Tony_Workshop Asesor GCG

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Governance is a Matter of Leadership, Nothing More nothing Less

BPKPBPKP 20132013GCGGCG Assessor

WorkshopWorkshopAula Timur BPKP

Jl. Pramuka 33

Jakarta

Enhancing Corporate Value Added

DEPUTI BIDANG AKUNTAN NEGARA


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Governance is a Matter of Leadership, Nothing More nothing LessEnhancing Corporate Value Added


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21 May 2013



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By this modules end, participants !ill"

Be Refreshed on Governance Scorecards

Understand Contemporary Governance Scorecards ApproachesRealize the Different Governance Assessment / Scorecards

Be Informed on ASEAN Corporate Governance Scorecard



7/80Governance is a Matter of Leadership, Nothing More nothing Less

#he Module $eferences"

ECD ! r"anization for Economic # Corporate Development $aterials

%he &orldBan' !I(C) *In+Depth Advanced %o%,-o.t.e) for 0.otes # S.pported (ilms

%he &orldan' (acilitation Cons.ltin" Recorded (ilm

S1 ! Saranes # 2ley




Indonesian Instit.te for Corporate Directorship 3IICD4 ! Board of %r.stees

Sentra 5emimpin Asia 3S5A4 ! 6ner # BD $emer

www.oecd.org/dataoecd/51/52/37998220.ppt

WEBs Information (Detil):

www.totalbp.com/total-website/tbk_file/BR_181211.pdf

www.trs-leadersip.webs.com



Ir. Tony Silitonga MBM MBA DBAcan

Brief %acilitators$esume"%ony Siliton"a has een 6or'in" for almost thirty 3784 years in different co.ntries) different ind.stries) 6ith differentm.ltinationals) s.ch as9 IB$) Atlantic Richfield il # Gas Company 3Indonesia4) Standard Chartered Ban' 3%he 5hilippines4) $errill:ynch 3USA4) China Development Ind.strial Ban' 3%ai6an4) and Indonesian Ban' Restr.ct.rin" A"ency 3IBRA4; pro"ram; Recently) he is finalizin" his Dissertation for Doctorate in B.siness

Administration 3DBA4 from De :aSalle University ! $anila 35hilippines4) ma=or in (inance) Strate"ic $ana"ement) and Good

Corporate Governance;



!"#$%#R% '(#R")R)% B#$*+ "e ,ilippies)RR $'(+ $ew ork+ !#

!")R$ "R#$!"R#%)+ aila+ "e ,ilippies%R!"4R)+ $'.+ aila+ "e ,ilippies)$!# (4%$ '4.+ akarta+ doesia4B# 64R)!"+ $'.+ !igapore!)#$ 4$$) ," "%+ Ricmod+ '+ #straliaR#$!"#R 4"4R+ aila+ "e ,ilippies

,".$("#$ + + + ad akarta+ doesia,) akarta+ doesia4toritas asa *eaga 4*:+ doesia



PT PE!TA"I#A (Persero) $ %C% & E!" A'arenessDissemination PT P# (Persero) $ E!" Implementation Initiation *ased on %C%

PT Taspen (Persero) $ !" Charter *ased on %C% Best Practices %+,, A-%A!A $ %C% & E!" Blue Print IICD $ Professional Director Programs on %C% (./ Batches+. 0ears) PEI (1ormer Ban2 E3im) $ %o4ernance & E!" Charter DEP5E6 $ 1I-CA E!" Design 1rame'or2 *ased on %C% P# -6"BA%-E7ATI" %8VE!#A#CE & E!" A6DIT PA6 $ %o4ernment eadership & !is2 %o4ernance 8ECD %o4ernance -corecard Implementation World*an2 $ I1C+ %C%1 Washington Train The Trainers (ToT) on !is2 %o4ernance IDEA#ET Train The Trainers (ToT) on !is2 %o4ernance 8ECD !ound Ta*le "eetings on Pu*lic %o4ernance & !is2 "anagement (-outh 5orea9 China9

India9 The Philippines9 Thailand9 Indonesia) The World*an2 Indonesian !8-C (!esearch on 8*ser4ance of -tandard Compliance) on %C%

Best Practices ADB %o4ernance Implementation using %C% -corecard ;,



"" $ 6I9 ""+6%"9 ""+IPB9 ""+6P



The Recent Global Issues ?

BIG PICTURE

BIG PICTURE




BIG PICTURE

BIG PICTURE



The Recent Indonesian Scores ?

BIG PICTURE

B k "



StatisticsStatistics

Losses from fraud are likely tobe grossly misleading because

only a fraction of fraud isreported. Statistically:

One out of every four personswill steal whenever they can

(25%).

Two out of four persons willsteal when they think they can

get away with it (50%).

In total, 75%75%of all persons arepotential fraud perpetrators.

Happy Employees Create

Value

People have creativity,

knowledge, experience, and

ideas that can create value that

doesn't land on a traditional

P&L >E4ol4ing E3cellence+

;;@

Tan Chen Leong CFEIICD-Marcus Evans Forum for Directors16-17 Jan. 2006 Mulia Hotel, Jaarta



GD CR5RA%EGD CR5RA%E GERNANCEGERNANCE== VALUESVALUES

What is Corporate Governance ?What is Corporate Governance ?Grandfather of Corporate Governance Definitionof Corporate Governance Definition




Corporate governance is the system bywhich business corporations are directedand controlled.

The corporate governance structurespecifies the distribution of rights andresponsibilities among differentparticipants in the corporation, such as, the

board, managers, shareholders and otherstakeholders, and spells out the r!le an"proce"!re for #a$ing "eciion oncorporate affairs.

By doing this, it also provides the structurethrough which the company objectives are

set, and the means of attaining thoseobjectives and monitoring performance.

Attributed to:OECD Principles of Corporate Governance,

1999 (revised 2004)

%ood corporate go4ernance is 2e0 to the integrit0 of corporations9 financial institutions and

mar2ets9 and central to the health of our economies and their sta*ilit0



The OECD Principles are organied intoThe OECD Principles are organied intoS!" #$% broad categories&broad categories&

1.Ensuring the basis for an effectivecorporate governance framework

2.Rights of shareholders and key ownershipfunctions3.Equitable treatment of shareholders4.Role of stakeholders.Responsibilities of the board

!."isclosure and transparency




The SOEs Guidelines presented in

the document cover the follo'ing

areas&

1.#$e Equitable Treatment ofShareholders

2.%tate Acting as an &'ner;

3.Ensuring an ffective !egal and"egulatory #ramework for %tate&'ned Enterprises;

4.Relations with Stakeholders;.Responsibilities of Boards of State$

%wned nterprises.!."isclosure and Transparency;

#$$%



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Priorities for (eforming !ncentives in

C%ISISC%ISISin The )inancial *ar+ets &

1.1.%%trengthen the regulatory frameworktrengthen the regulatory framework2.2.%%trengthen capital adequacy rulestrengthen capital adequacy rules3.3.%%trengthen understanding of how ta&trengthen understanding of how ta&

policies affect the soundness of financialpolicies affect the soundness of financial

marketsmarkets

4.4.ocus on integrity and transparency inocus on integrity and transparency infinancial marketsfinancial markets

..EEnsure accountability to owners whosensure accountability to owners whosecapital is at riskcapital is at risk

!.!.CCorporate structures for comple& financialorporate structures for comple& financial

firmsfirms

*.*.%%trengthening financial educationtrengthening financial educationprogrammes and consumer protectionprogrammes and consumer protection

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OECD Guidelines for M!ltinational

&nterprie, (ecommendations forresponsible business conduct in aglobal conte-t

./General 'olicies0/Disclosure 'olicies3.Ta&ation

'.(uman "ights).&mployment and (ndustrial "elations*.Science and Technology+.&nvironment,.Combating Bribery, Bribe Solicitation

and &tortion

-.Consumer (nterests10.Competition

What is Corporate Governance ?What is Corporate Governance ?Grandfather of Corporate Governance Definition


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What is NA&'Model for Excellence ininCorporate Governance ??


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NATURAL

RESOURCES

TECH

NOLOGY

LEGAL

POLIT

ICAL

ECONOMIC

SOCIAL

NEW ENTRANTS

'UB'TITUTE

'UPP(IER RIVALRY

BUYER

GOVERNANCE,

RISK, &

COMPLIANCE

GOVERNANCE,

ETHICS, &

OPERATION


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WhatWhat Re".lations to e compliant 6ith FRe".lations to e compliant 6ith F

GOVERNANCE,

RISK, &COMPLIANCE

What isWhat is


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8ECD + '''oecdorgdataoecd?,.?,=pdf8ECD + '''oecdorgdataoecd?,.?,=pdf

BAPEPA" !I + Prinsip+prinsip 8ecd ;;= "engenai Corporate %o4ernance +BAPEPA" !I + Prinsip+prinsip 8ecd ;;= "engenai Corporate %o4ernance +

'''*apepamgoidpasarmodalpu*li2asipm2aFianpmstudi+'''*apepamgoidpasarmodalpu*li2asipm2aFianpmstudi+

;;-tudi+Penerapan+8ECDpdf;;-tudi+Penerapan+8ECDpdf

Corporate Govera!eCorporate Govera!e

Pr"!"p#e$Pr"!"p#e$%"! %a$ %r"tte '(%"! %a$ %r"tte '(

tete AS)AS)CorporateCorporateGovera!e Co*!"#Govera!e Co*!"#

+--./, 'a$e0 o te+--./, 'a$e0 o te

OECD +1222/ !orporateOECD +1222/ !orporate

3overa!e pr"!"p#e$43overa!e pr"!"p#e$4666;"riffith;ed.;a./school/666;"riffith;ed.;a./school/

"s/afe/symposi.m/?88/B"s/afe/symposi.m/?88/Barnes;pdfarnes;pdf

Pe0o5a U5*5 Goo0Pe0o5a U5*5 Goo0

Corporate Govera!eCorporate Govera!e

KNKG ta* --6KNKG ta* --6

ARA ! Based on GRIARA ! Based on GRI

Gloal %eportingGloal %eportingInitiative /G%IInitiative /G%I

!pporte" &CD!pporte" &CD

G!i"elineG!i"eline666;"loalreportin";or"/infor666;"loalreportin";or"/infor

mation/ne6s+and+press+mation/ne6s+and+press+

center/5a"es/GRI+Statement+center/5a"es/GRI+Statement+

:a.nch+of+the+ECD+:a.nch+of+the+ECD+

G.idelines+for+$.ltinational+G.idelines+for+$.ltinational+

Enterprises;asp2Enterprises;asp2
http://www.oecd.org/dataoecd/32/18/31557724.pdfhttp://www.oecd.org/dataoecd/32/18/31557724.pdfhttp://www.oecd.org/dataoecd/32/18/31557724.pdf


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The Stages of Transformation ?The Stages of Transformation ?

Govera!eGovera!e

May 2013May 2013

June 2013June 2013

Sept. 2013Sept. 2013

Dec 2013Dec 2013

Dec 2014 ?Dec 2014 ?


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%o (oster Chan"e /%ransformation F


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What Do We Need?What Do We Need?Gran"fater4 of Corporate Governance Definition


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ChoiceChoice

ChangeChange

CourageCourageChanceChance

What Do We Need?What Do We Need?Gran"fater4 of Corporate Governance Definition


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NOT AVAILALE ! NOT CLEA"

Impleme!tatio!

E)celle!ce


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Check-ListCheck-ListforforTeTe GovernanceGovernanceTea# to Coni"erTea# to Coni"er


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Competence NeedsCompetence NeedsforforTeTe GovernanceGovernanceTea# to Coni"erTea# to Coni"er


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Does !oo" Cor#orateDoes !oo" Cor#orate

!overnance $a%&!overnance $a%&Over The Years, The Beneits O !ood !overnance "ave #arranted $erious

%ttention ro Business Practitioners %nd Policyakers %like( %lthough TheBeneits )annot Be *uantiied +n oney Ters Yet, -nderstanding The #ays +n

#hich !ood )orporate !overnance Practices %re +dentiied, .valuated %nd

+pleented "as %llowed Listed )opanies To +ncrease The .conoic /alue O

Their irs( ;it ood o


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Ten (,;) Boardroom Challenges


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Does !oo" Cor#orateDoes !oo" Cor#orate

!overnance $a%&!overnance $a%&

Last year, Thai +O0 conducted a corporate governance assessent o 789 listed

copanies( %n average score o the :;8: survey is ?< copanies2(

The results o the :;8: survey show that the 4ights o $hareholders and 0isclosure

and Transparency categories earned the highest average score o @@ percent( Onthe other hand, the 4ole o $takeholders and Board 4esponsi5ilities categories


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Only @ o listed copaniesC annual reports were short listed or inal arking(

Deed to raise the overall level o non6andatory disclosures( The level o non6andatory disclosures or $.$0%* copanies reains

arkedly let 5ehind(0iscussion o risk anageent needs to 5e given a higher proile(0isclosure o investor relations activities reain inade=uate( any copanies

hold investor eetings and disseinate inoration to groups o analysts(

"owever, ost copanies shy away ro disclosing these activities to the

stakeholders()orporate $ocial 4esponsi5ility and .nvironental 4eporting initiatives that

ade=uately deonstrates the copanyCs coitent to these reain lacking,

especially copared to leading practices in the -$ and .urope(

A*a# report a%ar0$ Overall award of excellence

Canadian ire Corporation! "i#ited


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Te report $o*#0 73"ve$ te rea0er !o8"0e!e tat te %o#e $tor( "$ 'e"3

to#0, a0 tat 5aa3e5et "$ *a8ra"0 to $a( %at ee0$ to 'e $a"047 (CICA,

the Canadian Investor Relations Institute and the Toronto Society of FinancialAnalysts) Te eva#*at"o %a$ 0"v"0e0 "to 8o*r 5a" $e35et$9 a*a# report a%ar0$ "

1. "0*$tr( !ate3or"e$: e#e!tro"! 0"$!#o$*re: !orporate 3overa!e

0"$!#o$*re: a0 ev"ro5eta# a0 $*$ta"a'"#"t( report"34 So*#0 7$ta0$ o*t a$ a tr*e e;a5p#e o8 o% !orporat"o$ to0a( ee0 to

e5'ra!e te


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The aEor eatures o the annual reports that evaluatedF letter to

shareholders, narrative, design and photography, and inancialpresentation(

%ll annual reports on or 8;6G iled 5y ortune 7;; copanies received

a preliinary review, which we have soeties reerred to as a

screening()opanies should provide ore discussions a5out their critical

accounting policies(

-nder an appropriate heading, copanies are encouraged to disclosetheir ost diicult and Eudgental estiates, the ost iportant and

pervasive accounting policies they use, and the areas ost sensitive to

aterial change ro external actors, and to provide a sensitivity

analysis to acilitate an investor's understanding o the ipact on the

5otto line(

Be$t A*a# Report

Cedar$5Sinai ealt- Sy$te#

*ront Cover

#erican ed Cro$$

Poto3rap( ? Grap"! De$"3

#erican ed Cro$$

Letter to Sta@eo#0er$

6o#en *oundation

Narrat"ve

S-riner$ o$pital for C-ildren

"a!"a# Pre$etat"o

*ederal e$erve an of Dalla$

O#"e A*a# Report

7i$itin( +ur$e *oundation


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%isclosre of critical accotig policies sold be

preseted i oe or more of te followig areas?4evenue recognitionH4estructuring chargesH+pairents o long6lived assets, investents and goodwillH0epreciation and aortiIation expensesH+ncoe tax lia5ilitiesH4etireent and post retireent lia5ilitiesH

Pension incoe and expenseH.nvironental lia5ilitiesH4epurchase o5ligations under repurchase coitentsH$tock 5ased copensationH+nsurance loss reservesH and+nventory reserves and allowance or dou5tul accounts(

Be$t A*a# Report

Cedar$5Sinai ealt- Sy$te#

*ront Cover

#erican ed Cro$$

Poto3rap( ? Grap"! De$"3

#erican ed Cro$$

Letter to Sta@eo#0er$

6o#en *oundation

Narrat"ve

S-riner$ o$pital for C-ildren

"a!"a# Pre$etat"o

*ederal e$erve an of Dalla$

O#"e A*a# Report

7i$itin( +ur$e *oundation


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Declared8 23 June 2009

"e(al *or#$: ,er-i#punan Or(ani;ation Structure i$ /a$ed on &) -e &lo/al eportin( )nitiative >! &) /eca#e independent in 2002. &) i$ an official colla/oratin( centre of t-e nited +ation$

'nviron#ent ,ro(ra##e


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% copy o the $corecard can 5e ound at

ttp?//www.teacmf.org/#'6/pload/asea_cg_scorecard.pdf

H4 AC$(5RESSRE:EASEASEANCGSCRECARD


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H4 $ohd Sani Ismail + (inancial Sector Specialist+5.lic $ana"ement) (inance and %rade Division 3SE5(4

So.theast Asia Department + Asian Development Ban'


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H4 $ohd Sani Ismail + (inancial Sector Specialist+5.lic $ana"ement) (inance and %rade Division 3SE5(4

So.theast Asia Department + Asian Development Ban'


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.2 )n$ider radin( nd /u$ive Self5dealin( S-ould e ,ro-i/ited.

B(2(1)B*

'oes the company have a policy re+uiring directors &ommissioners and -ey o.cers to notify the Board orits delegate at least one day /efore they deal in thecompany shares


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'.3 oard ppoint#ent$ and e5'lection

(3(1)B*

'oes the company compile a /oard prole !henconsidering candidates to the /oard )i(e(, identify theprofessional s-ills and personal characteristicspresent on the current /oard identify the missing

s-ills and characteristics and nominate individuals!ho could ll possi/le gaps*

A ti I"A ti I"


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Action I"eaAction I"ea

4ummary, Action 5deas,

&losure


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Questions



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Documents

Tony_Workshop Asesor GCG