• Direktur pemasaran bertanggung jawab atas bidang penjualan, distribusi dan transportasi serta pengembangan pemasaran.
• Direktur produksi bertanggung jawab untuk mengkoordinasikan, mengendalikan dan mengevaluasi pelaksanaan tugas operasional bidang produksi bahan baku, produksi terak, produksi semen serta bidang teknik, keselamatan kerja, lingkungan serta mengembangkan program efisiensi proses produksi. • Direktur Litbang&operasional bertanggung jawab
untuk mengkoordinasikan, mengendalikan dan mengevaluasi pelaksanaan tugas operasional atas bidang pengadaan dan pengelolaan persediaan,
• the Marketing Director is responsible for sales, distribution and transportation and marketing development.
• the production Director is responsible for the coordination, control and evaluation of operational duties related to raw material production, slag production, cement production as well as the ields of engineering, workplace safety, and the environment, and for developing eficiency programs for the production processes.
• the r&D & operations Director is responsible for the coordination, control and evaluation of the implementation of operational tasks in the ields of procurement and supply management, construction
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rancang bangun, serta penelitian & pengembangan dan menjaga jaminan mutu produk.
anggota Direksi dipilih dan diangkat melalui rups, untuk masa jabatan 5 tahun. untuk memastikan integritas dan profesionalitas di bidangnya, seluruh calon Direksi menjalani fit and proper test secara terbuka. susunan Direksi saat ini adalah sebagai berikut:
Direktur utama : Dwi soetjipto Wakil Direktur utama : navin sonthalia Direktur keuangan : Cholil hasan Direktur Litbang & operasional: suharto Direktur produksi : suparni Direktur pemasaran : Irwan suarly
untuk mengkoordinasikan seluruh kegiatan, mengawasi dan mengantisipasi hal-hal yang dapat mengganggu operasional perseroan, Direksi secara rutin mengadakan rapat Direksi. rapat Direksi dapat dilakukan setiap waktu bilamana dipandang perlu atas permintaan Direktur utama atau usulan oleh sepertiga dari seluruh anggota Direksi dan atas permintaan tertulis dari rapat Dewan komisaris. rapat Direksi dianggap sah dan berhak mengambil keputusan yang sah dan mengikat hanya apabila lebih dari tiga perempat anggota Direksi hadir atau diwakili secara sah dalam rapat.
pada setiap rapat Direksi, masing-masing Direktur berhak atas satu suara dan memberikan satu suara atas Direktur lain yang diwakili. keputusan Direksi harus diambil secara musyawarah untuk mufakat. apabila hal ini tidak tercapai, maka keputusan harus diambil berdasarkan suara terbanyak dan apabila suara setuju dan tidak setuju berimbang, maka Direktur utama yang menentukan. Direksi dapat mengambil keputusan yang sah dan mengikat tanpa mengadakan rapat Direksi apabila seluruh anggota Direksi menyetujui hal yang akan diputuskan dan menandatangani berkas keputusan secara tertulis.
selama tahun 2009, perseroan menyelenggarakan rapat Direksi 32 kali dimana 20 kali adalah rapat Internal Direksi dan 12 kali rapat korporasi Direksi, membahas berbagai agenda pengelolaan perusahaan, yang mencakup aspek-aspek diantaranya:
• Bidang kepengurusan, menyangkut diantaranya: - umum, membahas pencapaian atas rkap 2009
dan Laporan kinerja Bulanan dan rkap 2010, optimalisasi kinerja korporasi, perkembangan proyek strategis serta aset-aset non-produktif dan Non-Core.
plans, and research & development and quality control of the products.
the members of the Board of Directors are selected and appointed by the GMs for a 5-year term. to provide assurance of their integrity and professionalism, each candidate for the Board of Directors undergoes a transparent it and proper test. the structure of the Company’s Board of Directors is as follows:
president Director : Dwi soetjipto vice-president Director : navin sonthalia Finance Director : Cholil hasan r&D and operations Director: suharto production Director : suparni Marketing Director : Irwan suarly
to coordinate all the activities, supervise and anticipate matters that could disturb the operations of the Company, the Board of Directors holds regular Board of Directors’ Meetings. a Board of Directors’ Meeting can be held whenever deemed necessary by the president Director or vice-president Director, or at the request of one-third of all the members of the Board of Directors. a Board of Directors’ Meeting is considered valid and entitled to make decisions that are valid and binding only if more than three-quarters of the members of the Board of Directors attend or are represented.
at every Board of Directors’ Meeting, each Director has the right to one vote and can give one vote for another Director he or she represents. Decisions of the Board of Directors must be made by consensus. If this cannot be achieved, then the decision must be based upon the greatest number of votes and if there are an equal number of votes in favor and against, the president Director must decide. the Board of Directors can make a valid and binding decision without a Board of Directors’ Meeting if all the members agree on the issue being decided and sign a written document on the decision.
During 2009, the Company held 32 Board of Directors’ Meetings, of which 20 were Internal Meetings of the Board of Directors and 12 were Corporate Meetings of the Board of Directors to discuss various issues relating to company management, including the following: • Management, including:
- General discussion of achievement of the rkap 2009, the Monthly performance report and rkap 2010; optimizing Corporate performance; the Development of strategic projects; and non- productive and non-Core assets.
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- Bidang pemasaran: Implementasi Marketing Masterplan.
- Bidang hrD: hCMp, kesejahteraan pegawai, progres mekanisme penetapan kpI, implementasi
Balanced Scorecard.
- Bidang operasional: persiapan penggunaan
Software erp perseroan, pembentukan ootC, persiapan pemindahan kantor pusat Jakarta. • Bidang Manajemen risiko, menyangkut rencana kerja
unit Manajemen risiko, evaluasi mitigasi risiko. • Bidang pengendalian Internal, menyangkut rencana
kerja Internal audit dan standarisasi akuntansi. • Bidang GCG: perubahan aD/art anak usaha
konsolidasi, pembahasan implementasi pedoman GCG, konsultasi dengan kementerian BuMn, optimalisasi harga saham dan program GCG BuMn, pembahasan dan penetapan Board Manual. • Bidang tanggung Jawab sosial/Csr: pelaksanaan
Csr dan pkBL
tingkat kehadiran anggota Direksi dalam rapat Direksi adalah sebagai berikut:
nama Direksi
Director’s name
Internal korporasi Corporate total rapat total Meetings
r h r h r h Dwi soetjipto 20 20 12 11 32 31 heru D adhiningrat* 20 17 12 9 32 26 navin sonthalia** 20 3 12 3 32 6 Cholil hasan 20 18 12 11 32 29 suharto 20 19 12 12 32 31 suparni 20 18 12 11 32 29 Irwan suarly 20 15 12 7 32 22
Koordinasi dewan Komisaris dan direksi
Dewan komisaris dan Direksi mempunyai tugas dan wewenang yang jelas sesuai dengan fungsinya seperti yang diamanahkan dalam anggaran Dasar dan peraturan perundang-undangan yang berlaku
(fiduciary responsibility). keduanya secara bersama- sama memiliki tanggung jawab untuk memelihara kesinambungan usaha perseroan dalam jangka panjang. oleh sebab itu keduanya harus memiliki kesamaan pandangan atas visi, misi, nilai-nilai dan strategi perseroan.
untuk menyatukan pandangan dan memutuskan suatu persoalan penting menyangkut kelangsungan
- Marketing: Implementation of the marketing master plan.
- hrD: hMCp; employee beneits; progress on the mechanism for setting kpI; Balanced scorecard implementation.
- operations: preparation for the use of the Company’s erp software; the establishment of the ootC; preparations to move the head ofice in Jakarta. • risk Management, involving plans for a work unit on risk
Management; and the evaluation of risk Mitigation. • Internal Control, involving the work plans of the
Internal audit and accounting standardization. • GCG: Changes in the articles of association/ rules of
association of the consolidated subsidiaries; Discussion of the implementation of GCG Manual; Consultation with Ministry of soe; optimizing share prices and the GCG soe program; discussion and decision on the Board Manual. • Corporate social responsibility (Csr): Implementing
Csr and pkBL.
the frequency of meetings and attendance by members of the Board of Directors is as follows:
r : Jumlah rapat number of Meetings
h : Jumlah hadir number attended
*Diberhentikan dengan hormat oleh pemegang saham melalui rupsLB 15 september 2009
*honorably discharged by the shareholders at the aGMs on september 15, 2009
**Diangkat sejak tanggal 15 september 2009 **appointed as of september 15, 2009
Coordination of the Board of Commissioners and Board of directors
the Board of Commissioners and Board of Directors have clear duties and authority in line with their functions as mandated in the articles of association and in applicable laws and regulations (iduciary responsibility). together they have the responsibility to maintain the business sustainability of the Company in the long term. Both must therefore s the same perspective on the vision, mission, values and Company strategies.
to unite these perspectives and decide upon important issues related to business and operational continuity
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usaha dan operasional perusahaan, Dewan komisaris dan Direksi sebagai dua organ perusahaan terpenting senantiasa mengagendakan pertemuan berkala. koordinasi antara Dewan komisaris dan Direksi dilakukan melalui rapat Dewan komisaris dengan mengundang Direksi. rapat ini diselenggarakan oleh Dewan komisaris secara berkala setiap bulan, antara lain untuk membahas kinerja perseroan bulan sebelumnya, rencana Direksi bulan mendatang untuk meraih peluang yang ada, serta isu-isu strategis yang memerlukan persetujuan Dewan komisaris. hal ini dilakukan sejalan dengan penerapan azas akuntabilitas dan pertanggungjawaban dalam pelaksanaan GCG.
agar tanggung jawab bersama antara Dewan komisaris dan Direksi dalam menjaga kesinambungan berusaha jangka panjang terpenuhi, kedua badan tertinggi perseroan bersepakat menjadikan empat sasaran pokok sebagai tolok ukur kinerja bersama, yakni: • terlaksananya dengan baik kontrol internal dan
manajemen risiko.
• tercapainya imbal hasil (return) yang optimal bagi pemegang saham.
• terlindunginya kepentingan stakeholders
• terlaksananya suksesi kepemimpinan yang wajar demi kesinambungan manajemen di semua lini organisasi.
pemenuhan tanggung jawab bersama untuk mencapai kinerja seperti tersebut di atas bukanlah tugas yang mudah. untuk mencapainya kedua badan tertinggi pada perseroan mengagendakan komunikasi intensif dalam bentuk rapat rutin bulanan, pertemuan tambahan maupun media komunikasi interaktif lain sesuai dengan urgensinya.
Beberapa agenda kerja kegiatan perseroan terpenting yang menjadi bahan pokok utama pada pertemuan Dewan komisaris dan Direksi di perseroan, antara lain adalah:
• penetapan rencana jangka panjang, strategi maupun rencana kerja dan anggaran tahunan. • pembahasan kebijakan dalam memastikan
pemenuhan dan ketaatan atas peraturan perundang-undangan dan anggaran Dasar perseroan serta dalam menghindari segala bentuk benturan kepentingan.
• penetapan kebijakan metode penilaian perusahaan, unit usaha dan personalia pendukungnya. • pembahasan dan penetapan struktur organisasi
sampai satu tingkat di bawah Direksi yang dapat mendukung tercapainya visi, misi dan nilai perusahaan melalui strategi yang telah ditetapkan bersama.
of the Company, the Board of Commissioners and the Board of Directors, as two of the most important organs of the Company, have scheduled meetings on a regular basis. Coordination between the Board of Commissioners and the Board of Directors is effected through the Board of Commissioners’ monthly meeting, which is attended by the Board of Directors, among other things to discuss the Company’s performance in the previous month, the plans of the Board of Directors for the coming month to seize existing opportunities, and strategic issues that require the approval of the Commissioners. this is undertaken in line with the application of the principles of accountability and responsibility in implementing GCG.
to ensure that the joint responsibility of the Board of Commissioners and the Board of Directors in safeguarding the long term sustainability of the business is fulilled, these two highest organs of the Company have agreed to establish four key targets as the indicators of their joint performance, as follows: • Internal control and risk management are properly
implemented.
• optimal returns for shareholders are achieved. • stakeholders’ interests are fairly protected. • there is a fair leadership succession to ensure the
sustainable management in each line of the organization.
the fulillment of this joint responsibility for the sake of achieving performance as described above is not an easy task. to this end, these two highest organs in the Company schedule intensive communication in the form of routine monthly meetings, together with additional meetings or other interactive communication media according to the level of urgency.
among the most important items on the working agenda, which form the substance of the meeting s between the Board of Commissioners and the Board of Directors, are the following:
• the determination of long term plans and strategies, the work plan, and the annual budget.
• Discussion of policies to ensure the fulillment of and compliance with the laws and regulations and the Company’s articles of association and to avoid conlicts of interest in any form.
• the determination of the policies and methods for evaluating the Company, its business units and supporting personnel.
• Discussion and determination of an organizational structure, up to one level below the Board of Directors, that can support the achievement of the Company’s vision, mission and values through an agreed strategy.