80 Laporan Manajemen Management Reports Mempertajam fokus dan bertransformasi lebih kuat untuk mewujudkan nilai yang berkesinambungan | Laporan Tahunan 2022 17. Dalam menjalankan setiap kegiatan operasional perusahaan, Direksi beserta jajaran perusahaan maupun anak perusahaan agar menerapkan manajemen risiko termasuk menyiapkan skenario-skenario yang mungkin terjadi, dengan melaksanakan bisnis secara prudent dan berpedoman pada ketentuan dan peraturan perundangundangan yang berlaku, serta menerapkan prinsipprinsip Good Corporate Governance (GCG). 18. Direksi diminta untuk mempercepat pengembangan sistem teknologi dan informasi untuk mendorong peningkatan kinerja Perseroan, termasuk penerapan system ERP untuk mendorong peningkatan kinerja Perseroan. 19. Dalam mengimplementasi sistem ERP (Enterprise Resource Planning) pada tahun 2022, maka Direksi perlu segera mempersiapkannya dengan baik serta mengantisipasi dampak penerapannya, antara lain dampak terhadap rencana penyusunan RKAP tahun 2023, kesiapan SDM, dampak terhadap Laporan Keuangan tahun 2022, maupun kemungkinan perubahan proses bisnis. 20. Direksi diminta untuk mengawasi kemampuan finansial dan melakukan pengelolaan cashflow secara hati-hati. Pengelolaan cashflow Perseroan secara ketat intens dilakukan antara lain melalui penagihan piutang, meningkatkan cost awareness melalui efisiensi biaya dan pengeluaran berdasarkan skala prioritas. 21. Direksi diminta untuk tetap melanjutkan upayaupaya efisiensi biaya, termasuk memitigasi dampak perekonomian global akibat perang Rusia-Ukraina, terhadap struktur biaya Perseroan namun tetap menjalankan kegiatan usaha dengan memperhatikan QSHE. 22. Direksi diminta untuk meningkatkan komposisi Tingkat Komponen Dalam Negeri (TKDN) dan menerapkan program keberpihakan pada Usaha Kecil Menengah (UKM) lokal baik di Kantor Pusat, Proyek maupun Anak Perusahaan dengan tetap memperhatikan ketentuan pengadaan Perseroan. 23. Direksi diminta untuk menindaklanjuti arahan Pemegang Saham, Dewan Komisaris, temuan Auditor Independen (Kantor Akuntan Publik dan BPK-RI) yang masih menjadi catatan agar segera ditindaklanjuti. 24. Direksi diminta untuk mempercepat pelaksanaan Proyek Strategis Nasional agar dapat diselesaikan pada tahun 2023 dengan tetap memperhatikan ketentuan dalam kontrak. 25. Direksi diminta untuk menggali potensi kerjasama GESITS dengan perusahaan lain dalam penyediaan baterai termasuk membuat diversifikasi produk yang lebih terjangkau bagi masyarakat untuk memaksimalkan penjualan produk GESITS. 17. In carrying out each of the company’s operational activities, the Board of Directors and the ranks of the company and its subsidiaries should apply risk management including preparing possible scenarios, by conducting business in a prudent manner and guided by the applicable laws and regulations, and applying the principles of Good Corporate Governance (GCG). 18. The Board of Directors is asked to accelerate the development of technology and information systems to encourage the improvement of the Company’s performance, including the implementation of ERP system to encourage the Company’s performance improvement. 19. In implementing ERP (Enterprise Resource Planning) system update in 2022, the Board of Directors needs to immediately prepare it properly and anticipate the impact of its implementation, including the impact on 2023 RKAP preparation plan, HC readiness, impact on the 2022 Financial Statements, as well as the possibility business process changes. 20. The Board of Directors is required to monitor financial capacity and manage cash flow prudently. The management of the Company’s cash flow is strictly intense, among others through collection of receivables, increasing cost awareness through cost efficiency and spending based on priorities. 21. The Board of Directors is asked to continue cost efficiency efforts, including mitigating the impact of global economy due to the Russia-Ukraine war, on the Company’s cost structure while continuing to carry out business activities with due observance to QSHE. 22. The Board of Directors is asked to increase the composition of Domestic Component Level (TKDN) and implement a program of partiality to local Small and Medium Enterprises (UKM) both at the Head Office, Projects and Subsidiaries while still paying attention to the provisions of the Company’s procurement. 23. The Board of Directors is asked to follow up on the directions of Shareholders, Board of Commissioners, the findings of Independent Auditors (Public Accounting Office and BPK-RI) which are still noted to be followed up immediately. 24. The Board of Directors is requested to accelerate the National Strategic Project in order to be completed in 2023 while taking into account the provisions of the contract. 25. The Board of Directors is asked to explore the potential for cooperation between GESITS and other companies in the supply of batteries, including diversifying products that are more affordable for the public to maximize sales of GESITS products.
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