GOOD CORPORATE GOVERNANCE Situs Resmi PT. Kereta Api Indonesia (Persero)

PT KERETA API INDONESIA PERSERO 2013 ANNUAL REPORT 212 7. Peraturan Meneg BUMN No. PER-01MBU2012 jo PER-06MBU2012 dan PER-16MBU2012 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhentian Anggota Direksi BUMN. 8. Peraturan Meneg BUMN No. PER-03MBU2012 tentang Pedoman Pengangkatan Anggota Direksi dan Anggota Dewan Komisaris Anak Perusahaan BUMN. 9. Peraturan Meneg BUMN No. PER-12MBU2012 tentang Organ Pendukung Dewan Komisaris dan atau Dewan Pengawas BUMN.

B. TUJUAN PENERAPAN GCG

Tujuan penerapan GCG di PT Kereta Api Indonesia Persero adalah : 1. Memaksimalkan nilai perusahaan dengan meningkatkan prinsip transparansi, akuntabilitas, bertanggung jawab, kemandirian, serta adil agar perusahaan memiliki daya saing kuat, secara nasional maupun internasional. 2. Mendorong pengelolaan perusahaan secara profesional, efisien efektif, memberdayakan fungsi, serta meningkatkan kemandirian organ perusahaan. 3. Mendorong organ perusahaan membuat keputusan dan menjalankan tindakan berlandaskan nilai moral yang tinggi, kepatuhan terhadap peraturan perundang- undangan, serta kesadaran tanggung jawab sosial perusahaan terhadap pemangku kepentingan maupun kelestarian lingkungan di sekitar perusahaan. 4. Meningkatkan kontribusi perusahaan dalam perekonomian nasional. 5. Meningkatkan iklim investasi nasional. 6. Menciptakan citra perusahaan yang baik. 7. The Regulation of The Minister of SOE No. PER-01 MBU2012 jo PER-06MBU2012 and PER-16MBU2012 concerning The Requirements and Procedures of SOE’s Board of Directors Appointment and Dismissal. 8. The Regulation of The Minister of SOE No. PER-03 MBU2012 concerning Codes of SOE and SOE’s Subsidiaries Board of Directors and Board of Commissioners Appointment. 9. The Regulation of The Minister of SOE No. PER-12 MBU2012 concerning SOE’s Board of Commissioners Supporting Corporate Organs andor SOE Board of Supervisors.

B. GCG IMPLEMENTATION PURPOSE

The objectives of GCG practice in PT Kereta Api Indonesia Persero are: . 1. Maximizing corporate values through enhancing the principles of transparency, accountability, responsibility, independenty, and equity to make the Company highly competitive both nationally and internationally. 2. Promoting professional, efficient and effecetive GCG practices, empowering the function and enhancing the independence of corporate organs. 3. Encouraging corporate organs to make decisions and to perform high morality actions and compliance with the prevailing laws and regulations, as well as awareness of corporate social responsibility CSR to the stakeholders and the environment conservation surrounding the Company. 4. Increasing the Company’s contribution to the national economy. 5. Improving national investment climate. 6. Creating a good company image. Supporting Business Report Business Prospects and Corporate Strategy Analysis and Managerial Discussion PT KERETA API INDONESIA PERSERO LAPORAN TAHUNAN 2013 213

C. INFRASTRUKTUR

Agar supaya organ utama perusahaan khususnya Dewan Komisaris dan Direksi serta organ pendukung lainnya dapat menjalankan aturan pada tingkat korporat maka manajemen telah menetapkan sejumlah aturan yang mengatur tentang tata kelola perusahaan, dengan uraian sebagai berikut: 1. Pemegang sahamRUPS merupakan kekuasaan tertinggi dari perusahaan. 2. Dewan Komisaris melakukan fungsi pengawasan dan pemberian nasehat kepada Direksi. 3. Direksi melaksanakan kegiatan operasional perusahaan sesuai dengan visi misi perusahaan dan prinsip akuntabilitas dalam GCG. Dalam melaksanakan kegiatan operasional, di bawah Direktur Utama dilengkapi dengan struktur setingkat Excecutive Vice President EVP, yaitu : 1. Satuan Pengawasan Intern SPI berfungsi sebagai pengawas. 2. Pusat Manajemen Risiko berfungsi mengkaji risiko dan assessment risiko. 3. Sekretaris Perusahaan, fungsinya sebagai kesekretariatan. 4. Hukum, berfungsi sebagai pengendalian dan bantuan terkait hukum. Manajemen telah menetapkan sejumlah aturan tata kelola perusahaan: 1. Buku Panduan Direksi dan Dewan Komisaris Board Manual. 2. Pedoman GCG. 3. Pedoman Kode Etik Perusahaan. 4. Whistle Blowing System. 5. Pedoman Tata Kelola Anak Perusahaan. 6. Kebijakan Umum Tata Kelola Informasi Teknologi IT Governance. 7. Kebijakan dan Prosedur Audit Internal Pedoman KMA 2011, Juklak Pemeriksaan Operasional, Buku langkah Kerja Audit Internal 2002, dan Pedoman Kerja SPI. 8. Pedoman KMA Kendali Mutu Audit dan Pedoman QA Quality Assurance.

C. INFRASTRUCTURE

In order for the BOC and the BOD as well as the other supporting corporate organs to be able to carry out the rules at corporate level, the management has determined a number of rules setting the corporate governance, as illustrated below: 1. ShareholdersGeneral Meeting of Shareholders RUPS is the highest authority holder in the Company. 2. Board of Commissioners carry out the supervisory and advisory functions to Board of Directors. 3. Board of Directors carry out the Company’s operational activities in accordance with the corporat vision and mission and the principle of accountability in GCG. In carrying out operational activities, under the President Director there is a structure at the same level as Excecutive Vice President EVP, i.e: 1. Internal Control Unit SPI, serving as controller. 2. Risk Management Center, functioning to study risk and risk assessment. 3. Corporate Secretary, serving as secretariat. 4. Legal Department, functioning to control and give assistance related to legal matters. The Management has established a set of GCG codes: 1. Board of Directors and Board of Commissioners Manual 2. GCG Manual 3. Code of Corporate Ethic Manual 4. Whistle Blowing System. 5. GCG Manual of Subsidiarys 6. General policy on IT Governance. 7. Policy and Procedures of Internal Audit KMA Manual 2011, Practical Guidance for Operational Audit, Workbook of Internal Audit 2002, and SPI Work Manual. 8. KMA Kendali Mutu Audit Manual and QA Quality Assurance Manual.