Annual Report 2012 Bank Bukopin Syariah

Achieving Quality Growth
laporan tahunan 2012 annual repor t
contents
daftar isi
Ikhtisar Keuangan Financial Highlights Visi, Misi, dan Nilai-Nilai Perusahaan Vision, Mission, and Corporate Values Strategi Korporasi Corporate Strategy Pemegang Saham PT Bank Syariah Bukopin The shareholders of PT Bank Syariah Bukopin Struktur Organisasi PT Bank Syariah Bukopin Organization Structure PT Bank Syariah Bukopin Profil PT Bank Syariah Bukopin PT Bank Syariah Bukopin Profile Peristiwa Penting 2012 Significant Event 2012 Prestasi PT Bank Syariah Bukopin PT Bank Syariah Bukopin Achievement Pengurus PT Bank Syariah Bukopin The Management of PT Bank Syariah Bukopin Sambutan Komisaris Utama Message from the President Commissioner Laporan Direktur Utama Report from the President Director Sambutan Ketua Dewan Pengawas Syariah Message from the Chairman of Sharia Supervisory Board Analisis Manajemen atas Kinerja Perseroan Management Analysis of Company Performance Tata Kelola Perusahaan Good Corporate Governance Kepatuhan dan Manajemen Resiko Compliance and Risk Management Sumber Daya Insani Human Resources Teknologi Informasi Information Technology Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Pejabat Eksekutif Executive Functionary Kantor dan Delivery Channel Office and Delivery Channel Produk dan Layanan Product and Services Laporan Keuangan Financial Report
1 2 3 4 5 6 12 16 20 26 32 44 50 100 152 160 166 170 181 184 188 191

Deskripsi cover Cover description
Achieving Quality Growth

Gerak bankir-bankir muda yang gesit dan optimistik adalah simbol dari dinamika Perseroan yang peduli terhadap pembentukan SDI yang profesional, berkompeten, dan berintegritas. Kepedulian tersebut diyakini akan menjalar ke segala aktivitas bisnis Perseroan termasuk dalam hal pelayanan, baik secara eksternal maupun internal. Melalui kontribusi SDI yang dapat diandalkan, Perseroan optimistis pertumbuhan bisnis yang berkualitas dapat diraih dalam waktu yang relatif cepat.
The optimistic and nimble motion young bankers is a symbol of the dynamics of the Company who concerned with the formation of human resources who have a professional, competence, and integrity. This concern is believed will spread to all the business activities of the Company, included in the terms of service, both externally and internally. Through the contribution of reliable human resources, the Company optimistic that quality business growth can be achieved in a relatively rapid.
BANK SYARIAH BUKOPIN ANNUAL REPORT 2012
financial highlight 2009 - 2012

ikhtisar keuangan 2009 - 2012
(Dalam Rupiah) KETERANGAN Total Aset Pembiayaan Dana Pihak Ketiga Ekuitas Jumlah Pendapatan Operasional Jumlah Beban Operasional Laba Rugi Tahun Berjalan setelah pajak Rasio-rasio (%) Rasio Kecukupan Modal Laba Bersih terhadap Rata-rata Aset Laba Bersih terhadap Rata-rata Modal Total Pembiayaan terhadap Dana Pihak Ketiga Pembiayaan Bermasalah Terhadap Total Pembiayaan Beban Operasional terhadap Pendapatan Operasional 2009 1.974.947.633.237 1.279.783.535.604 1.271.855.366.501 133.331.233.872 131.417.646.431 128.178.714.112 831.000.957 2010 2.193.952.328.077 1.611.773.371.819 1.621.913.387.702 143.565.377.065 223.155.327.611 208.801.611.519 10.234.143.192 2011 2.730.026.909.823 1.917.219.649.519 2.291.737.724.902 255.774.212.271 245.305.959.145 230.238.800.687 12.208.835.206 2012 3.616.107.512.472 2.631.020.754.705 2.850.783.990.658 273.072.153.130 311.220.062.756 285.058.189.923 17.297.940.859 (%) 32,46 37,23 24,39 6,76 26,87 23,81 41,68 (In Rupiah) ITEMS Asset Total Financing Third PartyFund Equity Operating Income Operating Expenses Current Year Loss (Profit) after Tax Ratio (%) Capital Adequacy Ratio (CAR) Return on Asset (ROA) Return on Equity (ROE) Financing to Deposit Ratio(FDR) Non Performing Financing (NPF) Operating Expenses to Operating Income : pertumbuhan/growth
13,06 0,06 0,87 100,62 3,25 97,54
11,51 0,74 9,65 99,37 3,80 93,57
15,29 0,52 6,19 83,66 1,74 93,86
12,78 0,55 7,32 92,29 4,57 91,59
2009
2010
2011
2012
2.631.020.754.705
1.917.219.649.519
2.193.952.328.077
1.974.947.633.237
1.279.783.535.604
1.611.773.371.819
Total Aset Assets Total
Pembiayaan Financing
Dana Pihak Ketiga Third Party Fund
1.271.855.366.501
2.730.026.909.823
1.621.913.387.702
3.616.107.512.472
2.291.737.724.902
2.850.783.990.658
17.297.940.859
12.208.835.206
10.234.143.192
6,19%
831.000.957
0,87%
9,65%
Laba (Rugi) Bersih Net Profit (Losses)
Laba Bersih terhadap Modal Rata-rata (ROE)
Rasio Kecukupan Modal (CAR)
13,06 %
11,51 %
7,32%
15,29%
12,78%
vision, mission, and corporate values

visi, misi, dan nilai-nilai perusahaan
Visi Menjadi Bank Syariah Pilihan dengan Pelayanan Terbaik Misi Memberikan pelayanan terbaik pada nasabah Membentuk sumber daya insani (SDI) yang profesional dan amanah Memfokuskan pengembangan usaha pada sektor UMKM (Usaha Mikro, Kecil, & Menengah) Meningkatkan nilai tambah kepada stakeholder Nilai-Nilai Perusahaan Trustworthy Responsibility Excellence Caring Teamwork
Vision Become the Preferred Islamic Bank with the Best Services Mission Deliver the Best Service To The Customer Formalized Trustworthy & Professional Human Resources Focus on Developing Micro, Small, Medium Enterprises (MSME's) Develop value added to the Stakeholder Corporate Values Trustworthy Responsibility Excellence Caring Teamwork
corporate strategy
strategi korporasi
Untuk mencapai visi dan misi sesuai dengan arah kebijakan, PT Bank Syariah Bukopin menetapkan langkah-langkah strategis sebagai berikut: 1. 2. 3. 4. 5. 6. 7. Pengembangan Usaha dengan Fokus pada Sektor UMKM Mengembangkan Usaha Komersial Mengembangkan Usaha Konsumer Penyediaan Jasa-Jasa Fee-Based kepada Nasabah Memperkuat Teknologi dan Jaringan Pelayanan (outlet) Memperkuat SDI Peningkatan Kualitas Pengelolaan Risiko dan Kepatuhan
To achieve vision and mission in accordance to policy direction, PT Bank Syariah Bukopin has determine some strategic steps as follows: 1. Business development with focus in Micro, Small, Medium Enterprises (MSME's) sector 2. Developing Commercial Business 3. Developing Consumer Business 4. Provide Fee Based Services to Customer 5. Strengthen Technology and Services Network (Outlet) 6. Strengthen Human Resources 7. Improvement in Risk Management and Compliance Quality
the shareholders of pt bank syariah bukopin

pemegang saham pt bank syariah bukopin
Pemegang saham PT Bank Syariah

Bukopin (selanjutnya disebut Perseroan) merupakan perusahaan nasional dan perorangan yang beberapa di antaranya adalah tokoh Muhammadiyah, salah satu organisasi kemasyarakatan Islam yang kegiatan dan keanggotaannya cukup diperhitungkan di Indonesia. Perseroan yang didirikan dengan modal dasar Rp1.000.000.000.000 (satu triliun rupiah) ini, pada 2012 memiliki modal disetor sebesar Rp450.370.000.000 (empat ratus lima puluh miliar tiga ratus tujuh puluh juta rupiah). Pemegang saham terbesar adalah PT Bank Bukopin, Tbk., dengan kepemilikan 77,57%. Komposisi kepemilikan saham Perseroan sebagai berikut:
Bank Syariah Bukopins (hereinafter referred as the Company) shareholders were part of national and individual companies, which some of them are figures from Muhammadiyah, an Islamic organization which activity and membership is quite respected in Indonesia. The Company was established with total of capital of Rp 1.000.000.000.000 (one trillion rupiah), in 2012, the Companys total of paid in capital is Rp450.370.000.000 (four hundred fifty billion and three hundred seventy million rupiah). The biggest shareholder is PT Bank Bukopin, Tbk., with 77.57% ownership. The composition of the Companys stock ownership is as follow:
PT
No. Pemegang Saham No. Shareholders
Modal Disetor Paid in Capital (Lembar/Sheets) Rp15.150.000.000 Rp4.250.000.000 Rp36.670.000.000 Rp9.900.000.000 Rp7.100.000.000 Rp4.900.000.000 Rp3.500.000.000 Rp2.900.000.000 Rp2.000.000.000 Rp9.000.000.000 Rp242.000.000.000 Rp8.000.000.000 Rp35.000.000.000 Rp35.000.000.000 Rp35.000.000.000 Rp450.370.000.000
Saham Seri A Share of A Serie (Lembar/Sheets) 1,015.000 425.000 3,667.000 990.000 710.000 490.000 350.000 290.000 200.000 8.137.000
Saham Seri B Share of B Serie (Lembar/Sheets) 50.000.000 90.000.000 420.000.000 80.000.000 350.000.000 350.000.000 350.000.000 1.690.000.000
Saham Seri C Share of C Serie (Lembar/Sheets) 4.000.000.000 4.000.000.000
Total Saham Share Total
Komposisi Composition
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Emil Abeng Tee Suprapto DR. Hajriyanto Y.Thohari, M.A. Dr. A. Munir Mulkhan Prof. Dr. HM Amin Aziz Firman Noor, S.H. Prof. Dr. M. Dawam Rahardjo Ir. HM Dasron Hamid, M.Sc. Drs. H. Sugeng Prof. DR Bambang Setiaji, M.Si. PT Bank Bukopin, Tbk PT Mitra Usaha Sarana PT Jamsostek (Persero) PT Bakrie Capital Indonesia PT Mega Capital Indonesia
0,895% 0,007% 0,064% 0,017% 0,012% 0,009% 0,006% 0,005% 0,004% 1,579% 77,569% 1,404% 6,142% 6,142% 6,142% 5.698.137.000 100,00%
organization structure of pt bank syariah bukopin

struktur organisasi pt bank syariah bukopin
RUPS
AGMS*
DEWAN PENGAWAS SYARIAH

SHARIA SUPERVISORY BOARD
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
KOMITE REMUNERASI & NOMINASI

NOMINATION & REMUNERATION COMMITTEE
DIREKTORAT UTAMA
PRIME DIRECTORATE
KOMITE AUDIT
AUDIT COMMITTEE
KOMITE PEMANTAU RISIKO DIREKTORAT BISNIS

BUSINESS DIRECTORATE
DIREKTORAT OPERASI & PELAYANAN

OPERATION & SERVICE DIRECTORATE
DIREKTORAT KEPATUHAN & MANAJEMEN RISIKO

COMPLIANCE & RISK MANAGEMENT DIRECTORATE
RISK MONITORING COMMITTEE
DIVISI BISNIS AREA

AREA BUSINESS DIVISION
FINANCIAL ANALISYS & OPERATION DIVISION
DIVISI OPERASI & ANALISA KEUANGAN
COMPLIANCE DIVISION
DIVISI KEPATUHAN
HUMAN RESOURCES DIVISION
DIVISI SUMBER DAYA INSANI
COMMERCIAL/ INSTITUTION DIVISON
DIVISI INSTITUSI/ KOMERSIAL
DIVISI PELAYANAN
SERVICE DIVISION
DIVISI MANAJEMEN RISIKO

RISK MANAGEMENT DIVISION
SATUAN KERJA AUDIT INTERN

INTERNAL AUDIT TASK FORCE
FEE BASED & BUSINESS SUPERVISION DIVISION
DIVISI SUPERVISI BISNIS & FEE BASED
FINANCING SUPPORT DIVISION
DIVISI SUPPORT PEMBIAYAAN
FINANCING RESTRUCTURING & SETTLEMENT DIVISION
DIVISI RESTRUKTURISASI & PENYELESAIAN PEMBIAYAAN
SEKRETARIS PERUSAHAAN
CORPORATE SECRETARY
BAGIAN TREASURY
PRODUCT DEVELOPTMENT DIVISION
DIVISI PENGEMBANGAN PRODUK
INFORMATION & TECHNOLOGY DIVISION
DIVISI TEKNOLOGI INFORMASI
TREASURY
BRANCH BUSINESS
BISNIS CABANG
*) Annual General Meeting of Shareholders
pt bank syariah bukopin profile

profil pt bank syariah bukopin
Expansion. As expansion efforts undertaken, in 2012, the Company continues to strengthen the capital and expand the network by adding new delivery channels in some areas.
Ekspansi. Seiring upaya ekspansi usaha yang dilakukan, pada 2012, Perseroan terus berupaya memperkuat permodalan dan memperluas jaringan melalui penambahan sejumlah delivery channel baru di sejumlah wilayah.
Keberadaan PT Bank Syariah Bukopin

(selanjutnya disebut Perseroan) sebagai bank yang beroperasi dengan prinsip syariah bermula dari diakuisisinya PT Bank Persyarikatan Indonesia (sebuah bank umum konvensional) oleh PT Bank Bukopin, Tbk. Proses akuisisi tersebut berlangsung secara bertahap sejak 2005 hingga 2008. PT Bank Persyarikatan Indonesia sebagai cikal bakal Perseroan, sebelumnya bernama PT Bank Swansarindo Internasional, didirikan berdasarkan Akta Nomor 102 tanggal 29 Juli 1990, di hadapan Notaris Dr. Widjojo Wilami, S.H., di Samarinda, Kalimantan Timur. Pendirian PT Bank Swansarindo Internasional sebagai bank umum tersebut sesuai dengan Surat Keputusan Menteri Keuangan Nomor 1659/KMK.013/1990 tanggal 31 Desember 1990 tentang Pemberian Izin Peleburan Usaha 2 (dua) Bank Pasar dan Peningkatan Status Menjadi Bank Umum. Selanjutnya, PT Bank Swansarindo Internasional memperoleh izin operasional berdasarkan surat Bank Indonesia Nomor 24/1/ UPBD/PBD2/Smr tanggal 1 Mei 1991 tentang Pemberian Izin Usaha Bank Umum dan Pemindahan Alamat Kantor Bank.
The existence of PT Bank Syariah

Bukopin (hereinafter referred to as the Company) as a bank that is operating with sharia principles started from the acquisition of PT Bank Persyarikatan Indonesia (a conventional commercial bank) by PT Bank Bukopin, Tbk. This acquisition took place gradually from 2005 to 2008. PT Bank Persyarikatan Indonesia as the forerunner of the Company, previously named PT Bank Swansarindo Internasional, was established based on Deed No. 102 dated 29th of July 1990, in front of notary Dr. Widjojo Wilami, SH., in Samarinda, East Kalimantan.
The establishment of PT Bank Swansarindo Internasional as a commercial bank is in accordance with the Decree of Finance Minister No. 1659/KMK.013/1990 dated 31st of December 1990 about Permission Granting for a Merger of 2 (two) Market Bank and Status Enhancement to Commercial Bank. Subsequently, PT Bank Swansarindo Internasional obtains its operational permit based on Letter of Bank Indonesia No. 24/1/ UPBD/PBD2/Smr dated 1st of May 1991 about Grant for Commercial Bank Business Permission and Banks Office Relocation. After being acquired by Muhammadiyah Organization on late 2002, PT Bank Swansarindo Internasional changed its name to PT Bank Persyarikatan Indonesia in accordance to Letter of Bank Indonesia No. 5/4/KEP. DGS/2003 dated 24th of January 2003 which is outlined in Deed No. 109 dated 31st of January 2003. On the next development, in the process of restructurization of PT Bank Persyarikatan Indonesia (2005-2008), PT Bank Bukopin, Tbk. acquired PT Bank Persyarikatan Indonesia and provided with additional capital and assistance. Subsequently, on 2008, PT Bank Persyarikatan
Setelah diakuisisi oleh Organisasi Muhammadiyah pada akhir 2002, PT Bank Swansarindo Internasional mengalami perubahan nama menjadi PT Bank Persyarikatan Indonesia sesuai dengan Surat Bank Indonesia Nomor 5/4/ KEP.DGS/2003 tanggal 24 Januari 2003 yang dituangkan ke dalam Akta Nomor 109 Tanggal 31 Januari 2003. Pada perkembangannya kemudian, dalam proses penyehatan PT Bank Persyarikatan Indonesia (2005- 2008), PT Bank Bukopin, Tbk. melakukan akuisisi dengan memberikan tambahan modal dan asistensi kepada PT Bank Persyarikatan Indonesia. Selanjutnya, pada

BANK SYARIAH BUKOPIN PROFILE Profil Bank Syariah Bukopin
2008, PT Bank Persyarikatan Indonesia berubah nama menjadi PT Bank Syariah Bukopin. Perubahan nama tersebut sekaligus menjadi penanda perubahan kegiatan usaha bank, dari bank konvensional menjadi bank syariah. Secara legal dan formal, perubahan kegiatan usaha bank tersebut berdasarkan Surat Keputusan Gubernur Bank Indonesia Nomor 10/69/KEP.GBI/DpG/2008 tanggal 27 Oktober 2008. Secara efektif, Perseroan baru menjalankan kegiatan usaha sebagai bank dengan prinsip syariah pada 9 Desember 2008. Selanjutnya, kegiatan operasional Perseroan secara resmi dibuka oleh M. Jusuf Kalla, Wakil Presiden Republik Indonesia (periode 2004-2009), pada 11 Desember 2008.
Indonesia changed its name to PT Bank Syariah Bukopin. This change of name also acts as a sign of the banks business activity alteration, from conventional bank to sharia bank. Legally and formally, the banks business activity alteration is based on Decree of the Governor of Bank Indonesia No. 10/69/KEP.GBI/DpG/2008 dated 27th of October 2008.
Effectively, the new Company implemented its business activity as a bank with sharia principles on 9th of December 2008. Subsequently, the operational activity of the Company is officially inaugurated by M. Jusuf Kalla, Vice President of the Republic of Indonesia (2004-2009 periods) on 11th of December 2008.
Mile Stone PT Bank Syariah Bukopin
Dalam kancah industri perbankan syariah nasional, Perseroan mengambil posisi sebagai bank yang fokus pada UMKM.
In the national Islamic banking industry, the Company is positioning itself as a bank that is focusing in business financing for Micro, Small, and Medium Enterprises (MSME's).
Sebagai bentuk komitmen kuat pemegang saham mayoritas untuk menjadikan Perseroan sebagai bank syariah dengan pelayanan terbaik, pada 10 Juli 2009 PT Bank Bukopin, Tbk. selanjutnya mengalihkan Hak dan Kewajiban Unit Usaha Syariah (UUS) PT Bank Bukopin, Tbk. ke dalam badan usaha Perseroan. Sejak saat itu, PT Bank Bukopin, Tbk. selaku pemegang saham mayoritas senantiasa menunjukkan dukungannya terhadap Perseroan, khususnya dalam pengembangan usaha dan jaringan. Salah satu bentuk dukungan tersebut diwujudkan melalui penambahan modal dan sejumlah upaya penguatan usaha bagi Perseroan. Dalam kancah industri perbankan syariah nasional, Perseroan mengambil posisi sebagai bank yang fokus pada pembiayaan UMKM. Segmentasi usaha Perseroan yaitu pada bidang pendidikan, kesehatan, minyak dan gas (migas), telekomunikasi, transportasi, pariwisata, konstruksi, dan perdagangan umum. Selain terus berinovasi di bidang usaha pembiayaan, Perseroan senantiasa memperkuat bidang usaha penghimpunan dana yang bersumber dari individu (perorangan) maupun perusahaanperusahaan di Tanah Air.
As a form of a strong commitment from the majority of the shareholder to make the Company as a sharia bank with the best service, on 10th of July 2009, PT Bank Bukopin, Tbk. subsequently divert the Rights and Obligations of Islamic Business Unit of PT Bank Bukopin, Tbk. into the business entity of the Company. From that moment, PT Bank Bukopin, Tbk., as the majority shareholder, continues to show its support to the Company, especially in the business and network development. One form of support that it shows is realized through addition of capital and several efforts of business reinforcement for the Company.
In the national Islamic banking industry, the Company is positioning itself as a bank that is focusing in business financing for Micro, Small and Medium Enterprises Financing (MSME's). While the segmentation of the Companys business is in the field of education, health, oil and gas, telecommunication, transportation, tourism, construction, and general trading. Aside from continually inovating in the business field of financing, the Company also try to strengthen the business field of fund collecting which are derived from both individual (personal) and corporation in Indonesia. Along with the dynamic growth of Islamic banking business, the Company also continually strive to strengthen its business and institutional
Seiring dengan dinamika bisnis perbankan syariah yang semakin berkembang, Perseroan juga terus melakukan upaya penguatan usaha
10

BANK SYARIAH BUKOPIN PROFILE Profil Bank Syariah Bukopin
dan kelembagaan melalui peningkatan kualitas produk dan layanan. Salah satunya melalui perluasan jaringan kantor. Perseroan saat ini telah memiliki 10 (sepuluh) Kantor Cabang, 7 (tujuh) Kantor Cabang Pembantu, dan 4 (empat) Kantor Kas di sejumlah wilayah di Tanah Air, serta 53 (lima puluh tiga) Layanan Syariah PT Bank Bukopin, Tbk. Dari waktu ke waktu, penguatan usaha tersebut juga diimbangi dengan penguatan di bidang SDI, baik secara kualitas (kompetensi dan integritas) maupun kuantitas. Pada 2012, Perseroan melakukan rekrutmen dan melaksanakan training Management Development Program (MDP) II (sebelumnya Officer Development Program atau ODP). Lulusan ODP I, pada 2011, sebagian berhasil menduduki posisi sebagai Kepala Cabang, Manajer Pelayanan dan Operasi, serta Manajer Bisnis. Secara berkelanjutan, Perseroan juga terus melaksanakan training-training yang bersifat mandatory (seperti manajemen risiko dan pendidikan dasar perbankan syariah) dan training yang bersifat program (seperti program account officer), maupun training-training peningkatan kemampuan khusus lainnya. Demi kenyamanan dan kemudahan layanan transaksi bagi nasabah, Perseroan juga melakukan pengembangan Teknologi Informasi (TI) yang memadai sesuai dengan kebutuhan nasabah. Dengan kinerja yang terus meningkat, eksistensi Perseroan dalam industri perbankan syariah Tanah Air semakin diakui oleh banyak pihak. Sejumlah penghargaan dari lembaga yang berkompeten di bidangnya pun diraih Perseroan sejak 2009-2012. Pada 2012, penghargaan yang diraih Perseroan antara lain (1) The Best Phone Handling untuk kelompok Bank Syariah dan Unit Usaha Syariah (UUS) dalam "Banking Service Excellent Award 2012" yang diselenggarakan oleh Majalah Infobank dan Marketing Research Indonesia (MRI); (2) Peringkat 2 Digital Islamic Bank Brand dalam Infobank Digital Brand of the Year 2011 yang diselenggarakan oleh Majalah Infobank dan Twinkle Spin Pingfans Group; (3) Predikat Bagus untuk Bank Syariah yang Fokus dalam Pembiayaan UMKM dalam 7th
by increasing the quality of its products and services. One way to do that is by expanding its office networking. In 2012, the Company has own 10 (Ten) Branch Offices, 7 (Seven) SubBranch Offices, and 4 (Four) Cash Offices at several areas in Indonesia, also 53 (fifty three) delivery channels at PT Bank Bukopin, Tbk.
From time to time, that business strengthening effort is also balanced with a reinforcement of Human Resources (HR), both by quality (competency and integrity) and quantity. In 2012, the Company recruited and implemented of Management Development Program (MDP) II training (previously called Officer Development Program or ODP). Meanwhile, some employee who graduated from ODP I in 2011 manage to occupy positions as Head of Branch, Operation and Service Manager, and Business Manager. Continually, the Company also keep implementing mandatory trainings (such as risk management and basic education of Islamic banking) and program trainings, (such as account officer program), and other training that aims to improve other special skills. In order to give a convenient and easy service for customers, the Company also develop appropriate Information Technology in accordance with the customer's needs.
With improving performance, the existence of the Company in Islamic banking industri in Indonesia is getting more recognition from many people. Several awards from competent institution have been achieved by the Company since 2009-2012. In 2012, several awards that are achieved by the Company are as follows: (1) The Best Phone Handling for Islamic Bank and Islamic Business Unit of Conventional Bank Category in Banking Service Excellent Award 2012 by Infobank Magazine and Marketing Research Indonesia; (2) The 2nd Digital Islamic Bank Brand in Infobank Digital Brand of The Year 2011 by Infobank Magazine and Twinkle Spin Pingfans Group; (3) Predicate Good for Islamic Bank focused on MSME's in 7th Anniversary Indonesia Property & Bank Award
11
Anniversary Indonesia Property & Bank Award 2012 yang diselenggarakan oleh Majalah Property & Bank; (4) Service to Care Award kategori Saving Account Islamic Banking dalam Indonesia Service to Care Champion 2012 yang diselenggarakan oleh Markplus Inc.; (5) The Best Bank untuk Corporate Social Responsibility, Peringkat 2 Good Corporate Governance, Peringkat 3 Corporate Communication dan Peringkat 3 Financial Aspects untuk Bank dengan aset Rp1 trililun sampai Rp10 triliun dalam Anugerah Perbankan Indonesia yang diselenggarakan oleh Perbanas Institute, Majalah Business Review dan Majalah Women Review. Menghadapi persaingan usaha dan tantangan ekonomi dewasa ini, Perseroan tetap optimistis dapat terus berkembang dan mampu memberikan pelayanan yang prima kepada segenap nasabah dan masyarakat yang sangat membutuhkan jasa-jasa perbankan dan keuangan berdasarkan sistem syariah di negeri ini.
2012 by Property & Bank Magazine; (4) Service to Care Award for Saving Account Islamic Banking Category in Indonesia Service to Care Champion 2012 by Markplus Inc.; (5) The Best Bank in Corporate Social Responsibility category, The 2nd Rank in Good Corporate Governance category, The 3rd Rank in Corporate Communication category and The 3rd Rank in Financial Aspects category in Anugerah Perbankan Indonesia for category of Bank of Rp1 trillion to Rp10 trillion in Asset by Perbanas Institute, Business Review Magazine dan Women Review Magazine.
In dealing with business competition and economical challenges nowadays, the Company is optimistic that it is able to keep developing and giving a prime service to the entire customer and community that really needs banking and financial services that are based on sharia system in Indonesia.
Data-data PT Bank Syariah Bukopin/Data of PT Bank Syariah Bukopin No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Subjek/Subject Nama Bank/Name of the Bank Alamat/Address Telepon/Telephone Fax/Fax Homepage/Homepage Email/Email Tanggal Berdiri/Date of Establishment Mulai Beroperasi/Operation Started Modal Dasar/Capital Modal Disetor/Paid in Capital Ekuitas/Equity Kantor Layanan/Office Kantor Layanan Syariah/ Delivery Channel Jaringan ATM/ATM Network Keterangan/Information PT Bank Syariah Bukopin/PT Bank Syariah Bukopin Jalan Salemba Raya Nomor 55, Salemba, Jakarta Pusat 10440 021-2300912 021-3148401 www.syariahbukopin.co.id corsec@syariahbukopin.co.id 29 Juli 1990/29th of July 1990 9 Desember 2008/9th of December 2008 Rp1.000.000.000.000,Rp450.370.000.000,Rp273.072.153.130 21 kantor layanan di seluruh Indonesia/ 21 service offices all around Indonesia 53 kantor layanan syariah/ 53 Delivery channel Jaringan ATM meliputi: ATM Network consist of: ATM Syariah Bukopin,/ATM Syariah Bukopin, ATM Bukopin,/ATM Bukopin, ATM Bersama,/ATM Bersama, ATM Prima/ATM Prima 539 orang/539 person
15
Jumlah Pegawai/Number of Employee
12
significant event 2012

peristiwa penting 2012
Januari
Maret
22 Maret 2012. Penandatanganan perjanjian kerja sama tentang Penerimaan Setoran Investasi Wakaf Uang dengan Yayasan Haji Sepanjang Hayat di bawah pengawasan Ikatan Persaudaraan Haji Indonesia (IPHI) di Kantor Pusat.
23 April 2012. Peresmian Kantor Cabang Pembantu (KCP) Bank Syariah Bukopin Kelapa Gading dilakukan secara simbolis oleh Koordinator Koperasi dan Industri Wilayah Jakarta Utara, Made Winada dengan membuka rekening perdana di KCP Kelapa Gading. April 23, 2012. The inauguration of Bank Syariah Bukopin Kelapa Gading Sub Branch held in symbolic ceremony by Made Winada, acting as Coordinator of Cooperation and Industry of North Jakarta, by opening the first account at Kelapa Gading Sub Branch.
25 Januari 2012. Menerima penghargaan Indonesia Service to Care Champions 2012 dari Markplus Insight dengan kategori Saving Account, Islamic Banking di Four Seasons Hotel, Jakarta.
March
March 22, 2012. Signing of the agreement regarding the acceptance of deposit investment of Endowment/Waqf money with Sepanjang Hayat Hajj Foundation, under the supervision of The Fraternity of Indonesian Hajj Association (IPHI) at the Head Office.
January
January 25, 2012. Awarded Indonesia Service to Care Champions 2012 from Markplus Insight in the category of Saving Account, Islamic Banking at Four Seasons Hotel, Jakarta.
28 Maret 2012. Rapat Umum Pemegang Saham Tahunan (RUPST) PT Bank Syariah Bukopin di Hotel Puri Denpasar, Jakarta Selatan.
March 28, 2012. The Annual General Meeting of Shareholders of PT Bank Syariah Bukopin at Hotel Puri Denpasar, South Jakarta.
26 April 2012. Peresmian Kantor Cabang Pembantu (KCP) Bank Syariah Bukopin Bekasi di KCP Bekasi oleh Walikota Bekasi didampingi oleh Direktur Utama, Riyanto.
April 26, 2012. The Inauguration of Bank Syariah Bukopin Bekasi Sub Branch at Bekasi Sub Branch by Bekasi Mayor accompanied by Riyanto, President Director.
26 Januari 2012. Meraih penghargaan Infobank Digital of The Year 2012 peringkat kedua untuk kategori Digital Islamic Bank Brand yang diselenggarakan oleh Majalah Infobank di Hotel Le Meridien, Jakarta.
January 26, 2012. Awarded second rank Infobank Digital of The Year 2012 for the category of Digital Islamic Bank Brand held by Infobank Magazine at Le Meridien Hotel, Jakarta
April
6-11 April 2012. Berpartisipasi dalam acara peringatan ulang tahun ke-22 dan Rapat Kerja Nasional (Rakernas) ke-10 Ikatan Persaudaraan Haji Indonesia (IPHI) di Solo Diamond Convention Center.
April
April 6-11, 2012. Participated in the 22nd Anniversary and the 10 th national working meeting of Indonesian Hajj Fraternal Bond at Solo Diamond Convention Center.
Mei
16 Mei 2012. Talk show business matching International Franchise License & Business Concept Expo & Conference (IFRA) 2012 di Bank Indonesia.
May Februari
27 Februari 2012. Penandatanganan Perjanjian Kerjasama dengan PT AAA Securities tentang Sub Agen Penjualan Sukuk Negara Ritel Republik Indonesia Seri SR-004 Tahun 2012 di Kantor Pusat. May 16, 2012. Talk show of International Franchise License & Business Concept Expo & Conference (IFRA) 2012 business matching at the Central Bank of Indonesia.
February
February 27, 2012. Signing of the cooperation agreement with PT AAA Securities regarding Sukuk Sub Agent for the Indonesia Sukuk retail selling Series of SR-004 year 2012 at the Head Office.
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16 Juni 2012. Berpartisipasi memperingati HUT Bhayangkara ke-66 dalam acara sepeda santai Bhayangkara Gowes di Depok, Jawa Barat. Acara tersebut dihadiri oleh Riyanto, Direktur Utama. 29 Mei 2012. Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) Bank Syariah Bukopin di Kantor Pusat.
May 29, 2012. Extraordinary General Meeting of Shareholders of Bank Syariah Bukopin at the Head Office. Juni 16, 2012. Participated in 66th Bhayangkara Anniversary by cycling at Bhayangkara Gowes event, Depok, West Java. President Director attended the event.
Juli
3 Juli 2012. Penandatanganan perjanjian kerja sama dengan Dompet Dhuafa dalam rangka kampanye sosialisasi Zakat, Infaq, Wakaf, dan ban tuan sosial dari masyarakat selama Ramadhan 1433 H di Kantor Pusat.
July
28 Juni 2012. Menerima Banking Service Excellence Award 2012 dari Majalah Infobank yang bekerja sama dengan Marketing Research Indonesia (MRI) di Hotel Mulia, Senayan, Jakarta.
July 3, 2012. Signing the agreement with Dompet Dhuafa in regards of socialization campaign on Zakat, Infaq, Waqf/Endowment and social grant from the community during Ramadhan 1433 H, at the Head Office.
Juni
1-3 Juni 2012. Mendukung iB campaign dengan berpartisipasi pada acara International Franchise License & Business Concept Expo & Conference (IFRA) 2012 di Jakarta Convention Center.
June 28, 2012. Awarded Banking Service Excellence Award 2012 from Infobank Magazine cooporate with Marketing Research Indonesia (MRI) at Mulia Hotel, Senayan, Jakarta.
June
June 1-3, 2012. Supporting the iB campaign by participating in the International Franchise License & Business Concept Expo & Conference (IFRA) 2012 at Jakarta Convention Center.
27 Juni 1 Juli 2012 . Berpartisipasi dalam Indonesia Banking Expo (IBEX) 2012 di Jakarta Convention Center yang diselenggarakan oleh Perhimpunan Bank-Bank Nasional (Perbanas) dan Bank Indonesia.
June 27 July 1, 2012. Participated in Indonesia Banking Expo (IBEX) 2012 at Jakarta Convention Center held by Indonesia Banking Association (Perbanas) and Central Bank of Indonesia.
5 Juli 2012. Menerima penghargaan sebagai Bank Syariah yang Fokus dalam Pembiayaan Usaha Mikro, Kecil, dan Menengah (UMKM) dengan predikat Bagus dalam 7th Indonesia Property and Bank Award 2012 yang diselenggarakan oleh Majalah Property and Bank di Hotel Mulia, Senayan, Jakarta.
July 5, 2012. Awarded as Sharia Bank Focus on Micro, Small and Medium Enterprises Financing with Good predicate in 7th Indonesia Property and Bank Award 2012 held by Property and Bank Magazine at Mulia Hotel, Senayan, Jakarta.
22 Juni 2012. Tasyakuran pembukaan Kantor Kas Universitas Muhammadiyah Surakarta di Solo.
June 22, 2012. Tasyakuran of the opening Universitas Muhammadiyah Sura kar ta Cash Office in Solo.
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SIGNIFICANT EVENT 2012 Peristiwa Penting 2012
September
26 September 2012. Tasyakuran re-launching Kantor Cabang Pembantu (KCP) Kramat jati. Acara tersebut ditandai dengan pembukaan rekening iB SiAga Bisnis oleh nasabah prioritas KCP Kramat Jati yang disaksikan oleh Direktur Bisnis, Harry Harmono Busiri.
September
Agustus
9 Agustus 2012. Buka puasa bersama dengan media massa di restoran Warung Daun, Jakarta. Acara ini rutin diselenggarakan setiap tahun.
September 26, 2012. Tasyakuran regards of the re-launching of Kramat Jati Sub Branch Jakarta. Those event was marked by the opening of iB SiAga Business by priority customer of Kramat Jati Sub Branch, witnessed by Business Director, Harry Harmono Busiri.
August
August 9, 2012. Breaking fast with mass media at Warung Daun restaurant, Jakarta. The event is annual event.
30 Oktober 2012. Tasyakuran pembukaan Kantor Kas Universitas Muhammad i yah Makassar (Unismuh) di Makassar.
October 30, 2012. Tasyakuran the opening of Makassar Muhammadiyah University Cash Office at Makassar
Oktober
10 Agustus 2012. Menyelenggarakan Buka Puasa Bersama Karyawan PT Bank Syariah Bukopin dengan tema Menjadikan Ramadhan sebagai Sarana Pengembangan Diri Menuju Insan yang Bertakwa di Kantor Pusat. August 10, 2012. Held The Employee of PT Bank Syariah Bukopin Breaking Fast with the theme of Reflecting Ramadhan as the Implementation of Self Development Toward a Righteous Human at the Head Office.
1 Oktober 2012. Pembukaan kelas training Management Development Program II (MDP II) di Pelangi Resort, Sentul , Bogor.
October
October 1, 2012. Opening Manage ment Development Program II (MDP II) training class at Pelangi Resort, Sentul, Bogor.
27 Agustus 2012. Halalbihalal antara manajemen dengan karyawan area Jakarta di ruang meeting Kantor Pusat.
August 27, 2012. Halalbihalal among management with Jakarta area employees at the meeting room of the Head Office.
29 Oktober 2012. Pelantikan dan Sumpah Jabatan Pejabat Eksekutif Bank Syariah Bukopin di Kantor Pusat.
October 29, 2012. Inauguration and Oath of the Executive Officers of Bank Syariah Bukopin at the Head Office.
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17-19 Desember 2012. Berpartisipasi dalam iB Vaganza: Serunya Ber-Bank Syariah yang digelar Bank Indonesia bekerja sama dengan bank umum syariah (BUS) dan unit usaha syariah (UUS) di lobby Bank Indonesia. Acara meliputi open table, corporate social responsibility (CSR), dan kegiatan yang melibatkan pelaku usaha kecil dan menengah (UKM).
December 17-19, 2012. Participating in iB Vaganza: The Fun of Sharia Bank held by the Central Bank of Indonesia that cooperate with Islamic commercial bank and Islamic business unit of conventional bank (BUS) at the lobby of Central Bank of Indonesia. The event includes open table, corporate social responsibility (CSR), and activities that involved entrepreneurs of small and medium enterprises (SMEs).
9 Desember 2012. Syukuran Milad ke-4 BSB dengan menyelenggarakan fun bike dari Kantor Pusat menuju Pantai Indah Ancol Jakarta Utara.
Desember
December
December 9, 2012. Commemorate 4th anniversary of BSB with Fun Bike event from Head Office to Pantai Indah Ancol, Jakarta.
13 Desember 2012. Menerima peng hargaan Peringkat 1 kategori The Best Bank 2012 in Best Corporate for Corporate Social Responsibility serta beberapa kategori lainnya dalam Anugerah Perbankan Indonesia dari Perbanas Institute, Majalah Business Review dan Majalah Women Review di Tiara Ballroom, Crown Plaza Hotel, Jakarta. December 13, 2012. Awarded as the first rank for the category of The Best Bank 2012 in Best Corporate Social Responsibility and also some categories in Anugerah Perbankan Indonesia from Perbanas Institute, Business Review Magazine and Women Review Magazine at Tiara Ballroom, Crowne Plaza Hotel, Jakarta.
11 Desember 2012. Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) di Kantor Pusat.
December 11, 2012. Extraordinary General Meeting of Shareholders at the Head Office.
prestasi pt bank syariah bukopin
pt bank syariah bukopin achievement
Consistency and Commitment. Consistency and a strong commitment to providing the best service to customers is the spirit that inspires all stakeholders in the Companys internal environment. Of such things, the Company was able to gain the sympathy and banking public trust in the country .
Konsisten dan Komitmen. Konsistensi dan komitmen yang kuat untuk memberikan layanan terbaik kepada nasabah merupakan spirit yang mengilhami seluruh pihak di lingkungan internal Perseroan. Dari hal yang demikian, Perseroan mampu meraih simpati dan kepercayaan publik perbankan di Tanah Air.
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Menjadi bank syariah dengan layanan

terbaik di negeri ini merupakan spirit seluruh jajaran karyawan dan pengurus Perseroan. Upaya ke arah tersebut tentu harus ditopang dengan peningkatan pelayanan kepada nasabah, selain pencapaian kinerja Perseroan yang baik. Kendati baru menapak tahun keempat dalam kancah bisnis perbankan syariah Tanah Air, komitmen Perseroan untuk memberikan layanan terbaik kepada masyarakat secara luas tidak kalah dengan bank umum syariah lain yang telah lebih dulu hadir. Kepuasan nasabah merupakan hal utama bagi Perseroan dalam menjalankan bisnis perbankan syariah. Upaya keras yang dilakukan secara terus-menerus dan berkesinambungan untuk meningkatkan kualitas layanan melalui pengembangan produk dan layanan, baik di bidang pembiayaan maupun simpanan, mendapat pengakuan secara luas dari masyarakat. Seperti tahun-tahun sebelumnya, pada 2012 sejumlah lembaga yang berkompeten melakukan penilaian terhadap kinerja industri perbankan syariah, menganugerahi sejumlah penghargaan yang prestisius kepada Perseroan. Hal tersebut menunjukkan bahwa konsistensi dan komitmen kuat Perseroan untuk memberikan layanan terbaik kepada nasabah tak sekadar slogan dan pemanis, tetapi telah mengakar kuat pada setiap insan Perseroan. Berikut sejumlah penghargaan yang disematkan kepada Perseroan pada 2012: 1. 25 Januari 2012, Perseroan menerima penghargaan dalam Indonesia Service to Care Champions 2012 dari Marketeers; 2. 26 Januari 2012, Perseroan meraih peringkat kedua untuk kategori Digital Islamic Bank Brand dari Majalah Infobank dalam Infobank Digital of The Year 2012;
To be the islamic bank with the best service in

this country is the spirit of the entire employee and management of the Company. Efforts in that direction is certainly must be supported with a service improvement towards the company, and a good Company work achievement. Eventhough the Company has been around for only 4 years in the national Islamic banking business, the Companys commitment to give the best service to the community is no less than the other Islamic commercial banks that was established sooner. Customer satisfaction is the main thing for the Company in running Islamic banking business. Continuous and sustainable efforts to improve service quality through product and service development, both in financing and deposit, have received widespread recognition from the community.
Like in previous years, in 2012 several institutions that are competent in evaluating Islamic banking industry performance have bestowed the Company with several prestigious awards. This shows that the Companys consistency and strong commitment to give the best service to the customer is not just a slogan, but have rooted deeply in every person in the Company. Here are several awards that the Company got in 2012:
1. 25th of January 2012, The Company receive an award in Indonesia Service to Care Champions 2012 from the Marketeers; 2. 26th of January 2012, The Company seized the second rank for the category of Digital Islamic Bank Brand from Infobank Magazine in Infobank Digital of The Year 2012;
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BANK SYARIAH BUKOPIN ACHIEVMENT Prestasi Bank Syariah Bukopin
3. 28 Juni 2012, Perseroan mendapat penghargaan dalam Banking Service Excellence Award 2012 dari Majalah Infobank; 4. 5 Juli 2012, Perseroan meraih penghargaan sebagai Bank Syariah Berpredikat Bagus dari Majalah Property and Bank dalam ajang 7th Indonesia Property and Bank Award 2012; 5. 13 Desember 2012, dalam ajang Anugerah Perbankan Indonesia yang digelar oleh Perbanas Institute, Majalah Business Review dan Majalah Women Review, Perseroan meraih beberapa penghargaan sebagai berikut: Peringkat pertama kategori The Best Bank 2012 in Best Corporate for Corporate Social Responsibility;
3. 28th of June 2012, The Company receive an award in Banking Service Excellence Award 2012 from Infobank Magazine;
4. 5th of July 2012, The Company receive an award as the Islamic Bank with Good predicate from Property and Bank Magazine in 7th Property and Bank Award 2012;
5. 13th of December 2012, in Indonesian Banking Award (Anugerah Perbankan Indonesia) that was held by Perbanas Institute, Business Review Magazine and Women Review Magazine, the Company received these following awards: 1st Rank for the category of The Best Bank 2012 in Best Corporate for Corporate Social Responsibility;
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Peringkat kedua kategori The Best Bank 2012 in Best Corporate for Good Corporate Governance; Peringkat ketiga kategori The Best Bank 2012 in Best Corporate for Corporate Communication; Peringkat ketiga The Best Bank 2012 in Financial Aspects untuk kategori bank syariah beraset Rp1 triliun sampai dengan Rp10 triliun.
2nd Rank for the category of The Best Bank 2012 in Best Corporate for Good Corporate Governance; 3rd Rank for the category of The Best Bank 2012 in Best Corporate for Corporate Communication; 3rd Rank for The Best Bank 2012 in Financial Aspects for the category of Islamic bank with assets between Rp1 trillion up to Rp10 trillion.
the management of pt bank syariah bukopin

pengurus pt bank syariah bukopin
Pada 2012, terjadi pergantian pengurus di PT Bank Syariah Bukopin, yakni pergantian Komisaris Utama dari Sudarmin Sjamsoe, S.E., kepada Mulyana, S.H. Sementara itu, Dewan Pengawas Syariah (DPS) PT Bank Syariah Bukopin tetap terdiri dari 2 (dua) pengawas, yakni Prof. DR. H.M. Din Syamsudin, M.A. sebagai Ketua DPS dan H. Ikhwan Abidin Basrie, M.A. sebagai Anggota DPS. Hal tersebut dikarenakan DR. H. Anwar Abbas, M.M., M.Ag, anggota DPS mengundurkan diri sejak 2011. Walau demikian, tugas dan fungsi DPS masih berjalan dengan optimal. Selanjutnya, Berdasarkan hasil keputusan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) Perseroan, tanggal 11 Desember 2012, yang dituangkan dalam Akta Notaris Nomor 15, maka susunan Dewan Komisaris, Direksi, dan Dewan Pengawas Syariah PT Bank Syariah Bukopin adalah sebagai berikut:
In 2012, there was a turn of the Management of PT Bank Syariah Bukopin, id est the turn of President Commissioner of Sudarmin Sjamsoe, SE, to Mulyana, SH. Meanwhile, the Shariah Supervisory Board of PT Bank Syariah Bukopin still consists of 2 (two) supervisors, namely Prof. DR. H.M. Din Syamsudin, MA, as Sharia Supervisory Board Chairman and H. Ikhwan Basrie Abidin, MA, Member of Sharia Supervisory Board. It was because DR. H. Anwar Abbas, MM, M.Ag, Sharia Supervisory Board member, withdrew since 2011. Nonetheless, the duties and functions of Sharia Supervisory Board are still doing optimal. Next, based on the results of the Extra Ordinary General Meeting of Shareholders Company, dated December 11, 2012, as outlined in numbers 15 Notary Act, the order of the Board of Commissioners, Board of Directors, and the Shariah Supervisory Board of PT Bank Syariah Bukopin is as follows:
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Dewan Komisaris Board of Commissioners
Komisaris Utama Mulyana, S.H. Berusia 56 tahun, lahir di Bandung (Jawa Barat), dan lulusan Fakultas Hukum Universitas Indonesia. Menjabat sebagai Komisaris Utama sejak Desember 2012. Sebelumnya berkarier di PT Bank Bukopin, Tbk. sejak 1986. Pernah menjabat sebagai Kepala Bagian Credit Management, Kepala Bagian Credit Support, Kepala Urusan Credit Support, Kepala Urusan Legal & Credit Investigation, Sekretaris Perusahaan, Kepala Divisi Pengembangan SDM, dan terakhir sebagai Kepala Divisi Hukum Perusahaan. Saat ini juga menjabat sebagai Direktur PT Mitra Usaha Sarana. Komisaris Independen DR. Hajriyanto Y. Thohari, M.A. Berusia 53 tahun, lahir di Karanganyar (Jawa Tengah), dan meraih gelar master of art dari Universitas Indonesia. Menduduki jabatan Komisaris Independen sejak September 2008. Sebelumnya menjabat sebagai komisaris Bank Persyarikatan Indonesia (BPI) pada 2001. Saat ini menjadi anggota Dewan Perwakilan Rakyat (DPR)-Majelis Permusyawaratan Rakyat (MPR) Republik Indonesia (RI) selama empat periode sejak 1997 dan juga menjabat sebagai Wakil Ketua MPR RI.
President Commissioner Mulyana, S.H. Aged 56 years old, he was born in Bandung (West Java) and graduated from the Law Faculty of University of Indonesia. He served as the President Commissioner since December 2012. Previously, he has served PT Bank Bukopin, Tbk. since 1986 as the Head of Credit Management, Head of Credit Support, Chief Affairs of Credit Support, Chief Affairs of Legal & Credit Investigation, Corporate Secretary, Head of Human Resources Division, and the last position as Head of Companys Legal Division. Currently he is also working as Director of PT Mitra Usaha Sarana.
Independent Commissioner DR. Hajriyanto Y. Thohari, M.A. Aged 53 years old, he was born in Karanganyar (Central Java), and achieved the Master of Art from University of Indonesia. He assumed the post of Independent Commissioner since September 2008. Prior to that, he served as the Commissioner of Bank Persyarikatan Indonesia (BPI) on 2001. He is also a member of Indonesian House of Representatives and Peoples Consultative Assembly for 4 periods since 1997 and also as the Vice Chairman of Indonesian Peoples Consultative Assembly.
Komisaris Independen Prof. DR. Bambang Setiaji, M.Si. Berusia 55 tahun, lahir di Pacitan (Jawa Timur), dan mendapat gelar doktor ekonomi dari Universitas Gadjah Mada. Menjabat sebagai Komisaris Independen sejak Maret 2008. Sempat menduduki jabatan Komisaris Bank Persyarikatan Indonesia (BPI) pada 2006. Saat ini menjabat sebagai Rektor Universitas Muhammadiyah Surakarta. Selain itu, bertanggung jawab sebagai Wakil Ketua Majelis Ekonomi Pimpinan Pusat (PP) Muhammadiyah.
Independent Commissioner Prof. DR. Bambang Setiaji, M.Si. Aged 55 years old, he was born in Pacitan (East Java), and earns his doctoral degree in Economics from Gadjah Mada University. He served as the Independent Commissioner since March 2008. Previously, he served as the Commissioner Bank Persyarikatan Indonesia (BPI) on 2006. Currently, he is also the Rector of Muhammadiyah University in Surakarta. Besides that, he is also responsible as Vice Chairman Economic Panel of Muhammadiyah Central Executive.
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Direktur Utama Riyanto Berusia 52 tahun, lahir di Bandung (Jawa Barat), dan alumnus Fakultas Ekonomi Akuntansi Universitas Padjadjaran, Bandung. Menjabat sebagai Direktur Utama sejak September 2008. Sebelumnya berkarier di PT Bank Bukopin, Tbk sejak 1988. Sedangkan, jabatan yang pernah diembannya antara lain sebagai Pemimpin Cabang Pembantu, Kepala Urusan Risk Management Compliance, Head Division Servicing Agent, Kepala Urusan Restrukturisasi & Penyaluran Kredit, Kepala Urusan Perencanaan dan Analisa Keuangan, serta Sekretaris Perusahaan di PT Bank Bukopin, Tbk.
President Director Riyanto Aged 52 years old, he was ). born in Bandung (West Java). e He is also an alumnus of the Faculty of Accounting Economics Padjadjaran University, Bandung. He or served as a President Director since September 2008. ad Previously, he served as Head of Sub Branch, Chief Affairs of Risk Management Compliance, Head Division rs Servicing Agent, Chief Affairs of Restructuring and Credit Distribution, Chief Affairs of Finance Planning and Analyzing, and as Corporate Secretary at PT Bank Bukopin, Tbk.
Direksi Board of Directors
Direktur Bisnis Harry Harmono Busiri Berusia 59 tahun, kelahiran Malang (Jawa Timur), dan lulusan Universitas Padjadjaran, Bandung. Menjabat sebagai Direktur Bisnis sejak Maret 2010. Sebelumnya menjabat sebagai komisaris utama sejak Desember 2008. Kariernya di PT Bank Bukopin, Tbk. bermula pada 1991. Jabatan yang pernah diduduki adalah Pemimpin Cabang Pembantu, Kepala Bidang/Head Group Urusan Kredit & Marketing, Kepala Divisi Agrobisnis.
Business Director Harry Harmono Busiri Aged 59 years old, he was ava) born in Malang (East Java) and graduated from Padjadjaran University in Bandung. He served as e Business Director since r in PT March 2010. His career rted Bank Bukopin, Tbk. started on 1991. He worked as Head roup of Sub Branch, Head Group g of Credit and Marketing Affairs, Head of Agrobusiness Division.
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Direktur Operasi dan Pelayanan Ruddy Susatyo Berusia 58 tahun, lahir di Jakarta, dan alumnus Fakultas Ekonomi Universitas Indonesia. Menjabat sebagai Direktur Operasi dan Pelayanan sejak Maret 2010. Sebelumnya berkarier di PT Bank Bukopin, Tbk. pada 1987. Jabatan yang pernah diembannya antara lain Manajer Operasi, Kepala Kantor Pusat Operasi, Kepala Urusan Operasi, dan General Manager Teknologi Informasi.
Operation and Service Director Ruddy Susatyo Aged 58 years old, he was born in Jakarta, and an alumnus the Faculty of Economics of University of Indonesia. He served as Operation and Services Director since March 2010. Previously he worked at PT Bank Bukopin, Tbk on 1987. He served as Operational Manager, Chief of Head Office Operational, Head of Operational Affairs, and General Manager of Information Technology.
Direktur Kepatuhan dan Manajemen Risiko Eriandi Berusia 51 tahun, kelahiran Air Molek (Riau), dan lulusan Institut Teknologi Bandung. Menjabat sebagai Direktur Kepatuhan dan manajemen risiko sejak Maret 2010. Sedangkan, jabatan Direktur Bisnis diembannya sejak Maret 2008. Pernah berkarier di PT Bank Bukopin, Tbk. pada 1991. Sejumlah posisi penting yang pernah didudukinya di PT Bank Bukopin, Tbk. adalah Manager Group Usaha Mikro, Manajer Bisnis UKM dan Mikro, serta Pemimpin Cabang Syariah.
Compliance and Risk Management Director Eriandi Aged 51 years old, he was born in Air Molek (Riau), and graduated from Bandung Institute of Technology. He served as Compliance and Risk Management Director since March 2010, while he officiates as the Business Director since March 2008. Previously, he served at PT Bank Bukopin, Tbk. on 1991 as Group Manager of Micro Business, Business Manager of Micro, Small, and Medium Enterprises, and Head of Sharia Branches.
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Ketua Dewan Pengawas Syariah Prof. DR. H.M. Din Syamsudin, M.A. Berusia 55 tahun, lahir di Sumbawa (Nusa Tenggara Barat), dan meraih gelar doktor dari University of California, Los Angeles, Amerika Serikat. Menjabat sebagai Ketua Dewan Pengawas Syariah sejak Maret 2008. Saat ini juga berprofesi sebagai dosen di beberapa lembaga perguruan tinggi. Selain itu, pernah menjadi anggota MPR RI, Dirjen Pembinaan Penempatan Tenaga Kerja Kementerian Tenaga Kerja dan Transmigrasi, serta Dewan Pakar Ikatan Cendekiawan Muslim Indonesia (ICMI). Hingga kini masih menjabat Indonesian Committee on Religion & Peace, Executive Council Asian Conference on Religion & Peace, Wakil Ketua Majelis Ulama Indonesia (MUI), dan Ketua Umum PP Muhammadiyah.
Sharia Supervisory Board Chairman Prof. DR. H.M. Din Syamsudin, M.A. Aged 55 years old, he was born in Sumbawa (East Nusa Tenggara), and earns his doctorate from the University of California, Los Angeles, United States of America. He served as Sharia Supervisory Board Chairman since March 2008. Currently, he also teaches in several universities. Furthermore, previously he served as a member of Indonesian Peoples Consultative Assembly, Directorate General for Labor Placement and Development of the Ministry of Labor and Transmigration, and Expert Council of Indonesian Muslim Intellectuals Association. Up until now, he still served as Indonesian Committee on Religion and Peace, Executive Council of Asian Conference on Religion and Peace, Vice Chairman of the Indonesian Ulama Council (MUI), and General Chairman of the Central Executive (PP) of Muhammadiyah.
Dewan Pengawas Syariah Sharia Supervisory Board
Anggota Dewan Pengawas Syariah H. Ikhwan Abidin Basri, M.A. Berusia 48 tahun, lahir di Lamongan (Jawa Timur), dan meraih gelar master dari International Institute of Islamic Economics Islamabad, Pakistan. Menjabat sebagai anggota Dewan Pengawas Syariah sejak Maret 2008. Selain itu, menjadi pengajar dan konsultan di lembaga keuangan syariah. Hingga saat ini masih menjabat sebagai anggota kelompok kerja perbankan Dewan Syariah Nasional Majelis Ulama Indonesia (DSN-MUI).
ory Member of Sharia Supervisory Board A. H. Ikhwan Abidin Basri, M.A. orn Aged 48 years old, he was born d in Lamongan (East Java), and earns his master degree from the International Institute of Islamic Economics of ed Islamabad, Pakistan. He served as the member of Sharia ch Supervisory Board since March d 2008. He is also a lecturer and al a consultant in sharia financial institution. Currently he still officiates as a member of the banking working group of e National Sharia Council of the Indonesian Ulama Council (DSN-MUI).
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message from the president commissioner

sambutan komisaris utama
Direksi dan karyawan Perseroan telah mengimplementasikan tata kelola perusahaan dengan baik sesuai dengan etika bisnis dan prinsip syariah. Implementasi tata kelola perusahaan juga semakin berkualitas dengan dukungan sistem pengendalian intern dan SKAI yang berjalan dengan baik, efektif, dan efisien.
More quality. Directors and employees of the Company have implemented good corporate governance in accordance with Shariah principles and business ethics. Implementation of good corporate governance are also more qualified to support the internal control system and a wellfunctioning Internal Audit, effective, and efficient
Makin Berkualitas.
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Assalamualaikum warahmatullahi wabarakatuh Salam sejahtera bagi kita semua
Assalamualaikum warahmatullahi wabarakatuh Best wishes for all of us.
Puji dan syukur kami panjatkan kepada Allah

SWT atas segala rahmat dan karunia-Nya yang tidak pernah berhenti dilimpahkan kepada kita semua. Kami juga memanjatkan puji syukur atas pencapaian kinerja Perseroan yang pada 2012 berhasil menunjukkan kinerja dan perkembangan yang semakin baik dibandingkan periode-periode sebelumnya. Dinamika ekonomi global sepanjang 2012 diwarnai dengan proses pemulihan ekonomi Amerika Serikat (AS) dan Uni Eropa. Dalam situasi tersebut, ekonomi domestik justru seolah tidak mendapatkan tekanan yang dalam. Seiring dengan proses penguatan ekonomi domestik, daya tahan ekonomi nasional tetap baik. Hal ini ditandai dengan pertumbuhan ekonomi yang mencapai 6,3% pada 2012. Pertumbuhan tersebut menjadi salah satu yang tertinggi di dunia. Selain itu, laju inflasi sesuai dengan harapan seluruh pemangku kepentingan di sektor ekonomi, yakni terjaga pada level 4,3%.
Praise and gratitude we pray toward Allah

SWT, for all His blessings and grace that he overflows to all of us. We also prayed our gratitude for all the work achievement of the Company that successfully showed better performance and development in 2012, compared to previous periods.
Global economic dynamics throughout 2012 is highlighted with economic recovery process by the United States of America and the European Union. In that situation, domestic economy actually didnt get a significant pressure. Along with domestic economic strengthening process, the durability of national economic remains good. This is characterized with economic growth that reached 6.3% in 2012, and one of the highest growths in the world. Furthermore, inflation rate is also consistent with the expectation of the entire stakeholders in the economic sector, which is stable at the level of 4.3%. 2012 Business Review Even though national economic performance had a balance of payments deficit pressure in the first semester of 2012, but a number of international recognition keeps on pouring positively. In 2012, Indonesias ability to maintain its performance throughout the last few years drove it to the range of investment grade countries. Furthermore, Indonesia also holds the title of middle income countries.
Tinjauan Usaha 2012 Meskipun sempat mengalami tekanan defisit neraca pembayaran pada semester I 2012, namun sejumlah pengakuan internasional terus mengalir secara positif terhadap kinerja ekonomi nasional. Pada 2012, kemampuan Indonesia mempertahankan kinerjanya selama beberapa tahun terakhir mengantarkannya masuk dalam jajaran negara investment grade. Selain itu, Indonesia menyandang gelar sebagai negara berpenghasilan ekonomi menengah. Kinerja perekonomian nasional yang positif tersebut dalam dinamikanya kemudian menjadi stimulus yang baik bagi pertumbuhan kinerja industri perbankan syariah nasional. Pada 2012, volume usaha perbankan syariah di Tanah Air tumbuh 34,06% dari tahun sebelumnya.
The positive performance of the national economic later on developed into a good stimulus for the growth of the performance of national Islamic banking industry. In 2012, Islamic banking business volume in the nation had grown as much as 34.06% from the
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MESSAGE FROM THE PRESIDENT COMMISSIONER Sambutan Komisaris Utama
Dari sisi profil risiko, Dewan Komisaris menilai bahwa pengelolaan risiko yang dilakukan Perseroan pada 2012 juga semakin membaik.
From the risk profile side, the Board of Commissioners assesses that the risk management that had been done by the Company in 2012 have also improved.
Pertumbuhan yang terus membaik tersebut hakikatnya mencerminkan bahwasanya pelayanan perbankan syariah di negeri ini semakin berkualitas dan dapat diterima secara luas oleh masyarakat Indonesia. Tinjauan Kinerja Perseroan Dari sisi proses usaha yang dilakukan Perseroan sepanjang 2012, pencapaian kinerja yang berhasil dibukukan oleh Perseroan juga sejalan dengan tren yang terjadi pada industri perbankan syariah nasional. Sepanjang 4 (empat) tahun terakhir, pertumbuhan bisnis Perseroan mengindikasikan perbaikan kinerja secara positif. Pada 2012, Perseroan berhasil mencapai pertumbuhan aset total sebesar 32,46% dari Rp2,73 triliun pada 2011 menjadi Rp3,62 triliun. Demikian juga dengan pembiayaan dan DPK. Pada 2012, masingmasing tumbuh secara signifikan sebesar 37,23% dan 24,39% menjadi Rp2,63 triliun dan Rp2,85 triliun. Dewan Komisaris juga memberikan apresiasi terhadap kinerja Perseroan dan manajemen Perseroan terhadap pencapaian kinerja sepanjang 2012. Salah satu yang terpenting yaitu pencapaian pertumbuhan laba secara signifikan. Pada 2012, Perseroan berhasil meningkatkan laba sebesar 41,68% atau naik menjadi Rp17,30 miliar dari tahun sebelumnya yang sebesar Rp12,21 miliar.
previous year. This improving growth essentially reflects that Islamic banking service in this country is getting even more qualified and more acceptable widely by the people of Indonesia.
The Companys Performance Review From the side of the business process that had been done by the Company throughout 2012, performance achievements that managed to be booked by the Company is also in line with national Islamic banking industry trend. Throughout the last 4 (four) years, the Companys business growth indicates a positive performance improvement. In 2012, the Company managed to reach total asset growth as much as 32.46% from Rp2.73 trillion in 2011 to Rp3.62 trillion. Financing and Third-Party Fund also grow significantly as much as 37.23% and 24.39% to Rp2.63 trillion and Rp2.85 trillion.
Board of Commissioners also appreciates the performance of the Company and the Companys management towards the performance achievements throughout 2012. One of the most important achievements is significant profit growth. In 2012, the Company successfully increase profit as much as 41.68% or rising to Rp17.30 billion from the previous year, which is as much as Rp12.21 billion.
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Dari sisi profil risiko, Dewan Komisaris menilai bahwa pengelolaan risiko yang dilakukan Perseroan pada 2012 juga semakin membaik. Selain tingkat rasio non performing financing (NPF) yang terjaga di bawah 5%, Perseroan juga berhasil meningkatkan sumber dana murah dengan peningkatan signifikan pada dana murah, yakni tabungan dan giro. Pada 2012, tabungan dan giro yang dihimpun Perseroan mengalami pertumbuhan masing-masing 27,20% dan 77,75%.
From the risk profile side, the Board of Commissioners assesses that the risk management that had been done by the Company in 2012 have also improved. Besides maintaining Non Performing Financing (NPF) ratio level below 5%, the Company also managed to increase the low cost of fund sources with significant increase in cheap fund, which are savings and current accounts. In 2012, the number of savings and current accounts collected by the Company each grew as much as 27.20% and 77.75%. Accountability Reports of the Board of Commissioners The Board Commissioners judges that the Companys Board of Directors have carry out the Companys management properly, in accordance with applied rules and regulation of Islamic banking industry, and without any violation towards applied legislation. Other than those mentioned above, throughout 2012, the Board of Directors also did communication and coordination with the Board of Commissioners properly and intensively. In 2012, the Board of Commissioners and the Board of Directors have carry out joint meetings as much as 12 (twelve) times. The Board of Commissioners also report that there have been a change in the composition of the Companys Board of Commissioners in 2012. Based on Extraordinary the General Meeting of Shareholders that the Company held in December 11th 2012, the position of the Companys President Commissioners have changed, previously served by Sudarmin Sjamsoe replaced by me, Mulyana. Suggestion and Recommendation Even though the Board of Commissioners assesses that the Companys performance in 2012 has improve, but in order to support more qualified and sustainable growth, the Board of Commissioners assess that there are several things that still needs attention from the entire management as an effort to improve and increase the Companys performance.
Laporan Pertanggungjawaban Dewan Komisaris Dewan Komisaris menilai, Direksi Perseroan telah melaksanakan pengelolaan Perseroan secara baik dan sesuai dengan ketentuan dan aturan industri perbankan syariah, serta tidak melanggar ketentuan perundang-undangan yang berlaku. Selain hal-hal tersebut di atas, sepanjang 2012, Direksi juga telah melakukan komunikasi dan koordinasi dengan Dewan Komisaris secara baik dan intensif. Pada 2012, Dewan Komisaris dan Direksi Perseroan telah melaksanakan rapat bersama dengan frekuensi rapat sebanyak 12 (dua belas) kali. Dewan Komisaris juga melaporkan, pada 2012 telah terjadi perubahan komposisi Dewan Komisaris Perseroan. Berdasarkan hasil Rapat Umum Pemegang Saham (RUPS) Luar Biasa yang dilakukan Perseroan pada 11 Desember 2012, Komisaris Utama Perseroan mengalami pergantian, yakni dari sebelumnya yang dijabat oleh Saudara Sudarmin Sjamsoe digantikan oleh saya, Mulyana. Saran dan Rekomendasi Walaupun Dewan Komisaris menilai bahwa kinerja usaha Perseroan pada 2012 sudah semakin baik, namun dalam rangka mendukung pertumbuhan yang semakin berkualitas dan berkelanjutan, Dewan Komisaris menilai ada beberapa hal yang perlu mendapat perhatian segenap manajemen sebagai upaya perbaikan dan peningkatan kinerja Perseroan.
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MESSAGE FROM THE PRESIDENT COMMISSIONER Sambutan Komisaris Utama
Beberapa hal tersebut diantaranya mengenai permodalan Perseroan yang cukup guna mendukung ekspansi usaha dan pertumbuhan bisnis secara berkelanjutan. Meskipun permodalan Perseroan berada dalam kondisi aman, namun Perseroan harus tetap mengupayakan rencana penambahan modal. Selanjutnya, guna meningkatkan pertumbuhan pembiayaan secara berkesinambungan dan perbaikan pada kualitas aktiva produktif, Perseroan harus melanjutkan langkah-langkah secara lebih konkret dan berkesinambungan. Diantaranya dengan; (1) meningkatkan ekspansi kepada nasabah pembiayaan yang memiliki track record usaha dan hubungan perusahaan yang baik; (2) monitoring dan deteksi dini terhadap nasabah pembiayaan lancar yang berpotensi mengalami penurunan kolektibilitas; serta (3) melakukan peningkatan kualitas SDI pembiayaan. Dewan Komisaris juga menyarankan agar Perseroan meningkatkan rentabilitas, diantaranya melalui pembiayaan/piutang secara prudent dan mengendalikan overhead dengan menjaga disiplin anggaran dan efisiensi pada seluruh aktivitas tanpa mengurangi kualitas layanan dan kelancaran operasional Perseroan. Selain itu Perseroan juga harus fokus menyiapkan mitigasi atas seluruh risiko yang dapat timbul dari semua pelaku bisnis Perseroan. Akhir kata, Dewan Komisaris mengucapkan terima kasih kepada manajemen Perseroan, pengurus dan pejabat eksekutif, seluruh jajaran dan karyawan atas dedikasi dan kerja samanya, sehingga kinerja Perseroan dapat tumbuh dengan baik. Pada kesempatan yang baik ini, Dewan Komisaris juga mengucapkan terima kasih dan apresiasi yang setinggi-tingginya kepada seluruh nasabah, pemegang saham, dan segenap stakeholders lainnya atas dukungan dan kepercayaan kepada Perseroan. Dewan Komisaris mengharapkan, pada tahuntahun mendatang, prestasi yang berhasil diraih pada 2012 dapat lebih ditingkatkan sesuai dengan target-target yang telah disepakati
Some of them are about the Companys capital that is adequate to support sustainable business growth and expansion. Even though the Companys capital is in a safe condition, the Company must still pursue the plan for capital increase.
Furthermore, in order to increase sustainable financing growth and to improve to quality of productive asset, the Company must continue these steps more concretely and sustainably. Among others are by; (1) Carefully increase financing expansion to financing debtor who has a good business track record and company relationship; (2) monitor and detect current financing customer who has the potential to experience a decrease in collectability at an early stage; and (3) increase the quality of financing human resources.
The Board of Commissioners also suggest the Company to increase profitability, among others are through prudent financing/credit and overhead control by maintaining budget discipline and efficiency on every activity, without diminishing service quality and the Companys operational fluency. In addition the Company should also focus on preparing mitigation on the risks that can arise from all the business Company.
Finally, the Board of Commissioners thanks the Companys management, executive officers, and the entire employee for their dedication and cooperation, so that the Companys performance has grown well. In this wonderful occasion, the Board of Commissioners also thank and gives the highest appreciation to the entire customer, other shareholders, and stakeholders for their support and trust towards the Company.
The Board of Commissioners wishes that in the upcoming years the Company would increase the accomplishments achieved in 2012, consistent with the targets that have been
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bersama. Semoga, apa yang kita kerjakan mendapatkan ridho dari Allah SWT dan membawa kebaikan bagi kita semua. Aamiin Wa billahittaufiq wal hidayah Wassalamu'alaikum warahmatullahi wabarakatuh
agreed mutually. Hopefully what we do get a blessing from Allah SWT and bring goodness to us all. Amin. Wa billahittaufiq wal hidayah Wassalamualaikum warahmatullahi wabarakatuh
Jakarta, 31 Desember 2012
Mulyana, Komisaris Utama President Commissioner
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report from the president director

laporan direktur utama
Pada 2012, DPK dan pembiayaan Perseroan terus meningkat sesuai dengan target yang ditetapkan. DPK Perseroan tumbuh 24,39% menjadi Rp2,85 triliun dari Rp2,29 triliun pada 2011. Pembiayaan tumbuh 37,23% menjadi Rp2,63 triliun dari Rp1,92 triliun pada 2011. Pencapaian tersebut membuktikan bahwa fungsi intermediasi yang dijalankan Perseroan semakin menemukan momentumnya untuk mendukung pertumbuhan berkualitas pada tahun-tahun mendatang.
Growth Momentum. In 2012, deposits and financing of the Company continues to increase in accordance with the targets set. Company deposits grew 24.39% to Rp2,85 trillion from Rp2,29 trillion in 2011. Financing grew 37.23% to Rp2,63 trillion from Rp1, 92 trillion in 2011. The achievement was to prove that the Company carried intermediation is increasingly finding its momentum to support quality growth in the coming years.
Momentum Pertumbuhan.
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Assalamualaikum wa rahmatullahi wa barakatuh, Alhamdulillahirobbilalamin. syukur kami panjatkan kepada Allah SWT atas berlanjutnya pencapaian positif kinerja Perseroan sepanjang 2012. Di tengah belum pulihnya ekonomi Uni Eropa dan Amerika Serikat (AS) yang menghambat ekspor dan perdagangan Indonesia ke negara-negara tersebut, ekonomi Indonesia seolah tidak terpengaruh dan mampu melanjutkan kinerja positifnya. Kinerja baik perekonomian nasional tersebut didukung upaya penguatan ekonomi dalam negeri melalui dukungan sejumlah pembangunan infrastruktur dan kebijakan yang mendukung pembangunan sektor riil dan keuangan. Dukungan kebijakan dan iklim bisnis dalam negeri yang kondusif tersebut pada akhirnya turut memberi dampak positif terhadap kinerja Perseroan sebagaimana harapan seluruh pemegang saham dan stakeholders. Pencapaian kinerja positif Perseroan pada 2012 tentu mendukung upaya penguatan ekonomi domestik. Yang terpenting, pencapaian tersebut merupakan upaya dan kerja keras bersama seluruh jajaran karyawan dan pengurus Perseroan yang didukung oleh Dewan Komisaris dan Dewan Pengawas Syariah (DPS) di Perseroan, termasuk Komite-Komite yang ada, serta para pemegang saham Perseroan. Kondisi Makro-Ekonomi Sepanjang 2012, dikotomi antara kondisi makro-ekonomi global dan nasional masih tetap berlanjut. Di satu sisi, kondisi ekonomi makro di negara-negara Uni Eropa dan AS mengalami turbulensi. Sementara, di sisi lain, ekonomi negara-negara emerging market, termasuk Indonesia, justru mampu mendorong pertumbuhan ekonominya secara positif.
Assalamualaikum wa rahmatullahi wa barakatuh, Alhamdulillahirobbilalamin.
Puji
Praise to Allah SWT the almighty for the

continuity of positive performance achievement of the Company throughout 2012. In the midst of the recovery process of the United States of America and the European Union economy that obstruct Indonesias trading and export to those countries, Indonesias economy seem to be not affected and still able to continue its positive performance. This great performance of national economy is supported by domestic economy strengthening effort through the support of several infra structure establishment and policies that support the establishment of real and financial sector. This support of domestic policies and business climate is conducive and eventually give positive impact towards the Companys performance, as expected by the entire shareholders and stakeholders. The positive performance achieved by the Company in 2012 certainly support the domestic economy strengthening effort. Most importantly, that achievement is an effort and hardwork of the entire employee and management of the Company, supported by the Board of Commissioners and Sharia Supervisory Board of the Company, including existing commitees, and full support from the Companys shareholders. Macro-Economy Condition Throughout 2012, the dichotomy between global and national macro economy condition still continues. On one side, macro economy condition in the European Union countries and in the United States is in a turbulence. However, on the other side, the economy of emerging countries including Indonesia, is still able to encourage positive economy growth.
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MESSAGE FROM THE PRESIDENT DIRECTOR Sambutan Direktur Utama
Salah satu tantangan besar sepanjang 2012 adalah hambatan ekspor ke negara Uni Eropa yang masih berjuang dengan pemulihan ekonominya. Demikian pula dengan kebijakan Fiscal Cliff AS yang dapat menghambat laju ekspor produk-produk Indonesia ke negara tersebut. Di tengah tekanan ekonomi global tersebut, perekonomian Indonesia sepanjang 2012 tetap mengalami perkembangan yang baik, kendati sempat mengalami defisit pada neraca pembayaran Indonesia semester pertama 2012, tapi mulai membaik pada semester kedua. Indonesia juga telah masuk dalam kategori negara berpenghasilan ekonomi menengah.
One of the major challenges that happened throughout 2012 is export obstacle in European Union countries that is still struggling with economy recovery. This is similar with the United States with its Fiscal Cliff policy that can obstruct export rate of Indonesian products to those countries. Amidst these global economy pressure, Indonesias economy throughout 2012 still experience a good development, even after going through a deficit in the balance of payments through the first semester of 2012. But in the second semester, Indonesias balance of payments had started to recover. Indonesia also has been included in the category of middle income country. With an economic growth as much as 6.3% in 2012, Indonesia is listed as one of the countries with the highest economic growth in the world, and succesfully maintain a stable economic growth in the average range of 6% - 6.1% in the last 20 quarter. Aside from the growth achievements mentioned above, several macro economy indicator in 2012 also indicates positive achievements. Indonesia successfully maintain national inflation rate in 2012 (from January to December) in low level, which is 4.3%. Rupiah exchange rate is also stable at the level of Rp9.637 per US Dollar at the end of 2012 (28th of December 2012).
Dengan pertumbuhan ekonomi 2012 sebesar 6,3%, Indonesia tercatat sebagai salah satu negara dengan pertumbuhan ekonomi tertinggi di dunia dan mampu mempertahankan pertumbuhan ekonomi yang stabil, rata-rata di kisaran 6%-6,1% selama 20 triwulan terakhir. Selain pencapaian pertumbuhan tersebut, sejumlah indikator makro-ekonomi pada 2012 mengindikasikan pencapaian yang positif. Pada 2012 (Januari-Desember) Indonesia mampu menjaga laju inflasi nasional pada level rendah, yakni sebesar 4,30%. Demikian pula dengan nilai tukar rupiah yang pada akhir 2012 (28 Desember 2012) terjaga pada level Rp9.637 per US$1. Perkembangan Industri Perbankan Syariah Catatan positif perekonomian Indonesia tersebut akhirnya berdampak positif pada industri perbankan syariah nasional. Hingga akhir 2012, pembiayaan dan penghimpunan Dana Pihak Ketiga (DPK) secara year on year (yoy) masing-masing tumbuh 43,69% dan 27,81% dibandingkan dengan periode yang sama 2011. Pada periode tersebut, perbankan syariah nasional juga berhasil membukukan laba bersih sebesar Rp2,47 triliun atau tumbuh 70,94% dari tahun sebelumnya. Pertumbuhan pembiayaan dan DPK tersebut diikuti dengan perkembangan positif sejumlah
Development of Islamic Banking Industry This positive note in Indonesias economy eventually gives a positive impact towards national Islamic banking industry. Until the end of 2012, financing and third-party fund collecting by year on year each grow as much as 43.69% and 27.81% compared to the same period in 2011. In that period, national Islamic banking also successfully booked net profit as much as Rp2.47 trillion, or grew as much as 70.94% compare to the previous year.
The growth of financing and third-party fund also followed by positive development on
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indikator kinerja perbankan syariah. Di antaranya, capital adequacy ratio (CAR) perbankan syariah yang mencapai 14,13%, rasio non performing financing (NPF) 2,22%, rasio biaya operasional terhadap pendapatan operasional (BO/PO) sebesar 74,75%, rasio return on asset (ROA) sebesar 2,14%, return on equity (ROE) sebesar 24,06%, dan financing to deposit ratio (FDR) sebesar 100,00%. Pada periode yang sama terjadi kenaikan aset perbankan syariah sebesar 34,06% menjadi Rp195,02 triliun pada 2012. Secara keseluruhan, pada akhir 2012, jumlah bank umum syariah (BUS) mencapai 11 BUS. Sementara, jumlah unit usaha syariah (UUS) ada 24 UUS dan bank pembiayaan rakyat syariah (BPRS) ada 158 BPRS. Jumlah rekening di industri perbankan syariah pun meningkat menjadi 13.360.157 rekening dari 9.586.758 rekening pada tahun sebelumnya. Pengelolaan risiko di industri perbankan syariah juga semakin membaik. Hal itu tercermin dari rasio pembiayaan bermasalah terhadap total pembiayaan atau non performing financing (NPF) industri perbankan syariah yang turun menjadi 2,22% dari 2,52% pada tahun sebelumnya. Selain didorong perbaikan kualitas para pelaku industri perbankan syariah, kinerja industri perbankan syariah meningkat berkat peningkatan kepercayaan masyarakat terhadap sistem syariah. Selain itu, beberapa kebijakan industri perbankan konvensional, seperti aturan peningkatan uang muka kredit (loan to value) kredit kendaraan bermotor (KKB), kredit pemilikan rumah (KPR), dan apartemen, berimbas positif pada industri perbankan syariah.
several Islamic banking performance indicator. Among others are Capital Adequacy Ratio (CAR) of Islamic banking that reaches 14.13%; non performing financing (NPF) that reaches 2.22%; ratio of operational cost to operational revenue as much as 74.75%; return on asset (ROA) ratio as much as 2.14%; return on equity (ROE) as much as 24.06%; and financing to deposit ratio (FDR) as much as 100.00%. In the same periode, sharia banking asset have increased as much as 34.06% to Rp195.02 trillion in 2012. In general, at the end of 2012, there are 11 Islamic Commercial Banks and 24 Islamic Business Unit of Conventional Bank. The same thing happened with Islamic rural banks which number has reach 158. The account number of Islamic banking industry has also increased to 13,360,157 account from as much as 9,586,758 account units on the previous year.
Furthermore, risk management of Islamic banking industry also improves. This is reflected in the ratio of problematic financing towards the total financing or the non performing financing (NPF) in the Islamic banking industry that decreased to 2.22% from 2.52% in the previous year. Besides the encouragement from the quality improvement of Islamic banking industry players, the increase of Islamic banking industry performance also caused by the increase of the communitys trust in sharia system that is considered to be improving. Furthermore, several policies in the conventional banking industry, such as the policy that increases of requirement down payment (loan to value) of vehicle loan and housing and apartment credit (mortgage), affected islamic banking industry positively. Performance and Service Improvement Along with the positive note on Islamic banking industry, the Company also managed to achieve a positive performance in 2012. Even though the Companys existence in the national Islamic banking industry scene is relatively young, but it hasnt been an obstacle for the Company to
Peningkatan Kinerja dan Layanan Sejalan dengan catatan positif industri perbankan syariah, kinerja positif juga berhasil dicapai Perseroan pada 2012. Walaupun keberadaan Perseroan di kancah industri perbankan syariah nasional terhitung relatif muda, hal itu tidak menghambat Perseroan
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Sepanjang 2012, Perseroan terus berupaya menjalankan fungsi intermediasi perbankan berdasarkan Prinsip Syariah, baik melalui penghimpunan dana maupun pembiayaan.
Throughout 2012, the Company keeps struggling to run banking intermediation function based on Sharia Principles, both through fund collecting and financing
untuk memberikan kinerja dan layanan terbaik dalam rangka mendukung perekonomian nasional. Sepanjang 2012, Perseroan terus berupaya menjalankan fungsi intermediasi perbankan berdasarkan Prinsip Syariah, baik melalui penghimpunan dana maupun financing. Dalam rangka memperluas pasar dan memperkenalkan Perseroan secara lebih luas kepada masyarakat, Perseroan juga bersinergi dengan media massa dan melakukan sejumlah aktivitas promosi secara intens. Upaya penguatan fungsi intermediasi tersebut dilakukan secara simultan dengan meningkatkan kualitas layanan kepada nasabah melalui peningkatan fitur pelayanan, di antaranya melalui pemanfaatan automatic teller machine (ATM). Kini, seluruh jaringan ATM PT Bank Bukopin, Tbk. dan ATM Bersama sudah dapat dipergunakan oleh nasabah Perseroan. Pengembangan produk dan layanan lain pun terus dilakukan, seperti jasa pembayaran dan pemanfaatan semua fitur layanan yang ada di PT Bank Bukopin, Tbk untuk dapat dinikmati nasabah Perseroan. Termasuk, upaya penyediaan jasa-jasa fee based dan perluasan jaringan outlet.
give the best performance and service in order to support the national economy.
Throughout 2012, the Company keeps struggling to run banking intermediation function based on sharia principles, both through fund collecting and financing. In order to broaden market and to introduce the Company to a wider community, the Company also synergize with the media and done some promotion activities intensely.
The strengthening effort of that intermediation function is done simultaneously with the improvement of service quality towards the company through service feature improvement, among others are through the use of automatic teller machine (ATM). Now, the entire network of PT Bank Bukopins, Tbk. ATM and ATM Bersama can be used by the Companys customer. Other product and service developments also remain to be done, such as payment service and the utilization of all service feature existing in PT Bank Bukopin, Tbk. to be enjoyed by the Companys customer. This includes the effort to provide fee based services and to broaden outlet network.
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Melalui pengembangan budaya layanan yang "CEPAT, MUDAH, AMAN dan NYAMAN", Perseroan berupaya menciptakan dimensi credibility (kepastian nasabah mendapatkan layanan yang baik), dependability (memberikan solusi dan tidak hanya mengacu pada prosedur operasional standar), courtesy (jujur dan empati, tidak hanya ramah dan hangat), comfortability (kenyamanan), dan connectivity (aksesibilitas), sehingga tercipta layanan prima kepada nasabah. Sejalan dengan upaya-upaya tersebut, kami selaku manajemen merasa bahwa pasca-spin off, positioning Perseroan di pasar semakin kuat. Posisi service level agreement (SLA) dewasa ini sudah sama dengan PT Bank Bukopin, Tbk. Selain perluasan produk dan layanan, Perseroan berupaya memperkuat bidang Teknologi Informasi (TI), SDI, dan infrastruktur untuk menghasilkan pertumbuhan dan kinerja terbaik pada 2012. Peningkatan kinerja dan layanan yang dilakukan Perseroan pada akhirnya mendapat pengakuan dari pihak lain di luar Perseroan. Di antaranya, melalui penghargaan yang diraih Perseroan dalam Indonesia Service to Care Champions 2012 dari Marketeers pada 25 Januari 2012. Perseroan juga mendapat penghargaan dari Majalah Infobank dalam Banking Service Excellence Award 2012. Pencapaian Bisnis Seperti telah disampaikan di atas, kami selaku manajemen merasa bersyukur atas pencapaian kinerja Perseroan pada 2012. Pencapaian positif pada volume usaha, DPK, pembiayaan, dan sejumlah indikator usaha lainnya kami sampaikan sebagai berikut: Volume Usaha Volume usaha (aset) Perseroan sampai dengan akhir 2012 secara tahunan tumbuh 32,46% dibandingkan dengan akhir 2011, dari Rp2,73 triliun menjadi Rp3,62 triliun. Pertumbuhan volume usaha tersebut lebih baik dibandingkan dengan pertumbuhan aset Perseroan pada 2011 yang sebesar 24,43%.
Through developing fast, easy, safe and comfort service culture, the Company tries to create a dimension of credibility (ensuring the customer to get a good service), dependability (giving solution that doesnt only refer to standard operation procedure), courtesy (honesty and empathy thats not only warm and friendly), comfortability and connectivity (accesability), in order to create a premium service for the customer.
In line with those efforts, we as the management of the Company feels that the Companys positioning is getting stronger after the spin off. The Service Level Agreement (SLA) position nowadays is the same with PT Bank Bukopin, Tbk. Other then product and service expansion, the Company also attempted to strengthen the area of information technology, human resources, and infrastructure to get the best performance and growth in 2012. Service and performance improvement that was done by the Company eventually got a recognition from another party outside the Company. Among others are by an award that was achieved by the Company in Indonesia Service to Care Champions 2012 from Marketeers in January 25th, 2012. The Company also got an award from Infobank Magazine in Banking Service Excellence Award 2012. Business Achievements As mentioned above, we as the management of the Company are grateful for the Companys performance in 2012. We report some of the positive accomplishments in business volume, third party funds, financing, and several other business indicator as follows: Business Volume Compared to the end of 2011, the Companys annual business volume (asset) until the end of 2012 grew 32,46% to Rp3,62 trillion from Rp2,73 trillion at the end of 2011. This business volume growth is better than the asset growth in 2011 which grew as much as 24.43%.
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Dari sisi aset, pangsa pasar Perseroan terhadap industri perbankan syariah pada 2012 turun menjadi 1,85% dari 1,88% pada tahun sebelumnya. Dengan dukungan seluruh stakeholders, Perseroan berharap dapat meningkatkan pangsa asetnya di industri perbankan syariah nasional. DPK Pada 2012, Perseroan berhasil meningkatkan penghimpunan DPK menjadi Rp2,85 triliun atau tumbuh 24,39% dibandingkan dengan akhir 2011 yang sebesar Rp2,29 triliun. Pada kesempatan ini kami perlu melaporkan hal yang menggembirakan bahwasanya kinerja positif di bidang penghimpunan DPK tersebut didukung oleh peningkatan dana murah secara signifikan dalam bentuk giro dan tabungan yang pada 2012 masing-masing mencapai Rp183,02 miliar dan Rp345,52 miliar atau masingmasing tumbuh 77,75% dan 27,20%. Selain giro dan tabungan, pada periode yang sama deposito meningkat menjadi Rp2,32 triliun atau tumbuh 21,13% dibandingkan dengan 2011. Pembiayaan Selain aset dan DPK, pembiayaan yang dilakukan Perseroan pada 2012 mengalami pertumbuhan siginifikan, yakni sebesar 37,23% menjadi Rp2,63 triliun dari Rp1,92 triliun pada 2011. Kontribusi pembiayaan terbesar Perseroan pada 2012 berasal dari murabahah, yakni sebesar 67,82% terhadap total pembiayaan. Ke depan, upaya-upaya untuk meningkatkan porsi pembiayaan melalui strategi bisnis yang tepat dan penetrasi pasar lebih luas secara terusmenerus akan ditingkatkan. Pendapatan dan Laba Bersih Seiring dengan peningkatan DPK, pembiayaan, dan pangsa pasar aset tersebut, kami juga semakin bersyukur dengan meningkatnya laba bersih Perseroan secara signifikan. Pada 2012, Perseroan mampu menghasilkan laba
From the asset side, the Companys market share towards Islamic banking industry in 2012 in decrease to 1.85% from 1.88% on the previous year. With the support of stakeholders, the Company expects to increase its share of asset in the nationwide Islamic banking assets. Third Party Fund In 2012, the Company manage to increase the accumulation of third party fund to Rp2.85 trillion or grew as much as 24.39% compared to the end of 2011, which was as much as Rp2.29 trillion. On this occasion, we need to report an encouraging news, which is the positive performance in collecting third party fund was supported by a significant increase of cheap fund in the form of current account and savings, which reached as much as Rp183.02 billion and Rp345.52 billion, or grew each 77.75% and 27.20% in 2012. Besides current account and savings, in the same period, deposit also increased to Rp2.32 trillion or grew as much as 21.13% from 2011.
Financing Besides asset and third party fund, the Companys financing also grew significantly in 2012, which is as much as 37.23% to Rp2.63 trillion from Rp1.92 trillion in 2011. The Companys biggest financing distribution comes from murabahah, which is as much as 67.82% towards the financing total. In the future, efforts to increase financing portion through proper business strategy and wider market penetration continuously will keep be improved.
Revenue and Net Profit In line with the increase of third party funds, financing, and asset market share, were also grateful with the significant increase of the Companys net profit. In 2012, the Company succesfully generated net profit as much as Rp17.30 billion, or increasing as
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bersih sebesar Rp17,30 miliar atau mengalami kenaikan 41,68% dari tahun sebelumnya yang sebesar Rp12,21 miliar. Peningkatan laba bersih secara signifikan itu berasal dari kenaikan pendapatan Perseroan pada 2012 yang mencapai 26,87%. Rasio Keuangan Dari sisi permodalan, rasio kecukupan modal atau CAR Perseroan juga masih berada di posisi aman, yaitu sebesar 12,78%. Angka itu masih jauh di atas ketentuan CAR minimum yang ditetapkan Bank Indonesia (BI) sebesar 8%. Pencapaian bisnis tersebut sekaligus merupakan fondasi bagi program akselerasi pertumbuhan bisnis Perseroan untuk tahuntahun mendatang. Demikian pula dengan NPF, FDR, BO/PO, ROA, dan ROE pada Desember 2012 yang persentasenya masing-masing sebagai berikut:
much as 41.68% from the previous year, which was as much as Rp12,21 billion. This significant increase in net profit derived from the increase of the Companys revenue in 2012 as much as 26.87%.
NPF FDR BO/PO ROA ROE
: : : : :
4,57% 92,29% 91,59% 0,55% 7,32%
Financial Ratio From the capital side, the Companys Capital Adequacy Ratio is also in a safe position, which is 12,78%. This number is far above the minimum CAR provision determined by Bank Indonesia, which is 8%. This business achievement is also a foundation for the Companys business growth acceleration program in the upcoming years. As for Non Performing Financing (NPF), Financing to Deposit Ratio (FDR), Operational Cost to Operational Revenue Ratio (BOPO), Return on Asset (ROA), and Return on Equity (ROE), on December 2012 each of them have these next percentage below: NPF : 4.57% FDR : 92.29% BOPO : 91.59% ROA : 0.55% ROE : 7.32% Business Reinforcement The Company is still trying to utilize a wide open Islamic banking market niche through optimizing existing opportunity. So the Companys business growth in the future is expected to keep increasing.
Penguatan Bisnis Ceruk pasar perbankan syariah yang masih sangat lebar terus berupaya dimanfaatkan Perseroan melalui optimalisasi peluang yang ada. Dengan demikian, pertumbuhan bisnis Perseroan ke depan diharapkan semakin meningkat. Untuk mendukung peningkatan pangsa pasar aset, pada 2012 Perseroan telah melakukan pemetaan potensi pasar yang dapat digali oleh Cabang sekaligus untuk menentukan anggaran bisnis Cabang melalui analisis market share di daerah. Selain itu, Perseroan tetap fokus pada segmentasi utama yang memiliki keunggulan komparatif dan terus melakukan pengembangan pembiayaan melalui pola channeling. Sementara itu, untuk mendukung penguatan bisnis demi meningkatkan kualitas produk dan layanan, pada 2012 Perseroan melakukan
To support the increase of assets market share, in 2012 the Company has done market potential mapping that can be extracted by the Branch and also to determine Branchs business budget through market share analysis in the region. Furthermore, the Company is still focusing in the main segmentation that has comparative advantage, and keep developing financing through channeling scheme. At the mean time, to support business reinforcement in order to increase product quality and service, the Company had done
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perluasan jaringan kantor. Hingga 2012, jumlah kantor cabang 10 (sepuluh), 7 (tujuh) Kantor Cabang Pembantu, 4 (empat) kantor kas, dan 53 (lima puluh tiga) kantor layanan syariah di sejumlah wilayah Tanah Air. Langkah tersebut diimbangi dengan penguatan SDI, baik dari sisi kualitas (kompetensi dan integritas) maupun kuantitas. Pada 2012, Perseroan melakukan rekrutmen dan melaksanakan training Management Development Program (MDP) II (sebelumnya Officer Development Program atau ODP) yang tengah menjalankan on the job training di Kantor Pusat dan Kantor Cabang Melawai. Sementara, lulusan ODP I pada 2011 sebagian berhasil menduduki posisi Kepala Cabang, Manajer Pelayanan dan Operasi, serta Manajer Bisnis. Secara berkelanjutan, Perseroan terus melaksanakan training-training yang bersifat mandatory, seperti manajemen risiko, pendidikan dasar perbankan syariah, dan training yang bersifat program, misalnya program account officer (AO), maupun trainingtraining peningkatan kemampuan khusus. Perseroan juga terus menguatkan lini-lini bisnis yang ada melalui hal-hal strategis berikut: (1) memperkuat marketing; (2) melakukan revitalisasi outlet dan meningkatkan kualitas business process, mulai dari operasional, marketing, hingga business control; (3) fokus pada sumber dana murah; dan (4) melakukan efisiensi pengelolaan operasional dengan target pertumbuhan bisnis overall sebesar 21,18% Target tersebut didukung asumsi optimistis bahwa kondisi makro-ekonomi pada 2012 semakin membaik. Secara internal, Perseroan juga siap melakukan akselerasi dalam menggarap pasar perbankan syariah yang masih terbuka luas. Selain hal-hal tersebut, pada 2012 Perseroan telah mengambil sejumlah kebijakan strategis sebagai berikut:
office network expansion. Until 2012, the Company have 10 (ten) Branch Office, 7 (seven) sub branch office, 4 (four) cash office, and 53 (fifty three) delivery channel several area in the nation. These steps are balanced with reinforcement in the human resources field, both in quality (competence and integrity) and quantity. In 2012, the Company did a recruitment and implemented Management Development Program (MDP) II (previously named Officer Development Program or ODP) for employees who were on the job training in the Head Office and at the Melawai Branch Office. Meanwhile, some of the ODP I graduate in 2011 managed to secure positions as Branch Head, Service and Operational Manager, and Business Manager.
Continuously, the Company keep implemented mandatory trainings, such as risk management, basic education of sharia banking, and program training such as account officer (AO) program, and special ability trainings.
Furthermore, the Company also keep reinforcing existing business lines through these strategy below, which are: (1) marketing reinforcement; (2) revitalizing outlet and increasing business process quality, from operational, marketing, to business control; (3) focusing in cheap funds sources; and (4) doing operational management efficiency with overall business growth target as much as 21.18%. This target is supported with optimistic assumptions that macro economy condition in 2012 will keep improving. Internally, the Company is also ready to accelerate in working on Islamic banking market that is still wide open.
Besides the strategies mention above, in 2012 the Company had made some strategic policies such as:
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1. Percepatan pertumbuhan bisnis; 2. Memiliki portofolio pembiayaan yang berkualitas; 3. Fokus terhadap sumber dana murah/ritel; 4. Revitalisasi outlet melalui pengembangan bisnis area; 5. Peningkatan fee based income; 6. Efisiensi dalam pengelolaan operasional bank; 7. Pengembangan SDI yang berkualitas; 8. Meningkatkan fungsi internal control. Tata Kelola Upaya menjaga bisnis secara berkesinambungan untuk menghasilkan kinerja dan pelayanan terbaik kepada nasabah harus diiringi dengan pengimplementasian Good Corporate Governance (GCG) secara optimal. Direksi Perseroan dalam setiap proses bisnis yang dijalankan selalu berpegang teguh pada prinsip-prinsip GCG, visi, misi, serta memastikan bahwa Perseroan telah menjalankan usahanya sesuai dengan peraturan dan etika bisnis yang berlaku di industri perbankan syariah. Selain itu, agar tetap berada pada koridor yang benar, dalam setiap proses bisnis Direksi Perseroan selalu memerhatikan saran dan pandangan dari Dewan Komisaris dan DPS serta komite-komite di Perseroan. Sehingga, setiap keputusan bisnis yang diambil sesuai dengan harapan pemegang saham dan tidak bertentangan dengan prinsip-prinsip syariah.
1. Accelerating business growth; 2. Having qualified financing portfolio; 3. Focusing in cheap funds/retail sources; 4. Revitalizing outlet through area business development; 5. Increasing fee based income; 6. Efficiency in managing banks operational; 7. Developing qualified human resources; 8. Improving internal control function. Corporate Governance The effort to maintain sustainable business to keep giving the best performance and service to the customer must be accompanied with optimum Good Corporate Governance (GCG) implementation. In every business process, the Companys Directors always refer to GCG principles, including in achieving vision and mission, and ensure that the Company has run its business in accordance to applied business regulation and ethics in Islamic banking industry.
Furthermore, in order to stay in the right corridor, in every business process done, the Companys Directors also pay attention to advices and opinions from the Board of Commissioners, Sharia Supervisory Board (DPS), and other commitees in the Company. So every business decision taken would be consistent with the expectation of the shareholders, and doesnt contradict with sharia principles. Thank You Note Considering business and power potential that the Company has, the Board of Directors believe that the Company will continue to be a healthy, developing, and growing bank that will gain more trust from the community. To actualize that believe, it would need a strong commitment and support from the entire employee and management, accompanied with profesionalism in managing the Company. In practice, there are 4 (four) important keys that
Ucapan Terima Kasih Menilik potensi bisnis dan kekuatan yang dimiliki perusahaan, Direksi berkeyakinan bahwa Perseroan akan terus menjadi bank yang sehat, berkembang, dan tumbuh dengan baik sehingga semakin dipercaya masyarakat. Untuk mewujudkan keyakinan tersebut, dibutuhkan komitmen dan dukungan kuat dari seluruh karyawan dan manajemen disertai profesionalisme dalam mengelola perusahaan. Praktiknya, ada 4 (empat) kunci penting yang
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hendaknya dipraktikkan seluruh karyawan, yakni (1) bekerja keras, (2) meningkatkan kompetensi, (3) menjaga integritas, dan (4) selalu berdoa kepada Allah SWT. Terkait dengan kinerja positif yang telah dicapai Perseroan pada 2012, Direksi mengucapkan terima kasih atas dukungan dan kepercayaan yang selama ini diberikan oleh nasabah, pemegang saham, manajemen, dan seluruh karyawan. Dengan dukungan yang sangat besar tersebut, Perseroan dapat semakin berkembang dan selalu berada pada koridor yang tepat. Akhir kata, jajaran Direksi berharap agar segenap karyawan dapat meningkatkan etos kerja dan mampu mencapai target yang telah disepakati bersama. Wa billahittaufiq wal-hidayah Wasalamualaikum warahmatullahi wa barakatuh.
should always be practiced by the entire employee, that is: (1) work hard; (2) increase competency; (3) maintain integrity; and (4) always pray to Allah SWT. Related with positive performance that have been achieved by the Company in 2012, the Directors are grateful for the support and trust given by the customers, shareholders, management, and the entire employee. With that immense support, the Company can keep on developing in the right corridor.
Finaly, the Board of Directors wishes that the employees can keep improving their work ethic and able to achieve the target that have been determined together. Wa billahittaufiq wal-hidayah Wasalamualaikum warahmatullahi wa barakatuh.
D Jakarta, 31 Desember 2012
Riyanto irektur Utama Direktur ctor President Director
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BAN BA NK S SY YA YAR Y A AR R IA A H BU B U KOP K OP OPI IN ANNU UA UAL A AL LR RE E POR PO PO OR RT 2 0 12 12
message from the chairman of sharia supervisory board

sambutan ketua dewan pengawas syariah
Dewan Pengawas Syariah optimistis Perseroan mampu menjadi salah satu pemain utama di industri perbankan syariah nasional. Pertumbuhan yang terus meningkat dewasa ini merupakan pertanda konkret bahwa tingkat kepercayaan nasabah semakin meningkat.
Major players. Sharia Supervisory Board is optimistic that the Company is able to be one of the major players in the Islamic banking industry nationwide. Growth continuesly today is a concrete sign that the increasing level of customer confidence .
Pemain Utama.
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Assalamualaikum warahmatullahi wa barakatuh Bismillahirohmanirrohim Mari kita panjatkan puji syukur ke hadirat Allah SWT karena berkat rahmat dan hidayah-Nya, kita masih diberi kesehatan dan karunia yang melimpah. Sholawat serta salam kita tujukan kepada junjungan nabi akhir zaman, Muhammad SAW, beserta keluarga dan sahabatnya. Alhamdulillah, Perseroan sepanjang 2012 mampu meraih pertumbuhan yang signifikan. Hal tersebut dapat kita simak dari berbagai indikator, seperti pertumbuhan aset, laba, permodalan, pembiayaan yang diberikan kepada nasabah, maupun penghimpunan dana yang berasal dari masyarakat. Intinya, secara keseluruhan proses usaha Perseroan dapat berjalan dengan baik serta sesuai dengan yang diharapkan Pengurus maupun Pemegang Saham Perseroan. Pencapaian, Daya Tahan, dan Kepastian Sekali lagi, berbagai pencapaian sepanjang 2012 patut disyukuri mengingat kondisi perekonomian yang tidak menentu. Kondisi ketidakpastian ekonomi tersebut merupakan pengaruh dari krisis ekonomi global, seperti krisis utang di kawasan Eropa dan proses recovery ekonomi di Amerika Serikat (AS), yang masih terus berlanjut hingga saat ini. Keadaan atau kondisi tersebut menjadi tantangan bagi industri perbankan di Tanah Air, termasuk perbankan syariah. Jika hal tersebut tidak dikelola dan dimitigasi secara baik dan tepat, akan menjadi hambatan bagi pertumbuhan usaha Perseroan. Bahkan, pada taraf yang lebih besar, imbas krisis ekonomi global tersebut dapat berdampak pada keterpurukan usaha perbankan. Pencapaian usaha yang baik pada 2012 tentu tak dapat dilepaskan dari semakin kuatnya daya tahan perbankan syariah nasional, dalam hal ini
Assalamualaikum warahmatullahi wa barakatuh Bismillahirohmanirrohim Praise is to Allah SWT, because of Allahs blesses, and we could still feel the joy and pleasure of life. Shalawat and blessings to prophet Muhammad SAW, his family and friends.
Alhamdulillah, the Company has able to achieve a significant growth throughout 2012. It can be seen from the various indicators, such as asset, profit, capital, and financing growth that has been given to the customers, and also collection of funds from the community. Essentially, in general, the Companys business process has run properly and in accordance with managements and shareholders expectation.
Achievement, Durability, and Assurance Once again, we should be grateful for the various achievements throughout 2012, considering the uncertain economical condition. This economic uncertainty is an impact of global economic crisis, such as the debt crisis in Europe and the process of economic recovery in United States of America that is still on going up until now. This condition has become a challenge for banking industry in Indonesia, including Islamic banking. If it is not managed and mitigated properly and accurately, that condition will be an obstacle for the Companys business growth. Even in a bigger level, the effect of global economic crisis will have an impact on banking business deterioration.
Good business achievement in 2012 definitely cant be separated from the increasing durability of national Islamic banking, including the
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MESSAGE FROM THE CHAIRMAN OF SHARIA SUPERVISORY BOARD Sambutan Ketua Dewan Pengawas Syariah
Perseroan termasuk di dalamnya, yang dapat dikatakan relatif tidak terkena dampak krisis tersebut. Daya tahan tersebut menjadi salah satu modal utama perbankan syariah untuk menghadapi kondisi dan tantangan ke depan. Di tengah ketidakpastian ekonomi, perbankan syariah tetap mampu memberikan kepastian terhadap nasabahnya. Sepanjang 2012, DPS Perseroan dapat menjalankan tugas dan fungsinya dengan cukup baik. Meskipun struktur DPS hanya diisi oleh 2 (dua) orang, yakni terdiri atas ketua dan satu anggota, tugas dan fungsi DPS masih dapat berjalan dengan optimal.
Company, which can be said relatively not affected by the crisis mentioned above. This durability is one of the major capitals of sharia banking in dealing with conditions and challenges in the future. Amidst the economical uncertainty, Islamic banking is still able to give an assurance to its customer.
Throughout 2012, Sharia Supervisory Board of the Company has been able to implement its job and function properly. Even though the structure of Sharia Supervisory Board consists of only 2 (two) people, which is a chairman and a member, but Sharia Supervisory Board job and function can still be implemented optimally. Based on the supervision done by Sharia Supervisory Board, we assessed that there is no serious fundamental issues found. Throughout the year, the relationship between Sharia Supervisory Board and the Companys management has run well. We would like to say that business management and process that has been done by the Company is in accordance with the regulation of National Sharia BoardIndonesian Council of Ulema. Challenges and Expectation Seeing the progress that occurred nowadays, especially related with the interest and the vast number of Muslim population in Indonesia, we assess that business opportunity and potential for Islamic banking in Indonesia, including for the Company, is still wide-open.
Berdasarkan pengawasan yang dilakukan DPS, kami menilai tidak ada ataupun tidak ditemukan masalah fundamental yang serius. Sepanjang tahun, hubungan antara DPS dan manajemen Perseroan berjalan dengan sangat baik. Kami ingin menyampaikan bahwasanya pengelolaan dan proses usaha yang dilakukan oleh Perseroan telah sesuai dengan ketentuan Dewan Syariah Nasional-Majelis Ulama Indonesia (DSN-MUI). Tantangan dan Harapan Dengan melihat perkembangan yang terjadi dewasa ini, khususnya berkaitan dengan minat dan jumlah penduduk muslim di negeri ini yang begitu besar, kami menilai peluang dan potensi usaha bagi perbankan syariah di Indonesia, termasuk bagi Perseroan, masih sangat terbuka lebar. Pada sisi lain, pangsa pasar industri perbankan syariah nasional masih sangat kecil dibandingkan dengan pangsa pasar perbankan konvensional. Namun, yang patut untuk dicatat adalah seperti halnya yang terjadi pada tahuntahun sebelumnya, pertumbuhan perbankan syariah dinilai masih belum maksimal. Ke depan, hal tersebut menjadi tantangan bagi para pelaku usaha perbankan syariah dan segenap stakeholders yang terkait, yakni mengupayakan agar produk dan layanan perbankan syariah dapat menjadi pilihan terbaik
On the other hand, the market for national islamic banking industry is still very small compared with conventional banking market. However, it should be noted that as was the case on previous years, the growth for Islamic banking is considered havent reach its maximum potential. In the future, the challenge for Islamic banking businessmen and related stakeholders is to make an effort to make Islamic banking products and service to be the best choice for the community. We highly expect it will be the focus
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bagi masyarakat. Kami sangat berharap hal tersebut dapat menjadi fokus Perseroan agar lebih inovatif dalam mengembangkan produk dan layanan serta lebih jeli dalam membidik segmen pasar yang tepat. Terkait dengan pertumbuhan dan perkembangan Perseroan ke depan, saya optimistis Perseroan mampu menjadi salah satu pemain utama di industri perbankan syariah nasional. Perlahan namun pasti, Perseroan akan menjadi bank syariah terkemuka di seantero negeri ini. Pertumbuhan yang terus meningkat dewasa ini merupakan pertanda yang konkret bahwa tingkat kepercayaan nasabah terhadap Perseroan terus meningkat. Sekali lagi kami sampaikan, potensi menjadi salah satu bank syariah terkemuka di Tanah Air sangat terbuka. Dukungan kuat yang diberikan oleh seluruh pemegang saham dan segenap mitra usaha kepada Perseroan merupakan energi tersendiri yang dapat mengantarkan Perseroan meraih mimpi-mimpinya pada masa mendatang. Terpeliharanya ikatan emosional dengan Muhammadiyah yang merupakan salah satu organisasi Islam besar di Tanah Air menjadi salah satu penguat langkah maju Perseroan mencapai target-target usahanya. Secara beriringan, kami juga melihat, Perseroan senantiasa membangun kerja sama yang baik dengan berbagai komunitas usaha lainnya serta terus berupaya menambah jumlah jaringan guna memperbesar pangsa pasar. Sebagai penutup, dalam situasi ekonomi yang cukup banyak dengan tantangan ke depan, kami berpesan kepada segenap Dewan Komisaris, Direksi, dan karyawan Perseroan agar bekerja lebih keras sesuai dengan tugas dan fungsinya masing-masing. Tunaikan kewajiban dengan sebaik-baiknya. Selain hal tersebut, tak lupa kami berpesan agar Prinsip Syariah hendaknya tidak hanya diterapkan pada saat kita bekerja, tetapi juga dalam perilaku kita sehari-hari. Dengan demikian, apa yang kita kerjakan memiliki nilai lebih dan menjadi amal ibadah bagi masingmasing individu.
of the Company to be more innovative in developing products and services, and be sharper in aiming the correct target market.
Related with the Companys growth and development in the future, I am optimistic that the Company is able to be the main player in the national Islamic banking industry. Slowly but sure, the Company will become the leading Islamic bank in Indonesia. The growth that has been increasing continually nowadays is a concrete sign that the level of trust from the costumer for the Company is also increasing.
We convey once more, the potential to be the one of Indonesia Islamic bank leader is wideopen. Strong support given by all shareholders and business partners to the Company is an energy that can escort the Company to reach its dreams in the future. The preservation of emotional bond with Muhammadiyah, which is one of the biggest Muslim organizations in Indonesia, has strengthened the Companys steps to reach its business targets.
We also see that the Company continually builds a good partnership with other various business communities and keep trying to increase the number of networking to magnify target market.
In conclusion, with an economical situation that is filled with quite a lot of challenges in the future, we advised the entire Board of Commissioners, Board of Directors, and employee of the Company to work harder in accordance with their job and function. Perform your obligation as well as possible. Aside from the points mentioned above, we also advised the application of Sharia Principles not only at work, but also on our daily behavior. So that what we are doing has more value and become an act of worship for each individual.
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MESSAGE FROM THE CHAIRMAN OF SHARIA SUPERVISORY BOARD Sambutan Ketua Dewan Pengawas Syariah
Kami sangat berharap, pencapaian Perseroan pada 2012 dapat terus dijaga dan diupayakan peningkatannya secara berkesinambungan pada waktu-waktu mendatang. Aamiin.
We really expect that the accomplishment the Company has achieved in 2012 can be maintained and improved continually in the future. Aamiin.
Wabillahittaufiq wal hidayah Wassalamualaikum warahmatullahi wabarakatuh
Wabillahittaufiq wal hidayah Wassalamualaikum warahmatullahi wabarakatuh
Jakarta, 31 Desember 2012
Prof. DR. H.M. Din Syamsuddin, M.A. Ketua Dewan Pengawas Syariah Sharia Supervisory Board Chairman
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management analysis of company performance

analisis manajemen atas kinerja perseroan
Growing Positive and Qualified. "In 2012, the Company continues to experience positive and qualified growth. Company profits reached Rp17. 30 billion or grew 41.68% of 2011, which amounted to Rp12. 21 billion. Total assets of the Company increased to Rp3.62 trillion or grew 32.46% compared to 2011, which amounted to Rp2.73 trillion. The achievement is the increased confidence of the Company to be one of the major players in the national Islamic banking industry."
Tumbuh Positif dan Berkualitas. Pada 2012, Perseroan terus mengalami pertumbuhan yang positif dan semakin berkualitas. Laba Perseroan mencapai Rp17,30 miliar atau tumbuh 41,68% dari 2011 yang sebesar Rp12,21 miliar. Total aset Perseroan juga meningkat menjadi Rp3,62 triliun atau tumbuh 32,46% dibandingkan dengan 2011 yang sebesar Rp2,73 triliun. Pencapaian tersebut semakin meningkatkan percaya diri Perseroan untuk menjadi salah satu pemain utama di industri perbankan syariah nasional.
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Kinerja Perseroan sepanjang
2012 ditutup dengan perolehan dan pencapaian yang baik di berbagai aspek usaha. Perseroan berhasil meningkatkan laba bersih menjadi Rp17,30 miliar atau mengalami pertumbuhan 41,68% dari laba bersih 2011 yang nilainya Rp12,21 miliar. Peningkatan laba bersih Perseroan tersebut seiring dengan peningkatan pendapatan operasional yang pada 2012 tumbuh 26,87% atau menjadi Rp311,22 miliar. Kinerja positif lain yang dicapai Perseroan yaitu peningkatan dana murah dalam bentuk giro dan tabungan yang pada 2012 pertumbuhannya masing-masing sebesar 77,75% dan 27,20%. Pertumbuhan giro dan tabungan secara signifikan tersebut sejalan dengan upaya Perseroan untuk lebih agresif menggali potensi sumber dana murah dalam rangka meningkatkan pembiayaan dengan bagi hasil yang dapat lebih optimal bagi debitur. Kinerja positif lain yang diraih Perseroan sepanjang 2012 juga ditunjukkan dengan pertumbuhan positif secara signifikan pada sisi pembiayaan. Sampai akhir 2012, Perseroan berhasil menyalurkan pembiayaan sebesar Rp2,63 triliun atau tumbuh 37,23% dari pembiayaan pada 2011 yang nilainya Rp1,92 triliun. Analisa Usaha Di tengah tekanan perekonomian global yang masih belum pulih sepenuhnya, perbankan syariah nasional sepanjang 2012 masih mampu menujukkan kinerja yang baik. Volume usaha perbankan syariah nasional masih mampu tumbuh 34,06%, demikian juga dengan dana pihak ketiga (DPK) dan pembiayaan yang masing-masing tumbuh sebesar 27,81% dan 43,69% pada 2012. Sepanjang 2012, perbankan syariah nasional juga mampu mencetak laba bersih sebesar Rp2,47 triliun. Angka ini tumbuh 70,94% dari laba bersih 2011 yang nilainya Rp1,44 triliun.
The performance of the Company throughout

2012 has ended with a good acquisition and achievement in various business aspect. The Company successfully increase net profit which the value is Rp17.30 billion or grew 41.68% from 2011 net profit which value is Rp12.21 billion. This increase of the Companys net profit happened in line with the increase of operational revenue which the value of growth is 26.87% or equal Rp311.22 billion in 2011. Other positive performance that have been achieved by the Company is an increase of cheap fund in the form of current account and saving deposits in 2012 that each of the value of growth is 77.75% and 27.20% . That significant growth of current account and saving deposits are in line with the Companys effort to obtain cheap fund source potential more aggressively, in order to increase financing with more optimum profit sharing for the debtors. Another positive performance that has been achieved by the Company throughout 2012 also indicated in a significant positive growth in financing. Until the end of 2012, the Company successfully distributed Rp2.63 trillion of financing or 37.23% of growth from 2011 that the value was Rp1.92 trillion.
Business Analysis Amidst the pressure of global economic that hasnt been fully recovered, national Islamic banking throughout 2012 managed to show a good performance. Business volume of the national Islamic banking still managed to reach the growth of 34.06%. The same thing happened with third party fund and financing which the each of growth value is 27,81% and 43.69% in 2012. Throughout 2012, national Islamic banking also managed to earn Rp2.47 trillion of net profit. The growth value is 70.94% compare to 2011 net profil that the value was Rp1.44 trillion.
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THE COMPANY MANAGEMENT ANALYSIS PERFORMANCE analisis manajemen atas kinerja perseroan
Pertumbuhan positif volume usaha perbankan syariah nasional tersebut didorong beberapa faktor penting. Diantaranya pencapaian pertumbuhan ekonomi yang sesuai target tumbuh sebesar 6,3% pada 2012 yang ditopang oleh penguatan ekonomi domestik setelah pasar ekspor ke sejumlah negara Eropa dan Amerika Serikat (AS) relatif melemah paska-krisis Eropa 2 (dua) tahun terakhir ini.
The positive growth in national Islamic bankings business volume is supported by several important factors. Among others are the economic growth achievement that was on target to grow as much as 6.3% in 2012, that was supported by the strengthening of domestic economy after several export market to a number of European countries and the United States of America had weakened after the crisis in Europe the last 2 (two) years. Moreover, the improvement of national islamic bankings performance also supported by several policies in the sector of Islamic banking, such as before the application of Financing to Value (FTV) policy. Whereas at the same time, on June 2012, the Central Bank of Indonesia started to implement the policy to increase the down payment for automotive credit and housing credit in the conventional banking industry. That policy gives a positive performance achievement for Islamic banking industry. In line with the improvement of national Islamic bank industry, some of the company indicator also increase. Following the development of Companys performance. Assets The Companys asset in 2012 have grown which the value is 32.46% or increased Rp886.08 billion from Rp2.73 trillion in 2011 up to Rp3.62 trillion in 2012. The assets growth in 2012 is the highest value that has been achieved by the Company throughout the last 3 (three) years.
Selain itu, membaiknya kinerja perbankan syariah nasional juga didukung oleh sejumlah kebijakan pada sektor perbankan syariah seperti belum diberlakukannya kebijakan financing to value (FTV). Padahal pada Juni 2012, BI sudah menerapkan kebijakan ini yaitu peningkatan uang muka kredit otomotif dan kredit pemilikan rumah untuk industri perbankan konvensional. Kebijakan tersebut berpengaruh positif terhadap kinerja industri perbankan syariah.
Seiring meningkatnya industri perbankan syariah di Tanah Air, beberapa indikator kinerja Perseroan pun meningkat. Berikut ini perkembangan kinerja Perseroan. Aset Aset Perseroan pada 2012 mengalami pertumbuhan sebesar 32,46% atau naik sebesar Rp886,08 miliar dari Rp2,73 triliun pada 2011 menjadi Rp3,62 triliun pada 2012. Pertumbuhan aset pada 2012 merupakan pertumbuhan tertinggi yang dicapai Perseroan selama 3 (tiga) tahun terakhir. Meskipun demikian, dibandingkan total volume usaha industri perbankan syariah nasional yang pada 2012 mencapai Rp195,02 triliun, pangsa pasar volume usaha Perseroan terhadap total industri perbankan syariah baru mencapai 1,85%. Hal tersebut menunjukkan semakin ketatnya persaingan dalam industri perbankan syariah nasional. Dibandingkan dengan tahun 2010 dan 2011 lalu, terjadi penurunan pangsa pasar aset
However, compared to the total business volume of the national Islamic banking industry that reached Rp195.02 trillion in 2012, the Companys market share towards total industry of Islamic banking have only reached by 1.85%. This shows that the competition in the national Islamic banking industry is getting more fierce.
Compared to 2010 and 2011, the asset Companys market share towards the Islamic
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Perseroan terhadap industri perbankan syariah. Penurunan tersebut antara lain disebabkan semakin ketatnya persaingan pada pasar pembiayaan industri perbankan syariah nasional. Selain itu, penurunan pangsa aset tersebut juga terkait dengan upaya Perseroan untuk menjaga kualitas pembiayaannya. Kondisi tersebut mendorong Perseroan untuk berupaya meningkatkan asetnya pada tahun-tahun ke depan, sehingga pangsa pasar aset Perseroan terhadap industri perbankan syariah dapat meningkat lebih signifikan.
banking industry has decreased. That decrease among others was caused by the competition in financing market in the national Islamic banking industry keeps getting more intense. Moreover, the decrease of asset market share also related to the Companys effort to maintain its financing quality. This condition encourage the Company to keep trying to increase its assets in the upcoming years, so that the Companys market share towards the sharia banking industry will improve more significantly.
Perkembangan Aset PT Bank Syariah Bukopin 2009 - 2012

Trend of Bank Syariah Bukopin's Asset 2009 - 2012
(Dalam Rp Miliar/In Billion Rupiah)
Keterangan Bank Syariah Bukopin Pertumbuhan (%) Perbankan Syariah Nasional *) Pertumbuhan (%) Pangsa (%)
2009 1.975 66.090 2,99
2010 2.194 11,09 97.519 47,55 2,25
2011 2.730 24,43 145.467 49,17 1,88
2012 3.616 32,46 195.018 34,06 1,85
Item Bank Syariah Bukopin Growth (%) National Islamic Banking *) Growth (%) Market Share (%)
Keterangan: - *): terdiri atas Bank Umum Syariah (BUS) dan Unit Usaha Syariah (UUS)/consist of Islamic Commersial Bank and Islamic Business Unit; - Pangsa adalah aset PT Bank Syariah Bukopin dibanding aset perbankan syariah nasional./Market share is PT Bank Syariah Bukopin's asset compare to Natinal Islamic Banking's asset.
Dana Pihak Ketiga Sampai akhir 2012, DPK yang berhasil dihimpun Perseroan mengalami kenaikan sebesar Rp559,05 miliar atau tumbuh 24,39%, dari Rp2,29 triliun pada 2011 menjadi sebesar Rp2,85 triliun pada 2012. Dibandingkan dengan pertumbuhan DPK pada 2011 yang nilainya 41,30%, pertumbuhan DPK pada 2012 relatif lebih kecil. Hal tersebut menunjukkan semakin ketatnya persaingan berebut DPK pada industri perbankan syariah nasional. Namun demikian, dalam 4 (empat) tahun terakhir, DPK Perseroan tetap tumbuh secara positif dengan kenaikan yang cukup signifikan.
Third Party Fund Until the end of 2012, the Company has increased Rp559.05 billion of third party fund or grow by 24.39% from Rp2.29 trillion in 2011 to be Rp2.85 trillion in 2012.
Compared to the increase of third party fund in 2011 which the growth value was 41.30%, the growth of companys third party fund in 2012 is relatively lower. This condition showed how the competition of getting more third party fund in the national sharia banking industry is more intense. However, in the last 4 (four) years, the Companys third party fund keeps growing positively with a pretty significant increase.
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Pangsa pasar DPK Perseroan terhadap industri perbankan syariah nasional sedikit terkoreksi selama 2009 - 2012. Angkanya terus menurun dari 2,43% pada 2009 sampai 1,93% pada 2012. Pertumbuhan DPK Perseroan pada 2012 (24,39%) tersebut memang relatif lebih rendah dibandingkan dengan pertumbuhan pada 2011 (41,30%). Penurunan DPK Perseroan tersebut sejalan dengan tren penurunan DPK di industri perbankan syariah. Selama 2010 2012, DPK industri perbankan syariah terus menurun yang secara berturut-turut adalah 45,46%, 51,79% dan 27,81%. Penurunan DPK Perseroan selama 2009 2012 tersebut lebih disebabkan oleh upaya Perseroan yang secara konsisten meningkatkan penghimpunan dana murah. Hal tersebut terlihat dari komposisi deposito pada 2012 yang mengalami pertumbuhan 21,13%, sementara pada tabungan dan giro masing-masing terjadi peningkatan signifikan sebesar 27,20% dan 77,75%. Ke depan, seluruh jajaran karyawan Perseroan berkomitmen untuk meningkatkan pangsa pasar DPK terhadap total industri perbankan syariah, sesuai dengan segmentasi usaha Perseroan dan Perseroan juga akan berupaya untuk meningkatkan porsi dana murah melalui tabungan.
The market share of the Company s third party fund towards the national Islamic banking industry is slightly corrected. The value decreased from 2.43% in 2009 to 1.93% in 2012. The growth of Companys third party fund in 2012 (the value is 24.39%) was relatively lower compared to the growth in 2011 (the value is 41.30%) . The decrease of third party fund growth is in line with the industrys growth decreasing trend. In 2010 2012, the third party fund of Islamic banking industry continues decrease in a row by 45.46%, 51.79% and 27.81%.
The decrease of Companys third party fund is more due to the Companys effort that consistently increase the collection of lowcost fund. This is indicated in the composition of time deposits that grew 21.13% in 2012, while the saving deposits and current accounts each increasing significantly which the growth value are 27.20% and 77.759%.
In the future, the entire Companys employee are commited to increase third party fund market share towards the total Islamic banking industry, consistent with the companys business segmentation, and the company will also try to increase the portion of low-cost fund through saving deposits.
Perkembangan Dana Pihak Ketiga PT Bank Syariah Bukopin 2009 - 2012

Trend of Bank Syariah Bukopin's Third Parties 2009 - 2012
2009 1.272 52.272 2,43
2010 1.622 27,52 76.036 45,46 2,13
2011 2.292 41,30 115.415 51,79 1,99
2012 2.851 24,39 147.512 27,81 1,93
Keterangan: - *) : terdiri atas Bank Umum Syariah (BUS) dan Unit Usaha Syariah (UUS)/consist of Islamic Commersial Bank and Islamic Business Unit; - Pangsa adalah dana pihak ketiga PT Bank Syariah Bukopin dibanding dana pihak ketiga perbankan /- Market share is PT Bank Syariah Bukopin's third parties compare to Natinal Islamic Banking's third parties.
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Perkembangan Giro, Tabungan, dan Deposito 2009 - 2012

Trend of Current Account, Saving Deposit and Time Deposit 2009 - 2012
(Dalam Rupiah/In Rupiah)
Keterangan/ Items Giro Current Account Tabungan Saving Deposit Deposito Time Deposit Total Dana Pihak Ketiga Third Parties Fund Total
2009 2009 98.459.918.753 173.132.533.082
2010 2010 95.502.225.461 202.888.115.470
P(%) P(%) (3,00) 17,19 32,32 27,52
2011 2011 102.965.800.580 271.629.159.221 1.917.142.765.702 2.291.737.724.902
P(%) P(%) 7,82 33,88 44,85 41,30
2012 2012 183.018.909.087 345.520.911.951 2.322.244.169.620 2.850.783.990.658
P(%) P(%) 77,75 27,20 21,13 24,39
Pangsa (%) Market Share (%) 6,42 12,12 81,46
1.000.262.914.666 1.323.523.046.771 1.271.855.366.501 1.621.913.387.702
P : pertumbuhan/growth; Pangsa adalah masing-masing dana pihak ketiga dibanding total dana pihak ketiga./Market share is each funding compare to total of third parties fund.
Tabungan Hingga akhir 2012, penghimpunan dana masyarakat dalam bentuk tabungan mencapai Rp345,52 miliar atau mengalami kenaikan sebesar 27,20%, dari Rp271,63 miliar pada 2011. Berdasarkan akadnya, diantara 2 (dua) produk tabungan yaitu tabungan wadiah dan tabungan mudharabah, tabungan mudharabahlah yang paling ekspansif. Pada 2012, tabungan mudharabah tumbuh 77,98% atau meningkat menjadi Rp115,19 miliar dari 2011 yang nilainya masih Rp64,72 miliar. Diantara 3 (tiga) produk tabungan, tabungan wadiah masih mendominasi. Pada 2012, portofolio tabungan wadiah mencapai Rp230,33 miliar atau meningkat 11,32% dari 2011 yang nilainya Rp206,91 miliar. Produk-produk tabungan berdasarkan kodifikasinya adalah Tabungan iB SiAga, Tabungan iB Rencana, Tabungan iB SiAga Bisnis, Tabungan iB SiAga Haji, TabunganKu iB, dan Tabungan Multiguna.
Saving deposit Until the end of 2012, the collection of the communitys fund in the form of saving deposits reached Rp345.52 billion or has significantly increased by 27.20% from Rp271.63 billion in 2011. Based on the sharia contract, among the 2 (two) products of saving deposits , namely wadiah saving deposits, and mudharaba saving deposits, mudharaba saving deposts is most expansive. In 2012, mudharaba saving deposits grow by 77.98% or increased to Rp115.19 billion from 2011's value is still Rp64.72 billion. Among the 3 (three) saving deposits products, wadiah saving deposits is still dominate. In 2012, the portfolio of wadiah saving deposits reach Rp230.33 billion or increase 11.32% from the 2011 value of Rp206.91 billion. Saving deposits product based on codification are iB SiAga Saving Deposits, iB Rencana Saving Deposits, iB SiAga Bisnis Saving Deposits, iB SiAga Haji Saving Deposits, TabunganKu iB, and Multiguna Saving Deposits.
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Perkembangan Tabungan 2009 -2012

Trend of Saving Deposit 2009 - 2012
Keterangan/ Items Tabungan Wadiah/ Wadiah Saving Deposit - Pihak terkait/ - Related Parties - Pihak ketiga/ - Third Parties Tabungan Mudharabah/ Mudharaba Saving Deposit - Pihak terkait/ - Related Parties - Pihak ketiga/ - Third Parties Tabungan Umum/ Public Saving Deposit Total Tabungan Saving Deposit Total
Keterangan: P : pertumbuhan/growth;
2009 2009 145.265.078.041 1.273.509.644 143.991.568.397 27.794.349.597 27.794.349.597 73.105.444 173.132.533.082
2010 2010 174.582.528.704 2.252.240.120 172.330.288.584 28.305.586.767 17.074.881 28.288.511.886 202.888.115.471
P(%) P(%) 20,18 76,85 19,68 1,84 1,78 17,19
2011 2011 206.905.159.469 2.315.744.727 204.589.414.742
P(%) P(%) 18,51 2,82 18,72
2012 2012 230.326.872.767 3.890.209.516 226.436.663.251 115.194.039.184 482.962.089 114.711.077.095 345.520.911.951
P(%) P(%) 11,32 67,99 10,68 77,98 4,74 78,50
64.723.999.152 128,66 461.086.656 2.600,38 64.262.912.496 127,17 271.629.158.621 33,88
27,20
Kinerja Tabungan Berdasarkan Kodifikasi Produk Sepanjang 2012, Perseroan terus mengupayakan peningkatan pertumbuhan dan komposisi dana murah dalam bentuk giro dan tabungan. Ini terbukti, pertumbuhan tabungan dan giro berhasil melampaui pertumbuhan deposito. Sejak beberapa tahun terakhir, peningkatan komposisi dana murah tersebut memang menjadi fokus dan strategi Perseroan di bisnis penghimpunan dana. Pada 2012, berdasarkan kodifikasi produk, TabunganKu iB merupakan produk tabungan dengan pertumbuhan tertinggi, yakni 89,06%. Selanjutnya, produk Tabungan iB SiAga Bisnis dengan pertumbuhan 86,54%. Berikut kinerja tabungan Perseroan berdasarkan kodifikasi produk: Tabungan iB SiAga Produk tabungan ini ada sejak 2009. Pada tahun pertama, Tabungan iB SiAga mencapai Rp143,10 miliar. Selanjutnya, pada 2010, produk tersebut tumbuh 20,58%, atau menjadi Rp172,55 miliar. Pada 2011, Tabungan iB SiAga meningkat menjadi Rp204,74 miliar, atau tumbuh 18,66%.
Saving Deposit Performs based on Product Codification Throughout 2012, the Company continues to strive to increase the growth and composition of low-cost funds in current accounts and savings. This is evident, the growth of savings deposits and current account surpassed the deposits growth. In recent years, the increase of the composition of low-cost funds are indeed become the focus and strategy Company in the raising funds business . In 2012, based on the codification of product, TabunganKu iB is a saving deposits with the highest growth amounted 89.06%. Furthermore, iB SiAga Bisnis saving deposits grow by 86.54%. Following the performance of saving deposit based on the codification of the product: iB SiAga Saving Deposits The product has been existed since 2009. In the first year, the portfolio of iB SiAga Saving Deposits reach Rp143.10 billion. Subsequently, in 2010, the product growth is 20.58%, or to Rp172.55 billion. In 2011, iB SiAga Saving Deposits increased to Rp204.74 billion, or grow by 18.66% .
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Pada 2012, Tabungan iB SiAga terus mengalami pertumbuhan sebesar 11,19%, atau meningkat menjadi Rp227,65 miliar. Untuk meningkatkan komposisi dana murah, maka ke depan Perseroan akan tetap mengupayakan langkah-langkah strategis yang mendukung penigkatan dan pertumbuhan Tabungan iB SiAga.
In 2012, iB SiAga Saving Deposits continues to grow by 11.19%, or increased to Rp227.65 billion. To improve the composition of low-cost funds, in the future the Company will continue to pursue strategic measures to support increasing and growth of iB SiAga Saving Deposits.
Pertumbuhan Tabungan iB SiAga 2009-2012

Trend of iB SiAga Saving Deposit 2009-2012
(Dalam Rp Juta/In Million Rupiah)
350.000 300.000 250.000 200.000 150.000 100.000 50.000

172.550 143.099 204.743 227.649
2009
2010
2011
2012
Tabungan iB Rencana Sejak dirilis pertama kali tahun 2009, Tabungan iB Rencana terus mengalami peningkatan. Pada 2010 mengalami pertumbuhan sebesar 90,90%, yakni meningkat dari pencapaian 2009 sebesar Rp1,41 miliar menjadi Rp2,70 miliar. Pada 2011, produk tersebut tumbuh 26,93% menjadi Rp3,42 miliar dari Rp2,70 miliar pada 2010. Selanjutnya pada 2012, produk Tabungan iB Rencana berhasil tumbuh 27,23%, atau meningkat menjadi Rp4,35 miliar. Pada tahun-tahun mendatang, Perseroan berkomitmen akan terus melakukan terobosan yang bernilai tambah untuk meningkatkan komposisi dana murah melalui Tabungan iB Rencana.
iB Rencana Saving Deposits Since its first release in 2009, iB Rencana Saving Deposits continues to increase. In 2010, the growth value is 90.90%, which is up from the achievement of 2009 which the value is Rp1.41 billion to Rp2.70 billion. In 2011, product grow by 26.93% or up to Rp3.42 billion from Rp2.70 billion in 2010.
Subsequently in 2012, the growth of iB Rencana Saving Deposits is 27.23%, or the value increase to Rp4.35 billion. In the coming years, the Company is committed to continue to make inroads which has added value to improve the composition of lowcost funds through iB Rencana Saving Deposits.
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Pertumbuhan Tabungan iB Rencana 2009-2012

Trend of iB Rencana Saving Deposit 2009-2012
7000 6000 5000 4000 3000 2000 1000

1.412 2.696 3.422 4.354
2009
2010
2011
2012
Tabungan iB SiAga Bisnis Produk tabungan ini sudah ada sejak 2009. Memang pada awalnya sedikit mengalami penurunan sebesar 11,21% pada 2010, yakni dari sebelumnya sebesar Rp23,68 miliar pada 2009 menjadi Rp21,03 miliar. Namun pada tahun-tahun berikutnya mengalami peningkatan yang signifikan. Pada 2011, mengalami peningkatan sebesar 167,57%, yakni dari sebesar Rp21,03 pada 2010 meningkat menjadi Rp56,26 miliar. Pada 2012, Tabungan iB SiAga Bisnis mengalami pertumbuhan yang signifikan, yakni sebesar 86,54% atau menjadi Rp104,95 miliar dari Rp56,26 miliar pada 2011. Jika melihat peningkatan volume yang dicapai Tabungan iB SiAga Bisnis dari tahun ke tahun, Perseroan optimistis bahwa ke depan produk ini masih akan tetap tumbuh seiring meningkatnya kepercayaan nasabah terhadap Perseroan dan produk tersebut.
iB SiAga Bisnis Saving Deposit The product has been existed since 2009. It was initially slightly decreased by 11.21% in 2010, from the previous year (2009) which the value is Rp23.68 billion to Rp21.03 billion in 2010. In subsequent years has increased significantly. In 2011, the growth is 167.57%, from Rp21.03 billion in 2010, increased to Rp56.26 billion.
In 2012, iB SiAga Bisnis Saving Deposits grow significantly, which the value is 86.54% or up to Rp104.95 billion from Rp56.26 billion in 2011. If we see the increase of iB SiAga Bisnis Saving Deposits volume from year to year, the Company is optimistic that in the future this product will still grow in line with increasing customer trust to the Company and its products.
Pertumbuhan Tabungan iB SiAga Bisnis 2009-2012

Trend of iB SiAga Bisnis Saving Deposit 2009-2012
140.000 120.000 100.000 80.000 60.000 40.000 23.680 20.000

21.026 56.260 104.946
2009
2010
2011
2012
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Tabungan iB SiAga Haji Produk tabungan ini pertama kali dirilis pada 2009. Pada perjalanannya memang terus mengalami penurunan, namun Perseroan tetap berupaya meningkatkan kontribusi produk Tabungan iB SiAga Haji. Pada 2010 mengalami penurunan sebesar 18,34%, yakni dari Rp2,24 miliar turun menjadi Rp1,83 miliar, dan pada 2011 turun lagi sebesar 20,22%, atau menjadi Rp1,46 miliar. Pada 2012, Perseroan tetap berupaya keras untuk meningkatkan kontribusi Tabungan iB SiAga Haji terhadap total DPK. Namun, dengan kompetisi yang semakin ketat di bisnis tabungan haji, pada 2012, total dana yang dihimpun melalui produk tersebut sebesar Rp1,35 miliar atau turun 7,54% dari Rp1,46 miliar pada 2011. Pencapaian tersebut merupakan upaya Perseroan untuk memperbaiki pertumbuhan produk Tabungan iB SiAga Haji yang pada 2011 turun 20,22% dari 2010 yang sebesar Rp1,83 miliar. Ke depan, melalui berbagai strategi di bidang penghimpunan dana, Perseroan akan terus berupaya meningkatkan pertumbuhan dan pencapaian Tabungan iB SiAga Haji hingga ke level yang optimal.
iB SiAga Haji Saving Deposits The product was released in 2009. In a way. the product has continued to decline, but the Company kept to increase contribution of iB SiAga Haji Saving Deposits. In 2010, the product decreased by 18.34%, from Rp2.24 billion down to Rp1.83 billion, and in 2011, the product decreased by 20.22%, or to Rp1.46 billion.
In 2012, the Company is striving to increase the contribution of iB SiAga Haji Saving Deposits toward total of third party fund. However, with the intense competition in the business of hajj saving, in 2012, the total funds raised through these products amounted to Rp1.35 billion or decreased 7.54% of Rp1.46 billion in 2011. That achievement has become an effort from the Company to improve the growth of iB SiAga Haji Saving Deposits which in 2011 has facing a decreased 20.22% from 2010 which amounted to Rp1.83 billion. In the future, through a variety of strategies in the areas of fund raising, the Company will continue to enhance the growth and achievement of iB SiAga Haji Saving Deposits up to an optimal level.
Pertumbuhan Tabungan iB SiAga Haji 2009-2012

Trend of iB SiAga Haji Saving Deposit 2009-2012
3500 3000 2500 2000 1500 1000 500

2.239 1.828 1.459 1.348
2009
2010
2011
2012
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TabunganKu iB Produk TabunganKu iB sudah ada sejak 2010 dengan pencapaian sebesar Rp204 juta. Mengalami pertumbuhan yang sangat besar pada 2011 mencapai 244,24%, atau menjadi Rp703 juta. Pada 2012, TabunganKu iB mengalami pertumbuhan yang cukup signifikan, yakni sebesar 89,54%, atau meningkat menjadi Rp1,33 miliar dari Rp703,33 juta pada 2011. Sebagai informasi penting, pada kurun waktu tiga tahun terakhir, produk TabunganKu iB secara volume terus mengalami peningkatan yang baik. Perseroan optimistis, dengan potensi pasar yang terus berkembang dewasa ini, pertumbuhan TabunganKu iB akan terus berlanjut pada tahun-tahun mendatang.
TabunganKu iB TabunganKu iB has existed since 2010 with the achievement of Rp204 million. Experienced tremendous growth in 2011 amounted to 244.24%, or up to Rp703 million. In 2012, TabunganKu iB has experienced significant growth, which amounted to 89.54%, or increased to Rp1.33 billion from Rp703.33 million in 2011. As important information, in the past three years, the volume of TabunganKu iB is increasing in a good way. The Company is optimistic that, with the growing market potential today, TabunganKu iB growth will continue in the coming years.
Pertumbuhan TabunganKu iB 2009-2012

Trend of TabunganKu iB 2009-2012
1400 1200 1000 800 600 400 200

0 204 703
1.330
2009
2010
2011
2012
Tabungan Multiguna Produk tabungan ini sudah ada sejak 2009 dengan pencapaian sebesar Rp2,70 miliar. Mengalami peningkatan yang signifikan pada 2010 mencapai 69,60%, atau meningkat menjadi Rp4,58 miliar, dan kembali mengalami pertumbuhan sebesar 10,01% pada 2011, atau menjadi Rp5,04 miliar. Pada 2012, Tabungan Multiguna juga mengalami pertumbuhan secara positif, yakni sebesar 16,89% atau menjadi Rp5,90 miliar dari Rp5,04 miliar pada 2011.
Multiguna Saving Deposits Multiguna Savings products has been existed since 2009 with the achievement of Rp2.70 billion. Experienced a significant increase in 2010 reached by 69.60%, or increase up to Rp4.58 billion, and again grew amounted to 10.01% in 2011, or up to Rp5.04 billion.
In 2012, Multiguna Saving Deposits also experienced positive growth, which amounted to 16.89% or up to become Rp5.90 billion from Rp5.04 billion in 2011.
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Pertumbuhan tersebut lebih tinggi dibandingkan dengan periode sebelumnya (2010-2011), yang sebesar 10,02%.
The growth is higher than the previous period (2010-2011), which amounted to 10.02%.
Pertumbuhan Tabungan Multiguna 2009-2012

Trend of Multiguna Saving Deposit 2009-2012
7000 6000 5000 4000 3000 2000 1000

2.702 4.583 5.042
5.894
2009
2010
2011
2012
Giro Sampai dengan akhir 2012, dana masyarakat yang dihimpun dalam bentuk giro mencapai Rp183,02 miliar. Angka ini tumbuh 77,75% atau naik Rp80,05 miliar dari 2011 yang nilainya Rp102,97 miliar.
Current Accounts Until the end of 2012, the communitys fund that has been collected in the form of current accounts have reached Rp183.02 billion. This value grow by 77.75% or increased to Rp80.05 billion from 2011 which the value is Rp102.97 billion. In 2009 to 2012, the Company develops wadiah current account. In 2012, wadiah current account grew by 77.75% from Rp102.97 billion in 2011 to Rp183.02 billion in 2012. Overall, the portfolio of current account fluctuated during 2009 to 2012. Had dropped by 3.00% in 2010, then rose 7.82% in 2011 and finally in 2012 grew by 77.75%.
Selama 2009 hingga 2012, Perseroan mengembangkan giro wadiah. Pada 2012, giro wadiah tumbuh 77,75% dari Rp102,97 miliar pada 2011 menjadi Rp183,02 miliar pada 2012. Secara keseluruhan, portofolio giro mengalami fluktuasi selama 2009 hingga 2012. Sempat turun 3,00% pada 2010, kemudian naik 7,82% pada 2011 dan akhirnya pada 2012 tumbuh 77,75%.
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Pertumbuhan Giro 2009-2012

Trend of Current Account 2009-2012
210.000 180.000 150.000 120.000 98.460 90.000 60.000 30.000

95.502 102.966
183.019
2009
2010
2011
2012
Deposito Perseroan hanya memiliki satu produk deposito yaitu Deposito iB rupiah yang penarikannya hanya dapat dilakukan pada waktu tertentu menurut perjanjian antara deposan dengan pihak bank. Akad yang dipakai dalam Deposito iB rupiah adalah akad Mudharabah Mutlaqah, dimana Bank (mudharib) diberikan kuasa penuh oleh Penabung (shahibul maal) untuk menggunakan dana tersebut tanpa larangan/batasan dan Bank (mudharib) wajib memberitahukan kepada Penabung (shahibul maal) mengenai nisbah (bagi hasil) keuntungan yang diperoleh dan risiko yang timbul serta ketentuan penarikan dana sesuai dengan akadnya. Deposito iB Secara volume, Deposito iB terus mengalami peningkatan yang positif sejak pertama kali dirilis pada 2009. Pada 2010 mengalami pertumbuhan sebesar 32,32%, atau meningkat dari Rp1,00 triliun menjadi Rp1,32 triliun. Kemudian mengalami pertumbuhan sebesar 44,85% pada 2011, atau menjadi Rp1,92 triliun. Pada 2012, Deposito iB tumbuh 21,13% atau menjadi Rp2,32 triliun dari Rp1,92 triliun pada 2011. Pada periode sebelumnya yakni pada 20102011, pertumbuhan Deposito iB mencapai 44,85%
Time Deposit The company has the only time deposits product which is Deposito iB rupiah which withdrawal can only be done in certain time, consistent with the agreement between the depositor and the bank. The contracts used in Deposito iB rupiah is Mudharaba Mutlaqah contract, where the Bank (mudharib) is given full authority by the depositor (shahibul maal) to use the fund without prohibition/restriction, and the Bank (mudharib) must inform the depositor (shahibul maal) about nisbah (profit sharing) for the profit that was obtained and the risks that arise, and the provision of fund withdrawal consistent with the contracts. iB Time Deposit By volume, Deposito iB continued to increase positively since the first released in 2009. In 2010, the growth value is 32.32% or increase to Rp1,00 trillion to Rp1.32 trillion. Then, grew by 44.85% in 2011, or to Rp1.92 trillion. By 2012, Deposito iB grew by 21.13% or to Rp2.32 trillion from Rp1.92 trillion in 2011. In the previous period in 2010-2011, the growth of Deposito iB reached to 44.85% .
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Kendati secara volume penghimpunan dana masyarakat melalui produk deposito tumbuh secara positif, namun Perseroan tetap memperlakukan pertumbuhan Deposito iB secara proporsional. Hal tersebut merupakan upaya terbaik yang dilakukan untuk mendukung fokus Perseroan yang secara konsisten akan terus meningkatkan pertumbuhan porsi dana murah melalui produk tabungan dan giro.
While the volume of public funds raising through time deposits grow in a positive way, but the Company still treats Deposito iB growth proportionally. This is a best effort to support the Company's focus will improve the growth of low-cost funds through saving deposits and current account products consistently.
Pertumbuhan Deposito iB 2009-2012

Trend of iB Time Deposit 2009-2012
3500 3000 2500 2000 1500 1000 500

1.000 1.324 2.322 1.917
2009
2010
2011
2012
Pembiayaan Pada 2012, tantangan ekonomi eksternal masih tetap besar. Diantaranya upaya pemerintah di kawasan Eropa dan Amerika Serikat (AS) untuk mengurangi aktivitas impor komoditas dari negara-negara eksportir sebagai dampak dari langkah recovery keuangan yang ditempuh oleh masing-masing negara. Tantangan lainnya yaitu kesiapan ekonomi domestik menghadapi potensi risiko berupa jurang fiskal (fiscal cliff) di AS yang dapat terjadi jika kompromi politik untuk mencegah peningkatan pajak dan pemangkasan belanja anggaran tidak mencapai kata sepakat. Hal tersebut di atas secara tidak langsung membawa dampak lanjutan yang berimbas pada kegiatan ekonomi di Tanah Air. Aktivitas ekspor yang mengalami pelemahan dalam konteks tertentu turut berkontribusi mengoreksi potensi pembiayaan perbankan, termasuk di dalamnya perbankan syariah. Kondisi tersebut
Financing In 2012, the external economic challenges remain daunting. Among the governments efforts in Europe and the United States (U.S.) to reduce the activity of import comodity from exporting countries as a result of the financial recovery measures adopted by each country. Another challenge is the readiness of the domestic economy against risks potential such as fiscal gap (fiscal cliff) in the U.S. that can occured when a political compromise to prevent tax increases and spending cuts in the budget does not reach an agreement.
This condition gave impact on economic activity in the country indirectly. Export activity weakened in certain contexts contribute to correct potential banking finance, including Islamic banking. This condition is a challenge for the Company in an effort to expand its business especially in the field of finance.
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Kontribusi pembiayaan terbesar Perseroan pada 2012 berdasarkan akad pembiayaan, berasal dari pembiayaan berakad murabahah dan musharakah yang masing-masing berkontribusi terhadap total pembiayaan sebesar 67,82% dan 24,55%.
Contribution of the largest financing company in 2012 based on the financing sharia contract, originally from murabaha financing and musharaka financing which is each financing contribute to the total financing of 67.82% and 24.55%.
menjadi tantangan tersendiri bagi Perseroan dalam upaya melakukan ekspansi usaha khususnya di bidang pembiayaan. Pertumbuhan pembiayaan Perseroan pada 2012 tersebut secara positif juga diimbangi dengan pengelolaan risiko untuk mengendalikan tingkat non-performing financing (NPF). Hal tersebut dapat dilihat dari NPF Perseroan yang meskipun naik menjadi pada 2012 menjadi 4,57% namun masih berada pada batas rasio NPF aman 5% yang ditentukan BI. Dari sisi pangsa pasar pembiayaan terhadap total industri perbankan syariah nasional, penetrasi pembiayaan Perseroan memang masih relatif rendah terhadap total industri perbankan syariah nasional. Namun, tren penetrasi pembiayaan Perseroan sepanjang 4 (empat) tahun terakhir, baik secara nominal maupun persentase tren yang semakin meningkat. The positive financing growth of the Company in 2012 was also offset by risk management to control the level of non-performing financing (NPF). It can be seen that although in 2012 the Companys NPF rose to 4.57% but remained at the safe limit of 5% NPF ratio determined by BI.
In terms of market share of the total financing of the national Islamic banking industry, the Company's financing penetration is still low relative to total national Islamic banking industry. However, the Company's financing penetration trends over 4 (four) years, both in nominal and percentage are increasing.
Perkembangan Pembiayaan PT Bank Syariah Bukopin 2009 - 2012

Trend of PT Bank Syariah Bukopin Financing 2009 - 2012
2009 1.280 46.887 2,73
2010 1.612 25,94 68.182 45,42 2,36
2011 1.917 18,95 102.655 50,56 1,86
2012 2.631 37,23 147.505 43,69 1,78
- *): terdiri atas Bank Umum Syariah (BUS) dan Unit Usaha Syariah (UUS)/consist of Islamic Commersial Bank and Islamic Business Unit; - Pangsa adalah pembiayaan PT Bank Syariah Bukopin dibanding aset perbankan syariah nasional./Market share is PT Bank Syariah Bukopin's financing compare to Natinal Islamic Banking's asset.
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Seiring dengan ekspektasi kegiatan ekonomi baik nasional maupun global yang positif pada 2013, Perseroan optimistis mampu meningkatkan porsi pembiayaannya sekaligus meningkatkan pangsa pasar pembiayaan terhadap industri sesuai dengan segementasi pembiayaan yang menjadi fokus Perseroan. Produk-produk pembiayaan pada Perseroan sebagai berikut: Pembiayaan iB Jual-beli (Murabahah); Pembiayaan iB Kepemilikan Rumah; Pembiayaan iB Kepemilikan Mobil; Pembiayaan iB Jual-beli (Istishna); Pembiayaan iB Bagi-hasil (Mudharabah); Pembiayaan iB Bagi-hasil (Musyarakah); Pembiayaan iB K3A; Pembiayaan iB Jaminan Tunai; Pembiayaan iB Mobil Pola Channeling Melalui Multifinance; Pembiayaan iB kepada Lembaga Keuangan Mikro Syariah (LKMS). Namun demikian, Perseroan tetap berhasil mencetak pertumbuhan yang positif di bidang pembiayaan. Oustanding pembiayaan yang disalurkan Perseroan pada 2012 jumlahnya mencapai Rp2,63 triliun. Pencapaian tersebut mengalami pertumbuhan yang signifikan, yakni 37,23% dibandingkan dengan akhir 2011 yang sebesar Rp1,92 triliun. Sesuai dengan arahan BI, berikut ini laporan kinerja pembiayaan Perseroan yang didasarkan pada akad, jenis penggunaan, sektor ekonomi, golongan pembiayaan, dan kualitas pembiayaan. Pembiayaan Berdasarkan Akad Pembiayaan Murabahah Pembiayaan dengan akad murabahah pada 2012 mengalami pertumbuhan yang signifikan sebesar 40,01% atau secara nominal menjadi Rp1,78 triliun. Pada 2011, pembiayaan berdasarkan akad murabahah mencapai Rp1,28 triliun. Pada 2012, pembiayaan berakad murabahah mengontribusi 67,82% terhadap total pembiayaan yang disalurkan Perseroan. Selama empat tahun terakhir, tren pembiayaan murabahah terus mengalami kenaikan baik secara nominal maupun secara pertumbuhan. Pada 2010 dan 2011, pembiayaan berakad murabahah masing-masing tumbuh 11,89% dan 20,98%. Kenaikan pembiayaan tersebut
Along with the positive expectations of economic activity, both nationally and globally in 2013, the Company was optimistic to able to increase the financing portion and the financing market share of industry according to the segmentation of financing that are the focus of the Company. Financing products to the Company as follows: iB Financing on Buy - Sell (Murabaha), iB Financing Home Ownership; iB Financing Car Ownership; iB Financing Buy - Sell (Istishna); iB Financing on Profit Sharing (Mudharaba); iB Financing on Profit Sharing (Musharaka); iB K3A Financing; iB Cash Guarantee Financing; iB Car Financing through Multifinance Channeling Pattern; iB Financing to Islamic Microfinance Institutions (LKMS).
However, the Company still managed to score positive growth in the field of finance. Oustanding disbursed financing Company in 2012 amounted to Rp2. 63 trillion. The growth has been experiencing significant growth, which is 37.23% compared to the end of 2011, which amounted to Rp1, 92 trillion. In accordance with the directives of BI, following the Companys financial performance reports based on the contract, type of use, economic sector, financial groups, and the quality of the financing.
Financing Based on Contract Murabaha Financing Murabaha financing in 2012 experienced a significant growth of 40.01% in nominal terms or to Rp1,78 trillion. In 2011, financing based on murabaha contract reached Rp1, 28 trillion. In 2012, financing murabaha contribute of 67.82% of the Companys total financing disbursed.
Over the last four years, the trend has continued to increase murabaha both nominal and growth. In 2010 and 2011, financing murabaha grew in a row of 11.89% and 20.98%. The increase in financing demonstrates iB Financing BuySell(Murabaha), which is a product of the
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menunjukkan pembiayaan iB Jual Beli (Murabahah) yang merupakan produk pembiayaan untuk modal kerja, investasi, dan konsumtif untuk barang masih sangat diminati oleh debitur Perseroan. Pembiayaan Mudharabah Sepanjang 2012, penyaluran pembiayaan berakad mudharabah yang disalurkan Perseroan mengalami penurunan pertumbuhan sebesar (11,68%), dari Rp219,96 miliar pada 2011 menjadi Rp194,27 miliar pada 2012. Penurunan pertumbuhan pembiayaan mudharabah tersebut cukup drastis jika dibandingkan dengan pertumbuhan pembiayaan mudharabah di industri perbankan nasional pada 2011 yang justru melonjak signifikan sebesar 83,62%. Semakin ketatnya persaingan pembiayaan modal kerja di industri perbankan syariah merupakan salah satu faktor yang mendorong penurunan pertumbuhan pembiayaan Perseroan untuk suatu usaha tertentu dengan sistem bagi hasil dengan akad mudharabah. Pembiayaan Musharakah Sepanjang 2012, penyaluran pembiayaan dengan akad musharakah mengalami pertumbuhan signifikan sebesar 56,05% atau menjadi Rp645,99 miliar dari 2011 yang sebesar Rp413,97 miliar. Pembiayaan dengan sistem bagi hasil dengan model kerjasama dua pihak atau lebih untuk modal kerja usaha ataupun pembiayaan proyek ini melonjak drastis jika dibandingkan dengan pertumbuhan pada 2011 yang mengalami penurunan pertumbuhan (1,85%) dari 2010. Selain mencapai pertumbuhan yang signifikan, kontribusi pembiayaan berakad musharakah terhadap total pembiayaan yang disalurkan Perseroan juga cukup baik, yakni sebesar 24,55%. Pencapaian pertumbuhan tersebut menunjukkan pasar pembiayaan berakad musharakah, khususnya pembiayaan yang ditujukan untuk sektor produkif dengan sistem bagi hasil, dengan risiko dan keuntungan yang ditanggung berasama oleh bank syariah dan pelaku usaha, masih besar.
financing for working capital, investment, and consumer goods are still in great demand for the Companys debtor.
Mudharaba Financing Throughout 2012, the distribution of mudharaba financing declined 11.68%, from Rp219. 96 billion in 2011 to Rp194. 27 billion in 2012. Decline in growth financing is quite drastic compared to growth sharia banking financing in 2011 that it rose significantly by 83.62%. Increasing competition in the financing of working capital in the Islamic banking industry is one of the factors driving the decline in the growth of the Company for the financing of certain business with a profit-sharing system with mudharaba contract.
Musharaka Financing Throughout 2012, the distribution agreement musharaka financing with a significant growth of 56.05% to Rp645.99 billion compare to the Musharaka financing of 2011, which amounted to Rp413.97 billion. Financing system for the model results with the cooperation of two or more parties for working capital or project financing jumped dramatically when compared to growth in 2011, which decreased to 1.85% from 2010. In addition to achieving significant growth, contribution of musharaka financing to financing disbursed total also quite good, which amounted to 24.55%. Achieving this growth shows musharaka financing market, particularly funding for productive sector with profit sharing, with risks and benefits are shared by Islamic banks and business people, is still great.
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Pembiayaan Qardh Pembiayaan berakad qardh yang disalurkan Perseroan pada 2012 mengalami penurunan pertumbuhan yang cukup signifikan yakni (40,81%) atau menjadi Rp212,49 miliar dari Rp358,98 miliar pada 2011.
Qardh Financing Qardh financing was disbursed by the Company in 2012 decline signifiantly to (40.81%) or to Rp212.49 billion from Rp358.98 billion in 2011.
Perkembangan Pembiayaan Berdasarkan Akad 2009 - 2012

Trend of Financing based on Sharia Contract 2009 - 2012
Keterangan/ Items Pembiayaan Murabahah/ Murabahah Financing Pembiayaan Mudharabah/ Mudharabah Financing Pembiayaan Musyarakah/ Musyarakah Financing Pembiayaan Qardh/ Qardh Financing Pinjaman Umum/Loan Istishna/Istishna Total/Total
P : pertumbuhan/growth;
2009 2009 941.505.225.446 84.233.604.910 238.993.157.002 305.375.000 3.449.777.154 11.296.396.092 1.279.783.535.604
2010 2010 1.053.471.867.083 119.790.820.964 421.758.896.890 526.711.300 2.584.587.495 13.640.488.088 1.611.773.371.820
P(%) P(%) 11,89 42,21 76,47 72,48 (25,08) 20,75 25,94
2011 2011 1.274.467.581.317 219.955.975.932 413.971.801.737 358.981.641 2.584.587.494 5.880.721.397 1.917.219.649.518
P(%) P(%)
2012 2012
P(%) P(%) 40,01 (11,68) 56,05 (40,81) 5,37 37,23
20,98 1.784.352.171.975 83,62 (1,85) (31,84) (56,89) 194.266.643.350 645.993.211.221 212.490.754 6.196.237.406
18,95 2.630.808.263.952
Pembiayaan Istishna Catatan penting lain yang dicapai Perseroan di bisnis pembiayaan yaitu mengenai pembiayaan berakad istishna. Pada 2012 Perseroan berhasil menyalurkan pembiayaan istisna sebesar Rp6,20 miliar. Pembiayaan ini umumnya disalurkan Perseroan kepada debitur yang bergerak di bisnis konstruksi. Ke depan, berdasarkan potensi pasar dan arah kebijakan pemerintah untuk mempercepat pembangunan infrastruktur, Perseroan berkomitmen meningkatkan penyaluran pembiayaan berakad istisna yang diutamakan kepada pelaku usaha produktif di bidang jasa konstruksi. Pembiayaan Berdasarkan Jenis Penggunaan Sepanjang 2012, penyaluran pembiayaan modal kerja, investasi, dan konsumsi tumbuh positif. Pertumbuhan pembiayaan tertinggi dibukukan oleh pembiayaan konsumsi yang mencapai 105,80%atau menjadi Rp759,71 miliar dari Rp369,16 miliar pada 2011. Sementara, pertumbuhan pembiayaan modal kerja dan investasi masing-masing sebesar15,04% dan
Istishna Financing Another important note of the Company financing business is istisna Financing. In 2012 the Company was able to channel istishna financing amounted of Rp6.20 billion. This financing is generally distributed to the debtor company engaged in the construction business. In the future, based on the market potential and the direction of government policy to accelerate the development of infrastructure, the Company is committed to improving the distribution of istisna financing to prioritized in productive business people in construction services.
Financing Based on Type Throughout 2012, the disbursement of working capital, investment, and consumer financing is in positive growth. Highest growth recorded by consumer financing which reached to 105.80% or up to Rp759.71 billion from Rp369.16 billion in 2011. Meanwhile, growth in working capital and investment financing amounted respectively 15.04% and 28.29% or up to Rp966.89 billion
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28,29%atau menjadi Rp966,89 miliar dan Rp904,42 miliar.Pada 2012, tren pembiayaan investasi menunjukkan perkembangan yang sangat signifikan dibanding 2011. Secara persentase, pembiayaan modal kerja memberikan kontribusi terbesar terhadap total pembiayaan yakni 36,75%. Sementara, pembiayaan investasi berkontribusi 34,38% dan pembiayaan konsumsi sebesar 28,88%.
and Rp904.42 billion. Pada 2012, investment financing trends showed significant growth compared to 2011. In percentages, working capital financing contributed the most to the total financing which is of 36.75% of total financing. Meanwhile, investment financing contributed of 34.38% and consumer financing contributed of 28.88% of total financing.
Pembiayaan Berdasarkan Jenis 2009 - 2012

Financing based on Type 2009 - 2012
Keterangan/ Items Modal Kerja/Working Capital Investasi/Investment Konsumsi/Consumption Pembiayaan Pihak Lain/ Other Parties Financing Total/Total
2009 2009 488.028.387.892 697.249.789.458 91.055.581.100 3.449.777.154 1.279.783.535.604
2010 2010 708.175.056.575 710.332.695.189 190.681.032.561 2.584.587.494 1.611.773.371.819
P(%) P(%) 45,11 1,88 109,41 (25,08) 25,94
2011 2011 840.518.453.769 704.956.726.014 369.159.882.241 2.584.587.494 1.917.219.649.518
P(%) P(%) 18,69 (0,76) 93,60 18,95
2012 2012 966.891.244.881 904.416.129.113 759.713.380.711 2.631.020.754.705
P(%) P(%) 15,04 28,29 105,80 37,23
Pembiayaan Berdasarkan Sektor Ekonomi Berdasarkan sektor ekonomi, pada 2012, rekor pertumbuhan tertinggi dicapai oleh pembiayaan di bidang pertambangan dengan pertumbuhan sebesar 1.617,91%. Secara berturut-turut diikuti dengan pertumbuhan pembiayaan lain-lain 94,43%, transportasi 64,08%, pembiayaan jasa dunia usaha 53,02%, dan pembiayaan manufaktur 51,08%. Secara keseluruhan, penyaluran pembiayaan berdasarkan sektor ekonomi mengalami pertumbuhan yang positif, kecuali sektor pertanian dan konstruksi yang mengalami penurunan pertumbuhan masingmasing sebesar( 23,21%) dan (27,18%). Sejalan dengan arah ekspansi usaha ke depan, Perseroan berkomitmen meningkatkan penyaluran pembiayaannya kepada sektorsektor unggulan produktif yang menjadi prioritas pemerintah dalam mengakselerasi sekaligus mendorong pertumbuhan ekonomi nasional.
Financing by Economic Sector Based on the economic sector, in 2012, record the highest growth in the mining sector by financing the growth of 1,617.91%. Successively followed by other financing growth 94.43%, 64.08% of transportation, finance business services of 53.02%, and 51.08% of cost of manufacturing. Overall, the distribution of financing by economic sectors experienced positive growth, except for the agricultural and construction decreased growth respectively (23.21%) and (27.18%). In line with the future direction of the business expansion, the Company is committed to improving the distribution of funding to the productive sectors leading the governments priorities as well as to accelerate national economic growth.
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Pembiayaan Berdasarkan Sektor Ekonomi 2009 - 2012

Financing based on Economic Sector 2009 - 2012
Sektor/ Sector Pertanian/Agriculture Pertambangan/Mining Manufaktur/Manufactur Tenaga Listrik/Electricity Konstruksi/Construction Perdagangan/Trading Transportasi/Transportation Jasa dunia usaha/Business Services Jasa Sosial/Social Services Lain-lain/Others Total/Total
2009 2009 21.716.637.080 2.817.774.636 33.559.071.677 25.006.493.249 114.010.250.042 145.007.760.292 319.658.477.020 346.340.314.779 176.891.522.028 94.775.234.801 1.279.783.535.604
2010 2010 29.018.084.782 2.262.974.636 22.725.798.652 33.503.309.822 198.374.683.436 307.328.291.898 266.296.104.734 357.500.674.220 204.824.299.343 189.939.150.295 1.611.773.371.818
P(%) P(%) 33,62 -19,69 -32,28 33,98 74,00 111,94 -16,69 3,22 15,79 100,41 25,94
2011 2011 21.101.998.884 445.200.000 20.738.575.869 21.379.996.854 288.069.025.487 376.712.445.239 157.062.234.294 404.455.137.196 230.812.737.333 396.442.298.362 1.917.219.649.518
P(%) P(%) (27,28) (80,33) (8,74) (36,19) 45,21 22,58 (41,02) 13,13 12,69 108,72 18,95
2012 2012 16.204.560.024 7.648.148.643 31.332.019.647 31.724.539.287 209.776.304.924 402.353.595.704 257.707.938.299 618.905.060.440 284.558.397.297 770.810.190.441 2.631.020.754.706
P(%) P(%) (23,21) 1.617,91 51,08 48,38 (27,18) 6,81 64,08 53,02 23,29 94,43 37,23
Pembiayaan Berdasarkan Golongan Pembiayaan UMKM merupakan segmen utama pembiayaan Perseroan. Sesuai dengan arah kebijakan BI dan juga menjadi komitmen Perseroan, dari tahun ke tahun, Perseroan terus berupaya mempertahankan sekaligus meningkatkan porsi pembiayaan UMKM. Pada 2012, pangsa pembiayaan UMKM terhadap total pembiayaan mencapai 82,42%. Sementara, pangsa pembiayaan non-UMKM hanya sebesar 17,58%. Selama 4 (empat) tahun terakhir, pangsa pembiayaan UMKM rata-rata sebesar 81,19%. Pertumbuhan pembiayaan UMKM pada 2012 juga tinggi, yakni sebesar 33,76% atau menjadi Rp2,17 triliun dari Rp1,62 triliun pada 2011.
Financing Based Financing Group MSMEs are the main segments of the Companys financing. In accordance with the policy direction of Central Bank of Indonesia and also the commitment of the Company, from year to year, the Company continues to maintain as well as increase the share of MSMEs financing. In 2012, the share of MSMEs financing to total financing reached 82.42%. Meanwhile, the share of non-MSMEs financing by only 17.58%. During the 4 (four) years, the average of MSMEs financing share of 81.19%. Growth of MSMEs financing in 2012 is also high, which amounted to 33.76% to Rp2.17 billion from Rp1.62 trillion in 2011.
Pembiayaan Berdasarkan Golongan Pembiayaan 2009 - 2012

Financing Based of Financing Group 2009 - 2012
(Dalam Jutaan Rupiah/In Million Rupiah)
Keterangan/ Items Usaha Mikro, Kecil, dan Menengah (UMKM) Micro, Small and Medium Enterprises (MSM's) Non UMKM/Non MSM's Total/Total
2009 2009 971.342 308.442 1.279.784
2010 2010 1.319.728 292.045 1.611.773
P(%) P(%) 35,87 (5,32) -
2011 2011 1.621.265 295.955 1.917.220
P(%) P(%) 22,85 0,33 -
2012 2012 2.168.567 462.454 2.631.021
P(%) P(%) 33,76 57,84 -
P : pertumbuhan/growth; UMKM: portfolio pembiayaan < Rp10 miliar/MSME's: financing portfolio less than Rp10 billon; Non UMKM: portfolio pembiayaan > Rp10 miliar/Non MSME's: financing portfolio more than Rp10 billon;
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Pembiayaan Berdasarkan Kualitas Pembiayaan Pada 2012, Perseroan menghadapi tantangan yang cukup berat yakni terkait dengan kualitas pembiayaan yang disalurkan. NPF mengalami peningkatan menjadi 4,57% dari 1,74% pada 2011. Kendati demikian, berdasarkan kualitas pembiayaan, pembiayaan lancar terus mengalami perbaikan, secara persentase meningkat sebesar 38,57% atau menjadi Rp2,31 triliun. Pembiayaan dalam perhatian khusus dan diragukan juga mengalami perbaikan yang ditandai dengan penurunan pertumbuhan masing-masing sebesar (8,05%) dan (2,68%). Sementara, pembiayaan kurang lancar mengalami kenaikan sebesar 874,62% dan pembiayaan macet naik menjadi Rp21,63 miliar dari Rp16,01 miliar pada 2011. Berkaca pada hal tersebut, ke depan, Perseroan berkomitmen untuk terus memperbaiki kualitas pembiayaannya sehingga porsi pembiayaan lancar menjadi semakin besar.
Financing Based on Quality of Financing In 2012, the Company faces a tough challenge that is related to the quality of financing. Nonperforming financing (NPF) increased to 4.57% from 1.74% in 2011. Nevertheless, based on the quality of the financing, financing in current collectibility is smoothly kept on improving, the percentage increased by 38.57% to Rp2.31 trillion. Financing in special mention and doubfull also experienced a marked improvement with a decline in a row by 8.05% and 2.68%. Meanwhile, financing in substandar increased by 874.62% and financing in loss collectibility rose to Rp21.63 billion from Rp16.01 billion in 2011. Reflecting on this, going forward, the Company is committed to continuously improve the quality of financing by enlarging of current financing.
Kolektibilitas Pembiayaan 2009 -2012

Financing Collectibility 2009 - 2012
Kolektibilitas/ Collectibility
2009 2009
2010 2010 1.374.949.516.410 175.531.101.649 8.934.983.146 13.819.598.227 38.538.172.387 1.611.773.371.819
P(%) P(%) 14,03 444,05 3,30 33,08 99,93 26,28
2011 2011 1.669.835.287.945 214.119.135.193 9.361.386.605 7.898.456.586 16.005.383.189 1.917.219.649.518
P(%) P(%) 21,45 2,98 4,77 (42,85) (58,47) 18,95
2012 2012 2.313.845.314.550 196.886.146.700 91.238.048.944 7.687.008.735 21.364.235.776 2.631.020.754.705
P(%) P(%) 38,57 (8,05) 874,62 (2,68) 33,48 37,23
Lancar/Current 1.205.759.950.144 Dalam Perhatian Khusus/ 32.263.689.165 Special Mention Kurang Lancar/Substandard 8.649.600.803 Diragukan/Doubtfull 10.384.741.822 Macet/Loss 19.275.776.516 Total/Total
1.276.333.758.450
Strategi Pengembangan Pembiayaan Pada 2012, bisnis pembiayaan Perseroan fokus kepada sektor UMKM, dengan menyasar delapan segmen bisnis utama, yaitu: telekomunikasi, pendidikan, kesehatan, migas, transportasi, pariwisata, konstruksi, dan perdagangan umum, yang dilakukan secara selektif dan prudent. Perseroan juga melakukan kerjasama dengan multifinance untuk menyalurkan pembiayaan kepada end user melalui pola channeling.
Financing Development Strategy In 2012, the Companys financing business were focused on MSMEs sector by targeting eight main business segment, which are telecommunication, education, health, oil and gas, transportation, tourism, construction, and general trading, that was done selectively and prudentially. The Company also cooperate with multifinance to distribute financing to the end user through channeling pattern.
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Pendapatan Operasional Pada akhir 2012,Perseroan berhasil mencapai kenaikan pendapatan operasional sebesar Rp65,914 miliar atau mengalami kenaikan 26,87%, dari Rp245,31 miliar pada 2011 menjadi Rp311,22 miliar pada 2012. Selama 4 (empat) tahun terakhir, tren pendapatan operasional Perseroan mengalami pertumbuhan positif. Pertumbuhan terbesar terjadi pada 2010 dan 2012, yakni sebesar 69,81% dan 26,87%. Pendapatan operasi utama Perseroan, terutama pendapatan jual beli dan pendapatan bagi hasil memberikan kontribusi terbesar pada pendapatan operasional Perseroan. Pada 2012, Perseroan mampu menghasilkan pendapatan jual beli dan pendapatan bagi hasil masingmasing Rp184,45 miliar dan Rp88,52 miliar.
Operating Income At the end of 2012, the Company successfully achieved an increase of operational revenue amounted Rp65.914 billion or grew by 26.87% from Rp245.31 billion in 2011 to Rp311.22 billion in 2012. Throughout the last 4 (four) years, the Companys operational revenue trend grew positively. The highest growth is in 2010 and 2012 which in a row are 69.81% and 26.87%. Operating income of the Company, particularly trading income and sharing income gives the largest contribution to operating income of the Company. In 2012, the Company was able to generate trading income and sharing income of each Rp184.45 billion and Rp88.52 billion.
Perkembangan Pendapatan Operasional 2009 - 2012

Trend of Operating Income 2009 - 2012
Keterangan/ Items Pendapatan Operasional/ Operating Income Pendapatan Operasional Lainnya/ Other Operating Income Total Pendapatan Operasional/ Operating Income Total
2009 2009 109.889.250.520 21.528.395.911 131.417.646.431
2010 2010 198.406.443.095 24.748.884.516 223.155.327.611
P(%) P(%) 80,55 14,96 69,81
2011 2011 211.711.438.841 33.594.520.304 245.305.959.145
P(%) P(%) 6,71 35,74 9,93
2012 2012 283.947.158.188 27.272.904.568 311.220.062.756
P(%) P(%) 34,12 (18,82) 26,87
Laba Bersih Pada 2012, Perseroan berhasil membukukan peningkatan laba bersih sebesar Rp17,30 miliar atau tumbuh 41,68% dari 2011 yang sebesar Rp12,21 miliar. Pertumbuhan positif pendapatan operasional merupakan faktor positif yang berkontribusi besar pada pencapaian laba Perseroan pada 2012. Selama 4 (empat) tahun terakhir, laba bersih yang dihasilkan Perseroan baik nominal maupun pertumbuhan, terus menunjukkan tren kenaikan secara positif. Hal tersebut mendorong seluruh jajaran karyawan Perseroan untuk lebih meningkatkan kinerjanya pada tahun-tahun mendatang.
Net Profit In 2012, the Company booked an increase of net profit amounted Rp17.30 billion or grew by 41.68% from 2011 which the value is Rp12.21 billion. Positive growth of operating income is the positive factor that contributed greatly towards the accomplishment of the Companys profit in 2012. Throughout the last 4 (four) years, net profit that was obtained by the Company, both nominally and in growth, keep showing a positive improvement trend. This encourages the entire employee of the Company to keep improving their performance in the upcoming years.
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Laporan Laba Rugi 2009 - 2012

Loss Prot Statement 2009 - 2012
Keterangan/ Items Pendapatan Operasional/ Operating Income Beban Operasional/ Operating Expenses Jumlah Pendapatan (Beban) Operasional Bersih/ Operating Income (Expenses) - Nett Pendapatan Operasional Lainnya/ Other Operating Income Beban Operasional Lainnya/ Other Operating Expenses Jumlah Pendapatan (Beban) Operasional Lainnya Bersih/ Other Operating Income (Expenses) - Nett Laba Operasional/ Operating Profit Pendapatan (Beban) Non Operasional/ Non Operating Income (Expenses) Laba (Rugi) Sebelum Pajak Penghasilan/ Profit (Loss) Before Income Taxes Jumlah Pajak/ Taxes Total Laba (Rugi) Setelah Pajak Penghasilan/ Loss (Profit) After Income Taxes
2009 2009 109.889.250.520 69.683.550.342 40.205.700.178
2010 2010 198.406.443.095 127.572.221.386 70.834.221.709
P(%) P(%) 80,55 83,07 76,18
2011 2011 211.711.438.841 143.623.128.044 68.088.310.797
P(%) P(%)
2012 2012
P(%) P(%) 34,12 20,64 62,55
6,71 283.947.158.188 12,58 173.266.368.989 (3,88) 110.680.789.199
21.528.395.911 58.495.163.770 (36.966.767.859)
24.748.884.516 81.229.390.134 (56.480.505.618)
14,96 38,87 (52,79)
33.594.520.304 86.615.672.643 (53.021.152.339)
35,74
27.272.904.568
(18,82) 29,07 59,41
6,63 111.791.820.934 6,12 (84.518.916.366)
3.238.932.319 (1.000.389.835)
14.353.716.091 565.619.054
343,16 156,54
15.067.158.458
4,97
26.161.872.833
73,64
(45.439.150) (108,03)
(1.807.776.574) 3878,46
2.238.542.484 (1.407.541.527) 831.000.957
14.919.335.145
566.48
15.021.719.308 (2.812.884.102) 12.208.835.206
0.69 39.96 19.30
24.354.096.259 (7.056.155.401) 17.297.940.858
62.13 150.85 41.68
(4.685.191.954) (232.86) 10.234.143.191 1131.54
Fee Based Income Secara keseluruhan, pendapatan Perseroan yang berasal dari sektor jasa atau fee based income mencapai Rp27,27 miliar. Jumlah tersebut turun 18,82% dibandingkan dengan 2011 yang nilainya Rp33,60 miliar. Pendapatan terbesar dari fee based income Perseroan berasal dari biaya administrasi yang pada 2012 mencapai Rp16,42 miliar atau mengalami pertumbuhan sebesar 18,31% dari 2011. Sepanjang 2012, tantangan terbesar dalam meningkatkan fee based income adalah kondisi eksternal dari perekonomian global yang masih mengalami turbulensi.
Fee Based Income Overall, the companys income from service or fee based income reached by Rp27.27 billion. The value decreased to 18.82% compare to the 2011 fee based income which the value is Rp33.60 billion. The highest fee based income in 2012 is administration fee which the value is Rp16.42 billion or grew to 18.31% of 2011.
Throughout 2012, the biggest challenge in increasing fee based income is the external condition of global economy that is still in turbulence.
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Strategi peningkatan fee based income yang dilakukan Perseroan sebagai berikut: a. Payment Point Online Banking (PPOB) Optimalisasi Fee Based Income dari nasabah existing PPOB. Meningkatkan Fee Based Income dari Nasabah baru dengan menambah jumlah Collecting Agent. b. Cash Management Optimalisasi Fee Based Income dari nasabah existing cash management. Meningkatkan Fee Based Income Cash Management di Cabang Perseroan yang belum memiliki nasabah Cash Management. Pemasaran Cash Management kepada deposan dan giran besar yang belum memiliki Cash Management. Biaya-Biaya Pada 2012, beban operasional Perseroan secara keseluruhan adalah sebesar Rp173,27 miliar. Terjadi kenaikan beban operasional sebesar Rp29,65 miliar atau sebesar 20,64% dari 2011 yang nilainya Rp143,62 miliar. Kenaikan beban operasional Perseroan pada 2012 tersebut diantaranya terjadi akibat adanya kenaikan pada hak pihak ketiga atas bagi hasil tidak terikat, beban bagi hasil atas sertifikat investasi mudharabah antarbank syariah, beban umum dan operasional lainnya, serta kenaikan beban tenaga kerja. Indikator Keuangan Utama Pencapaian positif Perseroan baik dari sisi aset, DPK, dan laba bersih, juga didukung oleh rasio keuangan lainnya, seperti rasio kecukupan modal yang jauh di atas ketentuan rasio kecukupan modal minimum 8%, penurunan rasio biaya operasional terhadap pendapatan operasional (BOPO), serta kenaikan financing to deposit ratio (FDR).
The Companys strategies to increase fee based income are as follows: a. Payment Point Online Banking (PPOB) Optimization of Fee Based Income from existing PPOB customers. Increase Fee Based Income from new customers by adding the number of Collecting Agent. b. Cash Management Optimization of Fee Based Income from existing cash management customers. Increase Cash Management Fee Based Income at the branches of the Company that havent had any Cash Management Customer. Marketing Cash Management to the depositors and current account owners that havent had Cash Management. Expenses In 2012, the overall of the Companys operating expense is Rp173.27 billion. There has been an increase of operating expenses amounted Rp29.65 billion or increase to 20.64% toward 2011 which the value is Rp143.62 billion. The increase of operating expenses in 2012 will involve the result of an increase in the third parties share on unrestricted investment revenue sharing, inter banks mudharabah investment certificates revenue sharing expenses, general and other operating expenses and employee expenses. Main Financial Indicator The Companys positive achievement, from the side of assets, third parties fund, and net profit, were also supported by other financial ratio, such as Capital Adequacy Ratio that was high above the minimum capital adequacy ratio requirement, which is 8%, and the decrease of ratio of operating expenses to operating income and the increase of financing to deposit ratio (FDR). Capital Adequacy Ratio (CAR) The Companys CAR position in 2012 which was 12.78% is still above the minimum limit of the Central Bank of Indonesias regulation which were 8%. There have been
Rasio Kecukupan Modal Posisi CAR Perseroan pada 2012 yang sebesar 12,78% masih di atas batas minimum ketentuan BI yang sebesar 8%. Jika dibandingkan dengan posisi CAR pada
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2011 yang sebesar 15,29%, memang terjadi penurunan. Kendati demikian, pemegang saham Perseroan memiliki komitmen kuat untuk melakukan penambahan modal, dalam rangka memperkuat struktur permodalan dan menjaga daya saing yang semakin ketat pada industri perbankan nasional. Sepanjang 4 (empat) tahun terakhir, CAR Perseroan berada pada batas aman, yakni di atas ketentuan 8% sebagaimana ketentuan dari BI.
a decrease compared to CAR position on 2011 which was 15.29%. However, the Companys shareholders have strong commitment to add capital in order to strengthen the capital structure and maintain competitiveness that are getting more intense in the national sharia banking industry. Throughout the last 4 (four) years, the Companys CAR is still on the safe level, which is above the 8% provision, consistent with the regulation of the Central Bank of Indonesia.
Perkembangan Rasio Kecukupan Modal 2009 - 2012

Trend of Capital Adequacy Ratio 2009 - 2012
(Dalam Persen/In Percent)
Keterangan Rasio Kecukupan Modal
2009 13,06
2010 11,51
2011 15,29
2012 12,78
Item Capital Adequacy Ratio
ROA dan ROE Return on equity (ROE) Perseroan pada 2012 menunjukkan peningkatan, dari 6,19% pada 2011 menjadi 7,32% pada 2012. Peningkatan tersebut terjadi seiring dengan peningkatan laba bersih pada 2012 dibanding dengan tahun sebelumnya. Kenaikan ROE juga diikuti dengan kenaikan return on asset (ROA). ROA Perseroan pada 2012 naik menjadi 0,55% dari 0,52% pada posisi 2011 dan hal tersebut mengindikasikan keberhasilan manajemen dalam menghasilkan laba bagi perusahaan.
ROA and ROE The Companys Return on equity (ROE) in 2012 has increased from 6.19% in 2011 to be 7.32% in 2012. That increase occurred in line with the increase of net profit in 2012, compared to the previous year.
The increase of ROE is also followed by the increase of Return on Asset (ROA). The 2012 of Companys ROA is 0.55%, the value is increase compare to ROA of 2011 which the value is 0.52%. This indicated the managements success in obtaining profit for the Company.
Perkembangan Rasio Laba Bersih terhadap Rata-rata Aset dan Rasio Laba Bersih terhadap Rata-rata Modal Sendiri 2009 - 2012
Trend of Return on Assets and Return on Equity 2009 - 2012
Keterangan Laba Bersih terhadap Rata-rata Aset Laba Bersih terhadap Rata-rata Modal Sendiri
2009 0,06 0,87
2010 0,74 9,65
2011 0,52 6,19
2012 0,55 7,32
Item Return on Assets Return on Equity
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Pada 2012, Perseroan berhasil membukukan peningkatan laba bersih sebesar sebesar Rp17,30 miliar atau tumbuh 41,68% dari 2011 yang sebesar Rp12,21 miliar.
In 2012, the Company booked an increase of net profit amounted Rp17.30 billion or grew by 41.68% from 2011 which the value is Rp12.21 billion.
BOPO Upaya efisiensi yang dilakukan Perseroan pada 2012 juga menunjukkan hail positif. Hal tersebut tercermin dari rasio BOPO yang pada 2012 mengalami penurunan menjadi 91,59% dari 93,86% pada 2011. Walau pun masih relatif tinggi, namun penurunan tersebut menujukkan komitmen Perseroan untuk melakukan efisiensi.
Operating Expenses towards Operating Income Ratio Company's efficiency efforts conducted in 2012 also showed positive results. The condition is proved by decreasing the 2012 of operating expenses towards operating income ratio which the value is 91.59% toward the 2011 ratio which the value is 93.86%. Even though the ratio is still relatively high, the decrease have shown the Companys commitment to do efficiency. Throughout the last 4 (four) years, the average of this ratio is on the level above 80%. The highest ratio occurred in 2009 which the value was 97.54% %. However, that value has managed to be decreased to 91.59% in 2012. In the future, the Company keeps trying to lower the ratio position to an even lower level from the position at the moment.
Sepanjang 4 (empat) tahun terakhir BOPO Perseroan rata-rata berada pada level di atas 80%. BOPO tertinggi terjadi pada 2009 yakni sebesar 97,54%. Namun, dari waktu ke waktu angka tersebut berhasil diturunkan hingga sebesar 91,59% pada 2012. Ke depan, Perseroan berkomitmen untuk terus menurunkan posisi BOPO ke level yang lebih rendah dari sekarang.
Perkembangan Rasio Beban Operasional terhadap Pendapatan Operasional 2009 - 2012

Trend of Operational Expenses to Operational Revenue Ratio 2009 - 2012
Keterangan Rasio Beban Operasional terhadap Pendapatan Operasional
2009 97,54
2010 93,57
2011 93,86
2012 91,59
Item Operational Expenses to Operational Revenue Ratio
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FDR FDR Perseroan pada 2012 mengalami kenaikan menjadi 92,29% dari 83,66% pada 2011. Kenaikan pembiayaan yang dilakukan Perseroan pada 2012 sebesar 37,26% memberikan kontribusi positif terhadap pertumbuhan rasio FDR Perseroan pada 2012. Seiring dengan ekspektasi membaiknya ekonomi nasional dan global pada 2012 mendatang, Perseroan berkomitmen untuk meningkatkan penetrasi kreditnya pada 2012 mendatang dan menjaga level FDRnya pada kisaran 78% sampai 100% sebagaimana yang diharapkan oleh BI.
FDR The Companys FDR in 2012 have increased to 92.29% from 83.66% in 2011. Increasing of Companys financing in 2012 amounted to 37.26% gave a positive contribution to the growth of the company's FDR in 2012.
In line with the expectation of the national and global economy improvement in 2013, the Company is commited to increase its credit penetration in the upcoming 2013 and to maintain its FDR level at the range of 78 % to 100%, as is expected by the Central Bank of Indonesia.
Perkembangan Rasio Pembiayaan terhadap Dana Pihak Ketiga 2009 - 2012

Trend of Financing to Deposit Ratio 2009 - 2012
Keterangan Rasio Pembiayaan terhadap Dana Pihak Ketiga
2009 100,62
2010 99,37
2011 83,66
2012 92,29
Item Financing to Deposit Ratio
NPF Pada 2012, rasio NPF gross Perseroan mengalami kenaikan menjadi 4,57%, lebih tinggi dibandingkan dengan posisi akhir 2011 yang sebesar 1,74%. Kendati demikian, secara umum, dalam periode 2009-2012, posisi NPF gross Perseroan masih di bawah ketentuan BI yakni di bawah 5%.
NPF In 2012, the ratio of NPF gross of the Company increased to 4.57%, higher than the position at the end of 2011 amounted to 1.74%. However, in general, in the period 2009-2012, NPF gross position of the Company under the provisions of Central Bank of Indonesia that less than 5%
Perkembangan Rasio Pembiayaan Bermasalah terhadap Total Pembiayaan 2009 - 2012

Trend of Non Performing Financing Ratio 2009 - 2012
Keterangan Rasio Pembiayaan Bermasalah terhadap Total Pembiayaan
2009 3,25
2010 3,80
2011 1,74
2012 4,57
Item Non Performing Financing Ratio
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Permodalan Walaupun terjadi penurunan rasio Kewajiban Penyediaan modal minimum (KPMM) pada 2012 yang sebesar 12,78% dari tahun sebelumnya yang sebesar 15,29%, namun secara umum jumlah modal Perseroan mengalami kenaikan sebesar Rp29,34 miliar, dari sebesar Rp301,86 miliar menjadi Rp331,20 miliar.
Capital Eventhough there have been a decrease in the Capital Adequacy Ratio in 2012 which is amounted 12.78% from previous year that was amounted 15.29%, but in general the Companys total capital has increased as much as Rp29.34 billion, from Rp301.86 billion to Rp331.20 billion.
Rasio Kecukupan Permodalan 2009 - 2012

Capital Adequacy Ratio 2009 - 2012
Keterangan Modal Inti (Tier I) - Modal disetor - Cadangan umum dan khusus - (Rugi) tahun-tahun sebelumnya - Laba tahun berjalan Jumlah Modal Pelengkap (Tier II) - Penyisihan atas kemungkinan kerugian pada aset produktif - Hutang subordinasi Jumlah Jumlah Modal (Tier I dan Tier II) Aktiva Tertimbang Menurut Risiko (ATMR) Rasio Liabilitas Penyediaan Modal Minimum Yang Tersedia Rasio Liabilitas Penyediaan Modal Minimum Yang Diwajibkan
2009 350.370 1.213 (248.835) 416 103.164 14.791 50.000 64.791 167.955 1.285.887 13,06% 8,00%
2010 350.370 1.213 (243.319) 10.234 118.498 16.913 50.000 66.913 185.411 1.611.475 11,51% 8,00%
2011 450.370 1.213 (232.157) 12.209 231.635 20.224 50.000 70.224 301.859 1.973.954 15,29% 8,00%
2012 450.370 1.213
Item
Primary Capital (Tier I) Paid up Capital Appropriated and unappropriated retained earning (219.482) Previous year loss 17.298 Current year profit 249.399 Primary Capital Total 31.800 50.000 81.800 331.199 2.591.576 12, 78% 8,00% Secondary Capital (Tier II) Allowance for possible losses on earning asset Subordinated loan Secondary Capital Total Capital Total Weighted Risk Assets Available capital adequacy ratio Required capital adequacy ratio
Jumlah aset tertimbang menurut risiko (ATMR) Perseroan pada 2012 mengalami kenaikan sebesar Rp617,62miliar. Secara umum KPMM atau CAR Perseroan pada 2012 masih jauh lebih tinggi dari KPMM yang ditetapkan sebesar 8%. Pengembangan Perseroan Terus meningkatnya kepercayaan nasabah dan debitur terhadap Perseroan diimbangi dengan penyediaan produk-produk yang inovatif, menarik dan kompetitif serta sesuai kebutuhan masyarakat namun tetap sesuai dengan prinsipprinsip syariah dan sesuai dengan visi, misi, dan rencana bisnis yang telah ditetapkan Perseroan. Berikut disampaikan hal-hal yang terkait dengan pengembangan yang dilakukan oleh Perseroan, baik yang sudah dilaksanakan pada 2012 maupun strategi pengembangan ke depan.
Total of the Companys Risk Weighted Asset (ATMR) in 2012 has increased as much as Rp617.62 billion Rupiah. In general, the Companys CAR in 2012 is still high above the minimum CAR provision, which were 8%. The Companys Development The increase of customers and debtors trust towards the Company is balanced with the supply of innovative, interesting, and competitive products, and consistent with the communitys needs but still in accordance with sharia principles and the business vision, mission, and plan that have been determined by the Company. Next are matters that are related with the development done by the Company, both the ones that have been done in 2012 and development strategies that will be done in the future.
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Supervisi Bisnis Kondisi perekonomian domestik dan global yang diliputi krisis akibat utang di kawasan Eropa menjadi tantangan tersendiri bagi perkembangan perbankan syariah di Indonesia. Terkait dengan hal tersebut, Perseroan berupaya mengembangkan bisnisnya di seluruh Indonesia dengan mendorong setiap cabang untuk meraih potensi dan mengembangkan pasar di wilayah operasionalnya masing-masing secara optimal. Untuk mencapai tujuan tersebut, dewasa ini telah dilakukan berbagai pengembangan produk yang bersifat strategis dan dinamis sesuai dengan kebutuhan dan perkembangan pasar. Agar produk dimaksud dapat diserap dengan baik oleh masyarakat luas, Perseroan menciptakan strategi pemasaran produk yang efektif dan efisien. Demi menjawab tantangan dan perkembangan bisnis yang semakin kompleks, pada 2012 Perseroan membentuk sebuah divisi baru, yaitu Divisi Supervisi Bisnis yang sebelumnya merupakan unit kerja yang tergabung dalam Divisi Pengembangan dan Supervisi Bisnis. Dalam praktiknya kemudian, tugas utama yang diemban Divisi Supervisi Bisnis tersebut adalah mengembangkan pasar dan (mendukung penuh Perseroan) mencapai target bisnis. Sepanjang 2012, dengan dukungan penuh Divisi Supervisi Bisnis, Perseroan berhasil melakukan dan mewujudkan pencapaian penting, yakni sebagai berikut: 1. Mencapai target pertumbuhan bisnis yang ditetapkan pada periode tahun sebelumnya; 2. Melakukan percepatan proses pembiayaan dan peningkatan pangsa pasar; 3. Menjaga kualitas pembiayaan yang baik dengan menjaga NPF di bawah 5% dengan cara memantau perkembangan kualitas pembiayaan secara periodik; 4. Melakukan monitoring dan evaluasi action plan cabang terhadap pembiayaan bermasalah.
Business Supervision Domestic and global economic condition that is in a crisis caused by debts in Europe has become a challenge for Islamic banking development in Indonesia. Related to that, the Company is trying to develop its business all over Indonesia by pushing every branch to reach its potential and develop market optimally in each of their operational areas.
To achieve that target, various strategic and dynamic product developments that are in accordance with markets needs and growth have been done. In order to make the product absorbed properly by the public, the Company created an effective and efficient product marketing strategy.
For the sake of countering business challenges and growth that keeps getting more complex, the Company had formed a new division in 2012, that is Business Supervision Division which previously a work unit incorporated in Business Development and Supervision Division. In its later practice, the main task carried by Business Supervision Division is to develop market and to (fully support the Company) to achieve business target. Throughout 2012, with full support from the Business Supervision Division, the Company succeeded in making and actualizing important achievements, such as: 1. Reach the target for business growth that was set in previous period; 2. Accelerate the financing process and increase market share; 3. Maintain good financing quality by keeping NPF below 5% by monitoring the development of financing quality periodically; 4. Monitoring and evaluating branch action plan toward non performing financing.
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Meski pencapaian tersebut telah sesuai dengan target, ke depan Perseroan tetap harus melakukan berbagai perbaikan, di antaranya: 1. Mengoptimalkan potensi pasar di masingmasing wilayah operasional Cabang; 2. Lebih intensif mengenalkan berbagai layanan; 3. Menambah jumlah dan kualitas kompetensi SDI. Sepanjang 2012, Perseroan juga telah mengimplementasikan beberapa hal penting yang ditujukan untuk mempercepat pencapaian target bisnis, antara lain: 1. Menerapkan strategi yang berfokus pada segmentasi, dalam hal ini Perseroan memiliki keunggulan komparatif dibandingkan dengan bank syariah lainnya; 2. Mengembangkan pembiayaan melalui pola channeling; 3. Menerapkan analisis market share daerah guna mengetahui potensi pasar yang dapat digali dan menentukan anggaran bisnis untuk masing-masing Kantor Cabang. Selain hal tersebut, guna memantapkan koordinasi sekaligus menunjang pencapaian target bisnis yang ditetapkan, Perseroan melakukan hal-hal sebagai berikut: 1. Rapat evaluasi realisasi di seluruh Kantor Cabang dan HUB serta bisnis institusi (dilakukan secara rutin pada setiap bulan); 2. Melakukan diskusi dan memberi masukan atau arahan dalam meningkatkan peran divisi dalam pengembangan bisnis; 3. Menggelar rapat koordinasi bisnis yang dilaksanakan setiap minggu di Jakarta. Selain pencapaian di atas, secara lebih teknis Perseroan berhasil meraih pencapaianpencapaian lainnya, antara lain: 1. Pembentukan Komite Outlet; 2. Standardisasi kelengkapan dokumen pembiayaan; 3. Peningkatan volume pembiayaan yang diproses dan disetujui di Kantor Pusat; 4. Evaluasi target dan anggaran bisnis Perseroan setiap bulan yang berdampak langsung pada pencapaian anggaran 2012;
Even though those achievements have been in compliance with the target, the Company must keep doing various improvements, such as among others: 1. To optimize market potential in every operational area of the Branch; 2. To be more intensive in introducing various services; 3. To add quantity and quality of human resources competence. Throughout 2012, the Company has implemented several important things that are aimed to accelerate the achievement of business targets, such as: 1. To apply strategy that is focusing in segmentation. In this case the Company has a comparative eminence then other Islamic banks; 2. To develop financing through channeling patterns; 3. To apply area market share analysis to find out market potential that can be extracted and to determine business budget for each Branch Office. Aside from those things, in order to stabilize coordination and to support determined business target achievement, the Company has done these following things: 1. Realization evaluation meeting in the entire Branch Office and HUB and institution business (conducted regularly every month); 2. To discuss and give input or direction to increase the divisions role in business development; 3. To hold business coordination meeting that was done weekly in Jakarta; Other than the achievements mentioned above, technically the Company has succeed in reaching other achievements, among others are: 1. The formation of Outlet Committee; 2. Standardization of financing documents completion; 3. An increase in volume of processed and approved financing in Head Office; 4. Monthly target and business budget evaluation of the Company that has direct impact to budget achievement in 2012.
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5. Evaluasi kualitas pembiayaan dan kelengkapan dokumen secara langsung ke Cabang; 6. Pelaksanaan open table di Cabang-Cabang dan HUB Jakarta. Tantangan ke Depan BI dan sejumlah kalangan menilai, perbankan syariah pada 2013 memiliki potensi pertumbuhan yang baik. Namun, pelaku usaha di industri perbankan syariah juga akan dihadapkan pada tingkat persaingan usaha yang semakin ketat. Terkait dengan kondisi dan tantangan tersebut, Perseroan bertekad dan berkomitmen untuk terus melakukan berbagai pengembangan, penyempurnaan, dan perbaikan di sejumlah bidang yang selama ini masih memerlukan penguatan. Berikut sejumlah bidang maupun proses bisnis yang dinilai Perseroan perlu mendapatkan penguatan ke depan: 1. Meningkatkan jumlah dan kualitas sumber daya insani di Supervisi Bisnis; 2. Meningkatkan pemahaman dan kompetensi AO Cabang dalam analisis pembiayaan; 3. Meningkatkan kepatuhan AO Cabang dalam menyediakan kelengkapan pengajuan standar komite ke Kantor Pusat sesuai dengan ketentuan yang berlaku; 4. Memperbaiki mekanisme kerja divisi untuk mempercepat proses bisnis khususnya pembiayaan, meningkatkan pencapaian anggaran Cabang, dan memperbaiki kualitas pembiayaan; 5. Melakukan sosialisasi ke Cabang mengenai aturan-aturan pembiayaan yang sudah dan akan berlaku; 6. Meningkatkan pengawasan dan evaluasi realisasi bisnis dengan anggaran yang ditetapkan melalui analisis variance; 7. Melakukan pemeringkatan Cabang/HUB berdasarkan pencapaian anggaran dan pertumbuhan bisnis. Dengan sejumlah perbaikan dan upaya peningkatan tersebut, pencapaian bisnis Perseroan pada masa mendatang diharapkan terus meningkat dan semakin berkualitas. Ketika hal itu dapat mewujud nyata, cita-cita untuk
5. Evaluation of financing quality and document completion directly to the Branch Office; 6. Implementation of open table on Branches and HUB in Jakarta Challenges Ahead The Central Bank of Indonesia and a number of circles have asses that Islamic banking has potential for good growth in 2013. However, businessmen in Islamic banking industry will also be faced with an increasingly stringent level of business competition. Related to those condition and challenge, the Company is determined and committed to keep developing, perfecting, and improving several fields that still needs reinforcement after all these times. Here are several fields and business process that the Company assess that still needs improvements in the future: 1. Increase quantity and quality of human resources in the Business Supervision; 2. Increase comprehension and competence of Branch AO on financing analysis; 3. Increase Branch AO compliance in providing a complete committee standard submission to the Head Office in accordance with applied regulation; 4. Improve division work mechanism to accelerate business process, especially financing, increase Branchs budget achievement, and improve financing quality; 5. Socializing to the Branch about financing regulation that have and will be applied; 6. Increase business realization monitoring and evaluation with determined budget through variance analysis; 7. To rank the Branch/HUB based on budget achievement and business growth.
With those several improvements and efforts for enhancement, the Companys business achievement in the future is expected to keep rising and becoming more qualified. When it is fulfilled, the goal to make the Company as one
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menjadikan Perseroan sebagai salah satu pemain utama di industri perbankan syariah nasional diyakini semakin mudah dicapai. Pengembangan Bisnis Ketidakpastian ekonomi global yang sedikit banyak juga berimbas kepada perekonomian Indonesia membawa hikmah bagi perbankan syariah. Di tengah kondisi tersebut, perbankan syariah mampu menunjukkan daya tahannya, sehingga keberadaannya semakin diperhitungkan oleh berbagai pihak, baik pelaku usaha maupun pemangku otoritas bidang perbankan maupun keuangan. Kondisi tersebut juga menunjukkan bahwa sistem perbankan yang berbasis ekonomi riil lebih memiliki ketahanan terhadap guncangan ekonomi. Kondisi tersebut menjadi peluang tersendiri bagi perbankan syariah untuk mendapatkan kepercayaan yang lebih besar dari stakeholder dan nasabahnya. Oleh karena itu, segenap pelaku usaha di industri perbankan maupun keuangan syariah harus terus berupaya memperkuat sistem perekonomian Islam yang dibangun di atas pilar yang kuat. Terkait hal tersebut, dari periode ke periode, Perseroan terus berupaya memaksimalkan potensi dan peluang yang ada dengan menyediakan produk-produk yang inovatif dan menarik sesuai dengan kebutuhan masyarakat dengan tetap bersandarkan pada prinsip dan nilai-nilai syariah. Sepanjang 2012, dalam usahanya, Perseroan fokus kepada sektor UMKM dengan menyasar 8 (delapan) segmentasi bisnis utama, yaitu: (1) telekomunikasi; (2) pendidikan; (3) kesehatan; (4) minyak dan gas (migas); (5) transportasi; (6) pariwisata; (7) kontruksi; dan (8) perdagangan umum. Selain fokus tersebut, untuk memperluas penetrasi pasar di bisnis pembiayaan, Perseroan mengembangkan kerjasama dengan perusahaan multifinance untuk menyalurkan pembiayaan kepada end user melalui pola channeling. Agar terhindar dari risiko usaha, dalam pengembangan dan fokus bisnis
of the main players in national Islamic banking industry is believed to be attained more easily.
Business Development Global economic uncertainty which more or less affected Indonesias economy give a lesson for sharia banking. Amidst that condition, Islamic banking was able to show its endurance, so that its existence is getting more consideration from various parties, both from entrepreneurs and the authority stakeholders in the field of banking and financing. This condition shows that banking system that are based on real economy has more endurance towards economical turmoil.
This condition has become an opportunity for sharia banking to get an even bigger trust from the stakeholders and customers. Thus, the entire business performer in the banking industry and sharia financial must keep trying to strengthen Islamic economic system that is built above strong pillars.
Related to that matter, from period to period, the Company keeps trying to maximize existing potential and opportunity by providing innovative and interesting products consistent with the communitys needs by still resting in sharia principles and values.
Throughout 2012, in its efforts, the Company is focusing in MSME's by targeting 8 (eight) main business segmentation, which are: (1) telecommunication; (2) education; (3) health; (4) oil and gas; (5) transportation; (6) tourism; (7) construction; and (8) general trading.
Other than that focuses, to expand market penetration in the field of financing, the Company develops cooperation with multifinance cooperation to distribute financing to the end user through channeling pattern. In order to be spared of business risks, the Company is prioritizing a selective and prudent
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tersebut, Perseroan tetap mengedepankan cara dan prosedur yang selektif dan prudent. Sedangkan, pengembangan dan peningkatan sektor pendanaan diutamakan peningkatan sumber dana murah dan ritel. Peningkatan tersebut dilakukan dengan cara membagi marketing funding yang khusus menjual dana murah dan ritel. Untuk dana murah tersebut, pada 2012, Perseroan berhasil mencapai pertumbuhan sebesar 41,10% jika dibandingkan dengan pencapaian tahun sebelumnya. Namun, meskipun pencapaian tersebut sudah sesuai dengan target yang dicanangkan, Perseroan masih menemukan kendala di lapangan. Kendala umum yang dihadapi yaitu keterbatasan SDI, baik dari sisi kuantitas maupun kualitas, sehingga berdampak pada belum optimalnya pencapaian kinerja. Karena itu, tantangan tersebut menjadi perhatian khusus bagi Perseroan untuk tahun berikutnya. Pada 2012, Perseroan telah melakukan sejumlah langkah konkret untuk mengantisipasi tantangan di bidang SDI tersebut. Sasaran dan Strategi ke Depan Perseoran menargetkan pertumbuhan bisnis yang baik pada 2013. Untuk mendukung target tersebut Perseroan telah menetapkan kebijakan strategis, sebagai berikut: 1. Melanjutkan program penyehatan Bank Persyarikatan Indonesia; 2. Percepatan pertumbuhan bisnis; 3. Memiliki portofolio pembiayaan yang berkualitas; 4. Fokus terhadap sumber dana murah dan ritel; 5. Revitalisasi outlet melalui pengembangan bisnis area; 6. Peningkatan fee based income; 7. Efisiensi dalam pengelolaan operasional bank; 8. Pengembangan SDI yang berkualitas; 9. Meningkatkan fungsi internal kontrol. Sejalan dengan kebijakan strategis tersebut, Perseroan juga telah menetapkan strategi bisnis yang meliputi strategi pembiayaan, penghimpunan dana, dan fee based income, sebagai berikut:
means and procedures in the business development and focus. Meanwhile, the development and improvement of financing sector is prioritizing in improving cheap fund and retail source. The increase was done by dividing marketing funding that specialized in selling cheap fund and retail. For those cheap funds, in 2012, the Company managed to achieve a 41.10% growth compared to the achievement in the previous year.
However, eventhough those achievement is consistent with the determined target, the Company still finds obstacles on the field. The common obstacle that the Company encountered is the limitation of human resources, both in quantity and in quality, so that it resulted in a non optimal performance achievement. Therefore, this challenge has become a special attention for the Company in the upcoming year. In 2012, the Company have done several concrete steps to anticipate those challenges in the human resources field. Future Target and Strategy The Company is targeting a good business growth in 2013. To support that target, the Company has determined several strategic policies, such as: 1. To continue the restructuring program of Bank Persyarikatan Indonesia; 2. To accelerate business growth; 3. To own a qualified financing portfolio; 4. To focus in cheap fund and retail sources; 5. To revitalize outlets through area business development; 6. To increase fee based income; 7. To make an efficiency in banks operating management; 8. To develop qualified human resources; 9. To increase the internal control function. In line with those strategic policies, the Company have also determined business strategy that includes financing strategy, fund accumulation, and fee based income, such as:
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Strategi Pembiayaan: 1. Fokus penyaluran pembiayaan pada sektorsektor yang mempunyai kinerja dan prospek baik, seperti migas, pendidikan, kesehatan, transportasi, konstruksi, dan perdagangan. 2. Pembiayaan kepada stakeholder, yang meliputi: a. Club deal dengan PT Bank Bukopin, Tbk. terhadap nasabah prime PT Bank Bukopin, Tbk. yang membutuhkan tambahan pembiayaan. b. Pembiayaan dengan Amal Usaha Muhammadiyah. c. Pembiayaan kepada Group Bakrie. d. Pembiayaan kepada Group Mega. e. Pembiayaan kepada Group Jamsostek. 3. Pembiayaan kepada Muhammadiyah, yang meliputi: a. Pembiayaan kepada Amal Usaha Muhammadiyah (pendidikan, kesehatan dan BTM). b. Pembiayaan kepada karyawan AUM melalui koperasinya dengan skim K3A.
c. Sindikasi dengan bank syariah lain untuk pembiayaan AUM dengan plafon pembiayaan besar. d. Kerjasama cash management, payroll dan co-branding. 4. Beberapa sektor yang tidak menjadi target ekspansi, meliputi: a. Telekomunikasi. b. Pembiayaan Jaminan Tagihan. c. Perusahaan Eksportir ke negara Amerika dan Eropa (negara yang mengalami gejolak resesi ekonomi). 5. Khusus untuk pembiayaan kepada Multifinance, dengan rinciannya sebagai berikut: a. Portofolio pembiayaan kepada multifinance (channeling/executing). b. Pembatasan jumlah nasabah multifinance untuk menghindari concentration risk. c. Top up pembiayaan kepada multifinance existing yang performanya bagus.
Financing Strategy: 1. Focusing in the financing distribution in sectors that have good performance and prospect, such as oil and gas, education, health, transportation, construction, and trading. 2. Financing towards the stakeholders that consists of: a. Club deal with PT Bank Bukopin, Tbk. towards prime customers of PT Bank Bukopin, Tbk. who needs additional financing. b. Financing with Muhammadiyah Charity Enterprises. c. Financing towards the Bakrie Group. d. Financing towards the Mega Group. e. Financing towards the Jamsostek Group. 3. Financing towards Muhammadiyah that consists of: a. Financing towards Muhammadiyah Charity Enterprises (education, health, and BTM). b. Financing towards the employee of Muhammadiyah Charity Enterprises through its cooperative with K3A scheme. c. Sindication with other Islamic bank for Muhammadiyah Charity Enterprises financing in a large amount. d. Cash management, payroll, and cobranding cooperation. 4. Several sectors that is not a target of expansion includes: a. Telecommunication. b. Guarantee Bills Financing. c. Exporting Company to America and Europe (countries that are going through economy recession turmoil). 5. Specific for financing towards Multifinance, with details as follows: a. Financing portfolio towards multifinance (channeling/executing). b. Limitation of multifinance customer to avoid concentration risk. c. Financing top up towards existing multifinance with good performance.
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Strategi Penghimpunan Dana: 1. Peningkatan komposisi penghimpunan dana murah berupa giro dan tabungan, meliputi: a. Melakukan penjualan Cash Management secara fokus dan terarah baik ke nasabah existing maupun baru. b. Pemberian bobot yang lebih besar terhadap Tabungan dibanding Deposito pada penilaian RO. c. Mengadakan beberapa Program Promosi Tabungan. d. Mengoptimalkan outlet Delivery Channel. e. Mewajibkan seluruh nasabah untuk melakukan transaksi keuangan di Perseroan minimal sebesar 10 % dari saldo PYD (pembiayaan yang diberikan). 2. Peningkatan komposisi deposito non spesial nisbah dan memperketat persyaratan pemberian spesial nisbah. 3. Memperkuat struktur deposan/pendanaan komersial dengan mengupayakan memperbesar nasabah menengah/ komersial. Pelayanan Sepanjang 2012, bisnis Perseroan mengalami pertumbuhan yang baik sesuai dengan target yang ditetapkan. Pencapaian tersebut tidak lepas dari berbagai upaya perbaikan dan peningkatan kualitas di berbagai bidang yang secara terus-menerus dilakukan Perseroan, termasuk di bidang pelayanan, baik yang ditujukan untuk kalangan internal maupun pihak eksternal, khususnya kepada nasabah. Tingkat pencapaian target di bidang pelayanan yang semakin terarah dan terkoordinasi dengan baik pada 2012 merupakan hasil komitmen yang kuat dari Perseroan untuk senantiasa memberikan pelayanan terbaik kepada nasabah dengan sentuhan pengalaman yang khas. Sebagai informasi, berikut target-target yang ditetapkan pada 2012: 1. Meningkatkan kualitas layanan. Target tersebut diwujudkan, di antaranya dengan melakukan penyederhanaan dan
Collection of Fund Strategy: 1. Increasing composition of cheap fund accumulation in the form of current account and saving deposits, which includes: a. To do focused and targeted Cash Management selling to both existing and new customers. b. Giving bigger weight towards the saving deposits compared to time deposits in the RO assessment. c. To hold several Saving Deposits Promotional Program. d. To optimize delivery channel outlet. e. To obligate the entire customer to do financial transaction at the Company at least 10% of financing balance.
2. Increasing composition of non special nisbah deposits and to restrict the requirements for nisbah special administration. 3. Strengthening the structure of depositor/ commercial funding by seeking to increase middle/commercial customers.
Services Throughout 2012, the Company's business experienced good growth in accordance with the targets set. The achievement could not be separated from the overall improvement and quality improvement in various areas of continuous effort conducted by the Company, including in the field of services, both intended for internal and external parties, especially to customers The level of achievement of targets in the field of service is increasingly targeted and well coordinated in 2012 it is become the result of a strong commitment by the Company to continue to provide the best service to our customers at the touch of a typical experience. For information, the following targets were set in 2012: 1. Improving the quality of service. The target was realized, including by simplifying and speeding the process of services, increase
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mempercepat proses layanan, meningkatkan fungsi kontrol untuk memonitor segala kegiatan layanan, serta mendorong campaign layanan agar dapat menjadi budaya kerja dan diimplementasikan dalam aktivitas layanan sehari-hari. 2. Mengonsolidasikan tugas/kegiatan layanan ataupun operasional, baik di Kantor Pusat maupun Cabang, sehingga proses bisnis untuk mendukung aktivitas bisnis dapat dilakukan dengan baik. Kegiatan layanan dan operasional tersebut akan terlaksana jika dilakukan secara efektif dan efisien. Efektif jika kegiatan dimaksud sudah mengikuti atau sesuai dengan ketentuan yang terdapat pada Pedoman Kegiatan Operasi (PKO), ketentuan BI, dan ketentuan lainnya, serta sudah mengandung unsur pelayanan dan pengendalian internal/kontrol yang maksimal. Kemudian, kegiatan akan efisien jika setiap proses bisnis yang dilakukan sudah memperhitungkan aspek biaya dan keuntungan (hasil guna). 3. Menjadi mitra bagi setiap divisi maupun unit kerja dalam menentukan strategi perusahaan di masa mendatang dan berupaya melakukan perbaikan Peningkatan Peringkat Layanan agar nasabah terpuaskan (customer satisfaction). Melalui sejumlah upaya perbaikan dan peningkatan kualitas layanan yang ditempuh sepanjang 2012, Perseroan berhasil mendapatkan penghargaan berupa Indonesia Service to Care Champions 2012 dari Marketeers dan Banking Service Excellence Award 2012 dari Majalah Infobank. Penghargaan tersebut tentu menjadi kebanggaan tersendiri bagi Perseroan. Namun, Perseroan akan tetap berupaya meningkatkan kualitas layanan hingga pada level yang optimum agar semakin mendapatkan kepercayaan dari publik perbankan di Tanah Air. Demi mewujudkan hal tersebut, Perseroan dengan dukungan penuh dari Divisi Pelayanan menerapkan strategi sebagai berikut: 1. Mengembangkan kualitas layanan dan meningkatkan fungsi kontrol;
control functions to monitor all activities of the service, and to encourage service campaign to be implemented in the work culture and day-to-day activities of the service.
2. Consolidating service or operations tasks / activities, both at Head Office and Branches, so that business processes to support the business activities can be done well. Service and operational activities will be done if it is done effectively and efficiently. Effectively, if the activity is already following or in accordance with the provisions contained in the Guideline for Operations, BI regulations, and other provisions, and already contains elements of service and internal control / control maximum. Then, the activities will be efficient if every business process is done taking into account aspects of the costs and benefits (the order). 3. Being a partner for each division or working unit of work in determining the company's future strategy and attempting to make improvements in order to increase customer service rating satisfied (customer satisfaction). Through a number of efforts to improve and increase the quality of service to be taken during 2012, the Company managed to get the award of "Indonesia Service to Care Champions 2012" from the Marketeers and "Banking Service Excellence Award 2012" from Infobank Magazine. The award was certainly has become a pride for the Company. However, the Company will continue to work to improve the quality of services to the optimum level in order to gain the trust of the banking public in the country. In order to realize this, with the full support of the Company's Services Division to implement the following strategies: 1. Developing and improving the quality of service control functions;
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Perseroan terus berupaya memaksimalkan potensi dan peluang yang ada dengan menyediakan produk-produk yang inovatif dan menarik sesuai dengan kebutuhan masyarakat dengan tetap bersandarkan pada prinsip dan nilai-nilai syariah.
the Company keeps trying to maximize existing potential and opportunity by providing innovative and interesting products consistent with the communitys needs by still resting in sharia principles and values.
2. Campaign dan monitoring yang menyeluruh (top down); 3. Kerja keras, kreativitas, inovasi, dan koordinasi yang baik antara Divisi Pelayanan dengan divisi/unit lain, baik langsung maupun tidak langsung; 4. Menciptakan/membuat paradigma budaya layanan yang Cepat, Mudah, Aman, dan Nyaman di lingkungan internal organisasi, yaitu dengan saling bekerja sama, saling percaya, dan saling berkontribusi, serta selalu memahami kebutuhan nasabah; 5. Menciptakan budaya layanan Cepat, Mudah, Aman, dan Nyaman dengan dimensi credibility (kepastian nasabah mendapatkan layanan yang baik), dependability (memberikan solusi dan tidak hanya mengacu pada standard operating procedure atau SOP), courtesy (jujur dan empati, tidak hanya ramah dan hangat), comfortability (kenyamanan), dan connectivity (aksesibilitas). Selain menerapkan strategi yang tepat, Perseroan melakukan pengembangan sekaligus menciptakan SDI yang berkompeten dan berkualitas guna memberikan layanan prima kepada nasabah. Kemudian, Perseroan juga berupaya membangun sarana dan prasarana kantor yang memadai sehingga mampu mendukung terciptanya layanan prima dan peningkatan service level agreement (SLA).
2. Campaign and comprehensive monitoring (top down); 3. Hard work, creativity, innovation, and good coordination between the Services Division and other divisions / units, either directly or indirectly; 4. Creating / making paradigm service culture "Fast, Easy, Secure and Comfort" in the organization's internal environment, with mutual cooperation, mutual trust, and mutual contribute, and always understand the needs of customers; 5. Create a culture of service "Fast, Easy, Secure and Comfort" with dimensions of credibility (assurance clients get good service), dependability (providing solutions and not just referring to the standard operating procedure or SOP), courtesy (and honest empathy, not just friendly and warm), comfortability, and connectivity (accessibility).
In addition to implementing the right strategy, the Company made the development of human resources while creating competent and qualified human resources to provide excellent service to customers. Then, the company has also working to build infrastructure in adequate office so as to support the creation of excellent service and an increase in service level agreement (SLA).
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Sebagai informasi penting, pelayanan yang sesuai dengan standar SLA telah diimplementasikan dan berjalan di setiap front office di seluruh Indonesia. Di samping hal-hal yang telah disampaikan sebelumnya, pada 2012, Perseroan yang dikontribusi secara penuh oleh Divisi Pelayanan juga melakukan sejumlah aktivitas yang ditujukan untuk meningkatkan kualitas pelayanan kepada nasabah, antara lain sebagai berikut: 1. Mengadakan coaching service yang bertujuan mengasah kemampuan front office dalam berkomunikasi dan menyampaikan penjelasan terkait dengan produk maupun layanan, sehingga mampu meningkatkan kepercayaan diri staf front office tersebut; 2. Melakukan mystery caller untuk mengetahui sejauh mana staf front office menjalankan standar layanan dan menguasai produk; 3. Bersama divisi lain membuat SLA untuk mempercepat atau menyederhanakan proses layanan; 4. Melakukan mystery shopping, yakni suatu bentuk audit eksternal dengan mengirimkan seseorang yang berperan sebagai customer untuk mengetahui dan menilai serta mengamati hasil pelayanan yang diberikan staf front office di lapangan. Hal tersebut bertujuan untuk mengetahui sejauh mana staf front office menjalankan standar layanan dan mengetahui sikap, skill, time delivery, serta penampilan staf dalam melayani nasabah sehari-hari. Tantangan dan Aktivitas ke Depan Dalam persaingan industri perbankan yang semakin kompleks, di mana nasabah semakin cerdas membaca situasi dan dinamika bisnis perbankan, Perseroan merasa perlu merancang dan menyusun strategi ke depan. Pada saatnya nanti, Perseroan berpandangan bahwasanya pelayanan yang memberikan pengalaman lebih kepada nasabah akan menghasilkan feedback yang menguntungkan bagi bank. Namun, sebelum ke arah itu, dalam jangka pendek dan menengah Perseroan harus menghadapi sejumlah tantangan di bidang
As important information, services in accordance with SLA standards have been implemented and run on every front office in Indonesia. In addition to the things mentioned above, in 2012, the Company that was contributed full by the Services Division has also conducts a number of activities aimed at improving the quality of services to customers, including the following: 1. Hold a coaching service that aims to sharpening the ability of the front office to communicate and convey explanations related to the product or service, so as to increase the confidence of the front office staff; 2. Conducting mystery caller to determine the extent of the front office staff to run the service standards and control products; 3. Along with other divisions to make SLA to speed up or simplify the service process; 4. Conducting mystery shopping, which is a form of external audit by sending someone who acts as a customer to know and observe the results and assess the services provided front office staff in the field. It aims to determine the extent of the front office staff to run the service standards and the attitude, skill, time delivery, as well as the appearance of the staff in serving customers everyday.
Challenges and Future Activities In an increasingly competitive and more complex in banking industry, where customers has become more intelligent in reading of the situation and the dynamics of the banking business, the company felt the need to design and develop a strategy forward. In time, the Company believes that providing a better service to customers will result in feedback that is beneficial to the bank. However, prior to that direction, in the short and medium term the Company had to face a number of challenges in the areas of service
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pelayanan yang perlu mendapat atensi dan perbaikan yang komprehensif dan menyentuh semua level. Dewasa ini, tantangan yang dihadapi Perseroan adalah peningkatan monitoring terhadap penyedia layanan untuk memastikan apakah standar layanan sudah dijalankan secara konsisten dan benar. Tantangan selanjutnya adalah masih diperlukannya program-program pelatihan yang bertujuan untuk meningkatkan kualitas layanan front office serta konsistensi penyedia layanan dalam menjalankan seluruh aktivitas layanan. Pada tahun mendatang, melalui berbagai upaya perbaikan dan peningkatan di bidang pelayanan, Perseroan menargetkan mampu menciptakan layanan prima dan terbaik serta meningkatkan fungsi kontrol yang dapat meningkatkan bisnis Perseroan. Sebagai informasi, target tersebut dikemas dalam layanan yang friendly and consistent, the best service you can trust, dan the outstanding service in sharia banking. Untuk mewujudkan target tersebut, Perseroan akan melakukan aktivitas yang bersifat konkret dan interaktif yang melibatkan seluruh unit kerja, di antaranya: 1. Melakukan kunjungan atau inspeksi layanan ke seluruh Cabang di Indonesia; 2. Mengadakan training yang diberikan oleh trainer dari pihak eksternal; 3. Mengadakan front office session/role model dengan konsep training for trainer; 4. Melakukan kampanye budaya layanan Cepat, Mudah, Aman, dan Nyaman; 5. Mengadakan mystery shopping di seluruh Cabang; 6. Mengembangkan metode coaching melalui aktivitas presentasi yang dilakukan secara spontan. Pengembangan Produk Sepanjang 2012, Perseroan senantiasa mengupayakan pemberian jasa perbankan syariah, baik produk maupun layanan, sesuai dengan kebutuhan nasabah. Karena itu, Perseroan dari waktu ke waktu selalu melakukan penyempurnaan terhadap produk dan layanan yang sudah ada, serta terus berinovasi untuk memberikan layanan dan
that need attention and improvement of comprehensive and touches all levels. Today, the challenges faced by the Company are increased monitoring of service providers to make sure whether service standards are executed consistently and correctly. The next challenge is still the need for training programs that aim to improve the quality and consistency of front office service providers in carrying out all the activities of the service.
In the coming year, through a variety of improvements and enhancement efforts in the field of services, the Company is targeting to create excellent service and the best and improve the function of the control that can improve the business of the Company. For information, the target is packaged in the service "friendly and consistent", "the best service you can trust", and "the outstanding service in sharia banking". To achieve these targets, the Company will undertake concrete activities that are interactive and involve all units, including: 1. Conduct a visit or inspection services to all branches in Indonesia; 2. Conducting training provided by trainers from external parties; 3. Hold the front office session / role model to the concept of training for trainers; 4. Campaign service culture "Fast, Easy, Secure and Comfort"; 5. Conducting mystery shopping throughout the branch; 6. Develop methods of coaching through the activities of the presentation made spontaneously. Product Development Throughout 2012, the Company is always seeking Islamic banking services, both products and services, in accordance with the requirements of customers. Therefore, the Company from time to time, always doing improvements to products and services that already exists, and continues to innovate to deliver new products and services for
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produk baru bagi nasabah. Dengan melakukan hal tersebut, Perseroan optimistis dapat terus memelihara daya kompetitifnya di pasar industri perbankan syariah nasional. Pengembangan dan penyempurnaan yang dilakukan sepanjang 2012 disesuaikan dengan target bisnis Perseroan. Untuk mencapai target bisnis yang ditetapkan, Perseroan melalui Divisi Pengembangan Produk membuat marketing tools dan support dalam penjualan produk pendanaan, pembiayaan, dan jasa. Praktiknya, Perseroan menyiapkan strategi penjualan serta perluasan jaringan kantor, layanan delivery channel, dan sebagainya. Untuk mencapai rencana kerja dan target di bidang pengembangan produk, Perseroan mengutamakan kerja sama tim yang solid serta terus menjaga semangat segenap divisi yang terlibat dalam bidang pengembangan produk. Pencapaian yang diraih Perseroan dibangun dari dukungan divisi lain dan manajemen yang bertindak dengan cepat dan responsif. Selain melakukan kerja sama yang baik di internal tim dan divisi lainnya, Perseroan selalu memperkuat kerja sama dengan pihak luar, seperti bidang perizinan. Yang penting untuk diinformasikan, ada beberapa strategi dasar yang diimplementasikan Perseroan untuk mencapai sasarannya, yaitu (1) menerapkan strategi menjemput pasar; (2) meningkatkan layanan; dan (3) memberikan kemudahan kepada nasabah. Dengan melakukan hal tersebut, pertumbuhan usaha yang ditargetkan, khususnya di bidang pengembangan produk, dapat tercapai sesuai dengan harapan. Sebagai informasi, berikut sejumlah pencapaian penting Perseroan di bidang pengembangan produk dan pelayanan selama 2012: 1. Penjualan Sukuk Negara Ritel SR004; 2. Skim khusus Channeling untuk KOPNUS; 3. Penyempurnaan Skim K3A (Pembiayaan kepada Koperasi Karyawan untuk Anggota); 4. Aplikasi Giro Matic;
customers. By doing so, the Company is optimistic that it can continue to maintain its competitive power in the market of Islamic banking industry nationwide. Development and improvements made during 2012 adjusted for the Company's business targets. To achieve business targets, the Company through its Product Development Division has make marketing tools and sales support in funding, financing, and services. In practice, the Company has prepared a strategy and expansion of branch network sales, service delivery channels, and so on.
To achieve work plan and targets in the areas of product development, the Company has put together a solid team work and continues to keep the spirit of all divisions involved in the field of product development. Attainment achieved by the Company constructed of support from other divisions and management whose act quickly and responsively. In addition to cooperation in both internal teams and other divisions, the Company has always strengthened cooperation with external parties, such as the field of licensing. The most important things to be informed, there are some basic strategies that are implemented to achieve the Company's objectives, namely (1) implement a strategy to pick up the market; (2) improve the service; and (3) provide convenience to customers. By doing so, the targeted business growth, particularly in the areas of product development, can be achieved in line with expectations.
As information, here are some important achievements of the Company in the development of products and services during 2012: 1. Sales of Retail State Sukuk SR004; 2. Special scheme for Channeling KOPNUS; 3. Completion of Scheme K3A (Employees Cooperative Financing for Members); 4. Application of Giro Matic;
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5. Aplikasi SISKOHAT (Sistem Informasi dan Komputerisasi Haji Terpadu); 6. Aplikasi Mirroring Amanah Finance; 7. Sosialisasi wakaf uang; 8. Marketing support antara lain marketing collateral (brosur, flyer, spanduk, banner), booth pameran, dan suvenir; 9. SMS (short message service) Broadcast. Perkembangan ke Depan Pada 2012, di bidang pengembangan produk, dapat dikatakan bahwa sebagian besar telah berhasil mencapai target yang ditetapkan. Namun, sebagai bentuk komitmen Perseroan terhadap segenap nasabah dan stakeholdernya, langkah-langkah konkret untuk melanjutkan program kerja yang belum sepenuhnya terealisasi tetap terus dilakukan pada tahun buku berjalan berikutnya. Terkait dengan tantangan yang dihadapi pada masa mendatang, seperti halnya persaingan yang semakin ketat, Perseroan merasa perlu memiliki strategi yang tepat agar dapat memenangi persaingan dimaksud. Pada titik ini, tuntutan untuk meningkatkan inovasi dan kreativitas semakin besar. Untuk itu, Perseroan mengantisipasinya dengan mempersiapkan produk yang dibutuhkan nasabah, mengembangkan strategi pemasaran dan memperbanyak program untuk meningkatkan penghimpunan dana pihak ketiga (DPK). Menghadapi tantangan dan persaingan yang ada ke depan, khususnya pada 2013, dengan segenap daya dan kemampuan saat ini, Perseroan optimistis mampu menjadi salah satu bank syariah besar yang diperhitungkan di kancah industri perbankan syariah nasional. Sebagai upaya konkret untuk menuju ke arah tersebut, Perseroan telah menyiapkan berbagai program dan aktivitas yang akan dilakukan sepanjang 2013, di antaranya: 1. Kerja sama dengan Muhammadiyah untuk memaksimalkan potensi Amal Usaha Muhammadiyah (AUM); 2. Sistem monitoring AO (account officer) dan RO (relationship officer) (aplikasi Sales Monitoring System);
5. Application of SISKOHAT (Information Systems and Integrated Computerized Hajj); 6. Mirroring Amanah Finance application; 7. Waqf money socialization; 8. Marketing support including marketing collateral (brochures, flyers,banners), exhibition booths, and souvenir; 9. SMS (short message service) Broadcast. Development Ahead In 2012, in the areas of product development, it can be said that almost all the target set have managed to be achieved. However, as the Company's commitment to all its customers and stakeholders, the Company needs to set concrete steps to continue a program that has not been fully realized and still continues to work on the next accounting year.
Related to the challenges faced in the future, as well as increasing competition, the Company felt the need to have the right strategy in order to win the competition. At this point, the demand is to increase innovation and greater creativity. To that end, the Company anticipates by preparing the product needed for customers, develop marketing strategies and expand programs to increase third party funds (DPK).
In order to face challenges and competition that exist in the future, especially in 2013, with all the power and capabilities, the Company is optimistic to become one of the major Islamic banks that are considered in the arena of national Islamic banking industry. As a concrete effort towards that direction, the Company has prepared a variety of programs and activities that will be carried out throughout 2013, including: 1. Working with Muhammadiyah to maximize the potential of Muhammadiyah Charity Enterprises; System monitoring AO (account officer) and RO (relationship officer) (application Sales Monitoring System);
2.
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Sebagai informasi penting, pelayanan yang sesuai dengan standar SLA telah diimplementasikan dan berjalan di setiap front office di seluruh Indonesia.
As important information, services in accordance with SLA standards have been implemented and run on every front office in Indonesia.
3. Suvenir untuk pembukaan tabungan dan kebutuhan pameran; 4. Marketing collateral (brosur, flyer, spanduk, dan banner); 5. Marketing tools; 6. Kerja sama jaringan ATM dalam rangka menjadi penerbit kartu ATM; 7. Analisis/review rekanan asuransi, KJPP (kantor jasa penilai publik), notaris, serta anggota komite; 8. Mobil keliling; 9. Ekspansi penambahan kantor layanan syariah (delivery channel); 10. Program reward RO (relationship officer) dan cabang; 11. Program tabungan berhadiah; 12. Produk gadai emas; 13. Produk murabahah emas; 14. Revisi produk pembiayaan kepemilikan rumah; 15. Revisi produk pembiayaan kepemilikan mobil; 16. Revisi produk tabungan haji; 17. Penyempurnaan pedoman kebijakan pembiayaan; 18. Sosialisasi Giro Matic. 19. Penjualan Sukuk Negara Ritel SR005. Restrukturisasi Penyelesaian Pembiayaan Perseroan telah melakukan sejumlah peran penting dalam bidang restrukturisasi
3. 4. 5. 6. 7.
8. 9. 10. 11. 12. 13. 14.
Souvenirs for opening saving and exhibition needs; Marketing collateral (brochures, flyers, and banners); Marketing tools; Cooperation in ATM network in order to be issuing ATM cards; Analysis / review of insurance partners, KJPP (public appraisal service office), a notary public, as well as members of the committee; Car circumference; Expansion of services sharia office additions (delivery channels); Reward Programs RO (Relationship Officer) and branches; Savings program with prizes; Pawning gold product; Gold murabahah products; Revision of housing financing products;
15. Revision of car ownership financing products; 16. Revision of Hajj savings products; 17. Completion of the financing policy guidelines; 18. Giro Matic Socialization. 19. Sales of Retail State Sukuk SR005. Financing Restructuring and Settlement The Company has done several important roles in the field of restucturization of financing
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penyelesaian pembiayaan. Tujuan utama dalam restrukturisasi penyelesaian pembiayaan adalah melakukan penyelamatan terhadap pembiayaan bermasalah ataupun macet dengan mengedepankan solusi yang dapat diterima oleh semua pihak. Adapun pola penyelamatan yang dilakukan berupa restrukturisasi dan rekondisi, serta pola penyelesaian melalui proses litigasi dengan mempertimbangkan maksimalisasi potensi recovery dari setiap debitur (nasabah) yang bermasalah. Sepanjang 2012, Perseroan memiliki sasaran untuk memaksimalkan penyelamatan debitur yang lebih berpotensi dapat melakukan penyelamatan secara maksimal dan terlebih bagi debitur yang mengarah atau berpotensi berperkara, baik melalui pendekatan secara persuasif sebelum melangkah ke opsi terakhir berupa proses hukum baik perdata dan atau pidana. Teknis pelaksanaan yang dilakukan, di antaranya dengan membuat clustering dari setiap debitur, dan menyusun sistem dan prosedur litigasi guna keseragaman, serta penentuan pola pelaksanaan di lapangan dan membuat estimasi biaya-biaya proses penanganan. Strategi utama yang dilakukan dalam penanganan tiap debitur yang bermasalah adalah mengedepankan pendekatan secara persuasif guna menghindari potensi biaya tinggi dan jangka waktu yang dibutuhkan dalam penanganan (upaya non-litigasi). Sedangkan proses litigasi dijalankan setelah ditelaah dengan cermat bahwa debitur sudah dipastikan dengan pola penyelesaian secara persuasif tidak memungkinkan dijalankan. Strategi dan pendekatan secara persuasif terhadap debitur bermasalah sangat penting dan menjadi prioritas guna menjaga reputasi bank, serta menghindari image negatif dari para calon nasabah. Dengan berbagai pendekatan dan kebijakan yang dilaksanakan sepanjang 2012, Perseroan melalui kontribusi dari Divisi Restrukturisasi Penyelesaian Pembiayaan mampu mendapatkan cash in yang diterima dari para debitur bermasalah sebagai pendapatan yang
settlement. The main goal of the restucturization of financing settlement is to rescue non performing financing by prioritizing solutions that can be accepted by every party. The rescue pattern that was done is in the form of restructurization and recondition, and settlement pattern through litigation process by considering the maximization of recovery potential from every non performing debtor (customer).
Throughout 2012, the Company has targets to maximized rescue for debtors which has more potential to do rescue maximally, especially for debtor that leads to or has potential to litigation, both through persuasive approach before taking last option through legal process, both civil and or criminal law. Implementation technique that was done among others is by clustering every debtor and composing litigation system and procedure for uniformity, and determining implementation pattern on the field and make cost estimation of the treatment process.
The main strategy that was done in the treatment of every non performing debtor is to prioritize a persuasive approach to avoid the potential of high cost and time needed in the settlement (non-litigation effort). The litigation process is implemented after careful review that persuasive settlement is not possible to be implemented. Persuasive strategy and approach towards non performing debtor is very important and to to the priority to maintain banks reputation and to avoid negative image from potential customers.
Through various approach and policies done throughout 2012, the Company with the contribution of Financing Restructuring Settlement Division is able to obtain cash in that was received from the non performing debtors as an income that derived from, both for sharia
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bersumber, baik dari debitur KPRS (pembiayaan kepemilikan rumah berbasis syariah) maupun dari debitur umum. Selain hal tersebut, Perseroan juga mampu menurunkan (menekan) jumlah debitur bermasalah yang ditangani sepanjang 2012. Walau mampu meraih pencapaian yang dinilai baik (bagus), namun dalam praktiknya, upaya restrukturisasi penyelesaian pembiayaan yang dilakukan Perseroan masih menemukan beberapa kendala dan tantangan. Kendala dan tantangan utama tersebut yaitu adanya biaya yang timbul selama proses penyelesaian melalui litigasi yang sangat mahal dan membutuhkan waktu yang cukup lama (unpredictable). Proses penyelesaian yang cukup lama menjadi kendala dan tantangan karena terdapat permasalahan terkait terbatasnya jumlah SDI untuk menangani proses litigasi yang dimaksud. Selain itu, juga terdapat permasalahan lain, yakni adanya debitur yang memiliki objek jaminan namun tidak mencukupi kewajiban pokok, dan bahkan terdapat juga debitur yang tidak memiliki jaminan. Hal tersebut menyebabkan Perseroan menempuh upaya penelusuran dugaan tindak pidana dengan melakukan pelaporan ke pihak kepolisian, seperti dugaaan penggelapan, pemalsuan dokumen, dan sebagainya. Pencapaian 2012 Pencapaian dari target yang telah ditetapkan sepanjang 2012 secara umum telah dipenuhi dengan baik. Sementara itu, bagi beberapa debitur yang belum terealisasi (belum ada pembayaran) cenderung merupakan debitur yang saat ini sedang berproses hukum. Perseroan berharap, setelah diadakan mediasi maupun perdamaian, dapat direalisasikan pembayaran sesuai kesepakatan bersama. Sebagai informasi, pada posisi 2011 terdapat beberapa debitur yang masih dalam tahap penjajakan untuk proses mediasi maupun penawaran untuk dilakukan restrukturisasi dan sebagian sudah dalam proses litigasi. Dari kondisi proses kurun waktu 2011, para debitur
based home ownership financing debtor and general debtor. Moreover, the Company is also able to decrease (suppress) the number of non performing debtor throughout 2012.
Even though have achieved a good accomplishment, but in practice, the effort of financing settlement restructurization that was done by the Company still encounter several obstacles and challenges. The main obstacle and challenge are costs that arise from the litigation settlement process that is very expensive and time consuming (unpredictable). A long process of settlement has become an obstacle and challenge because of the limitation of human resources that are able to handle said litigation process.
Moreover, there are also other issues, such as the existence of debtor that has guarantee objects but doesnt fulfill the principles obligations. There are also debtors that dont have a guarantee. These matters lead the Company to make an effort to search a suspected criminal act by reporting to the police, such as alleged embezzlement, document fraud, etc.
2012 Accomplishment The achievement of determined target throughout 2012 in general has been fulfilled appropriately. Meanwhile, for several debtors that havent done any payment, usually are debtors that are going through legal process. The Company wished that after mediation and reconciliation process, payments will be realized as the agreement.
As information, in 2011 there are still several debtors that are in the assessment stage for mediation process or restructurization offer, and some of them are already in the litigation process. From the condition of 2011 period, most of the Companys debtor in 2012 have
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Perseroan pada 2012 sebagian besar sudah memasuki tahap finalisasi dengan melakukan pembayaran, sedangkan yang sudah dalam tahap proses litigasi telah mencapai putusan maupun pelaksanaan eksekusi. Sehingga tujuan utama guna memperoleh cash in telah tercapai sesuai yang diharapkan. Pencapaian penting yang telah dilakukan sepanjang 2012 adalah penyelesaian secara litigasi atas objek aset yang diambil alih (AYDA) beberapa debitur. Adapun harapan utama yang menjadi catatan penting ke depan adalah upaya penyelesaian beberapa debitur bermasalah bisa dilakukan secara persuasif, demikian pula objek AYDA yang masih dikuasai para debitur dapat berjalan dengan baik. Sehingga potensi biaya tinggi
enter finalization stage by performing payments, while the ones thats already in the litigation process have reached a decision or even execution implementation. Therefore, the main goal of obtaining cash in has been achieved as expected.
An important achievement that has been done throughout 2012 are litigation settlement for assets objects that have been taken over by several debtors. The main expectation that has become an important note for the future is that settlement effort for several non performing debtors can be done persuasively. The same as asset object have been taken over that is still controlled by the debtor can be implemented appropriately.
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yang diperkirakan menjadi beban dengan sendirinya dapat dihindari. Treasury Sepanjang 2012, Perseroan telah melakukan pengelolaan dana bank secara tepat dan konsisten mengikuti strategi bisnis yang ditetapkan, baik pengelolaan aktiva maupun pasiva. Selain itu, pengelolaan dana yang dilakukan oleh Perseroan melalui kontribusi dari Unit Kerja Treasury diarahkan untuk menjaga kepatuhan Perseroan terhadap ketentuan yang ditetapkan BI, antara lain mengenai Giro Wajib Minimum (GWM) dan Financing to Deposit Ratio (FDR).
So hight cost potential that is estimated to be cost can be avoided. Treasury Throughout 2012, the Company has done appropriate and consistent bank fund management comply with determined business strategy, on both assets and liabilities management. Moreover, fund management that has been done by the Company through the contribution by Treasury Work Force is directed to maintain the Companys compliance towards regulation set by The Central Bank of Indonesia, among others are about Statutory Reserve Requirements (SRR) and Financing to Deposit Ratio (FDR). Related to that, throughout 2012, the Company can still fulfill SRR provision for Islamic banking in accordance with the regulation set by the central bank. The preservation of liquidity position in the safe threshold or above the SRR set by the regulation of The Central Bank of Indonesia is one of the Companys focuses in treasury. As an intermediary institution, liquidity management inside the banking management is very important. The Company fully realizes this. If the liquidity is not managed well, there could be a mismatch between the unit surplus and the unit deficit. Therefore, the fulfillment of strong and adequate the Company liquidation is one of basic needs of banks business management to develop business and broaden the network, which are aimed to achieve determined business growth.
Sehubungan dengan hal tersebut, selama 2012, Perseroan dapat terus memenuhi ketentuan GWM untuk perbankan syariah sesuai dengan kebijakan yang ditetapkan oleh bank sentral. Terpeliharanya posisi likuiditas pada ambang batas yang aman atau berada di atas GWM sesuai dengan aturan BI merupakan salah satu fokus Perseroan di bidang treasury. Sebagai lembaga intermediasi, pengelolaan likuiditas di dalam manajemen perbankan sangat penting. Perseroan menyadari penuh hal tersebut. Jika likuiditas tidak dikelola dengan baik, bisa terjadi mismatch antara surplus unit dan deficit unit. Oleh karena itu, terpenuhinya likuiditas Perseroan yang kuat dan memadai merupakan salah satu kebutuhan dasar pengelolaan usaha bank untuk mengembangkan bisnis dan memperluas jaringan yang ditujukan untuk mencapai pertumbuhan usaha sesuai dengan yang ditetapkan. Guna mendukung dan menjaga hasil yang optimal, sepanjang 2012, Perseroan aktif melakukan transaksi portofolio surat berharga. Investasi pada surat berharga dilakukan secara selektif sesuai dengan prinsip kehati-hatian.
To support and maintain optimum result, throughout 2012, the Company is actively performing marketable securities transactions portfolio. Investment in securities is done selectively in accordance with precautionary principles. Meanwhile, to fulfill liquidity requirement and to maximize Companys excess fund, both in quality and in quantity, these next strategic steps are conducted:
Sementara itu, untuk memenuhi kebutuhan likuiditas maupun memaksimalkan ekses dana Perseroan, baik secara kuantitas maupun kualitas, maka dilakukan langkah-langkah strategis sebagai berikut:
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1. Penetapan limit internal Giro Wajib Minimum (GWM) Rupiah di atas ambang batas yang ditetapkan BI; 2. Memperluas hubungan dan jaringan kerja sama dengan sebagian besar Bank Umum Syariah (BUS), Unit Usaha Syariah (UUS), dan Bank Konvensional, khususnya kerja sama di bidang pasar uang antarbank yang menggunakan instrumen Sertifikat Investasi Mudharabah Antarbank (SIMA). Kerja sama tersebut sejalan dengan arah dan kebijakan Direksi Perseroan untuk menggiatkan Pasar Uang Antar-Bank Syariah (PUAS); 3. Penempatan pada instrumen keuangan BI dan instrumen keuangan jangka pendek lain sebagai cadangan likuiditas bank; 4. Pengukuran kecukupan likuiditas melalui penyusunan proyeksi cashflow dan liquidity gap secara rutin sehingga bank dapat memanfaatkan likuiditas secara tepat dan efisien sesuai dengan kebutuhan; 5. Pemantauan rasio likuiditas, antara lain dengan melakukan monitoring rasio pembiayaan terhadap dana pihak ketiga, rasio kewajiban antarbank, dan rasio kas terhadap dana pihak ketiga. Support Pembiayaan Di bidang support pembiayaan, Perseroan yang didukung penuh oleh Divisi Support Pembiayaan berhasil mencapai target-target yang ditujukan untuk mengakselerasi proses bisnis di bidang pembiayaan. Adapun target yang dimaksud yaitu: meningkatkan fungsi kontrol dan monitoring, melakukan pengkinian (updating) dan penyempurnaan penatausahaan dokumen data/ informasi yang mendukung proses bisnis Perseroan. Selain mencapai target di atas, pada 2012, secara lebih spesifik Perseroan juga sukses melakukan optimalisasi fungsi filter dan monitoring tanpa mengurangi aspek pelayanan yang dilakukan oleh Divisi Support Pembiayaan. Berikut ini aspek-aspek pencapaian optimalisasi dan monitoring yang dilaporkan berdasarkan unitunit kerja yang berada di bawah bidang support pembiayaan:
1. The determination of internal limit of Statutory Reserve Requirements (SRR) above the threshold set by the Central Bank of Indonesia; 2. Broaden cooperation relation and network with most Islamic Commercial Bank, Islamic Business Unit of Conventional Bank, and Conventional Bank, especially cooperation in the field of money market among banks that use instrument of Mudharabah Interbank Investment Certificate (MIIC). These cooperation is in line with the direction and policy of the Companys management to invigorate Interbank Islamic Money Market; 3. The placement in the Central Bank of Indonesias financial instrument and other short term financial instrument as banks back up liquidity; 4. The measurement of liquidity adequacy through preparation of cash flow projection and liquidity gap regularly, so that the bank can utilize the liquidity appropriately and efficiently as needed; 5. The monitoring of liquidity ratio, among others are by monitoring financing ratio towards third party funds, inter-bank obligation ratio, and cash ratio towards third party funds. Financing Support In the area of financing support, the Company is fully supported by the Division of Financing Support which reached the intended targets to accelerate business processes in the area of financing. The intended target, namely: improving control and monitoring functions, perform updating and improving the administration of data document/ information to support the business processes of the Company. In addition to the above targets, in 2012, more specifically, the Company also successfully optimization and monitoring of filter function without prejudice to any services performed by the Division of Financing Support. The following aspects of optimization and monitoring achievement reported by working units under the area of financing support:
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Pada 2012, Perseroan berhasil meningkatkan fungsi kontrol dan monitoring, pengkinian (updating) dan penyempurnaan penatausahaan dokumen data/informasi.
In 2012, the Company succesfully improving control and monitoring functions, perform updating and improving the administration of data document/ information.
Unit Kerja Legal Pada Unit Kerja Legal, fokus proses monitoring terutama dilakukan terhadap : a. Salinan akta notaris atas akad-akad yang dibuat oleh notaris rekanan Perseroan; b. Realisasi analisa yuridis; c. Pelaksanaan komite pembiayaan; d. Realisasi pengecekan Surat Persetujuan Pemberian Fasilitas Pembiayaan (SPPFP); e. Realisasi akad intern. Unit Kerja Investigasi Pembiayaan Pada Unit Kerja Investasi Pembiayaan, fokus proses monitoring terutama dilakukan terhadap: a. Pelaksanaan dan penyelesaian laporan taksasi oleh Appraisal Independen (KJPP); b. Pelaksanaan dan penyelesaian laporan taksasi Internal. Unit Kerja Administrasi Pembiayaan Pada Unit Kerja Administrasi Pembiayaan, fokus proses monitoring terutama dilakukan terhadap: a. Peningkatan fungsi filter dalam proses verifikasi dokumen saat droping pembiayaan; b. Penatausahaan dan penatalaksanaan dokumen pembiayaan dan agunan sesuai ketentuan; c. Peningkatan akurasi dan kualitas laporan terkait laporan pembiayaan baik ke BI maupun internal.
Legal Unit On the Legal Unit, monitoring process focus is mainly carried out on: a. A copy of the notary contract agreement made by the notary partner of the Company; b. Realize of juridical analysis; c. Financing Committee Implementation; d. Realize of Testing of Approval Providing Financing Facility; e. Realize of internal contract. Financing Investigation Unit In Financing Investigation Unit, monitoring process focus undertaken primarily to: a. Implementation and completion of taxation report by Independent Appraisal; b. Implementation and completion of internal taxation report. Financing Administration Unit In Financing Administration Unit, monitoring process focus primarily carried out on: a. Improved filter function in the verification process when droping financing documents; b. Administration and management of financing documents and collateral accordance with regulation c. Improved accuracy and quality of reports related to the financing report of both Central Bank of Indonesia and internal.
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Sehubungan dengan perbaikan komunikasi dan mekanisme kerja, Perseroan telah mengupayakannya melalui langkah-langkah yang bersifat teknis. Hal tersebut mengingat, hal-hal yang menyangkut permintaan opini legal maupun pelaksanaan komite pembiayaan telah secara jelas diatur dalam Pedoman Kebijakan Pembiayaan dan Pedoman Kepatuhan Dalam Pelaksanaan komite pembiayaan. Praktiknya demikian, dalam permintaan opini legal, sebelum memorandum didisposisi oleh Kepala Divisi Support Pembiayaan, maka terlebih dulu dilakukan pengecekan kelengkapan dokumen, dengan demikian terjadi proses transfer pengetahuan antara legal dan AO Sponsor. Dalam prosesnya kemudian, upaya tersebut akan mempercepat dan memperkuat ketepatan opini yang diberikan oleh bagian legal. Sementara, dalam hal pelaksanaan komite pembiayaan, Sekretaris Komite pembiayaan yang secara ex-officio dilaksanakan oleh bagian legal terlebih dulu berkoordinasi dengan AO Sponsor dan menghubungi Ketua maupun Anggota komite pembiayaan, untuk meminta kesediaanya memenuhi jadwal Komite Pembiayaan yang direncanakan oleh Unit Bisnis Sponsor. Melalui upaya konkret tersebut, efektivitas pelaksanaan komite pembiayaan terlihat dengan semakin berkurangnya jadwal komite yang tidak terealisasi.
In connection with the improvement of communication and working mechanism, the Company has been working through the technical steps. It is concerning demand of legal opinions and the implementation of Financing Committee that clearly stipulated in the Guidelines of Financing Policy and Compliance in implementing of Financing Committee.
Such practice, the demand for legal opinion, before the memorandum is proved by the Head of the Financing Support Division , the first done checking the completeness of the documents, so that there is process of knowledge transfer between the legal and the AO Sponsors. In the next process, these efforts will accelerate and strengthen the accuracy of opinions provided by legal section.
Meanwhile, in terms of the implementation of the Financing Committee , the Secretary of the Financing Committee who is ex-officio implemented by the legal section, at the first time, coordinating with AO sponsors and contact to Chairman and also member of Financing Committee, to ask for the readiness to meet the scheduled by the Financing Committee which already planned by Business Unit Sponsor. Through the concrete efforts, the effectiveness of the Financing Committee seen with the reduced of unrealized committee schedule. The next time, data or information document administration should keep in up date and accuracy, the Company develop and improve Financing Administration Information System which the content is the data of customer, financing, collateral, contract, insurance, taxation, and figure provision for earning asset out. These data, time to time always in up dating in line with the change. Financing Administration Information System is already use in all branch offices in Indonesia.
Berikutnya, di bidang penatausahaan dokumen data/informasi agar terus up to date dan akurat, Perseroan membangun dan mengembangkan Sistem Informasi Administrasi Pembiayaan (SIAP) yang berisi data nasabah, pembiayaan, agunan, pengikatan, asuransi, taksasi, dan perhitungan Penyisihan Penghapusan Aktiva (PPA). Data-data tersebut dari waktu ke waktu selalu di up date sesuai dengan perubahan yang terjadi. Sebagai informasi, SIAP telah digunakan seluruh Kantor Cabang di Indonesia.
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good corporate governance

tata kelola perusahaan
Reinforcement. "The process of governance reinforcement consistent with the main principles of GCG remains as a main focus of PT Bank Syariah Bukopin . The Company believes that GCG implementation will give optimum value added and will support the Companys business process continuously".
Penguatan. "Proses penguatan tata kelola sesuai dengan prinsip-prinsip utama GCG tetap menjadi salah satu fokus utama PT Bank Syariah Bukopin. Perseroan berkeyakinan, implementasi GCG akan memberikan nilai tambah yang optimal dan menunjang proses bisnis Perseroan secara berkelanjutan".
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Proses membangun budaya kerja sesuai

dengan prinsip utama GCG, yakni transparansi (transparency), akuntabilitas (accountability), pertanggungjawaban (responsibility), profesional (professional), dan kewajaran (fairness) dari waktu ke waktu memberikan hasil yang sesuai dengan harapan. Melalui penerapan GCG secara serius dan berkelanjutan, kinerja Perseroan terus mengalami peningkatan seiring dengan membaiknya perkembangan industri perbankan syariah. Terbentuknya budaya patuh terhadap peraturan, pengelolaan risiko dalam rangka pengimplementasian prudential banking, dan juga pencegahan risiko kerugian yang berujung pada peningkatan kinerja Perseroan merupakan buah dari pengimplementasian GCG pada Perseroan selama ini. Melalui proses penguatan GCG ini, kinerja positif Perseroan yang berbanding lurus dengan industri perbankan syariah nasional pada akhirnya didukung dengan proses bisnis yang beretika dan bermartabat. Hal tersebut tentunya juga sesuai dengan harapan segenap stakeholder agar Perseroan dapat menghasilkan kinerja yang baik dan tetap amanah dalam menjalankan proses intermediasi perbankan berlandaskan Prinsip Syariah. Hasil Self Assessment Terus membaiknya pengimplementasian GCG pada Perseroan juga tercermin dari Indeks Komposit GCG berdasarkan metode self assessment yang telah disampaikan kepada Bank Indonesia (BI) selaku regulator perbankan. Indeks Komposit GCG Perseroan pada 2012 masuk dalam kategori "Baik". Dengan demikian, selama 3 (tiga) tahun berturut-turut penilaian GCG sesuai dengan self assessment yang dilakukan Perseroan memberikan hasil yang memuaskan.
The process of building work ethic that is

consistent with the main principles of GCG, which are transparency, accountability, responsibility, professional, and fairness, keeps giving results as expected. Through serious and continuous implementation of GCG, the Companys performance keeps improving in line with the improvement of Islamic banking industry development.
The establishment of compliance to regulations culture, risk management in the context of implementation of prudential banking and also prevention of loss risk that leads to performance improvement of the Company is the result of GCG implementation towards the Company all these times. Through this reinforcement process of GCG, positive performance of the Company that is proportional to national Islamic banking industry is finally supported with ethical and dignified business process. This is certainly consistent with the expectation of the entire stakeholder, which is for the Company to generate great and trustful performance in implementing banking intermediation process based on Sharia Principles. Self Assessment Result The improvement of GCG implementation towards the Company is also reflected in GCG Composite Index based on self assessment method that has been delivered to Bank Indonesia as banking regulator. The Companys GCG Composite Index in 2012 is considered in the "Good" category. So, for 3 (three) years in a row the GCG assessment consistent with the self assessment that had been done by the Company gave satisfactory results.
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GOOD CORPORATE GOVERNANCE Tata Kelola Perusahaan
Implementasi Tata Kelola Proses pengimplementasian GCG yang dilakukan Perseroan tentu saja tidak berseberangan dengan regulasi yang ada. Dengan demikian, penguatan GCG oleh Perseroan ini tetap dilaksanakan sesuai dengan Peraturan Bank Indonesia (PBI) Nomor 11/33/ PBI/2009 tentang Pelaksanaan GCG bagi BUS dan UUS. Perseroan juga telah mengakomodasi ketentuan penyusunan Laporan Keuangan Bank sebagaimana ditetapkan melalui PBI Nomor 14/14/PBI/2012 tentang Transparansi dan Publikasi Laporan Bank, serta Surat Edaran Departemen Penelitian dan Pengaturan Perbankan (DPNP) Bank Indonesia Nomor 14/35/DPNP tanggal 10 Desember 2012 perihal Laporan Tahunan Bank Umum dan Laporan Tahunan tertentu yang disampaikan kepada BI. Tindak lanjut terhadap beberapa aspek penerapan GCG pada Perseroan diantaranya tercermin pada: Pelaksanaan tugas dan tanggung jawab Dewan Komisaris; Pelaksanaan tugas dan tanggung jawab Direksi; Kelengkapan dan pelaksanaan tugas komite; Pelaksanaan tugas dan tanggung jawab Dewan Pengawas Syariah (DPS); Pelaksanaan Prinsip Syariah dalam kegiatan penghimpunan dana dan penyaluran dana serta pelayanan jasa; Penanganan benturan kepentingan; Penerapan fungsi kepatuhan Bank; Penerapan fungsi audit intern; Penerapan fungsi audit ekstern; Batas Maksimum Penyaluran Dana (BMPD); Transparansi kondisi keuangan dan nonkeuangan, laporan pelaksanaan GCG, dan pelaporan internal. Kebijakan GCG Perseroan terus menyempurnakan kebijakan GCG (soft-structure GCG) yang dimilikinya agar sejalan dengan kebutuhan proses bisnis maupun ketentuan pelaksanaan GCG bagi bank syariah.
Governance Implementation GCG implementation process that has been done by the Company is of course unopposed with existing regulation. Therefore, the reinforcement of GCG by the Company will remain to be implemented in accordance with Bank Indonesia Regulation (PBI) No. 11/33/ PBI/2009 about the implementation of GCG for Sharia Bank and Sharia Business Unit. The Company have also accommodate a regulation for making Banks Financial Report as determined in PBI no. 14/14/PBI/2012 about Transparency and Publication of Banks Report, and Circular of the Department of Banking Supervision and Regulation (DPNP) of the Central Bank of Indonesia No.14/35/DPNP dated December 10th, 2012 about Commercial Bank Annual Report and Specific Annual Report that is delivered to Bank Indonesia (BI). Some of the follow-up of several aspects of GCG implementation in the Company are reflected in: Implementation of duties and responsibilities of the Board of Commissioners; Implementation of duties and responsibilities of the Board of Directors; Comprehensive implementation the duty of the committee; Implementation of duties and responsibilities of the Sharia Supervisory Board; Implementation of sharia principles in the activities of fund accumulation, fund distribution, and service attendance; Treatment of conflict of interest; The application of Bank compliance function; The application of internal audit function; The application of external audit function; Maximum Limit of Fund Distribution; Transparency of financial and non financial condition, GCG implementation report, and internal report;. GCG Policies The company continues to perfect its GCG policies (soft-structure GCG), so that it is in line with the needs of business process and GCG implementation policies for sharia banks.
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Nilai-nilai yang ditanamkan Perseroan, meliputi Trustworthy, Responsibility, Excellence, Caring dan Team Work diharapkan menjadi pedoman sehari-hari bagi seluruh insan Perseroan. Dengan demikian, diharapkan seluruh insan Perseroan dapat berperilaku Islami, profesional, sekaligus bertanggung jawab. Tidak hanya perilaku bisnis dengan nasabah dan rekanan, tetapi juga demi menjaga hubungan dengan seluruh pegawai dan stakeholders Perseroan.
The values that are embedded in the Company, including Trustworthy, Responsibility, Excellence, Caring and Team Work is expected to be the everyday guidelines for everyone in the Company. Therefore it is expected that everyone in the Company will have Islamic behavior, and will act professional and responsible. This doesnt just apply for business behavior with customers and partners, but also in order to maintain a good relationship with the entire employee and stakeholders of the Company. Governance Principle GCG principles that are applied by the Company as a process to build work culture is based on five (5) principles, which are transparency, accountability, responsibility, professionalism, and fairness. These five basic principles is contained in GCG self assessment that are upheld by the entire element in the Company.
Prinsip Tata Kelola Prinsip GCG yang diterapkan Perseroan sebagai proses membangun budaya kerja berlandaskan lima (5) prinsip, yakni transparansi, akuntabilitas, pertanggungjawaban, profesional, dan kewajaran. Kelima prinsip dasar tersebut tertuang dalam self assessment GCG yang dijunjung tinggi oleh segenap elemen yang ada di Perseroan. Perseroan terkait dengan hal ini berupaya menumbuhkan budaya patuh terhadap peraturan, budaya pengelolaan risiko dalam rangka pengimplementasian prudential banking, serta pencegahan risiko kerugian. Sehingga, bisa memberikan kontribusi optimal terhadap kinerja Perseroan dan mewujudkan upaya untuk menjadi bank syariah yang kokoh dan tangguh. Struktur Tata Kelola Struktur kelembagaan sebagai perangkat pendukung pengimplementasian GCG yang terbentuk pada Perseroan sepenuhnya didukung jajaran Dewan Komisaris, DPS, Direksi, dan seluruh karyawan. Berikut struktur GCG pada Perseroan: Organ Utama: Rapat Umum Pemegang Saham (RUPS); Dewan Komisaris; DPS; Direksi. Organ Pendukung: Komite-komite; Sekretaris Perusahaan; Satuan Kerja Audit Internal (SKAI).
Related to this, the Company intends to grow the culture of regulation compliance, the culture of risk management in implementing prudential banking, and loss risk prevention. Thus, it will give an optimum contribution to the Companys performance and actualizing the effort to be a strong and solid sharia bank.
Governance Structure Institutional structure as supporting device of GCG implementation that was formed in the Company is thoroughly backed up by the Board of Commissioners, Sharia Supervisory Board, Board of Directors, and the entire employee. GCG structure in the Company is as follows: Main Organs: General Meeting of Shareholders; Board of Commissioners; Sharia Supervisory Board; Board of Directors. Supporting Organs: Committees; Corporate Secretary; Internal Audit Work Unit.
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Rapat Umum Pemegang Saham Rapat Umum Pemegang Saham (RUPS) merupakan organ utama Perseroan yang memiliki wewenang yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam undang-undang ini dan/atau anggaran dasar. Dalam forum RUPS, pemegang saham Perseroan berhak memperoleh keterangan yang berkaitan dengan Perseroan dari Direksi dan/atau Dewan Komisaris sepanjang berhubungan dengan mata acara rapat dan tak bertentangan dengan kepentingan Perseroan. Sebagai perangkat penting dalam GCG, RUPS dilakukan setiap tahun oleh Perseroan. RUPS terdiri atas RUPS Tahunan (RUPST) untuk mengesahkan Rencana Kerja dan Anggaran Perusahaan (RKAP), RUPST dalam rangka pengesahan Laporan Tahunan dan Perhitungan Tahunan, serta RUPS Luar Biasa yang penyelenggarannya dapat dilaksanakan sewaktu-waktu. Hasil keputusan yang dicapai dalam RUPST diambil berdasarkan kepentingan perusahaan. Agenda penting yang dibahas dalam RUPST, antara lain mengenai pertanggungjawaban Dewan Komisaris dan Direksi menyangkut pengelolaan Perseroan, keputusan mengenai penetapan Anggaran Dasar, pengangkatan, dan pemberhentian Dewan Komisaris dan Direksi, serta pembagian tugas dan wewenang Dewan Komisaris dan Direksi.
General Meeting of Shareholders General Meeting of Shareholders (RUPS) is the Companys main organ which has authority that the Board of Directors or the Board of Commissioners doesnt have in a limit determined in this regulations and/or charter. In the forum of General Meeting of Shareholders, the Companys shareholders have the right to get information related with the Company from the Board of Directors and/or the Board of Commissioners as long as it is related with the meetings agenda and doesnt contradict with the Companys interest. As an important device in GCG, General Meeting of Shareholders is held annually by the Company. It consists of Annual General Meeting of Shareholders held to the ratification of Corporate Work Plan and Budget, Annual General Meeting of Shareholders for ratification of Annual Report and Annual Calculation, and Extraordinary General Meeting of Shareholders which can be held whenever needed. Decision made in Annual General Meeting of Shareholders was concluded based on the Companys interest. Important agenda discusses in Annual General Meeting of Shareholders among others was about the accountability of the Board of Commissioners and the Board of Directors related to the Companys management, decisions about determination of the Corporate Articles of Association, the appointment and the discharge of the Board of Commissioners and Board of Directors, and the distribution of tasks and authority of the Board of Commissioners and the Board of Directors. In December 11th 2012, the Company held an Extraordinary General Meeting of Shareholders located in the Head Office, Jakarta. In that Extraordinary General Meeting of Shareholders, there has been a replacement of the Companys President Commissioner from previously occupied by Mr. Sudarmin Sjamsoe to Mr. Mulyana.
Pada 11 Desember 2012, Perseroan telah melakukan RUPS Luar Biasa bertempat di Kantor Pusat, Jakarta. Pada RUPS tersebut telah dilakukan pergantian Komisaris Utama Perseroan yang sebelumnya dijabat oleh Saudara Sudarmin Sjamsoe dengan mengangkat Saudara Mulyana.
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Dewan Komisaris Keberadaan dan independensi Dewan Komisaris atau Board of Commissioner (BoC) merupakan perangkat kelembagaan terpenting lain untuk mendukung dan memperkuat pengimplementasian GCG di Perseroan. Dewan Komisaris sesuai dengan PBI Nomor 11/33/PBI/2009 dan UU Nomor 40 Tahun 2007 tentang Perseroan Terbatas merupakan organ Perseroan yang dibentuk untuk menjalankan tugas pengawasan secara umum dan/atau khusus berdasarkan Anggaran Dasar Perseroan dan memberikan nasihat kepada Direksi.
Board of Commissioners The existence and independence of the Board of Commissioners (BoC) is another important institutional device that support and strengthen GCG implementation in the Company.
The Board of Commissioners consistent with Central Bank of Indonesias Regulation Number 11/33/PBI/2009 and Act Number 40 of 2007 about Limited Company is an organ of the Company that was established to run general and/or specific supervisory function based on the Companys Articles of Association and to give advice to the Board of Directors. To run its duties and responsibilities efficiently and effectively, the Board of Commissioners has established committees, such as Risk Monitoring Committee, Remuneration and Nomination Committee, and Audit Committee. Every Commissioner became a member of a committee which each has different duties and responsibilities. Meanwhile, the subcommittee is in charge in evaluating activities and giving recommendation through a discussion meeting with the Board of Commissioners to get consent. Implementation of the Duties and Responsibilities of the Board of Commissioners Functions, duties, and responsibilities of the Board of Commissioners to the Company are directed to increase, optimized, improve, and corrected several flaws existed in the Company in order to fulfill GCG principles.
Untuk menjalankan tugas dan tanggung jawabnya secara efektif dan efisien, Dewan Komisaris telah membentuk komite-komite, di antaranya Komite Pemantau Risiko, Komite Remunerasi dan Nominasi, serta Komite Audit. Setiap Komisaris menjadi anggota komite yang memiliki tugas dan tanggung jawab masingmasing. Sedangkan, subkomite bertugas dalam mengevaluasi aktivitas-aktivitas dan memberikan rekomendasi melalui rapat pembahasan bersama Dewan Komisaris untuk mendapatkan persetujuan. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris Fungsi, tugas, dan tanggung jawab Dewan Komisaris pada Perseroan diarahkan untuk meningkatkan, mengoptimalkan, memperbaiki, melengkapi, dan mengoreksi berbagai kekurangan yang ada pada Perseroan dalam rangka memenuhi prinsip-prinsip GCG. Praktiknya, Dewan Komisaris Perseroan mengawasi terselenggaranya GCG dalam setiap kegiatan usaha pada seluruh tingkatan atau jenjang organisasi; melaksanaan pengawasan terhadap tugas dan tanggung jawab Direksi, serta memberikan nasihat kepada Direksi; memantau dan mengevaluasi pelaksanaan kebijakan strategis Perseroan; tidak terlibat dalam pengambilan keputusan kegiatan operasional Perseroan, kecuali pengambilan
In practice, the Companys Board of Commissioners supervise the implementation of GCG in every business activity in every level or stage of the organization; supervise the implementation of the Board of Directors duties and responsibilities and give advice to the Board of Directors; monitor and evaluate the implementation of the Companys strategic policy; not involved in making decisions for the Companys operational activities, except in
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keputusan untuk pemberian pembiayaan kepada Direksi sepanjang kewenangan Dewan Komisaris tersebut ditetapkan dalam Anggaran Dasar Perseroan atau dalam RUPS; dan memastikan Direksi telah menindaklanjuti temuan audit dan/atau rekomendasi dari hasil pengawasan BI, auditor intern, DPS, dan/atau auditor ekstern.
making decisions to give financing to the Board of Directors as long as that authority of the Board of Commissioners have been determined in the Companys Articles of Association or General Meeting of Shareholders; and to ensure the Board of Directors have followed up audit findings and/or recommendation from Bank Indonesias supervisory result, internal auditor, DPS, and/or external auditor. Board of Commissioners Independence In running its duties and responsibilities, the Companys Board of Commissioners are guided and complied to GCG principles. In order to maintain the Board of Commissioners Independence in accordance with Regulation of Bank Indonesia No. 11/33/PBI/2009 about the implementation of GCG for Islamic Commercial Banks and Islamic Business Unit of Conventional Bank, assignation and/or replacement of the entire member of the Companys Board of Commissioners are done through RUPS. Assignation and/or replacement of the Board of Commissioners determined based on integrity, competence, professionalism, and financial reputation. Each member of the Board of Commissioners made and signed a letter stating that the ownership of share as much as or more than 5% in the Company. The Board of Commissioners independence that have been implemented in the Company: The Board of Commissioner consists of 3 member and doesnt exceed the number of the Board of Directors member, which is 4 member; The entire member of the Board of Commissioners have integrity, competency, and adequate financial reputation; Two third of the Companys Board of Commissioner member is an Independent Commissioner. In other words, in the amount as much as 50% (fifty percent); Every Independent Commissioner dont have financial relation, management relation, stock ownership, and/or family relation with controlling shareholders, member of the other Board of Commissioners and/or member of the Board of Directors, or financial relation
Independensi Dewan Komisaris Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris Perseroan berpedoman dan mematuhi prinsip-prinsip GCG. Dalam rangka menjaga Independensi Dewan Komisaris, sebagaimana ketentuan yang termaktub dalam PBI Nomor 11/33/PBI/2009 tentang Pelaksanaan GCG bagi BUS dan UUS, pengangkatan dan/atau penggantian seluruh anggota Dewan Komisaris Perseroan dilakukan melalui RUPS.
Pengangkatan dan/atau penggantian Dewan Komisaris tersebut ditetapkan berdasarkan integritas, kompetensi, profesionalisme, serta reputasi keuangan. Setiap anggota Dewan Komisaris wajib mengungkapkan kepemilikan saham yang mencapai 5% (lima persen) atau lebih pada Perseroan yang bersangkutan. Independensi Dewan Komisaris yang telah diimplementasikan pada Perseroan: Jumlah anggota Dewan Komisaris Perseroan sebanyak tiga orang dan tak melampaui jumlah Direksi yang sebanyak empat orang; Seluruh anggota Dewan Komisaris memiliki integritas, kompetensi, serta reputasi keuangan yang memadai; Dua per tiga (2/3) Dewan Komisaris Perseroan merupakan Komisaris Independen. Dengan kata lain, jumlahnya sebanyak 50% (lima puluh persen); Seluruh Komisaris Independen tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham, dan/atau hubungan keluarga dengan pemegang saham pengendali, anggota Dewan Komisaris lainnya dan/atau anggota Direksi atau
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Struktur kelembagaan sebagai perangkat pendukung pengimplementasian GCG yang terbentuk pada Perseroan sepenuhnya didukung jajaran Dewan Komisaris, Dewan Pengawas Syariah (DPS), Direksi, dan seluruh karyawan.
Institutional structure as supporting device of GCG implementation that was formed in the Company is thoroughly backed up by the Board of Commissioners, Sharia Supervisory Board, Board of Directors, and the entire employee.
hubungan keuangan dan/atau hubungan kepemilikan saham dengan BUS. Sehingga, bisa mendukung kemampuannya untuk bertindak independen; Mantan anggota Direksi BUS tidak dapat menjadi Komisaris Independen pada BUS yang bersangkutan sebelum menjalani masa tunggu (cooling off) paling kurang selama 6 (enam) bulan. Ketentuan masa tunggu tersebut tidak berlaku bagi mantan anggota Direksi BUS yang melakukan fungsi pengawasan yaitu Direktur Kepatuhan.
and/or stock ownership relation with sharia bank. Therefore this would support their ability to act independently; The entire member of Independent Board of Commissioners which were a former member of the Board of Directors on Islamic Commercial Bank that havent done monitoring function went through a cooling off phase of at least 6 (six) months. Provisions of the waiting period does not apply to former members of the Board of Directors Islamic Commercial Bank conducting surveillance function is the Compliance Director.; Independent Commissioners that double post as Chairman Committee served at most as 2 Chairman Committee from the same Islamic Commercial Bank; Assignment and/or replacement of the Board of Commissioners are done with considering recommendation from the Nomination Committee or the Remuneration and Nomination Committee, and have receive approval from General Meeting of Shareholders; There is no member of the Board of Commissioners that violate double post regulation; The majority of the Board of Commissioners dont have family relation up to the second degree both vertical and horizontal with controlling shareholders, member of the other Board Commissioners and/or member of the Board of Directors.
Komisaris Independen yang merangkap jabatan sebagai Ketua Komite paling banyak dua Ketua Komite pada BUS yang sama; Pengangkatan dan/atau penggantian Komisaris dilakukan dengan memperhatikan rekomendasi Komite Nominasi atau Komite Remunerasi dan Nominasi serta telah memperoleh persetujuan dari RUPS;
Anggota Dewan Komisaris tidak ada yang melanggar ketentuan rangkap jabatan; Mayoritas Komisaris tidak memiliki hubungan keluarga sampai dengan derajat kedua baik vertikal maupun horisontal pemegang saham pengendali, anggota Dewan Komisaris lainnya dan/atau anggota Direksi.
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Susunan Dewan Komisaris Dewan komisaris beranggotakan tiga orang yang terdiri dari satu Komisaris Utama dan dua Komisaris Independen. Komposisi Dewan Komisaris Perseroan mengalami perubahan, yakni pada posisi Komisaris Utama. Berdasarkan hasil RUPS Luar Biasa yang dilakukan Perseroan pada 11 Desember 2012, Komisaris Utama yang sebelumnya dijabat Saudara Sudarmin Sjamsoe digantikan oleh Saudara Mulyana.
The Structure of the Board of Commissioners The Board of Commissioners consists of three members, which are one President Commissioner and two Independent Commissioners. The composition of the Companys Board of Commissioners have went through an alteration in the position of President Commissioners. Based on the result of Extraordinary General Meeting of Shareholders held by the Company in 11th of December 2012, the previous President Commissioners who is Mr. Sudarmin Sjamsoe is replaced with Mr. Mulyana.
KOMPOSISI DEWAN KOMISARIS PT BANK SYARIAH BUKOPIN 2012

BOARD OF COMMISSIONERS COMPOSITION PT BANK SYARIAH BUKOPIN 2012 No Nama Name Posisi Position Tanggal Persetujuan Date of Agreement RUPS 1 Mulyana, S.H. Komisaris Utama President Commissioner Komisaris Independen Independent Commissioner Komisaris Independen Independent Commissioner 11 Desember 2012 December 11, 2012 23 September 2008 September 23, 2008 6 Maret 2008 March 6, 2008 BI 7 Maret 2013 March 7, 2013 27 Oktober 2008 October 27, 2008 7 Oktober 2008 October 7, 2008 Komposisi Kepemilikan Saham Shareholder Composition 0%
DR. Hajriyanto Y. Thohari, M.A. Prof. DR. Bambang Setiaji, M.Si.
0,064%
1,579%
Sesuai dengan fungsinya, Dewan Komisaris telah memberikan arahan dan nasihat melalui rapat-rapat koordinasi yang dilakukan dengan Direksi. Kebijakan Remunerasi Dewan Komisaris Guna memenuhi prinsip transparansi sebagaimana dituangkan dalam ketentuan mengenai GCG pada BUS dan UUS, Dewan Komisaris wajib mengungkapkan remunerasi dan fasilitas lainnya yang ditetapkan RUPS. Berikut remunerasi dan fasilitas yang diberikan Perseroan kepada Dewan Komisaris:
Consistent with its function, the Board of Commissioner has given directions and advices through coordination meetings done with the Board of Directors. The Board of Commissioners Remuneration Policy In order to fulfill transparency principle as stated in the provision about GCG in Islamic Commercial Bank and Islamic Business Unit of Conventional Bank, the Board of Commissioners must reveal information about remunerations and facilities that has been decided in General Meeting of Shareholder. Here are remunerations and facilities the Company gave to the Board of Commissioners:
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REMUNERASI DEWAN KOMISARIS PT BANK SYARIAH BUKOPIN 2012

REMUNERATION OF THE BOARD OF COMMISSIONERS OF PT BANK SYARIAH BUKOPIN IN 2012 Jenis Remunerasi per orang (dalam 1 tahun) Type of Remuneration per person (In One Year ) di atas Rp1 miliar s/d Rp2 miliar Between Rp1 billion to Rp2 billion di atas Rp500 juta s/d Rp1 miliar Between Rp500 million to Rp1 billion Rp500 juta ke bawah Less than Rp500 million Jumlah Komisaris Number of Commissioners
REMUNERASI DAN FASILITAS LAIN SESUAI HASIL RUPS

REMUNERATION AND OTHER FACILITIES ACCORDING TO THE RESULT OF GENERAL MEETING OF SHAREHOLDERS Jenis Remunerasi dan Fasilitas lain Type of Remunerations and other Facilities Jumlah Diterima Dalam 1 (satu) Tahun The amount received in 1 (one) year Dewan Komisaris/The Board of Commissioners Orang Jutaan Rupiah Person Million Rupiah 3 1.214
Remunerasi (gaji, bonus, tunjangan rutin, tantiem dan fasilitas lainnya dalam bentuk non-natura) Remuneration (salary, bonus, regular allowance, tantiem, and other facilities in the form of non-natura)
Total/Total
1.214
Frekuensi Rapat Dewan Komisaris Sesuai dengan ketentuan BI mengenai GCG pada BUS dan UUS, Rapat Dewan Komisaris wajib diselenggarakan paling kurang 1 (satu) kali dalam 2 (dua) bulan dan wajib dihadiri paling kurang oleh 2/3 (dua per tiga) dari jumlah anggota Dewan Komisaris. Rapat tersebut wajib dipimpin oleh Komisaris Utama, dalam hal Komisaris Utama berhalangan hadir maka rapat Dewan Komisaris dapat dipimipin oleh salah seorang anggota Dewan Komisaris. Berdasarkan ketentuan tersebut, setiap Dewan Komisaris dapat mengadakan rapat Dewan Komisaris, rapat Direksi, rapat Dewan Komisaris dan Direksi, serta rapat DPS.
Board of Commissioner's Meeting Frequency Consistent with the Central Bank of Indonesias regulation about GCG in Islamic Commercial Bank and Islamic Business Unit of Conventional Bank, the Board of Commissioner have held more than 1 Board of Commissioners meeting in 2 months, and it was attended with at least two third of the total member of the Board of Commissioners. The meeting can be led by the President Commissioner or other member of the Board of Commissioners if the Companys President Commissioner is absent. Based on that regulation, each of the Board of Commissioners can hold Board of Commissioners meeting, Board of Directors meeting, Board of Commissioners and Board of Directors meeting, and Sharia Supervisory Board meeting.
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FREKUENSI RAPAT DEWAN KOMISARIS 2012

BOARD OF COMMISSIONERS MEETING FREQUENCY 2012 Rapat Dewan Komisaris Board of Commissioners Rapat Direksi Directors Meeting Rapat Dewan Komisaris dan Direksi Board of Commissioners & Directors Meeting 12 kali 12 times Rapat Dewan Pengawas Syariah Sharia Supervisory Board Meeting 14 kali 14 times
12 kali 12 times
30 kali 30 times
Laporan Tugas Pengawasan Dewan Komisaris Dewan Komisaris Perseroan telah melaksanakan tugas dan tanggung jawabnya sesuai dengan prinsip-prinsip GCG secara independen. Pelaksanaan fungsi, tugas, dan tanggung jawab tersebut sebagaimana amanat Undang-Undang Nomor 21 Tahun 2008 tentang Perbankan Syariah dan PBI Nomor 11/33/PBI/2009 tentang Pelaksanaan GCG bagi BUS dan UUS.
Monitoring Task Report of the Board of Commissioners The Companys Board of Commissioners has implemented its duties and responsibilities consistent with GCG principles independently. The implementation of function, duties, and responsibilities is in line with the mandate from Act Number 21 year 2008 about Sharia Banking and Regulation of Central Bank of Indonesia Number 11/33/PBI/2009 about GCG implementation for Islamic Commercial Bank and Islamic Business Unit of Conventional Bank. In implementing the bank monitoring function, both in formulating strategic plans, creating and implementing business plan; performance monitoring; and effective implementation of risk management and GCG; the Companys Board of Commissioner have a high commitment in doing its function. Related with the monitoring and advice giving function, the Board of Commissioner have given input and recommendation about the Companys financial performance and target achievement. Among others are monthly performance, risk profile, Banks health level, internal audit, human capital, management of non performing financing (NPF), information technology (IT), and the implementation of GCG. In order to increase the effectiveness of implementing its functions and duties, the Companys Board of Commissioners is helped by the Audit Committee, Risk Monitoring Committee, and Remuneration and Nomination Committee that interact regularly with the management and work unit.
Dalam menjalankan fungsi pengawasan bank, baik proses perumusan rencana strategis; penyusunan dan implementasi rencana bisnis; pemantauan kinerja; serta penerapan manajemen risiko dan GCG yang efektif; Dewan Komisaris Perseroan memiliki komitmen yang tinggi dalam menjalankan fungsinya. Terkait dengan fungsi pengawasan dan pemberian nasihat, Dewan Komisaris telah memberikan masukan serta rekomendasi mengenai kinerja keuangan dan pencapaian target Perseroan. Di antaranya, kinerja bulanan, profil risiko, tingkat kesehatan bank, audit intern, human capital, penanganan non performing financing (NPF), TI, dan penerapan GCG. Guna meningkatkan efektivitas pelaksanaan fungsi dan tugasnya, Dewan Komisaris Perseroan dibantu Komite Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan Nominasi yang berinteraksi secara rutin dengan manajemen dan unit kerja.
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Sementara, pengawasan aktif Dewan Komisaris tercermin pada pelaksanaan rapat koordinasi bersama Direksi, Direktur Bidang, ataupun unit kerja, serta pelaksanaan tugas komite Dewan Komisaris. Berdasarkan hasil penilaian Dewan Komisaris, pelaksanaan program kerja dan pencapaian target 2012 berjalan dengan baik. Berikut hasil penilaian Dewan Komisaris terhadap pelaksanaan program kerja dan pencapaian Perseroan:
Meanwhile, the active monitoring of the Board of Commissioners is reflected in the implementation of coordination meeting with the Board of Directors, Division Directors, and working unit; and the implementation of the Board of Commissioners committee duties. Based on the assessment of the Board of Commissioners, the implementation of work program and achievement of 2012 target has run very well. Here are the assessment result done by the Board of Commissioners towards the Companys working program implementation and achievement: I. Banks Performance Report Throughout 2012, the Board of Commissioners give opinion that quantitative and qualitative performance achieved by the Company gave results that are consistent with previous plans. This shows that the management have tried seriously to reach performance and realizing banks business plan that have been determined. II. Banks Risk Profile The Company periodically conduct an assessment of the risks facing both inhern risk and quality of risk management, which is a measure of the bank's high and low risk (risk profile), which can be used as input to the management to take strategic decisions.
I. Laporan Kinerja Bank Sepanjang 2012, Dewan Komisaris berpendapat kinerja kuantitatif dan kualitatif yang dicapai Perseroan memberikan hasil sesuai dengan rencana sebelumnya. Hal itu menunjukkan bahwa manajemen telah berupaya serius demi mencapai kinerja sekaligus merealisasikan rencana bisnis bank yang telah ditetapkan.
II. Profil Risiko Bank Perseroan secara berkala melakukan penilaian terhadap risiko-risiko yang dihadapi baik terhadap risiko inhern maupun terhadap Kualitas Penerapan Manajemen Risiko (KPMR), yang merupakan tolak ukur terhadap tinggi rendahnya risiko bank (risk profile) yang dapat digunakan sebagai bahan masukan bagi manajemen untuk mengambil keputusan yang bersifat strategis. Penilaian terhadap profil risiko difokuskan terhadap 8 (delapan) jenis risiko yakni risiko kredit, risiko operasional, risiko likuiditas, risiko pasar, risiko hukum, risiko reputasi, risiko stratejik, dan risiko kepatuhan. Selanjutnya dalam rangka meningkatkan kinerja Perseroan dalam melindungi stakeholders dan meningkatkan kepatuhan terhadap peraturan perundang-undangan serta nilai etika yang berlaku secara umum dalam industri perbankan, Perseroan menetapkan prinsip kehati-hatian dalam setiap kegiatan usaha sehingga tingkat risiko yang mungkin muncul dapat dikelola dan dikendalikan dengan maksimal.
An assessment of the risk profile focused on 8 (eight) types of risk namely credit risk, operational risk, liquidity risk, market risk, legal risk, reputation risk, strategic risk and compliance risk. Furthermore, in order to improve the performance of the Company's stakeholders in protecting and improving compliance with regulations and ethical values that apply in general in the banking industry, the Company sets the precautionary principle in every business activity so that the level of risk that may arise can be maximum managed and controlled.
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III. Laporan Kinerja Kepatuhan Monitoring yang dilakukan Dewan Komisaris sepanjang 2012 menujukkan bahwa kinerja kepatuhan cenderung membaik. Salah satunya tercermin dari makin sedikitnya temuan hasil pemeriksaan audit eksternal yang menampilkan kinerja positif kepatuhan pada Perseroan. Dewan Komisaris juga memberikan apresiasi terhadap upaya perbaikan dan pengembangan aplikasi sistem anti pencucian uang untuk memudahkan pelaksana dalam memonitor dan mengeliminasi transaksi keuangan yang mencurigakan serta membuat analisis terhadap transaksi yang mencurigakan di Perseroan, pengembangan form opini kepatuhan untuk mempercepat proses pemberian opini dalam mendukung pelaksanaan bisnis, serta upaya penyelesaian Pedoman Kebijakan Pelaksanaan Fungsi Kepatuhan. IV. Hal-Hal Yang Perlu Mendapat Perhatian Manajemen Terkait dengan realisasi kinerja dan mendukung proses bisnis Perseroan yang berkelanjutan, Dewan Komisaris menyampaikan beberapa hal yang perlu diperhatikan manajemen dalam upaya perbaikan dan peningkatan kinerja, sebagai berikut: Permodalan ditingkatkan untuk mendukung rencana ekspansi bisnis dan pertumbuhan Perseroan. Kendati permodalan masih dalam kondisi aman, Perseroan tetap perlu mengupayakan langkah untuk merealisasikan rencana penambahan modal serta menyalurkan dana pada aktiva produktif dengan bobot aktiva tertimbang menurut risiko (ATMR) yang rendah. Di bidang pembiayaan, Perseroan juga diharapkan dapat meningkatkan ekspansi pembiayaan yang fokus pada segmen UMKM secara lebih hati-hati dengan risiko yang lebih terukur; melakukan mapping terhadap nasabah pembiayaan lancar yang berpotensi mengalami penurunan kolektibilitas; serta meningkatkan kualitas SDI pembiayaan.
III. Compliance Performance Report The monitoring done by the Board of Commissioners throughout 2012 shows that the compliance performances tend to improve. One of them is reflected in the decrease of external audit finding that show positive compliance performance in the Company. The Board of Commissioners also appreciate the effort to improve and develop anti money laundering system application to ease the implementer in monitoring and eliminating suspicious financial transaction and make analysis towards suspicious transactions in the Company; the development of compliance opinion form to speed the opinion giving process in supporting business implementation, and the effort to complete the Compliance Function Implementation Guideline.
IV. Matters that Needs Attention from the Management Related with performance realization and in supporting continuous business process of the Company, the Board of Commissioners informs these several matters that the management needs to pay attention to in the effort to improve and increase performance, such as: Increasing capital to support business expansion plan and the Companys growth. Even though the capital is still in a secure position, the Company still needs to make an effort to realize the plan to increase capital and to distribute fund to productive assets with low level of Risk Weighted Assets.
In the financing division, the Company is also expected to carefully increase financing expansion that is focused on Micro, Small, and Medium Enterprises segment with risks that are more measurable; do mapping towards current financing customer that has the potential to experience collectability decrease; and to increase the quality of financing human resources.
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Dewan Pengawas Syariah Organ utama GCG lain yang dimiliki Perseroan adalah Dewan Pengawas Syariah (DPS). DPS merupakan perwakilan DSN-MUI di lembaga keuangan syariah dan memiliki independensi. Berdasarkan ketetapan pada PBI Nomor 11/33/ PBI/2009 tentang Pelaksanaan GCG bagi BUS dan UUS, bagi Perseroan, DPS merupakan dewan yang bertugas dan bertanggung jawab sesuai dengan prinsip-prinsip GCG untuk memberikan nasihat dan saran kepada Direksi serta mengawasi kegiatan Bank agar sesuai dengan Prinsip Syariah.
Sharia Supervisory Board Another GCG organs of the Company is Sharia Supervisory Board, which is a representation of the National Islamic Council of Indonesian Ulama Council (DSN-MUI) in sharia financial institution that has independence. Based on Central Bank of Indonesias Regulation Number 11/33/PBI/2009 about the implementation of GCG in Islamic Commercial Bank and Islamic Business Unit of Conventional Bank for the Company, Sharia Supervisory Board is a board that is in charge and responsible in accordance to GCG principles to give advices and suggestions to the Board of Directors and to monitor Banks activities in order for it to be in line with Sharia Principles. Task and Responsibilities According to Articles of Association and regulations about GCG in Islamic Commercial Bank and Islamic Business Unit of Conventional Bank, the task and responsibility Sharia Supervisory Board consistent with the principles of GCG, are as follows: Implementing task and responsibilities according to GCG principles; Reviewing and ensuring the fulfillment of Sharia Principles in the operational guide and the banks end product; Monitoring the development process of the Companys new product so that it will be consistent with National Sharia BoardIndonesian Ulema Councils fatwa; Asking fatwa from National Sharia BoardIndonesian Ulema Council for the Company products that have no fatwa yet; Regularly reviewing the fulfillment of Sharia Principles in the fund and financing accumulation mechanism; Asking for data and information related with the sharia aspects of the banks working unit in term of its work implementation.
Tugas dan Tanggung Jawab Menurut Anggaran Dasar dan aturan mengenai GCG pada BUS dan UUS, tugas dan tanggung jawab DPS sesuai dengan prinsip-prinsip GCG adalah sebagai berikut:
Melaksanakan tugas dan tanggung jawab sesuai dengan prinsip-prinsip GCG; Menilai dan memastikan pemenuhan Prinsip Syariah atas pedoman operasional dan produk yang dikeluarkan Perseroan; Mengawasi proses pengembangan produk baru Perseroan agar sesuai dengan fatwa DSN-MUI; Meminta fatwa kepada DSN-MUI untuk produk baru Perseroan yang belum ada fatwanya; Me-review secara berkala atas pemenuhan Prinsip Syariah terhadap mekanisme penghimpunan dana dan penyaluran dana serta pelayanan jasa Perseroan; Meminta data dan informasi terkait dengan aspek syariah dari satuan kerja (satker) Perseroan dalam rangka pelaksanaan tugasnya. Sesuai dengan ketentuan, DPS telah menyampaikan laporan hasil pengawasan DPS secara semesteran kepada BI paling lambat 2 (dua) bulan setelah periode semester dimaksud berakhir.
Consistent with the regulation, Sharia Supervisory Board has delivered its monitoring report by semester to the Central Bank of Indonesia at the least 2 (two) months after the intended semester period ended.
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Independensi Dewan Pengawas Syariah DPS memiliki independensi dalam melaksanakan tugas dan tanggung jawabnya, yaitu menghindarkan diri dari benturan kepentingan, antara lain dari segala upaya: Pihak lain atau inisiatif pribadi yang dapat dikategorikan sebagai upaya memanfaatkan Bank untuk kepentingan pribadi, keluarga, dan/atau pihak lain yang dapat merugikan atau mengurangi keuntungan Bank. Pihak lain atau inisiatif pribadi yang berpotensi dikategorikan sebagai mengambil dan/atau menerima keuntungan pribadi dari Bank selain remunerasi dan fasilitas lainnya yang ditetapkan RUPS. Pengambil keputusan di mana secara pribadi atau dengan cara apa pun, baik langsung maupun tak langsung, para anggota DPS mempunyai kepentingan pribadi di dalamnya.
Sharia Supervisory Board Independence Sharia Supervisory Board has independency in implementing its tasks and responsibilities, in order to avoid itself from conflict of interests. Some of the independency are: Another party or personal initiative that can be categorized as an effort to utilize the Bank for personal, family, and/or other partys interest that can harm or reduce banks profit Another party or personal initiative that has the potential to be categorized as taking and/or receiving personal benefit from the Bank, other than remuneration or other facilities that has been determined by the General Meeting of Shareholders Decision making where the member of Sharia Supervisory Board, personally or in any other way, both directly or indirectly, has a personal interest in it
Susunan Dewan Pengawas Syariah Sesuai aturan mengenai aspek transparansi dalam rangka memenuhi ketentuan GCG pada BUS dan UUS, Perseroan mengungkapkan status rangkap jabatan anggota DPS. Seluruh anggota DPS Perseroan memiliki rangkap jabatan pada lembaga keuangan syariah lain namun tidak bertentangan dengan aturan tersebut, yakni tidak merangkap jabatan sebagai konsultan di seluruh BUS dan/atau UUS. DPS Perseroan beranggotakan dua orang. Berikut susunan DPS Perseroan.
Structure of Sharia Supervisory Board Consistent with the regulation about transparency aspect to fulfill GCG provision in Islamic Commercial Bank and Islamic Business Unit of Conventional Bank, the Company reveals the double post status of Sharia Supervisory Board members. The entire member of the Companys Sharia Supervisory Board also have a position in other sharia financial institution. But it does not contradict with the regulation as long as they doesnt double post as consultant in another Islamic Commercial Bank and/or Islamic Business unit of Conventional Bank. The Companys Sharia Supervisory Board consists of two members. Here is the structure of the Companys Sharia Supervisory Board: In order to increase to quality of monitoring process by the Sharia Supervisory Board, the Company so far has provide adequate data/ information for Sharia Supervisory Board. In 2012, the monitoring role of Sharia Supervisory Board towards the implementation of sharia principles in the Company remains to be improved, among others are by giving opinions and tes quotes regularly about banks products and activities.
Dalam rangka meningkatkan kualitas proses pengawasan oleh DPS, Perseroan sejauh ini telah menyediakan data/informasi yang cukup memadai bagi DPS. Pada 2012, peran pengawasan DPS terhadap pelaksanaan prinsip-prinsip syariah pada Perseroan terus ditingkatkan, antara lain dengan mengeluarkan opini dan uji petik secara berkala mengenai produk dan aktivitas bank.
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KOMPOSISI DEWAN PENGAWAS SYARIAH PT BANK BUKOPIN SYARIAH PADA 2012

COMPOSITION OF SHARIA SUPERVISORY BOARD OF PT BANK SYARIAH BUKOPIN IN 2012
No.
1
Nama/Name
Prof. DR. H.M. Din Syamsudin, M.A.
Posisi/Position
Ketua/Chairman
Rangkap Jabatan/Double Position

Bank Syariah Bukopin; HSBC Unit Usaha Syariah; Bank Danamon UUS Bank Syariah Bukopin; HSBC Unit Usaha Syariah
H. Ikhwan Abidin Basri, M.A.
Anggota/Member
KOMPOSISI DEWAN PENGAWAS SYARIAH PT BANK BUKOPIN SYARIAH 2012

COMPOSITION OF SHARIA SUPERVISORY BOARD OF PT BANK SYARIAH BUKOPIN IN 2012
Tanggal Persetujuan/Date of Agreement No.

1 2
Nama Name
Prof. DR. H.M. Din Syamsudin, M.A. H. Ikhwan Abidin Basri, M.A.
Posisi Position
Ketua Chairman Anggota Member
RUPS
6 Maret 2008 March 6, 2008 6 Maret 2008 March 6, 2008
Dewan Syariah Nasional MUI Board of National Sharia MUI

24 April 2008 April 24, 2008 24 April 2008 April 24, 2008
Laporan Kegiatan Kerja Dewan Pengawas Syariah Berikut kegiatan pengawasan fungsi syariah yang telah dilaksanakan DPS Perseroan pada 2012: Memberikan masukan terhadap produk dan layanan Perseroan agar sesuai dengan fatwa yang dikeluarkan DSN. Memberikan opini dan masukan terhadap pedoman kerja operasional dan manual produk agar sesuai dengan Prinsip Syariah. Penyusunan laporan pengawasan syariah kepada BI setiap enam bulan (setiap semester) pada 2012, meliputi: 1. Hasil pengawasan terhadap proses pengembangan produk baru Perseroan terkait dengan tujuan, karakteristik dan akad yang digunakan dalam produk baru yang akan dikeluarkan, melakukan analisa atas kesesuaian akad produk baru dengan fatwa DSN-MUI, mereview sistem dan prosedur produk baru yang akan dikeluarkan terkait dengan pemenuhan Prinsip Syariah.
Sharia Supervisory Board Working Report Here are several sharia function monitoring activities that has been implemented by the Companys Sharia Supervisory Board in 2012: To give input towards the Companys products and services in order to be consistent with the fatwa that was issued by National Islamic Council. To give opinion and input towards operational work guidelines and product manual in order to be consistent with Sharia Principles Creating sharia monitoring report for the Central Bank of Indonesia every 6 months (every semester) in 2012, that consists of: 1. Monitoring results towards the Companys new product development process related to the objective, characteristic, new product contracts, to be perform, analyze suitabillity of new product's contract with the opini of National Sharia Board-Indonesia Council of Ulema, reviewing system, and procedure new products that will be incurred related compliance with Sharia Principle.
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2. Pengawasan kegiatan Perseroan mengenai penghimpunan DPK, pembiayaan, serta pelayanan jasa Perseroan. 3. Opini syariah terkait dengan produk, transaksi, dan operasional. 4. Penggunaan metodologi dan teknik pengambilan uji sampel pemeriksaan.
2. Monitoring the Companys activities about the accumulation of third-party fund, financing, and the Companys services. 3. Sharia opinion related with products, transaction, and operational. 4. The utilization of methodology and sample test taking technique of the examination. Remuneration Policy of Sharia Supervisory Board In order to fulfill transparency principle stated in the regulation about GCG in Islamic commercial Bank and Islamic Business Unit of Conventional Bank, the members of Sharia Supervisory Board are obligated to reveal information about remunerations and facilities given. Here are remunerations and facitilites given by the Company to Sharia Supervisory Board:
Kebijakan Remunerasi Dewan Pengawas Syariah Guna memenuhi prinsip transparansi sebagaimana dituangkan dalam ketentuan mengenai GCG pada BUS dan UUS, anggota DPS wajib mengungkapkan informasi mengenai remunerasi dan fasilitas yang telah diberikan. Berikut remunerasi dan fasilitas yang diberikan Perseroan kepada DPS:
REMUNERASI DEWAN PENGAWAS SYARIAH 2012

REMUNERATION OF SHARIA SUPERVISORY BOARD 2012 Jenis Remunerasi per orang (dalam 1 tahun) Type of remuneration per person (In one year ) di atas Rp1 miliar s/d Rp. 2 miliar Between Rp1 billion to Rp2 billion di atas Rp500 juta s/d Rp1 miliar Between Rp500 million to Rp1 billion Rp500 juta ke bawah Less than Rp500 million Jumlah Dewan Pengawas Syariah Number of Sharia Supervisory Board

REMUNERATION AND OTHER FACILITIES IN ACCORDANCE WITH THE RESULT OF GENERAL MEETING OF SHAREHOLDERS Jenis Remunerasi dan Fasilitas lain Type of Remunerations and other Facilities Jumlah Diterima Dalam 1 (satu) Tahun The amount received in 1 (one) year Dewan Pengawas Syariah/ Sharia Supervisory Board Orang Jutaan Rupiah Person Million Rupiah 2 184
Total/Total
184
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Frekuensi Rapat Dewan Pengawas Syariah Dalam pelaksanaan tugas, DPS dapat mengadakan rapat Dewan Komisaris, rapat Direksi, rapat Dewan Komisaris dan Direksi, serta rapat DPS.
Sharia Supervisory Boards Meeting Frequency In order to implement the duties, Sharia Supervisory Board can hold a Board of Commissioners meeting, Board of Directors and Board of Commissioners meeting, and Sharia Supervisory Board meeting. Consistent with the regulation, Sharia Supervisory Board has held meetings at least once a month. Decision making in the Sharia Supervisory Boards meeting is done based on consensus agreement. All decision of Sharia Supervisory Board is a consensus from all member of Sharia Supervisory Board and stated in the minutes of meeting and documented properly. Here are the meeting frequencies of the Companys Sharia Supervisory Board:
Sesuai dengan ketentuan, DPS telah menyelenggarakan rapat paling kurang 1 (satu) kali dalam 1 (satu) bulan. Pengambilan keputusan rapat DPS dilakukan berdasarkan musyawarah mufakat. Seluruh keputusan DPS merupakan keputusan bersama seluruh anggota DPS dan wajib dituangkan dalam risalah rapat dan didokumentasikan dengan baik. Berikut frekuensi rapat DPS pada Perseroan:
FREKUENSI RAPAT DEWAN PENGAWAS SYARIAH 2012

SHARIA SUPERVISORY BOARD'S MEETING FREQUENCY 2012 Rapat Dewan Komisaris Board of Commissioners Rapat Direksi Directors Meeting Rapat Dewan Komisaris dan Direksi Board of Commissioners & Directors Meeting 12 kali 12 times Rapat Dewan Pengawas Syariah Sharia Supervisory Board Meeting 14 kali 14 times
12 kali 12 times
30 kali 30 times
Direksi Berdasarkan PBI Nomor 11/33/PBI/2009 mengenai GCG bagi BUS dan UUS, Direksi adalah organ Perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan Perseroan sesuai dengan maksud dan tujuan Perseroan. Selain itu, Direksi mewakili Perseroan, baik di dalam maupun luar pengadilan, sesuai dengan Anggaran Dasar, sebagaimana dimaksud dalam Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas.
The Board of Directors Based on Regulations of the Central Bank of Indonesia Number 11/33/PBI/2009 about GCG on Islamic Commercial Bank and Islamic Business Units, the Board of Directors is the Companys organ which has the full authority and responsibility on managing the Company in accordance with the Companys aims and objectives. Furthermore, the Board of Directors represent the Company, both inside and outside the court, consistent with the Articles of Association, as intended in Act Number 40 Year 2007 about Limited Liabilities Company. The Board of Directors is one of the main institutional devices in the implementation of GCG in the Company. The assignment and/or replacement of the entire member of the Board of Directors approved through General Meeting of Shareholders forum and in line with the main
Direksi merupakan salah satu perangkat kelembagaan utama dalam pelaksanaan GCG pada Perseroan. Pengangkatan dan/atau penggantian seluruh anggota Direksi disetujui melalui forum RUPS dan sejalan dengan kriteria utama, yaitu mempertimbangkan integritas,
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kompetensi, profesionalisme, dan reputasi keuangan setiap Direksi.
criteria, which is to consider integrity, competency, professionalism, and financial reputation of the entire Board of Directors. The accountability of the Board of Directors task implementation towards the shareholders in the General Meeting of Shareholders is a manifestation of the Companys management accountability based on GCG principles. Individually or collectively, the Board of Directors performance is evaluated by the Board of Commissioners based on the criteria compiled by the Remuneration and Nomination Committee. The review is done at the end of closing the books period. The Board of Directors performance review result is presented at the General Meeting of Shareholders. The Board of Directors also have to pay attention to suggestions and advices from the Sharia Supervisory Board so that the Company activity will run consistently with Sharia Principles. In the future, related with GCG implementation, the Board of Directors will try even more optimal to follow up audit findings and/or recommendation from the monitoring results of the Central Bank of Indonesia, intern auditor, Sharia Supervisory Board and/or external auditor, so that the Companys performance achievement will keep improving. Duties and Responsibilities Based on the Central Bank of Indonesias Regulation Number 11/33/PBI/2009 about GCG for Islamic Commercial Bank and Islamic Business Unit, the Companys Board of Directors is given a mandate to run its duties and responsibilities in accordance with its authority and responsibility towards the Companys management, so that it would be in line with the Companys aims and objectives. The Board of Directors is in charge and fully responsible towards the Companys management that is consistent with prudence and Sharia Principles. The Board of Directors manages the Company based on its authority and responsibility as regulated in the Companys Article of Association and applied legislation.
Pertanggungjawaban pelaksanaan tugas Direksi kepada pemegang saham dalam RUPS merupakan perwujudan akuntabilitas pengelolaan perusahaan berdasarkan prinsipprinsip GCG. Secara individual ataupun kolektif, kinerja Direksi dievaluasi Dewan Komisaris berdasarkan kriteria yang disusun oleh Komite Remunerasi dan Nominasi. Pelaksanaan penilaian dilakukan pada setiap akhir periode tutup buku. Hasil penilaian kinerja Direksi oleh Dewan Komisaris disampaikan dalam RUPS. Direksi juga harus memperhatikan saran dan nasihat dari DPS agar kegiatan Perseroan berjalan sesuai dengan Prinsip Syariah.
Ke depan, terkait dengan implementasi GCG, Direksi akan berupaya lebih optimal menindaklanjuti temuan-temuan audit dan/atau rekomendasi dari hasil pengawasan BI, auditor intern, DPS dan/atau auditor ekstern sehingga pencapaian kinerja Perseroan terus meningkat.
Tugas dan Tanggung Jawab Berdasarkan PBI Nomor 11/33/PBI/2009 mengenai GCG bagi BUS dan UUS, Direksi Perseroan diberi amanah untuk menjalankan tugas dan fungsinya sesuai dengan kewenangan dan tanggung jawab terhadap pengurusan Perseroan agar sejalan dengan maksud dan tujuan Perseroan.
Direksi bertugas dan bertanggung jawab penuh atas pelaksanaan Perseroan berdasakan prinsip kehati-hatian dan Prinsip Syariah. Direksi mengelola Perseroan berdasarkan kewenangan dan tanggung jawabnya sebagaimana diatur dalam Anggaran Dasar Perseroan dan peraturan perundang-undangan yang berlaku.
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Berikut tugas dan tanggung jawab Direksi: Melaksanakan GCG dalam setiap kegiatan usaha Perseroan pada seluruh tingkatan atau jenjang organisasi. Menindaklanjuti temuan audit dan/atau rekomendasi dari hasil pengawasan BI, auditor intern, DPS, dan/atau auditor ekstern pada Perseroan. Dalam rangka melaksanakan GCG, Direksi telah memiliki fungsi: Audit Intern; Manajemen Risiko dan Komite Manajemen Risiko; dan Kepatuhan. Pada 11 Desember 2012, Direksi telah memberikan laporan pertanggungjawaban kepada pemegang saham melalui RUPS. Direksi juga mengungkapkan kepada pegawai mengenai kebijakan Perseroan yang bersifat strategis di bidang kepegawaian. Anggota Direksi Perseroan tidak memberikan kuasa umum kepada pihak lain yang mengakibatkan pengalihan tugas dan fungsi Direksi. Direksi menyediakan data dan informasi yang akurat, relevan, dan tepat waktu kepada Dewan Komisaris dan DPS. Semua anggota Direksi memiliki kejelasan tugas dan tanggung jawab sesuai dengan bidang tugasnya. Direksi memiliki pedoman dan tata tertib kerja yang bersifat mengikat bagi setiap anggota Direksi yang mencantumkan waktu kerja dan pengaturan rapat. Pembagian Tugas dan Tanggung Jawab Setiap Direksi Seluruh anggota Direksi Perseroan berdomisili di Indonesia dan telah memenuhi ketentuan fit & proper test dari BI, UU Perseroran Terbatas, dan ketentuan GCG. Jajaran Direksi Perseroan tidak memiliki rangkap jabatan sebagai Dewan Komisaris, Direksi, atau Pejabat Eksekutif di Bank atau perusahaan lain. Setiap anggota Direksi memiliki tugas dan kewenangan masingmasing sebagai berikut:
Here are the duties and responsibilities of the Board of Directors: Implementing GCG in every business activity of the Company in the entire level or stage of the organization. Following up audit findings and/or recommendation from monitoring results of the Central Bank of Indonesia, internal auditor, Sharia Supervisory Board, and/or external auditor in the Company. In the effort of implementing GCG, the Board of Directors has several function, that are internal audit; risk management and risk management committee; and compliance. On 11th of December 2012, the Board of Directors have given an accountability reports to the shareholders through General Meeting of Shareholders. The Board of Directors also reveal to the employee about the Companys strategic policy in the field of employment. The members of the Companys Board of Directors doesnt give general power to another party that will cause a diversion of the Board of Directors duties and responsibilities. The Board of Directors provide data and information that are accurate, relevant, and on time to the Board of Commisioners and Sharia Supervisory Board. The entire member of the Board of Directors have a clarity of task and responsibility in accordance with their field of duties The Board of Directors own guidelines and working order that is binding to each member of the Board of Directors that lists working time and meeting arrangement. Division of Duties and Responsibilities of Every Board of Directors The entire member of the Companys Board of Directors are residing in Indonesia and have fulfill the provision of fit and proper test from the Central Bank of Indonesia, Act of Limited Company, and GCG provisions. The Companys Board of Directors doesnt have a double position as Board of Commissioners, Board of Directors, or Executive Officers in other Bank or company. Each member of the Board of Commissioners have their own duties and responsibilities, which are:
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Fungsi dan Tugas Direktur Utama Menjalankan visi Perseroan dengan menetapkan strategi dan kebijakan Perseroan; bertanggung jawab terhadap keseluruhan aspek bisnis dan operasional Perseroan, termasuk fungsi pendukung keuangan, perpajakan, TI, dan SDI; menciptakan dan menjaga hubungan yang harmonis antara Dewan Komisaris, Direksi, pemegang saham, pegawai, nasabah, dan Pemerintah/BI dalam rangka pelaksanaan GCG; mengoordinasikan pembinaan terhadap seluruh kepala divisi/unit/tim kerja dan cabang; serta membina hubungan dengan seluruh mitra kerja Perseroan sehingga hubungan yang saling menguntungkan bagi kedua pihak dapat diwujudkan.
Functions and Duties of the President Director Implementing the Companys vision by determining the Companys strategies and policies; responsible to the entire business and operational aspect of the Company, including functions of financial support, tax, information technology, and human resources; create and maintain a harmonic relationship between the Board of Commissioners, the Board of Directors, shareholders, employees, the customers, and the government/the Central Bank of Indonesia in the context of implementing GCG; coordinating guidance towards the entire head of work division/unit/ team and branches; and maintain relationship with all of the Companys business partner, so that a mutual beneficial relationship between both parties would be realized. Executive officers that are responsible to the President Director, among others are Head of Human Resources Division, Head of Internal Audit Task Force, Head of Corporate Secretary, and Head of Treasury. Functions and Duties of Business Director Business Director is fully responsible for the entire business aspect of the Company. Executive officers that are responsible towards the Companys Business Director are Head of Area Business Division, Head of Institution/ Commercial Division, Head of Business Supervision and Fee Based Division, Head of Product Development Division, and all of the Companys Head of Branches. Functions and Duties of Operation and Service Director The Operation and Service Director in the Company is responsible for the entire operational and service aspect of the Company. Executive officers that are responsible to the Operation and Service Director is the Head of Financial Analysis and Operation Division, Head of Service Division, Head of Financing Support Division, and Head of Information and Technology Division.
Pejabat eksekutif yang bertanggung jawab kepada Direktur Utama, di antaranya Kepala Divisi SDI, Kepala Satuan Kerja Audit Intern (SKAI/Internal Audit Unit), Kepala Sekretaris Perusahaan, dan Kepala Bagian Treasury. Fungsi dan Tugas Direktur Bisnis Direktur Bisnis bertanggung jawab penuh terhadap keseluruhan aspek bisnis Perseroan. Pejabat eksekutif yang bertanggung jawab kepada Direktur Bisnis Perseroan adalah Kepala Divisi Bisnis Area, Kepala Divisi Institusi/ Komersial, Kepala Divisi Supervisi Bisnis dan Fee Based, Kepala Divisi Pengembangan Produk, dan seluruh Kepala Cabang Perseroan.
Fungsi dan Tugas Direktur Operasi dan Pelayanan Direktur Operasi dan Pelayanan pada Perseroan bertanggung jawab terhadap keseluruhan aspek operasional dan pelayanan di Perseroan. Pejabat eksekutif yang bertanggung jawab kepada Direktur Operasi dan Pelayanan adalah Kepala Divisi Operasi dan Analisa Keuangan, Kepala Divisi Pelayanan, Kepala Divisi Support Pembiayaan, dan Kepala Divisi Teknologi Informasi.
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Fungsi dan Tugas Direktur Kepatuhan dan Manajemen Risiko Direktur Kepatuhan dan Manajemen Risiko bertanggung jawab terhadap keseluruhan fungsi kepatuhan dan manajemen risiko di Perseroan. Pejabat eksekutif yang bertanggung jawab kepada Direktur Kepatuhan dan Manajemen Risiko adalah Kepala Divisi Kepatuhan, Kepala Divisi Manajemen Risiko, serta Kepala Divisi Restrukturisasi dan Penyelesaian Pembiayaan. Independensi Direksi Direksi Peseroan menjalankan tugasnya secara independen dan tidak mendapat campur tangan dari pihak-pihak lain yang bertentangan dengan aturan berlaku. Untuk mencegah munculnya benturan kepentingan, anggota Direksi tidak memiliki hubungan keuangan dan hubungan keluarga dengan pemegang saham pengendali, anggota Dewan Komisaris dan/atau anggota Direksi lainnya. Anggota Direksi wajib mengungkapkan kepemilikan saham yang mencapai 5% (lima persen) atau lebih, baik pada Perseroan yang bersangkutan maupun pada Perseroan dan perusahaan lain, yang berkedudukan di dalam dan di luar negeri. Susunan Direksi Direksi Perseroan berjumlah 4 (empat) orang, terdiri atas satu Direktur Utama dan tiga Direktur, serta tidak melakukan rangkap jabatan di bank lain.
Functions and Duties of the Compliance and Risk Management Director Compliance and Risk Management Director is responsible for the entire function of compliance and risk management in the Company. Executive officers that are responsible to the Compliance and Risk Management Director are the Head of Compliance Division, Head of Risk Management Division, and Head of Financial Restructuring and Settlement Division. The Board of Directors Independence The Board of Directors perform their duties independently without interference from other parties that are contradictive with the regulation applied. To prevent conflict of interests, members of the Board of Directors must not have a financial relation and family relation with controlling shareholders, member of the Board of Commissioner's and/or member of the other Board of Director's. The Board of Directors members created and signed a letter that stated that they dont have shares more than 5% (five percent) in the Company or in other company locally and internationally.
Structure of the Board of Directors The Board of Directors of the Company consists of 4 (four) person, that is a President Directors and three directors, and doesnt have a double position in another bank.
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KOMPOSISI DIREKSI PT BANK SYARIAH BUKOPIN 2012

BOARD OF DIRECTOR COMPOSITION PT BANK SYARIAH BUKOPIN 2012 No Nama N0 Name Posisi Position Tanggal Persetujuan Date of Agreement RUPS 1 2 3 Riyanto Harry Harmono Busiri Ruddy Susatyo Direktur Utama President Director Direktur Bisnis Business Director Direktur Operasi dan Pelayanan Service and Operations Director Direktur Kepatuhan dan Manajemen Resiko Compliance and Risk Management Director 23 September 2008 September 23, 2008 12 Maret 2010 March 12, 2010 BI 27 Oktober 2008 October 27, 2008 7 Juni 2010 June 7, 2010 Komposisi Kepemilikan Saham Shareholder Composition 0% 0% 0%
Eriandi
0%
REMUNERASI DIREKSI 2012

BOARD OF DIRECTOR REMUNERATION 2012 Jenis Remunerasi per orang (dalam 1 tahun) Type of Remuneration per person (on 1 year) di atas Rp1 miliar s/d Rp2 miliar Between Rp1 billion to Rp2 billion di atas Rp500 juta s/d Rp1 miliar Between Rp500 million to Rp1 billion Rp500 juta ke bawah Less than Rp500 million Jumlah Direksi Total Board of Directors

THE REMUNERATION AND THE OTHER FACILITIES ACCORDING GMS Jenis Remunerasi dan Fasilitas lain Type of Remunerations and other Facilities Jumlah Diterima Dalam 1 (satu) Tahun The amount received in 1 (one) year Direksi/Board of Directors Orang Jutaan Rupiah Person Million Rupiah 4 5.941
Total/Total
5.941
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Frekuensi Rapat Direksi Dalam pelaksanaan tugas Dewan Komisaris dan Direksi, masing-masing dapat mengadakan rapat Dewan Komisaris, rapat Direksi, rapat Dewan Komisaris dan Direksi, serta rapat DPS.
Board of Directors Meeting Frequency In order to implement the duty of the Board of Commissioners and the Board of Directors, each one of them can held Board of Commissioners meeting, Board of Directors meeting, Board of Directors and Board of Commissioners meeting, and Sharia Supervisory Board meeting. The Board of Directors meeting is done to make strategic decisions about the sustainability of the Companys business. The result of the Board of Directors meeting is outlined in minutes of meeting and documented properly, including about dissenting opinions and the reason for the decisions made in the Board of Directors. Throughout 2012, the Board of Directors had held 30 (thirty) meetings.
Rapat Direksi Perseroan dilakukan untuk mengambil keputusan strategis mengenai keberlanjutan bisnis Perseroan. Hasil rapat Direksi dituangkan dalam risalah rapat dan didokumentasikan dengan baik, termasuk mengenai perbedaan pendapat (dissenting opinions) dan alasan atas hasil keputusan rapat Direksi. Sepanjang 2012, Direksi telah melakukan 30 (tiga puluh) kali rapat.
FREKUENSI RAPAT DIREKSI 2012

BOARD OF DIRECTOR'S MEETING FREQUENCY 2012 Rapat Dewan Komisaris Board of Commissioners Rapat Direksi Board of Directors Meeting 30 kali 30 times Rapat Dewan Komisaris dan Direksi Board of Commissioners & Directors Meeting 12 kali 12 times Rapat Dewan Pengawas Syariah Sharia Supervisory Board Meeting 14 kali 14 times
12 kali 12 times
Pembentukan Komite Sesuai dengan PBI Nomor 11/33/PBI/2009 mengenai GCG bagi BUS dan UUS, sejak 2009 Perseroan sudah melengkapi perangkat kelembagaan Komisaris Independen dan anggota independen di jajaran Komite Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan Nominasi.
Committe Establishment Consistent with the regulation of the Central Bank of Indonesia Number 11/33/PBI/2009 about GCG for Islamic Commercial Bank and Islamic Business Unit, since 2009 the Company has managed to complete the set of institutional Independent Commisioner and independent member in the range of Audit Committe, Risk Monitoring Committee, and Remuneration and Nomination Committee. Comprehensiveness and Implementation of Committees Duties In order to fulfill the regulation about GCG on Islamic Commercial Bank and Islamic Business Unit, the Board of Commissioners has formed three committees to help in the implementation of its duties and responsibilities. They are the Audit Committee, Remineration and Nomination Committee, and Risk Monitoring Committee. The Board of Commissioners and members of
Kelengkapan dan Pelaksanaan Tugas Komite-Komite Guna memenuhi ketentuan mengenai GCG pada BUS dan UUS, Dewan Komisaris telah membentuk tiga komite untuk membantu pelaksanaan tugas dan tanggung jawabnya. Mereka adalah Komite Audit, Komite Remunerasi dan Nominasi, serta Komite Pemantau Risiko. Dewan Komisaris dan anggota komite berkomitmen untuk seoptimal
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mungkin memperbaiki dan melengkapi serta mengoreksi kekurangan-kekurangan melalui penetapan pedoman dan tata tertib kerja. Independensi Anggota Komite Dalam melaksanakan tugas dan tanggung jawabnya, anggota komite selalu menjaga independensi. Independensi tersebut tercermin dari hal-hal sebagai berikut: Seluruh pihak independen anggota komite berasal dari luar Perseroan, yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham, dan/atau hubungan keluarga dengan pemegang saham pengendali, anggota Dewan Komisaris, dan/ atau anggota Direksi, atau hubungan keuangan dan/atau hubungan kepemilikan saham dengan Perseroan. Sehingga, dapat mendukung kemampuannya untuk bertindak independen. Seluruh pihak independen yang berasal dari mantan anggota Direksi Perseroan yang tidak melaksanakan fungsi pengawas telah menjalani masa tunggu (cooling off) paling kurang 6 (enam) bulan. Ketua komite hanya dapat merangkap jabatan sebagai ketua komite paling banyak pada 1 (satu) komite lainnya di BUS yang sama. a. Komite Audit Komite Audit Perseroan dibentuk untuk membantu Dewan Komisaris menjalankan fungsi kontrol dalam Perseroan dengan melakukan pemantauan dan evaluasi terhadap perencanaan dan pelaksanaan audit serta memantau tindak lanjut hasil audit. Komite Audit melakukan beberapa review diantaranya terhadap: 1. Pelaksanaan tugas SKAI (Satuan Kerja Audit Intern); 2. Kesesuaian laporan keuangan dengan standar akuntansi yang berlaku; 3. Pelaksanaan tindak lanjut oleh Direksi atas hasil temuan SKAI, Akuntan Publik dan hasil pengawasan Bank Indonesia.
the committee will try as optimal as possible to improve, complete, and correct flaws through the establishment of work order and guidelines. Committee Members Independence In implementing its duties and responsibilities, the members of the committee always maintain their independence. Their independence is reflected in things as follows: All independent party of the committee member is an external party from outside the Company that dont have any financial, management, share ownership, and/or family relationship with controlling shareholders, members of the Board of Commissioners and/or Board of Directors, and financial relationship and/or share ownership relationship with the Company. Thus, this will support their ability to act independently. Every independent party that is an ex member of the Companys Board of Directors that dont implement supervisors monitoring function have went through a cooling off periode for at least 6 (six) months. The head of the committee can only double post as head of committee at the most in 1 (one) other committee in the same Islamic Business Unit. a. Audit Committee Audit Committee assists the Board of Commissioners to lead control function by monitoring and evaluation of the planning and execution of audits and monitoring of audit follow-up. Some reviews were conducted by Audit Committee, among others. 1. Internal Audit Unit task execution; 2. Suitability of financial statements with applicable accounting standards; 3. Implementation of the Board of Directors followed up on the findings of Internal Audit Unit, Public Accounting and monitoring result of Central Bank of Indonesia.
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Independensi Komite Audit Dalam melaksanakan tugas dan tanggung jawabnya, Komie Audit harus bisa menjaga independensinya. Independensi pada Perseroan tercermin pada: pengangkatan Ketua Komite Audit Perseroan yang berasal dari Komisaris Independen Perseroan; tidak ada anggota Direksi yang menjadi anggota Komite Audit; terdapat pihak independen yang memiliki keahlian di bidang akuntansi keuangan dan pihak independen yang memiliki keahlian di bidang perbankan syariah; memiliki integritas dan reputasi keuangan yang baik; dan mayoritas anggota Komisaris yang menjadi anggota Komite Audit merupakan Komisaris Independen.
The Independence of the Audit Committee In doing its duties and responsibilities, the Audit Committee must be able to maintain their independence in the Company, that is reflected in: the assignment of the Chief of the Audit Committee that comes from the Companys Independent Commissioner; there is no member of the Board of Directors that became a member of the Audit Committee; there are independent party that has an expertise in the financial accounting field and independent party that has an expertise in the field of Islamic Banking; has integrity and good financial reputation; and the majority of the Board of Commissioners member that became members of the Audit Committee are Independent Commissioners. Structure of the Audit Committee Based on the Board of Commissioners meeting result on 12th of November 2012 and the Board of Directors Decree Number 179/SKEP-DIR/KP-JKT/XI/2012 dated 23th November 2012, there has been an alteration in the composition of the Audit Committee. Mr. Doddy Sutandar who previously a member of the Audit Committee is no longer served in that position. The structure, membership, expertise, and independence of the Audit Committee of the Company in 2012 is as follows:
Susunan Komite Audit Berdasarkan hasil keputusan rapat Dewan Komisaris pada 12 November 2012 dan dan Surat Keputusan Direksi Nomor 179/SKEPDIR/KP-JKT/XI/2012 Tanggal 23 November 2012, terjadi perubahan komposisi Komite Audit. Saudara Doddy Sutandar yang sebelumnya menjadi anggota Komite Audit tidak lagi menjabat di posisi itu. Struktur, keanggotaan, keahlian, serta independensi anggota Komite Audit Perseroan pada 2012 adalah sebagai berikut:
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SUSUNAN ANGGOTA KOMITE AUDIT PT BANK SYARIAH BUKOPIN 2012

COMPOSITION OF PT BANK SYARIAH BUKOPIN AUDIT COMMITTEE 2012
No/No
1 2
Nama/Name
Prof. DR. Bambang Setiaji, M.Si. Novin Bermansyah
Posisi/Position
Ketua/Chairman Anggota/Member
Persetujuan/Approval
Hasil Keputusan Rapat Dewan Komisaris pada 31 Mei 2010 dan Hasil Keputusan Rapat Dewan Komisaris pada 12 November 2012 Result of the Decision of the Board of Commissioners meeting on 31st of May 2010 and Result of the Board of Commissioners Meeting in 12th of November 2012 Surat Keputusan Direksi Nomor 109/SKEP-DIR/BSBJKT/VI/2010 Tanggal 3 Juni 2010 dan Nomor 179/ SKEP-DIR/KP-JKT/XI/2012 Tanggal 23 November 2012 The Board of Directors Decree Number 109/SKEP-DIR/ BSB-JKT/VI/2010 dated 3rd of June 2010 and Number 179/SKEP-DIR/KP-JKT/XI/2012 dated 23rd of November 2012
Profil Anggota Komite Audit 1. Prof. DR. Bambang Setiaji, M.Si. (Ketua). Profil dapat dilihat pada bagian Dewan Komisaris. 2. Novin Bermansyah (Anggota) Lahir di Pekanbaru pada 5 Desember 1965, alumnus Institut Pertanian Bogor (IPB) dengan gelar akademik Sarjana Pertanian, menjabat sebagai anggota Komite Audit Perseroan sejak 28 Mei 2009. Memiliki keahlian profesional di bidang perbankan selama 22 tahun. Pernah menjabat Kepala Divisi Kepatuhan Pejabat Khusus Pengenalan Nasabah PT Bank Bukopin, Tbk.
Profile of Audit Committee Member 1. Prof. DR. Bambang Setiaji, M.Si. (Chairman). The profile can be seen in the Board of Commissioners section 2. Novin Bermansyah (Member) Born in Pekanbaru on 5th of December 1965, an alumni from Bogor Agricultural Institute (IPB) with Agriculture Bachelor Degree, served as a member of the Companys Audit Committee since 28th of May 2009. Has a professional ability in the banking industry for 22 years. Ever served as Head of Special Officer for Customer Recognition Division of PT Bank Bukopin, Tbk.
FREKUENSI RAPAT KOMITE AUDIT 2012

AUDIT COMMITTEES MEETING FREQUENCY 2012
No/No
1 2 3 4 5 6 7 8 9
Rapat Komite Audit Audit Committee Meeting Tanggal/Date

4 Januari 2012/January 4, 2012 27 Januari 2012/January 27, 2012 28 Februari 2012/February 28, 2012 21 Maret 2012/March 21, 2012 3 Mei 2012/May 3, 2012 26 Juni 2012/June 26, 2012 24 Juli 2012/July 24, 2012 18 September 2012/September 18, 2012 12 November 2012/November 12, 2012
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Laporan Kegiatan Kerja Komite Audit Selama 2012 telah dilaksanakan 9 (sembilan) kali rapat. Rapat membahas halhal penting antara lain: 1. Pembahasan mengenai program kerja Anggaran Perseroan tahun 2012; 2. Pembahasan follow up hasil pemeriksaan BI; 3. Perbaikan format dan isi laporan SKAI; 4. Pembahasan Laporan SKAI Semester II Tahun 2011 dan Semester I Tahun 2012; 5. Pembahasan Laporan Hasil Audit Bulanan SKAI. b. Komite Remunerasi dan Nominasi Sesuai dengan fungsinya, Komite Remunerasi dan Nominasi di Perseroan memiliki tugas dan tanggung jawab terkait dengan evaluasi terhadap kebijakan remunerasi dan rekomendasi kebijakan nominasi Perseroan kepada Dewan Komisaris serta struktur, keanggotaan, keahlian, dan independensi anggota. Dalam memberikan rekomendasi terkait dengan kebijakan remunerasi, Komite Remunerasi dan Nominasi Perseroan memperhatikan kinerja keuangan; pemenuhan pembentukan Penyisihan Penghapusan Aktiva; kewajaran dengan peer group; dan pertimbangan sasaran dan strategi jangka panjang perseroan. Berikut tugas dan tanggung jawab Komite Remunerasi dan Nominasi terkait dengan kebijakan remunerasi: 1. Melakukan evaluasi terhadap kebijakan remunerasi; 2. Melakukan evaluasi terhadap kesesuaian antara kebijakan remunerasi dengan pelaksanaan kebijakan tersebut; 3. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi bagi Dewan Komisaris, Direksi, DPS, Pejabat Eksekutif, dan pegawai secara keseluruhan;
Activity Report of Audit Committee In 2012, has held 9 (nine) meetings. The meeting discussed many important things, among others: 1. The discussion of the Company's budget work program in 2012; 2. Follow-up discussion of the monitoring results of Central Bank of Indonesia; 3. Improve Internal Audit report format and content; 4. Discussion of Internal Audit Reports Semester II of 2011 and the first semester of 2012. 5. Discussion of Monthly Audit Report of Internal Audit Unit. b. Remuneration and Nomination Committee Consistent with its function, the Remuneration and Nomination Committee has duties and responsibilities related with the evaluation of remuneration policy and recommendation of nomination policy of the Company to the Board of Commissioners and structure, membership, expertise, and independence of its members. In giving recommendation related with the remuneration policy, the Companys Remuneration and Nomination monitors financial performance, the fullfilment of asset nullification allowance; fairness with peer group; and consideration of Islamic Business Units long term target and strategy.
The duties and responsibilities of the Remuneration and Nomination Committee related with remuneration policy are as follows: 1. Evaluating remuneration policy; 2. Evaluating suitability between remuneration policy and the implementation of that policy; 3. Give recommendation to the Board of Commissioners about remuneration policy for the Board of Commissioners, Board of Directors, Sharia Supervisory Board, Executive Officers, and the entire employee;
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Terkait dengan kebijakan nominasi: 1. Memberikan rekomendasi kepada Dewan Komisaris mengenai sistem serta prosedur pemilihan dan/atau penggantian anggota Dewan Komisaris, Direksi, dan DPS; 2. Memberikan rekomendasi kepada Dewan Komisaris mengenai calon anggota Dewan Komisaris, Direksi, dan/ atau DPS; 3. Memberikan rekomendasi kepada Dewan Komisaris mengenai calon pihak independen yang akan menjadi anggota Komite; Independensi Komite Remunerasi dan Nominasi Dalam melaksanakan tugas dan tanggung jawabnya, Komite Remunerasi dan Nominasi di Perseroan selalu menjaga independensinya. Hal itu tercermin pada: pengangkatan Ketua Komite Remunerasi dan Nominasi yang berasal dari Komisaris Independen Perseroan; tidak ada anggota Direksi yang menjadi anggota Komite Remunerasi dan Nominasi; dan mayoritas anggota Komisaris yang menjadi anggota Komite Remunerasi dan Nominasi merupakan Komisaris Independen.
Related with nomination policy: 1. Give recommendation to the Board of Commissioners about system and procedure of election and/or replacement of the Board of Commissioners, Board of Directors, and Sharia Supervisory Board; 2. Give recommendation to the Board of Commissioners about prospective members of the Board of Commissioners, Board of Directors, and/or Sharia Supervisory Board; 3. Give recommendation to the Board of Commissioners about prospective independent party that will be a committee member; The Independence of the Remuneration and Nomination Committee In doing its duties and responsibilities, the Remuneration and Nomination Commitee in the Company always maintain its independence. It is reflected in: the assignment of the Chief of Remuneration and Nomination Commitee that comes from the Companys Independent Commissioner; there are no member of the Board of Directors that became a member of the Remuneration and Nomination Committee; and the majority of the Board of Commissioners member that also became a member of the Remuneration and Nomination Committee is an Independent Commissioner. Structure of Remuneration and Nomination Committee Consistent with the Central Bank of Indonesias Regulation Number 11/33/ PBI/2009 about GCG for Islamic Commercial Bank and Islamic Business Unit, the Remuneration and Nomination Committee in the Company consists of 2 Independent Commissioner and Executive Officers that supervise human resources in the Company. Here is the composition of the Remuneration and Nomination Committee of the Company in 2012:
Susunan Komite Remunerasi dan Nominasi Sesuai dengan PBI Nomor 11/33/PBI/2009 mengenai GCG bagi BUS dan UUS, Komite Remunerasi dan Nominasi di Perseroan terdiri atas 2 (dua) orang Komisaris Independen dan pejabat eksekutif yang membawahi SDI di Perseroan. Berikut susunan Komite Remunerasi dan Nominasi Perseroan pada 2012:
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SUSUNAN ANGGOTA KOMITE REMUNERASI DAN NOMINASI PT BANK SYARIAH BUKOPIN 2012
COMPOSITION OF PT BANK SYARIAH BUKOPIN REMUNERATION AND NOMINATION COMMITTEE 2012
No.
1 2 3
Nama/Name
DR. Hajriyanto Y. Thohari, M.A Prof. DR. Bambang Setiaji, M.Si. Rismarini
Posisi/Position
Ketua/Chairman Anggota/Member Anggota/Member
Hasil Keputusan Rapat Dewan Komisaris pada 27 Mei 2011 dan Hasil Keputusan Rapat Dewan Komisaris Tanggal 12 November 2012. Result of the Decision of the Board of Commissioners meeting in 27th of May 2011 and Result of the Board of Commissioners meeting in 12th of November 2012. Surat Keputusan Direksi Nomor 082/SKEP-DIR/BSB JKT/V/2011 Tanggal 30 Mei 2011 dan Nomor 178/ SKEP-DIR/KP JKT/XI/2012 Tanggal 23 November 2012 The Board of Directors Decree Number 082/SKEP-DIR/ BSB JKT/V/2011 dated 30th of May 2011 and Number 178/SKEP-DIR/KP JKT/XI/2012 dated 23rd of November 2012.
Profil Anggota Komite Remunerasi dan Nominasi 1. DR. Hajriyanto Y. Thohari, M.A. (Ketua). Profil dapat dilihat pada bagian Dewan Komisaris. 2. Prof. DR. Bambang Setiaji, M.Si. (Anggota). Profil dapat dilihat pada bagian Dewan Komisaris. 3. Rismarini (Anggota). Lahir di Rumbai pada 27 September 1964, alumnus Universitas Indonesia dengan gelar akademik Sarjana Psikologi. Menjabat anggota Komite Remunerasi dan Nominasi sejak 28 Mei 2009. Merupakan pejabat eksekutif yang membawahi SDI di Perseroan.
Profile of Remuneration and Nomination Committee Member 1. DR. Hajriyanto Y. Thohari, M.A. (Chairman). The profile can be seen in the Board of Commissioners section. 2. Prof. DR. Bambang Setiaji, M.Si. (Member). The profile can be seen in the Board of Commissioners section. 3. Rismarini (Member). Born in Rumbai on 27th of September 1964, and an alumnus of University of Indonesia with a degree in Psychology. Served as a member of the Remuneration and Nomination Committee since 28th of May 2009 and an Executive Officer that supervises Human Resources in the Company.
FREKUENSI RAPAT KOMITE REMUNERASI DAN NOMINASI

REMUNERATION AND NOMINATION COMMITEE MEETING FREQUENCY
Rapat Komite Remunerasi dan Nominasi Remuneration and Nomination Committee Meeting No/No Tanggal/Date
1 2 3 21 Maret 2012/March 21, 2012 12 November 2012/November 12, 2012 10 Desember 2012/December 10, 2012
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Laporan Kegiatan Kerja Komite Remunerasi dan Nominasi 1. Merekomendasikan pemberhentian/ pencalonan Komisaris Utama sebagai Komisaris Utama Perseroan kepada Dewan Komisaris. 2. Merekomendasikan pemberhentian anggota Komite Remunerasi dan Nominasi kepada Dewan Komisaris. 3. Melakukan benchmark, review remunerasi Dewan Komisaris, Direksi, dan DPS. 4. Mengusulkan remunerasi Direksi, Komisaris, dan DPS kepada Dewan Komisaris.
Work Activity Report of the Remuneration and Nomination Committee 1. To recommend discharge/nomination of the President Commissioner as the Companys President Commissioner to the Board of Commissioners. 2. To recommend discharge of Remuneration and Nomination Committee member to the Board of Commissioners. 3. To do benchmark, to review the remuneration of the Board of Commissioners, the Board of Directors, and Sharia Supervisory Board. 4. To propose remuneration of the Board of Directors, the Board of Commissioners, and Sharia Supervisory Board to the Board of Commissioners. c. Risk Monitoring Committee Consistent to its duties and responsibilities, the Risk Monitoring Committee evaluates the risk management policy and the consistency of the implementation after the evaluation of the implementation of the Risk Management Committee and Risk Management Work Unit duties, to be a matter of input/ recommendation to the Board of Commissioners. The Independence of the Risk Monitoring Committee In doing its duties and responsibilities, the Companys Risk Monitoring Committee always maintain its independence. Their independence is reflected in the assignation of the of the Chief of Risk Monitoring Committee that comes from the Companys Independent Commissioner; the fact that there are no member of the Board of Directors that becomes a member of Risk Monitoring Committee; and the majority of the member of the Risk Monitoring Committee are Independent Commissioner. Structure of Risk Monitoring Committee Consistent with the regulation about GCG for Islamic Commercial Bank and Islamic Business Unit, the member of Risk Monitoring Committee consists of
c. Komite Pemantau Risiko Sesuai dengan tugas dan tanggung jawabnya, Komite Pemantau Risiko melakukan evaluasi terhadap kebijakan manajemen risiko dan kesesuaian pelaksanaannya berikut evaluasi pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko untuk kemudian menjadi bahan masukan/ rekomendasi kepada Dewan Komisaris. Independensi Komite Pemantau Risiko Dalam melaksanakan tugas dan tanggung jawabnya, Komite Pemantau Risiko Perseroan selalu menjaga independensinya. Independensi Komite Pemantau Risiko Perseroan tercermin pada pengangkatan Ketua Komite Pemantau Risiko yang berasal dari Komisaris Independen Perseroan, tidak adanya anggota Direksi yang menjadi anggota Komite Pemantau Risiko, dan mayoritas anggota Komite Pemantau Risiko merupakan Komisaris Independen.
Susunan Komite Pemantau Risiko Sesuai dengan ketentuan mengenai GCG bagi BUS dan UUS, anggota Komite Pemantau Risiko Perseroan terdiri atas Komisaris atau pihak independen yang
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memiliki keahlian di bidang perbankan/ keuangan syariah maupun yang memiliki keahlian di bidang manajemen risiko serta memiliki integritas dan reputasi keuangan yang baik. Komite Pemantau Risiko diketuai Komisaris Independen dan seluruh anggota Komisaris yang menjadi anggota Komite Pemantau Risiko merupakan Komisaris Independen.
Commissioners and independent parties that have expertise in the field of sharia banking/financial and expertise in the field of risk management, and also have good integrity and financial reputation. Risk Monitoring Committee is led by an Independent Commissioner and the entire Board of Commissioner member that also became a member of Risk Monitoring Committee are Independent Commissioner. Structure, membership, expertise, and independence of the Risk Monitoring Committee member of the Company are as follows:
Struktur, keanggotaan, keahlian, dan independensi anggota Komite Pemantau Risiko Perseroan adalah sebagai berikut:
SUSUNAN ANGGOTA KOMITE PEMANTAU RISIKO PT BANK SYARIAH BUKOPIN 2012

COMPOSITION OF PT BANK SYARIAH BUKOPIN RISK MONITORING COMMITTEE 2012
No.
1 2 3
Nama/Name
DR. Hajriyanto Y. Thohari, M.A Prof. DR. Bambang Setiaji, M.Si. Betarto Fitriaji
Posisi/Position
Ketua/Chairman Anggota/Member Anggota/Member
Hasil Keputusan Rapat Dewan Komisaris pada 15 April 2009 Result of the Decision of the Board of Commissioners meeting in 15th of April 2009 Surat Keputusan Direksi Nomor 029/Skep-DIR/ KP-BSB/V/2009 Tanggal 28 Mei 2009 The Board of Directors Decree Number 029/Skep-DIR/ KP-BSB/V/2009 dated 28th of May 2009
Profil Anggota Komite Pemantau Risiko 1. DR. Hajriyanto Y. Thohari, M.A. (Ketua). Profil dapat dilihat pada bagian Dewan Komisaris 2. Prof. DR. Bambang Setiaji, M.Si. (Anggota). Profil dapat dilihat pada bagian Dewan Komisaris 3. Betarto Fitriaji (Anggota). Lahir di Madiun pada 26 September 1976, menjabat sebagai Anggota Komite Pemantau Risiko Perseroan sejak 28 Mei 2009. Memiliki pengalaman kerja sebagai profesional di bidang manajemen risiko perbankan. Telah mengikuti berbagai pelatihan/kursus di dalam dan luar negeri serta memperoleh sertifikat Financial Risk Manager (FRM) dari Global Association of Risk
Profile of the Risk Monitoring Committee Member: 1. DR. Hajriyanto Y. Thohari, M.A. (Chairman). The profile can be seen in the Board of Commissioners section. 2. Prof. DR. Bambang Setiaji, M.Si. (Member). The profile can be seen in the Board of Commissioners section. 3. Betarto Fitriaji (Member). Born in Madiun on 26th of September 1976 and served as a member of the Companys Risk Monitoring Committee since 28th of May 2009. Had work experience as a professional in the field of banking risk management. Had participated various trainings/courses locally and internationally and had achieved Financial Risk Manager (FRM) certificate from Global Association of
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Professional (GARP) pada 2006. Alumnus Universitas Indonesia (UI) dengan gelar akademik Sarjana Teknik, dan jabatan karier sebagai Kepala Bagian Manajemen Risiko Kredit PT Bank Bukopin, Tbk.
Risk Professional (GARP) in 2006. An alumnus of University of Indonesia (UI) as a Bachelor of Engineering, and had a career as the Head of Credit Risk Management Sub Division of PT Bank Bukopin, Tbk.
FREKUENSI RAPAT KOMITE PEMANTAU RISIKO 2012

RISK MONITORING COMMITTEES MEETING FREQUENCY 2012
Rapat Komite Pemantau Risiko Risk Monitoring Committee Meeting No/No Tanggal/Date
1 2 3 4 5 6 7 8 9 10 11 4 Januari 2012/January 4, 2012 27 Januari 2012/January 27, 2012 28 Februari 2012/February 28, 2012 21 Maret 2012/March 21, 2012 3 Mei 2012/May 3, 2012 28 Mei 2012/May 28, 2012V 26 Juni 2012/June 26, 2012 24 Juli 2012/July 24, 2012 10 Agustus 2012/August 10, 2012 18 September 2012/September 18, 2012 12 November 2012/November 12, 2012
Kehadiran/Attendance
DR. Hajriyanto Y. Thohari, M.A Prof. DR. Bambang Setiaji, M.Si. V V V V V V V V V 82% V V V V V V V V V V V 100% Betarto Fitriaji V V V V V V V V V 82%
Laporan Kegiatan Kerja Komite Pemantau Risiko Selama 2012 telah dilaksanakan 11 (sebelas) kali rapat. Adapun, hal-hal penting yang dibahas selama 2012, antara lain: a. Profil risiko Perseroan setiap triwulan posisi akhir 2011 hingga 2012; b. Pembahasan atas hasil temuan, tanggapan, atau masukan dari BI; c. Pembahasan atas sejumlah risiko utama Perseroan sepanjang 2012; d. Pembahasan atas kondisi keuangan dan permodalan Perseroan sepanjang 2012; dan e. Pertemuan dengan Satuan Kerja Manajemen Risiko Perseroan. Sekretaris Perusahaan Perseroan telah memiliki Sekretaris Perusahaan sebagai organ pendukung pelaksanaan struktur GCG pada Perseroan. Sekretaris Perusahaan dibentuk guna mendukung pencitraan
Work Activity Report of the Risk Monitoring Committee Throughout 2012, there have been 11 (eleven) meetings held. The essential matters addressed throughout 2012 among others are: a. Quarterly risk profile of the Company from the end of 2011 to 2012; b. Discussing findings, responds, or inputs from the Central Bank of Indonesia; c. Discussing several main risks of the Company throughout 2012; d. Discussing the Companys financial condition and capital throughout 2012; and e. Meeting with the Companys Risk Management Work Unit. Corporate Secretary The Company has Corporate Secretary as a supporting organ for the implementation of GCG structure in the Company. Corporate Secretary was established in order to support a
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Pada 2013, Perseroan optimistis dapat melakukan ekspansi pembiayaan dengan baik serta memerhatikan diversifikasi portofolio pembiayaannya berlandaskan azas prudential banking.
In 2013, the Company is optimist to be able to properly expand financing and observing the diversification of financing portfolio based on prudential banking principles.
perusahaan yang baik secara berkesinambungan melalui komunikasi yang efektif kepada stakeholders. Dalam menjalankan tugas dan perannya, Sekretaris Perusahaan diangkat, diberhentikan, dan bertanggung jawab langsung kepada Direktur Utama Perseroan. Berdasarkan Surat Keputusan Direksi Nomor 122/SKEP-DIR/BSB-JKT/XII/2009 Tanggal 28 Desember 2009, Perseroan menunjuk Evi Yulia Kurniawati sebagai Kepala Sekretaris Perusahaan Perseroan. Tugas dan Tanggung Jawab Sekretaris Perusahaan di Perseroan memiliki fungsi dan tanggung jawab untuk memantau perkembangan pasar dan kondisi eksternal Perseroan, khususnya terkait dengan aturan di bidang Perbankan Syariah; memberikan pelayanan serta informasi yang dibutuhkan pihak eksternal dan masyarakat mengenai kondisi internal Perseroan atau hal-hal khusus yang ingin diketahui masyarakat; memberikan masukan kepada Direksi untuk menjalankan ketentuan/undang-undang yang berlaku; serta mengingatkan Direksi mengenai tanggung jawab melaksanakan GCG secara optimal sesuai dengan tujuan perusahaan dan meningkatkan laba perusahaan secara berkesinambungan.
sustainable good image of the Company through effective communication with stakeholders. In doing its duties and responsibilities, the Corporate Secretary is appointed, replaced, and directly responsible to the Companys President Director. Based on the Board of Directors Decree Number 122/SKEP-DIR/BSB-JKT/XII/2009 dated 28th of December 2009, the Company appointed Evi Yulia Kurniawati as Head of Corporate Secretary of the Company. Duties and Responsibilities Corporate Secretary in the Company has functions and responsibilities to monitor market development and the Companys external condition, especially related with the regulations in the field of Islamic banking; to give service and information needed by external party and the community about the internal condition of the Company or special matters that the community wants to know; to give input to the Board of Directors to implement applied regulations/ legislations; and to remind the Board of Directors about the responsibility of implementing GCG optimally consistent with the Companys objective and increase the Companys profit sustainably.
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Selain itu, Sekretaris Perusahaan bertanggung jawab memastikan berjalannya fungsi Dewan Komisaris, Direksi, DPS, dan Komite-Komite; mengoordinasikan self assessment dan pelaporan pelaksanaan GCG Perseroan agar sesuai dengan Peraturan Bank Indonesia dan GCG; menghadiri dan membuat risalah rapat Direksi dan Dewan Komisaris; dan menyelenggarakan RUPS. Sekretaris Perusahaan juga bertugas sebagai liaison officer (pejabat penghubung) dalam rangka membantu Direksi Perseroan untuk mengomunikasikan dan menginformasikan pesan-pesan penting Perseroan kepada segenap stakeholder.
Moreover, the Corporate Secretary is responsible to ensure the function of the Board of Commissioners, Board of Directors, Sharia Supervisory Board, and Committees; to coordinate self assessment and the Companys GCG implementation report to be consistent with the Central Bank of Indonesias regulation and GCG; to attend and make minutes of meeting for the Board of Directors and the Board of Commissioners; and to organize General Meeting of Shareholders. the Corporate Secretary also work as liaison officer in order to help the Companys Board of Directors to communicate and inform important messages of the Company to the entire stakeholder. Communication and the spread of financial information are related with the Companys performance and other information, either to the government, the Central Bank of Indonesia as the regulator, shareholders, entrepreneurs, and the community. Corporate Secretary also has done its role and function in matters related with the community and the secretarial activities.
Komunikasi dan penyebaran informasi keuangan tersebut terkait dengan kinerja Perseroan maupun informasi-informasi lain, baik kepada pemerintah, BI sebagai regulator, pemegang saham, pelaku usaha, maupun masyarakat. Sekretaris Perusahaan juga telah melaksanakan peran dan fungsinya dalam hal-hal yang berhubungan dengan kemasyarakatan dan aktivitasaktivitas kesekretariatan. Dalam melaksanakan tugas dan tanggung jawabnya, Sekretaris Perusahaan selalu mengedepankan prinsip transparansi sebagai referensi utama kegiatan komunikasinya, sehingga diharapkan mampu meningkatkan loyalitas stakeholder terhadap eksistensi dan posisi Perseroan pada saat ini dan ke depan.
In implementing its duties and responsibilities, the Corporate Secretary always put the principles of transparency forward as the main reference of its communication activity, so it is expected to be able to improve the loyalty of the stakeholder towards the Companys existence and position at the moment and in the future. In 2012, the Corporate Secretary also regularly accelerate the publishing of internal magazine, BSB News, as the Companys internal communication media and the establishment of the Companys social networking to communicate with external party through the Companys Facebook and Twitter with Bank Syariah Bukopin and @BSyariahBukopin. Last but not least, the Corporate Secretary also have done several corporate social responsibility activities.
Secara rutin pada 2012 Sekretaris Perseroan juga telah mengakselerasi penerbitan majalah internal BSB NEWS sebagai media komunikasi internal perseroan dan pembuatan jejaring sosial untuk komunikasi dengan pihak luar baik melalui Facebook maupun Twitter Perseroan yaitu Bank Syariah Bukopin dan @BSyariahBukopin. Tidak kalah pentingnya, Sekretaris Perusahaan juga telah melaksanakan sejumlah kegiatan tanggung
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jawab sosial (corporate social responsibility atau CSR). Terkait dengan penyebaran informasi perusahaan, seperti laporan tahunan, siaran pers, dan informasi lain yang dibutuhkan nasabah, investor, maupun masyarakat, Sekretaris Perusahaan telah mengelola www.syariahbukopin.co.id. Satuan Kerja Audit Internal Satuan Kerja Audit Internal (SKAI) merupakan unit kerja independen yang langsung bertanggung jawab kepada Direktur Utama Perseroan. Pelaksanaan audit internal merupakan salah satu fungsi yang harus dilakukan Direksi dalam rangka pelaksanaan GCG pada Perseroan. Audit Internal merupakan pilar yang menopang efektivitas pengendalian internal, pengelolaan risiko, serta GCG pada Perseroan. Ketiga hal tersebut sangat dibutuhkan untuk meningkatkan kemungkinan pencapaian tujuan dan target yang telah ditetapkan, tapi dengan tingkat risiko yang rendah. Sebagai upaya untuk mendukung implementasi GCG di Perseroan, SKAI telah melaksanakan fungsi dan tugasnya. Tugastugas yang dimaksud adalah sebagai berikut: 1. Melakukan evaluasi terhadap efektivitas, efisiensi, dan kepatuhan dalam proses bisnis Perseroan melalui metodologi audit berbasis risiko terhadap seluruh proses bisnis yang ada di Perseroan; 2. Monitoring kebenaran dan kewajaran angkaangka dalam laporan keuangan secara berkelanjutan, terutama pada akun-akun (pos-pos neraca keuangan) yang sensitif, seperti pendapatan dan biaya, sehingga kesalahan penyajian pada laporan keuangan dapat diminimalisasi; 3. Mengoordinasikan aktivitas dengan proses pengelolaan risiko untuk memperoleh input maupun output mengenai penilaian risiko; 4. Berperan serta sebagai konsultan atau partner bagi pihak-pihak intern yang membutuhkan, seperti memberikan masukan atas usulan/proposal kebijakan atau sistem dan prosedur, serta memastikan kecukupan
Related with the spread of the Companys information, such as annual report, press release, and other information that is needed by the customer, investor, and the community, the Corporate Secretary have managed www.syariahbukopin.co.id.
Internal Audit Work Unit Internal Audit Work Unit (SKAI) is an independent work unit that is responsible directly to the President Director of the Company. The implementation of internal audit is one of the functions that must be done by the Board of Directors in order to implement GCG in the Company. Internal Audit is the pillar that supports the effectiveness of internal control, risk management, and GCG in the Company. Those three things is highly required to increase the possibility of achieving the determined objectives and targets, in lower level of risk. As an effort to support GCG implementation in the Company, Internal Audit Work Unit has fulfilled its functions and duties. The referred duties are as follows: 1. To evaluate the effectiveness, efficiency, and compliance in the business process of the Company through risk based audit methodology towards the entire business process existed in the Company; 2. To continuously monitor the truth and reasonableness of the numbers in the financial report, especially in the sensitive balance sheet accounts, such as revenue and cost, so that presentation mistake in the financial report can be minimized; 3. To coordinate activities with risk management process to get input and output about risk assessment; 4. To participate as a consultant or partner for internal partner in need, such as giving input for suggestion/proposal of policy or system and procedure, and to ensure the adequacy of internal control aspects;
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aspek-aspek pengendalian intern; 5. Melakukan audit atas aspek pembiayaan, operasional, dan kajian atas pengendalian internal. Hasil dari proses pelaksanaan audit tersebut didokumentasikan dalam laporan hasil audit (LHA) yang berisi informasi mengenai temuan, kesimpulan hasil audit penerapan pengendalian internal, kesimpulan pengungkapan kondisi cabang yang memerlukan perbaikan, serta kerangka acuan untuk tindakan-tindakan yang harus diambil manajemen berdasarkan rekomendasi dan penjelasan pandangan objek audit. LHA disampaikan kepada Direktur Utama dan Dewan Komisaris melalui Komite Audit serta auditee terkait; 6. Melakukan monitoring terhadap tindak lanjut temuan audit SKAI sesuai dengan arahan direksi dan/atau Komite Audit; 7. Menyusun pedoman audit dan program atau rencana kerja tahunan sehingga pelaksanaan audit dapat berjalan efektif dan efisien serta tepat sasaran; 8. Meningkatkan kualitas aparat SKAI secara berkelanjutan melalui pelatihan-pelatihan.
5. To audit financial, operational, and review of internal control aspect. The result of the implementation of that audit process is documented in audit report that consists of information about findings, audit conclusion of the implementation of internal control, conclusion for disclosure of branches condition that needs improvements, and term of reference for actions that need to be taken by the management based on recommendations and explanations of the audit object views. Audit report is delivered to the President Directors and the Board of Commissioners through the Audit Committee and related auditee; 6. To monitor the follow up of Internal Audit Work Unit findings consistent with the referrals of the Board of Directors and/or Audit Committee; 7. To compose guidelines of audit and program or annual work plan, so audit implementation will run effectively, efficiently, and right on target; 8. To continuously increase the quality of Internal Audit Work Unit officers through trainings. The inspection done by the Internal Audit Work Unit is fully supported by the management. In matters related with the inspection, Head of Internal Audit Work Unit can communicate directly with the Board of Commissioners to inform several things that are related with the audit. Furthermore, all information that is given should be reported beforehand to the President Director with a copy to the Compliance Director.
Pemeriksaan yang dilakukan SKAI didukung penuh oleh manajemendalam hal yang berhubungan dengan pemeriksaan, Kepala SKAI dapat berkomunikasi langsung dengan Dewan Komisaris untuk menginformasikan berbagai hal yang berhubungan dengan pemeriksaan (audit). Selain itu, setiap pemberian informasi tersebut sebelumnya harus dilaporkan kepada Direktur Utama dengan tembusan kepada Direktur Kepatuhan. Berikut adalah kegiatan dan hasil temuan SKAI sepanjang 2012: Melakukan audit pembiayaan, audit operasional, audit khusus, dan kajian atas pengendalian internal. Pendokumentasian setiap hasil aktivitas kerja SKAI dalam LHA yang senantiasa dievaluasi guna perbaikan berkelanjutan bagi Perseroan. SKAI senantiasa meningkatkan kualitas dalam setiap aktivitas auditnya sehingga memberi dampak positif kepada Perseroan.
Here are the activities and findings of Internal Audit Work Unit throughout 2012: To do financing audit, operational audit, special audit, and review of internal control. To document every result of Internal Audit Work Unit activity result in an Audit Report that is always be evaluated for sustainable improvement for the Company. SKAI continues to improve its quality in every audit activity so that give a positive effect to the Company.
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Shares Option yang Dimiliki Komisaris, Direksi, dan Pejabat Eksekutif Sepanjang 2012, Perseroan tidak/belum melakukan kegiatan buy back shares dan/atau obligasi. Notaris, Konsultan Hukum, dan Kantor Akuntan Publik Perseroan
Shares Option Owned by the Board of Commissioners, Board of Directors, and Executive Officers Throughout 2012, The Company didnt do either yet any buy back shares and/or buy back bond.
Notary, Legal Counsultant, and Certified Public Accounting (CPA) Firm of the Company I. Notary in the Head Office Notary : Adrian Djuaini, S.H. Adress : Jalan Bendungan Hilir V/2, Bendungan Hilir, Jakarta Pusat Telephone : (62-21) 5700008, 5735261 Fax : (62-21) 5704481 Email : adriandjuaini@yahoo.com II. CPA Firm CPA Firm of Doli, Bambang, Sudarmaji & Dadang Address : Jalan Raya Kalimalang Blok E No. 4F Duren Sawit, Jakara Timur, 13440 Telephone : (62-21) 8611845, 8611847, 86610331, 8661033 Fax : (62-21) 8611708, 86610401 Email : basco@dnet.net.id Auditor_shs@yahoo.com The Company has appointed an external party that is a CPA Firm that is registered in the Central Bank of Indonesia and is an affiliation of an international CPA Firm to audit the Companys financial report more intensively.
I. Notaris di Kantor Pusat Notaris : Adrian Djuaini, S.H. Alamat : Jalan Bendungan Hilir V/2, Bendungan Hilir, Jakarta Pusat Telepon : (62-21) 5700008, 5735261 Faks : (62-21) 5704481 Email : adriandjuaini@yahoo.com II. Kantor Akuntan Publik Kantor Akuntan Publik Doli, Bambang, Sudarmaji & Dadang Alamat : Jalan Raya Kalimalang Blok E No. 4F Duren Sawit, Jakarta Timur, 13440 Telepon : (62-21) 8611845, 8611847, 86610331, 8661033 Faks : (62-21) 8611708, 86610401 Email : basco@dnet.net.id Auditor_shs@yahoo.com Perseroan telah menunjuk pihak eksternal, yaitu kantor akuntan publik yang terdaftar di BI dan merupakan afiliasi dari kantor akuntan publik internasional, untuk melaksanakan audit secara lebih intensif terhadap laporan keuangan Perseroan. Audit yang dilakukan akuntan publik telah efektif. Perseroan dalam hal ini dinilai telah memenuhi seluruh aspek yang dipersyaratkan dalam proses penunjukan akuntan publik dan kantor akuntan publik (KAP). Antara lain, akuntan publik dan KAP terdaftar di BI serta yang ditunjuk dan disetujui dalam RUPS oleh Dewan Komisaris dan hasil rekomendasi dari Komite Audit.
The audit that is done by the public accountant is effective. The Company in this matter is rated has fulfilled the entire aspect required in the appointment process of public accountant and CPA firm. Among others, public accountant and CPA Firm are registered in the Central Bank of Indonesia, appointed by Board of Commissioners and approved in the General Meeting of Shareholders and based on recommendation from the Audit Committee. Based on the authority given by the General Meeting of Shareholders and the Board of
Berdasarkan kewenangan yang diberikan oleh RUPS dan Dewan Komisaris dengan
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memerhatikan rekomendasi Komite Audit dan peraturan perundangan yang berlaku, Perseroan telah menunjuk kantor akuntan publik Doli, Bambang, Sudarmaji & Dadang untuk melakukan audit laporan keuangan Perseroan untuk tahun buku yang berakhir pada 30 Desember 2011 dan 30 Desember 2012.
Commissioners by considering the recommendation from the Audit Committee and applied rules and regulation, the Company has appointed the CPA Firm of Doli, Bambang, Sudarmaji, & Dadang to audit the financial report of the Company for the financial year that ended in 30th December 2011 and 30th December 2012. Throughout 2012, that CPA Firm never gave any other service to the Company other than auditing services. Therefore, there hasnt been any conflict of interests in the implementation of audit process. Transparency of Financial and Non-Financial Condition The Companys financial reports are always examined by CPA Firm. In the financial year of 2012, examination is done by CPA Firm of Doli, Bambang, Sudarmaji & Dadang. Financial and non-financial report of the Company have been composed and delivered to determined parties with appropriate procedure, type, and scope, as applied regulation.
Selama 2012 kantor akuntan publik tersebut tidak memberikan jasa lain kepada Perseroan, selain jasa audit. Sehingga, tidak terjadi benturan kepentingan dalam pelaksanaan proses audit. Transparansi Kondisi Keuangan dan Nonkeuangan Laporan keuangan tahunan Perseroan selalu diperiksa oleh KAP. Pada tahun buku 2012, pemeriksaan dilakukan oleh KAP Doli, Bambang, Sudarmaji & Dadang. Laporan keuangan maupun nonkeuangan Perseroan telah disusun dan disajikan dengan tata cara, jenis, dan cakupan yang sesuai serta disampaikan kepada pihak-pihak yang telah ditentukan sebagaimana ketentuan yang berlaku. Transparansi laporan keuangan dan nonkeuangan yang telah dilakukan Perseroan pada 2012 adalah sebagai berikut: Meningkatkan pelaporan kepada stakeholder sehubungan dengan laporan tahunan, seperti lembaga penelitian di bidang ekonomi dan keuangan, Yayasan Perlindungan Konsumen Indonesia (YLKI), dan lembaga lain; Mempertahankan dan meningkatkan peran TI dalam operasional layanan Perseroan; Mempertahankan dan meningkatkan security system sejalan dengan peningkatan kebutuhan serta penambahan aplikasi pada setiap fungsi dan lapisan-lapisan sistem keamanan; Meningkatkan SDI dengan mengikutsertakan karyawan dalam seminar dan pelatihan. Pada 2013, Perseroan optimistis dapat melakukan ekspansi pembiayaan dengan baik serta memerhatikan diversifikasi portofolio pembiayaannya berlandaskan azas prudential banking.
Transparency of financial and non-financial report that has been done by the Company in 2012 are as follows: To increase the reporting to the stakeholders related with annual report, such as research institution in the field of economic and financial, Indonesian Consumer Protection Organization (YLKI), and other institution; To maintain and increase the role of IT in the Companys service operation; To maintain and increase the security system, in line with the demand increase and addition, and also the addition of application in every function and level of security system; To improve human resources by engaging the employee in seminars and trainings. In 2013, the Company is optimist to be able to properly expand financing and observing the diversification of financing portfolio based on prudential banking principles.
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Transaksi yang Mengandung Benturan Kepentingan Perseroan dalam pelaksanaan kegiatan operasionalnya memiliki pedoman sistem dan prosedur kebijakan seperti halnya limit komite pembiayaan, kebijakan opini manajemen risiko dan kepatuhan, kebijakan SDI, serta kebijakan dan prosedur operasional bank lainnya yang senantiasa digunakan oleh manajemen sebagai pertimbangan dalam setiap pengambilan keputusan. Pelaksanaan Prinsip Syariah, baik pada kegiatan penghimpunan dana maupun transaksi penyaluran dana, serta pelayanan jasa Perseroan pada 2012 telah sesuai dengan kriteria/indikator. Perseroan juga melengkapi pedoman tersebut berdasarkan rekomendasi DPS sesuai dengan hasil review dan uji petik yang dilakukan. Guna mewujudkan penerapan tata kelola perusahaan, Perseroan terus melakukan pengembangan, pelengkapan, atau pemutakhiran kebijakan-kebijakan prosedur, termasuk kebijakan, sistem, dan prosedur bersifat khusus, seperti penyelesaian benturan kepentingan. Pengambilan keputusan yang mengandung benturan kepentingan didokumentasikan dengan baik sesuai dengan ketentuan berlaku. Permasalahan Hukum yang Dihadapi Selama 2012, sebagai bagian dari pelaksanaan GCG, tidak ada permasalahan hukum yang dihadapi oleh Perseroan. Pemberian Dana untuk Kegiatan Sosial dan Politik Selama 2012, sebagai bagian dari pelaksanaan GCG, Perseroan tidak terlibat dalam kegiatan politik dan tidak memberikan donasi untuk kepentingan politik. Sebaliknya, ada pemberian dana untuk kegiatan sosial. Pendapatan Nonhalal dan Penggunaannya Selama 2012, sebagai bagian dari pelaksanaan GCG, Perseroan tidak pernah melakukan kegiatan usaha yang berpotensi menghasilkan
Conflict of Interest Transactions In the implementation of its operational activities, the Company has system guidelines and policy procedure, such as financing committee limit, risk and compliance management opinion policy, human resources policy, and other bank operational procedures and policies that are always be used by the management as a consideration in every decision making. The implementation of Sharia Principles, both in fund collecting activities and in fund distribution transactions, and the Companys service in 2012 are consistent with the criteria/indicator. The Company also completes that guideline based on the recommendation of Sharia Supervisory Board, consistent with the review result and conducted test quotes. In order to fulfill the implementation of GCG, the Company keeps developing, completing, and improving procedure policies, including policies, system, and procedures that are special, such as conflict of interest settlement. Decision making that contains conflict of interest are properly documented, consistent with applied regulations.
Legal Problem to be Encountered Throughout 2012, as a part of GCG implementation, there is no legal problem that needs to be encountered by the Company. Fund Giving for Social and Politics Activities Throughout 2012, as a part of GCG implementation, the Company is not involved in any political activities and never gave any donation for political interest. On the contrary, there are fund given for social activities. Revenues that are not Kosher and Its Utilization Throughout 2012, as a part of GCG implementation, the Company never did any business activities that have the potential to
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pendapatan nonhalal dan tidak pernah menggunakan pendapatan nonhalal. Rencana Strategis Untuk mengantisipasi dinamika bisnis yang semakin berkembang pada industri perbankan syariah, Perseroan telah menyusun rencana korporasi dan rencana bisnis bank secara realistis, komprehensif, dan terukur. Hal tersebut dilakukan dengan memerhatikan prinsip kehatihatian perbankan (prudential banking) sekaligus mengantisipasi dinamika internal dan eksternal yang disesuaikan dengan visi dan misi Perseroan. Ke depan Perseroan juga berencana melakukan penambahan modal dalam rangka melakukan ekspansi pembiayaan. Realisasi Rencana Bisnis Bank pada 2012 Pengimplementasian GCG pada Perseroan menjadi bagian tidak terpisahkan dari proses bisnis yang dilakukan. Pengimplementasian 5 (lima) prinsip GCG Perseroan tercermin masingmasing melalui prinsip transparansi (transparancy), akuntabilitas (accountability), pertanggungjawaban (responsibility), profesional (professional), dan kewajaran (fairness) yang diimplementasikan dalam hal-hal berikut: 1. Pelaksanaan prinsip transparansi dicerminkan melalui publikasi laporan keuangan dan self assessment pelaksanaan GCG, baik melalui media massa, laporan tahunan, maupun website Perseroan; publikasi laporan keuangan dan perhitungan bagi hasil secara berkala melalui brosur/ leaflet bagi nasabah; up-dating ketentuan internal. 2. Pelaksanaan prinsip akuntabilitas dilaksanakan melalui rapat-rapat internal pengurus, komite-komite, pejabat eksekutif, dan pihak terkait. Termasuk, cost efficiency pada seluruh unit kerja Perseroan, penilaian bulanan dan triwulanan melalui monitoring realisasi Rencana Bisnis Bank (RBB) pada tingkat unit kerja Kantor Pusat dan Cabang. 3. Pelaksanaan prinsip responsibilitas dilaksanakan melalui kepatuhan terhadap berbagai ketentuan yang berlaku (UU, PBI & SEBI, PSAK, PPATK, Fatwa DSN; pengkinian/revisi kebijakan/pedoman/SE internal; serta kegiatan CSR.
generate revenues that are not kosher, and never use any revenues that are not kosher. Strategic Plan To anticipate business dynamics that keeps on developing in the Islamic banking industry, the Company has compose a corporate plan and business plan that are realistic, comprehensive, and measured. It is done by considering prudential banking principles and anticipating internal and external dynamics that have been adjusted with the Companys vision and mission. In the future, the Company also plans to increase capital in order to perform financing expansion.
Realization of Banks Business Plan in 2012 The implementation of GCG in the Company has been an inseparable part of the business process done. The implementation of 5 (five) GCG principles of the Company is reflected in the principles of transparency, accountability, responsibility, professional, and fairness that are implemented in the matters as follows:
1. The implementation of transparency principles is reflected through the publication of financial report and self assessment of GCG implementation, both through the mass media, annual report, and the Companys website; regular publication of financial report and shared income through leaflets for the customer; up-dating internal legislation. 2. The implementation of accountability principles through internal meetings of the managements, committees, executive officers, and related parties. Including cost efficiency in the entire work unit of the Company, monthly and quarterly assessment through monitoring the realization of Banks Business Plan at the level of Head Office and Branch Office work unit. 3. The implementation of responsibility principles done through compliance towards applied regulations (UU, PBI & SEBI, PSAK, PPATK, DSNs Fatwa); updating/revision of internal policies/guidelines/SE, and CSR activities.
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4. Pelaksanaan prinsip independensi dilaksanakan, di antaranya melalui penunjukan Komisaris Independen dan Pihak Independen dalam komite-komite, penggunaan jasa auditor eksternal untuk pemeriksaan/audit laporan keuangan, dan penyelenggaraan tender melalui Tim Pengadaan & Pengendalian Barang dan Jasa (TPPBJ). 5. Pelaksanaan prinsip fairness, di antaranya tercermin pada pelaksanaan human capital strategy; pemberian reward pegawai, seperti Tunjangan Prestasi Unit Kerja (TPUK) triwulanan, insentif, dan bonus; penerapan sanksi bagi pegawai yang melanggar disiplin berupa pembinaan, peringatan (SP1, SP2, SP3), dan pemutusan hubungan kerja (PHK) bagi pegawai bermasalah (fraud); serta mutasi, promosi/rotasi/demosi pegawai dan pejabat unit kerja.
4. The implementation of independence principles are done among others through the appointment of Independent Commissioner and Independent Parties in the Committees, the use of external auditor service to examine/audit financial report, and the enforcement of tender through the Procurement and Control of Goods and Services team. 5. The implementation of fairness principles, among others are reflected in the implementation of human capital strategy, reward giving to the employees, and quarterly Achievement Allowance of Work Unit, incentive, and bonus; imposition of sanctions on employees that violates discipline, in the form of guidance, warning (SP1, SP2, SP 3), work termination for troubled employees (fraud), and mutation, promotion/rotation/demotion of employees and work unit officials. Efforts to Strengthen GCG Media to Spread Information Giving information that are accurate and necessary for the stakeholders have become an important matter that become the Companys concern and is an important part to apply transparency principles. Here are several efforts of information dissemination that have been done by the Company: 1. Website: www.syariahbukopin.co.id 2. BSB News as internal magazine 3. Communication media between the Company with the employees through various provided facilities. Other than that, information about the Company can also be obtained in the Corporate Secretary which is located in: Head Office of PT Bank Syariah Bukopin Bank Syariah Bukopin Building Jalan Salemba Raya No. 55, Salemba, Central Jakarta 10440 Telp. (62 21) 021 2300912 Fax (62 21) 021 3148401. Email: corsec@syariahbukopin.co.id
Upaya Memperkuat GCG Media Penyebaran Informasi Pemberian informasi yang akurat dan dibutuhkan oleh stakeholders menjadi hal penting yang menjadi perhatian Perseroan dan merupakan bagian penting untuk menerapkan prinsip transparansi. Berikut beberapa upaya penyebaran informasi yang telah dilakukan Perseroan: 1. Website: www.syariahbukopin.co.id 2. Majalah internal BSB News 3. Media komunikasi antara Perseroan dengan pegawai melalui berbagai fasilitas yang disediakan. Selain itu, informasi tentang Perseroan dapat pula diperoleh pada Sekretaris Perusahaan yang beralamat pada: Kantor Pusat PT Bank Syariah Bukopin Gedung Bank Syariah Bukopin Jalan Salemba Raya No. 55 Salemba Jakarta Pusat 10440 Telp. (62 21) 021 2300912 Fax (62 21) 021 3148401. Email: corsec@syariahbukopin.co.id
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Perseroan juga terus mengembangkan kompetensi SDI melalui training-training, baik yang bersifat mandatory, seperti Manajemen Risiko dan Pendidikan Dasar Perbankan Syariah, maupun training yang bersifat program, seperti program Account Officer, serta training-training peningkatan kemampuan khusus. The Company also keeps developing human resources competency through trainings, both mandatory program such as Risk Management and Basic Education of Islamic Banking, and training program such as account officer program, and trainings to improve special ability.
Code of Conduct Etika merupakan hal penting dalam proses bisnis yang dilakukan Perseroan. Setiap pegawai Perseroan dituntut untuk mengedepankan etika dalam berhubungan dengan seluruh nasabah dan stakeholders. Dalam rangka mendukung proses tersebut, Perseroan telah memiliki code of conduct sebagai pedoman nilai dan budaya yang harus dipatuhi oleh seluruh pegawai Perseroan. Deklarasi Nilai-Nilai Perusahaan Perseroan memiliki nilai-nilai perusahaan yang harus menjadi pedoman bagi seluruh jajaran pengurus dan karyawan Perseroan dalam mencapai visi dan misi yang telah ditetapkan. Nilai-nilai Perseroan tersebut adalah sebagai berikut: Trusworthy; Responsibillity; Excellence; Caring; Teamwork. Whistle-Blowing System Perseroan menyadari bahwa mekanisme whistle-blowing system (WBS) sangat penting untuk mendeteksi secara dini potensi fraud yang bakal muncul. Kendati sekarang ini mekanisme tersebut belum terimplementasi, ke depan, sejalan dengan komitmen implementasi GCG, Perseroan
Code of Conduct Ethics is an important matter in the business process done by the Company. Every employee in the Company is required to promote ethics when interacting with the entire customer and stakeholders. In order to support that process, the Company has a code of conduct as guidelines of values and cultures that must be complied by the entire employee of the Company.
Declaration Companys Values The Company has corporate values that must be a guideline for the entire management and employee of the Company in achieving determined vision and mission. Those values of the Company are as follows: Trusworthy; Responsibillity; Excellence; Caring; Teamwork.
Whistle-Blowing System The Company realizes that whistle blowing system (WBS) mechanism is very important for early detection of upcoming fraud potential. Even though at the moment that mechanism havent been implemented, in the future, in line with GCG implementation commitment, the Company will implement
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akan mengimplementasikan mekanisme WBS sebagai pola pengawasan menyeluruh yang melibatkan seluruh pegawai demi memberikan rasa aman bagi seluruh pihak yang berinteraksi dengan Perseroan. Laporan Sumber Daya Insani (SDI) Sebagai pelaksana kebijakan dan kegiatan operasional untuk mewujudkan visi dan misi Perseroan, SDI adalah aset terpenting bagi Perseroan. Dari waktu ke waktu, Perseroan terus berupaya mengembangkan program peningkatan kualitas SDI yang profesional secara konsisten melalui sistem pengelolaan SDI secara terpadu dan berkelanjutan. Jumlah Pegawai Sampai dengan akhir 2012, Perseroan memiliki 539 pegawai yang tersebar di posisi manajerial, clerical, non-clerical, dan management trainee. Seluruh pegawai tersebut tersebar di Kantor Pusat, Kantor Cabang, Kantor Cabang Pembantu, dan Kantor Kas Perseroan. Rekrutmen Upaya penambahan jumlah pegawai sejauh ini sesuai dengan kebutuhan ekspansi bisnis Perseroan. Rekrutmen pegawai yang dilakukan bertujuan untuk mencapai rencana bisnis ke depan dan sejalan dengan perluasan jaringan kantor Perseroan.
the WBS mechanism as a comprehensive monitoring pattern that involves the entire employee in order to give a feeling of safety for the entire party that interacts with the Company. Human Resources Report As the implementer of policies and operational activities to actualize the Companys vision and mission, human resources is the most important asset for the Company. From time to time, the Company keeps trying to develop an integrated and sustainable program to improve the quality of professionally consistent human resources through human resources management system. Total of Employees Until the end of 2012, the Company has 539 employees that are scattered in the managerial, clerical, non-clerical, and management trainee position. All of those employees are spread in the Head Office, Branch Office, Sub-Branch Office, and Cash Office of the Company. Recruitment The effort to add the number of employees so far is consistent with the requirement for the Companys business expansion. Employee recruitment is done in order to achieve business plan in the future and consistent with the Companys expansion of office network. Challenges The effort to attract external talents or potential prospective employees from various top universities to join and fill the vacant position in the Company became the biggest challenge in the human resources field in 2012. Human Resources Development Program In 2012, the Company has recruited and implemented Management Development Program (MDP) II training (previously called Officer Development Program or ODP) which is still going through on the job training at the Head Office and Melawai Branch Office.
Tantangan Upaya menarik para talent dari luar atau calon karyawan potensial dari berbagai universitas terbaik agar bergabung mengisi posisi lowong di Perseroan menjadi tantangan terbesar dalam bidang SDI pada 2012. Program Pengembangan SDI Pada 2012, Perseroan telah merekrut dan melaksanakan training Management Development Program (MDP) II (sebelumnya Officer Development Program atau ODP) yang saat ini masih menjalankan on the job training di Kantor Pusat dan Cabang Melawai.
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Perseroan juga terus mengembangkan kompetensi SDI melalui training-training, baik yang bersifat mandatory, seperti Manajemen Risiko dan Pendidikan Dasar Perbankan Syariah, maupun training yang bersifat program, seperti program Account Officer, serta training-training peningkatan kemampuan khusus. Selain itu, juga diselenggarakan training yang bersifat teknis untuk menunjang pekerjaan tertentu. Khusus untuk sertifikasi manajemen risiko, telah dilakukan dan dijadwalkan karyawan yang harus mengikuti uji kompetensi manajemen risiko, sesuai ketentuan regulator. Laporan Sistem Informasi dan Teknologi Pemanfaatan TI sangat penting untuk mendukung proses bisnis Perseroan. Dari waktu ke waktu, Perseroan terus berupaya menyempurnakan sistem TI yang ada untuk menyesuaikan dengan tuntutan dan kebutuhan bisnis Perseroan. Proses Pengembangan Sistem TI Dalam melakukan pengembangan sistem teknologi perbankan syariah, Perseroan berupaya menyesuaikan dengan perkembangan industri yang pengimplementasiannya disesuaikan dengan kebutuhan Perseroan, tetapi tetap mengacu pada ketentuan perbankan nasional dan global. Untuk menunjang pencapaian bisnis dan kinerja Perseroan secara keseluruhan, proses pengembangan sistem TI yang dilakukan Divisi TI selalu bersinergi dengan divisi lain yang terkait. Pada tahun 2012, ada beberapa terobosan yang dilakukan Perseroan dalam pengembangan sistem TI. Di antaranya, penyempurnaan fitur e-banking, seperti syariah bank cash management (Syb BCM), Syb info, dan memperbanyak delivery channel. Perseroan juga melakukan pengembangan dan penyempurnaan serta pemisahan card management system dari PT Bank Bukopin, Tbk untuk
The Company also keeps developing human resources competency through trainings, both mandatory program such as Risk Management and Basic Education of Sharia Banking, and training program such as account officer program, and trainings to improve special ability. Furthermore, the Company also held technical training to support certain job. Specially for risk management certification, the Company has done and scheduled the employee who has to take risk management competence examination in line with regulation.
Report of Information and Technology System The utilization of IT is very important to support the Companys business process. From time to time, the Company still tries to perfect the existing IT system to adjust with the Companys demand and requirements.
IT System Development Process In performing developments for Islamic banking technology system, the Company seeks to adapt with the development of the industry by adjusting the implementation to the Companys needs, but still refer to national and global banking regulations. To support the Companys overall business achievement and performance, the IT system development process that was done by the Companys IT division always synergies with other related divisions. In 2012, there was some breakthrough that was done by the Company in developing the IT system. Among others are the perfection of e-banking features, such as sharia bank cash management (Syb BCM), Syb info, and add delivery channel. The Company also keeps perfecting and performing development, and separating the card management system of PT Bank Bukopin, Tbk, to support the effort of the
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mendukung upaya Perseroan sebagai bank penerbit kartu ATM yang memiliki kode IIN sendiri. Peremajaan Mesin Produksi Untuk mempercepat proses pengembangan sistem TI dalam rangka mendukung pencapaian target dan kinerja bisnis, Perseroan melakukan pengembangan dan penyempurnaan aplikasi sistem TI perbankan yang ada dan melakukan persiapan peremajaan mesin produksi. Rencana Pengembangan Pada tahun 2013, arah strategi pengembangan sistem TI Perseroan difokuskan pada penyempurnaan teknologi e-banking, seperti penyempurnaan switching system, internet dan SMS banking, serta pengelolaan kartu ATM secara mandiri. Selain itu, Perseroan akan melakukan revitalisasi infrastruktur teknologi yang ada, di antaranya melalui penggantian mesin produksi dan disaster recovery centre (DRC) guna mengantisipasi perkembangan bisnis Perseroan hingga lima tahun ke depan. Perseroan juga akan melakukan penyempurnaan DRC Site secara mandiri. Laporan Manajemen Risiko Dalam rangka memitigasi dan meminimalisasi risiko-risiko yang mungkin terjadi pada semua kegiatan usaha bank serta memastikan fungsi manajemen risiko telah berjalan dengan baik, Perseroan berkomitmen untuk menerapkan serta melakukan pengelolaan manajemen risiko secara konsisten dan berkesinambungan. Pelaksanaan manajemen risiko dilakukan, antara lain dengan cara melakukan evaluasi berkesinambungan dan perbaikan berkelanjutan terhadap jenis maupun besaran risiko, rencana tindak lanjut yang tepat, serta memberikan laporan kepada Direksi. Dalam menjalankan kegiatan usaha dan menerapkan fungsi manajemen risiko mengacu kepada BI sebagai regulator dan peraturan perundang-undangan lainnya yang berlaku. Penerapan manajemen risiko bagi BUS,
Company as a bank that issues ATM card with its own IIN code.
Rejuvenation of Production Machines To accelerate the development process of IT system in order to support the achievement of targets and business performance, the Company developed and perfected the existing banking IT system application and rejuvenate the production machines.
Development Plan In 2013, the direction of strategy for developing the Companys IT system is focused on perfecting e-banking technology, such as perfecting the switching system, internet and SMS banking, and the management of ATM card independently. Furthermore, the Company will revitalize existing technology infrastructure, among others are through replacing production machine and Disaster Recovery Center in (DRC) order to anticipate the Companys business development until five years in the future. The Company will also perfect the DRC site independently. Risk Management Report In order to mitigate and minimized risks that could happen in the entire banks business activity and to ensure that the risk management function have work properly, the Company committed to apply and do risk management risk consistently and sustainably. The implementation of risk management is done by doing sustainable evaluation and continuous improvement to the type and scale of the risk, plan an accurate follow up, and give report to the Board of Directors.
In running business activities and applying risk management function that refers to the Central Bank of Indonesia as the regulator and to other applied regulations and legislations. As an application of risk management for Islamic
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Perseroan telah menyampaikan laporan profil risiko kepada BI mencakup 8 (delapan) jenis risiko, yaitu risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, risiko kepatuhan, risiko strategis, risiko reputasi, dan risiko hukum. Sehubungan dengan peraturan baru tersebut, Perseroan terus berupaya melakukan penyesuaian terhadap aturan dan kebijakan dimaksud. Selain 8 (delapan) jenis risiko tersebut, terdapat 2 (dua) risiko yang juga wajib dikelola oleh perbankan syariah, yakni risiko imbal hasil (rate of return risk) dan risiko investasi (equity investment risk), meskipun kedua risiko tersebut belum dimasukkan sebagai indikator dalam penilaian profil risiko bank. Fungsi manajemen risiko yang telah dilaksanakan Perseroan pada tahun 2012 adalah sebagai berikut: a. Melakukan pemantauan pelaksanaan strategi manajemen risiko yang telah disetujui oleh Direksi dan Komite Manajemen Risiko; b. Melakukan pemantauan posisi risiko secara keseluruhan (composite), per jenis risiko dan per jenis aktivitas fungsional; c. Melakukan kaji ulang terhadap proses manajemen risiko secara berkala; d. Melakukan pengkajian dan memberikan opini atas usulan pembiayaan dan/atau produk baru yang diajukan; e. Memberikan rekomendasi kepada unit operasional (risk taking unit); f. Menyusun dan menyampaikan Laporan Profil Risiko secara berkala kepada pihakpihak yang terkait. Pada 2013, Perseroan berkomitmen untuk terus meningkatkan implementasi manajemen risiko dengan lebih baik lagi. Adapun, sasaran dan target yang ingin dicapai pada 2013, di antaranya: 1. Mengembangkan budaya manajemen risiko pada seluruh jenjang organisasi; 2. Melihat risiko inheren bank saat ini serta perkembangan tantangan dan risiko usaha bank yang semakin besar, maka diperlukan
commercial bank, the Company has delivered risk profile report to the Central Bank of Indonesia that consists of 8 (eight) types of risks, that is credit risk, market risk, liquidity risk, operational risk, compliance risk, strategic risk, reputation risk, and legal risk. Related with that new regulation, the Company still tries to make adjustments towards referred regulations and policies. Other than those 8 (eight) risks mentioned, there are 2 (two) risks that must be managed by sharia banking, especially rate of return risk and equity investment risk, even though those 2 (two) risks havent been included as an indicator in the banks risk profile assessment.
Risk Management functions that have been implemented by the Company in 2012 are as follows: a. To monitor the implementation of risk management strategy that have been approved by the Board of Directors and the Risk Management Committee; b. To monitor risk position comprehensively (composite) per type of risk and per type of functional activities; c. To review the risk management process regularly; d. To review and give opinion for financing proposal and/or proposed new product; e. Give recommendation to operational unit (risk taking unit); f. To compose and deliver the Risk Profile Report regularly to related parties.
In 2013, the Company committed to keep improving the implementation of risk management. The goals and targets that is expected to be achieved in 2013 among others are: 1. To develop risk management culture in the entire level of organization; 2. To see banks inherent risk nowadays and the development of banks business challenges and business risk. Therefore it
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upaya untuk memitigasi risiko tersebut. Upaya-upaya tersebut dapat bersifat ex-ante (preventif) maupun ex-post (kuratif). Upaya yang bersifat ex-ante sangat diperlukan untuk mengurangi atau memperkecil potensi risiko kegiatan usaha bank yang diperkirakan akan terjadi. Pengelolaan risiko yang baik dan tepat waktu diharapkan dapat meminimalisasi dampak risiko sedini mungkin; 3. Men-support dan menjaga pertumbuhan bisnis yang berkualitas dengan mengedepankan penerapan manajemen risiko; 4. Memastikan bahwa fungsi manajemen risiko telah beroperasi secara independen; 5. Memastikan keakuratan metodologi penilaian risiko dan kecukupan implementasi sistem informasi manajemen risiko.
would take an effort to mitigate that risk. These efforts can have the quality of ex-ante (preventive) or ex-post (curative). Ex-ante efforts are highly required to decrease or minimized risk potential for banks business activities that is expected to happen. A good and on time risk management is expected to minimized the impact of risk as early as possible; 3. To support and maintain qualified business growth by putting forward the application of risk management; 4. To ensure that the risk management function have operate independently; 5. To ensure the accuracy of risk assessment methodology and the adequacy of the implementataion risk management information system. Compliance Function Report The implementation of compliance function in the Company is very important to support the management of compliance risk that is encountered, consistent with the Companys business dynamic in the future. The main objective is to avoid sanction from the regulator that can taint the Companys reputation, both written warning, decreasing level of banks health, suspension of certain business activity, and the discharge of banks management. Related to that, since 2011 the Company has own Compliance Director. The existence of Compliance Director is consistent with the Central Bank of Indonesias Regulation Number 13/2/PBI/2011 about the Assignment of Compliance Director and the Standard Application of the Implementation of Internal Audit Function for Commercial Bank. For the Company, the existence of Compliance Director is a requirement to support the implementation of prudential banking in banking. In order to help the implementation of the Compliance Directors duties and responsibilities, the Company established the Compliance Division. The duties of the Compliance Division is a series of actions or
Laporan Fungsi Kepatuhan Pengimplementasian fungsi kepatuhan pada Perseroan sangat penting untuk mendukung pengelolaan risiko kepatuhan yang dihadapi sesuai dengan dinamika bisnis Perseroan ke depan. Utamanya, untuk menghindari sanksi dari regulator yang dapat mencemarkan reputasi Perseroan, baik teguran tertulis, penurunan tingkat kesehatan bank, pembekuan kegiatan usaha tertentu, serta pemberhentian pengurus bank. Terkait dengan hal tersebut, sejak 2011 Perseroan telah memiliki Direktur Kepatuhan. Keberadaan Direktur Kepatuhan sesuai dengan PBI Nomor 13/2/PBI/2011 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum. Bagi Perseroan, keberadaan Direktur Kepatuhan merupakan sebuah kebutuhan untuk mendukung pengimplementasian prinsip kehati-hatian di perbankan.
Guna membantu pelaksanaan tugas dan tanggung jawab Direktur Kepatuhan, Perseroan membentuk Divisi Kepatuhan. Tugas Divisi Kepatuhan adalah serangkaian tindakan atau langkah-langkah yang bersifat ex-ante
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(preventif) untuk memastikan bahwa kebijakan, ketentuan, sistem, prosedur, serta kegiatan usaha yang dilakukan Perseroan telah sesuai dengan ketentuan BI dan peraturan perundangundangan yang berlaku, termasuk Prinsip Syariahnya. Selain itu, memastikan kepatuhan Perseroan terhadap komitmen yang dibuat oleh BI dan/atau otoritas pengawas lain yang berwenang.
steps that have the quality of ex-ante (preventive) to ensure that the policies, provisions, system, procedure, and business activities done by the Company is consistent with regulations of the Central Bank of Indonesia and applied legislations, including sharia principles. Furthermore, its task is to ensure the Companys compliance towards the commitment that have been made to the Central Bank of Indonesia and/or other authorized supervisor. There are several work programs that have been implemented by the Compliance Division. Those work programs are opinion giving, socialization of new regulations, banks internal policy review, monitoring the fulfillment of the Banks commitment to the Central Bank of Indonesia and commitment of work unit towards the Company, GCG self assessment, and Know Your Customer (KYC) implementation. The Company through Compliance Division and Risk Management Division have compose an internal control system that are reflected in reports made, which are: Risk profile report that is delivered monthly to the Board of Commissioners, President Director, and the Risk Monitoring Committee, and delivered quarterly to the Central Bank of Indonesia. Those reports also contains internal control that have been done; Compliance Director Report is delivered to the Central Bank of Indonesia every semester and is received by the Central Bank of Indonesia 1 month after the reporting period ended, with a copy to the Board of Commissioners and the President Director. That report contains the activities of the Compliance Director in running its function, so that the Company remains to comply with applied regulations. The Implementation of Customer Due Diligence Consistent with the Criminal Act of Money Laundering (TPPU) Number 8 year 2010, the Company fully commits to implement the application of anti-TPPU in performing its operational.
Ada sejumlah program kerja yang telah dijalankan Divisi Kepatuhan. Program-program kerja tersebut adalah pemberian opini, sosialisasi regulasi baru, review kebijakan intern bank, monitoring terhadap pemenuhan komitmen bank kepada BI dan komitmen unit kerja terhadap perusahaan, self assessment GCG, dan pelaksanaan know your customer (KYC). Perseroan melalui Divisi Kepatuhan ataupun Divisi Manajemen Risiko telah menyusun sistem pengendalian internal yang tercermin dalam laporan yang dibuat, yakni sebagai berikut: Laporan profil risiko yang disampaikan secara bulanan kepada Dewan Komisaris, Direktur Utama, serta Komite Pemantau Risiko dan secara triwulanan kepada BI, di mana laporan tersebut juga memuat pengendalian intern yang dilakukan; Laporan Direktur Kepatuhan disampaikan kepada BI secara semesteran dan diterima BI satu bulan setelah periode pelaporan berakhir dengan tembusan kepada Dewan Komisaris dan Direktur Utama. Dalam laporan tersebut termuat aktivitas Direktur Kepatuhan dalam menjalankan fungsinya agar Perseroan tetap comply dengan peraturan-peraturan yang berlaku.
Penerapan Customer Due Diligence Sesuai dengan Undang-Undang Tindak Pidana Pencucian Uang (TPPU) Nomor 8 Tahun 2010, Perseroan berkomitmen penuh melaksanakan penerapan anti-TPPU dalam menjalankan operasionalnya.
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Perseroan secara berkelanjutan memperbarui kebijakan dan prosedur prinsip pengenalan nasabah, termasuk upaya mengembangkan sistem customer due diligence (CDD) yang berlandaskan pada peraturan dan perundang-undangan terkini, mendeteksi transaksi keuangan tunai/cash transaction report (CTR) dan transaksi yang mencurigakan (suspicious transaction report atau STR), dan kemudian melaporkannya kepada Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK). Dalam mendukung fungsi tersebut, Perseroan telah membentuk Unit Kerja Pengenalan Nasabah (UKPN) di bawah Direktorat Kepatuhan. Perseroan juga mengembangkan sistem operasional khusus yang mendukung kemampuan UKPN untuk menganalisis profil nasabah maupun profil transaksi nasabah. Beberapa fasilitas yang terdapat dalam sistem tersebut, antara lain: Mengidentifikasi dan menyaring nasabah; Menelusuri transaksi keuangan bank terhadap nasabah; Mendeteksi nasabah yang datanya belum diperbarui; Melakukan identifikasi terhadap transaksi keuangan yang mencurigakan. Pengembangan sistem tersebut merupakan bagian dari penerapan CDD yang diwajibkan BI. Penyebarluasan program CDD secara lebih efektif dilakukan melalui sosialisasi ke seluruh cabang tentang pengaplikasian program CDD tersebut disertai dengan pelatihan kepada unit kerja terkait, baik yang diselenggarakan oleh PPATK maupun BI.
The Company sustainably improve the policy and procedure of customer recognition principles, including the effort to develop customer due diligence (CDD) system that is based on the recent regulations and legislations, detect cash transaction report (CTR) and suspicious transaction report (STR), and report it to the Indonesian Financial Transaction Reports and Analysis Centre.
In supporting those functions, the Company established the Customer Recognition Work Unit (UKPN) that operates under the Compliance Directorate. The Company also develop a special operational system that support the ability of UKPN to analyze customers profile and the customers transaction profile. Several facilities that are included in that system are: To identify and filter customer; To trace the customers bank financial transaction; To detect customer with data that havent been updated; To identify suspicious financial transaction. The development of that system is a part of CDD application that is obligated by the Central Bank of Indonesia. A more effective dissemination of CDD program is performed by socializing it to the entire branch about the application of the CDD program, along with trainings for related work unit that are held by both PPATK and the Central Bank of Indonesia. Related to that, there are several efforts that are going to be performed by the Company in 2013, which are: Re-activate the Compliance website so that the entire existing work unit can see directly the applied regulations and legislations. To discuss online via Compliance website in order to give a better insight
Terkait dengan hal tersebut, ada beberapa upaya yang akan dilaksanakan Perseroan pada 2013, yakni: Kembali mengaktifkan website Kepatuhan sehingga seluruh unit kerja yang ada dapat langsung melihat peraturan dan perundang-undangan yang ada. Melakukan diskusi secara online dengan menggunakan website Kepatuhan
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sehingga dapat memberikan wawasan yang lebih baik kepada seluruh unit kerja. Melakukan training terhadap ketentuan Anti Pencucian Uang dan Pencegahan Pendanaan Teroris sesuai dengan SEBI Nomor 11/31/DPNP, PBI Nomor 14/27/ PBI/2012, dan Undang-Undang Nomor 8 Tahun 2010.
for the entire work unit. Perform training about the regulation of Anti Money Laundering and Combating the Financing of Terrorism, consistent with SEBI Number 11/31/DPNP, the Regulation of the Central Bank of Indonesia Number Nomor 14/27/ PBI/2012, and Act Number 8 of 2010.
Dengan kemudahan mengakses seluruh peraturan dan perundang-undangan yang ada dan training yang dilakukan, diharapkan setiap unit kerja dapat memahami dan melaksanakannya dengan sebaik-baiknya, sehingga budaya kepatuhan dapat terlaksana lebih cepat. Supporting dan Monitoring Kepatuhan Penerapan kepatuhan pada Perseroan berjalan dengan baik pada 2012. Hal tersebut tercermin dari berjalannya fungsi kepatuhan yang telah dilaksanakan oleh Direktur Kepatuhan dan Divisi Kepatuhan. Berikut beberapa proses supporting dan monitoring kepatuhan yang telah dilaksanakan Perseroan pada 2012: Merumuskan strategi guna mendorong terciptanya Budaya Kepatuhan dan meminimalkan risiko kepatuhan Perseroan; Mengusulkan kebijakan kepatuhan atau prinsip-prinsip kepatuhan yang akan ditetapkan oleh Direksi; Memastikan bahwa seluruh kebijakan, ketentuan, sistem, prosedur, serta kegiatan usaha yang dilakukan telah sesuai dengan ketentuan BI dan peraturan perundang-undangan yang berlaku, termasuk prinsip syariah; Melakukan tindakan pencegahan agar kebijakan dan/atau keputusan yang diambil Direksi tidak menyimpang dari ketentuan BI dan peraturan perundangundangan yang berlaku; Menyampaikan laporan kepada BI tentang pelaksanaan tugasnya, meliputi:
With easy access to the entire existing regulations and legislations and training that have been performed, hopefully every work unit can comprehend and perform those regulations and legislations as well as possible, so that the compliance culture will be accomplished sooner. Compliance Supporting and Monitoring The application of compliance in the Company had function well in 2012. This is reflected from the compliance function that has been performed by the Compliance Director and the Compliance Division. Here are several compliance supporting and monitoring process that had been performed by the Company in 2012: To formulate strategy to encourage the creation of compliance culture and to minimize compliance risk in the Company; To propose compliance policies or compliance principles that were going to be determined by the Board of Directors; To ensure that the entire policy, provision, system, procedure, and business activities that have been performed consistent with the regulations of the Central Bank of Indonesia and applied legislations, including sharia principles; To perform prevention acts so that the policies and/or decisions made by the Board of Directors didnt deviate from the regulations of the Central Bank of Indonesia and applied regulations and legislations; To deliver report to the Central Bank of Indonesia about its duty implementation, including:
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a. Rencana kerja kepatuhan yang dimuat dalam rencana bisnis bank setiap tahun, b. Laporan kepatuhan setiap semesteran, dan c. Laporan yang bersifat khusus; Memperbaiki dan mengembangkan aplikasi sistem antipencucian uang untuk memudahkan pelaksana dalam memonitor dan mengeliminasi transaksi yang mencurigakan di Perseroan serta membuat analisis terhadap transaksi yang mencurigakan; Mengembangkan form opini kepatuhan agar lebih efektif dan efesien sehingga dapat mempercepat proses pemberian opini untuk mendukung pelaksanaan bisnis; Menyelesaikan Pedoman Kebijakan Pelaksanaan Fungsi Kepatuhan agar Divisi Kepatuhan memiliki panduan dalam melaksanakan fungsinya.
a. Compliance work plan that contained in the banks business plan every year. b. Compliance report every semester, and c. Specific Report; To improve and develop anti money laundering system to ease the implementer in monitoring and eliminating suspicious transactions in the Company, and make analysis towards suspicious transactions; To develop compliance opinion form to be more effective and efficient, so that it will accelerate the opinion giving process to support business implementation; To finish the Guidelines of Compliance Function Implementation Policy, so that the Compliance Division have a guideline in performing its function. Corporate Social Responsibility Report Corporate Social Responsibility or CSR is an inseparable part of the business process performed by the Company. In order to maintain the sustainability of the Companys business in the long term, the Company sets aside some of the available budget to benefit the surrounding communities. Besides to increase the Companys image to maintain the Companys business sustainability in the long term, CSR activities that was performed by the Company is expected to give maximum contribution in the social and environmental aspect in the community. In general, the CSR activities that were performed by the Company included activities of peoples economy, health, education, and social aid.
Laporan Corporate Social Responsibility Tanggung jawab sosial perusahaan atau CSR merupakan bagian tak terpisahkan dari proses bisnis yang dilakukan Perseroan. Demi menjaga kesinambungan bisnis Perseroan dalam jangka panjang, Perseroan menyisihkan sebagian dari anggaran yang ada untuk memberikan manfaat bagi masyarakat sekitar. Selain untuk meningkatkan citra Perseroan demi menjaga kesinambungan bisnis Perseroan dalam jangka panjang, kegiatan CSR yang dilaksanakan Perseroan diharapkan dapat memberi kontribusi maksimal dalam aspek sosial dan lingkungan di masyarakat. Kegiatan CSR yang dilaksanakan Perseroan secara umum meliputi kegiatan bantuan ekonomi umat, kesehatan, pendidikan, dan sosial kemasyarakatan. Perseroan secara konsisten dan berkesinambungan berkomitmen menyediakan anggaran yang wajar dan memadai untuk mendukung program-program CSR. Sumber dana CSR milik Perseroan yang dituangkan dalam dana kebajikan pada 2012 nilainya mencapai Rp207.391.910.
The Company consistently and sustainably commits to provide fair and appropriate budget to support CSR programs. CSR fund source owned by the Company stated in the benevolence fund in 2012 reaches the value of Rp207.391.910.
manajemen risiko dan kepatuhan
compliance & risk management
Intensive and Ongoing. To ensure the sustainability of the business in the future, throughout 2012 the Company continued to improve risk management of intensive, precise, and scalable. The implementation is by socialization culture of risk management and compliance in each division or unit of work to be sustainable organizational dynamics .
Intensif dan Berkelanjutan. Untuk menjamin keberlangsungan bisnis ke depan, sepanjang 2012 Perseroan terus meningkatkan pengelolaan risiko secara intensif, tepat, dan terukur. Membumikan budaya manajemen risiko dan kepatuhan di setiap divisi maupun unit kerja menjadi dinamika organisasi yang berkelanjutan.
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sektor perbankan, termasuk Perseroan, merupakan salah satu kunci penting bagi pertumbuhan ekonomi nasional karena dapat menjadi acuan pertumbuhan di sektor riil. Tetapi, pada kenyataannya terdapat beberapa permasalahan tentang sektor perbankan di Indonesia. Salah satu permasalahan tersebut adalah krisis keuangan yang terjadi dan bersumber dari kelemahan kualitas sistem keuangan akibat krisis ekonomi global yang terjadi dan terus berlanjut. Untuk memitigasi risiko yang mungkin timbul, maka Perseroan telah menetapkan kebijakan pengendalian risiko dalam bentuk pedoman manajemen risiko sebagai acuan dalam pengelolaan risiko yang lebih baik di antaranya dengan menyalurkan pembiayaan yang berkualitas dan mengurangi potensi risiko kegiatan usaha bank yang diperkirakan akan terjadi. Pengelolaan risiko yang baik dan tepat waktu diharapkan dapat meminimalisasi dampak risiko sedini mungkin. Upaya yang dilakukan saat ini antara lain berbentuk pemberian opini terhadap pembiayaan, baik pembiayaan baru maupun tambahan, dan rencana ke depan Perseroan akan membangun internal credit risk rating (ICRR) yang berfungsi sebagai alat untuk memetakan dan menilai kemungkinan risiko yang dapat timbul atas suatu pembiayaan dengan menggunakan indikator-indikator tertentu yang diharapkan dapat membantu anggota komite dalam memutuskan suatu pembiayaan. Pengembangan tersebut sudah mendapat dukungan penuh dari manajemen sejauh dapat menjadi alat untuk meminimalisasi risiko, terutama risiko pada pembiayaan yang rentan terjadinya potensi bermasalah jika krisis global menghadang.
Bertumbuhnya
Growth of banking sector, including the

Company, is one of the important keys for national economic growth, because it can be the growth reference in the real sector. But in reality, there are several problems of banking sector in Indonesia. One of those problems is financial crisis that occur and derive from the frail quality of the financial system from ongoing global economic crisis.
To mitigate the possibility of risk, the Company determines risk appetite in its financing distribution by referring to qualified financing distribution that decreased or minimized estimated risk potential of banking business activity. A good and precise risk management is expected to minimized risk impact as early as possible.
Efforts that are done at the moment is in the form of giving opinion about financing, both new or additional financing, and plans for the Company to build internal credit risk rating (ICRR) that will function as an instrument to map and assess risk possibility that will rise from a financing, by using certain indicators that are expected to help committee members in settling a financing. This development has got full support from the management to be an instrument to minimized risk, especially financing risk that is susceptible to problems, if intercepted by global crisis.
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COMPLIANCE & RISK MANAGEMENT Manajemen Resiko & Kepatuhan
Sesuai dengan kebijakan dan peraturan yang ada, yakni Peraturan Bank Indonesia (PBI) Nomor 13/23/PBI/2011 tentang Penerapan Manajemen Risiko bagi Bank Umum Syariah, Perseroan telah menyampaikan laporan profil risiko mencakup delapan jenis risiko, yaitu: a. b. c. d. e. f. g. h. Risiko Risiko Risiko Risiko Risiko Risiko Risiko Risiko Kredit Pasar Likuiditas Operasional Kepatuhan Strategik Reputasi Hukum
Consistent with existing policy and regulation, that is Bank Indonesia Regulation No. 13/23/ PBI/2011 about the Implementation of Risk Management for Islamic Commercial Bank, the Company has delivered risk profile report that includes eight types of risk, which are: a. b. c. d. e. f. g. h. Financing risk Market risk Liquidity risk Operational risk Compliance risk Strategic risk Reputation risk Legal risk
Terkait dengan peraturan tersebut, Perseroan terus berupaya melakukan penyesuaian terhadap aturan dan kebijakan dimaksud. Dalam PBI tersebut dijelaskan, selain 8 (delapan) risiko seperti risiko-risiko di perbankan konvensional yang harus dikelola, terdapat 2 (dua) risiko tambahan yang wajib dikelola oleh perbankan syariah, yakni risiko imbal hasil (rate of return risk) dan risiko investasi (equity investment risk). Dalam konteks tersebut, meskipun kedua risiko dimaksud belum dimasukkan dalam penilaian risiko oleh regulator, Perseroan tetap memperhitungkan sebagai risiko yang harus dikelola dengan baik. Sasaran dan Target Sepanjang 2012, pengelolaan risiko telah berjalan dengan baik. Namun, Perseroan akan terus mengupayakan peningkatan kualitas penerapan manajamen risiko agar risiko inheren bank dapat dikelola dengan baik. Sasaran dan target yang ingin dicapai pada 2013 di antaranya: 1. Mengembangkan budaya manajemen risiko pada seluruh jenjang organisasi. 2. Mendukung dan menjaga pertumbuhan bisnis yang berkualitas dengan mengedepankan penerapan manajemen risiko. 3. Memastikan bahwa fungsi manajemen risiko telah beroperasi secara independen. 4. Memastikan keakuratan metodologi
Related with that regulation, the Company still attempt make adjustments towards referred policy and regulation. Bank Indonesia Regulation explained that besides managing 8 (eight) risks such as risks in conventional banking, there 2 (two) additional risks that needs to be managed by sharia banking, which are rate of return risk and equity investment risk. In that context, even though both referred risks havent been included in risk assessment by the regulator, the Company still took it into account as risks that must be managed properly.
Goals and Targets Throughout 2012, risk management has been implemented properly. However, the Company will keep attempting to improve risk management implementation quality, so that the banks inherent risk can be managed properly. Goals and targets that are expected to be achieved in 2013 are: 1. Develop risk management culture in the entire level of organization. 2. Support and maintain qualified business growth by promoting risk management implementation. 3. Ensure independent operation of risk management function . 4. Ensure the accuracy of risk assessment
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penilaian risiko dan kecukupan inplementasi sistem informasi manajemen risiko.
methodology and the adequacy of risk management information system implementation. To achieve those goals and targets, the Company will take these actions mentioned below: 1. The establishment of risk identification and assessment system a. Operational risk management (MRO) b. Internal credit risk rating (ICRR) 2. The monitoring of risk profile/position a. Monitoring financing risk profile by collecting monthly internal data from related divisions. b. Monitoring liquidity and market risk profile by collecting data from treasury division and related divisions . c. Monitoring operational risk profile by collecting data from operational division. d. Monitoring market risk profile by collecting data from related divisions. e. Monitoring legal risk profile by collecting data from related divisions. f. Monitoring strategic risk profile by collecting data from related divisions. g. Monitoring compliance risk profile by collecting data from related divisions. h. Monitoring reputation risk profile by collecting data from related divisions. 3. Giving opinion and recommendation a. Give opinion and recommendation about financing proposals. b. Give opinion about product proposal draft and/or new activities. 4. Report a. Make and deliver monthly risk report to the President Director and the Board of Commissioners. b. Make and deliver quarterly risk profile report to BI. 5. Development of human resources a. Carry out risk management workshop. b. Trainings related with the implementation of risk management in Islamic bank.
Untuk mencapai sasaran dan target tersebut, Perseroan akan melakukan hal-hal sebagai berikut: 1. Pembuatan sistem identifikasi dan pengukuran risiko a. Manajemen risiko operasional (MRO) b. Internal credit risk rating (ICRR) 2. Pemantauan posisi/profil risiko a. Monitoring profil risiko pembiayaan melalui pengumpulan data internal bulanan dari divisi terkait. b. Monitoring profil risiko likuiditas dengan pengumpulan data dari bagian treasury dan divisi terkait. c. Monitoring profil risiko operasional yang dilakukan dengan pengumpulan data dari divisi terkait. d. Monitoring profil risiko pasar dengan pengumpulan data dari divisi terkait. e. Monitoring profil risiko hukum dengan pengumpulan data dari divisi terkait. f. Monitoring profil risiko strategis dengan pengumpulan data dari divisi terkait. g. Monitoring profil risiko kepatuhan dengan pengumpulan data dari divisi terkait. h. Monitoring profil risiko reputasi dengan pengumpulan data dari divisi terkait. 3. Pemberian opini dan rekomendasi a. Memberikan opini dan rekomendasi terhadap proposal pembiayaan. b. Memberikan opini atas draf usulan produk dan/atau aktivitas baru. 4. Pelaporan a. Membuat dan menyampaikan laporan bulanan risiko kepada Direktur Utama dan Dewan Komisaris. b. Membuat dan menyampaikan laporan profil risiko secara triwulanan kepada BI. 5. Pengembangan SDI a. Melakukan workshop manajemen risiko. b. Pelatihan/training terkait dengan penerapan manajemen risiko pada bank syariah.
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c. Sertifikasi manajemen risiko melalui ujian Badan Sertifikasi Manajemen Risiko (BSMR). Kepatuhan Fungsi kepatuhan secara berkesinambungan ikut berkontribusi dalam hal pencapaian target bisnis Perseroan pada 2012. Kontribusi tersebut dilakukan antara lain dengan berupaya mempercepat proses pemberian opini dan memberikan dukungan terkait dengan peraturan dan perundang-undangan yang berlaku sehingga pertumbuhan bisnis dapat terlaksana dengan baik dan aman. Direktur Kepatuhan melalui Divisi Kepatuhan telah melakukan tugas dan tanggung jawab, sebagai berikut: 1. Merumuskan strategi guna mendorong terciptanya budaya kepatuhan dan meminimalkan risiko kepatuhan Perseroan. 2. Mengusulkan kebijakan kepatuhan atau prinsip-prinsip kepatuhan yang akan ditetapkan oleh Direksi. 3. Menetapkan sistem dan prosedur kepatuhan yang akan digunakan untuk menyusun ketentuan dan pedoman internal bank. 4. Memastikan bahwa seluruh kebijakan, ketentuan, sistem, dan prosedur, serta kegiatan usaha yang dilakukan telah sesuai dengan ketentuan BI dan peraturan perundang-undangan yang berlaku, termasuk prinsip syariah. 5. Melakukan tindakan pencegahan agar kebijakan dan/atau keputusan yang diambil Direksi tidak menyimpang dari ketentuan BI dan peraturan perundang-undangan yang berlaku. 6. Menyampaikan laporan kepada BI tentang pelaksanaan tugasnya, meliputi: a. Rencana kerja kepatuhan yang dimuat dalam rencana bisnis bank setiap tahun; b. Laporan kepatuhan setiap semester; dan c. Laporan yang bersifat khusus.
c. Risk management certification through a test from the Risk Management Certification Body. Compliance The sustainable compliance function also contributed in the achievement of the Companys business target in 2012. Among others, the contribution is done by attempting to accelerate the opinion giving process and by giving support related with applied policies and legislation, so that business growth will be accomplished properly and safely. The Compliance Director through Compliance Division has done his duties and responsibilities, such as: 1. To formulate strategy to encourage the creation of compliance culture and to minimize compliance risk of the Company. 2. To propose compliance policies or compliance principles that will be determined by the Board of Directors. 3. Establish system and procedure of compliance that will be used to develop internal bank regulation and guideline. 4. To ensure that the entire policy, provision, system, procedure, and business activity done are consistent with the regulations of BI and applied legislation, including sharia principles. 5. To carry out preventing action so that policies and/or decisions made by the Directors will not deviate from regulations of the BI and applied legislations. 6. To deliver report to the Central Bank of Indonesia about its performance of duties, including: a. Compliance work plan that are included in annual bank business plan; b. Compliance report every semester, and; c. Reports that are special in nature.
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Sepanjang 2012, pengelolaan risiko di Perseroan telah berjalan dengan baik. Namun, Perseroan akan terus mengupayakan peningkatan kualitas penerapan manajamen risiko agar risiko inheren bank dapat dikelola dengan baik.
Throughout 2012, risk management in the Company has been implemented properly. However, the Company will keep attempting to improve risk management implementation quality, so that the banks inherent risk can be managed properly.
Hal-hal yang berhasil dilakukan sepanjang 2012 adalah sebagai berikut: 1. Memperbaiki dan mengembangkan aplikasi sistem anti pencucian uang untuk memudahkan pelaksanaan dalam monitoring transaksi keuangan tunai (cash transaction report/CTR) dan transaksi keuangan mencurigakan (suspicious transaction report/STR) di Perseroan, serta membuat analisis terhadap transaksi keuangan yang mencurigakan; 2. Mengembangkan form opini kepatuhan agar lebih efektif dan efesien sehingga dapat mempercepat proses pemberian opini untuk mendukung pelaksanaan bisnis; 3. Menyelesaikan pedoman kebijakan pelaksanaan fungsi kepatuhan agar Divisi Kepatuhan memiliki panduan dalam melaksanaan fungsinya. Sasaran dan Target Untuk mencapai target 2012 tersebut, Divisi Kepatuhan akan melakukan sosialisasi peraturan dan perundang-undangan yang baru maupun yang lama secara langsung dan tidak langsung kepada seluruh unit kerja di Perseroan dengan cara: 1. Kembali mengaktifkan website kepatuhan sehingga seluruh unit kerja dapat langsung melihat peraturan dan perundang-undangan yang ada.
Things that are successfully performed throughout 2012 are as follows: 1. Improving and developing anti money laundering system application to ease the monitoring of cash transaction report (CTR) and suspicious transaction report (STR) at the Company, and to make analysis on suspicious financial transaction;
2. Developing compliance opinion form in order for it to be more effective and efficient, so as to accelerate opinion giving process to support business implementation; 3. To finish guideline for compliance function implementation policy, so that the Compliance Division will have a guideline in doing its function. Goals and Targets To reach the target of 2012, the Compliance Division will do new and old regulation and legislation socialization directly and indirectly to the entire working unit in the Company by means: 1. Re-activate compliance website, so that the entire working unit can see existing regulations and legislations directly.
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2.
3.
Melakukan diskusi secara online dengan menggunakan web kepatuhan sehingga dapat memberikan wawasan yang lebih baik kepada seluruh unit kerja; Melaksanakan training anti pencucian uang dan pencegahan pendanaan terorisme sesuai dengan ketentuan yang tertuang dalam Undang-Undang Nomor 8 tahun 2010 dan PBI Nomor 14/27/PBI/2012 tentang Penerapan Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme bagi Bank Umum.
2. Carry out online discussion by compliance web, in order to give a better insight to the entire working unit; 3. Carry out training of anti money laundering and prevention of terrorism financing that is consistent with provisions stated in The Law No. 8 of 2010 and Bank Indonesia Regulation (PBI) No. 14/27/PBI/2012 about the Implementation of Anti Money Laundering Program and Prevention of Terrorism Fund for Commercial Bank.
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human resources
sumber daya insani
Investment. Human resources are a long-term investment for the Company. To that end, the Company continues to develop and fostering sustainable their human resources according to the needs and business strategy.
Investasi. SDI merupakan investasi jangka panjang bagi Perseroan. Untuk itu, Perseroan senantiasa melakukan pengembangan dan pembinaan SDI-nya secara berkesinambungan sesuai dengan kebutuhan dan strategi usaha.
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perbankan syariah di Indonesia dari tahun ke tahun mengalami pertumbuhan dan perkembangan yang cukup baik seiring dengan meningkatnya kepercayaan masyarakat terhadap jasa yang diberikan perbankan syariah. Perkembangan yang diwarnai dengan semakin ketatnya persaingan usaha tersebut membawa pengaruh dan konsekuensi terhadap supply dan demand SDI di Perbankan Syariah. Sehubungan dengan hal tersebut, pada 2012, Perseroan terus melakukan upaya dan inovasi konkret yang ditujukan untuk mengantisipasi sekaligus menyiapkan SDI yang berkualitas dan memadai sesuai dengan kebutuhan dan strategi usaha yang ditetapkan. Dengan upaya dimaksud, proses dan target usaha dapat tercapai secara maksimal seperti yang diharapkan pemegang saham maupun segenap stakeholders Perseroan. Terkait dengan hal-hal tersebut, arah pengembangan yang dilakukan Perseroan di bidang SDI berfokus untuk mendukung bisnis bank agar lebih maksimal dengan melakukan inisiatif, antara lain: merekrut tenaga kerja sesuai dengan kebutuhan; meningkatkan kompetensi karyawan; memberikan tantangan yang lebih kepada para talent; mengembangkan budaya kerja Perseroan. Sepanjang 2012, cukup banyak program dan aktivitas pengembangan SDI yang telah dilakukan Perseroan. Dalam hal ini, sebagian dari program dan aktivitas tersebut merupakan kelanjutan dari program-program pada tahun sebelumnya. Salah satu pencapaian penting yang perlu dilaporkan di sini yaitu Perseroan berhasil menjalankan program Management Development Program II (MDP II). Sebagai informasi tambahan, pada tahun sebelumnya, program MDP II tersebut bernama Officer Development Program (ODP). Hingga Laporan Tahunan ini disusun, peserta MDP II masih
Industri
Islamic banking industry in Indonesia keeps

growing and developing each year, in line with the increase of communitys trust towards the service given by Islamic banking. Development tinged with the increase of business competition gives influence and consequence towards human resources supply and demand in Islamic banking.
In relation to that, in 2012, the Company keeps making efforts and concrete innovations that are aimed to anticipate and prepare qualified and adequate human resources in accordance with business needs and strategy determined. With those efforts, business process and target can be achieved to the fullest as expected by the entire shareholders and stakeholders of the Company. In this regard, the direction of the development done by the Company in the field of human resources is focusing to support banks business to the fullest by doing initiatives, such as:
To recruit labor as needed; To increase employees competence To give more challenges to the talents; To develop the Companys working culture.
Throughout 2012, there were quite a few programs and human resources development activities that have been done by the Company. In this case, several of those programs and activities are a continuation of programs from the previous year. One of the important achievements that needs to be reported here is that the Company has succeeded in implementing Management Development Program II (MDP II). As additional information, in previous year, this program is called Officer Development Program (ODP). Until this annual report is compiled, participants of MDP II are still undergoing job
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HUMAN RESOURCES Sumber Daya Insani
menjalani on the job training di Kantor Pusat dan di Kantor Cabang Melawai, Jakarta Selatan. Berbagai program pelatihan dan pendidikan dilakukan pula sepanjang 2012, baik yang bersifat mandatory maupun yang ditujukan untuk meningkatkan keahlian khusus karyawan (bankir). Pelatihan yang bersifat mandatory, antara lain manajemen risiko, pendidikan dasar perbankan syariah, dan induction training bagi karyawan baru. Sedangkan pendidikan dan pelatihan yang ditujukan untuk meningkatkan keahlian khusus yakni training yang bersifat program, seperti halnya program untuk AO. Selain aktivitas tersebut, Perseroan telah melaksanakan pengembangan dan peningkatan keahlian pekerjaan melalui workshop atau rapat kerja (raker). Dengan begitu, kendala dan tantangan yang dihadapi Perseroan di lapangan dapat segera mendapatkan solusi yang tepat dan aplikatif. Untuk mengakomodasi dan mengakselerasi proses-proses pengembangan SDI tersebut, Training Center Perseroan yang berlokasi di Mega Mendung, Jawa Barat, telah digunakan dengan baik walaupun dari sisi kuantitas masih perlu ditingkatkan ke depan. Selain pelatihan untuk pengembangan kompetensi kayawan, dilakukan pula pengembangan karyawan dengan memberikan tantangan baru dan kesempatan kepada karyawan potensial sehingga jenjang karier karyawan yang bersangkutan dapat lebih baik dan meningkat dari waktu ke waktu. Hal lain yang juga penting diperhatikan adalah Perseroan memberikan perhatian pada penyesuaian benefit karyawan. Melalui upaya tersebut, secara terstruktur, Perseroan dapat meningkatkan kesejahteraan karyawan sekaligus memacu motivasi kerja mereka. Sampai dengan akhir Desember 2012, jumlah karyawan Perseroan (selain karyawan outsourcing) mencapai 539 (lima ratus tiga puluh sembilan) orang. Berdasarkan jenjang pendidikan, sebanyak 304 (tiga ratus empat) karyawan merupakan lulusan sarjana (strata 1), 100 (seratus) karyawan merupakan lulusan diploma, 65 (enam puluh lima) karyawan lulusan
training at Head Office and at Melawai Branch Office in South Jakarta. Various training and education program have also been done throughout 2012, both mandatory and are aimed to improve employees special skill (banker). Mandatory trainings among others are risk management, Islamic banking basic education, and induction training for new employees. Whereas education and training that are aimed to improve special skills are program trainings, such as program for AO.
Aside from those activities, the Company has carry out job skills development and improvement through workshops or working meetings. So obstacles and challenges that was encountered by the Company in the field will immediately get a precise and applicable solution. To accommodate and accelerate these human resources development programs, the Company Training Center that is located in Mega Mendung, West Java, has been used appropriately, even though the quantity of it still needs to be improved in the future. Besides trainings to improve employees competence, employee development also been done by giving new challenges and opportunity to potential employee, so they can be better and keep improving from time to time. Another thing that needs to be noted is that the Company needs to give an attention on employees benefit adjustment. Through that effort, the Company can improve employees welfare and also spur their working motivation.
Until the end of December 2012, the number of the Company employee (aside from outsourcing employees) has reached 539 (five hundred thirty nine) employees. Based on the level of education, 304 (three hundred four) employees are bachelor graduates, 100 (one hundred) employees are diploma graduates, 65 (sixty five) employees are graduated from other form of
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pendidikan lain-lain, 58 (lima puluh delapan) karyawan lulusan pendidikan setingkat sekolah menengah atas, dan 12 (dua belas) karyawan merupakan lulusan strata 2 (dua). Selain itu terdapat 171 (seratus tujuh puluh satu) karyawan outsourcing yang membentuk unit tenaga prabakti (office boy), cleaning service, tenaga pengamanan dan sopir.
educational institution, 58 (fifty eight) employees are graduated from high school level, and 12 (twelve) employees are master graduates. Beside that, there are 171 (one hundred seventy one) outsourcing employees as office boy, cleaning service, security guard and driver.
SDI PT Bank Syariah Bukopin Berdasarkan Posisi dan Tingkat Pendidikan 2012
Human Resources Based on Organization Level and Education Level 2012
Tantangan dan Strategi Kondisi dan perkembangan perbankan syariah di Indonesia menjadi tantangan tersendiri bagi Perseroan terkait dengan pengelolaan dan pengembangan SDI. Tantangan terbesar sepanjang 2012 adalah bagaimana menarik para talent dari luar atau calon karyawan yang potensial dari berbagai perguruan tinggi terbaik untuk bergabung dengan Perseroan. Tantangan berikutnya yaitu memelihara karyawan yang potensial dan yang berpengalaman agar engage dengan pekerjaannya sehingga dapat bekerja dengan hasil yang maksimal. Sepanjang 2012 turn over karyawan terbesar terjadi pada bagian pemasaran. Hal tersebut menjadi tantangan tersendiri bagi Perseroan untuk dapat membina dan memelihara karyawan di bidang tersebut ke arah yang lebih baik dan berkelanjutan. Perseroan menyadari pemenuhan tenaga pemasaran merupakan kebutuhan yang sangat besar di perbankan syariah.
Challenges and Strategy The condition and development of Islamic banking in Indonesia have been its own challenge for the Company related with human resources management and development. The biggest challenge throughout 2012 is how to attract external talents or potential employee candidate from various reputable university to join with the Company. The next challenge is to maintain those potential employee and experienced employee to be engaged with their work, so that they can generate optimum results.
Throughout 2012, the biggest employee turnover happened in the marketing division. This has been a challenge itself for the Company to be able to develop and maintain employees from that division to a better and continuous direction. The Company realizes that the fulfillment of marketing personnel is a great necessity in Islamic banking.
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HUMAN RESOURCES Sumber Daya Insani
Berbagai program pelatihan dan pendidikan dilakukan sepanjang 2012, baik yang bersifat mandatory maupun yang ditujukan untuk meningkatkan keahlian khusus karyawan (bankir).
Various training and education program have also been done throughout 2012, both mandatory and are aimed to improve employees special skill (banker).
Sementara itu, untuk menghadapi tantangan baru pada periode mendatang (2013 dan seterusnya) Perseroan akan tetap fokus pada pemenuhan kebutuhan tenaga kerja yang kompeten, yang dapat menjalankan tugasnya secara lebih mandiri serta penuh inisiatif tanpa perlu banyak mendapatkan bimbingan dari line manager-nya (atasan langsung). Untuk mewujudkan hal tersebut, Perseroan berkomitmen untuk memberikan pelatihan dasar mengenai perbankan syariah dan pembekalan yang bersifat teknis dari setiap tugas yang ada. Ke depan, selaras dengan strategi Perseroan untuk mengembangkan bisnis konsumer, delivery channel, dan UMKM, Perseroan dengan dukungan dari Divisi SDI akan berupaya keras memenuhi SDI yang memadai sesuai dengan kebutuhan dan strategi bisnis di bidang-bidang dimaksud. Agar selaras dengan upaya tersebut, sejumlah program training dan pengembangan karyawan telah dirumuskan dan disiapkan Perseroan sesuai dengan arah pengembangan usaha ke depan.
Meanwhile, to face new challenges in the next period (2013 and so forth), the Company will keep focusing on the fulfillment of human resources competent that are full of initiative, able to perform their task independently, and doesnt need a lot of guidance from their line manager (direct supervisor).
In order to actualize that, the Company is committed to give basic training about Islamic banking and technical briefing from each existing task. In the future, consistent with the Companys strategy to develop consumer business, delivery channel, and MSME's, the Company with the support from Human Resources Division will strive to fulfill adequate human resources in accordance with requirements and business strategy in the area intended. To be consistent with those efforts, several employee training and development programs have been formulated and prepared by the Company in accordance with the direction of future business development.
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Realisasi Program Training PT Bank Syariah Bukopin Tahun 2012

PT Bank Syariah Bukopin 2012 Training Program Realization
No No
I
Program Training Training Program

MANDATORY TRAINING 1. SERTIFIKASI MANAJEMEN RISIKO 2. TRAINING PDPS
Jumlah Peserta Amount of Participant
Tanggal Pelaksanaan Date
Penyelenggara Training Training Organizer
TEMPAT Place
1 66
25-Feb-12 26 - 28 Juli '12 19 - 20 Okt'12 19 - 22 Des '12
LPPI LPPI ASBISINDO LPPI
BUMI KAMPUS LPPI KEMANG BUMI KAMPUS LPPI KEMANG GEDUNG ASBISINDO BUMI KAMPUS LPPI KEMANG
II
PROGRAM TRAINING 1. MANAGEMENT DEVELOPMENT PROGRAM 2. DASAR-DASAR PEMBIAYAAN SYARIAH 36 75 1 Okt'12 - 22 Mar'13 16- 20 Feb 2012 1 - 6 Maret 2012 23 - 28 Juli 2012 INTERNAL INTERNAL INTERNAL INTERNAL BSB BSB BSB BSB VILLA BUKIT PELANGI SENTUL HOTEL CERRY- MEDAN GRAND HOTEL SURABAYA BSB CABANG MAKASAR
III
REGULER TRAINING 1. INDUCTION TRAINING 80 15-Feb-12 20 Juni 2012 14 Juli 2012 18 Juli 2012 20 - 24 Juli 2012 13-Jan-12 18-Feb-12 2-Mar-12 3 - 4 Maret 2012 7 Maret 2012 6 - 8 April 2012 17 - 20 Mei 2012 10 - 11 Mei 2012 14 - 16 Juni 2012 18 - 20 Juni 2012 02 Juli 2012 5 - 8 Juli 2012 7 Juli 2012 10 -13 Juli 2012 14 Juli 2012 29-Sep-12 22, 29 Sept 2012 15-Nov-12 29-Sep-12 6 - 8 Feb 2012 7 - 9 Maret 2012 4 - 6 April 2012 9 - 12 Mei 2012 10 - 12 Juni 2012 12 - 14 Juli 212 5 - 8 Agustus 2012 INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB BANK BUKOPIN IQTISHOD CONSULTANT INTERNAL BSB BANK BUKOPIN INTERNAL BSB & LATULIP BANK INDONESIA BANK INDONESIA INTERNAL BSB INTERNAL BSB LPPI INTERNAL BSB INTERNAL BSB INTERNAL BSB BANK INDONESIA BANK INDONESIA BANK INDONESIA INTERNAL BSB BANK INDONESIA BANK INDONESIA INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB BSB MELAWAI BSB MELAWAI BSB CABANG BUKIT TINGGI BSB MELAWAI BSB CABANG MAKASAR HOTEL HARIS SENTUL RESTORAN MIRASARI BSB MELAWAI HOTEL BIDAKARA BSB BANK INDONESIA LEARNING CENTER BANK INDONESIA LEARNING CENTER BSB MELAWAI BSB MELAWAI BUMI KAMPUS LPPI KEMANG BSB SALEMBA BSB MELAWAI BSB MELAWAI BUMI KAMPUS LPPI KEMANG BANK INDONESIA LEARNING CENTER WILADATIKA CIBUBUR BSB MELAWAI BANK INDONESIA LEARNING CENTER WILADATIKA CIBUBUR BSB SALEMBA VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB
2. 3. 4. 5. 6.
TRAINING APLIKASI SWITCHING TRAINING HYBRID CONTRACT TRAINING SUKUK TRAINING BASIC FUNDING TRAINING PENGEMBANGAN KEPRIBADIAN & BEAUTY CLASS 7. TRAINING SKNBI 8. TRAINING SKNBI & FORUM KLIRING 9. TRAINING APU & PPT 10. 11 12. 13. 14. 15. 15. 16. 17. 18. 19. TRAINING ISLAMIC CAPITAL TRAINING PRODUK KNOWLEDGE (RO & AO) TRAINING INVESTIGASI PEMBIAYAAN TRAINING SERVICE FOR FRONTLINERS TRAINING COMMERCIAL ISLAMIC FINANCE TRAINING LAYANAN TUKAR UANG OUTING KLIRING TRAINING CALL CENTER TRAINING SETORAN BAYAR OUTING KLIRING EVALUASI ANGGARAN
1 1 15 2 15 1 1 63 2 18 25 26 2 1 1 35 2 1 175
IV
WORKSHOP & SEMINAR 1. 2. 3. 4. 5. 6. 7. 8. RAPAT KERJA MANAGER PELAYANAN & OPERASI WORKSHOP PEDOMAN PEMBIAYAAN WORKSHOP KOPERASI NUSANTARA WORKSHOP INTERNAL KONTROL WORKSHOP WAKAF UANG WORKSHOP PEMBAHASAN PEDOMAN PEMBIAYAAN WORKSHOP PEDOMAN PEMBIAYAAN - FINAL WORKSHOP RESTRUKTURISASI PEMBIAYAAN BERMASALAH 9. WORKSHOP LEGAL 10. WORKSHOP SID 11. WORKSHOP COMMUNICATION STRATEGIC 12. WORKSHOP RAPAT KERJA ANGGARAN 2013 13. 14. 15. 16. 17. 18. SEMINAR INTERNATIONAL ISLAMIC FINANCE SEMINAR FKDKP SEMINAR MANAGERIAL SKILL FOR SECRETARY SEMINAR HUMAN CAPITAL SEMINAR HR EXPO SEMINAR PLANNING ENTERPRISE DISASTER RECOVERY VISION 19. SEMINAR PPH 21 TOTAL 25 15 10 20 2 15 15 25 26 26 1 25 1 1 1 1 2 1 1 858 18 - 21 Januari 2012 09 Februari 2012 02 Maret 2012 14 - 17 Maret 2012 10 - 12 Mei 2012 04 Juli 2012 6 - 7 Sept 2012 13 - 14 Sept 2012 08 - 11 Nov 2012 22 - 23 Nov 2012 21 - 24 Nov 2012 13 - 14 Des 2012 5 - 8 Mei 2012 20 - 21 Juni 2012 17 Juli 2012 14-Sep-12 11 - 12 Nov 2012 29 - 30 Nov 2012 5 - 6 Des 2012 INTERNAL BSB INTERNAL BSB INTERNAL BSB & BUKOPIN INTERNAL BSB BADAN WAKAF INDONESIA INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB INTERNAL BSB BANK INDONESIA INTERNAL BSB BANK INDONESIA FKDKP & BI EXTERNAL FHCI INTI PESAN CONSULTANT SHARING VISION ESINDO BSB MELAWAI BSB SALEMBA BSB SALEMBA BSB MELAWAI HOTEL SANTIKA BALI VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB VILLA MEGA INDAH - BSB BSB SALEMBA BALI HOTEL GRAND SERITY BANDUNG HOTEL HILTON BANDUNG HOTEL BOROBUDUR EXTERNAL BANDUNG JAKARTA CONVENTION CENTER HOTEL ASTON TROPICAL BANDUNG HOTEL PENINSULA
information technology
teknologi informasi
Development. From year to year, the Company continued to develop the information technology in accordance with its core business. It is the Companys commitment to maintain business continuity and enhance the competitiveness of businesses in the midst of intense competition.
Pengembangan. Dari tahun ke tahun, Perseroan terus melakukan pengembangan teknologi informasi sesuai dengan core business-nya. Hal tersebut merupakan komitmen Perseroan untuk menjaga kesinambungan bisnis dan meningkatkan daya saing di tengah ketatnya kompetisi usaha.
167
Teknologi informasi (TI) memiliki peran

penting dalam pengembangan bisnis perbankan, termasuk di perbankan syariah. Dengan demikian, pengembangan TI akan terus dilakukan perbankan syariah seiring dengan pertumbuhan dan tuntutan bisnis di industri perbankan syariah. Terkait dengan hal tersebut, sejak awal berdiri hingga saat ini, Perseroan selalu mengupayakan pengembangan TI yang dimiliki Perseroan guna mendukung pencapaian bisnis yang dewasa ini terus berkembang secara luas. Hingga akhir 2012, pengembangan TI yang dilakukan Perseroan telah sesuai dengan standardisasi yang ditentukan oleh pemangku otoritas perbankan syariah, yakni BI, yang dalam hal ini ketentuan tersebut mengacu pada standar perbankan syariah global dan kepatuhan yang telah disepakati dunia internasional. Sebagai bentuk komitmen Perseroan untuk mencapai dan mewujudkan target bisnis dan kinerjanya secara menyeluruh, Perseroan secara terus-menerus berupaya melakukan pengembangan dan penyempurnaan TI dengan melibatkan seluruh divisi terkait agar implementasi TI tersebut sesuai dengan kebutuhan bisnis dan nasabah. Sepanjang 2012, Perseroan yang didukung penuh oleh Divisi Teknologi Informasi telah melakukan pengembangan dan penyempurnaan terhadap aplikasi perbankan yang telah ada serta melakukan persiapan peremajaan terhadap mesin produksi dan DRC (Disaster Recovery Center) yang selama ini digunakan Perseroan. Perseroan telah melakukan pengembangan dan penyempurnaan terhadap: 1. Penyempurnaan feature e-banking, seperti Syb BCM (Syariah Bank Business Continuity Management) dan Syb Info (Syariah Bank Info) serta memperbanyak delivery channel;
Information Technology (IT) has an

important role in the development of banking business, including in Islamic banking. Therefore, development of IT will be done continuously by Islamic banking along with business growth and demand in the Islamic banking industry. Related to that, since its establishment until now, the Company always seeks for the development of IT that belongs to the Company in order to support business achievement which has been developing widely lately. Until the end of 2012, IT development that had been done by the Company is in accordance with the standardization that was set by global Islamic banking authority, which is the Central Bank of Indonesia. In this case, the regulation refers to the standard of global Islamic banking and the compliance agreed by the international world. As the Companys commitment to achieve and actualize its business target and overall performance, the Company continuously strives to do IT development and perfection by involving the entire related division, so that the IT implementation is in accordance with the business needs and the customers needs.
Throughout 2012, the Company with full support from the Information Technology Division had develop and perfected several existing banking application system and preparing rejuvenated production machine and DRC (Disaster Recovery Center) that had been used by the Company all these times. Other than that, the Company has developed and completed, such as: 1. Perfecting the e-banking feature, such as Syb BCM (Sharia Bank Business Continuity Management) and Syb Info (Sharia Bank Info), and add more delivery channel;
168

DEVELOPMENT TECHNOLOGY & INFORMATION SYSTEM Teknologi Pengembangan & Sistem Informasi
Terkait dengan program revitalisasi terhadap infrastruktur TI yang digunakan, Perseroan akan melakukan penggantian mesin produksi dan DRC.
Related with the revitalization program of the used IT infrastructure, the Company will replace production machine and DRC.
2. Pengembangan dan pemisahan Card Management System dari PT Bank Bukopin, Tbk. sebagai bank induk dalam rangka mengakomodasi dan mengakselerasi Perseroan sebagai bank penerbit kartu ATM (automatic teller machine) dan memiliki kode IIN (Issuer Identification Number) serta kode bank sendiri pada jaringan ATM. Pengembangan ke Depan Seiring dengan berkembangnya bisnis perbankan syariah di Indonesia dan tantangan ke depan, Perseroan akan terus melakukan penyempurnaan sistem TI yang digunakan Perseroan selama ini. Arah pengembangan TI yang hendak diimplementasikan Perseroan pada 2013 yaitu menyempurnakan TI pada e-banking, seperti penyempurnaan switching system, internet, SMS (short message service) banking, serta pengelolaan kartu ATM secara mandiri. Terkait dengan program revitalisasi terhadap infrastruktur TI yang digunakan, Perseroan akan melakukan penggantian mesin produksi dan DRC. Sedangkan, untuk mengantisipasi perkembangan bisnis ke depan, Perseroan berencana melakukan penambahan jumlah Kantor Cabang/Cabang Pembantu/Kas maupun Outlet Delivery Channel.
2. The development and segregation of Card Management System from PT Bank Bukopin, Tbk. as a holding company in order to accommodate and accelerate the Company as an ATM (automatic teller machine) card issuing bank and has the code of IIN (Issuer Identification Number) as well as the bank's own code on the ATM network. Future Development Along with the development of Islamic banking business in Indonesia and the future challenges, the Company will keep perfecting the IT system that has been used by the Company to date. The direction of IT development that will be implemented by the Company in 2013 is perfecting IT on e-banking, such as switching system, internet, SMS (short message service) banking, and an independent ATM Card management. Related with the revitalization program of the used IT infrastructure, the Company will replace production machine and DRC. Meanwhile, to anticipate business development in the future, the Company is planning to add the number of Branch/Sub-Branch /Cash Office and Delivery Channel Outlet.
169
Pada intinya, dari waktu ke waktu Perseroan akan terus melakukan pengembangan TI yang disesuaikan dengan perkembangan dari core business Perseroan pada masa mendatang. Hal tersebut dilakukan agar Perseroan dapat terus menjaga kesinambungan bisnis dan selalu mampu bersaing dengan kompetitor lain di industri perbankan syariah nasional dan global.
The point is, from time to time the Company will keep doing developments that are adjusted with the development of the Companys core business in the future. It is done in order for the Company to keep business sustainability and ability to compete with other competitors in the Islamic banking industry nationally and globally.
corporate social responsibility

tanggung jawab sosial perusahaan
Benefit and more value. The Company believes that the contribution made by intense and ongoing corporate social responsibility activities will bring benefit and value over the long term.
Manfaat dan Nilai Lebih. Perseroan meyakini bahwa kontribusi yang diberikan secara intens dan berkesinambungan dalam kegiatan tanggung jawab sosial perusahaan akan membawa manfaat dan nilai lebih dalam jangka panjang.
171
Masyarakat atau komunitas dan

lingkungan sekitar merupakan stakeholders penting bagi sebuah perusahaan. Oleh karena itu, membangun hubungan dan memberdayakan pihak-pihak terkait di lingkungan sekitar menjadi tanggung jawab yang melekat erat pada sebuah perusahaan. Terkait dengan hal itu, Perseroan melalui kegiatan tanggung jawab sosial perusahaan selalu berupaya memberikan kontribusi yang bermanfaat dan bernilai lebih kepada masyarakat dan lingkungan sekitar. Melalui kegiatan tanggung jawab sosial perusahaan, Perseroan berupaya untuk mencapai keberlanjutan dalam jangka panjang. Hal itu merupakan pengejawantahan dari arti proses usaha yang sebenarnya. Dalam konteks tersebut, Perseroan senantiasa meyakini bahwa bisnis berkelanjutan merupakan bisnis yang tidak hanya berupaya memaksimalkan kinerja usaha dalam skala ekonomi tertentu yang hanya ditujukan bagi pemegang saham, tapi juga secara menyeluruh berusaha memberikan kontribusi yang maksimal dalam aspek sosial dan lingkungan. Dengan pendekatan tersebut, keberadaan Perseroan diharapkan tidak hanya bermanfaat bagi pemegang saham, tapi juga untuk segenap stakeholders yang lebih luas, yakni masyarakat sekitar. Perseroan meyakini, dengan pendekatan yang bersifat menyeluruh, pada gilirannya nanti aktivitas dimaksud akan mendukung pencapaian tujuan pembangunan yang berkelanjutan dan berjangka panjang. Di lain sisi, Perseroan memahami bahwa kegiatan tanggung jawab sosial perusahaan akan memberikan nilai lebih dan dampak tambahan terhadap perusahaan dalam jangka panjang. Perseroan meyakini bahwa kegiatan tanggung jawab sosial perusahaan akan memberikan pencitraan yang baik bagi perusahaan.
or community and the environment are essential for a companys stakeholders. Therefore, building relationships and empowering stakeholders in the environment is the responsibility firmly attached to a company. Related to this, the Company through corporate social responsibility activities are always trying to contribute useful and worth more to the community and environment.
Society
Through corporate social responsibility activities, the Company seeks to achieve longterm sustainability. It is the manifestation of the true meaning of business processes. In this context, the Company continues to believe that sustainable business is a business that is not only seeking to maximize business performance in certain economies of scale that is intended only for shareholders, but also as a whole seeks to provide maximum contribution to the social and environmental aspects.
With this approach, the Company is expected to benefit not only shareholders, but also for all stakeholders, which is the community around it. The Company believes, with a comprehensive approach, in return the activity will support the achievement of sustainable development and in a long-term period.
On the other hand, the Company understands that corporate social responsibility activities will provide value added and impact on the Company in the long run. The Company believes that corporate social responsibility activities will give a good image for the Company.
172

CORPORATE SOCIAL RESPONSIBILITY Tanggung Jawab Sosial Perusahaan
Sepanjang 2012, penggunaan dana untuk kegiatan corporate social responsibility mencapai Rp207.391.910.
Throughout 2012, the use of fund for corporate social responsibility activities reached to Rp207,391,910.
1. Sumber Dana Tanggung Jawab Sosial Perusahaan Demi mewujudkan komitmen dalam menjadikan kegiatan tanggung jawab sosial perusahaan sebagai salah satu strategi untuk mengembangkan usaha, Perseroan secara konsisten menyediakan anggaran yang wajar dan memadai guna mendukung kegiatan tersebut. Pelaksanaan program tanggung jawab sosial perusahaan memiliki sumber dana dari dana kebajikan. Adapun, dana kebajikan bersumber dari denda, pendapatan nonhalal (pendapatan dari penempatan dana di bank lain) yang sudah mendapatkan arahan dari DPS, dan dana sosial lainnya. 2. Kegiatan Tanggung Jawab Sosial Perusahaan Sepanjang 2012 kegiatan tanggung jawab sosial perusahaan yang dimiliki Perseroan dilakukan di berbagai daerah yang dikoordinasi oleh Kantor Pusat dan Kantor Cabang. Program tanggung jawab sosial perusahaan, baik di Kantor Pusat maupun Kantor Cabang, disusun berdasarkan perencanaan yang matang, bertanggung jawab, dan berkonsep dengan mengacu pada kebijakan Perseroan. Program tersebut terbagi dalam dua bagian, yaitu (1) program tanggung jawab sosial perusahaan yang insidental dan (2) program tanggung jawab sosial perusahaan yang terencana dan berkelanjutan.
1.
Corporate Social Responsibility Source of Funds In order to realize the commitment to making corporate social responsibility activities as a strategy to grow its business, the Company has consistently provide reasonable and adequate budgets to support these activities. The implementation of corporate social responsibility programs has the financial resources of the fund virtue. Meanwhile, benevolence funds sourced from fines, revenue nonhalal (revenues from the placement of funds in other banks) who has received referrals from the Sharia Supervisory Board, and other social funds. Corporate Social Responsibility Activities Throughout 2012 corporate social responsibility activities of the Company carried out in different regions of the coordinated by the Head Office and Branch Offices. Corporate social responsibility programs, both at Head Office and Branch Office, is based on good planning, responsible, and has a concept with reference to the Companys policies. The program is divided into two parts, namely (1) incidental corporate social responsibility programs and (2) corporate social responsibility programs that are planned and sustainable.
2.
173
Program tanggung jawab sosial perusahaan yang insidental dilakukan Perseroan melalui kegiatan pemberian bantuan untuk korban bencana alam dan kegiatan yang bersifat charity dengan memberikan bantuan sosial kepada pihak-pihak yang membutuhkan. Sedangkan, program tanggung jawab sosial perusahaan yang terencana dan berkelanjutan merupakan program yang dimiliki Perseroan dalam memenuhi tuntutan akan kebutuhan masyarakat yang sifatnya lebih luas. Oleh karena itu, implementasi program tersebut menuntut Perseroan untuk lebih fokus mengelola dana secara maksimal dan terarah serta tepat sasaran. Secara garis besar, program terencana dan berkelanjutan tersebut terbagi dalam dua bidang, yaitu: Bidang pendidikan. Program di bidang pendidikan tersebut bertujuan untuk ikut membantu mencerdaskan kehidupan bangsa. Bidang pemberdayaan ekonomi mikro. Tujuan utama program di bidang pemberdayaan ekonomi mikro adalah mengembangkan ekonomi masyarakat. Program terencana dan berkelanjutan didominasi dalam bentuk program pendidikan kepada masyarakat, seperti pelatihan-pelatihan dengan topik perbankan syariah. Ke depan, program terencana dan berkelanjutan tersebut diharapkan dapat lebih dimaksimalkan dan memberikan kontribusi yang bermanfaat serta bernilai lebih bagi masyarakat luas. Sepanjang 2012, penggunaan dana untuk kegiatan corporate social responsibility mencapai Rp207.391.910. Halaman berikut ini adalah laporan mengenai kegiatan tanggung jawab sosial perusahaan dan penggunaan rekening dana kebajikan yang dilakukan Perseroan sepanjang 2012.
Incidental corporate social responsibility programs are activities conducted by the Company through the provision of assistance to victims of natural disasters and the activities of a charity by providing social assistance to those in need. Meanwhile, the Company corporate social responsibility programs that are planned and sustained by meeting the demand for community needs that are more extensive. Therefore, the implementation of the program requires the Company to manage the funds in a more focused, maximum and targeted. Broadly speaking planned and sustained program are divided into two areas:
Educational field. Educational programs aimed at helping the nations intellectual life. Micro-economic empowerment field. The main objective in the area of economic empowerment program is to develop a micro-economy.
Planned programs and sustainable are dominated in the form of the public education programs, such as training on the topic of Islamic banking. Looking ahead, planned and sustained program is expected to be maximized and contribute useful and more valuable for society.
Throughout 2012, the use of fund for corporate social responsibility activities reached to Rp207,391,910. Next page is a report on corporate social responsibility activities and use of funds accounts benevolence by the Company during 2012.
174

Kegiatan Corporate Social Responsibility 2012

2012 Corporate Social Responsibility Activities
No No 1 2 3 4 Tanggal Dated 2 Januari 2012 January 2, 2012 24 Januari 2012 January 24, 2012 21 Februari 2012 February 21, 2012 9 Maret 2012 March 9, 2012 Kegiatan Activities Milad BSB Ke-3 (Donor darah, sunatan massal, dana santunan dan lain-lain) BSB 3rd Anniversary (Blood grant, mass circumsicion program, fund grant and others) Dana untuk Yayasan Panti Asuhan Asyahtong Mariyam Grant for Asyahtong Mariyam Orphanage Foundation Donasi untuk Korps Cacat Veteran Jawa Timur Grant for Dissabled Veteran Corps on East Java Dana bantuan kegiatan CSR SDIT Az-Zahra antara lain pengobatan gratis, donor darah, dan lomba mewarnai di Gedung 1 dan 2 SDIT Azzahra Grant for CSR activities at Az Zahra Elementary School which among others are free medication program, blood donor and colouring competition at Az Zahra Elementary School's 1st and 2nd building Dana bantuan Pembangunan Masjid Al-Mujahidin Grant to build Al-Mujahidin Mosque Dana bantuan acara Maulid Nabi Muhammad SAW di Masjid Arriyadloh Grant for Maulid Nabi Muhammad SAW event at Ariyadloh Mosque Dana bantuan untuk kegiatan CSR Seminar Motivasi Pendidikan Nasional Teacher Working Group di Masjid Baitul Ikhsan Bank Indonesia Working Group at Baitul Ikhsan Mosque Bank Indonesia Grant for CSR activities National Education Seminar of Teacher Dana bantuan infaq sodaqoh kepada anak-anak Yayasan Yatim Piatu Rodiatul Jannah Grant of Infaq Sodaqoh for Rodiatul Jannah Orphanage Foundation Dana bantuan acara Maulid Nabi Besar Muhammad SAW di Majelis Nurul Iman Grant for The Great Prophet of Muhammad SAW Maulid event at Nurul Iman Mosque Dana bantuan infaq sodaqoh Panti Jompo Hargo Dedali Grant of Infaq Sodaqoh for Hargo Dedali Nursing Home Dana untuk kegiatan CSR dalam memperingati ulang tahun Kota Depok 13 di Area Kampus Universitas Indonesia, Depok Grant for CSR activies to celebrate 13th Depok Anniversary at the campus area of University of Indonesia, Depok Dana bantuan Renovasi Masjid Jami Al-Muhbubin Grant for the renovation of Al-Muhbubin Mosque Dana bantuan CSR untuk kegiatan kesehatan gratis dan donor darah di PT Value Stream Indonesia CSR grant for free health assistance and blood donor in PT Value Stream Indonesia Dana bantuan CSR dalam Wisuda ke-10 Darussunnah di Jakarta CSR grant in 10th Darussunah inaguration in Jakarta Kegiatan CSR dalam soft launching Capem Kelapa Gading dengan memberikan bantuan dana ke Yayasan Al-Ikhlas Kelapa Gading CSR in the soft launch of Kelapa Gading Sub Branch by giving grant to Al-Ikhlas Foundation, Kelapa Gading Kegiatan CSR Ramadhan dengan menyelenggarakan buka bersama anak yatim piatu bekerjasama dengan Kadin Jatim dan sahur on the road CSR Ramadhan by holding break fasting gathering with an orphan children, in cooperation with East Java Chambers of Commerce and Industry and pre dawn meal on the road program Kegiatan CSR Soft launching Capem Bekasi bantuan dana untuk yatim piatu ke Yayasan Al Hidayah, Bekasi CSR in soft launching Bekasi Sub Branch by giving grant to the orphanage of Al Hidayah Foundation, Bekasi Dana bantuan kegiatan CSR Edukasi-Sosialisasi PP Muhammadiyah CSR grant for Education-Socialization of PP Muhammadiyah Dana Bantuan CSR Sosialisasi wakaf uang Ikatan Persaudaraan Haji (IPHI) di Solo CSR grant for socialization Endowment/Waqf money of The Fraternity of Indonesian Hajj Association (IPHI) Solo Dana Bantuan CSR Zakat, Infaq, Sodaqah (ZIS) di Paseban, Jakarta CSR grant for Zakat, Infaq, Sadaqah in Paseban, Jakarta Dana Bantuan CSR pendidikan untuk SDIT Az-Zahrah Acara Pentas Seni di Balai Sarbini Wiladatika Bogor Education CSR grant for Az-Zahrah Elementary School Art Performance at Balai Sarbini Wiladatika Bogor Kegiatan CSR soft opening Kantor Kas UMS dengan memberikan santunan kepada anak Panti Asuhan Yayasan Nur Hidayah CSR in soft opening UMS Cash Office by giving grant to Nur Hidayah Orphanage Foundation Lokasi Location Jakarta Surabaya Surabaya Bogor
5 6 7
9 Maret 2012 March 9, 2012 12 Maret 2012 March 12, 2012 21 Maret 2012 March 21, 2012 21 Maret 2012 March 21, 2012 22 Maret 2012 March 22, 2012 21 April 2012 April 21, 2012 2 Mei 2012 May 2, 2012 5 Mei 2012 May 5, 2012 9 Mei 2012 May 9, 2012 23 Mei 2012 May 23, 2012 23 Mei 2012 May 23, 2012 23 Mei 2012 May 23, 2012
Jakarta Jakarta Jakarta
8 9 10 11
Surabaya Jakarta Surabaya Depok
12 13 14 15
Jakarta Jakarta Jakarta Jakarta
16
Surabaya
17
23 Mei 2012 May 23, 2012 24 Mei 2012 May 24, 2012 24 Mei 2012 May 24, 2012 25 Mei 2012 May 25, 2012 5 Juni 2012 June 5, 2012 8 Juni 2012 June 8, 2012
Bekasi
18 19 20 21
Jakarta Solo Jakarta Bogor
22
Solo
175
No No
Tanggal Dated
Kegiatan Activities
Lokasi Location
23
19 Juni 2012 June 19, 2012
24 25 26 27 28
19 Juni 2012 June 19, 2012 22 Juni 2012 June 22, 2012 10 Juli 2012 July 10, 2012 12 Juli 2012 July 12, 2012 23 Juli 2012 July 23, 2012 26 Juli 2012 July 26, 2012
29
30 31 32
26 Juli 2012 July 26, 2012 27 Juli 2012 July 27, 2012 27 Juli 2012 July 27, 2012 2 Agustus 2012 August 2, 2012 3 Agustus 2012 August 3, 2012 8 Agustus 2012 August 8, 2012 10 Agustus 2012 August 10, 2012 14 Agustus 2012 August 14, 2012 15 Agustus 2012 August 15, 2012 28 Agustus 2012 August 28, 2012 28 Agustus 2012 August 28, 2012 12 September 2012 September 12, 2012 12 September 2012 September 12, 2012 20 September 2012 September 20, 2012
33 34 35 36 37 38 39 40 41
42
43
Dana bantuan CSR untuk Festival RW 02 Kramat Jati meliputi kegiatan Donor Darah, Khitanan Massal, Bazar, Gelar seni, dan Jalan Sehat dalam rangka peringatan ulang tahun DKI Jakarta CSR grant for RW 02 Kramat Jati Festival include blood donor, mass circumsicion program, art performance and healthy walk program in conjunction of Jakarta Anniversary Kegiatan CSR Sosialisasi wakaf uang IPHI Bandung CSR activities for socialization Endowment/Waqf money of The Fraternity of Indonesian Hajj Association Bandung Dana bantuan sumbangan Masjid Asy- Syuhada (Perum Sei Kapih) Grant for Asy-Syuhada Mosque (Sei Kapih Housing Complex) Dana bantuan untuk kegiatan CSR Universitas Muhammadiyah Sumatera Utara Grant for CSR of Muhammadiyah University, Sumatera Utara Pemberian dana bantuan untuk anak-anak kurang mampu di Yayasan Rumah Singgah Swara, Bogor Grants for underprivileged children in the Shelter Homes Swara Foundation, Bogor Kegiatan CSR bulan Ramadhan 1434 H seperti pemberian ta'jil di sekitar Kantor Kas Rumah Sakit Muhammadiyah Bandung CSR in Ramadhan 1434 H such as give break fasting food around Muhammadiyah Hospital Cash Office Bandung CSR Ramadhan 1433 H (pemberian santunan ke Yayasan Aisyiah, Sahur bersama di Panti Asuhan Al-Amin, pemberian ta'jil dan Pembagian Al-Quran dan Mukena di Madrasah Diniyah Al-Amin) CSR of Ramadhan 1433 H (grant for Aisyiah Foundation, serving pre dawn meal in Orphanage of Al-Amin, serving break fasting food, giving Al-Qur'an and mukena in Madrasah Diniyah Al-Amin) CSR kegiatan Ramadhan 1433 H, meliputi pembagian ta'jil dan pemberian Donasi Masjid CSR of Ramadhan 1433 H by giving food in break fasting time dan grant for some mosques Dana bantuan CSR di TPA Al-Qur'an Brain Center CSR grant for Brain Center Al Qur'an Education Kindergarten School Dana kebajikan kegiatan CSR Ramadhan 1433 H (pembagian ta'jil ke pengurus masjid, musholla dan panti asuhan) Grant for CSR of Ramadhan 1433 H (serving food in break fasting time to mosque management, musholla and orphanage) Sumbangan Pramuka Tuna Rungu Grant for Deaf Disable Scout Pemberian dana santunan anak yatim dan dhuafa Majelis Ta'lim Mushola Assalam di Depok Grant for orphan and dhuafa of Majelis Ta'lim of Assalam Mushala, Depok Pemberian dana bantuan Zakat, Infak, Sodaqoh, Wakaf dan Fidiyah di Yayasan Fathan Mubiina Grant of zakat, infak, shodaqoh, wakaf and fidiyah at Fathan Mubiina Foundation Dana bantuan CSR santunan untuk anak yatim piatu di Yayasan Darussaadah, Sentul Bogor CSR grant for Darussadah Orpahange Foundation, Sentul, Bogor Kegiatan CSR untuk anak-anak Yayasan Mamiyai Alittihdaiy CSR activities for children of Mamiyai Alittihdaiy Foundation Pemberian dana bantuan untuk Panti Anak Al-Falah Biru Grant for Al-Falah Biru Child House Biaya CSR Ramadhan 1433 H (Pemberian ta'jil, santuanan kepada pengurus Mushala At-Takwa) CSR in Ramadhan 1433 H (food for break fasing, grant for At-Takwa Mushala committee) Sumbangan Masjid At- Taqwa di Jl. P. Diponegoro Grant for At-Taqwa Mosque at Jalan Pangeran Diponegoro Dana Kebajikan untuk Kegiatan CSR Ramadhan Solo (Buka Bersama, Pembagian ta'jil, pemberian dana santunan, dll) Benevolent Fund for Ramadhan CSR activities in Solo (Joint break fasting, serving food, giving fund, etc.) Dana Kebajikan untuk kegiatan CSR Ramadhan Makasar (Buka bersama, Pembagian Ta'jil dll). Benevolent Fund for Ramadhan CSR activities in Makassar (Joint break fasting, serving food, etc). Dana Bantuan Pembangunan Ponpes Miptahussa'adah Grant for the development of ponpes Miptahussa'adah
Jakarta
Bandung Samarinda Medan Bogor Bandung
Sidoarjo
Solo Jakarta Medan
Samarinda Depok Jakarta Bogor Medan Jakarta Samarinda Samarinda Solo
Makasar
Jakarta
176

No No 44 45
Tanggal Dated 24 September 2012 September 24, 2012 24 September 2012 September 24, 2012 27 September 2012 September 27, 2012 23 Oktober 2012 October 23, 2012 25 Oktober 2012 October 25, 2012 12 November 2012 November 12, 2012 14 November 2012 November 14, 2012 21 November 2012 November 21, 2012 22 November 2012 November 22, 2012 22 November 2012 November 22, 2012 22 November 2012 November 22, 2012 5 Desember 2012 December 5, 2012 5 Desember 2012 December 5, 2012 6 Desember 2012 December 6, 2012 7 Desember 2012 December 7, 2012 8 Desember 2012 December 8, 2012 13 Desember 2012 December 13, 2012 18 Desember 2012 December 18, 2012 18 Desember 2012 December 18, 2012 20 Desember 2012 December 20, 2012 28 Desember 2012 December 28, 2012
Kegiatan Activities Dana bantuan CSR untuk renovasi masjid Al-Jihad CSR Grant for Al Jihad Mosque renovation Acara Tasyakuran Perluasan Capem Kramat Jati Pemberian Bantuan kepada anak-anak yatim piatu Nurul Amal Tasyakuran event on the expansion of Kramat Jati Sub Branch by giving a donation to Nurul Amal orphanage children. Kegiatan CSR untuk penyaluran hewan qurban bekerja sama dengan UMSU CSR activities to the distribution of animals qurban working with UMSU Bantuan CSR untuk kegiatan Idul Adha untuk anak-anak yatim piatu Yayasan Panca Budi CSR Aid for Idul Adha activities for children at Panca Budi Orphanage Foundation Kegiatan CSR Ramadhan BSB 1433 H (meliputi kegiatan pembagian ta'jil gratis, acara buka bersama, dana bantuan untuk masjid) BSB Ramadhan 1433 H CSR activities (including distribution of free food, joint break fasting, fund grant for mosque) CSR Pemberian Santunan ke anak-anak yatim piatu di Yayasan Al Hidayah Kayu Ringin, Bekasi CSR grant to the orphanage children of Al Hidayah Foundation Kayu Ringin, Bekasi CSR Pemberian Santunan untuk anak-anak yatim piatu di Yayasan Nurul Amal, Kramat Jati, Jakarta Timur CSR grant to orphanage children of Nurul Amal Foundation, Kramat Jati, Jakarta Timur. Dana Bantuan Renovasi Masjid Nurul Bahri di Kelapa Gading Fund grant for Nurul Bahri Mosque renovation at Kelapa Gading Sumbangan Mejid M. Hidayat Mukorobin (Jl. Revolusi) Donation for M. Hidayat Mukorobin Mosque (Jl. Revolusi) Sumbangan DPU Palestina Donation for DPU Palestine Sumbangan Dana CSR Milad BSB ke-4 di Cabang Samarinda CSR donation fund for BSB 4th anniversary at Samarinda branch. Dana Bantuan Untuk kegiatan CSR Kantor Kas Universitas Muhammadiyah Makassar Grant fund for CSR activities of cash office Muhammadiyah University Makassar CSR dalam rangka milad BSB ke-4 (kegiatan donor darah, memberikan santunan kepada Dhompet Dhuafa dan Rumah Zakat) CSR in conjunction of BSB 4th anniversary (Blood donor activitiy, donation to Dompet Dhuafa and Zakat House) Sumbangan mesjid ponpes Istiqamah Muhammadiyah Donation for Ponpes Istiqamah Muhammadiyah Mosque Santunan Yayasan Al Murtadho untuk yatim piatu Paseban, Salemba Grand of Yayasan Al Murtadho for orphanage in Paseban, Salemba Kegiatan CSR Milad BSB Acara Donor Darah di Cab Bandung CSR activities in BSB anniversary by doing blood donation in Bandung branch Dana Partisipasi kegiatan CSR Bazar iB Syariah di BI meliputi kegiatan Pemberian dana bantuan untuk yayasan hafal Al Quran dan bantuan pengobatan pasien di Rumah Sakit Participation fund in iB Syariah CSR Bazaar activity by giving the donation for Hafal Al-Quran Foundation & health assistance for patients in the hospital. CSR Healthy Care (Pemeriksaan Darah gratis ) CSR Healthy Care (Free Blood Examination) Kegiatan CSR Donor Darah, milad BSB ke-4 Cabang Solo CSR activities by doing blood donor in BSB 4th anniversary at Solo branch Sumbangan Kepada Pondok pesantren Istiqamah Muhammadiyah Donation for Istiqamah Muhammadiyah pesantren Pemberian Dana Bantuan untuk PAUD Yayasan Citra Bangsa Sejahtera di Bogor Donation for PAUD of Citra Bangsa Sejahtera Foundation at Bogor
Lokasi Location Jakarta Jakarta
46 47 48
Medan Medan Jakarta
49 50 51 52 53 54 55 56
Bekasi Jakarta Jakarta Samarinda Samarinda Samarinda Makasar Medan
57 58 59 60
Samarinda Jakarta Bandung Jakarta
61 62 63 64
Sidoarjo Solo Samarinda Bogor
Jumlah Penggunaan Dana CSR Rp207.391.910 Use of CSR Fund Rp207,391,910
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Corporate Social Responsibility Corporate Social Responsibility

2 5 Februari 2012 Berpartisipasi dengan open table dalam rapat kerja nasional (Rakernas) dan Lokakarya PP Muhammadiyah di Universitas Muhammadiyah Malang. February 2-5, 2012 Participate in open table of the national working meeting (Rakernas) and PP Muhammadiyah Workshop at the University of Muhammadiyah Malang. 15 19 Februari 2012 Berpartisipasi dalam acara Living for Share oleh SDIT Azzahra di Gedung SDIT Az-Zahra Cileungsi, Bogor. February 15-19, 2012 Participate in the event of Living for Share held by SDIT Azzahra at Az-Zahra Elementary School, Cileungsi, Bogor. 11 Maret 2012 Berpartisipasi dalam seminar motivasi pendidikan nasional dengan tema Menjadi Guru Sukses Mulia oleh Teacher Working Group di Masjid Baitul Ikhsan Bank Indonesia. March 11, 2012 Participate in national motivation education seminars with the theme Becoming a Honor Successful Teacher held by Teacher Working Group of Masjid Baitul Ikhsan Bank Indonesia. 9 18 Maret 2012 Bekerja sama dengan Depot Buku Muhammadiyah berpartisipasi dalam acara Indonesia Book Fair 2012 di Istora Senayan, Jakarta. March 9-18, 2012 Work together with Muhammadiyah Book Depot participated in the Indonesia Book Fair 2012 in Istora Senayan, Jakarta.
14 Maret 2012 Berpartisipasi dalam Rapat Anggaran Tahunan (RAT) Koperasi Badan Pengkajian & Penerapan Teknologi (BPPT) di Auditorium BPPT di Jakarta. March 14, 2012 Participate in the Annual Budget Meeting (ABM) of Cooperation Agency for the Assessment and Application of Technology (BPPT) in BPPT Auditorium Jakarta
24 Maret 2012 Berpartisipasi dengan open table di Embun Pagi Swimming School di SD Embun Pagi Islamic School Jakarta Timur. March 24, 2012 Participated in open table of Embun Pagi Swimming School at Embun Pagi Islamic Elementary School, Jakarta Timur. 5 April 2012 Pemberian dana bantuan untuk anak-anak yatim piatu Yayasan Masjid Al-Ikhlas Kelapa Gading, Jakarta, dalam rangka soft launching Kantor Cabang Pembantu (KCP) Kelapa Gading di KCP Kelapa Gading. April 5, 2012 Providing aid to orphaned children Masjid AlIkhlas Foundation Kelapa Gading, Jakarta, in order to Sub Branch Office soft launches of Kelapa Gading Sub Branch.
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5 April 2012 Pemberian dana bantuan untuk anak-anak yatim piatu Yayasan Al Hidayah, Kayu Ringin, Bekasi, dalam rangka soft launching Kantor Cabang Pembantu (KCP) Bekasi di KCP Bekasi. April 5, 2012 Grants for orphaned children of Al Hidayah Foundation, Kayu Ringin, Bekasi, in order to Sub Branch soft launch in Bekasi Sub Branch
25 Juli 2012 Pengajian bulanan karyawan Bank Syariah Bukopin di Kantor Pusat. July 25, 2012 Monthly lectures Bank Syariah Bukopin employees at Head Office.
8 Juni 2012 Soft opening Kantor Kas Universitas Muhammadiyah Surakarta di Universitas Muhammadiyah Surakarta. 8th of June 2012 Soft opening of Cash Office at the University of Muhammadiyah Surakarta. 3 Juli 2012 Penyerahan dana bantuan untuk Yayasan Anak Jalanan Rumah Singgah Sakinah Warahmah (SWARA) di rumah singgah SWARA Jatinegara, Jakarta. July 3, 2012 Submission of a grant to the Street Children Foundation of Shelter Homes Warahmah Sakinah (SWARA) at a halfway house SWARA Jatinegara, Jakarta.
27 Juli 2012 Penyerahan dana bantuan kepada anak-anak Yayasan Yatim dan Dhuafa Darus Saadah di kantor Yayasan Darus Saadah, Bogor. July 27, 2012 Submission of a grant from Darus Saadah Foundation for Orphaned children and Dhuafa at Darus Saadah Foundation office, Bogor.
28 Juli 2012 Sahur bersama anak yatim piatu di Yayasan Yatim Piatu Al-Ikhlas Bekasi di Yayasan Yatim Piatu Al-Ikhlas, Bekasi. July 28, 2012 Sahur with an orphans in Al-Ikhlas Orphan Foundation Bekasi.
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1 Agustus 2012 Membagikan makanan untuk berbuka puasa menjelang berbuka puasa untuk masyarakat yang melewati Jalan Salemba depan Kantor Pusat. August 1, 2012 Distribute food to break the fast for the people who pass through Jalan Salemba in front of Head Office.
26 September 2012 Pemberian santunan kepada anak yatim piatu Yayasan Yatim Piatu Nurul Amal dalam rangka tasyakuran re-launching Kantor Cabang Pembantu Kramat Jati di KCP Kramat Jati. September 26, 2012 Granting compensation to Nurul Amal Orphans Foundation in order to re-launch of Branch Office in KCP Kramat Jati 1 Agustus 2012 Pemberian donasi ke Masjid Al-Muhsinin dalam rangka Ramadan 1433 H. August 1, 2012 Giving a donation to the Masjid Al-Muhsinin in conjunction of Ramadan 1433 H
6 November 2012 Donor darah di Kantor Pusat dalam rangka milad BSB ke-4 (empat). November 6, 2012 Blood donation activity at Head Office in conjunction of BSB 4th anniversary. 8 Agustus 2012 Pemberian bantuan kepada Panti Asuhan Aisyah Muhammadiyah di Desa Cingkariang, Kecamatan Banuhampu, Kabupaten Agam, Sumatra Barat, oleh Kantor Cabang Bukittinggi dalam rangka Ramadhan 1433 H. August 8, 2012 Providing assistance to Aisyah Muhammadiyah orphanage in the village of Cingkariang, District Banuhampu, Agam regency, West Sumatra, by Bukittinggi Branch Office in conjunction of Ramadhan 1433 H.
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12 November 2012 Pemberian santunan kepada anak yatim piatu Yayasan Al Hidayah, Kayuringin, Bekasi, di Kantor Cabang Pembantu Bekasi. November 12, 2012 Granting a donation to orphanage children in Al Hidayah foundation, Kayuringin, Bekasi at Bekasi Sub Branch. 14 November 2012 Pemberian santunan kepada anak yatim piatu Yayasan Yatim Piatu Nurul Amal, Kramat Jati, Jakarta Timur, di Kantor Cabang Pembantu Kramat Jati. November 14, 2012 Granting donation to orphanage children of Nurul Amal Foundation, Kramat Jati, Jakarta Timur, at Kramat Jati Sub Branch.
7 Desember 2012 Pemberian santunan kepada anak yatim piatu Yayasan Al Murtadho Salemba, Jakarta Pusat, di Kantor Pusat. December 7, 2012 Granting donation to orphanage children of Al Murtadho Foundation, Salemba, Jakarta Pusat, at Head Office.
24 November 2012 Sunatan massal di Kantor Pusat dalam rangka milad BSB ke-4 (empat). November 24, 2012 Mass circumcision in Head Office in conjunction of BSB 4th anniversary.
28 Desember 2012 Pemberian santuan kepada Pendidikan Anak Usia Dini (PAUD) Yayasan Citra Bangsa Sejahtera, Bogor, di kantor Yayasan Citra Bangsa Sejahtera, Bogor. December 28, 2012 Giving a donation to Early Year Children Education of Citra Bangsa Sejahtera Foundation, Bogor, at Yayasan Citra Bangsa Sejahtera office, Bogor.
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executive functionary
pejabat eksekutif
Elmar Maroza, Kepala Satuan Kerja Audit intern (SKAI) Head of Audit Intern Working Unit Lahir di Pontianak, 44 tahun lalu. Mulai berkarier di bidang perbankan pada 1997 sebagai Manajer Pelayanan dan Operasi. Menjabat sebagai Kepala SKAI sejak Juni 2010. Was born in Pontianak 44 years ago. Career in banking started in 1997 with a position as Service and Operational Manager. Has served as Head of Audit Intern Working Unit since June 2010. Mirza W. Hasan, Kepala Divisi Teknologi Informasi Head of Information Technology Division Lahir di Jakarta, 55 tahun lalu. Mulai berkarier di bidang perbankan pada 1983 dengan berbagai jabatan. Pada 1988 menjadi Manajer Bidang Teknologi Informasi di Bank Bukopin. Menjabat sebagai Kepala Divisi Teknologi Informasi sejak Januari 2007. Was born in Jakarta 55 years ago. Career in banking started in 1983 with various position. In 1988, he became Manager of Information and Technology Division of Bank Bukopin. He served as Head of Information Technology Division since January 2007. Noor Cholis, Kepala Divisi Pengembangan Produk Head of Product Development Division Lahir di Kudus, 51 tahun lalu. Pada 1987 bergabung dengan Bank Bukopin dan pernah menjabat sebagai Credit Officer, Kepala Bagian Kredit, Project Officer Syariah, dan Pemimpin Cabang Sementara. Menjabat sebagai Kepala Divisi Pengembangan Produk sejak Juli 2009. Was born in Kudus 51 years. He joined Bank Bukopin in 1987 and had served as Credit Officer, Head of Credit Division, Sharia Project Officer, and Temporary Head of Branch. He served as Head of Product Development Division since July 2009.
Evi Yulia Kurniawati, Kepala Sekretaris Perusahaan Head of Corporate Secretary Lahir di Kudus, 39 tahun lalu. Mulai berkarier di media massa pada 1999 dan pernah bertugas sebagai Reporter, Asisten Redaktur, Konsultan Media, Media Relation Manager, dan Manajer Humas BSB. Menjabat sebagai Kepala Sekretaris Perusahaan sejak Desember 2009. Was born in Kudus 39 years ago. Her carrier start in the mass media in 1999, and she had worked as a Reporter, Assistant Editor, Media Consultant, Media Relation Manager, and BSB Public Relation Manager. She has served as Head of Corporate Secretary since December 2009. Rismarini, Kepala Divisi Sumber Daya Insani Head of Human Resources Lahir di Rumbai, 49 tahun lalu. Mulai berkarier di bidang Human Resources pada 1990 dengan posisi sebagai Recruitment Officer, Recruitment and Manpower Planning Head, Head of Talent Management dan HR Relation Manager. Menjabat sebagai Kepala Divisi Sumber Daya Insani sejak Desember 2009. Was born in Rumbai 49 years ago. She started her career in human resources on 1990 as recruitment officer, recruitment and manpower planning head, Head of talent Management and HR relation manager. She has served as the Head of Human Resources since December 2009.
Heru Haryanto, Kepala Divisi Restrukturisasi dan Penyelesaian Pembiayaan Head of Restructure and Financing Settlement Division Lahir di Bandung, 55 tahun lalu. Mulai berkarier di bidang perbankan pada 1982 sebagai staf Sundries Kantor Pusat Operasional, Kepala Bagian Sistem dan Prosedur, Kepala Cabang, Kepala Koordinator Funding, Kepala KPR, dan Kepala Divisi Pengembangan. Menjabat sebagai Kepala Divisi Restrukturisasi dan Penyelesaian Pembiayaan sejak Juli 2008. Was born in Bandung, 55 years ago. He started his career in banking on 1982 as staff of Sundries Operational Head Office, Head of System and Procedure Division, Head of Branch Office, Head of Funding Coordinator, Head of KPR, and Head of Development Division. He has served as Head of Restructure and Financing Settlement Division since July 2008. Raymound Syahril, Kepala Divisi Support Pembiayaan Head of Financing Support Division Lahir di Batusangkar, 47 tahun lalu. Mulai berkarier di bidang perbankan pada 1994 sebagai staf Legal, Legal Officer, dan Koordinator Kebijakan Pengembangan SDM. Menjabat sebagai Kepala Divisi Support Pembiayaan sejak Desember 2009. Sebelumnya dipercaya menjadi Kepala Divisi SDI. Was born in Batusangkar 47 years ago. He started a career in banking in 1994 as Legal Staff, Legal Officer, and Human Resources Policy Coordinator. He served as Head of Financing Support since December 2009, and previously he worked as Head of Human Resources Development.
182
Ade Chandra, Kepala Divisi Pelayanan Head of Service Division Lahir di Padang, 51 tahun lalu. Mulai berkarier di Bank Bukopin pada 1987 sebagai Pemimpin Cabang Pembantu, SKAI, Manajer Pelayanan dan Operasi. Menjabat sebagai Kepala Divisi Pelayanan sejak September 2009. Was born in Padang 51 years ago. Career in Bank Bukopin started in 1987 as Head of Sub-Branch, Audit Intern Working Unit, and Service and Operational Manager. Served as Head of Service Division since September 2009. Donny Suwardono, Kepala Divisi Operasi dan Analisa Keuangan Head of Operational and Financial Analysis Division Lahir di Surabaya, 49 tahun lalu. Pernah menjabat sebagai Manajer Kantor Akuntan Publik Ernst & Young Arthur Andersen serta Manajer Akuntansi dan Perpajakan di Bank Bukopin. Menjabat sebagai Kepala Divisi Operasi dan Analisa Keuangan sejak Agustus 2011. Was born in Surabaya 49 years ago. He served as a Manager at Registered Public Accountant Ernst & Young Arthur Andersen, and as Tax and Accounting Manager at Bank Bukopin. He served as Head of Operational and Financial Analysis Division since August 2011. Amir Salahudin, Kepala Divisi Supervisi Bisnis Head of Business Supervision Division Lahir di Singaraja, 48 tahun lalu. Pernah menjabat sebagai Manajer Bisnis, Pemimpin Cabang dan Bagian Manajemen Perusahaan Anak dan Terafiliasi Divisi Manajemen Aset di Bank Bukopin. Menjabat sebagai Kepala Divisi Supervisi Bisnis Cabang sejak Desember 2011. Was born in Singaraja 48 years ago. He served as Business Manager, Head of Branch, and Asset Management of Subsidiary and Affiliated Division at Bank Bukopin. Served as Head of Business Supervision since December 2011.
Farhan Kamil, Kepala Divisi Bisnis Area V dan Area I (Salemba) Head of Business Division of Area V and Area I (Salemba) Lahir di Jakarta, 38 tahun lalu. Mulai berkarier di bidang perbankan pada 2002 dan pernah menjabat sebagai Account Officer, Collection Manager, dan Branch Manager. Menjabat sebagai Kepala Divisi Bisnis Area V dan Area I (Salemba) sejak Maret 2012. Was born in Jakarta 38 years ago. He started a career in banking in 2002 and had served as Account Officer, Collection Manager, and Branch Manager. He served as Head of Business Division of Area V and Area I (Salemba) since March 2012. Dede Furkon, Kepala Divisi Bisnis Area IV Bekasi Head of Business Division of Area IV Bekasi Lahir di Bandung, 52 tahun lalu. Mulai berkarier di Bank Bukopin pada 1986 dan dipercaya sebagai Pemimpin Cabang Pembantu, Manajer Bisnis, serta Manajer Operasi. Pernah menjabat sebagai Pemimpin Cabang Solo dan pada November 2012 menduduki Kepala Divisi Bisnis Area IV Bekasi. Was born in Bandung 52 years ago. He started his career at Bank Bukopin in 1986 and had served as Head of Sub-Branch, Business Manager, and Operational Manager. He also served Head of Solo Branch and since November 2012 he was officiated as Head of Business Division of Area IV Bekasi. M. Ali Fauzi, Pemimpin Cabang Medan Head of Medan Branch Lahir di Bojonegoro, 42 tahun lalu. Mulai berkarier di bidang perbankan pada 1996 sebagai Analis Kredit, Pemimpin Cabang Pembantu, dan Pemimpin Cabang. Menjabat sebagai Pemimpin Cabang Medan sejak Juni 2011. Was born in Bojonegoro 42 years ago. He started a career in banking in 1996 as Credit Analyst, Head of Sub-Branch, and Head of Branch. He served as Head of Medan Branch since June 2011.
Imdibkri, Pemimpin Cabang Bukittinggi Head of Bukittinggi Branch Lahir di Padang, 48 tahun lalu. Mulai berkarier di Bank Bukopin pada 1990 sebagai Staf Credit Support, Staf Kontrol, Account Officer, Koordinator Legal, Manajer Bisnis, dan Project Officer. Menjabat sebagai Pemimpin Cabang Bukittinggi sejak Maret 2011. Was born in Padang 48 years ago. Started a career at Bank Bukopin in 1990 as Credit Support Staff, Control Staff, Account Officer, Legal Coordinator, Business Manager, and Project Officer. He served as Head of Bukittinggi Branch since March 2011. Jufril H. Ahmad, Pemimpin Cabang Makassar Head of Makassar Branch Lahir di Bima, 57 tahun lalu. Mulai berkarier di Bank Bukopin pada 1986 dan pernah menjabat sebagai Manajer Bisnis serta Pemimpin di beberapa Kantor Cabang. Menjabat sebagai Pemimpin Cabang Makassar sejak Juli 2011. Was born in Bima 57 years ago. He started a career at Bank Bukopin in 1986 as Business Manager and Head of several branch offices. He served as Head of Makassar Branch since July 2011.
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Suherli, Pemimpin Cabang Bandung Head of Bandung Branch Lahir di Bandung, 53 tahun lalu. Mulai berkarier di Bank Bukopin pada 1988 sebagai Manajer Bisnis, Pemimpin Cabang, Manajer Bisnis Group UKM, Manajer Pengembangan Usaha Kecil, Menengah, dan Koperasi (UKMK), Manajer Penjualan UKMK, dan Manajer Pengembangan Kredit Komersial. Menjabat sebagai Pemimpin Cabang Bandung sejak Juni 2011. Was born in Bandung 53 years ago. Started a career at Bank Bukopin in 1988 as Business Manager, Head of Branch, Business Manager of Small and Medium Enterprises Group, Manager of Small and Medium Enterprises and Cooperatives Development, Sales Manager of Small and Medium Enterprises and Cooperatives Development, and Manager of Commercial Credit Development. He served as Head of Bandung Branch since June 2011. Mustopa Endi Saputra Hasibuan, Pemimpin Cabang Melawai (Kepala Divisi Bisnis Area II) Head of Melawai Branch (Head of Business Division of Area II) Lahir di Purworejo, 44 tahun lalu. Mulai berkarier di bidang perbankan pada 1993 dengan posisi sebagai Staf Perkreditan, Risk Manager, Relationship Manager, dan Branch Manager. Menjabat sebagai Pemimpin Cabang Melawai dan Kepala Divisi Bisnis Area II sejak November 2012. Was born in Purworejo 44 years ago. He started a career in banking in 1993 as Credit Staff, Risk Manager, Relationship Manager, and Branch Manager. He served as Head of Melawai Branch and Head of Business Division of Area II since November 2012.
Hendriawan, Pemimpin Cabang Surabaya Head of Surabaya Branch Lahir di Malang, 50 tahun lalu. Mulai berkarier di bidang perbankan pada 1990 sebagai Account Officer, Credit & Marketing Head, Sub Branch Manager, Corporate Secretary, Branch Manager, dan Group Head. Menjabat sebagai Pemimpin Cabang Surabaya sejak November 2012. Sebelumnya dipercaya sebagai Pemimpin Cabang Melawai (Kepala Divisi Bisnis Area II). Was born in Malang 50 years ago. He started a career in banking in 1990 as account officer, credit & marketing head, sub branch manager, corporate secretary, branch manager, and group head. He served as Head of Surabaya Branch since November 2012, after previously served as Head of Melawai Branch and Head of Business Division of Area II. Trisna Surjatri, Pemimpin Cabang Sidoarjo Head of Sidoarjo Branch Lahir di Ponorogo, 47 tahun lalu. Bergabung dengan Bank Bukopin pada 1989 sebagai Staf Marketing. Menjabat sebagai Pemimpin Cabang Sidoarjo sejak Oktober 2009. Sebelumnya pernah menjabat Head SBL, Officer, dan Pemimpin Cabang Pembantu. Was born in Ponorogo 47 years ago. Joined Bank Bukopin in 1989 as Marketing Staff. He also served as Head of SBL, Officer, and Head of Sub-Branch. Served as Head of Sidoarjo Branch since October 2009.
Achmad Baradjak, Pemimpin Cabang Solo Head of Solo Branch Lahir di Surabaya, 49 tahun lalu. Mulai berkarier di bidang perbankan pada 1990 dan pernah dipercaya menjadi Assistant Manager, Manajer Operasional, dan Branch Manager di beberapa kantor cabang. Menjabat sebagai Pemimpin Cabang Solo sejak November 2012. Sebelumnya dipercaya sebagai Kepala Divisi Bisnis Area IV. Was born in Surabaya 49 years ago. Started a career in banking in 1990 and had served as Assistant Manager, Operational Manager, and Branch Manager at several branch offices. He served as Head of Solo Branch since November 2012 after previously served as Head of Business of Area IV. Teguh Suryadi, Pemimpin Cabang Samarinda Head of Samarinda Branch Lahir di Surabaya, 34 tahun lalu. Mulai berkarier pada 2004 dan pernah menjabat sebagai Account Officer, Koordinator Bisnis, dan Manajer Bisnis. Menjabat sebagai Pemimpin Cabang Samarinda sejak November 2012. Was born in Surabaya 34 years ago. Started his career in 2004 and had served as Account Officer, Business Coordinator, and Business Manager. He served as Head of Samarinda Branch since November 2012.
184
office & delivery channel

kantor & delivery channel
Kompetisi yang ketat menjadi

keniscayaan yang harus dihadapi Perseroan. Untuk itu, Perseroan melakukan berbagai upaya strategis yang diimplementasikan secara berkesinambungan. Selain mengembangkan produk dan layanan, Perseroan juga terus memperluas jaringan kantor dan delivery channel. Delivery channel merupakan Kantor Cabang PT Bank Bukopin, Tbk. yang dapat memberikan layanan perbankan syariah bagi nasabah Perseroan. Bekerja sama dengan PT Bank Bukopin, Tbk., Perseroan terus berupaya menambah delivery channel-nya yang ditujukan untuk mempermudah akses nasabah maupun calon nasabah. Sejumlah pertimbangan bisnis seperti halnya efisiensi (biaya), pemilihan lokasi, serta potensi pasar menjadi konsentrasi Perseroan ketika hendak membuka jaringan baru. Dalam konteks di atas, pada 2012, Perseroan melakukan aktivitas sebagai berikut: (1) relaunching Kantor Cabang Pembantu (KCP) Kramat Jati, Jakarta Timur; (2) membuka KCP baru di Bekasi, Jawa Barat, dan Kelapa Gading, Jakarta Utara; (3) membuka Kantor Kas di Universitas Muhammadiyah Surakarta dan Universitas Muhammadiyah Makassar; dan (4) menambah sebanyak 24 delivery channel. Hingga akhir 2012, Perseroan memiliki 1 (satu) Kantor Pusat Operasional (KPO), 9 (sembilan) Kantor Cabang (KC), 7 (tujuh) Kantor Cabang Pembantu(KCP), dan 4 (empat) Kantor Kas. Selain itu, Perseroan melayani nasabahnya melalui 53 delivery channel yang tersebar di wilayah Jakarta, Bogor, Depok, Tangerang, Bekasi (Jabodetabek), Jawa Barat, Jawa Tengah, Jawa Timur, Sumatera Utara, Sumatera Barat, Sulawesi Selatan, dan Kalimantan Timur. Pada 2013 Perseroan berencana membuka jaringan kantor di wilayah Tangerang, Banten.
The competition is tighter than ever to be

faced by the Company. For those case, the Company had done strategic efforts that implemented continuously. In addition to developing products and services, the Company also continues to expand their network of offices and delivery channels.
Delivery channel is a Branch Office of PT Bank Bukopin, Tbk. to provide Islamic banking services to customers. Working with PT Bank Bukopin, Tbk., the Company continues to seek to increase delivery channels aimed to facilitate access to the customers and prospective customers. There is business judgment as well as the efficiency (cost), location, as well as a concentration of the Company's market potential when trying to open the new network.
In the context above, in 2012, the Company made some of activities as follows: (1) relaunching Kramat Jati Sub Branch, East Jakarta, (2) opening Bekasi Sub Branch, West Java, and Kelapa Gading Sub Branch, North Jakarta, (3) opening Surakarta Muhammadiyah University (UMS) cash office and Universitas Muhammadiyah Makassar cash office, and (4) adding 24 delivery channels. Until the end of 2012, the Company has 1 (one) Operational Headquarter, 9 (nine) Branch Offices, 7 (seven) Sub Branch Offices , and 4 (four) Cash Offices. In addition, the Company serves its customers through 53 delivery channels which are spread throughout Jakarta, Bogor, Depok, Tangerang, Bekasi (Greater Jakarta), West Java, Central Java, East Java, North Sumatra, West Sumatra, South Sulawesi and East Kalimantan. In 2013 the Company plans to open network of offices in Tangerang, Banten.
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DAFTAR KANTOR CABANG/ Register Office

No. No Status Kantor Office Status Alamat Address Telepon Phone Fax Fax ATM ATM
Kantor Pusat Operasional/Operational Head Office 1 Jakarta - Salemba JL. Salemba Raya No.55, Kel.Paseban, Kec. Senen, Jakarta Pusat 10440 Kantor Cabang/Branch Office JL. P. Diponegoro No.40, Kel.Pelabuhan, Kec. Samarinda Ilir, Samarinda 75111 Kalimantan Timur Jl. Raya Waru Sidoarjo 61254 Ruko Gateway Blok A5-6, Kel.Sawo Tratap, Kec. Gedongan, Sidoarjo 61254 Jawa Timur Jl. Melawai Raya No. 5, Kel. Melawai, Kec. Kebayoran Baru, Jakarta Selatan 12160 Jl. R.E. Martadinata No. 142, Kel. Merdeka, Kec. Sumur, Bandung 40113 Jawa Barat Jl. Raya Darmo No. 136 Kel.Darmo, Kec. Wonokromo, Surabaya 60241 Jawa Timur Jl. S. Parman No. 77, Kel.Medan Baru, Kec. Patisah Hulu Medan 20153 Sumater Utara Jl. Perintis Kemerdekaan No.16, Kel.Aur Tjangkung Tengah, Kec. Sawah, Bukittinggi 26111 Sumatera Barat Jl. Sam Ratulangi Nomor 98 AB, Kel. Mario, Kec. Mariso, Makassar 90133 Sulawesi Selatan Jl. Slamet Riyadi No.271 Kec.Sriwedari, Kec. Laweyan Surakarta 57111 Jawa Tengah (021) 2300912 (021) 3148401 1
Samarinda
(0541) 732320
(0541) 732731
Sidoarjo
(031) 8537676
(031) 8537677
3 4
Melawai Bandung
(021) 2700072 (022) 7213373
(021) 2702292-93 (022) 7213380
1 1
5 6 7
Surabaya Medan Bukittinggi
(031) 5636485 (031) 5636486 (061) 4523577 (0752) 627420
(031)5681274 (061) 4523677 (0752) 627421
3 1 1
8 9
Makassar Solo
(0411) 877289 (0271) 729633
0411-874809 0271 - 720310
1 1 12
No. No
Status Kantor Office Status
Alamat Address
Telepon Phone
Fax Fax
ATM ATM
Kantor Cabang Pembantu/Sub-Branch Office 1 2 3 4 5 Tenggarong Kramat Jati Payakumbuh UPI YPTK - Padang HR Muhammad JL. Maduningrat, Kampung Melayu, Tenggarong Ruko Kokan Anggatra PP-6.A1. Jl. Raya Bogor, Kramat Jati Jakarta Jl. Soekarno Hatta No. 136 Payakumbuh Jl. Raya Lubuk Bagalung, Padang Jl. HR Muhammad No. 179 Komplek Surya Inti Permata II C-8, Kali Kendal, Dukuh Pakis, Surabaya 60226 Jl. Boulevard Barat Raya Blok A No. 28, Kelapa Gading Barat, Kelapa Gading, Jakarta Utara 14240 Jl. Ahmad Yani, Blok A-10 Nomor 14, Ruko Sentral Niaga, Margajaya, Bekasi Selatan, Bekasi (0541) 662117 (021) 80877075 (0752) 90844 (0752) 90845 (0751) 777610 (031) 7323545 (0541) 662116 (021) 8093224 (0752) 90847 (0751) 777610 (031) 7323547 0 1 1 1 1
Kelapa Gading
(021) 45859432
(021) 45859433
Bekasi
(021) 8894671
(021) 88850283
1 6
Kantor Kas/Cash Office 1 2 3 Yayasan Panca Budi RS Muhammadiyah Bandung Universitas Muhammadiyah Surakarta Universitas Muhammadiyah Makassar Jl. Gatot Subroto KM 4,5 Sei Sikambing Medan Jl. Banteng No. 53, Bandung 40264 Jl. A. Yani, Tromol Pos 1, Pabelan, Kartasura, Surakarta 57102 KK Universitas Muhammadiyah Makassar Jl. Sultan Alaudin No. 259, Gunung Sari, Rappocini, Makassar 90221 (061) 8456743 022-7323307 (0271) 731853 (061) 8456743 022-7323307 (0271) 731853 0 1 0
0411-881559
0411-881559
186
DAFTAR DELIVERY CHANNEL/Register Delivery Channel

No No Kantor Layanan Syariah Syariah Service Office Jabodetabek 1 2 3 Capem Bulog II Capem Kebayoran Baru Capem Pulogadung Trade Centre Pulo Gadung - JIEP Capem Kebayoran Lama Capem Tanjung Priok Capem Pondok Gede Capem Oil Centre Thamrin Capem ABDA Gedung Diklat Bulog II, Kuningan Timur Blok M II No.5, Jakarta Selatan 12950 Jl. RS Fatmawati No. 7, Kebayoran Baru, Jakarta Selatan 12140 Ruko No. 10 Blok A.11, Gedung PTC, Jl. Raya Bekasi, Kawasan Industri Pulogadung, Jakarta Timur Jl. Raya Kebayoran Lama No. 10, Jakarta Selatan 12220 Jl. Enggano No. 28, Tanjung Priok, Jakarta Utara 14310 Plaza Pondok Gede Ruko Blok H No. 8, Jl. Raya Pondok Gede Jatiwaringin, Bekasi 17411 Gedung Oil Centre, Jl. Thamrin Kav. 55, Jakarta 10350 Gedung ABDA, Jl. Jenderal Sudirman Kav. 59 No. 77, lt.GF Blok A, Senayan, Kebayoran Baru, Jakarta Selatan Jl. MT Haryono Kav. 50-51 Jakarta Selatan Jl. HR Rasuna Said Kav. 3-5, Kuningan Jakarta Selatan Jl. Bintaro Utara III.A, Pondok Aren, Komplek Rukan Bintaro Sektor 3A No. 16-17Tangerang Jl. S. Parman Kav. 80, Slipi Jakarta Barat Jl. Gunung Sahari Raya No. 86.C, Jakarta Pusat Plaza V Pondok Indah Kav. A-11, Jl. Marga Guna Raya, Pondok Indah, Jakarta Selatan Jl. Margonda Raya No. 224.C, Kemiri Muka, Beji, Depok Gedung PLN Cikokol Tangerang, Jl. Jenderal Sudirman No. 1, Cikokol Tangerang Ruko Niaga Kalimas Blok C-17, Jl. Inspeksi Kalimalang - Bekasi Timur Jl. Boulevard Barat Raya Ruko Inkoppal Blok A No. 15, Kelapa Gading - Jakarta Utara Jl. KH Hasyim Ashari Kompleks ITC Roxy Mas, Blok D3 No.14 Cideng - Jakarta Pusat Terminal I A9 Kedatangan Domestik No. 38 (A94P.38) Bandara Soekarno Hatta - Cengkareng Jl. M.I. Ridwan Rais No. 1, Jakarta Pusat 10110 Jl. Yos Sudarso Kav. 65, Sunter - Jakarta Utara Gedung Bank Liman Lantai 2, Jl. Ir. H.Juanda No. 12 Jakarta Pusat Ruko Graha Mas - Jl. Perjuangan Raya No. 88 Blok B No. 1-2 Jakarta Barat Jl. Margonda Raya No. 9-10 Depok Jl. Cinere Raya Blok A No. 26-27, Cinere Depok Ruko Golden Boulevard Blok GI No. 2, Jl.Pahlamawan Seribu, Tangerang Pondok Indah Plaza I Jl.Metro Duta Plaza I Kav UA No. 6, Pondok Indah, Jakarta Selatan Kawasan Ruko Citra Grand R-3 No. 37, Jl. Alternatif Cibubur (Trans Yogie KM 4, Jatikarya, Jatisampurna, Bekasi (021) 5204262, 5204266, 5204285 (021) 7245577 (021) 46800017 (021) 5204265 (021) 7398600 (021) 46800201 ALAMAT Address Telepon Phone Fax Fax
4 5 6 7 8
(021) 7393737 (021) 4301915 (021) 84990257 (021) 31900612 (021) 51401082
(021) 2700578 (021) 4301917 (021) 84995890 (021) 31902356 (021) 51401083
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
KPO Bank Bukopin Capem Dep.Koperasi Capem Bintaro Capem S. Parman Capem Gunung Sahari Capem Pondok Indah Capem Depok Capem Cikokol Tangerang Capem Bekasi Kalimas Capem Kelapa Gading Capem Roxy Mas Kantor Kas Bandara Soekarno-Hatta Cengkareng Kantor Kas PLN Gambir Kantor Kas PLN Sunter - 1 Kantor Kas Jamsostek Gambir Capem Kebon Jeruk Capem Margonda Residence Capem Cinere Capem BSD City Capem PIM I Capem Citra Grand Cibubur
(021) 7988266 (021) 5257903 (021) 7375174, 7375176, 7375179 (021) 5604307 (021) 4214755 (021) 7396863 (021) 7761145 (021) 5527060, 5512660 (021)88357688, 88357699 (021) 45854592, 45854593 (021) 63858537, 6339430, 6339435 (021) 5501452 (021) 38902155 (021) 6503328 (021) 3504268 (021) 5302537, 53673891, 53673903 (021) 7871768, 7872148 (021) 7536335 (021) 5376777 (021) 7657707 (021) 84591952, 84592140
(021) 7980625 (021) 5221579 (021) 7375537 (021) 566957735 (021) 4257791 (021) 7396882 (021) 7760809 (021)55772841 (021)88357610 (021) 4532864 (021) 63858536 (021) 5501452
(021) 6503328 (021) 3504268 (021) 5302505 (021) 7870677 (021) 7546234 (021) 53160969 (021) 7504010, 7504011 (021) 84591804
187
DAFTAR DELIVERY CHANNEL/Register Delivery Channel

No No Kantor Layanan Syariah Syariah Service Office Jawa Barat 30 31 32 33 34 35 36 Cabang Utama Bandung Capem Buah Batu Capem Caringin Capem Setia Budi Capem Antapani Capem Tasikmalaya Cabang Cirebon Jawa Tengah 37 38 39 Capem Klaten Capem Sragen Capem Boyolali Jawa Timur 40 Cabang Surabaya Gubeng Komplek Ruko RMI (Rukun Makmur Indah) Blok J No. 12 Jl. Bratang Binangun Kec. Gubeng, Surabaya Jl. Jaya Negara No. 17 Kav. 2, Komp. Puri Mojopahit, Mojokerto 61231 Multi Sarana Plaza Blok A No. 4, Jl. Gubernur Suryo, Gresik 61118 Jl. A. Yani No. 27, Sidoarjo 61212 Jl. Perak Barat No. 61, Surabaya Jl. Pemuda Utara No. 82, Klaten Jl. Raya Sukowati No. 147, Sragen Jl. Pandanaran Ruko C2, Boyolali (0272) 321835 (0271) 890979 (0276) 321283 (0272) 322522 (0272) 890978 (0276) 321282 Jl. Asia Afrika No.121, Bandung Jl. Buah Batu No. 231-A Bandung 40264 Jl. Soekarno Hatta No. 234 Pasar Induk Caringin Kav.A1, 3-4 Bandung 40286 Jl. Setia Budi No. 170 B, Bandung Jl. Terusan Jakarta No. 53 Blok Q, Borma Bandung Jl. Sutisna Senjaya No. 72, Tasikmalaya Jl. DR Cipto Mangunkusumo No. 101 Cirebon (022) 4234569 (022) 7317421, 7323190 (022) 2034777 (022) 2034777 (022) 7209006, 7206769 (0265) 340800 (0231) 230707 (022) 4235081 (022) 7309440 (022) 5413800 (022) 2033966 (022) 7205943 (0265) 312872 (0231) 230606 ALAMAT Address Telepon Phone Fax Fax
41 42 43 44
Capem Mojokerto Capem Gresik Capem Sidoarjo Capem Perak Barat Sumatera Utara
(0321) 329331, 329332 (031) 3985571 (031) 8921091, 8921092 (031) 3540533, 3540534
(0321) 329330 (031) 3981562 (031) 8921871 (031) 3537223
45 46 47
Cabang Medan Capem AR Hakim Capem Golden Sumatera Barat
Jl. Gajah Mada No. 23.B Medan 20153 Jl. Arif Rahman Hakim No. 92.B, Medan Komplek Golden Trade Center Jl. Gatot Subroto No. 17-18, Medan
(061) 4152445, 4259266 (061) 7356447 (061) 4530412, 4524777
(061) 4529228 (061) 7346463 (061) 4530352
48 49
Cabang Padang Capem M.Yamin Sulawesi Selatan
Jl. Jend.Sudirman No. 4, Padang 25113 Jl. Prof. M. Yamin No. 129, Padang
(0751) 31821, 31825, 31826 (0751) 39695, 38382
(0751) 32073 (0751) 22544
50 51 52
Cabang Makassar Capem Panakukang Capem Cendrawasih Kalimantan Timur
Jl.Slamet Riyadi No. 2 Makassar Jl. Pengayoman Ruko Mirah II - 20 Panakukang Makassar Jl. Cendrawasih No. 155, Makassar
(0411) 320740 0411) 452991 (0411) 854666
(0411) 320747 (0411) 452826 (0411) 854222
53
Capem Samarinda
Jl. Ahmad Yani No. 88 C, Samarinda
(0541) 745484, 748876
(0541) 746613
product & services

produk dan layanan
Produk Pembiayaan Pembiayaan iB Jual-beli (Murabahah) Pembiayaan iB Kepemilikan Rumah Pembiayaan iB Kepemilikan Mobil Pembiayaan iB Jual-beli (Istishna) Pembiayaan iB Bagi-hasil (Mudharabah) Pembiayaan iB Bagi-hasil (Musyarakah) Pembiayaan iB K3A
Produk Pendanaan Tabungan iB SiAga TabunganKu iB Tabungan iB Rencana Tabungan iB SiAga Bisnis Tabungan iB Haji Deposito iB Giro iB
Produk Jasa Cash Management Payment Point Payroll RTGS SKN/Transfer Kliring SKBDN (L/C Lokal) Bank Garansi iB Safe Deposit Box SMS Banking Internet Banking Wakaf Uang
Tanggung Jawab Atas Pelaporan Tahunan PT Bank Syariah Bukopin 2012 Responsibility Towards PT Bank Syariah Bukopins 2012 Annual Report
Laporan Tahunan PT Bank Syariah Bukopin 2012 ini serta Laporan Keuangan Audit dari Kantor Akuntan Publik dan informasi-informasi lainnya yang terkait dengan Laporan Tahunan PT Bank Syariah Bukopin 2012, merupakan tanggung jawab Manajemen PT Bank Syariah Bukopin dan telah disetujui serta ditandatangani oleh Dewan Komisaris dan Direksi PT Bank Syariah Bukopin. This 2012 Annual Report and Audited Financial Statements from the Public Accounting Firm of PT Bank Syariah Bukopin and other informations that are relevant with the Annual Report of PT Bank Syariah Bukopin 2012, is a responsibility of PT Bank Syariah Bukopins management and has been approved and signed by the Board of Commissioners and the Board Directors of PT Bank Syariah Bukopin.
Dewan Komisaris Board of Commissioners
Mulyana, S.H. ma Komisaris Utama Pres s oner si President Commissioner
DR. Hajriyanto Y. Thohari, M.A. Komisaris Independen Independent Commissioner
Prof. DR. Bambang Setiaji, M.Si. Komisaris Independen Independent Commissioner
Direksi Board of Directors
Riyanto Direktur Utama dent Director President
Harry Harmono Busiri Direktur Bisnis Business Director
Ruddy Susatyo Direktur Operasi dan Pelayanan Operation and Services Director
Eriandi Direktur Kepatuhan dan Manajemen Risiko Compliance and Risk Management Director
halaman ini sengaja dikosongkan this page intentionally left blank
Laporan Keuangan untuk tahun yang berakhir pada tanggal 31 Desember 2012 dan 2011 dan Laporan Auditor Independen
Financial Statements for the years ended December 31, 2012 and 2011 and Independent Auditors Report
halaman ini sengaja dikosongkan this page intentionally left blank
SURAT PERNYATAAN DIREKSI TENTANG TANGGUNG JAWAB ATAS LAPORAN KEUANGAN TAHUN YANG BERAKHIR PADA 31 DESEMBER 2012 PT BANK SYARIAH BUKOPIN
Kami yang bertanda tangan di bawah ini: 1. Nama Alamat : H. Riyanto, SE, Ak. : Jl. Salemba Raya No. 55 Jakarta Pusat Kode pos 10440 Alamat Domisili : Jakarta Nomor Telepon : 021-2300912 Nomor Facsimili : 021-3148401 Jabatan : Direktur Utama : Ruddy Susatyo, SE : Jl. Salemba Raya No. 55 Jakarta Pusat Kode pos 10440 Alamat Domisili : Jakarta Nomor Telepon : 021-2300912 Nomor Facsimili : 021-3148401 Jabatan : Direktur
DIRECTORS STATEMENT OF RESPONSIBILITY FOR THE FINANCIAL STATEMENTS THE YEAR ENDED DECEMBER 31, 2012 PT BANK SYARIAH BUKOPIN
We the undersigned are: 1. Name Address : H. Riyanto, SE, Ak. : Jl. Salemba Raya. 55 Central Jakarta 10 440 zip codes Domicile Address : Jakarta Telephone number : 021-2300912 Facsimili number : 021-3148401 Position : Managing Director
2.
Nama Alamat
2. Name Address
: Ruddy Susatyo, SE : Jl. Salemba Raya. 55 Central Jakarta 10 440 zip codes Domicile Address : Jakarta Telephone number : 021-2300912 Facsimile number : 021-3148401 Occupation : Director
menyatakan bahwa: 1. Bertanggung jawab atas penyusunan dan penyajian laporan keuangan perseroan; 2. Laporan keuangan perseroan telah disusun dan disajikan sesuai prinsip akuntansi yang berlaku umum; 3. a. Semua informasi dalam laporan keuangan perseroan telah dimuat secara lengkap dan benar; b. Laporan keuangan perseroan tidak mengandung informasi atau fakta material yang tidak benar, dan tidak menghilangkan informasi atau fakta material;
states that: 1. Responsible for the preparation and presentation of financial statements of the company; 2. Company financial statements have been prepared and presented in accordance with generally accepted accounting principles; 3. a. All information in the financial statements the company has loaded completely and correctly; b. Companys financial statements do not contain information or material facts are not true, and do not remove any information or material fact; 4. We are responsible for internal control systems within the company. This statement was made with actual. Jakarta, January 17, 2013 Direktur
4. Kami bertanggung jawab atas sistem pengendalian intern dalam perseroan. Demikian pernyataan ini dibuat dengan sebenarnya. Jakarta, 17 Januari 2013 Direktur Utama
H. Riyanto, SE, Ak
Ruddy Susatyo, SE
dbs&d
Doli, Bambang, Sudarmaji, & Dadang
Registered Public Accountants Lisence no.: KEP - 007/KM.5/2006 Branch Ofce : Jl. Raya kalimalang Blok - E No. 4F Duren Sawit Jakarta Timur 13440 Phone (62-21) 8611 845, 8611 847, 866 10331, 866 10334 Fax. (62-21) 8611 708, 866 10401 E-mail basco@dnet.net.id auditor_shs@yahoo.com No: R.3/024.J/01/13
Laporan Auditor Independen

Pemegang Saham, Dewan Komisaris dan Direksi PT BANK SYARIAH BUKOPIN Kami telah mengaudit laporan posisi keuangan PT Bank Syariah Bukopin (d/h Bank Persyarikatan Indonesia) ("Bank") tanggal 31 Desember 2012 dan 2011, laporan laba rugi komprehensif, laporan perubahan ekuitas serta laporan arus kas untuk tahun yang berakhir pada tangga l -tangga l tersebut. Laporan keuangan adalah tanggung jawab Manajemen Bank. Tanggung jawab kami terletak pada pernyataan pendapat atas laporan keuangan berdasarkan audit kami. Kami melaksanakan audit berdasarkan standar auditing yang ditetapkan Institut Akuntan Publik Indonesia. Standar tersebut mengharuskan kami untuk merencanakan dan melaksanakan audit agar memperoleh keyakinan memadai bahwa laporan keuangan bebas dari salah saji material. Suatu audit meliputi pemeriksaan, atas dasar pengujian, bukti-bukti yang mendukung jumlah-jumlah dan pengungkapan dalam laporan keuangan secara keseluruhan. Audit juga meliputi penilaian atas prinsip akuntansi yang digunakan dan estimasi signifikan yang dibuat oleh Manajemen Bank, serta penilaian terhadap penyajian laporan keuangan secara keseluruhan. Kami yakin bahwa audit kami memberikan dasar memadai untuk menyatakan pendapat. Menurut pendapat kami, laporan keuangan yang kami sebut di atas menyajikan secara wajar dalam semua hal yang material, posisi keuangan PT Bank Syariah Bukopin tanggal 31 Desember 2012 dan 2011, hasil usaha, laporan perubahan ekuitas serta laporan arus kas, sumber dan penggunaan dana kebajikan untuk tahun yang berakhir pada tanggal-tanggal tersebut, sesuai dengan Standar Akuntansi Keuangan di Indonesia. 17 Januari 2013 Doli, Bambang, Sudharmaji & Dadang
Independent Auditor Report

The Shareholders, Board of Commissioners and Board of Directors PT BANK SYARIAH BUKOPIN We have audited the accompanying statements of financial position of PT Bank Syariah Bukopin (d / h Bank Persyarikatan Indonesia) (Bank) dated December 31, 2011 and 2010, comprehensive income statement, change of equity report, and cash flows statement for the years ended as per the said that. The financial statements are the responsibility of the Bank Management. Our responsibility is to express an opinion on these financial statements based on our audit. We performed the audit according to the auditing standards as stipulated by the Indonesian Public Accountant Institution. The said standards require us to plan and perform audit as to obtain appropriate belief that the financial statement is free from any material presentation error. An audit shall include reviews, based on examination, evidences supporting the totals and disclosure in the entire financial statement as a whole. Audit shall also include the evaluation of the applied accounting principles and significant estimation made by the management, as well as the evaluation on the preparation of financial statement as a whole. We believe that our audit will provide an adequate base to put forward opinion. In our opinion, the financial statement' that we have described above present fairly, in terms of all material cases, the financial position of PT Bank Syariah Bukopin dated December 31, 2012 and 2011, such as operating income, change of equity report and cash flows statement, sources and uses of funds for virtue years ended on those dates, in accordance with Financial Accounting Standards in Indonesia. January 17, 2013
Bambang Hariadi, MEc, CPA NRAP: AP. 0413
An Independent member o BKR International, with ofces troughout the World
PT. BANK SYARIAH BUKOPIN LAPORAN POSISI KEUANGAN 31 Desember 2012 dan 2011 (Dalam Rupiah) Catatan (Notes) Aset Kas 2a,3 Penempatan pada Bank Indonesia 2d,4 Penempatan pada bank lain - setelah dikurangi 2b,2e,5 penyisihan penghapusan giro pada bank lain sebesar Rp. 2.736.680.261,- dan Rp. 2.571.586.786,- pada tanggal 31 Desember 2012 dan 2011 Pihak-pihak Berelasi Pihak ketiga Surat - surat berharga 2g,6 Piutang murabahah - setelah dikurangi penyisihan penghapusan pada pada tanggal 31 Desember 2012 dan 2011 masing-masing sebesar Rp. 43.003.454.116,dan Rp. 26.277.381.048,2c,2h,7 Pinjaman Qardh 2c,2h,2i,8 Setelah dikurangi penyisihan penghapusan pada pada tanggal 31 Desember 2012 dan 2011 masing-masing sebesar Rp. 2.744.060,dan Rp. 3.589.816,Kredit yang diberikan - setelah dikurangi penyisihan penghapusan pada tanggal 31 Desember 2012 dan 2011 masing-masing sebesar Rp. 133.510.332 2c,2f,9 Pendapatan yang masih akan diterima 10 Pajak dibayar dimuka dan uang Muka 2u,11 Beban dibayar dimuka 2l,12 Aset pajak tangguhan 2u,19d Aset tetap - setelah dikurangi akumulasi penyusutan pada tanggal 31 Desember 2012 dan 2011 masing-masing sebesar Rp. 27.830.925.977,- dan Rp. 23.190.587.767 2k,13 Aset lain-lain 2l,14 Jumlah aset 31-Des-12 Dec, 31 2012 31-Des-11 Dec, 31 2011
PT. BANK SYARIAH BUKOPIN BALANCE SHEET December 31, 2012 and 2011 (Expressed in Rupiah)
25.802.036.050 461.026.623.758
260.592.887.355 10.338.458.490 48.699.500.000
2.578.807.458.124
Assets 19.566.163.450 Cash 315.168.057.717 Placement in Bank Indonesia Current account in other banks - after deducted with provision for current accounts with other banks write-off amounting Rp.2.736.680.261 and Rp.2.571.586.786 on December 31, 2012 and December 31, 2011 251.667.306.036 Related parties 2.919.785.788 Third parties 8.472.275.000 Marketable securities Receivables murabaha - after deducted by provision write-off on December 31, 2012 and December 31, 2011 each respectively Rp.43.003.454.116 1.885.270.627.050 and Rp.26.277.381.048
Qardh Loan
209.746.694
17.211.525.953 4.352.174.572 37.399.248.052 23.672.869.364
58.392.969.828 89.602.014.234 3.616.107.512.472
after deducted by provision write-off on December 31, 2012 and December 31, 2011 each respectively Rp.2.744.060 355.391.825 and Rp.3.589.816 Financing - after provision deduction write-off on December 31, 2012 and December 31, 2011 2.451.077.163 each respectively Rp.133.510.332 15.368.277.424 Receivable income 11.783.403.905 Prepaid taxes and payment 28.603.131.129 Prepaid expenses 24.139.396.752 Deferred assets taxes Fixed asset - provision deducted depreciation on December 31, 2012 and December 31, 2011 each respectively 57.646.090.664 Rp. 27.830.925.977 and Rp.23.190.587.767 106.615.925.920 Other assets 2.730.026.909.824 Total assets
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan secara keseluruhan
The above financial statements notes is an unseparable parts from the whole financial statements.
|5
PT. BANK SYARIAH BUKOPIN LAPORAN POSISI KEUANGAN 31 Desember 2012 dan 2011 (Dalam Rupiah) Catatan (Notes) Liabilitas dan ekuitas Simpanan Giro wadiah Giro umum Pihak ketiga Tabungan Tabungan wadiah Pihak terkait Pihak ketiga Tabungan mudharabah Pihak terkait Pihak ketiga Deposito mudharabah Pihak terkait Pihak ketiga Liabilitas Liabilitas segera lainnya Pajak yang masih harus dibayar Pinjaman yang diterima Penempatan dari bank lain Beban yang masih harus dibayar Liabilitas lain-lain Pinjaman subordinasi Liabilitas imbalan kerja Jumlah liabilitas Ekuitas Modal Saham Nilai nominal Rp10.000,- per saham untuk seri A Rp100,- per saham untuk seri B dan Rp.50,- per saham untuk seri c. Modal dasar untuk seri A : 8.137.000 saham untuk seri B : 9.186.300.000 saham dan untuk seri C : 14.992.600.000 saham. Ditempatkan dan disetor penuh untuk seri A : 8.137.000 saham, untuk seri B : 1.690.000.000 saham dan untuk seri C : 4.000.000.000 saham pada tanggal 31 Desember 2012 dan 2011. Saldo defisit Jumlah ekuitas Jumlah liabilitas dan ekuitas 31-Des-12 Dec, 31 2012 31-Des-11 Dec, 31 2012
PT. BANK SYARIAH BUKOPIN BALANCE SHEET December 31, 2012 and 2011 (Expressed in Rupiah)
2m,21 15
183.018.909.087 -
102.965.714.420 86.159
16 3.890.209.516 226.436.663.251 482.962.089 114.711.077.095 17 3.203.500.000 2.319.040.669.620 2m,18 2u,19a 20 21 22 2r,23 24 2t,25 12.279.438.076 7.523.581.421 49.780.291.300 343.047.854.110 7.112.755.956 12.285.419.821 50.000.000.000 10.222.028.001 3.343.035.359.342 2.328.500.000 1.914.814.265.702 5.499.008.101 4.979.284.385 49.780.291.300 35.481.978.822 6.501.532.947 22.796.789.134 50.000.000.000 7.476.087.963 2.474.252.697.553 2.315.744.727 204.589.414.743 461.086.656 64.262.912.496
Liability and equity Deposits Wadiah current accounts General current accounts Third parties Saving deposits Wadiah saving deposits Related parties Third parties Mudharaba saving deposits Related parties Third parties Mudharaba time deposits Related parties Third parties Liability Other liabilities Payable taxes Funds borrowings Placement with other banks Payable expenses Other Liabilities Subordinated funds Benefits liabilities Total Liability Equity Stock capital Nominal value of Rp10.000,- per share for A series, Rp100,- per share for B series and Rp50 per share for C series. Capital A series: 8.137.000 shares, B series: 9.186.300.000 shares and C series: 14.992.600.000 shares. Issued and fully paid A series:8.137.000 shares, B series:1.690.000.000 shares C series:4.000.000,000 shares on December 31, 2012 and 2011. Deficite balance Total equity Total Liability and equity
26
450.370.000.000 (177.297.846.870) 273.072.153.130 3.616.107.512.472
450.370.000.000 (194.595.787.729) 255.774.212.271 2.730.026.909.824
6 | LAPORAN TAHUNAN BANK SYARIAH BUKOPIN 2012
PT. BANK SYARIAH BUKOPIN LAPORAN LABA RUGI KOMPREHENSIF Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2012 dan 2011 (Dalam Rupiah) Catatan (Notes) Pendapatan (beban) operasional Pendapatan operasi utama Pendapatan syariah Pendapatan dari jual beli Pendapatan bagi hasil Pendapatan lainnya Pendapatan konvensional Provisi dan komisi kredit Jumlah pendapatan operasi utama Beban operasi utama Beban syariah Hak pihak ketiga atas bagi hasil investasi tidak terikat Beban bagi hasil sertifikat investasi mudharabah antar bank syariah Beban bonus dan bagi hasil antar bank Beban Pinjaman Yang Diterima Beban konvensional Bunga Jumlah beban operasi utama Jumlah pendapatan (beban) - bersih Pendapatan (beban) komprehensif lainnya Pendapatan operasional lainnya Pendapatan lain-lain Beban operasional lainnya Umum dan operasional lainnya Tenaga kerja Penyisihan penghapusan aset produktif Jumlah beban operasional lainnya Pendapatan (beban) komprehensif lainnya Laba operasional Pendapatan (beban) non operasional Pendapatan (beban) non operasional - bersih Laba (rugi) komprehensif sebelum pajak penghasilan Pajak penghasilan - Pajak kini Pajak tangguhan Jumlah pajak penghasilan Laba bersih komprehensif setelah pajak penghasilan 33 (1.807.776.574) 24.354.096.259 19c 2u,19d (6.589.628.012) (466.527.389) (7.056.155.401) 17.297.940.859 31-Des-12 Dec, 31 2012 31-Des-11 Dec, 31 2011
PT. BANK SYARIAH BUKOPIN STATEMENTS OF COMPREHENSIVE INCOME For the Years ended December 31, 2012 and 2011 (Expressed in Rupiah)
2w,27 184.448.151.393 88.521.585.550 10.977.421.245 28 2s 283.947.158.188 2r,29 160.579.881.421 5.579.953.484 3.849.683.546 30 3.256.850.538 173.266.368.989 110.680.789.199 3.484.153.014 143.623.128.044 68.088.310.797 131.043.439.793 3.668.543.906 5.426.991.331 141.938.920.822 63.570.104.671 6.188.413.348 14.000.000 211.711.438.841
Operating Income (Expenses) Main Operating Income Sharia Income Sales Income Profit Sharing Income Other Income Conventional Income Provision and Commisions credit Total operating Income Main Operating Expenses Sharia Expenses Third Party share on unrestricted investment revenue sharing Inter banks Mudharaba investment certificates revenue sharing expenses Inter banks bonus and revenue sharing expenses Funds Borrowings Expenses Conventional Expenses Interests Total Main Operating Expenses Total Income (Expenses) - Net Other comprehensive Income (Expenses) Other Operating Income Other Incomes Other Operating Expenses General and other operationals Employees Provision of earning assets write-off Total of other Operating Expenses Other operating Income (expenses) Operating income Non Operating Income (Expenses) Non operating Income (expenses) - Net Comprehensive Income (Loss) before Income Tax Income Taxes Current Taxes Deferred Taxes Total Income Taxes Net Comprehensive income after company Income Tax
31 32
27.272.904.568 44.825.555.108 48.996.791.279 17.969.474.547 111.791.820.934 (84.518.916.366) 26.161.872.833
33.594.520.304 38.017.339.620 42.362.712.377 6.235.620.647 86.615.672.643 (53.021.152.339) 15.067.158.458 (45.439.150) 15.021.719.308 (1.885.552.500) (927.331.602) (2.812.884.102) 12.208.835.206
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PT. BANK SYARIAH BUKOPIN LAPORAN PERUBAHAN EKUITAS Untuk Tahun Yang Berakhir Pada Tanggal 31 Desember 2012 dan 2011 (Dalam Rupiah)
PT. BANK SYARIAH BUKOPIN STATEMENTS OF STOCKHOLDERS' EQUITY For the Years ended December 31, 2012 and 2011 (Expressed in Rupiah)
Catatan Notes
Modal Saham Ditempatkan dan Disetor Penuh Shares Issued and fully paid 350.370.000.000
Saldo Laba (Rugi) Premises Re-evaluated Differences (206.804.622.935)
Jumlah Ekuitas (Defisiensi) Modal Total Equity
Saldo 31 Desember 2010 Tambahan Modal Disetor Laba bersih komprehensif tahun berjalan Saldo 31 Desember 2011 Laba bersih komprehensif tahun berjalan 26
143.565.377.065 100.000.000.000
December 31, 2010 Balance Additional paid-in capital Comprehensive net profit during the year December 31, 2011 Balance Comprehensive net profit during the year
100.000.000.000 450.370.000.000 12.208.835.206 (194.595.787.729)
12.208.835.206 255.774.212.271
17.297.940.859
17.297.940.859
Saldo 31 Desember 2012
450.370.000.000
(177.297.846.870)
273.072.153.130
December 31, 2012 Balance
PT. BANK SYARIAH BUKOPIN LAPORAN ARUS KAS Untuk Tahun yang Berakhir 31 Desember 2012 dan 2011 (Dalam Rupiah) 31 Des. 2012 Dec. 31, 2012 Arus kas dari aktivitas operasi Penerimaan bunga dan provisi Pembayaran bunga Pembayaran Hak pihak ketiga atas bagi hasil investasi tidak terikat Pembayaran bonus dan bagi hasil antar bank Penerimaan pendapatan (beban) operasional komprehensif lainnya Pembayaran kas pada karyawan dan pemasok Laba operasi sebelum perubahan dalam aktivitas operasi 31 Des. 2011 Dec. 31, 2011
PT. BANK SYARIAH BUKOPIN STATEMENT OF CASH FLOW For the Years ended December 31, 2012 and 2011 (Expressed in Rupiah)
283.947.158.188 (3.256.850.538) (160.579.881.421) (3.849.683.546) 27.272.904.568 (121.595.368.182) 21.938.279.069
211.711.438.841 (3.484.153.014) (131.043.439.793) (5.426.991.331) 22.717.584.999 (80.380.051.996) 14.094.387.706 (2.738.625.000) (303.224.499.691) (3.485.674.128) (5.974.981.309) (56.685.087.237)
Cash flow from operational activities Receivables interests and provisions Payable interests Third party share of unrestricted investment return - Payable Bonus and Inter-bank revenue sharing - Payable Other comprehensive operating income (expenses) - Receivables Cash to employees and supplier - Payable Operating losses before changes in operating assets Decrease (Increase) in operating assets Placement with other banks and bonds Murabaha receivables Financing Receivables Prepaid, prepaid expenses, deferred taxes Other assets Increase (decrease) in operating Liability Wadiah and general current accounts Third parties Wadiah and general deposits Deposits Related parties Third parties Payable Liabilities Placement with other banks Payable expenses Payable taxes Benefits Liabilities Other Liabilities Operating activities cash - Net Investment activities cash flow Premises profit (income) Investment activities cash - Net Cash flow from funding activities Additional paid-in capital Receivables (settlement) fund borrowings Funding activities cash - Net
(Kenaikan ) penurunan dalam aset operasi Penempatan surat-surat berharga (40.227.225.000) Piutang murabahah (690.940.108.781) Kredit yang diberikan Pendapatan yang masih akan diterima (1.843.248.529) Uang muka, beban dibayar dimuka, pajak tangguhan (898.360.201) Aset lain-lain 17.013.911.686 Kenaikan (penurunan) dalam liabilitas operasi Giro wadiah dan umum Pihak ketiga Tabungan wadiah dan umum Deposito Transaksi dengan Pihak-pihak Berelasi Pihak ketiga Liabilitas segera dibayar Penempatan dari bank lain Beban yang masih harus dibayar Hutang pajak Liabilitas imbalan kerja Liabilitas lain-lain Kas bersih digunakan untuk aktivitas operasi Arus kas dari aktivitas investasi (Perolehan) kelebihan nilai aset tetap Kas bersih digunakan untuk aktivitas investasi Arus kas dari aktivitas pendanaan Penambahan setoran modal Penerimaan (pelunasan) pinjaman yang diterima Kas bersih diperoleh dari aktivitas pendanaan Kenaikan (penurunan) bersih kas dan setara kas Saldo kas dan setara kas pada awal tahun Saldo kas dan setara kas pada akhir tahun Komponen kas dan setara kas pada akhir tahun Kas Giro pada Bank Indonesia Giro pada Bank Lain Jumlah
80.053.194.667 73.891.667.171 875.000.000 404.226.403.918 6.780.429.975 307.565.875.289 611.223.009 2.544.297.036 2.745.940.037 (10.511.369.313) 173.825.910.034 (5.387.217.373) (5.387.217.373) 168.438.692.661 589.321.312.992 757.760.005.653 25.802.036.050 461.026.623.758 270.931.345.845 757.760.005.653
7.463.575.119 68.741.043.150 (16.846.500.000) 610.466.218.931 (2.219.956.758) (235.475.952.464) (541.010.708) 1.355.177.767 1.905.873.963 (9.848.716.665) 66.985.272.676 (13.652.068.900) (13.652.068.900) 100.000.000.000 (3.019.558.294) 96.980.441.706
Increase (decrease) cash and cash equivalents - Net 150.313.645.482 439.007.667.510 Cash and cash equivalents balance in the beginning of the year 589.321.312.992 Cash and cash equivalents balance in the end of the year 19.566.163.450 315.168.057.717 254.587.091.825 589.321.312.992 Cash and cash equivalents components in the end of year Cash Current account with Bank Indonesia Current accounts with other banks Total
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PT. BANK SYARIAH BUKOPIN LAPORAN SUMBER DAN PENGGUNAAN QARDHUL HASAN Untuk Tahun yang Berakhir 31 Desember 2012 dan 2011 (Dalam Rupiah) 31 Des. 2012 Dec. 31, 2012 Sumber Dana Qardhul Hasan Infaq dan Shadaqah Denda Sumbangan / Hibah Penerimaan non - halal Lainnya Jumlah Sumber Dana Qardhul Hasan Penggunaan Dana Qardhul Hasan Pinjaman (dana kebajikan produktif) Sumbangan Lainnya Jumlah Penggunaan Dana Qardhul Hasan Kenaikan (penurunan) sumber atas penggunaan Dana Qardhul Hasan pada awal periode Dana Qardhul Hasan pada akhir periode 31 Des. 2011 Dec. 31, 2011
PT. BANK SYARIAH BUKOPIN REPORT OF SOURCE AND USE QARDHUL HASAN For the Years ended December 31, 2012 and 2011 (Expressed in Rupiah)
3.396.500 252.739.835 25.747.800 75.120.336 3.146.932 360.151.403
474.663.957 118.378.785 297.771.520 292.126 891.106.388
Source of Funds Qardhul Hasan Infaq and Sadaqah Dine Donations / Grants Acceptance of non - halal Other Total Source of Funds Qardhul Hasan Use of Funds qardhul Hasan Loans (benevolence fund productive) Donation Other Total Use of Funds Qardhul Hasan Increase (decrease) for the use of resources Qardhul Hasan funds at beginning of period Qardhul Hasan funds at end of period
89.868.750 314.772.930 81.460.738 486.102.417 (125.951.014) 935.465.375 809.514.361
45.133.961 272.320.083 48.640.323 366.094.367 525.012.021 410.453.354 935.465.375
PT. BANK SYARIAH BUKOPIN CATATAN ATAS LAPORAN KEUANGAN Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2012 dan 2011 (Dalam Rupiah)
PT. BANK SYARIAH BUKOPIN NOTES TO THE FINANCIAL STATEMENT For the Years ended December 31, 2012 and 2011 (Expressed in Rupiah)
1. UMUM a. Pendirian Bank PT. Bank Syariah Bukopin (Bank) dahulu bernama PT. Bank Persyarikatan Indonesia didirikan berdasarkan Akta No. 102 tertanggal 29 Juli 1990 dengan nama PT. Bank Swansarindo Internasional yang dibuat dihadapan Dr. Widjojo Wilami, SH., Notaris di Samarinda. Anggaran Dasar Bank ini telah mendapat persetujuan dari Menteri Kehakiman Republik Indonesia sesuai dengan Surat Keputusannya No. C2-5618.HT.01.01TH.90 tertanggal 11 September 1990 dan selanjutnya telah didaftarkan di Kantor Pengadilan Negeri Samarinda dengan No. W13.26.HT.01.01-67 tertanggal 9 Oktober 1990. PT. Bank Swansarindo Internasional merupakan hasil peleburan 2 (dua) Bank Pasar yaitu PT. Bank Pasar Gunung Sindoro di Samarinda dan PT. Bank Pasar Gunung Kendeng di Surakarta. Persetujuan izin usaha dan peningkatan status menjadi Bank Umum telah diperoleh berdasarkan Surat Keputusan Menteri Keuangan Republik Indonesia No. 1659/ KMK.013/1990 tertanggal 31 Desember 1990. Akta pendirian Bank beberapa kali telah mengalami perubahan, yaitu: 1. Akta No. 42 tertanggal 6 April 1991 yang dibuat dihadapan Dr. Widjojo Wilami, SH., Notaris di Samarinda, Bank ini telah dipindahkan kedudukannya dari Samarinda ke Jakarta. Akta ini telah memperoleh pengesahan dari Menteri Kehakiman Republik Indonesia sesuai dengan Surat Keputusannya No. C21568.HT.01.04.TH.91 tanggal 7 Mei 1991 dan selanjutnya telah didaftarkan di Kantor Pengadilan Negeri Samarinda dengan No. W13.Db.HT.01.01-36 tertanggal 12 Juni 1991. 2. Akta No. 159, tertanggal 16 Desember 1998 , yang dibuat dihadapan Rd. Johanes Sarwono, SH. Notaris di Jakarta, yang telah mendapat pengesahan dari Menteri Kehakiman Republik Indonesia, dengan Surat Keputusan tertanggal 17 Juni 1999 No.C-11272.HT.01.04.TH.1999, kemudian diubah dengan aktaakta berita acara rapat, Akta No. 72 tertanggal 29 Maret 1999 , dan Akta No. 22 tertanggal 07 Mei 1999 , keduanya dibuat dihadapan Notaris Rd. Johanes Sarwono, SH., yang kemudian diubah lagi dengan akta pernyataan keputusan rapat No. 01, tertanggal 01 Juli 1999 yang dibuat dihadapan I Nyoman Pageh, SH., Notaris di Jakarta. 3. Akta No. 16 tertanggal 08 Januari 2003 yang dibuat dihadapan Arry Supratno, SH., Notaris di Jakarta, juncto Surat Keputusan
1. General a. Company Establishment PT. Bank Syariah Bukopin (Bank) formerly known as PT. Bank Persyarikatan Indonesia was established based on notarial deed No. 102 dated July 29, 1990 of Dr. Widjojo Wilami, SH., notary based in Samarinda, under the name PT. Bank Swansarindo Internasional. The banks articles was approved by the Ministry of Justice of the Republic of Indonesia in accordance with the Letter of Decision No. C2-5618.HT.01.01TH.90 dated September 11, 1990 and subsequently has been registered at the Samarinda Court Office, No. W13.26.HT.01.01-67 dated October 9, 1990. PT. Bank Swansarindo Internasional was a joint venture of 2 (two) Bank Pasar, which are PT. Bank Pasar Gunung Sindoro in Samarinda and PT. Bank Pasar Gunung Kendeng in Surakarta. Its license to conduct business and change of business nature to commercial banking was granted in the Republic of Indonesias Minister of Finance decision letter No. 1659/ KMK.013/1990 dated Desember 31, 1990. The Bank establishment deed changed several times as follow: 1. Deed No. 42 dated April 6, 1991 was witnessed by Dr. Widjojo Wilami, SH, a notary based in Samarinda. The bank was then relocated from Samarinda to Jakarta. This deed was approved by the Ministry of Justice of the Republic of Indonesia in its decision letter No. C2-1568.HT.01.04.TH.91 dated May 7, 1991, and registered at the Samarinda Courts Office with No. W13.Db.HT.01.01-36 dated June 12, 1991.
2. Deed No. 159 dated December 16, 2008 with approval by the Ministry of Justice of the Republic of Indonesia in its decision letter No.C-11272.HT.01.04.TH.1999 dated June 17, 1999, and deed No. 22 dated May 7, 1999, both made witnessed by Rd. Johanes Sarwono, SH., notary based in Jakarta were then changed again with decision meeting statement deed No. 01, dated July 1, 1999 made witnessed by I Nyoman Pageh, SH, a notary in Jakarta.
3. Deed No. 16 dated January 8, 2003, was made witnessed by Arry Supratno, SH., a notary based in Jakarta, juncto letter of
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1. UMUM - lanjutan Deputi Senior Bank Indonesia, tertanggal 24 Januari 2003 No. 5/4/KEP-DGS/2003, Berita Negara Republik Indonesia, tertanggal 13 Juni 2003 No.47, Akta No 26 dan No 27. Kemudian Modal Dasar Bank ditingkatkan dari Rp.80.000.000.000,menjadi Rp. 300.000.000.000,- dan modal disetor bank dari Rp.23.900.000.000,- menjadi Rp81.370.000.000,- dengan Akta Berita Acara Rapat Umum Pemegang Saham Luar Biasa PT. Bank Persyarikatan Indonesia, tertanggal 02 Juni 2004 No.01, yang dibuat dihadapan H. Uyun Yudibrata, SH., Notaris di Jakarta, dan telah mendapat pengesahan dari Menteri Kehakiman dan Hak Asasi Manusia Republik Indonesia, dengan Surat Keputusan tertanggal 07 Desember 2004 No. C-29614. HT.01.04.TH.2004. 4. Akta no. 26 tanggal 29 Desember 2005 oleh Adrian Djuaini, S.H., notaris di Jakarta mengenai peningkatan modal dasar Bank dari Rp. 300.000.000.000,- menjadi Rp. 1.000.000.000.000,. Perubahan Anggaran Dasar Bank tersebut telah mendapat persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusannya No. C-01608 HT.01.04.TH.2006 tanggal 19 Januari 2006. 5. Akta no. 28 tanggal 31 Maret 2008 oleh Adrian Djuaini, S.H., notaris di Jakarta mengenai perubahaan nama menjadi PT. Bank Syariah Bukopin (Bank) , maksud dan tujuan kegiatan usaha serta perubahan jumlah modal ditempatkan dan disetor. Perubahan Anggaran Dasar Bank tersebut telah mendapat persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusannya No. AHU22464.AH.01.02. Tahun 2008 tanggal 02 Mei 2008. Selanjutnya Bank mendapatkan ijin usaha dari Bank Indonesia berdasarkan Surat Keputusan Gubernur Bank Indonesia No. 10/69/KEP.GBI/DpG/2008 tanggal 27 Oktober 2008 sebagai bank umum yang melaksanakan kegiatan usaha berdasarkan prinsip syariah dan mulai beroperasi sejak tanggal 9 Desember 2008. Bank telah menerima pengalihan Unit Usaha Syariah (UUS) dari PT. Bank Bukopin pada tanggal 10 Juli 2009, yang diaktakan dengan Akta Pemisahan Unit Usaha Syariah No. 18 tanggal 18 Juni 2009 dari H. Rakhmat Syamsul Rizal, S.H., M.H.
1. GENERAL - continue decision of Senior Deputy of Bank Indonesia dated January 24, 2003 No. 5/4/KEP-DGS/2003, the Republic of Indonesia official report dated June 13, 2003 No. 47, additional No. 4666. The initial paid up capital of Rp. 80.000.000.000,- was increased to Rp. 300.000.000.000,- and the banks paid up capital from Rp. 23.900.000.000,- to Rp. 81.370.000.000,with the deed of PT Bank Persyarikatan Indonesia Extraordinary General Meeting of Share Holders dated June 2, 2004 No. 01, made witnessed by H. Uyun Yudibrata, SH, a notary based in Jakarta with the approval of the Ministry of Justice of the Republic of Indonesia with decision letter dated December 7, 2004 No. C-29614.HT.01.04.TH.2004.
4. Deed no. 26 dated December 29, 2005 made witnessed by Adrian Djuaini SH, a notary based in Jakarta, concerns on the increase of paid up capital from Rp. 300.000.000.000,to Rp.1.000.000.000.000,-. The change of bank statutes had an approval from the Ministry of Justice of the Republic of Indonesia with its decision letter No. C-01608 HT.01.04. TH.2006 dated January 19, 2006. 5. Deed No. 28 dated March 31 2008 by Adrian Djuaini, SH., a notary based in Jakarta on the companys change of name into PT. Bank Syariah Bukopin (Bank), purpose and goals of the business and change of paid up capital. The change of Bank statutes approved by the Ministry of Justice of the Republic of Indonesia with its decision letter No. AHU22464.AH.01.02. Year 2008 dated May 2 2008.
The Bank then obtained business license from Bank Indonesia based on Bank Indonesia Governor decision letter No. 10/69/KEP.GBI/DpG/2008 dated October 27, 2008 as a commercial bank that operates its business based on the principals of Sharia and started to operate since December 9, 2008. The Bank accepted a transition of Islamic Business Unit from PT. Bank Bukopin only on July 10, 2009, legalized by deed of Sharia Business Unit Division No. 18 H. Rakhmat Syamsul Rizal, S.H., M.H. The transition was approved by
1. UMUM - lanjutan notaris di Jakarta. Pengalihan tersebut telah mendapat persetujuan dari Bank Indonesia melalui surat No. 11/842/DPbS tanggal 30 Juni 2009. b. Dewan Komisaris, Direksi, Dewan Pengawas Syariah dan Karyawan Berdasarkan Rapat Umum Pemegang Saham Tahunan tanggal 12 Maret 2010, dengan akta No 11 tanggal 25 Maret 2010, Rapat Umum Pemegang Saham Tahunan tanggal 26 Mei 2009, dengan akta no. 07 tanggal 26 Mei 2009, Rapat Umum Pemegang Saham Luar Biasa tanggal 6 Maret 2008, dengan akta No. 28 tanggal 31 Maret 2008, Rapat Umum Pemegang Saham Luar Biasa tanggal 23 September 2008, dengan akta No. 6 tanggal 20 Oktober 2008, Rapat Umum Pemegang Saham Luar Biasa tanggal 9 Desember 2008, dengan Akta No.4 tanggal 9 Desember 2008, Rapat Umum Pemegang Saham Tahunan dan Rapat Umum Pemegang Saham Luar Biasa tanggal 24 Maret 2011, No. 23 dan No. 24 yang dibuat dihadapan Adrian Djuaini, SH Notaris di Jakarta, susunan Dewan Komisaris, Direksi dan Dewan Pengawas Syariah pada tanggal 31 Desember 2012 dan 31 Desember 2011 adalah sebagai berikut : 31 Desember 2012 December 31, 2012 Dewan Pengawas Syariah Ketua: Anggota: Dewan Komisaris Komisaris Utama: Mulyana, SH Komisaris Independen: Drs. Hajriyanto Yasin Thohari, MA Komisaris Independen: Prof. DR. Bambang Setiaji, M.Si Direksi Direktur Utama: Direktur: Direktur : Direktur : H. Riyanto, SE Ak Ir. Eriandi Ir.Harry Harmono Busiri Ruddy Susatyo Sumpeno, SE
1. GENERAL - continue Bank Indonesia with its letter No. 11/842/DPbS dated June 30, 2009.
b. Board of Commisioners, Board of Directors, Sharia Supervisory Board, and Employees Based on the Extraordinary General Meeting of Share Holders dated March 12, 2010 with deed No. 11 dated March 25, 2010, General Meeting of Share Holders dated May 26, 2009, with deed No. 7 dated May 26, 2009, Extraordinary General Meeting of Share Holders dated March 6, 2008, with deed No. 28 dated March 31, 2008, Extraordinary General Meeting of Share Holders dated September 23, 2008 with deed No. 6 dated October 20, 2008, Extraordinary General Meeting of Share Holders dated December 9, 2008 with deed No. 4 dated December 9, 2008, General Meeting of Share Holders and Extraordinary General Meeting of Share Holders dated March 24, 2011 with deed No. 23 and 24 was witnessed by Adrian Djuaini, SH., a notary based in Jakarta, structure of Board of Commisioners, Board of Directors and Sharia Supervisory Board on December 31, 2012 and 2011 are as follow: 31 Desember 2011 December 31, 2011 Sharia Supervisory Board Chairman Member Board of Commissioners Sudarmin Sjamsoe, SE Chief Commisioner Drs. Hajriyanto Yasin Thohari, MA Independent Commissioner Prof. DR. Bambang Setiaji, M.Si Independent Commissioner Board of Directors H. Riyanto, SE Ak Ir. Eriandi Ir.Harry Harmono Busiri Ruddy Susatyo Sumpeno, SE President Director Director Director Director
Prof. DR. H.M Sirajuddin Syamsudin, MA Prof. DR. H.M Sirajuddin Syamsudin, MA H. Ikhwan Abidin Basri, MA H. Ikhwan Abidin Basri, MA
Kantor pusat Bank berlokasi di Jakarta, saat ini bank beroperasi melalui 10 (sepuluh) cabang, 7 (tujuh) cabang pembantu dan 4 (empat) kantor kas.
The Banks head office is located in Jakarta, which operates through its 10 (ten) branch offices, 7 (seven) sub branch offices, and 4 (four) cash offices.
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2. KEBIJAKAN AKUNTANSI a. Penyajian laporan keuangan Laporan Keuangan disusun berdasarkan konsep nilai historis, kecuali untuk akun-akun tertentu yang disajikan berdasarkan kebijakan akuntansi masing-masing akun tersebut.
2. ACCOUNTING POLICY a. Presentation of Financial Statement The financial statement is composed based on a historic cost concept, apart from certain accounts which are reported according to accounting policy of the related accounts. Banks financial statements presented in accordance with Indonesia Financial Accounting Standards (IFAS) No. 31, Accounting for the Banking Industry issued by the Indonesian Institute of Accountants. IAS has been revised to IFAS No. 31 (Revised 2000) and is effective from the date of January 1, 2000. On January 1, 2010 IFAS No. 31 has been repealed by No. IFAS 4 regarding the revocation of SFAS Statement of Financial Accounting Standards No.31. Starting on December 9, 2008, the Banks financial statements presented in accordance with Indonesia Financial Accounting Standards (IFAS) No. 101 of the Islamic financial statement presentation, IFAS No. 102 on murabaha accounting, IFAS No. 104 on istishna accounting, IFAS No. 105 on Musharaka accounting, IFAS No. 107 on ijara accounting, Accounting Guidelines for Islamic Banking Indonesia (PAPSI) and accounting principles generally accepted set Indonesian Institute of Accountants, also include accounting and reporting guideline set by Bank Indonesia. For the presentation of cash flow statement, cash and cash equivalents consist of cash, demand deposits at Bank Indonesia, demand deposits and placements with other banks maturing within 3 (three) months or less from the date of acquisition and no restrictions on redemption. Cash flows from operating activities presented in the statement of cash flows using the direct method. Under IFAS No. 101, the financial statements are complete Islamic bank consist of the following components: (i) Balance sheets; (ii) Statements of cmprehensive income; (iii) Statements of cash flow;
Laporan keuangan Bank disajikan sesuai dengan Pernyataan Standar Akuntansi Keuangan (PSAK) No. 31 tentang Akuntansi Perbankan yang diterbitkan oleh Ikatan Akuntan Indonesia. PSAK tersebut telah direvisi menjadi PSAK No. 31 (Revisi 2000) dan berlaku efektif sejak tanggal 1 Januari 2000. Pada tanggal 1 Januari 2010 PSAK No. 31 telah dicabut dengan PPSAK No. 4 mengenai pencabutan Pernyataan Standar Akuntansi Keuangan PSAK No.31. Mulai tanggal 9 Desember 2008, laporan keuangan Bank disajikan sesuai dengan Pernyataan Standar Akuntansi Keuangan (PSAK) No. 101 tentang penyajian laporan keuangan syariah, PSAK No. 102 tentang akuntansi murabahah, PSAK No. 104 tentang akuntansi istishna, PSAK No. 105 tentang akuntansi musyarakah, PSAK No. 107 tentang akuntansi ijarah, Pedoman Akuntansi Perbankan Syariah Indonesia (PAPSI) dan prinsip-prinsip akuntansi yang berlaku umum yang ditetapkan Ikatan Akuntan Indonesia, mencakup pula pedoman akuntansi dan pelaporan yang ditetapkan oleh Bank Indonesia. Untuk penyajian laporan arus kas, kas dan setara kas terdiri dari kas, giro pada Bank Indonesia, giro dan penempatan pada bank lain yang jatuh tempo dalam waktu 3 (tiga) bulan atau kurang sejak tanggal perolehannya serta tidak ada pembatasan dalam pencairannya. Arus kas dari aktivitas operasi disajikan dalam laporan arus kas dengan menggunakan metode langsung. Berdasarkan PSAK No. 101, laporan keuangan bank Syariah yang lengkap terdiri dari komponen-komponen sebagai berikut : (i) laporan posisi keuangan; (ii) Laporan laba rugi komprehensif; (iii) Laporan arus kas;
2. KEBIJAKAN AKUNTANSI - lanjutan (iv) Laporan perubahan ekuitas; (v) Laporan perubahan dana investasi terikat; (vi) Laporan sumber dan penggunaan dana zakat, infaq dan shadaqah; (vii) Laporan sumber dan penggunaan dana qardhul hasan; (viii) Catatan atas laporan keuangan. Laporan perubahan dana investasi terikat merupakan laporan yang menunjukkan perubahan (mutasi) investasi terikat berikut keuntungan dan beban yang terjadi selama jangka waktu tertentu. Investasi terikat adalah investasi yang bersumber dari pemilik dana investasi terikat dan sejenisnya yang dikelola oleh Bank sebagai agen investasi berdasarkan akad Mudharabah Muqayyadah yang peruntukannya telah ditentukan oleh pemilik dana. Investasi terikat bukan merupakan aktiva maupun kewajiban Bank karena Bank tidak mempunyai hak untuk menggunakan atau mengeluarkan investasi tersebut dan Bank tidak memiliki kewajiban mengembalikan atau menanggung risiko investasi. Bank mendapatkan keuntungan sebesar nisbah atas keuntungan investasi yang telah disepakati. Jika terjadi kerugian maka Bank tidak memperoleh apapun. Bank tidak membuat laporan sumber dan penggunaan dana zakat, infaq dan shadaqah dan laporan sumber dari penggunaan dana Qardhul hasan karena Bank tidak secara langsung menjalankan fungsi penyaluran dana zakat, infaq dan shadaqah serta dana Qardhul hasan tersebut (Catatan 1a).
2. ACCOUNTING POLICY - continue (iv) Statements of changes in stockholders equity; (v) Statements of changes in restricted investments; (vi) Statements of sources and uses of zakah, infaq, and shadaqah funds; (vii) Statements of sources and uses of Qardhul hasan funds; (viii) Notes to financial statements. Statements of restricted investment is a report that shows the changes of (mutation) restricted investments including profit and expense within a certain period.
Restricted investments are investments from owners of restricted investment fund and alike that are managed by the Bank as the investments agent based on the principles of Mudharabah Muqayyadah decided by the fund owner. Restricted investments are neither assets nor liabilites of the Bank, since the Bank is not entitled to use or withdraw the investments and the Bank has no liability of returning the investments and does not share the risk involved in the investment. The Bank receives a profit from the investment based on the agreed gain. In the event of loss, the Bank is not entitled to anything. The Bank does not prepare a report of sources and uses of zakah fund, infaq as well as shadaqah and report of sources from Qardhul hasan fund use because the Bank is not directly involved in the management of the zakah fund, infaq, shadaqah and Qardhul hasan fund distribution (note 1a). b. Transactions and Balance with Related Parties Bank transactions with related parties relate. In this report, the term party in accordance with IFAS No. relate. 7 (Revised 2010) on Disclosure of the parties relate to.
b. Transaksi dan Saldo dengan Pihak-pihak Berelasi Bank melakukan transaksi dengan pihak-pihak berelasi. Dalam laporan keuangan ini, istilah pihak berelasi sesuai dengan PSAK No. 7 (Revisi 2010) tentang Pengungkapan Pihak-pihak Berelasi. Semua transaksi dan saldo yang signifikan dengan pihak berelasi, baik yang dilakukan dengan syarat normal sebagaimana dilakukan dengan pihak yang tidak berelasi, maupun tidak, telah diungkapkan pada catatan atas laporan keuangan.
All significant transactions and balances relate to the parties, whether performed by the normal condition as is done with an unrelated party, or not, have been disclosed in the notes to the financial statements.
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2. KEBIJAKAN AKUNTANSI - lanjutan Transaksi antara Bank dengan Badan Usaha Milik Negara/ Daerah dan institusi lain yang terkait dengan Pemerintah Republik Indonesia, dan karyawan, kecuali komisaris, direksi, dan karyawan kunci, tidak diperhitungkan sebagai transaksi dengan pihak-pihak berelasi berdasarkan PSAK No. 7 (Revisi 2010) tentang Pengungkapan Pihak-pihak Berelasi.
2. ACCOUNTING POLICY - continue Transactions between the Bank and State Owned/ Regional and other institutions associated with the Government of the Republic of Indonesia, and employees, except commissioners, directors, and key employees, are not accounted for as transactions with related parties under IFAS No. 7 (Revised 2010) on Disclosure of the parties relate to. All significant transactions with related parties are disclosed in the notes herein to each accounts.
Semua transaksi dengan pihak yang mempunyai hubungan istimewa telah diungkapkan pada catatan atas laporan keuangan masing-masing akun. c. Penyisihan kerugian dan kualitas aktiva produktif, aktiva non produktif dan estimasi kerugian komitmen dan kontinjensi Aktiva produktif terdiri dari penempatan pada Bank Indonesia dalam bentuk sertifikat wadiah Bank Indonesia, giro pada bank lain, penempatan pada bank lain, efek-efek, piutang, pinjaman Qardh, pembiayaan Mudharabah dan Musyarakah, penyertaan saham dan kewajiban komitmen dan kontinjensi yang memiliki risiko penanaman dana.
c. Allowance for Possible Losses and Quality of Earning Assets, Non Earning Assets and Estimated Losses on Commitments and Contingencies Earning assets consist of placements with Bank Indonesia in the form of Bank Indonesia wadiah certificates, current accounts with other banks, placement with other banks, securities, receivables, funds of Qardh, Mudharaba and Musharaka financing facilities, investments in shares of stock and commitments and contingencies bearing credit risks. Non Earning Assets represents Bank Assets which have potential loss such as foreclosed assets, unused property, inter-branches account, and suspense account.
Aktiva non produktif adalah aktiva bank yang memiliki potensi kerugian antara lain dalam bentuk agunan yang diambil alih property terbengkalai, rekening antar kantor, dan suspense account. Penyisihan kerugian kualitas aktiva produktif serta estimasi kerugian komitmen dan kontinjensi dibentuk berdasarkan hasil penelaahan dan evaluasi terhadap kualitas dari masing-masing aktiva produktif dan aktiva non produktif serta komitmen dan kontinjensi pada akhir tahun. Dalam menentukan jumlah keseluruhan penyisihan kerugian tersebut, Bank menggunakan ketentuan Bank Indonesia tentang pembentukan Penyisihan Penghapusan Aktiva sebagai pedoman. Pedoman pembentukan penyisihan kerugian aktiva produktif dan kualitas aktiva sebagaimana ketentuan Bank Indonesia tersebut adalah sebagai berikut:
Allowance for possible losses on earning assets and commitments and contingencies is provided based on managements review and evaluation of the quality of each earning assets and commitments and contingencies at the end of the year. In determining the required allowance for possible losses, Bank applies the guidelines prescribed by Bank Indonesia.
The guidelines in determining the allowance for possible losses on earning assets and assests qualities in accordance with Bank Indonesia regulation are as follows:
2. KEBIJAKAN AKUNTANSI - lanjutan Berdasarkan Peraturan Bank Indonesia No.13/13/PBI/2011 tentang penilaian kualitas aktiva bagi Bank Umum Syariah dan Unit Usaha Syariah mencabut PBI sebelumnya yaitu Peraturan Bank Indonesia No. 8/21/PBI/2006 tanggal 5 Oktober 2006 sebagaimana telah diubah dengan Peraturan Bank Indonesia No.9/9/PBI/2007 dan PBI No. 10/24/PBI/2008 tentang Penilaian Kualitas Aktiva Bagi Bank Syariah. 1) Penyempurnaan beberapa ketentuan , diantaranya: perubahan perubahan pembiayaan mudharabah dan musyarakah, penggantian jenis penempatan dana BUS/UUS pada Bank Indonesia dari sertifikat wadiah Bank Indonesia menjadi sertifikat Indonesia syariah, perubahan pengaturan property terbengkalai, pengaturan agunan yang diambil alih dan perubahan pengaturan validitas hasil penilaian oleh penilai independen.
2. ACCOUNTING POLICY - continue Based on Bank Indonesia No.13/13/PBI/2011 about asset quality assessment for Islamic Commercial Bank and Islamic Business Unit revoke the previous Bank Indonesia Regulation. 8/21/PBI/2006 dated October 5, 2006, as amended by Bank Indonesia Regulation No. No.9/9/ PBI/2007 and PBI. 10/24/PBI/2008 on Asset Quality Rating for Sharia Banks. 1) Completion of several provisions, including: changes mudharaba changes and musharaka, reimbursement types of placements Islamic Commercial Bank and Islamic Business Unit ' funds at Bank Indonesia from a Bank Indonesia wadiah certificate became sharia Indonesia sertificate, change settings abandoned property, foreclosed properties settings and setting changes the validity of the results assessment by an independent appraiser. 2) Establishment of general and specific reserves of productive assets is as follows: i) General, at least 1% of earning assets and commitments and contingencies are classified as current, not including Bank Indonesia Certificates Wadiah and Government bonds. ii) Special, at least for: a) 5% of the productive assets are classified as special net of collateral; b) 15% of earning assets classified as substandard after deducting the collateral; c) 50% of earning assets classified as doubtful after deducting the collateral; and d) 100% of the productive assets classified as loss after deduction of collateral. 3) Grouping class quality Mudaraba and Musharaka financing based on ability to pay that refers to the ratio of the PBH and RBH or the timely payment of principal.
2) Pembentukan cadangan umum dan khusus aset produktif adalah sebagai berikut: i) Umum, sekurang-kurangnya sebesar 1% dari aset produktif dan komitmen dan kontinjensi yang digolongkan lancar, tidak termasuk Sertifikat Wadiah Bank Indonesia dan Surat Utang Pemerintah. ii) Khusus, sekurang-kurangnya sebesar: a) 5% dari aset produktif yang digolongkan dalam perhatian khusus setelah dikurangi agunan; b) 15% dari aset produktif yang digolongkan kurang lancar setelah dikurangi agunan; c) 50% dari aset produktif yang digolongkan diragukan setelah dikurangi agunan; dan d) 100% dari aset produktif yang digolongkan macet setelah dikurangi agunan. 3) Pengelompokan golongan kualitas pembiayaan Mudharabah dan Musyarakah dilakukan berdasarkan kemampuan membayar yang mengacu pada rasio RBH terhadap PBH dan atau ketepatan pembayaran pokok. 4) Pengelompokan golongan kualitas surat berharga syariah digolongkan menjadi lancar apabila memiliki peringkat
4) Grouping class quality of Islamic securities classified as current if it has a rank higher than the value of investments
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2. KEBIJAKAN AKUNTANSI - lanjutan investasi lebih tinggi dari nilai yang diterbitkan oleh lembaga pemeringkat yang diakui oleh Bank Indoneisa, kurang lancar apabila terdapat penundaan pembayaran bagi hasil, macet apabila tidak memenuhi kreteria lancar dan kurang lancar. 5) Pengelompokkan golongan kualitas aktiva produktif dalam bentuk pembiayaan mudharabah dan musyarakah digolongkan menjadi 5 (lima) golongan kualitas yakni lancar, dalam perhatian khusus, kurang lancar, diragukan dan macet. Sedangkan untuk agunan yang diambil alih, transaksi antar kantor dan suspence account dikelompokkan menjadi lancar, kurang lancar, diragukan dan macet. Saldo aktiva produktif dikurangkan dari masing-masing penyisihan kerugian pada saat manajemen berpendapat bahwa aktiva produktif tersebut sulit untuk ditagih. Penerimaan kembali aktiva produktif yang telah dihapusbukukan dicatat sebagai penambahan penyisihan kerugian selama tahun berjalan. d. Penempatan pada Bank Indonesia Penempatan pada Bank Indonesia terdiri dari Giro wadiah pada Bank Indonesia dan Sertifikat wadiah Bank Indonesia yang merupakan sertifikat yang diterbitkan Bank Indonesia sebagai bukti penitipan dana berjangka pendek dengan prinsip wadiah. e. Giro pada bank lain Giro pada Bank lain dinyatakan sebesar saldo giro dikurangi dengan penyisihan kerugian. Bonus yang diterima dari bank umum Syariah diakui sebagai pendapatan operasi lainnya. Pendapatan jasa giro dari bank umum konvensional tidak diakui sebagai pendapatan Bank tetapi dicatat sebagai dan digunakan untuk dana kebajikan (qardhul hasan).
2. ACCOUNTING POLICY - continue issued by a rating agency recognized by Bank Indonesia, supplying, substandard if there is delay in payment for the results, if the traffic does not meet the criteria of current and less current. 5) Grouping classes of asset quality in the form of musharaka mudharaba and classified into 5 (five) classes of quality that is current, special mention, substandard, doubtful and loss. As for the foreclosed properties, inter-office transactions and suspence account grouped into smooth, substandard, doubtful and loss.
The outstanding balance of earning assets is written off against the respective allowance for possible losses when management believes that the assets previously writtenoff is credited to allowance for possible losses in the current period.
d. Placement with Bank Indonesia Placement with Bank Indonesia consist of wadiah current accounts and wadiah certificates issued by Bank Indonesia as proof of short-term fund deposits based on wadiah principles.
e. Current Accounts with Other Banks Current accounts with other banks are stated at their outstanding balances net of allowance for possible losses. Bonuses received from Sharia banks are recognized as other operating income. Intereset from current accounts placed with conventional banks is not recognized as the Banks income but is recorder as and used for part of a charity fund (qardhul hasan). f. Financing Financings are stated with acceptance receivable from the customers less allowance for possible losses formed based on analysis on collectability of the financing.
f. Kredit yang diberikan Kredit yang diberikan dinyatakan sebesar jumlah tagihan kepada nasabah dikurangi dengan penyisihan penghapusan yang dibentuk berdasarkan hasil penelaahan terhadap kolektibilitas dari kredit yang diberikan.
2. KEBIJAKAN AKUNTANSI - lanjutan g. Efek-efek Efek-efek diklasifikasikan berdasarkan tujuan manajemen pada saat perolehan sebagai berikut : * Investasi efek yang diperdagangkan disajikan sebesar nilai wajar. Keuntungan atau kerugian yang belum direalisasi akibat kenaikan atau penurunan nilai wajarnya disajikan dalam laporan laba rugi tahun berjalan. * Investasi efek yang tersedia untuk dijual disajikan sebesar nilai wajar. Keuntungan atau kerugian yang belum direalisasi akibat kenaikan atau penurunan nilai wajarnya dicatat sebagai komponen ekuitas dan diakui sebagai penghasilan atau beban pada saat laba atau rugi tersebut direalisasi. * Investasi dalam efek hutang yang dimiliki hingga jatuh tempo disajikan sebesar biaya perolehan yang disesuaikan dengan amortisasi premi dan/atau diskonto yang belum diamortisasi. h. Piutang Piutang adalah tagihan yang timbul dari transaksi jual beli berdasarkan akad Murabahah dan Istishna serta dari transaksi sewa dengan akad Ijarah.
2. ACCOUNTING POLICY - continue g. Marketable securities Marketable securities are classified based on the management intention at acquisition as follows: * Investments in trading securities are stated at a fair value. Gains or losses resulted from the increase or decrease in fair value and not yet manifested are reflected in the income statement of the year. * Investment securities available for sale are stated at fair value. Gains or losses resulting from the increase or decrease in fair value are recorded as a component of equity and recognized as income or expense in the profit or loss when it is realized. * Investment in debt securities held to maturity are stated at cost, adjusted for amortization of premiums and/or the unamortized discount. h. Receivables Receivables represent claims arising from the sale and purchase transactions conducted on the basis of Murabaha and Istishna contracts and from lease transactions conducted on the basis of Ijara contracts. Murabaha is a sales contract for goods in which the purchase price and the margin have been agreed by both the buyer and the seller and are made explicit. A murabahah may or may not be based on an order for goods. When an order is in place, the Bank purchases the goods once the customers has placed the order. Upon entering into a Murabaha contract, a Murabaha receivable is recognized equivalent to the acquisition cost of the Murabaha assets plus the agreed margin. Murabaha receivables are stated at net realizable value, that is, the balance if the receivable less allowance for possible losses. Deferred Murabaha margin is presented as a contra account of Murabaha receivables. Istishna is a purchase agreement between an al-mustashni (buyer) and an al-shani (manufacturer acting as the seller). Based on the contract, the buyer orders the manufacturer to make or to supply al-mashnu (goods ordered) to the
Murabahah adalah transaksi penjualan barang dengan menyatakan harga perolehan dan keuntungan (margin) yang disepakati oleh penjual dan pembeli. Murabahah dapat dilakukan berdasarkan pesanan atau tanpa pesanan. Dalam Murabahah berdasarkan pesanan, bank melakukan pembelian barang setelah ada pemesanan dari nasabah. Pada saat akad Murabahah, piutang Murabahah diakui sebesar biaya perolehan aset Murabahah ditambah keuntungan yang disepakati. Piutang Murabahah disajikan sebesar nilai bersih yang dapat direalisasikan yakni saldo piutang dikurangi penyisihan kerugian. Margin Murabahah yang ditangguhkan disajikan sebagai pos lawan piutang Murabahah.
Istishna adalah akad penjualan antara al-mustashni (pembeli) dan al-shani (produsen yang juga bertindak sebagai penjual). Berdasarkan akad tersebut, pembeli menugasi produsen untuk membuat atau mengadakan al-mashnu (barang pesanan)
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2. KEBIJAKAN AKUNTANSI - lanjutan sesuai spesifikasi yang diisyaratkan pembeli dan menjualnya dengan harga yang disepakati. Piutang Istishna disajikan sebesar tagihan termin kepada pembeli akhir dikurangi penyisihan kerugian. Piutang pendapatan Ijarah merupakan piutang dari porsi keuntungan transaksi Ijarah Muntahiyah Bittamlik dari angsuran nasabah pada bulan berikutnya yang diakui secara proporsional. Bank menetapkan penyisihan kerugian sesuai dengan kualitas piutang berdasarkan penelaahan atas masing-masing saldo piutang. i. Pembiayaan Pembiayaan Mudharabah adalah akad kerjasama usaha antara Bank sebagai pemilik dana (shahibul maal) dan nasabah sebagai pengelola dana (mudharib) untuk melakukan kegiatan usaha dengan nisbah pembagian hasil (keuntungan atau kerugian) menurut kesepakatan di muka. Pembiayaan Mudharabah dinyatakan sebesar saldo pembiayaan dikurangi dengan penyisihan kerugian. Bank menetapkan penyisihan kerugian sesuai dengan kualitas pembiayaan berdasarkan penelaahan atas masing-masing saldo pembiayaan. Apabila sebagian pembiayaan Mudharabah hilang sebelum dimulainya usaha karena adanya kerusakan atau sebab lainnya tanpa adanya kelalaian atau kesalahan pihak pengelola dana, maka rugi tersebut mengurangi saldo pembiayaan Mudharabah dan diakui sebagai kerugian bank. Apabila sebagian pembiayaan Mudharabah hilang setelah dimulainya usaha tanpa adanya kelalaian atau kesalahan pengelola dana maka rugi tersebut diperhitungkan pada saat bagi hasil.
2. ACCOUNTING POLICY - continue specifications recuired by the buyer and to sell to the buyer at an agreed price. Istishna receivables are presented based on the outstanding billing less allowance for possible losses. Ijara receivables represent the income portion of the following months installment of Ijarah Muntahiyah Bittamlik facilities that are recognized proportionally. The Bank provides allowance for possible losses based on the quality of each receivable balance.
i. Financing Mudharaba financing is a commercial cooperation contract between the Bank as the owner of the funds (shahibul maal) and the customer as the fund manager (mudharib) to conduct a business activity with nisbah profit sharing (profit or loss) according to a predetermined agreement. Mudharaba financing is stated at the outstanding balance of the financing less allowance for possible losses. Allowance for possible losses is provided based on the quality of the financing as determined by a review on each individual account. In the event that a portion of the financing is lost prior to the start up of operations owing to damage or any other reason, without negligence or error on the part of the fund manager, the said loss shall be deducted from the Mudharaba financing balance and shall be recognized as a loss by the Bank. In the event that a portion of the financing is lost after the commencement of operations for reasons unrelated to negligence or error on the part of the fund manager, the loss shall be distributed between the parties upon the determinated of profit sharing between the Bank and the fund manager. Musharaka financing is a partnership contract between fund owners (Musharaka partners) to contribute funds and conduct business through partnership. All parties share profits based on a predeterminated ratio, while the
Pembiayaan Musyarakah adalah akad kerjasama yang terjadi diantara para pemilik modal (mitra Musyarakah) untuk menggabungkan modal dan melakukan usaha secara bersama dalam suatu kemitraan dengan nisbah pembagian hasil sesuai
2. KEBIJAKAN AKUNTANSI - lanjutan dengan kesepakatan, sedangkan kerugian ditanggung secara proporsional sesuai dengan kontribusi modal. Pembiayaan Musyarakah dinyatakan sebesar saldo pembiayaan dikurangi dengan saldo penyisihan kerugian. Bank menetapkan penyisihan kerugian sesuai dengan kualitas pembiayaan berdasarkan penelaahan atas masing-masing saldo pembiayaan. j. Pinjaman Qardh Pinjaman Qardh adalah penyediaan dana atau tagihan yang dapat dipersamakan dengan itu berdasarkan persetujuan atau kesepakatan antara peminjam dan Bank yang mewajibkan peminjam melunasi hutangnya setelah jangka waktu tertentu. Bank dapat menerima imbalan namun tidak boleh mensyaratkan adanya imbalan tersebut dalam perjanjian. Imbalan, jika diberikan diakui sebagai pendapatan pada saat diterima. Pinjaman Qardh diakui sebesar jumlah dana yang dipinjamkan pada saat terjadinya, Kelebihan penerimaan dari pinjaman atas Qardh yang dilunasi diakui sebagai pendapatan pada saat terjadinya. Pinjaman Qardh disajikan sebesar saldonya dikurangi penyisihan penghapusan. k. Aset tetap Aset tetap dinyatakan sebesar biaya perolehan setelah dikurangi akumulasi penyusutan kecuali aset tetap tertentu yang dinilai kembali berdasarkan Peraturan Pemerintah dan aset tetap tanah tidak disusutkan. Penyusutan dihitung dengan menggunakan metode garis lurus (straight line method) berdasarkan taksiran masa manfaat ekonomis aset tetap sebagai berikut : Keterangan Bangunan Instalasi Kendaraan Bermotor Komputer Mesin-mesin Peralatan Kantor
2. ACCOUNTING POLICY - continue loss will be distributed proportionally based on the capital contribution. Musharaka financing is stated at the outstanding balance of the financing less allowance for possible losses. The Bank provides allowance for possible losses based on the quality of the financing as determined by a review of each individual account. j. Qardh Loan Qardh Loan is the provision of funds or equivalent claims to it based on an agreement between the borrower and the Bank requires the borrower to pay off debts after a certain period of time. Banks may receive compensation but may not require any benefits are in agreement. Benefits, if granted is recognized as revenue when received. Qardh Loan recognized at the amount of borrowed funds in the event, plus proceeds from the loans were repaid Qardh recognized as income when incurred. Qardh Loan balance is presented net of allowance for losses.
k. Fixed Asset Fixed asset are stated at cost less accumulated depreciation excluded specific premises re-evaluated based on government regulation and land premises not depreciated. Depreciation is computed using the straightline method based on the estimated useful lives of the assets as follows:
Tahun/Year 20 8 4-8 8 8 4
Items Buildings Instalations Vehicles Computers Machineries Office Equipment
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2. KEBIJAKAN AKUNTANSI - lanjutan Biaya pemeliharaan dan perbaikan dibebankan pada laporan laba rugi pada saat terjadinya; pemugaran dan penambahan dalam jumlah signifikan dikapitalisasi. Nilai buku aset tetap yang sudah tidak digunakan lagi atau yang dijual, dikeluarkan dari kelompok aset tetap yang bersangkutan dan laba atau rugi yang terjadi dilaporkan dalam laporan laba rugi pada tahun yang bersangkutan. l. Beban dibayar di muka Biaya dibayar dimuka (disajikan dalam akun Aset Lain-lain) di amortisasi selama masa manfaat masing-masing biaya dengan menggunakan metode garis lurus (straight-line method). m. Agunan yang diambil alih Agunan pembiayaan yang diambil alih sehubungan dengan penyelesaian pembiayaan (disajikan dalam akun aset Lain-lain) diakui sebesar nilai bersih yang dapat direalisasi. Nilai bersih yang dapat direalisasi adalah nilai wajar aset setelah dikurangi estimasi biaya pelepasan. Apabila nilai agunan yang diperoleh, baik melalui lelang maupun penyerahan secara sukarela, lebih kecil daripada pembiayaan atau piutang, maka selisihnya dibebankan pada penyisihan kerugian pembiayaan atau piutang. Jika nilai agunan yang diperoleh, baik melalui lelang maupun penyerahan sukarela, lebih besar dari pada pembiayaan atau piutang maka selisihnya dikembalikan ke nasabah. Manajemen mengevaluasi nilai agunan yang diambil alih secara berkala. Penyisihan kerugian agunan yang diambil alih dibentuk atas penurunan nilai yang terjadi disajikan sebagai pengurangan dari akun agunan yang diambil alih. n. Liabilitas segera Liabilitas segera merupakan liabilitas Bank kepada pihak lain yang sifatnya wajib segera dibayarkan sesuai dengan perintah pemberi amanat perjanjian yang ditetapkan sebelumnya. Liabilitas segera dinyatakan sebesar nilai Liabilitas Bank. o. Simpanan Simpanan merupakan titipan pihak lain berdasarkan prinsip wadiah yadh-adhdhamanah dalam bentuk giro wadiah dan tabungan wadiah.
2. ACCOUNTING POLICY - continue The cost of repairs and maintenance is charged to operations as incurred; significant renewals and betterments are capitalized. When assets are retired or otherwise disposed of, their cost and the related accumulated depreciation are removed from the accounts and any resulting gain or loss is credited or charged to current operations. l. Prepaid Expenses Prepaid expenses (included as part of Other Assets) are amortized over their expected beneficial periods using the straight-line method. m. Foreclosed Assets Properties acquired in settlemt of financing facilities (included as part of Other Assets) are recognized at their net realizable values. Net realizable value is the fair value of an asset after deducting estimated settlement expenses. If the foreclosed assets value acquired from either auction or voluntary conveyance is less than the financing or receivable, the difference is charged to the allowance for possible losses of financing or receivable. If the foreclosed assets value acquierd from either auction or voluntary conveyance is more than the financing or receivable, the difference is returned to the customer. Management evaluates the value of foreclosed assets regularly. An allowance for possible losses on foreclosed asset is provided based on the decline in value of foreclosed asset. n. Current Liability Current Liability represent Liability to third parties, based on contract or orders by those having authority, which have to be settled immediately. Current Liability are stated at the amount of the Banks liability. o. Deposits Deposits represent other parties funds based on wadiah yadh-adhdhamanah principle in the form of wadiah demand deposits and wadiah savings deposits.
2. KEBIJAKAN AKUNTANSI - lanjutan Giro wadiah dapat ditarik setiap saat dan dapat mendapatkan bonus sesuai kebijaksanaan Bank. Giro wadiah dinyatakan sebesar titipan pemegang giro di Bank.
2. ACCOUNTING POLICY - continue Wadiah demand deposits are available for withdrawal at anytime and may earn bonus based on the Banks policy. Wadiah demand deposits are stated at the amount entrusted by depositors. Deposits Certificate : time deposits stated with certificates that can be traded and recorder with nominal value less amortized interest.
Sertifikat Deposito : merupakan deposito berjangka yang dinyatakan dengan sertifikat yang dapat diperdagangkan dan dicatat sebesar nilai nominal dikurangi dengan bunga yang belum diamortisasi. p. Investasi tidak terikat Investasi tidak terikat merupakan investasi dengan akad Mudharabah Mutlaqah yaitu pemilik dana (shahibul maal) memberikan kebebasan kepada pengelola dana (mudharib/ Bank) dalam pengelolaan investasinya. Investasi tidak terikat terdiri dari tabungan Mudharabah, deposito Mudharabah, dan obligasi Syariah Mudharabah subordinasi.
p. Unrestricted investments Unrestricted investments represent investments from other parties conducted on the basis of Mudharaba Mutlaqah contract in which the owners of the funds (shahibul maal) entrust to the fund manager (mudharib/ Bank) the management of their investments. Unrestricted investments consist of Mudharaba saving deposits, Mudharaba time deposits and subordinated Sharia Mudharaba bonds. Mudharaba saving depostis represent other parties funds of which they are entitled to withdraw under certain conditions. Mudharabah savings deposits are stated at the amount deposited by depositors. Mudharaba time deposits represent other parties funds of which they are entitled to withdraw at specific maturity dates based on agreement between other parties (depositors) and the Bank. Mudharaba time deposits are stated at nominal value based on agreements between the depositors and the Bank. q. Main operating income Main operating income consists of income from Murabaha and Istishna transactions, income from profit sharing of Mudharaba and Musharaka financing income from Ijara Muntahiyah Bittamlik (leasing) and others. Income from istishna is recognized upon the delivery of goods. Proft sharing from Mudharaba and Musharaka financing is recognized upon collection (cash basis).
Tabungan Mudharabah merupakan investasi yang hanya bisa ditarik sesuai dengan persyaratan tertentu yang disepakati. Tabungan Mudharabah dinyatakan sebesar nilai investasi pemegang tabungan di Bank. Deposito berjangka Mudharabah merupakan investasi yang hanya bisa ditarik pada waktu tertentu sesuai dengan perjanjian antara pemegang deposito berjangka Mudharabah dengan Bank. Deposito berjangka Mudharabah dinyatakan sebesar nilai nominal sesuai dengan perjanjian antara pemegang deposito berjangka dengan Bank. q. Pendapatan operasi utama Pendapatan operasi utama terdiri dari pendapatan dari Murabahah dan Istishna; pendapatan bagi hasil dari pembiayaan Mudharabah dan Musyarakah; pendapatan dari transaksi Ijarah Muntahiyah Bittamlik dan pendapatan lainnya. Pendapatan dari transaksi istishna diakui apabila telah terjadi penyerahan barang. Bagi hasil dari pembiayaan Mudharabah dan Musyarakah diakui pada saat angsuran diterima secara tunai (cash basis).
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2. KEBIJAKAN AKUNTANSI - lanjutan Pendapatan operasi utama lainnya terdiri dari pendapatan dari Sertifikat Wadiah Bank Indonesia, pendapatan dari penempatan pada bank Syariah lain dan pendapatan bagi hasil surat berharga Syariah. Pendapatan operasi utama lainnya diakui pada saat diterima. r. Hak pihak ketiga atas investasi tidak terikat Hak pihak ketiga atas bagi hasil investasi tidak terikat merupakan bagian bagi hasil milik pihak ketiga yang didasarkan pada prinsip Mudharabah Mutlaqah atas hasil pengelolaan dana mereka oleh Bank dengan menggunakan sistem revenue sharing.
2. ACCOUNTING POLICY - continue Other main operating income consists of income derived from Bank Indonesia Wadiah certificates, placements with other Sharia banks and revenue sharing from sharia securities. Other main operating income is recognized upon collection. r. Third Parties Share on Returns of Unrestricted Investments The share of third parties on the returns of unrestricted investments represents their share in the revenues of the Bank derived from the management of such funds under Mudharaba Mutlaqah principles using revenue sharing system as a mean of distributing profits to fund owners. Margin income and profit sharing on financing facilities and other earning assets for the distribution to fund owners and the Bank are computed proportionally based on the allocation of fund from owners and the Bank to be used in financing facilities and other earning assets to be distributed to customers and depositors as shahibul maal and to the Bank as mudharib in accordance with a predetermined ratio. Margin income and profit sharing from financing facilities and other earning assets using the Banks funds entirely become the property of the Bank including income from the Banks fee-based transactions.
Jumlah pendapatan margin dan bagi hasil atas pembiayaan yang diberikan dan dari aset produktif lainnya yang akan dibagikan kepada nasabah penyimpan dana dan Bank, dihitung secara proporsional sesuai dengan alokasi dana nasabah dan Bank yang dipakai dalam pembiayaan yang diberikan dan aset produktif lainnya yang disalurkan. Dari jumlah pendapatan marjin dan bagi hasil yang tersedia untuk nasabah tersebut kemudian dibagihasilkan ke nasabah penabung dan deposan sebagai shahibul maal dan Bank sebagai mudharib sesuai dengan porsi nisbah bagi hasil yang telah disepakati bersama sebelumnya. Pendapatan margin dan bagi hasil atas pembiayaan yang diberikan dan aset produktif lainnya yang memakai dana Bank, seluruhnya menjadi milik Bank, termasuk pendapatan dari transaksi Bank berbasis imbalan. s. Pendapatan provisi dan komisi Pendapatan provisi dan komisi yang berkaitan langsung dengan kegiatan pembiayaan diakui sebagai pendapatan pada saat diterima. t. Imbalan pasca kerja Bank harus menyediakan program pensiun sesuai dengan Undang-undang (UU) Ketenagakerjaan No. 13/2003 atau kebijakan internal Bank. Karena UU Ketenagakerjaan menentukan rumus tertentu untuk menghitung jumlah minimal imbalan pensiun pada dasarnya program pensiun berdasarkan UU Ketenagakerjaan adalah program manfaat pasti. Program-program ini pada umumnya didanai melalui pembayaran kepada pengelola dana pensiun sebagaimana
s. Fee and Commision Income Fee income and commision income which are directly related to financing activities or loans are recognized as income upon receipt. t. Employee Benefits The Bank is obliged to provide a defined pension plan in accordance with Labor Law No. 13/2003 or the Bank internal policy. Because labor law is using a certain method to calculate a minimum amount of pension benefit, basically pension program based on labor law is a defined benefit program. These programs generally funded through payment to the pension fund management as stated in the actuarial computation periodically. Defined
2. KEBIJAKAN AKUNTANSI - lanjutan ditentukan dalam perhitungan aktuarial yang dilakukan secara barkala. Program pensiun manfaat pasti adalah program pensun yang menentukan jumlah imbalan pensiun yang akan diberikan, yang pemberiannya biasanya didasarkan pada satu faktor atau lebih seperti usia, masa kerja atau kompensasi. Liabilitas program pensiun manfaat pasti yang diakui di necara adalah nilai kini liabilitas manfaat pasti pada tanggal Laporan posisi keuangan dikurangi nilai wajar aset program. serta disesuaikan dengan keuntungan/ kerugian aktuarial dan biaya jasa lalu yang belum diakui. Liabilitas manfaat pasti dihitung setiap tahun oleh aktuaris independen menggunakan metode projected unit credit. Nilai kini liabilitas manfaat pasti ditentukan dengan mendiskontokan estimasi arus kas keluar masa depan dengan menggunakan tingkat bunga obligasi korporasi berkualitas tinggi dalam mata uang yang sama dengan mata yang imbalan yang akan dibayarkan dan waktu jatuh tempo yang kurang lebih sama dengan waktu jatuh tempo imbalan yang bersangkutan. Keuntungan dan kerugian aktuarial dapat timbul dari penyesuaian yang dibuat berdasarkan pengalaman, perubahan asumsi-asumsi aktuarial dan perubahan pada program pensiun. Apabila jumlah keuntungan atau kerugian aktuarial ini melebihi 10% dan nilai kini liabilitas manfaat pasti atau 10% dari nilai wajar aset program maka kelebihannya dibebankan atau dikreditkan pada laporan laba rugi selama sisa masa kerja rata-rata para karyawan yang bersangkutan. u. Taksiran pajak penghasilan - Bank menghitung pajak penghasilan berdasarkan Pernyataan Standar Akuntansi Keuangan (PSAK) No.46 tentang Pajak Penghasilan. - Beban Pajak kini ditentukan berdasarkan laba kena pajak dalam periode yang bersangkutan yang dihitung berdasarkan tarif pajak yang berlaku. - Aset dan liabilitas pajak tangguhan diakui atas konsekuensi pajak periode mendatang yang timbul dari perbedaan jumlah tercatat aset dan liabilitas menurut Laporan Keuangan dengan dasar pengenaan pajak aset dan liabilitas.
2. ACCOUNTING POLICY - continue pension plan program is a pension program which determined the amount of pension benefit contribution which given based on one or more factors such as age, working period of the participating employees or compensation. Defined beneficial pension program liability in the balance sheet is the present value of defined benefit liability on the date of balance sheets less program assets and in accordance with actuarial gain and losses and past service cost. Benefit liability is computed yearly by independent actuary using the projected-unit-credit method. The present value of defined benefit liability is determined by discounting future outcome cash flow estimation by using high quality corporate obligation interest rate in the same currency as the payable benefits and within the same due date as the related benefit.
The accumulated actuarial gains and losses may arise from adjustment of actuarial assumptions and changes on the pension program. In the event actuarial gains and losses exceeds 10% of the present value of defined benefit liability or program assets value then excess will be credited to the statements of income over period until the concerned benefactor becomes vested.
u. Tax expenses Estimation - The Bank estimates tax expenses in accordance with Statements of Financial Accounting Standards No. 46 on Tax Expenses. Current tax expenses is estimated based on the estimated taxable income for the year calculated at the tax rates applied to the period. Deferred tax assets and liabilites are recorded over future tax consequences arising from the recognized differences between the financial and tax bases of assets and liabilities. Deferred tax liabilites is
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2. KEBIJAKAN AKUNTANSI - lanjutan Liabilitas pajak tangguhan diakui untuk semua perbedaan temporer kena pajak dan aset pajak tangguhan diakui untuk perbedaan temporer yang boleh dikurangkan, sepanjang besar kemungkinan dapat dimanfaatkan untuk mengurangi laba kena pajak pada masa datang. Aset dan liabilitas pajak tangguhan tidak diakui atas dasar perbedaan temporer yang timbul dari goodwill (goodwill negatif) atau pada saat pengakuan awal aset dan liabilitas dari suatu transaksi yang bukan penggabungan usaha dan tidak mempengaruhi baik laba akuntansi maupun laba fiskal. - Pajak tangguhan diukur dengan menggunakan tarif pajak yang berlaku atau secara substansial telah berlaku pada tanggal neraca. Pajak tangguhan dibebankan atau dikreditkan dalam laporan laba rugi, kecuali pajak tangguhan yang dibebankan atau dikreditkan langsung ke ekuitas. - Aset dan liabilitas pajak tangguhan disajikan di neraca atas dasar kompensasi sesuai dengan penyajian aset dan liabilitas pajak kini. v. Standar yang berlaku efektif pada tahun berjalan. Dalam tahun berjalan, Bank telah menerapkan standar baru dan revisi serta interpretasi yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang relevan dengan operasinya dan efektif untuk periode akuntansi yang dimulai pada tanggal 1 Januari 2011. Penerapan standar baru dan revisi serta interpretasi telah berdampak terhadap perubahan kebijakan akuntansi Bank yang mempengaruhi penyajian dan pengungkapan laporan keuangan untuk tahun berjalan atau tahun sebelumnya: PSAK 7 (revisi 2010), Pengungkapan Pihak-Pihak Berelasi. Standar ini memperluas definisi pihak-pihak hubungan istimewa dan pengungkapan hubungan pihak-pihak hubungan istimewa, transaksi dan saldo termasuk komitmen antara mereka. Standar ini juga mengharuskan pengungkapan hubungan antara entitas induk terlepas dari apakah telah terjadi transaksi antara mereka. Selanjutnya pengungkapan atas kompensasi secara keseluruhan dan masing-masing kategori kompensasi yang diberikan kepada semua personil manajemen kunci juga diharuskan.
2. ACCOUNTING POLICY - continue recognized for temporary differences in condition that it can be used to deduct future tax income. Unrecognized deferred tax assets and liabilities based on temporary differences arising from goodwill (negative goodwill) or on the recognition date of assets and Liability from transactions that are not a joint venture and not influential to the accounting income or fiscal income.
Deferred tax is measured at the tax rates that have been enacted or substantively enacted at the balance sheet date. Deferred tax is realized or credited to the statements of income unless deferred tax assets and liabilities are realized or credited directly to the equity. Asset and liability of deferred tax are realized in the balances sheet based on compensation in accordance with present tax and liabilities.
v. Standards effective in the current year. In the current year, the Bank has implemented new and revised standards and interpretations issued by the Financial Accounting Standards Board of the Indonesian Institute of Accountants that are relevant to its operations and effective for accounting periods commencing on January 1, 2011. Application of new and revised standards and interpretations has had an impact on the Banks accounting policy changes affecting presentation and disclosure of financial statements for the current year or the previous year: IFAS 7 (revised 2010), Disclosure of related parties. This standard expands the definition of a related partyparty relationships and disclosure-related parties, transactions and balances, including commitments between them. This standard also requires the disclosure of the relationship between the parent entity regardless of whether the transaction had occurred between them. Further disclosure on compensation as a whole and of each category of compensation given to all key management personnel are also required.
2. KEBIJAKAN AKUNTANSI - lanjutan Bank telah mengevaluasi hubungan antara pihak berelasi dan mengungkapkannya sesuai dengan standar revisi ini.
2. ACCOUNTING POLICY - continue The Bank has evaluated the relationship between related parties and disclose in accordance with this revised standard. The following new standards and revised standards and interpretations adopted in the financial statements. The application does not have a significant impact on amounts reported in the financial statements but affect the accounting for future transactions: IFAS 3 (revised 2010), Interim Financial Reporting IFAS 4 (revised 2009), Consolidated Financial Statements and Separate Financial Statements. IFAS 5 (revised 2009), Operating Segments. IFAS 8 (revised 2010), Events after the Reporting Period. IFAS 19 (revised 2010), Intangible Assets. IFAS 22 (revised 2010), Business Combinations. IFAS 23 (revised 2010), Revenue. IFAS 48 (revised 2009), Impairment of Assets. IFAS 57 (revised 2009), Provisions, Contingent Liabilities and Contingent Assets. Indonesia ISFAS 10, Customer Loyalty Programmes. Indonesia ISFAS 14, Intangible Assets - Web Site Costs. Indonesia ISFAS 17, Interim Financial Reporting and Impairment. w. Standards and interpretations issued but not yet implemented. i. Effective for periods beginning on or after January 1, 2012: - IFAS 10 (revised 2010), The Effects of Changes in Foreign Exchange Rates. - IFAS13 (revised 2011), Investment Property. - IFAS 16 (revised 2011), Fixed Assets. - IFAS 18 (revised 2010), Accounting and Reporting by Retirement Benefit Plans. - IFAS 24 (revised 2010), Employee Benefits. - IFAS 26 (revised 2011), Borrowing Costs. - IFAS 30 (revised 2011), Rent. - IFAS 46 (revised 2010), Income Tax. - IFAS 50 (revised 2010), Financial Instruments: Presentation - IFAS 53 (revised 2010), Share-based Payments. - IFAS 55 (revised 2011), Financial Instruments: Recognition and Measurement.
Berikut ini standar baru dan standar revisi serta interpretasi yang diterapkan dalam laporan keuangan. Penerapan ini tidak memiliki pengaruh yang signifikan atas jumlah yang dilaporkan dalam laporan keuangan tetapi mempengaruhi akuntansi untuk transaksi masa depan: PSAK 3 (revisi 2010), Laporan Keuangan Interim PSAK 4 (revisi 2009), Laporan Keuangan Konsolidasian dan Laporan Keuangan Tersendiri. PSAK 5 (revisi 2009), Segmen Operasi. PSAK 8 (revisi 2010), Peristiwa Setelah Periode Pelaporan. PSAK 19 (revisi 2010), Aset Tak Berwujud. PSAK 22 (revisi 2010), Kombinasi Bisnis. PSAK 23 (revisi 2010), Pendapatan. PSAK 48 (revisi 2009), Penurunan Nilai Aset. PSAK 57 (revisi 2009), Provisi, Liabilitas Kontinjensi, dan Aset Kontinjensi. ISAK 10, Program Loyalitas Pelanggan. ISAK 14, Aset Tak Berwujud Biaya Situs Web. ISAK 17, Laporan Keuangan Interim dan Penurunan Nilai.
w. Standar dan interpretasi telah diterbitkan tapi belum diterapkan. i. Efektif untuk periode yang dimulai pada atau setelah 1 Januari 2012: - PSAK 10 (revisi 2010), Pengaruh Perubahan Kurs Valuta Asing. - PSAK 13 (revisi 2011), Properti Investasi. - PSAK 16 (revisi 2011), Aset Tetap. - PSAK 18 (revisi 2010), Akuntansi dan Pelaporan Program Manfaat Purnakarya. - PSAK 24 (revisi 2010), Imbalan Kerja. - PSAK 26 (revisi 2011), Biaya Pinjaman. - PSAK 30 (revisi 2011), Sewa. - PSAK 46 (revisi 2010), Pajak Penghasilan. - PSAK 50 (revisi 2010), Instrumen Keuangan: Penyajian - PSAK 53 (revisi 2010), Pembayaran Berbasis Saham. - PSAK 55 (revisi 2011), Instrumen Keuangan: Pengakuan dan Pengukuran.
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2. KEBIJAKAN AKUNTANSI - lanjutan - PSAK 56 (revisi 2011), Laba Per Saham. - PSAK 60, Instrumen Keuangan: Pengungkapan - PSAK 61, Akuntansi Hibah Pemerintah dan Pengungkapan Bantuan Pemerintah. - PSAK 62, Kontrak Asuransi. - PSAK 63, Pelaporan Keuangan dalam Ekonomi Hiperinflasi. - PSAK 109, Akuntansi Zakat dan Infak/Sedekah. - PSAK 110, Akuntansi Sukuk. - ISAK 13, Lindung Nilai Investasi Neto dalam Kegiatan Usaha Luar Negeri. - ISAK 15, PSAK 24 - Batas Aset Imbalan Pasti, Persyaratan Pendanaan Minimum dan Interaksinya. - ISAK 18, Bantuan Pemerintah Tidak Berelasi Spesifik dengan Aktivitas Operasi. - ISAK 20, Pajak Penghasilan Perubahan dalam Status Pajak Entitas atau Para Pemegang Sahamnya.
2. ACCOUNTING POLICY - continue - IFAS 56 (revised 2011), Earnings Per Share. - IFAS 60, Financial Instruments: Disclosures - IFAS 61, Accounting for Government Grants and Disclosure of Government Assistance. - IFAS 62, the Contract of Insurance. - IFAS No. 63, Financial Reporting in Hyperinflation Economics. - IFAS 109, Accounting for Zakat and Infak / Charity. - IFAS 110, Accounting for Sukuk. - Indonesian ISFAS 13, Hedges of Net Investment in a Foreign Operation. - Interpretation of SFAS 15, SFAS 24 - The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction. - Indonesian ISFAS 18, Government Assistance - No Specific relate to Operating Activities. - Indonesian ISFAS 20, Income Taxes - Changes in the Tax Status of an Entity or its Shareholders. ii. Effective for periods beginning on or after January 1, 2013 is: - FRS 38 (revised 2012), Business Combinations Entities. - ISAK 21, Real Estate Contract Agreement. As of the date of issuance of the financial statements, management is evaluating the impact of the standards and interpretations on the financial statements, but management believes that the standards and interpretations have no significant effect on the financial statement presentation for Islamic transactions regulated by Islamic accounting standards. 3. CASH This account consists as follow:
31 Desember 2012 December 31, 2012 31 Desember 2011 December 31, 2011 19.566.163.450 Cash balance in Rupiah
ii. Efektif untuk periode yang dimulai pada atau setelah 1 Januari 2013 adalah: - PSAK 38 (revisi 2012), Kombinasi Bisnis Entitas Sepengendali. - ISAK 21, Perjanjian Kontrak Real Estat. Sampai dengan tanggal penerbitan laporan keuangan, manajemen sedang mengevaluasi dampak dari standar dan interpretasi terhadap laporan keuangan, namun manajemen berkeyakinan bahwa standar dan interpretasi tersebut tidak berpengaruh signifikan terhadap penyajian laporan keuangan karena transaksi syariah diatur tersendiri melalui standar akuntansi syariah. 3. KAS
Akun ini terdiri dari :
Saldo kas dalam mata uang rupiah
25.802.036.050
2. KEBIJAKAN AKUNTANSI - lanjutan 4. PENEMPATAN PADA BANK INDONESIA Akun ini terdiri dari :
31 Desember 2012 December 31, 2012 Giro Giro wadiah Jumlah giro Sertifikat Wadiah Bank Indonesia Fasilitas Bank Indonesia Sertifikat BI Syariah Jumlah 139.826.623.758 139.826.623.758 321.200.000.000 461.026.623.758
2. ACCOUNTING POLICY - continue 4. PLACEMENTS WITH BANK INDONESIA This account consists as follow:
31 Desember 2011 December 31, 2011 114.168.057.717 114.168.057.717 191.000.000.000 10.000.000.000 315.168.057.717 Current Accounts Wadiah Current Accounts Total accounts Bank Indonesia Wadiah Certificates Bank Indonesia Facility Bank Indonesia Sharia Certificate Total
Sesuai dengan peraturan Bank Indonesia No.6/21/PBI/ 2004 tanggal 3 Agustus 2004 serta perubahannya sesuai peraturan Bank Indonesia No.8/23/PBI/2006 tanggal 5 Oktober 2006, setiap bank diwajibkan memelihara Giro Wajib Minimum (GWM) yang besarnya ditetapkan sebesar 5% dari dana pihak ketiga. Selain memenuhi ketentuan tersebut, jika Bank yang memiliki rasio pembiayaan terhadap dana pihak ketiga kurang dari 80% wajib memelihara tambahan GWM sebesar 1% dari dana pihak ketiga. GWM Bank pada tanggal 31 Desember 2011 dan 2010 masing-masing sebesar 5,037% dan 5,048% . Tingkat bonus per tahun sertifikat syariah Bank Indonesia yang diperoleh Bank berkisar antara setara 5,038% untuk periode pada tanggal 31 Desember 2012 dan 2011.
In accordance with Bank Indonesia Regulation No.6/21/ PBI/2004 dated August 3, 2004 and its revision based on Bank Indonesia regulation No.8/23/PBI/2006 dated October 5, 2006, every bank has to maintain Statutory Reserves equivalent to 5% of its denominated third-parties deposits. Besides to fulfill that regulation, if the bank liquidity to deposits ratio is less than 80%, it has to maintain additional reserve equivalent to 1% of its rupiah denominated third-parties deposits. The Banks statutory reserves on December 31, 2011, and December 31, 2010 are each respectively 5.037% and 5.048%. Bank Indonesia Sharia certificates annual bonus received is at rates 5.038% for the period of December 31, 2012, and December 31, 2011.
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5. PENEMPATAN PADA BANK LAIN Akun ini terdiri dari :
5. PLACEMENTS WITH OTHER BANK This account consists as follow:

31 Desember 2012 31 Desember 2011 December 31, 2012 December 31, 2011
Pihak hubungan istimewa PT. Bank Bukopin, Tbk Dikurangi penyisihan penghapusan Jumlah pihak ketiga Pihak ketiga PT. Bank Nagari PT. Bank Central Asia Tbk PT. Bank Rakyat Indonesia (Persero) Tbk PT. Bank Syariah Mandiri PT. Bank Mandiri (Persero) Tbk PT. Bank Pembangunan Daerah - Kalimantan Timur PT. Bank Internasional Indonesia Tbk PT. Bank Danamon Tbk PT. Bank Tabungan Negara (Persero) Tbk. PT. Bank BNP PT, Bank Muamalat Indonesia Pembiayaan BPRS Jumlah Dikurangi penyisihan penghapusan Jumlah Jumlah Bersih
263.225.138.743 (2.632.251.387) 260.592.887.355 34.303.395 126.963.071 107.565.453 20.985.080 3.493.637 4.231.101 1.651.840 1.144.333.532 1.658.544 350.000 8.997.351.711 10.442.887.363 (104.428.874) 10.338.458.490 270.931.345.845
254.209.400.037 (2.542.094.000) 251.667.306.036 4.507.354 86.747.632 58.741.825 21.044.396 10.248.059 1.769.825 4.714.429 31.000.270 1.847.544 234.956 350.000 2.728.072.285 2.949.278.574 (29.492.786) 2.919.785.788 254.587.091.825
Related Parties PT. Bank Bukopin, Tbk Less allowance for possible losses Total third parties Third Parties PT. Bank Nagari PT. Bank Central Asia Tbk PT. Bank Rakyat Indonesia (Persero) Tbk PT. Bank Syariah Mandiri PT. Bank Mandiri (Persero) Tbk PT. Bank Pembangunan Daerah - Kalimantan Timur PT. Bank Internasional Indonesia Tbk PT. Bank Danamon Tbk PT. Bank Tabungan Negara (Persero) PT. Bank BNP PT. Bank Muamalat Indonesia Financing BPRS Total Less allowance for possible losses Total Net Total
Ikhtisar perubahan penyisihan kerugian giro pada bank lain adalah sebagai berikut :
Highlights of changes in allowance for losses in current accounts with other banks are as follow:
Saldo awal tahun Penyisihan (pembalikan) selama tahun berjalan Saldo akhir tahun
31 Desember 2012 31 Desember 2011 December 31, 2012 December 31, 2011 2.571.586.786 2.803.038.221 165.093.475 (231.451.435) 2.736.680.261 2.571.586.786
Balance at the beginning of the year Provision (reverse) during the year Balance at the end of year
Berdasarkan hasil penelaahan dan evaluasi manajemen Bank, kolektibilitas atas seluruh giro pada bank lain pada tanggal-tanggal 31 Desember 2012 dan 2011, digolongkan lancar. Manajemen Bank berpendapat bahwa jumlah penyisihan kerugian untuk menutup kemungkinan kerugian akibat tidak tertagihnya giro pada bank lain dan pembiayaan adalah cukup dan telah memenuhi ketentuan Bank Indonesia.
Based on managements review and evaluation on the collectability of the Banks current accounts with other banks as of December 31, 2012, and December 31, 2011, all current accounts with other banks are classified as current. Management believes that the allowance established is adequate to cover to cover possible losses on uncollectible current accounts with other banks and has complied with Bank Indonesia regulations.
6. SURAT-SURAT BERHARGA Akun ini terdiri dari :

Pihak ketiga 31 Desember 2012 Negara Republik Indonesia 48.699.500.000
6. SECURITIES This account consists as follow:

Third parties 31 Desember 2011 8.472.275.000 Republic of Indonesia
Untuk obligasi Negara Republik Indonesia dengan peringkat AAA+ sy ditetapkan oleh PT Pemeringkat Efek Indonesia (Pefindo). Berdasarkan tujuan manajemen pada saat perolehannya, Sukuk Mudharabah negara Republik Indonesia diklasifikasikan sebagai dimiliki hingga jatuh tempo. Tingkat bagi hasil per tahun untuk sukuk yang diterima Bank berkisar antara 8,70% 10,13% untuk jangka waktu tiga tahun yang dimulai pada tanggal 10 Februari 2010 dan berakhir pada tanggal 10 Februari 2013.
For Republic of Indonesia obligations rated AAA+ sy by PT Pemeringkat Efek Indonesia (Pefindo). Based on the managements intention at time of acquisition, Sukuk Mudharabah Republic of Indonesia are classified as held to maturity. Yearly profit sharing rate for the Banks receivable Sukuk ranging from 8.70% 10.13% for a period of three years beginning on February 10, 2010 and ending on February 10, 2013.
7. PEMBIAYAAN a. Berdasarkan jenis

Lancar Current Murabahah Modal kerja Investasi Konsumsi Mudharabah Modal kerja Investasi Musyarakah Modal kerja Investasi Istishna Modal kerja Investasi Konsumsi Dikurangi : Penyisihan Kerugian 220.525.073.232 569.085.606.360 742.201.147.464 170.277.777.689 20.174.492.500 428.295.556.899 149.059.853.888 40.818.797 2.708.215.678 2.266.929.578 2.304.635.472.085 Dalam perhatian Khusus Special Mention 69.196.354.308 84.189.351.537 7.972.611.647 1.027.576.652 32.658.306.080 899.077.486 701.700.669 74.750.000 166.418.321 196.886.146.700
7. FINANCING a. Based on type

31 Desember 2012 Kurang lancar Diragukan Substandard 536.000.000 70.677.087.011 1.543.379.351 18.481.582.582 91.238.048.944 (2.877.020.927) 88.361.028.016 Doubtful 673.883.208 2.008.110.823 1.249.777.296 88.991.969 3.666.245.439 7.687.008.735 Macet Loss 4.890.983.970 5.539.583.830 4.063.221.937 1.494.897.271 5.138.144.405 237.404.363 21.364.235.776 Jumlah Total 295.822.294.718 731.499.739.561 757.030.137.695 172.889.243.581 20.174.492.500 488.239.835.405 149.958.931.374 742.519.466 2.782.965.678 2.670.752.262 2.621.810.912.241 Murabaha Working Capital Investment Consumption Mudharaba Working Capital Investment Musharaka Working Capital Investment Istishna Working Capital Investment Consumption
(29.773.328.454) (4.732.832.211) 2.274.862.143.631 192.153.314.490
Less: (377.914.538) (5.242.357.987) (43.003.454.116) Allowance for possible losses 7.309.094.198 16.121.877.789 2.578.807.458.124
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7. PEMBIAYAAN - lanjutan b. Berdasarkan sektor ekonomi

Lancar Current Rupiah: Pertanian Pertambangan Manufaktur Tenaga Listrik Konstruksi Perdagangan Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian 15.075.186.960 7.202.948.643 29.278.217.722 31.724.539.287 119.290.598.441 383.758.494.561 109.724.512.787 587.713.527.140 274.310.394.476 746.557.052.069 2.304.635.472.085 Dalam perhatian Khusus Special Mention 950.439.483 899.077.486 71.462.245.052 9.727.713.135 85.242.077.235 13.849.451.105 5.953.067.924 8.802.075.280 196.886.146.700
7. FINANCING - continue b. Based on Economic Sector

31 Desember 2012 Kurang lancar Diragukan Substandard 178.933.581 11.827.538.655 558.343.384 62.246.812.543 10.339.246.038 3.550.889.689 2.536.285.054 91.238.048.944 (2.877.020.927) 88.361.028.016 Doubtful 4.090.636.734 2.004.401.669 1.591.970.332 7.687.008.735 Macet Loss 445.200.000 1.154.724.439 3.105.286.042 6.304.642.955 494.535.734 3.889.002.835 744.045.208 5.226.798.563 21.364.235.776 Jumlah Total 16.204.560.024 7.648.148.643 31.332.019.647 31.724.539.287 209.776.304.924 402.353.595.704 257.707.938.299 615.791.227.118 284.558.397.297 764.714.181.298 2.621.810.912.241 Rupiah: Agriculture Mining Manufacture Electricity Construction Trading Transportation Business Services Social Services Others
(29.773.328.454) (4.732.832.211) 2.274.862.143.631 192.153.314.490
Less: (377.914.538) (5.242.357.987) (43.003.454.116) Allowance for possible losses 7.309.094.198 16.121.877.789 2.578.807.458.124
c. Pembiayaan Kepada Bank Lain Berdasarkan Jenis

Murabahah Modal kerja Investasi Konsumsi Mudharabah Modal kerja Investasi Musyarakah Modal kerja Investasi Dikurangi : Penyisihan Kerugian 1.202.907.269 7.794.444.442 8.997.351.711 (89.973.517) 8.907.378.194 -
c. Financing to other Banks

1.202.907.269 7.794.444.442 8.997.351.711 Murabaha Work Capital Investment Consumption Mudharaba Work Capital Investment Musharaka Work Capital Investment
Less: (89.973.517) Allowance for possible losses 8.907.378.194
d. Pembiayaan pada bank lain Sektor Ekonomi

Rupiah: Pertanian Pertambangan Manufaktur Tenaga Listrik Konstruksi Perdagangan Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian 2.913.833.322 6.083.518.389 8.997.351.711 (89.973.517) 8.907.378.194 -
c. Financing to other Banks Based on Economic Sector

2.913.833.322 6.083.518.389 8.997.351.711 Rupiah: Agriculture Mining Manufacture Electricity Construction Trading Transportation Business Services Social Services Others
Less: (89.973.517) Allowance for possible losses 8.907.378.194
7. PEMBIAYAAN - lanjutan a. Berdasarkan jenis

Lancar Current Murabahah Modal kerja Investasi Konsumsi Mudharabah Modal kerja Investasi Musyarakah Modal kerja Investasi Dikurangi : Penyisihan Kerugian 141.537.117.484 596.803.778.191 351.977.683.663 212.959.739.945 9.225.872 351.366.390.203 12.094.298.662 1.666.748.234.019 (16.667.482.340) Dalam perhatian Khusus Special Mention 71.940.097.015 91.482.603.664 8.588.001.220 960.588.371 41.147.844.923 214.119.135.193 (3.510.910.579)
7. FINANCING - continue a. Based on type

31 Desember 2011 Kurang lancar Diragukan Substandard 1.621.287.223 452.387.551 2.410.204.293 4.343.096.578 534.410.960 9.361.386.605 (1.844.193.222) 7.517.193.383 Doubtful 1.300.808.571 624.970.000 2.095.551.516 232.762.499 3.644.364.000 7.898.456.586 (1.295.207.309) Macet Loss 2.294.890.342 3.489.462.074 3.729.459.909 472.490.382 3.434.492.989 13.420.795.695 (2.959.587.598) Jumlah Total 218.694.200.635 692.853.201.480 368.800.900.600 218.968.677.775 9.225.872 400.127.503.075 12.094.298.662 1.911.548.008.098 Less: (26.277.381.048) Allowance for possible losses Murabaha Working Capital Investment Consumption Mudharaba Working Capital Investment Musharaka Working Capital Investment
1.650.080.751.679 210.608.224.613
6.603.249.278 10.461.208.097 1.885.270.627.050
b. Berdasarkan sektor ekonomi

Rupiah : Pertanian Pertambangan Manufaktur Tenaga Listrik Konstruksi Perdagangan Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian 21.056.113.300 19.583.851.430 21.379.996.854 115.713.738.071 359.523.646.426 152.702.247.202 374.983.892.704 224.810.879.754 376.993.868.279 1.667.107.215.660 (16.667.482.340) 445.200.000 976.249.089 166.078.010.477 12.263.730.532 3.651.341.157 19.584.112.427 536.000.000 10.584.491.511 214.119.135.193 (3.510.910.579) 765.337.057 534.410.960 5.710.640.616 53.197.800 2.297.800.172 9.361.386.605 (1.844.193.222) 7.517.193.383
b. Based on Economic Sector

3.258.400.000 1.856.259.506 698.395.575 2.085.401.505 7.898.456.586 (1.295.207.309) 45.885.584 178.475.350 3.018.876.939 2.303.471.719 174.234.975 3.278.095.874 4.421.755.255 13.420.795.695 (2.959.587.598) 21.101.998.884 445.200.000 20.738.575.869 21.379.996.854 288.069.025.487 376.712.445.239 157.062.234.294 404.255.137.196 225.400.077.554 396.383.316.721 1.911.548.008.098 Less: (26.277.381.048) Allowance for possible losses Rupiah : Agriculture Mining Manufacture Electricity Construction Trading Transportation Business Services Social Services Others
1.650.436.143.504 210.608.224.613
6.603.249.278 10.461.208.097 1.885.270.627.050
c. Pembiayaan Kepada Bank Lain

Murabahah Modal kerja Investasi Konsumsi Mudharabah Modal kerja Investasi Musyarakah Modal kerja Investasi Dikurangi : Penyisihan Kerugian 978.072.285 1.750.000.000 2.728.072.285 (27.280.723) 2.700.791.562 -
c. Financing to other Banks

978.072.285 1.750.000.000 2.728.072.285 Less: (27.280.723) Allowance for possible losses 2.700.791.562 Murabaha Work Capital Investment Consumption Mudharaba Work Capital Investment Musharaka Work Capital Investment
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7. PEMBIAYAAN - lanjutan d. Pembiayaan pada bank lain Sektor Ekonomi

Lancar Current Rupiah : Pertanian Pertambangan Manufaktur Tenaga Listrik Konstruksi Perdagangan Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian 2.728.072.285 2.728.072.285 (27.280.723) 2.700.791.562 Dalam perhatian Khusus Special Mention -
7. FINANCING - continue c. Financing to other Banks on Economic Sector

31 Desember 2011 Kurang lancar Diragukan Substandard Doubtful Macet Loss Jumlah Total 2.728.072.285 2.728.072.285 Less: (27.280.723) Allowance for possible losses 2.700.791.562 Rupiah : Agriculture Mining Manufacture Electricity Construction Trading Transportation Business Services Social Services Others
c. Berdasarkan jangka waktu (sesuai dengan perjanjian)

31 Desember 2012 December 31, 2012 < 1 tahun > 1 tahun - 2 tahun > 2 tahun - 5 tahun > 5 tahun Dikurangi : Penyisihan Kerugian 230.706.993.514 175.697.959.950 1.454.321.668.867 761.084.289.909 2.621.810.912.241 (43.003.454.116) 2.578.807.458.124
c. Based on Financing Period (based on agreement)

31 Desember 2011 December 31, 2011 332.947.513.290 119.475.740.472 881.355.616.306 577.769.138.029 1.911.548.008.098 (26.277.381.048) 1.885.270.627.050 < 1 year > 1 year - 2 years > 2 years - 5 years > 5 years Less: Allowance for possible losses
7. PEMBIAYAAN - lanjutan d. Berdasarkan sisa umur jatuh tempo

31 Desember 2012 December 31, 2012 < 1 Tahun > 1 tahun - 2 tahun > 2 tahun - 5 tahun > 5 tahun Dikurangi : Penyisihan Kerugian 447.275.944.204 331.446.924.488 1.193.105.728.343 649.982.315.206 2.621.810.912.241 (43.003.454.116) 2.578.807.458.124
7. FINANCING - continue d. By Remaining Period to Maturity

31 Desember 2011 December 31, 2011 458.558.887.349 307.703.488.164 855.850.332.310 289.435.300.275 1.911.548.008.098 (26.277.381.048) 1.885.270.627.050 < 1 year > 1 year - 2 years > 2 years - 5 years > 5 years Less: Allowance for possible losses
e. Pihak berelasi
31 Desember 2012 December 31, 2012 Berdasarkan Jenis Murabahah Mudharabah Musyarakah Istisna Dikurangi : Penyisihan Kerugian Berdasarkan Sektor Ekonomi Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian 6.742.396.156 3.343.744.630 13.130.866.802 23.217.007.588 (232.170.076) 22.984.837.512 430.684.836 6.817.790.360 15.968.532.392 23.217.007.588 (232.170.076) 22.984.837.512
e. Related Parties
31 Desember 2011 December 31, 2011 21.167.714.503 3.277.241.664 3.568.567.037 28.013.523.204 (280.135.232) 27.733.387.972 7.394.059.465 4.004.252.137 16.540.682.752 74.528.850 28.013.523.204 (280.135.232) 27.733.387.972 Less: Allowance for possible losses Based on Economic Sector Transportation Business Services Social Services Others Less: Allowance for possible losses Based on type Murabaha Mudharaba Musharaka Istisna
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8. PINJAMAN QORDH a. Berdasarkan jenis

Lancar Current Qardh Modal kerja Investasi Konsumsi Dikurangi : Penyisihan Kerugian 200.000.000 12.490.754 212.490.754 (2.744.060) 209.746.694 Dalam perhatian Khusus Special Mention -
8. QORDH LOAN a. Based on Type

31 Desember 2012 Kurang lancar Diragukan Substandard Doubtful Macet Loss Jumlah Total 200.000.000 12.490.754 212.490.754 (2.744.060) 209.746.694 Qardh Work Capital Investment Consumption Less: Allowance for possible losses

Rupiah : Jasa dunia usaha Lain-lain Dikurangi : Penyisihan Kerugian 200.000.000 12.490.754 212.490.754 (2.744.060) 209.746.694

200.000.000 12.490.754 212.490.754 (2.744.060) 209.746.694 Rupiah : Social services Others Less: Allowance for possible losses
a. Berdasarkan jenis
Lancar Current Qardh Modal kerja Investasi Konsumsi Dikurangi : Penyisihan Kerugian 300.000.000 58.981.641 358.981.641 (3.589.816) 355.391.825 Dalam perhatian Khusus Special Mention -
a. Based on Type
31 Desember 2011 Kurang lancar Diragukan Substandard Doubtful Macet Loss Jumlah Total 300.000.000 58.981.641 358.981.641 (3.589.816) 355.391.825 Qardh Work Capital Investment Consumption Less: Allowance for possible losses

Rupiah : Pertanian Pertambangan Manufaktur Tenaga Listrik Konstruksi Perdagangan Transportasi Jasa dunia usaha Jasa sosial Lain-lain Dikurangi : Penyisihan Kerugian

300.000.000 100.000.000 58.981.641 358.981.641 (3.589.816) 355.391.825 Rupiah : Agriculture Mining Manufacture Electricity Construction Trading Transportation Business Services Social Services Others Less: Allowance for possible losses
300.000.000 100.000.000 58.981.641 358.981.641 (3.589.816) 355.391.825
8. PINJAMAN QORDH - lanjutan c. Berdasarkan jangka waktu (sesuai dengan perjanjian)

31 Desember 2012 9.953.954 200.000.000 2.536.800 212.490.754 (2.744.060) 209.746.694
8. QARDH LOAN - continue c. Based on Financing Period (based on agreement)

31 Desember 2011 158.981.641 200.000.000 358.981.641 (3.589.816) 355.391.825
< 1 tahun > 1 tahun - 2 tahun > 2 tahun - 5 tahun > 5 tahun Dikurangi : Penyisihan Kerugian
< 1 year > 1 year - 2 years > 2 years - 5 years > 5 years Less: Allowance for possible losses
d. Berdasarkan sisa umur jatuh tempo

31 Desember 2012 9.953.954 200.000.000 2.536.800 212.490.754 (2.744.060) 209.746.694
d. Based on Remaining Period to Maturity

31 Desember 2011 158.981.641 200.000.000 358.981.641 (3.589.816) 355.391.825
< 1 Tahun > 1 tahun - 2 tahun > 2 tahun - 5 tahun > 5 tahun Dikurangi : Penyisihan Kerugian
< 1 year > 1 year - 2 years > 2 years - 5 years > 5 years Less: Allowance for possible losses
9. Kredit yang diberikan a. Berdasarkan jenis

Lancar Current Modal kerja Investasi Konsumsi Dikurangi : Penyisihan Kerugian Dalam perhatian Khusus Special Mention -
8. Financing a. Based on Type

31 Desember 2012 Kurang lancar Diragukan Substandard Doubtful Macet Loss Jumlah Total Work Capital Investment Consumption Less: Allowance for possible losses

Jasa Sosial Lain-lain Dikurangi : Penyisihan Kerugian -

Social services Others Less: Allowance for possible losses
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9. Kredit yang diberikan - lanjutan a. Berdasarkan jenis

Lancar Current Modal kerja Investasi Konsumsi Dikurangi : Penyisihan Kerugian Dalam perhatian Khusus Special Mention -
9. Financing - continue a. Based on Type

31 Desember 2011 Kurang lancar Diragukan Substandard Macet Jumlah Total 2.584.587.494 2.584.587.494 (133.510.332) 2.451.077.163 Work Capital Investment Consumption Less: Allowance for possible losses
Doubtful Loss - 2.584.587.494 - 2.584.587.494 - (133.510.332) - 2.451.077.163

Jasa Sosial Lain-lain Dikurangi : Penyisihan Kerugian -

2.584.587.494 2.584.587.494 (133.510.332) 2.584.587.494 2.584.587.494 (133.510.332) 2.451.077.163 Social services Others Less: Allowance for possible losses
- 2.451.077.163
c. Jumlah kredit yang diberikan berdasarkan jangka waktu kredit :

31 Desember 2012 December 31, 2012 > 1 tahun Jumlah kredit yang diberikan Dikurangi : Penyisihan penghapusan kredit yang diberikan Jumlah kredit yang diberikan-bersih -
c. Total Credit Financing based on financing period:

31 Desember 2011 December 31, 2011 2.584.587.494 2.584.587.494 (133.510.332) 2.451.077.163 > 1 tahun Total credit financing Less: credit write off provision Total credit financing - net
d. Jumlah kredit yang diberikan berdasarkan sisa umur jatuh tempo:

< 1 tahun Jumlah kredit yang diberikan Dikurangi : Penyisihan penghapusan kredit yang diberikan Jumlah kredit yang diberikan-bersih -
d. Total credit by Remaining Period to Maturity:

2.584.587.494 2.584.587.494 (133.510.332) 2.451.077.163 < 1 tahun Total credit financing Less: credit write off provision Total credit financing - net
a. Pada tanggal 31 Juli 2007, Bank telah melakukan penjualan dan pengalihan aset-aset kredit termasuk bunga kepada PT. Bank Bukopin, Tbk senilai Rp. 93.432.606.393,- . b. Pada tanggal 10 Agustus 2005, Bank telah melakukan penjualan dan pengalihan aset-aset kredit termasuk bunga kepada PT. Bank Bukopin, Tbk senilai Rp. 211.668.814.136,atau sampai dipenuhinya CAR (Capital Adequacy Ratio) Bank.
a On July 31, 2007, the Bank has sold and hand over credit assets including interests to PT Bank Bukopin Tbk worth of Rp. 93.432.606.393,- . b On August 10, 2005, the Bank has sold and hand over credit assets including interests to PT Bank Bukopin Tbk worth of Rp. 211.668.814.136,- or until the Capital Adequacy Ratio is fulfilled.
9. Kredit yang diberikan - lanjutan Hak atas Piutang dan Jaminan PT. Bank Bukopin, Tbk telah membeli dan menerima hak atas piutang yang timbul dari fasilitas kredit (Asset Sales) dari Bank dengan nilai sebesar Rp.246.434.343.370,- danRp.252.775.804.726,masing-masing pada tanggal 31 Desember 2012 dan 31 Desember 2011. Bank telah menyerahkan jaminan dalam bentuk rekening giro kepada PT. Bank Bukopin Tbk sebagai penjamin pembayaran piutang, sampai dengan tanggal 31 Desember 2012 dan tanggal 31 Desember 2011 jumlah jaminan tersebut sebesar Rp.246.434.343.370,- dan Rp.252.775.804.726,Ketentuan Bank Indonesia Piutang dan pembiayaan yang dijamin dengan deposito mudharabah pada tanggal 31 Desember 2012 dan tanggal 31 Desember 2011 sebesar Rp.45.341.500.000 dan Rp.46.500.000.000,-
9. Financing - continue Rights of Receivable and Guarantee The Bank has submitted guarantee in form of current accounts to PT Bank Bukopin Tbk as receivables payment guarantee. As of December 31, 2012 and December 31, 2011, total guarantee value is each respectively Rp.246.434.343.370 and Rp.252.775.804.726. PT Bank Bukopin Tbk has bought and received the rights of receivables arised from assets sales facilities from the bank at Rp.246.434.343.370 and Rp.252.775.804.726 each respectively on December 31, 2012, and December 31, 2011.
Bank Indonesia Regulations Receivables and financing guaranteed by mudharabah time deposits as of December 31, 2012, and December 31, 2011, each respectively amounting to Rp45.341.500.000 and Rp.46.500.000.000. Receivables and financing guaranteed by wadiah current account as of December 31, 2011, each respectively amounting to Rp. 46.750.000. Receivables and financing guaranteed by wadiah saving deposits as of December 31, 2012, and December 31, 2011, each respectively amounting to Rp.7.150.000.000 and Rp.9.766.000.000. Rupiah Murabahah margin (Purchase and Sell) are decided to be at least as follows:
31 Desember 2011 December 31, 2011 15 - 20% 14 - 18%
Piutang dan pembiayaan yang dijamin dengan giro wadiah pada tanggal 31 Desember 2011 sebesar Rp.46.750.000
Piutang dan pembiayaan yang dijamin dengan tabungan wadiah pada tangaal 31 Desember 2012 dan tanggal 31 Desember 2011 sebesar Rp. 7.150.000.000 dan Rp. 9.766.000.000
Marjin Murabahah Rupiah (Jual Beli) diputuskan margin minimal adalah sebagai berikut :
31 Desember 2012 December 31, 2012 15 - 20% 14 - 18%
Pembiayaan UKM Pembiayaan Komersial
Small and Medium Business Financing Commercial Financing
Perubahan atas piutang adalah sebagai berikut :

31 Desember 2012 December 31, 2012 64.661.455.797 64.661.455.797
Changes on receivables are as follows:

31 Desember 2011 December 31, 2011 64.661.455.797 64.661.455.797
Saldo awal Saldo akhir tahun
Beginning balance Balance at the end of year
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9. Kredit yang diberikan - lanjutan Ikhtisar perubahan penyisihan kerugian pembiayaan adalah sebagai berikut:
31 Desember 2012 December 31, 2012 Saldo awal tahun Penyisihan tahun berjalan Saldo akhir tahun 26.277.381.048 16.726.073.069 43.003.454.116
9. Financing - continue Highlights of changes in allowance for possible financing losses are as follow:
31 Desember 2011 December 31, 2011 23.219.710.785 3.057.670.262 26.277.381.048 Balance at the beginning of year Current year provision Balance at the end of year
Ikhtisar perubahan penyisihan kerugian kredit yang diberikan adalah sebagai berikut:
31 Desember 2012 December 31, 2012 Saldo awal tahun Penyisihan (pembalikan) konvensional tahun berjalan Saldo akhir tahun 133.510.332 133.510.332
Highlights of changes in allowance for possible financing losses are as follow:

31 Desember 2011 December 31, 2011 133.510.332 133.510.332 Balance at the beginning of year Current year conventional provision (reverse) Balance at the end of year
10. PENDAPATAN YANG MASIH AKAN DITERIMA Terdiri dari pendapatan margin dan bagi hasil atas :
31 Desember 2012 December 31, 2012 Piutang : Modal kerja Investasi Konsumtif Pembiayaan : Modal kerja Investasi Lainnya Jumlah 884.637.517 6.025.263.755 4.578.408.951 4.602.060.997 810.399.738 310.754.995 17.211.525.953
10. RECEIVABLE INCOME Consist of margin income and profit sharing from:
31 Desember 2011 December 31, 2011 807.523.069 6.801.704.409 2.299.961.551 5.252.991.501 11.522.628 194.574.266 15.368.277.424 Receivables: Investment Working Capital Consumption Financing: Working Capital Investment Others Total
11. PAJAK DIBAYAR DIMUKA DAN UANG MUKA Akun ini terdiri dari :
31 Desember 2012 December 31, 2012 Pajak dibayar dimuka: Surat Ketetapan Pajak Lebih Bayar Uang Muka: Sarana logistik Pendirian dan SDM Jumlah uang muka Jumlah 82.045.707 1.418.510.219 2.851.618.646 4.270.128.865 4.352.174.572
11. ADVANCE PAYMENT AND PREPAID TAXES The account consist of:
31 Desember 2011 December 31, 2011 82.045.707 8.624.858.707 3.076.499.491 11.701.358.198 11.783.403.905 Prepaid taxes Assesment of Tax Overpayment Advance Payment: Logistics facilities Establishment Advance payment total Total
12. BEBAN DIBAYAR DIMUKA Akun ini terdiri dari :

31 Desember 2012 December 31, 2012 Sewa Pemeliharaan inventaris Personalia Persediaan barang cetakan dan alat tulis kantor Iklan dan promosi Premi asuransi Persediaan meterai dan perangko Pajak Pendirian Lainnya Jumlah beban dibayar di muka 25.916.197.282 7.346.422.394 654.010.527 1.048.913.275 213.380.574 1.522.248.004 213.167.800 206.557.020 7.741.779 270.609.395 37.399.248.052
12. PREPAID EXPENSES This account consist of

31 Desember 2011 December 31, 2011 12.169.782.805 6.393.188.096 2.430.001.205 851.796.828 707.736.049 2.295.320.857 189.779.800 141.410.904 12.403.161 3.411.711.423 28.603.131.129 Rent Inventory maintenance Human resources Printing and stationary supplies Advertisement and promotion Insurance premium Supply of stamp Taxes Establishment Others Total of prepaid expenses
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13. ASET TETAP

2012 01 Januari 2012 January 01, 2012 Rp. Jenis aset tetap Nilai tercatat Pemilikan langsung Hak atas tanah Bangunan Peralatan kantor Kendaraan bermotor Komputer Mesin-mesin Jumlah nilai tercatat Akumulasi penyusutan Pemilikan langsung Bangunan Peralatan kantor Kendaraan bermotor Komputer Mesin-mesin Jumlah akumulasi penyusutan Nilai buku Penambahan Additional Rp.
13. FIXED ASSETS
Pengurangan Less Rp.
31 Desember 2012 December 31, 2012 Rp. Type of fixed assets Cost of acquisition Direct ownership Land rights Buildings Office equipments Vehicles Computer Machineries Total cost of acquisition Accumulated depreciation Direct ownership Buildings Office equipments Vehicles Computer Machineries Total of accumulated depreciation Book value
18.158.100.000 24.471.776.674 6.428.338.838 11.948.863.415 10.615.286.237 9.214.313.267 80.836.678.431
712.000.000 410.826.672 1.765.981.310 2.056.092.500 1.018.656.019 335.119.192 6.298.675.693
423.150.000 275.303.216 213.005.105 911.458.321
18.870.100.000 24.882.603.346 8.194.320.148 13.581.805.915 11.358.639.041 9.336.427.354 86.223.895.803
2.784.086.799 6.092.233.963 2.278.400.844 7.247.738.349 4.788.127.813 23.190.587.767 57.646.090.664
1.228.584.459 1.008.196.574 1.604.222.087 965.018.351 745.775.057 5.551.796.528 -
423.150.000 275.303.216 213.005.105 911.458.320
4.012.671.258 7.100.430.537 3.459.472.931 7.937.453.484 5.320.897.765 27.830.925.765 58.392.969.828
Saldo Awal Balance at beginning Rp. Jenis aset tetap Nilai tercatat Pemilikan langsung Hak atas tanah Bangunan Peralatan kantor Kendaraan bermotor Komputer Mesin-mesin Jumlah nilai tercatat Akumulasi penyusutan Pemilikan langsung Bangunan Peralatan kantor Kendaraan bermotor Komputer Mesin-mesin Jumlah akumulasi penyusutan Nilai buku
31 Desember 2011 Penambahan Pengurangan Additional Less Rp. Rp.
Saldo akhir Balance at the end Rp. Type of fixed assets Cost of acquisition Direct Ownership Land Rights Buildings Office equipments Vehicles Computer Machineries Total cost of acquisition Accumulated depreciation Direct ownership Buildings Office equipments Vehicles Computer Machineries Total of accumulated depreciation Book value
15.025.600.000 19.075.877.666 4.752.809.109 7.371.096.415 10.233.833.843 7.295.118.160 63.754.335.192
3.789.000.000 5.635.137.508 1.731.629.375 5.285.117.000 723.844.283 1.998.153.957 19.162.882.123
656.500.000 239.238.500 56.099.645 707.350.000 342.391.888 78.958.850 2.080.538.883
18.158.100.000 24.471.776.674 6.428.338.839 11.948.863.415 10.615.286.238 9.214.313.267 80.836.678.432
1.920.980.944 5.529.332.649 1.138.587.755 6.740.902.708 4.430.509.371 19.760.313.427 43.994.021.765
1.048.226.017 619.000.890 1.310.263.086 849.227.448 423.230.887 4.249.948.328
185.120.162 56.099.576 170.449.998 342.391.807 65.612.445 819.673.988
2.784.086.799 6.092.233.963 2.278.400.844 7.247.738.349 4.788.127.813 23.190.587.767 57.646.090.664
13. ASET TETAP - lanjutan Beban penyusutan untuk periode yang berakhir pada tanggal 31 Desember 2012 dan tahun yang berakhir pada tanggal 31 Desember 2011 masing-masing sebesar Rp.5.551.796.527,- dan Rp.4.249.948.328,-
13. FIXED ASSETS - continue Depreciation expenses for the year that ended on December 31, 2011, and December 31, 2010 each respectively is Rp.5.551.796.527,- and Rp4.249.948.328,- .
14. ASET LAIN-LAIN Akun ini terdiri dari :

31 Desember 2011 December 31, 2011 Agunan diambil Alih Aset dalam penyelesaian Umum dan pembiayaan Tagihan Rupa-rupa aset lainnya Jumlah Dikurangi Penyisihan atas penurunan nilai Agunan diambil Alih Aset lainnya Jumlah aset lain-lain 62.098.264.338 22.256.513.099 6.423.514.463 4.905.000 90.783.196.901
14. OTHER ASSETS This account consist of:

31 Desember 2011 December 31, 2011 91.581.982.144 8.743.317.432 7.405.356.326 3.730.000 107.734.385.903 Foreclosed assets Assets in settlement General and credit Payable Other assets Total Less Depreciation provision Foreclosed assets Other assets Total of other assets
(913.059.703) (268.122.965) 89.602.014.234
(983.847.350) (134.612.633) 106.615.925.920
15. GIRO Akun ini terdiri dari :

31 Desember 2012 December 31, 2012 Giro wadiah terdiri dari : Pihak terkait Pihak ketiga Jumlah giro wadiah Giro umum terdiri dari : Giro Pihak ketiga Jumlah giro umum Jumlah 62.129.451 182.956.779.636 183.018.909.087 183.018.909.087
15. CURRENT ACCOUNTS This account consists of:

31 Desember 2011 December 31, 2011 175.535.056 102.790.179.364 102.965.714.420 86.159 86.159 102.965.800.580 Wadiah current account consists of: Related parties Third parties Total wadiah current accounts General current accounts consist of: Third parties current account Total general current accounts Total
Suku bunga rata-rata atas giro umum dan nisbah bagi hasil giro wadiah adalah sebagai berikut :
Average interest rate of general current accounts and nisbah for wadiah current accounts profit sharing is as follows:
31 Desember 2011 December 31, 2011 2% 2% Wadiah current accounts General current accounts
31 Desember 2012 December 31, 2012 Giro wadiah Giro umum 2% -
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16. TABUNGAN Akun ini terdiri dari :

31 Desember 2012 December 31, 2012 Tabungan terdiri dari : Tabungan wadiah Pihak terkait Tabungan haji Pihak ketiga Tabungan Mudharabah Pihak terkait Pihak ketiga Jumlah tabungan
16. DEPOSITS This account consists of:

31 Desember 2011 December 31, 2011 Deposits consists of: Wadiah deposits Related parties Hajj deposits Third parties Mudharaba deposits Related parties Third parties Total deposits
3.890.209.516 1.348.491.634 225.088.171.617 482.962.089 114.711.077.095 345.520.911.951
2.315.744.727 1.458.521.048 203.130.893.694 461.086.656 64.262.912.496 271.629.158.621
Suku bunga rata-rata atas nisbah bagi hasil tabungan wadiah adalah sebagai berikut :
31 Desember 2012 December 31, 2012 2,5%
Average interest rate on general deposits and nisbah for wadiah deposits profit sharing is as follows:
Tabungan wadiah
Wadiah deposits
17. DEPOSITO BERJANGKA Akun ini terdiri dari :

31 Desember 2012 December 31, 2012 1. Jenis Deposito Mudharabah Deposito Mudharabah Pihak terkait Pihak ketiga Jumlah deposito berjangka 2. Jangka Waktu Deposito Mudharabah 1 bulan 3 bulan 6 bulan 12 bulan Jumlah deposito berjangka
17. TIME DEPOSITS This account consists of:

31 Desember 2011 December 31, 2011 1. Type of Mudharaba time deposits Mudharaba deposits Related parties Third parties Total time deposits 2. Maturity of Mudharaba time deposits 1 month 3 months 6 months 12 months Total of time deposits
3.203.500.000 2.319.040.669.620 2.322.244.169.620
2.328.500.000 1.914.814.265.702 1.917.142.765.702
1.523.913.919.449 651.787.085.532 73.718.164.638 72.825.000.000 2.322.244.169.620
1.471.350.353.317 290.140.862.385 98.248.700.000 57.402.850.000 1.917.142.765.702
3. Rincian deposito berdasarkan sisa umur sampai dengan jatuh tempo < 1 bulan > 1 - 3 bulan > 3 - 6 bulan > 6 - 12 bulan 1.732.395.929.510 320.210.218.778 203.213.756.694 66.424.264.638 2.322.244.169.620
3. Time deposits detail based on remaining period to maturity time 1.627.684.030.716 186.966.684.986 71.701.100.000 30.790.950.000 1.917.142.765.702 < 1 month > 1 - 3 months > 3 - 6 months > 6 - 12 months
Suku bunga rata-rata atas nisbah bagi hasil deposito mudharabah adalah sebagai berikut :
Average interest rates over time deposits and nisbah profit sharing are as follow:
Deposito mudharabah
Mudharaba time deposits
18. KEWAJIBAN SEGERA LAINNYA

31 Desember 2012 December 31, 2012 Terdiri dari : Pembukaan rekening Transfer Bagi hasil yang akan dibayar Sarana logistik dan personalia Lain-lain Jumlah liabilitas segera lainnya 30.829.246 2.552.459.149 4.821.692.578 979.457.258 3.894.999.845 12.279.438.076
18. OTHER LIABILITY

31 Desember 2011 December 31, 2011 72.250.298 2.542.876.537 2.280.609.922 328.465.154 274.806.189 5.499.008.101 Consists of: Opening of accounts Transfer Payable profit sharing Logistics facilities and personals Others Total of other Liability
19. PERPAJAKAN a. Pajak yang masih harus dibayar

31 Desember 2012 December 31, 2012 Pajak Penghasilan Pasal 29 Pajak penghasilan pasal 4(2) Pajak Penghasilan Pasal 25 Pajak penghasilan pasal 21 Pajak pertambahan nilai Pajak penghasilan pasal 23 Lainnya Jumlah 4.053.989.135 2.246.660.690 283.298.667 51.643.424 597.500 42.415 887.349.590 7.523.581.421
19. TAXES a. Payable taxes

31 Desember 2011 December 31, 2011 1.885.552.500 2.314.561.992 174.680.730 225.491.440 378.997.723 4.979.284.385 Article 29 of income taxes Article 4(2) of income taxes Article 25 of income taxes Article 21 of income taxes Value Added Tax Article 23 of Income Taxes Others Total
b. Beban Pajak Penghasilan Manfaat (beban) pajak perusahaan untuk yang berakhir pada tanggal 31 Desember 2012 dan tahun yang berakhir pada tanggal 31 Desember 2011, terdiri dari :
Pajak kini Manfaat (Beban) pajak tangguhan Jumlah (6.589.628.012) (466.527.389) (7.056.155.401)
b. Income taxes expenses Benefits (expenses) of company taxes for that ended on December 31, 2012, and for the year that ended on December 31, 2011 consist of:
(1.885.552.500) (927.331.602) (2.812.884.102) Current taxes Benefits (expenses) of deferred taxes Total
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19. PERPAJAKAN - lanjutan c. Pajak kini Rekonsiliasi antara laba rugi pajak penghasilan menurut laporan laba rugi dengan laba kena pajak untuk yang berakhir pada tanggal 31 Desember 2012 dan tahun yang berakhir pada tanggal 31 Desember 2011, adalah sebagai berikut:
19. TAXES - continue c. Current taxes Reconciliation between income and losses of income taxes in accordance with statements of income with taxable incomes for that ended on December 31, 2011, and for the year that ended as of December 31, 2010 are as follow:
31 Desember 2011 December 31, 2011 15.021.719.308 612.039.963 612.039.963 60.606.471 490.577.978 551.184.450 1.163.224.413 16.184.943.721 (79.813.985.783) 71.171.253.044 (8.642.732.739) 7.542.210.982 1.885.552.500 6.589.628.012 2.535.638.877 4.053.989.135 1.885.552.500 Income prior to taxes estimation according to income and losses statement Temporary differences Fixed assets depreciation - Employee benefits Total temporary differences Permanent differences - Medical treatments - Entertaining Total permanent differences Total fiscal correction Fiscal income Fiscal losses compensation Accumulation of Last years fiscal losses Losses exceeding than 5 years Accumulation of fiscal losses Fiscal taxable income (loss) Income tax estimation 25% x 7,542,210,000 25% x 26,358,512,048
31 Desember 2012 December 31, 2012 Laba sebelum taksiran pajak penghasilan menurut laporan laba rugi komprehensif Perbedaan temporer: Penyusutan aset tetap - Pesangon Jumlah perbedaan temporer Perbedaan permanen: - Pengobatan - Jamuan Jumlah perbedaan permanen Jumlah koreksi fiskal Laba fiskal Kompensasi Kerugian Fiskal: Akumulasi Kerugian Fiskal Tahun Lalu Kerugian Fiskal lebih dari 5 tahun fiskal Kompensasi Rugi Penghasilan Kena Pajak (Rugi) Fiskal Taksiran Pajak Penghasilan 25% x 7.542.210.000 25% x 26.358.512.048 Uang muka pajak penghasilan PPh Pasal 25 Taksiran hutang PPh Pasal 29 24.354.096.259 1.572.130.000 1.572.130.000 56.582.576 375.703.213 432.285.789 2.004.415.789 26.358.512.048 26.358.512.048
Income tax prepaid Article 25 of Income Taxes

Article 29 of income tax estimation
19. PERPAJAKAN - lanjutan d. Pajak tangguhan Pajak tangguhan dihitung berdasarkan pengaruh dari perbedaan temporer antara jumlah tercatat aset dan liabilitas menurut laporan keuangan dengan dasar pengenaan pajak aset dan liabilitas. Rincian dari aset dan liabilitas pajak tangguhan Bank per 31 Desember 2012 dan 2011 adalah sebagai berikut :
31 Desember 2012 December 31, 2012 Taksiran pajak penghasilan - ditangguhkan Penyusutan aset tetap - Kerugian fiskal - Imbalan kerja Jumlah Aset (liabilitas) pajak tangguhan - bersih 31 Desember 2012 Saldo awal Koreksi saldo awal - atas penerapan PSAK 24 Jumlah Penyusutan aset tetap Kerugian fiskal yang telah dibukukan Kerugian fiskal Pesangon Jumlah aset (liabilitas) pajak tangguhan December 31, 2012 24.139.396.752 24.139.396.752 (859.559.889) 393.032.500 23.672.869.364 (859.559.889) 393.032.500 (466.527.389)
19. TAXES - continue d. Deferred Taxes Deferred taxes are computed based on the influence of temporary differences between total acquired assets and Liabilities in accordance with financial statements based on asset taxation and Liability. Details of assets and deferred taxes Liability as of December 31, 2012 and December 31, 2011 are as follow:
31 Desember 2011 December 31, 2011 (1.080.341.592) 153.009.991 (927.331.602) Estimation of deferred income taxes Fixed assets depreciation - Fiscal losses - Work benefits Total Deferred taxes assets (liability) - Net 31 Desember 2011 December 31, 2011 25.066.728.354 25.066.728.354 (1.080.341.592) 153.009.991 24.139.396.752 Beginning balance Beginning balance correction Total Fixed assets depreciation Fiscal losses written-on Fiscal losses Benefits Total deferred taxes assets (liability)
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19. PERPAJAKAN - lanjutan d. Pajak tangguhan Bank melakukan penangguhan perhitungan beban pajak tangguhan atas kompensasi kerugian fiskal yang lebih dari 5 (lima) tahun untuk per tanggal 31 Desember 2012 dan 2011, dan Bank Syariah Bukopin telah mendapat keputusan hasil pemeriksaan untuk tahun Buku 2006, 2007, 2008, ditahun 2012 dan ditahun buku 2005 ditahun 2011 yaitu Surat Ketetapan Pajak Kurang Bayar (SKPKB) dan surat ketetapan pajak nihil atas pajak penghasilan sebagai berikut dengan rincian sebagai berikut;
Masa pajak Tax period Per 31 Desember 2012 2008 2008 2008 2008 2008 2008 2007 2007 2007 2007 2007 2007 2006 2006 2006 2006 2006 2006 Per 31 Desember 2011 2005 2005 2005 2005 2005 2005 objek pajak Tax object SKP PPh Badan SKPKB PPh 21 SKPKB PPh 23 SKPKB PPh 4(2) Final SKPKB PPN STP PPN SKP PPh Badan SKPKB PPh 21 SKPKB PPh 23 SKPKB PPh 4(2) Final SKPKB PPN STP PPN SKP PPh Badan SKPKB PPh 21 SKPKB PPh 23 SKPKB PPh 4(2) Final SKPKB PPN STP PPN
19. TAXES - continue d. Deferred Taxes The Bank conducted a deferred estimation of deferred taxes expenses over fiscal losses compensation of that exceeds 5 years as of dated December 31, 2011, and December 31, 2010, and Bank Syariah Bukopin has receive the examination result for the year 2006, 2007, 2008, in year 2012, and for year 2005 in year 2011, that is Underpaid Tax Assesment and Nil-tax Assesment for the Income Tax with details as follow:
No hasil pemeriksaan Number of result monitoring 00002/506/08/073/12 00004/201/08/073/12 00005/203/08/073/12 00004/240/08/073/12 00335/207/08/073/12 00009/107/08/073/12 00003/506/07/073/12 00003/201/07/073/12 00003/203/07/073/12 00003/240/07/073/12 00003/207/07/073/12 00004/107/07/073/12 00004/506/06/073/12 00002/201/06/073/12 00004/203/06/073/12 00004/240/06/073/12 00003/207/06/073/12 00001/107/06/073/12
Tanggal pemeriksaan Date 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 20 November 2012 04 Desember 2012 04 Desember 2012 04 Desember 2012 04 Desember 2012 04 Desember 2012 04 Desember 2012
Jumlah kurang bayar (SKPKB) Total Underpaid Tax NIHIL (187.446.635) (73.672.690) (109.403.900) (1.502.940) (203.100) NIHIL (89.941.022) (48.942.772) (57.874.275) (14.066.660) (1.900.900) NIHIL (73.869.388) (227.415.118) (45.601.127) (5.169.270) (698.550)
SKP PPh Badan SKPKB PPh 23 SKPKB PPh 4 (2) Final SKPKB PPh 21 SKKB PPN STP PPN
00014/506/05/073/11 00014/203/05/073/11 00003/240/05/073/11 00011/201/05/073/11 00023/207/05/073/11 00007/107/05/073/11
30 Desember 2011 30 Desember 2011 30 Desember 2011 30 Desember 2011 30 Desember 2011 30 Desember 2011
NIHIL (174.813.847) (131.376.461) (62.761.435) (8.850.030) (1.195.950)
20. PINJAMAN YANG DITERIMA

31 Desember 2012 December 31, 2012 Akun ini terdiri dari : Kredit likuiditas KP-RS/RSS Jumlah 49.780.291.300 49.780.291.300
20. FUNDS BORROWINGS

31 Desember 2011 December 31, 2011
This account consists of:

49.780.291.300 49.780.291.300 Liquidity Credit of KP-RS/RSS
Total
20. PINJAMAN YANG DITERIMA - LANJUTAN a. Berdasarkan Akta No.32/239/UK Indek No.0002-KPR tanggal 12 Mei 1999 kredit yang diberikan untuk waktu maksimal 21 tahun sampai dengan 31 Maret 2020 dan dihitung sejak tanggal pelimpahan dana dengan plafon sebesar Rp. 20.222.000.000 ( dua puluh milyar dua ratus dua puluh dua juta rupiah ) seperti termaksud dalam pasal 32 ayat 2,3 dan pasal 35 Undang-undang Bank Indonesia 1968. Pelunasan KL KPR Tahun 1999 dilaksanakan per semester (setiap 30 Juni dan 31 Desember) yang dimulai sejak 30 Juni 2000 dan dibebankan pada awal bulan Juli dan Januari dan mengenai syarat-syarat lainnya tercantum dalam SK Direksi BI No. 31/93/KEP/DIR, SE BI No. 31/13/UK masing-masing tanggal 9 September 1998 perihal KP-RS dan KP-RSS. b. Berdasarkan Surat Menteri Negara Perumahan dan Pemukiman Nomor. 253/UM.0101/A.III/10/1999 tanggal 18 Oktober 1999 dan Surat Menteri Keuangan Nomor. S-351/MK-017/1999 tanggal 21 September 1999 tentang persetujuan pembiayaan KP-RS/RSS TA 1999/2000. Pelaksanaan lebih lanjut atas persetujuan ini diterbitkan perjanjian Pinjaman antara pemerintah c.q. Departemen Keuangan dengan PT. Bank Tabungan Negara (Persero) dan selanjutnya sebagai Bank koordinator segera menindaklanjuti dengan membuat surat perjanjian penerusan pinjaman dengan masing-masing Bank pelaksana penyalur. c. Berdasarkan perjanjian penerusan pinjaman antara PT. Bank Tabungan Negara (pihak pertama) dan Bank (pihak kedua), sehubungan dengan perjanjian pinjaman dalam rangka pembiayaan kredit pemilikan RS/RSS TA.1999/2000 No. 07/ PKS/DIR/2000 Tanggal 08 Februari 2000, Pemerintah melalui pihak pertama menyediakan dana setinggi-tingginya sebesar Rp. 16.960.481.512, yang kedua untuk TA.2000 No.21/PKS/ DIR/2001 tanggal 22 Februari 2001 setinggi-tingginya sebesar Rp. 20.703.980.143, dan yang ketiga untuk TA.2001 No.51/PKS/ DIR/2001 tanggal 02 November 2001 setinggi-tingginya sebesar Rp. 19.575.642.000, sehingga total pinjaman yang diberikan kepada pihak kedua untuk dipergunakan sebagai pinjaman oleh pihak kedua guna memenuhi kredit KP-RS/RSS setinggi-tingginya sebesar Rp. 60.240.103.655.
20. FUNDS BORROWINGS - CONTINUE a. Based on Deed F No.32/239/UK Index No.0002-KPR dated May 12, 1999, credit financing for the period of maximum 21 years as of March 31, 2020 and estimated since date of fund devolution with ceiling of Rp. 20.222.000.000 (twenty billion two hundred twenty two million rupiah) as stated in article 32 point 2, 3, and article 35 Bank Indonesia regulation year 1968. Settlement of KL KPR year 1999 is conducted per semester (every June 30 and December 31) started since June 30, 2000 and changed on the beginning of July and January and other requirements are stated in BI Directors decision letter No. 31/93/KEP/DIR, SE BI No. 31/13/UK respectively dated September 9, 1998 on KP-RS and KP-RSS. b. Based on letter of the State Ministry of Housing and Residential No. 253/UM.0101/A.III/10/1999 dated October 18, 1999 and Ministry of Finance letter No.S-351/MK017/1999 dated September 21, 1999 on approval of KP-RS/ RSS TA 1999/2000. Further conducts of this agreement were the publication of loan agreement between government: Finance Department with PT Bank Tabungan Negara (Persero) and as Coordinator Bank further followed up by making a letter of agreement of loans with each distribution Bank.
c. Based on loans agreement between PT Bank Tabungan Negara (first party) and Bank (second party) on loans agreement in terms ownership credit of RS/RSS TA.1999/2000 No. 07/PKS/DIR/2000 dated February 8, 2000, the government through first party provides fund with as high as of Rp.16.960.481.512, secondly for TA.2000 No.21/PKS/DIR/2001 dated February 22, 2001, as high of Rp. 20.703.980.143, third for TA.2001 No.51/PKS/DIR/2001 dated November 21, 2001 as high as of Rp.19.575.642.000, so total financing to second party used as loans by second party to meet the KP-RS/RSS credit as high as of Rp.60.240.103.655.
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21. PENEMPATAN DARI BANK LAIN

31 Desember 2012 December 31, 2012 Akun ini terdiri dari : Investasi mudharabah Deposito mudharabah Tabungan bisnis mudharabah Giro Pada Bank Lain Jumlah 280.000.000.000 46.728.004.000 11.850.037.379 4.469.812.731 343.047.854.110
21. PLACEMENTS WITH OTHER BANKS

31 Desember 2011 December 31, 2011 24.895.793.500 6.614.440.028 3.971.745.294 35.481.978.822 This account consists of: Mudharaba investment Mudharaba time deposits Mudharaba business deposits Current accounts with other banks Total
22. BEBAN YANG MASIH HARUS DIBAYAR

Desember 2012 December 31, 2012 Terdiri dari : Tunjangan prestasi Dana pendidikan Tunjangan hari raya Jumlah 5.569.364.314 648.926.519 894.465.123 7.112.755.956
22. PAYABLE EXPENSES

31 Desember 2011 December 31, 2011 5.188.320.618 510.096.261 803.116.068 6.501.532.947 Consists of: Awards benefits Education fund Lebaran allowance Total
23. KEWAJIBAN LAIN - LAIN

Akun ini terdiri dari : Desember 2012 December 31, 2012 Titipan asset sales Administrasi kredit Setoran jaminan Dana Kebajikan Lainnya Jumlah 4.767.223.773 4.480.626.191 266.215.380 809.514.359 1.961.840.117 12.285.419.821
23. OTHER LIABILITY This account consists of:

31 Desember 2011 December 31, 2011 8.980.186.752 7.686.458.505 311.051.000 935.465.375 4.883.627.501 22.796.789.134 Assets sales deposits Credit administration Other liability conversion accounts Guarantee deposits Others Total
Adminsitrasi kredit merupakan administrasi dari pembayaran angsuran pokok dan bunga kredit KPR, KPRS dan KPRM dari aset sales dan kredit. Pasiva lainnya merupakan rekening titipan atas angsuran pokok dan bunga bantuan uang muka (BUM) KPRS dan YKPP. Titipan aset sales adalah titipan pembayaran angsuran pokok, pendapatan diterima dimuka dan bunga KPRS dan KPRS YKPP aset sales dari kredit yang telah dilakukan penjualan oleh Bank kepada PT. Bank Bukopin Tbk. Rekening konversi pasiva lainnya merupakan pendapatan diterima dimuka dari angsuran kredit yang secara pencatatan belum dimasukkan dalam bentuk syariah.
Credit administration represents administration from settlement of principal installment and credit interest of KPR, KPRS, and KPRM from assets sales and credit. Other liabilities represent deposits account over principal installment and prepaid fund interest of KPRS and YKPP. Assets sales deposits represent principal installment settlement deposit, prepaid income, and KPRS YKPP assets sales interests from credit sales by the Bank to PT Bank Bukopin Tbk.
Other liabilities conversion account represents prepaid income from credit installments that are unrecognized in sharia.
24. PINJAMAN SUBORDINASI Berdasarkan surat perjanjian investasi mudharabah subordinasi, tanggal 15 Desember 2009, antara PT. Bank Bukopin Tbk. dengan Bank, disebutkan bahwa PT. Bank Bukopin Tbk.menyediakan dana investasi kepada Bank sebesar Rp. 100.000.000.000., dengan ketentuan sebagai berikut: 1. Perjanjian ini dengan jangka waktu 6 (enam) tahun sejak tanggal penandatanganan perjanjian. 2. Pembayaran bagi hasil (mudharabah) sebesar 70% untuk PT. Bank Bukopin Tbk.dan 30% untuk Bank. 3. Bagi hasil berasal dari pendapatan operasional Bank. 4. Pembayaran kewajiban bagi hasil kepada PT. Bank Bukopin Tbk. dilaksanakan pada setiap awal bulan selambat-lambatnya pada tanggal 10. 5. Pembayaran pokok investasi mudharabah subordinasi dilaksanakan pada saat jatuh tempo. Pencairan pertama pinjaman investasi mudharabah subordinasi dilakukan pada tanggal 28 Desember 2009 sebesar Rp50.000.000.000. Perjanjian pinjaman investasi mudharabah subordinasi ini telah mendapat surat persetujuan dari Bank Indonesia dengan surat No. 11/1594/DPbS tanggal 24 November 2009.
24. SUBORDINATED LOAN Based on subordinated mudharabah investments letter of agreement dated December 15, 2009 between PT Bank Bukopin Tbk with the Bank, stated that PT Bank Bukopin Tbk provided investment fund to the Bank amounting Rp100,000,000,000, with requirements as follow: 1. The agreement is valid for 6 (six) year since the date of the agreement signed. 2. Payment of earnings share (mudharabah) of 70% to PT Bank Bukopin Tbk and 30% to the Bank. 3. Earnings shares from the Bank operational income. 4. Payment of earnings shares liability to PT Bank Bukopin Tbk is conducted on the 10th day of every month at the latest. 5. Payment of subordinated mudharabah investments principal is conducted on due date. First liquidation of subordinated mudharabah investments was conducted on December 28, 2009 amounting of Rp50,000,000,000. The subordinated mudharabah investments letter of agreement was approved with approval letter from Bank Indonesia with letter No. 11/1594/DPbS dated November 24, 2009. 25. BENEFITS LIABILITY The company conducted a reservation of Liability estimation of benefits, working period reward benefits and losses compensation in accordance with regulation No. 13/2003 dated March 25, 2003 on labor on Settlement of termination of work and determination benefits, working period reward benefits and losses compensation in a company. The reservation is conducted in accordance with PSAK No. 24 on work benefits.
25. LIABILITAS IMBALAN KERJA Perusahaan melakukan pencadangan estimasi liabilitas untuk uang pesangon, uang penghargaan masa kerja dan ganti kerugian sesuai dengan UU No. 13/2003 tanggal 25 Maret 2003 tentang Tenaga Kerja tentang Penyelesaian Pemutusan Hubungan Kerja dan Penetapan Uang Pesangon, Uang Penghargaan Masa Kerja dan Ganti Kerugian di Perusahaan. Pencadangan ini dilakukan sesuai dengan PSAK No. 24 (revisi 2010) tentang Imbalan Kerja.
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25. LIABILITAS IMBALAN KERJA - lanjutan Beban imbalan pasca kerja yang diakui dilaporan laba rugi adalah:
31 Desember 2012 December 31, 2012 Biaya jasa kini Biaya bunga Keuntungan aktuaria yang belum diakui Biaya jasa lalu Jumlah 1.579.731.000 599.693.000 (32.732.000) 40.910.000 2.187.602.000
25. BENEFITS LIABILITY - continue Post working benefits expenses recognized in statements of income are:
31 Desember 2011 December 31, 2011 694.920.000 499.060.000 40.909.333 1.234.889.333 Current services expenses Interest expenses Unrecognized actuarial profit Past services expenses Total Balance sheets net liability mutations are as follow: 5.570.214.000 1.234.889.333 (622.849.370) 1.293.834.000 7.476.087.963 Balance in the beginning of year Expenses during the year Benefits payment Aiding Balance in the end of year
Mutasi liabilitas bersih di Laporan posisi keuangan adalah sebagai berikut : Saldo awal tahun Penyesuaian Beban tahun berjalan Pembayaran manfaat Perbantuan Saldo akhir tahun 7.044.079.000 1.605.819.000 2.187.602.000 (615.472.000) 10.222.028.000
Liabilitas imbalan pasca kerja yang termasuk dalam laporan posisi keuangan berdasarkan proyeksi selama sembilan bulan dari laporan aktuaria independen ditambah dengan estimasi dari Bank selama tiga bulan sampai dengan akhir tahun sehingga untuk posisi 31 Desember 2012 dan 31 Desember 2011, adalah sebagai berikut :
31 Desember 2012 Desember 31, 2012 Nilai kini liabilitas Kerugian masa lalu Kerugian aktuarial yang belum diakui Liabilitas bersih 12.097.402.000 (193.026.000) (1.682.348.000) 10.222.028.000 31 Desember 2012 December 31, 2012 a. Tingkat proyeksi kenaikan gaji b. Bunga Teknis 6,5 % per tahun 4,5 % per tahun
Liability of post work benefits included in the balance sheets based on the latest actuarial statements, added with the Banks estimation for the period of 3 months until the end of the year as of December 31, 2011, and December 31, 2010, are as follow:
31 Desember 2011 December 31, 2011 6.595.888.889 (322.287.070) 1.202.486.144 7.476.087.963 31 Desember 2011 December 31, 2011 8 % per tahun 6,5 % per tahun a. The projected rate of increase in salaries b. Technical interest Present value of Liability Past losses Unrecognized actuarial losses Net Liability
26. EKUITAS a. Bank telah mendapat Surat Keputusan dari Direktorat Pengawasan Bank Indonesia 1 No. 7/246/DPwBI/PWB16 tanggal 29 Juli 2005 tentang pengesahan Modal disetor Bank yang terkoreksi Rp 20.000.000 pada tahun 2004 ke setoran modal. b. Berdasarkan akta No. 32 tertanggal 09 Desember 2005 yang dibuat dihadapan H. Arry Supratno, SH., Notaris di Jakarta tentang Modal Dasar Rp 300.000.000.000 terjadi perubahan klasifikasi saham dari saham biasa menjadi saham seri A dan seri B. Terbagi atas saham seri A sejumlah 8.137.000 lembar saham dengan nilai nominal Rp 10.000 atau senilai Rp 81.370.000.000 dan seri B sejumlah 2.186.300.000 lembar saham dengan nilai nominal Rp 100. Akta ini telah mendapat pengesahan dari Menteri Kehakiman dan Hak Asasi Manusia republik Indonesia, dengan Surat Keputusan tertanggal 15 Desember 2005 No. C-33348.HT.01.04.TH.2005. c. Sampai dengan tanggal 30 Desember 2005, Bank telah menerima setoran modal sebesar Rp 174.000.000.000 yang dicatat dalam Escrow Account Bank. Sesuai dengan surat Bukopin No.352/DOPS/I/2006 tertanggal 17 Januari 2006 mengenai penarikan sebagian setoran modal pada Bank senilai Rp 8.000.000.000. Penarikan ini telah dilakukan pada tanggal 20 Januari 2006 senilai Rp 6.000.000.000 dan Rp 2.000.000.000 pada tanggal 25 Januari 2006, sehingga total setoran modal ke Bank menjadi Rp 42.000.000.000. Dan PT Mitra Usaha Sarana menambahkan setoran modalnya pada tanggal 05 dan 11 Januari 2006 senilai Rp 3.000.000.000, sehingga jumlah setoran modalnya menjadi Rp 8.000.000.000. d. Berdasarkan akta keputusan Rapat Umum Pemegang Saham Luar Biasa No.26 tertanggal 29 Desember 2005, yang dibuat di hadapan Adrian Djuaini, SH., Notaris di Jakarta, mengenai perubahan Modal Dasar Rp1.000.000.000.000 yang terbagi atas saham seri A sejumlah 8.137.000 saham dengan nilai nominal Rp10.000 atau senilai Rp81.370.000.000 dan saham seri B sejumlah 9.186.300.000 saham dengan nilai nominal Rp100 atau senilai Rp918.630.000.000. Akta ini telah mendapat pengesahan dari Menteri Kehakiman dan Hak Asasi Manusia Republik Indonesia No. C-01608.HT.01.04.TH.2006 tanggal 19 Januari 2006.
26. CAPITAL STOCK a. The Bank received a letter of decision from Supervisory Directorate of Bank Indonesia 1 No. 7/246/DPwBI/PWB16 dated July 29, 2005 on the ratification of the corrected Banks issued capital of Rp 20.000.000 in year 2004 to the capital. b. Based on deed no. 32 dated December 9, 2005 by H. Arry Supratno, S.H., a notary in Jakarta on capital of Rp300.000.000.000 shares reclassification from general shares into A and B series shares. Consisted of A series shares of 8,137,000 shares with nominal value of Rp10.000 or amounting Rp 81.370.000.000 and B series shares of 2.186.300.000 shares with nominal value of Rp100. The deed was approved by the Ministry of Law and Human Rights of the Republic of Indonesia with letter of decision dated December 15, 2005 No. C-33348.HT.01.04.TH.2005.
c. As of December 30, 2005, the Bank received issued capital of Rp174.000.000.000 recognized in Escrow Account Bank. In accordance with letter from Bukopin No. 352/DOPS/ I/2006 dated January 17, 2006 on withdrawal of parts of the capital issued to the Bank amounting Rp8.000.000.000. the withdrawal dated January 20, 2006 amounting Rp6.000.000.000 and Rp2.000.000.000 dated January 25, 2006 so that total capital issued to the Bank amounting Rp42.000.000.000. PT Mitra Usaha Sarana added its capital issuance dated January 5 and 11, 2006 of Rp3.000.000.000. so the total issued capital amounting Rp8.000.000.000.
d. Based on deed No. 26 decision of Extraordinary General Meeting of Shareholders dated December 29, 2005 by Adrian Djuani, S.H., a notary in Jakarta, on changes of capital Rp1.000.000.000.000 consisted of A series shares of 8.137.000 shares with nominal value of Rp10.000 or worth of Rp81.370.000.000 and B series shares of 9.186.300.000 shares with nominal value of Rp100 or worth of Rp 918.630.000.000. The deed was approved by the Ministry of Law and Human Rights of the Republic of Indonesia No. C-01608.HT.01.04.TH.2006 dated January 19, 2006.
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26. EKUITAS - lanjutan e. Berdasarkan akta keputusan Rapat Umum Pemegang Saham Luar Biasa No. 27 tertanggal 31 Maret 2008, yang dibuat dihadapan Adrian Djuaini, SH., Notaris di Jakarta, mengenai akuisisi seluruh saham baru sebesar 2.000.000.000 saham seri C dengan nilai nominal Rp. 50,- yang dikeluarkan dari protepel Bank. Akta ini telah mendapat pengesahan dari Menteri Kehakiman dan Hak Asasi Manusia Republik Indonesia No. AHU-22464.AH.01.02 Tahun 2008 tanggal 2 Mei 2008. f. Berdasarkan akta keputusan Rapat Umum Pemegang Saham Luar Biasa No. 24 tertanggal 24 Maret 2011, yang dibuat dihadapan Adrian Djuaini, SH., Notaris di Jakarta, mengenai penambahan modal ditempatkan dan disetor sebesar 2.000.000.000 saham seri C dengan nilai nominal Rp. 50,-. Akta ini telah dicatat di dalam data base sistem administrasi badan hukum Departemen Hukum & Hak Azasi Manusia Republik Indonesia tanggal 1 Juni 2011 No. AHU-AH.01.10-16774. Sehingga Modal saham yang telah ditempatkan dan disetor penuh adalah sebagai berikut :
26. CAPITAL STOCK - continue e. Based on deed No. 27 of Extraordinary General Meeting of Shareholders dated March 31, 2008 by Adrian Djuani, S.H., a notary in Jakarta on acquisition of all new shares of 2.000.000.000 C series share with nominal value of Rp50,issued by the Bank. The deed was approved by the Ministry of Law and Human Rights of the Republic of Indonesia No. AHU-22464.AH.01.02 year 2008 dated May 2, 2008.
f. Based on deed No. 24 of Extraordinary General Meeting of Shareholders dated March 24, 2011 by Adrian Djuani, S.H., a notary in Jakarta on capital addition placed on and paid of 2.000.000.000 C series share with nominal value of Rp50,-. The deed was recorded in the data base system of legal administration of the Ministry of Law and Human Rights of the Republic of Indonesia No. AHU-AH.01.1016774 dated June 1, 2011. Total capital stock issued and fully paid is as follow:
Per 31 Desember 2012 Pemegang Saham Seri Saham A A Series Share Drs. Hajriyanto Y. Thohari, MA DR. Abdul Munir Mulkhan Prof. DR. Ir. M. Amin Azis Firman Noor Tee Suprapto Prof. DR. H.M. Dawam Rahardjo, SE Ir. H.M. Dasron Hamid, M.Sc Drs. H. Sugeng Emil Abeng Prof. DR. Bambang Setiaji, M.Si PT Bank Bukopin, Tbk PT Bakrie Capital Indonesia PT Mega Capital Indonesia PT Jamsostek (Persero) PT Mitra Usaha Sarana Jumlah 3.667.000 990.000 710.000 490.000 425.000 350.000 290.000 200.000 1.015.000 8.137.000 Jumlah Saham / Total Share Seri Saham B Seri Saham C % Kepemilikan B Series Share C Series Share % Ownership 50.000.000 90.000.000 420.000.000 350.000.000 350.000.000 350.000.000 80.000.000 1.690.000.000 4.000.000.000 4.000.000.000 0,06% 0,02% 0,01% 0,01% 0,01% 0,01% 0,01% 0,00% 0,90% 1,58% 77,57% 6,14% 6,14% 6,14% 1,40% 100,00% Jumlah Total 36.670.000.000 9.900.000.000 7.100.000.000 4.900.000.000 4.250.000.000 3.500.000.000 2.900.000.000 2.000.000.000 15.150.000.000 9.000.000.000 242.000.000.000 35.000.000.000 35.000.000.000 35.000.000.000 8.000.000.000 450.370.000.000
As of December 31, 2012 Shareholders
Drs. Hajriyanto Y. Thohari,MA DR. Abdul Munir Mulkhan Prof. DR. Ir. M. Amin Azis Firman Noor Tee Suprapto Prof. DR. H.M. Dawam Rahardjo, SE Ir. H.M. Dasron Hamid, M.Sc Drs. H. Sugeng Emil Abeng Prof. DR. Bambang Setiaji, M.Si PT Bank Bukopin, Tbk PT Bakrie Capital Indonesia PT Mega Capital Indonesia PT Jamsostek (Persero) PT Mitra Usaha Sarana Total
26. EKUITAS - lanjutan

Per 31 Desember 2011 Pemegang Saham Seri Saham A A Series Share Drs. Hajriyanto Y. Thohari. MA DR. Abdul Munir Mulkhan Prof. DR. Ir. M. Amin Azis Firman Noor Tee Suprapto Prof. DR. H.M. Dawam Rahardjo. SE Ir. H.M. Dasron Hamid. M.Sc Drs. H. Sugeng Emil Abeng Prof. DR. Bambang Setiaji. M.Si PT Bank Bukopin. Tbk PT Bakrie Capital Indonesia PT Mega Capital Indonesia PT Jamsostek (Persero) PT Mitra Usaha Sarana Jumlah 3.667.000 990.000 710.000 490.000 425.000 350.000 290.000 200.000 1.015.000 8.137.000
26. CAPITAL STOCK - continue

As of December 31, 2011 Jumlah Saham / Total Share Seri Saham B Seri Saham C % Kepemilikan B Series Share C Series Share % Ownership 50.000.000 90.000.000 420.000.000 350.000.000 350.000.000 350.000.000 80.000.000 1.690.000.000 4.000.000.000 4.000.000.000 0,06% 0,02% 0,01% 0,01% 0,01% 0,01% 0,01% 0,00% 0,90% 1,58% 77,57% 6,14% 6,14% 6,14% 1,40% 100,00% Shareholders Jumlah Total 36.670.000.000 Drs. Hajriyanto Y. Thohari, MA 9.900.000.000 DR. Abdul Munir Mulkhan 7.100.000.000 Prof. DR. Ir. M. Amin Azis 4.900.000.000 Firman Noor 4.250.000.000 Tee Suprapto 3.500.000.000 Prof. DR. H.M. Dawam Rahardjo, SE 2.900.000.000 Ir. H.M. Dasron Hamid, M.Sc 2.000.000.000 Drs. H. Sugeng 15.150.000.000 Emil Abeng 9.000.000.000 Prof. DR. Bambang Setiaji, M.Si 242.000.000.000 PT Bank Bukopin, Tbk 35.000.000.000 PT Bakrie Capital Indonesia 35.000.000.000 PT Mega Capital Indonesia 35.000.000.000 PT Jamsostek (Persero) 8.000.000.000 PT Mitra Usaha Sarana 450.370.000.000 Total
27. PENDAPATAN SYARIAH

31 Desember 2012 December 31, 2012 Pendapatan syariah diperoleh dari : Pendapatan dari jual beli Murabahah Isthisna Jumlah pendapatan jual beli Pendapatan bagi hasil Musyarakah Mudharabah Jumlah pendapatan bagi hasil Lainnya Sertifikat wadiah Indonesia FASBI & Giro pada Bank Indonesia Pembiayaan pada Bank Investasi mudharabah antar bank Jumlah pendapatan lainnya Jumlah pendapatan syariah
27. SHARIA EARNINGS

31 Desember 2011 December 31, 2011 Sharia earnings from: Sales earnings Murabahah Isthisna Total sales earnings Shares Earnings Musyarakah Mudharabah Total shares earnings Others Bank Indonesia wadiah certificates FASBI & current account with Bank Indonesia Bank financing Inter-branches Mudharabah investments Total of other earnings Total sharia earnings
183.716.302.955 731.848.438 184.448.151.393 62.709.272.337 25.812.313.213 88.521.585.550 7.101.302.083 2.865.509.519 887.774.191 122.835.452 10.977.421.245 283.947.158.188
140.905.776.655 1.033.144.167 141.938.920.822 43.102.926.824 20.467.177.847 63.570.104.671 664.443.901 5.246.043.750 102.955.099 174.970.598 6.188.413.348 211.697.438.841
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28. PENDAPATAN BUNGA

31 Desember 2012 December 31, 2012 Pendapatan Bunga diperoleh dari : Bunga dari Bank Indonesia Sertifikat dan giro pada Bank Indonesia Bunga dari Bank lain Surat berharga Jasa giro Jumlah pendapatan bunga Pendapatan bunga pinjaman terdiri dari : Modal kerja Investasi Konsumtif Jumlah pendapatan bunga pinjaman Jumlah pendapatan bunga
28. INTEREST EARNINGS

31 Desember 2011 December 31, 2011 Interest income from: Interest from Bank Indonesia Certficates and current accounts with Bank Indonesia Interest from other banks Securities Current accounts services 14.000.000 14.000.000 14.000.000 Total interest earnings Interest earnings from: Working capital Investment Consumption Total of loan interest earnings Total interest earnings
29. HAK PIHAK KETIGA ATAS BONUS DAN BAGI HASIL

Desember 2012 December 31, 2012 Akun ini merupakan distribusi bonus, marjin dan bagi hasil untuk nasabah : Giro wadiah Tabungan mudharabah Deposito mudharabah Jumlah hak pihak ketiga atas bagi hasil investasi tidak terikat 160.579.881.421 2.848.582.560 7.793.122.233 149.938.176.628
29. THIRD PARTIES SHARE ON BONUS AND REVENUE SHARING

31 Desember 2011 December 31, 2011 This account represents distribution of bonus, margin, and revenue sharing for customers: 1.933.743.068 5.572.511.376 123.537.185.349 131.043.439.793 Wadiah current accounts Mudharabah deposits Mudharabah time deposits Total third parties share on returns of unrestricted investments:
30. BEBAN BUNGA

Desember 2012 December 31, 2012 Beban bunga meliputi bunga atas : Pinjaman yang diterima Bunga bukan bank Tabungan Jasa giro Jumlah beban bunga 3.256.847.028 3.510 3.256.850.538
30. INTEREST EXPENSES

31 Desember 2011 December 31, 2011 3.484.109.358 43.655 3.484.153.014 Interest expenses consists of interests of: Funds borrowings Non-banking interests Saving deposits Current accounts services Total interest expenses
31. PENDAPATAN OPERASIONAL LAINNYA

31 Desember 2012 December 31, 2012 Akun ini terdiri dari : Administrasi Lainnya Jumlah pendapatan operasional lainnya 16.422.438.994 10.850.465.574 27.272.904.568
31. OTHER OPERATING INCOME

31 Desember 2011 December 31, 2011 13.880.626.795 19.713.893.509 33.594.520.304 This account consists of: Administration Others Total other operating income
32. BEBAN OPERASIONAL LAINNYA

31 Desember 2012 December 31, 2012 Beban umum dan administrasi Terdiri dari : Barang dan jasa Sewa Beban penyusutan aset tetap Asuransi Pemeliharaan dan perbaikan Promosi Pendidikan dan pelatihan Perjalanan dinas Biaya collection pembiyaan Pengembangan dan pendirian Profesional Rekening konversi lainnya Pajak Jumlah beban umum dan administrasi Beban tenaga kerja Terdiri dari : Gaji dan upah Tunjangan transport dan makan Tunjangan prestasi Asuransi tenaga kerja THR/bonus Imbalan kerja Lembur Pesangon Tunjangan kesehatan Jumlah beban personalia
32. OTHER OPERATING EXPENSES

31 Desember 2011 December 31, 2011 General and administration expenses Consists of: Product and services Rent Premises depreciation expenses Insurance Maintenance and improvement Promotion Education and trailings Work travel Financing collection expenses Development and establishment Professional Other conversion accounts Taxes Total general and administration expenses Employee expenses Consists of: Salary Transportation and meal allowance Awards benefits Insurance THR/bonus Work benefits Overtime Pension benefits Health benefits Total personal expenses
16.739.755.439 4.766.356.871 5.551.796.527 6.303.637.943 3.113.135.081 3.169.108.727 2.393.335.274 1.301.789.531 64.149.420 26.382.736 147.838.216 87.438.004 1.160.831.340 44.825.555.108
15.862.108.102 4.076.312.322 4.249.948.328 3.970.806.873 2.436.365.898 1.708.916.830 1.865.687.796 1.617.332.408 316.852.654 25.080.715 1.267.922.409 66.228.913 553.776.371 38.017.339.620
24.660.082.726 8.031.261.127 7.509.861.834 3.523.733.742 2.011.806.578 2.187.602.000 846.112.969 226.330.302 48.996.791.279
22.050.187.164 7.073.404.534 6.554.461.694 2.736.297.816 1.652.182.636 1.234.889.333 762.335.664 56.527.650 242.425.885 42.362.712.377
Beban (pembalikan) penyisihan penghapusan aset produktif Terdiri dari : Antar bank 400.000.000 Piutang dan pembiayaan 17.530.864.435 Aset lainnya Agunan yang diambil alih 38.610.112 Jumlah beban penyisihan penghapusan aset produktif Jumlah beban operasional lainnya 17.969.474.547 111.791.820.934
Provision (Reversal of Allowance) for possible losses on earning assets Consists of: 77.804.479 Inter-banks 5.173.968.818 Receivables and payables Other assets 983.847.350 Foreclosed assets 6.235.620.647 86.615.672.643 Total earning assets write off provision expenses Total of other operating expenses
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33. PENDAPATAN (BEBAN) NON OPERASIONAL

31 Desember 2012 December 31, 2012 Terdiri dari : Pendapatan non operasional Pendapatan sewa Keuntungan penjualan aset tetap dan agunan yang diambil alih Lainnya Jumlah pendapatan non operasional Beban non operasional Sumbangan Kerugian penjualan aset tetap dan agunan yang diambil alih Denda / penalty Lainnya Jumlah beban non operasional Jumlah pendapatan (beban) non operasional-bersih
33. NON OPERATING INCOME (EXPENSES)

31 Desember 2011 Desember 31, 2011 Consists of: Non operating income Rent income Profit from sales of acquired premises and liabilities Others Total non operating income Non operating expenses Charity Losses from sales of acquired premises and liabilities Fine/penalty Others Total non operating expenses Total non operating income (expenses) - net
3.600.000 408.027.797 169.981.836 581.609.632 (700.056.150) (213.803.213) (32.377.164) (1.443.149.679) (2.389.386.206) (1.807.776.574)
3.900.000 1.539.511.704 399.272.262 1.942.683.966 (819.655.208) (27.649.300) (23.200.000) (1.117.618.608) (1.988.123.116) (45.439.150)
34. LIABILITAS PENYEDIAAN EKUITAS MINIMUM a. Berdasarkan Surat Keputusan Direksi Bank Indonesia No. 26/20/KEP/DIR tanggal 29 Mei 1993 yang telah dirubah dengan Surat Keputusan Direksi Bank Indonesia No. 31/146/KEP/DIR tanggal 12 November 1998 tentang kewajiban Penyediaan Modal Minimum Bank, yaitu bahwa bank umum wajib menyediakan modal minimum sebesar 4% dari aset Tertimbang Menurut Resiko, pada akhir tahun 1998 dan secara bertahap menjadi minimal 8% pada akhir tahun 2001, sesuai dengan peraturan Bank Indonesia No. 3/21/PBI/2001 tanggal 13 Desember 2001. b. Mengacu pada ketentuan di atas, rasio kecukupan modal Bank untuk posisi 31 Desember 2012 dan 31 Desember 2011 adalah sebagai berikut (dalam jutaan rupiah ) :
31 Desember 2012 December 31, 2012 Modal Inti (Tier I) Modal disetor Cadangan umum dan khusus (Rugi) tahun-tahun sebelumnya Laba tahun berjalan Jumlah 450.370 1.213 (219.482) 17.298 249.399
34. LIABILITY ON PROVIDING MINIMUM EQUITY a. Based on Director of Bank Indonesia letter of decision No. 26/20/KEP/DIR dated May 29, 1993 revised with Director of Bank Indonesia letter of decision No. 31/146/ KEP/DIR dated November 12, 1998 on Liabilities in adequate provisions of capital of the Bank, commercial banks are obliged to provide minimum capital of 4% from according to risk liabilities in the end of year 1998 and gradually changed into a minimum of 8% in the end of year 2001 in accordance with Bank Indonesia regulation No. 3/21/PBI/2001 dated December 13, 2001. b. Refer to the above regulation, the Banks capital adequacy ratio as of December 31, 2012, and December 31, 2011 is as follow:
31 Desember 2011 December 31, 2011 450.370 1.213 (232.157) 12.209 231.635 Main Capital (Tier I) Paid capital General and specific reserve (Losses) of prior years Income (Losses) during the year Total
34. LIABILITAS PENYEDIAAN EKUITAS MINIMUM - lanjutan

31 Desember 2012 December 31, 2012 Modal Pelengkap (Tier II) Penyisihan atas kemungkinan kerugian pada aset produktif Hutang subordinasi Jumlah Jumlah Modal (Tier I dan Tier II) Jumlah ATMR Rasio Liabilitas Penyediaan Modal Minimum yang Tersedia Rasio Liabilitas Penyediaan Modal Minimum yang Diwajibkan
34. LIABILITY ON PROVIDING MINIMUM EQUITY - continue

31 Desember 2011 December 31, 2011 Complimentary Capital (Tier II)
31.800 50.000 81.800 331.199 2.591.576 12,78% 8,00%
20.224 50.000 70.224 301.859 1.973.954 15,29% 8,00%
Provision of possible losses on earning assets Subordinated loan Total Total capital (Tier I and Tier II) Total ATMR Capital adequacy ratio Required capital adequacy ratio
35. MANAJEMEN RESIKO Dalam menjalankan kegiatannya, Bank senantiasa berhadapan dengan risiko yang merupakan risiko bawaan dalam setiap kegiatannya antara lain dalam bentuk risiko kredit, risiko likuiditas, risiko pasar dan risiko operasional sehingga diperlukan pengelolaan Bank yang baik (Good Corporate Governance) dan pengelolaan risiko yang terintegrasi dan berkesinambungan. Sistem pengendalian risiko di PT. Bank Syariah Bukopin mulai disesuaikan dengan mengacu pada ketentuan Bank Indonesia dan ketentuan intern PT. Bank Syariah Bukopin, antara lain menyusun Pedoman/Sistem Operasional Prosedur Manajemen risiko dan melakukan secara berkesinambungan sosialisasi kepada seluruh jajaran PT. Bank Syariah Bukopin agar manajemen risiko dapat terimplementasi sebagaimana diharapkan, dan melakukan revisi berbagai buku Pedoman/Sistem Operasional Prosedur melalui kerjasama dengan pihak konsultan. Resiko kredit Dengan diterbitkannya peraturan Bank Indonesia mengenai Penerapan manajemen Risiko Bank Umum maka program kerja bank dalam manajemen risiko diarahkan dan dikembangkan sesuai dengan pedoman Bank Indonesia tersebut. Sebagai lembaga intermediary, PT. Bank Syariah Bukopin ikut menyalurkan fasilitas pembiayaan dan tidak dapat dipungkiri akan berhadapan dengan risiko sebagai akibat kegagalan counterparty
35. RISK MANAGEMENT In conducting its activites, the Bank always come face to face with risks that are in nature in every activities in form of credit risks, liquidity risks, and operational risks, therefore a good corporate governance, continuous and integrated risk management is essential.
Risk management system in PT Bank Syariah Bukopin is in accordance with Bank Indonesia regulations and internal regulations of PT Bank Syariah Bukopin, which is composing a guidelines/Risk Management Procedure Operational System and continuously socializing to every level of PT Bank Syariah Bukopin to ensure a well implementation of risk management and revising various manual book/operational procedure system through cooperation with consultant.
Credit Risk With the publication of Bank Indonesia regulation on implementation of commercial banks risk management, the Bank programs in risk management are directed and developed in accordance with the regulations. As intermediaries institution, PT Bank Syariah Bukopin facilitates credit distribution and will surely face the risks due to failure of counterparty in settling its Liabilities. To eliminate
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35. MANAJEMEN RISIKO - lanjutan dalam memenuhi kewajibannya. Untuk mengeliminir risiko maka Bank dalam menyalurkan pembiayaan tetap selektif dan mengacu pada prinsip pemberian kredit yang sehat dan prinsip kehatihatian secara konsisten, memantau dan mengevaluasi perkembangan kolektibilitas pembiayaan, penyelamatan kredit berkala sesuai ketentuan. Membentuk Penyisihan Penghapusan Aset Produktif (PPAP) untuk mengcover aset produktif bermasalah. Sebagai tindakan preventif dilakukan peningkatan kualitas sumber daya menusia melalui pelatihan dan pendidikan pengelola kredit baik secara intern maupun ekstern. Resiko likuiditas Bank sangat mementingkan penjagaan kecukupan likuiditas dalam memenuhi komitmennya kepada para nasabah dan pihak lainnya, baik dalam rangka pemberian kredit, pembayaran kembali simpanan nasabah, maupun untuk memenuhi kebutuhan likuiditas operasional. Bank menjaga likuiditas dengan mempertahankan jumlah aset likuid yang cukup untuk membayar simpanan para nasabah, dan menjaga agar jumlah aset yang jatuh tempo pada setiap periode dapat menutupi jumlah liabilitas yang jatuh tempo. Aset likuid bank terutama terdiri dari penempatan pada bank-bank lain dan lembaga keuangan lainnya, SBI, giro pada Bank Indonesia dan kas. Apabila Bank memerlukan likuiditas, dengan segera Bank dapat menarik cadangan dana dalam giro pada Bank Indonesia, menjual SBI dengan perjanjian pembelian atau mencari pinjaman di pasar uang antar bank di Indonesia. Cadangan utama Bank terdiri dari cadangan Giro Wajib Minimum dan kas di kantor-kantor cabang. Saat ini peraturan Bank Indonesia mewajibkan bank-bank di Indonesia untuk menjaga (Giro Wajib Minimum) secara harian, dalam bentuk simpanan tanpa bunga pada Bank Indonesia sekurang-kurangnya sebesar 5% dari kewajiban pihak ketiga bukan bank dalam Rupiah. Pengendalian likuiditas senantiasa dilakukan dengan cara melakukan keseimbangan antara sumber-sumber dana dan pemanfaatannya, sehingga benar-benar masih dalam limit risiko
35. RISK MANAGEMENT - continue the risks, the Bank facilitates credit selectively and referring to principles of a healthy credit financing and cautiousness, consistently monitoring and evaluating progress in credit collectability, credit redemption periodically according to the regulations. Establishing provision of earning assets liabilities write-off (PPAP) to cover troubled earning assets. Enhancement of human resources quality through trainings and education in credit management internally and externally are taken as preventive action.
Liquidity Risk The Bank is concerned over the importance of reservation of liquidity adequacy in fulfilling its commitment to the customers and other parties, in credit financing, return of customers deposits and to cater the need of operational liquidity. The Bank reserve its liquidity by reservation of total adequate assets to deliver the customers deposits and to maintain that the number of assets due in every period cover the due numbers of liability. The Bank liquid assets consists of placement with other banks and other financial institution, SBI, current accounts with Bank Indonesia and cash. In the event Bank needs liquidity, the Bank may withdraw fund reservation in current accounts with Bank Indonesia, sales of SBI with a sales agreement or inter banks borrowings. The Banks main reservation consist of minimum obliged current account and cash in branch offices.
Currently Bank Indonesia regulations obligate banks in Indonesia to reserve daily minimum obligated current accounts, in form of no interest deposits in Bank Indonesia at least 5% of non banking third parties liabilitys in rupiah.
Liquidity management always conducted in a balance manner between fund resources and its use to keep within the acceptable risk limit and contributed in profits managed by the
35. MANAJEMEN RISIKO - lanjutan yang dapat diterima dan memberikan kontribusi berupa profit yang wajar, yang pengelolaanya oleh Divisi Treasury dan Tim Alco (Asset Liability Comitee). Resiko pasar Risiko pasar merupakan risiko yang timbul dari pergerakan tingkat suku bunga maupun nilai tukar yang ada di pasar dari portofolio yang dimiliki oleh Bank, sehingga pengendalian risiko pasar hanya melalui mekanisme penempatan dana pada bank lain dengan mempertimbangkan tingkat suku bunga dan kesehatan bank yang menawarkan. Resiko operasional Pengelolaan resiko operasional dilakukan dengan terus melakukan penyempurnaan atau penyesuaian sistem dan prosedur, pengembangan teknologi informasi secara kesinambungan dengan harapan dapat memenuhi kebutuhan atau harapan nasabah. Untuk memenuhi kebutuhan ini harus didukung oleh sumber daya manusia yang berkualitas dan mempunyai integritas yang tinggi melalui program penetapan limit/otorisasi, pendidikan dan pelatihan yang dilakukan baik inhouse training maupun eksternal dan berkesinambungan serta menetapkan prinsip pengenalan nasabah dengan harapan risiko operasional dapat terkelola dengan baik.
35. RISK MANAGEMENT - continue treasury division and assets liability committee.
Market Risk Market risk represents risk that arises from movement of interest level and exchange rate in the market of the Banks portfolio. Therefore market risk management is conducted only through mechanism of fund placements with other banks by considering the interest level and the health of the proposing bank. Operating Risk Operational risk management is conducted continuously through perfection of or adjustment of system and procedure, development of information technology to meet the needs and expectation from the customers. The needs is supported with qualified and high integrity human resources through determination of authority program, education and trainings held in house or external and continuously implement your customers principles to a well managed operational risk.
36. KOMITMENT DAN KONTINJENSI

31 Desember 2012 December 31, 2012 Komitmen Liabilitas komitmen Fasilitas kredit kepada nasabah yang belum digunakan Jumlah komitmen - bersih Kontinjensi Tagihan kontinjensi Pendapatan bunga dalam penyelesaian Liabilitas kontinjensi Garansi bank Aset produktif yang dihapusbukukan Jumlah liabilitas kontinjensi Tagihan (liabilitas) kontinjensi - bersih
36. COMMITMENTS AND CONTINGENCIES STATEMENTS

31 Desember 2011 Desember 31, 2011 Commitments Commitment Liability 3.878.500.000,00 3.878.500.000 5.718.500.000,00 5.718.500.000 Undisbursed credit facilities Total commitment - net Contigencies Receivables contigencies Interest income in settlement Contigencies Liability Bank guarantee Earning assets written-off Total contigencies Liability Receivables (Liability) contigencies - net
10.954.659.025,92 881.653.805,00 7.097.224.258,54 7.978.878.064 6.854.280.962
8.984.148.605,94 2.298.613.745,00 7.896.112.687,13 10.194.726.432 4.507.922.174
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37. ANALISIS JATUH TEMPO ASET DAN LIABILITAS BERDASARKAN PERIODE YANG TERSISA
2011
37. MATURITY ANALYSIS OF ASSETS AND LIABILITIES UNDER THE REMAINING
Pos Neraca dan Jangka Waktu Jatuh Tempo Saldo Balanced Aset Kas Giro pada Bank Indonesia Sertifikat Wadiah Bank Indonesia ( SWBI ) Antar Bank Aktiva Surat-surat Berharga Piutang/Pembiayaan Murabahah - bersih Pinjaman Qardh - bersih Kredit Yang diberikan Pendapatan yang masih akan diterima Pajak dibayar dimuka dan uang Muka Beban dibayar dimuka Aset Tetap - bersih Aset Pajak Tangguhan - Bersih Aset Lainnya Jumlah 25.802.036.050 139.826.623.758 321.200.000.000 270.931.345.845 48.699.500.000 s.d 1 bulan up to 1 month 25.802.036.050 139.826.623.758 321.200.000.000 10.338.458.490
Ekspektasi Waktu Penerimaan / Pembayaran Expectations of Time of Receipt / Payment > 1 - 3 bulan > 1 - 3 month 8.699.500.000 > 3 - 6 bulan > 3 - 6 month > 6 - 12 bulan > 6 - 12 month > 12 bulan > 12 month 260.592.887.355 40.000.000.000 16.121.877.789 82.045.707 26.965.873.407 58.392.969.828 23.672.869.364 60.317.637.232
Post Balance Sheet and Maturity Period
2.578.807.458.124 2.274.862.143.631 192.153.314.490 209.746.694 209.746.694 17.211.525.953 4.352.174.572 37.399.248.052 58.392.969.828 23.672.869.364 89.602.014.234 3.616.107.512.473 7.346.422.394 -
88.361.028.016 -
7.309.094.198 17.211.525.953 4.270.128.865 3.086.952.250 -
29.284.377.002
Asset Cash Current accounts with Bank Indonesia Certificate Wadiah Bank Indonesia (SWBI) Interbank Assets Securities Receivables / Financing Murabaha - net Qardh - net Credit is given Revenues will still be accepted Tax paid in advance and cash advance Prepaid expenses Property and Equipment - net Tax Assets Liabilities - Net Other Assets Total Liabilities Third Party Funds Giro Wadiah Mudaraba deposits Wadiah savings Mudaraba savings Other Accrued Taxes Borrowings Placements from other banks Accrued Expenses Other liabilities subordinated loans Employee benefit obligations Total The difference in Overdue Net assets
Liabilitas Dana Pihak Ketiga Giro Wadiah 183.018.909.087 183.018.909.087 Deposito Mudharabah 2.322.244.169.620 1.523.913.919.449 651.787.085.532 Tabungan Wadiah 230.326.872.768 230.326.872.768 Tabungan Mudharabah 115.194.039.184 148.000.000 10.089.000.000 Lainnya 12.285.419.821 12.285.419.821 Pajak yang masih harus dibayar 7.523.581.421 7.523.581.421 Pinjaman yang diterima 49.780.291.300 203.000.000 Penempatan dari bank lain 343.047.854.110 342.968.000.000 79.854.110 Beban yang masih harus dibayar 7.112.755.956 7.112.755.956 Pasiva Lainnya 12.279.438.076 12.279.438.076 Pinjaman subordinasi 50.000.000.000 Kewajiban imbalan kerja 10.222.028.000 Jumlah Perbedaan Jatuh tempo Aset Bersih 3.332.813.331.341 (283.294.181.131) 283.294.181.131 -
73.718.164.638 2.185.000.000 414.000.000 -
72.825.000.000 8.372.000.000 4.570.000.000 -
94.400.039.184 44.593.291.300 342.968.000.000 50.000.000.000 -
1.572.130.000 3.331.241.201.341
37. ANALISIS JATUH TEMPO ASET DAN LIABILITAS BERDASARKAN PERIODE YANG TERSISA - lanjutan
2011
37. MATURITY ANALYSIS OF ASSETS AND LIABILITIES UNDER THE REMAINING - continue
Pos Neraca dan Jangka Waktu Jatuh Tempo Saldo Balanced Aset Kas Giro pada Bank Indonesia Sertifikat Wadiah Bank Indonesia ( SWBI ) Antar Bank Aktiva Surat - surat Berharga Piutang/Pembiayaan Murabahah - bersih Pinjaman Qardh - bersih Kredit Yang diberikan Pendapatan yang masih akan diterima Pajak dibayar dimuka dan uang Muka Beban dibayar dimuka Aset Tetap - bersih Aset Pajak Tangguhan - Bersih Aset Lainnya 19.566.163.450 114.168.057.717 201.000.000.000 254.587.091.825 8.472.275.000 s.d 1 bulan up to 1 month 19.566.163.450 114.168.057.717 201.000.000.000 2.919.785.788 8.472.000.000
Ekspektasi Waktu Penerimaan / Pembayaran Expectations of Time of Receipt / Payment > 1 - 3 bulan > 1 - 3 month > 3 - 6 bulan > 3 - 6 month 7.517.193.383 49.000.000 > 6 - 12 bulan > 6 - 12 month > 12 bulan > 12 month -
Post Balance Sheet and Maturity Period
- 251.667.306.036 6.603.249.278 15.368.277.424 11.701.358.198 22.209.943.032 10.461.208.097 82.045.707 57.646.090.664 24.139.396.752 26.543.925.920
1.885.270.627.050 1.650.080.751.679 210.608.224.613 355.391.825 355.391.825 2.451.077.163 2.451.077.163 15.368.277.424 11.783.403.905 28.603.131.129 57.646.090.664 24.139.396.752 106.615.925.920 6.393.188.096 79.993.000.000 30.000.000
Asset Cash Current accounts with Bank Indonesia Certificate Wadiah Bank Indonesia (SWBI) Interbank Assets Securities Receivables / Financing Murabaha - net Qardh - net Credit is given Revenues will still be accepted Tax paid in advance and cash advance Prepaid expenses Property and Equipment - net Tax Assets Liabilities - Net Other Assets Liabilities Third Party Funds Giro Wadiah Mudaraba deposits Wadiah savings Mudaraba savings Other Accrued Taxes Borrowings Placements from other banks Accrued Expenses Other liabilities Subordinated loans Employee benefit liabilities Financing/Loans received Other liabilities Total The difference in Overdue Net assets
Liabilitas Dana Pihak Ketiga Giro Wadiah 102.965.714.420 102.965.714.420 Deposito Mudharabah 1.917.142.765.702 1.578.057.000.000 217.814.000.000 Tabungan Wadiah 206.905.159.469 206.905.159.469 Tabungan Mudharabah 64.723.999.151 64.723.999.151 Lainnya 5.499.008.101 5.499.008.101 Pajak yang masih harus dibayar 4.979.284.385 4.979.284.385 Pinjaman yang diterima 49.780.291.300 203.000.000 Penempatan dari bank lain 35.481.978.822 35.481.978.822 Beban yang masih harus dibayar 6.501.532.947 6.501.532.947 Liabilitas lain-lain 22.796.789.134 12.545.000.000 458.000.000 Pinjaman subordinasi 50.000.000.000 Liabilitas imbalan kerja 7.476.087.963 622.849.370 Pembiayaan/Pinjaman diterima Pasiva Lainnya Jumlah Perbedaan Jatuh tempo Aset Bersih 2.474.252.611.393 2.474.252.611.393 (2.474.252.611.393) -
87.456.000.000 414.000.000 3.000.000 -
33.815.765.702 4.578.000.000 7.109.000.000 -
44.585.291.300 2.681.789.134 50.000.000.000 6.853.238.593
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38.
OPINI DEWAN PENGAWAS SYARIAH Berdasarkan surat No.013/DIR/BSB-JKT/I/2013 tanggal 31 Januari 2013 mengenai penyampaian Laporan Hasil Pengawasan Dewan Pengawas Syariah semester II Tahun 2012 Bank Syariah Bukopin, No. 003/DPS/BSB-JKT/XII/2012 tanggal 28 Desember 2012. Dalam opini tersebut Dewan Pengawas Syariah mengeluarken opini-opini terkait produk dan aktivitas bank. Dalam rangka memenuhi ketentuan Bank Indonesia tentang pelaksanaan Good Corporate Govermance (GCG), Dewan Pengawas Syariah juga melakukan uji petik atas transaksi bank dengan Hasil pemeriksaan.
38. SHARIA SUPERVISORY BOARD OPINION Based on letter No. 013/DIR/BSB-JKT/II/2013 dated January 31, 2013 on delivering the Sharia Supervisory Board Monitoring Result Report on the second semester of the year 2012 of Bank Syariah Bukopin, No. 003/DPS/BSB-JKT/II/2012 dated Desember 28, 2012. In the opinion the Sharia Supervisory Board gives opinions on the Banks products and activities. In order to fulfill the Bank of Indonesia regulations on implementation of Good Corporate Governance, the Sharia Supervisory Board also did a quote test on the banks transaction with the monitoring result.
Kantor Pusat/Kantor Pusat Operasional Head Office/Head Operational Office Jl. Salemba Raya No. 55 Jakarta Pusat 10440 Tel : 021 2300-912 (hunting) Fax : 021 314-8401 Website: www.syariahbukopin.co.id

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Achieving Quality Growth

laporan tahunan 2012 annual repor t

1 2 3 4 5 6 12 16 20 26 32 44 50 100 152 160 166 170 181 184 188 191

Achieving Quality Growth

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

financial highlight 2009 - 2012

13,06 0,06 0,87 100,62 3,25 97,54

11,51 0,74 9,65 99,37 3,80 93,57

15,29 0,52 6,19 83,66 1,74 93,86

12,78 0,55 7,32 92,29 4,57 91,59

Total Aset Assets Total

Dana Pihak Ketiga Third Party Fund

Laba (Rugi) Bersih Net Profit (Losses)

Laba Bersih terhadap Modal Rata-rata (ROE)

Rasio Kecukupan Modal (CAR)

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

vision, mission, and corporate values

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

the shareholders of pt bank syariah bukopin

Pemegang saham PT Bank Syariah

No. Pemegang Saham No. Shareholders

Saham Seri C Share of C Serie (Lembar/Sheets) 4.000.000.000 4.000.000.000

Total Saham Share Total

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

organization structure of pt bank syariah bukopin

DEWAN PENGAWAS SYARIAH

KOMITE REMUNERASI & NOMINASI

KOMITE PEMANTAU RISIKO DIREKTORAT BISNIS

DIREKTORAT OPERASI & PELAYANAN

DIREKTORAT KEPATUHAN & MANAJEMEN RISIKO

RISK MONITORING COMMITTEE

DIVISI BISNIS AREA

FINANCIAL ANALISYS & OPERATION DIVISION

DIVISI OPERASI & ANALISA KEUANGAN

HUMAN RESOURCES DIVISION

DIVISI SUMBER DAYA INSANI

COMMERCIAL/ INSTITUTION DIVISON

DIVISI INSTITUSI/ KOMERSIAL

DIVISI MANAJEMEN RISIKO

SATUAN KERJA AUDIT INTERN

FEE BASED & BUSINESS SUPERVISION DIVISION

DIVISI SUPERVISI BISNIS & FEE BASED

FINANCING SUPPORT DIVISION

DIVISI SUPPORT PEMBIAYAAN

FINANCING RESTRUCTURING & SETTLEMENT DIVISION

DIVISI RESTRUKTURISASI & PENYELESAIAN PEMBIAYAAN

DIVISI PENGEMBANGAN PRODUK

INFORMATION & TECHNOLOGY DIVISION

DIVISI TEKNOLOGI INFORMASI

*) Annual General Meeting of Shareholders

pt bank syariah bukopin profile

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

Keberadaan PT Bank Syariah Bukopin

The existence of PT Bank Syariah

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

Mile Stone PT Bank Syariah Bukopin

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

Jumlah Pegawai/Number of Employee

BANK SYARIAH BUKOPIN ANNUAL REPORT 2012

significant event 2012