1 Sinthya roesly* direktur utama 31 desember 2014 31 desember 2019 2 Armand hermawan* direktur 23 Maret 2015 23 Maret 2020 3 yadi J. ruchandi* direktur 23 Maret 2015 23 Maret 2020
* diangkat kembali sebagai direksi Perseroan sesuai Keputusan Meteri Keuangan no. 632/KMK.06/2014 tanggal 29 desember 2014.
6. frekuensi rapat dan tingkat Kehadiran
direksi
rapat direksi Pt Pii direksi dapat diselenggarakan
tAtA KeLOLA PeruSAhAAn
Corporate governance
4. division of duties and responsibilities
among the Board of director’s
the duties and authority of each member of the Board of directors are determined by gMS. in the case that the gMS does not determine each director’s duties and authority, the division is determined by a directors’ decree.
president director
responsible for leading the Board of directors, coordinating the execution of directors’ functions and issuing instructions to the other directors regarding issues discuss in Board of directors’ meetings. the position of President director is currently illed by Sinthya roesly.
director of Finance and Risk management
responsible for fund management, pricing and claims processes, treasury and accounting, human resource management and administrative and general aspects in support of the Company’s daily activities.
the position of director of finance and risk
Management is currently illed by Armand hermawan.
director of operations
responsible for the Company’s business activities, including business development, consultation and guidance for bodies responsible for joint projects and the private sector, as well as project appraisal. the position of director of Operations is currently illed by yadi J. ruchandi.
5. tenure of the Board of director’s
* reappointed as director by finance Minister decree no. 632/KMK.06/2014 dated dec. 29, 2014.
6. Meeting frequency and Attendance of
the Board of directors
Selama tahun 2014 rapat direksi diselenggarakan sebanyak 13 (tiga belas) kali dengan tingkat kehadiran anggota direksi rata-rata 100%, seperti ditunjukkan dalam tabel berikut.
nama name total rapat total Meeting Kehadiran Attendance Persentase Kehadiran Percentage of Attendance Sinthya roesly 13 13 100% Armand hermawan 13 13 100% yadi J. ruchandi 13 13 100%
7. remunerasi direksi
remunerasi direksi dikaji oleh dewan Komisaris, dengan melibatkan konsultan independen yang kompeten di bidangnya. Kajian tersebut mempertimbangkan beberapa faktor utama, antara lain komitmen waktu, pencapaian target sesuai key Performance Indeks (KPi) yang ditetapkan terhadap direksi, serta imbal jasa yang terkait dengan tanggung jawab atas tindakan masing-masing.
8. Pelatihan dan Pengembangan direksi
Sesuai dengan tuntutan fungsional yang semakin meningkat, Perseroan memfasilitasi tersedianya paket-paket khusus pelatihan direksi untuk meningkatkan pengetahuan, keahlian dan profesionalisme. Selama tahun 2014, direksi mengikuti program peningkatan kompetensi sebagai berikut: Pelatihan training tanggal date tempat Venue
Wharton executive training Strategic thinking and Management for
Competitive Advantage 1-5 desember 2014 Philladelpia uSA
executive Workshop Legal Persepective : infrastructure Project in Water and
Minemouth Sector 6-8 Maret 2014 Singapore
Media handling Kiroyan Partner 15 September 2014 Jakarta Workshop efective Control environment 27 September 2014 Jakarta executive Workshop guarantee Structure Business: Sustainability and Source of
Value 26 September 2014 Jakarta
Workshop Crucial Conversation 22 desember 2014 Jakarta
9. Penilaian Key Performance indicator
(KPi) direksi
Pihak yang melakukan asesmen terhadap kinerja direksi adalah dewan Komisaris yang kemudian bersama-sama KPi dewan Komisaris dipertanggung jawabkan dihadapan ruPS. dasar penilaian dalam pelaksanaan asesmen kinerja direksi adalah KPi direksi / KPi Korporat yang ditetapkan bersama-
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Corporate governance
in 2014, 13 Board of directors meetings were held, with a director attendance of 100%, as outlined in the following table.
7. the Board of directors’ remuneration
the Board of directord remuneration is reviewed by the Board of Commissioners, with the involvement of independent consultants with expertise in the area. the determination takes into account a number of factors, includes time commitments, attainment of Key Performance index targets and individual responsibilities and actions.
8. director training and development
in line with increasing operational demands, the Company makes available programs for directors to increase their knowledge, expertise and professionalism. in 2014, directors attended the following programs:
9. Board of director’s Key Performance
indicator (KPi) Appraisal
the body responsible for assessing the Board of directors’ performance is the Board of Commissioners, which, along with the Board of directors’ own performance, is ultimately answerable to the gMS. the basis of assessment of directors’ performance is the Board of director’s Corporate KPi
sama dengan dewan Komisaris pada awal periode kepengurusan. KPi tersebut pada dasarnya adalah besaran kualitatif maupun kuantitatif dari rKAP.
G. AUDIt INtERNAl
1. tugas dan tanggung Jawab Audit
internal
unit Audit internal bertanggung jawab membantu direktur utama mewujudkan sistem pengendalian internal yang dapat menjamin pelaksanaan tugas Perseroan sesuai mandat yang diterima dan peraturan yang berlaku, dengan mengacu kepada prinsip eisiensi dan efektivitas serta prinsip-prinsip dasar gCg yaitu transparansi, akuntabilitas, tanggung jawab, kemandirian dan kewajaran. Sebagai dasar dari pelaksanaan tugas-tugasnya tersebut, unit Audit internal telah dilengkapi dengan Piagam Audit internal dan Prosedur Audit internal.
2. Kedudukan dan Proses Pemilihan Ketua
Audit internal
unit Audit internal bersifat independen terhadap unit kerja dan unit fungsional lainnya di Perseroan, dan bertanggung jawab langsung kepada direktur utama. dalam pelaksanaan tugas sehari-hari, unit Audit internal mendapatkan masukan dan petunjuk dari Komite Audit. Pemimpin unit Audit internal diangkat dan diberhentikan oleh direktur utama.
Selama periode tahun 2014, pemimpin unit Audit internal adalah i gede Susila Aryana, CiSA, yang diangkat berdasarkan SK Karyawan tetap SK-012/ dir/hr/Kt/08/2011 tertanggal 5 november 2011.
3. Sumber daya Audit internal
Saat ini jumlah manpower yang ada di unit internal audit sebanyak 1 (satu) orang termasuk Kepala Audit internal dan kebutuhan manpower tersebut sudah sesuai dengan kegiatan usaha. internal auditor Perseroan telah mengikuti pelatihan sertiikasi internal audit yaitu Certiied internal Auditor. Selain pelatihan sertiikasi tersebut, untuk meningkatkan kompetensi dari staf Audit internal, juga dilakukan berbagai pelatihan baik yang sifatnya
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Corporate governance
set together by the Board of Commissioner early in the operational year. the KPi works on a qualitative and quantitative scale from the work and budget plan.
G. INtERNAl AUDIt
1. duties and responsibilities of the
internal Audit unit
the internal Audit unit is responsible for helping the Board of Commissioners achieve an internal control system that guarantee’s the Company’s ability to execute its duties according its mandate and relative regulations, referring to principles of efectiveness and eiciency and gCg principles of transparency, accountability, responsibility, self-reliance and fairness. As a basis to its function, internal Audit is covered by an internal Audit Charter and internal Audit procedures.
2. Position and election Process of director
of internal Audit
the internal Audit unit is an independent working unit within the Company, and directly responsible to the President director. in the execution of its day-to- day duties, the internal Audit unit receives input and guidance from the Audit Committee. the leaders of the internal Audit unit are appointed and dismissed by the President director.
in 2014, head of the internal Audit unit was i gede Susila Aryana, CiSA, who was appointed according to SK Karyawan tetap SK-012/ dir/hr/Kt/08/2011 dated nov. 5, 2011.
3. internal Audit resources
the internal Audit currently consists of one person, including the head of internal Audit, a level suitable for Company’s current requirements. the head of internal Audit is a Certiied internal Auditor.
As well as that qualiication, a number of softskill and hardskill training programs are held to improve the skills of internal Audit staf.
Program kerja/tugas yang telah dilakukan selama tahun 2014 dan tindak lanjutnya sebagai berikut:
• Audit atas fungsi Procurement, dengan tindak lanjut; sedang dilakukan penyempurnaan dokumen kebjakan pengadaan, sejalan dengan program penyiapan dokumen kebjakan dan SOP.
• Audit atas pelaksanaan GCG, dengan tindak
lanjut; dokumen ‘Board Manual’ sedang diselesaikan untuk diterapkan. Perbaikan dokumen kebjakan juga sedang dilakukan sebagai bagian dari proyek penyiapan dokumen bisnis proses perusahaan.
Selain audit di atas, internal Audit juga terlibat dalam kegiatan penyiapan dokumen kebjakan dan proses bisnis perusahaan. Selain itu, internal Audit juga diminta membantu melakukan peninjauan atas pelaksanaan program CSr oleh divisi Corporate Secretary.
5. Pelatihan dan Pengembangan Audit
internal
Selama tahun 2014, unit Audit internal telah mengikuti pelatihan sebagai berikut:
no. Pelatihantraining tanggaldate
Pelatihan
training
1 Asia Corporate governance 28-31 Oktober 2014 euromoney, hongkong