This document outlines Herman Darnel Ibrahim's presentation on the implementation of Good Corporate Governance (GCG) practices at PT Indonesia Power. It discusses PT Indonesia Power's background, the stages of GCG implementation including mapping existing practices and formulating a Code of Conduct, and socializing and enforcing the Code. The presentation highlights both areas where PT Indonesia Power demonstrates strong GCG compliance and aspects that need further improvement to fully adopt international GCG standards.
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The document discusses support provided by the World Bank Group for business entry reforms. It provides assistance to countries on legal, institutional, procedural, and technological solutions to improve regulatory requirements for setting up formal businesses. Recent trends include simplifying registration requirements, integrating government agency functions, and using information technology. The WBG supports business entry reforms in 50 countries through analytical work, advisory services, and lending. It also discusses the Doing Business indicators and reports which measure business regulations and have inspired completed and ongoing reforms in many countries.
The two companies, JX Holdings and TonenGeneral, will integrate their businesses to establish a stronger integrated group. They will undertake a share exchange where JX Holdings becomes the parent company and TonenGeneral the subsidiary. The integration aims to establish one of Asia's most prominent energy, natural resource, and materials groups. The combined group expects to achieve over 100 billion yen in profit improvements within three years through synergies across supply, manufacturing, procurement and IT. The integrated group will aim to strengthen its foundation, pursue growth strategies, and achieve management goals such as over 500 billion yen in free cash flow by 2019.
Curriculum Vitae of Yusak Gunawan June2016Yusak Gunawan
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The Implementation of the Market Based Mechanism in Indonesia, a JCM Case StudyDicky Edwin Hindarto
To reduce the GHG emission, Indonesia need to develop market based mechanism. This presentation describe the opportunities to develop a market based mechanism activities in Indonesia, particularly using JCM scheme, a bilateral market based mechanism between Indonesia and Japan.
An Evaluation of SME Loan Distribution of IDLC Finance Ltd. in Bangladesh Part 2Naim Mahmud
Small and medium enterprises (SMEs) play an important role in Bangladesh's economy by creating jobs, generating income, and developing industrial linkages. IDLC Financing Ltd. is a major non-bank financial institution in Bangladesh that provides loans to SMEs. The study aims to understand which sectors IDLC provides more loans to and evaluate their overall SME portfolio. It also examines IDLC's lending practices and whether they tend to lend more to specific sectors or segments. The study uses both primary data collected from IDLC and secondary sources to analyze IDLC's SME financing and identify any lending tendencies.
The document discusses support provided by the World Bank Group for business entry reforms. It provides assistance to countries on legal, institutional, procedural, and technological solutions to improve regulatory requirements for setting up formal businesses. Recent trends include simplifying registration requirements, integrating government agency functions, and using information technology. The WBG supports business entry reforms in 50 countries through analytical work, advisory services, and lending. It also discusses the Doing Business indicators and reports which measure business regulations and have inspired completed and ongoing reforms in many countries.
The two companies, JX Holdings and TonenGeneral, will integrate their businesses to establish a stronger integrated group. They will undertake a share exchange where JX Holdings becomes the parent company and TonenGeneral the subsidiary. The integration aims to establish one of Asia's most prominent energy, natural resource, and materials groups. The combined group expects to achieve over 100 billion yen in profit improvements within three years through synergies across supply, manufacturing, procurement and IT. The integrated group will aim to strengthen its foundation, pursue growth strategies, and achieve management goals such as over 500 billion yen in free cash flow by 2019.
Curriculum Vitae of Yusak Gunawan June2016Yusak Gunawan
Yusak Gunawan has over 15 years of experience in finance, accounting, and procurement. He currently serves as the Procurement and Corporate Finance Department Head for PT KUBIC GASCO, where he has led several CNG station projects. Prior to this role, he held finance and accounting positions with PT Plaza Indonesia Group and KAP Drs Hendrawinata & Gani. He has extensive experience in financial modeling, corporate finance, and developing business relationships with investors.
Economics presentation (Ease of Doing business in India ppt)Adithya Shettar
The document discusses India's performance in the World Bank's Ease of Doing Business rankings. It provides details on how the rankings are calculated based on 10 sub-indices. India has improved its ranking over the years due to various reforms like streamlining construction permits, reducing the time required to get electricity connections, implementing GST to replace multiple taxes, and enacting a new bankruptcy code. The document outlines India's progress on different indicators and highlights further reforms needed to continue improving the business environment and achieve a top 50 ranking.
JRP Solutions is an energy consulting firm that helps businesses optimize costs, improve energy efficiency, and ensure compliance with energy regulations. The document discusses the Energy Savings Opportunities Scheme (ESOS), which requires large UK businesses to complete energy audits of 90% of their energy usage by December 2015. It provides an example of how JRP conducted an energy audit for a manufacturing plant, identifying over 80 improvement opportunities that could reduce energy consumption and costs significantly if implemented. The summary concludes by emphasizing that businesses should work closely with an experienced lead assessor to comply with ESOS in a way that maximizes energy and cost savings.
Resume : "COBIT 5 for Business Benefits Realization"asvary asvary
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Neeraj Goel has over 21 years of experience in management, consulting, mergers and acquisitions, and business development. He has held roles such as CFO, COO, and Group CFO for various companies. Some of his accomplishments include saving over $10 million in taxes and expenses, reducing indirect tax pending cases by over 7 years, and turning around companies from financial losses to profits. Currently, he is the Executive Director of MNAUM International Private Limited, focusing on management consulting, debt syndication, and mergers and acquisitions.
Neeraj Goel has over 21 years of experience in management, consulting, mergers and acquisitions, and business development. He has held roles such as CFO, COO, and Group CFO for various companies. Some of his responsibilities have included managing finances, operations, statutory compliance, and leading acquisitions. He has experience turning around companies from financial losses to profitability through initiatives like controlling receivables and payables, negotiating settlements, and developing revival business models.
This document provides examples of energy efficiency financing platforms and programs implemented by the International Finance Corporation (IFC). It summarizes several initiatives including:
1) Tata Cleantech Capital Ltd in India, a joint venture between Tata Capital and IFC that has invested $700 million in clean technology projects totaling $4.86 billion.
2) A utility-based energy efficiency program in China that partnered with local banks to provide $625 million in loans, reducing emissions by 19 million tons annually.
3) A risk-sharing facility with Bank of the Philippine Islands that enrolled $82 million in loans, broadening the bank's lending and reducing emissions by 1.9 million tons.
Jammu and Kashmir and Karnataka were compared in terms of ease of doing business. Karnataka ranks highly as it has implemented several reforms like establishing a single window agency, time-bound grievance handling, and online approval processes. However, Jammu and Kashmir ranks lower due to non-performance of key departments despite previous reforms. While J&K launched online portals and simplified processes, ongoing political issues have hindered further improvements to the business environment. Karnataka aims to increase economic growth by further enhancing ease of doing business and promoting Bengaluru.
This document provides a summary of account reviews for two customers: PT. Pelabuhan Indonesia II and Ma Chung University.
For PT. Pelabuhan Indonesia II, the summary outlines the customer overview, organization chart, SWOT analysis, key IT projects, goals and objectives. It then provides strategies, actions and resources needed to achieve each IT project objective, such as renovating the data center and redesigning the port network.
For Ma Chung University, the summary again outlines the customer overview, organization chart, SWOT analysis and key IT projects. It then details the strategies, actions and resources planned to achieve each project objective, such as creating a digital environment for the university and developing a program for
Sana Ahmed completed a 6-week internship at Pakistan Telecommunication Limited (PTCL) from July to August 2012. PTCL is a leading telecommunications company in Pakistan that provides fixed line services, broadband internet, and wholesale mobile services. During her internship, Sana worked in PTCL's finance department and gained experience with tasks like bill processing, bank reconciliation, taxation calculations, and using their SAP software system. She provided an overview of PTCL's history and organizational structure.
Petro Equip Limited is a Papua New Guinean company established in 2007 by landowners from areas impacted by oil and gas projects. The company aims to participate in business opportunities created by mining and oil/gas projects in PNG. It provides general merchandise and services like hardware supplies and furniture. The company has no foreign partnerships but imports goods for sale in PNG. It is led by a Managing Director and has managers overseeing operations, public relations, sales, exports to Indonesia, and finance/accounting. The company seeks to create benefits for local communities from economic activity in the resources sector.
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This presentation presents the main findings from the 2020 OECD Investment Policy Review of Myanmar. This publication will be launched at a virtual event in the presence of Myanmar's Union Minister for Investment and Foreign Economic Relations. The launch was followed by a high-level panel discussion on “Attracting quality investment and building resilience through responsible business conduct and international labour standards". http://www.oecd.org/investment/oecd-investment-policy-reviews-myanmar-2020-d7984f44-en.htm
Transforming Privately Held Firms: Proven Strategies from a CFO's perspective...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
This document provides a summary of a paper on maximizing value through effective business change. It discusses:
1) Volubera Consulting Ltd specializes in supporting public sector organizations and their suppliers to develop practical solutions to challenges. They provide experienced consultants at competitive rates through an associate model.
2) Despite improvements in business change project management, most projects fail to deliver planned benefits. The paper proposes a framework to increase benefits realization, including making senior responsible owners personally accountable for benefits and ensuring projects are aligned with strategic objectives.
3) Previous attempts to improve benefits realization have had limited success. The current economic climate and government reforms make fully implementing the proposed framework more achievable now.
This document provides an overview of working capital management at Federal Mogul Corporation. It discusses the company's mission, finance department structure, research methodology, objectives of the study, principles of working capital, classifications of working capital, needs for working capital, determinants of working capital, and management of receivables, creditors, inventory and cash. Key aspects covered include maintaining adequate current assets to meet liabilities, turnover ratios to evaluate liquidity over time, and conclusions regarding the company's satisfactory but improving liquidity position.
The document provides information on rescuing Suzlon Energy Limited, an Indian wind turbine manufacturer that was facing financial distress. Key points:
1) Suzlon accumulated large amounts of high-cost debt for acquisitions that did not generate expected returns, and faced issues like customer payment defaults and supply chain problems that impacted cash flow.
2) A Corporate Debt Restructuring plan was approved involving debt reduction, interest rate cuts, additional working capital, and equity infusion to improve Suzlon's financial stability.
3) Recent positive developments in the wind energy industry, along with Suzlon's restructuring measures like cost cuts, asset sales, and subsidiaries reorganization, are expected to help the company achieve a
Manish Jindal is a 35-year-old married male seeking a challenging position to further develop his skills. He has over 13 years of experience in finance, accounting, and auditing. Currently, he is the Manager of Commercial Department at UltraTech Cement's Dankuni Cement Works project in West Bengal, where he oversees finance, accounting, reporting, and materials management. Previously, he has held roles with Aditya Birla Management Corporation, Singhi & Co., and S. Ganguly & Associates, gaining experience in statutory audits, tax audits, and claims audits of major companies. He has a B.Com degree and is proficient in ERP systems, accounting software,
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JRP Solutions is an energy consulting firm that helps businesses optimize costs, improve energy efficiency, and ensure compliance with energy regulations. The document discusses the Energy Savings Opportunities Scheme (ESOS), which requires large UK businesses to complete energy audits of 90% of their energy usage by December 2015. It provides an example of how JRP conducted an energy audit for a manufacturing plant, identifying over 80 improvement opportunities that could reduce energy consumption and costs significantly if implemented. The summary concludes by emphasizing that businesses should work closely with an experienced lead assessor to comply with ESOS in a way that maximizes energy and cost savings.
Resume : "COBIT 5 for Business Benefits Realization"asvary asvary
This document provides an overview of COBIT 5 for Business Benefits Realization. It discusses key topics such as introducing enterprise and IT strategic planning using COBIT 5 principles. It also provides practical guidance for using COBIT 5 enablers in governing and managing business benefits realization. Finally, it discusses implementing business benefits realization using approaches like ISACA's COBIT 5 implementation lifecycle and the Australian NSW Government benefits realization process lifecycle. The overall document serves as a guide for professionals to effectively govern and manage business benefits realization.
Neeraj Goel has over 21 years of experience in management, consulting, mergers and acquisitions, and business development. He has held roles such as CFO, COO, and Group CFO for various companies. Some of his accomplishments include saving over $10 million in taxes and expenses, reducing indirect tax pending cases by over 7 years, and turning around companies from financial losses to profits. Currently, he is the Executive Director of MNAUM International Private Limited, focusing on management consulting, debt syndication, and mergers and acquisitions.
Neeraj Goel has over 21 years of experience in management, consulting, mergers and acquisitions, and business development. He has held roles such as CFO, COO, and Group CFO for various companies. Some of his responsibilities have included managing finances, operations, statutory compliance, and leading acquisitions. He has experience turning around companies from financial losses to profitability through initiatives like controlling receivables and payables, negotiating settlements, and developing revival business models.
This document provides examples of energy efficiency financing platforms and programs implemented by the International Finance Corporation (IFC). It summarizes several initiatives including:
1) Tata Cleantech Capital Ltd in India, a joint venture between Tata Capital and IFC that has invested $700 million in clean technology projects totaling $4.86 billion.
2) A utility-based energy efficiency program in China that partnered with local banks to provide $625 million in loans, reducing emissions by 19 million tons annually.
3) A risk-sharing facility with Bank of the Philippine Islands that enrolled $82 million in loans, broadening the bank's lending and reducing emissions by 1.9 million tons.
Jammu and Kashmir and Karnataka were compared in terms of ease of doing business. Karnataka ranks highly as it has implemented several reforms like establishing a single window agency, time-bound grievance handling, and online approval processes. However, Jammu and Kashmir ranks lower due to non-performance of key departments despite previous reforms. While J&K launched online portals and simplified processes, ongoing political issues have hindered further improvements to the business environment. Karnataka aims to increase economic growth by further enhancing ease of doing business and promoting Bengaluru.
This document provides a summary of account reviews for two customers: PT. Pelabuhan Indonesia II and Ma Chung University.
For PT. Pelabuhan Indonesia II, the summary outlines the customer overview, organization chart, SWOT analysis, key IT projects, goals and objectives. It then provides strategies, actions and resources needed to achieve each IT project objective, such as renovating the data center and redesigning the port network.
For Ma Chung University, the summary again outlines the customer overview, organization chart, SWOT analysis and key IT projects. It then details the strategies, actions and resources planned to achieve each project objective, such as creating a digital environment for the university and developing a program for
Sana Ahmed completed a 6-week internship at Pakistan Telecommunication Limited (PTCL) from July to August 2012. PTCL is a leading telecommunications company in Pakistan that provides fixed line services, broadband internet, and wholesale mobile services. During her internship, Sana worked in PTCL's finance department and gained experience with tasks like bill processing, bank reconciliation, taxation calculations, and using their SAP software system. She provided an overview of PTCL's history and organizational structure.
Petro Equip Limited is a Papua New Guinean company established in 2007 by landowners from areas impacted by oil and gas projects. The company aims to participate in business opportunities created by mining and oil/gas projects in PNG. It provides general merchandise and services like hardware supplies and furniture. The company has no foreign partnerships but imports goods for sale in PNG. It is led by a Managing Director and has managers overseeing operations, public relations, sales, exports to Indonesia, and finance/accounting. The company seeks to create benefits for local communities from economic activity in the resources sector.
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
The document discusses how to achieve measurable benefits through organizational change projects. It provides an agenda that will validate the importance of achieving project objectives and benefits, discuss how to make benefits more tangible, consider people-side benefits, and discuss the role of change management in achieving benefits. The document then provides two examples of how a consulting firm helped clients achieve benefits through implementing change management strategies during large IT project implementations.
This presentation presents the main findings from the 2020 OECD Investment Policy Review of Myanmar. This publication will be launched at a virtual event in the presence of Myanmar's Union Minister for Investment and Foreign Economic Relations. The launch was followed by a high-level panel discussion on “Attracting quality investment and building resilience through responsible business conduct and international labour standards". http://www.oecd.org/investment/oecd-investment-policy-reviews-myanmar-2020-d7984f44-en.htm
Transforming Privately Held Firms: Proven Strategies from a CFO's perspective...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
This document provides a summary of a paper on maximizing value through effective business change. It discusses:
1) Volubera Consulting Ltd specializes in supporting public sector organizations and their suppliers to develop practical solutions to challenges. They provide experienced consultants at competitive rates through an associate model.
2) Despite improvements in business change project management, most projects fail to deliver planned benefits. The paper proposes a framework to increase benefits realization, including making senior responsible owners personally accountable for benefits and ensuring projects are aligned with strategic objectives.
3) Previous attempts to improve benefits realization have had limited success. The current economic climate and government reforms make fully implementing the proposed framework more achievable now.
This document provides an overview of working capital management at Federal Mogul Corporation. It discusses the company's mission, finance department structure, research methodology, objectives of the study, principles of working capital, classifications of working capital, needs for working capital, determinants of working capital, and management of receivables, creditors, inventory and cash. Key aspects covered include maintaining adequate current assets to meet liabilities, turnover ratios to evaluate liquidity over time, and conclusions regarding the company's satisfactory but improving liquidity position.
The document provides information on rescuing Suzlon Energy Limited, an Indian wind turbine manufacturer that was facing financial distress. Key points:
1) Suzlon accumulated large amounts of high-cost debt for acquisitions that did not generate expected returns, and faced issues like customer payment defaults and supply chain problems that impacted cash flow.
2) A Corporate Debt Restructuring plan was approved involving debt reduction, interest rate cuts, additional working capital, and equity infusion to improve Suzlon's financial stability.
3) Recent positive developments in the wind energy industry, along with Suzlon's restructuring measures like cost cuts, asset sales, and subsidiaries reorganization, are expected to help the company achieve a
Manish Jindal is a 35-year-old married male seeking a challenging position to further develop his skills. He has over 13 years of experience in finance, accounting, and auditing. Currently, he is the Manager of Commercial Department at UltraTech Cement's Dankuni Cement Works project in West Bengal, where he oversees finance, accounting, reporting, and materials management. Previously, he has held roles with Aditya Birla Management Corporation, Singhi & Co., and S. Ganguly & Associates, gaining experience in statutory audits, tax audits, and claims audits of major companies. He has a B.Com degree and is proficient in ERP systems, accounting software,
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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4. Lean Startup Methodology
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6. Doblin’s Ten Types of Innovation
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8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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19. Microsoft’s Digital Transformation Framework
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To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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GCG ip
1. Jakarta,11 June 2002 Implementation of GCG in PT. IP 1
The Mapping
Formulation and Implementation of
Good Corporate Governance
in PT Indonesia Power
By:
Herman Darnel Ibrahim, Ir.,MSc.
Member of Board Director and Senior Vice President of Systems
and Human Resource of PT Indonesia Power
Presented at:
The 3rd ASEAN Advanced Management
Development Program
Jakarta, 11 June 2002
2. Jakarta,11 June 2002 Implementation of GCG in PT. IP 2
Part 1: Indonesia Power At A Glance
Part 2: Background of Implementing Good Corporate Governance
Part 3: Mapping of GCG Practices In PT Indonesia Power
Part 4: Formulation of Code of Conduct
Part 5: Socialization of COC and Implementation of GCG
Part 6: Summary and Conclusions
Agenda of Presentation
3. Jakarta,11 June 2002 Implementation of GCG in PT. IP 3
Part 1 :
Indonesia Power At A Glance
4. Jakarta,11 June 2002 Implementation of GCG in PT. IP 4
Indonesia Power In Brief
• Established on October 3, 1995 [previously known as PLN.PJB I] wholly
owned by PT PLN, focusing on power generation business;
• It was originally the unbundled assets of PLN in Java and Bali, most of it
came from PLN KJB, a former division of PLN, responsible for the
generation and transmission in the Western Java Region;
• The company has various types of power plant, I.e.: hydro, thermal, gas fired,
combined cycle, geothermal and diesel;
• There are 140 generating units with total capacity of more than 9,000 MW,
spread out strategically in Java and Bali, managed and operated by 8
generation business units [GBU] under the company;
• It has also 1 maintenance Business Unit and 2 subsidiaries, namely
PT Cogindo Daya Bersama [CDB] focusing on co-generation, and
scattered generation services, and PT. Artha Daya Coalindo [ADC]
focusing on coal trading;
• The company employs 3788 people.
5. Jakarta,11 June 2002 Implementation of GCG in PT. IP 5
What Changes Becoming Subsidiary?
Before Subsidiary :
•Business Unit
•Operational Responsibility
•Monopolistic
•Rigidity in Practice
As Subsidiary :
•Independent Legal Entity
•Business Responsibility
•Competitive Environment
•Greater Flexibility
6. Jakarta,11 June 2002 Implementation of GCG in PT. IP 6
The First 5 Years Performance Highlight
No Description 1996 1997 1998 1999 2000
1 Plant Capacity, MW 5685 6836 7386 7318 9039
2 Asset Value, Rp. Billion 5462 8397 11839 12201 15444
3 Energy Sales, TWh 26.4 28.2 30.3 33.1 40.2
4 Revenue, Rp. Billion 2171 2315 4502 5163 6668
5 Net Income, Rp. Billion 231. 8 46.1 64. 5 287. 8 358
6 Number of Employee, 3822 3807 3762 3709 3697
7 Capacity per Employee, MW 1. 48 1. 79 1. 96 1. 97 2. 38
8 Revenue per employee, Rp. Million 568 608 1196 1392 1756
9 Equiv. Availability Factor, percent 81.7 80.1 77.2 81.3 82.4
10 Energy sales growth, percent NA 6.8 7.4 9.2 21.5
While maintaining its reliability at high level, the company has been
steadily showing the performance improvements and its ability to grow
7. Jakarta,11 June 2002 Implementation of GCG in PT. IP 7
How We Relate to PT PLN?
PT. PLN is the sole Shareholder and simultaneously is the single buyer of
the electricity produced by
PT. Indonesia Power.
Vision and Mission of the Company
Vision
To be a public company with world class performance and
environmentally friendly
Mission
To engage in the business of electricity and pursue related
businesses in accordance with the sound business principles
towards ensuring long-term and lasting growth
8. Jakarta,11 June 2002 Implementation of GCG in PT. IP 8
Part 2 :
Background of Implementing
Good Corporate Governance [GCG]
9. Jakarta,11 June 2002 Implementation of GCG in PT. IP 9
Shareholder Concept:
• Focus on maximize the
benefit of shareholders
• Short Terms Profit
• Did not consider the
corporate negative
externality
Paradigm Shift
Stakeholder Concept:
• Focus on necessity balance
over all major stakeholders
• Sustainable Operations
• To Become a Good Corporate
Citizen
What We Understand?
10. Jakarta,11 June 2002 Implementation of GCG in PT. IP 10
Our Transformation Strategy
Mobilization
Corporate
Transformation
Strategy
PT. IP
A World
Class
Genco
To build with
focus and speed
an alignment
between the
leaders of
Indonesia
Power and the
business
strategy
Leverage the
clarity of the
leaderships
intent more
broadly into
PT. IP’s
middle
management
•Organization
Review
•Good
Corporate
Governance
•HR Management
based on
Competency
•New Corporate
Culture
PT.IP
Today
Alignment
11. Jakarta,11 June 2002 Implementation of GCG in PT. IP 11
Attitude
Skill
Knowledge
Competence Based HR Management
Good Corporate Governance
The Soul For Healthy Company
‘New’ Corporate Culture
Management System,
HR Management
5 C: Concept, Competencies,Connection,Caring, Credibility
Indonesia Power As World Class Power Company
People of Indonesia Power
‘Achieving’The Vision Through People
12. Jakarta,11 June 2002 Implementation of GCG in PT. IP 12
In 1998 as monetary crisis stroked Indonesia, the price of
electricity dropped from higher than 7 cents per kWh to less
than 2 cents per kWh, which affecting an enormous pressure
to PLN
Pressure Due To the Economy Crisis
13. Jakarta,11 June 2002 Implementation of GCG in PT. IP 13
What Does The Impact of The Crisis?
• Operating costs exceed the rate of tariff, and subsidy payment
less than the price gap
• PLN equity deteriorating [in 2000 PLN equity simply negative]
• Put PLN has to pass through the pressure to Indonesia Power
by managing Indonesia Power selling price low
[below of its economic price]
14. Jakarta,11 June 2002 Implementation of GCG in PT. IP 14
How Do We Anticipate?
• Focus on and maintain the system reliability
• Develop a strong and highly competence skill based team
• Build the Corporate Image that suited as A Good
Generation Company
• The most important is, to manage our Company according
to the standard of “Good Corporate Governance“
15. Jakarta,11 June 2002 Implementation of GCG in PT. IP 15
Factors Accelerating
the Implementation of GCG
• Minister State Own Enterprises Decree No. 23, 2000:
Development of Good Corporate Governance Practices in
Government Owned Company
• The Board of Director’s commitment to the General
Meeting of Shareholder [GMOS], on their appointment in
2000
• Preparation of the Company’s Initial Public Offering
16. Jakarta,11 June 2002 Implementation of GCG in PT. IP 16
Stage 1
Gap
Identification
and
Assessment
Stage 2
Establish
The Code
of Conduct
Stage 3
Socialization
Of COC and
Implementation
Of GCG
Stage 4
Audit for
GCG
Practices
Mapping Formulation of
Code of
Conduct
And Issuing As
Board Decision
Stages In Implementation of GCG
17. Jakarta,11 June 2002 Implementation of GCG in PT. IP 17
As we realize the importance of the implementation of
Good Corporate Governance
we already conducted, with assistance of GCG Consultant;
mapping of
GCG Practices in PT Indonesia Power
and the formulation of
Code of Conduct of GCG
What We Do Next?
18. Jakarta,11 June 2002 Implementation of GCG in PT. IP 18
Part 3 :
Mapping of GCG Practices
In PT. Indonesia Power
19. Jakarta,11 June 2002 Implementation of GCG in PT. IP 19
Good Corporate Governance Principles:
Fairness
Transparency
Accountability
Responsibility
Good Corporate Governance
20. Jakarta,11 June 2002 Implementation of GCG in PT. IP 20
Mapping : What Components
Are Evaluated In GCG Mapping?
• Ownership structure
• Financial stakeholder relationship
• Financial transparency and information disclosure
• Boards structure and processes
• Risk management and strategic planning
• Other stakeholder concern
• Good Corporate Governance Code and implementation
21. Jakarta,11 June 2002 Implementation of GCG in PT. IP 21
• Human Resources Management
As we introduced our new performance evaluation,
compensation based on performance, fair promotion and
demotion procedures, right to union, continuous training
and education for employees
• Environmental Concerns
As we simultaneously develop, maintain and improving the
awareness of environmental protection
What We Do Best? [1]
22. Jakarta,11 June 2002 Implementation of GCG in PT. IP 22
• Our Financial Transparency
In regards that we are not a Public Company, what we
already establish is merely satisfying for public disclosure
• Community Concerns
As our well-designed community development will
always try to benefit the social welfare of the local
community through our programs, as part of our social
responsibility.
What We Do Best? [2]
23. Jakarta,11 June 2002 Implementation of GCG in PT. IP 23
• Associations with Our Financial Stakeholders
We simply have to map our current financial stakeholders
in broader view as we partly inherited from our holding.
• Information Disclosure
To attract more potential investors we still have a lot to
learn about marketing our business, especially about
information disclosure.
What We Still Have to Improve? [1]
24. Jakarta,11 June 2002 Implementation of GCG in PT. IP 24
• Effectiveness of Management Control System
A preventive aspect need to be considerably put up as
an early warning system for the Company.
• Procurement System
We have to put more attention to the higher integrity of
the system.
What We Still Have to Improve? [2]
25. Jakarta,11 June 2002 Implementation of GCG in PT. IP 25
Within Our Control :
• Risk Management
We have to reduce our open potential risk.
• Role of Corporate Secretary
We have to improve the inter-department communications.
• Board of Directors
Board Manual, Perception on GCG.
What We Are Still Behind? [1]
26. Jakarta,11 June 2002 Implementation of GCG in PT. IP 26
Beyond Our Control :
• Shareholder as a single buyer
The position of PT. PLN as the sole shareholder and as the single
buyer of the electricity produced by PT Indonesia Power may
potentially result in transactions which might not be in accordance
with Corporate Law and GCG Principles.
• Strategic Planning
In general, the Company’s strategic planning seems adequate
enough, but a lot of external factor also affecting in a great deal,
such as arbitrary tariff setting.
• Independent Commissioners
As GCG principles requiring us to have one, we simply can not
have one until General Meeting of Shareholders [GMOS] decided.
What We Are Still Behind? [2]
27. Jakarta,11 June 2002 Implementation of GCG in PT. IP 27
Mapping: Assessment Result and
Some Critical Factors for Improvement
No. Subjects Good Improvement
Needed
Poor
1. Ownership Structure V
2. Financial Stakeholders
Relationship
V
3. Financial Information
Transparency and Disclosure
V
4. Structure and Process of the
Board of Directors and the
Board of Commissioners
V
5. Risk Management and
Strategic Planning
V
6. Other Stakeholder Concerns V
28. Jakarta,11 June 2002 Implementation of GCG in PT. IP 28
“In our opinion, PT Indonesia Power has fairly practiced good
corporate governance in its operations.
The overall result of good corporate governance of PT
Indonesia Power is fair”
“[One of] our recommendation is that PT Indonesia Power
must enhance the quality of strategic analysis by focusing more
on the needs of the analysis and its objectivity.”
[Quoted from the Consultant Final Report Dated 28 February 2002].
GCG Findings?
29. Jakarta,11 June 2002 Implementation of GCG in PT. IP 29
Part 4:
Formulation of Code of Conduct [COC]
30. Jakarta,11 June 2002 Implementation of GCG in PT. IP 30
• Mapping : Assessment of how far the principles of Good
Corporate Governance have been implemented in Indonesia
Power
• Formulating: Formulate the Code of Conduct [COC] on
Good Corporate Governance, and consult the Draft of COC
with Board of Director
• Agreeing: Discuss the Final Draft of COC with Board of
Director, Senior Managers, General Managers and
Employee Union for agreement and support
• Issuing: Issue the Code of Conduct on Good Corporate
Governance as A Board of Director Decision
How We Formulate the Code of Conduct?
31. Jakarta,11 June 2002 Implementation of GCG in PT. IP 31
Formulation the COC :
The Structure of Code of Conduct
• General Code of Conduct
Containing the regulations or general standards implemented by
the company. The regulations or standards are used as basic for the
more specific code or technical regulation. Basically, the Codes
contain basic-shared values.
• Specific Codes
The existence of the Specific Code is needed to explain aspects
related to the business process, tasks, functions and procedures that
need to be done by or in the company or anything related to the
external side of the company. The Code also contains good basic-
shared values, which is special to the process or basic-shared
values that have already been written in the Code as a stress of how
important the values are.
32. Jakarta,11 June 2002 Implementation of GCG in PT. IP 32
• Business Integrity.
• Employees and Industrial Relations.
• Safety, Health and the Environment.
• Community Partnership.
• Political Involvement.
• Technology.
• Fair Business Competition.
• Risk Management.
Formulation of COC :
What We Govern In General COC?
33. Jakarta,11 June 2002 Implementation of GCG in PT. IP 33
• False Statements, False Claim and Conspiracy.
• Conflict of Interest.
• Gifts.
• Kickback.
• Relationship to Government Officials and Personnel.
• Corporate Record and Confidential Information.
• Fraud and Similar Irregularities
• Confidential Reporting of Alleged Code Violations.
Formulation of COC:
What We Govern In Specific Codes?
34. Jakarta,11 June 2002 Implementation of GCG in PT. IP 34
Part 5:
Socialization of COC and
Implementation of GCG
35. Jakarta,11 June 2002 Implementation of GCG in PT. IP 35
Who are Responsible and Involved?
Advised and Supervised by:
Board of Commissioner
Managed by:
Board of Director
Supported and Operated by:
Middle Management
Whole Employee
Good
Corporate
Governance
36. Jakarta,11 June 2002 Implementation of GCG in PT. IP 36
GCG
National
Committee
Guidance
Law And
Regulation
In
Force
Vision
Mission
Corporate
Objective
Corporate or
Industry
Best
Practices
Internal
[PT.IP]
Best
Practices
Good Corporate Governance Code
Technical Regulation
Review
Corporate Culture
Implementation Process of GCG
Socialization
Implementation
37. Jakarta,11 June 2002 Implementation of GCG in PT. IP 37
Socialization of COC:
How We Socialize the Code of Conduct?
• Establish a Task Force, with management and employee
union as representatives as members
• Carry out Training for Trainers on Code of Conduct for the
members of the Task Force
• Socialize the Code of Conduct to all employee of the
company through the Task Force
38. Jakarta,11 June 2002 Implementation of GCG in PT. IP 38
Implementation of GCG:
How Do We Implement It?
• Establish Compliance Committee for Code of Conduct
• Evaluate and Review the COC Implementation regularly
• Maintain, revise and up date the Code of Conduct as a live
document
39. Jakarta,11 June 2002 Implementation of GCG in PT. IP 39
• Awareness of GCG benefit and strong commitment from
BOD and BOC
• Enforcement system and support of the whole employees
• Ability to demonstrate continuous improvements due to
GCG implementation
Implementation of GCG:
How To Make It Successful?
40. Jakarta,11 June 2002 Implementation of GCG in PT. IP 40
Part 6:
Summary and Conclusions
41. Jakarta,11 June 2002 Implementation of GCG in PT. IP 41
Summary [1]
• Management of PT. Indonesia Power has placed the GCG
implementation as part of its transformation strategy
• Management also indicates their belief that the GCG is such the
‘Soul’ without which the healthy company and the Vision can
not be achieved
• The Shareholder and Board of Commissioner have shown their
support and commitment on the implementation of GCG in PT.
Indonesia Power
• By having done the GCG Mapping and formulated the COC of
GCG, PT. Indonesia Power has already landed in the “Island of
Good Corporate Governance”
42. Jakarta,11 June 2002 Implementation of GCG in PT. IP 42
Summary [2]
• GCG Consultant concluded that: “PT Indonesia Power has
fairly practiced GCG in its operations and the overall result
of GCG of PT Indonesia Power is fair”
• PT. Indonesia Power has been in good track in its HR
Management, Financial Transparency, Environmental Concern
and Community Concern
• Referring to Industry best practices on GCG, PT Indonesia
Power still have to improve its Information Disclosure,
Effectiveness of Management Control System and Procurement
System
43. Jakarta,11 June 2002 Implementation of GCG in PT. IP 43
Summary [3]
• PT. Indonesia Power has formulated the Code of Conduct
of GCG, that agreed and supported by its Senior Managers
and the representative of its Employee Union
• The COC of PT Indonesia Power consist of General Codes
that basically contains the basic-shared values, and Specific
Codes that contains policies on the aspects of business
process, tasks, functions and procedures.
• PT. Indonesia Power is now in the stage of socializing the
COC and continues to implementing GCG and improve its
GCG practices in wider aspect of company activities
44. Jakarta,11 June 2002 Implementation of GCG in PT. IP 44
Conclusion
To conclude,
Implementing of Good Corporate Governance in PT Indonesia
Power is not anymore purely related to the Minister of SOE
decree or instruction, and the Shareholder request, but it is
becoming a belief of the Board of Directors and the
Management that shared by the employees through which the
vision of the company to be a World Class Power Company can
be successfully achieved.
Terima Kasih… Thank You
Special thanks and sincere appreciation to Dr. Sofyan A. Djalil, SH,MA,MALD.,
for his support and encouragement in preparing this presentation
45. Jakarta,11 June 2002 Implementation of GCG in PT. IP 45
Presenter Biodata
Herman Darnel Ibrahim was born in Payakumbuh, 15 April 1954.
He graduated from Electrical Engineering Department of Bandung Institute of
Technology [ITB] in 1978 and in 1979 he joined with PLN.
He got Master Degree on Electrical Power System Analyses from University of
Manchester Institute of Science and Technology [UMIST] in 1987.
He is now member of Board of Director and Senior Vice President Human
Resource of PT. Indonesia Power.
Among his previous positions are : Board of Director and Senior Vice President
of Trading and Business Development of PT. PLN PJB 1 [1998-2000], President
Director of PT. Cogindo DayaBersama [1998-1999], Manager of Corporate
Planning Division PLN PJB 1 [1996-1998], Manager of Planning PLN East Java
Distribution [1994-1996], and Manager of Operation and Maintenance PLN
Region IV Southern Sumatra [1990-1994].
Among his current activities are: Chairman of Indonesian Geothermal
Association [API], Vice Chairman of Indonesian Power Society [MKI]