Tahun 2013 adalah tahun pembaharuan bagi ICON+. Melalui beragam program pengembangan, ICON+ berfokus menampilkan citra perusahaan yang elegan dan berkualitas sesuai dengan image perusahaan jasa telekomunikasi yang expertise dibidangnya dalam melayani kebutuhan pasar yang kompetitif. ICON+ fokus pada tercapainya kepuasan pengguna jasa melalui pelayanan prima. Upaya perbaikan berkelanjutan dalam proses bisnis ICON+ berlandaskan pada mutu dan kesesuaian harapan masyarakat.
ICON+ terus meningkatkan berbagai pengembangan produk dan produktifitas kegiatan usaha. Dengan melakukan rebranding, ICON+ berkeyakinan dapat menjadi lebih dekat dan dikenal masyarakat dan lebih menunjukkan expertise disertai spirit dalam pelayanannya. Mengambil slogan “We Speak Beyond Connectivity”, ICON+ percaya bahwa dengan kelebihan yang dimiliki yaitu tidak hanya memiliki jaringan fiber optic yang dapat menjangkau hingga ke daerah-daerah terpencil saja tetapi ICON+ mampu memenuhi segala kebutuhan para pelanggan, namun melalui kualitas kompetensi SDM yang handal dan ahli dalam bisnis ICT. Selain itu ICON+
akan secara konsisten berkiprah dalam industri di tanah air, dengan senantiasa tetap memegang teguh komitmen dalam berkontribusi demi perkembangan telekomunikasi Indonesia.
2013 was a year of change for ICON+. Through a variety of development programs, ICON+ focus to display an elegant corporate image and the quality image according to the telecommunication service company in its field of expertise in serving the needs of the competitive market. ICON+ focused on the customer satisfaction achievement through excellent service. Continuous improvement efforts in business process of ICON+ were based on the quality and suitability of community expectations.
ICON+ continuously improves product development and productivity of the various business activities. By doing rebranding, ICON+
believes could become closer and known to the public and demonstrates expertise with the spirit of its services. Taking the tagline
“We Speak Beyond Connectivity”, ICON+ believe that having the competitive advantages of fiber optic network that can reach up to remote areas, ICON+ is also capable to meet all the needs of the customers, through the quality of reliable and expert human resource competencies in ICT business. In addition ICON+ will consistently to take part in the industry in the country, with always upholding the commitment to contribute to the development of the Indonesian telecommunications.
Beyond Connectivity Services
LAPORAN KEPADA PEMEGANG SAHAM REPORT TO THE SHAREHOLDERS
011
IKHTISAR KEUANGAN FINANCIAL HIGHLIGHT PRAWACANA
FOREWORD
003 006
Laporan Dewan Komisaris
Report of The Board of Commissioners Profil Dewan Komisaris
The Board of Commisioners Profile Laporan Direksi
Report of The Board of Directors Profil Direksi
The Board of Directors Profile
Identitas Perusahaan Corporate Identity
Sejarah Singkat Perusahaan A Brief History of The Company Bidang Usaha
Scope of Business Struktur Organisasi Organization Structure Visi, Misi dan Nilai Perusahaan Vision, Mission and Corporate Values Tujuan, Sasaran dan Strategi Perusahaan Corporate Objective, Goal, Strategy Komposisi Kepemilikan Saham ICON+
Structure of Shareholders of ICON+
Entitas Anak, Perusahaan Afiliasi dan Struktur Grup Perusahaan Subsidiaries, Affiliated and Structure of Holding Company Kronologis Pencatatan Saham
The Chronology of Stock Listing Kronologis Pencatatan Efek Lainnya The Chronology of Other Securities Lembaga Profesi Penunjang Perusahaan Corporate Supporting Professional Institution Penghargaan dan Sertifikasi
Award and Certificate Peristiwa 2013 Corporate Event 2013 Jaringan
Tinjauan Industri Industry Overview Tinjauan Bisnis Business Overview Pemasaran Marketing
Tinjauan Kinerja Keuangan Financial Performance Review Analisis Posisi Keuangan Analysis of Financial Position Arus Kas
Cash Flow
Analisis Tentang Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang
Analysis of Capabilty to Pay Debt and Collection Period Struktur Modal
Capital Structure Investasi Barang Modal Capital Goods Investment
Perbandingan Target Awal Tahun Buku dengan Realisasi Tahun 2013 dan Proyeksi Tahun 2014
Comparison on Target in Beginning Fiscal Year and Realization in 2013 and Projection in 2014
Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan
Information and Material Facts Upon the Date of Accounting Report
Kebijakan Dividen Dividend Policy
Kontribusi Kepada Negara Contribution to the State
Realisasi Dana Hasil Penawaran Umum Realization of the Public Offering Proceeds Program Kepemilikan Saham Oleh Karyawan dan Manajemen
Program of Stock Ownership by Employees and Management
Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Akuisisi, Atau Restrukturisasi Hutang/Modal Material Information on Investment, Ekspansion, Divestment, Acquisition, and Debt/Capital Restructuring PROFILE PERUSAHAAN
COMPANY PROFILE
033
ANALISIS DAN PEMBAHASAN MANAJEMEN
ANALYSIS AND
DISCUSSION OF MANAGEMENT
069
012 016 022 029
034 035 037 044 046 047 052 052
056 056 056 057 058 066
070 074 084 091 100 117 118
123 124 127
130
130 130 131 131
132
Informasi Transaksi Material yang Mengandung Benturan Kepentingan Atau Transaksi dengan Pihak Afiliasi Information of Material Transaction has Conflict of Interest or Transactions with Affiliates Party
Perubahan Peraturan dan Dampaknya Terhadap Perusahaan Regulatory Changes and Its Impact on Company
Perubahan Kebijakan Akuntansi Changes in Accounting Policy Ikatan dan Kontijensi
Material Engagement and Contingencies
Key Performance Indicator (KPI) dan Tingkat Kesehatan Perusahaan
Key Performance Indicator (KPI) and Rating of Health Level
Pendahuluan Introduction
Rapat Umum Pemegang Saham (RUPS) Annual General Meeting of Shareholders (RUPS) Informasi Pemegang Saham Utama dan Pengendali Information of Major Shareholder and Controller Dewan Komisaris
Board of Commissioners Komite Audit
Audit Committee Komite Manajemen Risiko Risk Management Committee Direksi
Board of Directors
Sekretaris Dewan Komisaris Secretary of Board of Commissioners Sekretaris Perusahaan
Corporate Secretary Satuan Audit Internal (SAI) Internal Audit Unit
Sistem Pengendalian Internal Internal Control System Manajemen Risiko Risk Management Sumber Daya Manusia Human Resource Management
Pedoman Etika dan Perilaku Perusahaan Corporate Code Of Conduct
Akuntan Perseroan Public Accountant
Perkara Penting yang Sedang Dihadapi Direksi dan Dewan Komisaris yang sedang Menjabat
Important Cases facing by the Incumbent Board of Directors and Board of Commissioners
Akses Informasi dan Data Perusahaan Information Access to the Company Whistleblowing System
Whistleblowing System
Kebijakan Gratifikasi dan Benturan Kepentingan Policy of Gratuities and Conflict of Interests Sistem Manajemen Mutu
Quality Management Teknologi Informasi Information Technology Pengadaan Barang dan Jasa Procurement of Goods and Services
Laporan Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Report
Tanggung Jawab Sosial Perusahaan Terhadap Lingkungan Hidup
Corporate Social Responsibility to The Environment Tanggung Jawab Sosial Perusahaan
Terhadap Karyawan
Corporate Social Responsibility to Employees
Tanggung Jawab Sosial Perusahaan Terhadap Pelanggan Corporate Social Responsibility to Customers
Tanggung Jawab Sosial Perusahaan
Terhadap Pengembangan Sosial Kemasyarakatan Corporate Social Responsibility to Community Development
TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE
153
382
LEMBAR PENGESAHAN ACKNOWLEDGEMENT383
LAPORAN KEUANGAN FINANCIAL REPORT453
REFERENSI KRITERIA ANNUAL REPORT AWARD 2013CROSS REFERENCE TO ANNUAL REPORT AWARD CRITERIA 2013
TANGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY
353
321
327 328
329 333 335
338 341 348
354 356
360
371 375 133
137
137 139 143
154
161 168
169 201 222
232
253
256 267
286
291 305
Pendapatan Usaha Operating Income
Laba Sebelum Pos Keuangan dan Lain-Lain Earning Before Financial Post and Other
Laba Sebelum Pajak
Earning Before Tax Beban Pajak
Tax Expenses
Pos Keuangan dan Lain-Lain Bersih Financial Post and Other
Beban Usaha Operating Expenses
1.082.365
2013 2010
473.157
2009 349.073
2008 263.757
2011 636.644
2012 925.335
2007 198.429
2006 161.435 1.268.123
2013 2010
488.603
2009 474.878
2008 494.271
2011 693.771
2012 1.001.472
2007 415.607
2006 327.442
185.759
2013 2010
15.446
2009 125.805
2008 230.514
2011 57.127
2012 76.137
2007 217.178
2006 166.007
86.218
2013 2010
4.504
2009 4.608
2008 7.602
2011 11.875
2012 26.477
2007 693
2006
99.541
19.949 130.412 238.116
69.003 49.660 217.871
163.642
27.525 9.236
37.991 73.488
21.495 16.738 67.020
50.556 Keterangan :
Description :
ICON+ tidak melakukan transaksi perdagangan (jual beli) saham, maka tidak ada informasi terkait dengan harga saham tertinggi, terendah, maupun penutupan.
ICON+ tidak menerbitkan obligasi, sukuk atau obligasi konvertibel, maka tidak ada informasi terkait jumlah obligasi/sukuk yang beredar, tingkat bunga atau imbalan, tanggal jatuh tempo, maupun peringkat terkait.
ICON+ has no trading transactions (buying and selling) stocks, then there is no information related to the stock price high, low, and closing.
ICON+ does not issue bonds, sukuk or convertible bonds, then there is no information regarding the number of bonds/sukuk outstanding, the interest rate or yield, maturity dates, and relevant rankings.
-2.365 Laba Rugi
Pendapatan Usaha Beban Usaha
Laba Sebelum Pos Keuangan Dan Lain-Lain
Pos Keuangan dan Lain-Lain Bersih Laba Sebelum Pajak Beban Pajak
Laba Tahun Berjalan Dan Jumlah Laba Komprehensif Neraca
Jumlah Aset Aset Lancar Aset Tidak Lancar Jumlah Liabilitas dan Ekuitas Liabilitas Jangka Pendek Liabilitas Jangka Panjang Ekuitas
Rasio-Rasio Keuangan ROE
ROI Rasio Kas Rasio Lancar Collection Periode Perputaran Persediaan Perputaran Jumlah Aset Rasio Modal Sendiri terhadap Jumlah Aset EBITDA
Modal Kerja Bersih Investasi pada entitas lain
Gain-Loss Operating Income Operating Expenses Earning Before Financial Post and Other Financial Post and Other Net Earning Before Tax Tax Interest Current Income and Comprehensive Income Balance Total Asset Current Asset Non-Current Asset Liabilities and Equity Short-Term Liabilities Long-Term Liabilities Equity Finance Ratios ROE ROI Cash Ratio Current Ratio Collection Period Inventory Turn Over Asset Turn Over Equity Ratio to Total Asset
EBITDA Net Working Capital Investment on other Entity
2006 2007 2008 2009 2010 2011 2012 2013
488.603 473.157 15.446 4.504
19.949 9.236 10.714
1.253.062 504.078 748.984 1.253.062 399.125 202.899 651.039
2
13
34
126
75
70
47
52
24 104.953 - 327.442 161.435 166.007 (2.365) 163.642 50.556 113.086 400.871 194.356 206.514 400.871 82.617 77.556 240.697 144
55
161
235
59
3
95
32
57
111.739 - 415.607 198.429 217.178 693
217.871 67.020 150.851 571.841 316.091 255.750 571.841 119.710 60.583 391.548 78
50
138
264
121
5
81
30
61 196.381 - 494.271 263.757 230.514 7.602 238.116 73.488 164.627 797.689 384.263 413.427 797.689 213.856 35.200 548.633 77
46
72
188
111
12
81
20
56 170.407 - 474.878 349.073 125.805 4.608 130.412 37.991 92.421 961.065 374.955 586.110 961.065 290.520 22.826 647.719 23
25
43
128
80
24
60
67
40 84.435 - 693.771 636.644 57.127 11.875 69.003 21.495 47.508 1.661.509 557.703 1.103.806 1.661.509 600.792 362.170 698.546 12
16
21
93
81
29 51
42
30 (43.090) - 1.001.472 925.335 76.137 (26.477) 49.660 16.738 32.922 1.846.195 585.803 1.260.392 1.846.195 579.995 515.769 750.431 11
18
39
101
45
17 71
41 25 5.808 -
1.268.123 1.082,365 185.759 -86.218
99.541 27.525 72.016
1.955.855 604.753 1.351.102 1.955.855 610.572 522.836 822.447
11 23 40 99 44 13 69 42
35 (5.819) -
(Description) Uraian
Dalam Juta Rupiah (In Million Rupiah)
Dalam Juta Rupiah (In Million Rupiah)
Persentase % (Percentage %)
522.836
2013 2010
202.899
2009 22.826
2008 35.200
2011 362.170
2012 515.769
2007 60.583
2006 77.556
610.572
2013 2010
399.125
2009 290.520
2008 213.856
2011 600.792
2012 579.995
2007 119.710
2006 82.617 1.351.102
2013 2010
748.984
2009 586.110
2008 413.427
2011 1.103.806
2012 1.260.392
2007 255.750
2006 206.514
604.753
2013 2010
504.078
2009 374.955
2008 384.263
2011 557.703
2012 585.803
2007 316.091
2006 194.356
Laba Tahun Berjalan dan Jumlah Laba Komprehensif Current Income and Comprehensive Income
Aset Tidak Lancar Non Current Asset
Liabilitas Jangka Panjang
Long Term Liabilities Ekuitas
Equity
Liabilitas Jangka Pendek Short Term Liabilities Aset Lancar
Current Asset
72.016
2013 2010
10.714
2009 92.421
2008 164.627
2011 47.508
2012 32.922
2007 150.851
2006 113.086
822.447
2013 2010
651.039
2009 647.719
2008 548.633
2011 698.546
2012 750.431
2007 391.548
2006 240.697
ROE
ROE ROI
ROI
Rasio Kas Cash Ratio
Collection Period
Collection Period Perputaran Persediaan
Inventory Turn Over Rasio Lancar Current Ratio
11
2013 2010
2
2009 23
2008 77
2011 12
2012 11
2007 78
2006 144
23
2013 2010
13
2009 25
2008 46
2011 16
2012 18
2007 50
2006 55
40
2013 2010
34
2009 43
2008 72
2011 21
2012 39
2007 138
2006 161
99
2013 2010
126
2009 128
2008 188
2011 93
2012 101
2007 264
2006 235
44
2013 2010
75
2009 80
2008 111
2011 81
2012 45
2007 121
2006 59
13
2013 2010
70
2009 24
2008 12
2011 29
2012 17
2007 5
2006 3
Perputaran Jumlah Aset Asset Turn Over
EBITDA
EBITDA Modal Kerja Bersih
Net Working Capital
Rasio Modal Sendiri terhadap Jumlah Aset Ratio of Equity to Total Asset
69
2013 2010
47
2009 60
2008 81
2011 51
2012 71
2007 81
2006 95
42
2013 2010
52
2009 67
2008 20
2011 42
2012 41
2007 30
2006 32
35
2013 2010
24
2009 40
2008 56
2011 30
2012 25
2007 61
2006 57
-5.819
2013 2010
104.953
2009 84.435
2008 170.407
2011 -43.090
2012 5.808
2007 196.381
2006 111.739
Laporan Dewan Komisaris
Report of The Board of Commissioners
Pemegang Saham dan Para Pemangku Kepentingan yang Terhormat,
Puji syukur kehadirat Tuhan Yang Maha Esa, kami selaku Dewan Komisaris pada akhirnya dapat menyampaikan laporan pelaksanaan tugas pengawasan atas pengelolaan Perusahaan selama tahun 2013 kepada Pemegang Saham dan para pemangku kepentingan lainnya.
Distinguished Shareholders and Stakeholders,
Praise the presence of Almighty God; we are as the Board of Commissioners may ultimately deliver a report of monitoring tasks and implementation on the management of the Company in 2013 to the shareholders and other stakeholders.
Penilaian Atas Kinerja Direksi Performance Assessment of Board of Directors
Tata Kelola Perusahaan Good Corporate Governance
Sepanjang tahun 2013 ICON+ telah melakukan pencapaian kinerja yang membanggakan dan berhasil melampaui target.
Jajaran manajemen dan seluruh pegawai ICON+ mampu memberikan kinerja yang memuaskan di tengah kondisi perekonomian nasional tahun 2013 yang penuh dengan tantangan.
Throughout 2013, ICON+ has made the achievement of excellence performance and managed to exceed the target.
Management and all employees of ICON+ were able to provide satisfactory performance in the full challenging national economy in 2013.
Dewan Komisaris memahami bahwa Good Corporate Governance (GCG) merupakan salah satu faktor strategis dalam upaya meningkatkan nilai pemegang saham (shareholders) dan pemangku kepentingan (stakeholders) lainnya serta memelihara pertumbuhan yang berkelanjutan.
Board of Commissioners understand that good corporate governance (GCG) is one of the strategic factors in an effort to increase value of shareholders and other stakeholders and maintain sustainable growth.
Kinerja Perusahaan Tahun 2013
Dewan Komisaris menilai bahwa Dewan Direksi dan seluruh jajaran ICON+ telah bekerja sesuai arahan strategi Perusahaan. Dewan Komisaris mendukung sepenuhnya berbagai upaya strategis yang telah dilakukan oleh Dewan Direksi beserta jajarannya.
Sepanjang tahun 2013, kinerja ICON+ menunjukkan hasil yang sangat memuaskan, baik dari sisi operasional, maupun keuangan. ICON+ mencapai pertumbuhan laba komprehensif meningkat 118,75% dari Rp32.921.877.668 pada tahun 2012 menjadi Rp72.016.006.494 pada tahun 2013.
Capaian peningkatan ini dikarenakan oleh meningkatnya pendapatan usaha Perusahaan.
Dewan Komisaris mengapresiasi atas upaya yang telah dilakukan oleh para Dewan Direksi dan seluruh jajaran ICON+ atas keberhasilan pencapaian kinerja Perusahaan yang baik. Yang ditunjukan dengan pelayanan prima sehingga mencapai tingkat kepuasan pelanggan yang mendekati sempurna.
Corporate Performance in 2013
Board of Commissioners considered that Board of Directors and the entire range of ICON+ has been working according to the direction of corporate strategy. Board of Commissioners fully supported strategic efforts implementing by the Board of Directors and their staffs.
Throughout 2013, performance of ICON+ showed very satisfactory results, both in terms of operational, and financial. ICON+ achieved comprehensive revenue growth of Rp32,921,877,668 increased at 118.75% in 2012 to Rp72,016,006,494 in 2013. This achievement was mainly because of the increase in operating revenues of the Company.
Board of Commissioners appreciated the efforts implementing by the Board of Directors and the entire range of ICON+
for the success of the company’s achievement of good performance. This was shown with excellent service in order to achieve the level of near-perfect customer satisfaction.
Manajemen Risiko Perusahaan Corporate Risk Management
Penutup Conclusion
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Prospek Usaha Business Prospect
Dewan Komisaris terus mendorong implementasi manajemen risiko dapat dilaksanakan secara efektif. Dalam mengelola manajemen risiko ICON+ telah menyusun Rancangan Road Map Pengembangan Sistem Pengelolaan Risiko tahun 2014 – 2017 yang sasarannya meliputi budaya, sistem, penguasaan keahlian dan aplikasi/penerapan. Dalam pelaksanaan manajemen risiko ICON+ menggunakan prinsip-prinsip manajemen risiko sesuai ISO 31000 : 2009.
Board of Commissioners continues to encourage the implementation of risk management could be effectively implemented. In managing risk management, ICON+ has prepared the Draft of Road Map for Development of Risk Management System in 2014-2017 including the target of culture, systems, skills mastery and application/implementation. In the implementation of risk management, ICON+ use the principles of risk management according to ISO 31000: 2009.
Kami atas nama Dewan Komisaris menyampaikan penghargaan dan terima kasih kepada Para Pemegang saham, Direksi, dan seluruh karyawan beserta para stakeholder atas kerjasama dan kepercayaannya dalam melaksanakan fungsi pengawasan dan penasihatan sehingga ICON+ mampu mencapai kinerja yang optimal.
Kami yakin dengan mengedepankan kerja sama dalam penerapan nilai-nilai dan optimalisasi pencapaian tujuan Perusahaan maka akan terbentuk hubungan yang solid dan harmonis sehingga mampu menghadapi peluang dimasa mendatang.
On behalf of the Board of Commissioners, we expressed appreciation and gratitude to the shareholders, the Board of Directors, and all employees and stakeholders for their cooperation and trust in carrying out supervisory and advisory functions so that ICON+ could achieve optimal performance.
We are convinced by promoting cooperation in the implementation and optimization of values to achieve company goals, it will form a solid and harmonious relationship in order to face the future opportunities.
Jakarta, Maret 2014 | March 2014
Atas Nama Dewan Komisaris | On behalf of Board of Commissioners
Komisaris Utama | President Commissioner Moch. Harry Jaya Pahlawan
Dewan Komisaris menilai ICON+ telah berkontribusi bagi pembangunan ekonomi berkelanjutan, dengan senantiasa berupaya dalam meningkatkan kinerja guna memberikan kepuasan dan manfaat kepada para pemegang saham (Shareholder) dan juga segenap pemangku kepentingan (Stakeholders) yaitu masyarakat dan lingkungan dengan senantiasa berkomitmen untuk melaksanakan program-program CSR sesuai dengan nilai luhur Perusahaan yaitu Value Care (sikap peduli, empati, dan responsive serta memberikan layanan melebihi harapan Pemegang Saham).
Dewan Komisaris mengapresiasi penerapan konsep green office yang dimulai ICON+ pada tahun 2013, antara lain melalui efisiensi penggunaan listrik dan kertas dalam operasional sehari-hari.
Upaya ini diharapkan memberi dampak yang positif bagi ICON+
dalam mewujudkan efisiensi energi, sumber daya serta keuangan.
Board of Commissioners assessed ICON+ has contributed to sustainable economic development, with constantly strive to improve performance in order to provide satisfaction and benefits to shareholders and also all stakeholders such as the community and the environment with a continuous commitment to implement CSR programs in accordance with the Company’s core values, namely Value Care (caring attitude, empathy, and responsiveness as well as provide service beyond expectation of Shareholders).
Board of Commissioners appreciated the concept application of the green office of ICON+ starting in 2013, through the efficient use of electricity and paper in daily operations. This effort was expected to have a positive impact for ICON+ in realizing energy efficiency, resources as well as financial.
Industri telekomunikasi diperkirakan akan terus tumbuh dalam enam tahun yang akan datang. Pertumbuhan industri telekomunikasi didorong oleh meningkatnya populasi penduduk, sehingga diyakini permintaan terhadap layanan jaringan masih tinggi, khususnya kebutuhan konektivitas jaringan untuk menunjang bisnis mobile data, internet dan layanan teknologi informasi akan terus meningkat.
The telecommunications industry should be expected to continue to grow in the next six years. The growth of the telecommunications industry was driven by the increasing population, so we believed the demand for network services was still high, particularly the need of network connectivity to support mobile business data, internet and information technology services will continue to increase. Thus Board of Dewan Komisaris mengapresiasi atas peningkatan implementasi
GCG ICON+ di tahun 2013. Hasil assessment, penerapan GCG pada Perusahaan mencapai skor 86,88 dengan kategori predikat “Baik”
naik dibanding tahun sebelumnya yaitu 66,65 dengan kategori predikat “Cukup Baik”. Pencapaian ini merupakan bukti perbaikan terus-menerus dalam implementasi GCG yang berkesinambungan.
Assessment terhadap penerapan GCG pada ICON+ dilaksanakan berdasarkan standar alat uji Keputusan Sekretaris Menteri BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012.
Board of Commissioners appreciated the increase in implementation of GCG of the Company in 2013. The results of the assessment, implementation of GCG of the Company achieved a score at 86.88 in the category “Good” category compared at 66.65 with the category title of “Good Enough” in the previous year. This achievement is a testament to the continuous improvement in the implementation of sustainable corporate governance. Assessment of the implementation of GCG of ICON+ was implemented based on standard test of Decree of Secretary of Minister of State-Owned Enterprises No.SK-16/S.MBU/2012 dated 6 June 62012.
Perubahan Komposisi Dewan Komisaris Change of Composition of Board of Commissioners Pada tahun 2013 telah terjadi perubahan Dewan Komisaris
ICON+. Berdasarkan hasil keputusan RUPS Sirkuler tanggal 14 Maret 2013 telah ditetapkan Sdr. Moch. Harry Jaya Pahlawan sebagai Komisaris Utama menggantikan Sdr. Yusuf Hamdani dan berdasarkan RUPS Sirkuler tanggal 18 Juli 2013 telah ditetapkan Sdr. Ritme Aulia Jaffar sebagai Komisaris menggantikan Sdr. Edy Wahjudi sebagai Komisaris.
Masing-masing menjabat untuk meneruskan periode jabatan Komisaris sebelumnya.
In 2013 there has been a change in the Board of Commissioners of ICON+. Based on a decree of Circular Annual General Meeting of Shareholders dated 14 March 2013 has been appointed Mr.
Moch. Harry Jaya Pahlawan as President Commissioner of Board Of Commissioners replacing Mr. Yusuf Hamdani and based on a decree of Circular Annual General Meeting of Shareholders dated 18 July 2013 has been appointed Mr. Ritme Aulia Jaffar as Commissioners replacing Mr. Edy Wahyudi as Commissioners.
They will continue the period of the previous Commissioner.
Laporan Dewan Komisaris Report of The Board of Commissioners
Profil Dewan Komisaris
The Board of Commissioners Profile
Komisaris Utama (President Commissioner)
Moch. Harry Jaya Pahlawan
Lahir
Palembang, 10 November 1957 Pendidikan
Pendidikan Sarjana Teknik Mesin dari Universitas Indonesia tahun 1984, dan kemudian Diploma Pengembangan Ekonomi di tahun 1991 dan gelar S2 di bidang Ilmu Ekonomi Energi dari University of Surrey, Inggris tahun 1992
Training yang diikuti
Training Global Customer Summit South East Asia Executive Program dan training persiapan PLN menyongsong ASEAN Economic Community 2015 dari pusdiklat Jakarta
Perjalanan Karir
Menjabat sebagai Komisaris Utama ICON+ Maret 2013.
Sebelumnya beliau pernah menjabat sebagai Vice President Hubungan Internasional pada April 2008, Sekretaris Perusahaan (2005-2008), Staf Ahli Perencanaan Perusahaan (2005-2006), General Manager PLN Area Sumatera Selatan, Jambi dan Bengkulu (2002-2005), Asisten Sekretaris Perusahaan (2001- 2002), Manajer Pengawasan Manajemen pada anak Perusahaan PLN, PT PJB (1999-2001) dan Kepala Divisi Umum dan Hubungan Investor PT Pembangkitan Jawa Bali (1997-1999)
Keahlian
Tehnik Mesin, Economic Development dan Ilmu Ekonomi Energi
Dasar Penunjukan
Keputusan Pemegang Saham secara sirkuler PT Indonesia Comnets Plus tanggal 14 Maret 2013
Born
Palembang, November 10, 1957 Education
Mechanical Engineering from University of Indonesia (1984), Master of Energy Economic Science University of Surrey, Inggris (1992)
Training attended
Training Global Customer Summit South East Asia Executive Program and training of PLN for ASEAN Economic Community 2015 at Jakarta
Career
Served as President Commissioner since March 2013. Vice President of International Relation (2008), Corporate Secretary (2005-2008), Planning Advisor (2005-2006), General Manager of South Sumatra, Jambi and Bengkulu (2002-2005), Assistant of Corporate Secretary (2001-2002), Manager of Supervisory Management of PT PJB (1999-2001) and Head of General Division and Investor Relation of PT Pembangkitan Jawa Bali (1997-1999)
Expertise
Mechanical Engineering, Economic Development and Energy Economy Science
Appointment Basis
Decision of Circular General Meeting of Shareholders of PT Indonesia Comnets Plus dated March 14, 2013
Komisaris (Commissioner)
Komisaris (Commissioner)
Satriyo Wibowo
Lahir
Semarang, 28 Januari 1979 Pendidikan
Sarjana Teknik Elektro dari Institut Teknologi Bandung (ITB) dan Certified Network Engineer IPv6 level 1 & 2 di Penang (2009)
Training yang diikuti
Seminar IPV6 di Apnic Brisbane, Seminar Jaringan IP di CISCO Australia Sydney (2012), Shared Service and Outsourcing Workshop (2012), MEF Certification - Singapore, 2012, NAV6 IPv6 - Malaysia (2009), Business Finance - Jakarta (2008), Intelligent Building Tridium – Bangkok (2007), VSAT iDirect - Hong Kong, 2005, Goethe Institut, ZD - Bandung (2002) dan Biomedical Technology - Groningen Belanda (2001)
Perjalanan Karir
Menjabat Komisaris ICON+ sejak tahun 2010. Beliau juga pernah menjabat, Direktur PT Asworks Energi Nusapersada (2007-2009), Direktur PT Esadiva (2007-2010), Direktur CV Pilar Mahesa (2003-2005). Beliau juga aktif dalam asosiasi sebagai Sekretaris IPv6 Forum Indonesia, Asesor ID-IPV6TF (sejak 2010) sekaligus Konsultan teknologi IPv6. Beliau juga aktif dalam asosiasi sebagai sekretaris IPV6 Forum Indonesia/Anggota ID-IPV6TF (sejak 2010) Keahlian
Teknologi Informasi dan Komunikasi Penugasan Khusus
Wakil Ketua Komite Audit dan GCG Dasar Penunjukan
Keputusan RUPS tanggal 31 Mei 2010
Born
Semarang, January 28, 1979 Education
Bachelor of Electro Enginnering of Institut Teknologi Bandung (ITB) and Certified Network Engineer IPv6 level 1
& 2, Penang (2009) Training attended
Seminar on IPV6 at Apnic Brisbane, Seminar on IP Network at CISCO Australia Sydney (2012), Shared Service and Outsourcing Workshop (2012), MEF Certification - Singapore, 2012, NAV6 IPv6 - Malaysia (2009), Business Finance - Jakarta (2008), Intelligent Building Tridium – Bangkok (2007), VSAT iDirect - Hong Kong, 2005, Goethe Institut, ZD - Bandung (2002) and Biomedical Technology - Groningen Belanda (2001).
Career
Commissioners of ICON+ since 2010. He served as Director of PT Asworks Energi Nusapersada (2007-2009), Director of PT Esadiva (2007-2010), Director of CV Pilar Mahesa (2003-2005).
He is active in association as Secretary of IPv6 Forum Indonesia, Asesor ID-IPV6TF (since 2010) and also technology of IPv6 consultant.
Expertise
Information Technology and Communication Special Assignment
Deputy Chief of Audit and Good Corporate Governance Committee Appointment Basis
Decision of Annual General Meeting of Shareholders
Moestafa Nadjib
Lahir
Padang, 30 Desember 1955 Pendidikan
Sarjana Teknik Sipil Institut Teknologi Bandung (ITB) (1980)
Training ytang diikuti
Seminar IPV6 di Apnic Brisbane, Seminar Jaringan IP di CISCO Aus- tralia Sydey (2012), Shared Service and Outsourcing Work- shop (2012), Seminar Power Plant Asset Management (2008), National Seminar on Sustaining Company Value (2007), seminar ‘Coaltech 2004’ di Kuala Lumpur Malaysia (2004), dan Professional Director Program oleh Institute for Corporate Directorship (2004)
Perjalanan Karir
Beliau menjadi anggota Hak Kekayaan Intelektual (HaKI) Indonesia sebelumnya adalah Komisaris Independen di PT Pembangkitan Jawa Bali (2004-2009) dan Staf Khusus Direktur Utama di PT Mercu Buana Group (1981-2003). Beliau juga pernah dipercaya sebagai Project Coordinator untuk pembangunan ‘Expansion of Meridien Hotel Project’ Jakarta (1995-1998) dan Deputy General Manager pembangunan proyek gedung perkantoran “Citi Tower” Jakarta (1991-1992) Keahlian
Tehnik
Penugasan Khusus
Ketua Komite Audit dan GCG Dasar Penunjukan
Keputusan Pemegang Saham secara sirkuler PT Indonesia Born
Padang, December 30, 1955 Education
Bachelor of Civil Engineering of Institut Teknologi Bandung (ITB) (1980)
Training attended
Seminar on IPV6 at Apnic Brisbane, Seminar on IP Network at CISCO Australia Sydney (2012), Shared Service and Outsourcing Workshop (2012), Seminar on Power Plant Asset Management (2008), National Seminar on Sustaining Company Value (2007), seminar ‘Coaltech 2004’ at Kuala Lumpur Malaysia (2004), and Professional Director Program by Institute for Corporate Directorship (2004)
Career
Member of Indonesia Intellectual Property Rights (HaKI). He served as Independent Commissioners of PT Pembangkitan Jawa Bali (2004-2009) and Special Staff to President Director of PT Mercu Buana Group (1981-2003). As Project Coordinator of ‘Expansion of Meridien Hotel Project’ Jakarta (1995-1998) and Deputy General Manager “Citi Tower Project”
at Jakarta (1991-1992)
Expertise Engineering Special Assignment
Chief of Audit and Good Corporate Governance Appointment Basis
Decision of Annual General Meeting of Shareholder dated
Profil Dewan Komisaris The Board of Commissioners Profile
Komisaris (Commissioner)
Komisaris (Commissioner)
Ritme Aulia Jaffar
Lahir
Jakarta, 6 Juni 1957 Pendidikan
Sarjana (SI) jurusan teknik Elektro dari Universitas Indonesia tahun 1982
Training yang diikuti
Training coorporate leadership CLDL for commissioner & Directorship (Februari 2009) di Jakarta, training e-Indonesia iniative teknologi informasi dan komunikasi untuk next generation Indonesia (Juni 2008) di bandung dan training profesional malcolm baldridge (Juni 2005 ) di Bandung
Perjalanan Karir
Menjabat sebagai Komisaris ICON+ sejak bulan Juli 2013. Sebelumnya Beliau menjabat sebagai Direktur Perencanaan & Operasi ICON+
sejak Februari 2009. Beliau juga pernah berkarir di PT INTI (Persero) sebagai Deputi Kepala Divisi Jasa Telekomunikasi Privat (2006) dan Deputi Kepala Divisi Jasa Integrasi Teknologi dan Kepala Divisi Telekomunikasi Privat (2007)
Keahlian
Bidang proyeksi, perencanaan dan dimensioning proyek digitalisasi sentral telepon di indonesia (STDI) serta telekomunikasi privat (digital PABX)
Penugasan Khusus Wakil Ketua Komite Audit Dasar Penunjukan
Keputusan Pemegang Saham secara sirkuler PT Indonesia Comnets Plus tanggal 18 Juli 2013
Born
Jakarta, June 6, 1957 Education
Bachelor Degree of Electrical Engineering from the University of Indonesia (1982)
Training attended
Training coorporate leadership CLDL for commissioner & Directorship (Februari 2009) at Jakarta, training e-Indonesia iniative of information technology and communication for next generation Indonesia (June 2008) at bandung and training profesional malcolm baldridge (June 2005 ) at Bandung
Career
Served as Commissioners of ICON+ since july 2013. Previously, Director of Planning and Operations of ICON+ in 2009-2013. Deputy Head of Private Telecommunications Services Division of PT Inti (Persero) (2006) and Deputy Head of Technology and Integration Services Division Chief Division of Private Telecommunications of PT Inti (Persero) (2007)
Expertise
Projection, planning and dimensioning digitization projects, the central telephone exchange in Indonesia (STDI) and private telecom (digital PABX)
Special Assignment
Deputy Chief of Audit Committee Appointment Basis
Decision of Circular General Meeting Of Shareholders of PT Indonesia Comnets Plus dated July 18, 2013
Bambang Adi Winarso
Lahir
Ponorogo, 1 September 1960 Pendidikan
Doctor bidang Philosophy in Economics,University of Kentucky, AS (1993)
Perjalanan Karir
Menjabat sebagai Komisaris ICON+ sejak tahun 2004. Beliau juga menjabat Asisten Deputi Menteri Koordinator Perekonomian dan pernah menjabat berbagai posisi di Ditjen Listrik dan Pemanfaatan Energi Kementrian Energi dan Sumber Daya Mineral (ESDM). Sebelumnya pada tahun 2001- 2004 beliau dipercaya sebagai Komisaris PT Pembangkitan Jawa-Bali
Keahlian
Keuangan dan Ekonomi Penugasan Khusus
Wakil Ketua Komite Manajemen Risiko Dasar Penunjukan
Keputusan RUPS tanggal 31 Mei 2010
Born
Ponorogo, September 1, 1960 Education
Philosophy Doctor in Economics, University of Kentucky, USA (1993)
Career
As Commissioners of ICON+ since 2004. He also served as Deputy Asistant of Cordinating Minister of Economy and held various position at Directorate General of Electric and Energy Utilization, Ministry of Energy and Mineral Resources (ESDM).
Previously in 2001-2004, he served as Commissioners of PT Pembangkitan Jawa-Bali.
Expertise
Finance and Economics Special Assignment
Deputy Chief of Risk Management Committee Appointment Basis
Decision of Annual General Meeting of Shareholder, May 31, 2010.
Profil Dewan Komisaris The Board of Commissioners Profile
Laporan Direksi
Report of The Board of Directors
Pemegang Saham dan para Pemangku kepentingan yang Terhormat,
Puji Syukur Kehadirat Tuhan yang Maha Esa, atas segala rahmatnya sehingga ICON+ melewati tahun 2013 dengan kinerja yang positif.
Keberhasilan ICON+ menunjukan bahwa ICON+ telah berhasil menyiapkan landasan yang kuat untuk tumbuh dan berkembang dengan melakukan penyesuaian sistem dan manajemen, sehingga ICON+ senantiasa dipercaya oleh para stakeholder.
Keberhasilan pencapaian tersebut menjadi motivasi besar bagi kami untuk terus meningkatkan pelayanan dan terus berinovasi.
Distinguished Shareholders and Stakeholders,
Praise the Presence of Almighty God, for all the blessings that ICON+ passed in 2013 with a positive performance.
The success shows that ICON + has successfully set up a solid foundation to grow and thrive by making adjustments and management system, so that ICON+ always trust by the stakeholders. The successful achievement is a big motivation for us to continue to improve services and keep innovating.
Langkah Langkah Strategis Perusahaan Corporate Strategic Initiatives
Kinerja Perusahaan Tahun 2013 Corporate Performance in 2013
Di tahun 2013 ICON+ telah menunjukan peningkatan kinerja yang signifikan, baik dalam aspek keuangan, operasional, dan pelayanan pelanggan. Hal ini merupakan bentuk keseriusan ICON+ dalam mencapai target Perusahaan.
ICON+ melakukan berbagai inisiatif starategis untuk mencapai tujuan Perusahaan dan memperkokoh fundamental bisnis Perusahaan dalam jangka panjang dengan menyusun strategi yang tertuang dalam Rencana Jangka Panjang atau RJPP tahun 2011-2016. Untuk mencapai tujuan tersebut Perusahaan telah menetapkan program transformasi yang diwujudkan dalam enam inisiatif strategis. Yaitu dengan maksimalisasi dan optimalisasi bisnis inti, komersialisasi Right of Way PT PLN (Persero) secara selektif, mendukung transformasi PT PLN (Persero) dengan menjadi enabler proses bisnis PT PLN (Persero), inovasi produk-produk baru, pelaksanaan penjualan ke pasar retail secara selektif dan fokus pada pelaksanaan penyediaan jasa akses telekomunikasi dan informatika perdesaan di Kawasan Timur Indonesia, penyesuaian organisasi untuk mendukung inisiatif-inisiatif strategi.
In 2013, ICON+ has shown significant performance improvements, both in terms of financial, operational, and customer service.
These are serious efforts of ICON+ in achieving its targets.
ICON+ perform a variety of strategic initiatives to achieve company goals and strengthen the company’s business fundamentals in the long term with a strategy stipulate in the Long Term Plan or RJPP 2011-2016. To achieve these objectives the company has set a transformation program embodied in the six strategic initiatives. These are the maximization and optimization of core business, selectively commercialization of Right of Way of PT PLN (Persero), become an enabler of business process of PT PLN (Persero) to support the transformation of PT PLN (Persero), innovation of new products, sales implementation to the selective retail market and focus on the implementation of the access provision to telecommunications and information services in the rural Eastern Indonesia, organizations adjustment to support strategic initiatives.
Selama tahun 2013 ICON+ berhasil memperoleh pendapatan usaha sebesar Rp1.268.123.118.825 yang meningkat 26,63%
dibandingkan tahun 2012 sebesar Rp1.001.471.982.791.
Peningkatan ini berasal dari peningkatan pendapatan dari jaringan telekomunikasi sebesar Rp938.105.872.786 yang meningkat sebesar 22,01% dibandingkan tahun 2012 dan jasa lainnya sebesar Rp330.017.246.039 meningkat sebesar 41,87% dibandingkan tahun 2012. Namun demikian, beban usaha pada tahun 2013 sebesar Rp1.082.364.602.257
During 2013 ICON+ successfully obtained revenue at Rp1,268,123,118,825 increased at 26.63% compared at Rp1,001,471,982,791 in 2012. This increase came from an increase in telecommunications network revenues at Rp938,105,872,786 increased at 22.01% compared in 2012 and other services at Rp330,017,246,039 increased at 41.87% compared in 2012. Nevertheless, operating expenses in 2013 were at Rp1,082,364,602,257 increased at 16.97% compared in 2012 due to increase in depreciation expense at 54.43%.
Aset tahun 2013 sebesar Rp1.955.855.155.292 meningkat 5,94%
dibandingkan tahun 2012. Peningkatan tersebut terutama disebabkan oleh aset tidak lancar yang meningkat sebesar 7,20%. Sedangkan jumlah liabilitas Perusahaan sebesar Rp1.133.408.329.870 meningkat sebesar 3,44% dibandingkan tahun 2012. Peningkatan tersebut terutama disebabkan oleh liabilitas jangka pendek yang meningkat 5,27%.
Tingkat likuiditas Perusahaan tahun 2013 semakin baik, hal tersebut tercermin dari nilai cash ratio tahun 2013 sebesar 39,58%
lebih tinggi dibandingkan tahun 2012 sebesar 38,96% dan nilai acid test ratio tahun 2013 sebesar 67,04% lebih tinggi dibandingkan tahun 2012 sebesar 62,40%. Tingkat profitabilitas Perusahaan juga semakin baik, dilihat dari nilai rasio operating margin sebesar 14,65% lebih tinggi dibandingkan tahun 2012 sebesar 7,60%, nilai net profit margin sebesar 5,68% lebih tinggi dibandingkan tahun 2012 sebesar 3,29%, dan nilai return on investment sebesar 22,85%
lebih tinggi dibandingkan tahun 2012 sebesar 17,72%.
Pencapaian maksimum nilai KPI atas produk dan pelayanan membuktikan keseriusan ICON+ dalam berupaya untuk terus maju dan berkembang. Pencapaian tersebut tidak terlepas dari upaya para manajemen dalam meningkatkan kinerja Perusahaan.
Yang secara umum peningkatan tersebut dapat dilihat dari sisi profitabilitas, program pemasaran, dan penerapan Good Corporate Governance (GCG) yang baik.
Asset in 2013 was Rp955,855,155,292 increased at 5.94%
compared in 2012. The increase was mainly caused by non-current assets increased at 7.20%. While Company’s liabilities were Rp1,133,408,329,870 increased at 3.44% compared in 2012. The increase was mainly caused by increase in short-term liabilities at 5.27%.
The Company’s liquidity level in 2013 was getting better; it was reflected in the value of the cash ratio in 2013 at 39.58% higher than at 38.96% in 2012 and the acid test ratio value in 2013 was at 67.04%
higher than at 62.40% in 2012. The level of profitability of the company was also getting better, operating margin ratio was at 14.65% higher than at 7.60% in 2012, the value of net profit margin was at 5.68% higher than at 3.29 in 2012, and the value of the return on investment was at 22.85% higher than at 17.72% in 2012.
Achievement of the maximum KPI’s value of the products and services prove the seriousness of ICON+ in trying to move forward and evolve. The achievement is inseparable from the efforts of the management in improving the performance of the company. Generally the increase can be seen in terms of profitability, marketing programs, and the implementation of excellent Good Corporate Governance (GCG).
Dalam rangka meningkatkan profesionalisme dan kinerja usaha secara berkelanjutan, telah dicanangkan program pengembangan kualitas SDM profesional secara konsisten melalui sistem pengelolaan sumber daya manusia secara terpadu. ICON+ juga melakukan pengukuran Key Performance Indicator (KPI) Produktivitas Pegawai sebagai upaya meningkatkan produktivitas tenaga kerja.
Kami berkomitmen untuk memenuhi tuntutan pegawai dengan memberikan kesejahteraan yang adil dan bijaksana, semua dilakukan demi terciptanya kesejahteraan pegawai dan kesejahteraan Perusahaan.
In order to improve the professionalism and performance of the sustainable business has been launched quality development program of consistent Human Resource professionals by through integrated human resource management system. ICON+ also measure Key Performance Indicator (KPI) of Employee Productivity as an effort to increase labor productivity.
We are committed to meet the demands of the welfare of employees by providing fair and wise; all was done in order to create an employee’s welfare and Well-being Company.
Sumber Daya Manusia Human Resource
Pengendalian Internal dan Manajemen Risiko Internal Control and Risk Management
ICON+ menyadari bahwa organisasi yang meletakkan prioritas pada strategi SDM sebagai strategi bisnis akan memiliki keunggulan bersaing. Sehingga pada tahun 2013 ICON+ telah melaksanakan berbagai program SDM yaitu dengan penyusunan Job Description, review paket remunerasi Perusahaan melalui Job Evaluation, implementasi Talent Management, pembaharuan sistem rekruitmen dan seleksi pegawai, pengukuran tingkat keterikatan pegawai dan penetapan proses bisnis inti dan proses bisnis pendukung.
Direksi menempatkan SDM sebagai bagian strategis dalam akitivitas bisnis. Tidak hanya dibutuhkan secara administratif dan transaksional namun ditempatkan sebagai aset dan investasi.
Sampai dengan Desember 2013 jumlah pegawai ICON+ sebanyak 371 orang meningkat 1% dibandingkan tahun 2012 sebanyak 366 orang. Kami juga telah melakukan rekruitmen untuk memenuhi kebutuhan SDM yang dipersiapkan untuk menjalankan fungsinya masing-masing.
ICON+ realize that organizations giving a priority on human resource strategy as a business strategy will have a competitive advantage.
Therefore since 2013, ICON+ has implemented various Human Resource Programs such as the preparation of Job Description, review remuneration packages through the Job Evaluation Company, Talent Management implementation, updating employee recruitment and selection, employee engagement level measurement and determination of the core business processes and supporting business processes.
Board of Directors put Human Resources as part of the strategic business activities. It did not only administrative and transactional needed but placed as an asset and investment. As of December 2013 total employees of ICON+ were 371 people, 1% increase compare at 366 people in 2012. We also have recruited to meet the needs of Human Resources preparing to carry out its respective functions.
Sistem pengendalian Internal merupakan aspek penting dalam memberikan informasi yang tepat bagi manajemen dalam mengambil keputusan saat menjalankan proses bisnis Perusahaan maupun kebijakan yang tepat guna dalam pencapaian tujuan Perusahaan yang lebih efektif. Kami menyadari bahwa Sistem Pengendalian Internal yang efektif dapat membantu manajemen dalam proses bisnis sesuai sistem dan prosedur. Oleh karena itu kami menerapkan sistem pengendalian internal melalui penerapan kebijakan dan prosedur Perusahaan secara konsisten, baik terkait dengan kegiatan usaha Perusahaan, manajemen risiko, perencanaan strategis yang akurat, pembagian tugas dan pendelegasian wewenang yang jelas, serta kebijakan akuntansi yang memadai.
Sejalan dengan komitmen ICON+ dalam mengimplementasikan manajemen resiko secara efektif maka secara bertahap ICON+
terus mengembangkan implementasi risiko berkelanjutan melalui penyempurnaan perangkat kebijakan manajemen risiko yang dimiliki, dengan terus mengidentifikasi dan mengukur risiko tersebut secara berkala.
Seiring dengan berbagai potensi resiko yang dihadapi Perusahaan, ICON+ sebagai salah satu Perusahaan yang bergerak dibidang informasi, teknologi, dan telekomunikasi terus berupaya mendukung kelangsungan bisnis Perusahaan agar terus tumbuh dan berkembang baik. Yaitu dengan mengoptimalkan manajemen risiko untuk membantu meminimalkan potensi kerugian, biaya-biaya yang harus dikeluarkan khususnya terkait pencapaian target Rencana Kerja Anggaran Perusahaan.
Internal control system is an important aspect in providing appropriate information for management to make decisions while running the company’s business processes and policies appropriate to the achievement of corporate objectives more effectively. We recognize that an effective internal control system can assist in the management of business processes in accordance with systems and procedures. Therefore we apply the internal control system through the implementation of company policies and procedures consistently, whether related to business activities, risk management, accurate strategic planning, the clear division of duties and delegation of authority, and adequate accounting policies.
In line with commitment of ICON+ in implementing effective risk management then ICON+ gradually continues to develop sustainable implementation of risk management policies through refinement of the risk, by continuing to identify and quantify these risks on a regular basis
Along with a variety of potential risks facing the company, ICON+ as a company engaging in the information, technology, and telecommunications continue to support the continuation of the company’s business to continuous grow and develop. It is to optimize risk management to help minimize potential losses, the incurring costs related to the achievement of particular targets of Corporate Budget Plan.
Laporan Direksi
Report of The Board of Directors
