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  • ENG
  •  ID
ENG | ID

  • ABOUT US
    • Company History
    • Company Information
    • Subsidiaries and Association
    • Vision & Mission
    • Corporate Value
    • Milestone
    • Management
      • Board of Commissioners
      • Board of Directors
      • Organization Structure
      • Subsidiaries Entities
    • Achievement
  • PROJECTS
    • Overview
    • Residential
    • Malls and Hotels
    • High Rise Building
  • CUSTOMERS
    • Customer Relations
    • Testimonial
  • INVESTOR RELATIONS
    • Why Invest
    • Annual Reports
    • Financial Information
      • Financial Highlight
      • Financial Statements
      • Dividends
      • Presentation
        • Company Presentation
        • Quarterly Newsletter
    • Share Trading Information
    • Investor News
    • Professional Support Institutions and Capital Markets
    • Prospectus
  • GOOD CORPORATE GOVERNANCE
    • Good Corporate Governance
    • Audit Committee
    • Nomination & Remuneration Committee
    • Corporate Secretary
    • General Meeting of shareholders
    • Articles of Association
    • Information Disclosure
  • MEDIA
    • Press Release
    • News
    • Events
    • Corporate Video
  • CSR
    • Overview
    • Yayasan Metropolitan Peduli
    • Information
  • CAREER
    • Career
    • Management Trainee
  • CONTACT

BACK
AUDIT INTERNAL CHARTER
BOARD OF COMMISSIONERS CHARTER
BOARD OF DIRECTORS CHARTER
NOMINATION AND REMUNERATION COMMITTEE CHARTER
AUDIT COMMITTEE CHARTER
CODE OF CONDUCT
WHISTLEBLOWING SYSTEM
RISK MANAGEMENT

The establishment of the Internal Audit Unit refers to POJK No. 56/POJK.04/2015 regarding the Establishment and Guidelines for Internal Audit Charter. Internal Audit is an organ of governance that is established in order to provide added value through auditing (assurance) and consulting conducted in an objective, independent, and professional manner. The Internal Audit function is designed to perform assessment and evaluation on the performance of risk management, the effectiveness of internal control processes and governance, as well as provide consultation as needed.

In accordance with the Company’s Internal Audit Charter, the adoption of internal audit regarding the governance and performance of the Company is carried out by the Internal Audit Unit, which is led by the Head of Internal Audit who is directly responsible to the President Director.


Internal auditors implement the following code of conduct:

1. Integrity

    Integrity builds trust and lays the foundation for the internal auditor’s assessment.

2. Objectivity

   The internal auditor demonstrates objectivity at the highest professional level in collecting, evaluating and communicating information regarding activities or processes unde examination. The internal auditor performs a balanced assessment of all relevant situations,and is not influenced by their owN interests or that of others.

3. Confidentiality

     The internal auditor upholds the value and ownership of information received, and will noT disclose information without prior consent except where otherwise stated in existing laws and regulations, or has a professional obligation to do so.

4. Competency

   The internal auditor applies the necessary knowledge, skills and experiences in providing internal audit services.




Dewan Komisaris merupakan Organ Perseroan yang bertugas melakukan pengawasan dan memberikan nasihat kepada Direksi dalam melaksanakan tugas mengelola Perseroan untuk mencapai maksud dan tujuan Perseroan sesuai dengan Peraturan Perundangan yang berlaku, Anggaran Dasar serta prinsip-prinsip Tata Kelola Perusahaan yang baik. Dewan Komisaris dalam menjalankan jabatannya bertindak secara kolektif (jabatan kolektif) sehingga anggota Dewan Komisaris tidak dapat bertindak sendiri-sendiri tetapi berdasarkan keputusan Dewan Komisaris.

Kedudukan masing-masing anggota Dewan Komisaris adalah setara, dan Presiden Komisaris bertugas mengkoordinasikan berbagai kegiatan dan tugas Dewan Komisaris. 

Seluruh anggota Dewan Komisaris merupakan profesional yang diangkat oleh Rapat Umum Pemegang Saham (‘RUPS’) Perseroan sesuai dengan kompetensinya melalui proses seleksi. 




Direksi merupakan Organ Perseroan yang bertugas dan bertanggung jawab secara kolegial dalam melakukan pengurusan dan mengelolan Perseroan untuk mencapai maksud dan tujuan Perseroan sesuai dengan Peraturan Perundangan yang berlaku, Anggaran Dasar serta prinsip-prinsip Tata Kelola Perusahaan yang baik. Setiap tindakan anggota Direksi dalam melaksanakan tugas dan wewenangnya sesuai dengan pembagian tugas dan wewenangnya, namun pelaksanaannya tetap merupakan tanggung jawab bersama dari seluruh anggota Direksi.

Kedudukan masing-masing anggota Direksi setara, dan Presiden Direktur bertugas mengkoordinasikan berbagai kegiatan dan tugas anggota Direksi.

Seluruh anggota Direksi merupakan profesional yang diangkat oleh Rapat Umum Pemegang Saham (‘RUPS’) Perseroan sesuai dengan kompetensinya melalui proses seleksi





Dalam rangka mewujudkan tata kelola Perseroan yang baik serta merujuk pada Anggaran Dasar PT. Metropolitan Land, Tbk (“Perseroan”) dan perubahannya, Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, dan peraturan di bidang Pasar Modal, khususnya Peraturan Otoritas Jasa Keuangan Nomor 34/POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik yang mengatur bahwa Emiten atau Perusahaan Publik wajib memiliki fungsi nominasi dan remunerasi dan untuk pelaksanaan fungsi tersebut, Dewan Komisaris dapat membentuk Komite Nominasi dan Remunerasi (“Komite”).

Dalam rangka pelaksanaan fungsi, tugas dan tanggung jawabnya, Komite wajib memiliki panduan yang meliputi pedoman kerja dan tata tertib kerja yang harus diketahui dan bersifat mengikat bagi setiap anggota Komite. 




AUDIT COMMITTEE CHARTER




The application of the Company’s values and code of conduct is outlined in the Metland Code of Conduct and disseminated intensively to all members of the Company. The Company’s code of conduct applies universally to all levels of positions without exception. By implementing a code of ethics and values of the Company, the Company believes that the attitude and character of the Company will be entrenched within each individual in the Company and will be reflected through their daily activities.

The Company acts decisively and provides appropriate sanctions to members of the company that do not comply with the agreed upon code of conduct. Implementation and enforcement of the code of conduct is the basic foundation of all business activities that are implemented by the Company as well as the main pillar of development of the Company’s reputation in the eyes of stakeholders and the public.




Whistleblowing system (WBS) is one of the means of communication provided by the Company to report information relating to actions / behavior / events / incidents of violation, misuse and fraud of law, company regulations, code of ethics, and conflict of interest by parties internal of the Company.

The mechanisms implemented by the Company in the violation reporting system are through the provision of a special channel in the form of a confidential document addressed to the President Director. The President Director receives a violation report and analyzes the report. If the result analysis of the President Director finds indication of violation, the President Director shall discuss with the PIC (Person in Charge) appointed by the President Director for further action or investigation. If the indication of violation is followed up with investigation and the result of the reported party proven to be a violation, then it will be given sanction after the Company Regulation. If the violation leads to a crime, then it can be followed up to the applicable legal process.

Benefits of developing a reporting system of violations include the provision of early detection mechanism (early worning system) on the possibility of problems due to a violation. And for the complainant shall be guaranteed protection and confidentiality of any complaint / disclosure.

The mechanism of reporting the violation can be addressed to the President Director via email [email protected]. 




Each industry has different risk types and profiles. As a property company, the Company continuously works to identify, analyze, and mitigate business risks early. This process is applied through risk management activities, which is a structured process and phases to manage risks in an integrated manner. Through risk management processes that are accurate and precise, the Company is able to project the risk probability and potential that may occur in the future, allowing the Company to minimize and resolve risks and challenges that can affect the performance of the Company.

The risk management system has been implemented in every work unit since 2013, and is applied through the following implementation phases: 

1. Project Level

a. Risk management at the project level is applied in conformity with existing procedures. At this level, the risk management process is already integrated into the Department, and at the head office.

b. The reporting process presents the results of coordination meetings of all functions of a project and now includes information on existing risks in each function.

c. Risk identification for large-scale projects or that applies complex technology is still not well focused. Many risks are identified only after the risks occur. This is related to the competency of the existing human resources.

2. Operational Level

a. Risk management at the operational level is based on the risk management system embedded in procedures being implemented, primarily in assessing and monitoring risks identified by RKAP. The corelation between project and operational risks helps identify risks inherent in projects, which should be used for operations and information management.

b. Risk identified at the time a contract is entered into is already detailed but not focused on the actual risks of the project undertaken. This is mainly due to the inability to optimally draw from references established from previous projects. In addition, the transfer of risks from the tender team to the implementing team has only been implemented on a few projects.

c. Cross function between functional departments related to follow-up actions conducted by the

operational division has not proceeded as expected. This is evident in how the operational division has not optimally utilized facilities available at the head office.

3. Functional Level (Head Office)

a. The functional risk management process has been implemented. Similar to the operational division, the risk management system has yet to be optimally integrated into operations and projects.

b. Monitoring of follow-up actions planned in RKAP has not been optimalized. This is reflected in data incompleteness of risks already identified in RKAP. As a consequence, the response process is not working as expected.

c. Functional risk identification in business processes has yet to become a supporting function for operations and projects as the Company’s corebusiness. 





  • AUDIT INTERNAL CHARTER
    • The establishment of the Internal Audit Unit refers to POJK No. 56/POJK.04/2015 regarding the Establishment and Guidelines for Internal Audit Charter. Internal Audit is an organ of governance that is established in order to provide added value through auditing (assurance) and consulting conducted in an objective, independent, and professional manner. The Internal Audit function is designed to perform assessment and evaluation on the performance of risk management, the effectiveness of internal control processes and governance, as well as provide consultation as needed.

      In accordance with the Company’s Internal Audit Charter, the adoption of internal audit regarding the governance and performance of the Company is carried out by the Internal Audit Unit, which is led by the Head of Internal Audit who is directly responsible to the President Director.


      Internal auditors implement the following code of conduct:

      1. Integrity

          Integrity builds trust and lays the foundation for the internal auditor’s assessment.

      2. Objectivity

         The internal auditor demonstrates objectivity at the highest professional level in collecting, evaluating and communicating information regarding activities or processes unde examination. The internal auditor performs a balanced assessment of all relevant situations,and is not influenced by their owN interests or that of others.

      3. Confidentiality

           The internal auditor upholds the value and ownership of information received, and will noT disclose information without prior consent except where otherwise stated in existing laws and regulations, or has a professional obligation to do so.

      4. Competency

         The internal auditor applies the necessary knowledge, skills and experiences in providing internal audit services.




  • BOARD OF COMMISSIONERS CHARTER
    • Dewan Komisaris merupakan Organ Perseroan yang bertugas melakukan pengawasan dan memberikan nasihat kepada Direksi dalam melaksanakan tugas mengelola Perseroan untuk mencapai maksud dan tujuan Perseroan sesuai dengan Peraturan Perundangan yang berlaku, Anggaran Dasar serta prinsip-prinsip Tata Kelola Perusahaan yang baik. Dewan Komisaris dalam menjalankan jabatannya bertindak secara kolektif (jabatan kolektif) sehingga anggota Dewan Komisaris tidak dapat bertindak sendiri-sendiri tetapi berdasarkan keputusan Dewan Komisaris.

      Kedudukan masing-masing anggota Dewan Komisaris adalah setara, dan Presiden Komisaris bertugas mengkoordinasikan berbagai kegiatan dan tugas Dewan Komisaris. 

      Seluruh anggota Dewan Komisaris merupakan profesional yang diangkat oleh Rapat Umum Pemegang Saham (‘RUPS’) Perseroan sesuai dengan kompetensinya melalui proses seleksi. 




  • BOARD OF DIRECTORS CHARTER
    • Direksi merupakan Organ Perseroan yang bertugas dan bertanggung jawab secara kolegial dalam melakukan pengurusan dan mengelolan Perseroan untuk mencapai maksud dan tujuan Perseroan sesuai dengan Peraturan Perundangan yang berlaku, Anggaran Dasar serta prinsip-prinsip Tata Kelola Perusahaan yang baik. Setiap tindakan anggota Direksi dalam melaksanakan tugas dan wewenangnya sesuai dengan pembagian tugas dan wewenangnya, namun pelaksanaannya tetap merupakan tanggung jawab bersama dari seluruh anggota Direksi.

      Kedudukan masing-masing anggota Direksi setara, dan Presiden Direktur bertugas mengkoordinasikan berbagai kegiatan dan tugas anggota Direksi.

      Seluruh anggota Direksi merupakan profesional yang diangkat oleh Rapat Umum Pemegang Saham (‘RUPS’) Perseroan sesuai dengan kompetensinya melalui proses seleksi





  • NOMINATION AND REMUNERATION COMMITTEE CHARTER
    • Dalam rangka mewujudkan tata kelola Perseroan yang baik serta merujuk pada Anggaran Dasar PT. Metropolitan Land, Tbk (“Perseroan”) dan perubahannya, Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, dan peraturan di bidang Pasar Modal, khususnya Peraturan Otoritas Jasa Keuangan Nomor 34/POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik yang mengatur bahwa Emiten atau Perusahaan Publik wajib memiliki fungsi nominasi dan remunerasi dan untuk pelaksanaan fungsi tersebut, Dewan Komisaris dapat membentuk Komite Nominasi dan Remunerasi (“Komite”).

      Dalam rangka pelaksanaan fungsi, tugas dan tanggung jawabnya, Komite wajib memiliki panduan yang meliputi pedoman kerja dan tata tertib kerja yang harus diketahui dan bersifat mengikat bagi setiap anggota Komite. 




  • AUDIT COMMITTEE CHARTER
    • AUDIT COMMITTEE CHARTER




  • CODE OF CONDUCT
    • The application of the Company’s values and code of conduct is outlined in the Metland Code of Conduct and disseminated intensively to all members of the Company. The Company’s code of conduct applies universally to all levels of positions without exception. By implementing a code of ethics and values of the Company, the Company believes that the attitude and character of the Company will be entrenched within each individual in the Company and will be reflected through their daily activities.

      The Company acts decisively and provides appropriate sanctions to members of the company that do not comply with the agreed upon code of conduct. Implementation and enforcement of the code of conduct is the basic foundation of all business activities that are implemented by the Company as well as the main pillar of development of the Company’s reputation in the eyes of stakeholders and the public.




  • WHISTLEBLOWING SYSTEM
    • Whistleblowing system (WBS) is one of the means of communication provided by the Company to report information relating to actions / behavior / events / incidents of violation, misuse and fraud of law, company regulations, code of ethics, and conflict of interest by parties internal of the Company.

      The mechanisms implemented by the Company in the violation reporting system are through the provision of a special channel in the form of a confidential document addressed to the President Director. The President Director receives a violation report and analyzes the report. If the result analysis of the President Director finds indication of violation, the President Director shall discuss with the PIC (Person in Charge) appointed by the President Director for further action or investigation. If the indication of violation is followed up with investigation and the result of the reported party proven to be a violation, then it will be given sanction after the Company Regulation. If the violation leads to a crime, then it can be followed up to the applicable legal process.

      Benefits of developing a reporting system of violations include the provision of early detection mechanism (early worning system) on the possibility of problems due to a violation. And for the complainant shall be guaranteed protection and confidentiality of any complaint / disclosure.

      The mechanism of reporting the violation can be addressed to the President Director via email [email protected]. 




  • RISK MANAGEMENT
    • Each industry has different risk types and profiles. As a property company, the Company continuously works to identify, analyze, and mitigate business risks early. This process is applied through risk management activities, which is a structured process and phases to manage risks in an integrated manner. Through risk management processes that are accurate and precise, the Company is able to project the risk probability and potential that may occur in the future, allowing the Company to minimize and resolve risks and challenges that can affect the performance of the Company.

      The risk management system has been implemented in every work unit since 2013, and is applied through the following implementation phases: 

      1. Project Level

      a. Risk management at the project level is applied in conformity with existing procedures. At this level, the risk management process is already integrated into the Department, and at the head office.

      b. The reporting process presents the results of coordination meetings of all functions of a project and now includes information on existing risks in each function.

      c. Risk identification for large-scale projects or that applies complex technology is still not well focused. Many risks are identified only after the risks occur. This is related to the competency of the existing human resources.

      2. Operational Level

      a. Risk management at the operational level is based on the risk management system embedded in procedures being implemented, primarily in assessing and monitoring risks identified by RKAP. The corelation between project and operational risks helps identify risks inherent in projects, which should be used for operations and information management.

      b. Risk identified at the time a contract is entered into is already detailed but not focused on the actual risks of the project undertaken. This is mainly due to the inability to optimally draw from references established from previous projects. In addition, the transfer of risks from the tender team to the implementing team has only been implemented on a few projects.

      c. Cross function between functional departments related to follow-up actions conducted by the

      operational division has not proceeded as expected. This is evident in how the operational division has not optimally utilized facilities available at the head office.

      3. Functional Level (Head Office)

      a. The functional risk management process has been implemented. Similar to the operational division, the risk management system has yet to be optimally integrated into operations and projects.

      b. Monitoring of follow-up actions planned in RKAP has not been optimalized. This is reflected in data incompleteness of risks already identified in RKAP. As a consequence, the response process is not working as expected.

      c. Functional risk identification in business processes has yet to become a supporting function for operations and projects as the Company’s corebusiness. 





PT METROPOLITAN LAND TBK
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