Corporate Secretary
Hendra Purnama
Corporate Secretary
Citizenship and Domicile:
Indonesian, domiciled in Indonesia.
Education:
- National University – USA Master Degree, Business Administration with specialization in Financial Management and International Business (1997)
- Bachelor Degree, Business Administration (1995)
Career:
- PT Dayamitra Telekomunikasi Tbk., Chief Investment Officer (2021-present)
- DBS Vickers Sekuritas Indonesia, President Director (2011-2021)
- Capsquare Asia Planners, Director Corporate Finance (2009-2011)
- DBS Vickers Securities Indonesia, Assistance Vice President — Corporate Finance (2007-2009)
- Mandiri Sekuritas, Assistance Vice President — Investment Banking (2003-2007)
- Bhakti Capital Indonesia Tbk, Officer Corporate Finance (2001-2003)
Business Ethics and AKHLAK Core Values Behavior
The applicable Company Ethics serves as a code of conduct for all elements of the Company, both stakeholders, shareholders, management and employees. The implementation of Company ethics on an ongoing basis is expected to shape the Company’s culture. The Company also applies several principles related to the ethics of implementing GCG, ethics and culture of the Company.
Business Ethics
- We strive to be an honest and committed company by running a healthy, strong and fair business that is driven by commendable values and law-abiding and respects all stakeholders.
- The Company is obliged to run or manage the Company’s business by observing the principles of business ethics and the applicable laws and regulations.
- The Company implements the principles of Good Corporate Governance and cares for the community, culture and the environment.
- Acts against the law and violating ethics are prohibited even for business reasons or pressure from any party.
- The Company protects every reporter who provides information regarding legal violations, unethical events, or other actions that violate the principles of Good Corporate Governance.
Behavior Core Value “Akhlak”
Unit Internal Audit
Vision
As a “Smart Partner” for Management, Business Units / Work Units and subsidiaries in order to achieve the Company’s objectives and as a supporter for all levels of the Company and subsidiaries to create a culture of discipline in implementing all statutory provisions / policies / regulations / procedures / processes applicable business.
Mission
- Provide IA services and consultancy in a professional, objective and independent manner for Management, Business Units / Work Units, subsidiaries.
- Providing assurance (assurance) regarding the feasibility of financial reporting.
- Actively monitor the implementation of internal controls, provide support in improving the implementation of GCG, and evaluate the implementation of risk management.
Duties and Responsibilities
Duties and Responsibilities of the Internal Audit Unit are governed by the following Internal Audit Charter:
Internal Audit Charter
1 file(s) – 719 KB
The Basic Principles of Applying GCG
For Mitratel, Good Corporate Governance (GCG) is a process that regulates corporate management mechanisms in order to create sustainable economic value while still providing balanced protection for all stakeholders. The Company wants to ensure that our business growth remains within the corridors of ethics and behavior as a guide for Mitratel’s personnel in building a good corporation.
As part of the Telkom Group, our GCG concepts and foundation, of course, also refer to the principles held by our parent company, PT Telekomunikasi Indonesia (Persero) Tbk. We believe by implementing GCG in an orderly and consistent manner, we can become more professional at work so as to maximize the value of the Company in the form of improved performance and the image of the Company (corporate image).
GCG also ensures that we have delivered work efficiency obligations in a transparent and accountable manner. Therefore, the Company actively engages in various activities that have become an annual governance work agenda. From the initial stage, all of these activities, supported by a comprehensive and clear policy framework.
In implementing the GCG implementation, Mitratel always refers to Law No. 40 of 2007 concerning Limited Liability Companies, applicable regulations and provisions including Ministy of SOEs’ Regulation no: PER-01/MBU/2011 concerning
the Implementation of GCG in State-Owned Enterprises (SOEs) and “General Guidelines for Good Corporate Governance”.
The basic principles of GCG that apply and are applied by the Company include five aspects, namely: the principles of openness, accountability, responsibility, independence, and fairness. The application of the five principles will make a positive contribution in improving the Company’s GCG practices.
Corporate Governance Structure
As a limited liability company established under Indonesian law, the Company has three corporate organs, consisting of: (1) General Meeting of Shareholders; (2) Board of Commissioners; (3) Directors. Each organ has its own duties and authority and is independent in carrying out its duties and authority in accordance with the Company’s Articles of Association and applicable laws and regulations.
The structure of good corporate governance is regulated in the following conditions:
- GMS as a decision making forum that has authority that is not given to the Board of Commissioners and Directors.
- The Board of Commissioners as the supervisor of the implementation of policies implemented by the Directors.
- Directors as managers of the Company.
GCG Implementation
The Company is committed to implementing good corporate governance consistently so that it can always provide the best service to customers while considering the interests of other stakeholders.
The commitment to implement GCG is based on the Company’s understanding that:
- In the era of global competition, the success of a country’s economy is largely determined by the success of existing companies. The Company as a tower provider and telecommunications infrastructure provider has the responsibility to encourage and participate in contributing to the success of the country’s economy.
- Corporate governance violations that have occurred in corporations such as the scandal of several large companies in the world encourage the Company to be vigilant and preventive in fraud practices in management that are not detected in a long time due to weak supervision. This is an effort to prevent bankruptcy or threat to the sustainability of the Company’s business.
- The Company must fully have a corporate culture which is the core of corporate governance. The Company continues to review the implementation of GCG in the Company and improve it through corporate governance policies.
- The application of GCG is not actually assessing whether the Company has a policy or a way about how to manage a good company, but more than that, it requires every person in the Company to carry out corporate governance management practices by acting in the interests of the corporation and not for personal interests or group.
- As the organization grows and develops, the application of GCG in a corporation may not be surrendered or dependent on people but it is necessary to make policies or guidelines that govern it.
Risk Management
In line with the commitment to carry out good corporate governance, the Company implements Enterprise Risk Management (ERM) which aims to anticipate all risks that may arise in every business activity. These risks are managed so as not to impede the achievement of the Company’s goals and objectives.
In ERM, Risk Management is inherent in the operation of each work unit, involving all members of the Company, management and employees to identify an event or potential event that can cause harm and to manage those risk comprehensively.
In order to integrate Risk Management into an inseparable part of the Company’s business and operational processes, several strategic steps have been taken which include:
- Developing Risk Management policies as a guideline for the Company’s risk management in the form of a Decree of the Directors of PT Dayamitra Telekomunikasi no. KD.13/CEO-010/III/2012 dated March 15, 2012. This guideline contains the standard framework for implementing Risk Management, which is implemented in the ERM at every level;
- Establishing risk registers and periodically assess risk levels and mitigation plans needed to control risk in accordance with the risk register;
- Determining the priority scale of Risk Management and alternative mitigation plans by considering the level of cost and benefit;
- Monitoring the implementation of the mitigation program and its impact on changes in the level of risk on a regular basis to ensure that the level of risk can be controlled in a reasonable level and reporting the results of risk control to stakeholders and related parties.
In carrying out its business activities, the Company is inseparable from a number of risks, both risks originating from internal and external companies. To ensure that all risks that have the potential to impede the achievement of company objectives can be identified and controlled, a risk management process is carried out, starting from risk identification, assessment of risk levels, preparation of risk control programs (mitigation) to monitoring, and ongoing control.
Risk Management Policy
The Company continues to improve the effectiveness of Risk Management by evaluating its implementation and disseminating Risk Management policies to the Directors and related Management as a guide in making decisions. In addition, an agreement from the Board of Directors and related Management is needed for the strategy to be taken. The entire process from the identification of risks to obtaining approval from the Risk Management Committee is well documented. After decisions and strategies have been determined, monitoring and reporting are then carried out with assistance from the Internal Audit Unit.
The management of Risk Management refers to the Risk Management Guideline in accordance with Decision of Directors no.KD.13/CEO-010/ III/2012. This guideline contains the standard framework for implementing Risk Management, which is implemented in ERM at every level.
Like other business sectors, our business activities are inseparable from business risks, which are influenced by internal and external factors. Therefore, Risk Management plays an important role in business management as an anticipation step for potential uncertainties as well as formulating necessary mitigation measures.
To ensure that all employees understand and respect ethics in carrying out their duties and business, the Company requires all employees to sign the Integrity Pact statement document at the beginning of each year.
Dissemination and Efforts to Impose Integrity Pact
We socialize the integrity pact via email and intranet to all levels of management and employees. We take this step so that employees understand and respect the ethics in carrying out their duties and conducting business as well as possible so that the dignity and integrity of the Company’s employees is always maintained and continuously improved.
The socialized material contains several things such as those listed in the GCG PD, namely business ethics, fraud, risk management, internal control (“SOA”), whistleblowing, prohibition of gratification, IT governance, maintaining information security and other integrated matters and related to Corporate Governance practices.
Whistle Blowing System
Violation reporting system or Whistle Blowing System is one element of internal control at the entity level (entity level control). This system is designed and run by the Board of Commissioners to prevent, identify and detect possible criminal acts (fraud) and violations of applicable regulations, which can result in losses for the Company. This system provides formal reports for third parties and employees to submit complaints and provides clear and consistent policies and procedures for handling complaints.
Complaints submitted by reporters must be made with a sense of responsibility and not slandering, which can tarnish someone’s good name or reputation. Complaints from Third Parties and Employees are handled by Commissioners, Accounting and internal control over financial reporting that could potentially result in material misstatement in the financial statements:
- Audits, especially those concerning the independency of the Public Accounting Firm;
- Violations of laws and regulations relating to the Company’s operations;
- Violations of internal regulations that have the potential to cause harm to the Company;
- Fraud and/or suspected corruption committed by officials and/or employees of the Company;
- The behavior of the Directors and Management that is not commendable, which could potentially tarnish the reputation of the Company or cause harm to the Company.
The dishonorable behavior of the Directors and Management includes: dishonesty, conflict of interest with the Company, or misleading information to the public. Complaints submitted by the reporter must be made with a sense of responsibility and not slandering, which can tarnish the reputation or reputation of someone.
Requirements for Filing a Complaint Delivered in written form:
- Contains reporter’s identity. The Commissioner will maintain the confidentiality of the reporter’s identity;
- Contains information that provides instructions regarding problems as described in the types of complaints above;
- Information must be supported by sufficient and reliable evidence as preliminary data for further examination