Capability Enhancement Program Board Manual PT SUCOFINDO (PERSERO) ilove compressed
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b. Implementation plan of the Capability Enhancement Program should be included in the work plan and budget of the Board of
Directors. c. Each Member of the Board of Directors, who joins the capability
enchancement program and seminars or training, is obliged to perform a presentation to the other Board members in order to
share the information and knowledge.
d. The concerned Board of Directors member is responsible for preparing a report on the implementation of the capability
enhancement program and the report is submitted to the Board of Directors.
e. Capability Enhancement Program can be in the form of official overseas training travel of the Board of Directors members, with the
following provisions
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: 1 Official overseas training travel is part of the execution of the
duties of the Company and is not an allowance or facility providedsupplied by the Company.
2 Official overseas training travel for seminars, workshops, dissemination and similar activities abroad, is conducted by
adhering the principles of effectiveness, efficiency, high selectivity, appropriateness according to the needs of the
Company as well as promoting the interests and development of the Company.
3 Number of the Board of Directors members, who perform the official travel, is restricted in accordance with the purpose of
travel. 4 The plan of official overseas training travel for members of the
Board of Directors is proposed in writing to the Minister of State-Owned Enterprises for approval.
5 The plan of overseas training travel should explain about the objectives and interests of the training, duration of training and
the source of financing, the budget plan as well as other relevant information.
6 Within a period of no later than 14 fourteen days after the official travel business trip, the member of the Board of
Directors is obliged to report in writing on the implementation of the overseas official training to the Minister of SOE.
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Circular Letter Number: SE-04MBU62015
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CHAPTER I
INTRODUCTION
CHAPTER II
BOARD OF DIRECT
ORS BOD
CHAPTER III
BOARD OF COMISSIONERS BOC
CHAPTER IV
ACTIVITY AMONG COMP
ANY’S ORGAN
CHAPTER V
CLOSING
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Material of the Capability Enhancement Program, which can be attended by the Board of Directors, among others, related to:
a. The knowledge related to the principles of the corporate law and
updated legislations related to the business activities of the Company, as well as information technology.
b. Knowledge related to strategic management and the formulation. c. Development of specific capability in establishing a harmonious
relationship with all stakeholders to create sense of supporting of the stakeholders towards the long-term existence of the Company.
d. Capability development related to effective leadership in managing and developing the human resources to anticipate the challenges of
the development of human resources HR in the future. e. Knowledge related to change management which may bring the
Company to achieve its vision and mission. f.
Knowledge related to corporate social responsibility, and g. Knowledge related to the qualified financial reporting.
C. OFFICE ETHICS
In carrying out its functions, the Board of Directors always: 1. Complies with the prevailing legislation, the Articles of Association, and
the guidelines of GCG as well as the Company policies that have been assigned.
2. Encourages the creation of ethical behavior and making himself as good role model for employees of the Company.
3. Performs tasks with trustworthy, highly dedicated, uphold honesty as a high value, i.e. be honest in expressing opinions, verbally or written, as
well as in attitude and action. 4. Every behavior, opinion and action must be based on objectivity,
professionalism and independent priciples for the equal interest of the Company and the Stakeholders.
5. Performs duties and obligations by putting the interests of the entire Board of Directors, above the personal interests.
6. During his tenure, Board of Directors member is not allowed to: a. Seize the Company business opportunity for his personal, his
family, his business group andor other parties, aside from salary
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and facilities that he receives as member of the Board of Directors that is determined by the GMOS,
b. Use his position for personal interest or for the interest of a person or other parties which are contrary to the interests of the Company.
c. Utilize the Company assets, the Company information or his position as member of the Board of Directors for personal or any
other person interest, which is contrary to the prevaling provisions and regulations as well as the Company policies.
d. Compete with the Company, i.e. using the knowledgeinformation from inside inside information to earn profits for the benefit of
other than the interests of the Company. e. Perform other position concurrently which may create a direct
conflict of interest against the Company andor contrary to the prevailing legislation.
f. Provide or offer or receive, either directly or indirectly, remuneration
andor reward, andor grants andor donations andor entertainment in any form from parties who have business relationship with or
competitor of the Company, which aims to obtain information, or something that is not permitted by the prevailing legislation, or to
influence him to do andor not to do something which relates to his positionOffice.
g. Provide gifts, hampers, gift baskets, floral arrangements and other awarding forms related to religious feast day or holidaysother
specific occassion to officialsemployees within the government agencies andor parties who have business relationship.
7. Maintain confidentiality of the Company’s confidential information which is entrusted by the Company to him in accordance with the prevailing
legislation. 8. Avoid any activity that could affect his independency in carrying out the
tasks. 9. Conduct disclosure in the event of a conflict of interest, and member of
the Board of Directors concerned should not be involved in the decision- making process of the Company related to such matters.
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CHAPTER I
INTRODUCTION
CHAPTER II
BOARD OF DIRECT
ORS BOD
CHAPTER III
BOARD OF COMISSIONERS BOC
CHAPTER IV
ACTIVITY AMONG COMP
ANY’S ORGAN
CHAPTER V
CLOSING
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D. DUTIES, OBLIGATIONS, AUTHORITY AND RIGHTS OF THE BOARD OF DIRECTORS