Académique Documents
Professionnel Documents
Culture Documents
A. RIGHTS OF SHAREHOLDERS
A.2.2
A.2.3
A.3.2
A.3.3
A.3.4
A.3.5
A.3.6
A.3.7
A.3.8
A.3.9
A.3.10
A.3.11
A.3.12
A.3.13
A.3.14
A.3.15
B.2.3
B.2.4
B.2.5
B.4.2
B.4.3
B.4.4
C. ROLE OF STAKEHOLDERS
C.1.4
C.1.5
C.1.6
C.1.7
C.3.2
C.3.3
C.4.2
D.1.1
D.1.2
D.1.3
D.1.4
D.1.5
D.2.1
D.2.2
D.2.3
D.2.4
D.2.5
D.2.6
D.2.7
D.2.8
D.3.2
D.5.1
D.5.2
D.6 Medium of Communications
D.6.1
D.6.2
D.6.3
D.6.4
D.7.2
D.7.3
D.8.1
D.8.2
D.8.3
D.8.4
D.8.5
D.8.6
E.1.1
E.1.2
E.1.3
E.1.4
E.1.5
E.1.6
E.2.1
E.2.2
E.2.3
E.2.4
E.2.5
E.2.6
E.2.7
E.2.8
E.2.9
E.2.10
E.2.11
E.2.12
E.2.13
E.2.14
E.2.15
E.2.16
E.2.17
E.2.18
E.2.19
E.2.20
E.2.21
E.2.22
E.2.23
E.2.24
E.3.1
E.3.2
E.3.3
E.3.4
E.3.5
E.3.6
E.3.7
E.3.8
E.3.9
E.3.10
E.3.11
E.3.12
E.3.13
E.3.14
E.3.15
E.3.16
E.3.17
E.3.18
E.3.19
E.3.20
E.3.21
E.3.22
E.4.1
E.4.2
E.4.3
E.4.4
E.4.5
E.4.6
E.5.1
E.5.2
E.5.3
E.5.4
E.5.5
E.5.6
E.5.7
(B)E.1.2
(B)E.2.2
(P)A.3.2
(P)B.2.2
(P)C. ROLE OF STAKEHOLDERS
(P)C.1 The rights of stakeholders that are established by law or through
mutual
(P)C.1.1 agreements are to be respected.
(P)D.1.2
(P)D.1.3
(P)D.1.4
(P)E.1.2
(P)E.2.2
(P)E.2.3
(P)E.4.2
RIGHTS OF SHAREHOLDERS
Do the minutes of the most recent AGM record that the shareholders were given the opportunity
to ask questions and the questions raised by shareholders and answers given recorded?
Does the company disclose the voting results including approving, dissenting, and abstaining votes for
all resolutions/each agenda item for the most recent AGM?
Does the company disclose the list of board members who attended the most recent AGM?
Does the company disclose that all board members and the CEO (if he is not a board member) attended
the most recent AGM?
Does the company allow voting in absentia?
Did the company vote by poll (as opposed to by show of hands) for all resolutions at the most recent
AGM?
Does the company disclose that it has appointed an independent party (scrutineers/inspectors) to count
and/or validate the votes at the AGM?
Does the company make publicly available by the next working day the result of the votes taken during
the most recent AGM/EGM for all resolutions?
Does the company provide at least 21 days notice for all AGMs and EGMs?
Does the company provide the rationale and explanation for each agenda item which require
shareholders’ approval in the notice of AGM/circulars and/or the accompanying statement?
Does the company give the opportunity for shareholder to place item/s on the agenda of AGM?
2 Notice of AGM
Does each resolution in the most recent AGM deal with only one item, i.e., there is no bundling of
several
Are the items into the
company's same
notice ofresolution?
the most recent AGM/circulars fully
translated into English and published on the same date as the local- language version?
ROLE OF STAKEHOLDERS
Does the information on shareholdings reveal the identity of beneficial owners, holding 5%
shareholding or more?
Does the company disclose the direct and indirect (deemed)
shareholdings of major and/or substantial shareholders?
Does the company disclose the direct and indirect (deemed)
shareholdings of directors (commissioners)?
Does the company disclose the direct and indirect (deemed)
shareholdings of senior management?
Does the company disclose details of the parent/holding company,
subsidiaries, associates, joint ventures and special purpose enterprises/ vehicles (SPEs)/ (SPVs)?
Dividend Policy
Biographical details (at least age, academic qualifications, date of
first appointment, relevant experience, and any other directorships of listed companies) of all
directors/commissioners
Is the annual report released within 120 days from the financial year end?
8 Company Website
Does the company have a website disclosing up-to-date information on the following:
Corporate Vision/Mission
Does the company have an updated vision and mission statement?
Does the board of directors play a leading role in the process of developing and reviewing the
company's strategy at least annually?
Does the board of directors have a process to review, monitor and
oversee the implementation of the corporate strategy?
2 Board Structure
Code of Ethics or Conduct
Are the details of the code of ethics or conduct disclosed?
Does the company have a term limit of nine years or less or 2 terms of five years 1 each for its
independent directors/ commissioners?
1The five years term must be required by legislation which pre-existed the introduction of the ASEAN Corporate
Governance Scorecard in 2011
Has the company set a limit of five board seats that an individual
independent/non-executive director/commissioner may hold simultaneously?
3 Board Processes
Board Meetings and Attendance
Are the board of directors meeting scheduled before the start of financial year?
Did the non-executive directors/commissioners of the company meet separately at least once during
the year without any executives present?
Access to Information
Are board papers for board of directors/commissioners meetings provided to the board at least five
business days in advance of the board meeting?
2The five years term must be required by legislation which pre-existed the introduction of the ASEAN Corporate Governance
Scorecard in 2011
Remuneration Matters
Does the company disclose its remuneration (fees, allowances, benefit-in-kind and other emoluments)
policy/practices (i.e. the use of short term and long term incentives and performance measures) for its
executive directors and CEO?
Internal Audit
Does the company have a separate internal audit function?
Risk Oversight
Does the company establish a sound internal control procedures/risk management framework and
periodically review the effectiveness of that framework?
Does the Annual Report/Annual CG Report disclose that the board
of directors/commissioners has conducted a review of the company's material controls (including
operational, financial and compliance controls) and risk management systems?
Does the company disclose the key risks to which the company is
materially exposed to (i.e. financial, operational including IT, environmental, social, economic)?
5 Board Performance
Directors Development
Does the company have orientation programmes for new directors/commissioners?
Does the company have a policy that encourages
directors/commissioners to attend on-going or continuous professional education programmes?
Board Appraisal
Did the company conduct an annual performance assessment of the board of directors/commissioners
and disclose the criteria and process followed for the assessment?
Director Appraisal
Did the company conduct an annual performance assessment of the individual directors/commissioners
and disclose the criteria and process followed for the assessment?
Committee Appraisal
Did the company conduct an annual performance assessment of the board committees and disclose the
criteria and process followed for the assessment?
Does the company adopt an internationally recognized reporting framework for sustainability (i.e. GRI,
Integrated Reporting, SASB)?
)D. DISCLOSURE AND TRANSPARENCY
Has the company in the past year revised its financial statements for
reasons other than changes in accounting policies?
1 The five years term must be required by legislation which pre-existed before the introduction of the ASEAN Corporate
Governance Scorecard in 2011
Did the company fail to identify who are the independent director(s)
/ commissioner(s)?
Does the company have any independent directors/non-
executive/commissioners who serve on a total of more than five boards of publicly-listed companies?
Guiding Reference
(1) The rules and procedures governing the acquisition of corporate control in the capital markets, and extraordin
mergers, and sales of substantial portions of corporate assets, should be clearly articulated and disclosed so that
rights and recourse. Transactions should occur at transparent prices and under fair conditions that protect the rig
class.
Guiding Reference
G20/OECD (2015) Principle II (D):
Shareholders, including institutional shareholders, should be allowed to consult with each other on issues conc
defined in the Principles, subject to exceptions to prevent abuse.
Guiding Reference
OECD Principle II
E. All shareholders of the same series of a class should be treated equally. Capital structures and arrangemen
obtain a degree of influence or control disproportionate to their equity ownership should be disclosed.
1. Within any series of a class, all shares should carry the same rights. All investors should be able to obtain infor
and classes of shares before they purchase. Any changes in economic or voting rights should be subject to appro
negatively affected.
Guiding Reference
OECD Principle II
C. Shareholders should have the opportunity to participate effectively and vote in general shareholder meeting
including voting procedures, that govern shareholder meetings:
1. Shareholders should be furnished with sufficient and timely information concerning the date, location and age
timely information regarding the issues to be decided at the meeting.
2. Processes and procedures for general shareholder meetings should allow for equitable treatment of all shareh
make it unduly difficult or expensive to cast votes.
4. Effective shareholder participation in key corporate
governance decisions, such as the nomination and election of board members, should be facilitated.
5. Shareholders should be able to vote in person or in absentia,
ICGN Principle
3.1 Composition (Board)
There should be a sufficient mix of individuals with relevant knowledge, independence, competence, industry e
generate effective challenge, discussion and objective decision- making.
Guiding Reference
OECD Principle III
E. Insider trading and market manipulation should be prohibited and the applicable rules enforced.
Guiding Reference
OECD Principle II
F. Related-party transactions should be approved and conducted in a manner that ensures proper managemen
interest of the company and its shareholders.
1. Conflicts of interest inherent in related-party transactions should be addressed.
2. Members of the board and key executives should be
required to disclose to the board whether they, directly, indirectly or on behalf of third parties, have a material in
affecting the corporation.
ICGN Principle
9.3 Conflicts of interest
Policies and procedures on conflicts of interest should be established, understood and implemented by directors
relevant parties. If a director has an interest in a matter under consideration by the board, then the director shou
precluded from voting on the subject or exerting influence.
9.4 Related party transactions
The process for reviewing and monitoring related party transactions should be disclosed. For significant transacti
should be established to vet and approve the transaction.
Guiding Reference
OECD Principle II
E. All shareholders of the same series of a class should be treated equally.
F. Related-party transactions should be approved and conducted in a manner that ensures proper management o
interest of the company and its shareholders.
G. Minority shareholders should be protected from abusive actions by, or in the interest of, controlling sharehold
should have effective means of redress. Abusive self-dealing should be prohibited.
ICGN Principle
9.3 Conflicts of interest
Policies and procedures on conflicts of interest should be established, understood and implemented by directors
relevant parties. If a director has an interest in a matter under consideration by the board, then the director shou
precluded from voting on the subject or exerting influence.
9.4 Related party transactions
The process for reviewing and monitoring related party transactions should be disclosed. For significant transacti
should be established to vet and approve the transaction.
ICGN Principle 9.5 Shareholder approval
Shareholders should have the right to approve significant related party transactions and this should be based on
shareholders.
OECD Principle II
G. Minority shareholders should be protected from abusive actions by, or in the interest of, controlling sharehold
should have effective means of redress. Abusive self-dealing should be prohibited.
Guiding Reference
Guiding Reference
OECD Principle IV (B):
The legal framework and process should be transparent and not impede the ability of stakeholders to communic
rights.
Guiding Reference
OECD Principle IV (C):
The degree to which employees participate in corporate governance depends on national laws and practices, and
well. In the context of corporate governance, mechanisms for participation may benefit companies directly as we
employees to invest in firm specific skills. Examples of mechanisms for employee participation include: employee
processes such as work councils that consider employee viewpoints in certain key decisions. International conven
rights of employees to information, consultation and negotiation. With respect to performance enhancing mecha
other profit sharing mechanisms are to be found in many countries. Pension commitments are also often an elem
company and its past and present employees. Where such commitments involve establishing an independent fun
company’s management and manage the fund for all beneficiaries.
Guiding Reference
OECD Principle IV (E):
Unethical and illegal practices by corporate officers may not only violate the rights of stakeholders but also be to
shareholders in terms of reputation effects and an increasing risk of future financial liabilities. It is therefore to th
shareholders to establish procedures and safe-harbours for complaints by employees, either personally or throug
outside the company, concerning illegal and unethical behaviour.
Guiding Reference
9.8.6 R (for UK incorporated companies) and 9.8.7 R (for overseas incorporated companies) state that in the case
equity shares, the following items must be included in its Annual Report and accounts: a statement of how the lis
Principles set out in the UK CG Code, in a manner that would enable shareholders to evaluate how the principles
whether the listed company has complied throughout the accounting period with all relevant provisions set out i
throughout the accounting period with all relevant provisions set out in the UK CG Code, and if so, setting out:
(i) those provisions, if any, it has not complied with;
(ii) in the case of provisions whose requirements are of a continuing nature, the period within which, if any, it did
comply with some or all of those provisions; and
(iii) the company’s reasons for non-compliance.
ASX CODE:
Under ASX Listing Rule 4.10.3, companies are required to provide a statement in their Annual Report disclosing t
Recommendations in the reporting period. Where companies have not followed all the Recommendations, they
have not been followed and give reasons for not following them. Annual Reporting does not diminish the compa
ASX Listing Rule 3.1.
Guiding Reference
OECD Principle V: Disclosure and Transparency
(A) Disclosure should include, but not limited to, material information on:
(5) Related party transactions
Guiding Reference
OECD Principle V (A):
(3) Major share ownership and voting rights
Guiding Reference
Guiding Reference
Guiding Reference
OECD Principle V (C)
OECD Principle V (E) OECD Principle V-(A). ICGN 7.2 Timely disclosure
ICGN 7.3 Affirmation of financial statements
The board of directors and the corporate officers of the company should affirm at least annually the accuracy of t
financial accounts.
Guiding Reference
Guiding Reference
ICGN 7.1 Transparent and open communication
Guiding Reference
D. The board should fulfil certain key functions, including: Reviewing and guiding corporate strategy, major plan
procedures, annual budgets and
Guiding Reference
UK CODE (2016):
B.2.3 Non-executive directors should be appointed for specified terms subject to re-election and to statutory pro
Any term beyond six years for a
non-executive director should be subject to particularly rigorous
review, and should take into account the need for progressive refreshing of the board and to succession for appo
management, so as to maintain an appropriate balance of skills and experience within the company and on the b
Service on too many boards can interfere with the performance of board members. Some countries have limited
held. Specific limitations may be less important than ensuring that members of the board enjoy legitimacy and co
Disclosure about other board memberships to shareholders is therefore a key instrument to improve board nomi
facilitated by the publication of attendance records for individual board members (e.g. whether they have missed
other work undertaken on behalf of the board and the associated remuneration.
( C ) Shareholders should have the opportunity to participateeffectively and vote in general shareholder meetin
including voting procedures,that govern general shareholder meetings:
With respect to nomination of candidates, boards in anycompanies have established Nominating Committees to
nomination procedures andto facilitate and coordinate the search for a balanced andqualified board. It is increas
countries for independent board members to have a key role on this committee. To further improve the selection
disclosure of the experience and background of candidates for the board and thenomination process, which will
and suitability of each candidate.
The recognition of Independent Party in the composition of the Nomination Committee can be counted as comm
Independent Party shouldmeet the independence requirement and has fiduciary duties. Moreover, their profile m
its board.
Where justified in terms of the size of the company and its board, the use of committees may improve the work
of board committees it is important that the market receives a full and clear picture of their purpose, duties and
particularly important in the many jurisdictions where boards have established independent audit committees w
the external auditor and to act in many cases independently. Audit committees should also be able to oversee th
control system.
Other such committees include those dealing with nomination, compensation, and risk. The establishment of ad
avoid audit committee overload and to allow more board time to be dedicated to those issues. Nevertheless, the
2. Boards should consider setting up specialised committees to support the full board in performing its functions
depending upon the company’s size and risk profile, also in respect to risk management and remuneration. When
their mandate, composition and working procedures should be well defined and disclosed by the board.
Where justified in terms of the size of the company and its board, the use of committees may improve the work
of board committees it is important that the market receives a full and clear picture of their purpose, duties and
particularly important in the many jurisdictions where boards have established independent audit committees w
the external auditor and to act in many cases independently. Audit committees should also be able to oversee th
control system.
Other such committees include those dealing with nomination, compensation, and risk. The establishment of ad
avoid audit committee overload and to allow more board time to be dedicated to those issues. Nevertheless, the
It is regarded as good practice for boards to develop and disclose a remuneration policy statement covering boar
statements specify the relationship between remuneration and performance, and include measurable standards
the company over short term considerations. Policy statements generally tend to set conditions for payments to
In large companies, it is considered good practice that remuneration policy and contracts for board members and
committee of the board comprising either wholly or a majority of independent directors and excluding executive
committees, which could lead to conflicts of interest. The introduction of malus and claw-back provisions is consi
company the right to withhold and recover compensation from executives in cases of managerial fraud and othe
company is required to restate its financial statements due to material noncompliance with financial reporting re
The recognition of Independent Party in the composition of the Remuneration Committee can be counted as com
Independent Party should meet the independence requirement and has fiduciary duties. Moreover, their profile
its board
G20/OECD PRINCIPLE VI: Responsibilities of the Board
Where justified in terms of the size of the company and its board, the use of committees may improve the work
of board committees it is important that the market receives a full and clear picture of their purpose, duties and
particularly important in the many jurisdictions where boards have established independent audit committees w
the external auditor and to act in many cases independently. Audit committees should also be able to oversee th
control system. Other such committees include those dealing with nomination, compensation, and risk. The esta
sometimes help avoid audit committee overload and to allow more board time to be dedicated to those issues. N
of the board and the board as a whole should be clear.
Disclosure need not extend to committees set up to deal with,
for example, confidential commercial transactions.
Where justified in terms of the size of the company and its board, the use of committees may improve the work
of board committees it is
important that the market receives a full and clear picture of
their purpose, duties and composition. Such information is particularly important in the many jurisdictions where
committees with powers to oversee the relationship with the external auditor and to act in many cases independ
to oversee the effectiveness and integrity of the internal control system. Other such committees include those de
risk. The establishment of additional committees can sometimes help avoid audit committee overload and to allo
issues. Nevertheless, the accountability of the rest of the board and the board as a whole should be clear. Disclos
to deal with, for example, confidential commercial transactions.
The recognition of Independent Party in the composition of the Remuneration Committee can be counted as com
Independent Party should meet the independence requirement and has fiduciary duties. Moreover, their profile
its board
UK CODE (2016)
C.3.1 The board should satisfy itself that at least one member of the Audit Committee has recent and relevant fin
As many of the key responsibilities of the Audit Committee are accounting-related, such as oversight of financial
audits, it is important to have someone specifically with accounting expertise, not just general financial expe
UK CODE (2016)
C.3.6 The Audit Committee should have primary responsibility for making a recommendation on the appointmen
external auditor. If the board does not accept the Audit Committee’s recommendation, it should include in the A
recommending appointment or re-appointment, a statement from the Audit Committee explaining the recomme
board has taken a different position.
Guiding Reference
Scheduling board meetings before or at the beginning of the year would allow directors to plan ahead to attend s
participation, especially as non-executive directors often have other commitments. Additional ad hoc meetings c
necessary. It is common practice for boards in developed markets to schedule meetings in this way.
WORLDBANK PRINCIPLE 6
(VI.I.24) Does the board meet at least six times per year?
Specific limitations may be less important than ensuring that members of the board enjoy legitimacy and confide
legitimacy would also be facilitated by the publication of attendance records for individual board members (e.g. w
number of meetings) and any other work undertaken on behalf of the board and the associated remuneration.
WORLDBANK PRINCIPLE 6
(VI.I.28) Is there a minimum quorum of at least 2/3 for board decisions to be valid?
WORLDBANK PRINCIPLE 6
(VI.E.1.6) Does the corporate governance framework requires or encourages boards to conduct executive session
Board members require relevant information on a timely basis in order to support their decision-making. Non-ex
have the same access to information as key managers within the company. The contributions of non- executive b
enhanced by providing access to certain key managers within the company such as, for example, the company se
risk management or chief risk officer, and recourse to independent external advice at the expense of the compan
board members should ensure that they obtain accurate, relevant and timely information. Where companies rely
board members should be made aware of the possible shortcomings of such models.
WORLDBANK PRINCIPLE 6
(VI.F.2) Does such information need to be provided to the board at least five business days in advance of the boa
WORLDBANK PRINCIPLE 6
(VI.D.2.12) Do company boards have a professional and qualified company secretary?
G20/OECD PRINCIPLE II (C) (4):
To further improve the selection process, the Principles also call for full disclosure of the experience and backgro
nomination process, which will allow an informed assessment of the abilities and suitability of each candidate.
These Principles promote an active role for shareholders in the nomination and election of board members. The
ensuring that this and other aspects of the nominations and election process are respected. First, while actual pr
countries, the board or a nomination committee has a special responsibility to make sure that established proc
Second, the board has a key role in defining the general or individual profile of board members that the company
the appropriate knowledge, competencies and expertise to complement the existing skills of the board. Third, th
responsibility to identify potential candidates to meet desired profiles and propose them
WORLDBANK PRINCIPLE 6
(VI.I.18) Can the re-election of board members be staggered over time? (Staggered boards are those where only
election, e.g. only 1/3 of directors are re-elected every year.)
It is regarded as good practice for boards to develop and disclose a remuneration policy statement covering boar
Such policy statements specify the relationship between remuneration and performance, and include measurabl
run interests of the
UK CODE (2016)
D.1.3 Levels of remuneration for non-executive directors should reflect the time commitment and responsibilitie
Disclosure of fee structure for non-executive directors allows shareholders to assess if these directors are remune
example, whether they are paid for taking on additional responsibilities and contributions, such as chairing comm
G20/OECD PRINCIPLE VI: Responsibilities of the Board
(D) The board should fulfil certain key functions, including:
4. Aligning key executive and board remuneration with the longer term interests of the company and its shareho
The disclosures regarding the remuneration of executive directors and other senior executives should include a s
regarding the deferral of performance-based remuneration and the reduction, cancellation or clawback of perfor
serious misconduct or a material misstatement in the entity’s financial statements.
In some jurisdictions it is considered good practice for the internal auditors to report to an independent Audit Co
which is also responsible for managing the relationship with the external auditor, thereby allowing a coordinated
WORLDBANK PRINCIPLE 6
(VI.D.7.9) Does the internal auditors have direct and unfettered access to the board of directors and its independ
ASX (2016)
Principle 4: Safeguard integrity in corporate reporting
Recommendation 4.1
Commentary: if the entity has an internal audit function:
• the appointment or removal of the head of internal audit;
• the scope and adequacy of the internal audit work plan; and
• the objectivity and performance of the internal audit function.
Disclosure of risk is most effective when it is tailored to the particular industry in question. Disclosure about the s
increasingly regarded as good practice.
In some jurisdictions it is considered good practice for the internal auditors to report to an independent audit co
which is also responsible for managing the relationship with the external auditor, thereby allowing a coordinated
regarded as good practice for this committee, or equivalent body, to review and report to the board the most criti
for financial reports.
However, the board should retain final responsibility for ensuring the integrity of the reporting systems. Some co
board to report on the internal control process.
Guiding Reference
In a number of countries with single tier board systems, the objectivity of the board and its independence from m
separation of the role of chief executive and chairman, or, if these roles are combined,
UK Code (2016)
A.3.1 The chairman should on appointment meet the independence criteria set out in B.1.1 below. A chief execu
same company. If, exceptionally, a board decides that a chief executive should become chairman, the board shou
and should set out its reasons to shareholders at the time of the appointment and in the next Annual Report.
The chair should be independent on the date of appointment. If the chair is not independent, the company shou
any potential challenges arising from this, such as the appointment of a lead independent director. The board sho
structure is appropriate and keep the structure under review. A lead independent director also provides shareho
of communication should they wish to discuss concerns relating to the chair.
Guiding Reference
In order to improve board practices and the performance of its members, an increasing number of jurisdictions a
board training and voluntary self-evaluation that meets the needs of the individual company. This might include t
skills upon appointment, and thereafter remain abreast of relevant new laws, regulations, and changing comm
external courses.
In two tier board systems the supervisory board is also responsible for appointing the management board which
executives.
G20/OECD PRINCIPLE VI: Responsibilities of the Board
(D) The board should fulfil certain key functions, including:
2. Monitoring the effectiveness of the company’s governance
practices and making changes as needed.
Monitoring of governance by the board also includes continuous review of the internal structure of the company
accountability for management throughout the organisation. In addition to requiring the monitoring and disclosu
regular basis, a number of countries have moved to recommend or indeed mandate self-assessment by boards o
reviews of individual board members and the CEO/Chairman.
In order to improve board practices and the performance of its members, an increasing number of jurisdictions n
board training and voluntary board evaluation that meet the needs of the individual company.
UK CODE (2016)
B.6 Evaluation: The board should undertake a formal and rigorous annual evaluation of its own performance and
directors.
Guiding Reference
OECD Principle II (C)
(5)The objective of facilitating shareholder participation suggests that jurisdictions and/or companies promote th
voting, including secure electronic voting in all listed companies. The principles recommend that voting by proxy
important to the promotion and protection of shareholders rights that investors can place reliance upon directed
Guiding Reference
OECD Principle II (C)
(1) Shareholders should be furnished with sufficient and timely information concerning the date, location and ag
timely information regarding the issues to be decided at the meeting.
(3) Effective shareholder participation in key corporate governance decisions, such as the nomination and electio
ICGN 8.3.2 Shareholder participation in governance Shareholders should have the right to participate in key corp
right to nominate, appoint and remove directors on an individual basis and also the right to appoint external aud
Guiding Reference
OECD Principle V (A)
Guiding Reference
OECD Principle VI (E)
(4) Countries may wish to consider measures such as voluntary targets, disclosure requirements, boardroom quo
gender diversity on boards and in senior management
OECD Principle VI
(5) Ensuring a formal and transparent board nomination and election process. While actual procedures for nomin
board or a nomination committee has a special responsibility to make sure that established procedures are trans
nominating committee has a key role in (but not limited to): (i) Defining the general or individual profile of board
any given time; (ii) Considering the appropriate knowledge, competencies and expertise to complement the exis
potential candidates to meet desired profiles and proposing them to shareholders, and/or (iv) Considering those
the right to make nominations
WORLDBANK PRINCIPLE 6
(VI.I.21) Are boards known to hire professional search firms when proposing candidates to the board?
Guiding Reference
OECD Principle II (A)
Guiding Reference
OECD Principle II (G)
Shareholders, including institutional shareholders, should be allowed to consult with each other on issues conce
defined in the Principles, subject to exceptions to prevent abuse.
Guiding Reference
OECD Principle II (C) 2
OECD Principle II (C )
ICGN 2.4.2 Time Commitment
All directors need to be able to allocate their time effectively and attendance at AGMs to meet and directly comm
responsibility of all directors and the CEO.
Guiding Reference
OECD Principle II (D)
Guiding Reference
OECD Principle II (D):
Capital structures and arrangements that enable certain shareholders to obtain a degree of control disproportion
disclosed.
Some capital structures allow a shareholder to exercise a degree of control over the corporation disproportionate
the company. Pyramid structures, cross shareholdings and shares with limited or multiple voting rights can be us
controlling shareholders to influence corporate policy.
Guiding Reference
OECD Principle III: The Equitable Treatment of Shareholders
(B) Insider trading and abusive dealing should be prohibited.
Guiding Reference
OECD Principle IV
(B) Where stakeholders participate in the corporate governance process, they should have access to relevant, su
and regular basis.
Guiding Reference
OECD Principle V: Disclosure and Transparency
(B) Information should be prepared and disclosed in accordance with high quality standards of accounting and fin
(C) An annual audit should be conducted by an independent, competent and qualified, auditor in order to provid
board and shareholders that the financial statements fairly represent the financial position and performance of t
(D) External auditors should be accountable to the shareholders and owe a duty to the company to exercise due
opinion that the financial statements fairly represent the financial position and performance of the company in a
of the affairs of the company and are in compliance with applicable laws and regulations.
Guiding Reference
OECD Principle VI (D)
(7) Ensuring the integrity of the corporation’s accounting and financial reporting systems, including the independ
control are in place, in particular, systems for risk management, financial and operational control, and complianc
Guiding Reference
ICGN 3.3 Tenure
Non-executive directors should serve for an appropriate length of time to properly serve the board without comp
The length of tenure of each director should be reviewed regularly by the nomination committee to allow for boa
Guiding Reference
OECD Principle V
(C) An annual audit should be conducted by an independent, competent and qualified, auditor in order to provid
board and shareholders that the financial statements fairly represent the financial position and performance of t
Examples of other provisions to underpin auditor independence include, a total ban or severe limitation on the n
undertaken by an auditor for their audit client, mandatory rotation of auditors (either partners or in some cases t
the employment of an ex-auditor by the audited company and prohibiting auditors or their dependents from hav
the companies they audit.
Guiding Reference
OECD Principle VI (E)
The board should be able to exercise objective independent judgement on corporate affairs. In countries with sin
board and its independence from management may be strengthened by the separation of the role of chief ex
ASX CODE
Box 8.2: Guidelines for non-executive director remuneration Companies may find it useful to consider the followi
remuneration:
1. Non-executive directors should normally be remunerated by way of fees, in the form of cash, noncash benefits
sacrifice into equity; they should not normally participate in schemes designed for the remuneration of executive
PT Telkom Indonesia (Persero) Tbk
√
A. RIGHTS OF SHAREHOLDERS Yes No N/A
A.2.2 The authorisation of additional
shares?
√
A. RIGHTS OF SHAREHOLDERS Yes No N/A
A.3.11 Does the company disclose that
it has appointed an
independent party N/A
(scrutineers/inspectors) to
count and/or validate the votes
at the AGM?
A.3.12 Does the company make
publicly available by the next
working day the result of the
votes taken during the most
recent AGM/EGM for all √
resolutions?
TOTAL 18 1 2
Score 95%
Weightage Allocated (10%) 9.474
PT Telkom Indonesia (Persero) Tbk
Keterangan
Pelaksanaan pembayaran dividen dilaksanakan dalam jangka waktu 30 hari sejak tanggal
pengumuman.
ndamental
Perusahaan menyelenggarakan RUPS Tahunan (RUPST) satu kali setiap tahun dengan agenda
pembahasan rutin sebagai berikut: (sumber : Laporan Tahunan 2017 PT Telkom Indonesia
(Persero) Tbk, hal. 161)
a) Persetujuan atas Laporan Tahunan Perseroan, termasuk Laporan Tugas Pengawasan Dewan
Komisaris.
b) Pengesahan atas Laporan Keuangan Perseroan dan Laporan Tahunan Program Kemitraan
dan Bina Lingkungan, serta Pembebasan Tanggung Jawab Anggota Direksi dan Dewan
Komisaris.
c) Penetapan Penggunaan Laba Bersih Perseroan, termasuk pembagian dividen, pada tahun
buku.
d) Penetapan Remunerasi bagi anggota Direksi dan Dewan Komisaris.
e) Penunjukan Kantor Akuntan Publik untuk memeriksa Laporan Keuangan Perseroan
termasuk Audit Pengendalian Internal atas Pelaporan Keuangan dan Penunjukan Kantor
Akuntan Publik yang akan memeriksa Laporan Keuangan Program Kemitraan dan Bina
Lingkungan.
Contoh yang terkait dengan amendments complany's constitution pada RUPS tanggal 21 April
2017 adalah Keputusan RUPS No. 7
Keterangan
Sesuai prinsip pengelolaan Perusahaan No. 1 Meningkatkan nilai penyelenggaraan RUPS:
Perseroan telah memiliki prosedur teknis pengumpulan suara yang terdapat dalam tata tertib
RUPS. Terkait saham merupakan bagian dari agenda rutin RUPST terkait dengan Penetapan
Penggunaan Laba Bersih Perseroan. Namun pada tahun 2017, Perusahaan tidak melakukan
aksi korporasi lain terkait saham seperti penjualan treasury stock, stock split, reverse stock,
pembagian saham dividen, pembagian saham bonus, Employee Stock Ownership Program
(ESOP) dan perubahan nilai nominal saham.
Perusahaan menyelenggarakan RUPS Tahunan (RUPST) satu kali setiap tahun dengan agenda
pembahasan rutin diantaranya Pengesahan atas Laporan Keuangan Perseroan dan Laporan
Tahunan Program Kemitraan dan Bina Lingkungan, serta Pembebasan Tanggung Jawab
Anggota Direksi dan Dewan Komisaris.
Dan berdasarkan CALK Tahun 2016, Ikhtisar Kebijakan Akuntansi yang Signifikan khususnya
huruf l. Aset Tetap, menjelaskan terkait hal dimaksud.
Keterangan
general shareholder meetings and should be informed of the rules, including voting procedures,
Remunerasi merupakan agenda No. 4 RUPST 2017. Seluruh keputusan RUPST telah sesuai
dengan agenda yang sudah ditetapkan dan tercantum dalam panggilan RUPST. (Catatan: hal
169)
Berdasarkan Laporan Tahunan 2017 PT Telkom Indonesia (Persero) Tbk, berikut hal-hal yang
terkait dengan pelaksanaan RUPS Perseroan pada tahun 2017:(sumber : Laporan Tahunan
2017 PT Telkom Indonesia (Persero) Tbk, hal. 157)
Dalam rangka meningkatkan nilai penyelenggaraan Rapat Umum Pemegang Saham (RUPS)
yaitu :
Cara atau prosedur teknis pengumpulan suara(voting) baik secara terbuka maupun tertutup
yang mengedepankan independensi, dan kepentingan pemegang saham.
Perseroan telah memiliki prosedur teknis pengumpulan suara yang terdapat dalam tata tertib
Rapat Umum Pemegang Saham.
Keterangan
Berdasarkan Laporan Tahunan 2017 PT Telkom Indonesia (Persero) Tbk, berikut hal-hal yang
terkait dengan pelaksanaan RUPS Perseroan pada tahun 2017:(sumber : Laporan Tahunan
2017 PT Telkom Indonesia (Persero) Tbk, hal. 157)
1) Meningkatkan nilai penyelenggaraan Rapat Umum Pemegang Saham (RUPS):
a) Cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun
tertutup yang mengedepankan independensi, dan kepentingan pemegang saham.
Perseroan telah memiliki prosedur teknis pengumpulan suara yang terdapat dalam tata tertib
Rapat Umum Pemegang Saham.
b) Seluruh anggota Direksi dan Dewan Komisaris hadirdalam RUPS Tahunan.
c) Ringkasan risalah RUPS tersedia dalam situs webpaling sedikit 1 tahun.
Perseroan menyediakan Ringkasan Risalah RUPS dalam website Perseroan dalam bagian
Investor Relation.
2) Pada tahun 2017 Perseroan telah melaksanakan RUPST tanggal 21 April 2017 untuk kinerja
tahun buku 2016.
Berdasarkan Laporan Tahunan 2017 PT Telkom Indonesia (Persero) Tbk, berikut hal-hal yang
terkait dengan pelaksanaan RUPS Perseroan pada tahun 2017:(sumber : Laporan Tahunan
2017 PT Telkom Indonesia (Persero) Tbk, hal. 157)
1) Meningkatkan nilai penyelenggaraan Rapat Umum Pemegang Saham (RUPS):
a) Cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun
tertutup yang mengedepankan independensi, dan kepentingan pemegang saham.
Perseroan telah memiliki prosedur teknis pengumpulan suara yang terdapat dalam tata tertib
Rapat Umum Pemegang Saham.
2) Pada tahun 2017 Perseroan telah melaksanakan RUPST tanggal 21 April 2017 untuk kinerja
tahun buku 2016 :
diantaranya menyatakan :
Dengan demikian persyaratan untuk kuorum Rapat telah dipenuhi dan telah sesuai dengan
ketentuan Pasal 25 ayat 1 huruf a, ayat 4 huruf a dan ayat 5 huruf a Anggaran Dasar Perseroan
karena ternyata telah hadir dalam Rapat pemegang saham Seri A Dwiwarna dan para
pemegang saham yang seluruhnya mewakili lebih dari 2/3 (dua per tiga) dari jumlah seluruh
saham dengan hak suara yang telah dikeluarkan oleh Perseroan.
Terlampir Risalah RUPST Perusahaan.
Keterangan
Tidak dijelaskan secara eksplisite dalam RUPST Perseroan.
Sesuai prinsip pengelolaan Perusahaan No. 1 Meningkatkan nilai penyelenggaraan RUPS:
Perseroan telah memiliki prosedur teknis pengumpulan suara yang terdapat dalam tata tertib
RUPS.
Risalah RUPS Perseroan termuat dalam akta notaris, dan berdasarkan prinsip II GCG untuk
meningkatkan kualitas komunikasi Perusahaan Terbuka dengan Pemegang Saham atau
Investor, Perusahaan telah mengungkapkan kebijakan komunikasi Perusahaan Terbuka dalam
situs web : Kami telah menyediakan bahan dari setiap Earnings Call, Conference dan materi
presentasi dengan investor di website Perseroan untuk memberikan kesetaraan pada
Pemegang Saham atau Investor atas pelaksanaan Komunikasi dengan Perseroan.
Perusahaan menyelenggarakan RUPS Tahunan (RUPST) satu kali setiap tahun dengan agenda
pembahasan rutin diantaranya Pengesahan atas Laporan Keuangan Perseroan dan Laporan
Tahunan Program Kemitraan dan Bina Lingkungan, serta Pembebasan Tanggung Jawab
Anggota Direksi dan Dewan Komisaris.
Berdasarkan CALK Tahun 2016, Ikhtisar Kebijakan Akuntansi yang Signifikan khususnya huruf
d. Kombinasi Bisnis dan huruf f. Penyertaan pada entitas asosiasi, telah mencakup kebijakan
dimaksud.
olders, including
Berdasarkan prinsip 2 GCG Perusahaan : Meningkatkan kualitas komunikasi Perusahaan
Terbuka dengan Pemegang Saham atau Investor, terkait meningkatkan kualitas komunikasi
Perusahaan Terbuka dengan Pemegang Saham atau Investor, Perusahaan memiliki kebijakan
komunikasi kepada Investor melalui Non Deal Roadshow, One on One Meeting, Earnings Call,
Public Expose, Conference, dan Investor Summit.
Selain itu, sesuai dengan ketentuan Anggaran Dasar Perusahaan dan peraturan perundang-
undangan, kami melaksanakan RUPS sebagai organ tata kelola tertinggi yang memfasillitasi
para pemegang saham untuk membuat keputusan-keputusan penting dan strategi. Kami
menyelenggarakan RUPS Tahunan (RUPST) satu kali setiap tahun dengan agenda pembahasan
rutin.
PT Matahari Putra Prima Tbk
TOTAL 18 2 1
Score 90%
Weightage Allocated (10%) 9.00
PT Matahari Putra Prima Tbk
Keterangan
Berdasarkan Laporan Keuangan Perseroan misalnya pada tahun 2016 : Dalam Rapat
Umum Tahunan Pemegang Saham Perusahaan yang diselenggarakan pada tanggal 13
April 2016, yang telah dinyatakan dalam akta No. 60 dari Ir. Nanette Cahyanie Handari Adi
Warsito, S.H., diputuskan untuk, antara lain, membagikan dividen tunai sebesar
Rp139.827 atau Rp26 per saham kepada pemegang saham yang tercatat pada daftar
pemegang saham pada tanggal 25 April 2016 dan membentuk dana cadangan wajib
sebesar Rp2.000 dari saldo laba. Pembayaran dividen tunai telah dilakukan pada tanggal
12 Mei 2016
Namun data tanggal pembayaran Dividen tidak eksplisit dijelaskan dalam risalah RUPS
dan Perseroan tidak membagikan dividen untuk tahun fiskal 2016.
Berdasarkan CALK Tahun 2016 kebijakan akuntansi huruf 2.j. Aset Tetap, menjelaskan
terkait hal dimaksud.
3
areholder
rocedures, that govern general shareholder meetings.
Agenda Keempat RUPST Perseroan tanggal 26 April 2017 :
Memberikan persetujuan atas sistem remunerasi termasuk gaji atau honorarium dan
tunjangan atau remunerasi lainnya bagi Dewan Komisaris dengan landasan perumusan
berdasarkan orientasi kinerja, persaingan pasar dan penyelarasan kapasitas finansial
Perseroan untuk memenuhinya, serta hal-hal lain yang diperlukan dengan batasan
jumlah kolektif sebesar 0,3% dari penjualan bersih Perseroan.
Tingkat kehadiran anggota Direksi & Komisaris pada RUPST Perseroan tanggal 26 April
2017 kurang dari ketentuan hanya sebesar 38,5% yang disebabkan karena ada yang
berdomisili luar kota dan/atau sedang dalam menjalankan tugas dinas. Namun hal ini
telah dimitigasi oleh Perseroan bahwa setiap mata agenda RUPST telah dibahas &
disetujui sebelumnya dalam rapat BOC, BOD, BOC & BOD (baik langsung maupun
sirkuler).
Pasal 16 Anggaran Dasar Perusahaan mengatur perihal rincian prosedur rapat, kehadiran
dan mekanisme pengambilan keputusan, khususnya perihal bahwa setiap anggota
memiliki satu suara dan dapat mendelegasikan hak suaranya kepada anggota lain melalui
pemberian kuasa.
Tercantum dalam pengumuman undangan RUPST 2017 : Setiap usulan Pemegang Saham
Perseroan akan dimasukkan dalam acara RUPST jika memenuhi persyaratan yang
tercantum dalam Pasal 12 Peraturan Otoritas Jasa Keuangan
15
Nomor 32/POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang
Saham Perusahaan Terbuka dan usul-usul tersebut harus diterima Direksi Perseroan
selambat-lambatnya 7 (tujuh) hari sebelum tanggal panggilan RUPST yaitu tanggal 19
April 2018.
tion in
Keterangan
RUPST Perseroan tanggal 26 April 2017 diantara memutuskan :
Menyetujui dan mengesahkan Laporan Tahunan dan Laporan Keuangan Perseroan
untuk tahun buku 2016 yang telah diaudit oleh Kantor Akuntan Publik dengan pendapat
wajar, Laporan Komite Audit, Laporan Tugas Pengawasan Dewan Komisaris, dengan
memberikan pembebasan dan pelunasan (Acquit et de Charge) sepenuhnya kepada
seluruh anggota Direksi dan Dewan Komisaris Perseroan dalam arti yang seluas-luasnya
dari tanggung jawab tindakan pengurusan serta pengawasan yang telah dijalankan
selama tahun buku 2016 dan sampai dengan tanggal ditutupnya Rapat sebagaimana
tercermin ataupun tidak tercermin dalam uraian Laporan Direksi dan Dewan Komisaris
Perseroan maupun dalam Laporan Keuangan Perseroan selama tahun buku 2016, antara
lain terkait: kerjasama diantaranya dengan berbagai institusi profesi penunjang maupun
relasi, pelaksanaan program kemitraan, pengadaan, pembelian dan
penjualan/perdagangan, sewa menyewa ruangan/gedung untuk gerai berikut
penyesuaiannya, pelaksanaan renovasi, pembukaan dan penutupan gerai, kebijakan
sistem administrasi laporan keuangan, perjanjian-perjanjian fasilitas kredit berikut
dengan perubahan/perpanjangannya, pelaksanaan pemenuhan kewajiban-kewajiban
kepada bank.
Dan berdasarkan CALK Tahun 2016, kebijakan akuntansi 2.f (Hal. 19) menyebutkan :
Nilai wajar aset dan liabillitas keuangan diestimasi untuk keperluan pengakuan dan
pengukuran atau untuk keperluan pengungkapan.
Nilai wajar dikategorikan dalam level yang berbeda dalam suatu hirarki nilai wajar
berdasarkan pada apakah input suatu pengukuran dapat diobservasi dan signifikansi
input terhadap keseluruhan pengukuran nilai wajar:
(i) Harga kuotasian (tanpa penyesuaian) di pasar aktif untuk aset atau liabilitas yang
identik yang dapat diakses pada tanggal pengukuran (Level 1)
(ii) Input selain harga kuotasian yang termasuk dalam Level 1 ang dapat diobservasi
untuk aset atau liabilitas, baik secara langsung maupun tidak langsung (Level 2)
(iii) Input yang tidak dapat diobservasi untuk aset atau liabilitas (Level 3)
1
luding
Berdasarkan prinsip 2 GCG Perusahaan : Meningkatkan kualitas komunikasi Perusahaan
Terbuka dengan Pemegang Saham atau Investor, terkait meningkatkan kualitas
komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor, Perseroan
memiliki kebijakan komunikasi kepada Investor melalui divisi Investor Relation dalam
bentuk Non Deal Roadshow, siaran pers, rapat, ekspos publik dan konferensi.
1
21
PT Telkom Indonesia (Persero) Tbk
Remuneration Matters
E.3.12 Does the company disclose its √
remuneration (fees,
allowances, benefit-in-kind
and other emoluments)
policy/practices (i.e. the use of
short term and long term
incentives and performance
measures) for its executive
directors and CEO?
Board Appraisal
E.5.5 Did the company conduct an √
annual performance
assessment of the board of
directors/commissioners and
disclose the criteria and
process followed for the
assessment?
Director Appraisal
E.5.6 Did the company conduct an √
annual performance
assessment of the individual
directors/commissioners and
disclose the criteria and
process followed for the
assessment?
Committee Appraisal
E. RESPONSIBILITIES OF THE BOARD Yes No N/A
E.5.7 Did the company conduct an √
annual performance
assessment of the board
committees and disclose the
criteria and process followed
for the assessment?
E. RESPONSIBILITIES OF THE BOARD Yes No N/A
TOTAL 61 2 2
Score 97%
Weightage Allocated (40%) 38.7
PT Telkom Indonesia (Persero) Tbk
Keterangan
Guiding Referenc
porate governance policy
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 170
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 171
Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 171
Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 191
Guiding Referenc
Keterangan
Tertuang dalam Board Charter (Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk
hal. 190)
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 230
Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 230
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 169
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 170
Sesuai POJK No. 33/POJK.04/2014, Pasal 3 ayat (3) menyatakan : 1 (satu) periode masa jabatan anggota Direksi paling lama 5 (lima) tahun atau sampai dengan
penutupan RUPS tahunan pada akhir 1 (satu) periode masa jabatan dimaksud.
Sesuai POJK No. 33/POJK.04/2014, Pasal 20 ayat (2) : Dalam hal Dewan Komisaris terdiri dari 2 (dua) orang
anggota Dewan Komisaris, 1 (satu) di antaranya adalah Komisaris Independen.
Pasal 20 ayat (3) : Dalam hal Dewan Komisaris terdiri lebih dari 2 (dua) orang anggota Dewan Komisaris,
jumlah Komisaris Independen wajib paling kurang 30% (tiga puluh persen) dari jumlah seluruh anggota
Dewan Komisaris.
Sesuai POJK No. 33/POJK.04/2014, Pasal 2 ayat (1) : Direksi Emiten atau Perusahaan Publik paling kurang
terdiri dari 2 (dua) orang anggota Direksi.
Rinaldi Firmansyah selain menjadi Komisaris Independen Perusahaan juga menjadi Komisaris
di PT Elnusa Tbk dan Komisaris di PT Bluebird Tbk.
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 66
Keterangan
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 180 te
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Keterangan
1. Tjatur Purwadi (Anggota Independen), Pendidikan :S1 Bidang Akuntansi Universitas Gadjah Mada,
Yogyakarta; S2 Magister Manajemen bidang Finance Universitas Padjajaran, Bandung.
2. Sarimin Mietra Sardi (Anggota Independen), Pendidikan : D4 Akuntansi Sekolah Tinggi Akuntansi Negara
(STAN), Jakarta; S2 Magister Manajemen Universitas Pendidikan Indonesia, Jakarta.
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 180
Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 180
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 171 g
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 197 o
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 201
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 201
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 202
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Keterangan
Berdasarkan Anggaran Dasar Perseroan, jumlah dan syarat dari Komisaris Independen ditentukan berdasarkan
pada ketentuan yang berlaku dalam lingkungan pasar modal, dalam hal ini OJK yang telah menerbitkan POJK
No.33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik. Pada Pasal 20 ayat
(3) dinyatakan bahwa jika Dewan Komisaris terdiri lebih dari 2 orang anggota, jumlah Komisaris Independen
sedikitnya 30% dari jumlah seluruh anggota Dewan Komisaris.
Sesuai POJK No. 33/POJK.04/2014, Pasal 3 ayat (3) menyatakan : 1 (satu) periode masa jabatan anggota
Direksi paling lama 5 (lima) tahun atau sampai dengan penutupan RUPS tahunan pada akhir 1 (satu) periode
masa jabatan dimaksud.
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Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 199 s
p
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Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 199
Perusahaan memiliki Unit Audit Internal atau Internal Audit (IA) yang berfungsi memberikan pandangan
secara independen dan objektif mengenai kondisi pengendalian internal, pengelolaan risiko, dan proses Tata
Kelola Perusahaan dalam kegiatan bisnis kami. Tujuan dari fungsi ini yaitu untuk menjadi katalisator, melalui
penyampaian rekomendasi bagi Telkom dalam memperbaiki operasional usahanya.
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 204
Internal Audit kami dipimpin oleh seorang Senior Vice President Internal Audit yang diangkat dan
diberhentikan oleh Direktur Utama atas persetujuan Dewan Komisaris.
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 206
Keterangan
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e
s
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 207 - 208 p
Komisaris melalui Komite Evaluasi dan Monitoring Perencanaan Risiko (KEMPR) melakukan Pemantauan atas o
pengkinian atas risk profile Perseroan merupakan salah satu pendekatan yang dilakukan KEMPR dalam n
melakukan evaluasi atas penerapan manajemen risiko Perseroan. Berdasarkan CSS 2018-2022, kelompok s
risiko yang perlu mendapatkan perhatian Perseroan diantaranya ketidakpastian pengembangan bisnis digital, i
dan ketidakpastian inisiatif inorganic. Mitigasi yang dilakukan untuk menekan risiko terkait pengembangan b
bisnis digital antara lain mengembangkan inisiatif smart government dan enterprise connected ecosystem, i
mengoptimalkan myIndiHome sebagai hub untuk meningkatkan pengalaman pelanggan dan loyalitas, serta l
menerapkan dynamic pricing untuk layanan Indihome. Adapun program mitigasi untuk menekan i
ketidakpastian inisiatif inorganik antara lain dikembangkan melalui penyusunan analisis yang komprehensif t
atas perubahan kondisi makro ekonomi, politik, sosial, keamanan, dan lingkungan. i
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 188 e
s
o
f
Sistem manajemen risiko membantu Telkom untuk mengidentifikasi risiko-risiko yang signifikan bagi t
keberlanjutan usaha. Telkom telah mengidentifikasi risiko-risiko di Indonesia secara spesifik, yaitu risiko sosial h
dan politik, makro ekonomi, bencana, dan risiko lainnya. Kemudian untuk risiko-risiko bisnis, Telkom telah e
mengidentifikasi risiko operasional, keuangan, hukum, dan kepatuhan, regulasi, risiko inherent bisnis
telekomunikasi tetap dan seluler. Selain risiko-risiko tersebut, Telkom juga melakukan pengungkapan B
kuantitatif dan kualitatif atas risiko pasar. o
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 202 a
r
d
(
D
)
T
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e
b
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a
Keterangan
Komite Audit telah bekerja dengan baik diantaranya dalam mengawasi efektivitas pelaksanaan pengendalian
internal dalam penyusunan laporan keuangan (Internal Control Over Financial Reporting/ICOFR), melakukan
penelaahan atas informasi keuangan, melakukan penelaahan atas pemeriksaan Internal Auditor dan dan
memberikan rekomendasi terkait praktik terbaik penerapan good corporate governance (GCG). Sedangkan
Komite Nominasi dan Remunerasi telah membantu kami antara lain dalam memberikan rekomendasi terkait
kebijakan, kriteria dan seleksi jabatan strategis di lingkungan Perseroan dan anak usaha sesuai prinsip-prinsip
GCG. Adapun KEMPR telah berperan penting dalam melakukan evaluasi secara komprehensif atas usulan
Direksi terkait Rencana Kegiatan Anggaran Perseroan dan memantau pelaksanaannya sepanjang tahun 2017.
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 32
Guiding Referenc
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 168
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 189
Keterangan
Komisaris Utama, merupakan wakil Pemerintah RI (Saham Dwiwarna)
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 170
K
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2
C
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o
1
Komisaris : Memiliki pengetahuan dan/atau keahlian di bidang yang dibutuhkan Perseroan. d
Direksi : 6
e
1. Alex J. Sinaga (Direktur Utama), latar Belakang Keahlian & Kecakapan : Teknik, Telekomunikasi dan .
Telematika 3
2
2. Mas’ud Khamid (Direktur CONS), latar Belakang Keahlian & Kecakapan : Teknik, Jaringan Telekomunikasi 0
dan Leadership in Retail Business A
0
3. David Bangun (Direktur DSP), latar Belakang Keahlian & Kecakapan : Teknik Telekomunikasi dan Elektro 9
4. Dian Rachmawan (Direktur EBIS), latar Belakang Keahlian & Kecakapan : Teknik Telekomunikasi l
2
e
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Guiding Referenc
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Keterangan
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Keterangan
nd Performance
Dalam hal pengawasan dan penilaian atas kinerja Direksi, Dewan Komisaris turut memastikan bahwa
pencapaian Perseroan sejalan dengan visi, misi, strategic objective dan program-program kerja yang telah
direncanakan.
Keterangan
Sumber : Laporan Tahunan 2017 PT Telekomunikasi Indonesia (Persero) Tbk hal. 177
Dalam hal pengawasan dan penilaian atas kinerja Direksi, Dewan Komisaris turut memastikan bahwa
pencapaian Perseroan sejalan dengan visi, misi, strategic objective dan program-program kerja yang telah
direncanakan.
Laporan dewan komisaris paling sedikit memuat : Penilaian terhadap kinerja direksi mengenai pengelolaan
emiten atau perusahaan publik.
idem E.5.4
Keterangan
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:
KINERJA DAN PELAKSANAAN KEGIATAN KOMITE NOMINASI DAN REMUNERASI : Sepanjang tahun 2017, T
Komite Nominasi dan Remunerasi telah membantu pelaksanaan tugas dari Dewan Komisaris dalam h
menghasilkan keputusan-keputusan strategis (hal. 194) e
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Keterangan
###
###
PT Matahari Putra Prima Tbk
Corporate Vision/Mission
E.1.4 Does the company have an √
updated vision and mission
statement?
Internal Audit
E.3.16 Does the company have a √
separate internal audit
function?
Board Appraisal
E. RESPONSIBILITIES OF THE BOARD Yes No N/A
E.5.5 Did the company conduct an √
annual performance
assessment of the board of
directors/commissioners and
disclose the criteria and process
followed for the assessment?
Director Appraisal
E.5.6 Did the company conduct an √
annual performance
assessment of the individual
directors/commissioners and
disclose the criteria and process
followed for the assessment?
Committee Appraisal
E.5.7 Did the company conduct an N/A
annual performance
assessment of the board
committees and disclose the
criteria and process followed for
the assessment?
TOTAL 48 7 10
Score 87%
Weightage Allocated (40%) 34.9
PT Matahari Putra Prima Tbk
Keterangan
Guiding Reference
rporate governance policy
Dalam rangka memenuhi POJK No. 33/POJK.04/2014, Dewan Komisaris tetap
mengukuhkan “Pedoman dan Tata Tertib Kerja Dewan Komisaris” kepada seluruh
anggotanya. Pedoman dan Tata Tertib Kerja Dewan Komisaris tersebut sebelumnya telah
ditanda tangani oleh semua anggota pada tanggal 10 Desember 2015.
Salinan dari Pedoman dan Tata Tertib Kerja Dewan
Komisaris telah dipaparkan dengan rinci dan tersedia
di situs web Perseroan.
Peran utama Dewan Komisaris adalah melakukan fungsi pengawasan terhadap Direksi
dan tim manajemen. Dasar hukum peran dan tugas dari Dewan Komisaris adalah Pasal
108 ayat (1) Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas dan
Anggaran Dasar Perusahaan. Peran pengawasan yang dijalankan Dewan Komisaris
merupakan bagian penting dalam membantu perusahaan untuk mencapai keberhasilan
operasional, serta menerapkan prinsip-prinsip GCG.
Sepanjang 2017, Dewan Komisaris terlibat dan memberikan berbagai arahan atas rencana
dan strategi Perseroan. Dalam kepatuhan atas Peraturan Otoritas Jasa Keuangan (OJK) No.
33/POJK.04/2014, Dewan Komisaris terus memastikan kepatuhan setiap anggotanya atas
semua pedoman. Selama setahun, Dewan Komisaris telah mengadakan 6 pertemuan
serta 4 pertemuan formal terpisah dengan Direksi. Dalam pertemuan internal setiap dua
bulanannya, Dewan Komisaris mendiskusikan berbagai topik dari kondisi eksternal pasar
dan masalah internal Perseroan yang sedang berlangsung hingga penelaahan atas
laporan Komite Audit serta Komite Nominasi dan Remunerasi (KNR). Keempat pertemuan
normal dengan Direksi yang dilaksanakan setiap triwulan untuk menelaah kinerja
keuangan dan operasional, baik triwulanan maupun tahunan. Dalam pertemuan
pertemuan tersebut, rencana strategis ditelaah dan diperbaharui, bila diperlukan.
Berbagai tindakan kemudian dirancang untuk memastikan pelaksanaan atas rencana
strategis yang telah diperbarui tersebut.
Di setiap akhir pertemuan tersebut, kesepakatan antar Dewan Komisaris dan Direksi
diperoleh dan disertai dengan pembaharuan rencana strategis dan langkah-langkah
penerapan yang diperlukan.
33/POJK.04/2014, Dewan Komisaris terus memastikan kepatuhan setiap anggotanya atas
semua pedoman. Selama setahun, Dewan Komisaris telah mengadakan 6 pertemuan
serta 4 pertemuan formal terpisah dengan Direksi. Dalam pertemuan internal setiap dua
bulanannya, Dewan Komisaris mendiskusikan berbagai topik dari kondisi eksternal pasar
dan masalah internal Perseroan yang sedang berlangsung hingga penelaahan atas
Keterangan
laporan Komite Audit serta Komite Nominasi dan Remunerasi (KNR). Keempat pertemuan
normal dengan Direksi yang dilaksanakan setiap triwulan untuk menelaah kinerja
keuangan dan operasional, baik triwulanan maupun tahunan. Dalam pertemuan
pertemuan tersebut, rencana strategis ditelaah dan diperbaharui, bila diperlukan.
Berbagai tindakan kemudian dirancang untuk memastikan pelaksanaan atas rencana
strategis yang telah diperbarui tersebut.
Di setiap akhir pertemuan tersebut, kesepakatan antar Dewan Komisaris dan Direksi
diperoleh dan disertai dengan pembaharuan rencana strategis dan langkah-langkah
penerapan yang diperlukan.
Guiding Reference
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Keterangan
Dewan Komisaris terdiri dari 7 (tujuh) orang anggota yaitu 1 (satu) Presiden Komisaris, 1
(satu) Wakil Presiden Komisaris, dan 5 (lima) Komisaris, dimana 3 (tiga) orang di
antaranya merupakan Komisaris Independen, sebagaimana diatur dalam Undang-
Undang Perseroan Terbatas No. 40 Tahun 2007, POJK No. 33/POJK.04/2014 tanggal 8
Desember 2014 dan Peraturan BEI No. 1-A tanggal 30 Januari 2004.
Pada bulan April 2017, Rapat Umum Pemegang Saham Tahunan (RUPST) telah
menyetujui tidak ada perubahan susunan Dewan Komisaris dari tahun sebelumnya, untuk
masa jabatan sampai dengan RUPST untuk tahun buku 2019 yang akan diselenggarakan
pada tahun
2020. Perseroan telah menyampaikan pemberitahuan kepada Otoritas Jasa Keuangan
melalui surat No. 024/IV/2017-CSExt tanggal 28 April 2017.
U
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Sesuai POJK No. 33/POJK.04/2014, Pasal 20 ayat (2) : Dalam hal Dewan Komisaris terdiri x:
dari 2 (dua) orang anggota Dewan Komisaris, 1 (satu) di antaranya adalah Komisaris eB
Independen. c.
Pasal 20 ayat (3) : Dalam hal Dewan Komisaris terdiri lebih dari 2 (dua) orang anggota u
2
Dewan Komisaris, jumlah Komisaris Independen wajib paling kurang 30% (tiga puluh t.
persen) dari jumlah seluruh anggota Dewan Komisaris. i3
Sesuai POJK No. 33/POJK.04/2014, Pasal 2 ayat (1) : Direksi Emiten atau Perusahaan v
Publik paling kurang terdiri dari 2 (dua) orang anggota Direksi. eN
o
d
n
i-
Chua Siang Hwee, Jeffrey (Komisaris Independen), Menjabat sebagai Komisaris re
Independen pada tahun 2013. Saat ini beliau juga menjabat sebagai Managing Director ex
Southeast Asia serta merangkap sebagai Managing Director Merger and Acquisition di ce
Temasek International Pte Ltd. tc
o
u
rt
i
sv
Pada tanggal 10 Desember 2015, Perseroan telah membentuk Komite Nominasi dan h
Remunerasi sesuai dengan yang diatur dalam POJK No. 34/POJK.04/2014 tertanggal 8 e
o
Desember 2014. Struktur keanggotaan Komite Nominasi dan Remunerasi telah u
dikukuhkan kembali melalui surat keputusan Dewan Komisaris tertanggal 25 Juli 2017 d
li
dengan masa jabatan tahun fiskal 2017 – 2019. Surat keputusan Dewan Komisaris d
tersebut telah dilaporkan kepada OJK melalui surat no: 047/VII/2017-CSExt tertanggal 28 r
Juli 2017. e
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Keterangan
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Keterangan
idem E.2.11
idem E.2.12
G
i
Komite Audit dibentuk untuk membantu Dewan Komisaris dalam melakukan fungsi v
supervisi, terutama untuk mendukung Dewan Komisaris dalam menjalankan fungsi dan e
tugasnya sesuai dengan Pasal 121 Undang-Undang No. 40 Tahun 2007 tentang Perseroan n
Terbatas dan Keputusan Ketua Badan Pengawas Pasar Modal dan Lembaga Keuangan No.
Kep-643/BL/2012 tanggal 7 Desember 2012 sebagaimana telah diubah dengan POJK No. t
55/POJK.04/2015 tanggal 23 Desember 2015 tentang Pembentukan dan Pedoman h
Pelaksanaan Kerja Komite Audit. e
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Keterangan
i
Chua Siang Hwee (Komisaris Independen), Jeffrey lulusan dari National University of m
Singapore dengan gelar Sarjana Hukum (Honours) dan meraih gelar Master dalam bidang p
Hukum (Perbankan dan Keuangan Internasional) dari King’s College, University of London. o
Beliau juga telah mengikuti Advanced Management Program di Harvard Business School, r
AS. t
a
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t
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a
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Basarkan Piagam Komite Audit hal tersebut merupakan salah satu tugas dan tanggung am
jawab Komite Audit yaitu : Memberikan rekomendasi kepada Dewan Komisaris mengenai u
a
penunjukan Kantor Akuntan Publik berdasarkan independensi, ruang lingkup penugasan d
r
dan biaya audit. ik
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Guiding Reference
e
ic
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ci
h
v
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d
ss
u
Sesuai dengan POJK No. 33/POJK.04/2014 tertanggal 8 Desember 2014, selama tahun la
2017, Dewan Komisaris telah mengadakan 6 (enam) kali rapat dengan tingkat kehadiran i
100% dari anggota. n
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Keterangan
idem E.3.2
Keterangan
Pada tahun 2017, Sekretaris Perusahaan telah melaksanakan tugas-tugasnya yang antara
lain : Mempersiapkan rapat Dewan Komisaris, Direksi, Dewan Komisaris & Direksi, Komite
Audit, Komite Nominasi & Remunerasi, dan menyimpan Risalah Rapat dari masing-
masing rapat tersebut.
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Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan
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Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan i
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Keterangan
Dewan Komisaris terdiri dari 7 (tujuh) orang anggota yaitu 1 (satu) Presiden Komisaris, 1
(satu) Wakil Presiden Komisaris, dan 5 (lima) Komisaris, dimana 3 (tiga) orang di
antaranya merupakan Komisaris Independen, sebagaimana diatur dalam Undang-
Undang Perseroan Terbatas No. 40 Tahun 2007, POJK No. 33/POJK.04/2014 tanggal 8
Desember 2014 dan Peraturan BEI No. 1-A tanggal 30 Januari 2004.
Keterangan
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Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan C
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Piagam Audit Internal ditetapkan oleh Direksi dan disetujui oleh Dewan Komisaris pada R
n
tanggal 23 November 2009, secara berkala dilakukan pembaruan sesuai dengan ts
e
kebutuhan. Audit Internal bertanggung jawab kepada Presiden Direktur dan sh
ci
berkoordinasi serta melaporkan kegiatan kepada Komite Audit. e
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Freddy Tigor Sihite adalah lulusan Universitas Indonesia dengan latar belakang o
se
aa
pendidikan di bidang Ekonomi dan Akuntansi. Bergabung dengan Perseroan pada tahun ain
tr
2008 dan memiliki pengalaman dalam Audit Keuangan, Audit Internal dan Manajemen rd
b
it
Risiko di beberapa negara di Asia, termasuk Indonesia. id
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idem E.3.16
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Keterangan
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Dilakukan oleh Komite Audit yang merupakan bagian dari tugas dan tanggung jawabnya m L
yaitu melaporkan kepada Dewan Komisaris berbagai risiko yang dihadapi perusahaan dan aE
pelaksanaan manajemen risiko oleh Direksi, Melakukan penelaahan atas implementasi n
program Manajemen Risiko oleh Manajemen. a
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Keterangan
Dewan Komisaris mengambil beberapa langkah penting dan keputusan dalam rapat-rapat
dimaksud, diantaranya adalah meninjau kinerja Perseroan terhadap anggaran dan situasi
pasar; mengevaluasi kemajuan ekspansi gerai dan memberikan arahan langkah-langkah
tambahan yang dianggap penting untuk ditempuh oleh manajemen sejalan dengan
arahan strategis dan memastikan efektivitas sistem pengendalian internal.
Direksi memiliki tanggung jawab utama untuk mengelola dan mewakili kegiatan
Perseroan sehari-hari. Direksi juga bertanggung jawab untuk menetapkan tujuan strategis
dan tindakan strategis yang perlu diambil, menyiapkan rencana bisnis dan anggaran, dan
melembagakan pengendalian internal yang berfungsi dengan baik, dan tugas lainnya.
Kewenangan Direksi diatur dan sesuai dengan ketentuan menurut Pasal 92 Ayat (1)
Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas dan Anggaran Dasar
Perseroan.
Keterangan
Guiding Reference
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idem E.2.4 dan E.2.5 l
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Peran utama Dewan Komisaris adalah melakukan fungsi pengawasan terhadap Direksi sy
dan tim manajemen. Dasar hukum peran dan tugas dari Dewan Komisaris adalah Pasal
108 ayat (1) Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas dan o
d
Anggaran Dasar Perusahaan. Peran pengawasan yang dijalankan Dewan Komisaris fe
merupakan bagian penting dalam membantu perusahaan untuk mencapai keberhasilan s
operasional, serta menerapkan prinsip-prinsip GCG. ti
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Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan o
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Keterangan
2
.
1
William Travis Saucer (Ketua/Komisaris Independen) bergabung dengan Matahari 6
Department Store sebagai CEO pada tahun 2006. .
3
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Guiding Reference
i###
Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan n
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Data tidak diperoleh dalam Laporan Tahunan 2017 Perusahaan d
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and Performance r
Sepanjang 2017, Dewan Komisaris terlibat dan memberikan berbagai arahan atas rencana
dan strategi Perseroan. Dewan Komisaris telah mengadakan 4 pertemuan formal dengan s
Direksi. Keempat pertemuan formal dengan Direksi yang dilaksanakan setiap triwulan h
untuk menelaah kinerja keuangan dan operasional, baik triwulanan maupun tahunan. o
Dalam pertemuan-pertemuan tersebut, rencana strategis ditelaah dan diperbaharui, bila u
diperlukan. Berbagai tindakan kemudian dirancang untuk memastikan pelaksanaan atas l
rencana strategis yang telah diperbarui tersebut. d
Di setiap akhir pertemuan tersebut, kesepakatan antar Dewan Komisaris dan Direksi
diperoleh dan disertai dengan pembaharuan rencana strategis dan langkah-langkah b
penerapan yang diperlukan. e
a
p
Direksi belum memiliki kebijakan penilaian sendiri secara formal. Kinerja Direksi dinilai p
oleh Dewan Komisaris dan Pemegang Saham dalam RUPST. o
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Keterangan
Pada dasarnya penilaian untuk menilai kinerja Dewan Komisaris Perseroan dilakukan oleh
Pemegang Saham melalui mekanisme Rapat Umum Pemegang Saham, walaupun Dewan
Komisaris secara rutin melakukan rapat setiap 2 bulan dimana juga membahas kinerja
Dewan Komisaris secara non formal, diluar dari tugas untuk mengawasi Direksi dalam
melaksanakan tugas pada Perseroan.
Komisaris belum memiliki kebijakan Penilaian Sendiri sehingga tidak terdapat kebijakan
Penilaian Sendiri yang diungkapkan dalam laporan tahunan.
idem E.5.4
###