TATA KELOLA PERUSAHAAN
TATA KELOLA PERUSAHAAN
120 LAPORAN TAHUNAN 2017 ANNUAL REPORT | PT Kliring Penjaminan Efek Indonesia
Reaching the Highest Achievements
HASIL PENILAIAN
PRAKTIK GCG
KPEI 2017
KATEGORI CATEGORY
SANGAT BAIK
2017 KPEI GCG PRACTICE
EXCELLENT
ASSESSMENT SCORE
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
KPEI is fully committed to continuously improve the quality of its good corporate governance practices. Therefore, in 2017, KPEI has introduced the Code of Conduct and Guideline for the Whistleblowing System. The two guidelines are aimed at improving the implementation quality of transparency, accountability, responsibility, independency, and fairness principles as the pillars of GCG.
Tata Kelola Perusahaan atau Corporate Governance (CG) Corporate Governance (CG) is a system designed to build the merupakan suatu sistem yang dirancang untuk mengarahkan
long term professional Company’s management as well as to pengelolaan perusahaan secara profesional dalam jangka optimize the Company’s values for shareholder and stakeholders, panjang, juga dalam upaya mengoptimalkan nilai perusahaan
so that the Company’s business sustainability can be maintained. bagi pemegang saham dan pemangku kepentingan sehingga kesinambungan bisnis perusahaan dapat terus dipertahankan.
Mengingat pentingnya CG, penerapan tata kelola perusahaan Considering the importance of CG, the implementation of Good yang baik ( Good Corporate Governance/GCG) menjadi Corporate Governance (GCG) is vital for the maintenance of perangkat vital bagi KPEI untuk menjaga kesinambungan bisnis
KPEI’s business sustainability and Company’s operational dan operasional Perusahaan.
activities.
Sejalan dengan komitmen KPEI dalam menerapkan GCG secara In line with its commitment to apply GCG consistently, KPEI konsisten dan berkesinambungan, peningkatan kualitas CG continuously attempts to improve GCG quality in order to juga terus diupayakan sehingga seluruh bisnis dan operasional
ensure that all of its business and operational can perform better KPEI dapat berjalan sesuai dengan tugas dan fungsinya masing-
according to their respective duties and functions. Therefore, masing secara lebih baik. KPEI perlu menetapkan kerangka kerja
KPEI needs to establish GCG implementation framework based penerapan GCG yang sesuai dengan prinsip-prinsip GCG di atas.
on the GCG principles.
Kerangka penerapan GCG KPEI antara lain organ utama yang KPEI’s GCG implementation framework consists of among others dibantu organ-organ pendukung seperti komite audit yang the main organs, helped by supporting organs such as the audit membantu tugas Dewan Komisaris; komite-komite lainnya yang
committee that helps Board of Commissioners in performing its dibentuk berdasarkan Peraturan Otoritas Jasa Keuangan yang
tasks; other committees created according to Indonesia FSA bertugas untuk membantu tugas Direksi dalam menjalankan Regulation that helps the Board of Directors in running KPEI as fungsi KPEI sebagai Lembaga Kliring dan Penjaminan; Sekretaris
a Clearing and Guarantee Institution; Corporate Secretary, and Perusahaan dan Internal Audit.
Internal Audit.
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Prinsip Corporate Governance (CG) Corporate Governance Principles
Kewajaran dan Transparency
Kesetaraan Fairness
Organ Utama Main Organs
RUPS GMS
Dewan Komisaris Board of Commissioners
Direksi Board of Directors
Organ Pendukung Supporting Organs
Komite Dewan Komisaris
Board of Commissioner
Komite Direksi
Committee
Board of Directors Committee
Audit Internal
Sekretaris Perusahaan
Internal Audit
Corporate Secretary
Selanjutnya, agar organ utama, organ pendukung, dan karyawan Furthermore, in order to ensure the synergy between the main Perusahaan dapat bersinergi satu sama lain, maka setiap entitas
organs, supporting organs, and the Company’s employees, every yang terlibat dalam pengelolaan bisnis Perusahaan dibekali entity involved in the Company’s business management needs to dengan pedoman, piagam kerja, dan kebijakan manajemen serta
be provided with guidelines, charters, management policies, and prosedur operasional sebagai acuan baku dalam menjalankan
operational procedures as the standard references in performing tugas dan fungsinya. Perusahaan juga akan menerbitkan laporan-
their duties and functions. KPEI will also publish reports to show laporan sebagai bentuk akuntabilitasnya kepada pemangku its accountability to stakeholders. kepentingan.
Hingga akhir 2017, KPEI telah memiliki Pedoman CG, Pedoman By the end of 2017, KPEI has issued CG Guideline, Code of Perilaku, Pedoman Sistem Pelaporan Pelanggaran, 7 (tujuh) Conduct, Guideline for the Whistleblowing System, 7 (seven) Piagam Kerja dan 33 (tiga puluh tiga) Kebijakan Manajemen.
Charters, and 33 (thirty-three) Management Policies. Below are Berikut daftar Pedoman, Piagam Kerja dan Kebijakan Manajemen
the list of Guidelines, Charters, and Management Policies of KPEI: KPEI antara lain:
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
Daftar Pedoman, Piagam Kerja dan Kebijakan Manajemen List of Guidelines, Charters and Management Policies
1. Pedoman GCG
Accounting Policy - Book 1 2. Pedoman Perilaku
GCG Guidelines
26. Kebijakan Akuntansi Buku 1
Accounting Policy - Book 2 3. Pedoman Sistem Pelaporan
Code of Conduct
27. Kebijakan Akuntansi Buku 2
Financial and Taxation Policy Pelanggaran
Whistleblowing System
28. Kebijakan Keuangan dan
Perpajakan
4. Piagam Direksi
Procurement Policy 5. Piagam Dewan Komisaris
Board of Directors Charter
29. Kebijakan Pengadaan Barang
Board of Commissioners
dan Jasa
General Administration Policy 6. Piagam Komite Audit
Charter
30. Kebijakan Administrasi Umum
Risk Management Policy 7. Piagam Komite Kebijakan
Audit Committee Charter
31. Kebijakan Manajemen Risiko
32. Kebijakan Pemeriksaan Internal Internal Audit Policy Kredit dan pengendalian Risiko Management Committee Charter
Credit Policy and Risk
Internal Control Policy 8. Piagam Komite Haircut
33. Kebijakan Pengendalian
Haircut Committee Charter
Internal
9. Piagam Audit Internal
Enterprise Risk Management 10. Piagam Komite Investasi
Internal Audit Charter
34. Kebijakan Enterprise Risk
Policy 11. Kebijakan Hubungan Keluar
Investment Committee Charter
Management
KPEI Investment Policy dan Identitas Perusahaan
Inter-Relations and Company
35. Kebijakan Investasi KPEI
Guarantee Fund Administration 12. Kebijakan Corporate Social
Identity Policy
36. Kebijakan Pengadministrasian
dan Pengelolaan Dana Jaminan and Management Policy Responsibility
Corporate Social Responsibilty
37. Kebijakan Pengelolaan Agunan Offline Collateral Management 13. Kebijakan Manajemen Proyek
Policy
Policy 14. Kebijakan Pengembangan
Offline
Project Management Policy
Default Management Policy Sistem
System Development Policy
38. Kebijakan Penanganan
Kegagalan Penyelesaian Transaksi Bursa
15. Kebijakan Kesekretariatan
Information Security 16. Kebijakan Pusat Data
Secretarial Policy
39. Kebijakan Sistem Manajemen
Management System Policy: 17. Kebijakan Database
Data Centre Policy
Keamanan Informasi
Information Handling 18. Kebijakan Pengelolaan Data
Database Policy
Penanganan Informasi
Information Security User
User Data Management Policy
40. Kebijakan Sistem Manajemen
Keamanan Informasi
Management System Policy:
Management and Utilization of 19. Kebijakan Jaringan Komputer
Pengelolaan dan Penggunaan
IT Asset 20. Kebijakan Umum (Teknologi
Computer Network Policy
Aset Teknologi Informasi
Information Security Informasi)
General Policy (Information
41. Kebijakan Sistem Manajemen
Management System Policy: 21. Kebijakan Jaringan Wireless
Technology)
Keamanan Informasi Audit
Wireless Network Policy
Internal Keamanan Informasi
Internal Audit of Information Security
22. Kebijakan Password
Information Security 23. Kebijakan Sumber Daya
Password Policy
42. Kebijakan Sistem Manajemen
Management System Policy: Manusia
Human Resources Policy
Keamanan Informasi Enkripsi
Encryption and Management of 24. Kebijakan Pengembangan dan
dan Manajemen Kunci
Cryptography Key Organisasi Budaya Kerja
Kriptografi
Organization and Work Culture
Information Security 25. Kebijakan Pengelolaan Aset
Development Policy
43. Kebijakan Sistem Manajemen
Fixed Asset Management
Keamanan Informasi
Management System Policy:
Compliance Tetap
Kepatuhan
Policy
PENILAIAN ATAS PRAKTIK ASSESSMENT OF CORPORATE TATA KELOLA PERUSAHAAN
GOVERNANCE PRACTICE
Pada 2017, KPEI kembali melakukan penilaian kualitas In 2017, KPEI has conducted an assessment of its GCG penerapan praktik GCG, yang hasilnya baru diperoleh pada awal
practices, the result of which was released in the early 2018. tahun 2018. Berbeda dengan sebelumnya, pada penilaian kali
Unlike the previous assessment, this year KPEI hired a competent ini, KPEI menggunakan konsultan independen yang kompeten
independent consultant to assess its GCG implementation. dalam melaksanakan penilaian implementasi GCG dan hasilnya
The results were recorded in “Laporan Penilaian Implementasi dituangkan dalam “Laporan Penilaian Implementasi Penerapan
Penerapan Tata Kelola PT KPEI”.
Tata Kelola PT KPEI”. Instrumen penilaian disusun berdasarkan Association of South
The instrument used in the assessment was based on the CG East Asia Nations (ASEAN) CG Scorecard yang diturunkan dari
Scorecard of Association of Southeast Asian Nations (ASEAN) Organization for Economic Co-operation and Development
derived from the GCG principles of the Organization for Economic
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(OECD) GCG principles (OECD, 2015) yang kemudian Co-operation and Development (OECD, 2015) which were dimodifikasi sesuai dengan karakteristik khusus KPEI yaitu
modified based on KPEI’s special characteristics, in accordance dengan mengacu pada peraturan dan ketentuan OJK, otoritas
with the rules and regulations of Indonesia FSA and other relevant terkait lainnya, serta best practice yang berlaku seperti
authorities, as well as the applicable best practices, such as Principles for Financial Market Infrastructure (PFMI) (CPSS-
the Principles for Financial Market Infrastructure (PFMI) (CPSS- IOSCO, 2012). Prinsip dan aspek GCG yang menjadi acuan
IOSCO, 2012). The GCG principles and aspects, which became penilaian mencerminkan praktik tata kelola KPEI seperti yang
the benchmark for the assessment, reflected KPEI governance tercermin dalam Piagam Tata Kelola KPEI.
practices as stated in the KPEI’s Governance Charter. Instrumen penilaian yang disusun menilai 16 (enam belas) aspek
The assessment instrument evaluates 16 (sixteen) GCG aspects. GCG. Total penilaian atas ke-16 aspek tersebut pada tahap awal
In the initial stage, the 16 aspects were assessed through 396 diukur melalui 396 (tiga ratus sembilan puluh enam) parameter
(three hundred and ninety six) parameters (questions) regarding (pertanyaan) mengenai kualitas praktik GCG KPEI. Namun pada
the quality of GCG practices in KPEI. However, in the next tahap berikutnya, terdapat 48 (empat puluh delapan) parameter
stages, 48 (fourty eight) parameters could not be assessed as yang kemudian tidak dapat dinilai untuk KPEI, dikarenakan they were irrelevant to KPEI’s current condition. Parameters
kondisi saat ini yang tidak (atau belum) relevan. Parameter yang issued related to regulatory restrictions, irrelevant activities and dikeluarkan terkait dengan pembatasan peraturan, aktivitas yang
data unavailability. Out of the 348 (three hundred and fourty-eight) tidak terjadi di KPEI dan ketidaktersediaan data. Selanjutnya,
assessed parameters, 26 (twenty six) were bonus parameters. dari total 348 (tiga ratus empat puluh delapan) parameter yang
However, 16 (sixteen) bonus parameters did not receive any dinilai terdapat 26 (dua puluh enam) parameter bonus, namun
points as they were not yet carried out by KPEI. The maximum
16 (enam belas) parameter bonus tidak mendapatkan poin score for the main parameters is 966 (nine hundred and sixty-six) dikarenakan belum dilakukan oleh KPEI. Total nilai maksimal and 30 (thirty) for the bonus parameters, creating a maximum adalah 966 (sembilan ratus enam puluh enam) untuk parameter
total score of 996 (nine hundred and ninety-six). utama dan 30 (tiga puluh) untuk parameter bonus, sehingga total nilai maksimal adalah 996 (sembilan ratus sembilan puluh enam).
Hasil penilaian atas praktik GCG KPEI menunjukkan total capaian The GCG practice assessment result for KPEI showed a total 883 poin, yang terdiri dari 853 capaian parameter utama dan
score of 883 points: 853 points for the main parameters and 30 capaian bonus, atau setara dengan 88.65% dari total nilai
30 bonus parameters, or equivalent to 88.65% of the maximum capaian maksimum. Hal ini menunjukkan bahwa penerapan
score. This shows that the implementation of GCG in KPEI is GCG di KPEI sudah Sangat Baik.
Excellent.
Hasil penilaian implementasi GCG KPEI selanjutnya dapat The GCG implementation assessment result for KPEI shall dijadikan rekomendasi serta diterapkan dalam roadmap
become recommendations and implemented in the roadmap peningkatan implementasi GCG KPEI berdasarkan best practice
of of KPEI’s GCG improvement based on the applicable best yang berlaku saat ini.
practices.
Berikut disajikan tabel Peringkat Tingkat Implementasi GCG dan Below are the tables for the GCG Implementation Level and the Hasil Penilaian Kualitas Penerapan GCG untuk tahun 2017.
GCG Implementation Quality Assessment Result for 2017.
Peringkat Tingkat Implementasi GCG GCG Implementation Level
PERINGKAT
CAPAIAN PERSENTASE KETAATAN LEVEL
NILAI RATA-RATA PER ITEM PENILAIAN
AVERAGE SCORE FOR EACH ASSESSMENT ITEM
COMPLIANCE PERCENTAGE
Lebih dari 85% More than 85% Baik Good
Sangat Baik Excellent
Lebih dari 2.60 Greater than 2.60
Lebih dari 75% s.d 85% Greater than 75% to 85% Cukup Baik Fair
Lebih dari 2.30 s.d 2.60 Greater than 2.30 to 2.60
Lebih dari 60% s.d 75% Greater than 60% to 75% Kurang Baik Poor
Lebih dari 1.87 s.d 2.30 Greater than 1.87 to 2.30
Lebih dari 50% s.d 60% Greater than 50% to 60% Tidak Baik Bad
Lebih dari 1.50 s.d 1.87 Greater than 1.50 to 1.87
Kurang dari 1.50 Less than 1.50
Kurang dari 50% Less than 50%
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
Tabel Penilaian Penerapan Praktik GCG KPEI KPEI’S GCG Practice Implementation Assessment Table
PRINSIP GCG
PARAMETER TOTAL NILAI
PARAMETER
TIDAK RELEVAN
BONUS
UTAMA
BONUS TIDAK MAKSIMAL
DIGUNAKAN PARAMETER
UNUSED BONUS UTAMA PARAMETER
MAXIMUM TOTAL SCORE FOR MAIN PARAMETER
Peran Perusahaan di Pasar 41 4 0 37 0 111 Modal
Pelindungan Pemakai Jasa 24 1 0 23 0 69 Pelindungan Pemegang Saham
53 25 0 28 0 84 Perlindungan Pemangku
23 4 0 19 0 57 Kepentingan Lainnya
Pengungkapan dan 39 7 5 27 3 81 Transparansi
Peran Dewan Komisaris 41 0 4 37 2 111 Peran Komite Audit
36 3 3 30 2 90 Peran DIreksi
38 1 2 35 0 105 Pengendalian Internal dan
6 0 0 6 0 18 Manajemen Risiko
Peran Internal Audit 26 1 1 24 1 72 Komite Kebijakan Kredit dan
19 0 4 15 4 45 Pengendalian Risiko
Komite Haircut 19 0 4 15 4 45 Sekertaris Perusahaan
2 0 0 2 0 6 Aspek Pengendalian
20 2 0 18 0 54 Perusahaan Lainnya : Stratergic, SDM, Keuangan
Penilaian Praktik Tata Kelola 3 0 1 2 0 6
Kode Etik dan Tata Perilaku 6 0 2 4 0 12
16 966 Grafik Penerapan Praktik GCG KPEI
KPEI’s GCG Practice Implementation Graphic
Peran Perusahaan di Pasar Modal
Company Roles in Capital Market Perlindungan Pemakai Jasa
Protection for Users Perlindungan Pemegang Saham
Protection for Shareholder Perlindungan Pemangku Kepentingan Lainnya
Protection for Stakeholders Pengungkapan dan Trasparansi
Disclosure and Transparency Peran Dewan Komisaris
Board of Commissioners’ Role Peran Komite Audit
Audit Committee’s Role Peran Direksi
Board of Directors’ Role Pengendalian Internal dan Manajemen Risiko
Internal Control and Risk Management Peran Internal Audit
Internal Audit’s Role Komite Kebijakan Kredit dan Pengendalian Risiko
Credit Policy and Risk Management Committee Komite Haircut
Haircut Committee Sekertaris Perusahaan
Corporate Secretary Aspek Pengendalian Perusahaan Lainnya :
Other Corporate Control Aspects: Stratergic, SDM, Keuangan
Strategic, HR, Finance Penilaian Praktik Tata Kelola
Governance Practice Assessment Kode Etik dan Tata Perilaku
Code of Ethics and Code of Conduct
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TOTAL CAPAIAN TOTAL
GCG PRINCIPLES PARAMETER
CAPAIAN
TOTAL NILAI
TOTAL CAPAIAN
UMUM PARAMETER
TOTAL BONUS
TOTAL
TOTAL SCORE
LEVEL
PERFORMANCE MAXIMUM
PERFORMANCE
FOR MAIN TOTAL SCORE
FOR BONUS
PARAMETER FOR BONUS
Company Roles in Capital Market
Protection for Users
Protection for Shareholder
Protection for Stakeholders
Disclosure and Transparency
Board of Commissioners’ Role
Audit Committee’s Role
Board of Directors’ Role
Internal Control and Risk Management
Internal Audit’s Role
Credit Policy and Risk Management Committee
Haircut Committee
Corporate Secretary
Other Corporate Control Aspects: Strategic, HR, Finance
Governance Practice Assessment
Code of Ethics and Code of Conduct
Recommendations Berdasarkan hasil penilaian dan dengan mempertimbangkan Based on the assessment result and taking into consideration
perbaikan yang bersifat minor, peningkatan kualitas penerapan several minor improvements, the Company’s governance tata kelola perusahaan dapat difokuskan kepada hal-hal berikut:
implementation quality improvement shall be focused on the following aspects:
a. Sosialisasi hasil penilaian, rekomendasi, dan roadmap a. Dissemination of assessment result, recommendations, and peningkatan Tata Kelola Perusahaan.
roadmap for Corporate Governance improvement. b. Perumusan dan penyesuaian kebijakan/program serta sistem
b. Formulation and adjustment of policies/programs as well as dan prosedur terkait Tata Kelola Perusahaan.
systems and procedures related to Corporate Governance. c. Peningkatan akuntabilitas organ Tata Kelola Perusahaan
c. Accountability improvement for the Corporate Governance melalui peningkatan independensi organ yang sudah ada,
organ through improvement in the independency of existing serta peningkatan kapabilitas SDM.
organs, and improvement of HR capabilities. d. Peningkatan efektivitas implementasi Tata Kelola Perusahaan.
d. Improvement of effectiveness in governance implementation. e. Peningkatan aspek pengungkapan dan transparansi praktik
e. Improvement in disclosure and transparency aspects of the Tata Kelola Perusahaan.
Corporate Governance.
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
DIREKSI
BOARD OF DIRECTORS
Direksi sebagai organ utama Perusahaan yang memiliki tugas As the Company’s main organ, the Board of Directors is tasked mengelola kegiatan operasional untuk kepentingan Perusahaan
to manage operational activities of the Company according to dan sesuai dengan maksud dan tujuan Perusahaan, serta the Company’s purposes and objectives, as well as to represent mewakili KPEI baik di dalam maupun di luar pengadilan dengan
KPEI both in and out of the court by complying with Law, Articles mengindahkan peraturan perundang-undangan yang berlaku, of Association, and GMS Resolution. Anggaran Dasar, dan Keputusan RUPS.
Masing-masing anggota Direksi dapat melaksanakan tugas Each member of the Board of Directors is able to conduct dan mengambil keputusan sesuai dengan pembagian tugas their tasks and make decisions according to the division of dan wewenangnya. Namun, pelaksanaan tugas oleh masing-
tasks and authorities. However, the task performance by each masing anggota Direksi tetap merupakan tanggung jawab member of the Board of Directors is still considered as collective bersama. Kedudukan masing-masing anggota Direksi termasuk
responsibility. The position of each Board of Directors member, Direktur Utama adalah setara. Tugas Direktur Utama adalah including President Director, is equal. The task of President mengkoordinasikan kegiatan Direksi.
Director is to coordinate the Board of Directors’ activities. Komposisi, Pengangkatan dan Penggantian Direksi
Composition, Appointment, and Replacement of Board of Directors
a. Pengangkatan dan/atau penggantian anggota Direksi a. Appointment and/or replacement of Board of Directors dilakukan oleh RUPS setelah lulus uji kemampuan dan
member is carried out by GMS after the candidate passed the kepatutan yang dilakukan oleh OJK.
fit and proper test by Indonesia FSA. b. Tata cara pencalonan anggota Direksi wajib berpedoman
b. The procedures for nomination of the Board of Directors pada peraturan OJK yang berlaku.
member must be guided by the applicable Indonesia FSA c. Direksi memiliki komposisi dan jumlah yang sesuai regulation.
kebutuhan untuk menjalankan fungsi fiduciary dan c. The composition and number of Board of Directors are memperhatikan efektivitas dalam pengambilan keputusan.
sufficient to perform fiduciary function and make decision in d. Persyaratan, komposisi dan jumlah Direksi sesuai dengan
effective manner.
peraturan OJK yang berlaku. d. Requirements, composition, and the number of Board of e. Direksi, dipimpin oleh seorang Direktur Utama sebagai
Directors comply with the applicable Indonesia FSA regulation. pelaksana eksekutif dan penanggung jawab tertinggi dari
e. Board of Directors, led by President Director as the executive kepengurusan manajemen Perusahaan.
and the highest person-in-charge from the Company’s management.
Integritas, Kemampuan dan Pengalaman Direksi Integrity, capability, and experience of Board of Directors a. Direksi harus memenuhi syarat integritas sehingga pelaksanaan
a. Board of Directors must fulfill the integrity requisite so that the fungsi pengelolaan Perusahaan dapat dilaksanakan dengan baik.
Company’s management function can be performed well. b. Direksi dilarang memanfaatkan Perusahaan untuk kepentingan
b. Board of Directors is prohibited from taking advantage of the pribadi, keluarga, kelompok usahanya dan atau pihak lain.
Company to benefit its private, family, business group interests or other parties’ interests.
c. Direksi harus memahami dan mematuhi Anggaran Dasar dan c. Board of Directors must comprehend and comply with Articles peraturan perundang-undangan yang berkaitan dengan tugasnya.
of Association and Law related to its tasks. d. Direksi harus memahami dan mampu melaksanakan Pedoman
d. Board of Directors must comprehend and is able to execute GCG sesuai dengan tanggung jawab dan kewenangannya.
GCG Guidelines according to its responsibility and authority. e. Direksi harus memiliki pengalaman yang memadai untuk
e. Board of Directors must have adequate experiences to perform menjalankan peran dan fungsi di bidangnya.
the roles and functions in its field.
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Tugas dan Wewenang
Duties and Authorities
a. Direksi bertugas dan bertanggung jawab secara kolektif a. Board of Directors is collectively responsible to manage the dalam mengelola Perusahaan. Masing-masing anggota
Company. Each member of the Board of Directors can perform Direksi dapat melaksanakan tugas dan wewenangnya serta
his/her duties and authorities as well as make decisions based mengambil keputusan sesuai dengan pembagian tugas dan
on the division of duty and authority among the members of wewenang anggota Direksi.
the Board of Directors.
b. Direksi dapat mendelegasikan tugas dan wewenangnya b. Board of Directors member can delegate his/her duties and ke Direksi lain dengan suatu surat kuasa yang menyatakan
authorities to another member by a letter of authority that alasan pendelegasian dan waktu pendelegasian.
states the reason and time of delegation. c. Tugas pokok Direksi adalah menjalankan pengurusan
c. The main duty of the Board of Directors is to run the Company Perusahaan untuk kepentingan Perusahaan dan sesuai
for the interest of the Company and according to purposes dengan maksud dan tujuan Perusahaan.
and objectives of the Company.
d. Wewenang pokok Direksi adalah menetapkan kebijakan dan d. The main authority of the Board of Directors is to stipulate pedoman kerja sebagai acuan operasional Perusahaan serta
policies and procedures as the reference for the Company’s pengelolaan sumber daya Perusahaan.
operations and resource management. e. Rincian tugas dan wewenang serta hal-hal lain yang berkaitan
e. Description of duties and authorities as well as other things dengan pelaksanaan fungsi Direksi diatur dalam Piagam
related to the performance of the Board of Director’s functions Dewan Komisaris dan Direksi.
are regulated by the Charter of Board of Commissioners and Board of Directors.
Berikut ringkasan tugas masing-masing anggota Direksi KPEI: The following is the description of duties for each member of the KPEI’s Board of Directors:
NAMA JABATAN
BIDANG KEGIATAN
NAME TITLE
TASKS
Hasan Fawzi Direktur Utama Koordinasi lembaga kliring dan penjaminan, fungsi hubungan masyarakat dan fungsi pemeriksaan President Director
internal Coordination of clearing and guarantee institution, public relations, and internal audit function
Sunandar Direktur I Fungsi kliring, penyelesaian dan pinjam meminjam efek, fungsi operasional teknologi informasi, fung- Director I
si keuangan dan akuntansi, serta fungsi hukum dan keanggotaan Clearing and settlement, information technology operations, finance and accounting, as well as legal and membership functions
Indriani Darmawati Direktur II Fungsi penjaminan dan pengendalian risiko, fungsi sumber daya manusia dan umum, fungsi riset Director II
dan pengembangan bisnis, fungsi pengembangan teknologi informasi serta fungsi enterprise risk management Risk management, human resources and general affairs, research and business development, information technology development as well as enterprise risk management functions
Kriteria Seleksi
Selection Criteria
Setiap calon anggota Direksi KPEI harus memenuhi kriteria Every prospective member of KPEI Board of Directors has to fulfill sebagai berikut:
the following criteria:
a. Orang perseorangan warga negara Indonesia dan cakap a. An Indonesian citizen and legally competent; melakukan perbuatan hukum; b. Memiliki akhlak dan moral yang baik;
b. Has good character and moral values; c. Tidak pernah dinyatakan pailit atau menjadi Komisaris
c. Has never been declared bankrupt or never become a atau Direktur yang dinyatakan bersalah atau turut bersalah
Commissioner or a Director who is found guilty or otherwise menyebabkan suatu perusahaan menjadi pailit;
partially responsible for a company’s bankruptcy; d. Tidak pernah dihukum karena melakukan tindak pidana
d. Has never been punished for a criminal offense; kejahatan; e. Tidak pernah melakukan perbuatan tercela di bidang pasar
e. Has never committed a disgraceful act in the capital market modal dan keuangan;
and finance sectors;
f. Tidak pernah melakukan pelanggaran yang material atas f. Has never committed a material violation against the prevailing ketentuan peraturan perundang-undangan di bidang pasar
laws and regulations concerning the capital market; modal;
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
g. Mempunyai pemahaman terhadap peraturan perundang- g. Understands regulations of the capital market and has undangan di bidang pasar modal dan pengetahuan yang
an extensive knowledge on capital market, including the luas tentang pasar modal termasuk perkembangan pasar
development of international capital market; modal internasional; h. Mempunyai komitmen terhadap pengembangan Lembaga
h. Is committed to the development of Clearing and Guarantee Kliring dan Penjaminan dan pasar modal Indonesia;
Institution and Indonesia capital market; i. Memahami prinsip-prinsip tata kelola perusahaan yang baik
i. Understands good corporate governance principles, risk dan prinsip-prinsip pengelolaan risiko, dan persyaratan
management principles, and other requirements as stipulated lain
sebagaimana ditentukan
by the prevailing regulations.
berlaku. Setiap anggota Direksi yang telah diangkat tidak diperkenankan
Every appointed member of the Board of Directors is not allowed memegang jabatan lain, yaitu:
to hold another position simultaneously, namely: a. Anggota Direksi, Dewan Komisaris atau karyawan a. Member of Board of Directors, member of Board of perusahaan lain;
Commissioners, or employee in another company; b. Jabatan struktural dan fungsional lainnya dalam instansi,
b. Other structural and functional position in an organization, lembaga pemerintah pusat dan atau daerah, dan perusahaan
central or regional government, and private company with swasta yang memiliki kepentingan dengan usaha Perusahaan;
interest in the Company’s business; c. Jabatan lain yang dapat menimbulkan pertentangan
c. Other positions that can cause direct or indirect conflict of kepentingan secara langsung atau tidak langsung dengan
interest with the Company, and/or those that contradict the Perusahaan dan/atau yang bertentangan dengan ketentuan-
prevailing law and regulations.
ketentuan perundang-undangan yang berlaku. Susunan Direksi
Composition of the Board of Directors Susunan Direksi ditetapkan berdasarkan kebutuhan Perusahaan
The composition of the Board of Directors is determined based dengan tetap memperhatikan efektivitas, ketepatan, dan on the Company’s needs, taking into account of effectiveness, kecepatan dalam pengambilan keputusan, serta dalam bertindak
accuracy, and speed in decision making as well as the ability to secara independen.
act independently.
Direksi KPEI beranggotakan 3 (tiga) anggota yang diangkat The current KPEI Board of Directors consists of 3 (three) members, melalui keputusan RUPS. Semua anggota Direksi KPEI telah
who were appointed by the GMS Resolution. All members of the memenuhi persyaratan kompetensi maupun administratif dengan
Board of Directors have met the competency and administrative masa jabatan Direksi untuk setiap periode adalah 3 (tiga) tahun.
criteria. The term of office for members of the Board of Directors is 3 (three) years for every period.
Rapat Direksi Sesuai ketentuan Anggaran Dasar Perusahaan, Rapat Direksi
Board of Directors Meetings
diselenggarakan sedikitnya 1 (satu) kali dalam 1 (satu) bulan atau As stipulated in the Company’s Articles of Association, the Board diadakan sewaktu-waktu berdasarkan permintaan minimal dari
of Director meeting shall be held at least 1 (once) a month or at satu anggota Direksi, atau atas permintaan Dewan Komisaris,
any time, as requested by at least one member of the Board of atau atas permintaan tertulis pemegang saham.
Directors, or at the request of the Board of Commissioners, or Keputusan Rapat Direksi harus diambil berdasarkan musyawarah
upon a written request from a shareholder. untuk mufakat, baik dengan cara penyelenggaraan atau tanpa
Decisions of the Board of Director meeting must be based on penyelenggaraan rapat. Pengambilan keputusan yang dilakukan
deliberation for consensus, with or without a meeting. Decisions tanpa menyelenggarakan Rapat Direksi, dianggap sah jika made without holding Board of Director meeting are deemed semua anggota telah diberitahu secara tertulis dan memberikan
valid if all members have been notified in writing and have given persetujuan tertulis dengan membubuhkan tanda tangan
written approvals by signing the minutes of meetings. In the event pada risalah rapat. Dalam hal terdapat perbedaan pendapat
of a dissent and failure to make a decision based on deliberation, dan keputusan berdasarkan musyawarah tidak tercapai, maka
then the final decision will be made by President Director based keputusan final diambil oleh Direktur Utama sesuai dengan
on his/her authority.
kewenangannya.
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Reaching the Highest Achievements
Sepanjang 2017, KPEI menyelenggarakan Rapat Direksi sebanyak Throughout 2017, KPEI held 12 (twelve) Board of Director 12 (dua belas) kali dengan tingkat kehadiran masing-masing meetings. The attendance of each member is listed in the anggota Direksi seperti yang tersaji dalam tabel dibawah ini:
following table:
Data Kehadiran Rapat Direksi Board of Directors Meeting Attendance List
NAMA JUMLAH RAPAT DALAM SETAHUN
PEMENUHAN KEHADIRAN PADA RAPAT (%) NAME
JUMLAH KEHADIRAN
ATTENDANCE PERCENTAGE (%) Hasan Fawzi
NUMBER OF MEETINGS IN A YEAR
NUMBER OF ATTENDANCE
12 12 100 Sunandar
12 12 100 Indriani Darmawati
Remunerasi Direksi Remuneration for Board of Directors Besaran remunerasi Direksi ditetapkan berdasarkan 3 (tiga)
Remuneration for Board of Directors is determined based on 3 hal yakni hasil RUPS, RKAT, dan Surat Keputusan Direksi.
(three) things: Resolutions of GMS, RKAT, and Board of Director Komponen perhitungan remunerasi Direksi dijelaskan pada
Decree. The remuneration components for the Board of Directors tabel dibawah ini:
are listed in the table below:
JENIS PENGHASILAN DAN FASILITAS
KETENTUAN CONDITIONS
TYPE OF INCOME AND FACILITY
KoMPENSASI PER BULAN MoNTHLY CoMPENSATIoN
Gaji Pokok
Berdasarkan RUPS, dengan ketentuan:
Honorarium
• Direktur Utama 100% • Direktur 90% Based on GMS, with the following conditions:
• President Director 100% • Director 90%
Housing Allowance Tunjangan Pajak Penghasilan
Tunjangan Perumahan
Berdasarkan RUPS Based on GMS
Berdasarkan RUPS, penggantian 100%
Income Tax Allowance
Based on GMS, 100% reimbursement
KoMPENSASI TAHUNAN ANNUAL CoMPENSATIoN
Tunjangan Pendidikan
Education Allowance Tunjangan Hari Raya
Berdasarkan RUPS, besaran 1,5x Based on GMS, 1.5x
Eid Al-Fitr Allowance Tunjangan Cuti
Berdasarkan RUPS, besaran 1,5x Based on GMS, 1.5x
Leave Allowance Tunjangan Kesejahteraan
Berdasarkan RUPS, besaran 1x Based on GMS, 1x
Welfare Allowance Apresiasi
Berdasarkan RKAT, besaran 1x Based on RKAT, 1x
Berdasarkan RKAT Based on RKAT
Appreciation
KoMPENSASI PER PERIoDE CoMPENSATIoN PER PERIoD
Vehicle Allowance Penghargaan Masa Kerja
Tunjangan Kendaraan
Berdasarkan RUPS Based on GMS
Berdasarkan RUPS Based on GMS
Severance Package
FASILITAS LAIN-LAIN oTHER BENEFITS
Parkir, Bahan Bakar, dan Tol
Parking, Fuel, and Toll Asuransi Jiwa
Berdasarkan RKAT Based on RKAT
Life Insurance Asuransi Kesehatan: Rawat Jalan,
Berdasarkan RKAT Based on RKAT
Health Insurance: Out-patient, Glasses, Kacamata, Rawat Inap, Bedah,
Berdasarkan RKAT Based on RKAT
In-patient, Surgery, Critical Insurance , Asuransi Penyakit Kritis, Melahirkan
Maternity BPJS Ketenagakerjaan
Employment Insurance BPJS Kesehatan
Berdasarkan RKAT Based on RKAT
Employee Health Care Fasilitas Keanggotaan Profesi,
Berdasarkan RKAT Based on RKAT
Professional Membership Facilities, Olahraga, dll
Berdasarkan RKAT Based on RKAT
Sports Membership Facilities, etc. Fasilitas Perjalanan Dinas
Berdasarkan SK Direksi
Business Trip Facilities
Based on Board of Director Decree
Medical Check Up
Berdasarkan RKAT Based on RKAT
Medical Check Up
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Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
Besaran remunerasi Direksi untuk tahun buku 2017 dengan The remuneration of the Board of Directors for the financial year mempertimbangkan kinerja dan kondisi keuangan Perusahaan
2017, with consideration of the Company’s performance and adalah sebesar Rp20,90 miliar.
financial condition, was Rp20.90 billion. Pelatihan Direksi
Board of Directors Training
Pelatihan yang diikuti oleh Direksi KPEI sepanjang 2017, di Throughout 2017, the Board of Directors of KPEI participated in antaranya adalah:
the following training programs:
Rakor Kick Off Inisiatif 2017 dan
Coordination Meeting Kick Off Team Building Manajer Lini
13-15 Januari January 2017
Lombok
Initiative 2017 and Team Building Activity for Line Managers
10 th Annual Best Deal & Solution Awards 2016 Luncheon
10 th Annual Best Deal & Solution
24-26 Januari January 2017
Sepang, Malaysia
Awards 2016 Luncheon Workshop "Detailed Study of
"Detailed Study of Loans for Loans for Margin Transactions"
19-25 Februari February 2017
Jepang
Margin Transactions" Workshop Rakor BOC, BOD, Komite Audit
Coordination Meeting for the SRO dan Anak Perusahaan
3-5 Maret March 2017
Bali
BOC, BOD, Audit Committee SRO, and Subsidiaries
Underwriter Seminar 2017 Courtesy Meeting & Parabellum
Underwriter Seminar 2017
9-10 Maret March 2017
Bali
Courtesy Meeting & Parabellum Visit & Penyerahan Award, Best
16-20 April April 2017
London, Inggris
Visit & Award Ceremony for the Risk Management
Best Risk Management Shareholders Capacity Building
KSEI Shareholders Capacity KSEI 2017
27 April April - 1 Mei May 2017
Osaka dan Tokyo, Jepang
Building 2017 Capacity Building Anggota
Capacity Building Bursa tahun 2017
18-21 Mei May 2017
Melbourne, Australia
for the 2017 Courtesy Visit ke Nasdaq
Courtesy Visit to Nasdaq Event BEI Hiking Camp Kawah
6-11 Agustus August 2017
USA
IDX Hiking Camp Ratu Crater Ratu
16-17 Agustus August 2017
Bogor dan Sukabumi
Bandung Business Forum: Strategi Menuju Optimalisa-
Bandung Business Forum :
23-24 Agustus August 2017
Bandung
Strategies for Optimizing si Pertumbuhan Perusahaan
Company’s Growth through Melalui Pasar Modal Indoensia
Indonesian Capital Market Planning Session 2017 dan
Planning Session 2017 and Sharing Session
25-27 Agustus August 2017
Bali
Sharing Session FGD: The Establishment of New
FGD: The Establishment of New Central Clearing Counterparty in
3-5 September September 2017
Bali
Central Clearing Counterparty Indonesia
in Indonesia Seminar Pemegang Saham KSEI
KSEI Shareholders Seminar 2017 2017
14-16 September September 2017
Solo, Jawa Tengah
Capital Market Communities Trip
Capital Market Communities Trip KPEI Capacity Building AK
6-13 Oktober October 2017
Munich dan Wina
KPEI Capacity Building CM TCS Summit Asia Pacific 2017
20-22 Oktober October 2017
Manado
TCS Asia Pacific Summit 2017 WFC Global Conference of Cen-
23-26 Oktober October 2017
Sydney
WFC Global Conference of tral Securities of Depositories
13-18 November November 2017
Hong Kong
Central Securities of Depositories The 4 th International Financial
The 4 th International Financial Cooperation Forum (IFCF)
3-6 Desember December 2017
Korea
Cooperation Forum (IFCF)
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Penilaian Kinerja Direksi Performance Assessment of the Board of Directors Penilaian kinerja Direksi mengacu pada Key Performance Indicator
Performance assessment of the Board of Directors refers to Main (KPI) unggulan KPEI. Hasil penilaian tersebut dipresentasikan KPIs Key Performance Indicator (KPI). The assessment result melalui mekanisme penyampaian laporan pertanggungjawaban
was presented through the accountability reporting mechanism atas tugas dan tanggung jawabnya di hadapan RUPS.
on their duties and responsibilities at the GMS. Ada 5 (lima) KPI Unggulan KPEI di tahun 2017, yakni:
The 5 (five) Main KPIs of KPEI in 2017 are: 1. Persentase Ketepatan Waktu Proses Penyelesaian
1. Timely Settlement Process Percentage KPI ini bertujuan untuk mengukur pencapaian target waktu
This KPI measures the time performance target of daily penyelesaian transaksi bursa harian yang masih dalam kontrol
securities exchange transactions settlement t under KPEI’s KPEl.
control.
Pengukuran KPI ini dihitung dengan cara membandingkan The KPI is measured by comparing the number of days with jumlah hari yang penyelesaiannya dilakukan paling lambat
transactions settled before 1.30pm and the total number of pukul 13.30 WIB dengan total jumlah hari penyelesaian
settlement days in a month. The performance target for 2017 selama satu bulan dengan angka target tahun 2017 sebesar
is 100%.
100%. 2. Persentase Ketersediaan Sistem - Sistem Utama
2. Core Systems Availability Percentage KPI ini bertujuan untuk mengukur persentase ketersediaan
This KPI measures the percentage of core systems service layanan sistem-sistem utama KPEI yang berfungsi sesuai
availability in KPEI to function according to the operational dengan kondisi operasional dan tidak menyebabkan
conditions without causing any disruption during the time gangguan terhadap rentang waktu yang diberikan untuk
period allocated to carry out operational activities of KPEI. layanan kegiatan operasional KPEI. Pengukuran KPI ini dihitung dengan cara membandingkan
The KPI is measured by comparing the actual uptime and antara jumlah waktu sistem beroperasi dengan normal (actual
total planned uptime according to the number of designated uptime ) dengan target total jumlah waktu yang direncanakan
trading days, with a target of 97%. sistem beroperasi dengan normal ( total planned uptime) sesuai dengan hari bursa yang ditetapkan dengan target sebesar 97%.
3. Jumlah Kejadian Ketidakcukupan Agunan 3. Number of Inadequate Collateral Incidents KPI ini bertujuan untuk melihat jumlah hari kejadian kegagalan
This KPI measures the default day numbers of CM with AK dengan nilai agunan yang tidak mencukupi atau tidak
incidents due to inadequate collateral which is unable to cover dapat menutupi penggunaan dana jaminan.
the guarantee funds.
Pengukuran KPI ini dihitung dengan cara membandingkan The KPI is measured by comparing the total day numbers with total jumlah hari tercapainya kecukupan agunan dengan total
adequate collateral and the total number of settlement days in jumlah hari penyelesaian selama tahun 2017 dengan target 0.
2017, with a target of 0%.
4. Indeks Kepuasan Anggota Kliring 4. Indeks Kepuasan Anggota Kliring KPI ini bertujuan untuk mengukur tingkat kepuasan AK sebagai
This KPI measures the satisfaction level of CMs as the main pengguna jasa utama KPEI, atas layanan yang diberikan oleh
users of KPEI toward the service provided by KPEI. KPEI. KPI ini dihitung berdasarkan hasil pelaksanaan survei kepuasan
The KPI is calculated based on the result of the annual CM AK yang dilakukan setiap tahunnya. Pengukuran KPI ini
satisfaction survey. The KPI is measured by comparing CM dihitung dengan cara membandingkan indeks kepuasan AK
satisfaction index obtained from the survey with the target for hasil survei, dengan target tahun 2017 sebesar 80%.
2017, which is 80%.
5. Persentase Pemenuhan atas Standar Internasional untuk CCP 5. Persentase Pemenuhan atas Standar Internasional untuk CCP KPI ini bertujuan untuk mengukur tingkat pemenuhan KPEI
This KPI measures KPEI fulfillment level toward the terhadap standar internasional untuk CCP, berupa IOSCO-
international CCP standard: IOSCO-Principles of Financial Principles of Financial Market Infrastructures (PFMI), ISO
Market Infrastructures (PFMI), ISO 9001, and ISO 27001. 9001, dan ISO 27001.
Pengukuran KPI ini dihitung dengan cara membandingkan The KPI is measured by comparing the fulfillment percentage of persentase pemenuhan atas standar internasional untuk CCP
international CCP standard in 2017, with a target of 82%. tahun 2017, dengan angka target tahun 2017 sebesar 82%.
LAPORAN TAHUNAN 2017 ANNUAL REPORT | PT Kliring Penjaminan Efek Indonesia 133
Strategi Bisnis
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Business Strategy
Corporate Governance
Corporate Social Responsibility
Hasil kinerja Direksi selama 2017 yang diukur dengan KPI The performance results of the Board of Directors during 2017 as Unggulan tersebut adalah:
measured by the Main KPIs are:
Persentase Ketepatan Waktu Proses
Timely Settlement Process Percentage Penyelesaian
Persentase Pencapaian 2017
Percentage Achievement in 2017
Persentase Ketersediaan Sistem-Sistem
Availability of KPEI’s Core Systems Utama KPEI
Persentase Pencapaian 2017
Percentage Achievement in 2017
Jumlah Kejadian Ketidakcukupan Agunan
Jan Jan
0 0 Number of Inadequate Collateral
Persentase Pencapaian 2017
Percentage Achievement in 2017
134 LAPORAN TAHUNAN 2017 ANNUAL REPORT | PT Kliring Penjaminan Efek Indonesia
Reaching the Highest Achievements
Indeks Kepuasaan Anggota Kliring
Clearing Member Satisfaction Index
Persentase Pencapaian 2017
Percentage Achievement in 2017
Persentase Pemenuhan atas Standar
Percentage of Fulfillment of International Internasional untuk CPP
Standards for CCP
Persentase Pencapaian 2017
Percentage Achievement in 2017 Persentase Pencapaian 5 KPI Unngulan
Percentage Achievement 5 KPEI Main KPEI Tahun 2017
KPI in 2017