OCBC - Laporan Tahunan 2014

Pursuing Strong
Sustainable Growth
Laporan Tahunan 2014 Annual Report
Daftar Isi
Contents
1-32 33-55
OCBC NISP in Brief From Management
Pursuing Strong 1 Penghargaan 10 Sambutan CEO OCBC Bank 33

Sustainable Growth Accolades Message from OCBC Bank’s CEO
Sekilas Bank OCBC NISP 2 Jejak Langkah 14 Strategi 2014 - 2015 36

Bank OCBC NISP at a Glance Milestones Strategy 2014 - 2015
Visi 4 Peristiwa Penting 2014 16 Laporan Presiden Komisaris 38

Vision Significant Events in 2014 The Chairman’s Report
Misi 5 Ikhtisar Keuangan 20 Laporan Presiden Direktur 46

Mission Financial Highlights The President Director’s Report
Falsafah Perusahaan 6 Ikthtisar Saham 23

Corporate Philosophy Stock Highlights
Budaya Perusahaan 7 Ikhtisar dan Peringkat Obligasi 26

Corporate Culture Bonds and Rating Highlights
Pedoman Perilaku Utama 8 Profil Pemegang Saham 30

Main Code of Conduct Pengendali
Controlling Shareholders’ Profile
Komitmen Bank OCBC NISP 9
Commitment of Bank OCBC NISP
56-353
Good Corporate Governance
Laporan Tata Kelola Perusahaan 58 Laporan Tata Kelola Perusahaan 234

Good Corporate Governance Report Unit Usaha Syariah Bank OCBC NISP
Bank OCBC NISP’s Sharia Business Unit’s
Rapat Umum Pemegang Saham (RUPS) 79 Good Corporate Governance Report
General Meeting of Shareholders (GMS)
Tanggung Jawab Sosial Perusahaan 246
Dewan Komisaris 87 Corporate Social Responsibility (CSR)
Board of Commissioners
Manajemen Risiko 286
Direksi 125 Risk Management
Board of Directors
354-419
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420-656
Laporan Bisnis 354 Laporan Pendukung Bisnis 383
Dan Pendukung Bisnis Business Support Review
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Business Report
And Supporting Business Report Saluran Distribusi 384
Distribution Channel Analisa dan Pembahasan 420
Laporan Kegiatan Usaha 356 Manajemen
Business Report Operasional 388 Management Discussion
dan Teknologi Informasi and Analysis
Perbankan Konsumer 357 Operational and Information
Consumer Banking Technology Laporan Keuangan 491
Financial Statements
Perbankan Bisnis 370 Customer Experience 397
Business Banking Customer Experience
Tresuri 380 Sumber Daya Manusia 400

Treasury Human Capital
658-764
Corporate Data
Profil Dewan Komisaris 660

Profile of The Board Commissioners
Profil Direksi 664 Profil Komisaris Emeritus 674 Surat Pernyataan Anggota 726
Profile of The Board Directors dan Penasihat Senior Dewan Komisaris & Direksi
Profile of Commisioners Emeritus Tentang Tanggung Jawab Atas
Profil Dewan Pengawas Syariah 668 and Senior Advisor Laporan Tahunan 2014
Profile of Sharia Supervisory Board PT Bank OCBC NISP Tbk.
Struktur Organisasi 676 Statement of the Board of
Profil Komite Audit 669 Organizational Structure Commissioners & Board of Directors
Profile of the Audit Committee Regarding Responsibility for the 2013
Pimpinan Eksekutif 678 Annual Report of
Profil Komite Pemantau Risiko 670 Executive Leaders PT Bank OCBC NISP Tbk.
Profile of Risk Monitoring Committee
Produk dan Jasa 689 Referensi Silang Peraturan
Profil Komite Remunerasi 671 Products and Services Bapepam-LK No X.K.6 728
Dan Nominasi Cross Reference of BAPEPAM-LK
Profile of Remuneration and Informasi Pemegang Saham 713 Regulation No X.K.6
Nomination Committee Shareholders Information
Referensi Silang Surat Edaran 735
Profil Sekretaris Perusahaan 672 Jaringan Kantor 715 Bank Indonesia No 14/35
Corporate Secretary Profile Office Network Cross Reference of BI
Circular Letter No 14/35
Profil Kepala Divisi Internal Audit 673 Profil Bank OCBC NISP 725
Internal Audit Division Head Profile OCBC NISP Profile Referensi Kriteria 743
Annual Report Award
Cross Reference of Annual Report Award
OCBC NISP 2014 Annual Report 1
OCBC NISP in Brief

From Management
Pursuing Strong
Sustainable Growth

Sejarah maritim Indonesia adalah kisah perdagangan
antar pulau dan antar bangsa sejak tahun 500 Sebelum
Masehi . Jalur sutra di laut ini telah membantu
tumbuhnya semangat bahari dan memperkaya budaya
maritim Indonesia yang gagah dan berani.
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Demikian juga dengan Bank OCBC NISP, sejak tahun
1941, kami tumbuh bersama dengan nasabah yang kami
layani. Seiring dengan berjalannya waktu, kami terus
berupaya meningkatkan kualitas secara menyeluruh
untuk mencapai pertumbuhan berkelanjutan.
The story of Indonesia’s maritime history is one of trade within

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and beyond the archipelago went back as far as 500 Before

Century. This silk road on the sea has nurtured the maritime spirit
and enriched Indonesian gallant and brave culture of maritime.
Likewise, the Bank OCBC NISP since 1941 grows together with
our customers we serve. Over time, we continuously improve our
quality in overall so as to achieve sustainable growth.
Corporate Data
2 OCBC NISP Laporan Tahunan 2014
Sekilas Bank OCBC NISP

Bank OCBC NISP at a Glance
Bank OCBC NISP (sebelumnya dikenal dengan nama Bank Bank OCBC NISP (previously known as Bank NISP) is the
NISP) merupakan bank tertua keempat di Indonesia, yang fourth oldest bank in Indonesia, established on April
didirikan pada tanggal 4 April 1941 di Bandung dengan 4, 1941 in Bandung under the name NV Nederlandsch
nama NV Nederlandsch Indische Spaar En Deposito Bank. Indische Spaar En Deposito Bank.
Bank OCBC NISP berkembang menjadi Bank yang solid Bank OCBC NISP has since evolved into a solid and
dan handal, terutama melayani segmen Usaha Kecil dan reliable bank, catering mainly to the small and medium
Menengah (UKM). Bank OCBC NISP resmi menjadi bank enterprise segment. It officially became a commercial
komersial pada tahun 1967, bank devisa pada tahun 1990, bank in 1967, a licensed foreign exchange bank in 1990,
dan perusahaan publik di Bursa Efek Indonesia pada and a publicly listed bank on the Indonesian Stock
tahun 1994. Exchange in 1994.
Pada akhir tahun 1990-an, Bank OCBC NISP berhasil In the late nineties, Bank OCBC NISP successfully
melewati krisis keuangan Asia dan jatuhnya sektor weathered the Asian financial crisis and subsequent
perbankan di Indonesia tanpa dukungan pemerintah. collapse of the banking sector in Indonesia, without any
Saat itu, Bank OCBC NISP menjadi salah satu bank government support. In fact, Bank OCBC NISP became
pertama yang segera melanjutkan penyaluran kreditnya one of the first few banks to resume lending during
dalam masa krisis. Selain itu, berkat dukungan Regent the crisis. In addition, with the support from Regent
Pacific Private Equity (RPPE), sebuah perusahaan investasi Pacific Private Equity (RPPE), a London based company,
yang berbasis di London, Bank OCBC NISP berhasil pula Bank OCBC NISP has successfully increased its equity
meningkatkan modalnya menjadi hampir 2 (dua) kali to almost 2 (two) times, through the issuance of “Zero-
lipat melalui penerbitan ”Zero-Coupon Mandatory Coupon Mandatory Exchangeable Notes” to founding
Exchangeable Notes” kepada pemegang saham pendiri. shareholder. This initiative enabled the Bank to record
Karena adanya inisiatif ini, Bank mampu mencatat robust growth with quality.
pertumbuhan yang tinggi dan berkualitas.
OCBC NISP in Brief

Reputasi Bank OCBC NISP yang baik di industrinya dan Bank OCBC NISP’s well-known reputation in the market
pertumbuhannya yang menjanjikan, telah menarik and its promising growth had merited attention
From Management
perhatian berbagai institusi internasional antara lain from various international institutions among others
International Finance Corporation (IFC), bagian dari Grup International Finance Corporation (IFC), part of the
Bank Dunia, yang memberikan pinjaman jangka panjang World Bank Group, which provided senior loan in 1999
pada tahun 1999 dan kemudian menjadi pemegang and became a shareholder in 2001 – 2010. Meanwhile,
saham pada tahun 2001 – 2010. Selain itu, sejak awal since early 1990(s) the Netherlands Development
tahun 1990-an the Netherlands Development Finance Finance Company (FMO) provided long-term loans with
Company (FMO) memberikan berbagai pinjaman jangka attractive interest rate to be distributed to Small and
panjang dengan bunga menarik yang digunakan untuk Medium Enterprise (SME) segment. Later, OCBC Bank
penyaluran kredit pada segmen UKM. Selanjutnya, - Singapore, become a controlling shareholder of Bank
OCBC Bank - Singapura menjadi pemegang saham OCBC NISP through acquisitions and tender offer since

mayoritas Bank OCBC NISP melalui serangkaian akuisisi 2004. OCBC Bank - Singapore currently owns 85.1% stake
dan penawaran tender sejak tahun 2004. OCBC Bank in Bank OCBC NISP.
- Singapura saat ini memiliki saham Bank OCBC NISP
sebesar 85,1%.
Dengan dukungan dari OCBC Bank - Singapura, Bank With the support from OCBC Bank - Singapore, Bank
OCBC NISP telah menetapkan program yang sangat OCBC NISP has set dynamic programs to enhance its
dinamis untuk memperkuat infrastruktur, termasuk infrastructure, including human resources, information
sumber daya manusia, teknologi informasi dan jaringan technology and branch network. This program partly
kantor. Program ini kemudian memicu kepindahan compelled the relocation of the head office to OCBC
kantor pusat Bank OCBC NISP ke OCBC NISP Tower di NISP Tower in the center of Jakarta in 2006, which allows
pusat Jakarta pada tahun 2006, yang memungkinkan direct access to the heart of businesses in Indonesia. As
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akses langsung ke pusat bisnis di Indonesia. Sebagai part of its long-term strategies, Bank OCBC NISP adopted
bagian dari strategi jangka panjang, Bank OCBC NISP its new name “OCBC NISP” since end of 2008, followed
menggunakan nama baru “OCBC NISP” sejak akhir tahun by a major transformation throughout the organization.
2008, diikuti dengan transformasi besar di seluruh This transformation has been carried out well in the spirit
organisasi. Transformasi ini telah dilaksanakan dengan to become “Your Partner for Life” to all stakeholders.
semangat menjadi “Your Partner for Life” bagi seluruh
stakeholder.
Pada tahun 2011, Bank OCBC NISP genap berusia 70 tahun In 2011, Bank OCBC NISP celebrated its 70th anniversary
sekaligus memasuki tonggak sejarah penting, dimana with an important milestone, as Bank OCBC Indonesia
Bank OCBC Indonesia resmi bergabung (merger) dengan officially merged with Bank OCBC NISP. The merger is
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Bank OCBC NISP. Penggabungan ini menunjukkan testimony of OCBC Bank - Singapore’s full commitment
komitmen penuh dari OCBC Bank - Singapura sebagai as the majority shareholder, to focus its support on only
pemegang saham mayoritas, untuk memusatkan one bank di Indonesia, namely Bank OCBC NISP.
dukungannya hanya pada satu bank di Indonesia, yaitu
Bank OCBC NISP.
Sejalan dengan pengembangan bisnisnya, pada tahun In line with its business growth, in 2012 Bank OCBC
2012 Bank OCBC NISP juga memperbaharui budaya NISP also refreshed its corporate culture namely ONe
perusahaan yang disebut ONe PIC, untuk menjadi PIC, that serves as guidelines for all employees in their
pedoman bagi seluruh karyawan dalam berperilaku dan conducts and work. ONe PIC is short for OCBC NISP one,
bekerja. ONe PIC merupakan singkatan dari OCBC NISP Professionalism, Integrity, and Customer Focus. Today,
Corporate Data
one, Professionalism, Integrity, dan Customer Focus. Bank OCBC NISP has 6,654 employees who are highly
Kini, Bank OCBC NISP memiliki 6.654 karyawan dengan motivated to serve customers in 337 offices and in 59
motivasi tinggi untuk melayani nasabah di 337 kantor di cities throughout Indonesia.
59 kota di Indonesia.
VISI
Vision
Menjadi Bank pilihan dengan standar dunia

yang diakui kepeduliannya dan terpercaya.
To be the Bank of choice with world-class standards

recognized for its care and trustworthiness.
Bank Pilihan: To be the Bank of choice:

Bank OCBC NISP adalah bank yang dikenal, Bank OCBC NISP is being recognized, trusted, and highly
dipercaya, dan menjadi prioritas utama untuk: preferred for:
• Digunakan jasanya oleh nasabah dan masyarakat. • Its services to customers and the society.
• Tempat investasi yang menguntungkan bagi • Financial returns for investors.
investor. • Excellent work environment for employees to invest
• Tempat kerja terbaik bagi karyawan untuk their future career.
menginvestasikan masa depannya.
Dengan standar dunia: The Bank with world-class standards:

• Beroperasi sesuai standar perbankan internasional • Operates beyond international banking standards in
dalam semua bidang. all aspects.
• Mampu mengadopsi, menyesuaikan, dan • Is able to adopt, adapt, and apply the best banking
menerapkan praktik terbaik bank di dunia. practices in the world.
• Mengembangkan praktik-praktik perbankan yang • Develops banking practices, that can be referred to as
dapat dijadikan acuan oleh bank lain di dunia. best-in-class benchmarks.
Diakui kepeduliannya: Recognized for its care:

Bank OCBC NISP diterima dan dihargai keberadaannya Bank OCBC NISP is accepted and respected in the society
di tengah masyarakat karena: for:
• Memperhatikan kepentingan masyarakat dan • Serving community interests with priority.
membantu sesuai dengan prioritas. • Responsiveness to issues, needs, expectations,
• Responsif terhadap permasalahan, kebutuhan, opportunities, and challenges faced by customers and
harapan, peluang, dan tantangan yang dihadapi employees.
nasabah dan karyawan.
Bank terpercaya: Recognized for its trustworthiness:

Bank OCBC NISP dinilai mampu memberikan jaminan Bank OCBC NISP is perceived to possess the ability to
rasa aman dan kepastian bagi nasabah, karyawan, provide sense of security and certainty to its customers,
pemegang saham, investor, pemasok, mitra bisnis, employees, shareholders, investors, suppliers, business
pemerintah, dan masyarakat. partners, the government, and the society.
OCBC NISP in Brief

MISI
Mission
From Management
Bank OCBC NISP berusaha dan bekerja sebagai warga korporat
terhormat yang mampu bertumbuh kembang bersama masyarakat
secara berkelanjutan dengan cara:
• Menyediakan dan mengembangkan pelayanan keuangan yang inovatif, berkualitas dan melebihi
harapan masyarakat yang dinamik dengan hasil terbaik.
• Membina jejaring kerja sama saling menguntungkan yang dilandasi rasa saling percaya.
• Menciptakan lingkungan kerja yang meningkatkan profesionalisme dan mendorong pembaharuan

organisasional dengan semangat kekeluargaan.
• Membangun kepercayaan publik melalui perilaku etikal, peduli, dan hati-hati.
Bank OCBC NISP conducts its business and work as an honorable corporate
citizen and able to grow together continuously with the society in a sustainable
manner by:
• Providing and developing innovative and high quality financial services that exceeding
growing people's expectations with optimum results.
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• Developing and maintaining cooperation networks based on mutual trust.
• Creating a work environment that ensures the growth of professionalism and
organizational renewal with a familial spirit.
• Building public trust through ethical, caring and prudent behaviours.
Bank OCBC NISP sebagai warga korporat terhormat, Bank OCBC NISP as a responsible corporate citizen:
artinya bank ini: • Fulfills its obligations to the society and the
• Memenuhi kewajibannya terhadap masyarakat dan government.
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pemerintah. • Supports the community to progress and develop.

• Mendorong masyarakat untuk maju dan berkembang. • Serves the society in creating values.
• Melayani masyarakat dalam menciptakan nilai.
Masyarakat adalah: Society encompasses:

• Nasabah, karyawan, pemegang saham, investor, dan • Customers, employees, shareholders, investors, and
masyarakat luas. the community.
Pembaharuan organisasional, artinya: Organizational renewal involves:

• Peninjauan ulang tatanan organisasi dan proses bisnis • Review of organizations and business processes, to
dalam rangka beradaptasi pada tuntutan lingkungan be able to adapt to the demands of its ever changing
bisnis yang terus berubah guna meningkatkan nilai business environment, in order to increase value.
tambah bersama. • Learning together continuously to improve the
• Belajar bersama secara terus menerus untuk organization capability, to achieve better results.
Corporate Data
meningkatkan kapabilitas organisasi guna mencapai

hasil yang lebih baik.
Visi dan Misi Bank OCBC NISP secara regular ditinjau ulang dan disetujui oleh Direksi serta disesuaikan dengan perkembangan bisnis dan terdokumentasi dengan baik.
Bank OCBC NISP’s Vision and Mission is regularly reviewed to be in line with business development and approved by the Board of Directors and well documented.
FALSAFAH PERUSAHAAN
Corporate Philosophy
Kami warga Bank OCBC NISP, berkeyakinan bahwa: We, member of Bank OCBC NISP believe that:
• Memberi nilai dan makna pada kehidupan masyarakat • To provide value and meaning to the community, is
adalah alasan utama keberadaan Bank OCBC NISP, the main reason for the existence of Bank OCBC NISP,
artinya: meaning:
Keberadaan Bank OCBC NISP bukan semata-mata untuk Bank OCBC NISP strives not merely to obtain profit, but
mencari keuntungan, namun juga untuk memberikan also to give a positive impact, to the development of a
dampak positif bagi pengembangan kehidupan better economy and social lives of the community, in
ekonomi dan sosial yang lebih baik bagi masyarakat di which we operate our business.
wilayah operasi.
• Kepercayaan dari semua pihak adalah kunci keberhasilan • Trust by all parties is the key reason for success of Bank
Bank OCBC NISP, artinya: OCBC NISP, meaning:
Bank adalah bisnis kepercayaan. Oleh karena itu semua Banking is a business of trust. Every action conducted
upaya yang dilakukan oleh karyawan Bank OCBC NISP by Bank OCBC NISP’s members, should provide a sense
harus memberikan jaminan rasa aman dan kepastian of security and certainty to our customers, employees,
bagi nasabah, karyawan, pemegang saham, investor, shareholders, investors, suppliers, business partners, the
pemasok, mitra bisnis, pemerintah dan masyarakat. government and the community.
• Moral dan etika adalah landasan berpikir dan bertindak, • Strong moral and ethical beliefs are the foundation of
artinya: our thinking and behaviour, meaning:
Keberhasilan baru memiliki makna apabila didasari Success has strong meaning only when they are based
oleh moral dan etika. Oleh karena itu warga dan Bank on strong morals and ethics. Thus, the Bank should
OCBC NISP senantiasa memegang teguh nilai kebajikan always possess good values, believed by all individuals,
yang diyakini secara individual dan bersama yang telah who have brought the development of the Bank OCBC
menghantarkan ke perkembangan Bank OCBC NISP NISP to this present day.
seperti sekarang ini.
• Semua pihak yang terkait dan berkepentingan adalah • All related partners and interested parties are treated as
mitra bermartabat dan terhormat, artinya: respected and honorable partners, meaning:
Keberhasilan hanya bisa diraih melalui kerja sama Success could only be achieved through cooperation,
dengan memandang mitra sebagai pihak yang setara. by perceiving partners as equal. Thus, all members and
Oleh karena itu warga dan Bank OCBC NISP berkewajiban Bank OCBC NISP are obliged to respect and treat the
menghargai dan memperlakukan nasabah, karyawan, customers, employees, shareholders, investors, suppliers,
pemegang saham, investor, pemasok, mitra bisnis, business partners, the government, and the community
pemerintah, dan masyarakat sebagai pihak yang as important parties, having good intentions, and
penting, beritikad baik, dan dapat dipercaya. trustworthiness.
• Ketulusan dan kerendahan hati adalah jiwa pelayanan • Sincerity and genuineness is a core value at the heart of
setiap insan Bank OCBC NISP, artinya: Bank OCBC NISP’s members, meaning:
Pelayanan dan kerendahan hati adalah jiwa pelayanan Genuine customer service is integral to the core success
dan juga merupakan inti keberhasilan bisnis. Oleh of the business. Thus, Bank OCBC NISP is obliged to
karena itu warga dan Bank OCBC NISP berkewajiban provide the best services, in being sincere, humble,
memberikan pelayanan terbaik dengan ramah, santun, genuine and whole hearted way.
dan sepenuh hati.
• Bertumbuh kembang bersama secara dinamik dengan • Grow together dynamically, while continually follow the
tetap memperhatikan prinsip kehati-hatian adalah pilar principles of prudency, formed a pillar on the the road for
menuju masa depan yang lebih baik, artinya: a better future, meaning:
Keberhasilan sejati adalah keberhasilan berkelanjutan True success is a sustainable success, which can be
yang dapat dinikmati bersama. Oleh karena itu warga enjoyed together. Bank OCBC NISP continuously reforms
dan Bank OCBC NISP berkewajiban secara terus menerus itself to achieve improved results in a rapidly changing
memperbaiki dan memperbaharui diri, serta mengikuti environment. To position itself to seize opportunities in
dan menyesuaikan diri pada perkembangan lingkungan, a progressive yet prudent manner to achieve sustainable
dengan tetap mempertimbangkan peluang dan risiko growth.
secara cermat untuk mewujudkan masa depan bersama
yang lebih baik.
OCBC NISP in Brief

BUDAYA PERUSAHAAN
Corporate Culture
From Management
OCBC NISP one, Professionalism, Integrity, Customer
Focus (ONe PIC)
OCBC NISP one OCBC NISP one

• Kami berpikir dan bertindak untuk tujuan yang sama • We think and act on common goals by placing interest

dengan menempatkan kepentingan Bank OCBC NISP of Bank OCBC NISP above group or individual.
diatas kepentingan kelompok maupun individu. • We value, respect, and build trust among Bank OCBC
• Kami saling menghargai, menghormati dan NISP members.
membangun kepercayaan diantara sesama anggota • We communicate effectively.
Bank OCBC NISP. • We put emphasis on team work to achieve Bank OCBC
• Kami berkomunikasi dengan efektif. NISP goals.
• Kami mengutamakan team work dalam mencapai
tujuan Bank OCBC NISP.
Professionalism Professionalism
• Kami memiliki kebanggaan sebagai profesional dan • We take pride ini being professional and accountable
bertanggung jawab dalam setiap tindakan. for everything we do.
• Kami bertekad memberikan yang terbaik. • We are committed to excellence.
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• Kami membuat keputusan berdasarkan kehati-hatian • We make prudent decisions for ourselves and our
bagi perusahaan dan nasabah. customer.
• Kami bertanggung jawab atas tindakan kami. • We are accountable for our actions.
• Kami terbuka terhadap perubahan, ide baru, dan kritik • We are open to new ideas, constructive criticism and
membangun dari semua pihak dan bersemangat feed back from others and willing to embrace changes.
untuk melakukan perubahan.
Integrity Integrity
• Kami melaksanakan secara konsisten perilaku satunya • We consistently act on what we say with integrity.
kata dan perbuatan dengan penuh integritas. • We up hold the highest ethical and moral standards.
• Kami menjunjung tinggi etika dan moral. • We are honest and sincere in every thought, words
• Kami penuh kejujuran dan ketulusan dalam setiap and action.
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pikiran, perkataan dan tindakan. • We have moral courage to ask and be questioned.
• Kami memiliki keberanian moral untuk bertanya dan • We speak up what we believe is good and right.
ditanya. • We always behave and work transparently.
• Kami berani menyatakan hal-hal yang diyakini baik
dan benar bagi kepentingan bersama.
• Kami selalu bersikap dan bertindak secara transparan.
Customer Focus Customer Focus

• Kami fokus kepada nasabah dalam segala hal. • We focus on customers in everything we do.
• Kami memahami kebutuhan nasabah dan harapan • We understand customers’ needs and expectations.
nasabah. • We aspire to exceed customers’ expectations in
• Kami memberikan lebih dari yang diharapkan everything we do.
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nasabah. • We align internal functions to focus on end customers’

• Kami menyelaraskan semua fungsi internal untuk requirements.
memenuhi kebutuhan nasabah.
PEDOMAN PERILAKU
Code of Conduct
• Kami Mematuhi Peraturan dan • We Must Comply with Laws and

Perundangan. Regulations.
• Kami Menghindari Konflik • We Avoid Conflicts of Interest.

Kepentingan.
• We Must Maintain Confidentiality
• Kami Menjaga Kerahasiaan Data of Customer and Bank Data and
serta Informasi Nasabah dan Bank. Information.
• Kami Melakukan Pencatatan dan • We Shall Make Proper Recording and

Pelaporan dengan Benar. Reporting.
• Kami Menolak Pencucian Uang dan • We Reject Money Laundering and

Pembiayaan Terorisme. Terrorist Financing Activities.
• Kami Tidak Boleh Melakukan “Insider • We Are Not Permitted to Engage in

Trading”. “Insider Trading”.
• Kami Tidak Boleh Menerima • We Are Not Permitted to Receive

Pemberian. Business Courtesies.
OCBC NISP in Brief

KOMITMEN BANK OCBC NISP
Commitment of Bank OCBC NISP
From Management
Menjalankan prinsip “Your Partner for Life” disepanjang
perjalanan kami.
Living "Your Partner for Life" along our journey.

Menjadi partner yang memahami dan memberikan Becoming a partner who understands and provides
solusi dalam setiap tahap kehidupan para stakeholder, solutions at every stage of stakeholders’ life. This is the
itulah makna dari brand positioning Bank OCBC NISP meaning of Bank OCBC NISP’s brand positioning of ‘Your
‘Your Partner for Life’. Partner for Life’.
Memahami kebutuhan, memberikan solusi yang Understanding the needs, providing accurate and
tepat dan komprehensif serta membantu nasabah comprehensive solutions as well as helping customers
mewujudkan cita-cita dan tujuan dalam setiap actualize their aspirations and goals in every stage of their
tahap kehidupan mereka, merupakan landasan yang lives. This is the foundation that drives the full potentials
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menggerakkan seluruh potensi internal Bank OCBC NISP within Bank OCBC NISP’s internal environment, to
dalam menghasilkan layanan dan produk terbaik. produce the best services and products.
Komitmen untuk menjadi ‘Your Partner for Life’ juga Commitment to be ‘Your Partner for Life’ also means
berarti bahwa kami membangun bisnis dengan that we build our business by fostering long-term
membina hubungan jangka panjang, dan memberi relationships, and providing solutions based on the
solusi berdasarkan kebutuhan unik dari setiap pribadi. unique needs of each individual.
Demi membangun hubungan jangka panjang yang lebih To build long-term high-quality relationships, we
berkualitas, setiap tahun diusung kampanye tematik promote a thematic campaign every year to serve as
yang menjadi fokus branding untuk mengisi perjalanan our branding focus in the course of ‘Your Partner for Life’
Financial Review
‘Your Partner for Life’. journey.
Semangat ‘Your Partner for Life’ akan terus melandasi The spirit of ‘Your Partner for Life’ will continue to
perjalanan Bank OCBC NISP dalam memberikan yang underpin Bank OCBC NISP’s journey in providing the best
terbaik bagi seluruh stakeholder. Komitmen ini akan for all stakeholders. This commitment will assist us in
membantu kami dalam menjalin hubungan jangka establishing a sustainable and long-term relationships
panjang yang berkesinambungan dengan seluruh with all stakeholders, in order to achieve a better future
stakeholder, demi mewujudkan masa depan bersama together.
yang lebih baik.
Corporate Data
PENGHARGAAN
Accolades
2014
February
Islamic Finance Award (IFAC), Jakarta
- Rank 1 - Top Growth Financing,
Sharia Unit, Asset < Rp 1 Trillion
February - Rank 2 - The Best Sharia Unit,
Indonesian Bank Loyalty Award 2014 Asset < Rp 1 Trillion June
Category Saving Account, Conventional - Rank 2 - Top Growth Funding Sharia Unit, Best Managed Companies -
Banking (Asset < 100 Trillion) Asset < Rp 1 Trillion Finance Asia Magazine, Hong Kong
July
• Indonesia Domestic Foreign Exchange
Bank of The Year.
• Online Banking Initiative of The Year –
Indonesia.
• Social Responsibility Program of The
Year – Bronze.
• SME Bank of The Year – Indonesia.
Asian Banking & Finance Magazine,
Singapore.
July July July

The Best SME Bank Platinum Trophy for “Excellent” Financial Platinum Award – Vision Award - Annual
Global Banking & Finance Review, Performance for 10 Consecutive Years 2004-2013. Report Competition 2013.
United Kingdom. Infobank Magazine – Jakarta. League of American Communication
Professionals (LACP) – USA.
October December December

Annual Report Award 2013 - Indonesia - Corporate Governance Perception Index 2014 GCG Award - Best Responsbility of The
Private Financial Listed - The Best 2 Award, Category “Most Trusted Company”. Board 2014.
The Indonesian Institute for Corporate The Indonesian Institute for Corporate
Governance, Jakarta Directorship (IICD), Jakarta.
OCBC NISP in Brief

2013
From Management
2011
February July November

Islamic Finance Award & Cup - Jakarta Gold Award – Vision Award – Annual Report Diamond Brand Champion of Most
- Rank 1 – The Best Customer Choice Competition 2012. Preferred KPR Brand Category Bank with
Bandung Region. League of American Communication Assets of < Rp 100 Trillion.
- Rank 1 – The Best Service Quality Professional (LACP) – USA. Markplus Insight – Jakarta.
Bandung Region.
July December
April Platinum Trophy for “Excellent” Financial Corporate Governance Perception Index
Indonesian Bank Loyalty Award – Jakarta Performance for 10 Consecutive Years 2003-2012. 2013 Award “Most Trusted Company”.
Category: Saving Account – Conventional Infobank Magazine – Jakarta. The Indonesian Institute for Corporate
Banking (Asset < Rp 75 Trillion). Governance (IICG) – Jakarta.
July September
- Domestic Retail Bank of The Year – Anugerah Perbankan Indonesia – Jakarta
Indonesia. - Rank 1 Corporate Social Responsibility.
- Indonesia Domestic Foreign Exchange - Rank 3 The Best CEO in Leadership.
Bank of The Year.
- Indonesia Domestic Technology and October
Operations Bank of The Year. Best Role of Stakeholder.
Asian Banking & Finance Magazine – The Indonesian Institute for Corporate
Business Review
Singapore. Directorship (IICD) – Jakarta.
2012
Financial Review
April August December

Indonesia Enterprise Risk Management Annual Report Award 2011 - Indonesia Corporate Governance Perception Index
Award 2012, Asset > Rp 10 Trillion. Private Financial Listed - The Best 3. (CGPI) 2012, Category “Most Trusted
Business Review Magazine, Jakarta. Company”.
November
July Best Corporate Governance Responsibility December
Retail Bank of the Year – Indonesia of the Boards 2012. Indonesian Banking Awards 2012,
Asian Banking & Finance Magazine - The Indonesian Institute of Corporate - The Best Bank 2012 in Good Corporate
Singapore. Directorship (IICD) & Investor Magazine, Governance.
Jakarta. - The Best Bank 2012 in Human Capital.
July Business Review Magazine & Woman
Platinum Trophy 2012 for Excellent ING Bank, Amsterdam
Corporate Data
Review Magazine, Jakarta .

Financial Performance for 10 Consecutive 2011 STP Award for Excellence
years 2002 – 2011 Best Improvement of STP Rate for Euro BNY Mellon, New York
Infobank Magazine - Jakarta. Denominated Commercial Payments in Outstanding Payment Formatting and
Indonesia for 2011. Straight-Through Rate 2011 Indonesia for
2011
BNY Mellon, New York.
2011
• January
Indonesia Brand Champion - Brand Equity Champion - Conventional Banking with Asset < Rp 65 Trillion.
• May
- Straight Through Processing Award (STP) MT103 STP Rate 95% or Higher.
- Straight Through Processing Award (STP) MT202 STP Rate 98% or Higher.
Citibank.
• May
MRI Third Rank, Banking Service Excellence Awards.
• June
Banking Efficiency Award - Bisnis Indonesia Magazine.
• July
Retail Bank of The Year – Indonesia.
Asian Banking & Finance Magazine – Singapore.
• July
Infobank Award Platinum Trophy 2010 with “Excellent Financial”.
Infobank Magazine.
2010
• GCG Award 2010 Best Disclosure and Transparency.
Indonesian Institute for Corporate Directorship (IICD).
• Excellence in Straight Through Processing 2010 - Wells Fargo.
• Banking Service Excellence Awards 2010.

- 2nd Best Performance Overall, Sharia Bank.
- 3rd Best Performance Overall, Commercial Bank.
InfoBank Magazine, Indonesia.
• HIMDASUN (Government Bond Trader Association) Award 2006 – 2009
• Outstanding Payment Formatting and Straight-Through Rate 2009.

BNY Mellon, New York.
• Infobank Award Golden Trophy 2010 with “Excellent “ rating.
2009
• Asiamoney FX Poll, for category:
- Best Competitive & Prompt Forward Pricing.
- Best FX (Vanilla) Options Provider For Local (Asian) Currencies.
- Best FX Prime Brooking Services.
- Best Macroeconomic Research.
Asiamoney Magazine – Hong Kong.
• Finance Asia’s Best Companies Award - Best Mid Cap 2009.

Finance Asia Magazine – Hong Kong.
• Retail Bank of the Year – Indonesia.

Asian Banking & Finance Magazine.
• GCG Award: Best GCG Financial Category 2009 - Mei 2009.
• The Best Bank in Service Excellence 2008/2009 (MRI & Infobank): 4th Place - May 2009.
• Infobank Award Golden Trophy 2009 with “Excellent “Financial Performance for 5 Consecutive Year 2004-2009.
OCBC NISP in Brief

2008
• Golden Trophy for Excellent Financial Performance for 5 consecutive years 2003 – 2008.
InfoBank Magazine – Indonesia.
• Banking Service Excellence Award 2008.

InfoBank Magazine – Jakarta.
• Annual Report Award - Private Listed of Financial Sector – Top 2.
From Management
• Corporate Governance Perception Index 2007 Award “Trusted Company”.
The Indonesian Institute of Corporate Governance – Jakarta.
• The Best Performance of Indonesian Bank, category “Very Good”.
2007

• Best FX Prime Booking Services - Best Single-Bank Electronic Trading Platform.
• “Indonesia Retail Bank of The Year 2007” - Asian Banking & Finance Magazine – Singapore.
• Annual Report Award – Jakarta, Private Listed of Financial Sector – Top 2.
• Financial Insight Innovation Award for category “Special Citation for Market Development” - Financial
Insight Magazine – New York.
2002 - 2006
Business Review
• “Asia’s Best Companies 2005” for companies in Asia with market cap below USD 500 million category - Finance
Asia Magazine – Hong Kong.
• “Best Emerging Market Bank in Indonesia” 2004 - Global Finance Magazine – New York.
• “Best Public Listed Company in Banking Sector 2004” - Investor Magazine – Jakarta.
• Trade Finance Poll - 2004: “Best Services for All Trade Needs”, “Best Customer Support”, “Best Overall/ Local
Services, “Most Competitive Pricing”, “Best Product Range” – Asiamoney Magazine – Hong Kong.
• “Best Managed Companies” 2003 for public company with max USD 500 million market cap category -
• “Best Commercial Bank in Indonesia” year 2003 and 2002 - Asiamoney Magazine – Hong Kong.
Financial Review
• “Best Bank in Indonesia 2003” - Euromoney Magazine – London.

• PT Bursa Efek Surabaya (Surabaya Stock Exchange) – Surabaya
- “Best Bank for Corporate Bond Trading” in 2005.
- “Best Bank for Government Bond Trading” in 2005.
- “Most Active Over the Counter Fixed Income Securities” (OTC-FIS) participant year 2004, 2003, 2002 & 2000.
- “Most Active Bank in bond trading in BES for year 2000”.
• The Asian Banker Magazine – Singapore
- “Best Retail Bank in Indonesia 2001”, “Honorable Mentions for Product and Service Excellence Award” for
TAKA product (Insured Timely Savings).
Corporate Data
• “Asia’s Most Admired Companies” award, 2001 and 2000 - Asian Business Magazine, Hong Kong.
• Indonesia Stock Exchange (BEJ) – Jakarta One of eight publicy-listed companies with adequate compliance
with corporate governance standards, based on assesment of the Asian Development Bank (ADB) and Nasional
Committee on Corporate Governance.
JEJAK LANGKAH
Milestones
1990 • Mendirikan
1997 Bank campuran
1941
• Memperoleh ijin untuk melakukan
kegiatan sebagai bank devisa. bernama Bank OCBC NISP (kemudian
• Menerima berbagai pinjaman menjadi Bank OCBC-Indonesia),
jangka panjang dari Netherlands bersama OCBC Bank-Singapura.
Development Finance Company • Menjadi bank pertama di Indonesia
(FMO) yang menerima pinjaman jangka
Didirikan sebagai bank tabungan dengan nama NV Nederlandsch Indische Spaar • Menjadi bank pertama di Indonesia panjang dari International Finance
En Deposito Bank, oleh 3 orang Belanda bernama: Gustaaf Adolf van Haastert, Otto yang menerbitkan obligasi. Corporation (IFC), kelompok Bank
Richard Wermuller von Elg, dan Erich Wademar Emanuel Denniger. Bank belum Dunia.
sepenuhnya beroperasi karena dalam kondisi/suasana perang yang penuh gejolak. • Obtained license to operate as a
foreign exchange bank.
Incorporated as a saving bank under the name NV Nederlandsch Indische Spaar En • Received long-term loans from • Established Joint Venture Bank
Deposito Bank, by 3 Dutch man namely Gustaaf Adolf van Haastert, Otto Richard Netherlands Development Finance named Bank OCBC NISP (later
Wermuller von Elg, dan Erich Wademar Emanuel Denniger. The Bank not fully Copmany (FMO). become Bank OCBC Indonesia), a
operated as it was in war and unstable condition. • Became the first bank in Indonesia joint venture bank with OCBC Bank-
for bond issued. Singapore.
• Became the first bank in Indonesia
to receive a senior loan from the
International Finance Corporation
1972 1994 (IFC), the World Bank Group.
1948
2000
Sertifikasi ISO 9002 meningkat menjadi
Seluruh saham NV Nederlandsch • Perubahan Logo Bank NISP ISO 9001:1994 untuk seluruh fungsi
Indische Spaar En Deposito Bank • Mencatatkan 20% sahamnya di Kantor Pusat.
dialihkan kepemilikannya kepada Bursa Efek Jakarta (sekarang Bursa
pengusaha nasional, Lim Khe Tjie dan Efek Indonesia). ISO 9002 quality certification upgraded
dibawah kendali beliau Bank mulai to ISO 9001:1994 for all functions at the
beroperasi. • The change of Bank NISP’s Logo Head Office.
• Listed its 20% shares on Jakarta
All shares of NV Nederlandsch Indische Stock Exchange (now Indonesia
Spaar En Deposito Bank were taken Stock Exchange).
over by local businessman, Lim Khe Tjie,
and the Bank started to operate.
• Perubahan Logo Bank NISP 2001
• Sertifikasi ISO 9001:1994 meningkat
1967
• Melakukan aliansi strategis dengan
Daiwa Bank melalui Daiwa Perdania
Bank, sekarang bernama Bank
1995 menjadi ISO 9001:2000.
• Pertama di Indonesia, IFC - World
Bank Group menjadi pemegang
Resona Perdania, sebagai bank saham dengan memiliki 9,6% saham
Menjadi bank komersial.
patungan pertama di Indonesia. Bank NISP.
Became a commercial bank.
• The change of Bank NISP’s Logo • ISO 9001:1994 quality certification
was upgraded to ISO 9001:2000.
• Entered into a strategic alliance • First in Indonesia, IFC - World Bank
with Daiwa Bank through Bank Group became a shareholder by
Daiwa Perdania now Bank Resona acquiring 9.6% of Bank NISP’s shares.
Perdania, the first joint-venture
bank in Indonesia.
Memperoleh sertifikasi ISO 9002 untuk
Divisi Treasury dan Financial Institution
serta Kantor Pusat sebagai bank
pertama di Asean.
Became the first bank in Asean to

receive ISO 9002 certification for its
Treasury, Financial Institution Division
and Head Office.
OCBC NISP in Brief

2004 2006
From Management
2011
Bank OCBC NISP genap berusia 70
tahun sekaligus memasuki tonggak
2009 sejarah penting, dimana Bank OCBC

Indonesia resmi bergabung kedalam
Bank OCBC NISP.
• OCBC Bank - Singapura
menjadi pemegang Bank OCBC NISP commemorates 70
saham Bank NISP dengan years of service, coinciding with an
kepemilikan saham 22,5%. important milestone as Bank OCBC
• Bank NISP mendefinisi Indonesia merged into Bank OCBC

ulang filosofi, visi, misi NISP.
dan nilai-nilai utama baru
yang disesuaikan dengan
2012
rencana masa depan.
Membuka OCBC NISP Syariah yang
• OCBC Bank - Singapore memberikan layanan perbankan
became a shareholder of berdasarkan prinsip syariah melalui • Merumuskan kembali Budaya
• Menempati Gedung Kantor Pusat
Bank NISP with a 22.5% Unit Usaha Syariah (UUS). Perusahaan menjadi ONe PIC
Baru dengan nama OCBC NISP
stake ownership. Tower. (OCBC NISP One, Professionalism,
• Bank NISP redefined its Launched OCBC NISP Syariah to Integrity dan Customer Focus).
• OCBC Bank - Singapura
vision, mission and core provide banking services based on • Bank OCBC NISP melakukan
meningkatkan kepemilikan
values to align with its sharia principles through the Bank’s Rights Issue VI Senilai Rp 1,5
sahamnya menjadi 72,35% pada
future goals. Sharia Business Unit (UUS). Triliun.
akhir tahun 2006.
• Moved into new Head Office

OCBC NISP Tower. 2010 • Redefining the corporate culture
to One PIC (OCBC NISP One,
2005 • OCBC Bank - Singapore increased

its share ownership to 72.35% at
• Memutuskan penggabungan
usaha Bank OCBC NISP dan Bank
Professionalism, Integrity and
Customer Focus).
Business Review
the end 2006. • Bank OCBC NISP held
OCBC Indonesia, dengan Bank
Rights Issue VI worth
OCBC NISP sebagai Bank hasil
Rp 1.5 Trillion.
penggabungan.
2007
• Pada 1 Juli 2010, IFC menjual
sahamnya di Bank OCBC NISP
kepada OCBC Bank. Hal ini
• OCBC Bank - Singapura kembali mengakibatkan kepemilikan
meningkatkan kepemilikan saham OCBC Bank meningkat
sahamnya di Bank NISP menjadi dari 74,73% menjadi 81,9%.
72,40% melalui Rights Issue V.
• OCBC Bank - Singapura menjadi
pemegang saham mayoritas.
Pada akhir tahun
kepemilikan saham OCBC Bank-
2005
• Bank
penggunaan
NISP
NISP
meresmikan
National
Learning Center (sekarang OCBC
• Decided to merge Bank OCBC
NISP and Bank OCBC Indonesia,
with Bank OCBC NISP as the
2013
NISP National Learning Center – surviving entity.
Singapura sebesar 72%.
ONLC). • On July 1, 2010, IFC sold its shares
• Kantor Pusat Bank NISP
Financial Review
pindah dari Bandung in Bank OCBC NISP to OCBC Bank.

• OCBC Bank - Singapore increased This development caused OCBC
ke Jakarta.
its stake in Bank NISP to 72.40% Bank’s total share ownership to
through Rights Issue V. rise from 74.73% to 81.9%.
• OCBC Bank - Singapore become
• The Bank launched its NISP
majority shareholder. At the end
National Learning Center (now
of 2005 OCBC Bank-Singapore
OCBC NISP National Learning
share ownership was 72%.
Center – ONLC).
• Moved the Bank’s Head Office
from Bandung to Jakarta. • Bank OCBC NISP menerbitkan
Obligasi Berkelanjutan Tahap I
senilai Rp 3 Triliun.
• Bank OCBC NISP melakukan
2008
• Pelunasan awal melalui opsi beli atas Obligasi Subordinasi I-2003 dan menerbitkan Obligasi Subordinasi II-2008.
Penawaran Umum Terbatas
(Right Issue) dengan jumlah dana
perolehan sebesar Rp 3,5 Triliun.
• OCBC Bank-Singapura kembali meningkatkan kepemilikan sahamnya di Bank OCBC NISP menjadi 74,73%. • Bank OCBC NISP issued
Corporate Data
• Pada tanggal 22 Desember 2008, nama PT Bank NISP Tbk berubah menjadi PT Bank OCBC NISP Tbk. Continuous Bond Phase I worth
• Merubah Logo menjadi OCBC NISP. Rp 3 Trillion.
• Bank OCBC NISP conduct Right
• Call option of the Subordinated Bond I – 2003 and issued the Subordinated Bond II-2008. Issued VII with total amount of
• OCBC Bank-Singapore further added its shareholding in Bank OCBC NISP to 74.73%. Rp 3.5 Trillion.
• In December 22, 2008, the name of PT Bank NISP Tbk changed to PT Bank OCBC NISP. Tbk
• Changed Logo to OCBC NISP.
PERISTIWA PENTING 2014

2014 Event Highlights
19 Februari/February 24 Februari/February
Penandatanganan Perjanjian Kerjasama Bank OCBC Unit Usaha Syariah Bank OCBC NISP Raih 3
NISP dan Bank of China Cabang Jakarta. penghargaan pada Islamic Finance Award 2014.
Signing Ceremony of Collaboration Agreement Bank OCBC NISP Sharia Business Unit Received 3
between Bank OCBC NISP and Bank of China, Awards in Islamic Finance Award 2014.
Jakarta Branch.
26 Februari/February 6 Maret/March
Bank OCBC NISP raih Indonesian Bank Loyalty Bantuan sarana dan prasarana sekolah Anak Kolong
Award. (Ankol) Jembatan Tiga.
Bank OCBC NISP received Indonesian Bank Loyalty
Donation of school facilities and infrastructure for
Award.
Anak Kolong (Ankol) Jembatan Tiga.
OCBC NISP in Brief

From Management
7 April /April 27 April/April
RUPST Bank OCBC NISP mengangkat Bapak Joseph Perayaan HUT 73 Bank OCBC NISP dalam acara
Chan Fook Onn sebagai Direktur. ONe PIC Day.
Bank OCBC NISP’s AGM appointed Mr. Joseph Chan Commemoration of Bank OCBC NISP’s 73rd
Fook Onn as Bank Director. Anniversary in ONe PIC Day event.

20 Mei/May 22 Mei/May
Business Review
Bank OCBC NISP Luncurkan “OCBC NISP Wealth Panel” Bank OCBC NISP meluncurkan program Tanda Poin
untuk Melengkapi Layanan Wealth Management. dan Tanda Funtastrip.
Bank OCBC NISP Launched “OCBC NISP Wealth Bank OCBC NISP launched Tanda Poin and Tanda
Panel” to Complement Wealth Management Services Funtastrip Program.
Offering. Financial Review
18-20 Juni/June 10 Juli/July

Corporate Data
Bank OCBC NISP menyelenggarakan OCBC NISP Service Bank OCBC NISP raih 3 penghargaan di ajang Asian
Award untuk meningkatkan kualitas pelayanan Bank Banking & Finance di Singapura.
OCBC NISP.
Bank OCBC NISP held the OCBC NISP Service Bank OCBC NISP was granted 3 awards in the Asian
Award to promote the Bank’s service quality. Banking & Finance held in Singapore.
PERISTIWA PENTING 2014

2014 Event Highlights
22 Juli/July 27 Agustus/August
Bank OCBC NISP Syariah menggelar acara Mudik Bank OCBC NISP mengadakan acara kompetisi
Asyik bersama warga sekitar. kewirausahaan dalam Young Entrepreneurship Spirit
(YES) Competition.
OCBC NISP Sharia held Mudik Asyik with local
residents. Bank OCBC NISP held entrepreneurship competition
named Young Entrepreneurship Spirit (YES) Competition.
23 September/September 23 September /September
Unit Usaha Syariah Bank OCBC NISP membuka Peresmian Relokasi Kantor Cabang Yogyakarta yang
cabang ke-7 di Balikpapan. dihadiri oleh Sri Sultan Hamengkubuwono X.
OCBC NISP Sharia Business Unit opened 7th The inaugural ceremony of Bank’s Yogyakarta Branch
branch in Balikpapan. relocation, attended by Sri Sultan Hamengkubuwono X.
OCBC NISP in Brief

From Management
12 Oktober /October 16 Oktober/October
Perayaan HUT ke-5 OCBC NISP Syariah. Bank OCBC NISP Meraih Peringkat 2 Annual Report
Award Kategori Private Financial Listed.
Commemoration of OCBC NISP Sharia’s 5th Anniversary. Bank OCBC NISP Awarded as Rank 2 in Annual Report
Award for Private Financial Listed Category.

6 November/November 17 Desember/December
Business Review
Bank OCBC NISP menjalin kerja sama dengan Bank OCBC NISP meraih penghargaan “Indonesia
PT Ashmore Asset Management Indonesia dalam Most Trusted Company” pada Corporate Governance
Pemasaran Produk Reksadana. Preception Index (CGPI) Award 2013.
Bank OCBC NISP Collaborates with PT Ashmore Asset Bank OCBC NISP earned “Indonesia Most Trusted
Management Indonesia in Mutual Funds Distribution Company” in Corporate Governance Preception Index
Partnership. (CGPI) Award 2013. Financial Review
18 Desember/December 22 Desember/December
Corporate Data
Bank OCBC NISP Mewujudkan Mimpi Pejuang – Pejuang

Perempuan Pencari Nafkah di Usia Lanjut dalam kegiatan Bank OCBC NISP Tandatangani Perjanjian Kredit
CSR “My Dreams Come True (MDCT) 2014” dalam rangka Rp. 1,3 Triliun dengan PT Samudera Indonesia Tbk.
Hari Ibu. Bank OCBC NISP Signed Rp. 1.3 Trillion Credit
Bank OCBC NISP Helped to Deliver the Dreams of Elderly
Working Women in CSR activity “My Dreams Come True Agreement with PT Samudera Indonesia Tbk.
(MDCT) 2014” in commemorating Mothers’ Day.
IKHTISAR KEUANGAN
Financial Highlights
Angka-angka pada seluruh tabel & grafik

Numerical notations in all tables and graphs are
menggunakan notasi Inggris, Dalam jutaan
Rupiah, kecuali laba bersih per saham, 2014 2013 2012 2011 2010 in English, Expressed in million Rupiah, except
earning per share, shares data and percentage
data saham dan persentase
Neraca Balance Sheet
Jumlah Aset 103,123,179 97,524,537 79,141,737 59,834,397 50,141,559 Total Assets
Efek-efek - Bersih 13,186,485 12,112,218 6,406,110 7,058,476 6,203,842 Marketable Securities - Net
Obligasi Pemerintah 4,837,253 4,143,594 1,770,451 468,631 1,858,125 Government Bonds
Kredit yang diberikan - Bruto 68,363,239 63,967,113 52,896,715 41,275,778 31,540,561 Loans - Gross
Kredit yang diberikan - Bersih 66,933,612 62,706,614 51,874,088 40,541,352 30,918,196 Loans - Net
Dana Pihak Ketiga 72,805,057 68,936,691 60,760,680 47,419,539 39,425,954 Deposits from Customers
Giro 14,025,069 15,990,872 11,640,318 10,257,307 7,543,225 Current Accounts
Tabungan 11,250,140 10,839,009 18,523,698 18,206,127 14,672,575 Savings Accounts
Deposito Berjangka 47,529,848 42,106,810 30,596,664 18,956,105 17,210,154 Time Deposits
Pinjaman yang Diterima 2,477,000 2,434,000 - 290,160 - Borrowings
Efek-efek yang Diterbitkan - Bersih 2,919,725 3,885,766 - - - Marketable Securities Issued - Net
Obligasi Subordinasi 877,176 876,254 1,475,197 1,473,350 1,471,767 Subordinated Bonds
Jumlah Liabilitas 88,216,003 84,027,985 70,190,261 53,244,018 44,310,816 Total Liabilities
Ekuitas 14,907,176 13,496,552 8,951,476 6,590,379 5,830,743 Equity
Laporan Laba Rugi Komprehensif Statements of Comprehensive Income
Pendapatan Bunga Bersih 3,744,698 3,139,288 2,566,027 2,255,442 1,993,189 Net Interest Income
Pendapatan Operasional Lainnya 743,261 879,030 835,854 650,866 563,177 Other Operating Income
Total Pendapatan Operasional 4,487,959 4,018,318 3,401,881 2,906,308 2,556,366 Total Operating Income
Cadangan Kerugian Penurunan Nilai atas Allowance for Impairment Losses on

221,335 259,104 246,816 210,681 206,772
Aset Keuangan dan Lainnya Financial Asset and Others
Beban Operasional Lainnya 2,489,916 2,215,374 1,941,498 1,702,935 1,594,213 Other Operating Expenses
Laba Operasional 1,776,708 1,543,840 1,213,567 992,692 755,381 Income from Operations
Pendapatan/(Beban) Bukan Operasional

4 (14,124) 8,674 13,183 (188,765) Non Operating Income/(Expenses) - Net
- Bersih
Laba Sebelum Pajak Penghasilan 1,776,712 1,529,716 1,222,241 1,005,875 566,616 Income Before Tax
Laba Bersih 1,332,182 1,142,721 915,456 752,654 418,662 Net Income
Pendapatan/(Beban) Komprehensif Lain Comprehensive Income/(Expenses) for

78,442 (102,633) (59,525) 567 20,918
Tahun Berjalan, Setelah Pajak The Year, Net of Tax
Total Laba Komprehensif Tahun Berjalan, Total Comprehensive Income for The
1,410,624 1,040,088 855,931 753,221 439,580
Setelah Pajak Year, Net of Tax
Laba yang dapat Diatribusikan kepada: Profit Attributable to:
Pemilik 1,332,182 1,142,721 915,456 752,654 418,662 Owners
Kepentingan Non Pengendali - - - - Non-Controlling Interests
Laba Komprehensif yang dapat

Comprehensive Income Attributable to:
Diatribusikan kepada:
Pemilik 1,410,624 1,040,088 855,931 753,221 439,580 Owners
Kepentingan Non Pengendali - - - - - Non-Controlling Interests
Laba Bersih per Saham 116.12 128.89 116.37 106.88 59.45 Earnings per Share
OCBC NISP in Brief

Angka-angka pada seluruh tabel & grafik
Numerical notations in all tables and graphs are
menggunakan notasi Inggris, Dalam jutaan
Rupiah, kecuali laba bersih per saham, 2014 2013 2012 2011 2010 in English, Expressed in million Rupiah, except
earning per share, shares data and percentage
data saham dan persentase
Data Saham Shares Data
Jumlah Saham yang Beredar 11,472,648,486 11,472,648,486 8,548,918,395 7,041,942,665 5,814,574,345 Shares Issued
From Management
Rasio Keuangan Financial Ratios
Permodalan Capital
Rasio Kecukupan Modal (CAR) 18.74% 19.28% 16.49% 13.75% 17.63% Capital Adequacy Ratio (CAR)
CAR Tier I 17.17% 17.36% 13.92% 11.02% 14.07% CAR Tier I
Aset Tetap terhadap Ekuitas 6.43% 5.87% 8.12% 11.10% 12.08% Fixed Assets to Equity
Aset Produktif Earning Assets
Aset Produktif Bermasalah 1.10% 0.66% 0.66% 1.00% 1.27% Non Performing Earning Assets
Kredit Bermasalah (NPL) - Bruto 1.34% 0.73% 0.91% 1.26% 1.99% Non Performing Loan (NPL) - Gross
Kredit Bermasalah (NPL) - Bersih 0.80% 0.35% 0.37% 0.59% 0.94% Non Performing Loan (NPL) - Net

Cadangan Kerugian Penurunan Nilai Allowance for Impairment to Earning
1.55% 1.45% 1.43% 1.43% 1.42%
terhadap Aset Produktif Assets
Loan Loss Coverage 156.31% 269.17% 214.12% 141.54% 99.26% Loan Loss Coverage
Rentabilitas Rentability
Rasio Laba Bersih terhadap Aset (ROA) 1.79% 1.81% 1.79% 1.91% 1.29% Return on Assets (ROA)
Rasio Laba Bersih terhadap Ekuitas (ROE) 9.68% 11.87% 12.22% 12.90% 8.12% Return on Equity (ROE)
Marjin Bunga Bersih (NIM) 4.15% 4.11% 4.17% 4.80% 5.04% Net Interest Margin (NIM)
Rasio Pendapatan Operasional Lainnya

16.56% 21.88% 24.57% 22.39% 22.03% Fee Income Ratio
terhadap Pendapatan Operasional
Rasio Beban Operasional terhadap Operating Expenses to Operating Income

79.46% 78.03% 78.93% 79.85% 83.25%
Pendapatan Operasional (BOPO) Ratio
Rasio Beban terhadap Pendapatan 55.48% 55.13% 57.07% 58.59% 62.36% Cost to Income Ratio (CTIR)
Likuiditas Liquidity
Business Review
Rasio Kredit terhadap Dana Pihak Ketiga
93.59% 92.49% 86.79% 87.04% 80.00% Loan to Deposit Ratio (LDR)
(DPK)
Rasio Kredit terhadap Pendanaan * 86.16% 83.75% 84.73% 83.61% 77.12% Loan to Funding Ratio *
Kepatuhan Compliance
Percentage Breach of Legal

Persentase Pelanggaran BMPK
Lending Limit
Pihak Terkait - - - - - Related Parties
Pihak Tidak Terkait - - - - - Non Related Parties
Persentase Pelampauan BMPK Percentage Excess of Legal Lending Limit
Pihak Terkait - - - - - Related Parties

Financial Review
Pihak Tidak Terkait - - - - - Non Related Parties
GWM Rupiah Minimum Reserve Requirement (Rupiah)
GWM Utama Rupiah 8.13% 8.14% 8.41% 8.16% 8.27% Primary Statutory Reserve(Rupiah)
GWM Sekunder Rupiah 30.68% 26.93% 25.17% 25.92% 29.13% Secondary Statutory Reserve(Rupiah)
GWM Valuta Asing 8.30% 8.44% 8.02% 8.06% 1.08% Statutory Reserves - Foreign Currency
Posisi Devisa Netto (PDN) 0.95% 0.40% 0.71% 3.22% 1.30% Net Open Position (NOP)
Lain-Lain Others
Rasio Liabilitas terhadap Ekuitas 591.77% 622.59% 784.12% 807.91% 759.95% Liabilities to Equity Ratio
Rasio Liabilitas terhadap Jumlah Aset 85.54% 86.16% 88.69% 88.99% 88.37% Liabilities to Assets Ratio
CASA
Rasio Giro & Tabungan 34.72% 38.92% 49.64% 60.02% 56.35% (Current Account & Saving
Corporate Data
Account) Ratio
* Pendanaan termasuk dana pihak ketiga, pinjaman yang diterima, efek-efek yang diterbitkan dan obligasi subordinasi
• Funding includes deposits from customers, borrowings, marketable securities issued and subordinated bonds
Total Aset & Imbal Hasil atas Aset Pendapatan Bunga Bersih & Marjin Laba Bersih & Imbal Hasil atas Ekuitas
Total Assets & Return on Assets (ROA) Bunga Bersih Net Income & Return on Equity (ROE)
Net Interest Income & Net Interest
Margin (NIM)
Rp Miliar, kecuali % Rp Miliar, kecuali % Rp Miliar, kecuali %
Rp Billion, except % Rp Billion, except % Rp Billion, except %
1.9% 5.0% 12.9%

1.8% 1.8% 1.8% 4.8% 12.2% 11.9%
4.2% 4.1% 4.1%
9.7%
103,123 3,745 1,332

1.3% 97,525 8.1%
3,139 1,143
79,142
2,566 915
59,834 2,255
753
1,993
50,142
419
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
Total Aset Pendapatan Bunga Bersih Laba Bersih
Total Assets Net Interest Income Net Income
Imbal Hasil atas Aset Marjin Bunga Bersih Imbal Hasil atas Ekuitas
Return on Assets (ROA) Net Interest Margin (NIM) Return on Equity (ROE)
Dana Pihak Ketiga & Rasio Kredit Total Ekuitas & Rasio Kecukupan Modal Kredit yang Diberikan - Bersih & Kredit
terhadap Dana Pihak Ketiga (CAR) Bermasalah (NPL) - Bersih
Third Party Deposits & Loan to Deposit Total Equity & Capital Adequacy Ratio Loans - Net & Non Performing Loan
Ratio (LDR) (CAR) (NPL) - Net
Rp Miliar, kecuali % Rp Miliar, kecuali % Rp Miliar, kecuali %
Rp Billion, except % Rp Billion, except % Rp Billion, except %
19.3% 0.9%
92.5% 93.6% 18.7%
87.0% 86.8% 17.6% 0.8%
80.0% 16.5%
13.8% 0.6%
0.4% 0.4%
14,907 66,934
68,937 72,805
47,420 60,761 62,707
13,497
39,426 19.3%
21.6% 19.1% 23.2% 51,874
19.1%
15.4%
15.7% 40,541
8,952
30.5%
37.2% 38.4% 30,918
6,590
5,831
61.1% 65.3%
50.4%
43.7% 40.0%
2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
Deposito Berjangka Tabungan Total Ekuitas Kredit yang Diberikan - Bersih
Time Deposits Savings Accounts Total Equity Loans - Net
Giro Rasio Kecukupan Modal (CAR) Kredit Bermasalah (NPL) - Bersih
Current Accounts Capital Adequacy Ratio (CAR) Non Performing Loan (NPL) - Net
Rasio Kredit terhadap Dana Pihak Ketiga
Loan to Deposit Ratio (LDR)
OCBC NISP in Brief

IKHTISAR SAHAM
Stock Highlights
From Management
Aksi Saham Korporasi Corporate Equity Action
Tambahan Saham Baru Modal Disetor (Saham) Saham yang Nilai Nominal
Aksi Korporasi Tanggal Pencatatan (Saham) Total Accumulated Dicatatkan Nominal
No
Corporate Action Listing Date Additional Listed Stock Number of Stock (Saham) Values
(Shares) (Shares) Listed Stock (Shares) (Rp)
1 Initial Public Offering (IPO) October 20, 1994 - 62,500,000 62,500,000 1,000
2 1st Stock Split (1-for-1) February 03, 1997 62,500,000 125,000,000 125,000,000 500

3 1st Bonus Stocks (5-for-2) February 28, 1997 50,000,000 175,000,000 175,000,000 500
4 1st Stock Dividend (25-for-9) December 04,1998 63,000,000 238,000,000 238,000,000 500
5 2nd Bonus Stocks (100-for-33) December 04, 1998 57, 750,000 295,750,000 295,750,000 500
6 1st Rights Issue December 18, 1998 253,471,865 549,221,865 549,221,865 500
7 2nd Stock Split (1-for-1) November 04, 1999 549,221,865 1,098,443,730 1,087,459,292 250
8 2nd Rights Issue January 18, 2001 117,432,571 1,215,876,301 1,203,717,537 250
9 3rd Rights Issue July 02, 2002 810,584,200 2,026,460,501 2,006,195,895 250
10 3rd Stock Split (4-for-100) February 13, 2003 2,026,460,501 4,052,921,002 4,012,391,792 125
11 2nd Stock Dividend (4-for-100) October 07, 2003 81,058,420 4,133,979,422 4,092,639,628 125
12 4th Rights Issue November 24, 2005 801,992,008 4,935,971,430 4,886,611,715 125
13 5th Rights Issue May 08, 2007 878,602,915 5,814,574,345 5,756,428,600 125
14 New Share issued in relation with January 03, 2011 1,227,368,320 7,041,942,665 6,971,523,238 125
Merger
15 6th Rights Issue June 05, 2012 1,506,975,730 8,548,918,395 8,463,403,886 125
16 7th Rights Issue November 13, 2013 2,923,730,091 11,472,648,486 11,357,888,016 125
Business Review
Riwayat Dividen Dividend History
KETERANGAN 2003 2002 2000 KETERANGAN
Laba Bersih (Rp) 176,745,526,506 92,364,173,665 60,290,000,756 Net Income (Rp)
Jumlah Saham 4,133,979,422 4,052,921,001 1,215,876,301 Number of Stocks
Dividen Tunai per Saham (Rp) 10 1 15 Net Dividend per Stock (Rp)
Dividen Tunai (Rp) 41,339,794,220 4,052,921,002 18,238,144,515 Net Dividend (Rp)
Dividen Saham (Rp) - 16,211,684,008 - Stock Dividend (Rp)
Jumlah Dividen (Rp) 41,339,794,220 20,264,605,010 18,238,144,515 Total Dividend (Rp)
Dividen terhadap Laba Bersih (%) 23.39 21.94 30.25 Dividend to Net Income (%)
2004 - 2014: Tidak membagikan dividen sesuai persetujuan pemegang saham untuk menginvestasikan kembali semua laba untuk pengembangan usaha.
2004 - 2014: No dividend distributed as shareholders agreed to reinvest all profit for business development.
Market Capitalization
Financial Review
Kapitalisasi Pasar
Kapitalisasi Pasar
Bulan Market Capitalization (Rp) Month
2014 2013
Januari 14,197,360,020,000 12,695,105,829,000 January
Februari 14,765,254,420,800 12,949,007,945,580 February
Maret 15,219,569,941,440 12,271,935,634,700 March
April 15,901,043,222,400 12,271,935,634,700 April
Mei 15,787,464,342,240 11,679,497,362,680 May
Juni 15,901,043,222,400 11,002,425,051,800 June
Juli 15,901,043,222,400 10,833,156,974,080 July
Agustus 15,844,253,782,320 10,240,718,702,060 August
September 15,389,938,261,680 12,271,935,634,700 September
Corporate Data
Oktober 14,197,360,020,000 10,325,352,740,920 October

November 14,310,938,900,160 13,970,202,259,680 November
Desember 15,446,727,701,760 13,970,202,259,680 December
Sumber: Bursa Efek Indonesia
Source: Indonesia Stock Exchange
Pergerakan Harga & Volume Perdagangan Saham 5 5 years Stock Price & Trading Volume Movement
Tahun di Bursa Efek Indonesia at Indonesia Stock Exchange
000 Units (Volume) Harga Saham / Stock Price (Rp)
20,000
2,250
18,000
2,000
16,000
14,000
1,750
12,000
1,500
10,000
8,000 1,250
6,000
1,000
4,000
750
2,000
- 500
Jan-10 Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14
Sumber : Bloomberg Source: Bloomberg
Harga & Volume Perdagangan Saham Stock Price & Trading Volume
Tahun Triwulan I Triwulan II Triwulan III Triwulan IV

Year 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Tertinggi / Highest (Rp)

2014 1,400 1,400 1,480 1,395
2013 1,590 1,540 1,450 1,500
2012 1,270 1,490 1,250 1,540
2011 1,750 1,480 1,380 1,250
2010 1,050 950 2,425 1,830
Terendah / Lowest (Rp)

2014 940 1,200 1,200 1,155
2013 1,400 1,210 1,210 1,120
2012 1,080 1,030 1,020 1,280
2011 1,230 1,210 950 960
2010 790 790 930 1,600
Penutupan / Closing (Rp)

2014 1,340 1,400 1,355 1,360
2013 1,450 1,300 1,450 1,230
2012 1,210 1,100 1,250 1,530
2011 1,430 1,300 1,100 1,080
2010 790 920 2,050 1,700
Volume Perdagangan (ribu lembar) / Trading Volume (thousand shares)

2014 27,603 15,197 1,562 7,947
2013 3,394 5,393 663 9,003
2012 2,342 22,479 4,257 6,969
2011 1,580 793 1,326 1,609
2010 4,620 1,950 7,298 7,341
OCBC NISP in Brief

Susunan Pemegang Saham Shareholders’ Composition
per 31 Desember 2014 & 2013 as of December 31, 2014 & 2013
31 Desember 2014 31 Desember 2013
December 31, 2014 December 31, 2013
From Management
Jumlah Modal Jumlah Modal
Pemegang Saham Ditempatkan dan Ditempatkan dan Shareholders
Jumlah Saham Disetor Penuh Jumlah Saham Disetor Penuh
Number of % (Rp) Number of % (Rp)
Shares Shares
Issued and Fully Issued and Fully
Paid (Rp) Paid (Rp)
OCBC Overseas Invest- 9,760,695,612 85.08% 1,220,086,951,500 9,760,695,612 85.08% 1,220,086,951,500 OCBC Overseas Invest-
ment Pte. Ltd. ment Pte. Ltd.
Dewan Komisaris: Board of Commissioners:

Pramukti Surjaudaja 113,439 0.00% 14,179,875 113,439 0.00% 14,179,875 Pramukti Surjaudaja
Hardi Juganda - 0.00% - 48,560 0.00% - Hardi Juganda

Direksi: Board of Directors:
Parwati Surjaudaja 1,483,210 0.01% 185,401,250 1,483,210 0.01% 185,401,250 Parwati Surjaudaja
Pemegang Saham Lainnya 1,710,356,225 14.91% 213,794,528,125 1,710,307,665 14.91% 213,788,458,125 Other shareholders
(kepemilikan mas- (ownership interest each
ing-masing di bawah 5%) below 5%)
Total 11,472,648,486 100.00% 1,434,081,060,750 11,472,648,486 100.00% 1,434,081,060,750 Total
Kelompok Pemegang Saham Terbesar Group of Largest shareholders

per 31 Desember 2014 as of 31 December 2014
Pemegang Saham Jumlah Saham
No. %
Shareholders Number of Shares
1 OCBC OVERSEAS INVESTMENTS PTE LTD 9,760,695,612 85.08%
Business Review
2 HSBC-FUND SERVICES, CAM-GTF LTD 290,205,792 2.53%
3 SURYASONO SENTOSA, PT 203,947,052 1.78%
4 BP2S LUXEMBOURG S/A ABERDEEN GLOBAL ASIAN SMALLER COMPANIES FUND 178,254,212 1.55%
5 UDAYAWIRA UTAMA, PT 166,923,385 1.45%
6 BP2S LONDON S/A ABERDEEN ASIAN SMALLER COMPANIES INVESMENT TRUST PLC 158,473,583 1.38%
7 BP2S SINGAPORE 124,143,133 1.08%
8 UBS AG SINGAPORE NON-TREATY OMNIBUS 122,052,083 1.06%
9 BP2S LUXEMBOURG S/A ABERDEEN GLOBAL EMERGING MARKETS SMALLER COMPANIES FUND 100,722,543 0.88%
Financial Review
10 SSB DRQH S/A ABERDEEN INDONESIA FUND 96,330,884 0.84%
11 HSBC-FUND SERVICES, RAFFLES-ASIA INVESTMENT 78,153,326 0.68%
12 SSB AM4N S/A ABERDEEN EMERGING MRKT SM CF 33,872,195 0.30%
13 DEN DANSKE BANK CLIENTS HOLDINGS 29,962,175 0.26%
14 JP MORGAN CHASE BANK NA 28,598,435 0.25%
15 RBC ISB S/A CHALLENGE DANSKE 20,314,650 0.18%
16 JPMCB - THE SCOTTISH ORIENTAL 20,145,100 0.18%
17 JPMCB - INDUSTRIENS PENSION FOR SIKRING 10,691,419 0.09%
18 NORTHERN TRUST COMPANY S/A LOCKHEED MART 7,504,022 0.07%

Corporate Data
19 JPMCB - PACIFIC ASSETS TRUST PLC 6,612,000 0.06%
20 KARMAKA SURJAUDAJA 3,167,306 0.03%

IKHTISAR DAN PERINGKAT OBLIGASI

Bonds and Rating Highlights
Obligasi Bank OCBC NISP Bank OCBC NISP‘s Bonds

Tingkat
Bunga Tanggal Jatuh
Obligasi Seri Jumlah Nominal Jangka Waktu Tanggal Efektif Peringkat Keterangan
Interest Tempo
Bonds Series Principal Tenor Effective Date Rating Notes
Rate Maturity Date
Obligasi Bank NISP I - Rp 150,000,000,000 15,5% untuk tahun 5 tahun 29 Mei 1997 16 Juni 2002 idBBB Sudah Lunas
Tahun 1997 pertama dan bunga (PEFINDO)
mengambang
untuk tahun II, III, IV & V.
15.5% for the first year
Bank NISP I 1997 Bonds and floating interest rate 5 years May 29, 1997 June 16, 2002 Repaid
for the years II, III, IV & V.
Obligasi Bank NISP II - Rp 250,000,000,000 15,00% untuk 6 bulan 5 tahun 20 September 6 Oktober 2004 idBBB- Sudah Lunas
Tahun 1999 pertama dan bunga 1999 (PEFINDO)
mengambang untuk sisa
jangka waktu.
Bank NISP II 1999 15,00% for the first 6 5 years September 20, October 6, 2004 Repaid
Bonds months and floating 1999
interest for the remain
of tenor.
Obligasi Subordinasi - I A Rp 455,000,000,000 17,125% untuk tahun 10 tahun 27 Februari 2003 10 Maret 2013 idBBB Sudah Lunas
Bank NISP Tahun 2003 pertama hingga tahun dengan Opsi (PEFINDO)
kelima selanjutnya 26% Beli pada
per tahun untuk tahun tahun kelima
keenam hingga tahun
kesepuluh.
Subordinated Bonds - 17.125% for the first year 10 years with a February 27, 2003 March 10, 2013 Repaid
I Bank NISP 2003 through to the fifth year Call Option in
and 26% per annum the fifth year.
from the sixth year
through to the tenth
year.
B USD 5,000,000 10,25% untuk tahun 10 tahun 27 Februari 2003 10 Maret 2013 idBBB Sudah Lunas
pertama hingga tahun dengan Opsi (PEFINDO)
kelima selanjutnya Beli pada
menggunakan tahun kelima
tingkat bunga tetap
berdasarkan US Treasury
Rate berjangka waktu 5
tahun ditambah 11,25%
untuk tahun keenam
hingga tahun kesepuluh.
10.25% for the first year
through to the fifth year 10 years with a February 27, 2003 March 10, 2013 Repaid
and a fixed interest rate Call Option in
based on the five-year the fifth year.
US Treasury Rate plus
11.25% from the sixth
year through to the
tenth year.
Obligasi Subordinasi II - Rp 600,000,000,000 11,1% untuk tahun 10 tahun 28 Februari 2008 11 Maret 2018 idAA Sudah Lunas
Bank NISP Tahun 2008 pertama hingga tahun dengan Opsi (PEFINDO)
kelima selanjutnya 19,1% Beli pada
per tahun untuk tahun tahun kelima.
keenam hingga tahun
kesepuluh.
Subordinated Bonds II 11.1% for the first year 10 years with a February 28, March 11, 2018 Repaid
Bank NISP 2008. through to the fifth year Call Option in 2008
and 19.1% per annum for the fifth year.
the sixth year through to
the tenth year.
Obligasi Subordinasi - Rp 880,000,000,000 11,35% per tahun. 7 tahun tanpa 24 Juni 2010 30 Juni 2017 AA (idn) Masih
III Bank OCBC NISP Opsi Beli. (PT Fitch Beredar
Tahun 2010 Ratings
7 years June 24, 2010 June 30, 2017 Indonesia) Outstanding
Subordinated Bonds III 11.35% p.a. without Call
Bank NISP 2010. Option.
Obligasi Berkelanjutan A Rp 973,000,000,000 6,40% per tahun 370 hari 11 Februari 2013 1 Maret 2014 id AAA Sudah Lunas
I OCBC NISP Tahap I (PEFINDO)
Tahun 2013 Dengan &
Tingkat Bunga Tetap AAA (idn)
(PT Fitch
Continuous Bonds I 6.40% p.a. 370 days February 11, 2013 March 1, 2014 Ratings Repaid
Phase I OCBC NISP Indonesia)
2013 with Fixed
Interest Rate.
OCBC NISP in Brief

Tingkat
Bunga Tanggal Jatuh
Obligasi Seri Jumlah Nominal Jangka Waktu Tanggal Efektif Peringkat Keterangan
Interest Tempo
Bonds Series Principal Tenor Effective Date Rating Notes
Rate Maturity Date
B* Rp 529,000,000,000 6,90% per tahun 2 tahun 11 Februari 2013 19 Februari 2015 id AAA Sudah Lunas
(PEFINDO)
&
From Management
6.90% p.a. 2 years February 11, 2013 February 19, 2015 AAA (idn) Repaid
(PT Fitch
Ratings
Indonesia)
C Rp 1,498,000,000,000 7,40% per tahun 3 tahun 11 Februari 2013 19 Februari 2016 id AAA Masih
(PEFINDO) Beredar
& AAA (idn)
7.40% p.a. 3 years February 11, 2013 February 19, 2016 (PT Fitch Outstanding
Ratings
Indonesia)
Obligasi Berkelanjutan A Rp 1,095,000,000,000 9,00% per tahun 370 hari 11 Februari 2013 20 Februari 2016 id AAA Masih
I OCBC NISP Tahap II (PEFINDO) Beredar
Tahun 2015 Dengan &
Tingkat Bunga Tetap AAA (idn)
(PT Fitch
Continuous Bonds I 9.00% p.a. 370 days February 11, 2013 February 20, 2016 Ratings Outstanding

Phase II OCBC NISP Indonesia)
2015 with Fixed B Rp 670,000,000,000 9,40% per tahun 2 tahun 11 Februari 2013 10 Februari 2017 id AAA Masih
Interest Rate. (PEFINDO) Beredar
&
9.40% p.a. 2 years February 11, 2013 February 10, 2017 AAA (idn) Outstanding
(PT Fitch
Ratings
Indonesia)
C Rp 1,235,000,000,000 9,80% per tahun 3 tahun 11 Februari 2013 10 Februari 2018 id AAA Masih
(PEFINDO) Beredar
& AAA (idn)
9.80% p.a. 3 years February 11, 2013 February 10, 2018 (PT Fitch Outstanding
Ratings
Indonesia)
*Sudah lunas pada 19 Februari 2015 *Repaid on February 19, 2015
Kronologis Pelaksanaan Pembayaran Kupon Chronology of Coupon Payment
Business Review
Obligasi Subordinasi III - 2010 of Subordinated Bonds III - 2010
Keterangan Tanggal Pembayaran Bunga (Rp) Pajak (Rp) Jumlah (Rp)

Description Payment Date Interest (Rp) Taxes (Rp) Total (Rp)
Pembayaran Ke-1 / Payment 1 30 September 2010 / September 30, 2010 24,193,045,208 776,954,792 24,970,000,000
Pembayaran Ke-2 / Payment 2 30 Desember 2010 / December 30, 2010 24,160,965,694 809,034,306 24,970,000,000
Pembayaran Ke-3 / Payment 3 30 Maret 2011 / March 30, 2011 23,550,461,806 1,419,538,194 24,970,000,000
Pembayaran Ke-4 / Payment 4 30 Juni 2011 / June 30, 2011 23,600,914,952 1,369,085,048 24,970,000,000
Pembayaran Ke-5 / Payment 5 30 September 2011 / September 30, 2011 23,491,319,478 1,478,680,522 24,970,000,000
Pembayaran Ke-6 / Payment 6 30 Desember 2011 / December 30, 2011 23,452,638,678 1,517,361,322 24,970,000,000
Financial Review
Pembayaran Ke-7 / Payment 7 30 Maret 2012 / March 30, 2012 23,480,824,700 1,489,175,300 24,970,000,000
Pembayaran Ke-8 / Payment 8 2 Juli 2012 / July 2, 2012 23,439,232,436 1,530,767,564 24,970,000,000
Pembayaran Ke-9 / Payment 9 1 Oktober 2012 / October 1, 2012 23,447,300,647 1,522,699,353 24,970,000,000
Pembayaran Ke-10 / Payment 10 2 Januari 2013 / January 2, 2013 23,502,177,014 1,467,822,986 24,970,000,000
Pembayaran Ke-11 / Payment 11 1 April 2013 / April 1, 2013 23,407,751,319 1,562,248,681 24,970,000,000
Corporate Data
Pembayaran Ke-16 / Payment 16 30 Juni 2014 / June 30, 2014 23,450,187,708 1,519,812,292 24,970,000,000
Jumlah (Rp) / Total (Rp) 423,943,429,084 25,516,570,916 449,460,000,000


Obligasi Berkelanjutan I Tahap I Tahun 2013 of Continuous Bonds I Phase I Year 2013
Tanggal Seri / Series A Seri / Series B Seri / Series C

Keterangan Jumlah (Rp)
Description Pembayaran Bunga (Rp) Pajak (Rp) Bunga (Rp) Pajak (Rp) Bunga (Rp) Pajak (Rp) Total (Rp)
Payment Date Interest (Rp) Taxes (Rp) Interest (Rp) Taxes (Rp) Interest (Rp) Taxes (Rp)
Pembayaran Ke-1 20 Mei 2013 15,279,937,778 288,062,222 7,906,499,167 1,218,750,833 26,271,926,261 1,441,073,739 52,406,250,000
Payment 1 May 20, 2013
Pembayaran Ke-2 19 Agustus 2013 15,217,337,778 350,662,222 7,927,237,500 1,198,012,500 26,070,021,783 1,642,978,217 52,406,250,000
Payment 2 August 19, 2013
Pembayaran Ke-3 19 November 2013 15,153,887,111 414,112,889 7,716,787,500 1,408,462,500 25,911,359,000 1,801,641,000 52,406,250,000
Payment 3 November 19, 2013
Pembayaran Ke-4 19 Februari 2014 - - 7,839,262,500 1,285,987,500 26,083,532,333 1,629,467,667 36,838,250,000

Payment 4 February 19, 2014
Pembayaran Ke-4 3 Maret 2014 17,161,710,623 482,019,467 - - - - 17,643,730,090

Payment 4 March 3, 2014
Pembayaran Ke-5 19 Mei 2014 - - 7,966,050,000 1,159,200,000 26,086,364,889 1,626,635,111 36,838,250,000

Payment 5 May 19, 2014
Pembayaran Ke-6 19 Agustus 2014 - - 7,926,375,000 1,198,875,000 26,077,390,333 1,635,609,667 36,838,250,000

Payment 6 August 19, 2014
Pembayaran Ke-7 19 November 2014 - - 8,061,120,500 1,064,129,500 26,070,006,778 1,642,993,222 36,838,250,000

Payment 7 November 19, 2014
Pembayaran Ke-8 20 Februari 2015 - - 8,043,993,167 1,081,256,833 26,211,805,167 1,501,194,833 36,838,250,000

Payment 8 February 20, 2015
Jumlah (Rp) / Total (Rp) 62,812,873,290 1,534,856,800 63,387,325,334 9,614,674,666 208,782,406,544 12,921,59 359,053,730,090
3,456
Kronologis Pelaksanaan Pembayaran Pokok Chronology of Principal Payment

Obligasi Berkelanjutan I Tahap I Tahun 2013 of Continuous Bonds I Phase I Year 2013
Keterangan Tanggal Pembayaran Jumlah (Rp)
Description Payment Date Total (Rp)
Pelunasan Seri A / Repayment Series A 3 Maret 2014/ March 3, 2014 973,000,000,000
Pelunasan Seri B / Repayment Series B 20 Februari 2015/ February 20, 2015 529,000,000,000
Peringkat Ratings
Fitch Rating (as of 31 December 2014) Pefindo (as of 31 December 2014)
Outlook Stable Outlook Stable
National - Long Term AAA (idn) Corporate Rating idAAA
Foreign Currency, Long Term Rp BBB Continuous Public Offering of Bonds I OCBC NISP idAAA
Foreign Currency, Short Term Rp F3 Phase I Year 2013 With Fixed Interest Rate
Local Currency, Long Term Rp A- Medium Term Notes I Bank OCBC NISP Year 2013 idAAA
Individual Rating C/D

Support Rating 2
Viability Rating bb
Rupiah Subordinated Debt III/2010 AA (idn)
Continuous Public Offering of Bonds I OCBC NISP AAA (idn)
Phase I Year 2013 With Fixed Interest Rate
OCBC NISP in Brief

MTN I Bank OCBC NISP Tahun 2013 of MTN I Bank OCBC NISP Year 2013
Keterangan Tanggal Pembayaran Bunga (Rp) Pajak (Rp) Jumlah (Rp)

Description Payment Date Interest (Rp) Taxes (Rp) Total (Rp)
From Management
Jumlah (Rp) / Total (Rp) 96,476,333,333 13,773,666,667 110,250,000,000

Business Review
Financial Review
Corporate Data
PROFIL PEMEGANG SAHAM

PENGENDALI
Controlling Shareholders Profile
Susunan Pemegang Saham

Shareholders’ Composition 14.9%
Pemegang Saham Lainnya
(Kepemilikan Dibawah 5%)
Other Shareholders (Ownership
Interest Below 5%)
85.1%
OCBC Overseas Investment Pte. Ltd. (OOI)
Profil Pemegang Saham Pengendali: OCBC Bank Profile of Ultimate Shareholders: OCBC Bank
Sejak tahun 2005, OCBC Overseas Investments Pte. Ltd. Since 2005, OCBC Overseas Investment Pte. Ltd. as a
yang merupakan anak perusahaan dari Oversea-Chinese subsidiary of Oversea-Chinese Banking Corporation
Banking Corporation Limited (OCBC Bank) telah menjadi Limited (OCBC Bank) has become the controlling
pemegang saham mayoritas, dengan kepemilikan per shareholders, with ownership as at end of 2014 of 85.1%.
akhir tahun 2014 sebesar 85,1%. Selanjutnya, OCBC Moreover, OCBC Bank as the ultimate shareholder
Bank sebagai pemegang saham pengendali senantiasa constantly provides strong support to Bank OCBC NISP.
memberikan dukungan penuh kepada Bank OCBC NISP.
OCBC Bank merupakan bank tertua di Singapura yang OCBC Bank is the longest established Singapore bank,
terbentuk pada tahun 1932 dari penggabungan tiga formed in 1932 through the amalgamation of three
bank lokal, di mana bank yang tertua telah berdiri sejak local banks, the oldest of which was founded in 1912.
tahun 1912. Saat ini OCBC Bank dikenal sebagai penyedia It is the second largest financial services group in
jasa keuangan kedua terbesar di Singapura berdasarkan Singapore by assets, with total assets of S$401 billion
jumlah aset, dengan total aset sebesar S$401 miliar as of December 31, 2014. OCBC is listed on the SGX-ST,
pada tanggal 31 Desember 2014. OCBC tercatat pada and is one of the largest listed companies in Singapore
SGX-ST, dan merupakan salah satu perusahaan publik by market capitalization. Its market capitalization was
terbesar di Singapura berdasarkan kapitalisasi pasar. approximately S$42 billion as of December 31, 2014,
Jumlah kapitalisasi pasar OCBC mencapai S$42 miliar based on the closing price of its ordinary shares. OCBC
pada tanggal 31 Desember 2014, berdasarkan harga Bank is one of the world’s most highly-rated banks, with
penutupan saham biasa perusahaan. OCBC Bank an Aa1 rating from Moody’s. Recognised for its financial
merupakan salah satu bank dengan peringkat tertinggi strength and stability, OCBC Bank is consistently ranked
OCBC NISP in Brief

From Management
di dunia, memiliki peringkat Aa1 dari Moody’s. Diakui among the world’s strongest and safest banks by leading
akan stabilitas dan keuangannya yang kuat, OCBC Bank market research firms and publications.
secara konsisten selalu disejajarkan dengan bank-bank
Business Review
dunia yang teraman dan terkuat oleh kantor peneliti
pasar dan publikasi ternama.
OCBC Bank adalah grup perbankan yang menawarkan OCBC Bank is a universal banking group offering a
beragam jasa keuangan, termasuk pengumpulan dana comprehensive range of financial services, including
pihak ketiga, pinjaman korporasi dan pribadi, pembiayaan deposit-taking, corporate, enterprise and personal
perdagangan internasional, investment banking, private lending, international trade financing, investment
banking, tresuri, perantara perdagangan efek, asuransi, banking, private banking, treasury, stockbroking,
kartu kredit, cash management, asset management dan insurance, credit cards, cash management, asset
jasa keuangan serta layanan terkait lainnya. management and other financial and related services.
Financial Review
OCBC Bank mempekerjakan lebih dari 29.000 karyawan It employs more than 29,000 staff globally. OCBC Bank
secara global, dan memiliki operasional di 18 negara has banking operations in 18 countries and territories
dan kawasan, termasuk Singapura, Malaysia, Indonesia, including Singapore, Malaysia, Indonesia, China, Hong
China, Hong Kong, Makau, Taiwan, Thailand, Brunei, Kong SAR, Macau, Taiwan, Thailand, Brunei, South Korea,
Korea Selatan, Jepang, Australia, Inggris, dan Amerika Japan, Australia, the United Kingdom, and the United
Serikat. Pasar utama grup OCBC Bank adalah Singapura, States. OCBC Bank’s key markets are Singapore, Malaysia,
Malaysia, Indonesia, dan China. Pada 31 Desember 2014, Indonesia, and Greater China. As of December 31, 2014,
OCBC Bank telah memiliki jaringan global meliputi lebih OCBC Bank had a global network of over 630 branches
dari 630 kantor cabang dan perwakilan, termasuk 56 and representative offices, including 56 branches
cabang di Singapura, 41 cabang di Malaysia, 337 kantor di in Singapore, 41 branches in Malaysia, 337 offices in
Indonesia, dan 120 kantor cabang dan cabang pembantu Indonesia, and 120 branches and offices across Greater
Corporate Data
di China. China.
Layanan keuangan lainnya dari OCBC Bank, seperti OCBC Bank’s other financial services, such as insurance,
asuransi, private banking, asset management dan private banking, asset management and stockbroking,
perantara perdagangan efek, dilakukan melalui anak are conducted mainly through its subsidiaries. Its
perusahaan, Great Eastern Holdings Limited, yang 87.2%-owned insurance subsidiary, Great Eastern
dimiliki sahamnya sebesar 87,2%, tercatat di SGX-ST Holdings Limited, which is listed on the SGX-ST, is the
dan merupakan perusahaan asuransi jiwa tertua dan oldest and most established life insurance group in
terdepan di Singapura dan Malaysia. Anak perusahaan Singapore and Malaysia. Great Eastern Holdings’ asset
Great Eastern Holdings di bidang asset management, management subsidiary, Lion Global Investors, is one of
Lion Global Investors, adalah salah satu perusahaan the largest asset management companies in Southeast
asset management terbesar di Asia Tenggara pada Asia as of December 31, 2014. In January 2010, OCBC
31 Desember 2014. Di bulan Januari 2010, OCBC Bank Bank completed the acquisition of ING Asia Private Bank
mengakuisisi ING Asia Private Bank Limited (“IAPB”), Limited (“IAPB”), which was combined with OCBC Bank’s
yang kemudian digabungkan ke dalam bisnis private private banking operations, and the merged business
banking OCBC Bank, dan selanjutnya operasional hasil was rebranded as Bank of Singapore. Bank of Singapore
merger tersebut dinamakan Bank of Singapore. Bank of had assets under management of US$51 billion as of
Singapore memiliki total dana kelolaan sebesar US$51 December 31, 2014.
miliar pada 31 Desember 2014.
Dukungan bagi Bank OCBC NISP Support for Bank OCBC NISP
OCBC Bank terus mendukung Bank OCBC NISP dalam OCBC Bank continues to support Bank OCBC NISP in
mengembangkan produk-produknya dan membagi broadening its product suite and by sharing of expertise
pengalaman di berbagai bidang, termasuk manajemen in all fronts, including such areas as product management,
produk, pemasaran, branding, channel delivery, marketing, branding, channel delivery, risk management,
manajemen risiko, audit, teknologi informasi serta audit, information technology and operational platforms
platform dan proses operasional. and processes.
Banyak kemajuan penting yang telah diraih selama Several milestones have been achieved over the years
ini berkat kolaborasi erat antara OCBC Bank dan Bank through the close collaboration between OCBC Bank
OCBC NISP, termasuk kerjasama ATM di Singapura dan and Bank OCBC NISP, including: a joint ATM link-up in
Indonesia; peluncuran versi lokal dari layanan platform Singapore and Indonesia; the launch of a local version
cash management unggulan OCBC Bank yaitu Velocity@ of OCBC Bank’s award winning Velocity@ocbc cash
ocbc oleh Bank OCBC NISP; penawaran berbagai pilihan management platform at Bank OCBC NISP; offering
produk dan layanan syariah di Indonesia dengan sharia-compliant products and services in Indonesia
dukungan dari OCBC Bank Al-Amin Malaysia; peluncuran with support from OCBC Bank Al-Amin Malaysia; roll-
platform layanan wealth management yang lengkap out of a comprehensive consumer wealth management
untuk nasabah konsumer, termasuk pendistribusian platform, including distribution of Great Eastern Life
produk Great Eastern Life melalui kantor Bank OCBC products through Bank OCBC NISP’s office network;
NISP; peluncuran layanan Premier Banking dan kartu launch of Premier Banking services and credit card
kredit; serta adaptasi model bisnis OCBC Bank yang products; and adoption of OCBC Bank’s successful
sukses di segmen usaha kecil dengan penekanan pada business model for small emerging enterprises with an
proses yang efisien serta produk dan layanan yang emphasis on efficient processes and simple, quick and
sederhana, cepat dan mudah bagi nasabah. Dalam convenient products and services. To help nurture a
rangka membangun budaya service excellence, OCBC service excellence culture, OCBC Bank has also rolled out
Bank juga telah meluncurkan program customer its customer engagement and quality training programs
engagement dan pelatihan berkualitas bagi staf Bank to Bank OCBC NISP staff. Various staff of Bank OCBC
OCBC NISP. Sejumlah karyawan Bank OCBC NISP juga NISP have also benefited from the staff attachment
telah mendapat manfaat dari program staff attachment program at OCBC Bank. OCBC Bank also lends support
di OCBC Bank. OCBC Bank juga memberikan dukungan and guidance through its representation on Bank OCBC
dan pengarahan melalui perwakilannya di Dewan NISP’s Board of Commissioners (Samuel Tsien - CEO and
Komisaris Bank OCBC NISP (Samuel Tsien - CEO dan Lai Lai Teck Poh - Director).
Teck Poh - Direktur).
OCBC NISP in Brief

SAMBUTAN CEO OCBC BANK
Message from OCBC Bank's CEO
From Management
Business Review
Kinerja Bank yang sangat baik pada tahun Samuel Nag Tsien
Group CEO OCBC Bank - Singapura
2014 tidak mungkin tercapai tanpa dukungan, Group CEO OCBC Bank - Singapore
kepercayaan dan komitmen yang kuat dari seluruh

Financial Review
stakeholders. Kami bangga atas berbagai prestasi

yang telah diraih oleh Bank OCBC NISP serta
kontribusinya kepada OCBC Group.
The Bank’s performance in 2014 could not have been
achieved without strong support, trust and commitment
from all stakeholders. We are proud of Bank OCBC NISP’s
achievements and its contributions to the OCBC Group.
Corporate Data
34 OCBC NISP Laporan Tahunan 2014 OCBC NISP 2014 Annual Report 34
Pemegang saham yang terhormat, Dear respected shareholders,
Ijinkan saya untuk terlebih dahulu mengucapkan selamat Let me begin by first congratulating Bank OCBC
kepada Bank OCBC NISP atas pencapaian prestasi kinerja NISP for achieving another year of record results. Its
yang terbaik selama satu tahun ini. Kinerja tersebut strong performance was driven by its commitment to
didorong oleh komitmen pada pertumbuhan bisnis yang sustainable business growth, which was supported by a
berkelanjutan, dengan dukungan posisi likuiditas yang strong liquidity position, robust capital ratios and sound
kuat, rasio modal yang sehat dan kualitas aset yang asset quality. In 2014, Bank OCBC NISP maintained its
baik. Pada tahun 2014, Bank OCBC NISP telah berhasil AAA national credit rating from Fitch Ratings Indonesia
mempertahankan peringkat kredit AAA dari Fitch and Pefindo, making it one of the most highly rated
Ratings Indonesia dan Pefindo, sehingga Bank OCBC NISP banks in Indonesia.
menjadi salah satu bank dengan peringkat tertinggi di
Indonesia.
Bank OCBC NISP terus menekankan pelaksanaan tata Bank OCBC NISP continued to place great emphasis on
kelola perusahaan yang baik, dan pencapaian ini telah strong corporate governance practices, which led to
menjadi dasar terpilihnya Bank OCBC NISP untuk Bank OCBC NISP being honoured with many prestigious
menerima berbagai penghargaan bergengsi di bidang corporate governance awards. It is also gratifying to see
tata kelola perusahaan. Sangat membanggakan juga Bank OCBC NISP’s solid commitment to corporate social
bagi kami untuk melihat komitmen Bank OCBC NISP responsibilities to deliver real benefits for the community.
terhadap pelaksanaan tanggung jawab sosial dalam
rangka menghadirkan beragam manfaat yang nyata bagi
masyarakat.
Dengan bahagia saya sampaikan bahwa tahun 2014 juga I am pleased to share with you that 2014 was also
merupakan tahun yang signifikan bagi OCBC Group. a significant year for OCBC Group. We achieved
Kami telah mencetak hasil pendapatan terbaik serta record earnings, strengthened our balance sheet
memperkuat neraca dan mempertahankan peringkat and maintained our strong credit ratings. We further
kredit. Langkah besar juga diraih dalam mewujudkan advanced our strategic agenda of deepening our
rencana strategis untuk meningkatkan keberadaan presence in key markets, particularly in Greater China,
bisnis kami di pasar-pasar utama, khususnya Cina, when we made our largest acquisition to date with the
melalui transaksi akuisisi terbesar kami hingga saat ini, acquisition of Hong Kong-listed Wing Hang Bank. We are
yaitu mengambil alih Wing Hang Bank yang sahamnya now better positioned to seize in-market opportunities
terdaftar di bursa Hong Kong. Saat ini kami berada dalam and at the same time extend our reach and capabilities
posisi yang baik untuk memanfaatkan berbagai peluang to capture the fast growing trade, capital, investment
di internal pasar, sekaligus memperluas jangkauan dan and wealth flows between North and Southeast Asia –
kemampuan kami untuk lebih berperan dalam aktivitas including Indonesia, which is one of the OCBC Group’s
perdagangan, permodalan, investasi dan kekayaan yang four core markets.
terus berkembang antara kawasan Asia Utara dan Asia
Tenggara - termasuk Indonesia, yang merupakan salah
satu dari empat target pasar utama bagi OCBC Group.
Bank OCBC NISP berkontribusi terhadap kinerja OCBC Bank OCBC NISP contributed to OCBC Group’s strong
Group yang kuat di tahun 2014. Sepanjang tahun, Bank 2014 performance. During the year, it also maintained
juga menjalin kemitraan yang kokoh dengan Great its strong partnership with Great Eastern Holdings
Eastern Holdings untuk ekspansi penawaran produk to increase its range of bancassurance products and
bancassurance serta berkolaborasi erat dengan OCBC closely collaborated with the OCBC Group to support
Group untuk melayani nasabah lintas negara. OCBC cross-border customers. OCBC Bank continued to work
Bank terus mendukung kerjasama dengan Bank together with Bank OCBC NISP in many areas, including
OCBC NISP, diantaranya di bidang manajemen produk, product management, branding, audit, information
branding, audit, teknologi informasi dan operasional. technology and operations.
OCBC NISP in Brief

Jaringan OCBC Group yang semakin diperluas OCBC Group’s expanded network now offers customers
memberikan kemudahan akses bagi nasabah di lebih dari convenient access to over 630 branches and offices
630 cabang dan kantor yang tersebar di 18 negara dan spanning 18 countries and territories. With our
wilayah. Dengan menggabungkan keunggulan cakupan compelling mix of a wide geographical coverage, a broad
From Management
geografis yang luas, pilihan produk dan jasa perbankan suite of products and services as well as an embedded
yang beragam serta budaya yang fokus pada prinsip culture of prudent risk taking, we are firmly positioned
kehati-hatian dalam pengambilan risiko, kami telah to deliver sustained long-term value to our shareholders,
berada dalam posisi yang strategis untuk menciptakan customers and employees.
nilai tambah yang berkelanjutan bagi para pemegang
saham, pelanggan dan karyawan.
Pada kesempatan ini, saya ingin sekali lagi mengucapkan On this occasion, I would once again thank all customers
terima kasih kepada seluruh nasabah dan pemegang and shareholders of Bank OCBC NISP for your steadfast
saham Bank OCBC NISP atas dukungan dan loyalitas support and loyalty. My heartfelt appreciation goes

mereka. Penghargaan yang tulus juga saya sampaikan to the members of the Board of Commissioners, Board
kepada anggota Dewan Komisaris, Direksi, manajemen of Directors, management and all employees for their
dan seluruh karyawan atas dedikasi dan komitmen dedicated efforts and commitment in making this a very
mereka untuk membuat tahun ini sangat positif bagi positive year for Bank OCBC NISP.
Bank OCBC NISP.
Salam Hangat,
Warmest Regards,
Business Review
Samuel Nag Tsien
Group CEO OCBC Bank - Singapura
Group CEO OCBC Bank - Singapore
Financial Review
Corporate Data
STRATEGI 2014-2015
2014-2015 Strategy
Bank OCBC NISP berhasil meminimalisir dampak gejolak Bank OCBC NISP managed to minimize the impact
makro ekonomi yang terjadi sekaligus membukukan of macroeconomic fluctuation and book positive
kinerja positif tahun 2014, antara lain berkat fokus kami performance in 2014, as a result of, among others, the
pada praktik-praktik perbankan yang sehat dan strategi Bank’s consistent focus on sound banking practices and
jangka panjang yang tepat secara konsisten: appropriate long term strategies:
(i) Fokus pada peningkatan pendapatan portfolio (i) Focusing on portfolio income increase of Business
segmen Business Banking, Consumer Banking dan Banking, Consumer Banking, and Treasury
Tresuri. segments.
Pertumbuhan kredit tersebut tetap difokuskan Credit growth was still focussed on retail sector.
pada sektor retail. Bank OCBC NISP tetap menjaga Bank OCBC NISP extended credit strictly under the
penyaluran kredit yang dilakukan berdasarkan principle of prudence as reflected by its consistently
prinsip kehati-hatian seperti tercermin dari rasio lower than industry Non Performing Loan.
Non Performing Loan yang secara konsisten berada
dibawah ketentuan industri.
(ii) Fokus pada peningkatan Giro dan Tabungan secara (ii) Consistently focusing on the increase in current
berkesinambungan. accounts and savings accounts.
Hal ini dilakukan antara lain dengan This effort is done, among others by developing
mengembangkan beragam fitur dari produk various features of innovative products for different
inovatif yang diperuntukan bagi segmen pasar market segments.
yang berbeda-beda.
(iii) Meningkatkan produktivitas dan efisiensi. (iii) Increasing productivity and efficiency
Hal ini merupakan upaya untuk memperbaiki rasio This is as part of our effort to improve the Cost
Cost-to-Income secara bertahap. Langkah-langkah to Income ratio overtime. The measures included
termasuk meningkatkan pendapatan bunga juga increasing interest income accompanied by
akan diiringi dengan menentukan pricing yang optimal pricing and increasing fee-based-income
optimal dan meningkatkan kontribusi fee based contribution. Efficiency in operating costs was
income. Efisiensi biaya operasional juga akan terus continuously done by optimizing the performance
dilakukan dengan mengoptimalkan kinerja jaringan of branch offices and ATM networks, improving
kantor cabang dan ATM, mengeksekusi process processes, and increasing the economies of scale of
improvement dan meningkatkan economies of any expenditure.
scale dari setiap pengeluaran biaya.
(iv) Meningkatkan produktivitas jaringan kantor (iv) Increasing productivity of branch office networks as
cabang sebagai saluran penjualan dan layanan bank sales and service channels.
perbankan. Increasing the value of branch office networks by
Meningkatkan nilai dari jaringan kantor cabang boosting optimization of branch office services to
dengan mendorong optimalisasi layanan kantor serve existing customers and win new customers,
cabang guna melayani nasabah yang ada, including expanding more effective cross-selling
mendapatkan nasabah baru, termasuk memperluas activities.
aktivitas cross selling yang lebih efektif.
(v) Mengembangkan kerangka manajemen risiko (v) Developing a sustainable risk management
secara berkesinambungan guna menciptakan framework to create a harmonious synergy.
sinergi yang harmonis. Developing risk management system to build
OCBC NISP in Brief

Mengembangkan sistem manajemen risiko dalam risk analysis capability for risk management
rangka membangun kapabilitas analisis risiko process, which supported more efficient and
untuk proses manajemen risiko yang menyokong effective business dynamics, including timely Basel
dinamika bisnis secara lebih efisien dan efektif; implementation.
From Management
termasuk tepat waktu sesuai dengan kerangka
implementasi Basel.
(vi) Mendorong inisiatif-inisiatif upaya perbaikan (vi) Encouraging improvement initiatives in a
secara terus menerus guna mencapai operational continuous manner to achieve operational
excellence. excellence.
Mendorong perbaikan efektivitas proses dan tata Encouraging improved effectiveness of operational
kelola operasional dan optimalisasi teknologi processes and implementation of good governance,
informasi secara berkesinambungan guna as well as optimizing information technology in
menjamin tingkat andalan dari layanan yang a sustainable manner to ensure high degree of
diberikan kepada nasabah. reliability in services provided for customers.

(vii) Memperkuat budaya korporasi Bank OCBC NISP. (vii) Strengthening the corporate culture of Bank OCBC
Secara berkelanjutan Bank OCBC NISP akan terus NISP.
memperkuat budaya kerja perusahaan melalui Bank OCBC NISP continuously strengthened its
corporate values yang berdasarkan nilai-nilai utama corporate culture by applying corporate values
dan performance based culture yang merupakan based on main values and performance-based
pondasi strategis untuk pertumbuhan perusahaan culture as the strategic foundation for the
dalam jangka panjang. company’s growth in the long run.
(viii) Menyelaraskan organisasi untuk menjadi lebih (viii) Aligning the organization to be a customer-focused
fokus kepada kebutuhan customer (Customer Focus organization.
Organization). This includes aligning the strategies, organizational
Antara lain dengan menyelaraskan strategi, fungsi functions, work processes, corporate resources and
organisasi, proses kerja, sumber daya dan budaya culture to focus on customer experience creation
korporasi untuk fokus pada proses kreasi customer process which will build customer loyalty.
Business Review
experience yang menciptakan loyalitas nasabah.
Inisiatif di tahun 2015 2015 Strategic Programs and Initiatives

Beberapa fokus strategi dalam upaya mencapai target- Below are the actions to be prioritized by the Bank to
target yang lebih baik di tahun 2015 adalah: achieve higher targets in 2015:
1. Melanjutkan fokus pada peningkatan pendapatan di 1. Continue to focus on income increase in all business
seluruh segmen usaha dan pertumbuhan bisnis yang segments and sustainable business growth.
berkesinambungan. 2. Continue to increase Current Account and Saving
2. Melanjutkan meningkatkan pertumbuhan Giro dan Account growth in a sustainable manner.
Tabungan secara berkesinambungan. 3. Continue to fix overall efficiency by reducing the Cost
Financial Review
3. Melanjutkan memperbaiki efisiensi melalui to Income Ratio.

penurunan Cost to Income Ratio. 4. Continue to increase productivity of branch office
4. Melanjutkan meningkatkan produktivitas jaringan networks.
kantor cabang. 5. Continue to increase harmonious synergy through
5. Melanjutkan meningkatkan sinergi yang harmonis risk management framework improvement.
melalui perbaikan kerangka manajemen risiko. 6. Continue to increase operational excellence to
6. Melanjutkan meningkatkan operational excellence enable the bank to become the bank of choice for the
agar dapat menjadi “bank of choice” bagi nasabah. customers.
7. Melanjutkan memperkuat budaya korporasi Bank 7. Continue to strengthen the corporate culture of Bank
OCBC NISP dan mengembangkan organisasi untuk OCBC NISP and develop the organization to become
menjadi “employer of choice” bagi karyawan. the employer of choice for employees.
Corporate Data
8. Menjalankan three lines of defense dalam 8. Implement three lines of defense in risk management
manajemen risiko secara efektif dan konsisten. in an effective and consistent manner.
SAMBUTAN PRESIDEN KOMISARIS

Report from The Chairman
Bank OCBC NISP senantiasa Pramukti Surjaudaja

Presiden Komisaris
berkomitmen untuk menerapkan Chairman
praktek-praktek bisnis yang sehat
dalam menjaga kualitas dan kinerja
yang sangat baik secara berkelanjutan.
Bank OCBC NISP is committed to implement
sound business practices to maintain a
sustainable fine quality and performance.
OCBC NISP in Brief

Pemegang saham yang terhormat, Dear valued shareholders,
Perekonomian Indonesia menghadapi sejumlah Indonesia was confronted with a number of economic
tantangan pada tahun 2014. Pertumbuhan ekonomi challenges in 2014. Indonesia’s economic growth in
From Management
Indonesia pada tahun 2014 tercatat sebesar 5,0% (yoy), 2014 is recorded at 5.0% (yoy), slower than that of 2013,
atau lebih lambat dibandingkan dengan pertumbuhan which stood at 5.8% (yoy). This slower rate of growth was
ekonomi pada akhir tahun 2013 sebesar 5,8% (yoy), primarily triggered by the slowdown of all components,
terutama diakibatkan oleh melambatnya seluruh such as household consumption, government
komponen sumber pertumbuhan yaitu konsumsi rumah consumption as well as budget efficiency programs, and
tangga, konsumsi pemerintah seiring dengan program decreased national export performance due to falling
penghematan anggaran, serta penurunan kinerja global demand and commodity prices.
ekspor nasional akibat turunnya permintaan dan harga
komoditas global.

Kondisi makro ekonomi mempengaruhi ekspansi bisnis Macroeconomic conditions effected banking business
perbankan selama tahun 2014. Salah satu tantangan expansion in 2014. One of the main challenges was
utama adalah likuiditas, yang mana selain rasio liquidity, with high loan to deposit ratio (LDR) as well as
perbandingan jumlah dana dan pinjaman (LDR) yang the growth in Third Party Funds (TPF) and Credit as of
tinggi, pertumbuhan Dana Pihak Ketiga (DPK) dan the end of 2014 dropped to 12.3% (yoy) and 11.6% (yoy)
Kredit sampai dengan akhir tahun 2014 mengalami respectively, compared to 21.6% (yoy) and 13.6% (yoy)
perlambatan masing-masing menjadi sebesar 12,3% (yoy) in the previous year. Meanwhile, Non Performing Loans
dan 11,6% (yoy) dibandingkan 21,6% (yoy) dan 13,6% (yoy) (NPL) rose to 2.2% as of December 2014, compared to 1.8%
pada tahun sebelumnya. Sementara itu, dari sisi kredit in the previous year. Such conditions caused most banks
bermasalah (non performing loan/NPL) terlihat terjadi to limit credit expansion to ensure liquidity and maintain
peningkatan menjadi 2,2% pada akhir bulan Desember their respective asset quality.
2014, dibandingkan 1,8% pada tahun sebelumnya.
Hal-hal tersebut mendorong bank-bank untuk mulai
Business Review
mengurangi ekspansi kredit guna menjaga stabilitas
likuiditas dan kualitas aset masing-masing bank.
Kinerja Manajemen Management Performance
Dewan Komisaris memberikan apresiasi kepada Direksi The Board of Commissioners expresses its appreciation to
atas upaya-upaya yang dijalankan dengan prinsip the Board of Directors for duly managing the Company’s
kehati-hatian guna mencapai kinerja baik pada tahun business affairs under the principle of prudence to achieve
2014, yang tercermin dari keberhasilan Bank OCBC favorable performance in 2014. It can be seen from Bank
NISP mempertahankan tingkat kesehatannya sekaligus OCBC NISP’s success in maintaining the soundness of its
meningkatkan kinerja. business and improving overall performance.
Financial Review
Terlepas dari berbagai tantangan yang ada dan Despite the existing challenge and supported by new
dengan adanya penambahan modal baru, Bank OCBC additional equity, Bank OCBC NISP managed to record
NISP berhasil membukukan laba bersih sebesar a net income of Rp 1.3 trillion in 2014, or equal to an
Rp 1,3 triliun pada tahun 2014 atau meningkat sebesar increase of 16.6%, compared to Rp 1.1 trillion in 2013. The
16,6% dibandingkan Rp 1,1 triliun pada tahun 2013. ROA ratio was relatively stable at 1.8% in 2014 compared
Rasio ROA relatif stabil sebesar 1,8% pada tahun 2014 to the previous year. Meanwhile, the ROE ratio decreased
dibandingkan tahun sebelumnya. Sedangkan rasio ROE to 9.7% in 2014 from 11.9% in the previous year, primarily
turun menjadi 9,7% pada tahun 2014 dari 11,9% pada due to the increase in equity in 2013 from the Limited
tahun sebelumnya, terutama di dorong oleh kenaikan Public Offering VII in the amount of Rp 3.5 trillion.
ekuitas di tahun 2013 sehubungan dengan pelaksanaan
Corporate Data
Penawaran Umum Terbatas VII sebesar Rp 3,5 triliun.

Realisasi penyaluran kredit yang mencapai Rp 68 triliun Total lending reached Rp 68 trillion at the end of 2014
pada akhir tahun 2014 atau meningkat sebesar 6,9% or equal to an increase of 6.9% (yoy), still below the
(yoy) masih lebih rendah dari target yang ditetapkan. set target. BOC supported BOD prudent decision not
Dewan Komisaris mendukung keputusan kehati-hatian to push it as macro economic was weakening, liquidity
BOD untuk tidak memaksakan pertumbuhan ini karena remain tight and presidential election was uncertained.
ekonomi makro melemah, likuiditas yang masih ketat In relation to credit quality, gross non-performing loans
dan adanya ketidakpastian dalam pemilihan Presiden. (NPL) increased to 1.3% at the end of 2014 from 0.7% in
Terkait dengan kualitas kredit, rasio kredit bermasalah 2013. In this case, the Board of Commissioners expect the
bruto (Gross Non Performing Loan/ NPL) sebesar 1,3% problem loan to be solved.
pada akhir tahun 2014 atau naik dibandingkan dengan
posisi akhir tahun 2013 sebesar 0,7%. Dalam hal ini,
Dewan Komisaris mengharapkan upaya manajemen
untuk menyelesaikan permasalahan kredit tersebut
secepat mungkin.
Dana pihak ketiga tumbuh sebesar 5,6% (yoy) mencapai Third Party Funds grew by 5.6% (yoy) to reach Rp 73 trillion
Rp 73 triliun pada akhir tahun 2014. Belum tercapainya at the end of 2014. Failure to meet the target of third party
target dana pihak ketiga terutama disebabkan oleh funds was particularly due to short fall to achieve the
belum tercapainya target giro dan tabungan disamping target of current accounts and savings accounts related
efek persaingan tingkat suku bunga yang ketat di antara to the tight competition in interest rates between banks
bank-bank dan perbedaan bunga giro, tabungan dan and a significant widening gap of interest rates between
deposito berjangka yang demikian besar. current accounts, savings accounts and time deposit.
Di sisi kecukupan modal, rasio CAR yang mencapai 18,7% On the capital adequacy side, the Bank reached the CAR
pada akhir tahun 2014, yang mana jauh lebih tinggi of 18.7% at the end of 2014, which is significantlyhigher
dari target yang telah ditetapkan maupun ketentuan than the set target and the minimum capital adequacy
rasio kecukupan modal minimum Bank OCBC NISP yang ratio for Bank OCBC NISP as required by Bank Indonesia,
ditetapkan oleh Bank Indonesia, yaitu 9% sampai dengan namely from 9% to below 10%.
dibawah 10%.
Komite Pendukung Kegiatan Dewan Komisaris Board Committees in Supporting Board of

Commissioners Function
Dalam rangka penerapan Good Corporate Governance, For the implementation of Good Corporate Governance,
Dewan Komisaris dengan dibantu oleh Komite Audit, the Board of Commissioners is assisted by the Audit
Komite Pemantau Risiko, dan Komite Nominasi dan Committee, Risk Monitoring Committee, as well as
Remunerasi aktif dalam memantau dan mengawasi Nomination and Remuneration Committee. Active in
perkembangan Bank OCBC NISP serta kinerja Direksi monitoring and supervising the development of Bank
guna memastikan perkembangan Bank sesuai dengan OCBC NISP, the performance of the Board of Directors to
tujuan yang telah ditetapkan dan sesuai peraturan ensure that the Bank’s business activities are in line with
perundang-undangan yang berlaku. Selama tahun the set objectives and according to the applicable laws
2014, komite-komite yang bertanggung jawab kepada and regulations. Throughout 2014, all the committees
Dewan Komisaris telah melaksanakan fungsinya dengan responsible to the Board of Commissioners have
memuaskan. satisfactorily implemented their functions.
Komite Audit telah melakukan peninjauan dan The Audit Committee has conducted effective review and
pemantauan yang efektif menyangkut aspek monitoring over issues of transparency, accountability,
transparansi, akuntabilitas serta kepatuhan. Diantaranya and compliance. The Committee also ensured that
meyakinkan terselenggaranya proses pelaporan the financial statements were prepared in accordance
keuangan sesuai dengan prinsip akuntansi yang with the generally applicable accounting principles,
berlaku umum, melakukan review dan evaluasi untuk conducted review and evaluation to ensure independent
OCBC NISP in Brief

meyakinkan terselenggaranya proses audit internal dan and objective audit processes, whether internal and
eksternal yang independen dan objektif, membahas external, held discussions on internal control sufficiency,
kecukupan pengendalian intern, terselenggaranya and sound corporate governance practices.
praktik tata kelola perusahaan yang sehat.
From Management
Komite Pemantau Risiko telah berkontribusi melakukan The Risk Monitoring Committee has played a part in
pemantauan atas terselenggaranya manajemen risiko monitoring the implementation of an independent
yang independen dalam identifikasi, pengukuran, risk management in an integrated risk identification,
dan pengendalian risiko secara terintegrasi, serta measurement, and control. They have also reviewed
melakukan review atas kebijakan manajemen risiko yang risk management policies to support an effective risk
mendukung implementasi sistem manajemen risiko management system implementation.
yang efektif.
Komite Nominasi dan Remunerasi telah memberikan The Nomination and Remuneration Committee has

kontribusi penting dalam terselenggaranya evaluasi dan played importent part in the evaluation and selection of
seleksi sumber daya manusia yang memiliki kapabilitas human resources with capability fit for the Bank’s need
sesuai kebutuhan Bank, serta terselenggaranya sistem as well as implementation of performance-based and
remunerasi yang transparan dan berbasis kinerja. transparent remuneration system.
Tata Kelola Perusahaan yang Baik Good Corporate Governance

Pemantauan terhadap tata kelola perusahaan yang baik Good Corporate Governance monitoring was conducted
dilakukan secara menyeluruh dan strategis, dimana in comprehensive overall and strategic manner, where all
setiap komite memberikan banyak masukan bagi committees gave their feedback on quality improvement
peningkatan kualitas Bank OCBC NISP sesuai lingkupnya of Bank OCBC NISP according to their scope. The main
masing-masing. Bidang utama yang menjadi fokus focus of the committees included internal and external
komite-komite meliputi audit internal dan eksternal, audit, risk management, preparation of financial
manajemen risiko, pelaporan keuangan dan transparansi, statements disclosure and transparency, human
Business Review
pengelolaan sumber daya manusia dan praktik tata resources management, and Good Corporate Governance
kelola perusahaan yang sehat. implementation.
Pengawasan Dewan Komisaris terhadap pelaksanaan The Board of Commissioners supervised the performance
tugas dan tanggung jawab Direksi dilaksanakan of duties and responsibilities of the Board of Directors
sesuai dengan ketentuan yang berlaku melalui Rapat in accordance with the applicable provisions through
Dewan Komisaris dengan Direksi setiap triwulan. quarterly meetings between the Board of Commissioners
Komisaris mengarahkan, memantau, dan mengevaluasi and the Board of Directors. The Board of Commissioners
pelaksanaan kebijakan strategis Bank pada Rapat directed, monitored, and evaluated the implementation
Dewan Komisaris dengan Direksi. Dewan Komisaris of the Bank’s strategic policies in the relevant meetings.
juga melakukan rapat bulanan terbatas meliputi The Board of Commissioners also convened monthly
Financial Review
berbagai bidang sesuai dengan kebutuhan dan kondisi meetings on selected fields according to the needs and
pencapaian rencana kerja maupun perihal penting condition of work plan achievement and other important
lainnya. Di samping itu, Dewan Komisaris bersama matters. In addition, the Board of Commissioners and the
dengan Direksi juga melakukan beberapa kunjungan Board of Directors made direct visits to branch offices
langsung ke kantor cabang dengan tujuan untuk to discuss Good Corporate Governance implementation
berdiskusi dengan pimpinan dan karyawan di kantor with the branch heads and employees, obtained
cabang tentang penerapan tata kelola perusahaan yang information on the latest development of field condition,
baik, memperoleh informasi mengenai kondisi terkini and listened to constructive feedback from the branch
di lapangan, serta mendengarkan berbagai masukan offices.
konstruktif dari kantor cabang.
Corporate Data
Sehubungan dengan kewajiban Bank untuk melakukan In connection with the Bank’s obligation to make
penilaian sendiri (self-assessment) tingkat kesehatan self-assessment of the bank soundness level through
bank dengan menggunakan pendekatan risiko Risk Based Bank Rating (RBBR) including Good
(Risk Based Bank Rating/RBBR) mencakup penilaian Corporate Governance evaluation, the Bank has made
faktor Good Corporate Governance (GCG), Bank telah self-assessments of Good Corporate Governance
melakukan penilaian sendiri terhadap penerapan tata implementation from January to June 2014 and from
kelola perusahaan yang baik untuk periode Januari-Juni July to December 2014, in accordance with BI Circular No.
2014 dan periode Juli-Desember 2014 yang disesuaikan 15/15/DPNP dated 29 April 2013 on the Implementation
dengan SEBI No. 15/15/DPNP tanggal 29 April 2013 of Good Corporate Governance for Commercial Banks. As
tentang Pelaksanaan Good Corporate Governance of 31 December 2014, self-assessment for each risk-based
bagi Bank Umum. Untuk posisi 31 Desember 2014, self- aspect of bank soundness level has a composite rating
assessment masing-masing aspek tingkat kesehatan of 2, reflecting a generally sound Bank based on Low to
bank berdasarkan risiko memiliki peringkat komposit Moderate Bank Risk Profile, satisfactory Good Corporate
2, yang mencerminkan kondisi Bank yang secara umum Governance implementation, bank’s performance in
sehat, atas dasar peringkat Profil Risiko Bank yang Low earning adequate profit, potential profit, and sufficient
to Moderate, Penerapan Good Corporate Governance capital adequacy and quality.
yang baik, kinerja bank dalam menghasilkan laba yang
memadai, prospek laba di masa datang serta kualitas
dan kecukupan permodalan yang sangat memadai.
Sebagai pengakuan dari implementasi praktik-praktik In recognition of the bank’s Good Corporate Governance
tata kelola perusahaan yang baik, Bank OCBC NISP practices, the following awards were bestowed on Bank
dianugerahi beberapa penghargaan terkait tata kelola OCBC NISP:
perusahaan yang baik diantaranya: – GCG Award for “The Most Trusted Company” in
– GCG Award “Perusahaan Sangat Terpercaya” di Indonesia based on Corporate Governance Perception
Indonesia berdasarkan Corporate Governance Index from IICG (Indonesian Institute for Corporate
Perception Index dari IICG (The Indonesian Institute Governance) and SWA Magazine.
for Corporate Governance) dan Majalah SWA. – GCG Award for “The Best Responsibility of the
– GCG Award - “Best Responsibility of The Board” Board” from IICD (Indonesian Institute of Corporate
dari IICD (The Indonesian Institute of Corporate Directorship).
Directorship). – Platinum Award 2013 for Vision Award Annual
– LACP (League of American Communication Report Competition from LACP (League of American
Professional) - Platinum Award 2013 Vision Award Communication Professional).
Annual Report Competition. – Second Rank Annual Report Award for category
– Peringkat 2 Annual Report Award Kategori “Private “Private Financial Listed”.
Financial Listed”.
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Memberi nilai dan makna pada kehidupan masyarakat To give value and meaning to the community’s lives is
adalah salah satu alasan utama keberadaan Bank OCBC one of the main reason of Bank OCBC NISP’s existence. It
NISP. Artinya keberadaan Bank OCBC NISP bukan semata- means that the Bank is not aiming solely to gain profit,
mata untuk mencari keuntungan, namun juga untuk but also to bring positive impact to social and economic
menimbulkan dampak positif bagi pengembangan development for the community in the relevant
kehidupan ekonomi dan sosial yang lebih baik bagi operational areas of the Bank.
masyarakat di wilayah operasi.
Kami senantiasa percaya bahwa keterlibatan Bank We always believe that Bank OCBC NISP’s involvement in
OCBC NISP mendukung peningkatan kesejahteraan long term welfare improvement of the community near
jangka panjang komunitas terdekat atau di sekitar or surrounding any Bank OCBC NISP offices should not be
kantor dimanapun Bank OCBC NISP berada tidak terlalu affected by the present economic weakening.
terpengaruh oleh pelemahan perekonomian saat ini.
OCBC NISP in Brief

Fokus kegiatan Corporate Social Responsibility (CSR) pada In 2014, the Bank’s Corporate Social Responsibility (CSR)
tahun 2014 secara spesifik masih ditetapkan pada bidang activities were still focused on education, social, and
pendidikan, sosial dan lingkungan, yang mana dalam environmental issues. The implementation of these
setiap pelaksanaannya senantiasa melibatkan partisipasi activities consistently involved continuous participation
From Management
karyawan dalam jumlah besar secara berkelanjutan. of great numbers employees.
Berbagai kegiatan yang dilakukan Bank OCBC NISP dalam In the field of education, Bank OCBC NISP provided
bidang pendidikan yaitu pemberian bantuan sarana dan facilities and infrastructures to study for underprivileged
prasarana belajar bagi anak-anak yang kurang mampu, children, organized workshops to disseminate the spirit
menyelenggarakan workshop untuk menyebarkan of entrepreneurship and introduced the banking sector,
semangat kewirausahaan sekaligus memperkenalkan as well as providing education on financial management
dunia perbankan, memberikan edukasi pengelolaan for families.
keuangan keluarga.

Untuk bidang sosial kemasyarakatan, Bank OCBC NISP In the social field, Bank OCBC NISP was actively involved
aktif dalam berbagai kegiatan sosial yang difokuskan in a range of social activities focusing on helping to
untuk membantu meningkatkan kesejahteraan improve the welfare of the surrounding community
masyarakat sekitar dan/atau meringankan beban and/or alleviate the burden of disaster victims, such as
masyarakat yang tertimpa musibah seperti memberikan providing assistance for flood, volcanic eruption, and
bantuan pada korban banjir, letusan gunung berapi, forest fire victims, providing free medical examination,
kebakaran hutan, memberikan bantuan pemeriksaan and providing facilities/infrastructures for women to
kesehatan gratis dan pemberian bantuan sarana/ survive the hardship.
prasarana bagi kaum wanita untuk dapat melanjutkan
aktivitas mencari nafkah.
Sementara itu dalam bidang lingkungan hidup, Bank As for the field of environment, Bank OCBC NISP
OCBC NISP bekerja sama dengan organisasi sosial cooperated with social organizations to conduct various
Business Review
melakukan berbagai kegiatan pelestarian lingkungan environmental conservation activities.
hidup.
Pelaksanaan kegiatan Corporate Social Responsibility The Bank’s Corporate Social Responsibility (CSR) programs
(CSR) Bank OCBC NISP selama setahun terakhir telah implementation in the past year was awarded with the
memperoleh penghargaan Social Responsibility Program Social Responsibility Program of The Year (Bronze) from
of The Year (Bronze) dari Asian Banking & Finance Asian Banking & Finance Magazine, Singapore.
Magazine, Singapura.
Keputusan Sehubungan dengan Komposisi Dewan Decisions Related to The Composition of The Board
Komisaris of Commissioners.
Financial Review
Pada tahun 2014, Rapat Umum Pemegang Saham The 2014 Annual General Meeting of Shareholders (AGMS)
Tahunan (RUPST) memutuskan untuk memberhentikan dismissed with respect all Independent Commissioners:
dengan hormat seluruh Komisaris Independen: Peter Peter Eko Sutioso, Roy Athanas Karaoglan, Jusuf Halim,
Eko Sutioso, Roy Athanas Karaoglan, Jusuf Halim, dan and Kwan Chiew Choi effectively upon the closing
Kwan Chiew Choi yang berlaku sejak ditutupnya RUPST of AGMS 2014, and reappoint: Peter Eko Sutioso, Roy
2014, dan mengangkat kembali Peter Eko Sutioso, Roy Athanas Karaoglan, Jusuf Halim, and Kwan Chiew Choi
Athanas Karaoglan, Jusuf Halim, dan Kwan Chiew Choi as Independent Commissioners, valid upon the closing of
sebagai Komisaris Independen, untuk masa jabatan AGMS 2014 until the closing of AGMS 2017. AGMS 2014
sejak ditutupnya RUPST 2014 sampai dengan ditutupnya also approved Pramukti Surjaudaja as Chairman and Lai
RUPST 2017. RUPST juga mengangkat kembali Pramukti Teck Poh (Dua Teck Poh) as Commissioner valid upon the
Surjaudaja sebagai Presiden Komisaris dan Lai Teck Poh closing of AGMS 2014 until the closing of the AGMS 2017.
Corporate Data
(Dua Teck Poh) sebagai Komisaris untuk masa jabatan

sejak ditutupnya RUPST 2014 sampai dengan ditutupnya
RUPST 2017.
Kami percaya kontribusi mereka sebagai anggota We trust that their contributions as members of the
Dewan Komisaris akan sangat berarti dalam mendorong Board of Commissioners are important to support and
pertumbuhan yang berkualitas di Bank OCBC NISP di ensure the quality growth of Bank OCBC NISP for the
tahun-tahun mendatang. coming years.
Prospek Tahun 2015 Prospect of Year 2015
Walau diperkirakan agak lebih baik dari tahun 2014, Despite forecasted to be slightly better than 2014,
perekonomian Indonesia pada tahun 2015 masih tetap Indonesia’s economy in 2015 will still face numbers
menghadapi tantangan dari faktor eksternal dan external and internal challenges, such as persistent
internal seperti ketidakpastian global yang masih global uncertainties that remain unresolved, for example,
belum sepenuhnya selesai, terlebih Cina sebagai the economic slowdown of China as one of Indonesia’s
negara tujuan ekspor Indonesia diperkirakan akan most important export destinations. The stimulus
juga mengalami perlambatan. Penghapusan stimulus termination by the Fed (US Central Bank) can trigger
The Fed (Bank Sentral AS) yang dalam beberapa waktu risk of capital flight from emerging countries including
kedepan akan diikuti peningkatan suku bunga US Indonesia, which could depreciade the Rupiah more and
dolar, menimbulkan risiko berpindahnya modal dari more. In addition, the formation of the ASEAN Economic
negara-negara berkembang termasuk Indonesia. Hal ini Community (AEC) will result a more intense competition.
dapat mempengaruhi nilai tukar rupiah secara negatif. Those factors will directly or indirectly effect domestic
Disamping itu, telah berlakunya Masyarakat Ekonomi economy performance.
ASEAN (MEA) akan mendorong persaingan lebih sengit.
Semua faktor itu secara langsung atau tidak langsung
akan mempengaruhi kinerja perekonomian dalam
negeri.
Pertumbuhan ekonomi Indonesia di tahun 2015 Indonesia’s growth in 2015 is expected to range from 5.4%
diperkirakan berkisar 5,4-5,8%. Asumsi tingkat inflasi to 5.8%. Inflation rate is assumed to be around 7.0%, as
berada di kisaran 7,0%, dipengaruhi potensi pembalikan effected by the world’s oil price reversal and continuing
harga minyak dunia dan tekanan akan nilai tukar yang exchange rate pressure.
masih akan berlanjut.
Meskipun secara umum situasi ekonomi 2015 relatif Liquidity risk, exchange rate risk, and higher
lebih kondusif dan sektor perbankan diharapkan lebih nonperforming loans must be treated with caution
prospektif, dimana Bank Indonesia memproyeksikan although the general economic situation in 2015 could
pertumbuhan kredit dan DPK pada tahun 2015 be more favorable and banking sector is expected to be
masing-masing sebesar 14-16% dan 15-17%, lebih tinggi more promising, where Bank Indonesia forecasts the
dibandingkan pertumbuhan tahun 2014, namun tetap growth in credit and Third Party Fund in 2015 to be 14-16%
perlu diwaspadai risiko likuiditas, risiko nilai tukar dan and 15-17%, respectively, higher than that in 2014.
peningkatan kredit bermasalah.
Untuk itu, Dewan Komisaris senantiasa mengingatkan Therefore, the Board of Commissioners constantly
jajaran manajemen Bank OCBC NISP antara lain untuk reminds the management of Bank OCBC NISP among
terus menjaga likuiditas danpenyaluran kredit agar others to consistently maintain liquidity and apply the
dilakukan berdasarkan prinsip kehati-hatian termasuk principle of prudence in extending credit, pay attention
secara cermat memperhatikan dinamika ekonomi makro to macroeconomic dynamics and credit growth direction
dan arahan pertumbuhan kredit dari Otoritas Jasa from the Financial Services Authority (OJK). We hope that
Keuangan (OJK). Kami berharap agar Bank OCBC NISP with sound balance sheet and proven capability, Bank
dengan berbekal posisi neraca yang solid dan kapabilitas OCBC NISP will be able to seize more opportunities in the
yang dimiliki, dapat terus memanfaatkan peluang- economic recovery process in 2015.
peluang yang muncul dalam proses pemulihan ekonomi
di tahun 2015.
OCBC NISP in Brief

Apresiasi Appreciation
Akhir kata, kami mengucapkan terima kasih yang tulus To conclude, we would like to extend our sincere
atas dukungan dan kepercayaan dari nasabah, pemegang appreciation for the support and trust of all customers,
From Management
saham, dan segenap karyawan yang berdedikasi, juga supporting shareholders, and dedicated employees; as
kepada para regulator yang telah memberikan nasihat well as regulators who have provided us with valuable
yang sangat berguna. Kami akan terus mempertahankan guidance. We will continue to sustain Bank OCBC NISP’s
kestabilan Bank OCBC NISP untuk dapat berkembang stability in order to grow and give even more benefits to
dan memberikan manfaat bagi seluruh stakeholder di all of its stakeholders in the future.
tahun-tahun mendatang.
Dengan penuh hormat,

Sincerely yours,
Pramukti Surjaudaja
Presiden Komisaris
Chairman
Business Review
Financial Review
Corporate Data
SAMBUTAN PRESIDEN DIREKTUR

Report of the President Director
Bank OCBC NISP menjalankan setiap Parwati Surjaudaja

tahapan strategi dengan disiplin, termasuk Presiden Direktur & CEO
President Director & CEO
melakukan pengelolaan risiko yang cermat
dan menerapkan prinsip-prinsip good
governance secara konsisten di seluruh
aspek organisasi.
Bank OCBC NISP implements each phase of its
management strategies with discipline, including the
strict implementation of proper risk management
and consistent good corporate governance in all
organizational aspects.
OCBC NISP in Brief

Pemegang saham yang terhormat, Dear valued shareholders,
Selama tahun 2014, di tengah tingginya sejumlah Throughout 2014, amidst the enormous global challenges
tantangan global dan dinamika politik domestik, and domestic political dynamics, Indonesia’s economic
From Management
kinerja perekonomian Indonesia relatif cukup baik performance was generally satisfactory as evident from
dengan stabilitas makroekonomi yang terjaga dan the country’s macroeconomic stability as a result of the
proses penyesuaian ke arah yang lebih sehat. Walaupun ongoing adjustment process towards healthier economy.
cenderung melambat, perekonomian Indonesia pada Despite the modest growth, Indonesia managed to
tahun tersebut masih mampu memperlihatkan kinerja achieve positive economic performance with 5.0%
yang positif dengan tetap tumbuh sebesar 5,0%. growth in 2014.
Secara umum kinerja perbankan di tahun 2014 masih In general, banking performance in 2014 was relatively
tergolong cukup baik. Meskipun sempat mengalami sound. Although the Banking sector was once confronted
tekanan likuiditas, stabilitas sistem keuangan tetap with liquidity issue, the overall financial system remained

terjaga karena ditopang oleh ketahanan sistem stable as the Bank firm capital support and strong
perbankan yang relatif kuat, yang ditunjukan dengan banking system resilience, as indicated by the sound
risiko kredit, likuiditas dan pasar yang cukup terjaga, level of its credit, liquidity, and market risks. In the end of
serta dukungan modal yang kuat. Pada akhir tahun 2014, 2014, the Capital Adequacy Ratio (CAR) was relative high
rasio kecukupan modal (Capital Adequacy Ratio/CAR) at 19.6%, way above the minimum requirements of 8%.
masih relatif tinggi sebesar 19,6%, jauh di atas ketentuan The Non Performing Loans (NPL) ratio slightly increased
minimum 8%. Rasio kredit bermasalah (Non Performing to 2.2%. Most banks tended to exercise more prudence
Loan/NPL) sedikit meningkat menjadi 2,2%. Perbankan in extending new credit, as shown by slower credit
sendiri cenderung masih hati-hati dalam menyalurkan growth to 11.6% (yoy) in 2014. On the other hand, banking
kredit baru, yang ditunjukkan dengan pertumbuhan liquidity also moderately improved in line with the TPF
kredit yang melambat menjadi 11,6% (yoy) pada tahun growth in 2014 which stood at 12.3% (yoy) in line with the
2014. Di sisi lain, kondisi likuiditas perbankan juga relatif more expensive financial operation of the government.
berangsur-angsur membaik seiring pertumbuhan DPK
Business Review
pada tahun 2014 tercatat sebesar 12,3% (yoy) seiring
dengan operasi keuangan pemerintah yang lebih
ekspansif.
Sampai dengan akhir tahun 2014 kinerja profitabilitas As of year end 2014, profitability performance in the
industri perbankan masih positif. Perbankan Indonesia banking sector was generally satisfactory. Indonesia’s
mencatat laba bersih sebesar Rp 112 triliun atau naik 5,1% banks recorded net profit of Rp 112 trillion or equal to
dibandingkan pencapaiannya pada periode yang sama a 5.1% increase compared to the same period in 2013.
tahun 2013. Kenaikan laba perbankan terutama didorong Such profit increase was primarily encouraged by the
oleh pertumbuhan pendapatan bunga bersih dan growth in net interest income and non-interest income
pendapatan non bunga yang masing-masing mencapai which respectively reached Rp 274 trillion and Rp 148
Financial Review
Rp 274 triliun dan Rp 148 triliun pada tahun 2014, atau trillion in 2014, or equal to an increase of 12.8% and 6.3%
naik masing-masing sebesar 12,8% dan 6,3% melampaui respectively, higher than the net interest income and
pendapatan bunga bersih dan pendapatan non bunga non-interest income of the same period in 2013.
periode yang sama tahun 2013.
Sepanjang tahun 2014, manajemen Bank OCBC NISP Throughout 2014, Bank OCBC NISP’s management
tetap mengedepankan kebijakan prudential banking consistently implemented the prudence principle to
dalam mempertahankan likuiditas yang kuat, kecukupan maintain strong liquidity, robust capital adequacy,
modal yang kokoh dan kualitas aset yang baik guna and good asset quality to ensure sustainable business
mempertahankan pertumbuhan kinerja usaha secara growth.
berkesinambungan.
Corporate Data
Kinerja Keuangan Financial Performance

Penerapan disiplin implementasi strategi mendorong Diciplined strategy implementation has allowed Bank
Bank OCBC NISP berhasil membukukan laba sebelum OCBC NISP to earn profit before tax of Rp 1.78 trillion in 2014,
pajak sebesar Rp 1,78 triliun pada tahun 2014, atau naik or equal to an increase 16% of Rp 247 billion. Meanwhile,
16% yaitu sebesar Rp 247 miliar. Sementara itu laba bersih the Bank’s net income in the same year was recorded at
pada tahun yang sama tercatat sebesar Rp 1,33 triliun atau Rp 1.33 trillion or equal to an increase 17% of Rp 189 billion
naik 17% yaitu sebesar Rp 189 miliar dibandingkan dengan compared to 2013. The increase in profit before tax was
tahun 2013. Kenaikan laba sebelum pajak terutama primarily due to the increase in net interest income of
didorong oleh meningkatnya pendapatan bunga bersih Rp 605 billion and the decrease in allowance for
sebesar Rp 605 miliar dan turunnya Beban Cadangan impairment of financial and other assets of Rp 38 billion,
Kerugian Penurunan Nilai (CKPN) atas Aset Keuangan as offsetted by the decrease in other operating income by
dan lainnya sebesar Rp 38 miliar, yang mana diimbangi Rp 136 billion, primarily due to foreign exchange
oleh penurunan pendapatan operasional lainnya sebesar transaction losses and increase in other operating
Rp 136 miliar terutama akibat kerugian dari transaksi expenses by Rp 275 billion. In addition, there was an
valuta asing, kenaikan beban operasional lainnya sebesar increase in net non-operating income by Rp 14 billion in
Rp 275 miliar. Selain itu terdapat kenaikan pendapatan the same year. Meanwhile, Bank OCBC NISP’s return on
bukan operasional bersih sebesar Rp 14 miliar pada assets (ROA) and return on equity (ROE) stood at 1.8%
tahun yang sama. Dengan pencapaian tersebut, imbal and 9.7% respectively in 2014 compared to 1.8% and 11.9%
hasil aset (ROA) dan imbal hasil ekuitas (ROE) Bank OCBC respectively in 2013.
NISP masing-masing sebesar 1,8% dan 9,7% pada tahun
2014 dibandingkan 1,8% dan 11,9% pada tahun 2013.
Posisi Keuangan Financial Position

Bank OCBC NISP berhasil membukukan total aset sebesar Bank OCBC NISP managed to record a total asset of Rp
Rp 103 triliun pada akhir tahun 2014 atau naik 5,7% 103 trillion at the end of 2014 or equal to an increase
dibandingkan dengan tahun sebelumnya. Pencapaian ini of around 5.7% compared to the previous year. This
sekaligus menempatkan Bank OCBC NISP sebagai bank achievement has placed Bank OCBC NISP as the eighth
swasta nasional terbesar ke-8 dari sisi total aset dengan biggest national private bank based on total assets with
pangsa pasar sekitar 1,8%. a market niche of 1.8%.
Total aset terutama didominasi oleh kredit yang The Bank’s total assets were primarily dominated by
mencapai Rp 68 triliun atau tumbuh sebesar 6,9% credit extension, which reached Rp 68 trillion or equal
dibanding tahun 2013. Bank OCBC NISP senantiasa to an increase of 6.9% compared to the year 2013. Bank
melakukan upaya-upaya guna menjaga kualitas aset OCBC NISP consistently maintained its asset quality, as
yang direfleksikan dari rasio kredit bermasalah bruto reflected by the gross NPL ratio of 1.3% of the total gross
(Gross NPL) sebesar 1,3% dari total Kredit bruto atau credit or equal to Rp 915 billion at the end of 2014. This
sebesar Rp 915 miliar pada akhir tahun 2014. Tingkat NPL gross NPL was relatively lower than the average level for
bruto ini relatif lebih rendah dibanding dengan rata-rata the industry 2.2% at the end of 2014.
industri di kisaran 2,2% pada akhir tahun 2014.
Pertumbuhan total aset juga di dukung oleh The growth in total assets was also supported by the
pertumbuhan total dana pihak ketiga (DPK) yang increase in total third party fund (TPF) placed in credit,
ditempatkan pada kredit, surat berharga dan Sertifikat securities and Bank Indonesia Certificates, which reached
Bank Indonesia (SBI), yang mencapai total sebesar Rp 73 a total of Rp 73 trillion at the end of 2014 or equal to a
triliun pada akhir tahun 2014 atau tumbuh sebesar 5,6% growth of 5.6% compared to the previous year.
dibandingkan tahun sebelumnya.
Tingkat pendanaan jangka pendek, menengah dan Short, mid, and long term funding in support of Bank
panjang dalam mendukung fungsi intermediasi Bank OCBC NISP’s implementation of its intermediary function
OCBC NISP berada pada tingkat yang optimal. Hal ini was at an optimal level. As can be seen from the loan to
tercermin pada rasio total kredit terhadap total DPK (Loan deposit ratio (LDR) which reached 93.6% at the end of
to Deposit Ratio / LDR) mencapai 93,6% pada akhir tahun 2014; or, if all funding were taken into account, including
OCBC NISP in Brief

2014, atau jika memperhitungkan seluruh pendanaan bonds, MTNs, and Loan, the Loan to Funding Ratio would
termasuk Obligasi, MTN dan Pinjaman yang diterima, reach 86.2% at the end of the same year.
maka rasio total kredit terhadap total Pendanaan (Loan
to Funding Ratio) mencapai 86,2% pada akhir tahun yang
From Management
sama.
Di sisi permodalan, total ekuitas mencapai Rp 14,9 triliun On capital side, the total equity reached Rp 14.9 trillion
dan rasio kecukupan modal dengan memperhitungkan and the capital adequacy ratio (CAR) by taking into
risiko kredit, pasar dan operasional (CAR) tercatat sebesar account the credit, market, and operation risks stood at
18,7% di akhir tahun 2014. 18.7% at the end of 2014.
Bank OCBC NISP juga berhasil mempertahankan Bank OCBC NISP also managed to maintain ‘AAA’ rating
peringkat ‘AAA’ dari Fitch Ratings dan Pefindo, menjadi from Fitch Ratings and Pefindo, making it one of the
salah satu bank dengan peringkat kredit tertinggi di banks with the highest credit rating in Indonesia in 2014.

Indonesia pada tahun 2014.
Penghargaan Awards
Bank OCBC NISP memperoleh berbagai penghargaan Numerous awards were bestowed on Bank OCBC NISP
atas prestasinya sepanjang tahun 2014, diantaranya: for its achievements in 2014 including:
– Asian Banking & Finance - Singapura, untuk kategori: – Asian Banking & Finance - Singapore, in the following
• The SME Bank of The Year - Indonesia categories:
• Online Banking Initiative of The Year - Indonesia • The SME Bank of The Year - Indonesia
• Domestic Foreign Exchange Bank of The Year - • Online Banking Initiative of The Year - Indonesia
Indonesia • Domestic Foreign Exchange Bank of The Year -
– The Best SME Bank in Indonesia - Global Banking & Indonesia
Finance Review, UK – The Best SME Bank in Indonesia - Global Banking &
– Islamic Finance Award 2014, untuk 3 kategori: Finance Review, UK
Business Review
• 2nd Rank for The Best Sharia Unit – Islamic Finance Award 2014, in the following 3
• 1st Rank for The Best Growth Financing categories:
• 2nd Rank for The Best Growth Funding • 2nd Rank for The Best Sharia Unit
– Indonesia Banking Loyalty Award untuk kategori • 1st Rank for The Best Growth Financing
“Saving Account Conventional Banking dengan aset • 2nd Rank for The Best Growth Funding
< Rp 100 T” – Indonesia Banking Loyalty Award in the category of
– Best Managed Companies - Finance Asia, Hongkong “Savings Account Conventional Banking with assets
– Majalah Infobank - Jakarta: “Platinum Trophy 2014 of < Rp 100 T”
atas Kinerja Keuangan Sangat Bagus 2004 - 2013” – Best Managed Companies - Finance Asia, Hong Kong
– Social Responsibility Program of The Year (Bronze), – Infobank Magazine - Jakarta: “Platinum Trophy 2014
Asian Banking & Finance Magazine, Singapura for Excellent Financial Performance 2004 - 2013”
Financial Review
– Social Responsibility Program of The Year (Bronze),

Asian Banking & Finance Magazine, Singapore.
Langkah Strategis Tahun 2014 Strategic Steps in 2014

Bank OCBC NISP berhasil meminimalisir dampak gejolak Bank OCBC NISP managed to minimize the impact
makro ekonomi yang terjadi sekaligus membukukan of macroeconomic fluctuation and book positive
kinerja positif tahun 2014, antara lain berkat fokus kami performance in 2014, as a result of, among others, the
pada praktik-praktik perbankan yang sehat dan strategi Bank’s consistent focus on sound banking practices and
jangka panjang yang tepat secara konsisten: appropriate long term strategies:
(i) Fokus pada peningkatan pendapatan portfolio (i) Focusing on portfolio income increase of Business
segmen Business Banking, Consumer Banking dan Banking, Consumer Banking, and Treasury
Corporate Data
Tresuri. segments.
Pertumbuhan kredit tersebut tetap difokuskan Credit growth was still focussed on retail sector.
pada sektor retail. Bank OCBC NISP tetap menjaga Bank OCBC NISP extended credit strictly under the
penyaluran kredit yang dilakukan berdasarkan
prinsip kehati-hatian seperti tercermin dari rasio principle of prudence as reflected by its consistently
Non Performing Loan yang secara konsisten berada lower than industry Non Performing Loan.
dibawah ketentuan industri.
(ii) Fokus pada peningkatan Giro dan Tabungan secara (ii) Consistently focusing on the increase in current
berkesinambungan. accounts and savings accounts.
Hal ini dilakukan antara lain dengan This effort is done, among others by developing
mengembangkan beragam fitur dari produk various features of innovative products for different
inovatif yang diperuntukan bagi segmen pasar market segments.
yang berbeda-beda.
(iii) Meningkatkan produktivitas dan efisiensi (iii) Increasing productivity and efficiency
Hal ini merupakan upaya untuk memperbaiki rasio This is as part of our effort to improve the Cost
Cost-to-Income secara bertahap. Langkah-langkah to Income ratio overtime. The measures included
termasuk meningkatkan pendapatan bunga juga increasing interest income accompanied by
akan diiringi dengan menentukan pricing yang optimal pricing and increasing fee-based-income
optimal dan meningkatkan kontribusi fee based contribution. Efficiency in operating costs was
income. Efisiensi biaya operasional juga akan terus continuously done by optimizing the performance
dilakukan dengan mengoptimalkan kinerja jaringan of branch offices and ATM networks, improving
kantor cabang dan ATM, mengeksekusi process processes, and increasing the economies of scale of
improvement dan meningkatkan economies of any expenditure.
scale dari setiap pengeluaran biaya.
(iv) Meningkatkan produktivitas jaringan kantor (iv) Increasing productivity of branch office networks as
cabang sebagai saluran penjualan dan layanan bank sales and service channels.
perbankan. Increasing the value of branch office networks by
Meningkatkan nilai dari jaringan kantor cabang boosting optimization of branch office services to
dengan mendorong optimalisasi layanan kantor serve existing customers and win new customers,
cabang guna melayani nasabah yang ada, including expanding more effective cross-selling
mendapatkan nasabah baru, termasuk memperluas activities.
aktivitas cross selling yang lebih efektif.
(v) Mengembangkan kerangka manajemen risiko (v) Developing a sustainable risk management
secara berkesinambungan guna menciptakan framework to create a harmonious synergy.
sinergi yang harmonis. Developing risk management system to build
Mengembangkan sistem manajemen risiko dalam risk analysis capability for risk management
rangka membangun kapabilitas analisis risiko process, which supported more efficient and
untuk proses manajemen risiko yang menyokong effective business dynamics, including timely Basel
dinamika bisnis secara lebih efisien dan efektif; implementation.
termasuk tepat waktu sesuai dengan kerangka
implementasi Basel.
(vi) Mendorong inisiatif-inisiatif upaya perbaikan (vi) Encouraging improvement initiatives in a
secara terus menerus guna mencapai operational continuous manner to achieve operational
excellence excellence.
Mendorong perbaikan efektivitas proses dan tata Encouraging improved effectiveness of operational
kelola operasional dan optimalisasi teknologi processes and implementation of good governance,
informasi secara berkesinambungan guna as well as optimizing information technology in
menjamin tingkat andalan dari layanan yang a sustainable manner to ensure high degree of
diberikan kepada nasabah. reliability in services provided for customers.
(vii) Memperkuat budaya korporasi Bank OCBC NISP (vii) Strengthening the corporate culture of Bank OCBC
Secara berkelanjutan Bank OCBC NISP akan terus NISP
memperkuat budaya kerja perusahaan melalui Bank OCBC NISP continuously strengthened its
corporate values yang berdasarkan nilai-nilai utama corporate culture by applying corporate values
dan performance based culture yang merupakan based on main values and performance-based
pondasi strategis untuk pertumbuhan perusahaan culture as the strategic foundation for the
dalam jangka panjang. company’s growth in the long run.
OCBC NISP in Brief

(viii) Menyelaraskan organisasi untuk menjadi lebih (viii) Aligning the organization to be a customer-focused
fokus kepada kebutuhan customer (Customer Focus organization.
Organization) This includes aligning the strategies, organizational
Antara lain dengan menyelaraskan strategi, fungsi functions, work processes, corporate resources and
From Management
organisasi, proses kerja, sumber daya dan budaya culture to focus on customer experience creation
korporasi untuk fokus pada proses kreasi customer process which will build customer loyalty.
experience yang menciptakan loyalitas nasabah.
Pelaksanaan Tata Kelola Perusahaan Implementation of Good Corporate Governance

Bank OCBC NISP senantiasa meyakini bahwa budaya Bank OCBC NISP always believes that good corporate
tata kelola perusahaan (Good Corporate Governance/ governance (GCG) with the best quality standards
GCG) dengan standar-standar kualitas terbaik yang akan will lead to sustainable improvement and positive
memungkinkan kinerja positif bank terus meningkat performance in the long run.
dan berkelanjutan untuk jangka panjang.

Upaya menginternalisasi budaya tata kelola perusahaan Efforts to internalize the GCG culture were manifested
yang baik dilakukan dengan merumuskan dan in the Bank’s formulation and enforcement of the
memberlakukan kerangka kerja peraturan dan perangkat regulatory framework and implementation system
sistem pelaksanaannya secara memadai. Tahapan tata tools in sufficient manner. The GCG phases start from
kelola perusahaan yang baik mulai dari proses sosialisasi, dissemination, implementation, and internalization of
implementasi sampai dengan internalisasi prinsip- the GCG principles into the culture of Bank OCBC NISP
prinsip tata kelola perusahaan yang baik ke dalam for consistent GCG establishment in the long run.
budaya Bank OCBC NISP demi kemapanan tata kelola
perusahaan yang baik jangka panjang dilakukan secara
konsisten.
Bahwasanya penerapan tata kelola perusahaan yang baik The GCG implementation has allowed the Bank to win
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selama ini telah memungkinkan terjaganya kepercayaan the trust and confidence of its stakeholders and build
di antara semua stakeholders dan terbangunnya brand positive brand image, as evidenced by the following
image positif, terbukti dengan beberapa penghargaan awards for the current GCG practices by Bank OCBC NISP:
yang diberikan atas praktek-praktek tata kelola – GCG Award for “The Most Trusted Company” in
perusahaan yang baik di bank OCBC NISP saat ini: Indonesia based on Corporate Governance Perception
– GCG Award “Perusahaan Sangat Terpercaya” di Index from IICG (Indonesian Institute for Corporate
Indonesia berdasarkan Corporate Governance Governance) and SWA Magazine.
Perception Index dari IICG (The Indonesian Institute – GCG Award for “The Best Responsibility of the
for Corporate Governance) dan Majalah SWA. Board” from IICD (Indonesian Institute of Corporate
– GCG Award - “Best Responsibility of The Board” Directorship).
dari IICD (The Indonesian Institute of Corporate – Platinum Award 2013 for Vision Award Annual
Financial Review
Directorship). Report Competition from LACP (League of American

– LACP (League of American Communication Communication Professional).
Professional) - Platinum Award 2013 Vision Award – Second Rank Annual Report Award for category
Annual Report Competition. “Private Financial Listed”.
– Peringkat 2 Annual Report Award Kategori “Private
Financial Listed”.
Perubahan Manajemen Change of Management

Berdasarkan Rapat Umum Pemegang Saham (RUPS) yang Based on the General Meeting held on 7 April 2014,
diselenggarakan pada tanggal 7 April 2014, perusahaan the company appointed 1 (one) new director, namely
mengangkat 1 (satu) direktur baru yakni Joseph Chan Joseph Chan Fook Onn. The new director was appointed
Corporate Data
Fook Onn. Pengangkatan anggota direksi baru ini sesuai based on recommendation from the Remuneration and
dengan rekomendasi dari Komite Remunerasi dan Nomination Committee to ensure Bank OCBC NISP’s
Nominasi guna memenuhi kebutuhan Bank OCBC NISP requirements both now and in the future are being
untuk saat ini dan di masa mendatang. fulfilled.
Hal tersebut juga seiring berakhirnya masa jabatan This is also in line with the end of Thomas Arifin’s
Thomas Arifin, kami menyampaikan terima kasih dan term of office, and Management would like to extend
apresiasi atas peran dan sumbangsih beliau yang telah the gratitude and appreciation for his service and
turut memajukan Bank. contribution to the Bank.
Pada tanggal 15 Agustus 2014, Bapak Na Wu Beng telah On August 15, 2014, Mr. Na Wu Beng has resigned his
mengundurkan diri dari jabatan selaku Wakil Presiden position as Deputy President Director of the Bank in order
Direktur untuk mengemban tugas baru selaku CEO to assume his new post as CEO of Bank OCBC Wing Hang
Bank OCBC Wing Hang di Hongkong. Untuk mana kami in Hong Kong. For that, we wish him the very best and
ucapkan selamat dan semoga sukses dengan tugas extend our highest gratitude and appreciation for his 10
barunya. Kami pun menyampaikan penghargaan dan (ten) years of service and very significant contribution to
terima kasih setinggi-tingginya atas jasanya selama the Bank development.
10 (sepuluh) tahun yang telah memberikan kontribusi
sangat signifikan kepada perkembangan Bank.
Dengan demikian, jumlah direksi bank menjadi 10 Accordingly, the Bank’s Board of Directors consisted of 10
(sepuluh) orang pada akhir tahun 2014. (ten) members as of the end of 2014.
Tanggung Jawab Sosial Corporate Social Responsibility

Sesuai salah satu misi utama, keberadaan Bank harus As provided in one of the main corporate missions,
dapat memberikan nilai tambah kepada lingkungannya. the Bank’s presence must be able to provide added
Untuk itu, komitmen Bank OCBC NISP untuk mendukung value to its environment. Therefore, Bank OCBC NISP is
program-program tanggung jawab sosial (CSR) - sudah committed to support its corporate social responsibility
menjadi bagian tidak terpisahkan dari nilai-nilai Bank (CSR) programs, which forms an inseparable part of Bank
OCBC NISP. Secara bertahap manajemen Bank OCBC OCBC NISP’s values. Bank OCBC NISP’s management
NISP mencari peluang mengintegrasikan kepentingan has always attempted to integrate business and social
bisnis dan berbagai praktik sosial, guna meningkatkan activities in order to ensure real benefits of the CSR
besaran manfaat nyata dari program-program CSR yang programs for the society.
telah berjalan.
Fokus program-program CSR dari Bank OCBC NISP The CSR programs of Bank OCBC NISP focussed
adalah pada upaya memajukan kualitas pendidikan dan on improvement in education and health quality,
kesehatan, pemberdayaan masyarakat dan perbaikan empowerment and environmental improvement of the
lingkungan hidup di masyarakat di sekitar Bank OCBC community in the surrounding of Bank OCBC NISP office.
NISP beroperasi.
Beberapa program CSR di bidang pendidikan antara lain The CSR programs in education, among others, include:
seperti – Providing education facilities and infrastructures
– Menyerahkan bantuan sarana dan prasarana for children of Anak Kolong Jembatan Tiga School
pendidikan untuk anak-anak di Sekolah Anak Kolong through Retail 006 Government SUKUK program
Jembatan Tiga, melalui program SUKUK Negara Ritel called “Care for the Nation’s Children Education”.
006 “Peduli Pendidikan Anak Bangsa”. – Conducting “I Love Science” program by delivering
– Menyelenggarakan program “I Love Science”, berupa Mathematics and Science teaching for 5th graders of
pengajaran Matematika dan Sains kepada para siswa 10 public elementary schools in Jabodetabek through
kelas 5 SD di 10 SDN di Jabodetabek, melalui metode Easy, Cool, and Fun method by Prof. Yohanes Surya.
yang Gampang, Asik dan Menyenangkan (GASING) – Providing education on “Roles of Banks in Improving
dari Prof. Yohanes Surya. National Entrepreneurship” for students of Karya
– Memberikan edukasi “Peranan Perbankan Dalam Salemba Empat Foundation.
Memajukan Kewirausahaan Nasional” bagi – Giving hundreds of bicycles for teachers in remote
mahasiswa dari Yayasan Karya Salemba Empat. areas throughout Indonesia.
– Memberikan ratusan sepeda kepada para guru di – Organizing a one-day workshop titled “Wealth
area terpencil di seluruh Indonesia.
– Menyelenggarakan One Day Workshop dengan
OCBC NISP in Brief

mengusung tema “Wealth Management in A Simple Management in a Simple Way” to educate university
Way” untuk mengedukasi mahasiswa mengenai students on banking in general, wealth management,
dunia perbankan secara umum, pengelolaan wealth and career in banking industry for 252 university
management, serta karir di industri perbankan yang students in Jakarta, Bandung, and Semarang.
From Management
diperuntukkan bagi 252 mahasiswa di kota Jakarta, – Organizing “Young Entrepreneurship Spirit Workshop
Bandung dan Semarang. (YES Workshop)”, an entrepreneurship workshop
– Menggelar “Young Entrepreneurship Spirit Workshop” for 65 university students of various universities
(YES Workshop), yaitu pelatihan kewirausahaan and street children to grow social entrepreneurship
bagi 65 mahasiswa dari berbagai perguruan tinggi, among youths.
dimana merupakan pembekalan bagi para anak
muda yang bertujuan untuk menumbuhkan jiwa
social enterpreneur.
Di bidang sosial, program-program CSR lebih diarahkan As for the community’s benefits, the CSR programs were

untuk membantu masyarakat yang mengalami keadaan more directed towards support for the less fortunate
yang kurang beruntung. community.
– Mendistribusikan bantuan bagi para korban banjir di – Distributing assistance for flood victims in Jakarta
Jakarta dan Manado. and Manado
– Memberikan sejumlah bantuan bagi para korban – Providing assistance for the victims of Sinabung and
bencana Gunung Sinabung dan Kelud. Kelud volcanic eruption
– Mendistribusikan masker untuk masyarakat, – Distributing masks for the community, customers,
nasabah dan karyawan di Pekanbaru sehubungan and employees in Pekanbaru in relation to forest
dengan kebakaran hutan yang menimbulkan polusi fire producing smokes which cause respiratory and
asap yang menggangu pernapasan dan kesehatan. health disorders
– Membagikan 500 sembako gratis bagi kaum dhuafa – Distributing 500 free packages of nine basic
dan menyelenggarakan bazar 1500 sembako murah commodities for dhuafa (needy) people and organize
bagi janda, anak yatim dan warga kurang mampu a bazaar of 1500 cheap packages of nine basic
Business Review
di sekitar kantor cabang Bank OCBC NISP di kota commodities for widows, orphans, and poor people
Jakarta, Bandung, dan Surabaya. around the branch offices of Bank OCBC NISP in
– Menyelenggarakan seminar “Kenali, Cegah, Putus Jakarta, Bandung, and Surabaya
Thalassaemia!” dan pemeriksaan gratis Thalassaemia, – Organizing a seminar themed “Know, Prevent, Break
bagi 600 mahasiswa di kota Jakarta dan Bandung. Thalassaemia!” Free Thalassaemia examination for
– Memberikan sarana/prasarana penunjang usaha 600 university students in Jakarta and Bandung
bagi 73 Pejuang Perempuan Pencari Nafkah Usia – Providing business supporting facilities/
Lanjut di 30 kantor Bank OCBC NISP. infrastructures for 73 Aged Income Earning Women
Warriors in 30 Bank OCBC NISP offices.
Di bidang lingkungan hidup, lebih dari 80 karyawan dari As for the environment, more than 80 employees of
Financial Review
Bank OCBC NISP dan OCBC Bank Singapura bersama Bank OCBC NISP and OCBC Bank of Singapore together
dengan 800 penduduk lokal, melakukan aksi peduli with 800 local people showed their care about the
lingkungan di Pulau Sabira dalam bentuk pembangunan environment in Sabira Island by constructing a water
instalasi air bersih dan fasilitas MCK (Mandi Cuci Kakus), treatment plant and public lavatories as well as
serta perbaikan sekolah PAUD. Sebagai bagian dari restoration of early childhood schools. Also, as part of its
keseluruhan program peduli lingkungan, juga dilakukan concern for the environment, the Bank planted 10,000
penanaman 10.000 mangrove di pulau Karya, Kepulauan mangroves on Karya Island of the Indonesian Thousand
Seribu. Komitmen Bank OCBC NISP pada kegiatan CSR Islands.
mendapat penghargaan “Social Responsibility of The
Year - Bronze” dari Majalah Asian Banking and Finance,
Singapura.
Corporate Data
Outlook tahun 2015 2015 Outlook

Seiring perbaikan perekonomian global masih moderat, In line with the moderate global economic improvement,
laju pertumbuhan ekonomi Indonesia tahun 2015 Indonesia’s economic growth rate in 2015 is forecast
diperkirakan akan tumbuh sekitar 5,4%, dengan asumsi to grow around 5.4% with an assumption of 6.5-7.0%
tingkat inflasi 6,5-7,0%. Perlu digarisbawahi bahwa inflation rate. It must be highlighted that the economic
proyeksi pertumbuhan ekonomi juga dipengaruhi growth is heavily affected by investment growth,
oleh faktor-faktor pertumbuhan investasi, konsumsi, consumption, international trades, and the US central
perdagangan internasional dan risiko kebijakan bank bank’s (the Fed) policy risks, which will increase its fund
sentral AS (The Fed) yang akan menaikkan suku bunganya rate in the second quarter of 2015.
(fed fund rate) pada triwulan ke 2 tahun 2015.
Pertimbangan atas faktor-faktor tersebut di atas, Considering the above factors, Bank Indonesia may re-
memungkinkan Bank Indonesia untuk kembali establish BI rate at 7.5-8.0% as an anticipative measure
menetapkan BI rate di kisaran 7,5-8,0% sebagai langkah to strengthen inflation expectation control and mitigate
antisipasi untuk dapat memperkuat pengendalian possible risks of rupiah weakening against inflation and
ekspektasi inflasi dan memitigasi risiko kemungkinan vice versa.
terjadinya pengaruh pelemahan rupiah terhadap inflasi
dan sebaliknya.
Pada tahun 2015, walaupun perbankan cenderung masih In 2015, although banks will still tend to be relatively
akan relatif selektif dalam menyalurkan kredit baru, selective in extending new credit, rejection of new credit
namun penolakan terhadap permohonan kredit baru applications is expected to decrease. Undisbursed Loan
diperkirakan cenderung menurun. Rasio Undisbursed (UL) ratio, which tends to be stable, also shows that
Loan (UL) yang cenderung stabil juga menunjukkan corporations still wait and see as regards the economic
bahwa korporasi masih bersikap wait and see terhadap growth prospects. Going forward, growth in TPF and
prospek pertumbuhan ekonomi. Kedepan, pertumbuhan credit is also expected to rise to 14-16% and 15-17%,
DPK dan kredit diperkirakan akan meningkat sehingga respectively.
mencapai, masing-masing, sebesar 14-16% dan 15-17%.
Direksi dan segenap jajaran manajemen mempunyai The Board of Directors and the management are fully
optimisme yang kuat untuk mencapai kinerja yang confident of achieving better performance in the coming
lebih baik di tahun-tahun mendatang dengan years, having taken into account the external factors and
mempertimbangkan perkembangan faktor-faktor capability, strong capital support, implementation of the
eksternal dan kapabilitas yang dimiliki, dukungan best quality standard of GCG principles, loyal customer
permodalan yang kuat, penerapan prinsip-prinsip GCG base, expanded office networks, complete banking
dengan standar kualitas terbaik, basis nasabah yang product lines, as well as quality banking services in
loyal, jaringan kantor yang luas, lini produk perbankan various industries and business segments.
yang lengkap serta layanan perbankan berkualitas di
berbagai sektor industri dan segmen usaha.
Inisiatif di tahun 2015 2015 Strategic Programs and Initiatives

Beberapa fokus strategi dalam upaya mencapai target- Below are the actions to be prioritized by the Bank to
target yang lebih baik di tahun 2015 adalah: achieve higher targets in 2015:
1. Melanjutkan fokus pada peningkatan pendapatan di 1. Continue to focus on income increase in all business
seluruh segmen usaha dan pertumbuhan bisnis yang segments and sustainable business growth.
berkesinambungan. 2. Continue to increase CASA growth in a sustainable
2. Melanjutkan meningkatkan pertumbuhan CASA manner.
secara berkesinambungan. 3. Continue to fix overall efficiency by reducing the Cost
3. Melanjutkan memperbaiki efisiensi melalui to Income Ratio.
penurunan Cost to Income Ratio. 4. Continue to increase productivity of branch office
4. Melanjutkan meningkatkan produktivitas jaringan networks.
kantor cabang.
OCBC NISP in Brief

5. Melanjutkan meningkatkan sinergi yang harmonis 5. Continue to increase harmonious synergy through
melalui perbaikan kerangka manajemen risiko. risk management framework improvement.
6. Melanjutkan meningkatkan operational excellence 6. Continue to increase operational excellence to
agar dapat menjadi “bank of choice” bagi nasabah. enable the bank to become the bank of choice for the
From Management
7. Melanjutkan memperkuat budaya korporasi Bank customers.
OCBC NISP dan mengembangkan organisasi untuk 7. Continue to strengthen the corporate culture of Bank
menjadi “employer of choice” bagi karyawan. OCBC NISP and develop the organization to become
8. Menjalankan three lines of defense dalam the employer of choice for employees.
manajemen risiko secara efektif dan konsisten. 8. Implement three lines of defense in risk management
in an effective and consistent manner.
Apresiasi Appreciation
Atas nama direksi, saya mengucapkan terima kasih On behalf of the Board of Directors, I would like to extend
kepada segenap pihak yang telah berkontribusi kepada my appreciation to all parties contributing to the success

keberhasilan dan kinerja positif Bank OCBC NISP and positive performance of Bank OCBC NISP throughout
sepanjang tahun 2014. 2014.
Kepercayaan dan dukungan penuh dari Nasabah, The full trust and unfailing support of the Customers,
Karyawan, Pemegang Saham, Dewan Komisaris, Employees, Shareholders, the Board of Commissioners,
Regulator, Pemasok, Masyarakat, telah memungkinkan Regulators, Suppliers, and the Community have allowed
Bank OCBC NISP untuk terus berkembang dan Bank OCBC NISP to keep developing and increasing
meningkatkan nilai bagi stakeholder dari waktu ke values for the stakeholders from time to time.
waktu.
Kami optimis bahwa dengan sinergi yang harmonis We are optimistic that with harmonious synergy with
bersama seluruh stakeholder, Bank OCBC NISP dapat all stakeholders, Bank OCBC NISP may consistently
senantiasa menjadi ‘Your Partner for Life’ sekaligus become “Your Partner for Life” and give meaning to the
Business Review
memberi makna pada kehidupan masyarakat secara community’s life in a sustainable manner.
berkesinambungan.
Dengan penuh hormat,

Sincerely Yours,
Financial Review
Parwati Surjaudaja
Presiden Direktur & CEO
President Director & CEO
Corporate Data

OCBC - Laporan Tahunan 2014

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Pursuing Strong

Pursuing Strong 1 Penghargaan 10 Sambutan CEO OCBC Bank 33

Sekilas Bank OCBC NISP 2 Jejak Langkah 14 Strategi 2014 - 2015 36

Visi 4 Peristiwa Penting 2014 16 Laporan Presiden Komisaris 38

Misi 5 Ikhtisar Keuangan 20 Laporan Presiden Direktur 46

Falsafah Perusahaan 6 Ikthtisar Saham 23

Budaya Perusahaan 7 Ikhtisar dan Peringkat Obligasi 26

Pedoman Perilaku Utama 8 Profil Pemegang Saham 30

Laporan Tata Kelola Perusahaan 58 Laporan Tata Kelola Perusahaan 234

Tresuri 380 Sumber Daya Manusia 400

Profil Dewan Komisaris 660

OCBC NISP in Brief

Good Corporate Governance

The story of Indonesia’s maritime history is one of trade within

and beyond the archipelago went back as far as 500 Before

Sekilas Bank OCBC NISP

OCBC NISP in Brief

Good Corporate Governance

Menjadi Bank pilihan dengan standar dunia

To be the Bank of choice with world-class standards

Bank Pilihan: To be the Bank of choice:

Dengan standar dunia: The Bank with world-class standards:

Diakui kepeduliannya: Recognized for its care:

Bank terpercaya: Recognized for its trustworthiness:

OCBC NISP in Brief

Good Corporate Governance

pemerintah. • Supports the community to progress and develop.

Masyarakat adalah: Society encompasses:

Pembaharuan organisasional, artinya: Organizational renewal involves:

meningkatkan kapabilitas organisasi guna mencapai

OCBC NISP in Brief

OCBC NISP one OCBC NISP one

Good Corporate Governance

Customer Focus Customer Focus

nasabah. • We align internal functions to focus on end customers’

• Kami Mematuhi Peraturan dan • We Must Comply with Laws and

• Kami Menghindari Konflik • We Avoid Conflicts of Interest.

• Kami Melakukan Pencatatan dan • We Shall Make Proper Recording and

• Kami Menolak Pencucian Uang dan • We Reject Money Laundering and

• Kami Tidak Boleh Melakukan “Insider • We Are Not Permitted to Engage in

• Kami Tidak Boleh Menerima • We Are Not Permitted to Receive

OCBC NISP in Brief

Living "Your Partner for Life" along our journey.

Good Corporate Governance

‘Your Partner for Life’. journey.

July July July

October December December

OCBC NISP in Brief

February July November

Good Corporate Governance

April August December

Review Magazine, Jakarta .

• Excellence in Straight Through Processing 2010 - Wells Fargo.

• Banking Service Excellence Awards 2010.

• HIMDASUN (Government Bond Trader Association) Award 2006 – 2009

• Outstanding Payment Formatting and Straight-Through Rate 2009.

• Infobank Award Golden Trophy 2010 with “Excellent “ rating.

• Finance Asia’s Best Companies Award - Best Mid Cap 2009.

• Retail Bank of the Year – Indonesia.

• GCG Award: Best GCG Financial Category 2009 - Mei 2009.