Hans Eka Wijaya-20160101242

Tata Kelola Perusahaan

CORPARATE GOVERNANCE PT Bank Bukopin Tbk
PT. Bank Syariah Bukopin was formerly Bank Persyarikatan Indonesia (BPI), which
was established based on Act No. 102 dated July 29, 1990 with an offi cial name of PT. Bank
Swansarindo Internasional and witnessed by Dr. Widjojo Wilami, SH., a notary in
Samarinda. In its development, PT. Bank Persyarikatan Indonesia (BPI), which operated as a
commercial bank, was then acquitted by PT. Bank Bukopin Tbk to be developed as a Sharia
operation known as PT Bank Syariah Bukopin (BSB). It could be said that PT. Bank Syariah
Bukopin began its business and has been implementing Sharia regulations since it was
granted permission to conduct Sharia business by Central Bank of Indone sia on October 28,
2008. Later on December 11, 2008, PT Bank Syariah Bukopin was officially opened by M.
Jusuf Kalla, then Vice President of the Republic of Indonesia, for the period of 2004-2009.As
the majority shareholder, PT Bank Bukopin Tbk has shown its full support and com mitment
by inducing bigger fund to increase PT Bank Syariah Bukopin asset so support its goal to be
a sharia bank with the excellent service. In the second semester of 2009, to be exact on July
10, 2009, Bank Indonesia has agreed that PT Bank Bukopin Tbk transfers its Rights and
Responsibility for Islamic Business Unit into PT Bank Syariah Bukopin. In its business
operation, PT Bank Syariah Bukopin positions itself as a bank focusing on fi nancing small,
medium, micro enterprises (SME's). The Bank’s target areas include the education, health,
construction, and trade businesses. Apart from those businesses, PT Bank Syariah Bukopin
has also worked on managing individual funds as well as companies all over the country. PT
Bank Syariah Bukopin has a headquarter, seven branch offi ces, four sub-branch offi ces and
29 Syariah Customer Centers spreading all over the country. With a good infrastructure and
reliable and professional human resources, PT Bank Syariah Bukopin will always be ready to
deliver excellent service to its custom. Bank Syariah Bukopin (BSB) success in financial
performance as well as recognition from external is an output of dedication, hard work and
commitment from the management, employees and the trust given by the customers and
shareholders. BSB strategy is to continuously making a close approach and monitoring to its
executives. Every issue is fairly and objectively discussed to fi nd a sound solution.
Transparency. “BSB have implemented good corporate governance (GCG). Completeness
such as committee that was suitable with GCG’s clause, have already implement their
functions. BSB also made report about their fi nancial condition to fulfill transparency
principle”.
In 2009, we can say that the global finance system and countries in region did not
perform well. Luckily, Indonesian economy grew 4.3% But, business practitioners in
financial sector were challenged in critical condition of liquidity. In fact, at that time, the
position of banking condition was over liquid with average loan to deposit ratio (LDR) is
70%. On the other hand, banking industry tried to hold customers’ funds with providing
higher interest rates. The result was the increasing interest rates, and tight liquidity. Liquidity
rate became very rare that made conventional banking were affected by the condition.
However that particular condition is much better compared to 1998 economic crisis.
Defendable Sharia Banking
One interesting topic was in 2009 the number of sharia banking practitioners has
increased by a new entry of Islamic Commercial Bank which was Bank Panin Syariah.
Besides that, there are some Islamic Business Unit which were OCBC NISP and Bank Sinar
Mas Syariah. According to the record of Central Bank of Indonesia in the end of 2009, there
are 6 of Islamic Commercial Bank, 25 offi ces of Islamic Business Unit and 139 of Islamic
Rural Bank. Nevertheless, in the black outlook of financial condition, the sharia banking
industry can still stand firm. Funding and financing activities remain natural and generally in
well condition.
But only the non performing financing (NPF) rate was a bit high, as 5.5% per October
2009, that needs attention. A tough economic condition does not signifi - cantly aff ect the
sharia banking. Crisis eff ect affected less to sharia banks rather than to conventional banks as
the result of majority of sharia banking funds are formedin mudharabah. This is a
combination of a balanced return and cost that can reduce the psychology eff ect of
increasing interest rate. We have to admit, when entering year 2009 (post-conversion), the
condition of BSB people’s fund value is relatively tight. But because of the customers’ trust,
BSB did not face any problem.In the beginning of 2009, BSB has just startedoperating with
the sharia pattern and startedconverting customer and the system into sharia.BSB also
collaborated with the media corporationsand carry out events for promotions. InMay 2009,
customers’ fund and fi nancing startedto grow. Even in July 2009, when BSB spinned offwith
merging Islamic Business Unit of Bank Bukopininto BSB, its fi nancial position increased
from Rp606.05 billion to Rp1.70 trillion.After the spin off , BSB seemed to have
additionalloads of energy. It strengthened the position ofBSB in the market. Promotion and
marketingactivities unceasingly carried out includingincreasing service features such as
AutomaticTeller Machine (ATM), so the network of ATM. Bank Bukopin and ATM
Bersama can now be used by BSB customers. Other products and services were also
developed, such as payment services and all service features available in Bank Bukopin can
be used by BSB customers.
Directors
Directors membership of BSB are four people, comprise of President Director and three
Directors which do not double their position in other bank. In accordance to GCG principle,
the induction and or replacement of all directors member has to be approved by share
holder’s general meeting forum and in line with main criteria considering integrity,
competency, professionalism, and adequate fi nancial reputation. In line with incolission
interest, each director do not have relative connection up till second degree with another
board of commissioners and or directors. Directors member have made and sign
aknowledgement letter that member of Directors do not have 5% or more in BSB or other
bank and company (in and outside the country).
Directors Meeting frequency
In their duty Board of Commissioners and Board of Directors, respectively can handle a
Board of Commissioners meeting, Directors meeting as well as Board of Commissioners and
Directors meeting, and also Sharia Supervisory Board meeting.
Business Attainment
May we present to you in this opportunity that the position of asset of BSB in 2009
has increased 225.87% to Rp1.97 trillion from Rp606.05 billion in 2008. The BSB depositor
funds has also increased to Rp1.27 trillion or 553.31% higher than its position in 2008 at the
value of Rp194.68 billion rupiah. As well as the significantly growing of financing of Rp1.28
trillion. This achievment is 673.78% better than the previous year of Rp165.39 billion.
Another good news is that BSB can close the 2009 financial year by gaining net profit of
Rp831 million, which increased 110.77% from the previous year that was minus Rp7.71
billion. The Capital Adequacy Ratio (CAR) was still in safe position, which is 13.06%. This
number is way higher than the minimum CAR set by Central Bank of Indonesia, which is
8%. This business achievement has also become the foundation for future business growth
acceleration program. This business growth is a part of the achievement of management in
implementing the post spin-off strategy. In general, BSB has done giant steps in 2009 that
covers the following:
1. Sharia business development focus on SME's
2. Executing spin off that merge Islamic Business Unit of Bank Bukopin into BSB
3. Introducing and strengthening the positioning of BSB to the market
4. Increasing the service standard by consolidating IT, HR, and infrastructure
Commitment. “BSB always implement sharia duties and responsibilities. The product, but the
corporate culture cooperation, behavior and service quality summarized in sharia
management. principles that become their dsharia-ness not only concern prod as well,
including cooperation which. Consistency. “BSB’s consistency have given an understanding
and comprehension in every line of organization so the GCG’s principles which are
transparency, accountability, responsibility, independency and fairness, could be materialized
in BSB’s corporate culture.
Good corporate governance (GCG) have an important role for Bank Syariah
Bukopin's (BSB) integrity. Therefore Board of Commisioners, Board of Directors, Sharia
Board of Supervisory and all the staff have the commitment to implement good corporate
governance’s practice as a tools to increase value and long term growth for stakeholder.
Board Of Commissioners. Based on the article, Board of Commisioners responsible to
monitor, evaluate and give advice to Board of Directors about the senses that will be taken by
bank through their sub committee. Every Commissioner is member from sub committee and
has a duty and responsibility, while the sub committees is doing evaluation to every activity
and also give recommendation through Board of Commissioners meeting to discuss about it
together and come up with the agreement. In accordance with GCG’s principle, the induction
and or replacement all members of Board of Commissioners must be approved by share
holder’s general meeting in line with main criteria which are integrity, competency,
professionalism and adequate fi nancial reputation. Member of Board of Commissioners have
made and sign the acknowledgement letter declare that they do not have 5% shares or more in
BSB as well as other bank or other company (in or outside the country). In accordance to
their function, Commissioners have give direction and advice through Director’s coordination
meeting.
Board of Commissioners Meeting Frequency. In their duty, Board of Commissioners
and Board of Directors, respectively can handle a Board of Commissioners meeting,
Directors meeting as well as Board of Commissioners and directors meeting, and also Sharia
Supervisory Board meeting. Sharia Supervisory Board. In accordance to the article, Sharia
Supervisory Board responsible to give suggestion and advices to Directors as well as
monitoring bank activity so as to fi t with sharia principle. Sharia Supervisory Board has 3
members and has double position in other sharia fi nancial institution. According to GCG’s
principle, inductions and or replacement of Sharia Supervisory Board have to be approved by
share holder’s general meeting in line with the main criteria and consider the integrity,
competency, and professionalism. Committee Formatin. In line with the process of
developing basic framework of GCG that was built in the year2009, it has been able to
complete an Independent Commissioner and independent member in board of Audit
Committee, Observer Risk Committee, and Renumeration Committee in accordance to
Central Bank of Indonesia’s Regulation (PBI No. 8/4/PBI/2006)..
Transaction That Contain. Colission Interest On implementing operational
procedure, BSB have their rules, guidance system and procedur such as, Limit of Financing
Committee, Rules on Compliance and Risk Management, Rules on Human Resources, and
also other bank rules and operational procedures, that always used by management as a
consideration in every decision making. To actualize implementation of GCG, BSB has doing
development/ completeness / up to date their rules procedures including special rules, system
and procedures such as settlement of collision interest. Risk Management Implementation.
An independent risk management has function to make sure the implementation runs
frequently and work frame consistent for bank in manage and minimize all the risk in every
unit, and also to make sure the risk management report to Directors. Risk management
periodically and in continue to evaluate and fi xed to all kind or the dimension of bank risk,
the exact follow up plan and reported to Director. In the risk management implementation, it
include intern control system, development of GCG’s frame work, BSB has gain approval
from central bank of Indonesia about Compliance Director fulfi llness, and when implement
their job was helped by Risk Management Division.
Financial and Non Financial Transparency. BSB’s yearly fi nancial report has been
always edited by accountant public offi ce, whereas for the 2009 year book done in
Accountant Public Office Achmad, rasyid, Hisbullah & Jerry. BSB’s Financial or non fi
nancial report has been compiled and presented in etiquette, by type as well as appropriate
matter, and also has been announced to other part as BI’s clause In regards to basic problems
in capital adequacy ratio, therefore in year 2009 BSB has experience exceed of BMPK but
still in minor condition and could be handled very well. In year 2009 BSB optimist could
gain good financing expansion and remark diversifi cation fi nancing portfolio based on
prudential banking basis.
1. Focus –BSB’s consistency have given an understanding and comprehension in every
line of organization so the GCG’s principles which are transparency, accountability,
responsibility,independency and fairness, could be materialized in BSB’s corporate
culture. Internally, the company would develop corporate values in which risk
management would be a crucial part of employees’ behavior in order to increase their
competence and motivation to achieve better. It is also expected to support the
betterment of work productivity without ignoring compliance aspect. In compliance
with BI’s rules, BSB, through its risk management division wishes to implement the
carefulness principles and risk management system in every business activities in
order tocontrol its business risk. BSB’s goal is to enforce the implementation of good
corporate governance (GCG) and eff i cient culture in every individual all over the
com pany. Later, this practice is expected to increase the competitive advantage of the
company. Implementing centralized operational risk management from every work
units, including in the branch offi ces. Developing a ranking system for internal
financing risk. Creating self-assessment for the implementation of risk management in
financing (with a certain minimum amount of loan). Qualified human resources
recruitment for marketing and supporting.
2. Locus of control – Fund For Social & Politic Activity During 2009, part of GCG’s
implementation, BSB not involved in any political activity and did not give donation
for political interest, but there was a certain amount og fund for social activity.
3. Masalah yang dibahas – In regards to basic problems in capital adequac ratio,
therefore in year 2009 BSB has experience exceed of BMPK but still in minor
condition and could be handled very well. In year 2009 BSB optimist could gain good
fi nancing expansion and remark diversifi cation fi nancing portfolio based on
prudential banking basis.
4. Implikasikan Temuan terhadap objek studi, Good corporate governance (GCG) have
an important role for Bank Syariah Bukopin's (BSB) integrity. Therefore Board of
Commisioners, Board of Directors, Sharia Board of Supervisory and all the staff have
the commitment to implement good corporate governance’s practice as a tools to
increase value and long term growth for stakeholder.
5. Review Jurnal sesuai dengan modul 2 mengenai penerapan corporate governance.