good-corporate-governance-2021.pdf - Bank bjb

Daftar IsiTable of Contents

A. PendahuluanA. Introduction

2

B. Dasar Penerapan Tata Kelola PerusahaanB. Fundamentals of Good Corporate Governance Implementation

5

C. Struktur Organ PerusahaanC. Company Organ Structure

6

D. Governance Soft StructureD. Governance Soft Structure

7

E. Pelaksanaan Prinsip Tata Kelola bank bjbE. Implementation of the GCG Principles of bank bjb

9

Dewan KomisarisBoard of Commissioners 9

Jumlah dan KomposisiQuantity and Composition 9

Kriteria Dewan KomisarisCriteria for Members of the Board of Commissioners 10

Pedoman dan Tata Tertib KerjaWork Guidelines and Rules 13

Independensi Independence 13

Tugas dan Tanggung Jawab Duties and responsibilities 15

Hak Dewan KomisarisBoard of Commissioners Rights 18

Masa Jabatan/Length of service 18

Pelaksanaan Tugas dan Tanggung Jawab Serta Rekomendasi

Implementation of Duties and Responsibilities and Recommendations

18

Kepemilikan Saham Shareholding 21

Hubungan Afiliasi Affiliate Relationship 22

Rapat Dewan Komisaris Board of Commissioners Meeting 23

Penilaian Kinerja Dewan Komisaris Board of Commissioners Performance Assessment 27

DireksiBoard of Directors 25

Jumlah dan KomposisiQuantity and Composition 25

Kriteria Anggota DireksiCriteria for Members of the Board of Directors 27

Kebijakan Tata Tertib KerjaWork Rules Policy 29

Independensi Independence 29

Tugas dan Tanggung Jawab Duties and responsibilities 30

Hak DireksiDirectors' Rights 32

Masa Jabatan DireksiTerm of Office of the Board of Directors 32

Pelaksanaan Tugas dan Tanggung Jawab DireksiImplementation of the Duties and Responsibilities of the Board of Directors

33

Kepemilikan Saham Shareholding 35

Rapat DireksiBoard of Directors Meeting 36

Hubungan Afiliasi Affiliate Relationship 38

Penilaian Kinerja DireksiBoard of Directors Performance Assessment 39

iPT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Governance Implementation Report of bank bjb 2021

Komite Dewan KomisarisBoard of Commissioners Committee 40

Komite AuditAudit Committee 40

Independensi Anggota Komite AuditIndependence of Audit Committee Members 42

Tugas dan Tanggung Jawab Komite AuditDuties and Responsibilities of the Audit Committee 45

Pedoman dan Tata Tertib Kerja Komite AuditAudit Committee Guidelines and Work Rules 53

Masa Jabatan Komite AuditAudit Committee Guidelines and Work Rules 54

Rapat dan Kehadiran Komite AuditAudit Committee Meetings and Attendance 54

Pelaksanaan Tugas Komite AuditImplementation of the Duties of the Audit Committee 54

Komite Pemantau RisikoBoard of Commissioners Criteria 55

Pedoman dan Tata Tertib Kerja Komite Pemantau RisikoRisk Monitoring Committee Guidelines and Work Rules 57

Independensi Anggota Komite Pemantau RisikoIndependence of Risk Monitoring Committee Members

58

Tugas dan Tanggung Jawab Komite Pemantau RisikoDuties and Responsibilities of the Risk Monitoring Committee

59

Rapat dan Kehadiran Komite Pemantau RisikoRisk Monitoring Committee Meeting and Attendance 60

Pelaksanaan Tugas Komite Pemantau RisikoImplementation of the Tasks of the Risk Monitoring Committee

61

Komite Remunerasi dan NominasiRemuneration and Nomination Committee 62

Pedoman dan Tata Tertib Kerja Komite Nominasi dan RemunerasiGuidelines and Work Rules of the Nomination and Remuneration Committee

64

Independensi Komite Remunerasi dan NominasiIndependence of the Remuneration and Nomination Committee

65

Tugas dan Tanggung Jawab Komite Remunerasi dan NominasiRemuneration and Nomination Committee Duties and Responsibilities

65

Masa Jabatan Komite Remunerasi dan NominasiTerm of Office of the Remuneration and Nomination Committee

68

Rapat dan Kehadiran Komite Remunerasi dan NominasiRemuneration and Nomination Committee Meeting and Attendance

68

Pelaksanaan Tugas Komite Remunerasi dan NominasiImplementation of Remuneration and Nomination Committee Duties

68

Komite Tata Kelola TerintegrasiIntegrated Governance Committee 69

Piagam Komite Tata Kelola TerintegrasiIntegrated Governance Committee Charter 71

Independensi Komite Tata Kelola TerintegrasiIndependence of the Integrated Governance Committee

72

Tugas dan Tanggung Jawab Komite Tata Kelola TerintegrasiDuties and Responsibilities of the Integrated Governance Committee

72

Penerapan Manajemen RisikoApplication of Risk Management 75

Sistem pengendalian internal yang menyeluruhOrganizational Structure of the Risk Management Division

75

Pengawasan Aktif Direksi dan Dewan KomisarisActive supervision of the Board of Directors and the Board of Commissioners

75

Kecukupan Kebijakan, Prosedur dan Penetapan LimitSebagai Pedoman Penerapan ManajemenAdequacy of policies, procedures and limit setting as guidelines for risk management implementation

78

Sistem Pengendalian Internal yang Menyeluruh.Comprehensive internal control system

79

Jenis Risiko yang Dikelola Bank Types of Risk Managed by the Bank

81

Tugas dan Tanggung Jawab Divisi Manajemen RisikoDuties and Responsibilities of the Risk Management Division

90

Pelaksanaan Tugas Divisi Manajemen Risiko Tahun 2021Implementation of the Tasks of the Risk Management Division in 2021

90

Penerapan Fungsi KepatuhanImplementation of the Compliance Function 95

Struktur Organisasi Divisi Kepatuhan & APUPPTOrganizational Structure of ComplianceDivision & AML-CFT

95

Direktur yang membawahkan Fungsi KepatuhanDirector in charge of ComplianceFunction

96

Satuan Kerja KepatuhanCompliance Unit

97

Pelaksanaan Program Kerja Fungsi Kepatuhan Tahun 2021Implementation of the Compliance Function WorkProgram in 2021

98

Program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT)Anti-Money Laundering (AML) and Counter Financing of Terrorism (CFT) Programs

102

Kepatuhan TerintegrasiIntegrated Compliance

108

Penerapan Fungsi Audit InternImplementation of the Internal Audit Function 110

Kedudukan Satuan Kerja Audit Internal Dalam Struktur OrganisasiThe Position of the Internal Audit Unit in the Organizational Structure

112

Internal Audit CharterInternal Audit Charter

Tugas Dan Tanggung jawab Satuan Kerja Audit InternalDuties and Responsibilities of the Internal Audit Unit

113

Masa Jabatan Komite Tata Kelola TerintegrasiTerm of Office of Integrated Governance Committee 73

Rapat dan Kehadiran Komite Tata Kelola TerintegrasiIntegrated Governance Committee Meetings and Attendance

74

Pelaksanaan Tugas Komite Tata Kelola TerintegrasiImplementation of the Duties of the Integrated Governance Committee

74

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.Laporan Pelaksanaan Tata Kelola bank bjb Tahun 2020ii

Penerapan Fungsi Audit EksternIplementation of the External Audit Function 125

Rencana Strategis BankBank Strategic Plan 126

Penyediaan Dana Kepada Pihak Terkait Provision of Funds to Related Parties 131

Penyimpangan Internal (Intern Fraud)Intern Fraud 132

Permasalahan HukumLegal Issues 132

Transaksi Yang Memiliki Benturan KepentinganTransactions With Conflicts of Interest 133

Buy Back Saham dan/atau Buy Back Obligasi BankBuy Back Shares and/or Buy Back Bank Bonds 133

Pemberian Dana Untuk Kegiatan SosialFunding for Social Activities 133

Transparansi Kondisi Keuangan dan Non KeuanganTransparency of Financial and Non-Financial Conditions

151

Program Anti KorupsiAnti-Corruption Program 152

Sistem Manajemen Anti Penyuapan (SMAP) Anti-Bribery Management System (SMAP)

Kebijakan Anti Gratifikasi Anti-Gratituity Policy

154

Pengelolaan Harta Kekayaan Penyelenggara Negara Asset Management of State Administrators

157

RemunerasiRemnuration 135

Kebijakan Remunerasi Remuneration Policy 135

Remunerasi Anggota Komite Nominasi RemunerasiRemuneration of Remuneration Nomination Committee Members

137

Kebijakan Remunerasi Dewan Komisaris dan DireksiRemuneration Policy for the Boardof Commissioners andthe Board of Directors

138

Remunerasi Dewan KomisarisRemuneration for the Board of Commissioners

138

Remunerasi DireksiRemuneration Policy

140

Kode EtikCode of Ethics 157

Whistleblowing SystemWhistleblowing System 160

Penerapan Sertifikasi ISO 37301: 2021 Sistem Manajemen KepatuhanImplementation of ISO 37301: 2021 Compliance Management System Certification

163

Pencapaian Dalam Penerapan Tata Kelola PerusahaanAchievements in the Implementation of Good Corporate Governance

164

F. Kesimpulan Umum Hasil Penilaian Mandiri (Self Assessment) Pelaksanaan Good Corporate Governance Bank Tahun 2021F. General Conclusions on the Results of the Self-Assessment of the Implementation of Good Corporate Governance in the Bank in 2021

165

Kode Etik AuditorAuditor Code of Ethics

114

Strategi Kerja Tahun 2021Work Strategy 2021

Program Kerja Tahun 20212021 Work Program

115

Program Kerja LainnyaOther Work Programs

Metode AuditAudit Method

119

Pelaksanaan Kegiatan Satuan Kerja Audit Internal Tahun 2021Implementation of Internal Audit Work Unit Activities in 2021

Temuan dan Tindak Lanjut Hasil AuditAudit Findings and Follow-up

122

Evaluasi Kinerja Satuan Kerja Audit InternalPerformance Evaluation of the Internal Audit Unit

123

iiiPT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Governance Implementation Report of bank bjb 2021

A. PendahuluanA. Introduction

Good Corporate Governance (GCG) atau Tata Kelola perusahaan yang baik merupakan paradigma yang terus berkembang di Indonesia saat ini. Perusahaan-perusahaan semakin menyadari pentingnya GCG dalam upaya peningkatan kualitas perusahaan, peningkatan kualitas perusahaan akan terwujud apabila perusahaan mengimplementasikan GCG secara baik dan konsisten. GCG adalah suatu konsep yang menyangkut struktur perusahaan, pembagian tugas, dan pembagian beban tanggung jawab dari masing–masing unsur yang membentuk unsur perusahaan, dan mekanisme yang harus ditempuh oleh masing–masing unsur tersebut. Selain itu juga GCG merupakan prinsip–prinsip yang diterapkan oleh perusahaan untuk memaksimalkan nilai perusahaan, meningkatkan kinerja dan kontribusi perusahaan, serta menjaga keberlanjutan perusahaan secara jangka panjang.

GCG merupakan suatu sistem peraturan yang mengatur hubungan dari berbagai pihak yang bersangkutan dengan Pemegang Saham, Dewan Komisaris, Dewan Direksi, dan Komite–komite, dengan kata lain GCG mencakup hubungan antara para pemangku kepentingan (stakeholder) yang terlibat serta tujuan pengelolaan perusahaan. Selain itu, penerapan GCG tidak hanya menjadi suatu keharusan, tetapi juga merupakan fondasi utama dalam menjalankan usaha untuk memaksimalkan manfaat dan nilai tambah bagi para pemangku kepentingan serta menjaga keberlangsungan usaha. Penerapan GCG kian menjadi faktor penentu strategis bagi perbankan agar dapat senantiasa meningkatkan nilai dan memelihara proses pertumbuhan yang berkelanjutan, karena itu setiap perbankan perlu terus meningkatkan kinerja agar dapat mengambil manfaat dari penerapan GCG. Tujuan penerapan GCG pada intinya adalah menciptakan nilai tambah bagi semua pihak yang berkepentingan, pihak–pihak tersebut adalah pihak internal yang meliputi Dewan Komisaris, Direksi, Karyawan, dan pihak eksternal yang meliputi investor, kreditur, pemerintah, masyarakat dan pihak–pihak lain yang berkepentingan.

Sebagai lembaga intermediasi dan lembaga kepercayaan, Bank dalam melaksanakan kegiatan usahanya harus berpedoman terhadap prinsip keterbukaan (transparancy), memiliki ukuran kinerja dari semua jajaran Bank berdasarkan ukuran yang konsisten dengan corporate values, sasaran usaha dan strategi bank sebagai cerminan akuntabilitas Bank (accountability), menjamin dilaksanakannya ketentuan yang berlaku sebagai wujud tanggung jawab Bank (responsibility), objektif dan bebas dari tekanan pihak manapun dalam pengambilan keputusan (independency), serta senantiasa memperhatikan kepentingan seluruh stakeholders (Pemangku Kepentingan) berdasarkan azas kesetaraan dan kewajaran (fairness).Salah satu kunci keberhasilan dan kesinambungan penerapan GCG adalah berfungsinya organ–organ Bank yaitu Rapat

Good Corporate Governance (GCG) becomes a paradigm that continues to develop in Indonesia today. Companies increasingly realize the importance of GCG as an effort to improve the quality of the company; improving the quality of the company can be realized if the company implements GCG properly and consistently. GCG is a concept that concerns the structure of the company, the division of tasks, and the division of the burden of responsibility from each element of the company, and the mechanism that must be followed by each of these elements. In addition, GCG is the principles applied by the company to maximize the value of the company, improve the performance and contribution of the company, and maintain the company's sustainability in the long term.

GCG is a system that regulates the relationship of various parties concerned with the Shareholders, the Board of Commissioners, the Board of Directors, and the Committees, and in other words GCG includes the relationship between the stakeholders involved and the objectives of the company's management. In addition, the implementation of GCG is not only a necessity, but also the main foundation in running a business to maximize benefits and added value for stakeholders and maintain business continuity. The implementation of GCG increasingly becomes a strategic determining factor for banks in order to continuously increase value and maintain a sustainable growth process. Therefore, every bank needs to continuously improve its performance in order to benefit from the implementation of GCG. The purpose of implementing GCG is to create added value for all interested parties; these parties are internal parties including the Board of Commissioners, Directors, Employees, and external parties including investors, creditors, government, community and other interested parties.

As an intermediary and trust institution, the Bank in carrying out its business activities need to be guided by the principle of transparency, to have performance measures from all levels of the Bank based on measures consistent with corporate values, business objectives and bank strategy as a reflection of the Bank's accountability, guarantee implementation of applicable regulations as a manifestation of the Bank's responsibility, objective and free from pressure from any party in decision making (independence), and always paying attention to the interests of all stakeholders based on the principles of equality and fairness.

One of the keys to the success and sustainability of GCG implementation is the effective functioning of the Bank's

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.Laporan Pelaksanaan Tata Kelola bank bjb Tahun 20212 3PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Governance Implementation Report of bank bjb 2021

Umum Pemegang Saham (RUPS), Dewan Komisaris, Direksi dan Komite–komite secara efektif. Efektivitas penerapan governance (Tata Kelola) dapat dilihat dari adanya keselarasan pada tiga aspek governance system yaitu governance structure, governance process dan governance outcome. Aspek governance structure berkaitan dengan kecukupan struktur dan infrastruktur Tata Kelola agar proses penerapan prinsip GCG menghasilkan outcome yang sesuai dengan harapan stakeholders.

Adapun yang termasuk dalam governance structure Bank adalah Direksi, Dewan Komisaris, komite-komite dan satuan kerja pada Bank, sedangkan yang termasuk infrastruktur Tata Kelola antara lain kebijakan dan prosedur Bank, sistem informasi manajemen serta tugas pokok dan fungsi masing-masing struktur organisasi. Governance process terkait dengan proses penerapan prinsip GCG yang didukung oleh kecukupan struktur dan infrastruktur Tata Kelola sehingga menghasilkan outcome yang sesuai dengan harapan Pemangku Kepentingan. Dengan demikian, governance outcome mencerminkan sejauh mana penerapan governance process serta dukungan yang memadai dari governance structure. Sebaliknya, permasalahan pada governance structure dapat mengakibatkan timbulnya kelemahan pada governance process sehingga memberikan dampak terhadap governance outcome.

Komitmen Bank dalam menerapkan corporate governance terlihat dari dimilikinya governance structure dan governance process yang efektif, sehingga mampu menghasilkan governance outcome yang sesuai dengan harapan seluruh Pemangku Kepentingan. Bank menyadari bahwa melalui pelaksanaan GCG, Bank tidak hanya mendapatkan hasil kinerja keuangan yang baik, akan tetapi juga mampu menghasilkan reputasi yang baik dimata Pemangku Kepentingan. Keberlangsungan Bank dengan kepercayaan Pemangku Kepentingan, akan senantiasa meningkatkan kontribusi Bank bagi seluruh masyarakat. Untuk itu, Bank berkomitmen senantiasa menempatkan GCG sebagai fondasi utama dalam menjalankan kegiatan usahanya, serta untuk mempertahankan eksistensi dalam menghadapi tantangan dan persaingan usaha dimasa mendatang, khususnya di sektor industri perbankan. Bank senantiasa menerapkan seluruh prinsip GCG yaitu Transparency, Accountability, Responsibility, Independency dan Fairness (TARIF) yang telah disepakati oleh seluruh Dewan Komisaris, Direksi dan seluruh pegawai Bank. Kelima asas tersebut diimplementasikan melalui pemenuhan kepentingan pemegang saham dan memberikan perlakuan yang sama kepada seluruh pemegang saham, pemenuhan kepentingan stakeholders lainnya, melaksanakan pengungkapan dan transparansi, serta tugas dan tanggung jawab Dewan Komisaris dalam menjalankan fungsi pengawasan dan pemberian nasihat kepada Direksi.

Melalui penerapan GCG dengan mengacu kepada pedoman dan standar Tata Kelola bank yang berlaku, baik secara nasional dan internasional Bank memiliki cita-cita untuk menjadi Bank terdepan kebanggaan Indonesia dan pilihan

organs, namely the General Meeting of Shareholders (GMS), Board of Commissioners, Directors and Committees. The effectiveness of the implementation of governance can be seen from the alignment of the three aspects of the governance system, namely the governance structure, governance process and governance outcome. The governance structure aspect relates to the adequacy of the governance structure and infrastructure so that the process of implementing GCG principles produces outcomes in line with stakeholder expectations.The Bank's governance structure includes the Board of Directors, the Board of Commissioners, committees and work units at the Bank, while the Governance infrastructure covers the Bank's policies and procedures, management information systems as well as the main tasks and functions of each organizational structure. The governance process is related to the process of implementing GCG principles supported by the adequacy of the governance structure and infrastructure to produce outcomes in line with the expectations of the stakeholders. Thus, the governance outcome reflects the extent to which the governance process is implemented as well as adequate support from the governance structure. On the other hand, problems with the governance structure can lead to weaknesses in the governance process, thus having an impact on governance outcomes.

The Bank's commitment to implementing corporate governance can be seen from its governance structure and effective governance process, so that it is able to produce governance outcomes that are in line with the expectations of all Stakeholders. The Bank realizes that through the implementation of GCG, the Bank is not only able to obtain good financial performance results, but is also able to produce a good reputation in the eyes of the Stakeholders. The sustainability of the Bank with the trust of Stakeholders, will continue to increase the Bank's contribution to the entire community. For this reason, the Bank is committed to always placing GCG as the main foundation in carrying out its business activities, as well as to maintain its existence in facing challenges and business competition in the future, especially in the banking industry sector. The Bank always applies all GCG principles, namely Transparency, Accountability, Responsibility, Independence and Fairness (TARIF) which have been agreed upon by the entire Board of Commissioners, Board of Directors and all employees of the Bank. The five principles are implemented through fulfilling the interests of shareholders and providing equal treatment to all shareholders, fulfilling the interests of other stakeholders, implementing disclosure and transparency, as well as the duties and responsibilities of the Board of Commissioners in carrying out the supervisory function and providing advice to the Board of Directors.

Through the implementation of GCG by referring to the applicable guidelines and standards of bank governance, both nationally and internationally, the Bank has the aspiration to become a leading bank that becomes the pride of Indonesia



and the community's first choice as well as to achieve the long-term goals that have been set and always make a positive contribution to all community and stakeholders.

The Bank commits to implementing GCG principles and refers to several applicable regulations and GCG implementation guidelines in accordance with best practice/international standards. The Bank always applies high standards of GCG practice by referring to FSA regulations and international standards.

utama masyarakat serta mencapai tujuan jangka panjang yang telah ditetapkan serta senantiasa memberikan kontribusi positif bagi seluruh masyarakat dan Pemangku Kepentingan.

Bank berkomitmen untuk menerapkan prinsip–prinsip GCG dan mengacu kepada beberapa ketentuan yang berlaku serta pedoman–pedoman implementasi GCG yang sesuai dengan best practice/standar internasional. Bank senantiasa menerapkan standar praktik GCG yang tinggi dengan mengacu pada ketentuan OJK dan standar internasional.



B. Dasar Penerapan Tata Kelola PerusahaanB. Basic Application of Corporate Governance

Komitmen Perseroan untuk menerapkan prinsip-prinsip Tata Kelola Perusahaan yang baik mengacu kepada beberapa ketentuan yang berlaku, antara lain:1. Undang-Undang Republik Indonesia No. 10 tahun 1998

tentang Perubahan atas Undang-undang No. 7 tahun 1992 tentang Perbankan.

2. Undang-undang Republik Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas.

3. Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum.

4. Surat Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tentang Tata Kelola Perusahaan Terbuka.

5. Peraturan Otoritas Jasa Keuangan No. 17/POJK.03/2014 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan.

6. Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan.

7. Peraturan Otoritas Jasa Keuangan No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik.

8. Peraturan Otoritas Jasa Keuangan No. 31/POJK.04/2015 tentang Keterbukaan atas Informasi atau Fakta Material oleh Emiten atau Perusahaan Publik.

9. Surat Edaran Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 tentang Penerapan Tata Kelola Bagi Bank Umum.

Selain ketentuan yang diharuskan dari berbagai peraturan perundang-undangan di atas, bank bjb juga mendasarkan pada pedoman-pedoman implementasi GCG sebagai berikut:1. Prinsip-prinsip Corporate Governance yang dikembangkan

oleh Organization for Economic Cooperation and Development (OECD).

2. ASEAN Corporate Governance Scorecard.3. Pedoman GCG Indonesia yang dikembangkan oleh

Komite Nasional Kebijakan Governance (KNKG).4. Pedoman GCG Perbankan Indonesia yang dikembangkan

oleh Komite Nasional Kebijakan Governance (KNKG).5. Principles for Enhancing Corporate Governance yang

diterbitkan oleh Basel Committee on Banking Supervision.

The Company commitment to implement the principles of Good Corporate Governance refers to several applicable provisions, including:1. Law of the Republic of Indonesia No. 10 of 1998 about

Amendments to Law No. 7 of 1992 about Banking.

2. Law of the Republic of Indonesia No. 40 of 2007 about Limited Liability Companies.

3. Financial Services Authority Regulation No. 55/ POJK.03/2016 about Governance Determination for Commercial Banks.

4. Financial Services Authority Circular No. 32/ SEOJK.04/2015 about Open Corporate Governance.

5. Financial Services Authority Regulation No. 17/ POJK.03/2014 about the Implementation of Integrated Risk Management for Financial Conglomerates.

6. Financial Services Authority Regulation No. 18/POJK.03/2014 about the Implementation of Integrated Governance for Financial Conglomerates.

7. Financial Services Authority Regulation No. 8/POJK.04/2015 about Issuer’s or Public Companies’ Websites.

8. Financial Services Authority Regulation No. 31/POJK.04/2015 about Disclosure of Material Information or Facts by Issuers or Public Companies.

9. Circular of the Financial Services Authority No.13/SEOJK.03/2017 about the Implementation of Governance for Commercial Banks.

In addition to the conditions required by the various laws and regulations above, also bases on the guidelines for implementing GCG as follows:1. Principles of Corporate Governance developed by the

Organization for Economic Cooperation and Development (OECD).

2. ASEAN Corporate Governance Scorecard.3. Indonesian GCG Guidelines developed by the National

Committee on Governance Policy (KNKG).4. Indonesian Banking GCG Guidelines developed by the

National Governance Policy Committee (KNKG).5. Principles for Enhancing Corporate Governance published

by the Basel Committee on Banking Supervision.



Based on the Law of the Republic of Indonesia Number 40 of 2007 concerning Limited Liability Companies (UU PT), the Company's organs consist of the General Meeting of Shareholders (GMS), the Board of Commissioners and the Board of Directors. The management system adheres to a two-tier system, namely the Board of Commissioners and the Board of Directors, which have clear authorities and responsibilities according to their respective functions as mandated in the articles of association and laws and regulations.

In carrying out the management of bank bjb, the Board of Directors is supported by an organizational structure consisting of main organs and supporting organs so that management can carry out their duties effectively. Meanwhile, in carrying out its supervisory and advisory functions, the Board of Commissioners is supported by supporting organs, namely the Secretary to the Board of Commissioners, the Audit Committee, the Risk Monitoring Committee, the Nomination and Remuneration Committee and the Integrated Governance Committee.

C. Struktur Organ PerusahaanC. Company Organ Structure

Berdasarkan Undang-Undang Republik Indonesia Nomor 40 tahun 2007 tentang Perseroan Terbatas (UU PT), Organ Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Sistem kepengurusan menganut sistem dua badan (two tier system) yaitu Dewan Komisaris dan Direksi, yang memiliki wewenang dan tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam anggaran dasar dan peraturan perundang-undangan.

Dalam melaksanakan kepengurusan bank bjb, Direksi didukung oleh struktur organisasi yang terdiri dari organ utama dan organ pendukung sehingga manajemen dapat melaksanakan tugas secara efektif. Adapun dalam melaksanakan fungsi pengawasan dan pemberian nasihat, Dewan Komisaris didukung oleh organ penunjang yaitu Sekretaris Dewan Komisaris, Komite Audit, Komite Pemantau Risiko, Komite Nominasi dan Remunerasi dan Komite Tata Kelola Terintegrasi.

Komite AuditAudit Committee

Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee

Komite Pemantau RisikoRisk Monitoring

Committee

Komite Tata Kelola Terintegrasi

Integrated Governance Committee

Unit Kerja Bisnis dan Supporting

Business and Supporting Work Unit

AuditAudit

KepatuhanCompliance

Manajemen RisikoRisk Management

Sekretaris PerusahaanCorporate Secretary

Rapat Umum Pemegang SahamGeneral Meeting of Shareholder

DireksiDirectors

Dewan KomisarisBoard of

Commissioners

Komite Manajemen Risiko

Risk Management Committee

Komite Risiko Permodalan

Capital Risk Committee

Komite Kebijakan Perkreditan

Credit Policy Committee

Komite Pengarah Teknologi Informasi

IT Steering Committee

Asset & Liability Committee

Komite Manajemen Risiko Terintegrasi

Integrated Risk Management Committee



Dalam menerapkan tata kelola perusahaan yang baik, Bank telah memiliki Arsitektur Kebijakan dan Prosedur. Arsitektur Kebijakan dan Prosedur adalah suatu kerangka menyeluruh yang menggambarkan hirarki/tata urutan dan pengelompokkan kebijakan dan prosedur dengan dilandasi Governance, Risk and Compliance (GRC) serta etika yang diimplementasikan secara terintegrasi sebagai arah dan pelaksanaan pencapaian tujuan Perusahaan agar lebih efisien dan efektif, yang tergambar sebagai berikut:

In implementing good corporate governance, the Bank has an Architecture of Policies and Procedures. The Architecture of Policies and Procedures is a comprehensive framework that describes the hierarchy/order and grouping of policies and procedures based on Governance, Risk and Compliance (GRC) and ethics that are implemented in an integrated manner as the direction and implementation of achieving the Company's goals to be more efficient and effective, as illustrated as follows:

D. Governance Soft StructureD. Governance Soft Structure

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OPE

RASIO

NAL PROSEDUR / STANDARD OPERATING PRO

CED

UR

E

K

EBIJA

KAN SPESIFIK / SPECIFIC POLICY

T

ATA KELOLA PERUSAHAAN SISTEM P

ENG

ENDILAN INTERNAL MANAJE

MEN

RIS

IKO

GOOD CORPORATE GOVERNANCE IN

TERN

AL CO

NTROL SYSTEM RISK MANAGEM

ENT

KEPUTUSAN RUPSDECISION GMS

AD

BUSSINESSETHIC

CODE OF CONDUCT

CORPORATE CULTURE

GOVERNANCE RISK

COMPLIANCE(GRC)



Anggaran Dasar - Keputusan RUPS / Articles of Association - GMS Resolutions

Kebijakan Umum / Public policy• Kebijakan Tata Kelola Perusahaan / Corporate Governance Policy (Good Corporate Governance) • Kebijakan Manajemen Risiko / Risk Management Policy• Kebijakan Sistem Pengendalian Internal / Internal Control System Policy

Kebijakan Spesifik / Specific Policy• Kebijakan Aktivitas Usaha Bisnis / Business Activities Policy• Kebijakan Aktivitas Pendukung Usaha Bisnis / Business Support Activities Policy

Standar Operasional Prosedur / Standard Operating Procedure

Manual Produk / Pedoman Kerja / Product Manual / Work Manual

Petunjuk Teknis / Technical Instructions

Arsitektur Kebijakan dan Prosedur bertujuan untuk: 1. Sebagai upaya penyesuaian antara jenis, hirarki dan

materi muatan dari kebijakan dan prosedur Bank;2. Sebagai pelaksanaan prinsip kehati-hatian (prudential

banking) dengan berpedoman pada Governance, Risk and Compliance (GRC), Business Ethic serta Code of Conduct.

Bank telah memiliki governance soft structure yang merupakan ketentuan-ketentuan yang telah ditetapkan oleh Dewan Komisaris dan Direksi guna mengimplementasikan prinsip-prinsip GCG pada seluruh jenjang organisasi, antara lain: 1. Anggaran Dasar Perseroan; 2. Kebijakan Tata Kelola Bank; 3. Pedoman dan Tata Tertib Kerja Dewan Komisaris;4. Kebijakan Tata Tertib Kerja Direksi;5. Etika Usaha dan Tata Perilaku (Code of Conduct);6. Tata Kerja Pelaporan Pelanggaran (Whistleblowing);7. Pedoman Pengendalian Gratifikasi.

The Arces and Procedures aims to be:1. An effort to adjust between types, hierarchy and material

content of Bank policies and procedures.2. A prudential banking principle based on Governance,

Risk and Compliance (GRC), Business Ethics and Code of Conduct.

The Company has a governance soft structure which is the provisions stipulated by the Board of Commissioners and Directors to implement GCG principles at all levels of the organization, including:1. The Company’s Articles of Association2. Corporate Governance Policy3. Board of Commissioners Charter4. Directors Work Procedures Policy5. Business Ethics and Code of Conduct6. Work Procedures for Reporting Violations (Whistleblowing)7. Gratification Control Guidelines



E.1 Dewan KomisarisE.1.1 Jumlah dan Komposisi

1. Komposisi dan Dasar Pengangkatan

Komposisi Dewan Komisaris sebelum RUPS Tahunan 2021 adalah sebanyak 5 (lima) orang yang terdiri dari 1 (satu) orang Komisaris Utama Independen, 2 (dua) orang Komisaris Independen dan 2 (dua) orang Komisaris. Seluruh Dewan Komisaris berdomisili di wilayah kerja Kantor bank bjb. Komposisi dan dasar pengangkatan Dewan Komisaris dapat dilihat pada tabel di bawah ini:

NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Tanggal EfektifEffective date

Farid Rahman

Komisaris Utama IndependenIndependent President Commissioner

RUPS Tahunan Tahun Buku 2018 tanggal 30 April 20192018 Annual General Meeting of Shareholders on April 30, 2019

21 Juni 2019June 21, 2019

Muhadi Komisaris Commissioner

- Akta RUPS Tahunan No. 14 tanggal 19 November 2008

- RUPSLB No. 74,75,76 tanggal 25 Juli 2011- Akta RUPS Tahunan No. 117,118,119 tanggal

31 Maret 2015 RUPS Tahunan No. 87 tanggal 30 April 2019

- Deed of Annual GMS No. 14th November 19, 2008

- EGMS No. 74,75,76 July 25, 2011

- Deed of Annual GMS No. 117,118,119 March 31, 2015

- Annual GMS No. 87 April 30, 2019

19 November 2008November 19, 2008

Yayat SutaryatKomisaris IndependenIndependent Commissioner

- Akta RUPSLB No 74,75,76 tanggal 25 Juli 2011- Akta RUPS Tahunan No 117,118,119 tanggal

31 Maret 2015- Akta RUPS Tahunan No. 87 tanggal 30 April

2019

- Deed of EGMS No. 74,75,76 dated July 25, 2011

- Deed of Annual GMS No. 117,118,119 dated March 31, 2015

- Deed of Annual GMS No. 87 April 30, 2019

25 Juli 2011July 25, 2011

Eddy I. M. Nasution Komisaris Commissioner


21 Juni 2019June 21, 2019

Fahlino F. SjuibKomisaris IndependenIndependent Commissioner


21 Juni 2019June 21, 2019

E.1 Board of CommissionersE.1.1 Quantity and Composition

1. Composition and Basis of Appointment

The composition of the Board of Commissioners prior to the 2021 Annual GMS was 5 (five) people consisting of 1 (one) Independent President Commissioner, 2 (two) Independent Commissioners and 2 (two) Commissioners. The entire Board of Commissioners was domiciled in the working area of the bank bjb office. The composition and basis for the appointment of the Board of Commissioners can be seen in the table below:

E. Pelaksanaan Prinsip Tata Kelola bank bjb E. Implementation of the GCG Principles of bank bjb



Pada periode 31 Desember 2021 jumlah anggota Dewan Komisaris berdasarkan Akta Risalah RUPST nomor 09 tanggal 06 April 2021 berjumlah 5 (lima) orang yang terdiri dari 1 (satu) Komisaris Utama Independen, 2 (dua) Komisaris Independen, dan 2 (dua) Komisaris non Independen, namun demikian komposisi Dewan Komisaris yang telah efektif menjabat adalah 3 (tiga) orang yang terdiri dari 1 (satu) Komisaris Utama Independen, 1 (satu) Komisaris non Independen dan 1 (satu) Komisaris Independen. Seluruh Dewan Komisaris berdomisili di wilayah kerja Kantor bank bjb. Komposisi dan dasar pengangkatan Dewan Komisaris dapat dilihat pada tabel di bawah ini:

NamaName

JabatanPosition



Farid Rahman



21 Juni 2019June 21, 2019

Muhadi Komisaris Commissioner

- Akta RUPS Tahunan No. 14 tanggal 19 November 2008

- RUPSLB No. 74,75,76 tanggal 25 Juli 2011- Akta RUPS Tahunan No. 117,118,119 tanggal

31 Maret 2015 - RUPS Tahunan No. 87 tanggal 30 April 2019

- Deed of Annual GMS No. 14th November 19, 2008

- EGMS No. 74,75,76 July 25, 2011

- Deed of Annual GMS No. 117,118,119 March 31, 2015

- Annual GMS No. 87 April 30, 2019

19 November 2008November 19, 2008



21 Juni 2019June 21, 2019

E.1.2 Kriteria Dewan Komisaris

Persyaratan Umum sebagai Dewan Komisaris, adalah Warga Negara Indonesia yang:1. Bertaqwa kepada Tuhan yang Maha Esa;2. Mempunyai akhlak dan moral yang baik.;3. Setia dan taat kepada Negara dan Pemerintah

Republik Indonesia;4. Tidak terlibat secara langsung maupun tidak

langsung dalam kegiatan penghianatan kepada Negara Republik Indonesia;

5. Sehat jasmani dan rohani; 6. Tidak pernah dihukum karena melakukan tindak

pidana yang merugikan keuangan negara atau tindakan-tindakan yang tercela di bidang perbankan;

7. Tidak dicabut hak pilihnya berdasarkan keputusan pengadilan;

The period of December 31, 2021, the number of members of the Board of Commissioners based on the Deed of Minutes of the AGMS number 09 dated April 6, 2021 there were 5 (five) people consisting of 1 (one) Independent President Commissioner, 2 (two) Independent Commissioners, and 2 (two) non-Independent commissioners. However, the composition of the Board of Commissioners effectively served consisted of 3 (three) people consisting of 1 (one) Independent President Commissioner, 1 (one) non-Independent Commissioner and 1 (one) Independent Commissioner. The entire Board of Commissioners was domiciled in the working area of the bank bjb office. The composition and basis for the appointment of the Board of Commissioners can be seen in the table below:

E.1.2 Board of Commissioners Criteria

General Requirements as a Board of Commissioners, are Indonesian citizens who:1. Fear of God Almighty;2. Have good character and morals;3. Loyal and obedient to the State and Government

of the Republic of Indonesia;4. Not involved directly or indirectly in treason

activities to the Republic of Indonesia;

5. Physically and mentally healthy;6. Never been convicted of a criminal act

detrimental to state finances or any disgraceful act in the banking sector;

7. Not having their voting rights revoked based on a court decision;



8. Mampu melaksanakan perbuatan hukum;9. Tidak pernah dinyatakan pailit atau menjadi

anggota Direksi dan anggota Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu Perseroan dinyatakan pailit;

10. Tidak memiliki kredit macet.11. Calon Anggota Dewan Komisaris yang akan

mengikuti penilaian kemampuan dan kepatutan kepada Otoritas Jasa Keuangan, diusulkan oleh Pemegang Saham Seri A.

Persyaratan lainnya, yaitu: 1. Tidak memiliki hubungan keluarga sampai

dengan derajat kedua, baik menurut garis lurus maupun garis ke samping termasuk menantu dan ipar diantara sesama anggota Dewan Komisaris dengan anggota Direksi, dibuktikan dengan surat pernyataan.

2. Mantan anggota Direksi Perseroan atau Pejabat Eksekutif Perseroan atau pihak-pihak yang mempunyai kemampuan yang bersangkutan untuk bertindak independen, wajib menjalani masa tunggu (cooling off) selama 1 (satu) tahun sebelum menjadi Komisaris Independen pada Perseroan. Ketentuan mengenai masa tunggu (cooling off) tersebut tidak berlaku bagi mantan anggota Direksi yang membawahkan fungsi pengawasan atau Pejabat Eksekutif yang melakukan fungsi pengawasan pada Perseroan.

3. Setiap anggota Dewan Komisaris harus memenuhi persyaratan dan ketentuan yang berlaku.

4. Anggota Dewan Komisaris harus profesional dan mempunyai kompetensi yang dapat menunjang pelaksanaan tugas dan fungsinya.

5. Anggota Dewan Komisaris dilarang melakukan rangkap jabatan sebagai anggota Direksi, anggota Dewan Komisaris atau pejabat eksekutif.

a. Pada lembaga keuangan atau perusahaan keuangan, baik bank maupun bukan bank.

b. Pada lebih dari 1 (satu) lembaga bukan keuangan atau perusahaan bukan keuangan, baik yang berkedudukan di dalam maupun luar negeri.

6. Tidak termasuk rangkap jabatan sebagaimana dimaksud dalam hal: a. Anggota Dewan Komisaris menjabat

sebagai anggota Direksi, anggota Dewan Komisaris atau pejabat eksekutif yang melaksanakan fungsi pengawasan pada 1 (satu) perusahaan anak bukan bank yang dikendalikan oleh bank;

b. Komisaris non independen menjalankan tugas fungsional dari Pemegang Saham bank yang berbentuk badan hukum pada

8. Able to carry out legal actions;9. Never been declared bankrupt or a member

of the Board of Directors and a member of the Board of Commissioners found guilty of causing a company to be declared bankrupt;

10. Have no bad credit.11. Candidates for members of the Board of

Commissioners who will take part in the fit and proper test to the Financial Services Authority, are proposed by Series A Shareholders.

Other requirements, namely:1. Do not have a family relationship up to the

second degree, either in a straight line or a sideways line, including son-in-law and in-laws among members of the Board of Commissioners and members of the Board of Directors, as evidenced by a statement letter.

2. Former members of the Company's Board of Directors or Executive Officers of the Company or parties who have the relevant ability to act independently, must undergo a cooling off period of 1 (one) year before becoming an Independent Commissioner of the Company. The provision regarding the cooling off period does not apply to former members of the Board of Directors who supervised the supervisory function or Executive Officers who performed the supervisory function of the Company.

3. Each member of the Board of Commissioners must meet the applicable terms and conditions.

4. Members of the Board of Commissioners must be professional and have competencies that can support the implementation of their duties and functions.

5. Members of the Board of Commissioners are prohibited from holding concurrent positions as members of the Board of Directors, members of the Board of Commissioners or executive officers.a. In financial institutions or financial

companies, both banks and non-banks.b. In more than 1 (one) non-financial institution

or non-financial company, both domiciled at home and abroad.

6. Do not include concurrent positions as referred to in terms of:a. Members of the Board of Commissioners

serve as members of the Board of Directors, members of the Board of Commissioners or executive officers who carry out supervisory functions in 1 (one) non-bank subsidiary company controlled by the bank;

b. Non-independent commissioners carry out the functional duties of the Bank's Shareholders in the form of legal entities in



kelompok usaha bank; dan/atau c. Anggota Dewan Komisaris menduduki

jabatan pada organisasi atau lembaga nirlaba.

7. Tugas dalam jabatan dan fungsi sebagaimana dimaksud dapat dilaksanakan sepanjang yang bersangkutan tidak mengabaikan pelaksanaan tugas dan tanggung jawab sebagai Dewan Komisaris bank.

8. Dalam hal calon komisaris memiliki jabatan rangkap, wajib menyertakan: a. Surat pernyataan pribadi di atas kertas

bermeterai atas nama calon anggota Dewan Komisaris yang masih memiliki jabatan rangkap (namun bersedia melepaskan jabatan tersebut), yang menyatakan akan mengundurkan diri dari jabatan rangkap tersebut apabila disetujui OJK sebagai Pengurus Bank

b. Surat pernyataan dari badan hukum pemilik bank bahwa jabatan yang bersangkutan merupakan tugas fungsional (bagi calon yang memiliki tugas fungsional)

c. Jika yang bersangkutan adalah Pegawai Negeri Sipil, maka wajib menyampaikan: 1) Surat pernyataan pribadi yang

ditandatangani diatas meterai cukup bahwa yang bersangkutan tidak melanggar ketentuan atau peraturan perundang–undangan terkait dengan status Pegawai Negeri Sipil termasuk UU No. 25 Tahun 2009 Tentang Pelayanan Publik.

2) Surat persetujuan dari atasan langsung di atas meterai cukup yang memberikan persetujuan atas pencalonan yang bersangkutan sebagai anggota Dewan Komisaris bank dan pencalonan yang bersangkutan tidak melanggar ketentuan dan/atau peraturan perundangundangan terkait dengan status Pegawai Negeri Sipil termasuk UU No. 25 tahun 2009

9. Khusus calon Komisaris Independen/Komisaris Utama Independen wajib menyertakan:

a. Surat pernyataan pribadi yang menyatakan bahwa yang bersangkutan merupakan pihak yang independen terhadap pemilik bank atau PSP (ditandatangani di atas meterai cukup);

b. Surat pernyataan pribadi yang menyatakan bahwa yang bersangkutan tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan

the bank's business group; and/orc. Members of the Board of Commissioners

hold positions in non-profit organizations or institutions.

7. The duties and functions as intended can be carried out as long as the person concerned does not neglect the implementation of his duties and responsibilities as the bank's Board of Commissioners.

8. In the event that the candidate for commissioner has concurrent positions, it is obligatory to include:a. Personal statement on stamped paper on

behalf of prospective members of the Board of Commissioners who still have concurrent positions (but are willing to relinquish those positions), stating that they will resign from the dual positions if approved by OJK as Bank Management

b. Statement letter from the legal entity that owns the bank that the position in question is a functional task (for candidates who have functional duties)

c. If the person concerned is a Civil Servant, then he/she must submit:1) A personal statement signed on a stamp

is sufficient that the person concerned has not violated the provisions or laws and regulations related to the status of Civil Servants including Law no. 25 of 2009 concerning Public Services.

2) Approval letter from direct supervisor on a sufficient stamp duty which gives approval for the nomination in question as a member of the Bank's Board of Commissioners and the nomination in question does not violate the provisions and/or laws and regulations related to the status of Civil Servants including Law no. 25 year 2009

9. In particular, candidates for Independent Commissioner/Independent President Commissioner must include:a. Personal statement letter stating that the

person concerned is an independent party to the owner of the bank or PSP (signed on a sufficient stamp);

b. Personal statement letter stating that the person concerned has no financial, management, share ownership and/or family relationship with other members of the Board of Commissioners, members of



Komisaris lainnya, anggota Direksi dan/atau pemegang saham pengendali atau hubungan lain yang dapat mempengaruhi kemampuannya untuk bertindak independen (ditandatangani di atas materai cukup).

10. Calon anggota Dewan Komisaris yang diajukan dalam RUPS harus diusulkan oleh Pemegang Saham Seri A dengan hak suara yang sah, dengan berpedoman kepada peraturan perundang-undangan yang berlaku;

11. RUPS dapat mengangkat Dewan Komisaris dan dinyatakan efektif setelah lulus penilaian kemampuan dan kepatutan dari Otoritas Jasa Keuangan sesuai dengan ketentuan yang berlaku;

12. Dalam hal calon anggota Dewan Komisaris yang telah diangkat oleh RUPS namun belum dinyatakan lulus penilaian kemampuan dan kepatutan oleh Otoritas Jasa Keuangan, maka yang bersangkutan belum memiliki hak dan kewajiban sebagai anggota Dewan Komisaris;

13. Calon Komisaris non independen wajib melampirkan bukti kelulusan sertifikasi manajemen risiko level 1 (satu), sedangkan untuk Calon Komisaris Independen wajib melampirkan bukti kelulusan sertifikasi manajemen risiko level 2 (dua).

E.1.3 Pedoman dan Tata Tertib Kerja Dewan Komisaris bank bjb telah memiliki pedoman kerja yang menjadi panduan Dewan Komisaris dalam melaksanakan tugas dan tanggung jawab serta wewenangnya, pedoman tersebut telah ditetapkan berdasarkan Surat Keputusan Dewan Komisaris Nomor 10/SK/DK/2019 tanggal 04 Desember 2019 tentang Pedoman dan Tata Tertib Kerja Dewan Komisaris. Adapun isi dari Pedoman dan Tata Tertib Kerja Dewan Komisaris, yaitu:

- Bab I Pendahuluan - Bab II Organisasi Dewan Komisaris

- Bab III Tugas, Tanggung Jawab dan Wewenang

- Bab IV Hubungan Dewan Komisaris dengan Direksi

E1.4 IndependensiDewan Komisaris selalu berupaya untuk memastikan bahwa Bank telah dikelola secara profesional, sesuai dengan kepentingan Pemegang Saham dan Pemangku Kepentingan lainnya. Dalam menjalankan

the Board of Directors and/or controlling shareholder or other relationships that may affect his or her ability to act independently (signed above) sufficient material).

10. Candidates for members of the Board of Commissioners who are proposed at the GMS must be proposed by Series A Shareholders with valid voting rights, based on the applicable laws and regulations;

11. The GMS may appoint the Board of Commissioners and be declared effective after passing the fit and proper test from the Financial Services Authority in accordance with applicable regulations;

12. In the event that a candidate for a member of the Board of Commissioners has been appointed by the GMS but has not been declared to have passed the fit and proper test by the Financial Services Authority, the person concerned does not yet have the rights and obligations as a member of the Board of Commissioners;

13. Candidates for non-independent Commissioners must attach proof of passing level 1 (one) risk management certification, while for Candidates for Independent Commissioners must attach proof of passing level 2 (two) risk management certification.

E.1.3 Work Guidelines and RulesThe Board of Commissioners of bank bjb already has work guidelines that serve as guidelines for the Board of Commissioners in carrying out their duties and responsibilities and authorities, these guidelines have been established based on the Decree of the Board of Commissioners Number 10/SK/DK/2019 dated December 04, 2019 concerning Guidelines and Work Orders of the Board Commissioner. The contents of the Guidelines and Work Rules of the Board of Commissioners, namely: - Chapter I Introduction - Chapter II Organization of the Board of

Commissioners - Chapter III Duties, Responsibilities and

Authorities - Chapter IV Relationship between the Board of

Commissioners and the Board of Directors

E.1.4 IndependenceThe Board of Commissioners always strives to ensure that the Bank is managed professionally, in accordance with the interests of the Shareholders and other Stakeholders. In carrying out its role,



perannya, Dewan Komisaris senantiasa menjaga objektivitas dan independensi. Oleh karena itu, Dewan Komisaris tidak terlibat dalam pengambilan keputusan operasional Bank, kecuali untuk hal-hal yang telah diatur dan ditetapkan dalam Anggaran Dasar Bank dan peraturan perundang-undangan khususnya terhadap pengajuan kredit Pihak Terkait.

Komisaris Independen Bank ditetapkan paling kurang 50% (lima puluh persen) dari jumlah anggota Dewan Komisaris. Komposisi Dewan Komisaris Bank Per 31 Desember 2021 yang efektif menjabat berjumlah 3 (tiga) orang anggota dengan 2 (dua) orang di antaranya sebagai Komisaris Independen yang berarti 67% (enam puluh tujuh persen) dari Komisaris yang ada dan telah memenuhi ketentuan OJK.

Komisaris Independen adalah anggota Dewan Komisaris yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Direksi, anggota Dewan Komisaris lain dan/atau pemegang saham pengendali, atau hubungan dengan bank yang dapat mempengaruhi kemampuan yang bersangkutan untuk bertindak independen.

Kriteria penentuan Komisaris Independen telah diatur dalam Pedoman dan Tata Tertib Kerja Dewan Komisaris dan seluruh Komisaris Independen Bank telah memenuhi kriteria penentuan Komisaris Independen yang telah ditetapkan. Independensi Komisaris Independen tercermin melalui Surat Pernyataan Independensi yang dibuat dan ditandatangani oleh Komisaris Independen.

Adapun kriteria dan independensi dapat dilihat pada tabel dibawah ini:

KriteriaCriteria

Komisaris Independen

Independent Commissioner

Farid Rahman Fahlino F. Sjuib Yayat Sutaryat*

Merupakan pihak yang independen terhadap pemilik bank atau PSP.

It is a party that is independent of the owner of the bank or PSP. √ √ √

the Board of Commissioners always maintains objectivity and independence. Therefore, the Board of Commissioners is not involved in making operational decisions of the Bank, except for matters regulated and stipulated in the Articles of Association of the Bank and the laws and regulations, especially for related party loans applications.

The Bank's Independent Commissioners are determined to be at least 50% (fifty percent) of the total members of the Board of Commissioners. The composition of the Bank's Board of Commissioners as of December 31, 2021, which effectively served was 3 (three) members with 2 (two) of them as Independent Commissioners, which means 67% (sixty-seven percent) of the existing Commissioners and have complied with OJK regulations.

Independent Commissioner is a member of the Board of Commissioners who has no financial, management, share ownership and/or family relationship with members of the Board of Directors, other members of the Board of Commissioners and/or controlling shareholder, or relationship with a bank that may affect the person's ability to act independently.

The criteria for determining the Independent Commissioners have been regulated in the Guidelines and Work Rules of the Board of Commissioners and all Independent Commissioners of the Bank have met the criteria for determining the Independent Commissioners that have been determined. The independence of the Independent Commissioner is reflected in the Declaration of Independence made and signed by the Independent Commissioner.

The criteria and independence can be seen in the table below:



* Diberhentikan dengan hormat berdasarkan keputusan RUPS Tahunan Tahun Buku 2020 tanggal 06 April 2021* Dismissed with honor based on the decision of the 2020 Fiscal Year Annual GMS on April 06 2021

KriteriaCriteria

Komisaris Independen


Farid Rahman Fahlino F. Sjuib Yayat Sutaryat*

Tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/ atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau dengan Bank, serta bebas dari hubungan bisnis atau hubungan lainnya yang dapat mempengaruhi kemampuannya untuk bertindak independen.

Has no financial, management, share ownership and/or family relationship with other members of the Board of Commissioners, Board of Directors and/or with the Bank, and is free from business relationships or other relationships that may affect his ability to act independently.

√ √ √

E.1.5 Tugas dan Tanggung Jawab

Dewan Komisaris bertugas untuk menyelenggarakan pengawasan terhadap kebijakan pengurusan, jalannya kepengurusan pada umumnya baik mengenai Bank maupun usaha Bank. Dalam melaksanakan tugasnya, Dewan Komisaris bertindak secara independen sesuai dengan ketentuan di dalam Anggaran Dasar Bank serta keputusan RUPS dengan itikad baik, penuh tanggung jawab dan kehati–hatian.

Tugas dan tanggung jawab Dewan Komisaris sebagai berikut:1. Dewan Komisaris wajib melaksanakan tugas

dan tanggung jawab secara independen;

2. Dewan Komisaris wajib memastikan penerapan Tata Kelola yang baik terselenggara dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi;

3. Dewan Komisaris wajib melaksanakan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi serta memberikan nasihat kepada Direksi;

4. Dalam melaksanakan pengawasan tersebut, Dewan Komisaris wajib mengarahkan, memantau dan mengevaluasi pelaksanaan kebijakan strategis Bank oleh Direksi;

5. Dewan Komisaris dilarang ikut serta dalam pengambilan keputusan kegiatan operasional Bank, kecuali :a. Penyediaan dana kepada pihak terkait

sebagaimana diatur dalam ketentuan mengenai Batas Maksimum Pemberian Kredit bank umum;

b. Hal–hal lain yang ditetapkan dalam anggaran dasar Bank atau peraturan perundang–undangan;

E.1.5 Duties and responsibilities

The Board of Commissioners is tasked with carrying out supervision of management policies, the course of management in general, both regarding the Bank and the Bank's business. In carrying out its duties, the Board of Commissioners acts independently in accordance with the provisions in the Bank's Articles of Association and the resolutions of the GMS in good faith, full of responsibility and prudence.

The duties and responsibilities of the Board of Commissioners are as follows:1. The Board of Commissioners is required

to carry out its duties and responsibilities independently;

2. The Board of Commissioners is required to ensure the implementation of Good Governance in every business activity of the Bank at all levels or levels of the organization;

3. The Board of Commissioners is required to supervise the implementation of the duties and responsibilities of the Board of Directors and provide advice to the Board of Directors;

4. In carrying out such supervision, the Board of Commissioners is required to direct, monitor and evaluate the implementation of the Bank's strategic policies by the Board of Directors;

5. The Board of Commissioners is prohibited from participating in making decisions on the Bank's operational activities, except:a. Provision of funds to related parties as

stipulated in the provisions concerning the Maximum Limit for Commercial Bank Loans;

b. Other matters stipulated in the Bank's articles of association or laws and regulations;



6. Pengambilan keputusan kegiatan operasional Bank oleh Dewan Komisaris tersebut, merupakan bagian dari tugas pengawasan oleh Dewan Komisaris sehingga tidak meniadakan tanggung jawab Direksi atas pelaksanaan kepengurusan Bank;

7. Dewan Komisaris wajib memastikan bahwa Direksi telah menindaklanjuti temuan audit dan rekomendasi dari satuan kerja audit intern Bank, audit ekstern, hasil pengawasan Otoritas Jasa Keuangan dan/atau hasil pengawasan otoritas lain;

8. Dewan Komisaris melakukan tugas, tanggung jawab, dan wewenang sesuai dengan ketentuan Anggaran Dasar Bank, Keputusan RUPS serta Peraturan Perundang–undangan yang berlaku, diantaranya:a. Menyusun dan melakukan evaluasi berkala

atas Pedoman dan Tata Tertib Kerja Dewan Komisaris yang bersifat mengikat bagi setiap anggota Dewan Komisaris;

b. Mengevaluasi dan menyetujui Rencana Bisnis Bank (RBB);

c. Berdasarkan keputusan RUPS, Dewan Komisaris menunjuk Kantor Akuntan Publik atas rekomendasi Komite Audit untuk melakukan audit atas laporan keuangan Bank;

9. Dewan Komisaris wajib membentuk komite–komite dan memastikan bahwa komite tersebut telah menjalankan tugasnya secara efektif sesuai dengan peraturan perundang–undangan yang berlaku;

10. Mengkaji dan menyetujui kebijakan–kebijakan yang menurut peraturan perundangan yang berlaku wajib memerlukan persetujuan Dewan Komisaris;

11. Mengkaji pertanggungjawaban Direksi atas pelaksanaan kebijakan–kebijakan yang telah disetujui;

12. Membuat laporan tentang tugas pengawasan yang telah dilakukan selama tahun buku yang baru lampau untuk disampaikan kepada RUPS;

13. Mengevaluasi laporan tahunan yang dipersiapkan oleh Direksi serta menandatangani laporan tersebut. Penelaahan laporan tahunan dilakukan sebelum pelaksanaan RUPS;

14. Dewan Komisaris wajib melaporkan kepada Otoritas Jasa Keuangan paling lambat 7 (tujuh) hari kerja semenjak ditemukannya :a. Pelanggaran peraturan perundang–

undangan di bidang keuangan dan perbankan; dan

b. Keadaan atau perkiraan keadaan yang dapat membahayakan kelangsungan

6. The decision making of the Bank's operational activities by the Board of Commissioners is part of the supervisory duties by the Board of Commissioners so that it does not negate the responsibility of the Board of Directors for the implementation of the Bank's management;

7. The Board of Commissioners is required to ensure that the Board of Directors has followed up on audit findings and recommendations from the Bank's internal audit work unit, external audit, the results of the supervision of the Financial Services Authority and/or the results of the supervision of other authorities;

8. The Board of Commissioners performs its duties, responsibilities, and authorities in accordance with the provisions of the Bank's Articles of Association, GMS Resolutions and applicable laws and regulations, including:a. Prepare and conduct periodic evaluations of

the Guidelines and Work Rules of the Board of Commissioners which are binding on each member of the Board of Commissioners;

b. Evaluate and approve the Bank's Business Plan (RBB);

c. Based on the decision of the GMS, the Board of Commissioners appointed a Public Accounting Firm on the recommendation of the Audit Committee to conduct an audit of the Bank's financial statements;

9. The Board of Commissioners is required to establish committees and ensure that these committees have carried out their duties effectively in accordance with the prevailing laws and regulations;

10. Reviewing and approving policies which according to the applicable laws and regulations require the approval of the Board of Commissioners;

11. Reviewing the accountability of the Board of Directors for the implementation of the policies that have been approved;

12. Making a report on the supervisory duties that have been carried out during the last financial year to be submitted to the GMS;

13. Evaluating the annual report prepared by the Board of Directors and signing the report. The review of the annual report is carried out prior to the implementation of the GMS;

14. The Board of Commissioners must report to the Financial Services Authority no later than 7 (seven) working days after the discovery of:a. Violation of laws and regulations in the field of

finance and banking; and

b. Circumstances or estimates of conditions that may jeopardize the continuity of the Bank's



usaha Bank, yang didasarkan pada temuan maupun rekomendasi dari komite–komite yang membantu Dewan Komisaris dalam pengawasan operasional bank. Hal–hal yang wajib dilaporkan di atas yang belum atau tidak dilaporkan oleh bank dan/atau Direktur Kepatuhan kepada Otoritas Jasa Keuangan.

15. Menentukan dan melaksanakan sistem nominasi, evaluasi, remunerasi yang transparan bagi Pengurus setelah mempertimbangkan rekomendasi Komite Nominasi dan Remunerasi yang selanjutnya diajukan untuk memperoleh persetujuan RUPS;

16. Tugas dan Tanggung Jawab Dewan Komisaris selaku Dewan Pengawas DPLK dengan rincian sebagai berikut:a. Bertanggung jawab penuh atas pengawasan

DPLK;b. Memantau efektivitas penerapan Tata Kelola

dana pensiun;

c. Memastikan struktur pengendalian internal dana pensiun telah dapat dilaksanakan dengan baik;

d. Melaksanakan tugas dan tanggung jawab Dewan Pengawas sebagaimana diatur dalam Peraturan Dana Pensiun (PDP) dan ketentuan perundang – undangan di bidang dana pensiun secara independen;

e. Memastikan pelaksanaan audit internal maupun audit eksternal telah dilaksanakan sesuai dengan ketentuan yang berlaku;

f. Memastikan tindak lanjut temuan hasil audit dilaksanakan oleh manajemen;

g. Mengawasi pelaksana Tugas Pengurus dalam menjaga keseimbangan kepentingan semua pihak, khususnya kepentingan Peserta dan/ atau pihak yang berhak memperoleh manfaat;

h. Memastikan bahwa DPLK memiliki kode etik sebagai pedoman perilaku etis bagi Dewan Pengawas, Pelaksana Tugas Pengurus, dan seluruh karyawan;

i. Menyusun dan menerapkan mekanisme pengawasan DPLK;

j. Menyusun laporan hasil pengawasan Dewan Pengawas atas penerapan Tata Kelola Dana Pensiun yang merupakan bagian dari laporan penerapan Tata Kelola Dana Pensiun.

business, which are based on the findings and recommendations of the committees that assist the Board of Commissioners in supervising the bank's operations. The things that must be reported above that have not been or have not been reported by the bank and/or the Director of Compliance to the Financial Services Authority.

15. Determining and implementing a transparent nomination, evaluation, and remuneration system for the Management after considering the recommendations of the Nomination and Remuneration Committee which will then be submitted for approval by the GMS;

16. Duties and Responsibilities of the Board of Commissioners as the Supervisory Board of DPLK with details as follows:a. Fully responsible for the supervision of

DPLK;b. Monitoring the effectiveness of the

implementation of Pension Fund Governance;

c. Ensuring that the pension fund internal control structure has been implemented properly;

d. Carrying out the duties and responsibilities of the Supervisory Board as stipulated in the Pension Fund Regulation (PDP) and the provisions of the legislation in the field of pension funds independently;

e. Ensuring the implementation of internal audits and external audits has been carried out in accordance with applicable regulations;

f. Ensuring that the follow-up on audit findings is carried out by management;

g. Supervising the implementation of the Management's Duties in maintaining the balance of the interests of all parties, in particular the interests of Participants and/or parties entitled to benefits;

h. Ensuring that DPLK has a code of ethics as a guideline for ethical behavior for the Supervisory Board, Acting Managers, and all employees;

i. Developing and implementing DPLK supervision mechanisms;

j. Preparing a report on the results of the supervision of the Supervisory Board on the implementation of Pension Fund Governance as a part of the report on the implementation of Pension Fund Governance.



E.1.6 Hak Dewan KomisarisDewan Komisaris mempunyai hak untuk mendapatkan remunerasi, tunjangan serta fasilitas yang jumlahnya ditetapkan oleh RUPS dengan memperhatikan ketentuan yang berlaku.

E.1.7 Masa JabatanMasa jabatan anggota Dewan Komisaris terhitung sejak tanggal ditetapkan dalam RUPS pengangkatannya dan berakhir pada penutupan RUPS Tahunan yang ke-5 (lima) setelah tanggal pengangkatannya, kecuali apabila ditentukan lain dalam RUPS dan dapat diangkat kembali. 1 (satu) periode masa jabatan anggota Dewan Komisaris adalah 5 (lima) tahun atau sampai dengan penutupan RUPS tahunan pada akhir 1 (satu) periode masa jabatan dimaksud.

Komisaris Independen yang telah menjabat selama 2 (dua) periode masa jabatan berturut–turut dapat diangkat kembali pada periode selanjutnya sebagai Komisaris Independen dalam hal: a. Rapat anggota Dewan Komisaris menilai bahwa

Komisaris Independen tetap dapat bertindak independen; dan

b. Komisaris Independen menyatakan dalam RUPS mengenai independensi yang bersangkutan. Pernyataan independensi tersebut wajib diungkapkan dalam Laporan Pelaksanaan Tata Kelola.

E.1.8 Pelaksanaan Tugas dan Tanggung Jawab Serta Rekomendasi

Dewan Komisaris bank bjb proaktif dalam melakukan pengawasan terhadap kinerja Direksi dan memberikan saran kepada Direksi. Bentuk pengawasan yang dilakukan Dewan Komisaris tentunya mengacu pada Anggaran Dasar Bank, ketentuan internal, POJK dan peraturan perundang–undangan yang berlaku.Sebagai upaya di dalam menjalankan tugas dan tanggung jawabnya, selama tahun 2021 Dewan Komisaris telah melaksanakan hal-hal sebagai berikut : 1. Melakukan pengawasan terhadap pelaksanaan

tugas dan tanggung jawab Direksi termasuk pengawasan terhadap:a. Rencana Bisnis Bank;b. Evaluasi pencapaian kinerja bulanan;c. Ketentuan Anggaran Dasar dan Keputusan

RUPS;d. Peraturan perundang–undangan, untuk

kepentingan Bank dan sesuai dengan maksud dan tujuan bisnis Bank.

E.1.6 Board of Commissioners RightsThe Board of Commissioners has the right to receive remuneration, allowances and facilities, the amount of which is determined by the GMS with due observance of the applicable provisions.

E.1.7 Length of serviceThe term of office of members of the Board of Commissioners starts from the date of appointment in the GMS and ends at the close of the 5th (fifth) Annual GMS after the date of appointment, unless otherwise specified in the GMS and can be reappointed. 1 (one) term of office for members of the Board of Commissioners is 5 (five) years or until the closing of the annual GMS at the end of the 1 (one) term of office in question.

Independent Commissioners who have served for 2 (two) consecutive terms may be reappointed in the next period as Independent Commissioners in the event that:a. The meeting of the members of the Board of

Commissioners considers that the Independent Commissioner can still act independently; and

b. The Independent Commissioner stated in the GMS regarding the independence of the person concerned. The independence statement must be disclosed in the Governance Implementation Report.

E. 1.8 Implementation of Duties and Responsibilities and Recommendations

The Board of Commissioners of bank bjb is proactive in supervising the performance of the Board of Directors and providing advice to the Board of Directors. The form of supervision carried out by the Board of Commissioners of course refers to the Articles of Association of the Bank, internal regulations, POJK and applicable laws and regulations.As an effort in carrying out its duties and responsibilities, during 2021 the Board of Commissioners has carried out the following matters:1. Supervising the implementation of the duties

and responsibilities of the Board of Directors, including supervision of:a. Bank Business Plan;b. Monthly performance achievement evaluation;c. Provisions of the Articles of Association and

Resolutions of the GMS;d. Legislation, for the interest of the Bank and

in accordance with the aims and objectives of the Bank's business.



2. Melakukan tugas yang secara khusus diberikan kepadanya menurut Anggaran Dasar, peraturan perundang–undangan dan/atau keputusan RUPS, diantaranya adalah :a. Memantau dan melaporkan pelaksanaan

action plan Tata Kelola Bank (Good Corporate Governance);

b. Mengawasi dan memberikan nasihat kepada Direksi dalam menjalankan kegiatan bisnis Bank (kebijakan kepengurusan oleh Direksi);

c. Mengawasi efektivitas penerapan GCG pada setiap tingkatan dan jenjang organisasi Bank;

d. Mengawasi pelaksanaan Manajemen Risiko;

e. Memantau dan mengevaluasi kinerja Direksi ;

f. Memantau kepatuhan Bank terhadap peraturan OJK, Bank Indonesia dan peraturan perundang–undangan yang berlaku serta komitmen kepada Bank Indonesia, Otoritas Jasa Keuangan dan pihak – pihak lainnya;

g. Mengawasi dan memberikan nasihat terkait pelaksanaan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) Bank;

h. Mengarahkan, memantau, dan mengevaluasi pelaksanaan Rencana Bisnis Bank (RBB).

3. Menyusun pembagian tugas diantara anggota Dewan Komisaris sesuai dengan keahlian dan pengalaman masing-masing anggota Dewan Komisaris;

4. Menyusun program kerja dan target kinerja Dewan Komisaris setiap tahun serta mekanisme review terhadap kinerja Dewan Komisaris;

5. Mempertanggungjawabkan pelaksanaan tugas Dewan Komisaris kepada RUPS;

6. Meneliti dan menelaah laporan berkala dan Laporan Tahunan yang disiapkan Direksi, termasuk laporan hasil audit internal Bank;

7. Memastikan bahwa Direksi telah menindaklanjuti temuan audit dan rekomendasi dari Satuan Kerja Audit Internal Bank, auditor eksternal, hasil pengawasan Otoritas Jasa Keuangan, Bank Indonesia dan/atau hasil pengawasan otoritas lain yang berwenang;

8. Memastikan bahwa komite yang telah dibentuk telah menjalankan tugasnya secara efektif;

9. Melaksanakan review atas struktur organisasi;

2. Performing tasks specifically assigned to him according to the Articles of Association, laws and/or resolutions of the GMS, including:

a. Monitoring and reporting on the implementation of the Bank's Good Corporate Governance action plan;

b. Supervising and providing advice to the Board of Directors in carrying out the Bank's business activities (management policy by the Board of Directors);

c. Supervising the effectiveness of GCG implementation at every level and organizational level of the Bank;

d. Supervising the implementation of Risk Management;

e. Monitoring and evaluating the performance of the Board of Directors;

f. Monitoring the Bank's compliance with FSA regulations, Bank Indonesia and applicable laws and regulations as well as commitments to Bank Indonesia, the Financial Services Authority and other parties;

g. Supervising and providing advice related to the implementation of the Bank's Anti-Money Laundering and Counter-Terrorism Financing (AML&CFT) program;

h. Directing, monitoring, and evaluating the implementation of the Bank's Business Plan (RBB).

3. Arranging the division of tasks among members of the Board of Commissioners in accordance with the expertise and experience of each member of the Board of Commissioners;

4. Preparing work programs and performance targets for the Board of Commissioners every year as well as a review mechanism on the performance of the Board of Commissioners;

5. Accountable for the implementation of the duties of the Board of Commissioners to the GMS;

6. Researching and reviewing periodic reports and Annual Reports prepared by the Board of Directors, including reports on the results of the Bank's internal audit;

7. Ensuring that the Board of Directors has followed up on audit findings and recommendations from the Bank's Internal Audit Unit, external auditors, the results of the supervision of the Financial Services Authority, Bank Indonesia and/or the results of the supervision of other competent authorities;

8. Ensuring that the committees that have been formed have carried out their duties effectively;

9. Carrying out a review of the organizational structure;



10. Melaksanakan review atas KPI Direksi.

Sebagai bagian dari pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris terus berupaya untuk mendorong pelaksanaan pengawasan yang semakin efektif. Selama 2021, Dewan Komisaris telah mengeluarkan beberapa keputusan dan persetujuan, antara lain : 1. Surat Keputusan Dewan Komisaris Nomor 01/

SK/DKO/2021 tanggal 07 April 2021 tentang Pembagian Tugas dan Pelaksanaan Kegiatan Dewan Komisaris serta Komite – Komite PT Bank Pembangunan Daerah Jawa Barat dan Banten;

2. Surat Keputusan Dewan Komisaris Nomor 02/SK/DKO/2021 tanggal 28 April 2021 tentang Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk;

3. Surat Keputusan Dewan Komisaris Nomor 03/SK/DKO/2021 tanggal 22 Juni 2021 tentang Revisi Rencana Binis Bank (RBB) Tahun 2021 - 2023 PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk;

4. Surat Keputusan Dewan Komisaris Nomor 04/SK/DKO/2021 tanggal 22 Juni 2021 tentang Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.

5. Surat Keputusan Dewan Komisaris Nomor 05/SK/DKO/2021 tanggal 16 November 2021 tentang Persetujuan Atas Rencana Bisnis PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk Tahun 2022 – 2024.

6. Surat Keputusan Dewan Komisaris Nomor 06/SK/DKO/2021 tanggal 28 Desember 2021 tentang Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.;

7. Persetujuan Revisi Kebijakan Tata Kelola Bank. 8. Persetujuan Rencana Kerja dan Anggaran

Satuan Kerja Audit Internal Tahun 2021. 9. Persetujuan Penyediaan Dana Fasilitas Kredit

kepada Pihak Terkait: a. Koperasi Konsumen bank bjb Ziebarb. PT BPR Serang c. PD BPR Berkah d. PT Artdeco Sejahtera Abadi e. PT Jasa Sarana f. PT BPR Karya Utama Jabar g. PT BPR Cipatujah Jabar (Perseroda)h. PT Jasa dan Kepariwisataan Jabar (Perseroda)

10. Carrying out a review of the KPI of the Board of Directors.

As part of the implementation of its duties and responsibilities, the Board of Commissioners continues to strive to encourage more effective supervision. During 2021, the Board of Commissioners has issued several decisions and approvals, including:1. Decree of the Board of Commissioners

Number 01/SK/DKO/2021 dated April 07, 2021 concerning the Division of Duties and Implementation of Activities of the Board of Commissioners and the Committees of PT Bank Pembangunan Daerah Jawa Barat and Banten;

2. Decree of the Board of Commissioners Number 02/SK/DKO/2021 dated April 28, 2021 concerning Guidelines and Work Orders for the Risk Monitoring Committee of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk;

3. Decree of the Board of Commissioners Number 03/SK/DKO/2021 dated June 22, 2021 concerning Revision of the Bank's Business Plan (RBB) 2021 - 2023 PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk;

4. Decree of the Board of Commissioners Number 04/SK/DKO/2021 dated June 22, 2021 concerning Guidelines and Work Procedures for the Nomination and Remuneration Committee of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk.

5. Decree of the Board of Commissioners Number 05/SK/DKO/2021 dated November 16, 2021 concerning Approval of the Business Plan of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk for 2022 – 2024

6. Decree of the Board of Commissioners Number 06/SK/DKO/2021 dated December 28, 2021 concerning Guidelines and Work Orders of the Integrated Governance Committee of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk.;

7. Approval of Revision of Bank Governance Policy.8. Approval of the 2021 Internal Audit Work Plan

and Budget.9. Approval of Provision of Credit Facility Funds to

Related Parties:a. Consumer Cooperative bank bjb Ziebarb. PT BPR Serangc. PD BPR Berkahd. PT Artdeco Sejahtera Abadie. PT Jasa Saranaf. PT BPR Karya Utama Jabarg. PT BPR Cipatujah Jabar (Perseroda)h. PT Jasa dan Kepariwisataan Jabar (Perseroda)



10. Persetujuan atas publikasi laporan keuangan triwulan bank bjb.

11. Persetujuan Struktur Organisasi bank bjb. 12. Penunjukan Kantor Akuntan Publik terkait:

a. Penerbitan Comfort Letter dalam rangka Penawaran Umum Obligasi Subordinasi Berkelanjutan III bank bjb Tahap I Tahun 2021.

b. Audit Pengelolaan Dana CSR Tahun 2020. c. Audit Penjatahan dan Biaya Emisi Penawaran

Umum Berkelanjutan III (PUB III) Obligasi Subordinasi Tahap I Tahun 2021.

d. Audit Laporan Keuangan Tahun Buku 2021. e. Audit Laporan Keuangan Dana Pensiun

Lembaga Keuangan (DPLK) bank bjb Tahun Buku 2021.

f. Audit Laporan Keuangan dan Penerbitan Comfort Letter untuk Program Penambahan Modal dengan Hak Memesan Efek Terlebih Dahulu (PMHMETD).

13. Persetujuan Revisi Kebijakan Perkreditan Bank. 14. Persetujuan Corporate Plan bank bjb Tahun

2021 – 2025. 15. Persetujuan pengalihan piutang (cessie) kredit

konsumer ke Bank Banten dalam rangka penyelamatan dan/atau penyelesaian kredit.

16. Persetujuan Rencana Bisnis DPLK bank bjb Tahun 2022.

17. Persetujuan Pemberian Credit Line Kepada Pihak Terkait An. PT Bank Jabar Banten Syariah (bjb Syariah).

18. Persetujuan Rencana Aksi (Recovery Plan) bank bjb Tahun 2021.

19. Persetujuan Rencana Aksi Keuangan Berkelanjutan (RAKB) bank bjb Tahun 2022.

20. Evaluasi terhadap kebijakan manajemen risiko bank bjb.

E.1.9 Kepemilikan Saham

Dewan Komisaris telah mengungkapkan kepemilikan sahamnya baik pada Bank maupun pada Bank lain dan perusahaan lain yang berkedudukan di dalam dan di luar negeri. Kepemilikan saham Dewan Komisaris dapat dilihat pada tabel di bawah ini.

10. Approval on the publication of bank bjb quarterly financial statements.

11. Approval of bank bjb Organizational Structure.12. Appointment of the relevant Public Accounting

Firm: a. Issuance of Comfort Letter in the context of

Public Offering of Continuous Subordinated Bond III bank bjb Phase I 2021.

b. 2020 CSR Fund Management Audit.c. Allotment Audit and Continuous Public

Offering III (PUB III) Subordinated Bond Phase I 2021 Audit.

d. Financial Statement Audit for Financial Year 2021.

e. Financial Statement Audit of the Financial Institution Pension Fund (DPLK) bank bjb for the 2021 Fiscal Year.

f. Audit of Financial Statements and Issuance of Comfort Letters for Capital Increase Program with Pre-emptive Rights (PMHMETD).

13. Approval of Bank Credit Policy Revision.14. Approval of bank bjb Corporate Plan 2021 –

2025.15. Approval for the transfer of consumer credit

cessie to Bank Banten in the context of rescuing and/or settling credit.

16. Approval of bank bjb DPLK Business Plan for 2022.

17. Approval of Credit Line Granting to Related Parties An. PT Bank Jabar Banten Syariah (Bjb Syariah).

18. Approval of bank bjb's Recovery Plan for 2021.

19. Approval of the Bank bjb's Sustainable Finance Action Plan (RAKB) for 2022.

20. Evaluation of bank bjb risk management policies.

E.1.9 Shareholding

The Board of Commissioners has disclosed its share ownership both in the Bank and in other banks and other companies domiciled at home and abroad. The share ownership of the Board of Commissioners can be seen in the table below.



NamaName

JabatanPosition

Kepemilikan Saham (lembar)Share Ownership (Share)

bank bjb Perusahaan LainOther Companies

Farid Rahman Komisaris Utama IndependenIndependent President Commissioner - -

Eddy I. M. Nasution* KomisarisCommissioner - -

Fahlino F. Sjuib Komisaris IndependenIndependent Commissioner - -

Muhadi KomisarisCommissioner 2.724.820 -

Yayat Sutaryat* Komisaris IndependenIndependent Commissioner - -

E.1.10 Hubungan AfiliasiKriteria hubungan afiliasi antara Dewan Komisaris, Direksi, dan Pemegang Saham Pengendali meliputi:

1. Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Dewan Komisaris lainnya;

2. Hubungan afiliasi antara anggota Dewan Komisaris dengan Direksi;

3. Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.

Hubungan afiliasi antara anggota Direksi, Dewan Komisaris dan Pemegang Saham Pengendali, dapat dilihat sebagaimana tabel di bawah ini:

E.1.10 Affiliate RelationshipThe criteria for affiliation between the Board of Commissioners, the Board of Directors, and the Controlling Shareholders include: 1. Affiliate relationship between members of the

Board of Commissioners and other members

of the Board of Commissioners;

2. Affiliation relationship between members of

the Board of Commissioners and the Board of

Directors;

3. Affiliate relationship between members of the

Board of Commissioners and the Major and/or

controlling Shareholders.

The affiliation relationship between members of the Board of Directors, Board of Commissioners and Controlling Shareholders, can be seen in the table below:

* Diberhentikan dengan hormat berdasarkan Keputusan Rapat Umum Pemegang Saham Tahunan Tahun Buku 2020 tanggal 6 April* Dismissed with honor based on the Decision of the Annual General Meeting of Shareholders for the Financial Year 2020 dated April 6, 2021.

*Diberhentikan dengan hormat berdasarkan keputusan Rapat Umum Pemegang Saham Tahunan Tahun Buku 2020 tanggal 6 April 2020*Respectfully dismissed based on the decision of the 2020 Annual General Meeting of Shareholders on April 6, 2020

Hubungan Keuangan, Keluarga dan Kepengurusan KomisarisTable of Affiliation Relations of the Board of Commissioners

Nama Name

JabatanPosition

Hubungan Keuangan DenganRelation of Financial with

Hubungan Keluarga DenganRelation of Family with Hubungan

Kepengurusan di Perusahaan lain

Management Relationship

in Other Companies


Commissioners

DireksiDirectors

Pemegang Saham

PengendaliControlling

Shareholders


Commissioners

DireksiDirectors

Pemegang Saham


Shareholders

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Farid Rahman


Eddy I. M. Nasution*

KomisarisCommissioner

Fahlino F. Sjuib

Komisaris IndependenIndependent Commissioner

Muhadi KomisarisCommissioner

Yayat Sutaryat*




E.1.11 Rapat Dewan Komisaris

Dewan Komisaris wajib menyelenggarakan rapat Dewan Komisaris paling kurang 1 (satu) kali dalam 1 (satu) bulan dan wajib dihadiri oleh seluruh anggota Dewan Komisaris secara fisik paling kurang 2 (dua) kali dalam setahun. Dalam hal Komisaris Non Independen tidak dapat menghadiri rapat Dewan Komisaris secara fisik, maka Komisaris Non Independen dapat menghadiri rapat Dewan Komisaris melalui sarana teknologi telekonferensi. Rapat adalah sah dan berhak mengambil keputusan yang mengikat hanya apabila lebih dari setengah bagian dari jumlah anggota Dewan Komisaris hadir atau diwakili dalam rapat. Pengambilan keputusan pada rapat Dewan Komisaris dilakukan berdasarkan musyawarah mufakat pada pengambilan keputusan dimaksud.

a. Rapat Dewan Komisaris diadakan sekurang-kurangnya 1 kali dalam 1 bulan. Rapat tersebut antara lain membahas :1) Evaluasi atas kebijakan strategis dan

rencana bisnis Bank;2) Evaluasi atas kinerja bank secara periodik

dan posisi akhir tahun;3) Evaluasi hasil pemantauan atas kepatuhan

Bank terhadap Peraturan Otoritas Jasa Keuangan dan peraturan perundang-undangan yang berlaku.

4) Rapat terkait hal–hal tertentu yang sifatnya insidentil;

b. Rapat Dewan Komisaris dapat juga diadakan setiap waktu bilamana dianggap perlu oleh Komisaris Utama atau oleh 1/3 (satu pertiga) dari jumlah anggota Dewan Komisaris atau atas permintaan tertulis dari Direksi.

c. Selama tahun 2021, Dewan Komisaris telah melaksanakan Rapat Internal Dewan Komisaris sebanyak 23 (dua puluh tiga) kali dan Rapat Gabungan Dewan Komisaris dan Direksi sebanyak 37 (tiga puluh tujuh) kali. Adapun frekuensi dan kehadiran masing-masing anggota Dewan Komisaris adalah sebagai berikut:

E.1.11 Board of Commissioners MeetingThe Board of Commissioners must hold a meeting of the Board of Commissioners at least 1 (one) time in 1 (one) month and must be physically attended by all members of the Board of Commissioners at least 2 (two) times a year. In the event that the Non-Independent Commissioner is unable to physically attend the Board of Commissioners' meeting, the Non-Independent Commissioner may attend the Board of Commissioners' meeting via teleconferencing technology. The meeting is valid and has the right to make binding decisions only if more than half of the total members of the Board of Commissioners are present or represented at the meeting. Decision making at the meeting of the Board of Commissioners is carried out based on deliberation and consensus on the decision making in question.

a. Meetings of the Board of Commissioners are held at least once a month. The meeting discussed, among other things:1) Evaluation of the Bank's strategic policies

and business plans;2) Periodic evaluation of bank performance

and year-end position;3) Evaluation of monitoring results on the

Bank's compliance with the Financial Services Authority Regulations and applicable laws and regulations.

4) Meetings related to certain incidental matters;

b. Meetings of the Board of Commissioners may also be held at any time if deemed necessary by the President Commissioner or by 1/3 (one third) of the total members of the Board of Commissioners or at the written request of the Board of Directors.

c. During 2021, the Board of Commissioners held 23 (twenty three) Internal Meetings of the Board of Commissioners and 37 (thirty seven) Joint Meetings of the Board of Commissioners and Directors. The frequency and attendance of each member of the Board of Commissioners is as follows:



NamaName

JabatanPosition

Rapat Dewan KomisarisBoard of Commissioners Meeting

Rapat Gabungan Dewan Komisaris dengan Direksi

Joint Meeting of the Board of Commissioners with the Board of Directors

Jumlah dan Persentasi KehadiranAttendance Number and Percentage

Jumlah dan Persentase KehadiranAttendance Number and Percentage

Jumlah Rapat

Number of Meetings

Jumlah KehadiranNumber of Attendance

PersentasePrecentage

Jumlah RapatNumber of Meetings



Farid Rahman

Komisaris Utama Independen

Independent President Commissioner

23 23 100% 37 37 100%

MuhadiKomisaris

Commissioner23 23 100% 37 37 100%


23 23 100% 37 37 100%

Eddy I. M. Nasution*

Komisaris

Commissioner8 8 100% 11 11 100%

Yayat Sutaryat*Komisaris Independen


8 8 100% 11 11 100%

E.1.12 Penilaian Kinerja Dewan Komisaris

1. Penilaian Kinerja Dewan Komisaris oleh RUPS. Penilaian kinerja Dewan Komisaris dibantu oleh Komite Nominasi dan Remunerasi yang kemudian disampaikan pada RUPS melalui Laporan tugas pengawasan Dewan Komisaris dalam Laporan Tahunan Perseroan. Berdasarkan laporan tersebut RUPS memberikan pembebasan sepenuhnya terhadap pertanggungjawaban (acquit et decharge) Dewan Komisaris atas tugas pengawasan yang dilakukan sepanjang tahun buku 2021.

2. Prosedur Pelaksanaan Penilaian Kinerja Dewan Komisaris

a. Penilaian kinerja Dewan Komisaris dilakukan 1 (satu) kali dalam 1 (satu) tahun setiap akhir tahun buku baik secara kolektif kolegial maupun individu;

b. Penilaian kinerja menjadi dasar pertimbangan dalam pemberian remunerasi khususnya tantiem;

E.1.12 Board of Commissioners Performance Assessment

1. Performance Assessment of the Board of Commissioners by the GMS.The Board of Commissioners' performance appraisal is assisted by the Nomination and Remuneration Committee which is then submitted to the GMS through the Board of Commissioners' supervisory task report in the Company's Annual Report. Based on the report, the GMS gave full release from the Board of Commissioners' responsibility (acquit et decharge) for the supervisory duties carried out throughout the 2021 financial year.

2. Procedure for the Implementation of the Board of Commissioners' Performance Appraisala. Performance appraisal of the Board of

Commissioners is carried out 1 (one) time in 1 (one) year at the end of each financial year, both collectively, collegial and individual;

b. Performance appraisal is the basis for consideration in the provision of remuneration, especially tantiem;

* Diberhentikan dengan hormat berdasarkan Keputusan Rapat Umum Pemegang Saham Tahunan Tahun Buku 2020 tanggal 6 April 2021* Dismissed with honor based on the Decision of the Annual General Meeting of Shareholders for the Financial Year 2020 dated April 6, 2021.



c. Mekanisme dan Indikator penilaian kinerja Dewan Komisaris diatur dalam Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi.

3. Kriteria Evaluasi Kinerja Dewan Komisaris

Kinerja Dewan Komisaris yang dilaporkan kepada Pemegang Saham melalui RUPS dinilai berdasarkan kriteria–kriteria yang berhubungan dengan pelaksanaan tugas dan tanggung jawab Dewan Komisaris yang mencakup aspek struktur, operasional, pengarahan, pegawasan dan pelaporan serta pencapaian realisasi Program Kerja/ Rencana Kerja Tahunan Dewan Komisaris tahun 2021.

4. Pihak yang Melakukan PenilaianPihak yang melakukan penilaian atas kinerja Dewan Komisaris yaitu Pemegang Saham dalam RUPS.

5. Hasil Penilaian kinerja Dewan Komisaris

Dewan Komisaris telah menyusun dan melaksanakan program kerja Dewan Komisaris tahun 2021 dengan memperhatikan tugas, wewenang dan kewajiban Dewan Komisaris dalam hal pengawasan Perseroan sesuai dengan peraturan dan perundang-undangan yang berlaku. Atas pelaksanaan tugas pengawasan Perseroan oleh Dewan Komisaris, RUPS menyatakan bahwa Dewan Komisaris telah melaksanakan tugasnya dengan baik.

Hasil penilaian kinerja Dewan Komisaris secara kolektif kolegial maupun individu pada tahun 2021 dinilai baik dengan pencapaian nilai sebesar 100%.

E.2 Direksi E.2.1 Jumlah dan Komposisi

Direksi Bank terdiri dari sekurang-kurangnya 3 (tiga) orang anggota dan seorang diantaranya diangkat sebagai Direktur Utama. Selama tahun 2021, Komposisi anggota Direksi bank bjb mengalami perubahan sebagaimana penjelasan berikut.

1. Komposisi Direksi Sebelum RUPS Tahunan 2021

c. Mechanisms and indicators for evaluating the performance of the Board of Commissioners are regulated in the Nomination and Remuneration Committee Guidelines and Work Rules.

3. Board of Commissioners Performance Evaluation CriteriaThe performance of the Board of Commissioners reported to Shareholders through the GMS is assessed based on the criteria related to the implementation of the duties and responsibilities of the Board of Commissioners which includes aspects of structure, operations, direction, supervision and reporting as well as the achievement of the realization of the Work Program/Annual Work Plan of the Board of Commissioners in 2021 .

4. The Party Conducting the AssessmentThe party that evaluates the performance of the Board of Commissioners is the Shareholders in the GMS.

5. Board of Commissioners Performance Assessment ResultsThe Board of Commissioners compiled and implemented the work program of the Board of Commissioners in 2021 by taking into account the duties, authorities and obligations of the Board of Commissioners in terms of supervision of the Company in accordance with the applicable laws and regulations. On the implementation of the supervisory duties of the Company by the Board of Commissioners, the GMS stated that the Board of Commissioners has carried out its duties properly.The results of the collective, collegial and individual performance appraisal of the Board of Commissioners in 2021 could be considered good with the achievement of a score of 100%.

E.2 Directors E.2.1 Quantity and Composition

The Bank's Board of Directors consists of at least 3 (three) members and one of them is appointed as the President Director. During 2021, the composition of the members of the Board of Directors of bank bjb underwent changes as explained below.

1. Composition of the Board of Directors Before the 2021 Annual GMS



NamaName

JabatanPosition



Yuddy Renaldi Direktur UtamaPresident Director

RUPS Tahunan tanggal 30 April 2019Annual GMS on April 30, 2019

3 Juli 2019July 3, 2019

Nia Kania

Direktur Keuangan &Manajemen RisikoDirector of Finance & Risk Management

RUPS Tahunan tanggal 28 Februari 2018Annual GMS on 28 February 2018

28 Februari 2018February 28, 2018

Suartini

Direktur Konsumer &RitelDirector of Consumer & Retail



AgusMulyana

Direktur KepatuhanDirector of Compliance


11 Desember 2018December 11, 2018

Tedi Setiawan Direktur OperasionalDirector of Operations


21 Juni 2019June 21, 2019

Rio Lanasier

Direktur InformationTechnology, Treasury dan International BankingDirector of Information Technology, Treasury and International Banking


21 Juni 2019June 21, 2019

NancyAdistyasari

Direktur Komersial dan Usaha Mikro Kecil dan Menengah (UMKM)Director of Commercial & Micro, Small and Medium Enterprises (MSMEs)

RUPS Luar Biasa tanggal 1 September 2020Extraordinary GMS on September 1, 2020

1 September 2020September 1, 2020

2. Komposisi Direksi Setelah RUPS Tahunan 2021 Pada tanggal 6 April 2021, RUPS Tahunan 2021 memutuskan perubahan susunan pengurus Bank sebagai berikut:

a) Memberhentikan dengan hormat anggota Direksi, yaitu Agus Mulyana selaku Direktur Kepatuhan;

b) Mengangkat anggota Direksi Perseroan yaitu Cecep Trisna selaku Direktur Kepatuhan.

Sehingga komposisi Direksi setelah RUPS Tahunan 2021 sebanyak 7 (tujuh) orang yang terdiri dari 1 (satu) orang Direktur Utama, 6 (enam) orang Direksi. Seluruh Direksi berdomisili di wilayah kerja Kantor bank bjb. Komposisi dan dasar pengangkatan Direksi dapat dilihat pada tabel di bawah ini:

2.

2. Composition of the Board of Directors After the 2021 Annual GMS On April 6, 2021, the 2021 Annual GMS decided to change the composition of the Bank's management as follows:a) Dismissing with honor members of the

Board of Directors, namely Agus Mulyana as Director of Compliance;

b) Appointing a member of the Company's Board of Directors, namely Cecep Trisna as Director of Compliance.

Hence, the composition of the Board of Directors after the 2021 Annual GMS was 7 (seven) people consisting of 1 (one) President Director, 6 (six) Directors. All Directors were domiciled in the working area of the bank bjb office. The composition and basis for the appointment of the Board of Directors can be seen in the table below:



NamaName

JabatanPosition



Yuddy Renaldi Direktur UtamaPresident Director


3 Juli 2019July 3, 2019

Nia Kania Direktur Keuangan Director of Finance



Suartini

Direktur Konsumer &RitelDirector of Consumer & Retail





21 Juni 2019June 21, 2019

Rio Lanasier

Direktur InformationTechnology, Treasury dan International BankingDirector of Information Technology, Treasury and International Banking


21 Juni 2019June 21, 2019

NancyAdistyasari

Direktur Komersial dan Usaha Mikro Kecil dan Menengah (UMKM)Director of Commercial & Micro, Small and Medium Enterprises (MSMEs)

RUPS Luar Biasa tanggal 1 September 2020Extraordinary GMS on September 1, 2020

1 September 2020September 1, 2020

Cecep Trisna Direktur KepatuhanDirector of Compliance

RUPS Tahunan 2021 tanggal 6 April 20212021 Annual GMS on April 6, 2021

22 Juli 2021Juli 22, 2021

E.2.2 Kriteria Anggota Direksi

Kriteria umum Anggota Direksi, adalah Warga Negara Indonesia yang :1. Bertaqwa kepada Tuhan yang Maha Esa; 2. Mempunyai akhlak, moral dan integritas yang

baik;3. Setia dan taat kepada negara dan Pemerintah

Republik Indonesia; 4. Tidak terlibat secara langsung maupun tidak

langsung dalam kegiatan pengkhianatan kepada Negara Republik Indonesia;

5. Sehat jasmani dan rohani; 6. Tidak pernah dihukum karena melakukan

kegiatan yang merugikan negara atau tindakan yang tercela di bidang perbankan;

7. Tidak dicabut hak pilihnya berdasatkan keputusan pengadilan;

8. Mampu melaksanakan perbuatan hukum; 9. Tidak pernah dinyatakan pailit atau menjadi

anggota Direksi atau anggota Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu Perseroan dinyatakan pailit dalam waktu 5 (lima) tahun sebelum dicalonkan;

10. Calon anggota Direksi yang akan mengikuti penilaian kemampuan dan kepatutan kepada Otoritas Jasa Keuangan, diusulkan oleh Pemegang Saham Seri A yang mewakili sekurang-kurangnya 10% (sepuluh persen) baik secara sendiri-sendiri maupun gabungan dari jumlah seluruh saham dengan hak suara yang sah;

E.2.2 Criteria for Members of the Board of Directors

The general criteria for members of the Board of Directors are Indonesian citizens who:

1. Fear God Almighty;2. Have good character, morals and integrity;

3. Loyal and obedient to the state and the Government of the Republic of Indonesia;

4. Not involved directly or indirectly in treasonous activities to the Republic of Indonesia;

5. Physically and mentally healthy;6. Never been punished for carrying out activities

that are detrimental to the state or a disgraceful act in the banking sector;

7. Not revoked the right to vote based on a court decision;

8. Able to carry out legal actions;9. Never been declared bankrupt or a member of

the Board of Directors or a member of the Board of Commissioners found guilty of causing a company to be declared bankrupt within 5 (five) years prior to being nominated;

10. Candidates for members of the Board of Directors who will take part in the fit and proper test with the Financial Services Authority, are proposed by Series A Shareholders who represent at least 10% (ten percent) either individually or in combination of the total shares with valid voting rights;



11. Usia maksimal calon anggota Direksi pada saat pertama kali diangkat adalah 56 (lima puluh enam) tahun;

12. Bukan sebagai mantan anggota Direksi Perseroan atau Pejabat Eksekutif Perseroan yang purnabakti, mengundurkan diri atau diberhentikan;

13. Wajib mempunyai latar belakang dan pengalaman operasional Bank Umum Devisa dengan jabatan terakhir serendah-rendahnya 1 (satu) tingkat di bawah Direksi bagi calon Direktur Utama dan calon Direktur yang berasal dari Bank kelompok BUKU 4;

14. Wajib mempunyai latar belakang dan pengalaman operasional Bank Umum Devisa dengan jabatan terakhir serendah-rendahnya 1 (satu) tingkat di bawah Direksi bagi calon Direksi bagi calon Direktur dan serendah-rendahnya Direktur bagi calon Direktur Utama yang berasal dari Bank Kelompok BUKU 3;

15. Wajib mempunyai latar belakang dan pengalaman operasional Bank Umum Devisa dengan jabatan terakhir yang setingkat, bagi calon Direktur Utama dan calon Direktur yang berasal dari Bank kelompok BUKU 2;

16. Wajib menjabat sebagai anggota Direksi Bank bagi calon Direktur Utama yang berasal dari Bank;

17. Wajib menjabat sebagai eksekutif dengan jabatan satu tingkat di bawah Direksi atau serendah-rendahnya Pemimpin Divisi, termasuk yang sedang dalam penugasan oleh Perseroan bagi calon Direktur yang berasal dari dalam Perseroan;

Persyaratan lainnya, yaitu:1. Wajib berasal dari pihak independen terhadap

pemegang saham pengendali bagi calon Direktur Utama;

2. Mayoritas anggota Direksi paling kurang memiliki pengalaman 5 (lima) tahun di bidang operasional sebagai pejabat eksekutif bank umum;

3. Tidak merangkap jabatan sebagai anggota Dewan Komisaris, Direksi atau Pejabat Eksekutif pada Bank, perusahaan dan/atau lembaga lain kecuali apabila anggota Direksi yang bersangkutan bertanggung jawab terhadap pengawasan atas penyertaan pada perusahaan anak Bank, menjalankan tugas fungsional menjadi anggota Dewan Komisaris pada perusahaan bukan anak Bank yang dikendalikan oleh Bank, sepanjang perangkapan jabatan tersebut tidak mengakibatkan yang

11. The maximum age for candidates for members of the Board of Directors when they are first appointed is 56 (fifty six) years;

12. Not as a former member of the Company's Board of Directors or Executive Officer of the Company who retired, resigned or was dismissed;

13. Must have a background and operational experience of a Foreign Exchange Commercial Bank with the latest position at least 1 (one) level below the Board of Directors for candidates for President Director and candidates for Director who come from BUKU 4 group Banks;

14. Must have a background and operational experience of a Foreign Exchange Commercial Bank with the latest position at least 1 (one) level below the Board of Directors for candidates for Directors for candidates for Directors and at least Director for candidates for President Director from BUKU 3 Group Banks;

15. Required to have background and operational experience of Foreign Exchange Commercial Banks with the last position of the same level, for candidates for President Director and candidates for Director from BUKU 2 group Banks;

16. Must serve as a member of the Bank's Board of Directors for a candidate for President Director from the Bank;

17. Must serve as an executive with a position one level below the Board of Directors or at least Division Leader, including those currently on assignment by the Company for prospective Directors from within the Company;

Other requirements, namely:1. Must come from an independent party to the

controlling shareholder for a candidate for President Director;

2. The majority of the members of the Board of Directors have at least 5 (five) years of experience in the operational field as executive officers of commercial banks;

3. Not holding concurrent positions as a member of the Board of Commissioners, Board of Directors or Executive Officer at a Bank, company and/or other institution unless the member of the Board of Directors concerned is responsible for supervising investments in the Bank's subsidiary company, carrying out functional duties as a member of the Board of Commissioners in a non-subsidiary company controlled by the Bank, as long as the concurrent position does not result in the person concerned



bersangkutan mengabaikan pelaksanaan tugas dan tanggung jawab sebagai anggota Direksi Bank;

4. Anggota Direksi baik secara sendiri-sendiri atau bersama-sama dilarang memiliki saham melebih 25% (dua puluh lima persen) dari modal disetor pada suatu perusahaan lain;

5. Antara sesama anggota Direksi dan antara anggota Direksi dengan anggota Dewan Komisaris tidak boleh ada hubungan keluarga sampai dengan derajat kedua, baik menurut garis lurus maupun ke samping, termasuk menantu dan ipar.

E.2.3 Kebijakan Tata Tertib Kerja

Direksi memiliki Pedoman Kerja Direksi berdasarkan Surat Keputusan Direksi Nomor 0077/SK/DIR-CS/2019 tanggal 14 Januari 2019 tentang Kebijakan Tata Tertib Kerja Direksi yang menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, serta menjadi acuan bagi Direksi dalam melaksanakan tugas masing-masing untuk mencapai Visi dan Misi Perseroan.

Kebijakan Tata Tertib Kerja Direksi mengacu pada prinsip-prinsip hukum Bank, ketentuan anggaran dasar, peraturan perundangundangan yang berlaku, serta praktik-praktik terbaik (best practices) GCG. Kebijakan Tata Tertib Kerja Direksi sebagai landasan bagi Direksi dalam melaksanakan tugas dan tanggung jawab secara efektif, efisien, memperhatikan prinsip-prinsip keterbukaan, akuntabilitas, pertanggungjawaban, independen dan kewajaran, sehingga internal kontrol dan manajemen risiko Perseroan dapat terlaksana dengan baik. Adapun isi Kebijakan Tata Tertib Kerja Direksi bank bjb yaitu: I. Pendahuluan II. Organisasi dan Kewenangan III. Nilai-nilai IV. Waktu Kerja V. Rapat Direksi VI. Evaluasi Kinerja VII. Pelaporan dan Pertanggungjawaban

E.2.4 Independensi

Direksi senantiasa bertindak independen, dalam arti tidak mempunyai benturan kepentingan yang dapat mengganggu kemampuannya untuk melaksanakan tugas secara mandiri dan kritis, baik dalam hubungan satu sama lain maupun hubungan terhadap Dewan Komisaris.

neglecting the implementation of his duties and responsibilities as a member of the Bank's Board of Directors;

4. Members of the Board of Directors, either individually or jointly, are prohibited from owning shares in excess of 25% (twenty five percent) of the paid-up capital in another company;

5. Among fellow members of the Board of Directors and members of the Board of Commissioners there must be no family relationship up to the second degree, either in a straight line or sideways, including in-laws and in-laws.

E.2.3 Work Rules Policy

The Board of Directors has a Board of Directors Work Guidelines based on the Board of Directors Decree Number 0077/SK/DIR-CS/2019 dated January 14, 2019 concerning the Board of Directors' Work Procedure Policy which explains the stages of activities in a structured, systematic, easy to understand and consistent manner, as well as being a reference for The Board of Directors in carrying out their respective duties to achieve the Company's Vision and Mission.The Board of Directors' Work Rules Policy refers to the Bank's legal principles, provisions of the articles of association, applicable laws and regulations, as well as GCG best practices. The Board of Directors' Work Rules Policy is the basis for the Board of Directors in carrying out their duties and responsibilities effectively, efficiently, paying attention to the principles of openness, accountability, responsibility, independence and fairness, so that the Company's internal control and risk management can be carried out properly. The contents of the Bank bjb Board of Directors' Work Rules Policy are as follows:I. IntroductionII. Organization and AuthorityIII. ValuesIV. Working timeV. Board of Directors MeetingVI. Performance evaluationVII. Reporting and Accountability

E.2.4 Independence

The Board of Directors always acts independently, in the sense that it does not have a conflict of interest that can interfere with its ability to carry out tasks independently and critically, both in relation to one another and the relationship to the Board of Commissioners.



E.2.5 Tugas dan Tanggung JawabDireksi bertugas untuk menjalankan kepengurusan Bank melalui setiap tindakan dan kebijakan yang dianggap tepat. Atas dasar tersebut, Direksi bertanggung jawab penuh atas pelaksanaan kepengurusan Bank untuk kepentingan Perseroan serta sesuai dengan maksud dan tujuan Bank yang telah ditetapkan dalam Anggaran Dasar Bank maupun diatur dalam peraturan perundang-undangan, dengan itikad baik, penuh tanggung jawab dan kehati-hatian.

Penetapan tugas masing-masing anggota Direksi dilaksanakan sesuai dengan bidang keahlian masing-masing anggota Direksi. Dalam hal RUPS tidak menetapkan keputusan mengenai penetapan tugas bagi masing-masing anggota Direksi, penetapan tugas masing-masing anggota Direksi ditetapkan berdasarkan keputusan rapat Direksi.

Sesuai dengan Surat Keputusan Direksi nomor 0077/SK/DIR-CS/2019 tanggal 14 Januari 2019 tentang Kebijakan Tata Tertib Kerja Direksi, dijelaskan mengenai tugas dan tanggung jawab Direksi sebagai berikut :

1. Tugas Direktur Utamaa. Mengkoordinir dan memberikan arahan

dalam penyusunan visi, misi dan nilai – nilai serta rencana korporasi dan rencana bisnis untuk dibicarakan dan disetujui oleh Dewan Komisaris atau RUPS sesuai dengan ketentuan Anggaran Dasar Bank;

b. Menyelaraskan dan mengakomodir inisiatif internal bank yang dapat memberi nilai tambah serta meningkatkan kinerja dan daya saing bank;

c. Mengkoordinasikan pelaksanaan tugas antar anggota Direksi, melaksanakan pembinaan dan pengendalian terhadap seluruh kegiatan operasional dan pengelolaan bank secara efektif dan efisien, dengan memperhatikan asas keseimbangan dan keserasian serta memastikan kepatuhan terhadap aturan regulator yang berlaku;

d. Mengkoordinasikan, mengendalikan dan mengevaluasi penerapan prinsip – prinsip Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) dan Standar Etika Bank secara konsiten dalam perusahaan;

e. Memimpin Rapat Direksi.

E.2.5 Duties and responsibilitiesThe Board of Directors is tasked with carrying out the management of the Bank through any actions and policies deemed appropriate. On this basis, the Board of Directors is fully responsible for the implementation of the management of the Bank for the benefit of the Company and in accordance with the aims and objectives of the Bank which have been stipulated in the Articles of Association of the Bank as well as regulated in the laws and regulations, in good faith, full of responsibility and prudence.The assignment of each member of the Board of Directors is carried out in accordance with the area of expertise of each member of the Board of Directors. In the event that the GMS does not determine a decision regarding the assignment of duties for each member of the Board of Directors, the assignment of duties for each member of the Board of Directors shall be determined based on the decision of the meeting of the Board of Directors.In accordance with the Decree of the Board of Directors number 0077/SK/DIR-CS/2019 dated January 14, 2019 concerning the Board of Directors' Work Procedure Policy, the duties and responsibilities of the Board of Directors are explained as follows: 1. Duties of President Director

a. Coordinate and provide direction in the preparation of the vision, mission and values as well as corporate plans and business plans to be discussed and approved by the Board of Commissioners or GMS in accordance with the provisions of the Bank's Articles of Association;

b. Align and accommodate the bank's internal initiatives that can add value and improve the performance and competitiveness of the bank;

c. Coordinate the implementation of duties among members of the Board of Directors, carry out guidance and control over all operational activities and bank management effectively and efficiently, taking into account the principles of balance and harmony and ensuring compliance with applicable regulatory rules;

d. Coordinate, control and evaluate the consistent application of the principles of Good Corporate Governance and Bank Ethical Standards within the company;

e. Chair the Board of Directors Meeting.



Tanggung Jawab Direktur Utama a. Bertanggung jawab atas pelaksanaan

kepengurusan Bank secara efektif dan efisien;

b. Memastikan informasi yang terkait dengan bank selalu tersedia bila diperlukan oleh Dewan Komisaris dan Regulator;

2. Direktur Yang Membawahkan Fungsi Kepatuhan a. Direktur yang membidangi Kepatuhan

dilarang membawahkan fungsi:

1) Bisnis dan operasional; 2) Manajemen Risiko yang melakukan

pengambilan keputusan pada kegiatan usaha bank;

3) Tresuri; 4) Keuangan dan akuntansi; 5) Logistik dan pengadaan barang atau

jasa; 6) Teknologi Informasi; dan/ atau 7) Audit Internal.

b. Merumuskan strategi guna mendorong terciptanya Budaya Kepatuhan Bank;

c. Menghasilkan kebijakan kepatuhan atas prinsip – prinsip kepatuhan yang akan ditetapkan oleh Direksi;

d. Menetapkan sistem dan prosedur kepatuhan yang digunakan untuk menyusun ketentuan dan pedoman internal bank;

e. Memastikan bahwa seluruh kebijakan, ketentuan, sistem, dan prosedur, serta kegiatan usaha yang dilakukan bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang–undangan;

f. Meminimalkan Risiko Kepatuhan bank; g. Melakukan tindakan pencegahan agar

kebijakan dan/atau keputusan yang diambil Direksi Bank atau pimpinan Kantor Cabang dari bank yang berkedudukan diluar negeri tidak menyimpang dari ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang–undangan; Termasuk sebagai tindakan pencegahan antara lain memberikan pendapat yang berbeda (dissenting opinion) dalam hal terdapat kebijakan dan/atau keputusan yang menyimpang dari ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang–undangan. Tanggung jawab Direktur yang membawahkan Fungsi Kepatuhan dalam melakukan tindakan pencegahan terbatas pada kewenangan Direktur yang membawahkan Fungsi Kepatuhan;

h. Melakukan tugas lain yang terkait dengan Fungsi Kepatuhan.

Responsibilities of the President Directora. Responsible for the implementation of

the Bank's management effectively and efficiently;

b. Ensure that information related to the bank is always available when required by the Board of Commissioners and Regulators;

2. Director in Charge of Compliance Functiona. The Director in charge of Compliance is

prohibited from overseeing the following functions:1) Business and operations;2) Risk Management which makes decisions

on bank business activities;

3) Treasury;4) Finance and accounting;5) Logistics and procurement of goods or

services;6) Information Technology; and/or7) Internal Audit.

b. Formulating strategies to encourage the creation of a Bank Compliance Culture;

c. Generate compliance policies on compliance principles that will be determined by the Board of Directors;

d. Establish compliance systems and procedures used to formulate the bank's internal provisions and guidelines;

e. Ensurie that all policies, provisions, systems and procedures, as well as business activities carried out by the bank are in accordance with the provisions of the Financial Services Authority and the provisions of laws and regulations;

f. Minimize the Bank's Compliance Risk;g. Take preventive measures so that the

policies and/or decisions taken by the Board of Directors of the Bank or the head of the Branch Office of a bank domiciled abroad do not deviate from the provisions of the Financial Services Authority and the provisions of laws and regulations;Included as preventive measures include, among others, providing a dissenting opinion in the event that there are policies and/or decisions that deviate from the provisions of the Financial Services Authority and the provisions of the legislation. The responsibility of the Director in charge of the Compliance Function in taking preventive actions is limited to the authority of the Director in charge of the Compliance Function;

h. Perform other duties related to the Compliance Function.



3. Tugas Direktur Bidang a. Mengkoordinasik an,mengendal ik an,

mengembangkan, membina, mengelola serta mengevaluasi pelaksanaan tugas dari bidang–bidang yang berada dibawah tanggung jawabnya agar efektif dan efisien dengan mengutamakan asas keseimbangan;

b. Mengembangkan program efisiensi, efektivitas dan manajemen mutu dari produk–produk bank, serta memastikan dilaksanakannya secara konsisten di lingkungan unit kerja masing–masing;

c. Memantau serta mengawasi Batas Maksimal Pemberian Kredit atas aktivitas intermediasi bank;

d. Memonitor kualitas hasil kerja dan kinerja seluruh bidang – bidang dibawahnya agar Rencana Bisnis yang telah ditetapkan dapat tercapai;

e. Memantau serta mengendalikan penerapan manajemen risiko dan penerapan prinsip–prinsip Tata Kelola Perusahaan yang baik (Good Corporate Governance) pada bidang–bidang dibawahnya;

f. Mengevaluasi dan menyetujui rencana kerja masing–masing bidang dibawahnya.

Tanggung Jawab Direktur Bidang a. Memastikan berjalannya prinsip kehati–

hatian dan kepatuhan terhadap Peraturan Regulator, Peraturan Perundang–undangan, dan Peraturan internal bank lainnya yang berlaku;

b. Memastikan informasi yang terkait dengan bidang–bidang di bawahnya selalu tersedia untuk Dewan Komisaris dan Regulator.

E.2.6 Hak Direksi

Direksi mempunyai hak untuk mendapatkan remunerasi, tunjangan serta fasilitas yang jumlahnya ditetapkan oleh RUPS dengan memperhatikan ketentuan yang berlaku. Ketentuan mengenai hak Direksi Bank tersebut mutatis mutandis berlaku bagi anggota Dewan Komisaris.

E.2.7 Masa Jabatan Direksi

Masa jabatan anggota Direksi terhitung sejak tanggal ditetapkannya dalam Rapat Umum Pemegang Saham pengangkatannya dan berakhir pada penutupan Rapat Umum Pemegang Saham Tahunan yang ke-5 (lima) setelah tanggal pengangkatannya, kecuali apabila ditentukan lain oleh Rapat Umum Pemegang Saham dan dapat diangkat kembali.

3. Duties of the Field Directora. Coordinate, control, develop, foster, manage

and evaluate the implementation of tasks from the fields under their responsibility to be effective and efficient by prioritizing the principle of balance;

b. Develop efficiency, effectiveness and quality management programs for bank products, as well as ensure that they are implemented consistently within their respective work units;

c. Monitor and supervise the Maximum Lending Limit for bank intermediation activities;

d. Monitor the quality of work results and the performance of all areas under it so that the established Business Plan can be achieved;

e. Monitor and control the implementation of risk management and the application of the principles of Good Corporate Governance in the areas below;

f. Evaluate and approve work plans for each of the areas under it.

Responsibilities of the Field Directora. Ensure the implementation of the

precautionary principle and compliance with the Regulatory Regulations, Legislation Regulations, and other applicable internal bank regulations;

b. Ensure that information related to the areas under it is always available to the Board of Commissioners and Regulators.

E.2.6 Directors' Rights

The Board of Directors has the right to receive remuneration, allowances and facilities, the amount of which is determined by the GMS with due observance of the applicable provisions. The provisions regarding the rights of the Board of Directors of the Bank apply mutatis mutandis to members of the Board of Commissioners.

E.2.7 Term of Office of the Board of Directors

The term of office of members of the Board of Directors starts from the date of appointment at the General Meeting of Shareholders and ends at the close of the 5th (fifth) Annual General Meeting of Shareholders after the date of appointment, unless otherwise determined by the General Meeting of Shareholders and may be reappointed.



E.2.8 Pelaksanaan Tugas dan Tanggung Jawab Direksi

Selama tahun 2021, Direksi telah mengeluarkan Surat Keputusan sebagai bentuk komitmen Perseroan dalam mengelola Perseroan menjadi lebih baik. Surat Keputusan yang telah diterbitkan antara lain:

1. Surat Keputusan Direksi Nomor 0016/SK/DIR-UMU/2021 tanggal 07 Januari 2021 tentang Pedoman Pengelolaan Rekanan.

2. Surat Keputusan Direksi Nomor 0050/SK/DIR-HCA/2021 tanggal 19 Januari 2021 tentang Perubahan Nomenklatur Jabatan terhadap Struktur Organisasi Baru.

3. Surat Keputusan Direksi Nomor 0082/SK/DIR-PPK/2021 tanggal 29 Januari 2021 tentang Ketentuan Stimulus Perekonomian Nasional Dampak Penyebaran Corona Virus Disease 2019 pada Penyaluran Kredit bank bjb.

4. Surat Keputusan Direksi Nomor 0125/SK/DIR-HCA/2021 tanggal 17 Februari 2021 tentang Kenaikan Gaji Berkala Tahun 2021.

5. Surat Keputusan Direksi Nomor 0212/SK/DIR-PST/2021 tanggal 12 Maret 2021 tentang Standar Operasional Prosedur Pengembangan Organisasi.

6. Surat Keputusan Direksi Nomor 0213/SK/DIR-HCA/2021 tanggal 10 Maret 2021 tentang Susunan TEAM TASK FORCE Penggabungan Jaringan Kantor (merger) bank bjb tahun 2021.

7. Surat Keputusan Direksi Nomor 0298/SK/DIR-MRI/2021 tanggal 14 April 2021 tentang Parameter Profil Risiko Operasional, Risiko Strategic, Risiko Reputasi, RIsiko Kepatuhan, dan Risiko Hukum.

8. Surat Keputusan Direksi Nomor 0277/SK/DIR-CMO/2021 tanggal 05 April 2021 tentang Pembentukan Tim Pembahas Faktor Pengurangan Penilaian Balance Score Card (BSC) atas Surat Teguran dan Denda serta Fraud.

9. Surat Keputusan Direksi Nomor 0278/SK/DIR-CMO/2021 tanggal 05 April 2021 tentang Pembentukan Tim Pembahas Faktor Pengurangan Penilaian Balance Score Card (BSC) atas Transaksi yang Tidak Patut dan TIdak Wajar.

10. Surat Keputusan Direksi Nomor 0373/SK/DIR-TRE/2021 tanggal 10 Mei 2021 tentang Pencabutan Surat Keputusan Direksi PT Bank Pembangunan Jawa Barat dan Banten, Tbk. Nomor 0440/ SK/DIR-TR/2017 tanggal 24 Mei 2017 Tentang Standar Operasional Prosedur

E.2.8 Implementation of the Duties and Responsibilities of the Board of Directors

During 2021, the Board of Directors issued a Decree as a form of the Company's commitment in managing the Company for the better. Decrees that have been issued include:

1. Decree of the Board of Directors Number 0016/SK/DIR-UMU/2021 dated January 7, 2021 regarding Guidelines for Partner Management.

2. Decree of the Board of Directors Number 0050/SK/DIR-HCA/2021 dated January 19, 2021 concerning Changes in Position Nomenclature to the New Organizational Structure.

3. Decree of the Board of Directors Number 0082/SK/DIR-PPK/2021 dated January 29, 2021 concerning Provisions for National Economic Stimulus Impacts on the Spread of Corona Virus Disease 2019 on bank bjb lending.

4. Decree of the Board of Directors Number 0125/SK/DIR-HCA/2021 dated 17 February 2021 regarding the 2021 Periodic Salary Increase.

5. Decree of the Board of Directors Number 0212/SK/DIR-PST/2021 dated March 12, 2021 concerning Standard Operating Procedures for Organizational Development.

6. Decree of the Board of Directors Number 0213/SK/DIR-HCA/2021 dated March 10, 2021 concerning the Composition of the TEAM TASK FORCE Office Network Merger (merger) bank bjb in 2021.

7. Decree of the Board of Directors Number 0298/SK/DIR-MRI/2021 dated April 14, 2021 concerning Parameters of Operational Risk Profile, Strategic Risk, Reputational Risk, Compliance Risk, and Legal Risk.

8. Decree of the Board of Directors Number 0277/SK/DIR-CMO/2021 dated April 5, 2021 regarding the Establishment of a Team for Discussion on the Reduction Factors in the Balance Score Card (BSC) Assessment for Reprimand Letters and Fines and Fraud.

9. Decree of the Board of Directors Number 0278/SK/DIR-CMO/2021 dated April 5, 2021 regarding the Establishment of a Team for Discussion on the Reduction Factor in the Balance Score Card (BSC) Assessment for Improper and Improper Transactions.

10. Decree of the Board of Directors Number 0373/SK/DIR-TRE/2021 dated May 10, 2021 concerning the Revocation of the Decree of the Board of Directors of PT Bank Pembangunan Jawa Barat and Banten, Tbk. Number 0440/ SK/DIR-TR/2017 dated May 24, 2017 concerning



Perhitungan dan Pelaporan Suku Bunga Dasar Kredit (SBDK).

11. Surat Keputusan Direksi Nomor 0280/SK/DIR-PKE/2021 tanggal 07 April 2021 tentang Standar Operasional Prosedur Pengeluaran Biaya Non Bunga.

12. Surat Keputusan Direksi Nomor 0330/SK/DIR-CSE/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan, Tunjangan dan Fasilitas Dewan Komisaris dan Direksi.

13. Surat Keputusan Direksi Nomor 0303/SK/DIR-HCA/2021 tanggal 15 April 2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan dan Fasilitas Kepegawaian.

14. Surat Keputusan Direksi Nomor 0451/SK/DIR-SKA/2021 tanggal 23 Juni 2021 tentang Pedoman Audit Teknologi Informasi.

15. Surat Keputusan Direksi Nomor 0500/SK/DIR-HCA/2021 tanggal 14 Juli 2021 tentang Perubahan Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat Dan Banten, Tbk. Nomor 0303/SK/DIR-HCA/2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan dan Fasilitas Kepegawaian.

16. Surat Keputusan Nomor 0635/SK/DIR-JLA/2021 tanggal 20 September 2021 tentang Standar Operasional Prosedur Layanan Pengaduan Nasabah.

17. Surat Keputusan Direksi Nomor 0656/SK/DIR-UMU/2021 tanggal 29 September 2021 tentang Standar Operasional Prosedur Pengelolaan Aset Tetap & Inventaris dan Logistik.

18. Surat Keputusan Direksi Nomor 0631/SK/DIR-ITE/2021 tanggal 17 September 2021 tentang Pedoman Sistem Manajemen Layanan Teknologi Informasi (SMLTI).

19. Surat Keputusan Direksi Nomor 0632/SK/DIR-ITE/2021 tanggal 17 September 2021 tentang Pedoman Sistem Manajemen Keamanan Informasi (SMKI).

20. Surat Keputusan Direksi Nomor 0823/SK/DIR-MRI/2021 tanggal 31 Desember 2021 tentang Pedoman Komite Manajemen Risiko Terintegrasi.

21. Surat Keputusan Direksi Nomor 0735/SK/DIR-SKA/2021 tanggal 17 November 2021 tentang Pedoman Audit Umum.

Standard Operating Procedures for Calculation and Reporting of Basic Loan Interest Rates (SBDK).

11. Decree of the Board of Directors Number 0280/SK/DIR-PKE/2021 dated April 07, 2021 concerning Standard Operating Procedures for Non Interest Expenses.

12. Decree of the Board of Directors Number 0330/SK/DIR-CSE/2021 dated April 22, 2021 concerning Standard Operating Procedures for Management of Income, Allowances and Facilities for the Board of Commissioners and Directors.

13. Decree of the Board of Directors Number 0303/SK/DIR-HCA/2021 dated April 15, 2021 concerning Standard Operating Procedures for Management of Employee Income and Facilities.

14. Decree of the Board of Directors Number 0451/SK/DIR-SKA/2021 dated June 23, 2021 concerning Information Technology Audit Guidelines.

15. Decree of the Board of Directors Number 0500/SK/DIR-HCA/2021 dated July 14, 2021 concerning Amendment to the Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 0303/SK/DIR-HCA/2021 concerning Standard Operating Procedures for Management of Income and Personnel Facilities.

16. Decree Number 0635/SK/DIR-JLA/2021 dated September 20, 2021 concerning Standard Operating Procedures for Customer Complaints Services.

17. Decree of the Board of Directors Number 0656/SK/DIR-UMU/2021 dated September 29, 2021 concerning Standard Operating Procedures for Management of Fixed Assets & Inventory and Logistics.

18. Decree of the Board of Directors Number 0631/SK/DIR-ITE/2021 dated September 17, 2021 concerning Guidelines for Information Technology Service Management Systems (SMLTI).

19. Decree of the Board of Directors Number 0632/SK/DIR-ITE/2021 dated September 17, 2021 regarding Guidelines for Information Security Management Systems (SMKI).

20. Decree of the Board of Directors Number 0823/SK/DIR-MRI/2021 dated December 31, 2021 concerning Guidelines for the Integrated Risk Management Committee.

21. Decree of the Board of Directors Number 0735/SK/DIR-SKA/2021 dated November 17, 2021 concerning General Audit Guidelines.



22. Surat Keputusan Direksi Nomor 0684/SK/DIR-SKA/2021 tanggal 11 Oktober 2021 tentang Standar Operasional Prosedur Kontrol Internal.

23. Surat Keputusan Direksi Nomor 0734/SK/DIR-PST/2021 tanggal 17 November 2021 tentang Standar Operasional Prosedur Riset.

24. Surat Keputusan Direksi Nomor 0822/SK/DIR-MRI/2021 tanggal 28 Desember 2021 tentang Standar Operasional Prosedur Manajemen Risiko.

25. Surat Keputusan Direksi Nomor 0705/SK/DIR-KAP/2021 tanggal 13 September 2021 tentang Kebijakan Tata Kelola Bank.

26. Surat Keputusan Direksi Nomor 0706/SK/DIR-KAP/2021 tanggal 13 September 2021 tentang Standar Operasional Prosedur Fungsi Kepatuhan.

27. Surat Keputusan Direksi Nomor 0728/SK/DIR-KAP/2021 tanggal 08 November 2021 tentang Pedoman Sistem Manajemen Anti Penyuapan (SMAP).

28. Surat Keputusan Direksi Nomor 0821/SK/DIR-MRI/2021 tanggal 28 Desember 2021 tentang Pedoman Pengakuan Kerugian Risiko Operasional.

Sepanjang tahun 2021, Direksi telah melaksanakan tugas kepengurusan bank bjb sebagaimana tercantum di Anggaran Dasar Perseroan, di antaranya:1. Melaksanakan kepengurusan Bank. 2. Pengelolaan aset dan keuangan Bank. 3. Penyusunan perencanaan perusahaan antara

lain RBB 20214. Penyelenggaraan rapat Direksi, menghadiri

rapat Dewan Komisaris dan RUPS.

5. Pengawasan dan perbaikan proses bisnis internal.

6. Menetapkan Manajemen Risiko dan prinsip – prinsip GCG.

7. Pemenuhan target kinerja bank. 8. Pelaksanaan tugas lainnya terkait kepengurusan

Bank

E.2.9 Kepemilikan SahamDireksi wajib mengungkapkan kepemilikan saham yang mencapai 5% (lima persen) atau lebih, baik pada Bank maupun pada perusahaan lain yang berkedudukan di dalam dan di luar negeri. Kepemilikan saham Direksi dapat dilihat pada tabel di bawah ini.

22. Decree of the Board of Directors Number 0684/SK/DIR-SKA/2021 dated October 11, 2021 concerning Standard Operating Procedures for Internal Control.

23. Decree of the Board of Directors Number 0734/SK/DIR-PST/2021 dated November 17, 2021 concerning Standard Operating Procedures for Research.

24. Decree of the Board of Directors Number 0822/SK/DIR-MRI/2021 dated December 28, 2021 concerning Standard Operating Procedures for Risk Management.

25. Decree of the Board of Directors Number 0705/SK/DIR-KAP/2021 dated September 13, 2021 concerning Bank Governance Policy.

26. Decree of the Board of Directors Number 0706/SK/DIR-KAP/2021 dated September 13, 2021 concerning Standard Operating Procedures for the Compliance Function.

27. Decree of the Board of Directors Number 0728/SK/DIR-KAP/2021 dated November 8, 2021 regarding Guidelines for Anti-Bribery Management System (SMAP).

28. Decree of the Board of Directors Number 0821/SK/DIR-MRI/2021 dated December 28, 2021 concerning Guidelines for Recognition of Operational Risk Losses.

Throughout 2021, the Board of Directors carried out the management duties of bank bjb as stated in the Company's Articles of Association, including:

1. Carrying out the management of the Bank.2. Bank asset and financial management.3. Preparation of company plans, including RBB

20214. Organizing Board of Directors meetings,

attending Board of Commissioners meetings and GMS.

5. Monitoring and improvement of internal business processes.

6. Establishing Risk Management and GCG principles.

7. Fulfillment of bank performance targets.8. Implementation of other tasks related to the

management of the Bank

E.2.9 ShareholdingThe Board of Directors is required to disclose share ownership that reaches 5% (five percent) or more, both in the Bank and in other companies domiciled at home and abroad. The share ownership of the Board of Directors can be seen in the table below.



* Diberhentikan dengan hormat berdasarkan Keputusan RUPS Tahunan tanggal 6 April 2021.* Dismissed with honor based on the Resolution of the Annual GMS on April 6, 2021.** Diangkat berdasarkan RUPS Tahunan tanggal 6 April 2021 dan terhitung efektif sejak tanggal 22 Juli 2021 berdasarkan Surat OJK No. SR-65/KR.02/2021.** Appointed based on the Annual GMS on April 6, 2021 and effective as of July 22, 2021 based on FSA Letter No. SR-65/KR.02/2021.

NamaName

JabatanPosition

bank bjbbank bjb

Yuddy Renaldi Direktur UtamaPresident Director 1.010.341

Agus Mulyana* Direktur KepatuhanDirector of Compliance 1.101.401

Cecep Trisna** Direktur KepatuhanDirector of Compliance -

Nia Kania Direktur KeuanganDirector of Finance 1.254.638

Suartini Direktur Konsumer & RitelDirector of Consumer & Retail 1.054.638

Tedi Setiawan Direktur OperasionalDirector of Operations 562.239

Rio Lanasier

Direktur Information Technology, Treasury, dan International BankingDirector of Information Technology, Treasury and International Banking

562.239

Nancy Adistyasari

Direktur Komersial dan Usaha Mikro Kecil dan Menengah (UMKM)Director of Commercial and Micro Small and Medium Enterprises (MSMEs)

88.690

E.2.10 Rapat DireksiSetiap kebijakan dan keputusan strategis, wajib diputuskan dalam rapat Direksi. Rapat Direksi dapat diadakan setiap waktu bilamana dipandang perlu oleh seorang atau lebih anggota Direksi atau atas permintaan tertulis dari Dewan Komisaris. Rapat Direksi dilaksanakan sekurang-kurangnya 1 (satu) kali dalam 1 (satu) bulan. Rapat Direksi dipimpin oleh Direktur Utama, dalam hal Direktur Utama tidak dapat hadir atau berhalangan hal mana tidak perlu dibuktikan kepada pihak ketiga, maka rapat Direksi akan dipimpin oleh seorang yang dipilih oleh dan dari anggota Direksi yang hadir. Seorang anggota Direksi dapat diwakili dalam rapat Direksi hanya oleh anggota Direksi lainnya berdasarkan suara kuasa. Rapat Direksi dapat dilaksanakan melalui rapat dengan cara tatap muka atau melalui media teleconference atau media lainnya. Rapat Direksi sah dan berhak mengambil keputusan yang mengikat hanya apabila lebih dari setengah dari jumlah anggota Direksi hadir atau diwakili dalam rapat. Sepanjang tahun 2021, agenda, tanggal dan peserta Rapat Direksi adalah sebagai berikut:

E.2.10 Board of Directors MeetingEvery policy and strategic decision must be decided at the Board of Directors meeting. Meetings of the Board of Directors may be held at any time if deemed necessary by one or more members of the Board of Directors or at the written request of the Board of Commissioners. Meetings of the Board of Directors are held at least 1 (one) time in 1 (one) month. The meeting of the Board of Directors is chaired by the President Director, in the event that the President Director is unable to attend, which does not need to be proven to a third party, the meeting of the Board of Directors will be chaired by a person chosen by and from the members of the Board of Directors present. A member of the Board of Directors may be represented at a meeting of the Board of Directors only by another member of the Board of Directors based on a vote of attorney. Meetings of the Board of Directors can be held through meetings by means of face-to-face or through teleconference media or other media. Meetings of the Board of Directors are valid and have the right to make binding decisions only if more than half of the total members of the Board of Directors are present or represented at the meeting. Throughout 2021, the agenda, dates and participants of the Board of Directors Meeting are as follows:



NamaName

JabatanPosition

Rapat DireksiBoard of Directors Meeting

Rapat Gabungan Direksi dengan Dewan KomisarisJoint Meeting of the Board of Directors and the

Board of Commissioners





%Jumlah Rapat

Number of Meetings


%

Yuddy Renaldi Direktur UtamaPresident director

43 43 100,00% 22 22 100,00%

Nia Kania Direktur KeuanganDirector of Finance

43 43 100,00% 24 24 100,00%

Suartini

Direktur Konsumer & RitelDirector of Consumer & Retail

43 42 97,67% 36 34 94,44%

Agus Mulyana* Direktur KepatuhanDirector of Compliance

10 10 100,00% 11 10 90,91%

Cecep Trisna** Direktur KepatuhanDirector of Compliance

18 18 100,00% 16 16 100,00%


43 43 100,00% 22 22 100,00%

Rio Lanasier

Direktur Information Technology, Treasury & International BankingDirector of Information Technology, Treasury & International Banking

43 39 90,70% 23 22 95,65%

Nancy Adistyasari

Direktur Komersial dan UMKMDirector of Commercial and MSME

43 43 100% 23 19 82,61%

Sebagai informasi bahwa selama Tahun 2021 telah dilaksanakan Rapat Komite Kebijakan Perkreditan (Credit Policy Commitee) yang dilaksanakan pada tanggal 18 Januari 2021, yang dihadiri oleh Direksi dengan rincian sebagai berikut:

NamaName

JabatanPosition

Rapat CPCCPC meeting




%

Yuddy Renaldi Direktur UtamaPresident director

1 1 100,00,%

Nia Kania Direktur KeuanganDirector of Finance

1 1 100,00%

Suartini Direktur Konsumer & RitelDirector of Consumer & Retail

1 1 100,00%

Agus Mulyana* Direktur KepatuhanDirector of Compliance

1 1 100,00%

Cecep Trisna** Direktur KepatuhanDirector of Compliance

1 0 0%

For information, during 2021 a Credit Policy Committee Meeting was held on January 18, 2021, which was attended by the Board of Directors with the following details:

* Diberhentikan dengan hormat berdasarkan Keputusan RUPS Tahunan tanggal 6 April 2021* Dismissed with honor based on the Resolution of the Annual GMS on April 6, 2021* Diangkat berdasarkan RUPS Tahunan tanggal 6 April 2021 dan terhitung efektif sejak tanggal 22 Juli 2021 berdasarkan Surat OJK No. SR-65/KR.02/2021.* Appointed based on the Annual GMS on April 6, 2021 and effective as of July 22, 2021 based on FSA Letter No. SR-65/KR.02/2021.



NamaName

JabatanPosition

Rapat CPCCPC meeting




%


1 1 100,00%

Rio Lanasier

Direktur Information Technology, Treasury & International BankingDirector of Information Technology, Treasury & International Banking

1 1 100,00%

Nancy Adistyasari Direktur Komersial dan UMKMDirector of Commercial and MSME

1 1 100,00%

E.2.11 Hubungan Afiliasi

Direksi tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, sehingga dapat melaksanakan tugas dan tanggung jawabnya secara independen. Hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau pengendali, yang meliputi:1. Hubungan afiliasi antara anggota Direksi

dengan anggota Direksi lainnya;

2. Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris;

3. Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau pengendali;

4. Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Dewan Komisaris lainnya; dan

5. Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.

Hubungan afiliasi antara anggota Direksi, Dewan Komisaris dan Pemegang Saham Pengendali, dapat dilihat sebagaimana tabel di bawah ini:

E.2.11 Affiliate Relationship

The Board of Directors has no financial relationship, management relationship, share ownership and/or family relationship with other members of the Board of Commissioners, Board of Directors and/or Controlling Shareholder or relationship with the Bank, so that they can carry out their duties and responsibilities independently. Affiliation relationship between members of the Board of Directors, Board of Commissioners, and Major and/or controlling Shareholders, which includes:1. Affiliation relationship between members of

the Board of Directors and other members of the Board of Directors;

2. Affiliation relationship between members of the Board of Directors and members of the Board of Commissioners;

3. Affiliation relationship between members of the Board of Directors and the Major and/or controlling Shareholders;

4. Affiliation relationship between members of the Board of Commissioners and other members of the Board of Commissioners; and

5. Affiliation relationship between members of the Board of Commissioners and the Major and/or controlling Shareholders.

The affiliation relationship between members of the Board of Directors, Board of Commissioners and Controlling Shareholders, can be seen in the table below:

* Diberhentikan dengan hormat berdasarkan Keputusan RUPS Tahunan tanggal 6 April 2021 Dismissed with honor based on the Resolution of the Annual GMS on April 6, 2021

** Diangkat berdasarkan RUPS Tahunan tanggal 6 April 2021 dan terhitung efektif sejak tanggal 22 Juli 2021 berdasarkan Surat OJK No. SR-65/KR.02/2021. Appointed based on the Annual GMS on April 6, 2021 and effective as of July 22, 2021 based on FSA Letter No. SR-65/KR.02/2021.



E.2.12 Penilaian Kinerja Direksi

1. Penilaian kinerja Direksi dilakukan secara kolektif kolegial dan individu melalui metode self assessment, berdasarkan parameter–parameter sesuai dengan ketentuan yang berlaku.Proses pelaksanaan assessment terhadap kinerja Direksi oleh Pemegang Saham dilakukan melalui mekanisme Rapat Umum Pemegang Saham (RUPS).

2. Prosedur Pelaksanaan Penilaian Kinerja Direksi

a. Penilaian kinerja Direksi dilakukan 1 (satu) kali dalam satu tahun setiap akhir tahun buku, baik secara kolektif kolegial maupun individu.

E.2.12 Board of Directors Performance Assessment

1. Performance appraisal of the Board of Directors is carried out collectively, collegially and individually through the self-assessment method, based on parameters in accordance with applicable regulations.The process of carrying out an assessment of the performance of the Board of Directors by Shareholders is carried out through the mechanism of the General Meeting of Shareholders (GMS).

2. Procedure for the Implementation of the Board of Directors' Performance Assessmenta. Performance appraisal of the Board of

Directors is carried out 1 (one) time in a year at the end of each financial year, both collectively, collegial and individual.

NamaName

JabatanPosition

Hubungan Keuangan DenganFinancial Relationship With

Hubungan Keluarga DenganFamily Relationship With

Hubungan Kepengurusan

diperusahaan lainManagement

Relations in other companies


Commissioners

DireksiBoard of Directors

Pemegang Saham


shareholders


Commissioners

DireksiBoard of Directors

Pemegang Saham


shareholders

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

YaYes

TidakNo

Yuddy Renaldi Direktur Utama

President Director- √ - √ - √ - √ - √ - √ - √

Nancy Adistyasari

Direktur Komersial & UMKM

Director of Commercial &

MSME

- √ - √ - √ - √ - √ - √ - √


- √ - √ - √ - √ - √ - √ - √

Rio Lanasier Direktur IT, Treasury & International

Banking Director of IT,

Treasury & International

Banking

- √ - √ - √ - √ - √ - √ - √

Nia KaniaDirektur Keuangan Director of Finance

- √ - √ - √ - √ - √ - √ - √

Suartini Direktur Konsumer & Ritel

Director of Consumer & Retail

- √ - √ - √ - √ - √ - √ - √

Agus Mulyana *

Direktur KepatuhanDirector of

Compliance

- √ - √ - √ - √ - √ - √ - √

Cecep Trisna **

Direktur KepatuhanDirector of

Compliance

- √ - √ - √ - √ - √ - √ - √

* Diberhentikan dengan hormat berdasarkan Keputusan RUPS Tahunan tanggal 6 April 2021 Dismissed with honor based on the Resolution of the Annual GMS on April 6, 2021.

** Diangkat berdasarkan RUPS Tahunan tanggal 6 April 2021 dan terhitung efektif sejak tanggal 22 Juli 2021 berdasarkan Surat OJK No. SR-65/KR.02/2021. Appointed based on the Annual GMS on April 6, 2021 and effective as of July 22, 2021 based on FSA Letter No. SR-65/KR.02/2021.



b. Penilaian kinerja menjadi dasar pertimbangan dalam pemberian remunerasi khususnya tantiem.

c. Mekanisme dan Indikator penilaian kinerja Direksi diatur dalam Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi

3. Kriteria Evaluasi Kinerja Direksi

Kriteria penilaian kinerja Direksi adalah pencapaian atas Rencana Bisnis Bank yang telah ditetapkan.

4. Pihak yang Melakukan Penilaian Pihak yang melakukan penilaian atas

kinerja Direksi adalah Dewan Komisaris dan Pemegang Saham dalam Rapat Umum Pemegang Saham Tahunan.

5. Hasil Penilaian Kinerja Direksi

Atas pelaksanaan tugas kepengurusan Perseroan oleh Direksi, RUPS dan Dewan Komisaris memutuskan bahwa Direksi telah melaksanakan tugasnya dengan baik.

E.3 Komite Dewan Komisaris E.3.1 Komite Audit

Komite Audit merupakan alat kelengkapan Dewan Komisaris yang berfungsi untuk melakukan pengawasan atas efektivitas sistem pengendalian internal, internal audit dan proses pelaporan keuangan. Fungsi utama Komite Audit adalah membantu Dewan Komisaris memenuhi tugas dan tanggung jawabnya dengan menelaah laporan keuangan dan informasi keuangan lainnya sebelum diberikan Bank kepada stakeholders serta menelaah sistem pengendalian internal Bank, dan efektivitas fungsi audit intern, sehingga bank dapat dikelola berdasarkan prinsip–prinsip transparansi, akuntabilitas, pertanggungjawaban, independensi dan kewajaran.

Dasar Pembentukan Komite Audit Perseroan juga berpedoman pada ketentuan sebagai berikut:

1. Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.04/2015 tanggal 29 Desember 2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit;

2. Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 07 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum;

b. Performance appraisal is the basis for consideration in the provision of remuneration, especially tantiem.

c. Mechanisms and indicators for evaluating the performance of the Board of Directors are regulated in the Guidelines and Work Rules of the Nomination and Remuneration Committee

3. Board of Directors Performance Evaluation CriteriaThe criteria for evaluating the performance of the Board of Directors is the achievement of the established Bank Business Plan.

4. The Party Conducting the AssessmentThe parties that evaluate the performance of the Board of Directors are the Board of Commissioners and Shareholders at the Annual General Meeting of Shareholders.

5. Board of Directors Performance Assessment ResultsOn the implementation of the management duties of the Company by the Board of Directors, the GMS and the Board of Commissioners decided that the Board of Directors had carried out their duties properly.

E.3 Board of Commissioners Committee E.3.1 Audit Committee

The Audit Committee is a tool for the Board of Commissioners whose function is to supervise the effectiveness of the internal control system, internal audit and financial reporting processes. The main function of the Audit Committee is to assist the Board of Commissioners in fulfilling their duties and responsibilities by reviewing financial statements and other financial information before they are given to stakeholders by the Bank as well as reviewing the Bank's internal control system, and the effectiveness of the internal audit function, so that banks can be managed based on the principles of transparency, accountability, responsibility, independence and fairness.

The basis for the establishment of the Company's Audit Committee is also guided by the following provisions:1. Financial Services Authority Regulation Number

55/POJK.04/2015 dated December 29, 2015 concerning the Establishment and Guidelines for the Work Implementation of the Audit Committee;

2. Financial Services Authority Regulation Number 55/POJK.03/2016 dated December 07, 2016 concerning Implementation of Good Corporate Governance for Commercial Banks;



3. Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 05/SK/DK/2005 tanggal 17 Mei 2005 Tentang Pembentukan Komite Audit PT Bank Jabar;

4. Surat Keputusan Dewan Komisaris Nomor 07/SK/DK/2019 tanggal 30 Juli 2019 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – Komite;

5. Surat Keputusan Dewan Komisaris Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite;

6. Surat Keputusan Dewan Komisaris Nomor 01/SK/DKO/2021 tanggal 07 April 2021 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite.

Susunan keanggotaan Komite Audit pada tahun 2020 berdasarkan Surat Keputusan Dewan Komisaris Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – Komite, sebagai berikut :

NamaName

JabatanPosition

KeteranganInformation

KeahlianSkill

Yayat Sutaryat*Ketua Merangkap Anggota

Chairman concurrently member


Keuangan dan HukumFinance and Law

Farid RahmanAnggotaMember


Manajemen, Perbankan dan KeuanganManagement, Banking and Finance

Mokhamad AnwarAnggotaMember

Pihak IndependenIndependent Party

Ekonomi, Perbankan dan KeuanganEconomics, Banking and Finance

Wawan HernawanAnggotaMember


Akuntansi, Manajemen dan Audit InternalAccounting, Management and Internal Audit

Berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) bank bjb Tahun Buku 2020 tanggal 06 April 2021 terjadi perubahan Komposisi Dewan Komisaris, yang kemudian ditindaklanjuti dengan Surat Keputusan Dewan Komisaris No. 01/ SK/DKO/2021 tanggal 7 April 2021 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite–komite, sehingga pada periode 31 Desember 2021 komposisi Komite Audit menjadi

sebagai berikut:

3. Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 05/SK/DK/2005 dated May 17, 2005 concerning the Establishment of the Audit Committee of PT Bank Jabar;

4. Decree of the Board of Commissioners Number 07/SK/DK/2019 dated July 30, 2019 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;

5. Decree of the Board of Commissioners Number 03/SK/DK/2020 dated June 23, 2020 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;

6. Decree of the Board of Commissioners Number 01/SK/DKO/2021 dated April 07, 2021 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees.

The composition of the membership of the Audit Committee in 2020 is based on the Decree of the Board of Commissioners Number 03/SK/DK/2020 dated June 23, 2020 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees, as follows:

Based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders (AGMS) for the Financial Year 2020 dated April 6, 2021, there was a change in the composition of the Board of Commissioners, which was then followed up by the Decree of the Board of Commissioners No. 01/ SK/DKO/2021 dated April 7, 2021 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees, so that for the period of December 31, 2021, the composition of the Audit Committee will be as follows:

* Diberhentikan dengan hormat berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan bank bjb Tahun buku 2020 tanggal 06 April 2021* Dismissed with honor based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders Fiscal year 2020 dated April 06, 2021



No.NamaName

JabatanPosition

KeteranganDescription

KeahlianExpertise

1. Farid RahmanKetua Merangkap Anggota Chairperson concurrently as a member



2. Mokhamad Anwar Anggota Member

Pihak IndependenIndependent Parties

Ekonomi, Perbankan dan KeuanganEconomics, Banking and Finance

4. Wawan Hernawan Anggota Member


Akuntansi, Manajemen dan Audit Internal.Accounting, Management and Internal Audit.

E. 3.1.1 Independensi Anggota Komite Audit

1. Anggota Direksi dilarang menjadi anggota Komite Audit;

2. Komisaris Independen dan Pihak Independen yang menjadi anggota Komite paling kurang 51% (lima puluh satu perseratus) dari jumlah anggota Komite Audit;

3. Anggota Komite Audit tidak mempunyai hubungan afiliasi dengan bank, Dewan Komisaris, Direksi, atau Rapat Umum Pemegang Saham (RUPS);

4. Tidak memiliki hubungan usaha baik langsung maupun tidak langsung yang berkaitan dengan kegiatan usaha Bank;

5. Bukan merupakan orang yang bekerja atau mempunyai wewenang dan tanggung jawab untuk merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Emiten atau Perusahaan Publik tersebut dalam waktu 6 (enam) bulan terakhir, kecuali Komisaris Independen;

6. Tidak mempunyai saham langsung maupun tidak langsung pada Emiten atau Perusahaan Publik;

7. Pihak Independen yang menjadi anggota Komite Audit adalah pihak yang berada di luar Bank yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham, dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank yang dapat mempengaruhi kemampuannya untuk bertindak independen;a. Yang dimaksud dengan Pemegang Saham

Pengendali adalah badan hukum, orang perseorangan dan/atau kelompok usaha sebagaimana dimaksud dalam ketentuan Bank Indonesia mengenai Uji Kemampuan dan Kepatutan (Fit and Proper Test) Bank Umum. Termasuk dalam pengertian Pemegang Saham Pengendali Bank adalah pemegang saham Bank sampai dengan pengendali terakhir (ultimate shareholders) Bank;

E.3.1.1 Independence of Audit Committee Members

1. Members of the Board of Directors are prohibited from being members of the Audit Committee;

2. Independent Commissioners and Independent Parties who are members of the Committee at least 51% (fifty one percent) of the total members of the Audit Committee;

3. Members of the Audit Committee have no affiliation with the bank, the Board of Commissioners, the Board of Directors, or the General Meeting of Shareholders (GMS);

4. Do not have a business relationship, either directly or indirectly related to the Bank's business activities;

5. Not a person who works or has the authority and responsibility to plan, lead, control, or supervise the activities of the Issuer or Public Company within the last 6 (six) months, except for the Independent Commissioner;

6. Do not own shares directly or indirectly in Issuers or Public Companies;

7. Independent parties who become members of the Audit Committee are parties outside the Bank who do not have financial, management, share ownership, and/or family relationships with the Board of Commissioners, Directors, and/or Controlling Shareholders or relationship with the Bank that may affect their ability to act independently;

a. Controlling Shareholder is a legal entity, individual and/or business group as referred to in Bank Indonesia provisions concerning the Fit and Proper Test for Commercial Banks. Included in the definition of Controlling Shareholders of the Bank are the shareholders of the Bank up to the ultimate controlling shareholders of the Bank;



b. Hubungan keuangan yang dimaksud adalah apabila seseorang menerima penghasilan, bantuan keuangan, atau mendapatkan pinjaman dari :1) Anggota Dewan Komisaris dan/atau

anggota Direksi Bank;

2) Perusahaan yang Pemegang Saham Pengendalinya adalah anggota Dewan Komisaris, dan/atau anggota Direksi Bank;

3) Perusahaan yang Pemegang Saham Pengendali Bank.

c. Hubungan kepengurusan adalah apabila seseorang menduduki posisi sebagai :1) Anggota Dewan Komisaris atau Direksi

pada perusahaan dimana anggota Dewan Komisaris menjadi anggota Dewan Komisaris dan/atau anggota Direksi;

2) Anggota Dewan Komisaris atau Direksi pada perusahaan yang Pemegang Saham Pengendalinya adalah anggota Dewan Komisaris dan/atau anggota Direksi Bank;

3) Anggota Dewan Komisaris, Direksi, atau Pejabat Eksekutif pada perusahaan Pemegang Saham Pengendali Bank.

d. Hubungan kepemilikan saham adalah apabila seseorang menjadi pemegang saham pada: 1) Perusahaan yang secara bersama-sama

dimiliki oleh anggota Dewan Komisaris, Direksi, dan/atau Pemegang Saham Pengendali Bank sehingga bersama-sama menjadi Pemegang Saham Pengendali pada perusahaan tersebut; dan/atau;

2) Perusahaan Pemegang Saham Pengendali Bank.

e. Hubungan keluarga adalah memliki hubungan keluarga sampai dengan derajat kedua baik hubungan vertikal maupun horizontal, termasuk mertua, menantu dan ipar. Dalam hal Pemegang Saham Pengendali Bank berbentuk badan hukum, maka hubungan keluarga antara Komisaris Independen dengan Pemegang Saham Pengendali Bank dilihat dari hubungan keluarga antara seseorang dengan Pemegang Saham Pengendali dari badan hukum yang merupakan Pemegang Saham Pengendali Bank;

f. Hubungan dengan Bank yang dapat menghalangi anggota Komite Audit dari

b. The financial relationship in question is when a person receives income, financial assistance, or obtains a loan from:

1) Members of the Board of Commissioners and/or members of the Board of Directors of the Bank;

2) Companies whose Controlling Shareholders are members of the Board of Commissioners and/or members of the Board of Directors of the Bank;

3) Companies that are Controlling Shareholders of the Bank.

c. The management relationship is when a person occupies a position as:1) Members of the Board of Commissioners

or Board of Directors in companies where members of the Board of Commissioners are members of the Board of Commissioners and/or members of the Board of Directors;

2) Members of the Board of Commissioners or the Board of Directors in companies whose Controlling Shareholders are members of the Board of Commissioners and/or members of the Board of Directors of the Bank

3) Members of the Board of Commissioners, Board of Directors, or Executive Officers in the Company's Controlling Shareholders of the Bank.

d. Share ownership relationship is when a person becomes a shareholder on:

1) Companies that are jointly owned by members of the Board of Commissioners, Directors, and/or Controlling Shareholders of the Bank so that they jointly become Controlling Shareholders of the company; and/or;

2) The Bank's Controlling Shareholder Company.

e. Family relationship is having a family relationship up to the second degree, both vertical and horizontal, including in-laws, daughter-in-law and in-laws. In the event that the Controlling Shareholder of the Bank is a legal entity, then the family relationship between the Independent Commissioner and the Controlling Shareholder of the Bank is seen from the family relationship between the person and the Controlling Shareholder of the legal entity who is the Controlling Shareholder of the Bank;

f. Relationships with the Bank that may prevent members of the Audit Committee from being



Pihak Independen tidak dapat bertindak independen adalah;1) Kepemilikan saham Bank dengan jumlah

kepemilikan lebih dari 5% (lima perseratus) dari modal disetor Bank;

2) Menerima atau memberi penghasilan, bantuan keuangan, atau pinjaman dari/kepada Bank yang menyebabkan pihak yang memberi penghasilan, bantuan keuangan atau pinjaman memiliki kemampuan untuk mempengaruhi (controlling influence) pihak yang menerima penghasilan, bantuan keuangan atau pinjaman seperti:• Pihak terafiliasi yakni pihak yang

memberikan jasanya kepada Bank, antara lain akuntan publik, penilai, konsultan;

• Transaksi keuangan dengan Bank yang dapat mempengaruhi kelangsungan usaha Bank dan/atau pihak yang melakukan transaksi keuangan, antara lain debitur inti, deposan inti, atau perusahaan yang sebagian besar sumber pendanaannya diperoleh dari Bank;

• Debitur inti, deposan inti adalah debitur inti, deposan inti sebagaimana dimaksud dalam ketentuan Bank Indonesia mengenai Laporan Berkala Bank Umum;

• Menerima penghasilan dari Bank, kecuali penghasilan yang diterima oleh anggota Komite Audit (Pihak Independen) karena jabatan rangkapnya sebagai anggota Komite lainnya pada Bank yang sama.

8. Anggota Komite Audit dari Pihak Independen tidak merupakan:a. Mantan anggota Direksi; ataub. Pejabat Eksekutif Bank; atauc. Pihak-pihak yang mempunyai hubungan

dengan Bank yang dapat mempengaruhi kemampuannya untuk bertindak independen, kecuali;1) Pihak-pihak yang melakukan fungsi

pengawasan antara lain direktur kepatuhan, direktur manajemen risiko, dan Pejabat Eksekutif yang membawahi unit kerja pengawasan, antara lain Pejabat Eksekutif yang membidangi audit intern, kepatuhan, dan manajemen risiko;

2) Telah menjalani masa tunggu (cooling off/tenggang waktu) antara berakhirnya jabatan secara efektif pada Bank, yaitu sejak tanggal efektif dinyatakan berhenti secara tertulis sebagai anggota Direksi atau Pejabat Eksekutif atau pihak-pihak

independent from acting independently are;

1) Bank share ownership with total ownership of more than 5% (five percent) of the Bank's paid-up capital;

2) Receiving or providing income, financial assistance, or loans from/to the Bank which causes the party providing income, financial assistance or loans to have the ability to influence (controlling influence) the party receiving income, financial assistance or loans such as:

• Affiliated parties are parties that provide services to the Bank, including public accountants, appraisers, consultants;

• Financial transactions with Banks that may affect the continuity of the Bank's business and/or parties conducting financial transactions, including but not limited to core debtors, core depositors, or companies whose funding sources are mostly obtained from the Bank;

• Core debtors, core depositors are core debtors, core depositors as referred to in Bank Indonesia regulations concerning Commercial Bank Periodic Reports;

• Receiving income from the Bank, except for income received by members of the Audit Committee (Independent Parties) due to their concurrent positions as members of other Committees at the same Bank.

8. Independent Party Audit Committee members are not:a. Former members of the Board of Directors; orb. Bank Executive Officers; orc. Parties who have a relationship with the

Bank that may affect its ability to act independently, except;

1) The parties that perform the supervisory function include the director of compliance, the director of risk management, and the Executive Officer in charge of the supervisory work unit, including the Executive Officer in charge of internal audit, compliance, and risk management;

2) Has undergone a waiting period (cooling off / grace period) between the effective end of his position at the Bank, namely from the effective date he is declared to have resigned in writing as a member of the Board of Directors or Executive



lain yang mempunyai hubungan dengan Bank, dengan tanggal pengangkatan yang bersangkutan secara efektif sebagai anggota Komite Audit dari Pihak Independen selama 1 (satu) tahun.

9. Anggota Komite Audit dari Pihak Independen dapat merangkap jabatan sebagai Pihak Independen anggota Komite lainnya pada Bank, dan/atau perusahaan lain sepanjang yang bersangkutan;a. Memenuhi seluruh kompetensi yang

disyaratkan;b. Memenuhi kriteria independensi;c. Mampu menjaga rahasia Bank;d. Memperhatikan kode etik yang berlaku;e. Tidak mengabaikan pelaksanaan tugas dan

tanggung jawab sebagai anggota Komite.

Dimana hal tersebut diatas dapat digambarkan dalam tabel sebagai berikut:

Aspek IndependensiIndependence Aspects

Farid Rahman Mokhamad Anwar Wawan Hernawan

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Has no financial relationship with the Board of Commissioners and the Directors

√ √ √

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi

Does not have a management relationship in the company, subsidiary, or affiliated company

√ √ √

Tidak memiliki hubungan kepemilikan saham di perusahaanDoes not have a share ownership relationship in the company

√ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit

Does not have a family relationship with the Board of Commissioners, Directors, and/or fellow members of the Audit Committee

√ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintahDo not serve as administrators of political parties, officials, and government

√ √ √

E.3.1.2 Tugas dan Tanggung Jawab Komite Audit

1. Pengawasan Terhadap Proses Pelaporan KeuanganKomite audit bertugas melakukan pengawasan terhadap proses pembuatan Laporan Keuangan Bank. Dalam kaitannya dengan hal tersebut, Komite Audit:a. Memantau proses pelaporan keuangan

untuk memastikan terpenuhinya standar dan kebijakan akuntansi yang berlaku;

b. Melakukan evaluasi atas informasi keuangan yang akan dikeluarkan oleh Bank seperti laporan keuangan, proyeksi dan informasi keuangan lainnya;

Officer or other parties who have a relationship with the Bank, with the date of his appointment in writing effective as a member of the Audit Committee of an Independent Party for 1 (one) year.

9. Members of the Audit Committee from Independent Parties may hold concurrent positions as Independent Party members of other Committees at the Bank, and/or other companies as long as they are concerned;a. Fulfill all the required competencies;

b. Meet the criteria of independence;c. Able to keep the Bank's secret;d. Pay attention to the applicable code of ethics;e. Do not neglect the implementation of duties

and responsibilities as a member of the Committee.

Where the above can be described in the table as follows:

E.3.1.2 Duties and Responsibilities of the Audit Committee

1. Supervision of the Financial Reporting Process

The audit committee is tasked with supervising the process of preparing the Bank's Financial Statements. In this regard, the Audit Committee:

a. Monitor the financial reporting process to ensure compliance with applicable accounting standards and policies;

b. Evaluate financial information to be issued by the Bank such as financial reports, projections and other financial information;



c. Memeriksa ulang laporan keuangan apakah sudah sesuai dengan standar akuntansi yang berlaku serta apakah sudah konsisten dengan informasi lain yang diketahui oleh anggota Komite Audit secara bulanan, triwulanan dan tahunan;

d. Melakukan pemantauan atas penetapan metode penilaian aktiva dan pasiva, komitmen dan kontijensi serta cadangan-cadangan yang harus dibentuk;

e. Melakukan pemantauan atas pos-pos laporan keuangan yang mengandung transaksi-transaksi yang kompleks dan tidak lazim;

f. Menilai kecukupan pengungkapan transaksi dengan pihak terkait;

g. Menilai dan memberikan rekomendasi kepada Dewan Komisaris terhadap saran yang diajukan oleh Auditor Eksternal, Direksi dan Auditor Internal jika terdapat perubahan dalam ruang lingkup audit serta prinsip dan standar akuntansi;

h. Komite Audit mengkomunikasikan kepada Auditor Eksternal, Direksi dan Auditor Internal bila menghadapi penafsiran yang berbeda maupun sesuatu hal yang tidak konsisten.

2. Seleksi dan Penunjukkan Kantor Akuntan Publik (KAP) serta Pengawasan Pekerjaannya. Komite Audit dalam memberikan rekomendasi kepada Dewan Komisaris mengenai Kantor Akuntan Publik (KAP) yang akan melakukan audit tahunan sebagai Auditor Eksternal sekurang-kurangnya melakukan, sebagai berikut:

a. Menyeleksi dan merekomendasikan penunjukan KAP sebagai Auditor Eksternal1) Komite Audit menyeleksi dan

merekomendasikan calon KAP yang akan melakukan audit Laporan Keuangan Tahunan Bank kepada Dewan Komisaris;

2) Proses seleksi dan penunjukkan KAP berpedoman pada peraturan yang berlaku;

3) Komite Audit dapat merekomendasikan untuk pemutusan hubungan kerja dengan auditor eksternal kepada Dewan Komisaris jika terdapat indikasi kuat bahwa independensi auditor dapat terganggu atau terbukti bahwa auditor tidak melakukan pemeriksaan sesuai dengan Standar Profesional Akuntan Publik.

c. Re-examine the financial statements whether they are in accordance with applicable accounting standards and whether they are consistent with other information known to members of the Audit Committee on a monthly, quarterly and annual basis;

d. Monitor the determination of the method of valuation of assets and liabilities, commitments and contingencies as well as reserves that must be established;

e. Monitor financial statement items containing complex and unusual transactions;

f. Assess the adequacy of disclosure of transactions with related parties;

g. Assess and provide recommendations to the Board of Commissioners on suggestions submitted by the External Auditor, the Board of Directors and the Internal Auditor if there are changes in the scope of the audit as well as accounting principles and standards;

h. The Audit Committee communicates to the External Auditor, the Board of Directors and the Internal Auditor when faced with different interpretations or something that is inconsistent.

2. Selection and Appointment of Public Accounting Firms (KAP) and Supervision of Their Work.The Audit Committee in providing recommendations to the Board of Commissioners regarding a Public Accounting Firm (KAP) that will conduct an annual audit as an External Auditor shall at least do the following:a. Selecting and recommending the

appointment of KAP as External Auditor1) The Audit Committee selects and

recommends KAP candidates who will audit the Bank's Annual Financial Statements to the Board of Commissioners;

2) The selection process and the appointment of KAP are guided by the applicable regulations;

3) The Audit Committee may recommend termination of employment with the external auditor to the Board of Commissioners if there is a strong indication that the independence of the auditor may be impaired or it is proven that the auditor has not conducted an audit in accordance with the Professional Standards of a Public Accountant.



b. Mengawasi pekerjaan Auditor Eksternal1) Melakukan evaluasi terhadap Rencana

Audit dan kecukupan program audit serta melakukan pengawasan atas pekerjaan Auditor Eksternal serta pemantauan atas tindak lanjut hasil audit dalam rangka menilai kecukupan pengendalian internal termasuk kecukupan proses pelaporan keuangan;

2) Terlibat dalam dan/atau menerima laporan atas pembahasan temuan audit yang dilakukan oleh Auditor Eksternal dengan manajemen serta membuat laporan tertulis mengenai adanya perbedaan pendapat antara auditor dengan manajemen yang perlu mendapat perhatian Dewan Komisaris;

3) Dalam rangka melaksanakan tugas tersebut di atas, Komite Audit sekurang-kurangnya melakukan pemantauan dan evaluasi terhadap;a) Kesesuaian pelaksanaan audit oleh

Kantor Akuntan Publik dengan standar yang berlaku;

b) Kesesuaian laporan keuangan dengan standar akuntansi yang berlaku;

c) Pelaksanaan tindak lanjut oleh Direksi atas hasil temuan Auditor Eksternal sebagai rekomendasi untuk Dewan Komisaris;

d) Memberi masukan kepada Auditor Eksternal agar mengidentifikasikan area-area berisiko tinggi;

e) Berkonsultasi dengan Auditor Eksternal tanpa kehadiran manajemen tentang pengendalian internal berkenaan dengan identifikasi kemungkinan adanya kelemahan pengendalian internal, serta pemenuhan dan ketepatan laporan keuangan Bank;

f ) Memastikan agar Auditor Eksternal, dalam kaitannya dengan pelaksanaan audit umum (general audit) mengkomunikasikan hal-hal berikut:• Tingkat tanggung jawab auditor

terhadap pengendalian internal dalam penyajian laporan keuangan;

• Perubahan kebijakan akuntansi yang signifikan;

• Kelemahan signifikan dalam desain dan penerapan pengendalian internal;

b. Supervise the work of the External Auditor1) Evaluating the Audit Plan and the

adequacy of the audit program as well as supervising the work of the External Auditor and monitoring the follow-up on audit results in order to assess the adequacy of internal control including the adequacy of the financial reporting process;

2) Involving in and/or receiving reports on the discussion of audit findings conducted by the External Auditor with management as well as making a written report regarding differences of opinion between the auditor and management that need the attention of the Board of Commissioners;

3) In order to carry out the tasks mentioned above, the Audit Committee at least conducts monitoring and evaluation of;

a) Conformity of the audit by the Public Accounting Firm with the applicable standards;

b) Conformity of financial statements with applicable accounting standards;

c) Implementation of follow-up by the Board of Directors on the findings of the External Auditor as a recommendation to the Board of Commissioners;

d) Providing input to the External Auditor in order to identify high risk areas;

e) Consulting with the External Auditor without the presence of management regarding internal control regarding the identification of possible internal control weaknesses, as well as the fulfillment and accuracy of the Bank's financial statements;

f ) Ensuring that the External Auditor, in relation to the general audit, communicates the following:

• The level of the auditor's responsibility for internal control in the presentation of financial statements;

• Significant changes in accounting policies;

• Significant weaknesses in the design and implementation of internal controls;



• Metode pencatatan, pelaporan dan dampak dari transaksi luar biasa yang signifikan terhadap laporan keuangan;

• Adanya Fraud ataupun indikasi Fraud serta penyimpangan terhadap peraturan dan perundang-undangan yang berlaku, yang dilakukan oleh manajemen atau pegawai yang berdampak salah saji material dalam laporan keuangan;

• Koreksi audit yang signifikan;• Prosedur yang dilaksanakan oleh

auditor terhadap laporan tahunan yang berisi laporan keuangan audit;

• Ketidaksepakatan dengan manajemen tentang penerapan standar akuntansi, lingkup audit pengungkapan dalam laporan keuangan dan kata-kata yang digunakan auditor dalam laporan auditnya;

• Adanya perbedaan pendapat antara manajemen dengan Auditor Eksternal untuk melakukan konsultasi dengan Auditor Eksternal lainnya;

• Hambatan dalam pelaksanaan audit.

4) Melakukan kajian bersama Komisaris, Direksi serta Auditor Eksternal mengenai:

a) Laporan Keuangan Tahunan Bank beserta catatan atas laporan keuangan sebelum dipublikasikan;

b) Laporan audit dari Auditor Eksternal mengenai Laporan Keuangan Tahunan Bank dan pendapat serta saran dari Auditor Eksternal;

c) Temuan penting dan rekomendasi yang dibuat oleh Auditor Eksternal serta memonitor tindak lanjut atas rekomendasi tersebut oleh Direksi dan manajemen;

d) Mengkaji surat representasi yang ditandatangani oleh Direksi, serta meyakinkan tidak adanya kesulitan dalam memperoleh surat tersebut dan juga hal-hal spesifik yang ditemui dalam penugasan;

e) Menilai pendapat Auditor Eksternal tentang kualitas dan ketepatan penerapan Standar Akuntasi Keuangan yang berlaku bagi perbankan.

• Methods of recording, reporting and the impact of significant extraordinary transactions on the financial statements;

• The existence of fraud or indications of fraud as well as deviations from the applicable laws and regulations, carried out by management or employees that result in material misstatements in the financial statements;

• Significant audit corrections;• Procedures performed by the

auditor on the annual report containing the audited financial statements;

• Disagreements with management regarding the application of accounting standards, the scope of the audit of disclosures in the financial statements and the wording used by the auditors in their audit reports;

• There is a difference of opinion between management and the External Auditor to conduct consultations with other External Auditors;

• Obstacles in the implementation of the audit.

4) Conducting studies with the Commissioners, Directors and External Auditors regarding:a) The Bank's Annual Financial Report

along with notes on the financial statements prior to publication;

b) An audit report from the External Auditor regarding the Bank's Annual Financial Statements and opinions and suggestions from the External Auditor;

c) Important findings and recommendations made by the External Auditor as well as monitoring the follow-up on these recommendations by the Board of Directors and management;

d) Reviewing the representation letter signed by the Board of Directors, as well as ensuring that there are no difficulties in obtaining the letter as well as specific matters encountered in the assignment;

e) Assessing the opinion of the External Auditor regarding the quality and accuracy of the application of Financial Accounting Standards applicable to banks.



5) Komite Audit melakukan evaluasi terhadap Auditor Eksternal mengenai kualifikasi, kinerja dan independensi atas Partner Audit dari KAP serta auditor yang ditugaskan untuk melakukan audit keuangan, menerima masukan dari manajemen serta Satuan Kerja Audit Internal atas pekerjaan Auditor Eksternal tersebut;

6) Berdiskusi dengan Dewan Komisaris dan Direksi serta Auditor Eksternal untuk mendapatkan pengertian atas pertimbangan yang digunakan dalam menentukan standar akuntansi beserta aplikasinya;

7) Memastikan adanya pengungkapan yang memadai terhadap standar akuntansi.

3. Evaluasi Jasa Non – AuditUntuk menjaga independensi Auditor Eksternal, Komite Audit wajib melakukan evaluasi sebelum memberikan persetujuan awal (pre-approval) terhadap jasa non-audit yang akan ditugaskan kepada Auditor Eksternal yang sedang melaksanakan jasa audit. Jasa-jasa non-audit yang mengganggu independensi adalah:a. Jasa pembukuan atau jasa-jasa lain yang

berhubungan dengan catatan akuntansi atau laporan keuangan Bank;

b. Jasa desain dan implementasi sistem informasi keuangan;

c. Jasa penilaian atau jasa untuk memberikan opini atas kewajaran;

d. Jasa aktuaria; e. Jasa outsourcing internal audit; f. Jasa fungsi manajemen atau sumber daya

manusia; g. Jasa perantara; h. Jasa layanan hukum dan jasa keahlian yang

tidak berkaitan dengan audit; i. Jasa konsultasi perpajakan; j. Jasa lain berdasarkan perundang-undangan

yang berlaku dan peraturan Bank Indonesia.4. Pengawasan Pengendalian Internal

Komite Audit dan Satuan Kerja Audit Internal melakukan pengawasan atas operasional Bank sesuai dengan fungsi masing-masing agar tidak melanggar peraturan OJK, Bank Indonesia, peraturan dan perundang-undangan yang berlaku. Pengawasan tersebut sekurang - kurangnya meliputi:a. Komite Audit mendapatkan laporan audit

internal secara berkala dari Satuan Kerja Audit Internal sebagai masukan untuk mengidentifikasi kemungkinan adanya kelemahan pengendalian internal;

5) The Audit Committee evaluates the External Auditor regarding the qualifications, performance and independence of the Audit Partner from the KAP as well as the auditor assigned to conduct a financial audit, receives input from management and the Internal Audit Work Unit on the work of the External Auditor;

6) Discuss with the Board of Commissioners and the Board of Directors as well as the External Auditor to gain an understanding of the considerations used in determining accounting standards and their application;

7) Ensure adequate disclosure of accounting standards.

3. Evaluation of Non-Audit ServicesTo maintain the independence of the External Auditor, the Audit Committee is required to conduct an evaluation before giving pre-approval to non-audit services to be assigned to the External Auditor who is performing audit services. Non-audit services that interfere with independence are:a. Book keeping services or other services

related to the accounting records or financial statements of the Bank;

b. Financial information system design and implementation services;

c. Assessment services or services to provide an opinion on fairness;

d. actuarial services;e. Internal audit outsourcing services;f. Management function or human resources

services;g. Intermediary services;h. Legal services and expertise services not

related to auditing;i. Tax consulting services;j. Other services based on applicable laws and

regulations of Bank Indonesia.4. Internal Control Oversight

The Audit Committee and the Internal Audit Work Unit supervise the Bank's operations in accordance with their respective functions so as not to violate FSA, Bank Indonesia regulations, applicable laws and regulations. Such supervision shall at least include:

a. The Audit Committee receives periodic internal audit reports from the Internal Audit Unit as input to identify possible internal control weaknesses;



b. Dalam rangka meningkatkan efektivitas pengendalian internal, Komite Audit dapat memberikan masukan kepada Manajemen Bank, melalui Dewan Komisaris, saran tersebut berkenaan dengan peningkatan kinerja Satuan Kerja Audit Internal;

c. Mengkaji dan memberikan masukan kepada Dewan Komisaris atas Rencana Kerja Tahunan Audit Internal, termasuk ruang lingkup Audit, dan untuk memastikan bahwa Rencana Kerja Tahunan Audit Internal tersebut sudah mencakup risiko operasional Bank secara keseluruhan;

d. Setiap awal tahun, Komite Audit mengevaluasi Program Kerja Audit tahunan yang disusun oleh Satuan Kerja Audit Internal dan ruang lingkup audit, serta merekomendasikan hasil evaluasinya kepada Dewan Komisaris;

e. Mengkaji dan memberikan pertimbangan kepada Dewan Komisaris atas kesulitan dan hambatan yang dihadapi Audit Internal dalam melaksanakan tugasnya, termasuk hambatan atas lingkup kerja audit dan/ atau hambatan akses untuk mendapatkan informasi yang diperlukan;

f. Komite Audit harus berkoordinasi dengan Satuan Kerja Audit Internal untuk :1) Mengadakan pertemuan reguler dalam

rangka membahas temuan dan/atau hal-hal lain yang mengandung indikasi mengenai kelemahan pengendalian internal, serta kekeliruan penerapan standar akuntansi termasuk melakukan pemantauan tindak lanjut Manajemen Bank atas temuan tersebut;

2) Membahas tanggapan Manajemen Bank atas temuan signifikan dalam operasional bank serta rekomendasi yang diberikan oleh Satuan Kerja Audit Internal terhadap temuan tersebut;

3) Secara tahunan melakukan pemantauan terhadap kode etik profesi, mengevaluasi kegiatan, struktur organisasi dan kualifikasi anggota audit internal;

4) Memperluas evaluasi untuk menilai sifat, lingkup, besaran dan dampak dari kelemahan signifikan pengendalian internal serta pengaruhnya terhadap laporan keuangan.

g. Melakukan penilaian efektivitas dan independensi Satuan Kerja Audit Internal serta melakukan evaluasi atas aktivitas rutin, penempatan auditor internal, dan struktur organisasi Satuan Kerja Audit Internal;

b. In order to improve the effectiveness of internal control, the Audit Committee can provide input to the Bank's Management, through the Board of Commissioners, such suggestions regarding improving the performance of the Internal Audit Work Unit;

c. Reviewing and providing input to the Board of Commissioners on the Internal Audit Annual Work Plan, including the scope of the Audit, and to ensure that the Internal Audit Annual Work Plan covers the overall operational risks of the Bank;

d. At the beginning of each year, the Audit Committee evaluates the annual Audit Work Program prepared by the Internal Audit Unit and the scope of the audit, and recommends the results of the evaluation to the Board of Commissioners;

e. Reviewing and providing consideration to the Board of Commissioners on the difficulties and obstacles faced by Internal Audit in carrying out its duties, including obstacles to the scope of audit work and/or barriers to access to the required information;

f. The Audit Committee must coordinate with the Internal Audit Unit to:1) Holding regular meetings in order to

discuss findings and/or other matters that contain indications of weaknesses in internal control, as well as errors in the application of accounting standards, including monitoring the follow-up actions of Bank Management on these findings;

2) Discussing the response of the Bank's Management on significant findings in bank operations as well as recommendations provided by the Internal Audit Unit on these findings;

3) Annually monitoring the professional code of ethics, evaluating activities, organizational structure and qualifications of internal audit members;

4) Expanding the evaluation to assess the nature, scope, magnitude and impact of significant internal control weaknesses and their effects on the financial statements.

g. Assessing the effectiveness and independence of the Internal Audit Work Unit as well as evaluating routine activities, placement of internal auditors, and the organizational structure of the Internal Audit Work Unit;



h. Merekomendasikan kepada Dewan Komisaris tentang:1) Perubahan signifikan dalam lingkup kerja

audit dari rencana semula, termasuk sumber daya manusia dan anggaran Audit Internal;

2) Pemutakhiran Pedoman Kerja Komite Audit;

3) Kepatuhan terhadap Pedoman Kerja Komite Audit.

I. Komite Audit atas permintaan Dewan Komisaris dapat merekomendasikan tentang pengangkatan dan pemberhentian Pemimpin Satuan Kerja Audit Internal.

5. Pengawasan Kepatuhan Terhadap Peraturan dan Perundang-undangan.Komite Audit dan Satuan Kerja Kepatuhan dan Hukum sesuai dengan fungsinya masing-masing bertugas untuk memantau kepatuhan operasional Bank terhadap Peraturan dan Perundang-undangan yang berlaku, sekurang - kurangnya meliputi:a. Pemantauan dapat dilakukan melalui

evaluasi atas temuan, pelaporan atau hasil pemeriksaan yang dilakukan oleh Otoritas Jasa Keuangan, Auditor Eksternal, Satuan Kerja Kepatuhan, Satuan Kerja Audit Intern, Satuan kerja Manajemen Risiko/ Komite Manajemen Risiko;

b. Apabila terdapat indikasi kuat bahwa telah terjadi pelanggaran terhadap peraturan dan perundang-undangan yang berlaku, Komite Audit harus melaporkan kepada Dewan Komisaris dan mengusulkan diadakannya investigasi.

6. Penelaahan Pengaduan Pihak KetigaKomite Audit tidak hanya menerima informasi yang berasal dari pelaksanaan tugas-tugas rutinnya, akan tetapi juga menerima pengaduan pihak ketiga mengenai akuntansi, pengendalian internal dan fraud yang dapat mengganggu operasi Bank.a. Syarat pengaduan yang dapat diproses

lebih lanjut:1) Pengaduan disampaikan secara tertulis;2) Terdapat alibi dan permasalahan yang

jelas atas pengaduan yang dibuat.b. Penelaahan Pengaduan

Dalam menangani pengaduan yang disampaikan oleh pihak ketiga, Komite Audit dapat meminta audit internal untuk menindaklanjutinya;

c. Hasil PenelaahanJika dari hasil penelaahan, terbukti bahwa pengaduan yang disampaikan oleh pihak ketiga ternyata benar:

h. Recommend to the Board of Commissioners regarding:1) Significant changes in the scope of audit

work from the original plan, including human resources and Internal Audit budget;

2) Updating the Audit Committee Work Guidelines;

3) Compliance with the Work Guidelines of the Audit Committee.

i. The Audit Committee at the request of the Board of Commissioners may recommend the appointment and dismissal of the Head of the Internal Audit Unit.

5. Supervision of Compliance with Regulations and Legislation.The Audit Committee and the Compliance and Legal Work Unit in accordance with their respective functions are tasked with monitoring the Bank's operational compliance with the applicable laws and regulations, at least including:a. Monitoring can be carried out through

evaluation of findings, reports or results of examinations conducted by the Financial Services Authority, External Auditor, Compliance Unit, Internal Audit Unit, Risk Management Work Unit/Risk Management Committee;

b. If there is a strong indication that there has been a violation of the applicable laws and regulations, the Audit Committee must report to the Board of Commissioners and propose an investigation.

6. Third Party Complaint ReviewThe Audit Committee not only receives information originating from the implementation of its routine tasks, but also receives complaints from third parties regarding accounting, internal control and fraud that may interfere with the Bank's operations.a. Complaints that can be processed further:

1) Complaints are submitted in writing;2) There is a clear alibi and problem for the

complaint made.b. Complaint Review

In handling complaints submitted by third parties, the Audit Committee may request internal audit to follow up;

c. Study ResultsIf from the results of the review, it is proven that the complaint submitted by a third party is true:



1) Komite Audit meneruskan hasil penelaahan kepada Dewan Komisaris;

2) Komite Audit memantau tindak lanjut dari hasil penelaahan, jika diminta oleh Dewan Komisaris.

7. Pelaksanaan Tugas Terkait Pelaksanaan Tata Kelola Dana PensiunDalam hal pelaksanaan Tata Kelola Dana Pensiun, Komite Audit mempunyai tugas dan tanggung jawab sebagai fasilitator bagi Dewan Pengawas (dalam hal ini Dewan Komisaris bank bjb) untuk memastikan bahwa:a. Struktur pengendalian internal dana

pensiun telah dilaksanakan dengan baik;b. Pelaksanaan audit internal maupun audit

eksternal telah dilaksanakan sesuai dengan ketentuan yang berlaku;

c. Tindak lanjut temuan hasil audit dilaksanakan oleh manajemen.

8. Tugas khusus merupakan tugas diluar rutin sebagaimana diperintahkan oleh Dewan Komisaris, dengan memberikan surat penugasan kepada Komite Audit.a. Dewan Komisaris memberikan tugas

khusus, karena:1) terdapat indikasi adanya

ketidakpatuhan terhadap peraturan dan perundangundangan yang berlaku sehingga Komite Audit, dengan persetujuan Dewan Komisaris, memperluas evaluasi dengan melaksanakan Audit Investigasi untuk menentukan dampak dan besarnya kerugian akibat pelanggaran tersebut. Untuk melaksanakan audit investigasi tersebut, Komite Audit dapat meminta bantuan pihak Satuan Kerja Audit Internal atau auditor eksternal;

2) terdapat laporan/pengaduan pihak ketiga yang mengindikasikan adanya ketidakpatuhan dan/atau kecurangan.

b. Pelaksanaan tugas khusus Komite Audit antara lain dapat:1) Melakukan evaluasi terhadap semua

pencatatan termasuk didalamnya risalah rapat Direksi dan risalah rapat Dewan Komisaris, dokumentasi serta informasi lainnya yang diperlukan;

2) Mengajukan pertanyaan kepada Direksi dan stafnya, yang hasilnya dituangkan dalam Berita Acara Tanya Jawab yang ditandatangani oleh kedua belah pihak;

3) Jika dianggap perlu, melakukan audit investigasi yang dilaksanakan

1) The Audit Committee forwards the results of the review to the Board of Commissioners;

2) The Audit Committee monitors the follow-up of the results of the review, if requested by the Board of Commissioners.

7. Implementation of Tasks Related to the Implementation of Pension Fund GovernanceIn terms of the implementation of Pension Fund Governance, the Audit Committee has duties and responsibilities as a facilitator for the Supervisory Board (in this case the Board of Commissioners of bank bjb) to ensure that:a. The pension fund's internal control structure

has been implemented properly;b. The implementation of internal audits and

external audits has been carried out in accordance with applicable regulations;

c. The follow-up to the audit findings is carried out by management.

8. Special tasks are non-routine tasks as ordered by the Board of Commissioners, by providing a letter of assignment to the Audit Committee.

a. The Board of Commissioners assigns special duties, because:1) there are indications of non-compliance

with applicable laws and regulations so that the Audit Committee, with the approval of the Board of Commissioners, expands the evaluation by carrying out an Investigation Audit to determine the impact and magnitude of losses due to the violation. To carry out the investigative audit, the Audit Committee may request assistance from the Internal Audit Unit or external auditors;

2) there are third party reports/complaints indicating non-compliance and/or fraud.

b. The implementation of special duties of the Audit Committee, among others, can:1) Evaluating all records including the

minutes of the Board of Directors meeting and the minutes of the Board of Commissioners meeting, documentation and other necessary information;

2) Asking questions to the Board of Directors and their staff, the results of which are stated in the Minutes of Questions and Answers signed by both parties;

3) If deemed necessary, conducting an investigative audit carried out in



bekerjasama dengan Satuan Kerja Audit Internal atau Auditor Eksternal.

Komite Audit memiliki Tanggung Jawab sebagai berikut:1. Memastikan bahwa laporan keuangan Bank

dapat dimengerti, transparan dan dapat diandalkan;

2. Menilai pelaksanaan kegiatan serta hasil audit yang dilakukan oleh Satuan Kerja Audit Internal maupun Auditor Eksternal sehingga dapat mencegah pelaksanaan dan pelaporan yang tidak memenuhi standar;

3. Melakukan evaluasi kebijakan Bank yang berhubungan dengan kepatuhan terhadap peraturan dan perundang – undangan yang berlaku, etika, benturan kepentingan dan investigasi akan adanya kesalahan maupun kecurangan melalui Dewan Komisaris memberikan rekomendasi mengenai penyempurnaan sistem pengendalian intern Bank serta pelaksanaannya;

4. Melakukan evaluasi Rencana Kerja Satuan Kerja Audit Internal, pelaporan dan temuan yang signifikan;

5. Berkomunikasi dengan Direksi dan Satuan Kerja terkait tentang status, kemajuan dan perkembangan baru pada permasalahan operasional yang dijumpai serta temuan Satuan Kerja Audit Internal;

6. Memastikan bahwa Satuan Kerja Audit Internal dapat memiliki akses langsung kepada Komite Audit dan mendorong adanya komunikasi di luar rapat komite yang telah dijadwalkan;

7. Menciptakan jalur komunikasi langsung dengan Auditor Eksternal/pengawas Bank untuk membahas rencana audit, temuan maupun laporan.

E.3.1.3 Pedoman dan Tata Tertib Kerja Komite Audit

Komite Audit mempunyai suatu Pedoman dan Tata Tertib Kerja Komite Audit berdasarkan Surat Keputusan Dewan Komisaris nomor 12/DKO/SK/2019 tanggal 04 Desember 2019 tentang Pedoman dan Tata Tertib Kerja Komite Audit, yang menetapkan secara jelas peran, tanggung jawab dan lingkup kerja Komite Audit untuk meningkatkan efektivitas, tanggung jawab, keterbukaan dan objektivitas Dewan Komisaris dalam menjalankan fungsinya. Dalam Pedoman dan Tata Tertib Kerja Komite Audit mengatur mengenai struktur organisasi dan masa kerja Komite Audit, tugas dan tanggung jawab, rapat, pelaporan dan anggaran serta standar etika bagi Komite Audit.

collaboration with the Internal Audit Unit or the External Auditor.

The Audit Committee has the following responsibilities:1. Ensuring that the Bank's financial reports are

understandable, transparent and reliable;2. Assessing the implementation of activities and

results of audits carried out by the Internal Audit Unit and External Auditor so as to prevent implementation and reporting that does not meet standards;

3. Evaluating the Bank's policies related to compliance with applicable laws and regulations, ethics, conflicts of interest and investigation of errors or fraud through the Board of Commissioners providing recommendations regarding the improvement of the Bank's internal control system and its implementation;

4. Evaluating the Internal Audit Work Unit's Work Plan, reporting and significant findings;

5. Communicating with the Board of Directors and related work units regarding the status, progress and new developments on operational problems encountered and the findings of the Internal Audit Unit;

6. Ensuring that the Internal Audit Unit can have direct access to the Audit Committee and encourage communication outside of the scheduled committee meetings;

7. Creating a direct line of communication with the External Auditor/Bank supervisor to discuss audit plans, findings and reports.

E.3.1.3 Audit Committee Guidelines and Work Rules

The Audit Committee has an Audit Committee Guidelines and Work Rules based on the Decree of the Board of Commissioners number 12/DKO/SK/2019 dated December 4, 2019 regarding the Audit Committee Guidelines and Work Rules, which clearly define the roles, responsibilities and scope of work of the Audit Committee to improve the effectiveness, responsibility, transparency and objectivity of the Board of Commissioners in carrying out its functions. The Audit Committee Guidelines and Work Rules regulate the organizational structure and tenure of the Audit Committee, duties and responsibilities, meetings, reporting and budgets as well as ethical standards for the Audit Committee.



E.3.1.4 Masa Jabatan Komite AuditMasa jabatan anggota komite di bawah Dewan Komisaris yang menjabat sebagai Dewan Komisaris yaitu sama seperti masa jabatan sebagai Dewan Komisaris, sedangkan untuk anggota Komite yang berasal dari pihak independen masa jabatannya selama 2 tahun.

E.3.1.5 Rapat Dan Kehadiran Komite Audit

Selama tahun 2021, Komite Audit telah menyelenggarakan rapat sebanyak 16 (enam belas) kali. Adapun frekuensi dan tingkat kehadiran masing-masing anggota Komite Audit sebagai berikut :

NamaName

JabatanPosition

Jumlah RapatNumber of Meeting

Total KehadiranTotal Attendance

PersentasePercentage

Yayat Sutaryat* Ketua Merangkap Anggota


3 3 100,00%

Farid Rahman Ketua Merangkap Anggota


16 16 100,00%

Mokhamad Anwar AnggotaMember

16 15 93,75%

Wawan Hernawan AnggotaMember

16 16 100,00%

E.3.1.6 Pelaksanaan Tugas Komite Audit

Komite audit internal melaksanakan kegiatan sesuai dengan program kerja tahun 2021 yang telah ditetapkan, program kerja tersebut termasuk memantau dan mengevaluasi perencanaan dan pelaksanaan audit serta tindaklanjut hasil audit dalam rangka menilai kecukupan pengendalian internal dan kecukupan pelaporan keuangan, dengan rincian sebagai berikut:

1. Satuan Kerja Audit Internal (SKAI) telah menyusun rencana kerja berdasarkan risiko (risk based).

2. Pelaksanaan kegiatan audit oleh Satuan Kerja Audit Internal (SKAI) telah sesuai dengan rencana kerja audit dimana setiap pelaksanaan audit dan pelaporan yang dilakukan oleh SKAI telah sesuai dengan kebijakan audit internal;

3. Komite Audit melakukan review terhadap draft laporan keuangan publikasi bank bjb setiap triwulanan dan memberikan rekomendasi kepada Dewan Komisaris;

E.3.1.4 Term of Office of the Audit CommitteeThe term of office of committee members under the Board of Commissioners who serve as the Board of Commissioners is the same as the term of office as the Board of Commissioners, while for Committee members who come from independent parties the term of office is 2 years.

E.3.1.5 Audit Committee Meetings And Attendance

During 2021, the Audit Committee held 16 (sixteen) meetings. The frequency and level of attendance of each member of the Audit Committee is as follows:

E.3.1.6 Implementation of the Duties of the Audit Committee

The internal audit committee carries out activities in accordance with the 2021 work program that has been determined, the work program includes monitoring and evaluating the planning and implementation of the audit as well as the follow-up to audit results in order to assess the adequacy of internal control and the adequacy of financial reporting, with details as follows:

1. The Internal Audit Unit (SKAI) has prepared a risk-based work plan.

2. The implementation of audit activities by the Internal Audit Unit (SKAI) is in accordance with the audit work plan where every audit and reporting carried out by SKAI is in accordance with the internal audit policy;

3. The Audit Committee reviews the draft of bank bjb's published financial statements every quarter and provides recommendations to the Board of Commissioners;




4. Komite Audit telah melakukan review terhadap Kantor Akuntan Publik (KAP) dan memberikan rekomendasi penunjukan KAP kepada Dewan Komisaris terkait:

a. Penerbitan Comfort Letter dalam rangka Penawaran Umum Obligasi Subordinasi Berkelanjutan III bank bjb Tahap I Tahun 2021.

b. Audit Pengelolaan Dana CSR Tahun 2020. c. Audit Penjatahan dan Biaya Emisi Penawaran

Umum Berkelanjutan III (PUB III) Obligasi Subordinasi Tahap I Tahun 2021.

d. Audit Laporan Keuangan Tahun Buku 2021. e. Audit Laporan Keuangan Dana Pensiun

Lembaga Keuangan (DPLK) bank bjb Tahun Buku 2021.

f. Audit Laporan Keuangan dan Penerbitan Comfort Letter untuk Program Penambahan Modal dengan Hak Memesan Efek Terlebih Dahulu (PMHMETD).;

5. Komite Audit melakukan evaluasi atas efektivitas pelaksanaan audit eksternal termasuk penelaahan independensi dan objektivitas auditor eksternal serta penelaahan kecukupan pemeriksaan yang dilakukan untuk memastikan semua risiko yang penting telah dipertimbangkan, pelaksanaan evaluasi kesesuaian pelaksanaan audit oleh kantor akuntan publik berdasarkan Peraturan Otoritas Jasa Keuangan No. 13/POJK.03/2017. Dari hasil pemantauan dan evaluasi Komite Audit, Kantor Akuntan Publik telah melaksanakan sesuai dengan Standar Audit yang berlaku;

6. Komite audit melakukan evaluasi terhadap tindaklanjut pemenuhan komitmen atas hasil pemeriksaan pihak eksternal (OJK) guna memastikan bahwa setiap temuan hasil pemeriksaan pihak eksternal (OJK) telah ditindaklanjuti, dan berdasarkan hasil pemantauan, bank bjb secara periodik telah melaporkan tindak lanjut dari setiap temuan kepada OJK.

E.3.2 Komite Pemantau RisikoSesuai Peraturan Otoritas Jasa Keuangan (POJK) Nomor 55/ POJK.03/2016 tentang Penerapan Tata Kelola bagi Bank Umum, Komite Pemantau Risiko merupakan alat kelengkapan Dewan Komisaris yang berfungsi memonitor risiko dan menilai toleransi risiko yang dapat diambil oleh Bank, mengevaluasi perbaikan yang dilakukan atas kebijakan, prosedur dan praktek manajemen risiko Bank guna memastikan telah dilakukannya pengelolaan risiko dengan baik, terutama pada pengelolaan Risiko Kredit, Risiko Pasar, Risiko Likuiditas, Risiko Operasional serta risiko bank lainnya.

4. The Audit Committee has reviewed the Public Accounting Firm (KAP) and provided recommendations for the appointment of KAP to the relevant Board of Commissioners:a. Issuance of Comfort Letter in the context of

Public Offering of Continuous Subordinated Bond III bank bjb Phase I 2021.

b. 2020 CSR Fund Management Audit.c. Allotment Audit and Continuous Public

Offering III (PUB III) Subordinated Bond Phase I 2021 Audit.

d. Financial Statement Audit for Financial Year 2021.

e. Financial Statement Audit of the Financial Institution Pension Fund (DPLK) bank bjb for the 2021 Fiscal Year.

f. Audit of Financial Statements and Issuance of Comfort Letters for Capital Increase Program with Pre-emptive Rights (PMHMETD);

5. The Audit Committee evaluates the effectiveness of the external audit, including a review of the independence and objectivity of the external auditor as well as a review of the adequacy of the audits carried out to ensure that all important risks have been considered. 13/POJK.03/2017. From the results of monitoring and evaluation of the Audit Committee, the Public Accounting Firm has implemented it in accordance with the applicable Audit Standards;

6. The audit committee evaluates the follow-up to the fulfillment of commitments on the results of the external party examination (OJK) to ensure that any findings from the external party examination (OJK) have been followed up, and based on the monitoring results, bank bjb has periodically reported the follow-up of each finding to the OJK.

E.3.2 Risk Monitoring CommitteeIn accordance with Financial Services Authority Regulation (POJK) Number 55/ POJK.03/2016 concerning Implementation of Governance for Commercial Banks, the Risk Monitoring Committee is a tool for the Board of Commissioners which functions to monitor risk and assess risk tolerance that can be taken by the Bank, evaluate improvements made on the Bank's risk management policies, procedures and practices to ensure that risk management has been carried out properly, especially in the management of Credit Risk, Market Risk, Liquidity Risk, Operational Risk and other bank risks.



Komite Pemantau Risiko Bank untuk periode tahun 2021 dibentuk berdasarkan:1. Peraturan Otoritas Jasa Keuangan Nomor 55/

POJK.03/2016 tanggal 09 Desember 2016 tentang Penerapan Tata Kelola bagi Bank Umum;

2. Peraturan Otoritas Jasa Keuangan Nomor 18/POJK.03/2016 tanggal 22 Maret 2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum;

3. Peraturan Otoritas Jasa Keuangan Nomor 17/POJK.04/2014 tanggal 19 November 2014 Tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan;

4. Surat Keputusan Dewan Komisaris PT. Bank Jabar Nomor 04A/SK/DK/2007 tanggal 28 Juni 2007 tentang Pembentukan Komite – Komite dan Pedoman Kerja Komite;

5. Surat Keputusan Dewan Komisaris Nomor 09/SK/DK/2018 tanggal 20 Desember 2018 tentang pembagian Tugas dan Pelaksanaan jadwal kegiatan Dewan Komisaris serta Komite – Komite;


7. Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. 11/ SK/DKO/2019 tanggal 04 Desember 2019 tentang Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko yang telah diperbaharui dan ditetapkan dengan Surat Keputusan Dewan Komisaris nomor 02/SK/DKO/2021 tanggal 28 April 2021 tentang Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko

8. Surat Keputusan Dewan Komisaris Nomor 10/SK/DK/2019 tanggal 04 Desember 2019 tentang Pedoman dan Tata Tertib Kerja Dewan Komisaris;

9. Surat Keputusan Dewan Komisaris Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – Komite;


Susunan Komite Pemantau Risiko pada tahun 2021 berdasarkan SK No 03/SK/DKO/2020 Tanggal 23 Juni 2020 tentang Pembagian Tugas dan

The Bank Risk Monitoring Committee for the period of 2021 was established based on:1. Financial Services Authority Regulation Number

55/POJK.03/2016 dated December 09, 2016 concerning Implementation of Good Corporate Governance for Commercial Banks;

2. Financial Services Authority Regulation Number 18/POJK.03/2016 dated March 22, 2016 concerning Implementation of Risk Management for Commercial Banks;

3. Financial Services Authority Regulation Number 17/POJK.04/2014 dated November 19, 2014 concerning the Implementation of Integrated Risk Management for Financial Conglomerates;

4. Decree of the Board of Commissioners of PT. Bank Jabar Number 04A/SK/DK/2007 dated June 28, 2007 concerning the Establishment of Committees and Committee Work Guidelines;

5. Decree of the Board of Commissioners Number 09/SK/DK/2018 dated December 20, 2018 regarding the division of tasks and implementation of the schedule of activities for the Board of Commissioners and the Committees;

6. Decree of the Board of Commissioners Number 05/SK/DK/2019 dated July 3, 2019 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;

7. Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. 11/ SK/DKO/2019 dated December 04, 2019 regarding the Guidelines and Work Rules of the Risk Monitoring Committee which has been updated and stipulated by the Decree of the Board of Commissioners number 02/SK/DKO/2021 dated April 28, 2021 concerning the Guidelines and Work Rules of the Monitoring Committee Risk

8. Decree of the Board of Commissioners Number 10/SK/DK/2019 dated December 04, 2019 concerning the Guidelines and Work Rules of the Board of Commissioners;

9. Decree of the Board of Commissioners Number 03/SK/DK/2020 dated June 23, 2020 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;


The composition of the Risk Monitoring Committee in 2021 based on Decree No. 03/SK/DKO/2020 dated June 23, 2020 regarding the Division of



Pelaksanaan Kegiatan Dewan Komisaris serta komite–komite, adalah sebagai berikut :

NamaName

JabatanPosition


KeahlianSkill

Farid Rahman Ketua Merangkap AnggotaChairman concurrently member

Komisaris Utama IndependenIndependent President

Commissioner

Manajemen, perbankan dan keuanganManagement, banking and finance

Eddy I.M. Nasution* AnggotaMember


Teknik, ilmu lingkungan dan studi pembangunan

Engineering, environmental science and development studies

Muhadi AnggotaMember


TeknikTechnique

Nurry Effendi AnggotaMember


Ekonomi dan AkuntansiEconomics and Accounting

Tettet Fitrijanti AnggotaMember



Berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) bank bjb Tahun Buku 2020 tanggal 06 April 2021 terjadi perubahan Komposisi Dewan Komisaris, yang kemudian ditindaklanjuti dengan Surat Keputusan Dewan Komisaris No. 01/ SK/DKO/2021 tanggal 7 April 2021 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite, sehingga pada periode 31 Desember 2021 komposisi Komite Pemantau Risiko menjadi sebagai berikut:

No. NamaName

JabatanPosition


KeahlianExpertise

1. Fahlino F. SjuibKetua Merangkap AnggotaChairperson concurrently as a member



2. Farid Rahman AnggotaMember



3. Muhadi AnggotaMember


TeknikTechnique

4. Nury Effendi AnggotaMember



5. Tettet Fitrijanti Anggota Member



E.3.2.1 Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko

Perseroan memiliki Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko berdasarkan Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten,

Duties and Implementation of Activities of the Board of Commissioners and the committees, are as follows:

Based on one of the decisions of the bank bjb Annual General Meeting of Shareholders (AGMS) for the Financial Year 2020 dated April 6, 2021, there was a change in the composition of the Board of Commissioners, which was then followed up by the Decree of the Board of Commissioners No. 01/ SK/DKO/2021 dated April 7, 2021 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees, so that for the period of December 31, 2021, the composition of the Risk Monitoring Committee can be seen as follows:

E.3.2.1 Risk Monitoring Committee Guidelines and Work Rules

The Company has Guidelines and Work Rules for the Risk Monitoring Committee based on the Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten,

* Diberhentikan dengan hormat berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan bank bjb Tahun buku 2020 tanggal 06 April 2021* Dismissed with honor based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders for the financial year 2020 dated April 6, 2021.



Tbk. 11/ SK/DKO/2019 tanggal 04 Desember 2019 tentang Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko yang telah diperbaharui dan ditetapkan dengan Surat Keputusan Dewan Komisaris nomor 02/SK/DKO/2021 tanggal 28 April 2021 tentang Pedoman dan Tata Tertib Kerja Komite Pemantau Risiko.

E.3.2.2 Independensi Anggota Komite Pemantau Risiko

1. Anggota Direksi dilarang menjadi anggota Komite Pemantau Risiko;

2. Anggota Komite Pemantau Risiko yang berasal dari pihak independen wajib memiliki rekam jejak yang baik sesuai dengan peraturan perundang–undangan serta memiliki integritas, akhlak, dan moral yang baik;

3. Tidak mempunyai hubungan keluarga maupun bisnis dengan Direksi dan Dewan Komisaris;

4. Tidak mempunyai kedudukan rangkap pada Bank dan perusahaan lainnya yang terafiliasi dengan Bank;

5. Tidak memiliki tugas, tanggung jawab, dan kewenangan yang menimbulkan Benturan Kepentingan.

Dalam menjaga independensinya, anggota Komite Pemantau Risiko yang berasal dari pihak independen :1. Tidak memiliki hubungan keuangan dengan

Dewan Komisaris;2. Tidak memiliki hubungan kepengurusan

di perusahaan, perusahaan anak, maupun perusahaan afiliasi;

3. Tidak memiliki hubungan kepemilikan saham di perusahaan;

4. Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan atau sesama anggota Komite Pemantau Risiko;

5. Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintahan.

Dimana hal tersebut diatas dapat digambarkan dalam tabel sebagai berikut:

Aspek IndependensiIndependence Aspect Fahlino F Sjuib Farid Rahman Muhadi Nury

EffendiTettet

Fitrijanti

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan DireksiHas no financial relationship with the Board of Commissioners and the Board of Directors

√ √ √ √ √

Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasiDoes not have a management relationship in the company, subsidiary, or affiliated company

√ √ √ √ √

Tbk. 11/ SK/DKO/2019 dated December 04, 2019 regarding the Guidelines and Work Rules of the Risk Monitoring Committee which has been updated and stipulated by the Decree of the Board of Commissioners number 02/SK/DKO/2021 dated April 28, 2021 concerning the Guidelines and Work Rules of the Risk Monitoring Committee.

E.3.2.2 Independence of Risk Monitoring Committee Members

1. Members of the Board of Directors are prohibited from being members of the Risk Monitoring Committee;

2. Members of the Risk Monitoring Committee who come from independent parties must have a good track record in accordance with the laws and regulations and have good integrity, character and morals;

3. Have no family or business relationship with the Board of Directors and Board of Commissioners;

4. Do not have a concurrent position at the Bank and other companies affiliated with the Bank;

5. Do not have the duties, responsibilities, and authorities that give rise to a Conflict of Interest.

In maintaining their independence, members of the Risk Monitoring Committee who come from independent parties:1. Have no financial relationship with the Board of

Commissioners;2. Do not have a management relationship in

the company, subsidiary company, or affiliated company;

3. Do not have a share ownership relationship in the company;

4. Do not have a family relationship with the Board of Commissioners, Board of Directors, and/or fellow members of the Risk Monitoring Committee;

5. Not serving as an administrator of political parties, officials and government.

The above matter can be described in the table as follows:



Aspek IndependensiIndependence Aspect Fahlino F Sjuib Farid Rahman Muhadi Nury

EffendiTettet

Fitrijanti


√ √ √ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Pemantau RisikoDoes not have a share ownership relationship in the company

√ √ √ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintahDoes not serve as administrators of political parties, officials and government

√ √ √ √ √

E.3.2.3 Tugas dan Tanggung Jawab Komite Pemantau Risiko

Sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum pasal 2, ruang lingkup manajemen risiko adalah:1. Bank wajib menerapkan Manajemen Risiko

secara efektif, baik untuk bank secara individu maupun untuk bank secara konsolidasi dengan perusahaan anak;

2. Penerapan manajemen risiko paling sedikit mencakup: a. Pengawasan aktif Direksi dan Dewan

Komisaris; b. Kecukupan kebijakan dan prosedur

manajemen risiko, serta penetapan limit risiko;

c. Kecukupan proses identifikasi, pengukuran, pemantauan, dan pengendalian Risiko serta sistem informasi Manajemen Risiko; dan

d. Sistem pengendalian intern yang menyeluruh.

Wewenang dan tanggung jawab Dewan Komisaris dalam kaitannya dengan manajemen risiko, berdasarkan Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2016 tentang Penerapan Manajemen Risiko Bagi Bank Umum pasal 7, paling sedikit meliputi: 1. Menyetujui dan mengevaluasi kebijakan

Manajemen Risiko; 2. Mengevaluasi pertanggungjawaban Direksi

atas pelaksanaan kebijakan manajemen risiko;

3. Mengevaluasi dan memutuskan permohonan Direksi yang berkaitan dengan transaksi yang memerlukan persetujuan Dewan Komisaris.

Sebagaimana tercantum dalam Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum Pasal 48, Komite Pemantau Risiko wajib melakukan paling sedikit:

E.3.2.3 Duties and Responsibilities of the Risk Monitoring Committee

As stipulated in the Financial Services Authority Regulation No. 18/POJK.03/2016 concerning Application of Risk Management for Commercial Banks article 2, the scope of risk management is:1. Banks are required to implement Risk Management

effectively, both for individual banks and for banks in consolidation with subsidiary companies;

2. Implementation of risk management at least includes:a. Active supervision of the Board of Directors

and the Board of Commissioners;b. Adequacy of risk management policies and

procedures, as well as setting risk limits;c. Adequacy of Risk identification,

measurement, monitoring and control processes as well as Risk Management information systems; and

d. A comprehensive internal control system.

The authority and responsibility of the Board of Commissioners in relation to risk management, based on the Financial Services Authority Regulation No. 18/POJK.03/2016 concerning the Application of Risk Management for Commercial Banks article 7, at least includes:1. Approving and evaluating Risk Management

policies;2. Evaluating the accountability of the Board

of Directors for the implementation of risk management policies;

3. Evaluating and deciding on requests from the Board of Directors related to transactions that require the approval of the Board of Commissioners.

As stated in the Financial Services Authority Regulation No. 55/POJK.03/2016 concerning Implementation of Good Corporate Governance for Commercial Banks Article 48, the Risk Monitoring Committee is required to perform at least:



1. Mengevaluasi kesesuaian antara kebijakan manajemen risiko dengan pelaksanaan kebijakan bank;

2. Memantau dan mengevaluasi pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko.

Tugas dan Tanggung Jawab terkait Pemantauan Risiko: 1. Mengevaluasi dan menganalisa laporan

profil risiko bank bjb secara triwulanan serta laporan lain atau hasil kajian yang relevan dan memberikan pendapat berupa saran dan atau rekomendasi untuk perbaikan dan penyempurnaan yang diperlukan;

2. Mengevaluasi dan menganalisa laporan tingkat kesehatan bank untuk bagian profil risiko dan Good Corporate Governance;

3. Memantau kecukupan proses identifikasi, pengukuran, pemantauan, pengendalian dan sistem informasi manajemen risiko bank bjb;

4. Menyusun dan melaksanakan rencana kerja tahunan Komite Pemantau risiko sesuai ketentuan yang berlaku;

Pelaksanaan Tugas Terkait Pelaksanaan Tata Kelola Dana Pensiun Komite Pemantau Risiko bertugas membantu Dewan Pengawas dalam memantau pelaksanaan manajemen risiko yang disusun oleh Pelaksana Tugas Pengurus serta menilai toleransi risiko yang dapat diambil oleh Dana Pensiun.

Pelaksanaan Tugas Khususa. Melakukan tugas lain yang diberikan Dewan

Komisaris dalam batasan lingkup kerja Komite Pemantau risiko sesuai ketentuan perundang-undangan dan peraturan yang berlaku;

b. Dalam hal keperluan penugasan yang diberikan Dewan Komisaris, maka Komite Pemantau Risiko dapat mengusulkan kepada Dewan Komisaris untuk menggunakan jasa konsultan sebagai pendamping;

c. Menyampaikan laporan pelaksanaan tugas khusus kepada Dewan Komisaris.

E.3.2.4 Rapat dan Kehadiran Komite Pemantau Risiko

Selama tahun 2021, Komite Pemantau Risiko telah menyelenggarakan pertemuan sebanyak 9 (Sembilan) kali. Adapun frekuensi dan tingkat kehadiran rapat masing-masing anggota Komite Pemantau Risiko sebagai berikut:

1. Evaluating the conformity between risk management policies and the implementation of bank policies;

2. Monitoring and evaluating the implementation of the tasks of the Risk Management Committee and the Risk Management Work Unit.

Duties and Responsibilities related to Risk Monitoring1. Evaluating and analyzing bank bjb risk profile

reports on a quarterly basis as well as other reports or relevant study results and providing opinions in the form of suggestions and or recommendations for necessary improvements and refinements;

2. Evaluating and analyzing bank soundness reports for the risk profile and Good Corporate Governance sections;

3. Monitoring the adequacy of the identification, measurement, monitoring, control and risk management information system of bank bjb;

4. Preparing and implementing the annual work plan of the Risk Monitoring Committee in accordance with applicable regulations;

Implementation of Tasks Related to the Implementation of Pension Fund Governance The Risk Monitoring Committee is tasked with assisting the Supervisory Board in monitoring the implementation of risk management prepared by the Executive Board and assessing the risk tolerance that can be taken by the Pension Fund.

Execution of Special Tasksa. Perform other tasks assigned by the Board of

Commissioners within the scope of work of the Risk Monitoring Committee in accordance with the prevailing laws and regulations;

b. In terms of the need for an assignment given by the Board of Commissioners, the Risk Monitoring Committee may propose to the Board of Commissioners to use the services of a consultant as a companion;

c. Submit a report on the implementation of special tasks to the Board of Commissioners.

E.3.2.4 Risk Monitoring Committee Meeting and Attendance

During 2021, the Risk Monitoring Committee held 9 (nine) meetings. The frequency and level of attendance of each member of the Risk Monitoring Committee are as follows:



NamaName

JabatanPosition



PersentasePercentage

Fahlino F. Sjuib Ketua Merangkap AnggotaChairman concurrently member

6 6 100%

Farid Rahman AnggotaMember

9 9 100%


9 9 100%

Nury Effendi AnggotaMember

9 9 100%


9 9 100%

E.3.2.5 Pelaksanaan Tugas Komite Pemantau Risiko

Komite Pemantau Risiko selama tahun 2021 telah melaksanakan kegiatan sesuai dengan program kerja Komite Pemantau Risiko (KPR) tahun 2021 yang telah ditetapkan, diantaranya melakukan evaluasi kesesuaian antara kebijakan Manajemen Risiko dengan pelaksanaan kebijakan, serta memantau dan mengevaluasi pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko, melalui:

1. Mengevaluasi peringkat risiko berdasarkan Laporan Self Assesment Profil Risiko triwulanan dan memberikan rekomendasi berdasarkan hasil evaluasi tersebut kepada Dewan Komisaris;

2. Memantau Tingkat Kesehatan Bank semesteran melalui telaah dan pembahasan atas Laporan Self Assesment Tingkat Kesehatan Bank semester;

3. Mengevaluasi Risiko Kredit melalui telaah dan pembahasan Laporan Analisa Root Cause Credit Risk (RCCR) khususnya terkait Kredit Korporasi dan Komersial serta Kredit UMKM;

4. Melakukan evaluasi terkait dengan Laporan Stress Test restrukturisasi kredit yang dikaitkan dengan pandemi Covid-19;

5. Melakukan pemantauan dan melakukan evaluasi atas laporan Net Stable Funding Ratio (NSFR) bank bjb;

6. Melakukan Evaluasi terhadap Pelaksanaan Fungsi Manajemen Risiko dan Kepatuhan pada Unit DPLK bank bjb;

7. Melakukan review terhadap pedoman dan tata tertib kerja Komite Pemantau Risiko;

8. Menyusun Laporan KPR Triwulanan dan Tahunan serta menyusun Rencana Kerja.

E.3.2.5 Implementation of the Tasks of the Risk Monitoring Committee

The Risk Monitoring Committee during 2021 carried out activities in accordance with the 2021 Risk Monitoring Committee (KPR) work program that has been determined, including evaluating the suitability between Risk Management policies and policy implementation, as well as monitoring and evaluating the implementation of the tasks of the Risk Management Committee and the Management Work Unit Risk, through:

1. Evaluating risk ratings based on the quarterly Risk Profile Self Assessment Report and providing recommendations based on the evaluation results to the Board of Commissioners;

2. Monitoring the Bank Soundness Level semi-annually through the review and discussion of the Semester Bank Soundness Level Self Assessment Report;

3. Evaluating Credit Risk through the review and discussion of the Root Cause Credit Risk (RCCR) Analysis Report, particularly related to Corporate and Commercial Loans and MSME Loans;

4. Conducting evaluations related to the Credit Restructuring Stress Test Report related to the Covid-19 pandemic;

5. Monitoring and evaluating bank bjb's Net Stable Funding Ratio (NSFR) report;

6. Evaluating the Implementation of the Risk Management and Compliance Function at the bank bjb DPLK Unit;

7. Reviewing the guidelines and work procedures of the Risk Monitoring Committee;

8. Preparing Quarterly and Annual Mortgage Reports and prepare Work Plans.



E.3.3 Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi merupakan salah satu alat kelengkapan Dewan Komisaris yang berfungsi untuk membantu Dewan Komisaris dalam melaksanakan fungsi dan tugasnya di bidang yang berkaitan dengan nominasi dan remunerasi terhadap anggota Direksi dan Dewan Komisaris. Peraturan Otoritas Jasa Keuangan mewajibkan Bank selaku perusahaan publik untuk membentuk Komite Nominasi dan Remunerasi sebagai salah satu bentuk penerapan prinsip-prinsip Tata Kelola Bank yang baik, sehingga Bank dapat dikelola berlandaskan prinsip-prinsip keterbukaan, akuntabilitas, pertanggungjawaban, independensi dan kewajaran sehingga pengelolaan Bank dapat dipertanggungjawabkan.

Komite Remunerasi dan Nominasi Bank dibentuk berdasarkan:1. Peraturan Otoritas Jasa Keuangan Nomor 34/

POJK.04/2014 tanggal 08 Desember 2014 tentang Komite Nominasi dan Remunerasi Emiten Atau Perusahaan Publik;

2. Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 09 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum;

3. Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 02/SK/DK/2016 tanggal 04 Februari 2016 tentang Pembentukan Komite Nominasi dan Remunerasi;

4. Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 07/SK/DK/2019 tanggal 30 Juli 2019 Tentang Pedoman Komite Nominasi dan Remunerasi;

5. Surat Keputusan Dewan Komisaris PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 09/SK/DK/2018 tanggal 20 Desember 2018 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite-Komite;

6. Surat Keputusan Dewan Komisaris Nomor 09/SK/DK/2018 tanggal 20 Desember 2018 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta komite – komite;

7. Surat Keputusan Dewan Komisaris Nomor 05/SK/DK/2019 tanggal 03 Juli 2019 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite;

E.3.3 Remuneration and Nomination Committee

The Remuneration and Nomination Committee is one of the tools of the Board of Commissioners which functions to assist the Board of Commissioners in carrying out their functions and duties in areas related to the nomination and remuneration of members of the Board of Directors and the Board of Commissioners. Financial Services Authority regulations require Banks as public companies to form a Nomination and Remuneration Committee as a form of implementation of the principles of Good Bank Governance, so that Banks can be managed based on the principles of transparency, accountability, responsibility, independence and fairness so that Bank management can accounted for.

The Bank's Remuneration and Nomination Committee is established based on:1. Financial Services Authority Regulation Number

34/POJK.04/2014 dated December 8, 2014 concerning the Nomination and Remuneration Committee for Issuers or Public Companies;

2. Financial Services Authority Regulation Number 55/POJK.03/2016 dated December 09, 2016 concerning Implementation of Good Corporate Governance for Commercial Banks;

3. Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 02/SK/DK/2016 dated February 04, 2016 concerning the Establishment of the Nomination and Remuneration Committee;

4. Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 07/SK/DK/2019 dated July 30, 2019 concerning Guidelines for the Nomination and Remuneration Committee;

5. Decree of the Board of Commissioners of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 09/SK/DK/2018 dated December 20, 2018 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees;

6. Decree of the Board of Commissioners Number 09/SK/DK/2018 dated December 20, 2018 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the committees;




8. Surat Keputusan Dewan Komisaris Nomor 07/SK/DK/2019 tanggal 30 Juli 2019 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite;


10. Surat Keputusan Dewan Komisaris Nomor 06/SK/DKO/2019 tanggal 14 Oktober 2020 tentang Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi;



Berdasarkan Surat Keputusan Dewan Komisaris Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta komite – komite, sehingga susunan Komite Remunerasi dan Nominasi pada 31 Desember 2020 sebagai berikut :

Nama Name

JabatanPosition


KeahlianSkill

Yayat Sutaryat* Ketua Merangkap AnggotaChairman concurrently

member





Manajemen, Perbankan dan Keuangan Management, Banking and Finance

Eddy.I.M.Nasution* AnggotaMember


Teknik, ilmu lingkungan dan studi pembangunan

Engineering, environmental science and development studies

MuhadiAnggotaMember


TeknikTechnique

Fahlino F SjuibAnggotaMember



Ernie Tisnawati SuleAnggotaMember


ManajemenManagement

Dadan Yonanda AnggotaMember

Ex-Officio Pemimpin Divisi Human Capital

Ex-Officio Head of Human Capital Division

Hukum dan Sumber Daya ManusiaLaw and Human Resources

8. Decree of the Board of Commissioners Number 07/SK/DK/2019 dated July 30, 2019 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees;


10. Decree of the Board of Commissioners Number 06/SK/DKO/2019 dated October 14, 2020 concerning the Guidelines and Work Procedures of the Nomination and Remuneration Committee;


12. Decree of the Board of Commissioners Number 01/SK/DKO/2021 dated 07 April 2021 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees.

Based on the Decree of the Board of Commissioners Number 03/SK/DK/2020 dated June 23, 2020 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the committees, the composition of the Remuneration and Nomination Committee as of December 31, 2020 is as follows:

* Diberhentikan dengan hormat berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan bank bjb Tahun buku 2020 tanggal 06 April 2021* Dismissed with honor based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders Fiscal year 2020 dated 06 April 2021



Berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) bank bjb Tahun Buku 2020 tanggal 06 April 2021 terjadi perubahan Komposisi Dewan Komisaris, yang kemudian ditindaklanjuti dengan Surat Keputusan Dewan Komisaris No. 01/SK/DKO/2021 tanggal 7 April 2021 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite, sehingga pada periode 31 Desember 2021 komposisi Komite Nominasi dan Remunerasi menjadi sebagai berikut:

No. NamaName

JabatanPosition


KeahlianExpertise

1. Farid RahmanKetua merangkap Anggota

Chairperson concurrently as a member

Komisaris Utama Independen

Independent President Commissioner

Manajemen, Perbankan dan Keuangan

Management, Banking and Finance



TeknikTechnique

3. Fahlino F Sjuib AnggotaMember



4. Ernie Tisnawati Sule Anggota Member


ManajemenManagement

5. Dadan Yonanda Anggota Member

Ex-Officio Pemimpin Divisi Human Capital

Ex-Officio Head of Human Capital Division

Hukum dan Sumber Daya Manusia

Law and Human Resources

E.3.3.1 Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi

Agar Komite Nominasi dan Remunerasi dapat bekerja secara efektif, maka Komite Nominasi dan Remunerasi harus mempunyai suatu pedoman yang mengatur secara jelas peran dan tanggung jawab komite dan lingkup kerjanya, yang ditetapkan atas keputusan rapat Dewan Komisaris bank bjb. Pedoman kerja dan Tata Tertib Kerja Komite Nominasi dan Remunerasi diatur dalam Surat Keputusan Dewan Komisaris bank bjb nomor 06/ SK/DKO/2020 tanggal 14 Oktober 2020 tentang Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi yang telah diubah dan ditetapkan dengan Surat Keputusan Dewan Komisaris bank bjb nomor 04/SK/DKO/2020 tanggal 22 Juni 2021 tentang Pedoman dan Tata Tertib Kerja Komite Nominasi dan Remunerasi

Based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders (AGMS) for the Financial Year 2020 dated April 6, 2021, there was a change in the composition of the Board of Commissioners, which was then followed up by the Decree of the Board of Commissioners No. 01/SK/DKO/2021 dated April 7, 2021 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees, so that for the period of December 31, 2021, the composition of the Nomination and Remuneration Committee was as follows:

E.3.3.1 Guidelines and Work Rules of the Nomination and Remuneration Committee

In order for the Nomination and Remuneration Committee to work effectively, the Nomination and Remuneration Committee must have a guideline that clearly regulates the roles and responsibilities of the committee and its scope of work, which is determined by the decision of the bank bjb Board of Commissioners meeting. The work guidelines and work rules of the Nomination and Remuneration Committee are regulated in the Decree of the Board of Commissioners of bank bjb number 06/SK/DKO/2020 dated October 14, 2020 regarding the Guidelines and Work Rules of the Nomination and Remuneration Committee which have been amended and stipulated by the Decree of the Board of Commissioners bank bjb number 04/SK/DKO/2020 dated June 22, 2021 concerning Guidelines and Work Orders for the Nomination and Remuneration Committee



Adapun isi dari Pedoman dan Tata Tertib Kerja Dewan Komisaris yaitu: Bab I Pendahuluan Bab II Organisasi Dewan Komisaris Bab III Tugas, Tanggung Jawab dan Wewenang Bab IV Hubungan Dewan Komisaris dengan DireksiBab V Penutup

E.3.3.2 Independensi Komite Remunerasi dan Nominasi

Seluruh anggota Komite Remunerasi dan Nominasi yang berasal dari pihak independen tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya bertindak independen.

Aspek IndependensiIndependence Aspect

Yayat Sutaryat

Farid Rahman

Eddy I. M. Nasution Muhadi Fahlino

F Sjuib

Ernie Tisnawati

Sule

Dadan Yonanda


√ √ √ √ √ √ √


√ √ √ √ √ √ √


√ √ √ √ √ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Nominasi dan RemunerasiDoes not have a family relationship with the Board of Commissioners, Board of Directors, and/or fellow members of the Nomination and Remuneration Committee

√ √ √ √ √ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintahDoes not serve as administrators of political parties, officials and government

√ √ √ √ √ √ √

E.3.3.3 Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi

1. Komite Nominasi dan Remunerasi memiliki tugas dan tanggung jawab untuk menyusun dan melaksanakan rencana kerja tahunan Komite Nominasi dan Remunerasi sesuai arahan Dewan Komisaris dan ketentuan yang berlaku di Bank;

The contents of the Guidelines and Work Rules of the Board of Commissioners are:Chapter I IntroductionChapter II Organization of the Board of CommissionersChapter III Duties, Responsibilities and AuthoritiesChapter IV Relationship between the Board of Commissioners and the Board of DirectorsChapter V Closing

E.3.3.2 Independence of the Remuneration and Nomination Committee

All members of the Remuneration and Nomination Committee who come from independent parties have no financial, management, share ownership and/or family relationship with the Board of Commissioners, Board of Directors and/or Controlling Shareholders or relationship with the Bank, which may affect their ability to act independently.

E.3.3.3 Remuneration and Nomination Committee Duties and Responsibilities

1. The Nomination and Remuneration Committee has the duties and responsibilities to prepare and implement the annual work plan of the Nomination and Remuneration Committee in accordance with the direction of the Board of Commissioners and the prevailing regulations in the Bank;



2. The Nomination and Remuneration Committee is responsible to the Board of Commissioners;

3. The Nomination and Remuneration Committee is required to act independently in carrying out its duties.

Duties related to Nominations, namely:1. Provide recommendations for dismissal,

filling, and replacement of the Management to be submitted on behalf of the Board of Commissioners to the GMS;

2. Provide recommendations regarding the composition of positions for members of the Board of Directors and/or members of the Board of Commissioners;

3. Provide proposals that meet the requirements as members of the Board of Commissioners and/or members of the Board of Directors to the Board of Commissioners to be submitted to the GMS;

4. Prepare and provide recommendations regarding the system and procedure for selecting and/or replacing members of the Management to the Board of Commissioners to be submitted to the GMS. The system and procedures for selecting and/or replacing members of the Management are set out in the Nomination Guidelines which are an integral part of the Remuneration and Nomination Committee Guidelines and Work Rules;

5. Provide recommendations regarding Independent Parties who will become candidates for Committee members to the Board of Commissioners;

6. Provide recommendations to the Board of Commissioners regarding performance evaluation policies for members of the Board of Directors and/or members of the Board of Commissioners;

7. Assist the Board of Commissioners in assessing the performance of members of the Board of Directors and/or members of the Board of Commissioners based on the benchmarks that have been prepared as evaluation material;

8. Provide recommendations regarding capacity building programs for members of the Board of Directors and/or members of the Board of Commissioners.

Tasks related to Remuneration, namely:1. Study the prevailing laws and regulations in the

remuneration policy, determination of facilities and other benefits;

2. Provide recommendations to the Board of Commissioners regarding:

2. Komite Nominasi dan Remunerasi bertanggung jawab kepada Dewan Komisaris;

3. Komite Nominasi dan Remunerasi wajib bertindak independen dalam melaksanakan tugasnya.

Tugas yang terkait dengan Nominasi, yaitu:1. Memberikan rekomendasi pemberhentian,

pengisian, dan penggantian Pengurus untuk disampaikan atas nama Dewan Komisaris kepada RUPS;

2. Memberikan rekomendasi mengenai komposisi jabatan anggota Direksi dan/atau anggota Dewan Komisaris;

3. Memberikan usulan yang memenuhi syarat sebagai anggota Dewan Komisaris dan/atau anggota Direksi kepada Dewan Komisaris untuk disampaikan kepada RUPS;

4. Menyusun dan memberikan rekomendasi mengenai sistem dan prosedur pemilihan dan/ atau penggantian anggota Pengurus kepada Dewan Komisaris untuk disampaikan kepada RUPS. Sistem dan prosedur pemilihan dan/ atau penggantian anggota Pengurus dituangkan dalam Pedoman Nominasi yang merupakan bagian yang tidak terpisah dari Pedoman dan Tata Tertib Kerja Komite Remunerasi dan Nominasi;

5. Memberikan rekomendasi mengenai Pihak Independen yang akan menjadi calon anggota Komite kepada Dewan Komisaris;

6. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan evaluasi kinerja bagi anggota Direksi dan/atau anggota Dewan Komisaris;

7. Membantu Dewan Komisaris melakukan penilaian kinerja anggota Direksi dan/atau anggota Dewan Komisaris berdasarkan tolak ukur yang telah disusun sebagai bahan evaluasi;

8. Memberikan rekomendasi mengenai program pengembangan kemampuan anggota Direksi dan/atau anggota Dewan Komisaris.

Tugas yang terkait dengan Remunerasi, yaitu:1. Mempelajari ketentuan dan peraturan

perundang-undangan yang berlaku dalam kebijakan remunerasi, penetapan fasilitas dan tunjangan lainnya;

2. Memberikan rekomendasi kepada Dewan Komisaris mengenai:



a. Struktur remunerasi;b. Kebijakan atas remunerasi;c. Besaran atas remunerasi.

3. Penyusunan struktur, kebijakan, dan besaran remunerasi harus memperhatikan:

a. Remunerasi yang berlaku pada industri sesuai dengan kegiatan usaha Bank sejenis dan skala usaha Bank dalam industri;

b. Tugas, tanggung jawab, dan wewenang anggota Direksi dan/atau anggota Dewan Komisaris dikaitkan dengan pencapaian tujuan dan kinerja Bank;

c. Target kinerja atau kinerja masing–masing anggota Direksi dan/atau anggota Dewan Komisaris;

d. Keseimbangan tunjangan yang bersifat tetap dan bersifat variabel.

4. Membantu Dewan Komisaris melakukan penilaian kinerja dengan kesesuaian remunerasi yang diterima masing–masing anggota Direksi dan/atau anggota Dewan Komisaris;

5. Mengevaluasi struktur, kebijakan, dan besaran remunerasi yang berlaku pada Bank paling kurang 1 (satu) tahun sekali;

6. Memberikan rekomendasi kepada Dewan Komisaris mengenai:a. Kebijakan remunerasi berupa gaji, fasilitas

dan tunjangan lainnya bagi Dewan Komisaris dan Direksi untuk disampaikan kepada RUPS;

b. Kebijakan remunerasi bagi pejabat eksekutif dan pegawai secara keseluruhan untuk disampaikan kepada Direksi melalui Dewan Komisaris.

7. Rekomendasi kebijakan remunerasi disampaikan dengan memperhatikan kinerja, risiko, kewajaran dengan peer group, sasaran, strategi jangka panjang Bank, pemenuhan cadangan sebagaimana diatur dalam peraturan perundang-undangan yang berlaku;

8. Membantu Dewan Komisaris melakukan penilaian kinerja dengan kesesuaian remunerasi yang diterima masing-masing anggota Direksi dan/atau anggota Dewan Komisaris;

9. Memberikan rekomendasi kepada Dewan Komisaris atas kebijakan remunerasi pegawai Bank secara keseluruhan untuk disampaikan kepada Direksi;

10. Memastikan bahwa kebijakan remunerasi telah sesuai dengan ketentuan.

a. Remuneration structure;b. Policy on remuneration;c. Amount of remuneration.

3. The preparation of the structure, policy, and amount of remuneration must take into account:a. The remuneration applicable to the industry

is in accordance with the business activities of similar Banks and the business scale of the Bank in the industry;

b. Duties, responsibilities, and authorities of members of the Board of Directors and/or members of the Board of Commissioners are related to the achievement of the Bank's goals and performance;

c. Performance targets or performance of each member of the Board of Directors and/or member of the Board of Commissioners;

d. The balance of fixed and variable allowances.

4. Assist the Board of Commissioners in conducting performance appraisals in accordance with the remuneration received by each member of the Board of Directors and/or members of the Board of Commissioners;

5. Evaluate the structure, policies, and the amount of remuneration applicable to the Bank at least once a year;

6. Provide recommendations to the Board of Commissioners regarding:a. Remuneration policy in the form of salary,

facilities and other allowances for the Board of Commissioners and the Board of Directors to be submitted to the GMS;

b. Remuneration policy for executive officers and employees as a whole to be submitted to the Board of Directors through the Board of Commissioners.

7. Remuneration policy recommendations are submitted by taking into account performance, risk, fairness with peer groups, targets, long-term strategy of the Bank, fulfillment of reserves as regulated in the applicable laws and regulations;

8. Assist the Board of Commissioners in conducting performance appraisals in accordance with the remuneration received by each member of the Board of Directors and/or members of the Board of Commissioners;

9. Provide recommendations to the Board of Commissioners on the overall remuneration policy of the Bank's employees to be submitted to the Board of Directors;

10. Ensure that the remuneration policy is in accordance with the provisions.



E.3.3.4 Masa Jabatan Komite Remunerasi dan Nominasi

Masa jabatan anggota komite di bawah Dewan Komisaris yang menjabat sebagai Dewan Komisaris yaitu sama seperti masa jabatan sebagai Dewan Komisaris, sedangkan untuk anggota Komite yang berasal dari pihak independen masa jabatannya selama 2 tahun.

E.3.3.5 Rapat dan Kehadiran Komite Remunerasi dan Nominasi

Selama tahun 2021, Komite Remunerasi dan Nominasi telah menyelenggarakan pertemuan sebanyak 18 (delapan belas) kali. Adapun frekuensi dan tingkat kehadiran rapat masing–masing anggota Komite Remunerasi dan Nominasi adalah sebagai berikut :

NamaName

JabatanPosition




Yayat Sutaryat* Ketua Merangkap AnggotaChairman concurrently member

8 8 100,00%

Farid Rahman Ketua Merangkap AnggotaChairman concurrently member

18 18 100,00%

Eddy I.M. Nasution* AnggotaMember

8 8 100,00%


18 18 100,00%

Fahlino F.Sjuib AnggotaMember

18 18 100,00%

Ernie Tisnawati Sule AnggotaMember

18 12 66,67%

Dadan Yonanda AnggotaMember

18 18 100,00%

E.3.3.6 Pelaksanaan Tugas Komite Remunerasi dan Nominasi

Komite Remunerasi dan Nominasi selama tahun 2021 telah melaksanakan tugas dan tanggung jawab terkait dengan fungsi Remunerasi dan Nominasi, diantaranya:1. Melakukan proses nominasi untuk jabatan

Pengurus (Dewan Komisaris dan Direksi) sesuai dengan salah satu keputusan Rapat Umum Pemegang Saham Tahunan bank bjb Tahun buku 2020;

2. Memberikan rekomendasi kepada Dewan Komisaris terkait perpanjangan perjanjian kerja anggota Komite dari pihak independen;

E.3.3.4 Term of Office of the Remuneration and Nomination Committee

The term of office of committee members under the Board of Commissioners who serve as the Board of Commissioners is the same as the term of office as the Board of Commissioners, while for Committee members who come from independent parties the term of office is 2 years.

E.3.3.5 Remuneration and Nomination Committee Meeting and Attendance

During 2021, the Remuneration and Nomination Committee held 18 (eighteen) meetings. The frequency and level of attendance of each member of the Remuneration and Nomination Committee are as follows:

E.3.3.6 Implementation of Remuneration and Nomination Committee Duties

The Remuneration and Nomination Committee during 2021 has carried out the duties and responsibilities related to the Remuneration and Nomination function, including:1. Carry out the nomination process for the

positions of the Management (Board of Commissioners and Directors) in accordance with one of the decisions of the Bank bjb Annual General Meeting of Shareholders for Fiscal Year 2020;

2. Provide recommendations to the Board of Commissioners regarding the extension of work agreements for Committee members from independent parties;




3. Mengevaluasi dan memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi Pengurus dan Pegawai serta melakukan evaluasi sistem karir kepegawaian bank bjb;

4. Membantu Dewan Komisaris melaksanakan penilaian kinerja Direksi dan Dewan Komisaris.

Seluruh rapat Komite Remunerasi dan Nominasi telah didokumentasikan dengan baik dalam notulen rapat dengan memperhatikan jumlah kuorum kehadiran. Anggota Komite Remunerasi dan Nominasi senantiasa diberikan kesempatan untuk mengikuti seminar maupun program pelatihan untuk meningkatkan wawasan dan pengetahuan terkait dengan tugas dan tanggung jawabnya.

E.3.4 Komite Tata Kelola Terintegrasi

Peraturan Otoritas Jasa Keuangan Nomor 18/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan guna mengatur pelaksanaan Tata Kelola Terintegrasi bagi Lembaga Jasa Keuangan yang memiliki hubungan kepemilikan dan/atau pengendalian. Oleh karena itu setiap Lembaga Jasa Keuangan yang tergabung dalam Konglomerasi Keuangan wajib menerapkan Tata Kelola secara Terintegrasi. Dalam pelaksanaan Tata Kelola Terintegrasi, Bank telah membentuk Komite Tata Kelola Terintegrasi sebagai pengawasan guna memberikan rekomendasi atau nasihat dalam pelaksanaan kebijakan dimaksud.

Komite Tata Kelola Terintegrasi Bank dibentuk berdasarkan :

1. Petaturan Otoritas Jasa Keuangan Nomor 55/POJK.03/2016 tanggal 07 Desember 2016 tentang Penerapan Tata Kelola Bagi Bank Umum;

2. Peraturan Otoritas Jasa Keuangan Nomor 18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan;

3. Peraturan Otoritas Jasa Keuangan Nomor 17/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan, dan Surat Edaran Otoritas Jasa Keuangan Nomor 14/ SEOJK.03/2015 tentang Penerapan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan;

4. Peraturan Otoritas Jasa Keuangan Nomor 28/POJK.03/2019 tentang Sinergi Perbankan Dalam Satu Kepemilikan Untuk Pengembangan Perbankan Syariah;

3. Evaluate and provide recommendations to the Board of Commissioners regarding remuneration policies for Management and Employees as well as evaluating the bank bjb employee career system;

4. Assist the Board of Commissioners in carrying out the performance appraisal of the Board of Directors and the Board of Commissioners.

All Remuneration and Nomination Committee meetings have been well documented in the minutes of the meeting by taking into account the number of quorum attendance. Members of the Remuneration and Nomination Committee are always given the opportunity to attend seminars and training programs to increase their insight and knowledge related to their duties and responsibilities.

E.3.4 Integrated Governance Committee

Financial Services Authority Regulation Number 18/POJK.03/2014 dated November 18, 2014 concerning Implementation of Integrated Governance for Financial Conglomerates to regulate the implementation of Integrated Governance for Financial Services Institutions that have ownership and/or control relationships. Therefore, every Financial Service Institution incorporated in the Financial Conglomerate is required to implement Integrated Governance. In implementing Integrated Governance, the Bank has established an Integrated Governance Committee as a supervisor to provide recommendations or advice in implementing the said policy.

The Bank's Integrated Governance Committee was formed based on:1. Regulation of the Financial Services Authority

Number 55/POJK.03/2016 dated December 7, 2016 concerning the Implementation of Good Corporate Governance for Commercial Banks;

2. Financial Services Authority Regulation Number 18/POJK.03/2014 concerning Implementation of Integrated Governance for Financial Conglomerates;

3. Financial Services Authority Regulation Number 17/POJK.03/2014 dated November 18, 2014 concerning Implementation of Integrated Risk Management for Financial Conglomerates, and Financial Services Authority Circular Letter Number 14/SEOJK.03/2015 concerning Implementation of Integrated Risk Management for Financial Conglomerates;

4. Financial Services Authority Regulation Number 28/POJK.03/2019 concerning Banking Synergy in One Ownership for the Development of Sharia Banking;



5. Peraturan Otoritas Jasa Keuangan Nomor 45/POJK.03/2020 tentang Konglomerasi Keuangan;

6. Surat Edaran Otoritas Jasa Keuangan Nomor 14/SEOJK.03/2015 tanggal 25 Mei 2015 tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan;

7. Surat Edaran Otoritas Jasa Keuangan Nomor 15/SEOJK.03/2015 tanggal 25 Mei 2016 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan;

8. Surat Keputusan Dewan Komisaris Nomor 09/SK/DK/2018 tanggal 20 Desember 2018 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – Komite;






Sehingga pada periode 31 Desember 2021 komposisi Komite Tata Kelola Terintegrasi berdasarkan Surat Keputusan Dewan Komisaris Nomor 03/SK/DK/2020 tanggal 23 Juni 2020 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite–komite, susunan organisasi Komite Tata Kelola Terintegrasi pada 31 Desember 2021 sebagai berikut:

5. Financial Services Authority Regulation Number 45/POJK.03/2020 concerning Financial Conglomerates;

6. Financial Services Authority Circular Letter Number 14/SEOJK.03/2015 dated May 25, 2015 concerning Implementation of Integrated Risk Management for Financial Conglomerates;

7. Financial Services Authority Circular Letter Number 15/SEOJK.03/2015 dated May 25, 2016 concerning Implementation of Integrated Governance for Financial Conglomerates;

8. Decree of the Board of Commissioners Number 09/SK/DK/2018 dated December 20, 2018 concerning the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;

9. Decree of the Board of Commissioners Number 05/SK/DK/2019 dated July 3, 2019 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees;





Thus, for the period of December 31, 2021, the composition of the Integrated Governance Committee is based on the Decree of the Board of Commissioners Number 03/SK/DK/2020 dated June 23, 2020 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and Committees, the organizational structure of the Integrated Governance Committee on December 31, 2020 as follows:



NamaName

JabatanPosition


KeahlianSkills

Fahlino F. Sjuib Ketua Merangkap AnggotaChairman concurrently member



Eddy I. M. Nasution*AnggotaMember

Komisaris Commissioner

Teknik, Ilmu Lingkungan, dan Studi PembangunanEngineering, Environmental Science, and Development Studies

MuhadiAnggotaMember

Komisaris Commissioner

Teknik, Perencanaan Wilayah dan Tata KotaEngineering, Regional Planning and Urban Planning

Yayat Sutaryat* AnggotaMember



Dinan Sufendi RAE Anggota Member


Hukum & PerbankanBanking & law




Berdasarkan salah satu keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) bank bjb Tahun Buku 2020 tanggal 06 April 2021 terjadi perubahan Komposisi Dewan Komisaris, yang kemudian ditindaklanjuti dengan Surat Keputusan Dewan Komisaris No. 01/ SK/DKO/2021 tanggal 7 April 2021 tentang Pembagian Tugas dan Pelaksanaan Jadwal Kegiatan Dewan Komisaris serta Komite – komite, sehingga pada periode 31 Desember 2021 komposisi Komite Tata Kelola Terintegrasi menjadi sebagai berikut:

No. NamaName

JabatanPosition


KeahlianExpertise

1. Fahlino F. Sjuib Ketua Merangkap AnggotaChairperson concurrently as a member



2. Farid Rahman AnggotaMember





TeknikTechnique

4. Dinan Sufendi RAE AnggotaMember


Hukum dan PerbankanLaw and Banking

E.3.4.1 Piagam Komite Tata Kelola Terintegrasi

Perseroan memiliki Pedoman dan Tata Tertib Kerja Komite Tata Kelola Terintegrasi berdasarkan Surat Keputusan Dewan Komisaris Surat Keputusan Dewan Komisaris Nomor 05/ SK/ DK/2016 tanggal 31 Maret 2016 yang telah diperbaharui dan ditetapkan dengan Surat Keputusan Dewan Komisaris Nomor 06/ SK/DKO/2021 tanggal 28 Desember 2021 tentang Pedoman dan Tata Tertib

Based on one of the decisions of the Bank bjb Annual General Meeting of Shareholders (AGMS) for the Financial Year 2020 dated April 6, 2021, there was a change in the composition of the Board of Commissioners, which was then followed up by the Decree of the Board of Commissioners No. 01/ SK/DKO/2021 dated April 7, 2021 regarding the Division of Duties and Implementation of the Schedule of Activities of the Board of Commissioners and the Committees, so that for the period of December 31, 2021, the composition of the Integrated Governance Committee will be as follows:

E.3.4.1 Integrated Governance Committee Charter

The Company has Guidelines and Work Orders for the Integrated Governance Committee based on the Decree of the Board of Commissioners, Decree of the Board of Commissioners Number 05/ SK/ DK/2016 dated March 31, 2016 which has been updated and stipulated by the Decree of the Board of Commissioners Number 06/ SK/DKO/2021 December 28, 2021 concerning Guidelines and




Work Procedures and Membership Structure of the Integrated Governance Committee

E.3.4.2 Independence of the Integrated Governance Committee

All members of the Integrated Governance Committee have no financial, management, share ownership and/or family relationship with the Board of Commissioners, Board of Directors and/or Controlling Shareholder or relationship with the Bank, which may affect their ability to act independently. This can be illustrated in the table as follows:

E.3.4.3 Duties and Responsibilities of the Integrated Governance Committee

The Integrated Governance Committee has the duties and responsibilities to prepare and implement an annual work plan in accordance with the direction of the Board of Commissioners and the prevailing regulations at the Bank. The duties and responsibilities of the Integrated Governance Committee are to:a. Duties and Responsibilities Related to

Integrated Governance1. Evaluate the implementation of Integrated

Governance at least through an assessment of the adequacy of internal control and the implementation of an integrated compliance function;

2. Provide recommendations to the Main Entity Board of Commissioners regarding the implementation of the duties and responsibilities of the Main Entity Board of Directors for the implementation of the Integrated Governance Policy and follow up audit results from internal and external parties;

Kerja Serta Struktur Keanggotaan Komite Tata Kelola Terintegrasi

E.3.4.2 Independensi Komite Tata Kelola Terintegrasi

Seluruh anggota Komite Tata Kelola Terintegrasi tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya bertindak independen, Adapun hal tersebut dapat digambarkan dalam tabel sebagai berikut:

Aspek IndependensiIndependence Aspect

Fahlino F. Sjuib

Eddy I. M. Nasution Muhadi Dinan Sufendi

RAE


√ √ √ √


√ √ √ √

Tidak memiliki hubungan kepemilikan saham di perusahaanDoes not have a share ownership relationship in the company √ √ √ √

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Tata Kelola TerintegrasiDoes not have a family relationship with the Board of Commissioners, Board of Directors, and/or fellow members of the Integrated Governance Committee

√ √ √ √

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintahDoes not serve as administrators of political parties, officials and government √ √ √ √

E.3.4.3 Tugas dan Tanggung Jawab Komite Tata Kelola Terintegrasi

Komite Tata Kelola Terintegrasi memiliki tugas dan tanggung jawab untuk menyusun dan melaksanakan rencana kerja tahunan sesuai arahan Dewan Komisaris dan ketentuan yang berlaku di Bank. Adapun tugas dan tanggung jawab Komite Tata Kelola Terintegrasi adalah:

a. Tugas dan Tanggung Jawab Terkait Tata Kelola Terintegrasi1. Mengevaluasi pelaksanaan Tata Kelola

Terintegrasi paling sedikit melalui penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi;

2. Memberikan rekomendasi kepada Dewan Komisaris Entitas Utama mengenai pelaksanaan tugas dan tanggung jawab Direksi Entitas Utama atas pelaksanaan Kebijakan Tata Kelola Terintegrasi dan tindak lanjut hasil audit dari pihak intern dan ekstern;



3. Evaluate the established Integrated Governance Policy;

4. Provide recommendations to the Main Entity's Board of Commissioners for the improvement of the Integrated Governance Guidelines;

5. Prepare and implement the annual work plan of the Integrated Governance Committee in accordance with the direction of the Board of Commissioners and the prevailing regulations at the Bank;

6. Make a report on the evaluation results and recommend it to the Board of Commissioners at least 1 (one) time in every Quarter;

b. Duties and Responsibilities Related to Banking Synergy1. The integrated governance committee

monitors the implementation of Banking Synergy;

2. The Main Entity is required to submit a report on the results of monitoring on the implementation of Banking Synergy as referred to in point 1 to the Financial Services Authority;

3. The monitoring result report as referred to in point 2 is submitted together with the integrated governance implementation assessment report.

c. Execution of Special Tasks1. Perform other duties assigned by the Board

of Commissioners within the scope of work of the Integrated Governance Committee in accordance with the prevailing laws and regulations of Bank Indonesia/Financial Services Authority Regulations;

2. In terms of the need for assignments given by the Board of Commissioners, the Integrated Governance Committee may use the services of a competent and independent third party;

3. Submit a report on the implementation of special tasks to the Board of Commissioners.

E.3.4.4 Term of Office of Integrated Governance Committee

The term of office of committee members under the Board of Commissioners who serve as the Board of Commissioners is the same as the term of office as the Board of Commissioners, while for Committee members who come from independent parties the term of office is 2 years.

3. Melakukan evaluasi terhadap Kebijakan Tata Terintegrasi yang telah ditetapkan;

4. Memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Pedoman Tata Kelola Terintegrasi;

5. Menyusun dan melaksanakan rencana kerja tahunan Komite Tata Kelola Terintegrasi sesuai arahan Dewan Komisaris dan ketentuan yang berlaku di Bank;

6. Membuat laporan hasil evaluasi dan merekomendasikan kepada Dewan Komisaris paling kurang 1 (satu) kali dalam setiap Triwulan;

b. Tugas dan Tanggung Jawab Terkait Sinergi Perbankan1. Komite tata kelola terintegrasi

melakukan pemantauan terhadap pelaksanaan Sinergi Perbankan;

2. Entitas Utama wajib menyampaikan laporan hasil pemantauan terhadap pelaksanaan Sinergi Perbankan sebagaimana dimaksud pada point 1 kepada Otoritas Jasa Keuangan;

3. Laporan hasil pemantauan sebagaimana dimaksud pada point 2 disampaikan bersamaan dengan laporan penilaian pelaksanaan tata kelola terintegrasi.

c. Pelaksanaan Tugas Khusus1. Melakukan tugas lain yang diberikan

Dewan Komisaris dalam batasan lingkup kerja Komite Tata Kelola Terintegrasi sesuai ketentuan perundang-undangan dan peraturan Bank Indonesia/Peraturan Otoritas Jasa Keuangan yang berlaku;

2. Dalam hal keperluan penugasan yang diberikan Dewan Komisaris, maka Komite Tata Kelola Terintegrasi dapat menggunakan jasa pihak ketiga yang kompeten dan independen;

3. Menyampaikan laporan pelaksanaan tugas khusus kepada Dewan Komisaris.

E.3.4.4 Masa Jabatan Komite Tata Kelola Terintegrasi

Masa jabatan anggota komite di bawah Dewan Komisaris yang menjabat sebagai Dewan Komisaris yaitu sama seperti masa jabatan sebagai Dewan Komisaris, sedangkan untuk anggota Komite yang berasal dari pihak independen masa jabatannya selama 2 tahun.



E.3.4.5 Rapat dan Kehadiran Komite Tata Kelola Terintegrasi

Selama tahun 2021, Komite Tata Kelola Terintegrasi telah melaksanakan 7 (tujuh) kali rapat. Adapun frekuensi dan tingkat kehadiran rapat masing – masing anggota Komite Tata Kelola Terintegrasi adalah sebagai berikut :

NamaName

JabatanPosition




Fahlino F.Sjuib Ketua Merangkap AnggotaChairman concurrently member

7 7 100%


5 5 100%


7 7 100%

Dinan Sufendi RAE AnggotaMember

7 7 100%

E.3.4.6 Pelaksanaan Tugas Komite ` Tata Kelola Terintegrasi

Selama tahun 2021 Komite Tata Kelola Terintegrasi telah melaksanakan kegiatan sesuai dengan program kerja yang telah ditetapkan. Tugas tersebut termasuk melakukan pemantauan dan melakukan evaluasi penerapan tata kelola terintegrasi konglomerasi keuangan bank bjb, diantaranya sebagai berikut:1. Melakukan pemantauan dan evaluasi terhadap

pelaksanaan tugas dan fungsi Direktur yang membawahkan fungsi Pengawasan terhadap Lembaga Jasa Keuangan dalam Konglomerasi Keuangan;

2. Melakukan pemantauan dan evaluasi terhadap pelaksanaan tugas dan fungsi dari Satuan Kerja Audit Internal Terintegrasi, Satuan Kerja Manajemen Risiko Terintegrasi dan Satuan Kepatuhan Terintegrasi;

3. Melakukan pemantauan terhadap kinerja dan profil risiko dari perusahaan anak dan perusahaan terelasi dalam konglomerasi keuangan;

4. Melakukan evaluasi atas Pembinaan Entitas Utama terhadap Tata Kelola Perusahaan Anak dan Perusahaan Terelasi dalam Konglomerasi Keuangan bank bjb;

5. Melakukan pemantauan terhadap kinerja Perusahaan Anak dan Perusahaan Terelasi dalam Konglomerasi Keuangan bank bjb.

6. Melakukan pemantauan terhadap pelaksanaan sinergi perbankan antara bank bjb dengan bank bjb syariah sesuai dengan Peraturan Otoritas Jasa Keuangan nomor 28/ POJK.03/2019 tentang Sinergi Perbankan Dalam Satu Kepemilikan Untuk Pengembangan Perbankan Syariah

E.3.4.5 Integrated Governance Committee Meetings And Attendance

During 2021, the Integrated Governance Committee held 7 (seven) meetings. The frequency and level of attendance of each member of the Integrated Governance Committee are as follows:

E.3.4.6 Implementation of the Duties of the Integrated Governance Committee

During 2021 the Integrated Governance Committee carried out activities in accordance with the work program that has been set. These tasks include monitoring and evaluating the implementation of integrated governance of the bank bjb financial conglomerate, including the following:

1. Monitor and evaluate the implementation of the duties and functions of the Director in charge of the Supervision function of Financial Services Institutions in the Financial Conglomerate;

2. Monitor and evaluate the implementation of the duties and functions of the Integrated Internal Audit Unit, the Integrated Risk Management Unit and the Integrated Compliance Unit;

3. Monitor the performance and risk profile of subsidiaries and sister companies in financial conglomerates;

4. Evaluate the Main Entity Guidance on the Governance of Subsidiaries and Sister Companies in the bank bjb Financial Conglomerate;

5. Monitor the performance of Subsidiaries and Sister Companies in the bank bjb Financial Conglomerate.

6. Monitor the implementation of banking synergy between bank bjb and bank bjb sharia in accordance with Financial Services Authority Regulation number 28/POJK.03/2019 concerning Banking Synergy in One Ownership for Sharia Banking Development



E.4 Penerapan Manajemen RisikoBank melaksanakan penerapan sistem manajemen risiko berdasarkan 4 pilar sebagai berikut:

E.4.1 Struktur Organisasi Divisi Manajemen Risiko

E.4.2 Pengawasan aktif Direksi dan Dewan Komisaris

Direksi dan Dewan Komisaris bertanggung jawab atas efektivitas penerapan Manajemen Risiko Bank. Untuk itu Direksi dan Dewan Komisaris harus memahami Risiko yang dihadapi oleh Bank dan memberikan arahan yang jelas, melakukan pengawasan dan mitigasi secara aktif serta mengembangkan budaya Manajemen Risiko dalam organisasi Bank. Dalam rangka mendukung penerapan Manajemen Risiko secara efektif, Direksi secara aktif terlibat dalam Risk Management Commite (RMC), Komite Manajemen Risiko Terintegrasi (KMRT) serta pembentukan Komite dalam struktur Dewan Komisaris seperti Komite Pemantau Risiko (KPR), Komite Audit dan Komite Tata Kelola (KTT).

E.4.3 Kecukupan kebijakan, prosedur dan penetapan limit sebagai pedoman penerapan manajemen risiko

Dalam rangka pengendalian Risiko secara efektif, kebijakan dan prosedur yang dimiliki Bank didasarkan pada strategi Manajemen Risiko yang dilengkapi dengan toleransi Risiko dan

E.4 Application of Risk ManagementThe Bank implements a risk management system based on the following 4 pillars:

E.4.1 Organizational Structure of the Risk Management Division

E.4.2 Active supervision of the Board of Directors and the Board of Commissioners

The Board of Directors and the Board of Commissioners are responsible for the effectiveness of the Bank's Risk Management implementation. For this reason, the Board of Directors and the Board of Commissioners must understand the risks faced by the Bank and provide clear directions, carry out active supervision and mitigation as well as develop a Risk Management culture within the Bank's organization. In order to support the effective implementation of Risk Management, the Board of Directors is actively involved in the Risk Management Committee (RMC), the Integrated Risk Management Committee (KMRT) and the establishment of committees within the structure of the Board of Commissioners such as the Risk Monitoring Committee (KPR), Audit Committee

and Governance Committee (summit).

E.4.3 Adequacy of Policies, Procedures and Limit Setting as Guidelines for Risk

Management Implementation

In order to control Risk effectively, the Bank's policies and procedures are based on a Risk Management strategy that is equipped with Risk tolerance and Risk limits. Determination of Risk

Grup Manajemen Risiko Pasar & Likuiditas

Market & Liquidity Risk Management Group

Grup Manajemen Risiko Kredit Credit Risk Management

Group

Grup Manajemen Risiko Operasional

Management Group Operational Risk

Grup Manajemen Risiko Terintegrasi

Management Group Integrated Risk

Direktur Kepatuhan Director of Compliance

Divisi Manajemen Risiko Risk Management Division

DirekturDirectors

Pemimpin DivisiDivision Head

Pemimpin GrupGroup Head

Berjumlah lebih dari satuMore than one



limit Risiko. Penetapan toleransi Risiko dan limit Risiko dilakukan dengan memperhatikan tingkat Risiko yang akan diambil dan strategi Bank secara keseluruhan. Penerapan Manajemen Risiko yang efektif telah didukung dengan kerangka yang mencakup kebijakan dan prosedur Manajemen Risiko serta limit Risiko yang ditetapkan secara jelas sejalan dengan visi, misi, dan strategi bisnis Bank. Penyusunan kebijakan dan prosedur Manajemen Risiko tersebut dilakukan dengan memperhatikan antara lain: jenis, kompleksitas kegiatan usaha, profil Risiko, risk appetite dan risk tolerance, keterkaitan antar Risiko, serta peraturan yang ditetapkan otoritas dan/atau praktik perbankan yang sehat. Selain itu, penerapan kebijakan dan prosedur Manajemen Risiko yang dimiliki Bank harus didukung oleh kecukupan permodalan dan kualitas SDM. Hal-hal yang perlu diperhatikan dalam penetapan kerangka Manajemen Risiko termasuk kebijakan, prosedur dan limit, antara lain:

1. Strategi Manajemen RisikoStrategi manajemen risiko merupakan acuan terhadap pendekatan mengenai cara pencapaian tujuan Manajemen Risiko. Bank merumuskan strategi Manajemen Risiko sesuai strategi bisnis secara keseluruhan dengan memperhatikan risk appetite, risk tolerance dan risk limit. Strategi Manajemen Risiko disusun untuk memastikan bahwa eksposur risiko Bank berada pada atau di bawah tingkat eksposur risiko yang ditetapkan sesuai dengan kebijakan, prosedur internal Bank, peraturan perundang-undangan dan ketentuan lain yang berlaku. Strategi Manajemen Risiko disusun berdasarkan prinsip-prinsip umum berikut :a. Strategi Manajemen Risiko harus

berorientasi jangka panjang untuk memastikan kelangsungan usaha Bank dengan mempertimbangkan kondisi atau siklus ekonomi;

b. Strategi Manajemen Risiko secara komprehensif dapat mengendalikan dan mengelola risiko Bank dan Perusahaan Anak; dan

c. Mencapai kecukupan permodalan yang diharapkan disertai alokasi sumber daya yang memadai.

Strategi Manajemen Risiko disusun dengan me mpertimbangkan faktor-faktor berikut :a. Kondisi ekonomi serta dampaknya pada

risiko Bank;b. Organisasi Bank, termasuk kecukupan

sumber daya manusia dan infrastruktur pendukung;

tolerance and Risk limit is carried out by taking into account the level of Risk to be taken and the overall strategy of the Bank. The implementation of effective Risk Management has been supported by a framework that includes Risk Management policies and procedures as well as Risk limits that are clearly defined in line with the Bank's vision, mission, and business strategy. The formulation of Risk Management policies and procedures is carried out by taking into account, among others: type, complexity of business activities, Risk profile, risk appetite and risk tolerance, interrelationships between Risks, as well as regulations set by the authorities and/or sound banking practices. In addition, the implementation of the Bank's Risk Management policies and procedures must be supported by adequate capital and human resources quality. Matters that need to be considered in establishing the Risk Management framework, including policies, procedures and limits, include:

1. Risk Management StrategyThe risk management strategy is a reference to the approach on how to achieve the objectives of Risk Management. The Bank formulates a Risk Management strategy in accordance with the overall business strategy by taking into account risk appetite, risk tolerance and risk limits. The Risk Management Strategy is prepared to ensure that the Bank's risk exposure is at or below the risk exposure level determined in accordance with the Bank's policies, internal procedures, laws and regulations and other applicable provisions. The Risk Management Strategy is prepared based on the following general principles:a. The Risk Management Strategy must be

long-term oriented to ensure the continuity of the Bank's business taking into account economic conditions or cycles;

b. A comprehensive Risk Management Strategy can control and manage the risks of the Bank and its Subsidiaries; and

c. Achieve the expected capital adequacy along with adequate resource allocation.

The Risk Management Strategy is prepared by considering the following factors:a. Economic conditions and their impact on

the Bank's risk;b. The Bank's organization, including the

adequacy of human resources and supporting infrastructure;



c. Kondisi keuangan Bank, organisasi Bank, kemampuan untuk menghasilkan laba dan kemampuan mengidentifikasi, memantau, dan mengendalikan risiko yang timbul sebagai akibat perubahan faktor internal dan eksternal;

d. Diversifikasi portofolio Bank.Strategi Manajemen Risiko di review secara berkala dan dikomunikasikan secara efektif kepada seluruh jenjang organisasi agar memahami secara jelas pendekatan yang telah ditetapkan serta mematuhi seluruh aspek yang terkait.

2. Tingkat Risiko yang akan diambil (Risk Appetite), Toleransi Risiko (Risk Tolerance) dan Limit (Risk Limit)

Risk Appetite merupakan tingkat risiko yang bersedia diambil oleh Bank dalam rangka mencapai sasaran atau tingkat laba yang diharapkan. Risk Appetite tercermin dalam strategi dan sasaran bisnis Bank serta mencerminkan harapan Pemangku Kepentingan. Toleransi Risiko (risk tolerance) merupakan tingkat dan jenis Risiko yang secara maksimum ditetapkan oleh Bank. Risk tolerance merupakan penjabaran dari risk appetite. Direksi memberikan arahan yang jelas mengenai risk appetite, risk tolerance dan risk limit Bank. Bank telah menetapkan risk appetitte statement dan risk tolerance terhadap 8 risiko melalui SK Direksi nomor 0828/SK/DIR-MRI/2020 tanggal 17 Desember 2020 perihal Risk Appetitte Statement dan Risk Tolerance PT. Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Penetapan Risk Appetite, Risk Tolerance dan Risk Limit harus dapat mengakomodir tujuan seluruh stakeholder bank yang meliputi Regulator, Pemegang Saham, Investor, Direksi, Karyawan maupun Nasabah. Adapun tujuan dari stakeholder meliputi pemenuhan atas aspek kepatuhan, risiko, permodalan, return, maupun pertumbuhan yang berkelanjutan. Mengingat sifatnya yang menyeluruh, maka penetapan dan pengelolaan Risk Appetite, Risk Tolerance dan Risk Limit memerlukan komitmen bersama seluruh lini bank. Risk Appetite, Risk Tolerance dan Risk Limit yang telah ditetapkan oleh bank bertujuan untuk menunjang pencapaian strategi bisnis bank dengan tingkat risiko yang dapat diterima.

c. Bank's financial condition, Bank's organization, ability to generate profit and ability to identify, monitor, and control risks that arise as a result of changes in internal and external factors;

d. Bank portfolio diversification.The Risk Management Strategy is reviewed regularly and communicated effectively to all levels of the organization in order to clearly understand the established approach and comply with all related aspects.

2. Level of Risk Appetite, Risk Tolerance and Risk Limit

Risk Appetite is the level of risk that the Bank is willing to take in order to achieve the target or expected profit level. Risk Appetite is reflected in the strategy and business objectives of the Bank and reflects the expectations of the Stakeholders. Risk tolerance is the maximum level and type of Risk determined by the Bank. Risk tolerance is a description of risk appetite. The Board of Directors provides clear direction regarding the Bank's risk appetite, risk tolerance and risk limits.

The Bank has determined a risk appetite statement and risk tolerance for 8 risks through the Decree of the Board of Directors number 0828/SK/DIR-MRI/2020 dated December 17, 2020 regarding the Risk Appetite Statement and Risk Tolerance of PT. Regional Development Bank of West Java and Banten, Tbk.Determination of Risk Appetite, Risk Tolerance and Risk Limit must be able to accommodate the objectives of all bank stakeholders including Regulators, Shareholders, Investors, Directors, Employees and Customers. The objectives of the stakeholders include the fulfillment of aspects of compliance, risk, capital, return, and sustainable growth. Given its comprehensive nature, the determination and management of Risk sustainable growth. Given its comprehensivenature, the determination and management of Risk Appetite, Risk Tolerance and Risk Limit requires a joint commitment from all bank lines. Risk Appetite, Risk Tolerance and Risk Limit set by the bank aim to support the achievement of the bank's business strategy with an acceptable level of risk.



Dalam implementasinya, akan dilakukan pemantauan secara berkala atas tingkat eksposur risiko aktual terhadap posisi pencapaian strategi bisnis bank. Adapun aspek tata kelola (governance) terdiri dari tiga aspek, antara lain :a. Strategic Level

Strategic Level merupakan jenjang kewenangan yang melekat pada Direksi melalui Komite Manajemen Risiko. Direksi berwenang menentukan selera risiko yang diinginkan (Risk Appetite) selaras dengan strategi bisnis bank. Disamping itu, Direksi juga berwenang untuk memberikan persetujuan atas besaran nilai Risk Tolerance dan nilai Risk Limit dengan merujuk pada Risk Appetite yang telah ditentukan.

b. Tactical LevelPengelolaan Risk Appetite, Risk Tolerance dan Risk Limit pada jenjang Tactical Level merupakan kewenangan Divisi Manajemen Risiko dalam hal mengembangkan metodologi Risk Tolerance untuk setiap jenis risiko secara bankwide.

c. Operational LevelOperational Level merupakan kewenangan dan dibentuk oleh setiap Risk Taking Unit dimana perannya adalah dalam menentukan besaran Risk Limit yang dapat diterima dan hasilnya dikoordinasikan dengan Divisi Manajemen Risiko. Besaran Risk Limit yang diusulkan, selanjutnya disampaikan kepada Divisi Manajemen Risiko untuk dilakukan review terkait metode perhitungan serta dalam rangka melakukan sinkronisasi dengan hasil perhitungan Risk Tolerance maupun Risk Appetite.

E.4.4 Kecukupan Proses Identifikasi, Pengukuran, Pemantauan dan Pengendalian Risiko Serta

Sistem Informasi Manajemen

Identifikasi, pengukuran, pemantauan dan pengendalian Risiko merupakan bagian utama dari proses penerapan Manajemen Risiko. Identifikasi Risiko bersifat proaktif, mencakup seluruh produk dan aktivitas bisnis Bank dan dilakukan dalam rangka menganalisa sumber dan kemungkinan timbulnya Risiko serta dampaknya terhadap kelangsungan bisnis bank. Selanjutnya perlu dilakukan pengukuran Risiko yang telah diidentifikasi sesuai dengan karakteristik dan kompleksitas kegiatan usaha Bank. Atas hasil pengukuran tersebut perlu dilakukan pemantauan yang dilakukan oleh Risk Taking Unit (RTU) yang

In its implementation, there will be regular monitoring of the actual level of risk exposure to the position of achieving the bank's business strategy. The governance aspect consists of three aspects, including:

a. Strategic LevelStrategic Level is a level of authority attached to the Board of Directors through the Risk Management Committee. The Board of Directors is authorized to determine the desired risk appetite (Risk Appetite) in line with the bank's business strategy. In addition, the Board of Directors is also authorized to give approval on the amount of the Risk Tolerance value and the Risk Limit value by referring to the predetermined Risk Appetite.

b. Tactical LevelManagement of Risk Appetite, Risk Tolerance and Risk Limit at the Tactical Level is the authority of the Risk Management Division in developing the Risk Tolerance methodology for each type of risk on a bankwide basis.

c. Operational LevelThe Operational Level is the authority and is formed by each Risk Taking Unit where its role is in determining the acceptable amount of Risk Limit and the results are coordinated with the Risk Management Division. The amount of the proposed Risk Limit is then submitted to the Risk Management Division for a review of the calculation method and in order to synchronize it with the results of the calculation of Risk Tolerance and Risk Appetite.

E.4.4 Adequacy of Risk Identification, Measurement, Monitoring and Control Processes and Management Information Systems.

Identification, measurement, monitoring and control of Risk is the main part of the process of implementing Risk Management. Risk identification is proactive, covers all products and business activities of the Bank and is carried out in order to analyze the sources and possibilities of risk arising and its impact on the continuity of the bank's business. Furthermore, it is necessary to measure the identified Risks according to the characteristics and complexity of the Bank's business activities. The business activities. The results of these measurements need to be monitored by the Risk Taking Unit (RTU) in coordination with



berkoordinasi dengan Satuan Kerja Manajemen Risiko (SKMR) selaku pihak yang independen. Selain itu, guna mendukung efektivitas penerapan Manajemen Risiko perlu didukung pula oleh pengendalian risiko dan sistem informasi manajemen risiko yang memadai.

E.4.5 Sistem Pengendalian Internal yang Menyeluruh.

Penerapan sistem pengendalian intern secara efektif dapat membantu pengurus Bank menjaga aset Bank, menjamin tersedianya pelaporan keuangan dan manajerial yang dapat dipercaya, meningkatkan kepatuhan Bank terhadap ketentuan dan peraturan perundang-undangan, serta mengurangi Risiko terjadinya kerugian, penyimpangan dan pelanggaran aspek kehati-hatian. Terselenggaranya sistem pengendalian intern Bank yang andal dan efektif menjadi tanggung jawab dari seluruh satuan kerja operasional (risk-taking unit) dan satuan kerja pendukung serta SKAI. Hal-hal yang perlu diperhatikan dalam pelaksanaan sistem pengendalian intern antara lain:1. Pelaksanaan sistem pengendalian intern

secara efektif dalam penerapan Manajemen Risiko Bank mengacu pada prinsip Three Lines of Defence. Penerapan prinsip pemisahan fungsi (four eyes principle) harus memadai dan dilaksanakan secara konsisten;

2. Sistem pengendalian intern dalam penerapan Manajemen Risiko paling sedikit mencakup:a. kesesuaian antara sistem pengendalian

intern dengan jenis dan tingkat Risiko yang melekat pada kegiatan usaha Bank;

b. penetapan wewenang dan tanggung jawab untuk pemantauan kepatuhan kebijakan dan prosedur Manajemen Risiko serta penetapan limit Risiko;

c. penetapan jalur pelaporan dan pemisahan fungsi yang jelas dari satuan kerja operasional (risk-taking unit) kepada satuan kerja yang melaksanakan fungsi pengendalian;

d. struktur organisasi yang menggambarkan secara jelas tugas dan tanggung jawab masing-masing unit dan individu;

e. pelaporan keuangan dan kegiatan operasional yang akurat dan tepat waktu;

f. kecukupan prosedur untuk memastikan kepatuhan Bank terhadap ketentuan dan peraturan perundang-undangan;

g. kaji ulang yang efektif, independen, dan obyektif terhadap kebijakan, kerangka dan prosedur operasional Bank;

the Risk Management Work Unit (SKMR) as an independent party. In addition, in order to support the effectiveness of the implementation of Risk Management, it is also necessary to support adequate risk control and risk management information systems.

E.4.5 Comprehensive Internal Control System

The implementation of an effective internal control system can help the Bank's management to safeguard the Bank's assets, ensure the availability of reliable financial and managerial reporting, improve the Bank's compliance with laws and regulations, and reduce the risk of losses, irregularities and violations of prudential aspects. The implementation of a reliable and effective internal control system of the Bank is the responsibility of all operational work units (risk-taking units) and supporting work units as well as SKAI. Matters that need to be considered in the implementation of the internal control system include:

1. The implementation of an effective internal control system in the implementation of Bank Risk Management refers to the Three Lines of Defense principle. The application of the principle of separation of functions (four eyes principle) must be adequate and carried out consistently;

2. The internal control system in the application of Risk Management at least includesa. conformity between the internal control

system and the type and level of Risk inherent in the Bank's business activities;

b. determination of authority and responsibility for monitoring compliance with Risk Management policies and procedures as well as setting Risk limits;

c. determination of reporting lines and clear separation of functions from operational work units (risk-taking units) to work units that carry out control functions;

d. organizational structure that clearly describes the duties and responsibilities of each unit and individual;

e. accurate and timely financial reporting and operational activities;

f. adequacy of procedures to ensure the Bank's compliance with laws and regulations;

g. an effective, independent, and objective review of the Bank's policies, frameworks and operational procedures;



h. pengujian dan kaji ulang yang memadai terhadap sistem informasi manajemen;

i. dokumentasi secara lengkap dan memadai terhadap cakupan, prosedur operasional, temuan audit, serta tanggapan pengurus Bank berdasarkan hasil audit; dan

j. verifikasi dan kaji ulang secara berkala dan berkesinambungan terhadap penanganan kelemahan Bank yang bersifat material dan tindakan pengurus Bank untuk memperbaiki penyimpangan yang terjadi.

3. Pelaksanaan kaji ulang terhadap penerapan Manajemen Risiko paling sedikit sebagai berikut:a. Kaji ulang dan evaluasi dilakukan secara

berkala;b. Cakupan kaji ulang dan evaluasi dapat

ditingkatkan frekuensi atau intensitasnya, berdasarkan perkembangan eksposur Risiko Bank, perubahan pasar, metode pengukuran, dan pengelolaan Risiko;

c. Khusus untuk kaji ulang dan evaluasi terhadap pengukuran Risiko oleh SKMR, paling sedikit mencakup:1) kesesuaian kerangka Manajemen

Risiko, yang meliputi kebijakan, struktur organisasi, alokasi sumber daya, desain proses Manajemen Risiko, sistem informasi, dan pelaporan Risiko Bank dengan kebutuhan bisnis Bank, serta perkembangan peraturan dan praktik terbaik (best practice) terkait Manajemen Risiko;

2) metode, asumsi, dan variabel yang digunakan untuk mengukur Risiko dan menetapkan limit eksposur Risiko;

3) perbandingan antara hasil dari metode pengukuran Risiko yang menggunakan simulasi atau proyeksi pada masa datang dengan hasil aktual;

4) perbandingan antara asumsi yang digunakan dalam metode dimaksud dengan kondisi yang sebenarnya atau aktual;

5) perbandingan antara limit yang ditetapkan dengan eksposur yang sebenarnya atau aktual; dan

6) penentuan kesesuaian antara pengukuran dan limit eksposur Risiko dengan kinerja pada masa lalu dan posisi permodalan Bank saat ini.

d. Pelaksanaan kaji ulang oleh pihak independen atau SKAI antara lain mencakup:

1) keandalan kerangka Manajemen Risiko, yang mencakup kebijakan, struktur

h. adequate testing and review of the management information system;

i. complete and adequate documentation of the scope, operational procedures, audit findings, and responses from the Bank's management based on the audit results; and

j. periodic and continuous verification and review of the handling of material weaknesses of the Bank and the actions of the Bank's management to correct deviations that occur.

3. Implementation of a review of the implementation of Risk Management at least as follows:a. Review and evaluation are carried out

periodically;b. The scope of the review and evaluation can

be increased in frequency or intensity, based on the development of the Bank's Risk exposure, market changes, measurement methods, and Risk management;

c. Specifically for the review and evaluation of Risk measurement by SKMR, at least includes:1) the suitability of the Risk Management

framework, which includes policies, organizational structure, resource allocation, Risk Management process design, information systems, and Bank Risk reporting with the Bank's business needs, as well as the development of regulations and best practices related to Risk Management;

2) methods, assumptions, and variables used to measure Risk and set Risk exposure limits;

3) comparison between the results of the Risk measurement method using simulations or projections in the future with the actual results;

4) comparison between the assumptions used in the method in question with the actual or actual conditions;

5) comparison between the limit set with the actual or actual exposure; and

6) determination of the suitability between the measurement and limit of Risk exposure with past performance and the Bank's current capital position.

d. The implementation of the review by an independent party or SKAI includes, among others:1) reliability of the Risk Management

framework, which includes policies,



organisasi, alokasi sumber daya, desain proses Manajemen Risiko, sistem informasi serta pelaporan Risiko Bank; dan

2) penerapan Manajemen Risiko oleh unit bisnis atau aktivitas pendukung, termasuk kaji ulang terhadap pelaksanaan pemantauan oleh SKMR.

4. Penyampaian hasil penilaian kaji ulang oleh SKMR kepada Dewan Komisaris, SKAI, Direktur yang membawahkan fungsi manajemen risiko, Komite Pemantau Risiko dan Direksi terkait lainnya sebagai masukan dalam rangka penyempurnaan kerangka dan proses Manajemen Risiko;

5. Pemantauan oleh SKAI terhadap perbaikan atas hasil temuan audit intern maupun ekstern. Temuan audit yang belum ditindaklanjuti maupun berulang harus diinformasikan oleh SKAI kepada Direksi untuk diambil langkah-langkah yang diperlukan;

6. Tingkat responsif Bank terhadap kelemahan dan/atau penyimpangan yang terjadi terhadap ketentuan internal dan eksternal yang berlaku.

E.4.6 Jenis Risiko Yang Dikelola BankTerdapat 8 (delapan) jenis risiko yang harus dikelola dengan baik oleh Bank. Kedelapan jenis risiko tersebut meliputi Risiko Kredit, Risiko Likuiditas, Risiko Pasar, Risiko Operasional, Risiko Stratejik, Risiko Kepatuhan, Risiko Hukum dan Risiko Reputasi.1. Risiko Kredit

Terkait proses identifikasi, pengukuran, pemantauan, dan pengendalian risiko kredit, Bank telah melakukan hal-hal sebagai berikut: a. Bank secara berkala melakukan analisa

menyeluruh atas aspek internal dan eksternal bank melalui analisa Root Cause of Credit Risk (RCCR) yang berisi analisa penyebab penurunan kolektibilitas debitur yang berdampak pada timbulnya Non Performing Loan (NPL);

b. Bank melakukan perhitungan stress test Risiko Kredit yang disampaikan kepada Direktur Keuangan dan Manajemen Risiko. Disamping itu, Bank telah menyusun analisa Bottom Up Stress Test (BUST) yang disampaikan kepada Otoritas Jasa Keuangan (OJK) sebagai bagian dari pelaksanaan Financial Sector Assessment Program (FSAP). Pelaksanaan stress test dilakukan dengan pendekatan portfolio level dan bertujuan untuk menghitung pengaruh kondisi shock

organizational structure, resource allocation, Risk Management process design, information systems and Bank Risk reporting; and

2) implementation of Risk Management by business units or supporting activities, including a review of the implementation of monitoring by SKMR.

4. Submission of the results of the review by SKMR to the Board of Commissioners, SKAI, the Director in charge of the risk management function, the Risk Monitoring Committee and other relevant Directors as input for the improvement of the Risk Management framework and process;

5. Monitoring by SKAI on improvements to the findings of internal and external audits. Audit findings that have not been followed up or repeated must be informed by SKAI to the Board of Directors to take the necessary steps;

6. The level of responsiveness of the Bank to weaknesses and/or deviations that occur against applicable internal and external regulations.

E.4.6 Types of Risk Managed by the BankThere are 8 (eight) types of risk that must be managed properly by the Bank. The eight types of risk include Credit Risk, Liquidity Risk, Market Risk, Operational Risk, Strategic Risk, Compliance Risk, Legal Risk and Reputational Risk.

1. Credit RiskRegarding the process of identifying, measuring, monitoring, and controlling credit risk, the Bank has carried out the following:a. The Bank periodically conducts a thorough

analysis of the bank's internal and external aspects through an analysis of the Root Cause of Credit Risk (RCCR) which contains an analysis of the causes of a decrease in debtor collectibility which has an impact on the emergence of Non-Performing Loans (NPL);

b. The Bank performs the calculation of the Credit Risk stress test which is submitted to the Director of Finance and Risk Management. In addition, the Bank has compiled a Bottom Up Stress Test (BUST) analysis submitted to the Financial Services Authority (OJK) as part of the implementation of the Financial Sector Assessment Program (FSAP). The stress test is carried out using a portfolio level approach and aims to calculate the effect of macroeconomic



makro ekonomi terhadap peningkatan NPL secara bankwide. Pelaksanaan perhitungan menggunakan satellite model yang meliputi kredit produktif maupun kredit non-produktif pada seluruh sektor ekonomi. Satellite model tersebut merupakan perhitungan regresi multiple yang menghubungkan kondisi makro ekonomi sebagai independent variable dan NPL sebagai dependent variable;

c. Selanjutnya terkait proses identifikasi, pengukuran, pemantauan dan pengendalian risiko kredit pada divisi bisnis perkreditan, maka secara berkala disusun laporan perkembangan eksposur risiko kredit yang disusun dalam rangka mitigasi risiko dan sebagai upaya perbaikan segera sesuai perkembangan tingkat risiko. Pemantauan atas kualitas portofolio kredit yang dilaporkan secara berkala kepada Direksi melalui hal-hal sebagai berikut:1) Review dan evaluasi berkala melalui

pelaksanaan business review termasuk diantaranya pembahasan mengenai posisi serta kualitas portofolio kredit;

2) Kaji ulang atas potensi risiko dalam aktivitas perkreditan yang dilaporkan secara independen oleh Satuan Kerja Manajemen Risiko.

2. Risiko PasarAdapun upaya pengelolaan Risiko Pasar yang telah dilakukan Bank adalah sebagai berikut:a. Bank telah memiliki prosedur dan

identifikasi risiko suku bunga banking book yang didukung oleh sistem informasi yang sangat memadai dan adanya pelaporan secara harian mengenai pergerakan nilai tukar, suku bunga, dan informasi pasar lainnya ke Direksi termasuk over limit;

b. Bank telah memiliki risk appetite, risk tolerance dan risk limit untuk paramater risiko pasar yang ditetapkan oleh Dewan Komisaris dan Direksi;

c. Bank melakukan proses review atau validasi model pengukuran risiko pasar yang dilakukan secara berkala melalui back testing dimana model pengukurannya masih valid sesuai hasil back testing. Adapun mengenai validasi dan back testing tersebut disusun dalam bentuk laporan VaR (Value at Risk) dan validasi model;

d. Bank memiliki prosedur pemantauan limit secara harian sebagai standarisasi

shock conditions on the increase in NPLs on a bankwide basis. The calculation is carried out using a satellite model which includes both productive and non-productive loans in all economic sectors. The satellite model is a multiple regression calculation that relates macroeconomic conditions as the independent variable and NPL as the dependent variable;

c. Furthermore, regarding the process of identifying, measuring, monitoring and controlling credit risk in the credit business division, a report on the development of credit risk exposure is periodically prepared in order to mitigate risk and as an effort to immediately improve according to developments in the level of risk. Monitoring the quality of the loan portfolio which is reported regularly to the Board of Directors

through the following:1) Periodic reviews and evaluations

through the implementation of business reviews, including discussions on the position and quality of the loan portfolio;

2) Review of potential risks in credit activities reported independently by the Risk Management Unit.

2. Market RiskThe Market Risk management efforts that have been carried out by the Bank are as follows:a. The Bank has procedures and identification

of interest rate risk in the banking book, which is supported by a very adequate information system and daily reporting of movements in exchange rates, interest rates, and other market information to the Board of Directors, including over limit;

b. The Bank has a risk appetite, risk tolerance and risk limit for market risk parameters set by the Board of Commissioners and the Board of Directors;

c. The Bank conducts a process of reviewing or validating the market risk measurement model which is carried out periodically through back testing where the measurement model is still valid according to the results of back testing. As for the validation and back testing, it is compiled in the form of a VaR (Value at Risk) report and model validation;

d. The Bank has a limit monitoring procedure on a daily basis as a standardization of the



pemantauan Divisi Manajemen Risiko terhadap aktivitas dealing room treasury termasuk tindak lanjut yang akan dilakukan oleh risk taking unit apabila terjadi pelampauan dan dilaporkan kepada Direksi;

e. Bank melakukan pengendalian risiko pasar melalui monitoring terhadap kontrak transaksi dan penilaian kembali kredibilitas counterparty secara harian dan dipantau oleh dedicated person yang berpengalaman kemudian dalam penetapan limit counterparty dilakukan oleh unit kerja lain yang independen dari unit kerja bisnis sehingga proses penetapan limitnya melibatkan four eyes principle;

f. Sebagai upaya meningkatkan informasi atas eksposur risiko pasar yang dihadapi bank, unit kerja terkait telah melaporkan eksposur risiko pasar baik secara harian (utilisasi treasury), mingguan (treasury utilization report), bulanan (analisis pengukuran risiko pasar & likuiditas), semesteran (market risk stress test), kepada Direksi dan pejabat eksekutif sehingga diharapkan adanya tindak lanjut perbaikan dan proses mitigasi untuk meminimalisir potensi risiko yang akan datang;

g. Bank telah memiliki komite ALCO sebagai perangkat organisasi dalam mendukung manajemen risiko pasar yang efektif yang diselenggarakan secara berkala;

h. Dalam proses pengukuran, pemantauan yang dilakukan Satuan Kerja Manajemen Risiko melalui pelaporan atas aktivitas unit kerja Trisuri masih dilakukan secara manual dan belum tersistem namun demikian mempertimbangkan eksposur transaksi bank yang belum kompleks, potensi risiko yang dihadapi bank masih dapat termitigasi dengan baik;

i. Terdapat proses mark to market secara harian terhadap transaksi trading bank untuk mengetahui kerugian/keuntungan bank dan bank pun memiliki metode dalam proses mark to market-nya termasuk perhitungan valuasi model internal serta prosedur contingency plan dalam proses mark to market-nya apabila terjadi kondisi di luar normal yang dilakukan oleh unit kerja terkait.

3. Risiko LikuiditasAdapun upaya pengelolaan Risiko Likuiditas yang telah dilakukan Bank adalah sebagai berikut.a. Bank melakukan analisis terhadap seluruh

sumber risiko likuiditas baik dari sisi internal

Risk Management Division's monitoring of treasury dealing room activities including follow-up actions that will be carried out by the risk-taking unit in the event of an excess and reported to the Board of Directors;

e. The Bank controls market risk through monitoring of transaction contracts and reassessment of counterparty credibility on a daily basis and monitored by an experienced dedicated person then setting the counterparty limit is carried out by another work unit that is independent from the business work unit so that the limit setting process involves the four eyes principle;

f. In an effort to improve information on market risk exposure faced by banks, the relevant work units have reported market risk exposures on a daily (treasury utilization), weekly (treasury utilization report), monthly (market risk & liquidity measurement analysis), semi-annual (market risk stress analysis). test), to the Board of Directors and executive officers so that it is hoped that there will be follow-up improvements and mitigation processes to minimize potential future risks;

g. The Bank has an ALCO committee as an organizational tool to support effective market risk management which is held regularly;

h. In the measurement process, the monitoring carried out by the Risk Management Unit through reporting on the activities of the Trisuri work unit is still done manually and not yet systemised, however, taking into account the bank's transaction exposure which is not yet complex, the potential risks faced by the bank can still be well mitigated;

i. There is a daily mark to market process for bank trading transactions to find out the bank's losses/profits and the bank also has a method in the mark to market process including the calculation of the internal model valuation and contingency plan procedures in the mark to market process in case of external conditions. normally carried out by the relevant work unit.

3. Liquidity RiskThe Liquidity Risk management efforts that have been carried out by the Bank are as follows.

a. The Bank conducts an analysis of all sources of liquidity risk, both internally



maupun eksternal seperti produk dan aktifitas perbankan yang mempengaruhi sumber penggunaan dana secara komprehensif, kecukupan pendanaan melalui pasar, serta analisis risiko didukung dengan sistem informasi dan kecukupan data yang memadai;

b. Bank telah memiliki risk appetite, risk tolerance dan risk limit untuk parameter risiko pasar yang ditetapkan oleh Dewan Komisaris dan Direksi;

c. Bank telah memiliki alat pengukuran yang dapat mengkuantifikasi dan mengidentifikasi risiko likuiditas secara tepat waktu dan komprehensif berdasarkan indikator internal dan eksternal dalam early warning indicator berupa pengukuran untuk mengukur risiko inheren mengenai komposisi pendanaan, rasio likuiditas, proyeksi arus kas, liquidity gap, scenario analysis dan stress testing;

d. Bank telah mengembangkan early warning indicator risiko likuiditas yang merupakan indikator yang digunakan untuk memprediksi potensi krisis likuiditas di masa datang sebagai bentuk identifikasi, pengukuran dan pemantauan risiko likuiditas secara harian yang bertujuan untuk memitigasi sejak dini apabila terdapat potensi krisis likuiditas dikemudian hari;

e. Bank melakukan pemantauan limit secara harian seperti limit GWM primer, sekunder dan excess reserve dan (AL+NAB)/NCD terhadap threshold yang telah ditetapkan oleh regulator termasuk tindak lanjut yang akan dilakukan oleh risk taking unit apabila terjadi pelampauan dan dilaporkan kepada Direksi;

f. Bank telah memiliki prosedur dalam hal rencana pendanaan darurat ketika bank menghadapi kondisi krisis likuiditas (contingency funding plan/CFP) serta bank telah melakukan skenario uji coba CFP-framework apabila terjadi krisis likuiditas dikemudian hari;

g. Bank telah melakukan perhitungan Basel III terkait risiko likuiditas yaitu perhitungan Net Stable Funding Ratio (NSFR) dan Liquidity Coverage Ratio (LCR).

4. Risiko OperasionalAdapun upaya pengelolaan Risiko Operasional yang telah dilakukan Bank adalah sebagai berikut.a. Bank berupaya untuk melakukan

penyempurnaan bussiness process terutama

and externally, such as banking products and activities that affect sources of comprehensive use of funds, adequacy of funding through the market, as well as risk analysis supported by adequate information systems and data adequacy;

b. The Bank has a risk appetite, risk tolerance and risk limit for market risk parameters set by the Board of Commissioners and the Board of Directors;

c. The Bank already has measurement tools that can quantify and identify liquidity risk in a timely and comprehensive manner based on internal and external indicators in early warning indicators in the form of measurements to measure inherent risk regarding funding composition, liquidity ratios, cash flow projections, liquidity gaps, scenario analysis and stress. testing;

d. The Bank has developed an early warning indicator of liquidity risk which is an indicator used to predict potential liquidity crises in the future as a form of identification, measurement and monitoring of liquidity risk on a daily basis which aims to mitigate early on if there is a potential liquidity crisis in the future;

e. The Bank monitors limits on a daily basis such as the primary, secondary and excess reserve and (AL+NAB)/NCD RR limits against the thresholds set by the regulator, including follow-up actions to be taken by the risk-taking unit in the event of an excess and reported to the Board of Directors;

f. The bank has procedures for emergency funding plans when the bank faces a liquidity crisis (contingency funding plan/CFP) and the bank has carried out a trial scenario for the CFP-framework in the event of a liquidity crisis in the future;

g. The Bank has carried out Basel III calculations related to liquidity risk, namely the calculation of the Net Stable Funding Ratio (NSFR) and Liquidity Coverage Ratio (LCR).

4. Operational RiskThe Operational Risk management efforts that have been carried out by the Bank are as follows.

a. The Bank strives to improve business processes, especially for credit activities. This



untuk aktivitas perkreditan. Hal tersebut terlihat dari penerapan model bisnis dengan melibatkan beberapa fungsi seperti Relationship Manager, Relationship Officer dan Account Officer yang telah diakomodir dalam struktur organisasi serta terdapat beberapa review atas prosedur kerja dalam rangka mendukung proses manajemen risiko yang handal;

b. Bank melakukan upaya untuk mengurangi konsentrasi komposisi pegawai pada level dasar dengan melakukan program pengembangan karyawan diantaranya melalui program Staff Development Program;

c. Bank senantiasa melakukan peningkatan kualitas SDM khususnya pada aktivitas bisnis utama Bank yaitu perkreditan dengan memberikan pendidikan dan pelatihan kepada pegawai;

d. Risk taking unit senantiasa melakukan risk assessment atas pengembangan produk dan aktivitas baru dalam rangka melakukan penerapan manajemen risiko di dalamnya;

e. Bank melakukan proses pengukuran Risiko Operasional dilakukan secara berkala melalui perangkat pengukuran Risiko Operasional diantaranya Risk Control Self Assessment, Key Risk Indicator, laporan data kerugian risiko operasional pada masing-masing unit kerja serta pengukuran profil Risiko Operasional bankwide yang dilakukan secara periodik. Adapun hasil analisa atas penilaian Risiko Operasional tersebut dilaporkan kepada pihak manajemen yang dilakukan secara berkala seperti pelaporan monthly report;

f. Dalam menjaga kepentingan Bank dan penegakan disiplin, Bank telah melaksanakan pedoman sanksi disiplin dengan cukup efektif termasuk dalam pengenaan sistem sanksi kepegawaian.

5. Risiko HukumBank melalui unit kerja hukum senantiasa melakukan penanganan atas kasus hukum yang terjadi, baik yang dilakukan oleh Bank secara langsung maupun menggunakan jasa konsultan hukum atas permintaan risk taking unit. Upaya yang dilakukan Bank dalam mengelola Risiko Hukum yaitu:a. Unit kerja hukum melakukan pembinaan

dalam bidang hukum secara berkala melalui proses pendampingan perkara hukum, legal session kepada risk taking unit dengan pembahasan permasalahan-permasalahan hukum yang dihadapi pada Kantor Cabang,

can be seen from the implementation of a business model involving several functions such as Relationship Manager, Relationship Officer and Account Officer which have been accommodated in the organizational structure and there are several reviews of work procedures in order to support a reliable risk management process;

b. The Bank makes efforts to reduce the concentration of the composition of employees at the basic level by conducting employee development programs including through the Staff Development Program;

c. The Bank continues to improve the quality of human resources, especially in the Bank's main business activities, namely credit by providing education and training to employees;

d. The risk taking unit always conducts risk assessment on the development of new products and activities in order to implement risk management in it;

e. The Bank conducts the Operational Risk measurement process on a regular basis through Operational Risk measurement tools including Risk Control Self Assessment, Key Risk Indicators, reports on operational risk loss data for each work unit as well as periodic bankwide Operational Risk profile measurements. The results of the analysis on the Operational Risk assessment are reported to the management on a regular basis such as monthly reports;

f. In safeguarding the interests of the Bank and enforcing discipline, the Bank has implemented guidelines for disciplinary sanctions quite effectively, including the imposition of a staffing sanction system.

5. Legal RiskThe Bank through the legal work unit always handles legal cases that occur, both those carried out by the Bank directly or using the services of a legal consultant at the request of the risk-taking unit. Efforts made by the Bank in managing Legal Risk are:

a. The legal work unit provides guidance in the legal field on a regular basis through the process of assisting legal cases, legal sessions for risk taking units with discussion of legal issues faced at Branch Offices, as well as conducting reviews of cooperation



serta melaksanakan review terhadap perjanjian-perjanjian kerjasama yang akan dilaksanakan guna melindungi kepentingan Bank, namun masih dalam ruang lingkup yang terbatas;

b. Bank melakukan identifikasi dan pengendalian Risiko Hukum terhadap produk dan aktivitas baru melalui pengkajian terkait aspek hukum serta menyampaikan informasi dan pelaporan yang berkaitan dengan mitigasi Risiko Hukum kepada Direksi yang membidangi unit kerja hukum;

c. Terkait dengan pelaksanaan sistem informasi manajemen Risiko Hukum telah dilaksanakan dengan baik salah satunya adanya laporan secara berkala terkait dengan pemantauan dan pencatatan atas pelaksanaan pendampingan perkara hukum serta penanganan hukum, update perkara hukum yang ditangani oleh Divisi Hukum serta laporan setiap triwulan disajikan dalam bentuk profil Risiko Hukum.

6. Risiko StratejikPengelolaan risiko stratejik yang dilakukan Bank adalah sebagai berikut :a. Bank secara berkala melakukan pengukuran

risiko stratejik melalui pemantauan atas progress report pencapaian rencana bisnis bank serta melakukan business review atas perkembangan bisnis bank.

b. Pencapaian atas bisnis bank tersebut dibahas dan dilaporkan kepada pihak manajemen yang dilakukan secara berkala termasuk kepada komite yang berada di bawah Dewan Komisaris.

c. Bank senantiasa melakukan monitoring atas kinerja kantor cabang.

d. Bank melakukan beberapa upaya dan strategi yaitu optimalisasi dalam upaya penyelesaian kredit bermasalah dengan melakukan penagihan, klaim asuransi dan eksekusi agunan, melakukan peningkatan dana CASA.

e. Bank melakukan peningkatan kerjasama layanan dengan operator/instansi/lembaga lain dalam rangka meningkatkan fee based atau keuntungan tambahan bagi bank.

7. Risiko KepatuhanUpaya pengelolaan Risiko Kepatuhan yang dilakukan Bank adalah sebagai berikut:a. Observasi atas penerapan Compliance Sheet/

Checklist kepatuhan;b. Melakukan identifikasi dan inventarisir

kewajiban pelaporan kepada regulator;

agreements that will be implemented to protect the interests of the Bank. but still in a limited scope;

b. The Bank identifies and controls Legal Risk for new products and activities through studies related to legal aspects and submits information and reports related to Legal Risk mitigation to the Board of Directors in charge of the legal work unit;

c. Regarding the implementation of the Legal Risk management information system, it has been implemented properly, one of which is the periodic reports related to monitoring and recording of the implementation of legal assistance and legal handling, updates on legal cases handled by the Legal Division and quarterly reports presented in the form of a Legal Risk profile.

6. Strategic RiskThe strategic risk management carried out by

the Bank is as follows:a. The Bank periodically measures strategic risk

through monitoring the progress report on the achievement of the bank's business plan as well as conducting a business review on the development of the bank's business.

b. The achievements of the bank's business are discussed and reported to the management on a regular basis, including to the committees under the Board of Commissioners.

c. The Bank always monitors the performance of branch offices.

d. The Bank made several efforts and strategies, namely optimization in efforts to resolve non-performing loans by collecting, insurance claims and collateral execution, increasing CASA funds.

e. Banks improve service collaboration with other operators/agencies/institutions in order to increase fee-based or additional benefits for banks.

7. Compliance RiskCompliance Risk management efforts carried out by the Bank are as follows:a. Observation on the implementation of

Compliance Sheet/ Compliance Checklist;b. Identify and take inventory of reporting

obligations to regulators;



c. Menyampaikan notifikasi dan pemantauan kepatuhan atas kewajiban pelaporan Bank;

d. Menyusun resume atas kebijakan/ peraturan baru yang dikeluarkan otoritas, misalnya PBI, PADG, POJK, SEOJK dan lainnya untuk unit kerja terkait;

e. Monitoring Kewajiban pelaporan yang disampaikan kepada regulator

f. Menetapkan risk limit kepatuhan;g. Melakukan pemantauan kepatuhan

Bank atas ketentuan POJK, diantaranya terhadap rasio KPMM, BMPK, asset produktif bermasalah terhadap total asset produktif, CKPN, PDN, dan GWM;

h. Melakukan koordinasi dalam hal pengukuran risiko kepatuhan melalui penilaian Risiko Kepatuhan;

i. Pemantauan terhadap sanksi denda yang diberikan regulator;

j. Bank telah melakukan pengembangan sistem aplikasi bjb AMOLA dan sistem aplikasi fungsi kepatuhan (bjb Sipatuh) khususnya terkait sistem pemantauan pelaporan rutin kepada regulator dan pemenuhan kewajiban nilai rasio Bank terhadap ketentuan regulator dengan adanya reminder/notifikasi kepada Unit Kerja Terkait;

k. Penerapan sertifikasi ISO 37301:2021 Sistem Manajemen Kepatuhan yang bertujuan untuk menciptakan manajemen kepatuhan yang lebih efektif berdasarkan standar Internasional. Sertifikasi ini dilaksanakan pada lingkup proses pengajuan dan pencairan kredit korporasi dan komersial pada Kantor Pusat serta Kantor Cabang Utama Bandung;

l. Proses identifikasi, pengukuran, pengendalian serta pemantauan melalui penerapan compliance sheet, compliance checklist dan terdapat pula pelaporan secara rutin 3 (tiga) bulan sekali dalam bentuk profil Risiko Kepatuhan serta adanya pemantauan dan pelaporan mengenai tingkat penyelesaian atas objek pemeriksaan oleh regulator;

m. Terkait dengan pelaksanaan aktivitas usaha Bank serta produk dan aktivitas baru Bank beserta pengembangannya, Bank melakukan review dalam hal aspek kepatuhan terhadap ketentuan atas produk dan aktivitas baru tersebut. Selain itu, Divisi Kepatuhan melakukan pengkajian yang mencakup review atas seluruh kebijakan/ketentuan/kegiatan usaha yang dimiliki Bank;

c. Deliver notification and monitoring of compliance with the Bank's reporting obligations;

d. Prepare resumes on new policies/regulations issued by authorities, such as PBI, PADG, POJK, SEOJK and others for related work units;

e. Monitor Reporting obligations submitted to regulators

f. Establish compliance risk limits;g. Monitor the Bank's compliance with POJK

provisions, including the ratio of CAR, LLL, non-performing productive assets to total productive assets, CKPN, PDN, and Statutory Reserves;

h. Coordinate in terms of measuring compliance risk through a Compliance Risk assessment;

i. Monitor fines imposed by regulators;

j. The Bank has developed the bjb AMOLA application system and the compliance function application system (bjb Sipatuh), particularly related to the monitoring system for routine reporting to regulators and the fulfillment of the Bank's ratio value obligations to regulatory provisions with reminders/notifications to the Related Work Units;

k. Implementation of the ISO 37301:2021 Compliance Management System certification which aims to create more effective compliance management based on international standards. This certification is carried out in the scope of the application and disbursement process for corporate and commercial loans at the Head Office and Bandung Main Branch Offices;

l. The process of identification, measurement, control and monitoring through the implementation of compliance sheets, compliance checklists and there is also regular reporting every 3 (three) months in the form of a Compliance Risk profile as well as monitoring and reporting on the level of completion of inspection objects by regulators;

m. In relation to the implementation of the Bank's business activities as well as the Bank's new products and activities and their development, the Bank conducts a review in terms of aspects of compliance with the provisions on these new products and activities. In addition, the Compliance Division conducts an assessment which includes a review of all policies/conditions/business activities owned by the Bank;



8. Risiko Reputasia. Identifikasi serta pengukuran Risiko Reputasi

dilakukan secara berkala yaitu melalui pemantauan terhadap keluhan nasabah baik melalui call center dan/atau frontliner;

b. Bank melakukan penatausahaan setiap adanya pemberitaan negatif dalam laporan media monitoring yang terdiri dari judul berita, nama media massa berikut dengan news value sehingga Bank dapat mengetahui pengaruh dari pemberitaan tersebut;

c. Bank melakukan penatausahaan setiap adanya pengaduan nasabah dalam Laporan Pengaduan Nasabah yang disampaikan kepada Direksi secara berkala;

d. Terdapat pemantauan atas keluhan nasabah dan penyelesaian pengaduan nasabah yang sesuai dengan ketentuan/SLA;

e. Terdapat pemantauan atas pemberitaan negatif kepada Bank melalui berbagai media termasuk search engine optimation untuk meningkatkan citra positif bagi Bank, serta penilaian profil risiko reputasi melalui pelaporan profil risiko secara triwulanan;

f. Bank melakukan counter terhadap adanya pemberitaan negatif terhadap Bank dengan berupaya menyebarluaskan pemberitaan positif termasuk advertorial yang mengedepankan kinerja perbankan serta corporate action yang telah dilakukan bank;

g. Bank dengan segera menindaklanjuti jika terdapat pemberitaan negatif yang memiliki dampak signifikan bagi Bank baik secara materil maupun imateril dengan berkoordinasi bersama unit kerja terkait dan Bank tetap menindaklanjuti setiap adanya pemberitaan negatif yang tidak berdampak signifikan sesuai dengan ketentuan yang berlaku;

h. Bank melakukan sosialisasi kepada customer service untuk senantiasa mengedukasi nasabah guna meminimalisir potensi Risiko Reputasi yang mungkin timbul atas kesalahpahaman nasabah terkait penggunaan produk/jasa Bank. Selain itu terdapat kunjungan ke setiap jaringan kantor Bank mengenai penyesuaian standardisasi layanan industri perbankan, coaching dan pendampingan kepada Kantor Cabang serta adanya program service dan budaya dalam rangka meningkatkan kualitas layanan bank;

i. Dalam rangka peningkatan kualitas layanan, Bank juga melakukan survei atas layanan Bank baik secara internal maupun eksternal

8. Reputational Riska. Identification and measurement of

Reputation Risk is carried out periodically, namely through monitoring of customer complaints either through call centers and/or frontliners;

b. The Bank administers any negative news in the media monitoring report consisting of the news title, the name of the mass media along with the news value so that the Bank can determine the effect of the news;

c. The Bank administers every customer complaint in the Customer Complaint Report which is submitted to the Board of Directors on a regular basis;

d. There is monitoring of customer complaints and settlement of customer complaints in accordance with the provisions/SLA;

e. There is monitoring of negative news to the Bank through various media including search engine optimization to enhance a positive image for the Bank, as well as assessment of reputation risk profile through risk profile reporting on a quarterly basis;

f. Banks counter any negative news about the Bank by trying to disseminate positive news, including advertorials that prioritize banking performance and corporate actions that have been carried out by banks;

g. The Bank immediately follows up if there is negative news that has a significant impact on the Bank both materially and immaterially by coordinating with the relevant work units and the Bank continues to follow up on any negative news that does not have a significant impact in accordance with applicable regulations;

h. The Bank conducts socialization to customer service to continuously educate customers in order to minimize the potential for Reputation Risk that may arise from customer misunderstandings regarding the use of the Bank's products/services. In addition, there were visits to each of the Bank's office networks regarding adjustments to standardization of banking industry services, coaching and assistance to Branch Offices as well as service and cultural programs in order to improve the quality of bank services;

i. In order to improve service quality, the Bank also conducts a survey on the Bank's services both internally and externally to



untuk meningkatkan kepuasan dan loyalitas nasabah kepada Bank melalui:1) Survey Internal:

a) Score kinerja layanan sesuai dengan standar Market Research Indonesia;

b) Monitoring internal yang dilakukan baik oleh Kantor Pusat maupun Kantor Wilayah terhadap Kantor Cabang;

c) Adanya penilaian layanan secara self assessment oleh seluruh jaringan kantor Bank serta selain itu terdapat mysterious shopper oleh vendor yang bekerjasama dengan Bank dalam rangka penilaian layanan Bank secara independen;

d) Adanya service quality assurance yang berperan melakukan evaluasi, coaching dan monitoring layanan di Kantor Cabang untuk mendukung tercapainya service excellence dan pencitraan bank yang baik.

2) Survey External: a) Bank bekerjasama dengan vendor

mengenai survei kepuasan nasabah melalui program Customer Satisfaction Index dan Customer Loyalitas Index guna mengetahui ekspektasi nasabah terhadap layanan Bank yang bertujuan untuk meningkatkan kepuasan dan meningkatkan loyalitas nasabah;

b) Bank melakukan pula sosialisasi atas hasil kepuasan nasabah/customer feedback tersebut kepada seluruh Kantor Cabang sebagai bahan evaluasi layanan Bank;

c) Peningkatan kualitas SDM dilakukan melalui pemberian pendidikan dan pelatihan service excellent & standar layanan bagi frontliner serta pelatihan communication skill;

d) Selain itu untuk meminimalisir potensi Risiko Reputasi yang berasal dari keluhan nasabah atas produk/layanan Bank, Bank terus melakukan koordinasi dengan unit kerja terkait mengenai tindaklanjut perbaikan terkait kerusakan mesin/sistem transaksi yang ada pada mesin ATM dan electronic banking;

e) Bentuk mitigasi lainnya yang secara rutin dilakukan yaitu sebagai berikut: i. Media Visit ke beberapa media massa

berskala nasional baik cetak maupun elektronik;

ii. Membangun sarana komunikasi dengan para investor;

increase customer satisfaction and loyalty to the Bank through: 1) Internal Survey:

a) Service performance score in accordance with Indonesian Market Research standards;

b) Internal monitoring carried out by both the Head Office and Regional Offices on Branch Offices;

c) There is a self-assessment service assessment by the entire Bank's office network and in addition there is a mysterious shopper by a vendor who cooperates with the Bank in order to independently assess the Bank's services;

d) The existence of service quality assurance which plays a role in evaluating, coaching and monitoring services at Branch Offices to support the achievement of service excellence and a good bank image.

2) Eksternal Survey: a) The Bank cooperates with vendors on

customer satisfaction surveys through the Customer Satisfaction Index and Customer Loyalty Index programs to determine customer expectations for the Bank's services aimed at increasing customer satisfaction and increasing customer loyalty;

b) The Bank also conducts socialization of the results of customer satisfaction/customer feedback to all Branch Offices as material for evaluating the Bank's services;

c) Improving the quality of human resources is carried out through the provision of service excellent education and training & service standards for frontliners as well as communication skill training;

d) In addition, to minimize the potential for Reputational Risk originating from customer complaints regarding the Bank's products/services, the Bank continues to coordinate with related work units regarding follow-up

improvements related to damage to existing transaction machines/systems on ATM machines and electronic banking;

e) Other forms of mitigation that are routinely carried out are as follows:i. Media Visit to several national-scale mass

media, both print and electronic;

ii. Establish a means of communication with investors;



iii. Menjalin hubungan baik rekan-rekan media baik lokal maupun nasional dan pelaksanaan media gathering, undangan media untuk berpartisipasi dalam liputan kegiatan Bank serta pelaksanaan seminar bagi beberapa media massa dalam rangka menjaga nilai keseimbangan antara Bank dengan pihak media.

E.4.7 Tugas dan Tanggung Jawab Divisi Manajemen Risiko

1. Pemantauan pelaksanaan strategi Manajemen Risiko yang telah disetujui oleh Direksi;

2. Pemantauan posisi risiko secara keseluruhan (composite), per jenis risiko, dan per jenis aktivitas fungsional serta melakukan stress testing;

3. Kaji ulang secara berkala terhadap proses Manajemen Risiko;

4. Pengkajian atas usulan aktivitas dan/atau produk baru;

5. Evaluasi terhadap akurasi model dan validitas data yang digunakan untuk mengukur risiko bagi Bank yang menggunakan model untuk keperluan internal (internal model);

6. Memberikan rekomendasi kepada Komite Manajemen Risiko, sesuai kewenangan yang dimiliki;

7. Menyusun dan menyampaikan laporan profil risiko kepada Direktur Utama atau Direktur yang ditugaskan secara khusus dan Komite Manajemen Risiko secara berkala.

E.4.8 Pelaksanaan Tugas Divisi Manajemen Risiko Tahun 2021

Selama tahun 2021, Divisi Manajemen Risiko telah mengarahkan dan mengkoordinasikan pengelolaan rencana dan strategi aspek manajemen risiko terhadap aspek dan unsur yang melekat pada organisasi Bank, pemantauan implementasi strategi, kebijakan dan kerangka manajemen risiko sesuai dengan tugas dan tanggung jawab, menjadi anggota Unit Pendukung Strategis (Strategic Supporting Unit) dalam organisasi terkait Manajemen Risiko, serta pengembangan penerapan budaya risiko (risk culture) pada seluruh kegiatan usaha Bank pada setiap jenjang organisasi, serta menjadi insiator penerapan Governance Risk Compliance (GRC) sebagai wujud pengelolaan manajemen risiko, kepatuhan dan tata kelola perusahaan yang lebih baik dalam meminimalisir serta memitigasi potensi risiko. Beberapa tugas utama yang telah dilakukan oleh Divisi Manajemen Risiko pada tahun 2021, diantaranya adalah :

iii. Maintain good relations with media partners both locally and nationally and holding media gatherings, media invitations to participate in coverage of the Bank's activities as well as conducting seminars for several mass media in order to maintain a balance between the Bank and the media.

E.4.7 Duties and Responsibilities of the Risk Management Division

1. Monitoring the implementation of the Risk Management strategy that has been approved by the Board of Directors;

2. Monitoring the overall risk position (composite), per type of risk, and per type of functional activity as well as performing stress testing;

3. Periodic review of the Risk Management process;

4. Review of proposed activities and/or new products;

5. Evaluation of the accuracy of the model and the validity of the data used to measure risk for Banks that use the model for internal purposes (internal model);

6. Providing recommendations to the Risk Management Committee, according to the authority it has;

7. Preparing and submitting risk profile reports to the President Director or a specially assigned Director and the Risk Management Committee on a regular basis.

E.4.8 Implementation of the Tasks of the Risk Management Division in 2021

During 2021, the Risk Management Division ha directed and coordinated the management of plans and strategies for risk management aspects and elements inherent in the Bank's organization, monitoring the implementation of strategies, policies and risk management frameworks in accordance with their duties and responsibilities, becoming a member of the Strategic Support Unit ( Strategic Supporting Unit) in organizations related to Risk Management, as well as developing the implementation of risk culture in all business activities of the Bank at every level of the organization, as well as initiating the implementation of Governance Risk Compliance (GRC) as a form of risk management, compliance and corporate governance better at minimizing and mitigating potential risks.Some of the main tasks that have been carried out by the Risk Management Division in 2021, including:



1. Tingkat Kesehatan Bank Berdasarkan POJK Nomor 4/POJK.03/2016

tanggal 26 Januari 2016, bank bjb telah melakukan penyusunan self-assessment Tingkat Kesehatan Bank secara individu sebagai berikut:

NoFaktor PenilaianAssessment Factor

PeringkatRating

Juni 2021June 2021

Desember 2021December 2021

1 Profil RisikoRisk Profile

2 2

2 Good Corporate GovernanceGood Corporate Governance

2 2

3 RentabilitasProfitability

2 2

4 PermodalanCapital

2 2

Peringkat TKB Berdasarkan RisikoTKB Rating Based on Risk

2 2

2. Profil Risiko Berdasarkan hasil self assessment bank terhadap peringkat risiko bank bjb secara keseluruhan setiap triwulan pada tahun 2021 adalah Low to Moderate dengan trend risiko stabil apabila dibandingkan dengan tahun sebelumnya. Hal ini menunjukkan bahwa bank bjb mengalami perkembangan bisnis bank yang diiringi dengan peningkatan Kualitas Penerapan Manajemen Risiko dalam seluruh aktivitas operasionalnya. Ringkasan profil risiko selama kurun waktu 2021 untuk (delapan) jenis risiko yang dikelola bank adalah sebagai berikut:

NoJenis Risiko

Risk Type

Profil Risiko bank bjb 2021Bank bjb risk profile 2021

Triwulan IQuarter I

Triwulan IIQuarter II

Triwulan IIIQuarter III

Triwulan IVQuarter IV

1Risiko KreditCredit Risk

Low to Moderate Low to Moderate Low to Moderate Low to Moderate

2Risiko PasarMarket Risk


3Risiko LikuditasLiquidity Risk


4Risiko OperasionalOperational Risk

Low to Moderate Moderate Moderate Moderate

5Risiko HukumLegal Risk


6Risiko ReputasiReputational Risk


7Risiko KepatuhanCompliance Risk

Low to Moderate Low to Moderate Low Low to Moderate

8Risiko StrategikStrategic Risk

Low Low to Moderate Low to Moderate Low to Moderate

Predikat RisikoRisk Predicate


1. Bank Soundness LevelBased on POJK Number 4/POJK.03/2016 dated January 26, 2016, bank bjb has prepared a self-assessment of the individual Bank Soundness Level as follows:

2. Risk Profile Based on the results of the bank's self-

assessment, the overall risk rating of bank bjb every quarter in 2021 was Low to Moderate with a stable risk trend when compared to the previous year. This shows that bank bjb is experiencing bank business development accompanied by an increase in the Quality of Risk Management Implementation in all of its operational activities. The summary of the risk profile for the period of 2021 for (eight) types of risk managed by the bank are as follows:



3. Risk Management Committee Selama tahun 2021, Risk Management

Committee (RMC) telah melaksanakan kegiatan diantaranya menyelenggarakan rapat, dengan agenda sebagai berikut:

No. No. Memo Undangan

No. Invitation Memo

Tanggal UndanganInvitation Date

Tanggal Pelaksanaan RMC

RMC Execution Date

Agenda RapatMeeting agenda

1 001/KMR/2021 15 Januari 2021

January 15, 2021

Selasa, 19 Januari 2021

Tuesday, January 19, 2021

Pembahasan Profil Risiko Triwulan 4 Tahun 2020

Discussion of Risk Profile 4th Quarter 2020

2 002/KMR/2021 30 Maret 2021

March 30, 2021

Kamis, 1 April 2021Thursday, April 1,

2021

Pembahasan Bottom Up Stres TestStress test debitur retrukturisasi Covid 19 atas Kebijakan Countercycical

Discussion of Bottom Up Stress TestStress test for debt restructuring Covid 19 on Countercyclical Policy

3 003/KMR/2021 21 April 2021

April 21, 2021

Senin, 26 April 2021Monday, April 26,

2021

Pembahasan Profil Risiko Posisi Triwulan I Tahun 2021

Discussion of the Risk Profile for the First Quarter 2021

4 004/KMR/2021 19 Juli 2021July 19, 2021

Kamis, 22 Juli 2021Thursday, July 22,

2021

Tingkat Kesehatan Bank Posisi Semester I Tahun 2021

Bank Soundness Level in Semester I 2021

5 005/KMR/2021 21 Oktober 2021

October 21, 2021

Senin, 25 Oktober 2021

Monday, October 25, 2021

Profil Risiko Posisi Triwulan III Tahun 2021Penyampaian Limit Switching dan Kewenangan Pemutus Limit Switching

Risk Profile for 2021 Quarter III PositionSubmission of Limit Switching and Authority of Limit Switching Breakers

6 006/KMR/2021 27 Desember 2021

December 27, 2021

Selasa, 28 Desember 2021

Tuesday, December 28, 2021

Penyampaian Loan Unit Group

Submission of Loan Unit Group

4. Penerapan Manajemen Risiko Terintegrasi

Bank bjb ditunjuk sebagai Entitas Utama dari konglomerasi keuangan oleh Pemerintah Provinsi Jawa Barat melalui Surat Nomor 539/1495/Invest&BUMD tanggal 27 Maret 2015 perihal Penunjukan bank bjb sebagai Entitas Utama. Struktur Konglomerasi bank bjb sebagaimana Surat Keputusan Direksi PT. Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 0564/SK/DIR-MAP/2021 tanggal 12 Agustus 2021 Tentang Struktur Konglomerasi Keuangan PT. Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. sebagai berikut:

3. Risk Management Committee During 2021, the Risk Management Committee

(RMC) carried out activities including holding meetings, with the following agenda:

4. Implementation of Integrated Risk Management

Based on the results of the bank's self-assessment, the overall risk rating of bank bjb every quarter in 2021 was Low to Moderate with a stable risk trend when compared to the previous year. This shows that bank bjb is experiencing bank business development accompanied by an increase in the Quality of Risk Management Implementation in all of its operational activities. The summary of the risk profile for the period of 2021 for (eight) types of risk managed by the bank are as follows:



Sebagai implementasi dari Peraturan Otoritas Jasa Keuangan Nomor 17/POJK.03/2014 Tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan, Satuan Kerja Manajemen Risiko Terintegrasi (SKMRT) bank bjb melaksanakan penerapan Manajemen Risiko Terintegrasi dengan melakukan Focus Group Discussion (FGD) terkait pemenuhan insfrastruktur manajemen risiko pada konglomerasi keuangan, sebagai berikut :

As an implementation of the Financial Services Authority Regulation Number 17/POJK.03/2014 concerning the Implementation of Integrated Risk Management for Financial Conglomerates, the Integrated Risk Management Unit (SKMRT) of bank bjb carries out the implementation of Integrated Risk Management by conducting Focus Group Discussions (FGD) related to infrastructure fulfillment risk management in financial conglomerates, as follows:

Sister Companies

bank bjb

Pemerintah Provinsi Jawa BaratWest Java Provincial Goverment

bjb SyariahBPR Subsidiary

bjb Sekuritas

1. BPR Intan Jabar2. BPR Karya Utama Jabar

1. BPR2. BPR Parungpanjang3. BPR Cianjur Jabar4. BPR Artha Galuh Mandiri Jabar

6. BPR Majalengka

Work Unit

Entitas UtamaMain Entity

Pemegang Saham Pengendali Non LJKNon LJK controlling shareholder

Entitas Utama yang DitunjukDesignated Main entity

Perusahaan Terelasi Entitas AnakSubsidiaries

Keterangan/Explanation:

bjb Sharia bjb Securities

Wibawa Mukti

5. BPR Cipatujah

7. BPR Balongan

BPR Sister CompanyBPR Perusahaan Anak BPR Perusahaan Terelasi



Focus Group Discussion (FGD)

No

Nama Unit KerjaWork Unit Name

Tanggal PelaksanaanDate of Implementation

TW I/Q I 2021 TW II/Q II 2021 TW III/ Q III 2021

1. Materi: Kelengkapan Infrastruktur Penerapan Manajemen Risiko

Theory:

Completeness of Risk Management Implementation Infrastructure

2. Sumber data terkait pengisian Profil Risiko Terintegrasi

Sources of data related to filling out the Integrated Risk Profile

3. Laporan dan notulensi rapat terkait Penerapan Manajemen Risiko

Reports and minutes of meetings related to the Implementation of Risk Management

4. Temuan dan Komentar OJK terkait Penerapan Manajemen Risiko

OJK’s Findings and Comments on the Implementation of Risk Management

Materi:

1. Review Infrastruktur Penerapan Manajemen Risiko di BPR

Theory:

Review of Risk Management Implementation Infrastructure at BPR

2. Pembahasan kewajiban penyampaian pelaporan Profil Risiko BPR

Discussion on the obligation to submit BPR Risk Profile reporting

3. Sharing konwledge terkait tools penerapan manajemen risiko

Sharing knowledge regarding risk management implementation tools

Materi :

1. Kelengkapan Infrastruktur Penerapan Manajemen Risiko

Theory :

Completeness of Risk Management Implementation Infrastructure

2. Laporan terkait Penerapan Manajemen Risiko

Reports related to the Implementation of Risk Management

1 PT BPR Artha Galuh Mandiri JabarSelasa, 23 Februari 2021

Tuesday, February 23, 2021

Rabu, 16 Juni 2021

Wednesday, June 16, 2021

Rabu, 1 September 2021

Wednesday, September 1, 2021

2 PT BPR Cipatujah JabarRabu, 24 Februari 2021

Wednesday, February 24, 2021

Rabu, 16 Juni 2021


Kamis, 2 September 2021

Thursday, September 2, 2021

3 PT BPR Intan JabarKamis, 25 Februari 2021

Thursday, February 25, 2021

Kamis, 17 Juni 2021

Thursday, June 17, 2021

Jumat, 17 September 2021

Friday, September 17, 2021

4 PT BPR Cianjur JabarSelasa, 2 Maret 2021

Tuesday, March 2, 2021

Kamis, 24 Juni 2021




5 PD BPR LPK ParungpanjangRabu, 3 Maret 2021

Wednesday, March 3, 2021

Kamis, 24 Juni 2021


Selasa, 14 September 2021

Tuesday, September 14, 2021

6 PT BPR Wibawa Mukti JabarKamis, 4 Maret 2021

Thursday, March 4, 2021

Rabu, 23 Juni 2022




7 PD BPR PK BalonganSelasa, 16 Maret 2021

Tuesday, March 16, 2021

Selasa, 8 Juni 2022

Tuesday, June 8, 2022



8 PT BPR Majalengka JabarRabu, 17 Maret 2021


Rabu, 9 Juni 2022




9 PT BPR Karya Utama JabarRabu, 18 Maret 2021


Kamis, 10 Juni 2022




10 bjb syariahRabu, 3 Maret 2021


Selasa, 22 Juni 2022

Tuesday, 22 June 2022



Pengukuran Tingkat Kematangan Budaya RisikoMeasurement of the Maturity Level of Risk Culture

No Nama Unit KerjaWork Unit Name

Tanggal PelaksanaanImplementation date

1 PT BPR Majalengka Jabar13 Desember 2021

December 13, 2021



5. Komite Manajemen Risiko TerintegrasiBerdasarkan Surat Keputusan Direksi bank bjb nomor 0823/SK/DIR-MRI/2021 tanggal 28 Desember 2021 tentang Pedoman Komite Manajemen Risiko Terintegrasi, Komite Manajemen Risiko Terintegrasi dalam metodologi proses manajemen risiko bertugas untuk mengembangkan budaya risiko dan menetapkan arahan untuk seluruh aktivitas yang mengandung risiko dalam Konglomerasi Keuangan.

Selama tahun 2021, Komite Manajemen Risiko Terintegrasi telah melaksanakan kegiatan diantaranya menyelenggarakan rapat, dengan agenda sebagai berikut:

No Tanggal PelaksanaanImplementation date

Agenda RapatMeeting agenda

1Senin, 26 Maret 2021

Monday, March 26, 2021

Pembahasan Profil Risiko Terintegrasi Posisi Desember 2020Pembahasan hasil Penerapan Infrastruktur Manajemen Risiko pada BPR

Discussion of Integrated Risk Profile Position December 2020Discussion of the results of the Implementation of Risk Management Infrastructure at BPR

2 Jumat, 29 Maret 2021Friday, March 29, 2021

Pembahasan Penerapan Infrastruktur Manajemen Risiko pada bjb SyariahDiscussion on the Implementation of Risk Management Infrastructure at bjb Syariah

3 Selasa, 28 September 2021Tuesday, September 28, 2021

Pembahasan Penerapan Infrastruktur Manajemen Risiko pada bjb SecuritasDiscussion on the Implementation of Risk Management Infrastructure at bjb Sekuritas

E.5 Penerapan Fungsi Kepatuhan

Pelaksanaan Fungsi Kepatuhan pada Bank berpedoman kepada Peraturan Otoritas Jasa Keuangan Nomor 46/POJK.03/2017 tanggal 12 Juli 2017 tentang Pelaksanaan Pelaksanaan Fungsi Kepatuhan Bank Umum.

E.5.1 Struktur Organisasi Divisi Kepatuhan & APUPPT

5. Integrated risk Management Committee Based on the Decree of the Board of Directors of bank bjb number 0823/SK/DIR-MRI/2021 dated December 28, 2021 regarding Guidelines for the Integrated Risk Management Committee, the Integrated Risk Management Committee in the risk management process methodology is tasked with developing a risk culture and setting direction for all activities that contain risks in the Financial Conglomerate.During 2021, the Integrated Risk Management Committee carried out activities including holding meetings, with the following agenda:

E.5 Implementation of the Compliance Function

The implementation of the Compliance Function in Banks is guided by the Financial Services Authority Regulation Number 46/POJK.03/2017 dated July 12, 2017 concerning the Implementation of the Compliance Function of Commercial Banks.

E.5.1 Organizational Structure of Compliance Division & AML CFT

DirekturDirectors

Pemimpin DivisiDivision Head

Pemimpin GrupGroup Head

Berjumlah lebih dari satuMore than one

Kepatuhan & APU PPTCompliance & AML CFT

Direktur Kepatuhan Director of Compliance

Pengkaji & Pengembangan Kepatuhan

Compliance Reviewer & Development

Tata Kelola & Pengendalian Gratifikasi

Gratification Management & Control

Pengelolaan Program APU PPT Kantor Pusat

Head Office APU PPT Program Management

Pengelolaan Program APU PPT Kantor Cabang

Branch Office APU PPT Program Management



E.5.2 Direktur yang membawahkan Fungsi Kepatuhan

Bank wajib memiliki Direktur yang membawahkan embawahkan Fungsi Kepatuhan dengan peran sFungsi Kepatuhan dengan peran sebagai berikut :1. Fungsi Direktur yang membawahkan Fungsi

Kepatuhana. Mewujudkan terlaksananya Budaya

Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank;

b. Mengelola Risiko Kepatuhan yang dihadapi oleh Bank;

c. Memastikan agar kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang – undangan, termasuk Prinsip Syariah bagi bank umum syariah dan unit usaha syariah; dan

d. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Otoritas Jasa Keuangan dan/atau otoritas pengawas lain yang berwenang.

2. Tugas dan tanggung jawab Direktur yang membawahkan Fungsi Kepatuhan, paling kurang mencakup :a. Merumuskan strategi guna mendorong

terciptanya Budaya Kepatuhan Bank;b. Mengusulkan kebijakan kepatuhan atau

prinsip-prinsip kepatuhan yang akan ditetapkan oleh Direksi;

c. Menetapkan sistem dan prosedur kepatuhan yang akan digunakan di dalam penyusunan ketentuan dan pedoman internal Bank;

d. Memastikan bahwa seluruh kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan Bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang – undangan, termasuk Prinsip Syariah bagi bank umum syariah dan unit usaha syariah;

e. Meminimalkan Risiko Kepatuhan Bank;f. Melakukan tindakan pencegahan agar

kebijakan dan/atau keputusan yang diambil Direksi Bank atau pimpinan kantor cabang dari bank yang berkedudukan di luar negeri tidak menyimpang dari ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang – undangan; dan

g. Melakukan tugas lain yang terkait dengan Fungsi Kepatuhan.

Tugas dan tanggung jawab sebagaimana dimaksud diatas tidak menghilangkan hak dan kewajiban Direktur yang membawahkan Fungsi Kepatuhan

E.5.2 Director in charge of Compliance Function

Banks are required to have a Director in charge of the Compliance Function with the following roles:1. Functions of the Director in charge of the

Compliance Functiona Realizing the implementation of a

Compliance Culture at all levels of the Bank's organization and business activities;

b. Managing the Compliance Risk faced by the Bank;

c. Ensuring that the policies, provisions, systems and procedures as well as the business activities carried out by the Bank are in accordance with the provisions of the Financial Services Authority and the provisions of laws and regulations, including Sharia Principles for sharia commercial banks and sharia business units; and

d. Ensuring the Bank's compliance with the commitments made by the Bank to the Financial Services Authority and/or other competent supervisory authorities.

2. Duties and responsibilities of the Director in charge of the Compliance Function, at least include:a. Formulating strategies to encourage the

creation of a Bank Compliance Culture;b. Proposing compliance policies or

compliance principles to be determined by the Board of Directors;

c. Establishing compliance systems and procedures to be used in the preparation of the Bank's internal provisions and guidelines;

d. Ensuring that all policies, provisions, systems and procedures as well as business activities carried out by the Bank are in accordance with the provisions of the Financial Services Authority and the provisions of laws and regulations, including Sharia Principles for sharia commercial banks and sharia business units;

e. Minimizing Bank Compliance Risk;f. Taking preventive measures so that the

policies and/or decisions taken by the Board of Directors of the Bank or the head of the branch office of a bank domiciled abroad do not deviate from the provisions of the Financial Services Authority and the provisions of laws and regulations; and

g. Performing other duties related to the Compliance Function.

The duties and responsibilities as referred to above do not eliminate the rights and obligations of the Director in charge of the Compliance Function as a



sebagai anggota Direksi Bank sebagaimana diatur dalam Undang-Undang mengenai Perseroan Terbatas, dalam hal diperlukan keputusan terhadap perbuatan tertentu dari seluruh anggota Direksi Bank.

E.5.3 Satuan Kerja KepatuhanDalam mengimplementasikan Fungsi Kepatuhan, Direktur Kepatuhan dibantu oleh Satuan Kerja Kepatuhan yang bertanggung jawab untuk menyusun langkah-langkah dalam rangka mendukung terciptanya budaya kepatuhan pada seluruh kegiatan usaha bank pada setiap jenjang organisasi sesuai dengan fungsi yang tercantum dalam POJK Nomor 46/POJK.03/2017 tentang Pelaksanaan fungsi kepatuhan bank umum yaitu : 1. Mewujudkan terlaksananya Budaya Kepatuhan

pada semua tingkatan organisasi dan kegiatan usaha Bank;

2. Mengelola Risiko Kepatuhan yang dihadapi oleh Bank;

3. Memastikan kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan & ketentuan peraturan perundang-undangan;

4. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Otoritas Jasa Keuangan dan/atau otoritas pengawas lain yang berwenang.

Satuan kerja kepatuhan mempunyai tugas dan tanggung jawab paling kurang mencakup :a. Membuat langkah untuk mendukung

terciptanya Budaya Kepatuhan pada seluruh kegiatan usaha bank pada setiap jenjang organisasi;

b. Melakukan identifikasi, pengukuran, pemantauan dan pengendalian terhadap Risiko Kepatuhan dengan mengacu pada ketentuan Otoritas Jasa Keuangan yang mengatur mengenai penerapan manajemen risiko bagi bank umum;

c. Menilai dan mengevaluasi efektivitas, kecukupan dan kesesuaian kebijakan, ketentuan, sistem maupun prosedur yang dimiliki oleh Bank dengan ketentuan peraturan perundang-undangan;

d. Melakukan kaji ulang dan/atau merekomendasikan pengkinian dan penyempurnaan kebijakan, ketentuan, sistem maupun prosedur yang dimiliki oleh Bank agar sesuai dengan ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang-undangan;

e. Melakukan upaya untuk memastikan bahwa kebijakan, ketentuan, sistem dan prosedur,

member of the Bank's Board of Directors as stipulated in the Law concerning Limited Liability Companies, in the event that a decision on certain actions of all members of the Bank's Board of Directors is required.

E.5.3 Compliance UnitIn implementing the Compliance Function, the Director of Compliance is assisted by a Compliance Unit who is responsible for formulating steps to support the creation of a compliance culture in all bank business activities at every level of the organization in accordance with the functions listed in POJK Number 46/POJK.03/2017 concerning the implementation of the compliance function of commercial banks, namely:1. Realizing the implementation of a Compliance

Culture at all levels of the Bank's organization and business activities;

2. Managing the Compliance Risk faced by the Bank;

3. Ensuring the policies, provisions, systems and procedures as well as the business activities carried out by the Bank are in accordance with the provisions of the Financial Services Authority & the provisions of laws and regulations;

4. Ensuring the Bank's compliance with the commitments made by the Bank to the Financial Services Authority and/or other competent supervisory authorities.

The compliance work unit has duties and responsibilities that at least include:a Taking steps to support the creation of a

Compliance Culture in all bank business activities at every level of the organization;

b. Identifying, measuring, monitoring and controlling Compliance Risk with reference to the provisions of the Financial Services Authority which regulates the implementation of risk management for commercial banks;

c. Assessing and evaluating the effectiveness, adequacy and conformity of policies, provisions, systems and procedures owned by the Bank with the provisions of laws and regulations;

d. Reviewing and/or recommending updating and improving the policies, provisions, systems and procedures of the Bank to comply with the provisions of the Financial Services Authority and the provisions of laws and regulations;

e. Making efforts to ensure that the policies, provisions, systems and procedures, as well as



serta kegiatan usaha Bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan dan ketentuan peraturan perundang-undangan; dan

f. Melakukan tugas lain yang terkait dengan Fungsi Kepatuhan antara lain :1) Memastikan kepatuhan Bank terhadap

komitmen yang dibuat oleh Bank kepada Otoritas Jasa Keuangan dan/atau otoritas pengawas lain yang berwenang;

2) Melakukan sosialisasi kepada seluruh pegawai Bank mengenai hal-hal yang terkait dengan Fungsi Kepatuhan terutama mengenai ketentuan yang berlaku; dan/atau

3) Bertindak sebagai narahubung (contact person) untuk permasalahan kepatuhan Bank bagi pihak internal maupun eksternal.

g. Memantau dan mengevaluasi pelaksanaan Fungsi Kepatuhan pada masing-masing Lembaga Jasa Keuangan dalam Konglomerasi Keuangan.

E.5.3.1Pelaksanaan Program Kerja Fungsi Kepatuhan Tahun 2021

1. bank bjb memiliki komitmen bahwa kepatuhan terhadap peraturan yang terkait dengan usaha sebagai bank dan perusahaan publik, baik dari Bank Indonesia, Otoritas Jasa Keuangan, serta peraturan perundang-undangan lain, wajib dilaksanakan oleh Dewan Komisaris, Direksi, dan seluruh pegawai dalam organisasi. Sebagai wujud komitmen kepatuhan terhadap regulator, Direksi membentuk Divisi Kepatuhan & APUPPT sebagai satuan kerja yang mengelola Fungsi Kepatuhan. Divisi Kepatuhan & APUPPT melaksanakan kegiatan sesuai dengan fungsi yang tercantum dalam Peraturan Otoritas Jasa Keuangan Nomor 46/POJK.03/2017 tanggal 12 Juli 2017 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum;

2. Divisi Kepatuhan & APU-PPT membuat langkah–langkah dalam rangka mendukung terciptanya Budaya Kepatuhan pada seluruh kegiatan usaha bank pada setiap jenjang organisasi. Salah satu yang dilakukan yaitu melaksanakan sosialisasi budaya kepatuhan secara rutin untuk mewujudkan terlaksananya Budaya

the Bank's business activities are in accordance with the provisions of the Financial Services Authority and the provisions of laws and regulations; and

f. Performing other tasks related to the Compliance Function, including:1) Ensuring the Bank's compliance with the

commitments made by the Bank to the Financial Services Authority and/or other competent supervisory authorities;

2) Conducting socialization to all Bank employees regarding matters related to the Compliance Function, especially regarding applicable regulations; and/or

3) Acting as a contact person for Bank compliance issues for internal and external parties.

g. Monitoring and evaluating the implementation of the Compliance Function in each Financial Service Institution in the Financial Conglomerate.

E.5.3.1 Implementation of the E.5.3.1 Implementation of the Compliance Function Work Compliance Function Work Program in 2021 Program in 2021

1. bank bjb has a commitment that compliance with regulations related to business as a bank and public company, both from Bank Indonesia, the Financial Services Authority, as well as other laws and regulations. All the regulations must be implemented by the Board of Commissioners, Board of Directors, and all employees in the organization. As a form of commitment to compliance with the regulator, the Board of Directors established the Compliance Division & AML&CFT as a work unit that manages the Compliance Function. The Compliance & AML&CFT Division carries out activities in accordance with the functions listed in the Financial Services Authority Regulation Number 46/POJK.03/2017 dated July 12, 2017 concerning the Implementation of Commercial Bank Compliance Functions;

2. The Compliance & AML&CFT Division takes steps to support the creation of a Compliance Culture in all bank business activities at every level of the organization. One of the ways to do this is to carry out routine socialization of compliance culture to realize the implementation of Compliance Culture at all levels of the Bank's organization



Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank. Adapun kegiatan Divisi Kepatuhan & APU-PPT selama tahun 2021 ini adalah sebagai berikut:a. Penetapan ketentuan internal

1) Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 0705/SK/DIR-KAP/2021 tanggal 27 Oktober 2021 tentang Kebijakan Tata Kelola Bank;

2) Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 0706/SK/DIR-KAP/2021 tanggal 27 Oktober 2021 tentang Standar Operasional Prosedur Fungsi Kepatuhan;

3) Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 0728/SK/DIR-KAP/2021 tanggal 8 November 2021 tentang Pedoman Sistem Manajemen Anti Penyuapan (SMAP);

4) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 003/SK/KAP-PPK/2021 tanggal 13 September 2021 tentang Petunjuk Teknis Penggunaan User ID dan Password Sistem Aplikasi Regulator;

5) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 004/SK/KAP-PPK/2021 tanggal 27 September 2021 tentang Petunjuk Teknis Penerapan Program APUPPT di Kantor Pusat;

6) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 005/SK/KAP-PPK/2021 tanggal 22 November 2021 tentang Petunjuk Teknis Pengadaan Barang Bersifat Teknologi Informasi;

7) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank

and business activities. The activities of the Compliance & AML&CFT Division during 2021 are as follows:

a. Determination of internal conditions1) Decree of the Board of Directors

of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 0705/SK/DIR-KAP/2021 dated October 27, 2021 concerning Bank Governance Policy;

2) Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 0706/SK/DIR-KAP/2021 dated October 27, 2021 concerning Standard Operating Procedures for Compliance Function;

3) Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 0728/SK/DIR-KAP/2021 dated November 8, 2021 concerning Guidelines for Anti-Bribery Management System (SMAP);

4) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 003/SK/KAP-PPK/2021 dated September 13, 2021 concerning Technical Instructions for Using User ID and Password for Regulatory Application Systems;

5) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 004/SK/KAP-PPK/2021 dated September 27, 2021 concerning Technical Guidelines for the Implementation of the AML&CFT Program at the Head Office;

6) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 005/SK/KAP-PPK/2021 dated November 22, 2021 concerning Technical Guidelines for the Procurement of Information Technology;

7) Decree of the Compliance Division & AML&CFT PT Bank



Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 006/SK/KAP-PPK/2021 tanggal 6 Desember 2021 tentang Petunjuk Teknis Pelaksaaan Rapat Teknis dan Rapat Komite oleh Divisi kepatuhan & APUPPT;

8) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 007/SK/KAP-PPK/2021 tanggal 6 Desember 2021 tentang Petunjuk Teknis Compliance Sheet Credit Line;

9) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 008/SK/KAP-PPK/2021 tanggal 31 Desember 2021 tentang Petunjuk Teknis Compliance Sheet Bidang Perkreditan Pada Kantor Wilayah/Kantor Cabang/Kantor Cabang Pembantu;

10) Surat Keputusan Divisi Kepatuhan & APU PPT PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 009/SK/KAP-PPK/2021 tanggal 31 Desember 2021 tentang Petunjuk Teknis Compliance Sheet Pengkajian Kepatuhan;

11) Surat Keputusan Divisi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 004/SK/KAP-PPA/2021 tanggal 29 September 2021 tentang Petunjuk Teknis Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Kantor Pusat (Juknis Penerapan Program APU PPT di Kantor Pusat Juknis Kantor Pusat).

b. Kegiatan sosialisasi dengan tema “Budaya Kepatuhan dan APU-PPT” pada 61 Kantor Cabang dan 3 Kantor Wilayah;

c. Kegiatan sosialisasi tata cara pengisian e-LHKPN kepada seluruh unit kerja di lingkungan bank bjb;

d. Kajian kepatuhan dalam rangka memastikan kepatuhan kepatuhan atas ketentuan internal bank bjb

Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 006/SK/KAP-PPK/2021 dated December 6, 2021 concerning Technical Guidelines for the Implementation of Technical Meetings and Committee Meetings by the Compliance Division & AML&CFT;

8) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 007/SK/KAP-PPK/2021 dated December 6, 2021 concerning Technical Guidelines for Credit Line Compliance;

9) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 008/SK/KAP-PPK/2021 dated December 31, 2021 concerning Technical Guidelines for Credit Compliance Sheets at Regional Offices/Branch Offices/Sub-Branch Offices ;

10) Decree of the Compliance Division & AML&CFT PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 009/SK/KAP-PPK/2021 dated December 31, 2021 concerning Technical Instructions for Compliance Sheet Compliance Assessment;

11) Decree of the Division of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 004/SK/KAP-PPA/2021 dated September 29, 2021 concerning Technical Guidelines for the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs at the Head Office Technical Center of the Head Office.

b. Socialization activities with the theme “Compliance Culture and AML&CFT” to 61 Branch Offices and 3 Regional Offices;

c. Socialization activities for filling out e-LHKPN to all work units within bank bjb;

d. Compliance studies in order to ensure compliance with bank bjb's internal regulations to the statutory provisions



terhadap ketentuan perundang – undangan yang telah disusun sebanyak 474 kajian;

e. Mengikuti ajang penjurian nominasi terhadap Insan UPG terbaik dalam pengelolaan gratifikasi;

f. Melakukan pemantauan tindaklanjut komitmen Bank terhadap regulator;

g. Melakukan pemantauan terhadap pengenaan sanksi/denda regulator;

h. Melakukan kajian terhadap ketentuan yang baru diberlakukan oleh regulator;

i. Melakukan monitoring dan evaluasi dengan KPK (Komisi Pemberantasan Korupsi) mengenai program pengendalian gratifikasi dan pengelolaan LHKPN;

j. Melakukan identifikasi dan inventarisir kewajiban pelaporan kepada regulator berdasarkan peraturan OJK dan peraturan perundang – undangan yang berlaku;

k. Menyampaikan notifikasi dan pemantauan kepatuhan atas kewajiban pelaporan Bank kepada regulator agar dilaksanakan dengan memperhatikan ketentuan yang berlaku;

l. Menyusun resume atas kebijakan atau peraturan yang dikeluarkan otoritas, misalnya PBI, PADG, POJK, SEOJK dan lainnya. Hasil resume tersebut disampaikan kepada unit kerja terkait untuk selanjutnya digunakan oleh unit kerja terkait untuk dilakukan perbaikan atau penyesuaian terhadap kebijakan, sistem dan prosedur yang ada pada unit kerja;

m. Monitoring terhadap kewajiban pelaporan yang telah disampaikan kepada regulator;

n. Melakukan pemantauan kepatuhan Bank atas ketentuan POJK, diantaranya terhadap rasio KPMM, BMPK, asset produktif bermasalah terhadap total asset produktif, CKPN, PDN, GWM;

o. Melakukan koordinasi dengan Divisi Manajemen Risiko terkait pengukuran profil Risiko Kepatuhan;

p. Penerapan Standar Mutu SNI ISO 37001 Sistem Manajemen Anti Penyuapan (SMAP) pada aktivitas tertentu;

q. Melakukan penilaian terhadap penerapan Tata Kelola Bank oleh pihak ketiga independen oleh The Indonesian Institute for Corporate Governance (IICG)

that have been compiled as many as 474 studies;

e. Participate in the nomination judging event for the best UPG Personnel in the management of gratuities;

f. Monitor the follow-up of the Bank's commitment to the regulator;

g. Monitor the imposition of regulatory sanctions/fines;

h. Conduct a review of the new provisions imposed by the regulator;

i. Monitoring and evaluating with the Corruption Eradication Commission (KPK) regarding the gratituity control program and LHKPN management;

j. Identify and take inventory of reporting obligations to regulators based on FSA regulations and applicable laws and regulations;

k. Submit notification and monitoring of compliance with the Bank's reporting obligations to the regulator so that it is carried out with due observance of the applicable provisions;

l. Compile resumes on policies or regulations issued by authorities, such as PBI, PADG, POJK, SEOJK and others. The results of the resume are submitted to the relevant work unit for further use by the relevant work unit to make improvements or adjustments to the policies, systems and procedures that exist in the work unit;

m. Monitor reporting obligations that have been submitted to regulators;

n. Monitor the Bank's compliance with POJK provisions, including the ratio of KPMM, LLL, non-performing productive assets to total productive assets, CKPN, PDN, GWM;

o. Coordinate with the Risk Management Division regarding the measurement of the Compliance Risk profile;

p. Application of Quality Standards SNI ISO 37001 Anti-Bribery Management System (SMAP) in certain activities;

q. Assess the implementation of Bank Governance by an independent third party by The Indonesian Institute for Corporate Governance (IICG) through



melalui penilaian program Corporate Governance Perception Index (CGPI).

Satuan Kerja Kepatuhan juga ikut memastikan kepatuhan Bank terhadap komitmen yang dibuat kepada Otoritas Jasa Keuangan dan Bank Indonesia serta otoritas pengawas lain yang berwenang. Selama tahun 2021, Bank telah berupaya untuk melakukan pemenuhan terhadap komitmen-komitmen yang telah dibuat oleh Bank terhadap otoritas yang berwenang khususnya Otoritas Jasa Keuangan, dengan telah menindaklanjuti seluruhnya, hal tersebut ditunjukkan melalui pemenuhan komitmen yang telah ditindaklanjuti oleh Bank serta telah disampaikan kepada Otoritas Jasa Keuangan dan Bank Indonesia per 31 Desember 2021 yaitu sebesar 100%.

E.5.3.2 Program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT)

Penerapan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme atau disebut juga dengan program APU-PPT (Anti - Money Laundering and Counter – Financing Terorisme/AML-CFT) merupakan program yang dilaksanakan secara berkesinambungan sebagai upaya pencegahan dan pemberantasan tindak pidana Pencucian Uang dan Pendanaan Terorisme di bank bjb, adapun ketentuan eksternal yang mengatur tentang AML-CFT sebagai berikut:1. Undang-Undang Nomor 8 Tahun 2010

tanggal 22 Oktober 2010 tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang;

2. Undang-Undang Nomor 9 Tahun 2013 tanggal 13 Maret 2013 tentang Pencegahan dan Pemberantasan Tindak Pidana Pendanaan Terorisme;

3. Peraturan Otoritas Jasa Keuangan (POJK) Nomor 12/ POJK.01/2017 tanggal 16 Maret 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Jasa Keuangan sebagaimana yang diubah dengan Peraturan Otoritas Jasa Keuangan (POJK) Nomor 23/POJK.01/2019 tanggal 18 September 2019

the assessment of the Corporate Governance Perception Index (CGPI) program.

The Compliance Unit also participates in ensuring the Bank's compliance with the commitments made to the Financial Services Authority and Bank Indonesia as well as other competent supervisory authorities.During 2021, the Bank performed efforts to fulfill the commitments made by the Bank to the competent authorities, especially the Financial Services Authority, by following up entirely, this is shown through the fulfillment of commitments that have been followed up by the Bank and have been submitted to the Service Authority. Finance and Bank Indonesia as of December 31, 2021, which is 100%.

E.5.3.2 Anti-Money Laundering (AML) and Counter Financing of Terrorism (CFT) Programs

The implementation of the Anti-Money Laundering and Counter Financing of Terrorism program or also known as the AML&CFT (Anti - Money Laundering and Counter - Financing Terrorism / AML-CFT) program is a program that is carried out continuously as an effort to prevent and eradicate criminal acts of Money Laundering and Terrorism Financing at bank bjb, the external provisions governing AML-CFT are as follows:

1. Law Number 8 of 2010 dated October 22, 2010 concerning the Prevention and Eradication of the Crime of Money Laundering;

2. Law Number 9 of 2013 dated March 13, 2013 regarding the Prevention and Eradication of Criminal Acts of Terrorism Financing;

3. Financial Services Authority Regulation (POJK) Number 12/POJK.01/2017 dated March 16, 2017 concerning Implementation of Anti-Money Laundering and CounterFinancing of Terrorism Programs in the Financial Services Sector as amended by Financial Services Authority Regulation (POJK) Number 23/POJK. 01/2019 dated September 18, 2019



tentang Perubahan atas Peraturan Otoritas Jasa Keuangan Nomor 12/ POJK.01/2017 Tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Jasa Keuangan;

4. Surat Edaran Otoritas Jasa Keuangan (SEOJK) Nomor 32/ SEOJK.03/2017 Tanggal 22 Juni 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Perbankan;

5. Surat Edaran Otoritas Jasa Keuangan (SEOJK) Nomor 37/ SEOJK.05/2017 Tanggal 17 Juli 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Industri Keuangan Non Bank;

6. Surat Edaran Otoritas Jasa Keuangan (SEOJK) Nomor 47/ SEOJK.04/2017 Tanggal 6 September 2017 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Sektor Pasar Modal;

7. Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 1581/SK/DIR-KP/2018 tanggal 31 Desember 2018 tentang Kebijakan Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (Kebijakan APU PPT);

8. Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 0170/SK/DIR-KAP/2020 tanggal 18 Maret 2020 tentang Standar Operasional Prosedur Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (SOP Penerapan Program APU PPT);

9. Surat Keputusan Divisi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 002/SK/KAP-PPA/2020 tanggal 26 Juni 2020 tentang Petunjuk Teknis Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Cabang (Juknis Penerapan Program APU PPT di Cabang); dan

concerning Amendments to Financial Services Authority Regulation Number 12/ POJK.01/2017 concerning the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs in the Financial Services Sector;

4. Financial Services Authority Circular Letter (SEOJK) Number 32/ SEOJK.03/2017 dated June 22, 2017 concerning the Implementation of Anti-Money Laundering and Prevention of Terrorism Financing Programs in the Banking Sector;

5. Circular Letter of the Financial Services Authority (SEOJK) Number 37/ SEOJK.05/2017 dated July 17, 2017 concerning the Implementation of Anti-Money Laundering and Prevention of Terrorism Financing Programs in the Non-Bank Financial Industry;

6. Financial Services Authority (SEOJK) Circular Letter Number 47/ SEOJK.04/2017 dated September 6, 2017 concerning the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs in the Capital Markets Sector;

7. Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 1581/SK/DIR-KP/2018 dated December 31, 2018 concerning the Policy for the Implementation of the Anti-Money Laundering and Counter Financing of Terrorism Programs (AML-CFT Policy);

8. Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 0170/SK/DIR-KAP/2020 dated March 18, 2020 concerning Standard Operating Procedures for the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs (SOP for Application of the APU PPT Program);

9. Decree of the Division of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 002/SK/KAP-PPA/2020 dated June 26, 2020 regarding Technical Guidelines for the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs in Branches Branch); and



10. Surat Keputusan Divisi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., Nomor 004/SK/KAP-PPA/2021 tanggal 29 September 2021 tentang Petunjuk Teknis Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme di Kantor Pusat (Juknis Penerapan Program APU PPT di Kantor Pusat Juknis Kantor Pusat.

Sebagai langkah/upaya dalam rangka meningkatan kualitas penerapan Manajemen Risiko, Satuan Kerja telah melaksanakan kegiatan dan pengembangan penerapan program APU-PPT antara lain sebagai berikut:1. Melakukan pemantauan transaksi-

transaksi keuangan untuk dilakukan analisa lebih mendalam terhadap potensi terjadinya Transaksi Keuangan Mencurigakan;

2. Melakukan Pelaporan Transaksi Keuangan Mencurigakan (LTKM) kepada Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK);

3. Melakukan Pelaporan Transaksi Keuangan Tunai (LTKT) kepada PPATK;

4. Melakukan pelaporan transaksi transfer dana dari dan Ke Luar Negeri (LTKL) kepada PPATK;

5. Melakukan pelaporan Sistem Informasi Pengguna Jasa Terpadu (SIPESAT) kepada PPATK;

6. Menyampaikan data watchlist secara proaktif kepada PPATK untuk memperkaya database watchlist yang dimiliki oleh PPATK pada aplikasi SIPENDAR, serta melaksanakan pengayaan informasi apabila ditemukan profil data watchlist SIPENDAR yang memiliki kecocokan dengan nasabah/ pengguna jasa di Bank;

7. Melakukan pemblokiran secara serta merta terhadap pengguna jasa Bank yang memiliki kecocokan profil dengan DTTOT dan pelaku pendanaan proliferasi senjata pemusnah massal, serta menyampaikan laporan pemblokiran melalui aplikasi SIGAP, serta menyampaikan laporan nihil melalui aplikasi SIGAP apabila tidak terdapat kecocokan data profil pengguna jasa Bank dengan DTTOT dan Pelaku pendanaan proliferasi senjata pemusnah massal;

10. Decree of the Division of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., Number 004/SK/KAP-PPA/2021 dated September 29, 2021 concerning Technical Guidelines for the Implementation of Anti-Money Laundering and Counter Financing of Terrorism Programs at the Head Office (Technical Guidelines for the Implementation of the AML&CFT Program at the Technical Headquarters of the Head Office.

As a step/effort in order to improve the quality of Risk Management implementation, the Work Unit has carried out activities and development of the AML&CFT program implementation, including the following:1. Monitoring financial transactions to

conduct a more in-depth analysis of the potential for Suspicious Financial Transactions to occur;

2. Reporting Suspicious Financial Transactions (LTKM) to the Financial Transaction Reports and Analysis Center (PPATK);

3. Reporting Cash Financial Transactions (LTKT) to PPATK;

4. Reporting transactions of funds transfer from and to Overseas (LTKL) to PPATK;

5. Reporting the Integrated Service User Information System (SIPESAT) to PPATK;

6. Proactively submitting watchlist data to PPATK to enrich the watchlist database owned by PPATK in the SIPENDAR application, as well as carry out information enrichment if SIPENDAR's watchlist data profile is found to be compatible with customers/service users at the Bank;

7. Blocking immediately Bank service users who have a matched profile with DTTOT and funding actors for the proliferation of weapons of mass destruction, as well as submitting a blocking report through the SIGAP application, as well as submitting a zero report through the SIGAP application if there is no match between the profile data of the Bank's service user and DTTOT and The perpetrators of financing the proliferation of weapons of mass destruction;



8. Melakukan pemeliharaan dan pemantauan terhadap profil nasabah dengan daftar-daftar orang maupun lembaga yang wajib dipantau berdasarkan database informasi dari otoritas yang berwenang baik nasional maupun internasional;

9. Melakukan pemantauan terhadap Nasabah yang dijadikan tersangka atau terdakwa suatu tindak pidana serta Daftar Tersangka dan Terduga Teroris oleh pihak yang berwenang maupun dari media massa atau berdasarkan informasi lainnya dari sumber yang resmi;

10. Melakukan koordinasi dengan pihak berwenang terkait dengan Permintaan Data, Pemblokiran Rekening dan Penyitaan Dana berkenaan dengan kasus pencucian uang dan pendanaan terorisme;

11. Melakukan kegiatan pemantauan terhadap pelaksanaan pengkinian data nasabah oleh seluruh unit kerja dan cabang;

12. Melakukan Pemantauan secara efektif terhadap Profil dan Transaksi Nasabah dengan memantau pelaksanaan pengelompokan nasabah sesuai dengan tingkat risiko terjadinya pencucian uang;

13. Melakukan penyusunan dan penyampaian laporan penilaian risiko APU PPT setiap semester;

14. Melakukan pemenuhan pelaksanaan pembukaan hubungan usaha Perseroan dengan bank koresponden dari Luar Negeri dari aspek APU PPT;

15. Melakukan pengkajian terhadap aktivitas dan produk perbankan terkait dengan kewajiban penerapan program APU PPT sebelum aktivitas dan produk tersebut dijalankan;

16. Melakukan Pemantauan dan rekomendasi terkait pendidikan dan pelatihan APU PPT terhadap karyawan Perseroan dalam rangka meningkatkan pemahaman, kewaspadaan serta risiko terhadap Tindak Pidana Pencucian Uang dan Pendanaan Terorisme.

17. Memastikan Teknologi Informasi yang mendukung Penerapan Program APU PPT telah sejalan dan mencakup perkembangan bisnis, produk serta layanan Bank dalam hal ini pengembangan aplikasi bjb AMOLA (Anti Money Laundering).

8. Carrying out maintenance and monitoring of customer profiles with lists of people and institutions that must be monitored based on databases of information from competent authorities both nationally and internationally;

9. Carrying out monitoring of Customers who are made suspects or defendants of a criminal act as well as the List of Suspects and Suspected Terrorists by the authorities as well as from the mass media or based on other information from official sources;

10. Coordinating with authorities related to Data Requests, Account Blocking and Fund Confiscation with regard to money laundering and terrorism financing cases;

11. Carrying out monitoring activities on the implementation of updating customer data by all work units and branches;

12. Carry out effective monitoring of Customer Profiles and Transactions by monitoring the implementation of customer grouping according to the level of risk of money laundering;

13. Preparing and submitting AML&CFT risk assessment reports every semester;

14. Fulfilling the implementation of the opening of the Company's business relationship with correspondent banks from abroad from the AML&CFT aspect;

15. Conducting an assessment of banking activities and products related to the obligation to implement the AML&CFT program before the activities and products are carried out;

16. Carrying out monitoring and recommendations related to AML and CFT education and training for the Company's employees in order to increase understanding, vigilance and risks to Money Laundering and Terrorism Financing.

17. Ensuring that Information Technology that supports the implementation of the AML-CFT Program is in line with and includes the development of the Bank's business, products and services, in this case the development of the



Selain itu, dilaksanakan penyesuaian aplikasi terhadap ketentuan regulator (penyesuaian pelaporan goAML) sehingga penerapan APU PPT menjadi lebih efektif dan sesuai ketentuan regulator.

18. Melakukan koordinasi terkait pelaksanaan kebijakan program APU PPT pada unit kerja terkait yang berhubungan langsung dengan Nasabah yang didasarkan atas hasil penilaian tingkat risiko unit kerja terkait terhadap potensi terjadinya Pencucian Uang dan Pendanaan Terorisme;

19. Melakukan koordinasi terkait pelaksanaan pelaksanaan kebijakan program APU PPT pada Perusahaan Anak bank bjb;

20. Melakukan pengkajian dalam rangka memastikan penerapan APU PPT telah dilaksanakan pada Produk Aktivitas Baru (PAB) berdasarkan regulasi yang dikeluarkan oleh Otoritas Jasa Keuangan (OJK);

21. Melakukan Penilaian Indeks Efektivitas secara Nasional terkait peran PPATK dalam Upaya Pencegahan dan Pemberantasan Tindak Pidana Pencucian uang (TPPU) dan Tindak Pidana Pendanaan Terorisme (TPPT) Tahun 2021.

22. Berperan aktif dalam Public-Private Partnership Tindak Pidana Pencucian Uang (PPP TPPU) atau disebut Indonesia Transaction Report and Analysis Centre Network (“INTRACNET”). INTRACNET tersebut adalah wadah yang memungkinkan perwakilan industri keuangan dan perwakilan Pemerintah Indonesia yang berasal dari penegak hukum, unit intelijen keuangan serta lembaga pengawas dan pengatur untuk berbagi informasi dan pembahasan bersama isu TPPU/TPPT secara efektif dan efisien;

23. Mendukung PPATK dalam melakukan penilaian terhadap integritas Pihak Pelapor salah satunya bank bjb terhadap efektivitas Program APU PPT yang diterapkan dengan cara melakukan pengisian kuesioner FIR on ML/TF tahun 2021. Hasil FIR on ML/TF

AMOLA (Anti Money Laundering) bjb application. In addition, adjustments were made to the application to regulatory provisions (adjustment to goAML reporting) so that the implementation of AML&CFT becomes more effective and in accordance with regulatory provisions.

18. Coordinating related to the implementation of AML&CFT program policies in related work units that are directly related to customers based on the results of the risk level assessment of the related work units on the potential for Money Laundering and Terrorism Financing;

19. Coordinating related to the implementation of the AML&CFT program policy at bank bjb Subsidiaries;

20. Conducting studies in order to ensure the application of AML&CFT has been implemented on New Activity Products (PAB) based on regulations issued by the Financial Services Authority;

21. Conducting a National Effectiveness Index Assessment related to the role of PPATK in the Prevention and Eradication of Money Laundering (TPPU) and Terrorism Financing (TPPT) Crimes in 2021.

22. Taking an active role in the Public-Private Partnership for the Crime of Money Laundering (PPP TPPU) or the so-called Indonesia Transaction Report and Analysis Center Network (“INTRACNET”). INTRACNET is a forum that allows representatives of the financial industry and representatives of the Government of Indonesia from law enforcement, financial intelligence units as well as supervisory and regulatory agencies to share information and discuss issues of money laundering and money laundering effectively and efficiently;

23. Supporting PPATK in assessing the integrity of the Reporting Party, one of which is bank bjb on the effectiveness of the APU PPT Program which is implemented by filling out the FIR on ML/TF questionnaire in 2021. The results of the FIR on ML/TF will be a



akan menjadi tolok ukur bagi PPATK dan LPP terkait dalam merumuskan kebijakan pembinaan, pengawasan, dan pengaturan berbasis risiko yang ditujukan untuk penguatan sistem APU PPT di Bank khususnya, serta penguatan integritas sistem keuangan secara nasional;

24. Mendukung OJK dalam penyusunan Penilaian Risiko/Sectoral Risk Assessment Tindak Pidana Pencucian Uang, Tindak Pidana Pendanaan Terorisme dan Pendanaan Proliferasi Senjata Pemusnah Massal di Sektor Jasa Keuangan (SRA TPPU/TPPT/ PPSPM SJK) Tahun 2021 dengan cara melakukan pengisian kuesioner Sectoral Risk Assessment (SRA) Tahun 2021;

25. Pengembangan struktur organisasi APU PPT yang semula hanya terdapat Grup Pengelolaan Program APU PPT menjadi 2 grup yaitu Grup Pengelolaan Program APU PPT Kantor Pusat dan Grup Pengelolaan Program APU PPT Kantor Wilayah dan Cabang sebagaimana yang disahkan melalui SK Direksi nomor 0833/SK/DIR-PST/2021 tanggal 31 Desember 2021 tentang Struktur Organisasi; dan

26. Berperan aktif dalam memberikan masukan terkait Isu Strategis Penguatan Indonesia’s Financial Integrity yang juga merupakan salah satu program prioritas nasional. Penyampaian masukan tersebut dilakukan melalui pertemuan langsung dengan Kantor Staf Presiden (KSP).

Adapun statistik pelaksanaan program APU-PPT yang dilaksanakan oleh Bank selama tahun 2021, dapat kami informasikan sebagai berikut:

No Nama AktivitasActivities

JumlahTotal

SatuanUnit

1 Laporan Transaksi Keuangan Mencurigakan (LTKM)Suspicious Transaction Report (STR) 155 Laporan

Reports

2 Laporan Transaksi Keuangan Tunai (LTKT)Cash Transaction Report (CTR) 8.624 Laporan

Reports

3 Laporan Transaksi Keuangan Transfer Dana dari dan ke Luar Negeri (LTKL)International Fund Transfer Instruction Re port (IFTI) 1.837 Laporan

Reports

benchmark for the relevant PPATK and LPP in formulating policies for fostering, monitoring, and risk-based regulation aimed at strengthening the APU PPT system in the Bank in particular, as well as strengthening the integrity of the financial system nationally;

24. Supporting FSA in preparing the Risk Assessment/Sectoral Risk Assessment for the Crime of Money Laundering, Terrorism Financing and Funding for the Proliferation of Weapons of Mass Destruction in the Financial Services Sector (SRA TPPU/TPPT/PPSPM SJK) in 2021 by filling out the Sectoral Risk Assessment (SRA) questionnaire ) Year 2021;

25. The development of the AML&CFT organizational structure which initially only contained the AML&CFT Program Management Group into 2 groups, namely the Head Office APU PPT Program Management Group and the Regional and Branch Office AML&CFT Program Management Group as ratified through the Decree of the Board of Directors number 0833/SK/DIR-PST/ 2021 dated December 31, 2021 concerning Organizational Structure; and

26. Taking an active role in providing input related to the Strategic Issues of Strengthening Indonesia's Financial Integrity which is also one of the national priority programs. Submission of these inputs is done through direct meetings with the Presidential Staff Office (KSP).

As for the statistics on the implementation of the AML&CFT program carried out by the Bank during 2021, we can inform you as follows:



No Nama AktivitasActivities

JumlahTotal

SatuanUnit

4 Laporan SIPESAT (Sistem Informasi Pengguna Jasa Terpadu)SIPESAT Report 776.743 Data CIF

CIF Data

5 Korespondensi dengan pihak yang berwenangCorrespondence with authorized party 1.409 Kali

Time

6 Pengkajian aspek APU PPT terkait Kebijakan dan Prosedur BankImplementation of AML-CFT related to intern policy and procedures 110 Kajian

Reviews

7 Validasi aspek APUPPT terkait aktivitas dan produk Baru BankImplementation of AML-CFT related to new activities and product 10 Validasi

Validation

8 Pelaksanaan APU PPT terkait bank korespondenImplementation of AML- CFT related to correspondence bank 18 Kali

Time

9 Jumlah pegawai yang mengikuti pelatihan APU PPTNumber of employees participating in AML-CFT Training 4.528 Pegawai

Employees

Selain itu juga bank bjb memiliki nilai FIR on ML/TF sebesar 8,05 (High), yang mencerminkan tingkat komitmen dalam mendukung PPATK dan Aparat Penegak Hukum untuk melakukan penelusuran transaksi keuangan terkait indikasi TPPU/TPPT, tingkat implementasi tata kelola pelaporan APU PPT sesuai ketentuan LPP dan pedoman pelaporan PPATK dan tingkat kepatuhan terhadap kewajiban pelaporan APU PPT kepada PPATK serta kualitas formal dan materiil atas keseluruhan laporan yang disampaikan masuk pada kategori Sangat Baik. PPATK berharap nilai FIR on ML/TF ini dapat terus ditingkatkan dalam waktu mendatang, khususnya melalui perbaikan-perbaikan guna menjaga dan memperkuat integritas sektor keuangan Indonesia dari risiko TPPU dan TPPT.

E.5.3.3 Kepatuhan Terintegrasi

Menunjuk POJK Nomor 18/POJK.03/2014 Tanggal 18 November 2014 Tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, dimana disebutkan pada pasal 22 bahwa Satuan Kerja Kepatuhan Terintegrasi mempunyai tugas paling sedikit memantau dan mengevaluasi pelaksanaan Fungsi Kepatuhan pada masing-masing Lembaga Jasa Keuangan dalam Konglomerasi Keuangan.

In addition, bank bjb has an FIR on ML/TF value of 8.05 (High), which reflects the level of commitment in supporting PPATK and Law Enforcement Officials to trace financial transactions related to ML/TF indications, the level of implementation of AML&CFT reporting governance is in accordance with LPP provisions and PPATK reporting guidelines and the level of compliance with AML&CFT reporting obligations to PPATK as well as the formal and material quality of all submitted reports are in the Very Good category. PPATK hopes that the value of FIR on ML/TF can continue to be increased in the future, particularly through improvements to maintain and strengthen the integrity of the Indonesian financial sector from the risks of money laundering and money laundering.

E.5.3.3 Integrated Compliance

Referring to POJK Number 18/POJK.03/2014 dated November 18, 2014 concerning the Implementation of Integrated Governance for Financial Conglomerates, where it is stated in article 22 that the Integrated Compliance Unit has the task of at least monitoring and evaluating the implementation of the Compliance Function in each Financial Service Institution in the Financial Conglomerate.



The implementation of the Integrated Compliance Function is carried out by the Compliance Work Unit on an ongoing basis every quarter by carrying out monitoring and evaluation through on site activities or Focus Group Discussions (FGD) to Financial Services Institutions who are members of the Financial Conglomerate.

During 2021 the Compliance Unit has monitored and evaluated and assisted the implementation of the Compliance Function through on site activities or Focus Group Discussions (FGD) to all Financial Services Institutions members of the Financial Conglomerate with the following details:

Pelaksanaan penerapan Fungsi Kepatuhan Terintegrasi dilaksanakan oleh Satuan Kerja Kepatuhan secara berkesinambungan setiap Triwulan dengan melaksanakan pemantauan dan evaluasi melalui kegiatan on site atau Focus Group Disscussions (FGD) kepada Lembaga Jasa Keuangan anggota Konglomerasi Keuangan.

Selama Tahun 2021 Satuan Kerja Kepatuhan telah melakukan pemantauan dan evaluasi serta asistensi penerapan Fungsi Kepatuhan melalui kegiatan on site atau Focus Group Disscussions (FGD) kepada seluruh Lembaga Jasa Keuangan anggota Konglomerasi Keuangan dengan rincian sebagai berikut:

No Lembaga jasa Keuangan Financial Services Institutions

Waktu Pelaksanaan Implementation Time

Tempat Pelaksanaan Place of Implementation

Materi Materials

1 PT BPR Karya Utama Jabar 12 Maret 2021

March 12, 2021

PT BPR Karya Utama Jabar

• Evaluasi pemenuhan infrastruktur penerapan Fungsi Kepatuhan;

• Pelaksanaan penerapan Fungsi Kepatuhan;

• Review laporan pokok-pokok pelaksanaan tugas direksi yang membawahkan Fungsi Kepatu-han.

• Evaluation of compliance with the infrastructure for the imple-mentation of the Compliance Function;

• Implementation of the imple-mentation of the Compliance Function;

• Review reports on the main tasks of the Board of Directors in charge of the Compliance Function.

2 PT BPR Majalengka Jabar 17 Maret 2021

March 17, 2021

PT BPR Majalengka Jabar

3 PD BPR PK Balongan 28 Mei 2021

May 28, 2021

PD BPR PK Balongan

4 PT BPR Wibawa Mukti Jabar 28 Juni 2021

June 28, 2021

Zoom Meeting

5 PT BPR Parungpanjang 15 September 2021

September 15, 2021

PT BPR Parungpanjang

6 PT BPR Artha Galuh Mandiri Jabar 22 September 2021

September 22, 2021

PT BPR Artha Galuh Mandiri Jabar

7 PT BPR Cipatujah Jabar 18 November 2021

November 18, 2021

PT BPR Cipatujah Jabar

8 PT BPR Intan Jabar 19 November 2021

November 19, 2021

PT BPR Intan Jabar

9 PT BPR Cianjur Jabar 26 November 2021

November 26, 2021

PT BPR Cianjur Jabar

10 bjb Sekuritas 24 Desember 2021

December 24, 2021

bjb Sekuritas

11 Bank bjb Syariah 26 Desember 2021

December 26, 2021

Bank bjb Syariah



E.6 Penerapan Fungsi Audit Intern

Struktur Organisasi SKAI telah sesuai dengan Surat Keputusan Direksi nomor 0375/SK/DIR-PST/2021 tanggal 10 Mei 2021 tentang Struktur Organisasi bank bjb, dimana Satuan Kerja Audit Internal berada dibawah Direktur Utama, dengan bagan struktur organisasi sebagai berikut:

Sesuai Surat Keputusan Direksi Nomor 0621/SK/DIR-AI/2019 tanggal 29 Mei 2019 tentang Kebijakan Audit Internal pada Piagam Audit Internal (Internal Audit Charter) yang menjelaskan visi, misi, fungsi, peran serta tanggung jawab Satuan Kerja Audit Internal dalam rangka pelaksanaan Audit Internal Bank yang efektif. Adapun Komposisi dan jumlah pegawai Satuan Kerja Audit Internal adalah sebagai berikut:

Jabatan Position

Kantor PusatHeadquarters

Kantor WilayahRegional Office

Kantor CabangBranch office

Grand TotalGrand Total

Pemimpin Unit Kerja (PUK)Work Unit Leader (WUL) 1 - - 1

Group Head 9 5 - 14

Manager 8 1 63 72

Officer 15 1 - 16

Staff 16 6 63 85

Grand Total 49 13 126 188

E.6 Implementation of the Internal Audit Function

The organizational structure of SKAI is in accordance with the Decree of the Board of Directors number 0375/SK/DIR-PST/2021 dated 10 May 2021 concerning the Organizational Structure of bank bjb, where the Internal Audit Unit is under the President Director, with the following organizational structure chart:

In accordance with the Decree of the Board of Directors Number 0621/SK/DIR-AI/2019 dated May 29, 2019 regarding the Internal Audit Policy in the Internal Audit Charter which explains the vision, mission, functions, roles and responsibilities of the Internal Audit Work Unit in the context of implementing Effective Bank Internal Audit.The composition and number of employees of the Internal Audit Unit are as follows:

Direktur UtamaPresident Director

Satuan Kerja Audit InternalInternal Audit Unit

Audit UmumGeneral Audit

Audit Teknologi Informasi

Information Technology Audit

SD & QA Anti Fraud

Audit Internal TerintergrasiIntegrated

Internal Audit

Kontrol Internal Cabang

Branch Internal Control

Kontrol Internal Wilayah

Regional Internal Control

DirekturDirectors

Pemimpin DivisiDivision Head ManagerPemimpin Grup

Group HeadBerjumlah lebih dari satuMore than one



Untuk mendukung peran Audit Internal sebagai mitra bisnis strategis, jajaran pegawai SKAI telah memiliki sertifikasi baik yang bertaraf internasional maupun nasional. Peningkatan jumlah pemegang sertifikasi menjadi salah satu program utama SKAI di tahun 2021 dan akan terus berlanjut pada tahun 2022. Adapun sertifikasi yang telah dimiliki oleh para auditor internal, antara lain:

No Jenis SertifikasiTypes of Certification

JumlahTotal

1 Audit Intern Bank - 3

2 BSMR 1 Badan Sertifikasi Manajemen Risiko / Risk Management Certification 66




6 CA Chartered Accountant 1

7 CAFM Certified Anti Fraud Manager 3

8 CBIA Certified Bank Internal Auditor 16

9 CCNA Cisco Certified Network Associate 1

10 CFRA Certified Forensic Auditor 2

11 CIA Certified Internal Auditor 1

12 CISA Certified Information System Auditor 1

13 CISSP Certified Information Systems Security Professional 1

14 CITPE IT Procurement 4

15 COBIT5 Control Objectives for Information Technologies 6

16 CPIA Certified Practitioner of Internal Audit 16

17 CRMA Certification in Risk Management Assurance 1

18 ERMCP Enterprise Risk Management Certified Professional 1

19 General Banking Level 1 - 2

20 General Banking Level 3 - 1

21 Integritas KPK - 1

22 ISO 20000 IT Management 1

23 ISO 27001 Sistem Manajemen Keamanan Informasi 1

24 ISO 37001 Anti Bribery Management System 3

25 ITIL v3 Information Technology Infrastructure Library 5

26 Kepatuhan Level 1 - 1

27 Kepatuhan Level 2 - 1

28 NCT National Certified Trainer 1

29 PRINCE2 Projects IN Controlled Environments 9

30 QIA Qualified Internal Auditor r 5

31 WPPE Wakil Perantara Pedagang Efek Broker-Dealer Representative 2

To support the role of Internal Audit as a strategic business partner, SKAI employees have both international and national certifications. Increasing the number of certification holders is one of the main programs of SKAI in 2021 and will continue in 2022. The certifications that have been held by internal auditors include:



E.6.1 Kedudukan Satuan Kerja Audit Internal Dalam Struktur Organisasi

Sesuai dengan isi Piagam Audit Internal yang terdapat dalam Kebijakan Audit Internal Nomor 0621/SK/DIR-AI/2019 tanggal 31 Mei 2019, Kedudukan SKAI adalah sebagai berikut:1. Pemimpin SKAI diangkat dan diberhentikan

oleh Direktur Utama atas persetujuan Dewan Komisaris dengan mempertimbangkan rekomendasi Komite Audit. Pengangkatan dan pemberhentian tersebut dilaporkan kepada Regulator;

2. Pemimpin SKAI berada di bawah Direktur Utama dan bertanggung jawab langsung kepada Direktur Utama serta memiliki hubungan koordinasi dengan Dewan Komisaris;

3. Seluruh auditor internal dan petugas kontrol internal bertanggung jawab kepada Pemimpin SKAI sesuai dengan hierarki organisasi;

4. Fungsi kontrol internal berperan sebagai mitra strategis dan menyampaikan hasil kegiatannya kepada masing-masing Pemimpin Kantor Cabang dan Pemimpin Kantor Wilayah;

5. SKAI menjalankan fungsi audit internal terintegrasi dalam konglomerasi keuangan Bank;

6. Dalam menjalankan fungsi audit internal terintegrasi, SKAI memiliki hubungan koordinasi dengan Direktur yang ditunjuk untuk melakukan fungsi pengawasan terhadap Lembaga Jasa Keuangan yang tergabung dalam konglomerasi keuangan.

E.6.2 Internal Audit Charter Dengan adanya perubahan regulasi mengenai audit internal yaitu POJK Nomor 1/POJK.03/2019 tanggal 28 Januari 2019 tentang Penerapan Fungsi Audit Intern pada Bank Umum maka SKAI melakukan penyesuaian terhadap Kebijakan dan Piagam Audit Internal yaitu:1. Kebijakan Audit Internal yang telah disahkan

oleh Direksi dengan Nomor 0621/SK/DIR-A1/2019 tanggal 29 Mei 2019;

2. Piagam Audit Internal yang telah disahkan oleh Dewan Komisaris dan Direksi.

Kebijakan dan Piagam Audit Internal ini merupakan acuan dalam pelaksanaan kegiatan audit dan menyikapi perkembangan regulasi serta perubahan yang dinamis. Piagam Audit Internal berisi antara lain:

E.6.1 The Position of the Internal Audit Unit in the Organizational Structure

In accordance with the contents of the Internal Audit Charter contained in the Internal Audit Policy Number 0621/SK/DIR-AI/2019 dated May 31, 2019, the position of SKAI is as follows:1. The Head of SKAI is appointed and dismissed

by the President Director with the approval of the Board of Commissioners taking into account the recommendations of the Audit Committee. Such appointments and dismissals are reported to the Regulator;

2. The Head of SKAI is under the President Director and is directly responsible to the President Director and has a coordinating relationship with the Board of Commissioners;

3. All internal auditors and internal control officers are responsible to the Head of SKAI in accordance with the organizational hierarchy;

4. The internal control function acts as a strategic partner and conveys the results of its activities to the respective Branch Office Heads and Regional Office Heads;

5. SKAI performs an integrated internal audit function in the Bank's financial conglomerate;

6. In carrying out the integrated internal audit function, SKAI has a coordinating relationship with the Director who is appointed to carry out the supervisory function of the Financial Services Institutions that are members of the financial conglomerate.

E.6.2 Internal Audit CharterWith the change in regulations regarding internal audit, namely POJK Number 1/POJK.03/2019 dated January 28, 2019 regarding the Implementation of the Internal Audit Function at Commercial Banks, SKAI made adjustments to the Internal Audit Policy and Charter, namely:1. Internal Audit Policy which has been approved

by the Board of Directors Number 0621/SK/DIR-A1/2019 dated 29 May 2019;

2. Internal Audit Charter which has been approved by the Board of Commissioners and the Board of Directors.

This Internal Audit Policy and Charter is a reference in implementing audit activities and responding to regulatory developments and dynamic changes. The Internal Audit Charter contains, among others:

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.Laporan Pelaksanaan Tata Kelola bank bjb Tahun 2021112

Bab I Visi, Misi, dan FungsiBab II Struktur, Kedudukan dan Ruang LingkupBab III Tugas, Tanggung Jawab dan WewenangBab IV Auditor InternalBab V Objek AuditBab VI Pelaporan dan PemantauanBab VII Quality AssuranceBab VIII Lain-lain

E.6.3 Tugas dan Tanggung jawab Satuan Kerja Audit Internal

Satuan Kerja Audit Internal (SKAI) memiliki tugas dan tanggung jawab yaitu:

1. Menyusun dan melaksanakan rencana kerja audit internal tahunan;

2. Melakukan evaluasi atas efektivitas semua tingkatan organisasi dalam pengelolaan sumber daya Bank serta ketaatan kepada kebijakan dan prosedur yang telah ditetapkan;

3. Memberi rekomendasi penyempurnaan pengendalian internal untuk melindungi sumber daya, mendorong pertumbuhan, serta penerapan tata Kelola perusahaan yang baik dan prinsip kehati – hatian;

4. Menyusun dan memelihara kebijakan dan prosedur kerja audit internal sesuai standar audit terkini;

5. Menetapkan rencana kerja pengembangan kompetensi auditor intern, serta Menyusun program evaluasi mutu kegiatan audit internal;

6. Membuat dan menyampaikan laporan hasil audit, memonitor pelaksanaan tindak lanjut, serta mengevaluasi kecukupan penyelesaian tindak lanjut;

7. Memberikan konsultasi, baik berdasarkan kebutuhan pihak auditee ataupun secara proaktif dari SKAI. Aktivitas konsultasi tidak berarti bahwa subjek pembahasan akan dikecualikan dari pemeriksaan;

8. Melakukan pemeriksaan khusus atau investigasi dan memberikan rekomendasi sanksi sesuai hasil pemeriksaan;

9. Bekerja sama dengan Komite Audit dalam hal evaluasi dan penyempurnaan Tata Kelola Bank, manajemen risiko dan pengendalian internal;

10. Mengungkapkan segala bentuk potensi benturan kepentingan atas kegiatan atau objek yang akan diperiksa, termasuk masa tunggu atau posisi tersebut melaksanakan penugasan audit.

Chapter I Vision, Mission and FunctionChapter II Structure, Position and ScopeChapter III Duties, Responsibilities and AuthoritiesChapter IV Internal AuditorChapter V Audit ObjectChapter VI Reporting and MonitoringChapter VII Quality AssuranceChapter VIII Miscellaneous

E.6.3 Duties and Responsibilities of the Internal Audit Unit

The Internal Audit Unit (SKAI) has the following duties and responsibilities:1. Develop and implement an annual internal

audit work plan;

2. Evaluate the effectiveness of all levels of the organization in managing the Bank's resources as well as adherence to established policies and procedures;

3. Provide recommendations for improving internal control to protect resources, encourage growth, and implement good corporate governance and prudential principles;

4. Develop and maintain internal audit work policies and procedures in accordance with the latest audit standards;

5. Establish a work plan for developing the competence of internal auditors, as well as preparing an evaluation program for the quality of internal audit activities;

6. Create and submit audit reports, monitor follow-up implementation, and evaluate the adequacy of follow-up completion;

7. Provide consultation, either based on the needs of the auditee or proactively from SKAI. Consulting activities do not mean that the subject of discussion will be excluded from examination;

8. Carry out special examinations or investigations and provide recommendations for sanctions according to the results of the examination;

9. Cooperate with the Audit Committee in evaluating and improving the Bank's Governance, risk management and internal control;

10. Disclosie all forms of potential conflicts of interest on the activity or object to be examined, including the waiting period or the position in carrying out the audit assignment.

113PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Governance Implementation Report of bank bjb 2021

E.6.4 Kode Etik AuditorJajaran SKAI harus menjunjung kode etik sebagai berikut :1. Integritas

a. Melaksanakan setiap tugasnya dengan jujur, hati-hati, tekun dan tanggung jawab;

b. Mematuhi hukum dan melakukan pengungkapan sesuai ketentuan perundangan, hukum dan profesinya;

c. Tidak menjadi bagian dari aktivitas illegal apapun atau terlibat dalam aktivitas yang dapat mendiskreditkan dan merugikan kredibilitas Bank dan profesinya;

d. Menghormati dan mendukung tujuan Bank yang sah dan etis.

2. Objektivitasa. Tidak terlibat dalam aktivitas yang dapat

menimbulkan konflik kepentingan terhadap tugas auditnya;

b. Tidak menerima pemberian apapun yang berdampak atau dapat mempengaruhi penilaian dalam tugas auditnya.;

c. Menyusun laporan hasil audit berdasarkan fakta yang sebenarnya.

3. Kerahasiaana. Selalu berhati-hati dalam menggunakan

dan melindungi informasi yang didapatkan dari tugas auditnya;

b. Tidak menggunakan informasi untuk kepentingan pribadi atau hal yang bertentangan dengan ketentuan perundangan dan etika bisnis Bank.

4. Kompetensia. Melakukan penugasan audit hanya bila

telah memiliki pengetahuan keahlian dan pengalaman yang diperlukan dalam tugas auditnya;

b. Melaksanakan penugasan audit sesuai dengan kebijakan dan pedoman audit internal, serta standar audit yang berlaku;

c. Secara terus menerus mengingkatkan kompetensi pribadinya untuk meningkatkan efektivitas dan kualitas hasil auditnya.

E.6.5 Strategi Kerja Tahun 2021

1. Meningkatkan peran aktif audit internal termasuk melalui hasil remote auditing dalam mengevaluasi tata kelola, manajemen risiko dan pengendalian internal untuk memberikan nilai tambah dalam pencapaian pertumbuhan bisnis bank.

E.6.4 Auditor Code of EthicsSKAI staff must uphold the following code of ethics:1. Integrity

a Carry out each of his duties honestly, carefully, diligently and responsibly;

b. Comply with the law and make disclosures in accordance with the provisions of the legislation, law and profession;

c. Not be part of any illegal activities or engage in activities that can discredit and harm the credibility of the Bank and its profession;

d. Respect and support the Bank's legitimate and ethical objectives.

2. Objectivitya Not involved in activities that may create a

conflict of interest with his audit duties;

b. Do not accept any gift that has an impact or can affect the assessment in its audit work.;

c. Prepare reports on audit results based on actual facts.

3. Confidentialitya Always be careful in using and protecting

the information obtained from the audit task;

b. Do not use information for personal interests or things that are contrary to the provisions of the law and the Bank's business ethics.

4. Competencea Perform audit assignments only if

they have the knowledge, expertise and experience required in their audit assignments;

b. Carry out audit assignments in accordance with internal audit policies and guidelines, as well as applicable audit standards;

c. Continually improve personal competences to improve the effectiveness and quality of his audit results.

E.6.5 Work Strategy 2021

1. Increasing the active role of internal audit, including through remote auditing results in evaluating governance, risk management and internal control to provide added value in achieving the bank's business growth.


2. Melaksanakan aktivitas assurance dan consulting yang independent dan objective sesuai risk based untuk mendukung operasional dan produk berbasis layanan digital;

3. Mengembangkan kompetensi dan profesionalisme auditor dalam mendukung perkembangan bisnis bank dan teknologi informasi melalui kegiatan pendidikan sertifikasi profesi;

4. Meningkatkan peran kontrol internal secara profesional melalui kegiatan assurance dan identifikasi kepatuhan serta pengelolaan manajemen risiko dalam rangka mendukung kinerja bisnis bank.

E.6.6 Program Kerja Tahun 2021Satuan Kerja Audit Internal menyusun perencanaan sebagai dasar dalam melaksanakan seluruh aktivitas pada tahun berjalan. Rencana pemeriksaan terhadap Kantor Cabang, Divisi, Teknologi Informasi serta Proses Bisnis pada tahun 2021 berdasarkan hasil perhitungan risiko makro, judgment auditor dan arahan dari Dewan Komisaris, Direksi serta Pemeriksa Eksternal sebagai berikut :a. 5 (lima) Proses Bisnis/ Divisi/ Unit Kerja;

b. 25 (dua puluh lima) Kantor Cabang;c. 5 (lima) objek audit teknologi informasi;d. Monitoring pelaksanaan audit di 9 (sembilan)

Lembaga Jasa Keuangan (LJK) Perusahaan Anak dan terelasi;

e. Melaksanakan pemeriksaan tematik audit terhadap Penerapan Manajemen Risiko dan Permodalan Terintegrasi

f. Melaksanakan full scope audit terhadap 4 (empat) Lembaga Jasa Keuangan (LJK) Perusahaan Anak dan terelasi;

g. Melakukan pemeriksaan terhadap indikasi fraud yang dapat merugikan bank bjb, shareholder dan stakeholder.

E.6.7 Program Kerja Lainnya1. Pengembangan Aplikasi Audit Internal

SKAI saat ini telah memiliki 2 (dua) aplikasi yaitu Sistem Informasi Manajemen (SIMA) dan Whistleblowing System (WBS) yang akan dilakukan pengembangan berupa penambahan modul serta maintenance berkala pada aplikasi tersebut;

2. Pendampingan Pemeriksaan EskternalSKAI memiliki tugas untuk melakukan pendampingan pemeriksaan yang dilakukan oleh Auditor Eksternal. Pendampingan

2. Carrying out independent and objective assurance and consulting activities according to risk based to support operations and products based on digital services;

3. Developing competence and professionalism of auditors in supporting the development of bank business and information technology through professional certification education activities;

4. ncreasing the role of internal control in a professional manner through assurance activities and identification of compliance as well as risk management management in order to support the bank's business performance

E.6.6 2021 Work ProgramThe Internal Audit Unit prepared a plan as the basis for carrying out all activities in the current year. Planned examination of Branch Offices, Divisions, Information Technology and Business Processes in 2021 based on the results of macro risk calculations, auditor judgment and directions from the Board of Commissioners, Directors and External Auditors as follows:

a. 5 (five) Business Processes/ Divisions/ Work Units;

b. 25 (twenty-five) Branch Offices;c. 5 (five) information technology audit objects;d. Monitoring the implementation of audits in 9

(nine) Financial Services Institutions (LJK) of Subsidiary and sister Companies;

e. Carrying out thematic audits on the Implementation of Integrated Capital and Risk Management

f. Carrying out a full scope audit of 4 (four) Financial Services Institutions (LJK) of Subsidiary and sister Companies;

g. Conducting an examination of indications of fraud that can harm bank bjb, shareholders and stakeholders.

E.6.7 Other Work Programs1. Internal Audit Application Development SKAI currently has 2 (two) applications, namely

Management Information System (SIMA) and Whistleblowing System (WBS) which will be developed in the form of adding modules and periodic maintenance on these applications;

2. External Examination AssistanceSKAI has the task of assisting the examination carried out by the External Auditor. The assistance is within the scope of providing


tersebut dalam ruang lingkup penyediaan data pemeriksaan yang dibutuhkan oleh auditor eksternal. Adapun pelaksanaan pendampingan pada tahun 2021, yaitu:a. Pemeriksaan Umum Otoritas Jasa

Keuangan;b. Pemeriksaan Tematik Bank Indonesia

terkait Sistem Pembayaran;c. Pemeriksaan Tematik Bank Indonesia

terkait Likuiditas dan Moneter;d. Review Penyaluran Dana (Pemulihan

Ekonomi Nasional) Badan Pengawasan Keuangan dan Pembangunan (BPKP) Perwakilan Provinsi Jawa Barat;

e. Pemeriksaan Badan Pengawas Keuangan (BPK) Provinsi Jawa Barat;

f. Pemeriksaan Badan Pengawas Keuangan (BPK) Pusat.

3. Pengembangan Kuantitas dan Kualitas Auditora. Pengembangan Kuantitas

Satuan Kerja Audit Internal melakukan penambahan pegawai sesuai dengan capacity planning tahun 2021.

b. Pengembangan KualitasKualitas auditor merupakan salah satu faktor penting dalam pelaksanaan audit internal. Atas hal tersebut, SKAI akan melakukan pengembangan kemampuan, kompetensi, pengetahuan dan profesionalisme dengan mengikutsertakan auditor pada pelatihan, workshop, sertifikasi auditor berskala nasional maupun internasional sesuai dengan kebutuhan. Program pendidikan dan pelatihan dilakukan menjadi 2 (dua) yaitu program non sertifikasi dan sertifikasi, dengan rincian sebagai berikut:

1. Non sertifikasi:

NoProgram Pendikan

Educational program

1 Online Training Security Issues & Cyber Banking Crimes In Mobile Banking Antisipasi Fraud Mobile Banking Dengan Penerapan Manajemen RisikoOnline Training Security Issues & Cyber Banking Crimes In Mobile Banking Anticipation Of Mobile Banking Fraud With Risk Management Application

2 Refreshment Manajemen Risiko Batch 1 Tahun 2021 Pencegahan Fraud Di Perbankan Melalui Pemahaman Teknik Pemeriksaan Dokumen Dan GrafonomiRisk Management Refreshment Batch 1, 2021 Fraud Prevention In Banking Through Understanding Of Document And Graphonomic Audit Techniques

3 Risk Based Audit Sistem & Teknologi Informasi Untuk Identifikasi & Mitigasi RisikoRisk Based Audit Systems & Information Technology For Risk Identification And Mitigation

4 Pembelajaran KIC dan KIW Fraud Awareness Kantor Cabang Khusus BantenKIC and KIW Fraud Awareness Learning Branch Special Office Banten

5 Internalisasi Fraud Awareness & Mitigation Bagi Pemimpin Kantor Cabang Pembantu Dan Pemimpin Kantor KasInternalization Of Fraud Awareness & Mitigation For Support Branch Office Leaders And Cash Office Leaders

6 Business Judgement Rule Versus Tindak Pidana KorupsiBusiness Judgement Rule Versus Criminal Action Corruption

audit data required by external auditors. The implementation of assistance in 2021, namely:

a. General Examination of the Financial Services Authority;

b. Bank Indonesia Thematic Examination related to the Payment System;

c. Bank Indonesia Thematic Examination related to Liquidity and Monetary;

d. Review of Fund Distribution (National Economic Recovery) Financial and Development Supervisory Agency (BPKP) Representative of West Java Province;

e. Examination of the Financial Supervisory Agency (BPK) of West Java Province;

f. Examination of the Central Financial Supervisory Agency (BPK).

3. Auditor Quantity and Quality Development

a. Quantity DevelopmentThe Internal Audit Unit will add employees in accordance with the capacity planning in 2021.

b. Quality DevelopmentAuditor quality is one of the important factors in the implementation of internal audit. For this matter, SKAI will develop capabilities, competencies, knowledge and professionalism by involving auditors in trainings, workshops, auditor certifications on a national and international scale as needed. The education and training program is carried out into 2 (two) namely non-certification and certification programs, with the following details:

1. Non-certification


NoProgram Pendikan

Educational program

7 Refreshment Manajemen Risiko Tahun 2021 Pengelolaan Risiko Transformasi Bank Menuju Open BankingRisk Management Refreshment In 2021 Risk Management Of Bank Transformation Towards Open Banking

8 Internal Control Coso 2013Coso Internal Control 2013

9 Internalisasi Information Technology & Digital Banking - Fraud AwarenessInternalization Of Information Technology & Digital Banking - Fraud Awareness

10 Business Model Canvas Bagi Pejabat Eksekutif (Satu Level Di Bawah Direksi)Business Model Canvas For Executive Officers (One Level Under The Board Of Directors)

11 Standar Audit Internal Dan Kode Etik ProfesiInternal Audit Standards And Professional Code Of Conduct

12 Refreshment Manajemen Risiko Untuk Pejabat Eksekutif Batch 1 - Manajemen Risiko Operasional & Business Continuity Management (Bcm)Risk Management Refreshment For Executive Officers Batch 1 - Operational Risk Management & Business Continuity Management (Bcm)

13 Dream Big Unleash Your Potential Menangkap Peluang Ekspor, From Local To GlobalDream Big Unleash Your Potential Capture Export Opportunities, From Local To Global

14 Executive Forum Urgensi Penerapan Good Corporate Governance Perusahaan Publik Dalam Rangka Mendorong Pemulihan Ekonomi Daerah (Blended Learning)Executive Forum The Urgence Of Implementation Of Good Corporate Governance Public Companies In The Order To Promote Regional Economic Recovery (Blended Learning)

15 Legal Awareness Forum Implementasi Governance, Risk & Compliance Dalam Operasional PerbankanLegal Awareness Forum Implementation Of Governance, Risk & Compliance In Banking Operations

16 Motivation Improvement And Performance Excellent With IntegrityMotivation Improvement And Performance Excellent With Integrity

17 Digital Banking Academy Level IntermediateDigital Banking Academy Intermediate Level

18 Workshop Indonesia National Anti Fraud Conference 2021Indonesia National Anti Fraud Conference Workshop 2021

19 Webinar Awareness Sni Iso 37001 Dan Implementasi Sistem Manajemen Anti Penyuapan Pada Sektor Jasa KeuanganSni Iso 37001 Awareness Webinar And Anti-Bribery Management System Implementation In The Financial Services Sector

20 Business Continuity Management (Bcm) Tahun 2021Business Continuity Management (Bcm) 2021

21 Quality Assurance Fungsi Audit InternalQuality Assurance Internal Audit Function

22 Bjb E-Class Becoming A Resilient LeaderBjb E-Class Becoming A Resilient Leader

23 Webinar Self Confidence - Change Your Life With The WordsSelf Confidence Webinar - Change Your Life With The Words

24 Webinar Memaknai Semangat Kebangkitan Naional Di Sektor Jasa KeuanganWebinars Understanding The Spirit Of National Resurrection In The Financial Services Sector

25 Benchmarking SespbankSespbank Benchmarking

26 Internal Control Coso – 2013Coso Internal Control - 2013

27 Race Ahead Of Modern Financial Crimes With Ai Abd Dynamic Data IntellegenceRace Ahead Of Modern Financial Crimes With Ai And Dynamic Data Intelligence

28 Program Pemulihan Ekonomi Nasional - Efisiensi Dan Efektivitas Pada Stabilitas Sistem KeuanganNational Economic Recovery Program - Efficiency And Effectiveness In Financial System Stability

29 Market Conduct Di Sektor Jasa KeuanganMarket Conduct In Financial Services

30 Webinar Strategi Pengembangan Produk Keuangan Di Era DigitalFinancial Product Development Strategy Webinar In The Digital Era

31 Sharing Session Urgensi Penerapan Iso 370001 Sistem Manajemen Anti Penyuapan (Smap) Pada Sektor Jasa KeuanganSharing Session The Urgence Of Implementation Of Iso 370001 Anti-Bribery Management System (Smap) In The Financial Services Sector

32 Executive Workshp Tahun 2021 Full Commitment And Optimism To Achieve Goals In 2021Executive Workshop Year 2021 Full Commitment And Optimism To Achieve Goals In 2021

33 Global Developments In Digital Finance (Kantor Wilayah 4)Global Developments In Digital Finance (Regional Office 4)

34 Webinar - Perkembangan Digitalisasi Bisnis Di Iklim Pandemi Covid 19Webinar - Development Of Business Digitalization In The Covid-19 Pandemic Climate


NoProgram Pendikan

Educational program

35 Penerapan Strategi Anti Fraud Bagi Lembaga Jasa Keuangan Di Era Transformasi Digital Mengaju Pada Pojk No. 39/Pojk.03/2019Implementation Of Anti Fraud Strategy For Financial Service Institutions In The Era Of Digital Transformation Application To Pojk No. 39/Pojk.03/2019

36 Webinar Productive Mindset At WorkWebinar Productive Mindset At Work

37 Pembelajaran Kontrol Internal Cabang (Kic) Dan Kontrol Internal Wilayah (Kiw) - Dasar-Dasar Audit InternalLearning Of Branch Internal Control (Kic) And Regional Internal Control (Kiw) - Internal Audit Basics

38 Webinar Literasi Investasi Lintas Generasi Learn, Invest, RepeatCross-Generation Investment Learn, Invest, Repeat Investment Webinar

39 Webinar Securities Crowdfunding Sebagai Alternatif Pendanaan Bagi Usaha Mikro Kecil Dan Menengah (Umkm)Securities Crowdfunding Webinar As A Funding Alternative For Small And Medium Micro Enterprises (Msmes)

40 Webinar Yuk Berinvestasi Di Pasar ModalWebinar Let’s Invest In The Capital Market

41 Webinar Menumbuhkan Ekonomi Kreatif Untuk Umkm IndonesiaWebinar Growing Creative Economy For Indonesian Msmes

42 Webinar Achieving A Powerful Growth MindsetWebinar Achieving A Powerful Growth Mindset

43 Workshop Audit Internal Dan Audit Forensik (Poc)Internal Audit And Forensic Audit (Poc) Workshop

44 Training Of Trainer (Tot) Program Pengendalian GratifikasiTraining Of Trainer (Tot) Gratification Control Program

45 Webinar Digital Marketing For Financial Sector (Public Online Class)Digital Marketing Webinar For Financial Sector (Public Online Class)

46 Workshop Leading In Unprecendented Rime Tantangan Setelah Relaksasi Restrukturisasi Kredit BerakhirWorkshop Leading In Unprecedented Time Challenges After The End Of Credit Restructuring Relaxation

47 Sekolah Pasar ModalCapital Market School

48 Apu-Ppt Bagi Satuan Kerja Audit InternalApu-Ppt For Internal Audit Work Units

49 Webinar Digital Marketing Tranformation In Banking IndustryWebinar Digital Marketing Transformation In Banking Industry

50 Internal Audit Training Sistem Manajemen Anti Penyuapan (Smap)Internal Audit Training Anti-Bribery Management System (Smap)

51 Digital Forensic Investigation Analisa Dan Identifikasi Pembuktian DigitalDigital Forensic Investigation Analysis And Identification Of Digital Evidence

2. Sertifikasi :

No Program SertifikasiSertification program

1 Online Sertifikasi Manajemen Risiko Level 2 Tahun 2021Online Risk Management Certification Level 2, 2021

2 E Test Sertifikasi Manajemen Risiko Level 2 Tahun 2021E Test Risk Management Certification Level 2 Year 2021

3 PPL WaperdPPL Waperd

4 Certified Anti Fraud ManagerCertified Anti Fraud Manager

5 Pembekalan Certified Forensic AuditorCertified Forensic Auditor

6 Certified Practitioner Of Internal AuditorCertified Practitioner Of Internal Auditor

7 Pembelajatan Dan Ujian Sertifikasi Qualified Internal Auditor (Qia)Qualified Internal Auditor (Qia) Certification Learning And Exam

8 Guide To Cpp Certification & Cpp ExaminationGuide To Cpp Certification & Cpp Examination

9 Online Sertifikasi Manajemen Risiko Level 3 Tahun 2021Online Risk Management Certification Level 3, 2021

2. Certification


No Program SertifikasiSertification program

10 E Test Sertifikasi Manajemen Risiko Level 3 Tahun 2021Risk Management Certification E Test Level 3, 2021

11 Certifies Practitioner Of Internal AuditorCertified Practitioner Of Internal Auditor

12 National Certification For TrainerNational Certification For Trainer

13 Qualified Internal Auditor Tingkat LanjutanQualified Internal Auditor Advanced Level

14 Qualified Internal Auditor Tingkat ManajerialQualified Internal Auditor Managerial Level

15 Iso 37001 Sistem Manajemen Anti Penyuapan (Smap)Iso 37001 Anti-Bribery Management System (Smap)

E.6.8 Metode AuditSKAI memiliki standar penyelenggaraan audit yang diatur di dalam Kebijakan nomor 0621/SK/DIR-AI/2019 tanggal 29 Mei 2019 tentang Kebijakan Audit Internal. Penyelenggaraan aktivitas audit diawali dengan pembuatan rencana kerja audit tahunan (audit plan) yang disusun menggunakan pendekatan berbasis risiko. Audit universe ditinjau berdasarkan berbagai sudut pandang, baik unit kerja (entitas bisnis), proses bisnis. Pemilihan prioritas objek audit dilakukan berdasarkan profil risikonya (risk based internal audit).Setiap penugasan audit individual dimulai dengan analisa mendalam pada fase persiapan (preliminary survey) sehingga pelaksanaan audit di lapangan dapat berjalan dengan tepat sasaran. Berbagai metode telah digunakan dalam penugasan audit, yaitu teknik pengambilan sampling, teknik wawancara, kriteria penyusunan audit evidence dan dituangkan secara terstandarisasi dalam kertas kerja audit. Untuk mendukung proses analisa, para auditor dibekali dengan standar perangkat alat kerja yang memadai dan mutakhir.

E.6.9 Pelaksanaan Kegiatan Satuan Kerja Audit Internal Tahun 2021

1. PemeriksaanPemeriksaan terhadap Kantor Cabang/Divisi/Sistem Aplikasi Teknologi Informasi berdasarkan hasil perhitungan audit rating terhadap audit universe dan judgment management. Satuan Kerja Audit Internal setiap tahun menyusun Rencana Kerja dan Anggaran Tahunan sebagai panduan dalam melaksanakan kegiatan pemeriksaan tahunan secara efektif. Adapun jumlah rencana dan realisasi pemeriksaan oleh SKAI di Tahun 2021 sebagai berikut:

E.6.8 Audit MethodSKAI has audit standards set out in Policy number 0621/SK/DIR-AI/2019 dated May 29, 2019 concerning Internal Audit Policy. The implementation of audit activities begins with the preparation of an annual audit work plan which is prepared using a risk-based approach. The audit universe is reviewed based on various points of view, both work units (business entities), business processes. The selection of audit object priorities is based on their risk profile (risk based internal audit).

Each individual audit assignment begins with an in-depth analysis in the preliminary survey phase so that the audit in the field can run on target. Various methods have been used in audit assignments, namely sampling techniques, interview techniques, criteria for preparing audit evidence and are standardized in audit work papers. To support the analysis process, the auditors are equipped with adequate and up-to-date standard work tools.

E.6.9 Implementation of Internal Audit Work Unit Activities in 2021

1. InspectionExamination of Branch Offices/Divisions/Information Technology Application Systems based on the results of the calculation of the audit rating on the audit universe and judgment management. The Internal Audit Unit annually prepares the Annual Work Plan and Budget as a guide in carrying out annual

audit activities effectively. The number of planned and realized inspections by SKAI in 2021 is as follows:


Jenis PemeriksaanChecking type

RencanaPlan

RealisasiRealization

Audit Umum General Audit

Kantor Pusat Headquarters

5 5

Kantor Cabang Branch office

25 26

Audit Teknologi InformasiInformation Technology Audit

5 12

Audit Internal TerintegrasiIntegrated Internal Audit

15 15

Audit Fraud/ InvestigasiFraud / Investigation Audit

- 13

Special Assigment/ Special AuditSpecial Assignment/ Special Audit

- 9

Berdasarkan Rencana Kerja dan Anggaran Tahunan (RKAT) Tahun 2021, Satuan Kerja Audit Internal (SKAI) secara berkesinambungan telah melaksanakan fungsi dan perannya sebagai assurance, konsultan, serta strategic business partner. Dalam menjalankan fungsinya SKAI tetap berkomitmen untuk tetap melaksanakan aktivitas pemeriksaan sesuai dengan rencana kerja yang telah ditetapkan.

2. Non Pemeriksaana. Pengembangan Sistem Informasi Audit

Internal yaitu Sistem Informasi Manajemen Audit (SIMA);

b. Sosialisasi Refreshment Fungsi SKAI.c. Forum Group Discussion (FGD) Kontrol

Internal Wilayah; d. Pendampingan Pemeriksaan Pihak

Eksternal; e. Pengembangan Kuantitas dan Kualitas

Auditor melalui program sertifikasi nasional dan internasional;

f. Kegiatan Satuan Kerja Audit Internal Tahun 2021 yang diselenggarakan pada tanggal 22-23 Oktober 2021 dan bertempat di The Luxton Hotel Bandung, sebagai upaya pengembangan kapabilitas dan sinergi antar pegawai di lingkungan Satuan kerja Audit Internal dengan tema “Menjaga Motivasi & Kebahagiaan Auditor Internal Untuk Kinerja SKAI yang Lebih Tangguh & Baik”. Kegiatan workshop tersebut dihadiri oleh Yuddy Renaldi selaku Direktur Utama bank bjb, Cecep Trisna selaku Direktur Kepatuhan dan Tedi Setiawan selaku Direktur Operasional (melalui online) serta Agung Fatwa (pemateri ekstern).

Based on the 2021 Annual Work Plan and Budget (RKAT), the Internal Audit Unit (SKAI) has continuously carried out its functions and roles as assurance, consultant, and strategic business partner. In carrying out its functions, SKAI remains committed to continuing to carry out inspection activities in accordance with the work plan that has been set.

2. Non-Inspectiona. Development of the Internal Audit

Information System, namely the Audit Management Information System (SIMA);

b. SKAI Function Refreshment Socialization.c. Regional Internal Control Forum Group

Discussion (FGD);d. Assistance for External Party Examination;

e. Development of Auditor Quantity and Quality through national and international certification programs;

f. The 2021 Internal Audit Work Unit activity which was held on 22-23 October 2021 and took place at The Luxton Hotel Bandung, as an effort to develop capabilities and synergy between employees within the Internal Audit work unit with the theme “Maintaining Motivation & Happiness of Internal Auditors for SKAI Performance More Tough & Better”. The workshop was attended by Yuddy Renaldi as President Director of bank bjb, Cecep Trisna as Director of Compliance and Tedi Setiawan as Director of Operations (via online) and Agung Fatwa (external speaker).


3. Pengkinian Piagam, Kebijakan, dan Prosedur Audit InternalDengan adanya perubahan regulasi mengenai audit internal yaitu POJK Nomor 1/POJK.03/2019 tanggal 28 Januari 2019 tentang Penerapan Fungsi Audit Intern pada Bank Umum dan Standar Profesional Audit Internal dari The Institute of Internal Auditors, SKAI melakukan penyesuaian terhadap Piagam, Kebijakan, dan Prosedur Audit Internal yaitu:a. Piagam dan Kebijakan Audit Internal telah

disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0621/SKlDIR-A1/2019 tanggal 29 Mei 2019 setelah mendapatkan persetujuan dari Dewan Komisaris;

b. Standar Operasional Prosedur Audit Internal telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0285/SK/DIR-SKA/2020 tanggal 04 Mei 2020 tentang Standar Operasional Prosedur Audit Internal.

c. Standar Operasional Prosedur Strategi Anti Fraud telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0199/SK/DIR-SKA/2020 tentang SOP Strategi Anti Fraud

d. Pedoman Audit Internal Terintegrasi telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0736/SK/DIR-SKA/2020 tentang Pedoman Audit Internal Terintegrasi

e. Pedoman Audit Umum telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0735/SK/DIR-SKA/2021 tentang Pedoman Audit Umum

f. Standar Operasional Prosedur Kontrol Internal telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0684/SK/DIR-SKA/2021 tentang Standar Operasional Prosedur Kontrol Internal

g. Pedoman Audit Teknologi Informasi telah disahkan oleh Direksi sesuai dengan Surat Keputusan Nomor 0451/SK/DIR-SKA/2021

Piagam, Kebijakan dan Prosedur Audit Internal ini merupakan acuan dalam pelaksanaan kegiatan audit dan menyikapi perkembangan regulasi serta perubahan yang dinamis.

3. Update on Internal Audit Charter, Policies and ProceduresWith the change in regulations regarding internal audit, namely POJK Number 1/POJK.03/2019 dated January 28, 2019 regarding the Implementation of the Internal Audit Function in Commercial Banks and Internal Audit Professional Standards from The Institute of Internal Auditors, SKAI made adjustments to the Charter, Policies, and Internal Audit Procedures are:a. The Internal Audit Charter and Policy have

been approved by the Board of Directors in accordance with Decree Number 0621/SKlDIR-A1/2019 dated 29 May 2019 after obtaining approval from the Board of Commissioners;

b. Standard Operating Procedures for Internal Audit have been approved by the Board of Directors in accordance with Decree Number 0285/SK/DIR-SKA/2020 dated May 4, 2020 concerning Standard Operating Procedures for Internal Audit.

c. The Standard Operating Procedure for the Anti-Fraud Strategy has been approved by the Board of Directors in accordance with the Decree Number 0199/SK/DIR-SKA/2020 concerning the SOP for the Anti-Fraud Strategy

d. The Integrated Internal Audit Guidelines have been approved by the Board of Directors in accordance with Decree Number 0736/SK/DIR-SKA/2020 concerning Integrated Internal Audit Guidelines

e. General Audit Guidelines have been approved by the Board of Directors in accordance with Decree Number 0735/SK/DIR-SKA/2021 concerning General Audit Guidelines

f. Standard Operating Procedures for Internal Control have been approved by the Board of Directors in accordance with Decree Number 0684/SK/DIR-SKA/2021 concerning Standard Operating Procedures for Internal Controls

g. Information Technology Audit Guidelines have been approved by the Board of Directors in accordance with Decree Number 0451/SK/DIR-SKA/2021

This Internal Audit Charter, Policy and Procedure is a reference in the implementation of audit activities and responding to regulatory developments and dynamic changes.


4. Sosialisasi Pengendalian Internal dan Fraud Awareness

Sosialisasi Pengendalian Internal dan Fraud Awareness di Tahun 2021, SKAI memberikan sosialisasi – sosialisasi ke Kantor Cabang terkait dengan: a. Sosialisasi Anti Fraud;b. Refreshment Internal Control;c. Budaya Kepatuhand. Peningkatan Risk AwarnessAdapun daftar sosialisasi SKAI selama tahun 2021 adalah sebagai berikut :

SosialisasiSocialization

Tempat KegiatanPlace of Activity

Anti Fraud & Refreshment Internal ControlAnti Fraud & Refreshment Internal Control

1. KC Surabaya 2. KC Banjar 3. KC Ciamis 4. KC Sumber 5. KC Majalengka 6. KC Cibinong 7. KC Pekanbaru 8. KC Singaparna 9. KC Balaraja10. KC Rasuna Said 11. KC Denpasar 12. KC Palembang 13. KC Batam 14. KC Kebayoran Baru 15. KC Tangerang Selatan 16. KC Pandeglang 17. KC Daan Mogot

Budaya Kepatuhan Compliance Culture

1. KC Soreang2. KCU Bandung

Anti Fraud & Peningkatan Risk AwarenessAnti Fraud & Increased Risk Awareness

1. KC Hasyim Ashari 2. KC Kebayoran Baru 3. KC Rawamangun4. KC Daan Mogot 5. KC Labuan 6. KC Rasuna Said7. KC S. Parman 8. KC Bandar Lampung 9. KC S Parman 10. KC Rawamangun11. KC Tasikmalaya12. KC Suci 13. KC Khusus Jakarta14. KC Gajah Mada15. KC Cirebon

Penerapan Strategi Anti FraudImplementation of Anti-Fraud Strategy

1. KC Tamansari 2. KC Suci 3. KC Sukajadi4. KC Subang 5. KC Purwakarta

E.6.10 Temuan dan Tindak Lanjut Hasil Audit

Temuan Audit Internal periode tahun 2017 sampai dengan tahun 2021 sebagai berikut:

4. Dissemination of Internal Control and Fraud Awareness

Socialization of Internal Control and Fraud Awareness in 2021, SKAI provides socialization to Branch Offices related to:

a. Anti-Fraud Socialization;b. Refreshment Internal Control;c. Compliance Cultured. Increased Risk Awareness

The list of SKAI socialization during 2021 is as follows:

E.6.10 Audit Findings and Follow-up

Internal Audit findings for the period 2017 to 2021 are as follows:


NoTahun

PemeriksaanExamination Year

Jumlah Temuan Audit Berdasarkan Satuan Kerja AuditeeNumber of Audit Findings Based on Auditee Work Unit

Kantor Pusatheadquarter

Kantor WilayahRegional Office

Kantor CabangBranch office

Teknologi Informasiinformation technology

Anak PerusahaanSubsidiary

1 2017 47 13 158 25 8

2 2018 42 - 209 25 -

3 2019 29 - 232 14 -

4 2020 25 - 143 22 18

5 2021 44 - 119 29 32

Dari hasil temuan yang tercatat, temuan audit selanjutnya akan dilakukan monitoring sesuai dengan kesepakatan komitmen yang telah ditetapkan tanggal pemenuhan komitmen dari temuan audit tersebut. Kemudian setelah komitmen dipenuhi, temuan audit akan ditetapkan statusnya dengan kriteria sebagai berikut: 1. Memadai;2. Memadai dengan catatan;3. Belum memadai.

E.6.11 Evaluasi Kinerja Satuan Kerja Audit Internal

Untuk memastikan kualitas Audit Internal yang sesuai dengan Standar Fungsi Audit, SKAI melakukan metode internal assessment dan external assessment.1. Penilaian Internal

Penilaian Internal (internal assessment) merupakan salah satu bagian dari upaya pengendalian mutu dan peningkatan kualitas atau disebut dengan Quality Assurance and Improvement program (QAIP). Untuk tetap menjaga mutu dari proses kegiatan audit, SKAI menyelenggarakan evaluasi yang dilakukan oleh pihak internal Bank terhadap pelaksanaan Audit Internal. Pelaksanaan evaluasi internal dilakukan melalui:a. Pengawasan Berkelanjutan (Ongoing

Supervision)Karakteristik utama dari kegiatan supervisi yaitu dilakukan secara berkelanjutan. Supervisi bertujuan untuk mengevaluasi kesesuaian pelaksanaan audit dengan ketentuan yang berlaku. Supervisi dilakukan oleh pihak di internal SKAI dalam rutinitas kerja Audit Internal. Supervisi dilaksanakan untuk memastikan kesesuaian antara pelaksanaan dengan standar audit, kebijakan, prosedur dan audit program.

From the recorded findings, subsequent audit findings will be monitored in accordance with the commitment agreement that has been set on the date of fulfillment of the commitment from the audit findings. Then after the commitment is fulfilled, the audit findings will be assigned status with the following criteria:

1. Adequate;2. Adequate with notes;3. Inadequate.

E.6.11 Performance Evaluation of the Internal Audit Unit

To ensure the quality of Internal Audit in accordance with the Standards for the Audit Function, SKAI conducts internal assessment and external assessment methods.1. Internal Assessment Internal assessment is one part of quality

control and quality improvement efforts or called the Quality Assurance and Improvement program (QAIP). In order to maintain the quality of the audit activity process, SKAI conducts an evaluation conducted by the Bank's internal parties on the implementation of the Internal Audit. Implementation of internal evaluation is carried out through:

a. Ongoing Supervision

The main characteristic of supervision activities is that they are carried out on an ongoing basis. Supervision aims to evaluate the suitability of the audit implementation with applicable regulations. Supervision is carried out by internal SKAI parties in the work routine of Internal Audit. Supervision is carried out to ensure conformity between implementation and audit standards, policies, procedures and


Supervisi yang memadai merupakan dasar dari program pengendalian mutu dan pelaksanaan review internal dan eksternal. Laporan hasil pelaksanaan ongoing supervision disampaikan kepada Direktur Utama dan Dewan Komisaris sekurang – kurangnya satu tahun sekali;

b. Penilaian Sendiri secara Periodik (Periodic Self – Assessment)Penilaian sendiri secara periodik merupakan kegiatan mengevaluasi pelaksanaan audit dalam suatu periode tertentu, Hasil Periodic Self – Assessment digunakan untuk menjadi dasar pertimbangan perlunya perubahan atau penyempurnaan dalam kebijakan dan pedoman Audit Internal untuk meningkatkan kualitas Audit Internal secara keseluruhan.Auditor perlu melakukan review secara berkesinambungan atas kualitas hasil audit untuk memastikan, tercapainya tugas dan sasaran audit sesuai dengan norma – norma audit yang telah ditetapkan. Selain itu dari review internal diharapkan akan muncul rekomendasi – rekomendasi yang dapat menyempurnakan kualitas hasil audit secara keseluruhan. Setiap hasil pelaksanaan periodik self – assessment dilaporkan kepada Direktur Utama dan Dewan Komisaris.

2. Penilaian EksternalEvaluasi eksternal (external assessment) terhadap pelaksanaan fungsi Audit Internal dilaksanakan dengan maksud untuk menilai kinerja SKAI dan dilaksanakan oleh pihak diluar organisasi bank, yaitu Lembaga eksternal. Evaluasi eksternal bertujuan untuk menilai mutu hasil audit yang dilakukan oleh SKAI. Evaluasi eskternal dilakukan sekurang – kurangnya satu kali dalam tiga tahun. Review ini dilaksanakan oleh lembaga eskternal yang memiliki kompetensi dan independensi dan tidak mempunyai pertentangan kepentingan. Setiap hasil pelaksanaan external assessment dilaporkan kepada Dirketur Utama dan Dewan Komisaris.

program audits. Adequate supervision is the basis of the quality control program and the implementation of internal and external reviews. Reports on the results of ongoing supervision are submitted to the President Director and the Board of Commissioners at least once a year;

b. Periodic Self – Assessment

Periodic self-assessment is an activity to evaluate the implementation of the audit within a certain period. The results of the Periodic Self-Assessment are used as a basis for considering the need for changes or improvements in Internal Audit policies and guidelines to improve the overall quality of Internal Audit.

Auditors need to carry out a continuous review of the quality of audit results to ensure that audit tasks and objectives are achieved in accordance with established audit norms. In addition, from the internal review, it is hoped that recommendations will emerge that can improve the quality of the audit results as a whole. Each result of the periodic self-assessment is reported to the President Director and the Board of Commissioners.

2. External Assessment External evaluation (external assessment) of the implementation of the Internal Audit function is carried out with the aim of assessing the performance of SKAI and is carried out by parties outside the bank's organization, namely external institutions. External evaluation aims to assess the quality of the audit results conducted by SKAI. External evaluation is carried out at least once every three years. This review is carried out by an external institution that has competence and independence and does not have a conflict of interest. Each external assessment implementation result is reported to the President Director and the Board of Commissioners.


E.7 Penerapan Fungsi Audit Ekstern

Berdasarkan Peraturan Peraturan Otoritas Jasa Keuangan Nomor. 37/POJK.03/2019 tanggal 19 Desember 2019 tentang Transparansi dan Publikasi Laporan Bank, audit atas Laporan Keuangan bank bjb telah dilakukan oleh akuntan publik yang independen, kompeten, profesional dan obyektif sesuai dengan Standar Profesional Akuntan Publik, serta perjanjian kerja dan ruang lingkup audit yang telah ditetapkan.bank bjb selalu berupaya meningkatkan komunikasi antara Kantor Akuntan Publik, Komite Audit dan Manajemen untuk dapat meminimalisir kendala-kendala yang terjadi selama proses audit berlangsung. Agar proses audit sesuai dengan Standar Profesional Akuntan serta perjanjian kerja dan ruang lingkup audit yang telah ditetapkan dan selesai sesuai dengan target waktu yang telah ditetapkan, secara rutin dilakukan pertemuan-pertemuan yang membahas beberapa permasalahan penting yang signifikan.

Penunjukan Akuntan PublikLaporan keuangan wajib diaudit oleh akuntan publik yang terdaftar di Otoritas Jasa Keuangan. Penunjukan akuntan publik yang akan memberikan jasa audit atas informasi keuangan historis tahunan wajib diputuskan oleh Rapat Umum Pemegang Saham dengan mempertimbangkan usulan Dewan Komisaris. Penunjukan Kantor Akuntan Publik dan biaya audit telah sesuai dengan keputusan RUPS Tahunan dan merupakan Kantor akuntan Publik dan Akuntan Publik (partner in-charge) yang terdaftar di Otoritas Jasa Keuangan. Penugasan audit kepada Akuntan Publik dan KAP telah memenuhi aspek-aspek:

1. Kapasitas KAP;2. Legalitas perjanjian kerja;3. Ruang lingkup audit;4. Standar Profesional Akuntan Publik;5. Komunikasi antara KAP dengan pihak terkait.

Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP Periode 6 (enam) tahun terakhir dapat dilihat pada tabel di bawah ini :

E.7 Iplementation of the External Audit Function

Based on the Regulation of the Financial Services Authority Number. 37/POJK.03/2019 dated December 19, 2019 concerning Transparency and Publication of Bank Reports, audits of bank bjb Financial Statements have been carried out by independent, competent, professional and objective public accountants in accordance with the Professional Standards of Public Accountants, as well as work agreements and scope assigned audits.

Bank bjb always strives to improve communication between the Public Accounting Firm, the Audit Committee and the Management to be able to minimize the obstacles that occur during the audit process. In order to ensure that the audit process is in accordance with the Professional Standards of Accountants as well as the work agreement and scope of the audit that has been determined and completed in accordance with the set target time, regular meetings are held to discuss several significant issues.

Appointment of Public AccountantFinancial statements must be audited by a public accountant registered with the Financial Services Authority. The appointment of a public accountant providing audit services on annual historical financial information must be decided by the General Meeting of Shareholders taking into account the proposal of the Board of Commissioners. The appointment of a Public Accounting Firm and audit fees are in accordance with the decision of the Annual GMS and are a Public Accounting Firm and Public Accountant (partner in-charge) registered with the Financial Services Authority. The audit assignment to the Public Accountant and KAP has fulfilled the following aspects:1. KAP capacity;2. Legality of work agreement;3. The scope of the audit;4. Professional Standards of Public Accountants;5. Communication between KAP and related parties.

Public Accounting Firm, Accountant Name, Fee and Permit KAP for the last 6 (six) years can be seen in the table below:


TahunYear

Kantor Akuntan Publik

Public Accounting Firm

Periode KAPKAP Period

Nama Akuntan (Partner

Penanggung Jawab)

Accountant Names

(Responsible Partner)

Periode Akuntan

Accountant Period

Fee Jasa AuditFee Audit Services

Izin KAPKAP Permits

2021KAP Amir Abdi Jusuf,Aryanto, Mawar danRekan (RSM Indonesia)

Periode ke 44th period Dedy Sukrisnadi Periode ke 3

3rd period Rp.2.400.000.000

No. 477/KM.1/2015 3 Juni 2015No. 477/KM.1/2015 June 3, 2015


Periode ke 33rd period Dedy Sukrisnadi Periode ke 2

2nd period Rp.2.200.000.000



Periode ke 22nd period Dedy Sukrisnadi Periode ke 1

1st period Rp.2.700.000.000



Periode ke 11st period

Saptoto Agustomo

Periode ke 11st period Rp1.919.000.000


2017 KAP Ernst & Young Periode ke 33rd period Yasir Periode ke 1

1st period Rp 2.350.000.000

No. 603/KM.1/2015 Tanggal 14 Juli 2015No. 603/KM.1/2015 July 14, 2015

2016 KAP Ernst & Young Periode ke 22nd period Sinarta Periode ke 2

2nd period Rp 2.145.000.000


2015 KAP Ernst & Young Periode ke 11st period Sinarta Periode ke 1

1st period Rp 1.950.000.000


Jasa Lain yang Diberikan AkuntanSelama tahun 2021, tidak ada jasa lain yang diberikan oleh Akuntan Publik.

E.8 Rencana Strategis BankStrategi bank untuk tahun 2021 yang telah dilakukan oleh Bank sebagai berikut:1. Optimalisasi Pertumbuhan Volume Portofolio

Kredit Yang Selektif dan Prudent Serta Sustaina. Penguatan captive market masing – masing

segmen kredit dan eksplorasi potensi lain kredit bank bjb1) Meningkatkan pertumbuhan portofolio

kredit Konsumer dengan mempertahankan dan meningkatkan market share kredit pensiunan (Purna Bhakti) sebagai secondary backbone melalui kerjasama dengan Lembaga Penyalur Manfaat Pensiun, Dana Pensiun dan sistem Fronting Agent untuk Kantor Cabang diluar wilayah Jawa Barat dan Banten

Appointment of Public AccountantDuring 2021, there were no other services provided by Public Accountants.

E.8 Bank Strategic PlanThe bank strategy for 2021 carried out by the Bank is as follows:1. Optimizing the Growth of Selective and Prudent and

Sustainable Loan Portfolio Volumea. Strengthening the captive market of each credit

segment and exploring other potential bank loans bjb1) Increasing the growth of the Consumer loan

portfolio by maintaining and increasing the market share of pension loans (Purna Bhakti) as a secondary backbone through collaboration with Pension Benefit Distribution Agencies, Pension Funds and Fronting Agent systems for Branch Offices outside the West Java and Banten regions.


2) Pengembangan dan optimalisasi digital marketing guna meningkatkan pemasaran produk kredit Konsumer dan ritel secara cepat, massif dan daya jangkau yang lebih luas

3) Pengelolaan bisnis kredit Konsumer dan ritel yang lebih fokus untuk masing – masing segmen, sebagai upaya menghadapi peningkatan kredit online (fintech) yang banyak memberikan fitur dan kemudahan akses bagi debiturnya

4) Optimalisasi kerjasama bisnis dengan korporasi yang dapat memberikan daya tarik terhadap turunan bisnis lainnya untuk dimanfaatkan sebagai portofolio guidelines

5) Boosting bisnis KPR melalui penetrasi relationship dengan Developer yang memiliki reputasi dan kredibilitas baik di setiap daerah pemasaran bank bjb;

6) Peningkatan volume kredit KPR melalui kontribusi aktif dalam program pemerintah dan optimalisasi kerjasama pihak ketiga;

7) Meningkatkan portofolio credit line counterparty bank dan non bank dengan produk antar bank berbasis trade finance services.

b. Pengelolaan kredit bermasalah dan memperkuat sinergitas Credit Risk yang senantiasa independent dan efektif1) Optimalisasi pelaksanaan risk awereness

guna mendukung pertumbuhan kredit yang sehat dan berkelanjutan melalui pengembangan SDM Credit Risk yang berdaya saing di industri perbankan nasional;

2) Pengembangan tools monitoring kredit dengan menafaatkan teknologi digital yang dapat menyajikan data secara real time dan user friendly;

3) Meningkatkan proses penyelamatan kredit melalui restrukturisasi kredit termasuk dengan maintenance setelah dilakukannya restrukturisasi terutama sebagai impact dari Covid 19;

4) Optimalisasi eksekusi penyelesaian kredit bermasalah dan kredit hapus buku melalui lelang, cessie dan AYDA;

5) Menjajaki kerjasama pihak ketiga untuk pengelolaan kredit bermasalah dengan tetap memperhatikan risiko yang kemungkinan ada.

2. Mendorong Pertumbuhan Ekonomi Regional Melalui Strategi Pemberdayaan Pelaku Usaha UMKMa. Memperkuat captive market UMKM melalui

pola kemitraan antara lain enhancement target market Kredit Mesra untuk komunitas – komunitas lain;

2) Development and optimization of digital marketing to increase the marketing of consumer and retail credit products quickly, massively and with a wider reach

3) Consumer and retail credit business management that is more focused on each segment, as an effort to face the increase in online credit (fintech) which provides many features and easy access for debtors

4) Optimizing business cooperation with corporations that can attract other business derivatives to be used as portfolio guidelines

5) Boosting the mortgage business through penetration of relationships with developers who have a good reputation and credibility in every marketing area of bank bjb;

6) Increasing the volume of mortgage loans through active contributions to government programs and optimizing third party cooperation;

7) Increasing bank and non-bank counterparty credit line portfolios with interbank products based on trade finance services.

b. Management of non-performing loans and strengthening the synergy of Credit Risk which is always independent and effective 1) Optimizing the implementation of risk

awareness in order to support healthy and sustainable credit growth through the development of competitive credit risk human resources in the national banking industry;

2) Development of credit monitoring tools by utilizing digital technology that can present data in real time and is user friendly;

3) Improving the credit rescue process through credit restructuring, including maintenance after restructuring, especially as the impact of Covid 19;

4) Optimizing the execution of non-performing loans and write-off loans through auction, cessie and AYDA;

5) Exploring third party cooperation for the management of non-performing loans while taking into account the risks that may exist.

2. Encouraging Regional Economic Growth Through Strategies for Empowering MSME Business Actors

a. Strengthening the MSME captive market through partnership patterns, including enhancing the Mesra Loan target market for other communities;


b. Simplikasi proses kredit UMKM melalui digitalisasi Loan on Boarding Divisi Kredit UMKM termasuk digitalisasi maintenance perbaikan kualitas debitur non lancar;

c. Optimalisasi Sentra UMKM yang berfungsi sebagai:1) Fungsi bisnis, mencari potensi–potensi

UMKM;2) Fungsi Monitoring, memantau proses bisnis

kredit UMKM;3) Fungsi Intermediasi, menjalin hubungan

kerjasama dengan Dinas terkait ataupun pihak lainnya yang berkaitan dengan pengembangan kredit UMKM.

d. Peningkatan kompetensi Account Officer pengelola kredit UMKM melalui Micro Banking Academy;

e. Meningkatkan peran PESAT (Pemberdayaan Ekonomi Masyarakat Terpadu) dalam memberikan edukasi dan pembinaan kepada debitur eksisting maupun calon debitur.

3. Menjaga Tingkat Sustainability Dana Murah Melalui Optimalisasi Kapabilitas Digital Banking Yang Marketablea. Peningkatan pertumbuhan CASA melalui

program Business to Governmant, Business to Business, Business to Corporate dengan menjadikan bank bjb sebagai transactional banking;

b. Optimalisasi layanan, fasilitas dan inovasi e-channel bank bjb sebagai tools untuk meningkatkan akuisisi nasabah ritel maupun institusi antara lain melalui penerapan platform bjb Go Smart City dalam upaya elektronifikasi layanan Pemerintah Daerah;

c. Meningkatkan market share melalui peningkatan layanan, fasilitas serta program sesuai kebutuhan nasabah serta penggunaan transaksi perbankan melalui e-channel.

4. Penguatan Likuiditas Melalui Funding Mix Yang Efisien Untuk Mendukung Ekspansi Bisnisa. Membuka gerbang kerjasama dengan berbagai

pihak terutama perbankan dalam menjaring dana yang dapat dimanfaatkan untuk ekspansi kredit, contoh: Term Loan;

b. Meningkatkan akselerasi pertumbuhan keuangan inklusi dan literasi melalui pembukaan akses keuangan serta edukasi untuk nasabah dan calon nasabah;

c. Meningkatkan transactional banking melalui optimalisasi product holding.

5. Transformasi Digital Dengan Memperkuat Infrastruktur Teknologi Informasi Sebagai Anchor Optimalisasi Main Income dan Fee Based Incomea. Modernisasi sistem infrastruktur teknologi

informasi yang reliable melalui pengembangan

b. Simplification of the MSME loan process through digitizing Loan on Boarding of the MSME Credit Division, including digitizing maintenance to improve the quality of non-current debtors;

c. Optimization of MSME Centers that function as:

1) Business function, looking for the potentials of MSMEs;

2) Monitoring function, monitoring the MSME credit business process;

3) Intermediation function, establish cooperative relationships with related agencies or other parties related to the development of MSME loans.

d. Increasing the competence of Account Officers for managing MSME loans through the Micro Banking Academy;

e. Increasing the role of PESAT (Integrated Community Economic Empowerment) in providing education and guidance to existing and prospective debtors.

3. Maintaining the Sustainability Level of Cheap Funds Through Optimizing Marketable Digital Banking Capabilitiesa. Increasing CASA growth through the Business

to Governmant, Business to Business, Business to Corporate programs by making bank bjb as transactional banking;

b. Optimizing bank bjb e-channel services, facilities and innovation as tools to increase the acquisition of retail and institutional customers, among others through the implementation of the bjb Go Smart City platform in an effort to electronify Regional Government services;

c. Increasing market share through improving services, facilities and programs according to customer needs as well as the use of banking transactions through e-channels.

4. Strengthening Liquidity Through Efficient Funding Mix To Support Business Expansiona. Opening the gates of cooperation with various

parties, especially banks in obtaining funds that can be used for credit expansion, for example: Term Loans;

b. Increasing the acceleration of financial inclusion and literacy growth through opening up financial access and education for customers and prospective customers;

c. Improving transactional banking by optimizing product holding.

5. Digital Transformation By Strengthening Information Technology Infrastructure As Anchor for Optimizing Main Income and Fee Based Incomea. Modernization of a reliable information technology

infrastructure system through the development


delivery channels dan optimalisasi sistem core banking yang lebih terintegrasi;

b. Menjaga dan meningkatkan akurasi, keamanan dan kenyamanan dalam bertransaksi menggunakan produk e-channel bank bjb melalui perbaikan baik secara proses bisnis maupun infrastruktur pendukungnya;

c. Membentuk ataupun bergabung dengan ekosistem digital (digital ecosystem) yang telah ada dalam rangka peningkatan pelayanan kepada nasabah;

d. Otomatisasi dan integrasi berbagai layanan perbankan secara simultan sehingga dapat mendukung kebutuhan bisnis;

e. Mendorong peningkatan transactional banking melalui channel-channel yang telah ada seperti melalui ATM, EDC, Mobile Banking, QRIS bank bjb, dan bjb Digi;

f. Optimalisasi penggunaan structured trade facilities untuk peningkatan transaksi trade finance;

g. Enhancement yield instrument treasury dengan tetap memperhatikan risiko pasar dan likuiditas;

h. Meningkatkan retail bisnis treasury khususnya penjualan bonds retail kepada nasabah.

6. Memperkuat Kerangka Permodalan dan Kapabilitas Sumber Daya Dalam Menangkap Peluang Bisnisa. Memperkuat permodalan melalui berbagai

corporate action yang dapat dilakukan sebagaimana regulasi yang berlaku untuk perusahaan terbuka;

b. Pengembangan serta evaluasi organisasi dan kualitas sumber daya manusia sebagai berikut:1) Memantapkan pondasi struktur organisasi

sebagai platform jangka panjang untuk menjaga sustainability bank bjb;

2) Adaptasi struktur organisasi dalam rangka menciptakan organisasi yang lebih produktif dan efisien serta memiliki akuntabilitas berbasis kinerja yang jelas, adil dan tegas;

3) Pengelolaan pegawai berbasis kompetensi dan kinerja yang didukung corporate culture yang kuat dan seimbang untuk menciptakan excellent people dan great leader sebagai role model di era digital;

4) Menyusun perumusan modul dan sistem pembelajaran yang sesuai untuk mendukung bisnis dan digitalisasi perbankan secara efektif dan efisien;

5) Meningkatkan kompetensi pegawai melalui penyusunan learning profile untuk menciptakan talent yang unggul di industri jasa keuangan perbankan.

of delivery channels and optimization of a more integrated core banking system;

b. Maintaining and improving accuracy, security and convenience in transactions using bank bjb e-channel products through improvements in both business processes and supporting infrastructure;

c. Establishing or joining an existing digital ecosystem in order to improve services to customers;

d. Simultaneous automation and integration of various banking services so as to support business needs;

e. Encouraging increased transactional banking through existing channels such as ATM, EDC, Mobile Banking, QRIS bank bjb, and bjb Digi;

f. Optimizing the use of structured trade facilities to increase trade finance transactions;

g. Enhancement of treasury instrument yields while taking into account market and liquidity risks;

h. Increasing the retail treasury business, especially the sale of retail bonds to customers.

6. Strengthening Capital Framework and Resource Capability to Seize Business Opportunitiesa. Strengthening capital through various

corporate actions that can be carried out in accordance with the regulations applicable to public companies;

b. Development and evaluation of the organization and the quality of human resources as follows:1) Strengthening the foundation of the

organizational structure as a long-term platform to maintain the sustainability of bank bjb;

2) Adaptation of organizational structure in order to create a more productive and efficient organization as well as having clear, fair and firm performance-based accountability;

3) Competency and performance-based employee management supported by a strong and balanced corporate culture to create excellent people and great leaders as role models in the digital era;

4) Formulating appropriate learning modules and systems to support business and banking digitalization effectively and efficiently;

5) Improving employee competence through the preparation of learning profiles to create superior talent in the banking financial services industry.


c. Meningkatkan peran bidang operasional, pengendalian keuangan dan general affairs untuk mendukung pertumbuhan bisnis.1) Memberikan pelayanan operasional terbaik

dalam rangka pertumbuhan bisnis dengan tetap mengikuti ketentuan yang berlaku;

2) Memberikan analisa kinerja keuangan dan evaluasi dalam rangka penentuan arah kebijakan strategis manajemen dalam pencapaian bisnis di bidang keuangan;

3) Melakukan kesinambungan program efisiensi biaya yang mendorong terciptanya laba sesuai ekspektasi;

4) Melakukan pengelolaan jaringan kantor yang bersinergi dengan program penguatan digitalisasi perbankan yang berlandaskan produktivitas & prinsip efektivitas untuk mendorong efisiensi;

5) Meningkatkan customer experience (pengalaman pelanggan) melalui excellence service delivery dan penerapan perlindungan nasabah dalam kegiatan bisnis sehingga terciptanya customer engagement (interaksi/hubungan antara pelanggan dan perusahaan).

d. Eksplorasi pertumbuhan bisnis bank bjb secara anorganik1) Menumbuhkan dan memperkuat budaya

cross selling antara bank bjb dengan perusahaan anak yang dapat memberikan benefit bagi pertumbuhan bisnis secara bankwide;

2) Memberikan pembinaan serta kerjasama strategis dengan pihak eksternal yang memiliki kompetensi untuk meningkatkan kinerja serta pertumbuhan bisnis anak perusahaan dan non perusahaan anak.

7. Memaksimalkan peran Unit Risiko, Kepatuhan dan Hukum Sebagai Penyeimbang Unit Bisnis dalam Penerapan Four Eyes Principlesa. Melaksanakan aktivitas assurance dan consulting

yang independen dan objective sesuai risk based untuk mendukung operasional dan produk konvensional maupun yang berbasis layanan digital;

b. Memperkuat pengawasan terhadap layanan berbasis Teknologi Informasi seiring dengan arah pertumbuhan bisnis berbasis digital;

c. Pengembangan sistem manajemen risiko yang terintegrasi sebagai salah satu penerapan manajemen risiko yang efektif dan efisien;

d. Implementasi internalisasi budaya risiko untuk menciptakan penerapan manajemen risiko yang terukur untuk semua unit kerja;

e. Peningkatan kualitas pengelolaan risiko kepatuhan melalui pengembangan IT yang

c. Increasing the role of operations, financial control and general affairs to support business growth.1) Providing the best operational services

in the context of business growth while adhering to applicable regulations;

2) Providing financial performance analysis and evaluation in order to determine the strategic direction of management policies in achieving business in the financial sector;

3) Carry out sustainable cost efficiency programs that encourage the creation of profits in line with expectations;

4) Managing office networks in synergy with banking digitalization strengthening programs based on productivity & effectiveness principles to encourage efficiency;

5) Improving customer experience through excellence service delivery and implementing customer protection in business activities so as to create customer engagement (interaction/relationship between customers and the company).

d. Exploration of bank bjb business growth inorganically1) Growing and strengthening a cross

selling culture between bank bjb and its subsidiaries that can provide benefits for bankwide business growth;

2) Providing guidance and strategic cooperation with competent external parties to improve performance and business growth of subsidiaries and non-subsidiary companies.

7. Maximizing the role of the Risk, Compliance and Legal Units as Balancing Business Units in the Implementation of the Four Eyes Principlesa. Carrying out independent and objective

assurance and consulting activities according to risk based to support conventional operations and products as well as those based on digital services;

b. Strengthening supervision of Information Technology-based services in line with the direction of digital-based business growth;

c. Development of an integrated risk management system as one of the implementations of effective and efficient risk management;

d. Implementation of risk culture internalization to create measurable risk management implementation for all work units;

e. Improving the quality of compliance risk management through the development of


aplikatif dan terintegrasi;f. Penguatan sistem informasi APU PPT menjadi

sistem informasi yang handal dan berkualitas untuk melakukan pengelolaan penerapan APU PPT pada seluruh kanal transaksi termasuk transaksi digital;

g. Mempertegas pemahaman unit kerja atas aspek hukum dan risiko hukum terkait dengan produk, pelayanan, dan jasa lainnya;

h. Pengelolaan berbagai potensi hukum yang muncul berikut dengan penyelesaian permasalahan hukum secara tegas, efektif dan efisien guna mendukung akselerasi pertumbuhan bisnis;

i. Memperkuat sinergitas fungsi audit, manajemen risiko, kepatuhan dan hukum dalam partisipasinya untuk pengembangan produk dan layanan dengan mendukung penyelarasan dan sinkronisasi kebijakan dan prosedur yang berlaku di bank bjb.

E.9 Penyediaan Dana Kepada Pihak Terkait

Penyediaan dana menjadi salah satu kegiatan usaha utama yang dilaksanakan oleh Bank untuk menghindari kegagalan usaha Bank sebagai akibat konsentrasi penyediaan dana dan meningkatkan independensi Direksi dan Dewan Komisaris terhadap potensi intervensi dari pihak terkait, Bank menerapkan prinsip kehati-hatian dan manajemen risiko dalam memberikan penyediaan dana, khususnya penyediaan dana kepada pihak terkait dan/atau penyediaan dana besar (large exposures) berpedoman pada ketentuan yang mengatur mengenai batas maksimum pemberian kredit bank umum. Direksi menetapkan kebijakan penyediaan dana, khususnya penyediaan dana besar untuk melakukan pengendalian serta pemantauan risiko di dalam proses penyediaan dana kepada pihak ketiga sehingga risiko yang timbul atas kegiatan penyediaan dana tersebut tidak akan memberikan dampak secara signifikan terhadap Bank.Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposure) posisi pada akhir tahun 2021sebagai berikut:

No Penyediaan DanaProvision of Funds

JumlahAmount

DebiturDebtor

Nominal (Rp)Nominal (IDR)

1. Kepada Pihak TerkaitTo Related Parties

15 209.036

2. Kepada Debitur Inti :To Core Debtors:

a. Individu Individual

b. Grup Group

13

12

6.546.150

7.058.276

Ket: dalam jutaan / Note: in millions

applicable and integrated IT;f. Strengthening the APU PPT information system

to become a reliable and quality information system to manage the implementation of APU PPT in all transaction channels including digital transactions;

g. Reinforcing the understanding of the work unit on legal aspects and legal risks related to products, services, and other services;

h. Management of various legal potentials that arise along with the resolution of legal issues in a firm, effective and efficient manner to support business growth acceleration;

i. Strengthening the synergy of audit, risk management, compliance and legal functions in their participation in product and service development by supporting the alignment and synchronization of policies and procedures applicable at bank bjb.

E.9 Provision of Funds to Related Parties

Provision of funds is one of the main business activities carried out by the Bank to avoid failure of the Bank's business as a result of the concentration of providing funds and increasing the independence of the Board of Directors and the Board of Commissioners against potential intervention from related parties, the Bank applies the principles of prudence and risk management in providing provision of funds, in particular the provision of funds to related parties and/or the provision of large funds (large exposures) based on the provisions governing the maximum limit of commercial bank lending. The Board of Directors determines the policy of providing funds, especially the provision of large funds to control and monitor risks in the process of providing funds to third parties so that the risks arising from the provision of funds will not have a significant impact on the Bank. Provision of funds to related parties and the provision of large funds (large exposure) positions at the end of 2021 are as follows:


E.10 Penyimpangan Internal (Intern Fraud)

Jumlah penyimpangan internal pada Bank yang terjadi sepanjang tahun 2021:

Internal Fraud (Dalam 1 tahun)

Internal Fraud(Within 1 year)

Jumlah Kasus yang dilakukan olehNumber of Cases carried out by

Anggota Dewan Komisaris dan Anggota Direksi

Members of the Board of Commissioners and Members

of the Board of Directors

Pegawai tetapPermanent employee

Pegawai tidak TetapTemporary employees

Tahun SebelumnyaPrevious Year

Tahun berjalan

Current year


Tahun berjalan

Current year


Tahun berjalan

Current year

Total Fraud - - 13 13 - -

Telah DiselesaikanResolved - - 13 13 - -

Dalam Proses Penyelesaian di Internal BankIn the Process of Settlement at at Internal Bank

- - - - - -

Belum diupayakan PenyelesaianCompletion yet to be attempted - - - - - -

Telah ditindaklanjuti melalui proses hukumIn the Process of Settlement at at Internal Bank

- - 9 8 - -

Berdasarkan data tabel tersebut diatas, dapat disampaikan hal-hal sebagai berikut:

1. Total kasus fraud yang terjadi selama tahun 2021 adalah sebanyak 13 (tiga belas), dimana dari 13 (tiga belas) kasus tersebut telah diselesaikan;

2. Terdapat 8 (delapan) kasus fraud dari 13 (tiga belas) kasus yang telah ditindaklanjuti melalui proses hukum;

3. Daftar diatas merupakan kasus fraud yang berpotensi merugikan Bank lebih dari Rp 100.000.000,- (seratus juta rupiah). Bank telah meningkatkan fungsi reward dan punishment terhadap proses bisnis yang terjadi karena fraud, guna meningkatkan fungsi SKAI, kedisiplinan pegawai serta kualitas proses bisnis.

E.11 Permasalahan HukumPermasalahan terkait kasus hukum yang dihadapi oleh Bank selama tahun 2021

Permasalahan HukumLegal Issues

Jumlah Amount

PerdataCivil

PidanaCriminal

Telah selesai (telah mempunyai kekuatan hukum yang tetap)Completed (has had permanent legal force)

12 10

Dalam proses penyelesaianIn the process of completixon

26 6

T o t a l 38 16

E.10 Intern FraudProvision of funds is one of the main business activities carried out by the Bank to avoid failure of the Bank's

Based on the table data above, the following can be conveyed:

1. The total number of fraud cases that occurred during 2021 was 13 (thirteen), of which 13 (thirteen) cases were resolved;

2. There are 8 (eight) cases of fraud out of 13 (thirteen) cases that have been followed up through the legal process;

3. The list above is a fraud case that has the potential to harm the Bank of more than IDR 100,000,000 (one hundred million rupiah). The Bank has increased the function of reward and punishment for business processes that occur due to fraud, in order to improve the function of SKAI, employee discipline and the quality of business processes.

E.11 Legal IssuesProblems related to legal cases faced by the Bank during 2021


Bank telah membentuk Divisi Hukum dimana memiliki fungsi untuk melaksanakan pendampingan terhadap penyelesaian permasalahan hukum baik pidana maupun perdata seperti proses mediasi maupun pendampingan di pengadilan.

E.12 Transaksi Yang Memiliki Benturan Kepentingan

Bank telah mengatur terkait pengelolaan mengenai Benturan Kepentingan pada Direksi, Dewan Komisaris, dan seluruh pegawai dalam ketentuan internal melalui:1. Surat Keputusan Direksi Nomor 0077/SK/

DIR-CS/2019 tanggal 14 Januari 2019 tentang Kebijakan Tata Tertib Kerja Direksi;


3. Surat Keputusan Dewan Komisaris Nomor 0706/SK/DIR-KAP/2021 tanggal 27 Oktober 2021 tentang Standar Operasional Prosedur (SOP) Fungsi Kepatuhan.

Selama tahun 2021, tidak terdapat transaksi yang mengandung benturan kepentingan di dalam kegiatan usaha Bank.

E.13 Buy Back Saham dan/atau Buy Back Obligasi Bank

Selama tahun 2021, Bank tidak melakukan transaksi buy back atas saham, dan tidak melakukan kegiatan buy back atas obligasi yang telah diterbitkan.

E.14 Pemberian Dana Untuk Kegiatan Sosial

Selama tahun 2021 Bank telah menyalurkan dana CSR (Corporate Social Responsibility) sebesar Rp120.964.998.260,- (seratus dua puluh miliar sembilan ratus enam puluh empat juta sembilan ratus sembilan puluh delapan ribu dua ratus enam puluh rupiah) yang terserap di berbagai kegiatan meliputi kegiatan sebagai berikut:1. Bidang prasarana dan sarana umum yaitu sebanyak

11,87% atau sebesar Rp14,3 miliar; 2. Bidang sosial kemasyarakatan yaitu sebanyak

39,17% atau sebesar Rp47,3 miliar;3. Bidang lingkungan hidup yaitu sebanyak 3,51%

atau sebesar Rp4,2 miliar4. Bidang keagamaan yaitu sebanyak 16,07% atau

sebesar Rp19,4 miliar;5. Bidang kesehatan yaitu sebanyak 11,31% atau

sebesar Rp13,6 miliar;

The Bank has established a Legal Division which has a function to provide assistance to the settlement of legal and civil problems, such as mediation processes and court assistance.

E.12 Transactions With Conflicts of Interest

The Bank has regulated the management of Conflict of Interest on the Board of Directors, Board of Commissioners, and all employees in internal regulations through:

1. Decree of the Board of Directors Number 0077/SK/DIR-CS/2019 dated January 14, 2019 concerning the Board of Directors' Work Procedure Policy;


3. Decree of the Board of Commissioners Number 0706/SK/DIR-KAP/2021 dated October 27, 2021 concerning Standard Operating Procedures (SOP)for the Compliance Function.

During 2021, there were no transactions containing conflicts of interest in the Bank's business activities.

E.13 Buy Back Shares and/or Buy Back Bank Bonds

During 2021, the Bank did not conduct buy back transactions on shares, and did not conduct buy back activities on bonds that had been issued.

E.14 Funding for Social Activities

During 2021 the Bank distributed CSR (Corporate Social Responsibility) funds amounting to IDR 120,964,998,260,- (one hundred twenty billion nine hundred sixty four million nine hundred ninety eight thousand two hundred sixty rupiah) which was absorbed in various activities including activities as follows:1. In the field of public infrastructure and facilities as

much as 11.87% or IDR 14.3 billion;2. The social sector of 39.17% or IDR 47.3 billion;

3. The environmental sector of 3.51% or IDR 4.2 billion

4. Religious sector as much as 16.07% or IDR 19.4 billion;

5. Health sector of 11.31% or IDR 13.6 billion;


6. Bidang pendidikan yaitu sebanyak 18,08% atau sebesar Rp21,8 miliar.

Adapun penyaluran dana CSR yang telah dilaksanakan, antara lain meliputi:

No KegiatanActivity

Rincian KegiatanDetails of activities


1 Bidang Prasarana dan Sarana Umum

Public Infrastructure and Facilities

• Pembangunan sarana air bersih Construction of clean water facilities• Pembangunan sarana prasarana olahraga

Construction of sports infrastructure• Pembangunan/perbaikan infrastruktur

Infrastructure development/improvement• Pembangunan/rehabilitasi prasarana umum

Construction/rehabilitation of public infrastructure• Pengembangan potensi ekowisata

Development of ecotourism potential• Peningkatan sarana prasarana pelayanan publik

Improvement of public service infrastructure

14.353.538.604,-

2 Bidang Sosial Kemasyarakatan

Social Affairs

• Apresiasi atlet berprestasi Award for outstanding athletes

• Bantuan untuk korban/penanggulangan bencana Assistance for victims/disaster management

• Pemberdayaan ekonomi masyarakat Community economic empowerment

• Perbaikan rumah tidak layak huni Repair of uninhabitable houses

• Santunan Compensation

47.378.807.408,-

3 Bidang Lingkungan Hidup

Environmental Sector

• Penanaman pohon/penghijauan lingkungan Planting trees/greening the environment

• Pengadaan sarana penanganan sampah Procurement of waste handling facilities

• Pengelolaan sampah organik Organic waste management

• Perbaikan/peningkatan kualitas lingkungan hidup Environmental quality improvement/improvement

4.245.951.750,-

4 Bidang Keagamaan

Religious Affairs

• Kegiatan keagamaan Religious activity

• Pengadaan perlengkapan/fasilitas penunjang kegiatan ibadah/keagamaan Procurement of equipment/facilities supporting worship/religious activities

• Peningkatan/perbaikan sarana dan prasarana ibadahProcurement of equipment/facilities supporting worship/religious

activities

19.435.309.068,-

5 Bidang Kesehatan

Health

• Bantuan bagi penyandang disabilitas Assistance for persons with disabilities• Bantuan Pencegahan dan Penanggulangan COVID-19

COVID-19 Prevention and Control Assistance• Bantuan Vaksinasi COVID-19

COVID-19 Vaccination Assistance• Khitanan Massal Gratis

Free Mass Circumcision• Pengadaan fasilitas kesehatan berupa ambulance

Procurement of health facilities in the form of an ambulance• Pengadaan sarana kesehatan

Procurement of health facilities• Pengobatan Gratis

Free treatment

13.675.813.830,-

6. The education sector iof 18.08% or IDR 21.8 billion.

As for the distribution of CSR funds that have been implemented, among others include:


No KegiatanActivity

Rincian KegiatanDetails of activities


6 Bidang PendidikanField of education

• Pelestarian budaya, seni dan sejarah Preservation of culture, art and history• Pembangunan/perbaikan sarana dan prasarana pendidikan Construction/improvement of educational facilities and infrastructure• Pembangunan sarana pendidikan literasi masyarakat Development of community literacy education facilities• Pemberian beasiswa Scholarship award• Penerbitan dan peluncuruan buku Book publishing and launch• Pengadaan sarana/fasilitas pendidikan Procurement of educational facilities/facilities

21.875.577.600,-

E.15 RemunerasiE.15.1 Kebijakan Remunerasi

Perseroan telah menerapkan kebijakan sistem remunerasi dengan berpedoman pada konsep Merit System dan Kinerja Pegawai baik dari sisi penyesuaian pemberian gaji tahunan maupun dalam sistem pemberian bonus kepada Pegawai. Strategi remunerasi tetap memperhatikan effective best practice di industri perbankan dan perbandingan terhadap market. Perseroan telah rutin mengikuti setiap tahun survei mengenai Total Reward Survey perbankan melalui konsultan independen yang memang profesional dan telah di ikuti oleh mayoritas perbankan di Indonesia. Hal ini dilakukan sebagai bahan referensi dan masukan bagi penyesuaian remunerasi di bank bjb. Selain itu, Bank juga selalu memastikan telah memenuhi seluruh aturan yang berlaku yang terkait dengan penerapan sistem remunerasi.

Perseroan menerapkan Hak Normatif, Tunjangan dan Fasilitas kepada pegawai sebagaimana diatur dalam kebijakan Pengelolaan Penghasilan dan Fasilitas Kepegawaian dengan rincian sebagai berikut:1. Hak Normatif

a. Gaji;b. Kerja Lembur;c. Cuti dan Ijin.

2. Tunjangan Pegawai :a. Tunjangan Tetap

1) Bekal Cuti Tahunan; 2) Bekal Istirahat Panjang (Cuti Besar);

3) Tunjangan Pajak Penghasilan;4) Tunjangan Hari Raya;

b. Tunjangan Tidak Tetap1) Kendaraan Dinas;2) Rumah Dinas;3) Pakaian Kerja ;4) Sarana Komunikasi;

E.15 Remuneration E.15.1 Remuneration Policy

The Company has implemented a remuneration system policy based on the concept of the Merit System and Employee Performance, both in terms of adjusting the annual salary and in the system of giving bonuses to employees. The remuneration strategy still pays attention to effective best practices in the banking industry and comparisons to the market. The Company regularly participates in surveys on the Total Reward Survey of banking through independent consultants who are professional and have been followed by the majority of banks in Indonesia. This is done as reference material and input for remuneration adjustments at bank bjb. In addition, the Bank also always ensures that it has complied with all applicable regulations related to the implementation of the remuneration system.

The Company applies the Normative Rights, Allowances and Facilities to employees as regulated in the Income Management policy and Personnel Facilities with the following details:1. Normative Rights

a. Wages;b. Work overtime;c. Leave and Permission.

2. Employee Benefits:a. Fixed Allowances;

1) Provision of Annual Leave;2) Provision for Long Rest (Large

Leave);3) Income Tax Allowance;4) Holiday allowance;

b. Non-Fixed Benefits1) Service Vehicles;2) Official residence;3) Work uniform ;4) Means of Communication;


5) Media Cetak;6) Tunjangan Operasional Sekretaris

Pengurus;7) Tunjangan Lokasi.8) Tunjangan Jabatan Pejabat

Eksekutif3. Insentif

a. Insentif Prestasi Kerja (IPK)Pada tahun 2021, Bank memberikan apresiasi atas kinerja pegawai pada triwulan 1, triwulan 2, triwulan 3 dan triwulan 4 sebagai motivasi dalam mencapai target dengan tetap memperhatikan kemampuan Bank.

b. Bonus TahunanPada Bulan April 2021, Bank memberikan apresiasi atas kinerja pegawai selama setahun yang diberikan atas hasil laba bersih yang disisihkan Tahun Buku 2020.

4. Fasilitasa. Fasilitas Seni Budaya, Olahraga, dan

Hobi (bjb Club);b. Fasilitas Rekreasi;c. Fasilitas Perjalanan Dinas;d. Fasilitas Mutasi Pegawai Ke Luar Kota;e. Fasilitas Kesehatan;f. Fasilitas Datasering.

5. Relational RewardRelational reward merupakan bentuk apresiasi dari Bank kepada Pegawai sebagai upaya untuk meningkatkan kompetensi Pegawai dan sebagai pengakuan untuk kinerja Pegawai.a. Pelatihan dan Pengembangan

(Training and Development)1) Pelatihan (Training);2) Pengembangan Karir (Career

Development).b. Lingkungan Kerja (Work Environment)

1) Bantuan Hukum;2) Santunan Duka;3) Penghargaan Masa Kerja (Legacy

Award);4) Program Konseling;5) Fasilitas Kredit Pegawai;6) bjb Great People Peduli.

6. Jaminan Sosial dan Program PensiunBank memiliki program pensiun untuk para pegawai, dengan rincian sebagai berikut :a. Jaminan Sosial

1) Jaminan Sosial Tenaga Kerjaa) Jaminan Hari Tua (JHT);b) Jaminan Kecelakaan Kerja

(JKK);

5) Print media;6) Operational Allowance of the

Executive Secretary;7) Location Allowance.8) Executive Officer Position

Allowance3. Incentives

a. Work Performance Incentives (GPA)In 2021, the Bank will appreciate the performance of employees in quarter 1, quarter 2, quarter 3 and quarter 4 as motivation in achieving targets while still taking into account the Bank's capabilities.

b. Yearly BonusIn April 2021, the Bank appreciated the employee's performance for a year given the net profit set aside for the 2020 Fiscal Year.

4. Facilitiesa. Cultural Arts, Sports and Hobby

Facilities (bjb Club);b. Recreational Facilities;c. Official Travel Facilities;d. Facilities for Transfer of Employees to

Out of City;e. Medical facility;f. DataSering Facility.

5. Relational RewardRelational rewards are a form of appreciation from the Bank to employees as an effort to improve employee competencies and as recognition for employee performance.a. Training and Development

1) Training;2) Career Development.

b. Work Environment 1) Legal Aid;2) Grief Compensation;3) Legacy Award;

4) Counseling Program;5) Employee Credit Facility;6) bjb Great People Care.

6. Social Security and Retirement ProgramsThe Bank has a pension program for employees, with details as follows:

a. Social Security1) Labor Social Security

a) Old Age Security (JHT);b) Work Accident Insurance


c) Jaminan Kematian (JK);d) Jaminan Pensiun (JP).e) Jaminan Kehilangan Pekerjaan

(JKP)2) Jaminan Kesehatan Nasional

b. Program Pensiun1) Program Pensiun Manfaat Pasti;2) Program Pensiun Iuran Pasti;

3) Asuransi Jiwa Pensiun;4) Tunjangan Hari Tua.

Adapun kaji ulang atas kebijakan Remunerasi bagi Pegawai pada tahun sebelumnya yaitu menyesuaikan dengan POJK Nomor 45/POJK.03/2015 tanggal 23 Desember 2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi bagi Bank Umum, Peraturan Perundang - undangan, penetapan Peraturan Daerah mengenai upah minimum daerah, benchmark industri (kewajaran dengan peer group), kondisi dan kemampuan keuangan Perseroan, kinerja Bank, tingkat inflasi, dan Cost of Living Adjustment.

E.15.2 Remunerasi Anggota Komite Nominasi Remunerasi

Adapun Remunerasi yang dibayarkan kepada Anggota Komite Remunerasi dan Nominasi dari Pihak Independen Non – Komisaris sesuai dengan Perjanjian Kerjasama Pelaksanaan Sebagai Anggota Komite dan Remunerasi (KNR) Nomor 030/PKS/DIR-CSE/2020 tanggal 28 Februari 2020 sebagai berikut:

No UraianDescription

Anggota Komite dari pihak independen non - komisaris Committee member from an independent party

non commissioner

1 HonorariumHonorarium Rp17.500.000,00

2 Tunjangan Hari RayaHoliday allowance

2 (dua) kali honorarium2 (two) times the honorarium

3 Uang perjalanan dinasOfficial travel money Rp500.000,00

4 Fasilitas pendidikan dan pelatihan:Education and training facilities:

1) Akomodasi Accomodation

Diberikan given

2) Transportasi Transportation

Diberikangiven

3) Uang pendidikan dan pelatihan Education and training fees

Rp250.000,00

(JKK);c) Death Insurance (JK);d) Pension Guarantee (JP).e) Job Loss Guarantee (JKP)

2) National Health Insuranceb. Retirement Program

1) Defined Benefit Pension Program;2) Defined Contribution Pension

Program;3) Retirement Life Insurance;4) Pension.

The review of the remuneration policy for employees in the previous year was in accordance with POJK Number 45/POJK.03/2015 dated December 23, 2015 concerning the Implementation of Governance in Providing Remuneration for Commercial Banks, Legislation and Regulations, stipulation of Regional Regulations regarding regional minimum wages, industry benchmarks (fairness with peer group), the Company's financial condition and capability, Bank performance, inflation rate, and Cost of Living Adjustment.

E.15.2 Remuneration of Remuneration Nomination Committee Members

The remuneration paid to members of the Remuneration and Nomination Committee from Independent Non-Commissioners is in accordance with the Implementation Cooperation Agreement as a Member of the Committee and Remuneration (KNR) Number 030/PKS/DIR-CSE/2020 dated February 28, 2020 as follows:


E.15.3 Kebijakan Remunerasi Dewan Komisaris dan Direksi

Remunerasi Dewan Komisaris dan Direksi telah dilakukan kaji ulang dengan mengacu pada ketentuan yang berlaku yaitu Peraturan Otoritas Jasa Keuangan No. 45/POJK.03/2015 tentang Penerapan Tata Kelola Dalam pemberian Remunerasi Bagi Bank Umum serta Surat Edaran Otoritas Jasa Keuangan Nomor 40/SEOJK.03/2016 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi bagi Bank Umum dan diturunkan dalam ketentuan internal bank bjb yaitu didalam Surat Keputusan Direksi No. 0330/SK/DIR-CS/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Penghasilan, Tunjangan dan Fasilitas bagi Dewan Komisaris dan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Pemberian remunerasi bagi anggota Dewan Komisaris dan Direksi dihitung berdasarkan formula yang ditetapkan oleh RUPS. Setiap anggota Komisaris dan Direksi berhak menerima sejumlah kompensasi yang diberikan secara bulanan. Dewan Komisaris dan Direksi berhak mendapatkan tantiem berdasarkan kinerja dan pencapaian perusahaan dengan besaran yang ditentukan dalam RUPS. Dewan Komisaris dan Direksi juga berhak mendapatkan tunjangan pada saat mereka telah tidak lagi menjabat sebagai Dewan Komisaris ataupun Direksi

E.15.4 Remunerasi Dewan Komisaris Pemberian remunerasi bagi anggota Dewan Komisaris dihitung berdasarkan formula yang ditetapkan oleh RUPS. Setiap anggota Dewan Komisaris berhak menerima sejumlah kompensasi yang diberikan secara bulanan. Dewan Komisaris berhak mendapatkan tantiem berdasarkan kinerja dan pencapaian Bank dengan besaran yang ditentukan dalam RUPS. Dewan Komisaris juga berhak mendapatkan tunjangan pada saat mereka telah tidak lagi menjabat sebagai Dewan Komisaris ataupun Direksi. Adapun struktur remunerasi Dewan Komisaris sebagai berikut :

E.15.3 Remuneration Policy for the Boardof Commissioners and the Board of Directors

The remuneration of the Board of Commissioners and the Board of Directors has been reviewed with reference to the applicable regulations, namely Financial Services Authority Regulation No. 45/POJK.03/2015 concerning Implementation of Governance in Providing Remuneration for Commercial Banks as well as Circular Letter of the Financial Services Authority Number 40/SEOJK.03/2016 concerning Implementation of Governance in Providing Remuneration for Commercial Banks and revealed in bank bjb's internal regulations, namely in Decree of the Board of Directors No. 0330/SK/DIR-CS/2021 dated April 22, 2021 concerning Standard Operating Procedures for Income, Allowances and Facilities for the Board of Commissioners and Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. The remuneration for members of the Board of Commissioners and Board of Directors is calculated based on the formula determined by the GMS. Each member of the Board of Commissioners and the Board of Directors is entitled to receive a certain amount of compensation given on a monthly basis. The Board of Commissioners and the Board of Directors are entitled to receive bonuses based on the company's performance and achievements with the amount determined in the GMS. The Board of Commissioners and the Board of Directors are also entitled to benefits when they no longer serve as the Board of Commissioners or the Board of Directors.

E.15.4 Remuneration for the Board of Commissioners

The remuneration for members of the Board of Commissioners is calculated based on the formula determined by the GMS. Each member of the Board of Commissioners is entitled to receive a certain amount of compensation given on a monthly basis. The Board of Commissioners is entitled to receive bonuses based on the performance and achievements of the Bank with the amount determined in the GMS. The Board of Commissioners is also entitled to benefits when they no longer serve as the Board of Commissioners or the Board of Directors. The remuneration structure for the Board of Commissioners is as follows:


No Jenis RemunerasiRemuneration Type


1 Honorarium dan Tantiem

Honorarium Komisaris Utama sebesar 60% dari Direktur Utama.President Commissioner by 60% of the President Director.

Anggota Dewan Komisaris sebesar 50% dari Direktur Utama.50% of the members of the Board of Commissioners from the President Director.

Tantiem Ditentukan dalam Rapat Umum Pemegang SahamDetermined in the General Meeting of Shareholders

Tantiem Dewan Komisaris diberikan sebagai berikut: The bonus for the Board of Commissioners is given as follows:

a. Komisaris Utama Independen dan Komisaris Independen diberikan seluruhnya secara langsung dalam bentuk tunai. Independent President Commissioner and Independent Commissioner are given entirely directly in the form of cash.

b. Komisaris diberikan 3% dalam bentuk saham dan sisanya diberikan tunai secara langsungCommissioners are given 3% in the form of shares and the rest is given in cash directly

2 Fasilitas dan TunjanganFacilities and Benefits

Hari RayaHoliday

Dewan Komisaris diberikan tunjangan Hari Raya sebesar 2 (dua) kali honorarium.The Board of Commissioners is given a holiday allowance of 2 (two) times the honorarium.

Fasilitas KendaraanVehicle Facilities

Disediakan Bank dan dapat dimilikiBank provided and can be owned

Jamuan MakanBanquet

Diberikan jamuan makanProvided a banquet

Tunjangan Hari TuaPension

Bank mengikutsertakan Dewan Komisaris dalam Program Tunjangan Hari TuaThe Bank includes the Board of Commissioners in the Old Age Benefits Program

Tunjangan Pakaian DinasService Dress Allowance

Diberikan 1 (satu) tahun sekaliAwarded once a year

Uang PenghargaanAward Money

Diberikan sesuai masa jabatanGiven according to the term of office

Perjalanan DinasBusiness trip

Diberikan sebesar 75% dari dinas DireksiGiven by 75% from the Board of Directors

Asuransi JabatanOccupational Insurance

Dewan Komisaris sesuai formula gajiBoard of Commissioners according to salary formula

Fasilitas Kesehatan dan Medical Check UpHealth Facilities and Medical Check Up

Fasilitas kesehatan termasuk suami/isteri dan anak dalam tanggungan maksimum 3 (tiga) anak baik dalam negeri dan luar negeriHealth facilities including husband/wife and dependent children for a maximum of 3 (three) children both domestically and abroad

Fasilitas Rumah Dinas dan PenginapanOfficial Home and Lodging Facilities

Disediakan penginapanAccommodation is provided

Fasilitas KomunikasiCommunication Facilities

2 (dua) perangkat2 (two) devices

Insentif Prestasi KerjaWork Performance In-centive

Diberikan sesuai ketentuan BankGiven according to bank regulations

3

Bantuan HukumLegal Aid

Bantuan Perlindungan Hukum

Diberikan sesuai Plafon


E.15.5 Remunerasi DireksiPemberian remunerasi bagi anggota Direksi dihitung berdasarkan formula yang ditetapkan oleh RUPS. Setiap anggota Direksi berhak menerima sejumlah kompensasi yang diberikan secara bulanan. Direksi berhak mendapatkan tantiem berdasarkan kinerja dan pencapaian Bank dengan besaran yang ditentukan dalam RUPS. Direksi juga berhak mendapatkan tunjangan pada saat mereka telah tidak lagi menjabat sebagai Direksi.

Struktur remunerasi anggota Direksi yang mengacu pada Surat Keputusan Direksi Nomor 0330/SK/DIR-CSE/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Penghasilan, Tunjangan dan Fasilitas Bagi Dewan Komisaris dan Direksi sebagai berikut:

No Jenis RemunerasiRemuneration Type


1 Gaji dan TantiemSalary and Bonus

GajiSalary

Direktur Utama sebesar 100%President Director at 100%

Direktur sebesar 80%Director at 80%

Tantiem Ditentukan dalam Rapat Umum Pemegang SahamDetermined in the General Meeting of Shareholders

Tantiem merupakan remunerasi yang bersifat Variabel dapat diberikan dalam bentuk tunai dan/ atau sahamTantiem is a variable remuneration that can be given in the form of cash and/or shares

Material Risk Takers atas penerima tantiem yang ditetapkan oleh bank adalah Direksi, tantiem untuk Material Risk Takers diberikan dengan proporsi sebagai berikut :Material Risk Takers for recipients of bonuses determined by the bank are Directors, bonuses for Material Risk Takers are given in the following proportions:

a. 90% tunai dan diberikan secara langsung sesuai ketentuanb. 10% ditangguhkan sebagai Long Term Insentif terdiri dari 5% tunai dan 5% sahama. 90% cash and given directly according to the provisionsb. 10% deferred as Long Term Incentive consisting of 5% cash and 5% shares

Pemberian long term insentif diberikan dengan jangka waktu penangguhan selama 3 (tiga) tahunLong term incentives are given with a suspension period of 3 (three) years

Malus terjadi apabila Material Risk Takers terindikasi fraudShame occurs when Material Risk Takers are indicated to be fraudulent

E.15.5 Directors' Remuneration

The remuneration for members of the Board of Directors is calculated based on the formula determined by the GMS. Each member of the Board of Directors is entitled to receive a certain amount of compensation which is given on a monthly basis. The Board of Directors is entitled to receive bonuses based on the performance and achievements of the Bank with the amount determined in the GMS. Directors are also entitled to benefits when they are no longer serving as Directors.

The remuneration structure for members of the Board of Directors refers to the Decree of the Board of Directors Number 0330/SK/DIR-CSE/2021 dated 22 April 2021 concerning Standard Operating Procedures for Income, Allowances and Facilities for the Board of Commissioners and Directors as follows:


2 Fasilitas dan Tunjangan Facilities and Benefits

Hari RayaHoliday

Anggota Direksi diberikan tunjangan Hari Raya Keagamaan sebesar 2 (dua) kali gaji setiap tahun.Members of the Board of Directors are given a Religious Holiday allowance of 2 (two) times their annual salary.

Fasilitas KendaraanVehicle Facilities

Disediakan Bank dan dapat dimilikiBank provided and can be owned

Jamuan MakanBanquet

Diberikan jamuan makanProvided a banquet

Cuti dan Bekal CutiLeave and Leave Allowance

1 (satu) kali gaji1 (one) time salary

Tunjangan Hari TuaPension

Bank mengikut sertakan Direktur dalam program Tunjangan Hari TuaThe Bank includes the Director in the Old Age Allowance program

Tunjangan Pakaian DinasService Dress Allowance

Diberikan 1 (satu) tahun sekaliAwarded once a year

Uang PenghargaanAward Money

Diberikan sesuai masa jabatanGiven according to the term of office

Perjalanan DinasBusiness trip

Diberikan uang saku perjalanan dinas, akomodasi, dan transportasi sesuai ketentuanGiven pocket money for official travel, accommodation, and transportation according to the provisions

Manfaat PensiunRetirement Benefits

Direktur Diikutsertakan program pensiun iuran pastiDirector Participated in defined contribution pension plan

Asuransi JabatanOccupational Insurance

Direktur Utama sebesar 70.000 USD dan bagi Direktur sesuai formulasi gajiPresident Director of 70,000 USD and for Directors according to the salary formulation

Fasilitas Kesehatan dan Medical Check UpHealth Facilities and Medical Check Up

Fasilitas kesehatan termasuk suami/isteri dan anak dalam tanggungan maksimum 3 (tiga) anak baik dalam negeri maupun luar negeriHealth facilities including husband/wife and dependent children for a maximum of 3 (three) children both domestically and abroad

Fasilitas Rumah Dinas dan PenginapanOfficial Home and Lodging Facilities

Direktur Utama Rp20.000.000,- dan Direktur sebesar Rp15.000.000,-President Director IDR 20,000,000 and Director IDR 15,000,000

Fasilitas KomunikasiCommunication Facilities

3 (tiga) perangkat3 (three) devices

Insentif Prestasi KerjaWork Performance Incentive

Diberikan sesuai ketentuan BankGiven according to bank regulations

3 Bantuan HukumLegal Aid

Bantuan Perlindungan HukumLegal Protection Assistance

Diberikan sesuai plafonGiven according to the ceiling

Remunerasi tidak dapat dipisahkan dari kebijakan dalam suatu perusahaan, karena dilatarbelakangi oleh kesadaran serta komitmen manajemen dalam mewujudkan Tata Kelola perusahaan yang baik. Bank telah menerapkan kebijakan sistem remunerasi sebagaimana ditetapkan melalui Surat Keputusan Direksi Nomor 0500/SK/DIR-HCA/2021 tanggal 14 Juli 2021 tentang Perubahan Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat dan Banten,Tbk Nomor 0303/SK/DIR-HCA/2021 Tanggal 15 April 2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan dan Fasilitas Kepegawaian, serta Surat Keputusan Direksi Nomor 0330/SK/DIR-CSE/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Penghasilan, Tunjangan dan Fasilitas bagi

Remuneration cannot be separated from policies within a company, because it is motivated by management awareness and commitment in realizing good corporate governance. The Bank has implemented a remuneration system policy as stipulated in the Decree of the Board of Directors Number 0500/SK/DIR-HCA/2021 dated July 14, 2021 concerning Amendment to the Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk Number 0303/SK/DIR-HCA/ 2021 Dated April 15, 2021 regarding Standard Operating Procedures for Management of Employee Income and Facilities, as well as Decree of the Board of Directors Number 0330/SK/DIR-CSE/2021 dated April 22, 2021 concerning Standard Operating Procedures for Income, Allowances and Facilities for the


Dewan Komisaris dan Direksi. Bank juga selalu memastikan telah mentaati seluruh aturan yang berlaku yang terkait dengan sistem remunerasi.

1. Mekanisme untuk memastikan bahwa Remunerasi bagi Pegawai di unit control bersifat independent dari unit kerja yang diawasinyaUntuk memastikan independensi penerapan remunerasi bagi pegawai di unit kontrol, penilaian kinerja di unit kontrol tidak dikaitkan dengan pencapaian target kinerja dari unit kerja yang diawasinya, hal ini dipastikan melalui pemisahan struktur organisasi unit kontrol agar independen, termasuk mengenai persetujuan penetapan goal setting kinerja unit kerja maupun pegawai.

2. Cakupan kebijakan Remunerasi dan implementasinya per unit bisnis, per wilayah, dan pada Perusahaan Anak atau Kantor Cabang yang berlokasi di luar negeriKebijakan remunerasi pegawai pada surat Keputusan Direksi Nomor 0500/SK/DIR-HCA/2021 tentang Perubahan Surat Keputusan Direksi PT Bank Pembangunan Daerah Jawa Barat Dan Banten, Tbk. Nomor 0303/SK/DIR-HCA/2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan dan Fasilitas Kepegawaian mencakup bagi pegawai pada seluruh unit kerja, pada perusahaan anak dan pada Badan Hukum yang terafiliasi dengan Bank. Khusus untuk remunerasi pada Perusahaan Anak diatur lebih lanjut pada Pedoman Penugasan Pegawai pada investee SK Dir No 0261/SK/DIR-HCA/2021 tanggal 29 Maret 2021.Saat ini bank bjb belum memiliki perwakilan kantor maupun perusahaan anak yang berlokasi di luar negeri, sehingga kebijakan remunerasi tidak mencakup hal tersebut.

3. Remunerasi dikaitkan dengan risikoa. Jenis risiko utama (keyrisk) yang

digunakan dalam menerapkan Remunerasi.Risiko utama Bank di saat ini adalah Risiko Kredit.

Board of Commissioners and Directors. The Bank also always ensures that it complies with all applicable regulations related to the remuneration system.

1. Mechanisms to ensure that the remuneration for employees in the control unit is independent from the work unit they superviseTo ensure the independence of remuneration implementation for employees in the control unit, performance appraisal in the control unit is not linked to the achievement of performance targets of the work units it supervises, this is ensured through the separation of the organizational structure of the control unit so that it is independent, including the approval of setting goals for the performance of the work unit and employee.

2. Remuneration policy scope and implementation per business unit, per region, and at Subsidiaries or Branch Offices located overseasEmployee remuneration policy in the Decree of the Board of Directors Number 0500/SK/DIR-HCA/2021 concerning Amendment to the Decree of the Board of Directors of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. Number 0303/SK/DIR-HCA/2021 concerning Standard Operating Procedures for Management of Income and Personnel Facilities covering employees in all work units, in subsidiary companies and in Legal Entities affiliated with the Bank. Specifically for remuneration at Subsidiaries, it is further regulated in the Guidelines for Assigning Employees to investee SK Dir No. 0261/SK/DIR-HCA/2021 dated March 29, 2021.Currently, bank bjb does not have representative offices or subsidiaries located abroad, so the remuneration policy does not cover this.

3. Remuneration associated with riska. The type of main risk used in

implementing the Remuneration.

The Bank's main risk at this time is Credit Risk.


b. Kriteria untuk menentukan jenis risiko utama, termasuk untuk risiko yang sulit diukur.Jenis transaksi dan bisnis yang paling signifikan dalam menghasilkan profit dan keputusan yang diambil diberikan untuk suatu keputusan bisnis yang berdampak besar pada bisnis Bank.

c. Dampak penetapan jenis risiko utama terhadap kebijakan Remunerasi yang Bersifat Variabel.Dengan adanya penetapan jenis risiko utama akan berdampak ke penentuan KPI dan berdampak pada pemberian remunerasi yang bersifat variabel.

d. Belum ada perubahan jenis risiko utama jika dibandingkan tahun lalu.

4. Pengukuran kinerja dikaitkan dengan Remunerasia. Tinjauan mengenai kebijakan

Remunerasi yang dikaitkan dengan penilaian kinerja. Indikator penetapan remunerasi anggota Direksi antara lain:Penilaian kinerja Direksi dilakukan secara kolektif kolegial dan individu melalui metode self assessment, berdasarkan parameter – parameter sesuai dengan ketentuan yang berlaku. Proses pelaksanaan assessment terhadap kinerja Direksi oleh Pemegang Saham dilakukan melalui mekanisme Rapat Umum Pemegang Saham (RUPS).

b. Indikator penetapan remunerasi Pegawai antara lain sebagai berikut:

1) Prestasi kerja masing-masing Pegawai;

2) Prestasi Unit Kerja masing-masing Pegawai;

3) Kinerja keuangan Bank; dan4) Benchmark industri;

c. Metode dalam mengaitkan Remunerasi individu dengan kinerja Bank, kinerja unit kerja dan kinerja individu.Kinerja Bank akan memengaruhi penentuan besarnya remunerasi

b. Criteria for determining the main types of risk, including those that are difficult to measure.

The types of transactions and businesses that are most significant in generating profits and the decisions taken are given to a business decision that has a major impact on the Bank's business.

c. The impact of determining the main types of risk on the Variable Remuneration policy.

The determination of the main types of risk will have an impact on the determination of KPIs and have an impact on the provision of variable remuneration.

d. There has been no change in the main types of risk compared to last year.

4. Performance measurement linked to remunerationa. Overview of the Remuneration

policy related to performance appraisal.Indicators for determining remuneration for members of the Board of Directors include:Performance appraisal of the Board of Directors is carried out collectively, collegially and individually through the self-assessment method, based on parameters in accordance with applicable regulations.The process of carrying out an assessment of the performance of the Board of Directors by Shareholders is carried out through the mechanism of the General Meeting of Shareholders (GMS).

b. The indicators for determining employee remuneration are as follows:1) Work performance of each

employee;2) Achievement of each Employee's

Work Unit;3) Bank's financial performance; and4) Industry benchmarks;

c. Methods in linking individual remuneration with bank performance, work unit performance and individual performance.


khususnya yang bersifat variabel, serta kinerja individu dan kinerja unit kerja dilakukan review setiap 3 (tiga) bulan sekali maupun 1 (satu) tahun sekali. Hasil penilaian kinerja individu dan unit kerja tersebut menjadi dasar bagi Bank memberikan apresiasi dalam bentuk bonus, promosi grade/ jabatan, dan kenaikan gaji tahunan.

d. Uraian mengenai metode yang digunakan Bank untuk menyatakan bahwa kinerja yang disepakati tidak dapat tercapai sehingga perlu dilakukan penyesuaian atas Remunerasi serta besarnya penyesuaian Remunerasi jika kondisi tersebut terjadi. Pengukuran kinerja berdasarkan kinerja yang disepakati di awal tahun. Pemberian bonus berdasarkan penilaian kinerja individu dimana penentuannya sudah ditetapkan berdasarkan Surat Keputusan Direksi.

5. Penyesuaian Remunerasi dikaitkan dengan Kinerja dan Risikoa. Kebijakan mengenai Remunerasi

yang Bersifat Variabel yang ditangguhkan, besarannya dan kriteria untuk menetapkan besaran tersebut.Remunerasi yang bersifat variabel sebagaimana diatur pada POJK Nomor 45/POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian Remunerasi bagi Bank Umum, dapat diberikan dalam bentuk Tunai dan/atau Saham.

Selain hal tersebut, Bank wajib menetapkan pihak yang menjadi Material Risk Takers (MRT), sebagaimana yang telah diatur dalam ketentuan internal Bank pada Surat Keputusan Direksi Nomor 0330/SK/DIR-CSE/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Pengelolaan Penghasilan, Tunjangan dan Fasilitas bagi Dewan Komisaris dan Direksi. Selanjutnya kepada pihak yang menjadi MRT, pemberian remunerasi variabelnya wajib ditangguhkan Bank sebesar persentase tertentu.Bank telah menetapkan yang menjadi Material Risk Takers (MRT) adalah

The Bank's performance will affect the determination of remuneration, especially those that are variable, and individual and work unit performance is reviewed every 3 (three) months or once in 1 (one) year. The results of the individual and work unit performance assessments become the basis for the Bank to give appreciation in the form of bonuses, grade/position promotions, and annual salary increases.

d. A description of the method used by the Bank to state that the agreed performance cannot be achieved so that it is necessary to make adjustments to the Remuneration and the amount of Remuneration adjustment if such conditions occur.

Performance measurement based on agreed performance at the beginning of the year. The awarding of bonuses is based on individual performance assessments where the determination has been determined based on the Decree of the Board of Directors.

5. Remuneration Adjustment linked to Performance and Riska. Policy regarding deferred Variable

Remuneration, the amount and the criteria for determining the amount.

Variable remuneration as regulated in POJK Number 45/POJK.03/2015 concerning Implementation of Governance in Providing Remuneration for Commercial Banks, may be provided in the form of Cash and/or Shares.

In addition to this, Banks are required to determine parties who are Material Risk Takers (MRT), as stipulated in the Bank's internal provisions in the Decree of the Board of Directors Number 0330/SK/DIR-CSE/2021 dated April 22, 2021 concerning Standard Operating Procedures for Income Management, Allowances and Facilities for the Board of Commissioners and the Board of Directors. Furthermore, for parties who become MRT, the provision of variable remuneration must be deferred by the Bank by a certain percentage.

The Bank has determined that the Material Risk Takers (MRT) are all


seluruh Direksi. Tantiem untuk MRT diberikan dengan proporsi sebagai berikut :1) 90% tunai dan diberikan secara

langsung sesuai ketentuan;2) 10% ditangguhkan sebagai Long

Term Incentive (LTI), terdiri dari :a) 5% dalam bentuk tunai; danb) 5% dalam bentuk saham.

Tantiem Bagi Dewan Komisaris diberikan sebagai berikut :1) Komisaris Utama Independen dan

Komisaris Independen diberikan seluruhnya secara langsung dalam bentuk tunai.

2) Komisaris diberikan 3% dalam bentuk saham dan sisanya diberikan tunai secara langsung.

b. Kebijakan Bank mengenai Remunerasi yang Bersifat Variabel yang ditangguhkan yang ditunda pembayarannya (Malus) atau ditarik kembali dalam hal sudah dibayarkan (Clawback).Malus diterapkan terhadap Remunerasi yang bersifat variabel yang masih ditangguhkan dengan jangka waktu penangguhan selama 3 (tiga) tahun. Malus terjadi apabila MRT terindikasi melakukan fraud.

6. Penyesuaian Remunerasi dikaitkan dengan Kinerja dan Risikoa. Kebijakan pembayaran (vesting)

atas penangguhan yang dilakukan antara lain jangka waktu pembayaran.Jangka waktu penangguhan yaitu 3 (tiga) tahun sejak pertama kali remunerasi yang bersifat variabel dibayarkan.

b. Pengungkapan faktor yang menentukan perbedaan Remunerasi yang Bersifat Variabel yang ditangguhkan di antara Pegawai atau kelompok Pegawai.Belum ada remunerasi dikaitkan dengan kinerja dan risiko yang diberlakukan untuk pegawai.

7. Penggunaan Konsultan eksternal terkait remunerasi variabelDalam menetapkan remunerasi variabel, Bank memakai jasa konsultan eksternal yaitu Willis Tower Watson dalam hal penyusunan kebijakan.

Directors. The bonus for MRT is given in the following proportions:

1) 90% cash and given directly according to the provisions;

2) 10% is deferred as a Long Term Incentive (LTI), consisting of:a) 5% in cash; andb) 5% in the form of shares.

Bonuses for the Board of Commissioners are given as follows:1) Independent President

Commissioner and Independent Commissioner are given entirely directly in the form of cash.

2) Commissioners are given 3% in the form of shares and the rest is given in cash directly.

b. Bank's policy regarding deferred variable remuneration which is delayed in payment (Malus) or withdrawn in the event that it has been paid (Clawback).

Malus is applied to variable remuneration which is still deferred with a suspension period of 3 (three) years. Shame occurs when MRT is indicated to have committed fraud.

6. Remuneration Adjustment linked to Performance and Riska. Policy regarding deferred Variable

Remuneration, the amount and the criteria for determining the amount.

The period of suspension is 3 (three) years from the first time variable remuneration is paid.

b. Disclosure of factors that determine differences in suspended Variable Remuneration among Employees or groups of Employees.

There is no remuneration related to performance and risks that are applied to employees.

7. Use of external consultants regarding variable remuneration

In determining variable remuneration, the Bank uses the services of an external consultant, namely Willis Tower Watson in terms of policy formulation.


8. Paket Remunerasi dan fasilitas yang diterima oleh Direksi dan Dewan Komisaris mencakup struktur Remunerasi dan rincian jumlah nominal.Paket Remunerasi dan fasilitas yang diterima oleh Direksi dan Dewan Komisaris mencakup struktur Remunerasi dan rincian jumlah nominal, sebagaimana dalam tabel di bawah ini:

Jenis Remunerasi dan Fasilitas LainTypes of Remuneration and Other Facilities

Jumlah yang Diterima Dewan Komisaris dalam 1 Tahun

Amount Received by the Board of Commissioners in 1 Year

Jumlah yang Diterima Direksi dalam 1 Tahun

Amount Received by the Board of Directors in 1 Year

OrangPeople

Jumlah (dalam Juta Rupiah)

Amount (in Million Rupiah)

OrangPeople

Jumlah (dalam Juta Rupiah)

Amount (in Million Rupiah)

Remunerasi (gaji, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non natura)Remuneration (salary, routine allowance, tantiem, and other facilities in the form of non-kind)

5 28,952 8 77,762

Fasilitas lain dalam bentuk natura (perumahan, transport, asuransi dan sebagainya) yang: dapat dimiliki dan tidak dapat dimiliki

Other facilities in kind (housing, transport, insurance and so on) which: can be owned and cannot be owned

- - - -

Total 5 28,952 8 77,762

9. Paket remunerasi yang dikelompokkan dalam tingkat penghasilan yang diterima anggota Direksi dan Anggota Dewan Komisaris dalam 1 (satu) tahun.

Paket Remunerasi yang dikelompokkan dalam tingkat penghasilan yang diterima oleh Direksi dan anggota Dewan Komisaris dalam 1 (satu) tahun, sebagaimana dalam tabel di bawah ini:

Jumlah Remunerasi per orang dalam 1 (satu) tahun *Total Remuneration per person in 1 (one) year *

Jumlah Dewan KomisarisNumber of Board of Commis-

sioners

Jumlah DireksiNumber of Directors

Di atas Rp 2 MilyarAbove IDR 2 billion 5 7

Di atas Rp 1 Milyar – Rp 2 MilyarAbove IDR 1 billion – IDR 2 billion - 1

Di atas Rp 500 Juta – Rp 1 MilyarAbove IDR 500 Million – IDR 1 Billion - -

Rp 500 Juta ke bawahIDR 500 million and below - -

8. The remuneration package and facilities received by the Board of Directors and the Board of Commissioners include the structure of the remuneration and details of the nominal amount.

The remuneration package and facilities received by the Board of Directors and the Board of Commissioners include the structure of the remuneration and details of the nominal amount, as shown in the table below:

9. Remuneration packages grouped in the level of income received by members of the Board of Directors and members of the Board of Commissioners in 1 (one) year.

Remuneration Packages are grouped into the level of income received by the Board of Directors and members of the Board of Commissioners in 1 (one) year, as shown in the table below:

*yang diterima secara tunai/received in cash


10. Remunerasi yang Bersifat Variabela. Remunerasi yang bersifat Variabel

adalah Remunerasi yang dikaitkan dengan kinerja dan risiko, antara lain bonus atau bentuk lainnya yang dipersamakan dengan itu;

b. Long Term Insentif (LTI) adalah Sebagian penangguhan dari pemberian tantiem kepada Material Risk Taker (MRT) yang terbentuk tunai dan saham dengan jangka waktu tertentu secara pro rata termasuk pajak sesuai ketentuan;

c. Malus adalah kebijakan yang mengizinkan Bank berdasarkan kriteria tertentu menunda pembayaran sebagian atau seluruh dari Remunerasi yang bersifat Variabel yang ditangguhkan;

d. Material Risk Taker (MRT) adalah pihak – pihak yang dikategorikan karena tugas dan tanggung jawabnya mengambil keputusan yang berdampak signifikan terhadap profil risiko Bank.

Adapun jumlah Direksi, Dewan Komisaris dan Pegawai yang menerima remunerasi yang bersifat variabel selama 1 (satu) tahun dan total nominal adalah sebagai berikut :

Remunerasi yang Bersifat Variable

Variable Remuneration

Jumlah Diterima dalam 1 (satu) tahunAmount Received in 1 (one) year

Dewan KomisarisBoard of Commissioners

DireksiDirectors

PegawaiEmployee

OrangPeople

Juta RpMillion IDR

OrangPeople

Juta RpMillion IDR

OrangPeople

Juta RpMillion IDR

Total 2 215 7 4.738 - -

11. Jabatan dan jumlah pihak yang menjadi Material Risk Taker (MRT)Remunerasi yang bersifat variabel berlandaskan pada POJK Nomor 45/POJK.03/2015 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum dan SEOJK No 40/SEOJK.03/2016 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum. Berdasarkan Surat Keputusan Direksi Nomor 0330/SK/DIR-CSE/2021 tanggal 22 April 2021 tentang Standar Operasional Prosedur Penghasilan, Tunjangan dan Fasilitas Dewan Komisaris dan Direksi, dimana jabatan dan jumlah pihak yang menjadi MRT adalah Direktur Utama dan Seluruh

10. Variable Remunerationa. Variable Remuneration is Remuneration

related to performance and risks, including bonuses or other equivalent forms;

b. Long Term Incentive (LTI) is a partial suspension of the provision of bonuses to Material Risk Takers (MRT) in the form of cash and shares for a certain period of time on a pro rata basis including taxes according to the provisions;

c. Malus is a policy that allows Banks based on certain criteria to delay payment of part or all of the suspended Variable Remuneration;

d. Material Risk Takers (MRT) are parties who are categorized because of their duties and responsibilities in making decisions that have a significant impact on the Bank's risk profile.

The number of Directors, Board of Commissioners and Employees who receive variable remuneration for 1 (one) year and the total nominal is as follows:

11. Position and number of parties who become Material Risk Takers (MRT)

Variable remuneration is based on POJK Number 45/POJK.03/2015 concerning Implementation of Governance in Providing Remuneration for Commercial Banks and SEOJK No. 40/SEOJK.03/2016 concerning Implementation of Governance in Providing Remuneration for Commercial Banks. Based on the Decree of the Board of Directors Number 0330/SK/DIR-CSE/2021 dated April 22, 2021 concerning Standard Operating Procedures for Income, Allowances and Facilities for the Board of Commissioners and the Board of Directors, where the positions and number of parties who


Direksi, dengan rincian pada tabel sebagai berikut :

No JabatanPosition

JumlahAmount

1 Direktur UtamaPresident director

1

2 Direktur Komersial & UMKMCommercial & MSME Director

1

3 Direktur Konsumer & RitelDirector of Consumer & Retail

1

4 Direktur IT, Treasury & International BankingDirector of IT, Treasury & International Banking

1

5 Direktur OperasionalDirector of Operations

1

6 Direktur Keuangan & Manajemen RisikoDirector of Finance & Risk Management

1

7 Direktur KepatuhanCompliance Director

1

TOTAL 7

12. Shares option yang dimiliki Direksi, Dewan Komisaris dan Pejabat Eksekutif

Tidak ada shares option untuk Direksi, Dewan Komisaris dan/atau Pejabat Eksekutif selama tahun 2021.

13. Rasio gaji tertinggi dan terendah

Terkait dengan remunerasi, Bank senantiasa berupaya agar tidak terjadi gap remunerasi terlalu tinggi. Rasio gaji tertinggi dan terendah selama 2021 adalah sebagai berikut:

UraianDescription

RasioRatio

Gaji pegawai tertinggi dan terendahHighest and lowest employee salaries 13,13:1

Gaji Direksi tertinggi dan terendahHighest and lowest Directors' salaries 1,25:1

Gaji Dewan Komisaris tertinggi dan terendahThe highest and lowest salaries for the Board of Commissioners 1,20:1

Gaji Direksi tertinggi dan Pegawai TertinggiThe highest salary for the Board of Directors and the highest employee 3,03:1

14. Jumlah penerima dan jumlah total Remunerasi yang bersifat Variabel yang dijamin tanpa syarat.

Jumlah penerima dan jumlah total remunerasi yang bersifat variabel yang dijamin tanpa syarat adalah NIHIL.

become MRT are the President Director and All Directors, with details on table as follows:

12. Shares options owned by the Board of Directors, Board of Commissioners and Executive Officers There was no shares option for the Board of Directors, Board of Commissioners and/or Executive Officers during 2021.

13. Highest and lowest salary ratioors, Board of Commissioners and Executive Officers In terms of remuneration, the Bank always strives to avoid too high a remuneration gap. The ratio of the highest and lowest salaries during 2021 is as follows:

14. The number of recipients and the total amount of Remuneration that is Variable which is unconditionally guaranteed.The number of recipients and the total amount of variable remuneration that is unconditionally guaranteed is NIL.


15. Jumlah pegawai yang terkena pemutusan hubungan kerja dan total nominal pesangon yang dibayarkan

Adapun jumlah pegawai yang terkena pemutusan hubungan kerja dan total nominal pesangon yang dibayarkan sebagaimana dalam tabel di bawah ini:

Jumlah nominal pesangon yang dibayarkan per Orang dalam 1 (satu) TahunNominal amount of severance pay paid per person in 1 (one) year

Jumlah PegawaiNumber of Employees

Di atas Rp. 1 MiliarAbove IDR 1 Billion

Nihil

Di atas Rp. 500 juta s.d. Rp. 1 MiliarAbove IDR 500 million s.d. IDR 1 Billion

Nihil

Rp. 500 juta ke bawahIDR 500 million and below

Nihil

16. Jumlah total Remunerasi yang Bersifat Variabel yang ditangguhkan, yang terdiri dari tunai dan/atau saham atau instrumen yang berbasis saham yang diterbitkan BankJumlah total Remunerasi yang bersifat variabel yang ditangguhkan, yang terdiri dari tunai dan/atau saham telah diterapkan untuk pembayaran tahun 2021 dengan rincian sebagai berikut:

TunaiCash

Rp2.367.625.162

SahamShare

Rp2.367.625.162

17. Jumlah total Remunerasi yang Bersifat Variabel yang ditangguhkan yang dibayarkan selama 1 (satu) tahun sudah terimplementasikan Untuk Pembayaran Tahun 2021

TunaiCash

Rp789.208.387

SahamShare

Rp789.186.749

15. Number of employees affected by termination of employment and the total nominal amount of severance pay paid The number of employees affected by termination of employment and the total nominal amount of severance pay paid are as in the table below:

16. The total amount of deferred Variable Remuneration, which consists of cash and/or shares or share-based instruments issued by the Bank

The total amount of deferred variable remuneration consisting of cash and/or shares has been applied for payment in 2021 with details as follows:

17. The total amount of deferred Variable Remuneration paid for 1 (one) year has been implemented for 2021 Payments

Keterangan/Note:

Berdasarkan penjelasan Pasal 28 huruf o POJK 45/POJK.03/2015 tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum yang dimaksud dengan “pemutusan hubungan kerja adalah pemutusan hubungan kerja yang terjadi bukan karena permintaan dari Direksi, Dewan Komisaris, dan/atau Pegawai yang bersangkutan namun karena adanya kebijakan Bank seperti adanya merger, konsolidasi, akuisisi atau perampingan struktur organisasi. Tidak termasuk dalam pengertian pemutusan hubungan kerja pada ayat ini adalah pemutusan hubungan kerja yang disebabkan karena pelanggaran ketentuan atau fraud.

Based on the explanation of Article 28 letter o POJK 45/POJK.03/2015 concerning Implementation of Governance in Providing Remuneration for Commercial Banks, what is meant by “termination of employment is termination of employment that occurs not due to requests from the Board of Directors, Board of Commissioners, and/or Employees concerned but due to Bank policies such as mergers, consolidations, acquisitions or streamlining of organizational structures. Not included in the definition of termination of employment in this paragraph is termination of employment due to violation of provisions or fraud.


Remunerasi yang bersifat variabel (dalam jutaan rupiah)

Variable remuneration (in millions of rupiah)

Jumlah diterima dalam 1 TahunAmount received in 1 Year

Tidak ditangguhkanNot suspended

Ditangguhkan*Suspended*

TunaiCash

6.088 2.367

SahamShare

215 2.367

Informasi terkait total sisa remunerasi yang masih ditangguhkan sebagai berikut:

Remunerasi yang bersifat variabelVariable remuneration

Yang masih ditangguhkan*Still pending*

Tunai (dalam jutaan rupiah)Cash (in millions of rupiah)

2.320

Saham (lembar)Stock (sheet)

2.121.274

18. Rincian Jumlah Remunerasi yang diberikan dalam 1 (satu) tahun meliputi:a. Remunerasi yang bersifat tetap

maupun Remunerasi yang bersifat variabel;

b. Remunerasi yang ditangguhkan dan tidak ditangguhkan; dan

c. Bentuk Remunerasi yang diberikan secara tunai dan/atau saham atau instrumen yang berbasis saham yang diterbitkan Bank.

A. Remunerasi yang Bersifat Tetap*Fixed Remuneration

1. Tunai (Juta Rp)Cash (Million IDR)

Rp30.410

2. Saham/instrument yang berbasis saham yang diterbitkan BankShares/share-based instruments issued by the Bank -

B. Remunerasi yang Bersifat Variabel*Variable Remuneration

Tidak DitangguhkanNot Suspended

DitangguhkanSuspended

1. Tunai (Juta Rp)Cash (Million IDR)

Rp6.088 Rp2.367

2. Saham/instrument yang berbasis saham yang diterbitkan BankShares/share-based instruments issued by the Bank

Rp215 Rp2.367

Information regarding the total remaining remuneration that is still pending is as follows:

18. Details of the amount of Remuneration given in 1 (one) year include:a. Fixed remuneration or variable

remuneration;

b. Deferred and non-deferred remuneration; and

c. The form of remuneration given in cash and/or shares or share-based instruments issued by the Bank.

* MRT yang berbentuk tunai dan saham dengan jangka waktu tertentu secara pro rata * MRT in the form of cash and shares with a certain period of time on a pro rata basis

Keterangan : *) Hanya untuk Material Risk Taker dan diungkapkan dalaam Juta RupiahNote : *) Only for Material Risk Takers and expressed in Million Rupiah

*Hanya untuk Material Risk Taker /Only for Material Risk Takers


19. Informasi kuantitatif terkait total sisa remunerasi yang masih ditangguhkan baik yang terekspos penyesuaian implisit maupun eksplisit, total pengurangan remunerasi yang disebabkan karena penyesuaian eksplisit selama periode laporan, dan total pengurangan remunerasi yang disebabkan karena penyesuaian implisit selama periode laporan adalah sebagai berikut:

2021

Jenis Remunerasi yang bersifat variableVariable type of remuneration

Yang Masih ditangguhkan*

Still on hold*

Total Pengurangan Selama Periode LaporanTotal Deductions During the Reporting Period

Disebabkan Penyesuaian Eksplisit

(A)Due to Explicit Adjustment (A)

Disebabkan Penyesuaian Implisit

(B)Due to Implicit Adjustment (B)

Total (A) + (B)

1. Tunai (dalam jutaan rupiah)Cash (Million IDR)

2.320 - - -

2. Saham/Instrument yang berbasis saham yang diterbitkan bank bjb (dalam lembar saham dan nominal juta rupiah yang merupakan konversi dari lembar saham tersebut)Shares/share-based instruments issued by bank bjb (in shares and a nominal million rupiah which is the conversion of these shares)

2.121.274 - - -

E.16 Transparansi Kondisi Keuangan dan Non Keuangan

Bank bjb memenuhi kewajiban transparansi dan publikasi kondisi keuangan dan non keuangan sesuai ketentuan yang berlaku melalui penyampaian dan publikasi informasi baik melalui media cetak maupun situs web Bank. Adapun bentuk transparansi keuangan dan non keuangan dimaksud antara lain:

1. Laporan Keuangan Bulanan dan Triwulan disampaikan kepada regulator;

2. Laporan Keuangan Bulanan dan Triwulan disampaikan kepada regulator dan dipublikasikan di situs web Bank juga media cetak nasional dan lokal terpilih;

3. Laporan Tahunan bank bjb disusun sesuai ketentuan yang berlaku dan disampaikan kepada stakeholder maupun shareholder Bank juga dipublikasikan melalui situs web;

4. Informasi Tata Kelola Bank di antaranya Laporan GCG Tahunan dan Laporan Tata Kelola Terintegrasi Tahunan dan dipublikasikan melalui Situs Web bank bjb;

5. Informasi Produk dan Layanan serta jaringan kantor layanan bank diinformasikan melalui situs web dan media sosial Bank secara aktif.

19. Quatitative information regarding the total remaining remuneration that is still deferred, whether exposed to implicit or explicit adjustments, the total reduction in remuneration due to explicit adjustments during the reporting period, and the total reduction in remuneration due to implicit adjustments during the reporting period are as follows:

E.16 Transparency of Financial and Non-Financial Conditions

Bank bjb fulfills the obligation of transparency and publication of financial and non-financial conditions in accordance with applicable regulations through the submission and publication of information both through print media and the Bank's website. The forms of financial and non-financial transparency are, among others:1. Monthly and Quarterly Financial Reports

submitted to regulators;2. Monthly and Quarterly Financial Reports are

submitted to regulators and published on the Bank's website as well as selected national and local print media;

3. Bank bjb's Annual Report is prepared in accordance with applicable regulations and submitted to the Bank's stakeholders and shareholders as well as published through the website;

4. Information on Bank Governance including the Annual GCG Report and the Annual Integrated Governance Report and published through the bank bjb website;

5. Information on Products and Services as well as the bank's service office network is actively informed through the Bank's website and social media.

*Hanya untuk Material Risk Taker /Only for Material Risk Takers


6. Informasi lainnya yang mendukung keterbukaan informasi, edukasi keuangan, dan layanan kepada masyarakat dilakukan melalui media informasi dan publikasi yang dimiliki Bank termasuk penyelenggaraan kegiatan korporasi.

E.17 Program Anti Korupsi

Anti korupsi merupakan satu kesatuan dari pembangunan Good Corporate Governance di suatu perusahaan. Pengelolaan anti korupsi yang baik juga dapat meningkatkan keuntungan komersial dimana semakin banyaknya investor yang menjadikan keberadaan sistem integritas sebagai indikator menilai dan mengukur kekuatan manajemen tata Kelola perusahaan. Proses pencegahan korupsi yang tepat dapat meminimalisir risiko-risiko bisnis perseroan antara lain adalah risiko terjerat hukum, risiko kerugian finansial serta risiko reputasi perseroan. Faktor tersebut membuat bank bjb sangat mementingkan topik anti korupsi dalam setiap kegiatan perseroan dan menjadikan topik ini sebagai topik material yang tidak hanya berlaku di internal perusahaan namun juga eksternal perusahaan. Dalam upaya pencegahan Korupsi, Kolusi, dan Nepotisme (KKN), bank bjb telah membentuk Unit Pengendalian Gratifikasi dan Tim Fungsi Kepatuhan Anti Penyuapan serta menyusun beberapa program yaitu:a. Sistem Manajemen Anti Penyuapan (SMAP)b. Program Pengendalian Gratifikasic. Laporan Harta Kekayaan Penyelenggara Negara

(LHKPN)

E.17.1 Sistem Manajemen Anti Penyuapan (SMAP)

Salah satu cara menjaga komitmen Perseroan dalam pengelolaan Tata Kelola yang baik adalah melaksanakan implementasi ketentuan SNI ISO 37001:2016 Sistem Manajemen Anti Penyuapan (SMAP). Implementasi ketentuan tersebut merupakan bentuk komitmen bank bjb untuk selalu bersih dan berintegritas, serta terbebas dari penyuapan. Perseroan telah memiliki Pedoman SMAP yang telah disahkan melalui Surat Keputusan Direksi No. 0728/SK/DIR-KAP/2021 tanggal 08 November 2021, yaitu:1. Organisasi

a. Dewan Komisaris b. Direksi c. Fungsi Kepatuhan Anti Penyuapan

(TIM FKAP), yang terdiri dari: 1) Divisi Kepatuhan & APU PPT 2) Divisi Manajemen Risiko 3) Divisi Hukum

6. Other information that supports information disclosure, financial education, and services to the public is carried out through information media and publications owned by the Bank, including the implementation of corporate activities.

E.17 Anti-Corruption ProgramAnti-corruption is an integral part of the development of Good Corporate Governance in a company. Good anti-corruption management can also increase commercial profits where more and more investors use the existence of an integrity system as an indicator to assess and measure the strength of corporate governance management. The right corruption prevention process can minimize the company's business risks, including the risk of being caught in the law, the risk of financial loss and the risk of the company's reputation. These factors make bank bjb attach great importance to the topic of anti-corruption in every company activity and make this topic a material topic that does not only apply to the company's internal but also external to the company. In an effort to prevent Corruption, Collusion and Nepotism (KKN), bank bjb has formed a Gratituity Control Unit and Anti-Bribery Compliance Function Team and compiled several programs, namely:

a. Anti-Bribery Management System (SMAP)b. Gratuity Control Programc. State Administrator Wealth Report (LHKPN)

E.17.1 Anti-Bribery Management System (SMAP)

One way to maintain the Company's commitment to good governance is to implement the provisions of SNI ISO 37001:2016 Anti-Bribery Management System (SMAP). The implementation of these provisions is a form of bank bjb's commitment to always be clean and with integrity, and free from bribery. The Company already has the SMAP Guidelines which have been ratified through the Decree of the Board of Directors No. 0728/SK/DIR-KAP/2021 dated November 8, 2021, namely:1. Organization

a. board of Commissionersb. Directorsc. Anti-Bribery Compliance Function

(FKAP TEAM), which consists of:1) PPT Compliance & AML Division2) Risk Management Division3) Legal Division


4) Satuan Kerja Audit Internal (SKAI) d. Unit Kerja Penerap SMAP e. Unit Kerja Pendukung

2. Faktor – faktor yang mempengaruhi implementasi SMAPDalam proses pengendalian SMAP, Perseroan melakukan identifikasi faktor internal dan eksternal melalui proses pemetaan isu berdasarkan: a. Ukuran, struktur dan pendelegasian

pengambilan keputusan;b. Lokasi dan sektor dimana Bank

beroperasi atau melakukan antisipasi pengoperasian;

c. Sifat, skala dan kompleksitas dari aktivitas, operasi serta model bisnis;

d. Entitas dimana Bank mempunyai kendali;

e. Entitas yang menerapkan kendali terhadap Bank;

f. Sifat dan jangkauan interaksi dengan pejabat publik;

g. Peraturan perundang-undangan, regulasi, kontrak serta kewajiban dan tugas professional.

Perseroan menetapkan ruang lingkup penerapan SMAP berdasarkan analisis faktor internal dan eksternal, kebutuhan dan harapan pemangku kepentingan serta pertimbangan proses bisnis.

3. Perseroan menetapkan metode penilaian risiko penyuapan (Bribery risk) yang meliputi:a. Identifikasi risiko penyuapan

dilakukan oleh unit kerja dengan supervisi dari pimpinan dari unit kerja masing-masing melalui self assessment secara berkala dan/atau pada saat terjadi perubahan terhadap struktur organisasi atau proses bisnis yang mempengaruhi tingkat risiko penyuapan;

b. Penilaian risiko dilakukan oleh unit kerja setiap 1 (satu) tahun sekali sehingga perubahan dan risiko baru dapat dinilai secara tepat;

c. Setiap unit kerja wajib melakukan self assessment penilaian risiko penyuapan secara jujur dan dapat mencerminkan kondisi yang riil;

d. Divisi Manajemen Risiko melakukan pemantauan risiko secara keseluruhan berdasarkan hasil pengisian risiko penyuapan masing-masing unit kerja melalui mapping risiko penyuapan Bank;

4) Internal Audit Unit (SKAI)d. SMAP Implementation Unite. Support Work Unit

2. Factors influencing SMAP implementation In the SMAP control process, the Company

identifies internal and external factors through an issue mapping process based on:a. Size, structure and delegation of

decision making;b. Locations and sectors where the Bank

operates or anticipates operations;

c. The nature, scale and complexity of the activities, operations and business models;

d. Entity over which the Bank has control;e. Entity exercising control over the

Bank;f. The nature and extent of interaction

with public officials;g. Laws and regulations, regulations,

contracts and professional obligations and duties.

The Company determines the scope of SMAP implementation based on analysis of internal and external factors, needs and expectations of stakeholders as well as business process considerations.

3. The Company establishes the Bribery risk assessment method which includes:

a. The identification of bribery risk is carried out by work units with supervision from the leadership of each work unit through periodic self-assessments and/or when there are changes to the organizational structure or business processes that affect the level of bribery risk;

b. Risk assessment is carried out by the work unit once every 1 (one) year so that changes and new risks can be assessed appropriately;

c. Each work unit is required to conduct a self-assessment of bribery risk assessment honestly and can reflect real conditions;

d. The Risk Management Division carries out overall risk monitoring based on the results of filling in the bribery risk of each work unit through mapping the Bank's bribery risk;


e. Pengendalian risiko dilakukan oleh masing-masing unit kerja sesuai dengan hasil penilaian risiko penyuapan;

f. Evaluasi efektivitas pelaksanaan pengendalian risiko dilakukan melalui Audit Internal SMAP serta rapat tinjauan Direksi dan Dewan Komisaris sebagai salah satu pembahasan efektivitas dalam mengendalikan risiko penyuapan.

Setiap Unit kerja Penerap dan Pendukung menyimpan bukti penilaian risiko untuk memastikan bahwa penilaian risiko penyuapan telah dilaksanakan dan digunakan untuk merancang atau meningkatkan SMAP di Bank. Penilaian secara self assessment risiko harus dilakukan minimal 1 (satu) kali dalam 1 (satu) tahun untuk memastikan keefektifan dari rencana pengendalian pada masing-masing risiko.

E.17.2 Kebijakan Anti Gratifikasi

Dalam upaya melakukan pencegahan Korupsi, Kolusi dan Nepotisme (KKN), Perseroan telah membentuk program pengendalian gratifkasi yang sebagaimana tertuang dalam Pedoman Pengendalian Gratifikasi Nomor 0694/SK/DIR-KP/2019 yang memberikan arah serta acuan bagi segenap organisasi Perseroan di dalam menanggulangi praktik saling memberi (penerimaan, penolakan, maupun pemberian) di lingkungan Perseroan sehingga pengelolaan gratifikasi pada Perseroan dapat sesuai dengan prinsip-prinsip tata kelola perusahaan yang baik. Dengan ditetapkannya pedoman ini, Perseroan diharapkan dapat mendorong terlaksananya etika bisnis yang tinggi serta mencegah timbulnya benturan kepentingan, kecurangan serta perilaku penyimpangan lain di lingkunan perseroan.Perseroan secara berkesinambungan melakukan monitoring dan evaluasi program pengendalian gratifikasi sebagai bentuk komitmen bank bjb dengan KPK dalam melaksanakan program pengendalian gratifikasi dan perseroan telah melaksanakan sosialisasi yang diselenggarakan dalam bentuk Training of Trainer kepada perwakilan level Managerial di Kantor Cabang.

Program pengendalian gratifikasi adalah sekumpulan perangkat dan rangkaian kegiatan serta mekanisme pengendalian gratifikasi secara berkesinambungan guna menjaga

e. Risk control is carried out by each work unit in accordance with the results of the bribery risk assessment;

f. Evaluation of the effectiveness of the implementation of risk control is carried out through the SMAP Internal Audit and review meetings of the Board of Directors and the Board of Commissioners as one of the discussions on effectiveness in controlling bribery risk.

Each Implementing and Supporting Unit maintains evidence of risk assessment to ensure that the bribery risk assessment has been carried out and used to design or improve the SMAP in the Bank. Risk self-assessment assessment must be carried out at least 1 (one) time in 1 (one) year to ensure the effectiveness of the control plan for each risk.

E.17.2 Anti-Gratituity Policy

In an effort to prevent Corruption, Collusion and Nepotism (KKN), the Company has established a gratituity control program as stated in the Gratituity Control Guidelines Number 0694/SK/DIR-KP/2019 which provides direction and reference for all the Company's organizations in tackling mutual practices. giving (acceptance, rejection, or giving) within the Company so that the management of gratuities in the Company can be in accordance with the principles of good corporate governance. With the enactment of these guidelines, the Company is expected to be able to encourage the implementation of high business ethics and prevent conflicts of interest, fraud and other irregular behavior within the company.

The company continuously monitors and evaluates the gratituity control program as a form of bank bjb's commitment to the KPK in implementing the gratituity control program and the company has carried out socialization which was held in the form of Training of Trainers to Managerial level representatives at Branch Offices.

Gratituity control program is a set of tools and a series of activities as well as a continuous gratituity control mechanism in order to maintain the integrity of


integritas pegawai dari praktik gratifikasi yang dilarang. Program Pengendalian Gratifikasi merupakan program kerja sama yang dilakukan antara bank bjb dengan Komisi Pemberantasan Korupsi (KPK) Indonesia berdasarkan komitmen bersama/kesepakatan kerjasama antara bank bjb dengan KPK yang ditandatangani pada 25 Maret 2011. bank bjb merupakan bank pertama di Indonesia yang melakukan kerja sama dengan KPK terkait Program Pengendalian Gratifikasi. Adapun penerapan Program Pengendalian Gratifikasi diawali dengan penerapan budaya perusahaan yang didalamnya terdapat tata nilai atau nilai – nilai utama yang menjadi corporate value bank bjb.Dalam mewujudkan komitmen Program Pengendalian Gratifikasi maka corporate value bank bjb dijabarkan dalam bentuk code of conduct (etika usaha dan tata perilaku) untuk menjadi acuan perilaku bagi Dewan Komisaris, Direksi dan seluruh pegawai bank bjb dalam mengelola perusahaan guna mencapai visi, misi dan tujuan Perseroan. Salah satu etika perilaku yang terdapat pada code of conduct yaitu standar etika untuk menghindari benturan kepentingan (penanganan benturan kepentingan/conflict of interest) dan penyalahgunaan jabatan serta etika untuk tidak menerima gratifikasi dalam bentuk apapun yang berhubungan dengan jabatan, tugas serta kewenangannya. Program pengendalian gratifikasi terdiri dari pembuatan perangkat aturan tentang pengendalian gratifikasi, etika usaha dan tata perilaku (code of conduct) pembentukan organisasi yang mengelola pengendalian gratifikasi, kegiatan sosialisasi/diseminasi tentang aturan pengendalian gratifikasi dan peningkatan kesadaran individu dan organisasi tentang gratifikasi serta implementasi pengelolaan pelaporan penerimaan gratifikasi yang berkoordinasi dengan pihak KPK.a. Pengelolaan Pengendalian Gratifikasi

Unit Pengendalian Gratifikasi adalah unit yang memiliki kapasitas untuk melaksanakan fungsi pengelolaan gratifikasi di bank bjb, baik dalam penyusunan Pedoman pengendalian gratifikasi hingga melakukan koordinasi bersama dengan pihak Komisi Pemberantasan Korupasi (KPK). Unit Pengendalian Gratifikasi bank bjb dalam menjalankan fungsi pengelolaan gratifikasi baik pengaduan, penanganan

employees from prohibited gratituity practices. The Gratituity Control Program is a cooperation program carried out between bank bjb and the Indonesian Corruption Eradication Commission (KPK) based on a joint commitment/cooperation agreement between bank bjb and the KPK which was signed on March 25, 2011. bank bjb is the first bank in Indonesia to cooperate with KPK related to the Gratituity Control Program. The implementation of the Gratituity Control Program begins with the implementation of a corporate culture in which there are core values or values that become bank bjb's corporate values.

In realizing the commitment to the Gratituity Control Program, bank bjb's corporate values are described in the form of a code of conduct (business ethics and behavior) to become a behavioral reference for the Board of Commissioners, Directors and all employees of bank bjb in managing the company in order to achieve the vision, mission and goals of the Company. One of the ethical behaviors contained in the code of conduct is ethical standards to avoid conflicts of interest (handling conflicts of interest/conflict of interest) and abuse of office as well as ethics not to accept gratuities in any form related to their positions, duties and authorities.

The gratituity control program consists of making a set of rules on gratituity control, business ethics and code of conduct, establishing an organization that manages gratituity control, outreach/dissemination activities on gratituity control rules and increasing individual and organizational awareness about gratituity as well as implementing revenue reporting management. gratuities in coordination with the KPK.

a. Gratuity Control Management Gratituity ratification Control Unit is a

unit that has the capacity to carry out the function of gratituity management at bank bjb, both in the preparation of guidelines for gratituity gratituity control to coordinating with the Corruption Eradication Commission (KPK). The Gratituity Control Unit of bank bjb in carrying out the function of gratituity management, both complaints, handling and submission of reports on acceptance/


dan penyampaian pelaporan penerimaan/penolakan gratifikasi melalui mekanisme antara lain sebagai berikut: 1) Menerima laporan atas penerimaan/

penolakan gratifikasi yang dilaksanakan selambat-lambatnya 7 hari kerja sejak adanya penerimaan/penolakan gratifikasi tersebut oleh pelapor kepada Divisi Kepatuhan & APU PPT;

2) Melakukan analisa dan review atas laporan penerimaan gratifikasi sejak diterimanya laporan hingga penginputan melalui sistem aplikasi Gratifikasi Online (GOL) dengan SLA 7 hari kerja;

3) Realisasi pelaksanaan yang telah dilakukan dari penerimaan laporan gratifikasi hingga dilakukan input kepada sistem aplikasi Gratifikasi Online (GOL) yaitu 1-2 hari kerja;

4) Melakukan monitoring, koordinasi dan memberikan arahan kepada pelapor terhadap mekanisme pelaporan/penolakan gratifikasi, pengelolaan barang-barang atau objek gratifikasi yang dilaporkan;

5) Melaksanakan program kerja pengendalian gratifikasi yang telah disampaikan kepada KPK dan melaporkan pelaksanaan program kerja pengendalian gratifikasi tersebut kepada KPK setiap Triwulan.

6) Sosialisasi Kebijakan Gratifikasi;Dalam melaksanakan program pengendalian gratifikasi dan perseroan telah melaksanakan sosialisasi yang diselenggarakan dalam bentuk Training of Trainer kepada perwakilan level Managerial di Kantor Cabang.

b. Laporan Gratifikasi Tahun 2021Dalam implementasi pengelolaan pelaporan gratifikasi selama tahun 2021 telah diterima sebanyak 81 (delapan puluh satu) laporan penerimaan gratifikasi, dimana terdapat 60 (enam puluh) pelaporan yang telah mendapatkan keputusan penetapan dari KPK dan 21 (dua puluh satu) laporan belum mendapatkan penetapan dari KPK.

rejection of gratituity through the following mechanisms:1) Receive a report on the acceptance/

rejection of gratituity carried out no later than 7 working days from the receipt/rejection of the gratituity by the reporter to the Compliance Division & AML&CFT;

2) Analyze and review the gratituity receipt report from the receipt of the report to the input through the Online Gratituity ratification application system (GOL) with an SLA of 7 working days;

3) The realization of the implementation that has been carried out from receiving the gratituity report to inputting the Gratituity Online (GOL) application system, which is 1-2 working days;

4) Monitoring, coordinating and providing direction to the reporter on the mechanism for reporting/rejecting gratituity, managing the goods or objects of the reported gratituity;

5) Carry out the gratituity control work program that has been submitted to the KPK and report the implementation of the gratituity control work program to the KPK every quarter.

6) Gratituity Policy Socialization; In implementing the gratituity control

program, the company has carried out socialization held in the form of Training of Trainers to Managerial level representatives at Branch Offices.

b. 2021 Gratituity Report In the implementation of gratituity

reporting management during 2021, 81 (eighty one) reports of receipt of gratituity have been received, of which there are 60 (sixty) reports that have received a determination from the KPK and 21 (twenty one) reports have not received a determination from the KPK.


E.17.3 Pengelolaan Harta Kekayaan Penyelenggara Negara

Sebagai Perseroan yang kegiatan usahanya dilandaskan kepada prinsip kepercayaan, bank bjb perlu menjaga serta menumbuhkan integritas seluruh pegawai. Integritas pegawai dapat tercermin dari prilaku yang beretika yang dapat menghindari setiap pegawai dari praktik-praktik yang tidak sesuai dengan nilai-nilai Perseroan. Hal ini perlu dilaksanakan oleh bank bjb sebagai upayanya di dalam menjaga pemenuhan hak-hak para Pemangku Kepentingan melalui pelaksanaan proses bisnis yang bersih dan sehat. Salah satu upaya yang dapat dilaksanakan oleh bank bjb di dalam menjaga serta menumbuhkan integritas Pegawai adalah melalui penyampaian Laporan Harta Kekayaan. Upaya tersebut sejalan dengan usaha Pemerintah dalam menumbuhkan integritas pegawai negeri/penyelenggara negara yang diberlakukan hampir di seluruh instansi pemerintahan, BUMN dan BUMD. Sehubungan dengan adanya perubahan pelaporan LHKPN melalui sistem e-lhkpn, bank bjb telah melakukan penyesuaian terhadap ketentuan Pedoman LHKPN melalui penetapan Surat Keputusan Direksi Nomor 1155/SK/DIR-KP/2018 tanggal 4 Oktober 2018 tentang Pedoman Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Pada tahun pelaporan 2020, bank bjb menetapkan jumlah Wajib Lapor sebanyak 1.234 orang, dengan tingkat kepatuhan pelaporan LHKPN sebesar 100%.

E.18 Kode Etik

Kode etik adalah suatu sistem norma, nilai dan juga aturan profesional tertulis yang secara tegas menyatakan perbuatan apa saja yang benar atau salah, perbuatan apa yang harus dilakukan dan perbuatan apa yang harus dihindari. Secara singkatnya definisi kode etik yaitu suatu pola aturan, tata cara, tanda, pedoman etis ketika melakukan suatu kegiatan atau suatu pekerjaan. bank bjb memandang penting dan memberikan perhatian yang khusus terhadap penerapan kode etik. Oleh sebab itu bank bjb telah menetapkan Code of Conduct yang menjadi pedoman insan bank dalam membangun hubungan dengan para pemangku kepentingan (stakeholders).

E.17.2 Asset Management of State Administrators

As a company whose business activities are based on the principle of trust, bank bjb needs to maintain and grow the integrity of all employees. Employee integrity can be reflected in ethical behavior that can prevent every employee from practices that are not in accordance with the Company's values. This needs to be carried out by bank bjb as an effort to maintain the fulfillment of the rights of stakeholders through the implementation of clean and healthy business processes.

One of the efforts that can be carried out by bank bjb in maintaining and growing employee integrity is through the submission of a Wealth Report. These efforts are in line with the Government's efforts to foster the integrity of civil servants/state administrators which are enforced in almost all government agencies, BUMN and BUMD. In connection with the change in LHKPN reporting through the e-lhkpn system, bank bjb has made adjustments to the provisions of the LHKPN Guidelines through the determination of the Decree of the Board of Directors Number 1155/SK/DIR-KP/2018 dated October 4, 2018 concerning Guidelines for Reporting State Administrators Wealth (LHKPN) . In the 2020 reporting year, bank bjb determined the number of Reporting Obligations to be 1,234 people, with a LHKPN reporting compliance rate of 100%.

E.18 Code of Ethics

The code of ethics is a system of norms, values and written professional rules that explicitly state what actions are right or wrong, what actions must be taken and what actions should be avoided. In short, the definition of a code of ethics is a pattern of rules, procedures, signs, ethical guidelines when carrying out an activity or a job. bank bjb views it as important and pays special attention to the implementation of the code of ethics. Therefore, bank bjb has established a Code of Conduct which is a guide for bank personnel in building relationships with stakeholders.


Di samping itu, kode etik merupakan salah satu perangkat yang ditetapkan Bank dalam menjaga dan meningkatkan integritas seluruh insan bjb pada kerangka penerapan Good Corporate Governance (GCG) sehingga pengimplementasiannya dapat dilakukan secara konsisten. Dalam rangka menegakkan kode etik maka seluruh Pengurus dan seluruh pegawai telah menyampaikan komitmennya melalui penandatanganan pernyataan Integritas. Adapun pokok – pokok Kode Etik diatur melalui Surat Keputusan Direksi Nomor 709/ SK/DIR/KP/2014 tanggal 7 Oktober 2014 tentang Etika Usaha dan Tata Perilaku (Code of Conduct) PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., kode etik bank bjb merupakan pedoman yang menjelaskan etika usaha dan tata perilaku insan bank bjb untuk melaksanakan praktik-praktik pengelolaan perusahaan yang baik. Di dalam pedoman tersebut bank bjb mengatur mengenai:

No Standar Etika UsahaStandards of Business Ethics

1 Etika Perusahaan dengan pegawai.Company Ethics with employees.

2 Etika Perusahaan dengan nasabah.Company Ethics with customers.

3 Etika Perusahaan dengan pesaing.Company Ethics with competitors.

4 Etika Perusahaan dengan penyedia barang/jasa.Company Ethics with providers of goods/services.

5 Etika Perusahaan dengan stakeholder.Corporate Ethics with stakeholders.

6 Etika Perusahaan dengan shareholderCorporate Ethics with shareholders

7 Etika Perusahaan dengan pemerintah.Corporate Ethics with the government.

8 Etika Perusahaan dengan masyarakat.Company Ethics with society.

9 Etika Perusahaan dengan media massaCorporate Ethics with mass media

10 Etika Perusahaan dengan organisasi profesi.Corporate Ethics with professional organizations.

No Standar Tata PerilakuCode of Conduct

1 Etika kerja sesama insan bank bjbWork ethic among bank bjb people

2 Menjaga kerahasiaan data dan informasi perusahaanMaintain the confidentiality of company data and information

3 Menjaga harta perusahaanProtect company property

4 Mencatat data dan pelaporanRecord data and reporting

5 Menghindari benturan kepentingan dan penyalahgunaan jabatanAvoid conflicts of interest and abuse of office

6 Menerima hadiah atau fasilitas.Receive gifts or perks.

7 Menolak penerimaan hadiah atau fasilitas.Refuse to accept gifts or perks.

In addition, the code of ethics is one of the tools set by the Bank in maintaining and improving the integrity of all bjb personnel in the framework of implementing Good Corporate Governance (GCG) so that its implementation can be carried out consistently. In order to enforce the code of ethics, all Management and all employees have conveyed their commitment through signing the Integrity statement. The main points of the Code of Ethics are regulated through the Decree of the Board of Directors Number 709/SK/DIR/KP/2014 dated October 7, 2014 concerning Business Ethics and Code of Conduct for PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., code of ethics bank bjb is a guideline that explains the business ethics and behavior of bank bjb personnel to implement good corporate management practices. In these guidelines, bank bjb regulates:


No Standar Tata PerilakuCode of Conduct

8 Memberi hadiah atau fasilitasGive gifts or facilities

9 Permintaan hadiah atau fasilitas.Request for gifts or perks.

10 Penyalahgunaan narkotika dan obat terlarang (narkoba)Abuse of narcotics and illegal drugs (drugs)

11 Tidak melanggar pakta integritas.Do not violate the integrity pact.

12 Aktivitas politik.Political activity.

Kepatuhan Terhadap Kode EtikKode etik bank bjb menjadi standar perilaku yang wajar, patut dan dapat dipercaya untuk semua insan bank bjb dalam melaksanakan kegiatan usaha termasuk berinteraksi dengan pemangku kepentingan. Untuk itu, Kode etik bank bjb berlaku bagi seluruh insan bank bjb di seluruh jenjang organisasi. Penerapan pedoman kode etik bank bjb dilaksanakan secara terus menerus dan berkesinambungan dalam bentuk sikap, perbuatan, komitmen dan ketentuan mendukung terciptanya budaya perusahaan.

Penyebarluasan Kode EtikKode Etik disosialisasikan melalui kegiatan - kegiatan sosialisasi yang dilaksanakan oleh Satuan Kerja Kepatuhan serta pada kesempatan pendidikan dan pelatihan oleh Satuan Kerja Kepatuhan.

Upaya Penerapan dan Penegakan Kode Etik

Upaya dalam penerapan dan penegakan kode etik, bank bjb telah mempunyai ketentuan internal yaitu Surat Keputusan Direksi Nomor 0139/ SK/DIR-HC/2017 tanggal 4 Mei 2017 tentang Pedoman Disiplin Pegawai. Ketentuan dimaksud diterapkan untuk mengamankan kepentingan Bank, menegakkan tata tertib pegawai lingkungan bank bjb dan sebagai sarana pembinaan pegawai.

Jenis Sanksi Pelanggaran Kode Etik

Pedoman Disiplin Pegawai memiliki bentuk sanksi kepegawaian antara lain:

1. Ganti Kerugian 2. Sanksi Administratif Tingkat dan Jenis Sanksi

Administratif terdiri dari: a. Sanksi administratif Ringan berupa Pembinaan

dan Teguran;b. Sanksi adminitratif Sedang berupa Peringatan I,

Peringatan II, dan Peringatan III;c. Sanksi adminitratif Berat berupa Pernyataan

Tidak Puas dan Pemberhentian Sebagai Pegawai.

Compliance with the Code of Ethics

The bank bjb code of ethics is a standard of behavior that is reasonable, appropriate and trustworthy for all bank bjb personnel in carrying out business activities including interacting with stakeholders. For this reason, the bank bjb code of ethics applies to all bank bjb personnel at all levels of the organization. The implementation of the bank bjb code of ethics guidelines is carried out continuously and continuously in the form of attitudes, actions, commitments and provisions to support the creation of a corporate culture.

Dissemination of the Code of EthicsThe Code of Ethics is socialized through outreach activities carried out by the Compliance Unit as well as on educational and training opportunities by the Compliance Unit.

Efforts to Implement and Enforce the Code of Ethics Efforts in implementing and enforcing the code of ethics, bank bjb already has internal provisions, namely the Decree of the Board of Directors Number 0139/SK/DIR-HC/2017 dated May 4, 2017 concerning Guidelines for Employee Discipline. The provisions referred to are applied to secure the interests of the Bank, enforce the rules of conduct for bank bjb employees and as a means of developing employees.

Dissemination of the Code of EthicsEmployee Discipline Guidelines have the form of employment sanctions, including:

1. Compensation2. Administrative Sanctions Levels and Types of

Administrative Sanctions consist of: a. Minor administrative sanctions in the form of

coaching and reprimand;b. Moderate administrative sanctions in the form

of Warning I, Warning II, and Warning III;c. Severe administrative sanctions in the form of a

statement of dissatisfaction and dismissal as an employee.


Jumlah Pelanggaran dan Sanksi yang Diberikan

Pemberian sanksi telah dilaksanakan berdasarkan Pedoman Disiplin Pegawai No. 0139/SK/DIR-HC/2017 yang ditetapkan pada tanggal 4 Mei 2017. Selama tahun 2021, sanksi yang diberikan kepada pegawai sebanyak 98 (sembilan puluh delapan) orang dengan rincian sebagai berikut:

Jenis SanksiSanctions

Jumlah / Total

2021 2020 2019

Berat / Gross Violation 26 28 28

Ringan / Minor Offense 37 31 65

Sedang / Moderate Violation 35 14 40

Grand Total 98 73 133

E.19 Whistleblowing System

Whistleblowing System berperan penting dalam meningkatkan pelaksanaan Tata Kelola Bank yang baik dan merupakan bagian dari pemeliharaan budaya dan kepedulian atas anti fraud di jajaran organisasi bank bjb. Dalam rangka meningkatkan efektivitas penerapan Tata Kelola yang baik melalui peran aktif para pelapor (whistleblower) maka bank bjb telah membentuk Sistem Pengaduan Pelanggaran berupa bjbWBS (Whistleblowing System). Kebijakan Whistleblowing System bank bjb dituangkan dalam Surat Keputusan Direksi Nomor 708/ SK/DIR-KP/2014 tanggal 7 Oktober 2014 tentang Tata Kerja Pelaporan Pelanggaran (Whistleblowing) di Lingkungan PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk., yang telah diperbaharui dalam Surat Keputusan Direksi Nomor 1079/SK/DIRAI/2016 tanggal 1 Desember 2016 tentang Standar Operasional Prosedur (SOP) Whistleblowing System, dengan pengelolaan sebagai berikut :1. Pengelolaan Whistleblowing System

a. Penyampaian Laporan PelanggaranPenyampaian laporan kejadian indikasi fraud (whistleblowing) dapat dilakukan oleh seluruh pihak baik internal maupun eksternal kepada bank bjb melalui website bank bjb, yaitu pada:

1) Aplikasi bjbWBS yaitu https://bjbwbs.bankbjb. co.id

2) Surat kepada alamat Satuan Kerja Audit Internal, Menara bank bjb Lt. 6, Jalan Naripan 12-14, Bandung 40111.

3) Korespondensi melalui email: [email protected]

Number of Violations and Sanctions Given

The sanctions have been implemented based on the Employee Discipline Guidelines No. 0139/SK/DIR-HC/2017 which was stipulated on May 4, 2017. During 2021, sanctions were given to 98 (ninety-eight) employees with:

E.19 Whistleblowing System

The Whistleblowing System plays an important role in improving the implementation of good Bank Governance and is part of maintaining the culture and awareness of anti-fraud within the ranks of the bank bjb organization. In order to increase the effectiveness of the implementation of good governance through the active role of the whistleblowers, bank bjb has established a Whistleblowing System in the form of bjbWBS (Whistleblowing System). Bank bjb's Whistleblowing System policy is stated in the Decree of the Board of Directors Number 708/SK/DIR-KP/2014 dated October 7, 2014 regarding the Work Procedure for Reporting Violations (Whistleblowing) within PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk., which has been updated in Decree of the Board of Directors Number 1079/SK/DIRAI/2016 dated December 1, 2016 concerning Standard Operating Procedures (SOP) for Whistleblowing System, with the following management:1. Whistleblowing System Management

a. Submission of Violation ReportsSubmission of reports of incidents of indications of fraud (whistleblowing) can be made by all parties, both internal and external to bank bjb through the bank bjb website, namely on:1) The WBS application is https://bjbwbs.

bankbjb. co.id2) Letter to the address of the Internal Audit

Unit, Menara bank bjb Lt. 6, Jalan Naripan 12-14, Bandung 40111.

3) Correspondence by email: [email protected]


Sarana penyampaian laporan pengungkapan kejadian indikasi fraud merupakan fasilitas komunikasi yang bersifat independen, bebas dan rahasia, sehingga setiap laporan yang disampaikan akan diterima langsung oleh pengelola Whistleblowing System.

b. Penanganan Pengaduan1) Setiap proses penanganan laporan

pengungkapan kejadian indikasi fraud merupakan kewenangan pengelola Whistleblowing System yang dilakukan oleh Unit Kerja Anti Fraud pada Satuan Kerja Audit Internal;

2) Untuk menjamin kerahasiaan identitas pelapor, setiap laporan diberi nomor referensi unik dan setiap nama pelapor diganti dengan nama samaran/nama alias;

3) Bilamana diperlukan akan dilakukan investigasi lebih lanjut. Dalam melakukan proses tindak lanjut atas setiap pelaporan wajib mengedepankan kerahasiaan, asas praduga tak bersalah dan profesionalisme;

4) Fasilitas/media saluran penyampaian pelaporan pelanggaran bersifat independen, bebas dan rahasia;

5) Pihak yang melanggar prinsip kerahasiaan tersebut akan diberikan sanksi yang berat sesuai ketentuan yang berlaku di bank bjb.

c. Jenis Pelanggaran yang Dapat Dilaporkan :1) Kecurangan;2) Penggelapan;3) Pemalsuan;4) Korupsi;5) Pemerasan;6) Penipuan7) Pembocoran Informasi;8) Tindak Pidana Bidang Perbankan;9) Tindakan Lainnya.

d. Untuk meningkatkan efektivitas penanganan laporan, pelapor dapat menyampaikan beberapa informasi berikut:1. Identitas diri, meliputi nama pelapor

(diperbolehkan anonim), nomor telepon atau alamat email yang dapat dihubungi;

2. Memberikan indikasi awal yang dapat dipertimbangkan, meliputi: a) Pihak yang terlibat;b) Bentuk/jenis fraud ;

The means of submitting reports on disclosure of fraud indications is a communication facility that is independent, free and confidential, so that every report submitted will be received directly by the Whistleblowing System manager.

b. Submission of Violation Reports1) Each process of handling reports of

disclosure of fraud indications is the authority of the Whistleblowing System manager which is carried out by the Anti Fraud Work Unit in the Internal Audit Work Unit;

2) To ensure the confidentiality of the reporter's identity, each report is assigned a unique reference number and each reporter's name is replaced with a pseudonym/alias;

3) If necessary, further investigation will be carried out. In carrying out the follow-up process on each report, it is obligatory to prioritize confidentiality, the principle of presumption of innocence and professionalism;

4) The facilities/media for reporting violations are independent, free and confidential;

5) Parties who violate the confidentiality principle will be given severe sanctions in accordance with the applicable regulations at bank bjb.

c. Types of Violations That Can Be Reported:1) Fraud;2) Embezzlement;3) Counterfeiting;4) Corruption;5) Extortion;6) Scam7) Information Leakage;8) Criminal Acts in the Banking Sector;9) Other Actions.

d. To improve the effectiveness of handling reports, the reporter can submit the following information:1. Identity, including the name of the

complainant (allowed to be anonymous), telephone number or email address that can be contacted;

2. Provide early indications that may be considered, including:a) Parties involved;b) Form/type of fraud;


c) Lokasi dan waktu kejadian; d) Kronologis kejadian ;e) Informasi/keterangan lainnya.

e. Pengelola Laporan PelanggaranEfektivitas penerapan Whistleblowing System bank bjb dikelola oleh Satuan Kerja Audit Internal yang bertanggung jawab secara langsung kepada Direktur Utama serta memiliki hubungan komunikasi kepada Dewan Komisaris.

2. Sosialisasi Whistleblowing SystemUntuk meningkatkan pemahaman mengenai Whistleblowing System kepada seluruh tingkatan pegawai, bank bjb secara konsisten melakukan presentasi kepada masing-masing unit kerja serta menampilkan materi dalam screen display pada workstation setiap pegawai.

3. Jumlah Pengaduan dan Tindak Lanjutnya

Media Penyampaian LaporanReport Submission Media

JumlahTotal

Tindaklanjut / Follow-up

Laporan Ditutup (Tidak Terbukti)Report Closed

(Not Proven

Laporan Masih Dalam Proses (Proses Audit/ Proses Pelaporan/ Proses

Lintas Divisi)Report in Process

(Audit Process/Reporting Process/

Cross-Division Process)

Laporan SelesaiReport has been

Done

Laporan Diteruskan kepada Penyidik

The Report Continued

with Legal Efforts

Aplikasi bjbWBSbjbWBS App 40 39 1 - -

Surat atau Melaporkan Secara LangsungLetters or Reporting Directly

12 - - 12 11

Pada tahun 2021 terdapat 52 (lima puluh dua) pengaduan melalui Whistleblowing System. Selama tahun 2021 bank bjb telah berupaya melakukan langkah-langkah sebagai bentuk tindak lanjut penyelesaian tindakan fraud, antara lain: a. Pemberian sanksi kepegawaian dengan kriteria

sanksi sebagai berikut: 1) Pembinaan;2) Teguran;3) Peringatan I;4) Peringatan II;5) Peringatan III;6) Pernyataan Tidak Puas;7) Pemberhentian sebagai pegawai.

b. Upaya hukum dengan melaporkan pelaku fraud ke Aparat Penegak Hukum (APH) sebagai bagian dari implementasi program “Zero Tolerance For Fraud”

c) Location and time of the incident;d) Chronology of events;e) Other information/information.

e. Violation Report Manager The effectiveness of the implementation of the

bank bjb Whistleblowing System is managed by the Internal Audit Unit which is responsible directly to the President Director and has a communication relationship with the Board of Commissioners.

2. Whistleblowing System Socialization To improve understanding of the Whistleblowing

System to all levels of employees, bank bjb consistently makes presentations to each work unit and displays material on screen displays on each employee's workstation.

3. Number of Complaints and Follow-up

In 2021 there were 52 (fifty-two) complaints through the Whistleblowing System. During 2021 bank bjb has attempted to take steps as a form of follow-up to the settlement of fraud, including:a. Provision of employment sanctions with the

following sanctions criteria:

1) coaching;2) rebuke;3) Warning I;4) Warning II;5) Warning III;6) Statement of Dissatisfaction;7) Dismissal as an employee.

b. Legal efforts by reporting fraud perpetrators to the Law Enforcement Apparatus (APH) as part of the implementation of the "Zero Tolerance For Fraud" program


4. Whistleblower Protection a) The Bank is committed to protecting

whistleblowers who disclose fraud indications in good faith.

b) The whistleblower is protected by the Bank from threats, intimidation, employment rights, lawsuits, property damage, physical action, punishment or other unpleasant actions from the reported party, the bank or from any party as long as the complainant maintains the confidentiality of the case reported to any party.

c) Protection against whistleblowers also applies to employees who carry out the investigation process as well as those who provide information related to reports on disclosure of indications of fraud.

d) The whistleblower who submits a false/slanderous violation report is not entitled to the whistleblower's protection.

e) The Bank guarantees the protection of the confidentiality of the reporter's identity.

E.20 Implementation of ISO 37301: 2021 Compliance Management System Certification

Aims to create more effective compliance management based on international standards. This certification is carried out within the scope of the corporate and commercial loan application and disbursement process at the Head Office and Main Branch Offices.

4. Perlindungan Bagi Whistleblowera. Bank berkomitmen untuk melindungi pelapor

pengungkapan kejadian indikasi fraud yang beritikad baik.

b. Pelapor dilindungi oleh Bank dari bentuk ancaman, intimidasi, hak-hak kepegawaian, gugatan hukum, pengrusakan harta benda, tindakan fisik, hukuman maupun tindakan tidak menyenangkan lainnya dari terlapor, bank atau dari pihak manapun selama pelapor menjaga kerahasiaan kasus yang diadukan kepada pihak manapun.

c. Perlindungan terhadap pelapor juga berlaku bagi pegawai yang melaksanakan proses investigasi maupun pihak yang memberikan informasi terkait dengan laporan pengungkapan indikasi fraud.

d. Pelapor yang menyampaikan laporan pelanggaran yang bersifat palsu/fitnah tidak berhak mendapatkan perlindungan pelapor.

e. Bank menjamin atas perlindungan kerahasiaan identitas pelapor.

E.20 Penerapan Sertifikasi ISO 37301: 2021 Sistem Manajemen Kepatuhan

Bertujuan untuk menciptakan manajemen kepatuhan yang lebih efektif berdasarkan standar internasional. Sertifikasi ini dilaksanakan pada lingkup proses pengajuan dan pencairan kredit korporasi dan komersial pada Kantor Pusat serta Kantor Cabang Utama.


E.21 Achievements in the Implementation of Good Corporate Governance

E.21 Pencapaian Dalam Penerapan Tata Kelola Perusahaan

bank bjb dinobatkan sebagai peraih penghargaan 1st The Best Indonesia GCG Award VI 2021 Category BPD BUKU 3 Public Company dalam ajang bergengsi Indonesia Good Corporate Governance Award 2021.

bank bjb was awarded as the winner of the 1st The Best Indonesia GCG Award VI 2021 Category BPD Commercial Bank Business Activities 3 Public Company in the prestigious Indonesia Good Corporate Governance Award 2021.

The Indonesian Institute for Corporate Governance (IICG) melalui penilaian program Corporate Governance Perception Index (CGPI) melakukan penilaian terhadap GCG bank bjb dengan hasil penilaian yaitu bank bjb termasuk dalam kategori

Trusted Company dengan skor 83,74

The Indonesian Institute for Corporate Governance (IICG) through the assessment of the Corporate Governance Perception Index (CGPI) program conducted an assessment of bank bjb's GCG with the results of the assessment that bank bjb was included in the Trusted Company category with a score of 83.74

Otoritas Jasa Keuangan selaku pengawas melakukan penilaian Tingkat Kesehatan Bank terhadap bank bjb periode Juni 2021, dimana dalam penilaian tersebut termasuk penilaian terhadap GCG dengan hasil penilaian yaitu peringkat 2 atau Baik.

The Financial Services Authority as the supervisor evaluated the Bank Soundness Level of bank bjb for the June 2021 period, including the assessment of GCG with an assessment result of rating 2 or Good.

bank bjb memperoleh sertifikasi ISO 37001: 2016 tentang Sistem Manajemen Anti Penyuapan

bank bjb obtained ISO 37001:2016 certification on Anti-Bribery Management System

bank bjb memperoleh sertifikasi ISO 37301: 2021 tentang Sistem Manajemen Kepatuhan

bank bjb obtained ISO 37301:2021 certification on Compliance Management System


Hasil Penilaian Sendiri (Self Assessment) Pelaksanaan GCGResults of Self Assessment of GCG Implementation

Individual

PeringkatRating

Definisi PeringkatDefinition of Rank

2

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.

Reflecting that the Bank's management implemented generally good Governance. This can be reflected in adequate compliance with the principles of Governance. In the event that there were weaknesses in the application of the principles of Governance, in general, these weaknesses were less significant and could be resolved by normal actions by the Bank's management.

F. Kesimpulan Umum Hasil Penilaian Mandiri (Self Assessment) Pelaksanaan Good Corporate Governance Bank Tahun 2021F. General Conclusions on the Results of the Self-Assessment of the

Implementation of Good Corporate Governance in the Bank in 2021

Bandung, 27 April 2022

PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk.

Farid Rahman


Yuddy Renaldi

Direktur UtamaPresident director


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