Indonesia+CG+Roadmap

More documents

Recommendations

Info

50 ROADMAP TATA KELOLA PERUSAHAAN INDONESIA INDONESIA CORPORATE GOVERNANCE ROADMAP dapat mengurangi benturan kepentingan antara pemegang saham dengan manajemen perusahaan, dikarenakan fungsi pengawasannya dapat dilakukan dengan menyuarakan pendapat yang independen dalam rapat (Solomon dan Solomon, 2004). Komisaris Independen berperan penting dalam hal kepentingan manajemen, perusahaan, dan pemegang saham berbeda, seperti dalam pengambilan keputusan atas aksi korporasi. Independensi anggota Komisaris Independen tergantung kepada beberapa hal, di antaranya lama periode menjabat sebagai Komisaris Independen di perusahaan tersebut. UUPT mengatur bahwa independensi Komisaris Independen tergantung pada ketiadaan afiliasi dengan pemegang saham utama perusahaan, anggota Direksi, dan/atau anggota Dewan Komisaris lainnya 28 . Di pasar modal, ketentuan independensi ini diperluas di antaranya mencakup hubungan afiliasi dengan Emiten atau Perusahaan Publik, anggota Dewan Komisaris dan Direksi, dan pemegang saham utama, serta tidak mempunyai hubungan usaha dan saham di Emiten atau Perusahaan Publik tersebut 29 . REKOMENDASI Praktik keteladanan internasional mensyaratkan bahwa independensi Komisaris Independen di antaranya tergantung pada lama periode menjabat sebagai Komisaris Independen. Pada umumnya, batasan periode jabatan Komisaris Independen adalah maksimal 9 (sembilan) tahun atau 3 (tiga) periode jabatan. Oleh karena ketentuan yang berlaku belum mengatur hal ini, regulator pasar modal perlu menyempurnakannya dengan mengadopsi ketentuan tentang batasan periode jabatan Komisaris Independen. independent commissioner can reduce conflicts of interest between shareholders and the company management, because the independent commissioner in exercising oversight may provide independent opinions in the meetings (Solomon and Solomon, 2004). The Independent Commissioner plays an important role in terms of the interests of management, the company, and shareholders differently such as in making decisions on corporate action. The independence of an Independent Commissioner depends on several things, among them the length of period serving as independent commissioner of the company. The Limited Liability Company Law stipulates that the independence of an Independent Commissioner is dependent on the absence of affiliations with the company’s main shareholder, the Board of Directors, and/or other members of the Board of Commissioners 28 . In the capital market, the provisions of this independence have been extended and included affiliations with the Issuer or Public Company, members of Board of Commissioners and Board of Directors, and major shareholders, and does not have a business and shareholding relationship in the Issuer or Public Company 29 . RECOMMENDATION International exemplary practices require that the independence of an Independent Commissioner among others depends on the length of period serving as Independent Commissioner. In general, the post of Independent Commissioner has a limitation period of a maximum of 9 (nine) years or 3 (three) office periods. Because the provision on this subject does not exist, the capital market regulator needs to make improvements to adopt provisions on limitation period of the Independent Commissioner’s position. E.2.H. PEDOMAN KERJA DEWAN KOMISARIS DAN DIREKSI Pedoman kerja (board charter) untuk Dewan Komisaris dan Direksi mencakup antara lain tugas dan fungsi, wewenang dan tanggung jawab yang 28 UUPT pasal 120 (2). 29 Peraturan Nomor IX.I.5 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit (2012). E.2.H. EMPLOYMENT GUIDELINES FOR BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS Employment guidelines (board charter) for Board of Commissioners and Board of Directors include, among others, duties and functions, 28 Article 120(2) of Limited Liability Company Law 29 Regulation No.IX.I.5 on Formation and Implementation Guidelines for Audit Committee (2012)
ROADMAP TATA KELOLA PERUSAHAAN INDONESIA INDONESIA CORPORATE GOVERNANCE ROADMAP 51 mengikat secara hukum Dewan Komisaris dan Direksi. Oleh karena itu, pedoman kerja ini dapat berfungsi sebagai panduan dan landasan hukum untuk bertindak bagi Dewan Komisaris dan Direksi dalam menjalankan fiduciary duties. Saat ini UUPT dan ketentuan pasar modal belum mengatur secara spesifik mengenai pedoman kerja bagi Dewan Komisaris dan Direksi Emiten dan Perusahaan Publik. REKOMENDASI Menurut praktik keteladanan internasional di bidang tata kelola, perusahaan wajib memiliki pedoman kerja bagi Dewan Komisaris dan Direksi sebagai panduan pelaksanaan tugas dan wewenangnya. Oleh karena itu, Emiten dan Perusahaan Publik perlu diwajibkan untuk memiliki pedoman kerja dan mengungkapkannya di laporan tahunan. E.2. I. KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI Globalisasi usaha meningkatkan harapan investor dan menuntut keahlian dari Dewan Komisaris dan Direksi perusahaan yang semakin tinggi dan kompleks untuk dapat memenuhi harapan tersebut. Komposisi Dewan Komisaris dan Direksi yang beragam akan mendorong pengambilan keputusan yang lebih objektif dan komprehensif dikarenakan keputusan diambil dengan memperhatikan berbagai sudut pandang dan kepentingan. Keberagaman komposisi Dewan Komisaris dan Direksi antara lain mencakup kualifikasi akademik, keahlian, usia, dan gender. Sejalan dengan hal tersebut perusahaan perlu didorong untuk memiliki kebijakan yang mendorong partisipasi seluruh pemangku kepentingan atau tidak bersifat diskriminatif. Salah satu opsi kebijakan yang diajukan OECD untuk memperbaiki proses nominasi dan seleksi Dewan Komisaris dan Direksi perusahaan adalah dengan memperluas cakupan kandidat yang memenuhi kualifikasi melalui peningkatan keberagaman dalam proses pencarian kandidat (OECD, 2013). powers and responsibilities that legally bind the Board of Commissioners and Board of Directors. Therefore, these employment guidelines can serve as a guide and legal basis to act for the Board of Commissioners and Board of Directors in carrying out fiduciary duties. Currently the Limited Liability Company Law and capital market provisions have not specifically regulated the employment guidelines for the Board of Commissioners and Board of Directors of Issuers and Public Companies. RECOMMENDATION According to international exemplary practices in the field of governance, a company must have employment guidelines for its Board of Commissioners and Board of Directors to guide the implementation of duties and responsibilities. Therefore, Issuers and Public Companies should be required to have employment guidelines and disclose them in the annual report. E.2. I. DIVERSITY FOR THE COMPOSITION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS Business globalization increases expectations of investors and requires expertise of Board of Commissioners and Board of Directors of the company that are increasing and complex to be able to meet these expectations. The diversity of the composition of Board of Commissioners and Board of Directors will encourage more objective and comprehensive decision-making because decisions are taken by considering various viewpoints and interests. The diversity of the composition of Board of Commissioners and Board of Directors include academic qualifications, expertise, age, and gender. In line with the above the company should be encouraged to have policies that motivate participation of all stakeholders and are not discriminatory. One of the policy options proposed by OECD to improve the nomination and selection process of Board of Commissioners and Board of Directors of the company is to expand the scope of qualified candidates through increased diversity in the candidate search process (OECD, 2013).
Page 1 and 2:
ROADMAP TATA KELOLA PERUSAHAAN INDO
Page 3 and 4:
Page 5 and 6:
Page 7 and 8:
Page 9 and 10: ROADMAP TATA KELOLA PERUSAHAAN INDO
Page 59: ROADMAP TATA KELOLA PERUSAHAAN INDO
show all

Indonesia+CG+Roadmap

Create successful ePaper yourself

Delete template?

Save as template?