MOVING FASTER

Transcription

MOVING FASTER

2014
Laporan Tahunan
Annual Report
MOVING FASTER
Enhancing Your Capacity
Toward World Bussiness
MOVING FASTER
Enhancing Your Capacity
Toward World Bussiness
Kinerja 2014
/ 2014 performance
1
“Stgthg Surveyg SOE to
Support Naоal d
оal Trade”
“PENGUATAN BUMN SURVEI UNTUK
MENDUKUNG PERDAGANGAN NASIONAL
DAN INTERNASIONAL”
Mengedepankan
peran
strategis
SUCOFINDO
sebagai BUMN Survei pertama dan terbesar yang
memiliki jaringan layanan seluruh Indonesia. Siap
mengoptimalkan momentum Masyarakat Ekonomi
ASEAN (MEA) sebagai suatu peluang dan tantangan
untuk tetap berkiprah dalam memenangkan
persaingan usaha.
To advance SUCOFINDO’s strategic role as the first and largest
state-owned surveying company. SUCOFINDO is ready to
optimize the momentum from the Asian Economic Community
(AEC) into an opportunity and a challenge to remain active in
overcoming business competition.
SUCOFINDO terus memperkuat diri dengan
melakukan langkah kreatif dan menawarkan inovasi
jasa-jasa baru berbasis kompetensi, peningkatan
kualitas sumber daya manusia, dan peningkatan
pelayanan pelanggan seiring dengan perkembangan
kebutuhan dunia usaha. Siap menjadi pijakan yang
kokoh untuk para pelaku bisnis dan industri untuk
membangun penetrasi pasar internasional dengan
standar yang diakui dunia.
SUCOFINDO has continuously strived to strengthen itself
by taking creative steps and offering innovation in the form
of new competence-based services, improving the quality
of its human resources, and improving customer service,
all in parallel with the growing demands of the business
sphere. SUCOFINDO is ready to become a solid pedestal
for all business actors and industries in penetrating the
international market with globally-acclaimed standards.
Laporan Tahunan 2014 disusun dan diterbitkan
PT SUCOFINDO (Persero), yang selanjutnya
dalam laporan ini disebut sebagai SUCOFINDO,
Perusahaan, Perseroan dan / atau ‘Kami’, sebagai
salah satu bentuk pelaporan pelaksanaan tanggung
jawab perusahaan sekaligus bentuk kepatuhan
terhadap peraturan perundang-undangan yang
berlaku. Terutama dalam hal keterbukaan informasi
kepada pemegang saham dan segenap pemangku
kepentingan lainnya.
The 2014 Annual Report has been compiled and
published by PT SUCOFINDO (Persero), henceforth in
this report referred to as SUCOFINDO, the Company, the
Corporation, and / or ‘we’, as an implementation of our
corporate responsibility and a form of compliance towards
laws and regulations in effect, specifically pertaining to
information disclosure towards shareholders and other
stakeholders.
Laporan ini menyajikan informasi tahun 2014 yang
mencakup pencapaian kinerja keuangan, profil
perusahaan, laporan Sumber Daya Manusia (SDM),
analisis dan pembahasan kegiatan usaha dan
keuangan, dan implementasi tata kelola perusahaan
yang baik (Good Corporate Governance).
This report shall present information from the year 2014
covering financial performance achievements, company
profile, Human Resources (HR), analysis and discussion
of business and financial activities and implementation of
Good Corporate Governance (GCG).
2
PT SUCOFINDO (PERSERO) / Laporan Tahunan 2014 Annual Report
KESINAMBUNGAN TEMA
Continuation of Report Theme
Pada Laporan Tahunan 2014 SUCOFINDO mengambil tema
“Penguatan BUMN Survei untuk Mendukung Perdagangan Nasional
dan Internasional” untuk memperlihatkan kesinambungan dengan tema
Laporan Tahunan pada tahun-tahun sebelumnya.
The theme for the SUCOFINDO 2014 Annual Report is “Strengthening Surveying
SOE to Support National and International Trade”, a continuation of the themes
of annual reports from previous years.
2009
Growing
Market
Share
2010
Improving
Competences,
Expanding
Services
2011
Ensuring Sustainability
through Redefining
Business
Strategy
2012
Embarking
New Business through
Advantages Business
Alignment Strategy
Kinerja 2013
Performance Outlook 2013
Profil Perusahaan
Company Profile
Analisa Dan Pembahasan Manajemen
Management’s Discussion And Analysis
Tata Kelola Perusahaan
Corporate Governance
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Informasi Perusahaan
Corporate Information
Laporan Keuangan
Financial Report
2014
Strengthening
Surveying SOE to
Support National
and International
Trade
2013
Synergy : Build A Strong
Reputation
1
SINERGI : BANGUN REPUTASI YANG KOKOH
3
/ 2014 performance
Kinerja 2014
4
PT SUCOFINDO (PERSERO) //Laporan
LaporanTahunan
Tahunan2014
2014Annual
AnnualReport
Report
DAFTAR ISI
Table of Contents
6
KINERJA 2014
2014 Performance
Ikhtisar Kinerja Keuangan
Financial Performance Highlight ....................................12
Peristiwa Penting
Significant Events .................................................................18
Laporan Dewan Komisaris
Board of Commissioners Report ....................................22
Profil Dewan Komisaris
Board of Commissioners Profile
................................................28
Laporan Direksi
Board of Directors Report ................................................30
Profil Dewan Direksi
Board of Directors Profile ................................................36
Pernyataan Tanggung Jawab atas Laporan
Tahunan 2014
Statement of Responsibility for the 2014 Annual
Report .....................................................................................38
40
PROFIL PERUSAHAAN
Company Profile
Visi, Misi, dan Nilai-Nilai Perusahaan
Vision, Mission, and Corporate Values ........................42
Identitas Perusahaan
Corporate Identity ...............................................................46
Riwayat Singkat Perusahaan
Brief History of the Company ..........................................48
Jejak Langkah
Milestones ..............................................................................52
Kegiatan Bidang Usaha dan Proses Bisnis
Business Lines and Business Process ..........................54
Proses Bisnis dan Model Operasi
Business Process and Operating Model .....................56
Produk dan Jasa
Products and Services .........................................................59
Kronologi Pencatatan Saham dan Pencatatan
Efek Lainnya
Chronological Listing of Shares and Other Effects ..........61
Struktur Organisasi
Organizational Structure ....................................................62
Titik Layanan
Points of Service ....................................................................64
Pemegang Saham Utama, Entitas Anak, Entitas
Asosiasi & Pengendalian Bersama Entitas
Major Shareholders, Subsidiaries, Associated
Entities & Control Joint Entities .........................................69
Sekilas Kinerja Anak Perusahaan
Subsidiaries Performance at Glance ..............................70
Alamat Kantor Area Operasi
Operating Area Office Address ........................................73
78
SUMBER DAYA MANUSIA
Human Resources
Profil Sumber Daya Manusia
Human Resources Profile ...................................................80
Struktur Divisi Human Capital
Human Capital Division Structure ....................................82
Strategi Pengelolaan SDM
HR Management Strategy ..................................................86
94
ANALISIS DAN PEMBAHASAN
MANAJEMEN
Management Discussion and Analysis
Tinjauan Umum
General Overview .................................................................96
Tinjauan Kinerja Bidang Usaha
Business Performance Overview .....................................99
Prospek Usaha 2015
2015 Business Prospects ...................................................147
164
TATA KELOLA PERUSAHAAN
YANG BAIK
Good Corporate Governance
Penerapan Tata Kelola Perusahaan Yang Baik
Implementation of Good Corporate Governance .......170
Kinerja 2014
Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS) .........................201
Dewan Komisaris
Board of Commissioners ......................................................203
Direksi
Board of Directors ....................................................................216
Hubungan Antara Dewan Komisaris dan Direksi
Relationship Between the Board of
Commissioners and Board of Directors ...........................226
Organ Pendukung Dewan Komisaris
Supporting Bodies To The Board of Commissioners ...228
Sekretaris Perusahaan
Corporate Secretary ..............................................................239
Penghindaran Benturan Kepentingan dan
Perlakuan Istimewa
Prevention of Conflict of Interest and
Preferential Treatment ...........................................................243
Sistem Pengendalian Internal
Internal Control System ........................................................246
Audit Eksternal
External Audit ............................................................................251
Pengelolaan Risiko
Risk Management ................................................................253
Integritas Bisnis
Business Integrity ................................................................260
Sistem Pengendalian Internal dan
Pelaporan Pelanggaran
Internal Control System and Violation Report ...............261
Tata Kelola Teknologi dan Informasi
Information Technology Management .....................263
Akses Informasi dan Data
Access to Information and Data ........................................266
Kepatuhan Pada Hukum dan
Perundang Undangan
Legal Compliance ..................................................................268
270
TANGGUNG JAWAB SOSIAL DAN
LINGKUNGAN
Good Corporate Sosial and
Environmental Responsibility
Pemenuhan Tanggung Jawab Sosial
dan Lingkungan
Fulfillment of Social and Environmental
Responsibility ...........................................................................272
/ 2014 performance
Program Kemitraan dan Bina Lingkungan
Partnership and Community Development .............273
Pemenuhan Tanggung Jawab kepada
Produk dan Konsumen ...............................................281
Fulfillment of Product and Consumer
Responsibility ....................................................................282
Pemenuhan Tanggung Jawab Terhadap
Kesehatan dan Keselamatan Kerja
Fulfillment of Occupational
Health and Safety Responsibility ..............................282
285
LAPORAN KEUANGAN
Financial Statement
369
REFERENSI PERATURAN BAPEPAMLK NO. X.K.6
BAPEPAM-LK Regulation No. X.K.6
Reference
5
6
KEUNGGULAN
PERUSAHAAN
COMPANY ADVANTAGES
Keanekaragaman jasa-jasa SUCOFINDO
dikemas secara terpadu. SUCOFINDO
memiliki 1.859 tenaga ahli di bidangnya
serta didukung oleh jaringan kerja
Laboratorium,
cabang dan titik
layanan di berbagai
kota di Indonesia.
The various services offered by
SUCOFINDO have been packaged
in an integrated manner. SUCOFINDO
is supported by 1,859 experts in their
field and a business network
consisting of laboratories,
branch offices and service
points in several cities
in Indonesia.
58
TAHUN
BERKIPRAH
years of services
SUCOFINDO merupakan perusahaan inspeksi
pertama dan terbesar di Indonesia.
Didirikan pada 22 Oktober 1956, SUCOFINDO
berperan dalam memberikan jasa pemastian
bagi pelaku usaha untuk menjalankan
proses bisnis dan transaksi usaha.
SUCOFINDO is the first and biggest inspection
company in Indonesia. Founded on October 22, 1956,
SUCOFINDO played a role in providing assurance
services for business actors in conducting business
processes and transactions.
65
Kantor pelayanan terdiri atas
cabang dan
34 unit layanan tersebar
29
di seluruh pelosok Indonesia, dan 1 SBU
Laboratorium yang berlokasi di Cibitung,
dan Laboratorium yang berlokasi di
Surabaya.
65 operational offices consisting of 29 branch offices
and 34 service units distributed throughout Indonesia,
in addition to 1 SBU Laboratory located in Cibitung, and
laboratorium lacated in Surabaya.
10.000
PELANGGAN
customers
Tidak kurang dari 10.000 pelanggan bangga
menggunakan sertifikasi hasil uji dan laporan
survei dari SUCOFINDO dan lebih dari 2.000 pelanggan
menggunakan logo (sertifikasi dan jaminan mutu) dari
SUCOFINDO sebagai pencitraan merek bagi pelanggan.
No less than 10,000 customers are proud of using certification
from testing results and survey reports from SUCOFINDO
and more than 2,000 customers use the SUCOFINDO logo
(for certification and quality guarantee) for brand imaging
towards customers.
Kinerja 2014
85
/ 2014 performance
7
Jenis layanan di bidang inspeksi dan
audit, pengujian dan analisis, sertifikasi,
konsultasi dan pelatihan.
Types of service in inspection and
audit, testing and analysis, certification,
consultation, and training.
More than
Rp1 trillion
worth of
assets
SUCOFINDO memiliki aset tercatat sebesar
Rp 1.182.309.666.461 tidak termasuk aset
intangible dalam bentuk kompetensi
pegawai yang berlisensi dan dikembangkan
melalui training berkesinambungan serta
knowledge management system. Selain itu,
aset intangible lainnya berupa brand yang
telah memiliki reputasi serta citra yang kuat
dalam benak para pelanggan.
SUCOFINDO has a recorded asset of Rp
1.182.309.666.461, which excludes intangible assets
in the form of licensed employee competencies
developed through continuous training and knowledge
management systems. Other intangible assets
include a brand name with strong reputation
and image in the mind of customers.
45
Laboratorium
terintegrasi
Integrated laboratories
Dalam bidang Energi SUCOFINDO memiliki laboratorium
komersial pertama di Indonesia untuk pengujian Coal Bed
Methane dan Laboratorium Mineral Processing pertama di
Indonesia dan Asia Tenggara. Selain itu untuk pengujian
berbagai bidang seperti kimia, kalibrasi, sipil, keteknikan, dan
lingkungan serta produk makanan dan minuman, farmasi,
kalibrasi alat presisi dan pengujian beton.
SISTEM
KEUANGAN
TERINTEGRASI
INTEGRATED FINANCIAL SYSTEM
SUCOFINDO menggunakan sistem keuangan secara
terintegrasi guna menjamin akuntabilitas pelaporan,
kemudahan, dan kecepatan transaksi.
SUCOFINDO utilizes an integrated financial system
in order to guarantee the accountability of
reports, ease of use and swiftness of
transactions.
In the Energy sector, SUCOFINDO has the first commercial laboratory in Indonesia
for Coal Bed Methane testing and the First Mineral Processing Laboratory
in Indonesia and Southeast Asia. There are also laboratories for testing in
various fields such as chemistry, calibration, construction, engineering and
the environment, along with food and beverage production, pharmacy,
calibration of precision tools, and concrete testing.
8
PENCAPAIAN
PERUSAHAAN
Company Achievements
1
AKREDITASI, SERTIFIKASI &
ANGGOTA ASOSIASI
ACCREDITATION, CERTIFICATION &
ASSOCIATE MEMBERSHIP
SUCOFINDO sebagai perusahaan jasa
pemastian inspeksi dan pengujian telah
berhasil memperoleh sertifikasi dan akreditasi
dari lembaga sertifikasi dan akreditasi yang
diakui secara nasional dan internasional.
Perolehan akreditasi ini dibarengi dengan
keikutsertaan dalam keanggotaan asosiasi
lembaga keteknikan dan profesi.
As an assurance service company,
SUCOFINDO has been successful in
obtaining certification and accreditation
towards inspection and testing services
from certification and accreditation bodies
acknowledged at national and international
level. Accreditation has been obtained
simultaneously with participation through
memberships in technical and professional
associations.
2
102 LISENSI KEANDALAN
102 RELIABILITY LICENSES
Jasa pemastian inspeksi dan
pengujian didukung penuh oleh
Sumber Daya Manusia yang
telah memperoleh lisensi secara
nasional maupun internasional.
Inspection and testing assurance
services offered are fully
supported by human resources
who have obtained national and
international licenses.
Kinerja 2014
/ 2014 performance
9
Meningkatkan kembali
kebanggaan menjadi bagian dari
SUCOFINDO
Increasing the pride of being
a part of SUCOFINDO
3
4
5
6
INDEKS
KEPUASAN PELANGGAN 79,83%
CUSTOMER SATISFACTION
INDEX of 79.83 %
SUCOFINDO memiliki kekuatan merek di
benak pelanggan yang terlihat dari brand
awareness, association dan loyalty serta
persepsi pelanggan terhadap kualitas
pelayanan.
SUCOFINDO has strong branding in the
minds of customers, as can be seen from
brand awareness, association and loyalty,
in addition to customer perception towards
quality of service.
SKOR KPKU 533
KPKU SCORE OF 533
SUCOFINDO meraih skor 533 dan masuk
dalam kategori kelompok Good Peformance
atas Kriteria Penilaian Kinerja Unggul (KPKU)
dari Kementerian BUMN.
SUCOFINDO achieved a score of 533
and entered the group category of Good
Performance from the Excellent Performance
Assessment Criteria (KPKU) established by
the Ministry of SOE.
MENGEDUKASI DUNIA USAHA
DALAM PENERAPAN KEBIJAKAN
PEMERINTAH DALAM PERSYARATAN
PERDAGANGAN INTERNASIONAL
EDUCATION TOWARDS THE BUSINESS
SPHERE ON THE IMPLEMENTATION
OF GOVERNMENT POLICIES IN
INTERNATIONAL TRADE REQUIREMENT
SUCOFINDO turut andil mengedukasi dunia
usaha dalam penerapan kebijakan pemerintah
dan persyaratan perdagangan internasional.
Bersama pemerintah menciptakan sistem
yang dapat mengembangkan iklim transaksi
usaha yang sehat, melindungi kepentingan
negara dan pelaku bisnis serta terjaminnya
kelestarian lingkungan dan meningkatkan
taraf sosial ekonomi masyarakat.
SUCOFINDO plays a role in educating the
business sphere in implementing government
policies and international trade requirements.
Together with the government, SUCOFINDO
has created a system which can develop a
healthy business transaction climate, protect
national interests and business actors,
guarantee environmental conservation and
increase the social and economic level of the
society.
SUCOFINDO BERHASIL MEMPEROLEH
SKOR 90,07 DALAM PENERAPAN GCG
SUCOFINDO SUCCESFULLY OBTAINS
A SCORE OF 90.07 FOR GCG
IMPLEMENTATION
Perolehan skor ini lebih tinggi dari tahun
sebelumnya yaitu 89,04 dengan predikat
Perusahaan “Sangat Baik”.
This score achievement is higher than the
2013 score of 89.04 with categorized as a
“Very Good“ Company.
.
10
STRATEGI
Strategies
Untuk mempertahankan posisi
sebagai perusahaan yang
terus tumbuh berkelanjutan,
perusahaan melakukan
reformulasi strategi bisnis dan
korporasi berupa
4 Strategi SUCOFINDO:
BUDAYA
BERKINERJA TINGGI
High Performance Culture
In order to maintain its position as a company
with continuous growth, SUCOFINDO has
reformulated its business and corporate
strategies into the 4 SUCOFINDO
Strategies:
OPERASIONAL
PRIMA
Operating Excellence
INOVASI DAN MANAJEMEN
PENGETAHUAN
Innovation and Knowledge Management
PERTUMBUHAN YANG
BERKELANJUTAN
Sustainable and
Profitable Growth
Kinerja 2014
1
2
3
4
/ 2014 performance
Peningkatan budaya perusahaan untuk mendukung
perwujudan organisasi yang memiliki kinerja tinggi.
Corporate culture improvement to support the
establishment of organization with high performance.
Perbaikan dan peningkatan pada model operasi agar dapat
mendukung sistem pelayanan secara prima.
Improve and develop operating model to support service excellence
system.
Pengelolaan inovasi dan pengetahuan secara sistematis sehingga dapat
mendukung kinerja organisasi secara keseluruhan.
Systemic Knowledge and Innovation Management to support organization
performance.
Fokus pada peningkatan pertumbuhan yang tidak hanya menguntungkan untuk jangka
pendek, namun juga berkelanjutan untuk jangka panjang.
Focus on sustainable growth that is not only for short-term profitability but also for longterm sustainability.
Reformulasi Strategi Bisnis dan Korporasi tersebut dijabarkan dalam bentuk action plan dan program kerja yang
komprehensif.
Reformulation of Business and Corporate Strategies as found above has been elaborated in the form of a
comprehensive action plan and work programs.
11
12
IKHTISAR
KINERJA KEUANGAN
Financial Performance Highlights
URAIAN Description
2010
2011
POSISI KEUANGAN Financial Position
2012
2013
2014
Dalam Juta Rupiah Expressed in Million IDR
Asset
Assets
Asset Lancar
Current Assets
464.711,8
701.036,7
784.840,7
857.287,3
1.033.717,4
296.747,3
309.672,6
342.595,2
351.692,2
335.333,0
761.459,1
1.010.709,4
1.127.435,9
1.208.979,5
1.369.050,4
479.371,7
553.616,0
598.110,9
706.222,5
818.662,8
(146,3)
(2.212,2)
(1.061,3)
(288,8)
798,6
Liabilitas Jangka Pendek
Short Term Liabilities
216.894,8
350.937,4
397.255,2
365.043,5
428.490,2
Liabilitas Jangka Panjang
Long Term Liabilities
64.427,5
105.784,6
132.297,1
138.336,9
122.543,7
Jumlah Liabilitas
Total Liabilities
281.322,3
456.722,0
529.552,4
503.380,4
551.033,9
Jumlah Liabilitas dan Ekuitas
Total Liabilities and Equity
760.694,0
1.010.338,0
1.127.663,3
1.209.603,0
1.369.696,7
Modal Kerja Bersih
Net Working Capital
247.817,1
350.099,4
387.585,51
492.243,8
605.227,2
Jumlah Investasi
Total Investment
66.297,9
55.780,7
56.315,2
96.257,3
47.376,1
1.148.206,8
1.420.955,8
1.592.011,1
1.730.010,7
1.706.334,8
(881.311,1)
(1.070.203,5)
(1.133.497,7)
(1.181.126,7)
(1.262.641,4)
266.895,7
350.752,3
458.513,3
548.884,1
443.693,4
Pendapatan KSO
Cooperation (KSO) Revenue
53.815,0
62.449,8
79.636,6
120.597,2
179.474,5
Laba Kotor setelah KSO
Gross Profit After KSO
320.710,7
413.202,1
538.149,9
669.481,3
623.167,9
(230.366,2)
(283.298,4)
(405.173,3)
(401.290,7)
(344.509,3)
Laba Usaha
Operating Income
90.344,6
129.903,8
132.976,6
268.190,6
278.658,6
EBITDA EBITDA
101.242,5
181.146,1
116.070,7
261.059,8
251.242,0
Laba Sebelum Pajak
Income before tax
62.046,3
125.473,9
63.972,5
211.567,5
215.078,4
Laba Komprehensif
Comprehensive Income
40.187,0
77.459,2
53.495,8
113.172,4
135.700,9
Asset Tidak Lancar
Fixed Assets
Jumlah Asset
Total Assets
Liabillitas dan Ekuitas Liabilities and Equity
Jumlah Ekuitas
Total Equity
Kepentingan Non - Pengendali
Non-Controlling Interests
Jumlah Investasi Pada Entitas Asosiasi
Total Investment in Associate Entities
Laporan Laba Rugi Income Statement
Pendapatan
Revenue
Beban Pokok Pendapatan
Cost of Revenue
Laba Kotor
Gross Profit
Beban Usaha
Operating Expenses
Kinerja 2014
Jumlah Aset
Total Assets
13
/ 2014 performance
Pendapatan KSO
179.474
180.000
1.400.000
1.209
1.370
175.000
1.300.000
170.000
1.200.000
165.000
1.127
1.100.000
160.000
1.011
1.000.000
155.000
900.000
150.000
800.000
125.000
761
700.000
100.000
600.000
75.000
500.000
120.597
79.636
53.815
62.449
50.000
2010
2011
2012
2013
2014
2010
2011
2012
Tahun Years
Tahun Years
Catatan: Dalam Miliar Rp Note: Expressed in Billion IDR
Catatan: Dalam Juta Rp Note: Expressed in Million IDR
Pendapatan
Revenue
Beban Usaha
Operating Expenses
1.800.000
1.730
2013
2014
500.000
1.706
1.700.000
405.173
1.600.000
401.290
400.000
1.600
1.500.000
344.509
1.421
1.400.000
230.366
1.300.000
1.200.000
283.298
300.000
200.000
1.150
1.100.000
1.000.000
100.000
2010
2011
2012
2013
2010
2014
2011
Tahun Years
2012
2013
2014
Tahun Years
Catatan: Dalam Miliar Rp Note: Expressed in Billion IDR
Laba Komprehensif
Laba Usaha
Operating Income
278.659
300.000
150.000
135.700
268.191
250.000
125.000
113,172
200.000
100.000
77.459
150.000
129.904
132.977
75.000
53.495
100.000
90.344
50.000
40.187
25.000
50.000
2010
2011
2012
Tahun Years
2013
2014
2010
2011
2012
Tahun Years
2013
2014
14
Tabel Rasio-Rasio Keuangan
Table of Financial Ratio
Uraian Description
2010
2011
2012
2013
2014
Rasio Likuiditas Liquidity Ratios
Rasio Kas
Cash Ratio
41,9%
66,3%
48,0%
51,4%
77,0%
Acid Test Ratio
Acid Test Ratio
125,1%
131,2%
152,6%
143,6%
174,5%
Current Ratio
Current Ratio
214,3%
199,8%
197,6%
234,8%
241,2%
23,2%
24,7%
28,8%
31,7%
26,0%
Net Profit Margin
Net Profit Margin
3,5%
5,5%
3,4%
6,5%
8,0%
Margin EBITDA
Margin EBITDA
8,8%
12,7%
7,3%
15,1%
14,7%
Return on Equity (ROE)
Return on Equity (ROE))
8,4%
14,0%
8,9%
16,0%
16,6%
Return on Asset (ROA)
Return on Asset (ROA)
5,9%
12,5%
2,8%
16,3%
12,1%
13,3%
17,9%
10,3%
21,6%
18,4%
Debt to Total Asset Ratio
Debt to Total Asset Ratio
36,9%
45,0%
47,0%
41,6%
40,2%
Debt to Total Equity Ratio
Debt to Total Equity Ratio
58,7%
84,5%
88,5%
71,3%
67,3%
Inventory Turnover (Hari)
Inventory Turnover (Days)
62
78
Collection Period (Hari)
Collection Period (Days)
57
Rasio Profitabilitas Profitability Ratios
Operating Margin
Operating Margin
Pengembalian Terhadap Penjualan
Return on Sales
Return on Investment
Return on Investment
Rasio Solvabilitas Solvency Ratios
Rasio Aktivitas Activity Ratios
77
58
95
59
65
89
71
Total Asset Turnover
Total Asset Turnover
157,9%
147,0%
150,1%
158,3%
141,2%
Total Equity to Total Assets
Total Equity to Total Assets
63,0%
54,8%
53,1%
58,4%
59,8%
Tabel Perhitungan Laba Rugi Komprehensif
Table of Comprehensive Income
Perubahan
Percent Difference
Selisih
Difference
Realisasi 2014
2014
Realization
Target 2014
2014 Target
Realisasi 2013
2013
Realization
ǻ
ǻ
ǻ%
ǻ%
2
3
4
(2-3)
(2-4)
(2-3)
(2-4)
1.706.334,8
2.150.879,8
1.730.010,7
(444.545,0)
(23.675,9)
(20,7)
(1,4)
(1.262.641,4)
(1.410.196,2)
(1.181.126,7)
147.554,8
(81.514,8)
(10,5)
6,9
443.693,4
740.683,6
548.884,1
(296.990,2)
(105.190,7)
(40,1)
(19,2)
Pendapatan KSO
179.474,5
100.000,0
120.597,2
79.474,5
58.877,3
79,5
48,8
Laba Kotor setelah KSO
Gross Profit After KSO
623.167,9
840.683,6
669.481,3
(217.515,7)
(46.313,4)
(25,9)
(6,9)
Beban Usaha
Operating Expense
(344.509,3)
(543.916,4)
(401.290,7)
199.407,1
56.781,4
(36,7)
(14,1)
Laba Usaha
Operating Income
278.658,6
296.767,2
268.190,6
(18.108,6)
10.468,0
(6,1)
3,9
Laba Sebelum Pajak
Income Before Tax
215.078,4
213.276,7
211.567,5
1.801,7
3.510,8
0,8
1,7
Laba Komprehensif
135.700,9
134.410,9
113.172,4
1.290,0
22.528,5
1,0
19,9
Uraian
Description
1
Pendapatan
Revenue
Cost of Revenue
Laba Kotor
Gross Profit
Kinerja 2014
/ 2014 performance
Nett Profit Margin Nett Profit Margin
3,5%
5,5%
2010
2011
3,4%
6,5%
2012
2013
8,0 %
2014
Return on Assets (ROA) Return on Assets (ROA)
5,9%
12,5%
2010
16,3%
2,8%
2011
2012
2013
12,1 %
2014
Laba Usaha Operating Income
300.000
296.767,2
Laba Usaha
Operating Income
278.658,6
268.190,6
250.000
Kenaikan Angka Laba Usaha
Increase in Operating Income
(6,1) %
Realisasi Dibanding Target 2014
Comparison between 2014 realization
with target
200.000
150.000
Realisasi 2014
2014 Realization
Target 2014
2014 Target
Realisasi 2013
2013 Realization
3,9 %
Realisasi 2014 Dibanding Realisasi 2013
with 2013 realization
Laba Komprehensif Comprehensive Income
140.000
Laba Komprehensif
135.700,9
134.410,9
Kenaikan Angka Laba
Komprehensif
Increase In Comprehensive
Income
130.000
1,0%
120.000
113.172,4
Realisasi dibanding target 2014
with target
Realisasi 2013
2013 Realization
19,9%
110.000
100.000
Realisasi 2014
2014 Realization
Target 2014
2014 Target
Realisasi 2014 Dibanding Realisasi 2013
with 2013 realization
15
16
Perolehan Pendapatan Berdasar Segmen Usaha
Revenue by Business Segment
Segmen Usaha
Business Segment
1
Perubahan
Percent Difference
Selisih
Difference
Realisasi 2014
2014
Realization
Target 2014
2014 Target
Realisasi 2013
2014
Realization
ǻ
ǻ
ǻ%
ǻ%
2
3
4
(2-3)
(2-4)
(2-3)
(2-4)
Government 1
Government 1
147.984,5
193.575,0
100.885,5
(45.590,5)
47.099,0
(23,6)
46,7
Government 2
Government 2
66.401,0
124.635,8
119.800,8
(58.234,8)
(53.399,8)
(46,7)
(44,6)
Minyak & Gas
Oil & Gas
386.448,7
519.403,0
296.092,1
(132.954,3)
90.356,6
(25,6)
30,5
52.134,3
180.959,5
68.371,0
(128.825,1)
(16.236,7)
(71,2)
(23,7)
Komoditi & Solusi Perdagangan
Commodity & Trade Solution
188.033,2
243.244,4
276.896,6
(55.211,2)
(88.863,4)
(22,7)
(32,1)
Laboratorium
Laboratory
138.324,9
118.893,7
87.647,6
19.431,1
50.677,3
16,3
57,8
Mineral & Batubara
Mineral & Coal
539.596,8
524.324,1
574.764,7
15.272,7
(35.167,9)
2,9
(6,1)
Sertifikasi & Eco Framework
Eco-Framework & Certification
105.994,5
146.244,9
123.958,0
(40.250,4)
(17.963,5)
(27,5)
(14,5)
Property
Property
26.675,9
21.134,1
30.050,3
5.541,7
(3.374,4)
26,2
(11,2)
Lainnya
Others
66,5
0,0
10.107,6
66,5
(10.041,1)
0,0
(99,3)
PT SAU
53.016,7
55.243,8
32.300,5
(2.227,1)
20.716,2
(4,0)
64,1
1.657,7
23.221,4
10.113,5
(21.563,7)
(8.455,8)
(92,9)
(83,6)
1.708.350,8
2.152.896,8
1.733.005,2
444.544,9
24.653,3
(20,6)
(1,44)
Realisasi 2014
2014
Realization
Target 2014
2014 Target
Realisasi 2013
2014
Realization
ǻ
ǻ
ǻ%
ǻ%
(2-4)
(2-3)
(2-4)
Industri
Industry
PT EPISI
Jumlah
Total
Cost of Revenue
Segmen Usaha
Business Segment
1
Perubahan
Percent Difference
Selisih
Difference
2
3
4
(2-3)
Government 1
Government 1
120.028,6
150.067,0
70.288,0
(30.038,4)
49.740,6
(20,0)
70,8
Government 2
Government 2
69.341,9
104.237,2
112.562,7
(34.895,3)
(43.220,8)
(33,5)
(38,4)
Minyak & Gas
Oil & Gas
336.444,1
362.670,2
253.176,4
(26.226,1)
83.267,7
(7,2)
32,9
45.122,3
128.220,3
46.428,4
(83.098,0)
(1.306,2)
(64,8)
(2,8)
144.998,7
159.213,9
207.221,1
(14.215,2)
(62.222,4)
(8,9)
(30,0)
Laboratorium
Laboratory
94.310,2
69.878,4
49.824,4
24.431,8
44.485,8
35,0
89,3
Mineral & Batubara
Mineral & Coal
295.113,0
274.630,4
283.255,7
20.482,6
11.857,3
7,5
4,2
Sertifikasi & Eco Framework
Eco-Framework & Certification
62.888,8
85.984,0
67.433,3
(23.095,3)
(4.544,5)
(26,9)
(6,7)
Property
Property
20.682,9
16.497,4
13.196,0
4.185,4
7.486,9
25,4
56,7
Lainnya
Others
16.647,9
0
46.422,1
16.647,9
(29.774,2)
0,0
(64,1)
PT SAU
32.321,6
38.946,8
27.264,3
(6.625,2)
5.057,3
(17,0)
18,5
PT EPISI
24.741,6
19.850,6
4.054,3
4.891,0
20.687,3
24,6
510,3
1.262.641,5
1.410.196,2
1.181.126,8
(147.554,7)
81.514,7
(10,5)
6,9
Industri
Industry
Komoditi & Solusi Perdagangan
Commodity & Trade Solution
Jumlah
Total
Kinerja 2014
17
/ 2014 performance
Beban Umum dan Administrasi
General and Administrative Expenses
Selisih
Difference
Perubahan
Realisasi 2014
2014
Achievement
Target 2014
2014 Target
Realisasi 2013
2014
Achievement
2
3
4
216.630,2
317.022,9
281.537,6
(100.392,8)
(64.907,4)
(0,3)
(0,2)
0
2.572,8
760,5
(2.572,8)
(760,5)
(1,0)
(1,0)
Beban Perjalanan Dinas
Business Travel Expenses
8.478,2
15.506,0
11.522,1
(7.027,8)
(3.043,9)
(0,5)
(0,3)
Beban Operasional
Operational Expenses
5.887,5
3.578,6
4.542,2
2.308,9
1.345,3
0,6
0,3
Beban Fasilitas & Property Intern
Internal Property & Facility Expenses
19.073,7
28.154,2
35.629,0
(9.080,4)
(16.555,3)
(0,3)
(0,5)
Beban Penyusutan & Amortisasi
Internal Property & Facility Expenses
4.816,6
4.424,0
6.000,2
392,5
(1.183,7)
0,1
(0,2)
39.399,8
115.615,4
24.630,9
(76.215,7)
14.768,9
(0,7)
0,6
248,2
4.791,4
3.056,0
(4.543,2)
(2.807,8)
(0,9)
(0,9)
29.894,9
40.661,4
22.634,8
(10.766,5)
7.260,1
(0,3)
0,3
PT SAU
15.321,6
10.772,5
7.030,3
4.549,1
8.291,3
0,4
1,2
PT EPISI
4.758,6
817,1
3.947,0
3.941,5
811,6
4,8
0,2
Jumlah
Total
344.509,3
543.916,4
401.290,7
(199.407,1)
(56.781,4)
(0,4)
(0,1)
Beban Umum dan Administrasi
General and Administrative
Expenses
1
Beban Pegawai
Employee Expenses
Beban Tenaga Ahli
Expert Staff Expenses
Beban Kantor & Diklat
Office & Training Expenses
Beban Promosi
Promotional Expenses
Beban Umum
General Expenses
Percent Difference
ǻ
ǻ
ǻ%
ǻ%
(2-3)
(2-4)
(2-3)
(2-4)
Pendapatan dan Beban Lain-lain
Other Revenues and Expenses
Pendapatan dan Beban
Lain-Lain
Other Revenue and
Expenses
1
Pendapatan Bunga
Interests Revenue
Pendapatan Utilisasi Aset
Utilization of Assets Revenue
Pendapatan Lain-Lain
Other Revenues
Laba / Rugi Selisih Kurs
Profit / Loss from Exchange Rate
Differences
Beban Bunga
Interests Expenses
Realisasi 2014
2014
Realization
Target 2014
2014 Target
2
3
Jumlah
Total
4
Selisih
Difference
Perubahan
Percent Difference
ǻ
ǻ
ǻ%
ǻ%
(2-3)
(2-4)
(2-3)
(2-4)
4.886,5
1.750,0
2.166,5
3.136,5
2.720,0
1,8
1,3
559,9
0
778,5
559,9
(218,6)
0,0
(0,3)
(64.132,9)
(86.830,0)
(88.283,8)
22.697,0
24.150,8
(0,3)
(0,3)
(5.217,5)
5.000,0
23.669,0
(10.217,5)
(28.886,5)
(2,0)
(1,2)
(2.024,3)
(6.600,0)
(1.580,4)
4.575,7
(443,8)
(0,7)
0,3
0
0
0
0
0
0,0
0,0
2.348,1
1.250,0
6.627,2
1.098,1
(4.279,1)
0,9
(0,6)
(63.580,2)
(85.430,0)
(56.623,1)
21.849,8
(6.957,1)
(0,3)
0,1
Proses Penurunan Nilai Piutang
Impairment of Receivable
Keuntungan Kontribusi Modal
Non Moneter Ke Pengendalian
Bersama Entitas
Profit from Non-Monetary Capital
Contribution to Joint Venture
Entities
Realisasi 2013
2014 Realization
18
PERISTIWA
PENTING
Significant Events
24
15
Februari
/ February
Maret / March
SUCOFINDO dan LA TOFI School of CSR menandatangani
nota kesepahaman (MoU) mengenai Sustainability
Company Audit (SCA) dengan pemastian pelaksanaan
Corporate Social Responsibility (CSR).
SUCOFINDO and La Tofi
School of CSR signed
a Memorandum of
Understanding (MoU) on
Sustainability Company
Audit (SCA) with assurance
on the implementation
of Corporate Social
Responsibility (CSR).
SUCOFINDO bekerjasama dengan KOJI (Koperasi Jurnalis
Indonesia) mengadakan workshop untuk para jurnalis dengan
tema “Industri Survei dan Sertifikasi dalam Masyarakat Ekonomi
ASEAN”.
SUCOFINDO, in collaboration with the Indonesian Journalist
Cooperative (KOJI), conducted a workshop for journalists with
the theme “Survey and Certification Industry in the ASEAN
Economic Community”.
24Maret /
March
Indonesia Business Coalition on AIDS (IBCA) dan SUCOFINDO
menandatangani kesepakatan kerjasama untuk meningkatkan kapasitas
lembaga-lembaga bisnis dalam menerapkan program P2 HIV-AIDS, dan
melakukan audit dan sertifikasi P2 HIV-AIDS di tempat kerja.
Indonesia Business Coalition on AIDS (IBCA) and SUCOFINDO signed a
collaboration agreement to build the capacity of business institutions in
implementing P2 HIV-AIDS programs and conducting P2 HIV-AIDS audit
and certification at the workplace.
4
April / April
SUCOFINDO memberikan Sertifikat ISO 9001:2008 untuk
Badan Pengkajian dan Penerapan Teknologi (BPPT).
Sertifikat diserahkan oleh Sufrin Hannan (Plt. Dirut
SUCOFINDO) kepada Marzan A. Iskandar (Kepala BPPT).
SUCOFINDO awarded ISO 9001:2008 Certification for the
Agency for Assessment and Application of Technology
(BPPT). The certificate was handed by Sufrin Hannan (Acting
President Director of SUCOFINDO) to Marzan A. Iskandar
(Chairman of BPPT).
Kinerja 2014
22
/ 2014 performance
19
April / April
Untuk mendukung konsepsi bangunan ramah
lingkungan, SUCOFINDO dan Ikatan Alumni BPPT (IKAL
BPPT) menyelenggarakan Seminar Nasional “Aplikasi
Audit Energi dalam mendukung Green Building”.
In order to support the developing concept of
environmentally-friendly buildings, SUCOFINDO and
the BPPT Alumni Association (IKAL BPPT) conducted
a National Seminar on “Application of Energy Audit in
supporting Green Building”.
30April /
April
Ibu Rolia Nurdiawati, Kepala
SBU Lab. Cibitung
PT SUCOFINDO (Persero),
meraih penghargaan
‘Silver Winner’ dalam ajang
kompetensi Anugerah Kartini
BUMN 2014.
20Mei /
Ms. Rolia Nurdiawati, Head
of SUCOFINDO’s SBU
Laboratory in Cibitung,
obtained the ‘Silver Winner’
award in the 2014 Anugerah
Kartini competition for SOEs.
May
SUCOFINDO mengadakan seminar SNI Mainan Anak untuk Industri
Kecil Menengah Produsen Mainan Anak di Jakarta dan Surabaya,
bekerjasama dengan Ditjen IKM Kementerian Perindustrian dan
Perdagangan.
SUCOFINDO conducted a seminar on the Indonesian National Standard
(SNI) for Children’s Toys for Small and Medium Industry Children’s Toys
Producers in Jakarta and Surabaya, in collaboration with the Directorate
General of the Ministry of Industry and Trade SMEs.
Sebanyak 17 Kantor Cabang PT SUCOFINDO mendapatkan
penghargaan pada ajang Anugerah K3 Tahun 2014 untuk kategori
Keselamatan dan Kesehatan Kerja (K3) dan Zero Accident dari
Kemenakertrans yang diserahkan oleh Muhaimin Iskandar selaku
Menteri Tenaga Kerja dan Transmigrasi Republik Indonesia.
17 SUCOFINDO branch offices received awards in the 2014
Anugerah K3 for the Occupational Health and Safety and Zero
Accident categories from the Ministry of Labor and Transmigration,
bestowed by Muhaimin Iskandar as the Republic of Indonesia
Minister of Labor and Transmigration.
26 Mei /
20 Juni /
June
2
Juli / July
SUCOFINDO bekerja sama dengan
Universitas Airlangga beserta para
dokter hewan ASEAN, melakukan
pembinaan peternak sapi perah di desadesa binaan SUCOFINDO di Pasuruan
dan Boyolali.
SUCOFINDO ditunjuk oleh Kemenparekraf RI
untuk melakukan pekerjaan jasa klasifikasi hotel
yang dituangkan pada SK Nomor. KM.32 / HK.501
/ MPEK / 2014 yang ditandatangani oleh Mari Elka
Pangestu selaku Menteri Pariwisata dan Ekonomi
Kreatif Republik Indonesia.
SUCOFINDO, in collaboration with
Airlangga University and veterinarians
in ASEAN, held trainings for dairy cattle
farmers in SUCOFINDO guided villages
in Pasuruan and Boyolali.
SUCOFINDO was appointed by the Ministry of
Tourism and Creative Economy to undertake a
job in hotel services classification, as stipulated in
Decision Letter No. KM.32 / HK.501 / MPEK / 2014,
signed by Mari Elka Pangestu as the Republic
of Indonesia Minister of Tourism and Creative
Economy.
20
1 Agustus /
August
SUCOFINDO Cabang Pekanbaru mendapatkan penghargaan berupa certificate
of Achievement dari PT Chevron Pacific Indonesia terkait dengan capaian
sasaran budaya Health, Safety, and Environment (HSE) kerja aman dilingkungan
kerja PT CPI Infrastructure Maintenance HOOU yang berlokasi di wilayah Duri.
SUCOFINDO’s Pekanbaru Branch received an award in the form of a Certificate
of Achievement from PT Chevron Pacific Indonesia due to the achievement
of Health, Safety and the Environment (HSE) culture targets for occupational
safety in the work environment of PT CPI Infrastructure Maintenance HOOU,
located in the Duri region.
11 Agustus /
August
2 September /
September
Kementerian BUMN melaksanakan Rapat Umum
Pemegang Saham Luar Biasa (RUPSLB)
PT SUCOFINDO (Persero), yang memutuskan
mengangkat Bachder Djohan sebagai Direktur
Utama SUCOFINDO.
The Ministry of State-Owned Enterprises held an
Extraordinary General Meeting of Shareholders
which decided upon the appointment of Bachder
Djohan as President Director of SUCOFINDO.
SUCOFINDO memperkenalkan mekanisme baru
penerbitan V Legal, yaitu fasilitas Self Print V
Legal dan mensosialisasikan Peraturan Terbaru
tentang Sistem Verifikasi Legalitas Kayu (SVLK)
dan Penerbitan V-Legal bagi pengguna jasa SVLK,
di Hotel Graha Cempaka, Jakarta.
21 Agustus /
SUCOFINDO introduced a new mechanism for
issuing V-Legal documents, namely the V-Legal Self
Print facility, and socialized most recent regulations
on the Timber Legality Verification System (SVLK)
and V-Legal Issuance for SVLK service users at
Graha Cempaka Hotel, Jakarta.
August
SUCOFINDO menerima penghargaan Silver Award
pada kategori Strategic dan Tactical pada ajang
BUMN Marketing Day, yang dihadiri oleh Dahlan
Iskan selaku menteri BUMN.
SUCOFINDO received a Silver Award in the
Strategic and Tactical categories in the SOE
Marketing Day competition, attended by Dahlan
Iskan as the Minister of State-Owned Enterprises.
4 September /
September
Direksi menyapa pelanggan, dalam rangka
memperingati Hari Pelanggan Nasional 2014.
The Board of Directors greeted customers in
commemoration of the 2014 National Customer Day.
Kinerja 2014
/ 2014 performance
21
15September /
September
Untuk memelihara dan meningkatkan kualitas Good Corporate
Governance di lingkungannya, SUCOFINDO bekerjasama dengan
Komisi Pemberantasan Korupsi (KPK) mensosialisasikan pengendalian
gratifikasi di lingkungan kerja SUCOFINDO seluruh Indonesia.
In order to maintain and improve the quality of good corporate
governance in its environment, SUCOFINDO in collaboration with
the Corruption Eradication Commission (KPK) socialized gratification
control in the working environment of SUCOFINDO throughout
Indonesia.
25 September /
September
PKBL SUCOFINDO meraih Penghargaan Silver pada ajang
penghargaan BUMN PKBL Award yang diselenggarakan
Ombudsman Indonesia dan La Tofi School of CSR.
SUCOFINDO’s Partnership and Community Development Program
(PKBL) received a Silver Award in the PKBL Award for SOEs held by
the Ombudsman of Indonesia and La Tofi School of CSR.
24Oktober /
October
Republik Demokratik Timor Leste meningkatkan kerjasama dengan
SUCOFINDO terkait dengan pengujian
dan standar mutu kesehatan.
The Democratic Republic of Timor Leste
further developed its collaboration
with SUCOFINDO in health quality
standards and testing.
25 Oktober /
October
Website SUCOFINDO masuk nominasi
pada acara Anugerah BUMN Web
Awards 2014 yang dihelat Beritasatu.
com, dan mendapat favorite kedua
pilihan pembaca pada kategori jasa
lainnya.
SUCOFINDO’s website was nominated
in the 2014 Web Awards for SOEs held
by Beritasatu.com and became the
second favorite reader’s choice in the
category of Other Services.
3 Desember /
December
SUCOFINDO Kantor Pusat
melaksanakan simulasi
penanggulangan bencana kebakaran
di kantor SUCOFINDO bekerjasama
dengan Damkar Propinsi DKI Jakarta.
SUCOFINDO’s Head Office conducted
a fire disaster simulation at the
SUCOFINDO office in collaboration with
the DKI Jakarta Province Firefighters.
22
LAPORAN
DEWAN KOMISARIS
Board of Commissioners
Report
Kenaikan laba komprehensif
di tahun 2014
Increase in comprehensive
income in 2014
19,9%
Gusmardi Bustami
Komisaris Utama
President Commissioner
Management Reports
/ Laporan Manajemen
23
Pemegg Sah d
Para Pemgku Kepng Yg Thormat,
To our utmost respected shareholders and stakeholders,
Perolehan Laba Komprehensif pada tahun 2014 adalah sebesar
Rp135,70 miliar. Perolehan tersebut naik 19,9% dibanding tahun 2013 yang mencapai Rp113,17 miliar.
Sampai akhir tahun 2014, SUCOFINDO mampu meraih laba usaha sebesar Rp278,66 miliar meningkat
3,9% dibandingkan laba usaha perusahaan pada tahun 2013 sebesar Rp268,19 miliar. Peningkatan
tersebut dikarenakan adanya efisiensi di pada pos-pos biaya usaha.
Achieved Comprehensive Income in 2014 amounted to Rp135.70 billion, increasing by 19.9% compared
to the 2013 amount of Rp113.17 billion. By the end of 2014, SUCOFINDO was able to achieve an
operating income of Rp278.66 billion, increasing by 3.9% compared to the 2013 operating income of
Rp268.19 billion. This increase is due to improved efficiency in operating expense posts.
Puji syukur kita panjatkan ke hadirat Allah SWT,
Tuhan Yang Maha Esa, atas karunia-Nya sehingga
Perusahaan telah dapat melewati tahun 2014 dengan
kinerja dan pencapaian yang membanggakan. Seiring
dengan berakhirnya tahun buku 2014, bersama ini kami
menyampaikan laporan pertanggungjawaban atas
pelaksanaan tugas pengawasan dan pemberian saran /
rekomendasi terhadap pengelolaan perusahaan.
We would like to express our gratitude to God Almighty,
for it is due to His grace that the Company is able to
conclude the year 2014 with commendable performance
and achievements. With the end of fiscal year 2014, we
present this accountability report on the implementation
of our supervisory and advisory duties towards company
management.
Memasuki usianya yang ke-58 tahun ini, kinerja
perusahaan
terus
memperlihatkan
peningkatan
yang signifikan. Komitmen Perusahaan untuk terus
memberikan pelayanan jasa pemastian kepada para
pelanggan, sejalan dengan tujuan Perusahaan dalam
turut melaksanakan dan menunjang kebijakan program
Pemerintah di bidang ekonomi dan pembangunan
nasional. Perusahaan juga mendukung pengembangan
jasa Inspeksi dan Audit, Pengujian dan Analisa, Sertifikasi,
Pelatihan, dan Konsultasi dengan menerapkan prinsipprinsip Perseroan Terbatas.
Entering its 58th year in service, the Company continues
to display significant improvement in its performance.
The Company’s commitment to continuously provide
assurance services to customers, in accordance to the
Company objective of implementing and supporting
Government programs and policies in national economy
and development. The Company has also supported
the development of Inspection and Audit, Testing
and Analysis, Training, and Consultation services by
implementing principles of limited liability companies.
24
Kami menyampaikan apresiasi atas kerja keras dan
kesungguhan Direksi dalam mengelola perusahaan.
Hal ini terlihat dari kemajuan kinerja di aspek keuangan,
operasional, manajemen, dan percepatan implementasi
rencana kerja. Kami akan terus memberikan
kepercayaaan kepada Direksi sebagai wujud dukungan
atas setiap langkah-langkah yang akan ditempuh untuk
mencapai visi dan misi perusahaan.
We would like to give our appreciation towards the hard
work and wholeheartedness of the Board of Directors
in managing the company, apparent from the progress
shown by performance in financial, operational, and
management aspects, in addition to the accelerated
implementation of work programs. We will continue
to place our trust in the Board of Directors as a form of
our support towards all the steps taken to achieve the
Company’s vision and mission statements.
PENILAIAN KINERJA DIREKSI ATAS
PENGELOLAAN PERUSAHAAN
ASSESSMENT OF BOARD OF DIRECTORS
PERFORMANCE IN COMPANY
MANAGEMENT
Kami menilai bahwa Direksi dan seluruh jajarannya telah
memberikan upaya yang optimal. Hasil upaya ini tampak
dengan Perolehan Laba Komprehensif pada tahun 2014
adalah sebesar Rp135,70 miliar. Perolehan tersebut naik
19,9% dibanding tahun 2013 yang mencapai Rp113,17
miliar. Sampai akhir tahun 2014, SUCOFINDO mampu
meraih laba usaha sebesar Rp278,66 miliar meningkat
3,9% dibandingkan laba usaha perusahaan pada tahun
2013 sebesar Rp268,19 miliar. Peningkatan tersebut
dikarenakan adanya efisiensi pada pos-pos biaya usaha.
We have judged that the Board of Directors and all levels
of management have given optimum efforts, apparent
from the obtained Comprehensive Income in 2014, which
reached Rp135.70 billion. This shows an increase of 19.9%
compared to the 2013 amount of Rp113.17 billion. At the
end of 2014, SUCOFINDO was able to obtain an operating
income of Rp278.66 billion, showing an increase of 3.9%
compared to operating income in 2013 amounting to
Rp268.19 billion. This is due to increased efficiency in
operating expense posts.
Kami memberikan apresiasi atas kerja keras Direksi
beserta seluruh jajaran perusahaan atas capaian
SUCOFINDO dalam meraih skor 533 dan masuk dalam
kategori kelompok Good Performance atas Kriteria
Penilaian Kinerja Unggul (KPKU) dari Kementerian
BUMN. Kinerja ini juga didukung dengan pencapaian
indeks kepuasaan pelanggan sebesar 79,83% yang
menunjukkan bahwa perusahaan memiliki kekuatan
reputasi yang bagus, serta tingginya
persepsi yang baik dari pelanggan
terhadap
kualitas
layanan
perusahaan.
We would like to give our appreciation towards the
hard work of the Board of Directors and the entire
management for SUCOFINDO’s achievement in
obtaining a score of 533, entering the ranks of the Good
Performance category over Excellent Performance
Assessment Criteria (KPKU) established by the Ministry
of SOE. This performance has been supported by the
achievement of a customer satisfaction index of 79,83%,
which displays that the Company has a
strong reputation and good perception
from customers towards the quality of
its services.
Hasil evaluasi kerja secara
keseluruhan
menunjukkan
pencapaian sasaran rencana kerja
Perusahaan di tahun 2014 sudah
semakin mendekati tujuan untuk
menjadi perusahaan jasa yang
terpercaya dan menguntungkan
dalam memberikan jasa pemastian
di Indonesia dan ASEAN. Hasil ini
sejalan dengan visi Perusahaan.
Namun
demikian,
untuk
mempertahankan capaian baik di
kinerja ekonomi ini, kami, segenap
jajaran Komisaris juga mengingatkan
bahwa peningkatan kualitas layanan
dan kompetensi Perusahaan, serta
efisiensi di segala bidang, harus
terus ditingkatkan.
79,83%
pencapaian indeks kepuasaan
pelanggan yang menunjukkan
bahwa perusahaan memiliki
kekuatan reputasi yang bagus
serta tingginya persepsi yang
baik dari pelanggan terhadap
kualitas layanan perusahaan
achievement of a customer
satisfaction index of 79.83%
displays that the Company has
a strong reputation and good
perception from customers
towards the quality of its
services
Overall, work evaluation results
have shown that the achievement of
Company work targets in 2014 has
brought the Company closer to its
objective of becoming a trustworthy
and profitable assurance service
company in Indonesia and ASEAN, in
accordance to the Company’s vision
statement. However, to maintain these
favorable achievements in economic
performance, we as the Board of
Commissioners would like to remind
that improvement in the Company’s
service quality and competence, along
with efficiency in all aspects, must
continue to be increased.
Management Reports
/ Laporan Manajemen
25
M. Sulton Fatoni
Komisaris
Commissioner
Irfa Ampri
Komisaris
Commissioner
Nahid Hudaya
Komisaris
Commissioner
PELAKSANAAN TATA KELOLA PERUSAHAAN
IMPLEMENTATION OF GOOD CORPORATE
GOVERNANCE
Kami menilai bahwa Direksi dalam melaksanakan
tugasnya selalu berpedoman pada prinsip-prinsip Good
Corporate Governance (GCG) dan kami mendorong agar
implementasi GCG benar-benar diterapkan sebagai
landasan operasional Perusahaan, dengan berlandaskan
pada lima prinsip dasar, yaitu transparansi, akuntabilitas,
pertanggungjawaban, independen, dan kewajaran.
We have judged that the Board of Directors has abided
by principles of good corporate (GCG) in conducting
their duties. We have encouraged the complete
implementation of GCG as the operational foundation
of the Company, in accordance to five basic principles,
which are transparency, accountability, responsibility,
independence, and fairness.
Kami mendukung penerapan GCG ini dengan dibentuknya
Divisi Pengelolaan Sistem, Tata Kelola dan Risiko. Divisi
yang bertanggung jawab terhadap pengelolaan GCG
di lingkup perusahaan diharapkan dapat menjamin
pelaksanaan GCG secara menyeluruh. Kedepannya, kami
merekomendasikan kepada setiap insan Perusahaan
untuk menjaga konsistensi pelaksanaan GCG sehingga
menjadi salah satu budaya Perseroan yang melekat kuat.
We have supported GCG implementation by the
formation of the System Management, GCG and Risk
Division responsible for GCG management in company
environment. It is hoped that it will be able to guarantee
GCG implementation in a thorough manner. To continue,
we recommend all Company personnel to maintain the
consistent implementation of GCG as an inherent part of
its corporate culture.
Dalam aspek tanggung jawab sosial perusahaan
(Corporate Social Responsbility / CSR), kami memberikan
usul agar kinerja CSR terus ditingkatkan. Hal ini merupakan
tantangan bagi Direksi dan seluruh jajaran Manajemen
agar mulai menerapkan kebijakan CSR dengan lebih
strategis. Lingkup CSR yang meliputi lingkungan hidup,
konsumen, kesehatan dan keselamatan kerja (K3LL),
serta pemberdayaan masyarakat, perlu dilakukan secara
menyeluruh, disertai dengan kebijakan dan komitmen.
Dengan demikian, sedikit demi sedikit, kegiatan CSR
dapat menjadi bagian dari perilaku sehari-hari yang
membentuk budaya organisasi dengan lebih kuat. Kami
optimis bahwa program CSR yang disusun dengan lebih
strategis, akan menciptakan rasa memiliki (sense of
belonging) bagi semua para pemangku kepentingan,
terutama pelanggan dan pegawai, terhadap bisnis
perusahaan.
In the aspect of corporate social responsibility (CSR),
we recommend the continued improvement of CSR
performance. This would serve as a challenge for
the Board of Directors and the entire Management to
commence a more strategic implementation of CSR
policies. The scope of the Company’s CSR covers
occupational health, safety and the environment (HSE),
consumers, and community empowerment. It must be
implemented in a thorough manner, supplemented
by policies and commitment. Thus, little by little, CSR
activities can become part of the everyday activities which
shape a stronger organizational culture. We are optimistic
that more strategic CSR programs will create a sense of
belonging to all stakeholders, especially customers and
employees, towards Company businesses.
26
PENILAIAN ATAS KINERJA KOMITEKOMITE YANG BERADA DIBAWAH DEWAN
KOMISARIS
ASSESSMENT OF COMMITTEES UNDER
THE BOARD OF COMMISSIONERS
PERFORMANCE
Dalam rangka mendukung fungsi pengawasan dan
penasehatan, kami dibantu Komite Audit yang secara
proaktif memusatkan perhatian pada pengawasan
dan penerapan tata kelola perusahaan yang baik,
pengendalian intern, pengelolaan risiko, dan menjamin
dilakukannya proses pelaporan keuangan dengan
baik. Sepanjang tahun 2014, kami menilai bahwa Komite
Audit telah melaksanakan tugasnya diantaranya terlibat
secara aktif dalam proses seleksi terhadap KAP yang
akan diusulkan untuk melakukan audit keuangan atas
laporan keuangan konsolidasian tahun 2014, memastikan
efektivitas pelaksanakan audit KAP, evaluasi atas
laporan-laporan yang diterima dari KAP, melakukan
review, analisis, dan evaluasi terhadap laporan keuangan
dan laporan kegiatan usaha bulanan tahun 2014 dan
menyampaikan hasilnya dalam laporan bulanan Komite
Audit kepada Dewan Komisaris, melakukan review,
analisis, dan evaluasi atas kinerja SBU-SBU beserta
tugas pengawasan lainnya.
Supporting our supervisory and advisory functions, we
have been assisted by the Audit Committee, which has
proactively focused its attention towards supervision
and implementation of good corporate governance,
internal control, risk management, and good financial
reporting. Throughout 2014, we consider that the Audit
Committee has conducted its duties, including being
actively involved in the selection of a Public Accountant
(PA) for the implementation of financial audit over the 2014
consolidated financial statement, ensuring the effective
implementation of audit by the PA, evaluating reports
received from the PA, conducting review, analysis and
evaluation towards 2014 monthly financial statements
and activity reports, and conveying the results in the Audit
Committee monthly reports to the Board of Commissioners,
conducting review, analysis, and evaluation over SBU
performance, along with other supervisory duties.
PANDANGAN ATAS PROSPEK USAHA 2015
OUTLOOK ON BUSINESS PROSPECTS IN
2015
Tahun 2015, merupakan momentum yang sangat baik bagi
Indonesia, khususnya dalam menghadapi perdagangan
bebas ASEAN atau yang kita kenal dengan Masyarakat
Ekonomi Asean (MEA). Dengan hadirnya MEA, Indonesia
memiliki peluang untuk memanfaatkan keunggulan
skala ekonomi dalam negeri sebagai basis memperoleh
keuntungan. Kami optimis dalam menyambut MEA dan
peluang pasar SUCOFINDO akan semakin terbuka,
sejalan dengan kebutuhan peningkatan daya saing
produk Indonesia. Hal ini sangat dimungkinkan mengingat
jumlah penduduk Indonesia yang sangat besar dan
berpotensi tinggi menjadi pasar produk potensial.
The year 2015 serves as a highly positive momentum for
Indonesia, especially in facing ASEAN free trade, known
to us as the Asean Economic Community (AEC). With the
arrival of AEC, Indonesia has the opportunity to take
advantage of the leading scale of its domestic economy
as the foundation for obtaining profit. We are optimistic
about greeting the arrival of the AEC, which gives the
opportunity for SUCOFINDO’s market to be more widely
exposed, in line with the need to upgrade the competitive
ability of Indonesian products. This scenario is incredibly
likely, recalling Indonesia’s large population and huge
potential in becoming a potential product market.
Namun demikian, terbukanya kesempatan juga
merupakan tantangan. Bila kita tidak dapat
memanfaatkan kesempatan dan potensi unik keberadaan
Indonesia, maka bukan tidak mungkin hal ini malah
menjadi bumerang. Tantangan MEA menjadikan kita
harus waspada dalam bersaing dan untuk itu, maka
kompetensi Sumber Daya Manusia (SDM) adalah mutlak
bagi kelanjutan usaha SUCOFINDO. Penerapan BUMN
Survei juga menjadi salah satu strategi yang baik untuk
dilaksanakan, dan kami berharap Direksi mampu untuk
tetap fokus pada kinerja atas hasil penerapan kegiatan
ini.
However, this opportunity will also act as a challenge.
In the case that we would be unable to take advantage
of this opportunity and the unique potential offered by
Indonesia’s existence, it is entirely possible that they can
instead become a boomerang. The challenge brought by
the AEC reminds us to remain vigilant in the competition
and that, for this purpose, competence of SUCOFINDO’s
Human Resources (HR) is an absolute must for the
continuation of its business. The implementation of a SOE
Survey was a good strategy and we hope the Board of
Directors will be capable of remaining focused towards
performance resulting from this activity.
Oleh karena itu kami menghimbau kepada Direksi
dan segenap jajarannya untuk terus meningkatkan
kemampuan dan keunggulan Perusahaan, khususnya
kualitas SDM, dan ditunjang dengan kuatnya struktur
permodalan, kemampuan perencanaan, dan standar
prosedur operasional, disertai dengan produk-produk
jasa unggulan. Dengan kekuatan tersebut kami optimis
SUCOFINDO memiliki peluang dan prospek usaha
Thus, we advise the Board of Directors and all levels of
management to continuously improve the Company’s
skills and merits, especially the quality of its HR, supported
by strong capital structure, planning ability, and standard
operating procedures, supplemented by excellent
service products. With these strengths, we are optimistic
that SUCOFINDO has brighter business prospects and
opportunities ahead. These bright prospects must be
Management Reports
/ Laporan Manajemen
27
yang lebih cemerlang. Prospek yang cerah ini harus
dimanfaatkan manajemen SUCOFINDO dengan sebaikbaiknya, khususnya dalam memberikan pelayanan yang
terbaik bagi pelanggan.
taken advantage of by SUCOFINDO’s management to
the maximum, especially in providing the best service for
its customers.
PENGEMBANGAN SDM
BERKESINAMBUNGAN
SUSTAINABLE HR DEVELOPMENT
Pengembangan SDM merupakan investasi dan akan
menjadi aset strategis yang harus dipelihara, dan dikelola
secara terencana, serta terintegrasi dengan sistem
manajemen yang baik. Untuk itu, kami menyetujui usaha
Direksi yang secara berkesinambungan melakukan
pemenuhan kebutuhan pegawai, baik dari sisi kuantitas
maupun dari kualitas. Pegawai, sebagai tulang punggung
Perseroan diharapkan mampu menunjang keberhasilan
dan peningkatan kinerja usaha.
HR development is an investment which will turn into a
strategic asset which must be maintained and managed
in a planned and integrated manner with a good
management system. For this purpose, we approve
of the Board of Director’s efforts to continuously fulfill
the Company’s employee needs, both quantitatively
and qualitatively. Employees, as the backbone of the
Company, are expected to support the Company’s
success and improvement in business performance.
PERUBAHAN SUSUNAN DEWAN KOMISARIS
CHANGE IN COMPOSITION OF THE BOARD
OF COMMISSIONERS
Pada kesempatan ini kami menyampaikan bahwa
sejak Rapat Umum Pemegang Saham (RUPS) tahunan
SUCOFINDO pada tanggal 3 April 2014 susunan anggota
Dewan Komisaris mengalami perubahan dengan
dikukuhkannya pemberhentian Sdr. Sambas Mulyana
sebagai anggota Komisaris. Pada RUPS tersebut juga
diputuskan pengangkatan Sdr. Irfa Ampri sebagai
Anggota Komisaris.
With this opportunity, we would like to convey that as of
SUCOFINDO’s Annual General Meeting of Shareholders
(GMS) on April 3, 2014, the composition of the Board of
Commissioners experienced a change with the dismissal
of Mr. Sambas Mulyana as a Commissioner. During the
GMS, it was also decided that Mr. Irfa Ampri was to be
appointed as a Commissioner.
PENUTUP
CLOSING STATEMENTS
Bersama seluruh anggota Dewan Komisaris, kami
menyampaikan penghargaan dan terimakasih kepada
Direksi, jajaran Manajemen dan seluruh Pekerja PT
SUCOFINDO atas seluruh upayanya memajukan
Perusahaan. Kami juga menyampaikan apresiasi kepada
pemegang saham, pelanggan dan seluruh mitra kerja
atas kepercayaan dan dukungan yang terus diberikan
kepada kami.
On behalf of the entire Board of Commissioners, we
would like to express our appreciation and gratitude
towards the Board of Directors, the entire Management
and all Employees of PT SUCOFINDO for all their efforts
in advancing the Company. We would also like to give our
appreciation towards our shareholders, customers, and all
business partners for the trust and support continuously
placed in us.
Mari bersama menghadapi tantangan, memanfaatkan
kesempatan dan terus meningkatkan daya saing kita.
Let us face upcoming challenges, harness opportunities
and continue to increase our competitive ability in unison.
Hormat Kami,
Best regards,
Gusmardi Bustami
Komisaris Utama
28
PROFIL
DEWAN KOMISARIS
Profile
Pria kelahiran Medan 1 Agustus 1953, umur 61 tahun.
Menyelesaikan Pendidikan Sarjana di Fakultas Hukum
Universitas Indonesia pada tahun 1979 dan menempuh sejumlah
kursus internasional di bidang ekonomi dan perdagangan,
manajemen, pertukaran komoditas dan penyelesaian sengketa.
Menjabat sebagai Komisaris Utama PT SUCOFINDO semenjak tahun
17 Desember 2010.
Beberapa jabatan penting yang pernah dijalani antara lain sebagai
Direktur Jenderal Kerjasama Pengembangan Ekspor Nasional,
Kementerian Perdagangan Republik Indonesia, Atase Perdagangan di
beberapa Kedutaan Besar Republik Indonesia di Copenhagen (Denmark),
London (Inggris) dan Washington DC (Amerika Serikat) selama hampir 10
(sepuluh) tahun sejak 1986, Duta Besar Republik Indonesia untuk WTO (World
Trade Organization), serta menjadi Deputi Perwakilan Tetap Republik Indonesia
untuk Perserikatan Bangsa-Bangsa (PBB) dan Organisasi Internasional lainnya di
Jenewa, Swiss (2002-2008).
Gusmardi Bustami
Komisaris Utama
17 Desember 2010 - sekarang
Desember 17, 2010 - present
He was born in Medan on August 1, 1953, and is 61 years of age. He completed his
undergraduate study at the Faculty of Law, University of Indonesia, in 1979, and enrolled
in several international courses in economy and trade, management, commodity
exchange, and dispute settlement. He held the position of President Commissioner at PT
SUCOFINDO since December 17, 2010.
He occupied several important positions, namely the Director General of National Export
Development Collaboration at the Republic of Indonesia Ministry of Trade, Trade Attaché in
several Republic of Indonesia Embassies such as in Copenhagen (Denmark), London (England),
and Washington, D.C. (United States of America), for a period of almost 10 (ten) years since 1986,
Indonesian Ambassador for WTO (World Trade Organization), and Deputy Permanent Representative
of the Republic of Indonesia for the United Nations (UN) and Other International Organizations in
Geneva, Swiss (2002-2008).
Management Reports
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29
Pria kelahiran Kediri, 8 Mei 1953 umur 51 tahun. Meraih gelar Sarjana Ekonomi
dari Universitas Krisnadwipayana pada tahun 1980 dan meraih gelar Master
Ekonomi di Southern Illinois University, USA tahun 1986.
Mengawali karirnya sebagai Staf Ditjen Moneter / Moneter Luar Negeri Departemen
Keuangan RI (1975-1980). Beberapa jabatan penting yang pernah dijalani antara lain
sebagai Direktur Pengembangan Permodalan, Ditjen Fasilitasi Pembiayaan (19982000), Asisten Deputi Urusan Permodalan pada Deputi Bidang Pembiayaan Kementerian
Koperasi dan UKM (1999-2002), Asisten Deputi Urusan Pengembangan dan Pengendalian
Simpan Pinjam pada Deputi Bidang Pembiayaan (2002), Asisten Deputi Urusan Program
Pendanaan pada Deputi Bidang Pembiayaan (2002- Maret 2004), Direktur Pengembangan
pada Perum Jamkrindo (April 2004-2007), dan Direktur Utama (2007 – Agustus 2012). Menjabat
sebagai Komisaris PT SUCOFINDO semenjak tahun 2012.
NAHID HUDAYA
Komisaris / Commissioner
2012 - sekarang
2012 - present
He was born in Kediri on May 8, 1953, and is 51 years of age. He obtained his bachelor’s degree
in Economics from Krisnawipayana University in 1980 and master’s degree in Economics from
Southern Illinois University, USA, in 1986.
He commenced his career as a staff in the Directorate General of International Monetary / Monetary
Affairs, Republic of Indonesia Department of Finance (1975-1980). Some of the key positions he has
occupied include the Director of Capital Development in the Directorate General of Finance Facilitation
(1998-2000), Deputy’s Assistant for Capital Affairs to the Deputy of Financing, Ministry of Cooperatives
and SMEs (1999-2002), Deputy’s Assistant for Development and Control of Savings and Loan Associations
to the Deputy of Financing (2002), Deputy’s Assistant for Funding Programs to the Deputy of Financing
(2002-March 2004), Director of Development (April 2004-2007) and President Director (2007-August 2012) at
Perum Jamkrindo. He held the position of Commissioner at PT SUCOFINDO since 2012.
Pria kelahiran Binjai, 12 Desember 1965, umur 49 tahun. Menyelesaikan Pendidikan
di Sekolah Tinggi Akuntansi Negara, kemudian melanjutkan meraih gelar Master of
Arts degree in Accounting and Finance of Lancaster University, dan Doktor Administrasi
Bisnis di Yokohama Nasional University Japan. Menjabat sebagai Komisaris PT
SUCOFINDO semenjak 3 April 2014.
Direktur Grup World Bank di Washington (2009-2011)
- Direktur Kebijakan dan Kerjasama Internasional Kementerian Keuangan (2006-2009)
-
IRFA AMPRI
3 April 2014 - sekarang
April 3, 2014 - present
He was born in Binjai on December 12, 1965, and is 49 years of age. He completed his study at
the Indonesian State College of Accountancy (STAN) before obtaining a Master of Arts degree in
Accounting and Finance from Lancaster University, and a Doctor in Business Administration degree
from Yokohama National University, Japan. He held the position of Commissioner at PT SUCOFINDO
since April 3, 2014.
He has occupied several important positions, such as:
- Director at World Bank Group in Washington (2009-2011)
- Director of International Collaboration and Policies, Ministry of Finance (2006-2009)
Pria kelahiran Lumajang, 17 Maret 1973, umur 41 tahun. Menyelesaikan
Pascasarjananya di Fakultas Ilmu Sosial dan Ilmu Politik (FISIP), Universitas Indonesia
pada tahun 2006.
Mengawali karir menjadi Tim Riset Data dan Media, Staf Khusus Presiden Republik
Indonesia, Abdurrahman Wahid tahun 2000. Sejak tahun 2003 sampai dengan sekarang,
menjadi penulis beberapa buku riset bidang sosial, ekonomi dan agama. Menjadi tenaga
ahli DPD Republik Indonesia bidang Panitia Akuntabilitas Publik tahun 2010 serta menjadi
pengurus Koperasi Pondok Pesantren Sidogiri (BMT UGT Sidogiri) Pasuruan. Menjabat sebagai
Komisaris PT SUCOFINDO semenjak tahun 2011-sekarang.
M. SULTON FATONI
2011 - sekarang
2011 - present
He was born in Lumajang on March 17, 1973, and is 41 years of age. He completed his master’s
degree from the Faculty of Social and Political Sciences at University of Indonesia in 2006.
He commenced his career as part of the Data and Media Research Team, Special Staff to the
President of the Republic of Indonesia, Abdurrahman Wahid, in 2000. Since 2003 until present, he
became the writer of several books containing research in social, economic and religious studies. He
became an expert staff to the Republic of Indonesia House of Regional Representatives (DPD) in the
Public Accountability Committee in 2010 and was involved in the management of the Pondok Pesantren
Sidogiri Cooperative (BMT UGT Sidogiri), Pasuruan. He held the position of Commissioner at PT SUCOFINDO
since 2011 – present.
30
LAPORAN
DEWAN DIREKSI
Board of Directors Report
Kenaikan Penyaluran Dana CSR
CSR Fund Distribution Increase
231%
Bachder Djohan Buddin
Direktur Utama
President Director
Management Reports
/ Laporan Manajemen
31
Pemegg Sah d
Para Pemgku Kepng Yg Thormat,
To our utmost respected shareholders and stakeholders,
Puji syukur kita panjatkan ke hadirat Allah SWT, Tuhan Yang Maha Esa, karena
atas ridho-Nya, kita bersama-sama telah dapat membawa SUCOFINDO
melewati tahun 2014 dengan hasil yang membanggakan. Hasil ini tak terlepas
dari kebersamaan semua pihak di lingkungan Perusahaan, serta dukungan dari
pemegang saham dan segenap pemangku kepentingan.
We would like to express our gratitude to God Almighty for it is due to His
grace that we have been able to carry SUCOFINDO through the year 2014
together with applaudable results. These results were achieved through the
joint efforts of all parties involved in the Company and the support given by
shareholders and all stakeholders.
ANALISIS KINERJA PERUSAHAAN TAHUN
2014
ANALYSIS OF 2014 COMPANY
PERFORMANCE
Meskipun tahun 2014 ekonomi Indonesia tengah
menghadapi tantangan cukup berat dari kondisi global
dan domestik, tetapi kami bersyukur bahwa kami telah
mampu melewatinya dengan pencapaian prestasi
yang baik. Dalam hal kinerja ekonomi, kami sampaikan
bahwa hingga akhir tahun 2014, Perusahaan telah
membukukan laba komprehensif sebesar Rp135,70 miliar
juta atau meningkat 19,9% dibandingkan tahun 2013 yang
mencapai Rp113,17 miliar.
Although the Indonesian economy faced significant
challenges due to global and domestic conditions
throughout 2014, we are grateful that we were able to
go through the year with commendable achievements.
In economic performance, we would like to convey
that by the end of 2014, the Company has recorded a
comprehensif income of Rp135.70 billion, showing an
increase of 19.9% compared to the 2013 achievement of
Rp113.17 billion.
Porsi pendapatan Perusahaan pada tahun 2014 terbesar
berasal dari segmen usaha Mineral dan Batubara, yang
mampu memberikan kontribusi laba sebesar 42,4%.
Namun demikian, pendapatan usaha di tahun 2014
mengalami penurunan sebesar 1,37% dibandingkan tahun
sebelumnya. Pendapatan usaha pada tahun 2014 tercatat
Rp1.706,33 miliar, sedangkan pendapatan di tahun 2013
The biggest portion of revenue obtained by the Company
in 2014 originated from the Mineral and Coal business
segment, which was capable of contributing 42.4%
of total profit. However, revenue in 2014 experienced
a decrease by 1.37% compared to the previous year.
Operating income in 2014 was recorded at Rp1,706.33
billion whereas income in 2013 had been recorded at
32
Beni Agus Permana
Direktur Sumber Daya dan Keuangan
Director of Resources and Finance
Sufrin Hannan
Direktur Komersial II
Commercial II Director
Mochamad Heru Riza Chakim
Direktur Komersial I
Commercial I Director
tercatat Rp1.730,01 miliar. Penurunan pendapatan usaha
ini disebabkan karena terdapat ketentuan / regulasi
Pemerintah yang melarang ekspor bahan tambang
mentah, penyesuaian anggaran belanja Pemerintah
dalam program-program terkait dengan penggunaan
surveyor / konsultan, penurunan laju ekpor dan impor
pada komoditas pertanian dan tekstil, dan perijinan
bahan baku fumigasi yang terkendala dengan ketentuan
bahan berbahaya.
Rp1,730.01 billion. This decrease in revenue was caused
by Government regulations / provisions prohibiting
the export of raw mining materials, adjustment of the
Government’s stage budget in programs pertaining to
the hiring of surveyors / consultants, declining export and
import rates for commodities in agriculture and textile, and
permits for fumigant ingredients obstructed by provisions
on dangerous substances.
Kami dan segenap insan SUCOFINDO berkomitmen
untuk terus memberikan pelayanan jasa pemastian
terbaik kepada para pelanggan, melakukan langkah
kreatif dan menawarkan inovasi jasa-jasa baru berbasis
kompetensi. Diversifikasi jasa kami kembangkan, meliputi
inspeksi dan audit, pengujian dan analisa, sertifikasi,
pelatihan, serta konsultasi, yang sejalan dengan tujuan
SUCOFINDO dalam turut melaksanakan dan menunjang
kebijakan program Pemerintah di bidang ekonomi dan
pembangunan nasional. Di samping itu, kami juga akan
mengkaji ulang kualitas layanan kami di bidang jasa
Inspeksi dan Audit, Pengujian dan Analisa, Sertifikasi,
Pelatihan, dan Konsultasi, dengan menerapkan prinsip
layanan bermutu.
Along with all SUCOFINDO personnel, we are committed
to continuously provide the best assurance services for our
customers, take creative steps and offer innovation through
new competence-based services. We have diversified
our services, which cover inspection and audit, testing
and analysis, certification, training, and consultation, in
line with SUCOFINDO’s purpose of playing a role in
implementing and supporting Government programs in
national economy and development. Moreover, we will
review once more the quality of our services in inspection
and audit, testing and analysis, certification, training, and
consultation through the application of quality service
principles.
Pengembangan jasa yang kami berikan hingga akhir
tahun 2014 meliputi 85 (delapan puluh lima) jenis jasa
utama di 65 (enam puluh lima) titik layanan yang terdiri
dari 29 (dua puluh sembilan) kantor cabang dan 34 (tiga
puluh empat) kantor unit pelayanan, serta 45 (empat puluh
Development in the services we have offered as of the end
of 2014 has covered 85 (eighty five) types of main services
at 65 (sixty five) points of service, consisting of 29 (twenty
nine) branch offices and 34 (thirty four) service units, in
addition to 45 (forty five) integrated laboratory services
Management Reports
/ Laporan Manajemen
33
lima) layanan laboratorium terpadu yang menyediakan
layanan pengujian, analisa, dan kalibrasi. Jumlah jasa
yang semakin banyak kami tawarkan ini, menjadikan
kami lebih sadar bahwa akan semakin besar tantangan
yang kami hadapi, yaitu meningkatkan kualitas layanan
dan memanfaatkan besarnya permintaan pasar.
offering services in testing, analysis and calibration. The
growing amount of services we have to offer has made
us aware of the growing challenges we will also face
in increasing the quality of our services and utilizing the
large amount of demands in the market.
PENERAPAN TATA KELOLA
BERKELANJUTAN
IMPLEMENTATION OF SUSTAINABLE
GOVERNANCE
Penerapan prinsip-prinsip GCG kami wujudkan,
diantaranya dengan pembentukan fungsi pengelolaan
GCG dibawah Divisi Sistem Manajemen, GCG dan Risiko
yang secara khusus menangani dan memantau efektivitas
penerapan GCG di perusahaan. Melalui Divisi ini, secara
berkesinambungan, kami akan terus melakukan langkahlangkah perbaikan, misalnya dengan mengkaji ulang
dokumen-dokumen pendukung dalam penerapan GCG,
diantaranya Pedoman GCG, Board Manual, dan Pedoman
Etika Usaha (Code of Conduct).
We have achieved the implementation of GCG principles,
among which by forming a GCG management function
under the System Management, GCG and Risk Division
specifically for handling and monitoring the effective
implementation of GCG within the company. Through
this Division, we will continue to take steps towards
improvement in a sustainable manner, for example,
by reviewing supporting documents towards GCG
implementation such as the GCG Code, Board Manual,
and Code of Conduct.
Pelaksanaan GCG tahun 2014 di lingkungan Perusahaan
telah dilaksanakan dengan baik dan dinilai secara
menyeluruh oleh pihak independen PT Kharisma Insani
dengan kajian yang meliputi 6 (enam) aspek pokok. Hasil
evaluasi ini memperoleh nilai 90,07, lebih tinggi dari tahun
2013 yang mendapat skor 89,04 dari total nilai maksimal
yaitu sebesar 100. Hasil evaluasi GCG ini masuk dalam
kategori Sangat Baik.
GCG implementation in the year 2014 within the Company
has been conducted well and has been assessed
thoroughly by an independent party, PT Kharisma Insani,
with a review encompassing 6 (six) core aspects. As a
result of this evaluation, SUCOFINDO obtained a score
of 90.07, higher than the 2013 score of 89.04, out of a
maximum total of 100. This GCG assessment result places
SUCOFINDO in the category of Very Good.
PELAKSANAAN TANGGUNG JAWAB SOSIAL
DAN LINGKUNGAN
IMPLEMENTATION OF CORPORATE SOCIAL
AND ENVIRONMENTAL RESPONSIBILITIES
Kami berkomitmen untuk mewujudkan
kegiatan tanggung jawab sosial
(corporate social responsibility / CSR)
seperti yang diamanatkan undangundang nomor 40 tahun 2007 tentang
Perseroan terbatas, dan undangundang nomor 19 tahun 2003 tentang
BUMN yang dijabarkan dalam Program
Kemitraan dan Bina Lingkungan (PKBL)
dalam Permen BUMN nomor PER-05 /
MBU / 2007.
Pada tahun 2014 ini, kami lebih
memfokuskan kegiatan PKBL pada
masyarakat di area Ring 1 perusahaan.
Hal ini kami lakukan agar kegiatan lebih
terfokus dan mendukung kemudahan
pengawasan dan kesinambungan
program, sehingga masyarakat sekitar
memperoleh manfaat lebih, dari
adanya program tersebut. Kebijakan ini
kali lakukan sejalan dengan arah dan
strategi Perseroan dalam membina
hubungan baik dengan masyarakat
yang berada di sekitar Perseroan.
90,07
Skor GCG tahun 2014, Hasil
evaluasi ini lebih tinggi dari
tahun 2013 yang mendapat
skor 89,04 dari total nilai
maksimal yaitu sebesar 100.
Hasil evaluasi GCG ini masuk
dalam kategori Sangat Baik.
2014 GCG score. This
evaluation result is higher than
the 2013 score of 89.04, out of
a maximum total of 100. This
GCG assessment result places
SUCOFINDO in the category
of Very Good.
We are committed to achieving our
corporate social responsibility (CSR)
as mandated within Law 40 / 2007
regarding Limited Liability Companies
and Law 19 / 2003 regarding StateOwned Enterprises, expanded into
the Partnership and Environmental
Development Program (PKBL) within
Minister of SOE Regulation No. PER-05
/ MBU / 2007.
In 2014, we have focused our PKBL
activities on communities within the
Ring 1 area of the Company for the
purpose of ensuring that our activities
are more focused and supporting ease
of supervision and program continuation.
Consequently, the surrounding community
will be able to gain more benefit from the
presence of this program. This policy
has been implemented in accordance to
the Company’s direction and strategies
in nurturing good relations with the
surrounding community to the Company.
34
Program Kemitraan kami menggunakan dana bergulir dan
dilaksanakan dalam bentuk penyaluran dana pinjaman
dan pembinaan kepada usaha kecil pada sektor
industri, perdagangan, peternakan, pertanian, perikanan,
perkebunan, dan jasa di berbagai propinsi. Tujuan dari
pelaksanaan program ini adalah untuk meningkatkan
kemampuan usaha kecil agar menjadi layak kredit dan
mandiri.
Selama tahun 2014, kami menyalurkan pinjaman dana
kepada 470 unit usaha kecil di 16 propinsi. Total dana
untuk Program Kemitraan ini mencapai Rp16,46 miliar.
Dana ini meningkat 231% dibandingkan dana yang
dikucurkan pada tahun 2013 sebesar Rp7,13 miliar.
Our Partnership program uses revolving funds and has
been implemented through the distribution of loans
and development of small enterprises in the sectors of
industry, trade, livestock, agriculture, fishery, plantation,
and other services in various provinces. The purpose of
this program is to increase the ability of small enterprise in
becoming credit worthy and independent.
Program Bina Lingkungan tahun 2014 kami fokuskan pada
peningkatan pendidikan dan kesehatan, peningkatan
sarana dan prasarana umum, bantuan sarana ibadah,
dan pelestarian lingkungan. Perusahaan telah
mengalokasikan dana Program Bina Lingkungan sebesar
Rp2,10 miliar dan telah terealisasikan sebesar Rp1,62
miliar. Dana ini meningkat 146% dibandingkan dana yang
dikucurkan pada tahun 2013 sebesar Rp1,11 miliar.
The Environmental Development Program in 2014 was
focused on the development of health and education,
improvement of public facility and infrastructure, donation
to places of worship, and environmental conservation.
The Company allocated a fund of Rp2.10 billion for the
Environmental Development program, from which Rp1.62
billion has been realized. This fund increased by 146%
compared to the amount in 2013, Rp1.11 billion.
PANDANGAN ATAS PROSPEK USAHA 2015
OUTLOOK ON 2015 BUSINESS PROSPECTS
Pasar bebas ASEAN melalui Masyarakat Ekonomi Asean
(MEA) sudah di ambang pintu untuk segera dibuka pada
akhir tahun 2015. Pelaksanaan MEA akan menghilangkan
hambatan aliran barang, investasi dan jasa diantara
negara ASEAN. Dalam rangka melindungi produk,
konsumen, pasar, dan industri dalam negeri, sertifikasi
Standar Nasional Indonesia (SNI) menjadi sangat penting
pada berbagai produk agar dapat bersaing. SNI menjadi
salah satu tolok ukur untuk menjamin kualitas produk
Indonesia. Hal ini menjadi peluang besar yang harus kami
manfaatkan untuk berbagi melalui pembelajaran aktif
kepada para dunia usaha. SUCOFINDO sebagai BUMN
jasa pemastian, menjadi salah satu tonggak yang kuat
bagi kepastian produk Indonesia untuk mampu bersaing
dan meningkatkan pangsa pasar dalam era MEA.
The ASEAN free market through the ASEAN Economic
Community (AEC) is approaching its commencement in
the end of 2015. The existence of the AEC will remove
obstacles towards the ow of goods, investments and
services among ASEAN nations. In order to protect local
products, consumers, markets and industries, certification
based on the Indonesian National Standard (SNI) has
become vital in order to ensure that various products
will be able to compete. SNI shall serve as one of the
benchmarks guaranteeing the quality of Indonesian
products. This will be a big opportunity which we must
harness and share through active learning to the business
sphere. As a SOE in assurance, SUCOFINDO shall
become one of the solid pillar supporting the assurance
of Indonesian products in becoming able to compete and
increase their market shares in the AEC era.
Kami akan siap memanfaatkan peluang ini dengan
menampilkan berbagai produk jasa yang menguntungkan
bagi pelanggan, dan menargetkan dapat memperluas
jaringan di area global. Guna memenangkan persaingan
pasar, maka kami akan lebih meningkatkan kinerja
dengan memberikan pelayanan yang terbaik bagi
pelanggan, serta meningkatkan kompetensi SDM.
We are ready to harness this opportunity by presenting
various service products which would benefit our
customers and target the expansion of our network at the
global scale. In order to secure a competitive advantage
in the market, we will improve our performance further by
providing the best service for customers and building the
competence of our human resources.
Untuk pengembangan jasa lainnya, kami tengah
mengembangkan jasa seismic data acquisition, drill stem
testing, integrated environmental monitoring management,
carbon project, survey and mapping, green certification,
serta pengujian produk panas bumi atau geothermal.
Hal ini sangat penting untuk menjawab kebutuhan
pasar. Demikian pula, perubahan peraturan menjadikan
banyaknya keperluan dunia usaha bagi adanya standar
dan jaminan yang terpercaya. Situasi ini menjadikan kami
As for the development of our other services, we are
currently developing services in seismic data acquisition,
drill stem testing, integrated environmental monitoring
management, carbon project, survey and mapping, green
certification, and geothermal product testing. These
services are important in responding to the demands
of the market. Moreover, changes in regulations have
increased demands towards the existence of trustworthy
standards and assurance. Due to this situation, we must
Throughout 2014, we have distributed loans to 470 units
of small business enterprises in 16 provinces. The total
amount of funds for this Partnership Program reached
Rp16.46 billion This fund increased by 231% compared to
the amount in 2013, Rp7.13 billion.
Management Reports
/ Laporan Manajemen
35
harus cepat berubah dan menyesuaikan diri dengan
permintaan pasar dan meningkatkan kualitas layanan.
immediately transform and adapt to market demands and
increase the quality of our service.
Kami juga gencar melaksanakan ekspansi ke luar negeri
yang merupakan bagian dari tuntutan pasar global, serta
menjadi bukti bahwa eksistensi SUCOFINDO di dalam
negeri sudah kuat. Saat ini kami sedang memperluas
jaringan ke negara-negara ASEAN. Upaya ini juga
menjadi salah satu strategi kami dalam memberikan
kesempatan bagi SDM kami untuk membuka diri dan
belajar memahami tuntutan global.
We have also made intensive efforts to expand
internationally to fulfill part of global market demands and
to prove that SUCOFINDO already has a strong national
presence. At present, we are also expanding our network
to ASEAN nations. These efforts are part of our strategies
in giving the opportunity for our HR to open up towards
and learn to understand global demands.
PERUBAHAN SUSUNAN DIREKSI
CHANGES IN COMPOSITION OF THE BOARD
OF DIRECTORS
Kami laporkan bahwa selama kurun waktu periode
pelaporan, telah terjadi perubahan komposisi Direksi
berdasarkan Rapat Umum Pemegang Saham (RUPS):
We would like to report that during the reported period,
changes occurred towards the composition of the Board of
Directors based on the General Meeting of Shareholders
(GMS):
1. Extraordinary Shareholders Resolution regarding
the Establishment of the Board of Directors issued
on August 11, 2014, deciding upon the honorable
dismissal of Mr. Fahmi Sadiq as President Director
and the appointment of Mr. Bachder Djohan Buddin
as President Director.
2. Extraordinary Shareholders Resolution regarding
the Appointment of Commercial I Director issued on
August 11, 2014, deciding upon the appointment of Mr.
M. Heru Riza Chakim.
1.
2.
Keputusan Pemegang Saham Luar Biasa tentang
Penetapan Dewan Komisaris pada tanggal 11 Agustus
2014, memutuskan memberhentikan dengan hormat
Sdr. Fahmi Sadiq sebagai Direktur Utama, dan
mengangkat Direktur Utama Sdr. Bachder Djohan
Buddin.
Penetapan Direktur Komersial I pada tanggal 11
Agustus 2014, memutuskan mengangkat Sdr. M. Heru
Riza Chakim.
PENUTUP
CLOSING STATEMENTS
Kami, seluruh jajaran Direksi mengucapkan terima kasih
kepada Pemegang Saham dan Dewan Komisaris atas
dukungan dan arahan yang telah diberikan kepada kami.
Juga penghargaan setinggi-tingginya kami sampaikan
atas kepercayaan dan kerja sama dari mitra kerja, para
pelanggan, dan seluruh pemangku kepentingan.
On behalf of the entire Board of Directors, we would like
to express our gratitude to the Shareholders and Board of
Commissioners for the support and directives given to us.
We would also like to profess our highest appreciation for
the trust and collaboration given by our business partners,
customers, and all stakeholders.
Kami menyambut baik ajakan pemangku kepentingan
semua untuk bersama mengelola tantangan dan
memperkuat daya saing kita menuju era global.
We also welcome and heed the call from stakeholders to
manage our challenges and strengthen our competitive
ability to face the global era in unison.
Hormat kami,
Best regards,
Direktur Utama
President Director
36
PROFIL
DEWAN DIREKSI
Board of Directors
Profile
Pria kelahiran Makassar, 8 September 1955 umur 59 tahun.
Menyelesaikan Pendidikan Sarjana di Fakultas Teknik
Arsitektur Universitas Hasanuddin pada tahun 1982, dan
menyelesaikan pendidikan pascasarjana di Magister Manajemen
Universitas yang sama pada tahun 2001. Menjabat sebagai Direktur
Utama PT SUCOFINDO semenjak tahun 11 Agustus 2014.
Direktur Utama PT Kawasan Industri Makassar (KIMA) semenjak tahun
2007 hingga 2012.
He was born in Makassar on September 8, 1955, and is 59 years of age.
He completed his undergraduate study in Architecture at the Faculty of
Engineering, Hasanuddin University, in 1982, and completed his graduate study
as a Master of Management from the same university in 2001. He held the position
of PT SUCOFINDO President Director since August 11, 2014.
BACHDER DJOHAN BUDDIN
Direktur Utama
President Director
11 Agustus 2014 - sekarang
August 11, 2014 - present
Several important positions he previously occupied include the President Director of
PT Kawasan Industri Makassar (KIMA) since 2007 until 2012.
Management Reports
/ Laporan Manajemen
37
Pria kelahiran Ponorogo, 7 April 1960, umur 54 tahun.
Menyelesaikan Pendidikan Sarjana di Fakultas Teknik Kimia Institut
Teknologi Bandung (ITB) pada tahun 1985, lalu menyelesaikan
Pascasarjana di Institut Teknologi Bandung pada tahun 1999.
Menjabat sebagai Direktur Komersial I PT SUCOFINDO semenjak
11 Agustus 2014.
Beberapa jabatan penting yang pernah dijalani sepanjang karirnya di PT
SUCOFINDO antara lain sebagai Kepala Bagian Dokumentasi dan Pelaporan
(1992-2002), Kepala Bagian Verifikasi Konversi (1992-1995), Kepala Cabang Bandung
(1995-1999), Kepala cabang Medan (1999-2002), Pjs Vice President SBU FINS (2002),
Vice President SBU TANI (2002-2010), Pjs Vice President SBU JUM (2010), Kepala Divisi
Regional 1 (2012-2014), Kepala SBU Government 2 (2014).
M. HERU RIZA CHAKIM
He was born in Ponorogo, April 7, 1960, and is 54 years of age. He completed his
undergraduate study in Chemical Engineering at Institut Teknologi Bandung (ITB) in 1985
and completed his graduate study at Bandung Institute of Technology in 1999. He held the
position of PT SUCOFINDO Commercial I Director since August 11, 2014.
Some of the important positions he occupied throughout his career at PT SUCOFINDO include
Documentation and Report Section Head (1992-2002), Conversion Verification Section Head
(1992-1995), Bandung Branch Head (1995-1999), Medan Branch Head (1999-2002), Acting Vice
President of the FINS SBU (2002), Vice President of the TANI SBU (2002-2010), Acting Vice President
for the JUM SBU (2010), Regional I Division Head (2012-2014), and Government II SBU Head (2014).
Pria kelahiran Hulu Sungai Utara, Kalimantan Selatan pada 19 November
1963, umur 51 tahun. Menyelesaikan Pendidikan Sarjana di Fakultas
Pertanian Institut Pertanian Bogor (IPB) pada tahun 1987 dan Magister
Manajemen dari Universitas Bandar Lampung tahun 2000, kemudian
menyelesaikan program Doktoral dalam Bisnis dan Manajemen IPB pada
tahun 2014. Menjabat sebagai Direktur Komersial II PT SUCOFINDO semenjak
11 Agustus 2014.
Sufrin mengawali karir di PT SUCOFINDO dari Ujung Pandang Cabang. Selama
karirnya, Sufrin menempati posisi sebagai Kepala Cabang Bandar Lampung, Kepala
Cabang Palembang, Kepala Cabang Surabaya, Kepala SBU Mineral dan Batu bara,
Kepala Divisi Pengembangan Jasa Mineral dan Batu bara.
He was born in Hulu Sungai Utara, South Kalimantan, on November 19, 1963, and is 51
years of age. He completed his undergraduate study at the faculty of Agriculture, Bogor
Agricultural University (IPB), in 1987, and obtained his degree as Master of Management from
Universitas Bandar Lampung in 2000. He went on to complete his doctoral program in Business
and Management, IPB, in 2014. He occupied the position of PT SUCOFINDO Commercial II
Director since August 11, 2014
SUFRIN HANNAN
Sufrin started his career at PT SUCOFINDO at the Ujung Pandang Branch. Throughout his career,
Sufrin has occupied several positions such as Bandar Lampung Branch Manager, Palembang
Branch Manager, Surabaya Branch Manager, Head of the Mineral SBU, and Coal and Mineral Service
Development Division Head.
Lahir di Kuningan, Jawa Barat pada tahun 1969, umur 45 tahun. Beliau meraih
gelar Sarjana dari fakultas Teknologi Mesin di Institut Teknologi Sepuluh November
(ITS), Surabaya. Beliau telah menyelesaikan pendidikan program pascasarjana
Teknik Elektro Manajemen Energi dan Pembangkit Listrik di Universitas Indonesia.
Mengawali karirnya di PT Wismar Inspectindo pada 1993, kemudian berlanjut ke
PT Trias Jayaguna pada 1994, dan PT Surveyor Indonesia sejak 1996 - Februari 2013.
Dalam karirnya di PT Surveyor Indonesia beliau menjabat beberapa posisi, antara
lain sebagai Kepala SBU Pemberdayaan dan Pengembangan Industri Dalam Negeri,
Kepala Divisi Sumber Daya Manusia, dan sebagai Kepala SBU Industri dan Fasilitas. Kini
menjabat sebagai Direktur Direktur Sumber Daya dan Keuangan PT SUCOFINDO.
BENI AGUS PERMANA
Direktur Sumber Daya dan Keuangan
Director of Resources and Finance
2011 - sekarang
2011 - present
He was born in Kuningan, West Java, on 1969, and is 45 years of age. He obtained his
bachelor’s degree in Mechanical Engineering from Institut Teknologi Sepuluh November (ITS),
Surabaya. He has graduated from undergraduate program in Electrical Engineering and Power
Plant Energy Management at the University of Indonesia.
He began his career at PT Wismar Inspectindo in 1993 before continuing to PT Trias Jayaguna in
1994 and PT Surveyor Indonesia since 1996 until February 2013. Throughout his career at PT Surveyor
Indonesia, he occupied several positions, including Head of the National Industry Empowerment and
Development SBU, Human Resources Division Head, and Head of the Industry and Facilities SBU. Now
he serve as Director of Resource and Finance at PT SUCOFINDO.
38
PERNYATAAN TANGGUNG JAWAB
ATAS LAPORAN TAHUNAN 2014
Statement of Responsibility for the
2014 Annual Report
PERTANGGUNGJAWABAN LAPORAN
TAHUNAN 2014
STATEMENT OF RESPONSIBILITY FOR 2014
ANNUAL REPORT
Kami yang bertandatangan di bawah ini, menyatakan
bahwa semua informasi dalam Laporan Tahunan PT
SUCOFINDO tahun 2014 telah dimuat secara lengkap
dan kami bertanggung jawab penuh atas kebenaran isi
Laporan Tahunan ini.
We, the undersigned, proclaim that all information within
PT SUCOFINDO’S Annual Report for the year 2014 has
been included in its entirety and take full responsibility
over the accuracy of the content of this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya.
This statement has thus been issued truthfully.
Jakarta, Februari 2015
Jakarta, February 2015
Management Reports
/ Laporan Manajemen
DEWAN KOMISARIS Board of Commissioners
Anggota Dewan Komisaris
Board of Commissioners Member
Jabatan
Position
Periode
Term
Gusmardi Bustami
Komisaris Utama
17 Desember 2010 - 31 Desember 2014
December 17, 2010 - December 31, 2014
M. Sulthon Fathoni
Komisaris
Commissioner
2 April 2012 - 31 Desember 2014
April 2, 2012 - December 31, 2014
Sambas Mulyana
Komisaris
Commissioner
17 Desember 2010 - 3 April 2014
December 17, 2010 - April 3, 2014
Irfa Ampri
Komisaris
Commissioner
3 April 2014 - 31 Desember 2014
April 3, 2014 - December 31, 2014
Nahid Hudaya
Komisaris
Commissioner
29 November 2012 - 31 Desember 2014
November 29, 2010 - December 31, 2014
Anggota Direksi
Board of Directors Members
Jabatan
Position
Periode
Term
Fahmi Sadiq
Direktur Utama
President Director
1 Januari - 11 Agustus 2014
January 1 - August 11, 2014
Direktur Utama
President Director
11 Agustus - 31 Desember 2014
August 11 - December 31, 2014
M. Heru Riza Chakim
August 11 - December 31, 2014
Pjs. Direktur Utama
Acting of President
Director
5 Februari - 11 Agustus 2014
February 5 - August 11, 2014
1 Januari - 31 Desember 2014
January 1 - December 31, 2014
Direktur Sumber Daya
dan Keuangan
Director of Resources
and Finance
1 Januari - 31 Desember 2014
January 1 - December 31, 2014
Tanda tangan
Signature
DIREKSI Board of Directors
Sufrin Hannan
Beni Agus Permana
Tanda tangan
Signature
39
40
PROFIL
PERUSAHAAN
Company Profile
Profil Perusahaan
Profil 2014/ company
/ 2014 profile
profile
Cang
Value tough
Asrce
41
Menciptakan Nilai
melalui Pemastian
42
VISI, MISI DAN NILAI-NILAI
PERUSAHAAN
Vision, Mission and Corporate Values
VISI / vision
@W^[çVZ`WbecçYçç^[çcçèç^X
dWb`WbUçèçVç^]W^Xe^de^X\ç^Vçæç]
]W]TWbZ\ç^`W]çcdZç^VZ<^V_^WcZç
Vç^5F95A"
6WdYW]_cddbecdWVç^V`b_ÄdçTæWU_]`ç^èZ^
`b_fZVZ^XçccebçÛWZ^<^V_^WcZçç^V5F95A"
MISI / mission

>ç]Z]W^èWVZç\ç^æçèç^ç^èç^XZ^_fçdZå Yç^Vçæ
Vç^TWb\eçæZdçcdZ^XXZVçæç]TZVç^XZ^c`W\cZ `W^Xe[Zç^ cWbdZÄ\çcZVç^[çcçdWb\çZd\W`çVç
`Wæç^XXç^"

We provide innovative, reliable, and high quality
inspection, testing, certiﬁcation & related services
to our clients.

>ç]Z]Wge[eV\ç^æZ^X\e^Xç^\Wb[çèç^X
]W^ç^dç^X ç`bWcZçdZåVç^TWbæç^Vçc\ç^
`W^XWdçYeç^TçXZ\çbèçgç^"

We provide a challenging, rewarding
and knowledge-based working
environment for our employees.

>ç]Z]W^UZ`dç\ç^^ZæçZTçXZ`W]WXç^XcçYç]
Vç^TWb\_^dbZTecZ\W`çVç`WbW\_^_]Zç^Vç^
]çcèçbç\çdVZdW]`çd>ç]ZTWb_`WbçcZ"

We create value to our
shareholders and
contribute to the
communities and
economy where
we operate.
43
Profil Perusahaan / company profile
Direksi
SUCOFINDO
telah
menetapkan
visi
misi
perusahaan melalui mekanisme rapat antara Direksi, Dewan
Komisaris dan tim yang ditunjuk merumuskan visi misi. Dasar
penetapan visi dan misi tersebut telah disetujui oleh Direksi dan
Dewan Komisaris kemudian disahkan oleh Rapat Umum Pemegang
Saham. Visi dan Misi disosialisasikan secara rutin oleh manajemen
SUCOFINDO kepada seluruh stakeholder baik melalui media cetak, online
(website), maupun dalam pertemuan-pertemuan. Visi dan Misi tersebut menjadi
pijakan bagi segala bentuk kebijakan perusahaan.
The SUCOFINDO Board of Directors have established the above vision and mission
statemenets through a meeting between the Board of Directors, Board of Commissioners and
the appointed team for the formulation of vision and mission statements. The basis for establishing
the above vision and mission statements has been approved by the Board of Directors and Board of
Commissioners and have been authorized through a General Meeting of Shareholders. Vision and mision
statements are routinely socialized by the SUCOFINDO management to all stakeholders, be it through printed
and online (website) media or direct meetings. These vision and mission statements serve as the foundation for
all company policies.
44
NILAI PERUSAHAAN
Corporate Values
Ŕ 'PLVT1FMBOHHBO
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QFMBZBOBOUFSCBJLLFQBEBQFMBOHHBO
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4FMBMVNFMBLVLBOJOPWBTJTFTVBJLFCVUVIBOBUBV
LFDFOEFSVOHBOQBTBSEFOHBONFNBOGBBULBO
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UFSPCPTBOEBMBNQSPTFTLFSKBBHBSNFOKBEJMFCJI
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EJBOEBMLBOEBONFNJMJLJLPNQFUFOTJZBOHTFTVBJ
TUBOEBS
Ŕ *OUFHSJUBT
.FOHVUBNBLBOLFKVKVSBOUSBOTQBSBTJEBOLPOTJTUFOTJ
BOUBSBQJLJSBOQFSLBUBBOEBOQFSCVBUBO
Ŕ *OEFQFOEFOTJ
#FCBTEBSJQFOHBSVIEBOLFQFOUJOHBOQJIBLMVBS
QFSVTBIBBO
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4FMBMVNFODJQUBLBOQFMVBOHVTBIBKFKBSJOH
EBOCFSBOJNFOHBNCJMSJTJLPEFOHBOUFUBQ
NFNQFSUJNCBOHLBOQSPţUBCJMJUBTEBOSJTJLP
Ŕ ,FSKBTBNB
#FLFSKBTBNBVOUVLNFODBQBJUVKVBOQFSVTBIBBO
NFMBMVJTJOFSHJCFSEBTBSLBOQSJOTJQTBMJOHQFSDBZBEBO
CFSCBHJQFOHFUBIVBO
Ŕ $VTUPNFS'PDVT
6OEFSTUBOEJOHUIFDVTUPNFSOFFETJOQSPWJEJOH
UIFCFTUTPMVUJPOBOETFSWJDFTUPDVTUPNFST
Ŕ *OOPWBUJPO
#FJOOPWBUJWFBTOFFEFEPSNBSLFUUSFOETCZ
VUJMJ[JOHDPNQFUFODZBOEUFDIOPMPHZBOEQFSGPSNT
CSFBLUISPVHIPOXPSLJOHQSPDFTTUPCFNPSF
FŢFDUJWFBOEFťDJFOU
Ŕ $PNQFUFODF
%FWFMPQJOHSFMJBCMFJOEJWJEVBMBUUJUVEFBOEIBWFUIF
DPNQFUFODJFTCBTFEPOTUBOEBSE
Ŕ *OUFHSJUZ
(JWJOHQSJPSJUZUPIPOFTUZUSBOTQBSFODZBOE
DPOTJTUFODZCFUXFFONJOEXPSETBOEEFFET
Ŕ *OEFQFOEFODF
'SFFGSPNUIFJOŤVFODFBOEJOUFSFTUTPGQBSUJFT
PVUTJEFUIFDPNQBOZ
Ŕ &OUSFQSFOFVSTIJQ
"MXBZTDSFBUFCVTJOFTTPQQPSUVOJUZOFUXPSLBOE
DPVSBHFJOUBLJOHSJTLTXJUIDPOTJEFSBUJPOUPUIF
QSPţUBCJMJUZBOESJTLT
Ŕ 5FBNXPSL
8PSLJOHUPHFUIFSBTBUFBNUPSFBDIUIF$PNQBOZ
HPBMTUISPVHITZOFSHZCBTFEPOQSJODJQMFTPGNVUVBM
USVTUBOELOPXMFEHFTIBSJOH
45
Identitas perusahaan berupa logo TIGA BOLA DUNIA melambangkan
kegiatan usaha perusahaan yang yang memiliki ruang lingkup
Internasional dan mempersatukan tiga kawasan usaha yaitu di darat, laut
dan dan udara.
Warna biru gelap, mempunyai makna sifat stabil, langgeng, aman, dan terpercaya
melambangkan suatu usaha yang dapat dipercaya dan diandalkan.
Warna biru terang, juga memiliki kesan bersih dan luas, mencerminkan ketertiban, dan
keluasan jangkauan usaha.
Warna biru gradasi menggambarkan nuansa yang melambangkan diversifikasi atau keragaman
jenis usaha, serta suatu gerak yang melambangkan suatu sifat yang berorientasi pada perkembangan
dan kemajuan masyarakat.
Logotype SUCOFINDO yang tertera menggunakan huruf microgama (aerostyle) memiliki kesan tegas,
kuat, luas, dan stabil, sehingga sifat ini menimbulkan suatu citra yang sesuai dengan sifat suatu usaha yang
senantiasa bersungguh-sungguh dalam setiap komitmen yang berhubungan dengan semua pihak.
Our identity is a logo consisting of THREE GLOBES, symbolizing business activities at an international
scope which integrate three horizons of business which are land, sea, and air.
The color dark blue has the meaning of stability, permanence, safety, and trustworthiness, symbolizing a trustworthy
and reliable business.
The color light blue gives the impression of being clean and broad, reflecting discipline along with the broad reach
of the business.
Gradation of the color blue depicts a nuance of diversification or variation of types of business and a motion
symbolizing traits of orientation towards community development and advancement.
SUCOFINDO’s logotype embellished with microgramma (aerostyle) font has the impression of being firm, strong,
broad, and stable, invoking an suitable imagery with the character of a business which continuously gives its best
effort in all commitments in relation to all parties.
46
IDENTITAS PERUSAHAAN
Corporate Identity
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9^WbXZGWbTçbe\ç^"
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VW^Xç^ æç`ç^Xç^ ecçYç èç^X cWceçZ VW^Xç^ \æçcZÄ\çcZ 6ç\e
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HcçYç<^V_^WcZç>6?</
FebfWZ/
FWbdZÄ\çcZ çeVZdVçâssessment /
6ç^deç^dW\^Z\Vç^\_^ceædç^cZ/
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Name of Company
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Date of Establishment
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ce``_bdZ^XçUdZfZdZWc ZÛæeVZ^XZ^dYWcWUd_bc_å5XbZUeædebW :_bWcdbè @Z^Z^X
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9^WbXè
Core Business Activities According to
the Most Recent Articles of Association
1.
2.
3.
4.
5.
Deed of Establishment
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Head Office
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47
48
RIWAYAT SINGKAT
PERUSAHAAN
Brief History of the Company
49
CGFe`WbZ^dW^VZ^X7_]`ç^è_å
<^V_^WcZçCWbcWb_cWæç^[ed^èç
VZcWTed¹FH7B:<A8Bºçdçe
¹CWbecçYçç^º ]Wbe`ç\ç^`WbecçYçç^
<^c`W\cZ`Wbdç]çVç^dWbTWcçbVZ<^V_^WcZç"
CGFe`WbZ^dW^VZ^X7_]`ç^èBå<^V_^WcZçCWbcWb_ YWÛWå_bdY
bWåWbbWVd_¹FH7B:<A8Bº_b¹dYW7_]`ç^èº ZcdYWÄbcdç^V
æçbXWcdZ^c`WUdZ_Û_]`ç^èZ^<^V_^WcZç"
erdiri berdasarkan Akta Notaris Johan Arifin
Lumban Tobing Sutan Arifin Nomor 42 pada
tanggal pada tanggal 22 Oktober 1956 oleh
Republik Indonesia bersama dengan Societe Generale
de Surveillance Holding SA (“SGS”) yang merupakan
Perusahaan inspeksi terbesar di dunia yang berpusat di
Jenewa, Swiss.
SUCOFINDO was founded, based on Notary Deed No. 42
issued by Notary Johan Arifin Lumban Tobing Sutan Arifin,
on October 22, 1956, by the Republic of Indonesia and
Société Générale de Surveillance Holding SA (“SGS”), the
largest inspection company in the world, headquartered
in Geneva, Swiss.
Anggaran Dasar diumumkan dalam Berita Negara
Republik Indonesia Nomor 293 dan telah beberapa kali
mengalami perubahan. Perubahan terakhir disahkan
dalam Akta Notaris Agus Hashim Ahmad, SH nomor 3
tanggal 4 Mei 1998 yang telah mendapatkan persetujuan
Menteri Kehakiman Republik Indonesia melalui surat
nomor: C2-14098.HT.01.04 tanggal 17 September 1998
dan telah diumumkan dalam Berita Negara Republik
Indonesia tanggal 18 Januari 1999 Nomor 6, tambahan
Berita Negara Republik Indonesia Nomor 519 tahun 1999.
Its Articles of Association was announced in Republic of
Indonesia Official Gazette No. 293 and has undergone
several changes. The last amendment to the Articles of
Association was authorized within Notary Deed No. 3
issued on May 4, 1998, by Notary Agus Hashim Ahmad,
with the approval of the Republic of Indonesia Minister
of Justice in letter no: C2-14098.HT.01.04 issued on
September 17, 1998, and was announced in Republic of
Indonesia Official Gazette No. 6 issued January 18, 1999,
Supplement to the Official Gazette No. 519 Year 1999.
50
Keberadaan SUCOFINDO diawali dengan Lembaga
Penyelenggara Perusahaan Industri (LPPI). Pada tahun
1956 lembaga ini ditransformasi oleh pemerintah menjadi
perusahaan joint venture bekerja sama dengan Societe
Generale de Surveilance (SGS) SA Genewa Swiss
dengan komposisi saham masing-masing sebesar 50%.
Dalam perjalanan bisnis SUCOFINDO, komposisi tersebut
berubah menjadi 5% SGS dan 95% Republik Indonesia.
SUCOFINDO was first established as the Industrial
Company Management Body (LPPI). In 1956, LPPI was
transformed by the government into a joint venture
company with Société Générale de Surveilance (SGS) SA
from Geneva, Swiss, with a shareholding composition of
respectively 50%. Throughout the course of SUCOFINDO’s
operation, the composition has changed into 5% to SGS
and 95% to the Republic of Indonesia.
Bisnis SUCOFINDO bemula dari menyediakan jasa
Pemeriksaan dan Pengawasan di bidang perdagangan
terutama komoditas pertanian serta membantu
pemerintah dalam menjamin kelancaran arus barang
dan pengamanan devisa negara dalam perdagangan
ekspor-impor. Seiring dengan perkembangan kebutuhan
dunia usaha, SUCOFINDO melakukan langkah kreatif
dan inovatif serta menawarkan jasa-jasa terkait lainnya.
SUCOFINDO started its business by providing Inspection
and Supervision services in the trade sector, especially
towards agricultural commodities, and by assisting the
government in ensuring uninterrupted flow of goods
Ana securing state revenue through export and import.
In line with the growing needs of the business sphere,
SUCOFINDO has taken creative and innovative steps and
began offering other relevant services.
Jenis jasa baru tersebut mencakup warehousing dan
forwarding, analytical laboratories, industrial and marine
engineering, dan fumigation and industrial hygiene.
Keanekaragaman jenis jasa SUCOFINDO dikemas secara
terpadu, didukung oleh tenaga profesional yang ahli di
bidangnya, kemitraan usaha strategis dengan beberapa
institusi internasional serta jaringan kerja laboratorium,
cabang dan titik layanan yang tersebar di berbagai kota
di Indonesia telah memberikan nilai tambah terhadap
layanan yang diberikan SUCOFINDO.
New services offered by SUCOFINDO include warehousing
and forwarding, analytical laboratories, industrial and
marine engineering, along with fumigation and industrial
hygiene. The variety of services offered by SUCOFINDO
have been packaged in an integrated manner, supported
by professional experts in their field, strategic business
partnerships with several international institutions, and a
business network consisting of laboratories, branch offices
and service points in several cities in Indonesia, giving
added value towards services provided by SUCOFINDO.
Sampai dengan usia 58 tahun, selain jasa di atas,
SUCOFINDO telah mengembangkan jasanya di bidang
usaha sertifikasi, audit, assessment, konsultasi, pelatihan
dan berbagai kegiatan penunjang terkait, diantaranya
dalam bidang Pertanian, Kehutanan, Pertambangan
(Migas dan Non Migas), Konstruksi, Industri Pengolahan,
Kelautan, Perikanan, Pemerintah, Transportasi, Sistem
Informatika dan Energi Terbarukan.
By its 58th year in service, in addition to the above
services, SUCOFINDO has developed its services in
certification, auditing, assessment, consultation, training,
and other supporting services, including in the sectors
of Agriculture, Forestry, Mining (Oil and Gas and Non-Oil
and Gas), Construction, Processing, Marinery, Fishery,
Governance, Transportation, Information System, and
Renewable Energy.
Kompetensi dan pengalaman di bidang inspeksi dan
audit, pengujian dan analisis, sertifikasi, pelatihan,
dan konsultasi, serta jaringan yang luas, ditunjang
dengan laboratorium yang terintegrasi serta layanan
yang prima menjadi elemen utama untuk menjadi
Perusahaan inspeksi nasional terbesar di Indonesia.
Melalui pendekatan sistem manajemen terpadu dan
sebagai organisasi pembelajar serta menghasilkan jasa
yang inovatif, ke depannya SUCOFINDO bertekad untuk
senantiasa meningkatkan pelayanan dan kemampuan
daya saingnya dalam menghadapi pasar global.
Its competence and experience in inspection and
audit, testing and analysis, certification, training, and
consultation, coupled with a wide network supported by
integrated laboratories and prime services, have enabled
it to become the largest national inspection company in
Indonesia. Through an integrated management system
approach, as a company which continues to learn and
produce innovative services, SUCOFINDO is dedicated to
continually improving its service and competitiveness in
facing the global market.
SUCOFINDO terus melakukan inovasi untuk dapat
memberikan jasa terbaik dan memenuhi kebutuhan
pelanggan serta meningkatkan daya saing bisnis.
Didukung budaya kerja tinggi, kompetensi melalui
knowledge management dan pengembangan jasa yang
inovatif, diharapkan dapat mengembangkan bisnis dan
Go Asean pada tahun 2015 yang akan datang. Dengan
perjalanan panjang yang dilalui, SUCOFINDO melalui
visi dan misi bertekad untuk terus menjadi perusahaan
inspeksi terdepan dan terbesar di Indonesia.
SUCOFINDO continues to produce innovations in order to
provide the best service and fulfill the needs of its customers,
in addition to increasing its business competitive edge.
Supported by a strong work culture, competence obtained
through knowledge management, and innovative service
development, it is hoped that SUCOFINDO can develop
its business and “Go ASEAN” in the coming year 2015.
Through the long course of its operation, SUCOFINDO with
its vision and mission is dedicated towards becoming the
forefront and largest inspection company in Indonesia.
PERATURAN PERUNDANGAN-UNDANGAN
LAWS AND REGULATIONS
1.
1.
Undang-undang Nomor 40 Tahun 2007 tentang
Perseroan Terbatas (Lembaran Negara tahun 2007
Nomor 106, Tambahan lembaran Negara Nomor
4756).
51
Law 40 / 2007 regarding Limited Liability Companies
(State Gazette Year 2007 No. 106, Supplement to the
State Gazette No. 4756).
2. Peraturan Pemerintah Nomor 26 Tahun 1998 tentang
Pemakaian Nama Perseroan Terbatas (Lembaran
Negara Tahun 1998 Nomor 39, Tambahan Lembaran
Negara Nomor 3740.
2. Government Regulation 26 / 1998 regarding the Use
of Limited Liability Company Names (State Gazette
Year 1998 No. 39, Supplement to the State Gazette
No. 3740).
3. Peraturan Presiden Republik Indonesia Nomor 94
Tahun 2006 tentang Perubahan ketiga atas Peraturan
Presiden Nomor 09 Tahun 2005 tentang Kedudukan,
Tugas, Fungsi, Susunan Organisasi dan Tata Kerja
Kementerian Negara Republik Indonesia.
3. Republic of Indonesia Presidential Regulation 94 /
2006 regarding the Third Amendment of Presidential
Regulation 09 / 2005 regarding the Position,
Duty, Function, Organizational Structure and Work
Procedure of Ministries of the Republic of Indonesia.
4. Peraturan Menteri Hukum dan Hak Asasi manusia
Republik Indonesia Nomor M / 09.PR.07.10 Tahun
2007 tentang Organisasi dan Tata kerja Departemen
Hukum dan hak Asasi manusia Republik Indonesia.
4. Republic of Indonesia Minister of Law and Human
Rights Regulation No. M / 09.PR.07.10 Year 2007
regarding Organization and Work Procedure of the
Department of Law and Human Rights, Republic of
Indonesia.
52
JEJAK LANGKAH
Milestones
>1956–1964
. Dibentuk pada 22 Oktober 1956.
. Merupakan Perusahaan Surveyor
>1964–1984
pertama di Indonesia.
. Kepemilikan Saham 50-50% oleh
.
Pemerintah dan SGS.
. Mengalami kerugian karena
Diversifikasi jasa, mencakup
pergudangan dan forwarder,
jasa analisis laboratorium, jasa
analysis laboratorium, jasa
engineering industri dan marine,
manajemen kolateral dan lainlain.
permintaan jasa surveyor
terbatas.
. Pada tahun 1961 kepemilikan
saham berubah 80-20% oleh
Pemerintah dan SGS.
. 1964-1973: pendapatan tumbuh
. Established on October 22,
74%, keuntungan bersih tumbuh
41%.
1956.
. Became the first surveyor
. Pada 1975 pendapatan mencapai
company in Indonesia.
lebih Rp 1 miliar.
. Had a shareholding
composition of 50-50%
between the Government and
SGS.
. Experienced losses due to
limited surveyor service
demands.
. In 1961, shareholding
composition changed into 8020% between the Government
and SGS.
. Keuntungan bersih dalam
>1984–2000
periode 1976-1983 tumbuh
998%.
. Diversification of services,
including warehousing
and forwarding, laboratory
analysis, industrial and marine
engineering, collateral
management, and so forth.
. Throughout 1964-1973,
revenue grew by 74%, net profit
grew by 41%.
. In 1975, revenue reached more
than Rp1 billion.
. Net profit for the 1976-1983
period grew by 998%.
.
Pada 1985, pemerintah memberi
tugas kepada SUCOFINDO
sebagai pelaksana Aplikasi Tata
Niaga Ekspor (ATE).
. 1984-2000 mengalami
pertumbuhan keuntungan 1746% dengan rata-rata sebesar
38%.
. 1997-2000 melakukan ekspansi
asset secara agresif.
. In 1985, the government
assigned SUCOFINDO the duty
of implementing the Export Trade
System Application (ATE).
. Throughout 1984-2000,
experienced profit growth of 1746% with an average of 38%.
. Through out 1997-2000,
experienced aggresive asset
expansion.
53
> 2001–2004
.
Ekonomi dan ekspor Indonesia
menurun secara drastis.
. Pemerintah memperpendek
penugasan ATE dari 2001
menjadi Juli 2001.
. 2001 mengalami kerugian
>2005–2013
sebesar Rp93 miliar.
. Melakukan restrukturisasi
pegawai sebanyak 1.200 Orang.
. Melakukan restrukturisasi
organisasi ke dalam 10 SBUs.
. 2002 mengalami kerugian
sebesar Rp86 miliar.
. 2003 mengalami titik balik
dengan keuntungan bersih
sebesar
Rp16 miliar.
. Drastic decline in Indonesia’s
economy and export.
. The Government shortened the
duration of the ATE assignment
to July 2001.
. In 2001, experienced a loss of
Rp93 billion.
. Restructured its workforce,
consisting of 1,200 employees.
. Restructured the organization
into 10 SBUs.
. In 2002, experienced a loss of
Rp86 billion.
. In 2003, reached breakeven
point with net profit of Rp16
billion.
.
Pada 2004 keuntungan bersih
meningkat sebesar Rp35 miliar
atau sekitar 6% pendapatan.
. Mulai 2006 sampai 2012
keuntungan bersih berfluktuasi
sekitar 4% pendapatan.
. Pada 2013, keuntungan bersih
meningkat di atas 6 persen,
dengan jumlah laba bersih 100,6
miliar, hampir dua kali lipat
keuntungan tahun 2012.
. In 2004, net profit increased by
>2014
Rp35 billion or 6% of income.
. From 2006 until 2012,
net profit fluctuated at
approximately 4% of income.
. In 2013, net profit increased
above 6%, amounting to
Rp100.6 billion, nearly twice
the profit in 2012.
.
Pengembangan bisnis
baru, jasa survey
Seismic, merespon
kebutuhan pasar
untuk mengetahui
lokasi cadangan
migas baru dan sumur
pengembangan.
. Development of new
business, seismic
survey service, in
response to market
demands to discover
the location of new oil
and gas reserves and
wells for development.
54
KEGIATAN BIDANG USAHA
DAN PROSES BISNIS
Business Lines and Business Process
Sebagaimana tertuang dalam Anggaran Dasar,
SUCOFINDO mempunyai kegiatan bidang usaha yaitu:
1.
2.
Pemeriksaan (Inspeksi), Pengawasan (Supervisi),
Pengkajian, Pemantauan, Pengujian, verifikasi yang
berkenaan serta berkaitan dengan lapangan usaha
yang sesuai dengan Klasifikasi Baku Lapangan
Usaha Indonesia (KBLI) yang secara umum pada
bidang usaha:
Pertanian dan Kehutanan
Perikanan
Pertambangan (Migas dan on Migas)
Industri Pengolahan
Listrik, gas dan air
Konstruksi
Perdagangan
Transportasi, pergudangan dan komoditi
Jasa Perusahaan
Badan Internasional
Pemerintah
Energi terbarukan
Survei yang meliputi:
Keadaan barang muatan
Sarana dan Prasarana angkutan darat, laut dan
udara berikut perlengkapannya
Sarana keteknikan dan industri termasuk
rekayasa teknik
Lingkungan hidup
Obyek-obyek pembiayaan atas persediaan
barang dan pergudangan
Hutan, hasil hutan dan industri hasil olahan
hutan
Kuantitas dan kualitas komoditas
Proses kegiatan industri, pertambangan,
perdagangan, pertanian dan perkebunan.
Proyek terkait konstruksi dan instalasi
(bangunan, sipil transportasi)
Survei dan Pemetaan
Penginderaan jauh (remote sensing dan
fotogrametri)
Hidrografi (batimetri)
Geografi
Geologi
Registrasi kepemilikan tanah (kadastral)
As elaborated within its Articles of Association,
SUCOFINDO conducts activities in several business lines,
namely:
1. Inspection, supervision, evaluation, monitoring,
testing, and verification in regard and relevance to
appropriate business fields in accordance to the
Indonesian Standard Industrial Classification (KBLI)
which generally includes the following sectors:
!
!
!
!
!
!
!
!
!
!
!
!
2.
Agriculture and Forestry
Fishery
Mining (Oil and Gas and Non-Oil and Gas)
Processing Industry
Electricity, Gas and Water
Construction
Trading
Transportation, Warehousing, Commodity
Company Service
International Bodies
Governance
Renewable Energy
Survey, including towards:
Condition of loaded goods
Facility and infrastructure for land, sea, and air
transportation and equipment
Technical and industrial facilities, including in
technical engineering
Environment
Financed objects for the supply of goods and
warehousing
Forests, forest produce and forest produce
industries
Commodity quantity and quality
Processes in industrial, mining, trading,
agricultural and plantation activities
Projects in construction and installation (building,
civil transportation)
Survey and mapping
Remote sensing and photogrammetry
-
Hidrography (bathimetry)
Geography
Geology
Land ownership registration (cadastral survey)
55
3.
Sertifikasi, Audit, dan Assessment yang berkenaan
dengan manajemen:
Mutu
Lingkungan
Keselamatan dan kesehatan kerja
Risiko
Pengamanan (security)
Pengelolaan hutan produksi lestari dan Lacak
Balak (Chain of Custody)
Pengujian kalibrasi atau instrument tangki dan
meter proving
Hazard Analysis and Critical Control Point
(HACCP) pada industri farmasi dan industri
makanan dan minuman
Good Manufacturing Practices (GMP) pada
industri farmasi dan industri makanan dan
minuman
Vendor assessment
Informatika
Sertifikasi produk
Sertifikasi Carbon Emission Reduction
3.
Certification, audit and management relevant to the
management of:
Quality
Environment
Occupational health and safety (OHS)
Risk
Security
Sustainable production forest (PHPL) and chain
of custody (CoC)
Calibration or tank instrument testing and meter
proving
Hazard analysis and critical control point
(HACCP) in the pharmaceutical and food and
beverage industries
Good Manufacturing Practices (GMP) in the
pharmaceutical and food and beverage
industries
Vendor assessment
Information technology
Product certification
Carbon Emission Reduction certification
4.
Bantuan teknik dan konsultansi yang berkaitan dan
berkenaan dengan
Studi makro dan mikro
Studi perencanaan umum
Bantuan teknik
Perencanaan sistem (informasi, tata kelola
perusahaan dan lain-lain)
Pelatihan dan Pengembangan
Penyediaan peralatan dan produksi
Penyedia teknisi dan personel lain
Well testing (DST dan Well Production Test)
Seismic Acquisition dan Data Processing
NDT radiasi dan non radiasi
Salvage dan Pegawaian Bawah Air
Komoditi Batubara dan MOM (Mineral, Ore,
Metal) meliputi:
a. Superintending Quality and Quantity
b. Pit Sampling and Testing
c. Core Sampling, Testing and Drilling
d. Refining Witnessing
e. Gold Assay and Base Metal Analysis (Au,
Cu, Ag, As, Sb).
f.
Stockpile management
g. Monitoring Production of Coal and MOM
h. X-ray and Wet Chemical Analysis
i.
Mining Upstream Services
j.
Cathodic protection and soil investigation
4.
Technical assistance and consultation relevant to:
Penunjang kegiatan pertambangan, pertanian,
perindustrian, perdagangan dan kesehatan
Fumigasi cargo di dalam gudang dan atau di
dalam palka / sarana transportasi
Pest management pada lingkungan pemukiman
dan hotel (rat control, general pest control,
terminate control)
Pest management pada tanaman perkebunan
Lingkungan (AMDAL, RKL / RPL, monitoring)
Qualitative and quantitative guarantee
(penjaminan kualitatif dan kuantitatif)
5.
5.
-
Macro-study and micro-study
General planning study
Technical assistance
System
design
(information,
corporate
governance, etc.)
Training and development
Supply of equipment and production
Supply of technicians and other personnel
Well testing (DST and Well Production Test)
Seismic acquisition and data processing
radiation and non-radiation NDT
salvage and underwater projects
Coal and MOM (Mineral, Ore, Metal) commodities,
including:
a. Qualitative and quantitative superintending
b. Pit sampling and testing
c. Core sampling, testing and drilling
d. Refining witnessing
e. Gold assay and base metal analysis (Au,
Cu, Ag, As, Sb).
f.
Stockpile management
g. Monitoring of Coal and MOM production
h. X-ray and Wet Chemical Analysis
i.
Upstream mining services
j.
Cathodic protection and soil investigation
Supporting activities to mining, agriculture, industry,
trade and health:
Cargo fumigation in warehouses and / or hatch /
transportation vehicle
Pest management in residential and hotel areas
(rat control, general pest control, termite control).
Pest management in plantation crops
Environmental services (Environmental Impact
Assessment, RKL / RPL, monitoring)
Environment (AMDAL, RKL / RPL, monitoring)
Qualitative and quantitative guarantee
56
PROSES BISNIS
DAN MODEL OPERASI
Business Process and
Operating Model
Proses Bisnis dan Model Operasi kegiatan usaha
SUCOFINDO dapat dijelaskan dalam diagram berikut.
The Business Process and Operating Model used in
SUCOFINDO business activities can be explained through
the following diagrams.
PROSES BISNIS Business Process
BUSINESS PROCESS
PROSES BISNIS Business Process
PENERIMAAN ORDER JASA
Receipt of Service Order
INSPEKSI & AUDIT
Inspection & Audit
PENGUJIAN & ANALISIS
Testing & Analysis
SERTIFIKASI
Certification
MEMULAI KEGIATAN
PERSIAPAN
PEKERJAAN
Commence Work
Preparation
Activities
PELATIHAN
Training
MELAKUKAN
JASA INSPEKSI &
AUDIT
Conduct Inspection &
Audit Service
HASIL ANALISIS &
LAPORAN
PEMBUATAN
Analize Result
and Write Report
MENERIMA
PERMINTAAN
PELANGGAN
Receive
Costumer Request
PENGUJIAN
HASIL ANALISIS &
LAPORAN PEMBUATAN
MEMULAI KEGIATAN
PERSIAPAN
PENGUJIAN
MELAKUKAN
BERDASARKAN
STANDAR YANG
RELEVAN/ DIMINTA
Commence Testing
Preparation Activitie
PROSES KONFIRMASI
ORDER DAN KEGIATAN JASA
Confirm Order and
Service Activity
JASA KONSULTASI
Consultation Service
PRODUKSI & PELAPORAN
Production & Report
Conduct Activity Based
on Relevant/Requested
Standards
MEMULAI
KEGIATAN
PERSIAPAN
SERTIFIKASI
Commence
Certification
Preparation Activities
MELAKUKAN
AKUISISI
DATA
Conduct Data
Acquisition
MEMULAI
KEGIATAN
PELATIHAN &
PERSIAPAN MATERI
Commence Training
& Prepare Materials
Analize Result and
Write Report
SERTIFIKASI
HASIL ANALISIS &
LAPORAN
PEMBUATAN
Test Analysis Results
and Write Report
MELAKUKAN
STUDI LITERATUR &
PENELITIAN
Conduct Literature
Study & Research
MEMBERIKAN
UNDANGAN
PESERTA (UMUM)
Invite Participants
(General)
MELAKUKAN JASA
KONSULTASI
Provide
Consultation
Service
ESTIMASI
MODUL
(EKSTERNAL)
Estimate Module
(external)
PRODUKSI & PELAPORAN
PENAGIHAN & PENERBITAN SERTIFIKAT
Production & Report
PENGIRIMAN
LAPORAN/
SERTIFIKAT
INSPEKSI
(ROL/COL)
Submit Report of
Inspection/
Certificate of
Inspection
(Rol Cal)
MEMBERIKAN
LAPORAN
KESESUAIAN
Submit Conformity
Report
APLIKASI SERTIFIKASI
DENGAN
ORGANISASI
RELEVAN
Apply Certification
to Relevant
Organization
HASIL ANALISIS &
MENYAMPAIKAN
PEMBUATAN
LAPORAN &
REKOMENDASI
REKOMENDASI
Analyze Results
Submit Report
and Write
and
Recommedation
Recommendation
MELAKUKAN
KEGIATAN
PELATIHAN
Conduct Training
Activities
Production & Report
MENERBITKAN
DAN
MENGIRIMKAN
TAGIHAN KE
PELANGGAN
Issue and Send
Invoice to Customer
MENERBITKAN
DAN
MENGIRIMKAN
SERTIFIKAT
Issue and Send
Certificate
57
58
MODEL OPERASI
OPERATING MODEL
MODEL OPERASI Operating Model
Peran antara Kantor Pusat Korporasi, Unit Bisnis, dan Layanan Pendukung
Roles between the Corporate Center, business units and support services
STRATEGIC
GUIDANCE
CAPABILITIES
> Memiliki seperangkat misi
strategis untuk organisasi
> Pengelompokan kegiatan
yang memberikan nilai
tambah bagi Perusahaan
> Possess a set of
strategic missions for the
organization
> Group activities that
give added value to the
Company
STRATEGIC
LEADERSHIP
RESULTS/
ACCOUNTABILITY
CORPORATE
POLICY
CAPITAL
CORPORATE
CENTER
CONTROL
SERVICE
SUPPORT
SERVICES
(CENTRALISED
OR SHARED)
IDENTITY
SERVICE
> Menyediakan layanan non-inti
untuk Unit organisasi
> Menyusun “utilitas” layanan pada
skala ekonomis
> Mengkoordinasikan kegiatan di
seluruh Unit Bisnis
> Provide non-core services for
organization’s Units
> Put together service “utilities” at an
economic scale
> Coordinate activities at all
business units
BUSINESS
UNIT
REQUEST
> Menyediakan dasar-dasar kegiatan
operasional dan functional building
blocks organisasi
> Interaksi lintas organisasi untuk
memaksimalkan penciptaan nilai
tambah
> Provide foundation for operational
activities and functional building blocks
for the organization
> Interacts cross-organizationally to
maximize the creation of added value
59
PRODUK DAN JASA
Products and Services
No
1.
KELOMPOK SBU
SBU Group
SBU MINYAK DAN
GAS
SBU Oil and Gas
2.
SBU KOMODITI
DAN SOLUSI
PERDAGANGAN
SBU Commodity
and Trade
Solutions
JASA
SERVICES
1. Studi, Survei dan Analisa Energi Gas Metana
Batu Bara dan “Shale Gas”
2. Studi, Survei dan Analisa Energi Panas Bumi
1. Study, Survey and Analysis of Methane Gas,
3. Inspeksi dan Survei Industri Minyak, Gas Alam,
Produk Kilang dan Turunannya
4. Inspeksi Peralatan dan Instalasi Industri Minyak
dan Gas Bumi
5. QA / QC untuk Fasilitas Industri, Minyak & Gas,
Pertambangan dan Pembangkit Listrik
6. Konsultasi di Bidang Produk dan Keindustrian
Minyak dan Gas Bumi
7. Pelatihan Pengukuran Minyak dan Pengendalian
Kebocoran
8. Verifikasi dan Pemeriksaan Mesin pada saat
Beroperasi
9. Verifikasi dan inspeksi Peralatan dan Instalasi
Industri (Alat Angkat / Angkut, Bejana Tekan,
Ketel Uap, Katup Pengaman, Pompa &
Kompresor, Tangki Timbun, Anjungan Lepas
Pantai, Kelistrikan, Pipa Penyalur)
10. Verifikasi Instalasi dan Peralatan Kelistrikan
11. Inspeksi Selama Pabrikasi
12. Verifikasi Integritas Fasilitas Pembangkit Listrik
13. Uji Tanpa Rusak
14. Kalibrasi Custody Transfer
15. Survei Seismik, Data Acquicition
3. Inspection and Survey of Oil, Natural Gas,
1. Inspeksi dan Audit Komoditas Pangan dan
Pertanian
2. Inspeksi Tempat Penyimpanan Barang
3. Audit Kelayakan Penanganan Hewan Ternak
dan Kemamputelusuran
4. Inspeksi dan Verifikasi Produk Kehutanan
5. Manajemen Agunan / Persediaan
6. Pemantauan Agunan / Pesediaan
7. Verifikasi / Estimasi Persediaan
8. Pengendalian Hama
9. Inspeksi Produk Konsumen
10. Inspeksi Produk Logam, Pupuk dan Semen
11. Inspeksi Pra-Pengapalan (CISS)
12. Audit Kapabilitas dan Kapasitas Pabrik
13. Sertifikasi Sistem-sistem Manajemen Produk
Pangan dan Pakan Ternak
14. Konsultasi Pelaksanaan Good Manufacturing
Practices (GMP)
15. Penyusunan Studi Kelayakan Proyek Pertanian
16. Pemeringkatan Lembaga Keuangan Mikro
17. Verifikasi keamanan kargo udara
18. Penilaian kinerja usaha pertanian
19. Verifikasi kesesuaian terhadap persyaratan
tertentu bidang agribisnis
1. Crop and Agriculture Commodity Inspection and
Coal, and “Shale Gas” Energy
2. Study, Survey and Analysis of Geothermal
Energy
Refinery Products and Derivatives Industries
4. Inspection of Equipment and Installation in Oil
and Natural Gas Industries
5. QA / QC of Industrial, Oil & Gas, Mining and
Electric Power Generation Facilities
6. Product and Industrial Consultation in Oil and
Gas
7. Petroleum Measurement and Leakage Control
Training
8. Machine Verification and Examination during
Operation
9. Industrial Equipment and Installation (Lifting /
Hauling Equipment, Pressure Vessel, Boiler,
Safety Valve, Pump & Compressor, Storage Tank,
Offshore Platform, Electricity, Transportation
Pipe)
10. Electrical Installation and Equipment Verification
11. Inspection during Fabrication
12. Integrity of Power Generating Facility Verification
13. Non-Destructive Testing (NDT)
14. Custody Transfer Calibration
15. Seismic Survey, Data Acquisition
Audit
2. Storage of Goods Inspection
3. Ethical Treatment and Traceability of Livestock
Audit
4. Forest Produce Inspection and Verification
5. Collateral / Stock Management
6. Collateral / Stock Monitoring
7. Stock Verification / Estimation
8. Pest Control
9. Consumer Product Inspection
10. Metal, Fertilizer and Cement Product Inspection
11. Pre-Shipment Inspection (CISS)
12. Factory Capability and Capacity Audit
13. Certification of Crop and Livestock Feed Product
Management Systems
14. Consultation on the Implementation of Good
Manufacturing Practices (GMP)
15. Design of Agricultural Project Feasibility Study
16. Microfinance Institution Ranking
17. Air Cargo Safety Verification
18. Farming Business Performance Assessment
19. Verification of Compliance towards Certain
Agribusiness Requirements
60
3.
SBU INDUSTRI
1. Kaji Ulang Rancangan dan Verifikasi Fasilitas
SBU Industry
2.
3.
4.
5.
6.
7.
8.
1. Industrial Facilities Design Reevaluation and
Industri
Verification
Verifikasi Penangkal Petir
2.
3.
Inspeksi Otomotif
4.
Jasa-jasa Marine
5.
Pemantauan Proyek
6.
Klasifikasi Bengkel Otomotif
7.
Konsultasi Penerapan International Ship and Port 8.
Lightning Protection Verification
Audit Integritas Bangunan
Building Integrity Audit
Facility Security (ISPS) Code
9. Konsultasi Operasi dan Pemeliharaan Mesin
Automotive Inspection
Marine Services
Project Monitoring
Automotive Repair Shop Classification
Consultation on the Implementation International
Ship and Port Facility Security (ISPS) Code
9. Operation and Maintenance of Machine and
Serta Instalasi Industri
Industrial Installation Consultation
10. Pelatihan Pemastian Mutu pada Fasilitas Industri 10. Quality Assurance of Industrial Facility Training
11. Konsultansi pengembangan dan pembangunan 11. Consultation on Non-Government and SOE
telematika terpadu non pemerintah dan BUMN
Integrated Telematics Development and
Construction
12. Verifikasi insalasi peralatan pemadam kebakaran 12. Verification of Firefighting Equipment Installation
13. Verifkasi dan inspeksi peralatan dan instalasi
13. Verification, Inspection, and Testing of Non-Oil
industri (alat angkut / angkat bejana tekan, ketel
uap, katup pengaman, pompa dan kompresor,
tangki timbun, kelistrikan, pipa menyalur dan
mesin produksi di luar industri migas
4.
5.
SBU MINERAL
DAN BATUBARA
1. Inspeksi, Supervisi dan Pengujian Produk
Batubara
1. Coal Products Inspection, Supervision and Testing
SBU Mineral and
Coal
2. Konsultansi Tambang dan Infrastruktur
2. Mining and Infrastructure Consultation
3. Mineral Products Inspection, Supervision and
SBU SERTIFIKASI
DAN
ECOFRAMEWORK
SBU Certification
and EcoFramework
6.
and Gas Industrial Equipment and Installation
(Crane, Pressure Vessel, Boiler, Safety Valve,
Pump, Comrpessor, Storage Tank, Lightning
Protection, Electricity Installation, Generator)
SBU
GOVERNMENT I
SBU Government I
Mineral
Testing
4. Pendidikan dan Pelatihan Jasa Penunjang
Pertambangan
4. Mining Support Services Education and Training
Batuan, Beton dan Tanah
5. Rock, Concrete and Soil Products Inspection,
6. Verifikasi dan Monitoring Produk Tambang
6. Mining Products Verification and Monitoring
1. Sertifikasi Sistem Manajemen.
1.
2.
3.
4.
2. Sertifikasi produk dan Sistem Mutu.
3. Eco Framework
4. Pelatihan
Supervision and Testing
Management System Certification
Quality System and Product Certification
Eco-Framework
Training
1. Verifikasi dan monitoring kegiatan investasi, 1. Investment, Trade and Industrial
perdagangan, dan industri
Verification and Monitoring
2. Verifikasi dan monitoring tingkat komponen 2. Local Component
Monitoring
dalam negeri
3. Verifikasi impor mesin bukan baru
Level
Activities
Verification
and
3. Non-New Imported Machine Verification
4. Verifikasi teknik ekspor produk pertanian dan 4. Regulation-Based Forestry and Agricultural
Product Export Technique Verification
kehutanan berbasis regulasi
5. Verifikasi antar pulau produk pertanian dan 5. Regulation-Based Forestry and Agricultural
Product Export Inter-Island Verification
kehutanan berbasis regulasi
7.
SBU
GOVERNMENT II
SBU Government II
1. Survei dan Pemetaan
2. Konsultasi
perencanaan,
monitoring
dan
infrastruktur
evaluasi
pelaksanaan,
pembangunan
61
1. Survey and Mapping
2. Consultation,
Planning,
Implementation,
Monitoring and Evaluation of Infrastructure
Construction
3. Konsultasi pengembangan dan pembangunan 3. Consultation on the Development of Integrated
telematika terpadu sektor pemerintah dan
BUMN
4. Konsultasi,
perencanaan,
pelaksanaan,
monitoring
dan
evaluasi
pembangunan
pertanian, kehutanan, kelautan dan perikanan
Telematics between Government Sectors and
SOEs
4. Consultation,
Planning,
Implementation,
Monitoring and Evaluation of Agricultural,
Forestry, Marinery and Fishery Development
5. Konsultasi, Survei, monitoring dan evaluasi 5. Consultation, Survey, Monitoring and Evaluation
pelayanan publik
8.
SBU
LABORATORIUM
SBU Laboratory
of Public Services
6. Solusi berbasis teknologi informasi
6. Information Technology Solutions
1. Analisa kimia umum termasuk produk pertanian,
produk industri, dan produk konsumen
1. General Chemical Analysis, including towards
Agricultural, Industrial and Consumer Products
2. Environmental Parameter Analysis
3. Pengujian teknis mencakup pengujian alat 3. Technical Testing, including Electrical and
2. Analisa parameter lingkungan
Electronic Equipment Testing and Construction
Material Testing
kelistrikan dan eletronika serta pengujar produk
materi bangunan
4. Kalibrasi alat ukur dan alat uji
5. Konsultasi pengembangan laboratorium
6. Analisa produk minyak dan gas
7. Analisa bahan tambang
4.
5.
6.
7.
Measuring and Testing Equipment Calibration
Laboratory Development Consultation
Oil and Gas Products Analysis
Mined Materials Analysis
KRONOLOGIS PENCATATAN
SAHAM DAN PENCATATAN EFEK LAINNYA
Chronological Listing of Shares
and Other Effects
Hingga berakhirnya tahun 2014, PT SUCOFINDO belum
pernah mencatatkan saham Perusahaan di Bursa Saham.
Oleh karena itu tidak ada informasi terkait kronologi
pencatatan, jenis tindakan korporasi (corporate action),
perubahan jumlah saham, perubahan harga saham,
maupun nama bursa.
By the end of 2014, PT SUCOFINDO has no company
shares listed in the Stock Exchange. Consequently,
there is no information pertaining to their chronological
listing, corporate action, changes in the amount of shares,
changes in the price of shares, or name of exchange.
62
STRUKTUR ORGANISASI
Organizational Structure
KOMISARIS
BOARD COMMISSIONERS
DIREKTUR UTAMA
PRESIDENT DIRECTOR
DIREKTUR KOMERSIAL I
COMMERCIAL DIRECTOR I
Heru Riza Chakim
SBU Mineral & Batubara
SBU Mineral & Coal
Rangsang Tribaskoro
SBU Government I
SBU Goverment I
Haris Witjaksono
SBU Laboratorium
SBU Laboratory
Rolia Nurdiawati
SBU Government II
SBU Goverment II
Haris Witjaksono
SBU Migas
SBU Oil and Gas
M. Iqbal Akbar
SBU Sertifikasi & Eco Framework
SBU Certification & Eco-Framework
Yerry Taizar
Mukhtar
Div. Pengembangan
Jasa Komersial II
Commercial Services
Development Division II
HB Susilotomo
Regional Barat (Jakarta)
West Region (Jakarta)
Andre Esfandiari
KSO VPTI
Soleh Rusyadi Maryam
Cabang Luar Negeri
International Branch
Beni Agus Permana
Divisi Human Capital
Human Capital Division
Bangkit A. Wirawan
Divisi Pemasaran & Pengembangan Bisnis
Marketing & Business Development Division
Wirawan Laksono
Divisi Informasi dan Solusi Bisnis
Information & Business Solution Division
Djoko Prahoro
SBU Industri
SBU Industry
Walpon Silitonga
Div. Pengembangan
Jasa Komersial I
Commercial Services
Development Division I
DIREKTUR SUMBER DAYA
& KEUANGAN
DIRECTOR OF RESOURCES & FINANCE
DIREKTUR KOMERSIAL II
COMMERCIAL DIRECTOR II
Sufrin Hannan
SBU Komoditi & Solusi Perdagangan
SBU Commodity & Business Solution
Mukhtar
Div. Pengembangan
Jasa Komersial III
Commercial Services
Development Division III
Moh. Teguh Wibisono
Regional Timur (Surabaya)
East Regional Office (Surabaya)
Dedi Kusnendar
PT EPISI
Agus Dermawan
PT SAU
Roy Urich Kusumawardana
PT SPRINT
Diana Susi Moro
Divisi Keuangan
& Akuntansi
Finance & Accounting Division
Budi Hartanto
Divisi Umum
General Affairs Division
Noval Tajudin
Satuan Pengawasan Intern
Internal Supervision Unit
Rismuhammad Tohbayu
Divisi Sekretariat Perusahaan
Corporate Secretariat Division
Agus Salim
Unit Program Kemitraan
dan Bina Lingkungan
Partnership & Environmental
Development
Program (PKBL) Unit
Ries Lucky
Divisi Manajemen Strategis
Strategic Management Division
Dedi Kusnendar
Divisi Sistim Manajemen, Good
Governance dan Risiko
Management System, Good
Corporate Governance and Risk
Division
R. Ruli Adi
Struktur Organisasi SUCOFINDO ditetapkan oleh Keputusan
Direksi (KD) Nomor 11 / KD / 2014 tanggal 30 Januari 2014 dan
40 / KD / 2014 Oktober 2014.
The Organizational Structure of SUCOFINDO has been
established in Board of Directors Decision (KD) No. 11 / KD / 2014
issued January 30, 2014, and 40 / KD / 2014, issued October 2014.
63
64
TITIK LAYANAN
Points of Service
Perusahaan membagi wilayah kerjanya ke dalam 29
(dua puluh sembilan) kantor cabang, 35 (tiga puluh lima)
unit pelayanan, dan 45 (empat puluh lima) laboratorium
yang tersebar di seluruh Indonesia.
The company has divided its operating region into 29
(twenty nine) branch offices, 35 (thirty five) service units,
and 45 (forty five) laboratories distributed throughout
Indonesia.
65
KANTOR CABANG Branch Offices
DIVISI REGIONAL TIMUR
Eastern Region Division
DIVISI REGIONAL BARAT
Western Region Division

Medan
Pekanbaru
Batam
Palembang
Bandar Lampung
Padang
Dumai
Jambi

Bengkulu
Jakarta
Cilegon
Bekasi
Cirebon
Bandung
Semarang
Cilacap

Balikpapan
Banjarmasin
Samarinda
Bontang
Pontianak
Sangatta
Batu Licin

Tarakan
Surabaya
Makassar
Timika
Denpasar
Menado
UNIT PELAYANAN Service Units
Belawan
Dondang
Kelanis
Sungai Danau
Tanjung Enim
Ampah
Karimun
Bengalon
Duri
Kiliranjao
Sungai Putting
Kendari
Berau
Indonesia Bulk
terminal
Muara Badak
Tanah Grogot
Suralaya
Kendawangan
Kudus
Lahat
Pangkal Pinang
Pangkalan Bun
Rengat
Sampit
Sebakis
Sesayap
Sibo Iga
LABORATORIUM Laboratories
Medan
Sibolga
Padang
Kiliranjao
Pekanbaru
Dumai
Tembilahan
Jambi
Batam
Palembang
Lahat
Bengkulu
Bandarlampung
Cilegon
Cirebon
Suralaya
Cibitung
Bandung
Semarang
Surabaya
Pontianak
Balikpapan
Balikpapan
Coal Terminal
Tanah Merah
Coal Terminal
Samarinda
Dondang
Melak
Bontang
Tanjungbara
Lubuk Tutung
Bengalon
Tarakan
Berau
Sesayap
Sebakis
Tanjung Redeb
Banjarmasin
Kelanis
Sungai Putting
Batulicin
Indonesia Bulk
Terminal
Makassar
Palu
Menado
Timika
Gresik
Surakarta
Tanjung Pinang
Tembilahan
Pelabuhan Ratu
Loksemawe
Palu
66
PENGHARGAAN
Awards
BUMN MARKETING AWARD
SOE Marketing Award
21 Agustus 2015
Strategic Marketing and Tactical
marketing kategori silver BUMN
Marketing Award, dari Markplus.inc dan
BUMN Track
Silver (in categories of Strategic Marketing
and Tactical Marketing) from Markplus.inc
and BUMN Track
PKBL BUMN AWARD
SOE Partnership Award
25 September 2015
Penghargaan Silver sebagai
pelayanan publik terbaik dari
La Tofi School of CSR
Silver Award as the best public
service provider from La Tofi
School of CSR
BUMN WEB AWARD
SOE Web Award
25 Oktober 2015
Penghargaan Favorite ke-2
dari www.beritasatu.com
2nd Place Favorite from www.
beritasatu.com
SERTIFIKASI
Certification
No.
Nama Sertifikasi
Name of Certification
Tahun Perolehan
Date Received
Badan Pemberi Sertifikasi
Certification Body
Masa Berlaku
Valid Until
1
ISO 9001:2008
26 / 02 / 2014
External Certification body
12 / 04 / 2017
2
OHSAS 18001:2007 Sangatta
07 / 06 / 2013
06 / 06 / 2016
3
OHSAS 18001:2007 UP. Berau
27 / 04 / 2012
26 / 04 / 2015
4
ISO 14001:2004
08 / 05 / 2012
07 / 05 / 2015
7
SMK3 - Lab Cibitung + Cab. Bekasi
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
8
SMK3 - Kantor Pusat (Kav.34)
23 / 04 / 2015
Dirjen Binawas
23 / 04 / 2018
9
SMK3 - Cabang Balikpapan
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
10
SMK3 - Cabang Banjarmasin
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
11
SMK3 - Cabang B Lampung
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
12
SMK3 - Cabang Jakarta
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
13
SMK3 - Cabang Pekanbaru
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
14
SMK3 - Lab. Site Sangata
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
15
SMK3 - Lab. Site Timika
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
16
SMK3 - Cabang Palembang
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
17
SMK3 - Cabang Surabaya +Lab
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
18
SMK3 - Cabang Bandung
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
19
SMK3 - Cabang Medan
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
20
SMK3 - Cabang Semarang + Lab
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
21
SMK3 - Cabang Batam
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
22
SMK3 - Cabang Cilegon
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
23
SMK3 - Cabang Makassar
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
24
SMK3 - Cabang Bontang
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
25
SMK3 - Cabang Cilacap
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
26
SMK3 - Cabang Padang
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
27
SMK3 - Cabang Samarinda
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
28
SMK3 - Cabang Pontianak
14 / 05 / 2014
Dirjen Binawas
13 / 05 / 2017
29
SMK3 - Cabang Cirebon
22 / 04 / 2013
Dirjen Binawas
22 / 04 / 2016
30
SMK3 - UP Lhoksemawe
20 / 05 / 2014
Dirjen Binawas
20 / 05 / 2017
31
SMK3 - Cabang Dumai
23 / 04 / 2012
Dirjen Binawas
23 / 04 / 2015
>WdWbç^Xç^.8Zb[W^6Z^çgçc.8ZbWUd_bçdWéW^Wbçæå_b<^c`WUdZ_^ç^VFe`WbfZcZ_^
Note: Dirjen Binawas: Directorate General for Inspection and Supervision
67
68
AKREDITASI
Accreditation
Deskripsi Akreditasi
Description of Accreditation
Akreditasi / Penunjukan dari
SUCOFINDO Sebagai
Accreditation / Appointment by SUCOFINDO as
Masa Berlaku
Valid Until
No. Akreditasi / No.
Surat Penunjukan
Accreditation / Appointment
Letter No.
1
Sistem Manajemen Mutu
Quality Management
System
KAN
(Komite Akreditasi Nasional)
National Accreditation
Committee
Lembaga Sertifikasi
Certification Body
24 April 2016
April 24, 2016
LSSM-002-IDN
2
Sistem Manajemen
Lingkungan
Environmental Management
System
KAN
Committee
Certification Body
18 Januari 2016
January 18, 2016
LSSML-001-IDN
3
Sistem Manajemen
Keamanan Pangan
Food Security Management
System
KAN
Committee
Certification Body
14 Maret 2016
March 14, 2016
LSSMKP-007-IDN
4
HACCP
HACCP
KAN
Committee
Certification Body
28 November 2015 LSSHACCP-007-IDN
November 28,
2015
5
Pangan Organik
Organic Crop
KAN
Committee
Certification Body
24 April 2016
April 24, 2016
LSPO-001-IDN
6
Sertifikasi Produk
Product Certification
KAN
Committee
Certification Body
24 April 2016
April 24, 2016
LSPr-022-IDN
7
Verifikasi Legalitas Kayu
Timber Legality Verification
KAN
Committee
Lembaga Verifikasi
Verification Body
5 Juni 2018
June 5, 2018
LVLK-002-IDN
8
Pengelolaan Hutan
Produksi Lestari
Sustainable Production
Forest Management (PHPL)
KAN
Committee
Lembaga Penilai
Evaluating Body
1 September 2018
September 1, 2018
LPPHPL-005-IDN
9
CB Scheme
CB Scheme
IECEE
Certification Body
7 Februari 2015
February 7, 2015
CB075
10
SMK3
OHS Management System
Kemenakertrans RI
Ministry of Labor and
Transmigration
Badan Audit
Auditing Body
4 April 2016
April 4, 2016
Kep.Menankertrans RI
No.KEP.35 / M / PPK / IV
/ 2013
11
Indonesian Sustainable
Palm Oil
Indonesian Sustainable
Palm Oil
Kementan R
Ministry of Agriculture
Certification Body
9 Mei 2017
May 9, 2017
LS-P&K-003-ISPO
12
Sistem Manajemen
Pengamanan
Security Management
System
POLRI
Badan Audit
Auditing Body
7 Februari 2018
February 7, 2018
SK KAPOLRI NO.POL :
SKEP / 44 / 11 / 208
13
Sertifikasi PHPL & Lacak
Balak
PHPL & CoC Certification
LEI
Certification Body
28 Oktober 2017
October 28, 2017
SK DIR-EKSKUTIF LEI NO.
06 / LEI / SK-DE / X / 2012
14
Sertifikasi Usaha
Business Certification
Komisi Otorisasi Pariwisata
Tourism Authorization
Commission
Certification Body
10 April 2018
April 10, 2018
15
ISO 17020:2012
KAN
Committee
Lembaga Inspeksi
Inspecting Body
21 Oktober 2018
October 21, 2018
LI-062-IDN
16
ISO 17025:2005
KAN
Committee
Lembaga Penguji
Testing Body
22 Juni 2015
June 22, 2015
No
69
PEMEGANG SAHAM UTAMA,
ENTITAS ANAK, ENTITAS ASOSIASI &
PENGENDALIAN BERSAMA ENTITAS
Major Shareholders, Subsidiaries,
Associated Entities & Control Joint Entities
STRUKTUR DAN KOMPOSISI
KEPEMILIKAN SAHAM
Structure and Composition of Shareholding
Pemegang saham SUCOFINDO terdiri dari:
SUCOFINDO’s shareholders consist of:
Republic of Indonesia
Societe generale de
Surveillance Holding
Nama Perusahaan
Company Name
Kegiatan Usaha
Business Activities
Komposisi Kepemilikan
Perseroan
Company Ownership
Composition
Status
PT SUCOFINDO Advisory
Utama (SAU)
Konsultasi Pengelolaan Properti, Konsultasi Bisnis,
Keuangan dan Investasi Konsultansi Bisnis, Keuangan
dan Investasi serta Konsultasi Bidang Keamanan
Property Management Consultation, Business
Consultation, Financial and Investment Consultation,
and Security Consultation
91,43%
Beroperasi
Operational
PT SUCOFINDO Episi
(Episi)
Pembangunan, perdagangan, perindustrian, jasa dan
pertanian
Construction, trade, industry, services and agriculture
95%
Beroperasi
Operational
PT Sprint Konsultan
Perencanaan umum, jasa survei, studi kelayakan,
perencanaan teknik, pengawasan manajemen,
penelitian, pendidikan dan pelatihan
General planning, survey services, feasibility study,
technical planning, management supervision, research,
education and training
19%
Beroperasi
Operational
PT. Sucofindo Logistic
(LOGISTICS)
Usaha bidang pengadaan, distribusi, transportasi darat
dan laut serta udara, pergudangan, pengepakan,
pengiriman, persewaan mesin, peralatan dan fasilitas
ekspor - impor
Business in procurement, distribution, transportation
via land, sea, and air, warehousing, rental of machines,
equipment, and facilities for export and import.
100%
Likuidasi yang
ditangani
kurator
Liquidation
handled by
curator
70
SEKILAS KINERJA
ANAK PERUSAHAAN
Subsidiaries Performance at Glance
PT SUCOFINDO ADVISORY UTAMA (SAU)
Profil Perusahaan
Company Profile
PT SUCOFINDO Advisory Utama pada awalnya didirikan
dengan nama PT SUCOFINDO Nissesa Appraisal pada
tanggal 31 Januari 2000. Pada tanggal 17 Oktober
2001 terjadi perubahan nama menjadi PT SUCOFINDO
Appraisal Utama dan terakhir pada tahun 2011
dikarenakan adanya Peraturan Pemerintah tentang jasa
appraisal, maka nama perusahaan berubah menjadi PT
SUCOFINDO Advisory Utama.
PT SUCOFINDO Advisory Utama was initially founded as
PT SUCOFINDO Nissesa Appraisal on January 31, 2000.
In October, 2001, the company changed its name into PT
SUCOFINDO Appraisal Utama, and eventually, in 2011,
into PT SUCOFINDO Advisory Utama due to the issuance
of a Government Regulation on appraisal services.
Bergerak dalam bidang Asset Management, Business
Advisory serta Survey & Research yang didukung keahlian
sebagai Technical Consultant dan ICT (Information &
Communication Technology) Consultant. Penyediaan
Training juga dilaksanakan yang merupakan penunjang
bagi jasa-jasa utama. Memiliki tiga Strategic Business Unit
(SBU) untuk melayani segmen pelanggan Korporat, Publik
dan Internasional yang didukung pula oleh beberapa
kantor Cabang dan Representatif di Sumatera, Jawa dan
Kalimantan.
The company provides Asset Management, Business
Advisory and Survey & Research services, supported by
expertise as Technical Consultant and ICT (Information &
Communication Technology) Consultant. Training is also
provided as a supporting service for the core services
listed above. The company has three Strategic Business
Units (SBU) to provide service to Corporate, Public and
International customer bases, supported by several
branch and representative offices in Sumatra, Java and
Kalimantan.
Alamat Perusahaan
Company Address
Graha SUCOFINDO Annex B
Jl. Raya Pasar Minggu Kav. 34 Jakarta-Indonesia 12780
Phone : (+62-21) 7986766 Ext. 2323, 2328
Fax
: (+62-21) 7986766
Email : [email protected]
Graha SUCOFINDO Annex B
Phone : (+62-21) 7986766 Ext. 2323, 2328
Fax
: (+62-21) 7986766
Email
: [email protected]
Bidang Usaha
Business Lines
1.
2.
3.
4.
5.
6.
Asset Management, Business Advisory,
Survey & Research, ICT Consultant,
Technical Consultant
Training
1.
2.
3.
4.
5.
6.
Asset Management Services Business Advisory Services
Survey & Research Services
ICT Consultation Services
Technical Consultation Services
Training Services
71
PT SUCOFINDO EPISI
Profil Perusahaan
Company Profile
PT SUCOFINDO Episi didirikan dengan Akta Notaris
Sovyedi Andasasmita, SH. No. 4 pada tanggal 12
Maret 2002 oleh PT SUCOFINDO (Persero) dengan
KOPSUCOFINDO, dengan nama PT SUCOFINDO
Engineering Services Indonesia disingkat PT SES
INDONESIA. Selanjutnya PT SES INDONESIA pada
tahun yang sama mengalami perubahan nama menjadi
PT SUCOFINDO Episi dengan Akta Notaris Sovyedi
Andasasmita, SH, no. 14 pada tanggal 18 Juni 2002 dan
disahkan melalui Akta Pendirian Perseroan Terbatas
Menteri Kehakiman dan Hak Asasi Manusia Republik
Indonesia No. C-13175 HT.01.01.TH.2002 tanggal 17 Juli
2002.
PT SUCOFINDO Episi was founded by PT SUCOFINDO
(Persero) and KUPSUCOFINDO, based on Notary
Deed No. 4 issued March 12, 2002, by Notary Sovyedi
Andasasmita, S.H., with the name PT SUCOFINDO
Machineering Services Indonesia, abbreviated as PT
SES INDONESIA. Afterward, in the same year PT SES
INDONESIA changed its name into PT SUCOFINDO Episi
based on Notary Deed No. 14 issued on June 18, 2002,
by Notary Sovyedi Andasasmita, S.H., and authorized
through Limited Liability Company Deed of Establishment
No. C-13175 HT.01.01.TH.2002 issued on July 17, 2002,
by the Minister of Justice and Human Rights, Republic of
Indonesia.
Alamat Perusahaan
Company Address
Graha SUCOFINDO Lt. 9
Phone : (+62-21) 7995248
Fax
: (+62-21) 7994679
Email
: marketing@sucofindoepisi.co.id
ébçYçFH7B:<A8B?d"Jl. Raya Pasar Minggu Kav. 34 Jakarta-Indonesia 12780
Phone : (+62-21) 7995248
Fax
: (+62-21) 7994679
Email
: marketing@sucofindoepisi.co.id
Bidang Usaha
Business Lines
1. Bidang Teknik (Engineering)
2. Bidang Pengadaan (Procurement) :
Pengadaan Barang dan Jasa
3. Bidang Sipil (Construction)
1. Engineering
2. Procurement : Goods and Services
3. Construction
72
PT SPRINT
Profil Perusahaan
Company Profile
Berdiri 9 januari 1997 oleh PT SUCOFINDO (Persero) dan
KOPSUCOFINDO. Awal mula berdiri bernama PT Prima
Mobile Inti Mutu Andalan. Perusahaan bergerak di bidang
jasa konsultasi kualitas, konsultasi lingkungan, Jasa
Survei, dan pendidikan dan pelatihan. Pada tanggal 26
Maret 1998 berubah nama menjadi PT SUCOFINDO Prima
Internasional Konsultan (Sprint Consultant).
The company was established on January 9, 1997, by
PT SUCOFINDO (Persero) and KOPSUCOFINDO, initially
named PT Prima Mobile Inti Mutu Andalan. The company
provides services in quality consultation, environmental
consultation, survey, and training. On March 26, 1998, it
changed its name into PT SUCOFINDO Prima Internasional
Konsultan (Sprint Consultant).
Alamat Perusahaan
Company Address
Phone : (+62-21) 7983666
Fax
: (+62-21) 7986883 / 7986894
Phone : (+62-21) 7983666
Fax
: (+62-21) 7986883 / 7986894
Bidang Usaha
Business Lines
Jasa Konsultasi Manajemen
Jasa Konsultasi Lingkungan
Jasa Konsultasi Pendidikan dan pelatihan
Management Consultation Services
Environmental Consultation Services
Education and Training Consultation Services
73
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AREA OPERASI
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Office Address
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78
SUMBER
DAYA MANUSIA
Human Resources
SumberSumber
Daya Manusia
Daya Manusia
/ 2014/ Human Resources
79
Esh
Profоal
Tework
Membangun Kerja Sama
Tim yang Profesional
80
PROFIL SUMBER DAYA MANUSIA
Human Resources Profile
MEMBENTUK TIM PROFESIONAL
DAN BERINTEGRITAS
FORMING A PROFESSIONAL TEAM WITH
INTEGRITY
Sumber Daya Manusia (SDM) merupakan asset utama
yang menjadi elemen penting penunjang produktivitas
kinerja perusahaan. Sejalan dengan hal ini, SUCOFINDO
berkomitmen untuk terus melakukan program pembinaan
Pegawai secara intensif guna mencetak tim yang
profesional yang memiliki integritas serta kompeten
dalam dunia bisnis. Komitmen ini ditunjukkan dengan
mengikutsertakan Pegawai dalam berbagai pendidikan
dan pelatihan serta program pengembangan SDM.
Human Resources (HR) serve as the main asset and
important supporting element towards productivity in the
company’s performance. In line with this, SUCOFINDO is
committed to continuously holding intensive employee
development programs in order to produce a professional
team with integrity and competence in the business. This
commitment is displayed by the enrolment of employees
in various education and training courses, along with other
HR development programs.
STRUKTUR SDM
HUMAN RESOURCES STRUCTURE
Pengelolaan SDM atau Pegawai di SUCOFINDO
dilaksanakan oleh Divisi Human Capital, yang dipimpin
seorang Kepala Divisi dan bertanggung jawab kepada
Direktur Sumber Daya dan Keuangan.
HR or employee management in SUCOFINDO is carried
out by the Human Capital Division, led by a Division Head
responsible to the Director of Resources and Finance.
Dalam menjalankan tugas dan tanggung jawabnya,
Divisi Human Capital dibantu oleh:
In carrying out its duty and responsibility, the Human
Capital Division is supported by:
1.
2.
1.
2.
Training and Career Management Section Head
Organization and Culture Development Section Head
3.
4.
Administration Section Head
Procurement and Industrial Relations Section Head
5.
6.
7.
8.
Training and Development
Career Management and Performance Sub-Section Head
Organization Development Sub-Section Head
Culture Development and Change Sub-Section Head
Kepala Bagian Pelatihan dan Manajemen Karir
Kepala Bagian Pengembangan Organisasi dan
Budaya
3. Kepala Bagian Administrasi
4. Kepala Bagian Pengadaaan dan Hubungan
Industrial
5. Kepala Sub Bagian Pelatihan & Pengembangan
6. Kepala Sub Bagian Manajemen Karir & Kinerja
7. Kepala Sub Bagian Pengembangan Organisasi
8. Kepala Sub Bagian Perubahan & Pengembangan
Budaya
9. Kepala Sub Bagian Administrasi & Pengadaan SBU
10. Kepala Sub Bagian Sistem & Pelayanan
11. Kepala Sub Bagian Remunerasi & Penghargaan
12. Kepala Sub Bagian Hubungan Industrial &
Counseling
13. Kepala Sub Bagian Pengadaan & Penempatan
9.
10.
11.
12.
SBU Procurement and Administration Sub-Section Head
System and Service Sub-Section Head
Remuneration and Award Sub-Section Head
Industrial Relations and Counselling Sub-Section
Head
13. Procurement and Placement Sub-Section Head
Sumber Daya Manusia
/ Human Resources
Sumber Daya Manusia (SDM) merupakan
asset utama yang menjadi elemen penting penunjang
produktivitas kinerja perusahaan
Human Resources ( HR) serve as the main asset and important
supporting element towards productivity in the company’s
performance
81
82
STRUKTUR DIVISI HUMAN CAPITAL
Human Capital Division Structure
DIREKTUR SUMBER DAYA
DAN KEUANGAN
Director of Resources & Finance
DIVISI HUMAN CAPITAL
KEPALA DIVISI Division Head
BAGIAN PENGADAAN DAN
HUBUNGAN INDUSTRIAL
Procurement and Industrial
Relations Section
BAGIAN ADMINISTRASI
Administration Section
KEPALA BAGIAN Section Head
SUB BAGIAN
PENGADAAN &
PENEMPATAN
Procurement
and Placement
Sub-Section
KEPALA SUB
BAGIAN
Sub Section Head
KEPALA SUB
BAGIAN
Sub Section Head
SUB BAGIAN
REMUNERASI &
PENGHARGAAN
Remuneration
and Award
Sub-Section
KEPALA SUB
BAGIAN
Sub Section Head
SUB BAGIAN
PENGEMBANGAN
ORGANISASI
SUB BAGIAN
INDUSTRIAL &
CONSELING
Industrial Relations
and Counselling
Sub-Section
BAGIAN PENGEMBANGAN
ORGANISASI & BUDAYA
Organization and Culture
Development Section
BAGIAN PELATIHAN DAN
MANAJEMEN KARIR
Training and Career
Management Section
SUB BAGIAN
PERUBAHAN DAN
PENGEMBANGAN
BUDAYA
Training &
Development
Culture
SUB BAGIAN
SUB BAGIAN
SUB BAGIAN
SUB BAGIAN
Sub-Section
Development
PELATIHAN DAN
MANAJEMEN
ADMINISTRASI
SISTEM &
& Change SubPENGEMBANGAN
KARIR
DAN PENGADAAN
PELAYANAN
Section
Training &
DAN KINERJA
SDM SBU
System and
KEPALA
SUB
KEPALA
SUB
Career
Procurement
Development
Service
BAGIAN
BAGIAN
Management
and Administration
Sub-Section
Sub-Section
Sub Section Head
Sub Section Head
and Performance
Sub-Section
Sub-Section
KEPALA SUB
BAGIAN
Sub Section Head
KEPALA SUB
BAGIAN
Sub Section Head
KEPALA SUB
BAGIAN
Sub Section Head
KEPALA SUB
BAGIAN
Sub Section Head
Sumber Daya Manusia
/ Human Resources
83
PROFIL KEPALA DIVISI HUMAN CAPITAL
Human Capital Division Head Profile
Lahir di Bandung, tanggal 20 Mei 1963 umur 51 tahun, menyelesaikan
pendidikannya di Jurusan Hukum Bisnis (Pasca Sarjana) Universitas
Gadjah Mada pada tahun 2007.
Bergabung dengan SUCOFINDO sejak tahun 1998 memulai karir sebagai
Kepala Bagian Hukum. Menempati berbagai posisi kunci di SUCOFINDO
sebagai:
- Vice President Divisi Sekretariat Perusahaan (2005-2012)
- Kepala Divisi Sistem Manajemen GCG dan Risiko ( 2012-2013)
- Kepala Divisi Human Capital (2013-sekarang)
He was born in Bandung, May 20, 1963, and is currently 51 years of age. He completed
his graduate study in Business Law at Gadjah Mada University in 2007.
BANGKIT ANDAR WIRAWAN
Kepala Divisi Human Capital
Human Capital Division Head
He joined SUCOFINDO since 1998 and commenced his career as Head of the Legal
Division. He occupied several key positions in SUCOFINDO, such as:
- Vice-President of the Corporate Secretariat Division (2005-2012)
- Head of GCG and Risk Management System Division (2012-2013)
- Head of Human Capital (2013-present)
PROFIL PEGAWAI
EMPLOYEE PROFILE
JUMLAH PEGAWAI BERDASARKAN STATUS
KEPEGAWAIAN
NUMBER OF EMPLOYEES
EMPLOYMENT STATUS
Hingga akhir tahun 2014 jumlah Pegawai SUCOFINDO
sejumlah 3.227 orang. Mengalami pengurangan
dibandingkan tahun 2013 sebesar 1% yang sebanyak
3.275 orang.
By the end of 2014, SUCOFINDO’s workforce consisted
of 3,227 employees, decreasing by 1% compared to the
workforce in 2013 consisting of 3,275 employees.
Mereka terdiri atas 1.912 orang atau 59,3% merupakan
Pegawai waktu tetap atau Pegawai tetap. Sementara
1.315 orang atau 40,7% adalah Pegawai waktu tertentu
atau Pegawai tidak tetap.
Out of these employees, 1,912 or 59.3% are permanent
employees, whereas 1,315 or 40.7% are contracted or
temporary employees.
BASED
Jumlah Pegawai Berdasarkan Status Kepegawaian
Number of Employees Based Employment Status
2013
Jenis
Employment Status
Jumlah (orang)
Number of Employees
2014
Persentase
Percentage (%)
Jumlah (orang)
Number of Employees
Persentase
Percentage (%)
Pegawai Tetap
Permanent Employee
2.129
65
1.912
59,3
Pegawai Tidak Tetap
Temporary Employee
1.146
35
1.315
40,7
3.275
100
3.227
100
Total
ON
84
Jumlah Pegawai Berdasarkan Jenis Kelamin
Number Of Employees Based On Gender
Sepanjang tahun 2014, sebagian besar yakni 2.702
orang atau 83,7 % dari total Pegawai SUCOFINDO adalah
berjenis kelamin laki-laki, sementara 535 orang atau
sebesar 16,3 % berjenis kelamin perempuan.
Throughout the year 2014, most of the employees,
specifically 2,702 or 83.7% of SUCOFINDO’s total number
of employees, are male, whereas 535 or 16.3% are female.
Jumlah Pegawai Berdasarkan Jenis Kelamin
Number of Employees Based on Gender
2013
Jenis Kelamin
Gender
Pria
Male
Wanita
Female
Total
Jumlah (orang)
Number of Employees
2014
Persentase
Percentage (%)
Jumlah (orang)
Number of Employees
Persentase
Percentage (%)
2.786
85
2.702
83,7
489
15
525
16,3
3.275
100
3.227
100
Jumlah Pegawai Berdasarkan Kelompok Usia
Number Of Employees Based On Age Group
Mengacu kepada Undang-Undang No: 13 Tahun 2003
Tentang Ketenagakerjaan dan Peraturan Perusahaan,
maka batasan usia minimal Pegawai SUCOFINDO adalah
18 tahun, sedang usia pensiun Pegawai adalah 56 tahun.
In compliance to Law 13 / 2003 regarding Labor and
corporate regulations, the minimum age for SUCOFINDO
employees is 18 years, whereas the age of retirement is
56 years.
Ditinjau dari kelompok usia, pada tahun 2014 terdapat 17,6
% pada kelompok usia di bawah 30 tahun, 20,8 % pada
kelompok usia 31 – 40 tahun; 35,6 % pada kelompok usia
41 – 50 tahun; dan 25,9% pada kelompok usia di atas 51
tahun.
Based on age group, in 2014, there were 17.6% of
employees below 30 years of age, 20.8% within the age
group of 31 – 40 years, 35.6% within the age group of 41 –
50 years, and 25.9% above 51 years of age.
Jumlah Pegawai Berdasarkan Kelompok Usia
Number of Employees on Age Group
2013
Usia
Age
Jumlah (orang)
Number of Employees
2014
Persentase
Percentage (%)
Jumlah (orang)
Number of Employees
Persentase
Percentage (%)
<30
604
18.44
568
<30
604
18.44
568
17,6
31 – 40
633
19.33
672
20,8
41 – 50
1.417
43.27
1.150
35,6
621
18.96
837
25,9
3.275
100
3.227
100
>51
Total
17,6
Sumber Daya Manusia
85
/ Human Resources
Jumlah Pegawai Berdasarkan Pendidikan
Number Of Employees Based On Education Level
Pada tahun 2014 jumlah pegawai dengan tingkat
pendidikan S2 mengalami penurunan sebesar 8%
dibandingkan tahun sebelumnya. Selain itu jumlah
pegawai dengan tingkat pendidikan S1 juga meningkat
sebesar 6% dibandingkan tahun sebelumnya.
In 2014, the number of employees with graduate
education experienced a decrease by 8% compared to
the previous. Conversely, the number of employees with
undergraduate education has increased by 6% compared
to the previous year.
Jumlah Pegawai Berdasarkan Tingkat Pendidikan
Number of Employees Based on Education Level
2013
Tingkat Level
Education Level
2014
Jumlah (orang)
Number (people)
Persentase (%)
Percentage (%)
Jumlah (orang)
Number (people)
Persentase (%)
Percentage (%)
SLTA dan setara
High School and equivalent
1.353
41,31
1.219
37,8
Diploma dan setara
Associate Degree and equivalent
525
16,03
540
16,7
Sarjana
Undergraduate Degree
1.292
39,45
1.372
42,5
105
3,21
96
3
3.275
100
3.227
100
Pasca-Sarjana
Graduate Degree
Jumlah Total
Komposisi Manajemen
Composition Of Management
Berdasarkan komposisi manajemen, jumlah Pegawai
terbanyak menduduki jabatan sebagai staf sebanyak
2.894 orang atau 89,59% dari seluruh Pegawai
SUCOFINDO.
Based on the composition of management, the majority
of employees occupy the position of staff, amounting to
2894 or 89.59% of the entire SUCOFINDO workforce.
Komposisi Manajemen 2014
Composition of Management in 2014
Gender
Komposisi Manajemen
Composition of Management
Direksi
Director
Total
Number
Wanita
Female
Pria Male
4
4
VP / GM
VP / GM
22
Manajer / Manajer Senior
Manager / Senior Manager
Kelompok Usia Age Group
< 30
31 - 50
> 51
0
0
1
3
20
2
0
9
13
311
286
25
0
192
119
Staf
Staff
2.894
2.395
499
568
1.621
705
Jumlah
Total
526
568
1.823
840
3.231
2.705
3.231
Catatan: Jumlah yang tertera dalam tabel termasuk 4 (empat) orang anggota Direksi
Note: The number listed in the table including 4 (four) members of the Board of Directors.
3.231
86
STRATEGI PENGELOLAAN SDM
HR Management Strategy
STRATEGI PENGELOLAAN SDM
HUMAN RESOURCE MANAGEMENT STRATEGY
Dengan paradigma baru, yaitu memandang Sumber
Daya Manusia (SDM) sebagai modal insani (Human
Capital) maka perusahaan menempatkan SDM sebagai
subyek yang harus dikelola dengan baik agar mampu
menjadi modal untuk meningkatkan kinerja bisnis dalam
jangka panjang secara berkelanjutan.
Using a new paradigm, which views Human Resources
(HR) as human capital, the company is able to position
HR as subjects who require good management in order
to serve as the company’s capital for a sustainable and
long-term increase in business performance.
Strategi pengelolaan Sumber Daya Manusia dengan cara
mengembangkan Sumber Daya Manusia yang diarahkan
kepada kebutuhan bisnis serta mengendalikan biaya
agar mampu memberikan daya saing perusahaan.
Human
resource
management
is
strategically
implemented by developing human resources who can be
directed to focus towards business needs and cost control
in order to give a competitive edge to the company.
Rekrutmen dan Penempatan
Recruitment and Placement
SUCOFINDO menjunjung kesetaraan dalam menyeleksi
Sumber Daya Manusia, dan membuka kesempatan sama
kepada para pelamar untuk menjadi pegawai profesional
tanpa diskriminasi suku, agama, ras, golongan dan
gender atau kondisi fisik.
SUCOFINDO upholds equality in selecting its human
resources and provides the same level of opportunity
for prospective employees to become professional
employees without discrimination based on ethnicity,
religion, race, class, gender or physical condition.
Seiring dengan perkembangan kegiatan operasional
dan bisnis Perusahaan, pada tahun 2014 SUCOFINDO
melakukan rekrutmen, dan berhasil merekrut 604
Pegawai baru. Mereka terdiri atas 471 Pegawai lakilaki dan 133 Pegawai perempuan. Para Pegawai baru
ini ditempatkan di Kantor Pusat di Jakarta, sebanyak 81
orang dan ditempatkan di Kantor Cabang sebanyak 523
orang.
In line with the development of the company’s operating
and business activities, in 2014, SUCOFINDO held a
recruitment session and was successful in recruiting
604 new employees. These new employees consist
of 471 male employees and 133 female employees. 81
employees were assigned to the Head Office in Jakarta
and 523 employees were assigned to branch offices.
Pengembangan Kompetensi untuk Pegawai
Competence-Building for Employees
Komposisi Pegawai Baru Tahun 2014
Composition of New Employees In 2014
Uraian
Description
Penempatan kantor pusat
Assignment to head office
2014
Pria Male
Wanita Female
Jumlah Total
49
32
81
Penempatan di kantor cabang
Assignment to branch office
422
101
523
Total
471
133
604
Sumber Daya Manusia
87
/ Human Resources
Program Pengembangan ditujukan untuk pengembangan
individu, peningkatan kinerja dan keberhasilan karir, serta
pengembangan manajemen, yang pelaksanaannya
mengikuti kebutuhan perusahaan. Sepanjang tahun 2014,
SUCOFINDO telah melaksanakan program pelatihan
bagi pegawai dengan fokus pada bidang – bidang
sebagai berikut :
Development programs are intended for the improvement
of individuals, increase in performance and career
success, and improvement of management and are
implemented based on the company’s needs. Throughout
2014, SUCOFINDO has conducted training courses for its
employees with focus in the following fields:
Pengembangan kompetensi teknis dan non teknis
pegawai sesuai dengan persyaratan jabatan.
Program mandiri setara pelatihan diantaranya
kegiatan knowledge sharing, studi banding dan lain
- lain.
Program beasiswa pasca sarjana.
Development of technical and non-technical
competencies for employees based on required
competencies from their positions.
Independent programs equivalent to training, such as
knowledge sharing, comparative study, and so forth.
Scholarships for graduate study.
Hingga tahun 2014, SDM SUCOFINDO telah memiliki 108
jenis sertifikasi / lisensi sebagai berikut:
In 2014, SUCOFINDO’s human resources have obtained
108 types of certification / license, as follows:
Sertifikasi / Lisensi
Inspeksi &
Audit
Inspection &
Audit
Pengujian &
Analisis
Testing &
Analysis
Sertifikasi
Certification
Konsultasi
Consultation
Pelatihan
Training
1
A-K3 Kebakaran
X
Expert OHS: Fire
2
A-K3 Kimia
X
Expert OHS: Chemicals
3
Ahli Radiografi
X
Expert Radiography
4
AK-3 Instalasi Listrik &
Penyalur Petir
Expert OHS: Electrical
Installation & Lightning
Protection
5
AK-3 Lift
X
Expert OHS: Lifts
6
AK-3 Penanggulangan
Kebakaran
X
Expert OHS: Fire Safety
7
AK-3 Penyalur Petir
X
Expert OHS: Lightning
Protection
8
AK-3 Pesawat Angkat &
Angkut
AK-3 Pesawat Uap &
Bejana Tekan
X
Expert OHS: Cranes
X
Expert OHS: Boiler &
Pressure Vessel
No.
9
Certification / License
10
AK-3 Umum
X
X
Expert OHS: General
11
AMDAL A
X
Environmental Impact
Assessment (AMDAL) A
12
AMDAL B
X
AMDAL B
13
AMDAL C
X
AMDAL C
14
Analyst Member in Oil and
Fats Section
X
Analyst Member in Oil and
Fats Section
15
Animal Walfare Inspection
X
Animal Welfare Inspection
16
ANT 3
X
ANT 3
17
Assessor Kepala Lab
Pengujian
X
Testing Lab Head Assessor
18
Assessor Lab Kalibrasi
X
Calibration Lab Assessor
19
Asistent Surveyor
X
Assistant Surveyor
20
ASNT-NDT
X
ASNT-NDT
21
Assessor CoC
(Lacak Balak)
X
CoC Assessor
22
Assessor Hutan Alam
X
Natural Forest Assessor
88
23
Assessor Hutan Tanaman
X
Plantation Forest Assessor
24
Assessor Lembaga Inspeksi
SNI 19-17020-1999 (ISO /
IEC 17020:1998)
X
X
Inspection Body Assessor,
SNI 19-17020-1999 (ISO /
IEC 17020:1998)
25
Auditor Industri Rumah
Tangga Pangan
X
Home-Based Food Industry
Assessor
26
Auditor Lembaga Penilai
Pengelolaan Hutan
Produksi Lestari (LP-PHPL)
X
Assessment Body for
Sustainable Production
Forest Management (LPPHPL) Auditor
27
Auditor Sistem Verifikasi
Legalitas Kayu (VLK)
X
Timber Legality Verification
(VLK) System Auditor
28
Auditor Global Forest and
Trande Network (GFTN)
Indonesia
X
Global Forest and Trade
Network (GFTN) Indonesia
Auditor
29
Basic First AID, Confined
Space Entry & Basic Fire
X
Basic First Aid, Confined
Space Entry & Basic Fire
30
Basic Sea Survival
X
Basic Sea Survival
31
Basics For Surveyors
X
Basics For Surveyors
32
Coal Quality Control
X
Coal Quality Control
33
X
34
Coating Inspector Muda
(Level I)
Coating Inspector Utama
(Level II)
X
35
Draught Survey
X
Draught Survey
36
EDP Audit
X
EDP Audit
37
Helicopter Underwater
Escape Training (HUET)
X
Helicopter Underwater
Escape Training (HUET)
38
Geotechnical Earthquake
Hazards And Counter
Measures
X
Geotechnical
Earthquake Hazards And
Countermeasures
39
Global Reporting Initiative
X
Global Reporting Initiative
40
Food & Hygiene Inspection
X
X
Food & Hygiene Inspection
Grain & Food Inspection
X
X
Grain & Food Inspection
X
X
41
43
Information Technology
Master Plan
Inspektor Katup Pengaman
& Pemutus Segel
44
Inspektor Pipa Penyalur
X
45
Inspektor Pesawat Angkat
X
X
X
42
Junior Coating Inspector
(Level I)
Supervisory Coating
Inspector (Level II)
Information Technology
Master Plan
Pressure Safety Valve &
Breaker Inspector
Transmission Pipeline
Inspector
Lifting Equipment Inspector
47
Inspektor Rotating
Equipment
Inspektor Sistem
Instrumentasi
48
Inspektor Bejana Tekan
X
Pressure Vessel Inspector
49
Inspektor Tanki Timbun
X
Storage Tank Inspector
50
Inspeksi PLTD Level II
X
Inspeksi PLTD Level II
51
Juru Timbang
X
Weighing Personnel
52
Lead Internal Assessor SPO
X
X
SPO Lead Internal Assessor
53
Lead Assessor Lab. Penguji
X
54
Lead Auditor Sertifikasi
Produk
Lead Auditor Sistem
Manajemen Pengamanan
X
X
X
X
46
55
Rotating Equipment
Inspector
Instrumentation System
Inspector
Testing Laboratory Lead
Assessor
Product Certification Lead
Auditor
Security Management
System Lead Auditor
Sumber Daya Manusia
56
57
Lead Auditor Sistem
Manajemen Mutu ISO
9000
Lead Auditor Sistem
Manajemen Mutu ISO 9001
(IRCA Register)
X
X
X
X
/ Human Resources
89
Quality Management
System Lead Auditor, ISO
9000
Quality Management
9001 (IRCA-Registered)
58
Lead Auditor Sistem
Manajemen Lingkungan
ISO 14000
X
X
Environmental
Management System Lead
Auditor, ISO 14000
59
Lead Auditor Sistem
Manajemen Lingkungan
ISO 14001
X
X
Environmental
Management System
Leade Auditor, ISO 14001
60
Lead Auditor Sistem
Manajemen Energi ISO
50001
X
X
Energy Management
50001
61
Lead Auditor Sistem
Manajemen Pengamanan
Pangan ISO 22000
X
X
Food Security Management
22000
62
Lead Auditor Sistem
Keamanan Rantai Pasokan
ISO 28000
X
X
Supply Chain Security
28000
63
Lead Auditor Roundtable
Sustainable Palm Oil
(RSPO)
X
X
Roundtable Sustainable
Palm Oil (RSPO) Lead
Auditor
64
Lead Auditor SMK3 /
OHSAS 180001
X
X
X
OHS Management System
(SMK3) Lead Auditor,
OHSAS 180001
65
Liquid Cargo
X
Liquid Cargo
66
X
67
Magnetic Test & Particel
Test Level I
Magnetic Test & Particel
Test Level II
X
68
Operator Atomic Absorption
Spectrophotometer ( AAS)
X
Atomic Absorption
Spectrophotometer (AAS)
Operator
69
Operator Radiograpfi
X
Radiography Operator
70
Panel Pakar CoC
X
CoC Expert Panel
71
Panel Pakar Hutan Alam
X
Natural Forest Expert Panel
72
Panel Pakar Hutan
Tanaman
Panel Pakar Sertifikasi
Lacak Balak (CoC)
X
X
73
Magnetic Test & Particle
Test Level I
Magnetic Test & Particle
Test Level II
Plantation Forest Expert
Panel
CoC Certification Expert
Panel
74
Pemeriksaan &
Pengawasan Ekspor Kayu
& Produk Kayu (VEPIK)
X
Verification & Monitoring of
Timber and Wood Products
Export (VEPIK)
75
Pemeriksaan &
Pengawasan Komoditi
Rotan
X
Verification & Monitoring of
Rattan Commodities
76
Pemeriksaan Rotan
X
Rattan Examination
77
Pengambil Contoh Produk
Listrik
Pengambil Contoh Produk
Pupuk
X
Electrical Product Sampling
X
Fertilizer Product Sampling
78
79
Penguji Hasil Hutan
(Pengukur Kayu Bulat)
X
Forest Produce Testing
(Round Timber
Measurement)
80
Pengukur kayu Bulat Rimba
Indonesia
X
Indonesian Forest Round
Timber Measurement
81
Penilai Bibit
X
Seed Assessor
82
Penilai Bibit Tanaman
Hutan
Penilai lapangan Sertifikasi
Lacak Balak (CoC)
Penilaian Lapangan
Sertifikasi PHAPL (Hutan
Alam)
Penilaian Lapangan
Sertifikasi PHTL (Hutan
Tanaman)
X
Forest Plant Seed Assessor
X
Field Assessor for CoC
Certification
X
Field Assessor for Natural
Forest (PHAPL) Certification
X
Field Assessor for
Plantation Forest (PHTL)
Certification
83
84
85
90
86
Penimbang dan Pengukur
Bersumpah
X
Sworn Weigher and
Measurer
87
Petrografi
X
Petrography
88
Petroleum Surveyor
X
Petroleum Surveyor
89
Petugas Proteksi Radiografi
Industri
X
Industrial Radiography
Protection Personnel
90
Pipeline
X
Pipeline
91
Petugas Pengambil Contoh
(Kopi, Karet, Panili)
X
Sampling Personnel (Coffee
Bean, Rubber, Vanilla)
92
(Kopi, Kakao, Minyak
Atsiri,Teh)
X
Sampling Personnel (Coffee
Bean, Cocoa, Essential Oil,
Tea)
93
(Minyak Kelapa Sawit &
Vegetable Oil)
X
Sampling Personnel (Palm
Oil & Vegetable Oil)
94
Plant Integrity Management
X
Plant Integrity Management
95
Safety in Laboratory:
Handling & Storage
Chemicals Base On Hazard
Type
X
Safety in Laboratory:
Handling & Storage of
Chemicals Based on
Hazard Type
96
RIG Inspection
X
RIG Inspection
97
Sertifikat Kompetensi
Pengendalian Hama
X
98
Sertifikat Pelatihan
Sistem Manajemen Mutu
Perusahaan Fumigasi
X
99
Sertifikat Supervisor
Pengendalian Hama
X
100
Sertifikat Teknisi
Pengendalian Hama
Certified Pest Control
Technician
101
Storage Tank
X
Storage Tank
102
T-Bioset / Tropical Basic
Offshore Safety Induction
Emergency Training
X
T-Bioset / Tropical Basic
Offshore Safety Induction
Emergency Training
103
Radiography Level II (AR)
X
Radiography Level II (AR)
104
Radiography Level III
X
Radiography Level III
105
Verifikasi ETPIK
X
Verification of ETPIK
106
Verifikasi Industri Kayu &
Produk Kayu (ETPIK)
X
Verification of Timber &
Wood Products Industries
(ETPIK)
107
Verifikasi Kayu & Produk
Kayu
X
Verification of Timber &
Wood Products
108
Welding Inspector
X
Welding Inspector
Realisasi peningkatan kemampuan profesi sumber daya
manusia dilakukan dengan mengikutsertakan pegawai
dalam berbagai jenis pendidikan dan pelatihan. Total
pada tahun 2014 Perusahaan menyelenggarakan 309
Program dengan total 49.271 jam pelatihan, dan diikuti
1.859 pegawai sebagai peserta pelatihan. Adapun
biaya yang dialokasikan untuk pelaksanaan pelatihan
mencapai Rp11.898.658.499.
Certificate of Competence
in Pest Control
Certificate in Fumigation
Company Quality
Management System
Training
Certified Pest Control
Supervisor
Improved professional competencies of human resources
were achieved by enrolling employees in various
education and training courses. In 2014, the Company
held 309 programs with a total number of 49,271 working
hours attended by 1,859 employees as participants.
The amount of funds allocated for the training programs
conducted reached Rp11,898,658,499.
Sumber Daya Manusia
/ Human Resources
91
Penyelenggaraan Pelatihan Tahun 2014
Training Programs Conducted in 2014
No.
Jenis Program
Type of Program Program
Jumlah Program
Number of
Programs
Jumlah jam Pelatihan
Number of training
hours
Jumlah Peserta
Number Of
Participants
Jumlah Biaya (Rp)
Amount of
Cost (USD)
1.
Kompetensi Non-operasional
Non-Operational
Competencies
136
14.735
645
4.128.367.258
2.
Kompetensi Operasional
Operational Competencies
156
26.024
932
5.965.330.673
3.
Kompetensi Manajerial
Managerial Competencies
17
8.512
282
1.804.960.568
309
49.271
1.859
11.898.658.499
Jumlah Total
MANAJEMEN KARIR
CAREER MANAGEMENT
SUCOFINDO memberikan kesempatan yang sama
setara kepada setiap pegawai untuk mengembangkan
karir, dengan didasarkan hasil penilaian kinerja,
tidak membedakan ras, golongan, gender, ataupun
agama. Pengembangan karir diberikan dengan
mempertimbangkan kebutuhan organisasi.
SUCOFINDO provides equal opportunity to all employees
to develop their career based on evaluation of
performance without discriminating based on race, class,
gender, or religion. Career development is bestowed with
consideration towards organizational needs.
Hasil Penilaian Pegawai dan Manajemen Karir Tahun 2014
Employee Assessment and Career Management 2014
Gender
Gender
Promosi Jabatan
Promotion To
Higher Position
Mutasi / Rotasi
Transfer / Rotation
Demosi
Demotion
Kenaikan Golongan
Promotion To Higher
Grade
Penugasan Khusus
Special Assignment
Pegawai Laki-Laki
Male Employees
92
99
2
92
0
Pegawai Perempuan
Female Employees
11
9
0
11
0
103
108
2
103
0
Jumlah Total
IMBAL JASA ATAS PEGAWAIAN DAN PENSIUN
REMUNERATION AND RETIREMENT
Mengacu kepada Peraturan Perusahaan, imbal jasa
Pegawaian yang diberikan bagi Pegawai SUCOFINDO
terdiri dari gaji pokok, tunjangan, insentif, dan bonus.
Sistem remunerasi yang berlaku di Perusahaan tidak
membedakan ras, golongan, gender, ataupun agama.
Referring to Corporate Regulations, remuneration
in exchange for work performed by SUCOFINDO
employees consists basic salary, allowances, incentives,
and bonuses. The remuneration system implemented by
the Company does not discriminate based on race, class,
gender, or religion.
Selain imbal jasa Pegawaian, Perusahaan juga
menyertakan para Pegawai dalam program penjaminan
masa depan, yaitu:
In addition to remuneration in exchange for work
performed, the Company has also enrolled its employees
into insurance programs such as:
1.
1.
Asuransi JHT / THT bekerjasama dengan Asuransi
Jiwasraya
2. JHT / THT BPJS Ketenaga kerjaan
Old-Age Benefits Insurance Plan in collaboration with
Jiwasraya Insurance
2. Old-Age Benefits from BPJS Employees’ Social
Security Program
92
PENGHARGAAN KEPADA PEGAWAI
EMPLOYEE RECOGNITION
Sebagai bentuk apresiasi, Perusahaan memberikan
penghargaan kepada para pegawai yang memperlihatkan
kinerja terbaik, dedikasi dan prestasi. Selama tahun 2014
ada 535 pegawai yang mendapatkan penghargaan
dalam bentuk: cincin / liontin emas, bantuan bea siswa,
dan ongkos haji.
As a display of its appreciation, the Company has
bestowed rewards upon employees who have shown
maximum performance, dedication and achievement. In
2014, 535 employees received rewards in the forms of:
golden rings / pendants, scholarships, and hajj pilgrimage
funding.
KEBEBASAN BERSERIKAT
FREEDOM OF ASSOCIATION
SUCOFINDO berkomitmen memelihara hubungan
industrial yang baik antara pegawai dan manajemen
serta menghormati hak dan kewajiban pegawai sesuai
dengan peraturan perundang-undangan yang berlaku.
Kebebasan berorganisasi diwujudkan dengan penyaluran
aspirasi pegawai sesuai dengan etika, dilandasi sikap
saling menghargai. Perusahaan mendukung hak para
Pegawai untuk berserikat dan menyampaikan pendapat
melalui pembentukan serikat pegawai.
SUCOFINDO is committed to maintaining good industrial
relations between its employees and management and
respecting the rights and responsibilities of employes in
accordance to laws and regulations in effect. Freedom
to form organizations has been achieved by channeling
employee aspirations in an ethical manner founded
on mutual respect. The Company supports the rights
of employees to associate and express their opinions
through the formation of a labor union.
Pada tahun 1999 telah dibentuk Serikat Pegawai
SUCOFINDO (SPS), dengan sebagian besar pegawai
sebagai anggotanya. Sejak perusahaan berdiri tidak
pernah terjadi pemogokan kerja, demonstrasi, maupun
gangguan lain yang menghentikan kegiatan operasional
perusahaan. Hal ini disebabkan terjalinnya kerjasama
sinergis dan saling pengertian yang baik antara pihak
Manajemen Perusahaan dan SPS.
The SUCOFINDO Labor Union (SPS) was formed in 1999
with the majority of its employees as its members. Since
the founding of the company, there has been no cases of
labor strikes, demonstrations, or other disturbances which
halt company operations. This is due to the synergic
collaboration and mutual understanding nurtured
between Company Management and SPS.
Sumber Daya Manusia
/ Human Resources
93
Pada tahun 2012, SUCOFINDO dan SPS telah melakukan
perundingan
dengan
pokok-pokok
kesepakatan
sebagaimana tertuang dalam Berita Acara Rapat Bipartit
Perjanjian Kerja Bersama (PKB) No.865 / DRU-XI / HC /
2012 tanggal 28 November 2012 dan No. 055 / DPP
SPS-XI / PKB / 2012 tanggal 28 November 2012. PKB
tersebut telah didaftarkan ke Kementerian Tenaga Kerja
dan Transmigrasi RI Direktorat Jenderal Pembinaan
Hubungan Industri dan Jaminan Sosial Tenaga Kerja
Jakarta berdasarkan Keputusan Direktur Jenderal
Pembinaan Hubungan Industrial dan Jaminan Sosial
Tenaga Kerja No. Kep. 184 / PHI JSKPPKAD / PKB / XII
/ 2012 tentang Pendaftaran Perjanjian Kerja Bersama
antara PT SUCOFINDO (Persero) dan Serikat Pegawai
SUCOFINDO tanggal 4 Desember 2012.
In 2012, SUCOFINDO and SPS have negotiated several
core points of agreement as found within Bipartite
Agreement Official Report Collective Labor Agreement
(CLA) No. 865 / DRU-XI / HC / 2012, issued November
28, 2012, and No. 055 / DPP SPS-XI / PKB / 2012, issued
November 28, 2012. The aforementioned CLA has been
registered to the Republic of Indonesia Ministry of Labor
and Transmigration through the Directorate General of
Industrial Relations and Employees’ Social Security in
Jakarta, based on Director General of Industrial Relations
and Employees’ Social Security Decision No. Kep. 184 /
PHI JSKPPKAD / PKB / XII / 2012 regarding Registration
of Collective Labour Agreement between PT SUCOFINDO
(Persero) and SUCOFINDO Labor Union (SPS) issued
December 4, 2012.
Hingga akhir tahun 2014 SPS sebagai perwakilan
para Pegawai, bersama-sama dengan manajemen
SUCOFINDO
sedang menyusun dan menyepakati
Perjanjian Kerja Bersama (PKB).
Until the end of 2014, SPS, as the representative of the
workforce, together with SUCOFINDO’s management had
been in the process of compiling and agreeing upon a
Collective Labor Agreement (CLA).
94
ANALISIS
DAN PEMBAHASAN
MANAJEMEN
Management Discussion and Analysis
Analisa
Analisa
dan
dan
Pembahasan
Pembahasan
Manajemen
Manajemen // Management Discussion and Analysis
Sve A
B Way
Melayani dengan
Lebih Baik
95
96
TINJAUAN UMUM
General Overview
Analisa dan Pembahasan Manajemen
/ Management Discussion and Analysis
97
Tahun 2014 merupakan tahun yang dinamis
karena terjadi beberapa perubahan di dalamnya.
Dinamika politik seiring momen pemilihan umum
turut
memberi
tekanan
kepada
dunia
usaha.
Tren laju pertumbuhan melemah, dari sekitar 6,81% pada
tahun 2010 menjadi sekitar 5% saja pada akhir 2014.
The year 2014 is a dynamic year which has brought forth several changes. Political
dynamics accompanying the general election moment has played a part in putting
pressure towards the business sphere. The trend for growth rate has been decreasing,
from 6.81% in 2010 to approximately 5% by the end of 2014.
KONDISI UMUM PEREKONOMIAN 2014
GENERAL STATE OF THE 2014 ECONOMY
Tahun 2014 merupakan tahun yang dinamis karena terjadi
beberapa perubahan di dalamnya. Dinamika politik
seiring momen pemilihan umum turut memberi tekanan
kepada dunia usaha. Tren laju pertumbuhan melemah,
dari sekitar 6,81% pada tahun 2010 menjadi sekitar 5%
saja pada akhir 2014.
The year 2014 is a dynamic year which has brought forth
several changes. Political dynamics accompanying the
general election moment has played a part in putting
pressure towards the business sphere. The trend for
growth rate has been decreasing, from 6.81% in 2010 to
approximately 5% by the end of 2014.
Kondisi ekonomi kian tertekan oleh perlambatan
perekonomian global. Permintaan atas sejumlah
komoditas Indonesia turun diikuti koreksi harga.
Penguatan dollar Amerika Serikat (USD) dan turunnya
harga minyak, ikut berdampak pada pertumbuhan
ekonomi Indonesia.
The state of the economy continues to be pushed down
by the slowing growth of the global economy. Demands
towards several Indonesian commodities have declined
due to price adjustments. Strengthening US dollar
(USD) value and decreasing oil prices also have their
repercussions towards Indonesia’ economy.
Meski perekonomian melambat, sektor usaha dan
industri beserta kegiatan bisnis lainnya tetap menggeliat.
Kesadaran dan optimisme Indonesia menyambut
Masyarakat Ekonomi Asean (MEA) di tahun 2015 telah
mendorong pelaku industri dan bisnis mempersiapkan diri
dan tumbuh secara keseluruhan.
Depite the slowing economy, both the business and industry
sectors, in addition to other business activities, continue
their struggle. Indonesia’s awareness and optimism
towards the upcoming ASEAN Economic Community (AEC)
in 2015 has encouraged business and industry actors to
prepare themselves and undergo total growth.
98
Dalam konteks ini jasa pemastian memegang peranan
signifikan untuk dapat memberikan kepastian kuantitas,
kualitas, dan lainnya bagi kepentingan kedua belah
pihak, pihak penjual dan pembeli, perusahaan dan
konsumen, ataupun pemerintah, di dunia industri dan
perdagangan secara umum. Dengan adanya penerapan
Standar Nasional Indonesia (SNI) secara ketat, maka
produk-produk di dalam negeri akan mampu bersaing
dengan produk-produk global.
In this context, assurance services play a significant part
in ensuring quality, quantity, and so forth for the mutual
interest of involved parties, be it seller and buyer, company
and consumer, or the government, in the world of industry
and trade as a whole. By the strict implementation of
Indonesian National Standards (SNI), local products will
gain the ability to compete with global products.
KONDISI SEKTOR JASA PEMASTIAN
STATE OF THE ASSURANCE SERVICE SECTOR
SUCOFINDO Memastikan Kualitas dalam Setiap
Tahapan Produksi
SUCOFINDO Ensures Quality at All Stages of
Production
Jasa pemastian memiliki peran yang besar dalam dunia
perdagangan dan industri, untuk memberikan jaminan
pemenuhan standar dan spesifikasi suatu produk.
Jaminan ini dibutuhkan untuk melindungi konsumen,
meningkatkan daya saing industri, maupun meningkatkan
pengawasan pelaksanaan regulasi pemerintah.
Assurance service plays a huge role in the world of trade
and industry, specifically to provide guarantee over the
fulfillment of standards and specifications of a product. This
guarantee is required to protect consumers, develop the
competitive ability of industries, and increase supervision
towards the implementation of government regulations.
Hal ini umumnya disebabkan karena dalam kegiatan
transaksi perdagangan seringkali kita menemukan risiko
akibat kualitas yang tidak sesuai, kesalahan merek,
kesalahan kuantitas, hingga kesalahan kemasan,
sehingga dapat mengakibatkan kerugian finansial,
keterlambatan pengiriman, terbuangnya material,
dan bahkan terjadi kerugian pada semua pihak yang
bertransaksi.
In general, the above needs arise due to risks incurred
in trade transaction activities caused by unsatisfactory
quality, error in branding, error in quantity, to error
in packaging, leading to financial losses, lateness in
delivery, waste of materials and even losses to all parties
involved in the transaction.
SUCOFINDO sebagai salah satu perusahaan pemastian
yang kegiatannya diantaranya inspeksi, pengujian
dan sertifikasi di Indonesia, telah memiliki kompetensi
melakukan sertifikasi sekitar 150 kelompok industri
(semen, baja, dan lain lain) maupun produk konsumen
(elektronik, sandang, pangan, mainan anak, dan lain lain). Salah satu bentuk pemastian produk konsumen
ini adalah Standar Nasional Indonesia (SNI) yang wajib
diterapkan pada beberapa produk. SUCOFINDO telah
melayani pengujian SNI untuk 150 jenis produk industri
yang beredar di Indonesia.
As an Indonesian assurance company with activities
including inspection, testing and certification, SUCOFINDO
possesses the competence required to certify
approximately 150 groups of industry (cement, steel, and
so forth) and consumer products (electronics, clothing,
food, children’s toys, and so forth). One way assurance
towards consumer products has been implemented
is through the Indonesian National Standards (SNI)
compulsory for several products. SUCOFINDO has
provided SNI testing services for 160 types of industrial
products distributed in Indonesia.
99
TINJAUAN KINERJA
BIDANG USAHA
Business Performance Overview
TINJAUAN BIDANG USAHA SECARA UMUM
GENERAL OVERVIEW OF BUSINESS LINES
Bidang Usaha SUCOFINDO adalah usaha jasa, yang
meliputi layanan untuk Inspeksi dan Audit, Pengujian dan
Analisis, Sertifikasi, Pelatihan, dan Konsultasi. Layanan ini
terbagi dalam 8 (delapan) Strategic Business Unit (SBU),
dengan penjelasan sebagai berikut:
SUCOFINDO acts in the service business, providing
services in Inspection and Audit, Testing and Analysis,
Certification, Training, and Consultation. These services
are distributed into 8 (eight) Strategic Business Units
(SBU), described as follows:
1.
1.
SBU Minyak dan Gas
Memiliki 15 spesifikasi jasa dengan aktivitas layanan
meliputi: Inspeksi dan Audit; Pengujian dan Analisis;
Konsultasi dan Pelatihan.
2.
SBU Industri
15 specified services with service activities
including: inspection and audit, testing and analysis,
consultation, and training.
2.
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dan Instalasi Industri Non Migas (Alat Angkat /
Angkut, Bejana Tekan, Boiler, Katup Pengaman,
Pompa & Kompresor, Tangki Timbun, Penyalur
Petir, Kelistrikan, Generator)
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pemadam Kebakaran dan Penanggulangan
Tanggap Darurat Kebakaran
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Teknologi Informasi Terpadu
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Audit Kelaikan Infrastruktur
=çcç >ç[Z Hæç^X EçÛç^Xç^ IWbZÄ\çcZ <^c`W\cZ Pengujian Fasilitas Industri Non Migas
=çcç IWbZÄ\çcZ <]`_b 6çbç^X @_Vçæ 6e\ç^ 6çbe
(BMBB)
3.
SBU Mineral dan Batubara
Cakupan pelayanan mencakup sektor Bahan
Tambang dan Galian, Produk Mineral dan Bahan Kimia,
Energi dan Energi Terbarukan. Terdapat 4 kelompok
jasa yang ditawarkan dalam portofolio Batubara dan
Mineral Terpadu, yaitu: Inspeksi dan Audit; Pengujian
dan Analisis; Konsultasi; dan Pelatihan.
SBU Oil and Gas
SBU Industry
IWbZÄUçdZ_^ <^c`WUdZ_^ ç^VGWcdZ^X_åA_^!BZæç^V
Gas Industrial Equipment and Installation (Crane,
CbWccebW IWccWæ 6_ZæWb FçåWdè IçæfW Ce]` Comrpessor, Storage Tank, Lightning Protection,
Electricity Installation, Generator)
Commissioner Certificate for Electric Power
Generation, Transmission and Distribution
Training in Quality Assurance of Industrial Activities
IWbZÄUçdZ_^ <^c`WUdZ_^ ç^VGWcdZ^X_å:ZbWÄXYdZ^X
Installation and Equipment and Fire Emergency
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Maritime Services and ISPS Code
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Consultation on the Development and Application
of Integrated Information Technology
Project Management Services
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3.
SBU Mineral and Coal
The scope of its services cover the Mining and
Earth Materials, Mineral Products and Chemicals,
9^WbXèç^VEW^WgçTæW9^WbXè"GYWbWçbW(Xb_e`c
of services offered under the Integrated Coal and
Mineral portfolio, namely: Inspection and Audit,
Testing and Analysis, Consultation, and Training.
100
4.
SBU Laboratorium
4.
Memberikan jasa-jasa pengujian / analisa komoditas
produk konsumen, produk pertanian, makanan &
minuman, farmasi dan produk non batubara dan
mineral; Jasa pengujian dan pemantauan kehalalan
dan keamanan produk; Sampling / pengujian /
analisa terkait dengan pemantauan lingkungan
serta higinitas lingkungan kerja dan industri; Kalibrasi
teknik alat ukur / uji serta Pengujian Keselamatan
Produk Listrik dan Kelistrikan.
5.
SBU Sertifikasi and Eco Framework (Serco)
Provides testing / analysis towards consumer product
commodities, agricultural products, food & beverage,
pharmaceutical and non-coal / mineral products;
testing and monitoring of halal standards and product
safety, sampling / testing / analysis pertaining to
environmental monitoring and hygiene in the work
and industrial environment, technical calibration
of measuring / testing devices and electric and
electrionic product safety testing.
5.
Menangani penanganan sertifikasi dan peningkatan
kinerja pengelolaan lingkungan.
6.
SBU Komoditi dan Solusi Perdagangan
SBU Government I
6.
SBU Government II
SBU Commodity and Trade Solutions
Develops 5 groups of services, which are: Inspection
and Audit, Testing and Analysis, Consultation, Training,
and Certification. Handles customers from various
sectors, including mining, metal industry, fertilizer
and cement, agriculture, livestock, petrochemical
industry, consumer product industry, livestock feed
industry, crop industry, tobacco industry, to banking
and non-bank financial institutions.
7.
Memberikan jasa-jasa yang fokus kepada
pemerintahan dengan ruang lingkup Kementerian
Keuangan, Kementerian Perdagangan, BKPM (Badan
Koordinasi Penanaman Modal), Kementerian BUMN,
Kementerian Transportasi, Kementerian Koperasi,
Bappenas, dan Institusi Internasional.
8.
SBU Certification and Eco Framework (Cerco)
Handles certification and performance improvement
in environmental management.
S B U Ko m o d i t i d a n S o l u s i P e r d a g a n g a n
mengembangkan 5 kelompok jasa yaitu: Inspeksi dan
Audit; Pengujian dan Analisis; Konsultasi; Pelatihan
dan Sertifikasi. Menangani pelanggan dari berbagai
sektor, mulai dari sektor pertambangan, sektor
industri logam, pupuk dan semen, sektor pertanian,
peternakan, industri petrokimia, industri produk
konsumen, sektor industri pakan ternak, industri
pangan, industri rokok, hingga sektor perbankan
dan lembaga keuangan non-bank.
7.
SBU Laboratory
SBU Government I
Provides services focused on the government with
a scope covering the Ministry of Finance, Ministry
of Trade, Investment Coordinating Board (BKPM),
Ministry of State-Owned Enterprises (SOE), Ministry
of Transport, Ministry of Cooperatives, National
Development Planning Board (Bappenas) and
International Institutions.
8.
SBU Government II
Memberikan jasa-jasa yang fokus kepada
pemerintahan dengan ruang lingkup di luar yang
telah menjadi ruang lingkup SBU Government I.
Provides services focused on the government
with a scope outside that within the scope of SBU
Government I.
Delapan SBU tersebut dilayani oleh 29 Cabang, 34
Unit Pelayanan (UP), dan 45 Laboratorium. Layanan
ini tersebar di seluruh Indonesia dan dikelola oleh
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Services from the above 8 SBUs are distributed
through 29 Branch Offices, 34 Service Units, and 45
Laboratories throughout Indonesia and managed by
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-
!
-
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yaitu Medan, Pekanbaru, Batam, Palembang,
Bandar Lampung, Padang, Dumai, Jambi,
Bengkulu, Jakarta, Cilegon, Bekasi, Cirebon,
Bandung, Semarang, Cilacap.
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yaitu Balikpapan, Banjarmasin, Samarinda,
Bontang, Pontianak, Sangatta, Batu Licin,
Tarakan, Surabaya, Makassar, Timika, Denpasar,
Menado.
Unit Pelayanan sejumlah 34 yaitu Belawan,
Dondang, Kelanis, Sungai Danau, Tanjung Enim,
Ampah, Karimun, Bengalon, Duri, Kiliranjao,
-
-
-
GYW JWcdWb^ EWXZ_^ 8ZfZcZ_^ U_fWbc %* TbçÛY
offices located in Medan, Pekanbaru, Batam,
Palembang, Bandar Lampung, Padang, Dumai,
Jambi, Bengkulu, Jakarta, Cilegon, Bekasi,
Cirebon, Bandung, Semarang, and Cilacap.
GYW 9çcdWb^ EWXZ_^ 8ZfZcZ_^ U_fWbc %' TbçÛY
offices located in Balikpapan, Banjarmasin,
Samarinda, Bontang, Pontianak, Sangatta, Batu
Licin, Tarakan, Surabaya, Makassar, Timika,
Denpasar, and Menado.
There are 34 service units (SU) located in
Belawan, Dondang, Kelanis, Sungai Danau,
Tanjung Enim, Ampah, Karimun, Bengalon,
Sungai Putting, Kendari, Berau, Indonesia
Bulk terminal, Muara Badak, Tanah Grogot,
Suralaya, Kendawangan, Kudus, Lahat, Pangkal
CZ^ç^X Cç^X\çæç^ 6e^ EW^Xçd Fç]`Zd Sebakis, Sesayap, Sibolga, Gresik, Surakarta,
Gç^[e^X CZ^ç^X GW]TZæçYç^ CWæçTeYç^ Eçde Lokseumawe, Palu.
-
Laboratorium yang berlokasi di kantor-kantor
Cabang / UP, secara teknis berkoordinasi dengan
SBU laboratorium yang terletak di Cibitung. 45
Laboratorium yaitu Medan, Sibolga, Padang,
Kiliranjao, Pekanbaru, Dumai, Tembilahan,
Jambi, Batam, Palembang, Lahat, Bengkulu,
Bandarlampung, Cilegon, Cirebon, Suralaya,
Cibitung, Bandung, Semarang, Surabaya,
Pontianak, Balikpapan, Balikpapan Coal
Terminal, Tanah Merah Coal Terminal, Samarinda,
Dondang, Melak, Bontang, Tanjungbara, Lubuk
Tutung, Bengalon, Tarakan, Berau, Sesayap,
FWTç\Zc Gç^[e^X EWVWT 6ç^[çb]çcZ^ >Wæç^Zc Sungai Putting, Batulicin, Indonesia Bulk Terminal,
Makassar, Palu, Menado, Timika.
101
Duri, Kiliranjao, Sungai Puting, Kendari, Berau,
Indonesia Bulk terminal, Muara Badak, Tanah
Grogot, Suralaya, Kendawangan, Kudus, Lahat,
Cç^X\çæCZ^ç^X Cç^X\çæç^6e^ EW^Xçd Fç]`Zd Sebakis, Sesayap, Sibolga, Gresik, Surakarta,
Gç^[e^X CZ^ç^X GW]TZæçYç^ CWæçTeYç^ Eçde Lokseumawe, and Palu.
-
Laboratories located in Branch Offices / SU
shall coordinate with the laboratory SBU
located with Cibitung. There are 45 laboratories
located in Medan, Sibolga, Padang, Kiliranjao,
Pekanbaru, Dumai, Tembilahan, Jambi, Batam,
Palembang, Lahat, Bengkulu, Bandarlampung,
Cilegon, Cirebon, Suralaya, Cibitung, Bandung,
Semarang, Surabaya, Pontianak, Balikpapan,
Balikpapan Coal Terminal, Tanah Merah Coal
Terminal, Samarinda, Dondang, Melak, Bontang,
Tanjungbara, Lubuk Tutung, Bengalon, Tarakan,
6Wbçe FWcçèç` FWTç\Zc Gç^[e^X EWVWT Banjarmasin, Kelanis, Sungai Puting, Batulicin,
Indonesia Bulk Terminal, Makassar, Palu,
Menado, and Timika.
102
TINJAUAN SEGMEN SBU
MINYAK DAN GAS
Segment Overview of SBU Oil and Gas
PROFIL PEJABAT SBU MINYAK DAN GAS
SBU Oil and Gas Head Profile
Lahir di Jakarta tanggal 3 Maret 1965 umur 49 tahun, menyelesaikan
pendidikannya di Jurusan Teknik Perminyakan Universitas Trisakti
pada tahun 1990 dan Pasca Sarjana Jurusan Administrasi Bisnis IPMI
- Jakarta tahun 2003.
Inspektur LNG Menempati berbagai posisi kunci di SUCOFINDO sebagai:
- Koordinator LNG Divisi JASTEK (Januari 1994 - Oktober 1995)
- Pejabat Kabag Migas dan Petrokimia Divisi JASTEK ( Nopember 1995 - Juni
1998)
- Kabag Migas & Petrokimia pada Divisi Jastek (Juli 1998 - Desember 2001)
- Pejabat Kepala SBU Migas (Januari 2002 - Maret 2003)
!IZUWCbWcZVW^dF6H@ZXçc5`bZæ&$$'!@çbWd&$%&
- Kepala DPJ Migas (April 2012 - 31 Januari 2014)
- Vice President SBU Migas (1 Pebruari 2014 - sekarang)
M. IQBAL AKBAR
Kepala SBU Migas
Head of SBU Oil and Gas
Jabatan / penugasan diluar Jabatan Struktural sebagai :
- Tim Sistem Penilaian Kinerja ( tahun 2000)
- Steering Komitee Proyek BBD DITJEN MIGAS (tahun 2003)
- Steering Proyek BBM BPH Migas (tahun 2006 & 2008)
- Ketua Tim Prioritas Penyusunan UMK ( tahun 2010)
- Anggota Tim Penyusunan Organisasi (tahun 2011)
- Anggota Tim Penyusunan Kebijakan Intermediary (tahun 2011)
Jabatan diluar Perusahaan :
!5^XX_dç>_]ZcçbZcCG"FCE<AGdçYe^&$%$
- Ketua Pengurus KOP SUCOFINDO ( tahun 2011 - sekarang )
- Ketua 1 AISI (tahun2008 - 2013)
- Ketua 2 AISI (Desember 2013 - sekarang)
He was born in Jakarta on March 3, 1965, and is 49 years of age. He completed his study at in
Petroleum Engineering at University of Trisakti in 1990 and his graduate study in Business Administration
at IPMI, Jakarta, in 2003.
He joined SUCOFINDO in 1992 and commenced his career as an LNG Inspector. He has occupied various
key positions in SUCOFINDO, such as:
- LNG Coordinator, Technical Services Division (January 1994-October 1995)
- Oil, Gas and Petrochemical Section Head Personnel, Technical Services Division (November 1995 – June
1998)
- Oil, Gas and Petrochemical Section Head, Technical Services Division (July 1998 - December 2001)
- Head of SBU Oil and Gas Personnel (January 2002-March 2003)
!IZUW!CbWcZVW^d_åF6HBZæç^Véçc5`bZæ&$$'!@çbUY&$%&
- Head of Oil and Gas Service Development Division (April 2012-January 31, 2014)
!IZUW!CbWcZVW^dF6HBZæç^Véçc:WTbeçbè% &$%(!`bWcW^d
Positions / assignment outside the organizational structure:
- Performance Evaluation System Team (2000)
- Steering Committee for Oil and Gas Directorate General Gas Fuel Project (2003)
- Steering Committee for BPH Migas Oil Fuel Project (2006 & 2008)
- Head of Priority Development Team for SMEs (2010)
- Member of Development Team for Organization (2011)
- Member of Development Team for Intermediary Policies (2011)
Positions outside the Company:
!7_]]ZccZ_^Wb_åCG"FCE<AG&$%$
- Committee Head of SUCOFINDO Employee Cooperative (2011-present)
- President 1 of AISI (2008-2013)
- President 2 of AISI (December 2013-present)
103
SBU Minyak dan Gas ini memiliki 15 spesifikasi jasa
dengan aktivitas layanan meliputi: Inspeksi dan Audit;
Pengujian dan Analisis; Konsultasi dan Pelatihan.
SBU Oil and Gas provides 15 specified services with
service activities including: inspection and audit, testing
and analysis, consultation, and training.
Berikut ini adalah beberapa Jasa Layanan yang dilakukan
oleh SBU Minyak dan Gas:
Some of the services provided by SBU Oil and Gas can be
found as follows:
1.
1.
Studi, Survei dan Analisa Energi Gas Metana Batu
Bara dan “Shale Gas”
Study, Survey and Analysis of Methane Gas, Coal,
and “Shale Gas” Energy
2. Studi, Survei dan Analisa Energi Panas Bumi
2. Study, Survey and Analysis of Geothermal Energy
3. Inspeksi dan Survei Industri Minyak, Gas Alam, Produk
Kilang dan Turunannya
3. <^c`WUdZ_^ ç^V FebfWè _å BZæ Açdebçæ éçc EWÄ^Wbè
Products and Derivatives Industries
4. Inspeksi Peralatan dan Instalasi Industri Minyak dan
Gas Bumi
4. Inspection of Equipment and Installation in Oil and
Natural Gas Industries
5. QA / QC untuk Fasilitas Industri, Minyak & Gas,
Pertambangan dan Pembangkit Listrik
5. QA / QC of Industrial, Oil & Gas, Mining and Electric
Power Generation Facilities
6. Konsultasi di Bidang Produk dan Keindustrian Minyak
dan Gas Bumi
6. Product and Industrial Consultation in Oil and Gas
7. Pelatihan Pengukuran Minyak dan Pengendalian
Kebocoran
7. Petroleum
Training
," IWbZåZ\çcZ Vç^ CW]WbZ\cçç^ @WcZ^ `çVç cççd
Beroperasi
8. @çUYZ^W IWbZÄUçdZ_^
Operation
-" IWbZåZ\çcZVç^Z^c`W\cZCWbçæçdç^Vç^<^cdçæçcZ<^VecdbZ
(Alat Angkat / Angkut, Bejana Tekan, Ketel Uap, Katup
Pengaman, Pompa & Kompresor, Tangki Timbun,
Anjungan Lepas Pantai, Kelistrikan, Pipa Penyalur)
9. Industrial Equipment and Installation (Lifting / Hauling
9aeZ`]W^d CbWccebW IWccWæ 6_ZæWb FçåWdè IçæfW Pump & Compressor, Storage Tank, Offshore Platform,
Electricity, Transportation Pipe)
%$" IWbZåZ\çcZ<^cdçæçcZVç^CWbçæçdç^>WæZcdbZ\ç^
10. 9æWUdbZUçæ<^cdçææçdZ_^ç^V9aeZ`]W^dIWbZÄUçdZ_^
11. Inspeksi Selama Pabrikasi
11. Inspection during Fabrication
%&" IWbZåZ\çcZ<^dWXbZdçc:çcZæZdçcCW]Tç^X\Zd?ZcdbZ\
12. <^dWXbZdè_åC_gWbéW^WbçdZ^X:çUZæZdèIWbZÄUçdZ_^
%'" H[ZGç^`çEecç\
13. Non-Destructive Testing (NDT)
14. Kalibrasi Custody Transfer
14. Custody Transfer Calibration
15. Survei Seismik, Data Acquicition
15. Seismic Survey, Data Acquisition
KINERJA 2014 SBU MINYAK DAN GAS
SBU OIL AND GAS PERFORMANCE IN 2014
Pada bulan Februari tahun 2014, SBU Migas terbentuk
untuk melayani 15 jenis jasa dengan aktivitas pelayanan
mencakup 30 Cabang. Data Pendapatan SBU Migas
tahun 2014 tidak dapat dibandingkan dengan tahun 2013
karena baru terbentuk tahun 2014, sedangkan tahun 2013
berbentuk Divisi Pengembangan Jasa Minyak dan Gas.
In February 2014, SBU Oil and Gas was formed in order
to provide 15 types of services with service activities
_ååWbWVçd'$6bçÛYBåÄUWc"EWfWêWåb_]F6HBZæç^V
Gas in 2014 cannot be compared with 2013 data due to its
formation in 2014. It previously took the form of the Oil and
Gas Service Development Division.
Prosentase realisasi pencapaian pendapatan terhadap
anggaran tahun 2014 adalah sebesar 74,4%.
The amount of revenue achieved compared to the 2014
budget is 74.4%.
Kinerja secara konsolidasi dapat disampaikan sebagai
berikut:
Consolidated presentation of the SBU’s performance can
be found as follows:
Measurement
and
ç^V
Leakage
9hç]Z^çdZ_^
Control
VebZ^X
104
KEBIJAKAN DAN STRATEGI SBU MINYAK
DAN GAS
No. Unit Kerja
OIL AND GAS SBU POLICIES AND
STRATEGIES
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Anggaran
Target
Realisasi
EWçæZiçdZ_^
Work Unit
A
TOTAL PORTFOLIO
612.809,8
386.966,3
1
SBU Minyak & Gas
209.290,9
40.818,9
SBU Oil & Gas
2
Cabang Cibitung
0,0
0,0
Cibitung branch
3
Cabang Bandung
4
Cabang Bandar Lampung
5
Cabang Banjarmasin
6
7
8
Cabang Balikpapan
9
Cabang Bontang
10
Cabang Batu Licin
11
Cabang Batam
12
Cabang Cilegon
13
14
PORTFOLIO TOTAL
9.550,0
61,6
Bandung branch
2.193,0
596,2
Bandar Lampung branch
6.500,0
2.801,4
Banjarmasin branch
Cabang Bengkulu
1.290,0
1.659,8
Bengkulu branch
Cabang Bekasi
6.755,0
5.819,1
Bekasi branch
78.687,5
103.722,1
Balikpapan branch
11.118,8
2.222,4
Bontang branch
2.450,0
197,8
Batu Licin branch
9.671,0
6.283,7
Batam branch
11.237,0
10.304,1
Cilegon branch
Cabangcilacap
6.500,0
4.926,7
Cilacap branch
Cabang Cirebon
13.984,5
17.268,1
Cirebon branch
15
Cabang Dumai
14.670,0
13.547,6
Dumai branch
16
Cabang Denpasar
4.400,0
2.746,3
Denpasar branch
17
Cabang Jakarta
120.055,3
101.069,7
Jakarta branch
18
Cabang Jambi
19
Cabang Medan
20
Cabang Manado
1.259,2
616,4
Manado branch
21
Cabang Makassar
7.000,0
1.313,8
Makassar branch
22
Cabang Padang
0,0
46,0
Padang branch
23
Cabang Pekanbaru
6.598,0
5.281,0
Pekanbaru branch
24
Cabang Palembang
17.500,0
10.610,5
Palembang branch
1.100,0
42,6
Jambi branch
13.745,3
11.725,1
Medan branch
0,0
0,0
Palu branch
4.500,0
4.071,3
Pontianak branch
Cabang Surabaya
7.000,0
5.610,3
Surabaya branch
Cabang Sangatta
2.859,3
235,1
Sangatta branch
29
Cabang Samarinda
31.215,8
23.633,5
Samarinda branch
30
Cabang Semarang
9.754,3
9.175,3
Semarang branch
31
Cabang Timika
0,0
163,7
Timika branch
32
Cabang Tarakan
1.925,0
396,2
Tarakan branch
25
Cabang Palu
26
Cabang Pontianak
27
28
105
KEBIJAKAN SBU MINYAK DAN GAS
SBU OIL AND GAS POLICIES
@Wæç\e\ç^ `W]Wdçç^ ce]TWb Vçèç Vç^ `b_cWc
bisnis, dalam rangka memenuhi kebutuhan dan
perkembangan bisnis.
@W^Z^X\çd\ç^dçbXWd`WbecçYçç^]WæçæeZ_`dZ]çæZcçcZ
account, cross selling, dan kemitraan bisnis secara
konsisten dan berkesinambungan.
@Wæç\e\ç^ monitoring & evaluasi proses bisnis
dengan mengoptimalkan sumber daya yang ada
untuk mencapai sasaran Perusahaan.
Performing resources and business process mapping
in order to fulfill business needs and developments.
STRATEGI SBU MINYAK DAN GAS
SBU OIL AND GAS STRATEGIES
CW^XWæ_æçç^`_bd_å_æZ_existing produksi di Cabang &
SBU terutama terhadap Jasa-jasa Unggulan (SJJ).
CW^XWæ_æçç^ `W^XWdçYeç^ \_]`WdW^cZ Vç^ F8@
khususnya pemenuhan SDM, dan Percepatan
Kompetensinya.
CW^XWæ_æçç^`Wæç^XXç^Vç^_`dZ]çæZcçcZcross selling
dengan prioritas key account dan reguler account.
6W\Wb[ç cç]ç Vçæç] `W^XW]Tç^Xç^ [çcç cW[çæç^
dengan Divisi Pengembangan Jasa.
Management of existing portfolios in production at
Branch Offices & SBU, especially for prime services.
@ç^çXW]W^d _å \^_gæWVXW U_]`WdWÛW ç^V ;E Wc`WUZçææèåeæÄææ]W^d_å;E^WWVcç^VçUUWæWbçdZ_^_å
competence-building.
Customer management and cross-selling optimization
with key account and regular account prioritization.
Collaboration in service development with the Service
Development Division.
Increase Company targets achievement through
account optimization, cross-selling, and business
partnerships in a consistent and sustainable manner.
Conducting monitoring & evaluation towards business
processes, optimizing existing resources to achieve
Company targets.
PELUANG DAN TARGET 2015
Opportunities and Targets in 2015
No.
Bagian Section
Jenis Jasa
1.
Infraktuktur dan
Proses Produksi
Migas
QA / QC untuk Fasilitas Industri,
Minyak & Gas, Pertambangan dan
Pembangkit Listrik
Oil and Gas
Infrastructure and
Production Process
IWbZÄ\çcZ Vç^ CW]WbZ\cçç^ @WcZ^
pada saat Beroperasi
@çUYZ^WIWbZÄUçdZ_^ç^V9hç]Z^çdZ_^VebZ^X
Operation
IWbZÄ\çcZVç^<^c`W\cZCWbçæçdç^Vç^
Instalasi Industri (Alat Angkat / Angkut,
Bejana Tekan, Ketel Uap, Katup
Pengaman, Pompa & Kompresor,
Tangki Timbun, Anjungan Lepas
Pantai, Kelistrikan, Pipa Penyalur)
IWbZÄUçdZ_^ ç^V <^c`WUdZ_^ _å <^VecdbZçæ
Equipment and Installation (Lifting / Hauling
9aeZ`]W^d CbWccebW IWccWæ 6_ZæWb FçåWdè
IçæfW Ce]` 7_]`bWcc_b Fd_bçXW Gç^\ Offshore Platform, Electricity, Transportation
Pipe)
IWbZÄ\çcZ <^cdçæçcZ Vç^ CWbçæçdç^
Kelistrikan
Electrical Installation
IWbZÄUçdZ_^
Inspeksi Selama Pabrikasi
Inspection During Fabrication
IWbZÄ\çcZ
<^dWXbZdçc
Pembangkit Listrik
Total Target (%)
32,02
:çcZæZdçc
Energi Terbarukan
EW^WgçTæW9^WbXè
Studi, Survei dan Analisa Energi Gas
Metana Batu Bara dan “Shale Gas”
Studi, Survei dan Analisa Energi
Panas Bumi
QA / QC of Industrial, Oil & Gas, Mining and
Electric Power Generation Facilities
Integrity of
IWbZÄUçdZ_^
H[ZGç^`çEecç\
2.
Type of Service
Power
and
Equipment
Generating
Facility
Non-Destructive Testing
12,46
Study, Survey and Analysis of Methane Gas,
Coal, and “Shale Gas” Energy
Study, Survey and Analysis of Geothermal
Energy
106
3.
Produk Migas dan
Petrokimia
Oil, Gas and
Petrochemical
Products
Inspeksi dan Survei Industri Minyak,
Gas Alam, Produk Kilang dan
Turunannya
22
Inspeksi Peralatan dan Instalasi
Industri Minyak dan Gas Bumi
Inspection of Equipment and Installation in
Oil and Natural Gas Industries
Konsultasi di Bidang Produk dan
Keindustrian Minyak dan Gas Bumi
Kebocoran
Product and Industrial Consultation in Oil
and Gas
Pelatihan Pengukuran Minyak dan
Pengendalian Kebocoran
Petroleum Measurement and Leakage
Control Training
Kalibrasi Custody Transfer
4.
Seismik dan Survei
Kebumian
Seismic and Earth
Surveys
Inspection and Survey of Oil, Natural Gas,
EWÄ^WbèCb_VeUdcç^V8WbZfçdZfWc<^VecdbZWc
Survei Seismik, Data Acquicition
Custody Transfer Calibration
60
Seismic Survey, Data Acquisition
107
TINJAUAN SEGMEN SBU INDUSTRI
Segment Overview of SBU Industry
PROFIL PEJABAT SBU INDUSTRI
SBU Industry Head Profile
Lahir di Tapanuli, tanggal 28 Agustus 1964, umur 50 tahun,
menyelesaikan pendidikannya di Jurusan Management of Sea
Transportation, Universitas STIE / AMI Kampus Ungu Jakarta, pada tahun
2001.
WALPON SILITONGA
Kepala SBU Industri
Head of SBU Industry
Marine and Insurance Surveyor. Menempati berbagai posisi kunci di
SUCOFINDO sebagai :
- Marine & Insurance Surveyor (September 1990 - April 1994)
- Kepala SUCOFINDO Unit kantor terminal kontainer, Cabang Tanjung Priok
(April 1994 - Agustus 1997)
!@çbZ^W5V[ecdWbå_bCG"EZUYçbV;_X<^dWb^çdZ_^çæ=ç\çbdç
(Agustus 1997 -Januari 1998)
- Kepala Bagian Marine & Insurance PT SUCOFINDO Cabang Tanjung Priok
(Januari 1998 - Juni 2000)
- Operation Assistance Manager PT SUCOFINDO Cabang Tanjung Priok
(Juni 2000 - Maret 2002)
- Manajer Departemen Marine & Insurance, Kantor Pusat PT SUCOFINDO
(April 2002 – Maret 2007)
- Manajer Cabang PT SUCOFINDO Cabang Batam (Maret 2007- April 2010)
- Manajer Cabang di PT SUCOFINDO Cabang Banjarmasin (Mei 2010 - Februari 2014)
- Kepala SBU Industri PT SUCOFINDO (Februari 2014 sampai sekarang)
He was born in Tapanuli, on August 28, 1964, and is 50 years of age. He completed his study
in Management of Sea Transportation at STIE / AMI, Jakarta, in 2001.
He joined SUCOFINDO since 1990 and commenced his career as a Marine and Insurance
Surveyor. He occupied various key positions in SUCOFINDO, such as:
- Marine & Insurance Surveyor (September 1990 - April 1994)
- Head of SUCOFINDO Unit Terminal Container Office, Tanjung Priok Branch (April 1994 - August 1997)
!@çbZ^W5V[ecdWbå_bCG"EZUYçbV;_X<^dWb^çdZ_^çæ=ç\çbdç5eXecd%--+!=çêçbè%--,
- Head of Marine & Insurance Section, PT SUCOFINDO Tanjung Priok Branch (January 1998 - June 2000)
- Operation Assistance Manager, PT SUCOFINDO Tanjung Priok Branch (June 2000 - March 2002)
- Marine & Insurance Department Manager, PT SUCOFINDO Head Office (April 2002 - March 2007)
- Branch Manager, PT SUCOFINDO Batam Branch (March 2007 - April 2010)
- Branch Manager for PT SUCOFINDO Banjarmasin Branch (May 2010 - February 2014)
- Head of SBU Industry, PT SUCOFINDO (February 2014 - present).
Pelayanan jasa-jasa SBU Industri tersedia di keempat
pusat layanan regional SUCOFINDO. 26 jenis jasa
tersebut antara lain:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
ç[ZHæç^XEçÛç^Xç^VçÎWbZåZ\çcZ:çcZæZdçc<^VecdbZ
>
Inspeksi Selama Pabrikasi
IWbZåZ\çcZ<^dWXbZdçc:çcZæZdçcCW]Tç^X\Zd?ZcdbZ\
IWbZåZ\çcZCW^ç^X\çæCWdZb
Inspeksi Integritas Bangunan Gedung, Jalan,
Jembatan dan Dermaga
Inspeksi Otomotif
Jasa-jasa Marine
Pemantauan Proyek
Inspeksi Barang Modal Bukan Baru
Klasifikasi Bengkel Otomotif
Konsultasi Penerapan International Ship and Port
Facility Security (ISPS) Code
Serviced provided by SBU Industry are available at four
SUCOFINDO regional service centers. The 26 types of
services offered include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
<^VecdbZçæ:çUZæZdZWc8WcZXÊWWfçæeçdZ_^ç^V
IWbZÄUçdZ_^
Inspection during Fabrication
C_gWbéW^WbçdZ^X:çUZæZdè<^dWXbZdèIWbZÄUçdZ_^
?ZXYd^Z^XCb_dWUdZ_ÎWbZÄUçdZ_^
<^c`WUdZ_^_å6eZæVZ^X E_çV 6bZVXW ç^VC_bd<^dWXbZdè
Automotive Inspection
Marine Services
Project Monitoring
Non-New Capital Goods Inspection
5ed_]_dZfWEW`çZbFY_`7æçccZÄUçdZ_^
Consultation on the Implementation International Ship
and Port Facility Security (ISPS) Code
108
12. Konsultasi Operasi dan Pemeliharaan Mesin Serta
Instalasi Industri
13. Pelatihan Pemastian Mutu pada Fasilitas Industri
14. Pemeriksaan peralatan dan perlengkapan penunjang
produksi (mesin produksi, alat angkat dan angkut,
bejana tekan, boiler, riggings, dan lainnya)
12. Operation and Maintenance of Machine and Industrial
Installation Consultation
13. Industrial Facility Quality Assurance Training
14. Inspection of production support tools and equipment
(production machine, crane, pressure vessel, boiler,
rigging, etc)
KINERJA SBU INDUSTRI 2014
SBU INDUSTRY PERFORMANCE IN 2014
SBU Industri dibentuk pada tahun 2014, dimana SBU
Industri melayani berbagai jenis jasa dengan aktivitas
pelayanan mencakup bidang Inspeksi Insfrastruktur,
fasilitas infrastruktur, transportasi, Kelistrikan dan
Kemaritiman. Jumlah pencapaian kinerja konsolidasi SBU
<^VecdbZe^de\dçYe^&$%(çVçæçYcWTWcçbE`' $(%]ZæZçb
dengan berbagai jenis jasa layanan.
SBU Industry was formed 2014, from hence on SBU Industry
has provided various services, including: inspection of
infrastructure, facilities, transport, electricity, and mariner.
SBU Industry’s consolidated performance achieved in
&$%( Yçc ç]_e^dWV d_ E`'"$(% TZææZ_^ _bZXZ^çdZ^X åb_]
various services.
berikut:
No. Unit Kerja
TOTAL PORTFOLIO
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Work Unit
Anggaran
Target
EWçæZcçcZ
EWçæZiçdZ_^
213.502,3
53.190,9
TOTAL PORTFOLIO
118.409,1
3.041,0
SBU Oil & Gas
1
SBU Keindustrian
2
Cibitung
0,0
0,0
Cibitung branch
3
Cabang Bandung
0,0
1.407,5
Bandung branch
4
0,0
171,9
5
Cabang Banjarmasin
1.500,0
1.530,9
Banjarmasin branch
6
Cabang Bengkulu
0,0
179,6
Bengkulu branch
7
Cabang Bekasi
2.076,0
1.699,0
Bekasi branch
8
Cabang Balikpapan
1.000,0
5.390,5
Balikpapan branch
9
Cabang Bontang
2.315,0
1.276,4
Bontang branch
10
Cabang Batu Licin
0,0
0,0
Batu Licin branch
11
Cabang Batam
5.945,0
2.841,3
Batam branch
12
Cabang Cilegon
0,0
171,6
Cilegon branch
13
Cabang Cilacap
0,0
1.831,5
Cilacap branch
14
Cabang Cirebon
487,1
424,5
Cirebon branch
15
Cabang Dumai
0,0
0,0
Dumai branch
16
Cabang Denpasar
100,0
242,8
Denpasar branch
17
Cabang Jakarta
44.390,7
19.315,2
Jakarta branch
18
Cabang Jambi
250,0
0,0
Jambi branch
19
Cabang Medan
4.193,0
1.534,7
Medan branch
20
Cabang Manado
768,0
163,2
Manado branch
21
Cabang Makassar
5.000,0
442,9
Makassar branch
22
Cabang Padang
1.575,0
1.040,6
Padang branch
23
Cabang Pekanbaru
6.175,0
5.224,1
Pekanbaru branch
24
Cabang Palembang
25
Cabang Palu
26
109
6.500,0
(422,9)
Palembang branch
435,0
0,0
Palu branch
Cabang Pontianak
1.500,0
590,2
Pontianak branch
27
Cabang Surabaya
9.000,0
2.997,1
Surabaya branch
28
Cabang Sangatta
608,4
1.226,2
Sangatta branch
29
Cabang Samarinda
0,0
546,3
Samarinda branch
30
Cabang Semarang
1.000,0
283,5
Semarang branch
31
Cabang Timika
0,0
0,0
Timika branch
32
Cabang Tarakan
275,0
41,4
Tarakan branch
KEBIJAKAN DAN STRATEGI SBU INDUSTRI
1.
SBU INDUSTRY POLICIES AND STRATEGIES
Bidang Operasional Operational Aspects
Strategi Strategies
Kebijakan Policies
1.
Peralatan yang terkini
State-of-the-art equipment
Meningkatkan peralatan (equipment and tools) yang up to date
Upgrading equipment and tools to ensure they are up to date
2.
Diversifikasi jasa
Service diversification
Diversifikasi jasa bekerjasama dengan anak perusahaan yang relevan
Diversification of services in collaboration with relevant subsidiary
companies
3.
Pelayanan dengan Sumber Daya yang excellent
dan mempunyai nilai tambah bagi pelanggan
Service from excellent resources with value added
towards customers
2.
-
Membangun pelayanan kepada pelanggan yang berbasis IT
Pemilihan teknologi yang sesuai kebutuhan pasar dan tepat guna
Develop IT-based service for customers
Select technology based on market demands and effectiveness
Bidang Pendukung Supporting Aspects
Strategi Strategies
1.
Pemenuhan kebutuhan SDM sesuai dengan
kebutuhan pelanggan
:eæÄææ]W^d_å;E^WWVcTçcWV_Ûecd_]Wb^WWVc
Kebijakan Policies
- Membangun kompetensi personil dengan pelatihan dan sertifikasi
kompetensi
- Merekrut SDM dengan menerapkan metode 3B (Build, Buy, Borrow)
- Develop personnel competence through training and certification
- EWUbeZdW]`æ_èWWcdYb_eXYdYW'66eZæV 6eè 6_bb_g]WdY_V
2.
Meningkatkan network ( jaringan)
Network development
Membangun network nasional dan internasional di bidang infrastruktur,
kelistrikan dan transportasi (termasuk kemaritiman) untuk meningkatkan
pemasaran dan pelayanan kepada pelanggan
Development of national and international network in infrastructure,
electricity and transport (incuding in maritime affairs) to expand marketing
and service to customers.
3.
Peningkatan Pemanfaatan Sistem Teknologi
Informasi dalam mendukung daya saing produk
Increased use of information technology systems
to develop the competitive ability of products
Pemilihan teknologi informasi yang tepat guna
Effective selection of information technology
4.
Akreditasi ISO 17020 untuk inspeksi Infrastruktur
dan Kelistrikan
ISO 17020 accreditation for infrastructure and
electricity inspection
Perluasan penerapan system manajemen mutu mengacu standar ISO
9001 dan ISO / IEC 17020 untuk seluruh kegiatan secara konsisten
Expanded implementation of quality management system based on the
ISO 9001 and ISO / IEC 17020 standards for all activities in a consistent
manner
5.
Mengoptimalkan selling dan penetrasi pasar
Optimization of sales and market share
Penjualan jasa melalui kegiatan workshop, seminar, eksibisi, asosiasi dan
penjualan langsung (direct selling)
Sale of services through workshops, seminars, exhibitions, associations,
and direct selling
6.
Menerapkan sistem terpadu
Implementation of integrated system
Menerapkan system manajemen yang terpadu untuk seluruh kegiatan
secara konsisten, yang meliputi ISO 9001, ISO 17020, SMK3 dan system
manajemen perusahaan
Implementation of integrated management system for all activities in a
consistent manner, covering ISO 9001, ISO 17020, SMK3, and Company
management system
7.
Melakukan efisiensi biaya
Cost efficiency measures
Mengacu pada prosedur perusahaan yang berlaku
In accordance to Company procedures in effect
110
TINJAUAN SEGMEN SBU
MINERAL DAN BATUBARA
Segmen Overview of SBU Coal and Mineral
PROFIL PEJABAT SBU MINERAL DAN BATUBARA
SBU Mineral and Coal Head Profile
Lahir di Bandung, tanggal 2 Januari 1967, umur 47 tahun,
menyelesaikan pendidikannya di Jurusan Teknik Geologi Institut
Teknologi Bandung pada tahun 1991.
Bergabung dengan SUCOFINDO sejak tahun 1992 memulai karir
sebagai Assistance Manager Coal Centre. Menempati berbagai
posisi kunci di SUCOFINDO sebagai :
- Asisten Manager Perencanaan, Pengembangan dan Pemasaran di Coal
Center (1998-1999)
- Kepala Cabang Samarinda (1999 -2002)
- Area Manager SBU Mineral wilayah Kalimantan Timur (2002 – 2003)
- Area Manager SBU Mineral wilayah Sumatera (2003 – 2005)
!FW^Z_b@ç^çXWbB`WbçcZEWXZ_^çæ%F6H@Z^WbçægZæçèçYFe]çdWbçVç^=çgç
(2005 – 2008)
!FW^Z_b@ç^çXWbB`WbçcZEWXZ_^çæ%&F6H@Z^WbçægZæçèçYFe]çdWbç =çfç Sulawesi and Indonesia (2008 – 2009)
!5ccZcdçÛWIZUWCbWcZVW^dF6H@Z^Wbçæ&$$-·&$%&
!>W`çæçEWXZ_^çæ8ZfZcZEWXZ_^çæ<<<&$%&·&$%'
- Kepala SBU Mineral dan Batubara (2013 – 2014)
IR. RANGSANG TRIBASKORO
Kepala SBU Mineral dan Batubara
Head of SBU Mineral and Coal
He was born in Bandung, on January 2, 1967 and is 47 years of age. He completed his
study in Geological Engineering of Institut Teknologi Bandung in 1991.
He joined SUCOFINDO since 1992 and commenced his career as Coal Center Assistant
Manager.
He occupied various key positions in SUCOFINDO, such as:
- Assistant Manager of Planning, Development and Marketing in Coal Centre (1998-1999)
- Samarinda Branch Manager (1999 - 2002)
- Area Manager, SBU Minerals, East Kalimantan Area (2002 – 2003)
- Area Manager, SBU: Minerals, Sumatra Area (2003 – 2005)
!FW^Z_b@ç^çXWb_åB`WbçdZ_^cF6H@Z^Wbçæc EWXZ_^çæ< Fe]çdbçç^V=çfç5bWç&$$)·&$$,
!FW^Z_b@ç^çXWb_åB`WbçdZ_^cF6H@<^Wbçæc EWXZ_^çæ%& Fe]çdbç =çfç FeæçgWcZç^V9çcd
Indonesia Area (2008 – 2009)
!5ccZcdç^dIZUW!CbWcZVW^d F6H@Z^Wbçæc&$$-·&$%&
!;WçV_åEWXZ_^çæ<<<8ZfZcZ_^&$%&·&$%'
- Head of SBU Minerals and Coal (2013 – 2014)
SBU Mineral dan Batubara memberikan pelayanan
jasa inspeksi, testing dan konsultansi untuk mendukung
kegiatan pelaku industri Pertambangan Mineral dan
Batubara yang meliputi kegiatan dengan aktifitas
eksplorasi, produksi, transportasi dan smelter.
SBU Mineral and Coal provides inspection services,
testing and consultancy to support Mineral and Coal
Mining players industry which includes activities of
exploration, production, transportation and smelter.
Spesifikasi jasa SBU Mineral dan Batubara, terdiri atas :
Services specification of SBU Mineral and Coal, consisting of:
1.
2.
3.
4.
Inspeksi, Supervisi dan Pengujian Produk Batubara
Inspeksi, Supervisi dan Pengujian Produk Mineral
Konsultansi Tambang dan Infrastruktur
Pendidikan dan Pelatihan Jasa Penunjang
Pertambangan
5. Inspeksi, Supervisi dan Pengujian Produk Batuan,
Beton dan Tanah
*" IWbZÄ\çcZVç^@_^Zd_bZ^XCb_Ve\Gç]Tç^X
1.
2.
3.
4.
Sebagai pemilik portofolio bisnis SBU Mineral dan
Batubara membangun Strategi, Kebijakan dan Sasaran
secara nasional dalam kerangka pencapaian usaha.
As the owner of the business portfolio of SBU Mineral and
Coal building Strategies, Policies and Targets nationwide
within the framework of the achievement of the business.
Inspection, Supervision and Testing of Coal Products
Inspection, Supervision and Testing of Mineral Products
Mining and Infrastructure Consultation
Education and Training in Mining Supporting Services
)" <^c`WUdZ_^ Fe`WbfZcZ_^ ç^VGWcdZ^X_åE_U\c 7_ÛbWdW
and Soil Products
*" IWbZÄUçdZ_^ç^V@_^Zd_bZ^X_å@Z^Z^XCb_VeUdc
111
SBU Mineral dan Batubara melakukan program
Pemasaran, Penjualan, Pengembangan bisnis dan
Pembinaan Operasional untuk membangun “Excellent
Operations”.
SBU Mineral and Coal conduct programs of Marketing,
Sales, Business Development and Operational Guidance
to build “Excellent Operations”.
Program pengembangan yang belum bisa dilakukan
oleh Cabang menjadi tanggung jawab SBU Mineral dan
Batubara dan beberapa program pengembangan bisnis
yang dikembangkan tidak terlepas dari melakukan
optimalisasi Sumber Daya yang ada sebagai upaya
proses membangun kompetensi Sumber Daya Manusia
secara keseluruhan.
Programs development cannot be done by the Branch
became the responsibility of the SBU Mineral and Coal
and several business development programs that are
developed cannot be separated from optimizing existing
resources in an effort to build the competencies of Human
EWc_ebUWcçcçgY_æW"
KINERJA SBU MINERAL DAN BATUBARA 2014
SBU MINERAL AND COAL PERFORMANCE
IN 2014
Pada bulan Februari tahun 2014, SBU Mineral dan
Batubara (SBU Minerba) terbentuk untuk melayani 6
jenis jasa dengan aktivitas pelayanan mencakup 30
(tiga puluh) cabang. Data Pendapatan SBU Minerba
karena baru terbentuk tahun 2014. Secara konsolidasi
dapat disampaikan data sebagai berikut :
On February 2014, SBU Mineral and Coal was formed to
provide 6 types of services with service activities extending
d_'$dYZbdèTbçÛY_åÄUWc"EWfWêWåb_]F6H7_çæç^V
Mineral in 2014 cannot be compared with 2013 data due
to its formation in 2014. Consolidated presentation of the
SBU’s performance can be found as follows:
Pendapatan Operasi
B`WbçdZ^XEWfWêW
No.
Unit Kerja
3
2
A
TOTAL PORTFOLIO
618.615,9
540.114,3
PORTOFOLIO TOTAL
1
SBU Mineral & Batu Bara
49.085,0
22.071,6
SBU: Mineral and Coal
2
Cibitung
0,0
1.734,0
Cibitung Branch
3
Cabang Bandung
2.250,0
2.277,8
Bandung Branch
4
14.200,0
9.864,7
Bandar Lampung Branch
5
Cabang Banjarmasin
80.000,0
81.631,1
Banjarmasin Branch
6
Cabang Bengkulu
19.841,2
15.175,8
Bengkulu Branch
7
Cabang Bekasi
0,0
0,0
Bekasi Branch
8
Cabang Balikpapan
30.647,5
27.578,3
Balikpapan Branch
9
Cabang Bontang
12.000,0
11.481,7
Bontang Branch
10
Cabang Batu Licin
27.650,0
44.101,5
Batu Licin Branch
11
Cabang Batam
15.990,6
3.953,9
Batam Branch
12
Cabang Cilegon
12.000,0
9.811,3
Cilegon Branch
Anggaran
Target
1
Work Unit
Realisasi
EWçæZiçdZ_^
1
13
Cabang Cilacap
3.670,0
1.110,8
Cilacap Branch
14
Cabang Cirebon
3.063,9
1.118,6
Cirebon Branch
15
Cabang Dumai
0,0
0,0
Dumai Branch
16
Cabang Denpasar
300,0
955,7
Denpasar Branch
17
Cabang Jakarta
0,0
84,3
Jakarta Branch
18
Cabang Jambi
14.239,6
3.589,6
Jambi Branch
19
Cabang Medan
5.398,0
1.379,5
Medan Branch
20
Cabang Manado
9.500,0
1.764,3
Manado Branch
21
Cabang Makassar
16.650,0
11.804,1
Makassar Branch
22
Cabang Padang
18.145,0
11.099,6
Padang Branch
23
Cabang Pekanbaru
6.632,0
4.230,2
Pekanbaru Branch
24
Cabang Palembang
11.000,0
12.214,0
Palembang Branch
112
25
Cabang Palu
10.300,0
2.650,0
Palu Branch
26
Cabang Pontianak
10.279,3
3.933,6
Pontianak Branch
27
Cabang Surabaya
23.000,0
14.356,4
Surabaya Branch
28
Cabang Sangatta
40.213,3
44.189,6
Sangatta Branch
29
Cabang Samarinda
101.110,5
111.594,9
Samarinda Branch
30
Cabang Semarang
0,0
54,8
Semarang Branch
31
Cabang Timika
32.000,0
29.395,8
Timika Branch
32
Cabang Tarakan
49.450,0
54.906,9
Tarakan Branch
Kebijakan dan Strategi SBU Mineral dan Batubara
Policies and Strategies of SBU Mineral and Coal
1.
2.
3.
4.
Bidang Pemasaran dan Penjualan
Marketing and Sales Aspects
Pencapaian
Achievement
1. Penjualan agresif kepada pelanggan
Aggressive selling to customers
100%
2. Pemahaman bisnis proses memiliki nilai tambah kepada pelanggan
Understanding of the business process has added value to the customer
100%
3. Kemitraan luar negeri khususnya dengan global surveyor
Foreign partnership, especially with the global surveyor
100%
4. Kemitraan dalam negeri khususnya dengan konsultan pertambangan
Domestic partnership, especially with the mining consultans
100%
5. Sebagai quality mining consultant
As a quality mining consultant
100%
6. Fokus bisnis upstream dan infrastruktur
Business focus upstream and infrastructure
100%
7. Menjual jasa tepat sasaran
Selling services targeted
100%
Bidang Operasional
Operational Aspects
Pencapaian
Achievement
1. Membangun system informasi pelaporan yang terintegrasi internal dan eksternal
Build an integrated system of reporting information internally and externally
100%
2. Pemastian jaminan mutu
Quality Assurance
100%
Bidang Sumber Daya Manusia
;e]çÊWc_ebUWc5c`WUdc
Pencapaian
Achievement
1. Penerapan pemantauan dan evaluasi atas peningkatan kompetensi
Monitoring and evaluation the implementation of the enhanced competence
100%
2. Melakukan assessment kepada seluruh personel
Conduct assessments to all the personnel
100%
3. Melakukan rekrutmen tenaga professional sesuai kebutuhan bisnis
Hiring professionals according to the needs of business
100%
Bidang Investasi
Investment Aspects
Pencapaian
Achievement
1. Perencanaan investasi sesuai sasaran bisnis
Appropriate investment planning business objective
100%
2. Proposal investasi dengan sasaran Long term business
Investment proposals with a long-term business objectives
100%
113
OPPORTUNITIES AND TARGETS IN 2015
Pada tahun 2015 SBU Mineral dan Batubara akan
melakukan perluasan bisnis perusahaan dengan
mengubah SBU Minerba menjadi 2 SBU yaitu SBU Batu
bara dan SBU Mineral.
In 2015 SBU Mineral and Coal will make company bisnis
expansion by turning the SBU Mineral and Coal into two
SBU. Such as, SBU Coal and SBU Mineral.
Perluasan SBU ini dalam kerangka fokus pengembangan
bisnis mulai kegiatan hulu (Up-stream) sampai dengan
hilir (Down-stream) dan diharapkan dalam jangka
panjang bisnis yang dilakukan oleh 2 (dua) SBU ini
menjadi andalan kontribusi Pendapatan Operasi bagi
Perusahaan.
The expansion of this SBU in terms focus of business
development began upstream activities (up - stream) to
downstream (down - stream) and expected long-term
business done by 2 (two) SBU’s have become a mainstay
of the contribution of operating income for the Company.
Spesifikasi Jasa SBU Batubara dan SBU Mineral tahun
2015, sebagai berikut :
Specifications Services of SBU Coal and SBU Mineral in
2015 , as follows :
SBU BATUBARA
SBU COAL
1.
1.
Inspeksi, Supervisi dan Pengujian (Down-stream)
<^c`W\cZ Fe`WbfZcZVç^CW^Xe[Zç^Cb_Ve\6çdeTçbç
Inspection, supervision, and Testing (down stream)
<^c`WUdZ_^ ce`WbfZcZ_^ ç^VGWcdZ^XU_çæ`b_VeUd
2. Inspeksi, Supervisi dan Pengujian (mid-stream)
<^c`W\cZ Fe`WbfZcZVç^CW^Xe[Zç^Cb_Ve\6çdeTçbç
CW^Xe[Zç^`b_Ve\TçdeTçbç
2. Inspection, supervision, and Testing (up stream)
<^c`WUdZ_^ ce`WbfZcZ_^ ç^VGWcdZ^XU_çæ`b_VeUd
GWcdZ^XU_çæ`b_VeUd
3. Konsultansi Jasa Pertambangan dan Infrastruktur
>_^ceædç^cZ=çcçCWbdç]Tç^Xç^Vç^<^ådbçcdbe\deb
CWæçdZYç^=çcçCWbdç]Tç^Xç^
3. Mining and Infrastructure Consulting Services
@Z^Z^Xç^V<^åbçcdbeUdebW7_^ceædZ^XFWbfZUWc
GbçZ^Z^X]Z^Z^XcWbfZUWc
SBU MINERAL
SBU MINERAL
1.
1.
Inspeksi, Supervisi dan Pengujian Produk Bahan
Tambang
2. Inspeksi, Supervisi dan Pengujian Mineral Processing
dan Metalurgi
3. Konsultansi Tambang Mineral dan Infrastruktur
4. Inspeksi, Supervisi dan Pengujian Produk Batuan,
Beton dan Tanah
Inspection, Supervision and Testing Product Material
Mine
2. Inspection, Supervision and Testing of Mineral
Processing and Metallurgy
3. Mineral Mining Consultancy and Infrastructure
(" <^c`WUdZ_^ Fe`WbfZcZ_^ ç^V GWcdZ^X Cb_VeUd E_U\ Concrete and Soil
114
Target SBU Batubara Tahun 2015
No..
Jasa
1
A
TOTAL PORTFOLIO
1
SBU Batubara
B
TOTAL SBU BATU BARA
1
Cab. Bandung
2
Cab. Bandar Lampung
3
SBU Coal Target In 2015
Target 2015
2015 Target
Service
3
1
493.524
PORTOFOLIO TOTAL
SBU Coal
15.500
SBU COAL TOTAL
2.405
Bandung Branch
11.144
Cab. Banjarmasin
82.000
Banjarmasin Branch
4
Cab. Bengkulu
16.600
Bengkulu Branch
5
Cab. Bekasi
0
Bekasi Branch
6
Cab. Balikpapan
33.000
Balikpapan Branch
7
Cab. Bontang
14.363
Bontang Branch
8
Cab. Batu Licin
30.654
Batulicin Branch
9
Cab. Batam
300
Batam Branch
10
Cab. Cilegon
10.500
Cilegon Branch
11
Cab. Cilacap
2.700
Cilacap Branch
12
Cab. Cirebon
3.500
Cirebon Branch
13
Cab. Dumai
0
Dumai Branch
14
Cab. Denpasar
500
Denpasar Branch
15
Cab. Jakarta
0
Jakarta Branch
16
Cab. Jambi
6.181
Jambi Branch
17
Cab. Medan
5.500
Medan Branch
18
Cab. Manado
1.605
Manado Branch
19
Cab. Makassar
9.240
Makassar Branch
20
Cab. Padang
12.074
Padang Branch
21
Cab. Pekanbaru
820
Pekanbaru Branch
22
Cab. Palembang
7.601
Palembang Branch
23
Cab. Pontianak
500
Pontianak Branch
24
Cab. Surabaya
9.000
Surabaya Branch
25
Cab. Sangatta
43.246
Sangatta Branch
26
Cab. Samarinda
112.123
Samarinda Branch
27
Cab. Semarang
2.000
Semarang Branch
28
Cab. Timika
0
Timika Branch
29
Cab. Tarakan
60.467
Tarakan Branch
C
Jumlah Cabang
478.024
Branches Total
Target SBU Mineral Tahun 2015
No.
Jasa
1
A
TOTAL PORTFOLIO
1
SBU Batubara
B
TOTAL SBU BATU BARA
1
115
SBU Mineral Target In 2015
Target 2015
2015 Target
Service
3
1
112.510
PORTOFOLIO TOTAL
SBU Coal
26.000
SBU COAL TOTAL
Cab. Bandung
0
Bandung Branch
2
Cab. Bandar Lampung
0
3
Cab. Banjarmasin
5.000
Banjarmasin Branch
4
Cab. Bengkulu
0
Bengkulu Branch
5
Cab. Bekasi
0
Bekasi Branch
6
Cab. Balikpapan
0
Balikpapan Branch
7
Cab. Bontang
0
Bontang Branch
8
Cab. Batu Licin
10.560
Batulicin Branch
9
Cab. Batam
5.000
Batam Branch
10
Cab. Cilegon
0
Cilegon Branch
11
Cab. Cilacap
500
Cilacap Branch
12
Cab. Cirebon
0
Cirebon Branch
13
Cab. Dumai
0
Dumai Branch
14
Cab. Denpasar
2.656
Denpasar Branch
15
Cab. Jakarta
0
Jakarta Branch
16
Cab. Jambi
0
Jambi Branch
17
Cab. Medan
0
Medan Branch
18
Cab. Manado
555
Manado Branch
19
Cab. Makassar
7.540
Makassar Branch
20
Cab. Padang
0
Padang Branch
21
Cab. Pekanbaru
0
Pekanbaru Branch
22
Cab. Palembang
5.000
Palembang Branch
23
Cab. Pontianak
5.272
Pontianak Branch
24
Cab. Surabaya
8.000
Surabaya Branch
25
Cab. Sangatta
0
Sangatta Branch
26
Cab. Samarinda
576
Samarinda Branch
27
Cab. Semarang
0
Semarang Branch
28
Cab. Timika
35.850
Timika Branch
29
Cab. Tarakan
0
Tarakan Branch
C
Jumlah Cabang
86.510
Branches Total
116
TINJAUAN SEGMEN
SBU LABORATORY
Segmen Overview of SBU Laboratory
PROFIL PEJABAT SBU LABORATORIUM
SBU Laboratory Head Profile
Lahir di Jakarta, tanggal 19 November, umur 53 tahun, menyelesaikan
pendidikan S2 (Magister Administrasi Bisnis) di IPMI, Jakarta pada tahun
1999.
Bergabung dengan SUCOFINDO sejak tahun 1981 Menempati berbagai posisi
kunci di SUCOFINDO sebagai :
- Kepala SPI (2012 - Februari 2014)
- Kepala SBU Laboratorium (Februari 2014 - sekarang)
- IZUWCbWcZVW^dF6H:<A%=e^Z&$$,!'%@çbWd&$%&
- IZUWCbWcZVW^d8ZfZcZCW^XW]Tç^Xç^F8@(B\d_TWb&$$)!'%@WZ&$$,
- IZUWCbWcZVW^dFC<5`bZæ&$$'!(B\d_TWb&$$)
ROLIA NURDIAWATI
Kepala SBU Laboratorium
Head of SBU Laboratory
She was born in Jakarta, on 19 November, and is 53 years of age. She completed her study
in S2 (Magister Administrasi Bisnis) di IPMI, Jakarta in 1999.
She joined SUCOFINDO since 1981 She occupied various key positions in SUCOFINDO, such
as:
- Head of SPI (2012 - February 2014)
- SBU Head of Laboratory (February 2014 - present)
!IZUW!CbWcZVW^d_åF6H:<A=e^W% &$$,!@çbUY'% &$%&
!IZUW!CbWcZVW^d_å;E8WfWæ_`]W^d8ZfZcZ_^BUd_TWb( &$$)!@çè'% &$$,
!IZUW!CbWcZVW^d_åFC<5`bZæ&$$'!BUd_TWb( &$$)
Portofolio SBU Laboratorium adalah sebagai berikut:
SBU Laboratory’s portfolio can be found as follows:
1.
1.
2.
3.
4.
5.
6.
Analisa kimia umum termasuk produk pertanian,
produk industri dan produk konsumen
Analisa parameter lingkungan
Pengujian teknis mencakup pengujian alat kelistrikan
dan elektronika serta pengujian produk material
bangunan
Kalibrasi alat ukur dan alat uji
Konsultasi pengembangan laboratorium
Analisa produk minyak dan gas
General chemical analysis, including towards
agricultural, industrial and consumer products
2. Environmental parameter analysis
3. Technical testing, including electrical and electronic
equipment testing and construction material testing
4. Measuring and testing equipment calibration
5. Laboratory development consultation
6. Oil and gas products analysis
Pelayanan jasa tersebut diatas dilakukan secara rutin dan
tersebar di seluruh Kantor Cabang dan Unit Pelayanan
Operasi seluruh Indonesia yang mencakup layanan
terhadap seluruh sektor industri.
The above services are routinely provided and distributed
throughout all Branch Offices and Operational Service
Units in Indonesia, covering services for all sectors of
industry.
Berikut ini adalah beberapa kegiatan yang dilakukan
oleh SBU Laboratorium:
1. Pengujian seluruh jenis komoditi non minerba
2. Kalibrasi alat ukur seluruh jenis industri
3. Sampling non komoditi minerba
4. Konsultansi
5. Pendidikan dan Pelatihan kompetensi teknis
pengujian laboratorium non minerba
Several activities conducted by SBU Laboratory can be
found as follows:
1. Testing of all types of non-coal / mineral commodities
2. Measuring device calibration in all industries
3. Non-coal / mineral commodity sampling
4. Consultation
5. Education and training for technical competence in
non-coal / mineral laboratory testing
117
KINERJA SBU LABORATORIUM TAHUN 2014
PERFORMANCE OF SBU LABORATORY IN
2014
Pada bulan Februari tahun 2014, SBU Laboratorium (SBU
Lab) terbentuk untuk melayani 6 portofolio jasa dengan
aktivitas pelayanan mencakup 29 Cabang dan 34 unit
pelayanan operasi. Data Pendapatan SBU Laboratorium
karena baru terbentuk tahun 2014 yang sebelumnya
merupakan unit kerja.
On February 2014, SBU Laboratory (SBU Lab) was formed
to provide 6 types of services, with service activities
found in 29 branch offices and 34 operational service
e^Zdc" EWfWêW åb_] F6H ?çT_bçd_bè Z^ &$%( Uç^^_d TW
compared with 2013 data due to its formation in 2014. It
previously took the form of a work unit.
berikut :
No.
Unit Kerja
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Anggaran
EWçæZcçcZ
Target
EWçæZiçdZ_^
Work Unit
140.275,0
138.842,7
PORTFOLIO TOTAL
70.148,5
69.038,1
SBU Laboratory
0,0
0,0
Cibitung branch
2.000,0
3.165,5
Bandung branch
815,0
634,8
Cabang Banjarmasin
0,0
(7,5)
Banjarmasin branch
6
Cabang Bengkulu
0,0
142,6
Bengkulu branch
7
Cabang Bekasi
0,0
0,0
Bekasi branch
8
Cabang Balikpapan
0,0
0,0
Balikpapan branch
9
Cabang Bontang
0,0
23,4
Bontang branch
10
Cabang Batu Licin
0,0
0,0
Batu Licin branch
11
Cabang Batam
10.358,4
8.302,6
Batam branch
12
Cabang Cilegon
2.000,0
1.592,6
Cilegon branch
13
Cabang Cilacap
0,0
156,7
Cilacap branch
14
Cabang Cirebon
1.804,3
1.190,2
Cirebon branch
15
Cabang Dumai
950,0
950,4
Dumai branch
16
Cabang Denpasar
325,0
476,2
Denpasar branch
A
TOTAL PORTFOLIO
1
SBU Laboratorium
2
Cabang Cibitung
3
Cabang Bandung
4
5
17
Cabang Jakarta
0,0
0,0
Jakarta branch
18
Cabang Jambi
1.600,0
1.160,3
Jambi branch
19
Cabang Medan
7.400,0
9.462,7
Medan branch
162,0
516,2
Manado branch
3.000,0
2.160,2
Makassar branch
0,0
14,9
Padang branch
20
Cabang Manado
21
Cabang Makassar
22
Cabang Padang
23
Cabang Pekanbaru
6.400,0
7.777,6
Pekanbaru branch
24
Cabang Palembang
1.466,0
2.224,6
Palembang branch
25
Cabang Palu
0,0
303,0
Palu branch
26
Cabang Pontianak
5.500,0
4.355,0
Pontianak branch
27
Cabang Surabaya
15.500,0
11.415,0
Surabaya branch
28
Cabang Sangatta
0,0
3.735,5
Sangatta branch
29
Cabang Samarinda
2.600,0
3.073,6
Samarinda branch
30
Cabang Semarang
6.495,8
3.333,9
Semarang branch
31
Cabang Timika
0,0
106,9
Timika branch
32
Cabang Tarakan
1.750,0
3.537,4
Tarakan branch
118
KEBIJAKAN DAN STRATEGI SBU LABORATORIUM
POLICIES AND STRATEGIES OF SBU LABORATORY
1.
1.
Melakukan penetrasi dan pengembangan pasar
melalui kegiatan Key Account Management System
pada pelanggan-pelanggan SBU Laboratorium
Market penetration and development through
Key Account Management System towards SBU
Laboratory customers
2. Melakukan monitoring perolehan order konsolidasi
portofolio secara nasional
2. Monitoring of consolidated received orders to national
portfolio
3. Melakukan pembinaan kompetensi SDM terkait
Laboratorium secara nasional
3. 8WfWæ_`]W^d _å ;E U_]`WdWÛW Z^ æçT_bçd_bZWc çd
national level
4. Melaksanakan kegiatan jaminan kualitas, antara lain :
a. Mengevaluasi standar kualitas sesuai perubahan
dinamis dari industri laboratorium
4. Quality assurance activities, including:
a. Evaluation of quality standards in accordance to
dynamic changes in the laboratory industry
dan
jasa
b. Compiling / completing the system and operational
procedures for the laboratory services portfolio
c. Secara rutin melakukan sampling antara eksekusi
kegiatan dengan standar yang ada.
c. E_edZ^Wcç]`æZ^Xd_U_]`çbWTWdgWW^WhWUedZ_^
of activities and existing standards
b. Menyusun
/
melengkapi
prosedur operasional untuk
kelaboratoriuman
sistem
portofolio
PELUANG 2015
OPPORTUNITIES IN 2015
1.
1.
Pengujian produk halal
Halal product testing
2. SNI implementation testing
2. Pengujian terkait pemberlakukan SNI
(isu
3. E
WXeæçd_bè bWaeZbW]W^d dWcdZ^X Z^ W^fZb_^]W^dçæ
issues)
4. Pengujian terkait kebijakan global dari pelanggan IHQ,
IAQ dan kebijakan lingkungan (green building)
4. Customer global policies testing (IHQ, IAQ, and green
building environmental policies)
5. Pengembangan pasar regional untuk segmen Oil &
Gas, Petrokima, Pembangkit listrik, Pertambangan,
BUMN tertentu, Manufakturing PMA dan Pemerintah
untuk pengujian dan kalibrasi
5. E
WXZ_^çæ]çb\WdVWfWæ_`]W^dZ^dYWcWX]W^dc_åBZæ
& Gas, Petrochemicals, Electricity Generation, Mining,
certain SOEs, PMA Manufactoring, and Government
for testing and calibration
3. Pengujian terkait
lingkungan)
persyaratan
peraturan
119
TINJAUAN SEGMEN SBU SERTIFIKASI DAN
ECO FRAMEWORK
Segment Overview of SBU
Certification & Eco Framework
PROFIL PEJABAT SBU SERTIFIKASI DAN ECO FRAMEWORK
SBU Certification and Eco Framework Head Profile
Lahir di Bandung, tanggal 6 Agustus 1966, umur 48 tahun,
menyelesaikan pendidikannya di Jurusan Magister Management
Universitas Gadjah Mada pada tahun 2003
YERRY TAIZAR
Kepala SBU Sertifikasi dan Eco Framework
Head of SBU Certification and Eco Framework
5eVZd_b?E9?ç`_bçÊWçæZcçcZ9\c`_b@W^W]`çdZTWbTçXçZ`_cZcZ\eÛZVZ
SUCOFINDO sebagai:
- SUCOFINDO International Certification Services - QSC
(Quality System Certification) Manager (1998-2000)
- SUCOFINDO International Certification Services - Administration and Customer
Service Manager (2000-2002)
- SUCOFINDO International Certification Services - Business Support Senior Manager
(2002-2004)
- SUCOFINDO International Certification Services - Marketing & Business Support
Senior Manager (2004)
- FH7B:<A8B<^dWb^çdZ_^çæ7WbdZÄUçdZ_^FWbfZUWc!IZUWCbWcZVW^d&$$*!&$%&
- F6HéW^WbçæFWbfZUWc·C[cIZUWCbWcZVW^d&$%$!&$%%
- Finance and Accounting Division - Division Head (2012-2014)
- SBU of Certification and Eco Framework - Head of SBU (Februari 2014 - sekarang)
He was born in Bandung, on 6 August 1966, and is 48 years of age. He obtained his degree in
Master of Management at Gadjah Mada University in 2003.
;W[_Z^WVFH7B:<A8BcZÛW%--&ç^VU_]]WÛWVYZcUçbWWbçcç^9h`_bd<]`æW]W^dçdZ_ÊW`_bd
?E95eVZd_b";W_UUe`ZWVfçbZ_ec\Wè`_cZdZ_^cZ^FH7B:<A8B ceUYçc.
- SUCOFINDO International Certification Services - QSC (Quality System Certification) Manager (1998- 2000)
- SUCOFINDO International Certification Services - Administration and Customer Service Manager (2000-2002)
- SUCOFINDO International Certification Services - Business Support Senior Manager (2002-2004)
- SUCOFINDO International Certification Services - Marketing & Business Support Senior Manager (2004)
!FH7B:<A8B<^dWb^çdZ_^çæ7WbdZÄUçdZ_^FWbfZUWc!IZUW!CbWcZVW^d&$$*!&$%&
!F6HéW^WbçæFWbfZUWc!5UdZ^XIZUW!CbWcZVW^d&$%$!&$%%
- Finance and Accounting Division - Division Head (2012-2014)
- SBU of Certification and Eco Framework - Head of SBU (February 2014 - present)
120
SBU Sertifikasi and Eco Framework (Serco) menangani
pelayanan
sertifikasi
dan
peningkatan
kinerja
pengelolaan lingkungan.
SBU Certification and Eco Framework (Cerco) handles
certification
and
performance
improvement
in
environmental management.
SBU Serco fokus dalam 2 bagian besar pelayanan
sebagai berikut:
Focus of the SBU Cerco division is divided into two main
markets of service, as follows:
1.
International Certification Services, yang memberikan
layanan jasa berupa sertifikasi dan audit.
2. Eco Framework Management adalah jasa yang
memberikan layanan dalam rangka meningkatkan
kinerja pengelolaan lingkungan dan memberikan
solusi permasalahan lingkungan melalui kegiatan
kajian, audit, monitoring, verifikasi-validasi, sertifikasi,
dan pengembangan sistem pengelolaan lingkungan
secara terpadu. Jasa ini terdiri dari dua jenis ruang
æZ^X\e` èçZde Eeç^X ?Z^X\e` @Z\b_ Vç^ Eeç^X
Lingkup Makro.
1.
International Certification Services, providing services
in the form of certification and audit
2. Eco Framework Management, providing services for
the purpose of improving environmental management
performance and giving solutions for environmental
issues through study, audit, monitoring, verification and
validation, certification, and integrated environmental
management system development. These services
are divided into two scopes at the micro-level and the
macro-level.
Eeç^X ?Z^X\e` @Z\b_ ]W^èWVZç\ç^ æçèç^ç^ [çcç
lingkungan terhadap usaha dan / atau kegiatan yang
menimbulkan dampak lingkungan pada project level
dan / atau ecosystem level" 5Vçè^ Eeç^X ?Z^X\e`
Makro menyediakan layanan jasa lingkungan pada
level nasional dan global yang terkait program /
kepentingan nasional dan isu-isu lingkungan global.
The micro-level scope provides environmental
services for businesses and / or activities which
cause environmental impacts at the level of projects
and / or ecosystem. The macro-level scope provides
environmental services and national and global level,
pertaining to national policies / interests and global
environmental issues.
oleh SBU Serco:
1. Sertifikasi Sistem Manajemen
2. Sertifikasi Produk dan Sistem Mutu
3. Eco Framework
4. Pelatihan
Several activities conducted by SBU Cerco can be found
as follows:
1. Management System Certification
2. Quality System and Product Certification
3. Eco Framework
4. Training
KINERJA 2014 SBU SERCO
PERFORMANCE OF SBU CERCO
SBU Serco melayani 14 (empat belas) jenis jasa dengan
aktivitas pelayanan mencakup sertifikasi, audit, dan
pelatihan. Jumlah ini meningkat dari tahun 2013 yang
hanya berjumlah 8 (delapan) jenis jasa layanan.
SBU Cerco offers 14 (fourteen) types of services with
service activities covering certification, audit, and training.
This amount has increased since 2013, which only
provided 8 (eight) types of services.
Perincian Kegiatan layanan jasa berupa sertifikasi, audit
dan kajian yang dilakukan oleh SBU Serco selama 2014
adalah:
In detail, service activities in the forms of certification,
audit, and study conducted by SBU Cerco can be found
as follows:
1.
1.
Sertifikasi Sistem Manajemen Mutu ISO 9001
Certification of Quality Management System, ISO 9001
2. Sertifikasi Sistem Manajemen Lingkungan ISO 14001
2. Certification of Environmental Management System,
ISO 14001
3. Sertifikasi HACCP (Hazard Analysis Critical Control
Point)
3. Certification of HACCP (Hazard Analysis Critical
Control Point)
4. Sertifikasi Sistem Manajemen Keamanan Pangan ISO
22000
4. Certification of Food Security Management System,
ISO 22000
5. Sertifikasi Produk
5. Product Certification
6. Sertifikasi Pangan Organik
6. Organic Crop Certification
7. Sertifikasi Occupational Health and Safety
Assessment Series (OHSAS)
7. Certification of the Occupational Health and Safety
Assessment Series (OHSAS)
8. Audit Sistem Manajemen Keselamatan dan Kesehatan
Kerja
8. Occupational Health and Safety Management
System Audit
9. Audit Sistem Manajemen Pengamanan (SMP)
9. Security Management System (SMP) Audit
121
%$" FWbdZÄ\çcZ FZcdW] @ç^ç[W]W^ CW^Xç]ç^ç^ Eç^dçZ
Pasok ISO 28000
10. Certification of Supply Chain Security Management,
ISO 28000
11. Sertifikasi Indonesian Sustainability Palm Oil (ISPO)
11. Certification of Indonesian Sustainable Palm Oil (ISPO)
12. Sertifikasi Roundtable on Sustainability Palm Oil
EFCB
12. 7WbdZÄUçdZ_^ _å E_e^VdçTæW _^ dYW FecdçZ^çTZæZdè _å
Cçæ]BZæEFCB
13. Sertifikasi Pengelolaan Hutan Produksi Lestari (PHPL)
13. Certification of Sustainable
Management (PHPL)
%(" FWbdZÄ\çcZIWbZÄ\çcZ?WXçæZdçc>çèeI?>
14. 7WbdZÄUçdZ_^_åGZ]TWb?WXçæZdèIWbZÄUçdZ_Î?>
15. Sertifikasi Pengelolaan Hutan Tanaman Lestari (PHTL)
15. Certification of Sustainable
Management (PHTL)
%*" CW^WbTZdç^8_\e]WÎ!?WXçæ
16. <cceçÛW_åI!?WXçæ8_Ue]W^dc
17. Penilaian Kinerja Hak Penguasaan Hutan (HPH) /
Hutan Tanaman Industri (HTI)
17. Assessment of Logging Forest Concession (HPH) /
Industrial Forest Plantation (HTI) Performance
18. Pelatihan Sistem Manajemen Pengamanan dan
Pelatihan Sistem Manajemen Lainnya
18. Training on Security Management System and Other
Managemetn System
19. Survei Kepuasan Pelanggan
19. Customer Satisfaction Survey
20. Sertifikasi Sistem manajemen terpadu (integrasi dua
atau lebih sistem Manajemen)
20. Certification of Integrated Management System
(integration of two or more management systems)
21. Audit Energi Industri dan Bangunan Gedung
21. Energy Audit in Industries and Buildings
22. Kajian, Audit dan Monitoring Pengelolaan Lingkungan
Terpadu
22. Study, Audit, and Monitoring
Environmental Management
23. Analisis Mengenai Dampak Lingkungan
23. Environmental Impact Assessment (AMDAL)
&("IçæZVçcZVçÎWbZÄ\çcZéçcEe]çY>çUç
24. IçæZVçdZ_^ç^VIWbZÄUçdZ_^_åébWW^Y_ecWéçcWc
Production
Plantation
of
Forest
Forest
Integrated
Jumlah Sertifikat terbit tahun 2014
Number of Certificates Issued in 2014
No
Bulan
Month
Jumlah Sertifikat
No. of Certificates
1
January
119
2
February
82
3
March
77
4
April
56
5
May
64
6
June
47
7
July
63
8
August
49
9
September
52
10
October
53
11
November
80
12
December
80
Jumlah Total
822
Lebih lanjut, terjadi peningkatan pendapatan operasi
pada tahun 2014 dibanding tahun 2013. Pendapatan
_`WbçcZ `çVç dçYe^ &$%( ]WÛç`çZ E`** % ]ZæZçb meningkat sebesar 35% dibanding pendapatan
_`WbçcZcWTWcçbE`)' ']ZæZçbVZdçYe^&$%'"CçVçcççd
bersamaan, realisasi pendapatan mencapai 82% dari
dçbXWd>C<&$%(cWTWcçbE`,+ (]ZæZçb"
Furthermore, operating revenue has increased in 2014
compared to that in 2013. Operating income in 2014
bWçUYWV E`**"% TZææZ_^ ZÛbWçcZ^X Tè ') U_]`çbWV d_
dYW &$%' fçæeW _å E`)'"' TZææZ_^" FZ]eædç^W_ecæè çUdeçæ
bWfWêWbWçUYWV,&_ådYW&$%(>C<¼cdçbXWd_åE`,+"(
billion.
Peningkatan ini disebabkan karena: Meningkatnya
penjualan jasa sertifikasi dan audit, terutama jasa
cWbdZÄ\çcZ Cb_Ve\ Vç^ I?> cWbdç VZdç]TçY `W^Vç`çdç^
dari jasa Eco Framework.
This increase is due to: Increasing sales of certification and
çeVZd cWbfZUWc Wc`WUZçææè Cb_VeUd ç^V I?> UWbdZÄUçdZ_^ supplemented by revenue from Eco Framework services.
122
berikut :
be found as follows :
Pendapatan Operasi
Operating Revenue
No.
A
Unit Kerja
TOTAL PORTFOLIO
1
SBU Sertifikasi & Eco Framework
2
Cabang Cibitung
Work Unit
Anggaran
Target
Realisasi
EWçæZiçdZ_^
172.544,9
106.512,1
PORTFOLIO TOTAL
87.468,2
66.072,3
SBU Sertification & Eco Framework
0,0
0,0
Cibitung branch
2.250,0
2.730,4
Bandung branch
860,0
300,6
2.500,0
2.154,5
Banjarmasin branch
3
Cabang Bandung
4
5
Cabang Banjarmasin
6
Cabang Bengkulu
0,0
66,4
Bengkulu branch
7
Cabang Bekasi
0,0
0,0
Bekasi branch
8
Cabang Balikpapan
0,0
591,5
Balikpapan branch
9
Cabang Bontang
225,0
75,0
Bontang branch
10
Cabang Batu Licin
0,0
0,0
Batu Licin branch
11
Cabang Batam
2.000,0
1.351,7
Batam branch
12
Cabang Cilegon
1.000,0
1.530,0
Cilegon branch
13
Cabang Cilacap
0,0
190,6
Cilacap branch
14
Cabang Cirebon
4.342,7
1.251,9
Cirebon branch
15
Cabang Dumai
0,0
12,8
Dumai branch
16
Cabang Denpasar
3.525,0
649,1
Denpasar branch
17
Cabang Jakarta
17.200,0
6.043,7
Jakarta branch
18
Cabang Jambi
300,0
59,8
Jambi branch
19
Cabang Medan
11.269,5
6.386,4
Medan branch
20
Cabang Manado
151,8
92,5
Manado branch
21
Cabang Makassar
2.350,0
712,2
Makassar branch
22
Cabang Padang
0,0
89,7
Padang branch
23
Cabang Pekanbaru
0,0
135,0
Pekanbaru branch
24
Cabang Palembang
9.000,0
1.529,9
Palembang branch
25
Cabang Palu
0,0
65,0
Palu branch
26
Cabang Pontianak
1.500,0
374,8
Pontianak branch
27
Cabang Surabaya
10.500,0
6.260,7
Surabaya branch
28
Cabang Sangatta
1.825,1
27,3
Sangatta branch
29
Cabang Samarinda
3.877,5
3.065,7
Samarinda branch
30
Cabang Semarang
10.400,0
4.705,9
Semarang branch
31
Cabang Timika
0,0
0,0
Timika branch
32
Cabang Tarakan
0,0
(13,3)
Tarakan branch
123
KEBIJAKAN DAN STRATEGI SBU SERCO
POLICIES AND STRATEGIES OF SBU CERCO
Menyediakan skema sertifikasi yang terakreditasi kepada
dunia usaha organisasi berbasis ketidakberpihakan dan
prinsip konflik kepentingan, melalui :
Providing an accredited certification scheme to the world
of business and organization based on impartiality and
the principle of freedom from conflicts of interest by :
1.
Menyediakan jasa sertifikasi yang memenuhi
persyaratan semua pihak yang memperhatikan prinsip
ketidakberpihakan, mengelola konflik kepentingan,
dan memastikan objektifitas.
2. Menyediakan jasa profesional yang memungkinkan
sertifikasi SUCOFINDO ICS dapat diterima secara
nasional dan internasional.
3. Secara
berkelanjutan
meningkatkan
efisiensi
dan efektifitas jasa SUCOFINDO ICS melalui
pengembangan staffnya dan perkenalan teknologi.
4. Berkontribusi menuju pengembangan sosial dan
lingkungan bangsa dengan mempromosikan manfaat
produk dan sistem manajemen bersertifikasi.
1.
>WTedeYç^ cWbdZÄ\çcZ cZcdW] ]ç^ç[W]W^ ]ede
menunjukkan gejala peningkatan pada sektor
pelayanan publik dan pemerintah
>WTedeYç^cWdZÄ\çcZcZcdW]]ç^ç[W]W^\WcWæç]çdç^
dan kesehatan kerja termasuk OHSAS 18001
menunjukkan gejala peningkatan pada sektor
konstruksi, pertambangan dan migas
>WTedeYç^ cWbdZÄ\çcZ `b_Ve\ èç^X ]W^Z^X\çd
seiring dengan bertambahnya produk yang harus
menerapkan ‘SNI Wajib’
@W]ZæZ\ZUçTç^XVZcWæebeY<^V_^WcZç
>WTedeYç^
Tç^èç\
`WbecçYçç^
e^de\
mengintegrasikan sistim
CW^XW]Tç^Xç^ [çcç![çcç æçZ^ TWb\çZdç^ VW^Xç^
implementasi sistim seperti survei kepuasan
pelanggan, diklat dan lain-lain
Demands for quality management system certification
have shown signs of increase in the public service and
government sectors
Demands for occupational health and safety
management system certification, including based
on OHSAS 18001, have shown signs of increase in the
construction, mining, and oil and gas sectors.
Demands for product certification have increased
with the increasing number of products obliged to
implement SNI standards
Established branches throughout Indonesia
High demands from many companies to have system
integration
Development of other services related to system
implementation, such as customer satisfaction survey,
training and education, and so forth.
Adapun Target Pendapatan 2015 adalah sebesar
E`,* &]ZæZçb"
GçbXWdWVbWfWêWZ^&$%)YçcTWW^WcdçTæZcYWVçcE`,*"&
billion.
Providing certification services that fulfill the
requirements of all parties, observing principles of
impartiality, conflict of interest management, and
guaranteed objectivity.
2. Providing professional services that enable
SUCOFINDO ICS’ certification to be accepted at
national and international level.
3. Sustainable improving the efficiency and effectiveness
of SUCOFINDO ICS services through staff development
and introduction of technology.
4. Contributing to social and environmental development
for the society by promoting the benefits of certified
products and management systems.
124
TINJAUAN SEGMEN SBU
KOMODITI DAN SOLUSI PERDAGANGAN
Segment Overview of SBU Commodity and Trade Solutions
PROFIL PEJABAT SBU KOMODITI DAN SOLUSI
PERDAGANGAN
SBU Commodity and Trade Solutions Head Profile
Lahir di Yogyakarta, tanggal 16 Juni 1960, 54 tahun. Menyelesaikan
pendidikannya di Jurusan Pengolahan Fakultas Teknik Pertanian,
Institut Pertanian Bogor Tahun 1983.
Bergabung dengan SUCOFINDO sejak tahun 1986 memulai karir
sebagai Kepala Bagian Fumigation divisi JSP (1986-1988). Menempati
berbagai posisi kunci di SUCOFINDO sebagai:
IR. MUKHTAR
Kepala SBU Komoditi Dan Solusi
Perdagangan
Head of SBU Commodity and Trade
Solutions
- Kepala Cabang Bandar Lampung (1988 - 1991)
- Kepala Cabang Palembang (1991 - 1995)
- Kepala Cabang Medan (1995 - 1997)
- Senior Manager S&PS Div. JPKS (1997 - 1998)
- Wakil Kepala Divisi JPKS (1998 - 2001)
- Kepala SBU KKL (2001 - 2008)
- Kepala Divisi PBK (1008 - 2012)
- Komisaris Utama SUCOFINDO Prima Consultan (2008 -2009)
- >W`çæç>W`çæç8ZfZcZEWXZ_^çæ<<&$%&!&$%(
- Kepala SBU KSP (2014 - Sekarang )
- Pjs. Kepala Divisi Komersial-1 (2014 - 2015)
- >_]ZdWCW^XçbçYCW^Xçgçc>FB"ICG<FH7B:<A8B!F<&$$,!cW\çbç^X
He was born in Yogyakarta, on June 16, 1960, 54 years of age. He completed his study in
Processing at the Faculty of Agricultural Engineering, Bogor Agricultural University (IPB), in
1983.
He joined SUCOFINDO since 1986 and commenced his career as Fumigation Section Head in
the JSP Division (1986 - 1988). He occupied various key positions in SUCOFINDO, such as:
- Bandar Lampung Branch Head (1988 - 1991 )
- Palembang Branch Head (1991 - 1995)
- Medan Branch Head (1995 - 1997)
- Senior Manager S&PS, JPKS Division (1997 - 1998)
!IZUW!;WçV_å=C>F8ZfZcZ_^%--,!&$$%
- Head of SBU Forestry, Marinery and the Environment (2001 - 2008)
- PBK Division Head (2008 - 2012)
- Chief Commissioner of SUCOFINDO Prima Consultan (2008 - 2009)
!EWXZ_^çæ&8ZfZcZ_^;WçV&$%&!&$%(
- Head of SBU Commodity and Trade Solutions (2014 - present)
- Acting Commercial I Service Development Division Head (2014 - 2015)
!>FBFdWWbZ^XFe`WbfZcZX^7_]]ZddWW"ICG<FH7B:<A8B!F<&$$,!`bWcW^d
SBU Komoditi dan Solusi Perdagangan membina 5
kelompok jasa yaitu: Inspeksi dan Audit; Pengujian dan
Analisis; Konsultasi; Pelatihan dan Sertifikasi. Kelompok
jasa tersebut melingkupi layanan inspeksi kuantitas,
kualitas dan kondisi, sertifikasi sistem manajemen,
audit kelayakan, kapasitas dan kapabilitas, konsultasi,
manajemen dan / atau supervisi barang agunan, serta
pengendalian hama.
SBU Commodity and Trade Solutions develops 5 groups
of services, which are: Inspection and Audit, Testing and
Analysis, Consultation, Training, and Certification. These
groups cover services in quantity, quality and condition
inspection, certification of management system, feasibility,
capacity and capability audits, consultation, management
and / or supervision of collateral goods, along with pest
control.
125
Portofolio bisnis ini menangani pelanggan dari berbagai
sektor, mulai dari sektor pertambangan, sektor industri
logam, pupuk dan semen, sektor pertanian, peternakan,
industri petrokimia, industri produk konsumen, sektor industri
pakan ternak, industri pangan, industri rokok, hingga sektor
perbankan dan lembaga keuangan non-bank.
This business portfolio handles customers from various
sectors, including mining, metal industry, fertilizer and
cement, agriculture, livestock, petrochemical industry,
consumer product industry, livestock feed industry, crop
industry, tobacco industry, to banking and non-bank
financial institutions
Beberapa jasa yang mempunyai portofolio di bawah
pembinaan SBU KSP tahun 2014 adalah :
Several services under the SBU Commodity and Trade
Solutions portfolio in 2014 included :
1.
1.
Inspeksi dan Audit Komoditas Pangan dan Pertanian
Crop and Agriculture Commodity Inspection and
Audit
2. Inspeksi Tempat Penyimpanan Barang
2. Storage of Goods Inspection
3. Audit Kelayakan Penanganan Hewan Ternak dan
Kemamputelusuran
3. Ethical Treatment and Traceability of Livestock Audit
(" <^c`W\cZVçÎWbZÄ\çcZCb_Ve\>WYedç^ç^
4. :_bWcdCb_VeUW<^c`WUdZ_^ç^VIWbZÄUçdZ_^
5. Manajemen Agunan / Persediaan
5. Collateral / Stock Management
6. Pemantauan Agunan / Persediaan
6. Collateral / Stock Monitoring
+" IWbZÄ\çcZ#9cdZ]çcZCWbcWVZçç^
7. Fd_U\IWbZÄUçdZ_^#9cdZ]çdZ_^
8. Pengendalian Hama
8. Pest Control
9. Inspeksi Produk Konsumen
9. Consumer Product Inspection
10. Inspeksi Produk Logam, Pupuk dan Semen
10. Metal, Fertilizer and Cement Product Inspection
11. Inspeksi Pra-Pengapalan (CISS)
11. Pre-Shipment Inspection (CISS)
12. Audit Kapabilitas dan Kapasitas Pabrik
12. Factory Capability and Capacity Audit
13. Sertifikasi Sistem Manajemen Produk Pangan dan
Pakan Ternak
13. Certification of Crop and Livestock Feed Product
Management Systems
14. Konsultasi Pelaksanaan Good Manufacturing Practices
(GMP)
14. Consultation on the Implementation of Good
Manufacturing Practices (GMP)
15. Penyusunan Studi Kelayakan Proyek Pertanian
15. Design of Agricultural Project Feasibility Study
16. Pemeringkatan Lembaga Keuangan Mikro
16. @ZUb_Ä^çÛW<^cdZdedZ_Êç^\Z^X
17. Pelatihan Sistem Manajemen Keamanan Pangan,
Pakan dan Produk Pertanian
17. Agricultural Product, Livestock Feed and Food
Security Management System Training
18. Pengujian dan Analisa Kimia Umum dan Produk
Konsumen
18. Consumer Product and General Chemical Analysis
and Testing
%-" IWbZÄ\çcZ\Wç]ç^ç^7çbX_HVçbç
19. 5Zb7çbX_FçåWdèIWbZÄUçdZ_^
KINERJA SBU KOMODITI DAN SOLUSI PERDAGANGAN
2014
SBU COMMODITY AND TRADE SOLUTIONS
PERFORMANCE IN 2014
Pada bulan Februari tahun 2014, SBU Komoditi dan Solusi
Perdagangan (KSP) terbentuk untuk melayani 19 jenis
jasa dengan aktivitas pelayanan mencakup sertifikasi,
audit dan pelatihan. Dalam operasional hariannya SBU
KSP berkoordinasi dengan 30 Kantor Cabang di seluruh
Indonesia.
On February 2014, SBU Commodity and Trade Solutions
(CTS) was formed to offer 19 types of services with
activities including certification, audit, and training. In its
daily operations, SBU CTS coordinates with 30 branch
offices throughout Indonesia.
Karena terbentuknya SBU KSP ini baru, maka realisasi
pendapatan tahun 2014 tidak dapat dibandingkan
dengan tahun 2013 yang sebelumnya merupakan bisnis
Centre of Excellence (COE).
Due to its formation in 2014, revenue from SBU Laboratory
in 2014 cannot be compared with 2013. It previously took
the form of a Center of Excellence (CoE) business.
126
berikut :
No.
Unit Kerja
be found as follows :
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Anggaran
EWçæZcçcZ
Target
EWçæZiçdZ_^
Work Unit
286.988,3
188.498,0
PORTFOLIO TOTAL
39.000,0
7.974,8
SBU Commodity &
Trade Solution
0,0
0,0
Cibitung branch
Cabang Bandung
6.800,0
3.545,0
Bandung branch
4
16.076,1
8.943,9
5
Cabang Banjarmasin
14.816,5
9.138,9
Banjarmasin branch
6
Cabang Bengkulu
1.068,8
638,3
Bengkulu branch
7
Cabang Bekasi
14.000,0
13.606,5
Bekasi branch
8
Cabang Balikpapan
8.750,0
2.200,2
Balikpapan branch
9
Cabang Bontang
4.235,8
4.242,9
Bontang branch
10
Cabang Batu Licin
2.000,0
958,6
Batu Licin branch
11
Cabang Batam
6.600,0
3.506,6
Batam branch
12
Cabang Cilegon
16.517,0
14.176,1
Cilegon branch
13
Cabang Cilacap
2.200,0
1.601,7
Cilacap branch
14
Cabang Cirebon
566,0
495,9
Cirebon branch
15
Cabang Dumai
8.950,0
8.074,9
Dumai branch
16
Cabang Denpasar
769,4
187,8
Denpasar branch
17
Cabang Jakarta
25.813,2
23.576,9
Jakarta branch
18
Cabang Jambi
1.930,0
2.129,0
Jambi branch
19
Cabang Medan
8.892,6
6.905,0
Medan branch
20
Cabang Manado
1.589,0
554,5
Manado branch
21
Cabang Makassar
13.500,0
8.898,3
Makassar branch
22
Cabang Padang
5.333,5
3.643,9
Padang branch
23
Cabang Pekanbaru
8.100,0
8.907,6
Pekanbaru branch
24
Cabang Palembang
2.942,0
4.058,3
Palembang branch
25
Cabang Palu
3.000,0
1.429,2
Palu branch
26
Cabang Pontianak
6.250,0
3.712,3
Pontianak branch
27
Cabang Surabaya
53.940,5
33.137,1
Surabaya branch
28
Cabang Sangatta
1.593,9
442,0
Sangatta branch
29
Cabang Samarinda
2.985,0
2.117,0
Samarinda branch
30
Cabang Semarang
8.269,0
7.773,9
Semarang branch
31
Cabang Timika
0,0
0,0
Timika branch
32
Cabang Tarakan
500,0
1.920,9
Tarakan branch
A
TOTAL PORTFOLIO
1
SBU Komoditi & Solusi Perdagangan
2
Cabang Cibitung
3
127
EWçæZcçcZ`W^Vç`çdç^&$%(\_^c_æZVçcZcWTWcçbE`%,, )
miliar ( atau menurun sebesar 65,7% ) dari anggaran 2014,
hal ini disebabkan adanya penganggaran yang tidak
realistis dimana realisasi pendapatan 2013 tidak murni /
tercampur dengan pendapatan SBU lainnya, sehingga
anggaran 2014 yang ditetapkan menjadi tidak realistis
yakni 147% dari realisasi 2013 murni dari Jasa SBU KSP
cWTWcçbE`%-( )]ZæZçb"
7_^c_æZVçdWVbWfWêWZ^&$%(bWçUYWVE`%,,")TZææZ_^ _b
decrease 65.7% of the 2014 budget targets. This is due to
unrealistic budgetic, in which calculated actual revenue
in 2013 had been mixed with the revenues of other SBUs.
Due to this, the established 2014 budget had become
unrealistic, establishing a target of 147% from base 2013
actual revenue from SBU CTS services amounting to
E`%-(")TZææZ_^"
Kenaikan anggaran 2014 tersebut tidak sesuai dengan
karakter bisnis SBU KSP yang bersifat retail dimana
untuk karakter bisnis SBU KSP yang rata-rata growth
nya dari tahun ketahun maksimal hanya 15%. Akibatnya
pencapaian realisasi tahun 2014 masih sangat jauh dari
anggarannya yang hanya 65,7%. Meskipun demikian
jika dibandingkan dengan realisasi 2013 SBU KSP Murni,
Pendapatan tahun 2014 tercapai sebesar 94,5%.
Increase in the 2014 budget target is not suitable to the
business characteristic of SBU CTS, which is retail in
nature. Average growth for businesses with SBU CTS’
characteristic from year to year had been 15% at most.
Thus, actual revenue achieved in 2014 remains far from
the amount targeted in the budget, only achieving 65.7%.
However, compared to the base 2013 SBU CTS actual
revenue, 94.5% of this amount has been achieved in 2014.
KEBIJAKAN DAN STRATEGI SBU KOMODITI DAN
SOLUSI PERDAGANGAN
POLICIES AND STRATEGIES OF SBU COMMODITY AND
TRADE SOLUTIONS
Sebagaimana tugas pokok dan fungsinya kebijakan atas
pengelolaan portofolio kelompok jasa lingkup komoditi
dan solusi perdagangan level korporat adalah sebagai
Koordinator dalam produksi jasa yang sifatnya nasional
/ internasional, pengelolaan pelanggan level corporate,
pusat keahlian (centre of excellence), pengelolaan QA /
QC level nasional dan menjadi mitra Divisi pengembangan
jasa komersial I (DPJ KOM 1).
In accordance to its core duties and functions, the
policy for the management of the commodity and trade
solutions service group portfolio at corporate level is
to serve as Coordinator in the production of services at
national / international level, management of customers
in corporate level, center of excellence, management
of QA / QC at national level, and becoming a partner to
Commercial Service Development 2 Division.
Strategi yang diterapkan dalam rangka pencapaian
target usaha adalah meningkatkan kualitas layanan dan
kredibilitas perusahaan, optimalisasi kegiatan penjualan,
strategi penguatan sumber bahan baku, penyelesaian
aspek legalitas / perizinan operasional, penguatan
infrastruktur serta pengembangan orientasi dan target
pasar Jasa Pengendalian Hama (JPH).
Strategies implemented to achieve business targets are
to increase quality of service and company credibility,
optimize sales activities, consolidate sources of raw
materials, resolve operational permit / legal aspects,
consolidate infrastructure, and develop market orientation
and targets in Pest Control Services.
@W]`WbYçdZ\ç^ \WTZ[ç\ç^ `W^dZ^X CW]WbZ^dçY E< Vçæç]
swasembada pangan dalam negeri, wajib SNI untuk
barang tertentu, mendorong bertumbuhan industri
pangan dalam negeri, ekspor TPT, elektronika dan suku
cadang otomotif, kesadaran atas mutu dan keamanan
pangan serta pemberlakuan pasar bebas dikawasan
Asia menjadikan peluang dan tantangan tersendiri untuk
meraih pangsa pasar secara optimal.
SBU CTS shall observe important policies from the
Government of Indonesia in domestic food self-sufficiency
and SNI standards for certain goods, encourage the
growth of the domestic food industry, textile and
textile product export, and automotive parts, develop
awareness towards quality and food security. Moreover,
the implementation of a free market in Asia will serve as
a unique opportunity and challenge in obtaining optimal
market shares.
Target Anggaran 2015 SBU KSP secara konsolidasi
çVçæçY cWTWcçb E`&%) %) ]ZæZçb èç^X TWbce]TWb Vç^
berfokus pada penggalian pendapatan pada portofolio
jasa yang dimiliki saat ini dengan tetap meraih peluang
potensi pasar secara optimal baik dalam negeri
maupun luar negeri dan secara terus menerus mengikuti
perkembangan bisnis dan teknologi terkini dalam bidang
ISPP.
Consolidated SBU CTS budget targets in the 2015
6eVXWd Zc WcdçTæZcYWV çc E`&%)"%) TZææZ_^ gYZUY cYçææ
originate from and be focused on revenue generation in
service portolios available thus far while simultaneously
obtaining potential markets in an optimum manner, both
at national and international level. The SBU will also have
to follow recent business and technology developments
in Inspection, Certification, Testing, and Study.
128
TINJAUAN SEGMEN SBU
GOVERNMENT I
Segment Overview of SBU Government I
PROFIL PEJABAT SBU GOVERNMENT I
SBU Government I Head Profile
Lahir di Banyumas tanggal 3 September 1967 umur 47 tahun,
menyelesaikan pendidikannya di Jurusan Kehutanan Institut Pertanian
Bogor pada tahun 1995.
Bergabung dengan SUCOFINDO sejak tahun 1992. Memulai karir sebagai
5eVZd_b?ç`_bçÊWçæZcçcZ9\c`_b?E9"@W^W]`çdZTWbTçXçZ`_cZcZ\eÛZVZ
SUCOFINDO sebagai:
- Pjs. Kepala SBU Goverment I (2014)
- Kepala SBU Government II (2014)
!5cZcdWÎCF6Hé_fWb^]W^d&$%&
!ICF6H>WYedç^ç^ >Wæçedç^ CWbZ\ç^ç^Vç^?Z^X\e^Xç^&$$,
M. HARIS WITJAKSONO
Kepala SBU Government I
Head of SBU Government I
He was born in Banyumas on 3 September 1967, and is 47 years of age. He completed
his study in Forestry at Bogor Agricultural University in 1995.
;W[_Z^WVFH7B:<A8BcZÛW%--&ç^VU_]]WÛWVYZcUçbWWbçcç^?E95eVZd_b"±;W
occupied various key positions in SUCOFINDO, such as:
!±Acting SBU Goverment I Head (2014)
- Head of SBU Government II, Head Office (2014)
- 5cZcdWÎCF6Hé_fWb]W^d&$%&
!IZUWCbWcZVW^d_åF6H:_bWcdbè @çbZ^Wbè :ZcYWbèç^VdYW9^fZb_^]W^d ;WçVBåÄUW&$$,
SBU Government I melayani berbagai aktivitas
jasa dalam ruang lingkup Kementerian Keuangan,
Kementerian Perdagangan, BKPM (Badan Koordinasi
Penanaman Modal), Kementerian BUMN, Kementerian
Transportasi, Kementerian Koperasi, Bappenas, dan
Institusi Internasional.
SBU Government I provides service activities focused
on the government with a scope covering the Ministry
of Finance, Ministry of Trade, Investment Coordinating
Board (BKPM), Ministry of State-Owned Enterprises
(SOE), Ministry of Transport, Ministry of Cooperatives,
National Development Planning Board (Bappenas) and
International Institutions.
oleh SBU Government I:
%" IWbZÄ\çcZ Vç^ @_^Zd_bZ^X >WXZçdç^ <^fWcdçcZ Perdagangan, dan Industri.
&" IWbZÄ\çcZ Vç^ @_^Zd_bZ^X GZ^X\çd >_]`_^W^ 8çæç]
Negeri.
3. Konsultasi Perencanaan, Pelaksanaan, Monitoring,
dan Evaluasi Pembangunan.
4. Konsultasi Pengembangan dan Pembangunan
Telematika Terpadu.
Some of the activities conducted by SBU Government I
are as follows:
1. IWbZÄUçdZ_^ç^V@_^Zd_bZ^X_å<^fWcd]W^d GbçVW ç^V
Industrial Activities.
2. IWbdZÄUçdZ_^ ç^V @_^Zd_bZ^X _å ?WfWæ _å ?_Uçææè!
Produced Components.
3. Consultation on Planning, Implementation, Monitoring,
and Evaluation of Development.
4. Consultation on Integrated Telematics Development
and Construction.
129
KINERJA 2014 SBO GOVERNMENT I
SBU GOVERNMENT I PERFORMANCE IN 2014
Pada tahun 2014, SBU Government I melayani 6 (enam)
jenis jasa dengan aktivitas pelayanan mencakup
verifikasi keteknikan, survei, kajian umum dan monitoring,
konsultansi, audit, dan pelatihan. Jumlah ini menurun dari
tahun 2013 yang hanya berjumlah 10 jenis jasa layanan.
In 2014, SBU Government I offered 6 (six) types of services
which cover technical verification, survel, general study
and monitoring, consultation, audit, and training. This
amount decreased from the number of services offered in
2013, which had been 10.
Penurunan ini disebabkan karena adanya perubahan
organisasi, dimana SBU Government (2013) menjadi
SBU Government I (2014) sehingga jumlah layanan di
Kementerian menjadi berkurang yang semula seluruh
Kementerian menjadi hanya 10 Kementerian.
This decrease is caused by an organizational structure
change, in which SBU Government (2013) became SBU
Government I (2014), reducing the number of Ministries
offered service to decrease from all Ministries to only 10
Ministries.
Secara umum, kegiatan yang dilakukan pada sektor
pemerintahan di tahun 2014 di antaranya:
In general, activities conducted in the government sector
in 2014 included:
a. Kegiatan Survei:
! FebfWZ >WTedeYç^ éeæç EçÄ^çcZ e^de\ <^VecdbZ
Makanan dan Minuman
- Pemetaan Komoditi Hasil Agro Tahun 2014
- Identifikasi Supply Chain Komoditi Hasil Industri 2014
- Pemetaan Potensi dan Kemampuan Industri
Komponen Otomotif Nasional
a. Survey Activities:
FebfWè_åEWÄ^WVFeXçb8W]ç^Vcå_bdYW:__V
and Beverage Industry
Agro Commodity Mapping for 2014
Supply Chain Identification for Industrial
Commodities in 2014
National Automotive Component Industry
Potential and Ability Mapping
b. Konsultasi Pelatihan dan Kajian Umum (KPKU):
- Jasa Konsultasi Pemetaan Komoditi Bahan
Berbahaya (B2)
- Inventarisasi Kemampuan Industri dan Penyusunan
Profil Industri Bahan Baku Nabati (BBN)
- Konsultasi Manajemen dan Monitoring Industri Gula
b. Consultation on Training and General Study (KPKU):
Consultation on Hazardous Commodity Mapping
c. Verifikasi Keteknikan (VERTEK):
! IWbZÄ\çcZE_dç^5^dçbCeæçe
! IWbZÄ\çcZ9\c`_bCb_Ve\>WYedç^ç^
! IWbZÄ\çcZ>_^dbç\CW^[eçæç^Vç^CW^èçæebç^éeæç
>bZcdçæEçÄ^çcZ
! IWbZÄ\çcZ8ZcdbZTecZéeæçGçYe^&$%(
! IWbZÄ\çcZG>8A
! IWbZÄ\çcZ >Wçcçæç^ 6çbç^X 9\c`_b <^V_^WcZç
8çæç] Eç^X\ç CW^Wdç`ç^ 9\c`_bdZb 6WbcWbdZÄ\çd
pada Skema ASEAN
! IWbZÄ\çcZEWÛç^ç<]`_b6çbç^X
c. Technical Vertification:
IWbZÄUçdZ_^_å7b_cc!<cæç^VEçddç^
IWbZÄUçdZ_^_å:_bWcdbèCb_VeUd9h`_bd
IWbZÄUçdZ_^_åFçæWç^V8ZcdbZTedZ_^7_^dbçUdcå_b
EWÄ^WV7bècdçææZ^WFeXçb
IWbZÄUçdZ_^_åFeXçb8ZcdbZTedZ_^Z^&$%(
IWbZÄUçdZ_^_åG>8A
IWbZÄUçdZ_^_å<^V_^WcZç^9h`_bdWVé__Vc¼
Places of Origin for the Establishment of Certified
Exporters in ASEAN
IWbZÄUçdZ_^_å<]`_bdWVé__VcCæç^c
Beberapa lembaga dan Kementerian yang menjadi mitra
kerja SBU Government I di tahun 2014, antara lain:
1. Kementerian Perindustrian
2. Kementerian Perdagangan
3. Pertamina
4. Swasta (K3S)
Some institutions and Ministries which became business
partners to SBU Government I in 2014 included:
1. Ministry of Industry
2. Ministry of Trade
3. Pertamina
4. Private Institution (K3S)
Inventory of Industrial Capability and Profiling of
dYWEçgIWXWdçTæW@çdWbZçæ<^Vecdbè
Consultation on Management and Monitoring of
the Sugar Industry
130
KEBIJAKAN DAN STRATEGI SBU GOVERNMENT I
POLICIES AND STRATEGIES OF SBU GOVERNMENT I
1.
1.
Membantu Lobby / Pemenangan Proyek dimasingmasing Departemen / Lembaga
2. Mensupport Kebutuhan SDM, Sarana dan Prasarana
proyek SBU
3. Membantu Kelancaran UMK / PUMK
4. Memperkuat Pola Hubungan Penanganan Proyek
Pusat dan Cabang
Provide assistance in lobbying for / securing projects
in each Department / Institution
2. Fe``_bd ;E åçUZæZdè ç^V Z^åbçcdbeUdebW ^WWVc d_
projects / SBU
3. Assist in smooth proceedings for small and microenterprises
4. Consolidating connection patterns in central and
branch project management
KINERJA SBU GOVERMENT I
SBU GOVERNMENT I PERFORMANCE IN 2014
Kinerja konsolidasi SBU Government I dapat dijelaskan
dalam tabel sebagai berikut :
Consolidated presentation of SBU Government I’s
performance can be found as follows:
No. Unit Kerja
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Anggaran
Target
EWçæZcçcZ
Actual
Work Unit
228.386,6
148.502,1
PORTFOLIO TOTAL
SBU Goverment I
166.211,3
110.509,9
SBU Goverment I
2
Cabang Cibitung
0,0
0,0
Cibitung branch
3
Cabang Bandung
700,0
316,0
Bandung branch
4
0,0
626,0
5
Cabang Banjarmasin
0,0
346,8
Banjarmasin branch
6
Cabang Bengkulu
450,0
166,8
Bengkulu branch
7
Cabang Bekasi
0,0
0,0
Bekasi branch
8
Cabang Balikpapan
6.000,0
1.468,4
Balikpapan branch
9
Cabang Bontang
0,0
0,0
Bontang branch
10
Cabang Batu Licin
0,0
0,0
Batu Licin branch
11
Cabang Batam
0,0
3.583,8
Batam branch
12
Cabang Cilegon
400,0
96,0
Cilegon branch
13
Cabang Cilacap
1.200,0
379,9
Cilacap branch
14
Cabang Cirebon
9.312,5
3.832,2
Cirebon branch
A
TOTAL PORTFOLIO
1
15
Cabang Dumai
850,0
803,4
Dumai branch
16
Cabang Denpasar
900,0
391,3
Denpasar branch
17
Cabang Jakarta
0,0
10.894,2
Jakarta branch
18
Cabang Jambi
1.000,0
141,7
Jambi branch
19
Cabang Medan
4.250,0
789,0
Medan branch
20
Cabang Manado
570,0
99,9
Manado branch
1.761,0
1.315,4
Makassar branch
0,0
31,5
Padang branch
21
Cabang Makassar
22
Cabang Padang
23
Cabang Pekanbaru
150,0
22,3
Pekanbaru branch
24
Cabang Palembang
2.000,0
110,3
Palembang branch
25
Cabang Palu
500,0
262,7
Palu branch
26
Cabang Pontianak
750,0
1.393,7
Pontianak branch
27
Cabang Surabaya
15.000,0
4.584,5
Surabaya branch
28
Cabang Sangatta
0,0
0,0
Sangatta branch
29
Cabang Samarinda
4.962,5
1.811,7
Samarinda branch
30
Cabang Semarang
11.419,3
4.423,9
Semarang branch
31
Cabang Timika
0,0
0,0
Timika branch
32
Cabang Tarakan
0,0
100,7
Tarakan branch
131
TINJAUAN SEGMEN SBU
GOVERNMENT II
Segment Overview of SBU Government II
PROFIL PEJABAT SBU GOVERNMENT II
SBU Government II Head Profile
Lahir di Banyumas tanggal 3 September 1967 umur 47 tahun,
menyelesaikan pendidikannya di Jurusan Kehutanan Institut Pertanian
Bogor pada tahun 1995.
Bergabung dengan SUCOFINDO sejak tahun 1992. Memulai karir sebagai
5eVZd_b?ç`_bçÊWçæZcçcZ9\c`_b?E9"@W^W]`çdZTWbTçXçZ`_cZcZ\eÛZVZ
SUCOFINDO sebagai:
- Pjs. Kepala SBU Goverment I (2014)
- Kepala SBU Government II (2014)
!5cZcdWÎCF6Hé_fWb^]W^d&$%&
!ICF6H>WYedç^ç^ >Wæçedç^ CWbZ\ç^ç^Vç^?Z^X\e^Xç^&$$,
He was born in Banyumas on 3 September 1967, and is 47 years of age. He completed
his study in Forestry at Bogor Agricultural University in 1995.
M. HARIS WITJAKSONO
Kepala SBU Government II
Head of SBU Government II
;W[_Z^WVFH7B:<A8BcZÛW%--&ç^VU_]]WÛWVYZcUçbWWbçcç^?E95eVZd_b"±;W
occupied various key positions in SUCOFINDO, such as:
!±Acting SBU Goverment I Head (2014)
- Head of SBU Government II, Head Office (2014)
- 5cZcdWÎCF6Hé_fWb]W^d&$%&
!IZUWCbWcZVW^d_åF6H:_bWcdbè @çbZ^Wbè :ZcYWbèç^VdYW9^fZb_^]W^d ;WçVBåÄUW&$$,
oleh SBU Government II:
Some of the activities conducted by SBU Government II
can be found as follows:
1.
1.
Survei dan Pemetaan
Survey and mapping
2. Konsultasi perencanaan, pelaksanaan, monitoring
dan evaluasi pembangunan infrastruktur
2. Consultation on planning, implementation, monitoring
and evaluation of infrastructure development
3. Konsultasi pengembangan dan pembangunan
telematika terpadu sektor pemerintah dan BUMN
3. Consultation on integrated telematics development
and construction in the government and SOE sectors
4. Konsultasi, perencanaan, pelaksanaan, monitoring
dan evaluasi pembangunan pertanian, kehutanan,
kelautan dan perikanan
4. Consultation, planning, implementation, monitoring
and evaluation of developments in agriculture,
forestry, marinery, and fishery
5. Konsultasi, survei, monitoring dan evaluasi pelayanan
publik
5. Consultation, survey, monitoring and evaluation of
public service
6. Solusi bisnis teknologi informasi
6. Information technology business solutions
132
KINERJA 2014 SBU GOVERNMENT II
PERFORMANCE OF SBU GOVERNMENT II IN
2014
Pada tahun 2014, SBU Goverment II dengan aktivitas
mencakup jasa-jasa yang fokus kepada pemerintahan
dengan ruang lingkup di luar yang telah menjadi ruang
lingkup SBU Government I.
In 2014, SBU Government II with activities include services
focused on government outside the scope of which has
become the scope of SBU Government I.
Kinerja konsolidasi SBU Government II dapat dijelaskan
dalam tabel sebagai berikut :
Consolidated presentation of SBU Government II’s
performance can be found as follows :
No. Unit Kerja
Pendapatan Operasi
B`WbçdZ^XEWfWêW
Anggaran
Target
Realisasi
EWçæZiçdZ_^
Work Unit
A
TOTAL PORTFOLIO
147.049,7
66.918,6
PORTFOLIO TOTAL
1
SBU Goverment II
117.366,7
46.880,8
SBU Goverment II
2
Cabang Cibitung
0,0
0,0
Cibitung branch
3
Cabang Bandung
3.908,0
247,8
Bandung branch
4
0,0
0,0
5
Cabang Banjarmasin
0,0
0,0
Banjarmasin branch
6
Cabang Bengkulu
0,0
0,0
Bengkulu branch
7
Cabang Bekasi
0,0
0,0
Bekasi branch
8
Cabang Balikpapan
0,0
0,0
Balikpapan branch
9
Cabang Bontang
300,0
0,0
Bontang branch
10
Cabang Batu Licin
0,0
0,0
Batu Licin branch
11
Cabang Batam
0,0
0,0
Batam branch
12
Cabang Cilegon
0,0
0,0
Cilegon branch
13
Cabangcilacap
2.000,0
0,0
Cilacap branch
14
Cabang Cirebon
0,0
0,0
Cirebon branch
15
Cabang Dumai
16
Cabang Denpasar
17
0,0
0,0
Dumai branch
150,0
0,0
Denpasar branch
Cabang Jakarta
0,0
0,0
Jakarta branch
18
Cabang Jambi
0,0
0,0
Jambi branch
19
Cabang Medan
0,0
0,0
Medan branch
20
Cabang Manado
0,0
0,0
Manado branch
21
Cabang Makassar
0,0
0,0
Makassar branch
22
Cabang Padang
0,0
0,0
Padang branch
23
Cabang Pekanbaru
13.950,0
9.797,2
Pekanbaru branch
24
Cabang Palembang
0,0
0,0
Palembang branch
25
Cabang Palu
0,0
0,0
Palu branch
26
Cabang Pontianak
0,0
0,0
Pontianak branch
27
Cabang Surabaya
6.400,0
8.980,2
Surabaya branch
28
Cabang Sangatta
0,0
0,0
Sangatta branch
29
Cabang Samarinda
2.500,0
479,7
Samarinda branch
30
Cabang Semarang
475,0
98,4
Semarang branch
31
Cabang Timika
0,0
0,0
Timika branch
32
Cabang Tarakan
0,0
434,6
Tarakan branch
133
Beberapa lembaga dan Kementerian yang menjadi mitra
kerja SBU Government II di tahun 2014, antara lain:
Several institutions and ministries that become business
partners to SBU Government II in 2014 included:
1.
1.
Kementerian Pertanian
Ministry of Agriculture
2. Kementerian Kelautan dan Perikanan
2. Ministry of Marinery and Fishery
3. Kementerian Kehutanan
3. Ministry of Forestry
4. Kementerian Pegawaian Umum
4. Ministry of Public Work
5. Kementerian Perhubungan
5. Ministry of Transportation
*" >W]W^dWbZçÂWXçbçCWbe]çYçÊç\èçd
6. State Ministry of Public Housing
7. Kementerian Komunikasi Dan Informatika
7. Ministry of Communication and Information
Technology
8. State Ministry of Efficient Utilization of State
Apparatus
8. Kementerian Negara
Negara / BKN
Pemberdayaan
Aparatur
9. Kementerian Pendidikan Nasional
9. Ministry of National Education
10. Kementerian Kesehatan
10. Ministry of Health
11. Kementerian Dalam Negeri
11. Ministry of Home Affairs
12. Kementerian Agama
12. @Z^Zcdbè_åEWæZXZ_^
13. Kementerian Pertahanan
13. Ministry of Defense
14. Kementerian Sosial
14. Ministry of Social Affairs
15. Bakosurtanal
15. Coordinating Agency for Surveys and Mapping
(Bakosurtanal)
16. BPPT
16. BPPT
17. BAPETEN
17. BAPETEN
18. BATAN
18. BATAN
19. Pemerintah Daerah
19. EWXZ_^çæé_fWb^]W^dc
134
TINJAUAN KINERJA
KEUANGAN
Financial Performance Overview
Pembahasan dan analisis mengenai tinjauan kinerja
keuangan Perusahaan dalam Laporan Tahunan 2014,
disusun berdasar Laporan Keuangan PT SUCOFINDO
untuk tahun buku yang berakhir pada 31 Desember 2014,
serta tahun buku 2013 dan 2012 sebagai pembanding.
Analysis and discussion on the Company’s financial
`Wbå_b]çÛW gZdYZ^ dYW &$%( 5^êçæ EW`_bd YçfW TWW^
U_]`ZæWVTçcWV_^dYWCGFH7B:<A8B:Z^çÛZçæEW`_bd
for the fiscal year ending on December 31, 2014 and fiscal
years 2013 and 2012 for comparison.
Laporan Keuangan disusun sesuai Pernyataan Standar
Akuntansi Keuangan (PSAK) di Indonesia, dan telah
VZçeVZd_æWY>ç^d_b5\e^dç^CeTæZ\Eç]çJWVbçVW^Xç^
opini Wajar Dalam Semua Hal Yang Material.
GYW :Z^çÛZçæ EW`_bd Yçc TWW^ U_]`ZæWV TçcWV _^ dYW
Financial Accounting Standards in effect in Indonesia
CF5>ç^VYçcTWW^çeVZdWVTèCeTæZU5UU_e^dç^dEç]ç
Wedra with an unqualified opinion in all material respects.
LABA RUGI KOMPREHENSIF
COMPREHENSIVE INCOME STATEMENT
Perolehan
Laba
Komprehensif
Konsolidasian
FH7B:<A8B`çVçdçYe^&$%(çVçæçYcWTWcçbE`%')"+$
miliar Perolehan tersebut naik 19,9% dibanding tahun
&$%'èç^X]WÛç`çZE`%%' %+]ZæZçb"
SUCOFINDO’s Consolidated Comprehensive Income in
&$%( ç]_e^dWV d_ E`%')"+$ TZææZ_^ ZÛbWçcZ^X Tè %-"-
U_]`çbWVd_dYçdZ^&$%' gYZUYbWçUYWVE`%%'"%+TZææZ_^"
Peningkatan laba disebabkan adanya peningkatan
kerjasama operasi mencapai 48,8%.
Increase in income was due to increased operation
collaboration, reaching 48.8%.
Kami sertakan pula pembahasan dari setiap faktor yang
]W]`W^XçbeYZ`WÛç`çZç^çdçc?çTçEeXZ>_]`bWYW^cZå
Konsolidasian SUCOFINDO, pada bagian selanjutnya.
We have included discussions on all influential factors
towards the achievement of SUCOFINDO’s Consolidated
Comprehensive Income in the following sections.
Tabel Perhitungan Laba Rugi Komprehensif
Table of Comprehensive Income Statement
Uraian
Description
1
Pendapatan
EWfWêW
Realisasi 2014
2014 EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
2013 EWçæZiçdZ_^
Selisih
Difference
2
3
4
(2-3)
(2-4)
Pencapaian
Achievement
(2-3)
(2-4)
1.706.334,8
2.150.879,8
1.730.010,7
(444.545,0)
(23.675,9)
79,3%
98,6%
(1.262.641,4)
(1.410.196,2)
(1.181.126,7)
147.554,8
(81.514,8)
110,5%
93,1%
443.693,4
740.683,6
548.884,1
(296.990,2)
59,9%
80,8%
Pendapatan KSO
Cooperation (KSO)
EWfWêW
179.474,5
100.000,0
120.597,2
79.474,5
58.877,3
179,5%
148,8%
Laba Kotor
setelah KSO
Gross Profit
After KSO
623.167,9
840.683,6
669.481,3
(217.515,7)
(46.313,4)
74,1%
93,1%
Beban Usaha
Operating Expense
(344.509,3)
(543.916,4)
(401.290,7)
199.407,1
56.781,4
136,7%
114,1%
Laba Usaha
Operating Income
278.658,6
296.767,2
268.190,6
(18.108,6)
10.468,0
93,9%
103,9%
Beban Pokok
Pendapatan
7_cd_åEWfWêW
Laba Kotor
Gross Profit
(105.190,7)
135
Laba Sebelum Pajak
Income Before Tax
215.078,4
213.276,7
211.567,5
1.801,7
3.510,8
100,8%
101,7%
Laba Bersih
Net Income
135.700,9
134.410,9
113.172,4
1.290,0
22.528,5
101,0%
119,9%
PENDAPATAN OPERASI PER SEGMEN
OPERATING REVENUE PER SEGMENT
Porsi pendapatan Perusahaan pada tahun 2014 terbesar
berasal dari segmen usaha Mineral dan Batubara. Dari
sisi profit margin, segmen usaha Mineral dan Batubara
masih menempati posisi teratas dalam pencapaian laba
SUCOFINDO yaitu mencapai 31,6%.
The biggest portion from the Company’s revenue in 2014
had been contributed from the Mineral and Coal business
segment. In terms of profit margin, the Mineral and Coal
business segment still occupies the top position in obtaining
profit for SUCOFINDO, having a portion of 31.6%.
Pendapatan usaha di tahun 2014 mengalami penurunan
sebesar 1,4% dibandingkan tahun sebelumnya.
CW^Vç`çdçêcçYç`çVçdçYe^&$%(dWbUçdçdE`%"+$* ''
miliar, sedangkan pendapatan di tahun 2013 tercatat
E`%"+'$ $%]ZæZçb"
Operating revenue in 2014 experienced a decrease by
1.4% compared to that of the previous year. Operating
bWfWêWZ^&$%(YçcTWW^bWU_bVWVçdE`% +$*"''TZææZ_^
whereas the revenue in 2013 had been 2013 tercatat
E`% +'$"$%TZææZ_^"
Penurunan pendapatan usaha disebabkan karena:
» Terdapat ketentuan / regulasi Pemerintah yang
melarang ekspor bahan tambang mentah
» Penyesuaian anggaran belanja Pemerintah dalam
program-program terkait dengan penggunaan
surveyor / konsultan
» Penurunan laju ekpor dan impor pada komoditas
pertanian dan tekstil
» Perijinan bahan baku fumigasi yang terkendala
dengan ketentuan bahan berbahaya.
Decrease in operating revenue may have been caused by:
¾Government regulations prohibiting the export of raw
mining materials
¾Adjustment of the Government’s state budget in
programs employing surveyor / consultant services
¾Declining export and import rate for commodities in
agriculture and textile
¾Permits for fumigant ingredients obstructed by
provisions on dangerous substances.
Perolehan Pendapatan Berdasar Segmen Usaha
Revenue Based on Business Segment
Segmen Usaha
Business Segment
1
Realisasi 2014
2014 EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
2013 EWçæZiçdZ_^
2
3
4
Selisih
Difference
(2-3)
Pencapaian
Achievement
(2-4)
(2-3)
(2-4)
Government I
Government I
147.984,5
193.575,0
100.885,5
(45.590,5)
47.099,0
76,4%
146,7%
Government II
Government II
66.401,0
124.635,8
119.800,8
(58.234,8)
(53.399,8)
53,3%
55,4%
Minyak & Gas
Oil & Gas
386.448,7
519.403,0
296.092,1
(132.954,3)
90.356,6
74,4%
130,5%
52.134,3
180.959,5
68.371,0
(128.825,1)
(16.236,7)
28,8%
76,3%
Komoditi & Solusi
Perdagangan
Commodity & Trade
Solutions
188.033,2
243.244,4
276.896,6
(55.211,2)
(88.863,4)
77,3%
67,9%
Laboratorium
Laboratory
138.324,9
118.893,7
87.647,6
19.431,1
50.677,3
116,3%
157,8%
Mineral & Batubara
Mineral & Coal
539.596,8
524.324,1
574.764,7
15.272,7
(35.167,9)
102,9%
93,9%
Sertifikasi & Eco
Framework
Certification &
Eco Framework
105.994,5
146.244,9
123.958,0
(40.250,4)
(17.963,5)
72,5%
85,5%
Property
Others
26.675,9
21.134,1
30.050,3
5.541,7
(3.374,4)
126,2%
88,8%
Lainnya
Others
66,5
0,0
10.107,6
66,5
(10.041,1)
0,0%
0,7%
Industri
Industry
7çdçdç^.8çæç]=edççÊe`ZçYA_dW.9h`bWccWVZ^@ZææZ_^<8E
136
Secara lebih rinci, kinerja pendapatan usaha per segmen
usaha adalah sebagai berikut :
In more detail, achieved operating revenue for each
business segment can be found as follows:
Government I
Target Revenue (konsolidasi) segmen usaha
é_fWb^]W^d<dçYe^&$%(cWTWcçbE`%(+ -,]ZæZçbçdçe
146,7% dibanding dengan realisasi revenue tahun
&$%'cWTWcçbE`%$$",,]ZæZçb"
Government I
Achieved (consolidated) revenue for the Government
< TecZ^Wcc cWX]W^d Z^ &$%( bWçUYWV E`%(+"-, TZææZ_^
or 146.7% of the actual revenue obtained in 2013,
ç]_e^dZ^Xd_E`%$$",,TZææZ_^"
Government II
é_fWb^]W^d << dçYe^ &$%( cWTWcçb E`** ($ ]ZæZçb
atau 55,4% dibanding dengan realisasi revenue tahun
&$%'cWTWcçbE`%%- ,$]ZæZçb"
Government II
Achieved (consolidated) revenue for the Government
<< TecZ^Wcc cWX]W^d Z^ &$%( bWçUYWV E`**"($ TZææZ_^
ç]_e^dZ^Xd_E`%%-",$TZææZ_^"
Minyak dan Gas
Target Revenue (konsolidasi) segmen usaha Migas
dçYe^ &$%( cWTWcçb E`',* () ]ZæZçb çdçe %'$ )
dibanding dengan realisasi revenue tahun 2013
cWTWcçbE`&-* $-]ZæZçb"
Oil and Gas
Achieved (consolidated) revenue for the business
cWX]W^d _å BZæ ç^V éçc Z^ &$%( bWçUYWV E`',*"()
billion or 130.5% of the actual revenue obtained in
&$%' ç]_e^dZ^Xd_E`&-*"$-TZææZ_^"
Industri
Target Revenue (konsolidasi) segmen usaha Industri
dçYe^ &$%( cWTWcçb E`)& %' ]ZæZçb çdçe +* '
dibanding dengan realisasi revenue tahun 2013
cWTWcçbE`*, '+]ZæZçb"
Industry
Achieved (consolidated) revenue for the Industry
TecZ^Wcc cWX]W^d Z^ &$%( bWçUYWV E`)&"%' TZææZ_^
ç]_e^dZ^Xd_E`*,"'+TZææZ_^"
Mineral dan Batubara
Target Revenue (konsolidasi) segmen usaha Mineral
Vç^ 6çdeTçbç dçYe^ &$%( cWTWcçb E`)'- *$ ]ZæZçb
atau 93,9% dibanding dengan realisasi revenue tahun
&$%'cWTWcçbE`)+( +*]ZæZçb"
Mineral and Coal
Achieved (consolidated) revenue for the Mineral and
7_çæ TecZ^Wcc cWX]W^d Z^ &$%( bWçUYWV E`)'-"*$
billion or 93.9% of the actual revenue obtained in
&$%' ç]_e^dZ^Xd_E`)+("+*TZææZ_^"
Sertifikasi dan Eco Framework
Target Revenue (konsolidasi) segmen usaha Sertifikasi
dan Eco Framework dçYe^ &$%( cWTWcçb E`%$* $
miliar atau 85,5% dibanding dengan realisasi revenue
dçYe^&$%'cWTWcçbE`%&' -+]ZæZçb"
Certification and Eco Framework
Achieved (consolidated) revenue for the Certification
and Eco Framework business segment in 2014
bWçUYWVE`%$*"$TZææZ_^_b,)")_ådYWçUdeçæbWfWêW
_TdçZ^WVZ^&$%' ç]_e^dZ^Xd_E`%&'"-+TZææZ_^"
Laboratorium
?çT_bçd_bZe]dçYe^&$%(cWTWcçbE`%', ']ZæZçbçdçe
&$%'cWTWcçbE`,+ +]ZæZçb"
Laboratory
Achieved (consolidated) revenue for the Laboratory
TecZ^Wcc cWX]W^d Z^ &$%( bWçUYWV E`%',"' TZææZ_^
ç]_e^dZ^Xd_E`,+"+TZææZ_^"
Komoditi dan Solusi Perdagangan
Target Revenue (konsolidasi) segmen usaha Komoditi
Vç^F_æecZCWbVçXç^Xç^dçYe^&$%(cWTWcçbE`%,, $
dçYe^&$%'cWTWcçbE`&+* -]ZæZçb"
Commodity and Trade Solutions
Achieved (consolidated) revenue for the Commodity
and Trade Solutions business segment in 2014
bWçUYWVE`%,,"$TZææZ_^_b*+"-_ådYWçUdeçæbWfWêW
_TdçZ^WVZ^&$%' ç]_e^dZ^Xd_E`&+*"-TZææZ_^"
137
Perolehan Pendapatan dari Anak Perusahaan
Revenue from Subsidiary Companies
Anak Perusahaan
Subsidiaries
Realisasi 2014
2014 EWçæZiçdZ_^
Target 2014
2014 Target
2
3
53.016,7
55.243,8
32.300,5
(2.227,1)
1.657,7
23.221,4
10.113,5
(21.563,7)
1
PT SAU
PT EPISI
Realisasi 2013
2013 EWçæZiçdZ_^
Selisih
Difference
4
(2-3)
Pencapaian
Achievement
(2-4)
(2-3)
(2-4)
20.716,2
96,0%
164,1%
(8.455,8)
7,1%
16,4%
7çdçdç^.8çæç]=edçEe`ZçYA_dW.9h`bWccWVZ^@ZææZ_^<8E
Pendapatan anak Perusahaan pada tahun 2014 sebesar
E`)( +]ZæZçb^çZ\&, -VçbZ&$%'cWTWcçbE`(& (]ZæZçb"
Kenaikan tersebut disebabkan adanya penambahan
proyek optimalisasi aset PT Kertas Nusantara yang
pendapatannya baru dapat diinvoicekan tahun 2014
cWTWcçbE`'$]ZæZçb"
EWfWêWåb_]ceTcZVZçbèU_]`ç^ZWcZ^&$%(ç]_e^dWVd_
E`)("+TZææZ_^ ZÛbWçcZ^XTè&,"-åb_]dYW&$%'ç]_e^d
_åE`(&"(TZææZ_^"GYZcZÛbWçcWZcUçecWVTèdYWçVVZdZ_^
of a previous asset optimization project from PT Kertas
Nusantara with an invoice processed in 2014, valued at
E`'$TZææZ_^"
Cost of Revenue
Segmen Usaha
Business Segment
1
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
4
2
3
Government I
Government I
120.028,6
150.067,0
Government II
Government II
69.341,9
Selisih
Difference
Pencapaian
Achievement
(2-3)
(2-4)
70.288,0
(30.038,4)
49.740,6
80,0%
170,8%
104.237,2
112.562,7
(34.895,3)
(43.220,8)
66,5%
61,6%
336.444,1
362.670,2
253.176,4
(26.226,1)
83.267,7
92,8%
132,9%
45.122,3
128.220,3
46.428,4
(83.098,0)
(1.306,2)
35,2%
97,2%
144.998,7
159.213,9
207.221,1
(14.215,2)
(62.222,4)
91,1%
70,0%
Laboratorium
Laboratory
94.310,2
69.878,4
49.824,4
24.431,8
44.485,8
135,0%
189,3%
Mineral & Batubara
Mineral & Coal
295.113,0
274.630,4
283.255,7
20.482,6
11.857,3
107,5%
104,2%
Sertifikasi & Eco
Framework
Certification &
Eco Framework
62.888,8
85.984,0
67.433,3
(23.095,3)
(4.544,5)
73,1%
93,3%
Property
Property
20.682,9
16.497,4
13.196,0
4.185,4
7.486,9
125,4%
156,7%
Lainnya
Others
16.647,9
0
46.422,1
16.647,9
(29.774,2)
0,0%
35,9%
PT SAU
PT SAU
32.321,6
38.946,8
27.264,3
(6.625,2)
5.057,3
83,0%
118,5%
PT EPISI
PT EPISI
24.741,6
19.850,6
4.054,3
4.891,0
20.687,3
124,6%
610,3%
1.262.641,5
1.410.196,2
1.181.126,8
(147.554,7)
81.514,7
89,5%
106,9%
Minyak & Gas
Oil & Gas
Industri
Industry
Komoditi & Solusi
Perdagangan
Commodity & Trade
Solutions
Jumlah
Total
(2-3)
(2-4)
Beban pokok pendapatan pada tahun 2014 adalah
E`%"&*& * ]ZæZçb ^çZ\ * - VZTç^VZ^X dçYe^ &$%'
cWTWcçbE`%"%,% %]ZæZçb"5Vçè^åç\d_b!åç\d_bedç]çèç^X
mempengaruhi naiknya beban pokok pendapatan,
adalah: inflasi atau kenaikan harga peralatan operasi.
7_cd _å bWfWêW Z^ &$%( ç]_e^dWV d_ E`% &*&"* TZææZ_^ ZÛbWçcZ^XTè*"-U_]`çbWVd_dYW&$%'fçæeW_åE`% %,%"%
billion. The main contributing factors to the total cost of
revenue are : inflation or increased prices of operating
equipment.
138
Government I
Beban Pokok Pendapatan (konsolidasi) segmen
ecçYç é_fWb^]W^d < dçYe^ &$%( cWTWcçb E` %&$ $&
dçYe^&$%'cWTWcçbE`+$ ']ZæZçb"
Government II
ecçYç é_fWb^]W^d << dçYe^ &$%( cWTWcçb E`*- '(
dçYe^&$%'cWTWcçbE`%%& )*]ZæZçb"
Minyak dan Gas
ecçYç@ZXçcdçYe^&$%(cWTWcçbE`''* ((]ZæZçbçdçe
&$%'cWTWcçbE`&)' %+]ZæZçb"
Industri
ecçYç<^VecdbZdçYe^&$%(cWTWcçbE`() %&]ZæZçbçdçe
97,2% dibanding dengan realisasi revenue tahun 2013
cWTWcçbE`(* (]ZæZçb"
Minyak dan Batubara
Beban Pokok Pendapatan (konsolidasi) segmen usaha
@Z^Wbçæ Vç^ 6çdeTçbç dçYe^ &$%( cWTWcçb E`&-) %%
dçYe^&$%'cWTWcçbE`&,' &*]ZæZçb"
Sertifikasi dan Eco Framework
usaha Sertifikasi dan Eco Framework tahun 2014
cWTWcçbE`*& ,,]ZæZçbçdçe-' 'VZTç^VZ^XVW^Xç^
realisasi revenuedçYe^&$%'cWTWcçbE`*+ (']ZæZçb"
Laboratorium
Government I
Cost of revenue (consolidated) for the Government
< TecZ^Wcc cWX]W^d Z^ &$%( ç]_e^dWV d_ E`%&$"$&
billion or 170.8% cof the actual revenue obtained in
&$%' ç]_e^dZ^Xd_E`+$"'TZææZ_^"
Government II
Cost of revenue (consolidated) for the Government II
TecZ^WcccWX]W^dZ^&$%(ç]_e^dWVd_E`*-"'(TZææZ_^
or 61.6% cof the actual revenue obtained in 2013,
ç]_e^dZ^Xd_E`%%&")*TZææZ_^"
Oil and Gas
Cost of revenue (consolidated) for the Oil and Gas
TecZ^Wcc cWX]W^d Z^ &$%( ç]_e^dWV d_ E`''*"((
&$%' ç]_e^dZ^Xd_E`&)'"%+TZææZ_^"
Industry
Cost of revenue (consolidated) for the Industry
TecZ^WcccWX]W^dZ^&$%(ç]_e^dWVd_E`()"%&TZææZ_^
ç]_e^dZ^Xd_E`(*"(TZææZ_^"
Mineral and Coal
Cost of revenue (consolidated) for the Mineral and
7_çæTecZ^WcccWX]W^dZ^&$%(ç]_e^dWVd_E`&-)"%%
&$%' ç]_e^dZ^Xd_E`&,'"&*TZææZ_^"
Certification and Eco Framework
Cost of revenue (consolidated) for the Certification and
Eco Framework business segment in 2014 amounted
d_ E`*&",, TZææZ_^ _b -'"' U_å dYW çUdeçæ bWfWêW
_TdçZ^WVZ^&$%' ç]_e^dZ^Xd_E`*+"('TZææZ_^"
Laboratory
Beban Pokok Pendapatan (konsolidasi) segmen usaha
?çT_bçd_bZe]dçYe^&$%(cWTWcçbE`-( '%]ZæZçbçdçe
&$%'cWTWcçbE`(- ,&]ZæZçb"
Cost of revenue (consolidated) for the Laboratory
TecZ^WcccWX]W^dZ^&$%(ç]_e^dWVd_E`-("'%TZææZ_^
ç]_e^dZ^Xd_E`(-",&TZææZ_^"
Komoditi dan Solusi Perdagangan
usaha Komoditi dan Solusi Perdagangan tahun 2014
cWTWcçbE`%() $]ZæZçbçdçe+$ $VZTç^VZ^XVW^Xç^
realisasi revenue dçYe^ &$%' cWTWcçb E`&$+ &&
miliar.
Commodity and Trade Solutions
Cost of revenue (consolidated) for the Commodity and
Trade Solutions business segment in 2014 amounted
d_ E`%()"$ TZææZ_^ _b +$"$ U_å dYW çUdeçæ bWfWêW
_TdçZ^WVZ^&$%' ç]_e^dZ^Xd_E`&$+"&&TZææZ_^"
LABA KOTOR
GROSS PROFIT
Laba kotor Perusahaan pada tahun 2014 mencapai
cWTWcçb E`*&' %+ ]ZæZçb debe^ * - VZTç^VZ^X\ç^
`Wb_æWYç^dçYe^&$%'cWTWcçbE`**- (,]ZæZçb"CWêbe^ç^
ini terjadi karena pencapaian pendapatan sebesar
98,6% sedangkan biaya meningkat 1,5% komposisi biaya
terdiri dari biaya tetap sebesar 47% disamping itu terjadi
fluktuasi mata uang rupiah yang mengakibatkan hargaharga cenderung meningkat.
GYW 7_]`ç^è¼c Xb_cc `b_Äd Z^ &$%( bWçUYWV E`*&'"%+
billion, decreasing by 6.9% compared to 2013’s profit
_å E`**-"(, TZææZ_^" GYZc VWUbWçcW çbZcWc VeW d_ dYW
Company’s revenue became 98.6% of what it had been
whereas costs increased by 1.5%, composed of 47% fixed
expenses and the rest is caused by fluctuation in rupiah’s
exchange rate, leading to increased prices.
139
BEBAN USAHA
GENERAL AND ADMINISTRATIVE EXPENSES
Beban umum dana administrasi pada tahun 2014 tercatat
cWTWcçb E`'(( )% ]ZæZçb debe^ %( % VZTç^VZ^X dçYe^
&$%'èç^X]WÛç`çZE`($% &-]ZæZçb";çæZ^ZVZcWTçT\ç^
karena dilakukannya efisiensi pada pos-pos biaya, biaya
kantor, biaya pemasaran dan lainnya.
General and administrative expenses in 2014 were
bWU_bVWV çd E`'((")% TZææZ_^ VWUbWçcZ^X Tè %("%
U_]`çbWVd_dYçdZ^&$%' gYZUYbWçUYWVE`($%"&-TZææZ_^"
This is due to improved efficiency in expense posts, office
expenses, marketing expenses, and so forth.
Beban Administrasi dan
Umum
General and Administration
Expenses
Realisasi 2014
2014 EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
2013 Realization
1
2
3
4
216.630,2
317.022,9
-
Beban Perjalanan Dinas
Business Travel Expenses
Selisih
Difference
Pencapaian
Achievement
(2-3)
(2-4)
(2-3)
(2-4)
281.537,6
(100.392,8)
(64.907,4)
68,3%
76,9%
2.572,8
760,5
(2.572,8)
(760,5)
0,0%
0,0%
8.478,2
15.506,0
11.522,1
(7.027,8)
(3.043,9)
54,7%
73,6%
Beban Operasional
Operational Expenses
5.887,5
3.578,6
4.542,2
2.308,9
1.345,3
164,5%
129,6%
Beban Fasilitas & Property
Intern
Internal Property & Facility
Expenses
19.073,7
28.154,2
35.629,0
(9.080,4)
(16.555,3)
67,7%
53,5%
4.816,6
4.424,0
6.000,2
392,5
(1.183,7)
108,9%
80,3%
39.399,8
115.615,4
24.630,9
(76.215,7)
14.768,9
34,1%
160,0%
248,2
4.791,4
3.056,0
(4.543,2)
(2.807,8)
5,2%
8,1%
29.894,9
40.661,4
22.634,8
(10.766,5)
7.260,1
73,5%
132,1%
PT SAU
15.321,6
10.772,5
7.030,3
4.549,1
8.291,3
142,2%
217,9%
PT EPISI
4.758,6
817,1
3.947,0
3.941,5
811,6
582,4%
120,6%
344.509,3
543.916,4
401.290,7
(199.407,1)
(56.781,4)
63,3%
85,9%
Beban Pegawai
Employee Expenses
Beban Tenaga Ahli
Expert Staff Expenses
Beban Penyusutan &
Amortisasi
Depreciation &
Amortization Expenses
Beban Kantor & Diklat
Office & Training Expenses
Beban Promosi
Promotional Expenses
Beban Umum
General Expenses
Jumlah
Total
LABA USAHA
OPERATING INCOME
?çTçecçYç`çVçdçYe^&$%(dWbUçdçdcWTWcçbE`&+, **
miliar, Pencapaian tersebut naik sebesar 3,9% dibanding
æçTç ecçYç dçYe^ &$%' cWTWcçb E`&*, %- ]ZæZçb"
Peningkatan tersebut dikarenakan adanya efisiensi di
pada pos-pos biaya usaha.
Operating income in the year 2014 has been recorded
çdE`&+,"**TZææZ_^ ZÛbWçcZ^XTè'"-U_]`çbWVd_dYW
&$%'_`WbçdZ^XZÛ_]W_åE`&*,"%-TZææZ_^"GYZcZÛbWçcW
is due to cost efficiency programs in business expense
posts.
PENDAPATAN DAN BEBAN LAIN-LAIN
OTHER REVENUES AND EXPENSES
Pendapatan dan beban lain-lain pada tahun 2014
cWTWcçbE`*' *]ZæZçb ^çZ\cWTWcçb%& 'VZTç^VZ^X\ç^
dçYe^&$%'cWTWcçbE`)* *]ZæZçb">W^çZ\ç^VZcWTçT\ç^
adanya kenaikan biaya lainnya dengan adanya program
rightsizing dan pensiun dini.
Other revenues and expenses in 2014 amounted to
E`*'"*TZææZ_^ ZÛbWçcZ^XTè%&"'U_]`çbWVd_dYW&$%'
fçæeW_åE`)*"*TZææZ_^"GYZcZcVeWd_ç^ZÛbWçcWZ^_dYWb
expenses due to the presence of rightsizing and early
retirement programs.
140
Pendapatan dan Beban Lain-lain
Other Revenues and Expenses
Pendapatan dan
Beban Lain-Lain
BdYWbEWfWêWcç^V
Expenses
1
Pendapatan Bunga
<^dWbWcdcEWfWêW
Pendapatan Utilisasi Aset
HdZæZiçdZ_^_å5ccWdcEWfWêW
Pendapatan Lain-Lain
BdYWbEWfWêWc
?çTç#EeXZFWæZcZY>ebc
Profit / Loss from Exchange
EçdW8ZååWbWÛWc
Beban Bunga
Interests Expenses
Proses Penurunan Nilai
Piutang
<]`çZb]W^d_åEWUWZfçTæW
Keuntungan Kontribusi
Modal Non Moneter Ke
Pengendalian Bersama
Entitas
Profit from Non-Monetary
Capital Contribution to Joint
IW^debW9^dZdZWc
Jumlah
Total
Realisasi 2014
&$%(EWçæZiçdZ_^
2
Target 2014
2014 Target
3
Realisasi 2013
&$%'EWçæZiçdZ_^
4
Selisih
Difference
(2-3)
(2-4)
Pencapaian
Achievement
(2-3)
(2-4)
4.886,5
1.750,0
2.166,5
3.136,5
2.720,0
1,8%
1,3%
559,9
0
778,5
559,9
(218,6)
0,0%
(0,3%)
(64.132,9)
(86.830,0)
(88.283,8)
22.697,0
24.150,8
(0,3%)
(0,3%)
(5.217,5)
5.000,0
23.669,0
(10.217,5)
(28.886,5)
(2,0%)
(1,2%)
(2.024,3)
(6.600,0)
(1.580,4)
4.575,7
(443,8)
(0,7%)
0,3%
0
0
0
0
0
0,0%
0,0%
2.348,1
1.250,0
6.627,2
1.098,1
(4.279,1)
0,9%
(0,6%)
(63.580,2)
(85.430,0)
(56.623,1)
21.849,8
(6.957,1)
(0,3%)
0,1%
LABA TAHUN BERJALAN
INCOME FOR THE YEAR
Perusahaan membukukan laba tahun berjalan pada tahun
&$%( cW[e]æçY E`%(- *) ]ZæZçb" CWb_æWYç^ Z^Z TWb\ebç^X
' ( VZTç^VZ^X dçYe^ &$%' cWTWcçb E`%)( -' ]ZæZçb"
Pencapaian ini memiliki arti laba tahun ini telah mencapai
anggarannya tetapi belum melampaui pencapaian tahun
sebelumnya.
The Company has achieved net income for the current
èWçb _å &$%( ç]_e^dZ^X d_ E`%(-"*) TZææZ_^" GYZc ZÛ_]W
VWUbWçcWVTè'"(U_]`çbWVd_dYW&$%'fçæeW_åE`%)("-'
billion. This can be interpreted to mean that income for the
year has reached targets within the budget but has not
exceeded the performance of the previous year.
PENDAPATAN KOMPREHENSIF LAIN
OTHER COMPREHENSIVE REVENUES
Pendapatan komprehensif lain setelah pajak muncul
cWdWæçYVZTWbæç\e\ç^^èçCF5>A_"%EWfZcZ&$$-dW^dç^X
“Penyajian Laporan Keuangan”, yang berlaku efektif per
1 Januari 2011.
Other comprehensive revenues after tax has been
required since Financial Accounting Standard No. 1 (2009
EWfZcZ_^bWXçbVZ^X¹CbWcW^dçdZ_^_å:Z^çÛZçæEW`_bdºYçc
been in effect per January 1, 2011.
LABA KOMPREHENSIF TAHUN BERJALAN
COMPREHENSIVE INCOME
Perusahaan mencatat laba komprehensif tahun berjalan
cWTWcçb E`%') +$ ]ZæZçb ^çZ\ %- - VZTç^VZ^X\ç^ dçYe^
&$%'èç^X]WÛç`çZcWTWcçbE`%%' %+]ZæZçb"
The Company has recorded a comprehensive income for
dYW UebbW^d èWçb _å &$%( ç]_e^dZ^X d_ E`%')"+$ TZææZ_^ increasing by 19.9% compared to the 2013 value, which
bWçUYWVE`%%'"%+TZææZ_^"
LABA KOMPREHENSIF YANG DAPAT DIDISTRIBUSIKAN
KEPADA KEPENTINGAN NON PENGENDALI
COMPREHENSIVE INCOME ATTRIBUTABLE TO NONCONTROLLING INTERESTS
Laba komperehensif yang dapat didistribusikan kepada
\W`W^dZ^Xç^^_^!`W^XW^VçæZdWbUçdçdcWTWcçbE`+-, )-[edç"
Comprehensive income attributable to non-controlling
Z^dWbWcdcYçcTWW^bWU_bVWVçdE`+-,")-]ZææZ_^"
141
KINERJA POSISI KEUANGAN
PER 31 DESEMBER 2014
Company Financial Performance
As Of December 31, 2014
ASET LANCAR
CURRENT ASSETS
5cWdæçÛçb`çVçdçYe^&$%(dWbUçdçdcWTWcçbE`%"$'' +&
miliar, bertambah 120,6% dibandingkan tahun 2013 tercatat
cWTWcçbE`,)+ ']ZæZçb";çæZ^ZVZcWTçT\ç^\W^çZ\ç^\çc
dan setara kas dan bertambahnya persediaan.
7ebbW^dçccWdcZ^&$%(YçfWTWW^bWU_bVWVçdE`% $''"+&
billion, increasing by 120.6% compared to the 2013 value
_åE`,)+"'TZææZ_^"GYZcZcVeWd_ç^ZÛbWçcWZÛçcYç^V
equivalents and supplies.
Aset Lancar
Current Assets
1
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
2
3
4
Selisih
Difference
(2-3)
(2-4)
Pencapaian
Achievement
(2-3)
(2-4)
Kas dan Bank
Cash and Bank
330.112,6
247.306,7
187.704,8
82.805,9
142.407,8
133,5%
175,9%
Piutang Usaha Bersih
AWdEWUWZfçTæW
417.394,2
376.098,4
336.057,9
41.295,8
84.074,2
111,0%
125,2%
Piutang Lain-Lain
BdYWbEWUWZfçTæWc
32.498,4
23.695,1
58.619,07
8.803,3
(29.158,7)
137,2%
52,7%
Persediaan
Inventory
28.859,9
20.724,1
26.803,5
8.135,8
2.056,5
139,3%
107,7%
Pembayaran di Muka
Upfront Payment
8.769,2
12.028,5
12.723,2
(3.259,3)
(3.950,3)
72,9%
68,9%
Pajak Dibayar di Muka
Prepaid Tax
2.320,5
3.987,1
8.093,7
(1.666,6)
(5.773,2)
58,2%
28,7%
Bagian Lancar
Atas Beban yang
Ditangguhkan
Current Portion of
Deferred Expenses
213.762,6
116.338,1
226.985,1
97.424,5
(13.222,5)
183,7%
94,2%
Jumlah
Total
1.033.717,4
800.178,0
857.287,3
233.539,4
176.433,8
129,2%
120,6%
ASET TIDAK LANCAR
FIXED ASSETS
5cWd dZVç\ æçÛçb dçYe^ &$%( cWTWcçb E`'') '' ]ZæZçb debe^( +VZTç^VZ^XdçYe^&$%'cWTWcçbE`')% *-]ZæZçb"
Penurunan ini disebabkan karena adanya penurunan
pada aset tetap dan aset lainnya.
Fixed assets in the year 2014 have been valued at
E`'')"'' TZææZ_^ VWUbWçcZ^X Tè ("+ U_]`çbWV d_ dYW
&$%' fçæeW _å E`')%"*- TZææZ_^" GYW 7_]`ç^è gW^d
through a decrease in fixed assets and other assets.
Aset Tidak Lancar
Fixed Assets
1
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
2
3
4
Selisih
Difference
Pencapaian
Achievement
(2-3)
(2-4)
(2-3)
(2-4)
Aset Pajak Tangguhan
Assets from Deferred
Taxes
47.094.36
45.272.20
48.914.31
1.822.2
(1.819.9)
104,0%
96,3%
Penyertaan
Investment
20.244.50
76.006.60
19.570.19
(55.762.1)
674.3
26,6%
103,4%
Nilai Aset Tetap (Net)
AWd:ZhWV5ccWdIçæeW
244.940,61
329.159,20
257.351,06
(84.218,6)
(12.410,5)
74,4%
95,2%
142
Pegawaian Dalam
Pelaksanaan
Ongoing Projects
0
Aset Tidak Lancar
Lainnya
Other Fixed Assets
Jumlah Total
0
0
0
0
0,0%
0,0%
23.053,53
52.355,30
25.860,36
(29.301,8)
(2.806,8)
44,0%
89,1%
335.332,99
502.793,30
351.695,92
(167.460,3)
(16.362,9)
66,7%
95,3%
LIABILITAS
LIABILITIES
G_dçææZçTZæZdçc`çVçdçYe^&$%(çVçæçYcWTWcçbE`))% $'
miliar, meningkat 9,5% dibanding tahun 2013 sebesar
E`)$' ',]ZæZçbCW^Z^X\çdç^VZcWTçT\ç^\çbW^ççVç^èç
utang usaha, uang bank, biaya yang masih harus dibayar.
?ZçTZæZdZWc Z^ dYW èWçb &$%( bWçUYWV ç d_dçæ _å E`))%"$'
billion, increasing by 9.5% compared to the 2013 value
_åE`)$'"',TZææZ_^"GYWZÛbWçcWZcUçecWVTèTecZ^Wcc
debts, bank loans, and expenses which require payment.
Liabilitas Lancar
Liabilitas lancar pada tahun 2014 adalah sebesar
E`(&, (- ]ZæZçb ^çZ\ %+ ( VZTç^VZ^X dçYe^ &$%'
cWTWcçb E`'*) $( ]ZæZçb" CW^Z^X\çdç^ VZcWTçT\ç^
karena adanya utang usaha, uang bank, biaya yang
masih harus dibayar.
Current Liabilities
Current liabilities in the year 2014 have been valued
çdE`(&,"(-TZææZ_^ ZÛbWçcZ^XTè%+"(U_]`çbWVd_
dYW &$%' fçæeW _å E`'*)"$( TZææZ_^" GYW ZÛbWçcW Zc
caused by business debts, bank loans, and expenses
which require payment.
Liabilitas Lancar
Current Liabilities
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
2
3
4
(2-3)
(2-4)
Hutang Usaha
Liabilities
102.522,1
89.608,4
74.705,8
12.913,7
27.816,3
114,4%
137,2%
Pinjaman Bank
Bank Loans
52.071,7
30.000,0
30.600,0
22.071,7
21.471,7
173,6%
170,2%
0
0
0
0
0
0,0%
0,0%
Uang Muka Penjualan
Down Payment for Sales
32.381,7
31.518,5
40.613,4
863,2
(8.231,7)
102,7%
79,7%
Pendapatan Diterima di Muka
H^Wçb^WVEWfWêW
4.335,3
26.941,4
5.181,0
(22.606,1)
(845,7)
16,1%
83,7%
162.003,2
104.462,9
142.617,1
57.540,3
19.386,1
155,1%
113,6%
72.345,8
64.314,2
59.369,8
8.031,6
12.976,1
112,5%
121,9%
0
0
3.245,3
0
(3.245,3)
0,0%
0,0%
2.830,4
7.227,4
8.711,2
(4.397,0)
(5.880,9)
39,2%
32,5%
428.490,2
354.072,8
365.043,5
74.417,4
63.446,6
121,0%
117,4%
1
Pinjaman Bank Jatuh Tempo
Dalam 1 Tahun
Bank Loans Due in One Year
Biaya Masih Harus Dibayar
Deferred Expenses
Hutang Pajak
Taxes Payable
Premi Asuransi THT / JHT
Old-Age Benefit Insurance
Premium
Hutang Jangka Pendek Lainnya
Other Short-Term Lialibilities
Jumlah
Total
Selisih
Difference
Pencapaian
Achievement
(2-3)
(2-4)
Liabilitas Tidak Lancar
?ZçTZæZdçc dZVç\ æçÛçb dçYe^ &$%( ]WÛç`çZ E`%&& )(
]ZæZçbdebe^%% (VZTç^VZ^XdçYe^&$%'cWTWcçbE`%', '(
miliar. Dikarenakan adanya penurunan nilai liabilitas
imbalan kerja dan utang jangka panjang lainnya.
143
Non Current Liabilities
Non current liabilities for the year 2014 have been
fçæeWV çd E`%&&")( TZææZ_^ VWUbWçcZ^X Tè %%"(
U_]`çbWVd_dYW&$%'fçæeW_åE`%',"'(TZææZ_^"GYZc
is due to a decrease in the liability value of work
compensation and other long-term loans.
Liabilitas Tidak Lancar
Noncurrent Liabilities
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
Selisih
Difference
1
2
3
4
(2-3)
Pencapaian
Achievement
(2-4)
(2-3)
(2-4)
Pinjaman Jangka
Panjang
Long Liabilities
0
617,0
1.040,0
(617,0)
(1.040,0)
0,0%
0,0%
118.988,4
181.229,1
132.228,2
(62.240,7)
(13.239,8)
65,7%
90,0%
3.555,3
7.917,2
5.068,7
(4.361,9)
(1.513,4)
44,9%
70,1%
122.543,7
189.763,3
138.336,9
(67.219,6)
(15.793,2)
64,6%
88,6%
Hutang Manfaat
Pasca Kerja
Liabilities for PostEmployment Benefits
Hutang Jangka
Panjang Lainnya
Other Long Term
Liabilities
Jumlah
Total
EKUITAS
EQUITY
9\eZdçc CWbecçYçç^ dçYe^ &$%( cWTWcçb E`,%, $& ]ZæZçb
^çZ\ %) - VZTç^VZ^X dçYe^ &$%' cWTWcçb E`+$) *$
miliar. Peningkatan terjadi disebabkan karena kenaikan
cadangan.
Company Equity for the year 2014 has been valued
çd E`,%,"$& TZææZ_^ ZÛbWçcZ^X Tè %)"- U_]`çbWV d_
dYW &$%' fçæeW _å E`+$)"*$ TZææZ_^" GYZc Zc UçecWV Tè
increased reserves.
EKUITAS
Equity
Realisasi 2014
&$%(EWçæZiçdZ_^
1
Modal Disetor
Paid-Up Capital
Cadangan
Allowance
Selisih Penilaian
Ekuitas
Difference in Equity
IçæeçdZ_^
FçæV_?çTçEeXZ
Ditahan
EWdçZ^WVéçZ^?_cc
Kepentingan Non Pengendali
Other Long Term
Liabilities
Jumlah Total
2
Target 2014
2014 Target
3
Realisasi 2013
&$%'EWçæZiçdZ_^
4
Selisih
Difference
(2-3)
Pencapaian
Achievement
(2-4)
(2-3)
(2-4)
300.000,0
300.000,0
300.000,0
0
0
100,0%
100,0%
425.153,5
323.382,6
292.392,3
101.770,9
132.761,2
131,5%
145,4%
369,0
0
369,0
369,0
0
0,0%
100,0%
93.140,3
134.410,8
113.461,2
(41.270,5)
(20.320,9)
69,3%
82,1%
(646,3)
369,0
(623,4)
(1.015,3)
(22,9)
175,2%
96,3%
818.016,5
758.162,4
705.599,1
59.854,1
112.417,4
107,9%
115,9%
144
KINERJA ARUS KAS PERUSAHAAN
PER 31 DESEMBER 2014
Company Cash Flow Performance
as of December 31, 2014
Pada tahun 2014, PT SUCOFINDO (Persero) membukukan
cçæV_ç\YZb\çccWTWcçbE`''$ %%]ZæZçb"=e]æçYdWbcWTed
naik 75,9% dibanding tahun 2013 yang mencatatkan
cçæV_ç\YZb\çccWTWcçbE`%,+ +$]ZæZçb"
Arus Kas
Cash Flows
1
In 2014, PT SUCOFINDO (Persero) recorded a closing
UçcYTçæçÛW_åE`''$"%%TZææZ_^"GYZccY_gcç^ZÛbWçcW
of 75.9% compared to that of 2013, which recorded a
Uæ_cZ^XUçcYTçæçÛW_åE`%,+"+$TZææZ_^"
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
2
3
4
Selisih
Difference
(2-3)
Pencapaian
Achievement
(2-4)
(2-3)
(2-4)
Arus Kas Dari Aktivitas
Operasi
Cash Flows from Operating
Activities
191.366,4
276.173,2
124.252,8
84.806,8
67.113,6
69,3%
154,0%
Arus Kas Dari Aktivitas
Investasi
Cash Flows from Investing
Activities
(47.146,8)
(220.658,7)
(94.198,8)
173.511,9
47.052,0
178,6%
149,9%
(1.811,8)
5.428,9
(32.891,6)
7.240,7
31.079,8
33,4%
194,5%
Kenaikan Bersih Kas dan
Setara Kas
Net Increase in Cash and
Cash Equivalents
142.407,8
60.943,4
(2.837,7)
81.464,4
145.245,5
233,7%
5.218,5%
Saldo Kas dan Setara Kas
Awal Tahun
Cash and Cash Equivalent
Beginning Balance
187.704,8
186.363,2
190.542,5
1.341,6
(2.837,7)
100,7%
98,5%
Saldo Akhir Kas dan Setara
Kas
Cash and Cash Equivalent
Ending Balance
330.112,6
247.306,6
187.704,8
82.806,0
142.407,8
133,5%
175,9%
Arus Kas dan Aktivitas
Pendanaan
Cash Flows from Financing
Activities
t
Arus Kas dari Kegiatan Operasi
Arus kas dari kegiatan operasi pada tahun 2014
cWTWcçb E`%-% '+ ]ZæZçb ^çZ\ )( $ VZTç^VZ^X dçYe^
&$%'èç^X]WÛç`çZcWTWcçbE`%&( &)]ZæZçb";çæZ^Z
terjadi karena adanya kenaikan laba bersih sebelum
pajak, penambahan pendapatan akan diterima,
piutang lain-lain dan utang usaha.
t
Cash Flows from Operating Activities
Cash flow from operating activities in 2014 amounted
d_ E`%-%"'+ TZææZ_^ ZÛbWçcZ^X Tè )("$ U_]`çbWV
d_ dYW &$%' fçæeW _å E`%&("&) TZææZ_^" GYZc Zc VeW
to an increase in net profit before taxes, increase
in upcoming revenue, business debts and other
receivables.
t
Arus Kas dari Kegiatan Investasi
Arus kas dari kegiatan investasi pada tahun 2014
cWTWcçb E`(+ %) ]ZæZçb ^çZ\ (- - VZTç^VZ^X dçYe^
&$%' cWTWcçb E`-( &$ ]ZæZçb" ;çæ Z^Z dWb[çVZ \çbW^ç
adanya perolehan aset tetap.
t
Cash Flows from Investing Activities
Cash flow from investing activities in 2014 amounted
d_E`(+"%)TZææZ_^ ZÛbWçcZ^XTè(-"-U_]`çbWVd_
dYW&$%'fçæeW_åE`-("&$TZææZ_^"GYZcZcVeWd_dYW
obtainment of fixed assets.
t
t
Arus Kas dari Kegiatan Pendanaan
Arus kas dari kegiatan pendanaan selama tahun
&$%( çVçæçY cWTWcçb E`% ,% ]ZæZçb ^çZ\ -( )
VZTç^VZ^XdçYe^&$%'cWTWcçbE`'& ,-]ZæZçb";çæ
ini disebabkan karena adanya kenaikan pinjaman
jangka pendek.
145
Cash Flows from Financing Activities
Cash flow from financing activities in 2014
ç]_e^dWV d_ E`%",% TZææZ_^ ZÛbWçcZ^X Tè -(")
U_]`çbWV d_ dYW &$%' fçæeW _å E`'&",- TZææZ_^"
This is due to an increase in short-term loans.
KEMAMPUAN MEMBAYAR UTANG SOLVABILITY
SOLVENCY
EçcZ_ F_æfçTZæZdçc CWbecçYçç^ dçYe^ &$%( [Z\ç
dibandingkan dengan tahun 2013 cenderung mengalami
`Wêbe^ç^ cWTWcçb ' -" EçcZ_ \çc `WbecçYçç^ dçYe^
2014 jika dibandingkan dengan tahun 2013 cenderung
mengalami kenaikan sebesar 25,6%.
Solvency ratios in 2014 compared to 2013 tended to
experience a decrease to 3.9%. Cash ratio in 2014
compared to the year 2013 are increase to 25.6%.
Rasio Solvabilitas
Solvency Ratio
1
Realisasi 2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
&$%'EWçæZiçdZ_^
2
3
4
Selisih
Difference
Pencapaian
Achievement
(2-3)
(2-4)
(2-3)
(2-4)
8WTdG_9aeZdèEçdZ_
8WTdG_9aeZdèEçdZ_
67,3%
71,7%
71,3%
0,0
0,0
93,9%
94,4%
7çcYEçdZ_
7çcYEçdZ_
77,0%
69,8%
51,4%
0,1
0,3
110,3%
149,8%
t
Tingkat Kolektibilitas Piutang
Terdapat peningkatan piutang usaha tahun 2014
sebesar 89 hari dibanding tahun 2013 sebesar 71 hari,
hal ini disebabkan karena adanya piutang usaha
yang tidak dapat ditagih dan piutang macet tidak
dapat diserahkan kepada petugas negara (KPKLN)
sejak tahun 2013.
Receivable Turnover Ratio
There is an increase account receivable in 2014 by
89 days as compared to the year 2013 are just 71
days. Account receivable experienced an increase by
24.0% due to increase in bad debts which could not
be handed over to state officials (KPKLN) from 2013.
t
Struktur Modal dan Kebijakan Modal
Struktur modal Perusahaan pada tahun 2014 terdiri
dari 40% utang dan 22% modal sendiri. Struktur Modal
dan Kebijakan Modal sesuai dengan perubahan
dWbç\YZbTWbVçcçb\ç^YçcZæEHCF"
Capital Structure and Capital Policy
Capital structure of the Company in 2014 consists
of 40% debt and 22% equity. Capital Structure and
Capital Policy shall be adapted to recent changes
based on results of GMS.
t
Ikatan Material Atas Investasi Barang Modal
Tidak ada ikatan material atas investasi barang modal
sepanjang tahun 2014.
Commitment to Capital Goods Investment
There is no material boundaries as capital good
investment around year 2014.
t
Informasi dan Fakta Material setelah Tanggal
Laporan Akuntan
Subsequent Discovery of Material Facts and
Information Existing after the Date of the
Accountant’s Report
146
6WbVçcçb\ç^ EZcçæçY Eç`çd H]e] CW]WXç^X
Saham PT SUCOFINDO EPISI, yang di
selenggarakan pada rabu, 23 Januari 2015
dengan agenda rapat pengesahan rencana kerja
dan anggaran Perusahaan tahun 2015.
Based on the Meeting Minutes of PT SUCOFINDO
EPISI General Meeting of Shareholders held on
Wednesday, January 23, 2015, with a meeting
agenda of authorizing the 2015 Company Work
Plan and Budget:
-
Starting from January 23, 2015, composition of
PT SUCOFINDO EPISI’s Board of Directors has
been approved as follows:
Dengan kesepakatan memutuskan bahwa
susunan direksi PT SUCOFINDO EPISI mulai
tanggal 23 Januari 2015 sebagai berikut:
Komisaris
:
Direktur Utama :
Direktur
:
Commissioner
:
President Director :
Director
:
Dedi Kusnendar
Agus Dermawan
Rafik Djunaedi
Dedi Kusnendar
Agus Dermawan
Rafik Djunaedi
-
Persetujuan prinsip Debt to Equity Swap (DES)
cWTWcçb E`, ]ZæZçb Vçæç] bç^X\ç W\eZdçc
positif.
8WTd d_ 9aeZdè Fgç` 89F ç]_e^dZ^X d_ E`,
billion has been approved in order to achieve
positive equity
-
Persetujuan prinsip Capital Injection (CI)
cWTWcçbE`%$]ZæZçbVçæç]bç^X\ç`Wb]_Vçæç^
untuk mengerjakan proyek-proyek yang
diperoleh.
7ç`Zdçæ <^[WUdZ_^ 7< ç]_e^dZ^X d_ E`%$ TZææZ_^
has been approved in order to finance received
projects
-
Persetujuan atas Pinjaman kepada pihak
ketiga yaitu lembaga keuangan perbankan
ataupun lembaga non perbankan sebesar
]ç\cZ]çæE`']ZæZçb"
Loans to third-parties, namely financial banking
ç^V ^_^!Tç^\Z^X Z^cdZdedZ_^c e^VWb E`' TZææZ_^
has been approved
KEBIJAKAN DIVIDEN
Dividend Policies
EHCF ç\ç^ VZæç\cç^ç\ç^ `çVç Teæç^ @WZ &$%) Vç^
dividen akan ditetapkan kemudian.
GMS will be held on May 2015 and the amount of dividend
wil be announced afterward.
KEBIJAKAN AKUNTANSI
Accounting Policies
PENJABARAN MATA UANG ASING
EXPLANATIONS ON FOREIGN CURRENCY
Pembukuan perusahaan diselenggarakan dalam
cçdeç^ Ee`ZçY" Gbç^cç\cZ Vçæç] ]çdç eç^X çcZ^X
dicatat berdasarkan kurs standar yang berlaku pada
periode mingguan berdasarkan kurs yang berlaku
untuk pembayaran pajak yang ditetapkan oleh Menteri
Keuangan.
Company accounting has been conducted in rupiah.
Transactions conducted using foreign currency has been
recorded based on standard exchange rates in effect on
a weekly basis based on the foreign exchange used for
tax payments as established by the Minister of Finance.
Pada tanggal laporan posisi keuangan, aset dan liabilitas
moneter dalam mata uang asing dijabarkan dengan kurs
yang berlaku pada tanggal tersebut, yang didasarkan
pada kurs tengah mata uang asing yang diumumkan oleh
Bank Indonesia. Keuntungan atau kerugian yang timbul,
dikreditkan atau dibebankan dalam laporan laba (rugi)
periode berjalan.
Within the financial position report, monetary assets and
liabilities in foreign currency have been expressed in
the exchange rate applicable at that moment, based on
the middle rate for foreign currency announced by Bank
Indonesia. Any incurred profit or losses shall be inserted
into the profit (loss) statement for the current year.
Kurs mata uang asing utama yang digunakan pada
tanggal 31 Desember 2014 dan 2013 sebagai berikut :
Main foreign currencies used until December 31, 2014
from 2013 are as follows :
2014
2013
12.440
12.189
1 Dolar Singapura
1 Singapore Dollar
9.422
9.627
1 Dollar Australia
1 Australian Dollar
10.218
10.875
1 Euro
1 Euro
15.133
16.821
1 Dolar Amerika Serikat
1 US Dollar
TRANSAKSI LINDUNG NILAI
HEDGING TRANSACTIONS
1. Pelaksanaan Perjanjian Collateral Management
Agreement (“CMA”)
1. Implementation of Collateral Management
Agreement (“CMA”)
PT SUCOFINDO (Persero) (“SCI”) bersama dengan
Deutsche Bank AG Jakarta (“DB”) dan PT Cideng
Makmur Pratama (“CMP”) mengadakan Perjanjian
Manajemen Agunan (“CMA”) untuk komoditi kopi.
2. Pelaksanaan PMA
PT SUCOFINDO (Persero) (“SCI”) bersama PT Surya
Hutama Sawit (“SHS”) dan Bank Mandiri sepakat untuk
melakukan Perjanjian Manajemen Agunan (“CMA”)
147
PT SUCOFINDO (Persero) (“SCI”) with Deutsche Bank
AG Jakarta (“DB”) and PT Cideng Makmur Pratama
(“CMP”) have made a Collateral Management
Agreement (“CMA”) for coffee commodities.
2. Implementation of CMA
PT SUCOFINDO (Persero) (“SCI”) with PT Surya
Hutama Sawit (“SHS”) and Bank Mandiri have made a
Collateral Management Agreement (“CMA”)
INFORMASI DAN FAKTA MATERIAL TERJADI SETELAH
TANGGAL LAPORAN AKUNTAN
SUBSEQUENT DISCOVERY OF MATERIAL FACTS AND
INFORMATION EXISTING AFTER THE DATE OF THE
ACCOUNTANT’S REPORT
Tidak ada peristiwa penting setelah tanggal laporan
akuntan.
There is no important event after the date of accountant
report.
PROSPEK USAHA 2015
2015 Business Prospects
Komitmen pembentukan pasar tunggal yang diistilahkan
dengan Masyarakat Ekonomi Asean (MEA), di ambang
pintu untuk segera dilaksanakan pada akhir tahun 2015.
Pelaksanaan MEA akan menghilangkan hambatan aliran
barang, investasi dan jasa diantara negara ASEAN.
The commitment to form a single market, referred to as
the ASEAN Economic Community (AEC), is approaching
its commencement in the end of 2015. The existence of
the AEC will remove obstacles towards the flow of goods,
investments and services among ASEAN nations.
Indonesia dituntut untuk meningkatkan kesiapannya
terhadap peluang-peluang yang ada di luar negeri,
peningkatan kualitas Sumber Daya Manusia menjadi
faktor utama disusul upaya maksimal dalam perlindungan
pasar dalam negeri dari serbuan produk negaranegara ASEAN. Dalam rangka melindungi produk,
Indonesia is now faced with the demand to prepare
itself towards opportunities offered outside the nation.
Improvement of human resource quality has become
the determining factor, followed by maximum effort
in protecting the local market from the onslaught of
ASEAN products. In order to protect local products,
148
konsumen, pasar, dan industry dalam negeri, pemerintah
memberlakukan sertifikasi Standar Nasional Indonesia
(SNI) wajib pada berbagai produk seperti elektronika,
mesin-mesin, produk pertanian peternakan, produk
konstruksi, dan lain sebagainya.
consumers, markets and industries, certification based
on the Indonesian National Standard (SNI) has been
implemented by the government to products such as
electronics, machinery, agriculture and livestock farming,
construction products, and so forth.
Memperbanyak dan memperkuat standardisasi agar
ketika MEA 2015 dilaksanakan, Indonesia tidak hanya
sekedar menjadi penonton, tetapi menjadi pemain yang
menguasai lapangan dan memenangkan kompetisi
dengan produk dari negara-negara ASEAN. Hal ini
menjadi peluang yang dimanfaatkan SUCOFINDO
sebagai BUMN jasa pemastian, untuk meningkatkan
peluang bisnis dan meningkatkan pangsa pasar dalam
menyongsong pelaksanaan MEA 2015.
By increasing the number and power of standardization
approaching the implementation of AEC in 2015, Indonesia
will not remain as a bystander but will instead become a
player in control of the field and victory in the competition
against products from other ASEAN nations. This chance
can be harnessed by SUCOFINDO, as an assurance SOE,
to increase its business opportunities and market share to
support the implementation of AEC in 2015.
Sejalan dengan hal tersebut, Menteri Perdagangan
menargetkan peningkatan kinerja ekspor (migas dan
non migas) 3 kali lipat dalam 5 tahun ke depan. Kinerja
ekspor yang terus membaik membuat Indonesia semakin
mendekati peringkat 21 negara eksportir terbesar dunia.
Nilai ekspor Indonesia tahun ini diperkirakan bisa
melampaui USD200 miliar.
In accordance to this, the Ministry of Trade has targeted
an increase in export performance (for oil and gas and
non-oil and gas goods) by threefold for the upcoming 5
years. Improving export performance has made Indonesia
closer to achieving the ranks of the 21 biggest exporters
of the world. It has been predicted that Indonesia’s export
gZææTWçTæWd_ceb`çccHF8&$$TZææZ_^dYZcèWçb"±
Untuk itu kehadiran jasa pemastian terbuka lebar dalam
dunia industri dan perdagangan. Jasa yang diberikan
adalah memberikan kepastian kuantitas, kualitas, dan
lain sebagainya bagi kepentingan kedua belah pihak,
pihak penjual dan pembeli, perusahaan dan konsumen,
ataupun pemerintah.
Due to this, assurance services must extend open arms
towards the world of industry and trade. Services offered
shall include quantity assurance, quality assurance, and
so forth to fulfill the needs of all parties involved, seller
and buyer, company and consumer, or the government.
PROSPEK USAHA SUCOFINDO
SUCOFINDO’S BUSINESS PROSPECTS
Indikator terpenting dalam kaitan prospek pasar bidang
Testing, Inspection dan Certification (TIC) adalah tingkat
pertumbuhan Produk Domestik Bruto (PDB) Nasional.
The biggest indicator towards market prospects in Testing,
Inspection and Certification (TIC) is the Gross Domestic
Product (GDP).
Laju pertumbuhan ekonomi dalam 5 (lima) tahun terakhir
tidak terlalu menggembirakan dengan hanya tumbuh
rata-rata 5,87% per tahun. Pertumbuhan PDB yang
rendah ini tidak terlepas dari rendahnya pertumbuhan
sektor industri pengolahan, pertanian dan pertambangan
& penggalian, dimana ketiga sektor tersebut berkontribusi
pada sekitar 50% terhadap PDB. Pertumbuhan yang
besar terjadi pada sektor angkutan dan komunikasi,
bangunan, perdagangan-hotel-restoran serta sektor
jasa-jasa lainnya. Gambaran laju pertumbuhan PDB dan
PDB sektoral 2008-2013 adalah sebagaimana gambar di
bawah ini.
Economic growth for the past 5 (five) years have not been
satisfactory, experiencing growth at an average of 5.87%
annually. This slow growth of GDP is not free from the
influence of slow growths in sectors such as the processing
industry, agriculture, and mining & excavation. The three
aforementioned sectors contribute approximately 50% of
the GDP. Large growths can be found in the sectors of
transportation, communication, construction, trade, hotel,
restaurants, and other service sectors. An illustration of
GDP growth in total and per sector in 2008-2013 can be
found as follows.
Untuk tingkat pertumbuhan PDB yang terkait dengan
bidang TIC adalah PDB nominal, dimana pertumbuhan
PDB nominal dalam 5 tahun terakhir adalah tumbuh
sebesar 13%. Laju pertumbuhan penerimaan rata-rata per
tahun mencapai 12% atau masih 1% dibawah pertumbuhan
PDB Nominal. Angka pertumbuhan ini tergolong normal
dan paralel terhadap pertumbuhan potensi pasar TIC
nasional.
GDP growth rate relevant to the TIC field is the nominal
GDP, in which nominal GDP growth for the past 5 years
is 13%. Growth rate of average annual revenue has only
reached 12%, 1% lower than the growth of the Nominal
GDP. This growth rate is still considered normal and
parallel to the growth of the national TIC market potential.
149
Sektor-sektor usaha yang berpengaruh pada pertumbuhan
PDB yang secara langsung maupun tidak langsung
berkontribusi pada pendapatan SUCOFINDO adalah :
Business sectors with influence towards the GDP,
indirectly contributing to the amount of revenue obtained
by SUCOFINDO, include:
1. Sektor Pertanian
Potensi pertumbuhan pada sektor pertanian cukup
besar dimana pertumbuhan PDB sektor pertanian
dalam 5 (lima) tahun terakhir adalah 12,8%.
1.
2. Sektor Pertambangan
Laju pertumbuhan PDB sektor pertambangan dan
penggalian dalam 5 (lima) tahun terakhir adalah
sebesar 13,53%. Penyumbang terbesar sektor ini
adalah dari subsektor mineral dan batubara yang
mencapai 19,6% per tahun.
2. Mining Sector
GDP growth rate for the mining and excavation sector
in the past 5 (five) years is 13.53%. The biggest
contributor to this sector is the Mineral and Coal
subsector, which reached a growth rate of 19.6% per
year.
Namun, pada sektor ini perlu diwaspadai karena
adanya kebijakan pengendalian ekspor bahan
mentah produk tambang mineral, terkait implementasi
UU No. 4 tahun 2009 tentang Pertambangan Mineral
dan Batubara, yang mengkibatkan terjadinya
penurunan produksi produk minerba.
However, caution should be exercised towards
this section due to policies regulating the export of
mining products in the form of raw minerals, due to
the implementation of Law 4 / 2009 regarding Mineral
and Coal Mining, leading to a decline in mineral and
coal product production.
3. Sektor Industri Pengolahan
Laju pertumbuhan PDB sektor industri pengolahan
adalah 9,36% per tahun dengan laju tertinggi adalah
pada kelompok industri non migas sebesar 10,62%
yang dipimpin oleh industri makanan, minuman dan
tembakau, selanjutnya industri tekstil, dan industri
barang dari kulit dan alas kaki.
3. Processing Industry Sector
GDP growth rate in the processing industry sector is
9.36% per year, with the highest growth rate found in
the non-oil and gas industry group, 10.62%, led by the
food, beverage and tobacco industries, followed by
the textile, leather and footwear industries.
Pada industri minyak dan gas mengalami pertumbuhan
dengan laju yang sangat rendah yaitu 2,33%.
The oil and gas industry experienced a very low growth
late of 2.33%.
Agriculture Sector
Potential growth in the agriculture sector is considerably
large, recalling that GDP growth for the agriculture sector
in the past 5 (five) years is 12.8%.
Hotel and Restaurant Sector
In the past 5 years, this sector played a stronger role
in the national economy, in which the sector gave a
significant contribution of 16-18%. This sector grew
alongside national macroeconomic development. The
highest growth rate was found in the trade subsector,
13.8% per year, followed by the subsectors of hotel
and restaurant.
4. Sektor Perdagangan, Hotel dan Restoran
Sektor ini dalam 5 tahun terakhir memberikan
peranan yang menguat dalam struktur perekonomian
nasional, dimana sektor ini memberikan kontribusi
cukup besar yaitu 16-18%. Sektor ini berkembang
sejalan dengan perkembangan makro ekonomi
nasional. Laju pertumbuhan terbesar diperoleh dari
subsektor perdagangan sebesar 13,8% pertahun yang
diikuti dengan subsektor hotel dan restoran.
4.
5. Sektor Angkutan dan Komunikasi
Sektor ini berperan dalam mendistribusikan barang
dan mobilisasi orang serta pengelolaan data dan
informasi. Sektor ini tumbuh cukup tinggi hampir
15,33% per tahun. Kenaikan tertinggi adalah pada
subsektor angkutan udara sebesar 32% diikuti oleh
komunikasi sebesar 15,7% dan subsektor angkutan
sungai dan penyeberangan.
5. Transportation and Communication
This sector plays a role in the distribution of goods
and mobilization of people, along with data and
information management. This sector grew quite
significantly, reaching almost 15.33% per year. The
highest increase can be found in the growth rate of
the air transportation subsector, 32%, followed by
communication, 15.7%, and river transportation and
crossing.
6. Government and Private Service Sector
Activities in the Government service sector cannot be
considered separate from the national fiscal income
and expense capacities as found in the State Budget.
This sector experienced the highest nominal value of
growth, 15.74%.
6. Sektor Pemerintahan Umum dan Jasa-Jasa Swasta
Kegiatan sektor jasa Pemerintahan tidak terlepas
dari kapasitas penerimaan dan pengeluaran fiskal
nasional yang tertuang dalam APBN. Sektor ini mengalami pertumbuhan nilai nominal yang tinggi sebesar 15,74%.
150
Dengan akan diberlakukannya pasar terbuka ASEAN
atau yang dikenal dengan ASEAN Economic Community
(AEC) pada akhir tahun 2015, potensi pasar TIC dapat
dilihat dari angka laju pertumbuhan PDB ASEAN, dimana
rata-rata pertumbuhan PDB negara-negara ASEAN
adalah 4,7% per tahun.
With the onset of the ASEAN open market, known as the
ASEAN Economic Community (AEC), at the end of 2015,
TIC market potential can be inferred from ASEAN’s GDP
growth rate numbers, with the average GDP growth of
ASEAN nations being 4.7% per year.
Potensi pasar TIC di ASEAN akan terpusat di lima negara
penting di ASEAN yaitu Indonesia, Thailand, Malaysia,
Singapore dan Philipina, karena besaran porsi PDB pada
kelima negara tersebut adalah mencapai 90% dari total
PDB pada negara-negara ASEAN.
TIC market potential in ASEAN shall be focused on
five main ASEAN nations, namely Indonesia, Thailand,
Malaysia, Singapore, and Phillipines, due to the GDP
portion from the five nations making up 90% of total GDP
from ASEAN.
Pertumbuhan nilai perdagangan internasional (ekspor dan
impor) negara-negara ASEAN tergolong tinggi dengan
laju sebesar 9,1% per tahun. Jika angka pertumbuhan PDB
negara ASEAN dapat bertahan pada angka 6% per tahun,
maka diduga kuat laju pertumbuhan nilai perdagangan
internasional akan berada di atas 10% per tahun.
International trade (export and import) rates for ASEAN
nations can be considered quite high, reaching 9.1%
per year. In the case that ASEAN nations will be able to
maintain their GDP growth at 6% per year, international
trade growth rate has been predicted to be above 10%
per year.
Total nilai pasar TIC dunia terus mengalami pertumbuhan
stabil dengan kisaran pertumbuhan rata-rata 5,2% setiap
tahunnya. Dengan demikian maka Perusahaan berada
dalam sektor usaha yang terus bertumbuh. Pertumbuhan
sektor TIC umumnya didorong oleh :
Total value of the global TIC market continues to
experience stable growth with an average growth rate
of 5.2% per year. Thus, the Company must remain in
business sectors experiencing growth. Growth in the TIC
sector are generally supported by:
1.
1.
2.
3.
4.
5.
6.
Meningkatnya regulasi Pemerintah mengenai standar
produk / jasa.
Semakin meningkatnya kesadaran akan standardisasi
produk dan jasa di segala bidang.
Meningkatnya globalisasi perdagangan.
Pertumbuhan kebutuhan outsourcing untuk kegiatan TIC.
Semakin tingginya perhatian pelanggan mengenai
jasa TIC.
Berkembangnya teknologi dan kompleksitas produk
dan material baru.
2.
3.
4.
5.
Increasing amount of Government regulations on
product / service standards
Increasing awareness towards product and service
standardization at all sectors.
Increasing globalization of trade.
Increasing outsourcing demands for TIC activities.
Increasing customer awareness towards TIC services.
6. Development of technology, product complexity and
new materials.
Jasa TIC juga dapat dilihat dari perspektif rantai produksi
suatu sektor, dimana jasa TIC dibutuhkan sejak tahap
hulu, menengah (pengolahan) dan hilir (distribusi dan
konsumsi).
The TIC service can also be viewed from the perspective
of a sector’s production chain, in which TIC services are
needed since upstream, mid-stream (processing), until
downstream (distribution and consumption) services.
TINGKAT PERSAINGAN
LEVEL OF COMPETITION
Pada skala tingkat nasional, SUCOFINDO saat ini menjadi pemain utama dengan pangsa pasar terbesar diantara
perusahaan-perusahaan pesaing nasional.
At the national scale, SUCOFINDO is currently the main
player with the biggest market share among nationallevel competing companies.
Namun, menghadapi pemberlakuan Masyarakat Ekonomi
ASEAN (MEA), Perusahaan perlu memperhitungkan
pesaing pada tingkat global, diantaranya seperti SGS,
6WebWeIWbZdçc 8W\bç GHIFH8Vç^<^dWbdW\éb_e`"
However, in anticipation of the implementation of the
ASEAN Economic Community (AEC), the Company must
consider competitors at the global level, including SGS,
6ebWçeIWbZdçc 8W\bç GHIFH8 ç^V<^dWbdW\éb_e`"
Keunggulan Perusahaan yang dapat menghambat
pesaing global masuk ke pasar Indonesia adalah
akses kepada pembuat regulasi dan jaringan cabang
yang luas di berbagai daerah. Dengan keunggulan ini,
perusahaan pesaing asing akan mempertimbangkan
untuk bekerjasama dengan SUCOFINDO dibandingkan
dengan bersaing secara langsung.
A Company advantage which may be able to hinder
global competitors from entering the Indonesian market is
its access towards regulation makers and a wide network
of branches in various regions. Due to this, foreign
competing companies will consider collaboration with
SUCOFINDO instead of direct competition.
151
Gambaran besaran pangsa pasar TIC Nasional 2010 2015
Illustration of the 2010-2015 National TIC Market Share
Size
Peluang kerjasama dengan pemain global terbuka untuk
produk lintas negara seiring dengan semakin tingginya
volume perdagangan internasional. Kegiatan ekspor
dan impor yang dilakukan Indonesia terus meningkat
dari waktu ke waktu meskipun dengan kecepatan yang
berbeda-beda.
Possible collaborations with global players remain open
for cross-nation products with the increasing volume of
international trade. Export and import activities conducted
by Indonesia rise in number from time to time, albeit with
different rates.
Berdasarkan kajian yang telah dilakukan, pasar produk
jasa TIC adalah pasar yang bersifat diantara kompetitif
dan oligopolistik yang ditandai dengan jumlah pemain
yang cukup banyak tetapi tidak mudah bagi pemain
untuk masuk dan keluar pasar.
Based on a conducted study, the TIC service product
market is competitive and oligopolistic in nature, among
several, marked by the large amount of players and the
relative hard entry and exit to and from the market.
Diferensiasi produk tidak mudah dilakukan karena pada
umumnya jasa pengujian, inspeksi dan sertifikasi telah
terstandarisasi pada standar tertentu atau memiliki syarat
kualitas minimum tertentu. Sementara itu, tenaga ahli dan
alat teknis tersedia di pasar dengan jumlah besar dan
harga yang kompetitif.
Product differentiation no longers becomes an easy task
because, in general, testing, inspection and certification
services have been standardized towards certain
standards or certain minimum quality requirements.
Meanwhile, expert staff and technical staff have been
made available to the market in large numbers and with
competitive prices.
Pangsa Pasar TIC Nasional 2010 - 2013
2010 - 2013 National TIC Market Share
80
78,7
market share
Pangsa pasar
(%)
77,0
78,84
78,51
79,88
60
40
23,0
0,0
21,49
21,3
20
2010
2011
21,16
2012
Tahun Years
Pelaku usaha lain Other business actors
SUCOFINDO
20,12
2013
prog. 2014
152
PROSPEK USAHA JASA PEMASTIAN
BUSINESS PROSPECTS IN ASSURANCE
Berdasarkan penjelasan di atas, beberapa hal terkait
peluang usaha adalah sebagai berikut :
Based on the above explanation, several points
concerning business potential can be found as follows:
1.
1.
Pasar TIC global masih bernilai besar dan terus
tumbuh secara stabil.
The global TIC market will still be highly-valued and
will continue to experience stable growth.
2. Liberalisasi perdagangan. Dimana disatu sisi
liberalisasi yang akan ditandai peningkatan arus
barang dan jasa lintas negara tidak membutuhkan
jasa inspeksi, namun dalam sisi lain masih ada terbuka
peluang jasa inspeksi, untuk pemastian kualitas
produk, perlindungan kesehatan dan lingkungan, dan
lain-lain.
2. Trade has been liberalized. On one hand, liberalization
will be marked by an increase in flow of goods
and cross-nation services which no longer require
inspection services. On the other hand, however,
opportunities remain open for inspection services in
product quality assessment, protection of health and
the environment, and so forth.
3. Besarnya pasar domestik (nasional) dan diiringi
dengan pertumbuhan ekonomi nasional yang tinggi
dan stabil.
3. Growth of the domestic (national) market size will be
accompanied by a large and stable growth in national
economy.
4. Semakin meningkatnya kesadaran dan kebutuhan
akan standardisasi produk dan jasa dalam segala
bidang.
4. Awareness and demand towards product and service
standardization in all fields will increase.
5. Masih adanya sektor dalam TIC yang bernilai besar
dan belum tergarap secara maksimal, terutama pada
sektor kesehatan dan lingkungan.
5. Several sectors in TIC have high values and have not
been maximally explored, especially in the sectors of
health and environment.
*" EWXeæçcZ `W]WbZ^dçY Vçæç] Yçæ `W^Z^X\çdç^ ^ZæçZ
tambah domestik dan perlindungan konsumen
mendukung pertumbuhan bisnis perusahaan.
6. Government regulations in the addition of domestic
added value and customer protection support
company usiness growth.
7. Arah kebijakan pemerintah
pengembangan BUMN.
mendukung
7. The direction taken by government policies support
SOE development
perbankan
8. There will be ease in obtaining financial support from
national banks.
memungkinkan
9. Technological developments will support TIC business
developments.
Namun, seiring dengan adanya peluang diatas, tentu
perlu diidentifikasi tantangan yang akan dihadapi Perusahaan, diantaranya :
However, in addition to the opportunities above, the
Company also needs to identify challenges that it will
face, including:
1.
1.
8. Kemudahan
nasional.
dukungan
modal
9. Perkembangan
teknologi
pengembangan bisnis TIC.
yang
dari
Liberalisasi, regionalisasi dan globalisasi akan membuka peluang Perusahaan untuk melakukan ekspansi, namun di sisi lain harus mempersiapkan diri dan
fokus pada strategi untuk mempertahankan pangsa
pasar domestik.
2. Tingkat kebutuhan tenaga ahli yang diperkirakan
meningkat dan tentunya dibutuhkan oleh perusahaan-perusahaan yang bergerak dalam bidang TIC.
Liberalization, regionalization and globalization
will open up the Company’s opportunity to conduct
expansion. On the other hand, the Company has
to ready itself and focus on strategies to maintain
domestic market shares.
2. Demand towards expert personnel has been
predicted to increase, as required by companies in
the field of TIC.
153
RENCANA STRATEGIS PERUSAHAAN
COMPANY STRATEGIC PLAN
8W^XçÎZcZ @ZcZVç^GçdçAZæçZèç^XçVçcççdZ^Z ]ç\ç
pengembangan bisnis perusahaan akan diarahkan pada :
1. Peningkatan pangsa pasar domesik
2. Pengembangan bisnis baru, dan
3. Pengembangan bisnis an-organik
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this moment, business development of the Company will
be directed towards:
1. Increasing domestic market share
2. Developing new businesses
3. Developing anorganic businesses
Pola kebijakan strategi Perusahaan sebagaimana
VZdeç^X\ç^Vçæç]EWÛç^ç[ç^X\çCç^[ç^XCWbecçYçç^
akan dilaksanakan dalam 3 tahapan, yaitu :
The Company’s strategic plan, as found within the
7_]`ç^è?_^XGWb]CæçÊ=CC gZææTWWhWUedWVdYb_eXY
three phases, which are:
Tahap 1. Set Strong Foundation for Performance
Excellence, untuk perbaikan internal Perusahaan.
Phase 1. Set Strong Foundation for Performance Excellence, to
achieve internal improvement of the Company.
Tahap 2. Improve to Excellence, untuk menciptakan
pondasi yang kuat guna mempersiapkan rencana
pertumbuhan yang tinggi.
PHASE 2. Improve to Excellence, to create a strong
foundation in preparation of the plan for high growth.
Tahap 3. Excellence in Performance, untuk mendukung
pencapaian arah pengembangan perusahaan dimasa
yang akan datang.
Phase 3. Excellence in Performance, to support the
achievement of the company’s direction in the future.
Untuk mewujudkan rencana strategi tersebut, Perusahaan
mencanangkan 4 pilar strategi yang meliputi :
To achieve the above strategic plan, the Company has
assembled 4 pillars of strategy, which include:
1.
2.
3.
4.
1.
2.
3.
4.
Budaya berkinerja tinggi
Operasional yang prima
Inovasi dan Manajemen Pengetahuan, dan
Pertumbuhan yang berkelanjutan
High performance culture
Prime operations
Innovation and knowledge management
Sustainable growth
Berdasarkan keempat pilar strategi tersebut disusunlah
program-program inisiatif strategis yang diharapkan
dapat menciptakan kinerja perusahaan yang terbaik
cWTçXçZ]ç^ç VZdWdç`\ç^ Vçæç] EWÛç^ç =ç^X\ç
Panjang Perusahaan.
Based on the above pillars of strategy, strategic initiative
programs have been assembled in the hopes of producing
excellent Company performance as established within
dYWE=CC"
Prospek Usaha PT SUCOFINDO (Persero) ditahun 2015
pada :
1. Pendapatan Portofolio Pemerintahan tumbuh sebesar
10,6% dibanding realisasi pendapatan tahun 2014.
2. Pendapatan Portofolio Komoditi & Solusi Perdagangan
tumbuh sebesar 17,6% dibanding realisasi pendapatan
tahun 2014.
3. Pendapatan Portofolio Minyak & Gas tumbuh sebesar
4. Pendapatan Portofolio Industri tumbuh sebesar 191,6%
dibanding realisasi pendapatan tahun 2014
5. Pendapatan Portofolio Mineral & Batubara tumbuh
sebesar 14,1% dibanding realisasi pendapatan tahun
2014.
6. Pendapatan Portofolio Sertifikasi & Eco Framework
tumbuh sebesar 38,5% dibanding realisasi pendapatan
tahun 2014.
7. Pendapatan Portofolio Laboratorium tumbuh sebesar
PT SUCOFINDO (Persero)’s business prospects in 2015
can be found in the following:
1. EWfWêWåb_]dYWé_fWb^]W^dC_bdå_æZ_XbWgTè%$"*
compared to actual revenue in 2014.
2. EWfWêW åb_] dYW 7_]]_VZdè GbçVW F_æedZ_^c
Portfolio grew by 17,6% compared to actual revenue
in 2014.
3. EWfWêW åb_] dYW BZæ éçc C_bdå_æZ_ XbWg Tè ()"%
4. EWfWêW åb_] dYW <^Vecdbè C_bdå_æZ_ XbWg Tè %-%"*
5. EWfWêW åb_] dYW @Z^Wbçæ 7_çæ XbWg Tè %("%
6. EWfWêW åb_] dYW 7WbdZÄUçdZ_^ 9U_ :bç]Wg_b\
Portfolio grew by 38.5% compared to actual revenue
in 2014.
7. EWfWêW åb_] dYW ?çT_bçd_bè C_bdå_æZ_ XbWg Tè +"(
154
RENCANA PERUSAHAAN
CORPORATE PLANS
Pada tahun 2015 SUCOFINDO mencanangkan untuk
melakukan Peningkatan Pertumbuhan Pendapatan dan
Loyalitas Pelanggan dalam Upaya Mempertahankan
Daya Saing Perusahaan. Hal ini disebabkan karena
lingkungan bisnis telah berubah, perlu strategi korporasi
dan bisnis serta strategi untuk mendapatkan dukungan
kebijakan baik kebijakan makroekonomi dan kebijakan
sektoral.
For 2015, SUCOFINDO has made plans to implement
revenue growth and customer loyality improvement in
effort to maintain business competitiveness. Due to the
changing business environment, corporate and business
strategies, along with strategies for obtaining policy
support, both from macroeconomic and sectoral policies,
have become necessary.
Kebijakan Makroekonomi
t Pasar bukan lokal tapi regional setelah Indonesia
melakukan kebijakan kerjasama regional yang
sangat banyak, bukan hanya dari pasar perdagangan
barang tetapi juga pasar jasa (termasuk jasa tenaga
kerja). Absennya kebijakan pengembangan sektor
jasa berakibat jasa impor semakin tertekan defisit
neraca jasa .
Non tarif barrier menjadi panglima dalam persaingan.
SUCOFINDO harus menjadi salah satu benteng untuk
melindungi industri dan konsumen dalam negeri yaitu
benteng lain Badan Karantina, Balai POM dan lainlain.
Macroeconomic Policies
Markets have become regional instead of local
after Indonesia has produced a numerous amount
of regional collaboration policies, not only in the
market for the trade of goods but also the service
market (including labor). The absence of policies for
the development of the service sector has pushed
imported services further by a deficit in the balance
of service.
Non-tariff barriers has become the commanding force
in upcoming competition. SUCOFINDO has to become
a fortress capable of defending local industries and
consumers along with other fortresses such as the
Quarantine Body, POM, and so forth.
Kebijakan Sektoral
Pembatasan ekspor mineral,muncul peluang pasar
baru tidak hanya kaitannya dengan pengolahan
dalam negeri dan restriksi ekspor tetapi juga
perdagangan dalam negeri.
Pembatasan ekspor gas, terjadi perselisihan atas
alokasi gas untuk dalam negeri (DMO).
Sectoral Policies
Due to limitations on mineral export, new market
opportunities have emerged, not only in relation to
domestic processing and export restrictions, but also
in domestic trade.
Due to limitation on gas export, conflicting views on on
domestic gas allocations (DMO) have emerged.
RENCANA INVESTASI
INVESTMENT PLANS
Investasi yang dilakukan dalam upaya mencapai target
pendapatan tahun 2015 SUCOFINDO lebih dari 75% nya akan digunakan untuk pembelian Peralatan Operasi
dan Perlengkapan Mesin yang out of date khususnya
untuk pengujian. Hal ini untuk mendukung tercapainya
target pendapatan operasi perusahaan dan teknologi
pendukung layanan jasa.
In order to achieve its 2015 revenue targets, SUCOFINDO
has invested more than 75% of its funds for the purchase
of out of date operating equipment and machine parts,
especially for testing. This will be done in order to support
the achievement of Company operating revenue targets
and provide technological support for services offered.
KEGIATAN OPERASIONAL
OPERATIONAL ACTIVITIES
Mengembangkan jasa-jasa baru yang prospektif, seperti
di bidang energi, infrastruktur, logistik, healthcare &
lifescience, transportasi udara, dan fokus pencapaian
operasional dengan upaya:
Develop new services with high prospects in the sectors
of energy, infrastructure, logistics, healthcare and life
sciences, air transportation, and so forth. Focus towards
operational achievements, through the following efforts:
@W^Z^X\çd\ç^share of wallet
@W^XZ\edZ dW^VWb ^_^ 5C6A VZ ?W]TçXç # <^cdZdecZ #
Badan Pemerintah Pelayanan Publik (DJSN, BPJS,
6E'G<>_]Z^å_ 6C<;8ææ
Increase the Company’s share of wallet
Participate in non-State Budget tenders from Public
Service Government Bodies / Institutions (DJSN, BPJS,
6E'G<. @Z^Zcdbè _å 7_]]e^ZUçdZ_^ ç^V <^å_b]çdZ_^
Technology, BPIH, etc.)
Diversify new products / services outside the range
of existing services
t
8ZfWbcZÄ\çcZ `çVç `b_Ve\ # [çcç Tçbe VZæeçb [çcç
existing yang ada
F6H TWb\__bVZ^çcZ VW^Xç^ 7çTç^X dWb\çZd Vçæç]
rangka pencapaian pendapatan dan laba
155
Develop coordination between SBUs and related
branch offices in order to achieve targeted revenue
and profit
Process accreditation / permits in various sectors
Increase risk mitigation efforts for all operational
activities
Manage QA / QC through quality management
Cb_cWc`W^Xebecç^ç\bWVZdçcZ#Z[Z^VZTWbTçXçZTZVç^X
CW^Z^X\çdç^ @ZdZXçcZ EWcZ\_ e^de\ cWdZç` \WXZçdç^
operasi
Pengelolaan QA / QC melalui pengelolaan
Manajemen Mutu
Pengelolaan Portofolio Existing Produksi di Cabang &
SBU terutama terhadap Jasa-jasa Unggulan
Manage existing production portfolios at branch
offices & SBUs, especially for top services
RENCANA BIAYA UNTUK REALISASI
RENCANA KE DEPAN
FUNDING FOR FUTURE PLANS
Menerapkan teknologi yang terintegrasi yang akan
berpengaruh terhadap efisiensi biaya. Sistem informasi
yang terintegrasi adalah menggabungkan sistem
informasi yang sebelumnya terpisah atau berada
di masing-masing unit kerja dengan tujuan untuk
meningkatkan efisiensi biaya.
Implement integrated technology with impact towards
cost efficiency. An integrated information system can be
created by integrating previously separate information
systems or systems at respective work units, with the
purpose of achieving cost efficiency.
TANTANGAN YANG AKAN DIHADAPI
FUTURE CHALLENGES
1.
1.
Kebijakan Pemerintah tentang Pertambangan Mineral
& Batubara yang melarang ekspor mineral mentah
2. Kebijakan Penyesuaian Anggaran Belanja Pemerintah
dalam program-program yang terkait dengan
penggunaan Surveyor / Konsultan pada Departemen
Teknis tertentu
3. Fluktuasi nilai tukar rupiah, Penurunan laju ekspor &
impor pada komoditas pertanian dan tekstil
Government policies on mineral & coal mining
prohibiting the export of raw minerals
2. Adjustment of the Government’s state budget in
programs employing surveyor / consultant services
from certain departments
3. Fluctuation in rupiah’s exchange rate, declining
export and import rate for commodities in agriculture
and textile
156
PENCAPAIAN TARGET TAHUN 2014
Achievement of 2014 Target
Berikut ini adalah ringkasan dari pencapaian target
kinerja tahun 2014:
A summary of the achievement of 2014 performance
targets can be found as follows:
TARGET OPERASIONAL DALAM RKAP 2014
OPERATIONAL TARGETS IN THE 2014 RKAP
Meminimalisir complaint dari pelanggan
Meningkatkan perolehan order untuk kegiatan
inspeksi batubara (paket kegiatan coal quality control
produksi to mother vessel, maupun coal quality control
pit to mother vessel)
inspeksi mineral
infrastruktur dan fasilitas pertambangan
Minimize complaints from customers
Increase the number of orders in coal inspection
activities (coal quality control activity packages for
production to mother vessel or pit to mother vessel)
TARGET KEUANGAN DALAM RKAP 2014
FINANCIAL TARGETS IN THE 2014 RKAP
Target keuangan yang harus dicapai dalam tahun 2014
oleh seluruh Fungsi Organisasi, baik pada Fungsi Operasi
maupun Pendukung Bisnis dengan sasaran kuantitatif
`WÛç`çZç^ `W^Vç`çdç^ _`WbçcZ cWTWcçb E`&"%)$ -
]ZæZçbVç^æçTçTWbcZYcWTWcçbE`%'( (]ZæZçbçdçe* &)
terhadap pendapatan operasi.
Financial targets which should be achieved in 2014 by all
functions within the organization, both in operations and
business support, come in the form of quantitative targets
_å_`WbçdZ^XbWfWêW_åE`& %)$"-TZææZ_^ç^V^WdZÛ_]W
_åE`%'( (TZææZ_^ _b*"&)_ådYW_`WbçdZ^XbWfWêW"
Upaya Dalam Mencapai Target
@W]`WbdçYç^\ç^ Z^ZcZçcZ `b_èW\
direncanakan sebelumnya.
Efforts To Achieve Targets
Maintain the initiation of projects scheduled previously.
èç^X
dWæçY
8Zæç\e\ç^bç`çd\Wb[ç`Z]`Z^ç^`çVçcWdZç`dbZgeæç^"
Increase the number of orders for mineral inspection
activities
Increase the number of orders for mining infrastructure
and facility activities
Conduct management working meetings in every
quarter.
8ZdWdç`\ç^^èç dçbXWd ]Z^Z]çæ `Wb e^Zd \Wb[ç VW^Xç^
sasaran tidak ada unit kerja yang rugi, dengan
perolehan pendapatan harus diatas realisasi tahun
lalu kecuali ada pengaruh eksternal yang sangat
besar.
Establish minimum targets per work unit, striving for no
losses in all work units with bigger revenue compared
to the previous year’s achievement, except in the
cases of extreme external influences.
H^Zdèç^XTWb\Z^Wb[çVZTçgçY*$VçbZcçcçbç^èç^X
ditetapkan akan dilakukan pendampingan oleh Tim
Pemasaran dari Kantor Pusat.
Give accompaniment by the Marketing Team from the
Head Office for units displaying performance with less
than 60% achieved target.
CW^èWceçZç^ cWæebeY `b_Xbç] \Wb[ç e^Zd `W^Ve\e^X
(Divisi Kantor Pusat), namun tetap memperhatikan
kebutuhan bisnis dan pengembangan usaha ditahun
2014.
Adjust all supporting unit work programs (Head Office
Division) with consideration towards business needs
and business development in 2014.
<]`æW]W^dçcZ cost reduction program yang lebih
sistematik.
Implement a more systematic cost reduction program.
@W^X_`dZ]çæ\ç^ çXçb 8ZfZcZ CW^XW]Tç^Xç^ =çcç
mendukung perolehan order dalam jangka pendek.
Optimize the Service Development Division to provide
short term support for receiving orders.
H^Zd CW^Ve\e^X CWbecçYçç^ Yçbec `b_!ç\dZå e^de\
mendukung unit usaha dalam upaya pencapaian
Demand supporting units to the Company to become
pro-active in supporting business units and efforts to
pendapatan.
157
achieve revenue targets.
8ZTWbæç\e\ç^ c\W]ç reward atas prestasi kerja unit
usaha (SBU dan Cabang).
Implement a reward scheme for business unit (SBU
and branch offices) work achievements.
@W^Xçgçæ dW^VWb!dW^VWb [çcç æZ^X\e^Xç^ TçZ\ F6H
maupun kantor cabang.
Start environmental service tenders, both at SBUs and
branch offices.
@W^Xç\cWæWbçcZ [çcç![çcç Tçbe TWbTçcZc `WXçgçZç^
yang bersifat non project.
Accelerate new services based on non-project work.
TARGET SATU TAHUN MENDATANG
TARGETS FOR THE UPCOMING YEAR
GW]çE>5C&$%(]W]TçgçZ]`æZ\çcZTçYgç`WbecçYçç^
harus mampu memanfaatkan peluang dan tantangan
yang ada termasuk mengantisipasi dari perubahan
lingkungan bisnis yang akan terjadi, dalam penyusunan
sasaran, strategi, kebijakan dan program kerja, adalah
tetap mengacu kepada tema berupa penguatan pasar /
produk, sentralisasi dan optimalisasi.
GYWdYW]Wå_bdYW&$%(E>5C&$%(UçbbZWcdYWZ]`æZUçdZ_^
that the Company has to be able to harness existing
opportunities and challenges, including by anticipating
changes in the business environment to come and, in
compiling targets, strategies, policies, and work programs,
by continuing to refer to the theme of market / product
consolidation, centralization, and optimization.
Dukungan teknologi informasi akan dapat meningkatkan
kemampuan daya saing Perusahaan yang akan
dikoordinir oleh Divisi BIS dalam membantu Unit Bisnis
menyempurnakan dan mengembangkan sistem-sistem
yang ada.
Information technology support will be able to increase the
Company’s business competitiveness, coordinated by the
Information and Business Solution Division in supporting
Business Units to improve and develop existing systems.
Sasaran kinerja tahun 2014 merupakan target perusahaan
dengan sasaran kuantitatif pencapaian pendapatan
_`WbçcZcWTWcçbE`&"%)$ -]ZæZçbVç^æçTçTWbcZYcWTWcçb
E`%'( (]ZæZçbçdçe* &)dWbYçVç``W^Vç`çdç^_`WbçcZ"
Performance targets in 2014 come in the form of
aeç^dZdçdZfW dçbXWdc _å _`WbçdZ^X bWfWêW _å E`& %)$"-
TZææZ_^ç^V^WdZÛ_]W_åE`%'( (TZææZ_^ _b*"&)_ådYW
operating revenue.
158
PEMASARAN DAN PENGUASAAN PASAR
Marketing And Market Share
Sebagai perusahaan layanan jasa yang meliputi
layanan untuk Inspeksi dan Audit, Pengujian dan Analisis,
Sertifikasi, Pelatihan, dan Konsultasi, maka pemasaran
menjadi hal penting yang menentukan pencapaian
kinerja Perusahaan selama tahun 2014. Tugas dan
tanggung jawab terkait pemasaran dilaksanakan oleh
Divisi Pemasaran dan Pengembangan Bisnis yang berada
di bawah koordinasi dan bertanggung jawab kepada
Direktur Sumber Daya dan Keuangan.
As an assurance service company providing services in
inspection and audit, testing and analysis, certification,
training, and consultation, marketing becomes the
determining factor to the achivevement of Company
performance targets for 2014. Duties and responsibilities
in marketing are performed by the Marketing and
Business Development Division under the coordination of
ç^VbWc`_^cZTæWd_dYW8ZbWUd_b_åEWc_ebUWcç^V:Z^çÛW"
Struktur Organisasi Divisi Pemasaran dan Pengembangan Bisnis
Division of Marketing and Business Development
Direktur Sumber
Daya & Keuangan
and Finance
Divisi Pemasaran
Dan Pengembangan
Bisnis
Division of Marketing and
Business Development
Kepala Divisi
Division Head
Bagian Pengembanan
Bisnis & Riset Pasar
Bagian Pemasaran
& Pengelolaan
Pelanggan
Business Development and
Market Research Section
Marketing and Customer
Management Section
Kepala Bagian
Kepala Bagian
Section Head
Section Head
Sub Bagian Riset Pasar
Market Research
Sub-Section
Kepala Sub Bagian
Sub-Section Head
Sub Bagian
Pengembangan Bisnis
Business Development
Sub-Section
Kepala Sub Bagian
Sub-Section Head
Sub Bagian
Pemasaran & Promosi
Marketing and Promotion
Sub-Section
Kepala Sub Bagian
Sub-Section Head
Sub Bagian
Pengelolaan Pelanggan
Customer Management
Sub-Section
Kepala Sub Bagian
Sub-Section Head
159
PROFIL PEJABAT ORGANISASI DIVISI PEMASARAN
DAN PENGEMBANGAN BISNIS
Marketing and Business Development Division Head
Profile
Lahir tanggal 30 Desember 1963, umur 51 tahun. Menyelesaikan
pendidikan sarjana di Fakultas Manajemen Informatika kemudian
menyelesaikan pendidikan S2 Manajemen Internasional di IPMI pada
tahun 2002.
Sebelumnya beliau menjabat sebagai Kepala Divisi Pemasaran mulai
bulan Februari 2012 sampai dengan April 2014. Diangkat sebagai Kepala
Divisi Pemasaran dan Pengembangan Bisnis pada bulan April 2014.
He was born on December 30, 1963, and is 51 years of age. He completed his
undergraduate study in the Faculty of Information Technology Management and
completed his graduate study in International Management at IPMI in 2002.
He previously held the position of Marketing Division Head from February 2012 until
April 2014. He was appointed as Marketing and Business Develoopment Division
Head on April 2014.
WIRAWAN
Kepala Divisi Pemasaran
dan Pengembangan Bisnis
Head of Marketing
and Business Development
Beberapa tugas yang menjadi kewajiban Divisi
Pemasaran dan Pengembangan Bisnis yaitu pengelolaan
fungsi-fungsi pemasaran, seperti strategi pemasaran,
pelayanan pelanggan, promosi dan Account Management
System, riset pemasaran dan kerjasama bisnis. Dalam
fungsi ini, Divisi Pemasaran dan Pengembangan Bisnis
bekerjasama dengan Divisi Pengembangan Jasa, SBU,
serta cabang terkait. Kegiatan penjualan (sales activity)
dilakukan oleh SBU, cabang, dan para Account Partner.
Some of the duties under the Marketing Division’s
responsibility are contained within the management of
marketing functions, such as marketing strategy, customer
service, promotion, account management system, market
research and business collaborations. For this purpose,
the Marketing Division works in cooperation with the
Service Development Division, SBUs, and relevant branch
offices. Sales activities are conducted by SBUs, branch
offices, and account partners.
Penerapan revitalisasi Account Management System
(AMS) yang dilaksanakan oleh Divisi Pemasaran dan
Pengembangan Bisnis SUCOFINDO mulai tanggal 1 April
2012 telah mengubah pola penjualan dari konsep product
out menjadi
. Perubahan ini berpengaruh terhadap
penanganan pelanggan. Berbagai kebutuhan jasa
pelanggan yang pada awalnya ditangani oleh beberapa
tenaga penjualan, kini hanya ditangani seorang Account
Partner.
EWfZdçæZiçdZ_^ _å dYW 5UU_e^d @ç^çXW]W^d FècdW]
(AMS) conducted by SUCOFINDO’s Marketing Division
commenced on April 1, 2012, changing the sales pattern
from using the concept of product out to market in. This
change influenced the way customers are handled.
IçbZ_ec cWbfZUW ^WWVc å_b Uecd_]Wbc gYZUY ecWV d_ TW
handled by several sales personnel, are now handled by
one Account Partner each.
Pelanggan-pelanggan
dalam kategori berikut:
SUCOFINDO customers are grouped into the following
categories:
SUCOFINDO
dikelompokkan
1. Key Account
Terdiri dari para pelanggan yang berkontribusi
cWTç^èç\E`&]ZæZçbçdçeæWTZY">Wæ_]`_\`Wæç^XXç^
ini dikelola oleh Key Account Partner.
1.
2. Regular Account
Terdiri dari para pelanggan yang berkontribusi
cWTç^èç\ E`%)$ [edç YZ^XXç E`& ]ZæZçb" >Wæ_]`_\
pelanggan ini dikelola oleh Regular Account Partner.
2. Regular Account
7_^cZcdZ^X_åUecd_]WbcgY_U_^dbZTedWE`%)$]ZææZ_^
d_ E`& TZææZ_^" 7ecd_]Wbc gZdYZ^ dYZc UçdWX_bè çbW
]ç^çXWVTèEWXeæçb5UU_e^dCçbd^Wbc"
Key Account
7_^cZcdZ^X_åUecd_]WbcgY_U_^dbZTedWE`&TZææZ_^_b
more. Customers within this category are managed by
Key Account Partners.
160
3. Retail Account
Terdiri dari para pelanggan yang berkontribusi di
TçgçY E`%)$ [edç" >Wæ_]`_\ CWæç^XXç^ Z^Z VZ\Wæ_æç
oleh Fungsi Penjualan Unit Bisnis.
3. Retail Account
7_^cZcdZ^X_åUecd_]WbcgY_U_^dbZTedWæWccdYçÊ`%)$
million. Customers within this category are managed by
the Sales Function of each Business Unit.
STRATEGI PEMASARAN
MARKETING STRATEGIES
Sebagai perusahaan yang fokus terhadap pelayanan
pelanggan, SUCOFINDO menjalankan beberapa strategi
pemasaran sebagai berikut:
As a company focused on customer service, SUCOFINDO
has executed several marketing strategies, as follows:
1. Great Perception
Untuk meningkatkan brand awareness dan brand
image dari SUCOFINDO.
1. Great Perception
To improve SUCOFINDO’s brand awareness and
brand image.
2. Customer Engagement
Untuk memelihara hubungan dan kedekatan khusus
dengan para pelanggan yang berperan besar
terhadap kinerja dan pendapatan Perusahaan.
2. Customer Engagement
To nurture relations and certain closeness with
customers who play a large role in determining the
Company’s performance and revenue.
3. Customer Insight
Untuk melengkapi Perusahaan dengan strategi
pendukung yang menampung aspirasi dari para
pelanggan, mencakup perilaku, kebutuhan, keinginan,
dan harapan mereka.
3. Customer Insight
To supplement the Company with supporting
strategies that collect aspirations from customers,
including in regard to their behavior, needs, desires,
and expectations.
Ada pula program-program strategi yang diterapkan
oleh Perusahaan, antara lain:
- Komunikasi Pemasaran Terintegrasi;
- Implementasi Account Management System;
- Pelayanan Pelanggan;
! EZcWdCçcçb"
The following strategy programs are also implemented
by the Company:
- Integrated Marketing Communication;
- Implementation of Account Management System;
- Customer Service;
- @çb\WdEWcWçbUY"
KEBIJAKAN DAN STRATEGI
POLICIES AND STRATEGIES
Di tahun 2014 terjadi reorganisasi yang mendorong
perluasan cakupan layanan SUCOFINDO yang semula
terdiri dari 73 jenis jasa, menjadi 85 jenis jasa yang
dikelola oleh 8 SBU. Dengan banyaknya layanan dan
luasnya jaringan mitra, SUCOFINDO selalu berupaya
untuk memuaskan pelanggan dan menjaga hubungan
baik dengan mitra. Sebagai upaya untuk memperluas
pasar, SUCOFINDO berusaha menarik minat mitra-mitra
baru yang potensial.
In 2014, restructuration towards the organization took
place, encouraging the expansion of SUCOFINDO’s
scope of service, from initially consisting to 73 types of
services to 85 types of services managed by 8 SBUs.
With the numerous amount of services and the scope
of its partnership network, SUCOFINDO continues to
endeavor to satisfy its customers and maintain good
relations with partners. As part of its effort to expand its
market, SUCOFINDO has attempted to draw the interest
of potential new partners.
Berdasarkan hasil Survei Kepuasan Pelanggan (SKP)
yang dilakukan pada tahun 2014, diketahui Indeks
Kepuasan Pelanggan (IKP) sebesar 79,83%; menunjukkan
penyesuaian dari hasil tahun 2013 sebesar 81,27%.
Based on the Customer Satisfaction Survey (CSS)
conducted in 2014, the Company’s Customer Satisfaction
Index (CSI) has been calculated as 79.83%, showing better
adaptation compared to 2013’s result of 81.27%.
Indeks Kepuasan Pelanggan merupakan ukuran kualitas
layanan SUCOFINDO yang dinilai oleh pelanggan
berdasarkan 5 (lima) dimensi yaitu:
The Customer Satisfaction Index serves as a parameter
of quality for SUCOFINDO’s services, as evaluated by
customers based on 5 (five) aspects, namely:
Keandalan : Kemampuan untuk memberikan jasa sesuai
dengan yang dijanjikan dengan tepat dan terpercaya.
Reliability : Ability to provide service as promised in
an accurate and trustworthy manner.
Ketanggapan : Kemauan untuk membantu pelanggan
dan memberikan jasa dengan cepat.
Responsiveness : Willingness to assist customers and
provide service in a swift manner.
Keyakinan : Pengetahuan dan kesopanan pegawai
serta kemampuan mereka untuk membangun
kepercayaan dan keyakinan.
Confidence: Knowledgeability and politeness
of employees and their ability to build trust and
confidence.
161
Empati : Peduli serta memberi perhatian pribadi
terhadap pelanggan.
Berwujud : Penampilan fasilitas fisik, peralatan dan
personel.
Empathy : Personal care and attention towards
customers.
Form : Physical appearance of facilities, equipment,
and personnel.
Pangsa Pasar Industri SUCOFINDO adalah :
SUCOFINDO’s market shares can be found in the
following industries :
Mineral and coal industries
Oil and gas industries
Agriculture industries
Manufacturing industries
Infrastructure industries
Tourism industries
Government institutions

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Keunggulan produk / jasa yang ditawarkan oleh
SUCOFINDO:
Merits of products / services offered by SUCOFINDO:
1. Reputasi
1. Reputation
SUCOFINDO has been in operation and possess
example experience, being a surveyor since 1956. In
conducting its business activities, SUCOFINDO refers
to and implements national and international technical
standards, supported by a number of experts and
specialists having adequate experience in providing
inspection service activities.
SUCOFINDO telah beroperasi dan berpengalaman
sebagai surveyor sejak tahun 1956. Dalam
menjalankan kegiatan usahanya mengacu dan
menerapkan standar teknis yang berlaku nasional
maupun internasional, didukung oleh sejumlah
tenaga ahli dan spesialis yang berpengalaman untuk
melayani kegiatan inspeksi.
2. Network
2. Jaringan
SUCOFINDO has points of service distributed
throughout Indonesia. We are also partnered with
foreign inspection companies with global networks.
SUCOFINDO memiliki titik layanan yang tersebar di
seluruh Indonesia. Kami bermitra dengan perusahaanperusahaan inspeksi asing yang memiliki jaringan
global.
3. Services Tailored to Customer Needs
3. Jasa Sesuai Kebutuhan Pelanggan
SUCOFINDO always strives to offer solutions that
answer the needs of its customers.
SUCOFINDO senantiasa berusaha untuk menawarkan
solusi yang menjawab kebutuhan para pelanggannya.
4. Acknowledgement
4. Pengakuan
SUCOFINDO is a member of international associations
such as the International Federation of Inspection
Agencies (IFIA) and the national surveyor association,
Asosiasi I (AISI).
SUCOFINDO adalah anggota asosiasi internasional
seperti IFIA (International Federation of Inspection
Agencies), asosiasi surveyor nasional AISI (Asosiasi I).
PENDAPATAN SUCOFINDO BERDASARKAN
PORTOFOLIO / SBU
SUCOFINDO REVENUE BASED ON PORTOFOLIO / SBU
Perolehan Pendapatan Berdasar Segmen usaha
Revenue based on Business Segment
Segmen Usaha
Business Segment
1
Realisasi
2014
&$%(EWçæZiçdZ_^
Target 2014
2014 Target
Realisasi 2013
2013
Realization
2
3
4
Selisih
Difference
(2-3)
(2-4)
Pencapaian
Achievement
(2-3)
(2-4)
Government I
Government I
147.984
193.575
100.885
(45.590)
47.099
76,4%
146,7%
Government II
Government II
66.401
124.635
119.800
58.234)
(53.399)
53,3%
55,4%
Minyak & Gas
Oil & Gas
386.448
519.403
296.092
(132.954)
74,4%
130,5%
90.356
162
Industri
Industry
52.134
180.959
68.371
128.825)
(16.236)
28,8%
76,3%
Komoditi & Solusi
Perdagangan
Commodity & Trade
Solutions
188.033
243.244
276.896
(55.211)
(88.863)
77,3%
67,9%
Laboratorium
Laboratory
138.324
118.893
87.647
19.431
50.677
116,3%
157,8%
Mineral & Batubara
Mineral & Coal
539.596
524.324
574.764
15.272
(35.167)
102,9%
93,9%
Sertifikasi & Eco
Framework
Certification & EcoFramework
105.994
146.244
123.958
(40.250)
(17.963)
72,5%
85,5%
Property
Property
26.675
21.134
30.050
5.541
(3.374)
126,2%
88,8%
Lainnya
Others
66.5
0
10.107
66
(10.041)
0,0%
0,7%
PT SAU
53.016
55.243
32.300
(2.227)
20.716
96,0%
164,1%
PT EPISI
1,657
23.221
10.113
(21.563)
(8.455)
7,1%
16,4%
1.708.350
2,152,896
1.733.005
444.544
24.653
20,6%
1,42&
Jumlah
Total
STRATEGI PERUSAHAAN
CORPORATE STRATEGIES
1. Strategi Financial
Mengoptimalkan realisasi anggaran biaya usaha
1.
2. Customer Focus
Implementasi program pengelolaan pelanggan, untuk
meningkatkan kepuasan pelanggan dan dapat meningkatkan brand equity perusahaan
2. Customer Focus
Implementation of customer management programs
to improve customer satisfaction and increase the
Company’s brand equity
3. Internal Process
Penerapan sistem manajemen untuk mendukung
kegiatan operasional, serta melakukan analisis
kinerja dalam rangka peningkatan pelayanan kepada
pelanggan
3. Internal Process
Implementation of a management system to support
operational activities and analysis of performance in
order to improve service to customers
4. Learning & Growth
Peningkatan kemampuan Pegawai melalui pelatihan
dan knowledge management
4. Learning & Growth
Employee competence building through training and
knowledge management
Financial Strategy
Optimization of business expenses from the budget
163
164
TATA KELOLA
PERUSAHAAN
YANG BAIK
GOOD CORPORATE
GOVERNANCE
Tata Kelola Perusahaan yang Baik
/ good corporate governance
Implemng
Good Pracc
of Corpor
Govce
Menerapkan Tata
Kelola Perusahaan
yang Baik
165
166
SUCOFINDO memahami pentingnya penerapan prinsip
Tata Kelola Perusahaan yang Baik atau Good Corporate
Governance (GCG) dalam menciptakan praktik terbaik
bisnis yang bertanggung jawab dan berkelanjutan.
Sebagai BUMN yang bergerak di bidang mitigasi
risiko, pelatihan dan konsultasi, GCG menjadi semakin
penting mengingat faktor risiko merupakan topik rutin
yang dihadapi oleh perusahaan. GCG mempengaruhi
bagaimana tujuan perusahaan dicapai, bagaimana risiko
dikaji, dan bagaimana kinerja dioptimalkan.
SUCOFINDO understands the importance of implementing
good corporate governance (GCG) in creating responsible
and sustainable best practices in business. As a stateowned enterprise acting in risk mitigation, along with
training and consultation, GCG has become more vital
recalling that the topic of risk is routinely faced by the
company. GCG influences how a company’s objectives
will be achieved, how risks are evaluated, and how
performance can be optimized.
Melalui
penerapan
GCG,
SUCOFINDO
ingin
menanamkan budaya sadar risiko, etika berbisnis, dan
tata perilaku yang baik di seluruh insan SUCOFINDO
untuk menciptakan kinerja perusahaan yang unggul.
SUCOFINDO terus mengoptimalkan implementasi GCG
dengan budaya perusahaan yang menjunjung tinggi
integritas, profesionalisme, serta kepatuhan terhadap
ketentuan dan peraturan yang berlaku.
Through the implementation of GCG, SUCOFINDO aims to
ingrain a culture of risk awareness, business ethics, and
good behavioral conduct in all SUCOFINDO personnel
to achieve excellence in company performance.
SUCOFINDO continues to optimize the implementation
of GCG with a corporate culture which upholds integrity,
professionalism, and compliance towards laws and
regulations in effect.
Strategi dan cakupan implementasi GCG sepanjang tahun
2014 melibatkan seluruh jajaran di setiap lini organisasi
SUCOFINDO. Secara garis besar, penerapan GCG
mengacu kepada nilai-nilai transparansi, akuntabilitas,
tanggung jawab, independensi, dan kewajaran.
Strategies and scope of GCG implementation throughout
2014 have involved all levels within the SUCOFINDO
organization. Overall, the implementation of GCG abides
by values of transparency, accountability, responsibility,
independence and fairness.
167
PRINSIP-PRINSIP TATA KELOLA
PRINCIPLES OF GOOD CORPORATE GOVERNANCE
TRANSPARANSI
Transparency
Prinsip keterbukaan dalam melaksanakan proses pengambilan keputusan dan
keterbukaan dalam mengemukakan informasi material yang relevan mengenai
perusahaan.
Openness in implementing the process of decision making and providing material
information relevant to the company.
AKUNTABILITAS
Prinsip kejelasan fungsi, pelaksanaan dan pertanggungjawaban organisasi yang
memungkinkan pengelolaan perusahaan dapat terlaksana secara efektif.
Accountability
Clarity of function, implementation, and responsibility in the organization so that
company management can be implemented effectively.
TANGGUNG JAWAB
Responsibility
Prinsip kesesuaian di dalam pengelolaan perusahaan terhadap peraturan
perundang-undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.
Conformity between company management with laws and regulations in effect
and good corporate values.
INDEPENDENSI
Independence
Prinsip pengelolaan perusahaan secara profesional tanpa benturan kepentingan dan
pengaruh maupun tekanan dari pihak manapun yang tidak sesuai dengan peraturan
perundang-undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.
Professional management of the company without conflicts of interest, influence
and pressure from outside forces in violation towards laws and regulations in
effect and good corporate values.
KEWAJARAN
Fairness
Prinsip perlakuan yang adil dan sama dalam memenuhi hak-hak stakeholders
berdasarkan ketentuan dan peraturan perundang-undangan yang berlaku.
Fair and equal treatment in fulfilling the rights of the stakeholders and
shareholders in accordance to laws and regulations in effect.
168
PEDOMAN TATA KELOLA
MANUALS FOR CORPORATE GOVERNANCE
1.
1.
Undang Undang Nomor 19 tahun 2003 tentang Badan
Usaha Milik Negara;
Law 19 / 2003 regarding State-Owned Enterprises
(SOE);
2. Undang-Undang RI No.40 Tahun 2007 Tentang
Perseroan Terbatas;
2. Law 40 / 2007 regarding Limited Liability Companies;
3. Peraturan Pemerintah Republik Indonesia Nomor
45 Tahun 2005 tentang Pendirian, Pengurusan,
Pengawasan dan Pembubaran Badan usaha Milik
Negara;
3. Government Regulation 45 / 2005 regarding the
Establishment, Management, Supervision and
Dissolution of State-Owned Enterprises;
4. Peraturan Menteri Negara BUMN Nomor Per-01 /
MBU / 2011 tanggal 1 Agustus 2011 tentang Penerapan
Tata Kelola Perusahaan Yang Baik (Good Corporate
Governance) Pada Badan Usaha Milik Negara;
4. Minister of SOE Regulation No. Per-01 / MBU / 2011
issued August 1, 2011, regarding the Implementation
of Good Corporate Governance in State-Owned
Enterprises;
5. Akta Notaris Johan Arifin Lumban Tobing Sutan
Arifin di Jakarta tanggal 22 Oktober 1956 Nomor
42 sebagaimana telah diubah terakhir dengan
Akta Pernyataan Keputusan Rapat PT SUCOFINDO
(PERSERO) dari Notaris Indah Prastiti Extensia,
SH, di Jakarta tanggal 8 Agustus 2008 Nomor 10
tentang Perubahan Anggaran Dasar PT SUCOFINDO
(PERSERO) dan telah mendapatkan pengesahan
dalam Keputusan Menteri Hukum dan HAM RI tanggal
31 Oktober 2008 Nomor: AHU-80823.AH.01.02. Tahun
2008;
5. Notary Deed No. 42 issued by Notary Johan Arifin
Lumban Tobing Sutan Arifin in Jakarta on October 22,
1956, recently amended by Deed of PT SUCOFINDO
(Persero) Meeting Decision No. 10 regarding Changes
to PT SUCOFINDO (Persero)’s Articles of Association
issued by Notary Indah Prastiti Extensia, S.H., in
Jakarta on August 8, 2008, approved within Minister
of Law and Human Rights Decision No. AHU-80823.
AH.01.02. issued October 31, 2008;
6. Akta Pernyataan Keputusan Rapat PT SUCOFINDO
(Persero) dari Notaris Indah Prastiti Extensia, SH Nomor
11 tanggal 15 April 2008 tentang Pemberhentian dan
Pengangkatan Direksi PT SUCOFINDO (Persero);
6. Deed of PT SUCOFINDO (Persero) Meeting Decision
No. 11 regarding the Dismissal and Appointment of
PT SUCOFINDO (Persero) Directors issued by Notary
Indah Prastiti Extensia, S.H., on April 15, 2008;
7. Peraturan Perusahaan Nomor 1 / PP / 2004 tanggal
04 November 2004 tentang Sistem Manajemen
SUCOFINDO;
7. Company Regulation No. 1 / Company Regulation /
2004 regarding SUCOFINDO’s Management System
issued November 4, 2004;
8. Keputusan Direksi Nomor 40 / KD / 2014 tanggal 16
Oktober 2014 tentang Struktur Organisasi Perusahaan
PT SUCOFINDO (PERSERO).
8. Board of Directors Decision No. 40 / KD / 2014
regarding PT SUCOFINDO (Persero)’s Organizational
Structure issued October 16, 2014.
TUJUAN TATA KELOLA
PURPOSE OF CORPORATE GOVERNANCE
Merujuk Pedoman GCG SUCOFINDO, maka tujuan
penerapan GCG oleh SUCOFINDO, adalah:
Referring to SUCOFINDO’s GCG Code, the purpose of
GCG implementation by SUCOFINDO includes:
1.
Meningkatkan
keberhasilan
usaha
dan
menciptakan nilai tambah bagi semua pihak
yang berkepentingan (Stakeholders) dengan
berlandaskan prinsip-prinsip transparansi dan
akuntabilitas.
1.
Increase success in business and create added
value for all stakeholders, abiding by principles of
transparency and accountability.
2. Menghindari kegagalan Perusahaan dalam
pencapaian sasaran dan tujuan Perusahaan
sebagai akibat dari adanya kelalaian dan atau
kesalahan dalam melaksanakan kegiatan usaha.
2. Prevent Company failure in achieving its targets
and objectives due to negligence and / or
incorrectness in conducting business activities.
3. Terciptanya kinerja Perusahaan yang baik.
3. Achieve good Company performance.
4. Terciptanya reputasi dan citra Perusahaan yang
baik dan terpercaya.
4. Create good and trustworthy reputation and
image for the Company.
5. Terjaganya kelangsungan hidup Perusahaan.
5. Maintain the existence of the Company.
169
ASPEK-ASPEK KESEIMBANGAN GCG
ASPECTS OF BALANCE IN GCG
GCG merupakan kegiatan dalam mengelola aspekaspek keseimbangan terkait:
GCG consists of activities that manage the following
aspects of balance:
A. Keseimbangan Internal
A. Internal Balance
1.
Menjaga keseimbangan hubungan dalam organ
Perusahaan (RUPS, Dewan Komisaris, Direksi dan
seluruh jajarannya).
2. Terjalinnya hubungan struktural kelembagaan
maupun
mekanisme
operasional
dalam
Perusahaan (RUPS, Dewan Komisaris, Direksi, SPI,
SBU, Unit PKBL, Cabang, dan Unit Pelayanan).
B. Keseimbangan Eksternal
1.
terhadap
Maintain the balance in relations between
elements within the Company (GMS, Board of
Commissioners, Board of Directors, and all levels
of management)
2. Form structural relationships between institutions
or even operational mechanisms between
elements within the Company (GMS, Board of
Commissioners, Board of Directors, ISP, SBU, PKBL
Unit, Branch Offices and Service Units)
B. External Balance
Pemenuhan akuntabilitas dan tanggung jawab
Perusahaan sebagai entitas usaha kepada:
shareholders, stakeholders dan Lingkungan
Perusahaan.
2. Perlindungan
Saham.
1.
hak-hak
Pemegang
1.
Fulfillment of Company responsibilities and
accountability as a business entity to: shareholders,
and the Company Environment.
2. Protection of shareholder rights.
3. Perlakuan yang sama terhadap seluruh Pemegang
Saham.
3. Equal treatment towards all shareholders.
4. Peranan stakeholders
Perusahaan.
dengan
4. Relevant stakeholder roles towards the Company.
5. Menerapkan keterbukaan dan transparansi
sehingga meningkatkan kepercayaan bagi
perusahaan.
5. Implementation of openness and transparency to
increase trust within the Company.
yang
terkait
170
PENERAPAN TATA KELOLA
PERUSAHAAN YANG BAIK
Implementation of Good Corporate
Governance
STRUKTUR PROFIL DIVISI SISTEM
MANAJEMEN, GCG DAN RISIKO
PROFILE OF MANAGEMENT SYSTEM, GCG
AND RISK DIVISION
SUCOFINDO berkomitmen tinggi dalam penerapan
GCG pada pelaksanaan aktivitas bisnisnya, dengan
membentuk Divisi Sistem Manajemen, GCG dan Risiko
(SGR) yang bertanggung jawab dalam Pengelolaan,
penerapan dan pemantauan GCG di lingkungan
perusahaan. Divisi ini dipimpin seorang Kepala Divisi
yang bertanggung jawab kepada Direktur Utama.
SUCOFINDO is highly committed to implementing GCG in
its business activities through the formation of the System
Management, GCG and Risk (SGR) Division, responsible
for the management, implementation and monitoring of
GCG within company environment. The division is led by
a Division Head responsible to the President Director.
Dalam menjalankan tugas dan tanggung jawabnya, Divisi
Sistem Manajemen, GCG dan Risiko dibantu oleh:
In carrying out its duties and responsibilities, the System
Management, GCG and Risk Division is supported by:
1. Kepala Bagian GCG dan Pengelolaan Risiko
2. Kepala Bagian Sistem Manajemen Risiko
1. GCG and Risk Management Section Head
2. Risk Management System Section Head
Struktur Divisi Sistem Manajemen, GCG dan Risiko
Management System, GCG and Risk Division Structure
Divisi Sistem Manajemen, Good Corporate Governance (GCG) dan Risiko
Management System, Good Corporate Governance (GCG) and Risk Division
Direktur Utama
President Director
Divisi Sistem Manajemen,
Good Corporate Governance (GCG)
dan Risiko
Management System, Good Corporate
Governance (GCG) and Risk Division
Kepala Divisi Division Head
Bagian Sistim Manajemen
Management System
Section
Bagian Good Corporate Governance
(GCG) dan Pengelolaan Risiko
Good Corporate Governance (GCG)
and Risk Management Section
Kepala Bagian Section Head
Kepala Bagian Section Head
171
PROFIL PIMPINAN DIVISI SISTEM MANAJEMEN,
GCG DAN RISIKO
Management System, GCG and Risk Division Head Profile
Lahir di Purbalingga, tanggal 25 Pebruari 1968 umur 46 tahun,
menyelesaikan pendidikannya di Jurusan Hukum Universitas Jendral
Soedirman pada tahun 1990.
Bergabung dengan SUCOFINDO sejak tahun 1992 memulai karir sebagai Staf
SDM Menempati berbagai posisi kunci di SUCOFINDO sebagai :
- Kepala Divisi Sistem Manajemen, GCG dan Risiko (Oktober 2013 - 2014)
- Kepala Divisi Human Capital (2012 - Oktober 2013)
- Pjs. Kepala Divisi Human Capital (2011).
Born in Purbalingga, February 25, 1968, the 46-year-old man completed his study in
Law at Jenderal Soedirman University in 1990.
R. RULI ADI
Kepala Divisi Sistem Manajemen,
GCG & Risiko
Head of System Management, GCG
& Risk Division
He joined SUCOFINDO in 1992 and began his career as a HR Staff. He occupied various
key positions in SUCOFINDO, such as :
- System Management, GCG and Risk Division Head (October 2013 - 2014)
- Human Capital Division Head (2012 - October 2013)
- Acting Human Capital Division Head (2011).
TAHAPAN PENERAPAN GCG SUCOFINDO
STAGES OF GCG IMPLEMENTATION IN
SUCOFINDO
Pentahapan SUCOFINDO dalam mewujudkan GCG
sebagai sebuah Sistem adalah sebagai berikut:
SUCOFINDO has conducted the following stages in order
to implement GCG as a system:
Komitmen dari seluruh Insan SUCOFINDO yang dimulai dari manajemen Puncak
Commitment from all SUCOFINDO personnel, starting from top-level management
Penguatan sistem melalui pembangunan sarana dan prasarana tata kelola perusahaan diantaranya dengan
penyusunan Pedoman GCG, Pedoman Etika Usaha dan Tata Perilaku, Board Manual, penilaian GCG.
System consolidation through the development of corporate governance facilities and infrastructure such as by
compiling a GCG Code, Business Ethics and Code of Conduct, Board Manual, and GCG assessment system.
Memasukkan GCG ke dalam program dan sasaran kerja jangka pendek dan jangka panjang
Inclusion of GCG within short-term and long-term programs and work targets.
Melakukan Self Assessment GCG
GCG Self-Assessment
Menetapkan, melaksanakan dan memantau tindak lanjut temuan
Establishment, implementation and monitoring of follow-up actions towards findings
Melakukan assessment oleh lembaga independen, dengan tahapan seleksi / tender lembaga pelaksana secara
transparan. menetapkan pemenang, dan pelaksanaan assessment
Assessment by independent body appointed through a transparent selection / tender process, consisting of the
appointment of the winner and implementation of assessment
Menetapkan, melaksanakan dan memantau tindak lanjut temuan
Establishment, implementation and monitoring of follow-up actions towards findings
Membentuk Tim Manajemen Risiko
Formation of Risk Management Team
Mengukur tingkat penerapan Corporate Governance secara internal melalui eksaminasi Baldrige
Criteria yang meliputi 4 aspek yaitu approach, deployment, learning dan integrasi
Internal appraisal of the level of Corporate Governance implementation through examination of the
Baldrige Criteria covering the following 4 aspects: approach, deployment, learning and integration.
Menetapkan, melaksanakan dan memantau tindak lanjut hasil pengukuran. Tindak lanjut yang
dilakukan adalah tindak lanjut yang dibawah kendali dan kewenangan manajemen SUCOFINDO
Establishment, implementation and monitoring of follow-up actions towards appraisal results. Followup actions are conducted beneath the control and authority of the SUCOFINDO management
Evaluasi dan Perbaikan yang terus menerus
Continuous evaluation and improvement
172
Kerangka Kerja Penerapan GCG
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Permen BUMN No.PER-01
/ MBU / 20111
tentang GCG & Turunan
Hukum & Peraturan
Perundangan yang berlaku
(UU PT, BUMN, dll)
Visi, Misi & Tata
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Minister of SOE Reg.
No: PER-01 / MBU / 2011 on
GCG and Derivatives
Laws & Regulations in Effect
(regarding LLC, SOE, etc)
Vision, Mission & Corporate
Culture
Penguatan Soft Structure GCG
Pembangunan Infrastruktur GCG
GCG Soft Structure Implementation
GCG Infrastructure Development
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(CoC)
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Memfasilitasi dan memantau penerapan
GCG

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GCG Manuals
Code of Business Ethics and Conduct (CoC)
Board Manual
LHKPN Policies
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Formation of SGR Division which facilitates and
monitors GCG implementation
GCG Elements : Corporate Secretary, Internal
Control, Internal Supervision / Audit, HC, etc.
Formation of Relevan Commitees
Sosialisasi dan Internalisasi
Socialization and Internalization
Evaluasi dan
Rekomendasi
Evaluation and
Recommendation
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Implementation at all Units
Evaluasi dan
Rekomendasi
Evaluation and
Recommendation
173
PENINGKATAN PENERAPAN
Improvement in Good Corporate
Governance Implementation
SUCOFINDO melakukan berbagai upaya untuk
meningkatkan penerapan praktik-praktik terbaik GCG,
meliputi:
SUCOFINDO has taken various efforts to improve its
implementation of GCG best practices, including:
No
Rencana Pengembangan
Plans For Development
Program Kerja
Work Programs
1.
Peningkatan implementasi GCG dalam
aktifitas perusahaan.
Improved GCG implementation in company
activities.
Pembangunan Whistle Blowing System sebagai upaya Perusahaan dalam
menegakkan prinsip GCG khususnya yang berkaitan dengan integaritas dan
transparansi, guna menciptakan situasi kerja yang bersih dan bertanggung jawab.
Development of a whistleblowing system as the Company’s effort in upholding
GCG principles, especially pertaining to integrity and transparency, in order to
create a clean and responsible working environment.
2.
Peningkatan pemahanam Pelaksanaan
Pedoman GCG, Etika Usaha dan Tata
Perilaku.
Improved
understanding
towards
implementation of GCG through Code of
Business Ethics and Conduct.
Sosialisasi dan Internalisasi mendalam terhadap Pedoman etika usaha dan tata
perilaku kepada seluruh pegawai SUCOFINDO.
In-depth socialization and internalization of code of business ethics and conduct
to all SUCOFINDO employees.
3.
Penilaian terhadap kualitas penerapan GCG. Melaksanakan penilaian atas penerapan GCG, dan menindaklanjuti hasil temuan.
Evaluation towards the quality of GCG Evaluation towards GCG implementation and follow-up actions towards resulting
implementation.
findings.
PEDOMAN PENERAPAN GCG
Manual of GCG Implementation
Sebagai acuan dan panduan dalam menerapkan GCG,
SUCOFINDO telah menerbitkan Pedoman Penerapan
GCG sebagaimana pembaruan yang paling akhir
dituangkan dalam Peraturan Perusahaan Nomor
1 / PP / 2009.
As a reference and guide in implementing GCG,
SUCOFINDO has published a manual of GCG
Implementation (GCG Manual) with its most recent
amendments contained within Company Regulation No. 1
/ Company Regulation / 2009.
Pedoman ini memuat 4 (empat) buku, yaitu:
Buku I
: Pedoman Good Corporate
Governance
Buku II
: Board Manual
Buku III
: Self Assessment
Buku IV
: Kerangka Kerja dan Implementasi
GCG
The GCG Manual consists of 4 (four) books, which are:
Book I
: Good Corporate Governance
Manuals
Book II
: Board Manual
Book III
: Self-Assessment
Book IV
: GCG Framework and Implementation
Pedoman Penerapan GCG mengatur tata cara
mempraktikan tata kelola perusahaan yang baik secara
optimal dalam upaya perusahaan mencapai visi, misi
serta target perusahaan secara berkesinambungan.
The GCG Manual dictates procedures for optimal
implementation of good corporate governance as part of
the company’s efforts in achieving its vision, mission and
targets in a sustainable manner.
174
PEDOMAN ETIKA USAHA &
TATA PERILAKU
Code of Business Ethics and Conduct
Pelaksanaan Kode Etik di lingkungan perusahaan
merupakan salah satu upaya yang memberi kontribusi
positif dalam penerapan prinsip-prinsip GCG. Pada
tanggal 31 Mei 2004 telah dibentuk Komite Kode Etik
yang bertugas untuk membuat Pedoman Kode Etik
Perusahaan.
The implementation of a Code of Conduct in the company’s
environment is one of the company’s efforts to contribute
positively towards the implementation of GCG principles.
On May 31, 2004, a Code of Conduct Committee was
formed to accomplish the task of compiling a Corporate
Code of Conduct.
Kode Etik telah diterbitkan berdasarkan Surat Keputusan
Direksi nomor 8 / KD / 2004. Selanjutnya sosialisasi Kode
Etik dilakukan oleh Komite Kode Etik. Sampai dengan
bulan September 2004, sosialisasi telah dilakukan dari
tingkat Dewan Komisaris, Direksi sampai dengan pegawai;
serta melakukan revisi SKD Nomor 8 / KD / 2004 menjadi
KD nomor 18 / KD / 2005 dan telah ditandatangani
pernyataan tertulis atas kepatuhannya oleh Direksi.
Penunjukan seorang Chief Compliance Officer untuk
memantau pelaksanaan penerapan Kode Etik.
The Code of Conduct was issued under Board of Directors
Decision Letter No. 8 / KD / 2004. In continuation,
socialization of the Code of Conduct was carried out
by the Code of Conduct Committee. By September
2004, socialization has reached the level of Board
of Commissioners, Board of Directors, to the level of
personnel; Board of Directors Decision Letter No. 8 / KD
/ 2004 was then revised into Board of Directors Decision
No. 18 / KD / 2005. A written statement of compliance
has also been signed by the Board of Directors. A
Chief Compliance Officer was appointed to monitor the
implementation of this Code of Conduct.
DASAR PEDOMAN
FOUNDATION FOR CODE OF CONDUCT
Sebagai acuan dan panduan dalam menerapkan Kode
Etik, SUCOFINDO telah menerbitkan Pedoman Etika
Usaha dan Tata Perilaku. Dimana Pedoman ini berisi 4
bagian, yaitu:
As a reference and guide in implementing the Code of
Conduct, SUCOFINDO has published a Code of Business
Ethics and Conduct consisting of 4 parts, namely:
Bagian I
Bagian II
Bagian III
Bagian IV
Part I
Part II
Part III
Part IV
: Pendahuluan
: Pedoman Etika Usaha
: Pedoman Tata Perilaku
: Petunjuk Pelaksanaan
Pedoman Etika Usaha dan Tata Perilaku mengatur tata
cara Perusahaan didalam menjalankan perusahaan yang
baik secara optimal dalam mencapai tujuan perusahaan
sesuai dengan penerapan dan tindakan yang telah ada
dalam pedoman tersebut. Pedoman Etika Usaha dan
tata Perilaku diterapkan sebagai pedoman yang berlaku
bagi seluruh pegawai dan juga jajaran Manajemen
Perusahaan untuk semua level, tanpa kecuali.
: Introduction
: Business Ethics Guideline
: Conduct Guideline
: Implementation Guideline
The Code of Business Ethics and Conduct dictates
Company procedures for running a good corporation
in an optimal manner in order to achieve company
objectives in accordance through implementation and
actions as dictated within the guideline. The Code of
Business Ethics and Conduct must be implemented by
all Company personnel and management at all levels
without exception.
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1.
1.
Memberi panduan kepada perusahaan dalam
menjalankan kegiatan bisnis sesuai standar etika
usaha untuk memenuhi kepentingan seluruh
stakeholders.
175
Provides a guideline for the company to conduct
business activities in accordance to standards of
business ethics for the fulfillment of all stakeholder
interests.
2. Memberi panduan berperilaku bagi insan SUCOFINDO
dalam menjalankan tugas dan tanggungjawabnya,
memberi pertimbangan dalam menjalankan tugas
dan tanggungjawabnya, memberi pertimbangan
untuk pengambilan keputusan dan menerapkan
akuntabilitas.
2. Provides a code of conduct for SUCOFINDO personnel
in carrying out their duties and responsibilities and
for consideration in making decisions and achieving
accountability.
PRINSIP-PRINSIP KEPATUHAN
PRINCIPLES OF COMPLIANCE
1. Integritas
Insan SUCOFINDO bekerja dengan jujur, objektif,
dan dapat dipercaya dalam melaksanakan aktifitas
pegawaiannya.
1. Integrity
SUCOFINDO personnel are obliged to work with
honesty, objectivity and trustworthiness in their
activities.
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Insan SUCOFINDO bekerja dengan mandiri dan
tidak memihak dengan mengacu kepada peraturan
perundang-undangan yang berlaku, ketentuan
perusahaan, standard dan kaidah etika profesi.
2. Independence and Impartiality
SUCOFINDO personnel are obliged to work
independently and impartially in compliance to laws
and regulations in effect, corporate regulations, and
professional standards and ethics.
3. Benturan Kepentingan
Insan SUCOFINDO tidak terlibat dalam dan atau
menghindari benturan kepentingan yang bersifat
finansial maupun komersial yang dapat mempengaruhi
profesionalisme kerja dan pengambilan keputusan.
3. Absence of Conflict of Interest
SUCOFINDO personnel may not be involved within
and must avoid conflicts of interest which are financial
or commercial in nature and capable of influencing
their professionalism at work and decision making.
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Insan SUCOFINDO menjaga kerahasiaan informasi
yang didapat dalam menjalankan tugasnya
dan menjadikan informasi tersebut menjadi milik
perusahaan serta tidak membocorkan informasi
tersebut kepada pihak lain, kecuali diperlukan secara
hukum dengan seijin Perusahaan.
4. Confidentiality
SUCOFINDO are obliged to guard the secrecy of
information obtained in the course of their duties and
ensure the information belongs to the company by not
giving out the information to other parties, except when
required by law with the permission of the Company.
5. Anti Suap & Korupsi
Insan SUCOFINDO dilarang menerima suap dan atau
melakukan penyuapan dalam semua bentuk dan atau
cara apapun pada saat menjalankan aktivitasnya serta
dilarang melakukan segala bentuk praktik korupsi dan
kecurangan.
5. Anti-Bribery & Corruption
SUCOFINDO personnel are prohibited from receiving
or conferring bribes in all forms and manners in carrying
out their activities and are prohibited from participating
in all practices of corruption and dishonesty.
*" >_]`WdZcZèç^XFWYçd
Insan SUCOFINDO melakukan persaingan yang
sehat dengan mengedepankan keunggulan produk
dan layanan yang bermutu dari Perusahaan serta
tidak membandingkan dan menekankan kelemahan
pesaing untuk memenangkan persaingan.
6. Fair Marketing
SUCOFINDO personnel must compete in a fair manner
by emphasizing product excellence and quality
service from the Company without comparing with and
pointing out the weaknesses of competitors in order to
win competitions in business.
PT SUPERINTENDING
(Persero)
COMPANY
OF
INDONESIA
Appendix
Company Regulation No. 1 / Company Regulation / 2014
COMMITMENT OF TOP-LEVEL MANAGEMENT
176
PERUSAHAAN PERSEROAN (Persero)
PT SUPERINTENDING COMPANY OF INDONESIA
PT SUPERINTENDING COMPANY OF INDONESIA
(Persero)
Lampiran
PP Nomor 1 / PP / 2014
Appendix
Company Regulation No. 1 / Company Regulation / 2014
KOMITMEN MANAJEMEN PUNCAK
COMMITMENT OF TOP-LEVEL MANAGEMENT
Kami, jajaran Dewan Komisaris dan Direksi PT
SUCOFINDO
(Persero) bertekad sepenuhnya
menerapkan Etika Usaha (Business Ethics) dan tata
Perilaku (Code of Conduct) sebagai landasan dan
acuan seluruh insan SUCOFINDO dalam menjalankan
proses bisnis Perusahaan guna pencapaian kinerja
Perusahaan yang optimal.
We, the entire Board of Commissioners and Board
of Directors of PT SUCOFINDO (Persero) are fully
dedicated to implementing Business Ethics and Code
of Conduct as the foundation and reference used by
all SUCOFINDO personnel in carrying out business
processes in order to enable the Company to achieve
optimal performance.
Kami
bertekad
memastikan
kesinambungan
penerapan Etika Usaha (Business Ethics) dan tata
Perilaku (Code of Conducts) untuk mewujudkan Visi,
Misi, dan Nilai-nilai Perusahaan dalam menjaga
keberlangsungan bisnis Perusahaan jangka panjang.
We are committed to ensuring consistency in the
implementation of Business Ethics and Code of Conduct
for the achievement of Vision, Mission and Corporate
Values of the Company to ensure the continuation of
the Company’s business in the long term.
Jakarta, 5 Mei 2014
Jakarta, May 5, 2014
GUSMARDI BUSTAMI
Komisaris Utama
Chief Commissioner
IRFA AMPRI
Komisaris
Commissioner
M. SULTON FATHONI
Komisaris
Commissioner
SUFRIN HANNAN
Pgs. Direktur Utama
Acting President Director
BENI AGUS PERMANA
Direktur Sumber Daya & Perencanaan Strategis
Director of Resources & Strategic Planning
NAHID HUDAYA
Komisaris
Commissioner
177
Pedoman Etika Usaha dan Tata Perilaku selanjutnya
menjadi acuan perilaku bagi Dewan Komisaris, Direksi
dan pegawai dalam mengelola Perusahaan dengan
cakupan:
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mengawasi kepatuhan atas penerapan etika usaha
dan tata perilaku di lingkungan Perusahaan.
The Code of Business Ethics and Conduct shall henceforth
serve as a reference for the Board of Commissioners,
Board of Directors, and all employees in managing the
Company, at the following scopes:
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Usaha dan Tata Perilaku di lingkungan Perusahaan
dibantu oleh Divisi Sistem Manajemen, GCG, dan
Risiko, Satuan Pengawasan Intern, Divisi Human
Capital, dan Divisi Sekretariat Perusahaan.
The Board of Directors is responsible for the
implementation of business ethics and code of
conduct in Company environment, assisted by the
System, GCG and Risk Management Division, Internal
Audit Unit, Human Capital Division, and Corporate
Secretariat Division.
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atas penerapan Etika Usaha dan Tata Perilaku di
lingkungan unit kerjanya masing-masing.
Officials within the organizational structure are
responsible for the implementation of business ethics
and code of conduct in their respective work unit
environment.
Chief Compliance Officer menugaskan pembaruan
Pedoman Etika Usaha dan tata Perilaku kepada Divisi
Sistem Manajemen, GCG, dan Risiko yang dibentuk
untuk memfasilitasi kebutuhan tersebut.
The Chief Compliance Officer shall assign the task of
updating the Code of Business Ethics and Conduct
to the System Management, GCG and Risk Division
which has been formed to facilitate this need.
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pembaruan / revisi Pedoman Etika Usaha dan Tata
Perilaku, untuk kemudian diterapkan oleh Direksi.
The System Management, GCG and Risk Division
shall submit the revised Code of Business Ethics and
Conduct to be implemented by the Board of Directors.
PEDOMAN ETIKA USAHA
CODE OF BUSINESS ETHICS
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SUCOFINDO memperlakukan Pegawai dengan tidak
membedakan jenis kelamin, suku, agama dan ras
dalam segala aspek. SUCOFINDO menyadari bahwa
Pegawai mempunyai peranan dan kedudukan yang
sangat penting dalam mencapai tujuan Perusahaan.
Setiap Pegawai dituntut dapat berpartisipasi
dan berperan aktif dengan jalan meningkatkan
produktivitas kerja melalui hubungan yang dinamis,
harmonis, selaras, serasi dan seimbang antara
Perusahaan dan Pegawai.
Company Ethics towards Employees
SUCOFINDO
treats
its
Employees
without
discriminating based on gender, ethnicity, religion,
and race in all aspects. SUCOFINDO is aware that
Employees have vital role and position in achieving the
Company’s objectives. All Employees are encouraged
to play an active role by increasing work productivity
through a dynamic, harmonious, aligned, suitable and
balanced relationship between the Company and its
Employees.
Perusahaan dalam hal ini:
1) Memberi kebebasan kepada Pegawai untuk
berserikat dan membentuk atau menjadi anggota
Serikat Pegawai.
2) Menempatkan Serikat Pegawai sebagai mitra
Perusahaan.
3) Menjadikan Perjanjian Kerja Bersama (“PKB”)
sebagai acuan yang memuat syarat-syarat
kerja untuk mengatur dan melindungi hak dan
kewajiban Pegawai.
4) Melaksanakan Perjanjian Kerja Bersama (“PKB”)
secara konsisten.
5) Memastikan setiap Pegawai telah mengetahui
dan memahami PKB yang berlaku.
6) Melindungi hak Pegawai untuk memilih atau tidak
memilih menjadi anggota Serikat Pegawai.
7) Menerapkan manajemen berbasis kinerja
dan penghargaan kepada Pegawai secara
proporsional.
In this regard, the Company shall:
1) Give the freedom for Employees to associate and
form or become a member of the Labor Union
2) Position the Labor Union as a partner to the
Company
The Board of Commissioners is responsible for
supervising compliance towards business ethics and
code of conduct in Company environment.
3) Establish the Collective Labor Agreement (CLA)
as reference containing work requirements to
regulate and protect the rights and responsibilities
of Employees
4) Implement the Collective Labor Agreement (CLA)
in a consistent manner
5) Ensure that all Employees are aware of and have
understood the CLA in effect
6) Protect the rights of Employees to choose to become
or not become a member of the Labor Union
7) Implement a performance-based management
and confer proportional recognition and award to
Employees
178
!
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SUCOFINDO
mengutamakan
kepuasan
kepercayaan Pelanggan dengan cara:
dan
1)
Menjual produk sesuai dengan persyaratan
Pelanggan dan standar mutu yang telah
ditetapkan.
2) Membuka layanan Pelanggan dan menindaklanjuti
keluhan Pelanggan tanpa melakukan diskriminasi
terhadap Pelanggan.
3) Melakukan pemasaran, antara lain dalam bentuk
promosi yang berkesinambungan, secara sehat,
adil, jujur, tidak menyesatkan dan sesuai dengan
norma-norma yang diterima oleh masyarakat.
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SUCOFINDO prioritizes Customer satisfaction and
trust by:
1)
Offering products that fulfill the Customer’s
requirements and established standards of quality
2) Providing Customer service and follow up
complaints from Customers without discrimination
towards any Customer
3) Conducting marketing in the form of sustainable
promotion in a reasonable, fair, honest, nonmisleading manner in compliance to acceptable
norms to the society.
!
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SUCOFINDO menempatkan Pesaing sebagai pemacu
peningkatan kinerja perusahaan dengan cara:
1) Melakukan riset pasar dan riset Pesaing untuk
memperoleh gambaran posisi relatif Perusahaan
di antara Pesaing dalam industri sejenis.
2) Melakukan persaingan yang sehat dengan
mengedepankan keunggulan produk dan layanan
yang bermutu.
!
7_]`ç^è9dYZUcd_gçbVc7_]`WdZd_bc
SUCOFINDO has positioned its Competitors as a source
of motivation to improve company performance by:
1) Conducting research towards the market and
Competitors to obtain a portrait of the relative
position of the Company among Competitors in a
similar industry
2) Participate in healthy competition which prioritizes
product excellence and quality service.
!
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SUCOFINDO menciptakan iklim kompetisi yang adil
dan transparan dalam pengadaan barang dan jasa
dengan cara:
1) Menetapkan Pemasok berdasarkan kepada
kemampuan dan prestasi.
2) Melaksanakan pembayaran kepada Pemasok
dengan tepat waktu dan tepat jumlah.
3) Memberi sanksi yang tegas kepada Pemasok
yang melakukan pelanggaran perjanjian / kontrak
pengadaan.
4) Memelihara komunikasi yang baik dengan
Pemasok termasuk menindaklanjuti keluhan dan
keberatan.
5) Menerapkan teknologi dalam pengadaan barang
dan jasa.
!
7_]`ç^è9dYZUcd_gçbVcFe``æZWbc
SUCOFINDO has created a fair and transparent
competition climate in the procurement of goods and
services by:
1) Selecting Suppliers based on skills and
achievements
2) Giving payment to Suppliers at the time and with
the amount agreed upon
3) Giving firm punishment in the case that Suppliers
have violated procurement agreements / contracts
!
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SUCOFINDO meningkatkan iklim saling percaya,
menghargai, dan memupuk kebersamaan dengan
Mitra Kerja sesuai dengan kaidah-kaidah usaha yang
berlaku dengan cara:
1) Melakukan analisis risiko dan manfaat sebelum
melakukan ikatan perjanjian kerjasama.
2) Membuat perjanjian kerja yang berimbang dan
saling menguntungkan dengan Mitra Kerja dan
tidak melanggar aturan maupun prosedur.
3) Mengutamakan pencapaian hasil optimal sesuai
standar yang berlaku dan terbaik.
4) Membangun komunikasi secara intensif dengan
Mitra Kerja untuk mencapai solusi terbaik dalam
rangka peningkatan kinerja.
-
7_]`ç^è9dYZUcd_gçbVc6ecZ^WccCçbd^Wbc
SUCOFINDO has contributed towards a climate
of mutual trust, respect and togetherness with its
Business Partners in accordance to business norms in
effect by:
1) Conducting risk and benefit analysis prior to
forming collaboration agreement ties
2) Creating balanced and mutually-beneficial work
agreement with Business Partners in compliance
to regulations and procedures
3) Prioritizing the achievement of optimal results in
accordance to best standards in effect
4) Nurturing intensive communication with Business
Partners to achieve the best solution in improving
performance.
!
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SUCOFINDO menerima pinjaman / penanaman
!
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SUCOFINDO receives credit / investment only for
4) Nurturing good communication with Suppliers,
including by following up complaints and
objections
5) Utilizing technology in the procurement of goods
and services
179
the purpose of achieving business interests and
increasing added value from the Company by:
1) Conducting risk and benefit analysis prior to
forming collaboration agreement ties.
2) Providing actual and prospective information
for potential Creditors / Investors, implementing
principles of prudentiality
modal hanya ditujukan untuk kepentingan usaha dan
peningkatan nilai tambah Perusahaan dengan cara:
1) Melakukan analisis risiko dan manfaat sebelum
melakukan ikatan perjanjian kerjasama.
2) Menyediakan informasi yang aktual dan
prospektif bagi calon Kreditur / Penanam Modal
dengan tetap menerapkan prinsip kehati-hatian
(prudentiality).
3) Memilih Kreditur / Penanam Modal berdasarkan
aspek kredibilitas dan bonafiditas yang dapat
dipertanggungjawabkan.
4) Menerima pinjaman / penanaman modal yang
diikat melalui perjanjian yang sah dengan
klausul perjanjian yang mengedepankan prinsip
kewajaran.
5) Memberikan informasi secara terbuka tentang
penggunaan
dana
untuk
meningkatkan
kepercayaan Kreditur / Penanam Modal.
6) Menjajaki peluang usaha dengan Kreditur
/ Penanam Modal untuk meningkatkan
pertumbuhan Perusahaan.
3) Selecting Creditors / Investors based on bona fide
credibility which can be held accountable
4) Receiving credit / investment tied to valid
agreements with provisions that uphold principles
of fairness
5) Providing information regarding the use of funds
in an open manner to gain trust from Creditors /
Investors
6) Pursuing business opportunities with Creditors /
Investors in order to increase Company growth.
!
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SUCOFINDO berkomitmen untuk menjalin hubungan
baik dengan Pemerintah dengan cara:
1) Membina hubungan dan komunikasi yang baik
dengan Pemerintah Pusat maupun Pemerintah
Daerah.
2) Menerapkan standar kinerja dan praktik terbaik
(best practices) dengan memperhatikan peraturan
perundang-undangan yang berlaku melalui good
corporate governance, manajemen risiko, kualitas
produk, keamanan, kesehatan, keselamatan,
lingkungan dan pelayanan.
3) Melakukan pencegahan tindak kriminal sesuai
dengan kaidah dan prinsip hukum yang berlaku.
!
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SUCOFINDO is committed to forming a good
relationship with the Government by:
1) Maintaining good relationship and communication
with the central government and regional
governments.
2) Implementing performance standards and best
practices by observing laws and regulations in
effect through good corporate governance, risk
management, along with quality of products,
security, health, safety, service and the
environment.
3) Preventing criminal acts in compliance to legal
norms and principles in effect.
!
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SUCOFINDO
mewujudkan
tanggungjawab
sosialnya dengan cara melaksanakan program
kemasyarakatan maupun program sosial lainnya
melalui pemberdayaan potensi Masyarakat sekitar
tempat kerja serta meningkatkan kualitas kehidupan
stakeholders lainnya dengan bersinergi dalam
program-program Pemerintah terkait, diantaranya
dengan:
1) Memasyarakatkan program-program Perusahaan
yang relevan dengan kebutuhan sosial maupun
Masyarakat sekitar tempat kerja.
2) Memberi kesempatan dalam batas tertentu
kepada Masyarakat yang ingin mengetahui
kegiatan-kegiatan Perusahaan dan melibatkan
anggota-anggota Masyarakat tertentu dalam
acara atau kegiatan promosi Perusahaan.
3) Mengoptimalkan bantuan Perusahaan kepada
Masyarakat sesuai dengan kebijakan dan
tanggungjawab sosial Perusahaan yang berlaku.
4) Melarang Pegawai memberi janji kepada
Masyarakat diluar kewenangannya ataupun
program Perusahaan yang berlaku.
!
7_]`ç^è9dYZUcd_gçbVcdYW7_]]e^Zdè
SUCOFINDO
achieves
its
corporate
social
responsibility by carrying out social programs and
such by empowering the potential of the surrounding
Community in its work environment and improving the
quality of life of other stakeholders by synergizing
with relevant Government programs, including by:
1)
Socializing Company programs relevant to social
needs or the surrounding community in the
working area.
2) Giving the opportunity at a certain extent for
members of the Community interested in knowing
about Company activities and involving certain
members of the Community in the Company’s
events or promotional activities.
3) Optimizing the Company’s aid for the Community
in accordance to its corporate social responsibility
and policies in effect.
4) Prohibiting Employees from making promises to
the Community outside their authority or the scope
of Company programs in effect.
180
5) Refraining from taking actions which may lead to
discrimination based on gender, ethnicity, religion,
race, and class.
5) Tidak melakukan tindakan-tindakan yang dapat
mengarah kepada perlakuan diskriminatif
berdasar gender, suku, agama, ras dan antar
golongan.
6) Melakukan analisis risiko dan manfaat dari
program sosial atau kemasyarakatan yang telah
dilaksanakan.
!
!
6) Conducting risk and benefit analysis from social
programs conducted.
9dZ\çCWbecçYçç^VW^Xç^@WVZç@çccç
SUCOFINDO menjadikan Media Massa sebagai
mitra dan alat promosi untuk membangun citra positif
dengan:
1) Memberi informasi yang relevan dan berimbang
kepada Media Massa.
2) Menerima dan menindaklanjuti kritik-kritik
membangun yang disampaikan melalui Media
Massa, namun dengan tetap memperhatikan
aspek risiko dan biaya.
3) Mengundang
Media
Massa
untuk
mempublikasikan (mengekspos) kegiatan maupun
prestasi Perusahaan dalam batas-batas yang
disepakati.
!
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SUCOFINDO menjalin kerjasama yang baik dan
berkelanjutan dengan organisasi profesi untuk
memperoleh informasi mengenai perkembangan
usaha, peluang usaha maupun penyelesaian masalah
yang mungkin timbul dengan cara:
1) Menerapkan standar-standar yang ditetapkan
organisasi profesi.
2) Memberi perlakuan yang setara terhadap
organisasi profesi.
!
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SUCOFINDO treats Mass Media as a partner and
promotional tool for the creation of a positive image
by:
1) Providing relevant and balanced information to
mass Media.
2. Receiving and following up constructive criticisms
conveyed through Mass Media with consideration
towards risks and costs.
3. Inviting Mass Media for the publication (exposure)
of Company activities and achievements within
boundaries agreed upon.
7_]`ç^è9dYZUcd_gçbVcCb_åWccZ_^çæ6_VZWc
SUCOFINDO
forms
good
and
sustainable
collaborations with professional bodies to obtain
information on its business development, business
opportunities or resolution of potential issues by:
1)
Implementing
standards
established
by
professional bodies.
2. Giving equal treatment towards professional
bodies.
PEDOMAN TATA PERILAKU
CODE OF CONDUCT
-
!
Etika Kerja Antar Sesama Insan SUCOFINDO
Etika kerja antar sesama Insan SUCOFINDO
dilaksanakan dengan:
1) Bekerja secara profesional, sadar biaya dan risiko
untuk menghasilkan kinerja yang optimal.
2) Saling membantu, memotivasi dan bekerja sama
dalam menyelesaikan tugas.
3) Saling menghargai, terbuka menerima kritik dan
saran serta menyelesaikan masalah secara
musyawarah untuk mencapai mufakat.
4) Jujur dan sopan.
5) Mengkomunikasikan setiap ide baru dan berbagi
pengetahuan maupun kemampuan.
6) Mengambil
inisiatif
dan
mengembangkan
kompetensi dalam melaksanakan tugas.
7) Berani mendiskusikan kebijakan yang kurang
tepat guna melakukan koreksi yang konstruktif
secara santun.
8) Menghargai perbedaan gender, suku, agama, ras
dan antar golongan.
9) Saling menghormati dan menghindari tindakan
asusila.
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Work ethics between fellow SUCOFINDO Personnel
shall be implemented by:
1) Working in a professional, cost-aware and riskaware manner to produce optimal performance
2) Providing mutual assistance, motivation and
collaboration in accomplishing tasks.
3) Giving mutual respect along with openness
towards criticism and suggestion and resolving
issues through deliberation to reach a consensus.
4) Acting in an honest and polite manner.
5) Communicating all new ideas and sharing
knowledge and skills.
6) Taking initiative and developing competence in
performing tasks.
7) Having the bravery to discuss ineffective policies
in order to make constructive corrections in a
polite manner.
8) Respecting differences in gender, ethnicity,
religion, race, and class.
9) Giving mutual respect and avoiding immoral
conduct.
!
181
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Insan SUCOFINDO memanfaatkan data dan informasi
Perusahaan untuk setiap pengambilan keputusan
dalam rangka meningkatkan nilai tambah Perusahaan
dengan cara:
1) Menerapkan sistem pengamanan data yang
memadai.
2) Hanya memberi data dan atau informasi yang
relevan serta proporsional kepada stakeholders
sesuai ketentuan yang berlaku dan dengan tetap
mempertimbangkan aspek kerahasiaan dan
kepentingan Perusahaan.
3) Menghindari
penyebarluasan
data
dan
atau informasi kepada pihak lain yang tidak
berkepentingan baik selama bekerja maupun
setelah berhenti bekerja.
4) Menyerahkan semua data yang berhubungan
dengan Perusahaan pada saat berhenti bekerja.
5) Menjaga kerahasiaan data maupun informasi
tentang Pelanggan.
-
;çbdçCWbecçYçç^
Insan SUCOFINDO mengoptimalkan penggunaan
harta Perusahaan dengan cara:
1) Bertanggungjawab atas pengelolaan harta
Perusahaan sesuai dengan ketentuan yang
berlaku dan menghindari penggunaan di luar
2) Mengamankan harta Perusahaan dari kerusakan
dan kehilangan.
-
!
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Lingkungan
Insan
SUCOFINDO
menjadikan
keamanan,
keselamatan dan kesehatan kerja serta lingkungan
sebagai bagian dari budaya kerja dalam menciptakan
suasana kerja yang tertib, aman, andal, nyaman dan
berwawasan lingkungan dengan cara:
1) Menerapkan secara berkesinambungan budaya
5S (Seiri, Seiso, Seiton, Shitsuke, Seiketsu) di
lingkungan kerja.
2) Menguasai dan memahami situasi dan kondisi
lingkungan kerja serta menerapkan sistem
keamanan, keselamatan, kesehatan kerja dan
lingkungan kerja secara konsisten.
3) Tanggap terhadap keadaan darurat yang
disebabkan
oleh
gangguan
keamanan,
kecelakaan, pencemaran, dan bencana alam.
!
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Environment
SUCOFINDO Personnel shall heed occupational
health, safety, security and the environment as part of
their work culture in order to create a disciplined, safe,
reliable, comfortable, and environmentally-friendly
work environment by:
1) Continuously practicing the 5S (Seiri, Seiso, Seiton,
Shitsuke, Seiketsu) culture in the work environment.
2) Mastering and understanding the situation and
conditions within their work environment and
consistently implementing an occupational health,
safety, security and environmental management
system.
3) Reacting swiftly towards emergency situations
caused by safety disturbances, accidents,
contamination, and natural disasters.
-
Pencatatan Data dan pelaporan
Insan
SUCOFINDO
mengelola
data
dan
menyampaikan pelaporannya secara rapi, tertib, teliti,
akurat dan tepat waktu dengan cara:
1) Mencatat data dan menyusun laporan berdasarkan
sumber yang benar, dapat dipercaya, dan dapat
dipertanggungjawabkan.
2) Menyajikan laporan dan analisis secara singkat,
jelas, tepat, komunikatif untuk dipergunakan
dalam pengambilan keputusan dan sebagai
umpan balik dalam rangka perbaikan kinerja.
-
Data Recording and Reporting
SUCOFINDO Personnel shall manage data and report
them in an orderly, disciplined, accurate, and punctual
manner by:
1) Recording data and compiling report based on
accurate, trustworthy, and accountable sources.
!
Secrecy of Company Data and Information
SUCOFINDO personnel shall utilize Company data
and information for all decision making processes in
order to increase added value towards the Company
in the following manner:
1) Implementing an adequate data security system.
2) Only providing relevant and proportional data
or information to stakeholders in accordance to
regulations in effect with consideration towards
Company secrecy and interests.
3) Avoiding the distribution of data and / or information
to uninvolved parties during or after employment.
4) Relinquishing all data pertaining to the Company
at the end of employment.
5) Guarding the secrecy of Company data and
information.
Company Assets
SUCOFINDO Personnel shall optimize the utilization
of company Assets in the following manner:
1) Managing Company assets responsibly in
accordance to regulations in effect and avoiding
utilization of assets outside Company interests.
2) Protecting Company assets from damages and
losses.
2) Presenting reports and analysis results in a
concise, clear, accurate, and communicative
manner to be used in decision making and as
feedback for performance improvement.
182
3) Not withholding data and reports which should
have been submitted.
3) Tidak menyembunyikan data dan laporan yang
seharusnya disampaikan.
!
!
!
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Jabatan
Insan SUCOFINDO menghindari kondisi, situasi
ataupun kesan adanya benturan kepentingan dan
penyalahgunaan jabatan dengan cara:
1) Mematuhi peraturan, sistem, dan prosedur yang
ditetapkan.
2) Tidak memiliki saham / kepemilikan dalam
badan usaha yang menjadi mitra atau pesaing
Perusahaan termasuk suami / istri dan anak /
menantu.
3) Tidak memiliki usaha yang berhubungan langsung
dengan aktivitas Perusahaan, termasuk suami /
istri dan anak / menantu.
4) Tidak melakukan perangkapan jabatan dan
atau menjadi pegawai / karyawan di Perusahaan
lain termasuk anak perusahaan yang dapat
menimbulkan benturan kepentingan.
5) Tidak memberi atau menerima pinjaman dari
pemasok dan pelanggan.
-
>WdZVç\TWb`ZYç\ç^dWbYçVç`CZYç\]ç^çè^
Insan SUCOFINDO bebas dari pengaruh dan
kepentingan pihak luar Perusahaan dengan cara:
1) Bersikap netral dan tidak memberikan perlakuan
istimewa kepada stakeholders tertentu dalam
memberikan pelayanan.
2) Melaksanakan tugas dan tanggung jawabnya
berdasarkan
pada
peraturan
perundangundangan yang berlaku / standar / prosedur
metodologi dan bukti objektif yang ditemukan
pada proses pelaksanaan pegawaian dan dalam
pengambilan keputusan, serta tidak dipengaruhi
oleh kepentingan lain atau pihak-pihak lain.
3) Menerbitkan sertifikat / laporan dengan data yang
benar sesuai fakta hasil pemeriksaan.
-
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Entertainment
Insan SUCOFINDO dilarang menerima dan / atau
memberi hadiah / cinderamata / gratifikasi / hiburan
/ entertainment dalam bentuk apapun terkait dengan
jabatan dan atau pelaksanaan tugas / pegawaian,
kecuali:
1) Mendapat undangan dan atau mengundang
jamuan makan dan minum yang berlaku
umum untuk menjaga hubungan baik dengan
stakeholders demi kepentingan Perusahaan.
2) Menerima dan atau memberikan benda-benda
promosi yang mencantumkan logo / nama
Perusahaan dengan batasan nominal yang telah
ditentukan besarannya oleh Direksi.
Penerimaan hadiah / cinderamata / hiburan /
entertainment di luar dari yang diperbolehkan oleh
Perusahaan wajib dilaporkan melalui mekanisme
Pelaporan Gratifikasi.
-
Con icts of Interest and Abuse of Position
SUCOFINDO Personnel shall avoid any condition,
situation or impression leading to conflicts of interest
and abuse of position in the following manner:
1) Abiding by established regulations, systems and
procedures.
2) Holding no shares / ownership in a business
partner or competitor to the Company, including
through any family member such as husband /
wife or child / child-in-law
3) Having no businesses directly related to Company
activities, including through any family member
such as husband / wife or child / child-in-law
4) Holding no dual offices and or position of
employee in other companies, including any
subsidiary, which may lead to conflicts of interest.
5) Not giving or receiving loans to / from suppliers
and customers.
Complete Impartiality
SUCOFINDO Personnel shall remain free from the influence
and interests of parties outside the Company by:
1) Acting neutral and refraining from giving special
treatment towards certain stakeholders in
providing service.
2) Conducting duties and responsibilities based
on laws and regulations in effects / standards /
methodological procedures and objective proof
found during the work process and in decision
making without influence from other interests and
parties.
3) Issuing certificates / reports with accurate and
factual data from examination results.
Gifts / Gratification and Entertainment
SUCOFINDO Personnel are prohibited from accepting
and / or conferring gifts / gratification / entertainment
in any form pertaining to their position and duty / task,
except in the following manner:
1)
Receiving or sending an invitation to dining
in general to maintain good relations with
stakeholders for the good of the Company
2) Receiving and / or conferring promotional items
embellished with Company logo / name within
the nominal amount determined by the Board of
Directors.
Receival of gifts / entertainment outside the above
permitted cases by the Company must be reported
through the Gratification Report mechanism.
-
-
-
Praktik Suap, Korupsi dan Kecurangan
Insan SUCOFINDO dilarang melakukan segala bentuk
praktik suap, korupsi dan kecurangan, yang meliputi:
1) Memberikan uang / hadiah / cinderamata / hiburan
/ entertainment dalam bentuk apa pun selain yang
diperbolehkan Perusahaan.
2) Pemalsuan atau perubahan atas bukti-bukti
pelaksanaan
operasional
dan
transaksi
Perusahaan.
3) Pencurian dan / atau penyalahgunaan untuk
kepentingan pribadi atas aset Perusahaan dan
atau aset stakeholders.
4) Praktik penggelembungan (mark-up) biaya
pegawaian operasional dan transaksi Perusahaan.
5) Pemalsuan atas catatan pembukuan dan laporan
keuangan Perusahaan.
6) Dan kejahatan-kejahatan lainnya, sebagaimana
diatur dalam ketentuan perundang-undangan
tindak pidana korupsi dan kejahatan lainya.
-
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Narkotika dan Obat Terlarang (NARKOBA) serta
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Insan SUCOFINDO dilarang untuk melakukan kegiatan
perjudian, perbuatan asusila, penyalahgunaan
narkotika dan obat terlarang (narkoba) serta minuman
beralkohol (minol).
-
Aktivitas Politik
Insan SUCOFINDO bersikap netral, tidak melakukan
pemihakan terhadap semua partai politik / organisasi
massa politik dengan cara:
1) Tidak menggunakan fasilitas Perusahaan untuk
kepentingan golongan / organisasi massa politik /
partai politik tertentu.
2) Tidak merangkap jabatan sebagai pengurus
dan atau bakal calon pengurus partai politik
/ organisasi massa politik dan atau anggota
legislatif.
3) Tidak membawa, memperlihatkan, memasang,
serta mengedarkan simbol, gambar, ornamen
maupun atribut-atribut lainnya yang terkait
dengan organisasi massa politik / partai politik di
lingkungan Perusahaan.
-
Bribery, Corruption, and Fraud Practices
SUCOFINDO Personnel are prohibited from partaking
in any form of bribery, corruption and fraud practices,
including:
1) Conferral of money / gifts / entertainment in any
form outside those permitted by the Company.
2) Falsification or modification of proofs of operations
and transactions conducted by the company.
3) Theft and / or misuse of Company or stakeholder
assets for personal interests.
4) Mark-up practices towards Company operating
and transactional costs.
5) Falsification of accounting records and reports of
the Company.
6) Other crimes as dictated within laws and
regulations on corruption and other criminal acts.
Gambling, Immoral Acts, Abuse of Narcotics, Drugs
ç^V5æU_Y_æ
SUCOFINDO Personnel are prohibited from gambling,
conducting immoral acts, and abusing narcotics,
prohibited drugs and alcoholic drinks.
Political Activities
SUCOFINDO Personnel shall remain neutral by
not aligning to any political party / political mass
organization by:
1) Not utilizing Company facilities for the interest
of certain groups / political mass organizations /
political parties.
2) Not holding positions within committees of political
parties / political mass organizations or legislative
bodies.
3) Not carrying, displaying, wearing, or distributing
symbols, images, ornaments, or other attributes
linked to political mass organizations / political
parties within Company environment.
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dan Perilaku
Socialization and Internalization of Code of Business
9dYZUcç^V7_^VeUd
1)
1)
Sosialisasi dan internalisasi etika usaha dan tata
perilaku wajib diberikan kepada seluruh Insan
SUCOFINDO dan kepada pegawai baru yang
diangkat sebagai pegawai PTT / pegawai PT.
2) Sosialisasi dan Internalisasi yang diberikan untuk
seluruh Insan SUCOFINDO wajib dilakukan secara
regular setiap awal tahun oleh masing-masing Unit
Kerja. Sedangkan tata cara pelaksanaan sosialisasi
untuk pegawai baru akan diatur secara tersendiri oleh
Divisi Human Capital yang difasilitasi oleh Divisi Sistem
Manajemen, GCG dan Risiko untuk penyampaian
materi sosialisasi etika usaha dan tata perilaku.
183
Socialization and internalization of code of business
ethics and conduct must be given to all SUCOFINDO
Personnel and new employees, both permanent and
temporary.
2) Socialization and internalization given to all
SUCOFINDO Personnel must be conducted regularly at
the beginning of each year by all Work Units. Procedures
for conducting socialization towards new employees
shall be regulated separately by the Human Capital
Division, facilitated by the System Management, GCG
and Risk Division for the presentation of socialization
materials on business ethics and conduct.
184
3) Divisi Sistem Manajemen, GCG dan Risiko
memfasilitasi materi sosialisasi dan Pedoman Etika
Usaha dan Tata Perilaku kepada seluruh Unit Kerja.
Unit Kerja mendistribusikannya kepada seluruh Insan
SUCOFINDO yang ada di lingkungannya.
3) The System Management, GCG and Risk Division
shall facilitate the provision of socialization materials
and Code of Business Ethics and Conduct for all Work
Units. Work Units shall then distribute them to all
SUCOFINDO Personnel within their environments.
4) Kepala Unit Kerja melakukan pemastian bahwa setiap
Insan SUCOFINDO di lingkungannya telah menerima
Pedoman Etika Usaha dan Tata Perilaku, baik dalam
bentuk softcopy ataupun hardcopy.
4) All Work Unit Heads shall ensure that all SUCOFINDO
Personnel within their environment have received the
Code of Business Ethics and Conduct in either soft
copy or hard copy.
5) Sosialisasi diberikan oleh Chief Compliance Officer,
Kepala Unit Kerja dibantu oleh fungsi QSHE & RM
atau fungsi lainnya yang ditunjuk oleh Kepala
Unit Kerja untuk mengkoordinir terselenggaranya
sosialisasi berjalan optimal dan menjangkau seluruh
Insan SUCOFINDO di seluruh area yang menjadi
tanggungjawabnya. Sosialisasi dapat pula dilakukan
oleh Fungsi yang ditunjuk oleh Perusahaan untuk
memberikan sosialisasi dan internalisasi etika usaha
dan tata perilaku kepada seluruh Insan SUCOFINDO.
5) Socialization shall be conducted by a Chief Compliance
Officer. The Work Unit Head, assisted by the QSHE &
RM function or another function appointed by the Work
Unit Head to coordinate the optimal implementation
of socialization capable of reaching all SUCOFINDO
Personnel within the work unit’s area of responsibility.
Socialization can also be conducted by a Function
appointed by the Company for conducting socialization
and internalization of business ethics and conduct to all
SUCOFINDO Personnel.
6) Sosialisasi dapat dilakukan melalui beberapa cara,
melalui tatap muka / morningcall, media elektronik
seperti KM Portal, email, website SUCOFINDO.
6) Socialization can be conducted through various
methods such as face-to-face meetings / morning
calls and electronic media such as the KM Portal,
email, and the SUCOFINDO website
7) Setiap Insan SUCOFINDO dapat meminta penjelasan
atau menyampaikan pertanyaan terkait dengan etika
usaha dan tata perilaku kepada atasan langsung
atau kepada Chief Compliance Officer, atau dapat
mengakses secara online alamat helpdesk di CoC@
SUCOFINDO.co.id untuk mendapatkan penjelasan
terkait etika usaha dan tata perilaku.
7) All SUCOFINDO Personnel can request explanation or
direct questions related to business ethics and conduct
to their superior directly, to the Chief Compliance
Officer, or through online access to SUCOFINDO’s
online helpdesk address at [email protected]
to obtain any explanation pertaining to business
ethics and conduct.
8) Setelah sosialisasi dilakukan, Insan SUCOFINDO wajib
menandatangani Pernyataan Insan SUCOFINDO.
8) After receiving socialization, SUCOFINDO Personnel
are obliged to sign the SUCOFINDO Personnel
Statement.
9) Setiap akhir tahun seluruh Kepala Unit Kerja wajib
melaporkan pelaksanaan kepatuhan etika usaha
dan tata perilaku kepada Chief Compliance Officer
dan menandatangani Pernyataan Manajemen Senior.
9) At the end of every year, all Work Unit Heads are
obliged to submit a report on compliance towards
business ethics and conduct to the Chief Compliance
Officer and sign the Senior Management Statement.
10) Salinan Pernyataan Insan SUCOFINDO, salinan
Pernyataan Manajemen Senior dan salinan
Daftar Hadir sebagai bukti sosialisasi, seluruhnya
diserahkan kepada Divisi Sistem Manajemen, GCG
dan Risiko, sedangkan dokumen asli diserahkan dan
diadministrasikan dengan baik oleh fungsi Sumber
Daya Manusia (SDM) di masing-masing Unit Kerja.
10) Copies of the SUCOFINDO Personnel Statement,
copies of the Senior Management Statement, and
copies of the Attendance List as proof of conducted
socialization all must be submitted to the System
Management, GCG and Risk Division, whereas the
actual documents must be submitted and wellmaintained by the Human Resources (HR) function at
all Work Units.
11) Divisi Sistem Manajemen, GCG dan Risiko melakukan
fungsi administrasi dan pengawasan atas ketaatan
penandatanganan pernyataan komitmen guna
memastikan seluruh Insan SUCOFINDO telah
membaca dan memahami Etika Usaha dan Tata
Perilaku Perusahaan.
shall execute administrative and supervisory functions
over compliance towards the above statements of
commitment in order to ensure that all SUCOFINDO
Personnel have read and understood the Company
Code of Business Ethics and Conduct.
12) Divisi Sistem Manajemen, GCG dan Risiko melakukan
pemastian seluruh Unit Kerja melakukan sosialisasi
setiap tahun, dan pemastian seluruh Insan
SUCOFINDO memperbarui dan menandatangani
kembali pernyataan komitmen setiap tahunnya.
shall ensure that all Work Units continue to
conduct socialization each year and ensure that all
SUCOFINDO Personnel have renewed and signed the
statement of commitment each year.
185
PAKTA INTEGRITAS
Integrity Pact
1)
Setiap Insan SUCOFINDO wajib menandatangani
Pernyataan Insan SUCOFINDO, bahwa yang
bersangkutan telah menerima, membaca, memahami
dan setuju untuk melaksanakan serta mematuhi Etika
Usaha dan Tata Perilaku.
2) Setiap Kepala Unit Kerja bertanggungjawab atas
penerapan Etika Usaha dan Tata Perilaku di
lingkungan unit kerjanya masing-masing, dan wajib
menandatangani Pernyataan Manajemen Senior
setiap tahunnya.
1)
All SUCOFINDO Personnel are obliged to sign the
SUCOFINDO Personnel Statement stating that the
undersigned has accepted, read, understood, and
agreed to implement and comply with the Code of
Business Ethics and Conduct.
2) All Work Unit Heads are responsible for the
implementation of the Code of Business Ethics and
Conduct in their respective work unit environment and
are obliged to sign the Senior Management Statement
each year.
BUDAYA PERUSAHAAN
Corporate Culture
Salah satu langkah mensukseskan prinsip-prinsip GCG
dan sejalan dengan reformasi pengelolaan badan usaha
yang salah satunya adalah reformasi budaya Perusahaan
yang diwujudkan dalam nilai-nilai Perusahaan yakni:
One of the steps to ensure the successful implementation
of GCG in line with corporate management reform is a
corporate culture reform through the Company philosophy
expressed in its Corporate Values, as follows:
1) Fokus Pelanggan
1)
Mengerti kebutuhan pelanggan, memberi solusi serta
pelayanan terbaik kepada Pelanggan.
2) Kompeten
Mengembangkan sikap individu yang dapat
diandalkan dan memiliki kompetensi yang sesuai
standar.
3) Integritas
Customer Focus
Understand customer needs and provide the best
solutions and services for customers.
2) Competence
Develop reliable individuals with competence in
accordance to standards.
3) Integrity
Mengutamakan kejujuran, transparan dan konsistensi
antara pikiran, perkataan dan perbuatan.
Prioritize honesty, transparency and consistency
between thoughts, words and actions.
4) Independensi
Bebas dari pengaruh dan kepentingan pihak luar
perusahaan.
4) Independence
Become free from the influence and interest of outside
parties to the company.
5) Inovasi
5) Innovation
Selalu melakukan inovasi sesuai kebutuhan atau
kecenderungan pasar dengan memanfaatkan
kompetensi dan teknologi, serta melakukan terobosan
dalam proses kerja agar menjadi lebih efektif dan
efisien.
Always innovate in accordance to market tendencies
or needs by utilizing competencies and technology
and create breakthroughs in work processes to make
them more effective and efficient.
186
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Selalu menciptakan peluang usaha, jejaring dan berani
mengambil risiko dengan tetap mempertimbangkan
profitabilitas dan risiko.
Always create business opportunities, build networks,
and have the bravery to take risks while still
considering profitability and risks.
7) Kerjasama
Bekerjasama untuk mencapai tujuan Perusahaan
melalui sinergi berdasarkan prinsip saling percaya
dan berbagi pengetahuan.
7) GWç]g_b\
Work together in order to achieve corporate objectives
through a synergy based on principles of mutual trust
and knowledge sharing.
PENILAIAN PENERAPAN
PERUSAHAAN
ASSESSMENT OF GCG IMPLEMENTATION
TATA
KELOLA
SUCOFINDO melakukan indentifikasi implementasi GCG
secara berkala, baik melalui self-assessment maupun
penilaian oleh pihak independen. Hal ini dilakukan untuk
melihat aspek GCG yang telah mencapai praktik terbaik
(best practice) maupun area yang belum mencapai praktik
terbaik. Hasil penilaian ini menjadi basis perbaikan
implementasi GCG.
SUCOFINDO has periodically examined its GCG
implementation through both self-assessment and
assessment from independent parties in order to determine
which GCG aspects have reached their best practices and
which haven’t. Results of GCG assessment will then be
used as the basis for improving GCG implementation.
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1.
1.
Ketentuan Peraturan Menteri BUMN Nomor: PER01
/ MBU / 2011 tentang Penerapan Tata Kelola
Perusahaan Yang Baik (Good Corporate Governance).
Penilaian GCG tahun buku 2014 pada Keputusan
Sekretaris Menteri BUMN Nomor SK-16 / S.MBU /
2012 tertanggal 6 Juni 2012. Penilaian mencakup
enam aspek: Komitmen Terhadap Penerapan Tata
Kelola Perusahaan yang Baik Secara Berkelanjutan;
Pemegang Saham dan RUPS; Dewan Komisaris;
Direksi; Pengungkapan Informasi; dan Aspek Lain.
Kegiatan penilaian pada tahun 2014 dilaksanakan oleh
PT Kharisma Insani Manajemen, dengan hasil 90,07.
Minister of SOE Regulation No. PER01 / MBU /
2011 regarding Good Corporate Governance
Implementation. GCG assessment for the 2014 fiscal
year has been regulated within Minister of SOE
Secretary Decision No. SK-16 / S.MBU / 2012 issued
June 6, 2012. The assessment covered six aspects:
Commitment towards Sustainable Implementation
of Good Corporate Governance; Shareholders and
GMS; Board of Commissioners; Board of Directors;
Information Disclosure; and Other Aspects.
Assessment in 2014 was conducted by PT Kharisma Insani
Manajemen and produced a score of 90.07.
Parameter penilaian
Parameters of assessment
2014
Capaian
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2013
Capaian
Achievement
Tingkat
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Fulfillment Rate
5,907
6,32
90,24 %
No
Aspek Pokok
Core Aspects
1
Komitmen Penerapan Tata
Kelola Perusahaan yang Baik
Secara Berkelanjutan
2
Pemegang Saham dan RUPS
8,617
8,59
95,43 %
Shareholders and GMS
3
Dewan Komisaris
30,815
31,99
91,40 %
Commitment towards
Sustainable Implementation of
4
Direksi
32,828
32,75
93,58 %
Board of Directors
5
Pengungkapan Informasi
6,942
7,29
81,02 %
Information Disclosure
6
Aspek Lainnya
3,929
3,13
62,50 %
Other Aspects
89,036
90,07
Jumlah
Sangat Baik
Very Good
90,07
Sangat Baik
Very Good
TOTAL
187
URAIAN SINGKAT HASIL PENILAIAN GCG
2014
SUMMARY OF 2014 GCG ASSESSMENT
RESULTS
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Baik Secara Berkelanjutan
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Berdasarkan hasil assessment yang telah dilakukan
pada Komitmen Terhadap Penerapan Tata Kelola
Perusahaan yang Baik Secara Berkelanjutan, skor yang
dicapai adalah 6,32 dari bobot sebesar 7,00 atau setara
dengan prosentase pencapaian sebesar 90,24%. Hal ini
berarti bahwa secara umum penerapan GCG untuk Aspek
Komitmen Terhadap Penerapan Tata Kelola Perusahan
yang Baik Secara Berkelanjutan telah berjalan dengan
sangat baik.
Based on the assessment conducted on the aspect
of Commitment towards Sustainable Implementation
of GCG, SUCOFINDO has obtained a score 6.32 out of
7.00 or equivalent to a fulfillment rate of 90.24%. This
would mean that, in general, GCG implementation in
Commitment towards Sustainable Implementation of GCG
has been considered as very good.
Hal ini dapat diketahui dari beberapa praktik yang telah
berjalan sebagai berikut.
1. Perusahaan memiliki Pedoman Tata Kelola
Perusahaan yang Baik (GCG Code) dan Pedoman
Perilaku yang dimutakhirkan secara berkala.
2. Perusahaan telah berupaya melaksanakan GCG
Code dan Code of Conduct secara konsisten.
3. Perusahaan melakukan pengukuran terhadap
penerapan GCG yang dilakukan secara berkala sejak
tahun 2004.
4. Perusahaan melakukan koordinasi pengelolaan dan
administrasi Laporan Harta Kekayaan Penyelenggara
Negara (LHKPN).
This can be seen from several ongoing practices, as
follows:
1. The Company possesses a Good Corporate
Governance Code and Code of Conduct, both of
which are updated periodically.
2. The Company has endeavored to implement the GCG
Code and Code of Conduct in a consistent manner.
3. The Company has measured its GCG implementation
periodically since 2004.
Namun demikian masih terdapat kondisi penerapan
GCG untuk Komitmen Terhadap Penerapan Tata Kelola
Perusahaan Yang Baik Secara Berkelanjutan yang masih
memerlukan perhatian sebagai area of improvement,
yaitu:
However, there are still areas for improvement for GCG
implementation in Commitment towards Sustainable
Implementation of GCG, such as:
1.
1.
GCG Code belum dimutakhirkan. Pemutakhiran GCG
Code terakhir dilakukan pada tahun 2009.
4. The Company has coordinated the management and
administration of the State Officials Wealth Report
(LHKPN).
The GCG Code has not been updated. The GCG Code
was last updated in 2009.
2. Code of Conduct
belum memasukkan uraian
mengenai
Kesempatan
yang
sama
untuk
mendapatkan pegawaian dan promosi.
2. The Code of Conduct has not included a section on
equal opportunity for work and promotion.
3. Belum seluruh Anggota Dewan Komisaris dan Direksi
menandatangani Pernyataan Kepatuhan Pedoman
Etika Usaha dan Tata Perilaku.
3. Not all members of the Board of Commissioners and
Board of Directors have signed the Statement of
Compliance towards the Code of Business Ethics and
Conduct.
4. Belum terdapat uraian mengenai pemberian sanksi
dalam Keputusan Direksi Nomor 23 / KD / 2009.
4. No section on the imposition of sanctions in Board of
Directors Decision No. 23 / KD / 2009.
5. Belum terdapat kebijakan dan prosedur khusus terkait
Pengendalian Gratifikasi.
5. No specific policies and procedures on Gratification
Control.
6. Belum
terdapat
ketentuan
Whistleblowing System.
6. No specific regulations on the whistleblowing system.
khusus
terkait
7. Penyediaan sarana / media yang mendukung
pelaksanaan Whistleblowing System belum memadai.
7. Inadequate facilities / media supporting
implementation of the whistleblowing system.
8. Belum terdapat pelaporan berkala mengenai
jumlah laporan yang masuk dan tindak lanjut hasil
penanganan pelaporan tersebut.
8. No periodic reporting on the number of reports
submitted and follow-up actions towards the reports.
the
188
PEMEGANG SAHAM DAN RUPS
SHAREHOLDERS AND GMS
Berdasarkan hasil assessment yang telah dilakukan pada
Aspek Pemegang Saham dan RUPS / Pemilik Modal, skor
yang dicapai adalah 8,59 dari bobot sebesar 9,00 atau
setara dengan prosentase pencapaian sebesar 95,43%.
Hal ini berarti bahwa secara umum penerapan GCG untuk
Aspek Pemegang Saham dan RUPS / Pemilik Modal telah
berjalan dengan sangat baik. Hal ini dapat diketahui dari
beberapa praktik yang telah berjalan, yaitu:
Based on the assessment conducted on the aspect
of Shareholders and GMS / Investors, SUCOFINDO
has obtained a score of 8.59 out of 9.00 or equivalent
to a fulfillment rate of 95.43%. This would mean that, in
general, GCG implementation in Shareholders and GMS /
Investors has been considered as very good. This can be
seen from several ongoing practices, as follows:
1.
1.
Pemegang Saham / RUPS / Pemilik Modal
telah menetapkan pedoman pengangkatan dan
pemberhentian Direksi.
Shareholders / GMS / Investors have established
guidelines for the appointment and dismissal of
members of the Board of Directors.
2. Pemegang Saham / RUPS / Pemilik Modal telah
melaksanakan penilaian terhadap calon anggota
Direksi.
2. Shareholders / GMS / Investors have evaluated
candidates for the Board of Directors.
menetapkan pengangkatan anggota dan komposisi
Direksi.
3. Shareholders / GMS / Investors have established
the appointed members and composition of the Board
of Directors.
menetapkan pengaturan mengenai rangkap jabatan
bagi anggota Direksi.
regulations regarding dual office holding for members
of the Board of Directors.
memberhentikan anggota Direksi sesuai dengan
peraturan perundang-undangan.
5. Shareholders / GMS / Investors have dismissed
members of the Board of Directors in compliance with
laws and regulations in effect.
6. Pemegang Saham / RUPS / Pemilik Modal
telah menetapkan pedoman pengangkatan dan
pemberhentian Dewan Komisaris.
guidelines for the appointment and dismissal of
members of the Board of Commissioners.
melaksanakan penilaian terhadap calon anggota
Dewan Komisaris.
7. Shareholders / GMS / Investors have evaluated
candidates for the Board of Commissioners.
menetapkan
pengangkatan
anggota
Dewan
Komisaris dan komposisinya.
8. Shareholders / GMS / Investors have established the
appointed members and composition of the Board of
Commissioners.
menetapkan pengaturan mengenai rangkap jabatan
bagi anggota Dewan Komisaris.
regulations regarding dual office holding for members
of the Board of Commissioners.
memberhentikan anggota Dewan Komisaris sesuai
dengan peraturan perundang-undangan.
10. Shareholders / GMS / Investors dismissed members
of the Board of Commissioners in compliance with
11. Pemegang Saham / RUPS / Pemilik Modal
memberikan pengesahan Rencana Jangka Penjang
Perusahaan (RJPP) atau Revisi RJPP.
11. Shareholders / GMS / Investors have authorized the
Company Long Term Plan (RJPP) or Revised RJPP.
memberikan pengesahan Pengesahan Rencana Kerja
dan Anggaran Perusahaan (RKAP).
12. Shareholders / GMS / Investors have authorized the
Company Work Plan and Budget (RKAP).
memberikan persetujuan / keputusan atas usulan
aksi korporasi yang perlu mendapat persetujuan /
keputusan RUPS / Pemilik Modal.
13. Shareholders / GMS / Investors have given their
approval / decision towards corporate action
suggestions requiring the approval / decision of the
GMS / Investors.
14. RUPS / Pemilik Modal telah memberikan penilaian
terhadap kinerja Direksi dan kinerja Dewan Komisaris.
14. GMS / Investors have assessed the performance of the
Board of Directors and the Board of Commissioners.
189
15. RUPS telah menetapkan gaji / honorarium, tunjangan,
fasilitas dan tantiem / insentif kinerja untuk Direksi
dan Dewan Komisaris.
15. GMS has established the nominal values of salary /
honorarium, allowances, facilities and performance
bonuses / incentives for the Board of Directors and
Board of Commissioners.
menetapkan auditor eksternal yang mengaudit
Laporan Keuangan perusahaan.
16. Shareholders / GMS / Investors have appointed an
external auditor to audit the Company’s Financial Reports.
17. Pemegang Saham / RUPS / Pemilik Modal memberikan
persetujuan laporan tahunan termasuk pengesahan
laporan keuangan serta tugas pengawasan Dewan
Komisaris.
17. Shareholders / GMS / Investors have given their approval
towards the annual report, including authorization towards
the Company’s financial reports and supervisory duties of
the Board of Commissioners.
menetapkan penggunaan laba bersih.
allocations of the Company’s net profit.
19. Pengesahan terhadap laporan tahunan dan
persetujuan terhadap laporan keuangan telah
dilaksanakan tepat waktu.
19. Authorization towards annual reports and approval
towards financial reports have been given on time.
20. RUPS telah mengambil keputusan sesuai dengan Undang
Undang No. 40 tahun 2007 tentang Perseroan Terbatas
dan / atau Anggaran Dasar Perusahaan sehingga
menghasilkan keputusan yang sah.
20. GMS has made decisions in compliance with Law 40
/ 2007 regarding Limited Liability Companies and / or
Articles of Association of the Company and produced
valid decisions.
21. RUPS telah mengambil keputusan melalui proses
yang terbuka dan adil.
21. GMS has made decisions through an open and fair
process.
22. Pemegang Saham / Pemilik Modal memberikan
arahan / pembinaan penerapan Tata Kelola
Perusahaan yang Baik kepada Direksi dan Dewan
Komisaris.
22. Shareholders / Investors have given directives /
orientation for the implementation of good corporate
governance towards the Board of Directors and Board
of Commissioners.
23. Pemegang Saham / Pemilik Modal tidak mencampuri
kegiatan operasional perusahaan yang menjadi
tanggung jawab Direksi.
23. Shareholders / Investors have not interfered with
operational activities of the company under the
responsibility of the Board of Directors.
24. Pemegang Saham / Pemilik Modal merespon
terhadap informasi yang diterima dari Direksi dan /
atau Dewan Komisaris mengenai gejala penurunan
kinerja dan kerugian perusahaan yang signifikan.
24. Shareholders / Investors have responded towards
information received from the Board of Directors
and / or Board of Commissioners regarding any
significant decline in performance and loss towards
the Company.
Namun demikian, masih terdapat kondisi penerapan
GCG untuk Aspek Pemegang Saham dan RUPS / Pemilik
Modal yang masih memerlukan perhatian sebagai area
of improvement yaitu:
1. Pengangkatan Direksi oleh RUPS belum sepenuhnya
memenuhi ketentuan pelaksanaan yang dilakukan
selambat-lambatnya 30 (tiga puluh) hari sejak masa
jabatan tersebut berakhir. Pemegang Saham agar
secepatnya mengisi kekosongan jabatan Direksi
sehingga komposisi Direksi dapat sesuai dengan
kebutuhan Perusahaan.
2. Pemegang Saham / RUPS agar menyebutkan secara
spesifik bidang tugas Direksi yang baru diangkat
dalam Keputusan RUPS.
3. Keputusan RUPS
/
Pemegang Saham terkait
pemberhentian Direksi belum memuat alasan
pemberhentian.
4. Pemegang Saham / RUPS / Pemilik Modal belum
menetapkan Komisaris Independen.
implementation in Shareholders and GMS / Investors,
such as:
1.
Appointment of Directors by GMS has not been fully
conducted in accordance to regulations, which state
that it must be done at the latest 30 (thirty) days since
the end of the previous term in order to immediately
fill the vacancy in the Board of Directors so that the
composition of the Board of Directors can fulfill the
Company’s needs.
2. Shareholders / GMS should specifically state the
scope of duties of the newly-appointed Director in a
GMS Resolution.
3. GMS / Shareholders Resolution regarding the
dismissal of a Director has not contained reasons for
dismissal.
4. Shareholders / GMS / Investors have not appointed an
Independent Commissioner.
190
5. Pemegang Saham belum melakukan upaya-upaya
menindaklanjuti area of improvement yang dihasilkan
dari assessment atas pelaksanaan Tata Kelola
Perusahaan yang Baik pada perusahaan yang
bersangkutan.
5. Shareholders have not made efforts to follow up
areas of improvement produced from the assessment
conducted on GCG implementation by the Company.
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Aspek Dewan Komisaris, skor yang dicapai adalah 31,99
dari bobot sebesar 35,00 atau setara dengan prosentase
pencapaian sebesar 91,40%. Hal ini berarti bahwa secara
umum penerapan GCG untuk Aspek Dewan Komisaris
telah berjalan dengan sangat baik. Hal ini dapat diketahui
dari beberapa praktik yang telah berjalan, yaitu:
Based on the assessment conducted on the aspect of
Board of Commissioners, SUCOFINDO has obtained a
score of 31.99 out of 35.00 or equivalent to a fulfillment
rate of 91.40%. This would mean that, in general, GCG
implementation in the aspect of Board of Commissioners
has been considered as very good. This can be seen from
several ongoing practices, as follows:
1.
1.
Dewan Komisaris yang baru diangkat telah mengikuti
program pengenalan Perusahaan.
Newly-appointed Commissioners have participated in
the Company induction program.
2. Dewan Komisaris telah mengikuti program pelatihan
dalam rangka meningkatkan kompetensi anggota
Dewan Komisaris sesuai kebutuhan.
2. The Board of Commissioners has participated in
training programs to build the competence of Board of
Commissioners members as needed.
3. Dewan Komisaris telah memiliki kebijakan dan
melaksanakan pembagian tugas diantara anggota
Dewan Komisaris.
3. The Board of Commissioners has policies on and has
implemented a division of labor among members of
4. Dewan Komisaris telah menetapkan mekanisme
pengambilan keputusan Dewan Komisaris.
4. The Board of Commissioners has established a Board of
Commissioners decision making mechanism.
5. Dewan Komisaris telah menyusun rencana kerja
setiap tahun yang memuat sasaran / target yang ingin
dicapai dan melaporkannya secara tertulis kepada
RUPS / Pemilik Modal.
5. The Board of Commissioners has annually compiled
a work plan containing achievement targets and
submitted a written report to the GMS / Investors.
6. Dewan Komisaris telah mendapatkan akses informasi
Perusahaan sesuai kewenangannya.
6. The Board of Commissioners has accessed Company
information within its authority.
7. Dewan Komisaris telah memberikan persetujuan atas
rancangan RKAP yang disampaikan oleh Direksi.
7. The Board of Commissioners has given its approval
towards the RKAP draft submitted by the Board of Directors.
8. Dewan Komisaris telah memberikan arahan tentang
hal-hal penting mengenai perubahan lingkungan
bisnis yang diperkirakan akan berdampak besar
pada usaha dan kinerja Perusahaan secara tepat
waktu dan relevan.
8. The Board of Commissioners has given directives on
important matters concerning changes in the business
environment predicted to have huge impacts towards
Company business and performance in a timely and
relevant manner.
9. Dewan Komisaris dalam batas kewenangannya,
telah merespon saran, harapan, permasalahan dan
keluhan dari stakeholders (pelanggan,pemasok,
kreditur, dan karyawan) yang disampaikan langsung
kepada Dewan Komisaris ataupun oleh Direksi.
9. The Board of Commissioners, within its authority, has
responded to suggestions, expectations, issues and
complaints expressed by stakeholders (customers,
suppliers, creditors, and employees) conveyed
directly to the Board of Commissioners or the Board
of Directors.
penguatan sistem pengendalian intern Perusahaan.
10. The Board of Commissioners has given directives
on consolidating the internal control system of the
Company.
manajemen risiko Perusahaan.
towards the risk management of the Company.
12. Dewan Komisaris telah memberikan arahan
tentang sistem teknologi informasi yang digunakan
Perusahaan.
towards the information technology system used in
the Company.
191
kebijakan dan pelaksanaan pengembangan karir.
13. The Board of Commissioners has given directives towards
policies on and implementation of career development.
kebijakan akuntansi dan penyusunan laporan
keuangan sesuai dengan standar akuntansi yang
berlaku umum di Indonesia (SAK).
towards policies on accounting and financial reporting
in accordance to accounting standards in effect in
Indonesia (SAK).
kebijakan pengadaan dan pelaksanaannya.
towards policies on procurement and their
implementation.
kebijakan mutu dan pelayanan serta pelaksanaannya.
towards policies on quality and service and their
implementation.
17. Dewan Komisaris telah mengawasi dan memantau
kepatuhan Direksi dalam menjalankan peraturan
perundangan yang berlaku dan perjanjian dengan
pihak ketiga.
17. The Board of Commissioners has supervised and
monitored the Board of Directors’ compliance towards
laws and regulations in effect and agreements with
third parties.
18. Dewan Komisaris telah mengawasi dan memantau
kepatuhan Direksi dalam menjalankan Perusahaan
sesuai RKAP dan / atau RJPP.
18. The Board of Commissioners has supervised and
monitored the Board of Directors’ compliance in
managing the Company in accordance to the RKAP
and / or RJPP.
19. Dewan Komisaris telah memberikan persetujuan atas
transaksi atau tindakan dalam lingkup kewenangan
Dewan Komisaris atau RUPS / Pemilik Modal.
19. The Board of Commissioners has given their approval
towards transactions or actions within the authority of
the Board of Commissioners or GMS / Investors.
20. Dewan Komisaris (berdasarkan usul dari Komite
Audit) telah mengajukan calon auditor eksternal
kepada RUPS / Pemilik Modal.
20. The
Board
of
Commissioners
(based
on
recommendations from the Audit Committee) has
nominated an external auditor to the GMS / Investors.
21. Dewan Komisaris telah memastikan audit eksternal
dan audit internal dilaksanakan secara efektif,
serta melaksanakan telaah atas pengaduan yang
berkaitan dengan BUMN yang diterima oleh Dewan
Komisaris.
21. The Board of Commissioners has ensured that
external audit and internal audit have been conducted
effectively and have reviewed complaints towards
SOE received by the Board of Commissioners.
22. Dewan Komisaris telah melaporkan dengan segera
kepada RUPS / Pemilik Modal apabila terjadi gejala
menurunnya kinerja Perusahaan serta saran-saran
yang telah disampaikan kepada Direksi untuk
memperbaiki permasalahan yang dihadapi.
22. The Board of Commissioners has immediately reported
to the GMS / Investors any decline in the Company’s
performance, along with the recommendations
conveyed to the Board of Directors to resolve the
issues faced.
23. Dewan Komisaris telah melaksanakan pengawasan
terhadap kebijakan pengelolaan Anak Perusahaan /
perusahaan patungan dan pelaksanaannya.
23. The Board of Commissioners has supervised policies
on the management of subsidiary / joint-venture
companies and their implementation.
24. Dewan Komisaris telah mengusulkan calon
anggota Direksi kepada Pemegang Saham / Pemilik
Modal sesuai kebijakan dan kriteria seleksi yang
ditetapkan.
24. The Board of Commissioners has nominated
candidates for Directors to Shareholders / Investors
in accordance to established policies and criteria for
selection.
25. Dewan Komisaris telah menilai Direksi dan melaporkan
hasil penilaian tersebut kepada Pemegang Saham /
Pemilik Modal.
25. The Board of Commissioners has assessed the Board
of Directors and submitted its assessment results to
Shareholders / Investors.
26. Dewan Komisaris telah mengusulkan remunerasi
Direksi sesuai ketentuan yang berlaku dan penilaian
kinerja Direksi.
26. The Board of Commissioners has proposed a
remuneration scheme for the Board of Directors in
accordance to regulations in effect and assessment of
the Board of Directors’ performance.
27. Dewan Komisaris telah memiliki kebijakan benturan
kepentingan.
27. The Board of Commissioners has policies in place on
conflicts of interest.
192
28. Rapat Dewan Komisaris telah diadakan secara
berkala sesuai ketentuan yang berlaku dan / atau
Anggaran Dasar.
28. Board of Commissioners meetings have been
conducted periodically based on regulations in effect
and / or the Articles of Association.
29. Dewan Komisaris telah melakukan evaluasi terhadap
pelaksanaan keputusan hasil rapat sebelumnya.
29. The Board of Commissioners has evaluated the
implementation of preceding meeting resolutions.
30. Sekretariat Dewan Komisaris telah memiliki uraian
tugas yang jelas.
30. Secretariat to the Board of Commissioners has a clear
list of duties.
31. Sekretariat Dewan Komisaris telah melakukan
administrasi dan penyimpanan dokumen.
31. Secretariat to the Board of Commissioners has
administrated and stored documents.
32. Sekretaris Dewan Komisaris menyelenggarakan
rapat Dewan Komisaris dan rapat / pertemuan antara
Dewan Komisaris dengan Pemegang Saham / Pemilik
Modal, Direksi maupun pihak-pihak terkait lainnya.
32. Secretary to the Board of Commissioners has
conducted Board of Commissioners meetings and
meetings between the Board of Commissioners and
Shareholders / Investors, Board of Directors, or other
relevant parties.
33. Sekretaris Dewan Komisaris menyediakan data /
informasi yang diperlukan oleh Dewan Komisaris
dan komite-komite di lingkungan Dewan Komisaris.
33. Secretary to the Board of Commissioners has
provided data / information as needed by the Board
of Commissioners and committees under the scope of
34. Dewan Komisaris telah memiliki komite Dewan
Komisaris sesuai dengan ketentuan perundangundangan yang berlaku dan kebutuhan Dewan
Komisaris.
34. The Board of Commissioners has committees under
the Board of Commissioners in accordance to laws and
regulations in effect and the Board of Commissioners’
needs.
35. Komposisi keanggotaan komite Dewan Komisaris
telah mendukung pelaksanaan fungsi komite dan
independensi dari masing-masing komite Dewan
Komisaris.
35. Composition and membership in committees under
the Board of Commissioners have supported the
functions implemented by each committee and the
independence of each committee under the Board of
Commissioners.
36. Komite Dewan Komisaris telah memiliki piagam /
charter dan program kerja tahunan.
36. Committees under the Board of Commissioners have
their own charters and annual work programs.
37. Komite Audit telah melaksanakan pertemuan
rutin sesuai dengan program kerja tahunan serta
melakukan kegiatan lain yang ditugaskan Dewan
Komisaris.
37. The Audit Committee has conducted routine meetings
in accordance to the annual work program and other
activities assigned to it by the Board of Commissioners.
Namun demikian, kinerja Dewan Komisaris perlu
ditingkatkan agar penerapan GCG semakin maksimal.
Perbaikan ini, seperti misalnya:
However, the performance of Board of Commissioners
should be improved in order to maximize the GCG
implementation. These improvements are such as:
1.
1.
Menetapkan mekanisme pengambilan keputusan
dan standar waktu atas usulan Direksi.
Establish a decision making mechanism and time
standard towards suggestions from the Board of
Directors.
2. Menetapkan mekanisme untuk merespon saran,
harapan, permasalahan dan keluhan dari pemangku
kepentingan.
2. Establish a mechanism for responding to suggestions,
expectations, concerns, and complaints from
stakeholders.
3. Membuat kebijakan dan rencana pengawasan,
serta pemberian nasihat terhadap kebijakan suksesi
manajemen dan pelaksanaannya.
3. Develop policy and monitoring plan, as well as
advising on policy of succession of management and
their implementation.
4. Membuat kebijakan dan rencana pengawasan
terhadap mutu dan pelayanan serta pelaksanaannya.
4. Develop policy and plan supervisory of quality and
service, as well as its implementation.
5. Meningkatkan peran dalam pemilihan calon anggota
Direksi dan Dewan Komisaris Anak Perusahaan /
perusahaan patungan.
5. Enhance the role in the selection of candidates for
members of the Board of Directors and Board of
Commissioners of the subsidiary / joint venture.
193
untuk
6. Develop policy and work plan to evaluate the
proposed remuneration of the Board of Directors.
7. Meningkatkan pedoman tata tertib rapat Dewan
Komisaris dan tindak lanjut hasil rapat.
7. Improve meeting procedure guideline for BoC and
followup actions from the previous meetings.
8. Menyimpan risalah asli dari setiap rapat Dewan
Komisaris di Perusahaan.
8. Maintain the original minutes of each meeting of the
Board of Commissioners in the Company.
DIREKSI
BOARD OF DIRECTORS
pada Aspek Direksi, skor yang dicapai adalah 32,75 dari
bobot sebesar 35,00 atau setara dengan prosentase
pencapaian sebesar 93,58%. Hal ini berarti bahwa
secara umum penerapan GCG untuk Aspek Direksi
telah berjalan dengan baik. Hal ini dapat diketahui dari
Board of Directors, SUCOFINDO has obtained a score
of 32.75 out of 35.00 or equivalent to a fulfillment rate
of 93.58%. This would mean that, in general, GCG
implementation in the aspect of Board of Directors has
been considered as very good. This can be seen from
several ongoing practice, such as:
1.
1.
6. Membuat kebijakan dan rencana
menelaah usulan remunerasi Direksi.
kerja
Direksi yang baru diangkat mengikuti program
pengenalan yang diselenggarakan oleh perusahaan.
Newly-appointed Directors have participated in the
Company induction program.
2. Direksi melaksanakan program pelatihan dalam
rangka meningkatkan kompetensi anggota Direksi
sesuai kebutuhan.
2. The Board of Directors has participated in training
programs to build the competence of Board of
Directors members as needed.
3. Direksi telah menetapkan struktur / susunan organisasi
yang sesuai dengan kebutuhan Perusahaan.
3. The Board of Directors has established an
organizational structure in accordance to the needs
of the Company.
4. Direksi telah menetapkan kebijakan-kebijakan
operasional dan standard operasional baku (SOP)
untuk proses bisnis inti (core business) perusahaan.
4. The Board of Directors has established operational
policies and standard operating procedures for the
core businesses of the company.
5. Direksi telah menetapkan mekanisme pengambilan
keputusan atas tindakan perusahaan (corporate
action) sesuai ketentuan perundang-undangan dan
tepat waktu.
5. The Board of Directors has established a decision
making mechanism over corporate actions in
accordance to laws and regulations in effect.
6. Direksi telah memiliki Rencana Jangka Panjang (RJPP)
yang disahkan oleh RUPS / Pemilik Modal.
6. The Board of Directors’ Company Long Term Plan
(RJPP) has been authorized by the GMS / Investors.
7. Direksi telah memiliki Rencana Kerja dan Anggaran
Perusahaan (RKAP) yang disahkan oleh RUPS /
Menteri / Pemilik Modal.
7. The Board of Directors’ Company Work Plan and
Budget (RKAP) has been authorized by the GMS /
Minister / Investors.
8. Direksi telah memberikan respon terhadap usulan
peluang bisnis yang berpotensi meningkatkan
pendapatan perusahaan, penghematan / efisiensi
perusahaan, pendayagunaan aset, dan manfaat
lainnya.
8. The Board of Directors has responded suggestions of
business opportunities with the potential of increasing
company revenue, saving / increasing efficiency in the
Company, utilizing assets, and other beneficial acts.
9. Direksi telah merespon isu-isu terkini dari eksternal
mengenai perubahan lingkungan bisnis dan
permasalahannya, secara tepat waktu dan relevan.
9. The Board of Directors has responded towards recent
external issues concerning changes towards the
business environment and issues in a punctual and
relevant manner.
10. Direksi telah melaksanakan program / kegiatan
sesuai dengan RKAP dan mengambil keputusan yang
diperlukan setelah melalui analisis yang memadai
dan tepat waktu.
10. The Board of Directors has conducted programs
/ activities in accordance to the RKAP and made
decisions as necessary after undergoing adequate
and timely analysis.
11. Direksi telah memiliki sistem / pedoman pengukuran
dan penilaian kinerja untuk unit dan jabatan dalam
organisasi (struktural) yang diterapkan secara obyektif
dan transparan.
11. The Board of Directors has a system / guideline for
measuring and evaluating the performance of units
and positions within the organizational structure and
implemented it in an objective and transparent manner.
194
12. Direksi telah menetapkan target kinerja berdasarkan
RKAP dan diturunkan secara berjenjang di tingkat unit,
sub unit dan jabatan di dalam organisasi (struktural) di
organisasi.
12. The Board of Directors has established performance
targets based on the RKAP and passed it down stage
by stage to the level of unit, sub-unit, and individual
position within the organizational structure.
13. Direksi telah melakukan analisis dan evaluasi
terhadap capaian kinerja untuk jabatan / unit di
bawah Direksi dan tingkat perusahaan.
13. The Board of Directors has analyzed and evaluated
performance achievements for each position / unit
under the Board of Directors and levels of Company
management.
14. Direksi telah melaporkan pelaksanaan sistem
manajemen kinerja kepada Dewan Komisaris.
14. The Board of Directors has reported on the
implementation of a performance management
system to the Board of Commissioners.
15. Direksi menyusun dan menyampaikan kepada RUPS
/ Pemilik Modal tentang usulan insentif kinerja untuk
Direksi.
15. The Board of Directors has compiled and conveyed to
the GMS / Investors recommendations on performance
incentives for the Board of Directors.
16. Direksi telah menerapkan sistem tentang teknologi
informasi sesuai dengan kebijakan yang telah
ditetapkan.
16. The Board of Directors has implemented an
information technology system in accordance to
established policies.
17. Direksi telah melaksanakan sistem peningkatan mutu
produk dan pelayanan.
17. The Board of Directors has implemented a product
and service quality improvement system.
18. Direksi telah mengembangkan SDM, menilai kinerja
dan memberikan remunerasi yang layak, dan
membangun lingkungan SDM yang efektif mendukung
pencapaian perusahaan.
18. The Board of Directors has developed the Company’s
human resources, evaluated their performance,
given proper remuneration and developed an
effective environment for HM to improve Company
achievement.
19. Direksi telah menerapkan kebijakan pengaturan
untuk anak perusahaan (subsidiary governance) dan
/ atau perusahaan patungan.
19. The Board of Directors has implemented policies for
the governance of subsidiary and / or joint venture
companies.
20. Direksi telah menerapkan kebijakan akuntansi dan
penyusunan laporan keuangan sesuai dengan
standar akuntansi keuangan yang berlaku umum di
Indonesia (SAK).
20. The Board of Directors has implemented accounting
and financial reporting policies in accordance to
financial accounting standards in effect in Indonesia
(SAK).
21. Direksi telah menerapkan manajemen risiko sesuai
dengan kebijakan yang telah ditetapkan.
21. The Board of Directors has implemented risk
management in accordance to established policies.
22. Direksi telah menetapkan dan menerapkan
sistem pengendalian intern untuk melindungi dan
mengamankan investasi dan aset perusahaan.
22. The Board of Directors has established and
implemented an internal control system to protect and
secure Company investments and assets.
23. Direksi telah menindaklanjuti hasil pemeriksaan SPI
dan auditor eksternal (KAP dan BPK).
23. The Board of Directors has followed up results from
the Internal Audit Unit (SPI) and external auditors (PA
and BPK).
24. Direksi telah menetapkan mekanisme untuk menjaga
kepatuhan terhadap peraturan perundang-undangan
dan perjanjian dengan pihak ketiga.
24. The Board of Directors has established mechanisms
to ensure compliance towards laws and regulations in
effect and agreements with third parties.
25. Direksi telah melakukan hubungan yang bernilai
tambah bagi perusahaan dan stakeholders melalui
pelaksanaan
hubungan
dengan
pelanggan,
pelaksanaan kewajiban kepada Negara, pelaksanaan
hubungan dengan karyawan perusahaan.
25. The Board of Directors has formed relations in a
manner which provides added value for the Company
and stakeholders through relations with customers,
fulfillment of responsibilities to the State, and relations
with Company employees.
26. Direksi telah memiliki prosedur tertulis untuk
menampung dan menindaklanjuti keluhan-keluhan
stakeholders.
26. The Board of Directors has written procedures in place
to collect and follow up complaints from stakeholders.
27. Direksi telah melakukan upaya untuk meningkatkan
nilai Pemegang Saham secara konsisten dan
berkelanjutan.
27. The Board of Directors has made efforts to produce
added value for Shareholders in a consistent and
sustainable manner.
195
28. Direksi telah menetapkan kebijakan tentang
mekanisme bagi Direksi dan pejabat struktural untuk
mencegah pengambilan keuntungan pribadi dan
pihak lainnya disebabkan benturan kepentingan.
28. The Board of Directors has established policies on the
mechanism the Board of Directors and other officials
within the organizational structure to prevent personal
gain for the official and other parties due to conflicts
of interest.
29. Direksi telah melaporkan informasi-informasi yang
relevan kepada Pemegang Saham dan Dewan
Komisaris / Dewan Pengawas.
29. The Board of Directors has reported relevant
information to Shareholders and the Board of
Commissioners.
30. Direksi telah memberikan perlakukan yang sama
(fairness) dalam memberikan informasi kepada
Pemegang Saham dan anggota Dewan Komisaris.
30. The Board of Directors has given fair and equal
treatment in providing information to Shareholders
and members of the Board of Commissioners.
31. Direksi telah memiliki pedoman / tata tertib Rapat.
31. The Board of Directors has meeting guidelines / rules
of conduct in place.
32. Direksi telah menyelenggarakan Rapat Direksi sesuai
kebutuhan, paling sedikit sekali dalam setiap bulan.
32. The Board of Directors has held Board of Directors
meetings as needed, once a month at the very least.
33. Anggota Direksi menghadiri setiap rapat Direksi
maupun rapat Direksi dan Komisaris.
33. Members of the Board of Directors have attended all
Board of Directors meetings and meetings between the
Board of Directors and Commissioners.
34. Direksi telah menindaklanjuti arahan, dan / atau
keputusan Dewan Komisaris.
34. The Board of Directors have followed up directives and
/ or decisions issued by the Board of Commissioners.
35. Direksi telah menetapkan Piagam Pengawasan Intern.
35. The Board of Directors has established an Internal
Audit Charter.
36. SPI / Fungsi Audit Internal telah dilengkapi dengan
faktor-faktor
pendukung
keberhasilan
dalam
pelaksanaan tugasnya.
36. The SPI
/
Internal Audit Function has been
supplemented with supporting factors to ensure
success in performing their duties.
37. SPI telah melaksanakan pengawasan intern
untuk memberikan nilai tambah dan memperbaiki
operasional perusahaan.
37. The SPI has conducted internal supervision to
produce added value and improve operations within
the Company.
38. Sekretaris Perusahaan telah dilengkapi dengan
faktor-faktor pendukung keberhasilan pelaksanaan
tugasnya.
38. The Corporate Secretary has been supplemented with
supporting factors to ensure success in performing
their duties.
39. Direksi telah mengevaluasi kualitas fungsi sekretaris
perusahaan.
39. The Board of Directors has evaluated the quality of
the Corporate Secretary function.
40. Direksi telah menyelenggarakan RUPS sesuai dengan
prosedur yang ditetapkan dalam Anggaran Dasar
dan peraturan perundang-undangan.
40. The Board of Directors has held the GMS in accordance
to procedures established within the Articles of
Association and laws and regulations in effect.
41. Direksi telah menyediakan akses serta penjelasan
lengkap dan informasi akurat berkenaan dengan
penyelenggaraan RUPS agar dapat melaksanakan
hak-haknya berdasarkan anggaran dasar dan
peraturan perundang-undangan.
41. The Board of Directors has provided access towards
complete explanations and accurate information on
the implementation of GMS to exert its rights based on
the Articles of Association and laws and regulations
in effect.
Namun demikian, kinerja Direksi perlu ditingkatkan agar
penerapan GCG semakin maksimal. Peningkatan ini,
seperti misalnya:
However, the performance of Board of Directors should be
improved in order to maximize the GCG implementation.
These improvements are such as:
1.
1.
Memperbaiki rencana kerja dan anggaran untuk
kegiatan pelatihan bagi anggota Direksi.
Improve the work plan and budget for training activities
for members of the Board of Directors.
2. Memperbaiki standar waktu dalam pengambilan
keputusan Direksi.
2. Improve the standard time in the decision making of
Board of Directors.
3. Menindaklanjuti masukan dari hasil survei kepuasan
pegawai.
3. Follow up on feedback from employee satisfaction
survey results.
196
4. Melaksanakan survei kepuasan terhadap pemasok /
vendor.
5. Meningkatkan ketepatan waktu pembayaran kepada
kreditur.
6. Meningkatkan konten Laporan Manajemen sesuai
dengan ketentuan.
4. Carry out a satisfaction survey for suppliers / vendors.
7. Menetapkan pelaksanaan evaluasi tindak lanjut hasil rapat.
7. Establish evaluation actions to follow up meeting results.
8
8. Establish a mechanism for report submission from the
Corporate Secretary to the Board of Directors.
Menetapkan mekanisme penyampaian
Sekretaris Perusahaan kepada Direksi.
laporan
5. Improve the timeliness of payments to creditors.
6. Increase content on Management
accordance with regulation.
Report
in
PENGUNGKAPAN INFORMASI DAN
TRANSPARANSI
INFORMATION DISCLOSURE AND
TRANSPARENCY
Aspek Pengungkapan Informasi dan Transparansi, Skor
yang dicapai adalah 7,29 dari Bobot sebesar 9,00 atau
setara dengan prosentase pencapaian sebesar 81,02%.
Hal ini berarti bahwa secara umum penerapan GCG
untuk Aspek Pengungkapan Informasi dan Transparansi
berjalan baik. Hal ini dapat dilihat dari beberapa praktik
yang telah berjalan yaitu:
Information Disclosure and Transparency, SUCOFINDO
has obtained a score of 7.29 out of 9.00 or equivalent
to a fulfillment rate of 81.02%. This would mean that, in
general, GCG implementation in Information Disclosure
and Transparency has been considered as very good.
This can be seen from several ongoing practices, such as:
1.
1.
Perusahaan menyediakan informasi Perusahaan
kepada stakeholders.
The Company has made Company information
available to stakeholders
2. Perusahaan menetapkan sistem dan prosedur
pengendalian
informasi
Perusahaan
untuk
mengamankan informasi Perusahaan yang penting.
2. The Company has established a system and
procedures for Company information control to secure
vital Company information.
3. Tingkat kepatuhan Perusahaan yang
terhadap
kebijakan
pengendalian
Perusahaan
memadai
informasi
3. The Company has a satisfactory compliance rate
towards Company information control policies.
4. Perusahaan menyediakan bagi stakeholders akses
atas informasi Perusahaan yang relevan, memadai,
dan dapat diandalkan secara tepat waktu dan
berkala.
4. The Company has made available to stakeholders
access towards relevant, adequate and reliable
Company information in a punctual and periodic
manner.
5. Terdapat media untuk penyediaan informasi publik
agar dapat diperoleh dengan cepat dan tepat
waktu, biaya ringan, dan cara sederhana melalui
website www.sucofindo.co.id dan social media lain
seperti : Facebook : https : / / www.facebook.com
/ SUCOFINDO dan Twitter : https: / / twitter.com /
SUCOFINDO.
5. There are media for the public to obtain information
in a swift, punctual, low-cost and simple manner,
namely the Company website (www.sucofindo.co.id)
and social media such as Facebook (https: / / www.
facebook.com / SUCOFINDO) and Twitter (https: / /
twitter.com / SUCOFINDO).
6. Website Perusahaan mempublikasikan kebijakan
penting terkait dengan implementasi GCG yakni
Pedoman Etika Usaha dan Tata Perilaku, Laporan
Tahunan dan Laporan Keuangan, dan informasi terkait
dengan Perusahaan.
6. The Company website has published important
policies pertaining to GCG implementation such as
the Code of Business Ethics and Conduct, Annual
Reports, Financial Reports and relevant information
on the Company.
7. Perusahaan menyediakan media lain untuk
mengkomunikasikan informasi penting Perusahaan
melalui Lensa SUCOFINDO, media sosial seperti :
Twitter dan Facebook. Untuk mengkomunikasikan
kebijakan penting SUCOFINDO kepada karyawan,
SUCOFINDO menyelenggarakan pertemuan morning
call. Dalam morning call tersebut dibahas kebijakan
/ kebijakan penting SUCOFINDO. Untuk stakeholders
lainnya, penyampaian kebijakan penting disampaikan
7. The Company has made available alternative
media for communicating important information from
the Company through SUCOFINDO’s viewpoint,
including social media such as Twitter and Facebook.
To communicate important policies to employees,
SUCOFINDO has conducted morning call meetings.
During these morning calls, important policies from
SUCOFINDO are discussed. For other stakeholders,
information on important policies are distributed
197
through mail, advertisement and email.
melalui surat, iklan dan email.
8. Informasi yang disediakan dalam website Perusahaan
dan bumn.go.id dimutahirkan secara berkala.
8. Information made available on the Company website
and bumn.go.id have been updated periodically.
9. Tingkat kemudahan akses terhadap kebijakan dan
informasi penting Perusahaan yang disediakan dalam
website Perusahaan.
9. Ease of access towards Company policies and other
important information on the Company has been
provided through the Company website.
10. Perusahaan mengungkapkan informasi penting
dalam Laporan Tahunan dan Laporan Keuangan
sesuai dengan peraturan perundang-undangan.
10. The Company has disclosed important information in
its Annual Report and Financial Report in accordance
to laws and regulations in effect.
11. Laporan Tahunan telah memuat bagian tersendiri
mengenai Laporan Keuangan.
11. The Annual Report still contains a separate section for
the Financial Report.
Namun demikian masih terdapat kondisi penerapan
GCG untuk Aspek Pengungkapan Informasi dan
Transparansi yang memerlukan perhatian sebagai area
of improvement yaitu:
However, there are still areas of improvement for GCG
implementation in the aspect of Information Disclosure
and Transparency, such as:
1.
1.
Perusahaan agar mempublikasikan Pedoman GCG,
Board Manual dan Program Pengendalian Gratifikasi
dalam website SUCOFINDO.
The Company should publish its GCG Code, Board
Manual and Gratification Control Program onto the
SUCOFINDO website.
2. Perusahaan sebaiknya memastikan bahwa identitas
perusahaan dan tahun laporan tahunan dicantumkan
di halaman belakang dan setiap halaman.
2. The Company should ensure that the Company’s
identity and year of annual report should be stated at
the back cover and on every page.
3. Laporan Tahunan SUCOFINDO agar memuat uraian
mengenai perubahan komposisi Dewan Komisaris
dan Direksi.
3. SUCOFINDO’s Annual Report should provide an
explanation on the change in composition of the
Board of Commissioners and Board of Directors.
4. Laporan Tahunan SUCOFINDO agar mencantumkan
nama pemegang jabatan dalam Struktur Organisasi.
4. SUCOFINDO’s Annual Report should state the
names of position holders within the Organizational
Structure.
penjelasan Visi dan penjelasan Misi.
explanation on the Company’s vision and mission
statements
6. Laporan Tahunan SUCOFINDO agar memuat uraian
mengenai pelatihan yang akan dilakukan.
explanation on training courses to be held in the future.
informasi mengenai umur anggota Dewan Komisaris.
7. SUCOFINDO’s Annual Report should state information
on the age of Board of Commissioners members.
informasi mengenai umur anggota Direksi di belakang
tahun kelahiran anggota Direksi.
on the age of Board of Directors members behind the
birthdate of the Board of Directors members.
informasi mengenai pelatihan yang akan dilakukan.
on upcoming trainings to be conducted.
uraian mengenai Akuntan Perseroan meliputi: berapa
periode audit akuntan publik telah mengaudit laporan
keuangan perusahaan dan berapa periode audit
kantor akuntan publik telah mengaudit laporan
keuangan perusahaan. (1) Besarnya fee audit. (2) Jasa
lain yang diberikan akuntan selain jasa financial audit.
10. SUCOFINDO’s Annual Report should provide details
on its Public Accountant: for how many auditing
periods have the public accountant audited company
financial reports and for how many auditing periods
have the public accountant’s office audited company
financial reports, auditing fee, and other services
offered by the accountant beside financial audit.
uraian mengenai Sertifikasi yang diperoleh oleh
SUCOFINDO.
11. SUCOFINDO’s Annual Report should provide details
on certifications received by SUCOFINDO.
12. Laporan Tahunan SUCOFINDO agar memuat riwayat
jabatan Sekretaris Perusahaan dengan menambahkan
12. SUCOFINDO’s Annual Report should contain the
Corporate Secretary’s professional track record by
198
stating previously occupied posts.
beberapa riwayat jabatan sebelumnya.
13. Laporan Tahunan SUCOFINDO agar melengkapi
penjelasan mengenai risiko-risiko yang dihadapi
SUCOFINDO dan upaya untuk mengelola risiko
tersebut.
13. SUCOFINDO’s Annual Report should supplement
more explanation on risks faced by SUCOFINDO and
efforts to manage these risks.
uraian tanggung jawab kepada pelanggan dengan
memasukkan uraian mengenai pembentukan pusat
pengaduan pelanggan, program peningkatan kepada
pelanggan dan biaya yang telah dikeluarkan dalam
hubungan dengan pelanggan.
more explanation on its responsibility to customers
by providing a description on the formation of its
customer complaint center, improvement programs for
customers and funds used for customer relations.
uraian aktivitas pelestarian lingkungan dengan
memasukkan uraian mengenai sertifikasi atas
pengelolaan lingkungan.
15. SUCOFINDO’s Annual Report should supplement more
explanation on environmental conservation activities
by providing a description on the certification of its
environmental management system.
uraian mengenai pernyataan budaya perusahaan
yang dimiliki oleh SUCOFINDO dalam uraian
mengenai Etika Perusahaan.
more explanation regarding SUCOFINDO’s corporate
culture statements within the section on Corporate
Ethics.
17. Perusahaan sebaiknya mengupayakan untuk
memenangkan kegiatan Annual Report Award.
17. The Company should endeavor to win the Annual
Report Award
18. Perusahaan agar mempertimbangkan untuk mengikuti
kegiatan penghargaan di bidang CSR dan sejenisnya.
18. The Company should consider participating in CSR
award competitions and similar activities.
ASPEK LAINNYA
OTHER ASPECTS
pada Aspek Lainnya, skor yang dicapai adalah 3,13 dari
bobot sebesar 5,00 atau setara dengan prosentase
pencapaian sebesar 62,50%. Hal ini berarti bahwa
secara umum penerapan GCG untuk Aspek Lainnya
telah berjalan dengan baik. Hal ini dapat diketahui dari
Based on the assessment conducted on Other Aspects,
SUCOFINDO has obtained a score of 3.13 out of 5.00
or equivalent to a fulfillment rate of 62.50%. This would
mean that, in general, GCG implementation in Other
Aspects have been considered as good. This can be seen
from several ongoing practices, such as:
1.
1.
SUCOFINDO memiliki bidang / area yang menjadi
best practices di industrinya atau menjadi tujuan
benchmark bagi perusahaan lain (baik bagi BUMN
maupun perusahaan swasta). Tahun 2013, Perusahaan
yang telah melakukan kunjungan ke SUCOFINDO
dalam rangka benchmark adalah PT ASKRINDO.
In several fields / areas, SUCOFINDO has implemented
the best practices within the industry or has become
the benchmark for other corporations (both SOE and
private companies). In 2013, PT Askrindo conducted a
visit to SUCOFINDO for the purpose of benchmarking.
2. SUCOFINDO merupakan perusahaan inspeksi
terbesar di Indonesia. SUCOFINDO memiliki 85
spesifikasi jenis jasa pelayanan di bidang inspeksi
dan audit, pengujian dan analisis, sertifikasi, konsultasi
dan pelatihan. Dalam sektor energi, SUCOFINDO
memiliki laboratorium komersial pertama di Indonesia
untuk pengujian coal bed methane serta laboratorium
mineral processing pertama di Indonesia dan Asia
Tenggara.
2. SUCOFINDO is the largest inspection company in
Indonesia. SUCOFINDO has 85 specified types of
services in inspection and audit, testing and analysis,
certification, consultation, and training. In the energy
sector, SUCOFINDO possesses the first commercial
laboratory in Indonesia for coal bed methane
testing and the first mineral processing laboratory in
Indonesia and Southeast Asia.
3. Selama tahun 2013, kami tidak menemukan adanya
penyimpangan dari prinsip-prinsip Tata Kelola
Perusahaan yang Baik dalam pengelolaan bisnis
perusahaan di SUCOFINDO.
3. Throughout 2013, no deviations from the principles
of Good Corporate Governance in SUCOFINDO’s
business management were found.
Namun demikian, masih terdapat kondisi penerapan GCG
untuk Aspek Lainnya yang masih memerlukan perhatian
sebagai area of improvement yaitu: SUCOFINDO belum
meraih penghargaan atau pengakuan dari lembaga
independen sebagai perusahaan dengan kinerja terbaik
di sektor usaha BUMN atau di industrinya di tahun 2013.
199
implementation in other aspects. SUCOFINDO did not
achieve any award or recognition from independent
bodies as a company with the best performance in the
SOE business sector or within the industry in 2013.
200
ORGANISASI DAN STRUKTUR
TATA KELOLA
GCG Organization and Structure
Organ GCG PT SUCOFINDO (Persero) terdiri dari Rapat
Umum Pemegang Saham (RUPS), Dewan Komisaris dan
Direksi yang dibantu oleh Komite Dewan Komisaris,
Corporate Secretary, Internal Audit, dan Satuan
Manajemen Risiko di bawah Divisi Sistem Manajemen,
GCG, dan Risiko (Divisi SGR).
PT SUCOFINDO (Persero)’s GCG implementation structure
consists of the General Meeting of Shareholders (GMS),
Board of Commissioners and Board of Directors, supported
by committees under the Board of Commissioners,
Corporate Secretary, Internal Audit, and Risk Management
Unit under the System Management, GCG and Risk (SGR)
Division.
PENERAPAN GCG
GCG IMPLEMENTATION
Republik Indonesia
Transparansi
Transparency
CW]WbZ^dçY
Goverment
CW]WXç^XFçYç]
SGS
KOMITMEN Commitment
Dewan Komisaris
Board of
Commissioners
RUPS
GMS
Akuntabilitas
Accountability
Kreditur
Creditors
Pemasok
Suppliers
Direksi
Board of Directors
Responsibilitas
Responsibility
Independensi
Independency
Keadilan
Fairness
Divisi
Division
Pelanggan
Customers
SBU
SBU
Cabang
Branch 1
Pegawai
Employee
Cabang
Branch 2
Masyarakat
Public
201
PENERAPAN GCG DI CABANG
Branch GCG Implementation
KOMITMEN Commitment
Transparansi
Transparency
Direksi
Pengelola / Manajemen
Board of Directors
Management
Akuntabilitas
Accountability
Kepala Cabang
Branch Head
Responsibilitas
Responsibility
Independensi
Independency
Kabid Dubkis
Head Section
Business Product
Kabid Op 1
Op 1
Kabid Op 2 - dst
Op 2 - etc
Keadilan
Fairness
RAPAT UMUM
PEMEGANG SAHAM (RUPS)
General Meeting of Shareholder (GMS)
Rapat Umum Pemegang Saham (RUPS) adalah organ tata
kelola yang memiliki wewenang dan kekuasaan paling
tinggi di dalam Perusahaan, yang tidak bisa diberikan
kepada Dewan Komisaris maupun Direksi dan pihak lain
dalam batas yang ditentukan undang-undang dan / atau
Anggaran Dasar Perusahaan.
GMS is a unit of governance with the highest degree of
power in the Company which may not be delegated to
the Board of Commissioners, Board of Directors or other
parties within the boundaries established in the law and /
or Articles of Association of the Company.
RUPS memiliki wewenang untuk mengangkat dan
memberhentikan anggota Dewan Komisaris dan Direksi,
mengevaluasi kinerja Dewan Komisaris dan Direksi,
mengesahkan perubahan Anggaran Dasar, memberikan
persetujuan atas laporan tahunan, menetapkan alokasi
penggunaan laba dan menunjuk akuntan publik serta
menetapkan jumlah dan jenis kompensasi Dewan
Komisaris dan Direksi.
GMS has the authority to appoint and dismiss members
of the Board of Commissioners and Board of Directors,
evaluate Board of Commissioners and Board of Directors
performance, authorize changes to the Articles of
Association, give approval towards annual reports,
determine the allocation of net profit, appoint a public
accountant, and determine the amount and type of
remuneration received by members of the Board of
Commissioners and Board of Directors.
202
Agenda dan Waktu Penyelenggaraan RUPS
Agendas and Schedule for GMS
-
RUPS Laporan Keuangan tahun buku diadakan paling
lambat dalam waktu 6 (enam) bulan setelah tahun
buku.
-
Financial Report GMS shall be held at the latest within
6 (six) months after the end of the fiscal year.
-
RUPS Tahunan untuk menyetujui RKAP (Rencana Kerja
dan Anggaran Perusahaan) diadakan paling lambat
30 (tiga puluh) setelah tahun anggaran berjalan (Tahun
Anggaran rencana Kerja dan Anggaran Perusahaan).
-
Annual GMS to authorize the Company Work Plan and
Budget (RKAP) shall be held at the latest 30 (thirty)
days after the beginning of the current fiscal year for
the Work Plan and Budget.
-
RUPSLB (Rapat Umum Pemegang Saham Luar Biasa)
dapat diadakan setiap saat, jika dianggap perlu
oleh Direksi dan / atau Dewan komisaris dan / atau
Pemegang Saham.
-
Extraordinary GMS may be held at any time as
necessary to the Board of Directors and / or Board of
Commissioners and / or Shareholders.
Setiap Pemegang Saham memiliki hak yang sama untuk
terlibat dalam proses setiap keputusan yang diambil
dalam RUPS. Pemberitahuan dan undangan kepada
Pemegang Saham untuk menghadiri RUPS Tahunan,
disampaikan tujuh hari sebelum waktu pelaksanaan.
All Shareholders have the same right to be involved in
every decision making process taken within the GMS.
Notification and invitation for Shareholders to attend the
Annual GMS shall be delivered seven days prior to its
execution.
PELAKSANAAN DAN KEPUTUSAN RUPS 2014
GMS IMPLEMENTATION AND RESULTS IN 2014
Selama tahun 2014, SUCOFINDO bersama Pemegang
Saham telah menyelenggarakan 1 kali RUPS Laporan
Tahunan, dan 2 kali RUPS Luar Biasa (RUPSLB).
Throughout 2014, SUCOFINDO along with its Shareholders
held 1 Annual GMS and 2 Extraordinary GMS.
CWæç\cç^çç^Vç^;çcZæEHCFGçYe^ç^
Annual GMS Implementation and Results
No
Tanggal Pelaksanaan
Date Of Meeting
1
Kamis, 3 April 2014
Thursday, April 3, 2014
No
Tanggal Pelaksanaan
Date Of Meeting
1
Kamis, 3 April 2014
Thursday / April 3, 2014
Hasil Dan Keputusan
Result and Resolution
Persetujuan tentang Laporan Tahunan Buku 2013
Authorization of 2013 Annual Report
Hasil Dan Keputusan
Result and Resolution
Pengangkatan dan Pemberhentian Anggota Dewan Komisaris PT SUCOFINDO (Persero)
Appointment and Dismissal of PT SUCOFINDO (Persero) Commissioners
- Mengangkat Bp. Irfa Ampri dan
- Appointing Mr. Ifra Ampri and
- Memberhentikan dengan hormat Bp. Sambas Mulyana
- Honorably dismissing Mr. Sambas Mulyana
2
Senin, 11 Agustus 2014
Monday / August 11, 2014
Pengangkatan dan Pemberhentian Anggota Dewan Direksi PT SUCOFINDO (Persero)
Appointment and Dismissal of PT SUCOFINDO (Persero) Directors
- Mengangkat Bp. Bachder Djohan Buddin sebagai Dirut
- Appointing Mr. Bachder Djohan Buddin as President Director
- Memberhentikan dengan hormat Bp. Fahmi Sadiq sebagai Dirut
- Honorably dismissing Mr. Fahmi Sadiq as President Director
- Mengangkat Bp. M. Heru Riza Ch sebagai Anggota Direksi
- Appointing Mr. M. Heru Riza Ch as Director
203
DEWAN KOMISARIS
Board of Commisioners
KOMPOSISI DEWAN KOMISARIS
COMPOSITION OF THE BOARD OF
COMMISSIONERS
Dewan Komisaris merupakan organ perusahaan yang
bertugas melakukan pengawasan secara umum dan
atau khusus serta memberikan nasehat kepada Direksi
dalam menjalankan dan mengelola perusahaan. Dewan
Komisaris bertugas memastikan bahwa perusahaan
melaksanakan Good Corporate Governance, mengawasi
dan memberi arahan atas kinerja Direksi, memberi
nasihat dan memastikan bahwa Direksi melaksanakan
tugasnya sesuai dengan kepentingan para pihak yang
berkepentingan (stakeholder).
The Board of Commissioners is a unit of governance
within the Company responsible for supervising, in a
general and / or specific manner, and advising the Board
of Directors in executing and managing the Company.
The Board of Commissioners is entasked with ensuring
that the company has implemented Good Corporate
Governance, supervising and directing the Board of
Directors’ performance, advising the Board of Directors
and ensuring that its duties have been performed in
accordance to the interests of stakeholders.
204
Dewan Komisaris diangkat oleh RUPS dan bertanggung
jawab untuk memberikan laporan kepada Pemegang
Saham, terutama terkait rekomendasi pencalonan,
pemilihan, dan sistem remunerasi anggota Dewan
Komisaris, Direksi, dan Akuntan Publik. Dewan
Komisaris memiliki wewenang dan tanggung jawab
yang jelas sesuai dengan fungsinya masing-masing
sebagaimana diamanahkan dalam Anggaran Dasar
dan peraturan perundang-undangan yang berlaku.
Pertanggungjawaban Dewan Komisaris kepada RUPS
merupakan wujud akuntabilitas pengawasan atas
pengelolaan perusahaan dalam rangka pelaksanaan
prinsip-prinsip GCG.
The Board of Commissioners is appointed by the GMS
and is responsible for reporting to the Shareholders,
especially pertaining to the candidate nomination,
selection, and remuneration of members of the Board of
Commissioners, Board of Directors, and Public Accountant.
The Board of Commissioners has clear authorities and
responsibilities in accordance to its respective functions
as mandated within the Articles of Association and laws
and regulations in effect. The Board of Commissioners is
held accountable by the GMS for its supervision towards
company management for the implementation of GCG
principles.
Selama kurun waktu periode pelaporan terdapat
perubahan komposisi Dewan Komisaris terdapat
pengangkatan Dewan Komisaris berdasarkan Keputusan
Pemegang Saham, yaitu:
During the report period, changes towards the composition
of the Board of Commissioners took place due to the
appointment of Commissioners based on Shareholder
Resolutions as follows :
1.
1.
Penetapan Dewan Komisaris pada tanggal 3 April
2014, memutuskan mengangkat Sdri. Irfa Ampri.
Extraordinary GMS Resolution regarding the
Inauguration of the Board of Commissioners issued on
April 3, 2014, deciding upon the appointment of Mr. Irfa
Ampri as Commissioner.
2. Keputusan Pemegang Saham Luar Biasa tentang
Penetapan Dewan Komisaris pada tanggal 3 April
Sdr. Sambas Mulyana sebagai Komisaris Perusahaan.
2. Extraordinary GMS Resolution regarding the
Inauguration of the Board of Commissioners issued on
April 3, 2014, deciding upon the honorable dismissal
of Mr. Sambas Mulyana as Commissioner.
Dewan Komisaris beranggotakan empat orang dimana
diketuai oleh seorang Komisaris Utama.
The Board of Commissioners consists of four members
and is headed by a Chief Commissioner.
Adapun komposisinya adalah sebagai berikut :
Its composition is as follows:
1 Januari - 3 April 2014
Komisaris Utama
Komisaris
Komisaris
Komisaris
January 1 - April 3, 2014
Commissioner
Commissioner
Commissioner
: Gusmardi Bustami
: M. Sulthon Fathoni
: Sambas Mulyana
: Nahid Hudaya
3 April - 31 Desember 2014
Komisaris Utama
: Gusmardi Bustami
Komisaris
: M. Sulthon Fathoni
Komisaris
: Irfa Ampri
Komisaris
: Nahid Hudaya
: Gusmardi Bustami
: M. Sulton Fatoni
: Sambas Mulyana
: Nahid Hudaya
April 3 - December 31, 2014
President Commissioner : Gusmardi Bustami
Commissioner
: M. Sulton Fatoni
Commissioner
: Irfa Ampri
Commissioner
: Nahid Hudaya
205
KOMPOSISI DEWAN KOMISARIS
COMMISSIONERS
Berdasarkan Rapat Umum Pemegang Saham Luar Biasa
(RUPSLB) yang diadakan tanggal 3 April 2014, susunan
Komisaris sebagai berikut:
Based on the Extraordinary GMS held on April 3, 2014,
composition of the Board of Commissioners can be found
as follows:
>_]`_cZcZ8Wgç^>_]ZcçbZc`Wb'%8WcW]TWb&$%(
7_]`_cZdZ_^_ådYW6_çbV_å7_]]ZccZ_^Wbc`Wb8WUW]TWb'% &$%(
8Wgç^>_]ZcçbZc
Commissioner
Jabatan
Position
Gender
Gender
Gusmardi Bustami
Komisaris Utama
Pria
Male
Irfa Ampri
Komisaris
Commissioner
Pria
Male
M. Sulton Fath’oni
Komisaris
Commissioner
Pria
Male
Nahid Hudaya
Komisaris
Commissioner
Pria
Male
TUGAS, PERAN DAN WEWENANG DEWAN
KOMISARIS
DUTIES, ROLES AND AUTHORITIES OF THE
BOARD OF COMMISSIONERS
GeXçc8Wgç^>_]ZcçbZc
8edZWc_ådYW6_çbV_å7_]]ZccZ_^Wbc
Dewan Komisaris bertugas melakukan pengawasan
terhadap kebijakan pengelolaan Perusahaan yang
dilakukan Direksi serta memberi nasihat kepada Direksi,
termasuk melakukan pengawasan mengenai Rencana
Jangka Panjang Perusahaan, Rencana Kerja dan
Anggaran Tahunan Perusahaan, pelaksanaan ketentuanketentuan Anggaran Dasar dan Keputusan Rapat Umum
Pemegang Saham, serta peraturan perundang-undangan
yang berlaku, untuk kepentingan Perusahaan dan
sesuai dengan maksud dan tujuan Perusahaan. Hal ini
dimaksudkan untuk meningkatkan efektivitas Dewan
Komisaris sebagai pelaksana fungsi pengawasan dan
pemberian nasihat kepada Direksi.
The Board of Commissioners is entasked with supervising
Company management policies implemented by the
Board of Directors and advising the Board of Directors,
which include supervising the Company Long Term
Plan (RJPP), Company Work Plan and Budget (RKAP),
and implementation of stipulations within the Articles of
Association, General Meeting of Shareholders Resolutions,
and laws and regulations in effect for the good of the
Company and in line with the Company’s purpose and
objectives. All of these are for the purpose of increasing
the effectiveness of the Board of Commissioners as the
implementing supervisory and advisory body to the
Board of Directors.
CWbç^ JWgW^ç^X Vç^>Wgç[ZTç^8Wgç^>_]ZcçbZc
Dewan Komisaris merupakan organ Perusahaan yang
berperan dalam :
E_æWc 5edY_bZdZWc ç^V EWc`_^cZTZæZdZWc _å dYW 6_çbV _å
Commissioners
The Board of Commissioners is a unit of governance
within the Company responsible for :
@Wæç\e\ç^ åe^XcZ `W^Xçgçcç^ dWbYçVç`
kebijakan pengurusan dan tindakan Direksi
terhadap usaha Perusahaan serta memberikan
nasihat kepada Direksi semata-mata untuk
kepentingan Perusahaan dan sesuai dengan
maksud dan tujuan Perusahaan.
Supervising management policies and actions
made by the Board of Directors towards Company
business and advising the Board of Directors solely
for the purpose of fulfilling Company interests
and in line with the purpose and objectives of the
Company.
@W]çcdZ\ç^ TçYgç 8ZbW\cZ dWæçY ]W^Xç^dZcZ`çcZ
berbagai faktor risiko, termasuk di dalamnya
berkaitan dengan penilaian terhadap iklim usaha
dengan memerhatikan faktor risiko.
Ensuring that the Board of Directors has anticipated
various risk factors, including by assessing the
business climate with consideration towards risk
factors.
@Wæç\e\ç^ `W]ç^dçeç^ dWbYçVç` WåW\dZfZdçc
praktik GCG yang diterapkan oleh Direksi.
Monitoring the effectiveness of GCG practices
implemented by the Board of Directors.
Dewan Komisaris berwenang untuk :
@WæZYçd Te\e!Te\e cebçd!cebçd cWbdç V_\e]W^!
dokumen lainnya, memeriksa kas untuk keperluan
verifikasi dan lain-lain, surat berharga, dan
The Board of Commissioners is authorized to :
Go through books, letters, and other documents,
examine the treasury for verification and other
purposes, examine negotiable instruments, and
206
memeriksa kekayaan Perusahaan.
examine Company assets.
@W]çce\Z`W\çbç^Xç^ XWVe^X Vç^\ç^d_bèç^X
dipergunakan oleh Perusahaan.
Enter any yard, building or office utilized by the
Company.
@W]Z^dç `W^[Wæçcç^ VçbZ 8ZbW\cZ Vç^ # çdçe
pejabat lainnya mengenai segala persoalan yang
menyangkut pengelolaan Perusahaan.
Request an explanation from the Board of
Directors and / or other officials regarding all
matters involving Company management.
@W^XWdçYeZcWXçæç\WTZ[ç\ç^Vç^dZ^Vç\ç^èç^X
telah dan akan dijalankan oleh Direksi.
Be aware of all policies and actions which have
been or will be performed by the Board of Directors.
@W]Z^dç 8ZbW\cZ Vç^ # çdçe `W[çTçd æçZ^^èç VZ
bawah Direksi dengan sepengetahuan Direksi
untuk menghadiri rapat Dewan Komisaris.
Request the Board of Directors and / or other
officials under the Board of Directors with the
knowledge of the Board of Directors to attend a
Board of Commissioners meeting.
@W^Xç^X\çd Vç^ ]W]TWbYW^dZ\ç^ FW\bWdçbZc
Dewan Komisaris. (Pasal 61 PP 45 / 2005).
Appoint and dismiss the Secretary to the Board of
Commissioners. (Article 61, Company Regulation
45 / 2005).
@W]TWbYW^dZ\ç^ cW]W^dçbç ç^XX_dç 8ZbW\cZ
sesuai dengan ketentuan Anggaran Dasar. (Pasal
106 ayat 1 UU PT).
Temporarily suspend members of the Board
of Directors as stipulated within the Articles of
Association (Article 106, clause 1, LLC Law).
@W]TW^de\ \_]ZdW!\_]ZdW æçZ^ cWæçZ^ >_]ZdW
Audit, jika dianggap perlu dengan memerhatikan
kemampuan Perusahaan. (Pasal 71 dan Pasal 74
PP 45 / 2005).
Form committees other than the Audit Committee
when considered necessary with consideration
towards the Company’s capability (Article 71 and
Article 74, Company Regulation 45 / 2005).
@W^XXe^ç\ç^dW^çXççYæZe^de\YçædWbdW^deVç^
jangka waktu tertentu atas beban Perusahaan,
jika dianggap perlu. (Pasal 62 PP 45 / 2005).
Use the help of experts for certain matters and
durations with costs burdened on the Company
when considered necessary (Article 62, Company
Regulation 45 / 2005).
@Wæç\e\ç^ dZ^Vç\ç^ `W^Xebecç^ CWbecçYçç^
dalam keadaan tertentu untuk jangka waktu
tertentu sesuai dengan ketentuan Anggaran
Dasar. (Pasal 118 ayat 1 UUPT).
Carry out Company management in certain
situations for a certain duration as stipulated within
the Articles of Association. (Article 118, clause 1,
LLC Law).
Dewan Komisaris berkewajiban untuk :
@W]TWbZ\ç^ ^çcZYçd \W`çVç 8ZbW\cZ Vçæç]
melaksanakan
pengurusan
Perusahaan.
(Penjelasan Pasal 31 UU BUMN) Meneliti dan
menelaah serta menandatangani Rencana
Jangka Panjang Perusahaan dan Rencana Kerja
dan Anggaran Perusahaan yang disiapkan
Direksi, sesuai dengan ketentuan Anggaran Dasar
ini. (Pasal 32 ayat 2 dan Pasal 35 ayat 2 PP 45 /
2005).
The Board of Commissioners is responsible for :
Advising the Board of Directors in managing the
Company (Explanation of Article 31, SOE Law).
Study, review, and sign the Company Long Term
Plan (RJPP) and Company Work Plan and Budget
(RKAP) prepared by the Board of Directors as
stipulated within the Articles of Association (Article
32, clause 2, and Article 35, clause 2, Company
Regulation 45 / 2005).
@W]TWbZ\ç^ `W^Vç`çd Vç^ cçbç^ \W`çVç Eç`çd
Umum Pemegang Saham mengenai Rencana
Jangka Panjang Perusahaan dan Rencana Kerja
dan Anggaran Perusahaan yang diusulkan
Direksi. (Penjelasan Pasal 31 UU BUMN).
Extending opinions and recommendations to the
General Meeting of Shareholders pertaining to
the RJPP and the RKAP proposed by the Board of
Directors. (Explanation of Article 31, SOE Law).
@W^XZ\edZ `Wb\W]Tç^Xç^ \WXZçdç^ CWbecçYçç^ memberikan pendapat dan saran kepada
Rapat Umum Pemegang Saham mengenai
setiap masalah yang dianggap penting bagi
kepengurusan Perusahaan. (Penjelasan Pasal 31
UU BUMN).
Following
developments
in
Company
activities, along with extending opinions and
recommendations to the General Meeting of
Shareholders pertaining all issues considered
important towards Company Management.
(Explanation of Article 31, SOE Law).
@Wæç`_b\ç^ VW^Xç^ cWXWbç \W`çVç Eç`çd
Umum Pemegang Saham apabila terjadi gejala
Reporting immediately to the General Meeting
of Shareholders any decline in Company
207
menurunnya kinerja Perusahaan. (Penjelasan
pasal 31 UUBUMN) Meneliti dan menelaah laporan
berkala dan laporan tahunan yang disiapkan
Direksi serta menandatangan laporan tahunan.
(Pasal 66 ayat 1 UU PT).
performance. (Explanation of Article 31, SOE Law).
Study and review periodic and annual reports
prepared by the Board of Directors and sign the
annual reports. (Article 66, clause 1, LLC Law).
@W]TWbZ\ç^ `W^[Wæçcç^ `W^Vç`çd Vç^ cçbç^
kepada Rapat Umum Pemegang Saham mengenai
Laporan Tahunan apabila diminta.
Extending
explanations,
opinions,
and
recommendations to the General Meeting of
Shareholders pertaining the Annual Report when
requested.
@W^èece^`b_Xbç]\Wb[çdçYe^ç^Vç^VZ]çce\\ç^
dalam RKAP.
Compiling an annual work plan and including it
within the RKAP.
@W]TW^de\>_]ZdW5eVZd"
Forming an Audit Committee.
@W^Xeceæ\ç^5\e^dç^CeTæZ\\W`çVçEHCF"
Nominating a Public Accountant to the GMS.
@W]Teçd bZcçæçY bç`çd 8Wgç^ >_]ZcçbZc Vç^
menyimpan salinannya. (Pasal 116 UU PT).
Writing minutes for Board of Commissioners meetings
and storing their copies. (Article 116, LLC Law).
@Wæç`_b\ç^ \W`çVç CWbecçYçç^ ]W^XW^çZ
kepemilikan sahamnya dan / atau keluarganya
pada Perusahaan tersebut dan Perusahaan lain.
(Pasal 116 UU PT).
Reporting the shareholding status towards the
Company and other companies of Board of
Commissioners members and / or their families
(Article 116, LLC Law).
@W]TWbZ\ç^ æç`_bç^ dW^dç^X deXçc `W^Xçgçcç^
yang telah dilakukan selama tahun buku yang
baru lampau kepada Rapat Umum Pemegang
Saham. (Pasal 116 UU PT).
Submitting a report on the supervisory duties
conducted during the preceding fiscal year to the
General Meeting of Shareholders. (Article 116, LLC
Law).
@Wæç\cç^ç\ç^ \Wgç[ZTç^ æçZ^^èç Vçæç] bç^X\ç
tugas pengawasan dan pemberian nasihat,
sepanjang tidak bertentangan dengan peraturan
perundang-undangan, Anggaran Dasar, dan /
atau keputusan Rapat Umum Pemegang Saham.
(Penjelasan Pasal 31 UU BUMN).
Performing other responsibilities under its
supervisory and advisory duties so long as they
do not violate laws and regulations in effect, the
Articles of Association, and / or General Meeting of
Shareholders Resolutions. (Explanation of Article
31, SOE Law).
Setiap anggota Dewan Komisaris ikut bertanggung jawab
secara pribadi atas kerugian Perusahaan apabila yang
bersangkutan bersalah atau lalai menjalankan tugasnya.
Dalam hal Dewan Komisaris terdiri atas dua anggota
Dewan Komisaris atau lebih, tanggungjawab berlaku
secara tanggung renteng bagi setiap anggota Dewan
Komisaris.
A member of the Board of Commissioners shall be held
personally responsible towards any losses incurred by
the Company should the Commissioner erroneously or
neglectfully conducts his duties. In the case that the Board
of Commissioners consists of two members or more, all
members have shared responsibility towards Company
losses.
KRITERIA DAN PENETAPAN ANGGOTA
DEWAN KOMISARIS
CRITERIA FOR AND APPOINTMENT OF
COMMISSIONERS
Pengangkatan dan penetapan anggota Dewan Komisaris
merupakan hak prerogatif Pemegang Saham, dengan
mempertimbangkan kebutuhan Perusahaan. Merupakan
orang perseorangan yang cakap dalam melakukan
perbuatan hukum, tidak pernah dinyatakan pailit dalam
waktu 5 (lima) tahun sebelum pencalonan. Tidak pernah
menjadi anggota Komisaris yang dinyatakan bersalah
menyebabkan suatu Perseroan dinyatakan pailit, dan
tidak pernah dihukum karena melakukan tindak pidana
yang merugikan keuangan negara sebelum pencalonan.
Appointment and inauguration of members of the Board of
Commissioners are the prerogative right of Shareholders
with consideration towards the needs of the Company.
Individuals eligible to become a Commissioner must be
capable of taking legal actions and must never declare
bankruptcy within 5 (five) years prior to their nomination.
They may not be a member of a Board of Commissioners
which caused the bankruptcy of a Corporation and may
not have been sanctioned for criminal offenses which
incur financial losses to the state prior to their nomination.
Dewan Komisaris juga harus memiliki integritas, dedikasi,
memahami masalah-masalah manajemen yang berkaitan
dengan salah satu fungsi manajemen, memiliki pengetahuan
yang memadai di bidang usaha Perseroan, dan dapat
menyediakan waktu yang cukup untuk melaksanakan tugasnya.
Commissioners must also possess integrity, dedication,
understanding towards managerial problems of the
company in relation to one of its management functions,
adequate knowledge in the Company’s sector of business,
and time to perform their duties.
208
CWbcèçbçdç^æçZ^.
- Bukan pengurus partai politik dan / atau calon
anggota legislative dan / atau anggota legislative.
BdYWbUbZdWbZç.
- Not a position holder within the committee of a
political party and / or legislative candidate and /
or member of legislative body.
-
Bukan calon kepala / wakil Kepala Daerah dan /
atau Kepala / wakil kepala Daerah.
-
Not a Regional Head / Vice-Head candidate and /
or Regional head / Vice-Head.
-
Tidak menjabat sebagai anggota Dewan Komisaris
pada BUMN yang bersangkutan selama 2 (dua)
periode berturut-turut.
-
Not a member of the Board of Commissioners
within the Company for 2 (two) consecutive
periods.
-
Sehat jasmani dan rohani (tidak sedang menderita
suatu penyakit yang dapat menghambat
pelaksanaan tugas sebagai anggota Dewan
Komisaris yang dibuktikan dengan Surat
Keterangan Sehat dari dokter).
-
Physically and mentally healthy (suffering no
illness which may hinder the performance of duties
as a Board of Commissioners member, proven by
a Certificate of Good Health from a doctor).
Calon anggota Dewan Komisaris menjalani seleksi serta
uji kepatutan dan kelayakan (fit and proper test) yang
dilakukan oleh SUCOFINDO selaku Pemegang Saham
utama. Selanjutnya, calon anggota Dewan Komisaris
yang telah lulus seleksi diusulkan oleh Pemegang Saham
dalam RUPS, untuk mendapatkan penetapan sebagai
anggota Dewan Komisaris.
Candidates for the Board of Commissioners shall undergo
a selection process and a fit and proper test conducted
by SUCOFINDO as the main shareholder. Afterwards,
candidates for the Board of Commissioners who passed
the selection shall be nominated by Shareholders within
the GMS to become appointed as members of the
Seluruh anggota Dewan Komisaris yang telah diangkat
dan ditetapkan, tidak diperbolehkan melakukan
transaksi yang mempunyai benturan kepentingan dan
mengambil keuntungan pribadi dari kegiatan BUMN
yang dikelolanya selain gaji dan fasilitas bagi Dewan
Komsaris yang ditentukan oleh RUPS / Pemilik Modal.
Seluruh anggota Dewan Komisaris memiliki integritas,
kompetensi, dan reputasi yang memadai di bidangnya
masing-masing serta mampu menyediakan waktu yang
cukup dalam menjalankan tugasnya.
All members of the Board of Commissioners who have
been appointed and inaugurated are prohibited from
conducting transactions containing elements of conflicts
of interest and from taking personal gains from activities of
the SOE they manage outside the honoraria and facilities
given to the Board of Commissioners as established
by the GMS / Investors. All members of the Board of
Commissioners possess the integrity, competence and
sufficient reputation within their respective fields and
enough time to perform their duties.
RANGKAP JABATAN DEWAN KOMISARIS
DUAL OFFICE HOLDING IN THE BOARD OF
COMMISSIONERS
Dewan Komisaris juga tidak diperkenankan untuk
memangku jabatan rangkap sebagai anggota Direksi
pada BUMN, BUMD, BUMS (Swasta) dan jabatan lain yang
dapat menimbulkan benturan kepentingan dan / atau
jabatan lainnya sesuai dengan Peraturan perundangan
yang berlaku.
Members of the Board of Commissioners are also
prohibited from holding dual offices as members of the
Board of Directors in any state-owned, region-owned
or private enterprises or any other position which may
invoke a conflict of interest and / or other positions as
stipulated by laws and regulations in effect.
KEPEMILIKAN SAHAM DAN INDEPENDENSI
DEWAN KOMISARIS
SHAREHOLDING AND INDEPENDENCE OF
Kepemilikan Saham dan Independensi Dewan Komisaris
Per 31 Desember 2013, anggota Dewan Komisaris dan
Direksi tidak memiliki saham di SUCOFINDO. Sesuai
dengan ketentuan Anggaran Dasar maka antara para
anggota Direksi. dan Dewan Komisaris serta antara
anggota Direksi dengan anggota Dewan Komisaris tidak
ada hubungan keluarga sedarah sampai dengan derajat
kedua, baik menurut garis lurus maupun garis ke samping.
As of December 31, 2013, members of the Board of
Commissioners and Board of Directors hold no shares in
SUCOFINDO. In accordance to the Articles of Association,
there are no blood relations to the second degree
between members of the Board of Directors, Board of
Commissioners, and between members of the Board of
Directors and Board of Commissioners, both vertically
and horizontally.
209
PEDOMAN KERJA DEWAN KOMISARIS
BOARD OF COMMISSIONERS CHARTER
Dewan Komisaris telah memiliki Pedoman dan Tata Tertib
Kerja Dewan Komisaris (Board Charter), yang menjadi
landasan dalam setiap pelaksanaan tugas dan tanggung
jawab setiap anggota Dewan Komisaris. Secara garis
besar, Board Charter memuat tentang hak, kewajiban,
tugas dan wewenang Dewan Komisaris dan Direksi
sebagai organ utama tata kelola Perusahaan serta
proses hubungan dan fungsi keduanya.
The Board of Commissioners possesses a Board of
Commissioners Charter (Board Charter) which serves
as the guideline for the performance of all duties and
responsibilities of its members. Overall, the Board Charter
contains provisions on the rights, obligations, duties and
authorities of the Board of Commissioners and Board of
Directors as the main governing bodies of the Company, in
addition to the relationship and functions between the two.
Board Charter disusun berdasarkan prinsip-prinsip hukum
korporasi, ketentuan Anggaran Dasar Perusahaan,
peraturan dan ketentuan perundang-undangan yang
berlaku, arahan Pemegang Saham serta praktik-praktik
terbaik (best practices) GCG. Ketentuan mengenai Dewan
Komisaris dalam Board Charter meliputi:
The Board Charter has been compiled based on principles
of corporate law, provisions in the Articles of Association
of the Company, laws and regulations in effect, directives
from Shareholders and best practices of GCG. Provisions
concerning the Board of Commissioners contained within
the Board Charter include:
1.
2.
3.
4.
5.
6.
7.
8.
9.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Keanggotaan Dewan Komisaris
Persyaratan menjadi anggota dewan komisaris
Pencalonan dewan komisaris
Pengangkatan dan pemberhentian Dewan komisaris
Berakhirnya masa jabatan dewan komisaris
Komposisi Dewan Komisaris
Program pengenalan dan peningkatan kapabilitas
Etika Jabatan
Hubungan kerja Dewan komisaris
Membership in the Board of Commissioners
Criteria for Commissioners
Nomination of Commissioners
Appointment and Dismissal of Commissioners
End of Term for Commissioners
Composition of the Board of Commissioners
Induction and Capacity-Building Programs
Ethics of the Position
Board of Commissioners Work Relationships
PEMBAGIAN TUGAS DEWAN KOMISARIS
DIVISION OF LABOR IN THE BOARD OF
COMMISSIONERS
Pembagian tugas Dewan Komisaris berdasarkan peran
masing-masing anggota Dewan Komisaris sebagai Ketua
dan anggota. Pembagian tugas juga memperhatikan
kemampuan, ilmu pengetahuan dan pengalaman.
Division of labor in the Board of Commissioners has been
established based on the roles of each member of the
Board of Commissioners as the Chief Commissioner and
members. The division of labor also considers the skills,
knowledge and experience of each member.
5^XX_dç8Wgç^
Komisaris
Board of Commissioner
Jabatan
Position
Pembagian Tugas
Division of Labor
Gusmardi Bustami
Komisaris Utama
Mengkoordinir semua pelaksanaan tugas dan kegiatan Dewan Komisaris,
memberikan arahan kepada Direksi terkait pengurusan usaha perusahaan dan
kebijakan remunerasi dan nominasi, serta Good Corporate Governance (GCG).
Coordinating the performance of all duties and activities of the Board of Commissioners,
giving directives to the Board of Directors towards Company business management
and remuneration and nomination policies, along with Good Corporate Governance
(GCG).
Irfa Ampri
Komisaris
Commissioner
Melaksanakan tugas pengawasan, memberikan arahan kepada Direksi terhadap
pengurusan usaha perusahaan dalam bidang Hukum, Operasi, Teknologi Informasi,
Pengembangan Usaha, Komersial, Perencanaan dan Kebijakan Manajemen Risiko.
Conducting supervisory duties, giving directives to the Board of Directors towards
Company business management in Law, Operation, Information Technology, Business
Development, Commercial Affairs, Risk Management Planning and Policies.
Komisaris
Commissioner
pengurusan usaha perusahaan dalam bidang Pemberdayaan Sumber Daya, SDM
(Sumber Daya Manusia), Organisasi, Pengelolaan Anak Perusahaan, dan PKBL
(Program Kemitraan dan Bina Lingkungan).
Conducting supervisory duties, giving directives to the Board of Directors towards
Company business management in Employee Empowerment, HR (Human Resources),
Organization, Subsidiary Company Management, and Partnership and Community
Development Program (PKBL).
210
Nahid Hudaya
Komisaris
Commissioner
pengurusan usaha perusahaan dalam bidang Keuangan, Akuntansi, Audit, dan
Pengendalian Internal.
Conducting supervisory duties, giving directives to the Board of Directors
towards Company business management in Finance, Accounting, Audit and
Internal Control.
RAPAT DEWAN KOMISARIS
BOARD OF COMMISSIONERS MEETINGS
Pelaksanaan tugas dan tanggung jawab Dewan Komisaris
antara lain dilaksanakan dalam bentuk penyelenggaraan
rapat. Pelaksanaan rapat juga menjadi salah satu
mekanisme evaluasi pelaksanaan tugas, kewenangan
dan tanggung jawab Dewan Komisaris, termasuk dalam
hal pemenuhan tanggung jawab sosial dan lingkungan.
One of the ways through which the Board of Commissioners
can perform its duties and responsibilities is by holding
meetings. Meetings also serve as a mechanism for evaluating
the implementation of duties, authorities and responsibilities
of the Board of Commissioners, including the fulfillment of
corporate social and environmental responsibilities.
Sesuai Pasal 14 Peraturan Menteri Negara Badan Usaha
Milik Negara No. PER-01 / MBU / 2011 tanggal 1 Agustus 2011
Tentang Penerapan Tata kelola Perusahaan Yang Baik
(Good Corporate Governance) pada BUMN, dinyatakan
bahwa rapat Dewan Komisaris harus diadakan secara
berkala sekurang-kurangnya sekali dalam setiap bulan
dimana Direksi juga dapat diundang untuk hadir dalam
rapat tersebut.
This is done in accordance to Article 14 of Minister of
SOE Regulation No. PER-01 / MBU / 2011 issued August
1, 2011, regarding the Implementation of Good Corporate
Governance in SOEs, which dictates that a meeting
among the Board of Commissioners must be conducted
periodically at the very least once every month, in which
the Board of Directors may also be invited to attend the
meeting.
Selama
tahun
2014,
Dewan
Komisaris
telah
menyelenggarakan rapat sebanyak 12 kali, dengan tingkat
rata-rata kehadiran anggota Dewan Komisaris 87%.
In 2014, the Board of Commissioners have conducted 12
meetings, with an attendance rate of 87% for members of
CWæç\cç^ççÊç`çd6Wbcç]ç8Wgç^>_]ZcçbZc
Board of Commissioners Joint Meetings
No
Program Kerja
Work Program
CW]TçYçcç^
Discussion
1
30 Januari 2014
January 30, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Desember 2013
Evaluation of Financial Reports and Business Activity Results in December 2013
2
27 Februari 2014
February 27, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Januari 2014
Evaluation of Financial Reports and Business Activity Results in January 2014
3
28 Maret 2014
March 28, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Februari 2014
Evaluation of Financial Reports and Business Activity Results in February 2014
4
28 April 2014
April 28, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Maret 2014
Evaluation of Financial Reports and Business Activity Results in March 2014
5
30 Mei 2014
May 30, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan April 2014
Evaluation of Financial Reports and Business Activity Results in April 2014
6
26 Juni 2014
June 26, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Juli 2014
Evaluation of Financial Reports and Business Activity Results in July 2014
7
24 Juli 2014
July 24, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Juni 2014
Evaluation of Financial Reports and Business Activity Results in June 2014
8
26 Agustus 2014
August 26, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Juli 2014
Evaluation of Financial Reports and Business Activity Results in July 2014
9
22 September 2014
September 22, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan Agustus 2014
Evaluation of Financial Reports and Business Activity Results in August 2014
10
27 Oktober 2014
October 27, 2014
Evaluasi laporan Keuangan dan hasil kegiatan Usaha Bulan September 2014
Evaluation of Financial Reports and Business Activity Results in September 2014
11
24 November 2014
November 24, 2014
Evaluasi LK dan LKU bulan Oktober 2014
Evaluation of Financial Reports and Business Activity Results in October 2014
12
17 Desember 2014
December 17, 2014
Evaluasi Kinerja Nopember 2014 dan prediksi kinerja tahun 2014
Evaluation of Performance in November 2014, and prediction of 2014 performance
211
8çådçb;çVZbEç`çd8Wgç^>_]ZcçbZc
Attendance List for Board of Commissioners Meetings
Bulan dan Tanggal
Month and Date
Anggota
8Wgç^>_]ZcçbZc
Commissioner
1
2
3
4
5
6
7
8
9
10
11
Gusmardi Bustami
-
-
Sambas Mulyana
-
Irfa Ampri
Masa Jabatan
sejak 04 April
2014
Appointed on
April 3, 2014
=e]æçYEç`çd
No. of
Meetings
%
12
=e]æçY;çVZb
No. of
Attendance
10
12
83
2
12
16
Masa jabatan sampai dengan 03 April 2014
Appointed until April 3, 2014
Nahid Hudaya
9
12
75
11
12
91
12
12
100
PELAKSANAAN TUGAS PENGAWASAN 2014
FULFILLMENT OF SUPERVISORY DUTIES IN
2014
Dewan Komisaris SUCOFINDO telah melaporkan tugas
pengawasan Tahun Buku 2013 dalam RUPS Tahunan
PT SUCOFINDO (Persero) pada tanggal 03 April
2014. Tugas pengawasan tersebut mencakup sistem
pengendalian internal dan pengawasan atas kegiatan
audit oleh Auditor Eksternal.
The SUCOFINDO Board of Commissioners has reported
on their supervisory duties for the 2013 fiscal year during
PT SUCOFINDO’s Annual GMS held on April 3, 2014.
These supervisory duties include the internal control
system and supervision over auditing activities conducted
by an External Auditor.
Dewan Komisaris juga melaksanakan tugas pembinaan
dan pemberian nasehat dengan menyampaikan arahanarahan yang perlu ditindaklanjuti oleh Direksi dalam
rapat bulanan Dewan Komisaris dengan Direksi dan
jajaran manajemen.
The Board of Commissioners also guided and advised
the Board of Directors by giving directives to be followed
up by the Board of Directors within the monthly meetings
between the Board of Commissioners, the Board of
Directors and management.
Dewan Komisaris memberikan arahan terkait aspek
pelaksanaan program dan rencana kerja dan anggaran
perusahaan, tindak lanjut atas laporan hasil audit Satuan
Pengawasan Intern (SPI) dan Audit Eksternal, manajemen
piutang usaha, rencana aksi mendukung pencapaian
target pendapatan dan laba usaha, serta program
reformulasi Strategi bisnis dan korporasi.
The Board of Commissioners has given directives
pertaining to the implementation of programs, work plans
and budget of the Company, follow up actions towards
results of the Internal Audit Unit (SPI)’s Audit and External
Audit, business credit management, action plans to
support the achievement of business income and profit
targets, along with business and corporate strategy
reformulation programs.
REKOMENDASI PADA PEMEGANG SAHAM
DAN DIREKSI
RECOMMENDATIONS FOR SHAREHOLDERS
AND BOARD OF DIRECTORS
Selama tahun 2014 Dewan Komisaris telah
menyampaikan beberapa rekomendasi kepada
Pemegang Saham dan Direksi.
In 2014, the Board of Commissioners issued several
recommendations for the Shareholders and the Board of
Directors.
Rekomendasi kepada Pemegang Saham sebanyak 1 kali,
meliputi:
t Rekomendasi Assessment GCG tahun kinerja 2013
Recommendations for Shareholders have been issued 1
time (once):
Recommendations for GCG Assessment in 2013
212
KUNJUNGAN KE LAPANGAN
FIELD VISITS
Untuk mendukung pemahaman bisnis dilakukan
perjalanan kunjungan ke cabang, daerah dan bidangbidang lain yang dipandang perlu. Hasil dari kunjungan
kerja ini dapat digunakan sebagai masukan untuk bahan
evaluasi kebijakan dan kegiatan manajemen perusahaan.
Kunjungan dimaksudkan untuk melihat perkembangan
pelaksanaan pegawaian sesuai Rencana Kerja, dan
melihat operasi Perusahaan secara faktual. Kunjungan
dapat dilaksanakan oleh Ketua dan seluruh anggota
komisaris atau oleh masing-masing anggota Komisaris.
In order to develop business understanding, field visits
to branch offices, regional areas and other areas are
considered necessary. Results from these field visits
can serve as input for the evaluation of policies and
management activities within the Company. Field visits
are intended for seeing whether developments in project
executions have gone according to the established Work
Plan and seeing Company operations authentically.
Visits may be conducted by the Chief Commissioner
accompanied by all Commissioners or individually by
each Commissioner.
Selama tahun 2014 Dewan Komisaris telah melakukan
kunjungan ke berbagai Lapangan ke berbagai daerah
berikut:
Throughout 2014, the Board of Commissioners has visited
several locations in the field, as follows:
No.
Keterangan
Description
CW]TçYçcç^
Discussion
Program Kerja
Work Program
1
Senin, 18 Agustus 2014
Monday, August 18 2014
Kunjungan Dekom ke Cabang Surabaya dan
Balikpapan
Board of Commissioners Visit to Surabaya
and Balikpapan
Evaluasi Kinerja Cabang Surabaya dan
Balikpapan
Evaluation of Performance, Surabaya and
Balikpapan Branches
2
Rabu, 20 Agustus 2014
Wednesday, August 20,
2014
Kunjungan Dekom ke Cabang Surabaya dan
Balikpapan
Board of Commissioners Visit to Surabaya
and Balikpapan
Evaluasi Kinerja Cabang Surabaya dan
Balikpapan
Evaluation of Performance, Surabaya and
Balikpapan Branches
3
Selasa, 02 Septermber 2014
Tuesday, September 2, 2014
Kunjungan Dekom ke Cabang Pekanbaru
Board of Commissioners Visit to Pekanbaru
Evaluasi Kinerja Cabang Pekanbaru
Evaluation of Performance, Pekanbaru Branch
4
Rabu, 01 Oktober 2014
Wednesday, October 1, 2014
Kunjungan Dekom ke Cabang Makassar dan
Timika
Board of Commissioners Visit to Makassar
and Timika
Evaluasi Kinerja Cabang Makassar dan Timika
Evaluation of Performance, Makassar and
Timika Branches
5
Kamis, 23 Oktober 2014
Thursday, October 23, 2014
Kunjungan Dekom ke Cabang Balikpapan
Board of Commissioners Visit to Balikpapan
Evaluasi Kinerja Cabang Balikpapan
Evaluation of Performance, Balikpapan
Branch
6
Jumat, 07 November 2014
Friday, November 7, 2014
Kunjungann Dekom ke Cabang Medan
Board of Commissioners Visit to Medan
Evaluasi Kinerja Cabang Medan
Evaluation of Performance, Medan
7
Rabu, 10 Desember 2014
Wednesday, December 10,
2014
Kunjungan Dekom Ke Lab Cibitung
Board of Commissioners Visit to Cibitung Lab
Evaluasi Kinerja Laboratorium Cibitung
Evaluation of Performance, Cibitung
Laboratory
8
Kamis, 04 Desember 2014
Thursday, December 4 2014
Kunjungan Dekom ke Cabang Semarang
Board of Commissioners Visit to Semarang
Evaluasi Kinerja Cabang Semarang
Evaluation of Performance, Semarang Branch
MENYELENGGARAKAN RUPS
ANNUAL GMS HOLDING
Dewan Komisaris memimpin pelaksanaan RUPS
Tahunan pada Kamis, 3 April 2014, bertempat di Graha
SUCOFINDO dengan agenda pembahasan Persetujuan
tentang Laporan Tahunan Buku 2013.
The Board of Commissioners initiated the Annual GMS on
Thursday, April 3, 2014, at Graha SUCOFINDO, with the
discussion agenda being the Authorization of the 2013
Annual Report.
PROGRAM PENGEMBANGAN
DEWAN KOMISARIS
COMPETENCE-BUILDING PROGRAMS FOR
KEAHLIAN
Sebagai upaya Perusahaan untuk pengembangan
kompetensi Dewan Komisaris maka Perusahaan
menyertakan anggota Dewan Komisaris dalam kegiatankegiatan Pelatihan / Lokakarya / Seminar dengan
perincian sebagai berikut:
As part of the Company’s efforts to build the competence
of the Board of Commissioners, the Company has enrolled
members of the Board of Commissioners into training /
workshop / seminar activities, detailed as follows:
213
CWæçdZYç^#?_\ç\çbèç#FW]Z^çb8ZZ\edZ8Wgç^>_]ZcçbZc
GbçZ^Z^Xc#J_b\cY_`c#FW]Z^çbc5ddW^VWVTè7_]]ZccZ_^Wbc
No
CWæçdZYç^#?_\ç\çbèç#FW]Z^çb
GbçZ^Z^X#J_b\cY_`#FW]Z^çb
1
Pengelolaan dana pensiun di BUMN berdasarkan UU
No. 13 PSAK 24
Pension fund management in state-owned enterprises
based on Law 13 / 2003 PSAK 24
2
Meningkatkan efektivitas peran pengawasan dan
penasihatan Dekom BUMN dan anak Perusahaan
Increasing the effectiveness of Board of Commissioners’
supervisory and advisory role in SOEs and subsidiaries
Tanggal
Date
5^XX_dç8Wgç^>_]ZcçbZcCWcWbdç
Participating Commissioner
25 Juni 2014
June 25, 2014
Irfa Ampri
23 Des 2014
December 23, 2014
Irfa Ampri
PENILAIAN KINERJA DEWAN KOMISARIS
TAHUN 2014
EVALUATION OF BOARD OF
COMMISSIONERS PERFORMANCE IN 2014
Dalam rangka menjaga dan meningkatkan efektifitas
Dewan komisaris maka Perusahaan melakukan evaluasi
kinerja Dewan Komisaris secara berkala. Evaluasi kinerja
Dewan komisaris dilakukan oleh Pemegang saham pada
saat RUPS.
In order to maintain and improve the effective performance of
the Board of Commissioners, the Company has periodically
evaluated the Board of Commissioners’ performance.
Evaluation of the Board of Commissioners’ performance is
conducted by Shareholders during the GMS.
Sistem evaluasi kinerja Dewan Komisaris disampaikan
secara terbuka kepada anggota Dewan komisaris
sejak pengangkatannya. Sistem evaluasi kinerja Dewan
Komisaris dikembangkan berdasarkan pada pelaksanaan
tugas dan tanggung jawab yang tercantum dalam
peraturan perundang-undangan yang berlaku, Anggaran
Dasar perusahaan serta penugasan yang diamanatkan
oleh RUPS.
The system used in evaluating the Board of
Commissioners’ performance has made known in an
open manner to members of the Board of Commissioners
since their appointment. The system of evaluation has
been developed based on the performance of duties and
responsibilities listed within laws and regulations in effect,
Articles of Association of the Company, and assignments
mandated through the GMS.
Dewan Komisaris telah menyusun Key Performance
Indicators (KPI) dan telah menyampaikanya kepada
Pemegang Saham pada tanggal 25 April 2013.
Penyusunan dan penyampaian KPI ini bertujuan untuk
meningkatkan kinerja pengawasan Dewan Komisaris,
sekaligus sebagai acuan dalam melaksanakan tugas dan
fungsi Dewan Komisaris serta sebagai bentuk kepatuhan
terhadap peraturan Menteri Negara BUMN Nomor: PER01 / MBU / 2011 tanggal 1 Agustus 2011 tentang penerapan
Tata Kelola Perusahaaan yang Baik (Good Corporate
Governance) pada BUMN.
The Board of Commissioners has assembled several
key performance indicators (KPI) and conveyed them
to the Shareholders on April 25, 2013, for the purpose
of improving the Board of Commissioners’ supervisory
performance and as reference in performing the Board of
Commissioners’ duties and functions. They also serve as
a form of compliance towards Minister of SOE Regulation
No. PER-01 / MBU / 2011 issued August 1, 2011 regarding
the Implementation of Good Corporate Governance in
SOEs.
Indikator yang digunakan dalam mengukur KPI
Dewan Komisaris mencakup aspek pengawasan dan
pengarahan, aspek pelaporan, dan aspek dinamis.
Indicators used in measuring the Board of Commissioners’
KPI include aspects of supervising and directing, aspects
of reporting, and dynamic aspects.
214
;çcZæCW^ZæçZç^>Z^Wb[ç8Wgç^>_]ZcçbZc
Board of Commissioners Performance Evaluation Results
No
Indikator Kinerja
Performance Indicator
Output
Output
Uraian
Description
Target
Target
Bobot
JWZXYd
A
5c`W\`W^Xçgçcç^Vç^`W^XçbçYç^kSupervising and Directing
1
Rapat Dewan Komisaris dengan
Komite Audit
Board of Commissioners Meeting
with the Audit Committee
Minimal rapat 1 kali dalam sebulan
Minimum of 1 meeting per month
Risalah Rapat
Meeting Minutes
12
Kali
time(s)
7,5
2
Jumlah Rapat Dewan Komisaris
Number of Board of
Commissioners Meetings
Risalah Rapat
Meeting Minutes
12
Kali
time(s)
7,5
3
Kehadiran Rapat Dewan
Komisaris
Attendance in Board of
Commissioners Meetings
Kehadiran fisik dalam rapat
Physical attendance at meeting
Absensi
Attendance List
100
%
5
4
Jumlah Rapat Gabungan dengan
Direksi
Number of Joint Meetings with
Board of Directors
Risalah Rapat
Meeting Minutes
12
Kali
time(s)
10
5
Kehadiran Rapat gabungan
dengan Direksi
Attendance in Joint Meetings
with Board of Directors
Kehadiran fisik dalam rapat
Physical attendance at meeting
Absensi
Attendance List
100
%
5
6
Memberikan nasehat / saran
kepada Direksi
Giving advice / recommendation
to the Board of Directors
Surat tertulis yang tertuang dalam
surat kepada Direksi
Written letter directed to the Board of
Directors
Surat
Letters
4
Kali
time(s)
10
7
Monitoring tindak lanjut hasil
temuan audit internal / eksternal
Monitoring follow-up actions to
internal / external audit findings
Monitoring tindak lanjut temuan ke
objek temuan
Monitoring of objects of findings for
follow-up actions
Hasil Monitoring
Monitoring Results
2
Kali
time(s)
5
8
Monitoring dan Evaluasi kantor
cabang / unit kerja di daerah
Monitoring and evaluating
branch offices / work units in
regional areas
Monitoring ke kantor cabang. Unit
kerja di daerah
Monitoring of branch offices / work
units in regional areas
Hasil Monitoring
Monitoring Results
4
Kali
time(s)
10
B
5c`W\CWæç`_bç^kReporting
1
Menyampaikan program kerja
tahunan
Submitting an annual work
program
Program kerja tahunan melipuuti
matriks jadwal kegiatan dan
anggaran Dewan Annual work
program, including a tables of activity
schedule and budget for the Board of
Commissioners in 2014
RKAP
RKAP
1
Kali
time(s)
7,5
2
Menyampaikan laporan
/ pendapat saran kepada
pemegang saham
Submitting reports /
recommendations to
Shareholders
Laporan kinerja triwulan I, II, III,
dan Laporan Kinerja Tahunan dan
lapporan tujuan tertentu apabila
diperlukan
Performance reports in Quarters I, II,
III, Annual Performance Report and
specific purpose reports as needed
Surat / Laporan
Letter / Report
5
Kali
time(s)
15
3
Menyampaikan laporan tentang
tugas pengawasan kepada
Pemegang Saham
Submitting report on supervisory
duty to Shareholders
Laporan tugas pengawasan tahun
buku 2014
Supervisory duty report for 2014
Surat / Laporan
Letter / Report
1
Kali
time(s)
7,5
C
5c`W\8Z^ç]Zc#æçZ^k8è^ç]ZU#BdYWb5c`WUdc
1
Pengenalan Dewan Komisaris
Introduction to Board of
Commissioners
Melalui rapat dan kunjungan kerja ke
cabang dan unit usaha.
Conducting meetings and field visits
to branch offices / business units
Surat tugas & Hasil
kunjungan
Letter of Assignment &
Visit Results
1
Kali
time(s)
5
2
Peningkatan Kompetensi
Competence-building
Melalui kegiatan seminar, workshop,
studi banding dan lain-lain.
Activities such as seminars,
workshops, comparative studies, and
so forth
Surat tugas & Laporan
Hasil Kegiatan
Letter of Assignment &
Activity Report
4
Kali
time(s)
5
30
10
100
THE
BOARD
215
REMUNERASI DEWAN KOMISARIS
REMUNERATION FOR
COMMISSIONERS
OF
Remunerasi yang diberikan kepada anggota Dewan
Komisaris terdiri atas:
Remuneration given to members of the Board of
Commissioners consists of:
1. Honorarium;
2. Tunjangan dan fasilitas;
1. Honorarium;
2. Allowances and facilities;
Proses dan alur penetapan besaran remunerasi anggota
Dewan Komisaris adalah ditentukan oleh pemegang
saham Kementerian BUMN, dengan besaran remunerasi
sebegai berikut:
The process and flow of establishing the nominal
values for the remuneration of members of the Board
of Commissioners is through the Ministry of SOE as
shareholder, with remuneration values as follows:
6WcçbçÊW]e^WbçcZ8Wgç^>_]ZcçbZc
EW]e^WbçdZ_^FUYW]Wå_bdYW6_çbV_å7_]]ZccZ_^Wbc
No.
Jabatan
Position
Rumus Gaji
Formula of Salary
Gaji
Salary
Tunjangan
Transport
Transport
5ææ_gçÛW
Gaji per bulan
Salary per
@_^dY
G_dçæ`WbGçYe^
Total per year
1
Komisaris
Utama
Chief
Commissioner
40% dari Gaji Direktur Utama
40% of President Director salary
38.250.000
7.650.000
45.900.000
596.700.000
2
Komisaris 1
Commissioner 1
34.425.000
6.885.000
41.310.000
537.030.000
3
Komisaris 2
Commissioner 2
34.425.000
6.885.000
41.310.000
537.030.000
4
Komisaris 3
Commissioner 3
34.425.000
6.885.000
41.310.000
537.030.000
185.130.000
2.406.690.000
Jumlah Komisaris
Total for Commissioner
Keterangan: Dalam Rupiah Note: Expressed in IDR
216
DIREKSI
Board of Directors
KOMPOSISI DIREKSI
DIRECTORS
Berdasar Anggaran Dasar Perusahaan, Direksi
SUCOFINDO merupakan organ perusahaan yang
bertanggung jawab penuh berdasarkan Anggaran Dasar
/ RUPS / Peraturan Perusahaan dalam melaksanakan
Program Kerja Perusahaan dan pengurusan perusahaan
untuk kepentingan dan tujuan perusahaan serta mewakili
perusahaan baik di dalam maupun di luar pengadilan
sesuai ketentuan Anggaran Dasar dan perundangundangan yang berlaku.
Referring to the Articles of Association of the Company,
the SUCOFINDO Board of Directors is a governing body
fully responsible, as dictated in the Articles of Association
/ GMS / Company Regulations, for implementing the Work
Programs of the Company, managing the Company for
the purpose of fulfilling Company interests and purposes,
and representing the Company both in and out of court in
accordance to the Articles of Association and laws and
217
Selama kurun waktu periode pelaporan terjadi perubahan
komposisi Direksi sebagai berikut berdasarkan Rapat
Umum pemegang saham sebagai berikut:
During the report period, changes towards the
composition of the Board of Directors took place due
to the appointment of Directors based on Shareholder
Resolutions as follows:
1.
1.
Penetapan Dewan Komisaris pada tanggal 11 Agustus
Sdr. Fahmi Sadiq sebagai Direktur Utama, dan
mengangkat Direktur Utama Sdr Bachder Djohan
Buddin.
2. Keputusan Pemegang Saham Luar Biasa tentang
Penetapan Direktur Kemersial I pada tanggal 11
Agustus 2014, memutuskan mengangkat Sdri. M. Heru
Riza Chakim.
Extraordinary GMS Resolution regarding the
Inauguration of the President Director, issued August
11, 2014, deciding upon the honorable dismissal of Mr.
Fahmi Sadiq as President Director and appointment
of Mr. Bachder Djohan Buddin as President Director.
2. Extraordinary GMS Resolution regarding the
Inauguration of Commercial Director I, issued August
11, 2014, deciding upon the appointment of Mr. M. Heru
Riza Chakim.
1 Januari - 11 Agustus 2014
Direktur Utama
: Fahmi Sadiq
Direktur Komersial
: Sufrin Hannan
dan Keuangan
: Beni Agus Permana
January 1 - August 11, 2014
President Director
: Fahmi Sadiq
Commercial Director : Sufrin Hannan
and Finance
: Beni Agus Permana
Direktur Utama
: Bachder Djohan Buddin
: M. Heru Riza Chakim
: Sufrin Hannan
dan Keuangan
: Beni Agus Permana
August 11, - December 31, 2014
President Director
: Bachder Djohan Buddin
Commercial Director I : M. Heru Riza Chakim
Commercial Director II : Sufrin Hannan
and Finance
: Beni Agus Permana
Komposisi Dewan Komisaris pada tanggal 31 Desember
2014 terdiri atas seorang Direktur Utama dan tiga Direksi,
yang seluruhnya pria.
Composition of the Board of Directors per December 31,
2014 consists of one President Director and three Directors
who are all male.
Komposisi Direksi Per 31 Desember 2014
7_]`_cZdZ_^_ådYW6_çbV_å8ZbWUd_bc`Wb8WUW]TWb'% &$%(
8Wgç^8ZbW\cZ
Director
Jabatan
Position
Gender
Gender
Direktur Utama
President Director
Pria
Male
M. Heru Riza Chakim
Commercial Director I
Pria
Male
Sufrin Hannan
Commercial Director I I
Pria
Male
Beni Agus Permana
Direktur Sumber Daya dan
Keuangan
Director of Resources and
Finance
Pria
Male
218
KRITERIA DAN PENETAPAN DIREKSI
CRITERIA FOR AND APPOINTMENT OF
DIRECTORS
Persyaratan dan tata cara pengangkatan maupun
pemberhentian Direksi SUCOFINDO dilaksanakan
berdasarkan :
Criteria and procedures for the appointment and dismissal
of SUCOFINDO’s Directors are conducted through :
- Fit and proper test
- Keputusan RUPS Luar Biasa
- Hak Kementerian BUMN
Fit and proper test
Extraordinary GMS Resolutions
Ministry of SOE Rights
>bZdWbZç!\bZdWbZç8ZbW\cZ.
Bbç^X `WbcW_bç^Xç^ èç^X Uç\ç` ]Wæç\e\ç^
perbuatan hukum
@W]WêYZ `Wbcèçbçdç^ æçZ^ èç^X VZdWdç`\ç^ _æWY
instansi teknis berdasarkan peraturan perundangundangan
@W]`WbYçdZ\ç^ \WçYæZç^ `W^Xçæç]ç^ cWbdç
persyaratan lain berdasarkan peraturan perundangan
8Zç^X\çd_æWYEç`çdH]e]`W]WXç^XcçYç]
7bZdWbZçå_b8ZbWUd_bc.
Individual persons capable of taking legal actions
Seluruh anggota Direksi telah membuat surat pernyataan
tidak memiliki benturan kepentingan yang diperbaharui
setiap awal tahun. Selama tahun 2014 tidak ada anggota
Direksi yang dihadapkan pada situasi terjadinya
benturan kepentingan, baik dalam pengambilan
keputusan maupun kedudukannya. Masing-masing
anggota Direksi dipastikan tidak memiliki hubungan
afiliasi dengan pemegang saham pengendali maupun
relasi kekerabatan semenda sampai derajat ketiga
dengan Dewan Komisaris maupun sesama anggota
Direksi.
All members of the Board of Directors have written an
affidavit proclaiming that no conflicts of interest would
arise, renewed at the start of each year. During the year
2014, no member of the Board of Directors has had to
face any conflicts of interest, both in making decisions
or holding their positions. It has been confirmed that all
members of the Board of Directors have no affiliations
with controlling shareholders and no relations by blood
or marriage to the third degree with members of the
Board of Commissioners or fellow members of the Board
of Directors.
TUGAS DAN TANGGUNG JAWAB DIREKSI
DUTIES DAN RESPONSIBILITIES OF THE
BOARD OF DIRECTORS
Setiap anggota Direksi wajib menjalankan tugas untuk
kepentingan dan usaha Perusahaan dengan itikad baik
dan penuh tanggung jawab serta dengan mengindahkan
peraturan perundang-undangan yang berlaku. Dalam
melaksanakan tugasnya, Direksi wajib mencurahkan
tenaga, pikiran, perhatian, dan pengabdiannya secara
penuh pada tugas, kewajiban, dan pencapaian tujuan
Perusahaan dan harus mematuhi Anggaran Dasar
Perusahaan dan peraturan perundang-undangan serta
wajib melaksanakan prinsip-prinsip profesionalisme,
efisiensi, transparansi, kemandirian, akuntabilitas,
pertanggungjawaban serta kewajaran.
All members of the Board of Directors are obliged to
perform their duties for the good and business of the
Company with conviction, responsibility, and compliance
towards laws and regulations in effect. In performing their
duties, members of the Board of Directors must wholly
devote their energy, mind, attention and dedication
towards their duties, responsibilities, and achievement
of Company objectives and must abide by the Articles
of Association of the Company and laws and regulations
in effect. They are also obliged to practice principles of
professionalism, efficiency, transparency, independence,
accountability, responsibility, and fairness.
Fulfills other requirements established by the
institution based on laws and regulations in effect
Possesses skills, experience and other criteria based
on laws and regulations in effect
Appointed through a General Meeting of Shareholders
219
RUANG LINGKUP DAN TANGGUNG JAWAB
DIREKSI
SCOPES AND RESPONSIBILITIES OF THE
BOARD OF DIRECTORS
Ruang lingkup dan tanggung jawab setiap anggota
Direksi ditetapkan berdasarkan jabatan masing-masing.
Meski demikian, pelaksanaan tugas oleh masing-masing
anggota Direksi tetap merupakan tanggung jawab
bersama.
The scope of work and responsibilities of the Board of
Directors have been respectively established based on
the position held by each member. Even so, the duties
of individual members of the Board of Directors remain a
collective responsibility of the board.
Dalam melaksanakan tugas dan tanggung jawabnya,
Direksi bertanggung jawab kepada RUPS. Secara
berkala Direksi membuat laporan pelaksanaan kinerja
yang disampaikan kepada Dewan Komisaris.
In performing its duties and responsibilities, the Board of
Directors shall be held directly responsible to the GMS.
The Board of Directors shall submit periodic reports on the
performance of its work to the Board of Commissioners.
Direktur Utama
President Director
Gç^XXe^X=çgçT
Responsibilities
Fungsi
Function
Memimpin dan mempertahankan koordinasi dan harmonis
dalam pelaksanaan tugas untuk semua anggota Direksi.
Leading and maintaining coordination and harmony in the
performance of duties for all members of the Board of Directors
Bertugas memimpin dan memelihara koordinasi serta
keserasian dalam pelaksanaan semua tugas yang berkenaan
dengan semua kegiatan pada:
performance of duties pertaining to activities within:
- Divisi Sistem Manajemen, Good Corporate Governance (GCG)
dan Risiko.
System Management, Good Corporate Governance (GCG)
and Risk Division
- Divisi Manajemen Strategis
Strategic Management Division
- Satuan Pengawasan Intern (SPI)
Internal Audit Unit (SPI)
- Divisi Sekretariat Perusahaan
Corporate Secretariat Division
Direktur Sumberdaya Dan Keuangan
Director Of Resources And Finance
Fungsi
Function
Fungsi sebagai anggota Direksi dan Kepala Direktorat
Serving as a member in the Board of Directors and Head of a
Directorate
Gç^XXe^X=çgçT
Responsibilities
Bertugas memimpin dan memelihara koordinasi serta keserasian
dalam pelaksanaan semua tugas yang berkenaandengan
semua kegiatan pada:
- Divisi Human Capital
- Divisi Keuangan dan Akuntansi
Finance and Accounting Division
- Divisi Umum
General Affairs Division
- Divisi Informasi dan Solusi Bisnis
Information and Business Solutions Division
- Divisi Pemasaran dan Pengembangan Bisnis
Marketing and Business Development Division
- Unit PKBL
PKBL Unit
- Pelayanan Direktorat lainnya
Other Directorate services
220
Gç^XXe^X=çgçT
Responsibilities
Fungsi
Function
Fungsi sebagai anggota Direksi dan Kepala Direktorat
Directorate
dengan semua kegiatan pada :
performance of duties pertaining to activities within :
F6Hé_fWb]W^d<
SBU - Goverment I
F6Hé_fWb]W^d<<
SBU - Goverment II
F6H@ZXçc
SBU - Oil and Gas
F6H<^VecdbZ
SBU - Industry
8ZfZcZCW^XW]Tç^Xç^=çcç>_]WbcZçæ%
Commercial Service Development 1 Division
8ZfZcZCW^XW]Tç^Xç^=çcç>_]WbcZçæ&
8ZfZcZEWXZ_^çæ6çbçdèç^X]W]TçgçYZUçTç^X
(termasuk unit pelayanan) dalam lingkup pengelolaannya)
Western Region Division, which lies above branch offices
(including service units) within its scope of management
Commercial Director II
Fungsi
Function
Fungsi sebagai anggota Direksi dan Kepala Direktorat.
Directorate.
Gç^XXe^X=çgçT
Responsibilities
dengan semua kegiatan pada:
F6H@Z^WbçæVç^6çde6çbç
SBU - Mineral and Coal
F6H?çT_bçd_bZe]
SBU - Laboratory
F6HFWbdZÄ\çcZVç^9U_:bç]Wg_b\
SBU - Certification and Eco-Framework
F6H>_]_VZdZVç^F_æecZCWbVçXç^Xç^
SBU - Commodity and Trade Solutions
8ZfZcZCW^XW]Tç^Xç^=çcç>_]WbcZçæ'
8ZfZcZEWXZ_^çæGZ]ebèç^X]W]TçgçYZUçTç^X
(termasuk unit pelayanan dalam lingkup pengelolaannya)
Eastern Region Division, which lies above branch offices
(including service units) within its scope of management
PEDOMAN KERJA DIREKSI
BOARD OF DIRECTORS MANUAL
Direksi melaksanakan tugas dan tanggung jawabnya
dalam mengelola Perusahaan serta tata laksana
hubungan dengan Dewan Komisaris, berdasarkan
Pedoman dan Tata Tertib Kerja Direksi (Board Manual).
Direksi wajib menjadikan Board Manual sebagai
pedoman yang ideal dalam menjalankan pengurusan
Perusahaan sehari-hari, untuk kepentingan Perusahaan
dalam mencapai tujuan sebagaimana yang telah
ditetapkan dalam Anggaran Dasar Perusahaan, RUPS,
serta Visi dan Misi Perusahaan.
The Board of Directors conducts its duties and
responsibilities in managing the Company and abides
by guidelines for its relationship with the Board of
Commissioners based on the Board of Directors Manual
(Board Manual). The Board of Directors is obliged to
uphold the Board Manual as an ideal guide to conducting
day-to-day management handling in the Company, for
the good of the Company in achieving its purposes as
established in the Articles of Association of the Company,
GMS, and Company Vision and Mission Statements.
Secara garis besar, isi Board Manual bagi Direksi
SUCOFINDO, meliputi:
1.
Struktur dan komposisi Direksi
221
In general, the Board Manual contains the following:
1.
Structure and Composition of the Board of Directors
2. Tugas dan Kewajiban Direksi
2. Duties and Responsibilities of the Board of Directors
3. Penetapan Kebijakan pengurusan Perseroan oleh
Direksi
3. Corporate Management Policy Establishment by the
Board of Directors
4. Pendelegasian
Perseroan
4. Delegation of Authority among Directors
wewenang
di
antara
Direktur
5. Pembagian tugas direksi
5. Division of Labor in the Board of Directors
6. Rapat Direksi
6. Board of Directors Meetings
7. Sekreariat perusahaan
7. Corporate Secretariat
8. Unit kerja di bawah direksi
8. Work Units under the Board of Directors
9. Penggunaan saran profesional
9. Employment of Professional Advisory Services
KEPEMILIKAN SAHAM DAN INDEPENDENSI
DIREKSI
SHAREHOLDING AND INDEPENDENCE OF
THE BOARD OF DIRECTORS
Kepemilikan saham perusahaan dimiliki oleh Pemerintah
Indonesia memiliki 95% saham Perusahaan, dan Societe
Generale de Surveillance (SGS) Holding, SA memegang
5% sisanya. Tidak ada kepemilikan saham Direksi di
Perseroan.
Shareholding of the Company has been divided among
the Government of Indonesia, with 95% of the shares,
and Société Générale de Surveillance (SGS) Holding, SA,
with 5% of the shares. There are no shareholding among
members of the Board of Directors of the Company.
Direksi menjalankan tugas secara independen. Sikap dan
tindakan tersebut mengindikasikan bahwa Direksi tidak
memiliki kepentingan atau benturan kepentingan yang
berpotensi mengganggu kinerja setiap anggota Direksi
dalam menjalankan tugasnya. Perusahaan menjaga
independensi tersebut dengan tidak adanya hubungan
kekeluargaan sampai pada derajat ketiga di antara
anggota Direksi dan anggota Dewan Komisaris, baik
secara vertikal maupun horizontal.
The Board of Directors are obliged to perform their duties
independently. Their stances and actions must indicate
that the Board of Directors has no personal interests or
conflicts of interest that may disrupt the performance of
any member of the Board of Directors in their duties. The
Company maintains this independence by prohibiting kin
relationships to the third degree between members of
the Board of Directors and Board of Commissioners, both
vertically and horizontally.
Sejalan dengan penerapan praktik tata kelola perusahaan
yang baik, Direksi telah menandatangani Pakta Integritas
serta menyerahkan Laporan Harta Kekayaan Pejabat
Negara (LHKPN) dan Laporan Pajak-Pajak Pribadi (LP2P)
sebagai bentuk komitmen menghindari transaksi yang
mengandung benturan kepentingan.
In line with the implementation of good corporate
governance practices, members of the Board of Directors
have signed the Integrity Pact and submitted their State
Officials Wealth Report (LHKPN) and Personal Taxes
Report (LP2P) as a display of their commitment to prevent
transactions containing conflicts of interest.
PROGRAM PENGEMBANGAN KEAHLIAN
DIREKSI
COMPETENCE-BUILDING PROGRAMS FOR
THE BOARD OF DIRECTORS
SUCOFINDO
menyertakan
anggota
Direksi
dalam beberapa kegiatan yang bertujuan untuk
mengembangkan kompetensi, termasuk dalam hal
pemenuhan tanggung jawab sosial dan lingkungan.
SUCOFINDO has enrolled members of the Board of
Directors in several activities intended to build their
competence, especially for the fulfillment of corporate
social and environmental responsibility.
222
EVALUASI KINERJA DIREKSI
EVALUATION OF BOARD OF DIRECTORS
PERFORMANCE
Dalam rangka menjaga dan meningkatkan efektivitas
Direksi, maka Perusahaan secara berkala melakukan
evaluasi kinerja Direksi. Evaluasi Kinerja Direksi dilakukan
oleh Pemegang Saham pada saat RUPS.
In order to maintain and improve the effective performance
of the Board of Commissioners, the Company has
periodically evaluated the Board of Directors’ performance.
Evaluation of the Board of Commissioners’ performance is
conducted by Shareholders during the GMS.
Sistem evaluasi kinerja Direksi disampaikan secara
terbuka kepada Direktur sejak pengangkatannya. Sistem
evaluasi Direksi dikembangkan berdasarkan pada
pelaksanaan tugas dan tanggung jawab yang tercantum
dalam peraturan perundang-undangan yang berlaku,
Anggaran Dasar Perusahaan serta penugasan yang
diamanatkan oleh RUPS. Sistem evaluasi kinerja Direktur
dikembangkan berdasarkan pada target kinerja pada
perjanjian penunjukan (Key Performance Indicator).
The system used in evaluating the Board of Directors’
performance has made known in an open manner to
members of the Board of Directors since their appointment.
The system of evaluation has been developed based on
the performance of duties and responsibilities listed within
laws and regulations in effect, Articles of Association of
the Company, and assignments mandated through the
GMS. The performance evaluation system for Directors
has been based on performance targets contained within
their appointment contracts (key performance indicators).
Hasil evaluasi kinerja digunakan sebagai salah satu
pertimbangan bagi RUPS untuk menunjuk kembali
Direktur yang berkinerja baik dan sesuai dengan
kebutuhan Perusahaan serta sebagai salah satu dasar
dalam mengembangkan sistem remunerasi Direksi.
The results of this performance evaluation shall be used as
reference for the consideration of the GMS in reappointing
Directors with good performance in accordance to the
needs of the Company and in developing the remuneration
scheme for the Board of Directors.
RAPAT DIREKSI
BOARD OF DIRECTORS MEETINGS
Pelaksanaan rapat menjadi salah satu mekanisme
evaluasi pelaksanaan tugas, kewenangan dan tanggung
jawab Direksi. Direksi dapat melaksanakan rapat secara
berkala maupun sewaktu-waktu. Rapat diselenggarakan
internal Direksi maupun dengan satuan kerja terkait atau
seluruh manajemen. Rapat Direksi diselenggarakan
minimal sebulan sekali.
Meetings serve as one of the mechanisms for
evaluating the implementation of duties, authorities and
responsibilities of the Board of Directors. The Board
of Directors may conduct both routine and impromptu
meetings. These may be internal meetings only among
members of the Board of Directors or meetings involving
relevant work units or the entire management. Board of
Directors meetings are conducted once every month.
Rapat Direksi tersebut dapat berupa Rapat internal
Direksi, Rapat Direksi dengan Kepala Divisi, dan Rapat
Direksi bersama Dewan Komisaris. Rapat Internal Direksi
merupakan forum bagi pengambilan keputusan Direksi
secara kolektif. Adapun pembahasan kinerja Perusahaan
dilakukan dalam rapat gabungan dengan Dewan
Komisaris.
Board of Directors meetings may take the form of internal
meetings among the Board of Directors, meetings
between Board of Directors and Division Heads, and
meetings between the Board of Directors and the Board
of Commissioners. Internal meeting among the Board
of Directors serves as a forum for collective decision
making for the Board of Directors, whereas discussions on
Company performance take place within joint meetings
with the Board of Commissioners.
223
Pelaksanaan Rapat Direksi
Board of Directors Meetings
No
Tanggal
Date
Pembahasan
Discussion
1
6 Januari 2014
January 6, 2014
Evaluasi Kinerja Tahun 2014, LHU 2014
Evaluation of 2014 Performance, Report on Business Results in 2014
2
5 Februari 2014
February 5, 201
1. Pembagian Tugas antar BOD sehubungan dengan berhalangan sementara Dirut SCI sejak tgl 5
Februari 2014,
Division of Labor within the BOD due to the unavailability of the SCI President Director per February
5, 2014,
2. LHU 2014
Report on Business Results in 2014
3. Progres penyesuaian organisasi.
Progress in organizational readjustment.
4. Laporan Progres Hasil Audit KAP tahun buku 2013
Progress report on PA Audit Results for the 2013 fiscal year
5. Laporan Tindak Lanjut RAPIM tgl 13-14 Feb 2014
Follow-Up Report for the Meeting on February 13-14, 2014
3
6 Maret 2014
March 6, 2014
1. Progres JA / JE, Progres mekanisme asuransi pegawai dg BPJS dan RSDM serta kebutuhan
pelatihan bagi pegawai.
Progress on insurance programs, progress on the mechanism for employee insurance with BPJS
and RSDM and training for employees
2. LHU Februari 2014
Report on Business Results in February 2014
3. Persiapan data untuk Rapat Teknis RIPS
Preparation of data for the GMS Technical Meeting
4. Pertanggungjawaban Kinerja tahun buku 2013
Accountability Report for 2013 Performance
5. Penjelasan Gaji Dasar Program
Explanation of Basic Salary Program
4
17 April 2014
April 17, 2014
1. Pembahasan Evaluasi Kinerja TWI
Discussion on TWI Performance Results
2. Pembahasan Pola Hubungan Pencatatan SBU-cabang
Discussion on Connection Patterns in Records between SBU and Branch Offices
3. Cross Selling
Cross-selling
4. Sertifikat Produk
Product certification
5. Persiapan Rapat Gabungan dengan DEKOM untuk pembahasan evaluasi TW 1
Preparation for Joint Meeting with the BOC to discuss the Evaluation of TW1
6. Pembahasan rencana pension dini di perusahaan pada tahun 2014
Discussion on early retirement plans in the Company in 2014
5
16 Mei 2014
May 16, 2014
1. Tindak lanjut menghadapi MEA
Follow-up actions towards the AEC
2. LHU April 2014
Report on Business Results in April 2014
3. Pembahasan LHU sd April 2014 untuk persiapan rapat DEKOM
Discussion on Report on Business Results until April 2014 in preparation of meeting with the BOC
4. Rencana investasi peralatan SEISMIK
Investment plans in seismic equipment
6
12 Juni 2014
June 12, 2014
7
10 Juli 2014
July 10, 2014
Progres Persiapan Penerapan WBS
Progress on Preparations for WBS Implementation
1. LHU sd Juni 2014
Report on Business Results until June 2014
2. Cash Flow Perusahaan
Company cash flow
3. Progres RJPP 2014-2018
Progress on the 2014-2018 RJPP
4. Evaluasi Sumber-sumber Pendapatan untuk Pencapaian anggaran 2014
Evaluation of Sources of Income for 2014 Budget Achievement
5. Persiapan RAPIM
Preparation for Executive Meeting
224
8
19 Agustus 2014
August 19, 2014
1. Evaluasi Hasil Kinerja sd Juli 2014
Evaluation of Performance Results until July 2014
2. Permasalahan sumber pendapatan dan permasalahan
Issues on sources of income
3. Permasalahan Progres program HC
Issues on the progress of the HC program
9
17 September 2014
September 17, 2014
1. Laporan hasil kinerja sd Agustus 2014 dan prognosa sd Desember 2014
Report on performance results until August 2014 and prognosis for December 2014
2. Pembahasan rencana investasi peralatan SEISMIK
Discussion on investment plans on seismic equipment
3. Pembahasan skema jasa produksi dan skema reward lainnya
Discussion on the production service scheme and other reward schemes
10
3 Oktober 2014
October 3, 2014
1. Tindak lanjut rapat BOD tgl 17 September 2014
Follow-up actions to BOD meeting on September 17, 2014
2. Prospek bisnis jasa Logistik pada SUCOFINDO EPISI
Business prospects in Logistics for SUCOFINDO EPISI
3. Pembahasan mengenai RJPP 2015-2019
Discussion on 2015-2019 RJPP
4. Pembahasan mengenai RKAP 2015
Discussion on 2015 RKAP
5. LHU sd September 2014
Report on Business Results until September 2014
6. Finalisasi materi RKAP 2015
Finalization of 2015 RKAP materials
7. Finalisasi materi RJPP 2015-2019
Finalization of 2015-2019 RJPP materials
11
6 November 2014
November 6, 2014
1. 1. LHU sd Oktober 2014 Up date progress RKAP 2015
Report on Business Results until October 2014
2. 2. Finalisasi keputusan atas pelanggaran disiplin pegawai (SPI)
Update on the progress of the 2015 RKAP
3. 1. Rancangan RKAP 2015
Rancangan RKAP 2015
4. 2. KPI 2015
KPI 2015
5. 3. Usulan organisasi 2015
Usulan organisasi 2015
6. 4. Hasil evaluasi ERP oleh SPI
Hasil evaluasi ERP oleh SPI
7. 5. Optimalisasi asset
Optimalisasi asset
12
16 Desember 2014
December 16, 2014
Pembahasan Struktur Organisasi Baru
Discussion on the new organizational structure
225
Daftar Hadir Direksi dalam Rapat
Attendance List for Board of Directors Meetings
6eæç^Vç^=e]æçYEç`çd8ZYçVZbZ
Month and Meeting Attended
Anggota Direksi
Director
1
Fahmi Sadiq
2
3
4
5
6
7
8
9
10
11
12
=e]æçY;çVZb
No. of
Attendance
=e]æçYEç`çd
No. of
Meetings
%
1
12
8,3
Bachder Djohan
Buddin
Masa Tugas sejak 11 Agustus 2014
Appointed in August 11, 2014
5
12
41,7
M. Heru Riza
Chakim
Masa Tugas sejak 11 Agustus 2014
Appointed in August 11, 2014
5
12
41,7
Sufrin Hannan
12
12
100
Beni Agus Permana
12
12
100
REMUNERASI DIREKSI
REMUNERATION
DIRECTORS
OF
THE
BOARD
OF
Penetapan besaran Remunerasi Dewan Komisaris dan
Direksi mengacu pada Keputusan RUPS tanggal 3 April
2014 mengenai persetujuan penetapan gaji Direksi.
Remunerasi Direksi terdiri dari :
Establishment of the nominal values for the remuneration
of the Board of Commissioners and Board of Directors
refers to a GMS Resolution issued on April 3, 2014
regarding the authorization of established salaries for
the Board of Directors. Remuneration for the Board of
Directors consists of:
1. Honorarium
2. Fasilitas dan Tunjangan
1. Honorarium
2. Facilities and Allowances
Penetapan gaji Direktur Utama sebesar Rp85.000.000
(delapan puluh lima juta rupiah) per bulan, sedangkan
tunjangan dan fasilitas lainnya sebesar Rp27.500.500.
Untuk Anggota Direksi, gaji yang diperoleh adalah
sebesar 90 % dari gaji Direksi Utama.
The established salary for President Director is
Rp85,000,000 (eighty five million rupiah) per month
whereas allowances and other facilities amount to
Rp27,500,500. Salaries for members of the Board of
Directors have been established as 90% of the President
Director’s salary.
Komisaris yang menjabat dalam tahun buku 2014. Adapun
fasilitas dan tunjangan lainnya sesuai Per-07 / MBU / 2010
tanggal 27 Desember 2010.
Facilities and other allowances have been assigned in
accordance to Regulation No. Per-07 / MBU / 2010 issued
on December 17, 2010.
Besaran Remunerasi Direksi
EW]e^WbçdZ_^FUYW]Wå_bdYW6_çbV_å8ZbWUd_bc
No.
Rumus Gaji
Formula of Salary
Gaji
Salary
1
Direktur Utama
President Director
100%
85.000.000
27.500.000
112.500.000
1.462.500.000
2
Direktur Komersial 1
Commercial Director 1
76.500.000
27.500.000
104.000.000
1.352.000.000
3
Direktur Komersial 2
Commercial Director 2
90% dari Gaji Direktur Utamat
76.500.000
27.500.000
104.000.000
1.352.000.000
4
Direktur Keuangan &
Administrasi
and Finance
76.500.000
27.500.000
104.000.000
1.352.000.000
424.500.000
5.518.500.000
Total Direksi Total for Director
Keterangan: Dalam Rupiah Note: Expressed in IDR
Tunjangan
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Housing
Gaji per bulan
Salary per
@_^dY
G_dçæ`WbGçYe^
Total per Year
Jabatan
Position
226
HUBUNGAN ANTARA DEWAN KOMISARIS
DAN DIREKSI
Relationship Between The Board of Commissioners
and Board of Directors
Dewan Komisaris dan Direksi secara rutin mengadakan
pertemuan sebagai bentuk koordinasi dan tanggung
jawab antara tugas-tugas yang diberikan untuk bersama
menjaga pengelolaan Perusahaan. Dalam pertemuan
tersebut dibahas segala upaya menghadapi isu-isu
strategis yang memerlukan persetujuan Dewan Komisaris.
The Board of Commissioners and Board of Directors
routinely hold meetings as a form of coordination and
joint responsibility in maintaining the continuity of the
Company. These routine meetings discuss efforts in
facing strategic issues which require the approval of the
HUBUNGAN KELUARGA
KIN RELATIONSHIP
Antara Dewan Komisaris dan Direksi tidak ada hubungan
keluarga semenda, sampai dengan derajat ketiga.
Dengan demikian, masing-masing anggota Dewan
Komisaris maupun Direksi adalah independen dan tidak
memiliki benturan kepentingan dalam melaksanakan
tugas serta tanggung jawab masing-masing.
There are no relations by blood or marriage to the third
degree among members of the Board of Commissioners
and Board of Directors. Consequently, each member
of the Board of Commissioners and Board of Directors
act independently without any conflict of interest in
performing their respective duties and responsibilities.
HUBUNGAN KERJA
WORKING RELATIONSHIP
PT SUCOFINDO dalam menjaga hubungan kerja antara
Dewan Komisaris dengan Direksi menerapkan prinsipprinsip sebagai berikut :
In maintaining the work relationship between the
Board of Commissioners and the Board of Directors at
PT SUCOFINDO, the following principles have been
implemented :
- The Board of Commissioners shall respect the
functions and roles of the Board of Directors in
managing the Company as regulated within laws and
regulations in effect and the Articles of Association of
the Company
- Dewan Komisaris menghormati fungsi dan peranan
Direksi dalam mengurus Perusahaan sebagaimana
telah diatur dalam peraturan perundang -undangan
maupun Anggaran Dasar Perusahaan .
- Direksi menghormati fungsi dan peranan Dewan
Komisaris untuk melakukan pengawasan dan
memberikan nasihat terhadap kebijakan pengurusan
Perusahaan yang dilakukan oleh Direksi.
- Setiap hubungan kerja antara Dewan Komisaris
dengan Direksi merupakan hubungan yang bersifat
formal, dalam arti harus senantiasa dilandasi oleh
suatu mekanisme baku atau korespondensi yang
dapat dipertanggungjawabkan .
- Setiap hubungan kerja yang bersifat informal
dapat saja dilakukan oleh masing-masing Anggota
Dewan Komisaris dan Direksi, namun tidak dapat
dipakai sebagai kebijakan formal sebelum melalui
mekanisme atau korespondensi yang dapat
dipertanggungjawabkan .
- Dewan Komisaris berhak memperoleh akses atas
informasi Perusahaan secara tepat waktu dan
lengkap .
- The Board of Directors shall respect the functions and
roles of the Board of Commissioners in supervising
and advising all Company management policies
undertaken by the Board of Directors
- All working relationships between the Board of
Commissioners and the Board of Directors are
formal in nature, meaning that all relationships must
be based on a formal mechanism or accountable
correspondences
- Members of the Board of Commissioners and the
Board of Directors are permitted to have informal
relationships. However, they may not be used as the
foundation for formal policies without undergoing an
accountable mechanism or forms of correspondences
- The Board of Commissioners are entitled to access
information on the Company in a punctual and
complete manner
227
- Direksi bertanggungjawab untuk memastikan bahwa
informasi mengenai Perusahaan diberikan kepada
Dewan Komisaris secara tepat waktu dan lengkap.
- The Board of Directors are responsible for ensuring
that information on the Company has been given
to the Board of Commissioners in a punctual and
complete manner
- Setiap hubungan kerja antara Dewan Komisaris
dengan Direksi merupakan hubungan kelembagaan
dalam arti bahwa Dewan Komisaris dan Direksi
sebagai jabatan kolektif yang mempresentasikan
keseluruhan anggota-anggotanya, sehingga setiap
hubungan kerja antara Anggota Dewan Komisaris
dengan Direktur harus diketahui oleh Anggota
Dewan Komisaris dan Direktur lainnya.
- All working relationships between the Board of
Commissioners and the Board of Directors are
institutional in nature, meaning that the Board
of Commissioners and Board of Directors are
collective positions that represent the entirety of
its members. Thus, all working relationships among
individual members of the Board of Commissioners
and Board of Directors must be made known to
other members of the Board of Commissioners and
Board of Directors.
RAPAT BERSAMA DEWAN KOMISARIS DAN
DIREKSI
JOINT MEETINGS BETWEEN THE BOARD
OF COMMISSIONERS AND BOARD OF
DIRECTORS
Dewan Komisaris dan Direksi dapat menyelenggarakan
rapat bersama guna membahas serta memutuskan halhal bersifat strategis yang berkaitan dengan kepentingan
Perusahaan. Rapat bersama juga menjadi mekanisme
bagi Direksi untuk menyampaikan pelaksanaan kinerja
dan meminta pendapat, catatan maupun nasihat yang
didokumentasikan dalam notulensi.
The Board of Commissioners and Board of Directors may
conduct joint meetings for the purpose of discussing and
deciding on strategic matters concerning the interests
of the Company. Joint meetings can also serve as a
mechanism for the Board of Directors to convey the
results of its performance and request opinions, notes or
even advice, documented in the form of minutes.
Putusan rapat bersama bersifat mengikat untuk
ditindaklanjuti dan dilaksanakan. Anggota Dewan
Komisaris yang memiliki benturan kepentingan dengan
hal-hal yang menjadi pembahasan dalam rapat bersama
Dewan Komisaris dan Direksi, tidak disertakan dalam
proses pemungutan suara, dan hal tersebut harus
dinyatakan di dalam notulensi rapat.
Decisions made through joint meetings are binding
in nature to be followed through and implemented.
Members of the Board of Commissioners who have
conflicts of interests with matters discussed within the joint
meeting between Board of Commissioners and Board of
Directors shall not take part during the voting process.
Such occurrences must be taken note of within meeting
minutes.
Selama tahun 2014 telah diselenggarakan 12 rapat
bersama antara Dewan Komisaris dengan Direksi.
In 2014, 12 joint meetings between Board of Commissioners
and Board of Directors have been conducted.
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5ddW^VçÛW?Zcdå_b=_Z^d@WWdZ^XcTWdgWW^dYW6_çbV_å7_]]ZccZ_^Wbcç^V6_çbV_å8ZbWUd_bc
Nama
Name
No
Jabatan
Position
=e]æçYEç`çd
No. of Meetings
=e]æçY>WYçVZbç^
No. of Attendance
%
1
Gusmardi Bustami
Komisaris Utama
12
9
75
2
Irfa Ampri
Komisaris
Commissioner
12
8
66
3
@"Feæd_^:çdY_^Z
Komisaris
Commissioner
12
11
91
4
AçYZV;eVçèç
Komisaris
Commissioner
12
12
100
5
6çUYVWb8[_Yç^6eVVZ^
Direktur Utama
President Director
12
5
41
6
@";WbeEZiç7Yç\Z]
12
5
41
7
Sufrin Hannan
12
12
100
8
Beni Agus Permana
dan Keuangan
Director of Resources and
Finance
12
12
100
228
ORGAN PENDUKUNG
DEWAN KOMISARIS
Supporting Bodies To The Board
of Commissioners
KOMITE AUDIT
AUDIT COMMITTEE
Komite Audit dibentuk untuk membantu dan memperkuat
Dewan Komisaris dalam menjalankan fungsi pengawasan.
Perusahaan membentuk Komite Audit yang secara struktur
berada di bawah Dewan Komisaris. Pembentukan Komite
Audit mengacu pada Undang-Undang No. 19 Tahun 2003
tertanggal 19 Juni 2003 dan Peraturan Menteri Negara
Badan Usaha Milik Negara No. Per-12 / MBU / 2012
Tentang Organ Pendukung Dewan Komisaris / Dewan
Pengawas Badan Usaha Milik Negara. Komite Audit
mempunyai tugas untuk membantu Dewan Komisaris
dalam melaksanakan tugasnya. Komite Audit bekerja
secara mandiri dan independen dalam pelaksanaan
tugasnya dan dalam pelaporan, dan bertanggungjawab
langsung kepada Dewan Komisaris
The Audit Committee was formed for the purpose of
assisting and consolidating the Board of Commissioners
in conducting its supervisory role. The Company has
formed the Audit Committee, which structurally lies under
the Board of Commissioners. Formation of the Audit
Committee conforms to Law 19 / 2003 issued June 19,
2003, and Minister of SOE Regulation No. Per-12 / MBU
/ 2012 regarding Supporting Bodies to the Board of
Commissioners / Board of Supervisors in State-Owned
Enterprises. The Audit Committee is entasked with helping
the Board of Commissioners perform its duties. The Audit
Committee works independently in its reporting duty and
is directly responsible to the Board of Commissioners.
DEWAN KOMISARIS
Board of Commisioners
KETUA KOMITE AUDIT
Audit Commitee Chairman
Irfa Ampri
ANGGOTA KOMITE AUDIT
Audit Commitee Member
ANGGOTA KOMITE AUDIT
Audit Commitee Member
Bambang Priyatna
Jimmi Lapotulo
229
KEANGGOTAAN KOMITE AUDIT
MEMBERSHIP IN THE AUDIT COMMITTEE
Komite Audit dipimpin oleh Ketua yang juga komisaris
perusahaan dengan dua anggota. Selama periode tahun
2014, ketua dijabat oleh Komisaris Nahid Hudaya (s / d
4 Juni 2014) dan digantikan oleh Komisaris lrfa Ampri
(sejak 5 Juni 2014 hingga sekarang). Sementara itu, dua
anggota Komite Audit adalah Sdr. Bambang Priyatna
(sejak 1 Agustus 2014) dan Sdr. Jimmi Lapotulo (sejak 1
Nopember 2014).
The Audit Committee is headed by a Chairman who
simultaneously serves as Commissioner to the Company
and has two additional members. In 2014, Commissioner
Nahid Hudaya served as Chairman (until June 4, 2014)
and was succeeded by Commissioner Irfa Ampri (from
June 5, 2014, until present). The other two members of the
Audit Committee are Mr. Bambang Priyatna (since August
1, 2014) and Mr. Jimmi Lapotulo (since November 1, 2014).
Susunan dan Profil Keanggotaan Komite Audit
Audit Committee Structure and Profile
No
Nama
Name
1
Irfa Ampri
(sejak 5 Juni 2014)
(since June 5, 2014)
Jabatan dan Profil
Position and Profile
Ketua
Chairman
Pria kelahiran Binjai, 12 Desember 1965, umur 49 tahun. Menyelesaikan Pendidikan di Sekolah
Tinggi Akuntansi Negara, kemudian melanjutkan meraih gelar Master of Arts degree in Accounting
and Finance of Lancaster University, dan Doktor Administrasi Bisnis di Yokohama Nasional
University Japan.
Beberapa jabatan penting yang pernah dijalani antara lain sebagai :
Direktur Grup World Bank di Washington (2009-2011)
Direktur Kebijakan dan Kerjasama Internasional Kementerian Keuangan (2006-2009).
He was born in Binjai on December 12, 1965, and is 49 years of age. He completed his study at
the Indonesian State College of Accountancy (STAN) before obtaining a Master of Arts degree
in Accounting and Finance from Lancaster University, and a Doctor in Business Administration
degree from Yokohama National University, Japan.
Director at World Bank Group in Washington (2009-2011)
Director of International Collaboration and Policies, Ministry of Finance (2006-2009)
2
Bambang Priyatna
(sejak 1 Agustus 2014)
(since August 1, 2014)
Anggota
Member
Pria kelahiran Bandung, 20 Februari 1956, umur 58 tahun. Menyelesaikan Pendidikan sebagai
Akuntan di Sekolah Tinggi Akuntansi Negara pada tahun 1989, kemudian meraih gelar Master of
Science in Accountancy University od Illnois, Urbana USA pada tahun 1996.
Beberapa jabatan penting yang pernah dijalani antara lain sebagai:
Anggota Komite Audit PT PDSI (2008 – 2013)
Anggota Komite Audit PT Angkasa Pura II (2008 – 2013)
Dosen Sekolah Tinggi Akuntansi Negara (1992 – sekarang)
He was born in Bandung on February 20, 1956, and is 58 of age. He completed his study as an
Accountant at the State College of Accountancy (STAN) in 1989 prior to obtaining a degree as
Master of Science in Accountancy from the University of Illinois, Urbana, USA, in 1996.
Audit Committee Member at PT PDSI (2008 – 2013)
Audit Committee Member at PT Angkasa Pura II (2008 – 2013)
Lecturer at STAN (1992 – present)
230
3
Jimmi Lapotulo
(sejak 1 November 2014)
(since November 1, 2014)
Anggota
Member
Pria kelahiran Tanjung Batu, 20 Desember 1970 umur 44 tahun. Menyelesaikan Pendidikan
Sarjana di Fakultas Ekonomi Universitas Indonesia pada tahun 1997, memperoleh gelas Magister
Ilmu Admministrasi di Universitas Indonesia pada tahun 2004, dan memperoleh gelar Master of
Business Administration, Ateneo Graduate School of Business, Manila, Philippines pada tahun
2008.
Beberapa jabatan penting yang pernah dijalani antara lain sebagai Anggota Komite Audit PT
Danareksa TBK (1993-1995), beberapa posisi di Kementerian Keuangan Republik Indonesia (1992
sampai dengan sekarang).
He was born in Tanjung Batu on December 20, 1970, and is 44 years of age. He completed his
undergraduate study at the Faculty of Economics, University of Indonesia, in 1997, and obtained
his master’s degree in Administration at University of Indonesia in 2004. He obtained his Master of
Business Administration degree from Ateneo Graduate School of Business, Manila, Philippines, in
2008.
Several important positions he occupied include being an Audit Committee Member at PT Danareksa
TBK (1993-1995) and several positions within the Republic of Indonesia Ministry of Finance (1992 present).
INDEPENDENSI KOMITE AUDIT
INDEPENDENCE OF THE AUDIT COMMITTEE
Semua anggota komite adalah independen, mempunyai
kualifikasi terbaik, berkompeten dan berintegritas
dengan pengalaman memadai, sesuai lingkup tugas dan
tanggung jawabnya sebagai Komite Audit Perusahaan.
All members of the Audit Committee are independent, in
addition to having the best qualifications, competence
and integrity, coupled with adequate experience, in
accordance to their field of work and responsibility as
members of the Company’s Audit Committee.
PIAGAM KOMITE AUDIT
AUDIT COMMITTEE CHARTER
Piagam Komite Audit memuat: Visi, Misi, dan Tujuan
Komite; Keanggotaan dan Struktur Organisasi; Tugas
dan Wewenang Komite Audit: Kode Etik, Kinerja, Rapat,
Tanggung Jawab Pelaporan, Program Pengenalan bagi
Anggota Baru; Rencana Kerja; Anggaran; Sasaran Audit;
dan Pelaporan. Piagam Komite Audit telah ditetapkan
melalui Surat Keputusan Komisaris Utama No. KEP-3
/ DKM XII / 2008 tanggal 23 Desember 2008 tentang
Pedoman Kerja Komite Audit PT SUCOFINDO (Persero)
sebagai pengganti Surat Keputusan Bersama Komisaris
Utama dan Direktur Utama Nomor: KEP-3 / DKM-IV / 2006,
yang menjadi acuan dan pedoman bagi Anggota Komite
Audit dalam menjalankan tugas dan wewenangnya.
The Committee Charter contains: Vision, Mission,
and Purpose of the Committee; Membership and
Structure; Duties and Authorities of the Audit Committee;
Code of Conduct, Performance, Meetings, Reporting
Responsibility, Induction Program for New Members;
Work Plan; Budget; Objectives of Audit; Reporting. The
Audit Committee Charter was established through Chief
Commissioner Decision Letter No. KEP-3 / DKM XII /
2008 issued December 23, 2008, regarding the PT
SUCOFINDO (Persero) Audit Committee Work Guideline
as a replacement for Chief Commissioner and President
Director Joint Decision Letter No. KEP-3 / DKM-IV / 2006,
serving as reference and guideline for Audit Committee
members in performing their duties and authorities.
PENGANGKATAN DAN PEMBERHENTIAN
KOMITE AUDIT
APPOINTMENT AND DISMISSAL OF AUDIT
COMMITTEE MEMBERS
Pengangkatan dan pemberhentian anggota Komite Audit
dilakukan oleh Dewan Komisaris berdasarkan surat
Keputusan yang dikeluarkan oleh Dewan Komisaris
Nomor: KEP-005 / DKM / V / 2012 tanggal 14 Mei 2012
tentang Pengangkatan Anggota Komite Audit PT
SUCOFINDO (Persero).
Appointment and dismissal of Audit Committee members
are conducted by the Board of Commissioners, referring
to Board of Commissioners Decision Letter No. KEP005 / DKM / V / 2012 issued May 14, 2012, regarding
the Appointment of PT SUCOFINDO (Persero) Audit
Committee Members.
231
TUGAS DAN TANGGUNG JAWAB KOMITE
AUDIT
DUTIES AND RESPONSIBILITIES OF THE
AUDIT COMMITTEE
Sesuai dengan Peraturan Menteri BUMN Nomor PER05 / MBU / 2006 tentang Komite Audit, Komite Audit
bertugas untuk :
In accordance to Minister of SOE Regulation No. PER-05 /
MBU / 2006 regarding the Audit Committee, the duties
of the Audit Committee are:
1.
1.
Membantu Dewan Komisaris untuk memastikan
efektivitas sistem pengendalian intern dan efektivitas
pelaksanaan tugas auditor internal (Satuan
Pengawasan Internal / SPI) dan auditor eksternal;
Assisting the Board of Commissioners in ensuring the
effectiveness of the internal control system and the
effectiveness of the internal auditor (Internal Audit
Unit / SPI) and external auditor in performing their
duties;
2. Menilai pelaksanaan kegiatan serta hasil audit
yang dilaksanakan oleh Satuan Pengawasan Intern
(SPI) maupun auditor eksternal;
2. Evaluating activities and audit results produced by the
Internal Audit Unit (SPI) and the external auditor;
3. Memberikan rekomendasi mengenai penyempurnaan
sistem
pengendalian
manajemen
serta
pelaksanaannya;
3. Providing recommendations on improvements
towards the management control system and their
implementation;
4. Memastikan telah terdapat prosedur review
yang memuaskan terhadap segala informasi yang
dikeluarkan Perusahaan ;
5. Melakukan identifikasi hal-hal yang memerlukan
perhatian Dewan Komisaris serta tugas-tugas Dewan
Komisaris .
4. Ensuring that a satisfactory review procedure towards
all information issued by the Company has been set;
Sebagai organ pendukung yang bertanggung jawab
kepada Dewan Komisaris, Komite Audit berfungsi sebagai
pendukung (supporting) kegiatan Dewan Komisaris.
Fungsi tersebut dilaksanakan melalui kegiatan Komite
Audit yang tergambar dalam Program Kerja Komite Audit.
Sebagai bagian dari organ Dewan Komisaris, kegiatan
Komite Audit harus mendukung kegiatan Dewan Komisaris
sehingga terjadi keterpaduan diantara keduanya. Dengan
demikian indikator utama keberhasilan fungsi Komite Audit
adalah terciptanya dukungan kerja yang memadai dan
tepat waktu bagi Dewan Komisaris dalam menjalankan
fungsi pengawasan dan penasihatan terhadap jalannya
pengurusan Perseroan yang dilakukan oleh Direksi.
As a supporting body held responsible to the Board of
Commissioners, the Audit Committee acts as support
towards Board of Commissioners activities. This function
is performed through the Audit Committee’s activities
as depicted within the Audit Committee Work Program.
As a unit under the Board of Commissioners, the
Audit Committee’s activities must support the Board of
Commissioners’ activities to ensure integration between
the two. Thus, the main indicator of success for the Audit
Committee is when it produces adequate and punctual
work support to the Board of Commissioners in conducting
its supervisory and advisory duties towards Company
management performed by the Board of Directors.
Pelaksanaan tugas pokok dan fungsi Komite Audit tersebut
disusun dalam Rencana Kerja Komite Audit. Tujuan dari
rencana kerja tersebut adalah sebagai panduan bagi
Komite Audit dalam melaksanakan kegiatan sekaligus
sebagai acuan penilaian (tolok ukur) kinerja Komite Audit.
The core duties and functions of the Audit Committee have
been compiled within the Audit Committee Work Plan. The
purpose of this work plan is to serve as a guideline for
the Audit Committee in conducting its activities and as a
benchmark for the performance of the Audit Committee.
KEWAJIBAN KOMITE AUDIT
RESPONSIBILITIES OF THE AUDIT
COMMITTEE
1.
1.
Menetapkan Piagam Komite Audit.
2. Menyusun Program Kerja Komite Audit.
3. Mempertahankan integritas
profesionalisme profesi.
yang
5. Identifying matters which require the attention of the
Board of Commissioners and duties of the Board of
Commissioners.
Establishing the Audit Committee Charter.
2. Compiling the Audit Committee Work Plan.
tinggi
dan
4. Menjaga kerahasiaan dokumen, data, dan informasi
perusahaan.
3. Maintaining a
professionalism.
high
level
of
integrity
and
4. Safeguarding the secrecy of documents, data and
information from the Company.
232
WEWENANG KOMITE AUDIT
AUTHORITIES OF THE AUDIT COMMITTTEE
1.
1.
Komite Audit berwenang untuk mengakses secara
penuh, bebas dan tidak terbatas terhadap catatan
dan dokumen perusahaan, karyawan, dana, asset
dan sumber daya perusahaan lainnya yang berkaitan
dengan pelaksanaan tugasnya.
The Audit Committee is entitled to complete, free, and
unlimited access of Company notes and documents,
employees, funds, assets and other resources
relevant to the achievement of its duties.
2. Dalam melaksanakan wewenang sebagaimana
tersebut di atas, Komite Audit dapat bekerjasama
dengan SPI.
2. In exercising its authority as stated above, the Audit
Committee may collaborate with the SPI.
PELAKSANAAN TUGAS KOMITE AUDIT
ACHIEVEMENT OF AUDIT COMMITTEE DUTIES
Pada tahun 2014 Komite Audit telah melaksanakan
pegawaian:
1. Melakukan rapat internal Komite Audit bulanan
untuk membahas draft laporan bulanan Komite Audit
kepada Dewan Komisaris yang antara lain berisi
evaluasi Komite Audit atas kinerja bulanan, triwulan,
atau tahunan Perusahaan, dan permasalahan lain
yang membutuhkan perhatian Dewan Komisaris yang
akan dilaporkan kepada Dewan Komisaris dalam
rapat bulanan Dewan Komisaris.
In 2014, Audit Committee has achieved the following:
2. Terlibat secara aktif dalam proses seleksi terhadap
KAP yang akan diusulkan untuk melakukan audit
keuangan atas laporan keuangan konsolidasian
tahun 2014 dengan menugaskan anggota Komite Audit
untuk menjadi Ketua dan Anggota Tim Pengadaan
bersama-sama dengan wakil dari Manajemen.
2. Actively involved during the process of selecting PA
offices to be nominated for conducting financial audit
towards the 2014 consolidated financial report by
assigning Audit Committee members as leader and
member of the Procurement Team formed together
with representatives from the management.
3. Memastikan efektivitas pelaksanakan audit KAP
dengan melakukan rapat dan komunikasi dengan
KAP Rama Wendra yang telah ditunjuk untuk
melakukan audit atas laporan keuangan tahun 2014
serta melakukan evaluasi atas laporan-laporan
yang diterima dari KAP. Dari hasil evaluasi yang
dilakukan dapat disimpulkan bahwa kegiatan audit
telah direncanakan serta dilaksanakan dengan baik,
dan KAP telah menunjukkan independensinya dalam
pelaksanaan tugasnya. Dalam tahap pelaporan,
Komite Audit telah juga melakukan review terhadap
draft laporan auditor eksternal. Review dilakukan untuk
memastikan bahwa laporan keuangan yang telah
diaudit telah disajikan secara wajar sesuai dengan
standar akuntansi keuangan dan temuan-temuan
auditor eksternal tersebut telah ditindaklanjuti oleh
Manajemen. Hasil review selanjutnya dibahas bersama
dengan KAP bersama dengan Tim Counterpart.
3. Ensuring the effectiveness of the PA’s audit by holding
meetings and communicating with PA Rama Wendra,
which had been appointed to conduct audits over the
financial reports of 2014, along with evaluating reports
received from the PA. Based on evaluation results,
it can be concluded that audit activities have been
planned and implemented in a good manner and
the PA has proven its independence in conducting
its duties. During the reporting stage, the Audit
Committee also reviewed the draft report from the
external auditor. The review was conducted to ensure
that the audited financial reports have been presented
in a fair manner in accordance to financial accounting
standards and that findings from the external
coordinator will be followed up by Management.
Afterwards, review results were discussed with the PA
and the Counterpart Team.
4. Melakukan penilaian atas pelaksanaan kegiatan
dan hasil audit SPI dengan melakukan pertemuan
dan komunikasi dengan SPI serta mereview
laporan-laporan SPI. Selama tahun 2014, SPI telah
melaksanakan Program Kerja Audit Tahunan (PKAT)
dengan baik. Untuk meningkatkan kinerja SPI, Komite
Audit telah memberikan saran-saran perbaikan
antara lain tentang perlunya peningkatan kuantitas
dan kualitas personil SPI sehingga dapat lebih
meningkatkan lagi kualitas laporan auditnya serta
perbaikan prosedur dan pelaporan audit SPI.
1.
Conducted monthly internal Audit Committee
meetings to discuss the draft monthly Audit Committee
report to the Board of Commissioners, containing
the Audit Committee’s evaluation towards monthly,
quarterly and yearly performance of the Company
and other issues requiring the attention of the Board
of Commissioners. Reports are submitted during the
monthly Board of Commissioners meetings.
4. Evaluating the implementation of activities and
audit results from the SPI by holding meetings and
communicating with SPI, in addition to reviewing its
reports. Throughout 2014, the SPI has implemented the
Annual Audit Work Program (PKAT) well. To improve
the SPI’s performance, the Audit Committee has
given recommendations for improvement, including
the need to increase the quantity and quality of SPI
personnel to improve the quality of SPI’s audit report
and better the SPI’s audit procedures and reporting.
233
5. Melakukan review, analisis, dan evaluasi terhadap
laporan keuangan dan laporan kegiatan usaha
bulanan tahun 2014 dan menyampaikan hasilnya
dalam laporan bulanan Komite Audit kepada Dewan
Komisaris.
5. Reviewing, analyzing and evaluating financial
reports and monthly business activity reports in 2014
and conveying the results within the monthly Audit
Committee reports to the Board of Commissioners.
RKAP 2014, Laporan Keuangan dan Laporan
Manajemen Triwulan I, II, dan III tahun 2014 dan
Laporan Keuangan dan Laporan Manajemen Tahunan
tahun 2013 dan menyampaikan hasilnya kepada
Dewan Komisaris.
6. Reviewing, analyzing and evaluating the 2014 RKAP,
Financial Reports and Management Reports for
Quarters I, II, III in 2014, and 2013 Annual Financial
Report and Management Report, and then submitting
the results to the Board of Commissioners.
Laporan PKBL Triwulan I, II, dan III tahun 2014 dan
Laporan PKBL Tahunan tahun 2013 dan menyampaikan
hasilnya kepada Komisaris.
7. Reviewing, analyzing and evaluating PKBL Reports for
Quarters I, II and III in 2014 and the 2013 Annual PKBL
Report, and then submitting the results to the Board of
Commissioners.
8. Melakukan rapat dan komunikasi dengan Divisi
KAK untuk membahas berbagai masalah keuangan
seperti keakuratan dan kewajaran laporan keuangan,
penerapan budget control, pengelolaan piutang
usaha, pengelolaan pinjaman bank, pengelolaan
valuta asing, pelaksanaan kewajiban perpajakan,
serta pembahasan kinerja pelaksanaan RKAP.
8. Holding meetings and communicating with the
Finance and Accounting Division to discuss various
financial issues such as accuracy and fairness of
financial reports, implementation of budget control,
management of business credits, bank loans, foreign
exchange, implementation of tax obligations, and
discussions on RKAP performance.
9. Melakukan kunjungan kerja ke cabang untuk
mereview kinerja cabang dalam pelaksanaan RKAP
dan mengetahui permasalahan-permasalahan yang
ada di cabang serta melaporkan hasilnya kepada
Dewan Komisaris.
9. Conducting business visits to branch offices to review
their performance in implementing the RKAP and
discovering existing issues at branch offices, and then
reporting the results to the Board of Commissioners.
10. Melakukan review, analisis, dan evaluasi atas kinerja
SBU-SBU dalam melaksanakan kegiatannya dan
RKAP serta melaporkan hasilnya kepada Dewan
Komisaris.
10. Reviewing, analyzing and evaluating the performance
of SBU in conducting their activities and implementing
the RKAP, and then reporting the results to the Board
of Commissioners.
berbagai hal yang diminta oleh Direksi untuk
mendapatkan
persetujuan
Dewan
Komisaris,
antara lain tentang usulan penyempurnaan struktur
organisasi, usulan penambahan pinjaman bank,
usulan penghapusan aktiva tetap bergerak.
11. Reviewing, analyzing and evaluating various matters
as requested by the Board of Directors to obtain the
approval of the Board of Commissioners, including
proposals for improving the organizational structure,
increasing bank loans, disposing movable fixed
assets, and so forth.
RAPAT KOMITE AUDIT
AUDIT COMMITTEE MEETINGS
Selama tahun 2014, Komite Audit telah melaksanakan
Rapat Komite Audit sebanyak 12 (dua belas) kali dengan
rerata tingkat kehadiran seperti dinyatakan dalam
tabulasi berikut ini.
Throughout 2014, the Audit Committee has conducted
Audit Committee meetings 12 (twelve) times with
attendance rates as stated within the following table.
CWæç\cç^ççÊç`çdVç^GZ^X\çd>WYçVZbçÊç`çd>_]ZdW5eVZd
Audit Committee Meetings and Attendance List
Nama
Name
Jabatan
Position
=e]çYEç`çd
No. Of Meetings
=e]æçY>WYçVZbç^
No. Of Attendance
%
AçYZV;eVçèç
Ketua
Chairman
12
5
41,6
Irfa Amri
Ketua
Chairman
12
6
50
Bambang Priyatna
Anggota
Member
12
5
41,6
Jimmi Lapotulo
Anggota
Member
12
2
16,7
234
Komite Audit dipimpin oleh Ketua yang juga komisaris
perusahaan dengan dua anggota. Selama periode tahun
2014, ketua dijabat oleh Komisaris Nahid Hudaya (s / d
4 Juni 2014) dan digantikan oleh Komisaris lrfa Ampri
(sejak 5 Juni 2014 hingga sekarang). Sementara itu, dua
anggota Komite Audit adalah Sdr. Bambang Priyatna
(sejak 1 Agustus 2014) dan Sdr. Jimmi Lapotulo (sejak
1 Nopember 2014) .
The Audit Committee is headed by a Chairman who
simultaneously serves as Commissioner to the Company
and has two additional members. In 2014, Commissioner
Nahid Hudaya served as Chairman (until June 4, 2014)
and was succeeded by Commissioner Irfa Ampri (from
June 5, 2014, until present). The other two members of the
Audit Committee are Mr. Bambang Priyatna (since August
1, 2014) and Mr. Jimmi Lapotulo (since November 1, 2014).
PENILAIAN KINERJA KOMITE AUDIT
EVALUATION OF AUDIT COMMITTEE
PERFORMANCE
Komite Audit PT SUCOFINDO (Persero) menetapkan
indikator penilaian kinerja (key performance indicator /
KPI).
The PT SUCOFINDO (Persero) Audit Committee has
established the following key performance indicators
(KPI).
No
Aspek Penilaian
Evaluated Aspect
KPI
Jumlah
Amount
1.
2.
3.
Bobot
JWZXYd
Satuan
Unit
ASPEK DUKUNGAN FUNGSI DEWAN KOMISARIS
Supporting Function Of The Board Of Commissioners
60
a. Melaksanakan rapat internal Komite Audit
Holding internal Audit Committee meetings
12
Rapat
meeting
12
b. Melaksanakan rapat dengan Dewan Komisaris
Holding meetings with the Board of Commissioners
12
Rapat
meeting
12
c. Memberikan Tanggapan atas kinerja bulanan
Giving response towards monthly performance
12
Dokumen
document
12
d. Memberikan tanqqapan atas Laporan Kinerja Tahun 2015
Giving response towards 2015 Company Performance Report
1
Dokumen
document
4,5
e. Memberikan tanggapan atas RKAP Tahun 2016
Giving response towards 2016 RKAP
1
Dokumen
document
4,5
f. Melaksanakan rapat koordinasi dengan SPI
Holding coordination meetings with the SPI
4
Rapat
meeting
4
g. Melaksanakan rapat denqan auditor eksternal
Holding meetings with external auditors
2
Rapat
meeting
2
h. Pemberian tangggapan atas masalah-masalah khusus sepert i manajemen risiko,
pengelolaan informasi dan teknologi , good corporate governance, kepatuhan
dan investasi (sesuai PER No 1 / MBU / 2011)
Giving response towards specific issues such as risk management, information
and technology management, good corporate governance, compliance, and
investment (in accordance to Regulation No. 1 / MBU / 2011)
4
Dokumen
Document
6
i. Pelaksanaan pemberian tanggapan untuk hal-hal yang memerlukan
persetujuan / rekomendasi Dewan Komisaris dan penugasan khusus lainnya.
Giving response towards matters which require the approval / recommendation
of the Board of Commissioners and other special assignments.
2
Dokumen
Document
3
ASPEK PELAPORAN Reporting
20
a. Penyusunan Rencana Kerja Komite Audit
Compiling the Audit Committee Work Plan
1
Dokumen
Document
2
b. Penyusunan KPI Komite Audit
Compiling the Audit Committee Key Performance Indicators
1
Dokumen
Document
2
c. Penyusunan laporan Triwulanan Komite audit
Compiling the Quarterly Audit Committee reports
4
Dokumen
Document
8
d. Penyusunan Laporan Tahunan Komite Audit
Compiling the Annual Audit Committee Report
1
Dokumen
Document
2
e. Membantu penyusunan laporan Dewan Komisaris
Assisting the Board of Commissioners in preparing reports
1
Kegiatan
Activity
6
a. Mengikuti kunjungan kerja Perusahaan
Attending Company working visits
6
Kegiatan
Activity
9
b. Mengikuti training atau workshop
Participating in training or workshops
6
Kegiatan
Activity
6
ASPEK DINAMIS Dynamic Aspects
20
c. Menjadi Tim Counterpart Assessment GCGI Aud it
Becoming a counterpart team in GCG assessment / audit
1
Kegiatan
Activity
235
5
PROGRAM KERJA 2015
2015 WORK PROGRAM
Program kerja Komite Audit tahun 2015 ditetapkan
sebagai berikut :
The Audit Committee’s work program for 2015 has been
established as follows:
5c`W\8e\e^Xç^:e^XcZCW^Xçgçcç^8Wgç^
Komisaris
Fe``_bdZ^XFe`WbfZc_bè:eÛdZ_^_ådYW6_çbV_å
Commissioners
Kegiatan Komite Audit untuk mendukung fungsi
pengawasan Dewan Komisaris dilakukan melalui :
Audit Committee activities in supporting the supervisory
function of Board of Commissioners may be conducted
as follows:
1.
1.
Melakukan rapat internal Komite Audit
Holding internal Audit Committee meetings
2. Melakukan rapat Komite Audit dengan Dewan
Komisaris
2. Holding Audit Committee meetings with the Board of
Commissioners
3. Melakukan review terhadap laporan keuangan
dan laporan kinerja Perusahaan setiap bulan serta
memberikan tanggapan yang disampaikan dalam
rapat internal Dewan Komisaris.
3. Reviewing the Company’s monthly financial reports
and performance reports and giving responses to be
conveyed during internal Board of Commissioners
meetings.
4. Memberikan tanggapan atas RKAP Tahun 2016
4. Giving a response towards the 2016 RKAP
5. Memberikan tanggapan
Perusahaan Tahun 2014
Kinerja
5. Giving a response towards the 2014 Company
Performance Report
6. Melakukan review efektifitas sistem pengendalian
internal melalui rapat berkala dengan Satuan
Pengawasan Internal
6. Reviewing the effectiveness of the internal control
system through periodic meetings with the Internal
Audit Unit (SPI)
7. Melakukan review terhadap pelaksanaan audit
yang dilakukan oleh auditor eksternal seperti KAP
dan BPK .
7. Reviewing audits conducted by external auditors such
as KAP and BPK
8. Mereview penerapan good corporate governance
dan manajemen risiko di perusahaan
8. Reviewing the implementation of good corporate
governance and risk management within the Company
9. Melakukan
analisis
dan
menyampaikan
tanggapan terhadap hal-hal yang memerlukan
persetujuan dan / atau perhatian Dewan Komisaris
terkait dengan kegiatan perusahaan yang diusulkan
Direksi khususnya yang berdasarkan ketentuan
Anggaran Dasar memerlukan persetujuan dan / atau
rekomendasi Dewan komisaris namun tidak terbatas
kepada Persetujuan RJPP, RKAP, struktur organisasi,
penetapan KAP, pengangkatan kepala SPI, kegiatan
investasi serta kegiatan strategis lainnya.
9. Conducting analysis and giving response towards
matters which require the approval and / or
attention of the Board of Commissioners pertaining
to business activities proposed by the Board of
Directors, especially those dictated by the Articles
of Association to require approval / recommendation
from the Board of Commissioners, including but not
limited to approval of the RJPP, RKAP, organizational
structure, appointed PA, appointment of SPI’s Head,
investments, and other strategic activities.
10. Melakukan penugasan-penugasan khusus yang
ditetapkan oleh Dewan Komisaris.
10. Executing special assignments determined by the
Aspek Pelaporan
Kegiatan Komite Audit terkait dengan aspek pelaporan
dan dokumentasi kegiatan meliputi:
Reporting Aspects
Audit Committee activities in reporting and documenting
activities may be conducted as follows:
1. Menyusun Rencana Kerja Komite Audit.
2. Menyusun Key Performance Indicator Komite Audit.
1. Compiling the Audit Committee Work Plan
2. Compiling the Audit Committee Key Performance
Indicators
3. Compiling the periodic Audit Committee report
(quarterly)
4. Compiling the Annual Audit Committee Report
5. Assisting the Board of Commissioners in preparing
reports and responses.
atas
laporan
3. Menyusun Laporan Komite Audit secara berkala
(triwulanan).
4. Menyusun Laporan Tahunan Komite Audit.
5. Membantu Dewan Komisaris dalam mempersiapkan
laporan dan tanggapan.
236
Aspek Dinamis
Dynamic Aspects
Kegiatan yang terkait dengan aspek dinamis adalah
kegiatan kunjungan kerja Perusahaan, menjadi
counterpart assessment GCG serta mengikuti pelatihan /
workshop dalam rangka peningkatan kompetensi Komite
Audit.
Audit Committee activities in dynamic aspects include
attending Company working visits, becoming a
counterpart in GCG assessment, and participating in
training / workshops in order to build the competence of
the Audit Committee.
KOMITE NOMINASI DAN
KOMITE REMUNERASI
Nomination Committee and Remuneration Committee
SUCOFINDO belum membentuk Komite Nominasi dan
Komite Remunerasi khusus. Dalam praktiknya, fungsi
nominasi dan remunerasi dilaksanakan oleh Dewan
Komisaris.
SUCOFINDO has not formed any dedicated Nomination
Committee or Remuneration Committee. In practice,
nomination and remuneration functions have been
performed by the Board of Commissioners.
237
SEKRETARIS DEWAN KOMISARIS
Secretary To The Board of Commissioners
Sekretaris Dewan Komisaris bertugas membantu
kelancaran pelaksanaan tugas dan tanggung jawab
Dewan Komisaris. Sekretaris Dewan Komisaris
SUCOFINDO adalah organ Dewan Komisaris yang
diangkat oleh Dewan Komisaris, berdasarkan SK
No.KEP-7 / DKM / VII / 2012, tanggal 2 Juli 2012.
The Secretary to the Board of Commissioners is entasked
with ensuring the smooth implementation of duties and
responsibilities of the Board of Commissioners. The
Board Secretary of SUCOFINDO falls under the Board
of Commissioners and is appointed by the Board of
Commissioners, referring to Decision Letter No. KEP-7 /
DKM / VII / 2012, issued July 2, 2012.
PROFIL SEKRETARIS DEWAN KOMISARIS
FWUbWdçbèd_GYW6_çbV_å7_]]ZccZ_^WbcCb_ÄæW
Lahir di Mojokerto, tanggal 15 Agustus 1959, umur 55 tahun, menyelesaikan
pendidikannya di Jurusan Sosial Universitas Prof. Dr. Moestopo pada tahun
1998 Bergabung dengan SUCOFINDO sejak tahun 2012 memulai karir sebagai
Sekretaris Dewan Komisaris. Pengalaman di luar SUCOFINDO, beliau pernah
menjabat sebagai Pelaksana di Ditjen Moneter Dalam Negeri (1982-1992),
Pelaksana di Ditjen Pembinaan BUMN (1992-2002), Pelaksana di Kementerian
BUMN (2002-2006), Kasubbid di Kementerian BUMN (2006-2012).
She was born in Mojokerto August 15, 1959, and is 55 years of age. She was completed
her study in social from Prof Dr. Maestopo University at 1998. She joined SUCOFINDO
in 2012 and commenced her career as the Secretary to the Board of Commissioners.
SULISTIK WIDAYATI, S.Sos
Sekretaris Dewan Komisaris
Outside SUCOFINDO, she has served as Implementer at the Directorate General of National
Secretary to the Board of Commissioners
Monetary Affairs (1982-1992), Implementer at the Directorate General of SOE Development
(1992-2002), and Implementer at the Ministry of SOE (2002-2006), along with Sub-Section Head
in the Ministry of SOE (2006-2012).
Secara garis besar, tugas dan tanggung jawab Sekretaris
Dewan Komisaris adalah sebagai berikut :
In general, the duties and responsibilities of the Board
Secretary are as follows:
TUGAS RUTIN
ROUTINE DUTIES
1.
1.
Rapat Dewan Komisaris
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rapat, dan mempersiapkan undangan rapat
Board of Commissioners Meeting
Meeting preparations, which include preparing the
scheduled time for meetings, proposing meeting
agendas, preparing meeting materials, and
preparing meeting invites
238
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PRA RUPS, RUPS, atau rapat lainnya sesuai
penugasan Dewan Komisaris, kecuali
yang
bersifat terbatas
Attending Board of Commissioners meetings,
including pre-GMS, GMS, and other meetings as
assigned by the Board of Commissioners with the
exception of exclusive meetings
@W^èece^
minute
of
meeting
untuk
ditandatangani oleh Dewan Komisaris dan
mengadministrasikannya
sesuai
dengan
anggaran dasar
Compiling meeting minutes to be signed by the
Board of Commissioners and managing their
administration in accordance to the Articles of
Association
2. Administrasi urusan surat menyurat
2. Administration of incoming and outgoing letters
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setiap surat masuk dan surat keluar ke seluruh
Dewan Komisaris
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telah didisposisi oleh Komisaris Utama dan
mendistribusikan ke Dewan Komisaris
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surat Dewan Komisaris
Administering and numbering all incoming and
outgoing letters to and from all members of the
Conceptualizing responses to letters to be
dispended by the Chief Commissioner and
distributing them to the Board of Commissioners
Tidying and storing files / documents / letters
belonging to the Board of Commissioners
3. Melaksanakan tugas yang diberikan oleh Dewan
Komisaris termasuk menyiapkan surat persetujuan,
surat tanggapan dan laporan pengawasan Dewan
Komisaris
3. Performing duties assigned by the Board of
Commissioners, including preparation of approval
letters, reply letters and Board of Commissioners
supervision reports
4. Menyusun anggaran biaya rutin, biaya rapat-rapat
dan perjalanan dinas Dewan Komisaris serta organ di
dalamnya (Komite Audit dan Staf Dewan Komisaris)
4. Budgeting routine costs, meeting costs, and business
trips for the Board of Commissioners and its supporting
elements (Audit Committee and staffs to the Board of
Commissioners)
5. Menyusun program rencana kerja Dewan Komisaris
dan membuat laporan-laporan kinerja Dewan
Komisaris (KPI Dekom)
5. Compiling the Board of Commissioners work plan and
performance reports (with the Board of Commissioners’
KPI)
6. Melakukan
koordinasi
dengan
manajemen
Perusahaan melalui Sekretaris Perusahaan
6. Coordinating with Company management through the
Corporate Secretary
TUGAS-TUGAS LAIN
OTHER DUTIES
1.
1.
2.
3.
4.
5.
Membuat rencana perjalanan dinas atau kunjungan
kerja Dewan Komisaris
Membuat pembagian tugas masing-masing Dewan
Komisaris
Membuat program pengenalan Dewan Komisaris
Memfasilitasi pelaksanaan rapat-rapat atau tugastugas Komite Audit
Melaksanakan tugas-tugas lain yang ditetapkan
kemudian oleh Dewan Komisaris
2.
3.
4.
5.
Compiling business trip or field visit plans for the
Creating the division of labor for each member of the
Creating the Board of Commissioners induction
program
Facilitating meetings or duties of the Audit Committee
Performing other duties further established by the
239
SEKRETARIS PERUSAHAAN
Corporate Secretary
Sekretaris Perusahaan dibentuk berdasarkan Peraturan
Menteri Badan Usaha Milik Negara No. KEP-117 / M-MBU
/ 2002 Tentang Penerapan Praktik Good Corporate
Governance. Pada Badan Usaha Milik Negara. Sekretaris
Perusahaan ditunjuk dan diangkat, serta bertanggung
jawab kepada Direksi. Secara garis besar, Sekretaris
Perusahaan dibentuk untuk menjalankan fungsi sebagai
fasilitator Perusahaan dan Direksi dengan pihak eksternal
yang mencakup hubungan dengan semua pemangku
kepentingan, termasuk publik.
The Corporate Secretary position was established based
on Minister of SOE Regulation No. KEP-117 / M-MBU /
2002 regarding the Implementation of Good Corporate
Governance in State-Owned Enterprises. The Company
Secretary is appointed and inaugurated and is responsible
to the Board of Directors. Overall, the Corporate Secretary
was established to run the function of facilitator between
the Company along with the Board of Directors and
external parties, which includes relationships with all
stakeholders, including the public.
Sekretaris Perusahaan mengemban misi mendukung
terciptanya citra perusahaan yang baik melalui
pengelolaan program komunikasi yang efektif kepada
segenap pemangku kepentingan secara konsisten dan
berkesinambungan. Fungsi utama Sekretaris Perusahaan
adalah membantu tugas Direksi dengan merumuskan
dan menyusun kebijakan dan pedoman, perencanaan,
serta evaluasi, melaksanakan aktivitas hubungan
eksternal, protokoler, legal, administrasi, dan komunikasi
internal perusahaan sesuai dengan kebijakan, pedoman
dan perencanaan yang telah ditetapkan. Sekretaris
Perusahaan memberikan laporan secara berkala
mengenai pelaksanaan tugas dan tanggung jawabnya
kepada Direksi serta pelaksanaan tugas-tugas lainnya
dalam rangka membantu pelaksanaan tugas Direksi.
The Corporate Secretary carries the mission of supporting
the creation of a positive image for the Company through
effective communication program management towards
stakeholders in a consistent and sustainable manner.
The core function of the Corporate Secretary is to assist
the Board of Directors with its duties by formulating and
compiling policies and guidelines, plans and evaluations,
conducting activities in external relations, protocols, law,
administration, and internal communications concerning
the Company in accordance to policies, guidelines and
plans in effect. The Corporate Secretary has to submit
periodic reports on the performance of duties and
responsibilities to the Board of Directors and conduct
other duties in order to assist the Board of Directors in
performing its own duties.
Pada periode pelaporan, posisi Sekretaris Perusahaan
dijabat oleh Agus Salim berdasarkan Surat Keputusan
Direksi Nomor: 16 / SKD / 2014 tanggal 30 Januari 2014.
During the report period, the Corporate Secretary position
has been filled by Agus Salim based on Board of Directors
Decision No. 16 / SKD / 2014 issued January 30, 2014.
Secara garis besar, Sekretaris Perusahaan dibentuk
untuk menjalankan fungsi sebagai fasilitator Perusahaan
dan Direksi dengan pihak eksternal yang mencakup
hubungan dengan semua pemangku kepentingan,
termasuk publik. Sekretaris Perusahaan membawahi
bagian Humas, Bagian Hukum dan Bagian Protokoler.
Overall, the Corporate Secretary was established to run
the function of facilitator between the Company along
with the Board of Directors and external parties, which
includes relationships with all stakeholders, including
the public. The Corporate Secretary is positioned above
the Human Relations Section, Legal Section and Protocol
Section.
240
PROFIL SEKRETARIS PERUSAHAAN
Corporate Secretary Profile
Lahir di Jakarta, tanggal 1 Agustus 1967, umur 47 tahun, menyelesaikan pendidikannya
di Jurusan Hukum Universitas Indonesia.
Bergabung dengan SUCOFINDO sejak tahun 1999 memulai karir sebagai Legal
Communication Officer menempati berbagai posisi kunci di SUCOFINDO sebagai:
- Senior Manager Marketing and Business Development (tahun 2005 - 2008)
- Kabag Hukum Perusahaan (tahun 2009 - Jan 2014)
He was born in Jakarta on August 1, 1967, and is 47 years of age. He completed his study in
Law at University of Indonesia.
AGUS SALIM
Sekretaris Perusahaan
Corporate Secretary
He joined SUCOFINDO in 1999 and commenced his career as a Legal Communication Officer.
He has since occupied key positions at SUCOFINDO, such as:
- Senior Manager of Marketing and Business Development (2005 - 2008)
- Corporate Law Section Head (2009 - January 2014)
SEKRETARIS
DUTIES AND RESPONSIBILITIES OF THE CORPORATE
SECRETARY
Berdasarkan Keputusan Direksi (KD) Nomor: 3 / KD / 2012
tanggal 12 Januari 2012, tugas dan fungsi Sekretaris
Perusahaan adalah:
1. Melaksanakan tugas kesekretariatan perusahaan
sesuai dengan kebijakan, ketentuan dan / atau
prosedur.
Referring to Board of Directors Decision No. 3 / KD / 2012
issued January 12, 2012, the duties and functions of the
Corporate Secretary are:
1. Performing corporate secretarial duties in accordance
to policies, regulations and / or procedures in effect.
2. Melaksanakan tugas dan bertindak sebagai Sekretaris
Perusahaan sesuai dengan kebijakan, ketentuan dan
/ atau prosedur.
2. Performing duties and acting as Corporate Secretary
in accordance to policies, regulations and / or
procedures in effect.
3. Melaksanakan tugas berkenaan dengan corporate
legal (termasuk litigasi) sesuai dengan kebijakan,
ketentuan, dan / atau prosedur.
3. Performing duties pertaining to corporate legal
matters (including litigations) in accordance to policies,
regulations and / or procedures in effect.
4. Melaksanakan corporate affairs sesuai dengan
kebijakan ketentuan, dan / atau prosedur.
4. Conducting corporate affairs in accordance to policies,
regulations and / or procedures in effect.
5. Melaksanakan corporate communication sesuai
dengan kebijakan, ketentuan, dan / atau prosedur,
mencakup kegiatan-kegiatan yang relevan dengan
upaya menjaga hubungan baik, identitas, brand, dan
reputasi Perusahaan.
5. Conducting corporate communication in accordance
to policies, regulations and / or procedures in effect,
including activities relevant to efforts to maintain
good relations, identity, brand, and reputation of the
Company.
6. Mengelola komunikasi dan / atau hubungan internal
dan eksternal yang berkenaan dengan Perusahaan
secara efektif.
6. Manage communications and / or internal and
external relations pertaining to the Company in an
effective manner.
7. Menyelenggarakan
kegiatan
kesekretariatan,
keprotokolan, dan administrasi Direksi.
7. Conducting activities in secretarial affairs, protocols,
and administration for the Board of Directors.
8. Mewakili perusahaan dalam kegiatan litigasi.
8. Representing the Company in litigation activities.
9. Bertindak sebagai juru bicara Perusahaan.
9. Acting as the Company spokesperson.
10. Memastikan efisiensi pelaksanaan seluruh tugas
pokok di Divisi Sekretariat Perusahaan.
10. Ensuring efficiency in the implementation of all core
duties within the Company Secretariat Division.
11. Membina hubungan dengan unit-unit kerja lainnya
dalam Perusahaan serta dengan pihak luar terkait
dengan fungsinya.
11. Nurturing relations with other work units within the
Company and external parties based on functions.
TUGAS DAN
PERUSAHAAN
TANGGUNG
JAWAB
241
PELAKSANAAN TUGAS SEKRETARIS
PERUSAHAAN
ACHIEVEMENT OF CORPORATE SECRETARY
DUTIES
Sepanjang tahun 2014 Sekretaris Perusahaan telah
melaksanakan tugas-tugasnya sebagai berikut:
Throughout 2014, the Corporate Secretary has achieved
its duties as follows:
a. Bidang Corporate Communication
Untuk komunikasi internal, telah mendukung
program sosialisasi, pengembangan website,
buletin berkala (Lensa SUCOFINDO), media sosial
Perusahaan, penyelenggaraan kegiatan-kegiatan
korporasi, serta mengembangkan keterikatan
dengan para pemangku kepentingan internal. Untuk
komunikasi eksternal, melakukan pengembangan
website, publikasi, pengelolaan media, pembinaan
hubungan kelembagaan eksternal perusahaan, serta
mengembangkan keterikatan dengan publik.
a. Corporate Communication
In internal communications, the Corporate Secretary
has given support in socialization programs, website
development, periodic bulletin publication (Lensa
SUCOFINDO), Company social media, corporate
activities, and development of connections with internal
stakeholders. In external communications, the Corporate
Secretary has participated in website development,
publication, media management, and development of
institutional relations with external parties, in addition to
the development of connections with the public.
b. Bidang Corporate Legal
Bidang Corporate Legal telah memberikan pendapat
hukum yang berkaitan dengan kegiatan Perusahaan
dan melakukan pembahasan terhadap kontrakkontrak Perusahaan.
b. Corporate Legal Affairs
In corporate legal affairs, the Corporate Secretary
has provided legal opinions pertaining to Company
activities and discussed Company contracts.
c. Corporate Affair
Corporate Affair telah mengelola kegiatan administratif
Direksi dan Dewan Komisaris serta Komite Audit,
mengelola kegiatan protokoler, dan membina
hubungan dan mengelola berbagai kegiatan dengan
pemegang saham.
c. Corporate Affairs
In corporate affairs, the Corporate Secretary has
managed administrative activities for the Board
of Directors, Board of Commissioners and Audit
Committee, managed various protocol activities, and
developed relations and managed activities with
Shareholders.
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No
Judul
Title
Uraian Singkat
FY_bd8WcUbZ`dZ_^
Tanggal
Date
1
IBCA-SUCOFINDO
Audit Penangulangan
Aids
IBCA-SUCOFINDO
AIDS Prevention
Audit
Indonesia kini masuk dalam sepuluh negara berpenderita HIV-AIDS terbanyak di
dunia, dengan jumlah 170.000 orang penderita di tahun 2013. Menurut ILO, HIV
adalah penyebab kematian paling utama untuk dunia kerja.
Indonesia has entered the ranks of the top ten countries with the most persons
with HIV / AIDS victims in the world, reaching a total of 170,000 persons in 2013.
According to ILO, HIV is the leading cause of death in the world of work.
25 Maret 2014
March 25, 2014
2
SUCOFINDO Peduli
IKM Mainan Anak
SUCOFINDO Cares
about Children’s Toys
Small and Medium
Industries
Pemerintah melalui Kementerian Perindustrian telah mengeluarkan Permenperind
No. 24 / -Ind / PER / 4 / 2013 tentang Pemberlakukan Standar Nasional Indonesia
(SNI) Mainan Anak
The government, represented by the Ministry of Industry, has issued Minister
of Industry Regulation No. 24 / -Ind / PER / 4 / 2013 regarding the Enactment of
Indonesian National Standards (SNI) for Children’s Toys
16 Mei 2014
May 16, 2014
3
SUCOFINDO Bantu
Tingkatkan Daya
Saing Peternakan
Sapi Boyolali
SUCOFINDO
Helped Improve
Boyolali’s Cattle
Competitiveness
Hari ini 19 / 6, di Boyolali, Jawa Tengah, peternak sapi perah di empat kecamatan
(Selo, Musuk, Simo, Boyolali) menerima bantuan dana modal usaha dari
PT SUCOFINDO (Persero). Bantuan sebesar Rp2,1 miliar tersebut diserahkan
Kepala PKBL PT SUCOFINDO, Rieslucky kepada 74 mitra peternak.
On June 19 in Boyolali, Central Java, dairy cattle farmers from four subdistricts
(Selo, Musuk, Simo, Boyolali) have received business capital funding from PT
SUCOFINDO (Persero). The fund amounting to Rp2.1 billion has been handed by
PT SUCOFINDO’s Head of PKBL to 74 farmer partners.
19 Juni 2014
June 19, 2014
4
SUCOFINDO dan
UNAIR Bantu
Peternak Sapi
Pasuruan
SUCOFINDO and
UNAIR Helped Cattle
Farmers in Pasuruan
Hari ini 20 / 6, para peternak sapi di Desa Ngembal, Pasuruan menerima
bantuan dana senilai Rp1,2 miliar dari PT SUCOFINDO (Persero). Dana tersebut
diperuntukkan sebagai modal usaha dan juga membangun sarana ibadah dan
pendidikan.
On June 20, cattle farmers from Ngembal Village, Pasuruan, have received
funding amounting to Rp1.2 billion from PT SUCOFINDO (Persero). The funds are
intended to be used as business capital and for the construction of places of
worship and education.
25 Juni 2014
June 25, 2014
242
5
RUPSLB : Bachder
Djohan Dirut
SUCOFINDO
Extraordinary GMS:
Bachder Djohan
as SUCOFINDO’s
President Director
Senin (11 / 08 / 14) telah dilaksanakan Rapat Umum Pemegang Saham Luar Biasa
(RUPSLB) PT SUCOFINDO (Persero).
On Monday (August 11, 2014), a PT SUCOFINDO (Persero). Extraordinary General
Meeting of Shareholders was conducted.
25 Agustus 2014
25 August 2014
6
Peran SUCOFINDO
Sebagai Perusahaan
Pemastian bagi
Dunia Industri dan
perdagangan
SUCOFINDO’s Role
as an Assurance
Company for Industry
and Trade
Kegiatan Pemastian dalam kehidupan sehari-hari tidaklah asing bagi kita.
Pemastian kualitas atau kandungan terhadap suatu produk adalah salah satu
diantara begitu banyaknya pemastian yang dituntut.
Assurance activities are not unfamiliar to us in our daily lives. Assurance of quality
or content in a product is only one of the many demanded forms of assurance.
12 September
2014
September 12,
2014
7
SUCOFINDO dan
KPK Kerjasama
Pengendalian
Gratifikasi
SUCOFINDO and
KPK Collaborate in
Gratification Control
PT SUCOFINDO (Persero) meningkatkan terus kinerja tata kelola perusahaannya.
Mengacu Peraturan Menteri BUMN No PER-01 / MBU / 2011, kinerja Good
Corporate Governance (GCG) SUCOFINDO terus meningkat, dengan memperoleh
skor 90,07 atau berkualifikasi “Sangat Baik” pada tahun 2013.
PT SUCOFINDO (Persero) continues to improve its corporate governance
performance. Referring to Minister of SOE Regulation No PER-01 / MBU / 2011,
SUCOFINDO’s GCG performance continues to rise, obtaining a score of 90.07 with
a qualification of “Very Good” in 2013.
17 September
2014
September 17,
2014
8
SUCOFINDO
Kembangkan Survey
Seismik
SUCOFINDO
Develops Seismic
Surveys
Pentingnya data cadangan migas nasional, BUMN survey PT SUCOFINDO
kembangkan jasa survei seismik. Survei ini dibutuhkan untuk mengetahui lokasi
cadangan migas baru dan sumur pengembangan.
From the importance of national oil and gas reserves data, the surveying stateowned company PT SUCOFINDO has developed services in seismic surveys.
These surveys are needed to discover locations of new oil and gas reserves and
wells.
01 Oktober 2014
October 1, 2014
9
Kemenperin &
SUCOFINDO
Bantu IKM dalam
Pemberlakuan SNI
Wajib Pakaian Bayi
Ministry of Industry
& SUCOFINDO
Helped Small and
Medium Industries
in Implementing SNI
Standards for Baby
Clothing
Pemerintah melalui Kementerian Perindustrian telah mengeluarkan Peraturan
Menteri Perindustrian (Permenperin) Nomor 7 / M-Ind / PER / 2 / 2014 tentang
pemberlakukan Standar Nasional Indonesia (SNI) Wajib produk pakaian bayi.
The government, represented by the Ministry of Industry, has issued Minister of
Industry Regulation No. 7 / M-Ind / PER / 2 / 2014 regarding the Enactment of
Indonesian National Standards (SNI) for Baby Clothing.
17 November
2014
November 17,
2014
243
PENGHINDARAN BENTURAN KEPENTINGAN
DAN PERLAKUAN ISTIMEWA
Prevention of Conflict of Interest and
Preferential Treatment
Benturan kepentingan diartikan mempunyai dua atau
lebih kepentingan yang saling bertentangan, antara
kepentingan Perusahaan dengan kepentingan pribadi,
kelompok ataupun pihak lain.
Conflict of interest is defined as the presence of two or
more interests conflicting with each other between the
Company’s interests and personal, group, or other parties’
interests.
Perlakuan istimewa diartikan memberikan prioritas dan
keutamaaan pribadi, orang lain, kelompok ataupun pihak
lain dengan mengesampingkan kewajaran dan keadilan
serta kepentingan perusahaan.
Preferential treatment is defined as assigning personal
significance and priority towards other persons, groups, or
parties without consideration towards fairness and justice,
along with Company interests.
Benturan kepentingan dan perlakuan istimewa
berdampak pada dikesampingkannya objektivitas serta
adanya pertimbangan komersial.
Conflicts of interest and preferential treatments lead to the
dismissal of objectivity and commercial considerations.
Jajaran SUCOFINDO dilarang berada dalam situasi yang
menimbulkan benturan kepentingan dan memberikan
perlakuan istimewa. Menjadi kebijakan Perusahaan agar
setiap keputusan yang dihasilkan semata-mata untuk
SUCOFINDO personnel are prohibited from entering
situations which lead to conflicts of interest and
preferential treatment in Company policies to ensure that
all decisions made are solely for the sake of Company
interests.
Dalam hal terdapat suatu keadaan tertentu yang
menimbulkan benturan-benturan kepentingan dan atau
tendensi perlakuan istimewa, maka yang bersangkutan
wajib mengungkapkannya dan yang bersangkutan
dilarang berpartisipasi dalam proses pengambilan
keputusan.
In the case that certain situations lead to conflicts of
interest or tendencies for preferential treatment, the
person involved is obliged to disclose this information
and is prohibited from participating in the decision making
process.
Kebijakan Dalam Melaksanakan Prinsip Benturan
Kepentingan dan Perlakuan Istimewa
Policies on Principles in Handling Conflict of Interest
and Preferential Treatment
1.
Anggota Dewan Komisaris dan Direksi harus
mengungkapkan kepentingan saham di Perusahaan
atau di Perusahaan lain dalam daftar khusus
sebagaimana dipersyaratkan oleh perundangundangan yang berlaku.
1.
Members of the Board of Commissioners and
Board of Directors must disclose their shareholding
positions it the Company or other companies in a
specified list as required by laws and regulations in
effect.
2. Setiap insan SUCOFINDO dilarang memanfaatkan
jabatan untuk kepentingan pribadi atau untuk
kepentingan orang lain atau pihak yang merugikan
2. All SUCOFINDO personnel are prohibited from
exploiting their positions for personal interest or
other parties’ interests which may incur losses to the
Company’s interests.
3. Setiap insan SUCOFINDO dilarang menggunakan
informasi penting dan rahasia bagi kepentingan
atau untuk kepentingan orang lain atau pihak lain
yang merugikan kepentingan Perusahaan.
using vital and secret information for personal or
other parties’ interests which may incur losses to the
Company’s interests.
244
4. Setiap insan SUCOFINDO sebaiknya menghindari
kepentingan bisnis yang berkaitan dengan
Perusahaan pesaing maupun Penyedia Jasa /
Barang.
4. All SUCOFINDO personnel should avoid business
dealings involving competing companies and
suppliers of goods / services.
5. Insan SUCOFINDO dan atau kerabatnya harus
menghindari tindakan yang menyebabkan
benturan kepentingan dan atau perlakuan
istimewa.
5. SUCOFINDO personnel and / or their relatives are
obliged to avoid actions which may lead to conflicts
of interest and / or preferential treatment.
6. Apabila terjadi benturan kepentingan maka hal
tersebut harus diungkapkan dan dilaporkan dan
yang bersangkutan harus mengundurkan diri dari
keterlibatan dalam proses pengambilan keputusan
yang mengandung benturan kepentingan tersebut.
6. The occurrence of conflicts of interest must be
disclosed and reported. The person involved must
resign from involvement within the decision making
process containing any conflict of interest.
7. Insan SUCOFINDO dan atau kerabatnya tidak
diperbolehkan secara langsung atau tidak
langsung menjual barang / jasa pada perusahaan
bila Direksi / pegawai mempunyai wewenang
atau terlibat dalam proses pembelian pembayaran
maupun pemakaian.
7. SUCOFINDO personnel and / or their relatives
are prohibited from directly and indirectly selling
goods / services to the company in the case
that the Director / employee has the authority or
involvement in the process of purchasing, paying
or using the goods / services.
8. Direksi / pegawai, keluarga dan atau kerabatnya
tidak diperbolehkan menerima uang honor,
pinjaman, atau pembayaran dalam bentuk apapun
dari pihak yang memililiki hubungan langsung
dengan jabatan pegawaiannya.
8. Directors / employees, along with their families and
relatives, are prohibited from receiving honoraria,
loans, or payments in any form from parties with
direct relations to their professional standings.
9. Insan
SUCOFINDO
tidak
diperbolehkan
memberikan, menawarkan dan / atau menjual
barang, uang dari Perusahaan kepada keluarga
dan / atau kerabatnya.
9. SUCOFINDO personnel are prohibited from
conferring, offering and / or selling items and funds
from the Company to their family and / or relatives.
10. Insan SUCOFINDO harus mendarmabaktikan
kemampuan
kerjanya
semata-mata
untuk
Perusahaan atau menjadi pegawai di perusahaan
lain tanpa izin tertulis dari Perusahaan.
10. SUCOFINDO personnel must devote their work
skills solely for the Company and may not be
employed in other companies without written
permission from the Company.
11. Setiap insan SUCOFINDO tidak diperkenankan
untuk bekerja secara penuh waktu pada
Perusahaan pesaing, entitas bisnis lain yang
memiliki bisnis yang sama dengan Perusahaan
ataupun
setiap
pegawaian
yang
dapat
menimbulkan benturan-benturan kepentingan
perusahaan.
working full-time in competing Companies and
other business entities in the same business as the
Company or from undertaking any job which may
lead to conflicts of interest with the Company.
12. Direksi dan Pegawai yang akan menduduki jabatan
di pemerintahan dan atau partai politik dan / atau
pegawaian lainnya di luar SUCOFINDO harus
mendapatkan izin tertulis dari Perusahaan setelah
diangkat dalam jabatan tersebut dan dianggap
mengundurkan diri dari Perusahaan atas kemauan
sendiri.
12. Directors and employees who will occupy positions
in the government and / or political parties and
/ or other positions outside SUCOFINDO must
beforehand obtain a written permission from the
Company after being appointed in the position and
considered resigned from the Company on their
own behalf.
245
13. Dengan pengecualian pada butir 12 di atas,
SUCOFINDO mengizinkan Direksi / Pegawai untuk
melakukan pegawaian rangkap di luar Perusahaan
untuk jabatan / pegawaian:
Sosial kemasyarakatan
Pegawaian
yang
ditugaskan
oleh
SUCOFINDO sejauh tidak bertentangan
dengan peraturan perundang-undangan dan
peraturan perusahaan yang berlaku.
13. As an exception to point (12) above, SUCOFINDO
permits Directors / Employees to hold positions
outside the company for posts / jobs in:
14. Direksi /
Pegawai dilarang memanfaatkan
jabatannya untuk memberikan perlakuan istimewa
kepada keluarga, kerabat, teman, kelompoknya
dan atau pihak lain manapun.
14. Directors / Employees are prohibited from taking
advantage of their positions to confer special
treatment to their family members, relatives,
acquaintances, groups, and / or other
parties.

Social and community service
Jobs entasked by SUCOFINDO provided
that they do not violate laws and corporate
TRANSAKSI MENGANDUNG BENTURAN
KEPENTINGAN
TRANSACTIONS INVOLVING CONFLICTS OF
INTEREST
Perusahaan memastikan selama tahun 2014 tidak terjadi
transaksi yang patut diduga mengandung benturan
kepentingan dan Perlakuan Istimewa.
The Company has ensured that throughout 2014 no
transactions which may reasonably be suspected of
involving conflict of interests and preferential treatment
have taken place.
Nama dan Posisi Pejabat
Dengan Benturan Kepentingan
Name and Position of Official
With Conflict of Interest
NIHIL
None
Nama dan Posisi Pejabat
Pembuat Keputusan
Name and Position of
Official Making The Decision
NIHIL
None
Jenis Transaksi
Type of
Transaction
Nilai Transaksi
(IDR Juta)
Value of Transaction
(Million IDR)
Catatan
Remarks
NIHIL
None
NIHIL
None
NIHIL
None
246
SISTEM PENGENDALI INTERNAL
Internal Control System
Sistem Pengendali Internal (SPI) diberlakukan untuk
menjamin kewajaran informasi keuangan yang diberikan
Perusahaan senantiasa dilandasi asas-asas efektivitas,
efisiensi, dan ekonomis serta kepatuhan terhadap
perundang-undangan yang berlaku dan peraturanperaturan perusahaan.
The Internal Audit Unit (SPI) was formed to ensure fairness
in financial information provided by the Company, in
accordance to principles of effectiveness, efficiency,
and economy, along with compliance towards laws and
corporate regulations in effect.
SPI bertugas melakukan validasi secara objektif dan
independen terhadap struktur pengendalian internal di
unit kerja. SPI memberikan rekomendasi terkait efektivitas
dan kecukupan sistem Perusahaan berdasarkan
hasil pengujian di lapangan. Melalui rangkaian audit
khusus dengan fokus tertentu, SPI juga berperan aktif
meningkatkan efektivitas pengawasan Internal terkait
pelaksanaan operasional yang berpotensi menimbulkan
risiko dalam pencapaian tujuan dan sasaran yang telah
ditetapkan manajemen.
SPI is entasked with conducting objective and independent
validation towards the internal control structure within work
units. SPI shall then provide recommendations pertaining
to the effectiveness and adequacy of the Company’s
system based on results from field testing. Through a
series of special audits with certain focuses, the SPI is also
actively involved in improving the effectiveness of internal
supervision towards the implementation of operations
which may induce risks in achieving the purpose and
objectives established by management.
Langkah pengujian yang dilakukan SPI
mengevaluasi pengendalian internal, antara lain:
Testing steps undertaken by the SPI to evaluate internal
control include the following:
1.
untuk
Meninjau / mengkaji penerapan kebijakan dan
prosedur yang ada di Perusahaan
1.
Reviewing the implementation of policies and
procedures within the Company
2. Meninjau / mengkaji penerapan struktur organisasi,
mencakup pembagian tugas, pembatalan
wewenang, dan pembatasan transaksi.
2. Reviewing the implementation of organizational
structure, including division of labor, cancellation
of authority and restriction on transactions
3. Meninjau / mengkaji kebijakan dan penerapan
pengamanan aset Perusahaan.
3. Reviewing policies and implementation in securing
Company assets
4. Observasi kegiatan operasional.
4. Observing operational activities
5. Pengujian terhadap bukti-bukti transaksi yang ada
di Perusahaan.
5. Testing proofs of transactions within the Company
STRUKTUR SPI
SPI STRUCTURE
SPI merupakan unit kerja setingkat divisi berkedudukan
di Kantor Pusat dan berada langsung di bawah Direktur
Utama. SPI bertugas melakukan fungsi pengawasan dan
pengendalian internal di Perusahaan sesuai PP No. 45
Tahun 2005 dan Peraturan Menteri BUMN No. PER-01 /
MBU / 2011.
SPI is a work unit equivalent to a division located at the
Head Office and directly under the President Director. SPI
is entasked with performing the functions of supervision
and internal control in the Company in accordance to
Company Regulation No. 45 / 2005 and Minister of SOE
Regulation No. PER-01 / MBU / 2011.
Sesuai Keputusan Direksi Nomor 11 / KD / 2014 tanggal 30
Januari 2014 tentang Struktur Organisasi Perusahaan PT
SUCOFINDO (PERSERO), Struktur Organisasi SPI adalah
sebagai berikut:
In accordance to Board of Directors Decision No. 11
/ KD / 2014 issued January 30, 2014, regarding the
Organizational Structure of PT SUCOFINDO (Persero),
SPI’s organizational structure is as follows:
247
Direktur Utama
President Director
Kepala SPI
Head of SPI
Kepala Audit
Head of Audit
Kepala Bagian Perencanaan & Analisis
Head of Planning & Analysis
Sesuai Peraturan Menteri Negara Badan Usaha Milik
Negara Nomor PER-01 / MBU / 2011 Tentang Tata Kelola
Perusahaan Yang Baik (Good Corporate Governance)
pasal 28 ayat 3 Pengawasan Intern sebagaimana
dimaksud pada ayat (2) huruf a, SPI dipimpin oleh seorang
kepala yang diangkat dan diberhentikan oleh Direktur
Utama berdasarkan mekanisme internal Perusahaan
dengan persetujuan Dewan Komisaris.
In accordance to Minister of SOE Regulation No. PER01 / MBU / 2011 regarding Good Corporate Governance,
Article 28, clause 3, Internal Audit as stipulated in clause
(2) point a is led by a unit head appointed and dismissed
by the President Director based on internal mechanisms
from the Company with the approval of the Board of
Commissioners.
Fungsi dan Tugas Pokok SPI
:eÛdZ_^cç^V7_bW8edZWc_åGYWSPI
No
1
Fungsi
Function
a.
Sebagai mitra kerja strategis bagi unit
kerja di Perusahaan dalam pencapaian
kinerja usaha, dengan melaksanakan
audit operasional dan evaluasi atas
efektivitas pelaksanaan pengendalian
internal, manajemen risiko, dan proses
tata kelola Perusahaan, sesuai dengan
peraturan dan perundang-undangan.
Acting as a strategic partner to work
units within the Company in achieving
business performance targets by
conducting operational audits and
evaluation on the effectiveness of
internal control, risk management, and
corporate governance in accordance to
b. Melakukan audit dan penilaian atas
efisiensi dan efektivitas di bidang
keuangan, akuntansi, operasional,
sumber daya manusia, teknologi
informasi, mutu dan memberikan
konsultasi yang bertujuan untuk
memperbaiki, memelihara dan
meningkatkan kegiatan usaha
Perusahaan serta kegiatan lainnya
dalam organisasi Perseroan.
Conducting audit and evaluation
of efficiency and effectiveness in
finance, accounting, operations, human
resources, information technology
and quality, in addition to providing
consultation for the purpose of
improving, maintaining and upgrading
business activities and other activities
within the Company.
Tugas Pokok
Core Duties
a. Menguji dan mengevaluasi sistem pengendalian intern dan system
manajemen risiko telah terlaksana secara memadai, bekerja secara efisien,
ekonomis dan berfungsi secara efektif dalam mencapai tujuan dan sasaran
Perusahaan.
Testing and evaluating the internal control system and risk management
system to ensure that they are adequate, efficient, economic and effective
in their implementation to achieve the purpose and objectives of the
Company.
b. Mengevaluasi ketaatan terhadap hukum dan peraturan perundangundangan yang berlaku dan kebijakan serta prosedur perusahaan.
Evaluating legal compliance towards laws and regulations in effect and
Company policies and procedures.
c. Melaksanakan audit internal, audit khusus, pencarian fakta dan atau
pemeriksaan kasus.
Conducting internal audits, special audits, fact-finding and / or case
investigation.
d. Mengevaluasi kecukupan dan kehandalan informasi keuangan dan
operasional serta data lainnya yang relevan.
Evaluating the adequacy and reliability of financial and operational
information, along with other relevant data.
e. Memberikan konsultasi kepada unit kerja terkait untuk memberikan nilai
tambah dan perbaikan terhadap kualitas pengendalian intern, pengelolaan
risiko dan tata kelola perusahaan.
Providing consultation to relevant work units to produce added value and
improvement towards the quality of internal control, risk management and
corporate governance.
f. Memberikan saran perbaikan dan informasi yang obyektif tentang kegiatan
yang diperiksa pada semua tingkat manajemen.
Giving recommendations for improvement and objective information towards
all examined activities at all levels of management.
g. Melakukan koordinasi dengan Komite Audit.
Coordinating with the Audit Committee.
248
c.
Sebagai mitra kerja dari Komite Audit
dan Auditor Eksternal.
Acting as a business partner to the Audit
Committee and External Auditor.
h. Membuat hasil laporan dan menyampaikan laporan tersebut kepada
Direktur Utama.
Compiling reports on results and submitting the reports to the President
Director.
i. Memonitor dan mengevaluasi pelaksanaan tindak lanjut hasil audit baik
internal maupun eksternal.
Monitoring and evaluating the implementation of follow-up actions towards
results of audits, both internal and external.
EVALUASI TERHADAP PENGENDALIAN
INTERNAL
EVALUATION OF INTERNAL CONTROL
SUCOFINDO bertanggungjawab dan konsisten untuk
membangun dan melaksanakan pengendalian internal
secara memadai, sehingga dapat memberikan keyakinan
atas penyajian laporan keuangan dan laporan usaha
Perusahaan.
SUCOFINDO has been responsible and consistent
in developing and implementing internal control in a
satisfactory manner to guarantee confidence in the
financial reports and business reports presented by the
Company.
Untuk mengevaluasi pelaksanaan pengendalian
internal, dibentuk fungsi audit internal di SUCOFINDO.
Hasil evaluasi atas pelaksanaan pengendalian internal
menjadi salah satu dasar evaluasi manajemen terhadap
efektifitas pengendalian internal untuk menentukan
perbaikan dan penyempurnaan sistem ataupun
kebijakan yang memungkinkan manajemen dapat
secara lebih efektif menjalankan kegiatan operasional
Perusahaan.
To evaluate the implementation of internal control,
SUCOFINDO has formed an internal audit function.
Evaluation results towards the implementation of internal
control serves as reference for the management’s
evaluation towards the effectiveness of internal control. This
is done for the purpose of determining possible corrections
and improvements to the system and policies in place
to enable the management to conduct the Company’s
operational activities in a more effective manner.
Secara bertahap kami melaksanakan metodologi
audit yang berbasis risiko (Risk Based Audit). Melalui
metodologi ini pelaksanaan audit lebih difokuskan untuk
mengevaluasi pengendalian internal atas aktifitas bisnis
Perusahaan yang berisiko tinggi.
We have implemented a risk-based audit methodology
through several stages. Using this methodology, audit
implementation has been focused more on evaluating
internal control towards the Company’s high-risk business
activities.
Berdasarkan hasil evaluasi tersebut, secara umum SPI
telah memberikan rekomendasi perbaikan pengendalian
internal kepada manajemen untuk area-area yang
masih memerlukan perbaikan. Hasil evaluasi tersebut
digunakan oleh Direksi dan manajemen sebagai dasar
untuk memperbaiki pengendalian internal dalam aktifitas
operasional Perusahaan.
Based on the evaluation results, in general the SPI would
provide recommendations for the improvement of the
internal control system to the management for certain areas
of improvement. Results of this evaluation will be used by the
Board of Directors and management as reference to improve
internal control in the Company’s operational activities.
PROFIL KEPALA SPI
Head of SPI Profile
Warga Negara Indonesia, 51 tahun, lahir di Jakarta pada tanggal 4 Oktober
1963. Menjabat sebagai Kepala SPI mulai 2 Februari 2014 sampai sekarang.
Menyelesaikan pendidikan S1 Teknologi Pendidikan pada Institut Keguruan dan
Ilmu Pendidikan Jakarta tahun 1987 dan memperoleh gelar Magister Manajemen di
Institut Pengembangan Manajemen Indonesia (IPMI) tahun 2003. Sebelumnya memiliki
pengalaman menduduki jabatan Kepala Bagian Operasi Divisi Human Capital, Kepala
Bagian Audit, Kepala Bagian Perencanaan dan Pengadaan Divisi PSDM dan Kepala Seksi
Perencanaan dan Evaluasi Diklat Divisi PSDM.
RISMUHAMMAD TOHBAYU
Kepala SPI
Head of SPI
A citizen of Indonesia and 51 years of age. He was born in Jakarta on October 4, 1963.
He served as the Head of SPI from February 2, 2014 until present. He completed his
undergraduate study in Educational Technology at the Institute of Teacher Training and
Pedagogy (IKIP) Jakarta in 1987 and obtained his Master in Management degree from the
Indonesian Institute of Management Development (IPMI) in 2003. He had previous experiences
occupying positions such as the Operations Section Head in the Human Capital Division, Audit
Section Head, Planning and Procurement Head in the HR Development Division, and Head of
Planning and Evaluation of Training and Education in the HR Development Division.
249
SUMBER DAYA SPI
SPI HUMAN RESOURCES
Pada Desember 2014, personil pada Satuan Pengawasan
Intern berjumlah 14 orang. Berikut tabel Sumber Daya SPI
Tahun 2014 dan jabatannya.
As of December 2014, the number of personnel in the SPI
is 14. The following table describes SPI’s human resources
in 2014 and their positions.
No
Nama Name
Jabatan Position
1.
EZc]eYç]]çVG_YTçèe
Kepala SPI Head of SPI
2.
Marsilia Denanti
Sekretaris Secretary
3.
@Y"AçdcèZbG"EçV[ç
Kepala Bagian Planning and Analysis Section Head
4.
Heri Suprayitno
Kepala Bagian Audit Section Head
5.
Endrianto Lastianto
Auditor Auditor
6.
Redy Rustamadji
Auditor Auditor
7.
Rito Suprayitno
Auditor Auditor
8.
Eva S. Loebis
Auditor Auditor
9.
Markuntadi
Ajun Auditor 2 Assistant Auditor 2
10.
6eVZJZ^çbcZY
11.
Agus Jafar Sidik
12.
EçdZY>çbdZ\ç;ZVçèçd
13.
BfZ:çVYZæçdeæ>Y_]cç
14.
CedbZEçYçèe5XecdèçgçdZ
PENGEMBANGAN KUALITAS SPI
SPI QUALITY IMPROVEMENT
Perusahaan terus mengembangkan kualitas SPI.
Sepanjang tahun 2014 SUCOFINDO telah melaksanakan
beberapa program pelatihan untuk peningkatan
kompetensi personel di bidang pengawasan dengan
jumlah biaya sebesar Rp115.825.000 (Seratus lima belas
juta delapan ratus dua puluh lima ribu rupiah), dan
kegiatan meliputi:
The Company continues to improve the quality of the SPI.
Throughout 2014, SUCOFINDO has conducted several
training programs for personnel competence-building in
supervision, amounting to Rp115,825,000 (one hundred
and fifteen million eight hundred and twenty five thousand
rupiah) in funding. Activities included:
1.
2.
3.
4.
1.
2.
3.
4.
Pelatihan Dasar Audit 1, diikuti 3 orang,
Pelatihan Audit Lanjutan 1, diikuti 2 orang,
Pelatihan Audit Manajerial, diikuti 2 orang,
Pelatihan Risk Based Internal Audit, diikuti 16 orang,
5. Induction Training, diikuti 2 orang.
Fundamental Audit Training 1, attended by 3 persons,
Advanced Audit Training 1, attended by 2 persons,
Managerial Audit Training, attended by 2 persons,
Risk-Based Internal Audit Training, attended by 16
persons,
5. Induction Training, attended by 2 persons.
CWæçdZYç^Vç^FWbdZÄ\çcZFC<
Training and Certification of SPI Personnel
Nama Personel
Name Of Personnel
CWæçdZYç^8ç^FWbdZÄ\çcZ
Training And Certification
1
Redy Rustamadji
Audit Internal Tk Manajerial dengan sertifikasi QIA
Managerial Level Internal Audit Internal with QIA certification
2
Agus Jafar Sidik
Audit Internal Tk Manajerial dengan sertifikasi QIA
Managerial Level Internal Audit Internal with QIA certification
No
250
KINERJA SISTEM PENGAWASAN INTERNAL
2014
SPI PERFORMANCE IN 2014
Sepanjang tahun 2014, Satuan Pengawasan Intern telah
melaksanakan kegiatan audit / pemeriksaan baik yang
terprogram maupun khusus / kasus sebagai berikut:
Throughout 2014, the Internal Audit Unit (SPI) has conducted
audit / investigation activities, both programmed or on a
per-case basis, as follows:
a. Pelaksanaan audit operasional berdasarkan PKAT
terhadap 50 unit kerja yang meliputi SBU / Divisi /
Cabang / UP dan Unit PKBL.
a. Operational audit based on the Annual Audit Work
Program (PKAT) towards 50 work units, including SBUs
/ Branch Offices / Service Points and the PKBL Unit;
b. Pelaksanaan audit investigasi atau pemeriksaan
kasus dugaan pelanggaran disiplin pegawai
sebanyak 14 kasus.
b. Investigation audits or investigation towards potential
cases of disciplinary violation by employees,
amounting to 14 cases;
c. Pelaksanaan sidak (1), pencarian fakta (4), pengkajian(1)
dan lain-lain.
c. Unannounced inspection (1), fact-finding (4), review (1),
and so forth.
PIAGAM AUDIT INTERNAL
INTERNAL AUDIT CHARTER
SUCOFINDO memiliki Piagam Audit Internal yang telah
disepakati oleh Komisaris, Direksi dan Kepala SPI. Piagam
ini berisi penjabaran kebijakan mengenai fungsi, tugas,
wewenang, dan tanggungjawab SPI. Piagam Audit Internal
ini disusun agar pihak-pihak yang berkepentingan (Direksi,
Komisaris, Komite Audit, Pemegang Saham, Kepala Unit
Kerja serta pihak-pihak lainnya) mengetahui kedudukan,
fungsi, tugas, wewenang dan tanggungjawab SPI, serta
dapat mengukur dan menilai keberhasilan pelaksanaan
tugas SPI di Perusahaan.
SUCOFINDO possesses an Internal Audit Charter
approved by the Board of Commissioners, Board of
Directors and Head of SPI. The Charter contains the
description of policies on the functions, duties and
responsibilities of the SPI. The purpose of the Internal
Audit Charter is to describe to involved parties (Directors,
Commissioners, Audit Committee, Shareholders, Work Unit
Heads, and other parties) the functions, tasks, authorities,
and responsibilities of the SPI, enabling them to measure
and evaluate SPI’s success in performing its duties in the
Company.
Piagam Audit Internal (Internal Audit Charter) telah
ditandatangani oleh Komisaris Utama, Direktur Utama dan
Kepala SPI pada tanggal 3 April 2014 yang merupakan
revisi dari Internal Audit Charter tahun sebelumnya yang
ditandatangani pada tanggal 23 April 2013.
The Internal Audit Charter has been signed by the Chief
Commissioner, President Director and Head of SPI on
April 3, 2014, as a revision of the Internal Audit Charter
from the previous year, signed on April 23, 2013.
251
AUDIT EKSTERNAL
External Audit
SUCOFINDO menjadikan Auditor Eksternal sebagai
mitra yang dapat melaksanakan audit dan diyakini
sebagai kebutuhan untuk dapat memberikan masukan
atas kegiatan keuangan dan penyajian laporan
keuangan. Untuk itu Auditor Eksternal diharapkan
dapat menngevaluasi keandalan pelaksanaan fungsifungsi manajemen baik dalam kegiatan operasional
dan keuangan. Perusahaan menggunakan jasa auditor
eksternal untuk memastikan integritas penyajian Laporan
Keuangan kepada Pemegang Saham. Audit eksternal
berasal dari kantor akuntan publik (KAP) yang terdaftar di
Bank Indonesia dan Bapepam-LK.
SUCOFINDO has formed a partnership with an External
Auditor capable of conducting audit, compulsory for
obtaining input towards financial activities and presentation
of financial reports. For this purpose, it is expected that the
External Auditor be capable of evaluating the reliability of
management functions both in operational and financial
activities. The Company has employed services from an
external auditor to ensure the integrity of the Financial
Report presented to Shareholders. External audits shall
be performed by a Public Accountant (PA) registered in
Bank Indonesia and Bapepam-LK.
Kebijakan Auditor Eksternal ditetapkan sebagai berikut:
Auditor Eksternal harus ditunjuk oleh RUPS dari calon
yang ditunjukkan oleh Dewan Komisaris berdasarkan
usul Komite Audit.
Policies on the External Auditor has been established as
follows:
1. The External Auditor must be appointed through the
GMS from candidates nominated by the Board of
Commissioners based on recommendations from the
Audit Committee.
2. Auditor Eksternal tersebut harus bebas dari
pengaruh Dewan Komisaris, Direksi dan pihak yang
berkepentingan di Perusahaan (stakeholders)
2. The External Auditor must be free from the influence of
the Board of Commissioners, Board of Directors, and
other stakeholders of the Company.
3. SUCOFINDO menyediakan semua catatan akuntansi
dan data penunjang yang diperlukan bagi auditor
eksternal sehingga memungkinkan auditor eskternal
memberikan pendapatnya tentang kewajaran dan
kecukupan pengungkapan laporan keuangan
perusahaan sesuai dengan standar Akuntansi
keuangan Indonesia.
3. SUCOFINDO shall provide all accounting records and
supporting data needed by the External Auditor to
ensure that the External Auditor provides its opinion
as to whether the financial reports of the Company
are fair and adequate in accordance to financial
accounting standards in effect in Indonesia.
4. Auditor Eksternal harus memberitahu Perusahaan
mengenai kejadian dalam Perusahaan yang tidak
sesuai dengan peraturan perundang-undangan yang
berlaku.
4. The External Auditor is obliged to inform the Company
of any incidents within the Company.
Penunjukan penugasan KAP sebagai pelaksana audit
penyajian Laporan Keuangan SUCOFINDO dilakukan
berdasarkan keputusan RUPS. Pada tahun 2014,
Perusahaan menunjuk Kantor Akuntan Publik Rama
Wendra sebagai pelaksana audit eksternal yang
melakukan audit laporan keuangan Perusahaan untuk
tahun buku yang berakhir pada 31 Desember 2014.
The appointment of a PA as an auditor for SUCOFINDO’s
Financial Report has been conducted based on a GMS
resolution. In 2014, the Company appointed Public
Accountant Rama Wendra as the external auditor for the
Company’s financial report for the fiscal year ending on
December 31, 2014.
TUGAS POKOK EKSTERNAL AUDIT
CORE DUTIES OF EXTERNAL AUDITOR
Tugas pokok eksternal Auditor KAP Rama Wendra yaitu
melakukan audit terhadap PT SUCOFINDO meliputi :
The core duties of PA Rama Wendra as an External Auditor
involve conducting audits towards PT SUCOFINDO, which
includes:
1.
252
1.
Perusahaan Induk
a. Melaksanakan pegawaian pemeriksaan / audit
berdasarkan Standar Profesional Akuntan Publik
(SPAP) yang berlaku di Indonesia dan Standar
Pemeriksaan Keuangan Negara (SPKN) yang
ditetapkan oleh BPK yang terdiri dari :
1.
Parent Company
a. Conducting an audit based on Public Accountant
Professional Standards (SPAP) in effect in
Indonesia and State Finance Auditing Standards
(SPKN) established by BPK, consisting of:
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Konsolidasian Tahunan untuk tahun yang
berakhir 31 Desember 2014. Auditor eksternal
memberi pendapat mengenai kewajaran
penyajian laporan keuangan sesuai dengan
standar akuntansi yang berlaku umum di
Indonesia (PSAK), dan meliputi Laporan
Keuangan Perusahaan Induk, PKBL dan
Konsolidasi
PT
SUCOFINDO
(Persero)
untuk tahun yang berakhir pada tanggal 31
Desember 2014.
General
audit
towards
the
Annual
Consolidated Financial Report for the year
ending on December 31, 2014. The external
auditor shall state their opinion concerning
the fairness of the presented financial report in
accordance to accounting standards in effect
in Indonesia (PSAK), which covers the Parent
Company, PKBL and Consolidated Financial
Reports of PT SUCOFINDO (Persero) for the
year ending on December 31, 2014.
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Perundang-undangan yang berlaku dan
prosedur Pengendalian Internal Perusahaan
sesuai dengan PSA No. 62.
Compliance audit towards laws and regulations
in effect and procedures for Internal Control of
the Company in accordance to PSA No. 62.
b. Penerapan prosedur yang disepakati atas
perhitungan KPI sesuai dengan RUPS Pengesahan
RKAP 2014.
b. Implementing procedures agreed upon for the
calculation of KPI in accordance to the GMS on the
Authorization of the 2014 RKAP.
c. Melakukan evaluasi Kinerja Perusahaan untuk
tahun yang berakhir tanggal 31 Desember 2014
berdasarkan SK Menteri BUMN No. KEP-100 / MBU
/ 2002 tanggal 4 Juni 2002.
c. Evaluating Company Performance for the year
ending on December 31, 2014 based on Minister
of SOE Decision Letter No. KEP-100 / MBU / 2002
issued June 4, 2002.
d. Melaksanakan audit di Unit PKBL berdasarkan SK
Menteri BUMN No. Per 05 / MBU / 2007 termasuk
kegiatan audit yang terkait dengan Program
BUMN Peduli 2014 (Jika ada).
d. Conducting an audit on the PKBL Unit based on
Minister of SOE Decision Letter No. Per 05 / MBU
/ 2007, including audit activities pertaining to the
2014 SOE Cares Program (if existent).
&" CWbecçYçç^5^ç\
2. Subsidiary Companies
a. Melaksanakan Audit Umum atas Laporan Keuangan
Tahunan PT SUCOFINDO Advisory Utama dan
PT SUCOFINDO EPISI, untuk tahun yang berakhir
tanggal 31 Desember 2014 berdasarkan Standar
Profesional Akuntan Publik (SPAP) yang berlaku di
Indonesia.
a. Conducting a general audit towards the Annual
Consolidated Financial Report of PT SUCOFINDO
Advisory Utama and PT SUCOFINDO EPISI for
the year ending on December 31, 2014, based on
Public Accountant Professional Standards (SPAP)
in effect in Indonesia.
b. Melakukan evaluasi kinerja PT SUCOFINDO
Advisory Utama dan PT SUCOFINDO EPISI, untuk
tahun yang berakhir tanggal 31 Desember 2014
berdasarkan SK Menteri BUMN No. KEP-100 / MBU
/ 2002 tanggal 4 Juni 2002.
b. Evaluating the performance of PT SUCOFINDO
Advisory Utama and PT SUCOFINDO EPISI for
the year ending on December 31, 2014, based on
Minister of SOE Decision Letter No. KEP-100 / MBU
/ 2002 issued June 4, 2002.
3. Melakukan prosedur audit terhadap audit KSO VPTI
PT SUCOFINDO – PT SI yang dilakukan oleh KAP
lain, sesuai dengan ketentuan International Standard
on Auditing (ISA) 600.
c. Conducting audit procedures towards the audit of
KSO VPTI PT SUCOFINDO – PT SI conducted by
other PA offices in accordance to the provisions
within International Standard on Auditing (ISA) 600.
HASIL PENILAIAN
AUDIT RESULTS
Hasil audit keuangan oleh Kantor Akuntan Publik (KAP)
Rama Wendra menyatakan bahwa laporan keuangan
konsolidasian SUCOFINDO untuk tahun yang berakhir
tanggal 31 Desember 2014 disajikan secara wajar dalam
semua hal yang material.
Financial audit results issued by the Public Accountant
(PA) Rama Wendra have proclaimed that SUCOFINDO’s
consolidated financial report for the fiscal year ending
on December 31, 2014, has been presented fairly in all
material respects.
253
Hasil Audit Atas Pemeriksaan Lainnya
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Dalam tahun 2014 BPK tidak melakukan pemeriksaan
terhadap SUCOFINDO.
In 2014, BPK did not conduct an audit on SUCOFINDO.
PENGELOLAAN RISIKO
Risk Management
Seiring dengan meningkatnya persaingan usaha jasa,
maka Perusahaan dituntut pemahamannya akan
kemungkinan-kemungkinan risiko yang timbul serta
bagaimana mengatasinya. Pengelolaan risiko pada
prinsipnya adalah menciptakan budaya sadar risiko di
Perusahaan sehingga manajemen risiko menjadi bagian
integral dalam setiap kegiatan bisnis SUCOFINDO.
With an increasing amount of competition in the service
business, the Company’s understanding towards the
possibility of emerging risks and their treatments has
been tested. In principle, risk management is the creation
of a culture of awareness towards risks in the Company
so that risk management becomes an integral part of all
ongoing businesses at SUCOFINDO.
Pengelolaan risiko merupakan bagian dari penerapan
praktik-praktik terbaik tata kelola perusahaan, sebagai
salah satu faktor utama untuk pencapaian sasaran
pegawaian dari sisi mutu, waktu dan biaya.
Risk management is part of the implementation of good
corporate governance practices and serves as one of
the main factors in the achievement of work targets in the
aspects of quality, time and cost.
Pengelolaan risiko ditetapkan oleh perusahaan dengan
tugas melakukan pengkajian dan pengelolaan risiko
usaha melalui kegiatan-kegiatan identifikasi analisis,
penilaian / asesmen dan pengelolaan risiko usaha yang
relevan dan wajar.
Risk management has been established by the Company
with the task of reviewing and managing business
risks through activities such as identification, analysis,
assessment and management of business risks in a
relevant and fair manner.
Surat Keputusan Direksi SUCOFINDO Nomor: 247 / SKD
/ 2009 tanggal 5 Oktober 2009 tentang Pembentukan
Tim-tim Program Prioritas PT SUCOFINDO (Persero) telah
diperbaharui dengan tim Manajemen Risiko Perusahaan
(MRP) sesuai Memo Direktur Utama tanggal 1 Juni 2012
yang memuat tentang Tim Manajemen Risiko Perusahaan.
Tim ini bertujuan untuk :
SUCOFINDO Board of Directors Decision Letter No. 247
/ SKD / 2009 issued October 5, 2009, regarding the
Formation of PT SUCOFINDO (Persero) Priority Program
Teams has been renewed with the formation of the
Enterprise Risk Management (ERM) team, in accordance to
President Director Memo issued June 1, 2012, concerning
the Enterprise Risk Management Team. The team has the
purpose of:
1. Designing risk management implementation programs
at corporate level;
1.
Merancang program penerapan manajemen risiko
tingkat korporat;
2. Memfasilitasi kegiatan identifikasi
mitigasinya pada tingkat unit;
risiko
dan
2. Facilitating risk identification and mitigation activities
at the level of work units;
3. Memfasilitasi percepatan penerapan manajemen
risiko pada Unit Kerja prioritas;
3. Facilitating the acceleration of risk management
implementation in priority work units;
4. Mensosialisasikan
budaya
risiko,
sehingga
manajemen risiko merupakan bagian yang tidak
terpisahkan dari kegiatan usaha pada seluruh fungsi
yang ada di Perusahaan.
4. Socializing a culture of risk, integrating risk
management as an inseparable part of business
activities in all functions within the Company.
Lebih lanjut, Perusahaan telah memiliki organisasi
pengelolaan Risiko dalam Divisi Sistem Manajemen,
GCG dan Risiko (SGR). Dengan demikian Pengelolaan
Risiko dapat menjadi strategic tools dalam pengambilan
keputusan pada proses manajemen.
Furthermore, the Company has a risk management unit in
system management, GCG and Risk (SGR) Division. Thus,
risk management can serve as a strategic tool in decision
making during the management process.
254
PROFIL RISIKO DAN PENANGANANNYA
SUCOFINDO telah melakukan identifikasi
berdasarkan sumber dan akibatnya, yaitu.
1.
RISK PROFILES AND TREATMENTS
risiko
Identifikasi risiko berdasarkan sumbernya, antara lain:
SUCOFINDO has identified risks based on their sources
and impacts, which can be found as follows.
1.
Identified risks based on sources, such as:
-
Risiko eksternal yang tidak dapat diprediksi,
misalnya bencana alam.
-
External risks which are unpredictable external
risks such as natural disasters.
-
Risiko yang dapat diprediksi, misalnya kondisi
pasar, nilai tukar mata uang.
-
External risks which are predictable external
risk such as as market conditions and currency
exchange rate.
-
Risiko internal yang bersifat non teknis, misalnya
biaya.
-
Internal risks which are non-technical internal risks
such as costs.
-
Risiko internal yang bersifat teknis, misalnya
desain, metode pelaksanaan.
-
Internal risks which are technical internal risks,
such as design and method of implementation.
-
Risiko internal yang bersifat legal, misalnya
kontrak pegawaian.
-
Internal risks which are legal internal risks, such
such as business contracts.
2. Identifikasi risiko berdasar atas dampaknya antara lain:
a. Terjadinya ruang lingkup (scope) pegawaian yang
disebabkan antara lain:
2. Identified risks based on impact, such as:
a. Towards scope of work, caused by, among several:
-
Perencanaan kurang matang, control yang
lemah terhadap scope pegawaian
-
Poor planning, weak control towards scope of
work
-
Tidak tercapainya performance atau kualitas
seperti yang diinginkan disebabkan antara
lain: desain / material / tenaga kerja yang
di bawah standar, implementasi sistem
manajemen mutu yang kurang konsisten.
-
Failure to achieve desired performance or
quality due to: substandard design / material
/ workforce, inconsistent implementation of
quality management system.
b. Proyek tidak dapat diselesaikan sesuai dengan
jadwal pegawaian (schedule) yang ditetapkan
disebabkan misalnya:
-
Kesalahan dalam menghitung / memprediksi
waktu pelaksanaan, kesalahan dalam
memperkirakan ketersediaan sumber daya,
lemah dalam pengalokasian dan pengaturan
sumber daya.
c. Biaya pelaksanaan proyek melebihi anggaran
yang telah disetujui disebabkan;
-
Kesalahan dalam menghitung termasuk
memperkirakan ketidakpastian, kelemahan
investigasi tentang predictable problem,
kelemahan dalam fungsi kontrol.
b. Failure to complete project on determined
schedule, caused by, among several:
-
Error in calculating / predicting required time for
completion, error in predicting the availability
resources, poor allocation and management
of resources.
c. Project costs exceeding the approved budget due
to:
-
Errors in calculation, including in predicting
uncertainties, poor investigation towards
predictable problems, poor control function.
KEBIJAKAN DAN PEDOMAN MANAJEMEN
RISIKO
RISK MANAGEMENT POLICIES AND
GUIDELINES
Perusahaan telah memiliki kebijakan manajemen risiko
yang ditandatangani Direktur Utama tanggal 8 Maret
2007 dan diperbaharui tanggal 17 Agustus 2012. Kebijakan
tersebut memuat tujuan dan strategi penerapan manajemen
risiko, struktur organisasi manajemen risiko, lingkungan
pengendalian, proses manajemen risiko, pengelolaan kinerja
manajemen risiko dan sistem pelaporannya SUCOFINDO
juga telah memiliki Pedoman Umum Manajemen Risiko
Korporat yang ditandatangani Direktur Utama pada tanggal
26 Oktober 2007 dan telah diperbaharui tanggal 17 Agustus
2012, berisi hal-hal sebagai berikut :
The Company has established risk management policies
signed by the President Director on March 8, 2007, which
have been renewed in August 17, 2012. These policies
contain the purpose and strategy for risk management,
organizational structure for risk management, controlled
environment, risk management process, risk management
performance, and reporting system. SUCOFINDO also
has a General Guideline for Enterprise Risk Management
signed by the President Director on October 26, 2007,
which has been renewed in August 17, 2012, containing
the following:
1.
2.
3.
4.
5.
6.
7.
8.
Pendahuluan
Tujuan Penerapan Manajemen Risiko
Strategi Penerapan Manajemen Risiko
Struktur Organisasi Manajemen Risiko
Lingkungan Pengendalian
Proses Manajemen Risiko
Pengelolaan Kinerja Manajemen Risiko
Pelaporan
1.
2.
3.
4.
5.
6.
7.
8.
255
Introduction
Purpose of Risk Management Implementation
Strategies in Risk Management
Organizational Structure in Risk Management
Control Environment
Risk Management Process
Performance in Risk Management
Reporting
Tingkat Maturitas Penerapan MRPCWbecçYçç^
Maturity Levels In Company ERM Implementation
GçYç`ç^
Stage
Uraian
Description
1.
Awal
Preliminary
Komponen dan kegiatan penerapan pengelolaan risiko sangat terbatas dalam lingkup dan dilakukan
belum tetap (ad hoc basis) di seluruh entitas.
Risk management implementation components and activities are highly limited in scope and have only
been performed on an ad hoc basis in the whole entity.
2.
Dasar
Basic
Kapabilitas entitas terbatas untuk mengidentifikasi, menilai (assess), menangani, dan memantau risiko.
The limited entity capabilities in identifying, assessing, handling, and monitoring risks.
3.
Definisi
Defined
Kapabilitas entitas mencukupi untuk mengidentifikasi, mengukur (measure), menangani, melaporkan, dan
memantau risiko. Kebijakan, pedoman dan metode pengelolaan risiko sudah terdefinisi dan digunakan di
seluruh entitas dalam Perusahaan.
The entity has adequate capabilities in identifying, measuring, handling, reporting, and monitoring risks.
Policies, guidelines and methods for risk management have been defined and used in all entities within
the Company.
4.
Operasional
Operational
Kapabilitas entitas sudah konsisten untuk mengidentifikasi, mengukur (measure), menangani, melaporkan,
dan memantau risiko. Kebijakan, pedoman dan metode pengelolan risiko secara konsisten diterapkan di
seluruh entitas dalam Perusahaan.
The entity has consistent capabilities in identifying, measuring, handling, reporting, and monitoring risks.
Policies, guidelines, and methods for risk management have been consistently implemented in all entities
within the Company.
5.
Lanjut
Advanced
Kapabilitas entitas sudah baik dikembangkan untuk mengidentifikasi, mengukur (measure), menangani,
melaporkan, dan memantau risiko. Proses dinamis dan dapat beradaptasi dengan perubahan risiko dan
siklus bisnis yang bervariasi. Risiko dan pengelolaannya sudah eksplisit dipertimbangan dalam proses
pengambilan keputusan.
The entity has well-developed capabilities in identifying, measuring, handling, reporting, and monitoring
risks. The process is dynamic and capable of adapting to changes in risks and varying business cycles.
Risks and their management have explicitly been considered within the decision making process.
No.
Perusahaan
menetapkan
roadmap
Implementasi
Entreprise Risk Management (ERM) atau Manajemen
Risiko Perusahaan (MRP) sebagai berikut :
Basic
(mulai Desember 2012)
(starting from December 2012)
The Company has established a road map for the
implementation of Enterprise Risk Management (ERM), as
follows:
Defined
(Desember 2013)
(December 2013)
Operation
(Desember 2015)
(December 2015)
Penetapan Kebijakan Dasar /
Kebijakan telah berkembang
Manajemen Risiko terintegrasi dengan
proses yang berulang
Basic policies / repeating process
established
SDM mendapat pelatihan
Training for HR
Ukuran belum jelas
Unclear parameters
Belum ada kontrol
No control
Wawasan risiko masih minim
Insight on risk still minimum
Sistem berbasis spreadsheet
Spreadsheet-based system
Developed policies
Bahasa risiko yang umum (Taksonomi)
General risk terms (taxonomy)
Organisasi yang efektif
Effective organization
Dimulainya pelaporan eksekutif
Commencement of executive reporting
Konsolidasi laporan risiko
Consolidation of risk reports
Perbaikan risk register untuk risiko utama
dan kontrol link dengan proses
Improved risk register for main risks and link
control with processes
Ada risk parameter
Existence of risk parameters
Otomatisasi proses manajemen risiko
Automation of risk management
Strategi Korporat
Risk Management integrated within
Corporate Strategy
Standar Kompetensi
Standards of Competence
Pengembangan Risk Register
Development of Risk Register
Ada Dashboard Reporting
Reporting Dashboard
Amalgamasi
Amalgamation
Web-based Client Server
Web-based client server
256
Roadmap di atas memperlihatkan kepastian langkah
perusahaan dalam manajemen risiko. Pengelolaan risiko
ditunjukkan dengan melakukan tindakan nyata dari basic
menuju defined, antara lain penetapan kebijakan dasar,
pelatihan bagi SDM, dan hal-hal lain terkait strategi risiko
Perusahaan untuk menjamin kelangsungan usaha.
The roadmap above displays the certain steps taken by
the Company in risk management. Risk management has
been displayed through concrete acts, moving from basic
to defined, including the establishment of basic policies,
training for HR, and other means related to the company’s
risk strategy in order to ensure the continuation of
business.
Perusahaan berharap telah mencapai tingkat operational
pada tahun 2015 dengan tolak ukur, antara lain:
The government expects to reach the level of operational
in 2015 with the following benchmarks:
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menerus;
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proses bisnis sehingga efisiensi tercapai;
Best practice share lintas Perusahaan;
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ditingkatkan terus-menerus;
Key Risk diukur secara kuantitatif;
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CWæç`_bç^\Yecec`çVç]çcZ^X!]çcZ^Xkey risk;
>_^db_æVZe[ZVç^VZ`WbTçZ\ZcWUçbçTWb\Wæç^[edç^/
5`æZ\çcZ]ç^ç[W]W^bZcZ\_dWbZ^dWXbçcZVW^Xç^cZcdW]
teknologi informasi;
Inter-relationship antara risiko-risiko sebagai portofolio
dari risiko terfasilitasi.
7_^dZê_ecæè!VWfWæ_`WVbZc\]ç^çXW]W^dcdbçdWXZWc
LAPORAN MANAJEMEN RISIKO TAHUN 2014
2014 RISK MANAGEMENT REPORT
Selama tahun 2014, Perusahaan telah melakukan
identifikasi risiko melalui analisis dan evaluasi
perkembangan berbagai kondisi eksternal dan internal
Perusahaan yang berpengaruh secara langsung maupun
tidak langsung terhadap pencapaian target-target
Perusahaan. Hasil identifikasi risiko bersifat dinamis, yaitu
selalu dilakukan perubahan sesuai perkembangan yang
dihadapi Perusahaan.
Throughout 2014, the Company has conducted risk
identification through the analysis and evaluation of
developments in various external and internal conditions
to the Company directly or indirectly influencing the
achievement of Company targets. Risk identification
results are dynamic in nature, meaning that changes are
applied based on developments faced by the Company.
Identifikasi profil risiko yang telah dilaksanakan pada
tahun 2014 lalu mengindikasikan risiko-risiko berikut:
Identification of risk profiles conducted in 2014 have
indicated the following risks:
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processes and achieve efficiency
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knowledge and skills
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7_^dZêçææèdWcdWVç^VZ]`b_fWVU_^db_æ
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information technology system
<^dWb!bWæçdZ_^cYZ` ç]_^X bZc\c çc ç `_bdå_æZ_ _å
facilitated risks
No
1
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Description of Issues Faced In 2014
257
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Description of Control Implemented In 2014
Risiko Harga Price Risk
Harga komoditas sangat tidak stabil seiring dengan perubahan
permintaan dan penawaran pelanggan. Saat ini terdapat
risiko yang tinggi bahwa harga batubara dan mineral lainnya
akan mengalami fluktuasi yang cukup signifikan. Walaupun
basis pelanggan tidak tergantung pada satu pasar atau
negara saja, namun dampak negatif dari menurunnya harga
komoditas dapat menurunkan pendapatan SUCOFINDO.
Kondisi ini diperparah dengan semakin berkurang cadangan
batubara yang masuk dalam kategori medium rank coal.
Unstable commodity prices, following changes in customer
demand and supply. At the moment, there is a high risk
that the prices of coal and other minerals will significantly
fluctuate. Although the customer base does not depend
only one market or nation, the negative impact of reduced
commodity prices can reduce SUCOFINDO’s revenue.
The condition is further worsened by the decreasing reserves
of coal, entering the category of medium-rank coal.
2
Salah satu dampak atas perubahan atau penurunan harga
batubara dan mineral lainnya adalah penurunan permintaan
jasa SUCOFINDO sektor hilir seperti penentuan kualitas
dan kuantitas. Melihat persaingan jasa di sektor hilir yang
semakin ketat serta potensi low rank coal yang begitu banyak,
SUCOFINDO melalui Unit Bisnis Strategi Minerba Bekerjasama
dengan Korea Institute of Energy Research (KIER) menerapkan
teknologi peningkat mutu batu-bara di Indonesia. Dengan
penerapan teknologi tersebut, potensi dapat ditingkatkan
menjadi medium rank coal, dengan demikian negara-negara
pengguna batubara medium rank coal dapat terpenuhi
kebutuhannya.
One of the impacts of changes or decrease in the prices of coal
and other minerals is decreased demand for SUCOFINDO’s
downstream services such as determination of quality and
quantity. In response to growing competition in downstream
services and growing low-rank coal potential, SUCOFINDO
through its Mineral and Coal SBU has collaborated with the
Korea Institute of Energy Research (KIER) to implement coal
quality improvement technology in Indonesia. Using this
technology, the coal’s potential can be increased to mediumrank coal and thus demands from medium-rank coal users can
be fulfilled.
SUCOFINDO berharap dengan peningkatan nilai ekonomis
Batu bara melalui penerapan teknologi tepat guna,
SUCOFINDO bisa menjadi solusi bagi para industry tambang
batu bara dengan menyediakan jasa Coal Quality and
Quantity Management.
SUCOFINDO hopes that through the increase in coal’s
economic value through the use of effective technology,
SUCOFINDO can become a solution for the coal mining
industry by providing service in Coal Quality and Quantity
Management.
Risiko Regulasi Regulation Risk
Risiko regulasi perubahan peraturan perundangan dan /
atau aturan pelaksanaannya dari Pemerintah, yang dapat
mempengaruhi pendapatan PT SUCOFINDO. Dampak
yang dirasakan atas penerapan Undang-undang Nomor 4
Tahun 2009 tentang Pertambangan Mineral dan Batubara
pada Januari 2014 adalah hilangnya potensi pendapatan
SUCOFINDO akibat pembatasan tersebut.
Regulation risk arises from changes in laws and / or
implementing regulations from the Government, potentially
influencing SUCOFINDO’s income. Impacts felt from the
implementation of Law 4 / 2009 regarding Mineral and Coal
Mining on January 2014 is reduced potential income due to
restrictions.
Penerapan Undang-Undang Nomor 4 Tahun 2009 akan
menumbuhkan pabrik pengolahan dan pemurnian mineral
(Smelter) di beberapa tempat. Kondisi ini dimanfaatkan oleh
SUCOFINDO dengan memberikan layanan jasa baru yaitu
konsultasi pembangunan smelter pengujian lahan dan daya
dukung dan monitoring pembangunan.
Enactment of Law 4 / 2009 will lead to the growth of mineral
processing and refinement factories (smelters) in several
locations. SUCOFINDO has taken advantage of this situation
by providing a new service, namely consultation for smelter
construction, field and carrying capacity testing, and
construction monitoring.
Jauh sebelum penerapan Undang-Undang tersebut diatas,
SUCOFINDO telah membangun Laboratorium Mineral
Processing untuk memberikan layanan jasa pemastian
kualitas hasil pengolahan dan pemurnian mineral.
Long before the enactment of the aforementioned law,
SUCOFINDO has constructed a Mineral Processing Laboratory
to provide quality assurance services for mineral processing
and refinement.
SUCOFINDO berharap dengan peningkatan produksi hasil
pengolahan dan pemurnian mineral, SUCOFINDO bisa
menjadi solusi bagi para pengusaha yang bergerak di bidang
pengolahan dan pemurnian mineral dengan menyediakan
jasa Ore Quality and Quantity Management.
With increased production in mineral processing and
refinement, SUCOFINDO aspires to become a solution for
business actors in mineral processing and refinement by
providing Ore Quality and Quantity Management services.
258
3
Pemenuhan
persyaratan
Peraturan
Kementerian
Perdagangan Republik Indonesia no. 46 / M-DAG / PER / 8
/ 2014 Sebagai perusahaan survey mendapat penunjukan
untuk melakukan Verifikasi atau Penelusuran Teknis Impor
Barang (VPTI).
Dalam pemenuhan terhadap Peraturan Kementerian
Perdagangan Republik Indonesia no. 46 / M-DAG / PER /
8 / 2014, SUCOFINDO telah mengajukan akreditasi ISO
17020:2012 kepada KAN untuk seluruh jasa terkait dengan
VPTI barang, Jasa Ekspor dan Perdagangan Antar Pulau.
Fulfillment of requirements from Minister of Trade Regulation
No. 46 / M-DAG / PER / 8 / 2014 As a surveying company,
appointed to conduct Verification / Technical Investigation of
Imported Goods (VPTI).
To fulfill Minister of Trade Regulation No. 46 / M-DAG / PER / 8
/ 2014, SUCOFINDO has conducted an accreditation based on
ISO 17020:2012 to KAN for all services pertaining to of goods,
export services, and inter-island trade.
Risiko Operasional Operating Risks
Risiko operasi antara lain disebabkan ketidakcukupan dan /
atau tidak berfungsinya proses internal, kesalahan manusia,
kegagalan sistem, atau adanya problem eksternal yang
mempengaruhi operasional Perusahaan. Dampak operasi
yang dapat mengganggu keberlangsungan bisnis.
Operating risks may be caused by a lacking or nonfunctional internal process, human error, system failure, or
external problems that influence the Company’s operations.
Operational impacts may disrupt the continuation of business.
SUCOFINDO melalui Unit Bisnis Strategi terkait dan Divisi HC
mengidentifikasi dan memprogramkan kebutuhan kompetensi
yang dipersyaratkan untuk selanjutnya dilakukan program
secara teritegrasi guna pemenuhan kompetensi tersebut.
Selain itu, program rekruitmen karyawan untuk memenuhi
kebutuhan dicanangkan sesuai permintaan unit bisnis terkait.
Supervisi secara rutin yang dikombinasikan dengan kunjungan
mendadak atau sidak, menjadi bagian dari pemastian guna
mencegah tindakan ketidakjujuran dan ketidakberpihakan.
SUCOFINDO, through relevant SBUs and the HC Division, has
identified and programmed competence needs required for
an integrated program intended to fulfill competence needs.
Additionally, employee recruitment programs to fulfill these
needs are designed based on the demands of the relevant
business units.
Routine supervision combined with unannounced inspection
has become part of the assurance process to prevent
dishonesty and partiality.
4
Risiko Nilai Tukar Mata Uang Currency Exchange Rate Risk
Fluktuasi nilai tukar Rupiah dapat berdampak material dan
merugikan bisnis SUCOFINDO. Mata uang fungsional yang
digunakan di Indonesia adalah Rupiah. Salah satu dampak
terpenting dari krisis ekonomi di Asia yang mempengaruhi
perekonomian di Indonesia adalah depresiasi dan volatilitas
nilai tukar Rupiah terhadap mata uang lainnya, seperti Dolar
AS.
Perencanaan pembelian bahan operasi yang menggunakan
mata uang Dolar AS disesuaikan dengan kebutuhan Produksi
dengan metode Just-in-Time, sehingga bahan operasi tersedia
pada waktu diperlukan. Diharapkan dengan perencanaan
yang tepat dapat menghindari nilai tukar rupiah yang terlalu
rendah.
Fluctuation in rupiah’s exchange rate may have material
and detrimental impacts towards Sucofindo’s business. The
functional currency used in Indonesia is rupiah. One of the
biggest impacts of the economic crisis in Asia influencing
Indonesia’s economy is the depreciation or volatility of
rupiah’s exchange rate towards other currencies such as the
US dollar.
Plans to buy operating materials using the US dollar as
currency has been adapted with production needs using the
just-in-time method, ensuring that operating materials are
available when needed. It is hoped that accurate planning can
avoid overly low rupiah exchange rates.
EVALUASI MATURITAS
MATURITY EVALUATION
Pengelolaan Risiko diantaranya juga melakukan kegiatan
Risk Maturity Assessment berbasis ISO 31000 dengan
menggunakan jasa tenaga ahli independen. Pengukuran
maturitas ditujukan untuk menilai tingkat kedewasaan
pengelolaan risiko yang telah berjalan di Perusahaan.
Risk management is also conducted through a risk
maturity assessment based on ISO 31000 using the
services of an independent expert. This maturity
measurement is intended to determine the maturity level
of risk management ongoing in the Company.
Hasil pengukuran maturitas menunjukkan bahwa tingkat
kedewasaan Perusahaan berada pada level kompeten
dengan angka 1,71 dari skala 5,00.
Measurement of maturity level has showed that the
Company’s maturity level rests at competent, with a score
of 1.71 out of 5.00.
Tingkat Maturitas Terukur
Measured Maturity Level
Karakter
7YçbçUdWbZcdZU
Nilai
Score
Tingkat Maturitas
Maturity Level
Sasaran Bisnis & Kebijakan Manajemen Risiko
Business Targets & Risk Management Policies
0,37
Kompeten
Competent
Organisasi
Organization
0,13
Kompeten
Competent
SDM
Human Resources
0,13
Kompeten
Competent
Metodologi & Pengelolaan Sistem
Methodology & System Management
0,13
Kompeten
Competent
Proses Bisnis dan Manajemen Risiko
Business Process & Risk Management
0,75
Kompeten
Competent
Pengelolaan Data dan Laporan Manajemen Risiko
Data Management & Risk Management Report
0,20
Kompeten
Competent
Tingkat Maturitas
Maturity Level
1,71
Kompeten
Competent
259
260
INTEGRITAS BISNIS
Business Integrity
Perusahaan dalam melakukan berbagai kegiatan
bisnisnya selalu berlandaskan pada peraturan
perundang-undangan yang berlaku dan etika bisnis
yang baik. Untuk menjaga integritasnya, perusahaan
mewajibkan seluruh insan perusahaan agar dalam
melakukan aktivitas bisnis selalu berlandaskan asas
kejujuran, konsesional, kreatif, tangguh, dan tanggung
jawab sesuai budaya perusahaan.
In conducting its various business activities, the Company
always refers to laws and regulations in effect and good
business ethics. To maintain its integrity, the Company
obliges all Company personnel to conduct business
activities in accordance to principles of honesty,
concession, creativity, tenacity, and responsibility as
found in its corporate culture.
Berbagai bentuk tindakan yang melanggar peraturan
perundang-undangan maupun etika bisnis yang baik
akan ditindak secara tegas sesuai kebijakan Perusahaan
yang berlaku.
Various types of actions violating laws and regulations
or good business ethics will be reprimanded firmly in
accordance to Company policies in effect.
KEBIJAKAN DALAM MELAKSANAKAN PRINSIP INTEGRITAS BISNIS
Policies on Business Integrity Principles
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sesuai peraturan perundang-undangan.
1.
In conducting its business activities, the Company must abide by the Corporate
Culture by striving for ethical methods, compliance to law, healthy competition
and creation of a competitive market to prevent conflicts of interest and prioritize
Company interests.
2. All business activities of the Company must conform to the achievement of quality,
time and culture targets.
3. All SUCOFINDO personnel are obliged to comply with the Company’s code
of conduct and support principles of business competition in accordance
to laws and regulations in effect at all times.
261
SISTEM PENGENDALIAN INTERNAL
DAN PELAPORAN PELANGGARAN
Internal Control System and Violation Report
Pengendalian Internal merupakan proses yang dirancang
untuk menjamin tercapainya tujuan perusahaan secara
efektif dan efisien. Sistem Pengendalian Internal
yang efektif memungkinkan pengawasan (monitoring)
dilakukan secara akurat dan memadai, sehingga risiko
kerugian perusahaan dapat dikurangi.
Internal Control is a process designed to ensure the
achievement of Company purposes in an effective and
efficient manner. An effective internal control system
enables monitoring to be conducted accurately and
adequately, reducing the risk of Company losses.
Pengendalian Internal merupakan suatu mekanisme
pengawasan yang ditetapkan oleh manajemen puncak
secara berkesinambungan dalam bentuk sistem dan
prosedur operasional dengan tujuan:
Internal Control is a supervising mechanism established
by top-level management in a sustainable manner
through a system and operating procedures with the
purpose of:
1.
1.
Menjamin kepatuhan terhadap peraturan
perundang-undangan yang berlaku.
dan
Ensuring compliance towards laws and regulations in
effect
2. Menjamin tersedianya informasi keuangan dan
laporan manajemen yang benar, lengkap, tepat
waktu, dan relevan dalam rangka pengambilan
keputusan yang dapat dipertanggungjawabkan.
2. Ensuring the availability of accurate, complete,
punctual and relevant financial information and
management report to achieve accountable decision
making
3. Meningkatkan efektivitas dan efisiensi penggunaan
asset dan sumber daya yang ada dalam rangka
melindungi perusahaan dari risiko kerugian.
3. Increasing effectiveness and efficiency in the use of
assets and resources provided in order to protect the
Company from the risk of losses.
SUCOFINDO telah mempersiapkan penerapan sistem
pelaporan pelanggaran, atau whistle-blowing system
(WBS) dalam rangka mendukung implementasi GCG
berkaitan dengan penegakan prinsip transparansi dan
akuntabilitas. Penerapan WBS juga berlaku sebagai
upaya untuk memitigasi potensi risiko dan menciptakan
lingkungan Perusahaan yang bersih dari praktik KKN
(Korupsi, Kolusi dan Nepotisme) serta perilaku tidak etis
lainnya.
SUCOFINDO has prepared to implement a whistle-blowing
system (WBS) in order to support the implementation of
GCG, specifically in upholding principles of transparency
and accountability. The implementation of a WBS also
serves as an effort to mitigate potential risks and create
a Company environment free from Corruption, Collusion
and Nepotism (KKN) along with other unethical behavior.
262
DASAR PEMBENTUKAN WBS
FOUNDATION FOR ESTABLISHING OF THE WBS
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Wistle Blowing System (WBS) merupakan bentuk upaya
Perusahaan dalam menegakkan prinsip GCG, khususnya
yang berkaitan dengan integritas dan transparansi,
untuk menciptakan situasi kerja yang bersih dan
bertanggungjawab.
6çU\Xb_e^VB^GYWWBS
The whistleblowing system (WBS) serves as part of the
Company’s efforts in upholding GCG principles, especially
pertaining to integrity and transparency, to create a clean
and responsible work situation.
WBS merupakan bagian dari pengendalian internal
perusahaan khususnya mengurangi resiko terhadap
pelanggaran, sebagai salah satu alat yang ampuh
dalam mencegah dan mendeteksi potensi terjadinya
pelanggaran etika dan hukum di Perusahaan.
The WBS is a part of the Company’s internal control
system, specifically in reducing the risk of violations as an
effective tool in preventing and detecting potential ethical
and legal violations within the Company.
Peningkatan kepatuhan dan kesesuaian terhadap
pedoman etika perusahaan (ethical conformance).
Tuntutan
peraturan
perundang-undangan
(legal
compliance), dan sebagai salah satu alat untuk
meningkatkan kinerja perusahaan.
The WBS is also intended to achieve improved legal
compliance and ethical conformity towards and is used to
improve Company performance.
Tujuan WBS.
Ceb`_cWBåJ6F.
-
Memastikan
kejelasan
struktur
tata
kelola
Sistem Pelaporan Atas Dugaan Penyimpangan
(Whistleblowing System).
-
Confirming a clear management structure for a
suspected violation reporting system (whistleblowing
system)
-
Menciptakan iklim yang kondusif dan mendorong
pelaporan terhadap hal-hal yang dapat menimbulkan
kerugian finansial maupun non-finansial, termasuk
hal-hal yang dapat merusak citra perusahaan.
-
Creating a conducive and encouraging environment
for reporting matters which may incur financial or
non-financial losses, including damage towards the
Company’s image
-
Mempermudah manajemen untuk menangani secara
efektif laporan pelanggaran dan sekaligus melindungi
kerahasiaan identitas pelapor serta tetap menjaga
informasi ini dalam arsip khusus yang dijamin
keamanannya.
-
Assisting the management in effectively handling
violation reports and simultaneously protecting
the secrecy of identity for whistleblowers while
maintaining the information in a dedicated archive
with guaranteed security
-
Membangun suatu kebijakan dan infra struktur untuk
melindungi pelapor dari balasan pihak-pihak internal
maupun eksternal.
-
Developing policies and infrastructure to protect
whistleblowers from repercussions from internal and
external parties
-
Meningkatkan reputasi perusahaan.
-
Improve the Company’s reputation
-
Mencegah terjadinya kerugian perusahaan.
-
Prevent Company losses
Pembentukan WBS
Formation Of WBS
Pembentukan WBS sudah direncanakan dan sedang
dibentuk mekanisme pelaporannya untuk dilaksanakan
mulai tahun 2015.
Formation of a WBS has been planned and undertaken.
A reporting mechanism has been formulated for
implementation starting in 2015.
263
TATA KELOLA TEKNOLOGI
INFORMASI
Information Technology Management
Persaingan usaha yang semakin ketat dewasa ini
mendorong setiap perusahaan untuk mempunyai
suatu tools yang akan mempermudah perusahaan
dalam melakukan usahanya, salah satunya dengan
peningkatan Teknologi Informasi. Dengan penguasaan
Teknologi Informasi maka perusahaan akan dengan
mudah terhubung dan berkomunikasi.
Growing business competition in recent days have
pressured all corporations to have the tools that can make
it easier for them to conduct their businesses, including
the increased use of Information Technology. Mastery of
Information Technology provides ease of connection and
communication for the Company.
SUCOFINDO menyadari akan kebutuhan ini dan telah
membentuk Divisi Informasi dan Solusi Bisnis (ISB) untuk
mengelola Teknologi Informasi SUCOFINDO. Kehadiran
Divisi ISB diharapkan membantu antara lain, proses
pengambilan keputusan
berbasis informasi yang
memadai (well informed decision making), manajemen
pengetahuan (knowledge management), dan layanan
teknologi informasi untuk operational excellence. Hal ini
tergambarkan dalam tiga pilar utama teknologi informasi
(TI) SUCOFINDO.
SUCOFINDO has realized this need and has formed
the Information and Business Solutions (IBS) Division to
manage SUCOFINDO’s Information Technology. The
presence of this division is expected to facilitate wellinformed decision making, knowledge management,
and information technology services for operational
excellence. This is depicted below as SUCOFINDO’s
three main pillars of information technology (IT).
TI untuk Operational Excellent
IT for Operational Excellence
Tiga Pilar Utama TI
SUCOFINDO
Three Main Pillars of IT
TI Untuk
Kolaborasi dan Manajemen
IT for Collaboration and Management
TI untuk Analisa dan Penentu
Keputusan Strategik
IT for Analysis and Strategic Decision Making
Visi Divisi ISB adalah Menjadi mitra unit kerja dalam
menunjang proses bisnis prima dan peningkatan kinerja
bisnis Perusahaan dengan tata kelola TI yang memenuhi
standar BUMN.
The vision of the IBS Division is to become a partner for
work units in supporting prime business processes and
improving business performance of the Company through
IT management fulfilling SOE standards.
Untuk mencapai visi tersebut, misi Divisi ISB adalah
sebagai berikut:
To achieve this vision, the IBS Division has formulated the
following mission statements:
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upaya mendukung sistem peningkatan kinerja
organisasi yang memberikan nilai tambah bisnis
perusahaan melalui :
Provide information technology services in order to
support organizational performance improvement
efforts giving added value to the Company’s business
through:
264
1. Integrasi Sistem TI
2. Penyediaan layanan TI prima kepada Pengguna
3. Penyediaan media kolaborasi antara pegawai
SUCOFINDO, Pelanggan, Mitra Kerja Strategis dan
Supplier
1. IT system integration
2. Provision of prime IT services to users
3. Provision of media for collaboration between
SUCOFINDO employees, customers, strategic
business partners and suppliers
@W]Tç^Xe^ Vç^ @W]TZ^ç F8@!G< cWTçXçZ 5cWd
Berharga dalam mendukung Sasaran Bisnis
Perusahaan
Building and developing IT human resources as
valuable assets supporting the achievement of the
Company’s business targets
8ZfZcZ <F6 dWæçY ]W^èece^ `Wdç [çæç^ roadmap)
pengembangan TI SUCOFINDO yang terdiri dari
dukungan prima kepada kebutuhan internal pada
2014 dan 2015, membangun fokus dukungan kepada
Unit Bisnis ( Excellent Business Support ) pada 2016
dan 2017 , menuju kemitraan prima dengan unit bisnis
pada 2018 dan 2019.
The IBS Division has constructed a roadmap for
SUCOFINDO’s IT development, which consists of
giving prime support towards internal needs in 2014
and 2015, developing focus on supporting Business
Units (Excellent Business Support) in 2016 and 2017,
and heading towards prime partnership with business
units in 2018 and 2019.
CWdç[çæç^dWbcWTedVZXç]Tçb\ç^cW`WbdZVZTçgçYZ^Z
GYWb_çV]çÙç^TWVW`ZUdWVçcå_ææ_gc
2015-2016
Excellent Internal
Support
2017
Excellent External Support
2017
Excellent Business
Support
2017
Excellent Business Support
Perusahaan telah menyusun program kerja jangka
panjang (Master Plan TI 2015-2019) dan kebijakankebijakan yang dibutuhkan untuk melaksanakan
roadmap tersebut. Kebijakan tersebut terbagi dalam
dua kelompok yaitu Kebijakan Strategis dan Kebijakan
Operasional. Secara singkat, kebijakan tersebut
dirangkum dalam tabel berikut.
2018-2019
Excellent Business
Cçbd^WbcYZ`
2018-2019
Excellent Business Partnership
The Company has compiled a long term work program
(2015-2019 IT Master Plan) and necessary policies to
implement this roadmap. These policies can be divided
into two groups, namely Strategic Policies and Operational
Policies. In short, the policies have been summarized in
the following table.
KEBIJAKAN STRATEGIS STRATEGIC POLICIES
Kebijakan Tata Kelola TI
IT Management Policies
Kebijakan Organisasi dan SDM
HR and Organization Policies
Kebijakan Perencanaan Strategis TI
IT Strategic Planning Policies
Kebijakan Arsitektur Informasi
Kebijakan Arsitektur TI
Kebijakan Pengelolaan Investasi TI
Kebijakan Pengelolaan Risiko TI
Information Architecture Policies
IT Architecture Policies
IT Investment Management Policies
IT Risk Management Policies
KEBIJAKAN OPERASIONAL OPERATIONAL POLICIES
Kebijakan Keamanan Informasi
Kebijakan Dukungan Layanan TI
Kebijakan Standar TI
Kebijakan Pengembangan Aplikasi
Kebijakan Pengelolaan Aset TI
Kebijakan Monitoring dan Evaluasi Kinerja TI
Kebijakan Penggunaan Pihak Ketiga
Kebijakan Pengelolaan Kepatuhan terhadap
Standar Nasional dan Internasional
Information Security Policies
IT Service Support Policies
IT Standards Policies
Application Development Policies
IT Asset Management Policies
IT Performance Monitoring and Evaluation Policies
Third Party User Policies
Management of Compliance towards National
and International Standards Policies
Pengelolaan TI di SUCOFINDO diatur dalam tiga tingkatan
manajemen sebagaimana tergambarkan dalam bagan
berikut.
265
IT Management in SUCOFINDO is regulated at three levels
of management as depicted in the following diagram.
Kebijakan / Pedoman
Policy / Guideline
Standar
Standard
Standar
Standard
Prosedur
Procedure
Standar
Standard
Prosedur
Procedure
Intruksi
Instruction
Unit Kerja
Work Unit
PROGRAM TI 2014
IT PROGRAMS IN 2014
Program TI yang diselenggarakan sepanjang tahun
2014 bertujuan untuk mendukung kegiatan operasional
Perusahaan. SUCOFINDO telah melaksanakan program
dan kegiatan yang berkaitan dengan aspek TI sebagai
berikut:
The IT Programs held throughout 2014 has the purpose
of supporting the Company’s operational activities.
SUCOFINDO has conducted programs and activities
related to IT, as follows:
1)
1)
Pengembangan TI Unit
pemenangan persaingan
Bisnis
dalam
rangka
Development of Business Unit IT in order to overcome
competition
2) Pengembangan TI Unit Pendukung dalam rangka
efisiensi dan efektifitas sistem kerja
2) Support Unit IT Development for efficiency and
effectiveness of work systems
3) Penyesuaian integrasi aplikasi bisnis inti terkait
reorganisasi 2014
3) Adjustment of core business application integration in
relation to 2014 reorganization efforts
4) Pengkajian dan persiapan penerapan Sistem ERP
(Enterprise Resource Planning)
4) Review and preparation for ERP (Enterprise Resource
Planning) System implementation
5) Penyiapan Infrastruktur untuk penerapan Sistem ERP
5) Preparation of
implementation
6) Audit TI dalam rangka kepatuhan Tata Kelola dan
Manajemen Risiko TI
6) IT Audit for compliance towards IT Governance and
Risk Management
7) Penyusunan Disaster Recovery Plan
7) Compilation of Disaster Recovery Plan
infrastructure
for
ERP
System
266
AKSES INFORMASI DAN DATA
Access to Information and Data
Sebagai manifestasi dari penerapan prinsip transparansi
atau keterbukaan dalam praktik terbaik GCG bagi
SUCOFINDO diantaranya dengan pengelolaan informasi
secara tepat dan kemudahan akses bagi seluruh
pemangku kepentingan.
As a manifestation of principles of transparency and
openness in GCG best practices, SUCOFINDO has
provided accurate information management and ease of
access for all stakeholders.
MEDIA INFORMASI
INFORMATION MEDIA
SUCOFINDO memberikan Informasi terkait aktivitas
perusahaan untuk dapat diakses oleh para pemangku
kepentingan melalui situs Perusahaan:www.Sucofindo.
com dan portal internal SUCOFINDO. Terdapat media
untuk penyediaan informasi publik agar dapat diperoleh
dengan cepat dan tepat waktu, biaya ringan, dan cara
sederhana melalui website www.sucofindo.co.id dan
social media lain seperti : Facebook : https: / / www.
facebook.com / SUCOFINDO dan Twitter : https: / / twitter.
com / SUCOFINDO.
SUCOFINDO has provided information pertaining
to Company activities accessible by stakeholders
through the Company website: www.sucofindo.com
and SUCOFINDO’s internal portal. Media for providing
information to the public in a swift, punctual, low-cost
and simple manner include the website www.sucofindo.
co.id and social media such as Facebook: https: / / www.
facebook.com / SUCOFINDO and Twitter: https: / / twitter.
com / SUCOFINDO.
Informasi penting Perusahaan melalui media internal
Perusahaan yaitu LENSA. Untuk mengkomunikasikan
kebijakan penting Perusahaan kepada karyawan,
Perusahaan menyelenggarakan pertemuan morning
call. Dalam morning call tersebut dibahas kebijakan
/ kebijakan penting Perusahaan. Untuk stakeholders
lainnya, penyampaian kebijakan penting disampaikan
melalui surat, iklan dan email. Informasi yang disediakan
dalam website Perusahaan dan bumn.go.id dimutahirkan
secara berkala.
Important information regarding the Company can be
found through the Company’s internal medium, LENSA.
To communicate important policies to employees,
SUCOFINDO has conducted morning call meetings.
During these morning calls, important policies from
SUCOFINDO are discussed. For other stakeholders,
information on important policies are distributed through
mail, advertisement and email. Information provided
on the Company website and bumn.go.id are updated
periodically.
Informasi mengenai Perusahaan dapat pula diakses
melalui media informasi yang dikelola oleh perusahaan,
yakni www.sucofindo.co.id dan newsletter LENSA.
Information concerning the Company can also be
accessed through information media managed by the
Company such as www.sucofindo.co.id and the LENSA
newsletter.
267
PENERBITAN LAPORAN TAHUNAN
PUBLICATION OF ANNUAL REPORT
SUCOFINDO telah menyusun dan menerbitkan Laporan
Tahunan yang menyajikan informasi-informasi terkait
pencapaian kinerja operasional dan keuangan, profil
perusahaan, laporan Sumber Daya Manusia (SDM),
Analisis dan Pembahasan kegiatan usaha dan keuangan,
implementasi Tata Kelola Perusahaan yang Baik (Good
Corporate Governance), dan praktik Tanggung Jawab
Sosial (Corporate Social Responsibility) di lingkungan
Perusahaan, yang disusun mengacu pada peraturan
Bapepam-LK dan Global Reporting Initiative (GRI).
SUCOFINDO has compiled and published Annual
Reports which present relevant information towards the
achievement operational and financial performance
targets, Company profile, human resources (HR), analysis
and discussion of business and financial activities,
implementation of good corporate governance (GCG),
and corporate social responsibility (CSR) practices within
the Company environment. These reports are compiled
based on Bapepam-LK and Global Reporting Initiative
(GRI) regulations.
PERNYATAAN FINANSIAL
FINANCIAL STATEMENT
Di dalam Laporan Tahunan Terintegrasi disampaikan
informasi Pernyataan Finansial (Financial Statement)
Perusahaan. Pernyataan finansial disusun sesuai
International Financial Reporting Standard (IFRS).
Enclosed in the Integrated Annual Report is the
Financial Statement of the Company. The Company’s
financial statement has been compiled in accordance to
International Financial Reporting Standards (IFRS).
Melalui Pernyataan Finansial di dalam Laporan Tahunan
Terintegrasi 2014, SUCOFINDO telah menyampaikan
laporan keuangan dan informasi mengenai kondisi
keuangan perusahaan kepada para pemangku
kepentingan.
Through the Financial Statement within the 2014
Integrated Annual Report, SUCOFINDO has provided a
financial report and information on its financial conditions
to stakeholders.
268
KEPATUHAN PADA HUKUM DAN
PERUNDANG UNDANGAN
Legal Compliance
Sebagai badan usaha yang didirikan melakukan
kegiatan bisnisnya sesuai dengan maksud tujuan
pendirian perusahaan dan tidak bertentangan dengan
peraturan perundang-undangan, ketertiban umum dan
/ atau kesusilaan. SUCOFINDO selalu memperhatikan
kepatuhan pada ketentuan hukum dan perundangundangan yang berlaku di Indonesia.
As a business enterprise founded to conduct business
activities in accordance to the purpose of the Company’s
establishment without violating laws and regulations in
effect, general order and / or norms, SUCOFINDO has
always observed its compliance towards legal provisions
and laws and regulations in effect in Indonesia.
Seluruh insan SUCOFINDO melandaskan segala aktivitas
bisnisnya berpijak kepada Anggaran Dasar Perusahaan,
Kebijakan RUPS, Peraturan-peraturan Perusahaan dan
perundang-undangan yang berlaku, di dalam segala
aktivitas baik dalam kegiatan operasional maupun dalam
pengambilan kebijakan dan kegiatan keuangan.
All SUCOFINDO personnel shall base all their business
activities on the Articles of Association of the Company,
GMS Policies, Company Regulations and laws and
regulations in effect in operational activities, financial
activities and policy making.
Kebijakan dalam melaksanakan Prinsip Kepatuhan
Perusahaan pada Hukum dan peraturan Perundangundangan
Policies on the Principle of Legal Compliance towards
Laws and Regulations
1.
1.
PT SUCOFINDO (Persero) dalam melaksanakan
kegiatan usaha sesuai dengan maksud dan
tujuan perseroan dan seluruh kegiatan lainnya
wajib mematuhi Anggaran Dasar, kebijakan RUPS,
Peraturan-peraturan Perusahaan dan Perundangundangan.
2. Tidak ada kebijakan Perusahaan yang didasari
selain dari kepatuhan terhadap hukum dan
peraturan perundang-undangan yang berlaku.
PT SUCOFINDO (Persero), in conducting business
activities in accordance to the purpose and
objectives of the Company and all other activities, is
obliged to comply with the Articles of Association of
the Company, GMS Policies, Company Regulations
and laws and regulations in effect.
2. No Company policies are based on anything
other than legal compliance towards laws and
269
PERKARA PENTING DAN KEPATUHAN PADA
HUKUM
NOTABLE CASES AND LEGAL COMPLIANCE
Selama tahun 2014 Perusahaan tidak pernah berhadapan
dengan permasalahan hukum sehingga mendapatkan
sanksi denda finansial maupun sanksi hukum lain, terkait
dugaan ketidakpatuhan terhadap kebijakan.
Throughout 2014, the Company has faced no legal
issues incurring financial or other legal sanctions due to
allegations of policy violations.
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SUCOFINDO menindaklanjuti setiap perubahan regulasi
dengan melakukan penyesuaian-penyesuaian sehingga
tidak mempengaruhi proses kegiatan operasional yang
dilaksanakan.
SUCOFINDO has followed up all changes to regulations
by making adjustments to ensure that processes in
operational activities remain unaffected.
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1
Peraturan Menteri ESDM No.1 / 2014 tentang peningkatan Menyesuaikan ke dalam kegiatan inspeksi yang dilakukan oleh
nilai tambah mineral melalui kegiatan pengolahan dan SUCOFINDO, misalnya sejak dikeluarkannya peraturan tersebut
pemurnian di dalam negeri.
berarti ada pelarangan eksport mineral mentah, sehingga
SUCOFINDO tidak boleh melakukan inspeksi untuk meniral murni.
Minister of Energy and Mineral Resources Regulation Adjusting inspection activities conducted by SUCOFINDO. For
1 / 2014 regarding Added Value to Minerals through example, since the issuance of the regulation, export of raw
Domestic Processing And Refining Activities
minerals is prohibited and SUCOFINDO will therefore no longer
conduct inspections on raw minerals.
2
Peraturan Menteri Perdagangan No: 48 Tahun 2014,
tentang ketentuan umum verifikasi atau penelusuran
teknis di bidang perdagangan, tanggal 8 Agustus 2014.
Minister of Trade Regulation 48 / 2014 regarding General
Provisions on Verification And Technical Investigation in
Trade, issued August 8, 2014
SUCOFINDO sebagai lembagai inspeksi harus terakreditasi
ISO17020 untuk ruang lingkup pemeriksaan komoditi yang
dipersyaratkan dalam Peraturan menteri Perdagangan tersebut.
SUCOFINDO as an inspection body has to be accredited based on
ISO 17020 for commodity inspection as required within the Minister
of Trade regulation.
270
TANGGUNG
JAWAB SOSIAL DAN
LINGKUNGAN
Corporate Social and Environmental Responsibility
Tanggung Jawab Sosial dan Lingkungan
/ corporate social and environmental responsibility
271
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272
PEMENUHAN TANGGUNG JAWAB
SOSIAL DAN LINGKUNGAN
Fulfillment of Social and
Environmental Responsibility
SUCOFINDO berkomitmen melaksanakan pemenuhan
tanggung jawab sosial dan lingkungan (TJSL), yang
merupakan salah satu aspek penting dalam pelaksanaan
tata kelola perusahaan yang baik.
SUCOFINDO is committed to fulfilling its corporate social
and environmental responsibility (CSER) as one of the
core aspects in the implementation of good corporate
governance.
SUCOFINDO melaksanakan kegiatan tanggung jawab
sosial perusahaan melalui Program Kemitraan dan Bina
Lingkungan (PKBL). Program ini telah dilaksanakan sejak
tahun 1991 dan upaya peningkatan terus dilakukan
secara berkelanjutan demi menjangkau masyarakat dan
lingkungan yang lebih luas.
SUCOFINDO has fulfilled its corporate social responsibility
through the Partnership and Community Development
Program (PKBL). The program has been conducted since
1991 and efforts to improve the program have been
continuously made in order to expand its social and
environmental outreach.
DASAR ACUAN
LEGAL FOUNDATION
1.
1.
Undang-Undang No.25 Tahun 2007 tentang
Penanaman Modal. Pasal 15 (b) menjelaskan bahwa
setiap penanam modal berkewajiban melaksanakan
tanggung jawab sosial perusahaan.
Law 25 / 2007 regarding Investments. Article 15 (b)
explains that all investors have the obligation to carry
out corporate social responsibility.
2. Pengertian tanggung jawab sosial perusahan:
adalah tanggung jawab yang melekat pada
setiap perusahaan penanaman modal untuk tetap
menciptakan hubungan yang serasi, seimbang, dan
sesuai dengan lingkungan, nilai, norma, dan budaya
masyarakat setempat.
2. Corporate social responsibility is defined as:
responsibility inherent to all investing companies
in order to create a harmonious, balanced and
accordant relationship with the environment, values,
norms and culture of the local community
3. UU No.40 Tahun 2007 tentang Perseroan Terbatas.
Pasal 74 mengatur tentang perusahaan yang
bergerak dalam bidang sumber daya alam wajib
melaksanakan Tanggung Jawab Sosial dan
Lingkungan yang dianggarkan dan diperhitungkan
sebagai biaya perusahaan yang pelaksanaannya
dilakukan dengan memperhatikan kepatutan dan
kewajaran.
3. Law 40 / 2007 regarding Limited Liability Companies.
Article 74 dictates that a company acting in the natural
resources sector is obliged to fulfill its Corporate
Social and Environmental Responsibility, which must
be budgeted and calculated as part of corporate
expenditure and implemented with consideration
towards propriety and reason.
4. Peraturan Menteri Negara BUMN Nomor: PER-08
/ MBU / 2013 tanggal 10 September 2013 tentang
Perubahan Keempat Atas Peraturan Menteri Negara
BUMN
4. Minister of SOE Regulation PER-08 / MBU / 2013
issued on September 10, 2013, regarding the Fourth
Amendment of Minister of SOE Regulation
273
PROGRAM KEMITRAAN DAN
BINA LINGKUNGAN
Partnership and Community
Development
KEBIJAKAN PKBL PKBL POLICIES
VISI
Vision
Menjadi Pembina dan Pengembang Usaha Kecil layak bina menjadi Usaha
Kecil yang tangguh, mandiri dan layak kredit sehingga dapat membina Usaha
Kecil sejenis lainnya.
To develop and guide all Small Businesses with the potential of becoming strong,
independent, and credit-worthy businesses capable of developing other Small
Businesses of their kind.
MISI Mission
1.
Membina Usaha Kecil menjadi Usaha Kecil yang tangguh, mandiri dan layak kredit sehingga
dapat membina Usaha Kecil lainnya melalui sinergi pengembangan usaha dengan pembentukan
cluster binaan.
2. Berperan aktif dalam meningkatkan kualitas hidup dalam kehidupan masyarakat dan memelihara
keseimbangan alam.
3. Menjalankan program PKBL yang memperkuat strategi perusahaan dan meningkatkan Corporate
Image yang positif di masyarakat melalui pemberdayaan masyarakat sekitar perusahaan guna
terciptanya iklim usaha yang kondusif bagi kelangsungan usaha PT SUCOFINDO (Persero)
1.
To develop Small Businesses into becoming strong, independent, and credit-worthy, capable of developing
other Small Business of their kind by utilizing synergized business development through the formation of
development clusters.
2. To play an active role in improving the community’s quality of life and conserving environmental balance.
3. To implement PKBL programs which strengthen the Company’s strategies and develop a positive
Corporate Image among the public through the empowerment of the surrounding community in
order to produce a conducive business climate towards the sustainability of PT SUCOFINDO
(Persero)’s business.
STRUKTUR ORGANISASI PKBL
PKBL ORGANIZATIONAL STRUCTURE
Pelaksanaan PKBL menjadi tugas dan tanggung jawab
Unit Program Kemitraan dan Bina Lingkungan, dipimpin
oleh Kepala Unit dan bertangung jawab terhadap Direktur
Sumber Daya dan Keuangan. Dalam pelaksanaan
tugasnya, Kepala Unit PKBL dibantu oleh:
The implementation of PKBL falls under the duty
and responsibility of the Partnership and Community
Development (PKBL) Unit, led by a Unit Head and directly
responsible to the Director of Resources and Finance.
In performing all duties, the Head of the PKBL Unit is
supported by the:
1. Finance and Administration Sub-Section
2. Operational Sub-Section
1. Sub bagian Keuangan dan Administrasi
2. Sub bagian Operasional
274
RUANG LINGKUP
SCOPE OF PKBL
Pelaksanaan PKBL diselenggarakan dengan melakukan
analisis, menyusun perencanaan, pelaksanaan program
hingga melakukan evaluasi pelaksanaan kegiatan.
Secara garis besar, program PKBL perusahaan fokus
beberapa bidang utama, yaitu:
The implementation of PKBL consists of analysis, planning,
program execution and evaluation of conducted activities.
In general, the Company’s PKBL programs are focused on
several main areas, namely:
1. Bidang Program Kemitraan
2. Bidang Program Bina Lingkungan
1. Partnership Programs
2. Community Development Programs
PELAKSANAAN PKBL 2014
PKBL IMPLEMENTATION IN 2014
Pada tahun 2014, kebijakan SUCOFINDO adalah
memfokuskan PKBL pada masyarakat di area Ring
1 perusahaan dan lingkungan sosial disekitar lokasi
mitra binaan berada. Hal ini dilakukan secara sinergis
dengan program CSR yang mendukung keberlanjutan
Perusahaan. Program yang lebih terfokus mendukung
kemudahan pengawasan dan kesinambungan program,
sehingga masyarakat dan lingkungan sosial di sekitar
lokasi mitra binaan berada, memperoleh manfaat lebih
dari program tersebut.
In 2014, SUCOFINDO has decided to focus its PKBL
activities on communities within the Ring 1 area of the
Company, and the social environment surrounding the
location of the development partner. In synergy with CSR
programs supporting the sustainability of the Company.
This is done for the purpose of ensuring that programs
and activities are more focused and supporting ease of
supervision and program continuation. Consequently, the
surrounding community will be able to gain more benefit
from the presence of the program.
PKBL dilaksanakan berdasar dari pemetaan dan analisa
lapangan, sehingga diharapkan program dan kegiatan
yang dilaksanakan betul-betul tepat sasaran. kegiatan
Rencana Kerja dan Anggaran (RKA) PKBL tahun 2014
telah ditetapkan oleh RUPS SUCOFINDO pada tanggal
12 Desember 2013.
PKBL has been conducted based on mapping and
analysis performed in the field. Thus, it is expected that
the programs and activities conducted are truly on target.
The PKBL Work Plan and Budget for 2014 has been
established through SUCOFINDO GMS held on December
12, 2013.
PROGRAM KEMITRAAN
PARTNERSHIP PROGRAMS
Program Kemitraan SUCOFINDO menggunakan dana
bergulir dan dilaksanakan dalam bentuk penyaluran
dana pinjaman dan pembinaan kepada usaha kecil pada
sektor industri, perdagangan, peternakan, pertanian,
perikanan, perkebunan, dan jasa di berbagai propinsi.
Tujuan dari pelaksanaan program ini adalah untuk
meningkatkan kemampuan usaha kecil agar menjadi
layak kredit dan mandiri.
SUCOFINDO’s Partnership Programs utilizes a revolving
fund and are implemented through the distribution of loans
and guidance for small businesses within the sectors of
industry, trade, livestock, agriculture, fishery, plantation,
and service industry in various provinces. The purpose
of conducting partnership programs is to increase the
ability of small businesses to become credit-worthy and
independent.
Selama tahun 2014, SUCOFINDO menyalurkan pinjaman
dana kepada 470 unit usaha kecil di 16 propinsi. Total
realisasi dana untuk Program Kemitraan ini mencapai
Rp16.461.000.000, realisasi dana ini meningkat 231%
dibandingkan realisasi dana yang dikucurkan pada tahun
2013 sebesar Rp7.131.500.000.
In 2014, SUCOFINDO has distributed loans to 470 units
of small businesses in 16 provinces. The total amount
of actual funds for Partnership Programs reached
Rp16,461,000,000, increasing by 231% compared to the
funds in 2013 amounting to Rp7,131,500,000.
275
Program Kemitraan tahun 2014
Partnership Programs in 2014
No
1
Program / Kegiatan
Program / Activity
Jumlah Anggaran
Total Funding
Pinjaman dana kepada 470 unit usaha kecil di 16 propinsi
Loans to 470 units of small businesses in 16 provinces
Rp16.461.000.000
Jumlah Total
Rp16.461.000.000
Sepanjang tahun 2014, sebanyak 11 unit usaha kecil mitra
binaan diikutsertakan dalam dua pameran berskala
nasional dan internasional untuk meningkatkan akses
pasar mitra binaan yaitu:
Throughout 2014, 11 units of small business partners
took part in two national and international exhibitions to
increase market access towards SUCOFINDO’s business
partners:
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Convention Centre Hall B tanggal 23-27 April 2014
yang diselenggarakan oleh PT Mediatama Bina
Kreasi dengan mengikutsertakan 6 (enam) unit usaha
kecil dari Propinsi DKI Jakarta, Jawa Tengah, Jawa
Timur, Bandar Lampung, dan Sumatera Selatan.
Transaksi penjualan retail pada kegiatan ini mencapai
Rp261.011.000. dan transaksi pemesanan sebesar
Rp72.710.000.
2014 INACRAFT exhibition at Jakarta Convention
Centre Hall B, held on April 23 - 27, 2014, by PT
Mediatama Bina Kreasi, with the participation of 6 (six)
small business units from the provinces of DKI Jakarta,
Central Java, East Java, Bandar Lampung, and South
Sumatra. Retail sale transactions during this event
reached a value of Rp261,011,000 whereas order
transactions amounted to Rp72,710,000
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Convention Centre tanggal 25-29 Juni 2014, dengan
mengikutsertakan 2 unit usaha kecil dari Propinsi DKI
Jakarta dengan transaksi penjualan retail sebesar
Rp15.089.000.
2014 ICRA Exhibition at Jakarta Convention Centre,
held on June 25 – 29, 2014, with the participation of 2
small business units from DKI Jakarta with retail sale
transactions amounting to Rp15,089,000
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November dengan mengikutsertakan 1 unit usaha
kecil dari Propinsi DKI Jakarta dengan transaksi
penjualan retail sebesar Rp5.000.000.
Harapan Kita Hospital Jakarta Anniversary Bazaar,
held on November 15, with the participation of
1 business unit from DKI Jakarta with retail sale
transactions amounting to Rp5,000,000
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Convention Centre tanggal 26-30 November 2014,
dengan mengikutsertakan 4 unit usaha kecil dari
Propinsi DKI Jakarta dan Provinsi Jawa Timur dengan
transaksi penjualan retail sebesar Rp51.470.000.
transaksi pemesanan sebesar Rp16.250.000.
2014 CRAFINA Exhibition at Jakarta Convention
Centre, held on November 26 – 30, 2014, with the
participation of 4 small business units from DKI Jakarta
and East Java, retail sale transactions amounting to
Rp51,470,000 and order transactions amounting to
Rp16,250,000
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tanggal 4-7 Desember 2014, dengan mengikutsertakan
1 unit usaha kecil dari Propinsi Bali.
&$%(FJ5EA5:9FG<I5?9hYZTZdZ_^Z^8W^`çcçb 6çæZ held on December 4 – 7, 2014, with the participation of
1 small business unit from the Bali Province.
Dalam rangka pembinaan kepada mitra binaan untuk
meningkatkan sumber daya manusia mitra binaan, pada
tahun 2014 telah diikutsertakan 40 unit usaha kecil dari
Propinsi Jawa Timur dalam ”Pelatihan Peningkatan Produk
Sapi Perah Melalui Optimalisasi Bioteknologi Produksi
dan Reproduksi Peternakan” yang diselenggarakan oleh
Fakultas Kedokteran Hewan-UNAIR, Jatim pada tanggal
17-18 Desember 2014 di Pasuruan, Jawa Timur.
In order to further develop SUCOFINDO’s partners in
improving their human resources, in 2014, 40 small
business units from the East Java Province participated
in “Training in Dairy Cattle Product Development through
Optimization of Production Biotechnology and Livestock
EW`b_VeUdZ_^ºYWæVTèdYW:çUeædè_åIWdWbZ^çbèFUZWÛW UNAIR, East Java, on December 17 – 18, 2014 at Pasuruan,
East Java.
276
PROGRAM BINA LINGKUNGAN
COMMUNITY DEVELOPMENT PROGRAMS
Program Bina Lingkungan tahun 2014 difokuskan pada
bantuan pendidikan dan / atau pelatihan, bantuan
peningkatan kesehatan, bantuan korban bencana
alam, bantuan pengembangan dan / atau prasarana
umum, bantuan sarana ibadah, bantuan pelestarian
alam, dan bantuan sosial kemasyarakatan dalam
rangka pengentasan kemiskinan. Perusahaan telah
mengalokasikan dana Program Bina Lingkungan sebesar
Rp2.100.000.000. dan telah terealisasikan sebesar
Rp1.620.094.000. Dana ini meningkat 146% dibandingkan
dana yang dikucurkan pada tahun 2013 sebesar
Rp1.110.738.000.
Community Development programs in 2014 were focused
on education and / or training aid, health improvement aid,
natural disaster relief, development of public infrastructure
and / or facilities, donation to places of worship,
environmental conservation aid, and humanitarian aid for
poverty alleviation. The Company has allocated a fund of
Rp2,100,000,000 for community development programs
with a realized amount of Rp1,620,094,000. The amount
of fund increased by 146% compared to that in 2013,
amounting to Rp1,110,738,000.
Dana ini disalurkan untuk bantuan korban bencana alam,
bantuan peningkatan pendidikan dan pelatihan, bantuan
peningkatan kesehatan, bantuan pengembangan
prasarana dan sarana umum, bantuan pengembangan
sarana ibadah, bantuan pelestarian alam dan bantuan
sosial kemasyarakatan dalam rangka pengentasan
kemiskinan.
The fund has been distributed for natural disaster relief,
improvement of education and training, improvement of
health, development of public facilities and infrastructure,
donation to places of worship, environmental conservation
and humanitarian aid for the purpose of poverty
alleviation.
Pemanfaatan Dana Bina Lingkungan Tahun 2014
Allocation of Community Development Funds in 2014
No
Bidang Kegiatan Bina Lingkungan
CSR Activity Sector
Jumlah Program / Kegiatan
Number of Programs / Activities
Anggaran
Fund
Persentase
Percentage
1
Bantuan Bencana Alam
Natural Disaster Relief
8
Rp247.500.000
15%
2
Pendidikan dan Pelatihan
Education and Training Aid
18
Rp373.800.000
23%
3
Peningkatan Kesehatan
Health Improvement Aid
3
Rp48.764.000
3%
4
Pengembangan sarana dan / atau prasarana umum
Development of Infrastructure and / or Facilities Aid
6
Rp374.570.000
23%
5
Bantuan Sarana Ibadah
Donation to Places of Worship
16
Rp312.500.000
19%
6
Bantuan Lingkungan Alam
Environmental Conservation Aid
1
Rp84.000.000
5%
7
Bantuan Sosial Kemasyarakatan dalam rangka
Pengentasan Kemiskinan
Humanitarian Aid for Poverty Alleviation
9
Rp178.960.000
11%
Jumlah Total
61
Rp1.620.094.000
100%
1. Bantuan Bencana Alam
1. Natural Disaster Relief
Bantuan Kemanusiaan kepada korban bencana
alam dilaksanakan sebagai bentuk kepedulian
SUCOFINDO terhadap musibah yang terjadi. Total
dana untuk bantuan kemanusiaan adalah sebesar
Rp247.500.000.
Humanitarian aid for natural disaster victims has been
conferred by SUCOFINDO in response to the occurring
incidents. The total amount of funds for humanitarian
aid was Rp247,500,000.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
No
Waktu Pelaksanaan
Date of Implementation
1.
15 Januari 2014
January 15, 2014
Bantuan kepada korban banjir di Kecamatan Pancoran, Jakarta Selatan
Donation to flood victims in the Pancoran Subdistrict, South Jakarta
Rp20.000.000
2.
16 Januari 2014
January 16, 2014
Bantuan kepada korban letusan Gunung Sinabung, Sumatera Utara
Donation to Mount Sinabung eruption victims, North Sumatra
Rp50.000.000
3.
21 januari 2014
January 21, 2014
Bantuan kepada korban korban banjir di Manado , Sulawesi Utara
Donation to flood victims in Manado, North Sulawesi
Rp15.000.000
4.
20 Januari 2014
January 20, 2014
Bantuan sembako kepada Yayasan Al Hayah-Hayatuna, Jl. Ciliwung, Cililitan,
Jakarta Timur
Donation of staple food items to Al Hayah-Hayatuna Foundation, Jl. Ciliwung,
Cililitan, East Jakarta
Rp10.000.000
277
5.
20 Februari 2014
February 20, 2014
Bantuan sembako kepada korban banjir di Semarang, Jawa Tengah
Donation of staple food items to flood victims in Semarang, Central Java
Rp12.500.000
6.
2 Desember 2014
December 2, 2014
Bantuan kepada korban Gunung Sinabung dan banjir bandang Aceh
Donation to Mount Sinabung eruption victims and Aceh flash flood victims
Rp50.000.000
7.
27 Februari 2014
February 27, 2014
Bantuan kepada korban erupsi Gunung Kelud, Jawa Timur
Donation to Mount Kelud eruption victims, East Java
Rp40.000.000
8.
23 Desember 2014
December 23, 2014
Bantuan dana korban bencana alam tanah longsor di Kabupaten
Banjarnegara Jawa Tengah
Donation to landslide disaster victims in Banjarnegara Regency, Central Java
Rp50.000.000
Jumlah Total
Rp247.500.000
2. Bantuan Pendidikan dan Pelatihan
2. Education and Training Aid
Pendidikan menjadi fokus sebagai upaya membantu
pemerintah Indonesia dalam memperbaiki Indeks
Pembangunan Manusia (IPM) Indonesia. Total dana
PKBL untuk bidang Pendidikan adalah sebesar
Rp373,800,000.
No
Waktu Pelaksanaan
Date of
Implementation
Education has become a point of focus as part of
the Company’s efforts to assist the government of
Indonesia in increasing its Human Development Index
(HDI). Total PKBL funding for the Education sector was
Rp373,800,000.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
1.
17 Maret 2014
March 17, 2014
Bantuan dana pembangunan kepada Yayasan Nur Hidayatullah, Citereup, Bogor.
Monetary development donation to Nur Hidayatullah Foundation, Citereup, Bogor
Rp25.000.000
2
22 April 2014
April 2, 2014
Bantuan dana pembangunan kepada YPI Ponpes Hikmatul Iman, Serang, Banten.
Monetary development donation to the Hikmatul Iman Islamic Boarding School
Foundation, Serang, Banten..
Rp30.000.000
3.
8 Mei 2014
May 8, 2014
Bantuan sarana belajar kepada Madrasah Tsanawiyah Darul Jalal, Bekasi.
Study facility donation to Madrasah Tsanawiyah Darul Jalal, Bekasi.
Rp12.800.000
4
13 Mei 2014
May 13, 2014
Bantuan dana renovasi kepada PAUD Tunas Harapan, Ciracas, Jakarta Timur.
Monetary donation for renovation to PAUD Tunas Harapan, Ciracas, East Jakarta.
Rp8.000.000
5
20 Mei 2014
May 20, 2014
Bantuan sarana pendidikan kepada Madrasah Diniyah Babussalam, Pancoran,
Jakarta Selatan.
Educational facility donation to Madrasah Diniyah Babussalam, Pancoran, South Jakarta.
Rp5.000.000
6
25 Agustus 2014
August 25, 2014
Bantuan pengadaan monitor, alat bantu dll kepada Paud An- Nurika, Cilebut Timur, Bogor.
Procurement of monitors, aids, etc. to Paud An- Nurika, East Cilebut, Bogor.
Rp9.000.000
7
07 Agustus 2014
August 7, 2014
Bantuan pembangunan Laboratorium dan IT kepada Yayasan Aba muchsin, Surabaya,
Jawa Timur.
Laboratory and IT development donation to Aba Muchsin Foundation, Surabaya, East Java.
8
12 Agustus 2014
August 12, 2014
Bantuan tas sekolah dan alat tulis kepada Yayasan Al – Falah, Garut, Jawa Barat.
School bags and stationery donation to Al – Falah Foundation, Garut, West Java.
9
29 September 2014
September 29, 2014
Bantuan dana renovasi kepada Yayasan Pendidikan Selamat Sejahtera, Citeurep, Bogor.
Monetary donation for renovation to the Pendidikan Selamat Sejahtera Foundation,
Citeurep, Bogor.
Rp25.000.000
10
8 Oktober 2014
October 8, 2014
Bantuan dana renovasi ruang belajar untuk Yayasan Tamamul Ihsan, Kp Rambutan, Jakarta Timur.
Monetary donation for renovation of study rooms to the Tamamul Ihsan Foundation,
Kp. Rambutan, East Jakarta.
Rp20.000.000
11
09 Oktober 2014
October 9, 2014
Bantuan dana renovasi kepada Rumah Tahfidz Baitussalam, Cilodong, Depok.
Monetary donation for renovation to Rumah Tahfidz Baitussalam, Cilodong, Depok.
Rp20.000.000
12
21 Oktober 2014
October 21, 2014
Bantuan pengadaan meja dan kursi belajar kepada Yayasan PP At – Thawalib,
Denpasar, Bali.
Procurement of classroom desks and chairs to At – Thawalib Foundation, Denpasar, Bali.
Rp25.000.000
13
19 November 2014
November 19, 2014
Bantuan dana pembangunan ruang kelas kepada pondok pesantren Asy-Syuhada,
KpMakassar, Jakarta Timur.
Monetary donation for classroom construction to Asy-Syuhada Islamic boarding
school, Kp. Makassar, East Jakarta.
Rp30.000.000
14
21 November 2014
November 21, 2014
Bantuan dana untuk pembangunan asrama pondok pesantren Al-Manshuriyah,
Tangerang, Banten.
Monetary donation for dormitory construction to Al-Manshuriyah Islamic boarding
school, Tangerang, Banten.
Rp40.000.000
15
25 November 2014
November 25, 2014
Bantuan dana pembangunan gedung baru madrasah Ibtidaiyah Hidayatul
Mubtadi’aat, Tangerang, Banten
Monetary donation for new building construction to Madrasah Ibtidaiyah Hidayatul
Mubtadi’aat, Tangerang, Banten
Rp40.000.000
Rp15.000.000
Rp9.000.000
278
16
30 Desember 2014
December 30, 2014
Bantuan dana pendidikan dan pelatihan boarding school Al-Nahdlah Islamic, Depok, Bogor.
Donation of education and training funds to Al-Nahdlah Islamic boarding school,
Depok, Bogor
Rp20.000.000
17
30 Desember 2014
December 30, 2014
Bantuan dana pendidikan dan pelatihan kepada SMP Islam Al-Mujahidin Pamulang,
Tangerang, Banten.
Donation of education and training funds to Al-Mujahidin Pamulang Islamic Junior High
School, Tangerang, Banten.
Rp25.000.000
18
30 Desember 2014
December 30, 2014
Bantuan dana pendidikan dan pelatihan kepada TPQ AL-Munawwarah, Lumajang,
Jawa Timur.
Donation of education and training funds to TPQ AL-Munawwarah, Lumajang, East Java.
Rp20.000.000
Jumlah Total
Rp373.800.000
3. Bantuan Peningkatan Kesehatan
3. Health Improvement Aid
Kepedulian Perusahaan terhadap peningkatan
kesehatan masyarakat sekitar wilayah operasi.
Jumlah Dana untuk bidang Peningkatan Kesehatan
ini adalah sebesar Rp48.764.000.
The Company is concerned towards the surrounding
community’s health. The total amount of funds
allocated for Health Improvement was Rp48,764,000.
No
Waktu Pelaksanaan
Program / Kegiatan
Program / Activity
1.
22 Januari 2014
January 22, 2014
Bantuan biaya pengobatan atas nama Ahmad Sauki, Depok, Bogor.
Medical fees on behalf of Ahmad Sauki, Depok, Bogor.
Rp10.000.000
2.
28 Oktober 2014
October 28, 2014
Bantuan peningkatan kesehatan berupa pengobatan gratis yang
dilaksanakan di Graha SUCOFINDO, Jln. Raya Pasar Minggu, Jakarta
Selatan.
Health improvement in the form of free treatment conducted at Graha
SUCOFINDO, Jln. Raya Pasar Minggu, South Jakarta.
Rp18.764.000
3.
31 Desember 2014
December 31, 2014
Bantuan dana kesehatan transplantasi Kulit kepada Aisyah Rahmani di
Cilodong, Depok
Skin transplant medical assistance to Aisyah Rahmani from Cilodong,
Depok
Rp20.000.000
Jumlah Total
Rp48.764.000
4. Bantuan Pengembangan dan Sarana Umum
4. Development of Public Infrastructure and Facilities Aid
Sebagai wujud perhatian SUCOFINDO terhadap
kehidupan masyarakat sekitar, maka SUCOFINDO
memberikan bantuan sarana dan prasarana umum
yang totalnya mencapai Rp374.570.000.
No
Waktu Pelaksanaan
Date of
Implementation
Jumlah Dana
Total Funding
As a display of SUCOFINDO’s concern towards the
lives of the surrounding community, SUCOFINDO
has conferred donations for public facilities and
infrastructure totaling to Rp374,570,000.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
1.
28 April 2014
April 28, 2014
Bantuan dana untuk Pengembangan Prasarana dan Sarana Umum di wilayah tanah
wakaf, Tegal Parang, Jakarta Selatan
Donation of funds for public infrastructure and facility development in donated
wakaf land for public use, Tegal Parang, South Jakarta
2.
14 Oktober 2014
October 14, 2014
Bantuan sarana air bersih kepada kelompok ternak Suroyudo di Pasuruan, Jawa Timur
Donation of clean water facilities for Suroyudo livestock farmers in Pasuruan, East Java
Rp100.000.000
3.
14 Oktober 2014
October 14, 2014
Bantuan sarana air bersih kepada Hipam desa Kalipucang di Pasuruan, Jawa
Timur
8_^çdZ_^_åUæWç^gçdWbåçUZæZdZWcd_dYW>çæZèUç^XIZææçXW8bZ^\Z^XJçdWbHcWb
Community (HIPANG) in Pasuruan, East Java
Rp100.000.000
4.
12 November 2014
November 12, 2014
Bantuan sarana air bersih kepada pesantren santri asuh Sindangsari di Bandung,
Jawa Barat
Donation of clean water facilities to Sindangsari Islamic boarding school for
orphans in Bandung, West Java
Rp21.500.000
5.
04 Desember 2014
December 4, 2014
Bantuan mesin potong rumput kepada kelompok peternak sapi mitra binaan
SUCOFINDO Jawa Tengah.
Donation of grass cutting machines to SUCOFINDO’s partners in cattle farming, Central
Java.
Rp113.070.000
6.
31 Desember 2014
December 31, 2014
Bantuan dana sarana dan prasarana kepada TKAT / TPA Akhlakul Karimah, di
Pancoran Mas, Depok, Bogor.
Donation of infrastructure and facility funds to TKAT / TPA Akhlakul Karimah,
Pancoran Mas, Depok, Bogor.
Rp25.000.000
Jumlah Total
Rp15.000.000
Rp374.570.000
5. Bantuan Sarana Ibadah
Waktu Pelaksanaan
Date of
Implementation
279
5. Donations to Places of Worship
Tahun 2014, SUCOFINDO mengeluarkan dana untuk
peningkatan sarana ibadah sebesar Rp312.500.000.
No
In 2014, SUCOFINDO spent funds on the development
of places of worship amounting to Rp312,500,000.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
1.
20 Februari 2014
Februari 20, 2014
Bantuan perbaikan atap Masjid Al-Hanif di Sukmajaya, Depok
Donation for roof repair to Al-Hanif Mosque in Sukmajaya, Depok
2.
07 Maret 2014
March 07, 2014
Bantuan perbaikan Masjid Riyadhus Sholihin di Bogor
Donation for repairs to Riyadhus Sholihin Mosque in Bogor
3.
11 Maret 2014
March 11, 2014
Bantuan bahan bangunan kepada Masjid Agung Daaruttaqwa di Cibinong, Bogor
Donation of construction materials to Daaruttaqwa Grand Mosque in Cibinong, Bogor
Rp15.000.000
4.
12 Maret 2014
March 12, 2014
Bantuan bahan bangunan kepada Musholla Nur-Jannah di Cirebon, Jawa Barat
Donation of construction materials to Musholla Nur-Jannah in Cirebon, West Java
Rp10.000.000
5.
18 Maret 2014
March 18, 2014
Bantuan bahan bangunan kepada Musholla Nurul Anwar di Cibinong, Bogor
Donation of construction materials to Musholla Nurul Anwar in Cibinong, Bogor
6.
14 April 2014
April 14, 2014
Bantuan dana renovasi Musholla Nurul Kamal di Tanah Sereal, Bogor
Donation of renovation funds to Musholla Nurul Kamal in Tanah Sereal, Bogor
Rp20.000.000
7.
29 April 2014
April 29, 2014
Bantuan dana renovasi Musholla Al-Jihad di Teluk Pucung, Bekasi
Donation of renovation funds to Musholla Al-Jihad in Teluk Pucung, Bekasi
Rp20.000.000
8.
03 Juli 2014
July 3, 2014
Bantuan dana renovasi DKM Masjid Jami Al-Ikhlas, Gunung Sindur, Bogor
Donation of renovation funds to Jami Al-Ikhlas Mosque Committee, Gunung Sindur, Bogor
Rp15.000.000
9.
15 Juli 2014
July 15, 2014
Bantuan sarana ibadah kepada DKM Riyadhus Sholihin, Mimika, Papua.
Donation of worship facilities to the Riyadhus Sholihin Mosque Committee, Mimika, Papua.
Rp15.000.000
10.
26 September 2014
September 26, 2014
Bantuan dana renovasi Musholla Nurul Amal, Cipinang, Jakarta Timur
Donation of renovation funds to Musholla Nurul Amal, Cipinang, East Jakarta
Rp10.000.000
11.
11 November 2014
November 11, 2014
Bantuan dana renovasi Masjid Al-Faalah, Bojongsoang, Bandung, Jawa Barat
Donation of renovation funds to Al-Faalah Mosque, Bojongsoang, Bandung, West Java
Rp25.000.000
12.
13 November 2014
November 13, 2014
Bantuan dana pembangunan Masjid Jami’ Desa Ngembal, Pasuruan, Jawa Timur
Donation of development funds Jami’ Desa Ngembal Mosque, Pasuruan, East Java
Rp50.000.000
13.
02 Desember 2014
Desember 2, 2014
Bantuan dana renovasi Musholah Anur Karim Yaman, Caringin, Bogor
Donation of renovation funds to Musholah Anur Karim Yaman, Caringin, Bogor
Rp20.000.000
14.
11 Desember 2014
Desember 11, 2014
Bantuan dana renovasi Masjid Besar Nurul Amal, Cirebon, Jawa Barat
Donation of renovation funds to Nurul Amal Grand Mosque, Cirebon, West Java
Rp20.000.000
15.
18 Desember 2014
Desember 18, 2014
Bantuan dana pembangunan Masjid Al-Huda, Gunung Kidul, Yogyakarta
Donation of development funds to Al-Huda Mosque, Gunung Kidul, Yogyakarta
Rp20.000.000
16.
31 Desember 2014
Desember 31, 2014
Bantuan dana sarana ibadah berupa pembangunan MCK Mushollah
Baiturrahmah, Cilodong, Depok
Donation of worship facility through the construction of MCK Mushollah
Baiturrahmah, Cilodong, Depok
Rp30.000.000
Jumlah Total
1.
21 Desember 2014
December 21, 2014
Rp7.500.000
6. Environmental Conservation Aid
Kepedulian SUCOFINDO terhadap kelestarian
lingkungan hidup diwujudkan melalui kegiatan
pembangunan kebun raya dan hutan kota di
Kabupaten Kuningan, Jawa Barat. Total alokasi
dana untuk program pelestarian alam ini mencapai
Rp84.000.000 pada tahun 2014.
Waktu Pelaksanaan
Date of
Implementation
Rp5.000.000
Rp312.500.000
6. Bantuan Pelestarian Alam
No
Rp30.000.000
SUCOFINDO’s concern towards natural environment
conservation has been implemented by participating
in activities such as botanical garden and city forest
development in Kuningan Regency, West Java. The
total amount of funds allocated for this environmental
conservation program reached Rp84,000,000 in 2014.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
Bantuan untuk pembangunan kebun raya dan Hutan Kota Di Kabupaten Kuningan,
Jawa Barat
Donation for botanical garden and city forest development in Kuningan Regency,
West Java
Rp84.000.000
Jumlah Total
Rp84.000.000
280
7. Bantuan Sosial Kemasyarakatan Dalam Rangka
Pengentasan Kemiskinan
Perhatian Perusahaan terhadap kondisi sosial
kemasyarakatan sekitar sebagai wujud kepedulian,
total yang dikeluarkan sepanjang tahun 2014 adalah
sebesar Rp178.960.000
7. Humanitarian Aid for Poverty Alleviation
As a sign of the Company’s concern towards the social
conditions faced by the surrounding community, the
total amount of funds for social donations in 2014
amounted to Rp178,960,000.
Program / Kegiatan
Program / Activity
Jumlah Dana
Total Funding
No
Waktu Pelaksanaan
1.
12 Mei 2014 dan 10 Juni 2014
May 12, 2014 and June 10,
2014
Kegiatan berbagi sembako yang berlokasi di Masjid Al Hakim PT
SUCOFINDO, Jln Raya Pasar Minggu, Jkt Selatan periode Mei & Juni
Donation of staple food items at PT SUCOFINDO’s Al-Hakim Mosque, Jln
Raya Pasar Minggu, South Jakarta, for the May and June period
Rp40.000.000
2.
1 Juli 2014
July 1, 2014
Kegiatan Pasar Murah BUMN Kal-Bar dalam Menyambut Hari Raya Idul Fitri
1435 H tahun 2014 di Kota Pontianak
West Kalimantan SOE Bargain Market in commemoration of Eid-ul Fitr 1435
H, 2014, in Pontianak
Rp18.960.000
3.
7 Juli 2014
July 7, 2014
Pemberian Ta’jil dan buka puasa bersama di Majelis Ta’lim PT SUCOFINDO
Kantor Pusat, Jln Raya Pasar Minggu Kav 34, Jakarta Selatan.
Ramadan fast breaking at PT SUCOFINDO Head Office’s Majelis Ta’lim at
Jln Raya Pasar Minggu Lot 34, South Jakarta.
Rp15.000.000
4.
11 Juli 2014
July 11, 2014
Pemberian paket santunan anak yatim di DKM Asy-Syifaa, Tambun Selatan
Orphan relief packages distribution at DKM Asy-Syifaa, South Tambun
Rp5.000.000
5.
12 Agustus 2014
August 12, 2014
Kegiatan berbagi sembako periode Agustus di PT Sucocindo Kantor Pusat,
Jln Raya Pasar Minggu Kav 34, Jakarta Selatan.
Donation of staple food items for the August period at PT SUCOFINDO’s
Head Office, Jln Raya Pasar Minggu Lot 34, South Jakarta
Rp20.000.000
6.
18 September 2014
September 18, 2014
Kegiatan berbagi sembako periode September di PT SUCOFINDO SBU
Laboratorium Cibitung.
Donation of staple food items for the September period PT SUCOFINDO’s
SBU Laboratory, Cibitung
Rp20.000.000
7.
28 Oktober 2014
October 28, 2014
Kegiatan berbagi sembako periode Oktober di PT Sucocindo Kantor Pusat,
Jln Raya Pasar Minggu Kav 34, Jakarta Selatan.
Donation of staple food items for the October period at PT SUCOFINDO’s
Rp20.000.000
8.
27 November 2014
November 27, 2014
Kegiatan berbagi sembako periode November di PT Sucocindo Kantor
Pusat, Jln Raya Pasar Minggu Kav 34, Jakarta Selatan.
Donation of staple food items for the November period at PT SUCOFINDO’s
Rp20.000.000
9.
23 Desember 2014
December 23, 2014
Kegiatan berbagi sembako periode Desember di PT Sucocindo Kantor
Pusat, Jln Raya Pasar Minggu Kav 34, Jakarta Selatan
Donation of staple food items for the December period at PT SUCOFINDO’s
Rp20.000.000
Jumlah Total
Rp178.960.000
281
PEMENUHAN TANGGUNGJAWAB
KEPADA PRODUK DAN KONSUMEN
Fulfillment of Product and Consumer
Responsibility
Komitmen SUCOFINDO untuk memberikan layanan
yang bermanfaat dan tepat guna bagi setiap pelanggan
didukung dengan adanya tenaga-tenaga ahli yang andal
dan kompeten serta laboratorium pengujian terakreditasi,
dan fasilitas penunjang lainnya. SUCOFINDO menjamin
kualitas pelayanan kepada setiap pelanggan melalui
penerapan sistem manajemen berskala nasional dan
internasional.
SUCOFINDO commitment to provide beneficial and
effective services for all customers is supported by
the availability of reliable and competent experts
and accredited testing laboratories, along with other
supporting facilities. SUCOFINDO has ensured the quality
of its services to all customers through the implementation
of a national and international management system.
Fasilitas yang diberikan kepada pelanggan mencakup
jaminan kualitas produk, bantuan pelaksanaan kerja,
sistem manajemen keselamatan dan kesehatan kerja
(SMK3), dan kegiatan pendukung perdagangan. Melalui
berbagai layanan ini, SUCOFINDO membantu pelanggan
menjamin kualitas dan keamanan produknya dalam
mengurangi risiko dan memenuhi harapan pelanggan.
Facilities provided to customers include guarantee
of product quality, assistance in conducted work,
occupational health and safety management system
(SMK3), and supporting trade activities. Through these
various services, SUCOFINDO has supported the
customers by ensuring the quality and safety of its
products in reducing risks and fulfilling expectations from
customers.
PUSAT LAYANAN PELANGGAN
CUSTOMER SERVICE CENTER
SUCOFINDO menyediakan sarana untuk melayani
pelanggan, dalam menampung dan memberikan
alternatif solusi atas pengaduan dari pelanggan maupun
masyarakat. Pengaduan tersebut dapat berupa keluhan,
pertanyaan, kritik, saran dan juga permintaan informasi
yang berkaitan tentang produk serta hal-hal lainnya.
Sarana layanan pelanggan yang disediakan meliputi:
SUCOFINDO provides a dedicated medium to service
customers in containing and giving alternative solutions
towards reports from customers and the public. Reports
can take the form of complaints, questions, criticisms,
suggestions, and request for information on products and
other matters. Media available for customer service can
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pelayanan di cabang
Telephone number of the Head Office and branch
offices / service points
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co.id
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co.id
Setiap pengaduan yang disampaikan pelanggan dan
masyarakat, selanjutnya akan ditindaklanjuti Perusahaan.
All reports filed by customers and the public will then be
followed up by the Company.
282
PEMENUHAN TANGGUNG JAWAB
TERHADAP KESELAMATAN DAN
KESEHATAN KERJA
Fulfillment of Occupational Health and Safety
Responsibility
PENERAPAN SISTEM MANAJEMEN
KESELAMATAN DAN KESEHATAN KERJA (SMK3)
IMPLEMENTATION OF OCCUPATIONAL HEALTH
AND SAFETY MANAGEMENT SYSTEM (SMK3)
SMK3 perusahaan mengacu pada Peraturan Menteri
Tenaga Kerja Nomor 5 Tahun 1996 tentang Sistem
Manajemen Keselamatan dan Kesehatan Kerja yang telah
disempurnakan dengan Peraturan Pemerintah Nomor 50
Tahun 2012 tentang Sistem Manajemen Keselamatan
dan Kesehatan Kerja (SMK3). Peraturan ini mengatur
sistem manajemen perusahaan dalam pengendalian
risiko kegiatan kerja, termasuk pencegahan kecelakaan
kerja dan penyakit akibat kerja. Peraturan ini diharapkan
membantu terciptanya tempat kerja yang aman, efisien,
dan produktif.
The Company’s SMK3 conforms to Minister of Labor
Regulation 50 / 2012 regarding the Occupational Health
and Safety Management System (SMK3). The regulation
contained provisions on the management system of
corporations in controlling risks found in work activities,
including preventing work accidents and illnesses. The
regulation is expected to support the creation of a safe,
efficient and productive workplace.
SUCOFINDO berkomitmen untuk menciptakan kondisi
dan tempat kerja yang aman, nyaman, selamat serta
ramah bagi lingkungan. Penerapan praktik-praktik terbaik
Keselamatan, keamanan dan kesehatan kerja, guna
mendukung penciptaan kondisi kerja aman dan sehat
bagi setiap pekerja, juga komitmen untuk menciptakan
lingkungan kerja yang ramah lingkungan.
SUCOFINDO is committed to producing secure,
comfortable, safe, and environmentally-friendly working
conditions and workplaces. Implementation of best
practices in occupational health, safety and security are
intended to create safe and healthy working conditions for
all employees and display the Company’s commitment
towards creating an environmentally-friendly work
environment.
SUCOFINDO terus berupaya meningkatkan safety
awareness pegawai dengan acuan pada peraturan
yang berlaku mengenai SMK3. SUCOFINDO berhasil
mencapai angka kecelakaan kerja nihil (zero accident)
dan meningkatkan kinerja K3 melalui perolehan sertifikasi
SMK3 untuk 25 cabang. Di samping itu, dua unit kerja
SUCOFINDO juga telah mendapatkan sertifikasi OHSAS
18001: 2007. Dalam rangka menciptakan keamanan
dan kenyamanan lingkungan hidup, SUCOFINDO juga
menerapkan SNI ISO 14001:2004 di satu unit kerja
cabang. SUCOFINDO telah mencanangkan penerapan
secara bertahap di unit kerja cabang lainnya. Komitmen
SUCOFINDO dalam pemenuhan standar SMK3
dituangkan pula dalam Perjanjian Kerja Bersama antara
Perusahaan dengan Serikat Pekerja SUCOFINDO, yang
mengatur mengenai hak perlindungan atas keselamatan
dan kesehatan kerja, moral dan kesusilaan, dan
perlakuan yang sesuai dengan harkat dan martabat
manusia. SUCOFINDO juga konsisten menerapkan
Pedoman Etika dan Tata Perilaku Perusahaan dalam
upaya menjadikan keamanan, keselamatan, kesehatan
kerja dan lingkungan sebagai bagian dari budaya kerja
seluruh Insan SUCOFINDO.
SUCOFINDO continuously endeavors to increase safety
awareness of employees, using regulations in effect on
SMK3 as reference. SUCOFINDO was able to achieve
a zero accident rate and improve OHS performance
through SMK3 certification for 25 branches. Moreover,
two SUCOFINDO work units also obtained certification
in OHSAS 18001: 2007. In order to create a safe and
comfortable environment, SUCOFINDO also implemented
SNI ISO 14001:2004 at one branch office. SUCOFINDO’s
commitment in the fulfillment of SMK3 standards have
been contained within the Collective Labor Agreement
(CLA) between the Company and SUCOFINDO’s Labor
Union, regulating the rights to protection of occupational
health and safety, moral and norms, and fair treatment
with consideration towards human worth and dignity.
SUCOFINDO has also consistently implemented the
Code of Business Ethics and Conduct in its efforts to make
occupational health, safety, security and the environment
part of all SUCOFINDO personnel’s work culture.
283
STRUKTUR SMK3
SMK3 STRUCTURE
Tanggung jawab SMK3 oleh kepala unit kerja yang ada di
cabang maupun kantor pusat, yang dipimpin oleh kepala
cabang / kepala UP, struktur organisasi SMK3 ada di
masing-masing kantor cabang dan pusat. Kemudian kantor
cabang berkoordinasi dan menyampaikan pelaporan
audit internal / eksternal SMK3 serta implementasi SMK3
ke Divisi Sistem Manajemen, GCG, dan Risiko.
Responsibility over SMK3 falls on the head of work units
in the Head Office and branch offices, headed by Branch
/ Service Unit Heads. The organizational structure for
SMK3 can be found in each respective office, both the
Head Office and branch offices. Branch offices will then
coordinate and submit internal / external audit reports
on SMK3 and SMK3 implementation to the System
Management, GCG and Risk Division.
PENERAPAN SISTEM MANAJEMEN
IMPLEMENTATION OF MANAGEMENT
SYSTEMS
Penerapan sistem manajemen dilakukan untuk menegakkan
prinsip-prinsip GCG, sekaligus memenuhi persyaratan
Kriteria Penilaian Kinerja Unggul (KPKU). Sistem manajemen
dilaksanakan secara profesional guna menghasilkan jasa
berkualitas tinggi dengan daya saing kuat.
Management systems are implemented to uphold
principles of GCG and fulfill requirements within the
Excellent Performance Assessment Criteria (KPKU).
Management systems implemented professionally are
intended to produce high quality services with strong
competitive abilities.
Saat ini, SUCOFINDO telah menerapkan:
As of this moment, SUCOFINDO has implemented:
1.
1.
ISO 9001: 2008 on Quality Management System
2. ISO / IEC 17020: 2012 mengenai Akreditasi Lembaga
Inspeksi;
2.
ISO / IEC 17020: 2012 on Inspection Body
Accreditation
3. ISO 14001: 2004 mengenai Sistem Manajemen
Lingkungan;
3. ISO 14001: 2004 on Environmental Management
System;
4. OHSAS 18001: 2007 mengenai Sistem Manajemen
Keselamatan dan Kesehatan Kerja;
4. OHSAS 18001: 2007 on Occupational Health and
Safety Management System
5. ISO / IEC 17025: 2005 mengenai Syarat-syarat Umum
Kompetensi Laboratorium Pengujian dan Kalibrasi;
5. ISO / IEC 17025: 2005 on Standard Requirements of
Competence in Testing and Calibration Laboratories
6. PP 50 / 2012 mengenai Sistem
Keselamatan & Kesehatan Kerja;
Manajemen
6. Company Regulation 50 / 2012 regarding the
Occupational Health and Safety Management System
7. Penilaian Kinerja Unggul berdasarkan Surat
Kementerian BUMN No. S-08 / S.MBU / 2013 tanggal
16 Januari 2013 (KPKU).
7. Assessment of KPKU based on Minister of SOE Letter
No. S-08 / S.MBU / 2013 issued January 16, 2013.
8. 5S / 5R mengenai manajemen ‘house keeping’
8. 5S / 5R in management housekeeping
SUCOFINDO juga telah meraih:
SUCOFINDO has also achieved:
1.
1.
ISO 9001: 2008 mengenai Sistem Manajemen Mutu;
Sertifikasi ISO 9001: 2008 yang diterapkan di kantor
pusat dan 66 unit kerja (cabang dan unit pelayanan).
Certification in ISO 9001: 2008 implemented at the head
office and 66 work units (branch offices and service units).
2. Sertifikasi SNI ISO / IEC 17020: 1999 diterapkan di kantor
pusat dan 7 unit kerja cabang, termasuk unit pelayanan.
2. Certification in SNI ISO / IEC 17020: 1999 implemented
at the head office and 7 branch offices, including
service units.
3. Sertifikasi SNI ISO 14001: 2004 diterapkan di 1 unit kerja
cabang.
3. Certification in SNI ISO 14001: 2004 implemented in 1
branch office.
4. Sertifikasi OHSAS 18001: 2007 diterapkan di 1 unit kerja
dan 1 unit pelayanan.
4. Certification in OHSAS 18001: 2007 implemented in 1
work unit and 1 service unit.
5. Sertifikasi ISO / IEC 17025: 2005 di 25 unit kerja cabang.
5. Certification in ISO / IEC 17025: 2005 implemented in
25 branch offices.
6. SMK3 diterapkan di 25 unit kerja cabang.
6. SMK3 implemented in 25 branch offices.
7. Standar Badan Karantina Departemen Pertanian
diterapkan di 9 unit kerja cabang dan 1 unit pelayanan.
7. Department of Agriculture Quarantine Body Standards
implemented in 9 branch offices and 1 service unit.
8. 5R (Ringkas, Rapi, Resik, Rawat, Rajin) diterapkan di
seluruh unit kerja.
8. 5R in all work units.
9. KPKU diterapkan di tingkat korporat.
9. KPKU implemented at corporate level.
284
JAMINAN KESEHATAN KARYAWAN
EMPLOYEE HEALTH INSURANCE
SUCOFINDO menaruh perhatian lebih pada kesehatan
insan SUCOFINDO. Setiap pegawai SUCOFINDO
memperoleh jaminan kesehatan berupa rawat inap dan
rawat jalan. Setiap tahunnya, pegawai berusia 45 tahun
ke atas serta pegawai dengan posisi pekerjaan tertentu
yang dinilai berisiko mendapatkan fasilitas general check
up. Jaminan pemeliharaan kesehatan ini tercantum
dalam Perjanjian Kerja Bersama antara Perusahaan
dengan Serikat Pekerja SUCOFINDO.
SUCOFINDO pays additional attention to the health
of SUCOFINDO personnel. All SUCOFINDO personnel
receive health insurance for both inpatient and outpatient
care. Each year, employees 45 years of age and above
and employees in certain job positions with high risks are
entitled to a general checkup. Health insurance has been
dictated within the Collective Employment Agreement
(CEA) between the Company and SUCOFINDO’s Labor
Union.
Selama tahun 2014, Perusahaan telah mengalokasikan
biaya kesehatan sebesar Rp47.289.991.208.
In 2014, the Company has allocated health funds
amounting to Rp47,289,991,208.
Secara umum biaya tersebut digunakan untuk
pengelolaan kesehatan kerja, meliputi peningkatan
kesehatan (promotif), sosialisasi pencegahan (preventif),
pengobatan (kuratif), pemulihan kesehatan (rehabilitatif)
serta perlindungan (protektif).
In general, the funds were used for occupational
health management, which includes efforts in health
improvement (promotive), prevention socialization
(preventive), treatment (curative), recovery (rehabilitative)
and protection (protective).
Pengelolaan Kesehatan Kerja 2014 Bagi Pekerja
Occupational Health Management for Employees in 2014
Kelompok Kegiatan
Group of Activity
Biaya
Cost
Bentuk Kegiatan
Form of Activity
(IDR)
Peningkatan Kesehatan (Promotif)
Health Improvement (Promotive)
Rp5.716.615.744
Olah Raga
Sports
Rekreasi
Recreation
Pencegahan (Preventif)
Prevention (Preventive)
Rp1.718.845.172
Pemeriksaan Rutin secara berkala (Medical Check Up)
Routine Medical Checkup
Pengobatan (Kuratif)
Treatment (Curative)
Rp3.656.072.981
Rawat Jalan, Penyediaan Klinik Dikantor
Outpatient Care, Office Clinic
Pemulihan (Rehabilitatif)
Recovery (Rehabilitative)
Rp36.198.457.311
Rawat Inap sesuai dengan Rumah Sakit Rujukan
Inpatient Care at Referred Hospital
Jumlah Total
Rp47.289.991.208
Referensi Peraturan BAPEPAM-LK No. X.K.6 BAPEPAM
/ LK Regulation No. X.K.6 Cross Reference
369
REFERENSI PERATURAN BAPEPAMLK NO. X.K.6
BAPEPAM-LK Regulation No. X.K.6 Reference
Kriteria
Criteria
Penjelasan
Description
Hal
Page
I. Umum General
1. Dalam Bahasa Indonesia yang baik dan benar dan
dianjurkan menyajikan juga dalam Bahasa Inggris
In good and correct Indonesian, it is recommended to
present the report as well in English
v
2. Dengan kualitas yang baik dan menggunakan jenis dan
ukuran huruf yang mudah dibaca
Is printed with good quality using readable font type and
size
v
3. Ditampilkan di website perusahaan
Is published in the Company’s website
v
4. Wajib dibuat sedemikian rupa sehingga mudah dibaca.
gambar, grafik, tabel dan diagram disajikan dengan
mencantumkan judul dan / atau keterangan yang jelas
Should be easy to read. pictures, graphs, tables and
charts are presented with a clear caption and / or
explanation.
v
II. Ikhtisar Data Keuangan Penting Financial Highlights
1. Ikhtisar data keuangan penting disajikan dalam bentuk
perbandingan selama 3 (tiga) tahun buku atau sejak
memulai usahanya jika perusahaan tersebut menjalankan
kegiatan usahanya selama kurang dari 3 (tiga) tahun
Financial information is presented in a comparative form
over a period of 3 (three) financial years or since the
commencement of business if the company has been
running its business activities for less than 3 (three) years
Informasi memuat antara lain:
1. Pendapatan
2. Laba bruto
3. Laba (rugi)
4. Jumlah laba (rugi) yang dapat diatribusikan
kepada pemilik entitas induk dan kepentingan non
pengendali
5. Total laba (rugi) komprehensif
6. Jumlah laba (rugi) komprehensif yang dapat
diatribusikan kepada pemilik entitas induk dan
kepentingan non pengendali
7. Laba (rugi) per saham
8. Jumlah aset
9. Jumlah liabilitas
10. Jumlah ekuitas
11. Rasio laba (rugi) terhadap jumlah aset
12. Rasio laba (rugi) terhadap ekuitas
13. Rasio laba (rugi) terhadap pendapatan
14. Rasio lancar
15. Rasio liabilitas terhadap ekuitas
16. Rasio liabilitas terhadap jumlah aset; dan
17. Informasi dan rasio keuangan lainnya yang relevan
dengan perusahaan dan jenis industrinya
The information includes:
1. Revenues
2. Gross Profit
3. Income (Loss)
4. Total income (loss) attributable to owners of the parent
entity and non controlling interest
5. Total comprehensive income (loss)
6. Total comprehensive income (loss) attributable to
owners of the parent entity and non controlling interest
7. Income (loss) per share
8. Total asset
9. Total liability
10. Total equity
11. Income (loss) ratio to the total asset
12. Income (loss) ratio to the equity
13. Income (loss) ratio to the revenues
14. Current ratio
15. Liability ratio to the equity
16. Liability ratio to the total asset and
17. Other information and financial ratios relevant to the
company and its industry
12 - 17
370
Kriteria
Criteria
Penjelasan
Description
Hal
Page
2. Memuat informasi mengenai saham yang diterbitkan Informasi memuat antara lain:
untuk setiap masa triwulan dalam 2 (dua) tahun buku
1. Tanggal pelaksanaan aksi korporasi
terakhir ( jika ada)
2. Rasio stock split, reverse stock, dividen saham, saham
bonus, dan penurunan nilai saham
The annual report must include information regarding
3. Jumlah saham beredar sebelum dan sesudah aksi
the shares issued for each quarter in the period of 2
korporasi dan
(two) financial years (if any)
4. Harga saham sebelum dan sesudah aksi korporasi
Information includes:
1. The implementation date of corporate action
2. Ratio of stock split, reverse stock, share dividend,
bonus share, and stock value dilution
3. The number of outstanding share before and after
corporate action and
4. The share price, before and after corporate action
N/A
3. Dalam hal terjadi aksi korporasi, seperti pemecahan Informasi memuat antara lain:
saham (stock split), penggabungan saham (reverse
1. Tanggal pelaksanaan aksi korporasi
stock), dividen saham, saham bonus, dan penurunan
2. Rasio stock split, reverse stock, dividen saham, saham
nilai nominal saham, maka informasi harga saham
bonus, dan penurunan nilai saham
sebagaimana dimaksud dalam angka 2), wajib
3. Jumlah saham beredar sebelum dan sesudah aksi
ditambahkan
korporasi dan
4. Harga saham sebelum dan sesudah aksi korporasi
In case of corporate actions such as stock split, reverse
stock, stock dividend, bonus stocks, and stock value Information includes:
dilution; the information about stock price as stipulated
1. The implementation date of corporate action
in point 2), should be added in the report
2. Ratio of stock split, reverse stock, share dividend,
bonus share, and stock value dilution
3. The number of outstanding share before and after
corporate action and
4. The share price, before and after corporate action
61
4. Dalam hal perdagangan saham perusahaan dihentikan
sementara (suspension) dalam tahun buku, maka
laporan tahunan wajib memuat penjelasan mengenai
alasan penghentian sementara tersebut
In terms of stock trading suspension during the year, the
annual report must include an explanation of the reason
for the suspension
N/A
5. Dalam hal penghentian sementara sebagaimana
dimaksud dalam angka 4) masih berlangsung hingga
tanggal penerbitan laporan tahunan, maka Emiten
atau Perusahaan Publik wajib menjelaskan pula
tindakan-tindakan yang dilakukan perusahaan untuk
menyelesaikan masalah tersebut
In terms of suspension as stipulated in point (4) still being
imposed until the date of annual report issuance, the
Issuer or Public Company must also explain the actions
of the company to resolve the issue
N/A
III. Laporan Kepada Pemegang Saham Report To The Shareholders
1. Laporan Dewan Komisaris
Board of Commissioners’ Report
1. Penilaian terhadap kinerja Direksi mengenai
pengelolaan perusahaan
2. Pandangan atas prospek usaha perusahaan yang
disusun oleh Direksi
3. Perubahan komposisi anggota Dewan Komisaris dan
alasan perubahannya ( jika ada) dan
4. Komite-komite yang berada dibawah pengawasan
Dewan Komisaris
Includes the following items:
1. Assessment on the performance of the Board of
Directors in managing the company
2. Assessment on the prospects of the company’s
business as established by the Board of Directors
3. Change in the composition of members of the Board of
Commissioner and the reason of its change (if any) and
4. Committees under the supervisions of the Board of
Commissioners
22 - 27
Kriteria
Criteria
2. Laporan Direksi Informasi memuat antara lain:
Board of Directors’ Report
Penjelasan
Description
371
Hal
Page
1. Kinerja perusahaan, yang mencakup antara lain
kebijakan strategis, perbandingan antara hasil yang
dicapai dengan yang ditargetkan, dan kendalakendala yang dihadapi perusahaan
2. Gambaran tentang prospek usaha
3. Penerapan tata kelola perusahaan dan
4. Perubahan komposisi anggota Direksi dan alasan
perubahannya ( jika ada)
1. The company’s performance encompassing among
others, strategic policies, comparison between
achievement of results and targets and challenges
faced by the company
2. Business prospects
3. Implementation of Good Corporate Governance by the
company
4. Changes in the composition of the Board of Directors
(if any)
30-35
1. Profil Perusahaan
Company Profile
Nama, alamat, nomor telepon, nomor faksimile, alamat
surat eletronik (e-mail), dan laman (website) perusahaan
dan / atau kantor cabang atau kantor perwakilan, yang
memungkinkan masyarakat dapat memperoleh informasi
mengenai perusahaan
Information includes the following items:
Name, address, telephone, facsimile, email, and website,
and / or branch office or representative office, so that the
public can obtain information about the company
46-47
2. Riwayat singkat perusahaan
Brief history of the company
Mencakup antara lain: tanggal / tahun pendirian, nama
dan perubahan nama Perusahaan ( jika ada)
Includes among others: date / year of establishment, name
of the company and change in the company name, if any
48-53
3. Kegiatan Usaha
Line of Business
Uraian mengenai antara lain:
1. Kegiatan usaha yang dijalankan perusahaan menurut
Anggaran Dasar terakhir dan
2. Jenis produk dan / atau jasa yang dihasilkan
Description includes:
1. The line of business as stated in the last Articles of
Association and
2. Type of products and / or services produced
54-60
4. Struktur Organisasi Perusahaan
Organization Structure
Dalam bentuk bagan, paling kurang sampai dengan
struktur satu tingkat di bawah Direksi, disertai dengan
nama dan jabatan
In the form of a chart, at least until one level below the
Board of Directors, along with names and titles
62-63
5. Visi dan Misi Perusahaan
Vision and Mission
Uraian mengenai antara lain:
1. Visi dan misi Perusahaan
2. Keterangan bahwa visi dan misi tersebut telah disetujui
Direksi / Dewan Komisaris
1. Company’s vision and mission
2. A statement that vision and mission has been approved
by the Board of Directors / Board of Commissioners
IV. Profil Perusahaan Company Profile
42
372
Kriteria
Criteria
Penjelasan
Description
Hal
Page
6. Profil Dewan Komisaris
Profile of the Board of Commissioners
Uraian meliputi antara lain:
1. Nama
2. Riwayat jabatan, pengalaman kerja yang dimiliki, dan
dasar hukum penunjukkan pertama kali pada Emiten
atau Perusahaan Publik, sebagaimana dicantumkan
dalam berita acara keputusan RUPS
3. Riwayat pendidikan
4. Penjelasan singkat mengenai jenis pelatihan dalam
rangka meningkatkan kompetensi Dewan Komisaris
yang telah diikuti dalam tahun buku ( jika ada) dan
5. Pengungkapan hubungan afiliasi dengan anggota
Direksi dan anggota Dewan Komisaris lainnya, serta
pemegang saham ( jika ada)
1. Name
2. Position history, work experience, and legal basis for
the first appointment in publicly listed companies, as
set out in the minutes of GMS decisions
3. Education history
4. A brief description of the type of trainings attended
in order to improve the competency of the Board of
Commissioners during the year (if any) and
5. Disclosure of affiliated relations with other members of
the Board of Director and Board of Commissioners, as
well as shareholder (if any)
28-29
7. Profil Direksi
Profile of the Board of Directors
1. Nama dan uraian singkat tentang tugas dan fungsi
yang dilaksanakan
dasar hukum penunjukkan pertama kali pada Emiten
atau Perusahaan Publik, sebagaimana dicantumkan
dalam berita acara keputusan RUPS
4. Penjelasan singkat mengenai jenis pelatihan dalam
rangka meningkatkan kompetensi Direksi yang telah
diikuti dalam tahun buku ( jika ada) dan
5. Pengungkapan hubungan afiliasi dengan anggota
Direksi lainnya dan pemegang saham ( jika ada)
1. Name and brief description regarding the duty and
function performed
2. Position history, work experience, and legal basis for
the first appointment in publicly listed companies, as
set out in the minutes of GMS decisions
3. Education history
4. A brief description of the type of training attended
in order to improve the competence of the Board of
Commissioners in the financial year (if any) and
5. Disclosure of affiliated relations with other members of
the Board of Director and shareholder (if any)
36-37
8. Perubahan susunan Dewan Komisaris dan / atau Direksi
yang terjadi setelah tahun buku berakhir sampai
dengan batas waktu penyampaian laporan tahunan
sebagaimana dimaksud dalam angka 1 huruf a, maka
susunan yang dicantumkan dalam laporan tahunan
adalah susunan Dewan Komisaris dan / atau Direksi
yang terakhir dan sebelumnya
Change in the composition of the Board of Commissioners
and / or Board of Directors after the end of financial
year until the time limit of submission of annual report as
stipulated in point 1 letter a, the composition published in
the annual report is of the last composition and previous
Board of Commissioners and / or Board of Director
27, 35
Kriteria
Criteria
9. Jumlah karyawan dan deskripsi pengembangan
kompetensinya dalam tahun buku misalnya, aspek
pendidikan dan pelatihan karyawan yang telah
dilakukan
Number of employee and description of competency
development for the year including implementation of
employee education and training programs
Penjelasan
Description
1. Jumlah karyawan untuk masing-masing level
organisasi
2. Jumlah karyawan untuk masing-masing tingkat
pendidikan
3. Pengembangan kompetensi yang telah diakukan
dengan mencermikan adanya persamaan kesempatan
kepada seluruh karyawan
4. Biaya yang telah dikeluarkan
1. Number of employee for each organization level
2. Number of employee for each education level
3. Competency development that has been done by
reflecting the equality of opportunity to all employees
4. Incurred costs
373
Hal
Page
46, 83-87
10. Uraian tentang nama pemegang saham dan persentase Uraian meliputi antara lain:
1. Pemegang saham yang memiliki 5% (lima perseratus)
kepemilikannya pada akhir tahun buku
atau lebih saham Emiten atau Perusahaan Publik
Description of the name of shareholder and the
percentage of its ownership at the end of financial year 2. Komisaris dan Direktur yang memiliki saham Emiten
atau Perusahaan Publik dan
3. Kelompok pemegang saham masyarakat, yaitu
kelompok pemegang saham yang masing-masing
memiliki kurang dari 5% (lima perseratus) saham Emiten
atau Perusahaan Publik
Description includes following items:
1. Shareholder who own 5% (five) or more of issuer shares
or Public Company
2. Commissioner and Director who own issuer shares or
Public Company and
3. The category of public shareholders who each own
less than 5% of the shares and percentage of their
ownership
69
11. Informasi mengenai pemegang saham utama dan
pengendali Emiten atau Perusahaan Publik, baik
langsung maupun tidak langsung, sampai kepada
pemilik individu, yang disajikan dalam bentuk skema
atau diagram
Information regarding major shareholder and issuer
or public company, both directly or indirectly, which
presented in form of scheme or chart
69
12. Entitas anak, perusahaan asosiasi, perusahaan Uraian mengenai antara lain:
ventura
1. Nama entitas anak / asosiasi
2. Persentase kepemilikan saham
Subsidiaries, associated company, joint venture
3. Keterangan tentang bidang usaha entitas anak atau
entitas asosiasi
4. Keterangan status operasi entitas anak entitas asosiasi
(telah beroperasi atau belum beroperasi)
5. Informasi mengenai alamat entitas anak
Description includes following items:
1. Name of the subsidiaries / associations
2. Percentage of share ownership
3. Information of the line of business of subsidiaries or
associations
4. Information of subsidiaries and associations
operational status (has operated or has not operated
yet)
5. Information regarding the address of subsidiaries
13. Kronologis pencatatan saham dan perubahan jumlah
saham dari awal pencatatan hingga akhir tahun buku
serta nama Bursa Efek dimana saham perusahaan
dicatatkan ( jika ada)
Share listing chronology and change in the number of
shares from initial listing to the end of financial year and
name of exchange(s) where the shares are listed (if any
Mencakup antara lain:
1. Kronologis pencatatan saham
2. Jenis tindakan korporasi (corporate action) yang
menyebabkan perubahan jumlah saham
3. Perubahan jumlah saham dari awal pencatatan sampai
akhir tahun buku
4. Nama bursa dimana saham perusahaan dicatatkan
1. Share listing chronology
2. Corporate actions affecting total number of shares
3. Change in the total number of shares from initial listing
to the end of the financial year
4. Name of exchange(s) where the shares are listed
70-72
61
374
Kriteria
Criteria
Penjelasan
Description
14. Kronologis pencatatan Efek lainnya dan peringkat Efek Mencakup antara lain:
( jika ada)
1. Kronologis pencatatan Efek lainnya
2. Jenis tindakan korporasi (corporate action) yang
Listing chronology of the other securities and securities
menyebabkan perubahan jumlah Efek lainnya
rating (if any
3. Perubahan jumlah Efek lainnya dari awal pencatatan
sampai dengan akhir tahun buku
4. Nama bursa dimana Efek lainnya perusahaan
dicatatkan
5. Peringkat Efek
1. Listing chronology of other securities
2. Corporate actions affecting total number of other
securities
3. Changes in the total number of other securities from
initial listing to the end of the fiscal year
4. Name of exchange(s) where the other securities are
listed
5. Securities rating
Hal
Page
61
15.Nama dan alamat perusahaan pemeringkat Efek ( jika
ada)
Name and address of the Rating Agency (if any)
61
16. Nama dan alamat lembaga dan / atau profesi penunjang
pasar modal. Terhadap profesi penunjang pasar modal
yang memberikan jasa secara berkala kepada Emiten
atau Perusahaan Publik, wajib diungkapkan informasi
mengenai jasa yang diberikan, fee, dan periode
penugasan yang telah dilakukan
Names and addresses of capital market agencies and
professionals. For the supporting capital market agency
that provides service regularly to the Issuers or Public
Company, the information regarding the service, fee,
and period of duty must be disclosed.
61
17. Penghargaan dan sertifikasi yang diterima perusahaan Informasi memuat antara lain:
1. Nama penghargaan dan atau sertifikat
baik yang berskala nasional maupun internasional
2. Tahun perolehan
dalam tahun buku terakhir ( jika ada)
3. Badan pemberi penghargaan dan atau sertifikat
Awards and / or certifications received by the company
4. Masa berlaku (untuk sertifikasi)
at both national and international levels during the year
(if any)
Information includes the following items:
1. Names of awards and / or certificates
2. Year awarded
3. Awarding or certifying authority or institution
4. Validity (for certificates)
66-67
V. Analisis dan Pembahasan Manajemen Management’s Discussion and Analysis
1. Tinjauan operasi per segmen operasi sesuai dengan Uraian meliputi antara lain:
1. Produksi, yang meliputi proses, kapasitas, dan
jenis industri Emiten atau Perusahaan Publik, antara lain
perkembangannya
mengenai
2. Pendapatan dan
Review of operations per business segments in
3. Profitabilitas
accordance with the type of industry or Public Company,
Description includes the following items:
includes
1. Production, including process, capacity, and its
development
2. Revenues and
3. Profitability
99 - 133
2. Analisis kinerja keuangan komprehensif yang mencakup
perbandingan kinerja keuangan dalam 2 (dua) tahun
buku terakhir, penjelasan tentang penyebab adanya
perubahan dan dampak perubahan tersebut, antara
lain mengenai
Comprehensive analysis of financial performance
includes a comparison of the financial performance
in the last 2 (two) years, explanation regarding the
changes and impact of its changes, covering at least
143 - 145
3. Kemampuan membayar utang dengan menyajikan
perhitungan rasio yang relevan
Ability to pay debts by presenting relevant calculation
ratio
1. Aset lancar, aset tidak lancar, dan total aset
2. Liabilitas jangka pendek, liabilitas jangka panjang,
dan total liabilitas
3. Ekuitas
4. Pendapatan, beban, laba (rugi), pendapatan
komprehensif lain, dan total laba (rugi) komprehensif;
serta
5. Arus kas
1. Current asset, fixed asset, and total asset
2. Short term liabilities, long-term liabilities, and total
liabilities
3. Equity
4. Revenues, expense, income (loss), other
comprehensive revenues, and total comprehensive
income (loss) and
5. Cash flow
Penjelasan tentang :
Kemampuan membayar utang, baik jangka pendek
maupun jangka panjang
Explanation of :
Ability to pay debts, both short-term and long-term
143
Kriteria
Criteria
4. Tingkat kolektibilitas piutang perusahaan dengan
menyajikan perhitungan rasio yang relevan
Receivables collectability level by presenting the
relevant calculation ratio
Penjelasan
Description
Penjelasan tentang:
Tingkat kolektibilitas piutang
Explanation of:
Collectability receivables level
375
Hal
Page
145
5. Struktur permodalan dan kebijakan manajemen atas Penjelasan atas:
1. Struktur modal (capital structure)
struktur permodalan tersebut
Discussion of capital structure and capital structure 2. Kebijakan manajemen atas struktur modal (capital
structure policy)
policy
Explanation of:
1. Capital structure
2. Capital structure policy
145
6. Bahasan mengenai ikatan yang material untuk investasi
barang modal dengan penjelasan tentang tujuan dari
ikatan tersebut, sumber dana yang diharapkan untuk
memenuhi ikatan tersebut, mata uang yang menjadi
denominasi, dan langkah-langkah yang direncanakan
perusahaan untuk melindungi risiko dari posisi mata
uang asing yang terkait
Discussion of commitments for material capital
expenditure with explanation of the purpose of its
commitment, source fund expected to meet the
commitment, currency, and planned actions to hedge
against foreign currency risks
Penjelasan tentang:
1. Tujuan dari ikatan tersebut
2. Sumber dana yang diharapkan untuk memenuhi
ikatan-ikatan tersebut
3. Mata uang yang menjadi denominasi
4. Langkah-langkah yang direncanakan perusahaan
untuk melindungi risiko dari posisi mata uang asing
yang terkait
Catatan: apabila perusahaan tidak mempunyai ikatan
terkait investasi barang modal, agar diungkapkan
Explanation of:
1. The purpose of the commitments
2. Expected sources of funds to honor the commitment
3. Currency
4. Planned actions to hedge against foreign currency risks
Note: if the company has no commitments for capital
expenditure, this should be stated
145
7. Informasi dan fakta material yang terjadi setelah
tanggal laporan akuntan
Material information and facts subsequent to the date
of the accountant’s report
Uraian kejadian penting setelah tanggal laporan akuntan
termasuk dampaknya terhadap kinerja dan risiko usaha di
masa mendatang
Catatan: apabila tidak ada kejadian penting setelah
tanggal laporan akuntan, agar diungkapkan
Description of significant events after the date of the
accountant’s report, including the effects on the company’s
future performance and business risk
Note: if there were no significant events subsequent to the
date of the accountant’s report, this should be stated
145
8. Prospek usaha
Business prospec
Uraian mengenai prospek perusahaan dikaitkan
dengan industri dan ekonomi secara umum disertai data
pendukung kuantitatif dari sumber data yang layak
dipercaya
Description of the company’s prospects in relation to the
industry and the economy in general, with supporting
quantitative data from reliable sources
147 - 155
9. Perbandingan antara target / proyeksi pada awal tahun
buku dengan hasil yang dicapai (realisasi), mengenai
pendapatan, laba, struktur permodalan, atau lainnya
yang dianggap penting bagi perusahaan
Comparison between targets / projections at the
beginning of financial year with the realization, regarding
the revenues, profit, capital structure, or others that are
considered important for the company
156 - 157
10.Target / proyeksi yang ingin dicapai perusahaan
paling lama untuk satu tahun mendatang, mengenai
pendapatan, laba (rugi), struktur modal, kebijakan
dividen, atau lainnya yang dianggap penting bagi
perusahaan
Targets / projections set by the Company at least for the
next one year, in terms of revenues, income (loss), capital
structure, dividend policy, or others are considered
important for the company
156 - 157
11. Aspek pemasaran atas produk dan jasa perusahaan,
antara lain
Marketing aspects of company’s products and services,
includes
1. Strategi pemasaran dan
2. Pangsa pasar
1. Marketing strategy and
2. Market share
158 - 163
376
Kriteria
Criteria
Penjelasan
Description
Hal
Page
12.Kebijakan dividen dan tanggal serta jumlah dividen per
saham (kas dan / atau non kas) dan jumlah dividen per
tahun yang diumumkan atau dibayar selama 2 (dua)
tahun buku terakhir
Dividend policy and the dates and total dividend per
share (cash and / or non cash) and total dividend per
year announced and paid for the last 2 (two) years
Memuat uraian mengenai:
1. Jumlah dividen
2. Jumlah dividen per saham
3. Payout ratio Untuk masing-masing tahun
Catatan: apabila tidak ada pembagian dividen, agar
diungkapkan alasannya
Includes the description of:
1. Total dividend
2. Total dividend per share
3. Payout ratio for each year
Note: if no dividend was paid, state the reason
13.Realisasi penggunaan dana hasil penawaran umum
The usage of the proceeds from the public offering
1. Dalam hal selama tahun buku, Emiten memiliki
kewajiban menyampaikan laporan realisasi
penggunaan dana, maka wajib diungkapkan realisasi
penggunaan dana hasil penawaran umum secara
kumulatif sampai dengan akhir tahun buku; dan
2. Dalam hal terdapat perubahan penggunaan dana
sebagaimana diatur dalam Peraturan Nomor X.K.4,
maka Emiten wajib menjelaskan perubahan tersebut
1. In case for financial year, Issuers has an obligation to
report the realization of the use of funds, it must be
disclosed realization of the use of funds and proceeds
from cumulative public offering until the end of financial
year and
2. In the event of changes in the use of funds as stipulated
in Regulation Number X.K.4, then the Issuer must state
the changes
14.Informasi material, antara lain mengenai investasi,
ekspansi, divestasi, penggabungan / peleburan
usaha, akuisisi, restrukturisasi utang / modal, transaksi
afiliasi, dan transaksi yang mengandung benturan
kepentingan, yang terjadi pada tahun buku ( jika ada)
Material information, regarding investment, expansion,
divestment, business merger / fusion, acquisition,
restructuring of debt / capital, affiliated transaction,
and material transactions involving a conflict of interest
during the year (if any)
1. Tanggal, nilai, dan obyek transaksi
2. Nama pihak yang bertransaksi
3. Sifat hubungan afiliasi ( jika ada)
4. Penjelasan mengenai kewajaran transaksi dan
5. Pemenuhan ketentuan terkait
1. Date, value, and object of transaction
2. Name of party in transaction
3. Nature of the affiliation (if any)
4. Clarification of the fairness of the transaction
5. Compliance with related provisions
154
15.Perubahan peraturan perundang-undangan yang
berpengaruh signifikan terhadap perusahaan dan
dampaknya terhadap laporan keuangan ( jika ada)
Changes in the regulations that significantly affect the
company and its impact on the financial report (if any)
Uraian memuat antara lain: perubahan peraturan
perundang-undangan dan dampaknya terhadap
Perusahaan
Catatan: apabila tidak terdapat perubahan peraturan
perundang-undangan yang berpengaruh signifikan, agar
diungkapkan
Description includes: changes in the regulations and their
impact on the company
Note: if there are no changes that have a significant
impact, this should be stated
269
16.Perubahan kebijakan akuntansi, alasan dan
dampaknya terhadap laporan keuangan ( jika ada)
Changes in accounting policy, reasons and its impact
on the financial report (if any)
Uraian memuat antara lain: perubahan kebijakan
akuntansi, alasan dan dampaknya terhadap laporan
keuangan
Description includes: changes in accounting policy,
reasons and its impact on the financial report
146
N/A
146 - 147
VI. Tata Kelola Perusahaan (Corporate Governance) (Good Corporate Governance)
1. Uraian Dewan Komisaris
Description of the Board of Commissioners
1. Uraian pelaksanaan tugas Dewan Komisaris
2. Pengungkapan prosedur, dasar penetapan, dan
besarnya remunerasi anggota Dewan Komisaris dan
3. Pengungkapan kebijakan perusahaan dan
pelaksanaannya, tentang frekuensi rapat Dewan
Komisaris, termasuk rapat gabungan dengan Direksi,
dan tingkat kehadiran anggota
4. Dewan Komisaris dalam rapat tersebut
1. Description of the duty of the Board of Commissioners
2. Procedure disclosure, basis for determining, and the
amount of remuneration of members of the Board of
Commissioners and
3. Disclosure of company’s policy and its implementation,
regarding the meeting frequency of the Board of
Commissioners, includes joint meeting with the Board
of Directors, and member’s attendance rate
4. Board of the Commissioners in the meeting
203 - 215
Kriteria
Criteria
Penjelasan
Description
377
Hal
Page
2. Uraian Direksi
Description of the Board of Directors
1. Ruang lingkup pekerjaan dan tanggung jawab masingmasing Anggota Direksi
2. Pengungkapan prosedur, dasar penetapan, dan
besarnya remunerasi anggota Direksi, serta hubungan
antara remunerasi dengan kinerja perusahaan
pelaksanaannya, tentang frekuensi rapat Direksi,
termasuk rapat gabungan dengan Dewan Komisaris,
dan tingkat kehadiran anggota Direksi dalam rapat
tersebut
4. Keputusan RUPS tahun sebelumnya dan realisasinya
pada tahun buku, serta alasan dalam hal terdapat
keputusan yang belum direalisasikan dan
5. Pengungkapan kebijakan perusahaan tentang
penilaian terhadap kinerja anggota Direksi ( jika ada)
1. Scope of work and responsibilities of each member of
the Board of Directors
2. Procedure disclosure, basis for determining, and the
amount of remuneration of members of the Board of
Directors, and relation between remuneration with
company’s performance
regarding frequency of Director’s meeting, includes
joint meeting with the Board of Commissioners, and
member’s attendance rate at the meetings
4. Decision of GMS previous year and realization in
financial year, and its reasons in the event there is a
decision that has not been realized; and
5. Disclosure of company’s policy regarding the
assessment to the performance of members of the
Board of Directors (if any)
216 - 227
3. Uraian Komite Audit
Description of Audit Committee
1. Nama
2. Riwayat jabatan, pengalaman kerja, dan dasar hukum
penunjukkan
4. Periode jabatan anggota Komite Audit
5. Pengungkapan independensi Komite Audit
pelaksanaannya, tentang frekuensi rapat Komite Audit
dan tingkat kehadiran anggota Komite Audit dalam
rapat tersebut
7. Uraian singkat pelaksanaan kegiatan Komite Audit
pada tahun buku sesuai dengan yang dicantumkan
dalam piagam (charter) Komite Audit
1. Names
2. Positions, qualifications and work experience of the
committee members
3. Education
4. Period of office of the members of Audit Committee
5. Disclosure of Audit Committee’s Independence
regarding frequency of audit committee meetings and
attendance rate
7. Brief report on activities of the audit committee in
financial year specified accordance in the Audit
Committee charter
228 - 236
378
Kriteria
Criteria
Penjelasan
Description
Hal
Page
4. Komite lain yang dimiliki Emiten atau Perusahaan
Publik dalam rangka mendukung fungsi dan tugas
Direksi dan / atau Dewan Komisaris, seperti komite
nominasi dan remunerasi
Other committee to support the functions and
duties of the Board of Directors and / or Board of
Commissioners, such as nomination and remuneration
committee
1. Nama
dasar hukum penunjukkan
4. Periode jabatan anggota komite
5. Pengungkapan kebijakan perusahaan mengenai
independensi komite
6. Uraian tugas dan tanggung jawab
pelaksanaannya, tentang frekuensi rapat komite dan
tingkat kehadiran anggota komite dalam rapat tersebut
dan
8. Uraian singkat pelaksanaan kegiatan komite pada
tahun buku
1. Name
2. Brief CVs, work experience, and legal basis for the
appointment
3. Education
4. Office period of the members of the committee
5. Disclosure of company’s policy regarding commitee’s
Independence
6. Description of duties and responsibilities
7. Disclosure of company’s policy and its implementation
regarding frequency of audit committee meetings and
attendance rate
8. Brief of the implementation of committee’s activities in
financial year
5. Uraian tugas dan fungsi sekretaris perusahaan
Description of duties and function of Corporate’s
Secretary
1. Nama
4. Periode jabatan sekretaris perusahaan
5. Uraian singkat pelaksanaan tugas sekretaris
perusahaan pada tahun buku
1. Name;
2. Brief CV, work experience, and legal basis for
appointment
3. Educational Background
4. Office period of the Corporate Secretary
5. Brief of the implementation of the duties of the
Corporate Secretary in financial year
6. Uraian mengenai unit audit internal
Description of the Internal Audit Unit
246 - 250
1. Nama
3. Kualifikasi atau sertifikasi sebagai profesi audit internal
( jika ada)
4. Struktur dan kedudukan unit audit internal
5. Tugas dan tanggung jawab unit audit internal sesuai
dengan yang dicantumkan dalam piagam (charter) unit
audit internal dan
6. Uraian singkat pelaksanaan tugas unit audit internal
pada tahun buku
1. Name
2. Brief CV, work experience, and the legal basis for
appointment
3. Professional internal audit qualifications / certification (if
any)
4. Structure or status of the Internal Audit Unit
5. Duties and responsibilities of Internal Audit Unit
accordance listed in the charter of Internal Audit Unit;
and
6. Brief of the implementation of the duties of the Internal
Audit Unit during the year
7. Uraian mengenai sistem pengendalian interen (internal
control) yang diterapkan oleh perusahaan
Description of Internal Control System implemented by
the Company
1. Pengendalian keuangan dan operasional, serta
kepatuhan terhadap peraturan perundang-undangan
lainnya dan
2. Reviu atas efektivitas sistem pengendalian interen
1. Financial and operational controlling, and compliance
to other laws and regulation and
2. Review of the effectiveness of the internal control
System
236
239 - 242
246 - 250
Kriteria
Criteria
Penjelasan
Description
8. Sistem manajemen risiko yang diterapkan oleh
perusahaan
Risk management system implemented by company
1. Gambaran umum mengenai sistem manajemen risiko
perusahaan
2. Jenis risiko dan cara pengelolaannya dan
3. Reviu atas efektivitas sistem manajemen risiko
perusahaan
1. Overview of the company’s risk management system
2. Type of risks and its management and
3. Review of the effectiveness of the risk management
system
9. Perkara penting yang dihadapi oleh Emiten atau
Perusahaan Publik, entitas anak, anggota
Significant cases involving the Company, or Public
Company, subsidiaries, or incumbent members of the
Board of Commissioners and / or Board of Directors
Dewan Komisaris dan Direksi yang sedang menjabat
1. Pokok perkara / gugatan
2. Status penyelesaian perkara / gugatan dan
3. Pengaruhnya terhadap kondisi perusahaan.
1. Subject of cases / claims
2. Settlement status of cases / claims
3. Effect on the company
10. Informasi tentang sanksi administratif yang dikenakan
kepada Emiten atau Perusahaan Publik, anggota
Dewan Komisaris dan Direksi, oleh otoritas pasar
modal dan otoritas lainnya pada tahun buku terakhir
( jika ada)
Information regarding administrative sanctions imposed
on issuers or public companies, members of the Board
of Commissioners and the Board of Directors, by the
capital market regulators and other authorities during
the year
11. Informasi mengenai kode etik dan budaya perusahaan
( jika ada)
Information regarding Corporate’s Code of Conduct
and Culture (if any)
Hal
Page
253 - 259
269
N/A
1. Pokok-pokok kode etik
2. Pokok-pokok budaya perusahaan (corporate culture)
3. Bentuk sosialisasi kode etik dan upaya penegakannya
dan
4. Pengungkapan bahwa kode etik berlaku bagi Dewan
Komisaris, Direksi, dan karyawan perusahaan
1. Content of the code of conduct
2. Content of corporate culture
3. Dissemination of the code of conduct and efforts to
enforce the code
4. Disclosure that the code of conduct is applicable to
the Board of Commissioners, Board of Directors and
corporate’s employee
174 - 199
N/A
12. Uraian mengenai program kepemilikan saham oleh
karyawan dan / atau manajemen yang dilaksanakan
Emiten atau Perusahaan Publik, antara lain jumlah,
jangka waktu, persyaratan karyawan dan / atau
manajemen yang berhak, serta harga exercise ( jika
ada)
Description regarding share ownership program by
employee and / or management implemented by
Issuer or Public Companies, such as total, period,
requirements of eligible employees / management,
exercise price as well (if any)
13. Uraian mengenai sistem pelaporan pelanggaran
(whistleblowing system) di Emiten atau Perusahaan
Publik yang dapat merugikan perusahaan maupun
pemangku kepentingan ( jika ada)
Description regarding whistleblowing system
implemented in the Company to handle reports of
misconduct or violation that could harm the Company
or stakeholders (if any)
379
1. Cara penyampaian laporan pelanggaran
2. Perlindungan bagi pelapor
3. Penanganan pengaduan
4. Pihak yang mengelola pengaduan dan
5. Hasil dari penanganan pengaduan
1. Method of reporting
2. Protection of the whistleblower
3. Handling of reports
4. Party that handles the reports
5. Outcome of the reports
261 - 262
380
Kriteria
Criteria
Penjelasan
Description
Hal
Page
VII. Tanggung Jawab Sosial Perusahaan (Corporate Social Responsibility) Corporate Social Responsibility
1. Bahasan mengenai tanggung jawab sosial perusahaan
meliputi kebijakan, jenis program, dan biaya yang
dikeluarkan
Discussion regarding corporate social responsibility
including policy, type of program, costs incurred
1. Lingkungan hidup, seperti penggunaan material dan
energi yang ramah lingkungan dan dapat didaur ulang,
sistem pengolahan limbah perusahaan, sertifikasi di
bidang lingkungan yang dimiliki, dan lain-lain
2. Praktik ketenagakerjaan, kesehatan, dan keselamatan
kerja, seperti kesetaraan gender dan kesempatan
kerja, sarana dan keselamatan kerja, tingkat
perpindahan (turnover) karyawan, tingkat kecelakaan
kerja, pelatihan, dan lain-lain
3. Pengembangan sosial dan kemasyarakatan, seperti
penggunaan tenaga kerja lokal, pemberdayaan
masyarakat sekitar perusahaan, perbaikan sarana dan
prasarana sosial, bentuk donasi lainnya, dan lain-lain
dan
4. Tanggung jawab produk, seperti kesehatan dan
keselamatan konsumen, informasi produk, sarana,
jumlah dan penanggulangan atas pengaduan
konsumen, dan lain-lain
1. Environment, such as the use of materials and
friendly environmental energy and could be recycle,
company’s waste management system, certificaion in
environment, etc
2. E mployment practice, occupational safety and health,
such as the equality of gender and work opportunity,
facilities and safety, employee’s turnover rate, work
incident rate, training, etc
3. Social and community development, such as the use
of local worker, community empowerment around
companies, improvement of social infrastructure, other
form of donations, etc and
4. Products responsiblity, such as consumer safety and
health, products information, infrastructure, the amount
and countermeasures of consumer’s complaints, etc
270-284
N/A
2. Emiten atau Perusahaan Publik dapat mengungkapkan
informasi sebagaimana dimaksud dalam angka
1) pada laporan tahunan atau laporan tersendiri
yang disampaikan bersamaan dengan laporan
tahunan kepada Bapepam dan LK, seperti laporan
keberlanjutan (sustainability report) atau laporan
tanggung jawab sosial perusahaan (corporate social
responsibility report)
Information referred to point (1) can be disclosed
and submitted to Bapepam-LK in the Annual Report
or separate report such as Sustainability Report or
Corporate Social Responsibility Report.
VIII. Laporan Keuangan Tahunan yang Telah Diaudit Audited onsolidated Financial Statements
1. Laporan Keuangan Tahunan yang dimuat dalam
laporan tahunan wajib disusun sesuai dengan Standar
Akuntansi Keuangan di Indonesia yang telah diaudit
oleh Akuntan. Laporan keuangan dimaksud wajib
memuat pernyataan mengenai pertanggungjawaban
atas Laporan Keuangan sebagaimana diatur pada
Peraturan Nomor VIII.G.11 atau Peraturan Nomor X.E.1
Annual Financial statements included in the Annual
Report must be prepared in accordance with the
accounting standards in Indonesia that have been
audited by an Accountant. Financial statements must
include a statement regarding the responsibility for the
Financial Statements as stipulated in the Regulation
No. VIII.G.11 or Regulation No. X.E.1
2. Surat Pernyataan Direksi tentang Tanggung Jawab
Direksi atas Laporan Keuangan
Statement Letter from the Board of Directors regarding
the Board of Directors’ responsibility to the Financial
Statements
3. Opini auditor independen atas laporan keuangan
Opinion of Independent Auditor of Financial Statements
v
Kesesuaian dengan peraturan Bapepam-LK No.VIII.G.11
tentang Tanggung Jawab Direksi atas Laporan Keuangan
Compliance with Bapepam regulation-LK No.VIII.G.11
regarding the Board of Director’s Responsibility of the
Financial Statements
38-39, 302
305
Kriteria
Criteria
Penjelasan
Description
381
Hal
Page
4. Deskripsi auditor independen di opini
Description of Independent Auditor’s opinion
Deskripsi memuat tentang:
1. Nama & tanda tangan
2. Tanggal Laporan Audit
3. No. ijin KAP dan nomor ijin Akuntan Publik
1. Name & signature
2. Audit report date
3. License number of the Public Accountant Firm and
license number of the Public Accountant
304-305
5. Laporan keuangan yang lengkap
Full Financial Statements
Memuat secara lengkap unsur-unsur laporan keuangan:
1. Laporan posisi keuangan (neraca)
2. Laporan laba rugi komprehensif
3. Laporan perubahan ekuitas
4. Laporan arus kas
5. Catatan atas laporan keuangan
6. Laporan posisi keuangan pada awal periode
komparatif yang disajikan ketika entitas menerapkan
suatu kebijakan akuntansi secara retrospektif atau
membuat penyajian kembali pos pos laporan
keuangan, atau ketika entitas mereklasifikasi pos-pos
dalam laporan keuangannya ( jika relevan)
Includes all elements of the Financial Statements:
1. Balance sheet
2. Comprehensive income statement
3. Report on changes in equity
4. Cash flow statement
5. Notes to the financial statement
6. Financial position at the beginning of the comparative
periods presented if the company implemented an
accounting policy retrospectively or restated an
account in the financial statement, or if the company
reclassified financial statement accounts (if relevant)
307-312
6. Pengungkapan dalam catatan atas laporan keuangan
ketika entitas menerapkan suatu kebijakan akuntansi
secara retrospektif atau membuat penyajian kembali
pos-pos laporan keuangan, atau ketika entitas
mereklasifikasi pos-pos dalam laporan keuangannya
Disclosure in notes to the Financial Statement when the
company applies an accounting policy retrospectively
or restates an account in the financial statement or
reclassifies an account in the financial statement
Ada atau tidak ada pengungkapan sesuai dengan PSAK
State whether or not there is disclosure according to SFAS
V
7. Perbandingan tingkat profitabilitas
Comparison of profitability ratio
Perbandingan laba (rugi) tahun berjalan dengan tahun
sebelumnya
Comparison of profit (loss) in the current and previous
years
8. Laporan arus kas
Cash flow report
Memenuhi ketentuan sebagai berikut:
1. Pengelompokan dalam tiga kategori aktivitas: operasi,
investasi, dan pendanaan
2. Penggunaan metode langsung (direct method) untuk
melaporkan arus kas dari aktivitas operasi
3. Pemisahan penyajian antara penerimaan kas dan atau
pengeluaran kas selama tahun berjalan pada aktivitas
operasi, investasi dan pendanaan
4. Pengungkapan transaksi non kas dalam catatan
laporan keuangan
Should fulfill the following provisions:
1. Classification of activities into three categories:
operating, investing and financing
2. Use of the direct method to report cash flow from
operating activities
3. Separate presentation of cash income and / or
expenditure in the current year from operating,
investing and financing activities
4. Disclosure of non-cash activities in the notes to the
financial statement
311-312
9. Ikhtisar kebijakan akuntansi
Summary of accounting policy
Meliputi sekurang-kurangnya:
1. Pernyataan kepatuhan terhadap SAK
2. Dasar pengukuran dan penyusunan laporan keuangan
3. Pengakuan pendapatan dan beban
4. Aset Tetap
5. Instrumen Keuangan
Includes at least the following:
1. Statement of compliance with SFAS
2. Basis of measurement and presentation of the financial
statement
3. Recognition of income and expense
4. Fixed assets
5. Financial instruments
V
N/A
382
Kriteria
Criteria
Penjelasan
Description
Hal
Page
10. Pengungkapan transaksi pihak berelasi
Disclosure of related party transactions
Hal-hal yang diungkapkan antara lain:
1. Nama pihak berelasi, serta sifat dan hubungan dengan
pihak berelasi
2. Nilai transaksi beserta persentasenya terhadap total
pendapatan dan beban terkait
3. Jumlah saldo beserta persentasenya terhadap total
aset atau liabilitas
4. Syarat dan ketentuan transaksi dengan pihak berelasi
Items that must be disclosed:
1. Name(s) of related parties, and nature of relationship
with related parties
2. Value of transactions and percentage of total related
income and expense
3. Balance and percentage of total assets or liabilities
4. Terms and conditions of related party transactions
323-324,
333, 371
11. Pengungkapan yang berhubungan dengan Perpajakan
Disclosures related to Taxation
Hal-hal yang harus diungkapkan:
1. Penjelasan hubungan antara beban (penghasilan)
pajak dan laba akuntansi
2. Rekonsiliasi fiskal dan perhitungan beban pajak kini
3. Pernyataan bahwa Laba Kena Pajak (LPK) hasil
rekonsiliasi dijadikan dasar dalam pengisian SPT
Tahunan PPh Badan
4. Rincian aset dan liabilitas pajak tangguhan yang diakui
pada laporan posisi keuangan untuk setiap periode
penyajian, dan jumlah beban (penghasilan) pajak
tangguhan yang diakui pada laporan laba rugi apabila
jumlah tersebut tidak terlihat dari jumlah asset atau
liabilitas pajak tangguhan yang diakui pada laporan
posisi keuangan
5. Pengungkapan ada atau tidak ada sengketa pajak
1. Explanation of the relationship between tax expense
(income) and accounting profit
2. Reconciliation between fiscal and current tax
assessment
3. Statement that the reconciled taxable profit is the basis
for the annual corporate income tax return
4. Breakdown of deferred tax assets and liabilities
recognized in the balance sheet for each period
presented, and total deferred tax expense (income)
recognized in the income statement if such amount is
not shown in the total deferred tax assets or liabilities
recognized in the financial statement
5. Disclosure of whether or not there are any tax disputes
329, 341345
1. Metode penyusutan yang digunakan
2. Uraian mengenai kebijakan akuntansi yang dipilih
atara model nilai wajar dan model biaya
3. Metode dan asumsi signifikan yang digunakan dalam
mengestimasi nilai wajar aset tetap (model revaluasi)
atau pengungkapan nilai wajar aset tetap (model
biaya)
4. Rekonsiliasi jumlah tercatat bruto dan akumulasi
penyusutan aset tetap pada awal dan akhir periode
dengan menunjukkan: penambahan, pengurangan,
dan reklasifikasi
1. Depreciation method used
2. Explanation of whether fair value model or cost model
have been adopted as accounting policy
3. Method and significant assumptions used in estimating
the fair value of fixed assets (revaluation model) or
disclosing the fair value of fixed assets (cost model)
4. Reconciliation of recorded gross amount and
cumulative depreciation of fixed assets at the beginning
and end of the period by showing addition, reduction
and reclassification
327, 347349
12. Pengungkapan yang berhubungan dengan Aset Tetap
Disclosure of Fixed Assets
Kriteria
Criteria
Penjelasan
Description
383
Hal
Page
13. Perkembangan Terakhir Standar Akuntansi Keuangan
dan Peraturan Lainnya
Recent developments in Financial Accounting
Standards and Other Regulations
Uraian mengenai SAK / peraturan yang telah diterbitkan
tetapi belum berlaku efektif, yang belum diterapkan oleh
perusahaan, dengan mengungkapkan:
1. Jenis dan tanggal efektif SAK / peraturan baru tersebut
2. Sifat dari perubahan yang belum berlaku efektif atau
perubahan kebijakan akuntansi dan
3. Dampak penerapan awal SAK dan peraturan baru
tersebut atas laporan keuangan
Description of FAS / regulations that have been issued but
are not yet effective, which have not been applied by the
company, stating:
1. Type and effective date of the new FAS / regulations
2. Nature of the change that is not yet effective or the
change in accounting policy and
3. Effect of initial application of the new AS and
regulations on the Financial Statements
14. Pengungkapan yang berhubungan dengan Instrumen
Keuangan
Disclosure related to the Financial Instrument
374 – 378
1. Persyaratan, kondisi dan kebijakan akuntansi untuk
setiap kelompok instrumen keuangan
2. Klasifikasi instrumen keuangan
3. Nilai wajar tiap kelompok instrumen keuangan
4. Penjelasan risiko yang terkait dengan instrument
keuangan: risiko pasar, risiko kredit, dan risiko likuiditas
5. Tujuan dan kebijakan manajemen risiko keuangannya
1. Requirements, conditions and policies for each group of
financial instruments
2. Classification of financial instruments
3. Fair value of each group of financial instruments
4. Explanation of the risks related to the financial
instruments: market risk, credit risk and liquidity risk
5. Purpose and policy on financial risk management
15. Penerbitan laporan keuangan
Publication of the Financial Statements
Hal-hal yang diungkapkan antara lain:
1. Tanggal laporan keuangan diotorisasi untuk terbit dan
2. Pihak yang bertanggung jawab mengotorisasi laporan
keuangan
Items to be disclosed include:
1. Date of authorization for the publication of the Financial
Statements and
2. Party responsible for authorizing the Financial
Statements
321
267
IX. Tanda Tangan Dewan Komisaris dan Direksi Signature of the Board of Commissioners and the Board of Directors
Tanda Tangan Dewan Komisaris dan Direksi
Signature of the Board of Commissioners and Board of
Directors
Memuat hal-hal sebagai berikut:
1. Tanda tangan dituangkan pada lembaran tersendiri
2. Pernyataan bahwa Direksi dan Dewan Komisaris
bertanggung jawab penuh atas kebenaran isi laporan
tahunan
3. Ditandatangani oleh seluruh anggota Dewan Komisaris
dan anggota Direksi dengan menyebutkan nama dan
jabatannya
4. Penjelasan tertulis dalam surat tersendiri dari yang
bersangkutan dalam hal terdapat anggota Dewan
Komisaris atau Direksi yang tidak menandatangani
laporan tahunan, atau penjalasan tertulis dalam surat
tersendiri dari anggota yang lain dalam hal tidak
terdapat penjelasan tertulis dari yang bersangkutan.
Contains the following:
1. Signatures of the Board of Commissioners and Board of
Directors are on a separate sheet
2. Statement that the Board of Directors and Board of
Commissioners are fully responsible to the truthfulness
of the content of the Annual Report
3. Signed by all members of the Board of Commissioners
and the Board of Directors by mentioning their names
and positions
4. Written explanation in a separate letter from the
concerned member in the event of not signing the
Annual Report, or, written explanation in separate letter
from other member in the event the concerned member
did not provide written explanation
38
384
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