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GCG Seri 2 PDF
GCG Seri 2 PDF
Citra Graha, 7th Floor, Suite 703 , Jl. Jend. Gatot Subroto 35 36 , Jakarta 12950, Indonesia
Phone: 021 5200702 Fax.: 021 5200969
E-mail: fcgi@fcgi.or.id http://www.fcgi.or.id
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Citra Graha, 7th Floor, Suite 703 , Jl. Jend. Gatot Subroto 35 36 , Jakarta 12950, Indonesia
Phone: 021 5200702 Fax.: 021 5200969
E-mail: fcgi@fcgi.or.id http://www.fcgi.or.id
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Daftar Isi
Tabel:
Tabel 1. Struktur Board of Directors dalam One Tier System 3
Tabel 2. Struktur Dewan Komisaris dan Dewan Direksi dalam
Two Tiers System yang diadopsi oleh Belanda . 4
Tabel 3. Struktur Dewan Komisaris dan Dewan Direksi dalam
Two Tiers System yang diadopsi oleh Indonesia . 5
Tabel 4. Hubungan yang dapat memperlemah Independensi .. 9
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Contents
Tables:
Table 1. The Board Structure in One Tier System .............. 21
Table 2. The Board Structure in Two Tiers System
adopted in the Netherlands .. 22
Table 3. The Board Structure in Two Tiers System
(as adopted in Indonesia) . 22
Table 4. Relationship which could impair independence ................ 26
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Kepengurusan FCGI
Acting Chairman: Eddie M. Gunadi (IAI-KAM)
Members of the Board: Abdurachim Husein (APEI), Cees-Jan Bevers (INA),
Chris Cooper (IIA-Indonesian Chapter), Dewi Sri Umi (MAPPI), Dudi M.
Kurniawan (IAI-KAM), Edward Gustely (JITF), Elmar Bouma (INA), Erry
Riyana Hardjapamekas (MTI), F. Antonius Alijoyo (IFEA), Felia Salim (MTI),
Hari Setianto (YPIA), Helmy Yahya (IAI-KAM), Herman Darmawan (AEI),
Irwan M. Habsjah (IFEA), Ito Warsito (IAI-KAM), Krisnaraga Syarfuan (IFEA),
Phil Leifermann (IIA-Indonesia Chapter), Rudyan Kopot (IFEA), Sudarwan
(YPIA), Tjandra Irawan (IFEA), Wierman Pamuntjak (FKSPI BUMN/BUMD).
Executive Secretary: TB. M. Nazmudin Sutawinangun (INA)
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Dewan Komisaris dalam One Tier System (Anglo Saxon) dan dalam
Two Tiers System (Kontinental Eropa).
Sistem Hukum Anglo Saxon mempunyai Sistem Satu Tingkat atau One Tier
System. Di sini perusahaan hanya mempunyai satu Dewan Direksi yang
pada umumnya merupakan kombinasi antara manajer atau pengurus senior
(Direktur Eksekutif) dan Direktur Independen yang bekerja dangan prinsip
paruh waktu (Non Direktur Eksekutif). Pada dasarnya yang disebut
belakangan ini diangkat karena kebijakannya, pengalamannya dan relasinya.
Negara-negara dengan One Tier System misalnya Amerika Serikat dan
Inggris.
Board of Directors
(part time
(senior management) independent members)
Tabel 1.
Struktur Board of Directors dalam One Tier System
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Dalam hal ini Dewan Komisaris tidak boleh melibatkan diri dalam tugas-tugas
manajemen dan tidak boleh mewakili perusahaan dalam transaksi-transaksi
dengan pihak ketiga. Anggota Dewan Komisaris diangkat dan diganti dalam
Rapat Umum Pemegang Saham (RUPS). Negara-negara dengan Two Tiers
System adalah Denmark, Jerman, Belanda, dan Jepang. Karena sistem
hukum Indonesia berasal dari sistem hukum Belanda, maka hukum
perusahaan Indonesia menganut Two Tiers System untuk struktur dewan
dalam perusahaan.
Tabel 2.
Struktur Dewan Komisaris dan Dewan Direksi dalam Two Tiers System
yang diadopsi oleh Belanda
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Tabel 3.
Struktur Dewan Komisaris dan Dewan Direksi dalam Two Tiers System
yang diadopsi oleh Indonesia
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Tabel 4.
Hubungan yang dapat memperlemah Independensi
Lebih lanjut, dalam menyelenggarakan suatu "fit and proper test", pemberian
kesempatan yang sama (equal opportunity) terhadap setiap orang untuk
menempati suatu jabatan akan menuju kepada seleksi calon-calon yang
lebih memenuhi syarat dan adil.
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5. Komite Audit
Salah satu dari komite-komite yang telah disebutkan di atas yaitu Komite
Audit memiliki tugas terpisah dalam membantu Dewan Komisaris untuk
memenuhi tanggung jawabnya dalam memberikan pengawasan secara
menyeluruh. Sebagai contoh, Komite Audit memiliki wewenang untuk
melaksanakan dan mengesahkan penyelidikan terhadap masalah-masalah
di dalam cakupan tanggung jawabnya. The Institute of Internal Auditors (IIA)
merekomendasikan bahwa setiap perusahaan publik harus memiliki Komite
Audit yang diatur sebagai komite tetap. IIA juga menganjurkan dibentuknya
Komite Audit di dalam organisasi lainnya, termasuk lembaga-lembaga
non-profit dan pemerintahan.
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Pada umumnya, Komite Audit mempunyai tanggung jawab pada tiga bidang,
yaitu;
a. Laporan Keuangan (Financial Reporting);
b. Tata Kelola Perusahaan (Corporate Governance); dan
c. Pengawasan Perusahaan (Corporate Control).
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Disamping itu, definisi baru tentang audit intern memperkuat tanggung jawab
Komite Audit dalam hal Corporate Control karena dalam definisi tersebut
dinyatakan, bahwa audit intern merupakan kegiatan yang mandiri dalam
memberikan kepastian (assurance), serta konsultasi untuk memberikan nilai
tambah untuk memperbaiki kegiatan suatu organisasi dalam mencapai
tujuannya melalui suatu pendekatan secara sistematik dan disiplin dalam
menilai dan memperbaiki efektifitas manajemen risiko, pengawasan dan
proses Governance. (The Institute of Internal Auditors, Internal Auditing and The Audit
Committee)
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d. Keanggotaan
Lebih lanjut, kriteria dan catatan lainnya tentang Komite Audit adalah:
Paling sedikit satu anggota Komite Audit harus mempunyai pengetahuan
yang memadai tentang keuangan dan akuntansi;
Ketua Komite Audit harus hadir pada RUPS untuk menjawab pertanyaan
para Pemegang Saham;
Komite Audit harus mengundang eksekutif yang menurut mereka tepat
(terutama pejabat di bidang keuangan) untuk hadir pada rapat-rapat
komite, akan tetapi apabila dipandang perlu dapat mengadakan rapat
tanpa kehadiran seorangpun eksekutif perusahaan. Di luar itu Direktur
Keuangan dan Kepala Satuan Kerja Audit Intern dan, seorang wakil dari
auditor eksternal harus hadir sebagai peserta pada rapat-rapat Komite
Audit;
Sekretaris Perusahaan harus bertindak sebagai sekretaris Komite Audit;
Wewenang Komite Audit harus meliputi:
Menyelidiki semua aktivitas dalam batas ruang lingkup tugasnya.
Mencari informasi yang relevan dari setiap karyawan.
Mengusahakan saran hukum dan saran profesional lainnya yang
independen apabila dipandang perlu.
Mengundang kehadiran pihak luar dengan pengalaman yang sesuai,
apabila dianggap perlu.(Pratip Kar, 2000)
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dan keuangan yang memadai. Oleh karena itu, anggota Komite Audit perlu
mempunyai suatu pedoman tentang tanggung jawab dan wewenang dalam
melaksanakan tugasnya dalam bentuk Audit Committee Charter tersebut.
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Komite Audit harus terdiri dari individu-indidvidu yang mandiri dan tidak
terlibat dengan tugas sehari-hari dari manajemen yang mengelola
perusahaan, dan yang memiliki pengalaman untuk melasanakan fungsi
pengawasan secara efektif. Salah satu dari beberapa alasan utama
kemandirian ini adalah untuk memelihara integritas serta pandangan yang
objektif dalam laporan serta penyusunan rekomendasi yang diajukan oleh
Komite Audit, karena individu yang mandiri cenderung lebih adil dan tidak
memihak serta obyektif dalam menangani suatu permasalahan.
Jumlah anggota Komite Audit disesuaikan besar-kecilnya dengan organisasi
dan tanggung jawab. Namun biasanya tiga sampai lima anggota merupakan
jumlah yang cukup ideal. Komite Audit biasanya perlu untuk mengadakan
rapat tiga sampai empat kali setahun untuk melaksanakan kewajiban dan
tanggung jawabnya yang menyangkut soal sistem pelaporan keuangan.
(The Institute of Internal Auditors, Internal Auditing and The Audit Committee)
8. Kesimpulan
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Hal ini menuntut adanya individu-individu dengan kualitas yang luar biasa
baik, memiliki latar belakang yang beragam, berbekal keahlian utama dan
pemahaman yang serius tentang perusahaan dan bisnis.
Akhirnya, suatu Dewan Komisaris yang aktif, canggih, ahli, beragam, dan
yang terpenting - independen yang mengikuti proses-proses efektif yang
ditempuh oleh Dewan Komisaris dan komite-komite yang berkaitan adalah
yang paling baik untuk ditempatkan dalam memastikan bahwa aset-aset
perusahaan telah dialokasikan untuk pemanfaatannya secara produktif.
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Although there are many views concerning the definition and the objective of
Corporate Governance, particular fundamental standpoints apply. For
instance, to succeed in competitive markets, a corporation should have
innovative corporate managers who are willing to take appropriate risks, and
constantly evolve new strategies to meet changing circumstances. This
requires that managers have latitude for discretionary action. However
managers may have incentives to deviate from acting in the interest of
capital providers. For example, recently the Indonesian Capital Market
Supervisory Agency (BAPEPAM) applied penalties to three publicly listed
companies.
One of the companies was proven to carry out loan transactions amounting
to 10 billion rupiahs with its 64% shareholder without approval of the other
shareholders. This is considered to be a breach of breaking the BAPEPAM
rules concerning conflict of interest. (Bisnis Indonesia, "Bapepam kenakan sanksi
kepada 3 emiten dan 4 sekuritas". www.bisnis.com) Hence, rules and procedures to
protect capital providers are necessary. These include:"independent
monitoring of management; transparency of corporate performance,
ownership, and control; and participation in certain fundamental
decisions by shareholders - in other words, 'Corporate Governance'."
(Egon Zehnder International, 2000: p. 12-13)
The Board of Commissioners in the One Tier System (Anglo Saxon) and
Two Tiers System (European Continental)
With regard to the board structure in a company, there are two systems,
derived from different legal systems, namely Anglo Saxon and European
Continental.
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The Anglo Saxon legal system has a One Tier System. The company has a
single Board of Directors where there is usually a combination of senior
managers (Executive directors) and independent directors who work on a
part time basis (Non-executive directors). In principle, the latter are
appointed because of their wisdom, experience and contacts. The countries
with a One Tier System are, for example, United States and United Kingdom.
Board of Directors
(part time
(senior management) independent members)
Table 1.
The Board Structure in the One Tier System
The European Continental legal system has a Two Tiers System. The
company will have two separated boards, a supervisory board (the Board of
Commissioners) and management board (the Board of Directors). The latter
manages and represents the company under the direction and supervision of
the former. The members of the management board are appointed and may
be removed by the supervisory board at any time. It must also provide the
supervisory board with information and respond to inquiries. The Board of
Commissioners is primarily responsible for supervising the duties of the
management. It should not engage in management functions and may not
represent the company in dealings with third parties. The members of the
Board of Commissioners are appointed and removed at the General Meeting
of the Shareholders. Countries with a Two Tiers System are Denmark,
Germany, the Netherlands and Japan. Since the Indonesian legal system is
based on the Netherlands legal system, the Indonesian company law has
taken up the Two Tier Systems for its company board structure. However in
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the current legal system there are important differences, including the rights
and obligations of the Board of Commissioners which under normal
circumstances do not includes the power of appointment and dismissal of
directors.
Table 2.
The Board Structure in Two Tiers System adopted in the Netherlands
Table 3.
The Board Structure in Two Tiers System (as adopted in Indonesia)
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Table 4.
Relationships which could impair independence
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While board committees may not yet be commonplace in many parts of the
world, they are likely to become more widespread as companies grow,
become more complex, and face a broader range of issues. A board should
consider adopting a commissioner and committee chair rotation policy to
ensure that each commissioner has the opportunity to participate in a
variety of ways and as a way of ensuring fresh viewpoints.
There are three Board Committees that have important roles in corporate
governance:
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a. Compensation/Remuneration Committee
Makes recommendations on executive compensation and compensation
policies, including the relationship of corporate performance and the
CEO's compensation.
b. Nominating/Governance Committee
Oversees the process by which commissioners and directors are
nominated, selects the candidates to be nominated, and recommends
policies and procedures regarding board structure and process.
c. Audit Committee
Provides oversight of the company's accounting, financial reporting and
disclosure practices, its system of internal controls, and its independent
auditors. (Egon Zehnder International, 2000: p. 31)
5. Audit Committee
One of the aforementioned committees, the audit committee, has separate
tasks in term of supervising and assisting the BoC in fulfilling its oversight
responsibilities. For instance, the Audit Committee has the power to conduct
or authorize investigation into matters within the committee's scope of
responsibilities. The Institute of Internal Auditors (IIA) recommends that
every public company have an audit committee organized as a standing
committee . The Institute also encourages the establishment of audit
committees in other organizations including not for profit and governmental
bodies. The audit committee should consist solely commissioners who are
independent, independent of management. The primary responsibilities of
the audit committee should be assisting the BoC in carrying out their
responsibilities as they relate to the organization's accounting policies,
internal control and financial reporting practices. (The Institute of Internal Auditors,
Internal Auditing and The Audit Committee: Working Together Toward Common Goals)
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a. Financial Reporting
1. Financial Condition.
2. Results of Operations.
3. Plans and Long Term commitments.
b. Corporate Governance
The responsibility of the Audit Committee in the area of corporate
governance is to provide assurance that the corporation is in reasonable
compliance with pertaining laws and regulation, is conducting its affairs
ethically, and is maintaining effective controls against employee conflict of
interest and fraud.
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c. Corporate Control
d. Membership
Moreover, further criteria and remarks concerning the audit committee are:
at least one audit committee member should have sound financial and
accounting knowledge
chair of the audit committee should be present at Annual General
Meeting to answer shareholder queries
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The tone of a company's control environment is set at the top, by the board
of directors. The role of the Audit Committee is to monitor and advise the
BoC on the adequacy of control environment. But in some cases audit
committee members may not have the expertise in matters of internal
control, and some people serving on audit committees have very little
accounting or financial background at all. Accordingly, audit committee
members need a reference guide to their responsibilities. That is the
function of an audit committee charter.
The charter should articulate the authority, responsibility and structure of the
audit committee. The responsibilities, at a minimum, should address
financial and other reporting practices, internal control and compliance with
laws, regulations and ethics. The charter should also state that the audit
committee will meet periodically and may call additional or special meetings
as needed, if possible, the authority, responsibilities and structure of the
audit committee should be provided in the governing law of the affected
entity.
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The primary responsibility for financial and other reporting, internal con
trols and compliance with laws, regulations and ethics within the entity
rests with executive management;
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8. Conclusion
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Baridwan, Zaki. 2000. Peran dan Fungsi Komisaris Independen dan Komite
Audit (A Paper presented in the Accountant National Convention IV, 6-7
September 2000).
Egon Zehnder International. 2000. Corporate Governance and the Role of the Board
of Directors.
Forum for Corporate Governance in Indonesia. 2000. Second Position Paper for
Recommendation concerning Good Corporate Governance (Detailed
Comments).
Herwidayatmo. 2000. Peran dan Fungsi Komisaris Independen dan Komite Audit (A
Paper presented in the Accountant National Convention IV, 6-7 September
2000).
Kar, Pratip, Executive Director of the Securities and Exchange Board of India. 2000.
Corporate Governance and the Empowerment of the Investors. (presented
in OECD World Bank 2nd Asian Corporate Governance Roundtable, Hong
Kong June 2000).
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The Indonesian Institute for Corporate Governance (IICG). 2000. Seputar Komite
Audit.
The Institute of Internal Auditors. Internal Auditing and The Audit Committee.
The Institute of Internal Auditors. Internal Auditing and The Audit Committee:
Working Together Toward Common Goals.
The Institute of Internal Auditors. The Audit Committee in the Public Sector.
www.oecd.org/daf/governance/principles.htm
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1. AAJ Integrasi
2. Akzo Nobel
3. Cipta Niaga, PT. (Persero)
4. Damen Shipyards
5. Danareksa, PT. (Persero)
6. Delft Instruments
7. Elnusa Pan Pacific
8. ING Barings
9. Insight Consulting
10. Inti, PT. (Persero)
11. Integrasi Software, PT.
12. KPMG Accountants NV
13. Kustodian Sentral Efek Indonesia, PT.
14. Matahari Putra Prima Tbk., PT.
15. Ministry of Economics Affairs of the Netherlands
16. Mitra Investdana Sekurindo, PT.
17. P&O Nedlloyd
18. PricewaterhouseCoopers
19. Rabobank
20. Salim Indoplantations, PT.
21. Shell Nederland BV
22. Unilever
23. VNO-NCW
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