Job Description
Job Title | Corporate Governance Supervisor |
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Abbreviation | CGSPV |
Company | MCCI |
Department | Administration & Compliance |
Division | |
Section | Corporate Affairs |
Unit | |
Position Level | Supervisor |
Work Area | Plant |
Accountability |
Summary of Job Responsibility
Corporate Governance and Compliance Supervisor reports to Corporate Affairs Section manager and has primary responsibility to support Section Manager in coordinating the Corporate Governance and Compliance activity and to ensure that the good corporate governance and compliance is adhered by all function within organization. He/she also support to ensure that pro-active approach is adapted with regard to changes in circumstances due to changes in regulation and/or stakeholder perspective that may significantly affect Company’s business sustainability.
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Duties and Responsibilities
- Supports Section Manager to coordinate, advice, and ensure that the good corporate governance is adhered by all function within organization.
- Support Section Manager in developing and executing compliance promotion activity within company, including support Section Manager for leading and coordinating the activity of Compliance Secretariat.
- Support Section Manager in developing and executing compliance training program within company.
- Support Section Manager in developing and maintaining procedure / manual / policy related internal control as guideline for conducting good governance and preventing the miss-conduct within company.
- Support in preparation of internal control assessment or audit activity, whether it is initiated by internal or external; including such as annual Control Self-Assessment (CSA) or audit arranged by MCHC or MCC. Also support to ensure that any deficiencies on internal control as result of assessment or audit activity are followed-up by each responsible section.
- Support in conducting regular Monitoring of Compliance to Regulation and Permit to ensure that Company is complied with applicable regulation, and prevent non-compliance situation that may harm the company. Also support to ensure that the non-compliance matters are followed-up by each responsible section.
- Coordinate and prepare weekly/monthly/yearly report and/or others reports of Section as required.
- Supervise and evaluate the work of subordinate to ensure that company programs are of appropriate quality and that resources are used effectively.
- Develop subordinate’s skill & knowledge by conducting training, mentoring and guiding to subordinates to obtain job improvement.
- Support the implementation of QSHE Management System in Corporate Affairs Section in order to achieve suitable Standard of Quality Management.
- Support Section Manager in preparing the annual budget of Corporate Affairs.
- Perform other jobs assigned by Manager and/or the Administration & Compliance Director.
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Competency Profile
Required Competency | RCL | ITJ | ||||||||||||||||||||||||||||||||||||||||
General | ||||||||||||||||||||||||||||||||||||||||||
soft |
Organization CommitmentDescription
The ability and willingness to align one’s own behavior with the needs, priorities and goals of the organization, and to promote organizational goals to meet organizational needs. It also includes performing in accordance to organizational decisions and behaving with integrity by working with responsibility, obey the rules, trustworthy, follow ethical value, and consistent among mind, words and action Kemampuan dan kesediaan untuk menyelaraskan perilaku diri dengan kebutuhan, prioritas dan tujuan organisasi, dan untuk mendukung tujuan organisasi dalam upaya memenuhi kebutuhan organisasi. Termasuk pula di dalamnya adalah bertindak sesuai dengan keputusan organisasi dan berperilaku dengan integritas yakni bekerja dengan penuh rasa tanggung jawab, patuh pada peraturan, kejujuran, nilai-nilai etika serta konsisten antara pemikiran, perkataan maupun perbuatan. Behaviour Indicators
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3 |
3 |
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soft |
Result OrientationDescription
A concern for surpassing a standard of excellence. The standard may be one's own past performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has set; or even improving or surpassing what has already been done (continues improvement). Thus, a unique accomplishment also indicates a Result Orientation Perhatian untuk melampaui standar keunggulan. Standar tersebut mungkin merupakan kinerja masa lalunya (berjuang untuk perbaikan); ukuran tujuan (orientasi pencapaian); tujuan-tujuan menantang yang telah ditetapkan sebelumnya; atau bahkan merupakan perbaikan atau pelampauan yang telah dilakukan (perbaikan terus-menerus). Jadi, pencapaian yang unik juga mengindikasikan Result Orientation. Behaviour Indicators
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3 |
2 |
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soft |
Listening, Understanding, and RespondingDescription
A desire and ability to understand and respond effectively to stakeholders/related persons from diverse backgrounds. It includes the ability to understand accurately and respond effectively to both spoken and unspoken or partly expressed thoughts, feelings and concerns of others.
Keinginan dan kemampuan untuk memahami dan merespon stakeholder/orang terkait dari berbagai latar belakang yang bereda secara efektif. Termasuk kemampuan untuk memahami secara akurat dan merespon secara efektif perkataan dan bahasa tubuh atau sebagian ungkapan pemikiran, perasaan dan perhatian terhadap orang lain. Behaviour Indicators
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3 |
2 |
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soft |
Team WorkDescription
Ability to work co-operatively and communicate effectively (reporting, coordinating, consulting, and discussing (ho-ren-so)) within diverse teams, work groups and across the organization to achieve group and organization goals. Kemampuan untuk bekerja sama dengan baik dan berkomunikasi dengan efektif (melaporkan, mengkoordinasi, memberikan konsultasi, dan berdiskusi (ho-ren-so) dalam berbagai tim, kelompok kerja dan di seluruh bagian dari organisasi untuk mencapai tujuan kelompok dan organisasi. Behaviour Indicators
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3 |
2 |
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soft |
InnovationDescription
An effort to improve performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization Suatu upaya untuk meningkatkan kinerja dengan melakukan atau mempromosikan hal-hal baru, seperti memperkenalkan suatu solusi atau prosedur yang sebelumnya tidak pernah diketahui atau dicoba kepada area khusus atau organisasi. Behaviour Indicators
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2 |
2 |
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soft |
AgilityDescription
The ability and willingness to anticipate and adapts to changes of future quickly and effectively. Agility needs understanding and appreciating different and opposing perspectives on an issue, adapting one’s approach as situations change and accepting changes within one’s own job or organization.
Kemampuan dan keinginan mengantisipasi dan beradaptasi terhadap perubahan yang akan datang secara cepat dan efektif. Agility memerlukan pemahaman dan apresiasi terhadap pandangan-pandangan yang berbeda dan bertentangan mengenai suatu isu, penyesuaian pendekatan seseorang saat situasi berubah dan penerimaan perubahan-perubahan dalam pekerjaannya sendiri atau organisasi. Behaviour Indicators
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2 |
2 |
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Managerial | ||||||||||||||||||||||||||||||||||||||||||
soft |
LeadershipDescription
A desire to lead others, including diverse teams. Leadership is generally, but not always, demonstrated from a position of formal authority. The 'team' here should be understood broadly as any group with which the person interacts regularly Suatu keinginan untuk memimpin orang lain, termasuk tim-tim yang berbeda. Kepemimpinan pada umumnya, meskipun tidak selalu, ditunjukkan dari suatu posisi yang memiliki kewenangan resmi. 'Tim' di sini harus dipahami secara luas sebagai kelompok apa saja yang dengannya orang tersebut berinteraksi secara teratur Behaviour Indicators
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2 |
2 |
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soft |
Developing OthersDescription
A genuine intent to foster the long term learning or development of others through coaching, managing performance and mentoring. Its focus is in on developmental intent and effect rather than on a formal role of training. For this competency to be considered, the individual's actions should be driven by a genuine desire to develop others, rather than by a need to transfer adequate skills to complete tasks Suatu keinginan tulus untuk memperkokoh pembelajaran atau pengembangan jangka panjang dari orang lain lewat coaching, pengelolaan kinerja dan mentoring. Fokusnya adalah pada kesungguhan dan efek pengembangan ketimbang pada peran pelatihan formal. Agar kompetensi ini dipertimbangkan, tindakan individu harus didorong oleh hasrat yang tulus untuk mengembangkan orang lain ketimbang oleh suatu kebutuhan untuk mentransfer keterampilan yang memadai untuk menyelesaikan tugas Behaviour Indicators
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2 |
2 |
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soft |
Strategic OrientationDescription
Ability to link long-range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices
Kemampuan untuk menghubungkan visi dan konsep jangka panjang dengan kerja harian, mulai dari suatu pemahaman sederhana hingga suatu kesadaran yang tinggi akan dampaknya terhadap dunia pada umumnya dalam hal strategi dan pilihan Behaviour Indicators
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2 |
2 |
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soft |
Planning Organizing & ControllingDescription
It involves proactively planning, establishing priorities and allocating resources. It is expressed by developing and implementing increasingly complex plans. It also involves monitoring and adjusting work to accomplish goals and deliver to the organization's mandate.
Termasuk di dalamnya adalah secara proaktif merencanakan, menetapkan prioritas dan mengalokasikan sumber daya. Hal-hal tersebut ditunjukkan dengan mengembangkan dan melaksanakan rencana-rencana kompleks yang makin bertambah. Termasuk pula adalah mengawasi dan menyesuaikan pekerjaan untuk mencapai tujuan dan menyampaikan mandat organisasi. Behaviour Indicators
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2 |
2 |
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soft |
EmpowermentDescription
The ability to share responsibility with individuals and groups so that they have a deep sense of commitment and ownership. People who practice empowerment participate and contribute at high levels, are creative and innovative, take sound risks, are willing to be held accountable and demonstrate leadership. They also foster teamwork among employees, across government and with colleagues, and, as appropriate, facilitate the effective use of teams Kemampuan untuk membagi tanggung jawab dengan individu dan kelompok sehingga mereka mempunyai perasaan komitmen dan rasa memiliki yang mendalam. Mereka yang mempraktikkan empowerment, berperan serta dan berkontribusi pada tingkat yang tinggi, adalah orang-orang yang kreatif dan inovatif dan mengambil risiko yang masuk akal, bersedia dimintai pertanggungjawabannya dan menunjukkan sikap kepemimpinan. Mereka juga membantu perkembangan kerja tim di antara karyawan, dengan pemerintahan dan rekan-rekan kerja, dan, secara tepat, memfasilitasi pemanfaatan tim secara efektif. Behaviour Indicators
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2 |
3 |
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soft |
Business AcumenDescription
The ability to understand the business implication of decisions and the ability to strive to improve organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the client?s and the organizations business needs
Kemampuan untuk memahami implikasi bisnis dari keputusan-keputusan dan kemampuan untuk berjuang meningkatkan kinerja organisasi. Hal ini membutuhkan kesadaran akan isu bisnis, proses dan hasil karena semuanya itu berpengaruh terhadap kebutuhan bisnis klien dan organisasi Behaviour Indicators
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2 |
2 |
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Specific | ||||||||||||||||||||||||||||||||||||||||||
technical |
Regulatory AffairsDescription
Knowledge and ability to identify and obtain activity permit and certification of equipment in scope of Occupational Safety, Health and Environment (OSHE) that needed for survival of company activity
Pengetahuan dan kemampuan untuk mengidentifikasi dan mendapatkan perijinan aktifitas dan sertifikasi peralatan dalam lingkup K3L yang diperlukan untuk kelangsungan aktifitas perusahaan. Behaviour Indicators
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3 |
3 |
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technical |
Corporate GovernanceDescription
Knowledge and ability to understand Corporate Governance matters in order to ensure all companys activities implement the internal control principles
Pengetahuan dan kemampuan untuk memahami masalah Tata Kelola Perusahaan untuk memastikan semua kegiatan perusahaan menerapkan prinsip-prinsip kontrol internal Behaviour Indicators
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3 |
3 |
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technical |
LegalDescription
Knowledge and ability to understand legal matters in order to protect company from any loss that may happen as a consequences of a law action
Pengetahuan dan kemampuan bidang hukum untuk dapat melindungi perusahaan dari kerugian akibat suatu tindakan hukum. Behaviour Indicators
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2 |
2 |
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technical |
Internal & External RelationDescription
Ability to build and maintain company's internal and external relation to ensure the harmony in QSHE activities, programs that support company productivity and establishment of harmony work relationship.
Kemampuan dalam membangun dan memelihara hubungan internal dan eksternal perusahaan untuk menjamin keharmonisan dalam aktivitas MK3L, program-program yang mendukung produktifitas perusahaan dan terbentuknya hubungan kerja yang harmonis. Behaviour Indicators
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2 |
2 |