Corporate Governance Structure

Organisasi Struktur
Maskot

GCG Principles

The Company adapts generally accepted corporate governance principles as follows

  • Ethical Behaviour : The company always prioritizes honesty, treats all parties with respect, fulfills commitments, builds and maintains moral values and trust consistently. The Company pays attention to the interests of shareholders and other stakeholders based on the principles of fairness and equality (fairness) and is managed independently so that each organ of the company does not dominate each other and cannot be intervened by other parties.
  • Accountability : The Company can be accountable for its performance in a transparent and fair manner. For this reason, the Company must be managed properly, measurably and in accordance with the interests of the company while still taking into account the interests of Shareholders and stakeholders. Accountability is a necessary prerequisite for achieving sustainable performance.
  • Transparency : To maintain objectivity in conducting business, the company provides material and relevant information in a manner that is easily accessible and understood by stakeholders. The company takes the initiative to disclose not only matters required by laws and regulations, but also matters that are important for decision-making by shareholders, creditors and other stakeholders.
  • Sustainability : The Company complies with laws and regulations and is committed to carrying out its responsibilities towards society and the environment in order to contribute to sustainable development by working with all relevant stakeholders to improve their lives in a way that is aligned with business interests and the sustainable development agenda.
Maskot

Code of Ethics

Commitments formed from the vision, work culture and principles of the “TARIF” (Transparency, Accountability, Responsibility, Independency & Fairness) which regulates the standards of work behavior that must be followed by all parts of the company's business processes.

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