Mrppowerpoint 2003

Dosen
: Hinsa Siahaan,SE.MBA
Email
:
hinsa_siahaan@yahoo.com
HP
: 081315569358
Program : S1 Akuntansi/Manajemen
Jakarta
FE.Universitas Tarumanagara
Hinsa Siahaan,SE.MBA
Setelah selesai kuliah ini, mahasiswa harus

mampu;
1.mendefinisikan risiko
2.mendefinisikan manajemen risiko
3.menjelaskan manfaat manajemen risiko
4.membedakan manajemen risiko tradisionil
dengan manajemen risiko perusahaan
(enterprise risk management)
5.membahas aplikasi manajemen risiko pada
berbagai aspek kehidupan manusia secara
individual dan kehidupan organisasi,
organisasi perusahaan yang mencari laba
maupun organisasi nirlaba.
menjelaskan tiga cara pengelompokan risiko.

komponen-komponen biaya risiko
memberikan beberapa contoh risiko yang berkaitan
dengan harta benda, utang, jiwa, kesehatan,
hilangnya orang penghasil uang, dan risiko
kerugian di bidang keuangan perusahaan
membedakan risiko berupa kemungkinan terjadinya
kerugian dan derajat (kadar) risiko
memberikan tiga contoh tentang hazards
mengidentifikasi perbedaan hazards dengan perils
menjelaskan konsep manajemen risiko terintegrasi
menjelaskan empat langkah dalam proses
manajemen risiko.
Hinsa
HinsaSiahaan,SE..MBA
Siahaan,SE.MBA
Tujuan Strategis Organisasi
Asesmen Risiko
Modifikasi
Analisa Risiko
Identifikasi Risiko
Deskripsi Risiko
Estimasi Risiko
Evaluasi Risiko
Formal
Audit
Pelaporan Risiko
Ancaman dan Peluang
Keputusan
Tindakan Atas Risiko
Pelaporan Residu Risiko
Pemantauan
1. Nama Risiko
....................................................................................
2. Lingkup Risiko
Deskripsi
kualitatif
kejadian,
ukurannya,
jenis,
jumlah
dan
ketergantungan
3. Sifat Risiko
Strategis (penting), operasional, keuangan, pengetahuan dan

ketaatan kepada peraturan
4. Stakeholders
Stakeholders beserta harapan-harapannya
5.Kuantifikasi Risiko
Significancy dan probability (akibat dan kemungkinan terjadinya)
6. Toleransi Risiko
Potensi kerugian dan dampak risiko terhadap keuangan

Value at risk (risiko yang dapat ditolirir)
Probabilita dan besarnya poteni kerugian / keuntungan
Tujuan pengendalian risiko dan kinerja yang diinginkan
7. Tindakan atas risiko & Alat utama mengelola risiko yang berlangung/berjalan sekarang.
Tingkat confidence pengendalian yang ada sekarang
Mekanisme
Identifikasi protocol pemantauan dan pengkajian ulang
Pengendalian
8.
Potensi
tindakan Rekomendasi mengurangi/ menurunkan risiko
untuk
perbaikan
9.PengembanganStrate
Identifikasi fungsi apa dalam organisasi yang bertanggung jawab
gi
atas pengembangan strategi dan policy.

dan Policy
Tinggi (high)
Dampak keuangan terhadap organisasi

kemungkinan melebihi Rpxxx.
Pengaruh sangat Signifikansi terhadap strategi
organisasi atau kegiatan operasi.
Signifikansi terhadap kepentingan stakeholders
Sedang
(medium)
kemungkinan berkisar Rpxx dan Rpxx.

Pengaruh sedang-sedang saja terhadap
strategi organisasi atau kegiatan operasi.
Kepentingan stakeholders sedang-sedang saja.
Rendah (low)

kemungkinan kurang dari Rpxx
Pengaruh rendah saja terhadap strategi
organisasi atau kegiatan operasi.
Kepentingan stakeholders rendah
Estimasi
Deskripsi
Indikator
High
(Probable)
Mungkin terjadi setiap

tahun atau lebih dari 25%
akan terjadi
Punya potensi terjadi beberapa

kali dalam periode tertentu
(misalnya dalam 10 tahun)
Telah terjadi pada tahun
terakhir.
Medium
(Possible)
Mungkin terjadi dalam

periode 10 tahun atau
kemungkinan terjadi kurang
dari 25%
Dapat terjadi lebih dari 1 x

dalam periode (misalnya
dalam 10 tahun).
Sulit dikendalikan karena
faktor (pengaruh) eksternal.
Apakah dalam sejarahnya
pernah terjadi ?
Low
(Remote)
Tidak mungkin terjadi dalam Belum pernah terjadi

10 tahun atau kurang dari 2 Tidak mungkin terjadi.
% kemungkinannya terjadi
Estimasi
Deskripsi
Indikator
High
(Probable)
Hasil menguntungkan
mungkin dicapai dalam 1
tahun atau lebih dari 75%
keuntungan diharapkan
akan terjadi.
Clear opportunity which can be

relied on with reasonable
certainty, to be achieved in the
short term based on current
management processes.
Medium
(Possible)
Reasonable prospects of
favourable results in one
year of 25% to 75%
chance of occurance
Opportunities which may be

achievable but which require
careful management.
Opportunities which may arise
over and above the plan
Low
(Remote)
Some chance of
favourable outcome in
the medium term or less
than 25% chance of
occurance.
Possible opportunity which has

yet to be fully investigated by
management.
for which the likelihood of
success is low on the basis of
management resources currently
being applied
10
Appendix
Sumber : PD ISO IEC Guide 73 : 2002, British tandards Institution, BSI Customer Services, 389 Chiswick High Road, London W4 4AL. (Tel.44(0) 20 8996 9001
Risk Identification Tehniques-examples
Risk Analysis Methods and Techniques

-examples
Brainstorming
Questionnaires
Business studies which look at each
business process and describe both the
internal processes and external factors
which can influence those processes
Industry benchmarking
Scenario analysis
Risk assessment workshop
Incident investigation
Auditing and inspection
HAZOP (Hazard& Operability Studies)
Upside risk
Market survey
Prospecting
Test marketing
Research and Development
Business impact analysis
Both
Dependency model
SWOT analysis (Strenghts,
Weaknesses, Opportunities, Threats)
BPEST ( Business, Political, Economic,
Social, Technological) analysis
Real Option Modelling
Decision taking under conditions of
risk and uncertainty
Statistical inference
Measures of central tendency and
dispersion
PESTLE (Political Economic Social
Technical Legal Environmental)
Downside risk
Threat analysis
Fault tree analysis
FMEA (Failure Mode & Effect Analysis)
11
Proses manajemen risiko dapat dipisahkan atas beberapa tahapan, dan setiap tahapan
biasanya terdiri dari komponen-komponen ex ante dan ex post.
Tahapannya dimulai dari : (1) Identifikasi risiko dan penentuan besarnya toleransi
terhadap risiko, (2) pengukuran risiko, (3) memantau dan melaporkan risiko, (4)
mengendalikan risiko, (5) mengkaji ulang, mengaudit, menstel, dan meluruskan
kembali, ke tahapan (1) dan seterusnya secara berkesinambungan ibarat cincin tidak
pernah putus. Jika digambarkan adalah seperti gambar 3.1. di bawah.
Gambar 3.1. Manajemen Risiko Keuangan
12
Tabel 3.1 Risiko Lembaga Keuangan
Sumber : Anthony Saunders Marcia Millon Cornett Financial Institutions Management : A Risk Management Approach, 6th Edition McGraw-Hill, 2008 p. 16
1. Interest Rate Risk
Adalah risiko LK karena jatuh tempo (maturities) aktiva dan

passiva dalam neraca tidak serasi mismatched.
2.Foreign
Risk
Exchange Adalah risiko perubahan kurs valuta asing (valas) yang

mempengaruhi nilai aktiva dan pasiva yang berada di luar
negeri (di manca negara).
3.Market Risk
Adalah risiko jual beli aktiva dan pasiva yang harus ditanggung
LK karena dipicu perubahan suku bunga, perubahan kurs, dan
perubahan harga aktiva lain.
4.Credit Risk
Risiko arus kas yang dijanjikan diperoleh dari pemberian
pinjaman dan sekuritas milik LK yang mungkin tidak terbayar
seluruhnya alias default.
5.Liquidity Risk
Risiko yang menerpa LK karena tiba-tiba terjadi penarikan
uangnya oleh nasabah yang memaksa LK harus melikuidasi
aktivanya dalam tempo singkat dengan harga rendah untuk
memenuhi kewajibannya.
6.Off-Balance-Sheet
Risiko yang harus ditanggung LK karena
kegiatan yang
Risk
berkaitan dengan contingent assets and liabilities. Aktiva dan
pasiva untuk keperluan darurat.
7.Technology Risk
Risiko yang menimpa LK karena investasi pada teknologi yang
tidak menghasilkan penghematan biaya. Keputusan pemilihan
teknologi yang keliru.
8.Operational Risk
Risiko karena teknologi yang ada atau sistem pendukung tidak
berfungsi atau macet.
9.Country
or Risiko bahwa pelunasan peminjam luar negeri mungkin terputus
SovereignRisk
karena campur tangan pemerintah asing.
10.Insolvency Risk
Risiko LK yang bersumber dari ke-tidak-cukup-an modalnya

untuk mengimbangi penurunan nilai aktivanya secara tiba-tiba
(CAR dibawah standard)
13
14
15
16
17
18
Retained
Risk
Planned
Funded
Pre-Loss
Finance
Unplanned
Unfunded
Post-Loss Finance
19
High
Low
0
20
Besarnya
kerugian
Total penciutan kas internal
Bencana kenaikan harga
minyak
Transfer telegram salah pada
bank
Sistem reservasi lewat web
terganggu
Tinggi
Tuntutan asuransi karyawan

Pemeliharaan armada pesawat
terbang
Manfaat Informasi
Rendah
Rendah
Tinggi
21
DITRANSFER
RISIKO
DIHADAPI
Tidak Dibiayai
Dibiayai
UNFUNDED
FUNDED
Post-loss issuance of new

securities
Tradisionil
Alternatif Pendanaan Risiko
Banking products
Internal funds
Contingent Capital
Banking Products
Self-insurance
Finite Risk
Self-Insurance and
reserves
Loss Portfolio
Transfers
Income/Asset Swaps
Risk Retention
Groups
Securutization
Insurance Cooperatives
Adverse
Development
Covers
Finite Quota Shares
Spread
LossTreaties
Contingent Debt
Contingent Liabilities
Captives
Captives
Rent a Captives
Protected Cell
Companies
Pools
22
Risiko
Retained
Ditransfer
Tradisionil
(Re-)insurance
Derivatives
Transfer Risiko Alternatif
Other
Multiline integrated risk

management programs
Multitrigger programs
Indemnity products
Futures
Balance sheet
Value products
Forwards
Securitization
Options
Contingent
liabilities
Synthetic equity
Reinsurance treaties
Faculative reinsurance
Synthetic debt
Swaps
Structure
d notes
23
Manajemen risiko keselamatan kerja agar zero accident
24
25
26
27
28
Manajemen
risiko (Risk Management)

Tata kelola (Governance)
Pengendalian (Control)
Kepastian dan konsultasi (Assurance and
Consulting)
29
a process, effected by an entity's board

of directors, management and other
personnel, applied in strategy setting and
across the enterprise, designed to
identify potential events that may affect
the entity, and manage risks to be within
its risk appetite, to provide reasonable
assurance regarding the achievement of
entity objectives.
Source: COSO Enterprise Risk Management Integrated Framework. 2004. COSO.
30
Prinsip-prinsip dasar ERM:
Pendirian setiap badan usaha (pendirian setiap

organisasi) terlepas apakah mencari laba atau tidak
adalah untuk menciptakan nilai tambah bagi semua
stakeholder-nya.
Nilai tambah tercipta, dipertahankan, dan tergerus

adalah tergantung pada keputusan manajemen pada
semua kegiatan dari mulai menetapkan strategi
hingga operasi perusahaan sehari-hari.
31
ERM mendukung pembentukan nilai karena

memungkinkan manajemen untuk:
Menaklukkan secara efektif kejadian-kejadian

yang akan datang yang potensil menciptakan
ketidakpastian (menimbulkan risiko)
Menanggapinya dengan cara yang dapat

mengurangi kemungkinan hasil buruk dan
meningkatkan kemungkinan hasil baik.
32
Melalui Kerangka Terpadu Manajemen

Risiko Perusahaan, COSO mendefinisikan
komponen-komponen penting,
mengusulkan bahasa yang sama, dan
menyediakan pengarahan dan pedoman
yang jelas dalam menjalankan
manajemen risiko perusahaan.
33
Badan usaha dapat ditinjau dalam

Konteks empat kategori :
Strategic (Tujuan J.Panjang)

Operasi
Pelaporan
Ketaatan pada hukum/
peraturan dan UU
34
ERM mempertimbangkan kegiatan

pada semua level organisasi:
Level perusahaan (korporasi)
Divisi atau
anak perusahaan
Proses unit
usaha;
Marketing
Produksi/operasi
Sumber daya manusia
Teknologi informasi
Keuangan (Finance)
35
ERM atau manajemen risiko

perusahaan, harus melihat
risiko dari sudut pandang
portfolio. Tidak boleh secara
parsial.
36
Manajemen
mempertimbangkan
saling hubungan antar risiko-risiko
individual.
Manajemen
mengembangkan
pandangan atas portfolio dari dua
sudut:
- Level unit usaha
- Level perusahaan
37
Delapan kerangka kerja

adalah saling
berkaitan...
38
Membangun falsafah manajemen tentang risiko.

Menyadari sepenuhnya bahwa kejadian yang tidak
diharapkan maupun yang diiharapkan mungkin
terjadi.
Membangun budaya perusahaan sadar tentang

risiko.
Mempertimbangkan semua faktor lain tentang

bagaimana tindakan organisasi dapat
mempengaruhi budaya sadar risiko.
39
Is applied when management considers risks strategy in

the setting of objectives.
Forms the risk appetite of the entity a high-level view

of how much risk management and the board are
willing to accept.
Risk tolerance, the acceptable level of variation around

objectives, is aligned with risk appetite.
40
Differentiates risks and opportunities.
Events that may have a negative impact

represent risks.
Events that may have a positive impact

represent natural offsets (opportunities), which
management channels back to strategy
setting.
41
Involves identifying those incidents,

occurring internally or externally, that
could affect strategy and achievement
of objectives.
Addresses how internal and external

factors combine and interact to
influence the risk profile.
42
Employs a combination of both qualitative and

quantitative risk assessment methodologies.
Relates time horizons to objective horizons.
Assesses risk on both an inherent and a

residual basis.
43
Identifies and evaluates possible responses to risk.
Evaluates options in relation to entitys risk appetite,

cost vs. benefit of potential risk responses, and degree
to which a response will reduce impact and/or
likelihood.
Selects and executes response based on evaluation of

the portfolio of risks and responses.
44
Policies and procedures that help ensure that

the risk responses, as well as other entity
directives, are carried out.
Occur throughout the organization, at all levels

and in all functions.
Include application and general information

technology controls.
45
Management identifies, captures, and

communicates pertinent information in a form
and timeframe that enables people to carry
out their responsibilities.
Communication occurs in a broader sense,

flowing down, across, and up
the organization.
46
Effectiveness of the other ERM components is

monitored through:
Ongoing monitoring activities.
Separate evaluations.
A combination of the two.
47
A strong system of internal

control is essential to effective
enterprise risk management.
48
Expands and elaborates on elements

of internal control as set out in COSOs
control framework.
Includes objective setting as a separate component.

Objectives are a prerequisite for internal control.
Expands the control frameworks Financial

Reporting and Risk Assessment.
49
Management
The
board of directors
Risk
officers
Internal
auditors
50
Play
an important role in monitoring ERM,

but do NOT have primary responsibility
for its implementation
or maintenance.
Assist
management and the board or

audit committee in the process by:
- Monitoring
- Evaluating
- Examining
- Reporting
- Recommending improvements
51
Visit the guidance section of

The IIAs Web site for The IIAs
position paper, Role of Internal
Auditings in Enterprise Risk
Management.
52
2010.A1 The internal audit activitys plan of

engagements should be based on a risk
assessment, undertaken at least annually.
2120.A1 Based on the results of the risk

assessment, the internal audit activity should
evaluate the adequacy and effectiveness of
controls encompassing the organizations
governance, operations, and information
systems.
2210.A1 When planning the engagement,

the internal auditor should identify and assess
risks relevant to the activity under review.
The engagement objectives should reflect the
results of the risk assessment.
53
1.
2.
3.
4.
5.
6.
7.
8.
Organizational design of business

Establishing an ERM organization
Performing risk assessments
Determining overall risk appetite
Identifying risk responses
Communication of risk results
Monitoring
Oversight & periodic review
by management
54
Strategies of the business
Key business objectives
Related objectives that cascade

down the organization from key business
objectives
Assignment of responsibilities to
organizational elements and leaders (linkage)
55
Mission To provide high-quality accessible

and affordable community-based health care
Strategic Objective To be the first

or second largest, full-service health
care provider in mid-size metropolitan
markets
Related Objective To initiate

dialogue with leadership of 10 top underperforming hospitals and negotiate
agreements with two this year
56
Determine
Survey
a risk philosophy
risk culture
Consider
organizational integrity
and ethical values
Decide
roles and responsibilities
57
Vice President and

Chief Risk Officer
Insurance
Risk Manager
ERM
Director
ERM
Manager
Staff
Corporate Credit
Risk Manager
FES
Commodity
Risk Mg.
Director
ERM
Manager
Staff
Staff
58
Risk assessment is the identification and

analysis of risks to the achievement of
business objectives. It forms a basis for
determining how risks should be managed.
59
Environmental Risks
Capital Availability
Regulatory, Political, and Legal
Financial Markets and Shareholder Relations
Process Risks
Operations Risk
Empowerment Risk
Information Processing / Technology Risk
Integrity Risk
Financial Risk
Information for Decision Making

Operational Risk
Financial Risk
Strategic Risk
60
Risk
Assessment
Risk
Management
Risk
Monitoring
Identification
Control It
Process
Level
Measurement
Share or
Transfer It
Activity
Level
Prioritization
Diversify or
Avoid It
Entity Level
61
Risk
appetite is the amount of risk on

a broad level an entity is willing to
accept in pursuit of value.
Use
quantitative or qualitative terms

(e.g. earnings at risk vs. reputation
risk), and consider risk tolerance (range
of acceptable variation).
62
Key questions:
What risks will the organization not accept?

(e.g. environmental or quality compromises)
What risks will the organization take on new

initiatives?
(e.g. new product lines)
What risks will the organization accept for

competing objectives?
(e.g. gross profit vs. market share?)
63
Quantification of risk exposure
Options available:
- Accept = monitor
- Avoid = eliminate (get out of situation)
- Reduce = institute controls
- Share = partner with someone
(e.g. insurance)
Residual risk
(unmitigated risk e.g. shrinkage)
64
High
I
M
P
A
C
T
Medium Risk
Share
Mitigate & Control

Low Risk
Accept
Low
High Risk
Medium Risk
Control
High
PROBABILITY
65
High
Medium Risk
I
M
P
A
C
T
Loss of phones
Loss of computers
Credit risk
Customer has a long wait
Customer cant get through
Customer cant get answers
Low Risk
Low
High Risk
Medium Risk
Entry errors
Equipment obsolescence
Repeat calls for same problem
PROBABILITY
High
Fraud
Lost transactions
Employee morale
66
Control
Objective
Risk
Control
Activity
Completeness
Material
transaction
not recorded
Accrual of
open liabilities
Invoices
accrued
after closing
67
Dashboard of risks and related responses

(visual status of where key risks stand relative to risk
tolerances)
Flowcharts of processes with key controls noted
Narratives of business objectives linked to operational

risks and responses
List of key risks to be monitored or used
Management understanding of key business risk

responsibility and communication of assignments
68
Collect
and display information
Perform
analysis
- Risks are being properly addressed

- Controls are working to mitigate risks
69
Accountability
for risks
Ownership
Updates
Changes in business objectives

- Changes in systems
- Changes in processes
-
70
Reviewing critical control systems and risk management

processes.
Performing an effectiveness review of management's

risk assessments and the internal controls.
Providing advice in the design and improvement of

control systems and risk mitigation strategies.
71
Implementing a risk-based approach to planning and

executing the internal audit process.
Ensuring that internal auditings resources are directed

at those areas most important to the organization.
Challenging the basis of managements risk

assessments and evaluating the adequacy and
effectiveness of risk treatment strategies.
72
Facilitating
ERM workshops.
Defining
risk tolerances where none

have been identified, based on internal
auditing's experience, judgment, and
consultation with management.
73
On COSOs
Enterprise Risk Management

Integrated Framework,
visit
www.coso.org
or
www.theiia.org
74
75
76
76
Studi Kasus Risiko Tingkat Bunga Bank XYZ

Problem : Anggaplah saudara sebagai manajer ALM ( Assets liability management) bank XYZ. Ketika dewan direksi
ALCO memberi instruksi bahwa saudara harus meminimalkan risiko tingkat bunga yang harus dihadapi bank. Saudara
harus dapat memilih jatuh tempo CD yang optimal hingga akhir tahun, sehingga meminimalkan tingkat risiko bunga bank.
Pertanyaannya CD dengan jatuh tempo berapa lamakah yang dipilih , dan apa alasan pilihan tersebut ?
Assets (Aktiva): Penggunaan dana

$1,000 Six-Month Loan
Priced at CD + 2%
Liabilities and Equitiy : Sumber Dana

$ 800 CD of Any Desired Maturity
$ 200 Equity
( Saham atau modal sendiri)
77
77
Tabel : Dampak Maturity Sertifikat Deposito

Terhadap Kinerja Bank
CD Maturity
Annual Net
Market Value of
Economic
(Months)
Interest Income
Equity (%)
Equity Ratio
($)
3.0
$ - 1.0
4.5
(%)
- 1.4%
- 0.9%
0.0
- 0.9
- 0.5
6.0
+ 1.0
- 0.5
0.0
7.5
+ 2.0
0.0
+ 0.5
9.0
+ 3.0
+ 0.5
+ 0.9
78
78
Dampak kenaikan Suku Bunga 1 % Terhadap Pendapatan Bunga Bersih

Perkuartal Apabila Menggunakan Sumber Dana CD-3bulan
Quarter 1
Quarter 2 Quarter 3 Quarter 4
Year
Loan Yield
8.00%
8.00%
9.00%
9.00%
8.5%
Interest Income
$20.00
$20.00
$22.50
$22.50 $85.00
CD Rate
6.00%
7.00%
7.00%
7.00%
Interest
$12.00
$14.00
$14.00
$14.00 $54.00
3.20%
2.40%
3.40%
3.40%
3.10%
$8.00
$6.00
$8.50
$8.50
$31.00
6.75%
Expense
Net Interest
Margin
Net Interest
Income
79
79
Dampak Kenaikan Suku Bunga 1 %

Terhadap Nilai Pasar Bank
Maturity
Saldo
Tingkat
Nilai
Tingkat
Persentase
(Bulan)
Awal
Diskonto
Pasar
Diskonto
perubahan
Awal
Sekarang
Baru
Loan
6.0
$1,000
8.0%
$995.22
9.0%
- 0.48%
CD
3.0
800
6.0%
798.03
7.0%
- 0.25%
Equity
200
197.18
- 1.41%
20%
19.81%
- 0.94%
Economic
Equity
Ratio
80
80
Dampak kenaikan Suku Bunga 1%

TerhadapNilai Pasar dengan Sumber Dana
CD-3bulan
Saldo
Maturity Awal
(Bulan)
Tingkat
Diskonto
Awal
Nilai
Pasar
Sekarang
Tingkat
Diskonto
Baru
Persentase
perubahan
Loan
6.0
$1,000
8.0%
$995.22
9.0%
- 0.48%
CD
3.0
800
6.0%
798.03
7.0%
- 0.25%
Equity
200
197.18
- 1.41%
Economic
Equity
Ratio
20%
19.81%
- 0.94%
81
Strategi Pendanaan Dalam Menghadapi

Kenaikan Tingkat Bunga 1%
Maturity
( Bulan )
Pendapatan Bunga Nilai Pasar

Bersih Tahunan ($) Equity ($)
4.5
0.0
- 0.9%
7.5
+ 2.0
0.0
82
Posisi Risiko Akibat Kenaikan

Suku Bunga
Penghasilan atau Arus
Kas
Harga Saham atau Nilai

Pasar
Liability Sensitive
Bank
Menurun (Decreases)
Anjlok secara drastis
Fixed Earnings Bank
Tetap (Fixed)
Jatuh
Hybrid Bank
Sedikit Naik
Sedikit Turun
Stable Stock Price

Bank
Naik
Stabil
Very Asset Sensitive

Bank
Naik Banyak
Naik Sedikit
Ragam Sensitivitas
83
CD Maturity
(Months)
Annual Net
Interest
Income ($)
Market Value
of Equity (%)
Economic
Equity Ratio
(%)
3.0
$ - 1.0
- 1.4%
- 0.9%
4.5
0.0
- 0.9
- 0.5
6.0
+ 1.0
- 0.5
0.0
7.5
+ 2.0
0.0
+ 0.5
9.0
+ 3.0
+ 0.5
+ 0.9
84
Income Statement for a High Performance Bank

Stated as a Percentage of Total Assets
Sebelum Bunga
Berubah
(Before Rate Shift)
Setelah Bunga Berubah

(After Rate Shift)
Net Interest Income
4.00%
4.20%
Loan Loss Provision
1.00%
1.00%
Noninterest Income
2.00%
2.00%
Noninterest Expense
3.00%
3.00%
Pretax Income
2.00%
2.20%
Income Taxes @ 40%
0.80%
0.88%
Net Income
1.20%
1.32%
85
Dampak kenaikan Yield Curve 100%

Pada Berbagai Posisi Neraca Mismatch
Net Income
Strategy Type
Net Interest
Income
Market Value
of Equity
- 6.5%
- 3.3%
- 15.0%
- 3.2%
-1.6%
-12.0%
+ 0.0%
+ 0.0%
- 9.0%
+ 4.5%
+ 2.3%
-5.0%
+10.0%
+ 5.0%
+ 0.0%
+15.5%
+ 7.8%
+ 5.0%
+ 19.9%
+ 10.0%
+ 9.0%
86
The Manager
Managing the Firms Resources

IBC slide
Resource Decisions
Investment Decisions
Operating
Decisions
Human Resources
Decisions
Information
Decisions
Financing Decisions
Cash Management
Inventory Management
Working Capital Management
Investment in Human Capital
Long-term Assets
Accounts Receivable
Recruitment, Selection
Training, Productivity
Performance Appraisal
Compensation
Unions & Labor Relations
Economics of Information
Database Management
Data Modeling
IS Planning & Development
Debt vs. Equity Financing
Financial Leverage
Dividend Pay-out
Competition,
Life cycle effects,
International events,
etc.
Cash Inflows
& Earnings
Shareholder
Value
Risk-adjusted
Discount Rate
Cost of
Capital
Financial
Markets
87
Lecture 1
Annual Activity and Financial

Budgets
It is a plan that has been

translated into dollar amounts
Called by many names
Multi-year product/profit plan

Less detailed than annual budget
Create timetable for product introduction and
discontinuance
New feature and technology introduction
Market share and financial targets
Long-term capital budgets

Evaluate and select long-lived assets
Operating budgets
focus on near term
work activities
More detailed than
long-term strategic plan
Annual budget should be consistent with

long-term goals and capital decisions
Specifies annual targets which need to be
achieved relative to long-term goals
Previous actual performance is analyzed for

insights to improve process and (possibly)
modify long-term plans
Identifies resources needed to meet

strategic goals
Quality products
Reasonable cost
Timely
Agreement and commitment on common

objectives
Directs spending to meet these objectives

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Dosen

Setelah selesai kuliah ini, mahasiswa harus

menjelaskan tiga cara pengelompokan risiko.

Tujuan Strategis Organisasi

Pelaporan Residu Risiko

Strategis (penting), operasional, keuangan, pengetahuan dan

Stakeholders beserta harapan-harapannya

Significancy dan probability (akibat dan kemungkinan terjadinya)

Potensi kerugian dan dampak risiko terhadap keuangan

Identifikasi protocol pemantauan dan pengkajian ulang

tindakan Rekomendasi mengurangi/ menurunkan risiko

Identifikasi fungsi apa dalam organisasi yang bertanggung jawab

atas pengembangan strategi dan policy.

Dampak keuangan terhadap organisasi

Dampak keuangan terhadap organisasi

kemungkinan berkisar Rpxx dan Rpxx.

Dampak keuangan terhadap organisasi

Mungkin terjadi setiap

Punya potensi terjadi beberapa

Mungkin terjadi dalam

Dapat terjadi lebih dari 1 x

Tidak mungkin terjadi dalam Belum pernah terjadi

Clear opportunity which can be

Opportunities which may be

Possible opportunity which has

Risk Identification Tehniques-examples

Risk Analysis Methods and Techniques

Gambar 3.1. Manajemen Risiko Keuangan

Tabel 3.1 Risiko Lembaga Keuangan

1. Interest Rate Risk

Adalah risiko LK karena jatuh tempo (maturities) aktiva dan

Exchange Adalah risiko perubahan kurs valuta asing (valas) yang

Risiko LK yang bersumber dari ke-tidak-cukup-an modalnya

Tuntutan asuransi karyawan

Post-loss issuance of new

Alternatif Pendanaan Risiko

Transfer Risiko Alternatif

Multiline integrated risk

Manajemen risiko keselamatan kerja agar zero accident

risiko (Risk Management)

a process, effected by an entity's board

Prinsip-prinsip dasar ERM:

Pendirian setiap badan usaha (pendirian setiap

Nilai tambah tercipta, dipertahankan, dan tergerus

ERM mendukung pembentukan nilai karena

Menaklukkan secara efektif kejadian-kejadian

Menanggapinya dengan cara yang dapat

Melalui Kerangka Terpadu Manajemen

Badan usaha dapat ditinjau dalam

Strategic (Tujuan J.Panjang)

ERM mempertimbangkan kegiatan

Level perusahaan (korporasi)

ERM atau manajemen risiko

Delapan kerangka kerja

Membangun falsafah manajemen tentang risiko.

Membangun budaya perusahaan sadar tentang

Mempertimbangkan semua faktor lain tentang

Is applied when management considers risks strategy in

Forms the risk appetite of the entity a high-level view

Risk tolerance, the acceptable level of variation around

Differentiates risks and opportunities.

Events that may have a negative impact

Events that may have a positive impact