Stipulation of distribution of bonus, with the authority
Dalam melakukan penelaahan, Komite Audit juga meminta penjelasan atas metode yang dilakukan
dalam penilaian assessment risiko per unit dalam tahun berjalan, serta mengenai efektii tas
dan proses Whistleblowing System WBS yang dijalankan di Perseroan. Komite Audit juga
mendapatkan pejelasan terkait proyek Compliance Control Self Assessment CCSA yang mulai
dibangun pada akhir 2014. 4.
Komite Audit melakukan penelahaan atas aktivitas legal yang mencakup ketaatan Perseroan terhadap
peraturan perundangan yang berlaku termasuk ketaatan penyampaian atas keterbukaan informasi
kepada badan regulasi pasar modal. Komite Audit juga melakukan pembahasan atas proses litigasi
Perseroan baik yang baru muncul di tahun berjalan maupun perkembangan kasus yang muncul dari
tahun sebelumnya. Dalam menjalankan tugasnya untuk membantu Dewan
Komisaris atas fungsi pengawasan, Komite Audit mendapat dukungan, antara lain dengan tersedianya
akses informasi, serta adanya sikap kooperatif dari manajemen Perseroan dan pihak-pihak yang terkait
yang tanggap dalam memberikan klarii kasi dan hadir dalam rapat-rapat yang diselenggarakan.
Susunan Komite Remunerasi Perseroan adalah sebagai berikut:
Ketua
: Hary Tanoesoedibjo
Anggota
: Rosano Barack
Anggota
: B. Rudijanto Tanoesoedibjo Proi l Bapak Hary Tanoesoedibjo selaku Ketua,
serta Bapak Rosano Barack dan Bapak B. Rudijanto Tanoesoedibjo masing-masing selaku Anggota, dimana
masing-masing juga menjabat sebagai Direktur Utama, Komisaris Utama dan Wakil Komisaris Utama Perseroan
dapat dilihat di bagian Proi l Perusahaan dalam Laporan Tahunan ini.
In conducting the review, the Audit Committee asked for clarii cation on the method of the per
unit assessment risk in the current year, as well as the effectiveness and process of the Compay’s
Whistleblowing System WBS. The Audit Committee was also involved in the Compliance Control Self
Assessment CCSA projects, which was started at the end of 2014.
4. The Audit Committee conducted a review of
the Company’s legal activities, which include adherence to applicable laws and regulations,
and compliance of delivery on the disclosure to the capital market regulatory institution. The Audit
Committee held discussions on the Company’s litigation process, both emerging in the current year
as well as the development of cases arising from the previous year.
In conducting its duty to assist the Board of Commissioners in the oversight function, the Audit
Committee has the support it requires, including having access to information and coni dence that the
management of the Company and related parties are always responsive and cooperative and are present at
relevant meetings.
The composition of the Remuneration Committee of the Company is as follows:
Chairman
: Hary Tanoesoedibjo
Members
: Rosano Barack
Members
: B. Rudijanto Tanoesoedibjo The Proi les of Mr. Hary Tanoesoedibjo as Chairman, and
Mr. Rosano Barack and Mr. B. Rudijanto Tanoesoedibjo respectively as members, each of whom also served as
President Director, President Commissioner and Vice President Commissioner of the Company, are available
in the Company Proi le section of this Annual Report.
KOMITE REMUNERASI
REmuNERATIoN CommITTEE
Dasar hukum penunjukan dan periode jabatan Komite Remunerasi adalah sebagai berikut:
Tugas dan Tanggung Jawab Komite Remunerasi
Tugas dan tanggung jawab Komite Remunerasi adalah sebagai berikut:
• Melakukan evaluasi terhadap kebijakan remunerasi
dan memberikan rekomendasi kepada Dewan Komisaris mengenai besarnya remunerasi dan
bonus untuk Dewan Komisaris dan Direksi serta pejabat eksekutif senior.
• Melakukan penilaian terhadap sistem penggajian
Group, pemberian tunjangan dan beneit. •
Memastikan bahwa kebijakan remunerasi telah sesuai dengan kinerja keuangan Grup, prestasi
kerja individual, sejalan dengan strategi dan tujuan jangka panjang dan kewajaran dengan peer group.
• Mengawasi pelaksanaan sistem remunerasi sesuai
dengan kebijakan yang telah ditetapkan. Komite Remunerasi bersifat independen sebagaimana
terlihat dari susunannya di mana terdapat 2 orang anggota Dewan Komisaris yang bertanggungjawab
untuk mengawasi Perseroan. The legal basis for the appointment and the period of
ofice of the Remuneration Committee are as follows:
Duties and Responsibilities of the Remuneration Committee
Duties and responsibilities of the Remuneration Committee are as follows:
• To evaluate the remuneration policy and provide
recommendations to the Board of Commissioners on the amount of the remuneration and bonuses of
the Board of Commissioners and Board of Directors and senior executives.
• To conduct assessment of the Group’s payroll
system, allowances and beneits. •
To ensure that the remuneration policy is in accordance with the Group’s inancial performance,
individual work performance is in line with the strategy and long-term as well as fairness to peer
groups. •
To supervise the implementation of the remuneration system in accordance with stipulated policy.
The Remuneration Committee is independent, as seen in its composition of two members of the Board
of Commissioners responsible for supervising the Company.
Nama Name
Hary Tanoesoedibjo
Rosano Barack
B. Rudijanto Tanoesoedibjo
Dasar Hukum Penunjukkan Legality of Appointment
Keputusan Dewan Komisaris No. 004.Kep.KomMCOM-CLIV11 tanggal 28 April 2011
Decree of the Board of Commissioners No. 004.Kep.KomMCOM-CLIV11 dated April 28, 2011
Keputusan Dewan Komisaris No. 010.Kep.KomMCOM-CLXI10 tanggal 1 November 2010
Decree of the Board of Commissioners No. 010.Kep.KomMCOM-CLXI10 dated November 1, 2010
Keputusan Dewan Komisaris No. 010.Kep.KomMCOM-CLXI10 tanggal 1 November 2010
Decree of the Board of Commissioners 010.Kep.KomMCOM-CLXI10 dated November 1, 2010
April 2011 – saat ini April 2011 – present
Juli 2010 – saat ini July 2010 – present
Juli 2010- saat ini July 2010 – present
Masa Jabatan Year of Service
Rapat Komite Remunerasi
Komite Remunerasi melakukan pertemuan pada tanggal 24 Maret 2014 untuk mendiskusikan pemberian dan
review gaji kepada karyawan serta pembagian tantiem kepada Direksi dan Dewan Komisaris atas kinerja tahun
buku 2013. Daftar kehadiran rapat sebagai berikut:
Remunerasi Dewan Komisaris dan Direksi
Pada tahun 2014 total remunerasi yang diterima oleh Dewan Komisaris sebesar Rp5.830.094.530 dan
total remunerasi yang diterima oleh Direksi sebesar Rp10.514.151.153.
Prosedur dan Dasar Penetapan Remunerasi Dewan Komisaris dan Direksi
Komite Remunerasi melakukan evaluasi dan memberikan rekomendasi kepada Dewan Komisaris mengenai
kebijakanbesarnya remunerasi anggota Dewan Komisaris dan Direksi, dengan mempertimbangkan
beban tugas dan tanggung jawab masing-masing anggota Dewan Komisaris dan Direksi, kinerja Perseroan
pada tahun-tahun sebelumnya, serta disesuaikan dengan remunerasi eksekutif pada industri sejenis.
Remuneration Committee Meetings
The Remuneration Committee held a meeting on March 24, 2014 to discuss the salary review and provision to
employees, as well as the distribution of bonuses to the Board of Directors and Board of Commissioners on
for 2013 performance. The attendance record of the meeting is as follows:
Remuneration of the Board of Commissioners and Board of Directors
In 2014, the total remuneration received by the Board of Commissioners was Rp5,830,094,530 and total
remuneration received by the Board of Directors was Rp10,514,151,153.
Procedures and Basis for Determination of Remuneration of the Board of Commissioners and
Board of Directors
The Remuneration Committee evaluates and provides recommendations to the Board of Commissioners
regarding policies and the amount of remuneration of the members of the Board of Commissioners and
Board of Directors, taking into account the workload and responsibilities of each member of the Board of
Commissioners and the Board of Directors, and the Company’s performance in previous years, as well as
adjustment according to the remuneration in similar industries.
Nama Name
Hary Tanoesoedibjo Rosano Barack
B. Rudijanto Tanoesoedibjo
Jabatan Position
Ketua Komite Remunerasi Chairman of Remunation Committee
Anggota Komite Remunerasi Member of Remunation Committee
Anggota Komite Remunerasi Member of Remunation Committee
Rapat Meeting Kehadiran
Attendance
1 1
1 1
1 1
100 100
100
Pelaksanaan Kegiatan Komite Remunerasi
Kegiatan Komite Remunerasi yang telah dilaksanakan di tahun 2014 adalah sebagai berikut:
• Memberikan rekomendasi pemberian gaji dan
bonus kepada karyawan serta pembagian tantiem kepada Dewan Komisaris dan Direksi atas kinerja
tahun 2014. •
Mengawasi pelaksanaan sistem remunerasi sesuai dengan kebijakan yang telah ditetapkan.
Komite EMSOP Employee and Management Stock Option Program terdiri dari:
Ketua : Hary Tanoesoedibjo
Anggota : Rosano Barack
Anggota : B. Rudijanto Tanoesoedibjo
Proil Bapak Hary Tanoesoedibjo selaku Ketua serta Bapak Rosano Barack dan Bapak B. Rudijanto
Tanoesoedibjo selaku Anggota, yang masing-masing juga menjabat sebagai Direktur Utama, Komisaris
Utama dan Wakil Komisaris Utama Perseroan tersedia di bagian Proil Perusahaan dalam Laporan Tahunan ini.
Dasar hukum penunjukan dan periode jabatan Komite EMSOP adalah sebagai berikut:
Implementation Activities of the Remuneration Committee
Activities the Remuneration Committee has implemented in 2014 are as follows:
• Provided recommendations on salaries and bonuses
for employees as well as distribution of bonuses to the Board of Commissioners and Board of Directors
for 2014 performance. •
Supervised the implementation of the remuneration system in accordance with stipulated policy.
EMSOP Committee Employee and Management Stock Option Program consists of:
Chairman
: Hary Tanoesoedibjo
Members : Rosano Barack Members : B. Rudijanto Tanoesoedibjo
The Proiles of Mr. Hary Tanoesoedibjo as Chairman, Mr. Rosano Barack and Mr. B. Rudijanto Tanoesoedibjo as
members, who each also served as President Director, President Commissioner and Vice President Commissioner
of the Company, are available in the Company Proile section of this Annual Report.
The legal basis for the appointment and period of ofice EMSOP Committee is as follows:
Nama Name
Hary Tanoesoedibjo
Rosano Barack
Dasar Hukum Penunjukkan Legality of Appointment
Keputusan Dewan Komisaris No. 003.Kep.KomMCOM-CLIV11 tanggal 28 April 2011
Decree of the Board of Commissioners No. 003.Kep.KomMCOM-CLIV11 dated April 28, 2011
Keputusan Dewan Komisaris No. 009.Kep.KomMCOM-CLXI10 tanggal 1 November 2010
Decree of the Board of Commissioners No. 009.Kep.KomMCOM-CLXI10 dated November 1, 2010
April 2011 – saat ini April 2011 – present
Juli 2010 – saat ini July 2010 – present
Masa Jabatan Year of Services
KOMITE EMSOP
EmSoP CommITTEE
Tugas dan Tanggung Jawab Komite EMSOP
Tugas dan tanggung jawab Komite EMSOP adalah sebagai berikut:
• Menyetujui rancangan dan rencana EMSOP
dilingkungan Perseroan yang diajukan oleh Direksi termasuk persetujuan terhadap jumlah saham
yang akan dialokasikan untuk EMSOP dan harga pelaksanaannya.
• Melakukan kajian tentang pelaksanaan EMSOP, di
antaranya pengalokasian opsi kepemilikan saham Perseroan baik kepada karyawan kunci maupun
karyawan di anak perusahaan. •
Mengawasi pelaksanaan EMSOP. Komite EMSOP bersifat independen sebagaimana
terlihat dari susunannya di mana terdapat 2 orang anggota Dewan Komisaris yang bertanggungjawab
untuk mengawasi Perseroan.
Rapat Komite EMSOP
Selama tahun 2014 Komite EMSOP mengadakan rapat sebanyak 1 kali yaitu tanggal 9 Mei 2014. Rapat tersebut
diadakan untuk membahas kebijakan pelaksanaan EMSOP.
Duties and Responsibilities of the EMSOP
The Duties and responsibilities of the EMSOP Committee are as follows:
• To approve the design and plan of EMSOP at the
Company, proposed by the Board of Directors, including the approval of the number of shares to
be allocated to EMSOP and the exercise price. •
To Conduct studies on the implementation of EMSOP, including the allocation of the stock
options to key employees as well as employees in subsidiaries.
• To oversee the implementation of EMSOP.
The EMSOP Committee is independent, as evident by its structure. The committee consists of two members of
the Board of Commissioners responsible for supervising the Company.
EMSOP Committee Meetings
During 2014, the Committee held 1 one EMSOP meeting on 9 May 2014. This meeting was held to discuss the
policy of EMSOP implementation.
Nama Name
Hary Tanoesoedibjo Rosano Barack
B. Rudijanto Tanoesoedibjo
Jabatan Position
Ketua Komite Remunerasi Chairman of EMSOP Committee
Anggota Komite Remunerasi Member of EMSOP Committee
Anggota Komite Remunerasi Member of EMSOP Committee
Rapat meeting Kehadiran
Attendance
1 1
1 1
1 1
100 100
100
Nama Name
B. Rudijanto Tanoesoedibjo
Dasar Hukum Penunjukkan Legality of Appointment
Keputusan Dewan Komisaris No. 009.Kep.KomMCOM-CLXI10 tanggal 1 November 2010
Decree of the Board of Commissioners 009.Kep.KomMCOM-CLXI10 dated November 1, 2010
Juli 2010- saat ini July 2010 – present
Masa Jabatan Year of Services
Pelaksanaan Kegiatan Komite EMSOP
Kegiatan Komite EMSOP yang telah dilaksanakan di tahun 2014 adalah sebagai berikut:
• Menetapkanmenyetujui kebijakan pelaksanaan
EMSOP. •
Bersama dengan Direksi unit-unit usaha, mendiskusikan nama-nama calon penerima
EMSOP dari Perseroan dan unit usaha Perseroan dan melakukan validasi atas peran masing-masing
individu, serta jumlah EMSOP untuk masing-masing individu di setiap tingkat.
• Mengawasi pelaksanaan EMSOP.
Berdasarkan Surat Keputusan Direksi No. 246SKHT- MCOMVI14 tanggal 19 Juni 2014, posisi Sekretaris
Perusahaan dijabat oleh Syafril Nasution. Beliau lahir di Medan, pada tanggal 17 April 1961. Beliau lulus dari
Sekolah Tinggi Ilmu Ekonomi Perbanas [STIE Perbanas tahun 1985] jurusan Ekonomi Perusahaan. Saat ini
beliau juga menjabat sebagai Sekretaris Perusahaan PT Media Nusantara Citra Tbk [2014-sekarang], Direktur
Corporate Affairs PT Rajawali Citra Televisi Indonesia [2009-sekarang],
Implementation Activities Committee EMSOP
Activities of the EMSOP Committee implemented in 2014 are as follows:
• Established and approved the EMSOP policy
implementation. •
Together with the Board of Directors, the business units discussed the names of potential EMSOP
recipients from the Company and the Company’s business units and validated the role of each
individual, as well as the amount of EMSOP for each individual at each level.
• Supervised the implementation of EMSOP.
Based on the Decree of Directors Letter No. 246SK HT-MCOMVI14 dated June 19 2014, the position of
Corporate Secretary is held by Syafril Nasution. Born in Medan, on April 17, 1961. He graduated from Perbanas
Institute of Economics 1985 majoring in Corporate
Economy. Currently, he serves as Corporate Secretary of PT Media Nusantara Citra Tbk 2014 – present, as well
as Corporate Affairs Director of PT Rajawali Citra Televisi Indonesia 2009 – present,
Syafril Nasution Sekretaris Perusahaan
Corporate Secretary - MCOM
SEKRETARIS PERUSAHAAN
CoRPoRATE SECRETARy
Direktur Utama PT Indonesia Air Transport [2009-sekarang], Wakil Komisaris Utama PT Media
Nusantara Informasi [2013-sekarang] dan Direktur PT MNC Toll Road [2013-sekarang]. Sebelumnya beliau
pernah menjabat sebagai Direktur Utama PT MNC Infrastruktur Utama [2013-2014], Komisaris Utama PT
Sun Televisi Networks [2013-2014] dan Direktur Utama [2010-2013], Direktur Utama PT Hikmat Makna Aksara
[2009-2011], Wakil Direktur Utama PT Media Nusantara Informasi [2008], Direktur Utama PT Media Nusantara
Indonesia [2008-2013] dan Direktur Utama PT Media Nusantara Press [2008-2009].
Beliau juga aktif dalam organisasi diluar perusahaan sebagai Wakil Ketua Umum Asosiasi Futsal Indonesia
[AFI] [2014-sekarang]. Sebelumnya beliau pernah menjabat sebagai Vice Chairman [2009-2011] dan
Ketua Bidang Penerbangan Berjadwal [2011-2013] di Indonesia National Air Carriers Association [INACA].
Tugas dan tanggung jawab Sekretaris Perusahaan adalah sebagai berikut:
• Mengelola kegiatan Corporate Secretary dan
hubungan investor agar dapat sinergi, menjaga hubungan antara Perseroan dan pelaku pasar
modal, otoritas pasar modal, dan Bursa Efek Indonesia.
• Melaporkan informasi aksi korporasi kepada OJK
dan BEI. •
Memastikan bahwa informasi kepada semua stakeholder tersedia secara tepat waktu, akurat
dan bertanggung jawab. •
Memastikan bahwa Perseroan telah memenuhi dan mematuhi semua ketentuan, peraturan dan hukum
pasar modal. •
Mengikuti perkembangan di pasar modal serta menyediakan informasi yang relevan dan terbaru
bagi Direksi, bekerja sama dengan bagian Legal. •
Memimpin dalam penciptaan citra positif Perseroan sesuai dengan visi, misi, budaya, dan nilai-nilai.
• Menyusun Prosedur Operasional Standar Standard
Operating ProcedureSOP tugas-tugas Sekretaris Perusahaan baik di tingkat holding maupun unit
usaha, termasuk SOP untuk tugas-tugas protokoler, pelaksanaan corporate event, pengelolaan situs
web Perseroan, dan administrasi internal. President Director of PT Indonesia Air Transport 2009
- present, Vice President Commissioner of PT Media Nusantara Informasi 2013 – presents and Director of
PT MNC Toll Road 2013- present. Previously, he had served as the President Director of PT MNC Infastruktur
Utama 2010 -2013, President Commissioner 2013 – 2014 and President Director 2010 -2013 of PT Sun
Televisi Networks, President Director of PT Hikmat Makna Aksara 2009 – 2011, Vice President Director of PT Media
Nusantara Informasi 2008, President Director of PT Media Nusantara Indonesia 2008 – 2013, as well as President
Director of PT Media Nusantara Press 2008-2009. He was also active in the organization outside of the
Company as Vice President of the Futsal Association of Indonesia AFI 2014 – present. Previously, he had
served as Vice Chairman 2009 – 2011 and Head of Schedule Aviation 2011 – 2013 of Indonesia National
Air Carriers Association INACA. The duties and responsibilities of the Corporate
Secretary as follows: •
To manage Corporate Secretary activities as well as maintaining the relationship between the Company
and the capital market participants and authority, and the Indonesia Stock Exchange.
• To provide information on corporate action to OJK
and BEI. •
To ensure the availability of information to all stakeholders in a timely, accurate and responsible
manner. •
To ensure that the Company has met and complied with all rules, regulation and laws of the capital
market. •
To keep up with the progress in the capital market and provide relevant and most recent information to
the Board of Directors, collaborating with the Legal department.
• To lead in the creation of a positive image of the
Company in accordance with its vision, mission, culture, and values.
• To develop Standard Operating Procedures SOP
of the duties of the Corporate Secretary both at the holding company and the business units, including
the SoP for protocol duties, execution of corporate events, and management of the Company’s website.
• Mengawasi pelaksanaan RUPS.
• Merancang desain situs web Perseroan, bekerja
sama dengan bagian TI. •
Memastikan pelaporan elektronik e-reporting dilaksanakan tepat waktu dan akurat.
• Membangun dan menjalin hubungan dengan pihak
regulatorotoritas. •
Mengkoordinir kegiatan Safetysecurity dalam group.
• Mengkoordinir Kegiatan legal litigasi.
Pada tahun 2014, Sekretaris Perusahaan telah melaksanakan tugas terkait dengan kegiatan internal,
eksternal dan sosial, di antaranya sebagai berikut:
Kegiatan Internal
1. Mengadakan rapat rutin di antara Sekretaris
Perseroan di anak perseroan di bawah Perseroan, agar kegiatan perseroan dapat lebih terpadu dan
sinergi. 2.
Mempersiapkan laporan bulanan dari setiap unit bisnis untuk kemudian dilaporkan pada saat rapat
Direksi. 3.
Melaksanakan atau menjalankan kegiatan sponsorship dan donasi dalam rangka corporate
branding. 4.
Menerima kunjungan News Visit dari beberapa perseroan diluar Group, sekolah menengah,
perguruan tinggi, pemerintah, dan lain-lain. 5.
Mengatur acara RUPS, RUPSLB dan public expose Perseroan.
6. Menyiapkan materi publikasi Perseroan dalam
rangka corporate branding image baik untuk kegiatan internal maupun eksternal.
7. Menyampaikan keterbukaan informasi terkait
dengan aksi korporasi.
Kegiatan Eksternal
1. Melakukan perubahan design website Perseroan
disesuaikan dengan ketentuan regulator. 2.
Melaksanakan acara jumpa pers dalam rangka RUPST dan RUPSLB Perseroan.
3. Menciptakan hubungan baik dengan instansi
pemerintah; Bursa Efek Indonesia BEI, Otoritas Jasa Keuangan OJK, Kustodian Sentral Efek
Indonesia. 4.
Mengikuti sosialisasi aturan OJK yang baru. •
To supervise the implementation of GMS. •
To design the Company’s website, in collaboration with the IT department.
• To ensure that electronic reporting e-reporting is
implemented in a timely and accurate manner. •
To build and establish the relationship with the authority and regulator party.
• To coordinate safetysecurity activities in a group
• To coordinate legal litigation activities.
Throughout 2014, the Corporate Secretary has conducted work programs related to internal, external
and social activities, including the following:
Internal Activities
1. Conducted regular meeting between Corporate
Secretary of the subsidiaries under the Company, thus the Company’s activities can be integrated
and synergized 2.
Prepared monthly report from every business units to be reported at the Board of Director’s meeting.
3. Implemented or conducted sponsorship, as well as
donation regarding Company’s branding. 4.
Received site visit New Visit from several other Companies, high schools, colleges, government,
and others. 5.
Managed AGMS, EGMS, and Company’s public expose
6. Prepared publication materials for the Company
regarding corporate branding image for internal or external purposes.
7. Conveyed disclosure information related to
corporate activities.
External Activities
1. Updating the Company’s website design in
accordance with the provision regulator. 2.
Conducted the Press Conference in the framework of the Company’s AGM.
3. Established a good relationship with the government
institution; Indonesia Stock Exchange IDX, Financial Service Authority OJK and Indonesia
Central Securities Depository KSEI 4.
To ensure the socialization of the new FSA OJK rules.
Kegiatan Sosial Perseroan
1. Mengkoordinir kegiatan sosial di seluruh unit
dibawah MNC Group. 2.
Melakukan kerjasama dengan Yayasan Jalinan Kasih dalam rangka menggalang dana pemirsa
untuk korban bencana alam dan pengobatan gratis.
Komunikasi Perusahaan
Dalam memenuhi kebutuhan stakeholder akan informasi mengenai kinerja Perseroan, Sekretaris Perusahaan
senantiasa memperbaharui konten dan design website Perseroan dengan alamat www.mediacom.co.id. Pada
tahun 2014, Sekretaris Perusahaan telah menerbitkan sarana informasi dan komunikasi internal yaitu internal
bulletin MNC Group berisi mengenai kegiatan internal unit dibawah group yang terbit 6 bulan sekali. Hal ini
ditujukan agar informasi mengenai kegiatan perusahaan dan perkembangan usaha dapat diketahui pula oleh
seluruh karyawan dibawah MNC Group.
Perseroan memiliki Unit Audit Internal sebagaimana diwajibkan dalam Peraturan No. IX.I.7, Lampiran
Keputusan Ketua Badan Pengawas Pasar Modal dan Lembaga Keuangan No. Kep-496BL2008 tanggal 28
November 2008 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal. Unit Audit
Internal bertugas memberikan pandangan, keyakinan assurance dan konsultasi yang bersifat independen
dan obyektif, dengan tujuan untuk meningkatkan nilai dan memperbaiki operasional Perseroan, melalui
pendekatan yang sistematis, dengan cara mengevaluasi dan meningkatkan efektivitas sistem pengendalian
internal, manajemen risiko dan proses GCG Perseroan dan unit-unit usaha.
Social Activities
1. Coordinated social activities throughout the units
under the MNC Group 2.
Cooperating with Jalinan Kasih Foundation in line to raise viewer’s funds for natural disasters victims
and free medical treatment.
Corporate Communication
In meeting the needs of stakeholders for information concerning the performance of the Company, the
Corporate Secretary constantly updating the content and design of the Company’s website at the address www.
mediacom.co.id. In 2014, the Secretary of the Company has issued internal information and communication
facilities, namely internal bulletin MNC Group, which contains the internal activities of the unit under the group
that published every 6 months. This matter is intended so that the information regarding the company’s activities
and business development can also be shown by all employees under the MNC Group.
The Internal Audit Unit of the Company is established based on Regulation No. IX.I.7, to the decree of the
Chairman of BAPEBAM Capital Market Supervisory Agency and Financial Institution No. Kep-496 BL
2008 dated November 28, 2008 on the Establishment and development of Internal Audit Charter. The Internal
Audit Unit is authorized to provide independent and objective viewpoints, assurance as well as independent
and objective consultation to enhance the value and improve the Company’s operations and activities,
through a systematic approach; by evaluating and improving the effectiveness of internal control systems,
risk management and GCG processes of the Company and its business units.
UNIT AUDIT INTERNAL
INTERNAL AudIT uNIT
Kepala Audit Internal Perseroan tahun 2014 dijabat oleh Dusanto Ardanesworo yang lahir tahun 1967.
Sebelumnya beliau menjabat sebagai Kepala Unit Audit Internal di anak perusahaan MNC pada tahun
2012 dan kemudian mulai menjabat sebagai Kepala Unit Audit Internal Perseroan pada tahun 2013. Beliau
menyelesaikan pendidikan di Fakultas Ekonomi jurusan Akuntansi Universitas Trisakti pada tahun 1992.
Sebelumnya beliau pernah bekerja di Kantor Akuntan Publik Deloitte Touche Tohmatsu Indonesia 1992-1995,
yang kemudian beralih untuk menekuni profesi dalam bidang audit internal dengan menjabat sebagai kepala
audit internal di beberapa perusahaan antara lain PT Metropolitan Development 1995-1996, PT Keramika
Indonesia Assosiasi Tbk 1996-2000, Samko Timber Limited 2007-2010 dan PT Bosowa
Corporindo 2010-2012. Beliau juga pernah bekerja sebagai Financial Controller di Starwood Hotels and
Resorts Limited 2000-2002 dan Boral Limited 2002- 2004 dan sebagai Budget Controller di PT Citra Media
Nusa Purnama 2004-2007. Penunjukkan beliau sebagai Kepala Unit Audit Internal telah dilaporkan kepada
Otoritas Jasa Keuangan OJK berdasarkan surat No. 085-OJKMCOM-CLVII13 tertanggal 31 Juli 2013.
Struktur kedudukan audit internal sebagai berikut: •
Unit Audit Internal dipimpin oleh seorang Kepala Unit Audit InternalChief Audit Executive CAE.
• CAE diangkat dan diberhentikan oleh Direktur
Utama atas persetujuan Dewan Komisaris. •
CAE bertanggung jawab kepada Direktur Utama dan secara administratif bertanggung jawab
kepada Direktur Kebijakan Grup dan Sumber Daya Manusia.
Sesuai dengan Piagam Unit Audit Internal Perseroan yang telah disetujui oleh Dewan Komisaris dan Direksi,
secara garis besar tugas dan tanggung jawab Unit Audit Internal sebagai berikut:
• Menyusun serta melaksanakan rencana audit
internal tahunan. •
Menguji dan mengevaluasi pelaksanaan sistem pengendalian internal dan manajemen risiko sesuai
dengan kebijakan perusahaan. The role of Head of Internal Audit was held in 2014
by Dusanto Ardanesworo, who was born in 1967. He previously served as Head of Internal Audit at subsidiary
companies MNC in 2012 and began serving as the Head of Internal Audit Unit in 2013. He graduated from
the Faculty of Economics at Trisakti University in 1992,
majoring in Accounting. Previously he had worked in the public accounting irm of Deloitte Touche Tohmatsu
Indonesia 1992-1995, and later switched to pursue the profession of internal auditing by serving as the head
of internal audit in several companies including PT Metropolitan Development 1995-1996, PT Keramika
Indonesia Asosiasi Tbk 1996-2000,
Samko Timber Limited 2007-2010 and PT Bosowa Corporindo 2010-2012. He has also worked as a
Financial Controller at Starwood Hotels and Resorts Limited 2000-2002 and Boral Limited 2002-2004, and
as Budget Controller at PT Citra Media Nusa Purnama 2004-2007. His appointment as Head of Internal
Audit Unit has been reported to the Financial Services Authority OJK based on letter No. 085-OJKMCOM-CL
VII 13 dated July 31, 2013. The structure of the Internal Audit Unit is as follows:
• Internal Audit Unit Headed by the Head of Internal
Audit Chief Audit Executive CAE. •
The CAE is appointed and dismissed by the President Director with the approval of the Board of
Commissioners. •
The CAE is responsible to the President Director and administratively responsible to the Director of
the Group Policies and Human Resources.
Based on the Company’s Internal Audit Charter approved by the Board of Commissioners and Board of Directors,
the duties and responsibilities of the Internal Audit Unit are as follows:
• To develop and implement annual internal audit
plans. •
To test and evaluate the implementation of internal control systems and risk management in
accordance with corporate policies.
• Melakukan pemeriksaan dan penilaian atas ei siensi
dan efektivitas di bidang keuangan, akuntansi, operasional, sumber daya manusia, pemasaran,
teknologi informasi, dan kegiatan lainnya. •
Melakukan pemeriksaan kepatuhan terhadap peraturan perundangan terkait.
• Memberi saran perbaikan dan informasi yang
objektif mengenai kegiatan yang diperiksa pada seluruh tingkat manajemen.
• Membuat laporan hasil audit dan menyampaikan
laporan tersebut kepada Direktur Utama dan Dewan Komisaris.
• Memantau, menganalisa dan melaporkan
pelaksanaan tindak lanjut perbaikan yang telah disarankan.
• Bekerja sama dengan Komite Audit mendukung
pelaksanaan tugas Komite Audit. •
Menyusun program untuk mengevaluasi mutu Audit Internal.
• Melakukan pemeriksaan khusus apabila diperlukan.
Sejalan dengan rencana pemeriksaan tahun 2014, pada tahun berjalan Unit Audit Internal menjalankan
penugasan audit yang meliputi unit-unit usaha dengan total penyelesaian 233 penugasan audit yang mencakup
aktivitas operasional 94, i nansial 3 dan project 3.
Untuk mendukung koordinasi antara Perseroan sebagai induk perusahaan dengan unit usaha, Unit Audit Internal
melakukan rapat mingguan untuk membahas proses audit di semua unit usaha, rapat bulanan dengan
Direksi, serta rapat kuartalan dengan Komite Audit. Hasil pemeriksaan beserta rekomendasi perbaikan telah
disampaikan kepada Dewan Komisaris, Komite Audit dan Direksi dalam pertemuan kuartalan. Pengawasan
atas kepatuhan dan perbaikan oleh unit usaha atas rekomendasi terkait dengan temuan Unit Audit Internal
dilakukan secara berkala untuk memastikan adanya perbaikan atas temuan sebelumnya.
• To perform inspection and assessment of the
efi ciency and effectiveness of i nance, accounting, operations, human resources, marketing,
information technology, and other activities. •
To examine compliance with relevant laws and regulations.
• To provide suggestions for improvements and
objective information on the audited activities at all management levels.
• To prepare and submit audit reports to the Director
and the Board of Commissioners. •
To monitor, analyze and report on the improvements suggested.
• To work closely with the Audit Committee and
support it in performing its tasks. •
To develop programs for evaluating the quality of Internal Audit.
• To conduct special investigations where necessary.
In accordance with the 2014 audit plan, the Internal Audit Unit conducted an audit assignment that covered
all business units. The completed total of 233 audits was comprised of operational activities 94, i nancial 3
and projects 3.
To enhance the coordination between the Company as a holding company and the business units, the Internal
Audit Unit conducted weekly meetings to discuss the audit process across all business units, monthly
meetings with the Board of Directors, and quarterly meetings with the Audit Committee.
Examination reports, as well as improvement recommendations, were submitted to the Board of
Commissioners, the Audit Committee and the Board of Directors in quarterly meetings. Supervision of
compliance and improvement by business unit on the recommendations pertaining to the i ndings of the
Internal Audit Unit was conducted periodically, to ensure improvements over previous i ndings were achieved.
Sistem Pengendalian Internal
Sistem pengendalian internal diimplementasikan dalam aktivitas Perseroan dengan tujuan untuk meningkatkan
efektiitas dan eisiensi operasional, kelayakan atas laporan keuangan, serta kepatuhan terhadap peraturan
perundangan yang berlaku dan kebijakan manajemen yang telah ditetapkan. Dalam kegiatan sehari-hari
sistem pengendalian internal ditujukan untuk menjaga keamanan aset Perseroan serta memastikan keakuratan
data Perseroan yang menjadi sumber informasi penting dalam pengambilan keputusan.
Manajemen Perseroan berupaya untuk membangun sistem pengendalian internal dalam aktivitas operasional
di seluruh lini kerja, antara lain dilakukan melalui pembuatan dan pembaharuan kebijakan dan prosedur
Perseroan yang menjadi tanggung jawab oleh Group Corporate Policy Division GCP.
Kebijakan dan prosedur Perseroan dikelompokkan ke dalam 5 kategori, yaitu inansial, operasional, produksi
dan program, penjualan serta pemasaran dan SDM, dimana formalisasi kebijakan dan prosedur ini dilakukan
dengan melalui kajian dan mendapatkan persetujuan sampai dengan tingkat otorisasi yang telah ditetapkan.
Sistem pengendalian internal juga diwujudkan dalam beberapa langkah Perseroan antara lain: melalui
penerapan nilai, etika, integritas karyawan yang diformalisasikan dalam code of conduct yang dapat
diakses oleh seluruh karyawan melalui media intranet portal Perseroan; penggunaan program komputer yang
terintegrasi dalam transaksi keuangan dan operasional penjualan, programming dan sumber daya manusia;
dijalankannya fungsi supervisi oleh atasan masing- masing pihak terkait; serta pemisahan fungsi maker,
checker dan approval sesuai tugas, tanggung jawab dan kewenangan dalam struktur organisasi Perseroan
dan unit usaha. Secara berkala, efektivitas sistem pengendalian
internal akan dievaluasi oleh Direksi, melalui Unit Audit Internal dan Auditor Eksternal yang selanjutnya akan
disampaikan kepada Komite Audit. Dalam upaya meningkatkan pengendalian internal
Perseroan, seiring dengan semakin berkembangnya bisnis dan kegiatan operasional Grup, di akhir tahun
2014 Perseroan memulai proyek Compliance
Internal Control System
The internal control system of the Company’s activities aimed to improve the effectiveness and eficiency
of its operational activities, inancial statements of feasibility and compliance with the pertaining laws and
regulations, and established management policies. The implementation of the internal control system in daily
activities is intended to protect the Company’s property and ensure accuracy of the Company’s data, which is
an important source of information in decision-making. The Group Corporate Policy Division GCP manages
the internal control system through the establishment and review of the Company’s policies and procedures.
The Company’s policies and procedures are divided into ive categories: inancial, operational, program
production, sales and marketing, and human resources. Policies and procedures are applied through a review
and approval process up to a predetermined level of authorization.
The internal control system is manifested in several steps: The formalization of employee values, ethics and
integrity that in a code of conduct that can be accessed by all employees via the intranet portal of the Company;
The use of a computer program that is integrated with inancial and operational transactions sales,
programming and human resources; Implementation of supervisory functions by the respective supervisor of
each relevant party; and the separation of maker, checker and approval functions in accordance with the duties,
responsibilities and authority within the organizational structure of the Company and business unit.
The Board of Directors periodically evaluates the effectiveness of internal controls through the Internal
Auditor and External Auditor units. Evaluations are then submitted to the Audit Committee.
The Company established the Compliance Control Self Assessment CCSA program at the end of 2014, in an
effort to ensure proper internal control and management of the business and operational development activities
SISTEM PENGENDALIAN INTERNAL DAN MANAjEMEN RESIKO
INTERNAL CoNTRoL SySTEm ANd RISk mANAGEmENT
Control Self Assessment CCSA. Pada saat proyek diimplementasikan, diharapkan Unit Usaha dapat
membantu Grup dalam mengantisipasi risiko-risiko, terutama untuk risiko yang memiliki dampak material
pada Perseroan.
Sistem Manajemen Risiko
Sistem manajemen risiko Perseroan diterapkan guna mengevaluasi efektii tas lingkungan internal, penetapan
tujuan, identii kasi kegiatan, penilaian risiko, pengelolaan risiko, aktivitas pengendalian, informasi dan komunikasi,
pengawasan. Strategi yang dapat diterapkan dalam pengelolaan risiko
adalah dengan cara membagi risiko, menghindari risiko, mengurangi tingkat risiko melalui sistem pengendalian
internal, atau menerima risiko yang ada. Risiko-risiko utama yang dihadapi oleh Perseroan
pada dasarnya dapat dikelompokan menjadi dua yang dipaparkan sebagai berikut:
Risiko Eksternal •
Kepatuhan terhadap hukum dan peraturan: Risiko akibat perubahan terhadap kebijakan dan
peraturan baik yang dikeluarkan oleh Perseroan, Pemerintah, maupun pihak berwenang lainnya.
• Perubahan orientasi pelanggan: Risiko akibat
perubahan orientasi pelangganpermirsa. •
Perkembangan teknologi dan pesaing baru: Risiko akibat teknologi atau pesaing baru.
• Keluhan pelanggan: Risiko akibat keluhan
ketidakpuasan pelanggan.
Risiko Internal •
Kesalahan proses: Risiko akibat kesalahan proses. •
Kegagalan melindungi aset: Risiko akibat adanya kelemahan dalam manajemen aset.
• Kegagalan produksi: Risiko akibat kesalahan atau
penyalahgunaan sistem dan kegagalan produksi. •
Distribusi rendah: Risiko akibat kegagalan atau rendahnya distribusi hasil produksi kepada
konsumen. Selama tahun 2014 sistem manajemen risiko berlangsung
efektif dengan melakukan beberapa pencegahan, antara lain:
• Mematuhi perubahan atau adanya undang-undang
dan peraturan Pemerintah yang baru baik di industri media maupun perpajakan.
of the Group. When the project is fully implemented, CCSA is expected to help the Group’s business units
to anticipate risks, especially risks that relate to the Company’s material impacts.
Risk Management System
The Company’s risk management system was established to evaluate the effectiveness of the internal
environment, setting-up goals, activities identii cation, risk assessment, risk management, activities control,
information and communication, and surveillance. Strategies utilized by the Company in risk management
include sharing risks, avoiding risks, reducing risk levels through internal control systems, and acceptance of
risks. The major risks affecting the Company are classii ed in
two categories:
External Risks •
Compliance with laws and regulations: Risk due to changes in policies and regulation issued by
the Company, the Government, as well as other authorities.
• Changes in customer orientation: Risk arising from
changes in viewers and customer orientation. •
Technology development and new competitors: The risk arising from new technology or competitors.
• Customer complaints: Risks arising from complaints
and customer dissatisfaction.
Internal Risk •
Processing error: Risk arising from processing errors.
• Failure to protect assets: Risk arising from weak
asset management. •
Failure of production: Risk arising from system error or abuse, and production failure.
• Low Distribution: Risk arising from failed or poor
distribution of products to consumers. During 2014, the risk management system was effective
in tackling many risks. Examples include: •
Complying with changes in laws and government legislation with regard to the media industry and
taxation
• Memantau selera pasar dengan mengevaluasi
program-program berdasarkan hasil riset dari The Nielsen Company mengenai rating.
• Menjaga kualitas dan kesinambungan kegiatan
operasional sehari-hari Perseroan dengan melakukan: pembuatan kebijakan yang terpusat
untuk menjaga konsistensi dan keseragaman prosedur di setiap proses bisnis di semua unit
usaha Perseroan; proses pengambilan keputusan berdasarkan matrix approval yang diketahui oleh
Manajemen Perseroan; koordinasi antara setiap unit usaha dalam pengembangan dan pengaturan
SDM; proses audit berbasis risiko; peningkatan pemantauan unit usaha terkait atas kepatuhan
dalam kegiatan operasional; serta pengembangan sistem manajemen kebijakan dan prosedur melalui
intranet dan jaringan Web. •
Melakukan eisiensi melalui perbaikan proses, dan proyek transformasi bisnis melalui: peningkatan
kerja dan pengendalian proses melalui sistem yang dijalankan secara terpusat; eliminasi
pekerjaan manual dan meningkatkan otomatisasi untuk mempercepat proses melalui sistem
yang terintegrasi; menurunkan risiko dengan memastikan proses governance berjalan dan
mengurangi kesalahaneror data manual; membuat perencanaan proses improvement pada isu bisnis
yang berulang; serta meningkatkan eisiensi dan kualitas kerja dengan mendukung integrasi tenaga
kerja serupa pada unit yang berbeda. •
Monitoring market trends by evaluating programs based on ratings research by The Nielsen Company.
• Maintaining the quality and sustainability of the
daily operation of the Company by: Establishment of a centralized policy to maintain
consistency and uniformity of procedures in every business process across all business units
of the Company; managing the decision-making process using an approval matrix used by the
Company Management; Coordination between each business unit on the development and regulation
of Human Resources; a risk-based audit process; Monitoring enhancements of business units with
regard to compliance in operational activities; and developing policies and procedure management
systems that utilize the intranet and Web. •
Improving eficiency through process, and business transformation projects through: improvement of
work and control processes through a centralized system; eliminating manual labor and improving
automation work pratices to speed up the process through an integrated system; reducing risk
by ensuring the implementation of governance processes and reduce manual data errors; make
an improvement process planning the issue of repeat business; and improving eficiency and
working performance through integrated support for manpower in different units.
KONTINJENSI