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Management Discussion Performance Highlights Management Reports Company Profile and Analysis Risk Management Corporate Governance Report Table of Contents Commitment to Good Corporate Governance Implementation 403 Governance Roadmap 407 Focus on Achievement of GCG Implementation in 2018 408 Assessment of GCG Implementation 410 Corporate Governance Structure 413 General Meeting of Shareholders 415 Board of Commissioners 431 Independent Commissioner 454 Board of Directors 455 Board of Commissioners and the Board of Directors Performance Assessment 472 Board of Commissioners and the Board of Directors Composition Diversity 475 Policy and its Implementation Remuneration Policy 479 Board of Commissioners, Board of Directors & Board of Commissioners with 488 Board of Directors Joint Meetings Information on Ultimate and Controlling Shareholders 504 Affiliated Relationship Between Board of Commissioners, Board of Directors, 505 and Controlling Shareholder Board of Commissioners Committees 506 Board of Directors Committees 530 Corporate Secretary 541 Compliance Unit 547 Internal Audit (IA) 551 Anti Money Laundering and Counter-Terrorist Financing (AML & CFT) 560 Public Accountant/External Auditor 565 Transparency of the Bank’s Financial and Non-Financial Conditions 566 CIMB Niaga Share and Bond Buybacks 566 Dividend Policy 567 Funds For Social and Political Activities 568 400 Annual Report 2018 PT Bank CIMB Niaga Tbk Supporting Corporate Governance Corporate Social Others Consolidated Business Review Report Responsibility Corporate Data Financial Report Provision of Funds to Related Parties 568 Customer Protection Policy 569 Anti Corruption Policy 571 Protection of Creditors’ Rights 571 Risk Management 572 Internal Control System 575 Legal/Litigation Issues of the Bank and its Subsidiaries 577 Administrative Sanction from Relevant Authorities 580 Access to Corporate Data and Information 581 Employees Code of Ethics and Conduct 586 Disciplinary Enforcement Policy and Sanctions Imposed for Violations 588 Corporate Culture 589 Goods and Services Procurement Policy 590 Conflict Of Interest Management Policy (Including Insider Trading) 591 Internal Fraud 592 Whistleblowing System 593 Implementation of Corporate Governance Guidelines for Public Companies 595 ASEAN Corporate Governance Scorecards Application 600 Integrated Governance Implementation Report 610 Sharia Business Unit Governance Report 622 Submission of the 2018 Sustainability Report 632 Bad Corporate Governance Practices 632 Good Corporate Governance Declaration of Conduct 633 Annual Report 2018 PT Bank CIMB Niaga Tbk 401 Management Discussion Performance Highlights Management Reports Company Profile and Analysis Risk Management Corporate Governance Report In 2018, CIMB Niaga maximized the GCG effectiveness as part of its oversight function and management. As a result, CIMB Niaga successfully received 2 prestigious Corporate Governance awards as “Top 50 ASEAN” and “Top 3 Indonesia” at the ASEAN Corporate Governance Awards 2018 held at the ASEAN Corporate Governance and ASEAN Capital Markets Forum (ACMF) 402 Annual Report 2018 PT Bank CIMB Niaga Tbk Supporting Corporate Governance Corporate Social Others Consolidated Business Review Report Responsibility Corporate Data Financial Report Commitment to Good Corporate Governance Implementation BASIS, POLICIES AND GUIDELINES FOR GOOD In addition, CIMB Niaga’s application of GCG also refers CORPORATE GOVERNANCE to a number of prevailing national and international CIMB Niaga believes that good performance regulations including: achievement is sustainable in the long term and 1. Various Republic of Indonesia Laws, particularly that business prospects will be accomplished, if the those related to the Capital Market, Banking and Bank consistently implements the principles of Good Limited Liability Companies; Corporate Governance. 2. Various Financial Services Authority (OJK) Regulations, particularly those related to Accordingly, for CIMB Niaga, the implementation Governance Implementation and Guidance, of Good Corporate Governance (GCG) is not only Annual Reports and others; a necessity, but serves as the main foundation for 3. The Indonesian Corporate Governance Roadmap managing the business to maximize the benefits and delivered through the OJK press release dated 4 added value for stakeholders and to maintain business February 2014; sustainability. 4. The ASEAN Corporate Governance (CG) Scorecard issued by the ASEAN Capital Market Forum (ACMF); CIMB Niaga continues to develop its GCG in line with 5. The Company’s Articles of Association and General sustainability best practices to provide adequate Meeting of Shareholders’ (GMS) Resolutions; protection and fair treatment to shareholders and 6. The Bank’s Policies (Corporate Policy Manual, Code other stakeholders. Moreover, GCG also encourages of Ethics and Conduct, Policies, and Standard CIMB Niaga to create maximum value for the Bank Operating Procedures). (shareholder value). For its implementation, CIMB Niaga follows the CIMB The CIMB Niaga Board of Commissioners, Board of Niaga Governance Charter as set forth in the Corporate Directors and all working units are committed to Policy Manual version 01 of 2016, which is the highest implementing the highest standards in the application policy in CIMB Niaga. As stated in the Corporate of GCG principles. These principles serve as a reference Policy Manual, Corporate Governance is performed for responsible decision-making, avoids conflicts based on Transparency, Accountability, Responsibility, of interest, optimizes performance, and improves Independence, Fairness and Equality (TARIF). accountability. Furthermore, the commitment to implementing GCG also aims to protect stakeholders The Corporate Policy Manual is also supported by other and increase compliance with all rules and regulations. policies related to governance including the Code of Ethics and Conduct, Work Guidelines and Procedures To achieve its Vision and Mission, CIMB Niaga (Charter), Whistleblowing Policy, Conflict Management consistently and continuously implements Good Policy and various other operational policies. These Corporate Governance principles to create added policies serve as the foundation while demonstrating value and maintain stakeholder confidence. The CIMB Niaga’s commitment to implementing basis for the application of Corporate Governance sustainable governance principles. refers to 4 Governance aspects, namely Governance Commitment, Governance Structure, Governance Process and Governance Outcome, and these become CIMB Niaga’s responsibilities to interested parties, namely customers, employees, other stakeholders and the community. Annual Report 2018 PT Bank CIMB Niaga Tbk 403 Management Discussion Performance Highlights Management Reports Company Profile and Analysis Risk Management Commitment to Good Corporate Governance Implementation FOUR ASPECTS OF GOVERNANCE Governance Process CIMB Niaga ensures that the governance process Governance Commitment is always performed following structured and CIMB Niaga’s commitment to governance is reflected systematic procedures and mechanisms to generate by the commitment from the Board of Commissioners, outcomes that meet the Governance principles. the Board of Directors, and all working units to CIMB Niaga’s Governance processes, supported by implement and enforce CIMB Niaga Governance. adequate governance structures and infrastructure, produce outcomes that are in line with stakeholders’ Governance Structure expectations. The Governance structure is linked to adequate governance structures and infrastructure ensuring Governance Outcome that the implementation of GCG principles will result The overall commitment to Governance is in achievements that are in line with the stakeholders’ reflected in the effective governance structure expectations. CIMB Niaga maintains a Governance and governance processes that create a positive structure comprising main bodies, supporting bodies, influence on value creation, and the Bank’s long-term and GCG infrastructure. business sustainability in line with the stakeholders’ expectations. The main bodies include the General Meeting of Shareholders, the Board of Commissioners, and the The Bank’s business sustainability, supported by Board of Directors. The supporting bodies include the stakeholders’ trust, will always enhance CIMB Committees at the Board of Commissioners level, Niaga’s contribution to the entire community and the Committees at the Board of Directors level, Corporate environment. Therefore, CIMB Niaga is committed to Secretary, Business Units, and Independent Units. always placing governance first as the main foundation when conducting its business, as well as to maintain The GCG infrastructure includes Company Regulations, the Bank’s existence when facing the challenges Code of Ethics and Conduct, Governance Policies and and business competition in the banking industry. Procedures. CIMB Niaga also applies all governance principles, namely Transparency, Accountability, Responsibility, Independence and Fairness (TARIF). 404 Annual Report 2018 PT Bank CIMB Niaga Tbk Supporting Corporate Governance Corporate Social Others Consolidated Business Review Report Responsibility Corporate Data Financial Report Sustainable Governance Outcome Governance Structure Governance Process Main bodies (GMS, Board of Commissioners, Board of Directors, Relations with Stakeholders, Policies Committees under the Board of Preparation and Decision Making, Commissioners, Committees under
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  • The Poetic Power of Place

    The Poetic Power of Place

    The PoeTic Power of Place comparative perspectives on austronesian ideas of locality The PoeTic Power of Place comparative perspectives on austronesian ideas of locality edited by James J. fox a publication of the department of anthropology as part of the comparative austronesian project, research school of pacific studies the australian national university canberra ACT australia Published by ANU E Press The Australian National University Canberra ACT 0200, Australia Email: [email protected] Web: http://epress.anu.edu.au Previously published in Australia by the Department of Anthropology in association Australian National University, Canberra 1997. National Library of Australia Cataloguing-in-Publication entry The poetic power of place: comparative perspectives on Austronesian ideas of locality. Bibliography. Includes Indeex ISBN 0 7315 2841 7 (print) ISBN 1 920942 86 6 (online) 1. Place (Philosophy). 2. Sacredspace - Madagascar. 3. Sacred space - Indonesia. 4. Sacred space - Papua New Guinea. I. Fox, James J., 1940-. II. Australian National University. Dept. of Anthropology. III. Comparative Austronesian Project. 291.35 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the publisher. Typesetting by Margaret Tyrie/Norma Chin, maps and drawings by Keith Mitchell/Kay Dancey Printed at National Capital Printing, Canberra © The several authors, each in respect of the paper presented, 1997 This edition © 2006 ANU E Press Inside Austronesian Houses Table of Contents Acknowledgements ix Chapter 1. Place and Landscape in Comparative Austronesian Perspective James J. Fox 1 Introduction 1 Current Interest in Place and Landscape 2 Distinguishing and Valorizing Austronesian Spaces 4 Situating Place in a Narrated Landscape 6 Topogeny: Social Knowledge in an Ordering of Places 8 Varieties, Forms and Functions of Topogeny 12 Ambiguities and Indeterminacy of Place 15 References 17 Chapter 2.