H. EMPLOYMENT GUIDELINES FOR BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

E.2.H. EMPLOYMENT GUIDELINES FOR BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Employment guidelines (board charter) for Board of Commissioners and Board of Directors include, among others, duties and functions,

28 Article 120(2) of Limited Liability Company Law 29 Regulation No.IX.I.5 on Formation and Implementation

Guidelines for Audit Committee (2012)

INDONESIA CORPORATE GOVERNANCE ROADMAP

mengikat secara hukum Dewan Komisaris dan Direksi. Oleh karena itu, pedoman kerja ini dapat berfungsi sebagai panduan dan landasan hukum untuk bertindak bagi Dewan Komisaris dan Direksi dalam menjalankan iduciary duties. Saat ini UUPT dan ketentuan pasar modal belum mengatur secara spesiik mengenai pedoman kerja bagi Dewan Komisaris dan Direksi Emiten dan Perusahaan Publik.

REKOMENDASI Menurut praktik keteladanan internasional di bidang

tata kelola, perusahaan wajib memiliki pedoman kerja bagi Dewan Komisaris dan Direksi sebagai panduan pelaksanaan tugas dan wewenangnya. Oleh karena itu, Emiten dan Perusahaan Publik perlu diwajibkan untuk memiliki pedoman kerja dan mengungkapkannya di laporan tahunan.

E.2. I. KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI

Globalisasi usaha meningkatkan harapan investor dan menuntut keahlian dari Dewan Komisaris dan Direksi perusahaan yang semakin tinggi dan kompleks untuk dapat memenuhi harapan tersebut. Komposisi Dewan Komisaris dan Direksi yang beragam akan mendorong pengambilan keputusan yang lebih objektif dan komprehensif dikarenakan keputusan diambil dengan memperhatikan berbagai sudut pandang dan kepentingan.

Keberagaman komposisi Dewan Komisaris dan Direksi antara lain mencakup kualiikasi akademik, keahlian, usia, dan gender. Sejalan dengan hal tersebut perusahaan perlu didorong untuk memiliki kebijakan yang mendorong partisipasi seluruh pemangku kepentingan atau tidak bersifat diskriminatif. Salah satu opsi kebijakan yang diajukan OECD untuk memperbaiki proses nominasi dan seleksi Dewan Komisaris dan Direksi perusahaan adalah dengan memperluas cakupan kandidat yang memenuhi kualiikasi melalui peningkatan keberagaman dalam proses pencarian kandidat (OECD, 2013).

powers and responsibilities that legally bind the Board of Commissioners and Board of Directors. Therefore, these employment guidelines can serve as a guide and legal basis to act for the Board of Commissioners and Board of Directors in carrying out fiduciary duties. Currently the Limited Liability Company Law and capital market provisions have not specifically regulated the employment guidelines for the Board of Commissioners and Board of Directors of Issuers and Public Companies.

RECOMMENDATION According to international exemplary practices

in the field of governance, a company must have employment guidelines for its Board of Commissioners and Board of Directors to guide the implementation of duties and responsibilities. Therefore, Issuers and Public Companies should

be required to have employment guidelines and disclose them in the annual report.

E.2. I. DIVERSITY FOR THE COMPOSITION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS

Business globalization increases expectations of investors and requires expertise of Board of Commissioners and Board of Directors of the company that are increasing and complex to be able to meet these expectations. The diversity of the composition of Board of Commissioners and Board of Directors will encourage more objective and comprehensive decision-making because decisions are taken by considering various viewpoints and interests.

The diversity of the composition of Board of Commissioners and Board of Directors include academic qualifications, expertise, age, and gender. In line with the above the company should

be encouraged to have policies that motivate participation of all stakeholders and are not discriminatory. One of the policy options proposed by OECD to improve the nomination and selection process of Board of Commissioners and Board of Directors of the company is to expand the scope of qualified candidates through increased diversity in the candidate search process (OECD, 2013).