a tax assessment on said dividends in connection
with the application of Article 18 paragraph (2) of this law, the dividends referred to
is not exempted from the imposition of income tax as referred to in number 2;
9) The imposition of income tax on income from abroad not through a permanent
establishment which is received or obtained by a domestic corporate taxpayer or
an individual resident taxpayer is exempted from the imposition of income tax if the
income is invested in the territory of the unitary state of the Republic of Indonesia
within a period certain and meet the following requirements:
a) Income comes from active overseas businesses; and
b) Not income from companies owned overseas;


No

2020 Annual Report

10) Taxes on income that have been paid or payable abroad on incomeas referred to in
number 2 and number 7, the following conditions apply:
a) Cannot be calculated with income tax payable;
b) Cannot be charged as an expense or deduction from income; danf or
c) Cannot be requested for a refund of the tax overpayment;
11) In the event that the taxpayer does not invest income within a certain period as
referred to in number 2 and number 7, the following provisions shall apply:
a) The income from abroad is income in the tax year it is earned; and
b) Tax on income that has been paid or payable abroad on that income is a tax
credit as referred to in Article 24 of this Law;
12) Further provisions regarding:
a) Certain criteria, procedures and timeframe for investment as referred to in
number l, number 2, and number 7;
b) Procedures for exemption from the imposition of income tax as referred to in
number 1, number 2, and number 7; and
c) Changes in the limit on dividends invested as referred to in number 4 and
number 5, shall be regulated by a regulation of the minister of finance;
7. Perubahan Ketiga Atas Undang-Undang Nomor 8 Tahun 1983 Tentang Pajak Pertambahan 1. Bank agar memperhatikan
Nilai Barang dan Jasa dan Pajak Penjualan Atas Barang Mewah yaitu: objek yang tidak termasuk
1. Adanya penambahan objek yang tidak termasuk dalam penyerahan barang kena pajak dalam penyerahan barang
yaitu pengalihan barang kena pajak untuk tujuan setoran modal pengganti saham. kena pajak.
2. Adanya perubahan yang sebelumnya pada UU Pajak Pertambahan Nilai Barang dan 2. Bank agar melakukan
Jasa dan Pajak Penjualan Atas Barang Mewah, Pengusaha Kena Pajak yang belum penyesuaian terhadap
berproduksi dan belum melakukan penyerahan barang dapat dikreditkan, sedangkan penyerahan barang yang
peraturan pada UU cipta kerja pengusaha kena pajak hanya yang belum melakukan dapat dikreditkan.
penyerahan saja dapat dikreditkan, dan objek barang kena pajak menjadi lebih luas. 3. Bank agar memperhatikan
3. Apabila pengusaha belum menyerahkan barang kena pajak selama 3 tahun dari masa pengusaha yang belum
pajak pengkreditan pertama kali, menjadi tidak dapat dikreditkan. menyerahkan barang kena
4. Terdapat penambahan jangka waktu bagi sektor usaha tertentu dapat ditetapkan lebih pajak selama 3 tahun dari
dari 3 tahun; masa pajak pengkreditan
5. Terdapat ketentuan pengusaha belum menyerahkan barang kena pajak selama 3 tahun pertama kali, menjadi tidak
dari masa pajak pengkreditan pertama kali, menjadi tidak dapat dikreditkan, berlaku dapat dikreditkan
juga bagi pengusaha kena pajak yang melakukan pembubaran usaha, melakukan 4. Bank agar memperhatikan
pencabutan pengusaha kena pajak atau dapat juga dilakukan pencabutan pengusaha pelaksaanan kewajibannya
kena pajak secara jabatan; apabila tidak melaksanakan
6. Pajak masukan yang tidak dapat dikreditkan yaitu wajib dibayar kembali ke kas negara kewajiban DirJen Pajak
oleh pengusaha kena pajak dan/atau tidak dapat dikompensasikan ke Masa Pajak menerbitkan Surat Ketetapan
berikutnya dan tidak dapat diajukan permohonan pengembalian setelah jangka waktu 3 Pajak Kurang Bayar atas
tahun; jumlah pajak yang seharusnya
7. Pengusaha kena pajak yang tidak melaksanakan kewajiban, Direktur Jendral Pajak dibayar kembali. 5.
menerbitkan Surat Ketetapan Pajak Kurang Bayar atas jumlah pajak yang seharusnya Bank agar memperhatikan
dibayar kembali; pelaporan dalam Surat
8. Pajak masukan atas perolehan Barang kena Pajak, impor barang kena pajak, Pemberitahuan Masa Pajak
pemanfaatan jasa kena pajak dapat dikreditkan oleh pengusaha kena pajak sebesar Pertambahan Nilai yang
80% dari pajak keluaran; diberitahukan dan/atau
9. Pajak masukan atas perolehan Barang kena Pajak, impor barang kena pajak, ditemukan pada waktu
pemanfaatan jasa kena pajak yang tidak dilaporkan dalam Surat Pemberitahuan Masa dilakukan pemeriksaan dapat
Pajak Pertambahan Nilai yang diberitahukan dan/atau ditemukan pada waktu dilakukan dikreditkan
pemeriksaan dapat dikreditkan oleh Pengusaha Kena Pajak; dan 6. Bank agar memperhatikan
10. Pajak masukan atas perolehan Barang kena Pajak, impor barang kena pajak, pajak masukan atas
pemanfaatan jasa kena pajak didalam Daerah Pabean sebesar jumlah pokok Pajak perolehan Barang kena Pajak
pertambahan nilai yang tercantum dalam ketetapan pajak dengan ketentuan ketetapan dan pemanfaatan jasa kena
pajak dimaksud telah dilakukan pelunasan dan tidak dilakukan upaya hukum pajak didalam Daerah Pabean
Pajak Masukan yang belum dikreditkan dapat dikreditkan pada masa pajak berikutnya sebesar jumlah pokok Pajak
paling lama 3 (tiga) masa pajak setelah berakhir masa pajak dan belum ditambahkan pertambahan nilai yang
(dikapitalisasi) dalam harga perolehan Barang Kena Pajak atau Jasa Kena Pajak serta tercantum dalam ketetapan
memenuhi ketentuan pengkreditan sesuai dengan Undang-Undang ini pajak dengan ketentuan
7. Third Amendment to Law Number 8 Year 1983 concerning Value Added Tax on Goods and ketetapan pajak dimaksud
Services and Sales Tax on Luxury Goods, namely: telah dilakukan pelunasan
1. There are additional objects that are not included in the delivery of taxable goods, dan tidak dilakukan upaya
namely the transfer of taxable goods for the purpose of paying up capital for shares hukum
replacement. 7. Bank agar memperhatikan
2. The previous changes to the Law on Value Added Tax on Goods and Services and Sales pajak masukan yang belum
Tax on Luxury Goods, Taxable Entrepreneurs who have not produced and have not yet dikreditkan dan dapat
delivered goods can be credited, while the regulations in the copyright Law on work of dikreditkan pada masa pajak
taxable entrepreneurs are only those who have not made the delivery. can be credited, berikutnya paling lama 3
and the object of taxable goods becomes wider. (tiga) masa pajak setelah
berakhir masa pajak


No

2020 Annual Report

3. If the entrepreneur has not delivered the taxable goods within 3 years from the first 1. Banks pay attention to
crediting tax period, it cannot be credited. objects that are not included
4. There is an additional period of time for certain business sectors that can be set for in the delivery of taxable
more than 3 years; goods.
5. There is a provision that the entrepreneur has not delivered taxable goods for 3 years 2. Banks to make adjustments
from the first crediting tax period, it becomes non-creditable, it also applies to taxable to the delivery of creditable
entrepreneurs who dissolve the business, revoke the taxable entrepreneur or revoke the goods.
taxable entrepreneur position; 3. Banks should pay attention
6. Input tax that cannot be credited is that it must be paid back to the state treasury by to entrepreneurs who have
taxable entrepreneurs and/or cannot be compensated for to the next tax period and not submitted taxable goods
cannot be submitted for refund after a period of 3 years; within 3 years from the first
7. Taxable entrepreneur who does not fulfill the obligation, the Director General of Taxes crediting tax period to be
issues a Tax Underpayment Assessment Letter on the amount of tax that should be non-creditable.
paid back; 4. Banks must pay attention to
8. Input tax on the acquisition of taxable goods, import of taxable goods, utilization the implementation of their
of taxable services can be credited by taxable entrepreneurs as much as 80% of the obligations if they do not
output tax; fulfill the obligations of the
9. Input tax on the acquisition of taxable goods, import of taxable goods, utilization of Director General of Taxes to
taxable services that are not reported in the Periodic Value Added Tax Return that issue an Underpayment Tax
is notified and/or discovered at the time of the audit can be credited by the Taxable Assessment Letter on the
Entrepreneur; and amount of tax that should be
10. Input tax on the acquisition of Taxable Goods, import of taxable goods, utilization of paid back.
taxable services in the Customs Area is equal to the principal amount of value added 5. Banks must pay attention to
tax stated in the tax assessment provided that the said tax assessment has been paid in the reporting in the Periodic
full and no legal remedy is made. Value Added Tax Return that
Input Tax that has not been credited can be credited in the next tax period no later is notified and/or found at
than 3 (three) tax periods after the end of the tax period and has not been added the time of the audit, which
(capitalized) to the acquisition price of Taxable Goods or Taxable Services and fulfills can be credited
the conditions for crediting in accordance with this Law. Accomodating the formation 6. Banks to pay attention to the
of PT for MSMEs. input tax on the acquisition
of Taxable Goods and
utilization of taxable services
in the Customs Area in the
amount of the principal
amount of value added tax
stated in the tax assessment
provided that the said tax
assessment has been paid in
full and no legal action has
been taken.
7. Banks should pay attention
to input taxes that have
not been credited and can
be credited in the next tax
period, no later than 3 (three)
tax periods after the end of
the tax period.
8. Beberapa ketentuan dalam Undang-Undang Nomor 6 Tahun 1983 tentang Ketentuan 1. Bank agar memperhatikan
Umum dan Tata Cara Perpajakan sebagaimana telah beberapa kali diubah, terakhir dengan ketidakbenaran
Undang-Undang Nomor 16 Tahun 2009 tentang Penetapan Peraturan Pemerintah Pengganti pengungkapan disertai
Undang-Undang Nomor 5 Tahun 2008 tentang Perubahan Keempat atas Undang- Undang pelunasan kekurangan
Nomor 6 Tahun 1983 tentang Ketentuan Umum dan Tata Cara Perpajakan Menjadi Undang- pembayaran jumlah pajak
Undang yaitu: beserta sanksi administrasi
a. Tarif bunga perbulan yang ditetapkan oleh Menteri Keuangan dalam hal Wajib Pajak berupa denda sebesar 100%
membetulkan sendiri Surat Pemberitahuan Tahunan yang mengakibatkan utang dari jumlah pajak yang
pajak menjadi lebih besar atas jumlah pajak yang kurang bayar, dihitung berdasarkan kurang bayar
2. Bank agar memperhatikan
suku bunga acuan ditambah 5% dan dibagi 12 yang berlaku pada tanggal dimulainya
tarif perbulan yang
penghitungan sanksi.
ditetapkan oleh Menteri
b. Dalam hal ketidakbenaran pengungkapan atas perbuatan Wajib Pajak disertai
Keuangan mengenai Pajak
pelunasan kekurangan pembayaran jumlah pajak beserta sanksi administrasi berupa yang kurang bayar dihitung
denda sebesar 100% dari jumlah pajak yang kurang bayar. berdasarkan suku bunga
c. Mengenai Pajak yang kurang bayar tarif perbulan yang ditetapkan oleh Menteri acuan ditambah 10% dan
Keuangan dihitung berdasarkan suku bunga acuan ditambah 10% dan dibagi 12 yang dibagi 12 yang berlaku
berlaku pada tanggal dimulainya penghitungan sanksi. pada tanggal dimulainya
d. Setelah tanggal jatuh tempo penyampaian Surat Pemberitahuan Tahunan, tarif bunga penghitungan sanksi
perbulan yang ditetapkan oleh Menteri Keuangan atas pembayaran atau penyetoran 3. Bank agar memperhatikan
pajak dilakukan berdasarkan suku bunga acuan ditambah 5% dan dibagi 12 yang berlaku hal-hal tidak diberinya
pada tanggal dimulainya penghitungan sanksi pemeriksaan bukti permulaan
e. Pengembalian kelebihan pembayaran pajak tarif bunga perbulan yang ditetapkan oleh tindak pidana pada imbalan
Menteri Keuangan dilakukan setelah jangka waktu 1 bulan dihitung berdasarkan suku bunga pemeriksaan bukti
bunga acuan dibagi 12 yang berlaku pada tanggal dimulainya penghitungan imbalan permulaan tindak pidana
bunga dibidang perpajakan
f. Terdapat hal-hal tidak diberikan pemeriksaan bukti permulaan tindak pidana pada
imbalan bunga pemeriksaan bukti permulaan tindak pidana dibidang perpajakan


No

2020 Annual Report

g. Apabila Surat Ketetapan Pajak Lebih Bayar terlambat diterbitkan dan Pemeriksaan 4. Bank agar memperhatikan
Bukti Permulaan Tindak Pidana dibidang perpajakan dikenakan tarif bunga perbulan jangka waktu imbalan bunga
yang ditetapkan oleh Menteri Keuangan pada Surat Ketetapan Pajak
Lebih Bayar terlambat
h. Adanya perubahan sanksi administrasi yang sebelumnya pada UU Ketentuan umum dan diterbitkan dan Pemeriksaan
Tata Cara Perpajakan diatur sebesar: Bukti Permulaan Tindak
sanksi administrasi berupa bunga sebesar 2% (dua persen). Pidana dibidang perpajakan
Pada UU Cipta Kerja diubah menjadi: 5. bank agar memperhatikan
sanksi administrasi berupa bunga sebesar tarif bunga per bulan yang ditetapkan tarif bunga perbulan yang
oleh Menteri Keuangan dan dikenakan paling lama 24 (dua puluh empat) bulan, serta ditetapkan oleh Menteri
bagian dari bulan dihitung penuh 1 (satu) bulan dihitung berdasarkan suku bunga Keuangan pada Surat
acuan ditambah 5% (lima persen) dan dibagi 12 (dua belas) yang berlaku pada tanggal Ketetapan Pajak Lebih Bayar
dimulainya penghitungan sanksi. terlambat diterbitkan dan
i. Pajak yang kurang bayar akibat dari pengungkapan ketidak benaran pengisian Surat Pemeriksaan Bukti Permulaan
Pemberitahuan harus dilunasi oleh Wajib Pajak sebelum laporan tersendiri disampaikan Tindak Pidana dibidang
beserta sanksi administrasi berupa bunga sebesar tarif bunga per bulan yang perpajakan
ditetapkan oleh Menteri Keuangan dari pajak yang kurang dibayar dan dikenakan paling 6. Bank agar memperhatikan
lama 24 bulan serta bagian dari bulan dihitung penuh 1 bulan, dihitung sejak: terkait sanksi administratif
tarif bunga per bulan
a. Batas waktu penyampaian Surat Pemberitahuan
ditetapkan oleh Menteri
b. Tahunan Jatuh tempo pembayaran berakhir sampai dengan tanggal pembayaran
Keuangan dan dikenakan
j. Tidak mengatur lamanya waktu mengangsur atau menunda pembayaran pajak paling lama 24 (dua puluh
termasuk kekurangan pembayaran empat) bulan, serta bagian
k. Sanksi administrasi jumlah kekurangan pajak yang terutang dalam Surat Tagihan Pajak dari bulan dihitung penuh 1
diubah menjadi bunga sebesar tariff bunga perbulan yang ditetapkan oleh Menteri (satu) bulan.
Keuangan 7. Bank agar memperhatikan
l. Tarif bunga perbulan yang ditetapkan oleh Menteri Keuangan dari jumlah kekurangan pajak kurang bayar akibat
pajak yang terutang dalam Surat Tagihan Pajak dihitung berdasarkan suku bunga acuan dari pengungkapan ketidak
ditambah 5% dan dibagi 12 yang berlaku pada tanggal dimulainya penghitungan sanksi benaran pengisian surat
m. Jumlah pajak yang tidak atau kurang dibayar dan mengenai Wajib Pajak diperbolehkan pemberitahuan.
mengangsur atau menunda pembayaran pajak, sanksi administratif diubah menjadi, 8. Bank agar memperhatikan
berupa bunga sebesar tariff bunga perbulan yang ditetapkan oleh Menteri Keuangan dalam Surat Tagihan Pajak,
dan dikenakan paling lama 24 (dua puluh empat) bulan serta bagian dari bulan dihitung tarif bunga perbulan
penuh 1 (satu) bulan yang ditetapkan oleh
n. Apabila Wajib Pajak diperbolehkan menunda penyampaian Surat Pemberitahuan Menteri Keuangan dari
Tahunan dan ternyata penghitungan sementara pajak yang terutang kurang dari jumlah jumlah kekurangan pajak
pajak yang sebenarnya terutang atas kekurangan pembayaran pajak Wajib Pajak dikenai yang terutang dihitung
bunga sebesar tariff bunga per bulan yang ditetapkan oleh Menteri Keuangan dan berdasarkan suku bunga
ditentukan waktunya paling laa 24 (dua puluh empat) bulan acuan ditambah 5% dan
o. Wajib Pajak diberikan imbalan bunga dalam hal pengajuan keberatan, permohonan dibagi 12 yang berlaku
banding, atau permohonan peninjauan kembali, permohonan pembetulan, permohonan pada tanggal dimulainya
pengurangan atau pembatalan surat ketetapan pajak, atau permohonan pengurangan penghitungan sanksi
atau pembatalan Surat Tagihan Pajak yang dikabulkan sebagian atau seluruhnya 9. Bank agar memperhatikan
sehingga menyebabkan kelebihan pembayaran pajak sanksi administrasi terkait
p. Penghentian penyidikan tindak pidana di bidang perpajakan untuk kepentingan penundaan penyampaian
penerimaan negara, dilakukan setelah Wajib Pajak melunasi utang pajak yang tidak atau Surat Pemberitahuan
kurang dibayar atau yang tidak seharusnya dikembalikan ditambah sanksi administrasi Tahunan dan penghitungan
diubah menjadi denda sebesar 3 (tiga) kali jumlah pajak yang tidak atau kurang bayar sementara pajak yang
atau yang tidak seharusnya dikembalikan terutang kurang dari jumlah
8. Several provisions in Law Number 6 of 1983 concerning General Provisions and Tax pajak yang sebenarnya
Procedures as amended several times, most recently by Law Number 16 of 2009 concerning terutang atas kekurangan
Stipulation of Government Regulations in Lieu of Law Number 5 of 2008 concerning pembayaran pajak
the Fourth Amendment of Law Number 6 of 1983 concerning General Provisions and 10. Bank agar memperhatikan
Procedures for Taxation into Law, namely: penyebab kelebihan
a. The monthly interest rate stipulated by the Minister of Finance in the event that the pembayaran pajak
Taxpayer corrects the Annual Tax Return which results in a larger tax debt on the 11. Bank agar memperhatikan
amount of underpayment of tax, is calculated based on the reference interest rate sanksi administrasi sebesar
plus 5% and divided by 12 which is effective on the date the calculation of sanctions is 3 (tiga) kali jumlah pajak
commenced. yang tidak atau kurang bayar
b. In the event that the untruthful disclosure of the Taxpayer’s actions is accompanied atau yang tidak seharusnya
by the payment of the underpayment of the amount of tax along with administrative dikembalikan dalam
sanctions in the form of a fine of 100% of the amount of underpayment of tax. penghentian penyidikan
c. Regarding underpayment of taxes, the monthly rate stipulated by the Minister of tindak pidana dibidang
Finance is calculated based on the reference interest rate plus 10% and divided by 12 perpajakan
which is in effect on the date the calculation of the sanctions starts. 1. Banks should pay attention
d. After the due date for the submission of the Annual Tax Return, the monthly interest to the untruth of disclosures
rate determined by the Minister of Finance for payment or remittance of taxes is made along with the settlement
based on the reference interest rate plus 5% and divided by 12 which is effective on the of the underpayment of
date the calculation of the sanctions begins. the tax amount along with
e. The return of the overpayment of the monthly interest rate tax determined by the administrative sanctions in
Minister of Finance is made after a period of 1 month is calculated based on the the form of a fine of 100% of
reference interest rate divided by 12 which applies on the date the calculation of the the amount of underpayment
interest compensation starts. 2. Banks must pay attention to
the monthly rate stipulated
f. There are things that the preliminary evidence examination of a criminal offense is not by the Minister of Finance
given in exchange for the interest on the examination of the initial evidence of criminal regarding underpayment
acts in the field of taxation


No

2020 Annual Report

g. If the Tax Overpayment Assessment Letter is issued late and the Preliminary Evidence of taxes calculated based on
Audit of Taxation Crime is subject to a monthly interest rate stipulated by the Minister the reference interest rate
of Finance. plus 10% and divided by 12
which is in effect on the date
h. There is a change in administrative sanctions that were previously stipulated in the Law
the calculation of sanctions is
on General Provisions and Tax Procedures as follows: administrative sanction in the
commenced.
form of interest of 2% (two percent).
The Job Creation Law is changed to: administrative sanctions in the form of interest
to matters not providing
at the interest rate per month stipulated by the Minister of Finance and imposed for
preliminary evidence
a maximum of 24 (twenty four) months, and part of the month is calculated as a full 1 examination of a criminal
(one) month calculated based on the reference interest rate plus 5% (five percent) and offense in exchange for
divided by 12 (twelve) which is effective on the date of commencement of calculation interest on preliminary
of the sanctions. evidence examinations of
i. Tax underpayment as a result of disclosing the incorrect filing of the Tax Return must be criminal acts in the field of
paid by the Taxpayer before the separate report is submitted along with administrative taxation.
sanctions in the form of interest at the interest rate per month determined by the 4. Banks to pay attention to
Minister of Finance from underpaid tax and subject to a maximum of 24 months and the interest rate period
part of the month is counted as full 1 month, counted since: on the Tax Overpayment
a) The deadline for submitting the Tax Return Assessment Letter issued
b) Annual Payment maturity ends up to the date of payment late and Preliminary Evidence
j. Does not regulate the length of time to install or postpone tax payments, including Audit of Taxation Crimes
underpayment 5. Banks to pay attention to the
k. The administrative sanction for the amount of underpaid tax in the Tax Collection monthly interest rates set
Letter is converted into interest equal to the monthly interest rate set by the Minister of by the Minister of Finance
Finance in the Tax Overpayment
l. The monthly interest rate determined by the Minister of Finance from the amount of Assessment Letter issued
tax shortfall payable in the Tax Collection Letter is calculated based on the reference late and Preliminary Evidence
interest rate plus 5% and divided by 12 which is effective on the date the calculation of Audit of Taxation Crimes
the sanctions begins. 6. Banks must pay attention to
m. The amount of tax that is not paid or underpaid and regarding taxpayers being allowed the administrative sanctions
to installments or postpone tax payments, the administrative sanction is changed on monthly interest rates
to, in the form of interest at the monthly interest rate determined by the Minister of stipulated by the Minister of
Finance and subject to a maximum of 24 (twenty four) months and part of the month is Finance and be imposed for
calculated. a full 1 (one) month a maximum of 24 (twenty
n. If the Taxpayer is allowed to postpone the submission of the Annual Tax Return and it four) months, and part of the
turns out that the temporary calculation of the tax owed is less than the actual amount month is calculated as a full 1
of tax owed for the underpayment of the tax, the Taxpayer is subject to interest at (one) month.
the interest rate per month set by the Minister of Finance and a maximum time of 24 7. Banks should pay attention
(twenty) is determined. four months to tax underpayments as
o. Taxpayers are given interest compensation in the event of filing an objection, request a result of disclosing the
for appeal, or request for review, request for correction, application for reduction or incorrect filling of notification
letters.
cancellation of a tax assessment letter, or application for reduction or cancellation of a
Tax Collection Letter that is granted partially or completely, causing tax overpayment 8. Banks must pay attention
p. Termination of investigation of criminal offenses in the field of taxation for the benefit to the Tax Collection Letter,
the monthly interest rate
of state revenue, is carried out after the Taxpayer has paid the tax debt that has not or
determined by the Minister
has not been paid or which should not be returned plus administrative sanctions are
of Finance of the amount
changed to a fine of 3 (three) times the amount of tax that is not paid or underpaid or
of tax underpayment is
which should not be returned calculated based on the
reference interest rate plus
5% and divided by 12 which
is effective on the date the
calculation of the sanctions
begins.
9. Banks must pay attention
to administrative sanctions
related to postponement
of submission of Annual
Tax Returns and temporary
calculation of payable
taxes that are less than the
actual tax amounts due for
underpayment of taxes.
to the causes of tax
overpayment
11. Banks are required to pay
attention to administrative
sanctions of 3 (three) times
the amount of taxes that
are not paid or underpaid or
which should not be returned
when terminating a criminal
investigation into taxation.


No
3. Peraturan Otoritas Jasa Keuangan 16 Maret 2020 Stimulus Perekonomian Nasional
Nomor 11/POJK.03/2020 March 16, 2020 sebagai Kebijakan Countercyclical
Financial Services Authority Regulation Dampak Penyebaran Coronavirus
Number 11/POJK.03/2020 Disease 2019
National Economic Stimulus as a
Countercyclical Policy on the Impact of
the Spread of Coronavirus Disease 2019

2020 Annual Report

1. POJK ini berlaku bagi BUK, BUS, UUS, BPR, dan BPRS. Bank perlu melakukan
2. Bank dapat menerapkan kebijakan yang mendukung stimulus pertumbuhan ekonomi untuk penyesuaian terhadap ketentuan
debitur yang terkena dampak penyebaran COVID-19 termasuk debitur UMKM, dengan tetap tersebut.
memperhatikan prinsip kehati-hatian. Banks need to make adjustments
3. Debitur yang terkena dampak penyebaran COVID-19 termasuk debitur UMKM adalah to these provisions.
debitur yang mengalami kesulitan untuk memenuhi kewajiban pada Bank karena debitur
atau usaha debitur terdampak dari penyebaran COVID-19 baik secara langsung ataupun
tidak langsung pada sektor ekonomi antara lain pariwisata, transportasi, perhotelan,
perdagangan, pengolahan, pertanian, dan pertambangan.
4. Kebijakan stimulus dimaksud terdiri dari:
a. Penilaian kualitas kredit/pembiayaan/penyediaan dana lain hanya berdasarkan
ketepatan pembayaran pokok dan/atau bunga untuk kredit/pembiayaan/penyediaan
dana lain dengan plafon s.d Rp10 miliar; dan
b. Peningkatan kualitas kredit/pembiayaan menjadi lancar setelah direstrukturisasi selama
masa berlakunya POJK. Ketentuan restrukturisasi ini dapat diterapkan Bank tanpa
melihat batasan plafon kredit/pembiayaan atau jenis debitur.
5. Cara restrukturisasi kredit/pembiayaan dilakukan sebagaimana diatur dalam peraturan OJK
mengenai penilaian kualitas aset, antara lain dengan cara:
1) Penurunan suku bunga;
2) Perpanjangan jangka waktu;
3) Pengurangan tunggakan pokok;
4) Pengurangan tunggakan bunga;
5) Penambahan fasilitas kredit/pembiayaan; dan/atau
6) Konversi kredit/pembiayaan menjadi Penyertaan Modal Sementara.
6. Bank dapat memberikan kredit/pembiayaan/penyediaan dana lain yang baru kepada
debitur yang telah memperoleh perlakuan khusus sesuai POJK ini dengan penetapan
kualitas kredit/pembiayaan/penyediaan dana lain tersebut dilakukan secara terpisah
dengan kualitas kredit/pembiayaan/penyediaan dana lain sebelumnya.
7. Bank menyampaikan laporan berkala atas penerapan POJK ini untuk monitoring Pengawas
sejak posisi data akhir bulan April 2020.
8. Ketentuan ini berlaku sejak diundangkan sampai dengan tanggal 31 Maret 2021.
1. This POJK applies to BUK, BUS, UUS, BPR, and BPRS.
2. Banks can implement policies that support economic growth stimuli for debtors affected by
the spread of COVID-19, including MSME debtors, while still paying attention to the principle
of prudence.
3. Debtors affected by the spread of COVID-19, including MSME debtors, are debtors who
have difficulty fulfilling obligations to the Bank because the debtor or debtor’s business
is affected by the spread of COVID-19, either directly or indirectly in the economic sector,
including tourism, transportation, hospitality. , trade, processing, agriculture and mining.
4. The stimulus policy consists of:
a. Assessment of the quality of credit/financing/other provision of funds is only based on
the accuracy of principal and/or interest payments for credit/financing/other provision
of funds with a ceiling of up to IDR10 billion; and
b. Credit/financing quality improvement becomes smooth after restructuring during
the validity period of POJK. This restructuring provision can be applied by the Bank
regardless of credit/financing ceiling limits or the type of debtor.
5. The way of restructuring credit/financing is carried out as stipulated in the OJK regulations
regarding asset quality assessment, among others by:
1) Decrease in interest rates;
2) Extension of the period of time;
3) Reduction of principal arrears;
4) Reduction of interest arrears;
5) Additional credit/financing facilities; and/or
6) Conversion of credit/financing into Temporary Equity Participation.
6. Banks may provide new credit/financing/provision of funds to debtors who have received
special treatment in accordance with this POJK by determining the quality of credit/
financing/other provision of funds carried out separately from the quality of previous
credit/financing/provision of funds.
7. The Bank submits periodic reports on the application of this POJK for Supervisory
monitoring since the position of the data at the end of April 2020.
8. This provision is valid from the date of promulgation until March 31, 2021.


No
Peraturan Otoritas Jasa Keuangan 3 Desember 2020 Perubahan Atas Peraturan
Nomor 48/POJK.03/2020 December 3, 2020 Otoritas Jasa Keuangan Nomor 11/
Financial Services Authority Regulation POJK.03/2020 Tentang Stimulus
Number 48/POJK.03/2020 Perekonomian Nasional Sebagai
Kebijakan Countercyclical Dampak
Penyebaran Coronavirus Disease 2019
(Pojk Perubahan Atas POJK Stimulus
Covid-19)
Amendments to the Financial Services
Authority Regulation Number 11/
POJK.03/2020 concerning National
Economic Stimulus as a Countercyclical
Policy Impact of the Spread of
Coronavirus Disease 2019 (Point of
Change to POJK Covid-19 Stimulus)

2020 Annual Report

1. Pokok-pokok pengaturan dalam POJK Stimulus COVID-19 berupa kebijakan relaksasi bagi Bank agar melakukan
debitur yang terkena dampak COVID-19 masih tetap berlaku, antara lain mencakup: penyesuaian terhadap ketentuan
a. penilaian kualitas kredit/pembiayaan hanya berdasarkan ketepatan pembayaran pokok tersebut.
dan/atau bunga untuk kredit/pembiayaan s.d Rp10 miliar; Banks are required to make
b. penetapan kualitas kredit/pembiayaan menjadi Lancar setelah direstrukturisasi; dan adjustments to these provisions.
c. pemisahan penetapan kualitas untuk kredit/pembiayaan baru.
Adapun dalam POJK Perubahan atas POJK Stimulus COVID-19 ini terdapat penambahan
pengaturan untuk memastikan penerapan manajemen risiko dan prinsip kehati-hatian bagi
bank dalam menerapkan kebijakan tersebut, serta kebijakan terkait dengan permodalan dan
likuditas bank.
2. Penambahan pengaturan antara lain:
a. Penerapan manajemen risiko Dalam menerapkan kebijakan yang mendukung stimulus
pertumbuhan ekonomi, bank menerapkan manajemen risiko yang paling sedikit
meliputi:
1) Memiliki pedoman untuk menetapkan debitur yang terkena dampak penyebaran
COVID-19;
2) Melakukan penilaian terhadap debitur yang mampu terus bertahan dari
dampak COVID-19 dan masih memiliki prospek usaha sehingga dapat diberikan
restrukturisasi kredit/pembiayaan sesuai POJK ini;
3) Membentuk cadangan untuk debitur yang dinilai tidak lagi mampu bertahan setelah
dilakukan restrukturisasi kredit/pembiayaan sesuai POJK ini;
4) Mempertimbangkan ketahanan modal dengan memperhitungkan tambahan
pembentukan cadangan untuk mengantisipasi potensi penurunan kualitas kredit/
pembiayaan restrukturisasi dalam hal bank akan melakukan pembagian dividen
dan/atau tantiem; dan
5) Melakukan uji ketahanan secara berkala terhadap potensi penurunan kualitas kredit
atau pembiayaan yang direstrukturisasi dan pengaruhnya terhadap likuiditas dan
permodalan bank.
b. Restrukturisasi kredit/pembiayaan
1) Kredit/pembiayaan yang direstrukturisasi COVID-19 dikecualikan dari perhitungan
aset berkualitas rendah (KKR) dalam penilaian tingkat kesehatan bank bagi BUK/
BUS/UUS.
2) Bank dapat menyesuaikan mekanisme persetujuan restrukturisasi kredit/
pembiayaan sepanjang tetap memenuhi prinsip kehati-hatian.
3) Bank harus melakukan penilaian terhadap kemampuan debitur yang terkena
dampak penyebaran COVID-19 untuk dapat bertahan sampai dengan berakhirnya
POJK ini. Penilaian dimaksud akan berdampak terhadap penilaian kualitas kredit/
pembiayaan yang direstrukturisasi dimaksud.
c. Kebijakan bagi bank sebagai dampak penyebaran COVID-19 Bank dapat menerapkan
kebijakan likuiditas dan permodalan sebagai dampak penyebaran COVID-19 yang terdiri
atas:
1) BUK yang termasuk dalam kelompok bank umum kegiatan usaha 3, bank umum
kegiatan usaha 4, dan bank asing dapat menyesuaikan batas bawah pemenuhan
liquidity coverage ratio dan net stable funding ratio dari 100% (seratus persen)
menjadi 85% (delapan puluh lima persen) sampai dengan tanggal 31 Maret 2022.
2) BUK atau BUS dapat menyediakan dana pendidikan kurang dari 5% (lima persen)
dari anggaran pengeluaran sumber daya manusia untuk tahun 2020 dan 2021.
3) BUK, BUS, atau UUS dapat menetapkan kualitas agunan yang diambil alih yang
diperoleh sampai dengan tanggal 31 Maret 2020 berdasarkan kualitas agunan yang
diambil alih posisi akhir bulan Maret 2020.
4) BUK atau BUS yang termasuk dalam kelompok bank umum kegiatan usaha 3
dan bank umum kegiatan usaha 4 dapat tidak memenuhi capital conservation
buffer sebesar 2,5% (dua koma lima persen) dari aset tertimbang menurut risiko.
Penerapan kebijakan dimaksud harus berdasarkan persetujuan OJK.
d. Pelaporan
1) Penambahan Laporan Rekapitulasi Stimulus Kredit atau Pembiayaan Restrukturisasi
yang disampaikan secara bulanan sejak posisi data akhir bulan November 2020.
2) Pelaporan kredit/pembiayaan yang direstrukturisasi COVID-19 dalam Sistem
Layanan Informasi Keuangan dengan menambahkan keterangan “COVID19”.
3. Penerapan kebijakan yang mendukung stimulus pertumbuhan ekonomi dalam POJK ini
berlaku sampai dengan tanggal 31 Maret 2022.
1. The main points of regulation in POJK Stimulus COVID-19 in the form of relaxation policies
for debtors affected by COVID-19 are still valid, including, among others:
a. credit/financing quality assessment based solely on the accuracy of principal and/or
interest payments for credit/financing up to IDR10 billion;
b. determination of credit/financing quality to be Current after restructuring; and
c. separation of quality determination for new credit/financing.
As for the POJK Amendments to the POJK Stimulus COVID-19, there are additional
regulations to ensure the implementation of risk management and prudential principles
for banks in implementing these policies, as well as policies related to bank capital and
liquidity.
2. Additional settings include:
a. Application of risk management In implementing policies that support the stimulus of
economic growth, banks apply risk management which at least includes:
1) Have guidelines for determining debtors who are affected by the spread of
COVID-19;


No
4. Peraturan Otoritas Jasa Keuangan 17 Maret 2020 Konsolidasi Bank Umum

Nomor 12 /POJK.03/2020 March 17, 2020 Commercial Bank Consolidation
Financial Services Authority Regulation
Number 12 /POJK.03/2020

2020 Annual Report

2) Assessing debtors who are able to survive the impact of COVID-19 and still have
business prospects so that they can be given credit/financing restructuring in
accordance with this POJK;
3) Establishing reserves for debtors deemed unable to survive after the credit/
financing restructuring is carried out in accordance with this POJK;
4) Considering capital resilience by taking into account additional reserves to
anticipate the potential for deterioration in credit quality/restructuring financing in
the event that the bank will distribute dividends and/or bonuses; and
5) Conduct periodic endurance tests on potential deterioration in credit quality or
restructured financing and its impact on bank liquidity and capital.
b. Credit/financing restructuring
1) The restructured credit/financing of COVID-19 is exempted from the calculation of
low quality assets (KKR) in the assessment of bank soundness for BUK/BUS/UUS.
2) Banks may adjust the credit/financing restructuring approval mechanism as long as
it still complies with the prudential principle.
3) Banks must assess the ability of debtors who are affected by the spread of
COVID-19 to survive until the end of this POJK. The assessment will have an impact
on the credit/restructured financing quality assessment.
c. Policies for banks as a result of the spread of COVID-19 Banks can implement liquidity
and capital policies as a result of the spread of COVID-19, which consists of:
1) BUK which is included in the business activity commercial bank group 3, business
activity commercial bank 4, and foreign bank may adjust the lower limit for the
fulfillment of the liquidity coverage ratio and the net stable funding ratio from 100%
(one hundred percent) to 85% (eighty five percent). ) until March 31, 2022.
2) BUK or BUS can provide education funds for less than 5% (five percent) of the
human resource expenditure budget for 2020 and 2021.
3) BUK, BUS, or UUS may determine the quality of foreclosed collateral obtained up to
March 31, 2020 based on the quality of the collateral foreclosed at the end of March
2020.
4) BUK or BUS that are included in the business activity commercial bank group 3
and business activity commercial bank 4 may fail to meet the capital conservation
buffer of 2.5% (two point five percent) of risk weighted assets. The implementation
of the said policy must be based on OJK approval.
d. Reporting
1) Addition of the Credit Stimulus Recapitulation Report or Restructuring Financing
which is submitted monthly since the position of the data at the end of November
2020.
2) Reporting of restructured credit/financing COVID-19 in the Financial Information
Service System by adding the statement “COVID19”.
3. The implementation of policies that support the economic growth stimulus in this POJK is
valid until March 31, 2022.
1. Konsolidasi Bank Umum 1. Bank sebagai PSP dapat
PSP bank dapat memiliki 1 (satu) Bank, atau beberapa bank dengan memenuhi skema memiliki 1 (satu) Bank, atau
konsolidasi bank, melalui: beberapa bank dengan
1) Penggabungan, peleburan, atau integrasi; memenuhi skema konsolidasi
bank sebagaimana diatur
2) Pengambilalihan yang diikuti dengan penggabungan, peleburan, atau integrasi;
dalam ketentuan tersebut.
3) Pembentukan Kelompok Usaha Bank (KUB) terhadap bank yang telah dimiliki; 2. Bank wajib memenuhi Modal
4) Pembentukan KUB karena pemisahan UUS; atau Inti minimum paling sedikit
5) Pembentukan KUB karena pengambilalihan. Rp3.000.000.000.000,00
2. Bagi Bank milik pemerintah daerah wajib memenuhi Modal Inti minimum paling sedikit (tiga triliun rupiah) paling
Rp3.000.000.000.000,00 (tiga triliun rupiah) paling lambat tanggal 31 Desember 2024. lambat tanggal 31 Desember
3. Pembentukan KUB. 2024.
3. Bank agar memperhatikan
4. Pemenuhan Modal Inti Minimum bagi bank dalam skema konsolidasi dan bank milik
ketentuan dalam
pemerintah daerah.
pembentukan KUB.
5. Pengaturan lainnya, antara lain: 4. Bank agar memperhatikan
1) Pihak-pihak yang mendapatkan pengecualian ketentuan sebagaimana dalam Peraturan pengaturan lainya terkait
Otoritas Jasa Keuangan mengenai kepemilikan saham bank umum. konsolidasi bank umum
2) Bank yang memenuhi skema konsolidasi bank dengan tergabung dalam KUB dapat
menjalankan kegiatan usaha yang sama dengan kegiatan usaha bank yang menjadi
Perusahaan Induk atau kegiatan usaha bank yang menjadi pelaksana Perusahaan Induk,
dengan persetujuan OJK.
3) Pengaturan batasan penyertaan modal bank milik pemerintah daerah kepada BUS
hasil Pemisahan UUS dikecualikan dari ketentuan mengenai batasan penyertaan modal
sebagaimana dalam POJK mengenai kegiatan usaha dan jaringan kantor berdasarkan
modal inti bank.


No
5. Peraturan Otoritas Jasa Keuangan 24 Maret 2020 Perubahan Atas Peraturan Otoritas Jasa
Nomor 13 /POJK.03/2020 March 24, 2020 Keuangan Nomor 38/POJK.03/2016
Financial Services Authority Regulation tentang Penerapan Manajemen Risiko
Number 13 /POJK.03/2020 dalam Penggunaan Teknologi Informasi
oleh Bank Umum
Amendments to the Financial Services
POJK.03/2016 concerning the
Implementation of Risk Management in
the Use of Information Technology by
Commercial Banks

2020 Annual Report

1. Consolidation of Commercial Banks 1. Bank as PSP may own 1 (one)
PSP bank can have 1 (one) bank, or several banks by fulfilling the bank consolidation Bank, or several banks by
scheme, through: complying with the bank
1) Merger, consolidation, or integration; consolidation scheme as
stipulated in these provisions.
2) Acquisition followed by merger, consolidation, or integration;
2. Banks are required to
3) Establishment of Bank Business Groups (KUB) for banks that are already owned; meet a minimum Tier
4) Establishment of KUB due to separation of UUS; or 1 Capital of at least
5) Formation of KUB due to takeover. IDR3,000,000,000,000.00
2. Regional government-owned banks are required to meet a minimum Core Capital of (three trillion rupiah) no later
IDR3,000,000,000,000.00 (three trillion rupiah) by 31 December 2024. than 31 December 2024.
3. Establishment of KUB. 3. Banks must observe the
provisions in establishing
4. Fulfillment of Minimum Core Capital for banks in the consolidation scheme and for banks
KUB.
owned by local governments.
5. Other arrangements, including: to other regulations related
1) Parties that are exempt from the provisions in the Financial Services Authority to commercial bank
Regulation regarding share ownership of commercial banks. consolidation
2) Banks that fulfill the bank consolidation scheme by joining KUB can carry out the same
business activities as the business activities of a bank that is a Parent Company or a
bank business that is an operator of the Parent Company, with the approval of the FSA.
3) The regulation on the limit for capital participation of regional government-owned
banks in BUS resulting from the Separation of UUS is exempted from the provisions
regarding limits on capital participation as stipulated in POJK regarding business
activities and office networks based on bank core capital.
1. Penghapusan pembatasan penggunaan data dalam sistem elektronik yang ditempatkan 1. Adanya penambahan 1 (satu)
diluar wilayah Indonesia (Pasal 21 ayat 3 huruf a, huruf b, dan huruf c); kriteria sistem elektronik
2. Penambahan 1 (satu) kriteria sistem elektronik yang dapat ditempatkan diluar wilayah yaitu sistem elektronik dalam
Indonesia, yaitu sistem elektronik dalam rangka pelayanan kepada nasabah global (Pasal 21 rangka pelayanan kepada
ayat 3 huruf d); nasabah global;
3. Kewenangan OJK meminta Bank untuk menempatkan sistem elektronik di wilayah 2. Bank memiliki kewajiban
Indonesia; untuk menempatkan
sistem elektronik di wilayah
4. Kewajiban Bank tetap untuk mengimplementasikan rencana tindak (action plan) yang telah
Indonesia sesuai dengan
disampaikan kepada OJK sesuai dengan POJK MRTI.
permintaan OJK;
5. Kewajiban Bank untuk memastikan data yang digunakan dalam sistem elektronik yang
3. Bank memiliki kewajiban
ditempatkan diluar wilayah Indonesia tidak digunakan untuk tujuan selain kriteria yang
untuk mengimplementasikan
sudah diatur. Pelanggaran atas kewajiban ini dapat dikenai sanksi administrasi;
rencana tindak (action plan)
6. Pencabutan Surat Edaran Bank Indonesia No. 9/30/DPNP tanggal 12 Desember 2007 yang telah disampaikan
tentang Penerapan Manajemen Risiko dalam Penggunaan Teknologi Informasi oleh Bank kepada OJK sesuai dengan
Umum (SEBI MRTI) POJK MRTI;
1. To remove restrictions on the use of data in electronic systems placed outside the territory 4. Bank memiliki kewajiban
of Indonesia (Article 21 paragraph 3 letter a, letter b, and letter c); untuk memastikan data yang
2. Addition of 1 (one) criteria for an electronic system that can be placed outside the territory digunakan dalam sistem
of Indonesia, namely an electronic system for service to global customers (Article 21 elektronik diluar wilayah
paragraph 3 letter d); indonesia dan pelanggaran
3. The authority of the OJK to ask the Bank to place an electronic system in the territory of yang dapat dikenai sanksi
Indonesia; administrasi. Pelanggaran
4. The Bank’s obligation remains to implement action plans that have been submitted to OJK atas kewajiban ini dapat
in accordance with POJK MRTI. dikenai sanksi administrasi;
5. The Bank’s obligation to ensure that data used in electronic systems placed outside the 1. Additional 1 (one) criteria for
territory of Indonesia is not used for purposes other than the stipulated criteria. Violation of an electronic system, namely
this obligation may be subject to administrative sanctions; an electronic system for
services to global customers;
6. Revocation of Bank Indonesia Circular Letter No. 9/30/DPNP dated 12 December 2007
2. Banks have the obligation
concerning the Application of Risk Management in the Use of Information Technology by
to install electronic systems
Commercial Banks (SEBI MRTI)
in Indonesian territory as
requested by the OJK;
3. Banks have the obligation to
implement action plans that
have been submitted to OJK
in accordance with POJK
MRTI;
4. Banks have an obligation
to ensure data used in
electronic systems outside
the territory of Indonesia
and violations that are
subject to administrative
sanctions. Violation of this
obligation may be subject to
administrative sanctions;


No
6. Peraturan Otoritas Jasa Keuangan 20 April 2020 Rencana dan Penyelenggaraan Rapat
Nomor 15/POJK.04/2020 April 20, 2020 Umum Pemegang Saham Perusahaan
Financial Services Authority Regulation Terbuka
Number 15/POJK.04/2020 Plans and Implementation of General
Meeting of Shareholders of Public
Companies
7. Peraturan Otoritas Jasa Keuangan 20 April 2020 Pelaksanaan Rapat Umum Pemegang
Nomor 16/POJK.04/2020 April 20, 2020 Saham Perusahaan Terbuka Secara
Financial Services Authority Regulation Elektronik
Number 16/POJK.04/2020 Implementation of Electronic General
Meeting of Shareholders of Public
Companies

2020 Annual Report

1. Ketentuan penyelenggaraan RUPS, antara lain: 1. Bank perlu melakukan
a. Kewajiban Perusahaan Terbuka untuk menyelenggarakan RUPS Tahunan paling lambat penyesuaian dan mengikuti
6 (enam) bulan setelah tahun buku berakhir; prosedur sebagaimana
b. Permintaan penyelenggaraan RUPS; tercantum pada peraturan
c. Prosedur penyelenggaraan RUPS; tersebut dalam melakukan
2. Pemberian kuasa secara elektronik, antara lain: penyelenggaraan RUPS.
a. Pemberian kuasa secara elektronik melalui Sistem Penyelenggaraan RUPS Secara 2. Bank wajib melakukan
Elektronik (e-RUPS); penyesuaian terhadap
b. Ketentuan mengenai pihak-pihak yang dapat menjadi penerima kuasa dan persyaratan peraturan tersebut.
menjadi penerima kuasa; 1. Banks need to make
c. Ketentuan mengenai penyedia e-RUPS; adjustments and follow the
3. Ketentuan mengenai pimpinan RUPS, dan tata tertib RUPS; procedures as stated in these
4. Keputusan, kuorum kehadiran, dan kuorum keputusan RUPS, antara lain: regulations in holding a GMS.
a. Kuorum RUPS Transaksi Material dan/atau perubahan kegiatan usaha; 2. Banks are required to
b. Ketentuan mengenai RUPS Pemegang Saham Independen; make adjustments to these
5. Ketentuan mengenai risalah RUPS dan ringkasan risalah RUPS; regulations.
6. Media pengumuman dan bahasa pengumuman;
7. Pencabutan dan dinyatakan tidak berlakunya POJK Nomor 32/POJK.04/2014 tentang
Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka
sebagaimana diubah dengan POJK Nomor 10/POJK.04/2017 tentang Perubahan Atas
Peraturan Otoritas Jasa Keuangan Nomor 32/POJK.04/2014 Tentang Rencana dan
Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka.
1. Provisions for organizing a GMS include:
a. The obligation of the Public Company to hold an Annual GMS no later than 6 (six)
months after the end of the financial year;
b. Request for holding a GMS;
c. GMS holding procedures;
2. Granting power of attorney electronically, among others:
a. Granting of power electronically through the Electronic GMS Implementation System
(e-GMS);
b. Provisions regarding the parties that can be the recipient of the power of attorney and
the requirements for becoming the recipient of the power of attorney;
c. Provisions regarding the e-GMS provider;
3. Provisions regarding the chairmanship of the GMS, and the rules of the GMS;
4. Decisions, attendance quorum, and quorum resolutions of the GMS, among others:
a. Quorum of the GMS for Material Transactions and/or changes in business activities;
b. Provisions regarding the GMS of Independent Shareholders;
5. Provisions regarding the minutes of the GMS and the summary of the minutes of the GMS;
6. Announcement media and announcement language;
7. Revocation and declared invalidity of POJK Number 32/POJK.04/2014 concerning Plans
and Implementation of General Meeting of Shareholders of Public Companies as amended
by POJK Number 10/POJK.04/2017 concerning Amendments to Financial Services
Authority Regulation Number 32/POJK. 04/2014 Regarding the Plan and Implementation of
General Meeting of Shareholders of Public Companies.
1. Pelaksanaan RUPS secara elektronik merupakan alternatif pelaksanaan RUPS selain 1. Dalam hal RUPS akan
dilakukan secara fisik. diselenggarakan secara
2. Pelaksanaan RUPS secara elektronik dapat dilakukan dengan menggunakan: elektronik, bank perlu
a. e-RUPS yang disediakan oleh Penyedia e-RUPS; atau melaksanakan prosedur
b. Sistem yang disediakan oleh Perusahaan Terbuka. sebagaimana tercantum pada
3. Penyedia e-RUPS: peraturan tersebut.
a. Lembaga Penyimpanan dan Penyelesaian yang ditunjuk OJK; atau 2. Bank wajib melakukan
b. Pihak lain yang disetujui OJK. penyesuaian terhadap
4. e-RUPS atau sistem yang disediakan oleh Perusahaan Terbuka memungkinkan semua peraturan tersebut.
peserta RUPS berpartisipasi dan berinteraksi dalam RUPS. Bentuk partisipasi dan interaksi 1. In the event that the GMS is
tersebut dapat dilakukan melalui sarana audio, visual, audio visual, atau selain audio dan to be held electronically, the
visual. bank needs to carry out the
5. Teknis Pelaksanaan RUPS Secara Elektronik procedures as stated in the
a. Tetap mewajibkan RUPS fisik secara terbatas (minimal pimpinan RUPS, 1 anggota regulation.
direksi dan/atau 1 anggota dewan komisaris, dan profesi penunjang). 2. Banks are required to
b. Pemegang saham diberikan kesempatan untuk hadir secara fisik, sepanjang Perusahaan make adjustments to these
Terbuka menyediakan kuota tertentu (tidak untuk seluruh pemegang saham). regulations.
c. Kehadiran pemegang saham secara elektronik dalam RUPS secara elektronik
dapat menggantikan kehadiran pemegang saham secara fisik dan dihitung sebagai
pemenuhan kuorum kehadiran.
d. Dalam kondisi tertentu, Perusahaan Terbuka dapat tidak melaksanakan RUPS secara
fisik atau melakukan pembatasan kehadiran pemegang saham secara fisik baik sebagian
maupun seluruhnya dalam pelaksanaan RUPS secara elektronik.
e. Kondisi tertentu tersebut ditetapkan oleh Pemerintah atau dengan persetujuan Otoritas
Jasa Keuangan.
f. Pemberian suara dapat dilakukan setelah pemanggilan sampai dengan pembukaan
masing-masing mata acara.
g. Pemegang saham yang telah memberikan suara secara elektronik sebelum RUPS
dilaksanakan dianggap sah menghadiri RUPS.
h. Risalah RUPS secara elektronik wajib dibuat dalam bentuk akta notariil oleh notaris
yang terdaftar di OJK tanpa memerlukan tanda tangan dari para peserta RUPS.


No
8. Peraturan Otoritas Jasa Keuangan 20 April 2020 Transaksi Material dan Perubahan
Nomor 17/POJK.04/2020 April 20, 2020 Kegiatan Usaha
Financial Services Authority Regulation Material Transactions and Changes in
Number 17/POJK.04/2020 Business Activities

2020 Annual Report

1. The implementation of the GMS electronically is an alternative to the implementation of the
GMS apart from being physically carried out.
2. The implementation of the GMS electronically can be done by using:
a. e-GMS provided by e-GMS Provider; or
b. The system provided by the public company.
3. e-GMS provider:
a. Depository and Settlement Institution appointed by OJK; or
b. Other parties approved by OJK.
4. e-GMS or a system provided by a Public Company allows all GMS participants to participate
and interact in the GMS. This form of participation and interaction can be done through
audio, visual, audio-visual, or other than audio and visual means.
5. Electronic GMS Implementation Techniques
a. Still requires a limited physical GMS (at least the chairman of the GMS, 1 member of the
board of directors and/or 1 member of the board of commissioners, and supporting
professions).
b. Shareholders are given the opportunity to be physically present, as long as the Public
Company provides a certain quota (not for all shareholders).
c. The electronic presence of shareholders at the GMS electronically can replace the
physical presence of shareholders and is counted as fulfillment of the attendance
quorum.
d. Under certain conditions, a Public Company may not physically hold a GMS or limit
the physical attendance of shareholders, either partially or completely in the electronic
GMS.
e. Certain conditions are determined by the Government or with the approval of the
Financial Services Authority.
f. Voting can be done after the summoning is up to the opening of each agenda.
g. Shareholders who have cast their votes electronically prior to the implementation of the
GMS are deemed valid to attend the GMS.
h. Electronic GMS minutes must be made in the form of a notarial deed by a notary
registered with the OJK without requiring a signature from the GMS participants.
1. Penyempurnaan lingkup Transaksi Material sehingga menjadi mencakup antara lain: 1. Bank perlu melakukan
a. Transaksi Material yang mengganggu kelangsungan usaha; penyesuaian dengan ruang
b. Transaksi restrukturisasi BUMN; lingkup transaksi material;
2. Bank perlu melakukan
c. Transaksi yang dilakukan oleh lembaga jasa keuangan dalam kondisi tertentu; dan penyesuaian terhadap
d. Dilusi yang nilainya material. batasan nilai transaksi
2. Perluasan batasan nilai Transaksi Material: material;
a. Semula: nilai transaksi sama dengan 20% atau lebih dari ekuitas Perusahaan Terbuka. 3. Dalam keadaan tertentu,
Bank yang melakukan
b. Menjadi: Nilai transaksi sama dengan 20% atau lebih dari ekuitas Perusahaan Terbuka
Transaksi Material
dan apabila Perusahaan Terbuka mempunyai ekuitas negatif maka perhitungan nilai dikecualikan dari kewajiban
transaksi sama dengan 10% atau lebih dari total aset Perusahaan Terbuka. melakukan keterbukaan
3. Lembaga Jasa Keuangan dalam kondisi tertentu yang melakukan Transaksi Material informasi kepada publik,
dikecualikan dari kewajiban melakukan keterbukaan informasi kepada publik, namun tetap namun tetap wajib lapor ke
wajib lapor ke OJK. OJK;
4. Pengaturan persetujuan pemegang saham independen dalam RUPS, apabila melakukan: 4. Bank perlu melakukan
penyesuaian terhadap
a. Transaksi Material dengan batasan nilai yang diwajibkan memperoleh persetujuan RUPS prosedur persetujuan
yang mengandung transaksi afiliasi; pemegang saham
b. Transaksi Material mengandung benturan kepentingan; dan/atau independen dalam melakukan
c. Transaksi Material berpotensi mengakibatkan terganggunya kelangsungan usaha transaksi material sesuai
Perusahaan Terbuka. dengan ketentuan yang
berlaku; dan
5. Penyempurnaan definisi Kegiatan Usaha Perusahaan Terbuka.
5. Bank perlu melakukan
1. Improving the scope of Material Transactions to include, among others: penyesuaian dengan
a. Material Transactions that interfere with business continuity; ketentuan yang berlaku.
b. BUMN restructuring transaction; 1. Banks need to make
c. Transactions conducted by financial service institutions under certain conditions; and adjustments to the scope of
d. A dilution whose value is material. material transactions;
2. Expansion of limits on the value of Material Transactions: 2. Banks need to make
adjustments to the limit on
a. Initial: transaction value is equal to 20% or more of the equity of the Public Company. material transaction value;
b. Becomes: The transaction value is equal to 20% or more of the equity of the Public 3. Under certain circumstances,
Company and if the Public Company has negative equity, the calculation of the Banks conducting Material
transaction value is equal to 10% or more of the total assets of the Public Company. Transactions are exempted
3. Financial Services Institutions in certain conditions that conduct Material Transactions from the obligation to
are exempted from the obligation to disclose information to the public, but they are still disclose information to the
public, however, they are still
required to report to the OJK. required to report to the OJK;
4. Arrangements for approval of independent shareholders in the GMS, if: 4. Banks need to make
a. Material Transactions with value limits that are required to obtain GMS approval adjustments to the approval
containing affiliated transactions; procedure for independent
b. Material Transactions contain a conflict of interest; and/or shareholders in conducting
material transactions
c. Material Transactions have the potential to disrupt the business continuity of the Public in accordance with the
Company. applicable regulations; and
5. Refining the definition of Public Company Business Activities. 5. Banks need to make
adjustments to the applicable
regulations.


No
9. Peraturan Otoritas Jasa Keuangan 21 April 2020 Perintah Tertulis untuk Penanganan
Nomor 18/POJK.03/2020 April 21, 2020 Permasalahan Bank.
Financial Services Authority Regulation Written Order for Handling Bank
Number 18/POJK.03/2020 Problems.
10. Peraturan Otoritas Jasa Keuangan 22 April 2020 Pedoman Penyusunan Surat Pernyataan
Nomor 24/POJK.04/2020 April 22, 2020 Manajemen dalam Bidang Akuntansi
Financial Services Authority Regulation Guidelines for Preparation of
Number 24/POJK.04/2020 Management Statements in Accounting
11. Peraturan Otoritas Jasa Keuangan 22 April 2020 Penawaran yang Bukan Merupakan
Nomor 26/POJK.04/2020 April 22, 2020 Penawaran Umum
Financial Services Authority Regulation Offers that are not public offerings
Number 26/POJK.04/2020

2020 Annual Report

a. Ruang lingkup pengaturan berlaku bagi Bank yaitu bank umum konvensional (BUK), bank 1. Bank agar melakukan
umum syariah (BUS), bank perkreditan rakyat (BPR), bank pembiayaan rakyat syariah penyesuaian dengan
(BPRS), dan kantor cabang dari bank yang berkedudukan di luar negeri. ketentuan yang berlaku
b. Kewenangan OJK memberikan Perintah Tertulis kepada Bank untuk: dalam hal terdapat kondisi
1) melakukan penggabungan, peleburan, pengambilalihan, dan/atau integrasi; dan/atau sebagaimana dimaksud
2) menerima penggabungan, peleburan, pengambilalihan, dan/atau integrasi. dalam peraturan ini.
c. Perintah Tertulis diberikan kepada Bank yang memenuhi kriteria berdasarkan penilaian OJK. 2. Bank agar memperhatikan
d. Kewajiban kepada Bank yang diberikan Perintah Tertulis untuk menyusun rencana terkait kewajiban bank untuk
tindak, serta melaksanakan dan menjaga kelancaran proses penggabungan, peleburan, menyusun rencana tindak,
pengambilalihan, dan/atau integrasi sesuai dengan rencana tindak. serta melaksanakan dan
e. Dalam melaksanakan Perintah Tertulis oleh Bank untuk melakukan maupun menerima menjaga kelancaran proses
penggabungan, peleburan, pengambilalihan, dan/atau integrasi: penggabungan, peleburan,
1) Terdapat beberapa penyesuaian terhadap proses penggabungan, peleburan, pengambilalihan, dan/atau
pengambilalihan, dan/atau integrasi. integrasi sesuai dengan
2) Bagi BUK atau BUS, berdasarkan persetujuan OJK dapat dikecualikan dari ketentuan rencana tindak.
mengenai kepemilikan tunggal pada perbankan Indonesia, kepemilikan saham bank 1. Banks are required to make
umum, dan/atau batas waktu pemenuhan modal inti minimum. adjustments to the applicable
3) Bagi BPR atau BPRS, jaringan kantor tetap dapat dipertahankan sesuai dengan wilayah regulations in the event
jaringan kantor BPR atau BPRS yang telah berdiri. that there are conditions as
a. The scope of the regulation applies to Banks, namely conventional commercial banks referred to in this regulation.
(BUK), Islamic commercial banks (BUS), rural credit banks (BPR), Islamic people’s financing 2. Banks must pay attention
banks (BPRS), and branch offices of banks domiciled abroad. to the bank’s obligations to
b. OJK’s authority to give written orders to banks to: formulate an action plan,
1) carry out a merger, consolidation, acquisition and/or integration; and/or as well as implement and
2) accept merger, consolidation, acquisition and/or integration. maintain a smooth merger,
c. Written orders are given to Banks that meet the criteria based on OJK’s assessment. consolidation, acquisition
d. Obligations to a Bank that is given a Written Order to prepare an action plan, as well as and/or integration process in
implement and maintain the smooth process of merger, consolidation, acquisition and/or accordance with the action
integration in accordance with the action plan. plan.
e. In executing a Written Order by a Bank to carry out or accept a merger, consolidation,
acquisition and/or integration:
1) There are several adjustments to the process of merger, consolidation, acquisition, and/
or integration.
2) For BUK or BUS, based on OJK approval, they may be exempted from the provisions
regarding sole ownership in Indonesian banks, share ownership of commercial banks,
and/or the deadline for fulfillment of minimum core capital.
3) For a BPR or BPRS, the office network can still be maintained in accordance with the
area of the existing BPR or BPRS office network.
1. Emiten harus menyampaikan surat pernyataan manajemen dalam bidang akuntansi tentang Bank perlu memperhatikan
laporan keuangan untuk periode yang disajikan dalam Prospektus yang disampaikan ketentuan tersebut dalam
kepada Otoritas Jasa Keuangan sebagai pelengkap penelaahan laporan keuangan yang penyusunan surat pernyataan
disajikan dalam Prospektus. manajemen dalam bidang
2. Surat pernyataan manajemen dalam bidang akuntansi disajikan dengan susunan sebagai akuntasi.
berikut: Banks need to pay attention
a. Tanggal surat pernyataan; to these provisions in the
b. Alamat surat pernyataan; preparation of a management
c. Isi surat pernyataan; dan statement in the field of
d. Penandatanganan surat pernyataan. accounting.
3. Surat pernyataan manajemen dalam bidang akuntansi wajib ditandatangani oleh direktur
utama dan anggota direksi yang membawahi bidang akuntansi atau keuangan.
1. Issuers must submit a management statement in accounting regarding financial statements
for the period presented in the Prospectus which is submitted to the Financial Services
Authority as a complement to the review of the financial statements presented in the
Prospectus.
2. Management statement letter in accounting is presented in the following structure:
a. The date of the statement letter;
b. Statement letter address;
c. Fill in the statement letter; and
d. Signing of a statement letter.
3. A management statement in the field of accounting must be signed by the president
director and members of the board of directors who are in charge of accounting or finance.
1. Setiap Penawaran Efek yang menggunakan media massa dianggap sebagai suatu Bank agar memperhatikan
penawaran kepada lebih dari 100 (seratus) Pihak. ketentuan tersebut dalam
2. Suatu Penawaran Efek bukan merupakan suatu Penawaran Umum sebagaimana dimaksud melakukan penawaran efek yang
dalam Undang-undang mengenai Pasar Modal, jika Nilai Penawaran Secara Keseluruhan bukan merupakan penawaran
kurang dari Rp1.000.000.000,00 (satu miliar rupiah). umum.
1. Every Securities Offer using mass media is deemed an offer to more than 100 (one Banks should pay attention to
hundred) Parties. these provisions when making
2. A Securities Offer is not a Public Offering as referred to in the Law concerning Capital securities offerings that are not
Market, if the Overall Offer Value is less than IDR1,000,000,000.00 (one billion rupiah). public offerings.


No
12. Peraturan Otoritas Jasa Keuangan 22 April 2020 Saham Bonus
Nomor 27/POJK.04/2020 April 22, 2020 Bonus Shares

2020 Annual Report

1. Saham Bonus adalah saham yang dibagikan secara cuma-cuma kepada pemegang saham 1. Bank yang akan membagikan
berdasarkan jumlah saham yang dimiliki. Saham Bonus wajib
2. Saham Bonus yang merupakan Dividen Saham, berasal dari kapitalisasi Saldo Laba. menyampaikan informasi
3. Saham Bonus yang bukan merupakan Dividen Saham, berasal dari kapitalisasi: mengenai pembagian Saham
Bonus kepada Otoritas
a. Agio Saham; dan/atau
Jasa Keuangan paling
b. Unsur ekuitas lainnya. lambat bersamaan dengan
4. Perusahaan Terbuka yang akan membagikan Saham Bonus wajib menyampaikan informasi pemberitahuan Rapat Umum
mengenai pembagian Saham Bonus kepada Otoritas Jasa Keuangan paling lambat Pemegang Saham;
bersamaan dengan pemberitahuan Rapat Umum Pemegang Saham. 2. Informasi mengenai
5. Informasi mengenai pembagian Saham Bonus wajib diumumkan kepada masyarakat paling pembagian Saham Bonus
lambat bersamaan dengan pengumuman Rapat Umum Pemegang Saham. wajib diumumkan kepada
6. Pembagian Saham Bonus harus proporsional dengan kepemilikan saham dari setiap masyarakat paling lambat
pemegang saham. bersamaan dengan
7. Jumlah saham yang dibagikan untuk Saham Bonus yang bukan merupakan Dividen Saham pengumuman Rapat Umum
ditentukan berdasarkan nilai nominal saham. Pemegang Saham;
8. Perusahaan Terbuka yang akan melaksanakan pembagian Saham Bonus wajib memuat asal 3. Dalam hal Bank
Saham Bonus dalam laporan keuangan tahunan terakhir yang telah diaudit oleh Akuntan melaksanakan pembagian
Publik. Saham Bonus wajib memuat
asal Saham Bonus dalam
9. Dalam hal terdapat keputusan RUPS terkait dengan pembagian Saham Bonus, Perusahaan
laporan keuangan tahunan
Terbuka wajib melaksanakan pembagian Saham Bonus kepada pemegang saham yang
terakhir yang telah diaudit
berhak paling lambat 30 (tiga puluh) hari setelah diumumkannya ringkasan risalah RUPS
oleh Akuntan Publik.
yang memutuskan pembagian Saham Bonus.
4. Dalam hal terdapat keputusan
10. Setiap pelaku pasar modal yang terlibat dalam persiapan data historis mengenai harga
RUPS terkait dengan
saham dan informasi keuangan per saham wajib menyesuaikan informasi tersebut terhadap
pembagian Saham Bonus,
pengaruh dari pembagian Saham Bonus dan menjelaskan metode yang dipergunakan
Bank wajib melaksanakan
dalam penyesuaian tersebut.
pembagian Saham Bonus
1. Bonus Shares are shares which are distributed free of charge to shareholders based on the kepada pemegang saham
number of shares owned. yang berhak paling lambat
2. Bonus Shares which are Share Dividends, derived from the capitalization of Retained 30 (tiga puluh) hari
Earnings. setelah diumumkannya
3. Bonus Shares which are not dividend shares, originate from the capitalization of: ringkasan risalah RUPS yang
a. Share premium; and/or memutuskan pembagian
Saham Bonus.
b. Other elements of equity.
4. Public Companies that will distribute Bonus Shares are required to submit information 1. Banks that will distribute
regarding the distribution of Bonus Shares to the Financial Services Authority no later than Bonus Shares are required
the notification of the General Meeting of Shareholders. to submit information
regarding the distribution
5. Information regarding the distribution of Bonus Shares must be announced to the public no
of Bonus Shares to the
later than the announcement of the General Meeting of Shareholders.
Financial Services Authority
6. Distribution of Bonus Shares must be proportional to the share ownership of each no later than the notification
shareholder. of the General Meeting of
7. The number of shares distributed for Bonus Shares which are not dividend shares shall be Shareholders;
determined based on the nominal value of the shares. 2. Information regarding the
8. A Public Company that will distribute Bonus Shares must include the origin of Bonus Shares distribution of Bonus Shares
in the latest annual financial report audited by a Public Accountant. must be announced to the
9. In the event of a GMS decision regarding the distribution of Bonus Shares, the Public public no later than the
Company must distribute Bonus Shares to eligible shareholders no later than 30 (thirty) announcement of the General
days after the summary of the minutes of the GMS deciding the distribution of Bonus Meeting of Shareholders;
Shares is announced. 3. In the event that a Bank
10. Every capital market player involved in the preparation of historical data regarding share distributes Bonus Shares,
price and financial information per share is obliged to adjust the information to the effect of it must include the origin
the distribution of Bonus Shares and explain the method used in the adjustment. of the Bonus Shares in
the latest annual financial
report audited by a Public
Accountant.
4. In the event of a GMS
decision regarding the
distribution of Bonus Shares,
the Bank is required to
distribute Bonus Shares to
eligible shareholders no later
than 30 (thirty) days after
the summary of the minutes
of the GMS deciding the
distribution of Bonus Shares
is announced.


No
13. Peraturan Otoritas Jasa Keuangan 22 April 2020 Penyelenggaraan Layanan Konsumen
Nomor 31/POJK.07/2020 April 22, 2020 dan Masyarakat di Sektor Jasa
Financial Services Authority Regulation Keuangan oleh Otoritas Jasa Keuangan
Number 31/POJK.07/2020 Implementation of Consumer and
Community Services in the Financial
Services Sector by the Financial
Services Authority
14. Peraturan Otoritas Jasa Keuangan 29 Mei 2020 Perubahan Ketiga Atas Peraturan
Nomor 36/POJK.02/2020 May 29, 2020 Otoritas Jasa Keuangan Nomor 4/
Financial Services Authority Regulation POJK.04 tentang Tata Cara Penagihan
Number 36/POJK.02/2020 Sanksi Administratif Berupa Denda di
Sektor Jasa Keuangan
Third Amendment to Financial Services
POJK.04 concerning Procedures for
Collecting Administrative Sanctions
in the Form of Fines in the Financial
Services Sector

2020 Annual Report

Peraturan Otoritas Jasa Keuangan tentang Penyelenggaraan Layanan Konsumen dan Bank wajib menyediakan media
Masyarakat di Sektor Jasa Keuangan oleh Otoritas Jasa Keuangan mengatur mengenai tujuan yang dapat digunakan sebagai
dan layanan yang dapat dimanfaatkan oleh konsumen dan masyarakat. Pengaturan mengenai wadah penyampaian informasi
layanan tersebut meliputi: dan pertanyaan dari konsumen/
1. Berbagai media yang dapat digunakan konsumen/masyarakat dalam menyampaikan masyarakat, serta melakukan
informasi atau pertanyaan; tindak lanjut dalam hal terdapat
2. Kewajiban lembaga jasa keuangan dalam mendukung layanan yang disediakan OJK berikut indikasi adanya sengketa/
jangka waktu pemenuhan kewajiban tersebut; pelanggaran terkait produk bank.
3. Persyaratan formal maupun materiil dari pengaduan berindikasi sengketa; Banks are required to provide
4. Persyaratan yang harus dipenuhi konsumen/masyarakat saat menyampaikan pengaduan media that can be used as a
berindikasi pelanggaran; forum for conveying information
and questions from consumers/
5. Mekanisme penyelesaian pengaduan berindikasi sengketa/pelanggaran;
the public, as well as taking
6. Sistem layanan konsumen terintegrasi di sektor jasa keuangan dan waktu pemberlakuannya; follow-up actions in the event
dan that there are indications of
7. Sanksi terhadap PUJK yang melanggar ketentuan dalam POJK ini. disputes/violations related to
The Financial Services Authority Regulation concerning the Delivery of Consumer and bank products.
Community Services in the Financial Services Sector by the Financial Services Authority
regulates the objectives and services that can be utilized by consumers and the public. The
arrangements regarding these services include:
1. Various media that can be used by consumers/society in conveying information or
questions;
2. The obligations of financial services institutions in supporting services provided by the OJK
and the period for fulfilling these obligations;
3. The formal and material requirements of the complaint indicate a dispute;
4. Requirements that must be met by consumers/the public when submitting a complaint
indicating violations;
5. Mechanisms for resolving complaints with indications of disputes/violations;
6. Integrated consumer service system in the financial services sector and the timing of its
implementation; and
7. Sanctions against PUJK that violate the provisions in this POJK.
1. Penambahan 2 (dua) ayat pada ketentuan Pasal 7 POJK 4, yaitu ayat (4) dan ayat (5) Bank perlu melakukan
dengan isi ketentuan sebagai berikut: penyesuaian terkait pemberian
(1) Untuk menjaga stabilitas sistem keuangan di tengah-tengah kondisi terjadinya pandemi surat teguran dan pengenaan
Corona Virus Disease 2019 (Covid-19) dan/atau untuk menghadapi ancaman krisis bunga dalam hal terdapat Sanksi
ekonomi dan/atau stabilitas sistem keuangan yang terjadi di luar pandemi Corona Administratif yang dikenakan
Virus Disease 2019 (Covid-19), Otoritas Jasa keuangan dapat menetapkan penundaan kepada bank.
pemberian surat teguran dan pengenaan Bunga sebagaimana dimaksud pada ayat (1), Banks need to make adjustments
ayat (2) dan ayat (3). regarding the issuance of warning
(2) Jangka waktu penundaan pemberian surat teguran dan pengenaan Bunga sebagaimana letters and the imposition of
dimaksud pada ayat (4) ditetapkan oleh Otoritas Jasa Keuangan. interest in the event that there
2. Penundaan pemberian surat teguran dan pengenaan Bunga karena terjadinya pandemi are Administrative Sanctions
Corona Virus Disease 2019 (Covid-19) berlaku untuk pengenaan sanksi yang ditetapkan imposed on the bank.
sejak tanggal 1 Januari 2020.
1. Addition of 2 (two) paragraphs to the provisions of Article 7 POJK 4, namely paragraph (4)
and paragraph (5) with the contents of the following provisions:
(1) To maintain financial system stability in the midst of the Corona Virus Disease 2019
(Covid-19) pandemic and/or to face the threat of an economic crisis and/or financial
system stability that occurs outside the Corona Virus Disease 2019 (Covid- 19), the
Financial Services Authority may determine the postponement of the issuance of
warning letters and the imposition of Interest as referred to in paragraph (1), paragraph
(2) and paragraph (3).
(2) The period of postponement for the issuance of warning letters and the imposition of
Interest as referred to in paragraph (4) shall be determined by the Financial Services
Authority.
2. The postponement of issuing a warning letter and imposition of interest due to the Corona
Virus Disease 2019 (Covid-19) pandemic applies to the imposition of sanctions that have
been set since January 1, 2020.


No
15. Peraturan Otoritas Jasa Keuangan 9 Juni 2020 Tata Cara pengecualian pemenuhan
Nomor 37/POJK.04/2020 June 9, 2020 prinsip keterbukaan bagi emiten atau
Financial Services Authority Regulation perusahaan publik yang merupakan
Number 37/POJK.04/2020 lembaga jasa keuangan dalam rangka
pencegahan dan penanganan krisis
sistem keuangan.
Procedures for exempting the fulfillment
of the principle of transparency for
issuers or public companies that are
financial service institutions in the
context of preventing and resolving
financial system crises.

2020 Annual Report

1. OJK dapat menetapkan pengecualian pemenuhan Prinsip Keterbukaan bagi Emiten atau 1. Bank agar memperhatikan
Perusahaan Publik yang merupakan Lembaga Jasa Keuangan yang memiliki izin dari OJK pengecualian pemenuhan
untuk menghimpun dan/atau mengelola dana masyarakat prinsip keterbukaan bagi
2. Penetapan pengecualian pemenuhan Prinsip Keterbukaan dapat dilakukan berdasarkan: emiten atau perusahaan
a. Penelaahan oleh OJK terhadap Emiten atau Perusahaan Publik yang merupakan publik yang merupakan
Lembaga Jasa Keuangan tertentu; dan Lembaga Jasa Keuangan
2. OJK melakukan penelaahan
b. Permohonan yang diajukan oleh Pemohon kepada OJK.
terhadap Bank dalam hal:
3. Penelaahan oleh OJK dilakukan terhadap Emiten atau Perusahaan Publik yang merupakan a. mengalami permasalahan
Lembaga Jasa Keuangan yang: yang dapat
a. Mengalami permasalahan yang dapat membahayakan Stabilitas Sistem Keuangan; membahayakan Stabilitas
b. Menerima Perintah Tertulis dari OJK untuk menyelesaikan permasalahan sebagaimana Sistem Keuangan;
dimaksud pada huruf a; atau b. menerima Perintah
c. Tidak mengalami permasalahan sebagaimana dimaksud pada huruf a, tetapi Tertulis dari OJK
berdasarkan Perintah Tertulis dari OJK melakukan transaksi atau aksi korporasi yang untuk menyelesaikan
terkait upaya penanganan permasalahan Lembaga Jasa Keuangan lainnya permasalahan
4. Permohonan pengecualian pemenuhan prinsip keterbukaan dapat diajukan oleh Pemohon sebagaimana dimaksud
kepada OJK jika memenuhi kondisi sebagai berikut: pada huruf a; atau
c. tidak mengalami
a. Mengalami permasalahan yang dapat membahayakan Stabilitas Sistem Keuangan; atau
permasalahan
b. Tidak mengalami permasalahan sebagaimana dimaksud pada huruf a, tetapi sebagaimana dimaksud
berdasarkan Perintah Tertulis dari OJK melakukan transaksi atau aksi korporasi yang pada huruf a, tetapi
terkait upaya penanganan permasalahan Lembaga Jasa Keuangan lainnya. berdasarkan Perintah
1. OJK may stipulate exemptions for compliance with the Principle of Disclosure for Issuers Tertulis dari OJK
or Public Companies that are Financial Services Institutions that have a license from OJK to melakukan transaksi atau
collect and/or manage public funds aksi korporasi yang terkait
2. Stipulation of exceptions for compliance with the Principle of Openness can be made based upaya penanganan
on: 3. Bank dapat mengajukan
a. OJK’s review of the Issuer or Public Company that is a certain Financial Service permohonan pengecualian
Institution; and pemenuhan prinsip
keterbukaan kepada OJK
b. Application submitted by the Applicant to the OJK.
dalam hal:
3. OJK reviews are conducted on Issuers or Public Companies that are Financial Services a. Mengalami permasalahan
Institutions that: yang dapat
a. Experiencing problems that can endanger Financial System Stability; membahayakan Stabilitas
b. Receiving a Written Order from OJK to solve the problem as referred to in letter a; or Sistem Keuangan; atau
c. Do not experience the problems referred to in letter a, but based on a Written Order b. Tidak mengalami
from the OJK to carry out transactions or corporate actions related to efforts to resolve permasalahan
problems of other Financial Services Institutions sebagaimana dimaksud
4. An application for an exception to the fulfillment of the principle of transparency can be pada huruf a, tetapi
submitted by the Applicant to the OJK if it meets the following conditions: berdasarkan Perintah
Tertulis dari OJK
a. Experiencing problems that can endanger Financial System Stability; or
melakukan transaksi
b. Do not experience the problems referred to in letter a, but based on a Written Order atau aksi korporasi yang
from the OJK to carry out transactions or corporate actions related to efforts to resolve terkait upaya penanganan
problems of other Financial Services Institutions. permasalahan Lembaga
Jasa Keuangan lainnya.
1. Banks must pay attention to
exceptions to compliance with
the principle of transparency
for issuers or public
companies that are Financial
Services Institutions
2. OJK conducts reviews of the
Bank in terms of:
a. experiencing problems
that could endanger
Financial System Stability;
b. receive a Written Order
from OJK to solve the
problem as referred to in
letter a; or
c. do not experience the
problems as referred
to in letter a, but based
on a written order from
the OJK to carry out
transactions or corporate
actions related to
handling efforts


No
16. Peraturan Otoritas Jasa Keuangan 2 Juli 2020 Pelaksanaan Kegiatan Penawaran
Nomor 41/POJK.04/2020 July 2, 2020 Umum Efek Bersifat Ekuitas, Efek
Financial Services Authority Regulation Bersifat Utang, dan/atau Sukuk Secara
Number 41/POJK.04/2020 Elektronik.
Electronic Public Offering of Equity,
Debt Securities and/or Sukuk Public
Offering Activities.

2020 Annual Report

3. Banks may submit
applications for exemptions
to the compliance with the
principles of disclosure to
OJK in terms of:
a. Experiencing problems
that can endanger
Financial System
Stability; or
b. Do not experience the
problems referred to in
letter a, but based on
a Written Order from
the OJK to carry out
transactions or corporate
actions related to efforts
to resolve problems of
other Financial Services
Institutions.
1. Sistem Penawaran Umum Elektronik adalah sistem teknologi informasi dan/atau sarana 1. Bank dapat menggunakan
yang digunakan untuk melaksanakan kegiatan dalam Penawaran Umum. Sistem Penawaran Umum
2. Penyedia Sistem ditunjuk oleh Otoritas Jasa Keuangan dan terdiri atas Bursa Efek, Lembaga Elektronik jika:
Kliring dan Penjaminan, dan Lembaga Penyimpanan dan Penyelesaian. a. Penawaran Umum
3. Kewajiban Emiten untuk menggunakan Sistem Penawaran Umum Elektronik jika: dilakukan dengan
a. Penawaran Umum dilakukan dengan menggunakan jasa Penjamin Emisi Efek; dan menggunakan jasa
Penjamin Emisi Efek;
b. Efek yang ditawarkan melalui Penawaran Umum akan dicatatkan pada Bursa Efek.
b. Efek yang ditawarkan
4. Dalam Penawaran Umum dengan menggunakan Sistem Penawaran Umum Elektronik:
melalui Penawaran
a. masa penawaran Efek dilakukan paling singkat 3 (tiga) hari kerja dan paling lama 5 Umum akan dicatatkan
(lima) hari kerja; pada Bursa Efek.
b. penyelesaian pemesanan Efek wajib dilaksanakan setelah diterbitkannya hasil 2. Bank dalam melakukan
penjatahan Efek dan paling lambat sebelum pencatatan Efek di Bursa Efek; dan penawaran umum dengan
c. pencatatan Efek di Bursa Efek wajib dilaksanakan pada hari bursa ke2 (kedua) setelah menggunakan Sistem
berakhirnya masa penawaran Efek. Penawaran Umum Elektronik,
5. Pemesanan Efek harus disertai dengan ketersediaan dana yang cukup. Dalam hal dana yang agar memperhatikan hal-hal
tersedia tidak mencukupi, pesanan hanya akan dipenuhi sesuai dengan jumlah dana yang sebagai berikut:
tersedia, dengan kelipatan sesuai satuan perdagangan Bursa Efek. a. Masa penawaran Efek
6. Emiten wajib mengalokasikan sejumlah tertentu dari Efek yang ditawarkan untuk dilakukan paling singkat
Penjatahan Terpusat sesuai dengan golongan Penawaran Umum dan sejumlah tertentu 3 (tiga) hari kerja dan
dari alokasi Efek untuk Penjatahan Terpusat tersebut wajib dialokasikan untuk Penjatahan paling lama 5 (lima) hari
Terpusat Ritel. kerja;
7. Dalam hal pada saat distribusi Efek oleh Penyedia Sistem, berdasarkan data pada Sistem b. Penyelesaian pemesanan
Penawaran Umum Elektronik Penjamin Emisi Efek tidak dapat memenuhi kewajiban Efek wajib dilaksanakan
penyediaan dana maka: setelah diterbitkannya
a. Bursa Efek mengenakan larangan sementara perdagangan di Bursa Efek kepada hasil penjatahan Efek dan
Penjamin Emisi Efek yang merupakan Anggota Bursa Efek; dan paling lambat sebelum
b. Penyedia Sistem melakukan pembatasan akses terhadap Sistem Penawaran Umum pencatatan Efek di Bursa
Elektronik kepada Penjamin Emisi Efek jika Penjamin Emisi Efek merupakan Partisipan Efek; dan
Sistem. c. Pencatatan Efek di
8. Ketentuan penggunaan Sistem Penawaran Umum Elektronik bagi Penawaran Umum Efek Bursa Efek wajib
bersifat ekuitas dan Efek bersifat ekuitas yang akan ditawarkan berupa saham mulai berlaku dilaksanakan pada
bagi Emiten yang menyampaikan Pernyataan Pendaftaran kepada Otoritas Jasa Keuangan hari bursa ke2 (kedua)
setelah 6 (enam) bulan terhitung sejak Peraturan Otoritas Jasa Keuangan ini mulai berlaku. setelah berakhirnya masa
penawaran Efek.
9. Pemberlakuan ketentuan kewajiban penggunaan Sistem Penawaran Umum Elektronik untuk
Penawaran Umum selain Penawaran Umum Efek bersifat ekuitas berupa saham ditetapkan
oleh Otoritas Jasa Keuangan.


No

2020 Annual Report

1. Electronic Public Offering System is an information technology system and/or means used 3. Bank wajib mengalokasikan
to carry out activities in a Public Offering. sejumlah tertentu dari Efek
2. System Providers are appointed by the Financial Services Authority and consist of the Stock yang ditawarkan untuk
Exchange, Clearing Guarantee Institution, and Depository and Settlement Institution. Penjatahan Terpusat sesuai
3. The Issuer’s obligation to use the Electronic Public Offering System if: dengan golongan Penawaran
Umum dan sejumlah tertentu
a. Public Offering is made by using an Underwriter; and
dari alokasi Efek untuk
b. Securities offered through a Public Offering will be listed on the Stock Exchange. Penjatahan Terpusat tersebut
4. In a Public Offering using an Electronic Public Offering System: wajib dialokasikan untuk
a. Securities offering period is conducted for a minimum of 3 (three) working days and a Penjatahan Terpusat Ritel.
maximum of 5 (five) working days; 4. Bank perlu melakukan
b. settlement of Securities orders must be made after the issuance of the allotment result penyesuaian dengan
and no later than before the listing of Securities on the Stock Exchange; and ketentuan yang berlaku.
c. Listing of Securities on the Stock Exchange must be carried out on the 2nd (second) 1. Banks may use the Electronic
exchange day after the end of the Securities offering period. Public Offering System if:
5. Subscription for Securities must be accompanied by sufficient availability of funds. In the a. Public Offering is made
event that the available funds are insufficient, the order will only be filled according to the by using an Underwriter;
amount of funds available, in multiples according to the Securities Exchange trading unit. b. Securities offered
6. Issuers are required to allocate a certain amount of Securities offered for Centralized through a Public Offering
Allotment in accordance with the Public Offering class and a certain amount of Securities will be listed on the Stock
allocation for Centralized Allotment must be allocated for Retail Centralized Allotment. Exchange.
2. Banks, in conducting public
7. In the event that during the distribution of Securities by the System Provider, based on the
offerings using the Electronic
data in the Electronic Public Offering System of the Underwriters, they are unable to fulfill
Public Offering System, pay
their obligation to provide funds:
attention to the following
a. The Stock Exchange imposes a temporary prohibition on trading on the Stock matters:
Exchange to Underwriters who are Securities Exchange Members; and a. Securities offering
b. System Providers restrict access to the Electronic Public Offering System for the period is conducted for
Underwriters if the Underwriters are System Participants. a minimum of 3 (three)
8. Provisions for the use of the Electronic Public Offering System for Public Offering of equity working days and a
securities and equity securities to be offered in the form of shares come into effect for maximum of 5 (five)
Issuers submitting a Registration Statement to the Financial Services Authority after 6 (six) working days;
months from the time this Financial Services Authority Regulation comes into effect. . b. Settlement of Securities
9. The enforcement of the mandatory use of the Electronic Public Offering System for Public orders must be carried
Offerings other than equity Securities Public Offering in the form of shares is stipulated by out after the issuance
the Financial Services Authority. of the results of the
allotment of Securities
and no later than before
the listing of Securities
on the Stock Exchange;
and
c. Listing of Securities on
the Stock Exchange must
be carried out on the
2nd (second) trading
day after the end of
the Securities offering
period.
3. Banks are required to allocate
a certain amount of Securities
offered for Centralized
Allotment according to the
Public Offering class and a
certain amount of Securities
allocation for Centralized
Allotment must be allocated
for Retail Centralized
Allotment.
4. Banks need to make
regulations.


No
17. Peraturan Otoritas Jasa Keuangan 2 Juli 2020 Transaksi Afiliasi dan Transaksi Benturan
Nomor 42/POJK.04/2020 July 2, 2020 Kepentingan.
Financial Services Authority Regulation Affiliated Transactions and Conflict of
Number 42/POJK.04/2020 Interest Transactions.

2020 Annual Report

1. Penyempurnaan lingkup Transaksi Afiliasi sehingga menjadi setiap aktivitas dan/atau 1. Bank melakukan penyesuaian
transaksi yang dilakukan oleh perusahaan terbuka atau perusahaan terkendali dengan dengan ruang lingkup
Afiliasi dari perusahaan terbuka atau Afiliasi dari anggota direksi, anggota dewan komisaris, transaksi afiliasi;
pemegang saham utama, atau Pengendali, termasuk setiap aktivitas dan/atau transaksi 2. Bank melakukan penyesuaian
yang dilakukan oleh perusahaan terbuka atau perusahaan terkendali untuk kepentingan dengan pengaturan kewajiban
Afiliasi dari perusahaan terbuka atau Afiliasi dari anggota direksi, anggota dewan komisaris, untuk memiliki prosedur yang
pemegang saham utama, atau Pengendali. memadai untuk memastikan
2. Pengaturan kewajiban Perusahaan Terbuka untuk memiliki prosedur yang memadai untuk bahwa Transaksi Afiliasi
memastikan bahwa Transaksi Afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku dilaksanakan sesuai dengan
umum. praktik bisnis yang berlaku
3. Lembaga Jasa Keuangan dalam kondisi tertentu yang melakukan Transaksi Afiliasi dan/ umum.;
atau Transaksi Benturan Kepentingan dikecualikan dari kewajiban melakukan keterbukaan 3. Bank dalam kondisi tertentu
informasi kepada publik, namun tetap wajib lapor ke OJK. yang melakukan Transaksi
Afiliasi dan/atau Transaksi
4. Pengaturan persetujuan pemegang saham independen dalam RUPS, apabila:
Benturan Kepentingan
• nilai Transaksi Afiliasi memenuhi batasan nilai transaksi material yang wajib memperoleh dikecualikan dari kewajiban
persetujuan RUPS; melakukan keterbukaan
• Transaksi Afiliasi yang dapat mengakibatkan terganggunya kelangsungan usaha informasi kepada publik,
Perusahaan Terbuka; dan/atau namun tetap memiliki
• melakukan Transaksi Afiliasi yang berdasarkan pertimbangan OJK memerlukan kewajiban pelaporan ke OJK;
persetujuan Pemegang Saham Independen. 4. Bank perlu melakukan
5. Pengaturan kewajiban Perusahaan Terbuka atau Perusahaan Terkendali yang melakukan penyesuaian terhadap
transaksi selain Transaksi Afiliasi dan Transaksi Benturan Kepentingan yang dapat prosedur persetujuan
mengakibatkan terganggunya kelangsungan usaha Perusahaan Terbuka untuk pemegang saham independen
melaksanakan prosedur Transaksi Benturan Kepentingan. dalam melakukan transaksi
1. Refinement of the scope of Affiliated Transactions so that it becomes any activity and/ afiliasi sesuai dengan
or transaction carried out by a publicly listed or controlled company with an Affiliate of ketentuan yang berlaku;
a public company or an Affiliate of a member of the board of directors, a member of the 5. Bank dalam melakukan
board of commissioners, a major shareholder, or a Controller, including any activity and/ transaksi selain Transaksi
or transactions conducted by a public company or a controlled company for the benefit Afiliasi dan Transaksi
of an Affiliate of a public company or an Affiliate of a member of the board of directors, a Benturan Kepentingan
member of the board of commissioners, a major shareholder, or the Controller. yang dapat mengakibatkan
terganggunya kelangsungan
2. The regulation on the obligation of the Public Company to have adequate procedures to
usaha wajib melaksanakan
ensure that Affiliated Transactions are carried out in accordance with generally accepted
prosedur Transaksi Benturan
business practices.
Kepentingan; dan
3. Financial Services Institutions that perform Affiliated Transactions and/or Conflict of 6. Bank perlu melakukan
Interest Transactions in certain conditions are exempted from the obligation to disclose penyesuaian dengan
information to the public, but they are still required to report to the OJK. ketentuan yang berlaku.
4. Arrangements for the approval of independent shareholders at the GMS, if:
1. The Bank makes adjustments
• the value of the Affiliated Transaction meets the limit on the value of material to the scope of affiliated
transactions which must be approved by the GMS; transactions;
• Affiliated Transactions that may disrupt the business continuity of the Public Company; 2. The Bank makes adjustments
and/or to the regulatory
• conducting Affiliated Transactions which, based on OJK’s considerations, require the requirements to have
approval of Independent Shareholders. adequate procedures to
5. Regulation of the obligations of the Public Company or Controlled Company that conducts ensure that the Affiliated
transactions other than Affiliated Transactions and Conflict of Interest Transactions which Transactions are carried out
may disrupt the business continuity of the Public Company in implementing Conflict of in accordance with generally
Interest Transaction procedures. accepted business practices;
3. Banks under certain
conditions that carry out
Affiliated Transactions
and/or Conflict of Interest
Transactions are exempted
from the obligation to
disclose information to the
public, but still have the
obligation to report to OJK;
adjustments to the approval
procedures for independent
shareholders in conducting
affiliated transactions
in accordance with the
applicable regulations;
5. Banks in conducting
transactions other than
Affiliated Transactions
and Conflict of Interest
Transactions that may disrupt
business continuity are
required to carry out Conflict
of Interest Transaction
procedures; and
regulations.


No
18. Peraturan Otoritas Jasa Keuangan 16 Oktober 2020 Konglomerasi Keuangan
Nomor 45/POJK.03/2020 October 16, 2020 Financial Conglomerates
19. Peraturan Otoritas Jasa Keuangan 11 Desember 2020 Pemeringkatan Efek Bersifat Utang dan/
Nomor 49/POJK.04/2020 December 11, 2020 atau Sukuk
Financial Services Authority Regulation Rating of Debt Securities and/or Sukuk

2020 Annual Report

1. Tambahan kriteria grup yang dikategorikan sebagai Konglomerasi Keuangan, yaitu LJK Bank agar melakukan
yang berada dalam satu grup atau kelompok karena keterkaitan kepemilikan dan/atau penyesuaian terhadap ketentuan
pengendalian yang memiliki kriteria: tersebut.
1) Total aset grup atau kelompok lebih besar atau sama dengan Rp100 Triliun; dan Banks are required to make
2) Memiliki kegiatan bisnis pada lebih dari 1 (satu) jenis LJK. adjustments to these provisions.
2. OJK dapat menetapkan suatu grup/kelompok LJK sebagai Konglomerasi Keuangan di luar
kriteria yang telah disebutkan di atas.
3. Jenis LJK yang termasuk Konglomerasi Keuangan adalah:
1) Bank;
2) Perusahaan asuransi dan perusahaan reasuransi;
3) Perusahaan pembiayaan; dan/atau
4) Perusahaan efek.
4. Entitas Utama Konglomerasi Keuangan wajib menyusun dan memiliki piagam korporasi
(corporate charter) yang ditandatangi oleh direksi entitas utama dan direksi LJK anggota
Konglomerasi Keuangan. Adapun isi dan cakupan Piagam Korporasi (corporate charter)
disesuaikan dengan karakteristik dan kompleksitas usaha Konglomerasi Keuangan.
1. Additional criteria for groups categorized as Financial Conglomerates, namely LJKs that
are in one group or group due to ownership and/or control linkages that have the following
criteria:
1) The total assets of the group or group are greater than or equal to IDR100 trillion; and
2) Has business activities in more than 1 (one) type of LJK.
2. OJK can designate a group/group of LJK as a Financial Conglomerate outside the
criteria mentioned above.
3. Types of LJK that are included in the Financial Conglomerate are:
1) Bank;
2) Insurance companies and reinsurance companies;
3) financing companies; and/or
4) Securities companies.
4. The Main Entity of the Financial Conglomerate is required to prepare and have a corporate
charter signed by the board of directors of the main entity and the board of directors of the
LJK members of the Financial Conglomerate. The content and scope of a corporate charter
are adjusted to the characteristics and complexity of the Financial Conglomerate business.
1. Peringkat Efek Bersifat Utang dan/atau Sukuk adalah opini tentang kemampuan untuk 1. Bank dalam menerbitkan
memenuhi kewajiban pembayaran secara tepat waktu oleh emiten berkaitan dengan Efek Efek bersifat utang melalui
bersifat utang dan/atau Sukuk. Penawaran Umum harus:
2. Pengaturan dalam POJK berlaku untuk kewajiban pemeringkatan Efek bersifat utang dan/ a. memperoleh Peringkat
atau Sukuk yang jatuh temponya lebih dari 1 (satu) tahun, termasuk Efek bersifat utang Efek Bersifat Utang
yang dapat dikonversi menjadi saham, yang diterbitkan Emiten melalui Penawaran Umum. atas setiap Klasifikasi
3. Emiten yang akan menerbitkan Efek bersifat utang dan/atau Sukuk melalui Penawaran Efek Bersifat Utang dari
Umum harus: Perusahaan Pemeringkat
a. Memperoleh Peringkat Efek Bersifat Utang dan/atau Sukuk atas setiap Klasifikasi Efek Efek; dan
Bersifat Utang dan/atau Sukuk dari Perusahaan Pemeringkat Efek; dan b. memuat Peringkat Efek
b. Memuat Peringkat Efek Bersifat Utang dan/atau Sukuk dan tanggal penerbitan Bersifat Utang dan
peringkat dalam Kontrak Perwaliamanatan dan Prospektus. tanggal penerbitan
peringkat dalam Kontrak
4. Emiten wajib menyampaikan Peringkat Tahunan atas setiap Klasifikasi Efek Bersifat
Perwaliamanatan dan
Utang dan/atau Sukuk kepada Otoritas Jasa Keuangan paling lambat 10 (sepuluh) hari
Prospektus.
kerja setelah berakhirnya masa berlaku peringkat terakhir sampai dengan Emiten telah
2. Bank wajib menyampaikan
menyelesaikan seluruh kewajiban yang terkait dengan Efek bersifat utang dan/atau Sukuk
Peringkat Tahunan atas
yang diterbitkan.
setiap Klasifikasi Efek Bersifat
5. Dalam hal Peringkat Efek Bersifat Utang dan/atau Sukuk yang diperoleh dari pemeringkatan
Utang kepada Otoritas Jasa
tahunan tersebut berbeda dari peringkat sebelumnya, Emiten wajib mengumumkan
Keuangan paling lambat
kepada masyarakat paling lambat 10 (sepuluh) hari kerja setelah berakhirnya masa berlaku
10 (sepuluh) hari kerja
peringkat terakhir.
setelah berakhirnya masa
6. Dalam hal Perusahaan Pemeringkat Efek menerbitkan peringkat yang berbeda berlaku peringkat terakhir
dengan sebelumnya karena adanya fakta material atau kejadian penting, Emiten wajib sampai dengan Bank telah
menyampaikan kepada Otoritas Jasa Keuangan serta mengumumkan kepada masyarakat menyelesaikan seluruh
paling lambat 2 (dua) hari kerja setelah diterimanya peringkat yang berbeda dengan kewajiban yang terkait
sebelumnya. dengan Efek bersifat utang
7. Emiten yang menerbitkan Efek bersifat utang dan/atau Sukuk melalui PUB Efek Bersifat yang diterbitkan.
Utang dan/atau Sukuk sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan 3. Dalam hal Peringkat Efek
mengenai PUB Efek Bersifat Utang dan/atau Sukuk wajib memperoleh Peringkat Efek Bersifat Utang yang diperoleh
Bersifat Utang dan/atau Sukuk yang mencakup keseluruhan nilai PUB Efek Bersifat Utang dari pemeringkatan tahunan
dan/atau Sukuk yang direncanakan. tersebut berbeda dari
8. Dalam hal Emiten menerima hasil pemeringkatan ulang dari Perusahaan Pemeringkat Efek peringkat sebelumnya, Bank
terkait dengan Peringkat Efek Bersifat Utang dan/atau Sukuk selain Peringkat Tahunan dan wajib mengumumkan kepada
peringkat karena adanya fakta material atau kejadian penting, Emiten wajib menyampaikan masyarakat paling lambat 10
hasil pemeringkatan ulang kepada Otoritas Jasa Keuangan paling lambat 2 (dua) hari kerja (sepuluh) hari kerja setelah
setelah diterimanya peringkat dimaksud. berakhirnya masa berlaku
9. Dalam hal peringkat yang diterima dari pemeringkatan ulang tersebut merupakan peringkat peringkat terakhir.
yang berbeda dari peringkat sebelumnya, Emiten wajib mengumumkan kepada masyarakat
paling lambat 2 (dua) hari kerja setelah diterimanya peringkat dimaksud.


No

2020 Annual Report

10. Dalam hal Emiten tidak lagi memiliki Peringkat Efek Bersifat Utang dan/atau Sukuk, Emiten 4. Dalam hal Perusahaan
wajib: Pemeringkat Efek
a. menyampaikan informasi kepada Otoritas Jasa Keuangan dan mengumumkan kepada menerbitkan peringkat yang
masyarakat paling lambat 2 (dua) hari kerja setelah terjadinya hal dimaksud; dan berbeda dengan sebelumnya
b. memperoleh peringkat paling lambat 30 (tiga puluh) hari kerja sejak Emiten tidak lagi karena adanya fakta material
memiliki peringkat. atau kejadian penting, Bank
wajib menyampaikan kepada
1. Rating of Debt Securities and/or Sukuk is an opinion on the issuer’s ability to meet payment
Otoritas Jasa Keuangan
obligations on a timely basis in relation to debt securities and/or Sukuk.
serta mengumumkan kepada
2. The provisions in the POJK apply to the obligation to rank debt securities and/or Sukuk masyarakat paling lambat
with maturity of more than 1 (one) year, including debt securities that can be converted into 2 (dua) hari kerja setelah
shares, issued by the Issuer through a Public Offering. diterimanya peringkat yang
3. Issuers that will issue debt securities and/or Sukuk through a Public Offering must: berbeda dengan sebelumnya.
a. Obtain a Debt Securities and/or Sukuk Rating for each Classification of Debt Securities 5. Bank yang menerbitkan
and/or Sukuk from a Securities Rating Company; and Efek bersifat utang melalui
b. Contains the Rating of Debt Securities and/or Sukuk and the date of issuance of the PUB Efek Bersifat Utang
rating in the Trustee Contract and Prospectus. sebagaimana diatur dalam
Peraturan Otoritas Jasa
4. Issuers are required to submit an Annual Rating for each Classification of Debt Securities
Keuangan mengenai PUB
and/or Sukuk to the Financial Services Authority no later than 10 (ten) working days after Efek Bersifat Utang dan/atau
the end of the last rating validity period until the Issuer has completed all obligations Sukuk wajib memperoleh
related to debt securities and/or Sukuk issued. Peringkat Efek Bersifat Utang
5. In the event that the Debt Securities and/or Sukuk Rating obtained from the annual rating yang mencakup keseluruhan
is different from the previous rating, the Issuer must announce to the public no later than 10 nilai PUB Efek Bersifat Utang
(ten) working days after the end of the last rating validity period. yang direncanakan.
6. In the event that a Securities Rating Company issues a rating that is different from the 6. Dalam hal Bank menerima
previous one due to material facts or important events, the Issuer must notify the Financial hasil pemeringkatan ulang
Services Authority and announce it to the public no later than 2 (two) working days after dari Perusahaan Pemeringkat
receiving a different rating from the previous one. Efek terkait dengan Peringkat
Efek Bersifat Utang dan/
7. Issuers that issue debt securities and/or Sukuk through PUB of Debt Securities and/or
atau Sukuk selain Peringkat
Sukuk as stipulated in the Financial Services Authority Regulation concerning PUB of Debt
Tahunan dan peringkat
Securities and/or Sukuk are required to obtain a Debt Securities and/or Sukuk Rating that karena adanya fakta material
covers the entirety of the planned PUB value of Debt Securities and/or Sukuk. atau kejadian penting, Bank
8. In the event that the Issuer receives the re-rating result from the Securities Rating Company wajib menyampaikan hasil
related to the Rating of Debt Securities and/or Sukuk other than the Annual Rating and pemeringkatan ulang kepada
ratings due to material facts or important events, the Issuer must submit the re-rating Otoritas Jasa Keuangan
results to the Financial Services Authority no later than 2 (2). two) working days after paling lambat 2 (dua) hari
receipt of the ratings. kerja setelah diterimanya
9. In the event that the rating received from the re-rating is a different rating from the previous peringkat dimaksud.
rating, the Issuer must announce it to the public no later than 2 (two) working days after the 7. Dalam hal peringkat yang
rating is received. diterima dari pemeringkatan
ulang tersebut merupakan
10. In the event that the Issuer no longer has a Debt Securities and/or Sukuk Rating, the Issuer
peringkat yang berbeda
must:
dari peringkat sebelumnya,
a. submit information to the Financial Services Authority and announce it to the public no Bank wajib mengumumkan
later than 2 (two) working days after the event referred to; and kepada masyarakat paling
b. obtain a rating no later than 30 (thirty) working days after the Issuer no longer has a lambat 2 (dua) hari kerja
rating. setelah diterimanya peringkat
dimaksud.
8. Dalam hal Bank tidak lagi
memiliki Peringkat Efek
Bersifat Utang dan/atau
Sukuk, Bank wajib:
a. menyampaikan informasi
kepada Otoritas
Jasa Keuangan dan
mengumumkan kepada
masyarakat paling lambat
2 (dua) hari kerja setelah
terjadinya hal dimaksud;
dan
b. memperoleh peringkat
paling lambat 30 (tiga
puluh) hari kerja sejak
Bank tidak lagi memiliki
peringkat.
1. Banks in issuing debt
securities through a Public
Offering must:
a. obtain a Debt
Securities Rating for
each Classification of
Debt Securities from
a Securities Rating
Company; and


No

2020 Annual Report

b. contains the Debt
Securities Rating and
the date of issuance of
the rating in the Trustee
Contract and Prospectus.
2. Banks are required to
submit Annual Ratings for
each Classification of Debt
Securities to the Financial
Services Authority no later
than 10 (ten) working days
after the end of the last
rating validity period until
the Bank has completed all
obligations related to debt
securities issued.
3. In the event that the Debt
Securities Rating obtained
from the annual rating is
different from the previous
rating, the Bank is obliged to
announce to the public no
later than 10 (ten) working
days after the end of the last
rating validity period.
4. In the event that a Securities
Rating Company issues a
different rating from the
previous one due to material
facts or important events, the
Bank is obliged to notify the
Financial Services Authority
and announce it to the
public no later than 2 (two)
working days after receiving
a different rating from the
previous one.
5. Banks that issue debt
securities through PUB of
Debt Securities as stipulated
in the Financial Services
Authority Regulation
concerning PUB of Debt
Securities and/or Sukuk are
required to obtain a Debt
Securities Rating which
includes the entire planned
PUB value of Debt Securities.
6. In the event that a Bank
receives a re-rating result
from a Securities Rating
Company related to the
Rating of Debt Securities
and/or Sukuk other than the
Annual Rating and ratings
due to material facts or
important events, the Bank
is required to submit the re-
rating results to the Financial
Services Authority no later
than 2 ( two) working days
after receipt of the ratings.
7. In the event that the rating
received from the re-rating
is a different rating from the
previous rating, the Bank is
obliged to announce to the
public no later than 2 (two)
working days after receipt of
the said rating.


No
20. Peraturan Otoritas Jasa Keuangan 22 Desember 2020 Pelaporan Bank Umum Melalui Sistem
Nomor 63/POJK.03/2020 December 22, 2020 Pelaporan Otoritas Jasa Keuangan
Financial Services Authority Regulation Commercial Bank Reporting Through
Number 63/POJK.03/2020 the Financial Services Authority
Reporting System

2020 Annual Report

8. If a Bank no longer has a
Debt Securities and/or Sukuk
Rating, the Bank is obliged to:
a. submit information to
the Financial Services
Authority and announce
it to the public no later
than 2 (two) working days
after the event referred
to; and
b. obtain a rating no later
than 30 (thirty) working
days after the Bank no
longer has a rating.
1. Kewajiban bank untuk menyusun dan menyampaikan laporan secara daring melalui sistem Bank dalam melakukan pelaporan
pelaporan OJK. melalui sistem pelaporan daring
2. Laporan terdiri dari laporan terstruktur dan laporan tidak terstruktur. Otoritas Jasa Keuangan agar
a. Laporan terstruktur berbasis formulir yang disampaikan ke APOLO. memperhatikan ketentuan
tersebut.
b. Laporan tidak terstruktur berbasis elektronik (file pdf atau bentuk lain yang dapat
diolah lebih lanjut) yang disampaikan ke SIPENA. Banks in reporting through the
3. Laporan dibedakan dalam 4 (empat) kelompok informasi yaitu keuangan, risiko dan Financial Services Authority
permodalan, produk, aktivitas dan kegiatan, serta data pokok. online reporting system must pay
attention to these provisions.
4. Posisi data laporan terstruktur terdiri dari harian, mingguan, bulanan, triwulanan,
semesteran, dan tahunan. Penyampaian dari setiap posisi data dibagi dalam beberapa
periode dan batas waktu penyampaian.
5. Jenis informasi dan detil laporan terstruktur yang dilaporkan di setiap periode penyampaian
diatur lebih lanjut dalam SEOJK.
6. Laporan tidak terstruktur mencakup seluruh laporan yang wajib disampaikan kepada OJK
sektor Perbankan. Detil laporan tidak terstruktur yang didigitalisasi diatur lebih lanjut dalam
SEOJK. Batas waktu penyampaian laporan tidak terstruktur diatur dalam masing-masing
ketentuan terkait.
7. Prosedur penyampaian laporan dalam kondisi normal dan kondisi gangguan teknis, serta
sanksi administratif.
8. Penyampaian pertama kali untuk laporan terstruktur diatur dalam SEOJK dimana tanggal
efektif pelaporan bervariasi mulai posisi data bulan Desember 2020 bagi laporan prudensial
serta posisi data bulan Januari 2021 dan posisi data bulan Maret 2021 bagi laporan yang
dialihkan dari aplikasi BI.
1. The bank’s obligation to prepare and submit reports online through the OJK reporting
system.
2. Reports consist of structured reports and unstructured reports.
a. Form-based structured reports submitted to APOLO.
b. Electronic-based unstructured reports (pdf files or other forms that can be processed
further) submitted to SIPENA.
3. Reports are divided into 4 (four) groups of information, namely finance, risk and capital,
products, activities and activities, as well as basic data.
4. The position of structured report data consists of daily, weekly, monthly, quarterly, semester
and yearly. Submission of each data position is divided into several periods and the time
limit for submission.
5. The types of information and detailed structured reports reported in each submission
period are further regulated in SEOJK.
6. Unstructured reports include all reports that must be submitted to the OJK Banking sector.
Detailed unstructured reports that are digitized will be further regulated in SEOJK. The
deadline for submission of unstructured reports is regulated in the respective provisions.
7. Procedure for submitting reports under normal conditions and conditions of technical
problems, as well as administrative sanctions.
8. The first submission of a structured report is regulated in SEOJK where the effective date
of reporting varies from the data position in December 2020 for prudential reports and the
data position for January 2021 and the data position for March 2021 for reports transferred
from the BI application.


No
21. Peraturan Otoritas Jasa Keuangan 28 Desember 2020 Pelaporan dan Permintaan Informasi
Nomor 64/POJK.03/2020 December 28, 2020 Debitur Melalui Sistem Layanan
Financial Services Authority Regulation Informasi Keuangan
Number 64/POJK.03/2020 Reporting and Requests for Debtor
Information through the Financial
Information Service System

2020 Annual Report

1. Resiprokal antara pelaporan dan penggunaan informasi debitur 1. Bank agar memastikan
a. Pelapor SLIK hanya dapat mengakses data informasi debitur maksimum sebesar 100% kembali terkait penyampaian
dari jumlah debitur yang dilaporkan pada posisi 2 (dua) bulan sebelumnya. pelaporan dengan
b. Pelapor SLIK dapat mengajukan permintaan tambahan informasi debitur dengan penggunaan informasi
mengajukan permohonan ke OJK. debitur dalam Sistem
2. Pelapor SLIK Layanan Informasi Keuangan
a. Tambahan pelapor SLIK sebagai berikut: (SLIK).
1) PE yang menjalankan kegiatan usaha sebagai perantara pedagang efek, paling 2. Penggunaan informasi
lambat menjadi pelapor SLIK tanggal 28 Februari 2021. debitur oleh bank dapat
2) LPE, paling lambat menjadi pelapor SLIK tanggal 31 Desember 2021. digunakan untuk:
3) LJK lainnya yang memberikan fasilitas penyediaan dana dapat menjadi pelapor a. Mendukung kelancaran
SLIK dengan mengajukan permohonan ke OJK. proses pemberian
b. Perpanjangan waktu bagi Pergadaian untuk menjadi pelapor SLIK dari paling lambat Fasilitas Penyediaan
31 Desember 2022 menjadi paling lambat 31 Desember 2025 dengan ruang lingkup Dana;
laporan hanya mencakup pinjaman jaminan fidusia. b. Menerapkan manajemen
3. Informasi debitur dapat digunakan untuk: risiko kredit atau
a. Mendukung kelancaran proses pemberian Fasilitas Penyediaan Dana; pembiayaan;
b. Menerapkan manajemen risiko kredit atau pembiayaan; c. Mengidentifikasi
c. Mengidentifikasi kualitas Debitur untuk pemenuhan ketentuan OJK atau pihak lain yang kualitas Debitur untuk
berwenang; pemenuhan ketentuan
d. Pengelolaan sumber daya manusia pada Pelapor; dan/atau OJK atau pihak lain yang
e. Verifikasi untuk kerja sama Pelapor dengan pihak ketiga. berwenang;
4. Lain-lain d. Pengelolaan sumber daya
a. Debitur melakukan permintaan informasi secara luring dan daring kepada OJK. manusia pada Pelapor;
b. OJK berwenang menetapkan penyesuaian penyampaian cakupan informasi laporan dan/atau
debitur berdasarkan pertimbangan tertentu. e. Verifikasi untuk kerja
c. Pelapor dilarang untuk memperjualbelikan data SLIK. sama Pelapor dengan
d. Pelapor wajib melakukan audit intern terhadap pelaksanaan SLIK paling sedikit 1 (satu) pihak ketiga.
kali dalam setahun. 3. Bank agar memastikan tidak
e. Penetapan sanksi denda maksimum atas pelanggaran terhadap permintaan dan terjadinya pelanggaran
penggunaan informasi debitur. terhadap permintaan dan
i. Bagi pelapor dengan total aset < Rp500 miliar: sanksi denda Rp10 juta per penggunaan informasi
informasi debitur dan maksimum sebesar Rp100 juta. debitur.
ii. Bagi pelapor dengan total aset Rp500 miliar – Rp20 triliun: sanksi denda Rp50 juta 1. Banks to re-ensure the
per informasi debitur dan maksimum Rp500 juta. submission of reports by
iii. Bagi pelapor dengan total aset > Rp20 triliun: sanksi denda Rp50 juta per informasi using debtor information in
debitur dan maksimum Rp5 miliar. the Financial Information
f. OJK dapat memberikan informasi tambahan pada SLIK Service System (SLIK).
5. Ketentuan peralihan yang mengatur bahwa dalam hal Perubahan POJK SLIK telah berlaku 2. The use of debtor information
maka sanksi kepada pelapor yang melakukan pelanggaran terhadap ketentuan POJK No.18/ by banks can be used to:
POJK.03/2017 dikenai sanksi administratif sebagaimana diatur dalam Perubahan POJK SLIK. a. Support the smooth
1. Reciprocity between reporting and use of debtor information process of providing
a. SLIK reporters can only access debtor information data at a maximum of 100% of the Fund Provision Facilities;
total debtors reported in the position of the previous 2 (two) months. b. Implementing credit
b. SLIK reporters can submit requests for additional debtor information by submitting an or financing risk
application to the OJK. management;
2. SLIK Reporters c. Identifying the quality
a. Additional SLIK reporters are as follows: of the Debtor to comply
1) A PE conducting business as a securities brokerage company must become a SLIK with the provisions of the
reporter on February 28, 2021 at the latest. OJK or other authorized
2) LPE, no later than a SLIK reporter on 31 December 2021. parties;
3) Other LJKs that provide fund provision facilities can become SLIK reporters by d. Management of human
submitting an application to the OJK. resources at the
b. The extension of time for the Pawnshop to become an SLIK reporter from 31 December Reporting Party; and/or
2022 to no later than 31 December 2025 with the scope of the report only includes e. Verification for the
fiduciary guarantee loans. whistleblower’s
3. Debtor information can be used to: cooperation with third
a. Support the smooth process of providing Fund Provision Facilities; parties.
b. Implementing credit or financing risk management; 3. Banks to ensure that there
c. Identifying the quality of the Debtor to comply with the provisions of the OJK or other is no violation of requests
authorized parties; for and use of debtor
d. Management of human resources at the Reporting Party; and/or information.
e. Verification for the whistleblower’s cooperation with third parties.
4. Others
a. The debtor requests for information offline and online to the OJK.
b. OJK has the authority to determine adjustments in the delivery of debtor report
information coverage based on certain considerations.
c. Reporters are prohibited from trading SLIK data.
d. The reporter is obliged to carry out an internal audit of the implementation of the
SLIK at least 1 (once) a year.
e. Determination of maximum fines for violations of requests for and use of debtor
information.
i. For whistleblowers with total assets <IDR500 billion: a fine of IDR10 million per
debtor information and a maximum of IDR100 million.
ii. For reporters with total assets of IDR500 billion - IDR20 trillion: a fine of IDR50
million per debtor information and a maximum of IDR500 million.


No
22. Surat Edaran Otoritas Jasa 29 April 2020 Perhitungan Aset Tertimbang Menurut
Keuangan Nomor 6/SEOJK.03/2020 April 29, 2020 Risiko untuk Risiko Operasional dengan
Financial Services Authority Circular Menggunakan Pendekatan Standar Bagi
Letter Number 6/SEOJK.03/2020 Bank Umum.
Calculation of Risk Weighted Assets for
Operational Risk Using the Standard
Approach for Commercial Banks.
23. Surat Edaran Otoritas Jasa Keuangan 22 Desember 2020 Pelaporan Bank Umum Konvensional
Nomor 26/SEOJK.03/2020 December 22, 2020 Melalui Sistem Pelaporan Otoritas Jasa
Financial Services Authority Circular Keuangan
Letter Number 26/SEOJK.03/2020 Conventional Commercial Bank
Reporting Through the Financial
Services Authority Reporting System

2020 Annual Report

iii. For whistleblowers with total assets> IDR20 trillion: a fine of IDR50 million per
debtor information and a maximum of IDR5 billion.
f. OJK can provide additional information on SLIK
5. Transitional provisions which stipulate that in the case of changes to the SLIK POJK
already in effect, the sanctions for the reporter who violates the provisions of POJK No.18/
POJK.03/2017 will be subject to administrative sanctions as stipulated in the Change in
POJK SLIK.
1. Untuk melakukan perhitungan ATMR untuk risiko operasional dalam perhitungan KPMM, Bank agar melakukan
Bank menggunakan pendekatan standar dengan rumus sebagai berikut: penyesuaian dengan ketentuan
ATMR Risiko Operasional Dengan Menggunakan Pendekatan Standar = 12,5 x MMRO yang berlaku terkait Perhitungan
2. Modal Minimum Risiko Operasional (MMRO) merupakan perkalian antara Komponen Aset Tertimbang Menurut Risiko
Indikator Bisnis (KIB) dengan Faktor Pengali Kerugian Internal (FPKI). untuk Risiko Operasional dengan
MMRO = KIB x FPKI = (IB x α) x FPKI
Menggunakan Pendekatan
3. KIB merupakan perkalian antara Indikator Bisnis (IB) dengan koefisien marjinal (α). IB
dihitung dengan mempertimbangkan: Standar Bagi Bank Umum.
a. Komponen bunga, sewa, dan dividen (KBSD); Banks are required to make
b. Komponen jasa (KJ); dan adjustments to the applicable
c. Komponen keuangan, regulations regarding the
Selama 3 (tiga) tahun. Sedangkan kofisien marjinal (α) merupakan angka (12%, 15%, atau Calculation of Risk-Weighted
18%) yang dikalikan dengan IB untuk mendapatkan hasil KIB.
Assets for Operational Risk
4. FPKI merupakan angka yang dikalikan dengan KIB untuk mendapatkan MMRO. Besaran
FPKI tergantung dari seberapa besar kerugian risiko operasional yang dialami bank selama Using the Standard Approach for
10 (sepuluh) tahun sebelumnya. Commercial Banks.
5. Bank harus menyampaikan laporan sebagai berikut:
a. Laporan Penerapan Manajemen Risiko untuk Risiko Operasional; dan
b. Laporan Perhitungan untuk Risiko Operasional, serta mempublikasikannya sesuai
dengan ketentuan transparansi dan publikasi laporan bank.
6. SEOJK ATMR Risiko Operasional pertama kali dilaporkan serta diperhitungkan dalam
perhitungan rasio KPMM sejak 1 Januari 2023.
1. To calculate the RWA for operational risk in calculating KPMM, the Bank uses a standard
approach with the following formula:
Operational Risk RWA Using the Standard Approach = 12.5 x MMRO
2. Minimum Operational Risk Capital (MMRO) is a multiplication between the Business
Indicator Component (KIB) and the Internal Loss Multiplier Factor (FPKI).
MMRO = KIB x FPKI = (IB x α) x FPKI
3. KIB is the multiplication of the Business Indicator (IB) and the marginal coefficient (α). IB is
calculated by considering:
a. Interest, rent and dividend (KBSD) components;
b. Service component (KJ); and
c. Financial component,
For 3 (three) years. While the marginal coefficient (α) is a number (12%, 15%, or 18%)
multiplied by IB to get the KIB result.
4. FPKI is a number multiplied by KIB to get MMRO. The amount of FPKI depends on the
operational risk losses suffered by the bank during the previous 10 (ten) years.
5. Banks must submit reports as follows:
a. Risk Management Implementation Report for Operational Risk; and
b. Report on the Calculation for Operational Risk, and publish it in accordance with the
provisions of transparency and publication of bank reports.
6. SEOJK Operational Risk RWA is first reported and calculated in the KPMM ratio calculation
since January 1, 2023.
SEOJK ini memuat rincian laporan dan tata cara penyampaian laporan oleh Bank Umum Bank dalam melakukan pelaporan
Konvensional (BUK) yang disampaikan melalui sistem pelaporan Otoritas Jasa Keuangan melalui sistem pelaporan
sebagai berikut: Otoritas Jasa Keuangan agar
1. Laporan yang disusun dan disampaikan oleh BUK terdiri atas: memperhatikan ketentuan
a. Laporan terstruktur; dan tersebut.
b. Laporan tidak terstruktur
2. Posisi data penyampaian Laporan terstruktur BUK terdiri dari Laporan harian, Laporan
mingguan, Laporan bulanan, Laporan triwulanan, Laporan semesteran, dan/atau Laporan
tahunan. Laporan terstruktur BUK yang diatur dalam SEOJK ini yaitu Laporan yang telah
dikembangkan di APOLO.
3. Laporan terstruktur yang diatur dalam SEOJK ini meliputi:
a. Kelompok informasi keuangan;
b. Kelompok informasi risiko dan permodalan;
c. Kelompok informasi produk, aktivitas, dan kegiatan; dan
d. Kelompok informasi data pokok.
This SEOJK contains detailed reports and procedures for submitting reports by
Conventional Commercial Banks (BUK) to be submitted through the Financial Services
Authority reporting system as follows:
1. Reports compiled and submitted by BUK consist of:
a. Structured reports; and
b. Unstructured reports
2. Data position for submission of BUK structured reports consisting of daily reports, weekly
reports, monthly reports, quarterly reports, semester reports, and/or annual reports. The
BUK structured report regulated in SEOJK is the report that has been developed at APOLO.
3. The structured reports stipulated in SEOJK include:
a. Financial information group;
b. Capital and risk information group;
c. Group of product, activity and activity information; and
d. Basic data information group.

Perubahan Kebijakan Akuntansi Changes in Accounting Policy
Perubahan kebijakan akuntansi dilakukan dalam Changes in accounting policies were made in
rangka mematuhi Pernyataan Standar Akuntansi order to comply with the prevailing Statement
Keuangan (PSAK) dan Interpretasi Standar of Financial Accounting Standards (PSAK) and
Akuntansi Keuangan (ISAK) yang berlaku yang Interpretation of Financial Accounting Standards
relevan dengan operasi bank bjb dan Entitas (ISAK) that were relevant to the operations of
Anak. Berikut adalah revisi, amendemen dan bank bjb and its Subsidiaries. Here they were the
penyesuaian atas Standar Akuntansi Keuangan revisions, amendments and adjustments to the
(SAK) serta interpretasi atas SAK berlaku efektif Financial Accounting Standards (SAK) as well as
untuk tahun buku yang dimulai pada atau setelah 1 the interpretation of the SAK to be effective for
Januari 2020, yaitu: the financial year starting on or after January 1,
2020, namely:
- PSAK 71: Instrumen Keuangan; - PSAK 71: Financial Instruments;
- PSAK 73: Sewa; - PSAK 73: Leases;
- PSAK 15 (Amendemen 2017): Investasi pada - PSAK 15 (Amendment 2017): Investments in
Entitas Asosiasi dan Ventura Bersama tentang Associates and Joint Ventures concerning
Kepentingan Jangka Panjang pada Entitas Long-Term Interests in Associates and Joint
Asosiasi dan Ventura Bersama; Ventures;
- PSAK 71 (Amendemen 2018): Instrumen - PSAK 71 (Amendment 2018): Financial
Keuangan tentang Fitur Percepatan Pelunasan Instruments concerning Early Repayment
dengan Kompensasi Negatif; Features with Negative Compensation;
- PSAK 1 (Amendemen dan Penyesuaian Tahunan - PSAK 1 (2019 Annual Amendments and
2019): Penyajian Laporan Keuangan; Adjustments): Presentation of Financial
Statements;
- PSAK 25 (Amendemen 2019): Kebijakan - PSAK 25 (Amendment 2019): Accounting
Akuntansi, Perubahan Estimasi Akuntansi dan Policies, Changes in Accounting Estimates and
Kesalahan; Errors;
- PSAK 102 (Revisi 2019): Akuntansi Murabahah; - PSAK 102 (Revised 2019): Murabaha
Accounting;
- ISAK 101: Pengakuan Pendapatan Murabahah - ISAK 101: Recognition of Firm Murabahah
Tangguh Tanpa Risiko Signifikan terkait Income without Significant Risk of Ownership
Kepemilikan Persediaan; of Inventory;
- ISAK 102: Penurunan Nilai Piutang Murabahah; - ISAK 102: Impairment of Murabahah
Receivables;
- ISAK 36: Interpretasi atas Interaksi antara - ISAK 36: Interpretation of the Interaction
Ketentuan Mengenai Hak atas Tanah dalam between Provisions Regarding Deep Land
Rights
- PSAK 16: Aset Tetap dan PSAK 73: Sewa; - PSAK 16: Fixed Assets and PSAK 73: Leases;
- Amendemen PSAK 71, Amendemen PSAK 55, - Amendments to PSAK 71, Amendments to
PSAK 55,
- Amendemen PSAK 60, tentang Reformasi - Amendments to PSAK 60, concerning Reform
Acuan Suku Bunga. of Interest Rate Reference.
Kecuali untuk perubahan yang dijelaskan di bawah Except for the changes described below, the
ini, implementasi dari standar-standar tersebut implementation of these standards did not result
tidak menghasilkan perubahan substansial in a substantial change in the Bank’s accounting
terhadap kebijakan akuntansi Bank dan tidak policies and had no material impact on the
memiliki dampak yang material terhadap laporan financial statements of the current year or the
keuangan di tahun berjalan atau tahun sebelumnya. previous year.

2020 Annual Report
PSAK 71: Instrumen Keuangan PSAK 71: Financial Instruments
PSAK 71 menggantikan PSAK 55 (Revisi 2014) PSAK 71 replaced PSAK 55 (Revised 2014)
“Instrumen Keuangan: Pengakuan dan Pengukuran” “Financial Instruments: Recognition and
dan memperkenalkan pengaturan baru untuk Measurement” and introduced new arrangements
klasifikasi dan pengukuran instrumen keuangan for the classification and measurement of financial
berdasarkan penilaian atas model bisnis dan instruments based on the assessment of business
arus kas kontraktual, pengakuan dan pengukuran models and contractual cash flows, recognizing
cadangan kerugian penurunan nilai instrumen and measuring allowance for impairment losses on
keuangan dengan menggunakan model kerugian financial instruments using a loss model. expected
kredit ekspektasian, yang menggantikan model credit, which replaced the existing credit loss
kerugian kredit yang terjadi serta memberikan model and provided a simpler approach to hedge
pendekatan yang lebih sederhana untuk akuntansi accounting.
lindung nilai.
Sesuai dengan persyaratan transisi pada PSAK In accordance with the transitional requirements in
71, Bank memilih penerapan secara retrospektif PSAK 71, the Bank chose to apply it retrospectively
dengan dampak kumulatif pada awal penerapan with the cumulative impact on the initial application
diakui pada tanggal 1 Januari 2020 dan tidak recognized on January 1, 2020 and did not restate
melakukan penyajian kembali informasi komparatif. comparative information.
Berdasarkan hasil kajian Bank terhadap dua kriteria Based on the results of the Bank’s study of the two
dalam menentukan klasifikasi aset keuangan, criteria in determining the classification of financial
terdapat perubahan klasifikasi dan pengukuran assets, there was a change in the classification and
investasi jangka panjang yang diklasifikasikan measurement of long-term investments classified
sebagai tersedia untuk dijual dan diukur dengan as available for sale and measured using the cost
metode biaya menurut PSAK 55 berubah menjadi method according to PSAK 55 which changed to
klasifikasi aset keuangan yang diukur pada nilai the classification of financial assets measured at
wajar melalui penghasilan komprehensif lain sesuai fair value through other comprehensive income
PSAK 71. according to PSAK 71.
Perubahan pendekatan dalam perhitungan The change in approach in calculating the

penurunan nilai aset keuangan juga berdampak impairment of financial assets also had an impact
pada nilai tercatat aset keuangan Bank pada awal on the carrying value of the Bank’s financial assets
penerapan PSAK 71. at the beginning of the application of PSAK 71.
Tabel Nilai Tercatat Aset Keuangan Berdasarkan Ketentuan PSAK 55 dan PSAK 71,
serta Penyesuaian Saldo Laba Pada Tanggal Penerapan Awal 1 Januari 2020
Table of Carrying Value of Financial Assets Based on the Provisions of PSAK 55 and PSAK 71,
and Adjustment of Retained Earnings on Initial Implementation Date January 1, 2020
dalam jutaan Rupiah/in million IDR
Efek Penyesuaian Transisi

Sebelum Setelah
Penerapan PSAK 71
Uraian Penyesuaian Penyesuaian
Effects of Adjustments to the
Description Before After
Transition to the Application
Adjustments Adjustments
of PSAK 71
Total Aset 123,536,474 (1,224,979) 122,311,495
Total Liabilitas 111,493,845 43,480 102,440,586
Total Ekuitas 12,042,629 (1,268,459) 18,989,065
Total Liabilitas dan Ekuitas 123,536,474 (1,224,979) 121,429,651

Aset keuangan instrumen ekuitas yang dimiliki Financial assets held for strategic purposes
untuk tujuan strategis telah diklasifikasikan sebagai were classified as fair value through other
nilai wajar melalui penghasilan komprehensif lain comprehensive income under PSAK 71. Prior to
berdasarkan PSAK 71. Sebelum adopsi PSAK 71, the adoption of PSAK 71, these instruments were
instrumen ini diklasifikasikan sebagai tersedia classified as available for sale and measured at cost
untuk dijual dan diukur pada biaya perolehan because of their value, its reasonableness could
karena nilai wajarnya tidak dapat ditentukan secara not be determined reliably. PSAK 71, removed this
handal. PSAK 71, menghapus pengecualian ini. exception.
Tabel Dampak Penerapan PSAK 71, Bersih Setelah Pajak, pada Saat Transisi
Tanggal 1 Januari 2020 Pada Komponen Ekuitas
Table of Impact of Application of PSAK 71, Net After Tax, During Transition January 1, 2020
in Equity Component
Uraian Dampak penerapan PSAK 71

Description Impact of the application of PSAK 71
Laba ditahan
6,634,450
Retained earning
Saldo pada tanggal 31 Desember 2019 berdasarkan PSAK 55

Balance as of December 31, 2019 based on PSAK 55
Reklasifikasi berdasarkan PSAK 71

Reclassification based on PSAK 71
Pengakuan kerugian ekspektasian berdasarkan PSAK 71 setelah pajak

1,268,459
Recognition of expected loss based on PSAK 71 after tax
Saldo pada tanggal 1 Januari 2020 berdasarkan PSAK 71

5,365,991
Balance as of January 1, 2020 based on PSAK 71
Tabel Dampak atas Perubahan dari Incurred Loss Approach Menjadi “Kerugian
Kredit Ekspektasian untuk Instrument Keuangan yang Diukur pada Biaya Perolehan
Diamortisasi
Table of Impact on Change from Incurred Loss Approach to “Expected Credit Loss
for Financial Instruments Measured at Amortized Cost
1 Januari 2020
January 1, 2020
Cadangan Kerugian
Penurunan Nilai Kerugian Kredit Ekspektasian menurut PSAK 71
Allowance for Impairment Expected Credit Loss under PSAK 71
Losses
Kerugian Kredit
Uraian
Kerugian kredit Kerugian kredit atas aset keuangan
Description
ekspektasian ekspektasian yang dibeli atau
Kerugian
sepanjang sepanjang berasal dari
kredit
umurnya - kredit umurnya aset keuangan Kenaikan
ekspektasian
Kolektif Individual tidak memburuk - kredit memburuk (penurunan)
Total 12 bulan Total
Collective Individual Lifetime memburuk Credit losses on Increase
12 months (decrease)
expected credit Lifetime financial assets
expected
loss - credit expected purchased or
credit loss
doesn’t get credit loss - originating from
worse credit worsens deteriorating
financial assets
Pinjaman yang
diberikan 292,890 412,410 705,300 533,478 178,058 1,186,581 - 1,898,117 1,192,817
Loans

2020 Annual Report
PSAK 73: Sewa PSAK 73: Leases

PSAK 73 menggantikan PSAK 30: “Sewa” yang PSAK 73 changed PSAK 30: “Leases”, which
mensyaratkan Bank sebagai pihak penyewa required the Bank as the lessee to recognize
mengakui aset hak-guna dan liabilitas sewa lease assets and lease liabilities related to lease
terkait dengan transaksi sewa yang sebelumnya transactions previously classified as operating
diklasifikasikan sebagai sewa operasi berdasarkan leases under PSAK 30, except for short-term
PSAK 30, kecuali atas sewa jangka pendek atau leases or leases with low-value assets.
sewa dengan aset yang bernilai rendah.
bank bjb dan Bank Jabar Banten Syariah (BJBS) bank bjb and BJBS implemented PSAK 73 using a
telah menerapkan PSAK 73 menggunakan modified retrospective approach without restating
pendekatan retrospektif yang dimodifikasi tanpa the comparative period. Lease liabilities were
penyajian kembali periode komparatif. Liabilitas measured at the present value of the remaining
sewa diukur pada nilai kini dari sisa pembayaran lease payments, discounted using the Company’s
sewa yang didiskontokan dengan menggunakan incremental loan interest rate as of January 1, 2020.
suku bunga pinjaman inkremental Perusahaan Useful assets were measured at the same amount
pada tanggal 1 Januari 2020. Aset hak-guna diukur as the lease liabilities adjusted for the amount of
pada jumlah yang sama dengan liabilitas sewa prepaid or accrued lease payments in connection
disesuaikan dengan jumlah pembayaran di muka with the lease recognized in the statement of
atau pembayaran sewa yang masih harus dibayar financial position as of December 31, 2019.
sehubungan dengan sewa yang diakui di laporan
posisi keuangan pada tanggal 31 Desember 2019.
Pada tanggal penerapan awal, Bank dan BJBS juga On the initial implementation date, the Bank and
menggunakan beberapa kebijakan praktis sebagai BJBS also adopted the following practical policies:
berikut:
- Menggunakan tingkat diskonto tunggal pada - Using a single discount rate on lease portfolios
portofolio sewa dengan karakteristik yang with fairly similar characteristics;
cukup serupa;
- Mengandalkan penilaian sebelumnya tentang - Relying on previous assessments of whether
apakah sewa memberatkan sebagai alternatif leases were onerous as an alternative to
untuk melakukan peninjauan penurunan nilai, undertaking an impairment review, that there
bahwa tidak ada kontrak yang memberatkan were no aggravating contracts as of January 1,
pada 1 Januari 2020; 2020;
- Memilih tidak menerapkan persyaratan untuk - Opting out of the requirement for leases in
sewa yang masa sewanya berakhir dalam 12 which leases expired within 12 months from
bulan dari tanggal penerapan awal. Mencatat the date of initial application. Recording these
sewa tersebut dengan cara yang sama dengan leases in the same manner as short-term
sewa jangka pendek dan memasukkan biaya leases and including the costs associated with
yang terkait dengan sewa tersebut dalam those leases in the disclosure of short-term
pengungkapan beban sewa jangka pendek lease expenses in the annual reporting period
dalam periode pelaporan tahunan yang covering the date of initial application.
mencakup tanggal penerapan awal.

Tabel Dampak Penerapan PSAK 73 pada Posisi Laporan Keuangan pada Tanggal 1 Januari 2020
Table of Impacts of PSAK 73 Application on Financial Statement Position on January 1, 2020
Sebelum Penyesuaian Setelah

Uraian Penyesuaian PSAK 73 Penyesuaian
Description Before Adjustments After
Adjustment to PSAK 73 Adjustment
Laporan Posisi Keuangan

Statement of Financial Position
Aset
Asset
Beban dibayar dimuka

276,132 (228,331) 47,801
Prepaid Expenses
Aset tetap - Aset hak guna Setelah akumulasi penyusutan

770,709 770,709
Fixed Assets - Usage Rights Assets After Accumulated Depreciation
Liabilitas
Liabilities
512,964 512,964
Other Liabilities
Tingkat Kesehatan Bank Bank Soundness Level
Mengacu pada Surat Edaran Otoritas Jasa Referring to the Circular of the Financial Services
Keuangan (SEOJK) Nomor 14/SEOJK.03/2017 Authority (SEOJK) Number 14/SEOJK.03/2017
tanggal 17 Maret 2017 tentang Penilaian Tingkat dated March 17, 2017 concerning General Bank’s
Kesehatan Bank Umum. Tingkat Kesehatan Bank health level assessment. The health level of
adalah hasil penilaian kondisi Bank yang dilakukan the Bank is the result of the assessment of the
terhadap Risiko dan kinerja Bank. condition of the Bank carried out on the risk and
performance of the bank.
Bank wajib melakukan penilaian Tingkat Kesehatan Banks are required to assess the health level of the
Bank secara self assessment untuk posisi akhir Bank Self assessment for the position of the end of
bulan Juni dan Desember. Penilaian Tingkat June and December. The assessment of the health
Kesehatan dengan pendekatan Risiko (Risk-Based level with the risk approach (risk-based bank
Bank Rating) tersebut dilakukan dengan cakupan rating) is carried out with the scope of assessment
penilaian terhadap faktor-faktor: of factors :
a. Profil Risiko a. Risk Profile
b. Tata Kelola b. Governance
c. Rentabilitas c. Profitability
d. Permodalan d. Capital
Peringkat Komposit Tingkat Kesehatan Bank The bank’s health level composite rating is determined
ditetapkan berdasarkan analisis yang komprehensif based on a comprehensive and structured analysis by
dan terstruktur dengan memperhatikan materialitas paying attention to the materiality and significance
dan signifikansi masing-masing faktor penilaian. of each assessment factor.

2020 Annual Report
Peringkat Komposi Tingkat Kesehatan Bank The composity of the Bank’s health level is
dikategorikan sebagai berikut: categorized as follows :
a. Peringkat Komposit 1 (PK-1) mencerminkan a. Composite rating 1 (PK-1) reflects the condition
kondisi Bank yang secara umum Sangat Sehat. of the bank which is generally very healthy.
b. Peringkat Komposit 2 (PK-2) mencerminkan b. Composite 2 (PK-2) Ranking reflects the
kondisi Bank yang secara umum Sehat. condition of the bank that is generally healthy.
c. Peringkat Komposit 3 (PK-3) mencerminkan c. Composite rating 3 (PK-3) reflects the condition
kondisi Bank yang secara umum Cukup Sehat. of the bank that is generally quite healthy.
d. Peringkat Komposit 4 (PK-4) mencerminkan d. Composite rating 4 (PK-4) reflects the condition
kondisi Bank yang secara umum Kurang Sehat. of the bank which is generally unhealthy.
e. Peringkat Komposit 5 (PK-5) mencerminkan e. Composite rating 5 (PK-5) reflects the condition
kondisi Bank yang secara umum Tidak Sehat. of the bank that is generally unhealthy.
Hasil penilaian secara self assessment Peringkat The results of the assessment of the Self Assessment
Komposit Tingkat Kesehatan bank bjb per 31 of Composite Ranking of BJB Bank Health Level as
Desember 2019 dan 31 Desember 2020 adalah of December 31, 2019 and December 31, 2020 are
sebagai berikut: as follows:
Tabel Tingkat Kesehatan Bank

Bank Health Level Table
Peringkat Komposit
Composite Rating
Faktor Penilaian
Assessment Factor
Profil Risiko
2 2
Risk profile
Tata Kelola
2 2
Governance
Rentabilitas
2 2
Rentability
Permodalan
2 2
Capital
Peringkat komposit
2 2
Composite rating
Peringkat Komposit Tingkat Kesehatan bank bjb The composite ranking of the BJB Bank’s health
posisi 31 Desember 2020 berada pada PK 2 (Sehat). level position 31 December 2020 is in PK 2
Kondisi bank bjb secara umum sehat, sehingga (healthy). The condition of Bank BJB is generally
dinilai mampu menghadapi pengaruh negatif yang healthy, so it is considered to be able to deal with
signifikan dari perubahan kondisi bisnis dan faktor significant negative influences from changes in
eksternal lainnya. Hal ini tercermin dari peringkat business conditions and other external factors.
faktor penilaian antara lain profil risiko, penerapan This is reflected in the ratings of assessment
tata kelola, rentabilitas, dan permodalan yang factors including the risk profile, the application
secara umum baik. Dalam hal terdapat kelemahan, of governance, profitability, and capital which is
maka secara umum kelemahan tersebut kurang generally good. In case there are weaknesses, then
signifikan. generally these weaknesses are less significant.

Informasi Kelangsungan Usaha Business Continuation

Information
Hal-Hal yang Berpotensi Significant Potential Towards

Berpengaruh Signifikan terhadap of Business Continuity
Kelangsungan Usaha
Berdasarkan hasil penilaian manajemen atas Based on the results of management’s assessment
kemampuan bank bjb. untuk melanjutkan of the bank’s ability to continue business
kelangsungan usaha di masa yang akan datang, continuity in the future, it is known that the bank’s
diketahui bahwa bank bjb. tidak memiliki hal-hal bjb does not have things that have the potential
yang berpotensi berpengaruh signifikan terhadap to significantly influence the business continuity of
kelangsungan usaha bank bjb. the bank’s bjb.
Assessment Manajemen atas Management Assessment

Hal-Hal yang Berpengaruh Signifikan of Significant Impact on Business
Terhadap Kelangsungan Usaha Continuity
Manajemen secara rutin melakukan evaluasi Management routinely conducts evaluations

dan assessment terkait dengan kemampuan and assessments related to the ability and
dan pencapaian target kinerja dari seluruh unit achievement of performance targets of all units
sesuai dengan rencana bisnis bank yang telah in accordance with the bank’s business plan that
disusun. Evaluasi dilakukan secara berkala untuk has been prepared. Evaluations are conducted
setiap level meliputi produktifitas, profitabilitas periodically for each level including productivity,
serta indikator-indikator utama yang tertuang profitability and key indicators as stipulated in
dalam Key Performance Indikator (KPI) unit kerja. the work unit’s Key Performance Indicators (KPI).
Berdasarkan hasil penilaian dan evaluasi yang rutin Based on the results of regular evaluations and
dilakukan secara berkala, manajemen bank bjb evaluations carried out regularly, the management
berkeyakinan bahwa bank bjb memiliki sumber of the Company believes that the Company has
daya untuk melakukan kegiatan usaha dimasa the resources to conduct business activities in the
mendatang. bank bjb tidak memiliki ketidakpastian future. Company has no material uncertainty which
material yang dapat menimbulkan keraguan yang can raise significant doubts about the ability of the
signifikan terhadap kemampuan bank bjb untuk Company to maintain business continuity.
mempertahankan kelangsungan usaha.
Asumsi yang Digunakan Manajemen Assumptions Used in Management

dalam Melakukan Assessment In Assessment
Dalam melaksanakan penilaian atas kemampuan In carrying out an assessment of the Company
bank bjb untuk melanjutkan kelangsungan ability to continue business continuity in the
usaha di masa yang akan datang, digunakan future, several assumptions and considerations
beberapa asumsi dan pertimbangan. Asumsi are used. These assumptions and considerations
dan pertimbangan tersebut antara lain kinerja include financial performance, the level of capital
keuangan, tingkat kecukupan modal, likuiditas, adequacy, liquidity, solvency, profitability, and
solvabilitas, profitabilitas, dan efisiensi bank bjb, efficiency of the Company, internal problems and
permasalahan internal dan perkara hukum yang legal cases faced by the Company, and current
dihadapi bank bjb, serta kondisi ekonomi mikro and future micro and macro economic conditions
dan makro pada saat ini dan masa yang akan
datang.

2020 Annual Report
Suku Bunga Dasar Kredit Interest Rate on Credit
Suku Bunga Dasar Kredit (SBDK) digunakan The Prime Lending Rate (SBDK) was used as the
sebagai dasar penetapan suku bunga kredit yang basis for determining the loan interest rate that
akan dikenakan oleh Bank kepada nasabah. SBDK the Bank will charge to customers. Prime Lending
belum memperhitungkan komponen estimasi Rate did not take into account the risk premium
premi risiko yang besarnya tergantung dari estimation component, the amount of which
penilaian Bank terhadap risiko masing-masing depends on the Bank’s assessment of the risk of
debitur atau kelompok debitur. Dengan demikian, each debtor or group of debtors. Thus, the amount
besarnya suku bunga kredit yang dikenakan of credit interest rates charged to borrowers was
kepada debitur belum tentu sama dengan SBDK. not necessarily the same as the prime lending rate.
Dalam Kredit konsumsi non KPR tidak termasuk In non-KPR consumption credit, it did not include
penyaluran dana melalui kartu kredit dan kredit disbursement of funds through credit cards and
tanpa agunan (KTA). unsecured credit (KTA).
Informasi SBDK yang berlaku setiap saat dapat Information on prime lending rates can be seen at
dilihat pada publikasi di setiap kantor bank bjb any time in publications in each bank bjb office
dan/atau website bank bjb (www.bankbjb.co.id), and/or bank bjb website (www.bankbjb.co.id). The
Tingkat suku bunga yang disajikan adalah efektif interest rates presented are effective p.a.
p.a.
Tabel Suku Bunga Dasar Kredit (Prime Lending Rate) bank bjb Tanggal 31 Desember 2020
Table of bank bjb Prime Lending Rate on December 31, 2020
Suku Bunga Dasar Kredit (Prime Lending Rate)

Prime Lending Rate
Berdasarkan Segmen Bisnis

Based on Business Segments
Kredit Konsumsi
Kredit Korporasi Kredit Retail Kredit Mikro Consumption Credit
Corporate Credit Retail Credit Micro Credit
KPR Non KPR
7,60% 9,21% 12,32% 9,52% 9,46%

Struktur Permodalan
dan Praktik Manajemen
Risiko Konsolidasi
Capital Structure and Consolidated
Risk Management Practices
Per akhir Desember 2020, modal inti bank bjb (audited)
mencapai Rp10,33 triliun (individu) Rp11,37 triliun (konsolidasi)
dan berada pada kategori BUKU III. Strategi permodalan yang efektif,
kuat dan efisien telah menjadi fokus manajemen seiring dengan terus
bertumbuhnya bank bjb menjadi bank yang semakin besar dan semakin kuat.
As of the end of December 2020, the core capital of bank bjb (audited) reached
IDR10,33 trillion (individual) IDR 11,37 trillion (consolidated) and was in the category
of BUKU III. An effective, strong and efficient capital strategy has become the focus
of management as bank bjb continues to grow into a bigger and stronger bank.
STRUKTUR PERMODALAN DAN PRAKTIK MANAJEMEN RISIKO KONSOLIDASI
CAPITAL STRUCTURE AND CONSOLIDATED RISK MANAGEMENT PRACTICES
Pengungkapan Permodalan
Capital Disclosures
Struktur Permodalan Capital Structure
Beberapa perkembangan peraturan yang Several significant regulatory developments

signifikan mempengaruhi kondisi operasional dan affecting the operational and business conditions
bisnis bank bjb ke depan antara lain tercermin of bank bjb in the future, among others, are
dari terbitnya Peraturan Otoritas Jasa Keuangan reflected in the issuance of Regulation of
Nomor 6/POJK.03/2016 tentang Kegiatan Usaha the Financial Services Authority Number 6/
dan Jaringan Kantor Berdasarkan Modal Inti Bank POJK.03/2016 concerning Business Activities and
yang mengklasifikasikan bank menjadi 4 (empat) Office Networks Based on Bank Core Capital which
kategori utama yaitu BUKU (Bank Umum Kategori classifies banks into 4 (four) categories The main is
Usaha) I-IV berdasarkan jumlah modal inti bank. BUKU (Commercial Bank Business Category) I-IV
Masuknya modal inti bank bjb dalam kategori based on the total core capital of bank bjb. The
BUKU III membuat kegiatan usaha yang dapat inclusion of bank bjb core capital in the category
dilakukan oleh bank bjb menjadi lebih luas, serta of BUKU III makes the business activities that
dapat meningkatkan kepercayaan nasabah dalam can be carried out by bank bjb broader, and can
melakukan aktivitas kegiatan perbankannya increase customer confidence in carrying out its
melalui bank bjb. Per akhir Desember 2020, modal banking activities through bank bjb. As of the end
inti bank bjb (audited) mencapai Rp10,33 triliun of December 2020, the core capital of bank bjb
(individu) Rp11,37 triliun (konsolidasi) dan berada (audited) reached IDR 10.33 trillion (individual) IDR
pada kategori BUKU 3. Strategi permodalan 11.37 trillion (consolidated) and is in the BUKU 3
yang efektif, kuat dan efisien telah menjadi fokus category. An effective, strong and efficient capital
manajemen seiring dengan terus bertumbuhnya strategy has become the focus of management
bank bjb menjadi bank yang semakin besar dan as bank bjb continues to grow into a bigger and
semakin kuat. stronger bank.

2020 Annual Report
Komponen permodalan bank didominasi oleh Bank bjb capital component is dominated by the
komponen permodalan yang bersifat permanen, permanent capital component, where the core
dimana komponen modal inti merupakan capital component is the largest component in
komponen terbesar dalam struktur permodalan bank bjb capital structure. In December 2019, the
bank. Pada posisi bulan Desember 2020, rasio ratio of bank core capital both individually and
modal inti bank bjb baik secara individual dan consolidated to total bank RWA reached 17,26%
konsolidasi terhadap total ATMR bank mencapai and 16,76%. The ratio is above the provisions set by
17,35% dan 17,81%. Rasio tersebut berada di atas Bank Indonesia with a minimum limit of 6% both
ketentuan yang ditetapkan oleh Bank Indonesia individually and consolidated. The calculation of
dengan batasan minimum yaitu 6% baik secara the ratio of main core capital (Common Equity
individual maupun konsolidasi. Perhitungan rasio Tier1 Ratio) to total bank RWA both individually
modal inti utama (Common Equity Tier 1 Ratio) and consolidated in December 2019 reached
terhadap total ATMR bank baik secara individual 15.56% and 14.26% which is above the stipulations
dan konsolidasi di bulan Desember 2020 mencapai set by Bank Indonesia with a minimum limit of 4,
14,01% dan 14,60% yang berada di atas ketentuan 50%
yang telah ditetapkan Bank Indonesia dengan
batasan minimum yaitu 4,50%.
Kecukupan Permodalan Adequacy of Capital
Sebagai salah satu pengungkapan Basel II Pilar As one of the Basel II Pillar III disclosures, the
III, Otoritas Jasa Keuangan telah menerbitkan Financial Services Authority has issued a Financial
Surat Edaran Otoritas Jasa Keuangan Nomor Services Authority Circular Letter Number 26/
26/SEOJK.03/2016 tanggal 14 Juli 2016 perihal SEOJK.03/2016 dated July 14, 2016 concerning
Kewajiban Penyediaan Modal Minimum sesuai Minimum Capital Requirements in accordance
Profil Risiko dan Pemenuhan Capital Equivalency with Risk Profile and Fulfillment of Capital
Maintained Assets (CEMA). Sehubungan hal Equivalency Maintained Assets (CEMA). In this
tersebut, bank bjb telah mengembangkan dan regard, bank bjb has developed and implemented
menerapkan metodologi untuk penerapan Internal a methodology for implementing the Internal
Capital Adequacy Assessment Process (ICAAP) Capital Adequacy Assessment Process (ICAAP)
dimana metodologi tersebut telah dibahas dan where the methodology has been discussed
disetujui dalam Komite Manajemen Risiko bank and approved in bank bjb’s Risk Management
bjb. Laporan rasio kecukupan penyediaan modal Committee Bank bjb. The report on the minimum
minimum sesuai Profil Risiko dilaporkan secara capital adequacy ratio in accordance with the
berkala kepada Dewan Komisaris dan Direksi Risk Profile is reported regularly to the Board
sebagai salah satu bentuk kepatuhan terhadap of Commissioners and Directors as a form of
ketentuan Surat Edaran Otoritas Jasa Keuangan compliance with the provisions of the Financial
tersebut. Services Authority Circular.
Pengukuran internal yang dilakukan bank bjb telah Internal measurements made by banks have
memperhitungkan Pilar I dan Pilar II yaitu rasio taken into account Pillar I and Pillar II, namely the
kecukupan modal bank minimum sesuai profil minimum bank capital adequacy ratio according
risiko baik secara individual maupun konsolidasi to risk profiles both individually and consolidated
di bulan Desember 2020 mencapai 9,24% dimana in December 2020, reaching 9.24% where the
hasil pengukuran profil risiko bank pada periode results of the measurement of bank risk profiles
tersebut berada pada level peringkat komposit for the period were at the composite level Low
Low to Moderate. Pada posisi bulan Desember level to Moderate. In December 2020, bank bjb’s
2020, rasio kecukupan modal minimum bank baik minimum capital adequacy ratio, both individually
secara individual sebesar 17,06% serta konsolidasi and consolidated, was 11.40%, so bank bjb’s capital
sebesar 11,40% sehingga rasio kecukupan modal adequacy ratio was above the minimum bank

bank tersebut berada diatas ketentuan rasio capital adequacy ratio according to bank bjb’s risk
kecukupan modal bank minimum sesuai profil profile, which was 9.24%.
risiko bank yaitu 9,24%.
Sejalan telah diterbitkannya POJK Nomor 11/ In line with the issuance of POJK Number 11 /
POJK.03/2016 tanggal 29 Januari 2016 perihal POJK.03 / 2016 dated January 29, 2016 concerning
Kewajiban Penyediaan Modal Minimum Bank the Minimum Capital Requirement for Commercial
Umum, saat ini bank bjb telah mempersiapkan Banks, currently bank bjb has prepared a good
infrastruktur yang baik dan efektif dalam rangka cand effective infrastructure in order to ensure
memastikan implementasi POJK tersebut tidak the implementation of the POJK does not disrupt
mengganggu ekspansi bisnis dan aktivitas the business expansion and operational activities
operasional bank bjb. Sesuai POJK tersebut, of bank bjb. In accordance with the POJK, banks
bank harus menyediakan rasio kecukupan modal must provide a minimum capital adequacy ratio
minimum sesuai profil risiko bank ditambah dengan according to bank bjb’s risk profile plus a Capital
Capital Conservation Buffer, Countercyclical Buffer Conservation Buffer, Countercylical Buffer and
dan Capital Surcharge untuk Domestic Systemically Capital Surcharge for D-SIB (Domestic Systemically
Important Bank (D-SIB). Capital Conservation Important Bank). The Capital Conservation
Buffer tersebut diperlukan oleh bank sebagai upaya Buffer is needed by banks as a buffering effort in
penyangga (buffer) dalam menghadapi kerugian dealing with losses due to crisis conditions, while
akibat kondisi krisis, sedangkan Countercyclical the Countercylical Buffer is needed by banks as
Buffer dibutuhkan bank sebagai tambahan modal additional buffer capital to anticipate losses in the
penyangga untuk mengantisipasi kerugian apabila event of excessive bank credit growth that has the
terjadi pertumbuhan kredit perbankan yang potential to disrupt financial system stability.
berlebihan sehingga berpotensi mengganggu
stabilitas sistem keuangan.
bank bjb selalu melakukan perbaikan dan bank bjb always makes improvements and
pengembangan baik dari segi produk dan jasa serta developments both in terms of products
peningkatan infrastruktur manajemen risiko bank and services as well as improving bank bjb’s
bjb melalui analisis yang komprehensif disertai risk management infrastructure through
dengan riset yang memadai sehingga dapat comprehensive analysis accompanied by adequate
menjaga agar aktivitas bisnis dan operasional research so that it can maintain activities bank
bank bjb tetap prudent dan berada dalam batas bjb’s business and operations remain prudent
toleransi risiko bank bjb. Selain itu pula, bank bjb and are within the limits of bank risk tolerance. In
telah menetapkan risk appetite dan risk tolerance addition, bank bjb has determined risk appetite
agar kecukupan permodalan yang dimiliki bank bjb and risk tolerance so that the capital adequacy
masih memadai dan mampu mengcover kerugian of bank bjb is still sufficient and able to cover
ataupun potensi risiko kerugian yang timbul dari losses or potential risk of losses arising from bank
aktivitas operasional bank bjb. operational activities.
Pengelolaan modal risiko kredit bank bjb The management of Bank bjb credit risk is guided
berpedoman pada Surat Edaran Otoritas Jasa by the Financial Services Authority Circular Letter
Keuangan Nomor 42/SEOJK.03/2016 tanggal 28 Number 42/SEOJK.03/2016 dated 28 September
September 2016 perihal Pedoman Perhitungan 2016 concerning Guidelines for Calculating Risk
Aset Tertimbang Menurut Risiko untuk Risiko Weighted Assets for Risk for Credit Risk by Using
Kredit dengan Menggunakan Pendekatan Standar. a Standardized Approach. The determination of
Penetapan bobot risiko pada perhitungan ATMR risk weight in the calculation of RWA refers to the
mengacu kepada bobot risiko sesuai ketentuan risk weight in accordance with the provisions of
Otoritas Jasa Keuangan dimaksud. the Financial Services Authority in question.

2020 Annual Report
Dalam mengukur ATMR Risiko Pasar, bank bjb In measuring Market Risk RWA, banks still use the
masih mempergunakan format standardized standardized method format which includes the
method yang meliputi perhitungan risiko suku calculation of interest rate risk and exchange rate
bunga dan risiko nilai tukar. Sesuai dengan risk. In accordance with the guidelines set by Bank
pedoman yang ditetapkan oleh Bank Indonesia, Indonesia, market risks that must be calculated by
risiko pasar yang wajib dihitung oleh Bank adalah bank bjb are interest rate risk in the trading book
risiko suku bunga di trading book dan risiko nilai and exchange rate risk in the trading book and
tukar di trading book dan banking book. Sebagai banking book. As an effort to develop the internal
upaya ke tahap pengembangan internal model, model, bank bjb has an OPICS Risk information
bank bjb telah memiliki sistem informasi OPICS system that functions in measuring Value at Risk,
Risk yang berfungsi dalam mengukur Value at and risk sensitivity from dealing room portfolio for
Risk , dan sensitivitas risiko dari portofolio dealing each securities categorized in the Trading Book.
room untuk setiap efek yang dikategorikan ke
dalam Trading Book.
Perhitungan kecukupan modal risiko operasional Calculation of capital adequacy for operational
masih menggunakan metode basic indicator risk still uses the Basic Indicator Approach (BIA)
approach (BIA) yang dilakukan sesuai dengan method which is carried out in accordance with
ketentuan dari regulator. Berdasarkan metode the provisions of the regulator. Based on this
tersebut, Perusahaan mengalokasikan modal method, bank bjb allocates a minimum capital for
minimum untuk risiko operasional berdasarkan operational risk based on historical data, which is
historical data yaitu sebesar rata-rata dari the average of the total annual gross income for the
penjumlahan pendapatan bruto (gross income) last 3 (three) years (positive) times the applicable
tahunan selama 3 (tiga) tahun terakhir (yang tariff of 15%. The calculation of operational risk
positif) dikali tarif yang berlaku yaitu 15%. capital adequacy is the basis for calculation of
Perhitungan kecukupan modal risiko operasional Operational Risk RWA.
tersebut menjadi dasar dalam perhitungan ATMR
Risiko Operasional.
Pengungkapan Kuantitatif Quantitative Disclosure
1. Tabel 1.a Pengungkapan Kuantitatif Struktur Permodalan Bank Umum

Table 1.a Quantitative Disclosure of Commercial Bank Capital Structure
(dalam jutaan Rupiah/in millions IDR)
2020 2019
Komponen Modal Bank
Bank Bank
KOMPONEN MODAL / CAPITAL COMPONENTS
A Modal inti / Core Capital 10,331,264 11,373,591 9,816,501 10,477,331
1. Modal Disetor / Paid in Capital 2,459,697 2,459,697 2,459,697 2,459,697
2. Cadangan Tambahan Modal

9,761,768 9,074,761 8,912,005 8,214,738
Additional Capital Reserves
3. Modal Inovatif / Innovative Capital - - - -
4. Faktor Pengurang Modal Inti

(1,890,201) (160,867) (1,555,201) (197,104)
Core Capital Reduction Factors
5. Kepentingan Non Pengendali
- - - -

2020 2019
Komponen Modal Bank
Bank Bank
B Modal Pelengkap / Complementary Capital 2,465,057 2,507,606 1,574,688 1,596,250
1. Level Atas (Upper Tier 2)

2,465,057 2,507,606 1,574,688 1,596,250
Upper Level (Upper Tier 2)
2. Level Bawah (Lower Tier 2) Maksimum 50%
Modal Inti / Lower Level (Lower Tier 2) Maximum - - - -
50% Core Capital
3. Faktor Pengurang Modal Pelengkap
- - - -
Complementary Capital Reduction Factors
C Faktor Pengurang Modal inti dan Modal Pelengkap
Deduction Factors for Core Capital and - - - -
Complementary Capital
Eksposur Sekuritisasi / Securitization Exposures - - - -
D Modal Pelengkap Tambahan yang Memenuhi

Persyaratan (Tier 3)
- - - -
Additional Complementary Capital Meets
Requirements (Tier 3)
E Modal Pelengkap Tambahan yang Dialokasikan
untuk Mengantisipasi Risiko Pasar
- - - -
Additional Supplementary Capital Allocated To
Anticipate Market Risks
Total Modal Inti dan Modal Pelengkap (A + B - C)
12,796,321 13,881,197 11,391,189 12,073,581
Total Core Capital and Supplementary Capital (A + B - C)
Total Modal Inti, Modal Pelengkap, dan Modal Pelengkap
Tambahan Yang Dialokasikan Untuk Mengantisipasi Risiko
Pasar (A + B - C + E)
12,796,321 13,881,197 11,391,189 12,073,581
Total Core Capital, Supplementary Capital, and
Additional Supplementary Capital Allocated to
Anticipate Market Risk (A + B - C + E)
Aset Tertimbang Menurut Risiko (ATMR)
untuk Risiko Kredit 55,895,035 59,346,475 51,173,126 55,524,047
Risk Weighted Assets For Credit Risk
untuk Risiko Operasional 13,210,823 13,916,283 12,938,091 13,627,949
Risk Weighted Assets For Operational Risk
untuk Risiko Pasar 4,817,264 4,817,264 196,845 196,845
Risk Weighted Assets For Market Risk
A Metode Standar / Standard Method
B Metode Internal / Internal Method
Rasio Kewajiban Penyediaan Modal Minimum untuk

Risiko Kredit, Risiko Operasional dan Risiko Pasar
[III: (IV + V + VI)] 17.31% 17.78% 17.71% 17.41%
Minimum Capital Requirement Ratio for Credit Risk,
Operational Risk and Market Risk [III: (IV + V + VI)]
Pengungkapan Eksposur Risiko dan Disclosure of Risk Exposures and

Penerapan Manajemen Risiko Application of Risk Management
Risiko Kredit Credit Risk
bank bjb menerapkan proses yang ketat atas Bank bjb applies a strict process for each
setiap penyusunan maupun perubahan atas preparation and amendment to each bank’s
setiap ketentuan internal bank. Penyusunan internal regulations. The preparation and
maupun perubahan atas KPB, Pedoman, dan SOP amendment to the KPB, the Guidelines and credit
perkreditan dilakukan melalui tahapan berjenjang SOPs are carried out through a tiered phase which

2020 Annual Report
yang dimulai dari pembahasan pada level teknis starts from discussion at the technical level to
hingga melalui persetujuan Direksi. bank bjb juga through the approval of the Board of Directors.
telah memiliki standar baku dalam alur penyusunan Bank bjb also has standard standards in the flow
SOP sehingga dapat menghasilkan kualitas yang of SOP preparation so that it can produce good
baik. Setiap penyusunan maupun perubahan quality. Every compilation and amendment to
atas Kebijakan, Pedoman dan SOP perkreditan the Credit Policy, Guidelines and SOP is always
senantiasa melalui pembahasan bersama Divisi through discussion with the relevant divisions so
yang terkait sehingga memenuhi kecukupan that it meets the adequacy of risk identification
identifikasi dan mitigasi risiko serta ketentuan and mitigation as well as the applicable provisions.
yang berlaku.
bank bjb saat ini telah memiliki portofolio guideline Bank bjb has now set (risk appetite) and risk
serta menetapkan (risk appetite) dan toleransi tolerance (risk tolerance) based on consideration
risiko (risk tolerance) berdasarkan pertimbangan of capital strength and credit income targets.
kekuatan permodalan serta target pendapatan The level of risk to be taken (risk appetite) is the
kredit. Tingkat risiko yang akan diambil (risk level and type of risk that is willing to be taken
appetite) merupakan tingkat dan jenis Risiko by bank bjb in order to achieve bank bjb’s goals.
yang bersedia diambil oleh Bank dalam rangka Risk tolerance is the level and type of risk that is
mencapai sasaran Bank. Toleransi risiko (risk maximally determined by bank bjb. Risk Tolerance
tolerance) merupakan tingkat dan jenis Risiko yang is the translation of the level of risk to be taken.
secara maksimum ditetapkan oleh Bank. Toleransi
risiko menjadi penjabaran dari tingkat risiko yang
akan diambil.
Adapun terkait dengan limit kewenangan As for the credit limit, bank bjb has implemented
memutus kredit saat ini bank bjb telah menerapkan a tiered credit decision mechanism in accordance
mekanisme keputusan kredit secara berjenjang with the level of risk that is reflected in the credit
sesuai dengan tingkat risiko yang tercermin dari facility ceiling.
plafond pengajuan fasilitas kredit.
Kecukupan Proses Identifikasi, Pengukuran, Adequacy of the Risk Identification,

Pemantauan, dan Pengendalian Risiko, Measurement, Monitoring and Control
Serta Sistem Informasi Manajemen Risiko Process, and The Risk Management
Information System
Dalam analisa kredit, bank bjb telah menerapkan In the credit analysis, bank bjb has implemented a
proses identifikasi atas potensi risiko yang melekat. process of identifying potential inherent risks. The
Proses identifikasi tersebut menjadi lebih optimal identification process has become more optimal
dengan dibentuknya Divisi Credit Risk yang with the formation of a Credit Risk Division that
khusus melaksanakan review dan analisa lanjutan specializes in carrying out further reviews and
atas proses pengajuan fasilitas kredit. analysis of the credit facility application process.
Sebagai bentuk identifikasi atas risiko kredit, As a form of identification of credit risk, bank bjb
bank bjb telah mengembangkan adanya kajian has developed an independent study that contains
independen yang berisi analisa atas perkembangan an analysis of the development of credit portfolios,
portofolio kredit, Non Performing Loan (NPL), Non-Performing Loans (NPLs), Root Cause Credit
Root Cause Credit serta prediksi perkembangan and predictions of credit quality development
kualitas kredit dengan mempertimbangkan by considering the readiness of supporting
kesiapan infrastruktur pendukungnya. infrastructure.

Dalam melakukan pengukuran risiko, bank bjb In measuring risk, bank bjb develops a credit risk
mengembangkan model risiko kredit melalui model through the use of the Internal Credit Risk
penggunaan Internal Credit Risk Rating (ICRR) Rating (ICRR) and Internal Credit Risk Scoring
dan Internal Credit Risk Scoring (ICRS) pada setiap (ICRS) for each credit application.
pengajuan kredit.
Adapun rating dan scoring yang dimiliki oleh bank The rating and scoring owned by Bank bjb include
bjb meliputi: :
• Segmen Korporasi dan Komersial • Corporate and Commercial Segments
• Segmen Konsumer • Consumer Segment
• Segmen UMKM • MSME segment
• Segmen KPR • KPR segment
ICRR adalah suatu alat bantu dalam mengukur ICRR is a tool in measuring credit risk in the form of
risiko kredit dalam bentuk suatu model yang a model used to predict the likelihood of payment
digunakan untuk memprediksi tingkat kemungkinan defaults by debtors on credit facilities provided.
kegagalan pembayaran oleh debitur atas fasilitas ICRR Classifies systematic corporate / corporate
kredit yang diberikan. ICRR Mengklasifikasikan entities into a risk class (grading or rating). The
entitas perusahaan/korporasi secara sistematis ke use of ICRR aims to determine the rating for
dalam suatu kelas risiko (grading atau peringkat). debtors that reflects the amount of Probability of
Penggunaan ICRR bertujuan untuk menentukan Default (PD). Debtors with the best rating have a
peringkat bagi debitur yang mencerminkan Probability.
besaran Probability of Default (PD). Debitur dengan
rating terbaik memiliki Probability of Default yang
mendekati nol. Adapun untuk kredit dengan rating
lebih rendah, akan memiliki Probability of Default
yang meningkat
Tingkatan rating debitur dinyatakan dengan huruf Debtor rating levels are stated in letters covering
yang meliputi 20 (dua puluh) peringkat berbeda 20 (twenty) different ratings, namely:
yaitu:
Keterangan
Rating
Description
AAA Outstanding
AA+ Strong
AA Strong
AA- Strong
A+ Good
A Good
A- Good
BBB+ Averag
BB Average
BBB- Averag
BB+ Acceptable
BB Acceptable
BB- High Risk
B+ High Risk

2020 Annual Report
Keterangan
Rating
Description
B Watch List
B- Watch List
CCC+ Special Mention
CCC Special Mention
CCC- Substandard
D Doubtful
Adapun penerapan ICRS menjadi suatu keputusan The application of ICRS becomes a decision of
persetujuan atau penolakan atas pengajuan approval or rejection of credit facility applications.
fasilitas kredit. Dengan menggunakan ICRS maka By using ICRS, bank bjb can process credit better,
Bank dapat memproses kredit dengan lebih baik, objectively and standards, and with a relatively
obyektif dan standar, serta dengan waktu proses faster processing time.
relatif lebih cepat.
Sebagai bentuk lain dari pengukuran risiko kredit, As another form of credit risk measurement, bank
bank bjb telah melakukan estimasi kerugian yang bjb has estimated the estimated loss (Expected
telah diperkirakan (Expected Loss) serta besar Loss) as well as the amount of an unexpected
kerugian yang tidak diperkirakan (Unexpected loss (Unexpected Loss). Expected Loss (EL) is the
Loss). Expected Loss (EL) adalah besaran amount of a statistically estimated loss arising on
kerugian secara statistik yang diperkirakan average from the estimated losses that generally
timbul secara rata-rata dari perkiraan kerugian occur. EL is obtained from the calculation of
yang secara umum terjadi. EL didapatkan dari Exposure at the time of default (EAD), losses
perhitungan Eksposur pada saat default (EAD), at the time of default (LGD) and probability of
kerugian pada saat default (LGD) dan probabilitas occurrence of default (PD), which is estimated
terjadinya default (PD), yang diestimasi dari data from historical default probability data. Meanwhile
probabilitas default secara historis. Sementara Unexpected Loss (UL) is the deviation from the
itu Unexpected Loss (UL) merupakan deviasi dari average loss. UL calculations are obtained from
rata-rata kerugian. Perhitungan UL diperoleh dari historical volatility data on default data.
data volatilitas secara historis (historical volatility)
atas data default.
bank bjb juga telah mengembangkan proses Bank bjb has also developed a risk monitoring
pemantauan risiko yang dilakukan secara berkala process that is carried out periodically through the
melalui penerbitan laporan Root Cause of Credit issuance of the Root Cause of Credit Risk (RCCR)
Risk (RCCR) yang disampaikan kepada Direksi report submitted to the Directors and all relevant
dan seluruh Divisi terkait. Laporan Root Cause of Divisions. The Root Cause of Credit Risk (RCCR)
Credit Risk (RCCR) berisi analisa perkembangan report contains an analysis of the development
portofolio beserta kualitas kreditnya, serta of the portfolio and its credit quality, as well as
tingkat konsentrasi kredit baik berdasarkan sektor the level of credit concentration based on the
ekonomi, maupun debitur inti. Melalui laporan ini economic sector and core debtors. Through this
bank bjb mengembangkan mekanisme identifikasi report bank bjb develops a periodic identification
berkala atas potensi penurunan kualitas suatu mechanism for the potential deterioration in the
portofolio kredit sehingga menjadi masukan dalam quality of a credit portfolio so that it becomes
penyusunan strategi Manajemen Risiko. Dengan input in the preparation of a Risk Management
demikian maka penanganan atas kemungkinan strategy. Thus, the handling of the possibility of
penurunan kualitas portofolio kredit dapat segera decreasing the quality of the loan portfolio can
ditindaklanjuti sehingga menjadi Early Warning be immediately followed up so that it becomes an
Signal (EWS). Early Warning Signal (EWS).

Disamping itu bank bjb secara berkala melakukan Besides this, bank bjb regularly conducts stress
analisa stress test yang meliputi beberapa skenario test analysis which covers several main scenarios,
utama yaitu: namely:
- Portfolio Concentration Stress Test (Specific - Portfolio Concentration Stress Test (Specific
Market Crisis) Market Crisis)
Perhitungan stress test dengan pendekatan Calculation of stress tests using the portfolio
portfolio concentration bertujuan untuk concentration approach aims to calculate
menghitung perubahan Probability of changes in Probability of Default (PD) resulting
Default (PD) yang diakibatkan memburuknya from the deteriorating collectibility of all loans.
kolektibilitas seluruh kredit.
- Macro Economy Stress Test (General Market - Macro Economy Stress Test (General Market
Crisis) Crisis)
Perhitungan stress test dengan menggunakan Calculation of stress tests using
analisa makro ekonomi bertujuan untuk macroeconomic analysis aims to determine
mengetahui perubahan Probability of Default changes in Probability of Default (PD) caused
(PD) yang disebabkan oleh adanya pergerakan by movements in the USD/IDR exchange rate,
Kurs USD/IDR, perubahan Suku Bunga Acuan, changes in Reference Interest Rates, as well
serta perubahan Tingkat Inflasi dan Gross as changes in the Inflation Rate and Gross
Domestic Product (GDP). Domestic Product (GDP).
- Reverse Stress Test - Reverse Stress Test
Apabila pada pelaksanaan stress test pada If the implementation of stress tests generally
umumnya bertujuan untuk menghitung aims to calculate the impact of predetermined
dampak perubahan makro ekonomi yang telah macroeconomic changes on changes in the
ditentukan sebelumnya terhadap perubahan value of NPLs, Profit and Loss and CAR, and
nilai NPL, Profit and Loss serta CAR, dan Risk Weighted Assets (RWA), the calculation
Aktiva Tertimbang Menurut Risiko (ATMR) of stress tests with a reverse scenario aims
maka perhitungan stress test dengan skenario to determine changes in macro conditions
reverse bertujuan untuk mengetahui perubahan economics that have an impact on the decline
kondisi makro ekonomi yang berdampak pada in the value of the CAR to be below the
penurunan nilai CAR hingga berada di bawah provisions.
ketentuan.
Adapun output dari pelaksanaan stress test The output of the stress test is in the form of NPL,
tersebut berupa perhitungan NPL, Profit and Loss, Profit and Loss, and CAR calculations when stress
dan CAR saat terjadinya kondisi stress. conditions occur.

2020 Annual Report
Sistem Pengendalian Intern Comprehensive Internal Control System

yang Menyeluruh
bank bjb telah memiliki sistem pengendalian intern Bank bjb already has an internal control system
untuk manajemen risiko kredit dengan berpedoman for credit risk management based on SE OJK
pada SE OJK Nomor 34/SEOJK.03/2016 tanggal 1 Number 34/SEOJK.03/2016 dated September 1,
September 2016 Tentang Penerapan Manajemen 2016 concerning Application of Risk Management
Risiko bagi Bank umum. for commercial banks.
Dalam pelaksanaannya, sistem pengendalian In its implementation, the internal control system
intern untuk risiko kredit mencakup penerapan for credit risk includes the application of the
atas hal-hal sebagai berikut: following matters :
- Dipenuhinya kecukupan Kebijakan, Pedoman - ulfillment of the adequacy of Credit Policy,
dan Prosedur bidang perkreditan; Guidelines and Procedures in the field of credit;
- Dilakukannya review oleh unit kerja independen - Conduct a review by an independent work
atas rancangan Kebijakan, Pedoman dan unit on the draft Credit Policy, Guidelines and
Prosedur bidang perkreditan; Procedures;
- Dilakukannya review/kaji ulang atas metode - Conducting a review/review of the risk
pengukuran risiko oleh Divisi Manajemen Risiko measurement method by the Risk Management
yang mencakup penilaian kesesuaian metode, Division which includes an assessment of the
dan asumsi yang digunakan untuk mengukur suitability of the method, and the assumptions
risiko; used to measure risk
- Kaji ulang atas kepatuhan Bank terhadap - Review bank bjb’s compliance with internal and
ketentuan internal dan eksternal bidang external provisions in the credit sector.
perkreditan.
Dalam rangka optimalisasi pengendalian intern, In the context of optimizing internal control,
maka bank bjb juga telah melakukan pemisahan bank bjb has also performed a clear separation
fungsi yang jelas antara unit bisnis dan unit yang of functions between business units and units
melaksanakan pengendalian sehingga bank that carry out control so that bank bjb has
bjb telah menerapkan segregation of duty dan implemented segregation of duty and dual control
dual control dalam melakukan keputusan kredit. in making credit decisions. Internal control for
Pengendalian intern untuk manajemen risiko kredit credit risk management also includes supervision
juga mencakup pengawasan oleh Dewan Komisaris by the Board of Commissioners and the Board
dan Direksi secara berkala melalui pelaporan yang of Directors on a regular basis through reporting
disampaikan oleh Divisi Manajemen Risiko maupun submitted by the Risk Management Division and
pelaksanaan Risk Management Committee the implementation of the Risk Management
(RMC) yang beranggotakan Direksi serta pejabat Committee (RMC) consisting of Directors and
eksekutif terkait. Adapun pelaksanaan rapat related executive officers. The implementation
Komite Pemantau Risiko (KPR) telah dilaksanakan of Risk Monitoring Committee (KPR) meetings
secara berkala yang ditujukan untuk memantau has been held periodically aimed at monitoring
perkembangan eksposur risiko kredit sesuai the development of credit risk exposures in
dengan perkembangan terkini. accordance with the latest developments

Pengungkapan Kuantitatif Risiko Kredit Credit Risk Quantitative Disclosure
a. Pengungkapan Tagihan Bersih Berdasarkan a. Disclosure of Net Claims by Region -

Wilayah – Bank Secara Individual Bank individually
Tabel 2.1.a Pengungkapan Tagihan Bersih Berdasarkan Wilayah - Bank secara Individual
2.1.a Disclosure of Net Claims by Region - Bank individually
31 Desember 2020
December 31, 2020
Tagihan Bersih Berdasarkan Wilayah
No Kategori Portofolio
Net Claims by Area
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4
Total
Area 1 Area 2 Area 3 Area 4
1 Tagihan Kepada Pemerintah - - - - -
2 Tagihan Kepada Entitas 5,613,444 172,999 - - 5,786,443
Sektor Publik
3 Tagihan Kepada - Bank - - - - -
Pembangunan Multilateral dan
Lembaga Internasional
4 Tagihan Kepada Bank 2,061,665 412,349 11,903 622,899 3,108,816
5 Kredit Beragun Rumah Tinggal 5,912,142 292,999 83,652 104,865 6,393,658

6 Kredit Beragun Properti Komersial 39,507 - - - 39,507
7 Kredit Pegawai atau Pensiunan 57,397,344 1,216,642 665,890 442,823 59,722,699
8 Tagihan Kepada Usaha Mikro, Usaha 5,601,226 193,540 124,855 111,580 6,031,201
Kecil, dan Portofolio Ritel
9 Tagihan Kepada Korporasi 5,719,310 159,190 76,334 325,182 6,280,016
10 Tagihan Yang Telah Jatuh Tempo - - - - -
11 Aset Lainnya - - - - -
12 Eksposur di Unit Syariah - - - - -
Total 82,344,638 2,447,719 962,634 1,607,348 87,362,340
b. Pengungkapan Tagihan Bersih Berdasarkan b. Disclosure of Net Claims by Region - Bank

Wilayah – Bank Secara Secara Konsolidasi Consolidated with Subsidiary Companies
Dengan Perusahaan Anak
Tabel 2.1.b Pengungkapan Tagihan Bersih Berdasarkan Wilayah - Bank secara Konsolidasi
dengan Perusahaan Anak
2.1.b Disclosure of Net Claims by Region - Bank Consolidated with Subsidiary Companies
31 Desember 2020
December 31, 2020
Net Bill by Region
Total
2 Tagihan Kepada Entitas Sektor 5,613,444 172,999 - - 5,786,443
Publik
3 Tagihan Kepada - Bank - - - - -

2020 Annual Report
31 Desember 2020
December 31, 2020
Portfolio Category
Net Claims by Area
Total
- 331,491 - - - Claims to Government
- - - - - Claims on Public Sector Entities
- - - - - Claims on Multilateral Development

Banks and International Institutions
- 224,809 17,131 58,350 334,010 Claims on Banks
2,001,327 1,819,065 870,630 785,657 577,538 Home-backed mortgage loans

16,620,632 10,515,742 14,582,171 8,956,931 2,859,277 Commercial Property Backed Loans
- - - - - Employee / Retiree Loans
2,138,087 2,443,116 1,460,245 1,461,071 1,387,489 Claims on Micro, Small Business and
Retail Portfolios
4,442,637 5,105,902 777,861 968,373 775,116 Claims on the Corporation
- - - - - Claims That Have Been Due Date
- - - - - Other Assets
- - - - - Exposure to Sharia Business Units
25,202,683 20,440,124 17,708,038 12,230,382 5,933,430 Total
31 Desember 2020
December 31, 2020
Portfolio Category
Net Bill by Region
Total
26,235,934 664,424 - - - Claims to Government
347,416 - - - - Claims on Public Sector Entities
- - - - - Claims on Multilateral Development


31 Desember 2020
December 31, 2020
Net Bill by Region
Total
4 Tagihan Kepada Bank 2,061,665 412,349 11,903 622,899 3,108,816
5 Kredit Beragun Rumah Tinggal 5,912,142 292,999 83,652 104,865 6,393,658
6 Kredit Beragun Properti Komersial 39,507 - - - 39,507
7 Kredit Pegawai atau Pensiunan 57,397,344 1,216,642 665,890 442,823 59,722,699
8 Tagihan Kepada Usaha Mikro, Usaha 5,934,151 193,540 124,855 111,579 6,364,125
Kecil, dan Portofolio Ritel
9 Tagihan Kepada Korporasi 5,719,310 159,190 76,334 325,182 6,280,016
12 Eksposur di Unit Syariah 5,604,416 - - - 5,604,416
Total 88,281,979 2,447,719 962,634 1,607,348 93,299,680
c. Pengungkapan Tagihan Bersih Berdasarkan c. Disclosure of Net Claims Based on Remaining

Sisa Jangka Waktu Kontrak – Bank Secara Contract Period - Bank individually
Secara Individual
Tabel 2.2.a Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak -
Bank secara Individual
2.2.a Disclosure of Net Claims Based on Remaining Contract Period - Bank individually
31 Desember 2020
December 31, 2020
Tagihan Bersih Bedasarkan Sisa Jangka Waktu Kontrak
Net Receivables based on the Remaining Term of the Contract
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
<1 Tahun >5 Tahun Kontraktual
Tahun Tahun Total
< 1 year >5 Year Non-
> 1 year up > 3 years
contractual
to 3 years to 5 years
1 Tagihan Kepada Pemerintah - - - - - -
2 Tagihan Kepada Entitas Sektor 4,320,741 585,697 - 880,005 - 5,786,443

Publik
3 Tagihan Kepada - Bank - - - - - -
4 Tagihan Kepada Bank 401,801 1,828,521 817,176 61,318 - 3,108,816
5 Kredit Beragun Rumah Tinggal 24,874 470,315 460,537 5,437,932 - 6,393,658
6 Kredit Beragun Properti Komersial 39,507 - - - - 39,507
7 Kredit Pegawai atau Pensiunan 755,103 9,176,283 8,589,158 41,202,154 - 59,722,698
8 Tagihan Kepada Usaha Mikro, 2,723,421 1,874,509 871,750 561,520 - 6,031,200

Usaha Kecil, dan Portofolio Ritel
9 Tagihan Kepada Korporasi 3,544,503 1,752,575 667,271 315,669 - 6,280,018
10 Tagihan Yang Telah Jatuh Tempo - - - - - -
11 Aset Lainnya - - - - - -

2020 Annual Report
31 Desember 2020
December 31, 2020
Portfolio Category
Net Bill by Region
Total
4,021,256 268,168 32,107 68,318 383,546 Claims on Banks
2,495,800 1,774,112 793,977 756,925 496,920 Home-backed mortgage loans
16,091 - - - - Commercial Property Backed Loans
18,067,498 10,346,148 13,609,221 8,492,046 2,648,240 Employee / Retiree Loans
2,722,019 2,203,955 1,518,665 1,643,045 1,404,785 Claims on Micro, Small Business and
Retail Portfolios
5,669,569 3,350,870 271,403 470,478 736,211 Claims on the Corporation
97,999 - - - - Claims That Have Been Due Date
6,281,235 - - - - Other Assets
- - - - - Exposure to Sharia Business Units
65,954,817 18,607,677 16,225,373 11,430,812 5,669,702 Total
31 Desember 2019
December 31, 2019
Portfolio Category
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
Tahun Tahun Total
<1 year > 5 Years Non-
> 1 year to > 3 years
Contractual
3 years to 5 years
331,491 - - - - 331,491 Claims to Government
- - - - - - Claims on Public Sector Entities
- - - - - - Claims on Multilateral Development

22,533 238,640 260,887 112,240 - 634,300 Claims on Banks
16,492 236,636 556,430 5,244,659 - 6,054,217 Home-backed mortgage loans
445,185 3,637,559 6,879,680 42,572,330 - 53,534,753 Commercial Property Backed Loans
- - - - - - Employee / Retiree Loans
3,298,895 2,745,136 2,217,408 628,569 - 8,890,008 Claims on Micro, Small Business and
Retail Portfolios
5,762,782 2,793,034 2,059,489 1,454,583 - 12,069,888 Claims on the Corporation
- - - - - - Claims That Have Been Due Date
- - - - - - Other Assets

31 Desember 2020
December 31, 2020
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
Tahun Tahun Total
> 1 year up > 3 years
contractual
to 3 years to 5 years
12 Eksposur di Unit Syariah -
Total 11,809,950 15,687,900 11,405,892 48,458,598 - 87,362,340
d. Pengungkapan Tagihan Bersih Berdasarkan d. Disclosure of Net Claims Based on Remaining

Sisa Jangka Waktu Kontrak – Bank Secara Contract Period - Bank in Consolidation with
Konsolidasi dengan Perusahaan Anak Subsidiary Companies
2.2.b Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak - Bank secara
Konsolidasi dengan Perusahaan Anak
2.2.b Disclosure of Net Claims Based on Remaining Contract Period - Bank in Consolidation
with Subsidiary Companies
31 Desember 2020
December 31, 2020
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
Tahun Tahun Total
contractual
3 years to 5 years
2 Tagihan Kepada Entitas Sektor 4,320,741 585,697 - 880,005 - 5,786,443

Publik
3 Tagihan Kepada - Bank - - - - - -
4 Tagihan Kepada Bank 401,801 1,828,521 817,176 61,318 - 3,108,816
5 Kredit Beragun Rumah Tinggal 24,874 470,315 460,537 5,437,932 - 6,393,658
6 Kredit Beragun Properti Komersial 39,507 - - - - 39,507
7 Kredit Pegawai atau Pensiunan 755,103 9,176,283 8,589,158 41,202,154 - 59,722,698
8 Tagihan Kepada Usaha Mikro, 2,723,421 2,207,433 871,750 561,520 - 6,364,124

Usaha Kecil, dan Portofolio Ritel
9 Tagihan Kepada Korporasi 3,544,503 1,752,575 667,271 315,669 - 6,280,018
11 Aset Lainnya - - - - - -
12 Eksposur di Unit Syariah 581,109 342,875 1,214,813 3,465,619 - 5,604,416
Total 12,391,059 16,363,699 12,620,705 51,924,217 - 93,299,680

2020 Annual Report
31 Desember 2019
December 31, 2019
Portfolio Category
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
Tahun Tahun Total
<1 year > 5 Years Non-
Contractual
3 years to 5 years
- - - - - - Exposure to Sharia Business Units
- - - - - - Total
31 Desember 2019
December 31, 2019
Kategori Portofolio
> 1 Tahun > 3 Tahun
Non
s.d 3 s.d 5
Tahun Tahun Total
<1 Year >5 Year Non-
contractual
3 years to 5 years
26,235,934 664,424 - - - 26,900,358 Claims to Government
347,416 - - - - 347,416 Claims on Public Sector Entities
- - - - - - Claims on Multilateral Development Banks

and International Institutions
4,021,256 176,780 442,859 132,500 - 4,773,395 Claims on Banks
663,594 192,849 596,542 4,864,749 - 6,317,734 Home-backed mortgage loans
16,091 - - - - 16,091 Commercial Property Backed Loans
2,147,058 3,896,480 6,715,071 40,404,544 - 53,163,153 Employee / Retiree Loans
1,147,090 5,431,001 2,507,735 406,643 - 9,492,469 Claims on Micro, Small Business and
Retail Portfolios
2,755,985 6,123,929 472,140 1,146,477 - 10,498,531 Claims on the Corporation
97,999 - - - - 97,999 Claims That Have Been Due Date
6,281,235 - - - - 6,281,235 Other Assets
- - - - - - Exposure to Sharia Business Units
- - - - - - Total

e. Pengungkapan Tagihan Bersih Berdasarkan e. Disclosures of Net Claims by Economic Sector

Sektor Ekonomi – Bank Secara Individual - Individual Banks
Tabel 2.3.a Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi -

2.3.a Disclosures of Net Claims by Economic Sector - Individual Banks
Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
Tagihan Kepada Beragun
dan Lembaga Tagihan
Kepada Entitas Sektor Rumah
Sektor Ekonomi Internasional Kepada Bank
No Pemerintah Publik Tinggal
Economic Sector Claims on Claims on
Claims to Claims on Residential
Multilateral Banks
Government Public Sector mortgage
Banks and
Entities backed loans
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
POSISI TANGGAL LAPORAN 2020 / POSITION OF THE 2020 REPORT DATE
1 Pertanian, perburuan dan - 93,657 - - -

Kehutanan
Agriculture, hunting and
forestry
2 Perikanan / Fishery - - - - -
3 Pertambangan dan Penggalian - - - - -

Mining and excavation
4 Industri pengolahan - 354,713 - - -
Processing industry
5 Listrik, Gas dan Air - 24,630 - - -
Electricity, Gas and Water
6 Konstruksi / Construction - 2,670,384 - - -
7 Perdagangan besar dan eceran - 1,094,501 - - -

Wholesale and retail trade
8 Penyediaan akomodasi dan - - - - -
penyediaan makan minum
Provision of accommodation
and provision of food and drink
9 Transportasi, pergudangan dan - 687,821 - 1,085 -
komunikasi
Transportation, warehousing
and communication
10 Perantara keuangan - - - - -
Financial intermediaries
11 Real estate, usaha persewaan - - - 180,228 1,574
dan jasa perusahaan
Real estate, rental business and
business services
12 Administrasi Pemerintahan, - - - - -
pertahanan dan jaminan sosial
wajib
Government Administration,
defense and mandatory social
security
13 Jasa pendidikan - - - - -
Educational services
14 Jasa kesehatan dan kegiatan - - - 25,375 -
sosial
Health services and social
activities

2020 Annual Report
Kredit Tagihan Kepada Eksposur di

Kredit Tagihan yang
Beragun Usaha Mikro, Tagihan Unit Syariah
Pegawai/ Telah Jatuh
Properti
Pensiunan
Usaha Kecil dan Kepada
Tempo Aset Lainnya (apabila
Komersial Portofolio Ritel Korporasi ada)
Employee/ Claims That Other Assets
Commercial Claims on Micro, Claims on Exposure in
Retirement Have Been
Property Small and Retail Corporations the Sharia
Credit Due Date
Backed Loans Portfolios Unit (if any)
(8) (9) (10) (11) (12) (13) (14)

- 30 655,553 103,302 - - -
- - - - - - -
- - 29,439 43,835 - - -
- 578 503,018 1,054,461 - - -
- - 24,573 73,625 - - -
- 119 2,027,301 415,549 - - -
39,507 42,446 1,990,961 1,382,414 - - -
- - - - - - -
- - 67,942 446,843 - - -
- - - - - - -
- 33 426,392 367,269 - - -
- - - - - - -
- - - - - - -
- 11,756 287,356 398,390 - - -

Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
dan Lembaga Tagihan
Multilateral Banks
Banks and
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
15 Jasa kemasyarakatan, - - - - -
sosial budaya, hiburan dan
perorangan lainnya
Community services, social
culture, entertainment and
other individuals
16 Jasa perorangan yang melayani - - - - -
rumah tangga
Individual services serving
households
17 Badan internasional dan badan - - - - -
ekstra internasional lainnya
International agencies and
other extra international
agencies
18 Kegiatan yang belum jelas - - - - -
batasannya
Activities that have no clear
boundaries
19 Bukan Lapangan Usaha - - - - -
Not a Business Field
20 Lainnya / Others - 860,738 - 2,902,127 6,392,082
Total - 5,786,444 - 3,108,815 6,393,656
1 Pertanian, perburuan dan - 7,443 605,903 285,183 -

Kehutanan
forestry
2 Perikanan / Fishery - - 4,075 36,905 -
3 Pertambangan dan Penggalian - - 10,950 33,328 -

4 Industri pengolahan - - 513,062 451,408 -
Processing industry
5 Listrik, Gas dan Air - - 6,148 16,637 -
6 Konstruksi / Construction - - 2,544,646 2,392,969 -
7 Perdagangan besar dan eceran - 5,049 1,748,069 1,860,686 -

8 Penyediaan akomodasi dan - - 17,523 135,189 -
9 Transportasi, pergudangan dan - - 73,817 158,224 -
komunikasi
and communication
10 Perantara keuangan - 56,958 1,985,478 620,374 -

2020 Annual Report

Kredit Tagihan yang
Properti
Pensiunan
Credit Due Date
(8) (9) (10) (11) (12) (13) (14)

- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- 59,667,737 18,667 1,994,329 - - -

39,507 59,722,699 6,031,202 6,280,017 - - -
- - - - - - -
- - - - - - -
- - - 3,533 - - -
- - - 42,650 - - -
- - - 196 - - -
- - - 1,961,938 - - -
- - - 264,776 - - -
- - - 33,324 - - -
- - - 15,630 - - -
- - - 2,195,133 - - -

Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
dan Lembaga Tagihan
Multilateral Banks
Banks and
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
11 Real estate, usaha persewaan - 564,849 1,606,517 2,438,259 2,247
dan jasa perusahaan
business services
12 Administrasi Pemerintahan, 331,491 - - 479 -
wajib
security
13 Jasa pendidikan - - 4,010 46,189 -
14 Jasa kesehatan dan kegiatan - - 61,548 84,719 -
sosial
activities
15 Jasa kemasyarakatan, - - 25,040 308,434 -
perorangan lainnya
other individuals
16 Jasa perorangan yang melayani - - - 10,055 -
rumah tangga
households
17 Badan internasional dan badan - - - 332 -
agencies
batasannya
boundaries
20 Lainnya / Others - - 2,863,101 10,640 1,264,005
Total 331,491 634,300 12,069,888 8,890,008 1,266,253

2020 Annual Report

Kredit Tagihan yang
Properti
Pensiunan
Credit Due Date
(8) (9) (10) (11) (12) (13) (14)

- - - 1,848,321 - - -
- - - 41,953 - - -
- - - 345 - - -
- - - 5,218 - - -
- - - 20,130 - - -
- - - - - - -
- - - - - - -
- - - - - - -
- 46,701,356 - 438,387 - - -
2,575,315 2,212,650 53,534,753 2,000,040 - 5,823,345 -

2,575,315 48,914,006 53,534,753 8,871,574 - 5,823,345 -

f. Pengungkapan Tagihan Bersih Berdasarkan f. Disclosure of Claims and Reserves by Region -

Sektor Ekonomi – Bank Secara Konsolidasi Bank individually
Tabel 2.3.b Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi - Bank secara
Tabel 2.4.a Disclosure of Claims and Reserves by Region - Bank individually
Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
dan Lembaga Tagihan
Multilateral Banks
Banks and
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
1 Pertanian, perburuan dan - 93,657 - - -

Kehutanan
forestry

4 Industri pengolahan - 354,713 - - -
Processing industry
5 Listrik, Gas dan Air - 24,630 - - -
6 Konstruksi / Construction - 2,670,384 - - -
7 Perdagangan besar dan eceran - 1,094,501 - - -

9 Transportasi, pergudangan dan - 687,821 - 1,085 -
komunikasi
and communication
10 Perantara keuangan - - - - -
dan jasa perusahaan
business services
12 Administrasi Pemerintahan, - - - - -
wajib
security
14 Jasa kesehatan dan kegiatan - - - 25,375 -
sosial
activities

2020 Annual Report

Kredit Tagihan yang
Properti
Pensiunan
Credit Due Date
(8) (9) (10) (11) (12) (13) (14)

- - 30 655,553 103,302 - - 5,054
- - - - - - -
- - 29,439 43,835 - - 2,879
- 578 503,018 1,054,461 - - 5,254
- - 24,573 73,625 - - 10
- 119 2,027,301 415,549 - - 10,818
39,507 42,446 1,990,961 1,382,414 - - 40,531
- - - - - - -
- - 67,942 446,843 - - 11,056
- - - - - - -
- 33 426,392 367,269 - - 95,156
- - - - - - -
- - - - - - -
- 11,756 287,356 398,390 - - 73,986

Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
dan Lembaga Tagihan
Multilateral Banks
Banks and
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
perorangan lainnya
other individuals
rumah tangga
households
agencies
batasannya
boundaries
20 Lainnya / Others - 860,738 - 2,902,127 6,392,082
Total - 5,786,444 - 3,108,815 6,393,656
1 Pertanian, perburuan dan - - - 6,495 996,391

Kehutanan
forestry

4 Industri pengolahan - - - - -
Processing industry
5 Listrik, Gas dan Air - - - - -
6 Konstruksi / Construction - - - - -
7 Perdagangan besar dan eceran - - - 8,449 -

9 Transportasi, pergudangan dan - - - - -
komunikasi
and communication
10 Perantara keuangan - - - 56,499 -
dan jasa perusahaan
business services

2020 Annual Report

Kredit Tagihan yang
Properti
Pensiunan
Credit Due Date
(8) (9) (10) (11) (12) (13) (14)

- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- 59,667,737 351,591 1,994,329 - - 5,359,672

39,507 59,722,699 6,364,126 6,280,017 - - 5,604,416
- - 48,082 - - - -
- - 7,360 - - - -
- - 9,548 3,533 - - -
- - 88,477 42,650 - - -
- - 3,473 196 - - -
- - 7,407,421 1,961,938 - - -
- - 359,822 264,776 - - -
- - 12,407 33,324 - - -
- - 14,345 15,630 - - -
- - 144,878 2,195,133 - - -
- - 503,916 1,848,321 - - -

Tagihan
Kepada Bank
Tagihan Kredit
Multilateral
dan Lembaga Tagihan
Multilateral Banks
Banks and
International
Institutions
(1) (2) (3) (4) (5) (6) (7)
12 Administrasi Pemerintahan, 664,424 - - - -
wajib
security
14 Jasa kesehatan dan kegiatan - - - - -
sosial
activities
perorangan lainnya
other individuals
rumah tangga
households
agencies
batasannya
boundaries
19 Bukan Lapangan Usaha - - - - 6,810
20 Lainnya / Others 26,235,934 347,416 - 4,021,258 5,311,009
Total 26,900,358 347,416 - 4,773,395 6,317,734

2020 Annual Report

Kredit Tagihan yang
Properti
Pensiunan
Credit Due Date
(8) (9) (10) (11) (12) (13) (14)

- - 150,530 41,953 - - -
- - 8,731 345 - - -
- - 18,398 5,218 - - -
- - 27,595 20,130 - - -
- - 318 - - - -
- - - - - - -
- - - - - - -
- 46,701,356 - 438,387 - - -
16,091 6,461,797 687,169 3,626,997 97,999 6,281,235 -

16,091 53,163,153 9,492,469 10,498,531 97,999 6,281,235 -

g. Pengungkapan Tagihan dan Pencadangan g. Disclosure of Claims and Reserves by Region -

Berdasarkan Wilayah – Bank Secara Individual Bank individually
Tabel 2.4.a Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah - Bank secara
Individual
Tabel 2.4.a Disclosure of Claims and Reserves by Region - Bank individually
31 Desember 2020
December 31, 2020
Tagihan Berdasarkan Wilayah
No Keterangan
Net Bill by Region
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4 Wilayah 5
Total
Area 1 Area 2 Area 3 Area 4 Area 5
1 Tagihan 83,908,948 2,557,578 978,161 852,633 798,262 89,095,582
2 Tagihan yang mengalami - - - - - -

penurunan nilai
a. Belum jatuh tempo 1,116,491 95,667 16,742 12,895 1,897 1,243,692
b. Telah jatuh tempo - - - - - -

3 Cadangan Kerugian Penurunan 354,562 15,881 - 5,278 - 375,721
Nilai (CKPN) - Individual
4 Cadangan Kerugian Penurunan 1,209,749 93,978 15,527 23,528 14,740 1,357,522
Nilai (CKPN) - Kolektif
5 Tagihan yang dihapusbuku 256,397 7,621 2,997 2,565 2,440 272,020
h. Pengungkapan Tagihan dan Pencadangan h. Disclosure of Claims and Reserves by Region -

Berdasarkan Wilayah – Bank Secara Bank Consolidated with Subsidiary Companies
Tabel 2.4.b Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah - Bank secara
2.4.b Disclosure of Claims and Reserves by Region - Bank Consolidated with Subsidiary
Companies
31 Desember 2020
December 31, 2020
No Keterangan
Net Bill by Region
Total
1 Tagihan 90,025,809 2,557,578 978,161 852,633 798,262 95,212,443
2 Tagihan yang mengalami - - - - - -

penurunan nilai
a. Belum jatuh tempo 1,311,172 95,667 16,742 12,895 1,897 1,438,373
b. Telah jatuh tempo - - - - - -
3 Cadangan Kerugian Penurunan 511,655 15,881 - 5,278 - 532,814

Nilai (CKPN) - Individual
4 Cadangan Kerugian Penurunan 1,232,176 93,978 15,527 23,528 14,740 1,379,949
Nilai (CKPN) - Kolektif
5 Tagihan yang dihapusbuku 315,208 7,621 2,997 2,565 2,440 330,831

2020 Annual Report
31 Desember 2019
December 31, 2020
Description
Net Bill by Region
Total
22,914,541 18,203,030 16,070,957 11,144,855 5,587,718 73,921,101 Claims
- Claims that have been impaired
308,300 404,647 154,417 285,957 81,984 1,235,305 a. Not yet due
- b. Is due
94,223 49,309 72,706 34,927 16,289 267,454 Allowance for impairment losses
(CKPN) - Individual
81,510 169,927 7,469 136,725 16,788 412,418 Allowance for impairment
losses (CKPN) - Collective
- - - - - - Deleted book Claims
31 Desember 2019
December 31, 2019
Information
Net Bill by Region
Total
- - - - - - Claims
- - - - - - Claims that have been impaired
341,327 404,647 154,417 285,957 81,984 1,268,332 a. Not yet due
- - - - - - b. Is due
150,772 165,324 100,230 116,583 27,185 560,094 Allowance for impairment losses
(CKPN) - Individual
13,921 33,028 6,517 10,997 4,198 68,661 Allowance for impairment
losses (CKPN) - Collective
- - - - - - Deleted book Claims

i. Pengungkapan Tagihan dan Pencadangan h. Disclosure of Receivables and Allowances by

Berdasarkan Sektor Ekonomi – Bank Secara Economic Sector - Individual Banks
Individual
Tabel 2.5.a Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi - Bank
secara Individual
Table 2.5.a Disclosure of Receivables and Allowances by Economic Sector - Individual Banks
Tagihan yang Cadangan Cadangan

Mengalami Kerugian Kerugian
Tagihan
Penurunan Nilai Penurunan Penurunan
yang
Decreased Claims Nilai (CKPN) Nilai (CKPN)
dihapus
Sektor Ekonomi Tagihan Individual Kolektif
No Belum buku
Economic Sector Claims Telah Allowance for Reserve for
Jatuh Deleted
Jatuh impairment impairment
Tempo book
Tempo losses losses
Not yet Claims
Matured (CKPN) (CKPN)
due Individual Collective
(1) (2) (3) (4) (5) (6) (7) (8)
POSISI TANGGAL LAPORAN 2020 / POSITION DATE REPORT 2020
1 Pertanian, perburuan dan 886,046 22,645 - 6,140 27,365 -

Kehutanan
forestry
2 Perikanan / Fishery - - - - - -
3 Pertambangan dan 203,417 127,747 - 124,273 5,870 -

Penggalian
4 Industri pengolahan 1,989,340 44,293 - 20,048 56,523 -
Processing industry
5 Listrik, Gas dan Air 124,763 - - - 1,935 -
6 Konstruksi / Construction 5,520,786 349,811 - 147,088 260,345 -
7 Perdagangan besar dan 4,805,884 183,026 - 9,983 246,073 -

eceran
8 Penyediaan akomodasi dan - - - - - -
and provision of food and
drink
9 Transportasi, pergudangan 1,221,242 67 - - 17,552 -
dan komunikasi
and communication
10 Perantara keuangan - - - - - -
11 Real estate, usaha 1,053,925 64,986 - 21,938 56,490 -
persewaan dan jasa
perusahaan
Real estate, rental business
and business services
12 Administrasi Pemerintahan, - - - - - -
pertahanan dan jaminan
sosial wajib
defense and mandatory
social security
13 Jasa pendidikan - - - - - -

2020 Annual Report

Tagihan
yang
dihapus
No Belum buku
Jatuh Deleted
Tempo book
Tempo losses losses
Not yet Claims
(1) (2) (3) (4) (5) (6) (7) (8)
14 Jasa kesehatan dan kegiatan 742,073 6,934 - - 19,197 -
sosial
activities
15 Jasa kemasyarakatan, - - - - - -
perorangan lainnya
other individuals
16 Jasa perorangan yang - - - - - -
melayani rumah tangga
households
17 Badan internasional dan - - - - - -
badan ekstra internasional
lainnya
agencies
18 Kegiatan yang belum jelas - - - - - -
batasannya
boundaries
19 Bukan Lapangan Usaha - - - - - -
20 Lainnya / Others 72,548,106 444,183 - 46,250 666,172 272,020
Total 89,095,582 1,243,692 - 375,720 1,357,522 272,020
1 Pertanian, perburuan dan 898,529 713,144 185,385 78,324,130,907 8,937,192,263 -

Kehutanan
forestry
2 Perikanan / Fishery 40,980 40,328 652 - 911,328,491 -
3 Pertambangan dan 44,277 35678.07413 8,599 2,181,745,846 1,806,246,543 -

Penggalian
4 Industri pengolahan 964,470 937715.1357 26,755 18,767,948,406 9,035,315,786 -
Processing industry
5 Listrik, Gas dan Air 22,784 22,784 - - 25,408,790 -
6 Konstruksi / Construction 4,937,615 4481186.024 456,429 194,170,057,985 27,629,786,888 -
7 Perdagangan besar dan 3,613,804 3481212.678 132,592 11,417,688,100 71,427,709,938 -

eceran
8 Penyediaan akomodasi dan 152,712 152,465 247 1,143,429,319 4,075,104,292 -
drink


Tagihan
yang
dihapus
No Belum buku
Jatuh Deleted
Tempo book
Tempo losses losses
Not yet Claims
(1) (2) (3) (4) (5) (6) (7) (8)
9 Transportasi, pergudangan 232,041 231906.3719 135 - 253,351,364 -
dan komunikasi
and communication
10 Perantara keuangan 2,662,810 2,617,213 45,597 66,299,053,100 3,199,352,851 -
11 Real estate, usaha 4,611,872 4,568,456 43,416 17,656,533,595 8,150,150,710 -
persewaan dan jasa
perusahaan
12 Administrasi Pemerintahan, 331,970 331,970 - - 95,824,089 -
sosial wajib
social security
13 Jasa pendidikan 50,199 49,968 231 - 112,648,210 -
14 Jasa kesehatan dan kegiatan 146,267 145728.4857 539 - 276,456,765 -
sosial
activities
15 Jasa kemasyarakatan, 333,474 331354.475 2,120 - 1,524,678,719 -
perorangan lainnya
other individuals
16 Jasa perorangan yang 10,055 10,055 - - 3,474,487 -
households
17 Badan internasional dan 332 332 - - 11,786 -
lainnya
agencies
18 Kegiatan yang belum jelas -
batasannya
boundaries
20 Lainnya / Others 62,460,463 62,452,110 8,353 22,457,378,545 129,990,060,540 -
Total 81,514,657 80,603,606 911,051 412,417,965,803 267,454,102,513 -

2020 Annual Report
j. Pengungkapan Tagihan dan Pencadangan j. Disclosure of Receivables and Allowances by

Berdasarkan Sektor Ekonomi – Bank Secara Economic Sector - Bank Consolidated with
Tabel 2.5.b Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi - Bank
secara Konsolidasi dengan Perusahaan Anak
Table 2.5.b Disclosure of Receivables and Allowances by Economic Sector - Bank
Consolidated with Subsidiary Companies

Tagihan
yang
dihapus
No Belum buku
Jatuh Deleted
Tempo book
Tempo losses losses
Not yet Claims
(1) (2) (3) (4) (5) (6) (7) (8)
1 Pertanian, perburuan dan 893,133 22,645 - 6,140 27,365 -

Kehutanan
forestry
2 Perikanan / Fishery - - - - - -
3 Pertambangan dan 240,415 127,747 - 124,273 5,870 -

Penggalian
4 Industri pengolahan 2,077,008 49,721 - 20,048 56,523 -
Processing industry
5 Listrik, Gas dan Air 203,317 - - - 1,935 -
6 Konstruksi / Construction 5,702,266 400,243 - 147,088 260,345 -
7 Perdagangan besar dan 4,889,625 183,026 - 9,983 246,073 -

eceran
8 Penyediaan akomodasi dan - - - - - -
drink
9 Transportasi, pergudangan 1,611,821 1,219 - - 17,552 -
dan komunikasi
and communication
10 Perantara keuangan
11 Real estate, usaha 1,472,290 149,387 - 21,938 56,490 -
persewaan dan jasa
perusahaan
12 Administrasi Pemerintahan, - - - - - -
sosial wajib
social security


Tagihan
yang
dihapus
No Belum buku
Jatuh Deleted
Tempo book
Tempo losses losses
Not yet Claims
(1) (2) (3) (4) (5) (6) (7) (8)
13 Jasa pendidikan
14 Jasa kesehatan dan kegiatan 1,214,406 14,216 - - 19,197 -
sosial
activities
15 Jasa kemasyarakatan, - - - - - -
perorangan lainnya
other individuals
households
lainnya
agencies
batasannya
boundaries
20 Lainnya / Others 76,908,162 490,169 - 225,771 666,172 330,831
Total 95,212,443 1,438,373 - 555,241 1,357,522 330,831
1 Pertanian, perburuan dan 1,219,437 201,741 - 62,988 - -

Kehutanan
forestry
2 Perikanan / Fishery 33,149 698 451 311 - -
3 Pertambangan dan 46,535 245 46,290 319 - -

Penggalian
4 Industri pengolahan 441,134 26689 414,445 26,689 - -
Processing industry
5 Listrik, Gas dan Air 15,839 - - 9 - -
6 Konstruksi / Construction 5,273,630 320394 37,917 151,885 - -
7 Perdagangan besar dan 1,746,264 21289 10,575 97,295 - -

eceran
8 Penyediaan akomodasi dan 15,399 62 159 81 - -
drink

2020 Annual Report

Tagihan
yang
dihapus
No Belum buku
Jatuh Deleted
Tempo book
Tempo losses losses
Not yet Claims
(1) (2) (3) (4) (5) (6) (7) (8)
9 Transportasi, pergudangan 80,237 1095 1,330 471 - -
dan komunikasi
and communication
10 Perantara keuangan 2,836,258 19,939 69,344 44,846 - -
11 Real estate, usaha 4,708,517 35,038 4,913 12,570 - -
persewaan dan jasa
perusahaan
12 Administrasi Pemerintahan, 707,055 - - - - -
sosial wajib
social security
13 Jasa pendidikan 39,667 18 - 12 - -
14 Jasa kesehatan dan kegiatan 88,080 42 - 43 - -
sosial
activities
15 Jasa kemasyarakatan, 144,412 1749 221 1,786 - -
perorangan lainnya
other individuals
households
lainnya
agencies
batasannya
boundaries
19 Bukan Lapangan Usaha 46,975,631 1373 81,405 33,363 - -
20 Lainnya / Others - -
Total 64,371,244 630,372 667,050 432,668 - -

k. Pengungkapan Rincian Mutasi Cadangan j. Disclosure of Details on Movements of

Kerugian Penurunan Nilai – Bank Secara Allowance for Impairment Losses - Bank
Individual Individually
Tabel 2.6.a Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai - Bank secara
Individual
2.6.a Disclosure of Details of Movements for Impairment Losses - Bank individually
(dalam jutaan Rupiah / in million IDR)

December 31, 2020 December 31, 2020
Keterangan CKPN CKPN CKPN CKPN
No
Description Individual Kolektif Individual Kolektif
Individual Collective Individual Collective
CKPN CKPN CKPN CKPN
1 Saldo awal CKPN / Initial CKPN balance 267,454 412,410 165,947 401,317
2 Pembentukan (pemulihan) CKPN pada periode berjalan - - - -

(Net) / Establishment (recovery) of CKPN in the current
period (Net)
2.a Pembentukan CKPN pada periode berjalan 273,664 721,969 593,259 -
2.a Establishment of CKPN in the current period
2.b Pemulihan CKPN pada periode berjalan (83,680) (784,810) - (70,682)
2.b Recovery of CKPN in the current period
3 CKPN yang digunakan untuk melakukan hapus buku atas (286,385) - (462,648) -
tagihan pada peride berjalan
CKPN which is used to delete books on bills on the current
platform
4 Pembentukan (pemulihan) lainnya pada periode berjalan 204,667 1,007,952 - -
Other formation (recovery) in the current period
Saldo akhir CKPN / CKPN Ending balance 375,720 1,357,522 296,558 330,635

2020 Annual Report
l. Pengungkapan Rincian Mutasi Cadangan l. Disclosure of Details of Movements for

Kerugian Penurunan Nilai – Bank Secara Impairment Losses - Consolidated Banks with
Tabel 2.6.b Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai - Bank secara
Tabel 2.6.b Disclosure of Details of Movements for Impairment Losses - Consolidated Banks

Keterangan CKPN CKPN CKPN CKPN
No
Description Individual Kolektif Individual Kolektif
Individual Collective Individual Collective
CKPN CKPN CKPN CKPN
1 Saldo awal CKPN / Initial CKPN balance 267,454 437,846 165,947 401,317
2 Pembentukan (pemulihan) CKPN pada periode berjalan - - - -

(Net) / Establishment (recovery) of CKPN in the current
period (Net)
2.a Pembentukan CKPN pada periode berjalan - 708,538 593,259 -
2.a Establishment of CKPN in the current period
2.b Pemulihan CKPN pada periode berjalan (96,401) (798,241) - (70,682)
2.b Recovery of CKPN in the current period
3 CKPN yang digunakan untuk melakukan hapus buku atas - 286,385 (462,648) -
tagihan pada peride berjalan
CKPN which is used to delete books on bills on the current
platform
4 Pembentukan (pemulihan) lainnya pada periode berjalan 204,667 721,567 - -
Other formation (recovery) in the current period
Saldo akhir CKPN / CKPN Ending balance 375,720 1,356,095 296,558 330,635

m. Pengungkapan Tagihan Bersih Berdasarkan m. Disclosure of Net Claims by Portfolio Category

Kategori Portofolio dan Skala Peringkat – and Rating Scale - Bank individually
Bank Secara Individual
Tabel 3.1.a Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofoilio dan Skala
Peringkat - Bank secara Individual
Table 3.1.a Disclosure of Net Claims by Portfolio Category and Rating Scale - Bank individually
31 Desember 2020 / 31 December 2020
Tagihan Bersih / Net Bill
Lembaga
Peringkat Jangka Panjang
Pemeringkat
Long Term Rating
Rating Agency
Standards and AA+ s.d BBB+ s.d

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

Fitch Rating AAA A+ s.d A-
AA- BBB-
Kategori Portofolio
No Baa1 s.d
Portfolio Category Moody's Aaa Aa1 s.d Aa3 A1 s.d A3
Baa3
AA+(idn) BBB+(idn)
PT. Fitch Ratings A+(idn) s.d.
AAA (idn) s.d AA- s.d BBB-
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
PT. ICRA Indonesia [Idr] AAA s.d [Idr] s.d [Idr]
[Idr]A-
AA- BBB-
PT Pemeringkat idA+ s.d id BBB+ s.d

idAAA
Efek Indonesia id A- id BBB-
1 Tagihan Kepada Pemerintah - - - -

Claims to Government
2 Tagihan Kepada Entitas Sektor Publik - - - -

Claims on Public Sector Entities
3 Tagihan Kepada - Bank Pembangunan - - - -

Multilateral dan Lembaga Internasional
Claims on - Multilateral Development Banks
and International Agencies
4 Tagihan Kepada Bank 1,074,181 151,958 1,446,790 280,050

Claims on Banks
5 Kredit Beragun Rumah Tinggal - - - -

Residential mortgage backed loans

2020 Annual Report
Peringkat Jangka Panjang Peringkat Jangka Pendek

Long Term Rating Short Term Rating
Kurang dari Kurang dari

B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
BB+ s.d BB- B+ s.d B- F1+ s.d F1 F2 F3
Less than Less than
B- F3

B3 P-3 Tanpa
Ba1 s.d Ba3 B1 s.d B3 P-1 P-2 P-3 Peringkat Total
Less than Less than
B3 P-3 No rating

BB+(idn)
B+(idn) s.d B-(idn) F1+(idn) s.d F3(idn)
s.d BB- F2(idn) F3(idn)
B-(idn) Less than F1(idn) Less than
(idn)
B- (idn) F3 (idn)

[Idr]BB+
[Idr]B+ s.d [Idr]B- [Idr]A1+ s.d [Idr]A2+ [Idr]A3+ [Idr]A3
s.d [Idr]
[Idr]B- Less than [Idr]A1 s.d [Idr]A2 s.d [Idr] A3 Less than
BB-
[Idr] B- [Idr] A3

id BB+ s.d id B+ s.d idB- idA3 s.d id idA4
idA1 idA2
id BB- id B- Less than A4 Less than
B- idA4
- - - - - - - 15,454,651 15,454,651
- - - - - - - 5,895,918 5,895,918
- - - - - - - - -
- - - - - - - 4,353,285 7,306,264
- - - - - - - 6,471,333 6,471,333

Lembaga
Pemeringkat
Long Term Rating
Rating Agency

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

AA- BBB-
Kategori Portofolio
No Baa1 s.d
Baa3
AA+(idn) BBB+(idn)
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
[Idr]A-
AA- BBB-

idAAA
6 Kredit Beragun Properti Komersial - - - -

Commercial Property Backed Loans
7 Kredit Pegawai atau Pensiunan - - - -

Employee or Retirement Credit
8 Tagihan Kepada Usaha Mikro, Usaha Kecil, - - - -

dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolios
9 Tagihan Kepada Korporasi 857,316 626,753 182,038 312,161

Claims on Corporations
10 Tagihan Yang Telah Jatuh Tempo - - - -

Claims That Have Been Due Date
11 Aset Lainnya - - - -
Other Assets
12 Eksposur di Unit Syariah - - - -

Exposure in the Sharia Unit

2020 Annual Report


B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
Less than Less than
B- F3

B3 P-3 Tanpa
Less than Less than
B3 P-3 No rating

BB+(idn)
(idn)
B- (idn) F3 (idn)

[Idr]BB+
s.d [Idr]
BB-
[Idr] B- [Idr] A3

idA1 idA2
B- idA4
- - - - - - - 40,215 40,215
- - - - - - - 60,212,121 60,212,121
- - - - - - - 6,185,549 6,185,549
- - 95,178 - - - - 8,829,172 10,902,618
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -

Tabel 3.1.a Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofoilio dan Skala
Table 3.1.a Disclosure of Net Claims by Portfolio Category and Rating Scale - Bank individually
Lembaga
Pemeringkat
Long Term Rating
Rating Agency

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

AA- BBB-
Kategori Portofolio
No Baa1 s.d
Baa3
AA+(idn) BBB+(idn)
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
[Idr]A-
AA- BBB-

idAAA

2 Tagihan Kepada Entitas Sektor Publik - - - - -

3 Tagihan Kepada - Bank Pembangunan - - - - -

4 Tagihan Kepada Bank - - - - -

Claims on Banks
5 Kredit Beragun Rumah Tinggal - - - - -

6 Kredit Beragun Properti Komersial - - - - -

7 Kredit Pegawai atau Pensiunan - - - - -

8 Tagihan Kepada Usaha Mikro, Usaha Kecil, - - - - -

9 Tagihan Kepada Korporasi - - - - -


Other Assets


2020 Annual Report


B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
Less than Less than
B- F3

B3 P-3 Tanpa
Less than Less than
B3 No rating

BB+(idn)
(idn)
B- (idn) F3 (idn)

[Idr]BB+
s.d [Idr]
BB-
[Idr] B- [Idr] A3

idA1 idA2
B- idA4
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -

n. Pengungkapan Tagihan Bersih Berdasarkan n. Disclosure of Net Claims by Portfolio Category

Kategori Portofolio dan Skala Peringkat – and Rating Scale - Bank individually
Bank Secara Konsolidasi dengan Perusahaan
Anak
Tabel 3.1.b Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofoilio dan Skala
Table 3.1.b Disclosure of Net Receivables by Portfolio Category and Rating Scale - Bank
individually
Lembaga
Pemeringkat
Long Term Rating
Rating Agency

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

AA- BBB-
Kategori Portofolio
No Baa1 s.d
Baa3
AA+(idn) BBB+(idn)
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
[Idr]A-
AA- BBB-

idAAA


3 Tagihan Kepada - Bank Pembangunan - - - -

4 Tagihan Kepada Bank 1,074,181 151,958 1,446,790 280,050

Claims on Banks



2020 Annual Report


B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
Less than Less than
B- F3

B3 P-3 Tanpa
Less than Less than
B3 P-3 No rating

BB+(idn)
(idn)
B- (idn) F3 (idn)

[Idr]BB+
s.d [Idr]
BB-
[Idr] B- [Idr] A3

idA1 idA2
B- idA4
- - - - - - - 15,454,651 15,454,651
- - - - - - - 5,895,918 5,895,918
- - - - - - - - -
- - - - - - - 4,353,285 7,306,264
- - - - - - - 6,471,333 6,471,333
- - - - - - - 40,215 40,215

Lembaga
Pemeringkat
Long Term Rating
Rating Agency

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

AA- BBB-
Kategori Portofolio
No Baa1 s.d
Baa3
AA+(idn) BBB+(idn)
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
[Idr]A-
AA- BBB-

idAAA
7 Kredit Pegawai atau Pensiunan - - - -

8 Tagihan Kepada Usaha Mikro, Usaha Kecil, - - - -

9 Tagihan Kepada Korporasi 857,316 626,753 182,038 312,161

10 Tagihan Yang Telah Jatuh Tempo - - - -

11 Aset Lainnya - - - -
Other Assets
12 Eksposur di Unit Syariah - - - -


2020 Annual Report


B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
Less than Less than
B- F3

B3 P-3 Tanpa
Less than Less than
B3 P-3 No rating

BB+(idn)
(idn)
B- (idn) F3 (idn)

[Idr]BB+
s.d [Idr]
BB-
[Idr] B- [Idr] A3

idA1 idA2
B- idA4
- - - - - - - 60,212,121 60,212,121
- - - - - - - 6,185,549 6,185,549
- - 95,178 - - - - 8,829,172 10,902,618
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -

Tabel 3.1.b Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofoilio dan Skala
Table 3.1.b Disclosure of Net Receivables by Portfolio Category and Rating Scale - Bank
individually
Lembaga
Pemeringkat
Long Term Rating
Rating Agency

AAA A+ s.d A-
Poor's AA- BBB-
AA+ s.d BBB+ s.d

AA- BBB-
Kategori Portofolio
No Baa1 s.d
Baa3
AA+(idn) BBB+(idn)
Indonesia A-(idn)
(idn) (idn)
[Idr]AA+ [Idr]BBB+
[Idr]A+ s.d
[Idr]A-
AA- BBB-

idAAA

2 Tagihan Kepada Entitas Sektor Publik - - - - -

3 Tagihan Kepada - Bank Pembangunan - - - - -

4 Tagihan Kepada Bank - - - - -

Claims on Banks
5 Kredit Beragun Rumah Tinggal - - - - -

6 Kredit Beragun Properti Komersial - - - - -

7 Kredit Pegawai atau Pensiunan - - - - -

8 Tagihan Kepada Usaha Mikro, Usaha Kecil, - - - - -

9 Tagihan Kepada Korporasi - - - - -


Other Assets


2020 Annual Report


B- A-3
BB+ s.d BB- B+ s.d B- A-1 A-2 A-3
Less than Less than
B- A-3

B- F3
Less than Less than
B- F3

B3 P-3 Tanpa
Less than Less than
B3 No rating

BB+(idn)
(idn)
B- (idn) F3 (idn)

[Idr]BB+
s.d [Idr]
BB-
[Idr] B- [Idr] A3

idA1 idA2
B- idA4
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -
- - - - - - - - -

Tabel 3.2.a. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Derivatif

Table 3.2.a. Counterparty Credit Risk Disclosure: Derivative Transactions
31 Desember 2020
Notional Ammount Tagihan Tagihan

Variabel yang Bersih Bersih
Mendasari Tagihan Kewajiban
No. >1 Tahun - Sebelum Setelah
Underlying Derivatif Derivatif
≤ 1 Tahun ≤5 Tahun >5 Tahun MRK MRK MRK
Variables Derivative Derivative
≤ 1 year > 1 year - > 5 Years Net Bill Net Bill
Receivables Liabilities
≤5 years Before After
MRK MRK
BANK SECARA INDIVIDUAL / BANK INDIVIDUALLY
1 Suku Bunga - - - - - - - -
Interest rate
2 Nilai Tukar - - - - - - - -
Exchange rate
3 Lainnya - - - - - - - -
Others
Total - - - - - - - -
BANK SECARA KONSOLIDASI / BANK CONSOLIDATED
1 Suku bunga - - - - - - - -
Interest rate
2 Nilai Tukar - - - - - - - -
Exchange rate
3 Saham - - - - - - - -
Stock
4 Emas - - - - - - - -
Gold
5 Logam selain - - - - - - - -
Emas
Metal other than
Gold
6 Lainnya - - - - - - - -
Others
Total - - - - - - - -

2020 Annual Report
Notional Ammount
Tagihan Tagihan
Tagihan Kewajiban
>1 Tahun - ≤5 Bersih Bersih
Derivatif Derivatif
≤ 1 Tahun Tahun >5 Tahun Sebelum MRK MRK Setelah MRK
Derivative Derivative
≤ 1 year > 1 year - ≤5 > 5 Years Net Bill Net Bill After
Receivables Liabilities
years Before MRK MRK
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -

o. Pengungkapan Risiko Kredit Pihak Lawan: o. Disclosure of Counterparty Credit Risk:

Transaksi Reverse Repo – Bank Secara Individual Repo-Bank Transactions
Individual
Tabel 3.2.b.1. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank secara
Individual
Table 3.2.b.1. Disclosure of Counterparty Credit Risk: Individual Repo-Bank Transactions
31 Desember 2020 / December 31, 2020

Nilai Wajar SSB Kewajiban
No Kategori Portofolio / Portfolio Category Repo Repo Tagihan Bersih
ATMR
Fair Value of Obligations of Net Claims
SSB Repo the Repo
3 Tagihan Kepada Bank Pembangunan Multilateral - - - -
dan Lembaga Internasional
Claims on Multilateral Development Banks and
International Institutions
4 Tagihan Kepada Bank - - - -
Claims on Banks
5 Tagihan Kepada Usaha Mikro dan Portofoio Ritel - - - -
Claims on Micro and Retail Portfolios
6 Taguhan Kepada Korporasi - - - -
7 Eksposur di Unit Usaha Syariah (apabila ada) - - - -
Exposure in the Sharia Business Unit (if any)
Total - - - -
Tabel 3.2.b.2. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank secara
Table 3.2.b.2. Disclosure of Counterparty Credit Risk: Consolidated Repo Transaction - Bank

Nilai Wajar SSB Kewajiban
No Kategori Portofolio / Portfolio Category Repo Repo Tagihan Bersih
ATMR
Fair Value of Obligations of Net Claims
SSB Repo the Repo
3 Tagihan Kepada Bank Pembangunan Multilateral - - - -
Claims on Multilateral Development Banks and
Claims on Banks
5 Tagihan Kepada Usaha Mikro dan Portofoio Ritel - - - -
Claims on Micro and Retail Portfolios
6 Taguhan Kepada Korporasi - - - -
Total - - - -

2020 Annual Report
Nilai Wajar SSB Repo Kewajiban Repo Tagihan Bersih

ATMR
Fair Value of SSB Repo Obligations of the Repo Net Claims
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
Nilai Wajar SSB Repo Kewajiban Repo Tagihan Bersih

ATMR
Fair Value of SSB Repo Obligations of the Repo Net Claims
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -

p. Pengungkapan Risiko Kredit Pihak Lawan: p. Disclosure of Counterparty Credit Risk:

Transaksi Reverse Repo – Bank Secara Consolidated Reverse Repo - Bank
Konsolidasi dengan Perusahaan Anak Transactions with Subsidiary Companies
Tabel 3.2.c.1. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo -
Table 3.2.c.1. Disclosure of Counterparty Credit Risk: Reverse Repo Transactions -
Bank individually
31 Desember 2020 / December 31, 2020 31 Desember 2019 / December 31, 2019
ATMR Tagihan
Kategori Portofolio ATMR
No Tagihan Tagihan Bersih Setelah Tagihan Nilai Bersih
Portfolio Category Setelah
Bersih Nilai MRK Setelah MRK MRK Bersih MRK Setelah
MRK
Net MRK value Net Claims RWA Net MRK MRK
RWA After
claims After MRK After claims value Net Claims
MRK
MRK After MRK
1 Tagihan Kepada - - - - - - - -
Pemerintah
Entitas Sektor Publik
Claims on Public
Sector Entities
Bank Pembangunan
Multilateral dan
Claims on Multilateral
Development Banks
and International
Institutions
4 Tagihan Kepada Bank - - - - - - - -
Claims on Banks
5 Tagihan Kepada Usaha - - - - - - - -
Mikro dan Portofoio
Ritel
Claims on Micro and
Retail Portfolios
Korporasi
Claims on
Corporations
7 Eksposur di Unit Usaha - - - - - - - -
Syariah (apabila ada)
Exposure in the Sharia
Business Unit (if any)
Total - - - - - - - -

2020 Annual Report
Tabel 3.2.c.2. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo -
Bank secara Konsolidasi dengan Perusahaan Anak
Table 3.2.c.2. Disclosure of Counterparty Credit Risk: Consolidated Reverse Repo -
Bank Transactions with Subsidiary Companies
31 Desember 2020 / December 31, 2020 31 Desember 2019 / December 31, 2019
ATMR Tagihan
Kategori Portofolio ATMR
No Tagihan Tagihan Bersih Setelah Tagihan Nilai Bersih
Portfolio Category Setelah
Bersih Nilai MRK Setelah MRK MRK Bersih MRK Setelah
MRK
Net MRK value Net Claims RWA Net MRK MRK
RWA After
claims After MRK After claims value Net Claims
MRK
MRK After MRK
Pemerintah
Claims on Public
Sector Entities
Bank Pembangunan
Multilateral dan
Development Banks
and International
Institutions
4 Tagihan Kepada Bank - - - - - - - -
Claims on Banks
5 Tagihan Kepada Usaha - - - - - - - -
Mikro dan Portofoio
Ritel
Claims on Micro and
Retail Portfolios
Korporasi
Claims on
Corporations
7 Eksposur di Unit Usaha - - - - - - - -
Syariah (apabila ada)
Exposure in the Sharia
Business Unit (if any)
Total - - - - - - - -

q. Pengungkapan Tagihan Bersih Berdasarkan q. Disclosure of Net Claims Based on Risk Weight
Bobot Risiko Setelah Memperhitungkan After Calculating the Impact of Credit Risk
Dampak Mitigasi Risiko Kredit – Bank Secara Mitigation - Bank individually
Individual
Tabel 4.1.a. Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah

Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Individual
Table 4.1.a. Disclosure of Net Claims Based on Risk Weight After Calculating the Impact
of Credit Risk Mitigation - Bank individually

Beban
Kategori Portofolio Tagihan Bersih Memperhitungkan Dampak Mitigasi Risiko Kredit ATMR Modal
No.
Portfolio Category Net Receivables on the Impact of Credit Risk Mitigation ATMR Capital
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
A Eksposur Neraca
Eksposur Neraca
1 Tagihan Kepada - -
Pemerintah 15,454,651 - - - - - - - - -
Claims to
Government
2 Tagihan Kepada -
Entitas Sektor Publik - 115,410 - - - 5,780,508 - - - 2,913,336 -
Claims on Public
Sector Entities
Bank Pembangunan - - - - - - - - - -
Multilateral
dan Lembaga
Internasional
Development Banks
and International
Institutions
4 Tagihan Kepada Bank -

Claims on Banks - 7,161,583 - - - 144,681 - - - 2,439,102 -
5 Kredit Beragun -
Rumah Tinggal - - 718,841 2,264,261 3,488,231 - - - - 2,264,966 -
Residential mortgage
backed loans
6 Kredit Beragun -
Properti Komersial - - - - - - - 40,215 - 40,215 -
Commercial Property
Backed Loans
7 Kredit Pegawai/ -
Pensiunan - - - - - 60,212,121 - - - 30,106,061 -
Employee/
Retirement Credit
8 Tagihan Kepada -
Usaha Mikro, Usaha - - - - - - 6,185,549 - - 3,953,308 -
Kecil dan Portofolio
Ritel
Claims on Micro,
Small and Retail
Portfolios

2020 Annual Report
Beban Modal
Tagihan Bersih Memperhitungkan Dampak Mitigasi Risiko Kredit ATMR
Capital
Net Receivables on the Impact of Credit Risk Mitigation ATMR
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- - - - - - - - - - - -
19,904,024 - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- 2,597,015 - - - 873,256 - - - - 1,162,301 -
- - 6,069,796 - - - - - - - 1,985,172 -
- - - - - - - - - - - -
- - - - - 53,889,249 - - - - 25,693,054 -
- - - - - - 8,704,158 - - - 6,603,975 -


Beban
No.
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
9 Tagihan kepada -
Korporasi - 1,484,069 - - - 494,199 - 8,829,172 95,178 9,515,852 -
Receivables on
Corporations
10 Tagihan yang Telah - -

Jatuh Tempo - - - - - - - - - -
Claims That Have
Been Due Date
11 Aset Lainnya -
Other Assets - - - - - - - 4,157,940 - 4,157,940 -
12 Eksposur di Unit - -
Usaha Syariah - - - - - - - - - -
(apabila ada)
Exposure in the
Sharia Business Unit
(if any)
Total Eksposur -
Neraca 15,454,651 8,761,062 718,841 2,264,261 3,488,231 66,631,509 6,185,549 13,027,327 95,178 55,390,780 -
Total Eksposur
Neraca
B Eksposur Kewajiban
Komitmen/
Kontinjensi pd
Transaksi Rekening
Administratif
Commitment
/ Contingent
Liability Exposure
in Administrative
Account Transactions
Pemerintah - - - - - - - - - -
Claims to
Government
2 Tagihan Kepada -
Entitas Sektor Publik - - - - 57,135 - - - - 28,568 -
Claims on Public
Sector Entities
Bank Pembangunan - - - - - - - - - -
Multilateral
dan Lembaga
Internasional
Development Banks
and International
Institutions
4 Tagihan Kepada Bank - -

Claims on Banks 263,200 - - - - - - 263,200 - -
5 Kredit Beragun - -
Rumah Tinggal - - - - - - - - - -
Residential mortgage
backed loans

2020 Annual Report
Beban Modal
Capital
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- 317,745 - - - 18,660 - 12,073,777 41,785 - 8,671,404 -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
19,904,024.00 2,914,760.00 6,069,796.00 - - 54,781,165.00 8,704,158.00 12,073,777.00 41,785.00 - 44,115,906.15
- - - - - 535,930 - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -


Beban
No.
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
6 Kredit Beragun - - - - - - - - - -
Properti Komersial - -
Commercial Property
Backed Loans
7 Kredit Pegawai/ - - - - - - - - - -
Pensiunan - -
Employee /
Retirement Credit
8 Tagihan Kepada
Usaha Mikro, Usaha 1,563,908 - - - - - - 1,563,908 - - - -
Ritel
Claims on Micro,
Small and Retail
Portfolios
9 Tagihan kepada
Korporasi - - - 1,151,346 - - - - - - 475,688 -
Receivables on
Corporations
10 Tagihan yang Telah

Jatuh Tempo - - - - - - - - - - - -
Claims That Have
Been Due Date
11 Eksposur di Unit
Usaha Syariah - - - - - - - - - - - -
(apabila ada)
Exposure in the
(if any)
Total Eksposur TRA

Total TRA Exposures - - - 1,151,346 57,135 - - 1,827,108 - - 504,256 -
C Eksposur akibat
Kegagalan Pihak
Lawan (Counter
party Credit Risk)
Exposure due to
Counter party Credit
Risk
1 Tagihan Kepada - - - - - - - - - - - -
Pemerintah
Claims to
Government
2 Tagihan Kepada - - - - - - - - - - - -
Claims on Public
Sector Entities

2020 Annual Report
Beban Modal
Capital
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- 11,995 - - - 159,482 - - - - 152,770 -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - 3,178,056 - -
- - - - - - - - - - - -


Beban
No.
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
3 Tagihan Kepada - - - - - - - - - - - -
Bank Pembangunan
Multilateral
dan Lembaga
Internasional
Development Banks
and International
Institutions
4 Tagihan Kepada Bank - - - - - - - - - - - -

Claims on Banks
5 Tagihan Kepada - - - - - - - - - - - -
Usaha Mikro, Usaha
Ritel
Claims on Micro,
Small and Retail
Portfolios
6 Tagihan kepada - - - - - - - - - - - -
Korporasi
Receivables on
Corporations
7 Eksposur di Unit - - - - - - - - - - - -
Usaha Syariah
(apabila ada)
Exposure in the
(if any)
Total Eksposur - - - - - - - - - - - -
Counterparty Credit
Risk
Total Counterparty
Credit Risk Exposure

2020 Annual Report
Beban Modal
Capital
Expenses
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -

r. Pengungkapan Tagihan Bersih Berdasarkan r. Disclosure of Net Claims Based on Risk

Bobot Risiko Setelah Memperhitungkan Weight After Calculating the Impact of Credit
Dampak Mitigasi Risiko Kredit – Bank Secara Risk Mitigation in a Consolidated Bank with
Tabel 4.1.b. Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah

Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Konsolidasi dengan
Perusahaan Anak
Table 4.1.b. Disclosure of Net Claims Based on Risk Weight After Calculating the Impact
of Credit Risk Mitigation in a Consolidated Bank with Subsidiary Companies

Beban
Modal
Kategori Portofolio Tagihan Bersih Memperhitungkan Dampak Mitigasi Risiko Kredit ATMR
No. Capital
Portfolio Category Net Receivables on the Impact of Credit Risk Mitigation ATMR
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
A Eksposur Neraca
Eksposur Neraca
1 Tagihan Kepada -
15,455,321 - - - - - - - - - -
Pemerintah
Claims to
Government
2 Tagihan Kepada -
- 115,410 - - - 5,780,508 - - - 2,913,336 -
Entitas Sektor
Publik
Claims on Public
Sector Entities
3 Tagihan -
- - - - - - - - - - -
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
Claims on
Multilateral
Development
Banks and
International
Institutions
4 Tagihan Kepada -
- 7,220,996 - - - 144,681 - - - 3,652,709 -
Bank
Claims on Banks
5 Kredit Beragun -
- - 721,032 2,264,261 3,488,231 - - - - 2,265,623 -
Rumah Tinggal
Residential
mortgage backed
loans
6 Kredit Beragun -
- - - - - - - 40,215 - 40,215 -
Properti
Komersial
Commercial
Property Backed
Loans
7 Kredit Pegawai/ -
- - - - - 60,222,208 - - - 30,111,104 -
Pensiunan
Employee/
Retirement Credit

2020 Annual Report

Beban
Modal
Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
26,900,358 - - - - - - - - - - -
- 347,416 - - - - - - - - 52,518 -
- - - - - - - - - - - -
- 3,801,225 - - - 972,170 - - - - 1,162,301 -
- - 6,317,734 - - - - - - - 1,985,172 -
- - 16,091 - - - - - - - - -
- - - - - 53,163,153 - - - - 25,693,054 -
- - - - - - 9,492,469 - - - 6,603,975 -


Beban
Modal
No. Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
8 Tagihan Kepada -
- - - - - - 6,211,830 - - 3,971,704 -
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
Claims on Micro,
Small and Retail
Portfolios
9 Tagihan kepada -
- 1,484,069 - - - 494,199 - 8,829,172 95,178 9,515,852 -
Korporasi
Receivables on
Corporations
10 Tagihan yang -
- - - - - - - 338,166 - 338,166 -
Telah Jatuh
Tempo
Claims That Have
Been Due Date
11 Aset Lainnya -
- - - - - - - 4,178,297 - 4,178,297 -
Other Assets
12 Eksposur di Unit -
2,538,926 81,255 - - - 267,740 - 1,718,289 - 1,832,995 -
Usaha Syariah
(apabila ada)
Exposure in the
Sharia Business
Unit (if any)
Total Eksposur -
17,994,247 8,901,730 721,032 2,264,261 3,488,231 66,909,336 6,211,830 15,104,139 95,178 58,820,000 -
Neraca
Total Eksposur
Neraca
B Eksposur
Kewajiban
Komitmen/
Kontinjensi
pd Transaksi
Rekening
Administratif
Commitment
/ Contingent
Liability Exposure
in Administrative
Account
Transactions
1 Tagihan Kepada -
- - - - - - - - - - -
Pemerintah
Claims to
Government
2 Tagihan Kepada -
- - - - 57,135 - - - - 28,568 -
Entitas Sektor
Publik
Claims on Public
Sector Entities
3 Tagihan -
- - - - - - - - - - -
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
Claims on
Multilateral
Development
Banks and
International
Institutions

2020 Annual Report

Beban
Modal
Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- 199,554 - - - 81,053 - 10,217,924 - - 8,671,404 -
- - - - - - - 97,999 - - - -
- - - - - - - 6,281,235 - - - -
- - - - - - - - - - - -
26,900,358 4,348,195 6,333,825 - - 54,216,376 9,492,469 16,597,158 - - 44,168,424 -
- - - - - 529,417 - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -


Beban
Modal
No. Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
4 Tagihan Kepada -
263,200 - - - - - - 263,200 - - -
Bank
Claims on Banks
5 Kredit Beragun -
- - - - - - - - - - -
Rumah Tinggal
Residential
mortgage backed
loans
6 Kredit Beragun -
- - - - - - - - - - -
Properti
Komersial
Commercial
Property Backed
Loans
7 Kredit Pegawai/ -
- - - - - - - - - - -
Pensiunan
Employee /
Retirement Credit
8 Tagihan Kepada -
1,563,908 - - - - - - 1,563,908 - - -
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
Claims on Micro,
Small and Retail
Portfolios
9 Tagihan kepada -
- - - 1,151,346 - - - - - 475,688 -
Korporasi
Receivables on
Corporations
10 Tagihan yang -
- - - - - - - - - - -
Telah Jatuh
Tempo
Claims That Have
Been Due Date
11 Eksposur di Unit -
227 - - - - - - 22,219 - 22,219 -
Usaha Syariah
(apabila ada)
Exposure in the
Sharia Business
Unit (if any)
Total Eksposur -
1,827,335 - - 1,151,346 57,135 - - 1,849,327 - 526,475 -
TRA
Total TRA
Exposures
C Eksposur akibat
Kegagalan Pihak
Lawan (Counter
party Credit Risk)
Exposure due to
Counter party
Credit Risk
1 Tagihan Kepada - - - - - - - - - - - -
Pemerintah
Claims to
Government
2 Tagihan Kepada - - - - - - - - - - - -
Entitas Sektor
Publik
Claims on Public
Sector Entities

2020 Annual Report

Beban
Modal
Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- 18,175 - - - 134,595 - - - - 152,770 -
- - - - - - - - - - - -
- - - - - - - - - - - -
- 18,175 - - - 664,012 - - - - 152,770 -
- - - - - - - - - 2,829,879 - -
- - - - - - - - - - - -
- - - - - - - - - - - -


Beban
Modal
No. Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)
3 Tagihan - - - - - - - - - - - -
Kepada Bank
Pembangunan
Multilateral
dan Lembaga
Internasional
Claims on
Multilateral
Development
Banks and
International
Institutions
4 Tagihan Kepada - - - - - - - - - - - -
Bank
Claims on Banks
5 Tagihan Kepada - - - - - - - - - - - -
Usaha Mikro,
Usaha Kecil dan
Portofolio Ritel
Claims on Micro,
Small and Retail
Portfolios
6 Tagihan kepada - - - - - - - - - - - -
Korporasi
Receivables on
Corporations
7 Eksposur di Unit - - - - - - - - - - - -
Usaha Syariah
(apabila ada)
Exposure in the
Sharia Business
Unit (if any)
Total Eksposur - - - - - - - - - - - -
Counterparty
Credit Risk
Total
Counterparty
Credit Risk
Exposure

2020 Annual Report

Beban
Modal
Capital
Expens-
es
Lainnya
0% 20% 35% 40% 45% 50% 75% 100% 150%
Others
(15) (16) (17) (18) (19) (20) (21) (22) (23) (24) (25) (26)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -

Tabel 4.2.a. Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit -
Table 4.2.a. Disclosure of Net Receivables and Credit Risk Mitigation Techniques -
Individual Banks
Bagian Yang Dijamin Dengan

Parts Guaranteed With
No. Kategori Portofolio
Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Agunan Garansi Kredit Lainnya Unwarranted Parts
Collateral Warranty Credit Others
Insurance
(8) = (3)-
(1) (2) (3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
A Eksposur Neraca
1 Tagihan Kepada Pemerintah 15,454,651 - - - - -
2 Tagihan Kepada Entitas Sektor Publik 5,895,918 - - - - -
3 Tagihan Kepada Bank Pembangunan Multilateral dan - - - - - -

4 Tagihan Kepada Bank 7,306,264 - - - - -
5 Kredit Beragun Rumah Tingal 6,471,333 - - - - -
6 Kredit Beragun Properti Komersial 40,215 - - - - -
7 Kredit Pegawai/Pensiunan 60,212,121 - - - - -
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio 6,185,549 - - - - -

Ritel
10 Tagihan kepada Korporasi 10,902,618 - - - - -
11 TagihanyangTelahJatuhTempo - - - - - -
12 Aset Lainnya 4,157,940 - - - - -
13 Eksposur di Unit Usaha Syariah - - - - - -

(apabila ada)
Total Eksposur Neraca 116,626,609 - - - - -
B Eksposur Rekening Adminsitratif
2 Tagihan Kepada Entitas Sektor Publik 57,135 - - - - -

4 Tagihan Kepada Bank 526,400 - - - - -
5 Kredit Beragun Rumah Tinggal - - - - - -
6 Kredit Beragun Properti Komersial - - - - - -
7 Kredit Pegawai/Pensiunan - - - - - -

Ritel
10 Tagihan yang Telah Jatuh Tempo - - - - - -
11 Eksposur di Unit Usaha Syariah (apabila ada) - - - - - -
Total Eksposur Rekening Administratif 3,035,589 - - - - -
C Eksposur Counterparty Credit Risk
2 Tagihan Kepada Entitas Sektor Publik - - - - - -

2020 Annual Report

Portfolio Category
Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Insurance
(8) = (3)-
(3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
Balance Sheet Exposures
19,904,024 - - - - - Claims to Government
- - - - - - Claims on Multilateral Development Banks and International

Institutions
3,470,271 - - - - - Claims on Banks
6,069,796 - - - - - Residential Mortgage Backed Loans
- - - - - - Commercial Property Backed Loans
53,889,249 - - - - - Employee / Retirement Credit
8,704,158 - - - - - Claims on Micro, Small and Retail Portfolios
12,451,967 - - - - - Receivables on Corporations
- Claims That Have Been Due Date
6,148,593 - - - - - Other Assets
- - - - - - Exposure in the Sharia Business Unit (if any)
110,638,058 - - - - - Total Exposure Balance
Administrative Account Exposures
535,930 - - - - - Claims to Government

Institutions
- - - - - - Claims on Banks
- - - - - - Residential mortgage backed loans
- - - - - - Employee / Retirement Credit
- - - - - - Claims on Micro, Small and Retail Portfolios
171,477 - - - - - Receivables on Corporations
- - - - - - Exposure in the Sharia Business Unit

(if any)
707,407 - - - - - Total Administrative Account Exposures
- - - - - - Eksposur Counterparty Credit Risk


Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Insurance
(8) = (3)-
(1) (2) (3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]

4 Tagihan Kepada Bank - - - - - -
5 Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio - - - - - -

Ritel
6 Tagihan kepada Korporasi - - - - - -
Eksposur di Unit Usaha Syariah (apabila ada) - - - - - -
Total Eksposure Counterparty Credit Risk - - - - - -
Tabel 4.2.b. Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit -
Bank secara Konsolidasi dengan Perusahaan Anak
Table 4.2.b. Disclosure of Net Claims and Credit Risk Mitigation Techniques in a Consolidated
Bank with Subsidiary Companies

Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Insurance
(8) = (3)-
(1) (2) (3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
A Eksposur Neraca
1 Tagihan Kepada Pemerintah 15,455,321 - - - - -
2 Tagihan Kepada Entitas Sektor Publik 5,895,918 - - - - -

4 Tagihan Kepada Bank 7,365,677 - - - - -
5 Kredit Beragun Rumah Tingal 6,473,524 - - - - -
6 Kredit Beragun Properti Komersial 40,215 - - - - -
7 Kredit Pegawai/Pensiunan 60,222,208 - - - - -

Ritel
11 TagihanyangTelahJatuhTempo 338,166 - - - - -
12 Aset Lainnya 4,178,297 - - - - -

2020 Annual Report

Portfolio Category
Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Insurance
(8) = (3)-
(3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]

Institutions
- - - - - - Receivables on Corporations
2,829,955 - - - - - Total Exposure Counterparty Credit Risk

Portfolio Category
Tagihan Bagian Yang Tidak
bersih Asuransi Dijamin
Clean bill Agunan Garansi Kredit Lainnya Unwarranted Parts
Insurance
(8) = (3)-
(3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
Balance Sheet Exposures
- - - - - - Claims to Government
25,765,137 - - - - 25,765,137 Claims on Public Sector Entities
262,589 - - - - 262,589 Claims on Multilateral Development Banks and International

Institutions
4,353,248 - - - - 4,353,248 Residential Mortgage Backed Loans
5,671,921 - - - - 5,671,921 Commercial Property Backed Loans
51,386,107 - - - - 51,386,107 Claims on Micro, Small and Retail Portfolios
8,805,300 - - - - 8,805,300 Receivables on Corporations
8,871,574 - - - - 8,871,574 Claims That Have Been Due Date
- - - - - - Other Assets


Bagian Yang Tidak
Tagihan bersih
Asuransi Dijamin
Clean bill
Insurance
(8) = (3)-
(1) (2) (3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
13 Eksposur di Unit Usaha Syariah 4,606,210 - - - - -

(apabila ada)
Total Eksposur Neraca 121,689,984 - - - - -
B Eksposur Rekening Adminsitratif
2 Tagihan Kepada Entitas Sektor Publik 57,135 - - - - -

4 Tagihan Kepada Bank 526,400 - - - - -
7 Kredit Pegawai/Pensiunan - - - - - -

Ritel
10 Tagihan yang Telah Jatuh Tempo - - - - - -
11 Eksposur di Unit Usaha Syariah (apabila ada) 22,446 - - - - -
Total Eksposur Rekening Administratif 4,885,143 - - - - -
C Eksposur Counterparty Credit Risk
2 Tagihan Kepada Entitas Sektor Publik - - - - - -

5 Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio - - - - - -

Ritel
6 Tagihan kepada Korporasi - - - - - -
Eksposur di Unit Usaha Syariah (apabila ada) - - - - - -
Total Eksposure Counterparty Credit Risk - - - - - -

2020 Annual Report

Portfolio Category
Tagihan Bagian Yang Tidak
bersih Asuransi Dijamin
Clean bill Agunan Garansi Kredit Lainnya Unwarranted Parts
Insurance
(8) = (3)-
(3) (4) (5) (6) (7)
[(4)+(5)+(6)+(7)]
5,823,345 - - - - 5,823,345 Exposure in the Sharia Business Unit (if any)
110,939,221 - - - - 110,939,221 Total Exposure Balance
Administrative Account Exposures
529,417 - - - - 529,417 Claims to Government

Institutions
- - - - - - Residential mortgage backed loans
152,770 - - - - 152,770 Receivables on Corporations
- - - - - - Exposure in the Sharia Business Unit

(if any)
682,187 - - - - 682,187 Total Administrative Account Exposures
Eksposur Counterparty Credit Risk

Institutions
76 - - - - - Receivables on Corporations
2,829,955 - - - - - Total Exposure Counterparty Credit Risk

s. Pengungkapan Transaksi Sekuritisasi - Bank s. Disclosure of Securitization Transactions -

secara Individual Bank Individually
Tabel 5.1.a. Pengungkapan Transaksi Sekuritisasi - Bank secara Individual

Table 5.1.a. Disclosure of Securitization Transactions - Bank Individually
Nilai aset yang

disekuritisasi yang
mengalami penurunan Laba/rugi
Nilai aset
nilai dari aktivitas
Eksposur Sekuritisasi yang Pengurang
No. The value of the assets sekuritisasi
Securitization Exposures disekuritisasi Modal
being securitized has Profit / ATMR
The value of Capital
decreased in value loss from
assets being Deduction
securitization
securitized Tidak jatuh Belum jatuh activities
tempo tempo
Not due Not yet due
(1) (2) (3) (4) (5) (6) (7) (8)
1 Bank bertindak - - - - - -
Sebagai Kreditor Asal
-jenis eksposur (contoh:
tagihan beragun rumah
tinggal)
Bank bjb acts as the
Originator-type of exposure
(example: claims secured by
residential houses)
2 Bank bertindak Sebagai - - - - - -
Kredit Pendukung
a. Fasilitas penanggung
risiko pertama
-Jenis eksposur (contoh:
tinggal))
Bank bjb acts as a Supporting
Credit a. First risk insurance
facility -Type of exposure
residential houses))
b. Fasilitas penanggung - - - - - -
risiko kedua
tinggal))
b. Second risk insurance facility
-Type of exposure (example:
claims secured by residential
houses))
3 Bank Bertindak Sebagai - - - - - -
Penyedia Fasilitas Likuiditas
tinggal))
Bank Acting as Liquidity
Facility Provider -Type of
exposure (example: claims
secured by residential houses))
Penyedia Fasilitas Jasa
tinggal)
Bank Acting as Service Facility
Provider -Type of exposure
(example: bills secured by
residential houses)

2020 Annual Report
Nilai aset yang

Nilai aset disekuritisasi yang Laba/rugi
yang mengalami penurunan dari aktivitas
Pengurang
disekuritisasi The valuenilai
of the assets sekuritisasi
Modal
The value being securitized has Profit / ATMR
Capital
of the decreased in value loss from
Deduction
assets being securitization
tempo tempo
Not due Not yet due
(9) (10) (11) (12) (13 (14)
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

Nilai aset yang

disekuritisasi yang
Nilai aset
securitization
tempo tempo
Not due Not yet due
(1) (2) (3) (4) (5) (6) (7) (8)
Penyedia Bank Kostudian
tinggal)
Bank Acting as a Provider
for a Kostudian Bank -Type
of exposure (example: bills
secured by residential houses)
6 Bank Bertindak - - - - - -
Sebagai Pemodal
a. Senior tranche
tinggal)
Bank Acting as Investor a.
Senior tranche - Exposure type
residential houses)
b. Junior tranche - - - - - -
tinggal)
b. Junior tranche - Exposure
type (example: claims secured
by residential houses)

2020 Annual Report
Nilai aset yang

Nilai aset disekuritisasi yang Laba/rugi
yang mengalami penurunan dari aktivitas
Pengurang
disekuritisasi The valuenilai
of the assets sekuritisasi
Modal
Capital
Deduction
tempo tempo
Not due Not yet due
(9) (10) (11) (12) (13 (14)
- - - - - -
- - - - - -
- - - - - -

t. Pengungkapan Transaksi Sekuritisasi - Bank t. Disclosure of Securitization Transactions -

secara Konsolidasi dengan Perusahaan Anak Bank Consolidated with Subsidiaries
Tabel 5.1.b. Pengungkapan Transaksi Sekuritisasi - Bank secara Konsolidasi dengan

Perusahaan Anak
Table 5.1.b. Disclosure of Securitization Transactions - Bank Consolidated with Subsidiaries
Nilai aset yang

disekuritisasi yang
Nilai aset
securitization
tempo tempo
Not due Not yet due
(1) (2) (3) (4) (5) (6) (7) (8)
1 Bank bertindak - - - - - -
Sebagai Kreditor Asal
-jenis eksposur (contoh:
tinggal)
Bank bjb acts as the
Originator-type of exposure
residential houses)
2 Bank bertindak Sebagai - - - - - -
Kredit Pendukung
a. Fasilitas penanggung
risiko pertama
tinggal))
Bank bjb acts as a Supporting
Credit a. First risk insurance
facility -Type of exposure
residential houses))
b. Fasilitas penanggung - - - - - -
risiko kedua
tinggal))
b. Second risk insurance facility
-Type of exposure (example:
claims secured by residential
houses))
Penyedia Fasilitas Likuiditas
tinggal))
Bank Acting as Liquidity
Facility Provider -Type of
exposure (example: claims
secured by residential houses))

2020 Annual Report
Nilai aset yang

disekuritisasi yang
Nilai aset mengalami penurunan Laba/rugi
yang nilai dari aktivitas
Pengurang
disekuritisasi The value of the assets sekuritisasi
Modal
Capital
Deduction
tempo tempo
Not due Not yet due
(9) (10) (11) (12) (13 (14)
- - - - - -
- - - - - -
- - - - - -
- - - - - -

Nilai aset yang

disekuritisasi yang
Nilai aset
securitization
tempo tempo
Not due Not yet due
(1) (2) (3) (4) (5) (6) (7) (8)
Penyedia Fasilitas Jasa
tinggal)
Bank Acting as Service Facility
Provider -Type of exposure
(example: bills secured by
residential houses)
Penyedia Bank Kostudian
tinggal)
Bank Acting as a Provider
for a Kostudian Bank -Type
of exposure (example: bills
secured by residential houses)
6 Bank Bertindak - - - - - -
Sebagai Pemodal
a. Senior tranche
tinggal)
Bank Acting as Investor a.
Senior tranche - Exposure type
residential houses)
b. Junior tranche - - - - - -
tinggal)
b. Junior tranche - Exposure
type (example: claims secured
by residential houses)

2020 Annual Report
Nilai aset yang

disekuritisasi yang
Nilai aset mengalami penurunan Laba/rugi
yang nilai dari aktivitas
Pengurang
disekuritisasi The value of the assets sekuritisasi
Modal
Capital
Deduction
tempo tempo
Not due Not yet due
(9) (10) (11) (12) (13 (14)
- - - - - -
- - - - - -
- - - - - -
- - - - - -

Tabel 5.2.a. Pengungkapan Ringkasan Aktivitas Transaksi Sekuritisasi Bank Bertindak

Sebagai Kreditur Asal - Bank secara Individual
Table 5.2.a. Disclosure Summary of Bank Securitization Transaction Activities Acting as
Originator - Bank Individually

Nilai aset yang Nilai aset yang
Keuntungan Keuntungan
No Understanding asset disekuritisasi disekuritisasi
(kerugian) (kerugian)
The value The value
Penjualan Penjualan
of the of the
Gain (loss) on Gain (loss) on
assets being assets being
sales sales
securitized securitized
(1) (2) (3) (4) (5) (6)
3 Tagihan Kepada Bank Pembangunan - - - -
Claims on Multilateral Development Banks
Claims on Banks
7 Kredit Pegawai/Pensiunan - - - -
Employee / Retirement Credit
8 Tagihan Kepada Usaha Mikro, Usaha Kecil - - - -
Claims on Micro, Small and Retail Portfolios
9 Tagihan Kepada Korporasi - - - -
10 Aset Lainnya / Other Assets - - - -

Total - - - -

2020 Annual Report
Tabel 5.2.b. Pengungkapan Ringkasan Aktivitas Transaksi Sekuritisasi Bank Bertindak

Sebagai Kreditur Asal - Bank secara Konsolidasi dengan Perusahaan Anak
Table 5.2.b. Disclosure Summary of Bank Securitization Transaction Activities Acting as
Originator - Bank Consolidated with Subsidiary Companies

Nilai aset yang Nilai aset yang
Keuntungan Keuntungan
No Understanding asset disekuritisasi disekuritisasi
(kerugian) (kerugian)
The value The value
Penjualan Penjualan
of the of the
Gain (loss) on Gain (loss) on
assets being assets being
sales sales
securitized securitized
(1) (2) (3) (4) (5) (6)
3 Tagihan Kepada Bank Pembangunan - - - -
Claims on Multilateral Development Banks
Claims on Banks
7 Kredit Pegawai/Pensiunan - - - -
Employee / Retirement Credit
8 Tagihan Kepada Usaha Mikro, Usaha Kecil - - - -
Claims on Micro, Small and Retail Portfolios
9 Tagihan Kepada Korporasi - - - -
10 Aset Lainnya / Other Assets - - - -

Total - - - -

u. Perhitungan ATMR Risiko Kredit Pendekatan u.

Calculation of RWA for Credit Risk
Standar: Pengungkapan Eksposur Aset di Standardized Approach: Disclosure of Asset
Neraca – Bank Secara Individual Exposure in Balance Sheet - Bank Individually
Tabel 6.1.1. Pengungkapan Eksposur Aset di Neraca

Table 6.1.1. Disclosure of Asset Exposures in the Balance Sheet

ATMR ATMR
Kategori Portofolio ATMR ATMR
No Sebelum Sebelum
Portfolio Category Tagihan setelah Tagihan setelah
MRK MRK
Bersih MRK Bersih MRK
RWA RWA
Net Claims RWA after Net Claims RWA after
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah 15,454,651 - - 19,904,024 - -
2 Tagihan Kepada Entitas Sektor Publik 5,895,918 2,913,336 2,913,336 - - -
3 Tagihan Kepada Bank Multilateral dan - - - - - -
Claims on Multilateral Banks and
4 Tagihan Kepada Bank 7,306,264 1,504,657 2,439,102 3,470,271 956,031 956,031
Claims on Banks
5 Kredit Beragun Rumah Tinggal 6,471,333 2,727,003 2,264,966 6,069,796 2,124,429 2,124,429
6 Kredit Beragun Properti Komersial 40,215 40,215 40,215 - - -
7 Kredit Pegawai 60,212,121 30,106,061 30,106,061 53,889,249 26,944,625 26,944,625
Employee Credit
8 Tagihan Kepada Usaha Mikro, Usaha 6,185,549 4,639,162 3,953,308 8,704,158 6,528,119 5,672,381
Kecil dan Portofolio Ritel
Claims on Micro, Small and Portfolio
Enterprises Retail
9 Tagihan Kepada Korporasi 10,902,618 9,515,852 9,515,852 12,451,967 12,209,334 12,209,334
11 Aset Lainnya 4,157,940 4,157,940 4,157,940 6,148,593 - 3,094,851
Other Assets
Total 116,626,609 55,604,225 55,390,780 110,638,058 48,762,536 51,001,649

2020 Annual Report
v. Perhitungan ATMR Risiko Kredit Pendekatan v. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Aset di Approach: Disclosure of Asset Exposure
Neraca – Bank Secara Konsolidasi dengan in Balance Sheet - Consolidated Bank with
Perusahaan Anak Subsidiary Companies
Tabel 6.2.1. Pengungkapan Eksposur Aset di Neraca

Table 6.2.1. Disclosure of Asset Exposures on the Balance Sheet

ATMR ATMR
No Sebelum Sebelum
MRK MRK
RWA RWA
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah 15,455,321 - - 26,900,358 - -
2 Tagihan Kepada Entitas Sektor Publik 5,895,918 2,913,336 2,913,336 347,416 94,932 94,932
4 Tagihan Kepada Bank 7,365,677 1,516,540 3,652,709 4,773,395 1,247,234 1,247,234
Claims on Banks
5 Kredit Beragun Rumah Tinggal 6,473,524 2,727,770 2,265,623 6,317,734 2,128,159 2,127,018
6 Kredit Beragun Properti Komersial 40,215 40,215 40,215 16,091 16,091 16,091
7 Kredit Pegawai 60,222,208 30,111,104 30,111,104 53,163,153 26,484,410 26,483,533
Employee Credit
8 Tagihan Kepada Usaha Mikro, Usaha 6,211,830 4,658,873 3,971,704 9,492,469 7,094,769 5,998,472
Enterprises Retail
9 Tagihan Kepada Korporasi 10,902,618 9,515,852 9,515,852 10,498,531 10,120,840 10,113,949
10 Tagihan Yang Telah Jatuh Tempo 338,166 338,166 338,166 97,999 94,556 94,556
11 Aset Lainnya 4,178,297 4,178,297 4,178,297 6,281,235 - 3,391,554
Other Assets
12 Eksposur di Unit Usaha Syariah 4,606,210 1,868,410 1,832,995 - - -
(apabila ada)
Exposure to Sharia Business Units
(if any)
Total 121,689,984 57,868,562 58,820,000 117,888,381 47,280,991 49,567,338

w. Perhitungan ATMR Risiko Kredit Pendekatan v. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Kewajiban Approach: Disclosure of Exposure of
Komitmen/Kontijensi pada Transaksi Rekening Commitment/Contingent Liabilities in
Adminstratif – Bank Secara Individual Administrative Account Transactions - Bank
Individually
Tabel 6.1.2. Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi

Rekening Administratif
Table 6.1.2. Disclosure of Commitment / Contingent Liability Exposures in Off-balance sheet
transactions

ATMR ATMR
No Sebelum Sebelum
MRK MRK
RWA RWA
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah - - - 535,930 - -
2 Tagihan Kepada Entitas Sektor Publik 57,135 25,711 28,568 - - -
4 Tagihan Kepada Bank 526,400 263,200 - - - -
Claims on Banks
7 Kredit Pegawai - - - - - -
Employee Credit
8 Tagihan Kepada Usaha Mikro, Usaha 3,127,816 1,563,908 - - - -
Enterprises Retail
9 Tagihan Kepada Korporasi 1,151,346 460,538 475,688 171,477 171,477 171,477
Total 3,035,589 2,313,357 504,256 707,407 171,477 171,477

2020 Annual Report
x. Perhitungan ATMR Risiko Kredit Pendekatan x. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Kewajiban Approach: Disclosure of Exposure of
Komitmen/Kontijensi pada Transaksi Rekening Commitment/Contingent Liabilities in
Adminstratif – Bank Secara Konsolidasi Administrative Account Transactions -
dengan Perusahaan Anak Consolidated Bank with Subsidiary Companies
Tabel 6.2.2. Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi

Rekening Administratif
Table 6.2.2. Disclosure of Commitment/Contingent Liability Exposures in Off-balance sheet
transactions

ATMR ATMR
No Sebelum Sebelum
MRK MRK
RWA RWA
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah - - - 529,417 - -
2 Tagihan Kepada Entitas Sektor Publik 57,135 25,711 28,568 - - -
4 Tagihan Kepada Bank 526,400 263,200 - - - -
Claims on Banks
7 Kredit Pegawai - - - - - -
Employee Credit
8 Tagihan Kepada Usaha Mikro, Usaha 3,127,816 1,563,908 - - - -
Enterprises Retail
9 Tagihan Kepada Korporasi 1,151,346 460,538 475,688 173,252 173,252 173,252
11. Eksposur di Unit Usaha Syariah 22,446 22,219 22,219 - - -
(apabila ada)
Exposure to Sharia Business Units
(if any)
Total 4,885,143 2,335,576 526,475 702,669 173,252 173,252

y. Perhitungan ATMR Risiko Kredit Pendekatan y. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Yang Approach: Disclosure of Exposures that Cause
Menimbulkan Risiko Kredit Akibat Kegagalan Credit Risk Due to Counterparty Credit Risk -
Pihak Lawan (Counterparty Credit Risk) – Bank Individually
Bank Secara Individual
Tabel 6.1.3. Pengungkapan Eksposur yang menimbulkan Risiko Kredit akibat Kegagalan
Pihak Lawan (Counterparty Credit Risk) Individual
Table 6.1.3. Disclosure of Exposures that give rise to Credit Risk due to Failure of Individual
Counterparty Credit Risk

ATMR ATMR
No Sebelum Sebelum
MRK MRK
RWA RWA
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah - - - 3,178,056 - -
2 Tagihan Kepada Entitas Sektor - - - - - -
Publik
3 Tagihan Kepada Bank Multilateral - - - - - -
Claims on Banks
5 Tagihan Kepada Usaha Mikro, Usaha - - - - - -
Claims on Micro, Small and Retail
Portfolios
6 Tagihan Kepada Korporasi - - - - - -
Total - - - 3,178,056 - -

2020 Annual Report
z. Perhitungan ATMR Risiko Kredit Pendekatan z. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Yang Approach: Disclosure of Exposures that Cause
Menimbulkan Risiko Kredit Akibat Kegagalan Credit Risk Due to Counterparty Credit Risk -
Pihak Lawan (Counterparty Credit Risk) – Bank Consolidated Bank with Subsidiaries
Secara Konsolidasi dengan Perusahaan Anak
Tabel 6.2.3. Pengungkapan Eksposur yang menimbulkan Risiko Kredit akibat Kegagalan
Pihak Lawan (Counterparty Credit Risk) Konsolidasi dengan Perusahaan Anak
Table 6.2.3. Disclosure of Exposures that give rise to Credit Risk due to Counterparty Credit
Risk Consolidation with Subsidiaries

ATMR ATMR
No Sebelum Sebelum
MRK MRK
RWA RWA
Before Before
MRK MRK
MRK MRK
1 Tagihan Kepada Pemerintah - - - 2,829,879 - -
2 Tagihan Kepada Entitas Sektor - - - 76 - -
Publik
3 Tagihan Kepada Bank Multilateral - - - - - -
Claims on Banks
5 Tagihan Kepada Usaha Mikro, Usaha - - - - - -
Claims on Micro, Small and Retail
Portfolios
6 Tagihan Kepada Korporasi - - - - - -
Total - - - 2,829,955 - -

aa. Perhitungan ATMR Risiko Kredit Pendekatan aa. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Yang Approach: Disclosure of Exposures That
Menimbulkan Risiko Kredit Akibat Kegagalan Cause Credit Risk Due to Failure of Settlement
Setelemen (Settlement Risk) – Bank Secara (Settlement Risk) - Bank Individually
Individual
Tabel 6.1.4 Pengungkapan Eksposur yang menimbulkan Risiko Kredit akibat Kegagalan
Setelmen (Settlement Risk)
Table 6.1.4 Disclosure of Exposures that give rise to Credit Risk due to Settlement Risk

Faktor Faktor
No Nilai Pengurang Nilai Pengurang
Portfolio Category setelah setelah
Eksposur Modal Inti Eksposur Modal Inti
MRK MRK
Score Deduction Score Deduction
RWA after RWA after
Exposure Core Capital Exposure Core Capital
MRK MRK
factor factor
1 Delivery versus payment - - - - - -
Delivery versus payment
a. Beban Modal 8% (5-15 hari) - - - - - -
Capital Expense 8% (5-15 days)
b. Beban Modal 50% (16-30 hari) - - - - - -
50% Capital Expense (16-30
days)
c. Beban Modal 75% (31-45 hari) - - - - - -
d. Beban Modal 100% (lebih dari 45 - - - - - -
hari)
100% Capital Expense (more
than 45 days)
2 Non-Delivery versus payment - - - - - -
Non-Delivery versus payment
Total - - - - - -

2020 Annual Report
ab. Perhitungan ATMR Risiko Kredit Pendekatan ab. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Yang Approach: Disclosure of Exposures that
Menimbulkan Risiko Kredit Akibat Kegagalan Cause Credit Risk Due to Settlement Risk -
Setelemen (Settlement Risk) – Bank Secara Consolidated Bank with Subsidiary Companies
Tabel 6.2.4 Pengungkapan Eksposur yang menimbulkan Risiko Kredit akibat Kegagalan
Setelmen (Settlement Risk)
Table 6.2.4 Disclosure of Exposures that give rise to Credit Risk due to Settlement Risk

Faktor Faktor
No Nilai Pengurang Nilai Pengurang
Portfolio Category setelah setelah
Eksposur Modal Inti Eksposur Modal Inti
MRK MRK
Score Deduction Score Deduction
RWA after RWA after
Exposure Core Capital Exposure Core Capital
MRK MRK
factor factor
1 Delivery versus payment - - - - - -
Delivery versus payment
a. Beban Modal 8% (5-15 hari) - - - - - -
b. Beban Modal 50% (16-30 hari) - - - - - -
50% Capital Expense (16-30
days)
c. Beban Modal 75% (31-45 hari) - - - - - -
d. Beban Modal 100% (lebih dari 45 - - - - - -
hari)
100% Capital Expense (more
than 45 days)
2 Non-Delivery versus payment - - - - - -
Non-Delivery versus payment
Total - - - - - -

ac. Perhitungan ATMR Risiko Kredit Pendekatan ac.

Calculation of RWA for Credit Risk
Standar: Pengungkapan Eksposur Sekuritisasi Standardized Approach: Disclosure of
– Bank Secara Individual Securitization Exposures - Bank Individually
Tabel 6.1.5. Pengungkapan Eksposur Sekuritisasi

Table 6.1.5. Disclosure of Securitization Exposures

Faktor Faktor
Jenis Transaksi Pengurang Pengurang
No
Type of Transaction Modal Inti Modal Inti
ATMR ATMR
Deduction Deduction
Core Capital Core Capital
factor factor
1 Fasilitas Kredit Pendukung yang memenuhi - - - -
persyaratan
Supporting Credit Facilities that meet the
requirements
2 Fasilitas Kredit Pendukung yang tidak - - - -
memenuhi persyaratan
Supporting Credit Facilities that do not meet
the requirements
3 Fasilitas Likuiditas Pendukung yang - - - -
Supporting Liquidity Facilities that meet the
requirements
4 Fasilitas Likuiditas Pendukung yang tidak - - - -
Supporting Liquidity Facilities that do not
meet the requirements
5 Pembelian Efek Beragam Aset yang - - - -
Purchase of various assets that meet the
requirements
6 Pembelian Efek Beragam Aset yang tidak - - - -
Purchase of various assets that do not meet
the requirements
7 Eksposur Sekuritas yang tidak tercakup - - - -
dalam ketentuan Bank Indonesia mengenai
prinsip-prinsip kehati-hatian dalam aktivitas
sekuritisasi aset bagi bank umum
Securities exposures that are not covered
by Bank Indonesia regulations regarding
prudential principles in asset securitization
activities for commercial banks
Total - - - -

2020 Annual Report
ad. Perhitungan ATMR Risiko Kredit Pendekatan ad. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur Sekuritisasi Approach: Disclosure of Securitization
– Bank Secara Konsolidasi dengan Perusahaan Exposure - Consolidated Bank with Subsidiary
Anak Companies
Tabel 6.2.5. Pengungkapan Eksposur Sekuritisasi

Table 6.2.5. Disclosure of Securitization Exposures

Faktor Faktor
No
Type of Transaction Modal Inti Modal Inti
ATMR ATMR
Deduction Deduction
factor factor
1 Fasilitas Kredit Pendukung yang memenuhi - - - -
persyaratan
Supporting Credit Facilities that meet the
requirements
2 Fasilitas Kredit Pendukung yang tidak - - - -
Supporting Credit Facilities that do not meet
the requirements
3 Fasilitas Likuiditas Pendukung yang - - - -
Supporting Liquidity Facilities that meet the
requirements
4 Fasilitas Likuiditas Pendukung yang tidak - - - -
Supporting Liquidity Facilities that do not
meet the requirements
5 Pembelian Efek Beragam Aset yang - - - -
Purchase of various assets that meet the
requirements
6 Pembelian Efek Beragam Aset yang tidak - - - -
Purchase of various assets that do not meet
the requirements
7 Eksposur Sekuritas yang tidak tercakup - - - -
dalam ketentuan Bank Indonesia mengenai
prinsip-prinsip kehati-hatian dalam aktivitas
sekuritisasi aset bagi bank umum
Securities exposures that are not covered
by Bank Indonesia regulations regarding
prudential principles in asset securitization
activities for commercial banks
Total - - - -

ae. Perhitungan ATMR Risiko Kredit Pendekatan ae. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur di Unit Approach: Disclosure of Exposure in Sharia
Usaha Syariah – Bank Secara Individual Business Units - Bank Individually
Tabel 6.1.6. Pengungkapan Eksposur di Unit Usaha Syariah (apabila ada)

Table 6.1.6. Disclosure of Exposure in Sharia Business Units (if any)

Faktor Faktor
No
Type of Transaction Modal Inti ATMR Modal Inti ATMR
Deduction RWA Deduction RWA
factor factor
Total Eksposur - - - -
Total Eksposure
af. Perhitungan ATMR Risiko Kredit Pendekatan af. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Eksposur di Unit Approach: Disclosure of Exposure in Sharia
Usaha Syariah – Bank Secara Konsolidasi Business Units - Consolidated Banks with
dengan Perusahaan Anak Subsidiaries
Tabel 6.2.6. Pengungkapan Eksposur di Unit Usaha Syariah (apabila ada)

Table 6.2.6. Disclosure of Exposure in Sharia Business Units (if any)

Faktor Faktor
No
Type of Transaction Modal Inti ATMR Modal Inti ATMR
Deduction RWA Deduction RWA
factor factor
Total Eksposur - - - -
Total Eksposure
ag. Perhitungan ATMR Risiko Kredit Pendekatan ag. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Total Pengukuran Approach: Disclosure of Total Credit Risk
Risiko Kredit – Bank Secara Individual Measurement - Bank Individually
Tabel 6.1.7. Pengungkapan Total Pengukuran Risiko Kredit Individual

Table 6.1.7. Disclosure of Total Individual Credit Risk Measurement

No
1 Total ATMR Risiko Kredit 55,895,035 51,173,126
Total Credit Risk RWA
2 Total Faktor Pengurang Modal (2,383,708) -
Total Capital Deduction Factor

2020 Annual Report
ah. Perhitungan ATMR Risiko Kredit Pendekatan ah. Calculation of RWA for Credit Risk Standard
Standar: Pengungkapan Total Pengukuran Approach: Disclosure of Total Credit Risk
Risiko Kredit – Bank Secara Konsolidasi Measurement - Consolidated Bank and
dengan Perusahaan Anak Subsidiary Companies
Tabel 6.2.7. Pengungkapan Total Pengukuran Risiko Kredit

Tabel 6.2.7. Pengungkapan Total Pengukuran Risiko Kredit

No
1 Total ATMR Risiko Kredit 59,346,475 50,174,102
Total Credit Risk RWA
2 Total Faktor Pengurang Modal (724,403) -
Total Capital Deduction Factor
Risiko Pasar Market Risk

Risiko pasar adalah risiko yang timbul atas portfolio Market Risk is the risk arising from the portfolio
pada posisi neraca dan rekening administratif in the balance sheet and administrative account
termasuk transaksi derivatif, akibat perubahan positions including derivative transactions, due to
secara keseluruhan dari kondisi pasar, termasuk overall changes in market conditions, including the
Risiko perubahan harga option. risk of changes in option prices
Komponen risiko pasar meliputi: Components of market risk include:
• Risiko Suku Bunga adalah risiko akibat • Interest Rate Risk is the risk due to changes in
perubahan harga instrumen keuangan dari financial instrument prices from Trading Book
posisi trading book yang disebabkan oleh positions caused by risk factor movements
pergerakan sensitivitas risiko (risk factor) on each instrument or due to changes in the
pada setiap instrumen atau akibat perubahan economic value of capital of bank bjb from
nilai ekonomis modal (economic value of Banking Book activities caused by changes in
equity) Bank dari aktivitas banking book yang interest rates.
disebabkan oleh perubahan suku bunga.
• Klasifikasi risiko suku bunga mencakup pula • Interest rate risk classification includes interest
risiko suku bunga dari posisi banking book rate risk from bank bjbing Book position which
yang antara lain meliputi repricing risk, yield includes repricing risk, yield curve risk, basis
curve risk, basis risk, dan optionality risk. risk, and optionality risk.
• Risiko nilai tukar adalah risiko akibat perubahan • Exchange Rate Risk is the risk due to changes in
nilai posisi terbuka valuta asing klasifikasi the value of open positions in the Trading Book
trading book atau akibat perubahan posisi classification or due to changes in the position
devisa neto Bank (banking book) yang of bank bjb’s Net Open Exchange (Banking
disebabkan oleh perubahan nilai tukar valuta Book) caused by changes in foreign exchange
asing. rates.
Risiko pasar timbul dari pergerakan/perubahan Market risk arises from movements / changes in
tingkat suku bunga dan/atau nilai tukar yang interest rates and / or exchange rates that affect
mempengaruhi posisi keuangan Bank khususnya the financial position of banks, especially towards
terhadap rasio permodalan. Secara garis besar, capital ratios. Broadly speaking, market risk
manajemen risiko pasar terbagi menjadi 2 (dua) management is divided into 2 (two), namely trading
yaitu manajamen risiko pasar trading book dan book market risk management and banking book
manajemen risiko pasar banking book. Sumber market risk management. The source of trading
risiko pasar trading book timbul dari aktivitas book market risk arises from the Dealing Room

dealing room Divisi Treasuri akibat posisi terbuka of the Treasury Division due to bank bjb’s open
Bank yang terekspos pergerakan suku bunga atau position exposed to movements in interest rates or
nilai tukar valuta asing. foreign exchange rates.
Sumber risiko pasar banking book timbul Sources of banking book market risk arise, among
antara lain disebabkan oleh perubahan stuktur others, due to changes in the structure of bank
portofolio neraca dan rekening adminstratif Bank bjb’s balance sheet and administrative accounts
yang sensitif terhadap pergerakan suku bunga which are sensitive to interest rate movements so
sehingga berdampak terhadap pendapatan that it has an impact on net interest income and
bunga bersih dan yang yang disebabkan pula which is also caused by changes in the structure
karena perubahan struktur portofolio neraca dan of bank bjb’s balance sheet and administrative
rekening adminstratif Bank yang sensitif terhadap accounts which are sensitive to exchange rate
pergerakan nilaii tukar yang tercermin dari posisi movements reflected by bank bjb’s Net Open
devisa neto bank. Position.
Pengawasan Aktif Dewan Komisaris Active Supervision of The Board

dan Direksi of Commissioners and Directors
Dewan Komisaris dan Direksi bertanggungjawab The Board of Commissioners and Directors are
atas efektivitas penerapan manajemen risiko responsible for the effectiveness of the application
pasar di Bank. Terkait wewenang dan tanggung of Market Risk Management in bank bjb. Related
jawab pengawasan aktif Dewan Komisaris dan to the authority and responsibility of active
Direksi bank bjb, Dewan Komisaris dan Direksi supervision of bank bjb Board of Commissioners
selalu memperoleh informasi yang jelas mengenai and Directors, the Board of Commissioners and
evaluasi dan penerapan manajemen risiko eksposur Directors always obtain clear information regarding
risiko pasar, pemantauan limit secara harian serta the evaluation and application of risk management
langkah-langkah yang diambil oleh Risk Taking for market risk exposure, daily monitoring of limits
Unit khususnya terkait adanya pelampauan limit. and steps taken by the Risk Taking Unit, especially
related to the existence of limit exceeding.
Dalam pelaksanaan pengawasannya, Dewan In carrying out its supervision, the Board of
Komisaris dibantu oleh Komite Pemantau Risiko Commissioners is assisted by bank bjb’s Risk
(KPR) Bank secara berkala melakukan pengawasan Monitoring Committee (KPR) periodically
melalui koordinasi dengan satuan kerja manajemen conducts supervision in coordination with the
risiko. Media koordinasi yang digunakan dapat Risk Management Work Unit. The coordination
berupa laporan pemantauan risiko oleh SKMR media used can be in the form of risk monitoring
yang disampaikan kepada Komite Pemantau Risiko reports by SKMR submitted to the Risk Monitoring
ataupun melalui media rapat antara kedua belah Committee or through media meetings between
pihak. Pada implementasinya, pelaksanaan rapat the two parties. In its implementation, the meeting
yang diadakan umumnya membahas penerapan held generally discusses the application of risk
manajemen risiko di bank bjb menyangkut management in bank bjb involving among others
diantaranya penerapan pengukuran risk tolerance the application of market risk risk tolerance
risiko pasar, pembahasan profil risiko yang bersifat measurement, discussion of material risk profiles,
material, serta kecukupan dan evaluasi metodologi as well as the adequacy and evaluation of
dan/atau tools pengukuran risiko pasar yang methodologies and / or market risk measurement
dipergunakan satuan kerja manajemen risiko. tools used by the Risk Management Work Unit.
Pengawasan yang dilakukan oleh Direksi adalah Supervision conducted by the Board of Directors is
melalui pemantauan penerapan limit treasury through periodic monitoring of the application of
secara berkala baik terjadi pelampauan limit Treasury limits, both breach limits and no exceeding
(breach limit) maupun tidak terjadi pelampauan limits, and approval of new limits or after changes
limit, dan melakukan persetujuan atas limit are made. While the discussion of market risk

2020 Annual Report
yang bersifat baru ataupun setelah dilakukan exposures was discussed in a Risk Management
perubahan. Sedangkan pembahasan eksposur Committee meeting. In line with market risk
risiko pasar dibahas dalam rapat Komite management policies regarding the escalation
Manajemen Risiko (Risk Management Committee). stages of limit exceeding, every limit exceeding will
Sejalan dengan kebijakan manajemen risiko pasar be informed and approved if abnormal conditions
mengenai tahapan eskalasi pelampauan limit, occur in the Risk Management Committee (RMC)
setiap pelampauan limit akan diinformasikan dan Market risk management is arranged in the form of
disetujui apabila terjadi kondisi abnormal dalam policies, procedures, risk limits and other decision
Komite Manajemen Risiko (RMC). Pengelolaan results related to market risk management. Market
risiko pasar tersebut disusun ke dalam bentuk risk limits and bank risk appetite are evaluated
kebijakan, prosedur, limit risiko dan hasil keputusan periodically or at any time needed to be evaluated
lainnya terkait dengan pengelolaan risiko pasar. in accordance with changes in bank bjb’s business
Limit risiko pasar dan risk appetite Bank dievaluasi environment.
secara periodik atau sewaktu-waktu diperlukan
untuk dilakukan evaluasi sesuai dengan perubahan
lingkungan bisnis Bank.
Kecukupan Kebijakan, Prosedur Adequacy of Policies, Procedures

dan Penetapan Limit and Limiting
Sebagai penerapan manajemen risiko pasar yang As a dynamic application of market risk
bersifat dinamis, satuan kerja manajemen risiko management, bank bjb’s Risk Management Work
bank melakukan pembaharuan dan evaluasi atas Unit regularly updates and evaluates bank risk
kebijakan dan pedoman manajemen risiko bank management policies and guidelines. Evaluate
secara berkala. Evaluasi pedoman pengukuran guidelines for measuring market risk limits by the
limit risiko pasar oleh satuan kerja manajemen Risk Management Work Unit on a regular basis
risiko secara berkala dan dilakukan pembahasan and discuss with the risk taking unit (Treasury
dengan risk taking unit (Divisi Treasury) dan Division) and subsequently will be submitted
selanjutnya akan diajukan kepada Direksi untuk to the Directors for approval of the guidelines
persetujuan atas pedoman dimaksud. referred to.
Terkait dengan evaluasi penetapan limit dealing In connection with the evaluation of the
room treasury dan ALM yang diajukan oleh determination of the Dealing Room Treasury and
Divisi Treasury, satuan kerja manajemen risiko ALM limits proposed by the Treasury Division, the
melakukan evaluasi terhadap limit tersebut Risk Management Work Unit evaluates these limits
dengan metodologi yang telah disahkan dalam using the methodology that has been approved in
pedoman manajemen risiko bank. Limit untuk bank bjb’s risk management guidelines. Limit for
level portofolio treasury dievaluasi minimal satu treasury portfolio level is evaluated at least once
tahun sekali atau dapat dilakukan lebih sering jika a year or can be done more frequently if there is
terdapat pergerakan volatilitas harga pasar atau a movement in market price volatility or changes
perubahan business plan risk taking unit. Evaluasi in business plan risk taking units. Evaluation of
analisa tersebut sekurang-kurangnya memuat the analysis contains at least information on
informasi mengenai latar belakang perubahan the background of changes in limits, current
limit, kondisi saat ini, dasar perhitungan dalam conditions, the basis for calculating changes in
melakukan perubahan limit, kepatuhan terhadap limits, compliance with regulations and the impact
regulasi dan dampak terhadap modal. on capital.

Kecukupan Proses Identifikasi, Pengukuran, Adequacy of The Risk Identification,

serta Sistem Informasi Manajemen Risiko Process, and Risk Management Information
System
Dalam melakukan penerapan manajemen In implementing Risk Management through the
risiko melalui proses identifikasi, pengukuran, process of identifying, measuring, monitoring and
pemantauan, dan pengendalian risiko, serta controlling Risk, as well as the Risk Management
sistem informasi manajemen risiko untuk risiko information system for Market Risks as stated in
pasar sebagaimana Surat Edaran Otoritas Jasa Bank Indonesia Circular Letter Number 13/23/
Keuangan Nomor 34/SEOJK.03/2016 tanggal DPNP dated October 25, 2011, bank bjb implements
1 September 2016, Bank melakukan penerapan risk management, namely:
manajemen risiko yaitu:
1. Identifikasi Risiko Pasar 1. Market Risk Identification
Proses identifikasi risiko pasar meliputi The process of identifying market risk includes
identifikasi dari karakteristik produk baru, identification of the characteristics of new
identifikasi sumber risiko pasar yang dapat products, identification of sources of market
berdampak kepada transaksi yang akan risk that can have an impact on transactions
dilakukan oleh dealing room treasury. Proses that will be carried out by the Dealing Room
identifikasi risiko yang disesuaikan dengan Treasury. The risk identification process that
risiko pasar melekat pada aktivitas bisnis bank is adjusted to Market Risk is inherent in bank
yang meliputi risiko suku bunga antara lain bjb’s business activities which includes interest
repricing risk, yield curve risk, basis risk, dan rate risk including repricing risk, yield curve
optionality risk dan untuk risiko nilai tukar risk, basis risk, and optionality risk and for
antara lain tercermin dari besarnya eksposur exchange rate risk, among others, reflected
transaksional. Satuan kerja manajemen risiko in the magnitude of transactional exposure.
juga melakukan review atau evaluasi atas The Risk Management Work Unit also reviews
produk maupun aktivitas yang terekspos or evaluates products and activities that are
pengaruh pergerakan variabel pasar. exposed to the influence of market variable
movements.
2. Pengukuran Risiko Pasar 2. Market Risk Measurement
Pengelolaan portofolio Divisi Treasuri tanpa Management of the Treasury Division’s
adanya dasar pertimbangan dan penilaian portfolio without a basis for consideration
risiko akan mengakibatkan kerugian di atas and risk assessment will result in losses above
toleransi bank dalam menyerap kerugian. bank bjb’s tolerance in absorbing losses. One
Salah satu cara dalam menanggulangi kejadian way to overcome risk events that can cause
risiko yang dapat menyebabkan kerugian di losses above bank risk tolerance is to use risk
atas toleransi risiko bank adalah penggunaan tolerance or transaction limits that are allowed
toleransi risiko atau limit transaksi yang by bank management. Submission of limits by
diperkenankan manajemen Bank. Pengajuan the Treasury Division as a risk-taking unit must
limit oleh Divisi Treasuri sebagai risk taking unit obtain a measurable risk assessment by the
harus mendapatkan kajian risiko secara terukur Risk Management Division. Submission of this
oleh Divisi Manajemen Risiko. Pengajuan limit limit aims to facilitate management Bank bjb
ini bertujuan untuk mempermudah manajemen in understanding the risks faced and managing
bank bjb dalam memahami risiko yang dihadapi the risks.
serta pengelolaan risikonya.
Pengajuan limit harus meliputi kriteria-kriteria Submission of limits must include the following
sebagai berikut: criteria:
Divisi Treasuri sebagai risk taking unit Treasury Division as a risk taking unit
menerapkan “trading” dan “hedging” secara implements “trading” and “hedging” regularly
berkala sebagai bagian dari proses pengelolaan as part of the Treasury business management

2020 Annual Report
bisnis treasury khususnya bidang treasury process, especially in the field of Treasury
trading. Pada konteks limit berbasis risiko ini, Trading. In the context of this risk-based limit,
yang ditentukan adalah limit yang berkaitan what is determined is the limit relating to
dengan aktivitas treasury. Dalam proses Treasury activities. In the process of applying
penerapan limit dilakukan usaha pendekatan limits, an attempt is made to approach where
dimana terdapat komponen-komponen yang there are supporting components including :
mendukung diantaranya:
a. Rencana Bisnis a. Business plan
- Rencana bisnis harus secara luas - The business plan must broadly state the
mencantumkan tujuan dari limit yang objectives of the requested limit, target
diminta, target pasar, pendapatan market, expected income and capital
yang diharapkan dan kebutuhan requirements. The plan must qualify
akan modal. Rencana tersebut harus how the limit will be used, for example
mengkualifikasikan cara bagaimana limit “trading” or “hedging”.
tersebut akan dipergunakan, contoh
“trading” atau “hedging”.
- Aplikasi limit harus mengidentifikasi - The limit application must identify
mata uang dan pasar spesifik yang specific currencies and markets that
menjadi eksposur terhadap tujuan unit are exposure to the objectives of the
bisnis. business unit.
b. Persyaratan Modal dan Proyeksi b. Capital Requirements and Projection of
Pendapatan Income
- Divisi Treasuri meminta masukan dari - The Treasury Division requests input
Divisi Manajemen Risiko dalam mengukur from the Risk Management Division in
alokasi modal yang harus disediakan measuring capital allocation that must
dalam memitigasi potensi kerugian yang be provided in mitigating potential
akan timbul. losses that will arise
- Divisi Treasuri harus memberikan - T The Treasury Division must provide
proyeksi pendapatan yang berhubungan income projections related to limit
dengan aplikasi limit. Proyeksi tersebut applications. This projection will facilitate
akan memudahkan Direksi dalam proses the Directors in the decision process for
pengambilan keputusan persetujuan approval of limits.
limit.
c. Penggunaan historis c. Historical use
Divisi Treasuri dapat memberikan analisa The Treasury Division can provide an
trend market outlook dengan penggunaan analysis of market outlook trends with
historis yang ada atas eksposur risiko existing historical use of risk exposures or
atau limit yang akan diterapkan. Prosedur limits to be applied. The work procedure
kerja pengukuran limit unit bisnis Treasuri for measuring Treasury business unit
mempertimbangkan beberapa aspek limits considers several aspects that are
yang dinilai cukup berpotensial dalam considered to be quite potential in causing
menimbulkan kejadian risiko. Komponen risk events. The underlying component in
yang mendasari dalam pengukuran limit the measurement limit loading namely:
memuat yaitu:
- Faktor sensitivitas risiko pasar setiap - Market risk sensitivity factors Each
aktivitas treasuri terdapat risiko Treasury activity has inherent risk (risk
yang melekat (risk inherent) dimana inherent) where the process of measuring
proses dalam pengukuran risiko harus risk must be based on the risk sensitivity
didasarkan pada sensitivitas risiko yang inherent in Treasury transaction
melekat pada aktivitas transaksi treasury. activities. Market risk sensitivity factors

Faktor sensitivitas risiko pasar meliputi include PV01, Duration and transaction
yaitu PV01, duration dan volatilitas volatility.
transaksi.
- Kecukupan Data - Data Adequacy
Kecukupan data diperlukan sebagai Adequacy of data is needed as an
kecukupan prosedur analisis statistik dan adequate statistical analysis procedure
agar analisis pengukuran terhadap risiko and so that the measurement of risk
menghasilkan output yang memadai analysis produces adequate output and
dan sesuai dengan eksposur risiko is in accordance with the risk exposures
yang dihadapi oleh Bank. Data yang faced by bank bjb. The data needed is
diperlukan adalah data historis yang historical data needed to strengthen an
dibutuhkan guna memperkuat suatu analysis of risk limit measurements.
analisis pengukuran limit risiko.
- Pengukuran Value at Risk - Measurement of Value at Risk
Model Value at Risk tersebut The Value at Risk model is used in
dipergunakan dalam mengukur dan measuring and analyzing Treasury
menganalisa risiko transaksi treasury transaction risk in a comprehensive and
secara komprehensif dan terukur. measurable manner. For example, the
Misalnya, penggunaan VaR (value at risk) use of VaR (value at risk) to measure
untuk mengukur kerugian/budget loss losses / budget loss on Treasury trading
atas aktivitas transaksi treasury trading transaction activities. In addition, the
selain itu kegunaan model ini juga dapat use of this model can also measure
mengukur perkiraan kerugian terburuk the estimated worst losses that can
yang dapat dialami Bank dalam selang be experienced by bank bjb in certain
waktu tertentu pada kondisi pasar yang intervals under normal market conditions
normal dan tingkat kepercayaan tertentu. and a certain level of confidence.
Beberapa strategi pengelolaan risiko pasar yang Some of the market risk management strategies
dilakukan bank bjb adalah mencakup sistem dan undertaken by Bank bjb include systems and
prosedur dengan menggunakan teknik mark to procedures using Mark To Market, Value at Risk
market, Value at Risk (VaR), stress testing, repricing (VaR) techniques, Stress Testing, Repricing Gap
gap and duration gap model atau metoda lain yang & Duration Gap Models or other appropriate
sesuai untuk mendapatkan nilai wajar eksposur methods to obtain fair value of periodic exposures,
secara berkala, sekaligus merupakan platform as well as being the right platform for assessing
yang tepat untuk menilai posisi risiko. risk positions.
Pada saat ini bank bjb menerapkan metode yang At this time bank bjb applies a method that is
mampu mengukur risiko terhadap nilai tukar able to measure risk to the exchange rate, namely
yaitu dengan menggunakan model nilai tukar Var by using the EWMA Var Exchange Rate Model
EWMA (Exponential Weighted Moving Average) (Exponential Weighted Moving Average) which
yang dilengkapi dengan fundamental analysis dan is equipped with to capture the exchange rate
historical simulation untuk menangkap tingkat risk level reflected in the Net Open Position. Bank
risiko nilai tukar yang tercermin dalam posisi bjb has also developed a model for measuring
devisa neto. bank bjb juga telah membangun interest rate risk using a methodology that can
model pengukuran risiko tingkat suku bunga capture interest rate risk from portfolio assets and
dengan menggunakan metodologi yang dapat liabilities that are sensitive to changes in interest
menangkap risiko suku bunga dari portofolio aset rates and determine the amount of risk to banks
dan kewajiban yang sensitive terhadap perubahan through Repricing Profile, Duration GAP, and
suku bunga serta menentukan besaran risiko Economic Value of Equity ( EVE). In the process
terhadap bank melalui repricing profile, duration of measuring potential losses both interest rates
gap, dan Economic Value of Equity (EVE). Dalam and exchange rates of Treasury transactions are

2020 Annual Report
proses pengukuran potensi kerugian baik itu suku measured through historical VaR simulation both
bunga dan nilai tukar dari transaksi-transaksi systemically (OPICS Risk) and manually. Testing
treasury diukur melalui VaR simulasi historis baik the internal feasibility of historical VaR simulations
secara sistem (OPICS Risk) maupun manual. through back testing VaR vs Profit / Loss Treasury
Pengujian kelayakan internal VaR simulasi historis and is conducted regularly.
melalui back testing VaR versus profit/loss treasury
dan dilakukan secara berkala.
Pemantauan Risiko Pasar Market Risk Monitoring

Aktivitas manajemen risiko dalam melakukan Risk management activities in carrying out the
proses pemantauan aktivitas bisnis antara lain process of monitoring business activities include :
melalui:
1. Adanya Risk Management Agency (RMA) yang 1. The existence of an RMA (Risk Management
berfungsi untuk melakukan proses manajemen Agency) that functions to carry out the
risiko pasar trading book melalui pemantauan trading book market risk management process
limit treasury secara harian, misalnya ketentuan through daily monitoring of Treasury limits, for
GWM, open position, budget loss, risk example the statutory reserve requirement,
sensitivity limit, dan lain-lain. Sebagai upaya open positions, budget loss, risk sensitivity
proses pemantauan yang efektif dan akurat, limits, etc. As an effort to monitor the process
bank telah memiliki sistem OPICS Risk yang effectively and accurately, bank bjb has an
berfungsi dalam mengukur eksposur risiko OPICS Risk system that functions in measuring
trading book yang dilakukan oleh dealing room trading book risk exposure by the Treasury
treasury. dealing room.
2. Pemantauan risiko nilai tukar banking book 2. Banking book exchange risk monitoring is
dilakukan melalui pemantauan posisi devisa carried out through monitoring the Net Open
neto per 30 (tiga puluh) menit serta secara Position per 30 minutes and on a daily basis
harian agar berada dalam toleransi limit internal to be within the tolerance limits of bank bjb’s
bank dan regulasi Bank Indonesia. internal limits and Bank Indonesia regulations.
3. Pemantauan risiko suku bunga banking book 3. Banking book interest rate risk monitoring
dilakukan melalui pengukuran repricing GAP, is carried out through measurement of GAP
duration GAP, dan Economic Value of Equity Repricing, Duration GAP, and Economic Value
(EVE) untuk melihat sensitivitas porotfolio of Equity (EVE) to see the sensitivity of bank
aktiva dan pasiva Bank dalam menghadapi assets and liabilities portfolio in the face of
perubahan suku bunga di masa datang. changes in interest rates in the future.
4. Melakukan evaluasi terhadap eksposur risiko 4. Evaluate the risk exposures held by banks.
yang dimiliki oleh Bank.
5. Apabila terjadi pelampauan limit, Divisi 5. In the event of exceeding the limit, the Risk
Manajemen Risiko segera melakukan Management Division immediately conducts
pelampauan tersebut kepada Direksi. exceeding this to the Board of Directors.
Pengendalian Risiko Pasar Market Risk Control

Strategi yang diambil oleh bank bjb dalam proses Strategies taken by banks in the process of
pengendalian risiko pasar, antara lain melalui controlling market risk include hedging, squaring
hedging, squaring position, back-to-back dan positions, back-to-back and other means aimed at
cara lain yang bertujuan untuk meng-offset suatu offsetting a transaction / position that has a loss
transaksi/posisi yang mengalami kerugian serta and stress testing in order to see the resilience
stress testing guna melihat ketahanan posisi of bank bjb’s financial position in facing crisis
keuangan bank bjb dalam menghadapi kondisi conditions. In addition, it can also be used to
krisis. Selain itu pula dapat digunakan untuk transfer risks owned by the Treasury bank’s dealing
mentransfer risiko yang dimiliki dealing room room as long as the risk transfer is still within bank
treasury Bank sepanjang transfer risiko tersebut bjb’s risk limit. Bank bjb also limits or prohibits

masih berada dalam risk limit Bank. Bank juga certain types of transactions or instruments to
membatasi atau melarang jenis transaksi atau be transacted by business units, and reduces risk
instrumen tertentu untuk ditransaksikan oleh by providing a maximum limit of transactions
bisnis unit, serta mengurangi risiko dengan cara or portfolios in accordance with bank bjb’s risk
memberikan batas maksimum transaksi atau appetite.
portofolio sesuai dengan risk appetite Bank.

yang Menyeluruh
Dalam rangka pengembangan penerapan In the context of developing a dynamic application
manajemen risiko yang dinamis, satuan kerja of risk management, the Risk Management Unit
manajemen risiko selalu melakukan evaluasi atas always evaluates market risk policies, procedures
kebijakan, prosedur dan limit risiko pasar secara and limits on a regular basis. As an effort to control
berkala. Sebagai upaya pengendalian risiko pasar market risk in the form of adequacy of policies and
berupa kecukupan kebijakan dan prosedur satuan procedures of the Risk Management Work Unit,
kerja manajemen risiko, kaji ulang atas kebijakan reviews of policies and procedures are carried out
dan prosedur dilakukan oleh unit independen baik by independent units, both internal and external
di internal ataupun pihak eksternal. parties.
Pelaksanaan kaji ulang dan evaluasi terhadap The review and evaluation of risk measurements
pengukuran risiko yang dilakukan oleh Divisi carried out by the Risk Management Division
Manajemen Risiko meliputi: include:
a. Kesesuaian kebijakan, desain proses a. Conformity of policies, design of Risk
manajemen risiko, sistem informasi, dan Management processes, information systems,
pelaporan manajemen risiko bank dengan and reporting of bank risk management with
kebutuhan bisnis Bank, serta perkembangan bank bjb’s business needs, as well as the
peraturan dan praktek terbaik (best practice) development of regulations and best practices
terkait manajemen risiko. related to Risk Management;
b. Metode, asumsi, dan variabel yang digunakan b. The methods, assumptions and variables used
untuk mengukur risiko dan menetapkan limit to measure risk and determine market risk
risiko pasar. limits;
c. Perbandingan antara asumsi yang digunakan c. Comparison between assumptions used in the
dalam metode pengukuran risiko yang risk measurement method used and actual/
dipergunakan dengan kondisi yang sebenarnya/ actual conditions;
aktual.
d. Perbandingan antara limit yang ditetapkan d. Comparison between specified limits and
dengan eksposur yang sebenarnya/aktual. actual/actual exposures;
Hasil kaji ulang Satuan Kerja Manajemen Risiko The results of the Risk Management Work Unit
(Divisi Manajemen Risiko) yang telah dikaji ulang (Risk Management Division) which have been
oleh Satuan Kerja Audit Intern (SKAI) akan reviewed by the Internal Audit Work Unit (SKAI)
disampaikan dalam Komite Manajemen Risiko will be submitted to the Risk Management
(RMC) untuk kemudian diminta persetujuannya Committee (RMC) for approval from the Directors.
kepada Direksi. Pembahasan tersebut dilakukan The discussion was also conducted with the Board
pula dengan Dewan Komisaris yang dibantu oleh of Commissioners, assisted by the Risk Monitoring
Komite Pemantau Risiko. Kaji ulang yang dilakukan Committee. The review conducted by the Internal
oleh Satuan Kerja Audit Intern (SKAI) meliputi: Audit Work Unit (SKAI) includes:
a. Keandalan kerangka manajemen risiko, yang a. Reliability of the Risk Management framework,
mencakup kebijakan, struktur organisasi, which includes policies, organizational
alokasi sumber daya, desain proses manajemen structure, resource allocation, design of the Risk
risiko, sistem informasi, dan pelaporan risiko Management process, information systems,
bank. and Bank Risk reporting;

2020 Annual Report
b. Proses pemantauan yang dilakukan oleh satuan b. The monitoring process carried out by the Risk
kerja manajemen risiko. Management Work Unit;
c. Evaluasi atas metodologi pengukuran satuan c. Evaluation of the measurement methodology
kerja manajemen risiko. of the Risk Management Work Unit;.
Pengungkapan Kuantitatif Risiko Pasar Disclosure of Market Risks
Tabel 7.1. Pengungkapan Risiko Pasar dengan Menggunakan Metode Standar

Table 7.1. Disclosure of Market Risks Using the Standard Method

Jenis Risiko Bank Bank
No
Type of Risk
Beban Modal Beban Modal
ATMR ATMR
Capital Capital
RWA RWA
Charges Charges
1 Risiko Suku Bunga - - - -
Interest Rate Risk
a. Risiko Spesifik 374,506 4,681,331 5,794 72,420
Specific Risks
b. Risiko Umum - - - -
General Risk
2 Risiko Nilai Tukar 10,875 135,933 9,954 124,425
Exchange Rate Risk
3 Risiko Ekuitas - - - -
Equity Risk
4 Risiko Komoditas - - - -
Commodity Risk
5 Risiko Option - - - -
Option risk
Total 385,381 4,817,264 15,748 196,845
Risiko Likuiditas Risiko Likuiditas

Risiko likuiditas adalah risiko akibat Liquidity Risk is the risk due to the inability of
ketidakmampuan bank untuk memenuhi banks to meet obligations that arise or obligations
kewajiban yang timbul atau kewajiban yang telah that are due. This risk occurs due to the failure
jatuh tempo. Risiko ini terjadi akibat kegagalan of the management of the source of funds and
pengelolaan sumber dana dan penanaman dana investment of funds (mismatch) or lack of liquidity
(mismatch) atau kekurangan likuiditas (shortage) (shortage) which results in bank bjb not being able
yag mengakibatkan bank tidak mampu memenuhi to meet its financial obligations at the specified
kewajiban keuangannya pada waktu yang telah time. Liquidity risk can be categorized as follows :
ditetapkan. Risiko likuiditas dapat dikategorikan
sebagai berikut:
a. Risiko likuiditas pasar, yaitu risiko yang timbul a. Market Liquidity Risk, the risk arising because
karena bank tidak mampu melakukan offsetting banks are unable to offsetting certain positions
posisi tertentu dengan harga pasar karena at market prices due to inadequate market
kondisi likuiditas pasar yang tidak memadai liquidity conditions or market disruption;
atau terjadi gangguan di pasar (market
disruption).
b. Risiko likuiditas pendanaan, yaitu risiko yang b. Funding Liquidity Risk, the risk arising because
timbul karena bank tidak mampu mencairkan banks are unable to disburse their assets or
asetnya atau memperoleh pendanaan dari obtain funding from other funding sources.
sumber dana lain.


Dewan Komisaris dan Direksi bertanggungjawab The Board of Commissioners and the Board of
atas efektivitas penerapan manajemen risiko Directors were responsible for the effectiveness
likuiditas di Bank. Terkait wewenang dan tanggung of the implementation of liquidity risk
jawab pengawasan aktif Dewan Komisaris management in bank bjb. Regarding the powers
dan Direksi bank bjb, Dewan Komisaris dan and responsibilities of active supervision of the
Direksi selalu memperoleh informasi yang jelas Board of Commissioners and Board of Directors
mengenai evaluasi dan penerapan manajemen of bank bjb, the Board of Commissioners and
risiko eksposur risiko likuiditas, pemantauan Directors always obtained clear information
limit secara harian serta langkah- langkah yang regarding the evaluation and implementation
diambil oleh risk taking unit khususnya terkait of risk management for liquidity risk exposure,
adanya pelampauan limit. Dalam pelaksanaan daily limit monitoring as well as steps taken by
pengawasannya, Dewan Komisaris dibantu oleh the risk taking unit, especially in relation to the
Komite Pemantau Risiko (KPR) bank yang secara existence of exceedance of limit. In implementing
berkala melakukan pengawasan melalui koordinasi its supervision, the Board of Commissioners was
dengan satuan kerja manajemen risiko. Media assisted by bank bjb’s Risk Monitoring Committee
koordinasi yang digunakan dapat berupa laporan (KPR), which regularly performed supervision
pemantauan risiko oleh SKMR yang disampaikan through coordination with the risk management
kepada Komite Pemantau Risiko maupun melalui work unit. The coordination media used could be
media rapat antara kedua belah pihak. Adapun in the form of risk monitoring reports by SKMR
rapat yang diadakan tersebut pada umumnya which were submitted to the Risk Monitoring
membahas penerapan manajemen risiko di Committee or through media meetings between
bank bjb menyangkut diantaranya penerapan the two parties. The meetings held generally
pengukuran risk tolerance risiko likuiditas, stress discuss the application of risk management at
testing likuiditas, pembahasan profil risiko bank bjb, including the application of risk tolerance
likuiditas yang bersifat material, dan kecukupan measurement for liquidity risk, stress testing
metodologi pengukuran yang dipergunakan of liquidity, discussion of material liquidity risk
satuan kerja manajemen risiko. Pengawasan profiles, and the adequacy of the measurement
yang dilakukan oleh Direksi yaitu memantau methodology used by the risk management work
penerapan limit treasury secara berkala baik unit. Supervision was carried out by the Board of
terjadi pelampauan limit (breach limit) maupun Directors, namely monitoring the implementation
tidak terjadi pelampauan limit, melakukan of treasury limits on a regular basis whether there
persetujuan atas limit yang bersifat baru ataupun was a breach limit or there was no exceeding
perubahannya. Pembahasan tentang pengelolaan the limit, approving new limits or changes.
risiko likuiditas seperti komposisi deposan inti, Discussions on liquidity risk management such as
maturity profile bank dilakukan dalam Rapat the composition of core depositors, bank maturity
Asset Liability Committee (ALCO) sedangkan profiles were conducted at the Asset Liability
pembahasan eksposur risiko likuiditas seperti profil Committee (ALCO) meeting, while discussions on
risiko likuiditas yang bersifat material, liquidity liquidity risk exposures such as material liquidity
stress testing, dan eksposur risiko likuiditas lainnya risk profiles, liquidity stress testing, and other
dibahas dalam rapat Komite Manajemen Risiko liquidity risk exposures were discussed in the Risk
(RMC). Management Committee (RMC) meeting.
Kecukupan Kebijakan, Prosedur Adequacy of Policies, Procedures and Limit

dan Penetapan Limit Determination
Sebagai upaya menghadapi permasalahan As an effort to deal with fundamental liquidity
likuiditas mendasar, bank bjb telah memiliki problems, bank bjb has policies and guidelines
kebijakan dan pedoman terkait penerapan related to the implementation of liquidity risk
manajemen risiko likuiditas. Kebijakan dan management. These policies and guidelines
pedoman tersebut memuat diantaranya prosedur include procedures for measuring liquidity risk,

2020 Annual Report
pengukuran risiko likuiditas, stress testing stress testing for liquidity, covering scenarios
likuiditas yang memuat skenario general market for the general market crisis and bank specific
crisis dan bank specific crisis. Terkait kebijakan crisis. Regarding the policy for implementing the
penerapan limit gap likuiditas, prosedur eskalasi liquidity gap limit, the limit exceeding escalation
pelampauan limit, rencana kontinjensi pendanaan procedure, the liquidity funding contingency plan,
likuiditas, saat ini bank masih menyusun prosedur bank bjb is currently still preparing procedures
dan langkah- langkahnya bersama risk taking and steps together with the risk taking unit, which
unit dimana untuk ke depannya akan dijadikan in the future will be used as regulatory policies
kebijakan aturan yang perlu dipatuhi oleh risk that the risk taking unit needs to comply with.
taking unit. Penetapan limit likuiditas yang berjalan Determination of the liquidity limit that runs at
di bank bjb yaitu penetapan limit primary reserve, bank bjb, namely the determination of the limit
secondary reserve dan ekses reserve GWM of primary reserve, secondary reserve and excess
sedangkan untuk penetapan pagu kas di Cabang reserve of GWM, while the determination of cash
Operasional dilakukan oleh Divisi Operasi. ceilings in Operational Branches is carried out by
the Operations Division.
Satuan kerja manajemen risiko selalu melakukan The risk management work unit always evaluates
evaluasi atas kebijakan, prosedur dan analisis the policies, procedures and performance analysis
kinerja bank bjb terhadap limit yang diterapkan. of bank bjb against the applied limits. The
Adapun perubahan limit dilakukan oleh risk taking limit changes are carried out by the risk taking
unit untuk kemudian dilakukan evaluasi melalui unit and then evaluated through standardized
pengukuran yang telah distandarisasi oleh satuan measurements by the risk management work unit.
kerja manajemen risiko.

Information System
Kebijakan risiko likuiditas mencakup risiko yang Liquidity risk policies include risks that cause banks
menyebabkan bank menderita kerugian akibat to suffer losses due to increased funding costs or
meningkatnya biaya dana atau adanya hambatan/ the presence of obstacles / limitations in meeting
keterbatasan dalam memenuhi kewajiban yang obligations that are due. Most financial transactions
jatuh tempo. Sebagian besar transaksi finansial or commitments have an impact on bank liquidity.
atau komitmen mempunyai dampak terhadap Therefore, banks are very vulnerable to liquidity
likuiditas bank. Oleh karena itu, bank sangat problems, both for bank bjbs themselves and their
rentan terhadap masalah likuiditas, baik bagi bank effects on bank bjb industry as a whole. Banks
itu sendiri maupun pengaruhnya terhadap industri are required to meet their financial obligations
perbankan secara keseluruhan. Bank berkewajiban in a timely manner so that banks must be able to
memenuhi kewajiban keuangannya secara tepat maintain an adequate level of liquidity at all times
waktu sehingga bank harus mampu memelihara
suatu tingkat likuiditas yang memadai setiap
waktu.
Dalam menentukan limit risiko likuiditas, bank In determining the liquidity risk limit, bank bjb
memperhatikan kondisi likuiditas dari aktiva- considered the liquidity condition of bank bjb’s
pasiva bank. Likuiditas yang cukup besar perlu assets. Large liquidity needed to be managed
dikelola secara baik dan dijadikan indikator properly and used as an indicator in implementing
dalam menerapkan limit risiko likuiditas untuk liquidity risk limits to support efforts to increase
mendukung upaya peningkatan profitabilitas bank profitability, because sufficiently large
bank, karena likuiditas yang cukup besar justru liquidity would actually increase idle funds and
akan meningkatkan idle fund dan akan merugikan would be detrimental to banks, especially banks

bagi bank terutama bank yang didanai nasabah funded by corporate customers. The liquidity
korporasi. Gap likuiditas secara historis dapat gap had historically been used as a benchmark
dijadikan patokan dalam menentukan limit risiko in determining the liquidity risk limit for a bank.
likuiditas bagi bank. Penerapan limit likuiditas yang The implementation of liquidity limits in banks,
berjalan di bank yaitu penetapan limit primary namely the determination of the primary reserve,
reserve, secondary reserve dan ekses reserve secondary reserve and excess reserve of GWM,
GWM sedangkan untuk penetapan pagu kas di while the determination of cash ceilings in
Cabang Operasional dilakukan oleh Divisi Operasi. Operational Branches was carried out by the
Operations Division.
Saat ini bank sedang mengembangkan sistem Currently, bank bjb developed a liquidity risk
informasi pengukuran risiko likuiditas seperti measurement information system, such as an
maturity profile yang terintegrasi. Satuan kerja integrated maturity profile. The risk management
manajemen risiko bersama risk taking unit dalam work unit together with the risk taking unit in the
tahapan integrasi sistem informasi maturity integration stage of the maturity profile information
profile tersebut selalu diadakan rapat sebagai system were always held in meetings as an effort
upaya mengetahui utilisasi progres yang telah to determine the utilization of progress that has
dilakukan. Sistem pelaporan maturity profile valas been made. The foreign currency maturity profile
telah terintegrasi dan tervalidasi dengan memadai reporting system had been adequately integrated
sehingga pelaporannya tidak memerlukan proses and validated so that reporting did not require
manual lagi. manual processing anymore.
Sebagai langkah koordinasi manajemen bank dalam As a coordinating step for bank management in
menghadapi kejadian krisis likuiditas dikemudian facing future liquidity crises, bank bjb is preparing
hari, bank sedang menyusun Tim Manajemen Krisis a Liquidity Crisis Management Team as an
Likuiditas (Liquidity Crisis Management Team) anticipatory step in responding to the liquidity
sebagai langkah antisipatif dalam menyikapi krisis crisis by carrying out emergency funding plan
likuiditas dengan menjalankan prosedur rencana procedures in accordance with the Contingency
pendanaan darurat sesuai dengan kerangka kerja Funding Plan Scenario framework.
contingency funding plan scenario.
Dalam proses pemantauan limit risk taking unit, In the process of monitoring the Risk Taking Unit
satuan kerja manajemen risiko selalu melakukan limit, the Risk Management Unit always monitors
pemantauan limit secara harian dan dilaporkan the limits on a daily basis and is reported to the
kepada Direksi secara berkala. Adapun apabila Board of Directors periodically. Meanwhile, in
terjadi eskalasi pelampauan limit maka akan the event of an escalation in excess of the limit,
segera dilaporkan kepada Direksi termasuk upaya it will be immediately reported to the Board of
contingency plan yang akan dilakukan oleh risk Directors, including a contingency plan that will
taking unit. Terkait menuju implementasi Basel be carried out by the Risk Taking Unit. Related to
III yang terfokus kepada permasalahan likuiditas, the implementation of Basel III which is focused
satuan kerja manajemen risiko bekerja sama on liquidity issues, the Risk Management Work
dengan unit bisnis dan supporting unit melakukan Unit in collaboration with the Business Unit and
pengukuran dampak Basel III terhadap bank bjb Supporting Unit measures the impact of Basel III
dengan melakukan simulasi perhitungan Liquidity on banks by simulating the calculation of the LCR
Coverage Ratio (LCR) dan Net Stable Funding ratio (Liquidity Coverage Ratio) and NSFR (Net
Ratio (NSFR) yang dibutuhkan oleh bank bjb Stable Funding Ratio) which needed by banks to
agar terhindari dari dampak risiko likuiditas dan avoid the effects of liquidity risk and internal and
kepatuhan internal maupun eksternal. external compliance.

2020 Annual Report

yang Menyeluruh
Dalam rangka pengembangan penerapan In the context of developing a dynamic application
manajemen risiko yang dinamis, satuan kerja of risk management, the Risk Management Unit
manajemen risiko selalu melakukan evaluasi atas always evaluates policies, procedures and liquidity
kebijakan, prosedur dan limit risiko likuiditas secara risk limits on a regular basis. As an effort to control
berkala. Sebagai upaya pengendalian risiko pasar market risk in the form of adequacy of policies and
berupa kecukupan kebijakan dan prosedur satuan procedures of the Risk Management Work Unit,
kerja manajemen risiko, kaji ulang atas kebijakan reviews of policies and procedures are carried out
dan prosedur dilakukan oleh unit independen baik by independent units, both internal and external
di internal ataupun pihak eksternal. satuan kerja parties. The Risk Management Work Unit conducts
manajemen risiko pun melakukan stress testing stress testing of Bank bjb liquidity and provides
likuiditas bank bjb dan memberikan informasi information on the adequacy of liquid assets that
kondisi kecukupan aset likuid yang dipandang are deemed adequate to cover sudden and large
memadai untuk meng-cover penarikan dana oleh withdrawals of funds by customers. The report is
nasabah secara tiba-tiba dan dalam jumlah besar. informed to the Directors and risk taking units in
Laporan tersebut diinformasikan kepada Direksi order to get feed back and create risk awareness.
dan risk taking unit agar mendapatkan feed back
dan menciptakan risk awareness.

Pengungkapan Kuantitatif Risiko Likuiditas Quantitative Disclosure of Liquidity Risk
Profil Maturitas Rupiah – Bank secara Individual Profil Maturitas Rupiah – Bank secara Individual
Pengungkapan Profil Maturitas Rupiah - Bank Pengungkapan Profil Maturitas Rupiah - Bank
secara Konsolidasi dengan Individual secara Konsolidasi dengan Individual
Tabel 9.1.a. Pengungkapan Profil Maturitas Rupiah - Bank secara Individual

Table 9.1.a. Disclosure of IDR - Bank Maturity Profile Individually
Jatuh Tempo *) / Due Date *)
Pos-Pos Saldo >1 minggu sampai

Sampai dengan 1
Post Balance dengan 2 minggu
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset
1. Kas / Cash 3,603,607 - -
2. Penempatan pada Bank Indonesia -

Placement with Bank Indonesia
a. Giro / Current Account 7,541,327 - -
b. SBI / SBI - - -
c. Lainnya (Depo Facility, Term Deposit dan - - -

Reverse Repo)
Others (Depo Facility, Term Deposit &
Reverse Repo)
3. Penempatan pada bank lain 3,069,560 2,033,181 -
Placement with other banks
4. Surat Berharga **)
Securities **)
a. SUN
1) Diperdagangkan 408,251 21 -
Traded
2) Tersedia untuk dijual 5,910,469 - -
available for sale
3) Dimiliki hingga jatuh tempo 2,973,227 2,235,878 -
Held to maturity
4) Pinjaman yang diberikan dan piutang - - -
Loans and receivables
b. Surat Berharga Korporasi
Corporate Securities
1) Diperdagangkan 3,032,267 3,032,267 -
Traded
2) Tersedia untuk dijual - - -
Available for sale
3) Dimiliki hingga jatuh tempo 722,010 - 20,316
Held to maturity
c. Lainnya / Others - - -
5. Kredit yang Diberikan

Distributed Loans

2020 Annual Report
>2 minggu sampai >1 bulan sampai >3 bulan sampai >6 bulan sampai
dengan 1 bulan dengan 3 bulan dengan 6 bulan dengan 12 bulan >12 bulan
‘> 2 weeks to 1 ‘> 1 month to 3 ‘> 3 months to 6 ‘> 6 months to 12 > 12 months
month months months months
- - - - 3,603,607
- - - - 7,541,327
- - - - -
- - - - -
- 190,000 - - 846,379
- - - - 408,230
- - - 70,193 5,840,276
- - 60,257 121,071 556,021
- - - - -
- - - - -
- - - - -
168,707 155,604 117,379 260,004
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
a. Belum Jatuh Tempo 89,095,582 62,649,487 867,854

Not yet due
b. Sudah Jatuh Tempo ***) - - -
Expired ***)
6. Tagihan Lainnya / - -
Other Claims
a. Tagihan atas Surat Berharga yang dibeli 10,121,400 10,121,400 -
dengan janji dijual kembali (RR)
Claims on Securities purchased under
agreement to resell (RR)
b. Lainnya / Others 52,801 7,433 2,093
7. Lain-lain / Others - - -
B. Kewajiban / Obligation

Third Party Funds
b. Tabungan / Savings 22,266,568 - -
c. Simpanan Berjangka
Time Deposits
1) Deposito on call - - -
Deposit on call
2) Deposito Berjangka 58,129,335 12,807,449 5,263,570
Time Deposit
3) Lainnya / Others - - -
2. Kewajiban kepada Bank Indonesia - - -

Obligations to Bank Indonesia
3. Kewajiban kepada bank lain 1,847,886 774,074 96,802
Obligations to other banks
4. Surat Berharga yang Diterbitkan
Securities Issued
a. Obligasi / Bond 3,236,456 - -
b. Subordinasi / Subordination - - -
c. Lainnya / others - - -
5. Pinjaman yang Diterima

Loans Received
a. Pinjaman Subordinasi - - -
Subordinated Loans
b. Lainnya / Others 10,709,758 - -
6. Kewajiban Lainnya
Other Obligations
a. Kewajiban atas Surat Berharga yang dijual - - -
dengan janji dibeli kembali (Repo)
Obligations for securities sold under
repurchase agreements (Repo)
b. Lainnya / Others - - -

2020 Annual Report
985,468 2,544,156 2,727,333 3,113,224 16,208,060
- - - - -
- - - - -
- - - - -
2,841 29,527 10,907 - -
- - - - -
- - - - 19,163,117
- - - - 22,266,568
- - - - -
13,878,593 10,417,373 4,521,669 11,026,468 214,213
- - - - -
- - - - -
470,830 309,904 157,703 37,723 850
- - - 832,454 2,404,002
- - - - -
- - - - -
- - - - -
- - 1,500,000 1,220,000 7,989,758
- - - - -
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
C. Selisih Aset dengan Kewajiban dalam Neraca 11,177,381 66,498,144 (4,470,109)

Difference between Assets and Liabilities in the
Balance Sheet
II. Rekening Administratif

Administrative account
A. Tagihan Rekening Administratif
Claims on Administrative Account
1. Komitmen / Commitment
a. Fasilitas pinjaman yang belum ditarik 108,000 - -

Undisbursed loans
b. Posisi pembelian spot dan derivatif yang - - -
masih berjalan
Outstanding spot and derivative purchases
1) Spot / Spot - - -
2) Derivatif / Derivative 1 - -
c. Lainnya / Others 5,053,250
2. Kontijensi / Contingencies 7,888 - -
B. Kewajiban Rekening Administratif

Administrative Account Obligations
a. Fasilitas Kredit yang belum ditarik 4,755,803 - -

Unused loan facilities
b. Irrevocable L/C yang masih berjalan 95,711 - -
Irrevocable L / C that is still running
c. Posisi penjualan spot dan derivatif yang masih - - -
berjalan
2) Derivatif / Derivative - - -
d. Lainnya / Others 4,580,537 - -
C. Selisih Tagihan dan Kewajiban dalam Rekening (5,240,977) - -

Administratif
Difference between Claims and Obligations in
Administrative Accounts
Selisih ((IA-IB) + (IIA-IIB)) 5,936,404 66,498,144 (4,470,109)

Difference ((IA-IB) + (IIA-IIB))
Selisih Kumulatif / Cumulative Difference 5,936,404 66,498,144 (4,470,109)

2020 Annual Report
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (16,774,604)
- - - - 108,000
- - - - -
- - - - -
- - - - 1
5,053,250
- - - - 7,888
- - - - 4,755,803
- - - - 95,711
- - - - -
- - - - -
- - - - -
- - - - 4,580,537
- - - - 978,065
- - - - (5,240,977)
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (22,015,581)
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (22,015,581)

Tabel 9.1.a. Pengungkapan Profil Maturitas Rupiah - Bank secara Individual

Table 9.1.a. Disclosure of IDR - Bank Maturity Profile Individually

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset 104,592,504 89,244,531 8,358,179
1. Kas / Cash 2,929,207 2,929,207
2. Penempatan pada Bank Indonesia 20,669,691 9,981,495 7,158,179

a. Giro / Current Account 9,981,495 9,981,495
b. SBI / SBI 2,739,067 -
c. Lainnya (Depo Facility, Term Deposit 7,949,129 - 7,158,179

dan Reverse Repo)
Others (Depo Facility, Term Deposit
and Reverse Repo)
3. Penempatan pada bank lain 2,393,757 983,980 1,200,000
4. Surat Berharga **) 8,617,220 3,075,140 -
Securities **)
a. SUN 3,630,823 3,075,140 -
1) Diperdagangkan 555,683 -
Traded
2) Tersedia untuk dijual - -
available for sale
Held to maturity
4) Pinjaman yang diberikan dan piutang - -
b. Surat Berharga Korporasi 4,986,397 - -
1) Diperdagangkan 735,148 - -
Traded
Available for sale
3) Dimiliki hingga jatuh tempo 4,251,249 - -
Held to maturity
4) Pinjaman yang diberikan dan piutang - -
5. Kredit yang Diberikan 75,349,849 75,349,849 -

Distributed Loans
a. Belum Jatuh Tempo 75,349,849 75,349,849 -
Not yet due
Expired ***)
6. Tagihan Lainnya / 3,250,000 - -
Other Claims
a. Tagihan atas Surat Berharga yang dibeli 3,250,000 - -

2020 Annual Report
‘> 2 weeks to 1 ‘> 1 month to 3 ‘> 3 months to ‘> 6 months to > 12 months
month months 6 months 12 months
1,000,728 2,200,000 1,050,000 2,739,067 -
790,951 - - 2,739,067 -
- 2,739,067
790,951
209,777
686,274 664,639 1,353,637 486,232 2,351,298
- 555,683 - - -
555,683
- - - - -
686,274 108,956 1,353,637 486,232 2,351,298
686,274 48,874 - - -
- - - - -
- 60,082 1,353,637 486,232 2351298
- - - - -
- - - - -
- - - - -
- - - - -
- 2,200,000 1,050,000 - -
- 2,200,000 1,050,000 - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
B. Kewajiban / Obligation 101,768,387 42,642,820 8,485,650
1. Dana Pihak Ketiga 81,694,089 38,415,173 5,657,100

Third Party Funds
a. Giro / Current Account 17,879,207 17,879,207 -
b. Tabungan / Savings 20,535,966 20,535,966 -
c. Simpanan Berjangka 43,278,916 - 5,657,100

Time Deposits
1) Deposito on call - - 2,828,550
Deposit on call
2) Deposito Berjangka 43,278,916 - 2,828,550
Time Deposit

3. Kewajiban kepada bank lain 4,260,720 1,140,998 2,828,550
4. Surat Berharga yang Diterbitkan 5,252,000 - -
Securities Issued
b. Subordinasi / Subordination 1,000,000 - -
5. Pinjaman yang Diterima 6,708,734 - -

Loans Received
Subordinated Loans
6. Kewajiban Lainnya 3,852,844 3,086,649 -

Other Obligations
a. Kewajiban atas Surat Berharga yang dijual 3,852,844 3,086,649 -
C. Selisih Aset dengan Kewajiban dalam Neraca - - -

Balance Sheet

A. Tagihan Rekening Administratif - - -
1. Komitmen / Commitment - - -

2020 Annual Report
- - - - -
- - - - -
22,083,779 11,062,294 2,717,987 7,643,339 12,789,618
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
- - - - -
21,155,113 11,023,460 2,692,843 7,579,493 828,007
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
- - - - -
162,471 38,834 25,144 63,846 877
- - - - 5,252,000
- - - - 4,252,000
- - - - 1,000,000
- - - - -
- - - - 6,708,734
- - - - -
- - - - 6,708,734
766,195 - - - -
766,195
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
a. Fasilitas pinjaman yang belum ditarik - - -

Undisbursed loans
masih berjalan
2. Kontijensi / Contingencies - - -

a. Fasilitas Kredit yang belum ditarik - - -

b. Irrevocable L/C yang masih berjalan - - -
berjalan
d. Lainnya / Others - - -
C. Selisih Tagihan dan Kewajiban dalam Rekening - - -

Administratif
Selisih ((IA-IB) + (IIA-IIB)) 2,824,117 46,601,711 (127,471)

Selisih Kumulatif / Cumulative Difference 2,824,117 46,601,711 (127,471)

2020 Annual Report
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
(21,083,051) (8,862,294) (1,667,987) (4,904,272) (12,789,618)
(21,083,051) (8,862,294) (1,667,987) (4,904,272) (12,789,618)

Tabel 9.1.b. Pengungkapan Profil Maturitas Rupiah - Bank secara Konsolidasi dengan
Perusahaan Anak
Table 9.1.b. Disclosure of Rupiah Maturity Profile - Consolidated Bank with Subsidiaries

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset
1. Kas / Cash 3,689,045 - -
2. Penempatan pada Bank Indonesia

b. SBI / SBI - - -
c. Lainnya (Depo Facility, Term Deposit dan - - -

Reverse Repo)
Reverse Repo)
Securities **)
a. SUN
1) Diperdagangkan 408,251 21 -
Traded
2) Tersedia untuk dijual 5,910,469 - -
available for sale
Held to maturity
1) Diperdagangkan 1,486,974 1,486,974 -
Traded
Available for sale
3) Dimiliki hingga jatuh tempo 722,010 - 20,316
Held to maturity

Distributed Loans
a. Belum Jatuh Tempo 95,212,443 65,649,487 867,854
Not yet due
Expired ***)
6. Tagihan Lainnya / - -
Other Claims

2020 Annual Report
- - - - 3,689,045
- - - - 8,046,403
- - - - -
- - - - -
- 190,000 - - 892,795
- - - - 408,230
- - - 70,193 5,840,276
- - 60,257 121,071 556,021
- - - - -
- - - - -
- - - - -
168,707 155,604 117,379 260,004
- - - - -
- - - - -
985,468 2,544,156 2,727,333 3,113,224 19,324,921
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
a. Tagihan atas Surat Berharga yang dibeli 10,121,400 10,121,400 -

b. Lainnya / Others 52,801 7,433 2,093

Third Party Funds
b. Tabungan / Savings 22,725,870 - -
Time Deposits
1) Deposito on call - - -
Deposit on call
2) Deposito Berjangka 58,267,762 12,807,449 5,263,570
Time Deposit

3. Kewajiban kepada bank lain 2,119,084 1,045,272 96,802
Securities Issued

Loans Received
Subordinated Loans
Other Obligations
a. Kewajiban atas Surat Berharga yang dijual - - -

Balance Sheet

2020 Annual Report
- - - - -
2,841 29,527 10,907 - -
- - - - -
- - - - 19,296,192
- - - - 22,725,870
- - - - -
13,878,593 10,417,373 4,521,669 11,026,468 352,640
- - - - -
- - - - -
470,830 309,904 157,703 37,723 850
- - - 832,454 2,404,002
- - - - -
- - - - -
- - - - -
- - 1,500,000 1,220,000 8,580,357
- - - - -
- - - - -
- - - - -
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (14,342,216)


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks

a. Fasilitas pinjaman yang belum ditarik 109,836 - -

Undisbursed loans
masih berjalan
2) Derivatif / Derivative 1 - -
c. Lainnya / Others 5,053,250

a. Fasilitas Kredit yang belum ditarik 4,961,067 - -

b. Irrevocable L/C yang masih berjalan 95,711 - -
berjalan
d. Lainnya / Others 4,580,537 - -
2. Kontijensi / Contingencies 1,000,284 - -
C. Selisih Tagihan dan Kewajiban dalam Rekening (5,466,008) - -

Administratif

Selisih Kumulatif / Cumulative Difference 12,922,981 71,277,364 (4,470,109)

2020 Annual Report
- - - - 109,836
- - - - -
- - - - -
- - - - 1
5,053,250
- - - - 8,504
- - - - 4,961,067
- - - - 95,711
- - - - -
- - - - -
- - - - -
- - - - 4,580,537
- - - - 1,000,284
- - - - (5,466,008)
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (19,808,224)
(13,361,114) (7,794,887) (3,225,271) (9,694,778) (19,808,224)

Tabel 9.1.b. Pengungkapan Profil Maturitas Rupiah - Bank secara Konsolidasi

Table 9.1.b. Disclosure of Rupiah Maturity Profile - Consolidated Bank with Subsidiaries

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset 104,592,504 89,244,531 8,358,179
1. Kas / Cash 2,929,207 2,929,207 -

b. SBI / SBI 2,739,067 - -
c. Lainnya (Depo Facility, Term Deposit dan 7,949,129 - 7,158,179

Reverse Repo)
Reverse Repo)
4. Surat Berharga **) 8,617,220 3,075,140 -
Securities **)
a. SUN 3,630,823 3,075,140 -
Traded
available for sale
Held to maturity
Traded
Available for sale
Held to maturity
c. Lainnya / Others - -

Distributed Loans
Not yet due
Expired ***)
Other Claims

2020 Annual Report
1,000,728 2,200,000 1,050,000 2,739,067 -
- - - - -
790,951 - - 2,739,067 -
- - - - -
- - - 2,739,067 -
790,951 - - - -
209,777 - - - -
686,274 664,639 1,353,637 486,232 2,351,298
- 555,683 - - -
- 555,683 - - -
- - - - -
- - - - -
- - - - -
686,274 108,956 1,353,637 486,232 2,351,298
686,274 48,874 - - -
- - - - -
- 60,082 1,353,637 486,232 2351298
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- 2,200,000 1,050,000 - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks

b. Lainnya / Others - -

Third Party Funds

Time Deposits
Deposit on call
Time Deposit

Securities Issued

Loans Received
Subordinated Loans

Other Obligations

Balance Sheet

2020 Annual Report
- 2,200,000 1,050,000 - -
- - - - -
22,083,779 11,062,294 2,717,987 7,643,339 12,789,618
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
- - - - -
21,155,113 11,023,460 2,692,843 7,579,493 828,007
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - -
- - - -
162,471 38,834 25,144 63,846 877
- - - - 5,252,000
- - - - 4,252,000
- - - - 1,000,000
- - - - -
- - - - 6,708,734
- - - - -
- - - - 6,708,734
766,195 - - - -
766,195
- - - - -
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks


Undisbursed loans
masih berjalan
- - -
B. Kewajiban Rekening Administratif - - -


berjalan
- - -

Administratif
Selisih ((IA-IB) + (IIA-IIB)) 2,824,117 46,601,711 (127,471)

Selisih Kumulatif / Cumulative Difference 2,824,117 46,601,711 (127,471)
Profil Maturitas Valas – Bank secara Individual Foreign Currency Maturity Profile - Bank
Pengungkapan Profil Maturitas Valas - Bank secara Individually Disclosure of Foreign Currency
Konsolidasi dengan Individual. Maturity Profile - Bank Individually Consolidated.

2020 Annual Report
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
(21,083,051) (8,862,294) (1,667,987) (4,904,272) (12,789,618)
(21,083,051) (8,862,294) (1,667,987) (4,904,272) (12,789,618)

Tabel 9.2.a Pengungkapan Profil Maturitas Valas - Bank secara Individual

Table 9.2.a Disclosure of Foreign Currency Maturity Profile - Bank Individually

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset
1. Kas / Cash

a. Giro / Current Account
b. SBI / SBI
c. Lainnya (Depo Facility, Term Deposit dan

Reverse Repo)
Reverse Repo)
3. Penempatan pada bank lain
Securities **)
a. SUN
1) Diperdagangkan
Traded
2) Tersedia untuk dijual
available for sale
3) Dimiliki hingga jatuh tempo
Held to maturity
4) Pinjaman yang diberikan dan piutang
1) Diperdagangkan
Traded
Available for sale
Held to maturity
c. Lainnya / Others

Distributed Loans
a. Belum Jatuh Tempo
Not yet due
b. Sudah Jatuh Tempo ***)
Expired ***)
6. Tagihan Lainnya /
Other Claims
a. Tagihan atas Surat Berharga yang dibeli

2020 Annual Report


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
b. Lainnya / Others
7. Lain-lain / Others

Third Party Funds
b. Tabungan / Savings
Time Deposits
1) Deposito on call
Deposit on call
2) Deposito Berjangka
Time Deposit
3) Lainnya / Others
2. Kewajiban kepada Bank Indonesia

3. Kewajiban kepada bank lain
Securities Issued
a. Obligasi / Bond
b. Subordinasi / Subordination
c. Lainnya / others

Loans Received
a. Pinjaman Subordinasi
Subordinated Loans
b. Lainnya / Others
Other Obligations
a. Kewajiban atas Surat Berharga yang dijual
b. Lainnya / Others
C. Selisih Aset dengan Kewajiban dalam Neraca

Balance Sheet

a. Fasilitas pinjaman yang belum ditarik

Undisbursed loans

2020 Annual Report


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
b. Posisi pembelian spot dan derivatif yang

masih berjalan
1) Spot / Spot
2) Derivatif / Derivative
c. Lainnya / Others
2. Kontijensi / Contingencies

a. Fasilitas Kredit yang belum ditarik

b. Irrevocable L/C yang masih berjalan
c. Posisi penjualan spot dan derivatif yang masih
berjalan
1) Spot / Spot
d. Lainnya / Others
C. Selisih Tagihan dan Kewajiban dalam Rekening

Administratif
Selisih ((IA-IB) + (IIA-IIB))

Selisih Kumulatif / Cumulative Difference

2020 Annual Report

Tabel 9.2.a Pengungkapan Profil Maturitas Valas - Bank secara Individual

Table 9.2.a Disclosure of Foreign Currency Maturity Profile - Bank Individually

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset 104,592,504 89,244,531 8,358,179
1. Kas / Cash 2,929,207 2,929,207 -

b. SBI / SBI 2,739,067 -
c. Lainnya (Depo Facility, Term Deposit dan 7,949,129 - 7,158,179

Reverse Repo)
Reverse Repo)
4. Surat Berharga **) 8,617,220 3,075,140 -
Securities **)
a. SUN 3,630,823 3,075,140 -
Traded
available for sale
Held to maturity
Traded
Available for sale
Held to maturity

Distributed Loans
Not yet due
Expired ***)
Other Claims

2020 Annual Report
1,000,728 2,200,000 1,050,000 2,739,067 -
- - - -
790,951 - - 2,739,067 -
- - - - -
- - - 2,739,067 -
790,951 - - - -
209,777 - - - -
686,274 664,639 1,353,637 486,232 2,351,298
- 555,683 - - -
- 555,683 - - -
- - - - -
- - - - -
- - - - -
686,274 108,956 1,353,637 486,232 2,351,298
686,274 48,874 - - -
- - - - -
- 60,082 1,353,637 486,232 2,351,298
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- 2,200,000 1,050,000 - -
- 2,200,000 1,050,000 - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
b. Lainnya / Others - -

Third Party Funds

Time Deposits
Deposit on call
Time Deposit

Securities Issued

Loans Received
Subordinated Loans

Other Obligations

Balance Sheet


2020 Annual Report
- - - - -
22,083,779 11,062,294 2,717,987 7,643,339 12,789,618
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
- - - - -
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
21,155,113 11,023,460 2,692,843 7,579,493 828,007
- - - - -
- - - - -
162,471 38,834 25,144 63,846 877
- - - - 5,252,000
- - - - 4,252,000
- - - - 1,000,000
- - - - -
- - - - 6,708,734
- - - - -
- - - - 6,708,734
766,195 - - - -
766,195
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks

Undisbursed loans
masih berjalan


berjalan

Administratif

Selisih Kumulatif / Cumulative Difference 8,132,989 18,569,950 16,641,562
Profil Maturitas Valas – Bank secara Konsolidasi Foreign Currency Maturity Profile - Consolidated
Pengungkapan Profil Maturitas Valas - Bank secara Bank Foreign Currency Maturity Profile Disclosure
Konsolidasi dengan Perusahaan Anak. - Consolidated Bank with Subsidiary Companies.

2020 Annual Report
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
(1,325,721) (1,931,528) (1,616,568) (5,299,788) 1,665,032
15,315,841 13,384,313 11,767,745 6,467,957 8,132,989

Tabel 9.2.b Pengungkapan Profil Maturitas Valas - Bank secara Konsolidasi

Table 9.2.b Disclosure of Foreign Currency Maturity Profile - Consolidated Bank

Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset
1. Kas / Cash

b. SBI / SBI
c. Lainnya (Depo Facility, Term Deposit dan

Reverse Repo)
Reverse Repo)
3. Penempatan pada bank lain
Securities **)
a. SUN
1) Diperdagangkan
Traded
available for sale
Held to maturity
1) Diperdagangkan
Traded
Available for sale
Held to maturity
c. Lainnya / Others

Distributed Loans
a. Belum Jatuh Tempo
Not yet due
b. Sudah Jatuh Tempo ***)
Expired ***)
6. Tagihan Lainnya /
Other Claims

2020 Annual Report


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
a. Tagihan atas Surat Berharga yang dibeli

b. Lainnya / Others

Third Party Funds
b. Tabungan / Savings
Time Deposits
1) Deposito on call
Deposit on call
2) Deposito Berjangka
Time Deposit
3) Lainnya / Others
2. Kewajiban kepada Bank Indonesia

3. Kewajiban kepada bank lain
Securities Issued
a. Obligasi / Bond
b. Subordinasi / Subordination
c. Lainnya / others

Loans Received
a. Pinjaman Subordinasi
Subordinated Loans
b. Lainnya / Others
Other Obligations
a. Kewajiban atas Surat Berharga yang dijual
b. Lainnya / Others
C. Selisih Aset dengan Kewajiban dalam Neraca

Balance Sheet

2020 Annual Report


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks

a. Fasilitas pinjaman yang belum ditarik

Undisbursed loans
b. Posisi pembelian spot dan derivatif yang
masih berjalan
1) Spot / Spot
c. Lainnya / Others

a. Fasilitas Kredit yang belum ditarik

b. Irrevocable L/C yang masih berjalan
c. Posisi penjualan spot dan derivatif yang masih
berjalan
1) Spot / Spot
d. Lainnya / Others
C. Selisih Tagihan dan Kewajiban dalam Rekening

Administratif
Selisih ((IA-IB) + (IIA-IIB))

Selisih Kumulatif / Cumulative Difference

2020 Annual Report

Tabel 9.2.b Pengungkapan Profil Maturitas Valas - Bank secara Konsolidasi

Table 9.2.b Disclosure of Foreign Currency Maturity Profile - Consolidated Bank


Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
I. Neraca / Balance
A. Aset / Asset 101,676,162 23,803,770 555,061
1. Kas / Cash 2,443,750 2,443,750 -
2. Penempatan pada Bank Indonesia 22,221,439 20,066,289 205,592

b. SBI / SBI 1,830,000 - -
c. Lainnya (Depo Facility, Term Deposit dan 14,925,150 14,600,000 205,592

Reverse Repo)
Reverse Repo)
4. Surat Berharga **) 5,401,999 - -
Securities **)
a. SUN 3,159,681 - -
Traded
available for sale
Held to maturity
Traded
Available for sale
Held to maturity
5. Kredit yang Diberikan 70,334,167 18,924 349,469

Distributed Loans
a. Belum Jatuh Tempo 69,840,290 18,924 349,469
Not yet due
b. Sudah Jatuh Tempo ***) 493,877 - -
Expired ***)
6. Tagihan Lainnya / - - -
Other Claims

2020 Annual Report

1,185,096 4,126,042 2,386,037 3,751,062 65,869,094
- - - - -
119,558 800,000 300,000 730,000 -
- - - - -
- 800,000 300,000 730,000 -
119,558 - - - -
- - - - -
110,761 1,440,758 203,871 232,236 3,414,373
110,761 385,987 98,921 10,000 2,554,012
- 71,092 - - -
- - - - -
110,761 314,895 98,921 10,000 2,554,012
- - - - -
- 1,054,771 104,950 222,236 860,361
- 916,019 - - -
- - - - -
- 138,752 104,950 222,236 860,361
- - - - -
- - - - -
954,777 1,885,284 1,882,166 2,788,826 62,454,721
954,777 1,885,284 1,882,166 2,788,826 61,960,844
- - - - 493,877
- - - - -



Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks
a. Tagihan atas Surat Berharga yang dibeli - - -

- - -
1. Dana Pihak Ketiga 80,037,486 1,919,824 690,936

Third Party Funds
a. Giro / Current Account 19,589,164 1,146,516 63,695
b. Tabungan / Savings 17,599,003 191,328 191,328
c. Simpanan Berjangka 42,849,319 581,980 435,913

Time Deposits
1) Deposito on call 475,825 344,225 19,800
Deposit on call
2) Deposito Berjangka 42,373,494 237,755 416,113
Time Deposit

3. Kewajiban kepada bank lain 5,533,279 2,776,260 603,513
4. Surat Berharga yang Diterbitkan 4,799,465 - 1,189,000
Securities Issued
a. Obligasi / Bond 4,799,465 - 1,189,000

Loans Received
Subordinated Loans
6. Kewajiban Lainnya 770,578 537,736 -

Other Obligations
a. Kewajiban atas Surat Berharga yang dijual 770,578 537,736 -
- - -

Balance Sheet
- - -


2020 Annual Report

- - - - -
- - - - -
- - - - -
- - - - -
2,510,817 6,057,570 4,002,605 9,050,850 64,204,062
1,902,410 3,839,611 3,430,009 6,742,184 61,512,512
63,695 509,563 764,344 1,528,688 15,512,663
464,654 1,694,620 2,541,930 5,083,860 7,431,283
1,374,061 1,635,428 123,735 129,636 38,568,566
111,800 - - - -
1,262,261 1,635,428 123,735 129,636 38,568,566
- - - - -
- - - - -
375,565 1,098,844 572,596 106,301 200
- 1,119,115 - - 2,491,350
- 1,119,115 - - 2,491,350
- - - - -
- - - - -
- - - 2,202,365 200,000
- - - - -
- - - 2,202,365 200,000
232,842 - - - -
232,842 - - - -
- - - - -
- - - - -
- - - - -
(1,325,721) (1,931,528) (1,616,568) (5,299,788) 1,665,032
- - - - -
- - - - -



Sampai dengan 1
minggu
> 1 week to 2
Up to 1 week
weeks

Undisbursed loans
masih berjalan
- - -


berjalan
- - -

Administratif
- - -

- - -
Selisih Kumulatif / Cumulative Difference 8,132,989 18,569,950 16,641,562

2020 Annual Report

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
(1,325,721) (1,931,528) (1,616,568) (5,299,788) 1,665,032
- - - - -
15,315,841 13,384,313 11,767,745 6,467,957 8,132,989

Risiko Operasional Risiko Operasional
Bank melakukan tata kelola mengenai pengelolaan Bank bjb implemented governance regarding
risiko operasional yang dilakukan melalui three operational risk management through three lines
line of defense yaitu risk taking unit sebagai lini of defense, namely the risk taking unit as the first
pertahanan pertama, unit kerja risk management line of defense, the risk management work unit as
sebagai lini pertahanan kedua, serta Internal the second line of defense, and Internal Audit as
Audit sebagai lini pertahanan ketiga. the third line of defense.
Lini pertahanan pertama memiliki tanggung The first line of defense has the responsibility to
jawab untuk memastikan bahwa seluruh proses ensure that all operational processes carried out
operasional yang dilakukan telah sesuai dengan are in accordance with applicable policies and
kebijakan dan prosedur yang berlaku, melakukan procedures, identify operational risks and mitigate
identifikasi risiko operasional serta melakukan operational risk events. The second line of defense,
mitigasi atas peristiwa kejadian risiko operasional. which functions to support and ensure that work
Lini pertahanan kedua yang berfungsi untuk units on the first line of defense have effectively
mendukung dan memastikan unit kerja pada lini carried out risk management. The third line of
pertahanan pertama telah melakukan pengelolaan defense has the role to ensure the operational
risiko secara efektif. Lini pertahanan ketiga memiliki risk management process carried out by the first
peran untuk memastikan proses pengelolaan risiko and second line of defense has been carried out
operasional yang dilakukan oleh lini pertahanan effectively in mitigating risk events that have
pertama dan kedua telah berlangsung secara already occurred and that are potential in nature
efektif dalam memitigasi kejadian risiko yang so as not to cause potential losses to bank bjb.
sudah terjadi maupun yang bersifat potensial agar
tidak menimbulkan potensi kerugian bagi Bank.

Dewan Komisaris dan Direksi melakukan The Board of Commissioners and the Board of
pengawasan aktif atas manajemen risiko Directors carry out active oversight of operational
operasional, antara lain melalui Komite Risiko risk management, including through the Risk
baik yang berada pada level komisaris maupun Committee both at the level of commissioners
direksi. Dalam pelaksanaan pengawasan aktif yang and directors. In the implementation of active
dilakukan Dewan Komisaris, dilakukan melalui supervision carried out by the Board of
Komite Pemantau Risiko. Sementara pada tingkat Commissioners, conducted through the Risk
Direksi dilakukan melalui Komite Manajemen Monitoring Committee. While at the Board of
Risiko yang anatara lain membahas mengenai Directors level, it is carried out through the
kebijakan manajemen risiko bank. Dalam rangka Risk Management Committee while discussing
meminimalisir kejadian fraud, Direksi melakukan bank bjb’s risk management policies. In order
sosialisasi kepada seluruh karyawan mengenai to minimize the incidence of fraud, the Board of
pencegahan terkait fraud sebagai langkah untuk Directors conducts socialization to all employees
meningkatkan awareness karyawan mengenai regarding fraud prevention as a step to increase
kejadian fraud. employee awareness regarding fraud events.
bank bjb memiliki unit kerja independen yang Bank bjb owned an independent work unit
melaksanakan pengelolaan manajemen risiko that carried out bank-wide operational risk
operasional secara bankwide yaitu Grup management, namely the Operational Risk
Risiko Operasional yang berada dibawah Divisi Group, which was under the Risk Management
Manajemen Risiko. Unit ini memiliki peran dalam Division. This unit had a role in setting standards
menetapkan standar dan kebijakan pengelolaan and policies for operational risk management,

2020 Annual Report
risiko operasional, dan berhubungan serta and in liaising and coordinating with all business
berkoordnasi dengan seluruh unit bisnis dan units and supporting units to ensure adequate
supporting unit untuk memastikan langkah and adequate mitigation measures were taken to
mitigasi yang dilakukan telah cukup dan memadai prevent potential operational risks.
untuk mencegah potensi risiko operasional.
bank bjb melakukan pengelolaan risiko Bank bjb managed operational risk in all activities,
operasional pada seluruh aktivitas, dimana seluruh where all employees were required to participate
karyawan wajib berperan serta dalam mengelola in managing operational risk in their respective
risiko operasional pada unit kerja masing-masing work units and pay attention to effective controls
serta memperhatikan kontrol yang efektif untuk to anticipate possible risks that may harm bank
mengantisipasi kemungkinan terjadinya risiko bjb.
yang dapat merugikan bank bjb.

dan Penetapan Limit and Limit Determination
bank bjb telah memiliki kebijakan serta pedoman Bank bjb has policies and operational risk
manajemen risiko operasional yang secara berkala management guidelines which are regularly
dilakukan pembaharuan dan evaluasi atas kebijakan updated and evaluated on bank bjb’s risk
dan pedoman manajemen risiko bank tersebut. management policies and guidelines. In addition,
Selain itu bank bjb juga telah memiliki kebijakan lain bank bjb also has other policies related to
terkait manajemen risiko operasional, diantaranya operational risk management, including anti-fraud
kebijakan anti fraud, kebijakan business continuity policies, Business Continuity Management policies
management yang didalamnya meliputi business which include the Business Continuity Plan as a
continuity plan sebagai prosedur kelangsungan Bank’s business continuity procedure, Emergency
usaha Bank, emergency response plan sebagai Response Plan as a disaster emergency response
prosedur tanggap darurat bencana dalam rangka procedure in the context of saving data and
penyelamatan data dan asset serta disaster assets and Disaster Recovery Plan as a procedure
recovery plan sebagai prosedur kelangsungan for the continuity of systems and infrastructure
sistem dan infrastruktur pendukung teknologi supporting nformation Technology, Information
informasi, kebijakan pengelolaan teknologi Technology management policies. Besides that,
informasi. Di samping itu terkait dengan kebijakan related to product development policies and new
pengembangan produk dan aktivitas baru terlebih activities, an analysis is first carried out to assess
dahulu dilakukan analisa untuk menilai risiko yang the risks inherent in these activities / products.
melekat terhadap aktivitas/produk tersebut.
bank bjb memiliki prosedur operasional Bank bjb has operational procedures for the
untuk proses aktivitas kegiatan operasional process of bank operational activities that must
bank bjb yang harus dilaksanakan oleh setiap be carried out by each work unit by taking into
unit kerja dengan memperhatikan sistem account adequate internal control systems so
pengendalian intern yang memadai sehingga as to minimize the possibility of operational risk
dapat meminimalisir kemungkinan terjadinya at bank bjb. In addition bank bjb has a policy
risiko operasional pada bank bjb. Selain itu bank related to authority limits in operational activities,
bjb memiliki kebijakan terkait limit kewenangan segregation of duties and responsibilities at each
dalam kegiatan operasional, pemisahan tugas dan level of position, as well as approval for each
tanggung jawab pada setiap level jabatan, serta escalation.
adanya approval untuk setiap eskalasi.


Information System
Dalam mendukung penerapan majemen risiko In supporting the implementation of the
operasional untuk proses identifikasi, pengukuran, operational risk management for the process of
pemantauan, dan pengendalian risiko, bank bjb identifying, measuring, monitoring and controlling
telah mengembangkan alat bantu manajemen Risk, bank bjb has developed risk management
risiko yaitu: tools, namely :
- Risk Control Self Assessment (RCSA) - Risk Control Self Assessment (RCSA) is a
merupakan penilaian sendiri untuk mengukur selfassessment to measure risk exposures from
eksposur risiko dari kumpulan risk register a collection of risk registers as an analysis of
sebagai analisis potensi risiko dari kegiatan potential risks from bank operations. The RCSA
operasional bank bjb. Penilaian RCSA mencakup assessment includes an assessment for the risk
assessment untuk sistem pengendalian risiko control system that bank bjb has implemented.
yang telah diimplementasikan bank bjb.
- Key Risk Indicator merupakan tools yang - Key Risk Indicator is a tool used to measure
digunakan untuk mengukur eksposur risiko risk exposures through measurement of risk
melalui pengukuran terhadap indikator risiko indicators that are set as key risks as an early
yang ditetapkan sebagai key risk sebagai early warning in detecting potential risks.
warning dalam mendeteksi potensi- potensi
risiko.
- Loss event database merupakan pengumpulan - Loss Event Database is a collection of risk
data peristiwa risiko yang terjadi. Data ini event data that occurs. This data aims as a
bertujuan sebagai pemenuhan internal loss fulfillment of the internal loss database so that
database sehingga bank bjb memiliki data bank bjb has data on losses that have occurred
kerugian yang pernah terjadi pada bank bjb at bank bjb besides the data can also be used
selain itu data tersebut juga dapat digunakan to measure.
untuk pengukuran kecukupan modal dengan
metode yang lebih advance.
Di samping itu bank bjb telah menjadi anggota Besides that, bank bjb has become a member of
Konsorsium Data Kerugian Eksternal (KDKE), the External Loss Data Consortium (KDKE), which
dimana dalam konsorsium tersebut menyediakan in the consortium provides a database of risk
database risk event yang terjadi pada bank events that occur in other banks that are members
lain yang tergabung dalam konsorsium tersebut of the consortium while maintaining bank bjb’s
dengan tetap menjaga kerahasian bank tersebut. confidentiality. Participation in the consortium is
Keikutsertaan dalam konsorsium tersebut one way to identify risks and increase awareness
merupakan salah satu cara untu melakukan of risk events that occur at other banks.
identifikasi risiko serta meningkatkan awareness
terhadap risk event yang terjadi pada bank lain.

2020 Annual Report
Pengungkapan Kuantitatif Risiko Quantitative Disclosure of Operational Risk

Operasional
PENGUNGKAPAN KUANTITATIF RISIKO QUANTITATIVE DISCLOSURE OF OPERATIONAL

OPERASIONAL - BANK SECARA INDIVIDUAL RISK - BANK INDIVIDUALLY
Tabel 8.1.a. Pengungkapan Kuantitatif Risiko Operasional - Bank secara Individual

Table 8.1.a. Quantitative Disclosure of Operational Risk - Individual Banks
Pendapatan Pendapatan
Bruto (Rata- Bruto (Rata-
Kategori Portfolio Beban
No rata 3 tahun Beban Modal rata 3 tahun
Portfolio Category ATMR Modal ATMR
terakhir) Capital terakhir)
RWA Capital RWA
Gross income Expenses Gross income Expenses
(average of the (average of the
past 3 years) past 3 years)
(1) (2) (3) (4) (5) (6) (7) (8)
1 Pendekatan Indikator 7,045,772 1,056,866 13,210,823 6,898,179 1,034,727 12,934,085

Dasar
Basic Indicator Approach
Total Eksposur 7,045,772 1,056,866 13,210,823 6,898,179 1,034,727 12,934,085
Total Eksposur
PENGUNGKAPAN KUANTITATIF RISIKO QUANTITATIVE DISCLOSURE OF OPERATIONAL

OPERASIONAL - BANK SECARA KONSOLIDASI RISK - CONSOLIDATED WITH SUBSIDIARY
DENGAN PERUSAHAAN ANAK COMPANIES
Tabel 8.1.b. Pengungkapan Kuantitatif Risiko Operasional - Bank secara Konsolidasi dengan
Perusahaan Anak
Table 8.1.b.Quantitative Disclosure of Operational Risk - Bank Consolidated with Subsidiaries
Pendapatan Pendapatan
Bruto (Rata- Bruto (Rata-
Kategori Portfolio Beban
No rata 3 tahun Beban Modal rata 3 tahun
Portfolio Category ATMR Modal ATMR
terakhir) Capital terakhir)
RWA Capital RWA
Gross income Expenses Gross income Expenses
(average of the (average of the
past 3 years) past 3 years)
(1) (2) (3) (4) (5) (6) (7) (8)
1 Pendekatan Indikator 7,422,017 1,113,303 13,916,283 6,898,179 1,034,727 12,934,085

Dasar
Basic Indicator Approach
Total Eksposur 7,422,017 1,113,303 13,916,283 6,898,179 1,034,727 12,934,085
Total Eksposur

Dalam penyajian informasi mengenai risiko In presenting information regarding operational

operasional yang dihadapi, bank bjb telah risks faced, bank bjb has compiled several reports
menyusun beberapa pelaporan-pelaporan regarding operational risk exposures including
mengenai eksposur risiko operasional diantaranya bank-wide operational risk profiles which are
yaitu profil risiko operasional secara bankwide compiled periodically, besides bank bjb also
yang disusun secara berkala, selain itu bank bjb regularly reports on operational risk events based
juga membuat laporan secara rutin mengenai on the data obtained. From risk management
kejadian risiko operasional berdasarkan data yang tools, there are also incidental risk reports that are
diperoleh dari tools manajemen risiko, terdapat made according to the needs based on the risk
juga laporan risiko secara insidental yang dibuat events that occur.
sesuai dengan kebutuhan berdasdarkan risk event
yang terjadi.
Sistem Pengendalian Intern yang Sistem Pengendalian Intern yang

Menyeluruh Sistem Pengendalian Internal Menyeluruh Sistem Pengendalian Internal
dalam Penerapan Manajemen Risiko dalam Penerapan Manajemen Risiko
Mencakup Mencakup
- Prosedur operasional yang sesuai dengan – Operational procedures in accordance with the
proses aktivitas kegiatan operasional bank bjb process of bank operational activities so as to
sehingga dapat meminimalisir kemungkinan minimize the possibility of operational risk at
terjadinya risiko operasional pada bank bjb. bank bjb.
- Kebijakan terkait limit kewenangan dalam – Policies related to authority limits in
kegiatan operasional, pemisahan tugas dan operational activities, separation of duties and
tanggung jawab pada setiap level jabatan, responsibilities at each level of position, as well
serta adanya approval untuk setiap eskalasi. as approval for each escalation.
- Pemisahan fungsi yang jelas antara antara unit – Clear separation of functions between business
bisnis dan unit pendukung dengan unit yang units and supporting units and units that carry
melaksanakan fungsi pengendalian. out control functions..
Risiko Hukum LEGAL RISK
Risiko Hukum adalah risiko akibat tuntutan Legal Risk is the risk due to lawsuits and / or
hukum dan/atau kelemahan aspek yuridis. weaknesses in juridical aspects. Weaknesses in
Kelemahan aspek yuridis antara lain disebabkan the juridical aspects include, among others, the
adanya tuntutan hukum, ketiadaan peraturan existence of lawsuits, the absence of supporting
perundang-undangan yang mendukung, atau legislation, or weaknesses of the engagement such
kelemahan perikatan seperti tidak dipenuhinya as non-fulfillment of contract legal requirements
syarat sahnya kontrak dan pengikatan agunan and imperfect collateral binding. Legal risks can
yang tidak sempurna. Risiko hukum antara lain include operational risks, agreements with third
dapat bersumber dari pada operasional, perjanjian parties, legal uncertainty and negligence in the
dengan pihak ketiga, ketidakpastian hukum dan application of the law, obstacles in the litigation
kelalaian penerapan hukum, hambatan dalam process for settlement of claims, and jurisdictional
proses litigasi untuk penyelesaian klaim, serta issues between countries.
masalah yurisdiksi antar negara.

Para pihak yang berkepentingan terkait dengan Stakeholders related to legal risk are the Board of
risiko hukum yaitu Dewan Komisaris, Direksi dan Commissioners, Directors and all bank employees,
seluruh karyawan bank bjb, dimana para pihak where the parties are responsible for managing

2020 Annual Report
tersebut bertanggungjawab dalam pengelolaan legal risk. The Board of Commissioners and
risiko hukum. Dewan Komisaris dan Direksi Directors monitor legal risks, among others,
memantau risiko hukum antara lain melalui through legal risk reporting and other reports
pelaporan risiko hukum serta laporan lainnya relating to the law. In implementing legal risk
yang berkaitan dengan legal. Dalam pelaksanaan management, bank bjb has a special work unit that
pengelolaan risiko hukum bank bjb telah memiliki handles legal issues that consist of litigation and
unit kerja khusus yang menangani permasalahan non-litigation sections. The unit that carries out
di bidang hukum yang terdiri dari bagian litigasi the legal risk management function is the Legal
dan non litigasi. Division which is under the Operations Directorate
and has been separated from the compliance risk
management function.

bank bjb telah memiliki kebijakan serta pedoman Bank bjb has a policy and legal risk management
manajemen risiko hukum yang secara berkala guidelines that are regularly updated and
dilakukan pembaharuan dan evaluasi atas kebijakan evaluated on bank bjb’s risk management policies
dan pedoman manajemen risiko tersebut. Selain and guidelines. In addition, bank bjb also has
itu bank bjb juga telah memiliki kebijakan dan policies and procedures in the management of the
prosedur dalam pengelolaan di bidang hukum legal sector to ensure that bank activities are in
untuk memastikan bahwa aktivitas bank bjb telah accordance with statutory provisions and other
sesuai dengan ketentuan perundang- undangan applicable regulations, so that banks can avoid
serta peraturan lainnya yang berlaku, sehingga legal risk.
bank bjb dapat terhindar dari risiko hukum.
Selain itu bank bjb telah memiliki standardisasi In addition, banks have standardized legal
dokumen hukum bagi produk dan layanan bank documents for bank products and services, which
bjb yang dilakukan review secara berkala sesuai are regularly reviewed in accordance with bank
dengan perkembangan bisnis bank bjb. Bank business development. Bank bjb also conducts
juga melakukan kajian risiko hukum untuk setiap legal risk reviews for each new product and activity
produk dan aktivitas baru sebagai langkah untuk as a step to mitigate legal risk.
memitigasi risiko hukum.

Information System
Dalam kecukupan proses penerapan manajemen In the adequacy of the process of implementing
risiko, bank bjb melakukan identifikasi, pengukuran, risk management, banks identify, measure, monitor
pemantauan dan pengendalian atas risiko hukum and control legal risks by the Legal Division.
oleh Divisi Hukum. Divisi Hukum tersebut bertindak The Legal Division acts as a “legal watch” which
sebagai “legal watch” yang menyediakan analisis/ provides legal analysis / advice to all employees at
advis hukum kepada seluruh pegawai pada setiap every level of the organization, but also functions
jenjang organisasi, selain itu juga berfungsi dalam in providing legal opinion in any cooperation
memberikan legal opini dalam setiap perjanjian agreement to be made by bank bjb. Bank bjb in
kerjasama yang akan dilakukan oleh bank bjb. managing legal risk is assisted by legal consultants
Bank dalam melakukan pengelolaan risiko hukum to handle legal cases that occur, where it is done
dibantu oleh konsultan hukum untuk penanganan to mitigate the impact of wider legal risks.
kasus hukum yang terjadi, dimana hal tersebut
dilakukan untuk memitigasi dampak risiko hukum
yang lebih luas.

Dalam melakukan pengendalian risiko hukum bank In carrying out legal risk control bank bjb does
bjb melakukan beberapa hal diantaranya yaitu: several things including:
- Proses kajian hukum dan pemberian opini • The legal review process and providing opinions
atas produk serta layanan bank bjb termasuk on bank products and services including new
aktivitas dan produk baru activities and products.
- Terdapat standardisasi dokumen hukum bagi • There are standardized legal documents for
produk dan layanan bank bjb bank products and services.
- Kaji ulang terhadap dokumen-dokumen • Review of applicable legal documents that are
legal yang berlaku yang disesuaikan dengan adjusted to business development.
perkembangan bisnis
- Kebijakan dan prosedur hukum yang memadai • Adequate legal policies and procedures.
- Melakukan penanganan kasus hukum yang • Handling legal cases that are also assisted by
dibantu juga oleh konsultan hukum apabila legal consultants if needed.
diperlukan
- Membantu unit-unit terkait dalam penanganan • Assist related units in handling legal cases.
kasus hukum
- Memberikan informasi dan pengetahuan hukum • Providing information and knowledge.
kepada unit-unit terkait
- Mendokumentasikan setiap kejadian risiko • Document each legal risk event and the amount
hukum dan jumlah potensi kerugian akibat of potential loss due to the legal risk
risiko hukum tersebut

yang Menyeluruh
Sistem pengendalian internal yang menyeluruh A comprehensive internal control system in the
dalam proses pelaksanaan manajemen risiko process of implementing legal risk management
hukum dilaksanakan secara berkala oleh Divisi is carried out regularly by the Legal Division and
Hukum dan berkoordinasi dengan satuan kerja coordinates with the Risk Management Work Unit
manajemen risiko dan satuan kerja audit internal. and the Internal Audit Work Unit.
Risiko Kepatuhan Compliance Risk
Risiko kepatuhan adalah risiko akibat bank tidak Compliance Risk is the risk due to bank bjb not
memenuhi dan/atau tidak melaksanakan peraturan fulfilling and / or not implementing the applicable
perundang-undangan dan ketentuan yang berlaku. laws and regulations. Compliance risk management
Pengelolaan risiko kepatuhan dilakukan melalui is carried out through the implementation of a
penerapan sistem pengendalian intern yang consistent internal control system
konsisten.

Para pihak yang berkepentingan terkait dengan Stakeholders associated with Compliance risk are
risiko Kepatuhan yaitu Dewan Komisaris, Direksi the Board of Commissioners, Directors and all bank
dan seluruh karyawan bank bjb, dimana para pihak employees, where the parties are responsible for
tersebut bertanggungjawab dalam pengelolaan managing compliance risk. The application of the
risiko kepatuhan. Penerapan prinsip dan budaya principle and culture of compliance begins with
kepatuhan dimulai dari komitmen Dewan komisaris the commitment of the Board of Commissioners
dan Direksi untuk memenuhi seluruh ketentuan and Directors to meet all applicable provisions.
yang berlaku. Kepatuhan terhadap ketentuan dan Compliance with applicable rules and regulations

2020 Annual Report
peraturan yang berlaku merupakan tanggung is the responsibility of all levels of the organization
jawab dari seluruh jajaran organisasi termasuk including the Board of Commissioners, Directors
Dewan Komisaris, Direksi dan seluruh karyawan. and all employees.
Struktur organisasi dalam melakukan pengelolaan The organizational structure in managing

risiko kepatuhan, bank bjb telah membentuk unit compliance risk, bank bjb established a compliance
kerja kepatuhan yaitu Divisi Kepatuhan dan APU work unit, namely the Compliance Division and
PPT yang bertanggung jawab untuk memastikan AML-CFT which was responsible for ensuring that
bahwa seluruh unit yang ada di bank telah all units in bank bjb have complied with these
mematuhi pada peraturan-peraturan tersebut. regulations. Meanwhile the person in charge for
Sementara Penanggung jawab atas kepatuhan the compliance of a unit with every applicable
suatu unit terhadap setiap peraturan yang berlaku regulation was at each risk taking unit.
berada pada setiap risk taking unit.

bank bjb telah memiliki kebijakan serta pedoman Bank bjb has a policy and guidelines for compliance
manajemen risiko kepatuhan yang secara berkala risk management that is regularly updated and
dilakukan pembaharuan dan evaluasi atas kebijakan evaluated on bank bjb’s risk management policies
dan pedoman manajemen risiko tersebut. Selain itu and guidelines. In addition, banks also have policies
bank bjb juga telah memiliki kebijakan mengenai regarding Anti-Money Laundering (APU) and
Kebijakan Program Anti Pencucian Uang (APU) Prevention of Terrorism Funding (PPT) Program
dan Pencegahan Pendanaan Terorisme (PPT) policies which include discussing suspicious
yang diantaranya membahas mengenai transaksi- transactions and updating customer data, Policies
transaksi yang mencurigakan serta pengkinian on Gratification Control in collaboration with the
data nasabah, kebijakan mengenai pengendalian Corruption Eradication Commission (KPK) and
gratifikasi yang bekerjasama dengan Komisi there is a Compliance Procedure for the work unit.
Pemberantasan Korupsi (KPK) dan terdapat
prosedur kepatuhan untuk unit kerja.
bank bjb telah memiliki kebijakan mengenai bank bjb has a policy on compliance reporting
pelaporan kepatuhan melalui compliance sheet through compliance sheets to related work units.
kepada unit kerja terkait. Selain itu terkait dengan In addition, with regard to new products and
produk dan aktivitas baru terlebih dahulu dilakukan activities, analysis is first carried out to assess
analisa untuk menilai kepatuhan terhadap compliance with the applicable regulations in the
ketentuan yang berlaku dalam penerbitan produk/ issuance of these products/activities.
aktivitas tersebut.

Information System
Dalam kecukupan penerapan proses manajemen In the adequacy of the application of risk
risiko, bank bjb melakukan identifikasi, management processes, bank bjb identified,
pengukuran, pemantauan dan pengendalian atas measured, monitored and controled compliance
risiko kepatuhan melalui risk taking unit. Dalam risk through a risk taking unit. The compliance work
melakukan identifikasi serta pengukuran atas risiko unit performed identification and measurement of
kepatuhan dilakukan oleh unit kerja kepatuhan compliance risk by monitoring the implementation
dengan melakukan pemantauan atas penerapan of compliance in all work units.
kepatuhan di semua unit kerja.

Dalam melakukan pengendalian risiko kepatuhan In carrying out risk control, bank compliance does
bank bjb melakukan beberapa hal diantaranya several things including:
yaitu:
- Melakukan kajian terhadap kebijakan dan - Reviewing bank bjb’s internal policies and
prosedur internal bank bjb, serta pengajuan procedures, as well as proposing new products
produk dan aktivitas baru and activities
- Melakukan sosialisasi peraturan dan perundang- - Disseminating the rules and regulations that
undangan yang berlaku kepada karyawan untuk apply to employees to support the creation of a
mendukung terciptanya budaya kepatuhan. culture of compliance. Monitor implementation
- Melakukan pemantauan atas pelaksanaan bank prudential principles.
prinsip kehati-hatian bank. - Monitor Compliance Risk.
- Melakukan pemantauan atas risiko kepatuhan. - Implementation of the Anti-Money Laundering
- Implementasi Program Anti Pencucian Uang and Terrorism Financing Prevention Program
dan Pencegahan Pendanaan Terorisme (APU- (APU-PPT)
PPT)
- Terdapat kebijakan pengendalian gratifikasi - There is a gratification control policy that is
yang dikelola Unit Pengendalian Gratifikasi yang managed by the Gratification Control Unit in
bekerjasama dengan Komisi Pemberantasan collaboration with the Corruption Eradication
Korupsi (KPK) termasuk sosialisasi kepada Commission (KPK) including socialization to
karyawan untuk meningkatkan awareness employees to increase employee awareness
karyawan terkait pengendalian gratifikasi. regarding gratification control.
- Melakukan sosialisasi atas peraturan eksternal - Disseminating the latest external regulations to
terbaru kepada unit kerja. the work unit.
Dalam penyajian informasi mengenai risiko In presenting information on compliance risks

kepatuhan yang dihadapi, bank bjb telah faced, bank bjb has compiled several reports on
menyusun beberapa pelaporan-pelaporan compliance risk exposures including bankwide
mengenai eksposur risiko kepatuhan diantaranya compliance risk profiles that are periodically
yaitu profil risiko kepatuhan secara bankwide yang compiled, in addition to that bank bjb also makes
disusun secara berkala, selain itu bank bjb juga regular reports on compliance risk events based on
membuat laporan secara rutin mengenai kejadian data obtained from tools risk management, there
risiko kepatuhan berdasarkan data yang diperoleh are also reports on the application of compliance
dari tools manajemen risiko, terdapat juga laporan to management.
penerapan kepatuhan kepada manajemen

yang Menyeluruh
Sistem pengendalian internal yang menyeluruh A comprehensive internal control system in the
dalam proses pelaksanaan manajemen risiko process of implementing legal risk management is
hukum dilaksanakan secara berkala oleh Divisi carried out periodically by the Compliance Division
Kepatuhan dan berkoordinasi dengan satuan kerja and coordinates with the Risk Management Work
manajemen risiko dan satuan kerja audit internal. Unit and the Internal Audit Work Unit.
Risiko Stratejik Strategic Risk
Risiko stratejik adalah risiko akibat ketidaktepatan Strategic Risk is the risk due to inaccuracy in
dalam pengambilan dan/atau pelaksanaan making and / or implementing a strategic decision
suatu keputusan stratejik serta kegagalan dalam and failure to anticipate changes in the changing
mengantisipasi perubahan perubahan lingkungan business environment. This risk arises partly
bisnis. Risiko ini timbul antara lain karena bank because bank bjb implements a strategy that is not

2020 Annual Report
menerapkan strategi yang kurang sejalan dengan in line with bank bjb’s vision and mission, conducts
visi dan misi bank, melakukan analisis lingkungan an analysis of the strategic environment that is less
stratejik yang kurang komprehensif dan/atau comprehensive and / or there is a discrepancy in
terdapat ketidaksesuaian rencana stratejik. Selain the strategic plan. In addition, strategic risks also
itu risiko stratejik juga timbul karena kegagalan arise because of failures in anticipating changes
dalam mengantisipasi perubahan lingkungan in the business environment, including failures
bisnis, mencakup kegagalan dalam mengantisipasi in anticipating technological changes, changes
perubahan teknologi, perubahan kondisi ekonomi in macroeconomic conditions, dynamics of
makro, dinamika kompetisi di pasar, dan perubahan competition in the market, and changes in policy
kebijakan dari regulator. from the regulator.

Dewan Komisaris dan Direksi melakukan penetapan The Board of Commissioners and Board of Directors
serta pengarahan mengenai strategi bisnis bank bjb determine and direct bank bjb’s business strategy
sesuai dengan tugas dan kewenangannya. Dalam in accordance with its duties and authorities. In
melakukan strategi bisnis tersebut disesuaikan carrying out the business strategy, it is adjusted
dengan tingkat risiko yang dapat diterima oleh to the level of risk that is acceptable to bank bjb.
bank bjb. Selain itu, bank bjb juga melakukan In addition, bank bjb also adjusted its short-term,
penyesuaian strategi- strategi jangka pendek, medium-term and long-term strategies in line with
jangka menengah maupun jangka panjang sejalan the direction of the business and the development
dengan arah bisnis dan perkembangan kondisi of internal conditions and the development of
internal serta perkembangan kondisi eksternal. external conditions.
Dalam menerapkan strategi bisnis tersebut In implementing the business strategy stated in
dituangkan dalam rencana bisnis bank (RBB) yang bank bjb’s business plan (RBB), the preparation
penyusunannya ditetapkan oleh Direksi dengan is determined by the Directors by requesting
meminta persetujuan dari Dewan Komisaris. approval from the Board of Commissioners. The
Direksi mengarahkan kepada masing-masing unit Board of Directors directs each work unit to
kerja untuk mengimplementasikan rencana bisnis implement bank bjb’s business plan to achieve the
bank bjb tersebut untuk mencapai tujuan yang stated goals.
telah ditetapkan.
Dalam melakukan pengelolaan strategi bank bjb, In managing bank strategies, the Board of Directors
Direksi dibantu oleh Divisi Perencanaan Strategis is assisted by the Strategic Planning Division in
dalam memonitor implementasi strategi bank bjb monitoring the implementation of bank strategies,
termasuk implementasi rencana bisnis bank bjb. including the implementation of bank business
Selain itu dilakukan analisa implementasi rencana plans. In addition, an analysis is carried out on the
bisnis dan melaporkan hasil analisa kepada Direksi. implementation of the business plan and reports
the results of the analysis to the Directors.
Seluruh unit bisnis/unit pendukung bertanggung All business units / supporting units are responsible
jawab dalam membantu Direksi menyusun for assisting the Board of Directors in developing
perencanaan stratejik dan mengimplementasikan strategic plans and implementing the strategies
strategi yang telah ditetapkan secara efektif. that have been set effectively. These units are
Unit-unit tersebut juga bertanggung jawab also responsible for ensuring that strategic risk
untuk memastikan bahwa pengelolaan risiko management is in accordance with established
stratejik telah sesuai dengan kebijakan yang telah policies.
ditetapkan.

Kecukupan Kebijakan, Prosedur Adequacy Of Policies, Procedures

bank bjb telah memiliki kebijakan serta pedoman Bank bjb has a strategic risk management policy
manajemen risiko stratejik yang secara berkala and guidelines that are regularly updated and
dilakukan pembaharuan dan evaluasi atas evaluated on bank bjb’s risk management policies
kebijakan dan pedoman manajemen risiko and guidelines. The preparation of a bank business
tersebut. Penyusunan Rencana Bisnis Bank (RBB) plan (RBB) is a strategic plan to achieve the
merupakan perencanaan strategis untuk mencapai goals bank bjb has set. So that the preparation
tujuan yang telah bank bjb tetapkan. Sehingga of policies tailored to bank bjb’s business plan
dalam penyusunan kebijakan disesuaikan dengan that can support the achievement of bank bjb’s
rencana bisnis bank bjb yang dapat mendukung strategic objectives.
dalam pencapaian tujuan strategis bank bjb.

Pemantauan, dan Pengendalian Risiko, Measurement, Monitoring And Control
Information System
Dalam kecukupan penerapan proses manajemen In the adequacy of the implementation of the
risiko, bank bjb melakukan identifikasi, pengukuran, risk management process, bank bjb identifies,
pemantauan dan pengendalian atas risiko stratejik. measures, monitors and controls strategic risk.
bank bjb melakukan identifikasi, pengukuran dan Bank bjb identifies, measures and monitors
pemantauan risiko stratejik dengan melakukan strategic risk by monitoring the achievement of
pemantauan atas pencapaian kinerja bank bjb bank bjb’s performance with bank bjb’s business
dengan rencana bisnis bank bjb yang telah plan that has been set, in addition bank bjb pays
ditetapkan, selain itu bank bjb memperhatikan attention to changes in business environment
perubahan kondisi lingkungan bisnis untuk conditions to make adjustments to the strategy to
dilakukan penyesuaian kepada strategi yang be taken by bank bjb, bank bjb conducts business
akan diambil oleh bank bjb, Bank melakukan development by taking into account the level
pengembangan bisnis dengan memperhatikan risks that can be accepted by banks, as well as
tingkat risiko yang dapat diterima oleh bank bjb, monitoring bank bjb’s business position.
serta melakukan pemantauan terhadap posisi
bisnis bank bjb.
Adapun upaya pengendalian yang dilakukan untuk The control measures undertaken for strategic
risiko stratejik adalah dengan melakukan analisa risk are by analyzing the achievement of bank
atas pencapaian kinerja bank bjb, mengambil bjb performance, taking strategic steps deemed
langkah-langkah stratejik yang dirasa perlu necessary in response to changes in business
sebagai respon terhadap perubahan kondisi bisnis, conditions, conducting business reviews on the
melakukan business review atas pencapaian achievement of business performance on a regular
kinerja bisnis secara berkala. basis.

yang Menyeluruh
Dalam pengendalian internal untuk risiko stratejik Reputation Risk is the risk due to a decrease in
bank melibatkan seluruh lini bisnis perusahaan the level of stakeholder confidence that comes
serta kegiatan pengendalian yang dipantau pula from negative perceptions of bank bjb. This is
oleh Satuan kerja manajemen risiko dan satuan partly due to negative media coverage and / or
kerja audit internal. rumors about bank bjb, as well as ineffective bank
communications.

2020 Annual Report
Risiko Reputasi Reputational Risk
Risiko reputasi adalah risiko akibat menurunnya Reputation Risk is the risk due to a decrease in
tingkat kepercayaan stakeholder yang bersumber the level of stakeholder confidence that comes
dari persepsi negatif terhadap bank. Hal ini antara from negative perceptions of bank bjb. This is
lain disebabkan oleh adanya pemberitaan media partly due to negative media coverage and / or
dan/atau rumor mengenai bank yang bersifat rumors about bank bjb, as well as ineffective bank
negatif, serta adanya komunikasi bank yang communications.
kurang efektif.

Dewan Komisaris dan Direksi memantau mengenai The Board of Commissioners and Directors
efektivitas penerapan manajemen risiko reputasi monitor the effectiveness of the implementation of
di bank bjb. Terkait wewenang dan tanggung Reputation Risk Management in bank bjb. Related
jawab pengawasan aktif Dewan Komisaris dan to the authority and responsibility of active
Direksi bank bjb, Dewan Komisaris dan Direksi supervision of bank bjb Board of Commissioners
selalu memperoleh informasi yang jelas mengenai and Directors, the Board of Commissioners
evaluasi dan penerapan manajemen risiko eksposur and Directors always obtain clear information
risiko reputasi. regarding the evaluation and application of risk
management for risk exposure to reputation risk.
Struktur organisasi untuk melakukan pengelolaan The organizational structure to manage reputation
terhadap risiko reputasi, bank bjb telah membentuk risk, bank bjb has formed a separate work unit that
unit kerja tersendiri yang mengelola risiko reputasi manages reputation risk, namely the Corporate
yaitu Divisi Corporate Secretary, unit kerja Secretary Division, the work unit functions to
tersebut berfungsi untuk melakukan pengelolaan manage the reputation of bank bjb.
terhadap reputasi bank bjb.

bank bjb telah memiliki kebijakan serta pedoman Bank bjb has a policy and reputation risk
manajemen risiko reputasi yang secara berkala management guidelines that are regularly updated
dilakukan pembaharuan dan evaluasi atas and evaluated on bank bjb’s risk management
kebijakan dan pedoman manajemen risiko policies and guidelines. Bank bjb also has a
tersebut. bank bjb juga telah memiliki kebijakan policy regarding service standards that must be
mengenai standar pelayanan yang harus dilakukan performed by operational work units, this is done to
oleh unit kerja operasional, hal tersebut dilakukan minimize the risk of reputation due to inadequate
untuk meminimalisir terjadinya risiko reputasi bank services, there are also policies regarding
akibat kurang memadainya pelayanan bank bjb, handling customer complaints. In addition, bank
terdapat juga kebijakan mengenai penanganan bjb also has a call center as a means to serve
keluhan nasabah. Selain itu bank bjb telah memiliki people who need banking services and address
call center sebagai sarana untuk melayani problems related to banks. In relation to investor
masyarakat yang membutuhkan jasa perbankan relations, bank bjb has an investor relations work
serta penyampaian permasalahan terkait dengan unit that communicates with investors.
bank bjb. Terkait hubungan dengan pihak investor
bank bjb telah memiliki unit kerja investor
relationship yang melakukan komunikasi dengan
pihak investor.

bank bjb juga melakukan manajemen risiko Bank bjb also manages reputation risk by carrying
reputasi dengan melakukan aktivitas public out public relations activities, corporate social
relation, corporate social responsibility dan respon responsibility and rapid responses to handling
yang cepat terhadap penanganan keluhan yang complaints that come to bank bjb.
masuk kepada pihak bank bjb.

Information System
Dalam kecukupan penerapan proses manajemen In the adequacy of the implementation of

risiko, bank bjb melakukan identifikasi, pengukuran, risk management processes, banks identify,
pemantauan dan pengendalian atas risiko measure, monitor and control reputation risk.
reputasi. bank bjb melakukan proses identifikasi Bank bjb carries out the process of identifying
dan pengukuran risiko reputasi dengan memantau and measuring reputational risk by monitoring
jumlah keluhan nasabah kepada bank bjb melalui the number of customer complaints to bank
call center ataupun petugas bank bjb serta bjb through the call center or bank officers and
memantau mengenai tindakan penyelesaian atas monitoring the resolution of these complaints, in
keluhan tersebut, selain itu dilakukan pemantauan addition to monitoring the number of reporting to
juga terhadap jumlah pemberitaan terhadap bank bank bjb published in the mass media
bjb yang dimuat di media massa.
Dalam melakukan pengendalian atas risiko reputasi In controlling the reputation risk of banks having
bank bjb memiliki call center serta mengadakan a call center and holding a coaching clinic for
coaching bagi karyawan dengan memberikan employees by providing training or trainingon
training atau pelatihan mengenai standar layanan service standards with the aim of bank bjb
dengan tujuan bank bjb dapat memberikan can provide better services to customers both
pelayanan dengan lebih baik kepada nasabah externally and internally as one of the mitigation
baik eksternal maupun internal sebagai salah satu measures against potential risks, in addition Bank
langkah mitigasi terhadap potensi risiko, selain itu bjb emphasizes to all employees that bank bjb’s
bank bjb menekankan kepada seluruh karyawan reputation must be strictly guarded, bank bjb also
bahwa reputasi bank bjb harus benar-benar provides clear information to customers about
dijaga, bank bjb juga memberikan informasi yang the products/activities of bank bjb as a step in
jelas kepada nasabah mengenai produk/aktivitas mitigating risk.
bank bjb sebagai langkah dalam memitigasi risiko.

yang Menyeluruh
bank bjb telah memiliki unit kerja khusus dalam Bank bjb has a special work unit in the process of
proses pelaksanaan manajemen risiko reputasi implementing reputation risk management which
yang mencakup pengawasan secara berkala atas includes regular supervision of negative news and
pemberitaan negatif dan keluhan yang berdampak complaints that affect bank bjb’s reputation and
pada reputasi bank bjb dan kegiatan pengendalian control activities that are monitored by the risk
yang dipantau oleh satuan kerja manajemen risiko. management work unit.

2020 Annual Report

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Sumber Daya Manusia

Human Capital

2020 Annual Report
Di tahun 2020, Perseroan berfokus pada penyempurnaan

fondasi dari kuat menjadi kokoh sebagaimana tujuan
transformasi dua tahun terakhir. Secara strategis, perseroan
terus melakukan pengkinian dan penguatan ketentuan
dalam hal compliance terhadap ketentuan regulator maupun
persyaratan good corporate governance dalam rangka
mendukung Human Capital Life Cycle.
In 2020, the company focuses on improving the foundation

from solid to solid as a transformation goal in the last two years.
Strategically, the company continued to update and strengthen
regulations in terms of compliance with regulatory provisions as
well as requirements for good corporate governance in order to
support the Human Capital Life Cycle.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Kerangka Konseptual Human Capital

Human Capital Conceptual Framework
Perseroan meyakini sumber daya manusia adalah The Bank believes that human resources serve
salah satu unsur penentu keberhasilan kinerja as one of the determinants for the success of the
Perseroan. Berbagai pencapaian dan pertumbuhan Bank’s performance. Various achievements and
positif Perseroan, antara lain dihasilkan oleh kinerja positive growth of the bank bjb, among others,
baik para insan bjb. Oleh karena itu, Perseroan resulted from the performance of both the Bank
memandang pengelolaan Human Capital perlu itself and its employees as well. Therefore, the
dilakukan dengan terencana dan berkelanjutan. Bank considers that its human capital should be
Dalam mengelola potensi sumber daya manusia, managed in a well-planned and sustainable manner.
Perseroan memiliki Kerangka Konsep Human In managing the potential of human resources,
Capital bank bjb yang diawali oleh visi, misi dan bank bjb maintains its Human Capital Concept
tata nilai sebagai berikut: Framework which begins with the following vision,
mission and values:
High Performance Organization
Employee Engagement as Strategic Partner

(Competent, Productive, and Integrity)
Basic Foundation Strong Foundation Solid Foundation

2015-2016 2017-2018 2019-2020
Competencies Performance & Career Acceleration

Industrial Relation Great Leader
Improvement Improving Quality of Recruitment
Program
Productivity Enhancement
Build High Performance Culture

HC Cares Execution
bjb Club Performance Management System bjb Prestasiku Skill
bjb Better Award

Balance Creative and
Scorecard (BSC) Employee Productivity Improvement Innovation
Merit System Implementation

Re-engineering HRIS System
to bjb HC Solution bjb HC Solution Development HC Solution
Establish bjb Health+ Customer Care

Human Capital Services
Coaching
• HC Lounge
Employee Competencies Development and
• Mini Library
Mentoring
• Walk-in HC Cares Potency & Competencies Assesment
Human Capital Human Capital Effective Human

and Mission Strategy & Policy Capital Function
bank bjb Corporate Values - GO SPIRIT

2020 Annual Report
Visi Human Capital Human Capital Vision

Menjadi Mitra Strategis Dalam Mencapai Kinerja To become a strategic partner to achieve the best
Terbaik. performance.
Misi Human Capital: Human Capital Mission

1. Membangun Insan bank bjb yang unggul, 1. Building superior, reliable and resilient bank bjb
handal dan tangguh. personnel.
2. Mengembangkan kompetensi Insan bank 2. Developing the competence of bank bjb
bjb melalui peningkatan Technical Skill, employees through enhancement of Technical
Profesionalism, Managerial, dan Leadership. Skills, Professionalism, Managerial and Leadership.
3. Meningkatkan motivasi dan engagement Insan 3. Increasing motivation and engagement of bank
bank bjb, serta hubungan industrial yang sehat. bjb employees, as well as healthy industrial
relations.
4. Meningkatkan kinerja Insan bank bjb untuk 4. Improving the performance of bank bjb
menciptakan kesejahteraan yang lebih baik. personnel to create better welfare.
5. Mengelola Human Capital sesuai dengan 5. Managing Human Capital in accordance with
Effective Best Practices. Effective Best Practices
Visi misi tersebut tidak lain adalah sebuah acuan The vision and mission serve as a reference for bjb
kepada insan bjb agar membentuk budaya insan people in order to shape the culture of bjb people
bjb sesuai dengan budaya Perusahaan sebagai in accordance with the Bank’s culture as follows:
berikut:
GO SPIRIT GO SPIRIT
• Service Excellence • Service Excellence
• Professionalism • Professionalism
• Integrity • Integrity
• Respect • Respect
• Innovation • Innovation
• Trust • Trust
Human Capital Transformation Human Capital Transformation

& Life Cycle Programs & Life Cycle Programs
Human Capital Transformation Human Capital Transformation
Tahun 2015 – 2016 : Fondasi Dasar Year 2015 - 2016 : Basic foundations
Tahun 2017 – 2018 : Fondasi Kuat Year 2017 - 2018 : Strong Foundation Year
Tahun 2019 – 2020 : Fondasi Kokoh Year 2019 - 2020 : Solid Foundation
Sebagai tahapan transformasi Perseroan dalam As a stage of the Company transformation in

menciptakan insan bank bjb yang unggul, handal, creating superior, reliable, tough bank bjb people
tangguh yang siap untuk mengukir prestasi. who are ready to make achievements.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Roadmap Human Capital bank bjb
2019-2020
Fondasi Kokoh
Solid Foundation
2017-2018
Fondasi Kuat
2015-2016 Strong Foundation
Fondasi Dasar Year
Basic foundations
Life Cycle Programs Life Cycle Programs

1. Planning 1. Planning
Sebagai landasan bekerja, dan tahap As the basis for work, and the planning stage,
perencanaan membangun Perseroan menyusun the Company builds and prepares a Grand
Human Capital Grand Design & Transformation Design & Transformation Roadmap:
Roadmap:
a. Visi – Misi a. Vision and mission
b. RBB 2019 b. Bank Business Plan (RBB) 2019
c. Program Kerja 2020 – 2021 c. Work Program 2019 - 2020
d. Capacity Planning d. Capacity Planning
2. Recruiting 2. Recruiting
Pemenuhan kebutuhan SDM sehingga Meeting the needs of human resources so that
organisasi dapat menjalankan bisnis untuk the organization can run a business to achieve
mencapai tujuan yang telah ditargetkan. the targeted goals.
3. Compensation & Recognition 3. Compensation & Recognition

Memastikan kesejahteraan SDM di organisasi Ensuring the welfare of Human Capital in the
dan apa yang menjadi haknya maupun apresiasi organization and what are its rights as well as
sebagai pegawai terpenuhi, dalam rangka appreciation as employees are met, in order
meningkatkan motivasi, produktivitas kerja to increase motivation, work productivity and
serta engagement pegawai untuk kinerja yang employee engagement for better performance.
lebih baik.
4. Performance Management 4. Performance Management

Memastikan SDM bekerja secara optimal melalui Ensuring Human Capital works optimally
monitoring kompetensi, kinerja, maupun through monitoring competencies,
proses evaluasi secara berkala sesuai dengan performance, and evaluation processes on
goal setting yang telah ditetapkan oleh setiap a regular basis in accordance with the goal
pegawai. settings set by each employee.

2020 Annual Report
5. Development 5. Development
Program pengembangan bagi yang memiliki Development program for those who have
potensi/talenta baik dari sisi kompetensi, potential / talents in terms of competence,
kinerja, hingga karir. performance, and career.
6. Retention 6. Retention
Upaya organisasi untuk memperhatikan lebih Organizational efforts to pay more attention
dan memastikan talenta-talentanya dapat and ensure their talents can work well,
bekerja dengan baik, nyaman, dan memberikan comfortably, and provide the best for the
yang terbaik bagi Bank melalui pemberian Bank through the provision of attractive and
remunerasi yang menarik dan kompetitif. competitive remuneration.
7. Separation 7. Separation
Perseroan memastikan layanan kepada pegawai The Company ensures services for employees
yang akan memasuki masa persiapan pensiun, who are entering retirement, retirement,
pensiun, berhenti maupun pegawai yang tidak retirement and employees who are no longer
lagi bekerja akibat kondisi tertentu dilakukan working due to certain conditions are carried
dengan baik. out properly.
Leveraging Digital Technology Leveraging Digital Technology
Penerapan dan Pengembangan Human Capital Implementation and Development of Human

Management System Capital Management System
1. Human Capital Solution V.2 (Internet & Mobile 1. Human Capital Solution V.2 (Internet & Mobile
App) App)
2. HCS Kehadiranku 2. HCS Kehadiranku – MyAttendance (Mobile App
Attendance System)
3. HC Cares Chat Helpdesk 3. HC Cares Chat Helpdesk
4. bjb Prestasiku, bjb Komitmenku 4. bjb Prestasiku (MyAchievements) and bjb
Komitmenku (MyCommitments)
5. Performance Coaching Module System – bjb 5. Performance Coaching Module System - bjb
Prestasiku Prestasiku (MyAchievement)
6. Recruitment Module System 6. Recruitment Module System
7. HC Analytical & Monitoring System (Operation 7. HC Analytical & Monitoring System (Operation
Performance) Performance)

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Manajemen Human Capital

Human Capital Management
Di tahun 2020, dalam aktivitas dan pengelolaan In 2020, in activities and human resource
SDM, Perseroan berfokus pada penyempurnaan management, the company focuses on
fondasi dari kuat menjadi kokoh sebagaimana improving the foundation from solid to solid
tujuan transformasi dua tahun terakhir. Secara as a transformation goal in the last two years.
strategis, perseroan terus melakukan pengkinian Strategically, the company continued to update
dan penguatan ketentuan dalam hal compliance and strengthen regulations in terms of compliance
terhadap ketentuan regulator maupun persyaratan with regulatory provisions as well as requirements
good corporate governance dalam rangka for good corporate governance in order to
mendukung Human Capital Life Cycle. Ketentuan- support the Human Capital Life Cycle. These
ketentuan tersebut menjadi landasan dalam provisions formed the basis for implementing HC
pelaksanaan aktivitas pengelolaan SDM. management activities.
Selanjutnya, perseroan melakukan peningkatan Furthermore, the Company will improve the
kualitas SDM melalui peningkatan kualitas proses quality of human resources through improving the
rekrutmen dan seleksi pegawai serta kualitas dari quality of the employee recruitment and selection
sumber pencarian kandidat untuk mendapatkan process as well as the quality of candidates seeking
talent-talent yang memiliki kompetensi sesuai resources to get talents who have competencies
dengan kebutuhan Perseroan. Human Capital according to the needs of the Company. Human
memperkuat kembali mulai dari proses rekrumen Capital strengthens again starting from the
dengan inovasi berbasis digital sebagai awal recruitment process as the beginning of good HR
dari tata kelola SDM yang baik melalui berbagai governance through various programs such as bjb
program seperti bjb Talent Scouting, ODP, AODP, Talent Scouting, ODP, AODP, SDP, and others to the
SDP, dan lainnya hingga adanya program akselerasi acceleration program as employee development.
sebagai pengembangan pegawai.
Peningkatan kualitas SDM perseroan selaras dengan Improving the quality of the company’s human
pembentukan fungsi/jabatan baru Divisi Human resources is in line with the formation of a new
Capital yakni Human Capital Business Partner function / position in the Human Capital Division,
(HCBP). Dengan adanya 10 pegawai HCBP terpilih namely Human Capital Business Partner (HCBP).
dan telah mendapatkan pendidikan dan pelatihan With 10 selected HCBP employees who received
dengan level Manager dan Officer menjadi amanat education and training with Manager and Officer
manajemen dalam mengakselerasi proses layanan levels, it became the mandate of management to

2020 Annual Report
kepegawaian untuk meningkatkan produktivitas accelerate the staffing service process to increase
Perseroan. the Company’s productivity.
Pada Tahun 2020, perseroan menggelar event- In 2020, the company held events that could
event yang dapat meningkatkan semangat increase employee morale and creativity to provide
pegawai dalam berkarya dan berkreatifitas untuk related performance, namely through the HC
memberikan kinerja terbait yaitu melalui kegiatan Fest 2020, Legacy Award, Timeless Engagement,
HC Fest 2020, Penghargaan Purna Bakti (Legacy Implementation of the Work Agreement Renewal
Award), Penghargaan Masa Kerja (Timeless Process. Implementation of the Collective Labor
Engagement), Pelaksanaan Proses Pembaharuan Agreement Renewal Process for the 2019 - 2021
Perjanjian Kerja Bersama Periode 2019 – 2021, Period, Culture Awareness Session (On Site
Culture Awareness Session (Sosialisasi On Socialization), Implementation Culture Program
Site), Implementation Culture Program Report, Report, Refreshment and Coaching Change Agent,
Refreshment and Coaching Change Agent, Culture Culture Externalization and the 2020 bjb Better
Externalization serta bjb Better Award 2020 guna Award was aimed to increase employee engagement
meningkatkan engagement pegawai baik dari both from performance and loyalty to the Company.
performa serta loyalitas terhadap Perseroan.
Dalam proses berjalannya pegawai bekerja, In the process of running employees performance,
didukung dengan berbagai benefit dan fasilitas the Company supported various benefits and
penunjang mulai dari pemberian remunerasi, supporting facilities ranging from providing
fasilitas sesuai dengan jabatan, layanan dari Human remuneration, facilities according to position,
Capital yakni HC Cares, HC Cares Chat Helpdeks, services from Human Capital namely HC Cares,
HC Menyapa, HCS Mobile V2 hingga monitoring HC Cares Chat Helpdeks, HC Menyapa (Greeting),
performa kerja dengan bjb Prestasiku. HCS Mobile V2 to monitoring work performance
with bjb Prestasiku (MyAchievement).

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Dalam menjalankan program-program tersebut In carrying out these programs accurately and in
dengan akurat dan sesuai ketentuan, secara accordance with the provisions, internally in 2020
internal pada tahun 2020 Perseroan telah the Company has several SOPs, namely SOP for
memperbaharui beberapa SOP yakni SOP Career Management, SOP for Income Management
Pengelolaan karir, SOP Pengelolaan Penghasilan and Personnel Facilities, SOP for Recruitment and
dan Fasilitas Kepegawaian, SOP Prosedur Selection Procedures for Employees, and other
Rekrutmen dan Seleksi Pegawai, dan ketentuan internal HR management provisions.
internal pengelolaan SDM lainnya.
Rekrutmen Human Capital Human Capital Recruitment
Perseroan terus meningkatkan kualitas dan The Company continues to improve the quality
kemampuan profesional SDM salah satunya and professional capabilities of Human Capital;
melalui proses seleksi penerimaan pegawai one of which is through a more selective and
yang lebih selektif dan kompetitif dengan tujuan competitive recruitment selection process with
mendapatkan pegawai yang kompeten, unggul, the aim of getting competent, superior, reliable
handal dan tangguh. and resilient employees.
Perseroan dalam mengelola SDM nya memilih The company chooses to manage its human
strategi untuk mengoptimalkan SDM yang sudah resources strategies to optimize existing human
ada dan memastikan pertumbuhan demografi resources and ensure demographic growth
pegawai terkendali sehingga pelaksanaan controlled so that the implementation recruitment
rekrutmen memiliki persentase lebih tinggi has a higher percentage intended for replacement
ditujukan untuk penggantian (replacement) dari of vacant position or replacement employee
kekosongan suatu jabatan atau penggantian turnover.
turnover pegawai.
Dalam melaksanakan rekrutmen, Perseroan In carrying out the recruitment process, the
mengedepankan local people dari talenta-talenta Company prioritizing local people from best talents
terbaik di daerah tempat perekrutan dilakukan in the area where recruitment takes with a rigorous
dengan tahapan seleksi yang ketat mulai dari selection stage starting from Administrative
Seleksi Administratif dan Wawancara Awal, Selection and Initial Interview, then Assessment
kemudian tahapan Assessment Test, Bahasa Test, English Language test and Health Test, until
Inggris dan Kesehatan, hingga Wawancara akhir the final interview with the associated user.
dengan user terkait.

2020 Annual Report
Selama tahun 2020, Perseroan telah merekrut 249 During 2020, the Company has recruited 249 new
pegawai baru, jumlah pegawai tersebut selaras employees, the number of employees is in line with
dengan strategi Perseroan untuk mengoptimalkan the growth of the Company’s business in 2020.
dan meningkatkan efektivitas pengelolaan human Implementation of employee recruitment that has
capital bank bjb di tahun 2020. Pelaksanaan been carried out in 2020, was opened through
rekrutmen pegawai yang telah dilakukan di tahun several channels for recruitment as follows:
2020, dibuka melalui beberapa jalur penerimaan
pegawai sebagai berikut:
1. First entry Level 1. First entry Level
Program penerimaan pegawai yang The recruitment program is intended for fresh
diperuntukkan bagi lulusan baru (fresh graduate) graduates of tertiary institutions to meet the
perguruan tinggi untuk untuk memenuhi needs of Bank employees at the level of staff
kebutuhan pegawai Perseroan di level jabatan positions (Frontliner/Backoffice/ Marketing).
staf (Frontliner/Backoffice/Marketing).
2. Information Technology Development 2. Information Technology Development
Program (ITDP) Program (ITDP)
Program penerimaan pegawai melalui It is employee recruitment programs through
pendidikan dan pelatihan yang dirancang education and training specifically designed
khusus bagi lulusan sarjana yang diprioritaskan for graduate graduates who are prioritized to
untuk mengisi posisi jabatan jabatan profesional fill professional positions in the Information
di bidang Teknologi Informasi. Technology field.
3. Experience Hire 3. Experience Hire
Program penerimaan pegawai berpengalaman It becomes a program for hiring experienced
yang memiliki kompetensi dan pengalaman employees who have certain competencies and
tertentu serta relevan dengan bidang jabatan experience and are relevant to certain occupational
tertentu sesuai kebutuhan Perseroan. fields according to the needs of the Bank.
4. Program Pendidikan dan Ikatan Dinas bjb 4. Program Pendidikan dan Ikatan Dinas bjb
Talent Scouting Talent Scouting
Program pembinaan dan pendidikan yang It becomes the training and education programs
diberikan kepada mahasiswa/i terbaik dan provided to the best and most excellent
berprestasi (sesuai dengan kriteria yang students (in accordance with the criteria set by
ditetapkan Bank) di perguruan tinggi yang the Bank) in tertiary institutions that collaborate
bekerjasama dengan Bank guna menciptakan with the Bank to create prospective employees
calon pegawai yang professional, handal dan that are professional, reliable and ready to work
siap bekerja di Perseroan. at the Bank.
Tahun 2020 perseroan melaporkan proses In 2020 the company carried out a recruitment
rekrutmen sebanyak 249 orang bergabung menjadi process with as many as 249 people joining as
karyawan bank bjb. Hasil Perekrutan Tahun 2020 bank bjb employees. The results of the 2020
adalah sebagai berikut: recruitment are as follows:
Jalur Rekrutmen Jumlah

No.
Way of Recruitment Amount
1. First Entry Level 196 Pegawai / Employee
2. Information Technology Development Program 20 Pegawai / Employee
3. Experience Hire 18 Pegawai / Employee
4. Talent Scouting 15 Pegawai / Employee

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Kebijakan Pengembangan Karir Carrer Development Policy
Sebagai bagian dari Transformasi Human As part of the Human Capital Transformation
Capital dan mendukung program akselerasi and supporting the accelerated program of
pengembangan kompetensi, kinerja, hingga karir competency development, performance, and
insan bank bjb, telah disusun landasan yang kuat career development for bank bjb employees, a
dalam bentuk Standar Operasional Prosedur strong foundation had been developed in the form
(SOP) yang mengatur tentang pengelolaan karir of Standard Operating Procedures (SOPs) that
pegawai. governed employee career management.
SOP Pengelolaan Karir ditetapkan pada tanggal Career Management SOP was established on
17 Januari 2020 melalui Surat Keputusan January 17, 2020 through the Decree of the Board
Direksi No. 0050/SK/DIR-HC/2020 sebagai of Directors No. 0050/SK/DIR-HC/2020 as the
landasan Perseroan untuk melaksanakan basis for the Company to carry out employee
program pengembangan pegawai khususnya development programs, especially in managing
dalam mengelola karir pegawai. Di dalam SOP employee careers. The Career Management SOP
Pengelolaan Karir mengatur sebagai berikut: regulated as follows:
1. Mengatur tata kelola pengembangan dan 1. Govern the management of employee
pergerakan karir Pegawai, baik secara lateral development and career movements, both
maupun vertikal agar sesuai dengan kebutuhan laterally and vertically to meet the Bank’s
dan tujuan strategis Perseroan. strategic needs and objectives.
2. Mengatur penempatan Pegawai untuk pengisian 2. Govern employee placement for vacant
jabatan berdasarkan tingkat kesiapan, kecakapan positions based on the readiness, skills and
dan kualifikasi serta kompetensi Pegawai yang qualifications and competencies of the
disesuaikan dengan kebutuhan Perseroan. employee adjusted to the needs of the Bank.
3. Mencapai keselarasan antara pengembangan 3. Achieve harmony between the employee career
dan pergerakan karir Pegawai sesuai dengan development and movements and the Bank’s
tujuan strategis Perseroan, sehingga tercipta strategic needs and objectives, so as to create
kestabilan organisasi dan ketersediaan Pegawai organizational stability and the availability of
untuk mengisi jabatan dalam organisasi. employees to fill the vacant positions in the
organization.
4. SOP Pengelolaan Karir ini mengatur beberapa 4. Career Management SOP governs several
hal dengan ruang lingkup sebagai berikut: things with the following scope:
a. Organisasi, kewenangan dan prosedur a. Organizations, authorities and procedures
dalam pengelolaan karir, yaitu: in career management, namely:
1) Promosi 1) Promotion
Meliputi penentuan grade pegawai, Includes determination of the grade
tujuan dari promosi, hingga prosedur of the employee, the purpose of the
yang diatur dalam Promotion Guidelines. promotion, to the procedures set out in
the Promotion Guidelines.
2) Rotasi/Mutasi 2) Rotation/Transfer
Mengatur dari tujuan dan pertimbangan Arrange objectives and considerations
hingga prosedur pelaksanaan. to implementation procedures.
3) Pengisian jabatan sementara. 3) Positioning in temporary vacant
Mengatur tentang kekosongan jabatan positions.
hingga pengisian jabatan yang sifatnya Regulates vacancies to fill temporary
sementara. positions.
b. Prosedur serah terima jabatan. b. Handover procedure.
c. Penetapan batas usia pensiun Pegawai. c. Decision of employee retirement age.
d. Panduan pergerakan karir Pegawai. d. Guidelines to employee career movements.

2020 Annual Report
Program Pengembangan Karir di bjb Career Development Program at bjb
Perseroan selama tahun 2020 ingin meningkatan During 2020, the company wants to increase the
kualitas SDM nya melalui peningkatan kompetensi quality of its human resources through competency
dan karir pegawainya. Salah satu fokus perseroan improvement and employee careers. One of the
adalah dengan menyiapkan Future Leaders yang company’s focuses is by setting up the Future
disiapkan dari dalam atau calon-calon suksesor. Leaders prepared from within or prospective
Perseroan dalam mencapai tujuan itu melakukan successors. The company in achieving that goal
berbagai program pengembangan antara lain: does various development programs include:
1. Branch Manager Development Program (BMDP) 1. Branch Manager Development Program
Program pengembangan pegawai di Level (BMDP)
Managerial yang ditujukan bagi Manager/Pin. Employee development program at Level
KCP/Pin. Grup melalui Pendidikan & Pelatihan Managerial aimed at Managers/Leaders KCP/
yang bertujuan untuk peningkatan kompetensi Group Leaders through Education & Training
dan mempersiapkan pegawai menjadi which aims to increase competence and
Successor Pejabat Eksekutif di Level Pemimpin prepare employees to be Executive Officer
Cabang. Successors at Branch Manager Level.
2. Staff Development Program (SDP) 2. Staff Development Program (SDP)
Merupakan program pengembangan karir Is a career development program which aims to
yang bertujuan mempersiapkan pegawai yang prepare employees who have the competence
memiliki kompetensi untuk memenuhi jenjang to meet the levels position at the officer level.
jabatan di level officer.
3. Information Technology & Digital Banking 3. Information Technology & Digital Banking
Development Program Development Program
Merupakan program pengembangan pegawai Is an employee development program which
yang diperuntukan bagi pegawai internal bank is intended for internal bank bjb employees
bjb yang memiliki minat dan kemampuan who has interests and abilities in the field of
di bidang Information Technology dan Information Technology and Digital Banking
Digital Banking untuk mendukung strategi to support Bank bjb digital transformation
Transformasi Digital bank bjb. strategy.
4. Account Officer Development Program (AODP) 4. Account Officer Development Program (AODP)
Merupakan program pengembangan karir Is a career development program which is
yang diperuntukkan bagi para pegawai level intended for level employees assistant in the
assistant di bidang bisnis yang dipersiapkan field of business that is prepared to fill critical
untuk mengisi jabatan-jabatan critical di positions at field of business and will have a
bidang bisnis dan akan berkarir serta memiliki career and have specializes in business.
spesialisasi di bidang bisnis.
5. Professional Supporting Development Program 5. Professional Supporting Development Program
(PSDP) (PSDP)
Merupakan program pengembangan karir yang Is a career development program intended
diperuntukan bagi pegawai level assistant di for assistant level employees at supporting or
bidang supporting atau administrasi untuk administrative fields for become a professional
menjadi seorang professional di bidangnya. in his field.
6. Accelleration Program 6. Accelleration Program
Merupakan program pengembangan karir Is a career development program assistant
pegawai level assistant melalui kenaikan grade level employees through grade advancement
dengan tujuan untuk meningkatkan motivasi with the aim to increase employees motivation
para pegawai yang berkinerja baik. who perform well.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Strategi dan Program Strategy and Program for The

Pengembangan Insan bank bjb Development of bjb bank Personnel
Perseroan menyadari pentingnya untuk tetap The Company realized the importance of
memperbaharui pengetahuannya khususnya keeping its knowledge updated, especially in
dalam menyambut Revolusi Industri 4.0 dan welcoming the Industrial Revolution 4.0 and
Transformasi Digital pada tahun 2021 melalui proses Digital Transformation in 2021 through a learning
pembelajaran. Hal ini dilakukan agar Perseroan process. This was done so that the Company could
dapat bersaing pada saat ini dan masa yang akan compete flexibly at present and in the future.
datang secara fleksibel. Kefleksibelan membutuhkan Flexibility required a long-term commitment to
komitmen jangka panjang dalam membangun dan building and developing strategic resources. In
mengembangkan sumber daya strategis. Dalam a dynamic environment, the Company had to be
lingkungan yang serba dinamis, Perseroan harus oriented to the concept of a learning organization.
berorientasi pada konsep organisasi pembelajaran. To implement this concept, currently bank bjb
Untuk mengimplementasikan konsep tersebut, saat already owned a Corporate University called bjb
ini bank bjb telah memiliki Corporate University University. The main functions of bjb University are
yang disebut dengan bjb University. Fungsi utama as follows:
bjb University adalah sebagai berikut:
a. Sebagai alat strategis Perseroan untuk a. As a strategic tool for the Company to develop
mengembangkan insan bank bjb untuk bank bjb personnel to answer business
menjawab tantangan bisnis di industri perbankan challenges in the banking industry and improve
dan peningkatan performance Perseroan; the Company’s performance;
b. Center of excellence pengembangan bankir b. Becoming center of excellence in developing
yang memiliki kualitas leadership dan bankers who have leadership and
entrepreneurship; entrepreneurial qualities;
c. Merumuskan dan mengimplementasikan c. Formulating and implementing goals, objectives
tujuan, sasaran dan rencana strategis bisnis dan and strategic business plans and performance
kinerja melalui pengembangan SDM agar tetap through human resource development in order
memiliki performance unggul. to maintain superior performance.
d. Menjadikan bjb University sebagai strategic d. Making bjb University as a strategic business
business partner, dengan terciptanya program- partner, by creating learning programs
program pembelajaran yang mendukung that support the achievement of bank bjb
pencapaian target kinerja bank bjb. performance targets.
Untuk mendukung roadmap bank bjb maka bjb To support the roadmap for bank bjb, bjb University
University mempersiapkan diri untuk menciptakan prepared to create competent and quality human
Sumber Daya Manusia yang kompeten dan resources, with the following strategies:
berkualitas, dengan strategi sebagai berikut:
a. Mengembangkan infrastruktur atas Learning a. Developing the infrastructure for the Learning
Management System (E-Learning bjb Management System (E-Learning bjb
University) yaitu penyempurnaan sistem University), namely improving the bjb University
aplikasi E-Learning bjb University (eLbu); (eLbu) E-Learning application system;
b. Melakukan perumusan dan pengembangan b. Formulating and developing learning programs
program pembelajaran yang mendukung that support banking digitization and fee-
digitalisasi perbankan dan pertumbuhan fee based income growth;
based income;
c. Meningkatkan kompetensi pegawai melalui c. Improving employee competence through
penyusunan learning profile untuk menciptakan the preparation of a learning profile to create
talent yang unggul di industri jasa keuangan superior talent in the financial services and
dan perbankan. banking industry.

2020 Annual Report
Sertifikasi Insan bank bjb bank bjb Employees’ Certification In

Tahun 2020 2020
Sepanjang tahun 2020, beberapa insan bank bjb Throughout 2020, several bank bjb employees
telah memperoleh sertifikasi khususnya pada obtained certification, especially in the Information
Divisi Teknologi Informasi, Satuan Kerja Audit Technology Division, Internal Audit Work Unit,
Internal, Divisi Manajemen Risiko, Divisi Kepatuhan Risk Management Division, Compliance Division
dan APU-PPT. Insan bank bjb yang memperoleh and AML-CFT. Bank bjb personnel who obtainED
sertifikasi adalah sebagai berikut: certification are as follows:
Nama Unit Kerja Nama Sertifikasi Lembaga Pemberi Sertifikasi

No.
Name Work Unit Certification Name Certification Providing Institution
1 Johanes Parulian Tamba Divisi Information Technology BSMR Level 4 BSMR (Badan Sertifikasi Manajemen
Information Technology BSMR Level 4 Risiko)
Division BSMR (Badan Sertifikasi Manajemen
Risiko)
2 Akhmad Zainy Divisi Information Technology BSMR Level 4 BSMR (Badan Sertifikasi Manajemen
Abdulrasyid Information Technology BSMR Level 4 Risiko)
Risiko)
3 Anthonius Satriyo Divisi Information Technology BSMR Level 4 BSMR (Badan Sertifikasi Manajemen
Wibowo Information Technology BSMR Level 4 Risiko)
Risiko)
4 Indah Pajarwati Divisi Information Technology BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Risiko)
5 Andi Mulyadi Divisi Information Technology BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Risiko)
6 Yana Kardiana Divisi Information Technology BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Risiko)
7 Ahmad Siddiq Maulana Divisi Information Technology Manajemen Risiko Lembaga Sertifikasi Profesi
Hidayat Information Technology Perbankan - 1 Perbankan
Division Banking Risk Banking Professional Certification
Management - 1 Institute
8 Muhamad Iqbal Divisi Information Technology Manajemen Risiko Lembaga Sertifikasi Profesi
Muqtash Information Technology Perbankan - 1 Perbankan
9 Dimas Perdana Putra Divisi Information Technology Manajemen Risiko Lembaga Sertifikasi Profesi
Information Technology Perbankan - 1 Perbankan
10 Bagus Setyo Wibowo Divisi Information Technology Manajemen Risiko Lembaga Sertifikasi Profesi
Information Technology Perbankan - 1 Perbankan
11 Siska Riyantie Divisi Kepatuhan & APU PPT Manajemen Risiko Lembaga Sertifikasi Profesi
Compliance & AML-CFT Perbankan - 2 Perbankan
12 Noviyaliandri Masni Divisi Kepatuhan & APU PPT BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Compliance & AML-CFT BSMR Level 2 Risiko)
Risiko)
13 Fajar Setiadi Divisi Kepatuhan & APU PPT BSMR Level 2 Lembaga Sertifikasi Profesi
Compliance & AML-CFT BSMR Level 2 Perbankan
Division Banking Professional Certification
Institute
14 Mita Listyatri Divisi Kepatuhan & APU PPT Manajemen Risiko Lembaga Sertifikasi Profesi
Compliance & AML-CFT Perbankan - 1 Perbankan

HUMAN CAPITAL
SUMBER DAYA MANUSIA

No.
15 Lucy Fitria Dewi Divisi Manajemen Risiko BSMR Level 2 Lembaga Sertifikasi Profesi
Risk Management Division BSMR Level 2 Perbankan
Banking Professional Certification
Institute
16 Dede Ahmad Satuan Kerja Audit Internal BSMR Level 3 Lembaga Sertifikasi Profesi
Jamaluddin Internal Audit Work Unit BSMR Level 3 Perbankan
Institute
17 Teddy Prayoga Satuan Kerja Audit Internal BSMR Level 3 Lembaga Sertifikasi Profesi
Internal Audit Work Unit BSMR Level 3 Perbankan
Institute
18 RR. Retno Soeksmantari Satuan Kerja Audit Internal BSMR Level 2 Lembaga Sertifikasi Profesi
Internal Audit Work Unit BSMR Level 2 Perbankan
Institute
19 Dito Gunandi Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
Internal Audit Work Unit Perbankan - 2 Perbankan
Banking Risk Banking Professional Certification
20 Bella Natalia Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
21 Yongki Abdurahman Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
22 Ratu Adisty Adriana Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
23 Fajar Ardiansyah Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
24 Sandra Gandara Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
25 Rangga Syailendra Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
26 Agung Saputra Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
27 Ade Syahbana Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
28 Novita Sari Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
29 Adi Krismanto Satuan Kerja Audit Internal BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Internal Audit Work Unit BSMR Level 2 Risiko)
BSMR (Badan Sertifikasi Manajemen
Risiko)
30 Agung Budi Satrio Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
31 Refki Refliadi Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi

2020 Annual Report

No.
32 Dwi Sunu Satuan Kerja Audit Internal BSMR Level 2 BSMR (Badan Sertifikasi Manajemen
Internal Audit Work Unit BSMR Level 2 Risiko)
BSMR (Badan Sertifikasi Manajemen
Risiko)
33 Ageng Kadharman Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
34 Indra Komara Satuan Kerja Audit Internal Manajemen Risiko Lembaga Sertifikasi Profesi
Pelaksanaan Pendidikan Education and Learning

dan Pembelajaran Implementation
Pembelajaran oleh Dewan Komisaris Training by The Board Of Commissioners

dan Direksi and The Board Of Directors
Pada tahun 2020, Perseroan menyelenggarakan In 2020, the company held a Branch Manager
Pembelajaran Branch Manager Development Development Program (BMDP) which aimed
Program (BMDP) yang bertujuan untuk to prepare bank bjb employees as successors
mempersiapakan pegawai bank bjb sebagai to Branch Managers. One of the speakers in the
suksesor Pemimpin Cabang. Salah satu narasumber training was the President Director, President
dalam Pembelajaran tersebut adalah Direktur Commissioner and Directors of bank bjb who
Utama, Komisaris Utama dan para Direksi bank bjb provided insights related to the strategy of bank
yang memberikan insight terkait dengan strategi bjb. The provision of material from the Directors
bank bjb. Pemberian materi dari para Direksi dan and the Board of Commissioners was intended
Dewan Komisaris ini ditujukan agar nantinya para to trigger participants as Branch Manager
peserta sebagai Calon Pemimpin Cabang dapat Candidates to develop strategies implemented
membuat strategi yang diterapkan di Wilayahnya in their respective regions in accordance with the
sesuai dengan Strategi bank bjb. bank bjb strategy.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Character Building Character Building
Pembelajaran Character Building diberikan kepada Character Building training was given to all
semua pegawai bank bjb dimulai dari Calon bank bjb employees starting from Prospective
Pegawai sampai dengan jajaran eksekutif bank bjb. Employees to bank bjb executives. The objectives
Tujuan diselenggarakannya Character Building ini of holding this Character Building are as follows:
adalah sebagai berikut:
1. Terbentuknya Keterampilan (Skill) dan Sikap 1. The formation of Good skills and attitudes;
(Attitude) yang baik;
2. Terbentuknya kedisiplinan yang tinggi; 2. The formation of high discipline;
3. Terbentuknya mentalitas yang tangguh, kuat 3. The formation of a mentality that is tough,
dan pantang menyerah; strong and never gives up;
4. Terbentuknya kemampuan untuk berkomunikasi 4. The formation of the ability to communicate
yang baik; well;
5. Terbentuknya pribadi yang jujur dan 5. The establishment of an honest and responsible
bertanggung jawab; person;
6. Terbentuknya pribadi yang mampu menghargai 6. The formation of a person who is able to
perbedaan; appreciate differences;
7. Terbentuknya pribadi yang mampu bekerja sama. 7. The formation of individuals who are able to
work together.
Perseroan bekerjasama dengan beberapa Instansi The Company collaborated with several agencies
untuk menyelenggarakan Kegiatan Character to organize this Character Building Activity which
Building ini yang dilakukan selama 3-8 hari. was carried out for 3-8 days.

2020 Annual Report
Spiritual Motivation Spiritual Motivation
Kecerdasan Spiritual (SQ) dalam berbagai sisi Spiritual intelligence (SQ) in various aspects of
kehidupan memberikan nilai, makna, tujuan, life provided value, meaning, purpose, motivation
motivasi dan tanggung jawab bagi kehidupan and responsibility for life, including work. SQ
termasuk dalam bekerja. SQ menjadi sesuatu became something very important and needs
yang sangat penting dan perlu dikelola secara to be managed properly in each individual so
baik pada setiap individu sehingga seseorang that someone would be able to contribute to
akan mampu memberikan kontribusi dalam improving their performance and become a tough
peningkatan kinerjanya dan menjadi pribadi person in facing various life problems wherever,
yang tangguh dalam menghadapi berbagai whenever and the acceptance of change. The
permasalahan hidup dimanapun, kapanpun serta purpose of giving Spiritual Motivation Learning
diterimanya perubahan. Tujuan diberikannya was to foster gratitude to the creator and be able
Pembelajaran Spiritual Motivation ini adalah untuk to optimize and improve self-quality and be able
menumbuhkan rasa syukur kepada sang pencipta to solve existing problems. In addition, the specific
dan mampu mengoptimalkan serta meningkatkan purpose of implementing this Learning was so
kualitas diri dan mampu memecahkan masalah that the participants were able to apply spiritual
yang ada. Selain itu, tujuan khusus dilaksanakannya values in their daily work activities and were able
Pembelajaran ini adalah agar para peserta mampu to recognize and understand the essence of life
menerapkan nilai-nilai spiritual dalam aktifitas that work was basically part of worship and trust
kerja sehari-hari serta mampu mengenali dan to God Who Almighty.
memahami hakikat hidup (the essence of life)
bahwa bekerja pada dasarnya adalah bagian dari
ibadah dan amanah kepada Tuhan Yang Maha Esa.
Pembelajaran Spiritual Motivation ini diberikan This Spiritual Motivation learning was given to new
kepada para pegawai baru bank bjb dan para bank bjb employees and participants of the Talent
peserta pembelajaran Program Talent. Program learning.
Pembelajaran Sertifikasi Certification Training
Sebagai perusahaan yang bergerak dalam As a company that operates in the financial
bidang pengelola keuangan, mengharuskan management sector, bank bjb employees required
para pegawai bank bjb memiliki sertifikasi, baik certification, both certification required by
sertifikasi insan diwajibkan oleh regulator maupun regulators and certification required to carry out
sertifikasi yang diperlukan untuk menjalankan their work activities. For this reason, the company
aktivitas pekerjaannya. Untuk itu bjb University organized several certification programs including

HUMAN CAPITAL
SUMBER DAYA MANUSIA
menyelenggarakan beberapa program sertifikasi Risk Management Certification (SMR), Mutual

diantaranya Sertifikasi Manajemen Risiko (SMR), Funds Selling Agent Representative (WAPERD),
Wakil Agen Penjual Efek Reksa Dana (WAPERD), Broker-Dealer Representative (WPPE),
Wakil Perantara Pedagang Efek (WPPE), Wakil Underwriter Representative (WPEE), Certified
Penjamin Emisi Efek (WPEE), Certified Internal Internal Audit (CIA) and Dealer Certification.
Audit (CIA) dan Sertifikasi Dealer Treasury. Treasury.
Pembelajaran Talent Talent Learning
Sebagai langkah guna menciptakan para suksesor As a step to create bank bjb successors, the
bank bjb, maka Perseroan menyelenggarakan company conducted Talent Learning which was
Pembelajaran Talent yang diharapkan pegawai expected that employees who joined this Talent
yang telah menjalani Pembelajaran Talent ini dapat Learning could become prospective bank bjb
menjadi calon pemimpin bank bjb dimasa yang leaders in the future.
akan datang.
Dalam Pembelajaran Talent ini dibagi beberapa This Talent Learning was divided into several
fase, fase klasikal, On the job Training (OJT) dan phases, the classical phase, On the job Training
pada akhir masa Pembelajaran para peserta (OJT), and at the end of the learning period the
harus melakukan presentasi atas tugas akhir yang participants had to make a presentation on the
diberikan. final project given.
BRANCH MANAGER DEVELOPMENT PROGRAM BRANCH MANAGER DEVELOPMENT PROGRAM

(BMDP) (BMDP)
Pemimpin Cabang memiliki peran yang sangat Branch leaders had a very important role in
penting dalam mendukung keberhasilan supporting the successful achievement of the
pencapaian visi dan misi melalui implementasi vision and mission through the implementation
Business Plan. Perkembangan bisnis perbankan of the Business Plan. The development of the
dewasa ini semakin kompleks dengan tingkat banking business today is increasingly complex
persaingan yang semakin tinggi sehingga banyak with increasingly high levels of competition, so
bank melakukan re-design organisasi cabang. that many banks have to re-design their branch
Cabang memiliki peranan penting sebagai jaringan organizations. Branches have an important role
forum, distribusi dan layanan, untuk itu Pemimpin as a forum, distribution and service network,
Cabang dituntut untuk lebih berperan aktif dalam therefore Branch Managers are required to play
meningkatkan kinerja, sehingga mereka mampu a more active role in improving performance, so
meraih prestasi dengan memperluas pangsa pasar that they are able to achieve achievements by
serta dapat mempertahankan nasabah untuk expanding market share and retaining customers
meningkatkan bisnis. to increase business.

2020 Annual Report
Sehubungan dengan hal tersebut dan dalam In connection with this and in order to increase
rangka meningkatkan Competency para insan the Competency of bank bjb employees, in
bank bjb dalam hal ini successor yang akan this case the successor who would become the
menjadi Pemimpin Cabang maka diselenggarakan Branch Manager had to jooin a Branch Manager
Pembelajaran Branch Manager Development Development Program (BMDP) Learning. The
Program (BMDP). Pembelajaran BMDP yang BMDP learning carried out in 2020 consisted of 3
dilaksanakan pada tahun 2020 ini terdiri dari 3 (three) phases as follows:
(tiga) fase sebagai berikut:
a. Fase 1 a. Phase 1
Pada fase 1 ini, para peserta diberikan In phase 1, participants were given learning
Pembelajaran dengan menggunakan metode using the online method, namely Self Learning
online, yaitu Self Learning melalui sistem through the bank bjb learning system (ELBU).
pembelajaran bank bjb (ELBU).
b. Fase 2 b. Phase 2
Pada fase 2, para peserta diberikan In phase 2, the participants were given face-
Pembelajaran dengan menggunakan metode to-face learning (Interactive Learning).
tatap muka (Interactive Learning). Jajaran Management, leaders of bank bjb divisions
Manajemen, para Pemimpin Divisi bank bjb and practitioners became resource persons in
dan praktisi menjadi narasumber pada fase 2 di phase 2 of this BMDP learning. In phase 2, BMDP
pembelajran BMDP ini. Pada fase 2 ini, peserta learning participants made presentations on
pembelajaran BMDP melakukan presentasi atas the final project given.
tugas akhir yang diberikan.
c. Fase 3 c. Phase 3
Pada fase 3 ini, para peserta diberikan In phase 3, participants were given the
kesempatan untuk melakukan company visit. opportunity to make a company visit. The
Perusahaan yang dikunjungi pada company company visited on this company visit was PT
visit ini adalah PT Sri Redjeki Isman Tbk. Sri Redjeki Isman Tbk. (Sritex) located in Solo.
(Sritex) yang berlokasi di Solo. Salah satu One of the considerations for the appointment
pertimbangan penunjukan Sritex sebagai lokasi of Sritex as a visit location was that the sritex
kunjungan bahwa bisnis sritex mampu bertahan business was able to survive this COVID-19
pada masa pandemi COVID-19 ini. Kebijakan pandemic. Sritex’s policies and strategies that
dan strategi Sritex yang dapat membaca pasar could read the market had made Sritex able
membuat sritex mampu bertahan, dan justru to survive, and instead continue to grow in
tetap tumbuh dalam masa pandemi COVID-19 this time of the COVID-19 pandemic. Company
ini. Company visit dilakukan agar dapat visits were conducted in order to increase the
meningkatkan wawasan serta pemahaman knowledge and understanding of the BMDP
bisnis para peserta BMDP. participants’ business

HUMAN CAPITAL
SUMBER DAYA MANUSIA
HUMAN CAPITAL BUSINESS PARTNER (HCBP) HUMAN CAPITAL BUSINESS PARTNER (HCBP)
Perseroan memandang betapa penting adanya The company views how important it is the
kedekatan antara Divisi Human Capital dengan para closeness between the Human Capital Division
insan bank bjb, dimana selaras dengan tugas dan and the bank bjb personnel, which is in line with
fungsinya Divisi Human Capital sebagai Strategic the duties and the function of the Human Capital
Partner di lingkungan bank bjb. Maka perlu adanya Division as a Strategic Partner in the bank bjb
hubungan yang semakin dekat dengan para environment. So it is necessary a closer relationship
pegawai, untuk itu sebagai kepanjangan fungsi with the employees, for that as an extension of
Divisi Human Capital, maka di bentuk Human Capital the Human Capital Division function, the Human
Business Partner (HCBP) yang akan ditempatkan di Capital Business Partner (HCBP) will be placed
masing-masing Kantor Wilayah. Para HCBP ini akan in each Regional Office. These HCBPs managed
mengelola pegawai di Kantor Wilayah tersebut. employees in the Regional Office. As a Work Unit
Sebagai Unit Kerja yang bertanggung jawab untuk responsible for completing competencies related
melengkapi kompetensi terkait dengan human to Human Capital, these HCBPs were provided
capital, maka para HCBP ini diberkali materi-materi with materials related to Human Capital and/or
terkait dengan human capital dan/atau kepegawaian employment through Human Capital Business
melalui pembelajaran Human Capital Business Partner (HCBP) learning.
Partner (HCBP).
ACCOUNT OFFICER DEVELOPMENT PROGRAM ACCOUNT OFFICER DEVELOPMENT PROGRAM

(AODP) (AODP)
Account Officer sebagai garda depan bisnis Account Officers as the front line of the company’s
bank bjb perlu terus dibeklai guna meningkatkan business need to be continuously equipped
kompetensi praktis yang dapat diterapkan with knowledge in order to improve practical
dalam pekerjaannya sehari-hari. Account Officer competencies that can be applied in their daily
Development Program (AODP) ini merupakan work. The Account Officer Development Program
program kerja kolaborasi antara bjb University (AODP) became an employee career acceleration
dengan Divisi Human Capital yang bertujuan program which aimed to increasing competence as

2020 Annual Report
selain meningkatkan kompetensi juga sebagai well as an acceleration program as a motivational

program akselerasi sebagai salah satu program program for Account Officers.
motivational bagi para Account Officer.
The Learning Account Officer Development
Pembelajaran Account Officer Development Program (AODP) was divided into 3 (three)
Program (AODP) terbagi menjadi 3 (tiga) segmen business segments, namely the Account Officer
bisnis, yaitu Account Officer Development Program Development Program (AODP) for the Commercial
(AODP) segmen Komersial, Account Officer segment, the Account Officer Development
Development Program (AODP) segmen Konsumer Program (AODP) for the Consumer segment and
dan Account Officer Development Program the Account Officer Development Program (AODP)
(AODP) segmen Kredit UMKM. Fase pembelajaran for the MSME Credit segment. The Account Officer
Account Officer Development Program (AODP) Development Program (AODP) learning phase
ini adalah dalam bentuk tatap muka dan diberikan was in face-to-face form and was given a final
tugas akhir untuk menganalisa kebutuhan kredit assignment to analyze debtor credit needs.
debitur.
STAFF DEVELOPMENT PROGRAM (SDP) STAFF DEVELOPMENT PROGRAM (SDP)
Sebagai salah satu program untuk meningkakan As a structured program to improve employee
kompetensi pegawai yang terstruktur, maka competence, to organize the Staff Development
perseroan menyelenggarakan Program Program (SDP) Learning Program. In addition, the

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Pembelajaran Staff Development Program (SDP). SDP Program also aimed to prepare employees
Selain itu, Program SDP juga bertujuan untuk who would lead business units, both in Branch
mempersiapkan pegawai yang akan memimpin Offices, Regional Offices and Headquarters.
unit-unit bisnis, baik di Kantor Cabang, Kantor Since 2015 until now the total Staff Development
Wilayah maupun Kantor Pusat. Sejak tahun Program Learning had implemented up to 26
2015 hingga saat ini total Pembelajaran Staff batches.
Development Program telah dilaksanakan sampai
dengan 26 Batch.
FRONTLINER DEVELOPMENT PROGRAM (FLDP) FRONTLINER DEVELOPMENT PROGRAM (FLDP)

Sama hal-nya dengan program pembelajaran SDP, Similar to the SDP learning program, the FLDP
Program FLDP juga ditujukan untuk meningkatkan program was also aimed at improving the
kompetensi pegawai bank bjb yang menangani competence of bank bjb employees who handled
pelayanan, selain itu program FLDP ini juga services, besides that this FLDP program also
menjadi media Career Path bagi para Frontliner became a Career Path media for bank bjb
bank bjb untuk menjadi Supervisor Layanan. frontliners to become Service Supervisors.
PEGAWAI DALAM MASA PENILAIAN (PDMP) PEGAWAI DALAM MASA PENILAIAN (PDMP)
Berkembangnya bisnis bank bjb, berdampak pada The development of the company’s business had
bertambahnya kebutuhan pegawai yang akan an impact on the increasing need for employees
menjalankan kegiatan operasional. Untuk itu bank who carried out operational activities. For this
bjb secara berkala melakukan proses Recruitment reason, the company periodically carried out a
berdasarkan Capacity Planning guna mengisi Recruitment process based on Capacity Planning
kebutuhan tersebut. bjb University sebagai Unit to fill these needs. bjb University as a work unit
Kerja yang mengelola Program pembelajaran di that managed learning programs within the
bank bjb, memberikan pembelajaran kepada para company, provided learning to new employees /
pegawai baru/calon pegawai tentang pengenalan prospective employees about the introduction of
perbankan dan bank bjb. banking and bank bjb.

2020 Annual Report
OFFICER DEVELOPMENT PROGRAM (ODP) OFFICER DEVELOPMENT PROGRAM (ODP)

Proses regenerasi kepemimpinan perlu dilakukan The leadership regeneration process needs to be
sedini mungkin, untuk itu salah satu cara carried out as early as possible, for this reason,
yang dilakukan oleh perseroan adalah dengan one of the ways that the Human Capital Division
melakukan recruitment untuk calon-calon yang does is by conducting recruitment for candidates
akan mengisi posisi lini pertama melalui Officer who will fill first line positions through the Officer
Development Program (ODP). Sebagai calon Development Program (ODP). As a prospective
pegawai yang akan mengisi posisi lini pertama, employee who filled the first line position, the
maka program Pendidikan yang diberikan bersifat education program provided was comprehensive,
komprehensif, sehingga diharapkan para lulusan so it was hoped that these ODP graduates would
ODP ini menguasai bisnis bank bjb dan dapat master the company’s business and could be
langsung diterapkan pada saat ditempatkan di immediately applied when placed in the Work Unit.
Unit Kerja. Fase pembelajaran program ODP ini The learning phase of the ODP program consisted
terdiri dari klasikal, On the Job Training (OJT) dan of classical, On the Job Training (OJT) and final
presentasi tugas akhir dihadapan panelis setingkat project presentations in front of panelists at the
Pemimpin Divisi. level of Division Leader.
PEMBELAJARAN ONLINE ONLINE LEARNING

Tahun 2020 memberikan warna baru bagi e year 2020 gave a new color for all aspects,
semua aspek tidak hanya untuk individu tetapi not only for individuals but also for companies,
juga untuk perusahaan, diberlakukannya new the imposition of a new normal in all activities
normal dalam segala aktivitas mengharuskan required companies to make adjustments to their
perusahaan melakukan penyesuaian terhadap operational activities. Bank bjb was no exception,
kegiatan operasionalnya. Tidak terkecuali bank bjb. especially bjb University. Fulfillment of employee
Pemenuhan kompetensi pegawai tidak serta merta competencies does not necessarily stop due to the
berhenti akibat diberlakukannya kebiasaan baru imposition of new habits (New Normal), for that
(New Normal), untuk itu Perseroan menerapkan bjb University applies the learning method from
metode pembelajaan dari offline/tatap muka Offline/face-to-face to Online so that learning to
menjadi Online sehingga pembelajaran untuk improve employee competence can still be carried
meningkatkan kompetensi pegawai tetap dapat out during the COVID-19 pandemic.
dilaksanakan di masa pandemi COVID-19.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Pengembangan Kompetensi Employee Competency

Pegawai Development
Berikut adalah data pengembangan kompetensi The following is data on bank bjb employee
insan bank bjb di tahun 2020. competency development in 2020.
Berdasarkan Jenis Pelatihan

Based on the type of training
Tipe Pelatihan Jumlah Pelatihan

%
Type of Training Total Training
E-Learning 12,392 74.77
Inhouse Training 3,361 20.28
Public 821 4.95
Grand Total 16,574 100
Berdasarkan Kategori Pegawai

Based on Employee Category
Jumlah Pegawai Sudah Pelatihan Belum Pelatihan

Number of Employees Had been trained Had not been trained
Keterangan
Information
Absolut Absolut Absolut
% % %
Business 6,609 86.51 6,577 86.69 32 60.38
Supporting 1,031 13.49 1,010 13.31 21 39.62
Total 7,640 100.00 7,587 100.00 53 100
Catatan: Note:
- Di luar 18 orang Dewan Komisaris, Direksi dan Komite. - Other than the 18 members of the Board of Commissioners, Directors
and Committees.
- Persentase Pegawai yang sudah pelatihan dan belum pelatihan, - Percentage of employees who had been trained and had not been
dibandingkan dengan jumlah pegawai pada setiap kategori Pegawai trained, compared to the number of employees in each employee
(Business dan Supporting). category (Business and Supporting).
- Persentase Pegawai Bisnis yang sudah pelatihan >70%. - Percentage of Business Employees who have trained> 70%.
Berdasarkan Unit Kerja

Based on Work Unit
Jumlah Pegawai Sudah Pelatihan Belum Pelatihan

Number of Employees Had been trained Had not been trained
Keterangan
Information
% % %
Kantor Cabang 5,635 73.76 5,605 73.88 30 56.60
Kantor Pusat 1,605 21.01 1,584 20.88 21 39.62
Kantor Wilayah 400 5.24 398 5.25 2 3.77
Total 7,640 100 7,587 100 53 56.60
Catatan: Note:
and Committees.

2020 Annual Report
Berdasarkan Grade Pegawai

Based on Employee Grade
Sudah Pelatihan Sudah Pelatihan

Had been trained** Had been trained**
Grade Total
Absolut Absolut
% %
Absolut Absolut
G1 1,073 14.63 45 84.9 1,118
G2 2,647 34.67 2 3.8 2,649
G3 851 11.14 - 0.0 851
G4 436 5.71 - 0.0 436
G5 238 3.12 - 0.0 238
G6 556 7.28 - 0.0 556
G7 553 7.25 1 1.9 554
G8 228 2.98 - 0.0 228
G9 188 2.46 - 0.0 188
G10 97 1.27 - 0.0 97
G11 234 3.06 - 0.0 234
G12 217 2.84 - 0.0 217
G13 78 1.02 - 0.0 78
G14 56 0.73 - 0.0 56
G15 58 0.77 1 1.9 59
G16 36 0.47 - 0.0 36
G17 8 0.10 - 0.0 8
G18 6 0.08 - 0.0 6
G19 14 0.18 - 0.0 14
G20 13 0.22 4 7.5 17
Total 7,587 100.00 53 100.00 7,640
Catatan: Note:
and Committees.
Anggaran Realisasi Biaya Budget of Realization of Learning

Pembelajaran yang Telah Costs That Has Been Issued
Dikeluarkan
Berikut adalah anggaran realisasi biaya The following is the budget for the realization of
pembelajaran yang telah dikeluarkan Perseroan learning costs that the Company had been spent
selama tahun 2020. in 2020.

Information Realization (Rp) Budgeting Target (Rp) Achievement (%)
Pendidikan dan Pelatihan - Honor Pengajar 888,562,174 6,441,618,990 13.79
Pendidikan dan Pelatihan - Alat Tulis & Perlengkapan 1,954,098,925 6,386,365,145 30.60
Pendidikan dan Pelatihan - Pendidikan Ekstern DN 4,628,053,543 7,614,758,086 60.78
Pendidikan dan Pelatihan Pendidikan Ekstern LN 0 1,533,432,867 0.00
Pendidikan dan Pelatihan - Perpustakaan 78,546,000 125,000,000 62.84

HUMAN CAPITAL
SUMBER DAYA MANUSIA

Information Realization (Rp) Budgeting Target (Rp) Achievement (%)
Pendidikan dan Pelatihan - Honor Pengajar Ekstern 11,779,584,973 16,206,432,801 72.68
Pendidikan dan Pelatihan - Uang Saku Diklat 1,851,900,345 8,765,361,561 21.13
Pendidikan dan Pelatihan - Transportasi Diklat 744,644,526 7,827,098,846 9.51
Pendidikan dan Pelatihan - Konsumsi Diklat 376,983,180 1,241,857,453 30.36
Pendidikan dan Pelatihan - Beasiswa 164,730,000 1,500,000,000 10.98
Pendidikan dan Pelatihan - Akomodasi 6,280,266,722 15,782,497,471 39.79
Pendidikan dan Pelatihan - Modulasi 341,835,000 1,500,000,000 22.79
Pendidikan dan Pelatihan - Uang Saku Perjalanan Dinas 652,237,500 2,151,361,883 30.32
Jenis Pembelajaran Insan bank bjb Types of bank bjb Employees

Training
Perseroan membagi jenis pembelajaran yang The Company divided the types of learning
diberikan kepada setiap insan bank bjb menjadi 3 provided to every bank bjb employee into 3
kategori pembelajaran, yang sebagaimana berikut: categories of learning, which are as follows:
1. Inhouse training 1. Inhouse training
Program pelatihan yang diselenggarakan oleh The training program organized by the company
perseroan dengan topik pembelajaran, peserta, with the topic of learning, participants, teachers,
pengajar, tempat pelatihan, dan fasilitas training training venues, and training facilities prepared
yang dipersiapkan oleh perseroan. by the company.
2. Public training 2. Public training
Program pelatihan yang diselenggarakan oleh Training programs organized by external
pihak eksternal, serta pengajar dan tempat parties, as well as instructors and training sites
pelatihan ditentukan oleh pihak eksternal. are determined by external parties.
3. Program lainya 3. Other programs
Program pelatihan lainnya baik yang Other training programs, whether organized
diselenggarakan oleh perseroan atau pihak by the company or external parties, such as
eksternal, seperti sertifikasi, international certification, international language programs.
language program.
Evaluasi Pengembangan Insan bank Evaluation on The Development

bjb of bank bjb Emmployees
Kirkpatrick’s evaluation model: Kirkpatrick’s evaluation model:

1. Evaluasi Reaksi (Reaction Gain) – Level 1 1. Reaction Evaluation (Reaction Gain) - Level 1
Evaluasi terhadap reaksi peserta pada kegiatan It evaluates participants’ reactions to learning
pembelajaran yang bertujuan untuk mengukur activities that aim to measure participant
kepuasan peserta (customer satisfaction). satisfaction (customer satisfaction). The
Kepuasan peserta pembelajaran dapat dikaji satisfaction of learning participants can be
dari beberapa aspek, yaitu materi, narasumber/ assessed from several aspects, namely the
Trainer yang diberikan, fasilitas yang tersedia, material, resource persons / trainers provided,
strategi penyampaian materi yang digunakan the facilities available, the material delivery
oleh instruktur, media pembelajaran yang strategy used by the instructor, the available

2020 Annual Report
tersedia, jadwal kegiatan sampai menu dan learning media, the schedule of activities to
penyajian konsumsi yang disediakan. Mengukur the menu and presentation of the consumption
reaksi dapat dilakukan dengan metode provided. Measuring reactions can be done
kuesioner yang disediakan di dalam e-learning using the questionnaire method provided in the
bjb university . bjb university e-learning.
2. Evaluasi Belajar (Learning Gain) – Level 2 2. Learning Evaluation (Learning Gain) - Level 2
Evaluasi untuk mengukur daya serap peserta Evaluation is to measure participants’
selama mengikuti pembelajaran (learning absorption during learning (learning
measurement). Pengukuran hasil pembelajaran measurement). Measurement of learning
(learning measurement) dilakukan dengan outcomes (learning measurement) was done
membandingkan hasil pre test dengan post by comparing the results of the pre test with
test, formative test, tes tertulis maupun tes the post test, formative test, written test
kinerja (pembuatan makalah dan presentasi) and performance test (making papers and
untuk menciptakan pegawai unggul, kompeten, presentations) to create superior, competent,
profesional dan berkulitas. professional and qualified employees.
3. Evaluasi Perilaku (Behavior Gain) – Level 3 3. Behavior Gain - Level 3
Evaluasi terhadap perubahan tingkah laku Evaluation of changes in behavior after
setelah peserta mendapatkan pembelajaran participants learned and returned to their
dan kembali ke tempat kerjanya. workplaces.
a. Evaluasi Behavior (L-3) difokuskan a. Behavior Evaluation (L-3) focused
pada perubahan Behavior yaitu meliputi on Behavior changes which included
Knowledge (Pengetahuan), Skill Knowledge, Skills and Attitudes.
(Keterampilan) dan Attitude (Sikap).
b. Hasil evaluasi tersebut digunakan b. The results of the evaluation were used as
sebagai bahan pertimbangan untuk material for consideration to determine the
mengetahui adanya dampak pembelajaran impact of learning on changes in employee
terhadap perubahan Behavior pegawai behavior and became an indicator for
dan menjadi salah satu indikator untuk improving the quality of learning held.
peningkatan kualitas pembelajaran yang
diselenggarakan.
c. Metode yang digunakan dalam c. The method used in implementing
melaksanakan Evaluasi Behavior (L-3) the Behavior Evaluation (L-3) was the
adalah penyebaran kuesioner ke beberapa distribution of questionnaires to several
unit kerja dimana kuesioner tersebut work units in which the questionnaire was
diisi oleh atasan langsung pegawai yang filled in by the employee’s direct supervisor
bersangkutan dan diketahui oleh pemimpin and known by the work unit leader.
unit kerja.
d. Pengisian kuisioner dilakukan setelah kurang d. The questionnaire iwa filled out after
lebih 3 (tiga) bulan sejak dilaksanakannya approximately 3 (three) months since the
program pembelajaran sehingga diharapkan implementation of the learning program
dalam kurun waktu tersebut didapatkan so that it was hoped that during that time
adanya perubahan Behavior para peserta there would be a change in the behavior of
yang lebih produktif di lingkungan kerjanya. the participants who were more productive
in their work environment.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Ketentuan atau Pedoman Provisions or Guidelines for

Pengembangan Insan bank bjb Development of bank bjb Employees
Ketentuan dan pedoman dalam pengembangan The provisions and guidelines for the development
insan bank bjb adalah sebagai berikut: of bank bjb personnels are as follows:
a. Kebijakan di seluruh level organisasi bank a. At all levels of the bank bjb organization,
bjb, setiap pegawai memiliki kesempatan every employee had equal opportunities in
yang setara dalam proses pengembangan the competency development process in
kompetensi sesuai dengan Job Description , Job accordance with the Job Description, Job
Specification masa kerja, kinerja, dan kriteria Specification, tenure, performance, and
lainnya yang ditetapkan serta kesempatan other established criteria as well as equal
yang sama dalam mendapatkan pembelajaran. opportunities to get learning.
b. Hal ini sesuai dengan kebijakan terkait b. This is in accordance with the policies related
pengembangan kompetensi karyawan yang to employee competency development as
tertuang dalam Surat Keputusan Direksi No. stipulated in the Decree of the Board of
0001/SK-DIR/ET/2017 tanggal 09 Februari 2017 Directors No. 0001 / SK-DIR / ET / 2017 dated
tentang Pedoman Pengelolaan Pendidikan. February 9, 2017 concerning Guidelines for
Educational Management.
c. Adapun ketentuan pengelolaan Sertifikasi c. The provisions for the management of Risk
Manajemen Risiko tertuang dalam Surat Management Certification were contained in
Edaran Nomor 007/SE/DIR-ET/2017 tanggal Circular Letter Number 007 / SE / DIR-ET /
10 Februari 2017 perihal Sertifikasi Manajemen 2017 dated February 10, 2017 regarding Risk
Risiko. Management Certification.
Kebijakan dan Pelaksanaan Policy and Conduct of

Penilaian Kinerja Performance Evaluation
Balanced Scorecard Balanced Scorecard
Strategi yang ditetapkan untuk pencapaian sasaran The strategy set for achieving the Bank’s
perusahaan harus melalui sistem manajemen goals must be made through a good strategy
strategi yang baik, karena akan menjadi tolak management system, since it will serve as a
ukur dari performa dan kinerja perusahaan. Di benchmark for the performance of the Bank. In
dalam menetapkan strategi, perusahaan harus devising a strategy, the Bank must pay attention
memperhatikan sasaran (objective) yang telah to the objectives that have been established and
ditetapkan dan harus dapat terukur (measurable). the objectives must be measurable. The Bank has
Perseroan telah menggunakan tools manajemen adopted strategic management tools in the form
strategis berupa Balanced Scorecard (BSC). of a Balanced Scorecard (BSC). The Bank adopts
Perseroan menggunakan empat standar perspektif four BSC standard perspectives namely financial
BSC yaitu financial perspective, customer perspective, customer perspective, internal
perspective, internal business process perspective, business process perspective, and learning
dan learning and growth perspective untuk menilai and growth perspective to assess employee
kinerja pegawai. performance.
1. Perspektif Financial 1. Financial Perspective

BSC dibangun dari studi pengukuran kinerja BSC is built from a study of performance
di sektor bisnis, sehingga yang dimaksud measurement in the business sector.
perspektif financial di sini adalah terkait dengan Accordingly, financial perspective here refers
financial sustainability. Perspektif ini digunakan to financial sustainability. This perspective
oleh shareholder dalam rangka melakukan is used by shareholders in order to evaluate
penilaian kinerja organisasi. organizational performance.

2020 Annual Report
2. Perspektif Customer 2. Customer Perspective

Perspektif customer adalah perspektif yang This is a customer-oriented perspective since
berorientasi pada pelanggan karena merekalah they are the users of the products/services
pemakai produk/jasa yang dihasilkan provided by the Bank. In other words, the
perusahaan. Dengan kata lain, perusahaan Bank must be really concerned with what the
harus benar-benar memperhatikan apa yang customer demand.
diinginkan oleh pelanggan.
3. Perspektif Internal/Business Process 3. Internal/Business Process Perspective
Perspektif internal/business process adalah Internal perspective/business process is
serangkaian aktivitas yang ada dalam organisasi a series of activities that exist within the
untuk menciptakan produk/jasa dalam rangka organization to create products/services in
memenuhi harapan pelanggan. Perspektif ini order to meet customer expectations. Such
menjelaskan proses bisnis yang dikelola untuk perspective describes business processes that
memberikan layanan dan nilai-nilai kepada are managed to provide services and values to
stakeholder dan customer. stakeholders and customer.
4. Perspektif Learning and Growth 4. Learning and Growth Perspectives
Perspektif learning and growth adalah The learning and growth perspective is a
perspektif yang menggambarkan kemampuan perspective that describes the ability of an
organisasi untuk melakukan perbaikan dan organization to make improvements and
perubahan dengan memanfaatkan sumber changes by utilizing the organization’s internal
daya internal organisasi. Kesinambungan suatu resources. The sustainability of a company
perusahaan dalam jangka panjang sangat in the long term is highly dependent on this
bergantung pada perspektif ini. Pelaksanaan perspective. The strategy is implemented by
atau implementasi strategi dilakukan dengan initiative strategy or work program by each
cara menjalankan strategi inisiatif atau program business unit and is time limited for a certain
kerja oleh masing-masing unit kerja dan dibatasi period.
dengan waktu pelaksanaannya selama periode
tertentu.
Dengan adanya penerapan Balanced Scorecard With the implementation of the Balanced
di lingkungan perseroan, Perseroan dapat Scorecard within the Company, the Company can
mengomunikasikan strategi, visi dan misi Perseroan communicate the strategy, vision and mission of the
kepada karyawannya, sehingga manajemen dan Company to its employees, so that management
pegawai memiliki satu kesatuan yang sama dalam and employees have the same unity in achieving
mencapai target Perseroan. the Company’s targets.
Performance Management System Personal Scorecard-Based

Berbasis Personal Scorecard Performance Management System
Dalam rangka mendukung pencapaian target In order to support achievement more optimal
kinerja pegawai yang lebih optimal, Perseroan employee performance targets, The Company
telah menetapkan ketentuan yang mengatur has determined the provisions governing the
mengenai pelaksanaan performance management implementation performance management
system melalui bjb prestasiku personal scorecard system through bjb prestasiku personal scorecard
yang mampu mendorong pegawai agar berhasil that can encourage employees to successfully
mencapai kinerja terbaiknya melalui proses kerja achieve best performance through a work process
yang berkualitas. Penetapan target kerja individu quality. Individual work targets as the employees’
yang merupakan Key Performance Indicator Key Performance Indicators (KPIs) as well as the
(KPI) pegawai serta pelaksanaan monitoring dan disciplined monitoring and controlling of work
pengendalian proses kerja yang disiplin sesuai processes in accordance with the agreed upon

HUMAN CAPITAL
SUMBER DAYA MANUSIA
dengan KPI yang telah disepakati merupakan KPIs are important for the employee performance
hal yang penting dalam proses penilaian kinerja evaluation process.
pegawai.
Performance management system berbasis The personal scorecard-based performance

personal scorecard merupakan sistem pengelolaan management system represents an employee
kinerja individual pegawai yang menggunakan performance management system that adopts
pendekatan Balanced Scorecard (BSC), dengan Balanced Scorecard (BSC) approach, with the
penjelasan sebagai berikut: following description:
1. Fokus utama dalam penilaian bjb prestasiku 1. The main focus in evaluating bjb prestasiku
meliputi: includes:
a. Key Performance Indicator (KPI) Penetapan a) Key Performance Indicator (KPI) which is a
target kinerja pegawai (goal setting) yang decision of a mutually agreed goal setting
disepakati bersama antara pegawai dengan for employees and direct supervisors based
atasan langsung berdasarkan penetapan on the assignment of tasks/duties and
tugas/pekerjaan dan tanggung jawab employee responsibilities and it represents
pegawai serta merupakan target turunan a cascading target that must be directly
(cascading target) yang harus memiliki related to achieving Balance Scorecard
keterkaitan langsung dengan pencapaian (BSC) target of the relevant business unit.
target Balance Scorecard (BSC) unit kerja.
b. Kompetensi Penilaian terhadap core b) Competency Assessment of core competencies
competencies yang berisi mengenai that include the demands of knowledge,
tuntutan pengetahuan, keterampilan serta skills and behaviors that support employee
perilaku yang menunjang kinerja pegawai. performance.
c Faktor Penambah dan Pengurang Nilai c) Increasing and Reducing Factors for Score
Penilaian yang dilakukan terhadap hal-hal Evaluation on matters that are qualitative in
yang bersifat kualitatif dapat menambah nature can increase or decrease employee
atau mengurangi penilaian kinerja pegawai, performance evaluation, such as: Culture,
seperti: Predikat Culture, Prestasi/Special Achievement/Special Assignment, Sanctions/
Assignment, Sanksi/Perilaku Indisipliner. Discipline Behavior.
2. Penetapan KPI Pegawai ditetapkan 2. Employee KPI is required to adopt 4 (four)
menggunakan 4 (empat) perspektif Balance Balance Scorecard perspectives, namely:
Scorecard yaitu: Financial, Customer, Internal Financial, Customer, Internal Process and
Process and Learning and Growth. Learning and Growth.
3. Penetapan KPI pegawai harus memenuhi 3. KPIs for employees must meet SMART-CC
kriteria SMART-CC (Specific, Measureable, criteria (Specific, Measurable, Achievable,
Achievable, Realistic, Time Bound, Consistent Realistic, Time Bound, Consistent and
dan Continuous Improvement). Continuous Improvement).
4. Penilaian pegawai dilakukan oleh 3 (tiga) pihak 4. Employee evaluation is conducted by 3 (three)
yang terdiri dari pegawai (self-assessment), parties including employees (self-assessment),
Atasan Pertama dan Atasan Kedua dari First Supervisor and Second Supervisor of
pegawai sesuai dengan hierarki jabatan pada employees in accordance with the hierarchy in
struktur organisasi bank bjb. the bank bjb organizational structure..

2020 Annual Report
Performance Management Cycle Performance Management Cycle
Siklus tahunan penilaian kinerja pegawai (bjb The annual cycle of employee performance
prestasiku personal scorecard) terbagi dalam 3 evaluation (bjb prestasiku of personal scorecard)
(tiga) tahapan, yaitu: is divided into 3 (three) stages, namely:
BJB PRESTASIKU PERSONAL SCORECARD

bjb Prestasiku Personal Scorecard
Tahap Penilaian Kinerja Tahap Perencanaan Kinerja

(Evaluasi) 03 01 (Penyusunan Goal Setting)
Performance Evaluation Performance Goal Setting
Stage Stage (Preparation of
Goal Setting)
BJB PRESTASIKU
PERSONAL SCORECARD
bjb Prestasiku
Personal Scorecard
02
Tahap Monitoring Kinerja

Performance Monitoring Stage
Kebijakan Reward and Punishment Reward and Punishment Policy
Reward Reward
Sebagai upaya untuk meningkatkan level of As an effort to increase the level of employee
engagement pegawai terhadap Perseroan, engagement with the Company, the Company
Perseroan memberikan penghargaan melalui provided awards through a reward and recognition
Program reward and recognition yang dilaksanakan program carried out every year on an ongoing
setiap tahun secara berkelanjutan sebagai bentuk basis as a form of appreciation by the Company
apresiasi Perseroan kepada pegawai yang to employees who exceled and made the best
berprestasi dan memberikan kontribusi terbaik contribution to the achievement of bank bjb
bagi pencapaian target kinerja bank bjb. Selain performance targets. In addition, this program
itu, program tersebut akan menumbuhkan budaya fostered a based performance culture that
kinerja berbasis performance yang menghargai respected employee work performance as the
prestasi kerja pegawai sebagai basis dalam setiap basis for providing compensation and benefits as
pemberian kompensasi dan benefit serta program well as other employee development programs.
pengembangan pegawai lainnya.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Adapun kegiatan reward yang dilakukan untuk The reward activities carried out for giving
pemberian apresiasi bertajuk bjb better award appreciation titled bjb better award by covering
dengan meliputi kategori antara lain the best categories include the best employee, the best
employee, the best frontliner, dan the best business frontliner, and the best business unit; the following
unit, berikut ini adalah penjelasannya: is an explanation:
bjb Better Award bjb Better Award
Salah satu bentuk apresiasi perusahaan terhadap One form of company appreciation for the best
pegawai terbaik/the best employee maupun yang employee and who gives the best performance is
memberikan kinerja terbaik dituangkan setiap given every year in an event, the bjb Better Award.
tahunnya dalam suatu acara yakni bjb Better
Award.
Konsep pelaksanaan bjb Better Award adalah The concept of implementing the bjb Better
penggabungan beberapa program apresiasi Award was the merging of several appreciation
kepada pegawai dari masing-masing Unit Kerja programs for employees from each work unit into
ke dalam satu wadah program penghargaan. one award program. The awards were divided into
Penghargaan dibagi menjadi beberapa kategori several categories with cash prizes.
dengan hadiah berupa Uang Tunai.
Penghargaan apresiasi diberikan dengan Appreciation awards were given with due
memperhatikan perilaku dan prestasi yang telah regard to the behavior and achievements shown
ditunjukkan Pegawai dan Unit Kerja dalam performa by employees and work units in supporting
mendukung pencapaian Perseroan. bjb Better the achievements of the Company. bjb Better
Award bertujuan untuk meningkatkan engagement Award aimed to increase employee / work unit
pegawai/Unit Kerja serta menunjukkan bahwa engagement and demonstrated that employees
pegawai adalah bagian penting dari organisasi. were an important part of the organization.
Telah dilaksanakan malam apreasiasi kepada An appreciation night was held for the winners
pemenang bjb Better Award 2020 pada Bulan of the bjb Better Award 2020 in October 2020.
Oktober Tahun 2020. Dalam acara bjb Better In the bjb Better Award event, there were
Award terdapat beberapa kategori pemenang, several categories of winners, namely the best
yaitu the best employee, service excellent award employee, service excellent award and innovation

2020 Annual Report
dan innovation yang terangkum dalam bjb better summarized in the bjb better award with the
award dengan penjelasan sebagai berikut. following explanation.
1. The Best Employee 1. The Best Employee
Program apresiasi pegawai yang memiliki Employee appreciation program that has the
kinerja terbaik dan berhasil menjadi role model best performance and succeeded in becoming
dan change agent dalam implementasi budaya a role model and change agent in implementing
GO SPIRIT. the GO SPIRIT culture.
2. Service Excellence Award 2. Service Excellence Award
Program apresiasi frontliner, officer operasional, Frontliner appreciation program, operational
dan unit kerja dengan kinerja terbaik dalam officers, and work units with the best
memberikan service excellence sesuai standar performance in providing service excellence
layanan. according to service standards.
3. Innovation 3. Innovation
Program apresiasi kepada pegawai yang An appreciation program for employees
memiliki ide dan implementasi terbaik/kreatif who have the best and creative ideas and
dalam membawa perubahan kepada organisasi implementation in bringing change to the
menjadi lebih baik. organization for the better.
Punishment Punishment
Perseroan memiliki kebijakan tentang punishment The Company has a policy on punishment in the
berupa Pedoman Disiplin Pegawai yang telah form of Employee Discipline Guidelines which
mengatur kompeherensif tentang kewajiban dan has set comprehensive on the obligations and
larangan pegawai, jenis sanksi kepegawaian, tata prohibitions of employees, types of staffing
cara pengenaan sanksi kepegawaian dan hal-hal sanctions, procedures for imposing employment
lainnya terkait penegakan disiplin pegawai, termasuk sanctions and other matters related to enforcement
ketentuan pengenaan sanksi kepegawaian. of employee discipline, including provisions on the
imposition of staffing sanctions.
Dengan adanya Pedoman Disiplin Pegawai memilik The Disciplinary Guidelines Employees have the
tujuan untuk: objectives to:
1. Mengamankan kepentingan Perseroan. 1. Securing the interests of the Company.
Pegawai yang tidak menerapkan disiplin Pegawai Employees who do not apply Employee
akan dihadapkan dengan Sanksi Kepegawaian discipline will get Staffing Sanctions as a
sebagai upaya korektif untuk mencegah corrective effort to prevent similar incidents
timbulnya kembali peristiwa serupa yang dapat that could interfere with the interests of the
mengganggu kepentingan Perseroan. Company.
2. Menegakkan tata tertib dan disiplin Pegawai di 2. Upholding the employee order and discipline
lingkungan Perseroan. within the Company.
Pegawai harus menegakkan disiplin Pegawai Employees must uphold the discipline of
yang telah ditetapkan agar terciptanya employees that have been determined in order
penerapan prinsip tata kelola perusahaan to create the application of the principles of
yang baik (Good Corporate Governance) serta good corporate governance (Good Corporate
menjamin tertib usaha yang sehat, efektif dan Governance) and ensure orderly business that
efisien. is healthy, effective and efficient.
3. Pembinaan Pegawai. 3. Employee Development.
Sanksi Kepegawaian yang diberikan kepada Staffing sanctions given to employees are an
Pegawai merupakan unsur pembinaan yang element of guidance that serves as a preventive
berfungsi sebagai tindakan preventif atas measure for repetition of violations.
pengulangan pelanggaran.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Jenis sanksi dan jumlah pelanggaran Sanksi untuk Types of sanctions and number of violations
setiap pelanggaran Code of Conduct dikategorikan Sanctions for each violation of the Code of Conduct
sebagai sanksi administratif yang terbagi menjadi can be categorized as administrative sanctions which
3 jenis sanksi sebagai berikut: are divided into 3 types of sanctions as follows:
1. Sanksi ringan terdiri dari pembinaan berupa 1. Light sanctions consist of coaching in the form
couching/conseling (berlaku selama 3 bulan) dan of couching / conseling (valid for 3 months) and
pemberian surat teguran (berlaku selama 6 bulan). giving a letter of reprimand (valid for 6 months).
2. Sanksi sedang terdiri dari Surat Peringatan 1-3 2. Moderate sanction consists of a Warning Letter
yang masing-masing berlaku selama 6 bulan. 1-3, each of which is valid for 6 months.
3. Sanksi berat terdiri dari pernyataan tidak puas dan 3. Heavy sanctions consist of statements of
PHK. Khusus untuk pernyataan tidak puas berlaku dissatisfaction and layoffs. Specifically, the
selama 1 tahun dan pemotongan single salary dissatisfaction statement is valid for 1 year and
sebesar 5% tiap bulannya sampai dengan 1 tahun. a single salary deduction of 5% per month for
up to 1 year.
Data Sanksi Pegawai Tahun 2020 2020 Employee Sanctions Data

Sanksi Kepegawaian yang diberikan kepada The Personnel Sanctions given to Employees
Pegawai merupakan unsur pembinaan yang are an element of guidance that functions as a
berfungsi sebagai tindakan preventif atas preventive measure for repetition of violations.
pengulangan pelanggaran.
Sanksi yang telah diberikan oleh Divisi Human Capital berikut Tindak Lanjut atas Pengaduan Pelanggaran dari SKAI
Given sanction by Human Capital Division and its follow ups upon Violation Reports from the SKAI
Jenis Sanksi
Type of Sanctions
Tahun
Year
Ringan Sedang Berat Jumlah
Light Medium Heavy Total
2020 30 11 28 69
Pemberian sanksi telah dilaksanakan berdasarkan The sanctions have been implemented based on
Pedoman Disiplin Pegawai No. 0139/SK/DIR- Employee Discipline Guideline No. 0139 / SK /
HC/2017 yang ditetapkan pada tanggal 4 Mei 2017. DIRHC / 2017 established on May 4, 2017.
Kebijakan Remunerasi Remuneration Policy
Perseroan telah menerapkan kebijakan sistem He Company has implemented a remuneration

remunerasi dengan berpedoman pada konsep system policy based on the concept of Merit
Merit System dan Kinerja Pegawai baik dari sisi System and Employee Performance both in
penyesuaian pemberian gaji tahunan maupun terms of adjusting annual salary payments and
dalam sistem pemberian bonus kepada Pegawai. in the system of giving bonuses to Employees.
Strategi remunerasi tetap memperhatikan Remuneration strategies still pay attention to
effective best practice di industri perbankan dan effective best practice in the banking industry
perbandingan terhadap market. Perseroan telah and comparison of the market. The Company
rutin mengikuti setiap tahun survei mengenai has routinely participated in every year survey of
Total Reward Survey perbankan melalui konsultan banking Total Reward Survey through independent
independen yang memang profesional dan telah consultants who are indeed professional and
di ikuti oleh mayoritas perbankan di Indonesia. have been followed by the majority of banks in
Hal ini dilakukan sebagai bahan referensi dan Indonesia. This was done as a reference and input

2020 Annual Report
masukan bagi penyesuaian remunerasi di bank for adjusting remuneration at the bank bjb. In
bjb. Selain itu, Perseroan juga selalu memastikan addition, the Company also always ensures that
telah memenuhi seluruh aturan yang berlaku yang it has fulfilled all applicable regulations related to
terkait dengan penerapan sistem remunerasi. the implementation of the remuneration system.
Insentif-Insentif Incentives
Jenis-Jenis Insentif yang diberikan kepada insan The types of incentives given to bank bjb
bank bjb adalah sesbagai berikut: employees were as follows:
a. Insentif Prestasi Kerja (IPK) a. Work Performance Incentive (GPA)
Pada tahun 2020, Perseroan memberikan In 2020, the Company provided appreciation
apresiasi atas kinerja pegawai pada kuartal 1, for employee performance in the 1st quarter,
kuartal 2, kuartal 3, dan kuartal 4 sebagai motivasi 2nd quarter, 3rd quarter and 4th quarter as
dan apresiasi dalam mencapai target dengan motivation and appreciation in achieving targets
tetap memperhatikan kemampuan Bank. while still paying attention to the Bank’s ability.
b. Bonus Tahunan b. Yearly bonus
Pada Bulan Mei 2020, Bank memberikan In May 2020, the Bank gave appreciation for
apresiasi atas kinerja pegawai selama setahun the employee’s performance during the year
yang diberikan atas hasil laba bersih yang given the net profit that was set aside for the
disisihkan Tahun Buku 2019. 2019 Financial Year.
Relational Reward Relational Reward
Merupakan bentuk apresiasi dari Perseroan kepada It became a form of appreciation from the
Pegawai sebagai upaya untuk meningkatkan Company to employees as an effort to improve
kompetensi Pegawai dan sebagai pengakuan employee competence and as recognition for
untuk kinerja Pegawai. employee performance.
Jenis-Jenis Relational Reward: Types of Relational Rewards:
1. Pelatihan dan Pengembangan (Learning and 1. Learning and Development
Development)
a. Pelatihan (Training) a. Training
b. Pengembangan Karir (Career Development) b. Career Development
2 Lingkungan Kerja (Work Environment) 2. Work Environment
a. Bantuan Hukum a. Legal Aid
b. Santunan Duka b. Grief Compensation
c. Penghargaan Masa kerja (Legacy Award) c. Legacy Award
d. Program Konseling d. Counseling Program
e. Fasilitas Kredit Pegawai e. Employee Credit Facility
f. bjb Great People Peduli f. bjb Great People Peduli
Jaminan Sosial & Program Pensiun Social Security and Pension Programs
Berikut adalah jaminan sosial dan program pensiun The following are the social security and pension
yang diberikan Perseroan kepada pegawai: programs provided by the Company to employees:
1. Jaminan Sosial 1. Social Security
a. Jaminan Sosial Tenaga Kerja a. Social Security
- Jaminan Hari Tua (JHT) - Old Age Security (JHT)
- Jaminan Kecelakaan Kerja (JKK) - Work Accident Insurance (JKK)
- Jaminan Kematian(JK) - Death Insurance (JK)
- Jaminan Pensiun (JP) - Pension Security (JP)
b. Jaminan Kesehatan Nasional b. National health insurance

HUMAN CAPITAL
SUMBER DAYA MANUSIA
2. Program Pensiun 2. Pension Program

a. Program Pensiun Manfaat Pasti a. Defined Benefit Pension Plan
b. Program Pensiun Iuran pasti b. Defined Contribution Pension Program
c. Asuransi Jiwa Pensiun c. Retirement Life Insurance
d. Tunjangan Hari Tua d. Pension
Tunjangan Pegawai Employee Benefits
Perseroan memberikan para pegawainya The Company provided the employees with
tunjangan pegawai yang meliputi: employee benefits which include:
1. Tunjangan Tetap 1. Fixed Allowance
a. Bekal Cuti Tahunan a. Annual leave provision
b. Bekal Istirahat Panjang (Cuti Besar) b. Provision for Long Rest (Big Leave)
c. Tunjangan Pajak Penghasilan c. Income Tax Allowances
d. Tunjangan Hari Raya d. Holiday allowance
2. Tunjangan Tidak Tetap 2. Non-Fixed Allowances
a. Kendaraan Dinas a. Service Vehicles
b. Rumah Dinas b. Official residence
c. Pakaian Kerja c. Work uniform
d. Sarana Komunikasi d. Means of Communication
e. Media Cetak e. Print media
f. Tunjangan Operasional Sekretaris Pengurus f. Executive Secretary Operational Allowance
g. Tunjangan Lokasi g. Location Allowance
Fasilitas-Fasilitas Facilities
Jenis-jenis fasilitas yang diberikan Perseroan The types of facilities provided by the Company
antara lain: include:
1. Fasilitas Seni Budaya, Olahraga, dan Hobi 1. Facilities for Arts, Culture, Sports and Hobbies
(bjb CLUB) (bjb CLUB)
2. Fasilitas Rekreasi 2. Recreation Facilities
3. Fasilitas Perjalanan Dinas 3. Official Travel Facilities
4. Fasilitas Mutasi Pegawai Ke Luar Kota 4. Employee Transfer Facilities Out of Town
5. Fasilitas Kesehatan 5. Health Facilities
6. Fasilitas Datasering 6. Datasering Facility
Realisasi Biaya Tenaga Kerja Realization of Labor Costs
Realisasi Biaya Tenaga Kerja (BTK) Tahun 2020 Realization of Labor Costs (BTK) in 2020 are as
adalah sebagai berikut: follows:
2020
Beban Gaji & Upah
Salaries & Wages Expense Realisasi Desember (Rp)
December Realization (IDR)
Jumlah BTK - Gaji/ Total Labor Costs - Salary 769,588
Jumlah BTK – Pph 21/ Total Labor Costs - Pph 21 152,121
Jumlah BTK - Program Jaminan Hari Tua/ Total Labor Costs - Old Age Security Program 148,468
Sub Total Beban Fasilitas/ Sub Total Facility Expenses 1,373,946
Total 2,444,123

2020 Annual Report
Kebijakan Pensiun Retirement Policy
Perseroan memikirkan keberlangsungan para The Company pays attention to the sustainability
pegawainya hingga akhir masa kerjanya melalui of the employees until the end of their tenure
program Masa Persiapan Pensiun (MPP). Masa through Retirement Preparation Period (MPP)
Persiapan Pensiun (MPP) adalah ketentuan program. Period Retirement Preparation (MPP) is a
khusus bahwa kepada Pegawai yang berusia provision specifically for employees who are aged
50 (lima puluh) tahun atau lebih tetap diberikan 50 (fifty) years or more is still given Retirement
Masa Persiapan Pensiun selama 12 (dua belas) Preparation Period for 12 (twelve) months since
bulan sejak Pegawai memasuki usia 54 (lima the Employee has entered the age of 54 (fifty
puluh empat) tahun. Namun bagi Pegawai yang four) years. But for employees who want to keep
menginginkan tetap bekerja, dapat mengajukan working, can apply to the company not to take the
permohonan kepada perusahaan untuk tidak Retirement Preparation Period.
melaksanakan Masa Persiapan Pensiun.
Selain itu Perseroan juga menjamin kesejahteraan In addition, the Company also guarantees welfare
pegawai yang akan pensiun melalui program- employees who will retire through the program
program yakni: program namely:
a. Program Pensiun Manfaat Pasti a. Defined Benefit Pension Plan
Pegawai Tetap yang diangkat sampai dengan Permanent Employees who are appointed
tahun 2007 diikutsertakan dalam Program up to 2007 included in the Program Defined
Pensiun Manfaat Pasti yang dikelola Dana Benefit Pension which is managed by the Bank
Pensiun bank bjb. bjb Pension Fund.
b. Program Pensiun Iuran pasti b. Defined Contribution Pension
Pegawai yang diangkat sebagai Pegawai Program Employees who are appointed as
Tetap mulai dari tanggal 01 Januari 2008 Employees Keep starting from January 1,
diikutsertakan Program Pensiun luran Pasti 2008 are included in the Defined Contribution
yang dikelola Dana Pensiun Lembaga Keuangan Pension Program which is managed by bank
(DPLK) bank bjb bjb Financial Institution Pension Fund (DPLK).
c. Asuransi Jiwa Pensiun c. Retirement Life Insurance
Merupakan program keikutsertaan ke dalam Is an opt-in program pension insurance/life
asuransi pensiun / asuransi jiwa. insurance.
d. Dan Tunjangan Hari Tua d. Old Age Allowance
Bank mengikutsertakan Pegawai Tetap dalam The Bank includes permanent employees
program Tunjangan Hari Tua (THT) yang the old age allowance program managed by
dikelola oleh Yayasan Kesejahteraan Pegawai Yayasan Kesejahteraan Pegawai (YKP) of bank
(YKP) bank bjb bjb.
Selanjutnya pada Tahun 2020 telah dilakukan Furthermore, in 2020 it has been carried out
penyesuaian terkait ketentuan internal Bank bagi adjustments related to the Bank’s internal
pejabat eksekutif Bank dilakukan perubahan usia regulations for executive officers are subject to
masa pensiun yang semula 55 tahun menjadi 56 change of age retirement age from 55 to 56 years
tahun dengan mempertimbangkan ketentuan old by considering the provisions regulators and
regulator dan masa produktif pegawai. employees’ productive life.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Engagement Pegawai
Employee Engagement
Upaya untuk meningkatkan level of engagement In an effort to increase the level of employee
pegawai terhadap Perseroan, Perseroan melakukan engagement towards the Company, the Company
beberapa kegiatan formal dan nonformal melalui carries out several formal and non-formal activities
program-program yang secara efektif mampu through programs that are effectively able to have
memberikan dampak pada perubahan sikap dan an impact on changes in employee attitudes and
perilaku kerja pegawai. Program tersebut antara work behavior. These programs include bjb Club,
lain adalah bjb CLUB, HC CARES dan HC NEWS. HC Cares and HC News. The implementation of
Pelaksanaan program-program tersebut diharapkan these programs is expected to bring positive
dapat membawa perubahan yang positif bagi kinerja changes to the Bank’s performance and can
Bank dan dapat mewujudkan hubungan industrial create healthy and harmonious industrial relations
yang sehat dan harmonis serta menciptakan kualitas and create better employee quality (healthier,
pegawai yang lebih baik (healthier, wealthier, happier). wealthier, happier).

2020 Annual Report
Kebijakan Hubungan Industrial

Industrial Relation Policy
Perseroan selalu berupaya menciptakan suasana The Bank always strives to create an open, positive
kerja yang terbuka, positif dan progresif untuk and progressive working atmosphere to improve
meningkatkan hubungan industrial yang sehat healthy and harmonious industrial relations, by
dan harmonis, dengan berpegang pada beberapa adhering to several general principles as follows:
prinsip umum sebagai berikut:
1. Menciptakan hubungan industrial sehat dan 1. Creating healthy industrial relations and
harmoni yang dibangun dan dikelola dengan harmony that are built and well managed, with
baik, dengan peran aktif pegawai, Serikat the active role of employees, Employee Unions,
Karyawan, serta Manajemen sebagai tritunggal and Management as a unity that collaborates
yang saling berkolaborasi dalam mewujudkan with each other in realizing the Bank’s vision
visi dan misi Bank. and mission.
2. Menciptakan kegiatan yang dapat 2. Creating activities that can enhance
meningkatkan level of engagement Pegawai employeeengagement level with the Bank
terhadap bank melalui program-program yang through programs that are effectively capable
secara efektif mampu memberikan dampak of making changes in attitudes and work
pada perubahan sikap dan perilaku kerja behavior of employees and generating positive
pegawai serta membawa perubahan yang changes to the performance of the Bank.
positif bagi kinerja Bank.
3. Membangun suatu pemahaman bahwa 3. Building an understanding that employees,
pegawai, Serikat Karyawan dan Manajemen Employee Unions and Management have
telah melaksanakan hak, kewajiban, dan exercised their rights, obligations and
tanggung jawab dalam suasana saling responsibilities in an atmosphere of mutual
menghormati, saling mempercayai, dan tekad respect, mutual trust, and strong determination
kuat saling bekerja sama dengan tujuan to work together with the aim of ensuring
menjamin kelangsungan usaha bank dan the sustainability of the Bank’s business and
peningkatan kesejahteraan pegawai. improving employee welfare.
4. Menghormati dan melaksanakan sarana 4. Respecting and implementing industrial
hubungan industrial yang diakui sebagai relations facilities which are recognized as
berikut: follows:
a. Serikat Pegawai a. Employee Union
Merupakan organisasi yang dibentuk dari, oleh, It is an organization established from,
dan untuk pekerja baik di perusahaan maupun by, and for workers both at the Bank and
di luar perusahaan, yang bersifat bebas, outside the Bank, which is free, open,
terbuka, mandiri, demokratis, dan bertanggung independent, democratic and responsible
jawab guna memperjuangkan, membela serta to fight for, defend and protect the rights
melindungi hak dan kepentingan pekerja and interests of workers and improve the
serta meningkatkan kesejahteraan pekerja welfare of workers and their families. The
dan keluarganya. Dalam hal ini adalah serikat employee union is SEKAR bank bjb.
karyawan (SEKAR bank bjb).

HUMAN CAPITAL
SUMBER DAYA MANUSIA
b. Organisasi Pengusaha b. Employers Organization

Organisasi Pengusaha adalah wadah The Employers Organization is a forum for
persatuan dan kesatuan bagi pengusaha unity for Indonesian entrepreneurs who are
Indonesia yang didirikan secara sah atas legally established on the basis of common
dasar kesamaan tujuan, aspirasi, strata goals, aspirations, level of management,
kepengurusan, atau ciri-ciri alamiah or certain natural characteristics. In
tertentu. Selain itu Organisasi Perusahaan addition, Employers Organizations are
juga diartikan sebagai wadah persatuan dan also interpreted as a forum for unity for
kesatuan bagi perusahaan Indonesia yang Indonesian companies that are legally
didirikan secara sah atas dasar kesamaan established on the basis of the same type
jenis usaha, mata dagangan, atau jasa yang of business, trade, or services produced or
dihasilkan ataupun yang diperdagangkan. traded. Related to employers organization,
Terkait dengan organisasi pengusaha company participates as a member of an
tersebut bank bjb masuk sebagai anggota employers’ organization namely ASBANDA
organisasi pengusaha yaitu ASBANDA (Association of Regional Development
(Asosiasi Bank Pembangunan Daerah). Banks).
c. Lembaga Kerja Sama Bipartit c. Bipartite Cooperation Institution.
Merupakan forum komunikasi dan konsultasi It is a forum for communication and
mengenai hal-hal yang berkaitan dengan consultation on matters relating to industrial
hubungan industrial di satu perusahaan relations in a company whose members
yang anggotanya terdiri dari pengusaha consist of employers and trade unions
dan serikat pekerja yang sudah tercatat that have been registered with agencies
instansi yang bertanggung jawab di bidang responsible for labor or workers.
ketenagakerjaan atau unsur pekerja.
d. Lembaga Kerja Sama Tripartit d. Tripartite Cooperation Institute
Merupakan forum komunikasi, konsultasi, It is a forum for communication,
dan musyawarah tentang masalah consultation and discussion on labor issues
ketenagakerjaan yang anggotanya terdiri whose members consist of employers’
dari unsur organisasi pengusaha, serikat organizations, employee unions and the
karyawan dan pemerintah. government.

2020 Annual Report
e. Peraturan Perusahaan (PP) atau Perjanjian e. Company Regulation (PP) or Collective

Kerja Bersama (PKB) Labor Agreement (PKB)
Perseroan telah mempunyai Perjanjian Kerja The bank bjb maintains a Collective
Bersama yang merupakan hasil perundingan Labor Agreement which is the result of
antara serikat karyawan dan pengusaha negotiations between union employees and
(bank bjb). employer (bank bjb).
f. Peraturan Perundang-undangan Peraturan f. Peraturan Perundang-undangan Peraturan
perundang-undangan dalam hal ini adalah perundang-undangan dalam hal ini adalah
Undang-Undang No. 13 tahun 2003 tentang The regulation refers to Law No. 13 of 2003
Ketenagakerjaan, Undang-Undang Nomor concerning Manpower and Laws related to
11 Tahun 2020 tentang Cipta Kerja dan employment.
Undang-undang terkait ketenagakerjaan.
g. Lembaga Penyelesaian Perselisihan g. Industrial Relations Dispute Settlement
Hubungan Industrial Institute
Perselisihan Hubungan Industrial merupakan Industrial Relations Disputes represent
perbedaan pendapat yang mengakibatkan differences in opinion which result in conflicts
pertentangan antara pengusaha dengan between employers and workers or trade
pekerja atau serikat pekerja karena adanya unions due to disputes concerning rights,
perselisihan mengenai hak, perselisihan disputes over interests, and disputes over
kepentingan, dan perselisihan pemutusan termination of employment and disputes
hubungan kerja serta perselisihan antar between unions. In this case the industrial
serikat pekerja. Dalam hal ini lembaga relations dispute resolution institution is the
penyelesaian perselisihan hubungan Industrial Relations Court.
industrial yaitu Pengadilan Hubungan
Industrial.
Unit Penunjang Layanan Human Capital

Human Capital Service Support Unit
A. HC Cares A. HC Cares
HC Cares dibentuk sebagai wadah berdiskusi HC Cares was established as a forum for
dan sharing, penyampaian saran atau masukan, discussion and sharing, submitting suggestions
ide kreatif dan inovasi, serta tempat konsultasi or input, creative ideas and innovations, as well as
yang saat ini telah memiliki beberapa media the right place for consultation which currently
dan layanan sebagai berikut: maintains several media and services as follows:
1) Media HC Cares yaitu HC Cares hotline 1) HC Cares Media are HC Cares hotline
(022 4228444), HC Cares mail (hccares@ (022 4228444), HC Cares mail (hccares@
bankbjb.co.id) serta HC Cares Walk In (HC bankbjb.co.id) and HC Cares Walk In (HC
Cares Lounge dan Private Room, menara Cares Lounge and Private Room, bank bjb
bank bjb, Jalan Naripan 12-14 Bandung), dan tower, Jalan Naripan 12-14 Bandung) , and
HC Cares Chat Helpdesk (082121666631). HC Cares Chat Helpdesk (082121666631).
2) Layanan HC Cares yaitu layanan Coaching 2) HC Cares services consist of Coaching
and Counseling, Complaint and Suggestions, and Counselling services, Complaint and
Facilities dan Ask and Answer. Suggestions, Facilities and Ask and Answer.
Pada Tahun 2019, Divisi Human Capital telah In 2019, the company launched a digital service
meluncurkan layanan digital untuk mempermudah to facilitate communication with employees,
komunikasi dengan pegawai, yaitu HC Cares Chat namely HC Cares Chat Helpdesk which integrates

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Helpdesk yang mengintegrasikan layanan WhatsApp WhatsApp services with Employee numbers
dengan nomor Pegawai yang terdaftar di dalam registered in Human Capital Solutions.
Human Capital Solutions.
b. bjb Health+ b. bjb Health+

bjb Health+ merupakan layanan fasilitas bjb Health+ is a health facility service for
kesehatan bagi pegawai dan keluarga pegawai. employees and employees’ families. In 2020
Tahun 2020 bank bjb bekerjasama dengan bank bjb collaborated with the Bank bjb
Yayasan Kesejahteraan Pegawai bank bjb Employee Welfare Foundation in providing
dalam memberikan layanan pengobatan ke medical services to hospital partners,
rekanan rumah sakit, jaminan sosial kesehatan occupational health social security and special
kerja dan bantuan kesehatan khusus sesuai health assistance in accordance with applicable
syarat dan ketentuan berlaku. terms and conditions.
c. bjb Club c. bjb Club

Wadah pegawai untuk menyalurkan minat dan It becomes a place for employees to channel their
bakat pegawai di bidang olahraga, seni budaya dan interests and talents in sports, arts and culture
hobi agar lebih terorganisir dan dikelola dengan and hobbies to be more organized and well-
baik yang terdiri dari berbagi jenis kegiatan. managed consisting of various types of activities.

2020 Annual Report
d. HCS Mobile V.02 d. HCS Mobile V.02

HCS Mobile merupakan sIstem layanan HCS Mobile became an application-based
informasi kepegawaian berbasis aplikasi. Di personnel information service system. In 2020,
tahun 2020, HCS Mobile dikembangkan sebagai HCS Mobile was developed as an internal
media informasi dan komunikasi Internal bank information and communication media for
bjb untuk memudahkan pegawai memperoleh bank bjb to make it easier for employees to
berbagai informasi seputar kepegawaian. obtain various information about employment.
e. HCS Kehadiranku e. HCS Kehadiranku

HCS Kehadiranku sebagai suatu inovasi layanan HCS Kehadiranku became an alternative
kepegawaian alternatif absensi kehadiran employee attendance service innovation that
pegawai yang semula menggunakan alat originally used a fingerprint device that was
fingerprint yang rawan dengan penyebaran prone to the spread of COVID-19 to be touchless
COVID-19 menjadi touchless dan personal and personal through a smartphone application
melalui aplikasi smartphone yang terintegrasi integrated into HCS Mobile and uses Geo Tag.
ke HCS Mobile dan menggunakan Geo Tag.
f. HC Cares Menyapa f. HC Cares Menyapa

HC Cares Menyapa merupakan peningkatan HC Cares Menyapa was an improvement
layanan sarana komunikasi bagi insan bank in communication facilities for the Human
bjb yang bertujuan untuk lebih memotivasi Capital Division which aimed to further
Great People bank bjb terutama dalam masa motivate the Great People bank bjb, especially
COVID-19 agar Great People bjb tetap memiliki during the COVID-19 period so that Great
semangat dan motivasi untuk bekerja secara People bjb continued to have the enthusiasm
lebih efektif dan efisien sehingga dapat menjadi and motivation to work more effectively
pegawai yang produktif. and efficiently so that they could become
productive employees.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
g. bjb News g. bjb News

bjb News merupakan platform yang disediakan bjb News is a platform provided in the HCS
di dalam mobile apps HCS Mobile V2 sebagai Mobile V2 mobile app as a medium for
media informasi dan komunikasi berita, information and communication of news,
aktivitas, kegiatan di lingkungan bank bjb activities, activities within bank bjb such as
seperti berita inovasi, info-info menarik seputar innovation news, interesting info about bank
bank bjb, artikel inspiratif dan lain-lainnya. bjb, inspirational articles and others.
h. Tim Gugus Tugas dan Tim Gercep Covid-19

Merupakan sebuah gugus tugas yang dibentuk h. Tim Gugus Tugas dan Tim Gercep Covid-19
manajemen bank bjb untuk mengkoordinasikan It is a task force formed by bank bjb management
unit kerja dalam upaya mencegah dan to coordinate work units in an effort to prevent
menanggulangi dampak penyakit corona agar and overcome the impact of the corona disease
kegiatan usaha bank tetap dapat beroperasi so that bank business activities could continue
secara optimal di tengah wabah pandemi. to operate optimally in the midst of a pandemic
outbreak.

2020 Annual Report
Program Strategis Human Capital

Selama Tahun 2020
Strategic Program of Human Capital During 2020
Selama tahun 2020, perseroan telah melaksanakan During 2020, the company has implemented
program-program yang bersifat strategis yakni: strategic programs, namely:
1. Program penguatan compliance dan good 1. Program to strengthen compliance and good
corporate governance corporate governance
a. Penyusunan Human Capital Strategic Plan a. Preparation of the Human Capital Strategic
(HCSP). Plan (HCSP).
b. Pembentukan Human Capital Bisnis Partner b. Establishment of a Human Capital Business
(HCBP). Partner (HCBP).
c. Penyusunan ketentuan tentang penugasan c. Preparation of provisions regarding the
pegawai pada Investee. assignment of employees to the Investee.
d. Kaji ulang ketentuan termination, d. Review terms of termination, employee
disiplin pegawai, performance appraisal, discipline, performance appraisal,
pengelolaan bjb club. management of bjb club.
e. Penyelarasan ketentuan kepegawaian e. Alignment of employment provisions with
dengan Undang-Undang Cipta Kerja. the Job Creation Law.
2. Penyelarasan dan kolaborasi strategi Divisi 2. Aligning and collaborating on the strategy of
Human Capital dan bjb University untuk the Human Capital Division and bjb University
program kerja tahun 2020. for the work program in 2020.
3. Perundingan dan Penetapan Pembaharuan 3. Negotiations and Determination of Collective
Perjanjian Kerja Bersama (PKB) antara bank Labor Agreement (PKB) Renewal between the
bjb dengan Serikat Karyawan (SEKAR) untuk bank bjb and the Employees’ Union (SEKAR)
periode 2019 – 2021. for the period 2019 - 2021.
4. Pemenuhan kebutuhan SDM/pegawai untuk 4. Meeting the needs of Human Capital/
menunjang operasional bisnis dengan beberapa employees to support business operations with
mekanisme sebagai berikut: the following mechanisms:
a. New Hiring Recruitment a. New Hiring Recruitment
b. Experience Hiring Recruitment b. Experience Hiring Recruitment
c. Succesion Planning (Promosi, Rotasi/Mutasi) c. Succesion Planning (Promotion, Rotation/
Mutation )
Pelaksanaan program-program strategis tersebut The implementation of these strategic programs is

menjadi bagian dalam mendukung sebagaimana part of the support as determined in accordance
telah ditetapkan sesuai visi misi Perseroan. with the Company’s vision and mission.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Rencana dan Strategi Pengembangan Human Capital

Tahun 2020-2021
Development Plan of Human Capital In 2020-2021
Di tengah-tengah situasi pandemi COVID-19 dan In the midst of the COVID-19 pandemic situation
era kenormalan baru, perseroan tetap berkomitmen and a new era of normality, the company remained
untuk menjaga pertumbuhan berkualitas dan committed to maintaining quality and sustainable
berkelanjutan. Serta untuk menghadapi tantangan growth as well as to face business challenges in
bisnis pada tahun 2021. Tentunya sumber 2021. Of course, human resources are the main
daya manusia adalah kunci utama dari sebuah key to an achievement of the Company. With the
pencapaian Perseroan. Dengan komposisi pegawai composition of employees currently dominated by
yang saat ini didominasi oleh generasi milenial, the millennial generation, bank bjb will implement
bank bjb akan menerapkan rencana dan strategi fun and quality learning plans and strategies to
pembelajaran yang menyenangkan dan berkualitas improve the competence of superior, competent
untuk meningkatkan kompetensi dari sumber daya and highly competitive human resources. These
manusia yang unggul, kompeten dan berdaya saing strategies are as follows:
tinggi. Strategi tersebut adalah sebagai berikut :
1. Mendukung Percepatan Pertumbuhan Bisnis 1. Supporting the Acceleration of Business

Melalui Optimalisasi Peran Corporate University Growth by Optimizing the Role of the Corporate
sebagai Strategic Business Partner; University as a Strategic Business Partner;
2. Mengembangkan Kapabilitas Support Functions 2. Developing Support Functions Capabilities
melalui Pembelajaran yang Efektif dan Inovatif through Effective and Innovative Learning to
untuk mencetak Bankir Professional; produce Professional Bankers;
3. Meningkatkan Learning Experience Pegawai 3. Improving Employee Learning Experience
melalui Implementasi Digital Learning dalam through the Implementation of Digital Learning
bentuk program e-learning, Digital Content, in the form of e-learning programs, Digital
Edugame dan Digital Class. Content, Edugame and Digital Class.
Pengembangan sumber daya manusia melalui Human resource development through learning
kegiatan pembelajaran pada tahun 2021 tetap activities in 2021 will still be carried out in
dilaksanakan dalam berbagai metode, baik various methods, both face-to-face, online and
tatap muka, daring (Online) maupun Blended Blended Learning by adapting new habits and
Learning dengan mengadaptasi kebiasaan baru implementing health protocols as recommended
dan menerapkan protokol kesehatan sesuai yang by the government. In addition to the strategies
dianjurkan oleh pemerintah. Selain strategi yang mentioned above, in 2021 the company will
telah disebutkan diatas, pada tahun 2021 perseroan carry out a sustainable program in the form
akan melakukan program berkelanjutan dalam of providing scholarships to employees who
bentuk pemberian beasiswa terhadap pegawai meet the predetermined qualifications. This is
yang memenuhi kualifikasi yang telah ditetapkan. a manifestation of the company’s commitment
Hal ini merupakan wujud komitmen perseroan to encouraging the quality of corporate human
untuk mendorong kualitas sumber daya manusia resources and education in Indonesia, as well as
perusahaan dan pendidikan di Indonesia, dan juga a form of employee retention and to increase
sebagai bentuk employee retention serta untuk employee engagement with the company.
meningkatkan engagement pegawai terhadap
perusahaan.

2020 Annual Report
Sesuai dengan ketentuan regulator, untuk In accordance with regulatory provisions, to

meningkatkan kualitas manajemen risiko dan improve the quality of risk management and the
penerapan good corporate governance di implementation of good corporate governance in
perusahaan, serta tersedianya sumber daya the company, as well as the availability of qualified
manusia yang qualified dan memiliki kompetensi and competent human resources in the field of risk
di bidang manajemen risiko serta memiliki standar management and having professional standards
profesi dan kode etik yang baik, perseroan and a good code of ethics, the company provides
memberikan Program Sertifikasi Manajemen Risiko a Risk Management Certification Program and
dan Program Refreshment kepada pegawai secara Refreshment Programs to employees in stages
berjenjang dan simultan. Selain itu, perseroan juga and simultaneously. In addition, the company also
memberikan sertifikasi lainnya yang dianggap provides other certifications that are considered
penting bagi pegawai dalam menunjang pekerjaan important for employees in supporting their work
sesuai dengan profesinya masing-masing. according to their respective professions.
Arahan dan Strategi Direksi Tahunan tahun Direction and Strategy of the Board of Directors for
2020 menggariskan akselerasi pertumbuhan the year 2020 outlines the acceleration of growth
dan penguatan infrastruktur untuk mendukung and strengthening of infrastructure to support
pengembangan kompetensi segenap insan the development of adequate competencies of all
bank bjb yang memadai. Seluruh insan bank bjb bank bjb personnel. All bank bjb employees have
mendapatkan kesempatan untuk tumbuh dan the opportunity to grow and develop according
berkembang disesuaikan dengan potensi dan to their potential and talents. In connection with
bakatnya. Sehubungan dengan hal tersebut, this, the company has developed the capabilities
perseroan telah mengembangkan kapabilitas and competencies of its human resources using an
dan kompetensi sumber daya manusia dengan integrated method that has been formulated with
menggunakan metode terintegrasi yang disusun due regard to employee needs, organizational
dengan memperhatikan kebutuhan pegawai, strategy and business objectives.
strategi organisasi dan tujuan bisnis.
Kebutuhan pembelajaran insan bank bjb The learning needs of bank bjb employees are
dilakukan melalui metode Learning Need Analysis carried out through the Learning Need Analysis
(LNA) yang mengacu pada kamus kompetensi (LNA) method which refers to the competency
dan spesifikasi jabatan berdasarkan struktur guidance and job specifications based on the
organisasi yang berlaku, dengan LNA diharapkan applicable organizational structure, with the
dapat meminimalisasi masalah terjadinya gap LNA is expected to minimize the problem of the
(kesenjangan) antara tuntutan pekerjaan, occurrence of gaps (gaps) between job demands,
kompetensi insan bank bjb dengan hasil bank bjb employee competences and performance
performance pegawai serta kemudian memberikan results. employees and then provide the right
solusi yang tepat melalui program pengembangan solution through the employee knowledge, skill,
knowledge, skill, attitude (KSA) pegawai dengan attitude (KSA) development program through a
melalui serangkaian proses pembelajaran. series of learning processes. Learning programs
Program pembelajaran juga diselaraskan dengan are also aligned with strategies and policies in the
strategi dan kebijakan dalam bidang sumber field of human resources efficiently and effectively,
daya manusia secara efisien dan efektif, guna in order to support the improvement of human
mendukung peningkatan kinerja sumber daya resourceperformance, by implementing a Blended
manusia, dengan menerapkan sistem Blended Learning Solutions system that provides easy
Learning Solutions yang memberikan kemudahan learning by combining various ways of delivery
pembelajaran dengan menggabungkan berbagai and teaching models, which consists of learning
cara penyampaian dan model pengajaran yaitu by doing , learning by other and learning by class.
terdiri dari learning by doing, learning by other dan
learning by class.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Program pembelajaran tahun 2020 dipengaruhi The 2020 learning program was affected by
kondisi pandemi dan kewajiban penerapan protokol pandemic conditions and the obligation to
kesehatan COVID-19. Pelaksanaan pembelajaran implement the COVID-19 health protocol.
didominasi oleh metode Online learning dengan Implementation of learning was dominated by
metode bjb flash (self learning) dan bjb e-class online learning methods with bjb flash (self
(Online interactive learning via zoom meeting/ learning) and bjb e-class (Online interactive
google meet dan sebagainya) melalui optimalisasi learning via zoom meetings/google meet and
utilisasi E-Learning bjb University (Elbu). so on) through optimizing the utilization of
Perseroan memberikan tanggung jawab kepada bjb University (Elbu) E-Learning. The company
bjb University untuk mengembangkan kompetensi gave responsibility to bjb University to develop
pegawai melalui program pembelajaran inhouse employee competencies through inhouse training
training dan public training. Program pembelajaran and public training learning programs. The learning
pada dasarnya dilaksanakan pada beberapa jenis program is basically carried out in several types,
yaitu: namely:
1. Program Pembelajaran Talent 1. Talent Learning Program
Program yang fokus untuk pengembangan It is a program that focuses on developing
kader pimpinan, antara lain Staff Development leadership cadres include the Staff Development
Program, Officer Development Program, Program, the Officer Development Program,
Account Officer Development Program, the Account Officer Development Program, the
Professional Staff Development Program, Professional Staff Development Program, the
Information Technology Development Program Information Technology Development Program
dan Branch Manager Development Program. and the Branch Manager Development
Program.
2. Program Business Academy 2. Business Academy Program
Program yang fokus untuk pengembangan It becomes a program that focuses on
pembelajaran mengenai produk dan sasaran developing learning about the Company’s
bisnis Perseroan yaitu Micro Banking Academy, products and business goals, namely the
Digital Banking Academy, Mortgage Banking Micro Banking Academy, the Digital Banking
Academy dan Commercial Banking Academy. Academy, the Mortgage Banking Academy and
the Commercial Banking Academy.
3. Program Operational Banking 3. Operational Banking Program
Program yang fokus untuk pengembangan It is a program that focuses on developing
pembelajaran mengenai kegiatan operasional learning regarding operational activities to
untuk mendukung unit bisnis, yaitu Information support business units, namely Information
Technology, Finance, Risk, Human Capital, Technology, Finance, Risk, Human Capital,
Business Legal and Credit Administration dan Business Legal and Credit Administration and
lainnya. others.
Rencana Pengembangan SDM Tahun 2021

HR Development Plan for 2021
Rencana Keterangan Penjelasan

Plan Information Explanation
Rencana Menyusun rencana pengembangan SDM melalui Dalam rangka percepatan peningkatan
Pengembangan SDM program akselerasi yang mencakup 3 pokok utama kompetensi, kinerja dan karir pegawai, beberapa
HR Development Plan yaitu kompetensi, kinerja, serta karir pegawai. program akselerasi karir masih menjadi concern
Preparing a human resource development plan through manajemen dalam menjalankan “strategic talent
an accelerated program that includes 3 main points, management”.
namely competence, performance and employee
career.

2020 Annual Report
Rencana Keterangan Penjelasan

Plan Information Explanation
Branch Manager Program pengembangan pegawai di Level Managerial Namun untuk mempersiapkan diri dalam
Development Program yang ditujukan bagi Manager/Pin. KCP/PinGrup menjawab tantangan di era digital dan financial
(BMDP) melalui Pendidikan dan Pelatihan yang bertujuan technology melalui munculnya perusahaan-
Branch Manager untuk peningkatan kompetensi dan mempersiapkan perusahaan keuangan berbasis teknologi
Development Program pegawai menjadi Successor Pejabat Eksekutif di atau financial technology (fintech), mendorong
(BMDP) Level Pemimpin Cabang. industri perbankan untuk melakukan digitalisasi
dan inovasi dalam teknologi khususnya transaksi.
Employee development program at Managerial Level
aimed at Managers/Pins. KCP/PinGroup through
Dalam merespon hal tersebut, bank bjb sebagai
Education and Training which aims to increase
Bank Nasional perlu untuk mempersiapkan
competence and prepare employees to become
sekaligus meningkatkan kemampuan para ahli
Successors of Executive Officers at Branch Manager
teknologi yang ada, bank bjb telah melaksanakan
Level.
program pengembangan internal di bidang
Information dan Technology melalui Information
Staff Development Program pengembangan karir yang bertujuan Technology Development Program (ITDP agar
Program (SDP) mempersiapkan pegawai yang memiliki kompetensi memiliki kemampuan yang setara dengan pasar
Staff Development untuk memenuhi jenjang jabatan di level officer. dan dapat bersaing dengan industri perbankan
Program (SDP) A career development program that aims to prepare maupun perusahaan berbasis teknologi
competent employees to fulfill positions at the officer atau financial technology (fintech).
level.
Selain itu, guna mengoptimalkan penyerapan
potensi transaksi treasury dan pasar modal
Information Technology Program pengembangan pegawai yang diperuntukan
serta peningkatan dan percepatan kuantitas
& Digital Banking bagi pegawai internal bank bjb yang memiliki minat
serta kualitas sumber daya manusia pada
Development Program dan kemampuan di bidang Information Technology dan
bidang treasury, bank bjb melaksanakan Dealer
Information Technology Digital Banking untuk mendukung strategi Transformasi
Treasury Program dengan harapan menciptakan
& Digital Banking Digital bank bjb.
SDM yang unggul, handal dan tangguh yang
Development Program Employee development program intended for bank
mampu menjawab tantangan persaingan bisnis
bjb internal employees who have interests and abilities
yang semakin kompleks.
in the fields of Information Technology and Digital
Banking to support bank bjb’s Digital Transformation In order to accelerate employee competency,
strategy. performance and career improvement,
several career acceleration programs are
Account Officer still a management concern in implementing
Program pengembangan karir yang diperuntukkan
Development Program “strategic talent management”.
bagi para pegawai level assistant di bidang bisnis yang
(AODP) dipersiapkan untuk mengisi jabatan-jabatan critical However, the programs aim to prepare itself to
Account Officer di bidang bisnis dan akan berkarir serta memiliki respond to challenges in the digital and financial
Development Program spesialisasi di bidang bisnis. technology era, through the emergence of
(AODP) A career development program intended for assistant technology-based financial companies or
level employees in the business field who are prepared financial technology (fintech), encouraging the
to fill critical positions in the business field and will have banking industry to digitize and innovate in
a career and specialize in the business field. technology, especially transactions.
In responding to this, bank bjb as the National
Professional Supporting Program pengembangan pegawai dalam rangka Bank needs to prepare and improve the
Development Program pemenuhan kebutuhan pegawai untuk jabatan Dealer capabilities of existing technology experts, bank
(PSDP) – Divisi Treasury dimana sumber kandidatnya berasal bjb has implemented an internal development
Professional Supporting dari pegawai eksisting bank bjb baik dari internal Divisi program in the field of Information and
Development Program Treasury maupun unit kerja lainnya yang memiliki Technology through the Information Technology
(PSDP) kompetensi dan potensi di bidang Treasury khususnya Development Program (ITDP in order to have
Dealer. capabilities equal to the market and be able
Employee development program in order to meet to compete with the banking industry and
the needs of employees for the position of Dealer technology-based companies or financial
- Treasury Division where the source of candidates technology (fintech).
comes from existing bank bjb employees both from In addition, in order to optimize the potential
internal Treasury Division and other work units who absorption of treasury and capital market
have competence and potential in the field of Treasury, transactions as well as to increase and accelerate
especially Dealers. the quantity and quality of human resources in
the treasury sector, bank bjb is implementing
Accelleration Program Merupakan program akselerasi level assistant grade 1, a Dealer Treasury Program with the hope of
Accelleration Program melalui kenaikan grade 1 tingkat dengan tujuan untuk creating superior, reliable and resilient human
meningkatkan motivasi para pegawai yang berkinerja resources capable of responding to the
baik. challenges of increasingly competitive business.
It is an acceleration program for grade 1 assistant level, complex.
through grade 1 level increase with the aim of increasing
the motivation of employees who perform well.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Internalisasi Budaya
Culture Intenalization
Budaya Perseroan adalah prinsip-prinsip yang The Company’s culture is the principles that are
diyakini baik dan benar dalam mencapai tujuan believed to be good and right in achieving the
perusahaan yang menjadi landasan kebijakan company’s goals, and it becomes the basis of
dan aturan, dan mengarahkan perilaku individu policies and rules, and directs individual behavior
di dalam perusahaan. Setiap perusahaan within the company. Every company actually has
sesungguhnya memiliki budaya perusahaan, a corporate culture, but its existence is based on
namun keberadaannya yang didasari oleh adanya the existence of norms, values, assumptions that
norma, nilai-nilai, asumsi-asumsi tersebut kadang- are sometimes not based on the employees in the
kadang tidak didasari oleh para pegawai di dalam company concerned.
perusahaan bersangkutan.
Budaya Perseroan yang dikelola dengan baik The culture of a well-managed company has a
memiliki peranan yang strategis dalam upaya strategic role in efforts to achieve the vision,
pencapaian visi, misi, tujuan, strategi, dan sasaran- mission, goals, strategies and business goals. The
sasaran usaha. Penerapan budaya perusahaan consistent application of the corporate bank bjb
bank bjb secara konsisten dalam setiap aktivitas culture in all daily activities by all employees will
sehari-hari oleh seluruh pegawai, akan mendorong encourage the achievement of good company
pencapaian kinerja perusahaan yang baik, berikut performance, along with the stages of its
tahapan penerapannya. application.
1. Pencapaian visi dan misi Perseroan, diperlukan 1. Achieving the Company’s vision and mission,
strategi yang tepat dan efektif yang dituangkan appropriate and effective strategies are needed
dalam rencana bisnis bank (business plan) as outlined in the bank’s business plan so that
sehingga tujuan perusahaan tercapai dengan the company’s goals are effectively achieved.
efektif.
2. Strategi Perseroan tersebut dijabarkan dalam 2. The Company’s strategy is described in the
bentuk action plan dengan didukung oleh form of an action plan supported by Programs,
Program, Sistem dan Prosedur Kerja. Systems and Work Procedures.
3. Untuk mengarahkan dan memastikan agar 3. To direct and ensure that each program, system
setiap program, sistem dan prosedur tersebut and procedure can be implemented properly, a
dapat dilaksanakan dengan baik, diperlukan series of legal instruments such as Instructions,
serangkaian perangkat hukum seperti Instructions and Regulations are required
Petunjuk, Instruksi, dan Peraturan dan seluruh and all levels of the organization’s company
jajaran perusahaan organisasi wajib mengikuti must follow the instructions, instructions and
petunjuk, instruksi, dan peraturan tersebut. regulations.
4. Dalam melaksanakan aktivitasnya untuk 4. In carrying out its activities to achieve the
mencapai visi dan misi Perseroan, seluruh Company’s vision and mission, all employees
pegawai harus bersikap dan berperilaku yang must behave in accordance with company
sesuai dengan budaya perusahaan. culture.
5. Sikap dan perilaku tersebut merupakan wujud 5. These attitudes and behaviors are
dari norma-norma dan nilai-nilai yang ada di manifestations of the norms and values that
lingkungan Perseroan. exist within the Company.

2020 Annual Report
Penetapan Nilai-Nilai Budaya Establishment of Corporate Values

Perumusan Nilai-Nilai Budaya (Corporate Value) Corporate Values and the Bank’s Code of Conduct
dan Perilaku Utama Perusahaan dilakukan oleh are established by management by exploring the
manajemen dengan menggali nilai-nilai yang values that grow and develop within the Bank.
tumbuh dan berkembang di dalam perusahaan. The Bank’s corporate culture must align with the
Budaya perusahaan bank bjb harus selaras dengan vision and mission of bank bjb and be adaptive
visi dan misi Perseroan dan adaptif terhadap to changes in the banking business. Therefore if
perubahan dunia perbankan. Oleh karena itu apabila the existing culture is in alignment with the vision,
budaya yang telah ada sudah tidak sejalan dengan mission, and development of the banking industry,
visi, misi, dan perkembangan dunia perbankan, it is necessary to perform cultural change by
maka perlu dilakukan perubahan budaya dengan exploring new values that emerge.
menggali nilai-nilai baru yang muncul.
Bagi Perseroan For the Bank

1. Meningkatkan citra perusahaan dengan 1. Improve the image of the Bank with its unique
keunikan budaya yang dimiliki. culture.
2. Sebagai suatu acuan atau pedoman yang 2. Serve as a reference or guideline that permeates
menjiwai segala kebijakan perusahaan. in all policies.
3. Menekan turnover pegawai karena rasa 3. Reduce employee turnover due to a sense of
kebanggaan dan jati diri. pride and identity.
4. Salah satu instrumen untuk mendapatkan 4. Serve as an instrument to received support
dukungan dari semua unsur dalam perusahaan. from all elements in the Bank.
5. Sebagai sarana membentuk kesamaan visi dan 5. Serve as a tools for creating common vision
cara-cara melakukan bisnis. and ways of doing business
Bagi Pegawai For Employees

1. Memberi arah yang jelas dalam bersikap dan 1. Provide a clear direction in behaving and
berperilaku di dalam perusahaan. conducting within the Bank.
2. Menyamakan persepsi dan pola pandang yang 2. Create equal perspective and point of view in
sama dalam mencapai sasaran perusahaan. achieving the Bank’s goals.
3. Meningkatkan produktivitas dan meningkatkan 3. Increase productivity and improve employees
prestasi kerja para pegawai. work performance.
4. Peran pegawai menjadi jelas, dan memperjelas 4. Clarify the role of employees, and clarify the
arah perusahaan sehingga terlihat lebih nyata. directions of the Bank so as to make them more
real.
5. Meningkatkan motivasi kerja pegawai. 5. Improve employee work motivation
Nilai-nilai Budaya Perusahaan bank bjb merupakan The bank bjb Corporate Culture values serve as
penjabaran lebih lanjut atas slogan bank bjb further elaboration of the bank bjb slogan as well
sebagai acuan pokok bagaimana perilaku bank as the guideline for behavior for the bank bjb with
bjb dengan segenap jajarannya dalam mengelola all staff in managing the business.
bisnisnya.
Nilai-Nilai Budaya Perusahaan bank bjb adalah The bank bjb Corporate Values are “GO SPIRIT”.
“GO SPIRIT”.
Arti Kata GO pada logo GO-SPIRIT adalah “Suatu The meaning of the word GO in the GO-SPIRIT
ajakan secara bersama-sama, bekerjasama, saling logo is “a joint invitation, cooperation, mutual
membantu, bahu-membahu dalam mencapai assistance, shoulder to shoulder in achieving the
suatu visi, misi dan tujuan perusahaan”. Bank’s vision, mission and goals”.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Arti Kata SPIRIT pada logo GO-SPIRIT adalah The meaning of the word SPIRIT in the GO-SPIRIT
“Semangat”; “Jiwa”; “Antusias”. Memberikan logo is “Passion”; “Soul”; “Enthusiasm”. This
arti nilai perusahaan yang diwarnai oleh insan- provides the meaning of the values accompanied
insan yang memiliki semangat, menjiwai, dan by personnel who have passion, inspiration,
antusias dalam memaknai, mengamalkan and enthusiasm in interpreting, performing and
dan mengimplementasikan nilai-nilai budaya implementing bank bjb corporate cultural values
perusahaan bank bjb dalam setiap aktivitas in every activity, which consists of :
kehidupan insan bank bjb, yang terdiri dari:
- Service Excellence - Service Excellence
- Professionalism - Professionalism
- Integrity - Integrity
- Respect - Respect
- Innovation - Innovation
- Trust - Trust
Arti GO-SPIRIT secara keseluruhan adalah “Nilai The meaning of GO-SPIRIT as a whole is “the
yang tertanam dalam setiap insan bank bjb untuk value instilled in every person to work together,
bersama-sama, bekerjasama, saling membantu, help each other, shoulder to shoulder in achieving
bahu-membahu dalam mencapai suatu visi, misi dan the Bank’s vision, mission and goals in balance
tujuan perusahaan yang sesuai dan diimbangi dengan with a spirit that is full of passion and enthusiasm
jiwa yang penuh semangat serta antusias dalam in interpreting, conducting and implementing
memaknai, mengamalkan dan mengimplementasikan corporate cultural values and the behavior in GO-
nilai-nilai budaya perusahaan serta perilaku yang SPIRIT itself”.
terkandung dalam GO-SPIRIT itu sendiri”.

2020 Annual Report
Tugas dan Tanggung Jawab Tim Roles & Responsibilities of The

Internalisasi Budaya (Unit Kerja) Culture Internalization Team
(Business Unit)
1. Change Leader (Lead, Facilitate, Monitor) 1. Change Leader (Lead, Facilitate, Monitor)
Tugas dan tanggungjawab Pimpinan Divisi/ Duties and Responsibilities of Division
Pimpinan Kantor Wilayah/Pimpinan Kantor Managers/Regional Office Heads/ Branch
Cabang: Office Heads:
a. Merumuskan, menyebarkan, memonitor dan a. Formulate, disseminate, monitor & evaluate
mengevaluasi program budaya nasional. national cultural programs.
b. Memonitor dan mengevaluasi program b. Monitor & evaluate business unit cultural
budaya unit kerja. programs.
c. Mengidentifikasi isu-isu implementasi dan c. Identify implementation issues & submit
mengajukan solusi. solutions.
d. Menjadi figur panutan (role model). d. Become a role model.
e. Memfasilitasi Change Coordinator dan e. Facilitate Change Coordinators and Change
Change Agent dalam mengkomunikasikan Agents in communicating and disseminating
dan menyebarkan program budaya nasional. national cultural programs.
2. Change Coordinator (Facilitate and Deliver) 2. Change Coordinator (Facilitate and Deliver)
Tugas dan tanggungjawab Group Head/Kontrol Tugas dan tanggungjawab Group Head/Kontrol
Internal Wilayah/Kontrol Internal Cabang: Internal Wilayah/Kontrol Internal Cabang:
a. Memastikan internalisasi budaya a. Ensure cultural internalization has been
berlangsung efektif di area yang menjadi implemented effectively in the area under
tanggung jawabnya. their supervision.
b. Menjadi mentor/coach bagi para Change b. Become a mentor/coach for the Change
Agent. Agents.
c. Secara proaktif mengidentifikasi dan c. Proactively identify and resolve
menyelesaikan isu-isu implementasi. implementation issues.
d. Berkoordinasi dengan Tim Internalisasi Budaya d. Coordinate with the Culture Internalization Team
dalam penerapan program budaya nasional. in implementing national culture programs.
e. Menjadi figur panutan (role model). e. Become a role model.
3. Change Agents (Facilitate and Deliver) 3. Change Agents (Facilitate and Deliver)
Tugas dan tanggungjawab Manager/Kepala Duties and Responsibilities of Manager/Head
Kantor Cabang Pembantu/Kepala Kantor Kas: of Sub-Branch Office/Head of Cash Office :
a. Secara aktif memfasilitasi, mensosialisasikan, a. Duties and Responsibilities of Manager/
mempengaruhi lingkungan kerjanya untuk Head of Sub-Branch Office/Head of Cash
berperilaku sebagaimana diharapkan. Office.
b. Menjadi figur panutan (role model). b. Become a role model.
Evaluasi terhadap Change agent dilakukan salah Change agents are evaluated among others
satunya melalui laporan implementasi yang dibuat through the monthly report and through special
setiap bulan dan melalui pelatihan yang tahunan annual training for Change Agent.
khusus untuk change Agent.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Edukasi, Penerapan, dan Socialization, Implementation,

Internalisasi Corporate Culture and Enforcement of Corporate
Culture
Penetapan nilai-nilai
perusahaan dan perilaku
utama
01
Monitoring
dan Edukasi
Evaluasi
05 02
04 03
Eksternalisasi Internalisasi
a. Penetapan Nilai-Nilai Budaya Perusahaan dan a. Decision of Corporate Culture Values and Major
Perilaku Utama Behavior
Perumusan Nilai-Nilai Budaya (Corporate Value) Corporate Value and Major Behavior are
dan Perilaku Utama Perusahaan dilakukan oleh determined by management by exploring
manajemen dengan menggali nilai-nilai yang the values that grow and develop within the
tumbuh dan berkembang di dalam perusahaan. Bank. The Bank’s corporate culture must be
Budaya perusahaan bank bjb harus selaras in line with the vision and mission of bank bjb
dengan visi dan misi bank bjb dan adaptif and be adaptive to changes in the banking
terhadap perubahan dunia perbankan. Oleh industry. Therefore if the existing culture is
karena itu apabila budaya yang telah ada not in alignment with the vision, mission,
sudah tidak sejalan dengan visi, misi, dan and development of the banking business,
perkembangan dunia perbankan, maka perlu it is necessary to perform cultural change by
dilakukan perubahan budaya dengan menggali exploring new values that are emerging.
nilai-nilai baru yang muncul.

2020 Annual Report
b. Edukasi b. Education
Budaya perusahaan bank bjb disosialisasikan The bank bjb corporate culture has been
kepada seluruh jajaran perusahaan untuk socialized to all levels of the Bank to build
membangun awareness serta pemahaman awareness and understanding of the bank bjb
terhadap budaya perusahaan bank bjb. Proses corporate culture. This socialization process
sosialisasi ini dilakukan melalui berbagai media is conducted through various media such as
seperti buku pedoman, buku saku, arahan guidelines, pocket books, leader’s direction,
pemimpin, sign wall, standing banner, training, sign wall, standing banner, training, pins, etc.
pin, dan lainnya.
c. Internalisasi c. Internalization
Merupakan tahapan budaya perusahaan bank This is a stage in corporate culture which is
bjb diterapkan oleh seluruh jajaran perusahaan adoptedby all levels of within the bank bjb
dalam setiap aktifitas sehari-hari. Dalam proses in day-to-dayactivities. In the internalization
internalisasi, dibutuhkan peran seluruh jajaran process, it requires the role of the entire
pimpinan dan pegawai yang berperan sebagai leadership and employees who act as the
Tim Internalisasi Budaya (TIB) yang terdiri Culture Internalization Team (TIB) consisting
dari Change Leader, Change Coordinator dan of Change Sponsors, Change Leaders, Change
Change Agents. Coordinators and Change Agents.
d. Eksternalisasi d. Externalization
Pada tahapan ini, dampak dari implementasi budaya At this stage, the impact of the implementation
perusahaan dirasakan oleh lingkungan eksternal of corporate culture is acknowledged by the
(nasabah, masyarakat, shareholders). Seluruh external environment (customers, communities,
jajaran perusahaan telah mengimplementasikan shareholders). All levels within the Bank have
nilai-nilai budaya perusahaan dengan baik well implemented the Bank’s cultural values so
sehingga lingkungan eksternal turut merasakan that the external environment also experiences
dampak yang positif dari perubahan budaya the positive impact of these cultural changes.
tersebut. Untuk mengoptimalkan manfaat To optimize the benefits derived from cultural
yang diperoleh dari perubahan budaya, maka change, such change is also conveyed to
perubahan ini disampaikan pula kepada pihak external parties through cultural programs
eksternal melalui program-program budaya yang related to external parties.
berkaitan dengan pihak eksternal.
e. Monitoring dan Evaluasi e. Monitoring and Evaluation
Monitoring implementasi perubahan budaya Monitoring the implementation of cultural
dilakukan di setiap Unit Kerja oleh oleh Tim change is conducted in each Business Unit by
Internalisasi Budaya. Tim internalisasi budaya the Culture Internalization Team. The cultural
yang terdiri dari Change Leader, Change internalization team consisting of a Change
Coordinator dan Change Agent memonitor Leader, Change Coordinator and Change Agent
dan mengevaluasi secara berkala penerapan periodically monitors and evaluates the cultural
budaya pada unit kerjanya masing-masing adoption in each work unit and then reports to
kemudian disampaikan laporannya kepada the coordinator of the Cultural Internalization
koordinator Tim Internalisasi Budaya di kantor Team at the head office. The activities of cultural
pusat. Adapun kegiatan monitoring dan change monitoring and evaluation consist of :
evaluasi perubahan budaya terdiri dari:
- Penyampaian laporan implementasi program - Submit reports on the implementation of
budaya perusahaan secara periodik kepada corporate culture programs periodically to
koordinator Tim Internalisasi Budaya di the coordinator of the Culture Internalization
kantor pusat. Team at the head office.
- Kunjungan kerja ke Kantor Cabang oleh Tim - Conduct a business visit to the Branch
Internalisasi Budaya. Office by the Culture Internalization Team.
- Memantau pemahaman budaya perusahaan - Monitor the understanding of corporate
melalui kuisioner. culture through questionnaires.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
- Menyelenggarakan pertemuan berkala bagi - Organize regular meetings for Change

para Change Leader, Change Coordinator Leaders, Change Coordinators and Change
dan Change Agent untuk sharing terkait Agents to share cultural programs.
program budaya.
- Menyampaikan pengaduan tentang - Submit a complaint related to violations
pelanggaran budaya perusahaan pada unit of corporate culture in their respective
kerjanya masing-masing untuk selanjutnya business units for further processing.
akan diproses secara wajar. Terhadap Individuals who have reported complaints
individu yang telah melaporkan pengaduan of violations which have been proven to be
pelanggaran tersebut dan terbukti true will be protected.
kebenarannya, akan diberi perlindungan.
Dalam implementasi budaya perusahaan bank bjb For the implementation of corporate culture,
ini diterapkan reward dan punishment bagi Unit bank bjb provides reward and punishment for
Kerja, Tim Internalisasi Budaya ataupun pegawai the Business Unit, Culture Internalization Team
sesuai dengan ketentuan yang berlaku. or employees in accordance with prevailing
regulations.

2020 Annual Report
Program Budaya Cultural Program
Program Kerja Definisi Program Kerja Detail Program

No.
Work program Definition of Work Program Detail of Programs
1 Pengukuran Tingkat Pengukuran rutin tahunan dalam mengukur Tingkat kesehatan Budaya Perusahaan.
Kesehatan Budaya tingkat kesehatan implementasi Budaya Health level of corporate culture.
Perusahaan bank Perusahaan bank bjb
Tingkat implementasi nilai-nilai Budaya Perusahaan.
bjb Annual routine measurement in measuring The level of implementation of the Corporate Culture
Measurement of the the soundness level of the implementation values.
Soundness of the of bank bjb corporate culture
Faktor-faktor yang menghambat kinerja.
Corporate Culture
Factors that hinder performance.
of bank bjb
Values Mapping yang akan membantu mengetahui Area
perbaikan Budaya Perusahaan saat ini.
Values Mapping which will help identify areas of
improvement in the current corporate culture.
Harapan pegawai terhadap Budaya Perusahaan saat ini.
Employee expectations of the current corporate culture.
Tingkat kenyamanan bekerja, dan Tingkat Entropi
(Entropy Level) Budaya Perusahaan.
The level of work comfort, and the level of entropy
corporate culture.
2 bjb Kartini Program memperingati Hari Kartini 21 Mensosialisasikan program melalui on site, media display
April, dengan menekankan pentingnya maupun media lainnya.
perjuangan dan kesetaraan bagi wanita Socializing the program through on site, display media
The program commemorates Kartini Day and other media.
on April 21, by emphasizing the importance
Diwajibkan menggunakan PIN Kartini dan busana
of struggle and equality for women
kebaya pada seluruh pegawai wanita.
Required to use a Kartini PIN and kebaya clothes on all
female employees.
3 Penilaian Penilaian sejauh mana tingkat pemahaman Mengetahui sejauh mana tingkat pemahaman pegawai
Internalisasi Budaya pegawai terhadap Corporate Value GO terhadap Corporate Value Go SPIRIT dan 12 Butir
Perusahaan SPIRIT dan 12 Butir perilaku. Perilaku Utama, dengan metode survei.
Assessment of Assessment of the level of employee Knowing the extent to which the level of employee
Corporate Culture understanding of GO SPIRIT Corporate understanding of SPIRIT’s Corporate Value Go and the
Internalization GO Values and 12 items of behavior. 12 Main Behavior Points, by means of a survey method.
SPIRIT
4 Penilaian Penilaian sejauh mana implementasi 12 Menilai implementasi 12 Butir Perilaku Utama yang
Implementasi GO Butir perilaku dalam perilaku pegawai diterapkan oleh pegawai dalam keseharian kerjanya.
SPIRIT sehari-hari Penilaian ini dilakukan oleh masing-masing atasan
Assessment Assessment of the extent to which the 12 kepada pegawai dibawahnya (Manager kepada Staff,
Implementation items of behavior are implemented in the Pemimpin (Divisi, Unit, Wilayah, Cabang) kepada
daily behavior of employees Manager.
Assessing the implementation of the 12 Key Behaviors
that are applied by employees in their daily work.
This assessment is carried out by each superior to
the employees under him (Manager to Staff, Leaders
(Division, Unit, Region, Branch) to the Manager.
5 bjb Proklamasi Program memperingati Hari Proklamasi Diwajibkan menggunakan PIN Merah Putih pada seluruh
bjb Proclamation Kemerdekaan Republik Indonesia 17 pegawai
Agustus, dengan memberikan pemahaman Required to use a Red and White PIN for all employees
arti pentingnya hari kemerdekaan sebagai
Mensosialisasikan program melalui on site, media display
tonggak Indonesia menuju kemandiran
maupun media lainnya.
dan berdaulat
Socializing the program through on site, display media
The program commemorates the
and other media.
Independence Day of the Republic of
Indonesia on August 17, by providing
an understanding of the importance of
independence day as a milestone for
Indonesia towards independence and
sovereignty

HUMAN CAPITAL
SUMBER DAYA MANUSIA

No.
6 bjb Batik Program memperingati Hari Batik Nasional Setiap pegawai diwajibkan mengenakan seragam batik
dan Dunia 2 Oktober, dengan memberikan selama 1 minggu berturut-turut terhitung 2 Oktober
pemahaman arti pentingnya Batik sebagai Each employee is required to wear a batik uniform for 1
warisan asli budaya Indonesia consecutive week starting 2 October
The program commemorates National and
Bekerjasama dengan Dinas terkait dalam melakukan
World Batik Day 2 October, by providing
bakti sosial dengan menyumbangkan pakaian batik
kepada yang membutuhkan.
Batik as the original cultural heritage of
In collaboration with related agencies in carrying out
Indonesia
social services by donating batik clothes to those in
need.
Mensosialisasikan program melalui on site, media display
maupun media lainnya.
Socializing the program through on site, display media
and other media.
7 bjb Sumpah Pemuda Program memperingati Hari Sumpah Diwajibkan menggunakan PIN Sumpah Pemuda pada
bjb Youth Pledge Pemuda 28 Oktober, dengan memberikan seluruh pegawai.
pemahaman arti pentingnya perjuangan Required to use Youth Pledge PIN on all employees.
Pemuda baik di masa lalu dan masa kini dalam
Aktif berpartisipasi dalam acara Sumpah Pemuda yang
membangun Indonesia maju dan makmur
diadakan Dinas maupun Instansi terkait.
The program commemorates the Youth
Actively participate in Youth Pledge events held by
Pledge Day on October 28, by providing
related agencies and agencies.
Youth struggles both in the past and today Mensosialisasikan program melalui on site, media display
in developing a developed and prosperous maupun media lainnya.
Indonesia Socializing the program through on site, display media
and other media.
8 bjb Mother’s Day Program memperingati Hari Ibu 22 Mensosialisasikan program melalui on site, media display
Desember, dengan memberikan maupun media lainnya.
pemahaman arti pentingnya peran dan Socializing the program through on site, display media
pengorbanan ibu kepada kita. and other media.
The program commemorates Mother’s
Membuat acara doa dan kebersamaan dengan
Day December 22, by providing an
mengundang ibu masing-masing perwakilan pegawai.
understanding of the importance of the
Make a prayer and togetherness event by inviting the
role and sacrifice of mothers to us.
mothers of each employee representative.
9 Cost Efficiency Program budaya yang bertujuan untuk Paperless Program

Program (Thematic) mendorong penekanan dan mengendalikan Paperless Program
Cost Efficiency pertumbuhan BOPO <80%.
Program Target Kerja Harian (Menghindari Work
Program (Thematic) A cultural program that aims to encourage Overtime).
emphasis and control the growth of BOPO Daily Work Target Program (Avoiding Work Overtime).
<80%.
Program Efektif dan Efisen Penggunaan Sarana
Prasarana Perusahaan.
Effective and Effective Program for the Use of Company
Infrastructure.
Program pemberian layanan nasabah yang sesuai
peruntukkannya.
Program for providing customer service according to its
purpose.

2020 Annual Report

No.
10. Healthy Lifestyle program budaya yang bertujuan untuk Gerakan senam Ringan di Ruang Kerja.
Program (Thematic) meningkatkan kesadaran pola gaya hidup Light exercise movements in the workspace.
Healthy Lifestyle sehat pegawai bank bjb.
Program olahraga bersama dengan seluruh pegawai.
Program (Thematic) A cultural program that aims to increase Sports program together with all employees.
awareness of the healthy lifestyle patterns
Program Asupan (Konsumsi) sehat dalam setiap
of bank bjb employees.
aktivitas kerja pegawai.
Healthy intake (consumption) program in every
employee work activity.
Bike to Work
Bike to Work
11 Employee Reward Program budaya yang bertujuan untuk Program Apresiasi Triwulanan Pegawai terbaik
Program (Thematic) meningkatkan motivasi dan engagement berdasarkan Parameter masing-masing unit kerja.
karyawan melalui suatu bentuk apresiasi The best Employee Quarterly Appreciation Program
Employee Reward yang diberikan kepada pegawai. based on the Parameters of each work unit.
Program (Thematic) A cultural program that aims to increase Program Pemberian Apresiasi bagi pegawai yang
employee motivation and engagement melakukan hal positif diluar kebiasaan pada umumnya.
through a form of appreciation given to Appreciation Program for employees who do positive
employees. things out of the ordinary.
Program Pemberian apresiasi pegawai dalam satu unit/
grup secara harian/ mingguan/ bulanan.
Appreciation program for employees in one unit / group
on a daily / weekly / monthly basis.
Program Kegiatan Kebersamaan di luar jam kantor untuk
mengapresiasi kinerja seluruh Pegawai.
Mutual Activity Program outside office hours to
appreciate the performance of all employees.
12. Millenial Program Program budaya yang bertujuan untuk Program Penyaluran Pendidikan dan Pelatihan Pegawai
(Customize) memaksimalkan potensi diri dan Loyalitas Millenial.
Millennial Program Pegawai Millenial. Millennial Employee Education and Training Distribution
(Customize) A cultural program that aims to maximize Program.
self-potential and Millennial Employee Program lingkungan (ruang kerja) yang kreatif dan
Loyalty. kekinian.
Creative and up-to-date environmental program (work
space).
Program memaksimalkan potensi/ skill Pegawai Millenial.
The program maximizes the potential / skills of Millennial
Employees.
Program Fleksibilitas Sistem Kerja Pegawai.
Employee Work System Flexibility Program.
13. Employee Program budaya yang bertujuan untuk Program Peningkatan Communication Skill Pegawai.
Communication membangun komunikasi pegawai yang Employee Communication Skill Improvement Program.
Program efektif untuk pencapaian tujuan organisasi
Program desain (media) sistem komunikasi antar
(Customize) yang optimal.
pegawai pegawai.
Employee A cultural program that aims to build Design program (media) for communication systems
Communication effective employee communication for among employees.
Program the achievement of optimal organizational
(Customize) Program Optimalisasi Penggunaan Media Komunikasi
goals.
Internal yang kreatif dan Inovatif.
Creative and Innovative Use of Internal Communication
Media Optimization Program.
Program sharing and education tentang informasi terkini
dan ketentuan-ketentuan perbankan.
Sharing and education program regarding the latest
information and banking regulations.

HUMAN CAPITAL
SUMBER DAYA MANUSIA
Struktur Pengelola Human Capital

Management Structure of Human Capital
Pengelolaan Human Capital Perseroan dijalankan The management of the Company’s Human Capital
oleh Divisi Human Capital yang dipimpin oleh is under the command of the Head of the Human
Bapak Dadan Yonanda. Secara organisasi, Divisi Capital Division who is under the responsibility
Human Capital berada di bawah tanggung jawab of the Operations Director. The organizational
Direktur Operasional. Adapun struktur organisasi structure of the Human Capital Division is as
Divisi Human Capital adalah sebagai berikut. follows.
Direktur Utama
President Director
Direktur Operasiaonal
Director of Operations
Pemimpin Divisi
Division Head
Hubungan Internasional
Rekruitmen & Manajemen
& Pengembangan
Pengembangan Karir Kompetensi & Kinerja Oparations & Service Strategi & Kebijakan
Recruitment & Career Competency Management Budaya Operation & Services Strategy & Policy
Development & Performance Industrial Relation & Cultural
Development
No Group Job Description

1. Grup Rekrutmen dan Mengkoordinasikan dan memonitor kegiatan identifikasi, perencanaan, seleksi,
Pengembangan Karir rekrutmen, penempatan dan pengembangan pegawai guna menunjang kegiatan bisnis
Recruitment and Career dan operasional serta memantau perencanaan dan pengembangan pegawai dilakukan
Development Group dengan baik, sesuai dengan jumlah dan kompetensi yang dibutuhkan.
Coordinating and monitoring employee identification, planning, selection, recruitment,
placement and development activities in order to support business and operational
activities as well as monitor employee planning and development carried out properly,
according to the number and competencies required.
2. Grup Manajemen Kompetensi Melaksanakan kegiatan identifikasi, perencanaan, implementasi dan evaluasi kebijakan
dan Kinerja assessment kompetensi serta menyusun kamus dan standar kompetensi jabatan,
Competency and Performance dan mengelola sistem penilaian kinerja pegawai guna menunjang kegiatan bisnis dan
Management Group operasional bank serta memantau perencanaan dan pengembangan pegawai sesuai
dengan kompetensi yang dibutuhkan.
Carrying out identification, planning, implementation and evaluation of competency
assessment policies as well as compiling dictionaries and job competency standards,
and managing an employee performance appraisal system to support business activities
and bank operations as well as monitoring employee planning and development
according to the required competencies.

2020 Annual Report
No Group Job Description

3. Grup Hubungan Industrial a. Mengkoordinasikan dan memonitor implementasi kegiatan hubungan
dan Pengembangan Budaya kepegawaian dan pengakhiran hubungan kerja sesuai dengan ketentuan
Industrial Relations and Cultural ketenagakerjaan yang berlaku.
Development Group b. Mengkoordinasikan pengelolaan budaya terkait pengembangan budaya,
penerapan budaya dan internalisasi budaya.
a. Coordinating and monitoring the implementation of employment relations
activities and termination of employment relationships in accordance with
applicable manpower regulations.
b. Coordinating cultural management related to cultural development, cultural
application and cultural internalization.
4. Grup Operation dan Services Mengkoordinasikan dan memonitor kegiatan identifikasi, perencanaan dan
Operation and Services Group implementasi kebijakan kompensasi (gaji, penghargaan, fasilitas dan tunjangan serta
peberian insentif/bonus) dan Human Capital Solution (HCS) sesuai dengan ketentuan
ketenagakerjaan yang berlaku.
Coordinating and monitoring the identification, planning and implementation of
compensation policies (salary, rewards, facilities and allowances as well as incentives
/ bonuses) and Human Capital Solution (HCS) in accordance with applicable labor
regulations.
5. Grup Strategi dan Kebijakan Mengkoordinasikan dan memonitor kegiatan identifikasi, perencanaan dan mengelola
Group Strategy and Policy strategi, kebijakan dan prosedur terkait Human Capital sesuai dengan ketentuan yang
berlaku.
Coordinating and monitoring the activities of identification, planning and managing
strategies, policies and procedures related to Human Capital in accordance with
applicable regulations.
Profil Pemimpin Divisi Profile of Human Capital Division

Human Capital Head
Informasi mengenai Profil Pemimpin Divisi Human information concerning the profile of the bank bjb
Capital bank bjb dapat dilihat pada bagian Profil Human Capital Division Head is available under
Perusahaan di Laporan Tahunan ini. Company Profile section in this Annual Report.

TEKNOLOGI INFORMASI
INDFORMATION TECHNOLOGY
Teknologi Informasi
Information Technology

2020 Annual Report
bank bjb telah memiliki Infrastruktur yang dapat

bersaing pada era modern salah satunya Perangkat
Storage Network dan Security. Infrastruktur TI
Perseroan didukung oleh fasilitas Data Center.
(DC) dan Disaster Recovery Center (DRC)
bank bjb already owned infrastructure that

could compete in the modern era, one of which
was Storage Network and Security Devices. The
Company’s IT infrastructure was supported by the
following Data Center (DC) and Disaster Recovery
Center (DRC) facilities.

TEKNOLOGI INFORMASI
Blueprint Enterprise Architecture Teknologi Informasi

Blueprint Enterprise Architecture of Information Technology
Blueprint Teknologi Informasi di dalam tubuh Blueprint of Information Technology of the

perseroan adalah kerangka kerja terperinci company is a detailed framework (architecture) as
(arsitektur) sebagai landasan dalam pembuatan the basis for policy making which includes setting
kebijakan yang meliputi penetapan tujuan dan goals and objectives, formulating strategies,
sasaran, penyusunan strategi, pelaksanaan implementing programs and focusing on activities
program dan fokus kegiatan serta langkah-langkah and steps or implementation that must be
atau implementasi yang harus dilaksanakan oleh carried out by each unit in the company’s work
setiap unit di lingkungan kerja perseroan. environment.
Enterprise Architecture adalah blueprint yang Enterprise Architecture is a blueprint that is

bersifat konseptual dan mendefinisikan struktur conceptual and defines the structure and operation
dan operasi sebuah organisasi pada suatu waktu. of an organization at a particular time. The aim of
Tujuan dari sebuah Enterprise Architecture an Enterprise Architecture is to determine how
adalah untuk menentukan bagaimana sebuah an organization can achieve its current and future
organisasi dapat mencapai tujuannya saat ini dan goals in the most effective way. The need for
di masa datang dengan cara yang paling efektif. Enterprise Architecture is driven by technological
Kebutuhan akan Enterprise Architecture didorong developments and increasing integration and
oleh perkembangan teknologi dan integrasi collaboration, as well as faster changes and the
dan kolaborasi yang makin meningkat, dan juga need to manage risk
perubahan yang makin cepat dan kebutuhan
untuk mengelola risiko.

2020 Annual Report
Blueprint Enterprise Architecture - Technology Architecture
Peripherals
Desktop, Mobile,
ATM EDC
Laptop Tablets
Printing & Call Center

VOIP
Scanning Devices Devices
Management
Platform Services
Network Monitoring
Operating Web Database Application
System Services Services Services
Print Network Directory File

Services Services Services Services
Platform Monitoring
Collaboration Clustering Cloud Distributed
Services Services Services File System
Data Storage Services

Servis Desk
Direct SAN In Memory
Backup &
Replication End Point Management
Archive
Networking/Telephony Infrastructure Service
Asset Register
Internal
Internet LAN VOIP
WAN
Eksternal
PSTN VPN
WAN
ATM Monitoring
Physical Infrastructure Service
Data Center 1 Data Center 2 EDC Monitoring
Operation Center (OC)

TEKNOLOGI INFORMASI
Manajemen Teknologi Informasi

Information Technology Management
Strategi Manajemen Teknologi Information Technology

Informasi Management Strategy
Rencana Strategis Teknologi Informasi (Information The Information Technology Strategic Plan (ITSP)
Technologi Strategic Plan-ITSP) adalah dokumen is a document that illustrates the vision and
yang menggambarkan visi dan misi Teknologi mission of the Bank’s Information Technology, and
Informasi Bank, dan prinsip-prinsip utama yang the main principles that serve as a reference in the
menjadi acuan dalam penggunaan Teknologi use of Information Technology to meet business
Informasi untuk memenuhi kebutuhan bisnis serta needs and support long-term strategic plans.
mendukung rencana strategis jangka panjang.
IT Strategic Plan memastikan bahwa enterprise The IT Strategic Plan ensured that enterprise IT
IT memberikan hasil dan layanan optimal yang provided optimal results and services that directly
secara langsung mendukung visi, misi, strategi, supported the organization’s vision, mission,
dan prioritas organisasi. IT Strategic Plan disusun strategy and priorities. The IT Strategic Plan was
menggunakan pendekatan yang terstruktur prepared using a structured approach with the
dengan Kerangka kerja sebagai berikut: following framework:

2020 Annual Report
IT Strategic
Planning Framework
Phase 5:
Roadmap Planning
Mobilize, Business Analysis

Phase 1:
Enterprise Business
Architecture Environment
& IT
Positioning
IT IT
Opportunity Generation
Governence Organization
Diagnostics
Phase 4:
Phase 2:
Phase 3:
Strategic Visioning
Komponen dalam IT Strategic Plan

The Components in IT Strategic Plan
Business Environment & IT Positioning

Memahami keselarasan antara bisnis dan TI dalam suatu organisasi
serta focus area dalam bisnis untuk investasi TI.
Understanding the alignment between business and IT in an
organization and the focus area in business for IT investment.
Enterprise Architecture
Mengevaluasi arsitektur dan kemampuan untuk menghubungkan sistem dengan
pelayanan yang didasari pada prinsip dan standar umum serta kemampuan untuk
mendukung tujuan strategis.
Evaluating architecture and the ability to connect systems with services based on
general principles and standards and the ability to support strategic objectives.
IT Governance
Menilai tata kelola dan kapabilitas proses TI yang diperlukan untuk mendukung aktivitas
sehari-hari TI, terutama untuk proses pengambilan keputusan.
Assessing the governance and capabilities of the IT processes needed to support the daily
activities of IT, especially for the decision making process.
IT Organization
Menilai peran, kompetensi, dan organisasi TI yang diperlukan untuk mendukung layanan TI.
Assessing the roles, competencies, and IT organizations needed to support IT services.

TEKNOLOGI INFORMASI
Phase penyusunan: Drafting Phase :

Phase 1 : Mobilize, Business Analysis: Phase 1 : Mobilize, Business Analysis:
Mendefinisikan ruang lingkup, mempelajari Define scope, study business strategies,
strategi bisnis, dan melihat tren industri. and see industry trends.
Phase 2 : Diagnostics: Phase 2 : Diagnostics: Diagnostics:
Memahami bank bjb – melakukan diskusi Understanding bank bjb - conducting
untuk mengerti situasi dan lingkungan TI discussions to understand the current
saat ini. situation and IT environment
Phase 3 : Strategic Visioning: Phase 3 : Strategic Visioning:
Mendefinisikan kondisi yang diharapkan Defining expected conditions - Strategic
– Strategic Blueprinting. Blueprinting
Phase 4 : Opportunity Generation: Phase 4 : Opportunity Generation:
Mengidentifikasi kesempatan – menutup Identifying opportunities - closing gaps.
kesenjangan.
Phase 5 : Roadmap Planning: Phase 5 : Roadmap Planning:
Mengembangkan roadmap strategis. Develop a strategic roadmap
Komponen dalam IT Strategic Plan: The components in IT Strategic Plan:

• Business Environment & IT Positioning • Business Environment & IT Positioning
Memahami keselarasan antara bisnis dan TI Understanding the alignment between business
dalam suatu organisasi serta focus area dalam and IT in an organization and the focus area in
bisnis untuk investasi TI. business for IT investment.
• Enterprise Architecture • Enterprise Architecture
Mengevaluasi arsitektur dan kemampuan untuk Evaluating architecture and the ability to
menghubungkan sistem dengan pelayanan connect systems with services based on
yang didasari pada prinsip dan standar umum general principles and standards and the ability
serta kemampuan untuk mendukung tujuan to support strategic objectives.
strategis.
• IT Governance • IT Governance
Menilai tata kelola dan kapabilitas proses TI yang Assessing the governance and capabilities of
diperlukan untuk mendukung aktivitas sehari- the IT processes needed to support the daily
hari TI, terutama untuk proses pengambilan activities of IT, especially for the decision
keputusan. making process.
• IT Organization • IT Organization
Menilai peran, kompetensi, dan organisasi TI Assessing the roles, competencies, and IT
yang diperlukan untuk mendukung layanan TI. organizations needed to support IT services.
Kebijakan Teknologi Informasi Information Technology Policy

dan Penerapannya and its Application
Kebijakan Teknologi Informasi berdasar Information Technology Policy is based on

kepada Peraturan Otoritas (POJK) Nomor 38/ the Authority Regulation (POJK) Number 38 /
POJK.03/2016 tentang Penerapan Manajemen POJK.03 / 2016 concerning the Application of Risk
Risiko dalam Penggunaan Teknologi Informasi Management in the Use of Information Technology
oleh Bank Umum. Kebijakan Teknologi Informasi by Commercial Banks. Information Technology
(KTI) yang disahkan melalui SK No. 0267/SK/DIR- Policy (KTI) which was passed through Decree No.
TI/2019. 0267 / SK / DIR-TI / 2019.

2020 Annual Report
Penerapan Kebijakan Teknologi Informasi telah The implementation of Information Technology

dilaksanakan melalui Pedoman Kerja yang secara Policy has been carried out through the Work
umum ditentukan dalam Kebijakan Teknologi Guidelines which are generally determined in
Informasi (KTI) dan diturunkan melalui Standar the Information Technology Policy and derived
Operasional Prosedur (SOP) lebih rinci. Adapun through Standard Operating Procedures (SOP) in
beberapa cakupan yang terdapat pada KTI adalah more detail. Some of the scopes contained in IT
sebagai berikut: Policy are as follows:
• Organisasi dan Kewenangan • Organization and Authority
• Prinsip Kehati-hatian • Prudential Principles
• Pengelolaan Teknologi Informasi • Management of Information Technology
• Rencana Pemulihan Bencana • Disaster Recovery Plan
• Pengembangan dan Pengadaan • Development and Procurement
• Aktivitas Operasional Teknologi Informasi • Information Technology Operational Activities
• Jaringan Komunikasi • Communication network
• Pengamanan Informasi • Information Security
• Layanan Perbankan Elektronik • Electronic Banking Services
• Audit Intern TI • IT Internal Audit
• Penggunaan Pihak Penyedia Jasa TI • Use of IT Service Providers
• Penyedia Jasa TI oleh Bank • IT Service Providers by Banks
• Dokumentasi dan Pelaporan • Documentation and Reporting
Infrastruktur Teknologi Informasi Infrastructure of Information

Tecnology
bank bjb telah memiliki Infrastruktur yang dapat bank bjb already owned infrastructure that
bersaing pada era modern salah satunya Perangkat could compete in the modern era, one of which
Storage Network dan Security. Infrastruktur TI was Storage Network and Security Devices. The
Perseroan didukung oleh fasilitas Data Center Company’s IT infrastructure was supported by the
(DC) dan Disaster Recovery Center (DRC) sebagai following Data Center (DC) and Disaster Recovery
berikut : Center (DRC) facilities:
Detail Pekerjaan Jumlah

Job Details Total
Firewall 12
Email Security Appliance 1
Environment Monitoring 1
IPS 5
Switch 35
Modem 30
Router 30
FDF 10
Fiber Converter 4
Converter 2
Encryptor 1
Fail Open Kit 12
CAS 1
Web Proxy 1
MVM 1
ADC 2

TEKNOLOGI INFORMASI
Detail Pekerjaan Jumlah

Job Details Total
ZPHA 2
SAN 6
Server 105
Storage 45
HSM 4
KVM 3
Perseroan senantiasa melakukan pemeliharaan secara The Company always carries out periodic
berkala terhadap infrastruktur yang dimiliki tersebut. maintenance of the infrastructure it owns.
IT Governance IT Governance
Penerapan IT Governance di perseroan mengacu The implementation of IT Governance in the

pada COBIT yang tercantum pada IT Strategic Plan company referred to COBIT as stated in the 2017-
2017 – 2022. COBIT merupakan sebuah kerangka 2022 IT Strategic Plan. COBIT 5 is a framework
kerja yang disusun dengan mempertimbangkan prepared by considering work alignment and
keselarasan kerja dan standar internasional lainnya other international standards such as ITIL V3
seperti Information Technology Infrastructure (Service Management Framework), ISO 27000
Library (ITIL) V3 (Service Management Framework), (Information Security Standard), ISO 31000
ISO 27000 (Information Security Standard), ISO (IT Governance Standard), TOGAF (Enterprise
31000 (IT Governance Standard), The Open Group Architecture Framework), and various ISACA
Architecture Framework (TOGAF), serta berbagai publication frameworks such as various ISACA
kerangka kerja publikasi Information Systems Audit publication frameworks such as Val IT, Risk IT, etc.
and Control Association (ISACA) seperti berbagai This makes COBIT 5 an integrated IT governance
kerangka kerja publikasi ISACA seperti Val IT, Risk and management framework that covers the entire
IT, dsb. Hal ini membuat COBIT 5 sebagai sebuah process in the company as a whole.
kerangka kerja tata kelola dan manajemen TI yang
terintegrasi dan mencakup seluruh proses yang
terdapat dalam perusahaan secara menyeluruh.
Selain itu, COBIT juga disusun dengan In addition, COBIT 5 was also prepared by
mempertimbangkan pendekatan holistic considering a holistic approach, which included
(menyeluruh), yaitu dengan mengikutsertakan seven enabler elements rather than just focusing
tujuh elemen enabler daripada hanya berfokus on the Information Technology process. The seven
terhadap proses Teknologi Informasi. Ketujuh enablers are:
enabler tersebut yaitu:
1. Prinsip, Kebijakan dan Kerangka Kerja. 1. Principles, Policies and Frameworks.
2. Proses 2. Process
3. Struktur Organisasi 3. Organizational Structure
4. Budaya, etika dan perilaku 4. Culture, ethics and behavior
5. Informasi 5. Information
6. Layanan, Infrastruktur dan Aplikasi 6. Services, Infrastructure and Applications
7. SDM, keahlian dan kompetensi 7. HR, expertise and competence
Implementasi COBIT di bank bjb adalah sebagai The implementation of COBIT at bank bjb is as
berikut: follows:
1. Penerapan COBIT diimplementasikan pada 1. COBIT is implemented in the preparation of
penyusunan IT Strategic Plan tahun 2017 sampai the 2017-2022 IT Strategic Plan by measuring

2020 Annual Report
dengan 2022 dengan melakukan pengukuran the existing conditions of the Information
terhadap kondisi eksisting Divisi Information Technology Division through COBIT
Technology melalui perhitungan COBIT; calculations;
2. Penerapan COBIT turut dilaksanakan dalam 2. COBIT implementation is also carried out in
pemenuhan project Teknologi Informasi; fulfilling the Information Technology project;
3. Penerapan ITIL dilaksanakan dalam pelayanan 3. Implementation of ITIL is carried out in
Teknologi Informasi yang mendukung Information Technology services that support
operasional bank bjb dalam mencapai visi dan bank bjb operations in achieving the company’s
misi perusahaan; vision and mission;
4. Proses standarisasi ISO 270001 dan ISO 20000 4. The ISO 270001 and ISO 20000 standardization
mulai dilakukan assessment pada awal tahun processes will begin an assessment in early
2021 yang akan dilanjutkan dengan proses 2021 which will be followed by the ISO 270001
sertifikasi ISO 270001 dan 20000. and 20000 certification processes.
5. Kepatuhan Divisi Information Technology 5. Compliance of the Information Technology
terhadap Peraturan regulator melalui Division with regulatory regulations through
pemenuhan Laporan terkini penggunaan the fulfillment of the latest report on the use
Teknologi Informasi tahun 2020 yang of Information Technology in 2020 which is
dilaporkan maksimal 1 (satu) bulan sejak akhir reported a maximum of 1 (one) month from the
tahun pelaporan. end of the reporting year.
Pelaporan Teknologi Informasi mengacu kepada Information Technology Reporting refers to POJK
POJK nomor. 38/POJK.03/2016 tentang Penerapan number to the Financial Services Authority (OJK)
Manajemen Risiko dalam Penggunaan Teknologi No. 38 / POJK.03 / 2016 concerning Application
Informasi oleh Bank Umum. Salah satunya terdapat of Risk Management in the Use of Information
pada Pasal 30 yang menyebutkan bahwa Bank Technology by Commercial Banks. One of them
wajib melaporkan kondisi terkini penggunaan is in Article 30 which states that Banks are
Teknologi Informasi paling lambat 1 (satu) bulan required to report the latest conditions of the use
sejak akhir tahun pelaporan. of Information Technology no later than 1 (one)
month since the end of the reporting year.
Langkah-Langkah Pengendalian Steps of Operational Risk Control

Risiko Operasional
Dalam melakukan pengendalian risiko operasional In carrying out operational risk control in the
di bank bjb termasuk risiko penggunaan company environment including the risk of using
Teknologi Informasi didalamnya, dilakukan secara Information Technology therein, the process is
komprehensif dan berkelanjutan. Selain itu untuk carried out comprehensively and continuously. In
fungsi tertentu seperti fungsi pengamanan addition, certain functions such as the information
informasi dan fungsi Business Continuity Plan security function and Business Continuity Plan
(BCP) dilaksanakan dan dipantau semaksimal (BCP) function are carried out and monitored as
mungkin dalam rangka mencegah, mendeteksi much as possible in order to prevent, detect and
dan melakukan corrective action atas potensi carry out corrective actions on identified potential
risiko yang teridentifikasi. Sosialisasi security risks. The socialization of security assessment and
assessment dan penetration testing terhadap penetration testing of several critical applications
beberapa aplikasi kritikal telah dilaksanakan has been carried out as part of risk mitigation
sebagai bagian mitigasi risiko yang dilakukan oleh undertaken by the company.
Divisi Information Technology.

TEKNOLOGI INFORMASI
Pengembangan Teknologi Informasi Tahun 2020

Development of Information Technology in 2020
Teknologi Informasi yang handal, inovatif, memiliki Information technology that is reliable, innovative,
kecukupan kapasitas dan kemampuan fungsional and has sufficient capacity and functional ability to
untuk berkembang secara gradual merupakan develop gradually becomes one of the main tools
salah satu tools utama dalam rangka menunjang in order to support the achievement of Business
pencapaian Business Goals. Keberadaan Teknologi Goals. The existence of Information Technology
Informasi diharapkan dapat memberikan kontribusi is expected to provide maximum contribution in
yang maksimal dalam mendukung: supporting:
• Memenuhi kebutuhan bisnis yang dinamis. • Meet dynamic business needs.
• Memberikan keyakinan yang memadai atas • Provide adequate confidence in the security,
keamanan, kelancaran dan efisiensi operasional smoothness and efficiency of bank operations.
bank.
• Meningkatkan tingkat ketersediaan layanan • Increase the level of service availability and
dan mengurangi tingkat gangguan layanan. reduce the level of service disruption.
Selama tahun 2020 Divisi Information Technology During 2020 the Information Technology Division
telah melakukan beberapa pengembangan baik dari carried out several developments in terms of
sisi core banking, switching maupun networking core banking, switching and networking where
dimana terdapat beberapa pengembangan there had been several application developments,
aplikasi antara lain adalah pengembangan aplikasi including the development of the bank bjb
Produk dan Layanan Chatbot bank bjb (TAMMI), Chatbot Products and Services application
QR Code Indonesia Specification (QRIS) Transaksi (TAMMI), QR Code Indonesia Specification
On Us pada Aplikasi bjb Digicash, Integrasi (QRIS) On Us Transactions on The bjb Digicash
Layanan Direct Debit bank bjb melalui Technical application, integration of bank bjb Direct Debit
Aggregator, Aplikasi Deposito Online pada bjb Services through a Technical Aggregator, Online
NET dan bjb Mobile bank bjb, Aplikasi bjb Virtual Deposit Application on bjb NET and bjb Mobile
Office (Office Automation) dan Aplikasi Digital bank bjb, bjb Virtual Office (Office Automation)
Signature pada Environment bank bjb, Aplikasi Application and Digital Signature Application in
Pengelolaan Penyaluran Pensiun Taspen Tahun bank bjb Environment, Taspen Pension Distribution
2020, Pengelolaan APERD, Liquidity Coverage Management Application in 2020 , Management
Ratio (LCR), KPR FLPP, Electronic Customer of APERD, Liquidity Coverage Ratio (LCR), KPR
Relations Management (E-CRM), Sistem Layanan FLPP, Electronic Customer Relations Management
Informasi Keuangan (SLIK), Net Stable Funding (E-CRM), Financial Information Service System
Ratio (NSFR), Pengembangan Integrasi Switching (SLIK), Net Stable Funding Ratio (NSFR),
BPD One, serta Pengembangan Layanan Development of BPD One Switching Integration,
Pembayaran Pajak Kendaraan Bermotor Samsat and Development of Payment Services National
Online Nasional (SAMOLNAS) sebagai bank Samsat Online Motor Vehicle Tax (SAMOLNAS)
aggregator layanan via switching agregator. as an aggregator bank service via aggregator
switching.

2020 Annual Report
Implementasi Proyek Teknologi Informasi Tahun 2020

Project Implementation of Information Tecnology Year 2020
Proyek Divisi Information Technology telah The Information Technology development project
disampaikan dalam Rencana Bisnis Bank (RBB) within the company was delivered in the Bank’s
pada awal tahun dan merupakan Implementasi Business Plan (RBB) at the beginning of the year
dari Rencana Strategis Teknologi Informasi and is an Implementation of the Information
yang senantiasa selaras dengan Strategi Bisnis Technology Strategic Plan which is always in line
bank bjb sehingga tujuan bisnis dapat tercapai. with the Company’s Business Strategy so that
Untuk menjawab ketersediaan sistem Teknologi business objectives can be achieved. To answer
Informasi yang aman, cepat handal dan selaras the availability of Information Technology systems
dengan kebutuhan bisnis, bank bjb memperkuat that are safe, fast, reliable and in line with business
infrastruktur, jaringan komunikasi dan pengamanan needs, the company strengthens infrastructure,
informasi dengan melakukan penambahan dan/ communication networks and information security
atau perubahan didalamnya. Untuk memastikan by making additions and / or changes. To ensure
kelancaran operasional secara berkelanjutan kami the smooth operation of operations on an ongoing
juga lakukan penyempurnaan pada kebijakan dan basis, improvements are also made to the policies
prosedur bidang Teknologi Informasi yang sejalan and procedures in the Information Technology
dengan strategi, hukum, regulasi dan bisnis bank sector that are in line with the company’s strategy,
bjb. law, regulation and business.
Terdapat 233 proyek aplikasi yang telah There are 223 application projects that have been
diimplementasikan sepanjang tahun 2020, implemented throughout 2020; they are both new
baik aplikasi baru maupun pengembangan dan applications and in the process of developing and
perubahan aplikasi yang telah ada. Beberapa changing existing applications. Some examples of
contoh project yang telah diimplementasikan projects that have been implemented during the
selama 1 (satu) tahun terakhir adalah sebagai past 1 (one) year are as follows:
berikut:
1. Aplikasi bjb HOPE 1. The bjb HOPE application
2. Aplikasi bjb Digicash (QRIS) 2. The bjb Digicash (QRIS) application
3. Aplikasi Asset Buy MNC Finance 3. Asset Buy MNC Finance Application
4. Aplikasi SiMentor Komitmen Bank 4. SiMentor Bank Commitment Application
5. Aplikasi Pengelolaan Aset Divisi Umum 5. General Division Asset Management Application
6. Aplikasi Program Undian bjb Cinta Guru 6. Application of the Love Guru bjb lottery
program
7. Aplikasi Knowledge Management System 7. Knowledge Management System application
8. Aplikasi monitoring ATM IF400 Web Based 8. Web Based IF400 ATM monitoring application
9. Aplikasi RSUD Payment pada bjb Mobile, NET 9. RSUD Payment application on bjb Mobile, NET
dan SMS & SMS
10. Aplikasi Monitoring Marketing Dana Konsumer 10. Consumer Fund Marketing Monitoring
(MDK) Application (MDK)
11. Aplikasi bjb Virtual Office (Office Automation) 11. bjb Virtual Office (Office Automation) and
dan Aplikasi Digital Signature Digital Signature Applications
12. Aplikasi Virtual Assistant seputar informasi 12. Virtual Assistant application regarding product
produk/event di bank bjb (TAMMI) / event information at bank bjb (TAMMI)

TEKNOLOGI INFORMASI
Biaya yang Dikeluarkan untuk The Cost of Developing

Pengembangan Teknologi Information Technology
Informasi
Berdasarkan Anggaran Rencana Bisnis Bank Based on the 2020 Bank Business Plan Budget,
Tahun 2020 Divisi Information Technology the company allocated IDR 820.711 billion to be
mengalokasikan biaya sebesar Rp820.711 miliar channeled as an Information Technology expansion
untuk disalurkan sebagai dana ekspansi Teknologi fund, specifically in the infrastructure sector, to
Informasi khususnya dibidang infrastruktur be allocated IDR 476.585 billion. Until now the
dialokasikan sebesar Rp476.585 miliar. Hingga allocation of funds that have been successfully
saat ini alokasi dana yang berhasil diserap untuk absorbed for the development and improvement
pengembangan dan peningkatan dibidang in the field of Information Technology is IDR
Teknologi Informasi adalah sebesar Rp366.142 366.142 billion.
miliar.

2020 Annual Report
Mitra Bisnis Yang Mendukung Divisi Teknologi Informasi

Bussiness Partners Supporting Information Technology Division
Dalam menjalankan fungsinya untuk menjaga In carrying out its functions to maintain information
layanan Teknologi Informasi dapat tersedia sesuai technology services that can be available in
dengan ekspektasi, perseroan didukung oleh mitra accordance with expectations, the company is
bisnis yang terpercaya dan ahli di bidangnya. supported by trusted business partners and experts
Mitra bisnis tersebut antara lain: in their fields. These business partners include:
a. Dalam mendukung operasional terkait transaksi a. In supporting operations related to customer
nasabah melalui ATM, perseroan bekerja sama transactions through ATMs, the company works
dengan Artajasa, Prima sehingga nasabah closely with Artajasa, Prima so that customers
dapat bertransaksi di ATM lain selain ATM milik can transact at other ATMs other than the
perseroan. company’s ATMs.
b. Dalam melengkapi fitur electronic channel b. In completing the electronic channel features
perseroan bekerjasama dengan beberapa mitra the company cooperates with several business
bisnis terkait transaksi pembayaran antara lain partners related to payment transactions
Samsat, Telkom, PDAM, Indosat XL, dan lainnya. including Samsat, Telkom, PDAM, Indosat XL,
and others.
c. Untuk mendukung layanan perbankan yang c. To support banking services that are “real time
“real time on line” perseroan didukung oleh on line” the company is supported by Network
Network Provider yaitu Lintas Arta, Telkom, XL, Providers namely Lintas Arta, Telkom, XL, Icon
Icon+, dan Jabar Telematika. +, and West Java Telematics.
d. Perseroan juga bekerjasama dengan beberapa d. The company also cooperates with several
perguruan tinggi untuk melayani pembayaran universities to serve payments for students, also
bagi mahasiswanya, juga bekerja sama works with several multi-finance companies to
dengan beberapa multifinance untuk melayani service installment payments.
pembayaran cicilan.

TEKNOLOGI INFORMASI
Struktur Pengelola Teknologi Informasi

Management Structure of Information Technology
Dalam rangka mendukung kebutuhan bisnis, In order to support business needs, the company
meningkatkan tata kelola Teknologi Informasi improves good Information Technology
yang baik, responsive terhadap setiap masalah governance to be more responsive to every
operasional dan selalu berperan aktif dalam operational problem and always plays an active
menghasilkan layanan Teknologi Informasi, salah role in producing Information Technology
satu strategi yang ditepkan oleh perseroan adalah services. One of the strategies conducted by the
dengan melakukan penambahan pegawai yang company is by adding employees in accordance
sesuai dengan kompetensi di bidang Teknologi with competencies in the Information Technology
Informasi. Saat ini Pegawai Divisi Teknologi field. Currently there are 125 employees in the
Informasi berjumlah sebanyak 125 pegawai dengan Information Technology Division with the following
komposisi sebagai berikut: composition:
Tabel Jumlah Pegawai berdasarkan level Jabatan

Table of Total Employees based on Position Level
Jabatan Jumlah Pegawai

Position Total Employees
Pemimpin Divisi/ Division Head 1
Wakil Pemimpin Divisi/ Vice Division Head 2
Pemimpin Group/ Group Head 7
Manager 13
Senior Officer 9
Officer 9
Staff 72
Outsoucing 12
Jumlah Pegawai/ Total Employees 125
Tabel Jumlah Pegawai berdasarkan bagian (group)

Table of Total Employees based on Division (group)
Detail Pekerjaan Pegawai Tetap Pegawai Outsource

Job Details Permanent employees Outsourcing employees
Pemimpin Divisi/ Division Head 1 -
Wakil Pemimpin Divisi/ Vice Division Head 2 -
Planning & Governance 5 -
Project Management 12 -
Application Management Core & non Core 38 -
Business Intelligence & Analytic 8 -
Network, Security & Risk Management 19 -
Operation Management DC & DRC 17 2
Helpdesk & Support 11 8
Sekretaris Umum/ General Secretary - 2
Jumlah Pegawai/ Total Employees 113 12

2020 Annual Report
Kedudukan Divisi Technology Informasi berada Position of the Information Technology Division is
dibawah Direktorat Information Technology, under the Directorate of Information Technology,
Treasury & International Banking berdasarkan SK Treasury & International Banking based on Decree
No. 0859/SK/DIR-PS/2019 tanggal 22 Juli 2019 No. 0859 / SK / DIR-PS / 2020 dated 5 July 2020
tentang Struktur Organisasi PT Bank Pembangunan concerning the Organizational Structure of PT Bank
Daerah Jawa Barat & Banten Tbk. Pembangunan Daerah Jawa Barat & Banten Tbk.
IT, Treasury &

Information
Technology
IT Development IT Development
Application Business Network, Operation

Planning & Management Project Helpdesk &
Intelligence & Security & Risk Management
Governance Core & Non Management Support
Core Analytic Management DC & DRC
Direktur Pemimpin Divisi Wakil Pemimpin Divisi Pemimpin Grup

Director Division Leader Deputy Division Leader Group Leader

TEKNOLOGI INFORMASI
Sertifikasi Sistem Teknologi Informasi

System Certification of Information Tecnology
Sertifikasi Sistem Teknologi Informasi: Information Technology System Certification:

1. National Standard Indonesia Chip Card 1. National Standard Indonesian Chip Card
Specification (NSICCS) yaitu sebuah standar Specification (NSICCS) is a technology standard
teknologi yang digunakan oleh Bank used by Bank Indonesia as a technology
Indonesia sebagai standar teknologi untuk standard for Card-Using Transaction Devices
Alat Transaksi Menggunakan Kartu (ATMK). (ATMK). NSICCS is a technology migration
NSICCS merupakan sebuah migrasi teknologi for magnetic stripe based cards to chip
untuk kartu berbasis magnetik stripe ke kartu technology cards. The use of the cards referred
berteknologi chip. Penggunaan kartu yang here is for ATM or debit cards that have used
dimaksud disini adalah untuk kartu ATM atau chip technology and that have gone through
debit yang sudah menggunakan teknologi chip a certification process carried out through
dan yang sudah melalui proses sertifikasi yang functional tests and security tests.
dilakukan melalui functional test dan security
test.
2. National Payment Gateway (NPG) 2. National Payment Gateway (NPG)
Sebagai upaya meningkatkan efisiensi dalam In an effort to improve efficiency in the
penyelenggaraan sistem pembayaran ritel dan operation of retail and micro payment systems,
mikro, Bank Indonesia mendorong industri Bank Indonesia is encouraging the retail and
sistem pembayaran ritel dan mikro untuk micro payment system industry to develop
mengembangkan National Payment Gateway the National Payment Gateway (NPG). NPG
(NPG). NPG merupakan suatu switching is a national switching for various interbank
nasional untuk berbagai transaksi antar bank transactions carried out through delivery
yang dilakukan melalui delivery channel channels such as: ATM, EDC, internet, telephone
seperti: ATM, EDC, internet, telepon, dan and mobile payment. This national payment
mobile payment. Sistem pembayaran nasional system allows non-cash payment transactions
ini memungkinkan transaksi pembayaran non to be processed domestically.
tunai dapat diproses di dalam negeri.

2020 Annual Report
Rencana Pengembangan Teknologi Informasi ke Depan

Future Information Technology Development Plans
Perubahan marketplace dan society, ekspektasi Changes in the marketplace and society, customer
customer, perubahan regulasi, pengaruh globalisasi expectations, regulatory changes, the influence
dan efisiensi menuntut perbankan untuk lebih berfokus of globalization and efficiency require banks to
kepada layanan yang didukung dengan Teknologi focus more on services supported by Information
Informasi, oleh karena itu, arah pengembangan Technology, therefore, the direction of future
Teknologi Informasi kedepan akan lebih berfokus Information Technology development will focus
kepada penguatan infrastruktur Teknologi Informasi more on strengthening Information Technology
informasi sebagai anchor optimalisasi main income infrastructure as an anchor for optimization of
dan fee based income serta: main income and fee based income as well as:
a. Meningkatkan kemampuan layanan perbankan a. To improve banking service capabilities through
melalui otomatisasi dan integrasi secara automation and overall integration so that it
menyeluruh sehingga dapat mendukung can support business needs.
kebutuhan bisnis.
b. Melakukan akselerasi pengembangan aplikasi b. To accelerate application development and
dan perbaikan (improvement) fitur-fitur improving e-channel features, as an enabler for
e-channel, sebagai enabler peningkat bisnis enhancing the transactional banking business.
transactional banking.
c. Peningkatan akurasi, keamanan, dan c. To increase accuracy, security, and convenience,
kenyamanan, dalam bertransaksi menggunakan in making transactions using the Bank bjb
produk e-banking bank bjb melalui perbaikan e-banking products through improvements
baik secara proses bisnis maupun infrastruktur in both business processes and supporting
pendukungnya. infrastructure.
d. Memperkuat dan memodernisasi sistem d. To strengthen and modernize a reliable
infrastruktur Teknologi Informasi yang reliable Information Technology infrastructure system
melalui pengembangan delivery channels dan through developing delivery channels and
optimalisasi sistem core banking yang lebih optimizing a more integrated core banking
terintegrasi. system.
e. Pengelolaan sistem IT yang lebih fokus, e. To get management of IT systems that is more
terarah dan terintegrasi untuk mendukung focused, directed and integrated to support
pengembangan seluruh segmen bisnis secara the development of all business segments
keseluruhan, agar dapat mengakselerasi as a whole, in order to accelerate business
business process, meningkatkan kehandalan processes, increase the reliability of electronic
electronic channels serta memberikan solusi channels and provide IT service solutions that
layanan IT yang lebih mendekatkan bisnis bring business and customers closer
dengan nasabah.

Tata Kelola Perusahaan
Good Corporate Governance
Sebagai sebuah Perusahaan yang bergerak di bidang perbankan, bank bjb
menyadari bahwa pengelolaan risiko menjadi komponen kunci dalam pengelolaan
Perseroan. Dengan menerapkan good corporate governance (GCG) yang efektif
akan terwujud peran penting Perseroan sebagai lembaga intermediari dalam
mendorong pertumbuhan ekonomi nasional. Pengintegrasian governance, risk and
compliance (GRC) dalam struktur, proses dan outcome sangat diperlukan. Integrasi
GRC dalam setiap interaksi antara manajemen Perseroan dengan para pemangku
kepentingannya akan memberikan hasil yang positif dalam penciptaan nilai bagi
para pemangku kepentingan dalam jangka panjang.
As a company operating in the banking sector, bank bjb realizes that risk
management is a key component in managing the Company. By implementing
effective good corporate governance (GCG), the Company’s important role as an
intermediary institution will be realized in encouraging national economic growth.
Integration of governance, risk and compliance (GRC) in structures, process and
outcomes is needed. The integration of GRC in every interaction between the
Company’s management and its stakeholders will provide positive results in creating
value for stakeholders in the long term.
TATA KELOLA PERUSAHAAN
GOOD CORPORATE GOVERNANCE
Pencapaian Dalam Penerapan Tata Kelola Perusahaan

Achievements in the Implementation of Corporate Governance
Peringkat Keterbukaan Governance Instansi Pengelolaan LHKPN Terbaik Peringkat Keterbukaan Governance
(G) Emiten Bank Kategori Buku III Tahun 2020 dalam acara Penghargaan (G) Emiten Sektor Perbankan Terbaik
dalam acara ESG Awards 2020 dengan Komisi Pemberantasan Korupsi dalam acara ESG Awards 2020 dengan
penyelenggara Majalah Investor dan dengan penyelenggara Komisi penyelenggara Majalah Investor dan
Berita Satu Media Holdings Pemberantasan Korupsi Berita Satu Media Holdings
Governance Disclosure Rating (G) Best LHKPN Management Agency Rating Disclosure of Governance (G)
Issuer Bank Book Category III at the 2020 in the Corruption Eradication Best Banking Sector Issuer in the
2020 ESG Awards with the organizers Commission Award ceremony 2020 ESG Awards with the organizers
of Investor Magazine and Berita Satu with the Corruption Eradication of Investor Magazine and Berita Satu
Media Holdings Commission organizers Media Holdings
Dasar Penerapan Tata Kelola Perusahaan

Basic Application of Corporate Governance
Komitmen Perseroan untuk menerapkan prinsip- The Company commitment to implement the
prinsip Tata Kelola Perusahaan yang baik mengacu principles of Good Corporate Governance refers
kepada beberapa ketentuan yang berlaku, antara lain: to several applicable provisions, including:
1. Undang-Undang Republik Indonesia No. 10 1. Law of the Republic of Indonesia No. 10 of 1998
tahun 1998 tentang Perubahan atas Undang- about Amendments to Law No. 7 of 1992 about
undang No. 7 tahun 1992 tentang Perbankan. Banking.
2. Undang-undang Republik Indonesia No. 40 2. Law of the Republic of Indonesia No. 40 of
tahun 2007 tentang Perseroan Terbatas. 2007 about Limited Liability Companies.
3. Peraturan Otoritas Jasa Keuangan No. 55/ 3. Financial Services Authority Regulation No. 55/
POJK.03/2016 tentang Penerapan Tata Kelola POJK.03/2016 about Governance Determination
Bagi Bank Umum. for Commercial Banks.
4. Surat Edaran Otoritas Jasa Keuangan No. 32/ 4. Financial Services Authority Circular No. 32/
SEOJK.04/2015 tentang Tata Kelola Perusahaan SEOJK.04/2015 about Open Corporate
Terbuka. Governance.
5. Peraturan Otoritas Jasa Keuangan No. 17/ 5. Financial Services Authority Regulation No. 17/
POJK.03/2014 tentang Penerapan Manajemen POJK.03/2014 about the Implementation of
Risiko Terintegrasi Bagi Konglomerasi Integrated Risk Management for Financial
Keuangan. Conglomerates.
6. Peraturan Otoritas Jasa Keuangan No. 18/ 6. Financial Services Authority Regulation
POJK.03/2014 tentang Penerapan Tata Kelola No. 18/POJK.03/2014 about the Implementation
Terintegrasi Bagi Konglomerasi Keuangan. of Integrated Governance for Financial
Conglomerates.

2020 Annual Report
7. Peraturan Otoritas Jasa Keuangan No. 8/ 7. Financial Services Authority Regulation No.
POJK.04/2015 tentang Situs Web Emiten atau 8/POJK.04/2015 about Issuer’s or Public
Perusahaan Publik. Companies’ Websites.
8. Peraturan Otoritas Jasa Keuangan No. 31/ 8. Financial Services Authority Regulation No.
POJK.04/2015 tentang Keterbukaan atas 31/POJK.04/2015 about Disclosure of Material
Informasi atau Fakta Material oleh Emiten atau Information or Facts by Issuers or Public
Perusahaan Publik. Companies.
9. Surat Edaran Otoritas Jasa Keuangan No. 13/ 9. Circular of the Financial Services Authority No.
SEOJK.03/2017 tentang Penerapan Tata Kelola 13/SEOJK.03/2017 about the Implementation
Bagi Bank Umum. of Governance for Commercial Banks.
Selain ketentuan yang diharuskan dari berbagai In addition to the conditions required by the
peraturan perundang-undangan di atas, Perseroan various laws and regulations above, also bases on
juga mendasarkan pada pedoman-pedoman the guidelines for implementing GCG as follows:
implementasi GCG sebagai berikut:
1. Prinsip-prinsip Corporate Governance yang 1. Principles of Corporate Governance developed
dikembangkan oleh Organization for Economic by the Organization for Economic Cooperation
Cooperation and Development (OECD). and Development (OECD).
2. ASEAN Corporate Governance Scorecard. 2. ASEAN Corporate Governance Scorecard.
3. Pedoman GCG Indonesia yang dikembangkan 3. Indonesian GCG Guidelines developed by the
oleh Komite Nasional Kebijakan Governance National Committee on Governance Policy
(KNKG). (KNKG).
4. Pedoman GCG Perbankan Indonesia yang 4. Indonesian Banking GCG Guidelines developed
dikembangkan oleh Komite Nasional Kebijakan by the National Governance Policy Committee
Governance (KNKG). (KNKG).
5. Principles for Enhancing Corporate Governance 5. Principles for Enhancing Corporate Governance
yang diterbitkan oleh Basel Committee on published by the Basel Committee on Banking
Banking Supervision. Supervision.
Struktur dan Mekanisme Tata Kelola Perusahaan

Corporate Governance Structure and Mechanism
Berdasarkan Undang-Undang Republik Indonesia Based on the Law of the Republic of Indonesia
Nomor 40 tahun 2007 tentang Perseroan Terbatas Number 40 of 2007 about Limited Liability
(UU PT), Organ Perseroan terdiri dari Rapat Umum Companies (PT Law), the Company’s Organs
Pemegang Saham (RUPS), Dewan Komisaris consist of General Meeting of Shareholders (GMS),
dan Direksi. Sistem kepengurusan menganut Board of Commissioners and Directors. The
sistem dua badan (two tier system) yaitu Dewan management system follows a two-tier system,
Komisaris dan Direksi, yang memiliki wewenang namely the Board of Commissioners and the
dan tanggung jawab yang jelas sesuai fungsinya Board of Directors, which has clear authority and
masing-masing sebagaimana diamanahkan responsibilities in accordance with their respective
dalam anggaran dasar dan peraturan perundang- functionsas mandated in the articles of association
undangan. and legislation.

Struktur Organ Perusahaan Organ Structure of the Company
Dalam melaksanakan kepengurusan bank bjb, In carrying out the management of the bank bjb, the
Direksi didukung oleh struktur organisasi yang Board of Directors is supported by an organizational
terdiri dari organ utama dan organ pendukung structure consisting of the main organs and
sehingga manajemen dapat melaksanakan tugas supporting organs so that management can conduct
secara efektif. Adapun dalam melaksanakan its duties effectively. In conducting its supervisory
fungsi pengawasan dan pemberian nasihat, and advisory functions, the Board of Commissioners
Dewan Komisaris didukung oleh organ penunjang is supported by supporting organs namely the
yaitu Sekretaris Dewan Komisaris, Komite Audit, Secretary of the Board of Commissioners, the
Komite Pemantau Risiko, Komite Nominasi dan Audit Committee, the Risk Monitoring Committee,
Remunerasi dan Komite Tata Kelola Terintegrasi. the Nomination and Remuneration Committee and
the Integrated Governance Committee.

Risk Management Komite Audit
Committee Audit Committee
IT Steering
Komite Nominasi
Committee Dewan Komisaris dan Remunerasi
Board of Commissioners Nomination and
Asset & Liability Remuneration
Committee Committee
Direksi
Komite Manajemen Board of Directors Komite Pemantau
Risiko Terintegrasi
Integrated Risk Risiko
Management Risk Monitoring
Committee Committee
Komite Kebijakan
Perkreditan Komite Tata
Credit Policy Kelola Terintegrasi
Committee Integrated
Governance
Committee
Komite Resiko
Permodalan
Capital Risk
Committee
Unit Kerja Bisnis

Management Sekretaris
dan Supporting
Audit Kepatuhan Risiko Perusahaan
Business and
Audit Compliance Risk Corporate
Supporting
Management Secretary
Work Unit
Governance Soft Structure Governance Soft Structure
Dalam menerapkan tata kelola perusahaan yang In implementing good corporate governance,
baik, Perseroan memilki Arsitektur Kebijakan the company has an Architecture of Policies and
dan Prosedur adalah suatu kerangka menyeluruh Procedures. It is a comprehensive framework that
yang menggambarkan hirarki/tata urutan dan describes the hierarchy/order and grouping of
pengelompokkan kebijakan dan prosedur dengan policies and procedures based on governance,
dilandasi governance, Risk and Compliance (GRC) Risk and Compliance (GRC), and ethics which are
serta etika yang diimplementasikan secara terintegrasi implemented in an integrated manner as a direction
sebagai arah dan pelaskanaan pencapaian tujuan and implementation achievement of the Company’s
Perusahaan agar lebih efisien dan efektif. goals to be more efficient and effective.

2020 Annual Report
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Anggaran Dasar - Keputusan RUPS/

Articles of Association of the GMS
Kebijakan Umum /Public Policy

• Kebijakan Tata Kelola Perusahaan /Good Corporate Governance Policy
• Kebijakan Manajemen Risiko/Risk Management Policy
• Kebijakan Sistem Pengendalian Internal /Internal Control System Policy
Kebijakan Spesifik/Spesific Policy

• Kebijakan Aktivitas Usaha Bisnis /Business Activity Policy
• Kebijakan Aktivitas Pendukung Usaha Bisnis /
Business Activities Activity Policy
Standar Operasional Prosedur /

Standar Operating Procedures
Manual Produk/Pedoman Kerja /

Product Manual/Work Guidelines
Petunjuk Teknis /
Technical Instructions
Governance - Risk - Compliance (GRC)
Corporate Culture

Arsitektur Kebijakan dan Prosedur bertujuan The Architecture of Policies and Procedures aims
untuk: to be:
1. Sebagai upaya penyesuaian antara jenis, hirarki 1. An effort to adjust between types, hierarchy
dan materi muatan dari kebijakan dan prosedur and material content of Bank policies and
Bank. procedures.
2. Sebagai pelaksanaan prinsip kehati-hatian 2. A prudential banking principle based on
(prudential banking) dengan berpedoman Governance, Risk and Compliance (GRC),
pada Governance, Risk and Compliance (GRC), Business Ethics and Code of Conduct.
Business Ethic serta Code of Conduct.
Perseroan telah memiliki governance soft structure The Company has a governance soft structure
yang merupakan ketentuan-ketentuan yang telah which is the provisions stipulated by the Board
ditetapkan oleh Dewan Komisaris dan Direksi guna of Commissioners and Directors to implement
mengimplementasikan prinsip-prinsip GCG pada GCG principles at all levels of the organization,
seluruh jenjang organisasi, antara lain: including:
1. Anggaran Dasar Perseroan 1. The Company’s Articles of Association
2. Kebijakan Tata Kelola Perusahaan 2. Corporate Governance Policy
3. Pedoman dan Tata Tertib Kerja Dewan Komisaris 3. Board of Commissioners Charter
4. Kebijakan Tata Tertib Kerja Direksi 4. Board of Directors Work Procedures Policy
5. Etika Usaha dan Tata Perilaku (Code of Conduct) 5. Business Ethics and Code of Conduct
6. Tata Kerja Pelaporan Pelanggaran (Whistleblowing) 6. Work Procedures for Reporting Violations
(Whistleblowing)
7. Pedoman Pengendalian Gratifikasi 7. Gratification Control Guidelines
Mekanisme Tata Kelola Corporate Governance

Perusahaan Mechanism
Pemegang Saham Shareholders
Pemegang saham yang dimaksud dalam Anggaran Shareholders referred to in the Articles of Association
Dasar yaitu pemegang saham Seri A dan saham are Series A and Series B shareholders. The
Seri B. Saham Perseroan adalah saham atas Company’s shares are shares in the name and issued
nama dan dikeluarkan atas nama pemiliknya yang in the name of the owners registered in the Register of
terdaftar dalam Daftar Pemegang Saham yang Shareholders consisting of Series A Shares which are
terdiri dari Saham Seri A yang khususnya dimiliki mainly owned by the Central Government, Provincial
oleh Pemerintah Pusat, Pemerintah Provinsi, Kota Governments, City and District. Meanwhile, Series
dan Kabupaten. Sedangkan untuk Saham Seri B is shares which are owned by the Directors,
B yang dimiliki oleh Direksi, Dewan Komisaris, Board of Commissioners, Company Employees, the
Karyawan Perseroan, Masyarakat dan Pemerintah. Community and the Government.
Informasi Pemegang Saham Utama dan Information on Main Shareholders and

Pengendali Controls
bank bjb merupakan Badan Usaha Milik Daerah bank bjb is a Regionally-Owned Enterprise with the
dengan kepemilikan saham terbesar dimiliki oleh largest share ownership owned by the Government
Pemerintah Provinsi Jawa Barat. Pemegang saham of West Java Province. The Series A shareholders
Seri A adalah Pemerintah Provinsi Jawa Barat are the Government of West Java Province with
dengan jumlah kepemilikan sahamnya sebesar a total share ownership of 38.18% and the City/
38,18% dan Pemerintah Kota/Kabupaten se-Jawa District Governments in West Java with a total
Barat dengan jumlah kepemilikan sahamnya share ownership of 24.03%. Therefore, the Major

2020 Annual Report
sebesar 24,03%. Dengan demikian, Pemegang Shareholders and Controllers of the bank bjb are
Saham Utama dan Pengendali bank bjb adalah the West Java Provincial Government and the
Pemerintah Provinsi Jawa Barat dan Pemerintah City/District Governments in West Java. There are
Kota/Kabupaten se-Jawa Barat. Tidak terdapat no Main Shareholders and Controllers indirectly, to
Pemegang Saham Utama dan Pengendali secara individual owners and there are no Shareholders
tidak langsung, sampai kepada pemilik individu who act on behalf of other Shareholders.
serta tidak terdapat Pemegang Saham yang
bertindak atas nama Pemegang Saham lain.
Secara lebih rinci Informasi Pemegang Saham More detailed information on the Major and
Utama dan Pengendali dilihat pada bagian Controlling Shareholders is seen in the Composition
Komposisi Pemegang Saham pada Laporan sectionShareholders in this Annual Report.
Tahunan ini.
Pemerintah Pemerintah Pemda Pemerintah Perorangan Perorangan Institusi Badan Usaha

Provinsi Kota/Kab Provinsi Kota/Kab Lokal Asing Lokal Asing
Jawa Barat se-Jawa Barat Banten se-Banten Local Foreign Local Foreign
West Java City & District Banten City & District Individuals Individuals Intitution Corporation
Provincial Goverment of Provincial Goverment of
Goverment West Java Goverment Banten
38,18% 24,03% 5,29% 7,87% 8,82% 0,12% 11,15% 4,54%
Hak Pemegang Saham Shareholders‘ Rights
Saham Seri A adalah saham yang memberikan Series A shares are shares which give special rights
hak khusus kepada pemegangnya dalam kuorum to their holders in the attendance quorum and the
kehadiran dan kuorum persetujuan RUPS GMS approval quorum as stipulated in the Articles
sebagaimana diatur dalam Anggaran Dasar. of Association. The rights of Series A Shareholders
Adapun hak Pemegang Saham Seri A yaitu: are:
1. Menghadiri dan menyetujui pengangkatan, 1. Attending and approving the appointment,
pemberhentian dan persetujuan pengunduran dismissal and approval of the resignation of the
diri Dewan Komisaris dan Direksi. Board of Commissioners and Directors.
2. Menghadiri dan menyetujui perubahan 2. Attending and approving amendments to the
Anggaran Dasar pengeluaran Efek Bersifat atau Articles of Association for Issuance of Securities
perubahan Modal Ditempatkan dan Disetor. or changes in Issued and Paid-in Capital.
3. Menghadiri dan menyetujui penyetoran saham 3. Attending and approving stock deposits in
dalam bentuk benda selain uang, baik benda the form of objects other than money, both
berwujud maupun benda tidak berwujud. tangible and intangible objects.

4. Menghadiri dan menyetujui penggabungan, 4. Attending and approving the merger,

peleburan, pengambilalihan dan pemisahan consolidation, acquisition and separation
serta pengajuan permohonan agar Perseroan and submission of an application so that
dinyatakan pailit dan pembubaran Perseroan. the Company is declared bankrupt and the
liquidation of the Company.
5. Pemegang Saham dapat meminta penyelenggaran 5. Shareholders may request the holding of a
RUPS. GMS.
6. Pemegang saham dapat mengusulkan mata 6. Shareholders may propose agenda in the GMS.
acara dalam RUPS.
7. Setiap saham memberikan hak kepada pemegang 7. Each share gives the right to shareholders to
saham untuk mengeluarkan 1 (satu) suara. cast 1 (one) vote.
Sepanjang dalam Anggaran Dasar tidak ditetapkan As long as the Articles of Association are not
lain, maka Pemegang Saham Seri A dan Pemegang stipulated otherwise, the Series A Shareholders
Saham Seri B mempunyai hak yang sama. and Series B Shareholders have the same rights.
Kebijakan Hubungan Dengan Relationship Policies with Shareholders

Pemegang Saham
Hubungan dengan Pemegang Saham dilakukan Relationships with Shareholders are conducted
Perseroan dengan melakukan komunikasi antara by the Company by communicating between the
Perseroan dengan pemegang saham atau investor Company and shareholders or investors through
dilakukan melalui pemberian informasi laporan periodic financial report information, analyst
keuangan secara berkala, analyst meeting, meetings, GCG implementation reports, and
laporan pelaksanaan GCG, serta laporan tahunan. annual reports. The Company has a communication
Perseroan telah memiliki kebijakan komunikasi policy with shareholders or investors with the
dengan pemegang saham atau investor dengan aim that shareholders or investors get a clearer
tujuan agar para pemegang saham atau investor understanding of information that has been
mendapatkan pemahaman lebih jelas atas published to the public.
informasi yang telah dipublikasikan kepada
masyarakat.
Perlakuan yang Sama Terhadap Same Treatment of Shareholders

Pemegang Saham
Dalam memberikan informasi yang diperlukan In providing information needed by investors

oleh investor atau Pemegang Saham (transparansi or shareholders (transparency of information),
informasi), Perseroan memberikan perlakuan yang the company provides the same treatment to
sama terhadap seluruh Pemegang Saham, baik all shareholders, both majority and minority
pemegang saham Mayoritas maupun Minoritas. shareholders. This is intended so that there is
Hal ini dimaksudkan agar tidak terdapat informasi no inside information that is only known by the
pihak dalam (inside information) yang hanya Majority Shareholders. All Shareholders have the
diketahui oleh Pemegang Saham Mayoritas. same rights in obtaining information related to the
Seluruh Pemegang Saham memiliki hak yang Bank. The information dissemination function is
sama dalam memperoleh informasi terkait Bank. conducted by the Investor Relations section under
Pelaksanaan fungsi diseminasi informasi tersebut the Corporate Secretary.
dilakukan oleh bagian Hubungan Investor (Investor
Relations) di bawah Sekretaris Perusahaan
(Corporate Secretary).

2020 Annual Report
Beberapa bentuk pelaksanaan transparansi Some forms of information transparency

informasi yang dilakukan Perseroan adalah aktif conducted by the Company are active in holding
menyelenggarakan forum-forum pertemuan forums for meetings with analysts and investors,
dengan analis dan investor, melalui paparan through public exposure to ensure information
publik untuk menjamin keterbukaan informasi disclosure can be carried out properly. The method
dapat dilaksanakan dengan baik. Metode yang used, is as follows.
digunakan, adalah sebagai berikut.
1. Direct, yang meliputi Public Expose, Non Deal 1. Direct, which includes Public Expose, Non Deal
Road Show, Analyst meeting, Press Conference, Road Show, Analyst meeting, Press Conference,
1-on-1 Meetings, Group Meetings, Branch Visits 1-on-1 Meetings, Group Meetings, Branch Visits
dan Site Visits. and Site Visits.
2. Indirect, yang meliputi Laporan Tahunan, 2. Indirect, which includes Annual Report,
Laporan Keuangan Publikasi (triwulan), Published Financial Reports (quarterly),
Website, Media, Conference Calls dan Emails. Website, Media, Conference Calls and Emails.
Prinsip dasar yang digunakan oleh Perseroan The basic principles used by the Company are:
adalah:
1. Pengungkapan informasi dilakukan secara 1. Information disclosure is conducted fairly (fair
wajar (fair disclosure information) dengan disclosure information) with due regard to the
memperhatikan prinsip kesetaraan (equitable principle of equality (equitable treatment) and
treatment) dan transparansi. transparency.
2. Bank maupun Direksi serta pegawai wajib 2. Banks and Directors and employees are
memberikan informasi dengan berpegang pada required to provide information by adhering
prinsip kehati-hatian dengan memperhatikan to the principle of prudence by observing the
ketentuan kerahasiaan di bidang perbankan provisions of confidentiality in the applicable
yang berlaku. banking sector.
3. Komunikasi dengan Komunitas Pasar Modal dan 3. Communication with the Capital Market
Komunitas Investor menggunakan kebijakan Community and Investor Community uses a
satu pintu (one door policy). Perseroan one door policy. The Company continues to
senantiasa membangun hubungan baik dengan build good relations with investors, analysts
investor, analis maupun masyarakat pasar and other capital market communities through
modal lainnya melalui penyelenggaraan secara the regular implementation of activities such as
berkala kegiatan-kegiatan seperti pertemuan meetings with analysts/investors on a national
dengan analis/investor dalam skala nasional and international scale and performance
maupun internasional serta paparan kinerja exposure to the public.
kepada publik.
Perseroan senantiasa membangun hubungan baik The Company always builds good relations with
dengan investor, analis maupun masyarakat pasar investors, analysts and other capital market
modal lainnya melalui penyelenggaraan secara communities through regular organizing of
berkala kegiatan-kegiatan seperti pertemuan activities such as meetings with analysts/
dengan analis/investor dalam skala nasional investors on a national and international scale and
maupun internasional serta paparan kinerja kepada performance exposure to the public. The Company
publik. Perseroan juga memenuhi kewajiban also fulfils the obligation to disclose information as
keterbukaan informasi sebagaimana yang diatur regulated in Indonesian Capital Market regulations
dalam peraturan Pasar Modal Indonesia seperti such as financial reports, annual reports, certain
laporan keuangan, laporan tahunan, laporan shareholder reports and public exposures.
pemegang saham tertentu dan paparan publik.

Perseroan juga telah memberikan akses seluas- The Company has also provided the widest possible
luasnya kepada masyarakat umum dan investor access to the general public and investors to
untuk memperoleh informasi melalui situs obtain information through the Company’s website
Perseroan di laman www.bankbjb.co.id. Situs ini on page www.bankbjb.co.id. This site contains
memuat informasi terkini seperti aksi korporasi, the latest information such as corporate actions,
laporan keuangan dan company guidance financial reports and company guidance (quarterly),
(triwulanan), bahan presentasi Perseroan ke publik Company presentation material to the public and
dan kliping media mengenai pemberitaan Bank. media clippings regarding the Bank’s news.
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) bank The bank bjb General Meeting of Shareholders
bjb terdiri atas RUPS Tahunan dan RUPS Luar (GMS) consists of the Annual GMS and the
Biasa. RUPS Tahunan diselenggarakan tiap tahun Extraordinary GMS. The Annual GMS is held
paling lambat 6 (enam) bulan setelah tahun every year no later than 6 (six) months after
buku Perseroan ditutup. Sedangkan RUPS Luar the Company’s fiscal year is closed. While
Biasa dapat diselenggarakan sewaktu-waktu Extraordinary GMS can be held at any time based
berdasarkan kebutuhan untuk membicarakan on the need to discuss and decide on the agenda
dan memutuskan mata acara rapat dengan of the meeting by observing the applicable laws
memperhatikan peraturan perundang-undangan and regulations and the Company’s Articles of
yang berlaku dan Anggaran Dasar Perseroan. Association.
Pada saat pelaksanaan RUPS, Perseroan dapat In the GMS, the Company may invite other parties
mengundang pihak lain yang terkait dengan mata related to the agenda of the GMS. The other
acara RUPS, Pihak lain yang dimaksud antara lain parties includes institutions and/or Capital Market
lembaga dan/atau Profesi Penunjang Pasar Modal Supporting Professionals related to the holding
yang terkait dengan penyelenggaraan RUPS dan/ of the GMS and/or related to the agenda and
atau terkait dengan mata acara rapat dan komite meetings of committees owned by the Company.
yang dimiliki Perseroan.
Kewenangan RUPS Authority of GMS
Kewenangan RUPS meliputi hal-hal sebagai The authority of the GMS includes the following
berikut, termasuk namun tidak terbatas pada: matters, including but not limited to:
1. Mengangkat dan memberhentikan anggota 1. To appoint and dismiss members of the
Dewan Komisaris dan Direksi Perusahaan. Company’s Board of Commissioners and
Directors.
2. Menyetujui Laporan Tahunan dan Laporan 2. Approve the Annual Report and Financial
Keuangan serta menetapkan penggunaan laba, Statements and determine the use of profits, if
jika perusahaan mempunyai saldo laba yang the company has a positive profit balance.
positif.
3. Menetapkan gaji berikut fasilitas dan tunjangan 3. Determine the salary and facilities and benefits
anggota Dewan Komisaris dan Direksi. of members of the Board of Commissioners
and Directors.
4.
Memutuskan perbuatan hukum untuk 4. Decides legal actions to conduct material
melakukan transaksi material dan transaksi transactions and certain conflict of interest
benturan kepentingan tertentu sebagaimana transactions as referred to in legislation in the
dimaksud dalam peraturan perundang- capital market.
undangan di bidang pasar modal.

2020 Annual Report
5. Memutuskan perbuatan hukum untuk 5. Decides legal actions to transfer or guarantee

mengalihkan atau menjadikan jaminan utang debt in whole or more than 50% (fifty percent)
seluruh atau lebih dari 50% (lima puluh persen) of the total net assets of the Company either
dari sejumlah kekayaan bersih Perseroan baik in one transaction or several transactions that
dalam satu transaksi atau beberapa transaksi are independent or related to each other, which
yang berdiri sendiri ataupun yang berkaitan occur within a period of 1 (one) fiscal year or
satu sama lain, yang terjadi dalam jangka a longer period of time as stipulated in the
waktu 1 (satu) tahun buku atau jangka waktu Company’s Articles of Association.
yang lebih lama sebagaimana diatur dalam
Anggaran Dasar Perseroan.
6. Menyetujui pengunduran diri anggota Direksi 6. Approve the resignation of members of
dan anggota Dewan Komisaris. the Board of Directors and the Board of
Commissioners.
7. Merubah Anggaran Dasar Perseroan. 7. Change the Company’s Articles of Association.
8. Memberikan persetujuan pengeluaran Efek 8. To approve the issuance of Equity Securities/
Bersifat Ekuitas/Perubahan Modal Ditempatkan Changes in Issued and Paid-Up Capital, as well
dan Disetor, serta penyetoran saham. as the payment of shares.
9. Memberikan persetujuan penggabungan, 9. To approve the merger, consolidation,
peleburan, pengambilalihan, pemisahan, acquisition, separation and submission of an
pengajuan permohonan agar Perseroan application so that the Company is declared
dinyatakan pailit dan pembubaran Perseroan. bankrupt and the liquidation of the Company.
10. Penunjukan Akuntan Publik dan/atau 10. Appointment of a Public Accountant and/or
pemberian kuasa kepada Dewan Komisaris granting power of attorney to the Board of
untuk menunjuk Akuntan Publik dengan disertai Commissioners to appoint a Public Accountant
penjelasan mengenai alasan pemberian kuasa accompanied by an explanation of the reasons
tersebut dan kriteria atau batasan Akuntan for the power of attorney and the criteria or
Publik. limitations of the Public Accountant.
11. Menetapkan pembagian tugas dan wewenang 11. Establish the division of tasks and management
pengurusan diantara anggota Direksi. authority among members of the Board of
Directors.
Proses Penyelenggaraan RUPS Process of the GMS
RUPS Tahunan diselenggarakan setiap tahun The Annual GMS is held every year no later than
paling lambat 6 (enam) bulan setelah tahun 6 (six) months after the Company’s fiscal year is
buku Perseroan ditutup. Sedangkan untuk RUPS closed. Meanwhile, the Extraordinary GMS can be
Luar Biasa dapat diselenggarakan sewaktu- held at any time based on the needs of the Company
waktu berdasarkan kebutuhan Perseroan dengan by taking into account the applicable laws and
memperhatikan peraturan perundang-undangan regulations and the Articles of Association.
yang berlaku dan Anggaran Dasar.
Tempat Penyelenggaran RUPS The Place of the GMS
RUPS wajib dilakukan di wilayah Republik GMS must be held in the territory of the Republic
Indonesia yaitu dapat diadakan di: of Indonesia which can be held at:
1. Tempat kedudukan Perseroan. 1. The domicile of the Company.
2. Tempat Perseroan melakukan kegiatan usaha 2. Where the Company conducts main business
utama. activities.
3. Ibukota Provinsi tempat kedudukan atau 3. The Capital of the Province of the domicile or
tempat kegiatan usaha utama Perseroan. place of the Company’s main business activities.
4. Provinsi tempat kedudukan Bursa Efek atas 4. The province where the Stock Exchange is
saham Perseroan dicatatkan. domiciled over the Company’s shares is listed.

Pengumuman dan Pemanggilan RUPS Announcement and Calls of GMS
Pengumuman RUPS dilakukan paling lambat Announcement of the GMS is made no later than 14
14 (empat belas) hari sebelum pemanggilan (fourteen) days prior to the invitation of the GMS,
RUPS dengan tidak memperhitungkan tanggal excluding the announcement date and the date of
pengumuman dan tanggal pemanggilan. Perseroan the summons. The Company is obliged to call the
wajib melakukan pemanggilan RUPS kepada GMS to Shareholders no later than 21 (twenty one)
Pemegang Saham paling lambat 21 (dua puluh satu) days before the GMS, without taking into account
hari sebelum RUPS, dengan tidak memperhitungkan the date of the invitation and date of the GMS.
tanggal pemanggilan dan tanggal RUPS.
RUPS dipimpin oleh Komisaris Utama, dalam hal The GMS is chaired by the President Commissioner,
Komisaris Utama tidak hadir atau kosong, maka in the event the President Commissioner is absent
RUPS dipimpin oleh seorang anggota Dewan or vacant, the GMS is chaired by a member of the
Komisaris yang ditunjuk oleh Rapat Dewan Board of Commissioners appointed by the Board
Komisaris. Dalam hal semua anggota Dewan of Commissioners’ Meeting. In the event that
Komisaris tidak hadir atau kosong, maka RUPS all members of the Board of Commissioners are
dipimpin oleh salah seorang anggota Direksi yang absent or empty, the GMS is chaired by a member
ditunjuk oleh Direksi. Dalam hal semua anggota of the Board of Directors appointed by the Board
Direksi tidak hadir atau kosong, maka RUPS of Directors. In the event that all members of the
dipimpin oleh Pemegang Saham yang hadir dalam Board of Directors are absent or empty, the GMS
RUPS yang ditunjuk dari dan oleh peserta. is chaired by Shareholders who are present at the
GMS appointed from and by the participants.

2020 Annual Report
Dalam hal anggota Dewan Komisaris yang ditunjuk In the event that a member of the Board of
oleh Dewan Komisaris yang mempunyai benturan Commissioners appointed by the Board of
kepentingan atas hal yang akan diputuskan dalam Commissioners has a conflict of interest regarding
RUPS, maka RUPS dipimpin oleh anggota Dewan the matter to be decided at the GMS, the GMS
Komisaris lainnya yang tidak mempunyai benturan shall be chaired by another member of the Board
kepentingan yang ditunjuk oleh Dewan Komisaris. of Commissioners who does not have a conflict of
Apabila semua anggota Dewan Komisaris interest appointed by the Board of Commissioners.
mempunyai benturan kepentingan, maka RUPS If all members of the Board of Commissioners have
dipimpin oleh salah satu Direktur yang ditunjuk a conflict of interest, the GMS is chaired by one of
oleh Direksi. the Directors appointed by the Board of Directors.
Dalam hal salah satu Direktur yang ditunjuk oleh In case of one of the Directors appointed
Direksi mempunyai benturan kepentingan atas by the Board of Directors has a conflict of
hal yang akan diputuskan dalam RUPS, maka interestregarding the matter to be decided at the
RUPS dipimpin oleh anggota Direksi yang tidak GMS, the GMS shall be chaired by a member of the
mempunyai benturan kepentingan. Apabila Board of Directors who does not have a conflict of
semua anggota Direksi mempunyai benturan interest. If all members of the Board of Directors
kepentingan, maka RUPS dipimpin oleh salah have a conflict of interest, the GMS is chaired by
seorang Pemegang Saham bukan pengendali one of the non-controlling Shareholders elected
yang dipilih oleh mayoritas Pemegang Saham by the majority of Shareholders present at the
yang hadir dalam RUPS. GMS.
Kuorum Dalam RUPS Quorum in GMS
RUPS dapat dilangsungkan apabila: GMS can be held if:

1. Dihadiri oleh Pemegang Saham atau kuasanya 1. Attended by Shareholders or their legal proxies
yang sah yang mewakili lebih dari 1/2 (satu per representing more than 1/2 (one half) of all
dua) bagian dari seluruh saham dengan hak shares with valid voting rights, and decisions
suara yang sah, dan keputusan disetujui oleh are approved by more than 1/2 (one half) of all
lebih dari 1/2 (satu per dua) bagian dari seluruh shares with voting rights attend the GMS unless
saham dengan hak suara yang hadir dalam otherwise specified in the applicable laws and
RUPS kecuali ditentukan lain dalam peraturan regulations.
perundangan yang berlaku.
2. Rapat kedua adalah sah dan berhak mengambil 2. The second meeting is valid and has the right
keputusan yang mengikat apabila dihadiri oleh to make binding decisions if attended by
Pemegang Saham atau kuasanya yang sah yang Shareholders or their legal proxies representing
mewakili sedikitnya 1/3 (satu per tiga) bagian dari at least 1/3 (one third) of the total number of
jumlah seluruh saham dengan hak suara yang sah shares with valid voting rights and decisions
dan keputusan disetujui oleh lebih dari 1/2 (satu approved by more than 1/2 ( one-half) share
per dua) bagian dari seluruh saham dengan hak of all shares with voting rights present at
suara yang hadir dalam RUPS, kecuali ditentukan the GMS, unless otherwise stipulated in the
lain dalam Anggaran Dasar dan peraturan Articles of Association and applicable laws and
perundang-undangan yang berlaku. regulations.
3. Dalam hal kuorum kehadiran pada RUPS 3. In the event that the attendance quorum at
kedua tidak tercapai, RUPS ketiga dapat the second GMS is not reached, the third RUPS
diadakan dengan ketentuan RUPS ketiga sah may be held provided that the third RUPS is
dan berhak mengambil keputusan jika dihadiri valid and has the right to make decisions if
oleh Pemegang Saham dari saham dengan hak attended by Shareholders of shares with valid
suara yang sah dalam kuorum kehadiran dan voting rights in the attendance quorum and a
kuorum keputusan yang ditetapkan oleh OJK quorum for decisions determined by the OJK
atas permohonan Perseroan. at the request of the Company.

4. Pemanggilan RUPS ketiga dilakukan atas 4. Summons for the third GMS are made at the
permohonan Perseroan dan ditetapkan request of the Company and determined by
oleh OJK. Dalam pemanggilan RUPS ketiga the FSA. In the summons of the third GMS, the
menyebutkan RUPS kedua telah dilangsungkan second GMS was held and did not reach the
dan tidak mencapai kuorum kehadiran. attendance quorum.
Pengambilan Keputusan Dalam RUPS Decision Making in GMS
Semua keputusan diambil berdasarkan All decisions are made based on deliberation to
musyawarah untuk mufakat. Dalam hal keputusan reach consensus. In the event that a decision based
berdasarkan musyawarah untuk mufakat tidak on deliberation to reach consensus is not reached,
tercapai maka keputusan diambil berdasarkan then the decision is taken based on the agreed vote
suara setuju sebagaimana ditentukan dalam as determined in the Articles of Association. Each
Anggaran Dasar. Setiap Pemegang Saham tunduk Shareholder is subject to the Company’s Articles
kepada Anggaran Dasar Perseroan dan kepada of Association and to all decisions taken legally at
semua keputusan yang diambil dengan sah dalam the GMS and the applicable laws and regulations.
RUPS serta peraturan perundangan-undangan
yang berlaku.
Risalah RUPS Minute of GMS
Perseroan wajib membuat risalah RUPS dan The Company is required to prepare a GMS minutes
ringkasan risalah RUPS. Risalah RUPS wajib dibuat and a summary of GMS minutes. Minutes of the
dan ditandatangani oleh pimpinan rapat dan GMS must be prepared and signed by the chair
paling sedikit 1 (satu) orang Pemegang Saham of the meeting and at least 1 (one) Shareholder
yang ditunjuk dari dan oleh peserta RUPS. Risalah appointed from and by the GMS participants.
RUPS dibuat dalam bentuk akta Berita Acara Rapat Minutes of the GMS are made in the form of a
yang dibuat oleh notaris. Selanjutnya, risalah RUPS Minutes of Meeting made by a notary. Furthermore,
wajib disampaikan kepada OJK paling lambat 30 minutes of the GMS must be submitted to the FSA
(tiga puluh) hari setelah RUPS diselenggarakan. no later than 30 (thirty) days after the GMS is held.
Pelaksanaan RUPS Tahunan 2020 dan Implementation of The 2020 Annual

Realisasinya GMS and Its Realization
Pemberitahuan Pengumuman Pemanggilan Pelaksanaan Ringkasan Risalah Hasil RUPS

Information Announcement Invitation Implementation Summary of Minutes AGM Result
Diberitahukan Diumumkan pada Diumumkan pada RUPS tahunan Ringkasan Risalah RUPS Diumumkan
pada tanggal tanggal 14 Februari tanggal 2 Maret dilaksanakan pada Tahunan diumumkan pada tanggal
7 Februari 2020 2020, melalui 2020, melalui hari Kamis, 16 April tanggal 20 April 2020 20 April 2020
kepada OJK. Harian Umum Bisnis Harian Umum Bisnis 2020 pada pukul melalui Harian Umum melalui Harian
Notified on Indonesia. Indonesia. 09.40 s/d 13.19 Bisnis Indonesia. Umum Bisnis
February 7, 2020 Announced on Announced on WIB, bertempat di The Summary of Indonesia.
to FSA. February 14, 2020, March 2, 2020, Kantor Pusat bank Minutes of the Annual Announced on
through Harian through Harian bjb, Jl. Naripan GMS was announced on April 20, 2020
Umum Bisnis Umum Bisnis No. 12-14, Bandung April 20, 2020 through through Harian
Indonesia. Indonesia. The annual GMS Bisnis Indonesia General Umum Bisnis
was held on Daily. Indonesia.
Thursday, April 16
2020 from 09.40
to 13.19 WIB, at the
head office of bank
bjb, Jl. Naripan No.
12-14, Bandung

2020 Annual Report
Rekapitulasi Kehadiran Pada RUPS Tahunan Attendance Recapitulation at the 2020

2020 Annual GMS
RUPS Tahunan 2020 yang dihadiri oleh Dewan Annual GMS 2020 attended by the Board of
Komisaris dan Direksi Perseroan serta kehadiran Commissioners and Directors of the Company
lembaga/profesi penunjang pasar modal. and the presence of capital market supporting
Kehadiran lembaga/profesi penunjang pasar institutions/professions. The presence of capital
modal dalam RUPS Tahunan 2020 antara lain: market supporting institutions/professions at the
2020 Annual GMS include:
1. Raden Tendy Suwarman, Sarjana Hukum, Notaris 1. Raden Tendy Suwarman, Bachelor of Law,
di Kota Bandung yang akan membuat Risalah Notary in Bandung City who will make Minutes
Rapat Umum Pemegang Saham Tahunan. of the Annual General Meeting of Shareholders.
2. Kantor Akuntan Publik Amir, Abadi, Jusuf, 2. Amir, Abadi, Jusuf, Mawar and Rekan’s Public
Mawar dan Rekan, firma anggota RSM Global Accountant Firm, a member of the Global RSM
yang telah melakukan Audit Laporan Keuangan member who has conducted an Audit of the
Perseroan untuk Tahun Buku 2019. Company’s Financial Statements for Fiscal Year
2019.
3. Biro Administrasi Efek Perseroan yaitu 3. The Company’s Securities Administration
Perseroan Terbatas PT Datindo Entrycom. Bureau, namely the Limited Liability Company
PT Datindo Entrycom.
4. Konsultan Hukum Perseroan, yaitu: 4. Company Legal Consultants, namely:
- Bapak Dindin S. Maolani, Sarjana Hukum. - Mr. Dindin S. Maolani, Bachelor of Laws.
- Ibu Etza Imelda Fitri, Sarjana Hukum, - Mrs. Etza Imelda Fitri, Bachelor of Laws,
Magister Hukum. Master of Laws.
Dewan Komisaris dan Direksi yang yang hadir The Board of Commissioners and Directors present
dalam RUPS Tahunan adalah sebagai berikut. at the Annual GMS are as follows.
Nama Jabatan Kehadiran Keterangan

No.
Name Position Attandance Information
Komisaris Utama Independen Hadir
1. Farid Rahman
Independent President Commissioner Present
Komisaris Hadir
2. Muhadi
Commissioner Present
Komisaris Independen Hadir
3. Yayat Sutaryat
Independent Commissioner Present
Direktur Utama Hadir
4. Yuddy Renaldi
President Director Present
Direktur Kepatuhan Hadir
5. Agus Mulyana
Director of Compliance Present
Direktur Keuangan & Manajemen Risiko Hadir
6. Nia Kania
Director of Finance & Risk Management Present
Direktur Konsumer dan Ritel Hadir
7. Suartini
Director of Consumer and Retail Present
Direktur IT, Treasury & International
Banking Hadir
8. Rio Lanasier
Director of IT, Treasury & International Present
Banking
Direktur Operasional Hadir
9. Tedi Setiawan
Director of Operations Present

Keputusan dan Realisasi RUPS Tahunan Decision and Realization of the 2020
2020 Annual GMS
Agenda Pertama First Agenda

Persetujuan Laporan Tahunan Direksi mengenai keadaan dan Approval of the Annual Report of the Board of Directors
jalannya Perseroan termasuk Laporan Pelaksanaan Tugas regarding the condition and operation of the Company including
Pengawasan Dewan Komisaris untuk Tahun Buku 2019 dan the Report on the Implementation of Supervisory Duties of the
pengesahan Laporan Keuangan Perseroan Tahun Buku 2019 Board of Commissioners for the 2019 Financial Year and the
sekaligus pemberian pelepasan atau pembebasan tanggung ratification of the Company’s Financial Statements for the 2019
jawab sepenuhnya (acquit et de charge) kepada Direksi dan Financial Year as well as granting full release of responsibility
Dewan Komisaris atas tindakan pengurusan dan pengawasan (acquit et de charge) to the Board of Directors and the Board of
yang telah dijalankan selama Tahun Buku 2019. Commissioners for management actions and supervision that had
been carried out during the 2019 Financial Year.
Jumlah Pemegang Saham yang mengajukan pertanyaan dan/ Number of Shareholders who submitted questions and/or gave
atau memberikan pendapat: - opinions: -
Hasil Pemungutan Suara Voting Results
Setuju : 7.726.880.693 Saham (99,89%) Agree : 7,726,880,693 Shares (99.89%)
Terdiri dari Seri A 7.414.714.661 dan Consists of Series A: 7,414,714,661 and
Seri B 312.166.032 Series B: 312,166,032
Tidak Setuju : 0 Saham (0%) Disagree : 0 Shares (0%)
Abstain : 8.816.800 Saham (0,11%) yang seluruhnya Abstain : 8,816,800 Shares (0.11%), all of which are
merupakan saham Seri B Series B shares
Keputusan: Decision:
1. Menyetujui Laporan Tahunan Direksi mengenai keadaan dan 1. Approving the Board of Directors’ Annual Report regarding the
jalannya Perseroan termasuk Laporan Pelaksanaan Tugas condition and operation of the Company, including the Report
Pengawasan Dewan Komisaris untuk Tahun Buku 2019. on the Implementation of Supervisory Duties of the Board of
Commissioners for the 2019 Financial Year.
2. Mengesahkan Laporan Keuangan Perseroan untuk Tahun Buku 2. Ratifying the Company’s Financial Statements for the 2019 Fiscal
2019 yang telah diaudit oleh Kantor Akuntan Publik Amir Abadi Year which have been audited by the Public Accounting Firm
Jusuf, Aryanto, Mawar dan Rekan sesuai dengan laporan nomor Amir Abadi Jusuf, Aryanto, Mawar and Partners in accordance
00079/2.1030/AU.1/07/0645-1/1/II/2020 tanggal 28 Februari with the report number 00079/2.1030/AU.1/07/0645-1/1/
2020, dengan opini Wajar Tanpa Pengecualian. II/2020 dated February 28, 2020, with Unqualified opinion.
3. Selanjutnya dengan disetujuinya Laporan Tahunan dan 3. Furthermore, with the approval of the Annual Report and the
disahkannya Laporan Keuangan Perseroan Konsolidasian untuk ratification of the Company’s Consolidated Financial Statements
Tahun Buku 2019 tersebut, maka Rapat memberikan pelepasan for the 2019 Financial Year, the Meeting granted the release or full
atau pembebasan sepenuhnya dari tanggung jawab (acquit et de release of responsibility (acquit et de charge) to all members of the
charge) kepada seluruh anggota Direksi atas tindakan pengurusan Board of Directors for management actions and to all members of
dan kepada seluruh anggota Dewan Komisaris atas tindakan the Board of Commissioners for actions supervision that had been
pengawasan yang telah dijalankan selama Tahun Buku 2019 sejauh carried out during the 2019 Fiscal Year to the extent that these
tindakan tersebut tercermin dalam Laporan Keuangan Perseroan. actions were reflected in the Company’s Financial Statements.
Tindak Lanjut: Telah Terealisasi Follow-up: Had been realized
Agenda Kedua Second Agenda

Penetapan penggunaan Laba Bersih Perseroan termasuk Determination of the use of the Company’s Net Profits including
pembagian dividen untuk Tahun Buku 2019. the distribution of dividends for the 2019 Financial Year.
atau memberikan pendapat: 2 (dua) orang opinions: 2 (two) people
Terdiri dari Seri A 7.414.714.661 dan Consisting of Series A: 7,414,714,661 and
Seri B : 320.533.932 Series B 320,533,932
Tidak Setuju : 448.900 Saham (0,01%) Yang seluruhnya Disagree : 448,900 Shares (0.01%), all of which were
Abstain : 0 Saham (0%) Abstain : 0 Shares (0%)
Menetapkan penggunaan laba bersih Perseroan sebesar Determining the use of the Company’s net profit in the amount
Rp1.541.853.722.752,- (Satu Triliun Lima Ratus Empat Puluh Satu of IDR1,541,853,722,752, - (One Trillion Five Hundred Forty One
Miliar Delapan Ratus Lima Puluh Tiga Juta Tujuh Ratus Dua Puluh Billion Eight Hundred Fifty Three Million Seven Hundred Twenty
Dua Ribu Tujuh Ratus Lima Puluh Dua Rupiah) sebagai berikut: Two Thousand Seven Hundred Fifty Two Rupiah) as follows:
1. 60% dari laba bersih Tahun Buku 2019 atau setelah pembulatan 1. 60% of net profit for the 2019 Financial Year or after rounding
sebesar Rp925.042.768.877,- (Sembilan Ratus Dua Puluh Lima up of IDR925,042,768,877 (Nine Hundred Twenty-Five Billion
Miliar Empat Puluh Dua Juta Tujuh Ratus Enam Puluh Delapan Ribu Forty-Two Million Seven Hundred Sixty Eight Thousand Eight
Delapan Ratus Tujuh Puluh Tujuh Rupiah) atau sebesar Rp94,02,- Hundred Seventy-Seven Rupiah) or IDR94.02,- (Ninety-Four
(Sembilan Puluh Empat Koma Nol Dua Rupiah) per lembar saham Point Zero Two Rupiah) per share is determined as cash
ditetapkan sebagai dividen tunai dan dibagikan kepada seluruh dividends and distributed to all registered shareholders in
pemegang saham yang tercatat sesuai dengan ketentuan yang accordance with applicable regulations. Furthermore, giving
berlaku. Selanjutnya memberikan kuasa dan wewenang kepada power and authority to the Board of Directors to regulate the
Direksi untuk mengatur tata cara pembayaran dividen tunai tersebut. procedure for payment of the cash dividend
2. 40% dari laba bersih Tahun Buku 2019 atau setelah pembulatan 2. 40% of the net profit for the 2019 Financial Year or after
sebesar Rp616.810.953.875,- (Enam Ratus Enam Belas Miliar rounding up of IDR616,810,953,875,- (Six Hundred Sixteen
Delapan Ratus Sepuluh Juta Sembilan Ratus Lima Puluh Tiga Billion Eight Hundred Ten Million Nine Hundred Fifty Three
Ribu Delapan Ratus Tujuh Puluh Lima Rupiah) ditetapkan Thousand Eight Hundred Seventy Five Rupiah) was determined
sebagai penguatan CKPN sesuai PSAK 71. as the strengthening of CKPN in accordance with PSAK 71.

2020 Annual Report
Agenda Ketiga Third Agenda

Penunjukan Kantor Akuntan Publik untuk mengaudit Laporan Appointment of a Public Accounting Firm to audit the Company’s
Keuangan Perseroan Tahun Buku 2020. Financial Statements for the 2020 Financial Year.
Terdiri dari SeriA 7.414.714.661 Consists of Series A 7,414,714,661
Seri B 308.257.632 Series B 308,257,632
Tidak Setuju : 12.725.200 Saham (0,16%) Yang seluruhnya Disagree : 12,725,200 Shares (0.16%), all of which were
Memberikan kuasa kepada Dewan Komisaris untuk: Granting power of attorney to the Board of Commissioners to:
1. Menunjuk Kantor Akuntan Publik untuk melakukan audit 1. Appoint a Public Accounting Firm to audit the Company’s
Laporan Keuangan Perseroan Tahun Buku 2020. Financial Statements for the 2020 Fiscal Year.
2. Menetapkan persyaratan lain serta besarnya jasa audit dengan 2. Determine other requirements as well as the amount of audit
memperhatikan kewajaran serta ruang lingkup pekerjaan audit. services by taking into account the fairness and scope of audit
work.
Tindak Lanjut: Telah Terealisasi Follow-up: It has been realized
Agenda Keempat Fourth Agenda

Laporan Realisasi Penggunaan Dana Hasil Penawaran Report on the Realization of the Use of Proceeds from
Umum Perseroan. the Company’s Public Offering.
Jumlah Pemegang Saham yang mengajukan pertanyaan Number of Shareholders who submitted questions and/
dan/atau memberikan pendapat: - or gave opinions: -
Tidak dilakukan pemungutan suara karena bersifat No voting was conducted because it was a report.
laporan.
Total dana yang dihimpun oleh Perseroan dari Penawaran
The total funds raised by the Company from the
Umum Berkelanjutan I Tahap I Tahun 2017, Tahap II Tahun
Continuous Public Offering I Phase I Year 2017, Phase II
2018 dan Tahap III Tahun 2019 adalah sebagai berikut:
Year 2018 and Phase III Year 2019 were as follows:
1. Jumlah total dana hasil penawaran umum sebesar 1. The total amount of proceeds from the public offering
Rp4.500.000.000.000,- (Empat Triliun Lima Ratus is IDR4,500,000,000,000 (Four Trillion and Five
Miliar Rupiah). Hundred Billion Rupiah).
2. Jumlah total biaya emisi sesuai hasil audit sebesar
2. The total issuance cost according to the audit results
Rp7.953.483.750,- (Tujuh Miliar Sembilan Ratus Lima
Puluh Tiga Juta Empat Ratus Delapan Puluh Tiga Ribu is IDR7,953,483,750 (Seven Billion Nine Hundred Fifty
Tujuh Ratus Lima Puluh Rupiah). Three Million Four Hundred Eighty Three Thousand
3. Jumlah total proceed netto sebesar Seven Hundred Fifty Rupiah).
Rp4.492.046.516.250,- (Empat Triliun Empat Ratus 3. The total net proceeds of IDR4,492,046,516,250 (Four
Sembilan Puluh Dua Miliar Empat Puluh Enam Juta Trillion Four Hundred Ninety Two Billion Forty Six
Lima Ratus Enam Belas Ribu Dua Ratus Lima Puluh Million Five Hundred Sixteen Thousand Two Hundred
Rupiah).
Fifty Rupiah).
Dari perolehan dana tersebut, dapat di informasikan From the proceeds of these funds, it can be seen that all
bahwa seluruhnya telah dipergunakan untuk ekspansi of them have been used for credit expansion.
kredit. Follow-up: Had been realized
Tindak Lanjut: Telah Terealisasi
Agenda Kelima Fifth Agenda
Persetujuan atas pengkinian Rencana Aksi (Recovery Plan) Approval of the updating of the Company’s Recovery Plan.
Perseroan.
atau memberikan pendapat: opinions:
Pengambilan keputusan dilakukan secara musyawarah untuk Decisions were made by deliberation to reach a consensus
mufakat (100% setuju). (100% agree).
1. Menyetujui pengkinian Rencana Aksi (Recovery Plan) 1. Approving the updating of the Company’s Recovery Plan
Perseroan sebagaimana dokumen rencana aksi (Recovery in accordance with the Recovery Plan document that was
Plan) yang telah disampaikan kepada Otoritas Jasa Keuangan submitted to the Financial Services Authority through letter
melalui surat nomor 1025/DIR-TRE/2019 tanggal 27 November number 1025/DIR-TRE/2019 dated November 27, 2019 in
2019 dalam rangka memenuhi ketentuan Peraturan Otoritas order to comply with the provisions of the Financial Services
Jasa Keuangan nomor 14/POJK.03/2017 tanggal 4 April 2017 Authority Regulation number 14./POJK.03/2017 dated April 4,
tentang Rencana Aksi (Recovery Plan) Bagi Bank Sistemik. 2017 concerning Recovery Plan for Systemic Banks.
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris 2. Giving the authority and power to the Board of Commissioners
dan/atau Direksi untuk menjalankan seluruh tindakan yang and/or Directors to carry out all necessary actions in
diperlukan dalam melaksanakan Rencana Aksi (Recovery Plan) implementing the Action Plan (Recovery Plan) in accordance
sesuai ketentuan yang berlaku. with applicable regulations.

Agenda Keenam Sixth Agenda

Persetujuan atas perubahan Peraturan Dana Pensiun Perseroan. Approval of changes to the Company’s Pension Fund Regulations.
atau memberikan pendapat: 4 (empat) opinions: 4 (four)
Terdiri dari Seri A 5.875.219.245 Consisting of Series A 5,875,219,245
Seri B 2.884.200 Series B 2v,884,200
Tidak Setuju : 993.070.930 Saham (12,84%) Disagree : 993,070,930 Shares (12.84%)
Terdiri dari : Seri A : 675.917.198 Seri B : 317.153.732 Consisting of : Series A: 675,917,198 Series B: 317,153,732
Abstain : 864.523.118 Saham (11,17%) Abstain : 864,523,118 Shares (11.17%)
Terdiri dari : Seri A : 863.578.218 Seri B : 944.900 Consisting of : Series A: 863,578,218 Series B: 944,900
1. Menyetujui Kenaikan Manfaat Pensiun Bulanan dengan Nominal 1. Approving an increase in monthly pension benefits with a
Rp200.000,- (dua ratus ribu rupiah) s.d Rp1.000.000,- (satu nominal value of IDR200,000 (two hundred thousand rupiah)
juta rupiah) sesuai dengan Surat Pernyataan Pendiri Dana up to IDR1,000,000 (one million rupiah) in accordance with the
Pensiun tanggal 09 April 2020. Pension Fund Founder’s Statement Letter dated April 9, 2020.
2. Menyetujui Kenaikan Manfaat Pensiun Lainnya (Tunjangan Hari 2. Approving an increase in other pension benefits (holiday
Raya) sebesar Rp2.000.000,- (dua juta rupiah). allowances) of IDR2,000,000 (two million rupiah).
3. Menyetujui perubahan usia pensiun dari 55 tahun menjadi 56 3. Approving to change the retirement age from 55 years to 56
tahun. years.
4. Memberikan kuasa dan wewenang kepada Direksi dengan hak 4. Granting power and authority to the Board of Directors with the
substitusi untuk melakukan segala tindakan yang diperlukan right of substitution to take all necessary actions in connection
berkaitan dengan keputusan mata acara rapat ini sesuai with the resolutions of this meeting agenda in accordance with
ketentuan yang berlaku. applicable regulations.
Agenda Ketujuh Seventh Agenda

Penetapan Remunerasi Pengurus Perseroan. Determination of Remuneration for the Management of the Company..
atau memberikan pendapat: 2 (dua) opinions: 2 (two)
Terdiri dari Seri A 7.414.714.661 Consists of Series A 7,414,714,661
Seri B 319.589.032 Series B 319,589,032
Tidak Setuju : 448.900 Saham (0,01%) Yang seluruhnya Disagree : 448,900 Shares (0.01%), all of which were
Abstain : 994.900 Saham (0,01%) Yang seluruhnya Abstain : 994,900 Shares (0.01%), all of which were
1. Menyetujui dan menetapkan perubahan salah satu fasilitas 1. Approving and determining changes to one of the facilities of
Pengurus bank bjb yaitu penghargaan/purna jabatan untuk bank bjb Management, namely awards/retirement for the Board
Direksi dan Dewan Komisaris disesuaikan dengan Akta of Directors and the Board of Commissioners according to the
Keputusan RUPS No. 86 tanggal 30 April 2019 sehubungan Deed of GMS Decree No. 86 dated 30 April 2019 in connection
dengan adanya perubahan masa jabatan Pengurus dalam 1 with a change in the term of office of the Management in 1
(satu) periode yang semula 4 (empat) tahun menjadi 5 (lima) (one) period from 4 (four) years to 5 (five) years in accordance
tahun sesuai dengan Akta Keputusan RUPS No. 86 pada with the Deed of GMS Resolution No. 86 on April 30, 2019.
tanggal 30 April 2019.
2. Komponen remunerasi serta fasilitas – fasilitas lainnya bagi 2. The components of the remuneration and other facilities for
Dewan Komisaris dan Direksi Perseroan tidak mengalami the Board of Commissioners and Board of Directors of the
perubahan dan masih mengacu pada Keputusan RUPS No. Company have not changed and still refer to the Resolution of
785/V/2012 tanggal 9 Mei 2012. the GMS No. 785/V/2012 dated May 9, 2012.
Agenda Kedelapan Eighth Agenda

Perubahan Pengurus Perseroan. Changes in the Management of the Company.
atau memberikan pendapat: 5 (lima) orang opinions: 5 (five) people
Seri B 314.048.632 Series B 314,048,632
Tidak Setuju : 42.396.869 Saham (0,55%) Disagree : 42,396,869 Shares (0.55%)
Terdiri dari : Seri A : 35.462.669 Seri B : 6.934.200 Consisting of : Series A: 35,462,669 Series B: 6,934,200

2020 Annual Report
1. Membatalkan pengangkatan Beny Riswandi selaku Direktur 1. Canceling the appointment of Beny Riswandi as Director of
Komersial dan UMKM yang diangkat berdasarkan keputusan Commercial and MSMEs who was appointed based on the
RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019. resolution of the 2018 Annual General Meeting of Shareholders
on April 30, 2019.
2. Rapat belum menyetujui pengisian jabatan Direktur Komersial 2. The meeting had not approved the filling of the position of
dan UMKM. Commercial and UMKM Director.
3. Rapat memberikan kewenangan kepada Dewan Komisaris 3. The meeting authorized the Board of Commissioners to
untuk mengusulkan 1 (satu) lagi calon Direktur Komersial dan propose 1 (one) more candidate for Commercial and MSME
UMKM untuk mengikuti penilaian kemampuan dan kepatutan Director to take part in the fit and proper test of the Financial
kepada Otoritas Jasa Keuangan. Services Authority.
Dengan demikian, susunan Pengurus Perseroan menjadi Thus, the composition of the Management of the Company was
sebagai berikut: as follows:
Dewan Komisaris Board of Commissioner
- Komisaris Utama Independen : Farid Rahman - Independent President Commissioner : Farid Rahman
- Komisaris : Eddy I. M. Nasution - Commissioner : Eddy I. M. Nasution
- Komisaris : Muhadi - Commissioner : Muhadi
- Komisaris Independen : Yayat Sutaryat - Independent Commissioner : Yayat Sutaryat
- Komisaris Independen : Fahlino F. Sjuib - Independent Commissioner : Fahlino F. Sjuib
Direksi Board of Directors

- Direktur Utama : Yuddy Renaldi - President Director : Yuddy Renaldi
- Direktur Kepatuhan : Agus Mulyana - Director of Compliance : Agus Mulyana
- Direktur Keuangan dan - Director of Finance and
Manajemen Risiko : Nia Kania Risk Management : Nia Kania
- Direktur Konsumer dan Ritel : Suartini - Director of Consumer and Retail : Suartini
- Direktur IT, Treasury dan - Director of IT, Treasury and
International Banking : Rio Lanasier International Banking : Rio Lanasier
- Direktur Operasional : Tedi Setiawan - Director of Operations : Tedi Setiawan
Selanjutnya memberikan wewenang dan kuasa kepada Direksi Furthermore, giving the authority and power to the Board of
dengan hak substitusi untuk melakukan segala tindakan yang Directors with the right of substitution to take all necessary
diperlukan berkaitan dengan keputusan mata acara Rapat ini actions in relation to the decision on the agenda of this Meeting
dan selanjutnya memberitahukan dan/atau melaporkan kepada and then notifying and/or reporting to the competent authority
instansi yang berwenang dan selanjutnya melakukan segala and then doing everything deemed necessary and useful for that
sesuatu yang dipandang perlu dan berguna untuk keperluan purpose without any. none of which was excluded.
tersebut dengan tidak ada satu pun yang dikecualikan.
Tindak Lanjut: Telah Terealisasi Follow up:Had been realized
Pelaksanaan RUPS Luar Biasa Tahun Implementation of the 2020

2020 Dan Realisasinya Extraordinary GMS and Its Realization

Diberitahukan Diumumkan pada Diumumkan pada RUPS Luar Biasa Ringkasan Risalah Diumumkan
pada tanggal tanggal 24 Juli tanggal 10 Agustus dilaksanakan pada RUPS Luar Biasa pada tanggal
17 Juli 2020 2020, melalui 2020, melalui hari Selasa, diumumkan Tanggal 3 September
kepada OJK. Harian Umum Bisnis Harian Umum Bisnis 1 September 2020 3 September 2020 2020
Notified on July Indonesia. Indonesia. pada pukul 09.52 melalui Harian Umum melalui Harian
17, 2020 to FSA. Announced on July Announced on s/d 11.43 WIB, Bisnis Indonesia. Umum Bisnis
24, 2020, through August 10, 2020, bertempat di Grand Summary of Minutes Indonesia.
Harian Umum Bisnis through harian Ballroom Trans of the Extraordinary Announced on
Indonesia. Umum Bisnis Hotel Bandung, GMS was announced 3 September
Indonesia. Jl. Gatot Subroto on September 3, 2020 2020 through
No. 289, Bandung through Harian Umum Harian Umum
The Extraordinary Bisnis Indonesia. Bisnis Indonesia.
GMS was held on
Tuesday, September
1, 2020 at 09.52-
11.43 WIB, at the
Grand Ballroom
of Trans Hotel
Bandung, Jl. Gatot
Subroto No. 289,
Bandung

Rekapitulasi Kehadiran Pada RUPS Luar Attendance Recapitulation at the 2020

Biasa Tahun 2020 Extraordinary GMS
RUPS Luar Biasa Tahun 2020 dihadiri oleh Dewan The 2020 Extraordinary GMS was attended by
Komisaris dan Direksi Perseroan serta kehadiran the Board of Commissioners and Directors of the
lembaga/profesi penunjang pasar modal. Company as well as the presence of capital market
Kehadiran lembaga/profesi penunjang pasar supporting institutions/professions. The presence of
modal dalam RUPS Tahunan 2020 antara lain: capital market supporting institutions/professions at
the 2020 Extraordinary GMS includes:
1. Raden Tendy Suwarman, Sarjana Hukum, Notaris 1. Raden Tendy Suwarman, Bachelor of Law, Notary
di Kota Bandung yang akan membuat Risalah in Bandung City who prepared the Minutes of
Rapat Umum Pemegang Saham Tahunan. the Annual General Meeting of Shareholders.
2. Kantor Akuntan Publik Amir, Abadi, Jusuf, 2. Public Accounting Firm Amir, Abadi, Jusuf,
Mawar dan Rekan, firma anggota RSM Global Mawar dan Rekan, a member firm of RSM Global
3. Kantor Konsultan Hukum Pradjoto and Associates 3. Pradjoto and Associates Legal Consulting Firm
4. Kantor Jasa Penilai Publik Satria Iskandar 4. Satria Iskandar Setiawan and Partners Public
Setiawan dan Rekan Appraisal Service Office
Perseroan Terbatas PT Datindo Entrycom Bureau, namely the Limited Liability Company
PT Datindo Entrycom
- Bapak Dindin S. Maolani, Sarjana Hukum - Mr. Dindin S. Maolani, Bachelor of Law
- Ibu Etza Imelda Fitri, Sarjana Hukum, - Ms. Etza Imelda Fitri, Bachelor of Law,
Magister Hukum. Master of Law
dalam RUPS Luar Biasa Tahun 2020 adalah at the 2020 Extraordinary GMS are as follows.
sebagai berikut.

No.
Name Position Attendance Information
Komisaris Utama Independen Hadir
1. Farid Rahman
Independent President Commissioner Present
Komisaris Hadir
2. Eddy I. M. Nasution
Komisaris Hadir
3. Muhadi
4. Yayat Sutaryat
5. Fahlino F. Sjuib
Direktur Utama Hadir
6. Yuddy Renaldi
President Director Present
Direktur Kepatuhan Hadir
7. Agus Mulyana
Director of Compliance Present
Direktur Keuangan & Manajemen Risiko Hadir
8. Nia Kania
Director of Finance & Risk Management Present
Direktur Konsumer dan Ritel Hadir
9. Suartini
Director of Consumer and Retail Present
Direktur IT, Treasury & International Banking
Hadir
10. Rio Lanasier Director of IT, Treasury & International
Present
Banking
Direktur Operasional Hadir
11. Tedi Setiawan
Director of Operations Present

2020 Annual Report
Keputusan dan Realisasi RUPS Luar Biasa Decision and Realization of the 2020
Tahun 2020 Extraordinary GMS

Perubahan Anggaran Dasar. Amendments to the Articles of Association.
atau memberikan pendapat: 5 (lima) orang opinions: 5 (five) people
Seri B 12.870.500 Series B 12,870,500
Abstain : 945.400 Saham (0,01%) Yang seluruhnya Abstentions : 945,400 Shares (0.01%), all of which were
1. Menyetujui Perubahan Anggaran Dasar Perseroan sebagaimana 1. Approving the Amendments to the Company’s Articles of
yang telah diusulkan. Association as proposed.
2. Memberikan kuasa dan wewenang kepada Direksi dengan hak 2. Granting power and authority to the Board of Directors with the
berkaitan dengan keputusan mata acara Rapat ini, termasuk with the decisions on the agenda of this Meeting, including
menyusun dan menyatakan kembali seluruh Anggaran Dasar compiling and restating the entire Articles of Association in
dalam suatu Akta Notaris dan selanjutnya menyampaikan a Notary Deed and then submitting them to the competent
kepada instansi yang berwenang untuk mendapatkan authority for approval and/or sign receipt of notification of
persetujuan dan atau tanda penerimaan pemberitahuan amendments to the Articles of Association.
perubahan Anggaran Dasar tersebut.

Pengangkatan Direktur Komersial dan UMKM Perseroan. Appointment of the Director of Commercial and MSME of the
Company.
atau memberikan pendapat: 6 (enam) orang opinions: 6 (six) people
Seri B 29.881.564 Series B 29,881,564
Abstain : 944.900 Saham (0,01%) Yang seluruhnya Abstentions : 944,900 Shares (0.01%), all of which were
1. Mengangkat Ibu Nancy Adistyasari selaku Direktur Komersial 1. To appoint Ms. Nancy Adistyasari as Commercial and MSME
dan UMKM terhitung sejak ditutupnya Rapat ini. Director as of the closing of this Meeting.
2. Dengan demikian sejak ditutupnya Rapat ini maka susunan 2. Therefore, since the closing of this Meeting, the composition of
Pengurus Perseroan adalah sebagai berikut: the Management of the Company is as follows:
- Komisaris Utama Independen : Bapak Farid Rahman - Independent President Commissioner : Mr. Farid Rahman
- Komisaris : Bapak Eddy I. M. Nasution - Commissioner : Mr. Eddy I. M. Nasution
- Komisaris : Bapak Muhadi - Commissioner : Mr. Muhadi
- Komisaris Independen : Bapak Yayat Sutaryat - Independent Commissioner : Mr. Yayat Sutaryat
- Komisaris Independen : Bapak Fahlino F. Sjuib - Independent Commissioner : Mr. Fahlino F. Sjuib
Direksi Directors
- Direktur Utama : Bapak Yuddy Renaldi - President Director : Mr. Yuddy Renaldi
- Direktur Kepatuhan : Bapak Agus Mulyana - Director of Compliance : Mr. Agus Mulyana
- Direktur Keuangan dan - Director of Finance and
Manajemen Risiko : Ibu Nia Kania Risk Management : Mrs. Nia Kania
- Direktur Konsumer dan Ritel : Ibu Suartini - Director of Consumer and Retail : Mrs. Suartini
- Direktur IT, Treasury & - Director of IT, Treasury &
International Banking : Bapak Rio Lanasier International Banking : Mr. Rio Lanasier
- Direktur Operasional : Bapak Tedi Setiawan - Director of Operations : Mr. Tedi Setiawan
- Direktur Komersial dan UMKM : Ibu Nancy Adistyasari - Director of Commercial and MSME : Mrs. Nancy Adistyasari
3. Memberikan wewenang dan kuasa kepada Direksi dengan hak 3. Giving authority and power to the Board of Directors with the
berkaitan dengan keputusan mata acara Rapat ini dan with the decision on the agenda of this Meeting and then
selanjutnya memberitahukan dan/atau melaporkan kepada notify and/or report to the competent authority and then do
instansi yang berwenang dan selanjutnya melakukan segala everything deemed necessary and useful for that purpose
sesuatu yang dipandang perlu dan berguna untuk keperluan without there was one that was excluded.
tersebut dengan tidak ada satu pun yang dikecualikan. 4. Proposing 3 (three) internal members of the Company to take
4. Mengusulkan 3 (tiga) orang dari internal Perseroan untuk part in the fit and proper test as a candidate for the Board of
mengikuti penilaian kemampuan dan kepatutan selaku calon Directors to the Financial Services Authority in accordance with
Direksi kepada Otoritas Jasa Keuangan sesuai peraturan yang the applicable regulations and the results will be submitted at
berlaku dan hasilnya disampaikan pada RUPS berikutnya. the next GMS.
Tindak Lanjut: Telah Terealisasi Follow-up: Had been realize


Laporan Perkembangan Uji Tuntas (Due Diligence) atas Rencana Due Diligence Development Report on the Planned Merger or
Penggabungan atau Pengambilalihan Usaha. Business Acquisition.
Tidak dilakukan pemungutan suara karena bersifat laporan. No voting was conducted because it was a report.
1. Melaporkan bahwa sampai dengan tanggal diselenggarakannya 1. To report that as of the meeting date, the Due Diligence
Rapat, proses Uji Tuntas belum selesai. process had not been completed.
2. Melaporkan bahwa seluruh proses tindak lanjut Letter of Intent 2. To report that the entire follow-up process to the Letter of
dilaksanakan dengan memperhatikan ketentuan peraturan Intent was carried out with due observance of the provisions of
perundang-undangan yang berlaku dengan mengutamakan the prevailing laws and regulations by prioritizing the interests
kepentingan seluruh stakeholders. of all stakeholders.
Pelaksanaan RUPS Tahunan 2019 dan Implementation of the 2019 Annual

Realisasinya GMS and Its Realization
Tahapan pelaksanaan RUPS Tahunan 2019 The stages of the 2019 Annual GMS are explained
dijelaskan dalam tabel berikut. in the following table.

Diberitahukan Diumumkan pada Diumumkan pada RUPS tahunan Ringkasan Risalah Diumumkan
pada tanggal tanggal 22 Maret tanggal 8 April dilaksanakan pada RUPS Tahunan pada tanggal
15 Maret 2019 2019, melalui 2019, melalui Harian Selasa, 30 April diumumkan tanggal 3 Mei 2019
kepada OJK. Harian Umum Umum Kontan 2019 pada pukul 3 Mei 2019 melalui melalui Harian
Notified on March Bisnis Indonesia dan Harian Umum 10.35 s/d 14.06 Harian Umum Pikiran Umum Pikiran
15, 2019 to FSA. dan Harian Umum Pikiran Rakyat. WIB, bertempat Rakyat dan Harian Rakyat dan
Pikiran Rakyat. It was announced di Ballroom Trans Umum Kontan. Harian Umum
It was announced on April 8, 2019, Hotel Jl. Gatot The Summary of Kontan.
on March 22, through Harian Subroto No. 289 Minutes of the Annual It was announced
2019, through Umum Bisnis Bandung GMS was announced on May 3, 2019
Harian Umum Indonesia and The annual GMS on May 3, 2019 through Harian
Bisnis Indonesia Harian Umum was held on through the Harian Umum Pikiran
and Harian Umum Pikiran Rakyat. Tuesday, April 30, Umum Pikiran Rakyat Rakyat Daily and
Pikiran Rakyat. 2019 from 10:35 and Harian Umum Harian Umum
a.m. to 14.06 WIB, Kontan. Kontan.
at the Trans Hotel
Ballroom Jl. Gatot
Subroto No. 289
Bandung
Rekapitulasi Kehadiran Pada RUPS Tahunan Attendance Recapitulation at the 2019

2019 Annual GMS
RUPS Tahunan 2019 yang dihadiri oleh Dewan Annual GMS 2019 attended by the Board of
Komisaris dan Direksi Perseroan serta kehadiran Commissioners and Directors of the Company
lembaga/profesi penunjang pasar modal. and the presence of capital market supporting
Kehadiran lembaga/profesi penunjang pasar institutions/professions. The presence of capital
modal dalam RUPS Tahunan 2019 antara lain: market supporting institutions/professions at the
2019 Annual GMS include:
1. Raden Tendy Suwarman, Sarjana Hukum, Notaris 1. Raden Tendy Suwarman, Bachelor of Law,
di Kota Bandung yang akan membuat Risalah Notary in Bandung City who will make Minutes
Rapat Umum Pemegang Saham Tahunan. of the Annual General Meeting of Shareholders.
2. Kantor Akuntan Publik Amir, Abadi, Jusuf, 2. Amir, Abadi, Jusuf, Mawar and Rekan’s Public
Mawar dan Rekan, firma anggota RSM Global Accountant Firm, a member of the Global RSM
yang telah melakukan Audit Laporan Keuangan member who has conducted an Audit of the
Perseroan untuk Tahun Buku 2018 yang dalam Company’s Financial Statements for Fiscal Year

2020 Annual Report
hal ini diwakili oleh Bapak Saptoto Agustomo 2018 which in this case was represented by Mr.
dan Bapak Bimo Iman Santoso. Saptoto Agustomo and Mr. Bimo Iman Santoso.
Perseroan Terbatas PT Datindo Entrycom yang Bureau, namely the Limited Liability Company
diwakili oleh Bapak Agus Eka. PT Datindo Entrycom, represented by Mr. Agus
Eka.
- Bapak Dindin S. Maolani, Sarjana Hukum. - Mr. Dindin S. Maolani, Bachelor of Laws.
- Ibu Etza Imelda Fitri, Sarjana Hukum, - Mrs. Etza Imelda Fitri, Bachelor of Laws,
Magister Hukum. Master of Laws.
dalam RUPS Tahunan adalah sebagai berikut. at the 2019 Annual GMS are as follows.

No.
Name Position Attendance Information
Komisaris Hadir
1. Muhadi
4. Yayat Sutaryat
Direktur Hadir
8. Nia Kania
Director Present
Direktur Kepatuhan dan
Manajemen Risiko Hadir
7. Agus Mulyana
Director of Compliance and Present
Risk Management
Direktur Hadir
9. Suartini
Director Present
Direktur Hadir
11. Fermiyanti
Director Present
Keputusan dan Realisasi RUPS Tahunan Decision and Realization of the 2019
2019 Annual GMS

Persetujuan Laporan Tahunan Direksi mengenai keadaan dan Approval of the Annual Report of the Board of Directors regarding
jalannya Perseroan termasuk Laporan Pelaksanaan Tugas the condition and operation of the Company including the Report
Pengawasan Dewan Komisaris untuk Tahun Buku 2018 dan on the Implementation of Supervisory Duties of the Board of
pengesahan Laporan Keuangan Perseroan Tahun Buku 2018 Commissioners for the 2018 Fiscal Year and the ratification of
sekaligus pemberian pelepasan atau pembebasan tanggung the Company’s Financial Statements for the 2018 Fiscal Year
jawab sepenuhnya (acquit et de charge) kepada Direksi dan as well as granting the full release or release of responsibility
Dewan Komisaris atas tindakan pengurusan dan pengawasan (acquit et de charge) to the Board of Directors and the Board of
yang telah dijalankan selama Tahun Buku 2018. Commissioners for management actions and supervision that has
been carried out during the 2018 Financial Year.
atau memberikan pendapat: 3 (tiga) orang opinions: 3 (three) people
Terdiri dari Seri A 6.894.124.805 dan Consists of Series A 6,894,124,805 and
Seri B 315.184.200 Series B 315,184,200
Abstain : 9.068.800 Saham (0,13%) Yang seluruhnya Abstain : 9,068,800 Shares (0.13%), all of which were

1. Menyetujui Laporan Tahunan Direksi mengenai keadaan dan 1. Approving the Annual Report of the Board of Directors
jalannya Perseroan termasuk Laporan Pelaksanaan Tugas regarding the condition and operation of the Company,
Pengawasan Dewan Komisaris untuk Tahun Buku 2018. including the Report on the Implementation of Supervisory
2. Mengesahkan Laporan Keuangan Perseroan untuk Tahun Buku Duties of the Board of Commissioners for the 2018 Fiscal Year.
2018 yang telah diaudit oleh Kantor Akuntan Publik Amir Abadi 2. Ratifying the Company’s Financial Statements for Fiscal Year
Jusuf, Aryanto, Mawar dan Rekan sesuai dengan laporan Nomor 2018 which have been audited by Public Accountant Firm Amir
00336/2.1030/AU.1/07/0499-1/1/III/2019 tanggal 26 Maret Abadi Jusuf, Aryanto, Mawar and Partners in accordance with the
2019, dengan pendapat wajar dalam semua hal yang material report Number 00336/2.1030/AU.1/07/0499-1/1/III/2019 dated
sesuai dengan Standar Akuntansi Keuangan di Indonesia. March 26, 2019, with a fair opinion in all material respects in
accordance with Indonesian Financial Accounting Standards.
3.
Selanjutnya dengan disetujuinya Laporan Tahunan dan 3. Subsequently, with the approval of the Annual Report and
disahkannya Laporan Keuangan Perseroan Konsolidasian untuk the ratification of the Company’s Consolidated Financial
Tahun Buku 2018 tersebut, maka Rapat memberikan pelepasan Statements for the 2018 Fiscal Year, the Meeting will grant
atau pembebasan sepenuhnya dari tanggung jawab (acquit a complete release or release from responsibility (acquit
et de charge) kepada seluruh anggota Direksi atas tindakan et de charge) to all members of the Board of Directors for
pengurusan dan kepada seluruh anggota Dewan Komisaris management actions and to all members of the Board of
atas tindakan pengawasan yang telah dijalankan selama Tahun Commissioners for actions supervision that has been carried
Buku 2018 sejauh tindakan tersebut tercermin dalam Laporan out during the 2018 Fiscal Year to the extent that these actions
Keuangan Perseroan. are reflected in the Company’s Financial Statements.

Penetapan penggunaan laba bersih termasuk pembagian dividen Determination of the use of net income including the distribution
untuk Tahun Buku 2018. of dividends for the 2018 Financial Year.
atau memberikan pendapat: 1 (satu) orang their opinion: 1 (one) person
Seri B 323.804.100 Series B 323,804,100
Abstain : 448.900 Saham (0,006%) yang seluruhnya Abstain : 448,900 Shares (0.006%), all of which were
Menetapkan penggunaan laba bersih Perseroan sebesar Determining the use of the Company’s net profit in the amount of
Rp1.531.235.391.803,- (satu triliun lima ratus tiga puluh satu miliar IDR1,531,235,391,803, - (one trillion five hundred thirty-one billion
dua ratus tiga puluh lima juta tiga ratus Sembilan puluh satu ribu two hundred thirty-five million three hundred and ninety-one
delapan ratus tiga rupiah) sebagai berikut: thousand eight hundred and three rupiah) as follows:
1. 57,44% (lima puluh tujuh koma empat empat persen) dari 1. 57.44% (fifty-seven point four four percent) of the net profit
laba bersih Tahun Buku 2018 atau setelah pembulatan sebesar for the 2018 Fiscal Year or after rounding up in the amount
Rp879.587.572.193,- (delapan ratus tujuh puluh sembilan miliar of IDR879,587,572,193, - (eight hundred seventy-nine billion
lima ratus delapan puluh tujuh juta lima ratus tujuh puluh dua five hundred eighty-seven million five hundred seventy-
ribu seratus sembilan puluh tiga rupiah) ditetapkan sebagai two thousand one hundred and ninety three rupiahs) were
dividen tunai dan dibagikan kepada seluruh pemegang determined as cash dividends and distributed to all registered
saham yang tercatat sesuai dengan ketentuan yang berlaku. shareholders in accordance with the applicable regulations.
Selanjutnya Rapat memberikan kuasa dan wewenang kepada Furthermore, the Meeting gave the power and authority to the
Direksi untuk mengatur tata cara pembayaran dividen tunai Board of Directors to regulate the procedures for the payment
tersebut. of the cash dividend.
2. 42,56% (empat puluh dua koma lima enam persen) dari laba 2. 42.56% (forty-two point five six percent) of the net profit for the
bersih Tahun Buku 2018 atau setelah pembulatan sebesar 2018 Financial Year or after rounding up of IDR651,647,819,610,
Rp651.647.819.610,- (enam ratus lima puluh satu miliar enam - (six hundred and fifty-one billion six hundred forty-seven
ratus empat puluh tujuh juta delapan ratus sembilan belas ribu million eight hundred nineteen thousand six hundred and
enam ratus sepuluh rupiah) ditetapkan sebagai penguatan ten rupiahs) is stipulated as strengthening of Allowance for
Cadangan Kerugian Penurunan Nilai sesuai PSAK 71. Impairment Losses in accordance with PSAK 71.

Penunjukan Kantor Akuntan Publik untuk mengaudit Laporan Appointment of a Public Accounting Firm to audit the Company’s
Keuangan Perseroan Tahun Buku 2019. Financial Statements for the 2019 Financial Year.
Seri B 311.116.236 Series B 311,116,236
Tidak Setuju : 4.067.964 Saham (0,06%) yang seluruhnya Disagree : 4,067,964 Shares (0.06%), all of which were
Abstain : 9.068.800 Saham (0,13%)yang seluruhnya Abstain : 9,068,800 Shares (0.13%), all of which were
Memberikan kuasa kepada Dewan Komisaris untuk: Granting power of attorney to the Board of Commissioners to:
1. Menunjuk Kantor Akuntan Publik untuk melakukan audit 1. Appointing a Public Accounting Firm to audit the Company’s
Laporan Keuangan Perseroan Tahun Buku 2019. Financial Statements for the 2019 Fiscal Year.
2. Menetapkan persyaratan lain serta besarnya jasa audit dengan 2. Determining other requirements as well as the amount of audit
memperhatikan kewajaran serta ruang lingkup pekerjaan audit. services by taking into account the fairness and scope of audit work.

2020 Annual Report
Agenda Keempat Fourth Agenda

Laporan Penggunaan Dana Hasil Penawaran Umum Perseroan. Report on the Use of Proceeds from the Company’s Public Offering.
Tidak dilakukan pemungutan suara karena bersifat laporan. No voting was conducted because it was a report.
Dana yang diperoleh Perseroan pada saat penerbitan Penawaran The funds obtained by the Company at the issuance of the Public
Umum Berkelanjutan I (PUB I) Obligasi dan Obligasi Subordinasi Offering I (PUB I) and Bonds bank bjb Subordinated Bond Phase
bank bjb Tahap I Tahun 2017 adalah sebagai berikut: I Year 2017 were as follows:
1. Jumlah dana hasil penawaran umum sebesar 1. The amount of proceeds from the public offering was
Rp2.500.000.000.000- (dua triliun lima ratus miliar rupiah) IDR2,500,000,000,000- (two trillion five hundred billion rupiah)
2. Jumlah biaya emisi sesuai hasil audit sebesar 2. The total issuance costs according to the audit results are
Rp4.050.000.000,- (empat miliar lima puluh juta rupiah) IDR4,050,000,000, - (four billion and fifty million rupiahs)
3. Jumlah proceed netto sebesar Rp2.495.950.000.000,- (dua 3. The amount of net proceeds of IDR2,495,950,000,000, - (two
triliun empat ratus sembilan puluh lima miliar) sembilan ratus trillion four hundred ninety five billion) nine hundred and fifty
lima puluh juta rupiah) million rupiah)
Dana Hasil Penawaran Umum Berkelanjutan I (PUB I) Obligasi dan Proceeds from the Continuous Public Offering I (PUB I) Bonds
Obligasi Subordinasi bank bjb Tahap I Tahun and Subordinated Bonds of bank bjb Phase I Years 2017 had been
2017 tersebut telah digunakan seluruhnya untuk ekspansi kredit. used entirely for credit expansion.
Dana yang diperoleh Perseroan pada saat penerbitan Penawaran The funds obtained by the Company at the time of issuance of the
Umum Berkelanjutan I (PUB I) Obligasi bank bjb Tahap II Tahun Continuous Public Offering I (PUB I) of bank bonds bjb Phase II
2018 adalah sebagai berikut: Year 2018 was as follows:
1. Jumlah dana hasil penawaran umum sebesar 1. The amount of proceeds from the public offering was
Rp1.752.000.000.000- (satu triliun tujuh ratus lima puluh dua IDR1,752,000,000,000- (one trillion seven hundred fifty-two
miliar rupiah). billion rupiah).
2. Jumlah biaya emisi sesuai hasil audit sebesar Rp2.838.240.000,- 2. The total issuance cost according to the audit result was
(dua miliar delapan ratus tiga puluh delapan juta dua ratus IDR2,838,240,000 (two billion eight hundred thirty-eight
empat puluh ribu rupiah). million two hundred and forty thousand rupiah).
3. Jumlah proceed netto sebesar Rp1.749.161.760.000,- (satu 3. The net proceeds amounting to IDR1,749,161,760,000, - (one
triliun tujuh ratus empat puluh sembilan miliar seratus enam trillion seven hundred forty-nine billion one hundred sixty-one
puluh satu juta tujuh ratus enam puluh ribu rupiah). million seven hundred and sixty thousand rupiah).
Dana Hasil Penawaran Umum dari penerbitan Penawaran Umum The proceeds from the Public Offering from the issuance of the
Berkelanjutan I (PUB I) Obligasi bank bjb Tahap II Tahun 2018 Continuous Public Offering I (PUB I) of the 2018 bank bjb Phase II
tersebut telah digunakan seluruhnya untuk ekspansi kredit. bonds had been used entirely for credit expansion.
Agenda Kelima Fifth Agenda

Persetujuan Rencana Aksi (Recovery Plan) Perseroan. Approval of the Company’s Recovery Plan.
atau memberikan pendapat: 2 (dua) orang opinions: 2 (two) people
Seri B 323.804.100 Series B 323,804,100
1. Menyetujui Rencana Aksi (Recovery Plan) Perseroan 1. Approving the Company’s Recovery Plan in accordance
sebagaimana dokumen Rencana Aksi (Recovery Plan) yang with the Recovery Plan document that was submitted to the
telah disampaikan kepada Otoritas Jasa Keuangan pada Financial Services Authority on September 28, 2018 in order to
tanggal 28 September 2018 dalam rangka memenuhi ketentuan comply with the provisions of the Financial Services Authority
Peraturan Otoritas Jasa Keuangan No 14/POJK.03/2017 Regulation No. 14/POJK.03/2017 dated April 4, 2017 regarding
tanggal 4 April 2017 tentang Rencana Aksi (Recovery Plan) the Action Plan (Recovery Plan) for Systemic Banks.
bagi Bank Sistemik.
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris 2. Giving authority and power to the Board of Commissioners and/
dan/atau Direksi untuk menjalankan seluruh tindakan yang or Directors to carry out all necessary actions in implementing
diperlukan dalam melaksanakan Rencana Aksi (Recovery Plan) the Action Plan (Recovery Plan) in accordance with applicable
sesuai ketentuan yang berlaku. regulations.

Agenda Keenam Sixth Agenda

Perubahan Anggaran Dasar Perseroan Amendments to the Company’s Articles of Association
atau memberikan pendapat: 1 (satu) orang their opinion: 1 (one) person
Seri B 4.053.200 Series B 4,053,200
1. Menyetujui perubahan beberapa pasal dan ayat dalam 1. Approving changes to several articles and paragraphs in the
Anggaran Dasar Perseroan. Company’s Articles of Association.
2. Memberikan kuasa dan wewenang Direksi dengan hak subsitusi 2. Granting the power and authority of the Board of Directors
untuk melakukan segala tindakan yang diperlukan berkaitan with the right of substitution to take all necessary actions in
dengan keputusan mata acara Rapat ini, termasuk menyusun connection with the decisions on the agenda of this Meeting,
dan menyatakan kembali seluruh Anggaran Dasar dalam suatu including compiling and restating the entire Articles of
Akta Notaris dan selanjutnya menyampaikan kepada instansi Association in a Notary Deed and then submitting them to the
yang berwenang untuk mendapatkan persetujuan dan atau competent authority for approval and/or receipt. notification
tanda penerimaan pemberitahuan perubahan Anggaran Dasar of amendments to the Articles of Association.
tersebut.
Agenda Ketujuh Seventh Agenda

Perubahan Struktur Direksi Perseroan. Changes in the Structure of the Company’s Board of Directors.
Seri B 320.627.500 Series B 320,627,500
Abstain : 448.900 Saham (0,006%)yang seluruhnya Abstain : 448,900 Shares (0.006%), all of which were
Menyetujui perubahan struktur Direksi Perseroan menjadi 7 Approving the change in the structure of the Company’s Board of
(tujuh) Direksi, yang terdiri dari: Directors to 7 (seven) Directors, consisting of:
- 1 (Satu) Direktur Utama - 1 (One) President Director
- 1 (Satu) Direktur Kepatuhan - 1 (One) Compliance Director
- 5 (Lima) Direktur, termasuk di dalamnya Direktur Information - 5 (five) Directors, including the Director of Information
Technology, Treasury dan International Banking. Technology, Treasury and International Banking.
Agenda Kedelapan Eighth Agenda

Perubahan Pengurus Perseroan. Changes in the Management of the Company
atau memberikan pendapat: 4 (empat) orang opinions: 4 (four) people
Seri B 321.127.500 Series B 321,127,500
1. Memberhentikan dengan hormat: 1. To dismiss with respect:
- Bapak Muhadi selaku Komisaris - Mr. Muhadi as Commissioner
- Bapak Yayat Sutaryat selaku Komisaris Independen - Mr. Yayat Sutaryat as Independent Commissioner
- Bapak Agus Mulyana selaku Direktur Kepatuhan dan - Mr. Agus Mulyana as Director of Compliance and Risk
Manajemen Risiko Management
- Ibu Fermiyanti selaku Direktur Operasional - Mrs. Fermiyanti as Director of Operations
terhitung sejak ditutupnya Rapat ini dan mengucapkan as of the closing of this Meeting and express gratitude for
terima kasih atas sumbangan tenaga dan pikiran yang the contribution of energy and thoughts given during his
diberikan selama menjabat sebagai Pengurus Perseroan. tenure as the Company’s Management.
2. Mengangkat kembali Anggota Dewan Komisaris dan Direksi 2. Reappointed the following members of the Board of
sebagai berikut: Commissioners and Board of Directors:
Dewan Komisaris: Board of Commissioners:
- Bapak Muhadi selaku Komisaris - Mr. Muhadi as Commissioner
- Bapak Yayat Sutaryat selaku Komisaris Independen - Mr. Yayat Sutaryat as Independent Commissioner

2020 Annual Report
Direksi: Directors:
- Bapak Agus Mulyana selaku Direktur Kepatuhan - Mr. Agus Mulyana as Compliance Director
berlaku efektif sejak ditutupnya Rapat ini. effective since the closing of this Meeting
3. Mengangkat anggota Dewan Komisaris dan Direksi sebagai 3. To appoint the following members of the Board of
berikut: Commissioners and Directors:
- Bapak Farid Rahman selaku Komisaris Utama Independen - Mr. Farid Rahman as Independent President Commissioner
- Bapak Eddy I. M. Nasution selaku Komisaris - Mr Eddy I. M. Nasution as Commissioner
- Bapak Fahlino F. Sjuib selaku Komisaris Independen - Mr. Fahlino F. Sjuib as Independent Commissioner
- Bapak Yuddy Renaldi selaku Direktur Utama - Mr. Yuddy Renaldi as President Director
- Bapak Tedi Setiawan selaku Direktur Operasional - Mr. Tedi Setiawan as Director of Operations
- Bapak Beny Riswandi selaku Direktur Komersial & UMKM - Mr. Beny Riswandi as Director of Commercial & MSME
- Bapak Rio Lanasier selaku Direktur Information Technology, - Mr. Rio Lanasier as Director of Information Technology,
Treasury & International Banking Treasury & International Banking
berlaku efektif sejak persetujuan dari Otoritas Jasa Keuangan effective since the approval from the Financial Services
berkenaan dengan pemenuhan Fit and Proper Test dan sejak Authority regarding the fulfillment of the Fit and Proper
perubahan Anggaran Dasar sebagaimana hasil keputusan Test and since the amendment to the Articles of Association
Agenda 6 (enam) telah diterima pemberitahuannya sesuai as determined by Agenda 6 (six) the notification has been
dengan ketentuan pasal 23 ayat 3 Undang – Undang No.40 received in accordance with the provisions of Article 23
Tahun 2007. paragraph 3 of Law No.40 of 2007.
4. Dengan demikian sejak ditutupnya Rapat ini maka susunan 4. Therefore, since the closing of this Meeting, the composition of
Pengurus Perseroan adalah sebagai berikut: the Management of the Company is as follows:
- Komisaris Utama Independen : Bapak Farid Rahman* - Independent President Commissioner : Mr. Farid Rahman *
- Komisaris : Bapak Eddy I. M. Nasution* - Commissioner : Mr. Eddy I. M. Nasution *
- Komisaris Independen : Bapak Fahlino F. Sjuib* - Independent Commissioner : Mr. Fahlino F. Sjuib *
- Komisaris : Bapak Muhadi - Commissioner : Mr. Muhadi
- Komisaris Independen : Bapak Yayat Sutaryat - Independent Commissioner : Mr. Yayat Sutaryat
Direksi Directors
- Direktur Utama : Bapak Yuddy Renaldi* - President Director : Mr. Yuddy Renaldi *
- Direktur Operasional : Bapak Tedi Setiawan* - Director of Operations : Mr. Tedi Setiawan *
- Direktur Komersial & UMKM : Bapak Beny Riswandi* - Director of Commercial & MSME : Mr. Beny Riswandi *
- Direktur Information Technology, - Director of Information Technology,
Treasury & International Banking : Bapak Rio Lanasier* Treasury & International Banking : Mr. Rio Lanasier *
- Direktur Keuangan & - Director of Finance &
Manajemen Risiko : Ibu Nia Kania Risk Management : Ms. Nia Kania
- Direktur Konsumer & Ritel : Ibu Suartini - Director of Consumer & Retail : Ms. Suartini
- Direktur Kepatuhan : Bapak Agus Mulyana* - Compliance Director: Mr. Agus Mulyana
* berlaku efektif sejak persetujuan dari Otoritas Jasa * effective since the approval from the Financial Services
Keuangan berkenaan dengan pemenuhan Fit and Proper Authority regarding the fulfillment of the Fit and Proper
Test dan sejak perubahan Anggaran Dasar sebagaimana Test and since the amendment to the Articles of Association
hasil keputusan Agenda 6 (enam) telah diterima as determined by Agenda 6 (six) the notification had been
pemberitahuannya sesuai dengan ketentuan pasal 23 ayat received in accordance with the provisions of Article 23
3 Undang – Undang No.40 Tahun 2007. paragraph 3 of Law No.40 of 2007.
5. Memberikan wewenang dan kuasa kepada Direksi dengan hak 5. Giving the authority and power to the Board of Directors
substitusi untuk melakukan segala tindakan yang diperlukan with the right of substitution to take all necessary actions in
berkaitan dengan keputusan mata acara Rapat ini dan connection with the decision on the agenda of this Meeting
selanjutnya memberitahukan dan/atau melaporkan kepada and then notify and/or report to the competent authority and
instansi yang berwenang dan selanjutnya melakukan segala then do everything deemed necessary and useful for that
sesuatu yang dipandang perlu dan berguna untuk keperluan purpose without there are none that are excluded.
tersebut dengan tidak ada satu pun yang dikecualikan.
Dewan Komisaris merupakan organ perusahaan The Board of Commissioners is a corporate

yang bertugas dan bertanggung jawab secara organ that has the collegial duty and collective
kolektif kolegial untuk melakukan pengawasan responsibility to supervise and provide advice
dan memberikan nasihat kepada Direksi serta to the Directors and ensure that the Company
memastikan bahwa Perseroan melaksanakan GCG implements GCG at all levels or levels of the
pada seluruh tingkatan atau jenjang organisasi. organization. In carrying out its duties, the Board
Dalam melaksanakan tugas, Dewan Komisaris of Commissioners is responsible to the GMS. The
bertanggung jawab kepada RUPS. Pertanggung responsibility of the Board of Commissioners
jawaban Dewan Komisaris kepada RUPS to the General Meeting of Shareholders is a
merupakan perwujudan akuntabilitas pengawasan manifestation of the accountability of supervision
atas pengelolaan perusahaan dalam rangka over the management of the company in the
pelaksanaan prinsip-prinsip GCG. context of implementing GCG principles.

Dalam menjalankan kegiatannya Dewan Komisaris In carrying out its activities the Board of
memerlukan suatu pedoman dan tata tertib kerja Commissioners requires a work guideline and
agar tujuan tersebut dapat dicapai secara efektif code of conduct so that these objectives can be
dan efisien. Pedoman dan tata tertib kerja Dewan achieved effectively and efficiently. The Board of
Komisaris ini diharapkan dapat menjadi panduan Commissioners’ guidelines and work procedures
Dewan Komisaris dalam melaksanakan tugas are expected to be a guide for the Board of
dan wewenangnya, yaitu pengawasan Bank yang Commissioners in carrying out their duties and
didasari pada prinsip Tata Kelola yang baik (Good authorities, namely bank supervision based on the
Corporate Governance). principles of Good Corporate Governance.
Tugas dan Tanggung Jawab Duties and Responsibilities of the

Dewan Komisaris bertugas untuk menyelenggarakan The Board of Commissioners has the duty to
pengawasan terhadap kebijakan pengurusan, supervise management policies, generally the
jalannya pengurusan pada umumnya baik management of the Company and the Company’s
mengenai Perseroan maupun usaha Perseroan. business. In carrying out its duties, the Board of
Dalam melaksanakan tugasnya, Dewan Komisaris Commissioners acts independently in accordance
bertindak secara independen sesuai dengan with the provisions in the Company’s Articles of
ketentuan di dalam Anggaran Dasar Perseroan Association and the resolutions of the GMS in
serta keputusan RUPS dengan itikad baik, penuh good faith, full of responsibility and prudence.
tanggung jawab dan kehati-hatian.
Tanggung jawab Dewan Komisaris yang telah The responsibilities of the Board of Commissioners
diatur dalam Pedoman dan Tata Tertib Kerja that have been set out in the Board of
Dewan Komisaris yaitu: Commissioners Charter are:
1. Dewan Komisaris wajib melaksanakan tugas 1. The Board of Commissioners must carry out
dan tanggung jawab secara independen. their duties and responsibilities independently.
2. Dewan Komisaris wajib memastikan penerapan 2. The Board of Commissioners must ensure
tata kelola yang baik terselenggara dalam the application of good governance in all
setiap kegiatan usaha bank pada seluruh bank business activities at all levels of the
tingkatan atau jenjang organisasi. organization.
3. Dewan Komisaris wajib melaksanakan 3. The Board of Commissioners must exercise
pengawasan terhadap pelaksanaan tugas dan supervision over the implementation of the
tanggung jawab Direksi serta memberikan duties and responsibilities of the Directors and
nasihat kepada Direksi. provide advice to the Directors.
4. Dalam melaksanakan pengawasan tersebut, 4. In carrying out the supervision, the Board
Dewan Komisaris wajib mengarahkan, of Commissioners must direct, monitor and
memantau dan mengevaluasi pelaksanaan evaluate the implementation of the Bank’s
kebijakan strategis Bank oleh Direksi. strategic policies by the Directors.
5. Dewan Komisaris dilarang ikut serta dalam 5. The Board of Commissioners is prohibited
pengambilan keputusan kegiatan operasional from participating in making decisions on bank
bank, kecuali: operations, except:
a. Penyediaan dana kepada pihak terkait a. Provision of funds to related parties as
sebagaimana diatur dalam ketentuan stipulated in the provisions concerning
mengenai batas maksimum pemberian the maximum lending limit for commercial
kredit bank umum; dan banks; and
b. Hal – hal lain yang ditetapkan dalam b. Other matters stipulated in the Bank’s articles
anggaran dasar Bank atau peraturan of association or laws and regulations.
perundang – undangan.

2020 Annual Report
6. Pengambilan keputusan kegiatan operasional 6. Decision making on the Bank’s operational

Bank oleh Dewan Komisaris tersebut, activities by the Board of Commissioners was
merupakan bagian dari tugas pengawasan oleh part of the supervisory duties by the Board of
Dewan Komisaris sehingga tidak meniadakan Commissioners so that it did not negate the
tanggung jawab Direksi atas pelaksanaan responsibility of the Board of Directors for the
kepengurusan Bank. implementation of the management of the Bank.
7. Dewan Komisaris wajib memastikan bahwa 7. The Board of Commissioners must ensure
Direksi telah menindaklanjuti temuan audit that the Board of Directors has followed up
dan rekomendasi dari satuan kerja audit intern on audit findings and recommendations from
Bank, audit ekstern, hasil pengawasan Otoritas the Bank’s internal audit work unit, external
Jasa Keuangan dan/atau hasil pengawasan audit, the results of the supervision of the
otoritas lain. Financial Services Authority and/or the results
of supervision of other authorities
8. Dewan Komisaris melakukan tugas, tanggung 8. The Board of Commissioners carries out its duties,
jawab, dan wewenang sesuai dengan ketentuan responsibilities, and authorities in accordance
Anggaran Dasar Perseroan, Keputusan RUPS with the provisions of the Company’s Articles
serta Peraturan Perundang-undangan yang of Association, GMS Decrees and the prevailing
berlaku, diantaranya: laws and regulations, including:
a. Menyusun dan melakukan evaluasi berkala a. Prepare and conduct periodic evaluations of
atas Pedoman dan Tata Tertib kerja Dewan the Board of Commissioners Charter which
Komisaris yang bersifat mengikat bagi are binding for each member of the Board
setiap anggota Dewan Komisaris. of Commissioners.
b. Mengevaluasi dan menyetujui Rencana b. Evaluate and approve the Bank’s Business
Bisnis Bank (RBB). Plan (RBB).
c. Berdasarkan keputusan RUPS, Dewan c. Based on the GMS decision, the Board
Komisaris menunjuk Kantor Akuntan Publik of Commissioners appoints a Public
atas rekomendasi Komite Audit untuk Accountant office on the recommendation
melakukan audit atas laporan keuangan of the Audit Committee to conduct an audit
Perseroan. of the Company’s financial statements.
9. Berdasarkan keputusan RUPS, Dewan 9. Based on the GMS decision, the Board of
Komisaris menunjuk Kantor Akuntan Publik atas Commissioners appoints a Public Accountant
rekomendasi Komite Audit untuk melakukan office on the recommendation of the Audit
audit atas laporan keuangan Perseroan. Committee to conduct an audit of the
Company’s financial statements.
10. Dewan Komisaris wajib membentuk Komite – 10. The Board of Commissioners must establish
komite dan memastikan bahwa Komite tersebut Committees and ensure that the Committee has
telah menjalankan tugasnya secara efektif sesuai carried out its duties effectively in accordance
dengan peraturan perundangan yang berlaku. with applicable laws and regulations.
11. Mengkaji dan menyetujui kebijakan-kebijakan yang 11. Review and approve policies which according
menurut peraturan perundangan yang berlaku to the applicable laws and regulations require
wajib memerlukan persetujuan Dewan Komisaris. approval from the Board of Commissioners.
12. Mengkaji pertanggungjawaban Direksi atas 12. Review the responsibilities of the Board of
pelaksanaan kebijakan-kebijakan yang telah Directors for the implementation of agreed
disetujui. policies.
13. Membuat laporan tentang tugas pengawasan 13. Make a report on the supervisory tasks that
yang telah dilakukan selama tahun buku yang have been carried out during the new financial
baru lampau untuk disampaikan kepada RUPS. year to be submitted to the GMS.
14. Mengevaluasi laporan tahunan yang 14. Evaluate the annual report prepared by the
dipersiapkan oleh Direksi serta menandatangani Directors and sign the report. An annual report
laporan tersebut. Penelaahan laporan tahunan review is conducted prior to the GMS.
dilakukan sebelum pelaksanaan RUPS.

15. Dewan Komisaris wajib melaporkan kepada 15. The Board of Commissioners must report to
Otoritas Jasa Keuangan paling lambat 7 (tujuh) the Financial Services Authority no later than 7
hari kerja semenjak ditemukannya: (seven) working days since the discovery of:
a. Pelanggaran peraturan perundang-undangan a. Violations of laws and regulations in the
di bidang keuangan dan perbankan; dan financial and banking sector; and
b. Keadaan atau perkiraan keadaan yang b. Circumstances or estimates of conditions
dapat membahayakan kelangsungan that could endanger the business continuity
usaha Bank, yang didasarkan pada temuan of the Bank, based on the findings or
maupun rekomendasi dari Komite-komite recommendations of the Committees
yang membantu Dewan Komisaris dalam that assist the Board of Commissioners in
pengawasan operasional Bank. Hal-hal yang supervising the Bank’s operations. Matters that
wajib dilaporkan di atas yang belum atau must be reported above that have not been or
tidak dilaporkan oleh Bank dan/atau Direktur not reported by the Bank and/or Compliance
Kepatuhan kepada Otoritas Jasa Keuangan. Director to the Financial Services Authority.
16. Menentukan dan melaksanakan sistem 16. Determine and implement a transparent
nominasi, evaluasi, remunerasi yang transparan nomination, evaluation and remuneration
bagi Pengurus setelah mempertimbangkan system for Management after considering
rekomendasi Komite Nominasi dan Remunerasi the recommendations of the Nomination and
yang selanjutnya diajukan untuk memperoleh Remuneration Committee which are then
persetujuan RUPS. submitted to obtain GMS approval.
17. Tugas dan Tanggung Jawab Dewan Komisaris 17. Duties and Responsibilities of the Board of
selaku Dewan Pengawas DPLK. Commissioners as the DPLK Supervisory Board
a. Bertanggung jawab penuh atas pengawasan a. Fully responsible for the supervision of
DPLK. DPLK.
b. Memantau efektivitas penerapan tata kelola b. Monitor the effectiveness of implementing
dana pension. pension fund governance.
c. Memastikan struktur pengendalian internal c. Ensuring the internal control structure
dana pensiun telah dapat dilaksanakan of pension funds has been implemented
dengan baik. properly.
d. Melaksanakan tugas dan tanggung jawab d. Carry out the duties and responsibilities
Dewan Pengawas sebagaimana diatur of the Supervisory Board as stipulated in
dalam Peraturan Dana Pensiun (PDP) dan the Pension Fund Regulations (PDP) and
ketentuan perundang – undangan di bidang the provisions of legislation in the field of
dana pensiun secara independen. pension funds independently.
e. Memastikan pelaksanaan audit internal e. Ensure that internal and external audits are
maupun audit eksternal telah dilaksanakan carried out in accordance with applicable
sesuai dengan ketentuan yang berlaku. regulations.
f. Memastikan tindak lanjut temuan hasil audit f. Ensuring follow-up on audit findings carried
dilaksanakan oleh manajemen. out by management.
g. Mengawasi Pelaksana Tugas Pengurus g. Overseeing the Implementing Duties of the
dalam menjaga keseimbangan kepentingan Management in maintaining the balance
semua pihak, khususnya kepentingan of the interests of all parties, in particular
peserta dan/atau pihak yang berhak the interests of participants and/or parties
memperoleh manfaat. entitled to benefit.
h. Memastikan bahwa DPLK memiliki kode etik h. Ensure that DPLK has a code of ethics as
sebagai pedoman perilaku etis bagi Dewan a guideline for ethical behavior for the
Pengawas, Pelaksana Tugas Pengurus, dan Supervisory Board, Implementing the
seluruh karyawan. Management Duties, and all employees.
i. Menyusun dan menerapkan mekanisme i. Develop and implement a DPLK supervision
pengawasan DPLK. mechanism.

2020 Annual Report
j. Menyusun laporan hasil pengawasan Dewan j. Prepare a report on the results of the
Pengawas atas penerapan Tata Kelola Supervisory Board of the Supervisory Board
Dana Pensiun yang merupakan bagian on the implementation of the Pension Fund
dari laporan penerapan Tata Kelola Dana Governance which is part of the report on
Pensiun. the implementation of the Pension Fund
Governance.
Wewenang Dewan Komisaris Authority of The Board of Commissioners
Wewenang Dewan Komisaris berdasarkan The authority of the Board of Commissioners

Pedoman dan Tata Tertib Dewan Komisaris adalah based on the Board of Commissioners Guidelines
sebagai berikut: and Rules are as follows:
1. Secara bersama-sama maupun sendiri-sendiri 1. Together or individually at any time during
setiap waktu dalam jam kerja Bank berhak working hours the Bank has the right to enter
memasuki bangunan dan halaman atau tempat buildings and yards or other places used or
lain yang dipergunakan atau yang dikuasai oleh controlled by the Bank and has the right to
Bank dan berhak memeriksa semua pembukuan, check all books, letters and other evidence,
surat dan alat bukti lainnya, persediaan barang, inventory, check and match the situation cash
memeriksa dan mencocokkan keadaan uang (for verification purposes) and other securities
kas (untuk keperluan verifikasi) dan lain-lain and have the right to know all actions taken by
surat berharga serta berhak untuk mengetahui the Directors.
segala tindakan yang dijalankan oleh Direksi.
2. Memberikan pendapat dan nasihat/saran 2. Providing opinions and advice/suggestions to the
kepada Direksi mengenai setiap persoalan yang Board of Directors regarding any issues deemed
dianggap penting dalam pengelolaan Bank. important in the management of the Bank.
3. Memberikan tanggapan atas laporan mengenai 3. Provide responses to reports on the
perkembangan kinerja dari Direksi secara development of performance from the Board
berkala. of Directors on a regular basis.
4. Mengajukan pertanyaan kepada Direksi terkait 4. Asking questions to the Directors regarding the
kegiatan operasional Bank serta berhak Bank’s operational activities and has the right
meminta akses informasi. to request access to information.
5. Dewan Komisaris dapat memberhentikan 5. The Board of Commissioners may temporarily
sementara waktu apabila seorang atau lebih dismiss if one or more members of the Board
anggota Direksi bertindak bertentangan of Directors act contrary to the Articles
dengan Anggaran Dasar atau terdapat indikasi of Association or there is an indication of
melakukan kerugian Bank atau melalaikan committing a loss to the Bank or neglecting
kewajibannya atau terdapat alasan yang its obligations or there is an urgent reason for
mendesak bagi Bank dengan memperhatikan the Bank by taking into account applicable
ketentuan yang berlaku. regulations.
6. Menyelenggarakan RUPS, bila dalam jangka 6. Organize the GMS, if within the period specified
waktu yang ditentukan sesuai ketentuan yang in accordance with applicable provisions, it is
berlaku, tidak diselenggarakan oleh Direksi. not held by the Directors.
7. Memberikan persetujuan untuk: 7. Give consent to:
a. Rencana Bisnis Bank. a. Bank Business Plan.
b. Penyediaan dana kepada pihak terkait b. Provision of funds to related parties as
sebagaimana diatur dalam ketentuan stipulated in the provisions of the Financial
Peraturan Otoritas Jasa Keuangan tentang Services Authority Regulation on the Legal
Batas Maksimum Pemberian Kredit Umum/ Lending Limit/LLL and other matters
BMPK dan hal – hal lain yang ditetapkan stipulated in the articles of association of
dalam anggaran dasar Bank atau peraturan the Bank or applicable laws and regulations.
perundangan yang berlaku.

c. Kebijakan Bank. c. Bank Policy.

d. Struktur organisasi Bank. d. Bank’s organizational structure.
e. Mengadakan kerjasama Bangun Guna Serah e. Establishing Build, Operate and Transfer
(Built, Operate and Transfer/BOT), Bangun (BOT) cooperation, Build, Operate and Own
Guna Milik (Built, Operate and Own/ (BOO), and other agreements that have the
BOO), dan perjanjian-perjanjian lain yang same nature.
mempunyai sifat yang sama.
f. Mengambil bagian atau ikut serta dalam f. Take part or participate in the Company or
Perseroan atau badan-badan lain atau other bodies or organize a new Company
menyelenggarakan Perusahaan baru yang that is not in the context of saving
tidak dalam rangka penyelamatan piutang, receivables, in accordance with applicable
sesuai dengan ketentuan yang berlaku. regulations.
g. Melepaskan sebagian atau seluruhnya g. Give up part or all of the Company’s
penyertaan Perseroan dalam Perusahaan participation in the Company or other
atau badan-badan lain. bodies.
h. Perbuatan untuk melakukan: h. Actions to do:
- Penggunaan cadangan untuk penghapusan - Use of reserves to write off credit to
kredit kepada pihak terkait sebagaimana related parties as stipulated in the Legal
diatur dalam ketentuan Batas Maksimum Lending Limit/LLL for General Loan or
Pemberian Kredit Umum/BMPK atau applicable laws and regulations
peraturan perundangan yang berlaku
- Hapus tagih terhadap pokok kredit yang - Write off the loan principal granted
diberikan kepada pihak terkait sesuai to related parties in accordance with
dengan peraturan perundangan yang applicable laws and regulations
berlaku
i. Perbuatan hukum untuk mengalihkan atau i. Legal actions to transfer or make debt
menjadikan jaminan utang kurang dari 50% collateral less than 50% (fifty percent) of
(lima puluh persen) dari seluruh jumlah the total net assets of the Bank either in one
kekayaan bersih Bank baik dalam satu transaction, or several transactions that are
transaksi, atau beberapa transaksi yang independent or related to each other that
berdiri sendiri ataupun yang berkaitan satu occur within a period of 1 (one) year books,
sama lain yang terjadi dalam jangka waktu or a longer period of time as stipulated in
1 (satu) tahun buku, atau jangka waktu the articles of association of the Bank.
yang lebih lama sebagaimana diatur dalam
anggaran dasar Bank.
j. Rencana akuisisi, pendirian, penghapusan, j. Plans for acquisition, establishment, writeoff
atau penghentian bisnis Bank. or termination of the Bank’s business.
k. Kebijakan lainnya yang menurut peraturan k. Other policies that according to the
perundangan yang berlaku wajib mendapat applicable laws and regulations must obtain
persetujuan Dewan Komisaris. the approval of the Board of Commissioners.
8. Mengevaluasi dan menyetujui rencana kerja 8. Evaluate and approve the annual work plan of
tahunan dari masing-masing Komite yang each Committee that is formed.
dibentuknya.
9. Menyetujui pengangkatan dan/atau penggantian 9. Approve the appointment and/or replacement
Kepala Satuan Kerja Audit Internal (SKAI). of the Head of Internal Audit Work Unit (SKAI).
10. Apabila seluruh anggota Direksi diberhentikan 10. If all members of the Board of Directors are
sementara dan Bank tidak mempunyai suspended and the Bank does not have a
seorangpun anggota Direksi, maka untuk singlemember of the Board of Directors,
sementara Dewan Komisaris diwajibkan the Board of Commissioners is temporarily
mengurus Bank. Dalam hal demikian, Dewan required to take care of the Bank. In such case,

2020 Annual Report
Komisaris berhak untuk memberikan kekuasaan the Board of Commissioners has the right to
sementara kepada seorang atau lebih di antara give temporary authority to one or more of
mereka atas tanggungan mereka bersama. them on their joint responsibility.
11. Dalam hal jumlah anggota Dewan Komisaris 11. In the event that the number of members
kurang dari 3 (tiga) orang dan/atau terjadi of the Board of Commissioners is less than 3
kekosongan Komisaris Utama, maka segala (three) people and/or there is a vacancy of
tugas dan wewenang tidak dapat dilakukan the President Commissioner, all tasks and
secara sendiri – sendiri melainkan berdasarkan authorities cannot be carried out individually
keputusan Dewan Komisaris, sampai dengan but based on the decision of the Board of
terpenuhinya komposisi keanggotaan Dewan Commissioners, until the composition of the
Komisaris sesuai dengan ketentuan yang berlaku. Board of Commissioners’ membership is fulfilled
in accordance with applicable provision.
Hak Dewan Komisaris Board of Commissioners ‘Rights
Dewan Komisaris mempunyai hak untuk: The Board of Commissioners has the right to:
1. Mendapatkan gaji, tunjangan serta fasilitas 1. Obtain salary, benefits and facilities whose
yang jumlahnya ditetapkan oleh RUPS dengan amount is determined by the GMS with due
memperhatikan ketentuan yang berlaku. regard to the applicable provisions.
2. Mendapatkan informasi mengenai Perusahaan 2. Obtain information about the Company in a
secara tepat waktu dan lengkap. timely and complete manner.
Keputusan yang Perlu Mendapat Decision that Needs to Agree to

Persetujuan Dewan Komisaris the Board of Commissioners
Keputusan yang perlu mendapatkan persetujuan Decisions that need to be approved by the Board
Dewan Komisaris, antara lain: of Commissioners include:
1. Rencana Bisnis Perseroan 1. The Company’s Business Plan
2. Penyediaan dana kepada pihak terkait 2. Provision of funds to related parties as
sebagaimana diatur dalam ketentuan stipulated in the provisions of the Regulation
Peraturan Otoritas Jasa Keuangan/Bank of the Financial Services Authority/Bank
Indonesia Tentang Batas Maksimum Pemberian Indonesia concerning the Legal Lending Limit
Kredit UMUM (BMPK) dan hal – hal lain yang (LLL) and other matters stipulated in the
ditetapkan dalam Anggaran Dasar atau Articles of Association or the prevailing laws
Peraturan Peundang – undangan yang berlaku. and regulations.
3. Susunan organisasi dan tata kerja Perseroan 3. The organizational structure and work
procedures of the Company
4. Mengadakan kerjasama Bangun Guna Serah 4. Conducting Built, Operate and Transfer (BOT),
(Built, Operate and Transfer/BOT), Bangun Built, Operate and Own (BOW) and other
Guna Milik (Built, Operate and Own/BOW) dan agreements of the same nature.
perjanjian-perjanjian lain yang mempunyai sifat
yang sama.
5. Mengambil bagian atau ikut serta dalam 5. Taking part in or participate in the Company or
Perseroan atau badan-badan lain atau other entities or organizing a new company that
menyelenggarakan perusahaan baru yang tidak was not in the context of salvaging accounts
dalam rangka penyelamatan piutang, sesuai receivable, in accordance with applicable
dengan ketentuan yang berlaku. regulations.
6. Melepaskan sebagian atau seluruhnya 6. Releasing part or all of the Bank’s participation
penyertaan Bank dalam perusahaan atau badan in another company or entity.
lain.

7. Perbuatan untuk melakukan: 7. Actions to do:

a. Penggunaan cadangan untuk penghapusan a. Using reserves for credit write-offs to
kredit kepada pihak terkait sebagaimana related parties as stipulated in the General
diatur dalam ketentuan Batas Umum Limits for granting General Credit/LLL or
pemberian Kredit Umum/BMPK atau applicable laws and regulations.
peraturan perundang – undangan yang
berlaku.
b. Hapus tagih terhadap pokok kredit yang b. Writing off claims against the principal of
diberikan kepada pihak terkait sesuai credit granted to related parties in accordance
dengan peraturan perundangan yang with applicable laws and regulations.
berlaku.
8. Perbuatan hukum untuk mengalihkan atau 8. Legal actions to transfer or guarantee a debt
menjadikan jaminan utang kurang dari 50% of less than 50% (fifty percent) of the total
(lima puluh persen) dari seluruh jumlah net assets of the Company, whether in one
kekayaan bersih Perseroan baik dalam satu transaction or several transactions that were
transaksi atau beberapa transaksi yang berdiri independent or related to one another, which
sendiri ataupun yang berkaitan satu sama occured within 1 (one) the fiscal year or the
lain, yang terjadi dalam jangka waktu 1 (satu) longer period as stipulated in the Articles of
tahun buku atau jangka waktu yang lebih lama Association of the Company
sebagaimana diatur dalam Anggaran Dasar
Perseroan
9. Melakukan kegiatan penyertaan modal pada 9. Conducting equity participation in other
perusahaan lain, dengan memenuhi ketentuan companies, by complying with the provisions
yang ditetapkan oleh Bank Indonesia dan stipulated by Bank Indonesia and the prevailing
peraturan perundang-undangan yang berlaku. laws and regulations.
10. Persetujuan dalam hal nilai investasi/divestasi 10. Approval in the event that the investment/
yang akan dilakukan oleh Bank adalah material divestment value to be carried out by the Bank
bagi Bank. was material for the Bank.
11. Kebijakan Perseroan yang memerlukan 11. The Company’s policies that required the
persetujuan Dewan Komisaris sesuai dengan approval of the Board of Commissioners were
ketentuan yang berlaku in accordance with applicable regulations
Masa Jabatan Dewan Komisaris The Board of Commissioners ‘Term
Masa jabatan anggota Dewan Komisaris The term of office of the members of the Board
terhitung sejak tanggal ditetapkan dalam RUPS of Commissioners counts from the date specified
pengangkatannya dan berakhir pada penutupan in the appointment GMS and ends at the close of
RUPS Tahunan yang ke-5 (lima) setelah tanggal the 5th (fifth) Annual GMS after the date of his
pengangkatannya, kecuali apabila ditentukan lain appointment, unless otherwise specified in the
dalam RUPS dan dapat diangkat kembali. 1 (satu) GMS and can be reappointed. 1 (one) term of office
periode masa jabatan anggota Dewan Komisaris for members of the Board of Commissioners is 5
adalah 5 (lima) tahun atau sampai dengan (five) years or until the closing of the annual GMS
penutupan RUPS tahunan pada akhir 1 (satu) at the end of the 1 (one) term of office.
periode masa jabatan dimaksud.
Komisaris Independen yang telah menjabat selama Independent Commissioners who have served
2 (dua) periode masa jabatan berturut – turut for 2 (two) consecutive terms of office may be
dapat diangkat kembali pada periode selanjutnya reappointed in the next period as Independent
sebagai Komisaris Independen dalam hal: Commissioners in terms of:

2020 Annual Report
a. Rapat anggota Dewan Komisaris menilai bahwa a. The meeting of the members of the Board of
Komisaris Independen tetap dapat bertindak Commissioners considered that the Independent
independen; dan. Commissioners could still act independently; and.
b. Komisaris Independen menyatakan dalam RUPS b. The Independent Commissioner stated in the
mengenai independensi yang bersangkutan. GMS regarding the independency concerned.
Pernyataan independensi tersebut wajib The statement of independence must be
diungkapkan dalam laporan pelaksanaan tata disclosed in the report on the implementation
kelola. of governance.
Persyaratan Anggota Dewan Komisaris Requirements for Members of the

Persyaratan Umum, adalah Warga Negara General Requirements are Indonesian citizens
Indonesia yang: who:
1. Bertaqwa kepada Tuhan yang Maha Esa. 1. Devotion to God Almighty.
2. Mempunyai akhlak dan moral yang baik. 2. Having good character and morals.
3. Setia dan taat kepad Negara dan Pemerintah 3. Loyal and obedient to the State and Government
Republik Indonesia. of the Republic of Indonesia.
4. Tidak terlibat secara langsung maupun tidak 4. Not involved directly or indirectly in betrayal
langsung dalam kegiatan penghianatan kepada activities to the Republic of Indonesia.
Negara Republik Indonesia.
5. Sehat jasmani dan rohani. 5. Physically and mentally healthy.
6. Tidak pernah dihukum karena melakukan tindak 6. Never been convicted of a criminal offense
pidana yang merugikan keuangan negara atau that is detrimental to the country’s finances or
tindakan-tindakan yang tercela di bidang disgraceful actions in the banking sector.
perbankan.
7. Tidak dicabut hak pilihnya berdasarkan 7. No voting rights are revoked based on a court
keputusan pengadilan. decision.
8. Mampu melaksanakan perbuatan hukum. 8. Able to carry out legal actions.
9. Tidak pernah dinyatakan pailit atau menjadi 9. Have never been declared bankrupt or been
anggota Direksi dan anggota Dewan Komisaris a member of the Board of Directors and
yang dinyatakan bersalah menyebabkan suatu members of the Board of Commissioners who
Perseroan dinyatakan pailit. were found guilty of causing a Company to be
declared bankrupt.
10. Tidak memiliki kredit macet. 10. Did not have bad credit
11. Telah lulus penilaian kemampuan dan kepatutan 11. Has passed the fit and proper test based on
(fit and proper test) berdasarkan ketentuan applicable regulations.
yang berlaku.
Persyaratan lainnya, yaitu: Other requirements, namely:

1. Tidak memiliki hubungan keluarga sampai 1. Does not have family relations up to the second
dengan derajat kedua, baik menurut garis lurus degree, either in a straight line or sideways
maupun garis ke samping termasuk menantu line including son-in-law and brother-in-law
dan ipar diantara sesama anggota Dewan between fellow members of the Board of
Komisaris dengan anggota Direksi, dibuktikan Commissioners and members of the Board of
dengan surat pernyataan. Directors, evidenced by a statement letter.
2. Mantan anggota Direksi Perseroan atau Pejabat 2. Former members of the Company’s Board of
Eksekutif Perseroan atau pihak-pihak yang Directors or the Company’s Executive officers
mempunyai kemampuan yang bersangkutan or parties who have the ability concerned to
untuk bertindak independen, wajib menjalani act independently, must undergo a cooling
masa tunggu (cooling off) slama 1 (satu) tahun off period of 1 (one) year before becoming an
sebelum menjadi Komisaris Independen pada Independent Commissioner of the Company.

Perseroan. Ketentuan mengenai masa tunggu The provisions regarding the waiting period
(cooling off) tersebut tidak berlaku bagi (cooling off) do not apply to former members
mantan anggota Direksi yang membawahkan of the Board of Directors who carry out the
fungsi pengawasan atau Pejabat Eksekutif yang supervisory function or Executive officers who
melakukan fungsi pengawasan pada Perseroan. perform supervisory functions at the Company.
3. Setiap anggota Dewan Komisaris harus memenuhi 3. Each member of the Board of Commissioners
persyaratan dan ketentuan yang berlaku. must meet the applicable terms and conditions.
4. Anggota Dewan Komisaris harus profesional 4. Members of the Board of Commissioners had
dan mempunyai kompetensi yang dapat to be professional and had competencies that
menunjang pelaksanaan tugas dan fungsinya. could support the implementation of their
duties and functions.
5. Anggota Dewan Komisaris dilarang melakukan 5. Members of the Board of Commissioners were
rangkap jabatan sebagai anggota Direksi, prohibited from holding concurrent positions as
anggota Dewan Komisaris atau pejabat members of the Board of Directors, members
eksekutif: of the Board of Commissioners or executive
officers:
a. Pada lembaga keuangan atau perusahaan a. In financial institutions or financial
keuangan, baik bank maupun bukan bank. companies, both banks and non-banks.
b. Pada lebih dari 1 (satu) lembaga bukan b. In more than 1 (one) non-financial institution
keuangan atau perusahaan bukan keuangan, or non-financial company, either domiciled
baik yang berkedudukan di dalam maupun at home or abroad.
luar negeri.
6. Tidak termasuk rangkap jabatan sebagaimana 3. Did not include multiple positions as referred
dimaksud pada huruf e) dalam hal: to in letter e) in the case of:
a. Anggota Dewan Komisaris menjabat a. Members of the Board of Commissioners
sebagai anggota Direksi, anggota Dewan served as members of the Board of Directors,
Komisaris atau pejabat eksekutif yang members of the Board of Commissioners
melaksanakan fungsi pengawasan pada 1 or executive officers who carried out
(satu) perusahaan anak bukan bank yang supervisory functions in 1 (one) non-bank
dikendalikan oleh bank. subsidiary controlled by the bank.
b. Komisaris non independen menjalankan b. Non-independent commissioners carryied
tugas fungsional dari Pemegang Saham out functional duties of bank shareholders
bank yang berbentuk badan hukum pada in the form of legal entities in the bank
kelompok usaha bank; dan/atau. business group; and/or.
c. Anggota Dewan Komisaris menduduki c. Members of the Board of Commissioners
jabatan pada organisasi atau lembaga held positions in non-profit organizations or
nirlaba. institutions.
7. Tugas dalam jabatan dan fungsi sebagaimana 7. Duties in positions and functions as referred to
dimaksud pada huruf f) dapat dilaksanakan in letter f) could be carried out as long as those
sepanjang yang bersangkutan tidak concerned did not neglect the implementation
mengabaikan pelaksanaan tugas dan tanggung of their duties and responsibilities as the Board
jawab sebagai Dewan Komisaris bank. of Commissioners of the bank.
8. Dalam hal calon komisaris memiliki jabatan 8. In the event that the candidate for commissioner
rangkap, wajib menyertakan: has multiple positions, it had to include:
a. Surat pernyataan pribadi di atas kertas a. Personal statement on stamped paper
bermeterai atas nama calon anggota Dewan on behalf of a candidate member of the
Komisaris yang masih memiliki jabatan Board of Commissioners who still had a
rangkap (namun bersedia melepaskan dual position (but was willing to leave the
jabatan tersebut), yang menyatakan akan position), stating that he/she would resign

2020 Annual Report
mengundurkan diri dari jabatan rangkap from that dual position if approved by FSA
tersebut apabila disetujui OJK sebagai as a Bank Manager.
Pengurus Bank.
b. Surat pernyataan dari badan hukum pemilik b. A statement letter from the legal entity that
Bank bahwa jabatan yang bersangkutan owned the Bank stating that the position
merupakan tugas fungsional (bagi calon concerned was a functional task (for a
yang memiliki tugas fungsional). candidate who had functional duties).
c. Jika yang bersangkutan adalah Pegawai c. If the person concerned was a Civil Servant,
Negeri Sipil, maka wajib menyampaikan: then he/she was obliged to submit:
1) Surat pernyataan pribadi yang 1) A personal statement signed on a seal is
ditandatangani di atas meterai cukup sufficient that the person concerned did
bahwa yang bersangkutan tidak not violate any provisions or laws and
melanggar ketentuan atau peraturan regulations relating to the status of Civil
perundang – undangan terkait dengan Servants, including Law No. 25 of 2009
status Pegawai Negeri Sipil termasuk UU concerning Public Services.
No. 25 Tahun 2009 Tentang Pelayanan
Publik.
2) Surat persetujuan dari atasan langsung 2) A letter of approval from the direct
di atas meterai cukup yang memberikan superior on a sufficient seal which
persetujuan atas pencalonan yang gave approval for the nomination of
bersangkutan sebagai anggota Dewan the concerned member of the Board
Komisaris bank dan pencalonan yang of Commissioners of the bank and the
bersangkutan tidak melanggar ketentuan nomination concerned did not violate the
dan/atau peraturan perundang- provisions and/or laws and regulations
undangan terkait dengan status Pegawai relating to the status of a Civil Servant
Negeri Sipil termasuk UU No. 25 tahun including Law No. 25 of 2009
2009
9. Khusus calon Komisaris Independen/Komisaris 9. Specifically for candidates for Independent
Utama Independen wajib meyertakan: Commissioner/Independent President
a. Surat pernyataan pribadi yang menyatakan Commissioner, they had to include:
bahwa yang bersangkutan merupakan pihak a. Personal statement stating that the person
yang independen terhadap pemilik bank concerned was an independent party to
atau PSP (ditandatangani di atas meterai the owner of the bank or PSP (signed on a
cukup). sufficient seal).
b. Surat pernyataan pribadi yang menyatakan b. A personal statement stating that the person
bahwa yang bersangkutan tidak memiliki concerned had no financial, management,
hubungan keuangan, kepengurusan, share ownership and/or family relationship
kepemilikan saham dan/atau hubungan with other members of the Board of
keluarga dengan anggota Dewan Komisaris Commissioners, members of the Board of
lainnya, anggota Direksi dan/atau pemegang Directors and/or controlling shareholders
saham pengendali atau hubungan lain yang or other relationships that might affect his
dapat mempengaruhi kemampuannya untuk ability to act independently (signed above
bertindak independen (ditandatangani di seal enough).
atas meterai cukup).
10. Calon anggota Dewan Komisaris yang diajukan 10. Candidates for the members of the Board of
dalam RUPS harus diusulkan oleh Pemegang Commissioners proposed in the GMS had to be
Saham Seri A dengan hak suara yang sah, proposed by Series A Shareholders with valid
dengan berpedoman kepada peraturan voting rights, guided by the prevailing laws and

11. RUPS dapat mengangkat Dewan Komisaris 11. The GMS might appoint the Board of
dan dinyatakan efektif setelah lulus penilaian Commissioners and be declared effective
kemampuan dan kepatutan dari Otoritas Jasa after passing the fit and proper test from the
Keuangan sesuai dengan ketentuan yang Financial Services Authority in accordance with
berlaku. applicable regulations.
12. Dalam hal calon anggota Dewan Komisaris 12. In the event that a candidate member of the
yang telah diangkat oleh RUPS namun belum Board of Commissioners had been appointed
dinyatakan lulus penilaian kemampuan dan by the GMS but had not passed the fit and
kepatutan oleh Otoritas Jasa Keuangan, maka proper test by the Financial Services Authority,
yang bersangkutan belum memiliki hak dan then the person concerned didnot yet have
kewajiban sebagai anggota Dewan Komisaris. the rights and obligations as a member of the
Board of Commissioners.
13.
Calon Komisaris non independen wajib 13. Candidates for non-independent commissioners
melampirkan bukti kelulusan sertifikasi had to attach proof of passing level 1 (one) risk
manajemen risiko level 1 (satu), sedangkan management certification, while Candidates
untuk Calon Komisaris Independen wajib for Independent Commissioners had to attach
melampirkan bukti kelulusan sertifikasi proof of passing level 2 (two) risk management
manajemen risiko level 2 (dua). certification.
14.
Pemenuhan persyaratan sebagaimana 14. Fulfillment of the requirements as referred to in
dimaksud dalam angka 2a dan 2e dibuktikan numbers 2a and 2e was proven by a statement
dengan surat pernyataan yang ditandatangani letter signed by the candidate member of the
oleh calon anggota Dewan Komisaris dan surat Board of Commissioners and the letter is kept
tersebut disimpan oleh Bank. by the Bank.
15.
Ketentuan mengenai persyaratan dan 15. Provisions regarding the requirements and
pemenuhan persyaratan sebagaimana fulfillment of the requirements as referred to in
dimaksud dalam Bab III huruf A angka 1e ayat 4) Chapter III letter A number 1e paragraph 4) and
dan 5) mutatis mutandis berlaku bagi anggota 5) could be applied to members of the Board of
Dewan Komisaris. Commissioners..
Proses Nominasi dan Pemilihan Dewan Nomination Process and Election of

Komisaris Board of Commissioners
Para anggota Dewan Komisaris diangkat dan The members of the Board of Commissioners
diberhentikan oleh RUPS. Calon anggota Dewan are appointed and dismissed by the GMS.
Komisaris terlebih dahulu dipilih oleh Komite Prospectivemembers of the Board of
Nominasi dan Remunerasi berdasarkan persyaratan Commissioners are first selected by the Nomination
anggota Komisaris yang sesuai dengan Anggaran and Remuneration Committee based on the
Dasar serta ketentuan yang berlaku. Calon anggota requirements of the members of the Commissioners
Dewan Komisaris yang diajukan dalam RUPS harus in accordance with the Articles of Association and
diusulkan oleh Pemegang Saham Seri A. applicable provisions. Prospective members of the
Board of Commissioners submitted at the GMS must
be proposed by the Series A Shareholders.
RUPS dapat mengangkat Dewan Komisaris The GMS can appoint the Board of Commissioners and
dan dinyatakan efektif setelah lulus penilaian be effective after passing the fit and proper test from
kemampuan dan kepatutan dari OJK sesuai the OJK in accordance with applicable regulations.
ketentuan yang berlaku. Dalam hal calon anggota In the event that a candidate member of the Board
Dewan Komisaris yang telah diangkat oleh of Commissioners who has been appointed by the

2020 Annual Report
RUPS namun belum dinyatakan lulus penilaian GMS but has not yet been declared to have passed
kemampuan dan kepatutan oleh OJK, maka yang the fit and proper test by the OJK, then the contender
bersangkutan belum memiliki hak dan kewajiban does not yet have the rights and obligations as a
sebagai anggota Dewan Komisaris. member of the Board of Commissioners.
Pedoman dan Tata Tertib Kerja Dewan Guidelines and Procedures for the
Dewan Komisaris bank bjb telah memiliki pedoman The Board of Commissioners of bank bjb had
kerja yang menjadi panduan Dewan Komisaris a work guideline that guides the Board of
dalam melaksanakan tugas dan tanggung jawab Commissioners in carrying out its duties and
serta wewenangnya, pedoman tersebut telah responsibilities and authorities, these guidelines
ditetapkan berdasarkan Surat Keputusan Dewan had been established based on the Decree of the
Komisaris Nomor 10/SK/DKO/2019 tanggal 04 Board of Commissioners Number 10/SK/DKO/2019
Desember 2019 tentang Pedoman dan Tata Tertib dated December 4, 2019 concerning Board Work
Kerja Dewan Komisaris. Adapun isi dari Pedoman Guidelines and Rules Commissioner. The contents
dan Tata Tertib Kerja Dewan Komisaris yaitu: of the Charter of the Board of Commissioners are:
Bab I Pendahuluan Chapter I Introduction
Bab II Organisasi Dewan Komisaris Chapter II Organization of the Board of
Commissioners
Bab III Tugas, Tanggung Jawab dan Wewenang Chapter III Duties, Responsibilities and Authority
Bab IV Hubungan Dewan Komisaris dengan Chapter IV Relationship of the Board of Commissioners
Direksi with the Board of Directors
Bab V Penutup Chapter V Closing
Komposisi dan Dasar Pengangkatan Composition and Basis for Board of

Dewan Komisaris dipimpin oleh Komisaris Utama The Board of Commissioners was chaired by the
dengan jumlah anggota paling kurang 3 (tiga) President Commissioner with a total of at least
orang dan paling banyak berjumlah sama dengan 3 (three) members and a maximum number
jumlah anggota Direksi. Dewan Komisaris terdiri of the members of the Board of Directors.
dari Komisaris Independen dan Komisaris Non The Board of Commissioners consisted of
Independen. Dewan Komisaris merupakan majelis Independent Commissioners and Non-Independent
dan setiap anggota Dewan Komisaris tidak dapat Commissioners. The Board of Commissioners was
bertindak sendiri-sendiri, melainkan berdasarkan an assembly and each member of the Board of
keputusan Dewan Komisaris. Commissioners could not act individually, but based
on the decision of the Board of Commissioners.
Komposisi Dewan Komisaris pada RUPS Tahunan The composition of the Board of Commissioners at
2020 sebanyak 5 (lima) orang yang terdiri dari the 2020 Annual GMS is 5 (five) people consisting
1 (satu) orang Komisaris Utama Independen, of 1 (one) Independent President Commissioner,
2 (dua) orang Komisaris dan 2 (dua) orang 2 (two) Commissioners and 2 (two) Independent
Komisaris Independen. Seluruh anggota Dewan Commissioners. All members of the Board of
Komisaris berdomisili di wilayah kerja Kantor bank Commissioners were domiciled in the working
bjb. Komposisi dan dasar pengangkatan Dewan area of the bank bjb office. The composition
Komisaris dapat dilihat pada tabel di bawah ini. and basis for the appointment of the Board of
Commissioners can be seen in the table below.

Nama Jabatan Pelaksana Dasar Pengangkatan Tanggal Efektif

Name Position Executor Rapture Basis Effective Date
Farid Komisaris Utama Otoritas Jasa RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
Rahman Independen Keuangan Annual GMS for Fiscal Year 2018 dated April 30, 2019 21 June 2019
Independent Financial Services
President Authority
Commissioner
Eddy Komisaris Otoritas Jasa RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
I. M. Commissioner Keuangan Annual GMS for Fiscal Year 2018 dated April 30, 2019 21 June 2019
Nasution Financial Services
Authority
Fahlino Komisaris Otoritas Jasa RUPS Tahunan Tahun Buku 2018 tanggal 30 April 2019 21 Juni 2019
F. Sjuib Independen Keuangan Annual GMS for Fiscal Year 2018 dated April 30, 2019 21 June 2019
Independent Financial Services
Commissioner Authority
Muhadi Komisaris Bank Indonesia - Akta RUPS Tahunan No. 14 tanggal 19 November 2008 19 November
Commissioner - RUPSLB No. 74,75,76 tanggal 25 Juli 2011 2008
- Akta RUPS Tahunan No. 117,118,119 tanggal 31 Maret 2015 19 November
- RUPS Tahunan No. 87 tanggal 30 April 2019 2008
- Annual GMS Deed No. 14 November 19, 2008
- EGMS No. 74,75.76 on July 25, 2011
- Annual GMS Deed No. 117,118,119 as of March 31, 2015
- Annual GMS No. 87 April 30, 2019
Yayat Komisaris Bank Indonesia - Akta RUPSLB No 74,75,76 tanggal 25 Juli 2011 25 Juli 2011
Sutaryat Independen - Akta RUPS Tahunan No 117,118,119 tanggal 31 Maret 2015 25 July 2011
Independent - Akta RUPS Tahunan No. 87 tanggal 30 April 2019
Commissioner - Deed of EGMS 74.75.76 dated July 25, 2011
- Annual GMS Deed No 117,118,119 dated 31 March 2015
- Annual GMS Deed No. 87 April 30, 2019
Program Orientasi Bagi Komisaris Baru Orientation Program for New

Commissioners
Program pengenalan Dewan Komisaris The Board of Commissioners introduction program

dilaksanakan bagi anggota Dewan Komisaris was implemented for members of the Board of
yang baru diangkat oleh RUPS untuk mendapat Commissioners who had just been appointed by
informasi mengenai Perusahaan di dalam the GMS to obtain information about the Company
mendukung pelaksanaan tugas dan tanggung in supporting the implementation of their duties
jawabnya yang dilaksanakan pada internal Dewan and responsibilities which were carried out
Komisaris. internally by the Board of Commissioners.
Sehubungan dengan tidak adanya perubahan dan Due to the absence of changes and the appointment
pengangkatan Dewan Komisaris baru pada tahun of a new Board of Commissioners in 2020, the
2020 sehingga program orientasi tersebut tidak di orientation program was not implemented.
jalankan.
Pembidangan Tugas Pengawasan The Supervision of the Board of

Dewan Komisaris Commissioners’ Supervisory Duties
Untuk mengefektifkan peran Dewan Komisaris, To streamline the role of the Board of Commissioners,
dilakukan pembagian tugas diantara anggota division of duties was carried out among members of
Dewan Komisaris. Pembagian tugas diantara the Board of Commissioners. The division of duties
anggota Dewan Komisaris ditujukan agar among the members of the Board of Commissioners
pelaksanaan tugas masing-masing anggota was intended so that the implementation of the duties
Dewan Komisaris secara teknis pada aspek yang of each member of the Board of Commissioners could
dibidangi dapat berjalan lancar, efektif dan efisien, technically run smoothly, effectively and efficiently,

2020 Annual Report
sesuai tanggung jawab dan wewenang masing- according to their respective responsibilities and
masing sehingga terdapat kejelasan tentang peran authorities so that there was clarity on the role of
anggota Dewan Komisaris, baik secara kolektif members of the Board of Commissioners, both
maupun individual. collectively and individually.
Berdasarkan Surat Keputusan Dewan Komisaris Based on the Decree of the Board of Commissioners
bank bjb Nomor 03/SK/DK/2020 tanggal 23 Juni of bank bjb Number 03/SK/DK/2020 dated June
2020 tentang Pembagian Tugas dan Pelaksanaan 23, 2020 concerning the Division of Duties and
Kegiatan Dewan Komisaris serta Komite-Komite, Implementation of the Activities of the Board of
Adapun pembidangan tugas pengawasan Dewan Commissioners and Committees, the supervisory
Komisaris adalah sebagai berikut: duties of the Board of Commissioners are as
follows:
Tabel Pembidangan Tugas Dewan Komisaris

Table of Board of Commissioners’ Duties Discussion
Nama Jabatan Bidang Tugas

Name Position Task Field
Farid Rahman Komisaris Utama Independen 1. Ketua merangkap anggota 1. Chairman of the Risk Monitoring
President Commissioner Komite Pemantau Risiko Committee
2. Anggota Komite Audit 2. Member of the Audit Committee
3. Anggota Komite Nominasi dan Member
Remunerasi 3. Member of the Nomination and
Remuneration Committee
Eddy I. M. Nasution Komisaris 1. Anggota Komite Nominasi dan 1. Member of the Nomination and
Commissioner Remunerasi Remuneration Committee
2. Anggota Komite Pemantau 2. Members of the Risk Monitoring
Risiko Committee
Anggota Komite Tata Kelola 3. Member of the Integrated
Terintegrasi Governance Committee
Fahlino F. Sjuib Komisaris Independen 1. Ketua merangkap anggota 1. Chairman concurrently as a
Independent Commissioner Komite Tata Kelola Terintegrasi member of the Integrated
2. Anggota Komite Nominasi dan Governance Committee
Remunerasi 2. Member of the Nomination and
Muhadi Komisaris 1. Anggota Komite Nominasi dan 1. Member of the Nomination and
Commissioner Remunerasi Remuneration Committee
2. Anggota Komite Pemantau 2. Members of the Risk Monitoring
Risiko Committee
3. Anggota Komite Tata Kelola 3. Member of the Integrated
Yayat Sutaryat Komisaris Independen 1. Ketua merangkap anggota 1. Chairman of the Audit
Commissioner Komite Audit Committee
2. Ketua merangkap anggota 2. Chairman of the Nomination and
Komite Nominasi dan Remuneration Committee
Remunerasi 3. Member of the Integrated
Anggota Komite Tata Kelola Governance Committee
Terintegrasi
Hubungan Afiliasi Dewan Komisaris Affiliates of the Board of Commissioners
Kriteria hubungan afiliasi antara Dewan Komisaris, Criteria for affiliation between the Board of
Direksi dan Pemegang Saham Pengendali meliputi: Commissioners, the Board of Directors and the
Controlling Shareholders include:
1. Hubungan afiliasi antara anggota Dewan 1. Affiliation between members of the Board
Komisaris dengan anggota Dewan Komisaris of Commissioners and other members of the
lainnya. Board of Commissioners.

2. Hubungan afiliasi antara anggota Dewan 2. Affiliation between members of the Board of
Komisaris dengan Direksi. Commissioners and the Board of Directors.
3. Hubungan afiliasi antara anggota Dewan 3. Affiliation between members of the Board of
Komisaris dengan Pemegang Saham Utama Commissioners and Major Shareholders and/or
dan/atau pengendali. controllers.
Hubungan afiliasi antara anggota Dewan Komisaris, The affiliation relationship between members of the
Direksi dan Pemegang Saham Pengendali, dapat Board of Commissioners, Directors and Controlling
dilihat sebagaimana tabel di bawah ini: Shareholders, can be seen as the table below:
Tabel Hubungan Afiliasi Dewan Komisaris

Table of Affiliation Relations of the Board of Commissioners
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris
Relations of Financial, Family and Management of Commissioners
Hubungan Keuangan Dengan Hubungan Keluarga Dengan Hubungan
Relation of Financial with Relation of Family with Kepengurusan
di Perusahaan
Pemegang Pemegang lain
Dewan Dewan
Direksi Saham Direksi Saham Management
Nama Jabatan Komisaris Komisaris
Board of Pengendali Board of Pengendali Relationship
Name Position Board of Board of
Directors Controlling Directors Controlling in Other
Commissioners Commissioners
Shareholders Shareholders Companies
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Komisaris
Utama
Farid Independen
√ √ √ √ √ √ √
Rahman Independent
President
Commissioner
Eddy I. M. Komisaris
√ √ √ √ √ √ √
Nasution Commissioner
Komisaris
Fahlino F. Independen
√ √ √ √ √ √ √
Sjuib Independent
Commissioner
Komisaris
Muhadi √ √ √ √ √ √ √
Commissioner
Komisaris
Yayat Independen
√ √ √ √ √ √ √
Sutaryat Independent
Commissioner
Kebijakan Rangkap Jabatan Dewan Committee for The Board of Commissioners

Komisaris
Setiap anggota Dewan Komisaris dapat Each member of the Board of Commissioners
melaksanakan rangkap jabatan sepanjang can carry out concurrent positions as long as
diperkenankan oleh ketentutan yang berlaku permitted by applicable regulations and the
serta Anggaran Dasar Perseroan. Anggota Company’s Articles of Association. Members
Dewan Komisaris dilarang melakukan rangkap of the Board of Commissioners are prohibited
jabatan sebagai anggota Drieksi, anggota Dewan from holding concurrent positions as members
Komisaris atau Pejabat Eksekutif: of Board of Directors, members of the Board of
Commissioners or Executive officers:

2020 Annual Report
1. Pada lembaga keuangan atau perusahaan 1. In financial institutions or financial companies,

keuangan, baik bank maupun bukan bank. both banks and non-banks.
2. Pada lebih dari 1 (satu) lembaga bukan 2. In more than 1 (one) non-financial institution or
keuangan atau perusahaan bukan keuangan non-financial company both domiciled inside
baik yang berkedudukan di dalam maupun di and outside the country.
luar negeri.
Tidak termasuk rangkap jabatan sebagaimana Does not include concurrent positions as
telah disebutkan di atas dalam hal: mentioned above in terms of:
1. Anggota Dewan Komisaris menjabat sebagai 1. Members of the Board of Commissioners serve
anggota Direksi, anggota Dewan Komisaris as members of the Board of Directors, members
atau Pejabat Eksekutif yang melaksankan of the Board of Commissioners or Executive
fungsi pengawasan pada 1 (satu) perusahaan officers who carry out the supervisory function
anak bukan bank yang dikendalikan oleh Bank. in 1 (one) non-bank subsidiary company
controlled by the Bank.
2. Komisaris non independen menjalankan tugas 2. Non-independent commissioners carry out
fungsional dari pemegang saham Bank yang functional tasks from Bank shareholders in
berbentuk badan hukum pada kelompok usaha the form of legal entities in the Bank business
Bank. group.
3. Anggota Dewan Komisaris menduduki jabatan 3. Members of the Board of Commissioners
pada organisasi atau lembaga nirlaba. hold positions in non-profit organizations or
institutions.
Tugas dalam jabatan dan fungsi sebagaimana Duties in functions and functions as referred to
dimaksud di atas dapat dilaksanakan sepanjang above can be carried out as long as the person
yang bersangkutan tidak mengabaikan concerned does not neglect the implementation
pelaksanaan tugas dan tanggung jawab sebagai of duties and responsibilities as a member of the
anggota Dewan Komisaris Bank. Board of Commissioners of the Bank.
Rangkap jabatan Dewan Komisaris dapat dilihat The concurrent positions of the Board of
pada tabel di bawah ini. Commissioners can be seen in the table below.
Tabel Rangkap Jabatan Dewan Komisaris

Table of Concurrent Positions of Board of Commissioners
Jabatan pada Perusahaan/ Nama Perusahaan/
Nama Jabatan Instansi Lain Instansi Lain
Name Position Position in Other Companies/ Name of Other Company/
Agencies Agency
Farid Komisaris Utama Independen Direktur PT Medco Intidinamika
Rahman Independent President Commissioner Director
Eddy I. M. Komisaris - -
Nasution Commissioner
Fahlino F. Komisaris Independen
- -
Sjuib Independent Commissioner
Muhadi Komisaris
- -
Commissioner
Yayat Komisaris Independen
- -
Sutaryat Independent Commissioner

Pengelolaan Benturan Kepentingan Management of Conflicts of Interest of the

1. Anggota Dewan Komisaris dilarang memiliki 1. Members of the Board of Commissioners are
hubungan keluarga sampai dengan derajat prohibited from having family relations up to
kedua dengan sesama anggota Dewan the second degree with fellow members of the
Komisaris dan/atau anggota Direksi. Board of Commissioners and/or members of
the Board of Directors.
2. Dalam hal terjadi benturan kepentingan, anggota 2. In the event of a conflict of interest, members
Dewan Komisaris dilarang mengambil tindakan of the Board of Commissioners are prohibited
yang dapat merugikan Bank atau mengurangi from taking actions that could harm the Bank
keuntungan Bank dan wajib mengungkapkan or reduce the profit of the Bank and are
benturan kepentingan dalam setiap keputusan. required to disclose conflicts of interest in
every decision.
3. Anggota Dewan Komisaris dilarang 3. Members of the Board of Commissioners are
memanfaatkan Bank untuk kepentingan pribadi, prohibited from using the Bank for personal,
keluarga dan/atau pihak lain yang dapat family and/or other parties’ interests which
merugikan atau mengurangi keuntungan Bank. may harm or reduce the Bank’s profits.
4. Anggota Dewan Komisaris dilarang bertindak 4. Members of the Board of Commissioners
sebagai kuasa dari Pemegang Saham dalam are prohibited from acting as proxy from
pemungutan suara di dalam rapat. Shareholders in the vote at the meeting.
5. Anggota Dewan Komisaris dilarang mengambil 5. Members of the Board of Commissioners
dan/atau menerima keuntungan pribadi dari are prohibited from taking and/or receiving
Bank selain remunerasi dan fasilitas lain yang personal benefits from the Bank other than
ditetapkan berdasarkan keputusan RUPS. remuneration and other facilities determined
based on the resolution of the GMS.
Kepemilikan Saham Dewan Komisaris Ownership of Board of Commissioners
Dewan Komisaris telah mengungkapkan The Board of Commissioners has disclosed its
Kepemilikan sahamnya baik pada Bank maupun ownership in both the Bank and other banks
pada Bank lain dan perusahaan lain yang and other companies domiciled both at home
berkedudukan di dalam dan di luar negeri. and abroad. The Board of Commissioners’ share
Kepemilikan saham Dewan Komisaris dapat dilihat ownership can be seen in the table below.
pada tabel di bawah ini.
Tabel Kepemilikan Saham Dewan Komisaris

Table of Board of Commissioners’ Share Ownership
Kepemilikan Saham (lembar)

Nama Jabatan Share Ownership (Share)
Name Position Perusahaan Lain
bank bjb
Other Companies
Farid Rahman - -
Komisaris
Eddy I. M. Nasution - -
Commissioner
Komisaris Independen
Fahlino F. Sjuib - -
Komisaris
Muhadi 2.310.000 -
Commissioner
Yayat Sutaryat - -

2020 Annual Report
Komisaris Independen Independent Commissioners
Komisaris Independen adalah anggota Dewan Independent Commissioner was a member of the
Komisaris yang tidak memiliki hubungan Board of Commissioners who had no financial,
keuangan, kepengurusan, kepemilikan saham dan/ management, share ownership and/or family
atau hubungan keluarga dengan anggota Direksi, relationship with members of the Board of Directors,
anggota Dewan Komisaris lain dan/atau pemegang other members of the Board of Commissioners
saham pengendali, atau hubungan dengan bank and/or controlling shareholders, or a relationship
yang dapat mempengaruhi kemampuan yang with a bank that might affect the ability of the
bersangkutan untuk bertindak independen. person concerned to act independently.
Komisaris Independen Bank ditetapkan paling The Bank’s Independent Commissioners are
kurang 50% (lima puluh persen) dari jumlah appointed at least 50% (fifty percent) of the total
anggota Dewan Komisaris. Komposisi Dewan members of the Board of Commissioners. The
Komisaris Bank Per 31 Desember 2020 berjumlah composition of the Bank’s Board of Commissioners
5 (lima) orang anggota dengan 3 (tiga) orang di as of December 31, 2020 was 5 (five) members with
antaranya sebagai Komisaris Independen yang 3 (three) of them as Independent Commissioners,
berarti 60% (enam puluh persen) dari Komisaris which means 60% (sixty percent) of the existing
yang ada dan telah memenuhi ketentuan Bank Commissioners and had complied with Bank
Indonesia/OJK. Indonesia/OJK regulations.
Kriteria Penentuan Komisaris Independen Criteria for Determining Independent

Commissioners
Kriteria penentuan Komisaris Independen adalah The criteria for determining Independent
sebagai berikut. Commissioners are as follows.
Kriteria Criteria
Farid Fahlino F. Yayat
Rahman Sjuib Sutaryat
Merupakan pihak yang independen terhadap Is an independent party to the owner of the
√ √ √
pemilik bank atau PSP. bank or PSP.
Tidak memiliki hubungan keuangan, Does not have a relationship with the
kepengurusan, kepemilikan saham dan/ controlling shareholder/majority, financial,
atau hubungan keluarga dengan anggota management, share ownership and/or family
Dewan Komisaris lainnya, Direksi dan/atau relations with other members of the Board
√ √ √
dengan Bank, serta bebas dari hubungan of Commissioners, Directors and/or the
bisnis atau hubungan lainnya yang dapat Bank, and is free from business relationships
mempengaruhi kemampuannya untuk or other relationships that can affect its
bertindak independen. ability to act independently.
Seluruh Komisaris Independen Perseroan All Independent Commissioners of the Company

telah memenuhi kriteria penentuan Komisaris have fulfilled the determined criteria for
Independen yang telah ditetapkan. Independent Commissioners.

Pernyataan Komisaris Independen Independent Commissioner Statement

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2020 Annual Report
Rapat Dewan Komisaris Meeting of Board of Commissioners
Dewan Komisaris wajib menyelenggarakan rapat The Board of Commissioners must hold a Board
Dewan Komisaris paling kurang 1 (satu) kali dalam of Commissioners meeting at least 1 (one) time in
1 (satu) bulan dan wajib dihadiri oleh seluruh 1 (one) month and must be physically attended
anggota Dewan Komisaris secara fisik paling by all members of the Board of Commissioners at
kurang 2 (dua) kali dalam setahun. Dalam hal least 2 (two) times a year. In the event that a Non-
Komisaris Non Independen tidak dapat menghadiri Independent Commissioner is unable to attend a
rapat Dewan Komisaris secara fisik, maka Komisaris Board of Commissioners meeting physically, a Non-
Non Independen dapat menghadiri rapat Dewan Independent Commissioner may attend a Board of
Komisaris melalui sarana teknologi telekonferensi. Commissioners meeting through teleconferencing
technology.
Rapat adalah sah dan berhak mengambil Meetings are valid and have the right to make
keputusan yang mengikat hanya apabila lebih binding decisions only if more than half of the
dari setengah bagian dari jumlah anggota total members of the Board of Commissioners are
Dewan Komisaris hadir atau diwakili dalam rapat. present or represented at the meeting. Decision
Pengambilan keputusan pada rapat Dewan making at the Board of Commissioners’ meeting
Komisaris dilakukan berdasarkan musyawarah is based on consensus agreement on the said
mufakat pada pengambilan keputusan dimaksud. decision making.
Rapat Internal Dewan Komisaris Internal Meeting of Board of Commissioners
Rencana Rapat Internal Dewan Komisaris The Internal Meeting of the Board of
Commissioners
1. Rapat Dewan Komisaris diadakan sekurang- 1. Meetings of the Board of Commissioners
kurangnya 1 (satu) kali dalam satu bulan. Rapat are held at least 1 (one) time in a month. The
tersebut antara lain membahas: meeting discussed, among others:
a. Evaluasi atas kebijakan strategis dan a. Evaluation of the Bank’s strategic policies
rencana bisnis Bank. and business plans.
b. Evaluasi atas kinerja bank secara periodik b. Periodic evaluation of bank performance
dan posisi akhir tahun. and year-end position.
c. Evaluasi hasil pemantauan atas kepatuhan c. Evaluate the results of monitoring of the
Bank terhadap Peraturan Otoritas Jasa Bank’s compliance with the Financial
Keuangan dan peraturan perundang- Services Authority Regulations and
undangan yang berlaku. applicable laws and regulations.
d. Rapat terkait hal – hal tertentu yang sifatnya d. Meetings related to certain matters that are
insidentil. incidental.
2. Rapat Dewan Komisaris dapat juga diadakan 2. Meetings of the Board of Commissioners can
setiap waktu bilamana dianggap perlu oleh also be held at any time if deemed necessary
Komisaris Utama atau oleh 1/3 (satu pertiga) by the President Commissioner or by 1/3 (one
dari jumlah anggota Dewan Komisaris atau atas third) of the total members of the Board of
permintaan tertulis dari Direksi. Commissioners or at the written request of the
Board of Directors.
Realisasi Rapat Internal Dewan Komisaris Realization of the Internal Meeting of the Board
of Commissioners
Sepanjang tahun 2020, agenda, tanggal dan During 2020, the agenda, date and participants
peserta Rapat Dewan Komisaris adalah sebagai of the Board of Commissioners’ Meeting are as
berikut. follows.

Tabel Rapat Dewan Komisaris

Table of the Internal Meeting of the Board of Commissioners
Peserta Alasan
Tanggal Rapat Kehadiran Ketidakhadiran
No. Agenda Agenda
Date Meeting Attendance Reason of
Participants inabsence
Farid Rahman Hadir/Present
Eddy I. M. Tidak Hadir/

Dinas/Duty
Nasution Not Present
3 Januari 2020 Proses Pengisian Management Filling Tidak Hadir/
1. Fahlino F. Sjuib Dinas/Duty
January 3, 2020 Pengurus Process Not Present
Muhadi Hadir/Present
Yayat Sutaryat Hadir/Present
Eddy I. M.
Hadir/Present
Nasution
14 Januari 2020 Proses Pengisian Management Filling
2. Fahlino F. Sjuib Hadir/Present
January 14, 2020 Pengurus Process

Dinas/Duty
21 Januari 2020 Proses Pengisian Management Filling
January 21, 2020 Pengurus Process

Dinas/Duty
29 Januari 2020 Hasil Wawancara Candidate Director
January 29, 2020 Calon Direktur Interview Results
Eddy I. M.
Hadir/Present
Nasution
30 Januari 2020 Rekomendasi Calon Director Candidate
January 30, 2020 Direktur Recommendations
Eddy I. M.
Hadir/Present
Laporan Komite Nomination and Nasution
12 Februari 2020 Nominasi dan Remuneration
February 12, 2020 Remunerasi serta Committee and Audit
Komite Audit Committee reports

2020 Annual Report
Peserta Alasan
No. Agenda Agenda

Dinas/Duty
Laporan Komite Nomination and Nasution Not Present
19 Februari 2020 Nominasi dan Remuneration
February 19, 2020 Remunerasi serta Committee and Audit
Komite Audit Committee reports
Eddy I. M.
Hadir/Present
Laporan Pengawasan Bank bjb Business Plan Nasution
25 Februari 2020
Rencana Bisnis bank Supervision Report
8. February 25, Fahlino F. Sjuib Hadir/Present
bjb Posisi Semester II Position of Semester II
2020
Tahun 2019 Year 2019
Hadir/Present

Dinas/Duty
28 Februari 2020 P e m b a h a s a n Discussion on the
9. February 28, Rekomendasi Komite Audit Committee's Fahlino F. Sjuib Hadir/Present
2020 Audit Recommendations
Pembahasan Draft Eddy I. M. Tidak Hadir/

Discussion on the Dinas/Duty
Laporan Pertanggung Nasution Not Present
Draft Accountability
10 Maret 2020 jawaban Dewan
10. Report of the Board of Fahlino F. Sjuib Hadir/Present
March 10, 2020 Komisaris untuk RUPS
Commissioners for the
Tahunan Tahun Buku
2019 Annual GMS Muhadi Hadir/Present
2019
Tidak Hadir/
Yayat Sutaryat Dinas/Duty
Not Present
Eddy I. M.
Hadir/Present
Nasution
Laporan Komite Nomination and
21 April 2020
11. Nominasi dan Remuneration Fahlino F. Sjuib Hadir/Present
April 21, 2020
Remunerasi Committee Report
Hadir/Present
Eddy I. M.
Hadir/Present
Discussion on the Nasution
Pembahasan Laporan
13 Mei 2020 Nomination and
12. Komite Nominasi dan Fahlino F. Sjuib Hadir/Present
May 13, 2020 Remuneration
Remunerasi
Committee Report

Peserta Alasan
No. Agenda Agenda
1. Pembahasan 1. Discussion of the
Laporan Komite Nomination and Farid Rahman Hadir/Present
Nominasi dan Remuneration
Remunerasi Committee Report
mengenai nominasi regarding the
calon PLT. Pendiri nomination of Eddy I. M. Tidak Hadir/
Dinas/Duty
DPLK bank bjb PLT candidates. Nasution Not Present
Founder of bank
bjb DPLK
7 Juli 2020 2. Pembahasan 2. Discussion on the
July 7, 2020 Laporan Komite Audit Committee’s
Audit tentang Report on KAP
Evaluasi KAP Tahun Evaluation for the
buku 2019 2019 financial year
3. Proses pengadaan 3. The process of Muhadi Hadir/Present
jasa KAP untuk procuring KAP
Audit Laporan services for the
Keuangan Tahun Financial Statement
buku 2020 Audit for the 2020 Yayat Sutaryat Hadir/Present
financial year
1. Pembahasan 1. Discussion of the
Laporan Komite Nomination and
Nominasi dan Remuneration
Remunerasi Committee Report Eddy I. M. Tidak Hadir/
Dinas/Duty
mengenai nominasi regarding the Nasution Not Present
calon PLT. Pendiri nomination of
14 Juli 2020
14. DPLK bank bjb PLT candidates. Fahlino F. Sjuib Hadir/Present
July 14, 2020
Founder of bank
2. Pembahasan bjb DPLK
Laporan Komite 2. Discussion on Audit Muhadi Hadir/Present
Audit terkait KAP Committee Reports
DPLK related to KAP
DPLK
Eddy I. M.
Discussion on the Hadir/Present
Pembahasan Laporan Nasution
Nomination and
11 Agustus 2020 dan Rekomendasi
15. Remuneration Fahlino F. Sjuib Hadir/Present
August 11, 2020 Komite Nominasi dan
Committee Report and
Remunerasi
Recommendations Muhadi Hadir/Present

1. Pembahasan tindak 1. Discussion of a
lanjut salah satu follow-up to one Eddy I. M.
Hadir/Present
8 September hasil keputusan of the resolutions Nasution
2020 RUPS LB tanggal 1 of the EGMS on
September 8, september 2020. September 1, 2020.
2020 2. Pembahasan 2. Discussion on the
laporan Komite Audit Committee Muhadi Hadir/Present
Audit. report.
Eddy I. M.
Hadir/Present
22 September Nasution
Pembahasan hasil Discussion on the
2020
17. temuan OJK tahun findings of the FSA in Fahlino F. Sjuib Hadir/Present
September 22,
2020 2020
2020
Eddy I. M.
Nomination and Hadir/Present
Laporan dan Nasution
Remuneration
6 Oktober 2020 Rekomendasi Komite
18. C o m m i t t e e Fahlino F. Sjuib Hadir/Present
October 6, 2020 Nominasi dan
Reports and
Remunerasi

2020 Annual Report
Peserta Alasan
No. Agenda Agenda
Nomination and Eddy I. M.

Laporan dan Hadir/Present
Remuneration Nasution
14 Oktober 2020 Rekomendasi Komite
19. C o m m i t t e e
October 14, 2020 Nominasi dan Fahlino F. Sjuib Hadir/Present
Reports and
Remunerasi
Discussion on the Eddy I. M.
P e m b a h a s a n Hadir/Present
24 November recommendations of Nasution
rekomendasi Komite
2020 the Audit Committee
20. Audit mengenai
November 24, regarding the Fahlino F. Sjuib Hadir/Present
penunjukan kantor
2020 appointment of a
akuntan publik Muhadi Hadir/Present
public accounting firm
Eddy I. M.
23 Desember Hadir/Present
Pembahasan revisi Discussion on the Nasution
2020
21. kebijakan tata kelola revised bank bjb
December 23, Fahlino F. Sjuib Hadir/Present
bank bjb governance policy
2020
Rapat Gabungan Dewan Komisaris Joint Board of Commissioners Meeting

Mengundang Direksi With the Board of Directors
Sepanjang tahun 2020, agenda, tanggal dan During 2020, the agenda, date and participants of
peserta Rapat Gabungan Dewan Komisaris the Joint Meeting of the Board of Commissioners
mengundang Direksi adalah sebagai berikut. and the Board of Directors are as follows.
Tabel Rapat Gabungan Dewan Komisaris dengan Direksi

Table of Joint Meeting of Board of Commissioners and Directors
Peserta
Rapat - Peserta
Dewan Rapat -
Tanggal Agenda Komisaris Kehadiran Keterangan Direksi Kehadiran Keterangan
No.
Date Agenda Meeting Attendance Notes Meeting Attendance Notes
participant participant –
– Board of Directors
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Present Renaldi Present
Tidak
Eddy I. M. Tedi Hadir/
Hadir/Not Dinas/Duty
Nasution Setiawan Present
Present
14 Januari Pemberian Credit Line Hadir/ Hadir/
2020 kepada bank bjb Syariah Fahlino F. Sjuib Rio Lanasier
1. Present Present
January Providing Credit Line to
14, 2020 bank bjb Syariah Hadir/ Hadir/
Muhadi Nia Kania
Present Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Tidak
Eddy I. M. Tedi Hadir/
Nasution Setiawan Present
Present
14 Januari Kinerja bank bjb posisi Hadir/ Hadir/
2020 Desember 2019 Fahlino F. Sjuib Rio Lanasier
2. Present Present
January bank bjb performance
14, 2020 as of December 2019 Hadir/ Hadir/
Muhadi Nia Kania
Present Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Hadir/
Farid Rahman
Present
Tidak
Eddy I. M.
Nasution
22 Januari Evaluasi kepegawaian Present
2020 bank bjb* Tedi Hadir/
3. Hadir/
January bank bjb staffing Fahlino F. Sjuib Setiawan Present
Present
22, 2020 evaluation*
Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
18 Evaluasi kinerja DPLK Nasution Present
Februari Posisi Desember 2019*
Hadir/ Hadir/
4. 2020 DPLK performance Fahlino F. Sjuib Suartini
Present Present
February evaluation as of
18, 2020 December 2019* Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Tidak
Eddy I. M. Hadir/ Tedi
Hadir/Not
Nasution Present Setiawan
Present
18 Kinerja bank bjb posisi Hadir/ Hadir/
Februari Januari Tahun 2020. Fahlino F. Sjuib Rio Lanasier
Present Present
5. 2020 bank bjb performance
February for January 2020 Tidak
Hadir/
18, 2020 position. Muhadi Nia Kania Hadir/Not
Present
Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Tidak
Hadir/ Yuddy
Farid Rahman Hadir/Not
Present Renaldi
Present
Eddy I. M. Hadir/ Tedi Hadir/
Nasution Present Setiawan Present
25 Evaluasi remunerasi
Februari pengurus bank bjb Hadir/ Hadir/
Fahlino F. Sjuib Rio Lanasier
6. 2020 Present Present
Evaluation of bank
February bjb management Hadir/ Hadir/
25, 2020 remuneration Muhadi Nia Kania
Present Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Hadir/
Farid Rahman
Present
Pemberian Fasilitas
Kredit Kepada Pihak Tidak
Eddy I. M.
Terkait atas nama Hadir/Not
Nasution
10 Maret Koperasi Konsumen Present
2020 bank bjb "ZIEBAR"* Hadir/
7. Hadir/ Suartini
March 10, Provision of Credit Fahlino F. Sjuib Present
Present
2020 Facilities to Related
Parties on behalf of Hadir/
Muhadi
bank bjb Consumer Present
Cooperative “ZIEBAR”*
Hadir/
Yayat Sutaryat
Present
Hadir/
Farid Rahman
Present
Pemberian Fasilitas Tidak
Eddy I. M.
Kredit Kepada Pihak Hadir/Not Dinas/Duty
Nasution
17 Maret Terkait atas nama PT Present
2020 Jaswita* Hadir/
8. Hadir/ Suartini
March 17, Provision of Credit Fahlino F. Sjuib Present
Present
2020 Facilities to Related
Parties on behalf of PT Hadir/
Muhadi
Jaswita* Present
Hadir/
Yayat Sutaryat
Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Persiapan RUPS Tahunan Eddy I. M. Hadir/ Tedi Hadir/

Tahun Buku 2019. Nasution Present Setiawan Present
Kinerja bank bjb Posisi
17 Maret Hadir/ Hadir/
Februari 2020. Fahlino F. Sjuib Rio Lanasier
2020 Present Present
9. Preparation for the 2019
March 17, Hadir/ Hadir/
Annual GMS. bank bjb Muhadi Nia Kania
Performance Position
February 2020.
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Pemberian Fasilitas Hadir/
Farid Rahman
Kredit Kepada Pihak Present
Terkait atas nama
PT Migas Hulu Jabar Eddy I. M. Hadir/
(Perseroda) dan Nasution Present
22 April PT Artdeco Sejahtera Hadir/
2020 Abadi* Fahlino F. Sjuib Hadir/
10. Present Suartini
April 22, Present
2020 Granting Credit Facilities
Hadir/
to Related Parties on Muhadi
Present
behalf of PT Migas Hulu
Jabar (Perseroda) and
Hadir/
PT Artdeco Sejahtera Yayat Sutaryat
Present
Abadi*
Hadir/ Yuddy Hadir/
Farid Rahman
22 April Kinerja bank bjb posisi Hadir/ Hadir/

2020 Maret 2020 Present Present
11.
April 22, bank bjb performance Hadir/ Hadir/
2020 for March 2020 position Muhadi Nia Kania
Present Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Hadir/
Farid Rahman
Present
Pemberian Fasilitas
Eddy I. M. Hadir/
Kredit Kapada Pihak
Nasution Present
13 Mei Terkait atas nama PT
2020 Agro Jabar (Perseroda)* Hadir/
12. Fahlino F. Sjuib Suartini Hadir
May 13, Provision of Credit Present
2020 Facilities for Related
Hadir/
Parties on behalf of PT Muhadi
Present
Agro Jabar (Perseroda)*
Hadir/
Yayat Sutaryat
Present

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
28 Mei Kinerja bank bjb posisi Hadir/ Hadir/

2020 April 2020 Present Present
13.
May 28, bank bjb performance Hadir/ Hadir/
2020 as of April 2020 Muhadi Nia Kania
Present Present
Hadir/
Suartini
Hadir/ Present
Yayat Sutaryat
Present Agus Hadir/
Mulyana Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
Pembahasan Stress
Nasution Present
3 Juni Test Dampak Pandemik
2020 Covid-19* Hadir/ Hadir/
14. Fahlino F. Sjuib Nia Kania
June 3, Discussion of the Stress Present Present
2020 Test Impact of the
Hadir/
Covid-19 Pandemic* Muhadi
Present
Hadir/
Yayat Sutaryat
Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
Nasution Present
3 Juni Pembahasan Kredit
2020 Hapus Buku* Hadir/ Hadir/
15. Fahlino F. Sjuib Rio Lanasier
June 3, Discussion on Write-Off Present Present
2020 Credits*
Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present
Hadir/
Farid Rahman
Persetujuan Pemberian Present
Fasilitas Kredit Kepada
Eddy I. M. Hadir/
Pihak Terkait atas nama
Nasution Present
PD BPR Serang dan PD
3 Juni BPR Berkah* Hadir/ Hadir/
16. Fahlino F. Sjuib Suartini
2020 Approval of Granting Present Present
Credit Facilities to
Hadir/
Related Parties on Muhadi
Present
behalf of PD BPR Serang
and PD BPR Berkah* Hadir/
Yayat Sutaryat
Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/
Farid Rahman
Present
P e m b a h a s a n Eddy I. M. Hadir/
pengelolaan bidang Nasution Present
SDM dan Umum bank
16 Juni bjb* Hadir/ Tedi Hadir/
17. Fahlino F. Sjuib
2020 Present Setiawan Present
Discussion on HR and
general management of Hadir/
Muhadi
bank bjb* Present
Hadir/
Yayat Sutaryat
Present
1. Pembahasan Hadir/ Yuddy Hadir/
Farid Rahman
komitmen Present Renaldi Present
penyelesaian temuan
OJK Eddy I. M. Hadir/ Tedi Hadir/
2. Revisi RBB Tahun Nasution Present Setiawan Present
Buku 2020 – 2022 Hadir/ Hadir/
3. Perubahan usulan visi Fahlino F. Sjuib Rio Lanasier
Present Present
dan misi bank bjb
4. Kinerja keuangan Hadir/ Hadir/
17 Juni Muhadi Nia Kania
posisi Mei tahun 2020 Present Present
2020
18. 1. Discussion of Hadir/
June 17, Suartini
2020 commitments to Present
resolve FSA findings
2. Revised RBB for
Fiscal Year 2020 -
Hadir/
2022 Yayat Sutaryat
Present Agus Hadir/
3. Changes in the
proposed vision and Mulyana Present
mission of bank bjb
4. Financial performance
for May 2020 position
Hadir/ Yuddy Hadir/
Farid Rahman
1. Revisi RBBB Tahun Present Renaldi Present
2020 – 2022 Tidak
2. Perubahan usulan visi Eddy I. M. Tedi Hadir/
Hadir/Not
dan misi bank bjb Nasution Setiawan Present
Present
3. Persetujuan kebijakan
23 Juni manajemen resiko Hadir/ Hadir/
2020 Fahlino F. Sjuib Rio Lanasier
19. Present Present
June 23, 1. Revised RBBB 2020 -
2020 2022 Hadir/ Hadir/
2. Changes in the Muhadi Nia Kania
Present Present
proposed vision and
mission of bank bjb Hadir/
Suartini
3. Approval of risk Hadir/ Present
Yayat Sutaryat
management policies Present Agus Hadir/
Mulyana Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
Pembahasan kinerja IT Nasution Present
30 Juni bank bjb*
2020 Hadir/ Hadir/
20. Discussion on the IT Fahlino F. Sjuib Rio Lanasier
June 30, Present Present
2020 performance of bank
bjb* Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/
Farid Rahman
Present
Persetujuan Pemberian
Eddy I. M. Hadir/
Credit Line kepada pihak
Nasution Present
7 Juli terkait atas nama Bank
2020 Jabar Banten Syariah* Hadir/ Hadir/
21. Fahlino F. Sjuib Suartini
July 7, Approval of Granting Present Present
2020 Credit Line to related
Hadir/
parties on behalf of Bank Muhadi
Present
Jabar Banten Syariah*
Hadir/
Yayat Sutaryat
Present
1. Kinerja bank bjb Hadir/ Yuddy Hadir/
Farid Rahman
posisi juni tahun 2020 Present Renaldi Present
2. pembahasan
penyaluran kredit Eddy I. M. Hadir/ Tedi Hadir/
infrastruktur daerah Nasution Present Setiawan Present
(INDAH) dan kredit Hadir/ Hadir/
masyarakat ekonomi Fahlino F. Sjuib Rio Lanasier
Present Present
sejahtera (MESRA)
3. Pembahasan Tidak
Hadir/
pelaksanaan Muhadi Nia Kania Hadir/Not
Present
kebijakan APU-PPT Present
posisi Juni 2020
28 Juli Hadir/
1. bank bjb performance Suartini
2020 Present
22. for June 2020
July 28,
2020 position
2. Discussion of the
distribution of
regional infrastructure
credit (INDAH) Hadir/
Yayat Sutaryat
and credit for the Present Agus Hadir/
prosperous economy Mulyana Present
community (MESRA)
3. Discussion on the
implementation of the
AML-CFT policy for
the position of June
2020
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
Nasution Present
4 Agustus Pembahasan anak
2020 perusahaan bank bjb* Hadir/ Tedi Hadir/
August 4, Discussion on bank bjb Present Setiawan Present
2020 subsidiaries*
Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
1. Pembahasan Kinerja Hadir/ Yuddy Hadir/

Farid Rahman
bank bjb posisi Juli Present Renaldi Present
2020
2. Pembahasan profil Eddy I. M. Hadir/ Tedi Hadir/
risiko bank bjb posisi Nasution Present Setiawan Present
triuwulan II tahun Hadir/ Hadir/
2020 Fahlino F. Sjuib Rio Lanasier
Present Present
3. Pembahasan kinerja
DPLK bank bjb posisi Hadir/ Hadir/
Muhadi Nia Kania
Semester I Tahun Present Present
25 2020
Hadir/
Agustus 1. Discussion on the Suartini
Present
24. 2020 performance of bank
August 25, bjb for the position of
2020 July 2020
2. Discussion on the risk
Hadir/
profile of bank bjb for
Present
the second quarter of Yayat Sutaryat
Hadir/ Agus Hadir/
2020
Present Mulyana Present
DPLK performance
of bank bjb for the
position of Semester I
of 2020
Hadir/ Yuddy Hadir/

Farid Rahman
Hadir/ Hadir/
8 Present Present
Kinerja bank bjb Posisi
September Agustus Tahun 2020 Hadir/ Hadir/
25. 2020 Muhadi Nia Kania
bank bjb performance Present Present
September
8, 2020 as of August 2020
Hadir/
Suartini
Present
Hadir/ Agus Hadir/
Yayat Sutaryat
Nancy Hadir/
Adistyasari Present
Hadir/ Yuddy Hadir/
Farid Rahman
Hadir/ Hadir/
8 Perubahan Struktur Present Present
September Organisasi bank bjb
Hadir/ Hadir/
26. 2020 Changes in the Muhadi Nia Kania
Present Present
September organizational structure
8, 2020 of bank bjb Hadir/
Suartini
Present
Hadir/ Agus Hadir/
Yayat Sutaryat
Nancy Hadir/
Adistyasari Present

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/
P e m b a h a s a n Farid Rahman
Present
persetujuan pemberian
fasilitas kredit kepada Eddy I. M. Hadir/
pihak terkait atas nama Nasution Present
22 PT Jasa Sarana dan BPR
September Lebak Sejahtera* Hadir/
Fahlino F. Sjuib Nancy Hadir/
27. 2020 Present
Adistyasari Present
September Discussion on the
22, 2020 approval of credit Tidak
facilities to related Muhadi Hadir/Not Dinas/Duty
parties on behalf of PT Present
Jasa Sarana and BPR
Hadir/
Lebak Sejahtera* Yayat Sutaryat
Present
Hadir/
Farid Rahman
Present
Pemberian Fasilitas
Eddy I. M. Hadir/
Kredit Kepada Pihak
Nasution Present
Terkait atas nama PT
29 Agro Jabar dan PT BPR Hadir/
September Cianjur Jabar* Fahlino F. Sjuib
Present Nancy Hadir/
28. 2020
Adistyasari Present
September Provision of Credit Hadir/
Facilities to Related Muhadi
29, 2020 Present
Parties on behalf of PT
Agro Jabar and PT BPR
Cianjur Jabar* Hadir/
Yayat Sutaryat
Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
Pembahasan tindak
Nasution Present
7 Oktober lanjut hasil audit internal
2020 dan eksternal* Hadir/ Agus Hadir/
October 7, Discussion on follow-up Present Mulyana Present
2020 to internal and external
Hadir/
audit results* Muhadi
Present
Hadir/
Yayat Sutaryat
Present
Hadir/ Yuddy Hadir/
Farid Rahman
Perubahan Struktur Nasution Present Setiawan Present
7 Oktober Organisasi bank bjb.
2020 Hadir/ Hadir/
30. Changes in the Fahlino F. Sjuib Nia Kania
October 7, Present Present
2020 organizational structure
of bank bjb. Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Hadir/ Hadir/
Present Present
13 Oktober Kinerja bank bjb bulan Hadir/ Hadir/
September tahun 2020 Muhadi Nia Kania
31.
October bank bjb performance in
13, 2020 Tidak
September 2020
Suartini Hadir/Not WFH
Present
Hadir/ Tidak
Yayat Sutaryat Agus Rapat
Present Hadir/Not
Mulyana PPATK
Present
Nancy Hadir/
Adistyasari Present
Hadir/ Yuddy Hadir/
Farid Rahman
Hadir/ Hadir/
Persetujuan penyertaan Fahlino F. Sjuib Rio Lanasier
5 Present Present
modal lanjutan bank bjb
November syariah Hadir/ Hadir/
Approval for further Present Present
November
5, 2020 investment in Islamic
Hadir/
bank bjb Suartini
Present
Hadir/ Agus Hadir/
Yayat Sutaryat
Nancy Hadir/
Adistyasari Present
Hadir/ Yuddy Hadir/
Farid Rahman
Persetujuan pendirian
dan penyertaan modal
perusahaan efek daerah Hadir/ Hadir/
5 - PT bjb Sekuritas Jawa Present Present
November Barat
Hadir/ Hadir/
33. 2020 Approval for the Muhadi Nia Kania
Present Present
November establishment and
5, 2020 equity participation of Hadir/
Suartini
a regional securities Present
company - PT bjb
Hadir/ Agus Hadir/
Sekuritas Jawa Barat Yayat Sutaryat
Nancy Hadir/
Adistyasari Present
Hadir/
Farid Rahman
Present
Persetujuan Pemberian Tidak
Eddy I. M.
Fasilitas Kredit Kepada Hadir/Not Dinas/Duty
10 Nasution
Pihak Terkait an PT Agro Present
November Jabar Nancy Hadir/
34. 2020 Hadir/
Approval of Granting Fahlino F. Sjuib Adistyasari Present
November Present
10, 2020 Credit Facilities to
Related Parties of PT Hadir/
Muhadi
Agro Jabar Present
Hadir/
Yayat Sutaryat
Present

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/
Farid Rahman
Present
Tidak
Eddy I. M.
10 Nasution
Present
November Kinerja IT bank bjb*
Hadir/
35. 2020 bank bjb’s Hadir/ Rio Lanasier
Fahlino F. Sjuib Present
November IT performance* Present
10, 2020
Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present
1. Pembahasan rencana Hadir/ Yuddy Hadir/
Farid Rahman
bisnis bank (RBB) Present Renaldi Present
bank bjb tahun 2021 –
2023 Eddy I. M. Hadir/ Tedi Hadir/
2. Pembahasan rencana Nasution Present Setiawan Present
aksi keuangan Hadir/ Hadir/
berkelanjutan (RAKB) Fahlino F. Sjuib Rio Lanasier
Present Present
bank bjb tahun 2021 –
2023 Hadir/ Hadir/
Muhadi Nia Kania
17 3. Kinerja keuangan Present Present
November posisi Oktober 2020
Hadir/
36. 2020 1. Discussion of bank Suartini
Present
November business plans (RBB)
17, 2020 for bank bjb for 2021 Agus Hadir/
- 2023 Mulyana Present
Hadir/
sustainable finance Yayat Sutaryat
Present
action plan (RAKB)
for bank bjb for 2021 Nancy Hadir/
- 2023 Adistyasari Present
3. Financial performance
of October 2020
position
Hadir/ Yuddy Hadir/
Farid Rahman
Tidak
Eddy I. M. Hadir/ Tedi
Hadir/Not WFH
Nasution Present Setiawan
Present
Hadir/ Hadir/
24 Pembahasan rencana Present Present
November aksi (recovery plan)
bank bjb tahun 2020 Hadir/ Hadir/
Present Present
November Discussion on the 2020
24, 2020 bank bjb recovery plan Tidak
Suartini Hadir/Not WFH
Present
Hadir/
Yayat Sutaryat Agus Hadir/
Present
Mulyana Present
Nancy Hadir/
Adistyasari Present

Peserta
Rapat - Peserta
Dewan Rapat -
No.
Commissioners
Hadir/ Yuddy Hadir/

Farid Rahman
Hadir/ Hadir/
Pembahasan risk apetite Present Present
1 statement dan risk
Desember tolerance tahun 2020 Hadir/ Hadir/
Muhadi Nia Kania
38. 2020 Present Present
December Discussion of risk
1, 2020 appetite statements and Hadir/
Suartini
risk tolerance in 2020 Present
Tidak
Hadir/ Agus
Yayat Sutaryat Hadir/Not
Present Mulyana
Present
Nancy Hadir/
Adistyasari Present
Hadir/ Yuddy Hadir/
Farid Rahman
Pembahasan kinerja Hadir/ Hadir/
8 bank bjb posisi Present Present
Desember November 2020
Hadir/ Hadir/
39. 2020 Discussion on the Muhadi Nia Kania
Present Present
December performance of bank
8, 2020 bjb for the position of Hadir/
Suartini
November 2020 Present
Hadir/ Agus Hadir/
Yayat Sutaryat
Nancy Hadir/
Adistyasari Present
Hadir/
Farid Rahman
Present
Eddy I. M. Hadir/
23 Nasution Present
Pembahasan revisi tata
Desember kelola bank bjb* Hadir/ Agus Hadir/
40. 2020 Fahlino F. Sjuib
Discussion on revision of Present Mulyana Present
December
23, 2020 bank bjb governance*
Hadir/
Muhadi
Present
Hadir/
Yayat Sutaryat
Present
Pembahasan evaluasi Hadir/

Farid Rahman
kinerja investasi DPLK Present
bank bjb periode 2020
Eddy I. M. Hadir/
dan penetapan rencana
23 Nasution Present
bisnis untuk tahun 2021*
Desember
Discussion of the Hadir/ Hadir/
41. 2020 Fahlino F. Sjuib Suartini
evaluation of bank Present Present
December
23, 2020 bjb DPLK investment
Hadir/
performance for the Muhadi
Present
period 2020 and the
establishment of a Hadir/
Yayat Sutaryat
business plan for 2021* Present
*hanya menggundang 1 (satu) Direktur/* invite only 1 (one) Director

2020 Annual Report
Selain mengikuti rapat gabungan Dewan Komisaris In addition to attending a joint meeting of the Board
mengundang Direksi, Dewan Komisaris juga of Commissioners inviting the Board of Directors, the
mengikuti rapat gabungan Direksi mengundang Board of Commissioners also participated in a joint
Dewan Komisaris. Agenda dan peserta rapat meeting of the Board of Directors inviting the Board
gabungan Direksi mengundang Dewan Komisaris of Commissioners. The agenda and participants of
telah tersaji pada bagian Rapat Direksi pada Bab the Board of Directors ‘joint meeting inviting the
Tata Kelola Perusahaan dalam Laporan tahunan ini. Board of Commissioners have been presented in
the Directors’ Meeting section of the Corporate
Governance Chapter in this Annual Report.
Frekuensi dan Kehadiran Rapat Dewan Frequency and Attendance of Meeting of

Komisaris the Board of Commissioners
Selama tahun 2020, Dewan Komisaris telah During 2020, the Board of Commissioners
melaksanakan Rapat Internal Dewan Komisaris held 21 (twenty-one) Board of Commissioners’
sebanyak 21 (dua puluh satu) kali dan Rapat Internal Meetings and 49 (fourty-nine) Board
Gabungan Dewan Komisaris dan Direksi sebanyak of Commissioners and Board of Directors Joint
49 (empat puluh sembilan) kali. Adapun frekuensi Meetings. The frequency and attendance of each
dan kehadiran masing-masing anggota Dewan member of the Board of Commissioners is as
Komisaris adalah sebagai berikut: follows.
Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris

Table of Frequency and Attendance of Board of Commissioners’ Meetings
Rapat Gabungan
Dewan Komisaris dengan Direksi
Rapat Dewan Komisaris
Joint Meeting of
Board of Commissioners Meeting
the Board of Commissioners with
the Board of Directors
Nama Jabatan
Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran
Name Position
Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendances Meetings Attendances
Komisaris Utama
Farid Independen
21 21 100% 49 49 100%
Rahman Independent President
Commissioner
Eddy
Komisaris
I. M. 21 13 62% 49 40 82%
Commissioner
Nasution
Fahlino
Independent 21 20 95% 49 49 100%
F. Sjuib
Commissioner
Komisaris
Muhadi 21 21 100% 49 48 98%
Commissioner
Yayat
Independent 21 20 95% 49 48 98%
Sutaryat
Commissioner

Keputusan dan Pelaksanaan Tugas Decisions and Implementation of Duties

Dewan Komisaris of The Board of Commissioners
Sebagai bagian dari pelaksanaan tugas dan As part of the implementation of its duties and
tanggung jawabnya, Dewan Komisaris terus responsibilities, the Board of Commissioners
berupaya untuk mendorong pelaksanaan continues to strive to encourage the
pengawasan yang semakin efektif. Selama 2020, implementation of more effective supervision.
Dewan Komisaris telah mengeluarkan beberapa During 2020, the Board of Commissioners issued
keputusan dan persetujuan, antara lain: several decisions and approvals, including:
1. Surat Keputusan Dewan Komisaris Nomor 1. Decree of the Board of Commissioners Number
01/SK/DKO/2020 tanggal 03 Januari 2020 01/SK/DKO/2020 dated January 3, 2020
tentang Pedoman dan Tata Tertib Kerja concerning the Guidelines and Work Procedures
Komite Nominasi dan Remunerasi PT Bank for the Nomination and Remuneration
Pembangunan Daerah Jawa Barat dan Banten Committee of PT Bank Pembangunan Daerah
Tbk. Jawa Barat and Banten Tbk.
2. Surat Keputusan Dewan Komisaris Nomor 02/ 2. Decree of the Board of Commissioners Number
SK/DKO/2020 tanggal 23 Juni 2020 tentang 02/SK/DKO/2020 dated June 23, 2020
persetujuan atas revisi rencana bisnis PT Bank concerning the approval of the revised business
Pembangunan Daerah Jawa Barat dan Banten plan of PT Bank Pembangunan Daerah Jawa
Tbk. Tahun 2020 – 2022. Barat and Banten Tbk. 2020-2022.
04/SK/DKO/2020 tanggal 11 Agustus 2020 04/SK/DKO/2020 dated August 11, 2020
tentang Pedoman dan Tata Tertib Kerja concerning Guidelines and Work Procedures for
Komite Nominasi dan Remunerasi PT Bank the Nomination and Remuneration Committee
Pembangunan Daerah Jawa Barat dan Banten of PT Bank Pembangunan Daerah Jawa Barat
Tbk. and Banten Tbk.
SK/DKO/2020 tanggal 17 November 2020 05/SK/DKO/2020 dated November 17, 2020
tentang Persetujuan atas Rencana Bisnis PT concerning the Approval of the Business Plan
Bank Pembangunan Daerah Jawa Barat dan of PT Bank Pembangunan Daerah Jawa Barat
Banten Tbk. Tahun 2021 – 2023. and Banten Tbk. Years 2021 - 2023.
06/SK/DKO/2020 tanggal 14 Oktober 2020 06/SK/DKO/2020 dated October 14, 2020
tentang Pedoman dan Tata Tertib Kerja concerning the Guidelines and Work Procedures
Komite Nominasi dan Remunerasi PT Bank for the Nomination and Remuneration
Pembangunan Daerah Jawa Barat dan Banten Committee of PT Bank Pembangunan Daerah
Tbk. Jawa Barat and Banten Tbk.
6. Persetujuan Limit Credit Line kepada Pihak 6. Approval of Limit Credit Line to Related Parties.
Terkait an. PT Bank Jabar Banten Syariah. PT Bank Jabar Banten Syariah.
7. Persetujuan atas publikasi laporan keuangan 7. Approval of the publication of bank bjb
triwulan bank bjb. quarterly financial reports
8. Persetujuan Rencana Kerja dan Anggaran 8. Approval of the Work Plan and Budget of the
Satuan Kerja Audit Internal Internal Audit Unit
9. Penunjukan Kantor Auditor Eksternal untuk 9. Appointment of the External Auditor’s Office
melakukan audit CSR Tahun 2019. to conduct the 2019 CSR audit.
10. Penunjukan Kantor Akuntan Publik Untuk Audit 10. Appointment of a Public Accountant Firm
Penjatahan dan Biaya Emisi Penawaran Umum to Audit Allotment and Issuance Costs
Berkelanjutan II (PUB II) Obligasi Subordinasi of Continuous Public Offering II (PUB II)
bank bjb Tahap I dan Tahap II. Subordinated Bonds of bank bjb Phase I and
Phase II.

2020 Annual Report
11. Persetujuan Pemberian Fasilitas Kredit kepada 11. Approval of Granting Credit Facilities to Related
Pihak Terkait. Parties.
12. Persetujuan Kebijakan Manajemen Risiko. 12. Approval of Risk Management Policy.
13. Penunjukan Kantor Akuntan Publik untuk 13. Appointment of a Public Accounting Firm to
melakukan Audit Laporan Keuangan bank bjb audit bank bjb Financial Statements for the
Tahun Buku 2020. 2020 Fiscal Year.
14. Persetujuan Keikutsertaan Pada Perndirian 14. Approval of Participation in the Establishment
Badan Hukum Inisiatif Keuangan Berkelanjutan of a Legal Entity for the Indonesian Sustainable
Indonesia (IKBI). Finance Initiative (IKBI).
15. Penunjukan Kantor Akuntan Publik untuk Audit 15. Appointment of a Public Accounting Firm to
Laporan Keuangan DPLK bank bjb Tahun 2020. Audit the Financial Statements of DPLK bank
bjb in 2020.
16. Persetujuan penyesuaian struktur organisasi. 16. Approval of organizational structure
17. Persetujuan Risk Appetite Statement (RAS) adjustments.
dan Dokumen Rencana Aksi (Recovery Plan) 17. Approval of the Risk Appetite Statement (RAS)
Tahun 2020. and the 2020 Recovery Plan.
18. Persetujuan Pendirian dan Penyertaan Modal 18. Approval of Establishment and Equity
Pada Perusahaan Efek Daerah (PED). Participation in Regional Securities Companies
(PED).
19. Persetujuan Penyertaan Modal Lanjutan Pada 19. Approval of Advanced Equity Participation in
Bank bjb Syariah. Bank bjb Sharia.
Selain itu , selama tahun 2020 Dewan Komisaris In addition, during 2020 the Board of
telah melaksanakan tugas dan tanggung jawabnya Commissioners carried out its duties and
yang antara lain: responsibilities including:
1. Melakukan pengawasan terhadap kebijakan 1. Supervise the management policies, the
pengurusan, jalannya pengurusan Perseroan management of the Company by the Directors
oleh Direksi termasuk pengawasan terhadap: including supervision of:
a. Rencana Bisnis Bank. a. Bank Business Plan (RBB).
b. Rencana Kerja dan Anggaran Perusahaan b. Annual Work Plan and Budget (RKAP).
(RKAP) Tahunan.
c. Evaluasi pencapaian Kinerja Bulanan. c. Evaluation of Monthly Performance
Achievement.
d. Ketentuan Anggaran Dasar dan Keputusan d. Provisions on the Articles of Association
RUPS. and GMS Resolutions.
e. Peraturan perundang-undangan, untuk e. Statutory regulations, for the benefit of
kepentingan Perseroan dan sesuai dengan the Company and in accordance with the
maksud dan tujuan bisnis Perseroan. Company’s business goals and objectives.
2. Melakukan tugas yang secara khusus diberikan 2. Performing tasks specifically given to him
kepadanya menurut Anggaran Dasar, peraturan according to the Articles of Association, laws
perundang-undangan dan/atau keputusan and regulations and/or resolutions of the GMS,
RUPS, diantaranya adalah: including:
a. Memantau dan melaporkan pelaksanaan a. Monitor and report on the implementation
Action Plan GCG. of the GCG Action Plan.
b. Mengawasi dan memberikan nasihat kepada b. Oversee and provide advice to the Directors
Direksi dalam menjalankan kegiatan bisnis in carrying out the Company’s business
Perseroan (kebijakan kepengurusan oleh activities (management policies by the
Direksi). Directors).

c. Mengawasi efektivitas penerapan GCG pada c. Overseeing the effectiveness of the

setiap tingkatan dan jenjang organisasi implementation of GCG at all levels and
Bank. levels of the Bank’s organization.
d. Mengawasi pelaksanaan manajemen risiko. d. Oversee the implementation of risk
management.
e. Memantau dan mengevaluasi kinerja Direksi. e. Monitor and evaluate the performance of
the Directors.
f. Memantau kepatuhan Perseroan terhadap f. Monitor the Company’s compliance with
peraturan Bank Indonesia dan peraturan Bank Indonesia regulations and applicable
perundang-undangan yang berlaku serta laws and regulations as well as commitments
komitmen kepada Bank Indonesia, Otoritas to Bank Indonesia, the Financial Services
jasa keuangan dan pihak-pihak lainnya. Authority and other parties.
g. Mengarahkan, memantau, dan mengevaluasi g. Directing, monitoring, and evaluating the
pelaksanaan RJPP, RBB, Rencana Kerja dan implementation of RJPP, RBB, Work Plan
Anggaran Perusahaan (RKAP). and Corporate Budget (RKAP).
3. Menyusun pembagian tugas diantara anggota 3. Arrange the division of tasks among members
Dewan Komisaris sesuai dengan keahlian dan of the Board of Commissioners in accordance
pengalaman masing-masing anggota Dewan with the expertise and experience of each
Komisaris. member of the Board of Commissioners.
4. Menyusun program kerja dan target kinerja 4. Arranging work programs and performance
Dewan Komisaris tiap tahun serta mekanisme targets for the Board of Commissioners each
review terhadap kinerja Dewan Komisaris. year as well as a review mechanism for the
performance of the Board of Commissioners.
5. Mempertanggungjawabkan pelaksanaan tugas 5. Accountable for the implementation of the
Dewan Komisaris kepada RUPS. duties of the Board of Commissioners to the
GMS.
6. Memberikan pendapat kepada RUPS mengenai 6. Provide an opinion to the GMS regarding
masalah strategis atau yang dianggap penting, strategic issues or those deemed important,
termasuk pendapat mengenai kelayakan Visi including opinions regarding the feasibility of
dan Misi Bank. the Bank’s Vision and Mission.
7. Meneliti dan menelaah laporan berkala dan 7. Researching and analyzing periodic reports
Laporan Tahunan yang disiapkan Direksi, and Annual Reports prepared by the Directors,
termasuk laporan hasil audit intern Perseroan. including reports on the Company’s internal
audit results.
8. Memastikan bahwa Direksi telah menindaklanjuti 8. Ensuring that the Board of Directors has followed
temuan audit dan rekomendasi dari Satuan up on audit findings and recommendations
Kerja Audit Intern Perseroan, auditor eksternal, from the Company’s Internal Audit Work Unit,
hasil pengawasan OJK, Bank Indonesia dan/ external auditors, OJK supervision results, Bank
atau hasil pengawasan otoritas lain. Indonesia and/or other supervisory authority
results.
9. Memastikan bahwa komite yang telah dibentuk 9. Ensuring that the committees that have been
telah menjalankan tugasnya secara efektif. formed have carried out their duties effectively.
10. Melaksanakan review atas struktur organisasi. 10. Conduct a review of the organizational structure.
11. Melaksanakan review atas KPI Direksi. 11. Conduct a review of the Directors KPI.

2020 Annual Report
Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board

of Commissioners
Penilaian Kinerja Dewan Komisaris oleh Performance Assessment of the Board of

RUPS Commissioners by the GMS
Penilaian kinerja Dewan Komisaris dibantu The performance assessment of the Board of
oleh Komite Nominasi dan Remunerasi yang Commissioners was assisted by the Nomination
kemudian disampaikan pada RUPS melalui and Remuneration Committee which was then
Laporan tugas pengawasan Dewan Komisaris submitted to the GMS through the Board of
dalam Laporan Tahunan Perseroan. Berdasarkan Commissioners’ supervisory duties report in the
laporan tersebut RUPS memberikan pembebasan Company’s Annual Report. Based on this report,
sepenuhnya terhadap pertanggungjawaban the GMS provided full release of the Board
(acquit et decharge) Dewan Komisaris atas tugas of Commissioners’ accountability (acquit et
pengawasan yang dilakukan sepanjang tahun decharge) for the supervisory duties carried out
buku 2020. throughout the 2020 financial year.
Prosedur Pelaksanaan Penilaian Kinerja Dewan Procedures for the Implementation of the
Komisaris Performance of the Board of Commissioners
1. Penilaian kinerja Dewan Komisaris dilakukan 1 1. Assessment of the performance of the Board of
(satu) kali dalam satu tahun setiap akhir tahun Commissioners is conducted 1 (once) a year at
buku baik secara kolektif kolegial maupun the end of each financial year, both collectively
individu. and individually.
2. Penilaian kinerja menjadi dasar pertimbangan 2. Performance appraisal became the basis for
dalam pemberian remunerasi khususnya consideration in providing remuneration,
tantiem especially bonuses
3. Mekanismer dan Indikator penilaian kinerja 3. Mechanism and performance assessment
Dewan Komisaris diatur dalam Pedoman indicators for the Board of Commissioners were
dan Tata Tertib Kerja Komite Nominasi dan regulated in the Nomination and Remuneration
Remunerasi. Committee Charter
Kriteria Evaluasi Kinerja Dewan Komisaris Evaluation Criteria of the Board of

Commissioner Performance
Kinerja Dewan Komisaris yang dilaporkan The performance of the Board of Commissioners
kepada Pemegang Saham melalui RUPS dinilai that is reported to the Shareholders through the
berdasarkan kriteria–kriteria yang berhubungan GMS is assessed based on criteria relating to the
dengan pelaksanaan tugas dan tanggung jawab implementation of the duties and responsibilities of
Dewan Komisaris yang mencakup aspek struktur, the Board of Commissioners which include aspects
operasional, pengarahan, pegawasan dan of structure, operations, direction, oversight and
pelaporan serta pencapaian realisasi Program reporting as well as achievementrealization of the
Kerja/Rencana Kerja Tahunan Dewan Komisaris Board of Commissioners’ Annual Work Program/
tahun 2020. Annual Work Plan 2020.
Pihak yang Melakukan Penilaian Parties That Do the Assessment

Pihak yang melakukan penilaian atas kinerja Dewan The party evaluating the performance of the Board
Komisaris yaitu Pemegang Saham dalam RUPS. of Commissioners is the Shareholders at the GMS.

Hasil Penilaian Kinerja Dewan Komisaris Results of the Board of Commissioner

Performance Assessment
Untuk Tahun 2020, Dewan Komisaris telah menyusun For 2020, the Board of Commissioners has
Rencana Kerja Tahunan Dewan Komisaris dengan prepared the Annual Work Plan of the Board
memperhatikan tugas, wewenang dan kewajiban of Commissioners by taking into account the
Dewan Komisaris sesuai dengan peraturan dan duties, authorities and obligations of the Board
perundang-undangan yang berlaku. Sepanjang of Commissioners in accordance with applicable
tahun 2020, Dewan Komisaris telah menggunakan laws and regulations. Throughout 2019, the Board
Rencana Kerja Tahunan Dewan Komisaris tersebut of Commissioners has used the Annual Work Plan
sebagai pedoman kerja bagi setiap anggota of the Board of Commissioners as a work guideline
Dewan Komisaris dalam menjalankan tugas for each member of the Board of Commissioners
pengawasan Perseroan. Atas pelaksanaan tugas in carrying out the Company’s supervisory duties.
pengawasan Perseroan oleh Dewan Komisaris, Upon the implementation of the Company’s
RUPS memutuskan bahwa Dewan Komisaris telah supervisory duties by the Board of Commissioners,
melaksanakan tugasnya dengan baik. the GMS decided that the Board of Commissioners,
had carried out their duties properly.
Hasil penilaian kinerja Dewan Komisaris secara The results of the assessment of the performance of
kolektif kolegial maupun individu pada tahun 2020 the Board of Commissioners collectively, collegially
dinilai baik dengan pencapaian nilai sebesar 100%. and individually in 2020 were considered good
with an achievement of a value of 100%.
Penilaian Kinerja Dewan Komisaris Performance Assessment of

Berdasarkan Self Assessment GCG Board of Commissioners Based on
GCG Self Assessment
Penilaian kinerja Dewan Komisaris dilakukan The performance evaluation of the Board of
melalui Self Assessment GCG yang disampaikan Commissioners is carried out through the GCG
kepada Otoritas Jasa Keuangan berdasarkan Self Assessment submitted to the Financial
pada Surat Edaran Otoritas Jasa Keuangan No. Services Authority based on the Financial
13/SEOJK.03/2017 tentang Penerapan Tata Kelola Services Authority Circular No. 13/SEOJK.03/2017
Bagi Bank Umum. Pelaksanaan Self Assessment concerning the Implementation of Governance for
GCG ini dilaksanakan secara periodik setiap Commercial Banks. The GCG Self Assessment is
semester yang dilaporkan kepada OJK untuk conducted periodically every semester which is
mendapatkan persetujuan. reported to the OJK for approval.
Prosedur Pelaksanaan Penilaian Kinerja Dewan Procedures for the Implementation of The
Komisaris Performance of the Board of Commissioners
Pelaksanaan assessment kinerja Dewan Komisaris The performance evaluation of the Board of
termasuk di dalam pelaksanaan self assessment Commissioners is included in the implementation
GCG bank bjb yang dilakukan secara berkala of the bank bjb GCG self-assessment conducted
setiap semester. regularly every semester.
Kriteria Evaluasi Kinerja Dewan Komisaris Evaluation Criteria of the Board of

Commissioner Performance
Kriteria Self Assessment Dewan Komisaris Kriteria Self Assessment Dewan Komisaris terkait
terkait pelaksanaan GCG dibagi menjadi 3 (tiga) pelaksanaan GCG dibagi menjadi 3 (tiga) kelompok
kelompok yaitu Governance Structure, Governance yaitu Governance Structure, Governance Process
Process dan Governance Outcome. Governance dan Governance Outcome. Governance structure
structure terdiri dari 14 (empat belas) indikator, terdiri dari 14 (empat belas) indikator, Governance

2020 Annual Report
Governance Process terdiri dari 17 (tujuh belas) Process terdiri dari 17 (tujuh belas) indikator
indikator sedangkan governance outcome terdiri sedangkan governance outcome terdiri dari 6
dari 6 (enam) indikator. (enam) indikator.

Pihak yang melakukan Self Assessment GCG The parties conducting GCG Self Assessment are
adalah Direksi dan Dewan Komisaris yang harus the Directors and Board of Commissioners who
mendapatkan persetujuan dan pengawasan dari OJK. must obtain approval and supervision from the
OJK.
Hasil Penilaian Kinerja Dewan Komisaris Results of the Board of Commissioner

Performance Assessment
Hasil penilaian self assessment pelaksanaan Good The results of the self-assessment of the
Corporate Governance tahun 2020 bank bjb, implementation of Good Corporate Governance
mendapat peringkat 2 (baik). in 2020 bank bjb, were in the 2nd position/rank
(good).
Penilaian Kinerja Komite di Bawah Performance Assessment of

Dewan Komisaris dan Dasar Penilaiannya the Committee Under the Board of
Commissioners and the Basis of
the Assessment
Dalam rangka meningkatkan peran Dewan In order to enhance the role of the Board of
Komisaris dalam menjalankan fungsi pengawasan, Commissioners in carrying out the supervisory
Dewan Komisaris telah membentuk 4 (empat) function, the Board of Commissioners has formed
komite yaitu: 4 (four) committees namely:
Komite Audit memiliki tugas dan tanggung jawab The Audit Committee has the duty and
untuk membantu Dewan Komisaris melakukan responsibility to assist the Board of Commissioners
pengawasan atas efektivitas sistem pengendalian in supervising the effectiveness of the internal
internal, internal audit dan proses pelaporan control system, internal audit and financial
keuangan. Sepanjang tahun 2020, Komite Audit reporting processes. Throughout 2020, the
telah menjalankan tugas dan tanggungjawabnya Audit Committee has carried out its duties and
dengan baik. Komite Audit telah melaksanakan responsibilities well. The Audit Committee has
rapat sebanyak 13 (tiga belas) kali dan menjalankan conducted 13 (thirteen) meetings and carried out
tugasnya yang antara lain: its duties which include:
1. Melakukan evaluasi terhadap rencana kerja 1. Evaluating the annual work plan and budget of
tahunan dan anggaran Satuan Kerja Audit the Internal Audit Work Unit (SKAI) for 2020
Internal (SKAI) Tahun 2020 dan memberikan and providing recommendations to the Board
rekomendasi kepada Dewan Komisaris. of Commissioners.
2. Melakukan review dan pemantauan atas 2. Reviewing and monitoring the implementation
pelaksanaan tugas Satuan Kerja Audit Internal of the duties of the Internal Audit Unit (SKAI),
(SKAI) yang dilakukan setiap triwulan dan which is carried out quarterly and reported to
dilaporkan kepada Dewan Komisaris. the Board of Commissioners.

3. Pemantauan pemenuhan komitmen tindaklanjut 3. Monitoring the fulfillment of follow-up

atas Hasil Audit Internal oleh SKAI. commitments on the Internal Audit Results by
SKAI.
4. Melakukan penelitian dan analisis mengenai 4. Conducting research and analysis regarding the
kelayakan Auditor Ekstern (AP dan KAP) dan feasibility of the External Auditor (AP and KAP)
memberikan rekomendasi kepada Dewan and provide recommendations to the Board of
Komisaris terkait dengan Penunjukan Kantor Commissioners regarding the appointment of a
Akuntan Publik. Public Accountant Firm.
5. Melakukan evaluasi terhadap pelaksanaan audit 5. Evaluating the implementation of audits by AP
oleh AP dan KAP. and KAP.
6. Melakukan review terhadap laporan keuangan 6. Reviewing bank bjb quarterly published
publikasi triwulanan bank bjb. financial reports.
7. Memberikan rekomendasi tentang perbaikan 7. Providing recommendations on improving
pelaksanaan proses audit dan peningkatan the implementation of the audit process and
kompetensi auditor sehingga dapat increasing the competence of auditors so as to
meminimalisir adanya temuan berulang. minimize recurring findings.
8. Evaluasi terhadap pelaksanaan tugas Divisi 8. Evaluating the implementation of the
Kepatuhan dalam pemenuhan tindak lajut Hasil Compliance Division’s duties in fulfilling follow-
Pemeriksaan Otoritas Jasa Keuangan (OJK) up actions to the Financial Services Authority
serta hasil pemeriksaan eksternal lainnya (OJK) Audit Results and other external audit
results.
Komite Nominasi dan Remunerasi berfungsi untuk The Nomination and Remuneration Committee
membantu Dewan Komisaris dalam melaksanakan functions to assist the Board of Commissioners
fungsi dan tugasnya di bidang yang berkaitan in carrying out their functions and duties in the
dengan nominasi dan remunerasi terhadap fields related to nomination and remuneration
anggota Direksi dan Dewan Komisaris. Sepanjang for members of the Board of Directors and the
tahun 2020, Komite Nominasi dan Remunerasi Board of Commissioners. Throughout 2020, the
telah menjalankan tugas dan tanggungjawabnya Nomination and Remuneration Committee has
dengan baik. Komite Nominasi dan Remunerasi carried out its duties and responsibilities well. The
telah melaksanakan rapat sebanyak 16 (enam Nomination and Remuneration Committee has
belas) kali dan menjalankan tugasnya yang antara conducted 16 (sixteen) meetings and conduct its
lain: tasks which include:
Pengurus yang kosong pada RUPS Tahunan management positions at the 2019 Annual GMS
Tahun Buku 2019 dan RUPS LB Tahun 2020. and 2020 EGMS.
anggota Komite dari pihak independen. Committee members’ work agreement from an
independent party.
3. Mengevaluasi dan memberikan rekomendasi 3. Evaluating and providing recommendations
kepada Dewan Komisaris mengenai kebijakan to the Board of Commissioners regarding
remunerasi Pengurus dan Pegawai the remuneration policy for Managers and
Employees
4. Melakukan Proses Nominasi untuk Calon 4. Conducting a Nomination Process for
Pelaksana Tugas Pendiri DPLK bank bjb. Candidates for Implementing DPLK DPLK bank
bjb Founders.
Komite Pemantau Risiko berfungsi untuk The Risk Monitoring Committee functions to assist
membantu Dewan Komisaris dalam memonitor the Board of Commissioners in monitoring risks
risiko dan menilai toleransi risiko yang dapat and assessing risk tolerance that can be taken by
diambil oleh Bank, mengevaluasi perbaikan yang the Bank, evaluating improvements made to the

2020 Annual Report
dilakukan atas kebijakan, prosedur dan praktik Bank’s risk management policies, procedures and
manajemen risiko Bank guna memastikan telah practices to ensure that risk management has been
dilakukannya pengelolaan risiko dengan baik. carried out properly. Throughout 2020, the Risk
Sepanjang tahun 2020, Komite Pemantau Risiko Monitoring Committee has carried out its duties
telah menjalankan tugas dan tanggungjawabnya and responsibilities well. The Risk Monitoring
dengan baik. Komite Pemantau Risiko telah Committee has conducted 7 (seven) meetings in
melaksanakan rapat sebanyak 7 (tujuh) kali sesuai accordance with monitoring of, among others:
dengan dengan pemantauan terha antara lain:
1. Memantau Tingkat Kesehatan Bank. 1. Monitoring Bank Soundness Level.
2. Mengevaluasi tingkat risiko melalui penelaahan 2. Evaluating the level of risk through review and
dan pembahasan Laporan Profil Risiko self discussion of the Risk Profile Self-assessment
assessment. Report.
3. Melakukan Evaluasi atas Pelaksanaan Program 3. Evaluating the implementation of the bank bjb
APU PPT bank bjb. AML-CFT Program.
4. Melakukan evaluasi atas Stress Test dari adanya 4. Evaluating the Stress Test for the Covid-19
pandemic Covid-19. pandemic.
5. Evaluasi Pelaksanaan Kebijakan Manajemen 5. Evaluating the Implementation of Risk
Risiko terkait penetapan Risk Appetite dan Risk Management Policies related to the
Tolerance. establishment of Risk Appetite and Risk
Tolerance.
6. Mengevaluasi Root Cause Credit Risk bank bjb 6. Evaluating the Root Cause Credit Risk of bank
bulan Oktober 2020. bjb in October 2020.
Komite Tata Kelola Terintegrasi berfungsi untuk The Integrated Governance Committee functioned
membantu Dewan Komisaris dalam melakukan to assist the Board of Commissioners in supervising
pengawasan terhadap pelaksanaan tata kelola the implementation of integrated governance
terintegrasi bagi Lembaga Jasa Keuangan dalam for Financial Services Institutions in the bank bjb
konglomerasi keuangan bank bjb. Sepanjang financial conglomerate. Throughout 2020, the
tahun 2020, Komite Tata Kelola Terintegrasi Integrated Governance Committee carried out its
telah menjalankan tugas dan tanggungjawabnya duties and responsibilities properly. The Integrated
dengan baik. Komite Tata Kelola Terintegrasi telah Governance Committee held 4 (four) meetings
melaksanakan rapat sebanyak 4 (empat) kali dan and carried out its duties, among others:
menjalankan tugasnya yang antara lain:
1. Melakukan pemantauan dan evaluasi terhadap 1. Monitor and evaluate the implementation
pelaksanaan tugas dan fungsi Direktur yang of the duties and functions of the Director
membawahkan fungsi Pengawasan terhadap who oversees the function of Supervision of
Lembaga Jasa Keuangan dalam Konglomerasi Financial Services Institutions in the Financial
2. Melakukan pemantauan dan evaluasi terhadap 2. Monitor and evaluate the implementation of the
pelaksanaan tugas dan fungsi dari Satuan duties and functions of the Integrated Internal
Kerja Audit Internal Terintegrasi, Satuan Kerja Audit Work Unit, Integrated Risk Management
Manajemen Risiko Terintegrasi dan Satuan Work Unit and Integrated Compliance Unit.
Kepatuhan Terintegrasi.
3. Melakukan pemantauan terhadap Kinerja 3. Monitor the performance and risk profile of
dan Profil Risiko dari perusahaan anak dan subsidiaries and related companies in financial
perusahaan terelasi dalam konglomerasi conglomerates.
keuangan.
4. Melakukan evaluasi atas Pembinaan Entitas 4. Conduct an evaluation of the Main Entity
Utama terhadap Tata Kelola Perusahaan anak Development of the Corporate Governance of
dan perusahaan terelasi dalam konglomerasi subsidiaries and related companies in the bank
keuangan bank bjb. bjb financial conglomerate.

Mekanisme Pemberhentian dan Mechanism of Termination and

Pengunduran Diri Dewan Komisaris Withdrawal of the Board of
Commissioners
Anggota Dewan Komisaris diangkat dan diberhentikan Members of the Board of Commissioners are
oleh RUPS dengan persyaratan dan tata cara yang appointed and dismissed by the GMS with the
telah ditetapkan di dalam Pedoman dan Tata Tertib requirements and procedures set out in the Board
Dewan Komisaris serta peraturan perundang- of Commissioners’ Guidelines and Rules and
undangan yang berlaku. Komisaris diangkat untuk applicable laws and regulations. Commissioners
jangka waktu tertentu dan berakhir apabila: are appointed for a certain period and end if:
1. Kehilangan Kewarganegaraan Indonesia. 1. Loss of Indonesian Citizenship.
2. Mengundurkan diri. 2. Resign.
3. Meninggal dunia dalam masa jabatannya. 3. Passed away during the term of office.
4. Masa jabatannya berakhir, kecuali diangkat 4. The term of office ends, unless re-appointed in
kembali sesuai dengan ketentuan yang berlaku. accordance with the applicable provisions
5. Diberhentikan berdasarkan keputusan RUPS 5. Dismissed based on the GMS decision on the
atas dasar: basis of:
a. Tidak lagi memenuhi persyaratan yang berlaku. a. No longer meets the applicable requirements.
b. Tidak menjalankan fungsinya dengan baik b. Not carrying out its functions properly in
sesuai dengan ketentuan yang berlaku. accordance with applicable regulations
6. Anggota Dewan Komisaris berhak untuk 6. Members of the Board of Commissioners
mengundurkan diri dari jabatannya dengan have the right to resign from their positions
memberitahukan secara tertulis mengenai by notifying the Board of Commissioners in
maksud tersebut kepada Dewan Komisaris writing of such intentions with a copy to the
dengan tembusan kepada Direksi. Board of Directors.
7. Perseroan wajib menyelenggarakan RUPS untuk 7. The Company is required to hold a GMS to
memutuskan permohonan pengunduran diri decide on the application for resignation of
anggota Dewan Komisaris dalam jangka waktu members of the Board of Commissioners no
paling lambat 60 (enam puluh) hari setelah later than 60 (sixty) days after receipt of the
diterimanya surat pengunduran diri. Apabila resignation letter. If the GMS is not held within
RUPS tidak diselenggarakan dalam jangka this time period, the resignation of the members
waktu tersebut maka pengunduran diri anggota of the Board of Commissioners becomes valid
Dewan Komisaris menjadi sah tanpa memerlukan without requiring the approval of the GMS,
persetujuan RUPS, namun Perseroan wajib but the Company is required to submit the
menyampaikan laporan pengunduran diri resignation report in the coming GMS.
tersebut dalam RUPS yang akan datang.
8. Apabila anggota Dewan Komisaris mengundurkan 8. If a member of the Board of Commissioners
diri sehingga mengakibatkan jumlah anggota resigns causing the number of members of the
Dewan Komisaris menjadi kurang dari 3 (tiga) Board of Commissioners to be less than 3 (three)
orang, maka pengunduran diri tersebut sah people, then the resignation is valid if it has been
apabila telah ditetapkan oleh RUPS dan telah determined by the GMS and has been appointed
diangkat anggota Dewan Komisaris yang baru, a new member of the Board of Commissioners,
sehingga memenuhi persyaratan minimal so that it meets the minimum number of
jumlah anggota Dewan Komisaris. members of the Board of Commissioners.
9. Bagi anggota Dewan Komisaris yang 9. For members of the Board of Commissioners
mengundurkan diri tersebut tetap berkewajiban who resigned, it remains obliged to complete
menyelesaikan tugas dan tanggungjawabnya their duties and responsibilities in accordance
sesuai dengan ketentuan anggaran dasar with the provisions of the articles of association
sebagai anggota Dewan Komisaris sampai as a member of the Board of Commissioners until
tanggal pengunduran dirinya berlaku efektif. the date of his resignation becomes effective.

2020 Annual Report
Direksi Board of Directors
Direksi merupakan organ Perseroan yang The Board of Directors is the organ of the Company
bertanggung jawab atas jalannya pengurusan which is responsible for managing the Company
Perseroan untuk kepentingan Perseroan serta for the benefit of the Company and in accordance
sesuai dengan maksud dan tujuan Perseroan. with the aims and objectives of the Company.
Direksi memiliki wewenang serta bertugas The Board of Directors has the authority and
dan bertanggung jawab secara kolegial dalam duty and collegial responsibility in managing the
mengelola Bank. Secara garis besar, masing-masing Bank. Broadly speaking, each Director can carry
Direktur dapat melaksanakan tugas dan mengambil out their duties and make decisions in accordance
keputusan sesuai dengan pembagian tugas dan with the division of tasks and authority. The Board
wewenangnya. Direksi bertanggung jawab terhadap of Directors is responsible for managing the
pengelolaan Perseroan agar dapat menghasilkan Company so as to generate profits and ensure the
keuntungan dan memastikan kesinambungan usaha sustainability of the Bank’s business in accordance
Bank sesuai dengan anggaran dasar dan peraturan with the articles of association and legislation.
perundang-undangan.
Tugas dan Tanggung Jawab Direksi Duties and Responsibilities of

the Board of Directors
Direksi bertugas untuk menjalankan pengurusan The Board of Directors has the duty to carry out
Perseroan melalui setiap tindakan dan kebijakan the management of the Company through every
yang dianggap tepat. Atas dasar tersebut, Direksi action and policy deemed appropriate. On this
bertanggung jawab penuh atas pelaksanaan basis, the Board of Directors is fully responsible
kepengurusan Perseroan untuk kepentingan for the implementation of the management of the
Perseroan serta sesuai dengan maksud dan tujuan Company for the benefit of the Company and in
Perseroan yang telah ditetapkan dalam Anggaran accordance with the aims and objectives of the
Dasar Perseroan maupun diatur dalam peraturan Company as stipulated in the Articles of Association
perundang-undangan, dengan itikad baik, penuh of the Company and regulated in legislation, in
tanggung jawab dan kehati-hatian. good faith, full of responsibility and prudence.
Penetapan tugas masing-masing anggota Direksi The determination of the duties of each member of
dilaksanakan sesuai dengan bidang keahlian the Board of Directors is carried out in accordance
masing-masing anggota Direksi. Dalam hal RUPS with the area of expertise of each member of the
tidak menetapkan keputusan mengenai penetapan Board of Directors. In the event that the GMS does
tugas bagi masing-masing anggota Direksi, not stipulate a decision regarding the assignment of
penetapan tugas masing-masing anggota Direksi duties for each member of the Board of Directors,
ditetapkan berdasarkan keputusan rapat Direksi. the determination of the duties of each member
of the Board of Directors is determined based on a
decision of the Board of Directors meeting.
Direksi memiliki tanggung jawab untuk: Directors have the responsibility to:
1. Mengelola Perseroan sesuai dengan kewenangan 1. Manage the Company in accordance with its
dan tanggung jawabnya sebagaimana diatur authority and responsibilities as regulated in
di dalam Anggaran Dasar Perseroan dan the Company’s Articles of Association and
peraturan perundang-undangan yang berlaku. applicable laws and regulations.
2. Mempertanggungjawabkan pelaksanaan 2. Accountable for the implementation of its
tugasnya kepada Pemegang Saham melalui duties to Shareholders through the GMS.
RUPS.
3. Mengurus kekayaan Perseroan sesuai dengan 3. Manage the Company’s assets in accordance
peraturan perundang-undangan yang berlaku. with the prevailing laws and regulations.

4. Menyediakan data dan informasi yang akurat, 4. Provide accurate, relevant and timely data and
relevan dan tepat waktu kepada Dewan Komisaris. information to the Board of Commissioners.
5. Menyampaikan rencana kerja tahunan dan 5. Submitting the annual work plan and financial
laporan keuangan Perseroan sesuai dengan statements of the Company in accordance with
6. Membuat laporan tahunan dan laporan keuangan 6. Making annual reports and company financial
perseroan sesuai dengan ketentuan yang berlaku. reports in accordance with applicable regulations.
7. Menyerahkan laporan tahunan Perseroan kepada 7. Submit the Company’s annual report to the
akuntan publik yang ditunjuk oleh RUPS untuk public accountant appointed by the GMS for
diperiksa. Hasil pemeriksaan akuntan publik review. The results of the examination of the
tersebut disampaikan secara tertulis kepada public accountant will be submitted in writing
Pemegang Saham dalam RUPS Tahunan. to the Shareholders at the Annual GMS.
8. Menyusun pedoman dan tata tertib kerja Direksi 8. Compiling guidelines and work rules for the
yang bersifat mengikat bagi setiap anggota Directors that are binding for each member of
Direksi. the Board of Directors.
9. Menerapkan manajemen risiko dan penerapan 9. Implement risk management and the
tata perusahaan yang baik (Good Corporate application of good corporate governance in
Goverenance) dalam setiap kegiatan usaha every business activity of the Company at all
Perseroan pada seluruh jenjang organisasi. levels of the organization.
10. Menyelenggarakan RUPS Tahunan dan RUPS 10. Organize the Annual GMS and Extraordinary
Luar Biasa sebagaimana diatur dalam peraturan GMS as stipulated in the legislation and the
perundang-undangan dan Anggaran Dasar Company’s Articles of Association.
Perseroan.
11. Menetapkan kebijakan Perseroan berdasarkan 11. Establish Company policies based on the
persetujuan Dewan Komisaris dalam approval of the Board of Commissioners in
menjalankan kepengurusan perseroan, carrying out the management of the company
kecuali ditetapkan lan berdasarkan peraturan unless determined based on applicable laws
perundang-undangan yang berlaku. and regulations.
12. Menetapkan susunan organisasi dan tata 12. Establish the organizational structure and
kerja Perseroan melalui persetujuan Dewan work procedures of the Company through the
Komisaris. approval of the Board of Commissioners.
13. Menindaklanjuti rekomendasi atas hasil temuan 13. Follow up on recommendations on the findings
pengawasan Satuan Kerja Audit Internal, auditor of supervision by the Internal Audit Work Unit,
eksternal, pengawasan OJK dan/atau pengawasan external auditors, OJK supervision and/or other
otoritas pengawas yang berwenang lainnya. supervisory authorities.
14. Menyimpan dan memelihara daftar pemegang 14. Maintain and maintain a register of shareholders
saham dan daftar khusus sebaik-baiknya. and special register as well as possible.
15. Mengungkapkan kebijakan Perseroan yang 15. Disclose the Company’s strategic policies in the
bersifat strategis di bidang kepegawaian kepda field of employment to all Bank Employees.
seluruh Pegawai Bank.
16. Membuat dan melaksanakan rencana kerja 16. Make and implement an annual work plan to
tahunan untuk disampaikan kepada Dewan be submitted to the Board of Commissioners
Komisaris selambat-lambatnya 60 (enam no later than 60 (sixty) days prior to the
puluh) hari sebelum dimulainya tahun buku commencement of the forthcoming financial
yang akan datang. year.
17. Mengungkapkan kepemilikan saham, hubungan 17. Disclose share ownership, financial relations
keuangan dan hubungan keluarga dengan and family relationships with fellow members of
sesama anggota Direksi, anggota Dewan the Board of Directors, members of the Board
Komisaris dan/atau Pemegang Saham Bank of Commissioners and/or Bank’s Shareholders
serta remunerasi dan fasilitas yang didapatnya as well as remuneration and facilities obtained
sesuai ketentuan yang berlaku. in accordance with applicable regulations.

2020 Annual Report
Wewenang Direksi Authority of the Board of Directors
Adapun wewenang Direksi adalah sebagai berikut: The authority of the Directors is as follows:
1. Mengangkat dan memberhentikan Pegawai 1. Appoint and dismiss Bank employees.
Bank.
2. Mengatur ketentuan-ketentuan tentang 2. Regulates provisions on employment including
kepegawaian termasuk menetapkan gaji, determining salary, pension or old age savings
pension atau jaminan hari tua dan penghasilan and other income for Bank employees.
lainnya bagi para pegawai Bank.
3. Mengatur ketentuan-ketentuan mengenai 3. Regulate provisions regarding the provision of
pemberian bantuan hukum bagi pegawai Bank legal assistance for Bank employees as well as
maupun mantan Pegawai Bank sepanjang former Bank Employees in relation to official
terkait tugas kedinasan, dengan terlebih dahulu duties, with prior consultation with the Board
dikonsultasikan kepada Dewan Komisaris. of Commissioners.
4. Melakukan hapus tagih terhadap bunga, denda 4. Perform write-offs on interest, penalties and/
dan/atau biaya lainnya selain pokok kredit, or other costs other than the loan principal,
dengan tetap berpedoman kepada peraturan while still referring to the applicable laws and
5. Mewakili Perseroan di dalam dan di luar 5. Represent the Company in and out of court
pengadilan tentang segala hal dan dalam segala regarding all matters and in all incidents,
kejadian, mengikat Perseroan dengan pihak binding the Company with other parties and
lain dan pihak lain dengan Perseroan, serta other parties with the Company, and carrying
menjalankan segala tindakan baik mengenaik out all actions both in terms of management
pengurusan maupun kepemilikan. and ownership.
6. Untuk perbuatan tertentu Direksi dapat 6. For certain actions, the Board of Directors may
mengangkat seorang atau lebih, sebagai wakil appoint one or more, as representatives or
atau kuasanya dengan memberikan kepadanya proxies by granting him the power regulated in
kekuasaan yang diatur dalam surat kuasa. the power of attorney.
7. Melaksanakan perbuatan lainnya sesuai 7. Conduct other actions in accordance with
dengan ketentuan yang berlaku dengan tetap applicable regulations while still observing the
memperhatikan persetujuan Dewan Komisaris approval of the Board of Commissioners and
maupun RUPS. the GMS.
8. Mengambil keputusan yang mengikat dan 8. Take binding decisions and become the
menjadi tanggung jawab seluruh anggota responsibility of all members of the Board of
Direksi sepanjang keputusan yang diambil Directors as long as the decisions taken are in
telah sesuai dengan pedoman dan tata tertib accordance with the guidelines and work rules
kerja Direksi. of the Board of Directors.
Hak Direksi Right of Board of Directors
Direksi mempunyai hak untuk mendapatkan The Board of Directors has the right to receive
remunerasi, tunjangan serta fasilitas yang jumlahnya remuneration, benefits and facilities, the amount
ditetapkan oleh RUPS dengan memperhatikan of which is determined by the GMS, taking into
ketentuan yang berlaku. Ketentuan mengenai hak account the applicable provisions. The provisions
Direksi Bank tersebut mutatis mutandis berlaku regarding the rights of the Bank’s Board of
bagi anggota Dewan Komisaris. Directors mutatis mutandis apply to members of
the Board of Commissioners.

Masa Jabatan Direksi Position Duration of the Board of

Directors
Masa jabatan anggota Direksi terhitung sejak The term of office of a member of the Board of
tanggal ditetapkannya dalam Rapat Umum Directors commences from the date of stipulation
Pemegang Saham pengangkatannya dan berakhir at the appointment of the General Meeting of
pada penutupan Rapat Umum Pemegang Shareholders and ends at the close of the 5th
Saham Tahunan yang ke-5 (lima) setelah tanggal Annual General Meeting of Shareholders after the
pengangkatannya, kecuali apabila ditentukan lain date of appointment, unless otherwise stipulated
oleh Rapat Umum Pemegang Saham dan dapat by the General Meeting of Shareholders and can
diangkat kembali. be reappointed.
Persyaratan Anggota Direksi Requirements for Members of the

Board of Directors
Persyaratan Umum, adalah Warga Negara General Requirements are Indonesian citizens
Indonesia yang: who:
1. Bertaqwa kepada Tuhan yang Maha Esa. 1. Devotion to God Almighty.
2. Mempunyai akhlak, moral dan integritas yang 2. Having good morals, morals and integrity.
baik.
3. Setia dan taat kepada negara dan Pemerintah 3. Loyal and obedient to the country and the
Republik Indonesia. Government of the Republic of Indonesia.
4. Tidak terlibat secara langsung maupun tidak 4. Not involved directly or indirectly in activities
langsung dalam kegiatan pengkhianatan of betrayal to the Republic of Indonesia.
kepada Negara Republik Indonesia.
5. Sehat jasmani dan rohani. 5. Physically and mentally healthy.
6. Tidak pernah dihukum karena melakukan 6. Never been convicted of carrying out activities
kegiatan yang merugikan negara atau tindakan- which are detrimental to the state or disgraceful
tindakan yang tercela di bidang perbankan. actions in the banking sector.
7. Tidak dicabut hak pilihnya berdasatkan 7. No voting rights are revoked based on a court
keputusan pengadilan. decision.
8. Mampu melaksanakan perbuatan hukum. 8. Able to carry out legal actions.
9. Tidak pernah dinyatakan pailit atau menjadi 9. Have never been declared bankrupt or been a
anggota Direksi atau anggota Dewan Komisaris member of the Board of Directors or a Board
yang dinyatakan bersalah menyebabkan suatu of Commissioners who was found guilty of
Perseroan dinyatakan pailit dalam waktu 5 causing a Company to be declared bankrupt
(lima) tahun sebelum dicalonkan. within 5 (five) years before being nominated.
10. Calon anggota Direksi yang akan mengikuti 10. Prospective members of the Board of
penilaian kemampuan dan kepatutan kepada Directors who will take an appraisal of their
Otoritas Jasa Keuangan, diusulkan oleh Pemegang capability and appropriateness to the Financial
Saham Seri A yang mewakili sekurang-kurangnya Services Authority, are proposed by Series A
10% (sepuluh persen) baik secara sendiri-sendiri Shareholders who represent at least 10% (ten
maupun gabungan dari jumlah seluruh saham percent) either individually or in combination
dengan hak suara yang sah. of the total number of shares with valid voting
rights.
11. Usia maksimal calon anggota Direksi pada saat 11. The maximum age of a candidate for the Board
pertama kali diangkat adalah 56 (lima puluh of Directors when he is first appointed is 56
enam) tahun. (fifty six) years.
12. Bukan sebagai mantan anggota Direksi 12. Not as a former member of the Company’s
Perseroan atau Pejabat Eksekutif Perseroan Board of Directors or the Company’s Executive
yang purnabakti, mengundurkan diri atau officer who retires, resigns or is dismissed.
diberhentikan.

2020 Annual Report
13.
Wajib mempunyai latar belakang dan 13. Must have background and operational
pengalaman operasional Bank Umum Devisa experience of a Foreign Exchange Commercial
dengan jabatan terakhir serendah-rendahnya Bank with the last position as low as 1 (one) level
1 (satu) tingkat di bawah Direksi bagi calon below the Board of Directors for candidates
Direktur Utama dan calon Direktur yang berasal for the President Director and candidates for
dari Bank kelompok BUKU 4. Directors who are from the book-4 Group Bank.
14.
pengalaman operasional Bank Umum Devisa experience of Foreign Exchange Commercial
dengan jabatan terakhir serendah-rendahnya Banks with the last position as low as 1 (one) level
1 (satu) tingkat di bawah Direksi bagi calon below the Board of Directors for candidates for
Direksi bagi calon Direktur dan serendah- Directors for candidates for Directors and as
rendahnya Direktur bagi calon Direktur Utama low as Directors for candidates for President
yang berasal dari Bank Kelompok BUKU 3. Director who are from the book-3 Group Bank.
15.
pengalaman operasional Bank Umum Devisa experience of a Foreign Exchange Commercial
dengan jabatan terakhir yang setingkat, bagi Bank with the last position of the same level,
calon Direktur Utama dan calon Direktur yang for the candidates for President Director and
berasal dari Bank kelompok BUKU 2. candidates for Directors who are from the
book-2 Group Bank.
16. Wajib menjabat sebagai anggota Direksi 16. Must serve as a member of the Company’s
Perseroan bagi calon Direktur Utama yang Board of Directors for prospective President
berasal dari Perseroan. Directors who are from the Company.
17. Wajib menjabat sebagai eksekutif dengan jabatan 17. Must be an executive with one level below the
satu tingkat di bawah Direksi atau serendah- Board of Directors or as low as Division Heads,
rendahnya Pemimpin Divisi, termasuk yang including those currently being assigned by
sedang dalam penugasan oleh Perseroan bagi the Company to candidates for Directors from
calon Direktur yang berasal dari dalam Perseroan. within the Company.
Persyaratan lainnya, yaitu: Other requirements, namely:

1. Wajib berasal dari pihak independen terhadap 1. Obligated to come from an independent
pemegang saham pengendali bagi calon party against a controlling shareholder for a
Direktur Utama. candidate for President Director.
2. Mayoritas anggota Direksi paling kurang 2. The majority of members of the Board of
memiliki pengalaman 5 (lima) tahun di bidang Directors have at least 5 (five) years experience
operasional sebagai pejabat eksekutif bank in the operational field as executive officers of
umum. commercial banks.
3. Tidak merangkap jabatan sebagai anggota 3. Do not hold concurrent positions as members
Dewan Komisaris, Direksi atau Pejabat of the Board of Commissioners, Directors or
Eksekutif pada Bank, perusahaan dan/atau Executive officers of Banks, companies and/or
lembaga lain kecuali apabila anggota Direksi other institutions unless the relevant member
yang bersangkutan bertanggung jawab of the Board of Directors is responsible
terhadap pengawasan atas penyertaan pada for oversight of the participation in the
perusahaan anak Perseroan, menjalankan Company’s subsidiary companies, carrying out
tugas fungsional menjadi anggota Dewan functional duties as a member of the Board of
Komisaris pada perusahaan bukan anak Commissioners in a non-company a subsidiary
Perseroan yang dikendalikan oleh Perseroan, of the Company that is controlled by the
sepanjang perangkapan jabatan tersebut Company, as long as the concurrent position
tidak mengakibatkan yang bersangkutan does not result in the person concerned
mengabaikan pelaksanaan tugas dan tanggung neglecting the implementation of duties and
jawab sebagai anggota Direksi Perseroan. responsibilities as a member of the Company’s
Board of Directors.

4. Anggota Direksi baik secara sendiri-sendiri 4. Members of the Board of Directors, individually
atau bersama-sama dilarang memiliki saham or jointly, are prohibited from owning shares
melebih 25% (dua puluh lima persen) dari in excess of 25% (twenty-five percent) of the
modal disetor pada suatu perusahaan lain. paid-up capital in another company.
5. Antara sesama anggota Direksi dan antara 5. Between members of the Board of Directors
anggota Direksi dengan anggota Dewan and between members of the Board of Directors
Komisaris tidak boleh ada hubungan keluarga and members of the Board of Commissioners,
sampai dengan derajat kedua, baik menurut there must not be family relations up to the
garis lurus maupun ke samping, termasuk second degree, either in a straight line or
menantu dan ipar. sideways, including in-laws and in-laws.
Kebijakan Tata Tertib Kerja Direksi Board of Directors ‘Work Policies
Direksi memiliki Pedoman Kerja Direksi The Board of Directors has Directors ‘Work
berdasarkan Surat Keputusan Direksi Nomor Guidelines based on Directors’ Decree Number
0077/SK/DIR-CS/2019 tanggal 14 Januari 2019 0077/SK/DIR-CS/2019 dated January 14th,
tentang Kebijakan Tata Tertib Kerja Direksi yang 2019 on the Board of Directors Work Procedure
menjelaskan tahapan aktivitas secara terstruktur, Policy which explains the stages of activities in
sistematis, mudah dipahami dan dapat dijalankan a structured, systematic, easily understood and
dengan konsisten, serta menjadi acuan bagi Direksi consistent manner, and serves as a reference for
dalam melaksanakan tugas masing-masing untuk Directors in carrying out their respective duties to
mencapai Visi dan Misi Perseroan. achieve the Vision and Mission of the Company.
Kebijakan Tata Tertib Kerja Direksi mengacu The Board of Directors Work Policy refers to
pada prinsip-prinsip hukum Bank, ketentuan the Bank’s legal principles, provisions of the
anggaran dasar, peraturan perundang-undangan articles of association, applicable laws and
yang berlaku, serta praktik-praktik terbaik (best regulations, as well as GCG best practices. The
practices) GCG. Kebijakan Tata Tertib Kerja Direksi Board of Directors Work Policy as a foundation
sebagai landasan bagi Direksi dalam melaksanakan for the Directors in carrying out their duties and
tugas dan tanggung jawab secara efektif, efisien, responsibilities effectively, efficiently, taking into
memperhatikan prinsip-prinsip keterbukaan, account the principles of openness, accountability,
akuntabilitas, pertanggungjawaban, independen responsibility, independence and fairness, so
dan kewajaran, sehingga internal kontrol dan that the Company’s internal control and risk
manajemen risiko Perseroan dapat terlaksana management can be carried out properly.
dengan baik.
Adapun isi Kebijakan Tata Tertib Kerja Direksi bank The contents of the bank bjb’s Board of Directors
bjb yaitu: Work Policy are:
I. Pendahuluan I. Introduction
II. Organisasi dan Kewenangan II. Organization and Authority
III. Nilai-nilai III. Values
IV. Waktu Kerja IV. Working time
V. Rapat Direksi V. Directors’ Meeting
VI. Evaluasi Kinerja VI. Performance evaluation
VII. Pelaporan dan Pertanggungjawaban VII. Reporting and Liability

2020 Annual Report
Komposisi dan Dasar Pengangkatan Composition and the Basis of the Board
Direksi of Directors
Perseroan dipimpin oleh Direksi yang terdiri dari The Company is led by a Board of Directors
sekurang-kurangnya 3 (tiga) orang anggota consisting of at least 3 (three) members and one
dan seorang diantaranya diangkat sebagai of them is appointed as the President Director.
Direktur Utama. Selama tahun 2020, Komposisi During 2020, the composition of the members
anggota Direksi bank bjb mengalami perubahan of the bank bjb’s Board of Directors changed as
sebagaimana penjelasan berikut. described below.
Komposisi dan Dasar Pengangkatan Direksi Composition and Basis for Appointment
Sebelum RUPS Luar Biasa Tahun 2020 of the Board of Directors Before the
Extraordinary GMS of 2020
Komposisi Direksi bank bjb sebelum RUPS Luar The composition of the Board of Directors of
Biasa Tahun 2020 berjumlah 6 (enam) orang yang Bank Jatim before the Extraordinary GMS in 2020
terdiri dari 1 (satu) orang Direktur Utama dan 5 was 6 (six) people consisting of 1 (one) President
(lima) orang Direksi. Seluruh Direksi berdomisili Director and 5 (five) Directors. All Directors were
pada Kantor Pusat bank bjb. domiciled at the head office of bank bjb.
Adapun komposisi dan dasar pengangkatan The composition and basis for the appointment of
Direksi setelah RUPS Luar Biasa Tahun 2020 the Board of Directors after the 2020 Extraordinary
adalah sebagai berikut. GMS are as follows.

Yuddy Renaldi Direktur Utama Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 3 Juli 2019
President Director Financial Services Annual GMS on April 30, 2019 July 3, 2019
Authority
Tedi Setiawan Direktur Operasional Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Director of Operations Financial Services Annual GMS on April 30, 2019 June 21, 2019
Authority
Rio Lanasier Direktur Information Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Technology, Treasury & Financial Services Annual GMS on April 30, 2019 June 21, 2019
International Banking Authority
Director of Information
Technology, Treasury &
Nia Kania Direktur Keuangan & Otoritas Jasa Keuangan RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Manajemen Risiko Financial Services Annual GMS on February 28, 2018 February 28, 2018
Director of Finance & Authority
Risk Management
Suartini Direktur Konsumer Otoritas Jasa Keuangan RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
& Ritel yang Financial Services Annual GMS on February 28, 2018 February 28, 2018
melaksanakan tugas Authority
sebagai Direktur
Komersial dan UMKM
Director of Consumer
& Retail who carries
out his duties as
Director of Commercial
and SMEs.
Agus Mulyana Direktur Kepatuhan Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 11 Desember 2018
Director of Compliance Financial Services Annual GMS on April 30, 2019 December 11, 2018
Authority

Komposisi dan Dasar Pengangkatan Direksi Composition and Basis of Board of

Setelah RUPS Luar Biasa Tahun 2020 Directors Appointment After the
Extraordinary GMS of 2020
Melalui RUPS Luar Biasa Tahun 2020 yang Through the 2020 Extraordinary GMS which was
dilaksanakan pada tanggal 1 September 2020, held on September 1, 2020, the GMS decided to
RUPS memutuskan mengangkat Ibu Nancy appoint Ms. Nancy Adistyasari as the Director of
Adistyasari selaku Direktur Komersial dan UMKM Commercial and MSMEs so that the composition
sehingga Komposisi Direksi bank bjb setelah RUPS of the Board of Directors of bank bjb after the
Luar Biasa Tahun 2020 berjumlah 7 (tujuh) orang Extraordinary GMS of 2020 reaching to 7 (seven)
Direksi. Seluruh Direksi berdomisili pada Kantor Directors. All Directors were domiciled at the head
Pusat bank bjb. office of bank bjb.
Adapun komposisi dan dasar pengangkatan The composition and basis for the appointment of
Direksi setelah RUPS Luar Biasa Tahun 2020 the Board of Directors after the 2020 Extraordinary
adalah sebagai berikut. GMS are as follows.

Yuddy Direktur Utama Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 3 Juli 2019
Renaldi President Director Financial Services Annual GMS on April 30, 2019 July 3, 2019
Authority
Tedi Direktur Operasional Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Setiawan Director of Operations Financial Services Annual GMS on April 30, 2019 June 21, 2019
Authority
Rio Lanasier Direktur Information Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 21 Juni 2019
Technology, Treasury & Financial Services Annual GMS on April 30, 2019 June 21, 2019
International Banking Authority
Director of Information
Technology, Treasury &
Nia Kania Direktur Keuangan & Otoritas Jasa Keuangan RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Manajemen Risiko Financial Services Annual GMS on February 28, 2018 February 28, 2018
Director of Finance & Authority
Risk Management
Suartini Direktur Konsumer & Otoritas Jasa Keuangan RUPS Tahunan tanggal 28 Februari 2018 28 Februari 2018
Ritel Financial Services Annual GMS on February 28, 2018 February 28, 2018
Direktur Konsumer & Authority
Ritel
Agus Direktur Kepatuhan Otoritas Jasa Keuangan RUPS Tahunan tanggal 30 April 2019 11 Desember 2018
Mulyana Director of Compliance Financial Services RUPS Tahunan tanggal 30 April 2019 December 11, 2018
Authority
Nancy Direktur Komersial dan Otoritas Jasa Keuangan RUPS Luar Biasa tanggal 1 September 1 September 2020
Adistyasari Usaha Mikro Kecil dan Financial Services 2020 September 1, 2020
Menengah (UMKM) Authority Extraordinary GMS on September 1, 2020
Director of Commercial
and SMEs.
Program Orientasi Bagi Direksi Baru Orientation Program for New Board
of Directors
Program pengenalan Direksi dilaksanakan bagi The Board of Directors introduction program
anggota Direksi yang baru diangkat oleh RUPS is implemented for new members of the
untuk mendapat informasi mengenai Perseroan Board of Directors appointed by the GMS to
di dalam mendukung pelaksanaan tugas dan obtain information about the Company in
tanggung jawabnya. Berdasarkan Peraturan supporting the implementation of its duties and
Otoritas Jasa Keuangan Nomor 35/POJK.04/2014 responsibilities. Based on the Financial Services
tentang Sekretaris Perusahaan Emiten atau Authority Regulation No. 35/POJK.04/2014

2020 Annual Report
Perusahaan Publik, bahwa fungsi Sekretaris concerning Corporate Secretary of Issuers or

Perusahan memiliki tugas dan tanggung jawab Public Companies, that the Corporate Secretary
untuk melaksanakan program orientasi (induction function has the duty and responsibility to carry
program) bagi Direksi dan/atau Dewan Komisaris out an induction program for the newly appointed
yang baru diangkat. Adapun program tersebut Directors and/or Board of Commissioners. The
bertujuan untuk memberikan gambaran atas program aims to provide an overview of business
kegiatan bisnis, rencana Perseroan ke depan, activities, the Company’s future plans, work
panduan kerja dan lainnya yang menjadi tanggung guidelines and others that are the responsibility
jawab Pengurus yang dapat berupa penyampaian of the Management which can be in the form of
dokumen Perseroan diantaranya: submission of Company documents including:
1. Laporan Tahunan 1. Annual Report
2. Rencana Bisnis Bank 2. Bank Business Plan
3. Anggaran Dasar 3. Articles of Association
4. Kebijakan Tata Kelola Perusahaan 4. Corporate Governance Policy
5. Kode Etik Perusahaan 5. Code of Ethics for the Company
6. Program Kerja Direksi dan Komite di bawah 6. Work Programs of Directors and Committees
Direksi under the Directors
7. Pedoman Tata Tertib Direksi 7. Board of Directors Code of Conduct
8. Kebijakan Perkreditan Bank 8. Bank Credit Policy
Program orientasi bagi anggota Direksi baru di The orientation program for new members of the
tahun 2020 diselenggarakan melalui rapat-rapat Board of Directors in 2020 is conducted through
bersama Direksi dan unit-unit yang terkait. joint meetings with the Directors and related units.
Pembidangan Tugas Direksi Duties on the Board of Directors
Adapun pembidangan tugas Direksi adalah The assignment of duties for the Directors is as
sebagai berikut. follows.
Tabel Pembidangan Tugas Dewan Direksi

Table of Duties on the Board of Directors

Name Position Job Description
Yuddy Direktur Utama 1. Mengkoordinir dan memberikan arahan 1. Coordinate and provide direction in
Renaldi President Director dalam penyusunan visi, misi dan nilai- preparing the vision, mission and values as
nilai serta rencana korporasi dan rencana well as corporate plans and business plans
bisnis untuk dibicarakan dan disetujui oleh to be discussed and approved by the Board
Dewan Komisaris atau RUPS sesuai dengan of Commissioners or GMS in accordance
ketentuan Anggaran Dasar Bank. with the provisions of the Bank’s Articles of
Association.
2. Menyelaraskan dan mengakomodir inisiatif 2. Align and accommodate the Bank’s
internal Bank yang dapat memberi nilai internal initiatives that can provide added
tambah serta meningkatkan kinerja dan daya value and improve the performance and
saing Bank. competitiveness of the Bank.
3. Mengkoordinasikan pelaksanaan tugas antar 3. Coordinate the implementation of duties
anggota Direksi, melaksanakan pembinaan among members of the Board of Directors,
dan pengendalian terhadap seluruh kegiatan carry out guidance and control of all
operasional dan pengelolaan Bank secara operational and management activities of
efektif dan efisien, dengan memperhatikan the Bank effectively and efficiently, taking
asas keseimbangan dan keserasian serta into account the principles of balance
memastikan kepatuhan terhadap aturan and harmony and ensure compliance with
regulator yang belaku. applicable regulatory rules.
4. Mengkoordinasikan, mengendalikan dan 4. Coordinate, control and evaluate the
mengevaluasi penerapan prinsip-prinsip consistent application of GCG principles and
GCG dan standar etika Bank secara konsisten the Bank’s ethical standards in the company.
dalam perusahaan.
5. Memimpin rapat Direksi. 5. Chair a Board of Directors’ meeting


Name Position Job Description
Tedi Direktur 1. Mengkoordinasikan, mengendalikan, 1. Coordinate, control, develop, foster, manage
Setiawan Operasional mengembangkan, membina, mengelola and evaluate the implementation of the
Director of serta mengevaluasi pelaksanaan tugas tasks of the fields under his responsibility to
Operations dari bidang-bidang yang berada di bawah be effective by prioritizing the principle of
tanggung jawabnya agar efektif dengan balance.
Rio Direktur mengutamakan asas keseimbangan.
Lanasier Information 2. Mengembangkan program efisiensi, 2. Develop an efficiency, effectiveness and
Technology, efektivitas dan manajemen mutu dari quality management program for the Bank’s
Treasury & produk-produk Bank, serta memastikan products, as well as ensuring that it is
International dilaksankannya secara konsisten di consistently implemented in the environment
Banking lingkungan unit kerja masing-masing. of each work unit.
Director of 3. Memantay serta mengawasi Batas Maksimal 3. Monitor and oversee the Legal Lending Limit
Information Pemberian Kredit atas aktivitas intermediasi for Bank intermediation activities.
Technology, Bank.
Treasury & 4. Memonitor kualitas hasil kerja dan kinerja 4. Monitor the quality of the work and the
International seluruh bidang-bidang di bawahnya agara performance of all fields below it so that the
Banking rencana bisnis yang telah ditetapkan dapat business plan that has been determined can
Nia Kania Direktur tercapai. be achieved.
Keuangan & 5. Memantau serta mengendalikan penerapan 5. Monitor and control the application of risk
Manajemen Risiko manajemen risiko dan penerapan prinsip management and the application of the
Director of tata kelola perusahaan yang baik (Good principles of good corporate governance in
Finance & Risk Corporate Governance) pada bidang-bidang the fields below.
Management di bawahnya.
6. Mengevaluasi dan menyetujui rencana kerja 6. Evaluate and approve the work plan for each
Suartini Direktur masing-masing bidang di bawahnya. field below.
Konsumer & Ritel.
Director of
Consumer &
Retail
Nancy Direktur
Adistyasari* Komersial dan
Usaha Mikro Kecil
dan Menengah
(UMKM)
Director of
Commercial and
SME
Agus Direktur 1.
Merumuskan strategi guna mendorong 1. Formulate strategies to encourage the
Mulyana Kepatuhan terciptanya budaya kepatuhan Bank. creation of a culture of compliance with the
Director of Bank.
Compliance 2. Mengusulkan kebijakan kepatuhan atau 2. Propose compliance policies or compliance
prinsip-prinsip kepatuhan yang akan principles that will be determined by the
ditetapkan oleh Direksi. Directors.
3. Menetapkan sistem dan prosedur kepatuhan 3. Establish compliance systems and
yang digunakan untuk menyusun ketentuan procedures that are used to prepare internal
dan pedoman internal Bank. provisions and guidelines of the Bank.
4. Memastikan bahwa seluruh kebijakan, 4. Ensuring that all policies, provisions, systems
ketentuan, sistem dan prosedur, serta and procedures, as well as business activities
kegiatan usaha yang dilakukan Bank carried out by the Bank are in accordance
telah sesuai dengan ketentuan Otoritas with the provisions of the Financial
Jasa Keuangan dan ketentuan peraturan Services Authority and the provisions of the
perundang-undangan. legislation.
5. Meminimalkan risiko kepatuhan Bank. 5. Minimize the Bank’s compliance risk.
6. Melakukan tindakan pencegahan agar 6. Take precautionary measures so that the
kebijakan dan/atau keputusan yang diambil policies and/or decisions taken by Bank
Direksi Bank atau pimpinan kantor cabang Directors or branch office leaders from banks
dari bank yang berkedudukan di luar negeri domiciled abroad do not deviate from the
tidak menyimpang dari ketentuan Otoritas provisions of the Financial Services Authority
Jasa Keuangan dan ketentutuan peraturan and the provisions of the legislation.
perundang-undangan.
7. Melakukan tugas lain yang terkait dengan 7. Perform other tasks related to the compliance
fungsi kepatuhan. function.
*Diangkat berdasarkan RUPS Luar Biasa tanggal 1 September 2020.

*Appointed based on the Extraordinary GMS on September 1, 2020.

2020 Annual Report
Hubungan Afiliasi Direksi Relationship of the Director’s Affiliation
Direksi senantiasa bertindak independen, dalam The Directors always act independently, in the
arti tidak mempunyai benturan kepentingan sense that they do not have a conflict of interest
yang dapat mengganggu kemampuannya untuk that can interfere with their ability to carry out
melaksanakan tugas secara mandiri dan kritis, baik their duties independently and critically, both in
dalam hubungan satu sama lain maupun hubungan relation to each other and in relation to the Board
terhadap Dewan Komisaris. Direksi tidak memiliki of Commissioners. The Board of Directors does
hubungan keuangan, hubungan kepengurusan, not have a financial relationship, management
kepemilikan saham dan/atau hubungan keluarga relationship, share ownership and/or family
dengan anggota Dewan Komisaris lainnya, relations with other members of the Board of
Direksi dan/atau Pemegang Saham Pengendali Commissioners, Directors and/or Controlling
atau hubungan dengan Bank, sehingga dapat Shareholders or relationship with the Bank, so that
melaksanakan tugas dan tanggung jawabnya they can carry out their duties and responsibilities
secara independen. independently.
Tabel Hubungan Afiliasi Direksi

Table of Directors’ Affiliate Relationships
Hubungan Keuangan, Keluarga dan Kepengurusan Direksi
Financial, Family Relations and Management of Directors
di Perusahaan
Dewan Dewan
Directors Controlling Directors Controlling with Other
Direktur Utama
Yuddy
President √ √ √ √ √ √ √
Renaldi
Director
Direktur
Tedi Operasional
√ √ √ √ √ √ √
Setiawan Director of
Operations
Direktur
Information
Technology,
Treasury &
International
Rio Banking
√ √ √ √ √ √ √
Lanasier Director of
Information
Technology,
Treasury &
International
Banking
Direktur
Keuangan &
Manajemen
Nia Kania Risiko √ √ √ √ √ √ √
Director of
Finance & Risk
Management
Direktur
Konsumer &
Ritel.
Suartini √ √ √ √ √ √ √
Director of
Consumer &
Retail

Hubungan Keuangan, Keluarga dan Kepengurusan Direksi

Financial, Family Relations and Management of Directors
di Perusahaan
Dewan Dewan
Directors Controlling Directors Controlling with Other
Direktur
Agus Kepatuhan
√ √ √ √ √ √ √
Mulyana Director of
Compliance
Direktur
Komersial
dan Usaha
Mikro Kecil
Nancy
dan Menengah √ √ √ √ √ √ √
Adistyasari*
(UMKM)
Director of
Commercial
and SME

Kebijakan Rangkap Jabatan Direksi Concurrent Position of Board

of Directors
Anggota Direksi dilarang merangkap jabatan Members of the Board of Directors are prohibited
sebagai anggota Dewan Komisaris, Direksi atau from holding concurrent positions as members
pejabat eksekutif pada bank, perusahaan dan/atau of the Board of Commissioners, Directors or
lembaga lain. Tidak termasuk rangkap jabatan executive officers at banks, companies and/or other
apabila anggota Direksi yang bersangkutan institutions. Excludes concurrent positions if the
bertanggung jawab terhadap pengawasan member of the Board of Directors concerned is
atas penyertaan pada Perusahaan Anak Bank, responsible for oversight of the participation in the
menjalankan tugas fungsional sebagai anggota Bank Subsidiary Company, carries out functional
Dewan Komisaris pada Perusahaan anak bukan duties as a member of the Board of Commissioners
yang dikendalikan oleh Bank, sepanjang tidak in a subsidiary company not controlled by the Bank,
mengakibatkan yang bersangkutan mengabaikan as long as it does not result in the person neglecting
pelaksanaan tugas dan tanggung jawab sebagai the implementation of the duties and responsibilities
anggota Direksi. as a member of the Board of Directors.
Tabel Rangkap Jabatan Direksi

Table of Concurrent Position of Board of Directors
Name Position Position in Other Companies/ Name of Company /Other
Agencies Agencies
Yuddy Direktur Utama - -
Renaldi President Director
Tedi Direktur Operasional - -
Setiawan Director of Operations
Rio Direktur Information Technology, - -
Lanasier Treasury & International Banking

2020 Annual Report

Name Position Position in Other Companies/ Name of Company /Other
Agencies Agencies
Nia Kania Direktur Keuangan & Manajemen Risiko - -
Suartini Direktur Konsumer & Ritel.
- -
Agus Direktur Kepatuhan
- -
Mulyana Director of Compliance
Nancy Direktur Komersial dan Usaha Mikro Kecil
Adistyasari* dan Menengah (UMKM) - -
Director of Commercial and SME

Pengelolaan Benturan Kepentingan Management of Conflicts of Interest in

Direksi the Board of Directors
Benturan kepetingan maupun yang berpotensi Conflicts of interests as well as those that have
menjadi benturan kepentingan atau segala the potential to become a conflict of interest or
sesuatu yang dapat menghambat Direksi untuk anything that can prevent the Directors from
bertindak independen harus diungkapkan oleh acting independently must be disclosed by the
Direksi. Benturan kepentingan merupakan suatu Directors. Conflict of interest is a condition of
kondisi adanya konflik antara kepentingan conflict between the economic interests of the
ekonomis perusahaan dan kepentingan ekonomi company and individual economic interests. In the
individu. Dalam hal terdapat benturan kepentingan event of a conflict of interest in decision making,
dalam pengambilan keputusan, Direksi harus the Board of Directors must prioritize the interests
mengutamakan kepentingan Bank. of the Bank.
Dalam hal terjadi benturan kepentingan, anggota In the event of a conflict of interest, members of
Direksi dilarang mengambil tindakan yang dapat the Board of Directors are prohibited from taking
merugikan Bank atau merugikan keuntungan Bank actions that could harm the Bank or harm the
dan wajib mengungkapkan benturan kepentingan Bank’s profit and must disclose the conflict of
dimaksud dalam setiap keputusan. Pengungkapan interest referred to in each decision. Disclosure of
benturan kepentingan dicantumkan dalam setiap conflicts of interest is included in each minutes of
risalah rapat Direksi, paling kurang mencakup the Board of Directors’ meeting, at least covering
nama Direksi yang memiliki benturan kepentingan, the names of Directors who have a conflict of
masalah benturan kepentingan dan dasar interest, conflict of interest issues and the basis for
pertimbangan pengambilan keputusan. decision making.
Terkait dengan pengambilan keputusan Related to decision making in Directors’ meetings,

dalam rapat Direksi, Direksi yang memiliki Directors who have a conflict of interest are
benturan kepentingan diperkenankan untuk allowed to express their ideas and opinions, but
mengungkapkan ide dan pendapat, akan tetapi they are not included in decision making, both in
tidak disertakan dalam pengambilan keputusan, deliberations and the majority of votes. This must
baik dalam musyawarah maupun pengambilan be noted in the minutes of the Board of Directors’
suara terbanyak. Hal tersebut harus dicatat dalam meeting.
risalah rapat Direksi.
Dalam hal Bank mempunyai benturan kepentingan If the Bank has a conflict of interest with the
dengan kepentingan pribadi seorang anggota personal interests of a member of the Board of
Direksi, maka Bank akan diwakili oleh anggota Directors, then the Bank will be represented by

Direksi lainnya dan dalam hal Bank mempunyai other members of the Board of Directors and in the
kepentingan yang bertentangan dengan event that the Bank has an interest that conflicts
kepentingan seluruh anggota Direksi, maka dalam with the interests of all members of the Board of
hal ini Bank diwakili oleh Dewan Komisaris. Directors, in this case the Bank is represented by
Kepemilikan Saham Direksi Share Ownership of the Board of

Directors
Direksi wajib mengungkapkan kepemilikan saham The Board of Directors must disclose share
yang mencapai 5% (lima persen) atau lebih, ownership of 5% (five percent) or more, both at
baik pada Bank maupun pada perusahaan lain the Bank and at other companies domiciled inside
yang berkedudukan di dalam dan di luar negeri. and outside the country. Board of Directors’ share
Kepemilikan saham Direksi dapat dilihat pada ownership can be seen in the table below.
tabel di bawah ini.
Tabel Kepemilikan Saham Direksi

Table of Board of Directors’ Share Ownership
Kepemilikan Saham (Lembar)

Nama Jabatan Share Ownership (Share)
Name Position Perusahaan Lain
bank bjb
Other Companies
Yuddy Direktur Utama
677.721 -
Tedi Direktur Operasional
296.149 -
Setiawan Director of Operations
Direktur Information Technology, Treasury & International Banking
Rio Lanasier 296.149 -
Director of Information Technology, Treasury & International Banking
Direktur Keuangan & Manajemen Risiko
Nia Kania 988.548 -
Direktur Konsumer & Ritel
Suartini 788.548 -
Agus Direktur Kepatuhan
835.311 -
Mulyana Director of Compliance
Nancy Direktur Komersial dan Usaha Mikro Kecil dan Menengah (UMKM)
- -
Adistyasari* Director of Commercial and SME

Rapat Direksi Meeting of the Board of Directors
Setiap kebijakan dan keputusan strategis, wajib Every policy and strategic decision must be
diputuskan dalam rapat Direksi. Rapat Direksi decided in a meeting of the Directors. Meetings
dapat diadakan setiap waktu bilaman dipandang of the Board of Directors may be held at any time
perlu oleh seorang atau lebih anggota Direksi atau if deemed necessary by one or more members of
atas permintaan tertulis dari Dewan Komisaris. the Board of Directors or at the written request
Rapat Direksi dilaksanakan sekurang-kurangnya 1 of the Board of Commissioners. Meetings of the
(satu) kali dalam 1 (satu) bulan. Board of Directors are held at least 1 (one) time in
1 (one) month.

2020 Annual Report
Rapat Direksi dipimpin oleh Direktur Utama, The Board of Directors meeting is chaired by the
dalam hal Direktur utama tidak dapat hadir atau President Director, in the event that the President
berhalangan hal mana tidak perlu dibuktikan Director is unable to attend or is unable to attend,
kepada pihak ketiga, maka rapat Direksi akan which does not need to be proven to a third party,
dipimpin oleh seorang yang dipilih oleh dan dari the Board of Directors meeting will be chaired
anggota Direksi yang hadir. Seorang anggota by someone chosen by and from the present
Direksi dapat diwakili dalam rapat Direksi hanya Directors. A member of the Board of Directors
oleh anggota Direksi lainnya berdasarkan suara may be represented at a meeting of the Board of
kuasa. Directors only by other members of the Board of
Directors based on a power of attorney.
Rapat Direksi dapat dilaksanakan melalui rapat Meetings of the Directors can be held through
dengan cara tatap muka atau melalui media meetings by face to face or through teleconference
teleconference atau media lainnya. Rapat Direksi media or other media. Board of Directors
sah dan berhak mengambil keputusan yang meetings are valid and have the right to make
mengikat hanya apabila lebih dari setengah dari binding decisions only if more than half of the total
jumlah anggota Direksi hadir atau diwakili dalam members of the Board of Directors are present or
rapat. represented at the meeting.
Rapat Internal Direksi Internal Meeting of the Board of Directors
Sepanjang tahun 2020, agenda, tanggal dan Throughout 2020, the agenda, date and participants
peserta Rapat Direksi adalah sebagai berikut. of the Directors’ Meeting are as follows.
Tabel Rapat Direksi

Table of Board of Directors Meeting
Peserta Alasan
Tanggal Kehadiran
No. Agenda Agenda Rapat Ketidakhadiran
Date Attendance
Participant Absent Reason
1. 09 Januari Penyesuaian Personnel Yuddy Renaldi Hadir/Present
2020 Pengelolaan Management
January Kepegawaian. Adjustments. Tedi Setiawan Hadir/Present
09, 2020 Pemenuhan Fulfillment of the Rio Lanasier Hadir/Present
Struktur Staffing Structure
Kepegawaian di at bank bjb. Nia Kania Hadir/Present
bank bjb.
Suartini Hadir/Present
Agus Mulyana Hadir/Present
2. 14 Januari Rencana Pendirian Plans for the Yuddy Renaldi Hadir/Present
2020 Perusahaan Efek Establishment of
January 14, Daerah. Regional Securities Tedi Setiawan Hadir/Present
2020 Companies. Rio Lanasier Hadir/Present
Nia Kania Hadir/Present
3. 27 Januari Penetapan Limit Determination Yuddy Renaldi Hadir/Present
2020 Kewenangan of Limits on
January 27, Memutus the Authority Tedi Setiawan Hadir/Present
2020 Pengadaan to Decide Land Rio Lanasier Hadir/Present
Tanah dan/atau and/or Building
Bangunan. Acquisition. Nia Kania Hadir/Present
Pengadaan Jasa Procurement
Suartini Tidak Hadir/Not Present Dinas/Not Present
Tenaga Satuan of Security
Pengamanan. Unit Personnel Agus Mulyana Hadir/Present
Presentasi Divisi Services. Human
Human Capital. Capital Division
Presentation.

Peserta Alasan
Tanggal Kehadiran
Date Attendance
4. 03 Februari Persiapan RUPS Preparation for the Yuddy Renaldi Hadir/Present
2020 Tahunan Tahun 2019 Annual GMS
February Buku 2019 Tedi Setiawan Hadir/Present
03, 2020 Rio Lanasier Hadir/Present
5. 12 Februari Pembahasan Discussion Yuddy Renaldi Hadir/Present
2020 Rencana on Plans for
February Penambahan Modal Increasing Capital Tedi Setiawan Hadir/Present
12, 2020 dengan Memberikan by Providing Pre- Rio Lanasier Hadir/Present
Hak Memesan Efek emptive Rights
Terlebih dahulu (Right Issue). Nia Kania Hadir/Present
(Right Issue). Adjustments to the
Penyesuaian RBB RBB of bank bjb
bank bjb Tahun for 2019-2022. Agus Mulyana Hadir/Present
2019-2022.
6. 28 Februari Persiapan RUPS Preparation for the Yuddy Renaldi Hadir/Present
2020 Tahunan Tahun 2019 Annual GMS.
February Buku 2019. Tedi Setiawan Hadir/Present
28, 2020 Rio Lanasier Hadir/Present
7. 03 Maret Persetujuan Limit Approval of the Yuddy Renaldi Hadir/Present
2020 Kewenangan Authority to Cut
March 03, Memutus Credit Credit Line Limits. Tedi Setiawan Hadir/Present
2020 Line. Rio Lanasier Hadir/Present
Agus Mulyana Tidak Hadir/Not Present Dinas/Not Present
8. 09 Maret Pembahasan Discussion on Yuddy Renaldi Hadir/Present
2020 Evaluasi Pejabat the Evaluation
March 09, Eksekutif bank bjb. of Bank bjb Tedi Setiawan Hadir/Present
2020 Usulan Executive Officers. Rio Lanasier Hadir/Present
Pembidangan Proposed Field
Calon Direksi bank for Candidates Nia Kania Hadir/Present
bjb dan laporan for Bank bjb
usulan pelaksanaan Board of Directors
RUPS bank bjb. and a report on Agus Mulyana Hadir/Present
the proposed
implementation of
bank bjb GMS.
9. 16 Maret Persetujuan Share Buyback Yuddy Renaldi Hadir/Present
2020 Pembelian Kembali Approval
March 16, Saham (Buyback) (Buyback) Tedi Setiawan Hadir/Present
2020 Rio Lanasier Hadir/Present
10. 18 Maret Pembatalan Cancellation of the Yuddy Renaldi Hadir/Present
2020 Pembelian Kembali Buyback of Shares
March 18, Saham (Buyback). (Buyback). Tedi Setiawan Hadir/Present
2020 Perubahan Jadwal Changes to the Rio Lanasier Hadir/Present
RUPS Tahunan Schedule of the
Tahun Buku 2019. Annual General Nia Kania Hadir/Present
Usulan Ketentuan Meeting of
Pelaksanaan Work Shareholders for
From Home. the Fiscal Year Agus Mulyana Hadir/Present
2019. Proposed
Provisions for the
Implementation of
Work From Home.

2020 Annual Report
Peserta Alasan
Tanggal Kehadiran
Date Attendance
11. 27 Maret Ketentuan Restructuring Yuddy Renaldi Hadir/Present
2020 Restrukturisasi Provisions Related
March 27, Terkait Stimulus to Economic Tedi Setiawan Hadir/Present
2020 Ekonomi Untuk Stimulus to Rio Lanasier Hadir/Present
Menangani Dampak Address the
Covid-19 (POJK No Impact of Covid-19 Nia Kania Hadir/Present
11/POJK.03/2020. (POJK No 11/
POJK.03/2020.
12. 01 April Pemberian Insentif Granting of Work Yuddy Renaldi Hadir/Present
2020 Prestasi Kerja Performance
April 01, Triwulan I Tahun Incentives for the 1st Tedi Setiawan Hadir/Present
2020 2020. Quarter of 2020. Rio Lanasier Hadir/Present
13. 08 April Persiapan RUPS Preparation for the Yuddy Renaldi Hadir/Present
2020 tahunan Tahun annual GMS for the
April 08, Buku 2019. Fiscal Year 2019. Tedi Setiawan Hadir/Present
2020 Penerapan Atas Implementation Rio Lanasier Hadir/Present
POJK Nomor 12/ of POJK Number
POJK.03/2020 12/POJK.03/2020 Nia Kania Hadir/Present
tentang Konsolidasi concerning
Bank Umum. Commercial Bank
Consolidation. Agus Mulyana Hadir/Present
14. 16 April Bonus Tahunan 2019 Annual Bonus. Yuddy Renaldi Hadir/Present
2020 Tahun Buku 2019.
April 16, Tedi Setiawan Hadir/Present
15. 08 Mei Pembahasan Discussion on Yuddy Renaldi Hadir/Present
2020 Rencana the Accounts
May 08, Pengambilalihan Receivable Tedi Setiawan Hadir/Present
2020 Piutang (Cessie) Takeover Plan Rio Lanasier Hadir/Present
Bank Banten. (Cessie) of Bank
Banten. Nia Kania Hadir/Present
16. 13 Mei Mapping Executive Position Yuddy Renaldi Hadir/Present
2020 Pemenuhan Fulfillment
May 13, Jabatan Eksekutif. Mapping. Tedi Setiawan Hadir/Present
2020 Penunjukan Designation of a Rio Lanasier Hadir/Present
Technical Technical Assistant.
Assisstant. Nia Kania Hadir/Present
17. 14 Mei Mapping Executive Position Yuddy Renaldi Hadir/Present
2020 Pemenuhan Fulfillment
May 14, Jabatan Eksekutif. Mapping. Tedi Setiawan Hadir/Present
2020 Penunjukan Designation of a Rio Lanasier Hadir/Present
Technical Technical Assistant.
Assisstant. Job Evaluation. Nia Kania Hadir/Present
Job Evaluation.

Peserta Alasan
Tanggal Kehadiran
Date Attendance
18. 26 Mei Pembahasan Discussion on the Yuddy Renaldi Hadir/Present
2020 Rencana Due Due Diligence Plan
May 26, Diligence Untuk for the Merger or Tedi Setiawan Hadir/Present
2020 Penggabungan Takeover of Bank Rio Lanasier Hadir/Present
atau Banten.
Pengambilalihan Nia Kania Hadir/Present
Usaha Bank
Banten.
19. 02 Juni Presentasi Divisi Human Capital Yuddy Renaldi Hadir/Present
2020 Human Capital. Division
June 02, Persiapan RUPS Presentation. Tedi Setiawan Hadir/Present
2020 Luar Biasa bank Preparation Rio Lanasier Hadir/Present
bjb. for bank bjb
Pembahasan Extraordinary GMS. Nia Kania Hadir/Present
Pengambilalihan Accounts
Piutang (Cassie) Receivable
Bank Banten. Takeover Agus Mulyana Hadir/Present
Discussion (Cassie)
of Bank Banten.
20. 04 Juni Penyesuaian RBB Adjustments to the Yuddy Renaldi Hadir/Present

2020 bank bjb Tahun RBB of bank bjb for
June 04, 2020 – 2022. 2020 - 2022. Tedi Setiawan Hadir/Present
21. 08 Juni Pembahasan Discussion on Yuddy Renaldi Hadir/Present
2020 Kebijakan Risk Management
June 08, Manajemen Risiko. Policies. Discussion Tedi Setiawan Hadir/Present
2020 Pembahasan on changes to the Rio Lanasier Hadir/Present
Perubahan Visi dan vision and mission
Misi bank bjb. of bank bjb. Nia Kania Hadir/Present
22. 17 Juni Pembahasan Limit Discussion on Yuddy Renaldi Hadir/Present
2020 Kewenangan Limits of Authority
June 17, Memutus to Decide the Tedi Setiawan Hadir/Present
2020 Pengadaan Barang/ Procurement of Rio Lanasier Hadir/Present
Jasa. Goods/Services.
23. 29 Juni Penyesuaian Usia Adjustment Yuddy Renaldi Hadir/Present
2020 Pensiun Pegawai. of Employee
June 29, Retirement Age. Tedi Setiawan Hadir/Present
24. 06 Juli Pemilihan Election of Yuddy Renaldi Hadir/Present
2020 Calon Komisaris Candidates for
July 06, Perusahaan Efek Commissioner of Tedi Setiawan Hadir/Present
2020 Daerah. Regional Securities Rio Lanasier Hadir/Present
Presentasi Divisi Companies. Human
Human Capital. Capital Division Nia Kania Hadir/Present
Presentation.

2020 Annual Report
Peserta Alasan
Tanggal Kehadiran
Date Attendance
25. 13 Juli Pembahasan Discussion on the Yuddy Renaldi Hadir/Present
2020 Penyelenggaraan Implementation of
July 13, RUPS LB Tahun the 2020 EGMS. Tedi Setiawan Hadir/Present
2020 2020. Rio Lanasier Hadir/Present
26. 20 Juli Penyesuaian Adjustment of Yuddy Renaldi Hadir/Present
2020 Ketentuan the provisions for
July 20, Pemberian Pakaian the provision of Tedi Setiawan Hadir/Present
2020 Kerja Pegawai. employee work Rio Lanasier Hadir/Present
clothes.
27. 27 Juli Persetujuan Approval of Yuddy Renaldi Hadir/Present
2020 Penetapan Limit Determination
July 27, Kewenangan of Limits on the Tedi Setiawan Hadir/Present
2020 Memutus Authority to Decide Rio Lanasier Hadir/Present
Penyelamatan Credit Rescue and
dan Penyelesaian Settlement. Nia Kania Hadir/Present
Kredit.
28. 06 Agustus Persiapan RUPS Preparation for the Yuddy Renaldi Hadir/Present
2020 Luar Biasa Tahun Extraordinary GMS
August 06, 2020. in 2020. Tedi Setiawan Hadir/Present
29. 28 Agustus Perkembangan Development of Yuddy Renaldi Hadir/Present
2020 Due Diligence Due Diligence on
August 28, atas rencana the plan to merge Tedi Setiawan Hadir/Present
2020 penggabungan or take over the Rio Lanasier Hadir/Present
atau Banten Bank.
pengambilalihan Nia Kania Hadir/Present
bank banten.
30. 31 Agustus Perkembangan Development of Yuddy Renaldi Hadir/Present
2020 Due Diligence Due Diligence on
August 31, atas rencana the plan to merge Tedi Setiawan Hadir/Present
2020 penggabungan or take over the Rio Lanasier Hadir/Present
atau Banten Bank.
pengambilalihan Nia Kania Hadir/Present
bank banten.
31 07 Pembahasan Discussion on Yuddy Renaldi Hadir/Present
September Penyesuaian Adjustment
2020 Struktur Organisasi of Bank bjb Tedi Setiawan Hadir/Present
September bank bjb. Organizational Rio Lanasier Hadir/Present
07, 2020 Pembahasan Structure.
Evaluasi Pj Perjabat Discussion on the Nia Kania Hadir/Present
Eksekutif. Evaluation of the
P.I.C Executive
Staff. Agus Mulyana Hadir/Present
Nancy Adistyasari Hadir/Present

Peserta Alasan
Tanggal Kehadiran
Date Attendance
32. 14 Restrukturisasi PT Semesta Marga Yuddy Renaldi Hadir/Present
September Kredit PT Semesta Raya (SMR) Loan
2020 Marga Raya (SMR) Restructuring Tedi Setiawan Hadir/Present
September Kredit Investasi Syndicated Rio Lanasier Hadir/Present
14, 2020 Sindikasi. Investment Credit.
33. 21 Pembahasan Discussion on the Yuddy Renaldi Hadir/Present
September Arahan Strategi Strategy Direction
2020 Direksi Tahunan for the Annual Tedi Setiawan Hadir/Present
September (ASDT) Tahun 2021. Directors (ASDT) Rio Lanasier Hadir/Present
21, 2020 for 2021.
34. 28 Tindak lanjut Follow-up on the Yuddy Renaldi Hadir/Present
September Perkembangan development of the
2020 Gedung T-Tower. T-Tower Building. Tedi Setiawan Hadir/Present
September Restrukturisasi PT Andalan Rio Lanasier Hadir/Present
28, 2020 kredit PT Andalan Finance Indonesia
Finance Indonesia. credit restructuring. Nia Kania Hadir/Present
Pembahasan Discussion on the
Arahan Strategi Strategy Direction
Direksi Tahunan for the Annual Agus Mulyana Hadir/Present
(ASDT) Tahun 2021. Board of Directors
Pembahasan (ASDT) for 2021. Nancy Adistyasari Hadir/Present
Struktur Organisasi Discussion on the
bank bjb. Organizational
Structure of bank
bjb.
35. 05 Oktober Presentasi Divisi Human Capital Yuddy Renaldi Hadir/Present
2020 Human Capital. Division
October Pembahasan Presentation. Tedi Setiawan Hadir/Present
05, 2020 Penambahan Discussion on Rio Lanasier Hadir/Present
Modal bank bjb bank bjb Capital
Melalui Program Increase through Nia Kania Hadir/Present
Penawaran Umum Limited Public
Terbatas (PUT) 1. Offering Program
(PUT) 1. Agus Mulyana Hadir/Present
36. 19 Oktober Pendirian dan Establishment Yuddy Renaldi Hadir/Present
2020 Penyertaan Modal and Equity
October 19, kepada Perusahaan Participation in Tedi Setiawan Hadir/Present
2020 Efek Daerah. Regional Securities Rio Lanasier Hadir/Present
Rencana Companies. Plans
Penambahan for Additional Nia Kania Hadir/Present
Setoran Modal Deposit of Capital
Kepada bank bjb to bank bjb
Syariah. Syariah. Agus Mulyana Hadir/Present
37. 26 Oktober Pembahasan Risk Discussion on Risk Yuddy Renaldi Hadir/Present
2020 Appetite Statement Appetite Statement
October dan Risk Tolerance and Risk Tolerance Tedi Setiawan Hadir/Present
26, 2020 (RAS). (RAS). Rio Lanasier Hadir/Present

2020 Annual Report
Peserta Alasan
Tanggal Kehadiran
Date Attendance
38. 02 Persetujuan Ijin Approval of Yuddy Renaldi Hadir/Present
November Prinsip Pengeluaran Principle Permit
2020 Biaya Untuk for Expenditures Tedi Setiawan Hadir/Present
November Pembayaran Unit for Payment of Rio Lanasier Hadir/Present
02, 2020 Gedung T-Tower. T-Tower Building
Units. Nia Kania Hadir/Present
39. 09 Penyesuaian Adjustments to the Yuddy Renaldi Hadir/Present
November Rencana Rencana Bank Business Plan
2020 Bisnis Bank (RBB) (RBB) for bank bjb Tedi Setiawan Hadir/Present
November bank bjb Tahun for 2021-2023. Rio Lanasier Hadir/Present
09, 2020 2021-2023.
Pembahasan Discussion on Nia Kania Hadir/Present
Rencana Aksi the Sustainable
Keuangan Finance Action
Berkelanjutan Plan (RAKB) for Agus Mulyana Hadir/Present
(RAKB) bank bjb bank bjb in 2021.
Tahun 2021. Nancy Adistyasari Hadir/Present
40. 13 Pembahasan Discussion on the Yuddy Renaldi Hadir/Present

November Rencana Bisnis Bank Business
2020 Bank (RBB) bank Plan (RBB) for Tedi Setiawan Hadir/Present
November bjb Tahun 2021- bank bjb for 2021- Rio Lanasier Hadir/Present
13, 2020 2023. 2023. Approval of
Strategic Projects Nia Kania Hadir/Present
Persetujuan Project for 2021 as stated
Strategis untuk in the 2021 RBB.
tahun 2021 yang Agus Mulyana Hadir/Present
tercantum di RBB
2021. Nancy Adistyasari Hadir/Present
41. 23 Evaluasi Pj. Pejabat Evaluation of P.I.C Yuddy Renaldi Hadir/Present

November Eksekutif bank bjb. Executive Officers
2020 Rencana Aksi of bank bjb. Tedi Setiawan Hadir/Present
November (Recory Plan) bank Rio Lanasier Hadir/Present
23, 2020 bjb Tahun 2020. Bank bjb Recory
Plan 2020. Nia Kania Hadir/Present
42. 30 Presentasi Divisi Human Capital Yuddy Renaldi Hadir/Present
November Human Capital. Division
2020 Presentation. Tedi Setiawan Hadir/Present
November Rio Lanasier Hadir/Present
30, 2020
43. 16 Pengelolaan Management of Yuddy Renaldi Hadir/Present
Desember Struktur SDM HR Structure in
2020 dalam Struktur Organizational Tedi Setiawan Hadir/Present
December Organisasi. Structure. Rio Lanasier Hadir/Present
16, 2020 Persetujuan Revisi Approval of Bank
Kebijakan Tata Governance Policy Nia Kania Hadir/Present
Kelola Bank. Revisions.

Peserta Alasan
Tanggal Kehadiran
Date Attendance
44. 21 Pengelolaan Management of Yuddy Renaldi Hadir/Present
Desember Struktur SDM HR Structure in
2020 dalam Struktur Organizational Tedi Setiawan Hadir/Present
December Organisasi Structure Rio Lanasier Hadir/Present
21, 2020
Rapat Gabungan Direksi Mengundang Joint Meeting of Directors Inviting the

Peserta
Rapat - Peserta
Dewan Rapat -
Tanggal
Agenda Komisaris Kehadiran Keterangan Direksi Kehadiran Keterangan
No. Date of
Agenda Meeting Presence Information Meeting Presence nformation
Meeting
Participants Participant-
- Board of Directors
Commissioners
1. 05 Persiapan RUPS Farid Rahman Hadir/Present Yuddy Hadir/Present

Februari Tahunan Tahun Renaldi
2020 Buku 2019.
February Preparation for Eddy I. M. Hadir/Present Tedi Hadir/Present
05, 2020 the 2019 Annual Nasution Setiawan
GMS. Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Sjuib
Muhadi Hadir/Present Nia Kania Hadir/Present
Yayat Sutaryat Hadir/Present Suartini Tidak Hadir/ Dinas/
Not Present Official
Service
Agus Hadir/Present
Mulyana
2. 13 Februari Penyampaian Farid Rahman Hadir/Present Yuddy Hadir/Present
2020 Progress Hasil Renaldi
February Audit Laporan
13, 2020 Tahunan Tahun
Buku 2019.
Pembahasan Eddy I. M. Hadir/Present Tedi Hadir/Present
Rencana Nasution Setiawan
Penambahan
Modal dengan
Memberikan Hak
Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Memesan Efek
Sjuib
Terlebih Dahulu
(Right Issue).
Penyesuaian RBB
bank bjb tahun Muhadi Hadir/Present Nia Kania Hadir/Present
2019-2022
Submission of
Progress on
Audit Results for
the 2019 Fiscal Yayat Sutaryat Hadir/Present Suartini Hadir/Present
Year. Discussion
on Plans for
Capital Increase
by Providing
Rights Issue. Agus Hadir/Present
Adjustments to Mulyana
the RBB of bank
bjb for 2019-
2022

2020 Annual Report
Peserta
Rapat - Peserta
Dewan Rapat -
Tanggal
No. Date of
Meeting
Commissioners
3. 16 April Tantiem Tahun Farid Rahman Hadir/Present Yuddy Hadir/Present

2020 Buku 2019. Renaldi
April 16, 2019 Financial
2020 Year Tantiem. Eddy I. M. Hadir/Present Tedi Hadir/Present
Nasution Setiawan
Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Sjuib
Muhadi Hadir/Present Nia Kania Hadir/Present
Yayat Sutaryat Hadir/Present Suartini Hadir/Present
Agus Hadir/Present
Mulyana
4. 04 Mei Laporan Farid Rahman Hadir/Present Yuddy Hadir/Present
2020 Tindaklanjut Renaldi
May 04, Letter if Intent
2020 antara Gubernur Eddy I. M. Hadir/Present Tedi Hadir/Present
Jawa Barat Nasution Setiawan
dengan Gubernur Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Provinsi Banten. Sjuib
Report on
Follow-up Letter Muhadi Hadir/Present Nia Kania Hadir/Present
if Intent between
the Governor of
West Java and Agus Hadir/Present
the Governor of Mulyana
Banten Province.
5. 28 Agustus Perkembangan Farid Rahman Hadir/Present Yuddy Hadir/Present
2020 Due Diligence Renaldi
August 28, atas rencana
2020 penggabungan Eddy I. M. Hadir/Present Tedi Hadir/Present
atau Nasution Setiawan
pengambilalihan Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Bank Banten. Sjuib
Development of
Due Diligence Muhadi Hadir/Present Nia Kania Hadir/Present
on the plan
to merge or
take over Bank Agus Hadir/Present
Banten. Mulyana
6. 08 Pembahasan Farid Rahman Hadir/Present Yuddy Hadir/Present
September Kinerja bank Renaldi
2020 bjb Posisi Bulan
September Agustus Tahun Eddy I. M. Hadir/Present Tedi Hadir/Present
08, 2020 2020 Nasution Setiawan
Discussion on the Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
performance of Sjuib
bank bjb Position
in August 2020 Muhadi Hadir/Present Nia Kania Hadir/Present
Agus Hadir/Present
Mulyana
Nancy Hadir/Present
Adistyasari

Peserta
Rapat - Peserta
Dewan Rapat -
Tanggal
No. Date of
Meeting
Commissioners
7. 29 Pembahasan Farid Rahman Hadir/Present Yuddy Hadir/Present

September Struktur Renaldi
2020 Organisasi bank
September bjb. Eddy I. M. Hadir/Present Tedi Hadir/Present
29, 2020 Persetujuan Nasution Setiawan
pemberian Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
fasilitas kredit Sjuib
kepada pihak
terkait atas Muhadi Hadir/Present Nia Kania Hadir/Present
nama:
a. PT Agro Jabar
b. BPR Cianjur Agus Hadir/Present
Discussion on the Mulyana
organizational
structure of bank Nancy Hadir/Present
bjb. Adistyasari
Approval of
granting credit
facilities to
related parties on
behalf of:
a. PT Agro Jabar
b. BPR Cianjur
8. 05 Setoran Modal Farid Rahman Hadir/Present Yuddy Hadir/Present
November Lanjutan BJBS Renaldi
2020 Setoran Modal
November dan Pendirian Eddy I. M. Hadir/Present Tedi Hadir/Present
05, 2020 PED Nasution Setiawan
BJBS Advanced Fahlino F. Hadir/Present Rio Lanasier Hadir/Present
Capital Deposit. Sjuib
Capital Deposit
and PED Muhadi Hadir/Present Nia Kania Hadir/Present
Establishment
Agus Hadir/Present
Mulyana
Nancy Hadir/Present
Adistyasari
Agenda dan peserta rapat gabungan Dewan The agenda and participants of the joint meeting
Komisaris mengundang Direksi Direksi telah tersaji of the Board of Commissioners and the Board of
pada bagian Rapat Dewan Komisaris Bab Tata Directors have been presented in the Board of
Kelola Perusahaan dalam Laporan tahunan ini. Commissioners’ Meeting section of the Corporate
Governance Chapter in this Annual Report.
Frekuensi dan Kehadiran Rapat Direksi Frequency And Attendance of the Board of
Directors
Adapun frekuensi dan kehadiran rapat masing- The frequency and attendance of each member of
masing anggota Direksi dapat dilihat pada tabel the Board of Directors meetings can be seen in the
di bawah ini. table below.

2020 Annual Report
Tabel Frekuensi dan Kehadiran Rapat Direksi

Table of Frequency and Attendance of Directors’ Meetings
Rapat Gabungan Direksi dengan
Rapat Direksi Dewan Komisaris
Directors Meeting Joint Meeting of the Board of Directors
and the Board of Commissioners
Nama Jabatan Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendance Meetings Attendance
Yuddy Direktur Utama
69 69 100% 30 29 97%
Direktur Operasional
Tedi
Director of 69 69 100% 33 31 94%
Setiawan
Operations
Direktur Information
Technology, Treasury
& International
Banking
Rio
Director of 69 69 100% 31 31 100%
Lanasier
Information
Technology, Treasury
& International
Banking
Direktur Keuangan &
Manajemen Risiko
Nia Kania 69 69 100% 31 29 100%
Director of Finance
& Risk Management
Direktur Konsumer
& Ritel.
Suartini 69 68 99% 36 33 92%
Director of
Consumer & Retail
Direktur Kepatuhan
Agus
Director of 69 68 99% 30 28 93%
Mulyana
Compliace
Direktur Komersial
dan Usaha Mikro
Kecil dan Menengah
Nancy
(UMKM) 24 24 100% 15 15 93%
Adistyasari*
Director of
Commercial and
SME

Pengembangan Kompetensi Direksi Development of Competency of

Directors
Pengembangan kompetensi Direksi dapat Development of Directors ‘competencies can

dilihat pada Bab Profil Sub Bab Pengembangan be seen in the Profile Chapter of the Directors’
Kompetensi Direksi dalam Laporan Tahunan ini. Competency Development Sub-Chapter in this
Annual Report

Keputusan dan Pelaksanaan Tugas Keputusan dan Pelaksanaan Tugas

Direksi Direksi
Selama tahun 2020, Direksi telah Surat Keputusan During 2020, the Directors have Decree as a form
sebagai bentuk komitmen Perseroan dalam of the Company’s commitment in managing the
mengelola Perseroan menjadi lebih baik. Surat Company to be better. Decrees that have been
Keputusan yang telah diterbitkan antara lain: issued include:
1. Surat Keputusan Direksi Nomor 0285/SK/DIR- 1. Decree of the Board of Directors Number
SKA/2020 tentang SOP Audit Internal. 0285/SK/DIR-SKA/2020 concerning Internal
Audit SOP
2. Surat Keputusan Direksi Nomor 0403/SK/ 2. Decree of the Board of Directors Number
DIR-MRI/2020 tentang Kebijakan Umum 0403/SK/DIR-MRI/2020 concerning General
Manajemen Risiko. Risk Management Policies
CPC-KPR/2020 tentang Limit Kewenangan 0001/SK/CPC-KPR/2020 concerning Limits of
Memutus Kredit (LKMK) dan Limit Kewenangan Authority to Decide Credit (LKMK) and Limits
Restrukturisasi Kredit. of Authority for Credit Restructuring.
DIR-CSE/2020 tetang Standar Operasional 0250/SK/DIR-CSE/2020 concerning Standard
Prosedur, Pengelolaan Penghasilan, Tunjangan Operating Procedures, Management of Income,
dan Fasilitas Bagi Dewan Komisaris dan Direksi. Allowances and Facilities for the Board of
Commissioners and Directors.
DIR-HCA/2020 tentang Standar Operasional 0090/SK/DIR-HCA/2020 concerning Standard
Prosedur Pengelolaan Penghasilan dan Fasilitas Operating Procedures for Management of
Kepegawaian. Income and Personnel Facilities.
6. Surat Keputusan Direksi Nomor 0411/SL/ 6. Decree of the Board of Directors Number 0411/
DIR-CSE/2020 tentang Operasional Prosedur SL/DIR-CSE/2020 concerning Operational
Pengelolaan Penghasilan, Tunjangan dan Procedures for Management of Income,
Fasilitas Bagi Dewan Komisaris dan Direksi. Allowances and Facilities for the Board of
PST/2020 tentang Struktur Organisasi PT Bank 0693/SK/DIR-PST/2020 concerning
Pembangunan Daerah Jawa Barat dan Banten, the Organizational Structure of PT Bank
Tbk. Pembangunan Daerah Jawa Barat and Banten,
Tbk.
DIR-KAP/2020 tentang Standar Operasional 0170/SK/DIR-KAP/2020 concerning Standard
Prosedur Penerapan Anti Pencucian Uang dan Operating Procedures for the Implementation
Pencegahan Pendanaan Terorisme. of Anti Money Laundering and Prevention of
Terrorism Financing.
PST/2020 tentang Deskripsi Jabatan. 0694/SK/DIR-PST/2020 concerning Job
Descriptions.
10. Surat Keputusan Direksi Nomor 0736/SK/DIR- 10. Decree of the Board of Directors Number 0736/
SKA/2020 tentang Pedoman Audit Internal SK/DIR-SKA/2020 concerning Integrated
Terintegrasi. Internal Audit Guidelines.
11. Surat Keputusan Direksi Nomor 0828/SK/ 11. Decree of the Board of Directors Number 0828/
DIR-MR/2020 tentang Risk Appetitte dan Risk SK/DIR-MR/2020 concerning Risk Appetite
Tolerance PT Bank Pembangunan Daerah Jawa and Risk Tolerance of PT Bank Pembangunan
Barat dan Banten Tbk. Daerah Jawa Barat and Banten Tbk.

2020 Annual Report
12. Surat Keputusan Direksi Nomor 008/SK/MRI- 12. Decree of the Board of Directors Number
MRK/2020 tentang Petunjuk Teknis Metodologi 008/SK/MRI-MRK/2020 concerning Technical
Perhitungan Credit Scoring Segmen UMKM. Guidelines for Credit Scoring Calculation
Methodology for MSME Segments.
13.
Surat Keputusan Direksi Nomor 841/SK/ 13. Decree of the Board of Directors Number
DIR-MRI/2020 tentang Pedoman Rencana 841/SK/DIR-MRI/2020 concerning Guidelines
Pendanaan Darurat (Contigency Funding Plan). for Emergency Funding Plans (Contigency
Funding Plan).
14.
Surat Keputusan Direksi Nomor 0619/SK/ 14. Decree of the Board of Directors of Directors
DIR-PPK/2020 tentang Standar Operasional Number 0619/SK/DIR-PPK/2020 concerning
Prosedur (SOP) Penyelamatan dan Penyelesaian Standard Operating Procedures (SOP) for
Kredit. Credit Rescue and Settlement.
15.
Surat Keputusan Direksi nomor 0404/SK/ 15. Decree of the Board of Directors number
DIR-ITE/2020 tentang Pedoman Kerja Komite 0404/SK/DIR-ITE/2020 concerning the Work
Pengarah Teknologi Informasi. Guidelines for the Information Technology
Steering Committee.
16. Surat Keputusan Direksi Nomor 0567/SK/DIR- 16. Decree of the Board of Directors Number 0567/
MAP/2020 tentang Pedoman Komite Risiko SK/DIR-MAP/2020 concerning the Capital Risk
Permodalan Committee Guidelines
DIR-PPK/2020 tentang Ketentuan Stimulus SK/DIR-PPK/2020 concerning Provisions for
Perekonomian Nasional Dampak Penyebaran the National Economic Stimulus Impact of the
Coronavirus Diseases 2019 pada Penyaluran Spread of Coronavirus Diseases 2019 on Credit
Kredit. Distribution.
DIR-PPK/2020 tentang Ketentuan Stimulus SK/DIR-PPK/2020 concerning Provisions for
Perekonomian Nasional Dampak Penyebaran the National Economic Stimulus on the Impact
Coronavirus Diseases 2019. of the Spread of Coronavirus Diseases 2019.
19. Surat keputusan Direksi Nomor 0387/SK/ 19. Decree of the Board of Directors Number
DIR-UMU/2020 tentang Standar Operasional 0387/SK/DIR-UMU/2020 concerning Standard
Prosedur Pengadaan Barang/Jasa. Operating Procedures for the Procurement of
Goods/Services.
Sepanjang tahun 2020, Direksi telah melaksanakan Throughout 2020, the Board of Directors has
tugas kepengurusan bank bjb sebagaimana carried out the management duties of bank bjb as
tercantum di Anggaran Dasar Perseroan, di stated in the Company’s Articles of Association,
antaranya: including:
1. Pelaksanaan kepengurusan Bank. 1. Implementation of Bank management.
2. Pengelolaan aset dan keuangan Bank. 2. Management of Bank assets and finances.
3. Penyusunan perencanaan perusahaan, antara 3. Compilation of company plans, including the
lain RBB 2020. 2020 RBB.
4. Penyelenggaraan rapat Direksi, menghadiri 4. Organizing meetings of the Board of
rapat Dewan Komisaris dan RUPS. Directors, attending meetings of the Board of
Commissioners and the GMS.
5. Pengawasan dan perbaikan proses bisnis 5. Supervision and improvement of internal
internal. business processes.
6. Menetapkan Manajemen Risiko dan prinsip- 6. Establish Risk Management and GCG principles.
prinsip GCG.
7. Pemenuhan target kinerja Bank. 7. Fulfillment of the Bank’s performance targets.
8. Pelaksanaan tugas lainnya terkait kepengurusan 8. Implementation of other duties related to the
Bank. management of the Bank.

Penilaian Kinerja Direksi Performance Assessment of the Board

of Directors
Penilaian Kinerja Direksi Oleh RUPS Performance Assessment of the Board of

Directors by the GMS
Proses pelaksanaan assessment terhadap kinerja The process of an assessment implementationto

Direksi oleh Pemegang Saham dilakukan melalui the performance of the Board of Directors by the
mekanisme Rapat Umum Pemegang Saham Shareholders is carried out through the mechanism
(RUPS) dengan mengacu pada Kontrak Manajemen of the General Meeting of Shareholders (GMS) with
yang telah disepakati sebelumnya oleh Pemegang reference to the Management Contract which has
Saham, Dewan Komisaris, dan Direksi. been agreed upon by the Shareholders, the Board
of Commissioners, and the Board of Directors.
Prosedur Pelaksanaan Penilaian Kinerja Direksi Procedures for the Implementation of the
Performance of the Board of Directors
Hasil penilaian Direksi yang dilakukan oleh The results of the Board of Directors’ evaluation
Dewan Komisaris, tersebut disampaikan kepada conducted by the Board of Commissioners are
Pemegang Saham, untuk diputuskan di dalam submitted to the Shareholders, to be decided at
Rapat Umum Pemegang Saham Tahunan. the Annual General Meeting of Shareholders.
Kriteria Evaluasi Kinerja Direksi Evaluation Criteria of the Board of Directors

Performance
Penilaian kinerja anggota Direksi dilakukan oleh The performance evaluation of members of the
Rapat Dewan Komisaris dan/atau sistem lain Board of Directors is carried out by a Board of
yang ditetapkan oleh pemegang saham. Penilaian Commissioners Meeting and/or other system
kinerja Direksi dirumuskan oleh Komite Nominasi determined by the shareholders. The performance
dan Remunerasi serta ditetapkan oleh Dewan evaluation of the Directors is formulated by the
Komisaris setelah didiskusikan dengan Direksi, Nomination and Remuneration Committee and
sekurang-kurangnya meliputi: determined by the Board of Commissioners after
being discussed with the Directors, at least covering:
1. Kinerja Direksi secara kolegial terhadap 1. Collegial Directors’ performance towards
pencapaian target Bank sesuai dengan Rencana achieving the Bank’s targets in accordance
Korporasi dan Rencana Bisnis. with the Corporate Plan and Business Plan.
2. Pelaksanaan prinsip-prinsip GCG baik secara 2. Implementation of GCG principles both
individual maupun kolegial. individually and collegially.

Pihak yang melakukan penilaian atas kinerja Direksi The parties who evaluate the performance of
adalah RUPS dan Dewan Komisaris. the Directors are the GMS and the Board of
Commissioners.
Hasil Penilaian Kinerja Direksi Results of the Board of Directors ‘Performance

Assessment
Atas pelaksanaan tugas kepengurusan Perseroan For the implementation of the management of the
oleh Direksi, RUPS dan Dewan Komisaris Company by the Directors, the GMS and the Board
memutuskan bahwa Direksi telah melaksanakan of Commissioners decide that the Directors have
tugasnya dengan baik. carried out their duties properly.

2020 Annual Report
Penilaian Kinerja Direksi Berdasarkan Self Performance Assessment of the Board of

Assessment GCG Directors Based on GCG Self Assessment
Penilaian kinerja Direksi dilakukan melalui Self The performance evaluation of the Directors is
Assessment GCG yang disampaikan kepada conducted through the GCG Self Assessment
Otoritas Jasa Keuangan berdasarkan pada which is submitted to the OJK (Financial Services
Surat Edaran Otoritas Jasa Keuangan No. 13/ Authority) based on the Financial Services
SEOJK.03/2017 tentang Penerapan Tata Kelola Authority Circular No. 13/SEOJK.03/2017 about
Bagi Bank Umum. Pelaksanaan Self Assessment the Implementation of Governance for Commercial
GCG ini dilaksanakan secara periodik setiap Banks. The GCG Self Assessment is conducted
semester yang dilaporkan kepada OJK untuk periodically every semester and is reported to the
mendapatkan persetujuan. OJK for approval.
Prosedur Pelaksanaan Assessment Kinerja Procedures for Implementing the Board of

Direksi Directors ‘Assessment
Pelaksanaan assessment kinerja Direksi termasuk The Board of Directors’ performance assessment
di dalam pelaksanaan self assessment GCG bank is included in the implementation of the bank
bjb yang dilakukan secara berkala setiap semester. bjb GCG self-assessment conducted periodically
every semester.
Kriteria Penilaian Kinerja Direksi Assessment Criteria of the Board of Directors

Kriteria Self Assessment Direksi terkait pelaksanaan Kriteria Self Assessment Direksi terkait pelaksanaan
GCG dibagi menjadi 3 (tiga) kelompok yaitu GCG dibagi menjadi 3 (tiga) kelompok yaitu
Governance Structure, Governance Process dan Governance Structure, Governance Process dan
Governance Outcome. Governance structure Governance Outcome. Governance structure
terdiri dari 16 (enam belas) indikator, Governance terdiri dari 16 (enam belas) indikator, Governance
Process terdiri dari 14 (empat belas) indikator Process terdiri dari 14 (empat belas) indikator
sedangkan governance outcome terdiri dari 10 sedangkan governance outcome terdiri dari 10
(sepuluh) indikator. (sepuluh) indikator.
Pihak Yang Melakukan Penilaian Parties That Do the Assessment

Pihak yang melakukan Self Assessment GCG The parties conducting GCG Self Assessment are
adalah Direksi dan Dewan Komisaris yang harus the Directors and Board of Commissioners who
mendapatkan persetujuan dan pengawasan dari must obtain approval and supervision from the
OJK. OJK.
Hasil Penilaian Kinerja Direksi Results of the Board of Directors ‘Performance

Assessment
Hasil penilaian self assessment pelaksanaan Good The results of the self-assessment of the
Corporate Governance tahun 2020 bank bjb implementation of Good Corporate Governance in
mendapatkan komposit 2 (dua). 2020 bank bjb get a composite of 2 (good).
Penilaian Kinerja Komite di Bawah Performance Assessment of the

Direksi dan Dasar Penilaiannya Committee Under the Board of Directors
and the Basis of the Assessment
Dalam melaksanaan tugas kepengurusannya, In conducting its management tasks, the Board of
Direksi juga dibantu oleh Komite di bawah Direksi Directors is also assisted by Committees under the
sebanyak 6 (enam) Komite, yaitu: Board of Directors. There are 6 (six) Committees,
namely:

1. Komite Manajemen Risiko 1. Risk Management Committee

2. Komite Kebijakan Perkreditan 2. Credit Policy Committee
3. Komite Pengarah Teknologi Informasi 3. Information Technology Steering Committee
4. Komite Manajemen Risiko Terintegrasi 4. Integrated Risk Management Committee
5. Assets and Liability Committee (ALCO) 5. Assets and Liability Committee (ALCO)
6. Komite Risiko Permodalan 6. Capital Risk Committee
Komite Manajemen Risiko merupakan komite The Risk Management Committee is a committee
yang dibentuk untuk membantu Direksi dalam formed to assist the Board of Directors in
mengembangkan budaya risiko dan menetapkan developing a risk culture and setting direction
arahan untuk seluruh aktivitas yang mengandung for all risk-taking activities. During 2020, the Risk
risiko. Selama tahun 2020, Komite Manajemen Management Committee held 5 (five) meetings
Risiko telah melaksanakan 5 (lima) kali rapat dan and conducted their duties properly.
telah melaksanakan tugasnya dengan baik.
Komite Kebijakan Perkreditan merupakan komite The Credit Policy Committee is a committee
yang dibentuk untuk membantu Direksi dalam which is formed to assist the Board of Directors
merumuskan Kebijakan, mengawasi pelaksanaan in formulating policies, overseeing policy
kebijakan, memantau perkembangan dan kondisi implementation, monitoring the development and
portofolio perkreditan serta memberikan saran- condition of the credit portfolio and providing
saran langkah perbaikan. Selama tahun 2020, suggestions for corrective measures. During
Komite Kebijakan Perkreditan telah melaksanakan 2020, the Credit Policy Committee has conducted
4 (empat) kali rapat dan telah melaksanakan 4 (four) meeting and has carried out its duties
tugasnya dengan baik. properly.
Komite Pengarah Teknologi Informasi merupakan The Information Technology Steering Committee
komite yang dibentuk untuk membantu Direksi is a committee formed to assist the Board of
dalam menyusun rencana strategis Teknologi Directors in preparing an Information Technology
Informasi (Information Technology Strategic Plan) Strategic Plan that is aligned with the strategic
yang searah dengan rencana strategis kegiatan plan of the Bank’s business activities, as well as
usaha Bank, serta perumusan kebijakan dan formulation of key Information Technology policies
prosedur Teknologi Informasi yang utama seperti and procedures such as Information Technology
kebijakan pengamanan Teknologi Informasi dan security policies and risk management related
manajemen risiko terkait penggunaan Teknologi to the use Information Technology at the Bank.
Informasi di Bank. Selama tahun 2020, Komite During 2020, the IT Steering Committee has held
Pengarah Teknologi Informasi telah melaksanakan 3 (three) meetings and has carried out its duties
3 (tiga) kali rapat dan telah melaksanakan tugasnya properly.
dengan baik.
Komite Manajemen Risiko Terintegrasi merupakan The Integrated Risk Management Committee is a
dalam mengembangkan budaya risiko dan in developing a risk culture and setting direction
menetapkan arahan untuk seluruh aktivitas for all risk-taking activities in the Financial
yang mengandung risiko dalam Konglomerasi Conglomerate. During 2020, the Integrated Risk
Keuangan. Selama tahun 2020, Komite Manajemen Management Committee has conducted 1 (one)
Risiko Terintegrasi telah melaksanakan 1 (satu) kali meeting and has carried out its duties properly.
rapat dan telah melaksanakan tugasnya dengan
baik.

2020 Annual Report
Assets and Liability Committee (ALCO) merupakan The Assets and Liability Committee (ALCO) is a
dalam menetapkan strategi terhadap pengendalian in determining strategies for controlling liquidation
risiko likuidasi dan rentabilitas serta pengambilan and profitability risks and making management
keputusan manajemen dalam rangka pengelolaan decisions in the context of managing assets and
assets dan liability. Selama tahun 2020, Assets and liabilities. During 2020, the Assets and Liability
Liability Committee (ALCO) telah melaksanakan Committee (ALCO) has held 13 (thirteen) meetings
13 (tiga belas) kali rapat dan telah melaksanakan and has carried out its duties properly.
Komite Risiko Permodalan merupakan komite The Capital Risk Committee was a committee
yang dibentuk untuk membantu Direkslami formed to assist Directors in optimizing the
daupaya mengoptimalkan struktur neraca dengan balance sheet structure with the aim of providing
tujuan memberikan keuntungan maksimal dengan maximum benefits by managing liquidity. During
mengelola likuiditas. Selama tahun 2020, Komite 2020, the Capital Risk Committee held 5 (five)
Risiko Permodalan telah melaksanakan 5 (lima) meetings and carried out its duties properly.
kali rapat dan telah melaksanakan tugasnya
dengan baik.
Mekanisme Pengunduran Diri dan Mechanism of Self Resignation and

Pemberhentian Direksi Termination of the Board of Directors
Anggota Direksi diangkat dan diberhentikan oleh Members of the Board of Directors are appointed
RUPS dengan persyaratan dan tata cara yang and dismissed by the GMS with the requirements
telah ditetapkan di dalam Anggaran Dasar serta and procedures set out in the Articles of
peraturan perundang-undangan yang berlaku. Association and applicable laws and regulations.
Direksi diangkat untuk jangka waktu tertentu dan Directors are appointed for a certain period and
berakhir apabila: end if:
1. Kehilangan Kewarganegaraan Indonesia. 1. Loss of Indonesian Citizenship.
2. Mengundurkan diri dengan memperhatikan 2. Resign by observing the applicable provisions.
ketentuan yang berlaku.
3. Meninggal dunia. 3. Died.
4. Masa jabatannya berakhir, kecuali diangkat 4. His term of office expires, unless reappointed in
kembali sesuai dengan ketentuan yang berlaku. accordance with applicable regulations.
5. Diberhentikan berdasarkan keputusan RUPS 5. Dismissed based on the GMS decision on the
atas dasar: basis of:
a. Tidak lagi memenuhi persyaratan yang a. No longer meets the applicable
berlaku. requirements.
b. Tidak menjalankan fungsinya dengan baik b. Not carrying out its functions properly in
sesuai dengan ketentuan yang berlaku. accordance with applicable regulations.
Organ dan Komite di Bawah Dewan Organs and Committees Under the
Dalam rangka mendukung efektivitas tugas dan In order to support the effectiveness of their
tanggungjawabnya, Dewan Komisaris dibantu duties and responsibilities, the Board of
oleh Sekretaris Dewan Komisaris dan Komite- Commissioners is assisted by the Secretary of the
komite yang bertanggung jawab kepada Dewan Board of Commissioners and Committees that are
Komisaris, antara lain: responsible to the Board of Commissioners, namely:


Sekretaris Dewan Komisaris Secretary of Board of Commissioners
Sekretaris Dewan Komisaris adalah organ The Secretary of the Board of Commissioners is the
Dewan Komisaris yang diangkat oleh Perseroan organ of the Board of Commissioners appointed
yang bertugas membantu kelancaran kegiatan by the Company whose task is to assist with
administrasi pelaksanaan tugas dan tanggung the smooth running of administrative activities
jawab Dewan Komisaris. Sekretaris Dewan carrying out the duties and responsibilities of
Komisaris bertanggung jawab kepada Direktur the Board of Commissioners. The Secretary of
Utama. Sekretaris Dewan Komisaris bertanggung the Board of Commissioners is responsible to the
jawab untuk mengkoordinasikan kegiatan President Director. The Secretary of the Board of
identifikasi, perencanaan dan pelaksanaan Commissioners is responsible for coordinating the
strategi pengelolaan kegiatan kesekretariatan identification, planning and implementation of
dan protokoler Dewan Komisaris demi terciptanya strategies for managing the secretariat activities
fungsi Kesekretariatan Dewan Komisaris yang and protocols of the Board of Commissioners
berjalan efektif, efisien dan mendukung kelancaran for the creation of the Secretariat function of the
aktivitas Dewan Komisaris. Board of Commissioners that runs effectively,
efficiently and supports the smooth activities of
Tugas dan Tanggung Jawab Sekretaris Duties and Responsibilities of the Board of
Secara struktural Sekretaris Dewan Komisaris Structurally the Secretary of the Board of
bertanggung jawab langsung kepada Direktur Commissioners reports directly to the President
Utama dan secara fungsional bertanggung jawab Director and functionally reports directly to
langsung kepada Dewan Komisaris. Adapun tugas the Board of Commissioners. The duties and
dan tanggung jawab Sekretaris Dewan Komisaris responsibilities of the Secretary of the Board of
meliputi: Commissioners include:
1. Mengelola penyusunan kebijakan dan/prosedur 1. Manage the preparation of policies and/
bidang corporate secretary procedures in the field of corporate secretary
a. Menyusun Pedoman tata tertib Dewan a. Prepare the Board of Commissioners Code
Komisaris. of Conduct.
b. Menyusun Pedoman tata tertib Komite b. Preparing the Board of Commissioners
Dewan Komisaris. Committee Rules of Procedure.
c. Menyusun kebijakan dan/atau prosedur lain c. Formulate other policies and/or procedures
terkait Kesekretariatan Dewan Komisaris. related to the Secretariat of the Board of
Commissioners.
2. Mengelola rencana dan aktivitas reward 2. Manage plans and reward management
management untuk Dewan Komisaris activities for the Board of Commissioners.
a. Pengelolaan administrasi penghasilan, a. Managing the administration of income,
tunjangan dan fasilitas bagi Dewan benefits and facilities for the Board of
Komisaris. Commissioners.
b. Pengelolaan administrasi remunerasi dan b. Management of remuneration administration
fasilitas anggota Komite Dewan Komisaris. and facilities of Committee members of the
Commissioners.

2020 Annual Report
c. Laporan administrasi remunerasi Dewan c. Report on the remuneration administration

Komisaris dan anggota Komite Dewan of the Board of Commissioners and
Komisaris. members of the Board of Commissioners
Committee.
3. Mengelola kegiatan kesekretariatan perusahaan 3. Managing corporate secretarial activities for
untuk Dewan Komisaris the Board of Commissioners.
a. Strategi dan rencana pengelolaan kegiatan a. Strategy and plan for managing the Board
kesekretariatan Dewan Komisaris. of Commissioners’ secretarial activities.
b. Laporan aktivitas kesekretariatan dan b. Secretariat and protocol report of the
protokoler Dewan Komisaris dan/atau Board of Commissioners and/or Committee
Komite (monitoring dan evaluasi). (monitoring and evaluation).
c. Laporan kegiatan Dewan Komisaris dan/ c. Report on the activities of the Board
atau Komite (monitoring dan evaluasi). of Commissioners and/or Committee
(monitoring and evaluation).
d. Laporan atas notula rapat Dewan Komisaris d. Report on minutes of meetings of the
dan/atau rapat Komite Dewan Komisaris Board of Commissioners and/or Committee
(monitoring dan evaluasi). meetings (monitoring and evaluation).
Profil Sekretaris Dewan Komisaris Board of Commissioners’ Secretary Profile
Sekretaris Dewan Komisaris dijabat oleh Irwan The Secretary of the Board of Commissioners is
Riswandi. Beliau menjabat sebagai Sekretaris held by Irwan Riswandi. He serves as the Board
Dewan Komisaris sejak 23 April 2015 berdasarkan Secretary Commissioner since April 23rd, 2015
Surat Keputusan Direksi Nomor 0366/SK/DIR- based on Directors Decree Number 0366/SK/
SDM/2015. DIRSDM/2015.
Riwayat Pendidikan/Educational Background

Meraih gelar Sarjana di bidang Ekonomi He holds a Bachelor’s degree in
dari Universitas Pasundan Bandung Economics from the Bandung Pasundan
tahun 1999 dan gelar Magister University in 1999 and a Master
Manajemen dari Universitas Padjadjaran in Management from Padjadjaran
Bandung tahun 2011. University Bandung in 2011.
Riwayat Jabatan/Position History

Bergabung di Perseroan sejak 2003 Joined the Company in 2003 and has
Irwan Riswandi dan menempati berbagai posisi jabatan held various positions including:
antara lain:
Sekretaris Dewan Komisaris 1. Pelaksana tahun 2003-2005 1. Implementer the year 2003-2005
Secretary of the Board of Commissioners
2. Asisten pelayanan 2005-2006 2. Service assistant 2005-2006
Tempat dan Tanggal Lahir/ 3. Asisten teller 2007-2008 3. TellerAssistant 2007-2008
Place and Date of Birth 4. Asisten pemasaran dalam negeri 2008 4. Domestic marketing assistant 2008
Garut, 15 April 1975. 5. Asisten analisa Kredit Mikro Utama 5. Main Micro Credit Analysis Assistant
Garut, April 15th,l 1975 2008-2009 2008-2009
Usia/Age 6. Asisten Tim IPO 2009-2010 6. IPO Team Assistant 2009-2010
45 tahun/years old 7. Staf Investor Relations 2010-2011 7. Investor Relations Staff 2010-2011
8. Staf setingkat Manager 2012-2013 8. Manager-level staff 2012-2013
Domisil/Address 9. Manager Grup Hubungan Investor 9. Investor Relations Group Manager
Bandung
2013-2014 2013-2014

Pengembangan Kompetensi Sekretaris Competence Development of Secretary

Dewan Komisaris Board of Commissioners Competence
Materi Pengembangan Kompetensi/Pelatihan Waktu dan Tempat Pelaksanaan Penyelenggara

Competency Development/Training Materials Time and Place of Implementation Organizer
Peran Pemilik Dalam Mendukung Kinerja Bank Bandung, 9 Juni 2020
Infobank Institute
Role of Owners in Supporting Bank Performance Bandung, June 9, 2020
Bandung, 6 Mei 2020
Risk Management Awareness bjb University
Bandung, May 6, 2020
Pelaksanaan Tugas Sekretaris Dewan The Implementation of the Secretary of the

Sepanjang tahun 2020, Sekretaris Dewan Komisaris During 2020, the Secretary of the Board of
telah melaksanakan kegiatan sebagai berikut: Commissioners carried out the following activities:
1. Mengkoordinasikan kegiatan rapat Dewan 1. Coordinate the meetings of the Board of
Komisaris dan Komite di bawah Dewan Commissioners and Committees under the
Komisaris. Board of Commissioners.
2. Menjalankan fungsi sebagai notulis rapat/ 2. Performs the function of meeting minutes for
meeting Dewan Komisaris dan Komite di bawah meetings of the Board of Commissioners and
Dewan Komisaris. Committees under the Board of Commissioners.
3. Berkoordinasi dengan Divisi terkait untuk 3. Coordinate with related divisions to make
membuat dan memastikan tersedianya materi, and ensure the availability of material,
data, informasi yang diperlukan Dewan data, information needed by the Board of
Komisaris untuk Rapat. Commissioners for the Meeting.
4. Mengelola laporan khusus pelaksanaan tugas 4. Manage special reports on the implementation
Dewan Komisaris kepada lembaga eksternal. of the duties of the Board of Commissioners to
external institutions.
5. Mengkoordinasikan kegiatan protokoler untuk 5. Coordinate protocoler activities for the Board
Dewan Komisaris. of Commissioners.
6. Membantu Dewan Komisaris dan Komite di 6. Assist the Board of Commissioners and
bawah Dewan Komisaris dalam penyusunan Committees under the Board of Commissioners
Pedoman dan Tata Tertib Kerja. in preparing the Work Guidelines and Rules of
Procedure.

2020 Annual Report
Komite Audit Audit Committee
Komite Audit merupakan alat kelengkapan Dewan The Audit Committee is a complete tool of the Board
Komisaris yang berfungsi untuk melakukan of Commissioners whose function is to oversee
pengawasaan atas efektivitas sistem pengendalian the effectiveness of the internal control system,
internal, internal audit dan proses pelaporan internal audit and financial reporting processes.
keuangan. Fungsi utama Komite Audit adalah The main function of the Audit Committee is to
membantu Dewan Komisaris memenuhi tugas assist the Board of Commissioners in fulfilling
dan tanggung jawabnya dengan menelaah their duties and responsibilities by reviewing
laporan keuangan dan informasi keuangan lainnya financial reports and other financial information
sebelum diberikan Bank kepada stakeholders serta before the Bank provides it to stakeholders and
menelaah sistem pengendalian internal bank, dan reviews the bank’s internal control system, and the
efektivitas fungsi audit intern. effectiveness of the internal audit function.
Dasar Pembentukan Komite Audit Basic Formation of Audit Committees
Dasar pembentukan Komite Audit Perseroan The basis for forming the Company’s Audit
mengacu pada Peraturan Otoritas Jasa Keuangan Committee refers to the Financial Services
Nomor 55/POJK.04/2015 tentang Pembentukan Authority Regulation Number 55/POJK.04/2015
dan Pedoman Pelaksanaan Kerja Komite Audit. concerning the Formation and Guidelines for
Komite Audit merupakan alat kelengkapan Dewan the Implementation of the Audit Committee’s
Komisaris yang berfungsi untuk melakukan Work. The Audit Committee is a complete tool
pengawasan atas efektivitas sistem pengendalian of the Board of Commissioners whose function
intern, internal audit, proses pelaporan keuangan, is to supervise the effectiveness of the internal
sehingga Bank dapat dikelola berdasarkan control system, internal audit, financial reporting
prinsip-prinsip transparansi, akuntabilitas, process, so that the Bank can be managed based
pertangungjawaban, independensi dan kewajaran. on the principles of transparency, accountability,
responsibility, independence and fairness.
Pembentukan Komite Audit Perseroan juga The establishment of the Company’s Audit
berpedoman pada ketentuan sebagai berikut: Committee is also guided by the following
provisions:
1. Peraturan Otoritas Jasa Keuangan (POJK) 1. Financial Services Authority Regulation (POJK)
Nomor 55/POJK.04/2015 Tanggal 25 Desember Number 55/POJK.04/2015 December 25th,
2015 tentang Pembentukan dan Pedoman 2015 about the Formation and Guidelines for
Pelaksanaan Kerja Komite Audit. the Implementation of the Audit Committee’s
Work.
2. Peraturan Otoritas Jasa Keuangan Nomor 55/ 2. Financial Services Authority Regulation
POJK.03/2016 tentang Penerapan Tata Kelola Number 55/POJK.03/2016 about Application
Bagi Bank Umum. of Governance for Commercial Banks.
3. Surat Keputusan Dewan Komisaris PT Bank 3. Decree of the Board of Commissioners of PT
Pembangunan Daerah Jawa Barat dan Banten, Bank Pembangunan Daerah Jawa Barat and
Tbk. Nomor 05/SK/DK/2005 tanggal 17 Mei Banten, Tbk. Number 05/SK/DK/2005 on May
2005 Tentang Pembentukan Komite Audit PT 17th, 2005 about the Establishment of the
BANK JABAR. Audit Committee of PT BANK JABAR.
4. Surat Keputusan Dewan Komisaris Nomor 07/ 4. Decree of the Board of Commissioners No.
SK/DK/2019 tanggal 30 Juli 2019 tentang 07/SK/DK/2019 dated July 30th, 2019 about
Pembagian Tugas dan Pelaksanaan Jadwal the Distribution of Tasks and Implementation
Kegiatan Dewan Komisaris serta Komite– of the Schedule of Activities of the Board of
komite. Commissioners and Committees.

5. Surat Keputusan Dewan Komisaris Nomor 03/ 5. Decree of the Board of Commissioners
SK/DK/2020 tanggal 23 Juni 2020 tentang Number 03/SK/DK/2020 dated June 23,
Pembagian Tugas dan Pelaksanaan Jadwal 2020 concerning the Distribution of Duties and
Kegiatan Dewan Komisaris serta Komite– Implementation of the Schedule of Activities for
komite. the Board of Commissioners and Committees.
Tugas dan Tanggung Jawab Komite Audit Duties and Responsibilities of the Audit
Committee
1. Pengawasan Terhadap Proses Pelaporan 1. Supervision of the Financial Reporting
Keuangan Process
Komite audit bertugas melakukan pengawasan The audit committee was in charge of
terhadap proses pembuatan Laporan Keuangan supervising the process of preparing Bank
Bank. Dalam kaitannya dengan hal tersebut, Financial Statements. In this regard, the Audit
Komite Audit: Committee:
A. Memantau proses pelaporan keuangan A. Monitoring the financial reporting process
untuk memastikan terpenuhinya standar to ensure its compliance with applicable
dan kebijakan akuntansi yang berlaku. accounting standards and policies.
B. Melakukan evaluasi atas informasi keuangan B. Evaluating financial information that will
yang akan dikeluarkan oleh Bank seperti be issued by the Bank such as financial
laporan keuangan, proyeksi dan informasi statements, projections and other financial
keuangan lainnya. information.
C. Memeriksa ulang laporan keuangan apakah C. Re-checking the financial reportsfrom the
sudah sesuai dengan standar akuntansi Audit Committee members by adjusting
yang berlaku serta apakah sudah konsisten the applicable accounting standards and
dengan informasi lain yang diketahui oleh making it consistent with other information
anggota Komite Audit secara bulanan, monthly, quarterly and annually.
triwulanan dan tahunan.
D. Melakukan pemantauan atas penetapan D. Monitoring the determination of assessment
metode penilaian aktiva dan passiva, methods for active and passive methods,
komitmen dan kontijensi serta cadangan- commitments, contingencies and reserves
cadangan yang harus dibentuk. that must be created.
E. Melakukan pemantauan atas pos-pos laporan E. Monitoring financial statement items that
keuangan yang mengandung transaksi- contain complex and unusual transactions.
transaksi yang kompleks dan tidak lazim.
F. Menilai kecukupan pengungkapan transaksi F. Assessing the adequacy of transaction
dengan pihak terkait. disclosures with related parties.
G. Menilai dan memberikan rekomendasi G. Assessing and providing recommendations
kepada Dewan Komisaris terhadap saran to the Board of Commissioners based
yang diajukan oleh Auditor Eksternal, on from External Auditors, Directors and
Direksi dan Auditor Internal jika terdapat Internal Auditors if there are changes in the
perubahan dalam ruang lingkup audit serta scope of the audit as well as accounting
prinsip dan standar akuntansi. principles and standards.
H. Komite Audit mengkomunikasikan kepada H. Communicating to External Auditors,
Auditor Eksternal, Direksi dan Auditor Directors and Internal Auditors when faced
Internal bila menghadapi penafsiran yang with different interpretations or inconsistent
berbeda maupun sesuatu hal yang tidak items.
konsisten.

2020 Annual Report
2. Seleksi dan Penunjukkan Kantor Akuntan 2. Selection and Appointment of Public

Publik (KAP) serta Pengawasan Pekerjaannya Accounting Firm and Supervision Work
Komite Audit dalam memberikan rekomendasi The Audit Committee in providing
kepada Dewan Komisaris mengenai Kantor recommendations to the Board of
Akuntan Publik (KAP) yang akan melakukan Commissioners regarding the Public
audit tahunan sebagai Auditor Eksternal Accounting Firm which conduct an annual
sekurang-kurangnya melakukan, sebagai audit in which External Auditor conduct the
berikut: following minimum actions:
A. Menyeleksi dan merekomendasikan A. Selecting and recommending the
penunjukan KAP sebagai Auditor Eksternal. appointment of Public Accounting Firm as
an External Auditor
1)
Komite Audit menyeleksi dan 1) The Audit Committee selects and
merekomendasikan calon KAP yang recommends Public Accounting Firm
akan melakukan audit Laporan Keuangan candidates who will audit the Bank’s
Tahunan Bank kepada Dewan Komisaris. Annual Financial Report to the Board of
Commissioners.
2) Proses seleksi dan penunjukkan KAP 2) The process of selecting and appointing
berpedoman pada peraturan yang Public Accounting Firm referring to
berlaku. applicable regulations.
3) Komite Audit dapat merekomendasikan 3) The Audit Committee may recommend
untuk pemutusan hubungan kerja termination of employment with
dengan auditor eksternal kepada Dewan external auditors to the Board of
Komisaris jika terdapat indikasi kuat Commissioners if there are strong
bahwa independensi auditor dapat indications that auditor independence
terganggu atau terbukti bahwa auditor can be disrupted or proven that the
tidak melakukan pemeriksaan sesuai auditor has not conducted audits in line
dengan Standar Profesional Akuntan with the Professional Standards of Public
Publik. Accountants.
B. Mengawasi pekerjaan Auditor Eksternal B. Supervising External Audit Works
1) Melakukan evaluasi terhadap Rencana 1) Evaluating the Audit Plan and the
Audit dan kecukupan program audit serta adequacy of the audit program and
melakukan pengawasan atas pekerjaan supervise the work of the External
Auditor Eksternal serta pemantauan atas Auditor and monitor the follow-up of
tindak lanjut hasil audit dalam rangka the audit results in order to assess the
menilai kecukupan pengendalian internal adequacy of internal control including
termasuk kecukupan proses pelaporan the adequacy of the financial reporting
keuangan. process.
2) Terlibat dalam dan/atau menerima 2) Being involved and/or received a report
laporan atas pembahasan temuan on the discussion of audit findings from
audit yang dilakukan oleh Auditor the External Auditor and management
Eksternal dengan manajemen serta and made a written report regarding
membuat laporan tertulis mengenai differences of opinion between the
adanya perbedaan pendapat antara auditor and management that need the
auditor dengan manajemen yang perlu attention of the Board of Commissioners.
mendapat perhatian Dewan Komisaris.
3) Dalam rangka melaksanakan tugas 3) In order to perform the above-mentioned
tersebut di atas, Komite Audit sekurang- tasks, it at least conducts monitoring
kurangnya melakukan pemantauan dan and evaluation towards:
evaluasi terhadap;

a. Kesesuaian pelaksanaan audit oleh a. Suitability of the audit implementation

Kantor Akuntan Publik dengan by the Public Accountant office with
standar yang berlaku applicable standards.
b. Kesesuaian laporan keuangan dengan b. Compliance of financial statements
standar akuntansi yang berlaku with applicable accounting standards.
c. Pelaksanaan tindak lanjut oleh Direksi c. Follow-up actions by the Board
atas hasil temuan Auditor Eksternal of Directors on the findings of the
sebagai rekomendasi untuk Dewan External Auditor as a recommendation
Komisaris. for the Board of Commissioners.
d. Memberi masukan kepada Auditor d. Input provision to the External
Eksternal agar mengidentifikasikan Auditor to identify high-risk areas.
area-area berisiko tinggi.
e. Berkonsultasi dengan Auditor e. Consultation with the External Auditor
Eksternal tanpa kehadiran without the presence of management
manajemen tentang pengendalian of internal control regarding the
internal berkenaan dengan identification of possible weaknesses
identifikasi kemungkinan adanya in internal control, as well as the
kelemahan pengendalian internal, completion and accuracy of the
serta pemenuhan dan ketepatan Bank’s financial reports.
laporan keuangan Bank.
f. Memastikan agar Auditor Eksternal, f. Conducting general audits with the
dalam kaitannya dengan pelaksanaan External Auditor by communicating
audit umum (general audit) the following:
mengkomunikasikan hal-hal berikut:
• Tingkat tanggung jawab auditor • The auditor’s responsibility level
terhadap pengendalian internal for internal control in presenting
dalam penyajian laporan keuangan. financial reports.
• Perubahan kebijakan akuntansi • Significant changes in accounting
yang signifikan. policies.
• Kelemahan signifikan dalam disain • Significant weaknesses in the
dan penerapan pengendalian design and implementation of
internal. internal controls.
• Metode pencatatan, pelaporan • The method of recording, reporting
dan dampak dari transaksi luar and the impact of significant
biasa yang signifikan terhadap extraordinary transactions on the
laporan keuangan. financial statements.
• Adanya Fraud ataupun indikasi • Fraud or indications of Fraud as
Fraud serta penyimpangan well as deviations from applicable
terhadap peraturan dan perundang- laws and regulations done by
undangan yang berlaku, yang management or employees that
dilakukan oleh manajemen atau negatively impact on the financial
pegawai yang berdampak salah saji statements.
material dalam laporan keuangan.
• Koreksi audit yang signifikan. • Significant audit corrections.
• Prosedur yang dilaksanakan oleh • Procedures performed by
auditor terhadap laporan tahunan the auditor on annual reports
yang berisi laporan keuangan containing audited financial
audit-an. statements.
• Ketidaksepakatan dengan • Disagreement with management
manajemen tentang penerapan regarding the application of
standar akuntansi, lingkup audit, accounting standards, the scope

2020 Annual Report
pengungkapan dalam laporan of the audit, disclosures in the

keuangan dan kata-kata yang financial statements and words
digunakan auditor dalam laporan used by the auditor in the audit
auditnya. report.
• Adanya perbedaan pendapat • Any differences in opinion
antara manajemen dengan between management and
auditor eksternal untuk melakukan external auditors to conduct
konsultasi dengan Auditor consultations with other External
Eksternal lainnya. Auditors.
• Hambatan dalam pelaksanaan • Obstacles in conducting audits.
audit.
4) Melakukan kajian bersama Komisaris, Direksi 4) Conducts joint studies with Commissioners,
serta Auditor Eksternal mengenai: Directors and External Auditors regarding:
a. Laporan Keuangan Tahunan Bank a. The Bank’s Annual Financial Reports
beserta catatan atas laporan keuangan along with notes to the financial
sebelum dipublikasikan. statements before published.
b. Laporan audit dari Auditor Eksternal b. Audit report from the External Auditor
mengenai Laporan Keuangan Tahunan regarding the Bank’s Annual Financial
Bank dan pendapat serta saran dari Report as well as opinions and
Auditor Eksternal. suggestions from the External Auditor.
c. Temuan penting dan rekomendasi c. Important findings and
yang dibuat oleh Auditor Eksternal recommendations made by the External
serta memonitor tindak lanjut atas Auditor and the follow-up by the
rekomendasi tersebut oleh Direksi dan Directors and management from those
manajemen. recommendations.
d. Mengkaji surat representasi yang d. Reviewing the representation letter
ditandatangani oleh Direksi, serta signed by the Board of Directors, and
meyakinkan tidak adanya kesulitan making sure there are no difficulties
dalam memperoleh surat tersebut dan in obtaining the letter and the specific
juga hal-hal spesifik yang ditemui dalam details encountered during the
penugasan. assignment.
e. Menilai pendapat Auditor Eksternal e. Assessing the opinion of the External
tentang kualitas dan ketepatan Auditor about the quality and accuracy of
penerapan Standar Akuntasi Keuangan the application of Financial Accounting
yang berlaku bagi perbankan. Standards.
5) Komite Audit melakukan evaluasi terhadap 5) The Audit Committee evaluates the External
Auditor Eksternal mengenai kualifikasi, Auditor regarding the qualifications,
kinerja dan independensi atas Partner Audit performance and independence of the
dari KAP serta auditor yang ditugaskan Audit Partners from the assigned Public
untuk melakukan audit keuangan, menerima Accounting office and the auditors and
masukan dari manajemen serta Satuan receives input from management and the
Kerja Audit Internal atas pekerjaan Auditor Internal Audit Work Unit on the work of the
Eksternal tersebut. External Auditor.
6) Berdiskusi dengan Dewan Komisaris dan 6) Discussing with the Board of Commissioners
Direksi serta Auditor Eksternal untuk and Directors and External Auditors to get
mendapatkan pengertian atas pertimbangan an understanding of determining accounting
yang digunakan dalam menentukan standar standards and their applications.
akuntansi beserta aplikasinya.
7) Memastikan adanya pengungkapan yang 7) Ensuring adequate disclosure of accounting
memadai terhadap standar akuntansi. standards.

3. Evaluasi Jasa Non-Audit 3. Evaluation of Non-Audit service

Untuk menjaga independensi Auditor Eksternal, To maintain the independence of the External
Komite Audit wajib melakukan evaluasi sebelum Auditor, the Audit Committee must conduct
memberikan persetujuan awal (pre-approval) an evaluation before giving pre-approval to
terhadap jasa non-audit yang akan ditugaskan non-audit services that will be assigned to the
kepada Auditor Eksternal yang sedang External Auditor. Non-audit services that can
melaksanakan jasa audit. Jasa-jasa non-audit interfere its independence are:
yang mengganggu independensi adalah: A. Bookkeeping services or other services
A. Jasa pembukuan atau jasa-jasa lain yang related to accounting records or financial
berhubungan dengan catatan akuntansi reports of the Bank.
atau laporan keuangan Bank.
B. Jasa disain dan implementasi sistem B. Design and implementation of financial
informasi keuangan information systems.
C. Jasa penilaian atau jasa untuk memberikan C. Assessment services or services to provide
opini atas kewajaran an opinion on fairness.
D. Jasa aktuaria D. Actuarial services.
E. Jasa outsourcing internal audit E. Internal audit outsourcing services.
F. Jasa fungsi manajemen atau sumber daya F. Management functions or human resources
manusia services.
G. Jasa perantara G. Intermediary services.
H. Jasa layanan hukum dan jasa keahlian yang H. Legal services and expert services not
tidak berkaitan dengan audit related to auditing.
I. Jasa konsultasi perpajakan I. Tax consulting services.
J. Jasa lain berdasarkan perundang-undangan J. Other services based on applicable laws
yang berlaku dan peraturan Bank Indonesia. and Bank Indonesia regulations.
Langkah-langkah yang harus dilaksanakan Bank Management must conduct the following
Manajemen Bank untuk mendapatkan steps to get pre-approval:
persetujuan awal (pre-approval) adalah sebagai
berikut:
A. Direksi, menyampaikan kepada Dewan A. Directors convey the detailed descriptions
Komisaris uraian rinci mengenai jenis jasa of the types of services and tasks to the
dan pekerjaan yang akan ditugaskan kepada Board of Commissioners to be assigned to
KAP. Public Accountants Firm.
B. Komite Audit mengevaluasi dan menganalisis B. Audit Committee evaluates and analyses
jasa non-audit yang akan ditugaskan kepada non-audit services that will be assigned to
KAP agar tidak mengganggu independensi the Public Accountants Firmto guarantee
atau menimbulkan benturan kepentingan. its independence or to avoid conflicts of
interest.
C. Komite Audit hanya dapat menyetujui C. Audit Committee will approve the provision
pemberian jasa non-audit tersebut apabila of non-audit services if the evaluation
hasil evaluasi tidak menunjukkan adanya results do not indicate any interferences in
gangguan dalam hal independensi atau case of independence or conflict of interest.
menimbulkan benturan kepentingan.
Pre-approval terhadap jasa non-audit ini dapat Pre-approval of non-audit services can be
dikecualikan, jika nilai seluruh jasa non-audit tidak excluded if the value of all non-audit services is
lebih dari 5% (lima persen) dari total nilai biaya less than 5% (five percent) from the total audit
audit yang dibayarkan Bank kepada KAP dalam fees paid by the Bank to the Public Accountants
tahun fiskal di mana jasa non-audit diberikan. Firm in the fiscal year of the provision of non-
audit services.

2020 Annual Report
4. Pengawasan Pengendalian Internal 4. Internal Control Supervision

Komite Audit dan Satuan Kerja Audit Internal Audit Committee and Internal Audit Unit
melakukan pengawasan atas operasional Bank supervise the Bank operations to follow Bank
sesuai dengan fungsi masing-masing agar Indonesia regulations, as well as applicable
tidak melanggar peraturan Bank Indonesia, regulations and laws. The supervision include
peraturan dan perundang-undangan yang at least:
berlaku. Pengawasan tersebut sekurang-
kurangnya meliputi:
A. Komite Audit mendapatkan laporan audit A. Audit Committee receives periodic internal
internal secara berkala dari Satuan Kerja audit reports from the Internal Audit Unit
Audit Internal sebagai masukan untuk as inputs to identify possible weaknesses of
mengidentifikasi kemungkinan adanya internal control.
kelemahan pengendalian internal.
B. Dalam rangka meningkatkan efektivitas B. Audit Committee can provide suggestions
pengendalian internal, Komite Audit dapat to Bank Management to improve the
memberikan masukan kepada Manajemen effectiveness of the internal control
Bank, melalui Dewan Komisaris, saran through the Board of Commissioners.
tersebut berkenaan dengan peningkatan The suggestionsaim at improving the
kinerja Satuan Kerja Audit Internal. performance of the Internal Audit Unit.
C. Mengkaji dan memberikan masukan kepada C. Review and provide inputs to the Board of
Dewan Komisaris atas Rencana Kerja Commissioners on Annual Internal Audit
Tahunan Audit Internal, termasuk ruang Planincluding the Audit scope, and ensure
lingkup Audit, serta untuk memastikan that the Internal Audit Annual Work Plan
bahwa Rencana Kerja Tahunan Audit has covered the Bank’s overall operational
Internal tersebut sudah mencakup risiko risks.
operasional Bank secara Keseluruhan.
D. Setiap awal tahun, Komite Audit D. Audit Committee evaluates the Annual
mengevaluasi Program Kerja Audit Audit Work Program prepared by the
tahunan yang disusun oleh Satuan Kerja Internal Audit Unit and the scope of the
Audit Internal serta ruang lingkup audit, audit and makes recommendations based
dan merekomendasikan hasil evaluasinya on the evaluation results to the Board of
kepada Dewan Komisaris. Commissioners.
E. Mengkaji dan memberikan pertimbangan E. Review and give consideration to the
kepada Dewan Komisaris atas kesulitan Board of Commissioners on the difficulties
dan hambatan yang dihadapi Audit Internal and obstacles faced by Internal Audit in
dalam melaksanakan tugasnya, termasuk performing their duties including obstacles
hambatan atas lingkup kerja audit dan/ of audit works and/or barriers to access the
atau hambatan akses untuk mendapatkan required information.
informasi yang diperlukan.
F. Komite Audit harus berkoordinasi dengan F. Audit Committee must coordinate with the
Satuan Kerja Audit Internal untuk: Internal Audit Work Unit in order to:
1) Mengadakan pertemuan reguler dalam 1) Hold regular meetings to discuss findings
rangka membahas temuan dan/atau and/or other matters that contain
hal-hal lain yang mengandung indikasi indications regarding weaknesses of
mengenai kelemahan pengendalian internal control and errors of accounting
internal, serta kekeliruan penerapan standards application, as well as monitor
standar akuntansi termasuk melakukan Bank Management in following up on
pemantauan tindak lanjut Manajemen these findings.
Bank atas temuan tersebut.

2) Membahas tanggapan Manajemen 2) Discuss Bank Management’s response

Bank atas temuan signifikan dalam toward significant findings of bank
operasional bank serta rekomendasi operations and recommendations from
yang diberikan oleh Satuan Kerja Audit the Internal Audit Unit.
Internal terhadap temuan tersebut.
3) Secara tahunan melakukan pemantauan 3) Monitor annually the professional
terhadap kode etik profesi, mengevaluasi code of ethics, as well as evaluate
kegiatan, struktur organisasi dan activities, organizational structure, and
kualifikasi anggota audit internal. qualifications of internal audit members.
4) Memperluas evaluasi untuk menilai 4) Expand the evaluation to assess the
sifat, lingkup, besaran dan dampak dari nature, scope, magnitude, and impact of
kelemahan signifikan pengendalian significant weaknesses in internal control
internal serta pengaruhnya terhadap and financial reports.
laporan keuangan.
G. Melakukan penilaian efektifitas dan G. Assess the effectiveness and independence
independensi Satuan Kerja Audit Internal of the Internal Audit Unit and evaluate
serta melakukan evaluasi atas aktivitas- routine activities, placement of internal
aktivitas rutin, penempatan auditor internal, auditors, and the organizational structure
dan struktur organisasi Satuan Kerja Audit of the Internal Audit Unit.
Internal.
H. Merekomendasikan kepada Dewan H. Provide recommendations to the Board of
Komisaris tentang: Commissioners regarding:
1) Perubahan signifikan dalam lingkup kerja 1) Significant changes in the scope of audit
audit dari rencana semula, termasuk work from the original plan including
sumber daya manusia dan anggaran human resources and Internal Audit
Audit Internal budget.
2) Pemuktahiran Pedoman Kerja Komite 2) Updating guidelines ofthe Audit
Audit Committee works.
3) Kepatuhan terhadap Pedoman Kerja 3) Compliance towards Audit Committee
Komite Audit Working Guidelines.
I. Komite Audit atas permintaan Dewan I. Audit Committee upon request from the
Komisaris dapat merekomendasikan Board of Commissioners can recommend
tentang pengangkatan dan pemberhentian the appointment and dismissal of the Head
Pemimpin Satuan Kerja Audit Internal. of the Internal Audit Work Unit.
5. Pengawasan Kepatuhan Terhadap Peraturan 5. Compliance Supervision towards Laws

dan Perundang-undangan and Regulations
Komite Audit dan Satuan Kerja Kepatuhan Audit Committee along with Compliance and
dan Hukum sesuai dengan fungsinya masing- Legal Work Unit based on their respective
masing bertugas untuk memantau kepatuhan function to monitor Bank’s operational
operasional Bank terhadap Peraturan dan compliance towards applicable laws and
Perundang-undangan yang berlaku, sekurang- regulationsat least:
kurangnya meliputi:
A. Pemantauan dapat dilakukan melalui A. Monitoring can be done through evaluation of
evaluasi atas temuan, pelaporan atau hasil findings, report or the resultof examinations
pemeriksaan yang dilakukan oleh Otoritas conducted by Financial Services Authority,
Jasa Keuangan, auditor eksternal, satuan External Auditors, Compliance Work Units,
kerja Kepatuhan, Satuan Kerja Audit Intern, Internal Audit Work Unit, Risk Management
satuan kerja Manajemen Risiko/Komite Work Unit/Committee.
Manajemen Risiko.

2020 Annual Report
B. Apabila terdapat indikasi kuat bahwa telah B. If there are strong indications of violation
terjadi pelanggaran terhadap peraturan dan from applicable laws and regulations that
perundang-undangan yang berlaku, Komite have occurred, the Audit Committee must
Audit harus melaporkan kepada Dewan report to the Board of Commissioners and
Komisaris dan mengusulkan diadakannya propose such investigation.
investigasi.
6. Penelaahan Pengaduan Pihak Ketiga 6. Reviewing Complaints from Third Party

Komite Audit tidak hanya menerima informasi Audit Committee not only receives information
yang berasal dari pelaksanaan tugas-tugas from its routine tasks but also complaints
rutinnya, akan tetapi juga menerima pengaduan from the third parties regarding accounting,
pihak ketiga mengenai akuntansi, pengendalian internal control and fraud that can hider Bank
internal dan fraud yang dapat mengganggu operations.
operasi Bank. A. The requirements for complaints that can
A. Syarat pengaduan yang dapat diproses be further processed
lebih lanjut: 1) Complaints that are submitted in written
1) Pengaduan disampaikan secara tertulis. forms.
2) Terdapat alibi dan permasalahan yang 2) Clear alibis and problems exist in the
jelas atas pengaduan yang dibuat. complaints.
B. Penelaahan Pengaduan B. Reviewing Complaints
Dalam menangani pengaduan yang In handling complaints submitted by third
disampaikan oleh pihak ketiga, Komite parties, the Audit Committee may request
Audit dapat meminta audit internal untuk an Internal Audit Unitto make follow-up
menindaklanjutinya. actions.
C. Hasil Penelaahan C. Review results
Jika dari hasil penelaahan, terbukti bahwa If the review results from the complaints
pengaduan yang disampaikan oleh pihak submitted by the third party are proven
ketiga ternyata benar: true:
1) Komite Audit meneruskan hasil 1) Audit Committee conveys the review
penelaahan kepada Dewan Komisaris. results to the Board of Commissioners.
2) Komite Audit memantau tindak lanjut 2) Audit Committee monitors the followup
dari hasil penelaahan, jika diminta oleh actions if requested by the Board of
Dewan Komisaris. Commissioners.
7. Pelaksanaan Tugas Terkait Pelaksanaan 7. Implementation of Duties Related to the

Tata kelola Dana Pensiun Implementation of Pension Fund Governance
Dalam hal pelaksanaan tata kelola dana In terms of implementing pension fund
pensiun, Komite Audit mempunyai tugas dan governance, the Audit Committee had the
tanggung jawab sebagai fasilitator bagi Dewan duties and responsibilities as a facilitator for
Pengawas (dalam hal ini Dewan Komisaris bank the Supervisory Board (in this case the Board
bjb) untuk memastikan bahwa: of Commissioners of bank bjb) to ensure that:
a) Struktur pengendalian internal dana pensiun a) The structure of internal control of pension
telah dilaksanakan dengan baik. funds had been implemented properly.
b) Pelaksanaan audit internal maupun audit b) The implementation of internal audits and
eksternal telah dilaksanakan sesuai dengan external audits had been carried out in
ketentuan yang berlaku. accordance with applicable regulations.
c) Tindak lanjut temuan hasil audit dilaksanakan c) Follow up of audit findings was carried out
oleh manajemen. by management.

8. Pelaksanaan Tugas Khusus 8. Implementation of Special Duties

Tugas khusus merupakan tugas diluar rutin It covers tasks beyond routine activities as
sebagaimana diperintahkan oleh Dewan instructed by the Board of Commissioners
Komisaris, dengan memberikan surat through an assignment letter to the Audit
penugasan kepada Komite Audit. Committee.
A. Dewan Komisaris memberikan tugas khusus, A. Board of Commissioners gives special
karena: duties under the following circumstances:
1) terdapat indikasi adanya ketidakpatuhan 1) There are indications of non-compliance
terhadap peraturan dan perundang- towards applicable laws and regulations
undangan yang berlaku sehingga Komite so that the Audit Committee with
Audit, dengan persetujuan Dewan approval of the Board of Commissioners
Komisaris, memperluas evaluasi dengan expands the evaluation by conducting
melaksanakan Audit Investigasi untuk an Investigative Audit to determine the
menentukan dampak dan besarnya impact and the number of losses due
kerugian akibat pelanggaran tersebut. to the violation. To carry out the audit
Untuk melaksanakan audit investigasi investigation, the Audit Committee may
tersebut, Komite Audit dapat meminta request assistance from the Internal
bantuan pihak Satuan Kerja Audit Audit Work Unit or external auditor.
Internal atau auditor eksternal.
2) terdapat laporan/pengaduan pihak 2) There are reports/complaints from third
ketiga yang mengindikasikan adanya parties indicating non-compliance and/
ketidakpatuhan dan/atau kecurangan. or fraud.
B. Pelaksanaan tugas khusus Komite Audit B. Audit Committee’s specific duties may
antara lain dapat: include the following:
1) Melakukan evaluasi terhadap semua 1) Evaluate all records including the
pencatatan termasuk didalamnya risalah minutes of Board of Directors ‘meeting
rapat Direksi dan risalah rapat Dewan and Board of Commissioners’ meeting,
Komisaris, dokumentasi serta informasi documentation and other necessary
lainnya yang diperlukan. information.
2) Mengajukan pertanyaan kepada Direksi 2) Asking questions to Directors and staff,
dan stafnya, yang hasilnya dituangkan then the results of which are set forth
dalam Berita Acara Tanya Jawab yang in the Minutes of Question and Answer
ditandatangani oleh kedua belah pihak. signed by both parties.
3) Jika dianggap perlu, melakukan 3) If necessary, conducting an investigative
audit investigasi yang dilaksanakan audit in collaboration with the Internal
bekerjasama dengan Satuan Kerja Audit Audit Work Unit or External Auditor.
Internal atau Auditor Eksternal.
Komite Audit memiliki Tanggung jawab The Audit Committee had the following
diantaranya adalah sebagai berikut: responsibilities:
A. Memastikan bahwa laporan keuangan Bank A. Ensuring that Bank’s financial reports are
dapat dimengerti, transparan dan dapat understandable, transparent and reliable.
diandalkan.
B. Menilai pelaksanaan kegiatan serta hasil audit B. Assessing audit activities and results conducted
yang dilakukan oleh Satuan Kerja Audit Internal by Internal Audit Work Unit and External
maupun Auditor Eksternal sehingga dapat Auditor to make sure thatits implementation
mencegah pelaksanaan dan pelaporan yang and report have met the standards.
tidak memenuhi standar.
C. Melakukan evaluasi kebijakan Bank yang C. Evaluating Bank’s policies related to compliance
berhubungan dengan kepatuhan terhadap towards applicable laws, regulations, ethics,
peraturan dan perundang-undangan yang and conflicts of interest as well as to conductan

2020 Annual Report
berlaku, etika, benturan kepentingan dan investigation on errors or fraud through

investigasi akan adanya kesalahan maupun the Board of Commissioners by providing
kecurangan, melalui Dewan Komisaris recommendations toenhancethe Bank’s
memberikan rekomendasi mengenai internal control system and its implementation.
penyempurnaan sistem pengendalian intern
Bank serta pelaksanaannya.
D. Melakukan evaluasi Rencana Kerja Satuan Kerja D. Evaluating the Work Plan of the Internal
Audit Internal, pelaporan dan temuan yang Audit Unit as well as reporting and significant
signifikan. findings.
E. Berkomunikasi dengan Direksi dan Satuan E. Communicating with the Board of Directors and
Kerja terkait tentang status, kemajuan dan related Work Units about the status, progress
perkembangan baru pada permasalahan and new developments on the operational
operasional yang dijumpai serta temuan Satuan problems encountered and the findings from
Kerja Audit Internal. the Internal Audit Work Unit.
F. Memastikan bahwa Satuan Kerja Audit Internal F. Ensuring that Internal Audit Work Unit can
dapat memiliki akses langsung kepada Komite have direct access to the Audit Committee
Audit dan mendorong adanya komunikasi di and encouraging communication outside the
luar rapat komite yang telah dijadwalkan. routine committee meetings.
G. Menciptakan jalur komunikasi langsung dengan G. Creating a direct line of communication with
Auditor Eksternal/pengawas Bank untuk the External Auditor/Bank supervisor to discuss
membahas rencana audit, temuan maupun the audit plan, findings, and reports.
laporan.
Wewenang Komite Audit Audit Committee Authority
Komite Audit mempunyai wewenang sebagai Audit Committee has the following authorities:
berikut:
1. Komite Audit diberi wewenang untuk 1. Obtaining informationthrough the Board of
mendapatkan informasi, melalui Dewan Commissionersregarding bank operations,
Komisaris, mengenai operasional bank, data employee data, funds, assets and other Bank
karyawan, dana, aset serta sumber daya Bank resources relating to the implementation of its
lainnya yang berkaitan dengan pelaksanaan duties.
tugasnya.
2. Dalam melaksanakan tugas dan tanggung 2. In carrying out its duties and responsibilities as
jawab serta wewenang, Komite Audit bekerja well as authority, the Audit Committee works
sama dengan Satuan Kerja Audit Internal. closely with the Internal Audit Unit.
3. Memberi masukan kepada Dewan Komisaris 3. Providing inputs to the Board of Commissioners
mengenai keperluan perbaikan dalam proses regarding the need for improvement in the
audit internal, eksternal dan laporan keuangan processes of internal, external and financial
Bank. audits of the Bank.
4. Melakukan evaluasi deskripsi mengenai internal 4. Evaluating descriptions of internal controls/
kontrol/audit yang akan dipublikasikan dalam audits that will be published in the Financial
Laporan Keuangan dan Laporan Pelaksanaan and GCG Implementation Implementation
Penerapan GCG. Report.
5. Melakukan kajian atas independensi 5. Reviewing independence and objectivity
dan objektivitas Auditor Eksternal serta of External Auditor and providing
merekomendasikan Auditor Eksternal yang recommendations to the Bank in choosing
akan dipilih oleh Bank untuk mengaudit External Auditor to audit its financial reports,
laporan keuangan Bank, unit bisnis maupun both business units, and subsidiaries.
anak perusahaan.

Pedoman dan Tata Tertib Kerja Komite Rules and Guidelines of Audit Committees
Audit
Komite Audit mempunyai suatu Pedoman dan The Audit Committee owned an Audit Committee
Tata Tertib Kerja Komite Audit berdasarkan Surat Charter based on the Decree of the Board
Keputusan Dewan Komisaris Nomor 12/DKO/ of Commissioners Number 12/DKO/SK/2019
SK/2019 tanggal 04 Desember 2019 tentang dated December 4, 2019 concerning the Audit
Pedoman dan Tata Tertib Kerja Komite Audit, Committee Charter, which clearly defined the
yang menetapkan secara jelas peran, tanggung roles, responsibilities and scope of work of the
jawab dan lingkup kerja Komite Audit untuk Audit Committee to increase the effectiveness,
meningkatkan efektivitas, tanggungjawab, responsibility, openness and objectivity of the
keterbukaan dan objektivitas Dewan Komisaris Board of Commissioners in carrying out its
dalam menjalankan fungsinya. Dalam Pedoman functions. The Audit Committee Charter regulated
dan Tata Tertib Kerja Komite Audit mengatur the organizational structure and tenure of the
mengenai struktur organisasi dan masa kerja Audit Committee, duties and responsibilities,
Komite Audit, tugas dan tanggung jawab, rapat, meetings, reporting and budget as well as ethical
pelaporan dan anggaran serta standar etika bagi standards for the Audit Committee.
Komite Audit.
Struktur, Keanggotaan dan Keahlian Komite Structure, Membership, and Expertise

Audit of The Audit Committee
Struktur keanggotaan Komite Audit yaitu: The Audit Committee membership structure:
1. Anggota Komite Audit sekurang-kurangnya 1. Members of the Audit Committee consist of at
terdiri atas: least:
a. Seorang Komisaris Independen; a. An Independent Commissioner;
b. Seorang dari Pihak Independen yang b. An Independent Party who has expertise in
memiliki keahlian di bidang keuangan atau finance or accounting;
akuntansi;
c. Seorang dari Pihak Independen yang c. An Independent Party who has expertise in
memiliki keahlian di bidang perbankan atau banking or law;
hukum;
d. Anggota Komite Audit yang merupakan d. Members of the Audit Committee are
Komisaris Independen bertindak sebagai Independent Commissioners as the Head of
Ketua Komite Audit. the Audit Committee.
2. Komisaris yang menjabat sebagai Ketua Komite 2. Commissioner who serves as Chairperson
Audit dapat merangkap sebagai Ketua Komite of the Audit Committee can concurrently as
paling banyak pada 1 (satu) Komite lainnya. Chairperson of the Committee at most on 1
(one) of another Committee.
3. Dalam melaksanakan tugas sehari-hari, Komite 3. The Audit Committeein performing its daily
Audit dapat dibantu oleh Kesekretariatan tasks can be assisted by the Secretariat of the
Dewan Komisaris. Board of Commissioners.
Keanggotaan Membership
1. Anggota Komite Audit diangkat oleh Direksi 1. Members of the Audit Committee were
berdasarkan keputusan rapat Dewan Komisaris. appointed by the Board of Directors based on
the resolutions of the Board of Commissioners
meeting.
2. Ketua Komite Audit mengusulkan penggantian 2. The Chairman of the Audit Committee
anggota Komite Audit yang berakhir proposed the replacement of members of the
masa tugasnya, mengundurkan diri atau Audit Committee who have ended their term of
diberhentikan. office, resigned or been dismissed.

2020 Annual Report
Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 Number 03/SK/DK/2020 dated June 23,
tentang Pembagian Tugas dan Pelaksanaan 2020 concerning the Distribution of Duties and
Jadwal Kegiatan Dewan Komisaris serta Komite – Implementation of the Schedule of Activities for
komite, susunan Komite Audit pada 31 Desember the Board of Commissioners and Committees,
2020 adalah sebagai berikut: the composition of the Audit Committee as of
December 31, 2020 is as follows:
Nama Jabatan Keterangan Keahlian

No.
Name Position Explanation Expertise
1. Yayat Sutaryat Ketua Merangkap Anggota Komisaris Independen Keuangan dan Hukum
Chairperson concurrently Independent Commissioner Finance and Law
as a member
2. Farid Rahman Anggota Komisaris Utama Independen Manajemen, Perbankan dan Keuangan
Member Independent President Management, Banking, and Finance
Commissioner
3. Mokhamad Anwar Anggota Pihak Independen Ekonomi, Perbankan dan Keuangan

Member Independent Party Economics, Banking and Finance
4. Wawan Hernawan Anggota Pihak Independen Akuntansi, Manajemen dan Audit Internal
Member Independent Party Accounting, Management and Internal
Audit.
Profil Komite Audit Profile of Audit Committee
Profil Komite Audit per 31 Desember 2020 adalah The profile of the Audit Committee as of December
sebagai berikut. 31st, 2020, is as follows.
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be seen in the Board of Commissioners Profile section in this Annual
Report.
Periode Jabatan/Term of Service

30 April 2019 sampai dengan tahun ke 5 sejak tanggal diangkat.
April 30th, 2019 until the 5th year from the date of appointment.
Yayat Sutaryat
Ketua Merangkap Anggota Komite Audit
Head concurrently as a member of Audit Committee
Report.
Periode Jabatan/Term of Service

30 April 2019 sampai dengan tahun ke 5 sejak tanggal diangkat.
April 30th, 2019 until the 5th year from the date of appointment.
Farid Rahman


Meraih gelar Sarjana di bidang Ekonomi Earned his Bachelor’s degree
dari Universitas Padjajaran pada tahun of Economics from Padjadjaran
1996 dan memperoleh gelar Magister di University in 1996 and obtained Master
bidang Finance dari Universitas Indonesia degree of Finance from the University
pada tahun 2003, dan gelar Doktor of Indonesia in 2003, and a Doctorate
di bidang Finance and Banking dari degree of Finance and Banking from
University of Leicester, School of Business the University of Leicester, School of
(ULSB), UK. Business (ULSB), UK.
Mokhamad Anwar Riwayat Jabatan/Position History

Beliau menduduki berbagai jabatan Held various important positions
Anggota Komite Audit
penting, antara lain sebagai Kepala including as Head of the Master of
Member of Audit Committee
Program Studi Master of Management, Management Study Program, Faculty
Usia Fakultas Ekonomi dan Bisnis, of Economics and Business, UNPAD
Age UNPAD (2018-sekarang) serta Dosen (2018-present) and Lecturer in the
Fakultas Ekonomi dan Bisnis UNPAD Faculty of Economics and Business
49 Tahun
(2003-sekarang) UNPAD (2003-present)
49 years old
Tempat dan Tanggal Lahir Dasar Pengangkatan/Appointment Basis

Place and Date of Birth Diangkat sebagai anggota Komite Appointed as a member of the
28 Juni 1971 Audit Perseroan terhitung mulai tanggal Company’s Audit Committee starting
June 28, 1971 25 Agustus 2016 berdasarkan Surat August 25, 2016 based on the Decree
Keputusan Direksi Nomor 0811/SK/DIR- of the Board of Directors Number 0811/
Periode Jabatan CS/2016 tanggal 19 Desember 2016 SK/DIR-CS/2016 dated December 19,
Term of Service yang telah beberapa kali diperbaharui 2016 which has been updated several
25 Agustus 2020 sampai dengan dan terakhir diperbaharui dengan Surat times and most recently by Decree of
24 Agustus 2022 Keputusan Direksi nomor 0541/SK/DIR- the Board of Directors number 0541/
August 25th, 2020 until CSE/2020 tanggal 24 Agustus 2020. SK/DIR-CSE/2020 dated August 24,
August 24th, 2020 2020.

Meraih gelar D3 Akuntansi di Pendidikan Earned his DIII degree of Accounting
Ahli Administrasi Perusahaan (PAAP) di in Corporate Administrative Expert
Universitas Padjadjaran Bandung pada Education (PAAP) from Padjadjaran
Tahun 1986, Meraih gelar Sarjana di di University in Bandung in 1986, obtained
bidang Manajemen dari Universitas Bachelor degree of Management
Bandung Raya (UNBAR) pada Tahun from the University of Bandung Raya
2014. (UNBAR) in 2014.

Wawan Hernawan Beliau pernah menduduki berbagai He held various important positions
jabatan penting di bank bjb, antara lain in bank bjb, including as Head of the
Anggota Komite Audit
sebagai Pemimpin bagian Akuntansi Financial Accounting section of bank
Member of Audit Committee
Keuangan bank bjb, Pemimpin Grup bjb, Head of the Audit Group Head
Usia Audit Kantor Pusat & Kantor Wilayah Office & Regional Offices of bank
Age bank bjb, dan Pemimpin Grup SD & QA bjb, and Head of the SD & QA Group
Audit Internal bank bjb. Internal Audit of bank bjb.
57 Tahun
57 years old
Dasar Pengangkatan/Appointment Basis
Tempat dan Tanggal Lahir Diangkat sebagai anggota Komite Appointed as a member of the
Place and Date of Birth Audit Perseroan terhitung mulai Company’s Audit Committee starting
15 Maret 1963 tanggal 03 Juli 2019 berdasarkan Surat July 03, 2019 based on the Decree of
March 15, 1963 Keputusan Dewan Komisaris Nomor the Board of Commissioners Number
05/SK/DK/2019 tanggal 3 Juli 2019 05/SK/DK/2019 dated July 3, 2019
Periode Jabatan dan addendum Perjanjian Kerjasama and the addendum to the Cooperation
Term of Service Nomor 126/PKS/DIR-CS/2019 tanggal Agreement Number 126/PKS/DIR-
03 Juli 2019 sampai dengan 29 Juli 2019. CS/2019 dated July 29, 2019.
31 Desember 2020
July 3rd, 2019 until
December 31st, 2020

2020 Annual Report
Kualifikasi Pendidikan dan Pengalaman Qualification of Education and Experience

Kerja Komite Audit of Audit Committee
Secara umum, persyaratan Kompetensi Komite Generally, the Company’s Audit Committee
Audit Perseroan, sebagai berikut: Competency requirements are as follows:
1. Anggota Komite Audit wajib memiliki integritas, 1. Having integrity, good character, and morals.
akhlak dan moral yang baik, independen, Being independent, objective, professional, and
obyektif, tanggung jawab profesi serta memiliki responsibleas well as having adequate abilities,
kemampuan, pengetahuan dan pengalaman knowledge and experience in accordance
yang memadai sesuai dengan latar belakang with their educational background, and able
pendidikannya, dan mampu berkomunikasi to communicate effectively and to provide
secara efektif termasuk menyediakan waktu sufficient time to carry out their duties.
yang cukup untuk melaksanakan tugasnya.
2. Memiliki pengetahuan membaca dan 2. Having knowledge of reading and
memahami laporan keuangan. understanding financial reports.
3. Memiliki pengetahuan mengenai lingkungan 3. Having knowledge of the Bank’s business
bisnis Bank, risiko dan kontrol serta memahami environment, risk and control as well as
tugas, tanggung jawab dan wewenang dari understanding duties, responsibilities and
Komite Audit. authority of Audit Committee.
4. Memiliki keseimbangan keterampilan dan 4. Having adequate skills and experience with
pengalaman dengan latar belakang yang luas a broad background in finance, accounting,
di bidang keuangan, akuntansi, perbankan, banking, or law.
atau hukum.
5. Memiliki pengetahuan yang memadai tentang 5. Having adequate knowledge of the applicable
peraturan dan perundang-undangan yang laws and regulations related to Bank operations.
berlaku terkait dengan operasional Bank.
6. Anggota Komite Audit dari Pihak Independen 6. Coming from Independent Parties who have
yang memiliki keahlian di bidang keuangan, expertise in finance, accounting, banking, or
akuntansi, perbankan, atau hukum apabila law andfulfilling the following criteria:
memenuhi kriteria sebagai berikut:
a. Memiliki pengetahuan di bidang keuangan, a. Having knowledge in finance, accounting,
akuntansi, perbankan, atau hukum banking, or law
b. Memiliki pengalaman kerja di bidang b. Have work experience in finance, accounting,
keuangan, akuntansi, perbankan, atau banking, or law for at least 5 (five) years.
hukum sedikitnya 5 (lima) tahun.
7. Setiap anggota Komite Audit wajib mempelajari 7. Studying Bank’s activities so that they have
kegiatan Bank sehingga memiliki pengetahuan adequate knowledge about the Bank’s
yang memadai tentang kegiatan Bank. activities.
8. Komite Audit harus melakukan orientasi 8. Conducting an orientation at the beginning
pada awal masa jabatan untuk memperoleh of their term of service to obtain an overview
gambaran operasional Bank serta ruang lingkup of the Bank’s operations and scope of work
kerja, dalam melaksanakan tanggung jawabnya in order to carry out their responsibilities
secara efektif. effectively.
9. Komite Audit mendapatkan pelatihan 9. Receiving periodic training during the term of
secara periodik selama kurun waktu jabatan service to improve their knowledge and skills.
untuk meningkatkan pengetahuan dan
keterampilannya.
Kualifikasi pendidikan dan pengalaman kerja Ketua The educational qualifications and work experience
dan Anggota Komite Audit adalah sebagai berikut. of the Chairperson and Members of the Audit
Committee are as follows.

Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit

Table of Audit Committee Education Qualification and Work Experience
Nama Jabatan Pendidikan Pengalaman Kerja

Name Position Education Work Experience
Yayat Sutaryat Ketua Merangkap • S1 IPPS Memiliki pengalaman kerja di bidang pemerintahan.
Anggota • S1 Hukum Having work experience in government.
Chairperson • S2 Administrasi Negara
concurrently as a • Bachelor IPPS
member • Bachelor of Law
• Master of State Administration
Farid Rahman Anggota • S1 Manajemen Memiliki pengalaman kerja di bidang perbankan.
Member • S2 Banking & Finance Having work experience in banking.
• Bachelor of Management
• Master of Banking & Finance
Mokhamad Anwar Anggota • S1 Manajemen Memiliki pengalaman kerja di bidang pendidikan
Member • S2 Finance dan perbankan.
• S3 Banking and Finance Having work experience in education and banking.
• Master of Finance
• Doctor of Banking and Finance
Wawan Hernawan Anggota • D3 Akuntansi Memiliki pengalaman kerja di bidang perbankan.
Member • S1 Manajemen Having work experience in banking.
• Diploma III Accounting
Independensi Komite Audit Audit Committee Independence
Persyaratan Independensi Komite Audit yang Below are the requirements of the Audit Committee
diatur dalam Pedoman dan Tata Tertib Kerja Independence regulated in Audit Committee Rules
Komite Audit, yaitu: and Guidelines.
1. Anggota Direksi dilarang menjadi anggota 1. Members of the Board of Directors are
Komite Audit prohibited to become Audit Committee.
2. Komisaris independen dan Pihak Independen 2. Independent Commissioners and Independent
yang menjadi anggota Komite paling kurang Parties as the committee members at least 51%
51% (lima puluh satu perseratus) dari jumlah (fifty-one percent) of the total members of the
anggota Komite Audit. Audit Committee.
3. Anggota Komite Audit tidak mempunyai 3. Audit Committee members have no affiliation
hubungan afiliasi dengan Bank, Dewan with the Bank, Board of Commissioners Board
Komisaris, Direksi, atau Rapat Umum Pemegang of Directors, or General Meeting of Shareholders
Saham (RUPS) (GMS).
4. Tidak memiliki hubungan usaha baik langsung 4. Audit Committee members have no business
maupun tidak langsung yang berkaitan dengan relations, direct or indirec, related to the Bank’s
kegiatan usaha Bank. business activities.
5. Bukan merupakan orang yang bekerja 5. Audit Committee members are not a person who
atau mempunyai wewenang dan tanggung works or have the authority and responsibility
jawab untuk merencanakan, memimpin, to plan, lead, control, or supervise the activities
mengendalikan, atau mengawasi kegiatan of the Issuer or Public Company within the
Emiten atau Perusahaan Publik tersebut last 6 (six) months except for Independent
dalam waktu 6 (enam) bulan terakhir, kecuali Commissioners.
Komisaris Independen.
6. Tidak mempunyai saham langsung maupun 6. Audit Committee members have no direct or
tidak langsung pada Emiten atau Perusahaan indirect shares in the Public Company.
Publik.

2020 Annual Report
7. Pihak Independen yang menjadi anggota 7. Independent Parties as Audit Committee

Komite Audit adalah pihak yang berada di refers to a partybeyond Bank circlewithout any
luar Bank yang tidak memiliki hubungan financial relationship, management connection,
keuangan, kepengurusan, kepemilikan saham, share ownership, and/or family relation with
dan/atau hubungan keluarga dengan Dewan the Board of Commissioners, Directors, and/or
Komisaris, Direksi, dan/atau Pemegang Saham Controlling Shareholders or anything that can
Pengendali atau hubungan dengan Bank yang influence his ability to act independently:
dapat mempengaruhi kemampuannya untuk
bertindak independen:
a. Yang dimaksud dengan Pemegang Saham a. What is meant by Controlling Shareholders
Pengendali adalah badan hukum, orang are legal entities, individuals and/or
perseorangan dan/atau kelompok usaha business groups as mentioned in Bank
sebagaimana dimaksud dalam ketentuan Indonesia guidelines concerning Fit and
Bank Indonesia mengenai Uji Kemampuan Proper Test of Commercial Banks. Included
dan Kepatutan (Fit and Proper Test) in the understanding of Bank Controlling
Bank Umum. Termasuk dalam pengertian Shareholders, it covers shareholders up to
Pemegang Saham Pengendali Bank adalah ultimate shareholders.
pemegang saham Bank sampai dengan
pengendali terakhir (ultimate shareholders)
Bank.
b. Hubungan keuangan yang dimaksud adalah b. Financial relationship means thatone
apabila seseorang menerima penghasilan, receives income, financial assistance, or
bantuan keuangan, atau mendapatkan loan from:
pinjaman dari:
i. Anggota Dewan Komisaris dan/atau i. Members of Board of Commissioners
anggota Direksi Bank. and/or Board of Directors of the Bank.
ii. Perusahaan yang Pemegang Saham ii. Companies with Controlling
Pengendalinya adalah anggota Dewan Shareholders as members of the Board
Komisaris, dan/atau anggota Direksi of Commissioners, and/or Board of
Bank. Directors of the Bank.
iii. Perusahaan yang Pemegang Saham iii. Companies with Bank Controlling
Pengendali Bank. Shareholders.
c. Hubungan kepengurusan adalah apabila c. Management relationship means that
seseorang menduduki posisi sebagai: someone occupies a position as:
i. Anggota Dewan Komisaris atau Direksi i. Members of Board of Commissioners or
pada perusahaan dimana anggota Directors in companies where members
Dewan Komisaris menjadi anggota of Board of Commissioners becoming
Dewan Komisaris dan/atau anggota Board of Commissioners and/or
Direksi. members of Board of Directors.
ii. Anggota Dewan Komisaris atau Direksi ii. Members of the Board of Commissioners
pada perusahaan yang Pemegang or Directors in companies whose
Saham Pengendalinya adalah anggota controlling shareholders are members
Dewan Komisaris dan/atau anggota of Board of Commissioners and/or
Direksi Bank. members of Board of Directors of the
Bank.
iii. Anggota Dewan Komisaris, Direksi, atau iii. Members of the Board of Commissioners,
Pejabat Eksekutif pada perusahaan Directors, or Executive officers in Bank
Pemegang Saham Pengendali Bank. Controlling Shareholder company.
d. Hubungan kepemilikan saham adalah d. Share ownership relationship refers to a
apabila seseorang menjadi pemegang person who becomes a shareholder in:
saham pada:

i. Perusahaan yang secara bersama-sama i. Companies that are mutually owned by

dimiliki oleh anggota Dewan Komisaris, members of the Board of Commissioners,
Direksi, dan/atau Pemegang Saham Directors and/or Bank Controlling
Pengendali Bank sehingga bersama- Shareholders so that they jointly become
sama menjadi Pemegang Saham Controlling Shareholders in the certain
Pengendali pada perusahaan tersebut; company; and or
dan/atau
ii. Perusahaan Pemegang Saham ii. Bank Controlling Shareholder Company.
Pengendali Bank.
e. Hubungan keluarga adalah memliki hubungan e. Family relationships refer to the connection
keluarga sampai dengan derajat kedua until second level both vertical and
baik hubungan vertikal maupun horizontal, horizontal relationships, including fathersin-
termasuk mertua, menantu dan ipar. law, sons-in-law and brother/sisters-inlaw.
Dalam hal Pemegang Saham Pengendali In Bank Controlling Shareholder as a legal

Bank berbentuk badan hukum, maka entity, the family relationship between
hubungan keluarga antara Komisaris the Independent Commissioner and Bank
Independen dengan Pemegang Saham Controlling Shareholder is seen from
Pengendali Bank dilihat dari hubungan affiliation between a person and Controlling
keluarga antara seseorang dengan Shareholder.
Pemegang Saham Pengendali dari badan
hukum yang merupakan Pemegang Saham
Pengendali Bank.
f. Hubungan dengan Bank yang dapat f. Relationships with Banks that can
menghalangi anggota Komite Audit dari hinder Audit Committee members to act
Pihak Independen tidak dapat bertindak independently including:
independen adalah:
i. Kepemilikan saham Bank dengan i. Ownership of Bank shares of more than
jumlah kepemilikan lebih dari 5% (lima 5% (five percent) of the Bank’s paid-up
perseratus) dari modal disetor Bank; capital;
ii. Menerima atau memberi penghasilan, ii. Receiving or giving income, financial
bantuan keuangan, atau pinjaman dari/ assistance, or loans from/to banks that
kepada Bank yang menyebabkan pihak cause the parties who give income,
yang memberi penghasilan, bantuan financial assistance or loans have the
keuangan atau pinjaman memiliki ability to influence (controlling influence)
kemampuan untuk mempengaruhi those who receive income, financial
(controlling influence) pihak yang assistance or loans such as:
menerima penghasilan, bantuan
keuangan atau pinjaman seperti:
• Pihak terafiliasi yakni pihak yang • Affiliated partieswho provide services
memberikan jasanya kepada Bank, to Bank including public accountants,
antara lain akuntan publik, penilai, assessments, consultants.
konsultan.
• Transaksi keuangan dengan Bank yang • Financial transactions with Bank that
dapat mempengaruhi kelangsungan can affect the business acquaintance
usaha Bank dan/atau pihak yang of Bank and/or parties conducting
melakukan transaksi keuangan, financial transactions, including
antara lain debitur inti, deposan inti, core debtors, core depositors, or
atau perusahaan yang sebagian besar companies, where most of the
sumber pendanaannya diperoleh dari funding sources are obtained from
Bank. the Bank.

2020 Annual Report
• Debitur inti, deposan inti adalah • Core debtors, core depositors

debitur inti, deposan inti sebagaimana are core debtors, core depositors
dimaksud dalam ketentuan Bank as referred to in Bank Indonesia
Indonesia mengenai Laporan Berkala provisions concerning Commercial
Bank Umum. Bank Periodic Reports.
• Menerima penghasilan dari Bank, • Receiving income from Bank except
kecuali penghasilan yang diterima for income received by members of
oleh anggota Komite Audit (Pihak the Audit Committee (Independent
Independen) karena jabatan Party) because of his dual position as
rangkapnya sebagai anggota Komite another Committee member at the
lainnya pada Bank yang sama. same Bank.
8. Anggota Komite Audit dari Pihak Independen 8. Members of Audit Committee from Independent
tidak merupakan: Parties must not constitute as follow.
a. Mantan anggota Direksi; atau a. The former member of the Board of
Directors; or
b. Pejabat Eksekutif Bank; atau b. Bank Executive officers; or
c. Pihak-pihak yang mempunyai hubungan c. Parties that have a relationship with Bank
dengan Bank yang dapat mempengaruhi that can affect their independence.
kemampuannya untuk bertindak
independen.
Kecuali; Except;
a. Pihak-pihak yang melakukan fungsi a. Parties performing supervisory functions
pengawasan antara lain direktur kepatuhan, include director of compliance, director of
direktur manajemen risiko, dan Pejabat risk management, and Executive officer in
Eksekutif yang membawahi unit kerja charge of supervisory work unit including
pengawasan, antara lain Pejabat Eksekutif the Executive officer in charge of internal
yang membidangi audit intern, kepatuhan, audit, compliance, and risk management.
dan manajemen risiko.
b. Telah menjalani masa tunggu (colling b. Having undergone a colling off period
off–tenggang waktu) antara berakhirnya between effective termination at the Bank,
jabatan secara efektif pada Bank, yaitu i.e. since effective date declared it stop
sejak tanggal efektif dinyatakan berhenti (writtendoc) as a member of the Board
secara tertulis sebagai anggota Direksi atau of Directors or an Executive officer or
Pejabat Eksekutif atau pihak-pihak lain yang other parties related to Bank with date
mempunyai hubungan dengan Bank, dengan of appointmentas a member of Audit
tanggal pengangkatan yang bersangkutan Committee from an Independent Party for 1
secara efektif sebagai anggota Komite (one) year.
Audit dari Pihak Independen) selama 1
(satu) tahun.
9. Anggota Komite Audit dari Pihak Independen 9. Members of the Audit Committee from an
dapat merangkap jabatan sebagai Pihak Independent Party may concurrently as
Independen anggota Komite lainnya pada Independent Members of other Committees at
Bank, dan/atau perusahaan lain sepanjang Bank, and/or other companies as long as they
yang bersangkutan: are able to fulfill the following:
a. Memenuhi seluruh kompetensi yang a. All required competencies
disyaratkan
b. Memenuhi kriteria independensi b. Independence criteria
c. Mampu menjaga rahasia Bank c. Bank secrecy
d. Memperhatikan kode etik yang berlaku d. Applicable code of ethics
e. Tidak mengabaikan pelaksanaan tugas dan e. Duties and responsibilities as a member of
tanggung jawab sebagai anggota Komite the Committee

Tabel Independensi Komite Audit

Table of Audit Committee Independence
Aspek Independensi Yayat Farid Mokhamad Wawan

Independence Aspects Sutaryat Rahman Anwar Hernawan
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan

Direksi
No financial relationship with the Board of Commissioners and
Directors
Tidak memiliki hubungan kepengurusan di perusahaan,

anak perusahaan, maupun perusahaan afiliasi
No management relationship in the company, its subsidiaries,
or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan

No share ownership relationship in the company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,

Direksi, dan/atau sesama anggota Komite Audit
No family relations with Board of Commissioners, and/or fellow
members of the Audit Committee
Tidak menjabat sebagai pengurus partai politik, pejabat dan

pemerintah
Do not serve as a manager of political parties, officials and
government
Rapat Komite Audit Audit Committee Meetings

Ketentuan mengenai rapat Komite Audit yang The provisions regarding Audit Committee
diatur dalam Pedoman dan Tata Tertib Kerja meetings set out in the Audit Committee Rules
Komite Audit yaitu: and Guidelines as follows:
A. Komite Audit sekurang-kurangnya mengadakan A. The Audit Committee held at least 1 (one)
rapat 1 (satu) kali dalam 1 (satu) bulan dan/atau meeting every 1 (one) month and/or according
disesuaikan dengan kebutuhan Bank. Rapat to the Bank’s needs. The meeting at least
sekurang-kurangnya membahas mengenai: discusses:
1) Pengawasan atas proses pelaporan 1) Supervision of the Bank’s financial reporting
keuangan Bank. process.
2) Penyeleksian, rekomendasi, penunjukkan 2) Selection, recommendation, appointment
serta mengawasi pekerjaan Auditor and supervising the work of the External
Eksternal. Auditor.
3) Evaluasi atas pemberian jasa non-audit 3) Evaluation of the provision of non-audit
yang diberikan pada auditor eksternal yang services provided to external auditors who
sedang melakukan audit. are conducting audits.
4) Pengawasan atas pengendalian internal 4) Supervision of internal control together
bersama-sama dengan Satuan Kerja Audit with the Internal Audit Unit.
Internal.
5) Pengawasan atas kepatuhan terhadap 5)
Supervision of compliance with Bank
Peraturan Bank Indonesia/Peraturan Indonesia Regulations/Financial Services
Otoritas Jasa Keuangan dan peraturan Authority Regulations and applicable
perundang-undangan yang berlaku laws and regulations together with the
bersama-sama dengan Satuan Kerja Compliance and Legal Unit.
Kepatuhan dan Hukum.
6) Evaluasi pengaduan dari pihak ketiga akan 6)
Evaluation of complaints from third
adanya dugaan fraud maupun perilaku tidak parties regarding allegations of fraud
terpuji dari segenap organisasi Bank. and disgraceful behavior from all Bank
organizations.

2020 Annual Report
7. Pelaksanaan tugas khusus yang diberikan 7) Implementation of special tasks assigned by

oleh Dewan Komisaris. the Board of Commissioners.
B. Rapat Komite Audit dapat mengambil B. Audit Committee Meeting can make a decision if
keputusan apabila sekurang-kurangnya dihadiri it is attended by at least 51% (fifty-one percent)
oleh 51% (lima puluh satu per seratus) dari of the total number of members including the
jumlah anggota termasuk seorang Komisaris Independent Commissioner and Independent
Independen dan Pihak Independen. Apabila Party. If the head of the Audit Committee
Ketua Komite Audit tidak dapat hadir, dimana cannot attend, which does not need to be
tidak perlu dibuktikan kepada pihak ketiga, proven to a third party, the Committee member
anggota Komite yang hadir memilih seorang present elects a member as chairperson of the
anggotanya sebagai pimpinan rapat. meeting.
C. Keputusan Rapat Komite Audit dilakukan C. The decision of the Audit Committee Meeting
berdasarkan musyarawah mufakat. is based on the consensus agreement.
D. Apabila dalam musyawarah tidak tercapai D. If the consensus agreement is not reached, the
kata mufakat, pengambilan keputusan dapat decision-making can be done by taking the
dilakukan dengan cara pengambilan suara most votes.
terbanyak.
E. Dalam kaitannya dengan pemungutan suara; E. In relation to voting:
1) Setiap anggota Komite Audit yang hadir 1) Each Audit Committee member hold 1 (one)
berhak mengeluarkan 1 (satu) suara. vote.
2) Dalam hal terdapat anggota Komite tidak 2) Whena committee member is unable to
dapat hadir, anggota yang tidak hadir attend, the absent member provides a power
tersebut memberikan surat kuasa kepada of attorney to one of Audit Committee
salah seorang anggota Komite Audit untuk member to vote. A Committee member can
memberikan suaranya. Seorang anggota only represent 1 (one) of another Committee.
Komite hanya dapat mewakili 1 (satu) orang
Komite lain dengan surat kuasa yang sah.
3) Pemungutan suara mengenai diri orang 3) Voting on oneself is carried out with a
dilakukan dengan surat suara tertutup tanpa closed ballot without a signature, whereas
tanda tangan, sedangkan pemungutan suara voting on other matters is done verbally
mengenai hal-hal lain dilakukan dengan lisan unless based on the Chairperson of Meeting
kecuali Ketua Rapat memutuskan lain tanpa decision without any objections from
ada keberatan dari peserta rapat Komite other participants ofthe Audit Committee
Audit. meeting.
4) Suara blanko (kosong) dan suara yang 4) Blank votes and invalid votes are considered
dianggap tidak sah dianggap tidak ada non-existent (not counted) in determining
serta tidak dihitung dalam menentukan the number of votes cast.
jumlah suara yang dikeluarkan.
F. Komite Audit dapat meminta manajemen atau F. Audit Committee may ask the Bank’s
Pegawai Bank atau pihak lain untuk menghadiri management or employees or other parties
rapat/pertemuan dan memberikan informasi to attend meetings and provide necessary
yang diperlukan terkait dengan materi rapat information related to the Committee meeting
Komite, melalui Komisaris. material through the Commissioners.
G. Hasil rapat Komite Audit wajib dituangkan G. Results of the Audit Committee meeting must
dalam risalah rapat dan didokumentasikan be reported in the minutes of the meeting and
dengan baik. properly documented.
H. Perbedaan pendapat (disenting opinions) yang H. Dissenting opinions that occur in Committee
terjadi dalam rapat Komite wajib dicantumkan meetings must be clearly stated in the minutes
secara jelas dalam risalah rapat beserta alasan of the meeting along with reasons of the
perbedaan pendapat tersebut. dissenting opinions.

I. Kesekretariatan Dewan Komisaris berkewajiban I. Secretariat of Board of Commissioners is

untuk menyiapkan dan mendokumentasikan obliged to prepare and document minutes of
risalah rapat Komite. Committee meetings.
AGENDA RAPAT KOMITE AUDIT AGENDA OF COMMITTEE AUDIT MEETING

Sepanjang tahun 2020, tanggal pelaksanaan, Throughout 2020, the implementation of meeting
Agenda rapat dan Peserta rapat Komite Audit, agenda and Audit Committee meeting Participants,
sebagai berikut. are as follows.
Tabel Agenda Rapat Komite Audit

Table of Agenda of Committee Audit Meeting
Tanggal Peserta Rapat

No. Agenda Agenda
Date Participants
1. 05 Februari 2020 1. Pembahasan Penunjukan 1. Discussion on the Appointment • Yayat Sutaryat

February 05, 2020 kantor Akuntan Publik untuk of a Public Accountant Office • Farid Rahman
Audit Penjatahan dan Biaya to Audit Allotment and • Mokhamad Anwar
Emisi Penawaran Umum Issuance Costs of Continuous • Wawan Hernawan
Berkelanjutan II (PUB II) Public Offering II (PUB II)
Obligasi Subordinasi bank bjb Subordinated Bonds of bank
Tahap I. bjb Phase I.
2. Pembahasan Penunjukan 2. Discussion on the appointment
Kantor Akuntan Publik untuk of a public accounting firm
melakukan Audit terhadap to conduct an audit of the
Pengelolaan Dana CSR. management of CSR funds.
3. Pembahasan Laporan Kegiatan 3. Discussion on Audit Committee
Komite Audit TW IV dan Activity Reports for Quarter IV
Tahunan 2019. and 2019 Annual Report.
4. Pembahasan Program Kerja 4. Discussion of the 2020 Audit
Komite Audit Tahun 2020. Committee Work Program.
2. 18 Februari 2020 1. Pembahasan Pemenuhan 1. Discussion on the fulfillment • Yayat Sutaryat

February 18, 2020 Komitmen Tindaklanjut atas of follow-up commitments on • Farid Rahman
Hasil Audit Internal dan Hasil the results of the internal audit • Mokhamad Anwar
Pemeriksaan Otoritas Jasa and the results of the audits of • Wawan Hernawan
Keuangan (OJK). the Financial Services Authority
(OJK).
2. Pembahasan Rencana Kerja 2. Discussion of the 2020 Internal
Audit Internal Tahun 2020. Audit Work Plan.
3. Pembahasan Evaluasi Hasil 3. Discussion on the Evaluation
Audit Internal Triwulan IV of Internal Audit Results for
Tahun 2019. Quarter IV 2019.
4. Pembahasan Penunjukan 4. Discussion on the appointment
Kantor Akuntan Publik of a public accounting firm to
untuk melakukan Kaji Ulang conduct a review of the SKAI
Terhadap Kinerja SKAI. performance.
3. 28 Februari 2020 Pembahasan Publikasi Laporan Discussion on Financial Report • Yayat Sutaryat
February 28, 2020 Keuangan Periode 31 Desember Publications for the Period of • Farid Rahman
2019. December 31, 2019. • Mokhamad Anwar
• Wawan Hernawan
4. 21 April 2020 Pembahasan Penunjukan Kantor Discussion on the Appointment of • Yayat Sutaryat
April 21, 2020 Akuntan Publik (KAP) Kaji Ulang a Public Accounting Firm (KAP) • Farid Rahman
(review) Penerapan Fungsi Satuan Review of the Implementation • Mokhamad Anwar
Kerja Audit Internal (SKAI) tahun of the Internal Audit Work Unit • Wawan Hernawan
2020 (SKAI) in 2020
5. 27 April 2020 1. Pembahasan Publikasi 1. Discussion on Financial Report • Yayat Sutaryat

April 27, 2020 Laporan Keuangan Periode 31 Publications for the Period of • Farid Rahman
Desember 2019. December 31, 2019. • Mokhamad Anwar
2. Pembahasan Laporan Kegiatan 2. Discussion on the Audit • Wawan Hernawan
Komite Audit Triwulan I Tahun Committee Activity Report for
2020. Quarter I of 2020.

2020 Annual Report

No. Agenda Agenda
Date Participants
6. 16 Juni 2020 1. Pembahasan Pemenuhan 1. Discussion on the fulfillment • Yayat Sutaryat

June 16, 2020 Komitmen Tindaklanjut atas of follow-up commitments on • Farid Rahman
Temuan Audit Internal dan the findings of Internal Audit • Mokhamad Anwar
OJK. and FSA. • Wawan Hernawan
2. Pembahasan Evaluasi Hasil 2. Discussion on the Evaluation • Satuan Kerja Audit
Audit Internal Triwulan I tahun of Internal Audit Results for Internal
2020 Quarter I 2020 • Divisi Kepatuhan &
APU PPT
7. 30 Juni 2020 Pembahasan Evaluasi Pelaksanaan Discussion on the Evaluation of • Yayat Sutaryat
June 30, 2020 Audit laporan keuangan bank bjb the Implementation of the Audit • Farid Rahman
tahun 2019 oleh KAP of the 2019 bank bjb financial • Mokhamad Anwar
statements by KAP • Wawan Hernawan
8. 07 Juli 2020 Pembahasan Evaluasi atas Discussion on the evaluation of • Yayat Sutaryat
July 07, 2020 Pelaksanaan audit oleh KAP the implementation of audits by • Farid Rahman
terhadap Laporan Keuangan KAP on the Financial Statements • Mokhamad Anwar
DPLK bank bjb Tahun Buku 2019. of bank bjb DPLK for the 2019 • Wawan Hernawan
Financial Year.
9. 28 Juli 2020 Pembahasan Laporan Keungan Discussion on Published Financial • Yayat Sutaryat
July 28, 2020 Publikasi Periode 30 Juni 2020 Reports for the Period ofJune 30, • Farid Rahman
2020 • Mokhamad Anwar
• Wawan Hernawan
10. 08 September 2020 1. Pembahasan Evaluasi Hasil 1. Discussion on the Evaluation of • Yayat Sutaryat
Audit Satuan Kerja Audit the Audit Results of the Internal • Farid Rahman
Internal TW II tahun 2020. Audit Work Unit for Q II 2020. • Mokhamad Anwar
2. Pembahasan Progress 2. Discussion on the Follow-up • Wawan Hernawan
Tindaklanjut Hasil Audit Progress on the Results of
Internal dan OJK. Internal Audit and FSA.
3. Pembahasan Penunjukan 3. Discussion on the Appointment
Kantor Akuntan Publik untuk of a Public Accounting Firm to
Audit Laporan Keuangan DPLK Audit the 2020 DPLK Financial
Tahun 2020. Statements.
4. Pembahasan Laporan Kegiatan 4. Discussion on the Audit
Komite Audit Triwulan II 2020. Committee Activity Report for
Quarter II 2020.
11. 26 Oktober 2020 Pembahasan Laporan Keuangan Discussion on Bank bjb Published • Yayat Sutaryat
October 27, 2020 Publikasi bank bjb periode 30 Financial Reports for the period • Farid Rahman
September 2020. September 30, 2020. • Mokhamad Anwar
• Wawan Hernawan
12 11 November 2020 1. Pembahasan Evaluasi Hasil 1. Discussion on the Evaluation of • Yayat Sutaryat
Audit Internal Periode Triwulan Internal Audit Results for the • Farid Rahman
III Tahun 2020. Third Quarter of 2020. • Mokhamad Anwar
2. Pembahasan Tindaklanjut Hasil 2. Discussion of Follow-up • Wawan Hernawan
Audit Internal dan Eksternal. Results of Internal and External
Audit.
13. 24 November 2020 1. Pembahasan Penunjukan 1. Discussion on the Appointment • Yayat Sutaryat
Kantor Akuntan Publik of a Public Accounting Firm • Farid Rahman
(KAP) untuk Audit Laporan (KAP) to Audit the Financial • Mokhamad Anwar
Keuangan Tahun 2020. Statements of 2020. • Wawan Hernawan
2. Pembahasan Penunjukan 2. Discussion on the Appointment
Kantor Akuntan Publik (KAP) of a Public Accountant Firm
untuk Audit Penjatahan & (KAP) to Audit Allotment &
Biaya Emisi Penawaran Umum Issuance Costs of Continuous
Berkelanjutan II (PUB II) Public Offering II (PUB II)
Obligasi Subordinasi bank bjb Subordinated Bonds of bank
Tahap II. bjb Phase II.

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT FREQUENCY AND ATTENDANCE OF AUDIT

KOMITE AUDIT COMMITTEE MEETINGS
Selama tahun 2020, Komite Audit telah During 2019, the Audit Committee held 13
melaksanakan rapat sebanyak 13 (tiga belas) kali. (thirteen) meetings. The frequency and level
Adapun frekuensi dan tingkat kehadiran masing- of attendance of each member of the Audit
masing anggota Komite Audit adalah sebagai Committee are as follows.
berikut.
Tabel Tingkat Kehadiran Rapat Komite Audit

Table of Attendance Level on Audit Committee Meeting
Rapat Komite Audit

Audit Committee Meeting
Jumlah dan Persentase Kehadiran

Nama Jabatan
The Number and Attendance Percentage
Name Position
Jumlah Rapat Jumlah Kehadiran
Persentase
Number of Number of
Percentage
Meetings Attendance
Yayat Sutaryat Ketua Merangkap Anggota 13 13 100%

Chairperson concurrently as a member
Farid Rahman Anggota 13 13 100%
Member
Mokhamad Anwar Anggota 13 13 100%
Member
Wawan Hernawan Anggota 13 13 100%
Member
Program Peningkatan Kompetensi Program to Enhance Audit Committee

Komite Audit Competency
Program peningkatan kompetensi Komite Audit Program to enhance Audit Committee competency
telah disajikan pada Bab Profil Perusahaan dalam has been presented in the Corporate Profile
Laporan Tahunan ini. Chapter in this Annual Report.
Laporan Singkat Pelaksanaan Kegiatan Brief Report on The Implementation of The

Komite Audit Tahun 2020 Activities of The Audit Committee Year
2020
Selama tahun 2020 Komite Audit telah During 2020 the Audit Committee carried out a
melaksanakan serangkaian kegiatan berdasarkan series of activities based on the guidelines and
pedoman dan tata tertib kerja serta program work procedures and work programs that had
kerja yang telah ditetapkan, adapun berdasarkan been determined, while based on the results of
hasil evaluasi dan pemantauan yang dilakukan the evaluation and monitoring carried out, the
diperoleh kesimpulan diantaranya adalah: conclusions are:
1. Satuan Kerja Audit Internal (SKAI) telah 1. The Internal Audit Unit (SKAI) prepared a risk-
menyusun rencana kerja berdasarkan risiko based work plan.
(risk based).
2. Pelaksanaan kegiatan audit oleh Satuan Kerja 2. The implementation of audit activities by the
Audit Internal (SKAI) telah sesuai dengan Internal Audit Unit (SKAI) was in accordance
rencana kerja audit dimana setiap pelaksanaan with the audit work plan where every audit
audit dan pelaporan yang dilakukan oleh SKAI and reporting carried out by the Internal Audit
telah sesuai dengan kebijakan audit internal. Unit was in accordance with the internal audit
policy.

2020 Annual Report
3. Komite Audit melakukan review terhadap draft 3. The Audit Committee reviewed the draft bank
laporan keuangan publikasi bank bjb setiap bjb published financial reports on a quarterly
triwulanan. basis.
4. Komite Audit telah melakukan review terhadap 4. The Audit Committee reviewed the Public
Kantor Akuntan Publik (KAP) dan memberikan Accounting Firm (KAP) and provided
rekomendasi penunjukan KAP kepada Dewan recommendations for the appointment of a
Komisaris untuk melakukan audit laporan KAP to the Board of Commissioners to audit
keuangan Tahun Buku 2020, review KAP untuk the financial statements for the 2020 Financial
pemeriksaan Laporan Portofolio Investasi Dana Year, a review of KAP for examination of the
Pensiun Tahun Buku 2020 dan review KAP Pension Fund Investment Portfolio Report for
untuk pemeriksaan Dana CSR bank bjb Tahun Financial Year 2020 and a review of KAP for
2019. examination of CSR Funds bank bjb Year 2019.
5. Komite Audit melakukan evaluasi atas 5. The Audit Committee evaluated the
efektivitas pelaksanaan audit eksternal effectiveness of the implementation of external
termasuk penelaahan independensi dan audits including reviewing the independence
objektivitas auditor eksternal serta penelaahan and objectivity of the external auditors as
kecukupan pemeriksaan yang dilakukan well as reviewing the adequacy of the audits
untuk memastikan semua risiko yang penting carried out to ensure that all important risks
telah dipertimbangkan, pelaksanaan evaluasi had been considered, the implementation
kesesuaian pelaksanaan audit oleh kantor of the appropriateness evaluation of audit
akuntan publik berdasarkan Peraturan Otoritas implementation by the public accounting
Jasa Keuangan No. 13/POJK.03/2017. Dari hasil firm based on Financial Services Authority
pemantauan dan evaluasi Komite Audit, kantor Regulation No. 13/POJK.03/2017. From the
akuntan publik telah melaksanakan sesuai results of monitoring and evaluation of the
dengan Standar Audit yang berlaku. Audit Committee, the public accounting
firm had implemented it in accordance with
applicable auditing standards.
6. Komite Audit melakukan evaluasi terhadap 6. The audit committee evaluated the follow-
tindaklanjut pemenuhan komitmen atas up fulfillment of commitments on the results
hasil pemeriksaan pihak eksternal (OJK) of external party inspection (FSA) to ensure
guna memastikan bahwa setiap temuan that any findings from external party (FSA)
hasil pemeriksaan pihak eksternal (OJK) examinations have been followed up, and based
telah di tindaklanjuti, dan berdasarkan hasil on monitoring results, bank bjb has periodically
pemantauan, bank bjb secara periodik telah reported the follow-up of any findings to FSA.
melaporkan tindaklanjut dari setiap temuan
kepada OJK.
Komite Nominasi dan Remunerasi Committee of Nomination

and Remuneration
Komite Nominasi dan Remunerasi merupakan The Nomination and Remuneration Committee is
salah satu alat kelengkapan Dewan Komisaris one of the tools of the Board of Commissioners
yang berfungsi untuk membantu Dewan Komisaris that functions to assist them in carrying out
dalam melaksanakan fungsi dan tugasnya di bidang their functions and duties in the fields related
yang berkaitan dengan nominasi dan remunerasi to nomination and remuneration for members
terhadap anggota Direksi dan Dewan Komisaris. of the Board of Directors and the Board of
Peraturan Bank Indonesia/Peraturan Otoritas Jasa Commissioners. Bank Indonesia Regulations/
Keuangan mewajibkan bank untuk membentuk Financial Services Authority Regulations require
Komite Nominasi dan Remunerasi sebagai banks to establish a Nomination and Remuneration
penerapan good corporate governance sehingga Committee as the application of good corporate

bank dapat dikelola berlandaskan prinsip-prinsip governance so that banks can be managed based
keterbukaan, akuntabilitas, pertanggungjawaban, on the principles of openness, accountability,
independensi dan kewajaran sehingga pengelolaan responsibility, independence, and fairness so that
bank dapat dipertanggungjawabkan. their management can be accounted for.
Dasar Pembentukan Komite Nominasi Legal Basis of The Nomination

dan Remunerasi and Remuneration Committee
Komite Nominasi dan Remunerasi Perseroan The Company’s Nomination and Remuneration
dibentuk berdasarkan: Committee is formed to refer to the following.
1. Peraturan Otoritas Jasa Keuangan nomor 34/ 1. Financial Services Authority Regulation number
POJK.04/2014 tanggal 08 Desember 2014 34/POJK.04/2014 dated December 8th, 2014,
tentang Komite Nominasi dan Remunerasi concerning the Nomination and Remuneration
Emiten atau Perusahaan Publik Committee of Public Companies
2. Peraturan Otoritas Jasa Keuangan nomor 2. Financial Services Authority Regulation number
55/POJK.03/2016 tanggal 9 Desember 2016 55/POJK.03/2016 dated December 9th, 2016
tentang Penerapan Tata Kelola bagi Bank concerning Application of Governance for
Umum. Commercial Banks.
3. Surat Keputusan Dewan Komisaris PT Bank 3. Decree of the Board of Commissioners of PT
Pembangunan Daerah Jawa Barat dan Banten, Bank Pembangunan Daerah Jawa Barat and
Tbk. Nomor 02/SK/DK/2016 tanggal 04 Banten, Tbk. Number 02/SK/DK/2016 dated
Februari 2016 tentang Pembentukan Komite February 4th, 2016, concerning the Formation of
Nominasi dan Remunerasi. the Nomination and Remuneration Committee.
SK/DK/2019 tanggal 30 Juli 2019 tentang 07/SK/DK/2019 dated July 30, 2019 concerning
Pembagian Tugas dan Pelaksanaan Jadwal the Distribution of Duties and Implementation
Kegiatan Dewan Komisaris serta Komite- of the Schedule of Activities for the Board of
komite. Commissioners and Committees.
Pembagian Tugas dan Pelaksanaan Jadwal 2020 concerning the Distribution of Duties and
Kegiatan Dewan Komisaris serta Komite- Implementation of the Schedule of Activities for
komite. the Board of Commissioners and Committees.
Pedoman dan Tata Tertib Kerja Komite Nomination and Remuneration Committee
Nominasi dan Remunerasi Guidelines and Charter
Agar Komite Nominasi dan Remunerasi dapat In order for the Nomination and Remuneration
bekerja secara efektif, maka Komite Nominasi dan Committee to work effectively, the Nomination
Remunerasi harus mempunyai suatu pedoman and Remuneration Committee had to have a
yang mengatur secara jelas peran dan tanggung guideline that clearly regulates the roles and
jawab komite dan lingkup kerjanya, yang responsibilities of the committee and its scope of
ditetapkan atas keputusan rapat Dewan Komisaris work, which was determined by the decision of the
bank bjb. Pedoman kerja dan Tata Tertib Kerja bank bjb Board of Commissioners meeting. The
Komite Nominasi dan Remunerasi diatur dalam work guidelines and work rules of the Nomination
Surat Keputusan Dewan Komisaris bank bjb and Remuneration Committee were stipulated in
Nomor 13/SK/DK/2019 tanggal 04 Desember 2019 the Decree of the Board of Commissioners of bank
yang telah diubah dan ditetapkan dengan Surat bjb Number 13/SK/DK/2019 dated December 4,
Keputusan Dewan Komisaris bank bjb nomor 06/ 2019 which had been amended and stipulated by

2020 Annual Report
SK/DK/2020 tanggal 14 Oktober 2020 tentang the Decree of the Board of Commissioners of bank
Pedoman dan Tata Tertib Kerja Komite Nominasi bjb number 06/SK/DK/2020 October 14, 2020
dan Remunerasi. concerning the Nomination and Remuneration
Committee Charter and Code of Conduct.
Tugas dan Tanggung Jawab Komite Duties and Responsibilities of The

Nominasi Dan Remunerasi Nomination and Remuneration Committee
Berdasarkan Pedoman dan Tata Tertib Kerja Komite Based on the Nomination and Remuneration
Nominasi dan Remunerasi nomor 06/SK/DK/2020 Committee Charter number 06/SK/DK/2020
tanggal 14 Oktober 2020, Komite Nominasi dan dated October 14, 2020, the Nomination and
Remunerasi memiliki Tugas, Tanggung Jawab, Remuneration Committee owned the following
Wewenang dan Standar Etika Sebagai berikut: Duties, Responsibilities, Authorities and Ethical
Standards:
Tugas dan Tanggung Jawab Duties and responsibilities

1. Komite Nominasi dan Remunerasi memiliki 1. The Nomination and Remuneration Committee
tugas dan tanggung jawab untuk menyusun has the duty and responsibility to prepare
dan melaksanakan rencana kerja tahunan and implement the annual work plan of the
Komite Nominasi dan Remunerasi sesuai Nomination and Remuneration Committee in
arahan Dewan Komisaris dan ketentuan yang accordance with the direction of the Board of
berlaku di Bank. Commissioners and the applicable provisions
in the Bank.
2. Komite Nominasi dan Remunerasi bertanggung 2. The Nomination and Remuneration Committee
jawab kepada Dewan Komisaris is responsible to the Board of Commissioners
3. Komite Nominasi dan Remunerasi wajib 3. The Nomination and Remuneration Committee
bertindak independen dalam melaksanakan must act independently in carrying out its
tugasnya. duties.
A. Tugas yang terkait dengan Nominasi, yaitu: A. Tasks related to Nominations, namely:
1. Memberikan rekomendasi pemberhentian, 1. Provide recommendations for dismissal,
pengisian, dan penggantian Pengurus untuk filling and replacement of Management
disampaikan atas nama Dewan Komisaris to be submitted on behalf of the Board of
kepada RUPS. Commissioners to the GMS.
2. Memberikan rekomendasi mengenai 2. Provide recommendations regarding the
komposisi jabatan anggota Direksi dan/atau composition of positions of members of the
anggota Dewan Komisaris. Board of Directors and/or members of the
3. Memberikan usulan yang memenuhi syarat 3. Provide proposals that met the requirements
sebagai anggota Dewan Komisaris dan/atau as members of the Board of Commissioners
anggota Direksi kepada Dewan Komisaris and/or members of the Board of Directors
untuk disampaikan kepada RUPS. to the Board of Commissioners to be
submitted to the GMS.
4. Menyusun dan memberikan rekomendasi 4. Compile and provide recommendations
mengenai sistem dan prosedur pemilihan regarding systems and procedures for
dan/atau penggantian anggota Pengurus selecting and/or replacing members of the
kepada Dewan Komisaris untuk disampaikan Management to the Board of Commissioners
kepada RUPS. Sistem dan prosedur to be submitted to the GMS. The system and
pemilihan dan/atau penggantian anggota procedure for selecting and/or replacing

Pengurus dituangkan dalam Pedoman members of the Management is outlined

Nominasi sebagaimana terlampir yang in the Nomination Guidelines as attached
merupakan bagian yang tidak terpisah which is an integral part of the Nomination
dari Pedoman dan Tata Tertib Kerja Komite and Remuneration Committee Charter and
Nominasi dan Remunerasi Code of Conduct.
5. Memberikan rekomendasi mengenai Pihak 5. Provide recommendations regarding
Independen yang akan menjadi calon Independent Parties who will become
anggota Komite kepada Dewan Komisaris. candidates for Committee members to the
6. Memberikan rekomendasi kepada Dewan 6. Provide recommendations to the Board
Komisaris mengenai kebijakan evaluasi of Commissioners regarding performance
kinerja bagi anggota Direksi dan/atau evaluation policies for members of the
anggota Dewan Komisaris. Board of Directors and/or members of the
7. Membantu Dewan Komisaris melakukan 7. Assist the Board of Commissioners in
penilaian kinerja anggota Direksi dan/atau assessing the performance of members of
anggota Dewan Komisaris berdasarkan the Board of Directors and/or members
tolak ukur yang telah disusun sebagai bahan of the Board of Commissioners based on
evaluasi. benchmarks that have been prepared as
evaluation materials.
8. Memberikan rekomendasi mengenai 8. Provide recommendations regarding
program pengembangan kemampuan capacity building programs for members of
anggota Direksi dan/atau anggota Dewan the Board of Directors and/or members of
Komisaris. the Board of Commissioners.
B. Tugas yang terkait dengan Remunerasi, yaitu: B. Duties related to Remuneration, namely:
1) Mempelajari ketentuan dan peraturan 1) Studying the rules and regulations that
perundang-undangan yang berlaku dalam apply in the remuneration policy, the
kebijakan remunerasi, penetapan fasilitas determination of facilities and other
dan tunjangan lainnya. benefits.
2) Memberikan rekomendasi kepada Dewan 2) Provide recommendations to the Board of
Komisaris mengenai: Commissioners regarding:
a. Struktur remunerasi a. Remuneration structure
b. Kebijakan atas remunerasi b. Policy on remuneration
c. Besaran atas remunerasi c. The amount of remuneration
3) Penyusunan struktur, kebijakan, dan besaran 3) Preparation of the structure, policy and
remunerasi sebagaimana yang dimaksud amount of remuneration as referred to in
pada angka 2) harus memperhatikan: number 2) must pay attention to:
a. Remunerasi yang berlaku pada a. Remuneration that applies to the
industri sesuai dengan kegiatan usaha industry is in accordance with the
perusahaan sejenis dan skala usaha business activities of similar companies
perusahaan dalam industri. and the business scale of the company
in the industry.
b. Tugas, tanggung jawab, dan wewenang b. The duties, responsibilities, and
anggota Direksi dan/atau anggota Dewan authority of members of the Board
Komisaris dikaitkan dengan pencapaian of Directors and/or members of the
tujuan dan kinerja perusahaan. Board of Commissioners related to
the achievement of the goals and
performance of the company.

2020 Annual Report
c. Target kinerja atau kinerja masing– c. Performance targets or the performance

masing anggota Direksi dan/atau of each member of the Board of
anggota Dewan Komisaris. Directors and/or members of the Board
of Commissioners.
4) Membantu Dewan Komisaris melakukan 4) Assisting the Board of Commissioners in
penilaian kinerja dengan kesesuaian evaluating performance according to the
remunerasi yang diterima masing – masing remuneration received by each member of
Komisaris the Board of Commissioners.
5) Mengevaluasi struktur, kebijakan, dan 5) Evaluate the structure, policies and
besaran remunerasi yang berlaku pada Bank remuneration amount applicable to the
paling kurang 1 (satu) tahun sekali Bank at least once a year
6) Memberikan rekomendasi kepada Dewan 6) Provide recommendations to the Board of
Komisaris mengenai: Commissioners regarding:
a. Kebijakan remunerasi berupa gaji, a. Remuneration policy in the form of
fasilitas dan tunjangan lainnya bagi salary, facilities and other benefits for the
Dewan Komisaris dan Direksi untuk Board of Commissioners and Directors
disampaikan kepada RUPS. submitted to the GMS.
b. Kebijakan remunerasi bagi pejabat b. Remuneration policy for executive
eksekutif dan pegawai secara officers and employees as a whol
keseluruhan untuk disampaikan kepada submitted to the Directors through the
Direksi melalui Dewan Komisaris. Board of Commissioners.
7) Rekomendasi sebagaimana dimaksud 7) Recommendations as referred to in number
dalam angka 6) disampaikan dengan 6) are submitted with regard to performance,
memperhatikan kinerja, risiko, kewajaran risk, fairness with peer groups, targets,
dengan peer group, sasaran, strategi jangka Bank’s long-term strategy, fulfillment of
panjang Bank, pemenuhan cadangan reserves as regulated in applicable laws and
sebagaimana diatur dalam peraturan regulations.
perundang-undangan yang berlaku;
8) Membantu Dewan Komisaris melakukan 8) Assisting the Board of Commissioners in
penilaian kinerja dengan kesesuaian evaluating performance according to the
remunerasi yang diterima masing-masing remuneration received by each member of
9) Memberikan rekomendasi kepada Dewan 9) Providing recommendations to the Board of
Komisaris atas kebijakan remunerasi Commissioners on the overall remuneration
pegawai Bank secara keseluruhan untuk policy for Bank employees to be submitted
disampaikan kepada Direksi. to the Directors.
10) Memastikan bahwa kebijakan remunerasi 10) Ensuring that the remuneration policy
telah sesuai dengan ketentuan complies with the provisions.
C. Evaluasi Kinerja Dewan Komisaris dan Direksi C. Performance Evaluation of the Board
of Commissioners and Directors
1. Tugas dan Tanggung Jawab Dewan 1. The Duties and Responsibilities of the Board
Komisaris. of Commissioners.
a. Dewan Komisaris wajib melaksanakan a. The Board of Commissioners must carry
tugas dan tanggung jawab secara out their duties and responsibilities
independen. independently.

b. Dewan Komisaris wajib melaksanakan b. The Board of Commissioners must

pengawasan terhadap pelaksanaan supervise the performance of the duties
tugas dan tanggung jawab Direksi serta and responsibilities of the Board of
memberikan nasihat kepada Direksi. Directors and provide advice to the
Board of Directors.
c. Dalam melaksanakan pengawasan c. The Board of Commissioners must
tersebut, Dewan Komisaris wajib direct, monitor and evaluate the
mengarahkan, memantau dan implementation of the Bank’s strategic
mengevaluasi pelaksanaan kebijakan policiesin carrying out this supervision.
strategis Bank.
2. Indikator Penilaian Dewan Komisaris 2. Assessment Indicators of Board of
Commissioners
a. Penilaian kinerja Dewan Komisaris a. The performance appraisal of the Board
dilakukan 1 (satu) kali dalam satu tahun of Commissioners was carried out 1
setiap akhir tahun buku baik secara (once) a year at the end of each financial
kolektif kolegial maupun individu. year, both collectively and individually.
b. Penilaian kinerja menjadi dasar b. Performance appraisal was the basis for
pertimbangan dalam pemberian consideration in providing remuneration,
remunerasi khususnya tantiem especially bonuses
c. Indikator dan bobot penilaian kinerja c. Indicators and performance appraisal
Dewan Komisaris. weight for the Board of Commissioners.
1. Tugas dan Tanggung Jawab Direksi 1. The Duties and Responsibilities of Directors
Direksi bertugas menjalankan dan The Board of Directors has the duty to
bertanggung jawab atas pengurusan run and is responsible for managing the
Perusahaan untuk kepentingan perusahaan Company for the benefit of the company in
sesuai dengan maksud dan tujuan accordance with the aims and objectives of
perusahaan. the company.
2. Penilaian Kinerja Direksi 2. Assessment Indicators of Board of Directors
a. Penilaian kinerja Direksi dilakukan 1 a. The performance appraisal of the Board
(satu) kali dalam satu tahun setiap akhir of Directors was carried out 1 (one) time
tahun buku baik secara kolektif kolegial in a year at the end of the financial year,
maupun individu. both collectively and individually.
b. Penilaian kinerja menjadi dasar b. Performance appraisal was the basis for
pertimbangan dalam pemberian consideration in providing remuneration,
remunerasi khususnya tantiem especially bonuses
c. Indikator dan bobot penilaian kinerja c. Performance assessment indicators and
Direksi. weights for the Board of Directors.
d. Untuk penilaian kinerja Direksi secara d. To assess the performance of the Board
individual disamping menggunakan of Directors individually, besides using
parameter sebagaimana tabel di atas, the parameters as in the table above, the
dapat juga menggunakan hasil balance results of the balance scorecard from
scorecard dari masing-masing Direktorat each Directorate could also be used as
sebagai referansi penilaian terhadap a reference for the assessment of the
efektivitas pelaksanaan tugas dan effectiveness of the implementation of
tanggung jawab masing-masing Direktur the duties and responsibilities of each
terhadap Direktoratnya. Director towards the Directorate.
e. Parameter lainnya sesuai dengan kondisi e. Other parameters were in accordance
tertentu dan ketentuan yang berlaku. with certain conditions and applicable
conditions.

2020 Annual Report
D. Struktur Remunerasi D. Remuneration Structure

Berdasarkan keputusan Rapat Umum Based on the decision of the General Meeting
Pemegang Saham, struktur remunerasi Dewan of Shareholders, the remuneration structure
Komisaris dan Direksi adalah: of the Board of Commissioners and Directors
include the following.
1. Gaji 1. Salary
2. Tantiem 2. Percentage share of profit (Tantieme)
3. Fasilitas kendaraan 3. Vehicle facilities
4. Tunjangan pajak 4. Tax benefits
5. Tunjangan Hari Raya (THR) 5. Holiday Allowance (THR)
6. Tunjangan Hari Tua 6. Old-Age Benefits
7. Tunjangan Pakaian Dinas 7. Service Clothes Benefits
8. Uang Penghargaan 8. Award Money
9. Honorarium Rapat 9. Meeting Honorarium
10. Perjalanan Dinas 10. Official Travel
11. Manfaat Pensiun 11. Retirement/Pension Benefits
12. Asuransi Jabatan 12. Job Insurance
13. Biaya Pendidikan dan Pelatihan 13. Education and Training Costs
14. Fasilitas Kesehatan dan Medical Check Up 14. Health and Medical Check-Up Facilities
15. Fasilitas Rumah Dinas dan penginapan 15. Official House and lodging facilities\
16. Fasilitas Komunikasi 16. Communication Facilities
17. Insentif Prestasi Kerja 17. Work Performance Incentives
Pembagian remunerasi berdasarkan penilaian The distribution of remuneration based on the

kinerja Pengurus dikenakan pada Tantiem dan performance evaluation of the Management
Insentif Prestasi Kerja (IPK). is subject to Tantiem and Incentives based on
Working Performance.
E. Dalam hal pelaksanaan tata kelola dana E. In terms of implementing retirement

pensiun, Komite Nominasi dan Remunerasi fund governance, the Nomination and
bertugas sebagai: Remuneration Committee has the duty as:
a) Fasilitator bagi Dewan Pengawas dalam a) Facilitator of the Board of Trustees in
membantu Pendiri untuk menetapkan assisting the Founder to set criteria and
kriteria dan memilih calon Dewan Pengawas select candidates for the Supervisory Board
atau Pelaksana Tugas Pengurus. or Management task executors.
b) Fasilitator bagi Dewan Pengawas dalam b) Facilitator of the Board of Trustees in
membantu Pendiri untuk menetapkan assisting the Founder to establish a
sistem remunerasi. remuneration system.
F. Pelaksanaan Tugas Khusus F. Special Tasks Implementation

1. Melakukan tugas lain yang diberikan 1. Performing other tasks assigned by the
Dewan Komisaris dalam batasan lingkup Board of Commissioners within the limits of
kerja Komite Nominasi dan Remunerasi the scope of work of the Nomination and
sesuai ketentuan perundang-undangan Remuneration Committee in accordance
dan Peraturan Otoritas Jasa Keuangan/ with the applicable laws and regulations
Peraturan Bank Indonesia yang berlaku. of the Financial Services Authority/Bank
Indonesia Regulation.
2. Dalam hal keperluan penugasan yang 2 .In the case of the assignment requirements
diberikan Dewan Komisaris, maka given by the Board of Commissioners, the
Komite Nominasi dan Remunerasi dapat Nomination and Remuneration Committee
menggunakan jasa pihak ketiga yang can use the services of competent and
kompeten dan independen. independent third parties.

3. Menyampaikan laporan pelaksanaan tugas 3. Submitting a report on the implementation

khusus kepada Dewan Komisaris. of special tasks to the Board of
Commissioners.
Wewenang Komite Nominasi Authority of Nomination and Remuneration

dan Remunerasi Committee
Komite Nominasi dan Remunerasi memiliki The Nomination and Remuneration Committee
wewenang sebagai berikut: has the following authority:
1. Komite Nominasi dan Remunerasi berwenang 1. The Nomination and Remuneration
untuk mengakses informasi seluas-luasnya Committee obtain the authority to access the
terkait dengan proses remunerasi, nominasi widest possible information related to the
dan pengelolaan SDM Bank. remuneration, nomination and HR management
process of the Bank.
2. Melakukan assessment dan memberikan 2. Conducting assessments and providing
rekomendasi tentang calon yang berhubungan recommendations on candidates related to
dengan proses nominasi anggota Dewan the nomination process for members of the
Komisaris dan Direksi serta Pihak Independen Board of Commissioners and Directors as well
untuk anggota komite-komite. as Independent Parties for the committees’
members.
Standar Etika Ethical Standards
1. Anggota Komite Nominasi dan Remunerasi 1. Members of the Nomination and Remuneration
wajib merahasiakan informasi yang diperoleh Committee were required to keep the
sesuai dengan peraturan perundang-undangan information obtained in accordance with the
yang berlaku. prevailing laws and regulations confidential.
dalam melaksanakan tugas dan tanggung Committee in carrying out their duties and
jawabnya wajib menaati standar etika Bank responsibilities had to comply with the Bank’s
dan dilarang mengambil keuntungan pribadi ethical standards and were prohibited from
baik secara langsung maupun tidak langsung taking personal gain either directly or indirectly
dari kegiatan Bank selain honorarium dan/atau from the Bank’s activities other than honorarium
tunjangan lainnya sesuai dengan peraturan and/or other allowances in accordance with
perundang-undangan dan Peraturan Otoritas laws and regulations and Financial Services
Jasa Keuangan/Peraturan Bank Indonesia yang Authority Regulations/Applicable Bank
berlaku. Indonesia Regulations.
Struktur, Keanggotaan dan Keahlian Komite Structure, Membership, And Expertise

Nominasi dan Remunerasi of The Nomination And Remuneration
Committee
Struktur keanggotaan Komite Nominasi dan The membership structure of the Nomination and
Remunerasi berdasarkan Pedoman Kerja dan Tata Remuneration Committee is based on the Work
Tertib Komite Nominasi dan Remunerasi, yaitu: Guidelines and Rules of Procedure of the Nomination
and Remuneration Committee, namely:
1. Komite Nominasi dan Remunerasi paling 1. The Nomination and Remuneration Committee
kurang terdiri dari 3 (tiga) orang anggota, should consist of at least 3 (three):
dengan ketentuan:
a. 1 (satu) orang ketua merangkap anggota, a. 1 (one) chairperson and also a member who
yang merupakan Komisaris Independen; is an Independent Commissioner; and
dan

2020 Annual Report
b. Anggota lainnya yang dapat berasal dari: b. Other members who can come from:
• Anggota Dewan Komisaris • Member of the Board of Commissioners
• Pihak independen yang berasal dari luar • Member of the Board of Commissioners
bank bank circle
• Pemimpin Divisi yang membidangi • Division Leader in charge of Human
Sumber Daya Manusia. Resources.
2. Anggota Komite Nominasi dan Remunerasi 2. Most of the members of the Nomination and
lainnya sebagian besar tidak dapat berasal dari Remuneration Committee should not be
pihak yang menduduki jabatan manajerial di coming from parties who hold managerial
bawah Direksi yang membidangi Sumber Daya positions under the Board of Directors in
Manusia. charge of Human Resources.
3. Anggota Direksi Emiten atau Perusahaan Publik 3. Members of the Board of Directors of an Issuer
tidak dapat menjadi anggota Komite Nominasi or Public Company cannot be members of the
dan Remunerasi. Nomination and Remuneration Committee.
4. Dalam melaksanakan tugas sehari-hari, Komite 4. In carrying out day-to-day tasks, the Nomination
Nominasi dan Remunerasi dibantu oleh and Remuneration Committee is assisted by the
Pemimpin Bagian yang membidangi Sumber Section Leader in charge of Human Resources
Daya Manusia serta Kesekretariatan Dewan and Secretariat of the Board of Commissioners
Komisaris yang berasal dari internal Bank, from internal Banks based on the Decree of the
berdasarkan Surat Keputusan Dewan Komisaris. Board of Commissioners.
Keanggotaan Membership
diangkat dan diberhentikan berdasarkan Committee are appointed and dismissed based
keputusan rapat Dewan Komisaris. on the decision of the Board of Commissioners
meeting.
yang berasal dari luar Emiten atau Perusahaan Committee beyond Public Company circle as
Publik sebagaimana dimaksud pada ayat (1) referred to in paragraph (1) letter b number 2
huruf b angka 2 wajib memenuhi syarat: must meet the following requirements:
a. Tidak mempunyai hubungan Afiliasi dengan a. Has no affiliation with the Issuer or
Emiten atau Perusahaan Publik, anggota Public Company, members of the Board
Direksi, anggota Dewan Komisaris, atau of Directors, members of the Board of
Pemegang Saham Utama Emiten atau Commissioners, or Major Shareholders of
Perusahaan Publik tersebut; the Issuer or Public Company;
b. Memiliki pengalaman terkait Nominasi dan/ b. Having experience related to Nomination
atau Remunerasi; dan and/or Remuneration; and
c. Tidak merangkap jabatan sebagai anggota c. Not concurrently serving as another
komite lainnya yang dimiliki Emiten atau committee member owned by the Issuer or
Perusahaan Publik tersebut. Public Company.
3. Ketua dan Anggota Komite Nominasi dan 3. The Chairperson and Members of the
Remunerasi yang berasal dari unsur Dewan Nomination and Remuneration Committee
Komisaris ditetapkan dalam sebuah keputusan originating from elements of the Board of
Dewan Komisaris tentang pembagian kerja Commissioners are stipulated in a decision
anggota Dewan Komisaris. of the Board of Commissioners regarding the
division of work of members of the Board of
Commissioners.
4. Ketua Komite Nominasi dan Remunerasi 4. The Chairperson of the Nomination and
berhak mengusulkan kepada Dewan Komisaris Remuneration Committee has the right to
untuk melakukan penggantian anggota Komite propose to the Board of Commissioners to
Nominasi dan Remunerasi. replace the Nomination and Remuneration
Committee members.

5. Keputusan pengangkatan dan pemberhentian 5. The decision to appoint and dismiss members of
anggota Komite Nominasi dan Remunerasi the Nomination and Remuneration Committee
wajib didokumentasikan oleh Kesekretariatan must be documented by the Secretariat of the
Jadwal Kegiatan Dewan Komisaris serta Komite Implementation of the Schedule of Activities for
-komite, sehingga susunan Komite Nominasi the Board of Commissioners and Committees,
dan Remunerasi pada 31 Desember 2020 adalah so that the composition of the Nomination and
sebagai berikut: Remuneration Committee as of December 31,
2020 is as follows:

No.
1. Yayat Sutaryat Ketua Merangkap Anggota Komisaris Independen Keuangan dan Hukum
Chairperson concurrently Independent Commissioner Finance and Law
as a member
2. Farid Rahman Anggota Komisaris Utama Independen Manajemen, Perbankan dan Keuangan
Member Independent President Management, Banking, and Finance
Commissioner
3. Eddy I. M. Nasution Anggota Komisaris Teknik, Ilmu Lingkungan dan Studi

Member Commissioner Pembangunan
Engineering, Environmental Sciences
and Development Studies
4. Muhadi Anggota Komisaris Teknik

Member Commissioner Technique
5. Fahlino F Sjuib Anggota Komisaris Independen Ekonomi dan Akuntansi

Member Independent Commissioner Economics and Accounting
6. Ernie Tisnawati Sule Anggota Pihak Independen Manajemen

Member Independent Party Management
7. Dadan Yonanda Anggota Ex-Officio Pemimpin Divisi Hukum dan Sumber Daya Manusia
Member Human Capital Law and Human Resources
Ex-Officio Head of Human
Capital Division
Profil Komite Nominasi dan Remunerasi Profile of The Nomination

and Remuneration Committee
Yayat Sutaryat
Ketua merangkap Anggota
Report.

2020 Annual Report
Farid Rahman
Anggota
Member
Report.
Eddy I. M. Nasution
Anggota
Member
Report.
Muhadi
Anggota
Member
Report.
Fahlino F. Sjuib
Anggota
Member
Report.


Meraih gelar Sarjana Hukum di Universitas Hold Bachelor degree of Laws from
Padjadjaran Bandung pada tahun 1995. Padjadjaran University in Bandung in
1995.

1. Pemimpin Yayasan Kesejahteraan 1. Leader of the Employee Welfare
Pegawai (YKP) (Januari 2019) Foundation (YKP) (January 2019)
2. Pemimpin Divisi Human Capital 2. Head of Human Capital Division
(Agustus 2019). (August 2019)
Dadan Yonanda
Anggota
Member Menjabat sebagai Pemimpin Divisi Served as Head of the Human Capital
Human Capital sejak 24 Juli 2019 Division since July 24, 2019 based on
Usia berdasarkan Surat Keputusan Direksi the Decree of the Board of Directors
Age No 0871/SK/DIR-HC/2019. No. 0871/SK/DIR-HC/2019.
48 Tahun
48 years old
Tempat dan Tanggal Lahir

Place and Date of Birth
11 April 1972
April 11, 1972

Meraih gelar Sarjana di bidang Ekonomi Obtained his Bachelor’s degree
Manajemen dari Universitas Padjajaran in Management Economics from
pada tahun 1983 dan memperoleh Padjadjaran University in 1983 and
gelar Magister di bidang Ekonomi obtained his Master’s degree in
Perusahaan Pertanian dari Universitas Agricultural Enterprise Economics
Padjajaran pada tahun 1995, dan gelar from Padjadjaran University in 1995,
Doktor di bidang Ekonomi manajemen and his Doctorate in Management
dari University Padjajaran pada tahun economics from Padjadjaran University
2006. in 2006.
Ernie Trisnawati Sule
Anggota
Beliau menduduki berbagai jabatan Held various important positions at
Member
penting pada Universitas Padjajaran, Padjadjaran University, including as
Usia antara lain sebagai Chair of Unpad-BCE Chair of Unpad-BCE (Unpad-BUMN
Age (Unpad-BUMN Centre of Excellent), Center of Excellent), Head of the
Kepala Departemen Manajemen dan Management and Business Department
66 Tahun
Bisnis FEB Unpad, Ketua Senat Fakultas of FEB Unpad, Chair of the Senate of
66 years old
Ekonomi dan Bisnis Unpad. the Faculty of Economics and Business
Tempat dan Tanggal Lahir Unpad.
18 April 1954
April 18, 1954 Diangkat sebagai anggota Komite Appointed as a member of the
Nominasi dan Remunerasi Perseroan Company’s Nomination and
terhitung sejak tanggal 1 Maret 2018 Remuneration Committee from 1 March
sampai dengan 29 Februari 2020 2018 to February 29, 2020 based on
berdasarkan Surat Keputusan Direksi the Decree of the Board of Directors
Nomor 504/SK/DIR-CS/2018 yang Number 504/SK/DIR-CS/2018 which
telah diperbaharui dengan Surat has been updated with the Decree of
Keputusan Direksi nomor 0130/SK/ the Board of Directors number 0130/
DIR-CSE/2020 tanggal 28 Februari SK/DIR-CSE/2020 February 28, 2020.
2020.

2020 Annual Report
Kualifikasi Pendidikan dan Pengalaman Qualification of Education and Experience

Kerja Komite Nominasi dan Remunerasi of Nomination and Remuneration
Committee
Kualifikasi pendidikan dan pengalaman kerja The educational qualifications and work
masing-masing anggota Komite Nominasi dan experience of each member of the Nomination
Remunerasi adalah sebagai berikut. and Remuneration Committee are as follows.
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Nominasi dan Remunerasi
Table of Qualifications and Work Experience of The Nomination and Remuneration Committee

Yayat Sutaryat Ketua Merangkap • S1 Hukum Memiliki pengalaman kerja di bidang

Anggota • S2 Administrasi Negara pemerintahan.
Chairperson • Bachelor of Law Having work experience in government.
concurrently as a • Master of State Administration
member
Farid Rahman Anggota • S1 Manajemen Memiliki pengalaman kerja di bidang perbankan.
Member • S2 Banking & Finance Having work experience in banking.
• Master of Banking & Finance
Eddy I. M. Anggota • S1 Teknik Sipil Memiliki pengalaman kerja di bidang
Nasution Member • S2 Ilmu Lingkungan pemerintahan.
• S2 Studi Pembangunan Having work experience in government.
• Bachelor of Civil Engineering
• Master of Environmental Sciences
• Master of Development Studies
Muhadi Anggota • S1 Tehnik Geodesi Memiliki pengalaman kerja di bidang
Member • S2 Perencanaan Wilayah dan Kota pemerintahan.
• Bachelor of Geodesy Engineering Having work experience in government.
• Master of Urban and regional planning
Fahlino F Sjuib Anggota • S1 bidang Akuntansi Memiliki pengalaman kerja di bidang
Member • S2 bidang Ekonomi pendidikan.
• S3 bidang Ekonomi Have work experience in the field of education
• Bachelor of Accounting
• Master of Economics
• Doctor of Economic
Ernie Tisnawati Anggota • S1 Ekonomi Memiliki pengalaman kerja di bidang
Sule Member • S2 Ekonomi Perusahaan Pertanian pendidikan.
• S3 Ekonomi Have work experience in the field of education
• Bachelor of Economics
• Master of Agricultural Enterprise
Economics
• Doctor of Economics
Dadan Yonanda Anggota S1 Hukum Memiliki pengalaman kerja di bidang perbankan.
Member Bachelor of Law Having work experience in banking.
Independensi Komite Nominasi Independence of The Nomination

dan Remunerasi and Remuneration Committee
Seluruh anggota Komite Nominasi dan Remunerasi All members of the Nomination and Remuneration
yang berasal dari pihak independen tidak memiliki Committee from independent parties do not have
hubungan keuangan, kepengurusan, kepemilikan financial, management, share ownership and/or
saham dan/atau hubungan keluarga dengan family relations with the Board of Commissioners,
Dewan Komisaris, Direksi dan/atau Pemegang Directors and/or Controlling Shareholders or
Saham Pengendali atau hubungan dengan bank, relationships with banks which can affect their
yang dapat mempengaruhi kemampuannya ability to act independently.
bertindak independen.

Ernie
Aspek Independensi Yayat Farid Eddy I. M. Fahlino F Dadan
Muhadi Tisnawati
Independence Aspects Sutaryat Rahman Nasution Sjuib Yonanda
Sule
Tidak memiliki hubungan

keuangan dengan Dewan
Komisaris dan Direksi
Has no financial relationship
with the Board of
Commissioners and Director

kepengurusan di perusahaan,
anak perusahaan, maupun
perusahaan afiliasi
Has no management
relationship in the company,
its subsidiaries, or
affiliated companies

kepemilikan saham di
perusahaan
Do not have a share
ownership relationship
in the company

keluarga dengan Dewan
Komisaris, Direksi, dan/atau
sesama anggota Komite
Nominasi dan Remunerasi
Does not have family
relations with the Board
of Commissioners, Directors,
and/or fellow members
of the Nomination and
Tidak menjabat sebagai

pengurus partai politik,
pejabat dan pemerintah
Does not serve as a
manager of political
parties, officials and
government
Rapat Komite Nominasi dan Remunerasi Meeting of The Nomination

and Remuneration Committee
Ketentuan Rapat Komite Nominasi dan Remunerasi Provisions for the Nomination and Remuneration
yang diatur dalam Pedoman dan Tata Tertib Kerja Committee Meeting stipulated in the Work
Komite Nominasi dan Remunerasi adalah sebagai Guidelines and Rules The Nomination and
berikut: Remuneration Committee is as follows:
1. Komite Nominasi dan Remunerasi mengadakan 1. The Nomination and Remuneration Committee
rapat sekurang-kurangnya 1 (satu) kali dalam meets at least 1 (one) time in 4 (four) months,
3 (tiga) bulan, dan/atau disesuaikan dengan and/or is adjusted to the needs of the Bank.
kebutuhan Bank.
2. Rapat Komite Nominasi dan Remunerasi 2. The Nomination and Remuneration Committee
membahas mengenai antara lain remunerasi Meeting discussesthe remuneration of the
Dewan Komisaris, Direksi, dan Pegawai, Board of Commissioners, Directors and
nominasi calon Dewan Komisaris dan Direksi, Employees, nominations of candidates for the
serta pihak Independen untuk anggota komite. Board of Commissioners and Directors, and
Independent parties for committee members.

2020 Annual Report
3. Rapat Komite Nominasi dan Remunerasi hanya 3. Nomination and Remuneration Committee
dapat diselenggarakan apabila: meetings can only be held if:
a. Dihadiri oleh mayoritas dari jumlah anggota a. Attended by a majority of the members
Komite Nominasi dan Remunerasi; dan of the Nomination and Remuneration
Committee; and;
b. Salah satu dari mayoritas jumlah anggota b. One of the majority members of the
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
sebagaimana dimaksud pada huruf a is the Chair of the Nomination and
merupakan Ketua Komite Nominasi dan Remuneration Committee.
Remunerasi.
4. Rapat Komite Nominasi dan Remunerasi dapat 4. The Meeting of the Nomination and
mengambil keputusan apabila sekurang- Remuneration Committee can make a
kurangnya dihadiri oleh 51% (lima puluh satu decision if at least 51% (fifty-one percent)
per seratus) dari jumlah anggota termasuk of the members are included, including an
seorang Komisaris Independen dan Pejabat Independent Commissioner and an Executive
Eksekutif yang membawahi SDM. officer in charge of HR.
5. Keputusan rapat Komite Nominasi dan 5. The decision of the Nomination and
Remunerasi dilakukan berdasarkan musyawarah Remuneration Committee meeting is based on
mufakat. consensus agreement.
6. Apabila dalam musyawarah tidak tercapai 6. If there is no consensus reached in the
kata mufakat, maka pengambilan keputusan deliberations, then decision making is done by
dilakukan dengan cara pengambilan suara taking the most votes (voting).
terbanyak (pemungutan suara).
7. Sehubungan dengan pemungutan suara, 7. In case of voting, each member of the
maka setiap anggota Komite Nominasi dan Nomination and Remuneration Committee
Remunerasi yang hadir berhak memberikan shall be entitled to cast 1 (one) vote and an
1 (satu) suara dan tambahan 1 (satu) suara additional 1 (one) vote for each member of
untuk setiap anggota Komite Nominasi dan the Nomination and Remuneration Committee
Remunerasi yang diwakilinya yang dilengkapi which he represents accompanied by a power
dengan surat kuasa. of attorney.
8. Rapat Komite Nominasi dan Remunerasi 8. The Meeting of the Nomination and Remuneration
dipimpin oleh ketua Komite Nominasi dan Committee is led by the Chairperson of the
Remunerasi dan/atau anggota Komite Nominasi Nomination and Remuneration Committee
dan Remunerasi yang berasal dari unsur Dewan and/or members of the Nomination and
Komisaris apabila ketua Komite Nominasi dan Remuneration Committee who come from
Remunerasi berhalangan hadir. elements of the Board of Commissioners if the
Chair of the Nomination and Remuneration
Committee is unable to attend.
9. Dalam hal anggota Komite Nominasi dan 9. If the members of the Nomination and
Remunerasi tidak dapat menghadiri rapat Remuneration Committee could not physically
secara fisik, maka dapat menghadiri rapat attend the meeting, they could attend the
melalui teknologi telekonferensi. meeting via teleconferencing technology.
10. Dalam kaitannya dengan telekonferensi, maka: 10. In relation to teleconferencing, then:
a. Anggota yang hadir secara telekonferensi a. Members who attended the teleconference are
disebutkan dalam risalah Rapat Komite mentioned in the minutes of the Nomination
Nominasi dan Remunerasi. and Remuneration Committee Meeting.
b. Bukti rekaman penyelenggaraan rapat. b. Proof of record of meeting implementation.
11. Jika dipandang perlu, Komite Nominasi dan 11. If necessary, the Nomination and Remuneration
Remunerasi dapat mengundang pihak lain dari Committee can invite other parties from
internal Bank yang terkait dengan materi rapat the Bank’s internal who are related to
dalam rapat Komite Nominasi dan Remunerasi. the meeting material in the Nomination
and Remuneration Committee meeting.

12. Setiap rapat Komite Nominasi dan 12. Each meeting of the Nomination and
Remunerasi dituangkan dalam risalah rapat Remuneration Committee is set forth in
dan didokumentasikan dengan baik dan the minutes of the meeting which is well
disampaikan secara tertulis kepada Dewan documented to be submitted in written form to
13. Perbedaan pendapat (dissenting opinion) 13. Dissenting opinions that occur in the
yang terjadi dalam rapat Komite Nominasi dan Nomination and Remuneration Committee
Remunerasi wajib dicantumkan dalam risalah meetings must be included in the minutes of
rapat beserta alasan perbedaan pendapat the meeting along with the reasons for the
tersebut. dissenting opinions.
Agenda Rapat Komite Nominasi dan Remunerasi

Meeting of The Nomination and Remuneration Committee

No. Agenda Rapat Meeting Agenda
Date Participant
1. 3 Januari 2020 1. Proses Pengisian Pengurus 1. Management Filling Process 1. Yayat Sutaryat
January 3, 2020 2. Lain - lain 2. Others 2. Farid Rahman
3. Muhadi
4. Ernie Tisnawati S.
5. Dadan Yonanda
2. 14 Januari 2020 Proses Pengisian Pengurus Management Filling Process 1. Yayat Sutaryat
January 14, 2020 2. Farid Rahman
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
3. 21 Januari 2020 1. Proses Pengisian Pengurus 1. Management Filling Process 1. Yayat Sutaryat
January 21, 2020 2. Lain - lain 2. Others 2. Farid Rahman
3. Muhadi
4. Fahlino F. Sjuib
5. Dadan Yonanda
4. 29 Januari 2020 1. Pembahasan Hasil 1. Discussion on the results of 1. Yayat Sutaryat
January 29, 2020 wawancara Calon Direktur interviews with prospective 2. Farid Rahman
2. Lain - lain directors 3. Muhadi
2. Others 4. Fahlino F. Sjuib
5. Ernie T. Sule
6. Dadan Yonanda
5. 30 Januari 2020 Rekomendasi Calon Direktur Director Candidate 1. Yayat Sutaryat
January 30, 2020 Recommendations 2. Farid Rahman
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
7. Dadan Yonanda
6. 12 Februari 2020 1. Evaluasi Remunerasi 1. Evaluation of bank bjb 1. Yayat Sutaryat
February 12, 2020 Pengurus bank bjb Management Remuneration 2. Farid Rahman
2. Lain - lain 2. Others 3. Eddy I. M. Nasution
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
7. Dadan Yonanda
7. 19 Februari 2020 1. Evaluasi Remunerasi 1. Evaluation of bank bjb 1. Yayat Sutaryat
February 19, 2020 Pengurus bank bjb Management Remuneration 2. Farid Rahman
2. Lain - lain 2. Others 3. Muhadi
4. Fahlino F. Sjuib
5. Ernie T. Sule
6. Dadan Yonanda
8. 17 Maret 2020 1. Rekomendasi Pengisian 1. Recommendations for filling 1. Yayat Sutaryat
March 17, 2020 Pengurus bank bjb out bank bjb Management 2. Farid Rahman
2. Penetapan Remunerasi 2. Determination of the 3. Muhadi
Pengurus bank bjb Remuneration of bank bjb 4. Fahlino F. Sjuib
Management 5. Dadan Yonanda

2020 Annual Report

Date Participant
9. 24 Maret 2020 1. Rekomendasi Pengisian 1. Recommendations for filling 1. Yayat Sutaryat

March 24, 2020 Pengurus bank bjb out bank bjb Management 2. Farid Rahman
2. Penetapan Remunerasi 2. Determination of the 3. Muhadi
Pengurus bank bjb Remuneration of bank bjb 4. Fahlino F. Sjuib
Management 5. Ernie T. Sule
6. Dadan Yonanda
10. 21 April 2020 1. Tindak Lanjut Hasil RUPS 1. Follow-up to the Results of 1. Yayat Sutaryat
April 21, 2020 Tahunan Tahun Buku 2019 the 2019 Annual GMS 2. Farid Rahman
2. Lain - lain 2. Others 3. Eddy I. M. Nasution
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
7. Dadan Yonanda
11. 13 Mei 2020 Proses Pengisian Jabatan Process of Filling the Position of 1. Yayat Sutaryat
May 13, 2020 Direktur Komersial dan UMKM Commercial and MSME Director 2. Farid Rahman
bank bjb of bank bjb 3. Eddy I. M. Nasution
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
7. Dadan Yonanda
12. 7 Juli 2020 1. Proses Nominasi Calon 1. Proses Nominasi Calon 1. Yayat Sutaryat
July 7, 2020 Pelaksana Tugas Pendiri Pelaksana Tugas Pendiri 2. Farid Rahman
DPLK bank bjb DPLK bank bjb 3. Muhadi
2. Lain - lain 2. Others 4. Fahlino F. Sjuib
5. Ernie T. Sule
6. Dadan Yonanda
13. 14 Juli 2020 1. Proses Nominasi Calon 1. 1Nomination Process 1. Yayat Sutaryat
July 14, 2020 Pelaksana Tugas Pendiri of Candidates for 2. Farid Rahman
DPLK bank bjb Implementing DPLK Bank 3. Muhadi
bjb Founders 4. Fahlino F. Sjuib
2. Lain - lain 2. Others 5. Ernie T. Sule
6. Dadan Yonanda
14. 11 Agustus 2020 1. Pembahasan Laporan 1. Discussion of the KNR 1. Yayat Sutaryat
August 11, 2020 Rekomendasi KNR atas Recommendation Report 2. Farid Rahman
nama Dewan Komisaris on behalf of the Board of 3. Eddy I. M. Nasution
untuk RUPS Luar Biasa Commissioners for the 4. Muhadi
Agenda Pengangkatan Extraordinary GMS Agenda 5. Fahlino F. Sjuib
Direktur Komersial dan for the Appointment of the 6. Dadan Yonanda
UMKM bank bjb Director of Commercial and
MSME bank bjb
2. Lain - lain 2. Others
15. 6 Oktober 2020 1. Evaluasi Penetapan Material 1. Evaluation of Material Risk 1. Yayat Sutaryat
October 6, 2020 Risk Taker (MRT) Taker (MRT) Determination 2. Farid Rahman
2. Evaluasi Remunerasi 2. Evaluation of Employee 3. Eddy I. M. Nasution
Pegawai Terkait Perubahan Remuneration Related to 4. Muhadi
Struktur Organisasi Organizational Structure 5. Fahlino F. Sjuib
Changes 6. Ernie T. Sule
3. Evaluasi Bentuk Pemberian 3. Evaluation of the Forms 7. Dadan Yonanda
Remunerasi yang Bersifat of Providing Variable
Variabel Bagi Dewan Remuneration for the Board
Komisaris of Commissioners
4. Evaluasi Pedoman Nominasi 4. Evaluation of the

Calon pengurus bank bjb Nomination Guidelines
for Prospective bank bjb
management
5. Laporan Kegiatan KNR 5. Quarterly KNR Activity
Triwulan 3 Report 3
16. 14 Oktober 2020 Evaluasi Pedoman Komite Evaluation of the bank bjb 1. Yayat Sutaryat
October 14, 2020 Nominasi dan Remunerasi Nomination and Remuneration 2. Farid Rahman
bank bjb Committee Charter 3. Eddy I. M. Nasution
4. Muhadi
5. Fahlino F. Sjuib
6. Ernie T. Sule
7. Dadan Yonanda

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT FREQUENCY AND ATTENDANCE OF MEETING

KOMITE NOMINASI DAN REMUNERASI OF NOMINATION AND REMUNERATION
COMMITTEE
Selama tahun 2020, Komite Nominasi dan During 2020, the Nomination and Remuneration
Remunerasi telah melaksanakan rapat sebanyak Committee held 16 (sixteen) meetings. The
16 (enam belas) kali. Adapun frekuensi dan tingkat frequency and level of meeting attendance of each
kehadiran rapat masing-masing anggota Komite member of the Nomination and Remuneration
Nominasi dan Remunerasi adalah sebagai berikut. Committee are as follows.
Rapat Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee Meeting
Nama Jabatan
Name Position
Persentase
Number of Number of
Percentage
Meetings Attendants
Yayat Sutaryat Ketua Merangkap Anggota 16 16 100%

Chairman concurrently member
Farid Rahman Anggota 16 16 100%
Member
Eddy I. M. Nasution Anggota 16 8 50%
Member
Muhadi Anggota 16 16 100%
Member
Fahlino F. Sjuib Anggota 16 15 94%
Member
Ernie Tisnawati Sule Anggota 16 13 81%
Member
Dadan Yonanda Anggota 16 16 100%

Member
Program Peningkatan Kompetensi Komite Competency Improvement Program for

Nominasi dan Remunerasi Nomination and Remuneration Committee
Program peningkatan kompetensi Komite The nomination and Remuneration committee

Nominasi dan Remunerasi telah disajikan pada competency Improvement Program has been
Bab Profil Perusahaan dalam Laporan Tahunan ini. presented in the company Profile chapter of this
Annual Report.
Laporan Singkat Pelaksanaan Kegiatan Brief Report on The Nomination and

Komite Nominasi dan Remunerasi Tahun Remuneration Committee of The Year 2020
2020
Komite Nominasi dan Remunerasi telah The Nomination and Remuneration Committee has
melaksanakan tugas dan tanggung jawab carried out duties and responsibilities related to the
terkait dengan fungsi nominasi dan remunerasi, nomination and remuneration functions, including:
diantaranya:
Pengurus yang kosong pada RUPS Tahunan management positions at the 2019 Annual GMS and
Tahun Buku 2019 dan RUPS LB Tahun 2020. 2020 EGMS.

2020 Annual Report

anggota Komite dari pihak independen. Committee members' work agreement from an
independent party.
3. Mengevaluasi dan memberikan rekomendasi 3. Evaluating and providing recommendations to the
kepada Dewan Komisaris mengenai kebijakan Board of Commissioners regarding the remuneration
remunerasi Pengurus dan Pegawai policy for Managers and Employees
4. Melakukan Proses Nominasi untuk Calon 4. Conducting a Nomination Process for Candidates for
Pelaksana Tugas Pendiri DPLK bank bjb. Implementing DPLK DPLK bank bjb Founders.
Seluruh rapat Komite Nominasi dan Remunerasi The entire meeting of the nomination and remuneration
telah didokumentasikan dengan baik dalam committee has been well documented in the meeting’s
notula rapat dengan memperhatikan jumlah notulent with regard to the number of quorum attendance.
kuorum kehadiran. Anggota Komite Nominasi Nomination and remuneration committee members are
dan Remunerasi senantiasa diberikan kesempatan always given the opportunity to attend seminars and
untuk mengikuti seminar maupun program training programs to improve the insight and knowledge
pelatihan untuk meningkatkan wawasan related to their duties and responsibilities.
dan pengetahuan terkait dengan tugas dan
tanggungjawabnya.
Kebijakan Suksesi Direksi Succession Policy of Directors
Dalam rangka melanjutkan kepemimpinan yang In order to continue the sustainable leadership,
berkelanjutan, Perseroan memiliki mekanisme the Company owned a succession mechanism
suksesi untuk posisi Direksi. Pada periode yang for the position of the Board of Directors. In a
telah ditentukan, Dewan Komisaris melalui Komite predetermined period, the Board of Commissioners
Nominasi dan Remunerasi menyelenggarakan through the Nomination and Remuneration
perekrutan untuk menjadi kandidat Direksi, yang Committee conducted recruitment to become
berasal dari internal bank bjb maupun dari luar candidates for the Board of Directors, either from
bank bjb. Dalam melakukan penilaian terhadap internal bank bjb or from outside bank bjb. In
para kandidat Direksi, Dewan Komisaris melalui assessing candidates for the Board of Directors, the
Komite Nominasi dan remunerasi dapat dibantu Board of Commissioners through the Nomination
oleh tim assessment independen yang telah and Remuneration Committee could be assisted
ditunjuk Perseroan. Penyaringan terhadap para by an independent assessment team appointed by
kandidat dilakukan berdasarkan kriteria-kriteria the Company. Candidates were screened based on
yang relevan dengan jabatan dan kondisi bank criteria relevant to the position and condition of bank
bjb, sesuai dengan ketentuan yang berlaku. Hasil bjb, in accordance with applicable regulations. The
penyaringan tersebut kemudian direkomendasikan results of the screening were then recommended
oleh kepada RUPS untuk kemudian diajukan by the GMS to be submitted to the FSA in order to
kepada OJK guna melaksanakan fit and poper carry out a fit and pass test in accordance with the
test sesuai dengan jabatan yang dituju. Kandidat intended position. Candidates were declared to be
dinyatakan efektif menjabat sebagai Direksi effective as Directors if they were declared to have
apabila dinyatakan lulus fit and proper test oleh passed the fit and proper test by the FSA.
OJK.
Komite Pemantau Risiko Risk Monitoring Committee

Sesuai Peraturan Otoritas Jasa Keuangan (POJK) In accordance to regulation of Financial Services
Nomor 55/POJK.03/2016 tentang Penerapan Authority (POJK) number 55/POJK.03/2016
Tata Kelola bagi Bank Umum, Komite Pemantau regarding the implementation of governance for

Risiko merupakan alat kelengkapan Dewan commercial banks, the Risk Monitoring Committee
Komisaris yang berfungsi memonitor risiko dan is a board of Commissioners fittings that serves to
menilai toleransi risiko yang dapat diambil oleh monitor risk and assess the risk tolerance that can
Bank, mengevaluasi perbaikan yang dilakukan be taken by the Bank, evaluate the improvements
atas kebijakan, prosedur dan praktik manajemen made to the Bank’s risk management policies,
risiko Bank guna memastikan telah dilakukannya procedures and practices to ensure good
pengelolaan risiko dengan baik, terutama pada risk management is done, especially on the
pengelolaan risiko kredit, risiko pasar, risiko management of credit risk, market risk, liquidity
likuiditas, risiko operasional, dan risiko bank risk, and risk of other banks.
lainnya.
Dasar Pembentukan Komite Pemantau Foundation of Risk Monitoring Committee

Risiko
Komite Pemantau Risiko bank bjb dibentuk The bank bjb Risk Monitoring Committee is formed
berdasarkan: based on:
1. Peraturan OJK Nomor 55/POJK.03/2016 1. OJK Regulation No. 55/POJK.03/2016
tanggal 9 Desember 2016 tentang Penerapan dated December 9th, 2016 concerning the
Tata Kelola bagi Bank Umum. implementation of governance for commercial
banks.
2. Surat Keputusan Dewan Komisaris PT Bank 2. The Decree of Board of Commissioners of PT
Jabar Nomor 04A/SK/DK/2007 tanggal 28 Bank Jabar number 04A/SK/DK/2007 dated
Juni 2007 tentang Pembentukan Komite- June 28th, 2007 concerning the establishment
Komite dan Pedoman Kerja Komite. of committees and work guidelines committee.
3. Peraturan Otoritas Jasa Keuangan Nomor 17/ 3. Regulation of the Financial Services Authority
POJK.04/2014 tentang Penerapan Manajemen No. 17/POJK.04/2014 on the implementation
Risiko Terintegrasi Bagi Konglomerasi of integrated risk management for financial
Keuangan. conglomerations.
4. Peraturan Otoritas Jasa Keuangan Nomor 18/ 4. Regulation of the Financial Services
POJK.03/2016 tentang Penerapan Manajemen Authority No. 18/POJK.03/2016 concerning
Risiko Bagi Bank Umum. implementation of risk management for
commercial banks.
5. Surat Keputusan Dewan Komisaris Nomor 5. Decree of the Board of Commissioners No. 05/
05/SK/DK/2019 tanggal 3 Juli 2019 tentang SK/DK/2019 dated July 3rd, 2019 concerning
Pembagian Tugas dan Pelaksanaan Jadwal the Division of Duties and the implementation
Kegiatan Dewan Komisaris serta Komite– of the activities schedule of the BOC and
komite. committees.
6. Surat Keputusan Dewan Komisaris PT Bank 6. Decree of the Board of Commissioners of
Pembangunan Daerah Jawa Barat dan Banten, PT Bank Pembangunan Jawa West Java
Tbk. Nomor 04/SK/DK/2018 tanggal 2 Oktober and Banten, Tbk. No. 04/SK/DK/2018 dated
2018 tentang Pedoman dan Tata Tertib Kerja October 2nd, 2018 concerning the code and
Komite Pemantau Risiko (KPR) yang telah Code of conduct of the Revised Risk Monitoring
diperbaharui dan ditetapkan dengan Surat Committee (KPR) and stipulated by the Board
Keputusan Dewan Komisaris Nomor 11/SK/ of Commissioners Decree No. 11/SK/DKO/2019
DKO/2019 tanggal 4 Desember 2019 tentang dated December 4th, 2019 regarding the Risk
Pedoman dan Tata Tertib Kerja Komite Monitoring Committee Charter.
Pemantau Risiko.

2020 Annual Report
Pembagian Tugas dan Pelaksanaan Jadwal 2020 concerning the Distribution of Duties
Kegiatan Dewan Komisaris serta Komite– and Implementation of the Schedule of
komite. Activities of the Board of Commissioners and
Committees.
Pedoman dan Tata Tertib Kerja Komite Guidelines and Code of Conduct of Risk
Pemantau Risiko Monitoring Committee
Perseroan memiliki Pedoman dan Tata Tertib The company has a guideline and code of conduct
Kerja Komite Pemantau Risiko berdasarkan of the Risk Monitoring Committee based on the
Surat Keputusan Dewan Komisaris PT Bank decree of the Board of Commissioners of PT
Pembangunan Daerah Jawa Barat dan Banten, Tbk. Bank Pembangunan Jawa Barat and Banten, Tbk.
Nomor 04/SK/DK/2018 tanggal 02 Oktober 2018 Number. 04/SK/DK/2018 dated October 2nd, 2018
tentang Pedoman dan Tata Tertib Kerja Komite concerning the revised guidelines and code of
Pemantau Risiko (KPR) yang telah diperbaharui conduct of the Risk Monitoring Committee (KPR)
dan ditetapkan dengan Surat Keputusan Dewan and stipulated by the Decree of the Board of
Komisaris Nomor 11/SK/DKO/2019 tanggal 04 Commissioners Number 11/SK/DKO/2019 dated
Desember 2019 tentang Pedoman dan Tata Tertib December 4th, 2019 concerning the code and Code
Kerja Komite Pemantau Risiko. of conduct of the Risk Monitoring Committee.
Tugas dan Tanggung Jawab Komite Duties and Responsibilities of The Risk
Sebagaimana diatur dalam Peraturan Otoritas As stipulated in the Financial Services Authority
Jasa Keuangan No. 18/POJK.03/2016 tentang Regulation No. 18/POJK.03/2016 concerning the
Penerapan Manajemen Risiko Bagi Bank Umum implementation of risk management for public
pasal 2, ruang lingkup manajemen risiko adalah: banks article 2, the scope of risk management is
poured out as follows:
1. Bank wajib menerapkan Manajemen Risiko 1. The Bank is obliged to implement risk
secara efektif, baik untuk bank secara individu management effectively, both for the bank
maupun untuk bank secara konsolidasi dengan individually as well as for the bank to consolidate
perusahaan anak. with the subsidiary company.
2. Penerapan manajemen risiko paling sedikit 2. The application of the least risk management
mencakup: includes:
a. Pengawasan aktif Direksi dan Dewan a. Active supervision of the Board of directors
Komisaris; and BOC;
b. Kecukupan kebijakan dan prosedur b. Adequacy of risk management policies and
manajemen risiko, serta penetapan limit procedures, as well as setting risk limits;
risiko;
c. Kecukupan proses identifikasi, pengukuran, c. Adequacy of the process of identifying,
pemantauan, dan pengendalian Risiko serta measuring, monitoring, and controlling risks
sistem informasi Manajemen Risiko; dan and risk management information systems;
and
d. Sistem pengendalian intern yang d. Comprehensive internal control system.
menyeluruh.

Wewenang dan tanggung jawab Dewan Komisaris The authority and responsibilities of the Board of
dalam kaitannya dengan manajemen risiko, Commissioners in relation to risk management,
berdasarkan Peraturan Otoritas Jasa Keuangan No. based on regulation of the Financial Services
18/POJK.03/2016 tentang Penerapan Manajemen Authority No. 18/POJK.03/2016 on the application
Risiko Bagi Bank Umum pasal 7, paling sedikit of risk management for commercial banks article
meliputi: 7, at least include:
1. Menyetujui dan mengevaluasi kebijakan 1. Approve and evaluate the risk management
Manajemen Risiko. policy.
2. Mengevaluasi pertanggungjawaban Direksi 2. Evaluate the Directors ‘ accountability for the
atas pelaksanaan kebijakan manajemen risiko. implementation of risk management policy.
3. Mengevaluasi dan memutuskan permohonan 3. Evaluate and decide the directors ‘ application
Direksi yang berkaitan dengan transaksi yang relating to transactions requiring the approval
memerlukan persetujuan Dewan Komisaris. of the Board of Commissioners.
Sebagaimana tercantum dalam Peraturan Otoritas As stated in regulation of the Financial Services
Jasa Keuangan No. 55/POJK.03/2016 tentang Authority No. 55/POJK.03/2016 concerning the
Penerapan Tata Kelola Bagi Bank Umum Pasal 48, implementation of governance for commercial
Komite Pemantau Risiko wajib melakukan paling banks article 48, the Risk Monitoring Committee
sedikit: shall do the least:
1. Mengevaluasi kesesuaian antara kebijakan 1. Evaluate the suitability of risk management
manajemen risiko dengan pelaksanaan policy with the implementation of bank policy.
kebijakan bank.
2. Memantau dan mengevaluasi pelaksanaan 2. Monitor and evaluate the duties of the Risk
tugas Komite Manajemen Risiko dan Satuan Management committee and Risk Management
Kerja Manajemen Risiko. Unit of work.
TUGAS DAN TANGGUNG JAWAB TERKAIT DUTIES AND RESPONSIBILITIES RELATED

PEMANTAUAN RISIKO TO RISK MONITORING
1. Mengevaluasi dan menganalisa laporan 1. Evaluate and analyze bank bjb’s risk Profile
profil risiko bank bjb secara triwulanan serta report on a quarterly basis as well as other
laporan lain atau hasil kajian yang relevan reports or relevant results and provide opinions
dan memberikan pendapat berupa saran on suggestions and/or recommendations for
dan atau rekomendasi untuk perbaikan dan necessary repairs and enhancements.
penyempurnaan yang diperlukan.
2. Mengevaluasi dan menganalisa laporan tingkat 2. Evaluate and analyze bank condition report
kesehatan bank untuk bagian profil risiko dan for risk profile section and Good Corporate
Good Corporate Governance. Governance.
3. Memantau kecukupan proses identifikasi, 3. Monitor the adequacy of identification process,
pengukuran, pemantauan, pengendalian dan measurement, monitoring, control and risk
sistem informasi manajemen risiko bank bjb. management information system of bank bjb.
4. Menyusun dan melaksanakan rencana kerja 4. Develop and implement the annual work plan of
tahunan Komite Pemantau risiko sesuai the Risk Monitoring Committee in accordance
ketentuan yang berlaku. with applicable provisions.
PELAKSANAAN TUGAS TERKAIT EXECUTION OF TASKS RELATED TO THE

PELAKSANAAN TATA KELOLA DANA PENSIUN IMPLEMENTATION OF PENSION FUND
GOVERNANCE
Komite Pemantau Risiko bertugas membantu The Risk Monitoring Committee is tasked with
Dewan Pengawas dalam memantau pelaksanaan assisting the supervisory board in monitoring the
manajemen risiko yang disusun oleh Pelaksana implementation of risk management compiled by
Tugas Pengurus serta menilai toleransi risiko yang the managing task officer and assessing the risk
dapat diambil oleh Dana Pensiun. tolerance that the pension fund can take.

2020 Annual Report
PELAKSANAAN TUGAS KHUSUS SPECIAL DUTY IMPLEMENTATION

1. Melakukan tugas lain yang diberikan Dewan 1. Perform other duties given by the BOC within
Komisaris dalam batasan lingkup kerja Komite the scope of the work of the Risk Monitoring
Pemantau risiko sesuai ketentuan perundang- Committee in accordance with the provisions
undangan dan peraturan yang berlaku. of the prevailing laws and regulations.
2. Dalam hal keperluan penugasan yang diberikan 2. In case of the requirement of the assignment
Dewan Komisaris, maka Komite Pemantau given by the Board of Commissioners, the Risk
risiko dapat mengusulkan kepada Dewan Monitoring Committee may propose to the
Komisaris untuk menggunakan jasa konsultan Board of Commissioners to use the consultant
sebagai pendamping. services as a companion.
3. Menyampaikan laporan pelaksanaan tugas 3. Submit a Special Task implementation report to
khusus kepada Dewan Komisaris. the Board of Commissioners.
Wewenang Komite Pemantau Risiko Authority of Risk Monitoring Committee
Komite Pemantau risiko berwenang untuk The Risk Monitoring Committee is authorized to
mengakses informasi seluas-luasnya terkait access widest information relating to the Bank’s
dengan kebijakan manajemen risiko, struktur, risk management policy, structure, implementation
pelaksanaan dan pelaporan risiko Bank, serta and risk reporting, as well as other relevant reports
laporan dan atau informasi lain yang relevan. and or information.
Struktur, Keanggotaan dan Keahlian Komite Structure, Membership and Expertise of The
Pemantau Risiko Risk Monitoring Committee
1. Komite Pemantau Risiko beranggotakan paling 1. 1.Risk Monitoring Committee comprises the
sedikit: least:
a. 1 (satu) orang Komisaris Independen. a. 1 (one) independent commissioner.
b. 1 (satu) orang pihak independen yang b. 1 (one) independent party who has financial
memiliki keahlian di bidang keuangan. expertise.
c. 1 (satu) orang pihak independen yang c. 1 (one) independent party with expertise in
memiliki keahlian di bidang manajemen the field of risk management.
risiko.
2. Komite Pemantau Risiko diketuai oleh Komisaris 2. Risk Monitoring Committee is headed by
Independen merangkap sebagai anggota. independent Commissioner concurrently as a
the member.
3. Anggota Direksi dilarang menjadi anggota 3. Members of directors are prohibited from
Komite Pemantau Risiko. becoming members of Risk Monitoring
Committee.
4. Komisaris Independen dan pihak independen 4. Independent Commissioner and Independent
yang menjadi anggota Komite Pemantau Risiko party members of the Risk Monitoring
paling sedikit berjumlah 51% (lima puluh satu Committee at least amounted to 51% (fifty
persen) dari jumlah anggota Komite Pemantau one percent) of the total members of the Risk
Risiko. Monitoring Committee.
5. Anggota Komite dari pihak independen 5. Committee members from independent
ditetapkan oleh Dewan Komisaris berdasarkan Parties shall be appointed by the Board of
rekomendasi Komite Nominasi dan Remunerasi. Commissioners under the recommendation of
Anggota Komite dari pihak independen the nomination and remuneration committee.
diangkat untuk pertama kalinya selama satu Committee members from independent parties
tahun dan dapat diperpanjang untuk masa are appointed for the first time for one year and
kerja satu atau dua tahun berikutnya. may be extended for the next year or two of
the week.

6. Anggota Komite Pemantau Risiko yang berasal 6. Members of the Risk Monitoring Committee
dari pihak independen wajib memiliki rekam who come from independent parties must have
jejak yang baik sesuai dengan peraturan a good track record in accordance with the
perundang-undangan serta memiliki integritas, legislation and have good integrity, morality,
akhlak, dan moral yang baik and moral
7. Anggota KPR dari pihak independen: 7. Members of KPR from independent parties:
a. Tidak menerima kompensasi dari bank dan a. Does not receive compensation from banks
anak perusahaan bank, atau afiliasinya, and bank subsidiaries, or affiliates, except
kecuali upah, gaji dan fasilitas lainnya yang for salary, salary and other facilities received
diterima berkaitan dengan tugas yang in connection with the tasks carried out as
dilaksanakan sebagai anggota Komite members of the Risk Monitoring Committee;
Pemantau Risiko;
b. Tidak mempunyai hubungan keluarga b. Does not have a family or business
maupun bisnis dengan Direksi dan Dewan relationship with the Directors and Board of
Komisaris; Commissioners;
c. Tidak mempunyai kedudukan rangkap pada c. Does not have a dual position at the bank
bank dan perusahaan lainnya yang terafiliasi and other companies affiliated with the
dengan bank; bank;
d. Tidak memiliki tugas, tanggung jawab, dan d. Do not have the duties, responsibilities, and
kewenangan yang menimbulkan benturan authorities that lead to a conflict of interest.
kepentingan.
8. Anggota Komite yang berasal dari pihak 8. Committee members originating from
independen diangkat oleh Direksi bank independent parties are appointed by the
berdasarkan keputusan rapat Dewan Komisaris. Board of Directors based on the decision of the
9. Anggota Komite dari pihak independen dapat 9. Committee members from independent
diberhentikan oleh Direksi sebelum masa parties may be dismissed by the board of
jabatannya berakhir, berdasarkan keputusan directors before the end of his term, based on
rapat Dewan Komisaris karena: the decision of the Board of Commissioners ‘
meeting:
a. Meninggal dunia; a. Passed away;
b. Mengundurkan diri; b. Resign;
c. Tidak dapat melaksanakan tugasnya selama c. Not able to carry out its duties for three
tiga bulan berturut – turut; consecutive months;
d. Tidak dapat menunjukan kinerja yang d. Can not show good performance based
baik berdasarkan penilaian Ketua Komite on the assessment of the Chairman of Risk
Pemantau Risiko; Monitoring Committee;
10. Ketua Komite Pemantau Risiko berhak 10. Chairman of the Risk Monitoring Committee
mengusulkan kepada Dewan Komisaris untuk shall be entitled to propose to the Board of
melakukan penggantian anggota Komite Commissioners to change the Risk Monitoring
Pemantau Risiko. Committee.
11. Dalam pelaksanaan tugas sehari-hari, Komite 11. In the performance of daily tasks, the
dibantu oleh Staf dan/atau Sekretaris Komite Committee is assisted by the staff and/or the
Pemantau Risiko yang berasal dari kalangan Secretary of the Risk Monitoring committee
intern bank. Dalam hal tidak ada staf dan/ which originates from the internal banks. In the
atau sekretaris Komite Pemantau Risiko, event that there is no staff and/or secretary of
maka staf Kesekretariatan Dewan Komisaris the risk Monitoring Committee, the secretarial
melaksanakan tugas sebagai Sekretaris Komite staff of the Board of Commissioners carries
Pemantau Risiko. out duties as secretary of the Risk Monitoring
Committee.

2020 Annual Report
Jadwal Kegiatan Dewan Komisaris serta Komite – Implementation of the Schedule of Activities for
komite, susunan Komite Pemantau Risiko pada 31 the Board of Commissioners and Committees, the
Desember 2019 adalah sebagai berikut: composition of the Risk Monitoring Committee as
of December 31, 2019 is as follows:

No.
1. Farid Rahman Ketua Merangkap Anggota Komisaris Utama Independen Manajemen, Perbankan dan Keuangan
Chairperson concurrently Independent President Management, Banking, and Finance
as a member Commissioner
2. Eddy I. M. Nasution Anggota Komisaris Teknik, Ilmu Lingkungan dan Studi

3. Muhadi Anggota Komisaris Teknik

Member Commissioner Technique
4. Nury Effendi Anggota Pihak Independen Ekonomi dan Akuntansi

Member Independent Party Economics and Accounting
5. Tettet Fitrijanti Anggota Pihak Independen Ekonomi dan Akuntansi

Member Independent Party Economics and Accounting
Profil Komite Pemantau Risiko Risk Monitoring Committee Profile
Profil Komite Pemantau Risiko per 31 Desember The Risk Monitoring Committee profile as of December
2020 adalah sebagai berikut. 31st, 2020 is described as follows.
Farid Rahman
Ketua merangkap Anggota
The profile can be seen in the Board of Commissioners Profile section in this
Annual Report.
Eddy I. M. Nasution
Anggota Komite Pemantau Risiko
Member of Risk Monitoring Committee
Annual Report.

Muhadi
Member of Risk Monitoring Committee
Annual Report.

Meraih gelar Sarjana di bidang Obtained a Bachelor’s degree in
Akuntansi dari Universitas Padjajaran Accounting from Padjajaran University
tahun 1992, Magister Akuntansi dari in 1992, a Masters in Accounting from
Universitas Gadjah pada tahun 2000, Gadjah University in 2000, and a
serta Doktor di bidang Manajemen Doctorate in Business Management at
Bisnis pada Universitas Padjajaran Padjajaran University in 2010
tahun 2010.

Tettet Fitrijanti Beliau menduduki berbagai jabatan She held various important positions,
penting, antara lain sebagai anggota including as a member of the senate of
senat Fakultas Ekonomi dan Bisnis the Faculty of Economics and Business,
Member of Risk Monitoring
Universitas Padjadjaran, Ketua Program Padjadjaran University, Chair of the
Committee
Studi Magister Akuntansi Fakultas Master of Accounting Study Program,
Usia Ekonomi dan Bisnis Universitas Faculty of Economics and Business,
Age Padjadjaran Dosen Departemen Padjadjaran University Lecturer in the
Akuntansi Fakultas Ekonomi dan Bisnis Department of Accounting, Faculty of
52 Tahun
Universitas Padjadjaran. Economics and Business, Padjadjaran
52 years old
University.
Place and Date of Birth Dasar Pengangkatan/Appointment Basis
11 Desember 1968 Diangkat sebagai anggota Komite Appointed as a member of the

December 11, 1968 Pemantau Risiko Perseroan sejak Company’s Risk Monitoring Committee
1 Januari 2016 berdasarkan Surat since January 1, 2016 based on the
Keputusan Direksi Nomor 1206/SK/ Decree of the Board of Directors
DIR-CS/2017 tanggal 29 Desember Number 1206/SK/DIR-CS/2017 dated
2017 dan Diperbaharui dengan Surat December 29, 2017 and updated by
Keputusan Direksi Nomor 1310/SK/DIR- the Decree of the Board of Directors
CSE/2019 tanggal 19 Desember 2019. Number 1310/SK/DIR-CSE/2019 dated
December 19, 2019.

2020 Annual Report

Meraih gelar Sarjana Ekonomi di Obtained a Bachelor of Economics
Universitas Pdjadjaran pada tahun from Pdjadjaran University in 1983 and
1983 dan memperoleh gelar Master obtained a Master of Arts in Economics
of Arts di bidang Ekonomi Universitas from Padjajaran University in 1983, and
Padjajaran pada tahun 1983, dan gelar a Master of Art in Economics from Ohio
Master of Art di bidang Ekonomi dari State University in 1987, and a Doctorate
Ohio State University pada tahun in Economics from the University of
1987, serta Doktor di bidang Ekonomi Oklahoma in 2001.
dari University of Oklahoma pada
Nury Effendi tahun 2001.
Anggota Komite Pemantau Risiko Riwayat Jabatan/Position History

Member of Risk Monitoring
Beliau menduduki berbagai jabatan He held various important positions
Committee
penting pada Universitas Padjajaran, at Padjadjaran University, including
Usia antara lain sebagaiDean, Faculty of as Dean, Faculty of Economics and
Age Economics and Business Padjadjaran Business Padjadjaran University (2012-
University (2012-2016), Vice Dean for 2016), Vice Dean for Academic Affairs,
64 Tahun
Academic Affairs, Faculty of Economics Faculty of Economics Padjadjaran
64 years old
Padjadjaran University (2000– University (2000 - now) Lecturer at
Tempat dan Tanggal Lahir sekarang) Dosen Fakultas Ekonomi, the Faculty of Economics, Padjadjaran
Place and Date of Birth Uniersitas Padjajaran (1983–sekarang) University (1983) - now)
25 Agustus 1956 Dasar Pengangkatan/Appointment Basis

August 25, 1956
Diangkat sebagai anggota Komite Appointed as a member of the
Pemantau Risiko Perseroan Company’s Risk Monitoring Committee
berdasarkan Surat Keputusan Direksi based on the Decree of the Board
Nomor 1204/SK/DIR-CS/2018 Tanggal of Directors Number 1204/SK/DIR-
29 Desember 2017 yang diperbaharui CS/2018 dated December 29, 2017
dengan Surat Keputusan Direksi which was renewed by the Decree of
Nomor 0850/SK/DIR-CS/2019 tanggal the Board of Directors Number 0850/
25 Juli 2019. SK/DIR-CS/2019 dated July 25, 2019.
Kualifikasi Pendidikan dan Pengalaman Education Qualification and Work

Kerja Komite Pemantau Risiko Experience Risk Monitoring Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Pemantau Risiko

Table of Educational Qualifications and Work Experience of the Risk Monitoring Committee

Name Position Educational Background Work Experience
Farid Rahman Ketua Merangkap • S1 Manajemen Memiliki pengalaman kerja di bidang perbankan.
Anggota • S2 Banking & Finance Have work experience in banking.
Chairperson • S1 Management
concurrently as a • S2 Banking & Finance
member
Eddy I. M. Anggota • S1 Teknik Sipil Memiliki pengalaman kerja di bidang pemerintahan.

Nasution Member • S2 Ilmu Lingkungan Have work experience in the government sector.
• S2 Studi Pembangunan
• S1 Civil Engineering
• S2 Environmental Sciences
• S2 Development Studies
Muhadi Anggota • S1 Tehnik Geodesi Memiliki pengalaman kerja di bidang pemerintahan.

Member • S2 Perencanaan Wilayah dan Kota Have work experience in the government sector.
• S1 Engineering Geodesy
• S2 regional and city planning


Name Position Educational Background Work Experience
Nury Effendi Anggota • S1 Akuntansi Memiliki pengalaman kerja di bidang pendidikan.

Member • S2 Akuntansi Have work experience in the field of education
• S3 Keuangan
• S1 Accounting
• S2 Accounting
• S3 Finance
Tettet Fitrijanti Anggota • S1 Akuntansi Memiliki pengalaman kerja di bidang pendidikan.

Member • S2 Akuntansi Have work experience in the field of education.
• S3 Manajemen Bisnis
• S1 Accounting
• S2 Accounting
• S3 Business Management
Independensi Komite Pemantau Risiko Independence of Risk Monitoring

Committee
Tabel Independensi Komite Pemantau Risiko

Table of Risk Monitoring Committee Independence
Aspek Independensi Farid Eddy I. M. Nury Tettet

Muhadi
Independence Aspects Rahaman Nasution Effendi Fitrijanti
Tidak memiliki hubungan keuangan dengan Dewan Komisaris

dan Direksi.
No financial relationship with the Board of Commissioners
and Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak

perusahaan, maupun perusahaan afiliasi.
No management relationship in the company, its subsidiaries,
or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan.

No share ownership relationship in the company.
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,

Direksi, dan/atau sesama anggota Komite Pemantau Risiko.
Does not have family relations with the Board of
Commissioners, Directors, and/or fellow members of the Risk
Monitoring Committee.
Tidak menjabat sebagai pengurus partai politik, pejabat dan

pemerintah.
Do not serve as a manager of political parties, officials and
government.
Rapat Komite Pemantau Risiko Risk Monitoring Committee Meeting
Ketentuan mengenai pelaksanaan rapat Komite The provisions regarding the implementation of
Pemantau Risiko telah tertuang dalam Pedoman Risk Monitoring Committee meeting have been
dan Tata Tertib Kerja Komite Pemantau Risiko contained in the guidelines and the Code of
diantaranya adalah sebagai berikut: conduct of the Risk Monitoring Committee are
mentioned as follows:

2020 Annual Report
1. Komite Pemantau Risiko mengadakan rapat 1. Risk Monitoring Committee convene a meeting
paling sedikit 1 (satu) kali dalam 4 (empat) of at least 1 (one) time in 4 (four) months and/
bulan dan/atau disesuaikan dengan kebutuhan or adjusted to the needs of the Bank.
Bank.
2. Rapat Komite Pemantau Risiko dapat 2. The Risk Monitoring Committee meeting can
mengambil keputusan apabila sekurang- make a decision if at least 51% (fifty one per
kurangnya dihadiri oleh 51% (lima puluh satu hundred) is attended by the number of members
per seratus) dari jumlah anggota termasuk including an independent commissioner.
seorang Komisaris Independen.
3. Keputusan rapat Komite Pemantau Risiko 3. Decision meeting of Risk Monitoring Committee
dilakukan berdasarkan musyawarah mufakat. is conducted based on consensus deliberation.
4. Apabila dalam musyawarah tidak tercapai 4. If in deliberation is not reached the word
kata mufakat, maka pengambilan keputusan consensus, then decision making is done by
dilakukan dengan cara pengambilan suara means of the most voting (voting).
5. Sehubungan dengan pemungutan suara, 5. With respect to voting, each member of
maka setiap anggota Komite Pemantau Risiko the Risk Monitoring Committee present is
yang hadir berhak memberikan 1 (satu) suara entitled to give 1 (one) vote and an additional
dan tambahan 1 (satu) suara untuk setiap 1 (one) vote for each member of the Risk
anggota Komite Pemantau Risiko yang berasal Monitoring Committee which is derived from
dari Komisaris/Komisaris Independen yang the Commissioner/independent Commissioner
diwakilinya dan dilengkapi dengan surat kuasa. which it represents and is equipped with a
power of attorney.
6. Rapat Komite Pemantau Risiko dipimpin oleh 6. The Risk Monitoring committee meeting is
ketua Komite Pemantau Risiko atau anggota led by the Chairman of the Risk Monitoring
Komite Pemantau Risiko yang ditunjuk apabila Committee or a member of the Risk Monitoring
ketua Komite Pemantau Risiko berhalangan Committee appointed if the chairman of the
hadir dan dituangkan dengan jelas dalam Risk Monitoring Committee is absent and
risalah rapat. clearly outlined in the minutes of the meeting.
7. Jika dipandang perlu, Komite Pemantau Risiko 7. If deemed necessary, the Risk Monitoring
dapat mengundang pihak lain yang terkait Committee may invite other Parties related to
dengan materi rapat dalam rapat Komite the meeting material in the Risk Monitoring
Pemantau Risiko. Committee meeting.
8. Setiap rapat Komite Pemantau Risiko dituangkan 8. Each meeting of the Risk Monitoring Committee
dalam risalah rapat dan ditandatangani oleh is poured in the minutes of the meeting and
seluruh anggota Komite yang hadir serta signed by all members of the Committee
didokumentasikan dengan baik. present and well documented.
9. Perbedaan pendapat (dissenting opinions) 9. Dissenting opinions that occur in the meeting
yang terjadi dalam rapat Komite Pemantau of the Risk Monitoring Committee shall be
Risiko wajib dicantumkan dalam risalah rapat listed in the minutes of the meeting and the
beserta alasan perbedaan pendapat tersebut. reasons for the disagreements.
Agenda Rapat Komite Pemantau Risiko Agenda Meeting of Risk Monitoring Committee
Sepanjang tahun 2020, tanggal pelaksanaan, Throughout 2020, the dates of implementation,
Agenda rapat dan Peserta rapat Komite Pemantau meeting agenda and participants of the Risk
Risiko, sebagai berikut. Monitoring Committee meeting are presented as
follows.

Tabel Agenda Rapat Komite Pemantau Risiko

Table of Agenda for the Risk Monitoring Committee Meeting

Date Participant
1. 12 Februari 2020 1. TKB Semester 2 Tahun 2019 1. TKB Semester 2 2019 1. Farid Rahman
February 12, 2020 2. Program kerja dan laporan 2. 2019 KPR work program 2. Eddy I. M. Nasution
KPR Tahun 2019 and report 3. Muhadi
4. Nury Effendi
5. Tettet Fitrijanti
2. 10 Maret 2020 Laporan Pelaksanaan Program Bank bjb APU PPT Program 1. Farid Rahman
March 10, 2020 APU PPT bank bjb Posisi Implementation Report Position 2. Muhadi
Desember tahun 2019 December 2019 3. Nury Effendi
4. Tettet Fitrijanti
3. 16 Juni 2020 1. Profil Risiko bank bjb TW I 1. Risk Profile of bank bjb Q1 1. Farid Rahman
June 16, 2020 tahun 2020 2020 2. Muhadi
2. Laporan Komite Pemantau 2. Risk Monitoring Committee 3. Nury Effendi
Risiko TW I Tahun 2020 Report for Q1 2020 4. Tettet Fitrijanti
4. 18 Agustus 2020 1. Pembahasan Profil Risiko 1. Discussion on the Risk 1. Farid Rahman
August 18, 2020 bank bjb TW II Tahun 2020 Profile of bank bjb Q II 2. Eddy I. M. Nasution
of 2020 3. Muhadi
2. Stress Test dampak Covid-19 2. Stress Test the impact of 4. Nury Effendi
Covid-19 5. Tettet Fitrijanti
3. Laporan Kegiatan KPR bank 3. Report on KPR bank bjb Q2
bjb TW II 2020 2020
5. 20 Oktober 2020 Evaluasi Pelaksanaan Kebijakan Evaluation of the 1. Farid Rahman

October 20, 2020 Manajemen Risiko terkait Implementation of Risk 2. Eddy I. M. Nasution
penetapan Risk Appetite dan Management Policies related 3. Muhadi
Risk Tolerance serta perbaikan to the determination of Risk 4. Nury Effendi
komposit profil risiko Appetite and Risk Tolerance as 5. Tettet Fitrijanti
well as improvement of the risk
profile composite
6. 8 Desember 2020 1. Laporan Hasil Self 1. Report on the Results of 1. Farid Rahman
December 8, 2020 Assesment TKB bank bjb Self-Assessment TKB for 2. Eddy I. M. Nasution
Semester I bank bjb Semester I 3. Muhadi
2. Laporan RCCR bank bjb 2. Bank bjb RCCR report for 4. Nury Effendi
bulan Oktober 2020 October 2020 5. Tettet Fitrijanti
3. Pembahasan Perkembangan 3. Discussion on the
Penanganan Covid-19 di Development of Covid-19
bank bjb Handling at bank bjb
4. Lain-Lainnya. 4. Others.
7. 22 Desember 2020 1. Pembahasan Perkembangan 1. Discussion on the 1. Farid Rahman

December 22, 2020 Penanganan Covid 19 di Development of Covid 19 2. Eddy I. M. Nasution
bank bjb Handling at bank bjb 3. Muhadi
2. Pembahasan Laporan RCCR 2. Discussion on the RCCR 4. Nury Effendi
Posisi Oktober 2020 Report for the Position of 5. Tettet Fitrijanti
October 2020
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT FREQUENCY AND ATTENDANCE OF THE RISK
KOMITE PEMANTAU RISIKO MONITORING COMMITTEE MEETING
Selama tahun 2020, Komite Pemantau Risiko During 2020, the Risk Monitoring Committee
telah melaksanakan rapat sebanyak 7 (tujuh) kali. conducted a meeting of 7 (seven) times. The
Adapun frekuensi dan tingkat kehadiran rapat frequency and meeting attendance level of each
masing-masing anggota Komite Pemantau Risiko member of the Risk Monitoring Committee are as
adalah sebagai berikut. follows.

2020 Annual Report
Tabel Tingkat Kehadiran Rapat Komite Pemantau Risiko

Table Attendance Meeting of Risk Monitoring Committee
Rapat Komite Pemantau Risiko

Risk Monitoring Committee Meeting
Nama Jabatan Jumlah dan Persentase Kehadiran

Name Position The Number and Attendance Percentage

Persentase
Number of Number of
Percentage
Meetings Attendance
Farid Rahman Ketua Merangkap Anggota 7 7 100%


Member

Member
Nury Effendi Anggota 7 7 100%

Member
Tettet Fitrijanti Anggota 7 7 100%

Member
Program Peningkatan Kompetensi Komite Competency Improvement Program Risk

Program peningkatan kompetensi Komite The Risk Monitoring Committee’s competency

Pemantau Risiko telah disajikan pada Bab Profil improvement Program has been presented in the
Perusahaan dalam Laporan Tahunan ini. company Profile chapter in this annual report.
Laporan Singkat Pelaksanaan Kegiatan Brief Report on The Implementation of

Komite Pemantau Risiko Tahun 2020 The Activities of The 2020 Risk Monitoring
Committee
Komite Pemantau Risiko selama tahun 2020 During 2020, the Risk Monitoring Committee
telah melaksanakan kegiatan sesuai dengan carried out activities in accordance with the Risk
Program Kerja Komite Pemantau Risiko (KPR) Monitoring Committee (KPR) Work Program
tahun 2020 yang telah ditetapkan, diantaranya for 2020, including evaluating the conformity
melakukan evaluasi kesesuaian antara kebijakan between risk management policies and policy
manajemen risiko dengan pelaksanaan kebijakan, implementation, as well as monitoring and
serta memantau dan mengevaluasi pelaksanaan evaluating the implementation of duties of the Risk
tugas Komite Manajemen Risiko dan Satuan Kerja Management Committee and the Management
Manajemen Risiko, melalui: Work Unit. Risk, through:
1. Mengevaluasi peringkat risiko berdasarkan 1. Evaluating risk ratings based on the Quarterly
Laporan self assesment Profil Risiko Triwulanan Risk Profile self-assessment report and providing
dan memberikan rekomendasi berdasarkan recommendations based on the evaluation
hasil evaluasi tersebut kepada Dewan Komisaris. results to the Board of Commissioners.
2. Memantau Tingkat Kesehatan Bank Semesteran 2. Monitoring Semester Bank Soundness Level
melalui telaah dan pembahasan atas Laporan through review and discussion of semester Bank
Self Assesment Tingkat Kesehatan Bank Soundness Level Self Assessment Reports.
semester.

3. Mengevaluasi Risiko Kredit melalui telaah dan 3. Evaluating Credit Risk through review and
pembahasan Laporan Analisa Root Cause discussion of the Root Cause Credit Risk
Credit Risk (RCCR) (RCCR) Analysis Report.
4. Mengevaluasi Risiko Kredit, Risiko Pasar dan 4. Evaluating Credit Risk, Market Risk and Liquidity
Risiko Likuiditas dalam masa pandemic Covid-19 Risk during the Covid-19 pandemic through a
melalui telaah dan pembahasan Laporan Stress review and discussion of the Covid-19 Stress
Testing Covid-19 atas Risiko Kredit, Risiko Pasar Testing Report on Credit Risk, Market Risk and
dan Risiko Likuiditas. Liquidity Risk.
5. Melakukan evaluasi pelaksanaan Kebijakan 5. Evaluating the implementation of Risk
Manajemen Risiko terkait penetapan Risk Management Policies related to the
Appetite dan Risk Tolerance. determination of Risk Appetite and Risk
Tolerance.
6. Mengevaluasi Pelaksanaan APU-PPT bank 6. Evaluating the implementation of the AML-CFT
bjb melalui telaah dan pembahasan terhadap bank bjb through review and discussion of the
Laporan Pelaksanaan Program APU-PPT. AML-CFT Program Implementation Report.
7. Menyusun Laporan KPR Triwulanan dan 7. Preparing Quarterly and Annual KPR Reports
Tahunan serta menyusun Rencana Kerja. and prepare Work Plans.
Komite Tata Kelola Terintegrasi Integrated Governance Committee
Peraturan Otoritas Jasa Keuangan Nomor 18/ Regulation of the Financial Services Authority No.
POJK.03/2014 tentang Penerapan Tata Kelola 18/POJK.03/2014 concerning the implementation of
Terintegrasi Bagi Konglomerasi Keuangan guna integrated governance for financial conglomerates
mengatur pelaksanaan tata kelola terintegrasi bagi to govern the implementation of integrated
Lembaga Jasa Keuangan yang memiliki hubungan governance for financial servicesinstitutions that
kepemilikan dan/atau pengendalian. Oleh karena have an ownership relationship and/or control.
itu setiap Lembaga Jasa Keuangan yang tergabung Therefore, every financial services institution
dalam konglomerasi keuangan wajib menerapkan incorporated into the financial conglomerate is
tata kelola secara terintegrasi. Dalam pelaksanaan obliged to implement governance in an integrated
tata kelola terintegrasi bank bjb telah membentuk way. In the implementation of integrated
Komite Tata Kelola Terintegrasi sebagai governance, bank bjb has established an integrated
pengawasan untuk memberikan rekomendasi atau governance committee as a supervision to provide
nasihat dalam pelaksanaan kebijakan termaksud. recommendations or advice in implementing the
intended policy.
Dasar Pembentukan Komite Tata Kelola The Basis of Integrated Governance

Terintegrasi Committee
Komite Tata Kelola Terintegrasi bank bjb dibentuk The bank bjb Integrated Governance Committee is
berdasarkan: formed based on:
1. Peraturan Otoritas Jasa Keuangan Nomor 1. Regulation of the Financial Services Authority
55/POJK.03/2016 tanggal 9 Desember 2016 Number 55/POJK.03/2016 dated December
tentang Penerapan Tata Kelola bagi Bank 9th, 2016 concerning The Implementation of
Umum. Governance For Commercial Banks.
POJK.03/2014 tentang Penerapan Tata Kelola Number 18/POJK.03/2014 concerning the
Terintegrasi Bagi Konglomerasi Keuangan. Implementation of Integrated Governance For
Financial Conglomerate
POJK.03/2014 dan Surat Edaran Otoritas Jasa Number 17/POJK.03/2014 and Circular Letter

2020 Annual Report
Keuangan Nomor 14/SEOJK.03/2015 tentang of Financial Services Authority Number 14/

Penerapan Manajemen Risiko Terintegrasi bagi SEOJK.03/2015 concerning the implementation
Konglomerasi Keuangan. of Integrated Risk Management For Financial
Conglomerations.
4. Surat Keputusan Dewan Komisaris Nomor 4. Decree of Board of Commissioners No. 09/
09/SK/DK/2018 tanggal 20 Desember 2018 SK/DK/2018 dated December 20th, 2018
tentang Pembagian Tugas dan Pelaksanaan concerning the Division of Duties and The
Jadwal Kegiatan Dewan Komisaris serta Komite Implementation of The Activities Schedule of
– komite. The BOC and The Committees.
5. Surat Keputusan Dewan Komisaris Nomor 5. Decree of Board of Commissioners No. 05/SK/
05/SK/DK/2019 tanggal 3 Juli 2019 tentang DK/2019 dated July 3rd, 2019 concerning the
Pembagian Tugas dan Pelaksanaan Jadwal Division of Duties and The Implementation of
Kegiatan Dewan Komisaris serta Komite – The Activities Schedule of The BOC and The
komite. Committees.
6. Surat Keputusan Dewan Komisaris Nomor 07/ 6. Decree of Board of Commissioners No. 07/SK/
SK/DK/2019 tanggal 30 Juli 2019 tentang DK/2019 dated July 30th, 2019 concerning the
Pembagian Tugas dan Pelaksanaan Jadwal Division of Duties and The Implementation of
Kegiatan Dewan Komisaris serta Komite – The Activities Schedule of The BOC and The
komite. Committees.
Piagam Komite Tata Kelola Terintegrasi Integrated Governance Committee Charter
Komite Tata Kelola Terintegrasi telah memiliki The Integrated governance Committee has had
Pedoman dan Tata Tertib Kerja Komite Tata Kelola the code and code of conduct of the Integrated
Terintegrasi (KTT) berdasarkan Surat Keputusan Governance Committee (KTT) based on the Board
Dewan Komisaris Nomor 05/SK/DK/2016 tanggal of Commissioners Decree No. 05/SK/DK/2016
31 Maret 2016. dated March 31st, 2016.
Tugas dan Tanggung Jawab Komite Duties and Responsibilities of The

Tata Kelola Terintegrasi Integrated Governance Committee
Komite Tata Kelola Terintegrasi memiliki tugas The Integrated Governance Committee has the
dan tanggung jawab untuk menyusun dan duty and responsibility to compile and implement
melaksanakan rencana kerja tahunan sesuai arahan the annual work plan as directed by the Board of
Dewan Komisaris dan ketentuan yang berlaku di Commissioners and the provisions applicable in
Bank. Adapun Tugas dan tanggung jawab Komite the Bank. The duties and responsibilities of the
Tata Kelola Terintegrasi adalah: Integrated Governance Committee are:
1. Mengawasi penerapan tata kelola pada masing- 1. Supervise the implementation of governance
masing Lembaga Jasa Keuangan agar sesuai in each financial institution in accordance with
dengan Kebijakan Tata Kelola Terintegrasi. the integrated Governance policy.
2. Memberikan rekomendasi kepada Dewan 2. To provide recommendations to the Board of
Komisaris Entitas Utama mengenai pelaksanaan Commissioners of the main entity regarding
tugas dan tanggung jawab Direksi Entitas the implementation of the duties and
Utama atas pelaksanaan Kebijakan Tata Kelola responsibilities of the board of Directors of main
Terintegrasi dan tindak lanjut hasil audit dari entities on the implementation of integrated
pihak intern dan ekstern. governance policy and follow-up of audit
results from internal and external authorities.
3. Melakukan evaluasi terhadap Kebijakan Tata 3. Evaluate the integrated governance policy.
Terintegrasi yang telah ditetapkan.
4. Mengevaluasi dan menganalisa laporan tata 4. Evaluate and analyze the integrated governance
kelola terintegrasi yang diberikan oleh Direksi report provided by the Board of Directors as
serta laporan lain. well as other reports.

5. Menyusun dan melaksanakan rencana kerja 5. Develop and implement an annual work plan
tahunan Komite Tata Kelola Terintegrasi sesuai of the Integrated Governance Committee as
arahan Dewan Komisaris dan ketentuan yang directed by the Board of Commissioners and
berlaku di Bank. the provisions applicable in the Bank.
6. Membuat program kerja tahunan. 6. Create an annual work program.
7. Membuat laporan hasil evaluasi dan 7. Generate evaluation report and recommend
merekomendasikan kepada Dewan Komisaris to the Board of Commissioners at least 1 (one)
paling kurang 1 (satu) kali dalam setiap Triwulan. time in each quarter.
Wewenang Komite Tata Kelola Terintegrasi Authority of The Integrated Governance

Committee
Komite Tata Kelola Terintegrasi berwenang untuk: The Integrated Governance Committee is
authorized to:
1. Mengakses informasi seluas-luasnya terkait 1. Access widest information related to the
dengan struktur konglomerasi keuangan serta financial conglomerate structure as well as
kebijakan, pelaksanaan dan pelaporan Tata policies, implementation and reporting of Bank
Kelola Terintegrasi Bank, dan laporan atau integrated governance, and other reports or
informasi lainnya. information.
2. Merekomendasikan kepada Dewan Komisaris 2. Recommend to the Board of Commissioners
untuk menunjuk pihak untuk melaksanakan to appoint parties to perform functions that
fungsi yang mendukung tugas dan tanggung support the duties and responsibilities of the
jawab Dewan Komisaris paling sedikit komite Board of Commissioners at least Committee or
atau fungsi pemantauan audit, dan komite atau audit monitoring function, and Committee or
fungsi pemantauan kepatuhan. compliance monitoring function.
Struktur, Keanggotaan dan Keahlian Komite Structure, Membership and Expertise of The
Tata Kelola Terintegrasi Integrated Governance Committee
Struktur Komite Tata Kelola Terintegrasi terdiri The structure of the Integrated Governance
dari: Committee:
1. Ketua Komite Tata Kelola Terintegrasi. 1. Chairman of the Integrated Governance
Committee.
2. Anggota Komite Tata Kelola Terintegrasi dari 2. Member of the Integrated Governance
Komisaris Independen. Committee of the Independent Commissioner.
Komisaris. Committee of Commissioners.
pihak indpenden. Committee of the Parties.
Ex Officio Dewan Komisaris bank bjb Syariah. Committee of Ex officio of the Board of
Commissioners bank bjb Syariah.
Ex Officio Dewan Pengawas bank bjb Syariah. Committee of Ex officio of the supervisory
board of bank bjb Syariah.
Ex Officio Dewan Pengawas PT BPR LPK Intan Committee of Ex officio Board of Trustees of
Jabar. PT BPR LPK Intan Jabar.
8. Anggota Komite Tata Kelola Terintegrasi dari 8. Member of Integrated Governance Committee
Ex Officio Dewan Pengawas PT BPR Karya of Ex officio Board of Trustees of PT BPR
Utama Jabar. Utama works.

2020 Annual Report
Jumlah dan komposisi Komisaris Independen yang Number and composition of independent
menjadi anggota Komite Tata Kelola Terintegrasi commissioners who are members of the
disesuaikan dengan kebutuhan Konglomerasi Integrated Governance Committee accordance
Keuangan serta efisiensi dan efektivitas with the needs of the financial conglomerate as
pelaksanaan tugas Komite Tata Kelola Terintegrasi well as the efficiency and effectiveness Integrated
dengan memperhatikan paling sedikit keterwakilan Governance Committee’s duties with the least
masing-masing sektor jasa keuangan. representation of each financial services sector.
Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 Number 03/SK/DK/2020 dated 23 June 2020
tentang Pembagian Tugas dan Pelaksanaan concerning the Distribution of Duties and
Jadwal Kegiatan Dewan Komisaris serta Komite Implementation of the Schedule of Activities for
– komite, susunan Komite Tata Kelola Terintegrasi the Board of Commissioners and Committees,
pada 31 Desember 2020 adalah sebagai berikut: the composition of the Integrated Governance
Committee as of 31 December 2020 is as follows:

No.
1. Fahlino F. Sjuib Ketua Merangkap Anggota Komisaris Independen Ekonomi dan Akuntansi
Chairperson concurrently Independent Commissioner Economics and Accounting
as a member
2. Eddy I. M. Nasution Anggota Komisaris Teknik, Ilmu Lingkungan, dan Studi
3. Muhadi Anggota Komisaris Teknik, Perencanaan Wilayah dan Tata Kota
Member Commissioner Engineering, Regional Planning and City
Planning
4. Yayat Sutaryat Anggota Komisaris Independen Keuangan dan Hukum
Member Independent Commissioner Finance and Law
5. Dinan Sufendi RAE Anggota Pihak Independen Hukum dan Perbankan
Member Independent Party Law and Banking
Profil Komite Tata Kelola Terintegrasi Integrated Governance Committee Profile
Profil Komite Tata Kelola Terintegrasi per 31 The profile of the Integrated Governance
Desember 2020 adalah sebagai berikut. Committee as of December 31st, 2020 is as follows.
Fahlino F. Sjuib
Ketua Merangkap Anggota
Report.

Eddy I. M. Nasution
Anggota
Member
Report.
Muhadi
Anggota
Member
Report.
Yayat Sutaryat
Anggota
Member
Report.

Meraih gelar Sarjana di bidang Hubungan Obtained a Bachelor’s degree in
Internasional Universitas Padjadjaran International Relations from Padjadjaran
tahun 1988, gelar Sarjana Hukum di University in 1988, a Bachelor of Law
Universitas Padjadjaran tahun 1990 dan degree at Padjadjaran University in 1990
gelar Magister Hukum di Sekolah Tinggi and a Masters in Law at the Bandung
Hukum Bandung pada tahun 2017. Law College in 2017.

Beliau pernah menduduki berbagai He has held various important positions
Dinan Sufendi RAE jabatan penting di bank bjb, antara lain at bank bjb, including as Group Head
Anggota sebagai Grup Head Pengembangan of KPR & KKB Product Development,
Member Produk KPR & KKB, Grup Head Group Head of Education and Training
Operasional Pendidikan dan Pelatihan, Operations, Group Head of Credit
Usia Grup Head Manajemen Risiko Kredit, dan Risk Management, and most recently
Age terakhir menjabat sebagai Pemimpin served as Head of the Risk Management
56 Tahun Divisi Manajemen Risiko Division.
56 years old
Diangkat sebagai anggota Komite Appointed as a member of the
Tata Kelola Teritegrasi Perseroan Company’s Integrated Governance
Ciamis, 6 Juni 1964 terhitung mulai tanggal 01 Januari 2020 Committee starting January 1, 2020
Ciamis, 6 June 1964 berdasarkan Surat Keputusan Direksi based on the Decree of the Board
Nomor 1355/SK/DIR-CSE/2019 tanggal of Directors Number 1355/SK/DIR-
26 Desember 2019. CSE/2019 dated December 26, 2019.

2020 Annual Report
Kualifikasi Pendidikan dan Pengalaman Education Qualification and Work

Kerja Komite Tata Kelola Terintegrasi Experience Integrated Governance
Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Tata Kelola Terintegrasi
Table of Education Qualification and Work Experience integrated Governance Committee

Fahlino F. Sjuib Ketua Merangkap • S1 Akuntansi Memiliki pengalaman kerja di bidang pendidikan.
Anggota • S2 Ekonomi Have work experience in the field of education
Chairperson • S3 Ekonomi
concurrently as a • S1 Accounting
member • S2 Economic
• S3 Economic
Eddy I. M. Anggota • S1 Teknik Sipil Memiliki pengalaman kerja di bidang pemerintahan.
Nasution Member • S2 Ilmu Lingkungan Have work experience in the government sector.
• S2 Studi Pembangunan
• S1 Civil Engineering
• S2 Environmental Sciences
• S2 Development Studies
Muhadi Anggota • S1 Tehnik Geodesi Memiliki pengalaman kerja di bidang pemerintahan.
Member • S2 Perencanaan Wilayah dan Kota Have work experience in the government sector.
• S1 Engineering Geodesy
• S2 regional and city planning
Yayat Sutaryat Anggota • S1 Hukum Memiliki pengalaman kerja di bidang pemerintahan.
Member • S2 Administrasi Negara Have work experience in the government sector.
• S1 Law
• S2 State Administration
Dinan Sufendi Anggota • S1 Hubungan Internasional Memiliki pengalaman kerja di bidang perbankan dan
RAE Member • S1 Hukum hukum.
• S2 Hukum Have work experience in Banking and Law.
• S1 International Relations
• S1 Law
• S2 Law
Independensi Komite Tata Kelola Independence of The Integrated

Tabel Independensi Komite Tata Kelola Terintegrasi

Table of Integrated Governance Committee Independency
Aspek Independensi Fahlino F. Eddy I. M. Yayat Dinan

Muhadi
Aspect of Independence Sjuib Nasution Sutaryat Sufendi RAE
Tidak memiliki hubungan keuangan dengan Dewan

Komisaris dan Direksi.
No financial relationship with the Board of
Tidak memiliki hubungan kepengurusan di perusahaan,

anak perusahaan, maupun perusahaan afiliasi.
No management relationship in the company, its
subsidiaries, or affiliated companies.
Tidak memiliki hubungan kepemilikan saham di

perusahaan.
No share ownership relationship in the company.
Tidak memiliki hubungan keluarga dengan Dewan

Komisaris, Direksi, dan/atau sesama anggota Komite Tata
Kelola Terintegrasi.
No family relationship with the Board of Commissioners,
Directors, and/or other members of the Integrated
Governance Committee.

Aspek Independensi Fahlino F. Eddy I. M. Yayat Dinan

Muhadi
Aspect of Independence Sjuib Nasution Sutaryat Sufendi RAE
Tidak menjabat sebagai pengurus partai politik, pejabat

dan pemerintah.
Do not serve as a manager of political parties, officials
and government.
Rapat Komite Tata Kelola Terintegrasi Integrated Governance Committee Meeting
Ketentuan Rapat Komite Tata Kelola Terintegrasi The Integrated Governance Committee meeting
diatur dalam Pedoman dan Tata Tertib Kerja provisions are governed by the Code and Code of
Komite Tata Kelola Terintegrasi adalah sebagai conduct of the Integrated Governance Committee
berikut: as follows:
1. Rapat Komite Tata Kelola Terintegrasi 1. Integrated Governance Committee meeting
mengadakan rapat sekurang-kurangnya 4 held at least 4 (four) times in 1 (one) year,
(empat) kali dalam 1 (satu) tahun, disesuaikan adjusted to the needs of the Bank.
dengan kebutuhan Bank.
2. Rapat Komite Tata Kelola Terintegrasi 2. Integrated Governance Committee meeting
membahas mengenai evaluasi kebijakan dan discusses policy evaluation and integrated
penerapan tata kelola terintegrasi pada LJK. governance implementation of LJK.
3. Rapat Komite Tata Kelola Terintegrasi dapat 3. Integrated Governance Committee meeting
dilaksanakan melalui video conference. can be implemented through video conference.
4. Hasil rapat Komite Tata Kelola Terintegrasi 4. The results of the Integrated Governance
dituangkan dalam risalah rapat dan Committee meeting are set forth in the minutes
didokumentasikan secara baik. of the meeting and well documented.
5. Perbedaan pendapat (dissenting opinion) 5. Dissenting opinion that occurs in the meeting
yang terjadi dalam rapat Komite Tata Kelola of the Integrated Governance Committee is
Terintegrasi dicantumkan secara jelas dalam clearly listed in the minutes of the meeting and
risalah rapat beserta alasan perbedaan the reasons of disagreements.
pendapat.
6. Rapat Komite Tata Kelola Terintegrasi dapat 6. The Integrated Governance Committee meeting
mengambil keputusan apabila sekurang- is able to make a decision if at least 51% (fifty
kurangnya dihadiri oleh 51% (lima puluh satu one and a hundred) of the member’s number
per seratus) dari jumlah anggota termasuk including an independent commissioner.
seorang Komisaris Independen.
7. Keputusan rapat Komite Tata Kelola Terintegrasi 7. The decision of the Integrated Governance
dilakukan berdasarkan musyawarah mufakat. Committee meeting is based on consensus
deliberation.
8. Apabila dalam musyawarah tidak tercapai 8. If in deliberation is not reached the word
kata mufakat, maka pengambilan keputusan consensus, then the decision making is done
dilakukan dengan cara pengambilan suara by means of the most voting.
9. Sehubungan dengan pengambilan suara, maka 9. With respect to voting, each member of the
setiap anggota Komite Tata Kelola Terintegrasi Integrated Governance Committee who is
yang hadir berhak memberikan 1 (satu) suara present is entitled to provide 1 (one) vote and
dan tambahan 1 (satu) suara untuk setiap an additional 1 (one) vote for each member of
anggota Komite Tata Kelola Terintegrasi yang the Integrated Governance Committee that is
diwakilinya yang dilengkapi dengan surat represented by the Power of Attorney.
kuasa.

2020 Annual Report
10. Rapat Komite Tata Kelola Terintegrasi dipimpin 10. The Integrated Governance Committee meeting
oleh ketua Komite Tata Kelola Terintegrasi is headed by the Chairman of the Integrated
atau anggota Komite Tata Kelola Terintegrasi Governance Committee or a member of the
yang berasal dari unsur Dewan Komisaris Integrated Governance Committee which is
apabila ketua Komite Tata Kelola Terintegrasi derived from the Board of Commissioners when
berhalangan hadir. the Chairman of the Integrated Governance
Committee is absent.
11. Jika dipandang perlu, Komite Tata Kelola 11. If deemed necessary, the Integrated
Terintegrasi dapat mengundang pihak lain dari Governance Committee may invite other
internal Bank yang terkait dengan materi rapat Parties from the internal Bank in relation to the
dalam rapat Komite Tata Kelola Terintegrasi. meeting material at the Integrated Governance
Committee meeting.
AGENDA RAPAT KOMITE TATA KELOLA AGENDA MEETING OF INTEGRATED

TERINTEGRASI GOVERNANCE COMMITTEE
Sepanjang tahun 2020, tanggal pelaksanaan, Throughout the year 2020, the date of
Agenda rapat dan Peserta rapat Komite Tata implementation, the Agenda of the meeting and
Kelola Terintegrasi, sebagai berikut. the participants of the Integrated Governance
Committee meeting are presented as follows.
Tabel Agenda Rapat Komite Tata Kelola Terintegrasi

Table of Agenda of Integrated Governance Committee

No. Agenda
Date Participants
1. 25 Februari 2020 1. Pembahasan Laporan Kegiatan Komite Tata Kelola Terintegrasi TW IV • Fahlino F. Sjuib
February 25, 2020 Tahun 2019 dan Program Kerja Komite • Eddy I.M. Nasution
Tata Kelola Terintegrasi Tahun 2020. • Muhadi
2. Lain-lainnya. • Yayat Sutaryat
1. Discussion on the Activities Report of the Integrated Governance • Dinan Sufendi RAE
Committee for Q4 2019 and the Work Program of the Integrated
Governance Committee for 2020.
2. Others.
2. 24 Juni 2020 1. Pembahasan hasil audit Satuan Kerja Audit Internal Terintegrasi (SKAIT) • Fahlino F. Sjuib
June 24, 2020 periode TW IV 2019 dan TW I 2020 • Eddy I.M. Nasution
2. Pembahasan hasil Evaluasi Divisi MAP terhadap kinerja anak perusahaan • Muhadi
periode TW IV 2019 dan TW 1 2020. • Dinan Sufendi RAE
3. Lain-lainnya
1. Discussion on the audit results of the Integrated Internal Audit Work
Unit (SKAIT) for the fourth quarter of 2019 and the first quarter of 2020
2. Discussion on the evaluation results of the MAP Division on the
performance of subsidiaries for the period IV 2019 and Q1 2020.
3. Others.
3. 18 Agustus 2020 1. Pembahasan Laporan Pelaksanaan tugas dan wewenang oleh Direktur • Fahlino F. Sjuib
August 18, 2020 yang membawahkan fungsi pengawasan terhadap Lembaga Jasa • Muhadi
Keuangan (LJK) dalam Konglomerasi Keuangan melalui Satuan Kerja • Yayat Sutaryat
Audit Internal Terintegrasi, Satuan Kerja Kepatuhan Terintegrasi dan • Dinan Sufendi RAE
Satuan Kerja Manajemen Risiko Terintegrasi serta Divisi Manajemen
Anak Perusahaan.
2. Laporan Kinerja Periode Triwulan II Tahun 2020 oleh Direksi dan Dewan
Komisaris bank bjb Syariah, BPR Intan Jabar serta BPR Karya Utama
Jabar.
1. Discussion of the Report on the implementation of duties and powers
by the Director in charge of the supervisory function of the Financial
Services Institutions (LJK) in the Financial Conglomeration through the
Integrated Internal Audit Work Unit, the Integrated Compliance Work
Unit and the Integrated Risk Management Work Unit and the Subsidiary
Management Division.
2. Performance Report for the Second Quarter of 2020 by the Board of
Directors and Board of Commissioners of the bank bjb Syariah, BPR
Intan Jabar and BPR Karya Utama Jabar.


No. Agenda
Date Participants
4. 22 Desember 2020 1. Pembahasan Evaluasi Pelaksanaan tugas dan wewenang oleh Direktur • Fahlino F. Sjuib
December 22, 2020 yang membawahkan fungsi pengawasan terhadap Lembaga Jasa • Eddy I.M. Nasution
Keuangan dalam Konglomerasi Keuangan melalui Satuan Kerja Audit • Muhadi
Internal Terintegrasi, Satuan Kerja Kepatuhan Terintegrasi, Satuan Kerja • Yayat Sutaryat
Manajemen Risiko Terintegrasi serta Divisi Manajemen Anak Perusahaan • Dinan Sufendi RAE
Periode Triwulan III Tahun 2020.
2. Pembahasan Hasil Evaluasi Divisi Manajemen Anak Perusahaan
terhadap Kinerja Anak Perusahaan Periode Triwulan III Tahun 2020.
3. Lain-lainnya.
1. Discussion on the Evaluation of the implementation of duties and
powers by the Director who is in charge of the supervisory function
of the Financial Services Institutions in the Financial Conglomeration
through the Integrated Internal Audit Work Unit, the Integrated
Compliance Work Unit, the Integrated Risk Management Work Unit and
the Subsidiary Management Division for the 3rd Quarter of 2020.
2. Discussion on the Evaluation Results of the Subsidiary’s Management
Division on the Subsidiary’s Performance for the Third Quarter of 2020.
3. Others.
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT FREQUENCY AND ATTENDANCE OF

KOMITE TATA KELOLA TERINTEGRASI INTEGRATED GOVERNANCE COMMITTEE
MEETING
Selama tahun 2020, Komite Tata Kelola Terintegrasi During 2020, the Integrated Governance
telah melaksanakan 4 (empat) kali rapat. Adapun Committee carried out 4 (four) meetings. The
frekuensi dan tingkat kehadiran rapat masing- frequency and meeting attendance level of each
masing anggota Komite Tata Kelola Terintegrasi member of the Integrated Governance Committee
adalah sebagai berikut. are as follows.
Tabel Tingkat Kehadiran Rapat Komite Tata Kelola Terintegrasi

Table of Attendance of Integrated Governance Committee Meeting
Rapat Komite Tata Kelola Terintegrasi

Integrated Governance Committee

Nama Jabatan
Name Position
Persentase
Number of Number of
Percentage
Meetings Attendance
Fahlino F. Sjuib Ketua Merangkap Anggota 4 4 100%


Member

Member
Yayat Sutaryat Anggota 4 3 75%

Member
Dinan Sufendi RAE Anggota 4 4 100%

Member

2020 Annual Report
Program Peningkatan Kompetensi Komite Integrated Governance Committee

Tata Kelola Terintegrasi Competency Improvement Program
Program peningkatan kompetensi Komite Tata The Integrated Governance Committee’s

Kelola Terintegrasi telah disajikan pada Bab Profil competency improvement Program has been
Perusahaan dalam Laporan Tahunan ini. presented in the company Profile chapter of this
Annual Report.
Laporan Singkat Pelaksanaan Kegiatan Brief Report on The Implementation of The

Komite Tata Kelola Terintegrasi Tahun 2020 Activities of The Integrated Governance
Committee 2020
Selama tahun 2020 Komite Tata Kelola During 2020 the Integrated Governance
Terintegrasi telah melaksanakan kegiatan sesuai Committee carried out activities in accordance
dengan program kerja yang telah ditetapkan. with the predetermined work program. These
Tugas tersebut termasuk melakukan pemantauan duties included monitoring and evaluating the
dan melakukan evaluasi penerapan tata kelola implementation of integrated governance of
terintegrasi konglomerasi keuangan bank bjb, bank bjb financial conglomerates, including the
diantaranya sebagai berikut: following:
1. Melakukan pemantauan dan evaluasi terhadap 1. Monitoring and evaluating the implementation
pelaksanaan tugas dan fungsi Direktur yang of the duties and functions of the Director in
membawahkan fungsi Pengawasan terhadap charge of Supervision of Financial Services
Lembaga Jasa Keuangan dalam Konglomerasi Institutions in the Financial Conglomerate.
Keuangan.
2. Melakukan pemantauan dan evaluasi terhadap 2. Monitoring and evaluating the implementation
pelaksanaan tugas dan fungsi dari Satuan of the duties and functions of the Integrated
Kerja Audit Internal Terintegrasi, Satuan Kerja Internal Audit Work Unit, the Integrated
Manajemen Risiko Terintegrasi dan Satuan Risk Management Unit and the Integrated
Kepatuhan Terintegrasi. Compliance Unit.
3. Melakukan pemantauan terhadap Kinerja 3. Monitoring the Performance and Risk Profiles
dan Profil Risiko dari perusahaan anak dan of subsidiaries and related companies in the
perusahaan terelasi dalam konglomerasi financial conglomerate.
keuangan.
4. Melakukan evaluasi atas Pembinaan Entitas 4. Evaluating the Main Entity Development
Utama terhadap Tata Kelola Perusahaan anak on the Governance of subsidiaries and
dan perusahaan terelasi dalam konglomerasi related companies in the bank bjb financial
keuangan bank bjb. conglomerate.
5. Melakukan pemantauan terhadap kinerja 5. Monitoring the performance of subsidiaries
perusahaan anak dan perusahaan terelasi and related companies in the bank bjb financial
dalam konglomerasi keuangan bank bjb. conglomerate.

Organ dan Komite Di Bawah Direksi Organs and Committees

Under The Board of Directors
Dalam menjalankan tugasnya, Direksi dibantu In carrying out its duties, the Board of Directors
oleh unit-unit yang berada di bawah Direksi is assisted by units under the Board of Directors
diantaranya Sekretaris Perusahaan, Satuan Kerja including the Corporate Secretary, Internal
Audit Internal, Divisi Manajemen Risiko dan Audit Work Unit, the Risk Management Division
Komite-komite yang bertugas untuk memberikan and Committees in charge of providing advice
saran dan rekomendasi yang berhubungan dengan and recommendations related to the Directors’
kebijakan-kebijakan dan arahan-arahan Direksi. policies and directives. The Board of Directors
Direksi dibantu oleh 6 (enam) komite, yaitu Komite was assisted by 6 (six) committees, namely
Manajemen Risiko (KMR), Komite Kebijakan the Risk Management Committee (KMR), the
Perkreditan (KKP), Komite Pengarah Teknologi Credit Policy Committee (KKP), the Information
Informasi, Komite Manajemen Risiko Terintegrasi Technology Steering Committee, the Integrated
(KMRT), Assets and Liability Committee (ALCO) Risk Management Committee (KMRT), the Assets
dan Komite Risiko Permodalan. and Liability Committee (ALCO) and the Capital
Risk Committee.
Sekretaris Perusahaan Corporate Secretary
Sekretaris Perusahaan (Corporate Secretary) Corporate Secretary plays an important role

memiliki peranan penting dalam menjembatani in bridging communication to both internal
komunikasi baik kepada pihak internal maupun and external parties of the company such as
eksternal Perseroan seperti komunikasi dengan communication with employees, regulators,
karyawan, regulator, para pemegang saham, shareholders, investors, and stakeholders. Other
investor, dan pemangku kepentingan lainnya. interests. He also plays a role in ensuring that the
Sekretaris Perusahaan juga berperan dalam company complies with regulations in the capital
memastikan bahwa Perseroan telah patuh pada market. Communication built by the Corporate
peraturan-undangan di bidang Pasar Modal. Secretary is held through various channels owned
Komunikasi yang dibangun Sekretaris Perusahaan by the company such as office and contact number,
diselenggarakan melalui berbagai saluran yang company website, social media, feedback sheet,
dimiliki Perseroan seperti kantor dan nomor kontak, and others. This is to ensure that the company has
situs perusahaan, media sosial, lembar feedback, exercised an information disclosure function to the
dan lainnya. Hal ini untuk memastikan bahwa stakeholders.
Perseroan telah menjalankan fungsi keterbukaan
informasi kepada para pemangku kepentingan.
Dasar Pengangkatan Sekretaris Perusahaan Policy of Appointment of Corporate

Secretary
Perseroan telah memiliki Divisi Sekretaris The company has a division of Corporate Secretary,
Perusahaan, sebagaimana disyaratkan POJK as required by POJK Number 35/POJK.04/2014
Nomor 35/POJK.04/2014 tentang Sekretaris concerning the Corporate Secretary of Issuers or
Perusahaan Emiten atau Perusahaan Publik. Public Companies. Based on the Decree of the
Berdasarkan Surat Keputusan Direksi bank bjb Board of Directors of bank bjb No. 581/SK/DIR-
No 581/SK/DIR-HCA/2020 diputuskan bahwa HCA/2020, it was decided that Widi Hartoto was
Widi Hartoto sebagai Pemimpin Divisi Corporate the Head of the Corporate Secretary Division of
Secretary Perseroan. the Company.

2020 Annual Report
Struktur Sekretaris Perusahaan Corporate Secretary Structure
Direktur Utama
President Director
Pemimpin Divisi Corporate Secretary

Head of Corporate Secretary Division
Wakil Pemimpin Corporate Secretary

Division
Deputy Corporate Secretary Division
Grup Grup Grup Grup Grup Corporate

Grup
Kesekretariatan Hubungan Hubungan Komunikasi Social
Kesekretariatan
Dewan Komisaris Investor Masyarakat Pemasaran Responsibility
Direksi
Secretariat of Board Investor Public Marketing Corporate Social
Secretariat of
Commissioner Relation Relations Communication Responsibility
Director Group
Group Group Group Group Group
Fungsi, Tugas dan Tanggung Jawab Functions, Duties and Responsibilities

Sekretaris Perusahaan of Corporate Secretary
Sekretaris Perusahaan bertugas dan bertanggung The corporate secretary is in charge and
jawab untuk: responsible for:
1. Memformulasikan dan melaksanakan strategi 1. Formulate and implement public relations/
humas (public relations/investor relations)/ Investor Relations strategies/promotional
komunikasi promosi yang bertujuan communications aimed at enhancing the Bank’s
meningkatkan citra dan reputasi Bank. image and reputation.
2. Merancang, mengembangkan dan 2. To plan, develop and implement social/CSR
melaksanakan strategi dan program kepedulian strategies and programmes precisely so as to
sosial/CSR dengan tepat sehingga dapat develop the potential that exists in building a
mengembangkan potensi yang ada dalam reputation in the eyes of external parties and
membangun reputasi di mata pihak eksternal build the commitment and motivation of its
dan membangun komitmen serta motivasi para employees internally.
karyawannya secara internal.
3. Menyusun dan mengkoordinasikan konsep 3. Formulating and coordinating the concept of
komunikasi promosi produk dan jasa layanan promotional communications products and
ke pihak eksternal dengan tujuan mendukung services to external parties with the aim of
pertumbuhan bisnis. supporting business growth.
4. Menyusun, merumuskan dan mengembangkan 4. To compile, formulate and develop policy of
kebijakan bidang kesekretariatan. secretarial field.
5. Mengelola kegiatan kesekretariatan untuk 5. Manage secretarial activities for the Board of
Direksi dan Dewan Komisaris. Directors and Board of Commissioners.
6. Mengelola undangan rapat dan keluar 6. Manage the meeting invitations and exit the
masuknya informasi dari dan kepada Direksi information from and to the board of directors
dan Dewan Komisaris. and BOC.
7. Mengkoordinasikan kegiatan rapat Direksi dan 7. Coordinate the meeting activities of the Board
menjalankan fungsi sebagai notulis dalam rapat of Directors and perform functions as a clerk in
Direksi. the Board of Directors meeting.

8. Mengelola penyusunan dan revisi atau 8. Manage the preparation and revision or
pengembangan pedoman tugas Direksi dan development of Board of Directors duties and
9. Mengelola kegiatan protokoler untuk Direksi 9. Managing the Protocol activities for the BOD
dan Dewan Komisaris. and BOC.
10. Mengelola Laporan Khusus Direksi dan/atau 10. Manage the special report of the Board of
Dewan Komisaris kepada lembaga eksternal. Directors and/or Board of Commissioners to
external institutions.
11. Mengelola administrasi saham Bank. 11. Manage Bank Stock administration.
12. Mengikuti perkembangan Pasar Modal 12. Follow the development of capital market,
khususnya peraturan perundang-undangan especially the prevailing laws and regulations
yang berlaku di bidang Pasar Modal. in the field of capital market.
13. Membantu Direksi dan Komisaris dalam 13. Assisting directors and Commissioners in
pelaksanaan tata kelola perusahaan yang the implementation of corporate governance
meliputi: which includes:
a. Keterbukaan informasi kepada masyarakat, a. Disclosure of information to the public,
termasuk ketersediaan informasi pada situs including the availability of information on
Web Bank. the Bank’s Web site;
b. Penyampaian laporan kepada Otoritas Jasa b. Submission of reports to a Physical authority
Keuangan tepat waktu. on time;
c. Penyelenggaraan dan dokumentasi Rapat c. Maintenance and documentation of the
Umum Pemegang Saham. general meeting of Shareholders;
d. Penyelenggaraan dan dokumentasi Rapat d. Maintenance and documentation of the
Direksi dan/atau Rapat Dewan Komisaris. Board of Directors meeting and/or Board of
Commissioners meeting; and
e. Pelaksanaan program orientasi terhadap e. Implementation of orientation program of
perusahaan bagi Direksi dan/atau Dewan the company for Board of Directors and/or
Komisaris. Board of Commissioners.
14. Sebagai penghubung antara Bank dengan 14. As a liaison between the Bank and its
pemegang saham, Otoritas Jasa Keuangan, shareholders, the Financial Services Authority,
dan pemangku kepentingan lainnya. and other stakeholders.
15. Melakukan koordinasi dengan Divisi 15. Coordinate with the division of Financial control
Pengendalian Keuangan dalam hal in the administration of dividend distribution
penatausahaan pembagian dividen dan and the creation of capital reports periodically
pembuatan laporan modal secara periodik and report on any changes of capital to the
serta laporan atas setiap perubahan modal Regulator.
kepada Regulator.
16. Mengawasi semua komunikasi eksternal agar 16. Supervise all external communications so that
semua pesan keluar sudah dibuat dengan jelas all outgoing messages are clearly made and
dan konsisten dengan strategi komunikasi consistent with the company’s communication
Perusahaan. strategy.
17. Menyusun siaran pers yang efektif, 17. Develop effective press releases, prepare
mempersiapkan informasi bagi jurnalis dalam information for journalists in the form of media
bentuk media kits, dan memanfaatkan website kits, and utilize the company’s website to the
perusahaan secara maksimal. fullest.
18. Secara proaktif dan kreatif mengidentifikasikan 18. Proactively and creatively identify opportunities
peluang serta bahan cerita yang dapat and story materials that can lift imagery and
mengangkat citra dan reputasi di mata publik. reputation in the public eye.
19. Menerbitkan tulisan-tulisan editorial terpilih 19. Publishes selected editorial papers (press
(siaran pers, wawancara dan laporan) lewat releases, interviews and reports) through
media yang cocok, dan meng-update kanal- matching media, and updates internal
kanal komunikasi internal. communication channels.

2020 Annual Report
20. Mempersiapkan draft pidato dan isi wawancara 20. Preparing speech drafts and interview content
bagi para anggota Dewan dan pejabat eksekutif for the board members and executive officers
Bank, serta mengatur wawancara dan kontak of the Bank, as well as organizing interviews
lain dengan pihak media. and other contacts with the media.
21. Mengevaluasi program periklanan dan promosi 21. Evaluating the Bank’s advertising and
Bank serta kesesuaiannya dengan program promotion programs and their appropriateness
humas lainnya. with other PR programs.
22. Mengarahkan aktivitas dari agensi eksternal/ 22. Directing activities from external agencies/
konsultan yang mengembangkan dan consultants who develop and implement
melaksanakan strategi komunikasi serta communication strategies and information
program informasi. programs.
23. Merancang dan mengembangkan program 23. Plan and develop social/CSR programs and
kepedulian sosial/CSR dan melaksanakannya implement them as projects that have scope,
sebagai proyek-proyek yang memiliki cakupan, milestones, deadlines, budget limits and clear
pencapaian (milestone), batas waktu, batas deliverables.
anggaran dan hasil-hasil (deliverables) yang jelas.
24. Menunjuk, mengarahkan, memantau dan 24. Designates, directs, monitors and reexamines
mengkaji ulang kinerja dari para Manager the performance of the project managers.
proyek.
25. Mengevaluasi program-program CSR dalam hal 25. Evaluate CSR programmes in terms of imagery
citra serta reputasi yang terbangun. and reputation being awakened.
26. Mengevaluasi hasil survei kepuasan nasabah 26. Evaluate the results of customer satisfaction
dan komunikasi pemasaran. Jika diperlukan, surveys and marketing communications. If
dapat merekomendasikan pengemasan ulang necessary, it can recommend repackaging of
(repackaging) dari produk-produk yang sudah the existing products.
ada.
Profil Sekretaris Perusahaan Corporate Secretary Profile
Kewarganegaraan/Citizenship
Warga Negara Indonesia. Indonesian citizen.

• S1 Ekonomi, Universitas Prof. DR. • S1 Economics, Prof. University. DR.
Moestopo tahun 2003 Moestopo in 2003
• S2 Magister Management, Universitas • Master in Management, Widyatama
Widyatama tahun 2012 University in 2012
Widi Hartoto Pengalaman Kerja/Work experience
Sekretaris Perusahaan Memiliki pengalaman kerja di bank bjb Have work experience at bank bjb as:
Corporate Secretary sebagai:
• Wakil Pemimpin Divisi Corporate • Deputy Head of Corporate Secretary
Domisili Secretary (Desember 2017 – Februari Division (December 2017 - February
Domicile
2017) 2017)
Bandung • Pemimpin Grup Kesekretariatan • Group Leader Secretariat of the
Direksi (September 2015 – Desember Board of Directors (September 2015
Place and Date of Birth 2017) - December 2017)
Jakarta, 17 Juni 1979, usia 41
Riwayat Penunjukan/Appointment History
tahun per Desember 2020.
Jakarta, 17 June 1979, age 41 Surat Keputusan Direksi bank bjb No. Decree of the Board of Directors of
years as of December 2020. 0581/SK/DIR-HCA/2020 efektif sejak bank bjb No 0581/SK/DIR-HCA/2020
3 Februari 2020. effective from 3 February 2020.

Program Peningkatan Kompetensi Corporate Secretary Competency

Sekretaris Perusahaan Improvement Program
Program peningkatan kompetensi Sekretaris Corporate Secretary’s Competency improvement

Perusahaan telah disajikan pada Bab Profil Program has been presented in the company
Perusahaan dalam Laporan Tahunan ini. Profile chapter in this annual report.
Pelaksanaan Tugas Sekretaris Perusahaan Duties of Corporate Secretary Year 2020

Tahun 2020
Selama tahun 2020, Sekretaris Perusahaan telah During 2020, the corporate Secretary has carried
melaksanakan tugas dan tanggungjawabnya yakni: out its duties and responsibilities:
1. Mempersiapkan rapat Dewan Komisaris 1. Prepare the Board of Commissioners and
dan Direksi, mencatat hasil rapat dan directors meeting, record the results of the
mendistribusikannya kepada pihak-pihak yang meeting and distribute it to the interested
berkepentingan. parties.
2. Mengirimkan pemberitahuan dan 2. Send notification and prepare everything
mempersiapkan segala sesuatu terkait dengan related to the general meeting of shareholders
penyelenggaraan Rapat Umum Pemegang and publish the results of the meeting decision.
Saham dan mempublikasikan hasil keputusan
rapat.
3. Menjaga hubungan baik dengan Otoritas 3. Maintain good relations with the capital Market
Pasar Modal dan mempersiapkan laporan- Authority and prepare reports on disclosure
laporan mengenai pengungkapan keterbukaan of the company’s information disclosure in
informasi Perseroan sesuai dengan ketentuan accordance with the terms and conditions.
yang berlaku.
4. Melakukan koordinasi dan administrasi 4. Coordinate and administration of records of
pencatatan kepemilikan Saham dan tindakan shares ownership and corporate actions.
korporasi.
5. Mengkoordinasikan kegiatan public relations 5. Coordinate public relations and marketing
dan marketing communications untuk communications activities for the company.
Perseroan.
6. Mengelola dan melakukan kegiatan promosi 6. Manage and conduct promotion activities of
produk dan jasa Bank, termasuk pembuatan the Bank’s products and services, including the
Buku Laporan Tahunan. creation of the annual report book.
7. Mengkoordinasikan dan memantau tindak 7. Coordinate and monitor follow-up of customer
lanjut atas pengaduan nasabah. complaints.
8. Melaksanakan pembinaan cabang dalam 8. Conducting branch development in the field of
bidang kehumasan, pengaduan nasabah, dan PR, customer complaints, and secretarial.
kesekretariatan.
9. Melaksanakan program CSR (Corporate Social 9. Implementing CSR Program (Corporate Social
Responsibility) sebagai wujud kepedulian dan Responsibility) as a manifestation of the
kontribusi Perseroan terhadap peningkatkan company’s awareness and contribution to the
kualitas hidup masyarakat sekitar. increase of the quality of life of the community.
10. Melaksanakan prinsip kehati-hatian dan 10. To implement the prudence and compliance
kepatutan terhadap peraturan Bank Indonesia, principles of Bank Indonesia Regulations,
peraturan perundang-undangan, serta statutory regulations, and other internal Bank
peraturan internal Bank lainnya yang berlaku. regulations.
11. Melaksanakan program edukasi perbankan 11. Implementing Banking education programs for
untuk masyarakat umum. the general public.

2020 Annual Report
Satuan Kerja Audit Internal Internal Audit Work Unit
Struktur Organisasi Satuan Kerja Audit Internal Audit Work Unit Organizational
Internal Structure
Struktur Organisasi SKAI telah sesuai dengan SK The organization structure of the SKAI is in
Direksi Nomor 0693/SK/DIR-PSt/2020 tanggal 05 accordance with Decree of Board of Directors No.
November 2020 sebagai berikut: 0693/SK/DIR-PSt/2020 dated November 05nd,
2020 as follows:
Direktur Utama
President Director
Pemimpin SKAI
Head of SKAI Division
Audit Audit Kontrol Internal

Audit Umum Teknologi Informasi Audit SD & QA Anti Fraud Internal Terintegrasi Wilayah
General Audit Information SD & QA Audit Anti Fraud Integration Audit Internal Control
Technology Audit Internal Area
Kontrol Internal
Cabang
Branch Internal
Control
Kedudukan Satuan Kerja Audit Internal Internal Audit Work Unit Position
dalam Struktur Organisasi in Organizational Structure
Sesuai dengan isi Piagam Audit Internal yang In accordance with the contents of the Charter
terdapat dalam Kebijakan Audit Internal Nomor Internal Audit contained in the Internal Audit
0621/SK/DIR-AI/2019 tanggal 31 Mei 2019, policy number 0621/SK/DIR-AI/2019 dated May
Kedudukan SKAI adalah sebagai berikut: 31st, 2019, the position of the SKAI is as follows:
1. Pemimpin SKAI diangkat dan diberhentikan 1. The leader of SKAI was appointed and dismissed
oleh Direktur Utama atas persetujuan Dewan by the President Director on the Board of
Komisaris dengan mempertimbangkan Commissioner’s approval by considering
rekomendasi Komite Audit. Pengangkatan dan the Audit Committee recommendation. The
pemberhentian tersebut dilaporkan kepada appointment and termination are reported to
Regulator. the Regulator.
2. Pemimpin SKAI berada di bawah Direktur 2. The leader of SKAI is under the President
Utama dan bertanggung jawab langsung Director and is directly responsible to the
kepada Direktur Utama serta memiliki President Director and has a coordination
hubungan koordinasi dengan Dewan Komisaris. relationship with the Board of Commissioners.

3. Seluruh auditor internal dan petugas kontrol 3. All internal auditors and internal control officers
internal bertanggung jawab kepada Pemimpin are responsible to the leaders of the SKAI in
SKAI sesuai dengan hierarki organisasi. accordance with the organizational hierarchy.
4. Fungsi kontrol internal berperan sebagai mitra 4. The function of internal control serves as
strategis dan menyampaikan hasil kegiatannya strategic partner and convey the results of
kepada masing-masing Pemimpin Kantor activities to each branch office leader and
Cabang dan Pemimpin Kantor Wilayah. regional office leader.
5. SKAI menjalankan fungsi audit internal 5. SKAI performs integrated internal audit
terintegrasi dalam konglomerasi keuangan function in the Bank’s financial conglomeration.
Bank.
6. Dalam menjalankan fungsi audit internal 6. In conducting integrated internal audit function,
terintegrasi, SKAI memiliki hubungan koordinasi SKAI has a coordination relationship with the
dengan Direktur yang ditunjuk untuk melakukan Director appointed to perform the supervisory
fungsi pengawasan terhadap Lembaga Jasa function of the Financial Services Board
Keuangan yang tergabung dalam konglomerasi incorporated in the financial conglomerate.
keuangan.
Profil Kepala Satuan Kerja Audit Internal Profile Head of Internal Audit Work Unit

• Sarjana Akuntansi, Universitas • Bachelor of Accounting, Padjadjaran
Padjajaran tahun 2002 University in 2002
• Magister Manajemen, Universitas • Master of Management, Padjadjaran
Padjajaran tahun 2006 University in 2006
Pengalaman Kerja/Work experience

Bergabung di bank bjb sejak 1997 Joined bank bjb since 1997 with the
dengan riwayat jabatan sebagai following position history:
berikut:
Joko Hartono Kalisman • Pemimpin Divisi KPR dan KKB sejak • Head of the KPR and KKB Division
Oktober 2018 hingga Desember from October 2018 to December 2018
Kepala Satuan Kerja Audit Internal 2018
Head of Internal Audit Work Unit • CEO Regional 5 sejak Mei 2017 • Regional CEO 5 from May 2017 to
Kewarganegaraan hingga Oktober 2018 October 2018
Citizenship • Pemimpin Kantor Cabang Utama • Head of Bandung Main Branch Office
Bandung sejak Mei 2015 hingga Mei from May 2015 to May 2017
Warga Negara Indonesia 2017
Indonesian citizen
Sertifikasi/Certification
Domisili
Domicile • Certified Practitioner of Internal Audit • Certified Practitioner of Internal Audit
Cimahi • Certified Internal Auditor • Certified Internal Auditor
Tempat dan Tanggal Lahir Riwayat Penunjukan/Appointment History

Place and Date of Birth Menjabat sebagai Pemimpin Satuan Serves as the Head of the Internal Audit
Bandung, 25 Januari 1973, usia 47 Kerja Audit Internal berdasarkan Surat Unit based on the Decree of the Board
tahun per Desember 2020. Keputusan Direksi No. 1516/SK/DIR- of Directors No. 1516/SK/DIR-HC/2018.
Bandung, 25 January 1973, 47 HC/2018.
years old as of December 2020.

2020 Annual Report
Pihak yang Mengangkat dan Party Who Lifts and Dismissed The Head of
Memberhentikan Kepala Satuan Kerja Audit Internal Audit Work Unit
Internal
The leader of SKAI was appointed and dismissed
Pemimpin SKAI diangkat dan diberhentikan oleh by the President Director on the Board of
Direktur Utama atas persetujuan Dewan Komisaris Commissioner’s recommendation by taking
dengan mempertimbangkan rekomendasi Komite into consideration the Audit committee. The
Audit. Pengangkatan dan pemberhentian tersebut appointment and termination are reported to the
dilaporkan kepada Regulator. Regulator.
Internal Audit Charter Internal Audit Charter
Dengan adanya perubahan regulasi mengenai With the change of regulation on internal audit
audit internal yaitu POJK Nomor 1/POJK.03/2019 of POJK No. 1/POJK.03/2019 dated January 28th,
tanggal 28 Januari 2019 tentang Penerapan 2019 concerning the implementation of internal
Fungsi Audit Intern pada Bank Umum maka SKAI Audit function in commercial banks then SKAI
melakukan penyesuaian terhadap Kebijakan dan make adjustments to the policy and charter of
Piagam Audit Internal yaitu: Internal Audit:
1. Kebijakan Audit Internal yang telah 1. Internal Audit Policy which has been ratified by
disahkan oleh Direksi dengan nomor 0621/ the Board of Directors under the number 0621/
SKlDIR-A1/2019 tanggal 29 Mei 2019. SKlDIR-A1/2019 dated May 29th, 2019;
2. Piagam Audit Internal yang telah disahkan oleh 2. Internal Audit Charter which has been ratified
Dewan Komisaris dan Direksi. by the Board of Commissioners and Board of
Directors.
Kebijakan dan Piagam Audit Internal ini This policy and Internal Audit Charter is a
merupakan acuan dalam pelaksanaan kegiatan reference in the implementation of audit activities
audit dan menyikapi perkembangan regulasi serta and addressing the development of regulations
perubahan yang dinamis. Piagam Audit Internal and dynamic changes. The Internal Audit charter
berisi antara lain: includes:
Bab I Visi, Misi, dan Fungsi Chapter I Vision, Mission, and Functions
Bab II Struktur, Kedudukan dan Ruang Lingkup Chapter II Structure, Position and Scope
Bab III Tugas, Tanggung Jawab dan Wewenang Chapter III Duties, Responsibilities and
Authorities
Bab IV Auditor Internal Chapter IV Internal Auditor
Bab V Objek Audit Chapter V Object Audit
Bab VI Pelaporan dan Pemantauan Chapter VI Reporting and Monitoring
Bab VII Quality Assurance Chapter VII Quality Assurance
Bab VIII Lain-lain Chapter VIII Other
Tugas dan Tanggung Jawab Satuan Kerja Duties and Responsibilities of Internal
Audit Internal Audit Work Unit
Satuan Kerja Audit Internal (SKAI) memiliki tugas The Internal Audit Unit (SKAI) has the duties and
dan tanggung jawab yaitu: responsibilities:
1. Menyusun dan melaksanakan rencana kerja 1. To compile and implement the annual internal
audit internal tahunan. audit work plan.
2. Melakukan evaluasi atas efektivitas semua 2. Evaluate the effectiveness of all levels of
tingkatan prganisasi dalam pengelolaan sumber prganization in the management of the Bank’s
daya Bank serta ketaatan kepada kebijakan dan resources as well as adherence to the policies
prosedur yang telah ditetapkan. and procedures that have been established.

3. Memberi rekomendasi penyempurnaan 3. To recommend improvement of internal controls

pengendalian internal untuk melindungi to protect resources, promote growth, and the
sumber daya, mendorong pertumbuhan, serta implementation of corporate governance and
penerapan tata kelola perusahaan yang beik prudence principles.
dan prinsip kehati-hatian.
4. Menyusun dan memelihara kebijakan dan 4. To develop and maintain internal audit work
prosedur kerja audit internal sesuai standar policies and procedures as per the latest audit
audit terkini. standards.
5. Menetapkan rencana kerja pengembangan 5. To determine the work plan of competency
kompetensi auditor intern, serta menyusun development of internal auditor, as well as to
program evaluasi mutu kegiatan audit internal. develop quality evaluation program.
6. Membuat dan menyampaikan laporan hasil 6. Create and deliver audit results reports, monitor
audit, memonitor pelaksanaan tindak lanjut, follow-up implementation, and evaluate the
serta mengevaluasi kecukupan penyelesaian adequacy of follow-up solutions.
tindak lanjut.
7. Memberikan konsultasi, baik berdasarkan 7. Provide consultation, either based on the needs
kebutuhan pihak auditee ataupun secara of the auditee or proactively from the SKAI.
proaktif dari SKAI. Aktivitas konsultasi tidak The consultation activity does not mean that
berarti bahwa subjek pembahasan akan the subject matter will be excluded from audit.
dikecualikan dari pemeriksaan.
8. Melakukan pemeriksaan khusus atau investigasi 8. Conducting a special examination
dan memberikan rekomendasi sanksi sesuai or investigation and providing the
hasil pemeriksaan. recommendation of sanctions according to the
examination results.
9. Bekerja sama dengan Komite Audit dalam 9. Cooperate with the Audit Committee in terms
hal evaluasi dan penyempurnaan tata of Evaluation and improvement of corporate
kelola perusahaan, manajemen risiko dan governance, risk management and internal
pengendalian internal. control.
10. Mengungkapkan segala bentuk potensi 10. Disclosing any potential conflict of interest
benturan kepentingan atas kegiatan atau objek to the activities or objects to be examined,
yang akan diperiksa, termasuk masa tunggu including the waiting period for the position to
atas posisi tersebut melaksanakan penugasan carry out the audit assignment.
audit.
Kewenangan Satuan Kerja Audit Internal Internal Audit Work Unit Authority
Satuan Kerja Audit Internal memiliki wewenang The Internal Audit unit has the authority to:
antara lain:
1. Melakukan audit terhadap semua proses bisnis, 1. Audit all business processes, activities, and
kegiatan, dan unit kerja sesuai dengan ruang work units in accordance with the scope of
lingkup kerja SKAI. work SKAI.
2. Melakukan komunikasi secara langsung dengan 2. Communicate directly with the Board of
Direksi, Dewan Komisaris dan/atau Komite Directors, Board of Commissioners and/or
Audit. Audit committee.
3. Mengadakan rapat secara berkala dan insidentil 3. Convening periodic meetings and incidental to
dengan Direksi, Dewan Komisaris dan/atau the Board of Directors, Board of Commissioners
Komite Audit. and/or Audit committee.
4. Berkoordinasi dengan pihak internal antara 4. Coordinate with internal parties such as risk
lain Satuan Kerja Manajemen Risiko dan management and Compliance Unit and other
Satuan Kerja Kepatuhan maupun ekternal legal experts, among others, jurists or external
antara lain ahli hukum atau auditor eksternal auditors to avoid duplication of audit activitie

2020 Annual Report
untuk menghindari duplikasi kegiatan audit s and in the framework of evaluation Effective
dan dalam rangka terlaksananya evaluasi internal control. Coordination procedure
pengendalian internal secara efektif. Prosedur follows the code of Ethics of internal auditors
koordinasi mengikuti kode etik auditor internal on confidentiality.
tentang kerahasiaan.
5. Apabila dalam pelaksanaan audit membutuhkan 5. If in the implementation of the audit requires
kompetensi khusus yang belum dimiliki, maka special competence that is not yet owned, it
dapat dipertimbangkan menggunakan tenaga can be considered using outside experts while
ahli dari luar dengan tetap mematuhi standar adhering to the implementation standards of
pelaksanaan fungsi audit yang berlaku. the audit function.
6. Investigasi terhadap indikasi tindak kecurangan 6. Investigation of the indication of fraud or
(fraud) atau inefisiensi yang dapat menimbulkan inefficiencies that may result in financial and/or
dampak finansial dan/atau non-finansial bagi non-financial impacts to the Bank.
Bank.
7. Melakukan penilaian terhadap kecukupan 7. Assessment of the adequacy of follow-up
hasil tindak lanjut atas temuan audit yang results for the audit findings carried out by the
dilaksanakan oleh auditee. auditee.
8. Dalam penugasan audit, SKAI berhak 8. In the audit assignment, the SKAI reserves the
melakukan akses penuh, tanpa pembatasan right to perform full access, without limitation
terhadap seluruh fungsi, catatan, kekayaan all functions, records, wealth and employees of
dan pegawai Bank yang berkaitan dengan the Bank relating to the conduct of inspections
pelaksanaan pemeriksaan dengan cara: by:
a. Memasuki, melihat, meninjau, mengamati a. Entering, viewing, reviewing, observing all
semua gedung kantor, bangunan, tempat office buildings, buildings, storage areas,
penyimpanan, serta objek audit yang and audit objects that have the relation/
memiliki keterkaitan/kepentingan Bank. interests of the Bank.
b. Meminta, melihat dan mempergunakan b. Request, view and use of all data/
semua data/informasi, register, buku, surat, information, registers, books, letters,
notulen, hasil survei, laporan dan dokumen notulent, survey results, reports and other
lain yang diperlukan sehubungan dengan documents required in connection with the
tugas audit. audit assignment.
c. Melakukan pengamatan dan pengujian c. Observe and physical testing of cash,
fisik uang kas, surat berharga, dokumen, marketable securities, documents, supplies,
persediaan dan lain sebagainya. etc.
d. Melakukan akses terhadap semua catatan d. Access to all records and information about
dan keterangan mengenai karyawan, the employees, resources, funds, credits
sumber daya, dana, kredit serta asset Bank and other assets of the Bank relating to the
lainnya yang berkaitan dengan audit. audit.
e. Melakukan akses (fisik dan logik) terhadap e. Access (physical and logical) to the system
sistem teknologi informasi Bank berupa of information technology in the form of
data, jaringan (network), komunikasi, data, network (network), communication,
software dan hardware. software and hardware.
f. Meminta keterangan kepada semua pejabat f. Request for information to all officers and
dan setiap orang, perorangan atau dalam persons, individuals or in their position
kedudukannya sebagai pegawai suatu as employees of an organization that
organisasi yang memiliki keterkaitan dengan has interconnectedness with operational
kegiatan operasional. activities.

Komposisi Personil Satuan Kerja Audit Internal Audit Personnel Composition

Internal
Jabatan Jumlah
No
Position Total
Pegawai Kantor Pusat/Head Office Officers
1 Pemimpin SKAI/SKAI Leaders 1
2 Pemimpin Grup Audit/Audit Group Leader 9
3 Manajer/Asisten Manajer Audit/Manager/Assistant Audit Manager 6
4 Auditor/Auditor 31
Pegawai Kantor Wilayah dan Kantor Cabang/Regional Office Officer and Branch Office
1 Pemimpin Grup Kontrol Internal Wilayah/Regional Internal control group leader 5
2 Manajer KIW dan KIC/KIW and KIC Managers 67
3 Kontrol Internal/Internal controls 70
DAFTAR PEGAWAI KANTOR PUSAT SKAI TAHUN LIST OF SKAI HEAD OFFICE EMPLOYEES YEAR
2020 2020
Nama
No. Jabatan Position Grup Group
Name
1. Joko Hartono Kalisman Pemimpin SKAI SKAI leader Pemimpin SKAI SKAI leaders
2. Ipon Nursoleha Pemimpin Grup Group leader Audit SD & QA SD & QA Audit
3. Firman Ahmad Hidayat Pemimpin Grup Group leader Audit Umum General Audit
4. Dudy Priyadi Pemimpin Grup Group leader Audit Umum General Audit
5. Hamdan Astadipura Pemimpin Grup Group leader Audit Umum General Audit
6. Aldy Edwin Dalimartha Pemimpin Grup Group leader Audit Umum General Audit
7. Ipan Gumilar Pemimpin Grup Group leader Audit Umum General Audit
8. Asep Dikdik Sudiantara Pemimpin Grup Group leader Anti Fraud Anti Fraud
9. Indra Permana Pemimpin Grup Group leader Audit Internal Integrated Internal
Terintegrasi Audit
10. Saldi Prasono Sal Pemimpin Grup Group leader Audit TI TI Audit
11. Ageng Kadharman Manager Manager Anti Fraud Anti Fraud
12. Bay Aprian Manager Manager Audit Umum General Audit
13. Desiana Nurpratiwi Manager Manager Anti Fraud Anti Fraud
14. Dhea Ekadita Pratiwi Manager Manager Audit SD & QA SD & QA Audit
15. Hadi Purwanto Manager Manager Audit Umum General Audit
16. R. Rico Rachmadi Ganda Permana Manager Manager Audit Umum General Audit
17. Rizky Rihmansyah Manager Manager Audit Umum General Audit
18. Raden Danang Seno Adhi Auditor Auditor Anti Fraud Anti Fraud
19. Arif Satya Nugraha Auditor Auditor Anti Fraud Anti Fraud
20. Denny Novendrik Auditor Auditor Anti Fraud Anti Fraud
21. Moch. Nurdin Ismail Auditor Auditor Audit Internal Integrated Internal
Terintegrasi Audit
22. Rizky Eka Purnama Putra Auditor Auditor Audit Internal Integrated Internal
Terintegrasi Audit

2020 Annual Report
Nama
Name
23. Simanjuntak Ronald Colin Auditor Auditor Audit Internal Integrated Internal
Terintegrasi Audit
24. M Dikdik Milyardi Auditor Auditor Audit SD & QA SD & QA Audit
25. Reza Ardhi Auditor Auditor Audit SD & QA SD & QA Audit
26. Rina Marina Auditor Auditor Audit SD & QA SD & QA Audit
27. Aditya Awang Putra Auditor Auditor Audit TI TI Audit
28. Santy Auditor Auditor Audit TI TI Audit
29. Sigit Yulianto Auditor Auditor Audit TI TI Audit
30. Taajul Arifin Auditor Auditor Audit TI TI Audit
31. Adi Dwi Cahyo Auditor Auditor Audit Umum General Audit
32. Akhmad Muhari Gandamanah Auditor Auditor Audit Umum General Audit
33. Dody Apriadi Auditor Auditor Audit Umum General Audit
34. Firman Aprianto Auditor Auditor Audit Umum General Audit
35. Ikhsan Zr Auditor Auditor Audit Umum General Audit
36. Mega Pertiwi Auditor Auditor Audit Umum General Audit
37. Sany Ginanjar Firmansyah Auditor Auditor Audit Umum General Audit
38. Asep Surya Safari Auditor Auditor Audit Umum General Audit
39. Bunga Meila Sukmawati Auditor Auditor Audit Umum General Audit
40. Deni Fitriaman Auditor Auditor Audit Umum General Audit
41. Deska Ayulian Auditor Auditor Audit Umum General Audit
42. Ferry Hardiyanto Auditor Auditor Audit Umum General Audit
43. Irman Hadigustaman Auditor Auditor Audit Umum General Audit
44. Noval Maulana Sagita Auditor Auditor Audit Umum General Audit
45. Rendy Rizky Surbakti Auditor Auditor Audit Umum General Audit
46. Ribka Sianipar Auditor Auditor Audit Umum General Audit
47. Wildanul Muqaddas Abdulah Auditor Auditor Audit Umum General Audit
48. Wishnu Bhatara Auditor Auditor Audit Umum General Audit
DAFTAR PEGAWAI KANTOR WILAYAH LIST OF REGIONAL OFFICE STAFF AND SKAI
DAN CABANG SKAI TAHUN 2020 BRANCH OFFICES 2020
Nama
Name
1. Budiman Effendi Pemimpin Grup Group leader Kantor Wilayah 1 Regional Office 1
2. Djoko Mardijanto Pemimpin Grup Group leader Kantor Wilayah 2 Regional Office 2
3. Evy Sofiani Pemimpin Grup Group leader Kantor Wilayah 3 Regional Office 3
4. Dede Ahmad Jamaluddin Pemimpin Grup Group leader Kantor Wilayah 4 Regional Office 4
5. Teddy Prayoga Pemimpin Grup Group leader Kantor Wilayah 5 Regional Office 4
6. Edy Hadi Saputro Manager KIW KIW Manager Kantor Wilayah 1 Regional Office 1
7. Irena Damania Musnandar Officer Officer Kantor Wilayah 1 Regional Office 1
8. Yongki Abdurahman Manager KIC KIC Manager Balaraja
9. Annisa Rizkia Shaferdi Manager KIC KIC Manager Bandar Lampung
10. Pendi Arifin Manager KIC KIC Manager Banjar

Nama
Name
11. Agung Budi Satrio Manager KIC KIC Manager Batam
12. Arief Firmansyah Manager KIC KIC Manager Bekasi
13. Thermalia Rindani Manager KIC KIC Manager Bogor
14. Hany Tresnawaty Manager KIC KIC Manager Buahbatu
15. Oke Ferdiana Sutisna Manager KIC KIC Manager Cianjur
16. Dito Gunandi Manager KIC KIC Manager Cimahi
17. Rr Retno Soeksmantari Manager KIC KIC Manager Jatinangor
18. Wili Cahyadi Manager KIC KIC Manager Karawang
19. Ratu Adisty Adriana Manager KIC KIC Manager Majalaya
20. Wasito Utomo Manager KIC KIC Manager Padalarang
21. Ade Hendrawan Manager KIC KIC Manager Palabuhanratu
22. Henny Susanty Manager KIC KIC Manager Purwakarta
23. Arie Rachman Syahdani Manager KIC KIC Manager Soreang
24. Giri Hartawan Manager KIC KIC Manager Subang
25. Adjie Arrachman Manager KIC KIC Manager Suci
26. Nita Merlina Manager KIC KIC Manager Sukabumi
27. Laila Maherrasari Manager KIC KIC Manager Sukajadi
28. Vivi Veny Viena Manager KIC KIC Manager Sumbersari
29. Guntur Rovianto Setyadhi Manager KIC KIC Manager Tamansari
30. Bambang Sulistiyo Adi Manager KIC KIC Manager Utama Bandung
31. Euis Mia Rosmiati Manager KIC KIC Manager Ciamis
32. Arief Nugraha Manager KIC KIC Manager Cibinong
33. Rangga Syailendra Manager KIC KIC Manager Cikarang
34. Ade Syahbana Manager KIC KIC Manager Cilegon
35. Engkris Trisyami Manager KIC KIC Manager Cirebon
36. Asep Sudrajat Manager KIC KIC Manager Daan Mogot
37. Wiwien Iswanti Manager KIC KIC Manager Depok
38. Donny Rachmawan Samudra Manager KIC KIC Manager Gajah Mada
39. Bella Natalia Manager KIC KIC Manager Garut
40. Dirga Sadjati Manager KIC KIC Manager Hasyim Ashari
41. Rendra Cristino Rohmatillah Manager KIC KIC Manager Indramayu
42. Agung Saputra Manager KIC KIC Manager Balikpapan
43. Dwi Sunu Manager KIC KIC Manager Banjarmasin
44. Ivan Vanani Manager KIC KIC Manager Denpasar
45. Nur Syamsiar A.H Baharuddin Manager KIC KIC Manager Makassar
46. Adi Krismanto Manager KIC KIC Manager Semarang
47. Fajar Ardiansyah Manager KIC KIC Manager Surabaya
48. Maschun Arvianto Manager KIC KIC Manager Surakarta
49. Benny Nugraha Manager KIC KIC Manager Tegal
50. Sri Nuryaty Manager KIC KIC Manager Banten

2020 Annual Report
Nama
Name
51. Diki Irawan Manager KIC KIC Manager Kebayoran Baru
52. Ades Ismansyah Manager KIC KIC Manager Khusus Jakarta
53. Sri Ermawati Manager KIC KIC Manager Kuningan
54. Indra Komara Manager KIC KIC Manager Labuan
55. Unang Rahmansyah Manager KIC KIC Manager Majalengka
56. Urip Permana Manager KIC KIC Manager Indramayu
57. M Budi Hardana Manager KIC KIC Manager Medan
58. Refki Refliadi Manager KIC KIC Manager Palembang
59. Syamsurizal Manager KIC KIC Manager Pandeglang
60. Rosdiana Manager KIC KIC Manager Pangandaran
61. Andi Budiman Manager KIC KIC Manager Patrol
62. Agustina Manager KIC KIC Manager Pekanbaru
63. Adang Suhendar Manager KIC KIC Manager Rangkasbitung
64. Muhamad Arfani Manager KIC KIC Manager Rasuna Said
65. Cepi Sofyar Manager KIC KIC Manager Rawamangun
66. Sandra Gandara Manager KIC KIC Manager S. Parman
67. Dewi Pertiwi Manager KIC KIC Manager Saharjo
68. Jatnika Robiansyah Manager KIC KIC Manager Singaparna
69. Novita Sari Manager KIC KIC Manager Sumber
70. Wildan Hamdani Budiman Manager KIC KIC Manager Sumedang
71. Yeissa Yogapratama Manager KIC KIC Manager Tangerang
72. Krisna Wahyu Purnama Graha Manager KIC KIC Manager Tangerang Selatan South Tangerang
73. Ernawati Aviantini Manager KIC KIC Manager Tasikmalaya
74. Nanda Ayu Winalda Staff KIW KIW Staff Kantor Wilayah 4 Regional Office 4
75. Millia Geby Maulina Staff KIW KIW Staff Kantor Wilayah 1 Regional Office 1
76. Marisa Khristina Staff KIW KIW Staff Kantor Wilayah 2 Regional Office 2
77. Resa Mahdi Rafiqi Staff KIC KIC Staff Balaraja
78. Giri Noegraha Staff KIC KIC Staff Balikpapan
79. Devi Nugraha Staff KIC KIC Staff Banjar
80. Tri Arry Erwanto Staff KIC KIC Staff Batam
81. Bayu Mayura Pridatama Staff KIC KIC Staff Bekasi
82. Risti Amelia Staff KIC KIC Staff Bogor
83. Dian Novitasari Staff KIC KIC Staff Buahbatu
84. Muhammad Fachrizal Azis Staff KIC KIC Staff Ciamis
85. Adhy Purnama Asikin Staff KIC KIC Staff Cianjur
86. Dessy Angraeni Staff KIC KIC Staff Cianjur
87. Mei Yudi Franko Bradisi Staff KIC KIC Staff Cibinong
88. Rida Ratna Gantina Staff KIC KIC Staff Cikarang
89. Surjana Staff KIC KIC Staff Cilegon
90. Fauzan Nurrachmat Staff KIC KIC Staff Cimahi

Nama
Name
91. Sari Puspita Staff KIC KIC Staff Cirebon
92. Galih Cakradiningrat Staff KIC KIC Staff Daan Mogot
93. I Komang Ariyasa Putra Staff KIC KIC Staff Denpasar
94. Pirman Jayadi Staff KIC KIC Staff Depok
95. Farah Syifa Hermunantho Staff KIC KIC Staff Gajah Mada
96. Ilham Fauzia Malldini Staff KIC KIC Staff Garut
97. Ferdy Fernando Effendy Staff KIC KIC Staff Hasyim Ashari
98. Deidra Jasmine Susantoro Staff KIC KIC Staff Indramayu
99. Ramdhani Saptia Staff KIC KIC Staff Jatinangor
100. Istu Sari Wibawati Staff KIC KIC Staff Kantor Wilayah 3 Regional Office 1
101. Mike Rachmawati Staff KIC KIC Staff Kantor Wilayah 3 Regional Office 1
102. Renny Anggraeni Staff KIC KIC Staff Karawang
103. Ghufran Khairun Staff KIC KIC Staff KCK Banten
104. Dwi Retno Apriani Staff KIC KIC Staff Kebayoran Baru
105. Husnul Hamdi Staff KIC KIC Staff Khusus Jakarta
106. Fira Firmanila Staff KIC KIC Staff Kuningan
107. Yudi Triana Staff KIC KIC Staff Labuan
108. Hadyan Fahmi Staff KIC KIC Staff Majalaya
109. Caryono Sugianto Staff KIC KIC Staff Majalengka
110. Dicky Vincent Reynaldi Suhaeli Staff KIC KIC Staff Makassar
111. Katarina Labore Pinem Staff KIC KIC Staff Medan
112. Ilham Nugraha Pratama Staff KIC KIC Staff Padalarang
113. Risman Maulana Staff KIC KIC Staff Palabuhanratu
114. Bertha Julisti Staff KIC KIC Staff Palabuhanratu
115. Ventha Try Rizka Staff KIC KIC Staff Palembang
116. Syaeful Bachri Staff KIC KIC Staff Pandeglang
117. Reza Galih Permana Staff KIC KIC Staff Pangandaran
118. Suryadin Staff KIC KIC Staff Patrol
119. Dini Ahmadayanti Staff KIC KIC Staff Pekanbaru
120. Novan Hafid Kamarudin Staff KIC KIC Staff Purwakarta
121. Aldi Oktavialdi Nugraha Staff KIC KIC Staff Rangkasbitung
122. Farida Nurlaila Staff KIC KIC Staff Rasuna Said
123. Denis Gilang Prasthya Staff KIC KIC Staff Rawamangun
124. Deyorizky Setyo Nugroho Staff KIC KIC Staff Saharjo
125. Retno Dwi Astuti Staff KIC KIC Staff Semarang
126. Reyhan Caesaria Paramedisa Staff KIC KIC Staff Singaparna
127. Kushardiman Staff KIC KIC Staff Soreang
128. Putri Nur Khoerotul’aeni Staff KIC KIC Staff Subang
129. Yusup Maulana Staff KIC KIC Staff SUCI
130. Aldi Eka Muharam Staff KIC KIC Staff Sukabumi

2020 Annual Report
Nama
Name
131. Lena Agustina Staff KIC KIC Staff Sukajadi
132. M. Abbas Sigit Kamseno Staff KIC KIC Staff Sumber
133. Agesti Gita Mahardika Staff KIC KIC Staff Sumbersari
134. Devi Yulianti Staff KIC KIC Staff Sumedang
135. Twinta Itakhul Kumala Staff KIC KIC Staff Surabaya
136. Candra Naryat Pamungkas Staff KIC KIC Staff Surakarta
137. Tria Aristy Faurika Staff KIC KIC Staff Tamansari
138. Violetta Havieza Auliadhiny Staff KIC KIC Staff Tangerang
139. Dewi Setio Asih Staff KIC KIC Staff Tangerang Selatan South Tangerang
140. Ami Rahmina Staff KIC KIC Staff Tasikmalaya
141. Satrio Novianto Staff KIC KIC Staff Tegal
142. Hilman Rahmawan Staff KIC KIC Staff Utama Bandung
Program Peningkatan Kompetensi Satuan Internal Audit Work Unit Competency

Kerja Audit Internal Improvement Program
Program peningkatan kompetensi Satuan Kerja The Internal Audit Work Unit Competency
Audit Internal telah disajikan pada Bab Profil Improvement Program has been presented in the
Perusahaan dalam Laporan Tahunan ini. company Profile chapter of this annual report.
Sertifikasi Profesi Personil Satuan Kerja Professional Certification of Internal Audit

Audit Internal Personnel Working Unit
Nama Sertifikasi Jumlah

Name of Certification Total
Basic Treasury 1
Certified IT Procurement Expert (CITPE) 5
Certified Internal Auditor (CIA) 1
Certified Information Systems Auditor (CISA) 1
Certified Practitioner of Internal Audit (CPIA) 8
Certified Bank Internal Auditor (CBIA) 47
Cisco Certified Network Associate (CCNA) 1
Certified Forensic Auditor (CFrA) 2
Certified Information Systems Security Professional (CISSP) 1
Control Objective for Information and related Technology (COBIT) 5 6
Competence Rural Bank Commissioner (CRBC) 2
Certified Risk Management Analyst (CRMA) 1
IT Infrastructure Library (ITIL) V.4 6
Projects in Controlled Environments (PRINCE) 2 6
Qualified Internal Auditor (QIA) 5
Total 93

Kode Etik Auditor Auditor’s Code of Conduct
Jajaran SKAI harus menjunjung kode etik sebagai The SKAI lineup must uphold the code of ethics
berikut: as follows
1. Integritas 1. Integrity
a. Melaksanakan setiap tugasnya dengan jujur, a. Perform each task honestly, carefully,
hati-hati, tekun dan tanggung jawab. diligently and responsibly.
b. Mematuhi hukum dan melakukan b. Comply with the law and conduct
pengungkapan sesuai ketentuan disclosures in accordance with the laws, law
perundangan, hukum dan profesinya. and profession.
c. Tidak menjadi bagian dari aktivitas illegal c. Not be part of any illegal activity or engage
apapun atau terlibat dalam aktivitas yang in activities that can discredit and harm the
dapat mendiskreditkan dan merugikan Bank’s credibility and profession.
kredibilitas Bank dan profesinya.
d. Menghormati dan mendukung tujuan Bank d. Respecting and supporting the legitimate
yang sah dan etis. and ethical objectives of the Bank.
2. Objektivitas 2. Objectivity
a. Tidak terlibat dalam aktivitas yang dapat a. Do not engage in activities that may pose a
menimbulkan konflik kepentingan terhadap conflict of interest to its audit duties.
tugas auditnya.
b. Tidak menerima pemberian apapun yang b. Not accepting any gift that affects or may
berdampak atau dapat mempengaruhi affect judgment in its audit duties.
penilaian dalam tugas auditnya.
c. Menyusun laporan hasil audit berdasarkan c. Compile the audit report based on actual
fakta yang sebenarnya. facts.
3. Kerahasiaan 3. Confidentiality
a. Selalu berhati-hati dalam menggunakan dan a. Always be cautious about using and
melindungi informasi yang didaptkan dari protecting the information it gets from its
tugas auditnya. audit tasks.
b. Tidak menggunakan informasi untuk b. Not use the information for personal
kepentingan pribadi atau hal yang interests or anything contrary to the Bank’s
bertentangan dengan ketentuan legal and business ethics provisions.
perundangan dan etika bisnis Bank.
4. Kompetensi 4. Competency
a. Melakukan penugasan audit hanya bila a. Perform audit assignments only when
telah memiliki pengetahuan keahlian dan already having knowledge of skills and
pengalaman yang diperlukan dalam tugas experience required in the audit task.
auditnya.
b. Melaksanbakan penugasan audit sesuai b. Implement audit assignments in accordance
dengan kebijakan dan pedoman audit with internal audit policies and guidelines,
internal, serta standar audit yang berlaku. as well as applicable audit standards.
c. Secara terus menerus mengingkatkan c. Continuously increase its personal
kompetensi pribadinya untuk meningkatkan competence to improve the effectiveness
efektivitas dan kualitas hasil auditnya. and quality of its audit results.

2020 Annual Report
Laporan Singkat Pelaksanaan Kegiatan Brief Report on Implementation of Internal

Satuan Kerja Audit Internal Tahun 2020 Audit Work Unit Year 2020
RENCANA KERJA SATUAN KERJA AUDIT INTERNAL AUDIT WORK PLAN UNIT OF THE
INTERNAL TAHUN 2020 YEAR 2020
Rencana Pemeriksaan Auditing plan

Satuan Kerja Audit Internal menyusun The Internal Audit work unit devise planning as
perencanaan sebagai dasar dalam melaksanakan the basis for implementing all activities in the year.
seluruh aktivitas pada tahun berjalan. Rencana The planned examination of the branch office,
pemeriksaan terhadap Kantor Cabang, Divisi, Division, Information technology and business
Teknologi Informasi serta Proses Bisnis pada process in 2020 based on the results of macro risk
tahun 2020 berdasarkan hasil perhitungan risiko calculation, judgement Auditor and direction of
makro, judgement auditor dan arahan dari Dewan the Board of Commissioners, Board of Directors
Komisaris, Direksi serta Pemeriksa Eksternal and external examiner as follows:
sebagai berikut:
1. 5 (lima) Proses Bisnis/Divisi/Unit Kerja. 1. 5 (five) Business Processes/Divisions/Work Units
2. 25 (dua puluh lima) Kantor Cabang. 2. 25 (twenty five) Branch Offices
3. 6 (enam) objek audit teknologi informasi. 3. 6 (six) information technology audit objects
4. Monitoring Pelaksanaan Audit di 10 (sepuluh) 4. Monitoring of Audit Implementation in 10 (ten)
Lembaga Jasa Keuangan (LJK) anak dan child and related Financial Service Institutions
terelasi. (LJK).
5. Peningkatan kualitas audit internal di 9 5. Improved quality of internal audits in 9 (nine)
(sembilan) BPR Anak dan terelasi. BPR Anak and related.
6. Melaksanakan full scope audit terhadap 4 6. Carry out a full scope audit of 4 (four) child and
(empat) Lembaga Jasa Keuangan (LJK) anak related Financial Service Institutions (LJK).
dan terelasi.
7. Melakukan pemeriksaan terhadap indikasi fraud 7. Conducting examination of fraud indication
yang dapat merugikan bank bjb, shareholder that can harm bank bjb, shareholder and
dan stakeholder. stakeholders.
Program Kerja Lainnya Other Work Programs

1. Pengembangan Aplikasi Audit Internal 1. Internal Audit Application Development
SKAI saat ini telah memiliki 2 (dua) aplikasi SKAI currently had 2 (two) applications, namely
yaitu Sistem Informasi Manajemen (SIMA) the Management Information System (SIMA) and
dan Whistleblowing System (WBS) yang akan the Whistleblowing System (WBS), which were
dilakukan pengembangan berupa penambahan developed in the form of adding modules and
modul serta maintenance berkala pada aplikasi periodic maintenance to these applications.
tersebut.
2. Pendampingan Pemeriksaan Eksternal 2. External Audit Assistance
SKAI memiliki tugas untuk melakukan SKAI owned a duty to provide assistance for
pendampingan pemeriksaan yang dilakukan audits conducted by the External Auditor. This
oleh Auditor Eksternal. Pendampingan assistance was within the scope of providing
tersebut dalam ruang lingkup penyediaan data audit data required by the external auditor. As
pemeriksaan yang dibutuhkan oleh auditor for the implementation of assistance in 2020,
eksternal. Adapun pelaksanaan pendampingan namely:
pada tahun 2020, yaitu:
a. Pemeriksaan Umum Otoritas Jasa Keuangan. a. Financial Services Authority General
Examination.
b. Pemeriksaan Tematik Bank Indonesia terkait b. Bank Indonesia Thematic Examination
Sistem Pembayaran. regarding Payment Systems.

c. Pemeriksaan Tematik Bank Indonesia terkait c. Bank Indonesia Thematic Examination

Likuiditas dan Moneter. related to Liquidity and Monetary.
d. Reviu Penyaluran Dana (Pemulihan Ekonomi d. Review of Fund Distribution (National
Nasional) Badan Pengawasan Keuangan Economic Recovery) Financial and
dan Pembangunan (BPKP) Perwakilan Development Supervisory Agency (BPKP)
Provinsi Jawa Barat. Representative of West Java Province.
e. Pemeriksaan Badan Pengawas Keuangan e. Audit of the West Java Province Financial
(BPK) Provinsi Jawa Barat Supervisory Agency (BPK)
f. Pemeriksaan Badan Pengawas Keuangan f. Audit of the Central Financial Supervisory
(BPK) Pusat. Agency (BPK).
3. Pengembangan Kuantitas dan Kualitas Auditor 3. Development of quantity and quality Auditor
a. Pengembangan Kuantitas a. Quantity development
Satuan Kerja Audit Internal melakukan Internal Audit Work Unit is the addition of
penambahan pegawai sesuai dengan employees in accordance with capacity
capacity planning tahun 2020. planning in 2020.
b. Pengembangan Kualitas b. Quality Development
Kualitas auditor merupakan salah satu faktor Quality Auditor is one of the important
penting dalam pelaksanaan audit internal. factors in implementing internal audit.
Atas hal tersebut, SKAI akan melakukan For that matter, SKAI will develop
pengembangan kemampuan, kompetensi, capability, competence, knowledge and
pengetahuan dan profesionalisme dengan professionalism by involving auditors in
mengikutsertakan auditor pada pelatihan, training, workshops, certification of national
workshop, sertifikasi auditor berskala and international auditors according to the
nasional maupun internasional sesuai needs. Education and training programs are
dengan kebutuhan. Program pendidikan conducted into 2 (two), namely certification
dan pelatihan dilakukan menjadi 2 (dua) programs and public trainings program,
yaitu program sertifikasi dan program diklat with the following details.
publik, dengan rincian sebagai berikut:
Pelatihan Publik dan Sertifikasi Satuan Kerja Audit Internal

Public Training and Certification of Working Units Internal Audit
Pelatihan Publik Pelatihan Sertifikasi

Public Training Certification Training
1. Audit Report Writing 1. BSMR Level 1, 2, dan 3

2. Communication skill for Internal Auditor 2. Control Objective for Information and related
3. Data analysis for Internal Auditor Technology (COBIT) 5
4. E-DRP (Disaster Recovery Plan) 3. CRBC
5. Fraud Auditing 1
4. ISO : 20000 (IT Service Management)
6. Fraud Auditing 2
7. Leadership Skills for Internal Audit 5. Projects in Controlled Environments (PRINCE) 2
8. Risk Based Unit (IT Project Management)
9. Root Cause Analysis 6. Certified Internal Auditor (CIA)
10. Teknik Wawancara 7. Sertifikasi Basic Treasury
Interview Techniques 8. Certified Bank Internal Auditor (CBIA)
11. Psikologi dan Komunikasi dalam Audit 9. Certified Fraud Examiner (CFE)
Psychology and Communication in Audit
10. Certified Financial Services Auditor (CFSA)
12. Quality Assurance Fungsi Audit Internal
Quality Assurance Internal Audit Function 11. Certified Practitioner of Internal Audit (CPIA)
13. Administrasi Perkantoran 12. Certified Human Capital Management Accounting
Office administration (HCMA)
14. Evaluating Organizational Ethnics 13. Qualified Internal Auditor (QIA)
15. Insurance Training Series
16. Refreshment Sertifikasi CFE
17. Refreshment Sertifikasi QIA

2020 Annual Report
Pelaksanaan pendidikan dan pelatihan The implementation of education and training

disesuaikan dengan kegiatan pemeriksaan adapted to the audit activities and its progress
serta pengajuannya dikordinasikan dengan is coordinated with bjb University. In addition
bjb university. Selain pendidikan dan to education and training, the SKAI will carry
pelatihan, SKAI akan melakukan rotasi out internal rotation between groups in order to
internal antar grup agar mendapatkan achieve different and new insights, knowledge
wawasan, pengetahuan dan pemahaman an understanding.
yang berbeda dan baru.
4. Penyediaan Fasilitas Penunjang Kegiatan SKAI 4. Providing support facilities of SKAI activities
Salah satu program SKAI dalam rangka One program of SKAI in order to support the
mendukung aktivitas audit baik pemeriksaan audit activities of both examination and other
dan kegiatan SKAI lainnya adalah dengan activities of SKAI is to fulfill supporting facilities
melakukan pemenuhan terhadap fasilitas such as laptops, Portable printers, and projector
penunjang diantaranya seperti Laptop, Printer LED.
Portable, dan LED Proyektor.
STRATEGI KERJA DI TAHUN 2020 JOB STRATEGY IN YEAR 2020

1. Perencanaan pemeriksaan berdasarkan 1. Audit planning based on audit rating and risk
pengukuran audit rating dan profil risiko. profile measurements.
2. Melaksanakan fungsi audit dengan melakukan 2. Carrying out the audit function by examining the
pemeriksaan terhadap objek audit sesuai audit object in accordance with the risk profile
dengan profil risiko sesuai dengan merujuk in accordance with applicable regulations and
kepada regulasi dan best practice yang berlaku. best practices.
3. Melakukan investigasi dan pemantauan 3. Investigating and monitoring the follow-up of
tindaklanjut hasil investigasi. the investigation results.
4. Melakukan pemantauan penyelesaian tindak 4. Monitoring the completion of follow-up results
lanjut hasil pemeriksaan audit internal. of internal audit examinations.
5. Monitoring dan evaluasi pelaksanaan serta 5. Monitoring and evaluating the implementation
peningkatan fungsi audit internal di LJK dalam and improvement of the internal audit function
Konglomerasi Keuangan. at LJK in the Financial Conglomerate.
6. Melakukan review internal dan eksternal 6. Conducting internal and external reviews of
terhadap proses pelaksanaan audit mulai dari the audit implementation process from the
tahap perencanaan sampai dengan monitoring planning stage to monitoring in accordance
sesuai dengan Kebijakan dan Prosedur Audit with the Internal Audit Policies and Procedures.
Internal.
7. Melakukan evaluasi atas realisasi rencana kerja 7. Evaluating the realization of the SKAI work
SKAI. plan.
8. Melakukan koordinasi dengan Manajemen, 8. Coordinating with the Management, the Board
Dewan Komisaris, unit kerja SPI Bank dan Pihak of Commissioners, the Bank’s SPI work unit and
Pemeriksa Eksternal. the External Auditor.
9. Meningkatkan kualitas sumber daya manusia 9. Improving the quality of human resources
melalui pendidikan dan pelatihan serta through education and training as well as
sertifikasi baik nasional dan internasional. certification both nationally and internationally.
10. Meningkatkan pemahaman dan kesadaran 10. Increasing employee understanding and
pegawai terhadap penerapan strategi anti awareness of the implementation of anti-
fraud untuk mengurangi jumlah kejadian fraud. fraud strategies to reduce the number of fraud
incidents.
11. Melaksanaan pembinaan atas fungsi 11. Carrying out guidance for the functions of
Kontrol Internal Wilayah (KIW) dan Kontrol Regional Internal Control (KIW) and Branch
Internal Cabang (KIC) dalam ruang lingkup Internal Control (KIC) within the scope of
pengendalian internal. internal control.

12. Melaksanakan fungsi early warning system, 12. Carrying out the early warning system,
pemeriksaan dan non pemeriksaan di Kantor inspection and non-inspection functions at
Wilayah dan Jaringan Kantor dibawahnya. Regional Offices and Office Networks under it.
13. Melakukan pengembangan dan maintenance 13. Developing and maintaining the Audit
aplikasi Sistem Informasi Manajemen Audit Management Information System (SIMA) and
(SIMA) dan Whistle Blowing System (WBS). Whistle Blowing System (WBS) applications.
PELAKSANAAN TUGAS SATUAN KERJA IMPLEMENTATION OF INTERNAL AUDIT WORK

INTERNAL AUDIT TAHUN 2020 UNIT YEAR 2020
Pemeriksaan Auditing
Pemeriksaan terhadap Kantor Cabang/Divisi/ Examination of Branch Offices/Divisions/
Sistem Aplikasi Teknologi Informasi berdasarkan Information Technology Application Systems
hasil perhitungan audit rating terhadap audit was based on the results of the calculation of the
universe dan judgment management. Satuan Kerja audit rating on the universe audit and judgment
Audit Internal setiap tahun menyusun Rencana management. The Internal Audit Unit annually
Kerja dan Anggaran Tahunan sebagai panduan prepared an Annual Work Plan and Budget as a
dalam melaksanakan kegiatan pemeriksaan guide in carrying out annual inspection activities
tahunan secara efektif. effectively.
Adapun jumlah rencana dan realisasi pemeriksaan The number of plans and realization of the
oleh SKAI di Tahun 2020 sebagai berikut: examination by SKAI in the year 2020 as follows:
Rencana dan Realisasi Pemeriksaan SKAI Tahun 2020

Plans and Realization of SKAI Year 2020 Inspection Table
Rencana Realisasi
Jenis Pemeriksaan Type of Inspection
Plans Realization
Audit Umum General Audit
Kantor Pusat Head Office 5 5
Kantor Cabang Branch Office 25 25
Audit Teknologi Informasi Information Technology Audit 6 6
Audit Internal Terintegrasi Integrated Audit 6 6
Audit Fraud/Investigasi Audit Fraud/Investigation 0 20
Special Assignment/Special Audit Special Assignment/Special Audit 0 46
Surprise Audit Surprise Audit 0 2
Berdasarkan Rencana Kerja dan Anggaran Based on the 2020 Annual Work Plan and Budget
Tahunan (RKAT) Tahun 2020, Satuan Kerja Audit (RKAT), the Internal Audit Unit (SKAI) continuously
Internal (SKAI) secara berkesinambungan telah carried out its function and role as an assurance,
melaksanakan fungsi dan perannya sebagai consultant, and strategic business partner. In
assurance, konsultan, serta strategic business carrying out its functions, SKAI remained to
partner. Dalam menjalankan fungsinya SKAI tetap commit in continuing to carry out audit activities
berkomitmen untuk tetap melaksanakan aktivitas in accordance with the predetermined work plan.
pemeriksaan sesuai dengan rencana kerja yang telah There were limitations in the inspection process
ditetapkan. Adanya keterbatasan dalam proses due to the Covid-19 Pandemic, prompting a change
pemeriksaan akibat Pandemi Covid-19, mendorong in the examination method, one of which was by
adanya perubahan metode pemeriksaan salah carrying out remote audits. The examination was
satunya dengan melaksanakan pemeriksaan secara carried out by the remote audit method including

2020 Annual Report
jarak jauh (remote audit). Adapun pemeriksaan General Inspection of Surabaya Branch Offices
yang dilakukan dengan metode remote audit and General Examination of Sharia bank bjb.
diantaranya Pemeriksaan Umum Kantor Cabang
Surabaya dan Pemeriksaan Umum bank bjb syariah.
Non Pemeriksaan Non Auditing

1. Pengembangan Sistem Informasi Audit Internal 1. Development of the Internal Audit Information
yaitu Sistem Informasi Manajemen Audit System, namely the Audit Management
(SIMA). Information System (SIMA).
2. Forum Group Discussion (FGD) Kontrol Internal 2. Forum Group Discussion (FGD) of Regional
Wilayah. Internal Control.
3. Pendampingan Pemeriksaan Pihak Eksternal. 3. External Party Audit Assistance.
4. Pengembangan Kuantitas dan Kualitas Auditor 4. Developing Auditor Quantity and Quality
melalui program sertifikasi nasional dan through national and international certification
internasional. programs.
5. Program Workshop SKAI dengan tema 5. 5.SKAI Workshop Program with the theme
Peningkatan Kompetensi Audit dalam Peranan Increasing Audit Competence in the Role of
SKAI di era New Normal. SKAI in the New Normal era.
Pengkinian Piagam, Kebijakan, dan Prosedur Updating of Internal Audit Charter, Policies and
Audit Internal Procedures
Dengan adanya perubahan regulasi mengenai With the change in regulations regarding
audit internal yaitu POJK Nomor 1/POJK.03/2019 internal audit, namely POJK Number 1/POJK.03
tanggal 28 Januari 2019 tentang Penerapan /2019 dated January 28, 2019 concerning the
Fungsi Audit Intern pada Bank Umum dan Standar Implementation of the Internal Audit Function at
Profesional Audit Internal dari The Institute of Commercial Banks and the Professional Standards
Internal Auditors, SKAI melakukan penyesuaian for Internal Audit from The Institute of Internal
terhadap Piagam, Kebijakan, dan Prosedur Audit Auditors, SKAI made adjustments to the Charter,
Internal yaitu: Policies, and Internal Audit Procedures, namely:
1. Piagam dan Kebijakan Audit Internal telah 1. The Internal Audit Charter and Policy had been
disahkan oleh Direksi sesuai dengan Surat ratified by the Board of Directors in accordance
Keputusan Nomor 0621/SKlDIR-A1/2019 with Decree Number 0621/SKlDIR-A1/2019
tanggal 29 Mei 2019 setelah mendapatkan dated May 29, 2019 after obtaining approval
persetujuan dari Dewan Komisaris; from the Board of Commissioners;
2. Prosedur Audit Internal telah disahkan oleh 2. The Internal Audit Procedure had been
Direksi sesuai dengan Surat Keputusan nomor approved by the Board of Directors in
0285/SK/DIR-SKA/2020 tanggal 04 Mei 2020 accordance with Decree number 0285/SK/
tentang Standar Operasional Prosedur Audit DIR-SKA/2020 dated May 4, 2020 concerning
Internal. the Standard Operating Procedure for Internal
Audit.
Piagam, Kebijakan dan Prosedur Audit Internal ini This Internal Audit Charter, Policies and Procedures
merupakan acuan dalam pelaksanaan kegiatan was a reference in implementing audit activities
audit dan menyikapi perkembangan regulasi serta and responding to regulatory developments and
perubahan yang dinamis. dynamic changes.
Sosialisasi Pengendalian Internal dan Fraud Dissemination of Internal Control and Fraud
Awareness Awareness
Di Tahun 2020, SKAI memberikan sosialisasi – In 2020, SKAI provided outreach to Branch Offices
sosialisasi ke Kantor Cabang terkait dengan: related to:
1. Sosialisasi Anti Fraud. 1. Anti-Fraud Socialization.
2. Refreshment Internal Control. 2. Refreshment Internal Control.

2. Pengarahan Pegawai Kantor Cabang dan 3. Briefing for Branch Offices and Office Networks
Jaringan Kantor di bawahnya yang dilakukan under it, which is carried out with the Network
bersama Divisi Jaringan & Layanan, Divisi Human & Service Division, Human Capital Division and
Capital dan Divisi Change Management Office. Change Management Office Division.
Adapun daftar sosialisasi SKAI selama tahun 2020 The list of SKAI socialization during 2020 is as
adalah, sebagai berikut: follows:
Tabel Daftar Kunjungan Sosialisasi SKAI tahun 2020

Table of List of SKAI Socialization Visits in 2020
Periode Kantor Cabang

Period Branch Office
KC Bandar Lampung KC Majalaya KC Balikpapan
KC Depok KC Sukabumi KC Denpasar
KC Garut KC Majalengka KC Batam
KC Sumbersari KC Patrol KC Medan

Triwulan IV 2020
Quarter IV 2020 KC Buah Batu KC Sumedang KC Palembang
KC Cianjur KCK Jakarta KC Pekanbaru
KC Jatinangor KCK Banten KC Suci
KC Cimahi KC Pandeglang
Temuan dan Tindak Lanjut Hasil Audit Findings and Follow Up on Audit Results
Temuan Audit Internal periode tahun 2015 sampai The findings of the Internal Audit period 2015 up
dengan tahun 2020 sebagai berikut: to 2020 as follows:
Tabel Hasil Temuan Audit Internal Tahun 2015 sampai dengan Tahun 2020
Table of Internal Audit findings year 2015 until year 2020
Jumlah Temuan Audit Berdasarkan Satuan Kerja Auditee

Number of Audit findings by Auditee working unit
Tahun
Pemeriksaan
No. Objek Pemeriksaan Kantor Kantor
Year of Anak
Divisi Teknologi Informasi Wilayah Cabang
Investigation Perusahaan
Division Technology Inspection Regional Branch
Subsidiaries
Objects Informasi Office Office
1. 2015 48 41 - 171 -
2. 2016 45 16 - 286 -
3. 2017 47 25 13 158 8
4. 2018 42 25 - 209 -
5. 2019 29 14 - 232 -
6. 2020 25 22 - 147 18

2020 Annual Report
Dari hasil temuan yang tercatat, temuan audit From the findings recorded, the next audit
selanjutnya akan dilakukan monitoring sesuai findings will be carried out in accordance with the
dengan kesepatakan komitmen yang telah commitment of the commitments that have been
ditetapkan tanggal pemenuhan komitmen determined the date of fulfillment of the audit
dari temuan audit tersebut. Kemudian setelah findings. Then after the commitment is fulfilled,
komitmen dipenuhi, temuan audit akan ditetapkan audit findings will be determined by its status with
statusnya dengan kriteria sebagai berikut: the following criteria:
1. Memadai 1. Adequate
2. Memadai dengan catatan 2. Adequate with the record
3. Belum memadai 3. Not enough
Divisi Manajemen Risiko Risk Management Division
Struktur Organisasi Divisi Manajemen Risiko Organizational Structure Risk Management

Division
Direktur Kepatuhan & Manajemen Risiko

Director of Compliance & Risk Management
Divisi Manajemen Risiko

Risk Management Division
Grup Manajemen Risiko Grup Manajemen Grup Manajemen Grup Manajemen

Pasar & Likuiditas Risiko Kredit Risiko Operasional Risiko Terintegrasi
Market & Liquidity Credit Risk Management Group Management Group
Risk Management Group Management Group Operational Risk Integrated Risk
Divisi Manajemen Risiko terdiri dari 1 (satu) orang The risk management Division consists of 1 (one)
Pemimpin Divisi dan 4 (empat) orang Pemimpin Division leader and 4 (four) group leader persons.
Grup. Dalam menjalankan aktivitasnya, masing- In carrying out its activities, each group is assisted
masing grup dibantu oleh Manager, Officer dan by Manager, Officer and appointed Staff.
Staff yang ditunjuk.
Tugas dan Tanggung Jawab Divisi Duties and Responsibilities of The Risk
Manajemen Risiko Management Division
Tugas dan tanggung jawab Divisi Manajemen The duties and responsibilities of the risk
Risiko adalah sebagai berikut: Management division are as follows:
1. Pemantauan pelaksanaan strategi Manajemen 1. Monitoring the implementation of risk
Risiko yang telah disetujui oleh Direksi. management strategy approved by the Board
of Directors.
2. Pemantauan posisi risiko secara keseluruhan 2. Monitoring overall risk position (composite),
(composite), per jenis risiko, dan per jenis per risk type, and per type of functional activity
aktivitas fungsional serta melakukan stress and stress testing.
testing.

3. Kaji ulang secara berkala terhadap proses 3. Periodic review of the risk management
Manajemen Risiko. process.
4. Pengkajian atas usulan aktivitas dan/atau 4. Assessment of new activity and/or product
produk baru. proposals.
5. Evaluasi terhadap akurasi model dan validitas 5. Evaluation of the model accuracy and validity
data yang digunakan untuk mengukur risiko of the data used to measure risk for the Bank
bagi Bank yang menggunakan model untuk using the model for internal purposes (internal
keperluan internal (internal model). model).
6. Memberikan rekomendasi kepada Satuan Kerja 6. Provide recommendations to operational
Operasional (risk-taking unit) dan/atau kepada units (risk-taking units) and/or to the Risk
Komite Manajemen Risiko, sesuai kewenangan Management Committee, in accordance with
yang dimiliki. the authority owned.
7. Menyusun dan menyampaikan laporan profil 7. Compile and submit a risk profile report to
risiko kepada Direktur Utama atau Direktur the President Director or a specially assigned
yang ditugaskan secara khusus dan Komite director and the Risk Management Committee
Manajemen Risiko secara berkala. periodically.
Profil Kepala Divisi Manajemen Risiko Head of Risk Management Division Profile

• Sarjana Ekonomi, STIE Kuningan • Bachelor of Economics, STIE
tahun 2000 Kuningan in 2000
• Magister Manajemen, STIE Ganesha • Master of Management, STIE
tahun 2003 Ganesha 2003
Pengalaman Kerja/Work experience

Bergabung di bank bjb sejak 1991 Joined bank bjb since 1991 with the
dengan riwayat jabatan sebagai following position history:
berikut:
Asep Dani Fadilah • Pemimpin Divisi Hukum sejak • Head of the Legal Division from
Desember 2018 hingga Juli 2019 December 2018 to July 2019
Kepala Divisi Manajemen Risiko
• Pemimpin Divisi Manajemen Anak • Leader of the Subsidiary
Head of Risk Management
Perusahaan sejak Oktober 2018 Management Division from October
Division
hingga Desember 2018 2018 to December 2018
Kewarganegaraan • Pemimpin Divisi Umum sejak Mei • General Division Leader from May
Citizenship 2017 hingga Oktober 2018 2017 to October 2018
Sertifikasi/Certification
Indonesian citizen
Sertifikasi Manajemen Risiko Level 5 Level 5 Risk Management Certification
Domisili
Domicile Riwayat Penunjukan/Appointment History
Bandung Menjabat sebagai Pemimpin Divisi Serves as Leader of the Risk
Bandung Manajemen Risiko berdasarkan Surat Management Division based on the
Keputusan Direksi No. 0871/SK/DIR- Decree of the Board of Directors No.
HC/2019. 0871/SK/DIR-HC/2019.
Kuningan, 1 Juni 1971, usia 49
tahun per Desember 2020
Kuningan, 1 June 1971, 48 years
old as of December 2020

2020 Annual Report
Pengembangan Kompetensi Bidang Head of Risk Management Division

Manajemen Risiko
Jenis
Tgl Mulai Tgl Akhir Tempat/
Nama Nama Pembelajaran Pembelajaran Lembaga
No Start End Kota
Name Training Name Type of Institution
Date Date Place/City
training
1. Regi 12/12/20 13/12/20 The Amazing You Unlock E-LEARNING ESQ LEADERSHP Bandung
Your Power CENTER
2. Samsudin 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

Kerja Risiko Operasional MANAGEMENT
(RCSA, KRI, & LED)
Designing Operational Risk
Work Tools (RCSA, KRI,
& LED)
3. Suparman 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

(RCSA, KRI, & LED)
& LED)
4. Ririn Ayurinda 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

(RCSA, KRI, & LED)
& LED)
5. Mohamad Arif 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

(RCSA, KRI, & LED)
& LED)
6. Mega Fitra 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

Nugraha Kerja Risiko Operasional MANAGEMENT
(RCSA, KRI, & LED)
& LED)
7. Fajar Nin Utami 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung
(RCSA, KRI, & LED)
& LED)
8. Arifin Nurahman 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

(RCSA, KRI, & LED)
& LED)
9. Mira Permatasari 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung

(RCSA, KRI, & LED)
& LED)
10. Fianti Savitri 02/11/20 09/11/20 Perancangan Perangkat E-LEARNING PROSPERO Bandung
Basthanda Kerja Risiko Operasional MANAGEMENT
(RCSA, KRI, & LED)
& LED)

Jenis
No Start End Kota
training
11. Mohamad Arif 24/10/20 24/10/20 Vaksin Hati ESQ E-LEARNING ESQ LEADERSHP Bandung
Esq Heart Vaccine CENTER
12. Lucy Fitria Dewi 24/10/20 24/10/20 Vaksin Hati ESQ E-LEARNING ESQ LEADERSHP Bandung
Esq Heart Vaccine CENTER
13. Samsudin 20/10/20 21/10/20 Perhitungan Aset E-LEARNING PROSPERO Bandung

Tertimbang Menurut Risiko MANAGEMENT
(AMTR) Risiko Operasional
Dengan Standardized
Approach Sesuai SEOJK No.
6/SEOJK.03/2020
Calculation of Risk-
Weighted Assets (Amtr)
Operational Risk with a
Standardized Approach in
accordance with Seojk
No. 6/Seojk.03/2020
14. Ari Wibowo 15/10/20 15/10/20 Overdue Bills In Technical E-LEARNING ICC Bandung
Perspective (INTERNATIONAL
CHAMBER OF
COMMERCE)
15. Apep Firmansyah 15/10/20 15/10/20 Overdue Bills In Technical E-LEARNING ICC Bandung
Perspective (INTERNATIONAL
CHAMBER OF
COMMERCE)
16. Suparman 14/10/20 14/10/20 Risk Management & E-LEARNING IBI (IKATAN Bandung
Compliance Refreshment BANKIR
Manajemen Risiko INDONESIA)
Operasional & Kewaspadaan
Kasus Kriminal di Era Digital
Risk Management &
Compliance Refreshment
Operational Risk
Management & Criminal
Case Vigilance in the Digital
Age
17. Arifin Nurahman 14/10/20 14/10/20 Risk Management & E-LEARNING IBI (IKATAN Bandung
Compliance Refreshment BANKIR
Manajemen Risiko INDONESIA)
Operasional & Kewaspadaan
Kasus Kriminal di Era Digital
Risk Management &
Compliance Refreshment
Operational Risk
Management & Criminal
Case Vigilance in the Digital
Age
18. Tri Ramadhy 09/10/20 09/10/20 Webinar Agile Change E-LEARNING PT DUTA Bandung
Management KUNINGAN
Agile Change Management
webinar
19. Apep Firmansyah 08/10/20 09/10/20 PSAK 71 (Online Class) E-LEARNING IAI (IKATAN Bandung
AKUNTAN
INDONESIA)
20. Adisty Febianti 08/10/20 09/10/20 PSAK 71 (Online Class) E-LEARNING IAI (IKATAN Bandung
AKUNTAN
INDONESIA)
21. Lucy Fitria Dewi 12/09/20 12/09/20 E Test Sertifikasi Manajemen E-LEARNING LSPP (LEMBAGA Jakarta
Risiko Level 2 Tahun 2020 SERTIFIKASI
E Level 2 Risk Management PROFESI
Certification Test 202 PERBANKAN
INDONESIA)

2020 Annual Report
Jenis
No Start End Kota
training
22. Lucy Fitria Dewi 09/09/20 10/09/20 Online Sertifikasi Manajemen E-LEARNING GPS Bandung
Risiko Level 2 Tahun 2020
Online Level 2 Risk
2020
23. Ari Wibowo 03/09/20 04/09/20 Transaksi Surat Berharga E-LEARNING BJB UNIVERSITY Bandung
dan Pengalihan Pengelolaan
Saat Kualitas Aset Menurun
Securities Transactions and
Management Transfer When
Asset Quality Declines
24. Apep Firmansyah 02/09/20 03/09/20 Transaksi Surat Berharga E-LEARNING BJB UNIVERSITY Bandung
dan Pengalihan Pengelolaan
Saat Kualitas Aset Menurun
Securities Transactions and
Management Transfer When
Asset Quality Declines
25. Narendra Naufal 14/08/20 14/08/20 Akuntansi Bank Dasar Tahun E-LEARNING BJB UNIVERSITY Bandung
Nazhif 2020
Basic Bank Accounting 2020
26. Fianti Savitri 14/08/20 14/08/20 Akuntansi Bank Dasar Tahun E-LEARNING BJB UNIVERSITY Bandung
Basthanda 2020
27. Rizka Ramandha 14/08/20 14/08/20 Akuntansi Bank Dasar Tahun E-LEARNING BJB UNIVERSITY Bandung
Setiadi 2020
28. Hilman Sembada 13/08/20 13/08/20 Webinar Sustainable Finance E-LEARNING IKBI (INISIATIF Bandung
Tantangan dan Peluang KEUANGAN
Renewable Energy di Era BERKELANJUTAN
New Normal INDONESIA)
Sustainable Finance
Webinar Challenges
and Opportunities for
Renewable Energy in the
New Normal Era
29. Rahadian Fitra 13/08/20 13/08/20 Webinar Sustainable E-LEARNING IKBI (INISIATIF Bandung
Finance Tantangan dan KEUANGAN
Peluang Renewable Energy BERKELANJUTAN
di Era New Normal INDONESIA)
Sustainable Finance
Webinar Challenges
and Opportunities for
Renewable Energy in the
New Normal Era
30. Lucy Fitria Dewi 07/08/20 07/08/20 bjb Scholarship PUBLIK BJB UNIVERSITY Bandung
31. Mira Permatasari 06/08/20 07/08/20 Pelatihan Business E-LEARNING NAYOTTAMA Bandung
Continuity Management CONSULTING
(BCM) tahun 2020
Business Continuity
Management (BCM)
training in 2020
32. Rahadian Fitra 04/08/20 07/08/20 Data Analysis and E-LEARNING DELOITTE Bandung
Visualization KONSULTAN
INDONESIA
33. Azizah 04/08/20 07/08/20 Data Analysis and E-LEARNING DELOITTE Bandung
Anugrahwati Visualization KONSULTAN
Saputri INDONESIA
34. Fianti Savitri 04/08/20 05/08/20 Business Continuity E-LEARNING NAYOTTAMA Bandung
Basthanda Management (BCM) Tahun CONSULTING
2020
Business Continuity
Management (BCM) in 2020

Jenis
No Start End Kota
training
35. Rahadian Fitra 09/07/20 09/07/20 Webinar Outstanding E-LEARNING ESQ LEADERSHP Bandung
Mentality CENTER
Outstanding Mentality
Webinar
36. Apep Firmansyah 09/07/20 09/07/20 Webinar Outstanding E-LEARNING ESQ LEADERSHP Bandung
Mentality CENTER
Webinar
37. Tri Ramadhy 09/07/20 09/07/20 Webinar Outstanding E-LEARNING ESQ LEADERSHP Bandung
Mentality CENTER
Webinar
38. Mega Fitra 09/07/20 09/07/20 Webinar Outstanding E-LEARNING ESQ LEADERSHP Bandung
Nugraha Mentality CENTER
Webinar
39. Arief Fauzianto 09/07/20 09/07/20 Webinar Outstanding E-LEARNING ESQ LEADERSHP Bandung
Mentality CENTER
Webinar
40. Ari Wibowo 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
For Sale (AFS) Serta
Manajemen Risiko Atas
Transaksi AFS
Available For Sale (AFC)
Bond Transactions and
Risk Management of AFS
Transactions
41. Apep Firmansyah 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
Transaksi AFS
Transactions
42. Akhmad Taqwa 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
Praduga For Sale (AFS) Serta
Transaksi AFS
Transactions
43. Arief Fauzianto 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
Transaksi AFS
Transactions
44. Dinar Ratna Sari 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
Transaksi AFS
Transactions

2020 Annual Report
Jenis
No Start End Kota
training
45. Sylvia Ayu 06/07/20 07/07/20 Transaksi Obligasi Available E-LEARNING BJB UNIVERSITY Bandung
Lestari For Sale (AFS) serta
Transaksi AFS
Transactions
46. Samsudin 19/06/20 19/06/20 Fraud Risk Assessment PUBLIK PROSPERO Bandung
Corona Virus MANAGEMENT
Corona Virus Fraud Risk
Assessment
47. Mohamad Arif 19/06/20 19/06/20 Fraud Risk Assessment PUBLIK PROSPERO Bandung
Corona Virus MANAGEMENT
Corona Virus Fraud Risk
Assessment
48. Samsudin 18/06/20 18/06/20 Business Continuity E-LEARNING NAYOTTAMA Bandung

Management (BCM) CONSULTING
Anticipating The New
Normal
49. Suparman 18/06/20 18/06/20 Business Continuity E-LEARNING NAYOTTAMA Bandung

Normal
50. Mohamad Arif 18/06/20 18/06/20 Business Continuity E-LEARNING NAYOTTAMA Bandung
Normal
51. Mega Fitra 18/06/20 18/06/20 Business Continuity E-LEARNING NAYOTTAMA Bandung
Nugraha Management (BCM) CONSULTING
Normal
52. Arifin Nurahman 18/06/20 18/06/20 Business Continuity E-LEARNING NAYOTTAMA Bandung
Normal
53. Rahadian Fitra 18/06/20 18/06/20 Series 4 Strategi PUBLIK LPPI (LEMBAGA Bandung
Restrukturisasi PENGEMBANGAN
Series 4 Restructuring PERBANKAN
Strategy INDONESIA)
54. Azizah 18/06/20 18/06/20 Series 4 Strategi PUBLIK LPPI (LEMBAGA Bandung
Anugrahwati Restrukturisasi PENGEMBANGAN
Saputri Series 4 Restructuring PERBANKAN
Strategy INDONESIA)
55. Angga Anggita 17/06/20 17/06/20 Edukasi bjb P_Coaching E-LEARNING MOMENTA Bandung
Weda (Coaching Culture Program)
bjb P_Coaching Education
(Coaching Culture Program)
56. Isma Riadi 15/06/20 19/06/20 Penyusunan Kebijakan dan E-LEARNING VALUE Bandung
Prosedur Tahun 2020 CONSULTING
Preparation of 2020 Policies
and Procedures
57. Adisty Febianti 15/06/20 19/06/20 Penyusunan Kebijakan dan E-LEARNING VALUE Bandung
Prosedur Tahun 2020 CONSULTING
Preparation of 2020 Policies
and Procedures
58. Rahadian Fitra 11/06/20 11/06/20 Stabilitas Webinar Seri E-LEARNING STABILITAS Bandung
3 Strategi Manajemen
Portofolio Kredit
Stability Webinar Series
3 Credit Portfolio
Management Strategies

Jenis
No Start End Kota
training
59. Azizah 11/06/20 11/06/20 Stabilitas Webinar Seri E-LEARNING STABILITAS Bandung
Anugrahwati 3 Strategi Manajemen
Saputri Portofolio Kredit
Stability Webinar Series
3 Credit Portfolio
Management Strategies
60. Asep Dani 25/08/20 25/08/20 Executive Forum - Wawasan PUBLIK SUNDAWAN Bandung
Fadilah Kebangsaan, Cinta Tanah Air PUBLIC SALYA
dan Etos Kerja Prima
Executive Forum - National
Insights, Love for the
Motherland and Excellent
Work Ethic
61. Rio Borneo 10/06/20 10/06/20 Edukasi bjb P_Coaching E-LEARNING MOMENTA Bandung
Putranto (Coaching Culture Program)
62. Lucy Fitria Dewi 10/06/20 10/06/20 Edukasi bjb P_Coaching E-LEARNING MOMENTA Bandung
63. Lucy Fitria Dewi 08/06/20 08/06/20 Pengenalan Pengamanan E-LEARNING BJB UNIVERSITY Bandung
Informasi
Introduction to Information
Security
64. Asep Dani 15/07/20 15/07/20 Executive Workshop E-LEARNING BJB UNIVERSITY Bandung
Fadilah Semester II Tahun 2020
Strategi Meningkatkan
Kinerja Di Era Kenormalan
Baru dengan Tetap
Mengutamakan Kualitas
Bisnis bank bjb
Executive Workshop
Semester II 2020 Strategies
to Improve Performance in
the New Era of Normality
by Prioritizing Bank bjb
Business Quality
65. Asep Dani 19/05/20 19/05/20 Executive Online Workshop E-LEARNING LPPI (LEMBAGA Bandung
Fadilah Restrukturisasi Kredit PENGEMBANGAN
Executive Online Credit PERBANKAN
Restructuring Workshop INDONESIA)
66. Asep Dani 15/02/20 15/02/20 Refreshment Sertifikasi E-LEARNING BSMR (BADAN Bandung
Fadilah Manajemen Risiko SERTIFIKASI
Refreshment of Risk MANAJEMEN
Management Certification RISIKO)
67. Rahadian Fitra 03/06/20 03/06/20 Risk Management E-LEARNING BJB UNIVERSITY Bandung
Awareness
68. Azizah 03/06/20 03/06/20 Risk Management E-LEARNING BJB UNIVERSITY Bandung
Anugrahwati Awareness
Saputri
69. Asep Dani 28/01/20 28/01/20 Executive Workshop E-LEARNING BJB UNIVERSITY Bogor
Fadilah Dengan Strategi, Inovasi dan
Optimisme Menyongsong
Tahun 2020
Executive Workshop With
Strategy, Innovation and
Optimism Towards 2020
70. Rio Borneo 19/05/20 19/05/20 Executive Online Workshop E-LEARNING LPPI (LEMBAGA Bandung
Putranto Restrukturisasi Kredit PENGEMBANGAN
Executive Online Credit PERBANKAN
Restructuring Workshop INDONESIA)

2020 Annual Report
Jenis
No Start End Kota
training
71. Mega Fitra 19/05/20 19/05/20 Webinar Motivation E-LEARNING PT REMAJA Bandung
Nugraha Champion In The Making TALENTA
INDONESIA
72. Lucy Fitria Dewi 18/05/20 18/05/20 Webinar Motivation E-LEARNING PT REMAJA Bandung
Champion In The Making TALENTA
INDONESIA
73. Samsudin 13/05/20 13/05/20 Zoominar POJK 39 Strategi E-LEARNING ASBANDA Bandung
Anti Fraud (ASOSIASI BANK
Zoominar POJK 39 Anti- PEMBANGUNAN
Fraud Strategy DAERAH)
74. Ririn Ayurinda 13/05/20 13/05/20 Zoominar POJK 39 Strategi E-LEARNING ASBANDA Bandung
Anti Fraud (ASOSIASI BANK
Zoominar POJK 39 Anti- PEMBANGUNAN
Fraud Strategy DAERAH)
75. Mega Fitra 13/05/20 13/05/20 Refreshment Sertifikasi INHOUSE IBI (IKATAN Bandung
Nugraha Manajemen Risiko Secara BANKIR
Online (E-Refreshment) INDONESIA)
Workshop Cyber Crime
Updates
Refreshment of Online Risk
(E-Refreshment) Cyber
Crime Updates Workshop
76. Suparman 12/05/20 12/05/20 Zoominar IT Cyber Security E-LEARNING ASBANDA Bandung
Di Tengah Pandemi Covid 19 (ASOSIASI BANK
Zoominar It Cyber Security PEMBANGUNAN
Amid the Covid Pandemic 19 DAERAH)
77. Arifin Nurahman 12/05/20 12/05/20 Zoominar IT Cyber Security E-LEARNING ASBANDA Bandung
Di Tengah Pandemi Covid 19 (ASOSIASI BANK
Zoominar It Cyber Security PEMBANGUNAN
Amid the Covid Pandemic 19 DAERAH)
78. Suparman 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Public Speaking Risk
Management Division
79. Aldi Reinaldi 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
80. Ari Wibowo 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
81. Rio Borneo 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Putranto Manajemen Risiko
Management Division
82. Apep Firmansyah 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
83. Tri Ramadhy 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
84. Ririn Ayurinda 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division

Jenis
No Start End Kota
training
85. Mohamad Arif 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
86. Regi 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
87. Mega Fitra 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Nugraha Manajemen Risiko
Management Division
88. Isma Riadi 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
89. Akhmad Taqwa 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Praduga Manajemen Risiko
Management Division
90. Arief Fauzianto 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
91. Muhamad Ivan 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Hadiana Manajemen Risiko
Management Division
92. Fajar Nin Utami 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
93. Dinar Ratna Sari 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
94. Sylvia Ayu 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Lestari Manajemen Risiko
Management Division
95. Arifin Nurahman 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
96. Mira Permatasari 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
97. Raden Prita 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Purnamasari Manajemen Risiko
Management Division
98. Narendra Naufal 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Nazhif Manajemen Risiko
Management Division
99. Angga Anggita 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Weda Manajemen Risiko
Management Division

2020 Annual Report
Jenis
No Start End Kota
training
100. Adisty Febianti 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Manajemen Risiko
Management Division
101. Fianti Savitri 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Basthanda Manajemen Risiko
Management Division
102. Rizka Ramandha 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Setiadi Manajemen Risiko
Management Division
103. Sintia Sri 29/02/20 01/03/20 Public Speaking Divisi INHOUSE DJ ARIE Bandung
Novianti Manajemen Risiko
Management Division
104. Apep Firmansyah 22/02/20 23/02/20 Treasury Dealer Level Basic INHOUSE PT SYNERGY DAYA Bandung
Basic Level Treasury Dealer UTAMA
105. Fajar Nin Utami 20/02/20 21/02/20 Akuntansi Bank Dasar Tahun INHOUSE BJB UNIVERSITY Bandung
2020
Basic Bank Accounting
2020
106. Hilman Sembada 18/01/20 18/01/20 Refreshment Sertifikasi PUBLIK BSMR (BADAN Bandung
Manajemen Risiko - Fintech SERTIFIKASI
Peluang dan Tantangan MANAJEMEN
Industri Perbankan di Era RISIKO)
Risiko Operasional & Bisnis
Perbankan)
Refreshment of Risk
Management Certification -
Fintech Opportunities and
Challenges of the Banking
Industry in the Digital Age
(Overview of Operational
Risk & Banking Business)
107. Mohamad Arif 18/01/20 18/01/20 Refreshment Sertifikasi PUBLIK BSMR (BADAN Bandung
Manajemen Risiko - Fintech SERTIFIKASI
Peluang dan Tantangan MANAJEMEN
Perbankan)
Refreshment of Risk
108. Angga Anggita 18/01/20 18/01/20 Refreshment Sertifikasi PUBLIK BSMR (BADAN Bandung
Weda Manajemen Risiko - Fintech SERTIFIKASI
Peluang Dan Tantangan MANAJEMEN
Perbankan)
Refreshment of Risk

Jenis
No Start End Kota
training
109. Raden Prita 16/01/20 16/01/20 Sekolah Pasar Modal INHOUSE BJB UNIVERSITY Bandung
Purnamasari Capital Market School
110. Rizka Ramandha 16/01/20 16/01/20 Sekolah Pasar Modal INHOUSE BJB UNIVERSITY Bandung
Setiadi Capital Market School
Sertifikasi Manajemen Risiko Risk Management Certification
Selain mengikuti pelatihan karyawan Divisi In addition to attending employee training the
Manajemen Risiko juga mengikuti Sertifikasi risk Management division also follows the risk
Manajemen Risiko. Adapun karyawan yang telah management certification. The employees who
memperoleh sertifikasi manajemen risiko adalah have obtained the risk management certification
sebagai berikut. are as follows.
Nama
No Sertifikasi Manajemen Risiko Risk Management Certification
Name
1. Dinar Ratna Sari Sertifikasi Manajemen Risiko Level 1 Level 1 Risk Management Certification
2. Arifin Nurahman Sertifikasi Manajemen Risiko Level 1 Level 1 Risk Management Certification
3. Azizah Anugrahwati Saputri Sertifikasi Manajemen Risiko Level 1 Level 1 Risk Management Certification
4. Suparman Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
5. Rahadian Fitra Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
6. Ririn Ayurinda Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
7. Akhmad Taqwa Praduga Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
8. Ari Wibowo Sertifikasi Manajemen Risiko Level 3 Level 3 Risk Management Certification
9. Rio Borneo Putranto Sertifikasi Manajemen Risiko Level 3 Level 3 Risk Management Certification
10. Samsudin Sertifikasi Manajemen Risiko Level 4 Level 4 Risk Management Certification
11. Aldi Reinaldi Sertifikasi Manajemen Risiko Level 4 Level 4 Risk Management Certification
12. Mira Permatasari Sertifikasi Manajemen Risiko Level 1 Level 1 Risk Management Certification
13. Tri Ramadhy Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
14. Astri Afrilia Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
15. Adisty Febianti Sertifikasi Manajemen Risiko Level 1 Level 1 Risk Management Certification
16. Isma Riadi Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
17. Lucy Fitria Dewi Sertifikasi Manajemen Risiko Level 2 Level 2 Risk Management Certification
Pelaksanaan Tugas Divisi Manajemen Implementation of Risk Management

Risiko Tahun 2020 Division Year 2020
Selama tahun 2020, Divisi Manajemen Risiko During 2020, the risk Management Division has
telah mengarahkan dan mengkoordinasikan directed and coordinated the management of a
pengelolaan rencana dan stategi aspek manajemen risk management plan and strategy for aspects
risiko terhadap aspek dan unsur yang melekat and elements inherent in the Bank’s organization,
pada organisasi Bank, pemantauan implementasi monitoring of strategic implementation, policy and
strategi, kebijakan dan kerangka manajemen framework risk management in accordance with

2020 Annual Report
risiko sesuai dengan tugas dan tanggung jawab, duties and responsibilities, becoming a member
menjadi anggota Unit Pendukung Strategis of strategic Supporting Unit in the organization
(Strategic Supporting Unit) dalam organisasi related to risk management, as well as the
terkait Manajemen Risiko, serta pengembangan development of risk culture implementation on all
penerapan budaya risiko pada seluruh kegiatan bank business activities in each Organization level.
usaha Bank pada setiap jenjang organisasi.
Tugas dan Tanggung Jawab Pelaksanaan Tugas

Duties and responsibilities Implementation of Tasks
1. Mengarahkan dan mengkoordinasikan • Risk Management Strategy

pengelolaan risk management • Risk Governance Structure
framework. • Program manajemen risiko
2. Mengarahkan dan mengkoordinasikan • Road map manajemen risiko
pengelolaan risk assessment. • Penetapan risk appetite dan risk tolerance
3. Mengarahkan dan mengkoordinasikan • Tools manajemen risiko
pengelolaan risk based capital. • Program perilaku sadar risiko (risk awareness)
4. Mengarahkan dan mengkoordinasikan • Profil risiko bank
pengelolaan penanganan dan kontrol • Stress testing modal berbasis risiko
risiko (risk treatment). • Hasil pemantauan atas pengukuran Kewajiban Penyediaan Modal Minimum
5. Mengarahkan dan mengkoordinasikan (KPMM)
pemenuhan laporan manajemen risiko • Hasil pemantauan atas pengukuran kecukupan modal minimum sesuai profil resiko
(risk report) (ICAAP)
6. Mengarahkan dan mengkoordinasikan • Register hasil identifikasi risiko
pengelolaan risk improvement and
• Pemenuhan laporan manajemen risiko (risk report) atau profil risiko baik secara
communication.
individu maupun konsolidasi
7. Mengarahkan dan mengkoordinasikan
• Perbaikan pengelolaan risiko
pengelolaan Business Continuity
• Hasil pembahasan/Focus Group Discussion dengan risk taking unit atas kejadian
Management (BCM).
risiko ataupun penerapan Manajemen risiko
1. Directing and coordinating the risk • Rencana Business Continuity Management (BCM) :
management framework. - Kajian Business Impact Analysis (BIA)
2. Directing and coordinating risk - Business Continuity Plan (BCP)
assessment management. - Strategi pemulihan
3. Directing and coordinating risk based • Simulasi Business Continuity Plan (BCP)
capital management.
• Implementasi rencana Business Continuity Management (BCM)
4. Directing and coordinating the
management of risk treatment and • Risk Management Strategy
control (risk treatment). • Risk Governance Structure
5. Directing and coordinating the • Risk management program
fulfillment of risk management reports • Risk management road map
(risk reports) • Determination of risk appetite and risk tolerance
6. Directing and coordinating risk • Risk management tools
improvement and communication • Risk awareness behavior program (risk awareness)
management. • Bank risk profile
7. Directing and coordinating the • Risk-based capital stress testing
management of Business Continuity • Monitoring results on the measurement of the Minimum Capital Adequacy
Management (BCM). Requirement (KPMM)
• Monitoring results on the measurement of minimum capital adequacy according
to risk profile (ICAAP)
• Register of risk identification results
• Compliance with risk management reports (risk reports) or risk profiles, both
individually and in a consolidated manner
• Improving risk management
• Result of discussion/Focus Group Discussion with risk taking unit on risk events or
implementation of risk management
• Business Continuity Management (BCM) plan:
- Study of Business Impact Analysis (BIA)
- Business Continuity Plan (BCP)
- recovery strategy
• Business Continuity Plan (BCP) Simulation
• Implementation of Business Continuity Management (BCM) plans

Komite Di Bawah Direksi Committee Under The Board

of Directors
Komite Manajemen Risiko Risk Management Committee
Risk Management Committee (RMC) atau Komite The risk Management Committee (RMC) or the
Manajemen Risiko dalam metodologi proses Risk Management Committee in the process
manajemen risiko bertugas untuk mengembangkan of risks management processes are tasked to
budaya risiko dan menetapkan arahan untuk develop a culture of risk and establish direction for
seluruh aktivitas yang mengandung risiko. all activities that contain risk.
STRUKTUR DAN KEANGGOTAAN KOMITE STRUCTURE AND MEMBERSHIP OF RISK

MANAJEMEN RISIKO MANAGEMENT COMMITTEE
Proses Komite Manajemen Risiko secara spesifik The process of the risk Management Committee is
terdapat dalam Pedoman Komite Manajemen specific to the guidelines of the Risk Management
Risiko yang telah disahkan dalam Surat Keputusan Committee which has been ratified in the Decree
Direksi bank bjb Nomor 094/SK/DIR-MR/2017 of the Board of Directors of bank bjb number 094/
Tanggal 31 Oktober 2017 tentang Pedoman Komite SK/DIR-MR/2017 dated October 31st, 2017 on
Manajemen Risiko (Risk Management Committee). the risk Management Committee guidelines. The
Susunan keanggotaan Komite Manajemen Risiko membership arrangement of the Risk Management
terdiri dari Direksi dan Para Pemimpin Divisi terkait Committee consists of directors and related
yakni: division leaders namely:
Susunan Diisi oleh

Arrangement Filled by
Ketua Direktur yang membidangi Manajemen Risiko (Merangkap sebagai Anggota Tetap dengan Hak Suara)
Chairman Directors in charge of risk management (Concurrently serving as a permanent member with voting rights)
Sekretaris Pemimpin Divisi Manajemen Risiko (Merangkap sebagai Anggota Tetap Tanpa Hak Suara)
Secretary Leader of risk management Division (Concurrently serving as a permanent memberwithout voting rights)
Anggota Tetap • Seluruh Direksi lainnya (Di luar Direktur Utama) Pemimpin Divisi Kepatuhan Pemimpin Divisi Audit
Permanent Member Internal
• Pemimpin Divisi Credit Risk Review
• Pemimpin Divisi Perencanaan Strategis
• Pemimpin Divisi Change Management Office
• Pemimpin Divisi Pengendali Keuangan
• All other directors (outside the President director)
• Compliance Division Leader
• Leader of Internal Audit
• Division Credit Risk Review Division leader
• Strategic Planning Division Leader
• Office Office Change Management Division leader
• Leader of Financial control Division
Anggota Tidak Tetap Pemimpin Divisi/Unit yang memiliki keterkaitan dengan topik pembahasan
Tanpa Hak Suara Division leader/Unit that has association with the topic of discussion
Non Permanent Member
No voting rights
TUGAS, WEWENANG, DAN TANGGUNG JAWAB DUTIES, AUTHORITIES, AND RESPONSIBILITIES

KOMITE MANAJEMEN RISIKO OF THE RISK MANAGEMENT COMMITTEE
Tugas, wewenang dan tanggung jawab Risk The duties, authorities and responsibilities of
Management Committee (RMC) adalah the Risk Management Committee (RMC) are to
mengevaluasi dan memberikan rekomendasi evaluate and provide recommendations on the
mengenai penerapan manajemen risiko terkait hal- implementation of risk management in relation to
hal sebagai berikut: the following matters:

2020 Annual Report
1. Penyusunan kebijakan manajemen risiko serta 1. The policy formulation of risk management
perubahannya, termasuk strategi manajemen and its changes, including risk management
risiko dan contingency plan dalam kondisi strategies and contingency plan in external
eksternal tidak normal terjadi (worst case conditions is not normal (worst case scenario).
scenario).
2. Perbaikan dan penyempurnaan penerapan 2. Improvement and enhancement of the
manajemen risiko yang dilakukan secara berkala implementation of risk management conducted
maupun insidentil sebagai akibat dari suatu periodically or incidental as a result of a change
perubahan kondisi eksternal dan internal Bank in external and internal conditions of the Bank
yang mempengaruhi kecukupan permodalan that affects the adequacy of capital and risk
dan profil risiko Bank dan hasil evaluasi profile of the Bank and the result of evaluation
terhadap efektivitas penerapan tersebut. To the effectiveness of such applications.
3. Penetapan (justification) atas hal-hal yang 3. Determination (justification) of matters
terkait dengan keputusan-keputusan bisnis relating to business decisions that deviate from
yang menyimpang dari prosedur normal normal procedures (irregularities), such as the
(irregularities), seperti keputusan pelampauan decision of a significant business expansion
ekspansi usaha yang signifikan dibandingkan to the business plan of a pre-defined bank or
dengan rencana bisnis bank yang telah risk-taking position/exposure exceeding the
ditetapkan sebelumnya atau pengambilan specified limit.
posisi/eksposur risiko yang melampaui limit
yang telah ditetapkan.
4. Pembahasan terhadap penerapan metodologi 4. Discussion of the implementation of risk
manajemen risiko termasuk diantaranya model- management methodology including bank risk
model pengukuran risiko bank termasuk limit measurement models including risk limits.
risiko.
5. Pembahasan atas pelaporan penilaian profil 5. Discussion of bank risk profile assessment
risiko bank. reporting.
PELAKSANAAN TUGAS KOMITE MANAJEMEN IMPLEMENTATION OF RISK MANAGEMENT

RISIKO COMMITTEE
Selama tahun 2020, Komite Manajemen During 2020, the risk Management committee has
Risiko telah melaksanakan tugasnya dengan carried out its duties by organizing a meeting of 5
menyelenggarakan rapat sebanyak 5 (lima) kali, (five) times, with the following agenda:
dengan agenda sebagai berikut:
Tanggal
No. Agenda
Date
1. 20 Januari 2020 Pembahasan Tingkat Kesehatan Bank Periode Semester II Tahun 2019:
January 20, 2020 • Profil Risiko Triwulan 4 Tahun 2019
• GCG
• Rentabilitas
• Permodalan
Discussion on Bank Soundness Level for Semester II Year 2019:
• Risk Profile for Quarter 4 of 2019
• GCG
• Rentability
• Capital
2. 20 Juli 2020 Perubahan Perhitungan Risk Premium

July 20, 2020 Change in Calculation of Risk Premium
3. 11 Mei 2020 Laporan Profil Risiko bank bjb secara Individu Posisi Triwulan I 2020
May 11, 2020 Individual Bank bjb Risk Profile Report Position in Quarter I 2020
4. 20 Juli 2020 Laporan Profil Risiko bank bjb secara Individu Posisi 30 Juni 2020
July 20, 2020 Individual Bank bjb Risk Profile Report Position 30 June 2020

Tanggal
No. Agenda
Date
5. 19 Oktober 2020 • Laporan Profil Risiko bank bjb secara Individu Posisi 30 Sepetember 2020
October 19, 2020 • Pembahasan hasil review Risk Appetitte Statement dan Risk Tolerance
• Individual Bank bjb Risk Profile Report Position September 30, 2020
• Discussion on the results of the Risk Appetitte Statement and Risk Tolerance review
Komite Kebijakan Perkreditan Credit Policy Committee
Berdasarkan Surat Keputusan Direksi bank Based on the decree of the Board of Directors
bjb Nomor 1367/SK/DIR-KPR/2019 tanggal 31 of bank bjb No. 1367/SK/DIR-KPR/2019 dated
Desember 2019 tentang Pedoman Kerja Komite December 31, 2019 concerning the Credit Policy
Kebijakan Perkreditan (KKP), Komite Kebijakan Committee (KKP) or the Credit Policy Committee
Perkreditan (KKP) atau Credit Policy Committee (CPC) in charge of assisting the management
(CPC) bertugas untuk membantu Manajemen in formulating policies, overseeing policy
dalam merumuskan Kebijakan, mengawasi implementation, monitoring the development and
pelaksanaan kebijakan, memantau perkembangan conditions of the crediting.
dan kondisi portofolio perkreditan serta
memberikan saran-saran langkah perbaikan.
STRUKTUR DAN KEANGGOTAAN KOMITE STRUCTURE AND MEMBERSHIP OF THE CREDIT

KEBIJAKAN PERKREDITAN POLICY COMMITTEE
Susunan Diisi oleh

Ketua Direktur Utama

Chairman President Director
Sekretaris Pemimpin Unit Kebijakan & Prosedur
Secretary Head of Policy & Procedure Unit
Sekretaris Pengganti (Alternatif I) Pemimpin Satuan Kerja Credit Risk
Alternate Secretary (Alternative I) Credit Risk Unit Leader
Sekretaris Pengganti (Alternatif II) Pemimpin Divisi Manajemen Risiko
Alternate Secretary (Alternative II) Head of Risk Management Division
Anggota Tetap Dengan Hak Suara 1. Direktur Utama
Permanent Members With Voting Rights 2. Direktur yang membidangi perkreditan
3. Direktur yang membidangi Credit Risk
4. Direktur yang membidangi Operasional
5. SEVP yang membidangi bisnis perkreditan sesuai segmen.
6. SEVP Credit Risk
1. President Director
2. Director in Charge of Credit
3. Director in Charge of Credit Risk
4. Director in Charge of Operations
5. SEVP in charge of the credit business according to segment.
6. SEVP Credit Risk
Anggota Tetap Tanpa Hak Suara 1. Pemimpin Satuan Kerja Audit Internal atau pejabat bidang Audit Internal
Permanent Members Without Voting Rights 2. Pemimpin Divisi Kepatuhan atau perwakilan yang ditunjuk wajib hadir alam
Komite Kebijakan Perkreditan
3. Pemimpin Satuan Kerja yang terkait dengan bisnis perkreditan
4. Pemimpin Satuan Kerja yang terkait dengan operasional perkreditan.
5. Pemimpin Satuan Kerja Manajemen Risiko
6. Pemimpin Satuan Kerja Manajemen Risiko yang melakukan pengambilan
keputusan bisnis perkreditan.
7. Sekretaris
1. Head of the Internal Audit Unit or an official in the field of Internal Audit
2. The head of the Compliance Division or an appointed representative must
attend the Credit Policy Committee
3. Head of work units related to the credit business

2020 Annual Report
Susunan Diisi oleh

4. Head of work units related to credit operations.

5. Leader of the Risk Management Unit
6. Leader of the Risk Management Unit who makes credit business decisions.
7. Secretary
Anggota Tidak Tetap Dengan Hak Suara Direksi*/SEVP terkait materi yang hadir sebagai undangan.
Non-Permanent Members With Voting Rights Directors*/SEVP regarding the material that was present as an invitation.
*kecuali Direktur yang membidangi kepatuhan/except for the Director in charge of compliance.
Anggota Tidak Tetap Tanpa Hak Suara Direksi/Pemimpin Divisi/Pemimpin Unit yang diundang terkait dengan materi
Non-Permanent Members without Voting Rights yang menjadi agenda KKP.
Directors/Division Leaders/Unit Leaders who were invited related to the material
on the KKP’s agenda.

KOMITE KEBIJAKAN PERKREDITAN OF THE CREDIT POLICY COMMITTEE
Tugas, wewenang dan tanggung jawab Komite The duties, authorities and responsibilities of the
Kebijakan Perkreditan sebagai berikut: Credit Policy Committee are as follows:
1. Memberikan masukan kepada Direksi dalam 1. Providing input to the Board of Directors in
penyusunan Kebijakan Perkreditan Bank (KPB), the formulation of Bank Credit Policies (KPB),
terutama yang berkaitan dengan perumusan especially those relating to the formulation of
prinsip kehati-hatian dalam perkreditan. prudential principles in credit.
2. Mengawasi agar KPB dapat diterapkan 2. Supervising that KPB could be applied and
dan dilaksanakan secara konsisten, serta implemented consistently, and formulate
merumuskan pemecahan masalah dalam solutions to problems in the event of obstacles
hal terdapat hambatan atau kendala dalam or obstacles in the implementation of CDE.
penerapan KPB. Selanjutnya Komite Kebijakan Furthermore, the Credit Policy Committee
Perkreditan juga melakukan kajian berkala also conducted periodic reviews of KPB and
terhadap KPB dan memberikan saran kepada provided advice to the Board of Directors in
Direksi dalam hal diperlukan perubahan atau the event that changes or improvements to the
perbaikan KPB. KPB are needed.
3. Menyetujui Limit Kewenangan Memutus Kredit 3. Approving the Authority Limit for Credit
dan Limit Kewenangan Restrukturisasi Kredit. Decision and the Limit on the Authority for
Credit Restructuring.
4. Memantau dan mengevaluasi: 4. Monitoring and evaluating:
a. Perkembangan dan kualitas portofolio a. The development and quality of the credit
perkreditan secara keseluruhan. portfolio as a whole.
b. Kebenaran pelaksanaan kewenangan b. The correctness of the exercise of authority
memutus kredit. to decide on credit.
c. Kebenaran proses pemberian, c. The correctness of the process of granting,
perkembangan dan kualitas kredit yang development and quality of credit extended
diberikan kepada pihak terkait dengan Bank to parties related to the Bank and certain
dan debitur besar tertentu. large debtors.
d. Kebenaran pelaksanaan ketentuan BMPK. d. The correctness of the implementation of
the LLL provisions.
e. Ketaatan terhadap ketentuan peraturan e. Compliance with statutory provisions and
perundang-undangan dan peraturan lain other regulations in the implementation of
dalam pelaksanaan pemberian kredit. credit extension.
f. Penyelesaian kredit bermasalah sesuai yang f. Settlement of non-performing loans as
ditetapkan dalam KPB. stipulated in the KPB.
g. Upaya Bank dalam memenuhi kecukupan g. The Bank’s efforts to meet the adequacy of
jumlah penyisihan penghapusan kredit. the allowance for credit write-offs.

PELAKSANAAN TUGAS KOMITE KEBIJAKAN IMPLEMENTATION OF THE CREDIT POLICY

PERKREDITAN COMMITTEE
Komite Kebijakan Perkreditan telah melaksanakan The creditor Policy Committee has carried out
tugas dengan merumuskan Kebijakan, mengawasi its duties by formulating policies, overseeing
pelaksanaan kebijakan, memantau perkembangan policy execution, monitoring the development
dan kondisi portofolio perkreditan serta and conditions of the crediting portfolio as well
memberikan saran-saran langkah perbaikan. as providing corrective step suggestions. During
Selama tahun 2020, Komite Kebijakan Perkreditan 2020, the Credit Policy Committee conducted 5
telah melaksanakan 5 (lima) kali rapat dengan (five) meetings with the following agenda.
agenda sebagai berikut.
Tanggal
No. Agenda
Date
1. 5 Mei 2020 1. Usulan perubahan dengan menambahkan masukan mengenai penyebutan Direktur yang
May 5, 2020 membawahkan credit risk pada susunan Komite Kredit dan Komite Restrukturisasi Kredit.
2. Usulan perubahan terhadap ketentuan stimulus Perekonomian terkait Covid-19 dengan
mempertimbangkan masukan-masukan yang disampaikan.
3. Usulan penerbitan ketentuan komite kredit dan komite restrukturisasi kredit untuk produk
kelolaan Divisi Kredit UMKM.
1. Proposal of amendments by adding input regarding the mention of the Director in charge of
credit risk in the composition of the Credit Committee and the Credit Restructuring Committee.
2. Proposed changes to economic stimulus provisions related to Covid-19 by taking into account
the inputs submitted.
3. Proposals to issue provisions for the credit committee and credit restructuring committee for
products under management of the MSME Credit Division.
2. 8 Juni 2020 Usulan perubahan atas Surat Keputusan Direksi Nomor 0320/SK/DIR-PPK/2020 tanggal 15 Mei
June 8, 2020 2020 tentang Ketentuan Stimulus Perekonomian Nasioanl Dampak Penyebaran Coronavirus
Diseases 2019 pada Penyaluran Kredit bank bjb.
Proposal of amendments to the Decree of the Board of Directors Number 0320/SK/DIR-PPK/2020
dated 15 May 2020 concerning Provisions for the National Economic Stimulus Impact of the Spread
of Coronavirus Diseases 2019 on Bank bjb Credit Distribution.
3. 25 Juni 2020 Usulan perubahan atas Surat Keputusan Direksi Nomor 0373/SK/DIR-PPK/2020 tanggal 12 Juni
June 25, 2020 2020 tentang Ketentuan Stimulus Perekonomian Nasional Dampak Penyebaran Coronavirus
Diseases 2019 pada Penyaluran Kredit bank bjb.
Proposal of amendments to the Decree of the Board of Directors Number 0373/SK/DIR-PPK/2020
dated 12 June 2020 concerning Provisions for the National Economic Stimulus Impact of the Spread
of Coronavirus Diseases 2019 on Bank bjb Credit Distribution.
4. 26 Oktober 2020 Usulan perubahan atas Surat Keputusan Direksi Nomor 0430/SK/DIR-PPK/2020 tanggal 6 Juli 2020
October 26, 2020 tentang Ketentuan Stimulus Perekonomian Nasioanl Dampak Penyebaran Coronavirus Diseases
2019 pada Penyaluran Kredit bank bjb disetujui dan berlaku tanggal 26 Oktober 2020.
The proposal of amendment to the Decree of the Board of Directors Number 0430/SK/DIR-
PPK/2020 dated 6 July 2020 concerning Provisions for National Economic Stimulus Impact of the
Spread of Coronavirus Diseases 2019 on Bank bjb Credit Distribution is approved and takes effect
on 26 October 2020.
5. 21 Desember 2020 Usulan untuk melaporkan pelaksanaan rapat KKP periode 2019-2020 kepada Dewan Komisaris bank
December 21, 2020 bjb.
Proposal to report the implementation of KKP meetings for the 2019-2020 period to the Board of
Commissioners of bank bjb.
Komite Pengarah Teknologi Informasi Information Technology Steering Committee
Komite Pengarah Teknologi Informasi bertugas The Information Technology Steering Committee
menyusun rencana strategis Teknologi Informasi had tasks in compiling an Information Technology
(Information Technology Strategic Plan) yang Strategic Plan that was in line with the Bank’s
searah dengan rencana strategis kegiatan usaha business strategic plan, as well as the formulation
Bank, serta perumusan kebijakan dan prosedur of main Information Technology policies and
Teknologi Informasi yang utama seperti kebijakan procedures such as Information Technology

2020 Annual Report
pengamanan Teknologi Informasi dan manajemen safeguard policies and risk management related
risiko terkait penggunaan Teknologi Informasi di to the use of Information Technology in the Bank..
Bank.
STRUKTUR DAN KEANGGOTAAN KOMITE STRUCTURE AND MEMBERSHIP OF

PENGARAH TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY STEERING
COMMITTEE
Sesuai dengan Surat Keputusan Direksi nomor In accordance with the Decree of the Board
0404/SK/DIR-ITE/2020 tentang Pedoman Kerja of Directors number 0404/SK/DIR-ITE/2020
Komite Pengarah Teknologi Informasi. Dengan concerning the Information Technology Steering
struktur dan keanggotaan sebagai berikut: Committee Work Guidelines.
Jabatan Diisi oleh

Position Filled by
Ketua Direktur yang membidangi Teknologi Informasi

Chairman Director in charge of Information Technology
Wakil Ketua Direktur yang membidangi Manajemen Risiko.

Vice Chairman Director in charge of Risk Management
Sekretaris Pemimpin Divisi Teknologi Informasi.

Secretary Information Technology Division Leader
Anggota Permanen • Pemimpin Divisi Jaringan, Layanan

Permanent Member • Pemimpin Divisi Operasional
• Pemimpin Divisi Pengendalian Keuangan
• Pemimpin Divisi Change Management Office
• Pemimpin Divisi Digital Transaction Banking
• Pemimpin Divisi Manajemen Risiko
• Head of Network, Service Division
• Head of Operations Division
• Head of the Financial Control Division
• Head of the Change Management Office Division
• Head of Digital Transaction Banking Division
• Head of Risk Management Division
Anggota Tidak Permanen Pemimpin Divisi dan Unit lainnya yang berkaitan dengan pembahasan agenda rapat Komite.
Non-Permanent Member Heads of Divisions and other Units related to the discussion of the Committee meeting agenda.

KOMITE PENGARAH TEKNOLOGI INFORMASI OF INFORMATION TECHNOLOGY STEERING
COMMITTEE
Tugas, wewenang dan tanggung jawab Komite The task, authority and responsibility of the
Pengarah Teknologi Informasi adalah memberikan Director of the Information Technology Committee
rekomendasi kepada Direksi yang paling kurang is to provide recommendations to the board o
terkait dengan: Directors as related to:
1. Rencana Strategis Teknologi Informasi 1. The Information Technology Strategic Plan
(Information Technology Strategic Plan) yang which was in line with the strategic plan for
searah dengan rencana strategis kegiatan usaha the Bank’s business activities. In providing
Bank. Dalam memberikan rekomendasi, Komite recommendations, the Information Technology
Pengarah Teknologi Informasi hendaknya Steering Committee should pay attention to
memperhatikan faktor efisiensi, efektivitas efficiency, effectiveness as well as the following:
serta hal-hal sebagai berikut:
a. Rencana pelaksanaan (roadmap) untuk a. The implementation plan (roadmap) to
mencapai kebutuhan Teknologi Informasi achieve the need for Information Technology
yang mendukung strategi bisnis Bank. that supported the Bank’s business strategy.
Roadmap terdiri dari kondisi saat ini The roadmap consisted of the current state,

(current state), kondisi yang ingin dicapai the future state and the steps that should be
(future state) serta langkah-langkah yang taken to achieve the future state;
akan dilakukan untuk mencapai future state;
b. Sumber Daya yang dibutuhkan; b. Resources required;
c. Manfaat yang akan diperoleh saat rencana c. The benefits that would be obtained when
diterapkan; the plan was implemented;
d. kendala yang mungkin timbul dalam d. constraints that might arise in the application
penerapan information technology strategic of the strategic information technology
plan. plan.
2. Perumusan kebijakan Teknologi Informasi 2. The formulation of Information Technology
sebagaimana diatur pada arsitektur kebijakan policies as stipulated in the policy architecture
dan prosedur. and procedures.
3. Kesesuaian antara proyek Teknologi Informasi 3. Conformity between the approved Information
yang disetujui dengan information technology Technology project and the information
strategic plan, serta menetapkan setatus technology strategic plan, as well as
prioritas proyek teknologi operasional Bank. determining the priority status of the Bank’s
operational technology projects.
4. Kesesuaian antara pelaksanaan proyek 4. The conformity between the implementation
Teknologi Informasi dengan rencana proyek of the Information Technology project and
yang disepakati (project charter). Komite the agreed project plan (project charter). The
Pengarah Teknologi Informasi harus melengkapi Information Technology Steering Committee
rekomendasi dengan hasil analisis dari proyek ad to complement its recommendations
Teknologi Informasi yang utama sehinga with analysis results from major Information
memungkinkan Direksi mengambil keputusan Technology projects so as to enable the Board
secara efisien. of Directors to make decisions efficiently.
5. Kesesuaian antara Teknologi Informasi dengan 5. Conformity between Information Technology
kebutuhan sistem informasi manajemen serta and the needs of management information
kebutuhan kegiatan usaha. systems as well as the needs of business
activities.
6. Efektivitas langkah-langkah dalam 6. The effectiveness of measures in minimizing
meminimalkan risiko atas investasi pada sektor the risk of investment in the Information
Teknologi Informasi. Technology sector.
7. Pemantauan atas kinerja Teknologi Informasi, 7. Monitoring the performance of Information
dan upaya peningkatannya misalnya dengan Technology, and efforts to improve it, for
mendeteksi keusangan Teknologi Informasi dan example by detecting obsolescence of
mengukur efektivitas dan efisiensi penerapan Information Technology and measuring the
kebijakan pengamanan Teknologi Informasi. effectiveness and efficiency of implementing
Information Technology security policies.
8. Upaya penyelesaian berbagai masalah 8. Efforts to resolve various problems related
terkait Teknologi Informasi yang tidak dapat to Information Technology that cannot be
diselesaikan oleh satuan kerja pengguna dan resolved by the work unit for users and
dan penyelenggara Teknologi Informasi secara operators of Information Technology in an
efektif, efisien dan tepat waktu. effective, efficient and timely manner.
9. Kecukupan dan alokasi sumber daya yang 9. Adequacy and allocation of resources owned,
dimiliki, dalam hal sumber daya yang in the event that the resources owned are
dimiliki tidak memadai dan perseroan inadequate and the company will use the
akan menggunakan jasa pihak lain dalam services of other parties in the implementation
penyelenggaraan Teknologi Informasi maka of Information Technology, the Information
Komite Pengarah Teknologi Informasi harus Technology Steering Committee must ensure
memastikan perseroan telah memiliki kebijakan that the company had the necessary policies
dan prosedur yang dibutuhkan. and procedures.

2020 Annual Report
PELAKSANAAN TUGAS KOMITE PENGARAH IMPLEMENTATION OF INFORMATION

TEKNOLOGI INFORMASI TECHNOLOGY STEERING COMMITTEE
Selama tahun 2020, Komite Pengarah Teknologi During the year 2020, the Information Technology
Informasi telah melaksanakan tugasnya melalui Steering Committee has carried out its duties
rapat yang diadakan sebanyak 3 (tiga) kali dengan through a meeting held 3 (three) times with the
agenda pembahasan: agenda of the discussion:
Tanggal
No. Agenda Agenda
Date
1. 8 Mei 2020/May 8, 2020 IT Steering Committee ke-I tahun 2020 IT Steering Committee I 2020
2. 28 Agustus 2020/August 28, 2020 IT Steering Committee ke-II tahun 2020 IT Steering Committee II 2020
3. 9 November 2020/November 9, 2020 IT Steering Committee ke-III tahun 2020 IT Steering Committee III 2020
Komite Manajemen Risiko Terintegrasi Integrated Risk Management Committee
Komite Manajemen Risiko Terintegrasi dalam The Integrated Risk Management Committee in
metodologi proses manajemen risiko bertugas the risk management process methodology is
untuk mengembangkan budaya risiko dan tasked to develop a culture of risk and establish
menetapkan arahan untuk seluruh aktivitas yang direction for all activities that contain risk in the
mengandung risiko dalam Konglomerasi Keuangan. financial conglomerate. Specific Integrated Risk
Proses Komite Manajemen Risiko Terintegrasi Management Committee’s process is contained
secara spesifik terdapat dalam Pedoman Komite in the Integrated Risk Management Committee
Manajemen Risiko Terintegrasi. guidelines.
STRUKTUR DAN KEANGGOTAAN KOMITE STRUCTURE AND MEMBERSHIP OF

MANAJEMEN RISIKO TERINTEGRASI INTEGRATED RISK MANAGEMENT COMMITTEE
Susunan keanggotaan Komite Manajemen The membership arrangement of the Integrated
Risiko Terintegrasi terdiri dari Direksi, Direktur Risk Management Committee comprises the
dari masing-masing Lembaga Jasa Keuangan directors, directors of each Financial services
(LJK) dalam Konglomerasi Keuangan serta Para institution (LJK) in the financial conglomerate and
Pemimpin Divisi terkait yakni: the related division leaders:
Jabatan Diisi oleh

Position Filled by
Ketua Merangkap Anggota Tetap Direktur Entitas Utama yang membawahkan fungsi Manajemen Risiko
Chairman concurrently as a Main Entity Director in charge of the Risk Management function
permanent member
Sekretaris Merangkap Pejabat Eksekutif Entitas Utama yang melaksanakan Fungsi Manajemen Risiko Terintegrasi/
Anggota Tetap Satuan Kerja Manajemen Risiko (SKMRT)
Secretary concurrently Executive Officer of the Main Entity who carries out the Integrated Risk Management Function/
as Permanent Member Risk Management Work Unit (SKMRT)
Anggota Tetap • Direktur yang membawahkan fungsi manajemen risiko dari LJK dalam Konglomerasi Keuangan
Permanent member • Pejabat Eksekutif Entitas Utama yang melaksanakan Fungsi Audit Internal Terintegrasi
• Pejabat Eksekutif Entitas Utama yang melaksanakan Fungsi KepatuhanTerintegrasi
• Pejabat Eksekutif Entitas Utama yang melaksanakan Fungsi Pelaporan Keuangan
• Pejabat Eksekutif Entitas Utama yang melaksanakan Fungsi Pengelolaan Anak Perusahaan
• Anggota SKMRT
• Director in charge of the risk management function of the LJK in the Financial Conglomerate
• Executive Officer of the Main Entity who carries out the Integrated Internal Audit Function
• Executive Officer of the Main Entity performing the Integrated Compliance Function
• Executive Officer of the Main Entity carrying out the Financial Reporting Function
• Executive Officer of the Main Entity carrying out the Management Function of the Subsidiary
• SKMRT members

Jabatan Diisi oleh

Position Filled by
Anggota Tidak Tetap • Perwakilan Direktur LJK dalam Konglomerasi Keuangan

Non-Permanent Members • Pejabat Eksekutif Entitas Utama diluar anggota tetap
• Perwakilan anggota tetap Pejabat Eksekutif Entitas Utama
• Representative of the Director of LJK in the Financial Conglomerate
• Executive Officers of the Main Entity outside permanent members
• Representatives of permanent members of the Main Entity Executive Officer

KOMITE MANAJEMEN RISIKO TERINTEGRASI OF THE INTEGRATED RISK MANAGEMENT
COMMITTEE
Tugas, wewenang dan tanggung jawab Komite The duties, authorities and responsibilities of the
Manajemen Risiko Terintegrasi (KMRT) sesuai SK Integrated Risk Management Committee (KMRT)
No. 1049/SK/DIR-MR/2016 tanggal 23 November pursuant to SK No. 1049/SK/DIR-MR/2016 dated
2016 tentang Pedoman Komite Manajemen November 23rd, 2016 concerning the Integrated
Risiko Terintegrasi adalah untuk memberikan risk Management Committee guideline is to provide
rekomendasi kepada Direksi Entitas Utama recommendations to the board of Directors of the
mengenai penerapan manajemen risiko paling main entities on the implementation of the least
kurang: minimal risk management:
1. Penyusunan dan perbaikan Kebijakan 1. Formulation and improvement of integrated
Manajemen Risiko Terintegrasi; dan risk management policy; and
2. Perbaikan atau penyempurnaan Kebijakan 2. Improvement or enhancement of integrated
Manajemen Risiko Terintegrasi antara lain risk management policy, among others, is the
berupa penyempurnaan strategi dan kerangka improvement of strategy and risk framework
Risiko berdasarkan hasil evaluasi pelaksanaan. based on the results of the evaluation.
PELAKSANAAN TUGAS KOMITE MANAJEMEN IMPLEMENTATION OF INTEGRATED RISK

RISIKO TERINTEGRASI MANAGEMENT COMMITTEE DUTIES
Selama tahun 2020, Komite Manajemen Risiko In 2020, the Integrated Risk Management
Terintegrasi telah melaksanakan kegiatan Committee has carried out activities such as
diantaranya menyelenggarakan rapat sebanyak 1 conducting meetings of 1 (one) time with the
(satu) kali dengan agenda sebagai berikut: following agenda:
Tanggal
No. Agenda
Date
1. 9 September 2020 • Penyampaian profil risiko terintegrasi posisi Juni 2020.

September 9, 2020 • Pembahasan hasil Focus Group Discussion (FGD) terkait Penerapan Manajemen Risiko pada
Perusahaan Anak dan BPR Terelasi.
• Awareness terkait Kepatuhan dan APU PPT.
• Pemaparan Satuan Kerja Audit Internal
• Sharing session
• Submission of integrated risk profile for June 2020 position.
• Discussion on the results of a Focus Group Discussion (FGD) related to the Implementation
of Risk Management in Subsidiaries and Related BPRs.
• Awareness regarding Compliance and AML-CFT.
• Description of the Internal Audit Unit
• Sharing session

2020 Annual Report
Assets and Liability Committee (ALCO) Assets and Liability Committee (ALCO)
ALCO dibentuk untuk membantu Direksi dalam ALCO was established to assist the Board of
menetapkan strategi terhadap pengendalian Directors in establishing strategies against the
risiko likuidasi dan rentabilitas serta pengambilan liquidation and risk control and management
keputusan manajemen dalam rangka pengelolaan decision making in the management of assets and
assets dan liability. liability.
STRUKTUR DAN KEANGGOTAAN ASSETS STRUCTURE AND MEMBERSHIP OF THE ASSETS

AND LIABILITY COMMITTEE (ALCO) AND LIABILITY COMMITTEE (ALCO)
Struktur dan keanggotaan Assets and Liabiliy Structure and membership of the Assets and
Committee (ALCO) berdasarkan Surat Keputusan Liabiliy Committee (ALCO) based on the decree of
Direksi Nomor 1312/SK/DIR-TRE/2019 tanggal 18 the Board of Directors No. 1312/SK/DIR-TRE/2019
Desember 2019 adalah sebagai berikut: dated December 18th, 2019 presented as follows:
Jabatan Diisi oleh

Position Filled by
Ketua Direktur Utama

Chairman President Director
Wakil Ketua • Direktur yang membidangi Treasury

Deputy Chairman • Direktur yang membidangi Keuangan dan/atau Manajemen Risiko
• Direktur yang membidangi Bisnis Perkreditan
• Direktur yang membidangi Bisnis dan Jasa
• Director in charge of Treasury
• Director in charge of Finance and/or Risk Management
• Director in charge of Credit Business
• Director in charge of Business and Services
Sekretaris • Pemimpin Divisi Tresuri

Secretary • Leader of Treasury Division
Sekretaris Pengganti Alternatif I • Pemimpin Divisi Manajemen Risiko

Alternative Alternate Secretary I • Head of Risk Management Division
Sekretaris Pengganti Alternatif II • Pemimpin Divisi Pengendalian Keuangan

Alternative Alternate Secretary II • Head of the Financial Control Division
Anggota Tetap • Direktur yang membidangi Operasional

Permanent Member • SEVP Credit Risk
• SEVP Bisnis
• Pemimpin Divisi Kredit Konsumer & Ritel
• Pemimpin Divisi Korporasi & Komersial
• Pemimpin Divisi KPR & KKB
• Pemimpin Divisi Kredit UMKM
• Pemimpin Divisi Hubungan Kelembagaan
• Pemimpin Divisi Dana & Jasa Konsumer
• Pemimpin Divisi International Banking
• Pemimpin Divisi Perencanaan Strategis
• Pemimpin Divisi Jaringan & Layanan
• Pemimpin Divisi Penyelamatan & Penyelesaian Kredit
• Director in charge of Operations
• SEVP Credit Risk
• SEVP Business
• Head of Consumer & Retail Credit Division
• Head of the Corporate & Commercial Division
• Head of the KPR & KKB Division
• Leader of the UMKM Credit Division
• Head of the Institutional Relations Division
• Head of the Consumer Funds & Services Division
• Leader of the International Banking Division
• Strategic Planning Division Leader
• Network & Service Division Leader
• Head of the Credit Rescue & Settlement Division
Anggota Tidak Tetap Para undangan sesuai dengan materi pembahasan

Non Permanent Member The invitations are in accordance with the discussion material


ASSETS AND LIABILITY COMMITTEE (ALCO) OF ASSETS AND LIABILITY COMMITTEE (ALCO)
Tugas, wewenang dan tanggung jawab Asset The duties, authorities and responsibilities of the
and Liability Committee (ALCO) adalah sebagai Asset and Liability Committee (ALCO) are as
berikut: follows:
1. Bertanggung jawab atas pencapaian 1. Responsible for achieving bank bjb’s
rentabilitas bank bjb sesuai dengan target profitability in accordance with the target profit
keuntungan (laba), pertumbuhan neraca (profit), balance sheet growth and some of the
dan beberapa ukuran rentabilitas yang telah range measures set out in bank business plan.
ditetapkan dalam rencana bisnis bank.
2. Melakukan rapat secara berkala minimum 2. Periodically meeting at least once a month to
sebulan sekali untuk menilai, merencanakan assess, plan and take steps in the form of policy
dan mengambil langkah berupa kebijakan dan and action plan to achieve the target plan and
action plan untuk mencapai target rencana kerja bank business plan with the realization and
dan rencana bisnis bank dengan realisasi yang proposed possible changes that bank business
terjadi serta usulan kemungkinan perubahan plan.
rencana bisnis bank tersebut.
3. Merumuskan dan memutuskan strategi suku 3. Formulating and deciding which interest rate
bunga yang meliputi: strategy covers:
a. Suku bunga kredit (Prime Lending Rate, a. Interest rates (Prime Lending Rate, Based
Based Rate, dll). Rate, etc.).
b. Suku bunga dana (Demand Deposit, Time b. Interest rate of funds (Demand Deposit,
Deposit, dll). Time Deposit, etc).
4. Melakukan penilaian dan evaluasi performance 4. Assessing and evaluating the performance of
Bank yang berkaitan dengan pricing kredit the Bank related to credit and fund pricing to
dan dana untuk memastikan optimalisasi net ensure the optimization of net interest income
interest income dan mempertahankan struktur and maintaining the balance sheet structure in
neraca sejalan dengan rencana bisnis bank. line with the bank’s business plan.
5. Mereview posisi likuiditas Bank bila dibutuhkan 5. Review the Bank’s liquidity position if needed
dan merumuskan besarnya presentase likuiditas and formulate the percentage of liquidity that
yang akan dipertahankan oleh Bank. will be maintained by the Bank.
6. Mereview posisi alokasi penempatan dana 6. Review the position of the Bank’s fund
Bank pada aktiva yang menghasilkan (earning placement allocation in earning assets if
assets) bila dibutuhkan dan merumuskan needed and formulate the optimal allocation of
alokasi dana pada earning assets yang optimal. funds on earning assets..
7. Melakukan review posisi sumber dana Bank bila 7. Reviewing the position of the Bank’s sources
dibutuhkan dan merumuskan komposisi jenis- of funds if needed and formulating the
jenis sumber dana yang menghasilkan cost of composition of types of sources of funds that
funds yang optimal. will generate an optimal cost of funds.
8. Melakukan pembahasan mengenai posisi 8. Discussing the position of Bank capital in an
permodalan Bank dalam upaya mencapai effort to achieve the position of the Capital
posisi Capital Adequacy Ratio yang ditentukan Adequacy Ratio determined by Bank Indonesia
oleh Bank Indonesia dan/atau Otoritas Jasa and/or the Financial Services Authority by
Keuangan dengan melaksanakan capital implementing careful capital planning.
planning yang cermat.
9. Mereview mengenai posisi/alokasi dana oada 9. Reviewing the position/allocation of funds
Penyertaan dan investasi Bank pada surat-surat in the Bank’s participation and investment in
berharga serta pada jumlah yang optimal. securities as well as the optimal amount.

2020 Annual Report
10. Menyampaikan informasi kepada Direksi 10. Delivering information to the Board of Directors
mengenai setiap perkembangan ketentuan dan regarding any developments in the relevant
peraturan terkait yang mempengaruhi strategi rules and regulations that affect the Bank’s
dan kebijakan Bank. strategy and policies.
11. Melaksanakan rapat-rapat lainnya yang 11. Carrying out other meetings that are required
disyaratkan oleh perubahan-perubahan yang by changes that occur in the market or changes
terjadi di pasar ataupun perubahan-perubahan in terms of government regulations that occur
dari segi regulasi pemerintah yang terjadi suddenly.
secara tiba-tiba.
PELAKSANAAN TUGAS ASSETS AND LIABILITY TASKS IMPLEMENTATION OF ASSETS AND

COMMITTEE (ALCO) LIABILITY COMMITTEE (ALCO)
Selama tahun 2020, ALCO telah melaksanakan During 2020, ALCO had carried out its duties
tugasnya melalui rapat yang dilaksanakan through a meeting that was conducted as much
sebanyak 14 (empat belas) kali. Adapun agenda as 14 (fourteen) times. The agenda of the ALCO
pembahasan rapat ALCO adalah sebagai berikut. meeting is presented as follows.
Tanggal
No. Agenda
Date
1. 13 Januari 2020 • Pembahasan Kredit Program Divisi Kredit Konsumer.

January 13, 2020 • Indikasi Kupon Penerbitan Penawaran Umum Berkelanjutan II Obligasi Subordinasi II Tahap I
Tahun 2020.
• Monitoring Program dan Kondisi Likuiditas bank bjb.
• Discussion on Credit Program for the Consumer Credit Division.
• Indication of Coupon Issuance of Continuous Public Offering II of Subordinated Bonds II
Phase I Year 2020.
• Monitoring Program and bank bjb Liquidity Conditions.
2. 06 Februari 2020 • Usulan Final Kupon Penerbitan Penawaran Umum Berkelanjutan II Obligasi Subordinasi II
February 06, 2020 Tahap I Tahun 2020.
• Monitoring Program dan Kondisi Likuiditas bank bjb.
• Final Proposal for the Issuance of Continuous Public Offering II Subordinated Bonds II Phase I
Year 2020 Coupons.
3. 09 Maret 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

March 09, 2020 • Register Suku Bunga dan Biaya Kredit Usaha Rakyat (KUR).
• Register of Interest Rates and Costs of People’s Business Credit (KUR).
4. 21 April 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

April 21, 2020 • Usulan Penetapan Suku Bunga Term Loan.
• Usulan Penetapan Suku Bunga Money Market untuk Sekuritas.
• Usulan Penetapan Suku Bunga Term Loan Funding dari Bank BCA (amendment) dan Bank
Jateng.
• Proposal of Determination of Term Loan Interest Rates.
• Proposal for Determination of Money Market Interest Rates for Securities.
• Proposal for Term Loan Funding Interest Rates from Bank BCA (amendment) and Bank Cen-
tral Java.
5. 18 Mei 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

May 18, 2020 • Usulan Penyesuaian Tiering Nominal Tabungan dan Giro.
• Usulan Perpanjangan Program Manfaat Langsung dan Potret di Jawa Barat.
• Proposal on Adjustment of Nominal Savings and Current Accounts Tiering.
• Proposal on Extension of the Direct and Portrait Benefit Programs in West Java.

Tanggal
No. Agenda
Date
6. 15 Juni 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

June 15, 2020 • Usulan Perubahan Ketentuan Rate SRAK.
• Usulan Term Loan Funding dari Bank ICBC.
• Proposal for Changing the Terms of the SRAK Rate.
• Proposal for Term Loan Funding from ICBC Bank.
7. 20 Juli 2020 Monitoring Program dan Kondisi Likuiditas bank bjb.

July 20, 2020 Monitoring Program and bank bjb Liquidity Conditions.
8. 03 Agustus 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

August 03, 2020 • Kajian Rencana dan Tindak Lanjut Program PEN (Pemulikah Ekonomi Nasional).
• Study of the Plan and Follow-up of the PEN (National Economic Marriage Program).
9. 14 September 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.

September 14, 2020 • Usulan Penyesuaian Tiering Counter Deposito.
• Proposal on Adjustment of Deposit Counter Tiering.
10. 21 September 2020 Usulan Penetapan Suku Bunga Term Loan Bank Danamon.
September 21, 2020 Proposal of Determination of Bank Danamon Term Loan Interest Rate.
11. 05 Oktober 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.
October 05, 2020 • Usulan Indikasi Kupon Penawaran Umum Berkelanjutan II (PUB II) Obligasi Subordinasi II
Tahap II Tahun 2020.
• Register Suku Bunga Kredit Usaha Rakyat (KUR).
• Proposal of Indication for Continuous Public Offering II (PUB II) Subordinated Bonds II Phase
II Year 2020.
• Register of People’s Business Credit Interest Rates (KUR).
12. 21 Oktober 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.
October 21, 2020 • Usulan Final Pricing Penawaran Umum Berkelanjutan II (PUB II) Obligasi Subordinasi II Tahap
II Tahun 2020.
• Proposal of Final Pricing of Sustainable Public Offering II (PUB II) Subordinated Bonds II
Phase II Year 2020.
13. 24 November 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.
November 24, 2020 • Usulan Penetapan Suku Bunga Term Loan dari Bank Mandiri.
• Usulan Perubahan Ketentuan Rate SRAK.
• Proposal to Determination of Term Loan Interest Rates from Bank Mandiri.
• Proposal for Changing the Terms of the SRAK Rate.
14. 08 Desember 2020 • Monitoring Program dan Kondisi Likuiditas bank bjb.
December 08, 2020 • Usulan Penetapan Suku Bunga Counter Deposito.
• Review Suku Bunga Term Loan dari Bank Danamon.
• Proposal to determine the counter deposit interest rate.
• Review of Term Loan Interest Rates from Bank Danamon.
Komite Risiko Permodalan Capital Risk Committee
Dalam rangka upaya mengoptimalkan struktur In an effort to optimize the balance sheet structure
neraca dengan tujuan memberikan keuntungan with the aim of providing maximum benefits
maksimal dengan mengelola likuiditas, Bank telah by managing liquidity, the Bank has formed
membentuk dan menetapkan komite di bawah and appointed a committee under the Board of
Direksi sebagaimana tertuang dalam Struktur Directors as stated in the Bank’s Organizational
Organisasi Bank, salah satunya adalah Komite Structure, one of which is the Capital Risk
Risiko Permodalan. Committee.

2020 Annual Report
STRUKTUR DAN KEANGGOTAAN KOMITE CAPITAL RISK COMMITTEE’S STRUCTURE AND

RISIKO PERMODALAN MEMBERSHIP
Surat Keputusan Direksi PT Bank Pembangunan Decree of the Board of Directors of PT Bank
Daerah Jawa Barat dan Banten Nomor 0567/SK/ Pembangunan Daerah Jawa Barat and Banten
DIR-MAP/2020 tentang Pedoman Komite Risiko Number 0567/SK/DIR-MAP/2020 concerning
Permodalan tanggal 7 September 2020 adalah the Capital Risk Committee Guidelines dated
sebagai berikut: September 7, 2020 is as follows:
Susunan Diisi oleh

Ketua I Pemimpin Divisi Manajemen Anak Perusahaan

Chairman I Leader of the Subsidiary Management Division
Ketua II SEVP Bisnis

Chairman II
Ketua III SEVP Credit Risk

Chairman III
Sekretaris Pemimpin Group Anak Perusahaan

Secretary Leader of the Subsidiary Group
Anggota 1. Pemimpin Divisi Pengendalian Keuangan.

Member 2. Pemimpin Divisi Hukum
3. Pemimpin Unit Kerja Bisnis
4. Pemimpin Divisi Manajemen Risiko
5. Pemimpin Divisi Kepatuhan dan APU PPT
6. Pemimpin Unit Kerja terkait dengan pembahasan
1. Head of the Financial Control Division.

2. Head of the Legal Division
3. Head of Business Work Unit
4. Head of the Risk Management Division
5. Head of Compliance Division and AML-CFT
6. Head of Work Unit related to the discussion
TUGAS, WEWENANG, DAN TANGGUNG JAWAB DUTIES, AUTHORITIES AND RESPONSIBILITIES

KOMITE RISIKO PERMODALAN OF CAPITAL RISK COMMITTEE
Tugas, wewenang dan tanggung jawab Komite The duties, powers and responsibilities of the
Risiko Permodalan adalah sebagai berikut: Capital Risk Committee are as follows:
1. Menetapkan strategi dan batasan pengelolaan 1. Establishing strategies and boundaries for the
Perusahaan Anak dan Perusahaan Afiliasi. management of Subsidiaries and Affiliated
Companies.
2. Menyusun rekomendasi dan persetujuan 2. Preparing recommendations and approving
rencana Penyertaan Modal Perusahaan Anak plans for equity participation in subsidiaries
dan perusahaan afiliasi termasuk tambahan and affiliated companies, including additional
Penyertaan Modal/Divestasi dengan ketentuan equity participation/divestments, provided
dalam hal penyertaan atau pelepasan that such participation or disposal of capital
modal tersebut berakibat pada berubahnya results in changes in control in the Subsidiary
pengendalian di Perusahaan Anak menjadi Company to become the authority of the Board
kewenangan Rapat Direksi. of Directors Meeting.
3. Membahas dan merekomendasikan remunerasi 3. Discussing and recommending remuneration
(antara lain gaji, honorarium tunjangan dan (including salaries, allowances and facilities)
fasilitas) anggota Direksi dan Dewan Komisaris for the members of the Board of Directors and
Perusahaan Anak berdasarkan usulan dari pihak the Board of Commissioners of the Subsidiary
yang membidangi remunerasi dan nominasi based on recommendations from parties in
di Perusahaan Anak untuk diputuskan dalam charge of remuneration and nominations in
RUPS Perusahaan Anak. the Subsidiary to be decided in the GMS of the
Subsidiary.

4. Membahas dan merekomendasikan 4. Discussing and recommendinng the nomination

pencalonan/nominasi anggota Direksi dan/ of members of the Board of Directors and/
atau Dewan Komisaris Perusahaan Anak dan or Board of Commissioners of Subsidiaries
Afiliasi termasuk perusahaan yang berada di and Affiliates, including companies under the
bawah kendali Perusahaan Anak yang berasal control of Subsidiaries, originating from internal
dari internal atau eksternal Bank untuk diajukan or external to the Bank to be proposed in the
dalam Rapat Direksi. Board of Directors Meeting.
5. Membahas dan merekomendasikan agenda 5. Discussing and recommending the agenda
Rapat Umum Pemegang Saham (RUPS) of the Subsidiary’s General Meeting of
Perusahaan Anak yang memerlukan keputusan Shareholders (GMS) which require a decision
Bank sebagai Pemegang Saham. by the Bank as a Shareholder.
6. Merumuskan dan membahas potensi sinergi 6. Formulating and discussing potential business
bisnis yang dapat tercipta antara Perusahaan synergies that can be created between the
Induk dengan Konglomerasi Keuangan Bank. Parent Company and the Bank’s Financial
Conglomerates.
PELAKSANAAN TUGAS KOMITE RISIKO CAPITAL RISK COMMITTEE DUTIES

PERMODALAN IMPLEMENTATION
Selama tahun 2020, Komite Risiko Permodalan During 2020, the Capital Risk Committee carried
telah melaksanakan tugasnya melalui rapat yang out its duties through meetings which were held 5
dilaksanakan sebanyak 5 (lima) kali. Adapun (five) times. The agenda for the discussion of the
agenda pembahasan rapat Komite Risiko Capital Risk Committee meeting is as follows.
Permodalan adalah sebagai berikut.
Tanggal
No. Agenda
Date
1. 17 September 2020 • Penyertaan Modal Lanjutan kepada bank bjb syariah.

September 17, 2020 • Pendirian serta Penyertaan Modal kepada Perusahaan Efek Daerah.
• Advanced Equity Participation in bank bjb Syariah.
• Establishment and Equity Participation in Regional Securities Companies.


4. 9 Oktober 2020 • Penyertaan Modal Lanjutan kepada bank bjb syariah.

October 9, 2020 • Pendirian serta Penyertaan Modal kepada Perusahaan Efek Daerah.
5. 14 Oktober 2020 Penyertaan Modal Lanjutan kepada bank bjb syariah.

October 14, 2020 Advanced Equity Participation in bank bjb Syariah.

2020 Annual Report
Remunerasi Dewan Komisaris Remuneration of Board

Kebijakan Remunerasi Dewan Komisaris Remuneration Policy of Board

dan Direksi of Commissioners and Board of
Directors
Remunerasi Dewan Komisaris dan Direksi mengacu Remuneration of Board of Commissioners and
pada ketentuan yang berlaku yaitu Peraturan Directors shall refer to the prevailing provisions
Otoritas Jasa Keuangan No. 45/POJK.03/2015 of the Financial Services Authority Regulation No.
tentang Penerapan Tata Kelola Dalam pemberian 45/POJK.03/2015 concerning the implementation
Remunerasi Bagi Bank Umum serta Surat Edaran of governance in the provision of remuneration for
Otoritas Jasa Keuangan Nomor 40/SEOJK.03/2016 commercial banks and circular letter of Financial
tentang Penerapan Tata Kelola dalam Pemberian Services Authority No. 40/SEOJK.03/2016
Remunerasi bagi Bank Umum dan diturunkan dalam concerning the implementation of governance
ketenturan internal bank bjb dalam Surat Keputusan in remuneration for commercial banks and
Direksi No. 1500/SK/DIR-CS/2018 tanggal 14 derived in the internal understanding of bank
Desember 2018 tentang Pedoman Penghasilan, bjb in the Decree of the Board of Directors No.
Tunjangan dan Fasilitas bagi Dewan Komisaris 1500/SK/DIR-CS/2018 dated December 14th,
dan Direksi PT Bank Pembangunan Daerah Jawa 2018 concerning income and Facilities for the
Barat dan Banten, Tbk. Pemberian remunerasi bagi Board of Commissioners and directors of PT
anggota Dewan Komisaris dan Direksi dihitung Bank Pembangunan Jawa Barat and Banten,
berdasarkan formula yang ditetapkan oleh RUPS. Tbk. Remuneration for members of the Board of
Setiap anggota Komisaris dan Direksi berhak Commissioners and directors is calculated based on
menerima sejumlah kompensasi yang diberikan the formula stipulated by the GMS. Each member
secara bulanan. Dewan Komisaris dan Direksi of the Board of Commissioners and directors has
berhak mendapatkan tantiem berdasarkan kinerja the right to receive a monthly compensation. The
dan pencapaian perusahaan dengan besaran yang BOC and BOD are entitled to a tantiem based on
ditentukan dalam RUPS. Dewan Komisaris dan the performance and achievement of the company
Direksi juga berhak mendapatkan tunjangan pada with the magnitude specified in the GMS. Board
saat mereka telah tidak lagi menjabat sebagai of Commissioners and Board of Directors are also
Dewan Komisaris ataupun Direksi. entitled to benefit when they have no longer served
as Board of Commissioners or Board of Directors.
Prosedur Penetapan Remunerasi Remuneration Assignment Procedure
Prosedur standar penetapan remunerasi Dewan The standard procedure for remuneration setting
Komisaris dan Direksi ditetapkan sebagai berikut: of Board of Commissioners and BOD is stipulated
as follows:
1. Dewan Komisaris meminta Komite Nominasi 1. The Board of Commissioners asks the
dan Remunerasi untuk menyusun rancangan nomination and remuneration committee to
usulan remunerasi. draft a remuneration proposal.
2. Komite Nominasi dan Remunerasi meminta 2. Nomination and remuneration Committee
pihak independen untuk menyusun rancangan requests independent Parties to draft
remunerasi. remuneration plan.
3. Komite Nominasi dan Remunerasi mengusulkan 3. The nomination and remuneration committee
kepada Dewan Komisaris mengenai remunerasi. proposes to the Board of Commissioners
regarding remuneration.
4. Dewan Komisaris mengusulkan remunerasi bagi 4. The Board of Commissioners proposes
anggota Dewan Komisaris dan Direksi kepada remuneration for members of the Board of
RUPS. Commissioners and directors to the GMS.

5. RUPS menetapkan remunerasi bagi anggota 5. GMS stipulates remuneration for Board of
Dewan Komisaris dan Direksi. Commissioners and Board of Directors.
Indikator Penetapan Remunerasi Remuneration Determination Indicators
Dalam menetapkan indikator Dewan Komisaris dan In establishing the indicator of the Board of
Direksi bank bjb mengacu pada Peraturan Otoritas Commissioners and Directors of bank bjb referring
Jasa Keuangan Nomor 45/POJK.03/2015 tentang to regulation of the Financial Services Authority No.
Penerapan Tata Kelola Dalam Pemberian Remunerasi 45/POJK.03/2015 concerning the implementation
Bagi Bank Umum dengan mempertimbangkan hal- of governance in remuneration for commercial
hal sebagai berikut: banks by providing the following things:
1. Faktor skala usaha. 1. Business scale factor.
2. Faktor kompleksitas usah. 2. Factors of complexity need.
3. Tingkat inflasi. 3. Inflation rate.
4. Kondisi dan kemampuan keuangan Perusahaan. 4. Company’s financial conditions and capabilities.
5. Faktor-faktor lain yang relevan, serta tidak boleh 5. Other relevant factors, and should not be
bertentangan dengan peraturan perundang- contrary to statutory regulations.
undangan.
Struktur dan Jumlah Nominal/ Structure and Number

Komponen Remunerasi Dewan of Remuneration/Components of Board
Komisaris dan Direksi of Commissioners and Directors
Struktur Remunerasi Dewan Komisaris Remuneration Structure of Board

Remunerasi Dewan Komisaris dan Direksi The remuneration of the Board of Commissioners
ditetapkan dengan Surat Keputusan Direksi PT and directors shall be determined by the decree of
Bank Pembangunan Daerah Jawa Barat dan the Board of Directors No. 0411/SK/DIR-CSE/2020
Banten Tbk Nomor 0411/SK/DIR-CSE/2020 dated June 30, 2020 concerning the income
tanggal 30 Juni 2020 tentang Standar Operasional guidelines, allowances and facilities of the Board
Prosedur Penghasilan, Tunjangan dan Fasilitas of Commissioners and directors. The remuneration
Dewan Komisaris dan Direksi. Adapun struktur structure of Board of Commissioners and directors
remunerasi anggota Dewan Komisaris dan Direksi are presented as follows:
adalah sebagai berikut:
Jenis Remunerasi/Fasilitas Keterangan

No.
Type of Remuneration/Facility Information
1. Honorarium/Gaji dan Tantiem

Honorarium/Salary and Tantiem
Honorarium/Gaji • Komisaris Utama 50% dari Direktur Utama

Honorarium/Salary • Komisaris 40% dari Direktur Utama
• Direktur Utama 100%
• Direktur 80% dari Direktur Utama
• President Commissioner 50% of the President Director
• Commissioner 40% of the President Director
• President Director 100%
• Director 80% of the President Director

2020 Annual Report

No.
Tantiem Ditentukan dalam Rapat Umum Pemegang Saham

Tantiem merupakan remunerasi yang bersifat Variabel dapat diberikan dalam bentuk
tunai dan/atau saham Material Risk Takers atas penerima tantiem yang ditetapkan
oleh Bank adalah Direksi Tantiem untuk Material Risk Takers diberikan dengan proporsi
sebagai berikut:
1. 90% tunai dan diberikan secara langsung sesuai ketentuan
2. 10% ditangguhkan sebagai Long Term Insentif terdiri dari 5% tunai dan 5% saham.
Pemberian Long Term Insentif diberikan dengan jangka waktu penangguhan selama 3
(tiga) tahun. Malus terjadi apabila Material Risk Takers terindikasi Fraud
Determined in the General Meeting of Shareholders

Tantiem is variable remuneration that can be given in the form of cash and/or Material
Risk Takers shares for the recipient of the tantiem determined by the Bank is the Board
of Directors. The bonus for Material Risk Takers is given in the following proportions:
1. 90% cash and given in person according to the provisions
2. 10% deferred as Long Term Incentives consisting of 5% cash and 5% shares.
Long Term Incentives were granted with a postponement period of 3 (three) years.
Malus occured when the Material Risk Takers indicate fraud
2. Fasilitas dan Tunjangan

Facilities and Benefits
Fasilitas Kendaraan Disediakan Bank dan dapat dimiliki

Vehicle Facilities Bank provided and can be owned
Tunjangan Hari Raya 2 (dua) kali honorarium/gaji

Holiday allowance 2 (two) times the honorarium/salary
Jamuan Makan Diberikan jamuan makan

Banquet Given a banquet
Cuti dan Bekal Cuti Bagi Direksi diberikan 1 (satu) kali gaji
Leave and leave provisions Directors are given 1 (one) time salary
Tunjangan Hari Tua Bank mengikut sertakan Dewan Komisaris dan Direksi alam program Tunjangan Hari Tua
Pension The Bank includes the Board of Commissioners and Directors in the Old Age Benefits
program
Tunjangan Pakaian Dinas Diberikan 1 (satu) tahun sekali

Official Wear Allowance Given once a year
Uang Penghargaan Diberikan sesuai masa jabatan

Award Money Given according to the term of office
Perjalanan Dinas • Bagi Dewan Komisaris Diberikan sebesar 75% dari dinas Direksi.
Official travel • Bagi Direksi diberikan uang saku perjalanan dinas, akomodasi dan transportasi
sesuai ketentuan
• To the Board of Commissioners, 75% of the service for the Board of Directors is
awarded.
• Directors were given an allowance for official travel, accommodation and transpor-
tation according to the provisions
Manfaat Pensiun Direktur diikutseratakan program pensiun iuran pasti

Retirement Benefits The director was also presented with a defined contribution pension progra
Asuransi Jabatan Direktur Utama sebesar 70.000 USD dan bagi Dewan Komisaris sesuai formula gaji
Position Insurance President Director in the amount of USD 70,000 and for the Board of Commissioners
according to the salary formula
Fasilitas Kesehatan dan Medical Fasilitas kesehatan termasuk suami/istri dan anak dalam tanggungan maksimum
Check Up 3 (tiga) anak baik dalam negeri maupun luar negeri
Health Facilities and Medical Check Health facilities include husband/wife and dependent children for a maximum of
Up 3 (three) children, both domestic and overseas
Fasilitas Rumah Dinas dan • Bagi Dewan Komisaris disediakan penginapan.

Penginapan • Bagi Direktur Utama sebesar Rp20.000.000, dan Direktur sebesar Rp15.000.000.
Official House and Lodging • For the Board of Commissioners, lodging was provided.
Facilities • For the President Director in the amount of Rp.20,000,000, and for the Director in
the amount of Rp.15,000,000.


No.
Fasilitas Komunikasi • Bagi Dewan Komisaris 2 (dua) perangkat.

Communication Facilities • Bagi Direksi 3 (tiga) perangkat.
• For the Board of Commissioners 2 (two) devices.
• For the Board of Directors, 3 (three) devices.
Insentif Prestasi Kerja Diberikan sesuai ketentuan Bank

Work Performance Incentives Given in accordance with Bank regulations
3. Bantuan Perlindungan Hukum Diberikan sesuai plafon

Legal Protection Assistance Given according to the ceiling
Paket Remunerasi dan Fasilitas yang Remuneration Packages and Facilities

Diterima oleh Dewan Komisaris dan Direksi Received by The Board of Commissioners
and Directors
Paket Remunerasi dan fasilitas yang diterima The remuneration package and the facilities
oleh Dewan Komisaris dan Direksi mencakup received by the Board of Commissioners and
struktur Remunerasi dan rincian jumlah nominal, directors include the remuneration structure and
sebagaimana dalam tabel di bawah ini: the details of the nominal amount, as in the table
below:
Jumlah yang Diterima Dewan

Jumlah yang Diterima
Komisaris dalam 1 Tahun
Direksi dalam 1 Tahun
Amount received by the Board
Number of Directors
of Commissioners
Received in 1 year
Jenis Remunerasi dan Fasilitas Lain in 1 year
Types of Remuneration and Other Facilities
Jumlah (dalam Jumlah (dalam
Orang Orang
Juta Rupiah) Juta Rupiah)
Number of Number of
Total (in million Total (in million
officers officers
Rupiah) Rupiah)
Remunerasi (gaji, tunjangan rutin, tantiem, dan 5 22,475 8 63,078

fasilitas lainnya dalam bentuk non natura)
Remuneration (salary, routine allowances, tantiem,
and other facilities in non-Natura form)
Fasulitas lain dalam bentuk natura (perumahan, - - - -

transport, asuransi, dan sebagainya) yang dapat
dimiliki tidak dapat dimiliki
Other facularity in the form of Natura (housing,
transport, insurance, etc.) that can be owned cannot
be owned
Total 5 22,475 8 63,078
Keterangan : Termasuk Direksi yang berhenti menjabat di tahun 2019

Note : Including Directors who resigned in 2019
Tabel Kelompok Jumlah Remunerasi Dewan Komisaris dan Direksi

Table of Group of Amount of Remuneration for the Board of Commissioners and Directors
Jumlah Remunerasi Per Orang Jumlah Dewan Komisaris

Jumlah Direksi
Dalam 1 (satu) Tahun Number of Board of
Number of Directors
Total Remuneration Per Person in 1 (one) Year Commissioners
Di atas Rp2 Milyar 5 7

Above IDR2 billion
Di atas Rp1 Milyar – Rp2Milyar - -

Above IDR1 billion – IDR2 billion

2020 Annual Report
Jumlah Remunerasi Per Orang Jumlah Dewan Komisaris

Jumlah Direksi
Dalam 1 (satu) Tahun Number of Board of
Number of Directors
Total Remuneration Per Person in 1 (one) Year Commissioners
Di atas Rp500 Juta – Rp1 Milyar - 1

Above IDR500 million – IDR1 billion
Rp500 Juta ke bawah - -

IDR500 million under
Remunerasi yang Bersifat Variabel Variable Remuneration

a. Pengertian a. Notions
• Remunerasi yang bersifat Variabel adalah • Variable Remuneration is remuneration
Remunerasi yang dikaitkan dengan kinerja related to performance and risk, including
dan risiko, antara lain bonus atau bentuk bonuses or other equivalent forms.
lainnya yang dipersamakan dengan itu.
• Long Term Insentif (LTI) adalah sebagian • Long Term Incentive (LTI) is a part of the
penangguhan dari pemberian tantiem suspension from the provision of the Tantiem
kepada MRT yang berbentuk tunai dan to the MRT in cash and stocks with a certain
saham dengan jangka waktu tertentu secara period on a pro rata including taxes as per
pro rata termasuk pajak sesuai ketentuan. provisions.
• Malus adalah kebijakan yang mengizinkan • Malus is a policy that allows Banks based on
Bank berdasarkan kriteria tertentu menunda certain criteria to postpone payment of part
pembayaran sebagian atau seluruh dari or all of the deferred Variable Remuneration.
Remunerasi yang Bersifat Variabel yang
ditangguhkan.
• Material Risk Taker (MRT) adalah pihak– • Material Risk Taker (MRT) are parties that
pihak yang dikategorikan karena tugas dan are categorized because of their duties and
tanggungjawabnya mengambil keputusan responsibilities in making decisions that
yang berdampak signifikan terhadap profil have a significant impact on the risk profile
risiko Bank. of the Bank.
b. Penetapan Material Risk Taker (MRT) b. Determination of Material Risk Taker (MRT)
• MRT yang ditetapkan oleh Bank adalah • The MRT set by the Bank is the board of
Direksi. directors.
Remunerasi yang bersifat variabel Variable remuneration is based on the
berlandaskan pada Peraturan Otoritas regulation of the Financial Services Authority
Jasa Keuangan Nomor 45/POJK.03/2015 Number 45/POJK.03/2015 concerning
tentang Penerapan Tata Kelola Dalam the implementation of governance in
Pemberian Remunerasi Bagi Bank Umum remuneration for commercial banks and
serta Surat Edaran Otoritas Jasa Keuangan circular letter of Financial Services Authority
Nomor 40/SEOJK.03/2016 tanggal 26 Number 40/SEOJK.03/2016 dated September
September 2016 tentang Penerapan Tata 26th, 2016 concerning the implementation of
Kelola Dalam Pemberian Remunerasi Bagi governance in the provision of remuneration
Bank Umum. Berdasarkan Surat Keputusan for commercial banks. Based on the decree
Direksi PT Bank Pembangunan Daerah Jawa of the Board of Directors of PT Bank
Barat dan Banten, Tbk Nomor 0411/SK/DIR- Pembangunan Daerah Jawa Barat dan Banten,
CSE/2020 tanggal 30 Juni 2020 tentang Tbk. Number 0411/SK/DIR-CSE/2020 dated
Standar Operasional Prosedur Penghasilan, June 30, 2020 concerning the guidelines of
Tunjangan dan Fasilitas Dewan Komisaris income management, allowances and facilities
dan Direksi. Menjelaskan bahwa Jabatan for the Board of Commissioners and directors.
dan jumlah pihak yang menjadi MRT adalah Its explained that the position and the number
Direktur Utama dan seluruh Direksi yang of the MRT is the President Director and all
berjumlah 6 (enam) orang. Directors amounting to six (6) members.
• Non-MRT diberikan seluruhnya secara • Non-MRT provided entirely directly in cash.
langsung dalam bentuk tunai.

c. Penangguhan Remunerasi yang bersifat c. Variable Remuneration Suspension for MRT

Variabel bagi MRT
Tantiem merupakan remunerasi yang bersifat Tantiem is a variable remuneration can be given
Variabel dapat diberikan dalam bentuk : in the form of:
• Tunai; dan/atau • Cash; and/or
• Saham • Stock
d. Tantiem untuk MRT diberikan dengan proporsi d. Tantiem for MRT is provided with the following
sebagai berikut: proportions:
• 90% tunai dan diberikan secara langsung • 90% in cash and given directly according to
sesuai ketentuan. conditions
• 10% ditangguhkan sebagai Long Term • 10% suspended as a Long Term incentive
Insentif (LTI), terdiri dari: (LTI), consisting of:
a) 5% tunai; dan a) 5% cash; and
b) 5% saham. b) 5% stock.
e. Penundaan pembayaran remunerasi yang e. Delays in variable remuneration payments
bersifat variabel
Malus diterapkan terhadap Remunerasi yang Malus applies to variable remuneration that
bersifat variabel yang masih ditangguhkan is still suspended with a suspension period
dengan jangka waktu penangguhan selama of 3 (three) years. Malus occurs if the MRT is
3 (tiga) tahun. Malus terjadi apabila MRT indicative of fraud
terindikasi melakukan fraud.
f. Konsultan eksternal terkait remunerasi variabel f. External consultants related to variable
remuneration
Dalam menetapkan remunerasi variabel, In setting variable remuneration, the company
Perseroan memakai jasa konsultan eksternal uses external consulting services, namely Willis
yaitu Willis Tower Watson. Tower Watson.
g. Remunerasi yang bersifat Variabel g. Variable of Remuneration
• Jumlah total Remunerasi yang Bersifat • Total amount of deferred Variable
Variabel yang ditangguhkan, yang terdiri Remuneration, consisting of cash and/or
dari tunai dan/atau saham telah diterapkan shares, has been applied for payment in
untuk pembayaran tahun 2020 dengan 2020 with the following details:
rincian sebagai berikut:
1. Dalam bentuk tunai Rp2.224.760.133,00 1. In cash IDR2,224,760,133.00
2. Dalam bentuk saham Rp2.224.760.133,00 2. In the form of shares IDR2,224,760,133.00
• Jumlah total Remunerasi yang Bersifat • The total amount of deferred Variable
Variabel yang ditangguhkan yang Remuneration paid for 1 (one) year has been
dibayarkan selama 1 (satu) tahun sudah implemented for 2020 payments with the
terimplementasikan untuk pembayaran following details:
tahun 2020 dengan rincian sebagai berikut:
1. Dalam bentuk tunai Rp741.586.712,00 1. In cash IDR741,586,712.00
2. Dalam bentuk saham Rp741.586.712,00 2. In the form of shares IDR741,586,712.00

2020 Annual Report
(dalam jutaan rupiah/in million IDR)
Jumlah Diterima dalam 1 Tahun

Amount Received in 1 Year
Remunerasi yang bersifat Variabel
Variable Remuneration
Tidak ditangguhkan Ditangguhkan*
Non-Deferred Deferred *
Tunai 56,315 2,224

Cash
Saham - 2,224
Stock
* Hanya untuk Material Risk Taker

* Only for Material Risk Taker
Informasi terkait total sisa remunerasi yang Information regarding the total remaining
masih ditangguhkan sebagai berikut: deferred remuneration is as follows:
Jenis Remunerasi yang Bersifat Variabel* Yang Masih Ditangguhkan

Variable Renumeration* Deferred
Tunai (dalam jutaan Rupiah) 2,190

Cash (in IDRMillion)
Saham 2,364,972 lembar

Stock
* Hanya untuk Material Risk Taker

* Only for Material Risk Taker
Akuntan Publik Public Accountant
Berdasarkan Peraturan Peraturan Otoritas Based on regulation of the Financial Services

Jasa Keuangan No. 32/POJK.03/2016 tentang Authority No. 32/POJK.03/2016 concerning
perubahan atas No. 6/POJK.03/2015 tentang amendment of No. 6/POJK.03/2015 concerning
Transparansi dan Publikasi Laporan Bank, audit transparency and publication of Bank statements,
atas Laporan Keuangan bank bjb telah dilakukan the audit of the bank bjb financial statements has
oleh akuntan publik yang independen, kompeten, been conducted by an independent, competent,
profesional dan obyektif sesuai dengan Standar professional and objective public accountant in
Profesional Akuntan Publik, serta perjanjian kerja accordance with the professional standards of
dan ruang lingkup audit yang telah ditetapkan. public accountants, as well as the audit work.
bank bjb selalu berupaya meningkatkan bank bjb always seeks to improve communication
komunikasi antara Kantor Akuntan Publik, Komite between the public Accountant Office, Audit
Audit dan Manajemen untuk dapat meminimalisir Committee Management to minimize the
kendala-kendala yang terjadi selama proses constraints that occurred during the audit process.
audit berlangsung. Agar proses audit sesuai In order for the audit process in accordance with
dengan Standar Profesional Akuntan serta the professional standards of accountants as well
perjanjian kerja dan ruang lingkup audit yang telah as the work agreement and scope of audit that has
ditetapkan dan selesai sesuai dengan target waktu been established and completed in accordance
yang telah ditetapkan, secara rutin dilakukan with the specified time target, regularly conducted
pertemuan-pertemuan yang membahas beberapa meetings that discuss some Significant critical
permasalahan penting yang signifikan. issues.

Penunjukan Akuntan Publik Public Accountant Designation
Laporan keuangan wajib diaudit oleh akuntan Financial statements are required to be audited by
publik yang terdaftar di Otoritas Jasa Keuangan. a public accountant registered with the Financial
Penunjukan akuntan publik yang akan memberikan Services Authority. The designation of a public
jasa audit atas informasi keuangan historis tahunan accountant that will provide audit services of
wajib diputuskan oleh Rapat Umum Pemegang annual historical financial information must be
Saham dengan mempertimbangkan usulan Dewan decided by the general meeting of shareholders by
Komisaris. considering the Board of Commissioners proposal.
Penunjukan Kantor Akuntan Publik dan biaya audit The appointment of Public Accountant Office and
telah sesuai dengan keputusan RUPS Tahunan dan audit fee has been in accordance with the decision
merupakan Kantor akuntan Publik dan Akuntan of the AGM and is the office of public Accountant
Publik (partner in-charge) yang terdaftar di Bank and public Accountant (partner in-charge)
Indonesia. Penugasan audit kepada Akuntan registered in Bank Indonesia. Audit assignments
Publik dan KAP telah memenuhi aspek-aspek: to public accountants and KAP have fulfilled the
following aspects:
1. Kapasitas KAP. 1. KAP capacity.
2. Legalitas perjanjian kerja. 2. Legality of employment agreements.
3. Ruang lingkup audit. 3. Audit scope.
4. Standar Profesional Akuntan Publik. 4. Professional standards of public accountants.
5. Komunikasi antara KAP dengan pihak terkait. 5. Communication between the KAP and the
related parties.
Kantor Akuntan Publik, Nama Akuntan, Public Accountant Office, Accountant

Fee dan Izin KAP Name and Fee for Last 5 Years
Daftar Kantor Akuntan Publik, Nama Akuntan, Fee List of public Accountant office, accountant name,
dan Izin KAP Periode 5 (lima) tahun terakhir dapat Fee and permission of KAP period 5 (five) last year
dilihat pada tabel di bawah ini. can be seen in the table below.
Tabel Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP
Table of Public Accountant Office, Accountant Name, Fee and Permission of KAP
Nama Akuntan
(Partner
Periode
Kantor Akuntan Periode Penanggung Fee
Akuntan
Tahun Publik KAP Jawab) Jasa Audit Izin KAP
Accoun-
Year Public Accounting KAP Accountant Fee Permission KAP
tant
Firm Period Name Audit Services
Period
(Responsible
Partner)
2020 KAP Amir Abdi Jusuf, Periode ke 3 Dedy Sukrisnadi Periode ke 2 Rp.2200.000.000 No. 477/KM.1/2015
Aryanto, Mawar dan 3rd period 2nd period 3 Juni 2015
Rekan (RSM Indonesia) No. 477/KM.1/2015
June 3rd, 2015
2019 KAP Amir Abdi Jusuf, Periode ke 2 Dedy Sukrisnadi Periode ke 1 Rp2.700.000.000 No. 477/KM.1/2015
Aryanto, Mawar dan 2nd period 1st period 3 Juni 2015
June 3rd, 2015

2020 Annual Report
Nama Akuntan
(Partner
Periode
Kantor Akuntan Periode Penanggung Fee
Akuntan
Tahun Publik KAP Jawab) Jasa Audit Izin KAP
Accoun-
Year Public Accounting KAP Accountant Fee Permission KAP
tant
Firm Period Name Audit Services
Period
(Responsible
Partner)
2018 KAP Amir Abdi Jusuf, Periode ke 1 Saptoto Agustomo Periode ke 1 Rp1.919.000.000 No. 477/KM.1/2015
Aryanto, Mawar dan 1st period 1st period 3 Juni 2015
June 3rd, 2015
2017 KAP Ernst & Young Periode ke 3 Yasir Periode ke 1 Rp2.350.000.000 No. 603/KM.1/2015
3rd period 1st period Tanggal 14 Juli 2015
No. 603/KM.1/2015
July 14th, 2015
2016 KAP Ernst & Young Periode ke 2 Sinarta Periode ke 2 Rp2.145.000.000 No. 603/KM.1/2015
2nd period 2nd period Tanggal 14 Juli 2015
No. 603/KM.1/2015
July 14th, 2015
2015 KAP Ernst & Young Periode ke 1 Sinarta Periode ke 1 Rp1.950.000.000 No. 603/KM.1/2015
1st period 1st period Tanggal 14 Juli 2015
No. 603/KM.1/2015
July 14th, 2015
Jasa Lain yang Diberikan Akuntan Other Services Provided by

Accountants
Selama tahun 2020, tidak ada jasa lain yang During 2020, no other services were provided by
diberikan oleh Akuntan Publik. the Public Accountant.

Manajemen Risiko Risk Management
Dasar Penerapan Manajemen Risiko Basic Risk Management Implementation
Dalam penerapan manajemen risiko, bank bjb In the application of risk management, bank bjb
senantiasa patuh dan taat terhadap regulasi dan is always obedient and obedient to the prevailing
perundang-undangan yang berlaku di Indonesia regulations and legislation in Indonesia with
dengan mengacu pada: reference to:
1. Peraturan OJK NO. 4/POJK.03/2016 tentang 1. OJK regulation No. 4/POJK.03/2016 On Health
Penilaian Tingkat Kesehatan Bank Umum. Level Assessment Of Commercial Banks.
2. Peraturan OJK No. 18/POJK.03/2016 dan Surat 2. OJK regulation No. 18/POJK.03/2016 and
Edaran OJK No. 34/SOJK.03/2016 tentang circular of OJK No. 34/SOJK.03/2016 on
Penerapan Manajemen Risiko Bagi Bank Umum. The Application Of Risk Management For
Commercial Banks.
3. Surat Edaran OJK No. 34/SEOJK.03/2016 3. Circular letter of OJK No. 34/SEOJK.03/2016
tentang Penerapan Manajemen Risiko Bagi concerning The Implementation of Risk
Bank Umum. Management for Commercial Banks.
4. Peraturan OJK No. 38/POJK.03/2017 4. OJK regulation No. 38/POJK.03/2017 on
tentang Penerapan Manajemen Risiko Secara The Implementation of Consolidated Risk
Konsolidasi Bagi Bank yang Melakukan Management for Banks Controlling for
Pengendalian Terhadap Perusahaan Anak. Subsidiaries.
5. Surat Edaran OJK No. 43/SEOJK.03/2017 5. Circular letter of OJK No. 43/SEOJK.03/2017
tentang Prinsip Kehati-hatian dan Laporan on The Principles of Prudence and Report in
Dalam Rangka Penerapan Manajemen Risiko Order To Consolidate Risk Management for The
Secara Konsolidasi Bagi Bank yang Melakukan Bank Controlling The Child’s Company.
Pengendalian Terhadap Perusahaan Anak.

2020 Annual Report
6. Peraturan OJK No. 17/POJK.03/2014 tentang 6. OJK regulation No. 17/POJK.03/2014 On The
Penerapan Manajemen Risiko Terintegrasi Bagi Implementation of Integrated Risk Management
Konglomerasi Keuangan. for Financial Conglomerations.
7. Surat Edaran OJK No. 14/SEOJK.03/2015 7. OJK Circular letter No. 14/SEOJK.03/2015
tentang Penerapan Manajemen Risiko concerning The Implementation of
Terintegrasi Bagi Konglomerasi Keuangan. Integrated Risk Management for Financial
Conglomerations.
Sistem Manajemen Risiko Risk Management System
Sistem manajemen risiko yang efektif merupakan An effective risk management system is one of the
salah satu komponen yang penting dalam essential components of Bank management and
manajemen bank dan landasan untuk menjalankan the foundation for running a healthy, safe and well-
organisasi bank dengan sehat, aman dan baik. Sistem organized bank organization. Risk management
manajemen risiko akan mengarahkan aktivitas system will direct the activity to the mission and
pada misi dan tujuan Bank yang sudah ditetapkan, objectives of the Bank that have been established,
yaitu untuk mencapai target laba jangka panjang namely to achieve the long-term profit target
yang terus meningkat dan berkesinambungan, that continues to increase and continuously,
serta meningkatkan alokasi permodalan secara and increase the allocation of capital optimally
optimal yang mendukung aktivitas operasional that supports Healthy operational activities. The
yang sehat. Sistem dimaksud akan membantu system will assist management in monitoring the
manajemen dalam melakukan pemantauan provisions and applicable laws, policies, plans,
terhadap ketentuan dan hukum yang berlaku, provisions and internal procedures. In addition, the
kebijakan, rencana, ketentuan serta prosedur risk management system can also reduce systemic
internal. Di samping itu, sistem manajemen risiko risk (caused risk) which can harm the bank either
juga dapat mengurangi risiko sistemik (systemic materially or immaterial. In realizing effective
risk) yang dapat merugikan bank baik secara implementation of risk management, bank bjb
material maupun immaterial. Dalam mewujudkan adopted the Three Lines of Defense approach as a
penerapan manajemen risiko yang efektif, bank bjb multi-layered defense mechanism to manage and
menerapkan pendekatan Three Lines of Defense implement a risk management framework, namely:
sebagai mekanisme pertahanan secara berlapis
untuk mengelola dan menerapkan kerangka kerja
manajemen risiko, yakni:
1. Pertahanan Tingkat Pertama 1. First Level defence
Risk Taking Unit berperan sebagai pertahanan The risk Taking Unit acts as a first-rate defence
tingkat pertama dan bertanggung jawab and is responsible for identifying, evaluating,
untuk mengidentifikasi, mengevaluasi, controlling and mitigate risks in operational
mengendalikan dan memitigasi risiko dalam activity. Risk Taking Unit has the main
aktivitas operasional. Risk Taking Unit memiliki responsibility for managing risk exposure in
tanggung jawab yang utama atas pengelolaan daily activities.
eksposur risiko dalam aktivitas sehari – hari.
2. Pertahanan Tingkat Kedua 2. Second Level defence
Satuan Kerja Manajemen Risiko (SKMR) The Risk Management Unit (SKMR) serves as
berperan sebagai unit kunci dalam the key unit in providing second-level defense
memberikan pertahahan tingkat kedua melalui through an independent monitoring function.
fungsi pemantauan yang independen. SKMR SKMR has reviewed the completeness and
telah melakukan review atas kelengkapan accuracy of identification, measurement,
dan keakuratan identifikasi, pengukuran, monitoring, control and risk reporting, and for
pemantauan, pengendalian dan pelaporan the adequacy of mitigation scenarios proposed
risiko, serta atas kecukupan skenario mitigasi by the Operational working unit.
yang diusulkan oleh unit kerja operasional.

3. Pertahanan Tingkat Ketiga 3. Third Level defence

Fungsi Internal Audit melakukan penilaian The Internal Audit function performs
terhadap kecukupan kebijakan, strategi dan assessment of policy adequacy, strategy and
kerangka Manajemen Risiko serta efektivitas risk management framework and effectiveness
pengendalian internal dalam rangka memberikan of internal control in order to provide
assurance yang independen dan objektif. independent and objective assurance.
Direksi dan Dewan Komisaris

Board of Directors and Board of Commissioners
Pertahanan Tingkat Pertama Pertahanan Tingkat Kedua Pertahanan Tingkat Ketiga

First Level Defense Second Level Defense Third Level Defense
Satuan Kerja
Risk Taking Unit Manajemen Risiko Internal Audit
Risk Taking Unit Risk Management Internal Audit
Work Unit
Penetapan dan
Menerima &
Pengawasan Risiko Validasi
Mengelola Risiko
Determination and Validation
Accept & Manage Risk
Supervision of Risk
• Pengambilan keputusan risiko sesuai • Menyusun kerangka kerja penetapan • Melakukan review dan penilaian
dengan risk appetite & risk tolerance risk appetite & risk tolerance. terhadap risk appetite dan risk
yang telah ditetapkan. • Menyusun kebijakan manajemen risiko, tolerance.
• Menyampaikan usulan penetapan metodologi, dan tools pengukuran • Melaksanakan kaji ulang terhadap
limit risiko melalui SKMR. risiko. keandalan kerangka manajemen
• Melakukan identifikasi risiko pada • Melakukan pengukuran eksposur risiko risiko yang mencakup kebijakan,
setiap produk dan aktivitas yang dan stress testing atas portofolio. atau struktur organisasi, alokasi, sumber
disertai dengan pengendalian risiko kinerja bank secara keseluruhan. daya, desain proses Manajemen
yang memadai. • Memantau eksposur risiko secara Risiko, sistem informasi, dan
• Melaporkan informasi mengenai keseluruhan, serta toleransi risiko pelaporan risiko Bank.
eksposur risiko kepada SKMR. dan limit risiko yang ditetapkan. • Melakukan pemantauan terhadap
• Menjalankan risk self-assessment • Menyusun dan menyampaikan laporan perbaikan atas hasil temuan
dengan akurat dan tepat waktu profit risiko. audit intern terkait penerapan
• Menerapkan budaya sadar risiko Manajemen Risiko.
dan keputusan berbasis risiko yang
berkelanjutan.
• Risk decision making in accordance • Develop a framework for determining • Reviewing and evaluating risk
with predetermined risk appetite & risk appetite & risk tolerance. appetite and risk tolerance.
risk tolerance. • Develop risk management policies, • Carry out a review of the reliability
• Submit the proposal to determine methodologies and risk measurement of the risk management framework
risk limits through SKMR. tools. which includes policies, organizational
• Identifying the risks in each product • Measuring risk exposure and stress structure, resource allocation,
and activity accompanied by testing of the Bank’s portofolio or Risk Management process design,
adequate risk control. performance as a whole. information systems and risk reporting
• Report information about risk • Monitor overall risk exposure, as well of the Bank.
exposures to SKMR. as risk tolerance and established • Monitor the improvement of internal
• Carry out risk self-assessments risk limits. audit findings related to the
accurately and on time. • Prepare and address risk profile application of Risk Management.
• Implement a risk awareness culture reports.
and sustainable risk-based decision.

2020 Annual Report
Penetapan Risk Appetite, Risk Tolerance Determination of Risk Appetite, Risk

dan Risk Limit Tolerance and Risk Limit
Risk Appetite, Risk Tolerance, dan Risk Limit Risk Appetite, Risk Tolerance, and Risk Limit that
yang telah ditetapkan oleh bank bertujuan untuk have been set by the bank aims to support the
menunjang pencapaian strategi bisnis Bank achievement of Bank business strategy with an
dengan tingkat risiko yang dapat diterima. Dalam acceptable level of risk. In the implementation,
implementasinya, akan dilakukan pemantauan monitoring will be conducted periodically on
secara berkala atas tingkat eksposur risiko aktual the level of actual risk exposure to the position
terhadap posisi pencapaian strategi bisnis Bank. of achievement of the bank’s business strategy.
Adapun aspek tata kelola (governance) terdiri dari Aspects of governance consist of three aspects
tiga aspek, antara lain: namely:
1. Strategic Level 1. Strategic Level
Strategic Level merupakan jenjang kewenangan The Strategic Level is a level of authority
yang melekat pada Direksi melalui Komite attached to the Board of directors through
Manajemen Risiko. Direksi berwenang the Risk Management Committee. The Board
menentukan selera risiko yang diinginkan (risk of Directors is authorized to determine
appetite) selaras dengan strategi bisnis bank. risk appetite in accordance with the bank’s
Disamping itu, Direksi juga berwenang untuk business strategy. In addition, the Board of
memberikan persetujuan atas besaran nilai Risk Directors is also authorized to give approval
Tolerance dan nilai Risk Limit dengan merujuk for the magnitude of Risk Tolerance and Risk
pada Risk Appetite yang telah ditentukan. Limit value by referring to the specified Risk
Appetite.
2. Tactical Level 2. Tactical Level
Pengelolaan Risk Appetite, Risk Tolerance, dan Risk Limit in the Tactical Level are the authority
Risk Limit pada jenjang Tactical Level merupakan of the Risks Management division. Developing
kewenangan Divisi Manajemen Risiko. risk tolerance methodology for each bankwide
Mengembangkan metodologi risk tolerance risk type.
untuk setiap jenis risiko secara bankwide.
3. Operational Level 3. Operational Level
Operational Level merupakan kewenangan dan Operational Level is the authority and is
dibentuk oleh setiap Risk Taking Unit dimana formed by each Risk Taking Unit where the
perannya adalah dalam menentukan besaran role is to determine the magnitude of Risk
Risk Limit yang dapat diterima dan hasilnya Limit acceptable and the result is coordinated
dikoordinasikan dengan Divisi Manajemen Risiko. with the risk Management division. The risk
Besaran Risk Limit yang diusulkan, selanjutnya Limit is proposed, hereinafter presented to
disampaikan kepada Divisi Manajemen the Risks Management Division for review
Risiko untuk dilakukan review terkait metode regarding calculation method and in order
perhitungan serta dalam rangka melakukan to synchronize with Risk Tolerance and Risk
sinkronisasi dengan hasil perhitungan Risk Appetite calculation.
Tolerance maupun Risk Appetite.
Profil Risiko dan Pengelolaannya Risk Profile and Management
Terdapat 8 jenis risiko yang dihadapi bank bjb There are 8 (eight) types of risks faced by bank bjb
dan harus dikelola dengan baik. Kedelapan jenis and must be managed properly. These eight types
risiko tersebut disebut inheren risk yang meliputi of risks are called inherently risk which include
risiko kredit, risiko likuiditas, risiko pasar, risiko credit risk, liquidity risk, market risk, operational
operasional, risiko stratejik, risiko kepatuhan, risiko risk, strategic risk, compliance risk, legal risk and
hukum dan risiko reputasi. Adapun penjelasan reputational risk. The explanations of these risks
mengenai risiko-risiko tersebut dan upaya and management efforts are as follows:
pengelolaannya adalah sebagai berikut:

Risiko Kredit Credit Risk
Risiko kredit adalah risiko kerugian akibat Credit risk is the risk of loss due to failure by other
kegagalan pihak lain dalam memenuhi parties to fulfill its obligations. Included in credit
kewajibannya. Termasuk dalam risiko kredit yaitu risk, i.e. risk due to debtor’s failure, credit risk
risiko akibat kegagalan debitur, risiko kredit due to concentrating the provision of funds (risk
akibat terkonsentrasinya penyediaan dana (risiko of credit concentration), credit risk due to other
konsentrasi kredit), risiko kredit akibat kegagalan (counterparty credit risk) failure, credit risk due
oihak lain (counterparty credit risk), risiko kredit to failure Settlement risk, and credit risk due to
akibat kegagalan settlement (settlement risk), country risk. Regarding the process of identifying,
dan risiko kredit akibat country risk. Terkait measuring, monitoring, and controlling credit risk,
proses identifikasi, pengukuran, pemantauan, bank bjb has done the following things:
dan pengendalian risiko kredit, bank bjb telah
melakukan hal-hal sebagai berikut:
1. Bank secara berkala melakukan analisa 1. The bank periodically conducts a thorough
menyeluruh atas aspek internal dan eksternal analysis of internal and external aspects of the
bank melalui Root Cause of Credit Risk (RCCR) bank through the Root Cause of Credit Risk
yang berisi analisa penyebab penurunan (RCCR) which contains the analysis of the cause
kolektibilitas debitur yang berdampak pada of the borrower’s collectibility decrease in the
timbulnya Non Performing Loan (NPL). occurrence of Non Performing Loan (NPL).
2. Bank melakukan perhitungan Stress Test Risiko 2. The Bank calculates the Credit Risk Stress
Kredit yang disampaikan kepada Direksi dan Test which is submitted to the Board of
Dewan Komisaris. Pelaksanaan stress test Directors and the Board of Commissioners. The
dilakukan dengan pendekatan portfolio level dan implementation of stress tests is carried out
bertujuan untuk menghitung pengaruh kondisi using a portfolio level approach and aims to
shock makro ekonomi terhadap peningkatan calculate the effect of macroeconomic shock
NPL secara bankwide. Pelaksanaan perhitungan conditions on bank-wide NPL increases. The
menggunakan satellite model yang meliputi calculation uses a satellite model covering
baik kredit produktif maupun kredit non- both productive and non-productive loans in
produktif pada seluruh sektor ekonomi. Satellite all economic sectors. The satellite model is a
model tersebut merupakan perhitungan regresi multiple regression calculation that connects
multiple yang menghubungkan kondisi makro macroeconomic conditions as the independent
ekonomi sebagai independent variable dan variable and NPL as the dependent variable.
NPL sebagai dependent variable.
3. Selanjutnya secara berkala disusun laporan 3. Further compiled reports on the progress
perkembangan eksposur risiko kredit yang of credit risk exposure that are arranged in
disusun dalam rangka mitigasi risiko dan order to mitigate risk and as an effort to repair
sebagai upaya perbaikan segera sesuai immediately according to the development of
perkembangan tingkat risiko. Pemantauan risk level. Monitoring of the quality of credit
atas kualitas portofolio kredit yang dilaporkan portfolio reported periodically to the board of
secara berkala kepada Direksi melalui hal-hal directors through the following matters:
sebagai berikut:
a. Review dan evaluasi berkala melalui a. Periodic Review and evaluation through
pelaksanaan business review termasuk the implementation of the business Review
diantaranya pembahasan mengenai posisi including the discussion on the position and
serta kualitas portofolio kredit. quality of the credit portfolio.
b. Kaji ulang atas potensi risiko dalam aktivitas b. Review of the potential risks in the crediting
perkreditan yang dilaporkan secara independen activity that is reported independently by
oleh Satuan Kerja Manajemen Risiko. the risk management Unit.

2020 Annual Report
Risiko Pasar Market Risk
Risiko pasar adalah risiko pada posisi neraca dan Market risk is at the risk of balance sheet and
rekening administratif termasuk transaksi derivatif, administrative account positions including
akibat perubahan secara keseluruhan dari konsisi derivative transactions, due to the overall change of
pasar, termasuk risiko perubahan harga option. market concision, including the risk of option price
Adapun upaya pengelolaan Risiko Pasar yang changes. The bank bjb’s market risk management
telah dilakukan bank bjb adalah sebagai berikut: efforts are as follows:
1. Bank telah memiliki prosedur dan identifikasi 1. The Bank has had procedures and identification
risiko suku bunga banking book yang didukung of interest rate banking book which is supported
oleh sistem informasi yang sangat memadai by a very adequate information system and the
dan adanya pelaporan secara harian mengenai daily reporting of exchange rate movements,
pergerakan nilai tukar, suku bunga, dan informasi interest rates, and other market information to
pasar lainnya ke Direksi termasuk over limit. the Board of Directors including over limit.
2. Bank telah memiliki risk appetite, risk tolerance 2. The Bank has had risk appetite, risk tolerance
dan risk limit untuk parameter risiko pasar yang and risk limit for the market risk parameters
ditetapkan oleh Dewan Komisaris dan Direksi. established by the Board of Commissioners
and Board of Directors.
3. Bank melakukan proses review atau validasi 3. The Bank performs a review or validation of the
model pengukuran risiko pasar yang dilakukan market risk measurement model conducted
secara berkala melalui back testing dengan periodically through the back testing with the
model pengukurannya masih valid sesuai hasil size of the model is still valid according to the
back testing. Adapun mengenai validasi dan results of back testing. As for the validation
back testing tersebut disusun dalam bentuk and back testing is compiled in the form of VaR
laporan VaR (Value at Risk) dan validasi model. (Value at Risk) and model validation.
4. Bank memiliki prosedur pemantauan limit secara 4. The Bank has daily limit monitoring procedures
harian sebagai standarisasi pemantauan Divisi as a standardized monitoring of the risk
Manajemen Risiko terhadap aktivitas Dealing management division of the Dealing Room
Room Treasury termasuk tindak lanjut yang akan Treasury activities including follow-up to the
dilakukan oleh risk taking unit apabila terjadi risk taking unit in the event of a disappearance
pelampauan dan dilaporkan kepada Direksi. and reported to the board of directors.
5. Bank melakukan pengendalian risiko pasar 5. The Bank conducts the control of market risk
melalui monitoring terhadap kontrak transaksi through monitoring of transaction contracts
dan penilaian kembali kredibilitas counterparty and revaluation of counterparty credibility on
secara harian dan dipantau oleh dedicated a daily basis and monitored by experienced
person yang berpengalaman kemudian dalam dedicated person later in the determination
penetapan limit counterparty dilakukan oleh of counterparty limit Other work units that are
unit kerja lain yang independen dari unit kerja independent of the business work unit so that
bisnis sehingga proses penetapan limitnya the limitation of the determination process
melibatkan 4 (four) eyes principle. involves 4 (four) Eyes principle.
6. Sebagai upaya meningkatkan informasi atas 6. As an effort to improve the information on
eksposur risiko pasar yang dihadapi bank, unit market risk exposures faced by banks, related
kerja terkait telah melaporkan eksposur risiko work units have reported market risk exposures
pasar baik secara harian (utilisasi Treasury), either daily (treasury utilization), weekly
mingguan (treasury utilization report), (treasury utilization report), monthly (analysis
bulanan (analisis pengukuran risiko pasar dan of market and liquidity risk measurement),
likuiditas), semesteran (market risk stress test), semiannual (market risk stress test), to the
kepada Direksi dan pejabat eksekutif sehingga Board of Directors and executive officials so
diharapkan adanya tindak lanjut perbaikan dan hopefully there is a follow up to improvement
proses mitigasi untuk meminimalisir potensi and mitigation process to minimize potential
risiko yang akan datang. risks.

7. Bank telah memiliki Komite ALCO sebagai 7. The Bank has had the ALCO committee as an
perangkat organisasi dalam mendukung organizational device in support of effective
manajemen risiko pasar yang efektif. market risk management.
8. Dalam proses pengukuran, pemantauan yang 8. In the process of measuring, monitoring
dilakukan satuan kerja manajemen risiko conducted by the Risk Management unit
melalui pelaporan atas aktivitas unit kerja Trisuri through reporting on the activity of Trisuri
masih dilakukan secara manual dan belum work units is still done manually and not yet
tersistem namun demikian mempertimbangkan been installed but consider the exposure of
eksposur transaksi Bank yang belum kompleks, uncomplicated bank transactions, the potential
potensi risiko yang dihadapi bank masih dapat risk faced by banks can still be mitigated
termitigasi dengan baik. properly.
9. Terdapat proses mark to market secara 9. There is a daily mark to market process of bank
harian terhadap transaksi trading Bank untuk trading transactions to determine the loss/
mengetahui kerugian/keuntungan bank dan profit of banks and banks also have methods
bank pun memiliki metode dalam proses mark in its mark to market process including the
to market-nya termasuk perhitungan valuasi calculation of internal model valuation and
model internal serta prosedur contingency contingency plan procedures in its mark to
plan dalam proses mark to market-nya apabila market process in case of normal outside
terjadi kondisi di luar normal yang dilakukan conditions carried out by the working unit.
oleh unit kerja terkait
Risiko Likuiditas Liquidity Risk
Risiko likuiditas adalah risiko akibat Liquidity risk is the risk caused by the Bank’s
ketidakmampuan Bank untuk memenuhi kewajiban inability to fulfill the due liabilities of the cash flow
yang jatuh tempo dari sumber pendanaan arus kas funding source and/or from high-quality liquid
dan/atau dari asset likuid berkualitas tinggi yang assets that can be aggregated without disrupting
dapat diagunkan tanpa mengganggu aktivitas the Bank’s financial activities and conditions. The
dan kondisi keuangan Bank. Adapun upaya bank bjb’s liquidity risk management efforts are as
pengelolaan Risiko Likuiditas yang telah dilakukan follows:
bank bjb adalah sebagai berikut:
1. Bank melakukan analisis terhadap seluruh 1. The Bank conducts analysis of all sources of
sumber risiko likuiditas baik dari sisi internal liquidity risk both from internal and external
maupun eksternal seperti produk dan aktifitas side such as products and banking activities
perbankan yang mempengaruhi sumber that affect the source of the comprehensiveuse
penggunaan dana secara komprehensif, of funds, adequacy of funding through
kecukupan pendanaan melalui pasar, dan lainnya the market, and others and risk analysis is
serta analisis risiko didukung dengan sistem supported by adequate information systems
informasi dan kecukupan data yang memadai. and adequacy of data.
2. Bank telah memiliki risk appetite, risk tolerance 2. The Bank has had risk appetite, risk tolerance
dan risk limit untuk parameter risiko pasar yang and risk limit for the market risk parameters
ditetapkan oleh Dewan Komisaris dan Direksi. established by the Board of Commissioners
and Board of Directors.
3. Bank telah memiliki alat pengukuran yang 3. The Bank has a measurement tool that can
dapat mengkuantifikasi dan mengidentifikasi quantify and identify the liquidity risk in a timely
risiko likuiditas secara tepat waktu dan and comprehensive manner based on internal
komprehensif berdasarkan indikator internal and external indicators in the form of an early
dan eksternal dalam early warning indicator warning indicator measurement to measure the
berupa pengukuran untuk mengukur risiko risk is inherently aboutfunding composition,
inheren mengenai komposisi pendanaan, rasio liquidity ratio, cash flow projection, liquidity
likuiditas, proyeksi arus kas, liquidity gap, gap, scenario analysis, and stress testing.
scenario analysis, dan stress testing.

2020 Annual Report
4. Bank telah mengembangkan Early Warning 4. Bank has developed an Early Warning Indicator
Indicator risiko likuiditas yang merupakan liquidity risk which is an indicator used to
indikator yang digunakan untuk memprediksi predict potential future liquidity crisis as a form
potensi krisis likuiditas di masa datang of identification, measurement, and monitoring
sebagai bentuk identifikasi, pengukuran, dan of liquidity risk on a daily basis that aims to
pemantauan risiko likuiditas secara harian yang mitigate early when there is potential liquidity
bertujuan untuk memitigasi sejak dini apabila crisis in the future.
ada potensi krisis likuiditas di kemudian hari.
5. Bank melakukan pemantauan limit secara 5. The Bank performs daily limit monitoring such
harian seperti limit GWM Primer, Sekunder dan as GWM primary, secondary and excess reserve
excess reserve dan (AL+NAB)/NCD terhadap and (AL + NAB)/NCD limits to the threshold
threshold yang telah ditetapkan oleh regulator set by regulators including follow-up that will
termasuk tindak lanjut yang akan dilakukan be performed by the risk taking unit in the
oleh risk taking unit apabila terjadi pelampauan event of a breach and reported to the Board of
dan dilaporkan kepada Direksi. Directors.
6. Bank telah memiliki prosedur dalam hal rencana 6. The bank has had procedures in regards to
pendanaan darurat ketika bank menghadapi emergency financing plans when the bank
kondisi krisis likuiditas (contingency funding faces the liquidity crisis (contingency funding
plan/CFP) serta bank telah melakukan skenario plan) as well as the bank has conducted a
uji coba CFP-framework apabila terjadi krisis CFPframework test scenario in case of the later
likuiditas dikemudian hari. liquidity crisis.
7. Bank telah melakukan perhitungan Basel III 7. Bank has done the calculation of Basel III related
terkait risiko likuiditas yaitu perhitungan Net to liquidity risk, namely the calculation of Net
Stable Funding Ratio (NSFR) dan Liquidity Stable Funding Ratio (NSFR) and Liquidity
Coverage Ratio (LCR). Coverage Ratio (LCR).
Risiko Operasional Operational Risk
Risiko operasional adalah risiko akibat Operational risk is the risk due to inadequacy and/
ketidakcukupan dan/atau tidak berfungsinya proses or malfunction of internal processes, human error,
internal, kesalahan manusia, kegagalan sistem, system failure, and/or the presence of external
dan/atau adanya kejadian-kejadian eksternal events affecting the operation of the Bank. The
yang mempengaruhi operasional Bank. Adapun operational risk management efforts that have
upaya pengelolaan Risiko Operasional yang telah been done by bank bjb are as follows.
dilakukan bank bjb adalah sebagai berikut.
1. Bank melakukan proses pengukuran risiko 1. The Bank performed the process of measuring
operasional dilakukan secara berkala melalui operational risk carried out periodically
perangkat pengukuran risiko operasional through operational risk measurement tools
diantaranya risk control self assessment, key including risk control self-assessments, key risk
risk indicator, laporan data kerugian risiko indicators, operational risk loss data reports
operasional pada masing-masing unit kerja for each work unit as well as periodic bank-
serta pengukuran profil risiko operasional wide operational risk profile measurements.
bankwide yang dilakukan secara periodik. The results of the analysis on the operational
Adapun hasil analisa atas penilaian risiko risk assessment were reported to management
operasional tersebut dilaporkan kepada pihak carried out periodically, such as a monthly
manajemen yang dilakukan secara berkala report.
seperti pelaporan monthly report.
2. Risk taking unit senantiasa melakukan risk 2. The risk taking unit always carried out a
assessment atas pengembangan Produk risk assessment on the development of new
dan Aktivitas Baru dalam rangka melakukan products and activities in order to implement
penerapan manajemen risiko di dalamnya. risk management in it.

3. Bank berupaya untuk melakukan 3. The Bank strived to make improvements to

penyempurnaan bussiness process terutama the business process, especially for lending
untuk aktivitas perkreditan. Hal tersebut terlihat activities. This could be seen from the
dari penerapan model bisnis dengan melibatkan application of a business model that involved
beberapa fungsi seperti Relationship Manager, several functions such as Relationship
Relationship Officer dan Account Officer dan Managers, Relationship Officers and Account
telah diakomodir dalam Struktur Organisasi Officers and had been accommodated in the
serta terdapat beberapa review atas prosedur Organizational Structure and there were several
kerja serta penggunaan sistem dalam rangka reviews of work procedures and use of systems
mendukung proses manajemen risiko yang in order to support a reliable risk management
handal. process.
4. Bank senantiasa melakukan peningkatan 4. The Bank continued to improve the quality
kualitas SDM khususnya pada aktivitas of human resources, especially in the main
bisnis utama bank yaitu perkreditan dengan business activity of the bank, namely credit by
memberikan pendidikan dan pelatihan kepada providing education and training to employees.
pegawai.
5. Dalam menjaga kepentingan bank dan 5. In safeguarding the interests of the bank and
penegakan disiplin, Bank telah melaksanakan enforcing discipline, the Bank implemented
pedoman sanksi disiplin dengan cukup efektif guidelines for disciplinary sanctions quite
termasuk dalam pengenaan sistem sanksi effectively including the imposition of a system
kepegawaian. of employment sanctions.
Risiko Hukum Legal Risk
Risiko hukum adalah risiko akibat tuntutan hukum Legal risk is the risk of lawsuits and/or weaknesses
dan/atau kelemahan aspek yuridis. bank bjb of juridical aspects. bank bjb through the legal
melalui unit kerja hukum senantiasa melakukan work unit always conduct the handling of legal
penanganan atas kasus hukum yang terjadi, cases that occur, either done by the Bank directly
baik yang dilakukan oleh Bank secara langsung or using the services of legal consultants at the
maupun menggunakan jasa konsultan hukum atas request of risk taking unit. The company’s efforts
permintaan risk taking unit. Upaya yang dilakukan to manage legal risk are:
Perseroan dalam mengelola Risiko hukum yaitu:
1. Unit kerja hukum melakukan pembinaan dalam 1. Unit of legal work in the field of legal
bidang hukum secara berkala melalui proses development periodically through the process
pendampingan perkara hukum, legal session of mentoring the law, legal session to the
kepada risk taking unit dengan pembahasan risk taking Unit with the discussion of legal
permasalahan-permasalahan hukum issues encountered in the branch office, and
yang dihadapi pada kantor cabang, serta implement of cooperation agreements to be
melaksanakan review terhadap perjanjian- implemented in order to protect the interests
perjanjian kerjasama yang akan dilaksanakan of the Bank. But there are still weaknesses
guna melindungi kepentingan Bank. Namun related to the agreement review process which
masih terdapat kelemahan terkait proses is only based on the demand of the risk taking
review perjanjian yang hanya berdasarkan atas unit.
permintaaan dari risk taking unit.
2. Bank melakukan identifikasi dan pengendalian 2. The Bank conducts the identification and
risiko hukum terhadap produk dan aktivitas control of legal risks to new products and
baru melalui pengkajian terkait aspek hukum activities through assessment of legal aspects
serta menyampaikan informasi dan pelaporan and conveys information and reporting related
yang berkaitan dengan mitigasi risiko hukum to the mitigation of legal risk to the board of
kepada Direksi yang membidangi unit kerja directors in charge of the unit Legal work.
hukum.

2020 Annual Report
3. Terkait dengan pelaksanaan sistem informasi 3. In relation to the implementation of the legal
manajemen risiko hukum telah dilaksanakan Risk management information system has been
dengan baik salah satunya adanya laporan implemented with a good report periodically
secara berkala terkait dengan pemantauan dan related to monitoring and recording of the
pencatatan atas pelaksanaan pendampingan implementation of legal guidance and legal
perkara hukum serta penanganan hukum, management, Updates to legal matters handled
update perkara hukum yang ditangani oleh by the Legal Division and quarterly reports are
Divisi Hukum serta laporan setiap triwulan presented in the form of legal risk profiles.
disajikan dalam bentuk profil risiko hukum.
Risiko Stratejik Strategic Risk
Risiko stratejik adalah risiko akibat ketidaktepatan A Strategic risk is the risk of imprecision in the
dalam pengambilan dan/atau pelaksanaan retrieval and/or execution of a strategic decision
suatu keputusan stratejik serta kegagalan dalam and failure to anticipate changes in the business
mengantisipasi perubahan lingkungan bisnis. environment. Management of the Strategic risk
Pengelolaan risiko stratejik yang dilakukan bank conducted by bank bjb is as follows:
1. Bank secara berkala melakukan pengukuran 1. The bank periodically conducts a strategic risk
risiko stratejik melalui pemantauan atas measurement through the monitoring progress
progress report pencapaian rencana bisnis report on the achievement of the bank’s
Bank serta melakukan business review atas business plan as well as conducting business
perkembangan bisnis bank. review of Bank’s business development.
2. Pencapaian atas bisnis Bank tersebut dibahas 2. The achievement of the bank’s business is
dan dilaporkan kepada pihak manajemen yang discussed and reported to the management
dilakukan secara berkala termasuk kepada conducted periodically, including to the
komite yang berada di bawah Dewan Komisaris. Committee under the Board of Commissioners.
3. Bank senantiasa melakukan monitoring atas 3. Bank always monitoring the performance of
kinerja kantor cabang. branch offices.
4. Bank melakukan beberapa upaya dan strategi 4. The Bank made several efforts and strategies
yaitu optimalisasi dalam upaya penyelesaian that are optimization in the effort to settle
kredit bermasalah dengan melakukan the problematic credit by conducting billing,
penagihan, klaim asuransi dan eksekusi agunan, insurance claims and collateral execution,
melakukan peningkatan dana CASA. doing increased CASA funds.
5. Bank melakukan peningkatan kerjasama 5. Bank to improve service cooperation with
layanan dengan operator/instansi/lembaga lain other operator/agency/institution in order to
dalam rangka meningkatkan fee based atau increase fee based or additional profit for Bank.
keuntungan tambahan bagi Bank.
Risiko Kepatuhan Compliance Risk
Risiko kepatuhan adalah risiko akibat Bank tidak Compliance risk is the risk due to the Bank
mematuhi dan/atau tidak melaksanakan peraturan not complying with and/or not implementing
perundang-undangan dan ketentuan. Upaya legislation and provisions. bank bjb’s compliance
pengelolaan risko kepatuhan yang dilakukan bank management efforts are as follows:
1. Proses identifikasi, pengukuran, pengendalian 1. The process of identification, measurement,
serta pemantauan melalui penerapan control and monitoring through the application
compliance sheet, compliance checklist dan of compliance sheet, compliance checklist
terdapat pula pelaporan secara rutin 3 (tiga) and there is also routine reporting 3 (three)
bulan sekali dalam bentuk profil risiko kepatuhan months in the form of a risk compliance profile

serta adanya pemantauan dan pelaporan as well as the monitoring and Reporting on the
mengenai tingkat penyelesaian atas objek level of completion of inspection objects by
pemeriksaan oleh regulator. Selain itu adanya regulators. In addition, there are provisions on
ketentuan atas penyampaian Laporan Rapat the submission of a report of routine meetings
Rutin yang dilaksanakan sekurang-kurangnya 1 conducted at least 1 (one) time in 1 (one) month
(satu) kali dalam 1 (satu) bulan dengan materi with the material delivered is as follows:
yang sampaikan adalah sebagai berikut:
a. Pembahasan ketentuan yang berlaku dalam a. Discussion of the prevailing provisions in
lingkup masing-masing bidang kerja. the scope of each field of work.
b. Pemantauan pengisian Compliance Checklist b. Monitoring of QA Compliance Checklist
QA dan pelaksanaan deskripsi pekerjaan and implementation of job descriptions
yang terkait dengan bidang tugasnya. associated with the field of duty.
c. Pembahasan permasalahan-permasalahan c. Discussion of issues arising in each unit of
yang timbul di setiap unit kerja masing-masing. work.
2. Adanya pemantauan maupun pencatatan terkait 2. Monitoring or recording related to compliance
risiko kepatuhan oleh Unit Kerja Kepatuhan risk by the compliance work Unit is still not
walaupun masih belum menyeluruh terhadap comprehensive for violations of internal
pelanggaran ketentuan internal. Hal tersebut provisions. It is still limited to monitoring
masih terbatas kepada pemantauan prinsip the Prudence Principles, bank reporting and
kehati-hatian, pelaporan Bank dan pengkajian the assessment of compliance aspects and
aspek kepatuhan dan dilaporkan melalui reported through the implementation of the
Pelaksanaan Tugas dan Tanggung Jawab duties and responsibilities of the Director of
Direktur Kepatuhan dan Manajemen Risiko. compliance and risk management.
3. Terkait dengan pelaksanaan aktivitas usaha 3. Related to the implementation of the Bank’s
Bank serta produk dan aktivitas baru Bank business activities and new products and
beserta pengembangannnya, Bank melakukan activities of the Bank and its development, the
review dalam hal aspek kepatuhan terhadap Bank conducts a review in terms of compliance
ketentuan atas produk dan aktivitas baru with the provisions for the new products and
tersebut. Selain itu, Divisi Kepatuhan melakukan activities. In addition, the Compliance Division
pengkajian yang mencakup review atas seluruh conducts assessments that include reviews
kebijakan/ketentuan/kegiatan usaha yang of all business policies/conditions/activities
dimiliki Bank. owned by the Bank.
4. Dalam menunjang penerapan manajemen risiko 4. In supporting the implementation of effective
kepatuhan yang efektif khususnya pada tools compliance risk management especially on
risiko kepatuhan seperti form compliance sheet the tools of compliance risk such as the form
dan compliance checklist quality assurance compliance sheet and Compliance Checklist
masih diperlukan monitoring secara berkala Quality assurance is still required monitoring
guna mengefektifkan tools secara efisien. periodically to effectively streamline tools
Efficient.
Risiko Reputasi Reputational Risk
Risiko reputasi adalah risiko akibat menurunnya Reputational risk is the risk due to declining
tingkat kepercayaan pemangku kepentingan stakeholder confidence level (stakeholders) that
(stakeholder) yang bersumber dari persepsi negatif are sourced from negative perception to the Bank.
terhadap Bank. Upaya pengelolaan risko reputasi The bank bjb’s reputation for management efforts
yang dilakukan bank bjb adalah sebagai berikut. is as follows.
1. Identifikasi serta pengukuran risiko reputasi 1. The identification and measurement of
dilakukan secara berkala yaitu melalui reputational risk is carried out periodically
pemantauan terhadap keluhan nasabah baik through the monitoring of customer complaints
melalui call center dan/atau frontliner. through call centers and/or frontliners.

2020 Annual Report
2. Bank melakukan penatausahaan setiap adanya 2. The bank conducts the administration of each
pemberitaan negatif dalam Laporan Media of the negative reports in the monitoring media
Monitoring yang terdiri dari judul berita, nama report consisting of news headlines, the name
media massa berikut dengan news value of the following mass Media with the news
sehingga Bank dapat mengetahui pengaruh value so that the Bank can know the influence
dari pemberitaan tersebut. of the proclamation.
3. Bank melakukan penatausahaan setiap adanya 3. The Bank conducts the administration of each
pengaduan nasabah dalam Laporan Pengaduan customer complaint in the customer complaints
Nasabah yang disampaikan kepada Direksi report submitted to the Board of directors
secara berkala. periodically.
4. Terdapat pemantauan atas keluhan nasabah 4. There is monitoring of customer complaints and
dan penyelesaian pengaduan nasabah yang customer complaints settlement in accordance
sesuai dengan ketentuan/SLA. with the provisions/SLA.
5. Terdapat pemantauan atas pemberitaan negatif 5. There are monitoring of negative reporting to
kepada bank melalui berbagai media termasuk banks through various media including search
search engine optimation untuk meningkatkan engine optimation to improve positive image
citra positif bagi Bank, serta penilaian profil for banks, as well as assessment of reputation
risiko reputasi melalui pelaporan profil risiko risk profile through quarterly risk profile
secara triwulanan reporting.
6. Bank melakukan counter terhadap adanya 6. The bank does a counter to the presence of
pemberitaan negatif terhadap bank dengan negative reporting to the bank by attempting
berupaya menyebarluaskan pemberitaan positif to disseminate positive reports including
termasuk advertorial yang mengedepankan advertorials that prioritize the banking
kinerja perbankan serta corporate action yang performance and corporate action that the
telah dilakukan Bank. Bank has done.
7. Bank dengan segera menindaklanjuti jika 7. Bank immediately follow up if there is a
terdapat pemberitaan negatif yang memiliki negative news that has a significant impact
dampak signifikan bagi bank baik secara materil on the bank either materically or imateril by
maupun imateril dengan berkoordinasi bersama coordinating with the related divisions and the
divisi terkait dan Bank tetap menindaklanjuti Bank continues to follow up with each negative
setiap adanya pemberitaan negatif yang tidak reporting that have no significant impact in
berdampak signifikan sesuai dengan ketentuan accordance with the applicable provisions.
yang berlaku.
8. Bank juga melakukan sosialisasi kepada 8. The Bank also socialize the customer service
customer service untuk senantiasa to continuously educate the customer to
mengedukasi nasabah guna meminimalisir minimize the potential risk of reputations that
potensi risiko reputasi yang mungkin timbul may arise on the customer’s misunderstanding
atas kesalahpahaman nasabah terkait regarding the use of the Bank’s products/
penggunaan produk/jasa Bank. Selain itu services. In addition, there is a visit to each bank
terdapat kunjungan ke setiap jaringan kantor office network regarding the standardization
bank mengenai penyesuaian standardisasi adjustment of banking industry services,
layanan industri perbankan, coaching dan coaching and mentoring to the branch office
pendampingan kepada Kantor Cabang serta and the Service and culture program in order
adanya program Service dan Budaya dalam to improve the quality of Bank services.
rangka meningkatkan kualitas layanan Bank.
9. Dalam rangka peningkatan kualitas layanan 9. In order to improve the quality of the bank
bank juga melakukan survey atas layanan bank services also conduct surveys on the bank
baik secara internal maupun eksternal untuk services both internally and externally to
meningkatkan kepuasan dan loyalitas nasabah increase customer satisfaction and loyalty to
kepada Bank melalui: the bank through:

a. Survey Internal: a. Internal Survey:

- Score kinerja layanan sesuai dengan - Score service performance in accordance
standar Market Research Indonesia. with Market Research Indonesia standards.
- Monitoring internal yang dilakukan baik - Internal Monitoring conducted by both the
oleh kantor pusat maupun kantor wilayah head office and the Regional Office of the
terhadap kantor cabang. branch office.
- Adanya penilaian layanan secara self - Self Assessment Service assessment by
assessment oleh seluruh jaringan kantor the entire network of Bank offices and in
Bank serta selain itu terdapat mysterious addition there is a mysterious shopper by
shopper oleh vendor yang bekerjasama vendors who cooperate with banks in order
dengan bank dalam rangka penilaian to assessment bank services independently.
layanan Bank secara independen.
- Adanya Service Quality Assurance yang - The existence of Service Quality Assurance
berperan melakukan evaluasi, coaching that serves to evaluate, coaching and
dan monitoring layanan di kantor cabang monitoring services in the branch office to
untuk mendukung tercapainya service support the achievement of good service
excellence dan pencitraan bank yang excellence and Bank imaging.
baik.
b. Survey External: b. External Survey:
- Bank bekerjasama dengan vendor - Bank in cooperation with the vendor on
mengenai survey kepuasan nasabah customer satisfaction survey through
melalui program Customer Satisfaction Customer Satisfaction Index and
Index dan Customer Loyalitas Index Customer loyalty Index program to know
guna mengetahui ekspektasi nasabah the customer’s expectation of Bank
terhadap layanan bank yang bertujuan services that aims to increase satisfaction
untuk meningkatkan kepuasan dan and increase customer loyalty.
meningkatkan loyalitas nasabah.
- Bank melakukan pula sosialisasi atas hasil - Bank also conducts socialization of
kepuasan nasabah/customer feedback customer feedback to all branch office
tersebut kepada seluruh Kantor Cabang as the evaluation of Bank service.
sebagai bahan evaluasi layanan Bank.
- Peningkatan kualitas SDM dilakukan - Improvement in the quality of human
melalui pemberian pendidikan dan resources through the provision of
pelatihan service excellent dan standar education and training excellent service and
layanan bagi frontliner serta pelatihan service standards for supplying frontliner
communication skill. and communication skills training.
- Selain itu untuk meminimalisir potensi - In addition to minimizing the potential
risiko reputasi yang berasal dari keluhan risk of reputations arising from customer
nasabah atas produk/layanan Bank, complaints of bank products/services,
Bank terus melakukan koordinasi dengan banks continue to coordinate with
unit kerja terkait mengenai tindaklanjut related work units on the follow-up
perbaikan terkait kerusakan mesin/ improvements related to the breakdown
sistem transaksi yang ada pada mesin of machine/transaction system existing
ATM dan electronic banking; in ATM machines and electronic banking;
- Bentuk mitigasi lainnya yang secara rutin - Other forms of mitigation that are
dilakukan yaitu sebagai berikut: routinely carried out as follows:
i. Media Visit ke beberapa media massa i. Media Visit to several mass Media
berskala nasional baik cetak maupun of national scale both print and
elektronik. electronic.

2020 Annual Report
ii. Membangun sarana komunikasi ii. Establishing means of communication

dengan para investor. with investors.
iii. Menjalin hubungan baik rekan-rekan iii. Establishing good relations of local
media baik lokal maupun nasional and national media colleagues and the
dan pelaksanaan media gathering, implementation of media gathering,
undangan media untuk berpartisipasi media invitations to participate in the
dalam liputan kegiatan Bank serta coverage of bank activities as well
pelaksanaan seminar bagi beberapa as the implementation of seminars
media massa dalam rangka menjaga for several mass media in order to
nilai keseimbangan antara Bank maintain value Balance between
dengan pihak media. banks and media.
Penerapan Manajemen Risiko Integrated Risk Management

Terintegrasi Implementation
bank bjb ditunjuk sebagai Entitas Utama dari bank bjb was appointed as the main entity of
konglomerasi keuangan oleh Pemerintah Provinsi the financial conglomerate by the provincial
Jawa Barat melalui Surat Nomor 539/1495/ government of West Java through Letter No.
Invest & BUMD tanggal 27 Maret 2015 perihal 539/1495/Invest & BUMD dated March 27th, 2015
Penunjukan bank bjb sebagai Entitas Utama. regarding the designation of bank bjb as the
Struktur Konglomerasi bank bjb sebagaimana main entity. The conglomerate structure of the
Surat Keputusan Direksi PT Bank Pembangunan bank bjb as the decree of Directors of PT Bank
Daerah Jawa Barat dan Banten, Tbk. Nomor 0395/ Pembangunan Daerah Jawa Barat dan Banten, Tbk.
SK/DIR-MAP/2019 tentang Struktur Konglomerasi Number 0395/SK/DIR-MAP/2019 on the structure
Keuangan PT Bank Pembangunan Daerah Jawa of financial conglomerate PT Bank Pembanguna
Barat dan Banten, Tbk. adalah sebagai berikut. Daerah Jawa Barat dan Banten, Tbk. are as follows.

West Java Provincial Goverment
bank bjb 7 Perusahaan Terelasi

7 Related Companies
bjb Syariah BPR Intan Jabar BPR Karya Utama Jabar

bjb Sharia BPR Intan Jabar BPR Karya Utama Jabar
Keterangan/Explanation:
Pemegang Saham Pengendali Non LJK Perusahaan Terelasi

Non LJK controlling shareholder Related Companies
Entitas Utama yang Ditunjuk Entitas Anak

Designated primary entity Subsidiaries

Sebagai implementasi dari Peraturan OJK Nomor As implementation of OJK Regulation No. 17/
17/POJK.03/2014 tentang Penerapan Manajemen POJK.03/2014 concerning The Implementation
Risiko Terintegrasi Bagi Konglomerasi Keuangan, of Integrated Risk Management for Financial
bank bjb melaksanakan penerapan Manajemen Conglomerations, bank bjb conducts integrated
Risiko Terintegrasi mencakup paling sedikit: risk management application covering at least:
1. Pengawasan Direksi dan Dewan Komisaris 1. Supervision of BOD and BOC of the main entity;
Entitas Utama;
2. Kecukupan kebijakan, prosedur, dan penetapan 2. Adequacy of the integrated risk management
limit Manajemen Risiko Terintegrasi; limit policies, procedures, and limits;
3. Kecukupan proses identifikasi, pengukuran, 3. Adequacy of the process of identification,
pemantauan, pengendalian risiko secara measurement, monitoring, integrated risk
terintegrasi, dan sistem informasi Manajemen control, and integrated risk management
Risiko Terintegrasi; dan information system; and
4. Sistem pengendalian intern yang menyeluruh 4. Comprehensive internal control system for the
terhadap penerapan Manajemen Risiko Terintegrasi. implementation of integrated risk management.
Secara bertahap, untuk melaksanakan proses Gradually, to implement the process of integration
integrasi pengelolaan risiko pada perusahaan of risk management in subsidiaries and related
anak dan perusahaan terelasi, bank bjb telah companies, bank bjb has endorsed integrated
mengesahkan Kebijakan Manajemen Risiko risk management policy and integrated risk
Terintegrasi dan Pedoman Manajemen Risiko management guidelines through the Board of
Terintegrasi melalui SK Direksi Nomor 0194/SK/ Directors Decree No. 0194/SK/DIR-MR/2016 dated
DIR-MR/2016 Tanggal 03 Maret 2016 Tentang March 3rd, 2016 on Integrated Risk Management
Kebijakan Manajemen Risiko Terintegrasi dan SK Policy and Board of Directors Decree no 1154/
Direksi Nomor 1154/SK/DIR-MR/2016 Tanggal 27 SK/DIR-MR/2016 dated December27th, 2016 on
Desember 2016 tentang Pedoman Manajemen integrated risk.
Risiko Terintegrasi.
Bank juga membentuk Komite Manajemen Risiko The Bank also establishes an Integrated Risk
Terintegrasi yang beranggotakan Direktur/Pejabat Management Committee consisting of Directors/
Eksekutif yang membawahkan fungsi manajemen Executive Officers who bring about the functions
risiko dari Bank serta perusahaan anak yang of risk management from banks as well as child
memiliki peran sebagai pemberi masukan serta companies who have a role as an input provider and
rekomendasi terhadap pelaksanaan manajemen recommendations on the implementation of risk
risiko di dalam Konglomerasi Keuangan. Beberapa management within the financial conglomerate.
agenda yang telah dibahas dalam Komite Some of the agenda discussed in the Integrated
Manajemen Risiko Terintegrasi adalah: Risk Management Committee are:
1. Pembahasan terkait Laporan Profil Risiko 1. Discussion related to the Integrated Risk Profile
Terintegrasi. Report.
2. Pembahasan terkait Penerapan dann 2. Discussion related to the Implementation of
Infrastruktur Manajemen Risiko di BPR. Risk Management Infrastructure in BPRs.
3. Pembahasan kertas Awareness Kepatuhan dan 3. Discussion on Compliance Awareness paper
APU PPT and AML-CFT
Penilaian Risiko Risk Assessment
Berdasarkan hasil self assessment terhadap Based on the results of the bank’s self assessment
peringkat risiko bank bjb secara keseluruhan setiap against the risk rating of bank bjb overall every
triwulan pada tahun 2020 adalah Low to Moderate quarter in 2020 is Low to Moderate with a
dengan trend risiko stabil apabila dibandingkan trend of stable risk when compared with the
dengan tahun sebelumnya. Hal ini menunjukkan previous year. This indicates that bank bjb is

2020 Annual Report
bahwa bank bjb mengalami perkembangan bisnis experiencing the development of bank business
bank yang diiringi dengan peningkatan Kualitas which is accompanied by increased quality of risk
Penerapan Manajemen Risiko dalam seluruh management implementation in all operational
aktivitas operasionalnya. Ringkasan profil risiko activities. A summary of the risk profile during the
selama kurun waktu 2020 untuk 8 (delapan) jenis period 2020 for the 8 (eight) bank-managed risk
risiko yang dikelola Bank adalah sebagai berikut: types are as follows:
Profil Risiko bank bjb 2020 bank bjb Risk Profile 2020
No Jenis Risiko Risk type
Triwulan I Triwulan II Triwulan III Triwulan IV
1 Risiko Kredit Credit Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
2 Risiko Pasar Market Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
3 Risiko Likuditas Liquidity Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
4 Risiko Operasional Operational Risk Moderate Moderate Moderate Moderate
5 Risiko Hukum Legal Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
6 Risiko Reputasi Reputation Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
7 Risiko Kepatuhan Compliance Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
8 Risiko Strategik Strategic Risk Low to Moderate Low to Moderate Low to Moderate Low to Moderate
Predikat Risiko Risk Predicate Low to Moderate Low to Moderate Low to Moderate Low to Moderate
Evaluasi Pelaksanaan Manajemen Risiko Evaluation of Risk Management
Sistem pengukuran risiko yang dipergunakan The risk measurement system used to measure the
untuk mengukur eksposur risiko Bank sebagai Bank’s risk exposure as a guideline for controlling
pedoman untuk melakukan pengendalian dan and conducting periodically. The system should be
dilakukan secara berkala. Sistem tersebut paling at least measuring:
kurang harus dapat mengukur:
1. Sensitivitas produk/aktivitas terhadap perubahan 1. Sensitivity of the product/activity to changes in
faktor-faktor yang mempengaruhinya, bank the factors that affect it, the bank is in normal
dalam keadaan normal maupun tidak normal. or abnormal state.
2. Kecenderungan perubahan faktor-faktor 2. The tendency to change the factors referred
dimaksud berdasarkan fluktuasi yang terjadi to by the fluctuations that occurred in the past
dimasa lalu dan korelasinya. and its correlate.
3. Faktor risiko (Risk Faktor) secara individual. 3. Risk factors are individually.
4. Eksposur risiko secara keseluruhan (aggregate) 4. Overall risk exposure (aggregate) as well as per
maupun per risiko, dengan mempertimbangkan risk, taking into account the linkage between
keterkaitan antar risiko. risks.
5. Seluruh risiko yang melekat pada seluruh transaksi 5. The entire risk inherent in all transactions and
serta produk perbankan, termasuk produk dan banking products, including new products
aktivitas baru, dan dapat diintegrasikan dalam and activities, and can be integrated in the
sistem informasi manajemen Bank. management information system of the Bank.
Metode pengukuran dapat dilakukan secara The measuring method can be performed
kuantitatif dan/atau kualitatif. Metode pengukuran quantitatively and/or qualitatively. The measuring
tersebut dapat berupa metode yang ditetapkan method can be a method set by Bank Indonesia in
oleh Bank Indonesia dalam rangka penilaian risiko order to risk assessment and capital calculations
dan perhitungan modal (baik berupa metode (either standard method or internal method
standar atau metode internal yang dikembangkan developed by the Bank). In order to overcome
sendiri oleh Bank). Dalam rangka mengatasi the weaknesses that can arise on the use of a
kelemahan yang dapat timbul atas penggunaan particular risk measurement model, the Bank must

model pengukuran risiko tertentu maka Bank validate the model. The risk measurement system
harus melakukan validasi model tersebut. Sistem is periodically evaluated and refined or at any
pengukuran risiko dievaluasi dan disempurnakan time when necessary to ensure the suitability of
secara berkala atau sewaktu-waktu apabila insurance, accuracy, fairness and data integrity,
diperlukan untuk memastikan kesesuaian as well as the procedures used to measure risk.
asuransi, akurasi, kewajaran, dan integritas data, In evaluating the effectiveness of the bank’s risk
serta prosedur yang digunakan untuk mengukur management system then the risk Management
risiko. Dalam melakukan evaluasi atas efektivitas Unit performs the following monitoring program:
sistem manajemen risiko bank maka satuan kerja
manajemen risiko melakukan program pemantauan
sebagai berikut:
1. Bank memiliki sistem dan prosedur pemantauan 1. The Bank has monitoring systems and procedures,
antara lain mencakup pemantauan terhadap including monitoring of the magnitude of risk
besarnya eksposur risiko, kepatuhan limit internal exposure, internal limit compliance and the
dan hasil stress testing maupun konsistensi result of stress testing and consistency with
dengan kebijakan dan prosedur yang ditetapkan. established policies and procedures.
2. Pemantauan dilakukan baik oleh unit pelaksana 2. Monitoring performed both by the Executive
(risk taking unit) maupun oleh Satuan Kerja Unit (risk taking unit) as well as by the risk
Manajemen Risiko Hasil pemantauan disajikan Management work unit monitoring results are
dalam laporan berkala yang disampaikan presented in periodic reports submitted to the
kepada manajemen dalam rangka mitigasi management in order to mitigate the necessary
risiko dan tindakan yang diperlukan. risks and measures.
3. Bank menyiapkan suatu sistem back up 3. The Bank prepares a back up system and
dan prosedur yang efektif untuk mencegah effective procedures to prevent interference
terjadinya gangguan (disruptions) dalam (disruptions) in the risk monitoring process,
proses pemantauan risiko, dan melakukan and periodically check and re-valuation of the
pengecekan serta penilaian kembali secara back up system.
berkala terhadap sistem back up tersebut.
Berdasarkan evaluasi yang telah dilakukan Based on the evaluation that has been conducted
selama tahun 2020, menunjukkan bahwa sistem during the year 2020, indicating that the risk
manajemen risiko pada bank bjb telah memadai. management system of the bank bjb has adequate.
Sistem Pengendalian Internal Internal Control System
Sistem Pengendalian Internal (SPI) merupakan Internal control System (SPI) is a mechanism of
suatu mekanisme proses pengawasan yang supervisory process defined by the management
ditetapkan oleh manajemen Bank scara of bank on sustainable design quality and its
berkesinambungan yang kualitas desain dan implementation is influenced by the board of
pelaksanaannya dipengaruhi oleh Dewan Commissioners, directors and all officers and
Komisaris, Direksi serta seluruh pejabat dan employees of the company. SPI is designed to be
pegawai Perseroan. SPI dirancang untuk dapat able to provide adequate to safeguard and secure
memberikan yang memadai guna menjaga the company’s wealth, ensure the availability
dan mengamankan harta kekayaan Perseroan, of accurate reports, improve compliance with
menjamin tersedianya laporan yang akurat, applicable provisions, reduce the impact of financial
meningkatkan kepatuhan terhadap ketentuan losses, irregularities including fraud and violations
yang berlaku, mengurangi dampak kerugian of attention, and increase the effectiveness of the
keuangan, penyimpangan termasuk kecurangan Organization and increase cost efficiency.
(fraud) dan pelanggaran aspek kehati-hatian,
serta meningkatkan efektivitas organisasi dan
meningkatkan efisiensi biaya.

2020 Annual Report
Tujuan Pengendalian Control Objectives
Sistem Pengendalian Intern bank bjb mengacu Internal control system of bank bjb refers to SEOJK
pada SEOJK 35/SEOJK.03/2017 tentang 35/SEOJK.03/2017 about Internal Control System
Pedoman Sistem Pengendalian Intern Bagi Bank Guidelines for Commercial Banks. Internal control
Umum. Pengendalian intern diselenggarakan is held continuously (on going basis) to achieve 3
secara berkesinambungan (on going basis) untuk (three) objectives, namely:
mencapai 3 (tiga) sasaran, yaitu:
1. Mencapai efektivitas dan efisiensi pada setiap 1. Achieving effectiveness and efficiency in every
aktivitas yang dijalankan oleh Perseroan, activity carried out by the company, covering
mencakup kinerja operasional dan keuangan, operational and financial performance, as well
serta menjaga dan mengamankan harta as safeguarding and securing the company’s
kekayaan Perseroan. wealth.
2. Menciptakan laporan finansial dan non-finansial 2. Create financial and non-financial reports
bagi pihak internal dan eksternal yang terpercaya, for trusted, timely and transparent internal
tepat waktu, dan transparan, serta sesuai and external parties, and in accordance with
dengan regulasi dan standar yang berlaku. applicable regulations and standards.
3. Menjaga kepatuhan terhadap hukum dan 3. Maintain compliance with laws and regulations
regulasi dalam seluruh aspek aktivitas Perseroan. in all aspects of the company’s activities.
Sistem Pengendalian Internal (SPI) yang efektif Effective Internal control System (SPI) is an
merupakan komponen penting dalam manajemen important component in bank bjb management
bank bjb dan menjadi dasar bagi kegiatan operasional and is the basis for the company’s healthy and
Perseroan yang sehat dan aman. SPI yang efektif dapat safe operational activities. The effective SPI
membantu Direksi dan Dewan Komisaris menjaga helps the board of directors and the Board of
aset bank, menjamin tersedianya pelaporan keuangan Commissioners maintain bank assets, ensuring the
dan manajerial yang dapat dipercaya, meningkatkan availability of trustworthy financial and managerial
kepatuhan bank terhadap ketentuan dan peraturan reporting, improving the bank’s compliance with
perundang-undangan, serta mengurangi Risiko the laws and regulations, and reducing Risk of loss,
terjadinya kerugian, penyimpangan, dan pelanggaran irregularities, and violations of caution.
aspek kehati-hatian.
Sistem Pengendalian Internal Perseroan Internal Control System of the Company
Ruang lingkup pengendalian internal bank bjb The scope of internal control of bank bjb refers to
mengacu pada Lampiran Surat Edaran Otoritas the appendix of the Financial Services Authority
Jasa Keuangan No. 35/SEOJK.03/2017 tentang Circular letter No. 35/SEOJK.03/2017 concerning
Pedoman Standar Pengendalian Intern Bagi Bank The Guidelines for Internal Control of Internals
Umum. Komponen utama sistem pengendalian For Commercial Banks. The main components of
internal adalah sebagai berikut. internal control systems are as follows.
Pengawasan oleh Manajemen dan Kultur Monitoring by Management and Culture of

Pengendalian Control
Direksi dan Dewan Komisaris mempunyai tanggung The Board of Directors and the Board of
jawab terkait pengawasan Sistem Pengendalian Commissioners have responsibility for controlling
Intern dan Budaya Pengendalian, adapun tugas Intern and culture control, as for the task
tanggungjawabnya adalah sebagai berikut: responsibilities are as follows:
1. Direksi mempunyai tanggung jawab sebagai 1. The Board of Directors has the following
berikut: responsibilities:
a. Melaksanakan kebijakan dan strategi yang a. Implementing policies and strategies that have
telah disetujui oleh Dewan Komisaris. been approved by the Board of Commissioners.

b. Memberikan masukan terkait prosedur untuk b. Provide input regarding procedures to

mengidentifikasi, mengukur, memantau dan identify, measure, monitor and control the
mengendalikan risiko yang dihadapi Bank. risks faced by the Bank.
c. Memelihara suatu struktur organisasi yang c. Maintain an organizational structure that
mencerminkan kewenangan, tanggung reflects the clear authority, responsibilities
jawab dan hubungan pelaporan yang jelas. and reporting relationship.
d. Memantau pendelegasian wewenang telah d. Monitoring the delegation of authority
berjalan secara efektif dan didukung oleh has run effectively and supported by the
penerapan akuntabilitas yang konsisten. application of consistent accountability.
e. Menetapkan kebijakan dan strategi serta e. To establish policies and strategies and
prosedur pengendalian intern. internal control procedures.
f. Memantau implementasi pengendalian f. Monitor internal control implementation
intern yang dilaksanakan oleh unit sistem implemented by internal control system
pengendalian intern. unit.
2. Dewan Komisaris mempunyai tanggung jawab: 2. The Board of Commissioners has the following
a. Mengesahkan dan mengkaji ulang secara responsibilities:
berkala terhadap kebijakan dan strategi a. Periodically ratify and review the bank’s
usaha bank secara keseluruhan. overall business policies and strategies.
b. Memahami risiko utama yang dihadapi Bank, b. Understand the main risks facing the Bank,
menetapkan tingkat risiko yang dapat ditolerir establish a risk tolerance and supervise the
(risk tolerance) dan mengawasi Direksi terkait board of directors regarding the measures
langkah-langkah yang diambil Direksi dalam taken by the Board of directors in identifying,
mengidentifikasi, mengukur, memantau dan measuring, monitoring and controlling such
mengendalikan risiko tersebut. risks.
c. Mengesahkan struktur organisasi. c. Validate organizational structure.
d. Mengawasi Direksi terkait tugas Direksi d. Supervises directors regarding the duties
melakukan pemantauan efektivitas of BOD monitoring the effectiveness of
pelaksanaan Sistem Pengendalian Intern. internal control system.
Budaya Pengendalian Culture of Control
Direksi dan Dewan Komisaris bertanggung jawab The Board of Directors and the Board of
dalam meningkatkan etika kerja dan integritas Commissioners are responsible for enhancing the
yang tinggi serta menciptakan suatu budaya high ethical work and integrity and creating an
organisasi yang menekankan kepada seluruh organizational culture that emphasizes all officers
Pegawai mengenai pentingnya pengendalian on the importance of internal control. In order
intern yang berlaku. Dalam rangka menciptakan to create such a culture of control, the measures
budaya pengendalian tersebut, langkah-langkah undertaken by the Bank, among others:
yang dilakukan oleh Bank, antara lain:
1. Direksi dan Dewan Komisaris menjadi 1. The Board of Directors and the Board of
panutan (role model) bagi seluruh pegawai Commissioners become role models for all
atau memiliki komitmen pribadi yang tinggi employees or have a high personal commitment
terhadap pengembangan Bank yang sehat. to the development of healthy banks.
2. Direksi dan Dewan Komisaris mampu mengelola 2. The Board of Directors and Board of
sumber daya manusia, termasuk dalam proses Commissioners are able to manage human
penempatan pegawai yang sesuai dengan resources, including in the process of employee
keterampilan, pengetahuan dan perilakunya. placement in accordance with their skills,
knowledge and behaviour.

2020 Annual Report
3. Meningkatkan kesadaran seluruh pegawai 3. Raise the awareness of all employees about
mengenai pentingnya efektivitas pelaksanaan the effectiveness of the implementation of
tugas dan tanggung jawab masing-masing dan the duties and responsibilities of each and the
selanjutnya pegawai mengkomunikasikan pada employee communicates to the management
pihak manajemen yang terkait mengenai setiap related to each problem that occurs in the
permasalahan yang terjadi dalam kegiatan Operational and non operational activities of
operasional dan non operasional Bank. the Bank.
Identifikasi dan Penilaian Risiko Identification and Risk Assessment
Suatu sistem pengendalian intern yang efektif An effective internal control system requires the
mengharuskan Bank mengidentifikasi dan menilai Bank to identify and assess risks that could affect
risiko yang dapat mempengaruhi pencapaian the achievement of the target. Risk assessment
sasaran. Penilaian risiko dilaksanakan oleh unit is implemented by the Risk Management unit.
manajemen risiko. Audit Internal turut memberikan Internal Audit also provides data related to risk
data terkait penyesuaian profil risiko berdasarkan profile adjustments based on the findings of the
hasil temuan-temuan pemeriksaan. Penilaian inspection. Assessments can identify the types
dapat mengidentifikasi jenis risiko yang dihadapi, of risks faced, setting risk limits and risk control
penetapan limit risiko dan teknik pengendalian techniques. The risk assessment methodology is
risiko. Metodologi penilaian risiko menjadi tolak a benchmark to create a risk profile in the form
ukur untuk membuat profil risiko dalam bentuk of data documentation, which can be cloned on
dokumentasi data, yang bisa dikinikan secara a perodic basis. Risk assessment also includes
perodik. Penilaian risiko juga meliputi penilaian assessments of measurable and inmeasurable
terhadap risiko yang dapat diukur (kuantitatif) dan (qualitative) risk as well as for controlled and
tidak dapat diukur (kualitatif) maupun terhadap uncontrollable risks, with respect to costs and
risiko yang dapat dikendalikan dan tidak dapat benefits. Furthermore, the Bank decides to take
dikendalikan, dengan memperhatikan biaya dan such risk or not by reducing certain business
manfaatnya. Selanjutnya Bank memutuskan untuk activities.
mengambil risiko tersebut atau tidak dengan cara
mengurangi kegiatan usaha tertentu.
Kegiatan Pengendalian dan Pemisahan Operation Control and Separation of

Fungsi Operasional (Pengendalian Operational Functions (Operational
Operasional) Control)
Kegiatan pengendalian meliputi kebijakan, Control activities include policies, procedures

prosedur dan praktik yang memberikan keyakinan and practices that provide office confidence
pejabat dan pegawai Bank bahwa arahan Direksi and the Bank’s officers that the direction of the
dan Dewan Komisaris telah dilaksanakan secara BOD and BOC were effectively implemented.
efektif. Kegiatan pengendalian dapat membantu Control activities can assist the Board of Directors
Direksi dan Dewan Komisaris dalam mengelola dan and Board of Commissioners in managing and
mengendalikan risiko yang dapat mempengaruhi controlling risks that may affect performance or
kinerja atau mengakibatkan kerugian Bank. result in losses from the Bank. Control activities
Kegiatan Pengendalian diterapkan pada semua are applied at all functional levels according to the
tingkatan fungsional sesuai struktur organisasi organizational structure of the Bank, which at least
Bank, yang sekurang-kurangnya meliputi: includes:
1. Top level Review (Kaji Ulang oleh Manajemen) 1. Top level Review
Direksi secara berkala meminta penjelasan The Board of Directors periodically asks for
(informasi) dan laporan kinerja operasional an explanation (information) and reports the
dan non perasional dari pejabat eksekutif operational and non-relational performance
sehingga memungkinkan untuk mereview of the Executive officer so that it is possible

ulang hasil kemajuan (realisasi) dibandingkan to review the progress (realization) results
dengan target yang akan dicapai, seperti compared to the target to be achieved, such as
laporan keuangan dibandingkan dengan Financial statements compared to a set budget
rencana kerja anggaran yang ditetapkan. work plan. According to the review, the board
Berdasarkan review tersebut, Direksi segera of directors immediately detected problems
mendeteksi permasalahan seperti kelemahan such as control weakness, financial report
pengendalian, kesalahan laporan keuangan errors or other irregularities (fraud).
atau penyimpangan lainnya (fraud).
2. Functional Review (Kaji Ulang Kinerja) 2. Functional Review
Adanya review terhadap kinerja bank yang Review of the bank’s performance
meliputi aktivitas operasional dan non coveringoperational and non-operational
operasional bank. activities of the Bank.
Review ulang ini dilaksanakan oleh unit This review is carried out by the control unit
pengendalian terkait dengan frekuensi sesuai related to the frequency according to the
tuntutan dan kebutuhan, cakupan review demands and needs, the scope of the review
tersebut antara lain: are:
a. Melakukan review ulang terhadap penilaian a. Re-review the risk assessment (risk profile
risiko (laporan profil risiko) yang dihasilkan report) generated by the risk Management
oleh satuan kerja manajemen risiko. unit.
b. Menganalisis data kegiatan operasional b. Analyzing operational and non-operational
dan non operasional, baik data yang terkait activities data, whether data related to
dengan risiko maupun data keuangan, yaitu risk or financial data, which is to verify the
melakukan verifikasi rincian dan kegiatan details and transaction activity compared
transaksi dibandingkan dengan output to the output (report) generated by the
(laporan) yang dihasilkan oleh satuan kerja working unit Risk management.
manajemen risiko.
c. Melakukan review ulang terhadap realisasi c.
Reviewing the realization of the
pelaksanaan rencana kerja dan anggaran implementation of the work plan and
sehingga bisa: budget so that it can:
- Mengidentifikasi penyebab penyimpangan - Identifying the causes of significant
yang signifikan. deviations.
- Menetapkan persyaratan untuk tindakan - Set requirements for corrective actions.
perbaikan (corrective actions).
3. Pengendalian Sistem Informasi 3. Information System control
a. Bank melakukan verifikasi terhadap a. Bank verifies the accuracy and completeness
akurasi dan kelengkapan dari transaksi dan of the transaction and carries out the
melaksanakan prosedur otorisasi, sesuai authorization procedure, in accordance with
dengan ketentuan intern. the internal provisions.
b. Kegiatan pengendalian sistem informasi b. Information system control activities can
dapat digolongkan dalam dua kriteria, yaitu be classified in two criteria, namely general
pengendalian umum dan pengendalian control and application control.
aplikasi.
c. Pengendalian umum meliputi pengendalian c. General control includes control over data
terhadap operasional pusat data, sistem center operations, software procurement
pengadaan dan pemeliharaan software, and maintenance systems, access security,
pengamanan akses, serta pengembangan and the development and maintenance of
dan pemeliharaan sistem aplikasi yang ada. existing application systems.
Pengendalian umum ini diterapkan terhadap These common controls are applied to
mainframe server dan users workstation, mainframe servers and users workstations,
serta jaringan internal-eksternal. as well as internal-external networks.

2020 Annual Report
d. Pengendalian aplikasi diterapkan terhadap d. Application control is applied to the program

program yang digunakan Bank dalam used by the Bank in processing transactions
mengolah transaksi dan untuk memastikan and to ensure that all transactions are true,
bahwa semua transaksi adalah benar, akurat accurate and have been properly authorised.
dan telah diotorisasi secara benar. Selain In addition, application control can monitor
itu, pengendalian aplikasi dapat memantau the occurrence of effective audit process
terjadinya proses audit yang efektif dan and to check the truth of the audit process.
untuk mengecek kebenaran proses audit
dimaksud.
4. Pengendalian Aset Fisik 4. Control of physical assets
Pengendalian aset fisik dilaksanakan untuk Physical asset control is implemented to ensure
menjamin terselenggaranya pengamanan the implementation of physical safeguards
fisik terhadap aset Bank. Kegiatan ini meliputi against the Bank’s assets. These activities
pengamanan aset, catatan dan akses terbatas include securing assets, records and restricted
terhadap program komputer dan file data, serta access to computer programs and data files, and
membandingkan nilai aset dan liabilitas Bank comparing the value of Bank assets and liabilities
dengan nilai yang tercantum dalam catatan Bank. with the value stated in the Bank’s records.
5. Dokumentasi 5. Documentation
a. Bank sekurang-kurangnya memformalkan a. Bank at least forizes and documents the
dan mendokumentasikan kebijakan, adequate policies, procedures, systems and
prosedur, sistem dan standar akuntansi accounting standards and audit processes.
serta proses audit secara memadai.
b. Dokumen tersebut diperbaharui secara b. The document is updated periodically
berkala guna menggambarkan kegiatan to describe the operational and non
operasional dan non operasional Bank operational activities of the Bank in actual
secara aktual dan diinformasikan kepada and informed to all employees.
seluruh pegawai.
c. Atas suatu permintaan, dokumen harus c. On a request, the document must always be
senantiasa tersedia untuk kepentingan available for the benefit of internal auditors,
auditor intern, akuntan publik dan Otoritas public accountants and financial Services
Jasa keuangan Akurasi dan ketersediaan Authority the accuracy and availability of
dokumen dinilai oleh auditor intern ketika documents are assessed by internal auditors
melakukan audit rutin maupun non rutin. when conducting routine or nonroutine audits.
Pemisahan fungsi dilakukan agar setiap orang Separation of functions is done so that every
dalam jabatannya tidak memiliki peluang untuk person in his office does not have the opportunity
melakukan dan menyembunyikan kesalahan atau to do and conceal errors or irregularities in the
penyimpangan dalam pelaksanaan tugasnya pada implementation of his duties on the entire level
seluruh jenjang organisasi dan seluruh langka of organization and all rare operational and non
kegiatan operasional dan non operasional. Bank activities Operational. The Bank must understand
harus memahami prinsip pemisahan fungsi ini the principle of separation of this function called
yang disebut sebagai “Four-Eyes Principle”. the “Four-Eyes Principle”.
Sistem Akuntansi/Keuangan (Pengendalian Accounting/Financial System (Financial

Keuangan), Informasi dan Komunikasi Control), Information and Communication
Sistem akuntasi, informasi dan komunikasi Adequate accounting, information and

yang memadai dimaksudkan agar dapat communication systems are intended to identify
mengindentifikasi masalah yang mungkin timbul problems that may arise and be used as a means
dan digunakan sebagai sarana tukar menukar of exchanging information in order to perform
informasi dalam rangka pelaksanaan tugas sesuai the duties in accordance with their respective
dengan tanggung jawab masing-masing. Sistem responsibilities. The accounting system includes

akuntansi meliputi metode dan catatan dalam the methods and records in order to identify,
rangka mengidentifikasi, mengelompokkan, classify, analyze, classify, record/log and report
menganalisis, mengklasifikasi, mencatat/ Bank transactions. In order to ensure accurate and
mebukukan dan melaporkan transaksi Bank. consistent accounting data with data available
Untuk menjamin data akuntansi yang akurat dan based on the results of processed systems then
konsisten dengan data yang tersedia berdasarkan the process of reconciliation between accounting
hasil olahan sistem maka proses rekonsiliasi antara data and management information system must
data akuntansi dan sistem informasi manajemen be implemented periodically or in a monthly basis.
wajib dilaksanakan secara berkala atau sekurang-
kurangnya setiap bulan.
Sistem informasi harus dapat menghasilkan Information systems must be able to produce
laporan mengenai kegiatan usaha, kondisi reports on business activities, financial conditions,
keuangan, penerapan manajemen risiko dan implementation of risk management and fulfillment
pemenuhan ketentuan yang mendukung of provisions that support the duties of the Board of
pelaksanaan tugas Direksi dan Dewan Komisaris. Directors and BOC. Effective internal control system
Sistem pengendalian intern yang efektif sekurang- at least provides sufficient and comprehensive
kurangnya menyediakan data/informasi intern internal data/information on finance, compliance
yang cukup dan menyeluruh mengenai keuangan, with applicable rules and regulations, market
kepatuhan terhadap ketentuan dan peraturan information (external conditions) and any events
yang berlaku, informasi pasar (kondisi ekstern) and conditions required in order to make the right
dan setiap kejadian serta kondisi yang diperlukan and accountable decision making. Communication
dalam rangka pengambilan keputusan yang system is able to provide information to all parties,
tepat dan dapat dipertanggungjawabkan. Sistem both internal and external.
Komunikasi mampu memberikan informasi kepada
seluruh pihak, baik internal maupun ekternal.
Sistem pengendalian intern Bank menyediakan The Bank’s internal control system provides
adanya saluran komunikasi yang efektif agar effective communication channels so that all Bank
seluruh pegawai Bank sepenuhnya memahami employees fully understand and adhere to the
dan mematuhi kebijakan dan prosedur yang policies and procedures that are in carrying out
belaku dalam melaksanakan tugas dan tanggung their duties and responsibilities.
jawabnya.
Kegiatan Pemantauan dan Tindakan Koreksi Activities Monitoring and Correction

Penyimpangan Actions Irregularities
Bank melakukan pemantauan terhadap efektivitas The Bank is monitoring the overall effectiveness of
keseluruhan pelaksanaan pengendalian intern. internal control implementation. Monitoring of the
Pemantauan terhadap risiko utama Bank harus Bank’s key risks should be prioritized and serve
diprioritaskan dan berfungsi sebagai bagian as part of daily Bank activities including periodic
dari kegiatan Bank sehari-hari termasuk evaluasi evaluation, both by operational and non-operational
secara berkala, baik oleh satuan-satuan kerja units and by internal Audit work unit (SKAI). The
operasional dan non operasional maupun oleh Bank monitors and evaluates The adequacy of
Satuan Kerja Audit Intern (SKAI). Bank memantau internal control systems is related to the change
dan mengevaluasi kecukupan sistem pengendalian in external conditions and externally and should
intern berkaitan dengan adanya perubahan kondisi increase the capacity of the internal control system
internal dan eksternal serta harus meningkatkan so that its effectiveness can be improved.
kapasitas sistem pengendalian intern tersebut
agar efektivitasnya dapat ditingkatkan.

2020 Annual Report
Kelemahan dalam pengendalian intern, baik yang The weakness in internal control, whether
diidentifikasi oleh satuan kerja operasional (risk identified by operational working units (risk taking
taking unit), SKAI maupun pihak lainnya, segera units), SKAI and other parties, is immediately
dilaporkan dan menjadi perhatian pejabat atau reported and becomes the attention of officials
Direksi yang berwenang. Kelemahan pengendalian or competent directors. Weaknesses of material
intern yang material juga dilaporkan kepada internal control are also reported to the Board of
Dewan Komisaris. Commissioners.
Kesesuaian dengan Committee of Compliance with the Committee of

Sponsoring Organizations of Tradeway Sponsoring Organizations of Tradeway
Commission (COSO) Commission (COSO)
COSO Internal Control – Integrated Framework, COSO Internal Control – Integrated Framework,
membagi pengendalian intern dalam 5 (lima) divides internal control in 5 (five) interrelated
komponen yang saling terkait yaitu: components:
Control Environment Control Environment

Penetapan kebijakan oleh Direksi yang akan Policy determination by the Board of directors will
menentukan budaya dan kegiatan operasional determine the culture and operational activities of
perusahaan secara keseluruhan dan menjadi acuan the company as a whole and become a reference
bagi ke 4 komponen lainnya, mencakup: for the 4 other components, including:
Tanggung jawab Direksi untuk: Responsibilities of the Board of Directors:

1. Menyetujui dan secara periodik mereview 1. Approve and periodically view the overall
keseluruhan strategi bisnis dan kebijakan Bank. business strategy and policy of the Bank.
2. Memahami risiko utama yang dihadapi Bank, 2. Understand the main risks facing the Bank,
menetapkan tingkat risiko yang dapat diterima establishing acceptable levels of Riisko and
dan memastikan bahwa manajemen senior ensuring that senior management is acceptable
yang dapat diterima dan memastikan bahwa and ensuring that senior management
manajemen senior telah melaksanakan identifikasi, has conducted identification, measuring,
mengukur, memantau dan mengendalikan risiko. monitoring and controlling Risk.
3. Menyetujui struktur organisasi. 3. Approve the organizational structure.
4. Memastikan bahwa manajemen senior 4. Ensure that senior management monitors the
memantau efektivitas dari sistem pengendalian effectiveness of the Bank’s internal control
intern Bank. system.
Tanggung jawab Manajemen untuk: Responsibilities of Senior Management:

1. Mengimplementasikan strategi dan kebijakan 1. Implement strategies and policies approved by
yang telah disetujui oleh Direksi. the Board of Directors.
2. Menetapkan proses untuk mengidentifikasi, 2. Establish a process for identifying, measuring,
mengukur, memonitor dan memantau risiko monitoring and monitoring the risks that occur
yang terjadi di Bank. in the Bank.
3. Memastikan bahwa struktur organisasi dengan 3. Ensure that the organizational structure
jelas menetapkan tanggung jawab, kewenangan clearly establishes responsibility, authority and
dan garis pelaporan serta memastikan reporting lines and ensures that the delegation
bahwa pendelegasian tanggung jawab telah of responsibility has been implemented
dilaksanakan secara efektif. effectively.
4. Menetapkan kebijakan pengendalian intern 4. Establishing appropriate internal control
yang tepat serta memantau kecukupan dan policies and monitoring the adequacy and
efektivitas dari sistem pengendalian intern. effectiveness of internal control systems.

Tanggung jawab Direksi dan Manajemen Senior untuk: Responsibilities of Directors and Senior Management:
Menetapkan standar etika dan integritas yang tinggi To establish high ethical and integrity standards
serta mengembangkan budaya yang menekankan and to develop a culture that emphasizes
dan memperlihatkan kepada seluruh karyawan and demonstrates to all employees about the
mengenai pentingnya pengendalian intern. Setiap importance of internal control. Every employee in
karyawan dalam organisasi perlu mengetahui the organization needs to know each other’s role
peran masing-masing dalam pengendalian intern. in internal control.
Risk Assessment Risk Assessment

Mengindentifikasi dan menganalisis risiko yang Identifying and analyzing the risks faced in
dihadapi dalam pencapaian obyektif perusahaan objective achievement of the company and
serta menentukan bagaimana suatu risiko harus determining how a risk should be managed,
dikelola, mencakup sistem pengendalian intern yang including an effective internal control system that
efektif yang dapat mengidentifikasi dan menelaah can identify and study the risks can materially
risiko yang secara material dapat mempengaruhi affect the objective achievement of the Bank.
pencapaian obyektif Bank. Penelahaan harus The study must cover all risks that the Bank faces
mencakup seluruh risiko yang dihadapi Bank in consolidation (including credit risk, liquidity
secara konsolidasi (antara lain risiko kredit, risiko risk, operational risk, legal risk, strategic risk,
likuiditas, risiko operasional, risiko hukum, risiko compliance risk and reputational risk)
stratejik, risiko kepatuhan dan risiko reputasi).
Control Activities Control Activities

Meliputi kebijakan, prosedur dan praktek Includes policies, procedures and practices to
pelaksanaan untuk memastikan bahwa arahan/ ensure that the directors ‘ directives/policies are
kebijakan Direksi dilaksanakan dengan baik dan well executed and consistent, including:
konsisten, mencakup:
1. Ditetapkannya suatu struktur pengendalian yang 1. Set up a precise control structure, which
tepat, yang menjelaskan aktivitas pengendalian explains the controlling activity at every
disetiap tingkatan bisnis. Hal ini mencakup business level. This includes reviews by top
review oleh manajemen puncak, aktivitas management, appropriate control activities
pengendalian yang tepat untuk berbagai for a variety of work units, physical control,
unit kerja, pengendalian fisik, pengecekkan reduction in compliance with limits and further
mengenai kepatuhan terhadap limit-limit dan limits on non-compliance, systems related
tindak lanjut atas ketidakpatuhan, sistem yang to approval and authorization processes and
terkait dengan proses persetujuan dan otorisasi verification and reconciliation systems.
serta sistem verifikasi dan rekonsiliasi.
2. Adanya pemisahan tugas yang benar/tepat 2. The separation of the right/right tasks and no
dan tidak ada penugaan yang berbenturan penugaan in conflict of interest/responsibilities.
kepentingan/tanggung jawab. Area yang Areas of potential conflicts of interest must
berpotensi terjadinya benturan kepentingan be identified, minimized and must always be
harus diidentifikasi, diminimalisir dan harus monitored.
senantiasa dipantau.
Information and Communication Information and Communication

Mencakup perolehan dan penyampaian informasi Includes obtaining and delivering relevant
yang relevan sebagai dasar untuk pengambilan information as the basis for decision making,
keputusan, termasuk mengkomunikasikan including communicating in detail and timely
secara detail dan tepat waktu sehingga dapat manner so that it can be implemented effectively
dilaksanakan secara efektif dan efisien, meliputi: and efficiently, covering:
1. Data finansial, operasional dan kepatuhan yang 1. Comprehensive financial, operational and
komprehensif serta informasi pasar mengenai compliance Data as well as market information

2020 Annual Report
kejadian maupun kondisi yang relevan untuk on events and relevant conditions for decision
pengambilan keputusan. Informasi tersebut making. Such information must be trustworthy,
harus dapat dipercaya, tepat waktu, dapat timely, accessible and created in a consistent
diakses dan dibuat dalam format yang konsisten. format.
2. Sistem informasi yang handal yang mencakup 2. Reliable information system that covers all the
seluruh aktivitas Bank yang penting. important Bank activities.
3. Saluran komunikasi yang efektif untuk 3. Effective communication channels to ensure
memastikan bahwa seluruh karyawan that all employees understand and adhere to
memahami dan mentaati kebijakan dan the policies and procedures associated with
prosedur yang terkait dengan tugas dan their respective duties and responsibilities and
tanggung jawab masing-masing dan bahwa that information is received by the appropriate
informasi diterima oleh karyawan yang tepat. employees.
Monitoring Monitoring
Proses untuk menilai kualitas pengendalian intern Process to assess the quality of internal controls
yang dilakukan secara berkesinambungan untuk that are carried out continuously to disable that the
mematikan bahwa pengendalian berjalan sesuai control is running in accordance with provisions,
dengan ketentuan, mencakup: including:
1. Pemantauan yang berkesinambungan 1. Ongoing monitoring of the effectiveness of
terhadap efektivitas pengendalian intern serta internal controls and monitoring of key risks
pemantauan terhadap risiko-risiko kunci harus must be part of daily activities and should be
merupakan bagian dari aktivitas harian serta evaluated periodically by business executor
harus dievaluasi secara periodik oleh pelaksana and internal audit.
bisnis dan audit intern.
2. Pelaksanaan audit yang komprehensif terhadap 2. Implementation of a comprehensive audit
sistem pengendalian intern oleh auditor intern of internal control systems by independent,
yang independen, terlatih dan kompeten, yang trained and competent internal auditors,
hasilnya harus dilaporkan langsung kepada whose results must be reported directly to
Direktur Utama, Komite Audit dan manajemen the President Director, Audit Committee and
senior terkait. related senior management.
3. Identifikasi kekurangsempurnaan dalam 3. Identification of Kekurangsempurnaan in
pengendalian intern oleh karyawan, pelaksana internal control by employees, business executor
bisnis ataupun audit intern yang harus or internal audit which should be reported
segera dilaporkan ketingkat manajemen dan immediately to the level of management and
ditanggapi. Kekurangan yang signifikan harus response. Significant deficiencies should be
dilaporkan kepada Manajemen Senior dan reported to Senior Management and board of
Direksi. Directors.
Evaluasi Pelaksanaan Sistem Evaluation of Implementation of

Pengendalian Internal Internal Control System
Hasil evalusi atas sistem pengendalian internal, Weakness in the Internal system, whether identified
baik oleh satuan kerja operasional (risk taking unit), by the risk taking unit, SKAI or other parties, is
SKAI, maupun pihak lainnya, segera dilaporkan immediately reported and the attention of officials
dan menjadi perhatian pejabat atau Direksi yang or directors authorized. Weaknesses of material
berwenang. Kelemahan pengendalian internal internal control are also reported to the Board of
yang material juga dilaporkan kepada Dewan Commissioners.
Komisaris.
Langkah-langkah perbaikan yang dilakukan The steps to repair the Bank in order to improve
Bank dalam rangka memperbaiki kelemahan internal control weakness such as:
pengendalian intern, antara lain:

1. Setiap laporan mengenai kelemahan dalam 1. Any report on the weakness in internal
pengendalian intern atau tidak efektifnya control or ineffectiveness of Bank risk control
pengendalian risiko Bank segera ditindaklanjuti is immediately followed up by the Board of
oleh Dewan Komisaris, Direksi dan pejabat Commissioners, directors and related executive
eksekutif terkait. officers.
2. SKAI melakukan review atau langkah 2. SKAI conducts review or other adequate
pemantauan lainya yang memadai terhadap monitoring measures against the weaknesses
kelemahan yang terjadi dan segera melaporkan incurred and promptly reports to the President
kepada Direktur Utama, Dewan Komisaris Director, the BOC and the Audit committee,
dan Komite Audit, dalam hal masih terdapat in the event that there is still an uncorrected
kelemahan yang belum diperbaiki atau tindakan weakness or action Unactionable corrective
korektif yang belum ditindaklanjuti. action.
3. Untuk menentukan bahwa seluruh kelemahan 3. To determine that the entire weakness
segera ditindaklanjuti maka harus ada kesadaran immediately followed up must be no awareness
dari unit terkait untuk segera mengambil of the associated unti to immediately take
langkah perbaikan. Direksi dan Dewan Komisaris corrective steps. The Board of Directors
harus menerima laporan secara berkala berupa and BOC must receive regular reports of an
ikhtisar mengenai hasil identifikasi seluruh overview of the results of identifying all issues
permasalahan dalam pengendalian internal. in internal control.
Berdasarkan evaluasi yang telah dilakukan Based on the evaluation that has been conducted
selama tahun 2020, menunjukkan bahwa sistem during the year 2020, indicating that the internal
pengendalian internal pada bank bjb telah memadai. control system of the bank bjb is adequate.
Fungsi Kepatuhan Compliance Function
Struktur Organisasi Divisi Kepatuhan dan Organizational Structure Compliance

APU PPT Division and APU PPT
Pemimpin Divisi Kepatuhan dan

APU PPT
Head of Compliance and APU
PPT Division
Grup Tata Kelola dan Grup Pengembangan & Grup Pengelolaan

Pengendalian Gratifikasi Pengkajian Kepatuhan Program APU PPT
Governance and Gratuity Compliance Development & APU PPT Program
Control Group Assessment Group Management Group
Direktur yang Membawahi Fungsi Kepatuhan Director Who is Managing Compliance Function
Sebagai bentuk kepatuhan kepada POJK No. As a form of obedience to POJK No. 46/
46/POJK.03/2017 tentang Pelaksanaan Fungsi POJK.03/2017 regarding the implementation
Kepatuhan Bank Umum, bank bjb telah menunjuk of the general Bank’s compliance function,
Direktur yang membawahi fungsi kepatuhan. bank bjb has appointed director who overtakes
Direktur Kepatuhan bank bjb telah memenuhi compliance function. Director of Compliance bank
prasyarat integritas dan kompetensi dibuktikan bjb has fulfilled the prerequisites of integrity and
dengan telah lulus proses fit and proper test dari competence evidenced by having passed the fit
Otoritas Jasa Keuangan. and proper test process of the Financial Services
Authority.

2020 Annual Report
Divisi Kepatuhan dan APU PPT Compliance and APU PPT Division
bank bjb telah membentuk Satuan Kerja Kepatuhan bank bjb has established a compliance work unit
yang termasuk dalam Direktorat Kepatuhan dan which is included in the Directorate of Compliance
Manajemen Risiko yakni Divisi Kepatuhan dan APU and Risk management which is the Compliance
PPT. Satuan Kerja Kepatuhan independen terhadap division and APU PPT. Compliance Work Unit is
unit kerja bisnis dan melaksanakan kegiatan sesuai independent of the business unit and carries out
dengan fungsi yang tercantum POJK Nomor activities in accordance with the functions listed
46/POJK.03/2017 tentang Pelaksanaan fungsi by POJK number 46/POJK.03/2017 concerning
kepatuhan bank umum. The Implementation of Public Bank Compliance
Functions.
Profil Kepala Divisi Kepatuhan dan APU PPT Profil Kepala Divisi Kepatuhan dan APU PPT

Sarjana di bidang Manajemen dari Bachelor in Management from
Universitas Padjajaran tahun 1990. Padjajaran University in 1990.
Pengalaman Kerja/Work Experience

Bergabung di bank bjb sejak 1991 Joined bank bjb since 1991 with a history
dengan riwayat jabatan antara lain: of positions including:
• Pemimpin Yayasan Kesejahteraan • Head of the bank bjb Employee
Pegawai bank bjb sejak Januari Welfare Foundation from January
Cecep Trisna 2017 hingga Desember 2018. 2017 to December 2018.
• Pemimpin Divisi Pendidikan dan • Head of the Education and Training
Pemimpin Divisi Kepatuhan dan APU PPT
Pelatihan sejak Januari 2014 hingga Division from January 2014 to January
Compliance Division leader and APU PPT
Januari 2017. 2017.
Kewarganegaraan • Pemimpin Divisi Change • Head of the Change Management
Citizenship Management Office sejak Mei 2013 Office Division from May 2013 to
hingga Januari 2014. January 2014.
Indonesian citizens
Domisil Riwayat Penunjukan/Appointment History

Domicile Berdasarkan Surat Keputusan Direksi Based on the Decree of the Board of
Bandung No. 1516/SK/DIR-HC/2018. Directors No. 1516/SK/DIR-HC/2018.
Tempat dan Tanggal Lahir/Usia

Place and Date of Birth/Age
Bandung, 7 Juni 1967, Per 31 Desember
2020 berusia 53 Tahun.
Bandung, 7 June 1967, As of 31 December
2019, 52 years old.
Tugas dan Tanggung Jawab Fungsi Duties and Responsibilities of Compliance

Kepatuhan Functions
Satuan Kerja Kepatuhan memiliki tugas dan The Compliance Work Unit has the duties and
tanggung jawab sebagai berikut: responsibilities at least including:
1. Membuat langkah untuk mendukung terciptanya 1. Make steps to support the creation of a
Budaya Kepatuhan pada seluruh kegiatan Compliance Culture in all business activities of
usaha Bank pada setiap jenjang organisasi. the Bank at every level of the organization.

2. Melakukan identifikasi, pengukuran, 2.

Identifying, measuring, monitoring and
pemantauan dan pengendalian terhadap risiko controlling compliance risk by referring to OJK
kepatuhan dengan mengacu pada ketentuan regulations governing the application of risk
OJK yang mengatur mengenai penerapan management for commercial banks.
manajemen risiko bagi bank umum.
3. Menilai dan mengevaluasi efektivitas, kecukupan 3. Assess and evaluate the effectiveness, adequacy
dan kesesuaian kebijakan, ketentuan, sistem and suitability of policies, regulations, systems
maupun prosedur yang dimiliki oleh Bank and procedures owned by the Bank with the
dengan peraturan perundang-undangan. provisions of the legislation.
4. Melakukan kaji ulang dan/atau merekomendasikan 4. Conduct a review and/or recommend updating
pengkinian dan penyempurnaan kebijakan, and refining policies, provisions, systems and
ketentuan, sistem maupun prosedur agar procedures to comply with OJK provisions and
sesuai dengan ketentuan OJK dan ketentuan statutory provisions.
peraturan perundang-undangan.
5. Melakukan upaya untuk memastikan bahwa 5. Make efforts to ensure that the policies, system
kebijakan, ketentuan sistem dan prosedur, and procedure provisions, as well as the Bank’s
serta kegiatan usaha Bank telah sesuai dengan business activities are in accordance with the
ketentuan OJK dan ketentuan peraturan FSA and statutory regulations.
perudang-undangan.
6. Melakukan tugas lain yang terkait dengan 6. Perform other tasks related to the Compliance
Fungsi Kepatuhan antara lain: Function, including:
a. Memastikan kepatuhan Bank terhadap a. Ensuring the Bank’s compliance with
komitmen yang dibuat oleh Bank kepada commitments made by the Bank to OJK
OJK dan/atau otoritas pengawas lain yang and/or other supervisory authorities.
berwenang.
b. Melakukan sosialisasi kepada seluruh b. Disseminating information to all Bank
pegawai Bank mengenai hal-hal yang employees regarding matters relating to the
terkait dengan Fungsi Kepatuhan terutama Compliance Function, especially regarding
mengenai ketentuan yang berlaku. applicable regulations.
c. Bertindak sebagai narahubung (contact c. Acting as a contact person for the Bank’s
person) untuk permasalahan kepatuhan compliance issues for internal and external
Bank bagi pihak internal maupun eksternal. parties.
Satuan Kerja Kepatuhan melaksanakan kegiatan The Compliance unit conducts activities in
sesuai dengan fungsi yang tercantum dalam POJK accordance with the functions stated in the POJK
Nomor 46/POJK.03/2017 tentang Pelaksanaan Number 46/POJK.03/2017 regarding The
Fungsi Kepatuhan Bank Umum yaitu: Implementation of Compliance Function of The
Public Bank:
1. Mewujudkan terlaksananya Budaya Kepatuhan 1. Establish the implementation of culture of
pada semua tingkatan organisasi dan kegiatan compliance at all levels of the organization and
usaha Bank. business activities of the Bank.
2. Mengelola Risiko Kepatuhan yang dihadapi 2. Managing the compliance risk faced by the
oleh Bank. Bank.
3. Memastikan kebijakan, ketentuan, sistem dan 3. Ensure that the policies, provisions, systems and
prosedur serta kegiatan usaha yang dilakukan procedures and business activities undertaken
oleh Bank telah sesuai dengan ketentuan OJK by the Bank are in accordance with the provisions
dan ketentuan peraturan perundang-undangan. of OJK and the provisions of legislation.
4. Memastikan kepatuhan Bank terhadap 4. Ensure that the Bank’s compliance with
komitmen yang dibuat oleh Bank kepada the commitments made by the Bank to the
Otoritas Jasa Keuangan dan/atau otoritas Financial Services Authority and/or other
pengawas lain yang berwenang. regulatory authorities.

2020 Annual Report
Strategi Kepatuhan 2020 2020 Compliance Strategy
Divisi Kepatuhan & APU-PPT telah melaksanakan The Compliance & APU-PPT Division has
langkah-langkah dalam rangka mendukung implemented measures in order to support the
terciptanya budaya kepatuhan dan penerapan creation of a culture of compliance and good
Tata Kelola yang baik pada seluruh kegiatan corporate governance implementation on all bank
usaha Bank pada setiap jenjang organisasi melalui business activities in every criminal organization.
kegiatan sosialisasi secara rutin, antara lain: One of the things done is to implement socialization
that is routinely conducted, among others:
1. Sosialisasi Budaya Kepatuhan dan APU-PPT. 1. Socialization of compliance culture and APU-PPT;
2. Training of Trainee (ToT) Pengendalian Gratifikasi, 2. Training of Trainees (ToT) the control of
dan LHKPN. gratification, and LHKPN;
3. Sosialisasi ketentuan baru kepada seluruh unit 3. Dissemination of new provisions to all central
kerja kantor pusat. office work units;
4. Pendidikan dan pelatihan GCG, Gratifikasi, 4. Education and training of GCG, gratification,
Benturan Kepentingan dan APU-PPT. conflict of interest, and APU-PPT;
5. Sosialisasi tata cara pengisian LHKPN. 5. Dissemination of procedures for filling out LHKPN.
6. Pengembangan bjb AMOLA untuk pemantauan 6. Development of bjb AMOLA for monitoring
penerapan program APU-PPT dan bjb Cyber application of APU PPT program and bjb Cyber
Cafe sebagai sistem pencarian ketentuan internal. Cafe as the internal provisions search system.
Selain itu Divisi Kepatuhan & APU-PPT juga In addition, the Compliance Division & APU-PPT
melakukan sosialisasi pengelolaan penerapan also conducts the dissemination of compliance
Fungsi Kepatuhan kepada Perusahaan Anak dan functions to subsidiaries and related companies. In
Perusahaan Terelasi. pada tahun 2020 kegiatan 2020, socialization conducted among others:
sosialisasi dimaksud dilaksanakan kepada:
1. PT BPR Intan Jabar 1. PT BPR Intan Jabar
2. PT BPR Wibawa Mukti Jabar 2. PT BPR Wibawa Mukti Jabar
3. PD BPR LPK Parungpanjang 3. PD BPR LPK Parungpanjang
4. PT BPR Cianjur Jabar 4. PT BPR Cianjur Jabar
5. PT BPR Cipatujah Jabar 5. PT BPR Cipatujah Jabar
6. PT BPR Artha Galuh Mandiri Jabar 6. PT BPR Artha Galuh Mandiri Jabar
7. PD BPR PK Balongan 7. PD BPR PK Balongan
8. bank bjb Syariah 8. bank bjb Syariah
Pelaksanaan Program Kerja Fungsi Implementation of Compliance Function

Kepatuhan Tahun 2020 Work Program Year 2020
Pelaksanaan program kerja Fungsi Kepatuhan The implementation of the Compliance Function
pada tahun 2020 adalah sebagai berikut: work program in 2020 is as follows:
1. Divisi Kepatuhan & APU-PPT membuat langkah- 1. Compliance & AML-CFT Division took steps to
langkah dalam rangka mendukung terciptanya support the creation of a culture of compliance
budaya kepatuhan pada seluruh kegiatan usaha in all bank business activities at every level
bank pada setiap jenjang organisasi. Salah satu of the organization. One of these was carried
yang dilakukan dengan melaksanakan kegiatan out by carrying out compliance culture
sosialisasi budaya kepatuhan secara rutin untuk dissemination activities on a regular basis to
mewujudkan terlaksananya budaya kepatuhan realize the implementation of a compliance
pada semua tingkatan organisasi dan kegiatan culture at all levels of the organization and
usaha Bank. Adapun kegiatan Divisi Kepatuhan business activities of the Bank. The activities
& APU-PPT selama tahun 2020 ini adalah of the Compliance & AML-CFT Division during
sebagai berikut: 2020 were as follows:

a. Penetapan ketentuan internal Bank a. Determination of the Bank’s internal regulations

- Surat Keputusan Direksi PT Bank - Decree of the Board of Directors of
Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa
dan Banten, Tbk., Nomor 0170/SK/ Barat and Banten, Tbk., Number 0170/
DIR-KAP/2020 tanggal 18 Maret 2020 SK/DIR-KAP/2020 dated March 18,
tentang Standar Operasional Prosedur 2020 concerning Standard Operating
Penerapan Program Anti Pencucian Uang Procedures for the Implementation of the
dan Pencegahan Pendanaan Terorisme Anti-Money Laundering and Prevention
(SOP Penerapan Program APU PPT). of Terrorism Funding Program (SOP for
APU PPT Program Implementation) .
- Surat Keputusan Divisi PT Bank - Decree of the Division of PT Bank
Pembangunan Daerah Jawa Barat dan Pembangunan Daerah Jawa Barat
Banten, Tbk., Nomor 002/SK/KAP- and Banten, Tbk., Number 002/SK/
PPA/2020 tanggal 26 Juni 2020 tentang KAP-PPA/2020 dated June 26, 2020
Petunjuk Teknis Penerapan Program concerning Technical Guidelines for
Anti Pencucian Uang dan Pencegahan the Implementation of the Anti Money
Pendanaan Terorisme di Cabang (Juknis Laundering and Prevention of Terrorism
Penerapan Program APU PPT di Cabang). Funding Program in Branches (Technical
Guidelines for the Implementation of the
APU PPT Program at the Branch).
- Surat Keputusan Divisi PT Bank - Decree of the Division of PT Bank
Pembangunan Daerah Jawa Barat dan Pembangunan Daerah Jawa Barat
Banten, Tbk., Nomor 004/SK/KAP- and Banten, Tbk., Number 004/SK/
PPA/2020 tanggal 22 Desember 2020 KAP-PPA/2020 dated December 22,
tentang Petunjuk Teknis Penerapan 2020 concerning Technical Guidelines
Program Anti Pencucian Uang dan for the Implementation of the Anti-
Pencegahan Pendanaan Terorisme di Money Laundering and Prevention of
Kantor Pusat (Juknis Penerapan Program Terrorism Funding Program at the Head
APU PPT di Kantor Pusat). Office (Technical Guidelines for the
Implementation of the APU Program
PPT at Head Office).
b. Kegiatan sosialisasi dengan tema “Budaya b. Outreach activity with the theme
Kepatuhan dan APU-PPT” pada 24 (dua “Compliance Culture and AML-CFT” in 24
puluh empat) jaringan Kantor Cabang. (twenty four) Branch Office networks.
c. Kegiatan sosialisasi tata cara pengisian c. Socialization activities for filling out
e-LHKPN kepada seluruh unit kerja di e-LHKPN to all work units within bank bjb.
lingkungan bank bjb.
d. Kajian kepatuhan dalam rangka memastikan d. Compliance studies in order to ensure
kepatuhan atas ketentuan internal bank bjb compliance with bank bjb internal provisions
terhadap ketentuan perundang – undangan against statutory provisions that have been
yang telah disusun sebanyak 396 (tiga ratus compiled as many as 396 (three hundred
sembilan puluh enam) kajian. ninety six) reviews.
2. Mengikuti ajang penjurian nominasi terhadap 2. Participating in the nomination judging event
BUMN/BUMD terbaik dalam pengelolaan for the best BUMN/BUMD in the management
gratifikasi dan LHKPN. of gratuities and LHKPN.
3. Melakukan pemantauan tindak lanjut komitmen 3. Monitoring follow-up on Bank commitments to
Bank terhadap regulator. regulators.
4. Melakukan pemantauan terhadap pengenaan 4. Monitoring the imposition of sanctions/fines by
sanksi/denda regulator. regulators.
5. Melakukan pemantauan terhadap rapat rutin 5. Monitoring routine meetings at work units.
pada unit kerja.

2020 Annual Report
6. Melakukan kajian terhadap ketentuan yang 6. Reviewing the new regulations imposed by
baru diberlakukan oleh regulator. regulators.
7. Melakukan monitoring dan evaluasi dengan 7. Monitoring and evaluating with the Corruption
KPK (Komisi Pemberantasan Korupsi) Eradication Commission (KPK) regarding
mengenai program pengendalian gratifikasi the gratituity control program and LHKPN
dan pengelolaan LHKPN. management.
8. Melakukan identifikasi dan inventarisir 8. Identifying and inventory reporting obligations
kewajiban pelaporan kepada regulator to regulators based on OJK regulations and
berdasarkan peraturan OJK dan peraturan applicable laws and regulations.
perundang–undangan yang berlaku.
9. Menyampaikan notifikasi dan pemantauan 9. Notifying and monitoring compliance with the
kepatuhan atas kewajiban pelaporan Bank Bank’s reporting obligations to regulators in
kepada regulator agar dilaksanakan dengan order to be implemented with due observance
memperhatikan ketentuan yang berlaku. of applicable regulations.
10. Menyusun resume atas kebijakan atau 10. Preparing a resume on policies or regulations
peraturan yang dikeluarkan otoritas, misalnya issued by the authorities, for example PBI,
PBI, PADG, POJK, SEOJK dan lainnya. Hasil PADG, POJK, SEOJK and others. The results of
resume tersebut disampaikan kepada unit kerja the resume are submitted to the relevant work
terkait untuk selanjutnya digunakan oleh unit unit for further use by the related work unit to
kerja terkait untuk dilakukan perbaikan atau make improvements or adjustments to policies,
penyesuaian terhadap kebijakan, sistem dan systems and procedures in the work unit.
prosedur yang ada pada unit kerja.
11. Monitoring terhadap kewajiban pelaporan yang 11. Monitoring of reporting obligations that have
telah disampaikan kepada regulator. been submitted to regulators.
12. Melakukan pemantauan kepatuhan Bank atas 12. Monitoring the Bank’s compliance with POJK
ketentuan POJK, diantaranya terhadap rasio regulations, including the ratio of KPMM, LLL,
KPMM, BMPK, asset produktif bermasalah non-performing earning assets to total earning
terhadap total asset produktif, CKPN, PDN, GWM. assets, CKPN, PDN, GWM.
13. Melakukan koordinasi dengan Divisi Manajemen 13. Coordinating with the Risk Management
Risiko terkait pengukuran profil Kepatuhan. Division regarding the measurement of the
Compliance profile.
Program Anti Pencucian Uang Anti Money Laundering (APU) and

(APU) dan Pencegahan Pendanaan Prevention of Terrorism Funding
Terorisme (PPT) (PPT) Program
Penerapan program Anti Pencucian Uang dan The implementation of the Anti-Money Laundering
Pencegahan Pendanaan Terorisme atau disebut and Prevention of Terrorism Funding or also known
juga dengan program APU-PPT (Anti - Money as the AML-CFT (Anti-Money Laundering and
Laundering and Counter – Financing Terorisme/ Counter-Financing Terrorism/AML-CFT) program
AML-CFT) merupakan program yang dilaksanakan is a program that is carried out on an ongoing basis
secara berkesinambungan sebagai upaya as an effort to prevent and eradicate the crime of
pencegahan dan pemberantasan tindak pidana Money Laundering and Terrorism Funding in bank
Pencucian Uang dan Pendanaan Terorisme di bank bjb, the external regulations governing AML-CFT
bjb, adapun ketentuan eksternal yang mengatur are as follows:
tentang AML-CFT sebagai berikut:
1. Undang-Undang Nomor 8 Tahun 2010 tanggal 1. Law of the Republic of Indonesia Number 8 of
22 Oktober 2010 tentang Pencegahan dan 2010 dated October 22nd, 2010, concerning
Pemberantasan Tindak Pidana Pencucian Uang. Prevention and Eradication of Money
Laundering (PP TPPU Law).

2. Undang-Undang Nomor 9 Tahun 2013 tanggal 2. Law of the Republic of Indonesia Number 9
13 Maret 2013 tentang Pencegahan dan of 2013 dated March 13th, 2013, concerning
Pemberantasan Tindak Pidana Pendanaan Prevention and Eradication of Criminal Acts on
Terorisme. Terrorism Funding.
3. Peraturan Otoritas Jasa Keuangan Nomor 12/ 3. Financial Services Authority Regulation (POJK)
POJK.01/2017 tanggal 16 Maret 2017 tentang Number 12/POJK.01/2017 dated March 16th,
Penerapan Program Anti Pencucian Uang dan 2017 concerning the Implementation of the Anti-
Pencegahan Pendanaan Terorisme Di Sektor Money Laundering and Prevention of Terrorism
Jasa Keuangan. Funding in the Financial Services Sector.
4. Peraturan Otoritas Jasa Keuangan (POJK) 4. Financial Services Authority Regulation (FSAR)
Nomor 23/POJK.01/2019 tanggal 18 September Number 23/POJK.01/2019 dated September
2019 tentang Perubahan atas Peraturan Otoritas 18th, 2019 concerning Amendments to Financial
Jasa Keuangan Nomor 12/POJK.01/2017 Services Authority Regulation Number 12/
tentang Penerapan Program Anti Pencucian POJK.01/2017 Regarding the Implementation of
Uang dan Pencegahan Pendanaan Terorisme di Anti-Money Laundering and Prevention of Terrorism
Sektor Jasa Keuangan. Funding Programs in the Financial Services Sector.
5. Surat Edaran Otoritas Jasa Keuangan (SEOJK) 5. Circular of Financial Services Authority (SEOJK)
Nomor 32/SEOJK.03/2017 tanggal 22 Juni 2017 Number 32/SEOJK.03/2017 dated June 22nd,
tentang Penerapan Program Anti Pencucian 2017 concerning the Implementation of Anti-
Uang dan Pencegahan Pendanaan Terorisme Money Laundering and Prevention of Terrorism
di Sektor Perbankan. Funding in the Banking Sector.
6. Surat Keputusan Direksi PT Bank Pembangunan 6. Decree of the Directors of PT Bank Pembangunan
Daerah Jawa Barat dan Banten, Tbk. Nomor Daerah Jawa Barat dan Banten, Tbk. Number
0809/SK/DIR-KP/2017 tanggal 19 September 0809/SK/DIR-KP/2017 dated September 19, 2017
2017 tentang Pedoman Penerapan Program Anti concerning the Policy onthe Implementation
Pencucian Uang dan Pencegahan Pendanaan of Anti-Money Laundering and Prevention of
Terorisme (Pedoman APU PPT bank bjb). Terrorism Funding (APU PPT Policy bank bjb).
7. Surat Keputusan Direksi PT Bank Pembangunan 7. Decree of the Board of Directors of PT Bank
Daerah Jawa Barat dan Banten, Tbk., Nomor Pembangunan Daerah Jawa Barat dan Banten,
0170/SK/DIR-KAP/2020 tanggal 18 Maret Tbk. Number 0170/SK/DIR-KAP/2020 dated
2020 tentang Standar Operasional Prosedur March 18, 2020 concerning Guidelines for the
Penerapan Program Anti Pencucian Uang Implementation of the Anti Money Laundering
dan Pencegahan Pendanaan Terorisme (SOP and Prevention of Terrorism Funding program
Penerapan Program APU PPT). (Guidelines for Bank bank bjb PPT APU).
8. Surat Keputusan Divisi PT Bank Pembangunan 8. Decree of the Division of PT Bank Pembangunan
Daerah Jawa Barat dan Banten, Tbk., Nomor Daerah Jawa Barat and Banten, Tbk., Number
002/SK/KAP-PPA/2020 tanggal 26 Juni 002/SK/KAP-PPA/2020 dated June 26,
2020 tentang Petunjuk Teknis Penerapan 2020 concerning Technical Guidelines for the
Program Anti Pencucian Uang dan Pencegahan Implementation of the Anti-Money Laundering
Pendanaan Terorisme di Cabang (Juknis and Prevention of Terrorism Funding Program in
Penerapan Program APU PPT di Cabang). Branches (Technical Guidelines for Implementing
the APU Program PPT at Branch).
9. Surat Keputusan Divisi PT Bank Pembangunan 9. Decree of the Division of PT Bank Pembangunan
Daerah Jawa Barat dan Banten, Tbk., Nomor Daerah Jawa Barat and Banten, Tbk., Number
004/SK/KAP-PPA/2020 tanggal 22 Desember 004/SK/KAP-PPA/2020 dated December 22,
2020 tentang Petunjuk Teknis Penerapan 2020 concerning Technical Guidelines for the
Program Anti Pencucian Uang dan Pencegahan Implementation of the Anti-Money Laundering
Pendanaan Terorisme di Kantor Pusat (Juknis and Prevention of Terrorism Funding Program
Penerapan Program APU PPT di Kantor Pusat at the Head Office (Technical Guidelines for
Juknis Kantor Pusat). Program Implementation APU PPT at the Head
Office of Technical Guidance Head Office.

2020 Annual Report
Selama Tahun 2020, sebagai langkah keseriusan During 2020, as a step towards the seriousness of
Perseroan dan dalam rangka menjaga kepercayaan the Company and in order to maintain the trust
nasabah, bank bjb telah melaksanakan kegiatan of the customer, the bank bjb has carried out
dan pengembangan penerapan program APU-PPT activities and developed the application of the
antara lain sebagai berikut: PPT APU program, among others, as follows:
1. Melakukan pemantauan transaksi-transaksi 1. Monitoring financial transactions for a more in-
Keuangan untuk dilakukan analisa lebih depth analysis of the potential for Suspicious
mendalam terhadap potensi terjadinya Financial Transactions
Transaksi Keuangan Mencurigakan.
2. Melakukan Pelaporan Transaksi Keuangan 2. Reporting Suspicious Financial Transactions
Mencurigakan (LTKM) kepada Pusat Pelaporan (SFT/LTKM) to the Financial Transaction
dan Analisis Transaksi Keuangan (PPATK). Reports and Analysis Center (PPATK).
3. Melakukan Pelaporan Transaksi Keuangan Tunai 3. Reporting on Cash Financial Transactions
(LTKT) kepada Pusat Pelaporan dan Analisis (LTKT) to the Financial Transaction Reports
Transaksi Keuangan (PPATK). and Analysis Center (PPATK).
4. Melakukan Pelaporan Transaksi Transfer Dana 4. Reporting Fund Transaction Transfers From and
Dari dan Ke Luar Negeri (LTKL) kepada Pusat To Overseas (LTKL) to the Financial Transaction
Pelaporan dan Analisis Transaksi Keuangan Reporting and Analysis Center (PPATK).
(PPATK).
5. Melakukan Pelaporan Sistem Informasi Pengguna 5. Reporting the Integrated Service User Information
Jasa Terpadu (SIPESAT) kepada Pusat Pelaporan System (SIPESAT) to the Financial Transaction
dan Analisis Transaksi Keuangan (PPATK). Reports and Analysis Center (PPATK).
6. Melakukan pemeliharaan dan pemantauan 6. Performing maintenance and monitoring of
terhadap profil nasabah dengan daftar-daftar customer profiles with lists of people and
orang maupun lembaga yang wajib dipantau institutions that must be monitored based
berdasarkan database informasi dari otoritas yang on information databases from national and
berwenang baik nasional maupun internasional. international authorities.
7. Melakukan pemantauan terhadap nasabah 7. Monitoring customers who have been named
yang dijadikan tersangka atau terdakwa suatu as suspects or defendants of a criminal offence
tindak pidana serta Daftar Tersangka dan as well as the List of Suspects and Suspected
Terduga Teroris oleh pihak yang berwenang Terrorists by the authorities or from the mass
maupun dari media massa atau berdasarkan media or based on other information from
informasi lainnya dari sumber yang resmi. official sources.
8. Melakukan koordinasi dengan PPATK, KPK, 8. Coordinating with PPATK, KPK, POLRI and
POLRI serta pihak berwenang lainnya terkait other authorities related to Data Requests,
dengan Permintaan Data, Pemblokiran Rekening Account Blocking and Fund Confiscation
dan Penyitaan Dana berkenaan dengan kasus regarding cases of money laundering and
pencucian uang dan pendanaan terorisme. terrorism financing.
9. Melakukan kegiatan pemantauan terhadap 9. Carry out monitoring activities on the
pelaksanaan pengkinian data nasabah oleh implementation of updating customer data by
seluruh unit kerja dan cabang. all work units and branches.
10. Melakukan Pemantauan secara efektif terhadap 10. Conducting effective monitoring of Customer
Profil dan Transaksi Nasabah dengan memantau Profiles and Transactions by monitoring the
pelaksanaan pengelompokan nasabah kedalam implementation of customer groupings in
tingkat risiko (Risk Based Approach) terjadinya accordance with the level of risk of money
pencucian uang. laundering.
11. Melakukan penyusunan dan penyampaian 11. Preparing and submitting APU PPT risk
laporan penilaian risiko APU-PPT setiap semester. assessment reports every semester.
12. Melakukan pemenuhan pelaksanaan pembukaan 12. Fulfilling the implementation of the opening of
hubungan usaha Perseroan dengan bank the Company’s business relations with foreign
koresponden dari Luar Negeri dari aspek APU PPT. correspondent banks from APU PPT aspects.

13. Melakukan pengkajian terhadap aktivitas dan 13. Reviewing banking activities and products
produk perbankan terkait dengan kewajiban related to the obligation to implement the
penerapan program APU PPT sebelum aktivitas PPT APU program before the activities and
dan produk tersebut dijalankan. products are carried out.
14. Melakukan Pemantauan dan rekomendasi 14. Monitoring and providing recommendations
terkait pendidikan dan pelatihan APU PPT related to AML-CFT education and training for
terhadap karyawan Perseroan dalam rangka the Company’s employees in order to increase
meningkatkan pemahaman, kewaspadaan understanding, awareness and risks to the
serta risiko terhadap Tindak Pidana Pencucian Crime of Money Laundering and Terrorism
Uang dan Pendanaan Terorisme. Terhadap hal Funding. Regarding this, internal AML-CFT
ini telah diselenggarakan sertifikasi internal internal certification has been held for Fund
APU PPT bagi Officer Operasional Dana dan and Service Operational Officers and Heads of
Jasa dan Pemimpin Kantor Kas. Cash Offices.
15. Memastikan Teknologi Informasi yang 15. Ensuring that the Information Technology
mendukung Penerapan Program APU PPT that supports the Implementation of the AML-
telah sejalan dan mencakup perkembangan CFT Program was in line and includes the
bisnis, produk serta layanan Bank dalam hal development of the Bank’s business, products
ini pengembangan aplikasi bjb AMOLA (Anti and services, in this case the development
Money Laundering). Selain itu, dilaksanakan of the bjb AMOLA (Anti Money Laundering)
penyesuaian aplikasi terhadap ketentuan application. In addition, application adjustments
regulator (penyesuaian pelaporan goAML) were made to regulatory requirements (goAML
sehingga penerapan APU PPT menjadi lebih reporting adjustments) so that the application
efektif dan sesuai ketentuan regulator. of AML-CFT would be more effective and in
accordance with regulatory provisions.
16.
Melakukan koordinasi terkait pelaksanaan 16. Coordinating with the implementation of AML-
kebijakan program APU PPT pada unit kerja terkait CFT program policies in related work units
yang berhubungan langsung dengan Nasabah that are directly related to customers based
yang didasarkan atas hasil penilaian tingkat risiko on the results of the risk level assessment of
unit kerja terkait terhadap potensi terjadinya the related work unit against the potential for
Pencucian Uang dan Pendanaan Terorisme. Money Laundering and Terrorism Funding.
17.
Melakukan koordinasi terkait pelaksanaan 17. Coordinating with regard to the implementation
pelaksanaan kebijakan program APU PPT pada of the AML-CFT program policies in bank bjb
anak perusahaan bank bjb. subsidiaries.
18.
Melakukan pengkajian dalam rangka 18. Conducting studies to ensure the
memastikan penerapan APU PPT telah implementation of PPU APU has been carried
dilaksanakan pada Produk Aktivitas Baru out on New Activity Products (PAB) based on
(PAB) berdasarkan regulasi yang dikeluarkan regulations issued by the Financial Services
oleh Otoritas Jasa Keuangan (OJK). Authority (OJK).

2020 Annual Report
Jumlah Satuan
No. Nama Aktivitas Activities
Total Unit
Laporan Transaksi Keuangan Suspicious Transaction Report (STR) Laporan
1 293
Mencurigakan (LTKM) Reports
2 Laporan Transaksi Keuangan Tunai Cash Transaction Report (CTR) 10.237 Laporan
(LTKT) Reports
3 Laporan Transaksi Keuangan Transfer International Fund Transfer Instruction 7.390 Laporan
dana dari dan ke Luar Negeri (LTKL) Report (IFTI) Reports
4 Laporan SIPESAT (Sistem Informasi SIPESAT Report 1.212.507 Data CIF

Pengguna Jasa Terpadu) CIF Data
5 Korespondensi dengan pihak yang Correspondence with authorized party 58 Kali

berwenang Time
6 Pengkajian Penerapan APU PPT terkait Bank Implementation of AML-CFT 35 Kajian

aktivitas dan produk Baru Bank related to new activities and product Reviews
7 Pelaksanaan APU-PPT terkait bank Implementation of AML- CFT related to 25 Kali

koresponden correspondence bank Time
8 Jumlah pegawai yang mengikuti Number of employees participating in 3.284 Pegawai

pelatihan APUPPT AML-CFT Training Employees
Perkara Penting Important Case
Jumlah perkara penting yang dihadapi bank bjb The number of important cases faced by bank bjb
selama tahun 2020 adalah sebagai berikut. in 2020 is as follows.
Tabel Perkara Penting

Table of Important Case
Jumlah
Total
No. Perkara Penting Important Matters Hubungan

Perdata Pidana Industrial
Civil Criminal Industrial
Relations
1. Telah Selesai (telah mempunyai Completed (already has 3 - -

kekuatan hukum yang tetap) permanent legal force)
2. Dalam proses penyelesaian In the process of being completed 29 - -
Total Total 32 - -

Perkara Penting yang Dihadapi Important Case Faced by the Company

Perusahaan
Tabel Perkara Penting yang Dihadapi Perusahaan

Table of Important Cases Faced by the Company
Pokok Perkara Deskripsi Singkat Kasus

No
Case Profile Brief Case Description
1 Kantor Cabang: BSD 1. Bahwa bank bjb mengajukan surat kepada PT Asuransi
Gugatan Perbuatan Melawan Hukum Oleh Ahli Waris H.Iis Himalaya Pelindung perihal klaim pertanggungan asuransi
Abdul haris dan bank bjb kepada PT Asuransi Himalaya jiwa debitor atas nama H. Iis Abdul Haris.
Pelindung terkait Penolakan Klaim Asuransi Jiwa 2. PT Asuransi Himalaya Pelindung menyatakan bahwa
pengajuan klaim atas nama debitor tidak dapat diproses
lebih lanjut dan premi yang telah dibayar oleh bank bjb
telah dikembalikan oleh PT Asuransi Himalaya Pelindung.
Branch Office: BSD 1. That bank bjb submitted a letter to PT Asuransi Himalaya
Lawsuit against the Law by Inheritance H.Iis Abdul Haris and Protector regarding the debtor’s life insurance coverage
bank bjb to PT Asuransi Himalaya Protector related to the claim on behalf of H. Iis Abdul Haris.
Rejection of Life Insurance Claims 2. PT Asuransi Himalaya Protector stated that submission of
claims on behalf of the debtor cannot be further processed
and the premiums paid by bank bjb had been returned by
PT Protective Himalayan Insurance.
2 Kantor Cabang: Sukajadi Ir. Syahril Syahlodi Djemalip selaku pemilik jaminan terdahulu
Gugatan Perbuatan Melawan Hukum Oleh Ir. Syahril Syahlodi mengajukan gugatan kepada bank bjb dengan pokok gugatan
Djemalip antara lain meminta agar tidak dilakukan pengalihan hak atau
tindakan apapun atas objek agunan sampai dengan adanya
putusan yang berkekuatan hukum tetap.
Branch Office: Sukajadi Ir. Syahril Syahlodi Djemalip as the owner of the previous
Lawsuit against the Law by Ir. Syahril Syahlodi Djemalip collateral filed a lawsuit against bank bjb with the subject of
the lawsuit, among others, requesting that no transfer of rights
or any action be carried out on the object of collateral until
there was a final legally binding decision.
3 Kantor Cabang: Banjarmasin Sdr. Haryanti (Nasabah) mengajukan gugatan wanprestasi

Gugatan Wanprestasi Haryanti nasabah bank bjb Cabang kepada bank bjb Cabang Banjarmasin sehubungan dengan
Banjarmasin kepada bank bjb Cabang Banjarmasin tidak diterimanya fasilitas kartu ATM dan meminta ganti rugi
sejumlah uang yang telah disetorkan kepada bank bjb.
Branch Office: Banjarmasin Mr. Haryanti (Customer) filed a suit for default against bank
A lawsuit for default by Haryanti, a customer of bank bjb, bjb Banjarmasin branch in connection with not receiving the
Banjarmasin Branch, to bank bjb, Banjarmasin Branch ATM card facility and asked for compensation for the amount
of money that had been deposited to bank bjb.
4 Kantor Cabang: Daan Mogot Istri Debitur bank bjb Cabang Daan Mogot atas nama Irwan
gugatan Perlawanan dari Metty (istri debitur an. Irwan Sanjaya mengajukan gugatan Perlawanan bank bjb dengan
Sanjaya kepada bank bjb Cabang Daan Mogot pokok gugatan antara lain Menyatakan batal demi hukum
atau setidak-tidaknya menyatakan tidak mempunyai kekuatan
hukum mengikat rencana pelelangan atas asset jaminan kredit
berupa SHM No. 2925 atas nama Irwan Sanjaya.
Branch Office: Daan Mogot Debtor’s wife of bank bjb, Daan Mogot Branch on behalf of
Resistance lawsuit from Metty (the debtor’s wife. Irwan Irwan Sanjaya filed a lawsuit. Bank bjb resistance with the
Sanjaya to bank bjb Daan Mogot Branch principal of the lawsuit included declaring null and void or
at least stating that they did not have legal force to bind the
auction plan on credit guarantee assets in the form of SHM No.
2925 on behalf of Irwan Sanjaya.
5 Kantor Cabang: Singaparna Terdapat Debitur bank bjb an. Suaebah Habibah yang fasilitas
Gugatan Perbuatan Melawan Hukum kreditnya macet sehingga agunan atas kredit tersebut
dieksekusi melalui lelang agunan dan telah dilaksanakan
proses lelang agunan sampai dengan proses balik nama atas
pemenang lelang, pihak debitur mengajukan gugatan atas
proses lelang tersebut kepada PN. Tasikmalaya .
Branch Office: Singaparna There was bank bjb debtor, Suaebah Habibah, whose credit
Lawsuit against the Law facility was bad so that the collateral for the credit was
executed through the collateral auction and the collateral
auction process had been carried out until the process of
transferring the name of the auction winner, the debtor filed
a lawsuit against the auction process with the Tasikmalaya
District Court .

2020 Annual Report
Status Penyelesaian Sampai

Nilai Nominal Gugatan Risiko yang Dihadapi Sanksi Dengan Bulan Desember 2020
Nominal Lawsuit Risks Faced Penalty Settlement Status Until
December 2020
Pokok Petitum Gugatan Risiko Hukum Tidak Ada, Karena Merupakan Saat ini PT Himalaya Asuransi
1. Gugatan materiil pembayaran Perkara Perdata Pelindung dan bank bjb sedang
klaim asuransi sebesar melakukan upaya hukum Kasasi
Rp1.000.000.000,- (satu milyar
rupiah)
2. Gugatan immaterial sebesar
Rp1.000.000.000,- (satu milyar
rupiah)
Principal Petitum Lawsuit Legal Risk No, because it is a civil case Currently PT Himalaya Protection
1. Material claim for payment of Insurance and Bank BJB are conducting
insurance claim in the amount cassation legal actions
of IDR1,000,000,000, - (one
billion rupiah)
2. Immaterial lawsuit amounting
to IDR1,000,000,000, - (one
billion rupiah)
Pokok Petitum gugatan berupa Risiko Hukum Tidak Ada, Karena Merupakan Saat ini Ir. Syahril Syahlodi Djemalip
1.
Gugatan Kerugian Materiil Perkara Perdata sedang melakukan Upaya Hukum
sebesar Rp260.000.000,- Kasasi ke Mahkamah Agung RI
2.
Gugatan Kerugian Imateriil:
sebesar Rp1.000.000.000,-
The principal of the lawsuit in the Legal Risk No, because it is a civil case Currently Ir. Syahril Syahlodi Djemalip
form of: is currently making an appeal to the
1. The suit for material losses is Supreme Court of the Republic of
equal to IDR260,000,000, - Indonesia
2. Claim for Immaterial Losses:
amounting to IDR1,000,000,000,-
Pokok Petitum gugatan berupa Risiko Hukum Tidak Ada, Karena Merupakan Saat ini pihak Haryanti sedang
Gugatan Kerugian materiil Perkara Perdata melakukan upaya hukum kasasi ke
sebesar Rp5.200.000.000,- Mahkamah Agung
Pokok Petitum gugatan berupa Risiko Hukum Tidak Ada, Karena Merupakan Currently Haryanti is making an appeal
Gugatan Kerugian materiil Perkara Perdata to the Supreme Court
sebesarRp5.200.000.000,-
Materil Rp500 Juta Imateril Rp1 Risiko Hukum Tidak Ada, Karena Saat ini Metty sedang melakukan
Miliar Merupakan Perkara Perdata upaya hukum banding
bank bjb telah membalas kontra
memori banding
Material IDR500 Million Legal Risk No, because it is a civil case Metty is currently pursuing an appeal
Immaterial IDR1 Billion bank bjb has countered the counter
appeal memory
Pokok petitum gugatan berupa: Risiko Hukum Tidak Ada, Karena Merupakan Saat ini penggugat melakukan banding
gugatan kerugian materiil secara Perkara Perdata
tanggung renteng kepada tergugat
sebesar Rp171.050.000,-
The principal petitum of the Legal Risk No, because it is a civil case Currently the plaintiff is making an
lawsuit is in the form of: claim for appeal
material loss jointly and severally
against the defendant amounting
to IDR171,050,000,-


No
6 Kantor Cabang: Bogor Terdapat double financing 4 Debitur KPR Bank BTN yang
Gugatan Perbuatan Melawan Hukum menjadikan objek agunan bank bjb sebagai agunan Bank BTN
dikarenakan kesalahan pada proses pencairan kredit pada
Bank BTN dan Notaris Bank BTN, memohonkan sita jaminan
atas Agunan bank bjb.
Branch Office: Bogor There were double financing 4 KPR Bank BTN debtors who
Lawsuit against the Law made the object of bank bjb collateral as Bank BTN collateral
due to errors in the credit disbursement process at Bank BTN
and Bank BTN Notary, requesting collateral confiscation of
bank bjb collateral.
7 Kantor Cabang: Cibinong Tidak dilakukannya kewajiban pembayaran angsuran dari

Tidak dilakukannya kewajiban pembayaran angsuran pada Yosua Fickry Tumbelaka pada bank bjb baik sebagai Debitur
bank bjb baik sebagai Debitur dan juga karyawan bank bjb dan juga karyawan bank bjb berdampak fasilitas pinjaman
berdampak fasilitas pinjaman berupa KPR dan KAB atas nama berupa KPR dan KAB atas nama yang bersangkutan
yang bersangkutan mengalami kolektibilitas Macet mengalami kolektibilitas Macet.
Branch Office: Cibinong The absence of the obligation to pay installments from Yosua
The non-compliance of the installment payment obligation at Fickry Tumbelaka at bank bjb both as a debtor and also an
bank bjb both as a debtor and also an employee of bank bjb employee of bank bjb has an impact on loan facilities in the
has an impact on loan facilities in the form of KPR and KAB on form of KPR and KAB on behalf of the concerned experiencing
behalf of the concerned experiencing Loss collectability Loss collectability.
8 Kantor Cabang: Semarang PT Seruni diajukan Pailit, setelah proses kepailitan masuk
PT Seruni diajukan Pailit, setelah proses kepailitan masuk dalam Insolvensi bank bjb Cabang Semarang menerima
dalam Insolvensi bank bjb Cabang Semarang menerima gugatan dari Pemilik SHM sebelum an. Agus Hartono yaitu
gugatan dari Pemilik SHM sebelum an. Agus Hartono yaitu an Widagdo (Penggugat) yang pada pokoknya menklaim
an Widagdo (Penggugat) yang pada pokoknya menklaim pembayaran belum seluruhnya diselesaikan kepada Sdr
pembayaran belum seluruhnya diselesaikan kepada Sdr Widagdo oleh Agus Hartono (Tergugat I/Pemilik SHM yang
Widagdo oleh Agus Hartono (Tergugat I/Pemilik SHM yang terakhir) serta memintakan pembatalan AJB dan memintakan
terakhir) serta memintakan pembatalan AJB dan memintakan ganti rugi kepada Agus Hartono dan bank bjb.
ganti rugi kepada Agus Hartono dan bank bjb
Branch Office: Semarang PT Seruni filed for bankruptcy, after the bankruptcy process
PT Seruni was filed for bankruptcy, after the bankruptcy process was entered into the Semarang branch bank bjb Insolvency
was entered into the Semarang branch bank bjb Insolvency received a lawsuit from the SHM owner beforehand. Agus
received a lawsuit from the SHM owner beforehand. Agus Hartono, namely Widagdo (Plaintiff), who basically claimed
Hartono, namely Widagdo (Plaintiff) who basically claimed that the payment was not fully settled to Mr. Widagdo by Agus
that the payment had not been fully settled to Mr. Widagdo Hartono (Defendant I/the last SHM owner) and asked for the
by Agus Hartono (Defendant I/the last SHM owner) and asked cancellation of AJB and asked for compensation from Agus
for the cancellation of AJB and asked for compensation from Hartono and bank bjb.
Agus Hartono and bank bjb
9 Kantor Cabang: Gajah Mada Hj. Euis Mully Mulyati mengajukan gugatan Perbuatan
Gugatan Perlawanan Hj. Euis Mulyati debitur bank bjb Cabang Melawan Hukum kepada sdr. Adjie Waseso Hamid dan Edyson
Gajah Mada Hariyanto(salah satu pengurus debitur bank bjb Gajah Mada an.
Trikarya Palinem), dimana salah satu petitumnya Menyatakan
tidak sah dan/atau batal dan/atau tidak mempunyai kekuatan
hukum buiten effect stellen serta tidak berlakunya Akta Jual
Beli dan memerintahkan kepada bank bjb untuk menyerahkan
sertipikat Hak Milik Nomor 50/Cibiru Wetan yang menjadi
jaminan kepada Penggugat secara seketika dan tanpa syarat.
Branch Office: Gajah Mada Hj. Euis Mully Mulyati filed a lawsuit against the law against Mr.
Resistance Lawsuit Hj. Euis Mulyati, a debtor of bank bjb, Adjie Waseso Hamid and Edyson Hariyanto (one of the bjb
Gajah Mada Branch Gajah Mada debtor management. Trikarya Palinem), where
one of the petitum declared invalid and/or canceled and/or
did not have the legal force of the issuer effect stellen and
did not apply the Sale and Purchase Deed and ordered to
bank bjb to submit the certificate of Freehold Title Number
50/Cibiru Wetan which became the guarantee to the Plaintiff
immediately and without conditions.

2020 Annual Report

December 2020
Pokok Petitum gugatan berupa: Risiko Hukum Tidak Ada, Karena Merupakan Kasasi
1. Gugatan Kerugian Materiil secara Perkara Perdata
tanggungrentengkepadaTergugat
sebesar Rp2,903,800,000,-
2. Gugatan Kerugian Imateriil secara
tanggungrentengkepadaTergugat
sebesar Rp10.000.000,-
The principal of the lawsuit in the Legal Risk No, because it is a civil case Cassation
form of:
1. Lawsuit for Material Damage
jointly and severally to the
Defendant amounting to
IDR2,903,800,000, -
2. Lawsuit for Immaterial Damage
Defendant: amounting to
IDR10,000,000, -
Pokok Petitum: membatalkan Risiko Hukum Tidak Ada, Karena Merupakan Kasasi
AJB Nomor 176/2017 meminta Perkara Perdata
kembali SHM No. 2697 secara
tanggung renteng membayar
kompensasi kerugian materill
Rp268.000.000,- dan
kerugian immaterial sebesar
Rp500.000.000,-
Petitum principal: cancel AJB Legal Risk No, because it is a civil case Cassation
No. 176/2017 requesting back SHM
No. 2697 jointly and severally pay
compensation for material loss of
IDR268,000,000, - and immaterial
losses of IDR500,000,000, -
Tidak ada Risiko Hukum Tidak Ada, Karena Merupakan Lelang Oleh Kurator
Perkara Perdata
None Legal Risk No, because it is a civil case Auction By Curator
Tidak ada Risiko Hukum Tidak Ada, Karena Merupakan Banding

Perkara Perdata
None Legal Risk No, because it is a civil case Appeal


No
10 Kantor Cabang: Surakarta PT Krisma Watu Land diajukan Pailit, dikarenakan mengalami
PT Krisma Watu Land diajukan Pailit, dikarenakan mengalami keterlambatan dalam mengangsur kewajiban kredit kepada
keterlambatan dalam mengangsur kewajiban kredit kepada beberapa kreditur dan terjadi permasalahan internal pada
beberapa kreditur dan terjadi permasalahan internal pada tingkat Direksi dan Dewan Komisaris.
tingkat Direksi dan Dewan Komisaris
Branch Office: Surakarta PT Krisma Watu Land filed for bankruptcy, due to delays in
PT Krisma Watu Land was filed for bankruptcy, due to delays repaying credit obligations to several creditors and internal
in repaying credit obligations to several creditors and there problems at the level of the Board of Directors and Board of
were internal problems at the level of the Board of Directors Commissioners.
and Board of Commissioners
11 Kantor Cabang Makassar bank bjb Cabang Kuningan melakukan eksekusi hak
Penanganan gugatan PMH Perkara No. 48/PDT.G/2020/ tanggungan atas agunan fasilitas kredit debitur an. KSP Arta
PN.Mks dari Kantor Advokat - Konsultan Hukum Buyung H. Niaga terkait dengan fasilitas Kredit, avalis merasa keberatan
Hamna, S.H., M.H. dan Rekan kuasa dari Ir. Hj. Andi Nirmalasari dengan proses lelang tersebut.
dan bank bjb Makassar selaku Tergugat I
Makassar Branch Office bank bjb Kuningan Branch executed the collateral for the
Handling of the lawsuit PMH Case No. 48/PDT.G/2020/PN.Mks debtor’s credit facility collateral. KSP Arta Niaga related to the
from the Advocate Office - Legal Consultant Buyung H. credit facility, Avalis objected to the auction process.
Hamna, S.H., M.H. and co-attorney from Ir. Hj. Andi Nirmalasari
and bank bjb Makassar as Defendant I
12 Kantor Cabang Pekanbaru CV Rizki Pratama melakukan gugatan terhadap bank bjb
Penanganan gugatan PMH Perkara No. 42/PDT.G/2020/ Cabang Gajahmada dimana salah satu pokok petitumnya
PN.Pbr dari CV Rizki Pratama selaku Penggugat dan bank bjb adalah untuk mengembalikan jaminan berupa:
KC Pekanbaru selaku Tergugat a. Sebidang tanah dengan SHM Nomor 00026/Tangkerang
Timur seluas 1.056 m2 yang diuraikan dalam Surat
Ukur tanggal 24 Februari 2017 nomor 46/2017 terletak
dikelurahan pematang kapau kecamatan tenayan raya, kota
pekanbaru atas nama arif budiman.
b. Sebidang tanah dengan SHGB Nomor 669/Delima seluas
102 m2 yang diuraikan dalam Surat Ukur tanggal 14 Januari
2008 Nomor 2925/2008 terletak di Kelurahan Delima,
kecamatan tampan kota pekanbaru atas nama lita aprilinda
c. Sebidang tanah dengan SHGB Nomor 4931/Delima seluas
104 m2 yang diuraikan dalam Surat Ukur tanggal 28
agustus 2014 nomor 109/2014 terletak di Kelurahan Delima,
Kecamatan Tampan Kota Pekanbaru atas nama M. Erlan.
Pekanbaru Branch Office CV Rizki Pratama filed a lawsuit against bank bjb Gajahmada
Handling of the lawsuit PMH Case No. 42/PDT.G/2020/ Branch where one of the main points of the petitum was to
PN.Pbr from CV Rizki Pratama as the Plaintiff and bank bjb KC return collateral in the form of:
Pekanbaru as the Defendant a. A plot of land with SHM Number 00026/Tangkerang Timur
covering an area of 1,056 m2 described in the Measure
Letter dated February 24, 2017 number 46/2017 located
in Pematang Kapau Village, Tenayan Raya Sub-District,
Pekanbaru City in the name of Arif Budiman.
b. A plot of land with SHGB Number 669/Delima covering
an area of 102 m2 as outlined in the Measure Letter dated
January 14, 2008 Number 2925/2008 is located in Delima
Village, a handsome sub-district of Pekanbaru City under
the name of Lita April.
c. A plot of land with SHGB Number 4931/Delima covering
an area of 104 m2 as outlined in the Measure Letter dated
August 28, 2014 number 109/2014 is located in Delima
Village, Tampan District, Pekanbaru City on behalf of M. Erlan.
13 Kantor Cabang Tangerang Perlawanan Terhadap Eksekusi Lelang/Derden Verzet Maria
Penanganan upaya hukum banding gugatan perdata No. 969/ Liling Kusmiati sebagai Terbanding semula Pelawan dan bank
PDT.PLW/2018/PN.Tng perihal perlawanan terhadap eksekusi bjb Cabang Tangerang sebagai Pembanding semula Terlawan I.
lelang/derden verzetMaria Liling Kusmiati sebagai Terbanding
semula Pelawan dan bank bjb Cabang Tangerang sebagai
Pembanding semula Terlawan I
Tangerang Branch Office Resistance Against Auction Execution/Derden Verzet Maria
Handling of legal remedies for civil suit No. 969/PDT. Liling Kusmiati as the original Pelawan and the Tangerang
PLW/2018/PN.Tng regarding resistance to the execution of branch of bank bjb as the original Comparators to the
the auction/derden verzet Maria Liling Kusmiati as the original Opponent I.
Pelawan and the Tangerang branch of bank bjb as the original
Comparators, the First Opponent

2020 Annual Report

December 2020
Rp1.060.367 Risiko Hukum Tidak Ada, Karena Merupakan Pengurusan Asset Oleh Kurator
Perkara Perdata
IDR1,060,367 Legal Risk No, because it is a civil case Asset Management by Curator
Rp7.000.000.000 Risiko Hukum Tidak Ada, Karena Merupakan Pembuktian

Perkara Perdata
IDR7,000,000,000 Legal Risk No, because it is a civil case Proof
Tidak ada Risiko Hukum Tidak Ada, Karena Merupakan Banding

Perkara Perdata
None Legal Risk No, because it is a civil case Appeal
Rp3.000.000.000 Risiko Hukum Tidak Ada, Karena Merupakan Banding

Perkara Perdata
IDR3,000,000,000 Legal Risk No, because it is a civil case Appeal


No
14 Kantor Cabang Purwakarta Abdul Rojak dan Didin Selaku Penggugat I dan II yang memiliki
13/Pdt.G/2020/PN.Purwakarta Yurisdiksi: kepentingan terhadap obyek mengajukan gugatan Perbuatan
Pengadilan Negeri Purwakarta Melawan Hukum kepada M Solihin Sonjaya dkk dengan bank
bjb KC. Purwakarta selaku Tergugat VII terhdap Obyek yang
merupakan jaminan kredit debitur an. Yedi Iwana Sasmita
(selaku Tergugat V), Penggugat mendalilkan pada petitumnya
kepemilikan Tergugat V tidak sah.
Purwakarta Branch Office Abdul Rojak and Didin as Plaintiffs I and II who had an interest
13/Pdt.G/2020/PN.Purwakarta Jurisdiction: in the object filed a lawsuit against the law against M Solihin
Purwakarta District Court Sonjaya et al with bank bjb. Purwakarta branch office as
Defendant VII regarding the object which is the debtor’s
credit guarantee. Yedi Iwana Sasmita (as Defendant V), the
Plaintiff argued in his petitum that Defendant V’s ownership
was invalid.
15 Kantor cabang KCK Banten Debitur bank bjb KCK Banten a.n Astari melakukan gugatan
134/KA/DIR-HUK/2020 Yurisdiksi: perlawanan lelang atas agunannya terhadap bank bjb.
Pengadilan Negeri Serang
Banten branch office of KCK Debtor bank bjb KCK Banten a.n Astari filed a bid against the
134/KA/DIR-HUK/2020 Jurisdiction collateral against bank bjb.
Serang District Court
16 Kantor cabang KC Subang Gugatan perlawanan lelang dari pihak ketiga a.n Kartini
141/KA/DIR-HUK/2020 Yurisdiksi kepada bank bjb KC Subang terkait agunan dari debitur bank
Pengadilan Negeri Subang bjb a.n Ukar.
Subang KC branch office A lawsuit against the auction from a third party, Kartini to bank
141/KA/DIR-HUK/2020 Jurisdiction bjb KC Subang related to collateral from bank bjb debtor a.n
Subang District Court Ukar.
17 Kantor Cabang: Khusus Banten H. Amir Hamzah selaku Penggugat merupakan avalist dari
129/KA/DIR-HUK/2020 jaminan kredit an. Tergugat 1 (Ayu Hasanah selaku Direktur
CV. Rexomindo Jaya) kondisi kredit tersebut saat ini macet.
Dalam salah satu petitumnya menghukum Tergugat III (bank
bjb) untuk menyerahkan agunan kredit SHM No. 3620 dan
SHM No. 1958 kepada Penggugat.
Branch Offices: Specifically for Banten H. Amir Hamzah as the Plaintiff was the avalist of the credit
129/KA/DIR-HUK/2020 guarantee. Defendant 1 (Ayu Hasanah as Director of CV.
Rexomindo Jaya), the credit condition is currently bad. In one
of the petitums punished Defendant III (bank bjb) to submit
collateral for SHM No. credit. 3620 and SHM No. 1958 to the
Plaintiff.
18 Kantor cabang: KC Cilegon Permohonan PKPU debitur bank bjb KC Cilegon atas nama
Permohonan PKPU PT Inti Artha Multifinance PT Inti Artha Multifinace.
Branch office: KC Cilegon Application for PKPU debtor bank bjb KC Cilegon on behalf of
PKPU application for PT Inti Artha Multifinance PT Inti Artha Multifinace.
19 Kantor cabang: KC Medan Gugatan pihak ke 3 atas kepemilikan sertifikat agunan bank
Gugatan pihak ke 3 atas kepemilikan sertifikat agunan bank bjb.
bjb
Branch office: KC Medan A third party lawsuit on the ownership of bank bjb collateral
A third party lawsuit on the ownership of bank bjb collateral certificate.
certificate
20 Kantor Cabang: Kuningan bank bjb Cabang Kuningan melakukan eksekusi hak
Gugatan Perlawanan Ujang Juhana debitur bank bjb Cabang tanggungan atas agunan fasilitas kredit debitur an. Ujang
Kuningan Juhana terkait dengan fasilitas Kredit Investasi Umum, debitur
merasa keberatan dengan proses lelang tersebut.
Branch Office: Kuningan bank bjb Kuningan Branch executed the collateral for the
Lawsuit against Ujang Juhana debtor of bank bjb Kuningan debtor’s credit facility collateral. Ujang Juhana regarding the
branch General Investment Credit facility, the debtor objected to the
auction process.
21 Kantor Cabang: Daan Mogot Savitri Anggraini selaku penggugat mengaku sebagai ahli
Gugatan Perbuatan Melawan hukum dari pemilik agunan lama waris atas SHM 359 yang dijadikan agunan oleh PT Indomesin
Tridaya Bangsa debitur bank bjb KC Daan Mogot yang
piutangnya telah di Cessie ke pihak Roro Hesty.
Branch Office: Daan Mogot Savitri Anggraini as the plaintiff claimed to be the heir of
Lawsuit Against the law against the owner of the old collateral SHM 359 which was used as collateral by PT Indomesin
Tridaya Bangsa bank bjb bank debtor KC Daan Mogot whose
receivables have been passed on to Roro Hesty.

2020 Annual Report

December 2020
Materil Rp5.274.000.000 Risiko Hukum Tidak Ada, Karena Merupakan Duplik

immateril Rp2.000.000.000,00 Perkara Perdata
Material IDR5,274,000,000 Legal Risk No, because it is a civil case Duplicate

immaterial IDR2,000,000,000.00
- Risiko Hukum Tidak Ada, Karena Merupakan Pembuktian

Perkara Perdata
- Legal Risk No, because it is a civil case Proof
- Risiko Hukum Tidak Ada, Karena Merupakan Kesimpulan

Perkara Perdata
- Legal Risk No, because it is a civil case Conclusion
Rp5.300.000.000,- Risiko Hukum Tidak Ada, Karena Merupakan Mediasi

Perkara Perdata
IDR5,300,000,000,- Legal Risk No, because it is a civil case Mediation
Tidak ada Risiko Hukum Tidak Ada, Karena Merupakan Pembuktian Surat
Perkara Perdata
There is no Legal Risk No, because it is a civil case Proof of Letter
Rp4.500.000.000,- Risiko Hukum Tidak Ada, Karena Merupakan Replik

Perkara Perdata
IDR4,500,000,000,- Legal Risk No, because it is a civil case Replik
Menangguhkan dan menghentikan Risiko Hukum Tidak Ada, Karena Merupakan Kasasi
pelaksanaan lelang eksekusi obyek Perkara Perdata
jaminan
Suspend and stop the execution Legal Risk No, because it is a civil case Cassation
of the auction for the execution of
the collateral object
Imateril: Rp5.000.000.000.- Risiko Hukum Tidak Ada, Karena Merupakan Pembacaan Gugatan
Materiil: Rp1.158.000.000.- Perkara Perdata
Jasa Pengacara: Rp500.000.000.-
Imateril: Rp5,000,000,000,- Legal Risk No, because it is a civil case Lawsuit Reading
Materiil: Rp1,158,000,000,-
Jasa Pengacara: Rp500,000,000,-


No
22 Kantor Cabang: Sukabumi Ruldey Sumbayak yang mengklaim Sebagai Ahli Waris dari
Gugatan Perbuatan Melawan Hukum Ruldey Sumbayak Ny Pintalia Sinaga selaku Avalis Debitor bank bjb Cabang
kepada bank bjb Cabang Sukabumi Sukabumi an. CV. Galuh yang menerima fasilitas Kredit
Konstruksi dan mengalami gagal bayar dan dilanjutkan dengan
ekseusi agunan, Pihak Rudley Sumbayak merasa keberatan
terhadap hal tersebut dan mengajukan gugatan melalui PN
Sukabumi.
Branch Office: Sukabumi Ruldey Sumbayak who claimed to be the Inheritance of Mrs.
Ruldey Sumbayak’s Unlawful Actions Lawsuit against bank Pintalia Sinaga as Avalist Debtor of bank bjb, Sukabumi Branch.
bjb, Sukabumi Branch CV. Galuh, who received the Construction Credit facility and
experienced a default and continued with collateral execution,
Rudley Sumbayak objected to this and filed a lawsuit through
the Sukabumi District Court.
23 Kantor Cabang: Palembang Suhilawati sebagai Penggugat dan pemilik agunan lama,
Gugatan Perbuatan Melawan hukumi dari pemilik agunan lama meminta pengembalian agunan kepada Tika Wulandari
sebagai Tergugat I dan Debitur bank bjb karena pembayaran
jual beli antara mereka belum selesai (belum dibayar).
Branch Office: Palembang Suhilawati as the Plaintiff and owner of the old collateral, asked
Actions Lawsuit against the owner of the old collateral Tika Wulandari to return the collateral as Defendant I and bank
bjb Debtor because the sale and purchase payment between
them had not been completed (not yet paid).
24 Kantor Cabang: Balikpapan Tidak cairnya klaim asuransi atas nama debitur Aulia Saputra, S.T.
Gugatan Perbuatan Melawan Hukum bank bjb Cabang
Balikpapan
Branch Office: Balikpapan No disbursement of insurance claims on behalf of debtor Aulia
Lawsuit for Unlawful Actions of bank bjb Balikpapan Branch Saputra, S.T.
25 Kantor Cabang: Palembang Sdr. Rasyid sebagai Penggugat dan pemilik agunan lama,
Gugatan Perbuatan Melawan hukum dari pemilik agunan lama meminta pengembalian agunan kepada Tika Wulandari
Yurisdiksi: sebagai Tergugat I dan Debitur bank bjb karena pembayaran
Pengadilan Negeri Palembang jual beli antara mereka belum selesai (belum dibayar).
Branch Office: Palembang Mr. Rasyid as the Plaintiff and owner of the old collateral, asked
Lawsuit against the old collateral owner Jurisdiction: Tika Wulandari to return the collateral as Defendant I and bank
Palembang District Court bjb Debtor because the sale and purchase payment between
them had not been completed (not yet paid).
Perkara Penting yang Sedang Dihadapi Important Cases Which Faced by the
Dewan Komisaris dan Direksi yang Board of Commissioners and the
Sedang Menjabat Board of Directors
Selama tahun 2020, tidak terdapat perkara penting During 2020, there were no important cases
yang sedang dihadapi oleh Dewan Komisaris dan being faced by the Board of Commissioners and
Direksi yang sedang menjabat. Directors who were serving as well as subsidiaries.
Perkara Penting yang Sedang Dihadapi Important Governments Which Faced

Anak Perusahaan by the Subsidiaries
Selama tahun 2020, tidak terdapat perkara penting During 2020, there were no important cases being
yang sedang dihadapi oleh Anak Perusahaan. faced by the Subsidiaries.

2020 Annual Report

December 2020
Pokok Petitum gugatan berupa: Risiko Hukum Tidak Ada, Karena Merupakan Mediasi
1.
Gugatan Kerugian Materiil Perkara Perdata
secara tanggung renteng
kepada Tergugat sebesar
Rp76.000.000,
2.
Gugatan Kerugian Imateriil
secara tanggung renteng
kepada Tergugat: sebesar
Rp500.000.000,-
The principal of the lawsuit in the Legal Risk No, because it is a civil case Mediation
form of:
1. Lawsuit for Material Damage
Defendant amounting to
IDR76,000,000,
2. Lawsuit for Immaterial Damage
Defendant: amounting to
IDR500,000,000, -
- Risiko Hukum Tidak Ada, Karena Merupakan Banding
Perkara Perdata
- Legal Risk No, because it is a civil case Appeal
Rp997.916.000,- Risiko Hukum Tidak Ada, Karena Merupakan Banding

Perkara Perdata
IDR997,916,000,- Legal Risk No, because it is a civil case Appeal
- Risiko Hukum Tidak Ada, Karena Merupakan Banding

Perkara Perdata
- Legal Risk No, because it is a civil case Appeal
Sanksi Administratif dari Otoritas Administrative Sanctions of Related

Terkait Authorities
Selama 2020, tidak terdapat sanksi administratif During 2020, there were no administrativesanctions
yang mempengaruhi kelangsungan usaha bank that affected the business continuity of the bank
bjb dan juga tidak terdapat sanksi administratif bjb and there were also no administrative sanctions
yang dikenakan kepada anggota Direksi dan imposed on members of the Board of Directors
anggota Dewan Komisaris. and Board of Commissioners.
Pemberian Dana Kegiatan Sosial Funding of Social and/or Political

dan/atau Politik Activities
Pemberian Dana Kegiatan Sosial Funding of Social Activities
Selain menjalankan kegiatan operasional bank In addition to carrying out the operational
bjb juga tidak melupakaan peran sosialnya activities of the bank bjb, it also does not forget
untuk membantu untuk turut berperan dalam its social role to help play a role in improving the

meningkatkan kesejahteraan masyarakat. Selama welfare of the community. During 2020, bank bjb
tahun 2020 bank bjb telah memberikan dana has provided social activity funds amounting to
kegiatan sosial sebesar Rp111.819.792.930. IDR111,819,792,930.
Uraian terkait dengan tanggung jawab sosial The description related to corporate social
perusahaan disampaikan pada bagian Tanggung responsibility is presented in the Corporate Social
Jawab Sosial Perusahaan yang menjadi bagian Responsibility section which is an integral part of
yang tidak terpisahkan dalam Laporan Tahunan ini. this Annual Report.
Pemberian Dana Kegiatan Politik Funding of Political Activities
Direksi melalui Surat Keputusan Direksi Nomor Directors through Decree Number 709/SK/
709/SK/DIRKP/2014 tanggal 7 Oktober 2014 DIRKP/2014 dated October 7th, 2014 concerning
tentang Etika Usaha dan Tata Perilaku (Code Business Ethics and Code of Conduct of PT Bank
of Conduct) PT Bank Pembangunan Daerah Pembangunan Daerah Jawa Barat and Banten, Tbk.,
Jawa Barat dan Banten, Tbk., kode etik bank bank bjb’s code of ethics is a guideline describing
bjb merupakan pedoman yang menjelaskan business ethics and bank bjb people behaviour
etika usaha dan tata perilaku insan bank bjb to implement good corporate management
untuk melaksanakan praktik-praktik pengelolaan practices. One of them regulates the Standards
perusahaan yang baik. Salah satunya mengatur of Conduct, namely, point e. Avoiding conflicts
mengenai Standar Tata Perilaku yaitu Menghindari of interest and misuse of positions and points l.
benturan kepentingan dan penyalahgunaan Political activity. The bank bjb’s code of conduct
jabatan dan Aktivitas politik. Kode etik bank bjb becomes a reasonable, proper and trustworthy
menjadi standar perilaku yang wajar, patut dan standard for all bank bjb employees in carrying
dapat dipercaya untuk semua insan bank bjb out business activities including interacting with
dalam melaksanakan kegiatan usaha termasuk stakeholders. For that matter, the bank bjb code of
berinteraksi dengan pemangku kepentingan.Untuk conduct applies to all bank bjb people throughout
itu, Kode etik bank bjb berlaku bagi seluruh insan the organization. The application of the bank bjb
bank bjb diseluruh jenjang organisasi. Penerapan Code of Ethics is carried out continuously and
pedoman kode etik bank bjb dilaksanakan secara continuously in the form of attitudes, actions,
terus menerus dan berkesinambungan dalam commitments and provisions supporting the
bentuk sikap, perbuatan, komitmen dan ketentuan creation of corporate culture. Therefore, the bank
mendukung terciptanya budaya perusahaan. Oleh bjb does not provide funds for political activities.
Karena itu, bank bjb tidak memberikan dana untuk
kegiatan politik.
Akses Informasi dan Data Access to Information and Company

Perusahaan Data
Dalam upaya memberikan informasi yang In an effort to provide transparent information

transparan kepada publik berkaitan dengan to the public relating to the development and
perkembangan dan pelaksanaan pengelolaan implementation of business management of the
usaha Bank serta demi menjalankan program Bank and in order to run a marketing communication
komunikasi pemasaran, sejak tahun 2013 bank program, since 2013 the bank bjb has used a
bjb telah menggunakan beragam perangkat variety of tools to convey important information
untuk menyampaikan informasi penting yang that needs to be known by stakeholders. bank bjb
perlu diketahui para pemangku kepentingan. has provided information access for shareholders
bank bjb telah menyediakan akses informasi bagi and stakeholders to obtain further information
Pemegang Saham dan pemangku kepentingan through:
untuk mendapatkan informasi lebih lanjut melalui:

2020 Annual Report
Menara bank bjb Menara bank bjb

Jl. Naripan No. 12-14, Bandung Jl. Naripan No. 12-14, Bandung
022-4234868 (hunting) 022-4234868
022-4206099 ext 7140/7141
ir@bank bjb.co.id
aa
www.bankbjb.co.id
bjb call 14049
@infobank bjb
bank bjbofficial
bank bjb
bank bjb
Divisi Corporate Secretary Investor Relation Group

Corporate Secretary Division Investor Relation Group
Selain itu, informasi mengenai perkembangan In addition, information regarding the development
saham dan permodalan bank bjb juga dapat of bank bjb shares and capital can also be accessed
diakses melalui website Bursa Efek Indonesia through the Indonesia Stock Exchange website
(www.idx.co.id). (www.idx.co.id).
Investor Relation Investor Relation
Kegiatan investor relation yang telah dilaksanakan Investor relations activities that have been carried
selama tahun 2020 antara lain: out during 2020 include:
1. Analyst Meeting FY 2019 1. Analyst Meeting FY 2019
Kegiatan yang dilakukan untuk memberikan Activities are undertaken to provide information
informasi laporan keuangan Perseroan secara on the Company’s financial statements on a
berkala. Adapun dalam kegiatan ini informasi regular basis. As for this activity the information
yang disampaikan mengenai laporan keuangan submitted about the audited financial
audited periode 31 Desember 2019. statements for the December 31st, 2019 period.
2. Analyst Meeting Q1 2020 2. Analyst Meeting Q1 2020
berkala. Adapun dalam kegiatan ini informasi regular basis. As for this activity, the information
yang disampaikan mengenai laporan keuangan submitted was about the quarterly unaudited
unaudited triwulanan periode 31 Maret 2020. financial statements for the period March 31st,
2020.
berkala. Adapun dalam kegiatan ini informasi regular basis. As for this activity, the information
yang disampaikan mengenai laporan keuangan submitted was about the quarterly unaudited
unaudited triwulanan periode 31 Juni 2020. financial statements for the period June 31st,
2020.


informasi laporan keuangan Perseroan secara on the Company’s financial statements
berkala. Adapun dalam kegiatan ini informasi on a regular basis. As for this activity, the
yang disampaikan mengenai laporan keuangan information submitted was about the quarterly
unaudited triwulanan periode 30 September unaudited financial statements for the period
2020. of September 30th, 2020.
4. Public Expose 2020 5. Public Expose 2020
Kegiatan dilakukan untuk memberikan Activities are carried out to provide information
informasi kepada publik dengan menyampaikan to the public by presenting the results of the
hasil kinerja Perseroan dengan tujuan agar Company’s performance with the aim that
informasi mengenai kinerja Perseroan tersebut information about the Company’s performance
tersampaikan dengan baik. Di tahun 2020, bank is conveyed properly. In 2020, bank bjb held
bjb menyelenggarakan Public Expose pada hari a Public Expose on Wednesday, November 4,
Rabu, tanggal 4 November 2020. 2020
5. Menjalin komunikasi dengan Investor dan Calon 6. Establish communication with Investors and
Investor Prospective Investors
Merupakan komunikasi yang dilakukan secara It is a communication carried out regularly
rutin kepada investor maupun calon investor to investors and potential investors through
melalui kegiatan one on one meeting, Non Deal one on one meetings, Non Deal Roadshows,
Roadshow, Conference Meeting, yang pada Conference Meetings, which in 2020 were
tahun 2020 ini sebagian besar dilakukan secara mostly done online, either one on one meeting
online, baik one on one meeting ataupun or conference call.
conference call.
Siaran Pers Press Conference
Salah satu bentuk penyebarluasan informasi bank One form of dissemination of bank bjb information
bjb kepada publik yaitu dengan melakukan siaran to the public is by holding press releases. Press
pers. Siaran pers yang telah dilakukan bertujuan releases that have been carried out aim to
untuk menggambarkan kegiatan atau peristiwa describe the activities or events that occur. During
yang terjadi. Selama tahun 2020, siaran pers yang 2020, press releases carried out by the bank bjb
telah dilakukan bank bjb antara lain: included:
Tanggal
No Siaran Pers Press Conference
Date
1 15 Januari 2020 Bantuan CSR Banjir Bandang & Longsor Lebak District Big Flood & Landslide CSR
January 15, 2020 Kabupaten Lebak assistance
2 29 Januari 2020 bank bjb Terbitkan Penawaran Umum bank bjb Issued Continuous Public Offering II of
Januari 29, 2020 Berkelanjutan II Obligasi Subordinasi Rp1 Triliun IDR1 Trillion Subordinated Bonds
4 7 Februari 2020 bank bjb Tandatangani MoU dengan Universitas bank bjb Signed an MoU with the University of
February 7, 2020 Muhammadiyah Bandung Muhammadiyah Bandung
5 12 Februari 2020 bank bjb Tandatangani PKS Penawaaran Umum bank bjb Signed PKS Continuous Public
February 12, 2020 Berkelanjutan II (PUBII) Obligasi Subordinasi Offering II (PUBII) Subordinated Bond Phase I
Tahap I
6 14 Februari 2020 Luncurkan bjb Mobile Banking Launching bjb Mobile Banking
February 14, 2020
7 14 Februari 2020 bank bjb Gelar bjb Cinta Guru bank bjb Title bjb Cinta Guru
February 14, 2020
9 18 Februari 2020 bank bjb Latih ASN bank bjb Train ASN
February 18, 2020

2020 Annual Report
Tanggal
Date
10 19 Februari 2020 bank bjb Salurkan Kredit kepada PT Agro Jaba bank bjb Channels credit to PT Agro Jaba
February 19, 2020
11 20 Februari 2020 bank bjb Selenggarakan Pelatihan Klaster bank bjb held Indonesian Goat Breeder Cluster
February 20, 2020 Peternak Domba Kambing Indonesia dan Training and Distributes KUR for Sheep Farmers
Salurkan KUR bagi Peternak Domba
12 22 Februari 2020 bank bjb Sukseskan Ajang Panen Rejeki Bank bank bjb Successful Harvest Event for Regional
February 22, 2020 Pembangunan Daerah (BPD) Simpeda Development Bank (BPD) Simpeda
13 24 Februari 2020 bank bjb Sepakati Kerja Sama dengan SAS bank bjb Agreed to Collaborate with SAS
February 24, 2020 Hospitality dan PT SAP Hospitality and PT SAP
14 24 Februari 2020 Bantu Pemulihan Pascabanjir, bank bjb Serahkan Assisting Post-Flood Recovery, bank bjb
February 24, 2020 Bantuan kepada SDN 4 Padalarang Provided Assistance to SDN 4 Padalarang
15 28 Februari 2020 Analyst Meeting Full Year 2019 Analyst Meeting Full Year 2019
February 28, 2020
16 25 Februari 2020 bank bjb Selenggarakan Edukasi Keuangan bank bjb Held Financial Education
February 25, 2020
18 2 Maret 2020 Permudah Kredit Mesra, bank bjb Jalin Kerja Facilitate Credit Mesra, bank bjb Collaborated
March 2, 2020 Sama dengan Dewan Masjid Indonesia with the Indonesian Mosque Council
19 5 Maret 2020 bank bjb Sepakati Kerja Sama dengan BKKBN bank bjb Agreed to Cooperation with BKKBN
March 5, 2020 Provinsi Jawa Barat West Java Province
20 4 Maret 2020 bank bjb Dukung Pekerja Migran Indonesia bank bjb Supported Indonesian Migrant
March 4, 2020 Melalui Sosialisasi KUR Workers through KUR Socialization
21 12 Maret 2020 Pekan QRIS Nasional, Momentum bank bjb National QRIS Week, Bank bjb Momentum
March 12, 2020 Perkuat Layanan digi Cash Strengthened Cash Digi Services
22 5 Maret 2020 Menuju UMKM Juara 2020 bank bjb Towards UMKM Champion 2020 bank
March 5, 2020 Sosialisasikan Mekanisme Pembiayaan Kredit bjb Promoted Mesra bjb Credit Financing
bjb Mesra Mechanism
23 17 Maret 2020 bank bjb Terapkan Protokol Khusus Cegah bank bjb Implemented Special Protocols to
March 17, 2020 Penyebaran Virus Corona (COVID-19) Prevent the Spread of Corona Virus (COVID-19)
24 12 Maret 2020 bank bjb Dorong Wujudkan Kehidupan bank bjb Encouraged Realizing Quality Retired
March 12, 2020 Pensiunan Berkualitas Life
25 23 Maret 2020 Pencegahan Internal COVID-19, bank bjb Internal COVID-19 Prevention, bank bjb
March 23, 2020 Berlakukan Work From Home Implemented Work From Home
26 23 Maret 2020 Antispasi Penyebaran Covid-19 bank bjb Anticipation of the Spread of Covid-19 bank bjb
March 23, 2020 Sesuaikan Jam Operasional Layanan Kas Adjusted the Operating Hours of Cash Services
27 19 Maret 2020 bank bjb Dukung Stimulasi Perekonomian bank bjb Supported Economic Stimulation
March 19, 2020 Melalui Restrukturisasi Kredit through Credit Restructuring
28 13 April 2020 Program PESAT bank bjb Tetap Hadir Bantu Bank bjb PESAT program helped MSMEs during
April 13, 2020 UMKM Selama COVID-19 COVID-19
29 13 April 2020 Dukung PSBB, bank bjb Lakukan Penyesuaian Support PSBB, bank bjb Made Operational
April 13, 2020 Operasional Adjustments
30 16 April 2020 RUPS Tahunan bank bjb Tahun Buku 2019 Bank bjb Annual GMS for the 2019 Financial
April 16, 2020 Year
31 18 April 2020 bank bjb Salurkan Bantuan kepada Warga bank bjb Distributed Aid to People Affected by
April 18, 2020 Terdampak COVID-19 COVID-19
32 17 April 2020 Lewat Webinar, bank bjb Dorong Pengembangan Through Webinars, bank bjb Encouraged
April 17, 2020 Usaha saat PSBB COVID-19 Business Development during PSBB COVID-19
33 28 April 2020 Analyst Meeting Triwulan I Tahun 2020 Analyst Meeting Quarter I of 2020
April 28, 2020
34 15 Mei 2020 Ramadan - Idulfitri 1441 H, bank bjb Pastikan Ramadan - Eid 1441 H, bank bjb Ensured Current
May 15, 2020 Likuiditas Lancar bank bjb Siapkan Rp13,3 Liquidity bank bjb Prepare IDR13.3 Trillion
Triliun

Tanggal
Date
35 14 Mei 2020 bank bjb Beserta Karyawan Salurkan Bantuan bank bjb Together with Employees Distributed
May 14, 2020 Lanjutan Untuk Cegah Covid-19 Advanced Assistance to Prevent Covid-19
36 20 Mei 2020 Dukung Debitur Kredit Mesra, bank bjb Support Mesra Credit Debtor, bank bjb Provided
May 20, 2020 Serahkan Bantuan Masker Guna Cegah Covid-19 Mask Aid to Prevent Covid-19
37 20 Mei 2020 HUT bank bjb ke-59 Tahun 59th anniversary of bank bjb
May 20, 2020
38 8 Juni 2020 Adaptasi Kebiasaan Baru, bank bjb Gelar Adaptation to New Habits, bank bjb Held a
June 8, 2020 Webinar Digital Banking Digital Banking Webinar
39 16 Juni 2020 bank bjb Dorong Debitur dan UMKM Berkarya bank bjb Encouraged Debtors and MSMEs to
June 16, 2020 dengan Semangat Maksimal Memasuki Masa Work with Maximum Spirit Entering the New
New Normal Normal Period
40 23 Juni 2020 Great People bjb Peduli COVID-19 Distribusikan Great People bjb Cares about COVID-19
June 23, 2020 Bantuan untuk Kemanusiaan Distributed Aid for Humanity
41 25 Juni 2020 bank bjb Berperan dalam Pemulihan Ekonomi bank bjb played a role in economic recovery
June 25, 2020
42 1 Juli 2020 bank bjb Dorong UMKM Tangguh di Era bank bjb Encouraged Resilient MSMEs in the
July 1, 2020 Adaptasi Kebiasaan Baru Era of New Habit Adaptation
43 7 Juli 2020 Sinergi Pemulihan Ekonomi Nasional, bank bjb Synergy of National Economic Recovery,
7 Juli 2020 Kerja Sama Penjaminan Kredit Modal Kerja bank bjb Working Capital Credit Guarantee
UMKM Cooperation for MSMEs
44 13 Juli 2020 Kolaborasi bank bjb dan Dinas Pendidikan Collaboration between bank bjb and the Cianjur
July 13, 2020 Cianjur Hadirkan Edusmart untuk Permudah Education Office presents Edusmart to make it
Siswa easier for students
45 13 Juli 2020 Inisiatif Stimulus Kredit bank bjb Terus Dorong Bank bjb Credit Stimulus Initiative Continued to
July 13, 2020 UMKM Berdaya Hadapi New Normal Encourage Empowered MSMEs to Face the New
Normal
46 13 Juli 2020 bank bjb Siap Topang Intensifikasi PKB bank bjb Ready to Support PKB Intensification
July 13, 2020 Kabupaten Pangandaran Pangandaran District
47 14 Juli 2020 bank bjb Salurkan Bantuan Kemanusiaan bank bjb Distributed Humanitarian Aid for
July 14, 2020 Penanganan COVID 19 kepada BNPB Handling COVID 19 to BNPB
48 16 Juli 2020 Sinergi bank bjb dan Pemkab Cirebon Salurkan Synergy of bank bjb and Cirebon District
July 16, 2020 Bantuan untuk Pesantren Government DistributesdAid to Islamic
Boarding Schools
49 21 Juli 2020 Lewat Kecapi dan Smart Village bank bjb Through Kecapi and Smart Village bank bjb
July 21, 2020 Dorong Cianjur jadi Smart City Pushed Cianjur to be a Smart City
50 22 Juli 2020 bank bjb Latih BUMDes jadi Konsultan Pajak bank bjb Trained BUMDes to be Tax Consultants
July 22, 2020
51 18 Juli 2020 bank bjb dan DMI Perkuat Sinergi Dorong bank bjb and DMI Strengthened Synergy to
July 18, 2020 Ketahanan UMKM dengan Kredit Mesra Encourage MSME Resilience with Mesra Credit
52 23 Juli 2020 Bayar Uji KIR di Majalengka Kini Bisa via bank Paying the KIR Test in Majalengka Now you can
July 23, 2020 bjb via bank bjb
53 24 Juli 2020 bank bjb Buka Kantor Kas di RSUD Pandega bank bjb Opened a Cash Office at Pandega
July 24, 2020 Pangandaran Pangandaran Hospital
54 27 Juli 2020 bank bjb Siap Gunakan Dana Pemerintah bank bjb Ready to Use IDR2.5 Billion
July 27, 2020 Rp2,5 Triliun untuk Optimalkan Percepatan Government Fund to Optimize the Acceleration
Pemulihan Ekonomi of Economic Recovery
55 28 Juli 2020 Analyst Meeting Triwulan II Tahun 2020 Analyst Meeting Quarter II of 2020
July 28, 2020
56 24 Juli 2020 Pendampingan dan Permodalan Kredit bjb Credit assistance and capital bjb Mesra Helped
July 24, 2020 Mesra Bantu Pengembangan Usaha Warga Community Business Development
57 3 Agustus 2020 Kredit bjb Mesra Bantu Difabel Berdaya dengan Credit bjb Mesra Helped Difabel Empowered
3 Agustus 2020 Karya with Work

2020 Annual Report
Tanggal
Date
58 6 Agustus 2020 bank bjb Gencarkan Kampanye Transaksi Digital bank bjb Intensify Digital Transaction Campaign
August 6, 2020 via Gebyar ASN NgaDIGI via Gebyar ASN NgaDIGI
59 6 Agustus 2020 Pembayaran PBB dan Pajak lainnya Melalui bjb Payment of PBB and other taxes through bjb
August 6, 2020 DigiCash DigiCash
60 6 Agustus 2020 bank bjb Salurkan Tunjangan Kinerja ASN Polda bank bjb Distributed the West Java Regional
August 6, 2020 Jabar Police ASN Performance Allowance
62 11 Agustus 2020 bank bjb Rangkul Pengembang Properti untuk bank bjb Embraced Property Developers for
August 11, 2020 Kerja Sama Pendanaan Perumahan Housing Funding Cooperation
63 10 Agustus 2020 BJBR Terdaftar di Indeks Unggulan IDX BJBR Listed on the IDX Quality30 Flagship
August 10, 2020 Quality30 Index
64 10 Agustus 2020 bank bjb Serahkan KUR Sektor Perikanan bank bjb Handed over KUR Fishery Sector to
August 10, 2020 kepada Nelayan Pesisir Cirebon Cirebon Coastal Fishermen
65 13 Agustus 2020 bank bjb Latih Debitur Kredit Mesra Bersiap bank bjb Trained Mesra Credit Debtors to
August 13, 2020 Hadapi AKB Prepare for AKB
66 12 Agustus 2020 bank bjb Salurkan Kredit Mesra kepada Debitur bank bjb Distributed Mesra Credit to Debtors in
August 12, 2020 di Karawang Karawang
67 13 Agustus 2020 Kredit bjb Mesra Bantu Wirausahawan Bandung Credit bjb Mesra Helped Bandung Entrepreneurs
August 13, 2020 Kembangkan Usaha Develop Business
68 19 Agustus 2020 Semarak Hari Jadi Jawa Barat, bank bjb Bagikan Celebrating West Java Anniversary, bank bjb
August 19, 2020 Tandamata kepada Nasabah Setia Distributeed Tandamata to Loyal Customers
69 26 Agustus 2020 Peluncuran bjb POIN Program Hadiah Langsung The launch of the bjb POIN Direct Prize Program
August 26, 2020 Bagi Nasabah Yang Melakukan Transaksi Digital for Customers Who Make Digital Transactions
70 25 Agustus 2020 bank bjb-LPEI Kerja Sama Penjaminan Kredit bank bjb-LPEI Credit Guarantee Cooperation to
August 25, 2020 untuk Dorong Ekspor Encourage Exports
71 26 Agustus 2020 bank bjb Dukung Program Bayar Pajak dengan bank bjb Supported Pay Tax with Waste
August 26, 2020 Sampah via Kang Pisman Program via Kang Pisman
72 25 Agustus 2020 bank bjb Optimalkan Dana PEN untuk Dongkrak bank bjb Optimized PEN Fund to Boost the
August 25, 2020 Sektor Riil Real Sector
73 27 Agustus 2020 bank bjb-Pemkab Ciamis Kerja Sama Terapkan bank bjb-Ciamis District Government
August 27, 2020 Sistem E-Retribusi di Pasar Tradisional Cooperated to Implement E-Retribution System
in Traditional Markets
74 1 September 2020 RUPS Luar Biasa bank bjb Tahun 2020 Bank bjb Extraordinary GMS 2020
September 1, 2020
75 4 September 2020 Pembayaran Angkutan Umum Dengan Digital Payment of public transportation with digital
September 4, 2020 Payment bank bjb, bjb DigiCash dan QR payment bank bjb, bjb DigiCash and QR
Payment bjb digi payment bjb digi
76 9 September 2020 bank bjb Dukung Program Undian Nasional bank bjb Supported Simpeda National Lottery
September 9, 2020 Simpeda Program
77 9 September 2020 bank bjb Semakin Ekspansif Salurkan Dana PEN bank bjb was increasingly expansive in
September 9, 2020 distributing PEN Funds
78 9 September 2020 bank bjb-PGRI Jawa Barat Kerja Sama bank bjb-PGRI West Java Cooperation in
September 9, 2020 Pendebetan Rekening Iuaran Anggota Debiting Member Accounts
79 10 September 2020 bank bjb Terus Dorong UMKM demi Sukseskan bank bjb Continued to Encourage MSMEs for
September 10, 2020 PEN the Success of PEN
80 11 September 2020 bank bjb Optimis Target Penyaluran Dana PEN bank bjb Optimistic of PEN Fund Distribution
September 11, 2020 Terealisasi Target Realization
81 11 September 2020 bank bjb Bantu UMKM Upgrade Warung bank bjb Helped MSMEs Upgrade Warung to
September 11, 2020 Menjadi Lebih Modern Become More Modern
82 11 September 2020 bank bjb Salurkan Kredit Receivable Financing bank bjb Distributed Receivable Financing
September 11, 2020 kepada RSUD Al Ihsan Credit to Al Ihsan Regional Hospital

Tanggal
Date
83 9 September 2020 Sukseskan Program PEN, bank bjb-Pemkab Succeed in PEN Program, bank bjb-Bogor
September 9, 2020 Bogor Kolaborasi Bantu UMKM District Government Collaboration to Help
MSMEs
84 14 September 2020 Sinergi dengan Koperasi, bank bjb Segarkan Synergy with cooperatives, bank bjb Refreshed
September 14, 2020 UMKM dengan Suntikan Permodalan MSMEs with Capital Injections
85 16 September 2020 Sukseskan PEN, bank bjb Ikut Salurkan Bantuan Succeeding PEN, bank bjb Participated in
September 16, 2020 Dana Desa di Kabupaten Bekasi Distributing Village Funds in Bekasi District
86 19 September 2020 bjb Pangandaran NgaDigi Solusi Transaksi Non bjb Pangandaran NgaDigi Non-Cash Transaction
September 19, 2020 Tunai Solution
87 21 September 2020 Ekspansi Kredit Konsumer, bank bjb Jalin Kerja Expansion of Consumer Credit, bank bjb
September 21, 2020 Sama dengan BNPB Established Cooperation with BNPB
88 23 September 2020 Dorong Laju Perekonomian, bank bjb Jalin Kerja Encouraging the Economic Pace, bank bjb
September 23, 2020 Sama dengan Bank Mantap Established Cooperation with Bank Mantap
89 25 September 2020 bjb PENtas Iringi Langkah Pemerintah bjb PENtas Accompanying the Government's
September 25, 2020 Wujudkan Infrastruktur & Pengembangan Steps to Realize Infrastructure & Development
UMKM di Jawa Barat of MSMEs in West Java
90 21 September 2020 bank bjb Bantu Warga Terdampak Banjir bank bjb Helped Residents Affected by Flash
September 21, 2020 Bandang Sukabumi Floods in Sukabumi
91 24-26 September 2020 bank bjb Edukasi Pengusaha Pondok Pesantren bank bjb Educated Islamic Boarding School
September 24-26, 2020 di Purwakarta Entrepreneurs in Purwakarta
92 3 Oktober 2020 Inklusi Keuangan bank bjb Dorong Kemandirian Bank bjb Financial Inclusion Encouraged the
October 3, 2020 Ekonomi Pondok Pesantren Economic Independence of Islamic Boarding
Schools
93 29 September 2020 bank bjb Salurkan Kredit Mesra kepada Jemaah bank bjb Distributed Mesra Loans to
September 29, 2020 Kelenteng di Bogor Congregation Kelenteng in Bogor
94 30 September 2020 bank bjb Dukung Pemberdayaan Petani di bank bjb Supported Empowerment of Farmers
September 30, 2020 Kabupaten Bandung Barat in West Bandung District
95 6-8 Oktober 2020 bank bjb-Pemkot Bandung Latih Kompetensi bank bjb-Bandung City Government Trained
October 6-8, 2020 Pelayanan Publik ASN ASN Public Service Competencies
96 5 Oktober 2020 Rangkul Pengusaha Rengginang, bank bjb Embrace Rengginang Entrepreneurs, bank bjb
October 5, 2020 Kenalkan Kredit Permodalan Usaha Introduced Business Capital Loans
97 5 Oktober 2020 Bulan Inklusi Keuangan, bank bjb Kembangkan Financial Inclusion Month, bank bjb Developed
October 5, 2020 Potensi UMKM Cirebon the Potential of Cirebon MSMEs
98 8 Oktober 2020 Implementasi bjb PENtas, bank bjb Salurkan Implementation of bjb PENtas, bank bjb
October 3, 2020 KUR kepada Peternak di Tasikmalaya Distributed KUR to breeders in Tasikmalaya
99 17 Oktober 2020 bank bjb Jalin Kesepakatan Kredit dengan bank bjb Established a Credit Agreement with
October 8, 2020 HIPMI Jabar West Java HIPMI
100 15 Oktober 2020 bank bjb Dorong Percepatan Pemulihan bank bjb Encouraged the Acceleration of
October 15, 2020 Ekonomi Melalui Pembiayaan UMKM Economic Recovery through MSME Financing
101 8 Oktober 2020 bank bjb Sosialisasikan DPLK kepada Peternak bank bjb Promoted DPLK to Farmers in
October 8, 2020 di Pasirjambu Kab Bandung Pasirjambu, Bandung District
102 20 Oktober 2020 Elektronifikasi Transaksi Pemerintah melalui Electronification of Government Transactions
October 20, 2020 QRIS pada Pemerintah Daerah Kota Cirebon through QRIS at the Regional Government of
Cirebon City
103 22 Oktober 2020 bank bjb Jalin Kesepakatan Kredit Produktif bank bjb Established a Productive Credit
October 22, 2020 dengan KADIN Jabar Agreement with the West Java KADIN
104 18 Oktober 2020 Realisasi Penyaluran Dana PEN bank bjb The realization of bank bjb PEN Fund
October 18, 2020 Lampaui Target Distribution Exceeded the Target
105 22 Oktober 2020 bank bjb Salurkan KUR kepada Petani di bank bjb Distributed KUR to Farmers in
October 22, 2020 Majalengka Majalengka
106 27 Oktober 2020 Analyst Meeting Triwulan III Tahun 2020 Analyst Meeting in the 3rd Quarter of 2020
October 27, 2020

2020 Annual Report
Tanggal
Date
107 2 November 2020 Topang Laju Ekspansi, bank bjb Terbitkan Supporting the Expansion Rate, bank bjb Issued
November 2, 2020 Obligasi Subordinasi Tahap II 2020 Subordinated Bond Phase II 2020
108 3 November 2020 bank bjb-Pemkot Banjar Kolaborasi Hadirkan bank bjb-Pemkot Banjar Collaboration
November 3, 2020 E-Retribusi di Pasar Tradisional Presented E-Retribution in Traditional Markets
109 3 November 2020 bank bjb Salurkan KUR kepada Petani di bank bjb Distributed KUR to Farmers in
November 3, 2020 Kabupaten Sukabumi Sukabumi District
110 4 November 2020 Tandamata di Tengah Pandemi, bank bjb Tandamata in the Middle of a Pandemic,
November 4, 2020 Salurkan Bantuan Kemanusiaan kepada Panti bank bjb Distributed Humanitarian Aid to the
Yatim Orphanage
111 4 November 2020 Public Expose Tahun 2020 Public Expose in 2020
November 4, 2020
112 4 November 2020 bank bjb Hadirkan Kampus NgaDIGI bank bjb Presented NgaDIGI Campus
November 4, 2020
113 5 November 2020 Bayar Uji KIR, TMB dan Bandros Kini Bisa Pakai Pay for KIR, TMB and Bandros Test Now You
November 5, 2020 QRIS bank bjb Can Use QRIS bank bjb
114 11 November 2020 bank bjb Serahkan Bantuan Dukungan bank bjb Provided Health Support Assistance to
November 11, 2020 Kesehatan kepada RSUD Majalaya Majalaya Regional Hospital
115 10 November 2020 bank bjb Sepakati Kerja Sama dengan bank bjb Agreed to Collaborate with Indonesian
November 10, 2020 Pengembang Indonesia Developers
116 16-19 November 2020 WJIS 2020, bank bjb Iringi Langkah Pemprov WJIS 2020, bank bjb Accompanying the West
November 16-19, 2020 Jabar Membangun Rebana Metropolitan Java Provincial Government's Steps to Build a
Metropolitan Rebana
117 18 November 2020 bank bjb Siap Kolaborasi Wujudkan Digitalisasi bank bjb Ready to Collaborate to Realize the
November 18, 2020 Pasar Rakyat Digitalization of People's Markets
118 24 November 2020 Sinergi bank bjb Implementasikan Dukungan Bank bjb synergy in Implementing Inclusive
November 24, 2020 Keuangan Inklusif bagi Pemuda dan Perempuan Financial Support for South Tangerang Youth
Tangsel and Women
119 23 November 2020 bank bjb Resmikan Banking Corner di bank bjb Inaugurated a Banking Corner at
November 23, 2020 Universitas Sangga Buana Sangga Buana University
120 24-25 November 2020 Sinergi Membangun Negeri, bank bjb Tawarkan Synergy to Build the Country, bank bjb offered
November 24-25, 2020 Investasi Saham kepada ASN Pemprov Jabar investment in shares to the West Java Provincial
Government ASN
121 25 November 2020 Stimulasi Usaha Tani bank bjb Siapkan Kapulaga Bank bjb Farmers' Business Stimulation
November 25, 2020 Dongkrak Perekonomian Pangandaran Prepared Cardamom to Boost Pangandaran
Economy
122 26 November 2020 bank bjb Dirikan bjb Sekuritas, Perusahaan Efek bank bjb Established bjb Sekuritas, the first
November 26, 2020 Daerah Pertama di Indonesia regional securities company in Indonesia
123 25 November 2020 Hari Guru Nasional, bank bjb Dukung Program National Teacher's Day, bank bjb Supported the
November 25, 2020 Bakti Padamu Guru Community Service Program for Teachers
124 26 November 2020 bank bjb Dukung Digitalisasi BUMDes Guna bank bjb Supported the Digitalization of
November 26, 2020 Mewujudkan Visi Kabupaten Cirebon menuju BUMDes to Realize the Vision of Cirebon District
Go Smart City towards Go Smart City
125 26 November 2020 bank bjb Sukseskan Launching Laboratorium bank bjb Successfully Launched Regional
November 26, 2020 Inovasi Daerah Kabupaten Tangerang Innovation Laboratory in Tangerang District
126 2 Desember 2020 Kolaborasi bank bjb, Situ Rawa Besar jadi Ikon Bank bjb collaboration, Situ Rawa Besar became
December 2, 2020 Pariwisata Baru di Kota Depok a New Tourism Icon in Depok City
127 2 Desember 2020 Kolaborasi Bersama Pemerintah, bank bjb Collaboration with the Government, bank bjb
December 2, 2020 Hadirkan UMKM Juara di Cianjur Presented MSMEs Champion in Cianjur
128 3 Desember 2020 bjb PESATkan UMKM Godok Wirausahawan di bjb BOOST MSME Godok Entrepreneurs in East
December 3, 2020 Priangan Timur Priangan
129 5 Desember 2020 Bersama Jabar Explore, bank bjb Siap Together with West Java Explore, bank bjb was
December 5, 2020 Kembangkan Rute Pariwisata Baru ready to develop new tourism routes

Tanggal
Date
130 8 Desember 2020 Jabar Ekspor Kelapa Kering, bank bjb Dorong West Java Dry Coconut Exports, bank bjb
December 8, 2020 UMKM Berdaya Encouraged Empowered MSMEs
131 14 Desember 2020 bank bjb Perluas Channel Pembayaran Samsat bank bjb Expands Banten's Samsat Online
December 14, 2020 Online Banten Payment Channel
132 15 Desember 2020 bank bjb Catatkan Rekor MURI Investasi ASN bank bjb Recorded the MURI Record for ASN
December 15, 2020 Daerah Jawa Barat Investment in West Java Region
133 15 Desember 2020 Warung Desa bjb BiSA, Gebrakan Keuangan Warung Desa bjb BiSA, Inclusive Financial
December 15, 2020 Inklusif di Kabupaten Serang Breakthrough in Serang District
134 17 Desember 2020 bank bjb Serahkan Dukungan Program Bantuan bank bjb Provided Assistance Program Support
December 17, 2020 kepada BNPB to BNPB
135 17 Desember 2020 bank bjb Optimis Pertahankan Konsistensi Tren bank bjb Optimistic to Maintain Consistency of
December 17, 2020 Pertumbuhan Positif di 2021 Positive Growth Trend in 2021
136 18 Desember 2020 Sukseskan Program Sejuta Rumah, bank bjb Success of the One Million Houses Program,
December 18, 2020 Siap Kembali Lampaui Target KPR FLPP bank bjb was ready to exceed the FLPP
mortgage target
137 29 Desember 2020 bank bjb Sepakati Kerja Sama Money Market bank bjb Agreed on Money Market Cooperation
December 29, 2020 dengan Mandiri Sekuritas with Mandiri Sekuritas
138 29 Desember 2020 Resmi Terdaftar di BEI, bjb Sekuritas Gunakan Officially Registered on the IDX, bjb Sekuritas
December 29, 2020 Kode Broker “JB” Use Broker Code "JB"
Bulletin Bulletin
Perseroan secara rutin menerbitkan buletin yang The Company regularly published a bulletin
memuat informasi bagi pegawai yang diterbitkan containing information for employees published
melalui aplikasi kepegawaian HCS (Human Capital through the HCS (Human Capital Solutions)
Solutions) dan Majalah bjb Precious. Selama tahun employment application and bjb Precious
2020 Perseroan menerbitkan buletin diantaranya Magazine. During 2020 the company published
sebagai berikut. newsletters including the following.
No Date Judul Title

1 26 Maret 2020 bjb Performance Coaching bjb Performance Coaching
March 26, 2020
2 3 April 2020 Great People bjb Peduli Great People bjb Cares
April 3, 2020
3 6 April 2020 Live Streaming Motivation Session Live Streaming Motivation Session
April 6, 2020
4 8 April 2020 Work Form Home Challenge Home Challenge Work Form
April 8, 2020
5 13 April 2020 Buku Tranformasi Human Capital sekarang sudah The Human Capital Transformation Book is now in
April 13, 2020 hadir di genggaman kamu your grasp
6 14 April 2020 Pelaksanaan Pengembangan Pegawai Dalam Masa Implementation of Employee Development in the
April 14, 2020 Darurat Covid-19 Covid-19 Emergency
7 29 April 2020 bank bjb Cabang Kebayoran Baru Tetap Beroperasi bank bjb Kebayoran Baru Branch Continues to
April 29, 2020 Dengan Memprioritaskan Kesehatan dan Operate By Prioritizing the Health and Safety of
Keselamatan Para Karyawan Di Tengah Pandemi Employees Amid the Covid-19 Pandemic
Covid-19
8 4 Mei 2020 Work From Home (WFH) Sudah Diberlakukan, Work From Home (WFH) Has Been Implemented,
May 4, 2020 Diyakini Berdampak Positif Bagi Karyawan Maupun It Is Believed To Have A Positive Impact For
Perusahaan Employees And Companies
9 5 Mei 2020 Inilah Cara Mudah Lapor SPT Pajak Tahunan This is an Easy Way to Report the Annual Tax
May 5, 2020 Return
10 6 Mei 2020 Pengukuhan “Great People” bank bjb Menjadi Inauguration of "Great People" bank bjb Become
May 6, 2020 Pegawai Tetap “Great People With Great Permanent Employees of "Great People With Great
Performance” Performance"

2020 Annual Report
No Date Judul Title
11 11 Mei 2020 Healthy Tips Session Pola Hidup Sehat Corona Healthy Tips Session on Corona's Healthy Lifestyle
May 11, 2020 Minggat bersama dr. Leonardus Hariwishnu Passed Away with dr. Leonardus Hariwishnu
12 12 Mei 2020 Pelaksanaan Performance Coaching bjb Prestasiku Implementation of Performance Coaching bjb
May 12, 2020 Periode Triwulan II Tahun 2020 Achievements for the Second Quarter of 2020
13 14 Mei 2020 Pola Hidup Sehat Corona Minggat Corona's Healthy Lifestyle
May 14, 2020
14 15 Mei 2020 bank bjb Kantor Cabang Soreang meresmikan bank bjb Soreang Branch Office inaugurated the
May 15, 2020 Masjid Adz Dzikro Adz Dzikro Mosque
15 26 Mei 2020 bank bjb Menyalurkan Dana Zakat bank bjb Distributes Zakat Funds
May 26, 2020
16 26 Mei 2020 Great People bjb Peduli Serahkan Bantuan Ke Great People bjb Cares Provides Aid to West Java
May 26, 2020 Jabar Bergerak Mobile
17 27 Mei 2020 Tips Tangguh Menghadapi Era The New Normal Tough Tips for Facing The New Normal Era with
May 27, 2020 Bersama Prof DR. Kana Sutrisna Suryadilaga MM. Prof. DR. Kana Sutrisna Suryadilaga MM. MA
MA
18 2 Juni 2020 Program Donasi Great People bjb Peduli Sebagai Great People bjb Cares Donation Program as a
June 2, 2020 Refleksi Dimasa Pandemi Reflection on the Pandemic Era
19 2 Juni 2020 Insan bank bjb Cabang Kebayoran Baru Berbagi Personnel of bank bjb, Kebayoran Baru Branch,
June 2, 2020 Sembako Untuk Orang yang Membutuhkan Shares Basic Food for People in Need
20 16 Juni 2020 Ayok Kepoin Kemudahan Fasilitas BPJS Kesehatan Ayok Kepoin Ease of BPJS Health Facilities
July 16, 2020
21 28 Juli 2020 bjb Better 2020 Coming Soon bjb Better 2020 Coming Soon
July 28, 2020
22 14 Oktober 2020 HCS Kehadiranku Versi Baru, Yuk Cobain. New version of HCS, let's try it.
October 14, 2020
23 16 Oktober 2020 Internal Job Posting Internal Job Posting
October 16, 2020
24 21 Oktober 2020 DPLK Bertabur Hadiah Prize-studded DPLK
October 21, 2020
25 5 Desember 2020 Di Balik Layar The Amazing Performance by bjb Behind the Scenes of The Amazing Performance by
December 5, 2020 CLUB Dalam Acara bjb Better Award 2020 bjb CLUB in the bjb Better Award 2020 event
26 5 Desember 2020 bjb HCS mobile 2.0 kini lebih kece! bjb HCS mobile 2.0 is now even cooler!
December 5, 2020
27 5 Desember 2020 bjb My First Step, for your great experience bjb My First Step, for your great experience
December 5, 2020
28 5 Desember 2020 Melewati Akhir Pekan Anti Bosan Saat Pandemi Going through the Anti-Bored Weekend during
December 5, 2020 Tanpa Harus Keluar Rumah? Bisa Banget! the Pandemic without having to leave the house?
Really Can!
29 5 Desember 2020 LAUNCHING KAMPUS NGADIGI Cashless Society LAUNCHING OF NGADIGI CAMPUS Cashless
December 5, 2020 Universitas Majalengka Society, Majalengka University
30 5 Desember 2020 Semakin Dekat, Semakin Cepat, Semakin Produktif, Getting Closer, Faster, More Productive, Steps for
December 5, 2020 Langkah Business Partnership Human Capital bank the Business Partnership Human Capital bank bjb
bjb
31 5 Desember 2020 Pemilihan Ketua Umum Serikat Karyawan (SEKAR) Election of the Chairman of the Bank bjb Employees
December 5, 2020 bank bjb Periode 2020-2023 Union (SEKAR) for the period 2020-2023
32 5 Desember 2020 Dituntut Kerja Multi-Tasking? Yuk Cobain Teknik Requested for Multi-Tasking Work? Let's try the
December 5, 2020 Pomodoro Pomodoro technique
33 5 Desember 2020 The Social Media Dilemma (Manfaat dan Jebakan The Social Media Dilemma (Benefits and Traps of
December 5, 2020 Konsumer Media Sosial) Social Media Consumers)
34 5 Desember 2020 Akselerasi Transformasi Digital Banking Melalui Digital Banking Transformation Acceleration by
December 5, 2020 Pemenuhan Pegawai yang Professional & Digital Fulfilling Professional & Digital Minded Employees
Minded
35 5 Desember 2020 Etos Kerja Dalam Perspektif Islam Bersama Ustadz Work Ethic in Islamic Perspective with Ustadz Dr.
December 5, 2020 Dr. Aam Amiruddin M. Si. Aam Amiruddin M. Si.
36 7 Desember 2020 Elektronifikasi Transaksi Pemerintah melalui QRIS Electronification of Government Transactions
December 7, 2020 pada Pemerintah Daerah Kota Cirebon through QRIS at the Regional Government of
Cirebon City
37 7 Desember 2020 bank bjb Jalin Kesepakatan Kredit dengan HIPMI bank bjb Establishes a Credit Agreement with West
December 7, 2020 Jabar Java HIPMI
38 7 Desember 2020 bank bjb Songsong Panorama Kebangkitan bank bjb Songsong Panorama of Economic
December 7, 2020 Ekonomi dengan Optimisme dan Inovasi Awakening with Optimism and Innovation

No Date Judul Title
39 7 Desember 2020 bank bjb Sukseskan Launching Laboratorium bank bjb Successfully Launches Regional
December 7, 2020 Inovasi Daerah Kabupaten Tangerang Innovation Laboratory in Tangerang District
40 7 Desember 2020 bjb Pangandaran NgaDigi Solusi Transaksi Non bjb Pangandaran NgaDigi Non-Cash Transaction
December 7, 2020 Tunai Solution
41 7 Desember 2020 Ekspansi Kredit Konsumer, bank bjb Jalin Kerja Expansion of Consumer Credit, bank bjb Establishes
December 7, 2020 Sama dengan BNPB Cooperation with BNPB
42 7 Desember 2020 Sukses Transformasi Digital, bank bjb Sabet Successful Digital Transformation, bank bjb Wins
December 7, 2020 Penghargaan The Best IT for BPD Company 2020 The Best IT for BPD Company 2020 Award
43 7 Desember 2020 Tandamata di Tengah Pandemi, bank bjb Salurkan Tandamata in the Middle of a Pandemic, bank bjb
December 7, 2020 Bantuan Kemanusiaan kepada Panti Yatim Distributes Humanitarian Aid to the Orphanage
44 7 Desember 2020 Tips Anti Pecah Fokus Anti Shattering Tips
December 7, 2020
45 7 Desember 2020 Lingkunganmu Toxic? Tenang, kenali tips nya Your neighborhood is Toxic? Relax, get to know the
December 7, 2020 terlebih dahulu! tips first!
46 8 Desember 2020 Performance Coaching For Excellence Performance Performance Coaching For Excellence Performance
December 8, 2020
47 12 Desember 2020 Kerja bisa dilakukan dimana saja loh! Work can be done anywhere!
December 12, 2020
48 14 Desember 2020 Launching HCS Mobile 2.0 It’s in My Hand! Launching of HCS Mobile 2.0 It's in My Hand!
December 14, 2020
49 14 Desember 2020 Bank Bersiap Ekspansi Awal Tahun 2021 Banks Preparing for Early Expansion in 2021
December 14, 2020
50 15 Desember 2020 Bank Indonesia Cash Awards 2020, bank bjb Raih 5 Bank Indonesia Cash Awards 2020, bank bjb Wins
December 15, 2020 Penghargaan Sekaligus! 5 Awards at a Time!
51 16 Desember 2020 bank bjb Salurkan Bantuan Jamsosratu Untuk 50 bank bjb Distributes Jamsosratu Assistance to 50
December 16, 2020 Ribu Keluarga Penerima Manfaat Thousand Beneficiary Families
52 16 Desember 2020 Berita Duka Cita Pegawai bank bjb Grief News Bank bjb employees
December 16, 2020
53 16 Desember 2020 Apa saja sih Layanan Kesehatan yang ada di YKP What are the health services available at YKP bank
December 16, 2020 bank bjb? bjb?
54 16 Desember 2020 bank bjb Meraih Penghargaan The Most Resilience bank bjb Wins The Most Resilience Bank Award
December 16, 2020 Bank Dalam Resilience in Pandemic Bisnis Indonesia in Resilience in Pandemic Bisnis Indonesia Award
Award 2020 2020
55 16 Desember 2020 Stop Selling, Start Helping Stop Selling, Start Helping
December 16, 2020
56 17 Desember 2020 Mengusung Tema Pengajian Bulanan, Kantor Carrying the theme of the Monthly Recitation, the
December 17, 2020 Cabang Majalaya Melaksanakan Setelah Shalat Majalaya Branch Office Conducts After Fajr Prayer
Subuh
57 17 Desember 2020 Resmikan Kantor Kas, Pj. Sekda Pemda Sukabumi Inaugurated the Cash Office, Acting. Sekda Pemda
December 17, 2020 Minta bank bjb Optimalkan Layanan Sukabumi Asks bank bjb to Optimize Services
58 17 Desember 2020 Proses Pelaksanaan Akhir Tahun DPLK bank bjb End of Year Implementation Process of bank bjb
December 17, 2020 DPLK
59 18 Desember 2020 Partisipasi bank bjb dalam Digitalisasi Pasar di Bank bjb's participation in the Digitalization of
December 18, 2020 Indonesia, melalui Kolaborasi dengan Asosiasi Markets in Indonesia, through Collaboration with
Pengelola Pasar Indonesia (Asparindo) the Indonesian Market Managers Association
(Asparindo)
60 18 Desember 2020 Mengkaji Diri dengan Berbagi Self-Assessment by Sharing
December 18, 2020
61 19 Desember 2020 Seleksi Penetapan Pegawai Dalam Masa Penilaian Selection of Determination of Employees During
December 19, 2020 (PDMP) Menjadi Pegawai Tetap TW IV 2020 the Assessment Period (PDMP) to be Permanent
Employees for the 4th Quarter of 2020
62 21 Desember 2020 Legal Awareness Forum Semangat Menciptakan Legal Awareness Forum for the Spirit of Creating
December 21, 2020 Good Corporate Governance Sebagai Lembaga Good Corporate Governance as an Institution of
Kepercayaan Publik Public Trust
63 21 Desember 2020 CNR (City Night Ride) Insan bank bjb Kantor CNR (City Night Ride) Bank bjb personnel Regional
December 21, 2020 Wilayah 2 Office 2

2020 Annual Report
No Date Judul Title
64 22 Desember 2020 Sehat Sebelum Bekerja Healthy Before Work

December 22, 2020
65 22 Desember 2020 Gaya Hidup Baru Konsumsi Ramuan Anti Covid-19 New Lifestyle Consumption of Anti-Covid-19 Potion
December 22, 2020
66 23 Desember 2020 Pelaksanaan Kegiatan CSR bank bjb Cabang Implementation of CSR activities of bank bjb,
December 23, 2020 Kebayoran Baru Kebayoran Baru Branch
67 23 Desember 2020 Insan bank bjb Cabang Utama Meriahkan Gebyar Bank bjb Main Branch Staff Enliven ASN Activation
December 23, 2020 ASN Pengaktifan NgaDIGI melalui Terbosan Virtual of NgaDIGI through Online Virtual Breakthroughs
Online guna Menjaga Protokol Kesehatan to Maintain Health Protocols
68 24 Desember 2020 Sharing Session Cabang Cikarang Sharing Session of Cikarang Branch
December 24, 2020
69 24 Desember 2020 Manage Your Money, Manage Your Life: Tips Manage Your Money, Manage Your Life: Financial
December 24, 2020 Perencanaan Keuangan Bagi Karyawan Planning Tips for Employees
70 26 Desember 2020 Jangan lupa untuk isi Form Self Assesment Risiko Don't forget to fill in the Covid-19 Risk Self-
December 26, 2020 Covid-19, Great People! Assessment Form, Great People!
71 28 Desember 2020 Tahukah Kamu Tentang Evaluasi Behavior (L-3) Do You Know About Learning Behavior Evaluation
December 28, 2020 Pembelajaran? (L-3)?
72 28 Desember 2020 Bantuan CSR bank bjb untuk mendukung BNPB Bank bjb CSR assistance to support BNPB in the
December 28, 2020 dalam rangka penanggulangan Covid-19 di context of tackling Covid-19 in Indonesia
Indonesia
73 29 Desember 2020 Arahan Direktur Konsumer & Ritel bank bjb Direction of the Director of Consumer & Retail bank
December 29, 2020 mengenai Perubahan Perilaku Pandemi Covid 19 & bjb regarding Behavior Changes in the Covid 19
Test SWAB/RAPID Divisi Kredit Konsumer & Ritel Pandemic & SWAB/RAPID Test in the Consumer &
Retail Credit Division
74 29 Desember 2020 Membeli Kebahagiaan dengan Rasa Buying Happiness with Taste
December 29, 2020
75 30 Desember 2020 Penyaluran Bantuan Sosial Gubernur Banten Tahap Distribution of Social Assistance for the Governor
December 30, 2020 2 Kota Tangerang of Banten Phase 2 of the City of Tangerang
76 30 Desember 2020 NGODOK SAKU Online, NGObrol bareng DOKter NGODOK PAKU Online, NGObrol with DOCTORS
December 30, 2020 SAmbil KosUltasi Online Take Online Consultation
77 30 Desember 2020 Berita Duka Cita Pegawai bank bjb Grief News bank bjb employees
December 30, 2020
Adapun buletin majalah bjb precious, sebagai berikut: The newsletter bjb precious magazine is as follows:
Edisi 21, dengan Tema Ragam Nusantara Edisi 22, dengan Tema Kartini Nusantara
Terbit di bulan Maret 2020. Terbit di bulan Juni 2020.
Edition 21, with the theme of various archipelago Edition 22, with the theme Kartini Nusantara
Published in March 2020. Published in June 2020.

Edisi 23, dengan Tema Ragam Nusantara Edisi 24, dengan Tema Pesona Nusantara
Terbit di bulan September 2020. Terbit di bulan Desember 2020.
Edition 23, with the theme of Raga Nusantara Edition 24, with the theme of the Enchantment of the Archipelago
Published in September 2020. Published in December 2020.
Transparansi Penyampaian Laporan Report Submission Transparency
Tanggal
No. Nomor Surat Perihal Subject
Date
1. 936/DIR-MAP/2020 Laporan Informasi atau Fakta Material Report on Information or Material Facts 23-12-2020
Penyertaan Modal ke Anak Perusahaan of Equity Participation to Subsidiaries
2. 3273/CSE-HIN/2020 Laporan Informasi atau Fakta Material Material Information or Facts Report 14-12-2020
Penyampaian Hasil Pemeringkatan Submitting the Annual Ranking Results
Tahunan PT Bank Pembangunan Daerah of PT Bank Pembangunan Daerah Jawa
Jawa Barat dan Banten, Tbk. Barat and Banten, Tbk.
3. 3223/CSE-HIN/2020 Laporan Bulanan Registrasi Pemegang Monthly Report on Securities Holder 10-12-2020
Efek Registration
4. 3094/CSE-HIN/2020 Laporan Informasi atau Fakta Material Report on Material Information or Facts 03-12-2020
Peringkat PT Bank Pembangunan Daerah the Rating of PT Bank Pembangunan
Jawa Barat dan Banten, Tbk. (BJBR) Daerah Jawa Barat and Banten, Tbk.
(BJBR)
5. 0020/TRE-MLA/2020 Penyampaian Bukti Iklan Perbaikan atas Submission of Revised Advertising 11-11-2020
Informasi Tambahan Ringkas Obligasi Evidence of Additional Concise
Subordinasi Berkelanjutan II bank bjb Information on Continuous Subordinated
Tahap II Tahun 2020 Bond II of bank bjb Phase II Year 2020
6. 0019/TRE-MLA/2020 Penyampaian Prospektus Submission of the Prospectus 11-11-2020
Efek Registration
8. 2714/CSE-HIN/2020 Laporan Hasil Public Expose - Tahunan Public Expose Result Report - Annual 09-11-2020
9. 2616/CSE-HIN/2020 Penyampaian Materi Public Expose - Submission of Public Expose Materials - 27-10-2020
Tahunan Annual
10. 780/DIR-CSE/2020 Penyampaian Bukti Iklan Publikasi Submission of Advertisement Evidence 27-10-2020
Laporan Keuangan Triwulan III Tahun of Publication of Financial Statements
2020 (Unaudited) (KOREKSI) for the 3rd Quarter of 2020 (Unaudited)
(KOREKSI)
11. 780/CSE-HIN/2020 Penyampaian Bukti Iklan Publikasi Submission of Evidence of 27-10-2020
Laporan Keuangan Triwulan III Tahun Advertisements for the Third Quarter of
2020 (Unaudited) 2020 Financial Statements Publication
(Unaudited)
12. 0715/DIR-TRE/2020 Permintaan Penjelasan Emiten dan Request for Explanation of Issuers and 26-10-2020
Perusahaan Publik Lainnya Other Public Companies

2020 Annual Report
Tanggal
Date
13. 0016/TRE-MLA/2020 Penyampaian Bukti Iklan Informasi Submission of Advertisement Evidence 26-10-2020
Tambahan Penawaran Umum of Additional Information on Sustainable
Berkelanjutan II Obligasi Subordinasi Public Offering II of bank bjb Phase II
Berkelanjutan II bank bjb Tahap II Tahun Sustainable Subordinated Bonds II Year
2020 2020
14. 0015/TRE-MLA/2020 Penyampaian Prospektus Submission of the Prospectus 26-10-2020
15. 2439/CSE-HIN/2020 Rencana Penyelenggaraan Public Expose Public Expose Implementation Plan - 16-10-2020
- Tahunan Annual
Efek Registration
17. 703/DIR-CSE/2020 Risalah Rapat Umum Para Pemegang Minutes of the Extraordinary General 01-10-2020
Saham Luar Biasa Meeting of Shareholders
Efek Registration
19. 631/DIR-CSE/2020 Penyampaian Bukti Iklan Hasil RUPS Submission of Evidence of Advertisement 03-09-2020
of GMS Results
20. 630/DIR-CSE/2020 Ringkasan Risalah Rapat Umum Para Summary of Minutes of Extraordinary 03-09-2020
Pemegang Saham Luar Biasa General Meeting of Shareholders
21. 1849/CSE-HIN/2020 Laporan Informasi atau Fakta Material Information Report or Material Facts 18-08-2020
Penyampaian Penjelasan Terkait Dampak Submission of Explanations Related to
Pandemik COVID-19 the Impact of the COVID-19 Pandemic
22. 1793/CSE-HIN/2020 Laporan Kepemilikan atau Setiap Ownership Report or Any Change in 10-08-2020
Perubahan Kepemilikan Saham Ownership of Public Company Shares
Perusahaan Terbuka
23 1788/CSE-HIN/2020 Laporan Bulanan Registrasi Pemegang Monthly Report on Securities Holder 10-08-2020
Efek Registration
24. 571A/DIR-CSE/2020 Penyampaian Bukti Iklan Panggilan RUPS Submission of Evidence of Invitation for 10-08-2020
GMS
25. 571/DIR-CSE/2020 Pemanggilan Rapat Umum Pemegang Summons to the Extraordinary General 10-08-2020
Saham Luar Biasa Meeting of Shareholders
26. 543/DIR-CSE/2020 Penyampaian Bukti Iklan Publikasi Submission of Evidence of 29-07-2020
Laporan Keuangan Triwulan II Tahun Advertisements for the Second Quarter
2020 of 2020 Financial Report Publications
27. 514/DIR-CSE/2020 Pengumuman RUPS Announcement of the GMS 24-07-2020
28. 490/DIR-CSE/2020 Laporan Penggunaan Dana Hasil Report on the Use of Proceeds from 17-07-2020
Penawaran Umum (KOREKSI) Public Offering (KOREKSI)
29. 489/DIR-CSE/2020 Penyampaian Mata Acara Rapat Umum Submission of the Agenda for the 17-07-2020
Pemegang Saham Luar Biasa Extraordinary General Meeting of
Shareholders
30. 490/DIR-CSE/2020 Laporan Penggunaan Dana Hasil Report on the Use of Proceeds from 15-07-2020
Penawaran Umum Public Offering
32. 476/DIR-PKE/2020 Laporan Evaluasi terhadap pelaksanaan Evaluation Report on the implementation 13-07-2020
pemberian jasa audit atas informasi of the provision of audit services on
keuangan historis tahunan oleh AP dan annual historical financial information by
atau KAP AP and or KAP
Efek Registration
Efek Registration
36. 1245/CSE-HIN/2020 Laporan Informasi atau Fakta Material Information Report or Explanatory 29-05-2020
Penjelasasan Terkait Dampak Pandemik Material Facts Related to the Impact of
COVID-19 the COVID-19 Pandemic
Perusahaan Terbuka

Tanggal
Date
Perusahaan Terbuka
Perusahaan Terbuka
Perusahaan Terbuka
Perusahaan Terbuka
Perusahaan Terbuka
Perusahaan Terbuka
44. 1167/CSE-HIN/2020 Permintaan Penjelasan Emiten dan Request for Explanation of Issuers and 19-05-2020
Perusahaan Publik Tanggapan Surat OJK Public Companies in response to OJK's
Letter
45. 337/DIR-CS/2020 Laporan Informasi atau Fakta Material Material Information or Facts Report 18-05-2020
Akta Risalah Rapat Umum Pemegang Deed of Minutes of Annual General
Saham Tahunan PT Bank Pembangunan Meeting of Shareholders of PT Bank
Daerah Jawa Barat dan Banten, Tbk Pembangunan Daerah Jawa Barat and
(BJBR) Banten, Tbk (BJBR)
Efek Registration
47. 279/DIR-PKE/2020 Penyampaian Bukti Iklan Bukti Iklan Submission of Advertisement Evidence 28-04-2020
Publikasi Laporan Keuangan Triwulan I of Advertising for the First Quarter of
Tahun 2020 2020 Financial Report Publication
49. 994/CSE-HIN/2020 Laporan Informasi atau Fakta Material Report on Material Information or Facts 24-04-2020
Penandatanganan Letter of Intent (LOI) Signing Letter of Intent (LOI) by the
oleh Gubernur Jawa Barat dengan Governor of West Java and the Governor
Gubernur Banten of Banten
Penjelasan Informasi di Media Massa Explanation of Information in Mass Media
51. 249C/DIR-CSE/2020 Laporan Informasi atau Fakta Material Report on Material Information or Facts 21-04-2020
Ringkasan Risalah Rapat Umum Summary of the Minutes of the Annual
Pemegang Saham Tahunan Tahun Buku General Meeting of Shareholders for
2019 PT Bank Pembangunan Daerah the 2019 Financial Year of PT Bank
Jawa Barat dan Banten, Tbk. Pembangunan Daerah Jawa Barat and
Banten, Tbk.
52. 249B/DIR-CSE/2020 Perubahan dan/atau Tambahan Changes and/or Additional Disclosure of 20-04-2020
Keterbukaan Informasi terkait Aksi Information related to Corporate Actions
Korporasi
53. 249A/DIR-CSE/2020 Jadwal Dividen Tunai Interim Interim Cash Dividend Schedule 20-04-2020
54. 250/DIR-CSE/2020 Penyampaian Bukti Iklan Ringkasan Submission of Advertisement Evidence 20-04-2020
Risalah Rapat Umum Pemegang Saham of Summary of the Minutes of the Annual
Tahunan Tahun Buku 2019 General Meeting of Shareholders for the
Fiscal Year 2019
Efek Registration
56. 872/CSE-HIN/2020 Permintaan Penjelasan Emiten dan Request for Explanation of Issuers and 13-04-2020
57. 859/CSE-HIN/2020 Laporan Informasi atau Fakta Report of Material Information or Facts 09-04-2020
Material Informasi Tambahan Kepada Additional Information to Shareholders
Para Pemegang Saham PT Bank of PT Bank Pembangunan Daerah Jawa
Pembangunan Daerah Jawa Barat dan Barat and Banten, Tbk.
Banten, Tbk.
58. 859A/CSE-HIN/2020 Penyampaian Bukti Iklan Informasi Submission of Advertisement Evidence 09-04-2020
Tambahan Kepada Para Pemegang of Additional Information to Shareholders
Saham PT Bank Pembangunan Daerah of PT Bank Pembangunan Daerah Jawa
Jawa Barat dan Banten, Tbk. Barat and Banten, Tbk.

2020 Annual Report
Tanggal
Date
59. 228/DIR-CSE/2020 Permintaan Penjelasan Emiten dan Request for Explanation of Issuers and 07-04-2020
Perusahaan Terbuka
61. 186/DIR-CSE/2020 Perubahan Pemanggilan Rapat Umum Changes to the Summons of the Annual 19-03-2020
Pemegang Saham Tahunan General Meeting of Shareholders
Perusahaan Terbuka
Efek Registration
Penjelasan Atas Implikasi Berlaku Explanation of the Implications of the
Efektifnya PSAK 71, 72, dan 73 Tahun Effectiveness of PSAK 71, 72, and 73 of
2020 terhadap Laporan Keuangan PT 2020 on the Financial Statements of PT
BPD Jawa Barat dan Banten, Tbk. (BJBR) BPD West Java and Banten, Tbk. (BJBR)
65. 147/DIR-CSE/2020 Penyampaian Bukti Iklan Informasi Submission of Advertisement Evidence 02-03-2020
Laporan Keuangan Tahunan of Annual Financial Report Information
66. 148/DIR-CSE/2020 Pemanggilan Rapat Umum Pemegang Summons to the Annual General Meeting 02-03-2020
Saham Tahunan of Shareholders
67. 146/DIR-CSE/2020 Penyampaian Laporan Tahunan Submission of Annual Reports 02-03-202
68. 124/DIR-CSE/2020 Penyampaian Bukti Iklan Informasi Submission of Advertisement Evidence 02-03-2020
Tambahan dan/atau Perbaikan Atas of Additional Information and/or
Prospektus Ringkas Penawaran Umum Revisions to the Summary Prospectus
Berkelanjutan Obligasi Berkelanjutan II of the Continuous Public Offering of the
bank bjb Tahap I Tahun 2020 bank bjb II Phase I of 2020
69. 141/DIR-CSE/2020 Penyampaian Perubahan Mata Acara Submission of Changes to the Agenda 02-03-2020
Rapat Umum Pemegang Saham Tahunan for the Annual General Meeting of
Shareholders
70. 103/DIR-CSE/2020 Penyampaian Perubahan Mata Acara Submission of Changes to the Agenda 17-02-2020
Rapat Umum Pemegang Saham Tahunan for the Annual General Meeting of
Shareholders
71. 108/DIR-CSE/2020 Pengumuman RUPS Announcement of the GMS 14-02-2020
Efek Registration
Perusahaan Terbuka
74 081/DIR-CSE/2020 Penyampaian Mata Acara Rapat Umum Submission of the Agenda for the Annual 07-02-2020
Pemegang Saham Tahunan General Meeting of Shareholders
75. 078/DIR-CSE/2020 Perubahan Corporate Secretary Change in Corporate Secretary 03-02-2020
76. 266/CSE-HIN/2020 Penyampaian Bukti Iklan Prospektus Submission of Advertisement Evidence 30-01-2020
Ringkas Penawaran Umum Berkelanjutan of Concise Prospectus Public Offering
Obligasi Subordinasi Berkelanjutan II of Continuous Subordinated Bonds II of
bank bjb Tahap I Tahun 2020 bank bjb Phase I Year 2020
Perusahaan Terbuka
78. 189/CSE-HIN/2020 Laporan Kepemilikan atau Setiap Ownership Report or Any Change 23/01/2020
Perubahan Kepemilikan Saham PT Bank of Share Ownership in PT Bank
Pembangunan Daerah Jawa Barat dan Pembangunan Daerah Jawa Barat and
Banten, Tbk. (bank bjb) Banten, Tbk. (bank bjb)
79. 157/CSE-HIN/2020 Laporan Kepemilikan atau Setiap Ownership Report or Any Change 21/01/2020
Perubahan Kepemilikan Saham PT Bank of Share Ownership in PT Bank
Pembangunan Daerah Jawa Barat dan Pembangunan Daerah Jawa Barat and
Banten, Tbk. (bank bjb) Banten, Tbk. (bank bjb)
80. 0067/CSE-HIN/2020 Laporan Bulanan Registrasi Pemegang Monthly Report on Securities Holder 10/01/2020
Efek Periode 31 Desember 2019 Registration for the Period of December
31, 2019

Program Anti Korupsi Anti Corruption Program
Dalam upaya melakukan pencegahan Korupsi, Kolusi To prevent Corruption, Collusion and Nepotism
dan Nepotisme (KKN), bank bjb telah membentuk (CCN/KKN), the bank bjb has formed a gratification
program pengendalian gratifkasi yang sebagaimana control program as set out in Gratification Control
tertuang dalam Pedoman Pengendalian Gratifikasi Guideline Number 0694/SK/DIR-KP/2019 which
Nomor 0694/SK/DIR-KP/2019 yang memberikan provides direction and references for all Company
arah serta acuan bagi segenap organisasi Perseroan organizations in overcoming the practice of the
di dalam menanggulangi praktik saling memberi Company give each other (acceptance, rejection,
(penerimaan, penolakan, maupun pemberian) and giving) in the company environment so that
di lingkungan Perseroan sehingga pengelolaan the management of gratuities in the company
gratifikasi pada Perseroan dapat sesuai dengan can be in accordance with the principles of good
prinsip-prinsip tata kelola perusahaan yang baik. corporate governance. With the adoption of these
Dengan ditetapkannya pedoman ini, Perseroan guidelines, the Company is expected to encourage
diharapkan dapat mendorong terlaksananya etika the implementation of high business ethics and
bisnis yang tinggi serta mencegah timbulnya prevent conflicts of interest, fraud and other
benturan kepentingan, kecurangan serta perilaku irregularities in the corporate environment.
penyimpangan lain di Lingkungan Perseroan.
bank bjb secara berkesinambungan melakukan bank bjb continuously monitors and evaluates
monitoring dan evaluasi program pengendalian the gratification control program as a form of the
gratifikasi sebagai bentuk komitmen bank bjb bank bjb’s commitment to the KPK in carrying
dengan KPK dalam melaksanakan program out the gratification control program and the
pengendalian gratifikasi dan Perseroan telah company has carried out socialization held in the
melaksanakan sosialisasi yang diselenggarakan form of Training of Trainer to Managerial level
dalam bentuk Training of Trainer kepada perwakilan representatives at the Branch Office.
level Managerial di Kantor Cabang.
Kode Etik Code of Ethics
Kode etik adalah suatu sistem norma, nilai dan The code of ethics is a system of norms, values
juga aturan profesional tertulis yang secara tegas as well as written professional rules that expressly
menyatakan perbuatan apa saja yang benar state what actions are right or wrong, what
atau salah, perbuatan apa yang harus dilakukan actions must be done and what actions should be
dan perbuatan apa yang harus dihindari. Secara avoided. In short, the definition of a code of ethics
singkatnya definisi kode etik yaitu suatu pola is a pattern of rules, procedures, signs, ethical
aturan, tata cara, tanda, pedoman etis ketika guidelines when carrying out an activity or a job.
melakukan suatu kegiatan atau suatu pekerjaan. bank bjb considers it important and gives special
bank bjb memandang penting dan memberikan attention to the application of the code of ethics.
perhatian yang khusus terhadap penerapan kode Therefore, the bank bjb has established a Code
etik. Oleh sebab itu bank bjb telah menetapkan of Conduct that guides the people of the bank in
Code of Conduct yang menjadi pedoman insan building relationships with stakeholders.
bank dalam membangun hubungan dengan para
pemangku kepentingan (stakeholders).
Di samping itu, kode etik merupakan salah satu In addition, the code of ethics is one of the tools
perangkat yang ditetapkan Bank dalam menjaga established by the Bank in maintaining and
dan meningkatkan integritas seluruh insan bjb pada enhancing the integrity of all bjb people in the
kerangka penerapan Good Corporate Governance framework of implementing Good Corporate
(GCG) sehingga pengimplementasiannya dapat Governance (GCG) so that its implementation can
dilakukan secara konsisten. Dalam rangka be carried out consistently. In order to uphold the
menegakkan kode etik, Pejabat eksekutif telah code of ethics, the executive officer has conveyed

2020 Annual Report
menyampaikan komitmen kepada Direksi melalui his commitment to the Board of Directors through
penandatanganan pernyataan Integritas yang the signing of an updated Integrity statement
diperbaharui setiap tahunnya. Melalui upaya ini every year. Through this effort, it is hoped that
diharapkan Pejabat eksekutif dapat menjadi role executive officers can become role models for the
model bagi jajaran di bawahnya. subordinates.
Pokok-Pokok Kode Etik Code of Conduct
Direksi melalui Surat Keputusan Direksi Nomor 709/ Directors through Directors Decree Number
SK/DIRKP/2014 tanggal 7 Oktober 2014 tentang 709/SK/DIRKP/2014 dated October 7th, 2014,
Etika Usaha dan Tata Perilaku (Code of Conduct) concerning Business Ethics and Code of Conduct
PT Bank Pembangunan Daerah Jawa Barat dan of PT Bank Pembangunan Daerah Jawa Barat
Banten, Tbk., kode etik bank bjb merupakan and Banten, Tbk., bank bjb’s code of ethics is a
pedoman yang menjelaskan etika usaha dan guideline describing business ethics and bank bjb
tata perilaku insan bank bjb untuk melaksanakan people behavior to implement good corporate
praktik-praktik pengelolaan perusahaan yang baik. management practices. In these guidelines, bank
Di dalam pedoman tersebut bank bjb mengatur bjb regulates concerning:
mengenai:
Standar Etika Usaha Business Ethic Standard Standar Tata Perilaku Code of Conduct
1. Etika Perusahaan dengan 1. Company Ethics with 1. Etika kerja sesama insan 1. The work ethic of fellow
pegawai. employees. bank bjb. employess bank bjb.
2. Etika Perusahaan dengan 2. Company Ethics with 2. Menjaga kerahasiaan data 2. Maintaining the
nasabah. customers. dan informasi perusahaan. confidentiality of company
data and information.
3. Etika Perusahaan dengan 3. Company Ethics with 3. Menjaga harta perusahaan. 3. Safeguard company assets.
pesaing. competitors.
4. Etika Perusahaan dengan 4. Company Ethics with 4. Mencatat data dan 4. Record data and reporting.
penyedia barang/jasa. goods/service providers. pelaporan.
5. Etika Perusahaan dengan 5. Company Ethics with 5. Menghindari benturan 5. Avoiding conflicts of interest
stakeholder. stakeholders. kepentingan dan and abuse of position.
penyalahgunaan jabatan.
6. Etika Perusahaan dengan 6. Company Ethics with 6. Menerima hadiah atau 6. Receive gifts or facilities.
shareholder. shareholders. fasilitas.
7. Etika Perusahaan dengan 7. Corporate Ethics with the 7. Menolak penerimaan hadiah 7. Refuse accepting gifts or
pemerintah. government. atau fasilitas. facilities.
8. Etika Perusahaan dengan 8. Corporate Ethics with the 8. Memberi hadiah atau 8. Give a gift or facility.
masyarakat. community. fasilitas.
9. Etika Perusahaan dengan 9. Corporate Ethics with mass 9. Permintaan hadiah atau 9. Request for gifts or facilities.
media massa. media. fasilitas.
10.Etika Perusahaan dengan 10.Company Ethics with 10.Penyalahgunaan narkotika 10.Abuse of narcotics and
organisasi profesi. professional organizations. dan obat terlarang illegal drugs.
(narkoba).
11. Tidak melanggar pakta 11. Does not violate the

integritas. integrity pact.
12. Aktivitas politik. 12.Political activity.
Kepatuhan Terhadap Kode Etik Compliance With Code of Ethics
Kode etik bank bjb menjadi standar perilaku yang The code of ethics of bank bjb becomes a
wajar, patut dan dapat dipercaya untuk semua standard of fair, proper and trustworthy behavior
insan bank bjb dalam melaksanakan kegiatan for all bank bjb employee in carrying out business
usaha termasuk berinteraksi dengan pemangku activities including interacting with stakeholders.
kepentingan. Untuk itu, Kode etik bank bjb For this reason, the code of ethics of bank bjb is

berlaku bagi seluruh insan bank bjb di seluruh applied to all members of the bank bjb at all levels
jenjang organisasi. Penerapan pedoman kode of the organization. The application of the bank
etik bank bjb dilaksanakan secara terus menerus bjb Code of Ethics is carried out continuously
dan berkesinambungan dalam bentuk sikap, and continuously in the form of attitudes, actions,
perbuatan, komitmen dan ketentuan mendukung commitments and provisions supporting the
terciptanya budaya perusahaan. creation of corporate culture.
Penyebarluasan Kode Etik Dissemination of Code of Ethics
Kode Etik disosialisasikan melalui kegiatan- The Code of Ethics is socialized through
kegiatan sosialisasi yang dilaksanakan oleh socialization activities carried out by the Work Unit
Satuan Kerja Kepatuhan serta pada kesempatan Compliance as well as on educational and training
pendidikan dan pelatihan oleh Satuan Kerja opportunities by the Compliance Work Unit.
Kepatuhan.
Upaya Penerapan dan Penegakan Kode Efforts to Apply and Enforcement Code
Etik of Ethics
Upaya dalam penerapan dan penegakan kode Efforts in the application and enforcement of the
etik, bank bjb telah mempunyai ketentuan internal code of ethics, the bank bjb already has internal
yaitu Surat Keputusan Direksi Nomor 0139/ provisions, namely Directors Decree Number
SK/DIR-HC/2017 tanggal 4 Mei 2017 tentang 0139/SK/DIR-HC/2017 dated May 4th, 2017,
Pedoman Disiplin Pegawai. Ketentuan dimaksud regarding Employee Discipline Guidelines. The
diterapkan untuk mengamankan kepentingan aforementioned provisions are applied to secure
Bank, menegakkan tata tertib pegawai lingkungan the interests of the Bank, uphold the rules of the
bank bjb dan sebagai sarana pembinaan pegawai. employee of the bank bjb environment and as a
means of employee coaching.
Jenis Sanksi Pelanggaran Kode Etik Types of Violations of Code of Ethics
Pedoman Disiplin Pegawai memiliki bentuk sanksi The Employee Discipline Guidelines take the form
kepegawaian antara lain: of staffing sanctions including:
1. Ganti Kerugian 1. Indemnification
2. Sanksi Administratif 2. Administrative Sanctions
Tingkat dan Jenis Sanksi Administratif terdiri The level and type of administrative sanctions
dari: consist of:
a. Sanksi administratif Ringan berupa a. Minor administrative sanctions in the form
Pembinaan dan Teguran of guidance and reprimand
b. Sanksi adminitratif Sedang berupa b. Medium administrative sanctions in the form
Peringatan I, Peringatan II, dan Peringatan III of Warning I, Warning II, and Warning III
c. Sanksi adminitratif Berat berupa Pernyataan c. Severe administrative sanctions in the form
Tidak Puas dan Pemberhentian Sebagai of Dissatisfied Statements and Dismissal as
Pegawai Employees

2020 Annual Report
Jumlah Pelanggaran dan Sanksi yang Number of Violations and Sanctions

Diberikan Provided
Pemberian sanksi telah dilaksanakan berdasarkan The sanctions had been implemented based on
Pedoman Disiplin Pegawai No. 0139/SK/DIR- Employee Discipline Guidelines No. 0139/SK/
HC/2017 yang ditetapkan pada tanggal 4 Mei 2017. DIR-HC/2017 which was enacted on May 4, 2017.
Selama tahun 2020, sanksi yang diberikan kepada During 2020, the sanctions given to employees
pegawai sebanyak 73 (tujuh puluh tiga) orang are 73 (seventy three) people with the following
Jumlah
Jenis Sanksi Sanctions Total
2020 2019
Berat Gross Violation 28 28
Ringan Minor Offense 31 65
Sedang Moderate Violation 14 40
Grand Total Grand Total 73 133
Kebijakan Gratifikasi Gratification Policy
Program pengendalian gratifikasi adalah The gratituity control program became a set
sekumpulan perangkat dan rangkaian kegiatan of tools and a series of activities as well as a
serta mekanisme pengendalian gratifikasi secara continuous gratituity n control mechanism in
berkesinambungan guna menjaga integritas order to maintain the integrity of employees from
pegawai dari praktik gratifikasi yang dilarang. prohibited gratituity practices. The Gratituity
Program Pengendalian Gratifikasi merupakan Control Program is a cooperation program
program kerja sama yang dilakukan antara bank carried out between bank bjb and the Indonesian
bjb dengan Komisi Pemberantasan Korupsi (KPK) Corruption Eradication Commission (KPK) based
Indonesia berdasarkan komitmen bersama/ on a joint commitment/cooperation agreement
kesepakatan kerjasama antara bank bjb dengan between bank bjb and the KPK signed on March
KPK yang ditandatangani pada 25 Maret 2011. 25, 2011. bank bjb is the first bank in Indonesia
bank bjb merupakan bank pertama di Indonesia to collaborate with KPK related to the gratituity
yang melakukan kerja sama dengan KPK terkait Control Program. The implementation of the
Program Pengendalian Gratifikasi. Adapun gratituity Control Program begins with the
penerapan Program Pengendalian Gratifikasi application of a corporate culture in which there
diawali dengan penerapan budaya perusahaan are key values or values that become the corporate
yang didalamnya terdapat tata nilai atau nilai–nilai values of bank bjb.
utama yang menjadi corporate value bank bjb.
Dalam mewujudkan komitmen Program In realizing the commitment of the Gratification

Pengendalian Gratifikasi maka corporate value Control Program, the bank bjb’s corporate
bank bjb dijabarkan dalam bentuk code of conduct value is spelled out in the form of a code of
(etika usaha dan tata perilaku) untuk menjadi conduct (business ethics and code of conduct)
acuan perilaku bagi Dewan Komisaris, Direksi to be a reference for behavior for the Board
dan seluruh pegawai bank bjb dalam mengelola of Commissioners, Directors and all bank bjb
perusahaan guna mencapai visi, misi dan tujuan employees in managing the company in order to
Bank. Salah satu etika perilaku yang terdapat achieve the company’s vision, mission and goals.
pada code of conduct yaitu standar etika untuk One of the behavioral ethics contained in the code
menghindari benturan kepentingan (penanganan of conduct, namely ethical standards to avoid
benturan kepentingan/conflict of interest) dan conflicts of interest (handling conflict of interest)

penyalahgunaan jabatan serta etika untuk tidak and abuse of position and ethics not to accept
menerima gratifikasi dalam bentuk apapun gratituity in any form related to one's position,
yang berhubungan dengan jabatan, tugas serta duties and authorities.
kewenangannya.
Program pengendalian gratifikasi terdiri The gratification control program consists of

dari pembuatan perangkat aturan tentang making a set of rules regarding gratification
pengendalian gratifikasi, etika usaha dan tata control, business ethics and code of conduct for
perilaku (code of conduct) pembentukan organisasi the formation of an organization that manages
yang mengelola pengendalian gratifikasi, kegiatan gratification control, socialization/dissemination
sosialisasi/diseminasi tentang aturan pengendalian activities regarding control rules gratification and
gratifikasi dan peningkatan kesadaran individu dan increase awareness of individuals and organizations
organisasi tentang gratifikasi serta implementasi about gratification and the implementation of the
pengelolaan pelaporan penerimaan gratifikasi management of reporting gratuity receipts in
yang berkoordinasi dengan pihak KPK. coordination with the KPK.
Pengelolaan Pengendalian Gratifikasi Gratification Control Management
Sistem pelaporan penerimaan gratifikasi setiap The reporting system for gratuity acceptance for
insan bank bjb yang menerima gratifikasi yang every bank bjb person who receives gratuities that
dianggap suap atau gratifikasi yang terkait are considered as bribery or gratuities related to
kedinasan wajib melaporkan penerimaan tersebut official services has to report it to the Gratification
kepada Unit Pengendalian Gratifkasi (UPG) Control Unit (UPG) no later than 7 (seven) working
selambat–lambatnya 7 (tujuh) hari kerja sejak days of receiving gratuities.
penerimaan gratifikasi.
Sosialisasi Kebijakan Gratifikasi Gratification Policy Socialization
Dalam melaksanakan program pengendalian In carrying out the gratification control program
gratifikasi dan Perseroan telah melaksanakan and the company has conducted socialization held
sosialisasi yang diselenggarakan dalam bentuk in the form of Training of Trainers to Managerial
Training of Trainer kepada perwakilan level level representatives at the Branch Office.
Managerial di Kantor Cabang.
Laporan Gratifikasi Tahun 2020 Gratification Report of 2020
Dalam implementasi pengelolaan pelaporan In the implementation of the management of

gratifikasi selama tahun 2020 telah diterima gratification reporting during 2020, 45 (fourty-
sebanyak 45 (empat puluh lima) laporan five) reports of acceptance of gratification have
penerimaan gratifikasi. been received.

2020 Annual Report
Whistleblowing System Whistleblowing System
Whistleblowing System berperan penting dalam The Whistleblowing System has an important role
meningkatkan pelaksanaan tata kelola perusahaan in improving the implementation of good corporate
yang baik serta serta merupakan bagian dari governance and is also part of maintaining the
pemeliharaan budaya dan kepedulian atas anti culture and awareness of anti-fraud in the ranks
fraud di jajaran organisasi bank bjb. Dalam of the bank bjb organization. In order to increase
rangka meningkatkan efektivitas penerapan Good the effectiveness of the implementation of Good
Corporate Governance melalui peran aktif para Corporate Governance through the active role
pelapor (whistleblower) maka bank bjb telah of whistleblowers, bank bjb have established a
membentuk Sistem Pengaduan Pelanggaran Whistleblowing Complaints System in the form of
berupa bjbWBS (Whistleblowing System). bjbWBS (Whistleblowing System).
Kebijakan Whistleblowing System bank bjb The bank bjb Whistleblowing System policy
dituangkan dalam Surat Keputusan Direksi No. 708/ is outlined in Directors Decree No. 708/SK/
SK/DIR-KP/2014 tanggal 7 Oktober 2014 tentang DIRKP/2014 dated October 7th, 2014 concerning
Tata Kerja Pelaporan Pelanggaran (Whistleblowing) Work Procedures for Reporting Violations
di Lingkungan PT Bank Pembangunan Daerah Jawa (Whistleblowing) in the PT Bank Pembangunan
Barat dan Banten, Tbk., yang telah diperbaharui daerah Jawa Barat dan Banten, Tbk., which have
dalam Surat Keputusan Direksi No. 1079/SK/DIR- been updated in Directors’ Decree No. 1079/
AI/2016 tanggal 1 Desember 2016 tentang Standar SK/DIR-AI/2016 dated December 1st, 2016
Operasional Prosedur (SOP) Whistleblowing concerning Standard Operating Procedure (SOP)
System. Penerapan Whistleblowing System di of Whistleblowing System. The application of the
bank bjb bertujuan untuk: Whistleblowing System at bank bjb aims to:
Whistleblowing System
Membangun sistem penanganan pelaporan pelanggaran yang

tanggap, transparan, aman dan bertanggung jawab.
Establish a system for handling violation reporting that is
responsive, transparent, safe and responsible.
Menyediakan fasilitas dan panduan yang jelas dan konsisten

bagi pelapor untuk menyampaikan dugaan adanya
pelanggaran terhadap kebijakan dan ketentuan Bank serta
peraturan perundang-undangan.
Provide clear and consistent facilities and guidelines for
reporters to submit allegations of violations of Bank policies
and regulations as well as laws and regulations.

Pengelolaan Whistleblowing System Whistleblowing System Management
Penyampaian Laporan Pelanggaran Submission of Violation Reports
Penyampaian laporan kejadian indikasi fraud Submission of reports of indications of fraud

(whistleblowing) dapat dilakukan oleh seluruh (whistleblowing) can be done by all parties both
pihak baik internal maupun eksternal kepada bank internal and external to the bank bjb through the
bjb melalui website bank bjb, yaitu pada: bank bjb website, namely on:
1. Aplikasi bjbWBS yaitu https://bjbwbs.bankbjb. 1. The bjbWBS application is https://bjbwbs.bank
co.id/atau melalui bjb.co.id/or through
2. Surat kepada alamat Satuan Kerja Audit 2. Letter to the address of the Internal Audit Work
Internal, Menara bank bjb Lt. 6, Jalan Naripan Unit, Bank menara bjb Lt. 6, Jalan Naripan 12-
12-14, Bandung 40111. 14, Bandung 40111.
Sarana penyampaian laporan pengungkapan Means of submitting reports on disclosure of

kejadian indikasi fraud merupakan fasilitas fraud indication events are independent, free and
komunikasi yang bersifat independen, bebas dan confidential communication facilities so that every
rahasia, sehingga setiap laporan yang disampaikan report submitted will be received directly by the
akan diterima langsung oleh pengelola management of the Whistleblowing System.
Whistleblowing System.
Penangangan Pengaduan Complaints Handling
1. Setiap proses penanganan laporan 1. Every process of handling reports on disclosure

pengungkapan kejadian indikasi fraud of indications of fraud is the authority of the
merupakan kewenangan pengelola manager of the Whistle Blowing System carried
Whistleblowing System yang dilakukan oleh out by the Anti Fraud Work Unit in the Internal
Unit Kerja Anti Fraud pada Satuan Kerja Audit Audit Work Unit.
Internal.

2020 Annual Report
2. Untuk menjamin kerahasiaan identitas pelapor, 2. To guarantee the confidentiality of the reporter’s
setiap laporan diberi nomor referensi unik dan identity, each report is given a unique reference
setiap nama pelapor diganti dengan nama number and each reporter’s name is replaced
samaran/nama alias. with a pseudonym/alias name.
3. Bilamana diperlukan akan dilakukan investigasi 3. If necessary further investigations will be carried
lebih lanjut. Dalam melakukan proses out. In carrying out the process of following up
tindak lanjut atas setiap pelaporan wajib on any reporting, it is necessary to prioritize
mengedepankan kerahasiaan, asas praduga tak confidentiality, the principle of presumption of
bersalah dan profesionalisme. innocence and professionalism.
4. Fasilitas/media saluran penyampaian pelaporan 4. Facilities/media channel for reporting violations
pelanggaran bersifat independen, bebas dan that are independent, free and confidential.
rahasia.
5. Pihak yang melanggar prinsip kerahasiaan 5. Parties who violate the principle of confidentiality
tersebut akan diberikan sanksi yang berat will be given severe sanctions in accordance with
sesuai ketentuan yang berlaku di bank bjb. the applicable provisions in the bank bjb.
Alur Bagan Pelaporan Pelanggaran Flow Chart of Violation Reporting
 



Menerima Laporan
Pengaduan Penelaahan Awal Investigasi
Recieving Complaints Initoal study Investigation
Report
Pengelola Whistleblowing System Melakukan verifikasi dan analisa Apabila terindikasi cukup kuat
menerima laporan pengaduan, data dengan membandingkan atas dugaan kejadian fraud maka
mencatat dan memastikan antara informasi yang diperoleh laporan dapat dilanjutkan menjadi
laporan telah sesuai dengan dengan data dan informasi yang Audit Investigasi.
kriteria untuk ditindaklanjuti. dimiliki/dapat diakses auditor.
The Manager of the Whistleblowing Verify and analyze data by If it is indicated to be strong
System Receives a Complaint comparing information enough for alleged fraud,
Report, records and makes sure obtained with data and the report can proceed to
the report complies with the information that is owned/ Investigation Audit.
criteria to be followed up. accessible by the auditor.
Perlindungan Bagi Whistleblower Protection For Whistleblower
1. Bank berkomitmen untuk melindungi pelapor 1. The Bank is committed to protecting the
pengungkapan kejadian indikasi fraud yang whistleblower in the event of an indication of
beritikad baik. fraud in good faith.

2. Pelapor dilindungi oleh Bank dari bentuk 2. The reporter is protected by the bank from
ancaman, intimidasi, hak-hak kepegawaian, threats, intimidation, employment rights,
gugatan hukum, pengrusakan harta benda, lawsuits, property damage, physical actions,
tindakan fisik, hukuman maupun tindakan tidak penalties or other unpleasant actions from the
menyenangkan lainnya dari terlapor, bank atau reported party, bank or from any party as long
dari pihak manapun selama pelapor menjaga as the reporter maintains the confidentiality of
kerahasiaan kasus yang diadukan kepada pihak the case reported to the party any.
manapun.
3. Perlindungan terhadap pelapor juga berlaku 3. Protection against whistleblowers also applies
bagi pegawai yang melaksanakan proses to employees who carry out the investigation
investigasi maupun pihak yang memberikan process as well as those who provide
informasi terkait dengan laporan pengungkapan information related to disclosure reports of
indikasi fraud. indications of fraud.
4. Pelapor yang menyampaikan laporan 4. The reporter who submits reports of violations
pelanggaran yang bersifat palsu/fitnah tidak that are false/defamation are not entitled to
berhak mendapatkan perlindungan pelapor. the protection of the reporter.
5. Bank menjamin atas perlindungan kerahasiaan 5. The bank guarantees the protection of the
identitas pelapor. confidentiality of the reporter’s identity.
Jenis Pelanggaran yang Dapat Dilaporkan Types of Violations That Can Be Reported
Adapun jenis pelanggaran yang dapat dilaporkan The types of violations that can be reported are
adalah sebagai berikut. as follows.
Kecurangan Fraud
Perbuatan untuk memperoleh keuntungan pribadi Acts for personal gain that are carried out
yang dilakukan secara tidak jujur/etis dan melanggar dishonestly/ethically and in violation of internal
ketentuan internal atau perundang-undangan. regulations or laws.
Penggelapan Embezzlement
Perbuatan mengambil atau menyalahgunakan Actions of taking or misusing Bank assets for
aset Bank untuk kepentingan pribadi. personal gain..
Pemalsuan Counterfeiting
Melakukan rekayasa untuk menutupi kondisi Manipulation to cover up the actual conditions.
yang sebenarnya.
Korupsi Corruption
Perbuatan yang dilakukan dengan tujuan Acts carried out with the aim to benefit oneself
untuk menguntungkan diri sendiri atau orang or another person or a company by abusing the
lain atau suatu perusahaan dengan cara authority, opportunity or means available to him
menyalahgunakan kewenangan, kesempatan atau because of his position or position that causes
sarana yang ada padanya karena jabatan atau state/Bank losses, including in the form of:
kedudukan yang menyebabkan kerugian negara/ Conflicts of interest, Gratuities, Bribery.
Bank, diantaranya dalam bentuk: Benturan
kepentingan, Gratifikasi, Penyuapan.

2020 Annual Report
Pemerasan Extortion
Perbuatan untuk memperoleh sesuatu yang Actions to obtain something that has economic
memiliki nilai/manfaat ekonomis yang disertai value/benefits accompanied
dengan ancaman atau paksaan. by threats or coercion.
Pemalsuan Counterfeiting
Melakukan rekayasa untuk menutupi kondisi yang Manipulation to cover up the actual conditions.
sebenarnya.
Pembocoran Informasi Information Leakage

Perbuatan memberikan atau menyebarluaskan The act of giving or disseminating confidential
informasi milik Bank yang bersifat rahasia kepada Bank information to other unauthorized parties.
pihak lain yang tidak berkepentingan.
Tindak Pidana Bidang Perbankan Banking Crimes

Tindak pidana yang menyangkut perbuatan yang Criminal acts relating to acts related to banking
berkaitan dengan perbankan dan diancam dengan and threatened with crime, specifically contained
pidana, yang termuat khusus hanya dalam undang- only in the laws governing banking
undang yang mengatur mengenai perbankan.
Tindakan Lainnya Other Actions

Segala jenis perbuatan yang diancam dengan All types of acts that are threatened with
hukuman pidana yang berkaitan dengan kegiatan criminal penalties relating to bank operations.
operasional bank.
Untuk meningkatkan efektivitas penanganan To improve the effectiveness of report handling,

laporan, pelapor dapat menyampaikan beberapa the reporter can submit the following information:
informasi berikut:
1. Identitas diri, meliputi nama pelapor 1. Personal identity, including the reporter’s name
(diperbolehkan anonim), nomor telepon atau (allowed anonymous), telephone number or
alamat email yang dapat dihubungi. email address that can be contacted.
2. Memberikan indikasi awal yang dapat 2. Provide initial indications that can be
dipertimbangkan, meliputi: considered, including:
a. Pihak yang terlibat a. The involved parties
b. Bentuk/jenis fraud b. Form/type of fraud
c. Lokasi dan waktu kejadian c. Location and time of the incident
d. Kronologis kejadian d. Chronology of events
e. Informasi/keterangan lainnya e. Other information
Pengelola Laporan Pelanggaran Management of Violation Reports
Efektivitas penerapan Whistleblowing System The effectiveness of implementing bank bjb’s

bank bjb dikelola oleh Satuan Kerja Audit Internal Whistleblowing System is managed by the Internal
yang bertanggung jawab secara langsung Audit Work Unit which is directly responsible to

kepada Direktur Utama serta memiliki hubungan the President Director and has a communication
komunikasi kepada Dewan Komisaris. that is related to the Board of Commissioners.
Sosialisasi Whistleblowing System Socialization of Whistleblowing System
Untuk meningkatkan pemahaman mengenai To increase the understanding of the

Whistleblowing System kepada seluruh tingkatan Whistleblowing System to all levels of employees,
pegawai, bank bjb secara konsisten melakukan the bank bjb consistently makes presentations to
presentasi kepada masing-masing unit kerja serta each work unit and displays material on a screen
menampilkan materi dalam screen display pada display on each employee’s workstation.
workstation setiap pegawai.
Jumlah Pengaduan dan Tindak Number of Complaints and Its Follow

Lanjutnya Up
Pada tahun 2020 terdapat 55 (lima puluh lima) In 2020, there are 55 (fifty five) complaints through
pengaduan melalui Whistleblowing System. the Whistleblowing System.
Jumlah Pengaduan Melalui Whistleblowing System pada Tahun 2020

Table of the Number of Complaints through the Whistleblowing System in 2020
Media Penyampaian Laporan

Report Submission Media
29 26
Surat atau Melaporkan
Aplikasi bjbWBS Secara Langsung
bjbWBS Application Mail or Direct Report
Tindaklanjut
Follow up
Laporan Masih Dalam

Proses (Proses Audit/
Proses Pelaporan/
Laporan Ditutup Laporan Diteruskan
Proses
(Tidak Terbukti) Laporan Selesai kepada Penyidik
Lintas Divisi)
Report Closed Report has been Done The Report Continued
Report in Process
(Not Proven) with Legal Efforts
(Audit Process/
Reporting Process/
Cross-Division Process)
29 0 26 8

2020 Annual Report
Selama tahun 2020 bank bjb telah berupaya During 2020 bank bjb has attempted to take steps
melakukan langkah-langkah sebagai bentuk tindak as a form of follow-up to resolve fraud, including:
lanjut penyelesaian tindakan fraud, antara lain:
a. Pemberian sanksi kepegawaian dengan kriteria a. Giving sanctions for the employee with the
sanksi sebagai berikut: following criteria of sanctions:
• Pembinaan • Training
• Teguran • Rebuke
• Peringatan I • Warning I
• Peringatan II • Warning II
• Peringatan III • Warning III
• Pernyataan Tidak Puas • Dissatisfaction Statement
• Pemberhentian Sebagai Pegawai • Dismissal as an Employee
b. Upaya hukum dengan melaporkan pelaku fraud b. Legal action by reporting fraudsters to Law
ke Aparat Penegak Hukum (APH) sebagai Enforcement Officials (APH) as part of the
bagian dari implementasi program “Zero implementation of the "Zero Tolerance For
Tolerance For Fraud” Fraud" program
Penerapan Tata Kelola Terintegrasi The Implementation of Integrated

Governance
Sesuai dengan Peraturan Otoritas Jasa Keuangan In accordance with the Financial Services
Nomor 18/POJK.03/2014 tentang Penerapan Tata Authority Regulation number 18/POJK.03/2014
Kelola Bagi Konglomerasi Keuangan Tata Kelola concerning the implementation of Governance for
Terintegrasi, bank bjb termasuk lembaga keuangan the Integrated Conglomerate, bank bjb belongs to
yang memiliki kewajiban penerapan tata kelola the financial institution that has the obligation to
terintegrasi. Hal tersebut dikarenakan terdapatnya implement integrated governance. That is because
kepemilikan saham beberapa Lembaga Jasa there are shares in several Financial Services
Keuangan oleh bank bjb. Institutions by the bank bjb.
Selain hal tersebut, dengan kedudukan bank Furthermore, as a Financial Services Institution
bjb sebagai Lembaga Jasa Keuangan yang whose controlling shareholder is the West Java
Pemegang Saham Pengendalinya adalah Provincial Government, bank bjb has a relationship
Pemerintah Provinsi Jawa Barat, bank bjb memiliki with the Financial Services Institution owned by
keterkaitan dengan Lembaga Jasa Keuangan the West Java Provincial Government. Therefore,
yang dimiliki oleh Pemerintah Provinsi Jawa Barat. the Company has a controlling relationship with
Hal ini menjadikan Perseroan memiliki hubungan the Financial Services owned by the Government
pengendalian dengan Lembaga Jasa Keuangan of West Java Province. Based on this, the
yang dimiliki oleh Pemerintah Provinsi Jawa Barat. Company and all financial service institutions that
Atas dasar inilah Perseroan bersama seluruh have ownership and control relationships can be
Lembaga jasa Keuangan yang memiliki hubungan categorized as a Financial Conglomerate.
kepemilikan maupun hubungan pengendalian
dapat dikategorikan sebagai suatu Konglomerasi
Keuangan.
Sebagai bagian dari Konglomerasi Keuangan As a part of the Financial Conglomerate, the
tersebut, bank bjb berkeinginan untuk dapat bank bjb is willing to be able to play an active
berperan aktif di dalam melaksanakan tata role in implementing integrated governance in
kelola terintegrasi sesuai Peraturan Otoritas accordance with Financial Services Authority
Jasa Keuangan nomor 18/POJK.03/2014 tentang Regulation number 18/POJK.03/2014
Penerapan Tata Kelola Bagi Konglomerasi concerning The Implementation of Governance
Keuangan. Dengan demikian, pelaksanaan for the Integrated Conglomerates. Thus, the

tata kelola yang dilakukan secara terintegrasi implementation of governance carried out in
tersebut ke depannya dapat mewujudkan suatu an integrated manner in the future can create a
konglomerasi keuangan yang sehat yang dapat healthy financial conglomerate that can participate
berpartisipasi di dalam menciptakan sektor jasa in creating a financial service sector that grows in
keuangan yang tumbuh secara berkelanjutan dan a sustainable and stable manner.
stabil.
Berdasarkan surat Nomor 539/1030/Inves&BUMD Based on the letter No. 539/1030/Inves&BUMD

tanggal 2 Maret 2015 perihal Penunjukan bank bjb dated March 2nd, 2015 concerning the
Selaku Entitas Utama dansurat nomor 539/1495/ Appointment of the bank bjb as the Main Entity
Inves&BUMD tanggal 27 Maret 2015 perihal and letter No.539/1495/Inves&BUMD dated March
Penunjukan bank bjb Selaku Entitas Utama, 27th, 2015 regarding the appointment of the bank
Bank ditunjuk selaku Entitas Utama bagi seluruh bjb as the Main Entity, the Bank is appointed as
Lembaga Jasa Keuangan yang dimiliki dan/ the Main Entity for all Financial Services Institution
atau dikendalikan oleh Pemerintah Provinsi Jawa owned and/or controlled by the Government
Barat. Beberapa upaya yang telah dilakukan oleh of West Java Province. Some efforts made by
Bank terkait implementasi Peraturan Otoritas the Bank related to the implementation of the
Jasa Keuangan nomor 18/POJK.02/2014 tersebut Financial Services Authority Regulation number
adalah sebagai berikut: 18/POJK.02/2014 are as follows.
1. Pembentukan Satuan Kerja 1. The Formation of Work Unit

Berdasarkan Surat Keputusan Direksi Nomor Based on the Decree of the Board Directors No.
0860/SK/DIR-PS/2019 tanggal 22 Juli 2019 0860/SK/DIR-PS/2019 dated July 22nd, 2019
tentang Deskripsi Jabatan, diatur mengenai concerning Position Descriptions, regulates the
hal-hal sebagai berikut: following matters:
a. Pelaksanaan Fungsi Kepatuhan Terintegrasi a. The implementation of the Integrated
pada konglomerasi keuangan bank bjb Compliance Function in the bank bjb
dilaksanakan oleh Divisi Kepatuhan & financial conglomerate is carried out by
APU-PPT Grup Pengelolaan dan Evaluasi the Compliance & APU-PPT Compliance
Kepatuhan. Management.
b. Pelaksanaan Fungsi Manajemen Risiko b. The implementation of the Integrated Risk
Terintegrasi pada konglomerasi keuangan Management Function in the bank bjb
bank bjb dilaksanakan oleh Divisi Manajemen financial conglomerate is carried out by the
Risiko Grup Manajemen Risiko Terintegrasi. Integrated Risk Management Group Risk
c. Pelaksanaan Fungsi Audit Internal Management Division.
Terintegrasi dilaksanakan oleh Grup Audit c. The implementation of the Integrated
Internal Terintegrasi di Satuan Kerja Audit Internal Audit is carried out by the Integrated
Internal. Internal Audit Group in the Internal Audit
Work Unit.
2. Pembentukan Komite Tata Kelola Terintegrasi 2. The Establishment of an Integrated
Governance Committee
Berdasarkan Surat Keputusan Dewan Komisaris Based on the Decree of the Board of
Nomor 07/SK/DK/2019 tanggal 30 Juli 2019 Commissioners No. 07/SK/DK/2019 dated July
tentang Pembagian Tugas dan Pelaksanaan 30th, 2019 regarding the Division of Tasks and
Kegiatan Dewan Komisaris Serta Komite – Implementation of the Activities of the Board
Komite susunan Komite Tata Kelola Terintegrasi of Commissioners and the Committees, the
adalah sebagai berikut: composition of the Integrated Governance
Committee are as follows.
a. 1 (satu) Komisaris Independen sebagai a. 1 (one) Independent Commissioner as a
Ketua merangkap anggota Fahlino F. Sjuib Chairman and concurrently as a member,
Fahlino F. Sjuib

2020 Annual Report
b. 1 (satu) Komisaris Independen sebagai b. 1 (one) Independent Commissioner as a

anggota AN. Yayat Sutaryat member, Yayat Sutaryat
c. 1 (satu) Komisaris sebagai anggota Muhadi c. 1 (one) Commissioner as a member, Muhadi.
d. 1 (satu) Komisaris sebagai anggota Eddy I. d. 1 (one) Commissioner as a member, Eddy I.
M. Nasution. M. Nasution.
e. Pihak Independen sebagai anggota Erie e. Independent Party as a member, Erie
Febrian. Febrian.
f. 1 (satu) Ex Officio Dewan Komisaris bank f. 1 (one) Ex officio of the Board of
bjb Syariah. Commissioners of bank bjb Syariah.
g. 1 (satu) Ex Officio Dewan pengawas bank g. 1 (one) Ex officio of the Board of supervisors
bjb Syariah. of bank bjb Syariah
h. 2 (dua) Ex Officio Dewan pengawas/ h. 2 (two) Ex officio of the Board of Trustees/
Komisaris BPR Perusahaan Anak Commissioners of BPR Subsidiaries
3. Pembentukan Komite Manajemen Risiko 3.
Establishment of an Integrated Risk
Terintegrasi Management Committee
Berdasarkan Surat Keputusan Direksi bank Based on the Decision of the Board of Directors
bjb Nomor 1049/SK/DIR-MR/2016 tanggal of bank bjb Number 1049/SK/DIR-MR/2016
23 November 2016 tentang Pedoman Komite dated Novermber 23rd, 2016 concerning the
Manajemen Risiko Terintegrasi dan Nomor 0838/ Guidelines for the Integrated Risk Management
SK/DIR-MR/2019 tanggal 17 Juli 2019 tentang Committee and Number 0838/SK/DIR-
Susunan Komite Manajemen Risiko Terintegrasi MR/2019 dated July 17th, 2019 regarding the
(KMRT), Komite Manajemen Risiko Terintegrasi Composition of the Integrated Risk Management
dalam metodologi proses manajemen risiko Committee, The Integrated Risk Management
bertugas untuk mengembangkan budaya risiko Committee in the methodology of the risk
dan menetapkan arahan untuk seluruh aktivitas management process is tasked with developing
yang mengandung risiko dalam Konglomerasi a risk culture and setting direction for all risk-
Keuangan. Proses Komite Manajemen taking activities in the Financial Conglomerate.
Risiko Terintegrasi secara spesifik terdapat The Integrated Risk Management Committee
dalam Pedoman Komite Manajemen Risiko Process specifically can be found in the Risk
Terintegrasi. Management Committee Guidelines.
Susunan keanggotaan Komite Manajemen The membership structure of the Integrated Risk
Risiko Terintegrasi terdiri dari: Management Committee consists of:
• Ketua merangkap anggota tetap: • Chairman and concurrent member:
Direktur Entitas Utama yang membawahkan Main Entity Director who oversees the Risk
Fungsi Manajemen Risiko Management Function
• Sekretaris merangkap anggota tetap: • Secretary concurrently a permanent
Pejabat Eksekutif Entitas Utama yang member:
melaksanakan fungsi Manajemen Risiko Executive Officer Main Entity that carries out
Terintegrasi/Satuan Kerja Manajemen Risiko the Integrated Risk Management function/
(SKMRT) Risk Management Work Unit.
• Anggota tetap: • Permanent members:
- Direktur yang membawahkan fungsi - Directors in charge of the risk
manajemen risiko dari LJK dalam management function of LJK in the
Konglomerasi Keuangan; Financial Conglomerate;
- Pejabat Eksekutif Entitas Utama yang - Executive officers of the Main Entity
melaksanakan fungsi Audit Internal carrying out the Integrated Internal
Terintegrasi; Audit;
- Pejabat Eksekutif Entitas Utama yang - Executive Officers of the Main Entity
melaksanakan fungsi Kepatuhan carrying out the Integrated Compliance;
Terintegrasi;

- Pejabat Eksekutif Entitas Utama - Executive Officers of the Main Entity

yang melaksanakan fungsi Pelaporan carrying out the Financial Reporting;
Keuangan;
- Pejabat Eksekutif Entitas Utama yang - Executive Officers of the Main Entity
melaksanakan fungsi Pengelolaan Anak carrying out the Management functions
Perusahaan; of the Subsidiary;
- Anggota SKMRT - Members of Risk Management Work Unit
• Anggota Tidak Tetap: • Non-Permanent Members:
- Perwakilan Direktur LJK dalam - Representatives of the Directors of LJK
Konglomerasi Keuangan; in the Financial Conglomerate;
- Pejabat Eksekutif Entitas Utama diluar - Main Entity Executive Officers who are
anggota tetap; not the permanent members;
- Perwakilan anggota tetap Pejabat - Representatives of Permanent members
Eksekutif Entitas Utama of the Main Entity Executive Officer
• Anggota tidak tetap: • Non-permanent members:
Pejabat Eksekutif Lembaga Jasa Keuangan Executive Officers of Financial Services
dalam Konglomerasi Keuangan yang Institutions within Financial Conglomerates
memiliki keterkaitan dengan topik that have a connection with the topic
pembahasan. discussion.
4. Penyusunan Pedoman Tata Kelola Terintegrasi 4.
Preparation of Integrated Governance
Guidelines
Sebagai Entitas Utama, Bank juga memiliki As the Main Entity, the bank has the obligation
kewajiban untuk menyusun Pedoman Tata to prepare the Integrated Governance
Kelola Terintegrasi. Penyusunan Pedoman Tata Guidelines. The preparation of the Integrated
Kelola Terintegrasi dimaksud berpedoman Governance Guidelines referred to the Financial
kepada Peraturan Otoritas Jasa Keuangan Services Authority Regulation Number 18/
Nomor 18/POJK.03/2014 tentang Penerapan POJK.03/2014 concerning The Implementation
Tata Kelola Bagi Konglomerasi Keuangan of Governance for the Financial Conglomerate
serta ketentuan- ketentuan yang berlaku bagi and the provisions that apply to each
masing-masing Lembaga Jasa Keuangan yang Financial Services Institution incorporated
tergabung di dalam Konglomerasi Keuangan. in the Financial Conglomerate. The bank has
Bank telah menetapkan pedoman tata kelola established integrated governance guidelines
terintegrasi melalui Surat Keputusan Direksi through Directors Decree Number 0104/SK/
Nomor 0104/SK/DIR-KP/2016 tanggal 15 DIR-KP/2016 dated February, 2016 concerning
Februari 2016 tentang Kebijakan Tata Kelola Integrated Governance Policies in the Financial
Terintegrasi dalam Konglomerasi Keuangan PT Conglomerate of PT Bank Pembangunan
Bank Pembangunan Daerah Jawa Barat dan Daerah Jawa Barat dan Banten, Tbk., which the
Banten Tbk., yang mana Kebijakan tersebut Policy has been obtained the approval of the
telah mendapat persetujuan Dewan Komisaris Board of Commissioners in accordance with
sesuai dengan Surat Nomor 010/DK/2016 Letter Number 010/DK/2016 dated February
tanggal 4 Februari 2016 perihal Persetujuan 4th, 2016 concerning Approval of the Integrated
atas Kebijakan Tata Kelola Terintegrasi. Governance Policy.

2020 Annual Report
5. Penyusunan Kebijakan dan Pedoman 5. Preparation of Integrated Risk Management

Manajemen Risiko terintegrasi Preparation of Integrated Risk Management
Salah satu upaya di dalam pelaksanaan One of the efforts in applying the
penerapan manajemen risiko terintegrasi, bank implementation of integrated risk management,
bjb telah menyusun Kebijakan dan Pedoman the bank bjb has developed an Integrated Risk
Manajemen Risiko Terintegrasi yang cakupannya Management Policy and Guidelines which
disesuaikan dengan Peraturan Otoritas Jasa of the scope is adjusted to the Regulation of
Keuangan Nomor 17/POJK.03/2014 tentang the Financial Services Authority Number 17/
Penerapan Manajemen Risiko Terintegrasi POJK.03/2014 concerning the implementation
bagi Konglomerasi Keuangan. Kebijakan of Integrated Risk Management for integrated
manajemen risiko terintegrasi ditetapkan risk management policy is stipulated
melalui Surat Keputusan Direksi Nomor 0194/ through Directors Decree Number 0194/SK/
SK/DIR-MR/2016 tanggal 3 Maret 2016 tentang DIRMR/2016 dated March 3rd, 2016 concerning
Kebijakan Manajemen Risiko Terintegrasi dan Integrated Risk Management Policy and
Surat Keputusan Direksi Nomor 1154/SK/DIR- Board of Directors Decree Number 1154/SK/
MR/2016 tanggal 27 Desember 2016 tentang DIR-MR/2016 dated December 27th, 2016
Pedoman Manajemen Risiko Terintegrasi concerning the Integrated Risk Management
sebagai implementasi dari pilar 2 (dua) Guidelines as the implementation of pillar
Penerapan Manajemen Risiko Terintegrasi 2 (two) Implementation of Integrated Risk
sebagaimana tersebut di atas untuk kemudian Management as mentioned earlier for the
dijadikan pedoman penyusunan Kebijakan preparation of Integrated Management Policies
Manajemen Terintegrasi di perusahaan anak subsidiaries and related companies.
dan perusahaan terelasi.
6. Penyusunan Laporan Pelaksanaan Tata Kelola 6.
Preparation of Integrated Governance
Terintegrasi Implementation Reports
Sesuai Surat Edaran Otoritas Jasa Keuangan In accordance with the Financial Services
Nomor 15/SEOJK.03/2015 tanggal 25 Mei 2015 Authority Circular Letter Number 15/
perihal Penerapan Tata Kelola Terintegrasi Bagi SEOJK.03/2015 dated May 25th, 2015
Konglomerasi Keuangan bank selaku Entitas concerning the Implementation of Integrated
Utama wajib menyusun dan menyampaikan Governance for the Financial Conglomerate,
Laporan Tahunan Pelaksanaan Tata Kelola the bank as the Main Entity is required to
Terintegrasi kepada Otoritas Jasa Keuangan prepare and submit an Annual Report on the
paling lama 5 (lima) bulan sejak tahun buku Implementation of Integrated Governance to
berakhir, serta mempublikasikan laporan the Financial Services Authority no later than
tahunan dimaksud dalam situs web Entitas 5 (five) months since the book year ended
Utama paling lama 5 (lima) bulan sejak tahun and publish the referred annual report on
buku berakhir. Untuk itu, Bank telah menyusun the Main Entity website no later than 5 (five)
laporan Pelaksanaan Tata Kelola Terintegrasi months since book year ended. For this reason,
bank bjb Tahun 2019 dan telah menyampaikan a report on the Implementation of the Bank’s
laporan tersebut kepada Otoritas Jasa Integrated Corporate Governance in 2019
Keuangan serta telah mempublikasikan laporan has been compiled by bank bjb, the report
tahunan dimaksud dalam situs web Bank. has been submitted to the Financial Services
Authority and the referred annual report has
been published on the Bank’s website.

Assessment Tata Kelola Terintegrasi Integrated Governance Assessment
Hasil Assessment Tata Kelola Terintegrasi Periode The results of the Integrated Governance
Januari – Juni 2020 adalah sebagai berikut. Assessment for the period of January – June 2020
are presented as follows.
Hasil Penilaian Sendiri Pelaksanaan Tata Kelola Terintegrasi

Self-Assessment Results Implementation of Integrated Governance
Individual Peringkat Definisi Peringkat
Rating Rank definitions
Konglomerasi Keuangan dinilai telah melakukan penerapan Tata Kelola Terintegrasi yang
secara umum baik. Hal ini tercermin dari pemenuhan yang memadai atas penerapan
prinsip Tata Kelola Terintegrasi. Apabila terdapat kelemahan dalam penerapan Tata Kelola
Terintegrasi, secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan
dengan tindakan normal oleh Entitas Utama dan/atau LJK.
2
The Financial Conglomerate is considered to have implemented Integrated Governance
which is generally good. This is reflected in the adequate fulfillment of the application of
the principles of Integrated Governance. If there are weaknesses in the implementation
of Integrated Governance, in general these weaknesses are less significant and can be
resolved with normal actions by the Main Entity and/or LJK.
Analisis Analysis
Kesimpulan: Conclusion:
Berdasarkan analisis terhadap indikator pada seluruh faktor Based on the analysis of the indicators on all the assessment
penilaian pelaksanaan Tata Kelola Terintegrasi disimpulkan factors for the implementation of Integrated Governance, it can
bahwa: be concluded that:
A. Struktur Tata Kelola Terintegrasi A. Integrated Governance Structure
Nilai-nilai yang mencerminkan kekuatan aspek struktur Tata The values that reflect the strength of the structural aspects of
Kelola Terintegrasi Konglomerasi Keuangan adalah: the Integrated Governance of the Financial Conglomerate are:
1. Direksi Entitas Utama telah dinyatakan lulus uji 1. The Board of Directors of the Main Entity passed the
kemampuan dan kepatutan (fit and proper test) yang fit and proper test conducted by the Financial Services
diselenggarakan oleh Otoritas Jasa Keuangan sehingga Authority so that it metthe requirements for integrity,
memenuhi persyaratan integritas, kompetensi dan competence and financial reputation that had to be
reputasi keuangan yang harus dimiliki Direksi Entitas possessed by the Board of Directors of the Main Entity.
Utama.
2. Dewan Komisaris Entitas Utama telah dinyatakan lulus uji 2. The Main Entity’s Board of Commissioners passed the
kemampuan dan kepatutan (fit and proper test) yang fit and proper test conducted by the Financial Services
diselenggarakan oleh Otoritas Jasa Keuangan sehingga Authority so that it met the requirements for integrity,
memenuhi persyaratan integritas, kompetensi dan competence and financial reputation that had to be
reputasi keuangan yang harus dimiliki Dewan Komisaris possessed by the Board of Commissioners of the Main
Entitas Utama. Entity.
3. Entitas Utama telah membentuk Komite Tata Kelola 3. Main Entity formed an Integrated Governance Committee,
Terintegrasi yang diketuai oleh Dewan Komisaris chaired by an Independent Board of Commissioners and
Independen serta Pihak Independen sebagai anggota an Independent Party as a member of the Integrated
Komite Tata Kelola Terintegrasi. Governance Committee.
4. Entitas Utama telah menetapkan Dewan Pengawas 4. Main Entity appointed a Sharia Supervisory Board, Board
Syariah, Dewan Komisaris bank bjb syariah dan Dewan of Commissioners for bank bjb syariah and Supervisory
Pengawas/Dewan Komisaris BPR Perusahaan Anak Board/Board of Commissioners of BPR Subsidiaries as
sebagai Anggota Komite Tata Kelola Terintegrasi. Members of the Integrated Governance Committee.
5. Entitas Utama telah membentuk Satuan Kerja Audit 5. The Main Entity formed an Internal Audit Unit,
Internal, Satuan Kerja Kepatuhan dan Satuan Kerja Compliance Work Unit and Risk Management Unit which
Manajemen Risiko yang mendukung penerapan Tata supports the implementation of Integrated Governance
Kelola Terintegrasi dengan sumber daya manusia yang with competent human resources who could work
kompeten dan dapat bekerja secara independen. independently.
6. Entitas Utama telah menetapkan Kebijakan Tata Kelola 6. The Main Entity established an Integrated Governance
Terintegrasi yang yang akan ditetapkan di dalam Policy which was stipulated in the Financial Conglomerate.
Konglomerasi Keuangan.
7. Entitas Utama telah menetapkan Kebijakan dan Pedoman 7. The Main Entity established Integrated Risk Management
Manajemen Risiko Terintegrasi dalam rangka pemenuhan Policies and Guidelines in order to fulfill the Main Entity’s
kewajiban Entitas Utama terkait penyusunan Kebijakan, obligations regarding the formulation of Policies,
Prosedur dan Penetapan Limit Risiko pada Konglomerasi Procedures and Determination of Risk Limits in Financial
Keuangan. Conglomerates.
8. Entitas Utama telah menetapkan Standar Operasional 8. Main Entity established Standard Operational Procedure
Prosedur Pelaporan Kewajiban Penyediaan Modal for Reporting the Integrated Capital Adequacy Ratio
Minimum Terintegrasi dan metodologi serta bobot Profil and the methodology and weight of the Integrated Risk
Risiko Terintegrasi. Profile.
9. Entitas Utama telah menetapkan Komite Manajemen 9. Main Entity established an Integrated Risk Management
Risiko Terintegrasi yang diketuai oleh Direktur Kepatuhan Committee chaired by the Main Entity Compliance &
& Manajemen Risiko Entitas Utama dan Pedoman Komite Risk Management Director and the Integrated Risk
Manajemen Risiko Terintegrasi. Management Committee Guidelines.

2020 Annual Report
10. Entitas Utama telah menetapkan Direktur yang 10. The Main Entity appointed a Director who is in charge
membawahkan fungsi pengawasan terhadap Lembaga of the supervisory function of the Financial Services
Jasa Keuangan dalam Konglomerasi Keuangan pada Institutions in the Financial Conglomeration in the
pelaksanaan Tata Kelola Terintegrasi. implementation of Integrated Governance.
B. Proses Tata Kelola Terintegrasi B. Integrated Governance Process
Nilai-nilai yang mencerminkan kekuatan aspek proses Tata The values that reflect the strength of the aspects of the
Kelola Terintegrasi Konglomerasi Keuangan adalah: Integrated Governance Process of the Financial Conglomerate
are:
1. Direksi Entitas Utama telah memberikan arahan terhadap 1. The Board of Directors of the Main Entity provided
penyusunan Pedoman Tata Kelola Terintegrasi. directions for the preparation of the Integrated
Governance Guidelines.
2. Direksi Entitas Utama telah menyampaikan Pedoman Tata 2. The Board of Directors of the Main Entity submitted the
Kelola Terintegrasi kepada Direksi anggota Konglomerasi Integrated Governance Guidelines to the Directors of the
Keuangan. members of the Financial Conglomerate.
3. Dewan Komisaris Entitas Utama telah menyelenggarakan 3. The Board of Commissioners of the Main Entity held a
rapat Dewan Komisaris dalam rangka pelaksanaan Tata meeting of the Board of Commissioners in the context of
Kelola Terintegrasi. implementing Integrated Governance.
4. Dewan Komisaris Entitas Utama telah melakukan 4. The Main Entity’s Board of Commissioners supervised the
pengawasan atas pelaksanaan tugas dan tanggung jawab implementation of the duties and responsibilities of the
Direksi Entitas Utama diantaranya dengan memberikan Main Entity’s Board of Directors, including by providing
masukan terhadap Pedoman Tata Kelola Terintegrasi input on the Integrated Governance Guidelines that had
yang telah ditetapkan. been established.
5. Komite Dewan Komisaris Entitas Utama telah 5. The Main Entity’s Board of Commissioners Committee
menyelenggarakan rapat Komite untuk membahas held a Committee meeting to discuss the implementation
pelaksanaan Tata Kelola Terintegrasi dan Penyusunan of Integrated Governance and the Compilation of
Pedoman Tata Kelola Terintegrasi. Integrated Governance Guidelines.
6. Pelaksanaan pemantauan fungsi kepatuhan dan 6. Monitoring of the compliance function and
penerapan manajemen risiko pada Lembaga Jasa implementation of risk management in Financial Services
Keuangan dalam Konglomerasi Keuangan telah Institutions within the Financial Conglomerate had been
dilaksanakan melalui kegiatan focus group discussion. carried out through focus group discussions.
7. Pelaksanaan pemantauan audit intern pada Lembaga 7. The implementation of internal audit monitoring
Jasa Keuangan dalam Konglomerasi Keuangan at the Financial Services Institution in the Financial
dilaksanakan melalui review terhadap pelaksanaan audit Conglomerate was carried out through a review of the
intern pada lembaga jasa keuangan dalam Konglomerasi implementation of the internal audit at the Financial
Keuangan. Service Institution in the Financial Conglomerate.
8. Pelaksanaan proses Tata Kelola Terintegrasi oleh Entitas 8. Implementation of the Integrated Governance process by
Utama dan Lembaga Jasa Keuangan mengacu pada the Main Entity and Financial Service Institutions referred
kepada Pedoman Tata Kelola Terintegrasi. to the Integrated Governance Guidelines.
9. Satuan Kerja Manajemen Risiko Terintegrasi telah 9. Satuan Kerja Manajemen Risiko Terintegrasi telah
melakukan focus group discussion Kertas Kerja Profil melakukan focus group discussion Kertas Kerja Profil
Risiko dan Net Stable Funding Ratio (NSFR). Risiko dan Net Stable Funding Ratio (NSFR).
C. Hasil Tata Kelola Terintegrasi C. Integrated Governance Results
Nilai-nilai yang mencerminkan kekuatan aspek proses Tata Values that reflect the strength of the Integrated Governance
Kelola Terintegrasi Konglomerasi Keuangan adalah: process aspects of the Financial Conglomerate are:
1. Pedoman Tata Kelola Terintegrasi telah dilakukan 1. The Integrated Governance Guidelines had been made in
penyesuaian sesuai dengan arahan Dewan Komisaris accordance with the direction of the Main Entity’s Board
Entitas Utama. of Commissioners.
2. Direksi Entitas Utama mampu menumbuhkan 2. The Board of Directors of the Main Entity was able to
pemahaman terkait pelaksanaan Tata Kelola Terintegrasi foster understanding regarding the implementation of
kepada anggota Konglomerasi Keuangan. Integrated Governance for members of the Financial
Conglomerate.
3. Satuan Kerja Kepatuhan telah melaksanakan focus 3. The Compliance Unit conducted a focus group discussion
group discussion pelaksanaan Fungsi Kepatuhan dan on the implementation of the Compliance Function and
pelaksanaan Tata Kelola Terintegrasi. the implementation of Integrated Governance.
4. Laporan hasil review terhadap pelaksanaan audit intern 4. The review report on the implementation of internal
pada Lembaga Jasa Keuangan dalam Konglomerasi audit at the Financial Services Institution in the Financial
Keuangan telah disampaikan kepada Direktur yang Conglomerate had been submitted to the Director
ditunjuk melakukan fungsi pengawasan terhadap appointed to carry out the supervisory function of the
Lembaga Jasa Keuangan, Dewan Komisaris dan Direktur Financial Services Institution, the Board of Commissioners
Kepatuhan Entitas Utama. and the Main Entity Compliance Director.
5. Satuan Kerja Manajemen Risiko Terintegrasi telah 5. The Integrated Risk Management Work Unit has prepared
menyusun profil risiko terintegrasi serta telah disampaikan an integrated risk profile and this has been submitted to
kepada seluruh anggota konglomerasi keuangan . all members of the financial conglomerate.
6. Direksi anggota Konglomerasi Keuangan telah 6. The Board of Directors of the members of the Financial
menandatangani perjanjian kerjasama terkait Conglomerate has signed a cooperation agreement
pelaksanaan Pedoman Tata Kelola Terintegrasi pada related to the implementation of the Integrated
Konglomerasi Keuangan. Governance Guidelines in the Financial Conglomerate.
7. Pelaksanaan dan evaluasi Tata Kelola Terintegrasi 7. The implementation and evaluation of Integrated
dilakukan dengan kegiatan focus group discussion dan Governance is carried out through focus group
kegiatan due diligence yang dilakukan dengan Anggota discussions and due diligence activities carried out with
Konglomerasi Keuangan. Members of the Financial Conglomerates.

Hasil Assessment Tata Kelola Terintegrasi Periode The results of the Integrated Governance
Juli - Desember 2020 adalah sebagai berikut. Assessment Period July - December 2020 are as
follows.
Hasil Penilaian Sendiri Pelaksanaan Tata Kelola Terintegrasi

Self-Assessment Results Implementation of Integrated Governance
Konglomerasi Keuangan dinilai telah melakukan penerapan Tata Kelola Terintegrasi yang
secara umum baik. Hal ini tercermin dari pemenuhan yang memadai atas penerapan
prinsip Tata Kelola Terintegrasi. Apabila terdapat kelemahan dalam penerapan Tata Kelola
Terintegrasi, secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan
dengan tindakan normal oleh Entitas Utama dan/atau LJK.
2
The Financial Conglomerate is considered to have implemented Integrated Governance
which is generally good. This is reflected in the adequate fulfillment of the application of
the principles of Integrated Governance. If there are weaknesses in the implementation
of Integrated Governance, in general these weaknesses are less significant and can be
resolved with normal actions by the Main Entity and/or LJK.
Analisis Analysis
Berdasarkan analisis terhadap indikator pada seluruh faktor Based on the analysis of the indicators on all the assessment
penilaian pelaksanaan Tata Kelola Terintegrasi disimpulkan factors for the implementation of Integrated Governance, it can
bahwa: be concluded that:
A. Struktur Tata Kelola Terintegrasi A. Integrated Governance Structure
Nilai-nilai yang mencerminkan kekuatan aspek struktur Tata The values that reflect the strength of the structural aspects
Kelola Terintegrasi Konglomerasi Keuangan adalah: of the Integrated Governance of the Financial Conglomerate
are:
1. Direksi dan Dewan Komisaris Entitas Utama telah 1. The Board of Directors and Board of Commissioners of
dinyatakan lulus uji kemampuan dan kepatutan (fit and the Main Entity passed the fit and proper test conducted
proper test) yang diselenggarakan oleh Otoritas Jasa by the Financial Services Authority so that they met the
Keuangan sehingga memenuhi persyaratan integritas, requirements for integrity, competence and financial
kompetensi dan reputasi keuangan yang harus dimiliki reputation that had to be possessed by the Board of
oleh Direksi dan Dewan Komisaris Entitas Utama; Directors and Board of Commissioners of the Main Entity;
2. Entitas Utama telah membentuk Komite Tata Kelola 2. Main Entity formed an Integrated Governance Committee,
Terintegrasi yang diketuai oleh Komisaris serta Pihak chaired by a Commissioner and an Independent Party as
Independen sebagai anggota Komite Tata Kelola members of the Integrated Governance Committee;
Terintegrasi;
3. Jumlah dan komposisi Komisaris Independen telah 3. The number and composition of the Independent
sesuai dengan kebutuhan Konglomerasi Keuangan serta Commissioners were in accordance with the needs
efisiensi dan efektivitas pelaksanaan tugas Komite telah of the Financial Conglomerate and the efficiency and
memenuhi keterwakilan masing-masing sektor jasa effectiveness of the implementation of the Committee’s
keuangan; duties have met the representation of each financial
service sector;
4. Satuan Kerja Kepatuhan Terintegrasi Entitas Utama 4. The Main Entity Integrated Compliance Unit acted
bertindak secara independen terhadap satuan kerja independently of the existing operational work units, and
operasional yang ada, dan terdiri dari sumber daya consisted of qualified human resources;
manusia yang berkualitas;
5. Kedudukan Satuan Kerja Audit Internal telah independen 5. The position of the Internal Audit Unit was independent
terhadap Satuan Kerja Operasional dan berada di bawah from the Operational Work Unit and is under the direct
garis komando langsung dari Direktur Utama serta line of command of the President Director and has a
memiliki garis koordinasi dengan Dewan Komisaris sesuai coordination line with the Board of Commissioners in
dengan Piagam Audit Internal; accordance with the Internal Audit Charter;
6. Direksi Entitas Utama telah memenuhi kebutuhan sumber 6. The Board of Directors of the Main Entity fulfilled the
daya manusia yang memadai baik secara individual need for adequate human resources, both individually
maupun kolektif untuk pelaksanaan fungsi Satuan Kerja and collectively to carry out the functions of the Internal
Audit Internal; Audit Unit;
7. Sebagai wujud penerapan Manajemen Risiko yang baik, 7. As a form of good Risk Management implementation, the
Entitas Utama telah memiliki struktur organisasi yang Main Entity had an adequate organizational structure;
memadai;
8. Entitas Utama telah memiliki kebijakan serta pedoman 8. Main Entity had Integrated Risk Management policies and
Manajemen Risiko Terintegrasi mencakup pengelolaan guidelines covering Risk Management as stipulated by
Manajemen Risiko sesuai dengan yang telah ditetapkan the regulator;
oleh regulator;
9. Kebijakan Tata Kelola Terintegrasi terdiri dari kerangka 9. The Integrated Governance Policy consisted of an
Tata kelola Terintegrasi bagi Entitas Utama dan Lembaga Integrated Governance framework for Main Entities and
Jasa Keuangan; Financial Services Institutions;

2020 Annual Report
10. Kerangka Tata Kelola Terintegrasi bagi Entitas Utama dan 10. The Integrated Governance Framework for Main Entities
Lembaga Jasa Keuangan telah sesuai dengan ketentuan and Financial Services Institutions was in accordance
regulator. with regulatory provisionsor.
B. Proses Tata Kelola Terintegrasi B. Integrated Governance Process
1. Nilai-nilai yang mencerminkan kekuatan aspek proses 1. Values that reflect the strength of the Integrated
Tata Kelola Terintegrasi Konglomerasi Keuangan adalah: Governance process aspects of the Financial
Conglomerate are:
a. Direksi Entitas Utama telah menyampaikan Pedoman a. The Main Entity Board of Directors submitted the
Tata Kelola Terintegrasi kepada Direksi Lembaga Integrated Governance Guidelines to the Board of
Jasa Keuangan dalam Konglomerasi Keuangan; Directors of the Financial Services Institution in the
Financial Conglomerate;
b. Direksi Entitas Utama telah memberikan arahan, b. The Main Entity Board of Directors provided direction,
memantau, dan mengevaluasi pelaksanaan Pedoman monitored, and evaluated the implementation of the
Tata Kelola Terintegrasi melalui kegiatan Focus Integrated Governance Guidelines through Focus
Group Disscussion; Group Disscussion activities;
c. Direksi Entitas Utama telah menindaklanjuti seluruh c. The Board of Directors of the Main Entity followed
arahan atau nasihat Dewan Komisaris dalam rangka up all directions or advice from the Board of
penyempurnaan Pedoman Tata Kelola Terintegrasi; Commissioners in order to improve the Integrated
Governance Guidelines;
d. Direksi Entitas Utama telah menindaklanjuti hasil d. The Board of Directors of the Main Entity followed
pemeriksaan Satuan Kerja Audit Intern Terintegrasi up on the results of the inspection of the Integrated
dan hasil review Satuan Kerja Kepatuhan Terintegrasi Internal Audit Work Unit and the results of the review
serta telah dilakukan monitoring oleh Divisi of the Integrated Compliance Work Unit and had
Manajemen Anak Perusahaan; been monitored by the Subsidiary Management
Division;
e. Dewan Komisaris telah menyelenggarakan rapat e. The Board of Commissioners held Board of
Dewan Komisaris melalui Komite Tata Kelola Commissioners meetings through the Integrated
Terintegrasi secara rutin sesuai ketentuan yang Governance Committee on a regular basis in
berlaku; accordance with applicable regulations;
f. Dewan Komisaris Entitas Utama telah melakukan f. The Main Entity’s Board of Commissioners had
pengawasan melalui Komite Tata Kelola Terintegrasi supervised through the Integrated Governance
atas pelaksanaan tugas dan tanggung jawab Direksi Committee on the implementation of the duties and
Entitas Utama melalui rapat Komite Tata Kelola responsibilities of the Main Entity’s Board of Directors
Terintegrasi secara berkala; through regular Integrated Governance Committee
meetings;
g. Komite Tata Kelola Terintegrasi telah melakukan g. The Integrated Governance Committee evaluated
evaluasi terhadap pelaksanaan Tata Kelola the implementation of Integrated Governance, both
Terintegrasi baik penilaian kecukupan pengendalian assessing the adequacy of internal controls and
intern dan pelaksanaan fungsi Kepatuhan the implementation of the Integrated Compliance
Terintegrasi; function;
h. Komite Tata Kelola Terintegrasi telah h. The Integrated Governance Committee held 2
menyelenggarakan rapat Komite Tata Kelola (two) times the Integrated Governance Committee
Terintegrasi selama periode Semester II Tahun 2020 meetings;
sebanyak 2 (dua) kali;
i. Satuan Kerja Kepatuhan Terintegrasi telah i. The Integrated Compliance Work Unit monitored
melakukan monitoring penerapan fungsi Kepatuhan the implementation of the Compliance function in
pada Lembaga Jasa Keuangan dalam Konglomerasi Financial Services Institutions within the Financial
Keuangan melalui kegiatan Focus Group Discussion; Conglomerate through Focus Group Discussion
activities;
j. Satuan Kerja Audit Internal telah melakukan j. The Internal Audit Unit monitored and examined
monitoring dan pemeriksaan terhadap penerapan the implementation of the Internal Audit function
fungsi Audit Internal pada Lembaga Jasa Keuangan at the Financial Services Institutions in the Financial
dalam Konglomerasi Keuangan selama periode Conglomerates during the Semester II of 2020;
Semester II Tahun 2020;
k. Entitas Utama telah menerapkan Manajemen Risiko k. The Main Entity implemented Integrated Risk
Terintegrasi sesuai dengan ketentuan Otoritas Jasa Management in accordance with the provisions of
Keuangan pada Lembaga Jasa Keuangan dalam the Financial Services Authority in the Financial
Konglomerasi Keuangan melalui kegiatan Focus Services Institutions in the Financial Conglomerate
Group Discussion selama periode Semester II Tahun through Focus Group Discussion activities during the
2020; Semester II 2020 period;
l. Pelaksanaan proses Tata Kelola Terintegrasi oleh l. The implementation of the Integrated Governance
Entitas Utama dan Lembaga Jasa Keuangan dalam process by the Main Entity and Financial Service
Konglomerasi Keuangan telah berpedoman kepada Institutions in the Financial Conglomerate had been
Kebijakan Tata Kelola Terintegrasi. guided by the Integrated Governance Policy.
2. Nilai-nilai yang mencerminkan kelemahan aspek proses 2. The values that reflect the weaknesses of the
Tata Kelola Terintegrasi Konglomerasi Keuangan adalah: Integrated Governance process aspects of the Financial
Conglomerate are:
a. Masih terdapat entitas yang belum menindaklanjuti a. There were still entities that have not followed up on
hasil review sebagai bentuk pengembangan the results of the review as a form of development
atas penerapan fungsi Manajemen Risiko, fungsi on the implementation of the Risk Management
kepatuhan dan fungsi audit internal dari Entitas function, compliance function and internal audit
Utama. function of the Main Entity.

b. Keterbatasan media untuk proses monitoring dan b. Limitations of media for the monitoring process and
Sharing Knowledge pada masa pandemi. Knowledge Sharing during the pandemic.
C. Hasil Tata Kelola Terintegrasi C. Integrated Governance Results
1. Nilai-nilai yang mencerminkan kekuatan aspek proses 1. Values that reflect the strength of the Integrated
Tata Kelola Terintegrasi Konglomerasi Keuangan adalah: Governance process aspects of the Financial
Conglomerate are:
a. Pedoman Tata Kelola Terintegrasi telah dilakukan a. The Integrated Governance Guidelines had been
penyesuaian sesuai dengan arahan Dewan Komisaris adjusted according to the direction of the Board
Entitas Utama dan masih relevan dengan kondisi of Commissioners of the Main Entity and are still
pada Semester II Tahun 2020; relevant to the conditions in Semester II of 2020;
b. Direksi Entitas Utama telah memantau dan b. The Main Entity Board of Directors monitored audit
monitoring temuan audit serta rekomendasi atas findings as well as recommendations on general
pemeriksaan umum yang dilakukan oleh Satuan inspections conducted by the Integrated Internal
Kerja Audit Internal Terintegrasi; Audit Work Unit;
c. Hasil rapat Dewan Komisaris Entitas Utama telah c. The results of the Main Entity Board of Commissioners
dituangkan dalam notula rapat; meeting had been recorded in the minutes of the
meeting;
d. Dewan Komisaris Entitas Utama telah memberikan d. The Main Entity Board of Commissioners provided
rekomendasi mengenai penerapan Tata Kelola recommendations regarding the implementation
Terintegrasi melalui rapat Komite Tata Kelola of Integrated Governance through Integrated
Terintegrasi; Governance Committee meetings;
e. Komite Tata Kelola Terintegrasi telah melaksanakan e. The Integrated Governance Committee carried
kegiatan evaluasi pelaksanaan Tata Kelola out evaluation activities on the implementation of
Terintegrasi melalui rapat selama periode Semester Integrated Governance through meetings during the
II Tahun 2020; Semester II of 2020;
f. Hasil rapat Komite Tata Kelola Terintegrasi telah f. The results of the Integrated Governance Committee
didokumentasikan dengan baik dalam notula rapat; meeting had been well documented in the minutes of
the meeting;
g. Satuan Kerja Kepatuhan Terintegrasi telah g. The Integrated Compliance Work Unit submitted
menyampaikan laporan pelaksanaan tugas a report on the implementation of its duties and
dan tanggung jawabnya kepada Direktur yang responsibilities to the Director in charge of the Main
membawahkan fungsi Kepatuhan Entitas Utama; Entity’s Compliance function;
h. Satuan Kerja Audit Internal Terintegrasi telah h. The Integrated Internal Audit Work Unit submitted
menyampaikan laporan Audit Internal Terintegrasi the Integrated Internal Audit report for the period
periode Juli – Desember 2020 kepada Direktur yang July - December 2020 to the Director appointed
ditunjuk untuk melakukan pengawasan terhadap LJK to supervise LJKs in the Financial Conglomerate,
dalam Konglomerasi Keuangan, Dewan Komisaris, the Board of Commissioners, and the Compliance
dan Direktur Kepatuhan; Director;
i. Satuan Kerja Audit Internal Terintegrasi telah i. The Integrated Internal Audit Work Unit acted
bertindak obyektif dalam melakukan pemantauan objectively in monitoring the implementation of
pelaksanaan audit; audits;
j. Rekomendasi hasil audit telah sesuai dengan j. The audit result recommendations were in accordance
permasalahan dan dapat digunakan sebagai acuan with the problem and can be used as a reference
perbaikan serta telah disampaikan kepada masing- for improvement and have been submitted to the
masing manajemen Lembaga Jasa Keuangan pada respective management of the Financial Services
Konglomerasi Keuangan dalam exit meeting; Institution at the Financial Conglomerate in an exit
meeting;
k. Entitas Utama telah menerapkan Manajemen Risiko k. Main Entity implemented Integrated Risk
Terintegrasi secara efektif dengan melaksanakan Management effectively by carrying out reporting
kewajiban pelaporan sesuai ketentuan Otoritas Jasa obligations in accordance with the provisions of the
Keuangan; Financial Services Authority;
l. Direksi dan Dewan Komisaris Entitas Utama telah l. The Board of Directors and Board of Commissioners
mampu melakukan tugas dan tanggung jawabnya of the Main Entity had been able to carry out their
terkait Manajemen Risiko Terintegrasi sesuai duties and responsibilities related to Integrated Risk
ketentuan Otoritas Jasa Keuangan melalui Rapat Management in accordance with the provisions of
Komite Manajemen Risiko Terintegrasi (KMRT) dan the Financial Services Authority through Integrated
Rapat Komite Tata Kelola (KTT). Risk Management Committee Meetings (KMRT) and
Governance Committee Meetings (KTT).
m. Hasil pelaksanaan Tata Kelola Terintegrasi telah m. The results of the implementation of Integrated
mencerminkan bahwa Entitas Utama dan LJK dalam Governance reflected that the Main Entity, and
konglomerasi Keuangan telah menerapkan prinsip- LJK in the Financial Conglomeration implemented
prinsip Tata Kelola yang baik sesuai ketentuan yang the principles of good governance in accordance
berlaku, yang tercermin dalam pelaksanaan kegiatan with applicable regulations, which were reflected
Focus Group Discussion, review terhadap kerangka in the implementation of Focus Group Discussions,
infrastruktur atas penerapan fungsi Audit Internal, a review of the infrastructure framework on the
fungsi Kepatuhan, dan fungsi Manajemen Risiko implementation of the Internal Audit function,
diseluruh Lembaga Jasa Keuangan. the Compliance function, and Risk Management
functions in all Financial Services Institutions.

2020 Annual Report
2. Nilai-nilai yang mencerminkan kekurangan aspek Hasil 2. Values that reflect the shortcomings of the Integrated
Tata Kelola Terintegrasi Konglomerasi Keuangan adalah: Governance Results of the Financial Conglomerates are:
a. Masih terdapat kinerja anggota Konglomerasi a. There was still a performance of members of the
Keuangan yang masih belum mencapai target Financial Conglomerate that had not yet reached the
Rencana Bisnis Bank target of the Bank’s Business Plan
b. Dalam pelaksanaan fungsi kepatuhan dan manajemen b. In the implementation of compliance and risk
risiko di LJK dalam Konglomerasi Keuangan masih management functions in the LJK in the Financial
perlu dilakukan penyesuaian agar berjalan sesuai Conglomerate, adjustments still needed to be made
dengan ketentuan OJK. so that it runs in accordance with FSA regulations.
c. Masih terdapat hasil pemeriksanaan Satuan Kerja c. There were still results of examinations of the
Audit Internal yang belum ditindaklanjuti oleh Internal Audit Unit that have not been followed up by
Perusahaan anak dan Terelasi dalam Konglomerasi subsidiaries and related companies in the Financial
Kebijakan Keberagaman Dewan Policies on Diversity of Board

Komisaris dan Direksi of Commissioners and Board of
Directors
Kebijakan keberagaman Komposisi Dewan The policies on diversity of the bank bjb’s
Komisaris dan Direksi bank bjb mengacu pada Board of Commissioners and Board of Directors
rekomendasi Otoritas jasa keuangan yang Composition refers to the recommendation of
dituangkan dalam Lampiran Surat Edaran Otoritas the Financial Services Authority Circular Letter
Jasa Keuangan Nomor 32/SEOJK.04/2015 Number 32/SEOJK.04/2015 concerning Guidelines
tentang Pedoman Tata Kelola Perusahaan Terbuka for Public Company Governance stated that the
dinyatakan bahwa komposisi Dewan Komisaris composition of the Board of Commissioners and
dan Direksi wajib memperhatikan keberagaman Directors must pay attention to the diversity of
komposisi Dewan Komisaris dan Direksi. the composition of the Board Commissioners
Keberagaman komposisi Dewan Komisaris dan and Directors. The diversity of the composition
Direksi merupakan kombinasi karakteristik baik of the Board of Commissioners and Directors is
dari segi Dewan Komisaris dan Direksi maupun a combination of characteristics both in terms of
anggota Dewan Komisaris dan Direksi secara Board of Commissioners and Directors as well as
individu, sesuai dengan kebutuhan Perusahaan members of the Board Commissioners and the
Terbuka. Karakteristik tersebut dapat tercermin Board of Directors individually, according to the
dalam penentuan keahlian, pengetahuan, dan needs of the Public Company. These characteristics
pengalaman yang dibutuhkan dalam pelaksanaan can be reflected in the determination of
tugas pengawasan dan pemberian nasihat expertise, knowledge and experience needed
oleh Dewan Komisaris serta yang sesuai pada in the implementation of supervisory duties and
pembagian tugas dan fungsi jabatan Direksi dalam providing advice by the Board of Commissioners
mencapai tujuan Perusahaan Terbuka. Komposisi and those appropriate to the division of tasks and
yang telah memperhatikan kebutuhan Perusahaan functions and the Board of Director’s positions
Terbuka merupakan suatu hal yang positif, in achieving the goals of the Public Company.
khususnya terkait pengambilan keputusan dalam The composition that has taken into account the
rangka pelaksanaan fungsi pengawasan yang needs of the public company is a positive thing,
dilakukan dengan mempertimbangkan berbagai especially related to decision making in the context
aspek yang lebih luas. Kebijakan keberagaman of implementing the supervisory function carried
komposisi Dewan Komisaris bank bjb mengacu out by considering a boarder range of aspects.
pada SEOJK tersebut. The policies on diversity on the composition of
bank bjb’s Board of Commissioners refers to the
SEOJK.

Pada tahun 2020, keberagaman komposisi Dewan In 2020, the diversity of the composition of the
Komisaris Bank tercermin dalam pendidikan, Bank's Board of Commissioners is reflected in
pengalaman kerja dan usia. Dalam komposisi education, work experience and age. There is no
Dewan Komisaris belum terdapat anggota Dewan female member of the Board of Commissioners in
Komisaris wanita. Hal ini dikarenakan bahwa Bank the composition of the Board of Commissioners.
lebih menekankan pada profesionalitas tanpa This is because the Bank places more emphasis on
memandang gender. Keberagaman komposisi professionalism regardless of gender. The diversity
Dewan Komisaris dapat dilihat sebagaimana dalam of the composition of the Board of Commissioners
tabel di bawah ini: can be seen in the table below:
Tabel Keberagaman Komposisi Dewan Komisaris

Table of Diversity in the Composition of the Board of Commissioners
Jenis Pendidikan
Nama Jabatan Usia Pengalaman Kerja Keahlian
Kelamin Educational
Name Position Age Work Experience Expertise
Gender background
Komisaris - S1 Ekonomi Memiliki pengalaman
Utama - S2 Business kerja di bidang
62 Tahun
Independen Laki-laki Administration perbankan. Perbankan
Farid Rahman 62 years
Independent male - Bachelor in Economics Having work Banking
old
President - Master in Business experience
Commissioner Administration in banking.
- S1 Teknik Sipil Memiliki pengalaman

- S2 Studi Pembangunan kerja di bidang
60 Tahun
Komisaris Laki-laki - Bachelor in Civil pemerintahan. Managerial
Eddy I. M. Nasution 60 years
Comissioner male Engineering Having work Managerial
old
- Master in Development experience
Studies in government
Memiliki pengalaman
- S2 Ekonomi
Komisaris kerja di bidang
48 Tahun - S3 Ekonomi
Independen Laki-laki pendidikan Ekonom
Fahlino F. Sjuib 48 years - Master in Economics
Independent male having work Economist
old - Doctor of Philosophy in
commissioner experience
Economics
in education
- S1 Teknik Geodesi
Memiliki pengalaman
- S2 Perencanaan
kerja di bidang
66 Tahun Wilayah dan Kota
Komisaris Laki-laki pemerintahan. Managerial
Muhadi 66 years - Bachelor in Geodesy
Commissioner male Having work Managerial
old Engineering
experience
- Master in Regional and
in government
City Planning
- S1 Hukum dan IPPS Memiliki pengalaman

Hukum dan
Komisaris - S2 Administrasi Negara kerja di bidang
68 Tahun Administrasi
Independen Laki-laki - Bachelor in Law and pemerintahan.
Yayat Sutaryat 68 years Negara
Independent male IPPS Having work
old Law and State
Commissioner - Master in State experience
Administration
Administration in government
Selain itu, keberagaman komposisi Direksi Bank In addition, the diversity of the composition of the
pada tahun 2020 yang juga tercermin dalam Company’s Directors in 2020 which is also reflected
pendidikan, pengalaman kerja, usia dan jenis in educational background, work experience, age
kelamin, dapat dilihat sebagaimana dalam tabel di and gender, can be seen in the following table.
bawah ini:

2020 Annual Report
Tabel Keberagaman Komposisi Direksi

Table of Diversity in the Composition of the Board of Directors
Pengalaman
Jenis Pendidikan
Nama Jabatan Usia Kerja Keahlian
Kelamin Educational
Name Position Age Work Expertise
Gender background
Experience
Memiliki
- Sarjana bidang Ekonomi
pengalaman
Direktur Akutansi Akuntansi,
56 Tahun kerja di bidang
Utama Laki-laki - Master bidang Manajemen Manajemen
Yuddy Renaldi 56 years perbankan.
President male Bachelor in Accounting Accounting,
old Having work
Director Economics Master in Management
experience
Management
in banking.
- Sarjana bidang Administrasi Administransi

Memiliki
Negara Negara,
pengalaman
Direktur - Master bidang Manajemen Manajemen
Operasional Laki-laki Keuangan Keuangan.
Tedi Setiawan 54 years perbankan.
Operational male - Bachelor in State State
old Having work
Director Administration Administration
experience
- Master in Financial Financial
in banking
Direktur
Information
Technology,
Treasury & Memiliki
- Sarjana bidang Teknik Sipil
International pengalaman
- Master bidang Civil &
Banking 45 Tahun kerja di bidang Teknik Sipil
Laki-laki Environment Engineering
Rio Lanasier Director of 45 years pemerintahan. Civil
male Bachelor in Civil
Information old Having work Engineering
Engineering Master in Civil &
Technology, experience
Environment Engineering
Treasury in government
&
International
Banking
Direktur
Memiliki
Keuangan
pengalaman
& Manajemen
54 Tahun Sarjana Bidang kerja di bidang
Risiko Perempuan Ekonomi
Nia Kania 54 years Ekonomi perbankan.
Director of female Economy
old Bachelor in Economics Having work
Finance &
experience
Risk
in banking.
Management
Memiliki
Direktur
pengalaman
Konsumer & Statistika,
52 Tahun Sarjana Bidang kerja di bidang
Ritel. Perempuan Manajemen
Suartini 52 years Statistika perbankan.
Director of female Statistics,
old Bachelor in Statistics Having work
Consumer & Management
experience
Retail
in banking.
Memiliki
pengalaman
Direktur - Sarjana bidang Ekonomi Ekonomi,
Kepatuhan Laki-laki - Master bidang Manajemen Manajemen
Agus Mulyana 56 years perbankan.
Compliance male Bachelor in Economics Economics,
old Having work
Director Bachelor in Management management
experience
in banking.
Direktur
Komersial dan Memiliki
Usaha Mikro pengalaman
Sarjana Bidang Geofisika dan
Kecil dan 40 Tahun kerja di bidang
Perempuan Meteorologi Ekonomi
Nancy Adistyasari* Menengah 40 years perbankan.
female Bachelor of Geophysics and Economics
(UMKM) old Having work
Meteorology
Director of experience
Consumer & in banking.
Retail

•Appointed based on the Extraordinary GMS on September 1, 2020.


Dalam rangka evaluasi penerapan GCG, Perseroan In the context of evaluating the implementation
melaksanakan GCG Assessment yang dilaksanakan of GCG, the Company conducts GCG Assessment
secara periodik dan konsisten setiap tahun yang which is carried out periodically and consistently
terdiri dari Self Assessment sesuai ketentuan OJK. every year which consists of Self-Assessment in
Berdasarkan Peraturan Otoritas Jasa Keuangan accordance with OJK regulations. Based on OJK
No. 55/POJK.03/2016 tentang Penerapan Tata Regulation No. 55/POJK.03/2016 concerning the
Kelola Bagi Bank Umum, Surat Edaran OJK No. 13/ Implementation of Governance for Commercial
SEOJK.03/2017 tentang Penerapan Tata Kelola Bagi Banks, OJK Circular Letter No. 13/SEOJK.03/2017
Bank Umum, Peraturan Otoritas Jasa Keuangan No. concerning the Implementation of Governance
21/POJK.04/2015 tentang Penerapan Pedoman for Commercial Banks, OJK Regulation No. 21/
Tata Kelola Perusahaan Terbuka, Surat Edaran POJK.04/2015 concerning the Implementation
Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 of Guidelines for Public Company Governance,
tentang Pedoman Tata Kelola Perusahaan Terbuka Financial Services Authority Circular Letter No.
serta POJK No. 4/POJK.03/2016 tentang Penilaian 32/SEOJK.04/2015 concerning Open Corporate
Tingkat Kesehatan Bank Umum, Peraturan Governance Guidelines and OJK Regulation No. 4/
Otoritas Jasa Keuangan tentang penilaian Tingkat POJK.03/2016 concerning Rating of Commercial
Kesehatan Bank, salah satu poin penilaian tingkat Banks, one of the points of evaluation of Bank
kesehatan Bank adalah penilaian sendiri (self soundness is self-assessment of the implementation
assessment) atas pelaksanaan prinsip-prinsip Tata of the principles of Good Corporate Governance
Kelola Perusahaan yang Baik (GCG) pada bank. (GCG) to the bank.
Kriteria Penilaian Assessment Criteria
Pelaksanaan Self Assessment tersebut dilakukan The Self Assessment is conducted periodically
secara periodik setiap semester yaitu pada bulan every semester, namely in June and December in
Juni dan Desember pada tahun berjalan. Penilaian the current year. This self-assessment is intended
sendiri ini dimaksudkan untuk memetakan to map the strengths and weaknesses of the
kekuatan (strength) dan Kelemahan pelaksanaan implementation of GCG in the bank bjb in terms of
GCG di bank bjb yang ditinjau dari tiga aspek yaitu: three aspects, namely:
1. Governance Structure 1. Governance Structure
Penilaian governance structure bertujuan untuk The governance structure assessment aims
menilai kecukupan struktur dan infrastruktur to assess the adequacy of the structure and
tata kelola Perseroan agar proses pelaksanaan infrastructure of the Company’s governance so
prinsip GCG menghasilkan outcome yang sesuai that the process of implementing GCG principles
dengan harapan stakeholders Perseroan. Yang produces outcomes that are in line with the
termasuk dalam struktur tata kelola Perseroan expectations of the Company’s stakeholders.
adalah Dewan Komisaris, Direksi, Komite dan Included in the Company’s governance structure
satuan kerja pada Perseroan. Adapun yang are the Board of Commissioners, Directors,
termasuk infrastruktur tata kelola Perseroan Committees and work units of the Company.
antara lain adalah kebijakan dan prosedur, As for the included corporate governance
sistem informasi manajemen serta tugas pokok infrastructure, among others are policies and
dan fungsi masing-masing struktur organisasi. procedures, management information systems
as well as the main tasks and functions of each
organizational structure.

2020 Annual Report
2. Governance Process 2. Governance Process

Penilaian governance process bertujuan The governance process assessment aims
untuk menilai efektivitas proses pelaksanaan to assess the effectiveness of the process of
prinsip GCG yang didukung oleh kecukupan implementing GCG principles supported by the
struktur dan infrastruktur tata kelola Perseroan adequacy of the structure and infrastructure of
sehingga menghasilkan outcome yang sesuai the Company’s governance so as to produce
dengan harapan stakeholders. outcomes that are in line with stakeholder
expectations.
2. Governance Outcome 3. Governance Outcome
Penilaian governance outcome bertujuan untuk Governance outcome assessment aims to
menilai kualitas outcome yang memenuhi assess the quality of outcomes that meet the
harapan stakeholders yang merupakan hasil expectations of stakeholders which is the result
proses pelaksanaan prinsip GCG yang didukung of the process of implementing GCG principles
oleh kecukupan struktur dan infrastruktur supported by the adequacy of corporate
tata kelola perusahaan. Yang termasuk dalam governance structures and infrastructure.
outcome mencakup aspek kualitatif dan aspek Included in the outcomes include qualitative
kuantitatif, antara lain yaitu: aspects and quantitative aspects, including:
a. Kecukupan transparansi laporan. a. Adequacy of report transparency.
b. Kepatuhan terhadap peraturan perundang- b. Compliance with laws and regulations.
undangan.
c. Perlindungan konsumen. c. Consumer protection.
d. Obyektivitas dalam melakukan assessment/ d. Objectivity in conducting assessments/
audit. audits.
e. Kinerja bank seperti rentabilitas, efisiensi, e. Bank performance such as profitability,
dan permodalan. efficiency and capital.
f. Peningkatan/penurunan kepatuhan f. The Increased/decreased compliance with
terhadap ketentuan yang berlaku dan applicable regulations and resolution of
penyelesaian permasalahan yang dihadapi problems faced by banks such as fraud, LLL
bank seperti fraud, pelanggaran BMPK, violations, violations of provisions related to
pelanggaran ketentuan terkait laporan bank bank statements to regulators.
kepada regulator.
Self assessment meliputi 11 (sebelas) faktor Self-assessment includes 11 (eleven) GCG

penilaian pelaksanaan GCG yang meliputi: implementation evaluation factors which include:
1. Pelaksanaan tugas dan tanggung jawab Dewan 1. The implementation of the duties and
Komisaris. responsibilities of the Board of Commissioners.
2. Pelaksanaan tugas dan tanggung jawab Direksi. 2. The performing the duties and responsibilities
of the Board of Directors.
3. Kelengkapan dan pelaksanaan tugas Komite. 3. The completeness and implementation of the
Committee’s duties.
4. Penanganan benturan kepentingan. 4. The handling conflicts of interest.
5. Penerapan fungsi kepatuhan. 5. The implementation of the compliance function
6. Penerapan fungsi audit internal. 6. The implementation of the internal audit
function.
7. Penerapan fungsi audit eksternal. 7. The implementation of the external audit
function.
8. Penerapan manajemen risiko termasuk sistem 8. The implementation of risk management
pengendalian internal. including internal control systems.
9. Penyediaan dana kepada pihak terkait (related 9. The provision of funds to related parties and
party) dan penyediaan dana besar (large large exposure.
exposure).

10.
Transparansi kondisi keuangan dan non 10. The transparency of the Bank’s financial
keuangan Bank, laporan pelaksanaan Good and non-financial conditions, reports on the
Corporate Governance dan pelaporan internal. implementation of Good Corporate Governance
and internal reporting.
11. Rencana Strategis Bank. 11. The Bank’s Strategic Plan.
Pihak yang Melakukan Assessment Parties That Carry Out The Assessment
Proses penilaian self assessment tata kelola bank The process of self-assessment of governance of
bjb melibatkan seluruh Dewan Komisaris, Direksi bank bjb involves all the Board of Commissioners,
dan unit kerja yang terkait dengan faktor penilaian Directors and work units related to referred the
tata kelola dimaksud governance assessment factors.
Skor Penilaian The Score of Assessment
Hasil Self Assessment Periode Januari – Self Assessment Results For The Period
Juni 2020 January - June 2020
Hasil Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola

Results of Self-Assessment (Self-Assessment) Implementation of Governance
Mencerminkan Manajemen Bank telah melakukan penerapan Tata Kelola yang secara umum
baik. Hal ini tercermin dari pemenuhan yang memadai atas prinsip Tata Kelola. Dalam hal
terdapat kelemahan penerapan prinsip Tata Kelola, secara umum kelemahan tersebut
kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank.
2 Reflecting that the Bank’s Management implemented GCG which was generally good. This
was reflected in the adequate fulfillment of the principles of Governance. In the event
that there were weaknesses in the application of Governance principles, in general these
weaknesses were insignificant and could be resolved by normal actions by the Bank’s
management.
Berdasarkan analisis terhadap seluruh kriteria atau indikator Based on the analysis of all the criteria or assessment indicators
penilaian tersebut di atas, disimpulkan bahwa: mentioned above, it is concluded that:
Governance Structure Governance Structure

Faktor positif aspek governance structur bank bjb adalah: Positive factors for the governance aspects of the bank bjb
structure are:
1. Jumlah anggota Dewan Komisaris dan anggota Direksi bank 1. The number of members of the Board of Commissioners and
bjb telah memenuhi jumlah minimum yang harus dipenuhi members of the Board of Directors of bank bjb has met the
oleh Bank sesuai peraturan Otoritas Jasa Keuangan dan minimum amount that must be met by the Bank in accordance
seluruhnya berdomisili di Indonesia. with the regulations of the Financial Services Authority and
all of them are domiciled in Indonesia.
2. Dewan Komisaris dan anggota Direksi bank bjb memiliki 2. The Board of Commissioners and members of the Board of
integritas, kompetensi dan reputasi keuangan yang baik. Directors of bank bjb had integrity, competence and good
Hal tersebut dapat dilihat dari hasil penilaian kemampuan financial reputation. This could be seen from the results of the
dan kepatutan oleh Otoritas Jasa keuangan dimana Dewan fit and proper test by the Financial Services Authority where
Komisaris dan anggota Direksi telah dinyatakan lulus. the Board of Commissioners and members of the Board of
Directors passed.
3. Seluruh anggota Dewan Komisaris dan Direksi bank bjb tidak 3. All members of the Board of Commissioners and Board of
saling memiliki hubungan keluarga sampai derajat kedua Directors of bank bjb did not have mutual family ties to
dengan sesama anggota Dewan Komisaris dan/atau Direksi. the second degree with fellow members of the Board of
Commissioners and/or Board of Directors.
4. bank bjb telah menyempurnakan struktur organisasi 4. bank bjb perfected the organizational structure based on the
berdasarkan kompleksitas usaha yang dijalankannya dan complexity of the business it is running and has placed the
menempatkan Direksi sesuai dengan bidang tugasnya Board of Directors in accordance with their respective duties.
masing-masing.

2020 Annual Report
5. bank bjb telah membentuk komite-komite yang menunjang 5. bank bjb formed committees that supported the
pelaksanaan tugas Dewan Komisaris (Komite Audit, Komite implementation of the duties of the Board of Commissioners
Pemantau Risiko, Komite Nominasi dan Remunerasi serta (Audit Committee, Risk Monitoring Committee, Nomination
Komite Tata Kelola terintegrasi) dimana seluruh anggotanya and Remuneration Committee and Integrated Governance
memiliki kompetensi pada bidang kerjanya masing-masing Committee) where all members had competence in their
sesuai dengan kebutuhan bank bjb serta telah menetapkan respective fields of work according to the needs of bank
program kerja yang akan dipergunakan dalam melaksanakan bjb and determined the work program that would be used
fungsinya. in carrying out its functions. Bank bjb established a conflict
of interest guideline in order to handle potential conflict of
interest situations faced by every management and employee
of the Bank.
6. bank bjb telah menetapkan pedoman benturan kepentingan 6. bank bjb had formed an Internal Audit Work Unit, Compliance
guna menangani potensi situasi benturan kepentingan yang Work Unit and Risk Management Work Unit with competent
dihadapi oleh setiap Pengurus dan pengawai Bank. Human Resources so that they were able to work professionally
and independently of business and operational work unions.
7. bank bjb telah membentuk Satuan Kerja Audit Internal, 7. bank bjb had established an Internal Audit Policy, Internal
Satuan Kerja Kepatuhan dan Satuan Kerja Manajemen Risiko Audit Charter and the Bank’s Internal Audit Function
dengan Sumber Daya Manusia yang kompeten sehingga Implementation Standards (SPFAIB) as the basis for
mampu bekerja secara profesional dan independen terhadap implementing the Internal Audit function.
uni kerja bisnis dan operasional.
8. bank bjb telah menetapkan Kebijakan Audit Internal, Piagam 8. In the context of audit assignments to the Public Accountant
Audit Intern dan Standar Pelaksanaan Fungsi Audit Internal Firm, it is in accordance with the Financial Services Authority
Bank (SPFAIB) sebagai dasar dalam penerapan fungsi Audit Regulation.
Internal.
9. Dalam rangka penugasan audit kepada Kantor Akuntan 9. bank bjb owned a general risk management policy and
Publik telah sesuai dengan Peraturan Otoritas Jasa Keuangan. adequate risk limit implementation.
10. bank bjb telah memiliki kebijakan umum manajemen risiko 10. bank bjb has a general risk management policy and adequate
dan penerapan limit risiko yang memadai. risk limit implementation.
11. bank bjb telah menetapkan kebijakan, sistem dan prosedur 11. bank bjb has established adequate written policies, systems
tertulis yangmemadai dalam rangka penyediaan dana and procedures in the context of providing funds to related
kepada pihak terkait dan juga penyediaan dana besar, berikut parties as well as providing large funds, as well as monitoring
monitoring serta penanganan yang diperlukan dalam hal and handling necessary in the event of a non-performing loan.
terjadi non performing loan.
12. bank bjb telah menetapkan kebijakan pokok yang terdiri 12. bank bjb has set main policies consisting of Corporate
dari Kebijakan Tata Kelola Perusahaan, Kebijakan Manajemen Governance Policies, Risk Management Policies and Internal
Risiko serta Kebijakan Pengendalian Internal guna menunjang Control Policies to support business activities carried out so
kegiatan usaha yang dijalankan sehingga setiap kegiatan that every activity carried out can reflect a good governance.
yang dilaksanakan dapat mencerminkan suatu tata kelola
yang baik.
13. bank bjb telah memiliki kebijakan prosedur mengenai tata 13. bank bjb has a procedural policy regarding procedures for
cara pelaksanaan transparansi kondisi keuangan. implementing transparency in financial conditions.
14. bank bjb telah menyusun Laporan Pelaksanaan Tata Kelola 14. bank bjb has compiled a Governance Implementation Report
periode tahun 2019 dimana cakupan laporan pelaksanaan for the period 2019 in which the scope of the governance
tata kelola tersebut telah sesuai dengan Peraturan Otoritas implementation report is in accordance with the Financial
Jasa Keuangan. Services Authority Regulation.
15. Direksi telah menyusun Rencana Bisnis Bank secara realistis, 15. The Board of Directors has compiled a Bank bjb business plan
komprehensif terukur (achievable) atas dasar kajian yang in a realistic, comprehensive and achievable manner based on
komprehensif dengan memperhatikan peluang bisnis dan a comprehensive study by taking into account the business
kekuatan yang dimiliki oleh bank bjb serta mengidentifikasi opportunities and strengths of bank bjb as well as identifying
kelemahan dan ancaman dan telah sesuai dengan visi dan weaknesses and threats and in accordance with the vision
misi bank bjb serta rencana korporasi (corporate plan) bank and mission of bank bjb and the corporate plan (corporate
bjb. plan) bank bjb.
Faktor negatif aspek governance structure bank bjb adalah: The negative factors in the governance structure of bank bjb
were:
Jumlah anggota Direksi berdasarkan hasil keputusan RUPS The number of members of the Board of Directors based on the
Tahunan tanggal 16 April 2020 adalah 6 (enam) orang, dimana resolutions of the Annual General Meeting of Shareholders on
secara komposisi jumlah tersebut masih terdapat kekosongan 1 April 16 2020 was 6 (six) people, in which composition there was
(satu) jabatan Direktur dari 7 (tujuh) jabatan Direktur yaitu untuk still 1 (one) vacancy of 1 (one) Director position from 7 (seven)
posisi Direktur Komersial & UMKM. Director positions, namely for the position of Commercial & MSME
Director.
Namun demikian walaupun terdapat 1 (satu) posisi jabatan However, even though there was 1 (one) position of the Board
Direksi yang masih mengalami kekosongan, jumlah Direksi telah of Directors that was still vacant, the number of Directors had
memenuhi jumlah minimum anggota Direksi yang harus dipenuhi met the minimum number of members of the Board of Directors
oleh Bank. Adapun tugas, wewenang, dan tanggung jawab that had to be fulfilled by the Bank. The duties, powers, and
Direktur Komerasal & UMKM saat ini untuk sementara dijalankan responsibilities of the Director of Comercial & MSME were
oleh Direktur Konsumer & Ritel sebagimana diatur dalam Surat currently being carried out by the Director of Consumer & Retail
Keputusan Direksi No. 0992/SK/DIR-CSE/2019 tanggal 26 as stipulated in the Decree of the Board of Directors No. 0992/
Agustus 2019 tentang Pengalihan Pelaksanaan Tugas, Wewenang SK/DIR-CSE/2019 dated August 26, 2019 concerning Transfer
dan Tanggung Jawab Direktur Komersial dan Usaha Mikro Kecil of the Implementation of Duties, Authorities and Responsibilities
dan Menengah (UMKM). of the Director of Commercial and Micro, Small and Medium
Enterprises (MSMEs).

Governance Process Governance Process

Faktor positif aspek governance process bank bjb adalah: The positive factors in the governance process aspect of bank
bjb were:
1. Pengangkatan anggota Komite dilakukan oleh Direksi 1. The appointment of Committee members was carried out by
berdasarkan keputusan rapat Dewan Komisaris dengan the Board of Directors based on the decision of the Board of
mempertimbangkan rekomendasi Komite Nominasi dan Commissioners meeting by considering the recommendation
Remunerasi. of the Nomination and Remuneration Committee.
2. Direksi telah bertanggung jawab penuh atas pelaksanaan 2. The Board of Directors was fully responsible for the
kepengurusan Bank yang telah dijalankan selama tahun buku management of the Bank that had been carried out during
2019 disusun dalam Laporan Tahunan yang disampaikan the 2019 financial year compiled in the Annual Report which
kepada pemegang saham pada forum RUPS Tahunan. was submitted to shareholders at the Annual GMS forum
3. Direksi telah menindaklanjuti temuan dan rekomendasi dari 3. The Board of Directors followed up on findings and
hasil pemeriksanaan Satuan Kerja Audit Internal, auditor recommendations from the results of examinations of the
eksternal, hasil pengawasan otoritas yang berwenang melalui Internal Audit Unit, external auditors, and the results of
pemberian arahan terkait temuan dan rekomendasi tersebut supervision by the competent authorities by providing
kepada seluruh unit kerja terkait. directions regarding the findings and recommendations to all
related work units.
4. Dalam melaksanakan tugas pengawasan, Dewan Komisaris 4. In carrying out its supervisory duties, the Board of
telah mengarahkan, memantau dan mengevaluasi Commissioners had directed, monitored and evaluated the
pelaksanaan kebijakan strategis Bank melalui rapat implementation of the Bank’s strategic policies through joint
gabungan antara Dewan Komisaris dan Direksi serta meetings between the Board of Commissioners and the Board
pelaksanaan pemantauan oleh komite-komite yang berada di of Directors as well as the implementation of monitoring by
bawah Dewan Komisaris dengan memberikan rekomendasi committees under the Board of Commissioners by providing
kepada Direksi. Rapat tersebut dilakukan antara lain untuk recommendations to the Board of Directors. The meeting was
memastikan terselenggaranya pelaksanaan prinsip-prinsip held to ensure the implementation of the principles of good
tata kelola perusahaan yang baik dalam setiap kegiatan corporate governance in every bank bjb business activity at
usaha bank bjb pada seluruh jenjang organisasi. all levels of the organization.
5. Seluruh kegiatan rapat Dewan Komisaris telah 5. All Board of Commissioners meeting activities had been
didokumentasikan secara lengkap sebagai dasar evaluasi completely documented as a basis for evaluating the
pelaksanaan hasil keputusan rapat. implementation of meeting resolutions.
6. Dalam melakukan tugas pengawasan Dewan Komisaris telah 6. In carrying out its supervisory duties, the Board of
mengarahkan, memantau dan mengevaluasi pelaksanaan Commissioners had directed, monitored and evaluated the
kebijakan strategis bank bjb melalui mekanisme rapat Dewan implementation of bank bjb strategic policies through the
Komisaris yang pada periode Juli – Desember 2020 telah mechanism of the Board of Commissioners meeting which in
dilaksanakan sebanyak 9 (sembilan) kali. the July - December 2020 period was held 9 (nine) times.
7. Dewan Komisaris telah membentuk Komite Audit, Komite 7. The Board of Commissioners established an Audit Committee,
Pemantau Risiko, Komite Nominasi dan Remunerasi serta a Risk Monitoring Committee, a Nomination and Remuneration
Komite Tata Kelola Terintegrasi. Seluruh komite yang Committee and an Integrated Governance Committee. All
dibentuk dalam rangka menunjang pelaksanaan tugas Dewan committees formed to support the implementation of the
Komisaris telah menjalankan tugasnya secara independen dan duties of the Board of Commissioners had carried out their
telah memberikan analisa yang memadai serta rekomendasi duties independently and had provided adequate analysis
kepada Dewan Komisaris. and recommendations to the Board of Commissioners
8. Rapat komite-komite di bawah Dewan Komisaris telah 8. Meetings of the committees under the Board of Commissioners
diselenggarakan sesuai dengan kebutuhan bank bjb dan had been held in accordance with the needs of bank bjb and
proses pengambilan keputusan dalam setiap rapat yang the decision-making process in each meeting that was held
dilaksanakan, telah diambil berdasarkan musyawarah mufakat has been taken based on deliberation to reach consensus or
atau suara terbankan dalam hal tidak terjadi musyawarah votes cast in the event that a consensus did not occur.
mufakat.
9. Satuan Kerja Kepatuhan telah membuat dan merumuskan 9. The Compliance Unit had formulated and formulated a
strategi langkah-langkah dalam rangka mendukung strategy for steps in order to support the creation of a Culture
terciptanya Budaya Keputuhan. of Wholeness.
10. Satuan Kerja Kepatuhan telah melaksanakan review dan/ 10. The Compliance Unit had reviewed and/or recommended
atau merekomendasikan pengkinian dan penyempurnaan updating and refinement of policies, regulations, systems and
kebijakan, ketentuan, sistem maupun prosedur yang dimiliki procedures that were owned by bank bjb.
oleh bank bjb.
11. Satuan Kerja Kepatuah memastikan bahwa kebijakan, 11. The Compliance Work Unit ensured that the policies,
ketentuan, sistem dan prosedur, serta kegiatan usaha bank regulations, systems and procedures, as well as bank bjb
bjb telah sesuai dengan ketentuan Otoritas Jasa Keuangan, business activities were in accordance with the provisions
Bank Indonesia dan peraturan perundang-undangan yang of the Financial Services Authority, Bank Indonesia and the
berlaku. prevailing laws and regulations.
12. Dalam rangka pengingkatan fungsi quality assurance dan 12. In order to improve the quality assurance and corrective
corrective action, Bank melalui unit kerja terkait telah action functions, the Bank, through its related work units,
melakukan sosialisasi pada jaringan kantor terkait budaya socialized the office network regarding risk and compliance
risiko dan kepatuhan serta fraud awareness. culture as well as fraud awareness.
13. bank bjb senantiasa melakukan penguatan fungsi kepatuhan 13. bank bjb always strengthened the compliance function,
khususnya Budaya Kepatuhan melalui pelaksanaan fungsi especially Compliance Culture through the implementation of
quality assurance dengan cara menetapkan compliance sheet, the quality assurance function by establishing a compliance
compliance checklist, bjb cyber cafe dan bjb AMOLA untuk sheet, compliance checklist, bjb cyber cafe and bjb AMOLA
dipergunakan pada kegiatan operasional bank bjb sehingga to be used in bank bjb operational activities so that these
kegiatan dimaksud dapat dilakukan secara konsisten dan activities could be carried out consistently and still observe
tetap memperhatikan prinsip-prinsip tata kelola yang baik the principles - principles of good governance and sound
serta azas-azas perbankan yang sehat. banking principles.

2020 Annual Report
14. Satuan Kerja Kepatuhan dan Satuan Kerja Manajemen Risiko 14. Compliance Work Units and Risk Management Work Units
terlibat aktif dalam penyusunan kebijakan dan prosedur bank were actively involved in formulating bank bjb policies and
bjb melalui kepesertaan dalam rapat teknis penyusunan procedures through participation in technical meetings for
kebijakan dan prosedur. formulating policies and procedures.
15. Pelaksanaan pemantauan dan penyampaian laporan atas 15. Monitoring and submitting reports on commitments made
komitmen yang dibuat berdasarkan hasil pemeriksaan based on the results of inspections by the Financial Services
Otoritas Jasa Keuangan serta pemeriksa lain yang berwenang Authority and other auditors authorized to be carried out by
dilaksanakan oleh Satuan Kerja Kepatuhan secara berkala. the Compliance Unit on a regular basis.
16. Satuan Kerja Audit Internal melakukan fungsi pengawasan 16. The Internal Audit Unit performed a supervisory function
secara independen dengan cakupan tugas yang memadai independently with an adequate scope of duties and is
dan sesuai dengan rencana kerja, pelaksanaan maupun in accordance with the work plan, implementation and
pemantauan hasil audit. monitoring of audit results.
17. Satuan Kerja Audit Internal telah melaporkan seluruh temuan 17. The Internal Audit Unit reported all audit findings in
hasil pemeriksaan sesuai ketentuan yang berlaku. accordance with applicable regulations.
18. Satuan Kerja Audit Internal telah menyusun dan mengkinian 18. The Internal Audit Unit prepared and updated the Internal
pedoman kerja Auditor Internal. Auditor work guidelines.
19. Penentuan penunjukan KAP telah sesuai dengan ketentuan 19. The determination of the KAP appointment is in accordance
yang berlaku dimana KAP yang ditunjuk merupakan KAP with the applicable regulations whereby the appointed KAP
yang terdaftar di Otoritas Jasa Keuangan. was a KAP registered with the Financial Services Authority.
20. Kantor Akuntan Publik yang ditunjuk, mampu bekerja secara 20. The appointed Public Accountant Firm was able to work
independen, memenuhi standar profesional akuntan publik independently, met the professional standards of public
serta ruang lingkup audit yang ditetapkan. accountants and the stipulated audit scope.
21. bank bjb telah menetapkan prosedur di dalam melakukan 21. bank bjb established procedures in the identification,
proses identifikasi, pengukuran, monitoring dan pengendalian measurement, monitoring and risk control processes on a
risiko secara berkala yang disesuaikan dengan kebutuhan regular basis that were adjusted to the bank’s business needs,
bisnis bank, dan setiap jenis risiko melalui tools yang telah and each type of risk through tools that had been developed
dikembangkan oleh Bank, termasuk diantaranya yaitu by the Bank, including, branch risk profile guidelines and
pedoman profil risiko cabang dan profil risiko wilayah. territory risk profiles.
22. bank bjb telah menerapkan pengendalian intern yang 22. bank bjb implemented a comprehensive and adequate
menyeluruh serta memadai, dimana pelaksanaan prinsip internal control, where the implementation of the principle of
segregation of duties dan konsep dual control telah melekat segregation of duties and the concept of dual control was
dalam kebijakan dan pedoman aktivitas operasional yang embedded in the policies and operational activity guidelines
menjadi panduan pelaksanaan kegiatan operasional sehari- that guide the implementation of daily operational activities.
hari.
23. Satuan Kerja Audit Internal, Satuan Kerja Kepatuhan dan 23. The Internal Audit Unit, Compliance Work Unit and Risk
Satuan Kerja Manajemen Risiko telah melaksanakan tugasnya Management Unit carried out their duties in accordance with
sesuai dengan ketentuan yang berlaku. applicable regulations.
24. Pelaksanaan review atas kebijakan, sistem dan prosedur 24. The review of policies, systems and procedures for provision
penyediaan dana kepada pihak terkait serta penyediaan of funds to related parties as well as the provision of large
dana besar telah dilaksanakan secara berkala sesuai dengan funds had been carried out periodically in accordance with
25. Pengambilan keputusan dalam penyediaan dana diputuskan 25. Decisions on the provision of funds were decided in
dalam rapat komite yang dilakukan secara independen tanpa committee meetings which were conducted independently
intervensi dari pihak terkait dan/atau pihak lainnya dengan without intervention from related parties and/or other parties
mengedepankan prinsip kehati-hatian. by upholding the principle of prudence.
26. bank bjb telah menyusun laporan yang berkaitan dengan 26. bank bjb prepared reports relating to financial and non-
informasi keuangan dan non keuangan secara transparan financial information in a transparent manner and in
serta sesuai Peraturan Otoritas Jasa Keuangan. accordance with the Financial Services Authority Regulation.
27. Rencana Korporasi (corporate plan) dan Rencana Bisnis 27. The corporate plan and the Bank’s business plan were
Bank (business plan) disusun secara realistis dan telah prepared realistically and had taken into account all internal
memperhatikan seluruh faktor internal dan eksternal, and external factors, implementation of risk management,
penerapan manajemen risiko, prinsip kehati-hatian serta azas prudential principles and sound banking principles and had
perbankan yang sehat dan telah disahkan serta disetujui oleh been approved by the Board of Commissioners.
Dewan Komisaris.
28. Direksi telah melaksanakan evaluasi terhadap pelaksanaan 28. The Board of Directors carried out periodic evaluations of the
RBB secara berkala melalui kegiatan rapat Direksi ataupun implementation of the RBB through the Board of Directors
rapat kerja wilayah. meeting activities or regional work meetings.
Faktor negatif aspek governance process bank bjb adalah: The negative factors in the governance process aspect of bank
bjb were:
1. Pemenuhan komitmen atas hasil pemeriksaan Otoritas Jasa 1. Fulfillment of commitments on the results of the Financial
Keuangan per Desember 2020 masih terdapat pemenuhan Services Authority’s examination as of December 2020, there
komitmen dalam proses penyelesaian yaitu sebesar 2,02%, was still fulfillment of commitments in the settlement process,
adapun komitmen yang telah ditindaklanjuti oleh Bank yaitu namely 2.02%, while the commitment that had been followed
sebesar 97,98%. up by the Bank was 97.98%.
2. Kebijakan, sistem dan prosedur Bank belum dilakukan 2. The Bank’s policies, systems and procedures had not been
pengkinian secara berkala dengan konsisten. Hal tersebut updated regularly on a consistent basis. This was because
dikarenakan dalam pelaksanaannya mengutamakan skala in its implementation it prioritizes the priority scale of the
prioritas dari kebutuhan Bank. Bank’s needs.
3. Optimalisasi pelaksanaan supervise yang lebih intensif 3. Optimizing the implementation of more intensive supervision
terhadap pegawai yang menjadi kewenangannya dalam of employees who were under their authority in carrying out
melakukan fungsi dan tugas masing-masing pegawai. the functions and duties of each employee.

Governance Outcome Governance Outcome

Faktor positif aspek governance outcome bank bjb adalah: The positive factors in the governance outcome aspect of bank
bjb were:
1. Direksi telah mempertanggungjawabkan pelaksanaan 1. The Board of Directors had been accountable for the
tugasnya kepada pemegang saham melalui Rapat Umum implementation of its duties to shareholders through
Pemegang Saham (RUPS) dan seluruh pelaksanaan tugas the General Meeting of Shareholders (GMS) and all
dan tanggung jawab Direksi untuk tahun buku 2019 telah implementation of the duties and responsibilities of the Board
diterima oleh RUPS. of Directors for the 2019 financial year had been accepted by
the GMS.
2. Dewan Komisaris beserta komite-komite di bawahnya 2. The Board of Commissioners and the committees under it
telah melaksanakan tugas dan tanggungjawabnya dalam carried out their duties and responsibilities in performing
melakukan fungsi pengawasan dengan baik. Hal ini dapat their supervisory function properly. This could be seen
terlihat dari nasihat dan saran yang disampaikan Dewan from the advice and suggestions conveyed by the Board of
Komisaris terhadap pelaksanaan proses kegiatan usaha yang Commissioners on the implementation of business activity
terdapat di bank bjb. processes contained in bank bjb.
3. Komite-komite yang berada di bawah Dewan Komisaris 3. Committees under the Board of Commissioners provided
telah memberikan analisa dan rekomendasi kepada Dewan analysis and recommendations to the Board of Commissioners.
Komisaris. Analisa dan rekomendasi tersebut menjadi The analysis and recommendations were taken into account
pertimbangan Dewan Komisaris dalam rangka melaksanakan by the Board of Commissioners in order to carry out the
fungsi pengawasan terhadap fungsi pengurusan Bank yang supervisory function of the Bank management function
dilaksanakan oleh Direksi. carried out by the Board of Directors.
4. Secara umum pencapaian RBB Bank telah menunjukkan 4. In general, the Bank’s RBB achievement hasdshown good
kinerja yang baik hal ini dapat dilihat dari pencapaian target performance, this could be seen from the achievement of the
laba bersih sebesar Rp796 miliar dimana target RBB per Juni net profit target of IDR796 billion, where the RBB target per
2020 adalah Rp673 miliar atau sebesar 118,28%. June 2020 was IDR673 billion or 118.28%.
5. bank bjb telah menyampaikan Laporan Pelaksanaan Tugas 5. bank bjb had submitted the Compliance Director’s Duties
dan Tanggung Jawab Direktur Kepatuhan kepada Otoritas and Responsibilities Implementation Report to the Financial
Jasa keuangan secara berkala sesuai dengan ketentuan yang Services Authority periodically in accordance with applicable
berlaku. regulations.
6. Direksi telah menyampaikan laporan mengenai kegiatan 6. The Board of Directors had submitted a report on the
fungsi audit intern kepada para pemegang saham dalam activities of the internal audit function to shareholders in the
laporan pertanggungjawaban Direksi pada RUPS Tahunan accountability report of the Board of Directors at the bank
bank bjb. bjb Annual GMS.
7. Satuan Kerja Audit Internal telah melaksanakan pemeriksaan 7. The Internal Audit Unit had carried out audits in accordance
sesuai dengan RKAT Tahun 2020 dan pemantauan hasil audit with the 2020 RKAT and monitoring of audit results was
dilakukan secara berkesinambungan dimana penyelesaian carried out continuously where the settlement for the position
untuk posisi Juni 2020 komitmen tindak lanjut atas hasil of June 2020 reached 100% commitment to follow-up on the
pemeriksaan tersebut telah mencapai 100%. results of the examination.
8. Kantor Akuntan Publik telah bertindak objektif dalam 8. The Public Accounting Firm had acted objectively in
melakukan audit serta hasil audit dan management letter conducting audits and the results of the audit and
telah menggambarkan permasalahan bank bjb yang management letters had described bank bjb problems which
kemudian disampaikan secara tepat waktu kepada Otoritas were then submitted in a timely manner to the Financial
Jasa Keuangan. Services Authority.
9. Hasil Audit atas laporan keuangan per 31 Desember 2019 dan 9. Audit results on the financial statements as of December 31,
management letter telah menggambarkan kondisi bank bjb 2019 and management letters had described the significant
yang signifikan dan disampaikan secara tepat waktu kepada condition of bank bjb and submitted in a timely manner to the
Otoritas Jasa Keuangan. Financial Services Authority.
10. Dewan Komisaris dan Direksi mampu melakukan pengawasan 10. The Board of Commissioners and the Board of Directors
secara aktif terhadap pelaksanaan kebijakan dan strategi were able to actively supervise the implementation of Risk
Manajemen Risiko. Management policies and strategies.
11. bank bjb melaksanakan aktivitas bisnisnya sesuai dengan 11. bank bjb carried out its business activities in accordance with
tingkat kompleksitas Bank serta mempertimbangkan tingkat the level of complexity of the Bank and considers the level of
risiko (eksposure risiko) yang terdapat dalam aktivitas bisnis risk (risk exposure) contained in these business activities.
tersebut.
12. Laporan penyediaan dana kepada pihak terkait telah disajikan 12. Reports on provision of funds to related parties had been
dalam laporan BMPK dan disampaikan secara tepat waktu presented in the LLL report and submitted in a timely manner
oleh Divisi Pengendalian Keuangan kepada Otoritas Jasa by the Financial Control Division to the Financial Services
Keuangan. Authority.
13. Bank telah menyusun laporan-laporan untuk disampaikan 13. The Bank had compiled reports to be submitted to internal
kepada pihak internal maupun pihak eksternal, diantaranya and external parties, including Bank Soundness Level reports,
laporan Tingkat Kesehatan Bank, laporan hasil audit dan audit reports and governance implementation reports with
laporan pelaksanaan tata kelola dengan cakupan isi laporan coverage of report content based on applicable regulations.
berdasarkan ketentuan yang berlaku.
14. Selama periode Januari – Juni 2020 tidak terdapat 14. During the period January - June 2020, there was no provision
penyediaan dana yang melampaui BMPK. of funds that exceeded the LLL.
15. bank bjb telah menyampaikan informasi keuangan dan non 15. bank bjb submitted financial and non-financial information in a
keuangan secara transparan dan berkala melalui media cetak transparent and periodic manner through print and electronic
maupun media elektronik yang dapat dengan mudah diakses media which can be easily accessed by all stakeholders.
oleh seluruh pemangku kepentingan.
16. Rencana Bisnis Bank yang disusun oleh Direksi telah disetujui 16. The Bank Business Plan prepared by the Board of Directors
oleh Dewan Komisaris. had been approved by the Board of Commissioners.

2020 Annual Report
17. Realisasi rencana bisnis dan rencana korporasi secara berkala 17. The Board of Directors always submited the realization
selalu disampaikan oleh Direksi kepada seluruh jenjang of business plans and corporate plans to all levels of the
organisasi Pemegang Saham Pengendali. organization of Controlling Shareholders.
18. Realisasi rencana bisnis dan rencana korporasi pun 18. The realization of the business plan and corporate plan was
dikomunikasikan kepada para pemegang saham dalam also communicated to shareholders in the Board of Directors’
Laporan Pertanggungjawaban Direksi yang menjadi agenda Accountability Report, which became a routine agenda at the
rutin dalam RUPS Tahunan. Annual GMS.
Faktor negatif aspek governance outcome bank bjb adalah: The negative factors in the governance outcome aspect of
bank bjb were:
Terdapat pemenuhan komitmen atas hasil pemeriksaan Otoritas There was fulfillment of commitments on the results of the
Jasa Keuangan yang melewati batas waktu yang disepakati examination by the Financial Services Authority which had
sehingga dilakukan penjadwalan ulang yaitu sebesar 11 (sebelas) passed the agreed time limit so that it was rescheduled, namely 11
komitmen dari total keseluruhan sebanyak 996 (sembilan ratus (eleven) commitments out of a total of 996 (nine hundred ninety
sembilan puluh enam) komitmen. six) commitments.
Hasil Self Assessment Periode Juli - Self Assessment Results For The Period
Desember 2020 July - December 2020
Hasil Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola

Results of Self-Assessment Implementation of Governance
Rating Rank Definitions
Mencerminkan Manajemen Bank telah melakukan penerapan Tata Kelola yang secara umum
baik. Hal ini tercermin dari pemenuhan yang memadai atas prinsip Tata Kelola. Dalam hal
terdapat kelemahan penerapan prinsip Tata Kelola, secara umum kelemahan tersebut
kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank.
2 Reflecting that the Bank’s Management had implemented GCG which was generally good.
This was reflected in the adequate fulfillment of the principles of Governance. In the event
that there were weaknesses in the application of Governance principles, in general these
weaknesses were insignificant and could be resolved by normal actions by the Bank’s
management.
Berdasarkan analisis terhadap seluruh kriteria atau indikator Based on the analysis of all the criteria or assessment indicators
penilaian tersebut di atas, disimpulkan bahwa: mentioned above, it is concluded that:
Governance Structure Governance Structure

Faktor positif aspek governance structur bank bjb adalah: The positive factors for the governance aspect of the bank bjb
structure were:
1. Jumlah anggota Dewan Komisaris dan anggota Direksi bank 1. The number of members of the Board of Commissioners and
bjb telah memenuhi jumlah minimum yang harus dipenuhi members of the Board of Directors of bank bjb had met the
oleh Bank sesuai peraturan Otoritas Jasa Keuangan dan minimum amount that must be met by the Bank in accordance
seluruhnya berdomisili di Indonesia. with the regulations of the Financial Services Authority and
all of them were domiciled in Indonesia.
2. Dewan Komisaris dan anggota Direksi bank bjb memiliki 2. The Board of Commissioners and members of the Board of
integritas, kompetensi dan reputasi keuangan yang baik. Directors of bank bjb had integrity, competence and good
Hal tersebut dapat dilihat dari hasil penilaian kemampuan financial reputation. This could be seen from the results of the
dan kepatutan oleh Otoritas Jasa keuangan dimana Dewan fit and proper test by the Financial Services Authority where
Komisaris dan anggota Direksi telah dinyatakan lulus. the Board of Commissioners and members of the Board of
Directors had passed.
3. Seluruh anggota Dewan Komisaris dan Direksi bank bjb tidak 3. All members of the Board of Commissioners and Board of
saling memiliki hubungan keluarga sampai derajat kedua Directors of bank bjb did not have mutual family ties to
dengan sesama anggota Dewan Komisaris dan/atau Direksi. the second degree with fellow members of the Board of
Commissioners and/or Board of Directors.
4. bank bjb telah menyempurnakan struktur organisasi 4. bank bjb had refined the organizational structure based on
berdasarkan kompleksitas usaha yang dijalankannya dan the needs and complexity of the business carried out by the
menempatkan Direksi sesuai dengan bidang tugasnya Bank and had placed the Board of Directors in accordance
masing-masing. with their respective duties.
5. bank bjb telah membentuk komite-komite yang menunjang 5. bank bjb formed committees that supported the
pelaksanaan tugas Dewan Komisaris (Komite Audit, Komite implementation of the duties of the Board of Commissioners
Pemantau Risiko, Komite Nominasi dan Remunerasi serta (Audit Committee, Risk Monitoring Committee, Nomination
Komite Tata Kelola Terintegrasi) dimana seluruh anggotanya and Remuneration Committee and Integrated Governance
memiliki kompetensi pada bidang kerjanya masing-masing Committee) where all members had competence in their
sesuai dengan kebutuhan bank bjb serta telah menetapkan respective fields of work according to the needs of bank bjb
program kerja yang akan dipergunakan dalam melaksanakan and had determined the work program that would be used in
fungsinya. carrying out its functions.
6. bank bjb telah menetapkan pedoman benturan kepentingan 6. bank bjb had established a conflict of interest guideline in
guna menangani potensi situasi benturan kepentingan yang order to handle potential conflict of interest situations faced
dihadapi oleh setiap Pengurus dan pengawai Bank. by every manager and employee of the Bank.

7. bank bjb telah membentuk Satuan Kerja Audit Internal, 7. bank bjb had formed an Internal Audit Work Unit, Compliance
Satuan Kerja Kepatuhan dan Satuan Kerja Manajemen Risiko Work Unit and Risk Management Work Unit with competent
dengan Sumber Daya Manusia yang kompeten sehingga Human Resources so that they were able to work professionally
mampu bekerja secara profesional dan independen terhadap and independently of business and operational work unions.
uni kerja bisnis dan operasional.
8. bank bjb telah menetapkan Kebijakan Audit Internal, Piagam 8. bank bjb had established an Internal Audit Policy, Internal
Audit Intern dan Standar Pelaksanaan Fungsi Audit Internal Audit Charter and the Bank’s Internal Audit Function
Bank (SPFAIB) sebagai dasar dalam penerapan fungsi Audit Implementation Standards (SPFAIB) as the basis for
Internal. implementing the Internal Audit function.
9. Dalam rangka penugasan audit kepada Kantor Akuntan 9. In order to appoint a Public Accountant Firm and Public
Publik telah sesuai dengan Peraturan Otoritas Jasa Keuangan. Accountant in accordance with the Financial Services
Authority Regulations and applicable laws and regulations, to
audit the Bank’s financial statements.
10. bank bjb telah memiliki kebijakan umum manajemen risiko 10. bank bjb had a general risk management policy and adequate
dan penerapan limit risiko yang memadai. risk limit implementation.
11. bank bjb telah menetapkan kebijakan, sistem dan prosedur 11. bank bjb established adequate written policies, systems
tertulis yang memadai dalam rangka penyediaan dana and procedures in the context of providing funds to related
kepada pihak terkait dan juga penyediaan dana besar, berikut parties as well as providing large funds, as well as monitoring
monitoring serta penanganan yang diperlukan dalam hal and handling necessary in the event of a non-performing loan.
terjadi non performing loan.
12. bank bjb telah menetapkan kebijakan pokok yang terdiri 12. bank bjb established general policies consisting of Corporate
dari Kebijakan Tata Kelola Perusahaan, Kebijakan Manajemen Governance Policies, Risk Management Policies and Internal
Risiko serta Kebijakan Pengendalian Internal guna menunjang Control Policies to support business activities carried out
kegiatan usaha yang dijalankan sehingga setiap kegiatan so that every activity carried out could reflect a good
yang dilaksanakan dapat mencerminkan suatu tata kelola governance.
yang baik.
13. bank bjb telah memiliki kebijakan prosedur mengenai tata 13. bank bjb had a procedural policy regarding procedures for
cara pelaksanaan transparansi kondisi keuangan. implementing transparency in financial conditions.
14. bank bjb telah menyusun Laporan Pelaksanaan Tata Kelola 14. bank bjb prepared a Governance Implementation Report
periode tahun 2019 dimana cakupan laporan pelaksanaan for the period 2019 where the scope of the governance
tata kelola tersebut telah sesuai dengan Peraturan Otoritas implementation report is in accordance with the Financial
Jasa Keuangan. Services Authority Regulation.
15. Direksi telah menyusun Rencana Bisnis Bank secara realistis, 15. The Board of Directors had prepared a realistic, achievable,
komprehensif terukur (achievable) atas dasar kajian yang comprehensive Bank Business Plan based on a comprehensive
komprehensif dengan memperhatikan peluang bisnis dan study by taking into account the business opportunities and
kekuatan yang dimiliki oleh bank bjb serta mengidentifikasi strengths of bank bjb as well as identifying weaknesses and
kelemahan dan ancaman dan telah sesuai dengan visi dan misi threats and in accordance with the vision and mission of bank
bank bjb serta rencana korporasi (corporate plan) bank bjb. bjb and the corporate plan of bank bjb.
Faktor negatif aspek governance structure bank bjb adalah: The negative factors in the governance structure of bank bjb
Kegiatan Operasional Bank telah seluruhnya diatur dalam were:
kebijakan, sistem dan prosedur Bank namun belum sepenuhnya The Bank’s operational activities had been entirely regulated in
mengakomodir kondisi saat ini, hal ini disebabkan masih terdapat the Bank’s policies, systems and procedures but had not fully
beberapa ketentuan internal yang belum dilakukan pengkinian, accommodated the current conditions, this was because there
akan tetapi secara umum kebijakan, sistem dan prosedur Bank were still some internal regulations that had not been updated,
serta kegiatan operasional Bank telah sesuai dengan Peraturan however in general the policies, systems and procedures of
Otoritas Jasa Keuangan dan peraturan perundang-undangan the Bank as well as the Bank’s operational activities were in
yang berlaku. accordance with the Financial Services Authority Regulation and
the prevailing laws and regulations.
Governance Process Governance Process
Faktor positif aspek governance process bank bjb adalah: The positive factors in the governance process aspect of bank
bjb were:
1. Pengangkatan anggota Komite dilakukan oleh Direksi 1. The appointment of Committee members was carried out by
berdasarkan keputusan rapat Dewan Komisaris dengan the Board of Directors based on the decision of the Board of
mempertimbangkan rekomendasi Komite Nominasi dan Commissioners meeting by considering the recommendation
Remunerasi. of the Nomination and Remuneration Committee.
2. Direksi telah bertanggung jawab penuh atas pelaksanaan 2. The Board of Directors was fully responsible for the
kepengurusan Bank yang telah dijalankan selama tahun buku management of the Bank that had been carried out during
2019 disusun dalam Laporan Tahunan yang disampaikan the 2019 financial year compiled in the Annual Report which
kepada pemegang saham pada forum RUPS Tahunan. was submitted to shareholders at the Annual GMS.
3. Direksi telah menindaklanjuti temuan dan rekomendasi dari 3. The Board of Directors had followed up on findings and
hasil pemeriksanaan Satuan Kerja Audit Internal, auditor recommendations from the results of examinations of the
eksternal, hasil pengawasan otoritas yang berwenang melalui Internal Audit Unit, external auditors, and the results of
pemberian arahan terkait temuan dan rekomendasi tersebut supervision by the competent authorities by providing
kepada seluruh unit kerja terkait. directions regarding the findings and recommendations to all
related work units.
4. Dalam melaksanakan tugas pengawasan, Dewan Komisaris 4. In carrying out its supervisory duties, the Board of
telah mengarahkan, memantau dan mengevaluasi Commissioners had directed, monitored and evaluated the
pelaksanaan kebijakan strategis Bank melalui rapat implementation of the Bank’s strategic policies through joint
gabungan antara Dewan Komisaris dan Direksi serta meetings between the Board of Commissioners and the Board
pelaksanaan pemantauan oleh komite-komite yang berada di of Directors as well as the implementation of monitoring by
bawah Dewan Komisaris dengan memberikan rekomendasi committees under the Board of Commissioners by providing
kepada Direksi. Rapat tersebut dilakukan antara lain untuk recommendations to the Board of Directors. The meeting was
memastikan terselenggaranya pelaksanaan prinsip-prinsip held to ensure the implementation of the principles of good
tata kelola perusahaan yang baik dalam setiap kegiatan corporate governance in every bank bjb business activity at
usaha bank bjb pada seluruh jenjang organisasi. all levels of the organization.

2020 Annual Report
5. Seluruh kegiatan rapat Dewan Komisaris telah 5. All Board of Commissioners meeting activities had been
didokumentasikan secara lengkap sebagai dasar evaluasi completely documented as a basis for evaluating the
pelaksanaan hasil keputusan rapat. implementation of meeting resolutions.
6. Dalam melakukan tugas pengawasan Dewan Komisaris telah 6. In carrying out its supervisory duties, the Board of
mengarahkan, memantau dan mengevaluasi pelaksanaan Commissioners has directed, monitored and evaluated the
kebijakan strategis bank bjb melalui mekanisme rapat Dewan implementation of bank bjb strategic policies through the
Komisaris yang pada periode Juli – Desember 2020 telah mechanism of the Board of Commissioners meeting which in
dilaksanakan sebanyak 9 (sembilan) kali. the July - December 2020 period was held 9 (nine) times.
7. Dewan Komisaris telah membentuk Komite Audit, Komite 7. The Board of Commissioners established an Audit Committee,
Pemantau Risiko, Komite Nominasi dan Remunerasi serta a Risk Monitoring Committee, a Nomination and Remuneration
Komite Tata Kelola Terintegrasi. Seluruh komite yang Committee and an Integrated Governance Committee. All
dibentuk dalam rangka menunjang pelaksanaan tugas Dewan committees formed to support the implementation of the
Komisaris telah menjalankan tugasnya secara independen dan duties of the Board of Commissioners had carried out their
telah memberikan analisa yang memadai serta rekomendasi duties independently and had provided adequate analysis
kepada Dewan Komisaris. and recommendations to the Board of Commissioners.
8. Rapat komite-komite di bawah Dewan Komisaris telah 8. Meetings of the committees under the Board of Commissioners
diselenggarakan sesuai dengan kebutuhan bank bjb dan had been held in accordance with the needs of bank bjb and
proses pengambilan keputusan dalam setiap rapat yang the decision-making process in each meeting that was held
dilaksanakan, telah diambil berdasarkan musyawarah mufakat has been taken based on deliberation to reach consensus or
atau suara terbankan dalam hal tidak terjadi musyawarah votes cast in the event that a consensus does not occur.
mufakat.
9. Satuan Kerja Kepatuhan telah membuat dan merumuskan 9. The Compliance Unit had formulated and formulated a
strategi langkah-langkah dalam rangka mendukung strategy for steps in order to support the creation of a Culture
terciptanya Budaya Keputuhan. of Wholeness.
10. Satuan Kerja Kepatuhan telah melaksanakan review dan/ 10. The Compliance Unit had reviewed and/or recommended
atau merekomendasikan pengkinian dan penyempurnaan updating and refinement of policies, regulations, systems and
kebijakan, ketentuan, sistem maupun prosedur yang dimiliki procedures that were owned by bank bjb.
oleh bank bjb.
11. Satuan Kerja Kepatuah memastikan bahwa kebijakan, 11. The Compliance Work Unit ensured that the policies,
ketentuan, sistem dan prosedur, serta kegiatan usaha bank regulations, systems and procedures, as well as bank bjb
bjb telah sesuai dengan ketentuan Otoritas Jasa Keuangan, business activities were in accordance with the provisions
Bank Indonesia dan peraturan perundang-undangan yang of the Financial Services Authority, Bank Indonesia and the
berlaku. prevailing laws and regulations.
12. Dalam rangka pengingkatan fungsi quality assurance dan 13. Compliance Work Units and Risk Management Work Units
corrective action, Bank melalui unit kerja terkait telah were actively involved in formulating bank bjb policies and
melakukan sosialisasi pada jaringan kantor terkait budaya procedures through participation in technical meetings for
risiko dan kepatuhan serta fraud awareness. formulating policies and procedures.
13. bank bjb senantiasa melakukan penguatan fungsi kepatuhan 13. bank bjb always strengthens the compliance function,
khususnya Budaya Kepatuhan melalui pelaksanaan fungsi especially Compliance Culture through the implementation of
quality assurance dengan cara menetapkan compliance sheet, the quality assurance function by establishing a compliance
compliance checklist, bjb cyber cafe dan bjb AMOLA untuk sheet, compliance checklist, bjb cyber cafe and bjb AMOLA
dipergunakan pada kegiatan operasional bank bjb sehingga to be used in bank bjb operational activities so that these
kegiatan dimaksud dapat dilakukan secara konsisten dan activities can be carried out consistently and still observe the
tetap memperhatikan prinsip-prinsip tata kelola yang baik principles - principles of good governance and sound banking
serta azas-azas perbankan yang sehat. principles.
14. Satuan Kerja Kepatuhan dan Satuan Kerja Manajemen Risiko 14. Monitoring and submitting reports on commitments made
terlibat aktif dalam penyusunan kebijakan dan prosedur bank based on the results of inspections by the Financial Services
bjb melalui kepesertaan dalam rapat teknis penyusunan Authority and other auditors authorized to be carried out by
kebijakan dan prosedur. the Compliance Unit on a regular basis.
15. Pelaksanaan pemantauan dan penyampaian laporan atas 15. The Internal Audit Unit performed a supervisory function
komitmen yang dibuat berdasarkan hasil pemeriksaan independently with an adequate scope of duties and was
Otoritas Jasa Keuangan serta pemeriksa lain yang berwenang in accordance with the work plan, implementation and
dilaksanakan oleh Satuan Kerja Kepatuhan secara berkala. monitoring of audit results.
16. Satuan Kerja Audit Internal melakukan fungsi pengawasan 16. The Internal Audit Unit performs a supervisory function
secara independen dengan cakupan tugas yang memadai independently with an adequate scope of duties and is
dan sesuai dengan rencana kerja, pelaksanaan maupun in accordance with the work plan, implementation and
pemantauan hasil audit. monitoring of audit results.
17. Satuan Kerja Audit Internal telah melaporkan seluruh temuan 17. The Internal Audit Unit prepared and updated the Internal
hasil pemeriksaan sesuai ketentuan yang berlaku. Auditor work guidelines.
18. Satuan Kerja Audit Internal telah menyusun dan mengkinikan 18. The Internal Audit Unit has prepared and updated the Internal
pedoman kerja Auditor Internal. Auditor work guidelines.
19. Penentuan penunjukan KAP telah sesuai dengan ketentuan 19. The appointed Public Accountant and Public Accountant Firm
yang berlaku dimana KAP yang ditunjuk merupakan KAP were able to work independently, met the professional standards
yang terdaftar di Otoritas Jasa Keuangan. of public accountants and the stipulated audit scope.
20. Kantor Akuntan Publik yang ditunjuk, mampu bekerja secara 20. The appointed Public Accountant Firm is able to work
independen, memenuhi standar profesional akuntan publik independently, meets the professional standards of public
serta ruang lingkup audit yang ditetapkan. accountants and the specified audit scope.
21. bank bjb telah menetapkan prosedur di dalam melakukan 21. bank bjb implemented a comprehensive and adequate
proses identifikasi, pengukuran, monitoring dan pengendalian internal control, where the implementation of the principle
risiko secara berkala yang disesuaikan dengan kebutuhan of segregation of duties and the concept of dual control
bisnis bank, dan setiap jenis risiko melalui tools yang telah had been embedded in the policies and operational activity
dikembangkan oleh Bank, termasuk diantaranya yaitu guidelines that guide the implementation of daily operational
pedoman profil risiko cabang dan profil risiko wilayah. activities.

22. bank bjb telah menerapkan pengendalian intern yang 22. bank bjb has implemented a comprehensive and adequate
menyeluruh serta memadai, dimana pelaksanaan prinsip internal control, where the implementation of the principle
segregation of duties dan konsep dual control telah melekat of segregation of duties and the concept of dual control
dalam kebijakan dan pedoman aktivitas operasional yang has been embedded in the policies and operational activity
menjadi panduan pelaksanaan kegiatan operasional sehari- guidelines that guide the implementation of daily operational
hari. activities.
23. Satuan Kerja Audit Internal, Satuan Kerja Kepatuhan dan 22. The Internal Audit Unit, Compliance Work Unit and Risk
Satuan Kerja Manajemen Risiko telah melaksanakan tugasnya Management Unit had carried out their duties in accordance
sesuai dengan ketentuan yang berlaku. with applicable regulations.
24. Pelaksanaan review atas kebijakan, sistem dan prosedur 23. The review of policies, systems and procedures for the
penyediaan dana kepada pihak terkait serta penyediaan provision of funds to related parties as well as the provision
dana besar telah dilaksanakan secara berkala sesuai dengan of large funds had been carried out periodically in accordance
ketentuan yang berlaku. with applicable regulations.
25. Pengambilan keputusan dalam penyediaan dana diputuskan 24. Decisions on the provision of funds were decided in
dalam rapat komite yang dilakukan secara independen tanpa committee meetings which were conducted independently
intervensi dari pihak terkait dan/atau pihak lainnya dengan without intervention from related parties and/or other parties
mengedepankan prinsip kehati-hatian. by upholding the principle of prudence.
26. bank bjb telah menyusun laporan yang berkaitan dengan 25. bank bjb had prepared reports relating to financial and
informasi keuangan dan non keuangan secara transparan non-financial information in a transparent manner and in
serta sesuai Peraturan Otoritas Jasa Keuangan. accordance with the Financial Services Authority Regulation.
27. Rencana Korporasi (corporate plan) dan Rencana Bisnis 26. The corporate plan and the Bank’s business plan were
Bank (business plan) disusun secara realistis dan telah prepared realistically and had taken into account all internal
memperhatikan seluruh faktor internal dan eksternal, and external factors, implementation of risk management,
penerapan manajemen risiko, prinsip kehati-hatian serta azas prudential principles and sound banking principles and have
perbankan yang sehat dan telah disahkan serta disetujui oleh been approved and approved by the Board of Commissioners.
Dewan Komisaris.
28. Direksi telah melaksanakan evaluasi terhadap pelaksanaan 27. The Board of Directors had carried out periodic evaluations
RBB secara berkala melalui kegiatan rapat Direksi ataupun of the implementation of the RBB through the activities of
rapat kerja wilayah. Board of Directors meetings or regional work meetings.
Faktor negatif aspek governance process bank bjb adalah: The negative factors in the governance process aspect of bank
bjb were:
1. Pemenuhan komitmen atas hasil pemeriksaan Otoritas 1. Fulfillment of commitments on the results of the Financial
Jasa Keuangan per Juni 2020 masih terdapat pemenuhan Services Authority’s examination as of June 2020, there was
komitmen dalam proses penyelesaian yaitu sebesar 1,1%, still commitment fulfillment in the settlement process, namely
adapun komitmen yang telah ditindaklanjuti oleh Bank yaitu 1.1%, while the commitment that had been followed up by the
sebesar 98,89%. Bank is 98.89%.
2. Kebijakan, sistem dan prosedur Bank belum dilakukan 2. The Bank’s policies, systems and procedures had not been
pengkinian secara berkala dengan konsisten. Hal tersebut updated regularly on a consistent basis. This was because
dikarenakan dalam pelaksanaannya mengutamakan skala in its implementation it prioritizes the priority scale of the
prioritas dari kebutuhan Bank. Bank’s needs.
3. Tugas, wewenang dan tanggung jawab Direktur Komersial & 3. The duties, powers and responsibilities of the Director of
UMKM saat ini dijalankan oleh Direktur Konsumer & Ritel. Commercial & MSMEs awee currently carried out by the
Director of Consumer & Retail.
Governance Outcome Governance Outcome
Faktor positif aspek governance outcome bank bjb adalah: The positive factors in the governance outcome aspect of bank
bjb were:
1. Direksi telah mempertanggungjawabkan pelaksanaan 1. The Board of Directors had been accountable for the
tugasnya kepada pemegang saham melalui Rapat Umum implementation of its duties to shareholders through
Pemegang Saham (RUPS) dan seluruh pelaksanaan tugas the General Meeting of Shareholders (GMS) and all
dan tanggung jawab Direksi untuk tahun buku 2019 telah implementation of the duties and responsibilities of the Board
diterima oleh RUPS. of Directors for the 2019 financial year had been accepted by
the GMS.
2. Dewan Komisaris beserta komite-komite di bawahnya 2. The Board of Commissioners and the committees under it
telah melaksanakan tugas dan tanggungjawabnya dalam had carried out their duties and responsibilities in performing
melakukan fungsi pengawasan dengan baik. Hal ini dapat their supervisory function properly. This could be seen
terlihat dari nasihat dan saran yang disampaikan Dewan from the advice and suggestions conveyed by the Board of
Komisaris terhadap pelaksanaan proses kegiatan usaha yang Commissioners on the implementation of business activity
terdapat di bank bjb. processes contained in bank bjb.
3. Komite-komite yang berada di bawah Dewan Komisaris 3. Committees under the Board of Commissioners had
telah memberikan analisa dan rekomendasi kepada Dewan provided analysis and recommendations to the Board of
Komisaris. Analisa dan rekomendasi tersebut menjadi Commissioners. The analysis and recommendations were
pertimbangan Dewan Komisaris dalam rangka melaksanakan taken into account by the Board of Commissioners in order to
fungsi pengawasan terhadap fungsi pengurusan Bank yang carry out the supervisory function of the Bank management
dilaksanakan oleh Direksi. function carried out by the Board of Directors.
4. Secara umum pencapaian RBB bank bjb telah menunjukkan 4. In general, the achievement of Bank bjb RBB had shown
kinerja yang baik hal ini tercermin dari pencapaian target aset good performance, this was reflected in the achievement of
periode 31 Desember 2020 sebesar Rp133,6 Triliun dari target the target asset for the period 31 December 2020 of IDR133.6
sebesar Rp121,13 Triliun dengan pencapaian sebesar 110,32% trillion from the target of IDR121.13 trillion with an achievement
dan pencapaian laba bersih sebesar Rp1,70 Triliun dimana of 110.32% and the achievement of a net profit of IDR1. 70
target RBB per 31 Desember 2020 adalah Rp1,13 miliar Trillion where the RBB target as of December 31, 2020 was
dengan pencapaian sebesar 150,74%. IDR1.13 billion with an achievement of 150.74%.

2020 Annual Report
5. bank bjb telah menyampaikan Laporan Pelaksanaan Tugas 5. bank bjb submitted the Compliance Director’s Duties and
dan Tanggung Jawab Direktur Kepatuhan kepada Otoritas Responsibilities Implementation Report to the Financial
Jasa keuangan secara berkala sesuai dengan ketentuan yang Services Authority periodically in accordance with the
berlaku. Financial Services Authority Regulation.
6. Direksi telah menyampaikan laporan mengenai kegiatan 6. The Board of Directors submitted a report on the activities of
fungsi audit intern kepada para pemegang saham dalam the internal audit function to shareholders in the accountability
laporan pertanggungjawaban Direksi pada RUPS Tahunan report of the Board of Directors at the bank bjb Annual GMS.
bank bjb.
7. Satuan Kerja Audit Internal telah melaksanakan pemeriksaan 7. The Internal Audit Unit had carried out audits in accordance
sesuai dengan RKAT Tahun 2020 dan pemantauan hasil audit with the 2020 RKAT, and monitoring of audit results was
dilakukan secara berkesinambungan dimana penyelesaian carried out continuously where the completion for the
untuk posisi Desember 2020 komitmen tindak lanjut atas position in December 2020 had reached 100% commitment
hasil pemeriksaan tersebut telah mencapai 100%. to follow-up on the results of the examination.
8. Akuntan Publik dan Kantor Akuntan Publik telah bertindak 8. Public Accountants and Public Accounting Firms had acted
objektif dalam melakukan audit serta hasil audit dan objectively in conducting audits, and the results of the audit
management letter telah menggambarkan permasalahan and management letters had described bank bjb problems
bank bjb yang kemudian disampaikan secara tepat waktu which were then submitted in a timely manner to the Financial
kepada Otoritas Jasa Keuangan. Services Authority.
9. Hasil Audit atas laporan keuangan per 31 Desember 2019 dan 9. Audit results on the financial statements as of December 31,
management letter telah menggambarkan kondisi bank bjb 2019 and management letters had described the significant
yang signifikan dan disampaikan secara tepat waktu kepada condition of bank bjb and submitted in a timely manner to the
Otoritas Jasa Keuangan. Financial Services Authority.
10. Dewan Komisaris dan Direksi mampu melakukan pengawasan 10. The Board of Commissioners and the Board of Directors
secara aktif terhadap pelaksanaan kebijakan dan strategi were able to actively supervise the implementation of Risk
Manajemen Risiko. Management policies and strategies.
11. bank bjb melaksanakan aktivitas bisnisnya sesuai dengan 11. bank bjb carried out its business activities in accordance with
tingkat kompleksitas Bank serta mempertimbangkan tingkat the level of complexity of the Bank and considers the level of
risiko (eksposur risiko) yang terdapat dalam aktivitas bisnis risk (risk exposure) contained in these business activities.
tersebut.
12. Laporan penyediaan dana kepada pihak terkait telah disajikan 12. Reports on provision of funds to related parties had been
dalam laporan BMPK dan disampaikan secara tepat waktu presented in the LLL report and submitted in a timely manner
oleh Divisi Pengendalian Keuangan kepada Otoritas Jasa by the Financial Control Division to the Financial Services
Keuangan. Authority.
13. Bank telah menyusun laporan-laporan untuk disampaikan 13. The Bank had compiled reports to be submitted to internal
kepada pihak internal maupun pihak eksternal, diantaranya and external parties, including Bank Soundness Level reports,
laporan Tingkat Kesehatan Bank, laporan hasil audit dan audit reports and governance implementation reports with
laporan pelaksanaan tata kelola dengan cakupan isi laporan coverage of report content based on applicable regulations.
berdasarkan ketentuan yang berlaku.
14. Selama periode Juli - Desember 2020 tidak terdapat 14. During the period July - December 2020, there was no
penyediaan dana yang melampaui BMPK. provision of funds that exceeded the LLL.
15. bank bjb telah menyampaikan informasi keuangan dan non 15. bank bjb had submitted financial and non-financial
keuangan secara transparan dan berkala melalui media cetak information in a transparent and periodic manner through
maupun media elektronik yang dapat dengan mudah diakses print and electronic media which can be easily accessed by
oleh seluruh pemangku kepentingan. all stakeholders.
16. Rencana Bisnis Bank yang disusun oleh Direksi telah disetujui 16. The Bank Business Plan prepared by the Board of Directors
oleh Dewan Komisaris. had been approved by the Board of Commissioners.
17. Realisasi rencana bisnis dan rencana korporasi secara berkala 17. The Board of Directors always submitted the realization
selalu disampaikan oleh Direksi kepada seluruh jenjang of business plans and corporate plans to all levels of the
organisasi Pemegang Saham Pengendali. organization of Controlling Shareholders.
18. Realisasi rencana bisnis dan rencana korporasi pun 18. The realization of the business plan and corporate plan was
dikomunikasikan kepada para pemegang saham dalam also communicated to shareholders in the Board of Directors’
Laporan Pertanggungjawaban Direksi yang menjadi agenda Accountability Report, which became a routine agenda at the
rutin dalam RUPS Tahunan. Annual GMS.
Faktor negatif aspek governance outcome bank bjb adalah: The negative factors in the governance outcome aspect of
bank bjb were:
Terdapat pemenuhan komitmen atas hasil pemeriksaan Otoritas There was fulfillment of commitments on the results of the
Jasa Keuangan yang melewati batas waktu yang disepakati examination by the Financial Services Authority that had passed
sehingga dilakukan penjadwalan ulang yaitu sebesar 5 (lima) the agreed time limit so that there was a rescheduling of 5 (five)
temuan dari total keseluruhan sebanyak 1.042 (seribu empat findings from a total of 1,042 (one thousand forty two) findings,
puluh dua) temuan, sehingga perlu dilakukan penjadwalan ulang so it was necessary to reschedule these findings.
terhadap temuan tersebut.

Rekomendasi dan Tindaklanjutnya Recommendation and Follow-up
Rekomendasi Tindak Lanjut

Recommendation Follow-up
Periode Januari - Juni

January - June period
1. Jumlah anggota Direksi berdasarkan hasil keputusan RUPS Melalui RUPS Luar Biasa tanggal 1 September 2020
Tahunan tanggal 16 April 2020 adalah 6 (enam) orang, dimana telah mengangkat Ibu Nancy Adistyasari selaku Direktur
secara komposisi jumlah tersebut masih terdapat kekosongan 1 Komersial dan UMKM sehingga Komposisi Direksi bank bjb
(satu) jabatan Direktur dari 7 (tujuh) jabatan Direktur yaitu untuk berjumlah 7 (tujuh) orang Direksi.
posisi Direktur Komersial & UMKM. Through the Extraordinary GMS on September 1, 2020,
The number of members of the Board of Directors based on the it has appointed Mrs. Nancy Adistyasari as Director of
resolutions of the Annual General Meeting of Shareholders on Commercial and MSMEs so that the composition of the
April 16 2020 was 6 (six) people, in which composition there was Board of Directors of bank bjb is 7 (seven) Directors.
still 1 (one) vacancy of 1 (one) Director position from 7 (seven)
Director positions, namely for the position of Commercial &
MSME Director
2. Pemenuhan komitmen atas hasil pemeriksaan Otoritas Jasa Perseroan terus berupaya untuk menyelesaikan hasil
Keuangan per Desember 2020 masih terdapat pemenuhan pemeriksaan OJK.
komitmen dalam proses penyelesaian yaitu sebesar 2,02%, The Company continues to strive to complete the results of
adapun komitmen yang telah ditindaklanjuti oleh Bank yaitu the OJK examination.
sebesar 97,98%.
Fulfillment of commitments on the results of the Financial
Services Authority’s examination as of December 2020, there
was still fulfillment of commitments in the settlement process,
namely 2.02%, while the commitment that had been followed up
by the Bank is 97.98%.
3. Kebijakan, sistem dan prosedur Bank belum dilakukan pengkinian Selama tahun 2020, Perseroan telah melakukan
secara berkala dengan konsisten. Hal tersebut dikarenakan dalam pemutakhiran atas beberapa kebijakan, sistem serta
pelaksanaannya mengutamakan skala prioritas dari kebutuhan prosedur yang berlaku.
Bank. During 2020, the Company has updated several policies,
The Bank’s policies, systems and procedures had not been systems and procedures that apply.
updated regularly on a consistent basis. This is because in its
implementation it prioritized the priority scale of the Bank’s
needs.
4. Tugas, wewenang dan tanggung jawab Direktur Komersial & Sejak tanggal 1 September 2020 Direktur Komersial dan
UMKM dijalankan oleh Direktur Konsumer & Ritel. UMKM telah dijabat oleh Ibu Nancy Adistyasari.
The duties, powers and responsibilities of the Director of Since September 1, 2020, the Director of Commercial and
Commercial & MSMEs were currently carried out by the Director UMKM has been held by Mrs. Nancy Adistyasari.
of Consumer & Retail.
5. Terdapat pemenuhan komitmen atas hasil pemeriksaan Otoritas Perseroan terus berupaya untuk menyelesaikan hasil
Jasa Keuangan yang melewati batas waktu yang disepakati pemeriksaan OJK.
sehingga dilakukan penjadwalan ulang yaitu sebesar 11 (sebelas) The Company continues to strive to complete the results of
komitmen dari total keseluruhan sebanyak 996 (sembilan ratus the OJK examination.
sembilan puluh enam) komitmen.
There is fulfillment of commitments on the results of the
examination by the Financial Services Authority that had passed
the agreed time limit so that there was a rescheduling of 11
(eleven) commitments out of a total of 996 (nine hundred and
ninety-six) commitments.
Periode Juli - Desember

July - December period
1. Kegiatan Operasional Bank telah seluruhnya diatur dalam Selama tahun 2020, Perseroan telah melakukan
kebijakan, sistem dan prosedur Bank namun belum sepenuhnya pemutakhiran atas beberapa kebijakan, sistem serta
mengakomodir kondisi saat ini, hal ini disebabkan masih terdapat prosedur yang berlaku.
beberapa ketentuan internal yang belum dilakukan pengkinian, During 2020, the Company has updated several policies,
akan tetapi secara umum kebijakan, sistem dan prosedur Bank systems and procedures that apply.
serta kegiatan operasional Bank telah sesuai dengan Peraturan
Otoritas Jasa Keuangan dan peraturan perundang-undangan
yang berlaku.
The Bank’s operational activities had been completely regulated
in the Bank’s policies, systems and procedures but had not fully
accommodated the current conditions, this was because there
were still some internal regulations that had not been updated,
but in general the policies, systems and procedures of the Bank
as well as the Bank’s operational activities were in accordance
with the Financial Services Authority Regulation and the
prevailing laws and regulations.

2020 Annual Report
Rekomendasi Tindak Lanjut

Recommendation Follow-up
2. Pemenuhan komitmen atas hasil pemeriksaan Otoritas Jasa Perseroan terus berupaya untuk menyelesaikan hasil
Keuangan per Juni 2020 masih terdapat pemenuhan komitmen pemeriksaan OJK.
dalam proses penyelesaian yaitu sebesar 1,1%, adapun komitmen The Company continues to strive to complete the results of
yang telah ditindaklanjuti oleh Bank yaitu sebesar 98,89%. the OJK examination.
Fulfillment of commitments on the results of the examination by
the Financial Services Authority as of June 2020 there was still
commitment fulfillment in the settlement process, which is 1.1%,
while the commitment that had been followed up by the Bank
was 98.89%.
3. Kebijakan, sistem dan prosedur Bank belum dilakukan pengkinian Selama tahun 2020, Perseroan telah melakukan
secara berkala dengan konsisten. Hal tersebut dikarenakan dalam pemutakhiran atas beberapa kebijakan, sistem serta
pelaksanaannya mengutamakan skala prioritas dari kebutuhan prosedur yang berlaku.
Bank. During 2020, the Company has updated several policies,
The Bank’s policies, systems and procedures had not been systems and procedures that apply.
updated regularly on a consistent basis. This was because in
its implementation it prioritized the priority scale of the Bank’s
needs.
4. Optimalisasi pelaksanaan supervisi yang lebih intensif terhadap Pelaksanaan personal coaching antara pegawai dengan
pegawai yang menjadi kewenangannya dalam melakukan fungsi atasan dilakukan secara berkala dan intensif sehingga
dan tugas masing-masing pegawai. dapat menumbuhkan awareness pegawai dalam melakukan
Optimizing the implementation of more intensive supervision of fungsi dan tugasnya.
employees who were under their authority in carrying out the The implementation of personal coaching between
functions and duties of each employee. employees and superiors is carried out regularly and
intensively so as to increase employee awareness in
carrying out their functions and duties.
5. Terdapat pemenuhan komitmen atas hasil pemeriksaan Otoritas Perseroan terus berupaya untuk menyelesaikan hasil
Jasa Keuangan yang melewati batas waktu yang disepakati pemeriksaan OJK.
sehingga dilakukan penjadwalan ulang yaitu sebesar 5 (lima) The Company continues to strive to complete the results of
temuan dari total keseluruhan sebanyak 1.042 (seribu empat the OJK examination.
puluh dua) temuan, sehingga perlu dilakukan penjadwalan ulang
terhadap temuan tersebut
There was fulfillment of commitments on the results of the
examination by the Financial Services Authority that had passed
the agreed time limit so that there was a rescheduling of 5 (five)
findings from a total of 1,042 (one thousand forty two) findings,
so it was necessary to reschedule these findings.
Pengelolaan Harta Kekayaan Penyelenggara Negara

Management of Country Property Rights
Sebagai Perseroan yang kegiatan usahanya As a company whose business activities are based
dilandaskan kepada prinsip kepercayaan, bank on the principle of trust, the bank bjb needs to
bjb perlu menjaga serta menumbuhkan integritas maintain and foster the integrity of all employees.
seluruh pegawai. Integritas pegawai dapat Employee integrity can be reflected in ethical
tercermin dari prilaku yang beretika yang dapat behavior that can avoid any employee from
menghindari setiap pegawai dari praktik-praktik practices that are not in line with Company values.
yang tidak sesuai dengan nilai-nilai Perseroan. This needs to be carried out by the bank bjb as an
Hal ini perlu dilaksanakan oleh bank bjb sebagai effort to maintain the fulfillment of the rights of
upayanya di dalam menjaga pemenuhan hak-hak the Stakeholders through the implementation of
para Pemangku Kepentingan melalui pelaksanaan clean and healthy business processes.
proses bisnis yang besih dan sehat.

Salah satu upaya yang dapat dilaksanakan oleh One of the efforts that can be carried out by the
bank bjb di dalam menjaga serta menumbuhkan bank bjb in maintaining and growing employee
integritas Pegawai adalah melalui penyampaian integrity is through the submission of the
Laporan Harta Kekayaan. Upaya tersebut sejalan Assets Report. These efforts are in line with the
dengan usaha Pemerintah dalam menumbuhkan Government’s efforts to foster the integrity of civil
integritas pegawai negeri/penyelenggara negara servants/state administrators which are applied
yang diberlakukan hampir di seluruh instansi in almost all government agencies, BUMN and
pemerintahan, BUMN dan BUMD. Sehubungan BUMD. In connection with changes in LHKPN
dengan adanya perubahan pelaporan LHKPN reporting through the e-lhkpn system, the bank
melalui sistem e-lhkpn, bank bjb telah melakukan bjb has made adjustments to the provisions of
penyesuaian terhadap ketentuan Pedoman LHKPN the LHKPN Guidelines through the stipulation of
melalui penetapan Surat Keputusan Direksi Directors Decree Number 1155/SK/DIR-KP/2018
Nomor 1155/SK/DIR-KP/2018 tanggal 4 Oktober dated October 4th, 2018, concerning Guidelines
2018 tentang Pedoman Laporan Harta Kekayaan for State Organizer Asset Wealth (LHKPN). In the
Penyelenggara Negara (LHKPN). Pada tahun 2020 reporting year, the bank bjb set the number
pelaporan 2020, bank bjb menetapkan jumlah of Report Obligations to be 1,220 people, with an
Wajib Lapor sebanyak 1.220 orang, dengan tingkat LHKPN reporting compliance rate of 100%.
kepatuhan pelaporan LHKPN sebesar 100%.
Rencana Strategis Bank

The Bank’s Strategic Plan
Dalam melakukan penetapan strategi, bank bjb In determining the strategy, bank bjb always
selalu berpedoman pada rencana bisnis bank yang adheres to the bank’s business plan that has been
telah disusun. Rencana bisnis dibutuhkan untuk prepared. A business plan is needed to map the
memetakan keadaan bisnis dan memprediksi state of the business and predict the bank’s future
kinerja bisnis bank di masa depan. business performance.
Rencana bisnis bank bjb tahun 2020 – 2022 The bank bjb business plan for 2020 - 2022
menggambarkan rencana kegiatan usaha describes the Bank’s business activity plan for
Bank jangka pendek (satu tahun) dan jangka the short term (one year) and the medium term
menengah (tiga tahun) termasuk rencana untuk (three years) including plans to improve business
meningkatkan kinerja usaha serta strategi untuk performance as well as a strategy to realize the
merealisasikan rencana tersebut sesuai target plan according to the target and time set, while still
dan waktu yang ditetapkan, dengan tetap taking into account the fulfillment of the provisions
memperhatikan pemenuhan ketentuan kehati- prudence and risk management implementation.
hatian dan penerapan manajemen risiko.

2020 Annual Report
Dalam proses penyusunannya Rencana Bisnis bank In the process of compiling the bank bjb Business
bjb berpedoman terhadap Peraturan Otoritas Plan is guided by the Financial Services Authority
Jasa Keuangan Nomor 5/POJK.03/2016 tentang Regulation Number 5/POJK.03/2016 concerning
Rencana Bisnis Bank, dengan memperhatikan: Bank Business Plans, by considering:
1. Realistis 1. Realistic
2. Faktor Eksternal dan internal yang dapat 2. External and internal factors that can affect the
mempengaruhi kelangsungan usaha bank. continuity of the bank’s business.
3. Prinsip kehati-hatian 3. The precautionary principle
4. Penerapan manajemen risiko 4. Implementation of risk management
5. Asas perbankan yang sehat 5. Sound banking principles
Lebih rinci terkait Rencana Bisnis Bank dapat dilihat More details regarding the Bank’s Business Plan
pada Bab Analisis dan Pembahasan Manajemen can be seen in the Management Discussion and
dalam Laporan Tahunan ini. Analysis Chapter in this Annual Report.
Penyediaan Dana Besar dan Penyediaan Dana

Kepada Pihak Terkait
Provision of Large Funds and Provision of Funds to Related Parties
Penyediaan dana menjadi salah satu kegiatan Provision of funds is one of the main business
usaha utama yang dilaksanakan oleh Bank untuk activities carried out by the Bank to avoid the
menghindari kegagalan usaha Bank sebagai akibat failure of the Bank’s business as a result of the
konsentrasi penyediaan dana dan meningkatkan concentration of the provision of funds and increase
independensi Direksi dan Dewan Komisaris the independence of the Board of Directors and the
terhadap potensi intervensi dari pihak terkait, Board of Commissioners of potential interventions
Bank menerapkan prinsip kehati-hatian dan from related parties.The Bank applies the principle
manajemen risiko dalam memberikan penyediaan of prudence and risk management in providing
dana, khususnya penyediaan dana kepada pihak funds, particularly the provision of funds to related
terkait dan/atau penyediaan dana besar (large parties and/or the provision of large exposures
exposures) berpedoman pada ketentuan yang based on the provisions governing the maximum
mengatur mengenai batas maksimum pemberian lending limit for commercial banks.
kredit bank umum.
Direksi menetapkan kebijakan penyediaan The Board of Directors sets the policy for
dana, khususnya penyediaan dana besar untuk providing funds, especially the provision of large
melakukan pengendalian serta pemantauan risiko funds to control and monitor risks in the process
di dalam proses penyediaan dana kepada pihak of providing funds to third parties so that the risks
ketiga sehingga risiko yang timbul atas kegiatan arising from the provision of these funds will not
penyediaan dana tersebut tidak akan memberikan have a significant impact on the Company.
dampak secara signifikan terhadap Perseroan.

Transparansi Kondisi Keuangan dan Non Keuangan

Perusahaan
Transparency of Financial and Non-Financial Conditions of The Company
bank bjb memenuhi kewajiban transparansi bank bjb fulfills transparency and publication
dan publikasi kondisi keuangan dan non obligations of financial and non-financial
keuangan sesuai ketentuan yang berlaku melalui conditions by applicable provisions through the
penyampaian dan publikasi informasi baik melalui delivery and publication of information through
media cetak maupun situs web Perseroan. Adapun both print media and company websites. The forms
bentuk transparansi keuangan dan non keuangan of financial and non-financial transparency meant
dimaksud before are written in the following sentences:
antara lain:
1. Laporan Keuangan Bulanan dan Triwulan 1. Monthly and Quarterly Financial Reports are
disampaikan kepada regulator. submitted to the regulator.
2. Laporan Keuangan Bulanan dan Triwulan 2. Monthly and Quarterly Financial Reports are
disampaikan kepada regulator dan submitted to regulators and published on the
dipublikasikan di situs web Perusahaan juga Company’s website as well as selected national
media cetak nasional dan lokal terpilih. and local print media.
3. Laporan Tahunan bank bjb disusun sesuai 3. The annual bank bjb report is prepared under
ketentuan yang berlaku dan disampaikan applicable regulations and submitted to the
kepada stakeholder maupun shareholder Company’s stakeholders and shareholders also
Perusahaan juga dipublikasikan melalui situs published through the website.
web.
4. Informasi Tata Kelola Perusahaan di antaranya 4. Corporate Governance Information including
Laporan GCG Tahunan dan Laporan Tata Kelola the Annual GCG Report and the Annual
Terintegrasi Tahunan dan dipublikasikan melalui Integrated Corporate Governance Report and
Situs Web bank bjb. published through the bank bjb‘s website.
5. Informasi Produk dan Layanan serta jaringan 5. Product and Service Information and the bank’s
kantor layanan bank diinformasikan melalui office service network are actively informed
situs web dan media sosial Perusahaan secara through the Company’s website and social
aktif. media.
6. Informasi lainnya yang mendukung 6. Other information that supports information
keterbukaan informasi, edukasi keuangan, disclosure, financial education, and services to
dan layanan kepada masyarakat dilakukan the public is carried out through information
melalui media informasi dan publikasi yang media and publications owned by the Company
dimiliki Perusahaan termasuk penyelenggaraan including the implementation of corporate
kegiatan korporasi. activities.
Buyback Saham dan Buyback Obligasi

Share Buyback and Bond Buyback
Selama tahun 2020, bank bjb tidak melakukan During 2020, the bank bjb did not buyback shares
buyback saham maupun buyback obligasi. or buyback bonds.

2020 Annual Report
Penerapan Pedoman Tata Kelola Perusahaan Terbuka

Application of Guidelines Open Corporate Governance
Sesuai dengan Surat Edaran Otoritas Jasa Keuangan In accordance with Services Authority Circular
No. 32/SEOJK.04/2015 tentang Pedoman Tata No. 32/SEOJK.04/2015 concerning Guidelines
Kelola Perusahaan Terbuka, Pedoman Tata Kelola for Open Corporate Governance, Governance
mencakup 5 (lima) aspek, 8 (delapan) prinsip dan Guidelines cover 5 (five) aspects, 8 (eight)
25 (dua puluh lima) rekomendasi penerapan aspek principles and 25 (twenty-five) recommendations
dan prinsip tata kelola perusahaan yang baik. on the application of aspects and principles of
Rekomendasi penerapan aspek dan prinsip tata good corporate governance. Recommendations
kelola perusahaan yang baik dalam Pedoman Tata on the application of aspects and principles of
Kelola adalah standar penerapan aspek dan prinsip good corporate governance in the Governance
tata kelola perusahaan yang baik yang harus Guidelines are standard implementation of aspects
diterapkan Perseroan untuk mengimplementasikan and principles of good corporate governance that
prinsip tata kelola. Adapun uraian penerapannya, must be applied by the Company to implement
dapat disampaikan, sebagai berikut. the principles of good corporate governance. The
description of the application can be conveyed as
follows.
Comply or Explain
No Aspek; Prinsip; Rekomendasi Aspect; Principle; Recommendation
Comply or Explain
A. Aspek 1: Hubungan Perusahaan Terbuka Dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang Saham.
Aspect 1: Public Company Relations with Shareholders in Guaranteeing Shareholder Rights.
A.1. Prinsip 1: Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS).
Principle 1: Increasing the Value of Organizing a General Meeting of Shareholders (GMS).
A.1.1. Rekomendasi 1: Recommendation 1: Comply
Perusahaan Terbuka memiliki cara atau Public companies have a method or Bank telah memiliki tata cara
prosedur teknis pengumpulan suara (voting) technical procedure for voting (open or pengumpulan suara (voting)
baik secara terbuka maupun tertutup closed voting) that promotes independence baik secara terbuka maupun
yang mengedepankan independensi, dan and the interests of shareholders. tertutup dalam Rapat Umum
kepentingan pemegang saham. Pemegang Saham yang
Penjelasan: diatur pada Anggaran Dasar
Explanation: Perseroan.
Setiap saham dengan hak suara yang Each share with a voting right has one vote.
dikeluarkan mempunyai satu hak suara Comply
Shareholders can exercise their voting rights
(one share one vote). Pemegang saham at the time of decision making, especially The Bank has voting
dapat menggunakan hak suaranya pada in voting (voting) decisions. However, the procedures both openly
saat pengambilan keputusan, terutama mechanism of decision-making by either and closedly at the General
dalam pengambilan keputusan dengan open or closed ballot has not been detailed. Meeting of Shareholders
cara pengumpulan suara (voting). Namun which is set out in the
demikian, mekanisme pengambilan Company’s Articles of
keputusan dengan cara pengumpulan Association.
suara (voting) baik secara terbuka maupun
tertutup belum diatur secara rinci.
Perusahaan Terbuka direkomendasikan Public Company is recommended to have a
mempunyai prosedur pengambilan suara voting procedure in making decisions on an
dalam pengambilan keputusan atas suatu agenda of the GMS. The voting procedure
mata acara RUPS. Adapun prosedur must maintain shareholder independence or
pengambilan suara (voting) tersebut harus freedom. For example, in open voting, the
menjaga independensi ataupun kebebasan voting is done by raising hands according
pemegang saham. Sebagai contoh, dalam to the choice instructions offered by the
pengumpulan suara (voting) secara terbuka leadership of the GMS. Meanwhile, in
dilakukan dengan cara mengangkat tangan closed voting, decisions are made that
sesuai dengan instruksi pilihan yang require confidentiality or at the request of
ditawarkan oleh pimpinan RUPS. Sedangkan, shareholders, by using a voting card or by
dalam pengumpulan suara (voting) secara using electronic voting.
tertutup dilakukan pada keputusan yang
membutuhkan kerahasiaan ataupun atas
permintaan pemegang saham, dengan cara
menggunakan kartu suara ataupun dengan
penggunaan electronic voting.

Comply or Explain
Comply or Explain
Seluruh anggota Direksi dan anggota Dewan All members of the Board of Directors Seluruh anggota Direksi dan
Komisaris Perusahaan Terbuka hadir dalam and Board of Commissioners of the Public anggota Dewan Komisaris
RUPS Tahunan. Company are present at the Annual GMS. hadir pada penyelenggaran
Penjelasan: Explanation: RUPS Tahun Buku 2019 yang
diselenggarakan pada bulan
Kehadiran seluruh anggota Direksi dan The presence of all members of the Board April 2020 dan RUPS Luar
anggota Dewan Komisaris Perusahaan of Directors and Board of Commissioners Biasa yang diselenggarakan
Terbuka bertujuan agar setiap anggota of the Public Company is intended so that pada bulan September 2020.
Direksi dan anggota Dewan Komisaris each member of the Board of Directors and
dapat memperhatikan, menjelaskan, dan members of the Board of Commissioners Comply
menjawab secara langsung permasalahan can pay attention, explain, and respond All members of the Board of
yang terjadi atau pertanyaan yang diajukan directly to problems that occur or questions Directors and members of
oleh pemegang saham terkait mata acara raised by shareholders related to the agenda the Board of Commissioners
dalam RUPS. at the GMS. were present at the GMS for
the 2019 Financial Year which
was held in April 2020 and the
Extraordinary GMS which was
held in September 2020.
Ringkasan risalah RUPS tersedia dalam Situs A summary of the GMS minutes is available Perseroan telah menyediakan
Web Perusahaan Terbuka paling sedikit on the Public Company Website for at least ringkasan risalah RUPS
selama 1 (satu) tahun. 1 (one) year. tersedia dalam Situs Web
Perseroan.
Penjelasan: Explanation: Comply
Berdasarkan ketentuan dalam Pasal 34 ayat Based on the provisions in Article 34 The Company has provided
(2) Peraturan Otoritas Jasa Keuangan Nomor paragraph (2) of the Financial Services a summary of GMS minutes
32/POJK.04/2014 tentang Rencana dan Authority Regulation Number 32/ available on the Company’s
Penyelenggaraan Rapat Umum Pemegang POJK.04/2014 concerning Plans and Website.
Saham Perusahaan Terbuka, Perusahaan Organizing of a General Meeting of
Terbuka wajib membuat ringkasan risalah Shareholders of a Public Company, the
RUPS dalam bahasa Indonesia dan bahasa Public Company must make a summary of
asing (minimal dalam bahasa Inggris), serta the minutes of the GMS in Indonesian and
diumumkan 2 (dua) hari kerja setelah RUPS foreign languages (at least in English) ), and
diselenggarakan kepada masyarakat, yang announced 2 (two) working days after the
salah satunya melalui Situs Web Perusahaan GMS is held to the public. One of which is
Terbuka. Ketersediaan ringkasan risalah through the Public Company Website.The
RUPS pada Situs Web Perusahaan Terbuka availability of a summary of the minutes
memberikan kesempatan bagi pemegang of a GMS on the Public Company Website
saham yang tidak hadir untuk mendapatkan provides an opportunity for shareholders
informasi penting dalam penyelenggaraan who are not present to obtain important
RUPS secara mudah dan cepat. Oleh karena information in holding a GMS easily and
itu, ketentuan tentang jangka waktu minimal quickly. Therefore, the provisions regarding
ketersediaan ringkasan risalah RUPS di the minimum period for the availability of
Situs Web dimaksudkan untuk menyediakan summary minutes of the GMS on the Website
kecukupan waktu bagi pemegang saham are intended to provide sufficient time for
untuk memperoleh informasi tersebut. shareholders to obtain this information.

2020 Annual Report
Comply or Explain
Comply or Explain
A.2. Prinsip 2:
Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.
Principle 2:
Improving the Quality of Public Company Communication with Shareholders or Investors.
Perusahaan Terbuka memiliki suatu Public Company has a communication policy Perseroan telah memiliki
kebijakan komunikasi dengan pemegang with shareholders or investors. kebijakan mengani komunikasi
saham atau investor. dengan pemegang saham
Penjelasan: Explanation: atau investor, yang dalam hal
ini dilakukan melalui Analyst
Adanya komunikasi antara Perusahaan The communication between the public Meeting, Public Expose, serta
Terbuka dengan pemegang saham atau company and shareholders or investors is melakukan pertemuan dengan
investor dimaksudkan agar para pemegang intended so that shareholders or investors investor atau calon investor.
saham atau investor mendapatkan get a clearer understanding of information
pemahaman lebih jelas atas informasi yang that has been published to the public, such Comply
telah dipublikasikan kepada masyarakat, as periodic reports, information disclosure, The Company has a policy of
seperti laporan berkala, keterbukaan business conditions or prospects and maintaining communication
informasi, kondisi atau prospek bisnis performance, as well as the implementation with shareholders or investors,
dan kinerja, serta pelaksanaan tata kelola of public company governance.In addition, which in this case is done
Perusahaan Terbuka. Di samping itu, shareholders or investors can also submit through Analyst Meetings,
pemegang saham atau investor juga dapat their input and opinions to the management Public Expose, and holding
menyampaikan masukan dan opini kepada of the Public Company. meetings with investors or
manajemen Perusahaan Terbuka. potential investors.
Kebijakan komunikasi dengan para The communication policy with shareholders
pemegang saham atau investor menunjukan or investors shows the commitment
komitmen Perusahaan Terbuka dalam of the public company in carrying out
melaksanakan komunikasi dengan para communication with shareholders or
pemegang saham atau investor. Dalam investors. The policy can include strategies,
kebijakan tersebut dapat mencakup strategi, programs, and timing of communication,
program, dan waktu pelaksanaan komunikasi, as well as guidelines that support
serta panduan yang mendukung pemegang shareholders or investors to participate in
saham atau investor untuk berpartisipasi the communication.
dalam komunikasi tersebut.
Perusahaan Terbuka mengungkapkan The Public Company discloses the Public Perseroan telah memiliki
kebijakan komunikasi Perusahaan Terbuka Company’s communication policies with kebijakan komunikasi dalam
dengan pemegang saham atau investor shareholders or investors on the Website. rangka transparansi dan
dalam Situs Web. memberikan kesetaraan
kepada Pemegang Saham
atau Investor yang dapat
Penjelasan: Explanation: diakses pada situs resmi
Pengungkapan kebijakan komunikasi Disclosure of communication policies is a Perseroan wwww.bankbjb.
merupakan bentuk transparansi atas form of transparency of the commitment co.id.
komitmen Perusahaan Terbuka dalam of the public company in providing Comply
memberikan kesetaraan kepada semua equality to all shareholders or investors
pemegang saham atau investor atas for the implementation of communication. The Company has a
pelaksanaan komunikasi. Pengungkapan Disclosure of this information also communication policy in
informasi tersebut juga bertujuan untuk aims to increase participation and the the context of transparency
meningkatkan partisipasi dan peran role of shareholders or investors in the and provides equality to
pemegang saham atau investor dalam implementation of the public company Shareholders or Investors
pelaksanaan program komunikasi communication program. which can be accessed on the
Perusahaan Terbuka. company’s official website
wwww.bankbjb.co.id.

Comply or Explain
Comply or Explain
B. Aspek 2: Fungsi dan Peran Dewan Komisaris
Aspect 2: Function and Role of the Board of Commissioners
B.1. Prinsip 3: Memperkuat Keanggotaan dan Komposisi Dewan Komisaris.
Principle 3: Strengthening the Membership and Composition of the Board of Commissioners.
B.1.1. Rekomendasi 6: Recommendation 6: Comply
Penentuan jumlah anggota Dewan Komisaris Determination of the number of members of Penentuan jumlah Dewan
mempertimbangkan kondisi Perusahaan the Board of Commissioners considers the Komisaris serta pemilihan
Terbuka. condition of the Public Company. anggota Dewan Komisaris
Penjelasan: Explanation: telah mempertimbangkan
kondisi Perseroan.
Jumlah anggota Dewan Komisaris dapat The number of members of the Board of
mempengaruhi efektivitas pelaksanaan Commissioners can affect the effectiveness Comply
tugas dari Dewan Komisaris. Penentuan of carrying out the duties of the Board Determination of the
jumlah anggota Dewan Komisaris of Commissioners. Determination of the number of the Board of
Perusahaan Terbuka wajib mengacu kepada number of members of the Board of Commissioners, as well as the
ketentuan peraturan perundang-undangan Commissioners of a Public Company must selection of members of the
yang berlaku, yang paling kurang terdiri dari refer to the provisions of the applicable Board of Commissioners, has
2 orang berdasarkan ketentuan Peraturan laws and regulations, which consist of at taken into consideration the
Otoritas Jasa Keuangan Nomor 33/ least 2 people based on the provisions of condition of the Company.
POJK.04/2014 tentang Direksi dan Dewan the Financial Services Authority Regulation
Komisaris Emiten atau Perusahaan Publik. No. 33/POJK.04/2014 concerning the
Selain itu, perlu juga mempertimbangkan Directors and Board of Commissioners of
kondisi Perusahaan Terbuka yang antara Issuers or Public Companies.In addition, it
lain yang meliputi karakteristik, kapasitas, is also necessary to consider the condition
dan ukuran, serta pencapaian tujuan dan of the Public Company which includes,
pemenuhan kebutuhan bisnis yang berbeda the characteristics, capacity, and size, as
diantara Perusahaan Terbuka. Namun well as the achievement of objectives and
demikian, jumlah anggota Dewan Komisaris meeting the different business needs of the
yang terlalu besar berpotensi dapat Public Company. However, an excessively
mengganggu efektivitas pelaksanaan fungsi large number of members of the Board of
Dewan Komisaris. Commissioners can potentially disrupt the
effectiveness of the Board of Commissioners’
functions
Penentuan komposisi anggota Dewan Determination of the composition of the Komposisi anggota
Komisaris memperhatikan keberagaman members of the Board of Commissioners Dewan Komisaris telah
keahlian, pengetahuan, dan pengalaman takes into account the diversity of expertise, memperhatikan keberagaman
yang dibutuhkan. knowledge, and experience required. keahlian, pengetahuan dan
Penjelasan: Explanation: pengalaman yang dibutuhkan
oleh Perseroan.
Komposisi Dewan Komisaris merupakan The composition of the Board of
kombinasi karakteristik baik dari segi organ Commissioners is a combination of
Dewan Komisaris maupun anggota Dewan characteristics both in terms of the organs of Comply
Komisaris secara individu, sesuai dengan the Board of Commissioners and individual The composition of the
kebutuhan Perusahaan Terbuka. Karakteristik members of the Board of Commissioners, members of the Board of
tersebut dapat tercermin dalam penentuan in accordance with the needs of the Public Commissioners has paid
keahlian, pengetahuan, dan pengalaman Company. These characteristics can be attention to the diversity of
yang dibutuhkan dalam pelaksanaan tugas reflected in the determination of expertise, expertise, knowledge, and
pengawasan dan pemberian nasihat oleh knowledge, and experience needed in experience needed by the
Dewan Komisaris Perusahaan Terbuka. carrying out supervisory duties and providing Company.
Komposisi yang telah memperhatikan advice by the Board of Commissioners of the
kebutuhan Perusahaan Terbuka merupakan Public Company. The composition that has
suatu hal yang positif, khususnya terkait taken into account the needs of the public
pengambilan keputusan dalam rangka company is a positive thing, especially
pelaksanaan fungsi pengawasan yang related to decision making in the context
dilakukan dengan mempertimbangkan of implementing the supervisory function
berbagai aspek yang lebih luas. carried out by considering a broader range
of aspects.

2020 Annual Report
Comply or Explain
Comply or Explain
B.2. Prinsip 4: Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.
Principle 4: Improving the Quality of Implementation of the Duties and Responsibilities of the Board of Commissioners.
Dewan Komisaris mempunyai kebijakan The Board of Commissioners has a Dewan Komisaris telah
penilaian sendiri (self assessment) untuk selfassessment policy to assess the mempunyai kebijakan
menilai kinerja Dewan Komisaris. performance of the Board of Commissioners. penilaian sendiri (self
Penjelasan: Explanation: assessment) untuk menilai
kinerja Dewan Komisaris
Kebijakan penilaian sendiri (self assessment) The Board of Commissioners’ self- melalui Komite Nominasi
Dewan Komisaris merupakan suatu assessment policy is a guideline used as dan Remunerasi yang telah
pedoman yang digunakan sebagai bentuk a form of accountability for collegially disahkan melalui Surat
akuntabilitas atas penilaian kinerja Dewan evaluating the performance of the Board Keputusan Dewan Komisaris
Komisaris secara kolegial. Self assessment of Commissioners. Self-assessment is No. 01/SK/DKO/2020 tanggal
atau penilaian sendiri dimaksud dilakukan intended by each member to assess the 3 Januari 2020 tentang
oleh masing-masing anggota untuk menilai implementation of the performance of the Pedoman dan Tata Tertib
pelaksanaan kinerja Dewan Komisaris Board of Commissioners collegially, and not Kerja Komite Nominasi dan
secara kolegial, dan bukan menilai kinerja to assess the individual performance of each Remunerasi bank bjb.
individual masing-masing anggota Dewan member of the Board of Commissioners. With
Komisaris. Dengan adanya self assessment this self-assessment, it is expected that each Comply
ini diharapkan masing-masing anggota member of the Board of Commissioners can The Board of Commissioners
Dewan Komisaris dapat berkontribusi untuk contribute to improving the performance of has a self-assessment policy
memperbaiki kinerja Dewan Komisaris the Board of Commissioners on an ongoing to assess the performance of
secara berkesinambungan. basis. the Board of Commissioners
Dalam kebijakan tesebut dapat mencakup The policy can include assessment activities through the Nomination and
kegiatan penilaian yang dilakukan carried out along with their aims and Remuneration Committee
beserta maksud dan tujuannya, waktu objectives, periodic implementation time, which has been approved
pelaksanaannya secara berkala, dan tolok and benchmarks or assessment criteria used through the Decree of the
ukur atau kriteria penilaian yang digunakan in accordance with the recommendations Board of Commissioners
sesuai dengan dengan rekomendasi given by the Public Company nomination and No. 01/SK/DKO/2020 dated
yang diberikan oleh fungsi nominasi dan remuneration function, where the existence January 3rd, 2020 concerning
remunerasi Perusahaan Terbuka, dimana of these functions has been required in the the Guidelines and Rules
adanya fungsi tersebut telah diwajibkan Authority Regulations Financial Services of Work for the bank bjb’s
dalam Peraturan Otoritas Jasa Keuangan Number 34/POJK.04/2014 concerning the Nomination and Remuneration
Nomor 34/POJK.04/2014 tentang Komite Nomination and Remuneration Committee Committee.
Nominasi dan Remunerasi Emiten atau of Issuers or Public Companies.
Perusahaan Publik.
Kebijakan penilaian sendiri (self assessment) The self-assessment policy to evaluate the Hasil penilaian sendiri (self
untuk menilai kinerja Dewan Komisaris, performance of the Board of Commissioners assessment) Dewan Komisaris
diungkapkan melalui Laporan Tahunan is disclosed through the Annual Report of telah diungkapkan Perseroan
Perusahaan Terbuka. the Public Company. melalui Laporan Tahunan
Penjelasan: Explanation: Perusahaan Terbuka.
Pengungkapan kebijakan self assessment Disclosure of the self-assessment policy Comply

atas kinerja Dewan Komisaris dilakukan tidak on the performance of the Board of The results of the Board
hanya untuk memenuhi aspek transparansi Commissioners is done not only to fulfill of Commissioners’ self
sebagai bentuk pertanggungjawaban atas the transparency aspect as a form of assessment have been
pelaksanaan tugasnya, namun juga untuk accountability for the implementation of disclosed by the Company
memberikan keyakinan khususnya kepada its duties but also to provide confidence through the Annual Report of
para pemegang saham atau investor atas especially to shareholders or investors of the the Public Company.
upaya-upaya yang perlu dilakukan dalam efforts that need to be done in improving the
meningkatkan kinerja Dewan Komisaris. performance of the Board of Commissioners.
Dengan adanya pengungkapan tersebut With this disclosure, shareholders or
pemegang saham atau investor mengetahui investors are aware of the check and balance
mekanisme check and balance terhadap mechanism for the performance of the
kinerja Dewan Komisaris. Board of Commissioners.

Comply or Explain
Comply or Explain
Dewan Komisaris mempunyai kebijakan The Board of Commissioners has a policy Kebijakan pengunduran
terkait pengunduran diri anggota Dewan regarding the resignation of members of the diri Dewan Komisaris telah
Komisaris apabila terlibat dalam kejahatan Board of Commissioners when involved in diatur pada Anggaran Dasar
keuangan. financial crimes. Perseroan.
Kebijakan pengunduran diri anggota Dewan The resignation policy of members of The resignation policy of the
Komisaris yang terlibat dalam kejahatan the Board of Commissioners involved in Board of Commissioners has
keuangan merupakan kebijakan yang dapat financial crimes is a policy that can increase been set in the Company’s
meningkatkan kepercayaan para pemangku the confidence of stakeholders in public Articles of Association.
kepentingan terhadap Perusahaan Terbuka, companies so that the integrity of the
sehingga integritas perusahaan akan tetap company will be maintained. This policy is
terjaga. Kebijakan ini diperlukan untuk needed to help smooth the legal process and
membantu kelancaran proses hukum so that the legal process does not interfere
dan agar proses hukum tersebut tidak with the course of business activities. In
mengganggu jalannya kegiatan usaha. addition, in terms of morality, this policy
Selain itu, dari sisi moralitas, kebijakan ini builds an ethical culture in the environment.
membangun budaya beretika di lingkungan The policy can be covered in the Guidelines
Perusahaan Terbuka. Kebijakan tersebut or the Code of Ethics that applies to the
dapat tercakup dalam Pedoman ataupun Board of Commissioners.
Kode Etik yang berlaku bagi Dewan
Komisaris.
Selanjutnya, yang dimaksud dengan terlibat Furthermore, what is meant by being
dalam kejahatan keuangan merupakan involved in financial crimes is the existence
adanya status terpidana terhadap of the status of a convicted member of the
anggota Dewan Komisaris dari pihak yang Board of Commissioners of the competent
berwenang. Kejahatan keuangan dimaksud authority. Financial crimes are referred
seperti manipulasi dan berbagai bentuk to as manipulation and various forms of
penggelapan dalam kegiatan jasa keuangan embezzlement in financial service activities
serta Tindakan Pidana Pencucian Uang as well as the Criminal Act of Money
sebagaimana dimaksud dalam Undang- Laundering as referred to in Law Number 8 of
Undang Nomor 8 Tahun 2010 tentang 2010 concerning Prevention and Eradication
Pencegahan dan Pemberantasan Tindak of Criminal Acts of Money Laundering.
Pidana Pencucian Uang.
Dewan Komisaris atau Komite yang The Board of Commissioners or Committee Dewan Komisaris melalui
menjalankan fungsi Nominasi dan that carries out the Nomination and Komite Nominasi dan
Remunerasi menyusun kebijakan suksesi Remuneration function formulates a Remunerasi telah mempunyai
dalam proses Nominasi anggota Direksi. succession policy in the Nomination process kebijakan suksesi dalam
of the members of the Board of Directors. proses Nominasi anggota
Penjelasan: Explanation: Direksi, yang tertuang dalam
Pedoman Nominasi bank bjb.
Berdasarkan ketentuan Peraturan Otoritas Based on the provisions of the Financial
Jasa Keuangan Nomor 34/POJK.04/2014 Services Authority Regulation No. 34/ Comply
tentang Komite Nominasi dan Remunerasi POJK.04/2014 concerning the Nomination The Board of Commissioners
Emiten atau Perusahaan Publik, komite yang and Remuneration Committee of Issuers or through the Nomination and
menjalankan fungsi nominasi mempunyai Public Companies, the committee that carries Remuneration Committee
tugas untuk menyusun kebijakan dan out the nomination function has the task of has a succession policy in
kriteria yang dibutuhkan dalam proses preparing the policies and criteria needed the Nomination process for
Nominasi calon anggota Direksi. Salah in the nomination process for prospective members of the Board of
satu kebijakan yang dapat mendukung members of the Board of Directors. One of Directors, which is contained
proses Nominasi sebagaimana dimaksud the policies that can support the Nomination in the Nomination Guidelines
adalah kebijakan suksesi anggota Direksi. process referred to is the succession policy for bank bjb.
Kebijakan mengenai suksesi bertujuan for members of the Board of Directors.
untuk menjaga kesinambungan proses The succession policy aims to maintain the
regenerasi atau kaderisasi kepemimpinan di continuity of the regeneration process or the
perusahaan dalam rangka mempertahankan regeneration of leadership in the company in
keberlanjutan bisnis dan tujuan jangka order to maintain business sustainability and
panjang perusahaan. the long-term goals of the company.

2020 Annual Report
Comply or Explain
Comply or Explain
C. Aspek 3: Fungsi dan Peran Direksi
Aspect 3: Function and Role of Directors
C.1. Prinsip 5: Memperkuat Keanggotaan dan Komposisi Direksi.
Principle 5: Strengthening the Membership and Composition of Directors.
C.1.1. Rekomendasi 12: Recommendation 12: Comply
Penentuan jumlah anggota Direksi Determination of the number of members Penentuan jumlah
mempertimbangkan kondisi Perusahaan of the Board of Directors considers the anggota Direksi telah
Terbuka serta efektivitas dalam pengambilan condition of the Public Company and its mempertimbangkan kondisi
keputusan. effectiveness in decision making. Perseroan serta efektivitas
Penjelasan: Explanation: dalam pengambilan
keputusan.
Sebagai organ perusahaan yang berwenang As a corporate organ that is authorized in
dalam pengurusan perusahaan, penentuan managing the company, determining the Comply
jumlah Direksi sangat mempengaruhi number of Directors greatly influences Determination of the number
jalannya kinerja Perusahaan Terbuka. Dengan the performance of the Public Company. of members of the Board
demikian, penentuan jumlah anggota Direksi Therefore, the determination of the number of Directors has taken into
harus dilakukan melalui pertimbangan of members of the Board of Directors must consideration the condition
yang matang dan wajib mengacu pada be done through careful consideration and of the Company and its
ketentuan Peraturan Perundang-undangan must refer to the provisions of the prevailing effectiveness in decision
yang berlaku, dimana berdasarkan laws and regulations, which based on making.
Peraturan Otoritas Jasa Keuangan Nomor Financial Services Authority Regulation
33/POJK.04/2014 tentang Direksi dan Number 33/POJK.04/2014 concerning
Dewan Komisaris Emiten atau Perusahaan Directors and Board of Commissioners
Publik paling sedikit terdiri dari 2 (dua) of Issuers or Public Companies at least
orang. Disamping itu, dalam penentuan consists of 2 (two) people. In addition, the
jumlah Direksi harus didasarkan pada determination of the number of Directors
kebutuhan untuk mencapai maksud dan must be based on the need to achieve the
tujuan Perusahaan Terbuka dan disesuaikan goals and objectives of the Public Company
dengan kondisi Perusahaan Terbuka yang and adapted to the conditions of the Public
meliputi karakteristik, kapasitas, dan ukuran Company which include the characteristics,
Perusahaan Terbuka serta bagaimana capacity, and size of the Public Company
tercapainya efektivitas pengambilan and how effective the decision making of
keputusan Direksi. the Directors is.
Penentuan komposisi anggota Direksi Determination of the composition of Penentuan komposisi anggota
memperhatikan, keberagaman keahlian, members of the Board of Directors pays Direksi telah memperhatikan,
pengetahuan, dan pengalaman yang attention to the diversity of expertise, keberagaman keahlian,
dibutuhkan. knowledge, and experience needed. pengetahuan dan pengalaman
Penjelasan: Explanation: yang dibutuhkan oleh
Perseroan.
Seperti halnya Dewan Komisaris, As the Board of Commissioners, the diversity
keberagaman komposisi anggota Direksi of the composition of members of the Board Comply
merupakan kombinasi karakteristik yang of Directors is a combination of desired Determination of the
diinginkan baik dari segi organ Direksi characteristics both in terms of the organs composition of members of
maupun anggota Direksi secara individu, of the Board of Directors and individual the Board of Directors has
sesuai dengan kebutuhan Perusahaan members of the Board of Directors, in paid attention to the diversity
Terbuka. Kombinasi tersebut ditentukan accordance with the needs of the Public of expertise, knowledge, and
dengan cara memperhatikan keahlian, Company. The combination is determined experience needed by the
pengetahuan dan pengalaman yang sesuai by taking into account the appropriate Company.
pada pembagian tugas dan fungsi jabatan expertise, knowledge, and experience in
Direksi dalam mencapai tujuan Perusahaan the division of duties and functions of the
Terbuka. Dengan demikian, pertimbangan Board of Directors’ position in achieving
kombinasi karakteristik dimaksud akan the goals of the Public Company. Therefore,
berdampak dalam ketepatan proses consideration of the combination of
pencalonan dan penunjukan individual characteristics referred to will have an impact
anggota Direksi ataupun Direksi secara on the accuracy of the nominating process
kolegial. and the appointment of individual members
of the Board of Directors collegially.

Comply or Explain
Comply or Explain
Anggota Direksi yang membawahi bidang Members of the Board of Directors who are Anggota Direksi yang
akuntansi atau keuangan memiliki keahlian in charge of accounting or finance have the membawahi bidang
dan/atau pengetahuan di bidang akuntansi. expertise and/or knowledge in accounting. akuntansi atau keuangan
Penjelasan: Explanation: telah memiliki keahlian dan/
atau pengetahuan di bidang
Laporan Keuangan merupakan laporan Financial Report is a report of management akuntansi.
pertanggungjawaban manajemen atas responsibility for managing resources
pengelolaan sumber daya yang dimiliki oleh owned by an open company, which must be Comply
Perusahaan Terbuka, yang wajib disusun dan prepared and presented in accordance with Members of the Board of
disajikan sesuai dengan Standar Akuntansi generally accepted Financial Accounting Directors who are in charge of
Keuangan yang berlaku umum di Indonesia Standards in Indonesia as well as related OJK accounting or finance have the
dan juga peraturan OJK terkait, antara lain regulations, including laws and regulations expertise and/or knowledge in
peraturan perundang-undangan di sektor in the Capital Market sector which regulates accounting.
Pasar Modal yang mengatur mengenai presentation and disclosure of Public
penyajian dan pengungkapan Laporan Company Financial Statements. Based on
Keuangan Perusahaan Terbuka. Berdasarkan the laws and regulations in the Capital Market
peraturan perundang-undangan di sektor sector that governs the responsibilities
Pasar Modal yang mengatur mengenai of the Board of Directors for the Financial
tanggung jawab Direksi atas Laporan Statements, the Board of Directors is jointly
Keuangan, Direksi secara tanggung renteng responsible for the Financial Statements,
bertanggung jawab atas Laporan Keuangan, which are signed by the President Director
yang ditandatangani Direktur Utama dan and members of the Board of Directors in
anggota Direksi yang membawahi bidang charge of the accounting or financial sector.
akuntansi atau keuangan.
Dengan demikian, pengungkapan dan Thus, the disclosure and preparation of
penyusunan informasi keuangan yang financial information presented in the
disajikan dalam laporan keuangan akan financial statements will highly depend
sangat tergantung pada keahlian, dan/atau on the expertise and/or knowledge of
pengetahuan Direksi, khususnya anggota the Directors, especially members of the
Direksi yang membawahi bidang akuntansi Directors who are in charge of accounting
atau keuangan. Adanya kualifikasi keahlian or finance. The expertise and/or knowledge
dan/atau pengetahuan di bidang akuntansi qualifications in accounting that are at least
yang setidaknya dimiliki anggota Direksi possessed by the members of the Board
dimaksud dapat memberikan keyakinan of Directors can provide confidence in the
atas penyusunan Laporan Keuangan, preparation of the Financial Statements
sehingga Laporan Keuangan tersebut dapat so that the Financial Statements can be
diandalkan oleh para pemangku kepentingan relied upon by the stakeholders as the basis
(stakeholders) sebagai dasar pengambilan for economic decision-making related to
keputusan ekonomi terkait Perusahaan the said Public Company. Such expertise
Terbuka dimaksud. Keahlian dan/atau and/or knowledge can be proven with
pengetahuan tersebut dapat dibuktikan relevant educational background, training
dengan latar belakang pendidikan, sertifikasi certification, and/or work experience.
pelatihan, dan/atau pengalaman kerja
terkait.

2020 Annual Report
Comply or Explain
Comply or Explain
C.2. Prinsip 6: Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi.
Principle 6: Improving the Quality of Performing Duties and Responsibilities of Directors.
Direksi mempunyai kebijakan penilaian Directors have a self-assessment policy Penilaian sendiri (self
assessment) untuk
sendiri (self assessment) untuk menilai (self-assessment) to assess the performance
pelaksanaan tugas dan
kinerja Direksi. of the Directors.
tanggung jawab Direksi
Penjelasan: Explanation: dilakukan setiap satu semester
Seperti halnya pada Dewan Komisaris, As with the Board of Commissioners, the sekali. Hasil penilaian sendiri
kebijakan penilaian sendiri (self assessment) Board of Director’s self-assessment policy is a (self assessment) terhadap
Direksi merupakan suatu pedoman yang guideline used as a form of accountability for pelaksanaan GCG dan hasil
kinerja Perseroan dilaporkan
digunakan sebagai bentuk akuntabilitas atas collegially evaluating the performance of the
pada RUPS Tahunan 2020.
penilaian kinerja Direksi secara kolegial. Self Directors. Self-assessment or selfassessment
assessment atau penilaian sendiri dimaksud is intended by each member of the Board of
dilakukan oleh masing-masing anggota Directors to assess the collegial performance Comply
Direksi untuk menilai pelaksanaan kinerja of the Board of Directors, and not to assess the Self-assessment for the
Direksi secara kolegial, dan bukan menilai individual performance of each member of the implementation of the duties
kinerja individual masing-masing anggota Board of Directors. With this selfassessment, and responsibilities of the
Direksi. Dengan adanya self assessment ini it is expected that each member of the Board Board of Directors is carried
diharapkan masing-masing anggota Direksi of Directors can contribute to improving the out once every semester. The
results of the self-assessment
dapat berkontribusi untuk memperbaiki performance of the Board of Directors on an
of the implementation of
kinerja Direksi secara berkesinambungan. ongoing basis.
GCG and the Company’s
Dalam kebijakan tesebut dapat mencakup The policy can include assessment activities performance results are
kegiatan penilaian yang dilakukan carried out along with their aims and reported at the 2020 Annual
beserta maksud dan tujuannya, waktu objectives, periodic implementation time, GMS.
pelaksanaannya secara berkala, dan tolak and benchmarks or assessment criteria
ukur atau kriteria penilaian yang digunakan used in accordance with recommendations
sesuai dengan dengan rekomendasi given by the public company nomination
yang diberikan oleh fungsi nominasi dan and remuneration functions, where
remunerasi Perusahaan Terbuka, dimana the establishment of these functions
pembentukan fungsi tersebut telah has been required in the Authority
diwajibkan dalam Peraturan Otoritas Jasa Regulations Financial Services Number 34/
Keuangan Nomor 34/POJK.04/2014 tentang POJK.04/2014 concerning the Nomination
Komite Nominasi dan Remunerasi Emiten and Remuneration Committee of Issuers or
atau Perusahaan Publik. Public Companies.
Kebijakan penilaian sendiri (self assessment) The self-assessment policy to assess the Hasil penilaian sendiri (self
untuk menilai kinerja Direksi diungkapkan performance of the Directors is disclosed assessment) Direksi telah
melalui laporan tahunan Perusahaan through the annual report of the Public diungkapkan Perseroan
Terbuka. Company. melalui Laporan Tahunan ini.
Pengungkapan kebijakan self assessment Disclosure of the self-assessment policy on The results of the Directors’
atas kinerja Direksi dilakukan tidak hanya the performance of the Directors is carried self-assessment have been
untuk memenuhi aspek transparansi out not only to fulfill the transparency disclosed by the Company
sebagai bentuk pertanggungjawaban aspect as a form of accountability for through this Annual Report.
atas pelaksanaan tugasnya, namun juga the implementation of its duties but also
untuk memberikan informasi penting atas to provide important information for
upaya-upaya perbaikan dalam pengelolaan improvement efforts in the management of
Perusahaan Terbuka. Informasi tersebut the Public Company. This information is very
sangat bermanfaat untuk memberikan useful to provide confidence to shareholders
keyakinan kepada pemegang saham or investors that there is a certainty that
atau investor bahwa terdapat kepastian the management of the company will
pengelolaan perusahaan terus dilakukan continue to be better. With this disclosure,
ke arah yang lebih baik. Dengan adanya shareholders or investors are aware of the
pengungkapan tersebut pemegang saham check and balance mechanism for the Board
atau investor mengetahui mekanisme check of Directors’ performance.
and balance terhadap kinerja Direksi.

Comply or Explain
Comply or Explain
Direksi mempunyai kebijakan terkait The Board of Directors has a policy regarding perseroan belum mempunyai
pengunduran diri anggota Direksi apabila the resignation of members of the Board of kebijkan khusus terkait
terlibat dalam kejahatan keuangan. Directors when involved in financial crimes. pengunduran diri anggota
Penjelasan: Explanation: Direksi apabila terlibat dalam
kejahatan keuangan, namun
Kebijakan pengunduran diri anggota The resignation policy of members of the dalam SK nomor 0077/
Direksi yang terlibat dalam kejahatan Board of Directors involved in financial SK/DIR-CS-2019 tanggal
keuangan merupakan kebijakan yang dapat crimes is a policy that can increase the 14 Januari 2019 tentang
meningkatkan kepercayaan para pemangku confidence of stakeholders in public Kebijakan Tata Tertib Kerja
kepentingan terhadap Perusahaan Terbuka, companies so that the integrity of the Direksi mengatur mengenai
sehingga integritas perusahaan akan tetap company will be maintained. This policy is penggantian Direksi.
terjaga. Kebijakan ini diperlukan untuk needed to help smooth the legal process and
membantu kelancaran proses hukum so that the legal process does not interfere
dan agar proses hukum tersebut tidak with the course of business activities. In Comply
mengganggu jalannya kegiatan usaha. Selain addition, in terms of morality, this policy will The Company does not have
itu, dari sisi moralitas, kebijakan ini akan build an ethical culture in the environment of a specific policy related to
membangun budaya beretika di lingkungan a public company. The policy can be covered the resignation of members of
Perusahaan Terbuka. Kebijakan tersebut in the Guidelines or the Code of Ethics that the Board of Directors when
dapat tercakup dalam Pedoman ataupun applies to the Directors. involved in financial crimes,
Kode Etik yang berlaku bagi Direksi. but in SK number 0077/SK/
Selanjutnya, yang dimaksud dengan terlibat Furthermore, what is meant by being involved DIR-CS-2019 dated January
dalam kejahatan keuangan merupakan in financial crimes is the existence of the 14th, 2019 concerning the
adanya status terpidana terhadap anggota status of a convicted member of the Board Board of Directors Work
Direksi dari pihak yang berwenang. Kejahatan of Directors of the authorized party. Financial Procedure Policy governs the
keuangan dimaksud seperti manipulasi crimes are referred to as manipulation and replacement of Directors.
dan berbagai bentuk penggelapan dalam various forms of embezzlement in financial
kegiatan jasa keuangan serta Tindakan service activities and Money Laundering
Pidana Pencucian Uang sebagaimana Acts, as referred to in Law Number 8 of 2010
dimaksud dalam Undang Undang Nomor concerning Prevention and Eradication of
8 Tahun 2010 tentang Pencegahan dan Money Laundering Crimes.
Pemberantasan Tindak Pidana Pencucian
Uang.

2020 Annual Report
Comply or Explain
Comply or Explain
D. Aspek 4: Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholder Participation
D.1. Prinsip 7: Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.
Principle 7: Enhancing Corporate Governance Aspects through Stakeholder Participation.
D.1.1. Rekomendasi 18: Recommendation 18: Comply
Perusahaan Terbuka memiliki kebijakan Public Company has the policy to prevent Perseroan telah memiliki
untuk mencegah terjadinya insider trading. insider trading. kebijakan terkait insider
Penjelasan: Explanation: trading.
Seseorang yang mempunyai informasi orang Someone who has inside information is Comply
dalam dilarang melakukan suatu transaksi prohibited from conducting a Securities The company has policies
Efek dengan menggunakan informasi transaction using inside information, as related to insider trading.
orang dalam sebagaimana dimaksud dalam referred to in the Capital Market Law. Public
Undang-Undang mengenai Pasar Modal. companies can minimize the occurrence of
Perusahaan Terbuka dapat meminimalisir insider trading through prevention policies,
terjadinya insider trading tersebut melalui for example, by strictly separating data and/
kebijakan pencegahan, misalnya dengan or information confidential from the public
memisahkan secara tegas data dan/atau nature, as well as dividing the duties and
informasi yang bersifat rahasia dengan yang responsibilities for managing information
bersifat publik, serta membagi tugas dan proportionally and efficiently.
tanggung jawab atas pengelolaan informasi
dimaksud secara proporsional dan efisien.
Perusahaan Terbuka memiliki kebijakan anti Public Company has anti-corruption and Perseroan telah menetapkan
pedoman pengendalian
korupsi dan anti fraud. anti-fraud policies.
gratifikasi dan pedoman
Penjelasan: Explanation: pelaporan LHKPN dalam
Kebijakan anti korupsi bermanfaat untuk The anti-corruption policy is useful to ensure rangka upaya pencegahan
memastikan agar kegiatan usaha Perusahaan that the business activities of the public anti korupsi dan anti fraud
Terbuka dilakukan secara legal, prudent, company are carried out legally, prudently yang tertuang dalam Surat
dan sesuai dengan prinsip-prinsip tata and in accordance with the principles of Keputusan Direksi Nomor
1155/SK/DIR-KP/2018 tanggal
kelola yang baik. Kebijakan tersebut dapat good governance. The policy can be part
4 Oktober 2018 tentang
merupakan bagian dalam kode etik, ataupun of the code of ethics, or in its own form.
Pedoman Laporan Harta
dalam bentuk tersendiri. Dalam kebijakan The policy may include among others the
Kekayaan Penyelenggara
tersebut dapat meliputi antara lain mengenai programs and the procedures which are Negara (LHKPN) dan eputusan
program dan prosedur yang dilakukan carried out dealing with corrupt practices, Direksi Nomor 0694/SK/
dalam mengatasi praktik korupsi, balas jasa kickbacks, fraud, bribes and/or gratuities in DIR-KP/2019 tanggal 20
(kickbacks), fraud, suap dan/atau gratifikasi public companies. The scope of the policy Juni 2019 Tentang Pedoman
dalam Perusahaan Terbuka. Lingkup dari must illustrate the prevention of public Pengendalian Gratifikasi.
kebijakan tersebut harus menggambarkan companies against in accordance with all
pencegahan Perusahaan Terbuka terhadap corrupt practices, both giving and receiving
Comply
segala praktik korupsi baik memberi atau from other parties.
The Company has set
menerima dari pihak lain.
guidelines for gratification
control and guidelines for
LHKPN reporting in the
framework of efforts to prevent
anti-corruption and anti-fraud
as stated in the Decree of the
Board of Directors Number
1155/SK/DIR-KP/2018 dated
October 4, 2018 concerning
Guidelines for State Officials’
Asset Reports (LHKPN) and
Decision of the Board of
Directors Number 0694/SK/
DIR-KP/2019 dated June 20,
2019 concerning Guidelines
for Gratification Control.

Comply or Explain
Comply or Explain
Perusahaan Terbuka memiliki kebijakan Public Company has a policy regarding the Dalam rangka pelaksanaan
tentang seleksi dan peningkatan kemampuan selection and improvement of the ability of pengadaan barang dan jasa,
pemasok atau vendor. suppliers or vendors. Perseroan telah menetapkan
Penjelasan: Explanation: kebijakan barang dan jasa
yang didalamnya terdapat
Kebijakan tentang seleksi pemasok atau The policy on selecting suppliers or vendors ketentuan mengenai seleksi
vendor bermanfaat untuk memastikan agar is useful to ensure that the public company dan peningkatan kemampuan
Perusahaan Terbuka memperoleh barang obtains the goods or services needed at pemasok yang tertuang dalam
atau jasa yang diperlukan dengan harga yang competitive prices and good quality. While surat keputusan Direksi Nomor
kompetitif dan kualitas yang baik. Sedangkan the policy to increase the ability of suppliers 0 3 8 7/ S K / D I R - U M U / 2 0 2 0
kebijakan peningkatan kemampuan or vendors is useful to ensure that the supply tanggal 18 Juni 2020 tentang
pemasok atau vendor bermanfaat untuk chain runs efficiently and effectively. The Standar Operasional Prosedur
memastikan bahwa rantai pasokan (supply ability of suppliers or vendors to supply/ Pengadaan Barang/Jasa.
chain) berjalan dengan efisien dan efektif. fulfill the goods or services needed by
Kemampuan pemasok atau vendor dalam the company will affect the quality of the Comply
memasok/memenuhi barang atau jasa yang company’s output. In the framework of carrying
dibutuhkan perusahaan akan mempengaruhi out the procurement of goods
kualitas output perusahaan. and services, the Company has
Dengan demikian, pelaksanaan established a policy of goods
Thus, the implementation of these policies
kebijakan-kebijakan tersebut dapat and services in which there
can guarantee the continuity of supply, both
menjamin kontinuitas pasokan, baik dari are provisions regarding the
in terms of quantity and quality needed
segi kuantitas maupun kualitas yang selection and improvement of
by the public company. The scope of this
dibutuhkan Perusahaan Terbuka. Adapun supplier capabilities as stated
policy includes criteria in selecting suppliers
cakupan kebijakan ini meliputi kriteria in the Decree of the Board of
or vendors, transparent procurement
dalam pemilihan pemasok atau vendor, Directors Number 0387/SK/
mechanisms, efforts to increase the ability of
mekanisme pengadaan yang transparan, DIR-UMU/2020 dated 18 June
suppliers or vendors, and fulfillment of rights
upaya peningkatan kemampuan pemasok 2020 concerning Standard
relating to suppliers or vendors.
atau vendor, dan pemenuhan hak-hak yang Operating Procedures for
berkaitan dengan pemasok atau vendor. Procurement Goods/Services.
Perseroan memiliki kebijakan terkait The Company has a policy related to the
pengadaan barang dan jasa yang berisi procurement of goods and services that
tentang seleksi dan peningkatan kemampuan contains the selection and improvement
pemasok atau vendor yang tertuang dalam of the ability of suppliers or vendors as
standar Pedoman Procurement. stipulated in the Procurement Guidelines
standard.
Perusahaan Terbuka memiliki kebijakan The Public Company has a policy regarding Perseroan memiliki kebijakan
tentang pemenuhan hak-hak kreditur. the fulfillment of creditor rights. tentang pemenuhan hak-
Penjelasan: Explanation: hak kreditur diantaranya
melalui pedoman penyusunan
Kebijakan tentang pemenuhan hak-hak The policy regarding the fulfillment of perjanjian baku.
kreditur digunakan sebagai pedoman creditor rights is used as a guide in making
dalam melakukan pinjaman kepada kreditur. loans to creditors. The purpose of the Comply
Tujuan dari kebijakan dimaksud adalah policy is to maintain the fulfillment of rights The Company has a policy
untuk menjaga terpenuhinya hak-hak dan and maintain creditor trust in the public regarding the fulfillment of
menjaga kepercayaan kreditur terhadap company. The policy includes considerations creditor rights, including
Perusahaan Terbuka. Dalam kebijakan in entering into agreements, as well as through the preparation of
tersebut mencakup pertimbangan dalam follow-up in fulfilling public company standard agreements.
melakukan perjanjian, serta tindak lanjut obligations to creditors.
dalam pemenuhan kewajiban Perusahaan
Terbuka kepada kreditur.

2020 Annual Report
Comply or Explain
Comply or Explain
Perusahaan Terbuka memiliki kebijakan Public Company has a whistleblowing Perseroan telah
sistem whistleblowing. system policy. menetapkan kebijakan
Penjelasan: Explanation: sistem whistleblowing yang
dilaksanakan oleh Satuan
Kebijakan sistem whistleblowing yang telah A well-structured whistleblowing system Kerja Audit Internal.
disusun dengan baik akan memberikan policy will provide certainty of protection
kepastian perlindungan kepada saksi atau to witnesses or reporters for an indication Comply
pelapor atas suatu indikasi pelanggaran of violations committed by employees The Company has established
yang dilakukan karyawan atau manajemen or management of the Public Company. a whistleblowing system
Perusahaan Terbuka. Penerapan kebijakan Application of the system policy will have an policy implemented by the
sistem tersebut akan berdampak pada impact on the formation of a culture of good Internal Audit Work Unit.
pembentukan budaya tata kelola corporate governance. The whistleblowing
perusahaan yang baik. Kebijakan sistem system policy covers, among others, the
whistleblowing mencakup antara lain jenis types of violationsthat can be reported
pelanggaran yang dapat dilaporkan melalui through the whistleblowing system, the
sistem whistleblowing, cara pengaduan, method of complaints, the protection,
perlindungan dan jaminan kerahasiaan and the guarantee of confidentiality of the
pelapor, penanganan pengaduan, pihak yang reporter, the handling of complaints, the
mengelola aduan, dan hasil penanganan dan party that manages complaints, and the
tindak lanjut pengaduan. results of handling and following up on
complaints.
Perusahaan Terbuka memiliki kebijakan Public Company has a policy of providing Perseroan telah memiliki
pemberian insentif jangka panjang kepada long-term incentives to Directors and kebijakan pemberian insentif
Direksi dan karyawan. employees. jangka panjang kepada
Penjelasan: Explanation: Direksi dan karyawan diatur
dalam Surat Keputusan
Insentif jangka panjang merupakan insentif Long-term incentives are incentives based Direksi Nomor 0411/SK/
yang didasarkan atas pencapaian kinerja on achieving long-term performance. The DIR-CSE/2020 tanggal 30
jangka panjang. Rencana insentif jangka long-term incentive plan has the premise Juni 2020 tentang Standar
panjang mempunyai dasar pemikiran that the company’s longterm performance Operasional Prosedur
bahwa kinerja jangka panjang perusahaan is reflected in the growth in the value of Penghasilan, Tunjangan dan
tercermin oleh pertumbuhan nilai dari the shares or other long-term targets of the Fasilitas Dewan Komisaris dan
saham atau target-target jangka panjang company. Long-term incentives are useful Direksi dan surat keputusan
perusahaan lainnya. Insentif jangka panjang in order to maintain loyalty and provide Direksi Nomor 0090/SK/
bermanfaat dalam rangka menjaga loyalitas motivation to the Directors and employees DIR-HCA/2020 tanggal
dan memberikan motivasi kepada Direksi to improve their performance or productivity 4 Februari 2020 tentang
dan karyawan untuk menigkatkan kinerja which will have an impact on improving Standar Operasional Prosedur
atau produktivitasnya yang akan berdampak company performance in the long run. Pengelolaan Penghasilan dan
pada peningkatan kinerja perusahaan dalam Fasilitas Kepegawaian.
jangka panjang.
Comply
Adanya suatu kebijakan insentif jangka The existence of a long-term incentive policy
panjang merupakan komitmen nyata The Company has a policy of
is a real commitment of the Public Company
Perusahaan Terbuka untuk mendorong providing long-term incentives
to encourage the implementation of long-
pelaksanaan pemberian insentif jangka to the Board of Directors and
term incentives for Directors and Employees
panjang kepada Direksi dan Karyawan employees as stipulated in
with terms, procedures, and forms that are
dengan syarat, prosedur dan bentuk yang the Decree of the Board of
tailored to the long-term goals of the Public
disesuaikan dengan tujuan jangka panjang Directors Number 0411/SK/

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Konsisten dalam

Pengembangan Inisiatif Strategis

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Tahun 2020 merupakan tahun kedua PT Bank Pembangunan Daerah Jawa

Berbagai inisiatif strategis tersebut telah berhasil menjaga kinerja PT Bank

These various strategic initiatives succeeded in maintaining the performance

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 3

MEMBANGUN KEARIFAN LOKAL

Membangun Kearifan Lokal Melalui Reposisi

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

4 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Empowering Local Potential, A Contribution

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 5

dalam Membangun Bisnis yang Berkualitas

6 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Semakin Berkembang Bersama Peluang Baru

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 7

20 Pencapaian Kinerja/Performance Highlight Profil Perusahaan

29 Ikhtisar Operasional/Operational Highlight 102 Riwayat Singkat Perusahaan/Company Brief History

8 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 9

10 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 11

Menara bank bjb

99,24% 78,94% 30,70% 37,97%

Pemerintah Provinsi Banten

PEMEGANG Pemerintah Kota dan Kabupaten

Shareholders Pemerintah Kota dan Kabupaten

PRODUK DAN JASA UTAMA

Micro and International

Commercial Jasa Layanan

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 13

14 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 15

BASIS NASABAH BESAR

SUMBER DAYA MANUSIA UNGGUL

16 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Outstanding Komposisi Number of Account Komposisi

bjb Kredit Guna Bakti (KGB) 40,911,683,437,166 67.62% 362,649 73.27%

bjb Kredit Pra Purna Bhakti 11,039,687,233,539 18.25% 67,500 13.64%

bjb Kredit Purna Bhakti (KPB) 6,500,511,632,511 10.74% 52,577 10.62%

bjb Kredit Abdi Bhakti (KAB) 1,057,021,755,458 1.75% 5,658 1.14%

bjb Back to Back Loan (BTB) 206,899,713,865 0.34% 486 0.10%

An Organik 778,468,328,549 1.29% 6,050 1.22%

bjb Kredit Usaha Bhakti (KUB) 6,521,879,851 0.01% 38 0.01%

Total 56,962,542,669,885 100.00% 453,747 100.00%

KARTU ATM ISTIMEWA

MENDUKUNG EKONOMI NASIONAL

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 17

In conditions full of challenges, the Company remains consistent

4,38% 7,99% 14,08%

triliun/ trillion triliun/ trillion triliun/ trillion

DANA PIHAK KETIGA KREDIT YANG DIBERIKAN SEGMEN KREDIT/PINJAMAN

19,39% 9,08% 9,22%

triliun/ trillion triliun/ trillion triliun/ trillion

20 PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

11. Instanti Pengelolaan LHKPN Terbaik Tahun 2020 dalam

12. Gold Rank dalam ajang Asia Sustainability Reporting

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 21

Ikhtisar Data Keuangan Penting

Ikhtisar Keuangan dan Financial Highlights and