2016 Laporan Tahunan • Annual Report Embracing Change, Leveraging Challenges Merangkul Perubahan, Mendayagunakan Tantangan
The declining world oil price has brought a great change into the global economic and impacted on decelerated performance of the world's corporations. Pertamina interprets each challenge as part of a business dynamic that encourages us to be more resilient, more agile and more efficient in facing those changes. In the upstream sector, the low oil price becomes an opportunity to continue to expand, including acquisition of international oil and gas blocks to secure the supply of crude oil as an effort to support national energy security. In the downstream sector, Pertamina continues to revitalize and to build new refineries to produce quality products at the most optimal production costs. Operational excellence supported by efficiency and increased value added through breakthrough project initiatives, has generated significant performance contribution of both upstream and downstream sectors as well as financial results that exceed our expectations. With improving financial structure, Pertamina has continued its upstream investment, processing and development of downstream infrastructure to sustain long-term growth. With its competence and experience, Pertamina is confident to move forward to realize the vision to become a world-class national energy company.
Embracing Change, Leveraging Challenges Merangkul Perubahan, Mendayagunakan Tantangan Penurunan harga minyak dunia telah membawa perubahan besar dalam tatanan ekonomi global dan berimbas pada perlambatan kinerja seluruh korporasi dunia. Pertamina memaknai setiap tantangan sebagai bagian dari dinamika usaha yang mendorong untuk lebih tangguh, lebih tangkas dan lebih efisien dalam menghadapi perubahan. Di sektor hulu, rendahnya harga minyak menjadi peluang untuk terus berekspansi mengakuisisi blok-blok migas internasional untuk mengamankan pasokan minyak mentah sebagai upaya mendukung ketahanan energi nasional. Di sektor hilir, kami terus melakukan revitalisasi kilang untuk menghasilkan produk berkualitas dengan biaya produksi yang paling efisien. Keunggulan operasi didukung oleh upaya efisiensi dan peningkatan nilai tambah melalui inisiatif-inisatif breakthrough project, telah menghasilkan kontribusi kinerja yang signifikan dari sektor hulu dan hilir serta memberikan dampak keuangan yang melampaui ekspektasi. Dengan struktur keuangan yang semakin membaik, Pertamina terus melanjutkan kegiatan investasi hulu dan pengolahan serta pengembangan infrastruktur hilir migas untuk menjaga pertumbuhan jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki, Pertamina percaya diri melangkah ke depan meraih visi menjadi perusahaan energi nasional kelas dunia. 1
2 Kesinambungan Tema Continuity of Themes 2014 2012 2013 Menginspirasi Indonesia, Mendunia Saat menjalani tahun 2014, Pertamina menghadapi berbagai tantangan, mulai dari dampak negatif akibat turunnya harga minyak mentah dunia sampai terbatasnya ruang pertumbuhan akibat perubahan politik, kebijakan pemerintah, dan birokrasi perijinan. Namun demikian, sebagai sebuah perusahaan kelas dunia, Pertamina mampu mengelola tantangan menjadi sebuah kesempatan, dan tetap kokoh berdiri sebagai sebuah Perusahaan milik Negeri yang memberikan inspirasi bagi Indonesia. Entrusted with the New Energy Ungkapan 'Entrusted with the New Energy' lebih dari sekedar merujuk pada energi baru dan terbarukan - meskipun Pertamina tengah berupaya mengembangkan sumber-sumber energi tersebut di Indonesia saat ini. Ungkapan tersebut juga mencerminkan bagaimana perkembangan dan kemajuan di internal Pertamina selama tahun 2012 telah memberikan 'energi baru' bagi kami untuk mencapai akselerasi pertumbuhan yang berkelanjutan ke depan. Selain itu, sebagai National Oil Company (NOC), Pertamina memang dipercaya untuk menjaga kemandirian energi nasional - sebuah amanat yang semakin nyata bersama dengan langkah-langkah Pertamina menuju visinya menjadi 'Perusahaan Energi Kelas Dunia' dan 'Asia Energy Champion' di tahun 2025. Entrusted with the New Energy The theme 'Entrusted with the New Energy' does not refer just to new and renewable energy - although Pertamina is serious about developing those sources of energy in Indonesia. Rather, it also illustrates how internal developments and progress throughout 2012 have injected Pertamina with 'new energy' towards accelerated and sustainable growth going ahead. It also means that, as Indonesia's National Oil Company (NOC), Pertamina is indeed entrusted with safeguarding the nation's energy self- sufficiency - a mission that is being achieved as Pertamina moves nearer its vision of becoming a World-Class Energy Company and Asia Energy Champion by 2025. Towards Global Recognition Pada tahun 2013, Pertamina berhasil membukukan peningkatan kinerja secara keseluruhan, termasuk beberapa pencapaian dan kemajuan yang semakin mengukuhkan keberadaan Pertamina di mata dunia, semakin mendekatkan Pertamina pada aspirasi Asian Energy Champion 2025, dan berperan aktif dalam mendukung bangsa dan negara Indonesia berdiri sejajar dengan negara-negara maju di dunia. Tema Laporan Tahunan Pertamina tahun 2013, "Towards Global Recognition", menggambarkan pencapaian prestasi serta inisiatif Pertamina dalam menerapkan strategi bisnisnya sehingga mampu mendapatkan kepercayaan dan pengakuan dunia internasional. Towards Global Recognition In 2013, Pertamina succeeded in posting overall improvement in its performance, including a number of achievements and progress that have strengthened our standing at the international communities, bringing us ever closer to our aspirations of Asian Energy Champion 2025, and taking an active role in elevating the people and nation of Indonesia to stand among the ranks of developed countries in the world. The theme of Pertamina's 2013 Annual Report, "Towards Global Recognition", reflects on our business initiatives as well as progress and achievement during the year that have earned recognition at the international level. Pertamina konsisten menerapkan strategi pertumbuhan "aggressive upstream, profitable downstream", dengan penekanan pada efisiensi dan optimalisasi produksi serta penguatan kinerja tata kelola perusahaan yang baik (GCG). Kami mengangkat tema "Inspiring Indonesia to the World" pada Laporan Tahunan 2014 untuk mengiringi laju pergerakan isu energi global dan berbagi inspirasi sebagai penyedia energi. Tentunya, langkah ini perlu didukung oleh semua pemangku kepentingan untuk bersama mengatasi tantangan, mengelola kesempatan, dan berbagi pembelajaran menuju pentas energi internasional. Inspiring Indonesia to The World In 2014, like other oil and gas companies, Pertamina faced a number of challenges. The political dynamics in the Middle East and the decline in oil prices negatively impacted many corporations, including Pertamina. Pertamina's room for growth was also limited by other factors such as political changes, government policies, and bureaucratic licensing. However, Pertamina was able to manage all these challenges and stands strong as the Nation's enterprise providing inspiration for Indonesia. Pertamina consistently implemented the "aggressive upstream, profitable downstream" growth strategy, with emphasis on efficiency and production optimization as well as the strengthening of GCG. The theme of "Inspiring Indonesia to the World" in Annual Report 2014 was chosen to convey the moving-forward of global energy issues and to inspire others as an energy provider. Obviously, this step needs to be supported by all stakeholders to jointly address the challenges, manage opportunities, and share lessons learned on the international energy stage. PERTAMINA Laporan Tahunan 2016 Annual Report
2015 Memperbaharui Semangat, Memperkuat Komitmen Terpuruknya harga minyak mentah dunia sejak awal tahun 2015 memberikan tantangan berat bagi perusahaan- perusahaan di sektor migas tidak terkecuali Pertamina. Untuk menopang stabilitas perusahaan di tengah kondisi tersebut, Pertamina mencanangkan program 5 prioritas strategis yang terdiri dari pengembangan sektor hulu, efisiensi di semua lini, peningkatan kapasitas kilang dan petrokimia, pengembangan infrastruktur dan marketing, serta perbaikan struktur keuangan. Melalui berbagai inisiatif breakthrough project di kelima aspek prioritas strategis yang dicanangkan, Pertamina mampu menutup tahun 2015 dengan membukukan kinerja yang cukup memuaskan baik dari operasional, finansial maupun non finansial. Tahun 2015 dengan demikian menjadi tahun pembuktian bagi Pertamina bahwa kondisi krisis tidak menyurutkan semangat, namun justru membulatkan tekad di seluruh jajaran Perseroan untuk berjuang lebih keras dalam komitmen bersama mewujudkan kemandirian energi bagi bangsa dan negara Indonesia. Reenergizing Spirit, Strength ening Commitments The sharp decline in global crude prices since early 2015 presented considerable challenges to oil and gas companies including Pertamina. To maintain operational stability in those challenging times, Pertamina embarked on the 5 Strategic Priorities program: expansion in upstream, efficiencies at all lines of activity, increasing refinery capacity, development of infrastructure & marketing, and improvement of financial structure. With breakthrough project initiatives in the 5 Strategic Priorities, Pertamina was able to show satisfactory performance in 2015 in terms of operations, financial and non-financial. The year 2015 was thus a successful proving ground for Pertamina: notwithstanding the crisis situation, our fighting spirit remained undaunted throughout the organization, strengthening our resolve to strive ever harder towards our common commitments in ensuring energy self-sufficiency for the benefit of the people and nation of Indonesia. Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 2016 Merangkul Perubahan, Mendayagunakan Tantangan Penurunan harga minyak dunia telah membawa perubahan besar dalam tatanan ekonomi global dan berimbas pada perlambatan kinerja seluruh korporasi dunia. Pertamina memaknai setiap tantangan sebagai bagian dari dinamika usaha yang mendorong untuk lebih tangguh, lebih tangkas dan lebih efisien dalam menghadapi perubahan. Di sektor hulu, rendahnya harga minyak menjadi peluang untuk terus berekspansi mengakuisisi blok- blok migas internasional untuk mengamankan pasokan minyak mentah sebagai upaya mendukung ketahanan energi nasional. Di sektor hilir, kami terus melakukan revitalisasi kilang untuk menghasilkan produk berkualitas dengan biaya produksi yang paling efisien. Keunggulan operasi didukung oleh upaya efisiensi dan peningkatan nilai tambah melalui inisiatif-inisatif breakthrough project, telah menghasilkan kontribusi kinerja yang signifikan dari sektor hulu dan hilir serta memberikan dampak keuangan yang melampaui ekspektasi. Dengan struktur keuangan yang semakin membaik, Pertamina terus melanjutkan kegiatan investasi hulu dan pengolahan serta pengembangan infrastruktur hilir migas untuk menjaga pertumbuhan jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki, Pertamina percaya diri melangkah ke depan meraih visi menjadi perusahaan energi nasional kelas dunia. Embracing Change, Leveraging Challenges The declining world oil price has brought a great change into the global economic and impacted on decelerated performance of the world's corporations. Pertamina interprets each challenge as part of a business dynamic that encourages us to be more resilient, more agile and more efficient in facing those changes. In the upstream sector, the low oil price becomes an opportunity to continue to expand, including acquisition of international oil and gas blocks to secure the supply of crude oil as an effort to support national energy security. In the downstream sector, Pertamina continues to revitalize and to build new refineries to produce quality products at the most optimal production costs. Operational excellence supported by efficiency and increased value added through breakthrough project initiatives, has generated significant performance contribution of both upstream and downstream sectors as well as financial results that exceed our expectations. With improving financial structure, Pertamina has continued its upstream investment, processing and development of downstream infrastructure to sustain long-term growth. With its competence and experience, Pertamina is confident to move forward to realize the vision to become a world-class national energy company. PERTAMINA Laporan Tahunan 2016 Annual Report 3
44 Daftar Isi Contents 1 1 2 4 8 9 11 12 14 16 18 22 26 28 30 36 37 44 58 61 62 80 86 Pertamina Highlights 2016 Merangkul Perubahan, Mendayagunakan Tantangan Embracing Change, Leveraging Challenges Kesinambungan Tema Continuity of Themes Daftar Isi Contents 5 Prioritas Strategis Pertamina 5 Pillars of Strategic Priorities Pencapaian berdasarkan 5 Prioritas Strategis Pertamina Result of 5 Pillars of Strategic Priorities Inisiatif 2016 Initiatives in 2016 Rencana Jangka Panjang Perusahaan Long-term Corporate Plan 10 Keunggulan Pertamina 10 Pertamina Excellences Peran Pertamina dalam Kemandirian Energi Nasional Our Role in Supporting Indonesian Energy and Economy Independence Ikhtisar Kinerja Keuangan Financial Performance Highlights Ikhtisar Kinerja Operasional Operational Perfomance Highlights Ikhtisar Kinerja Obligasi Bonds Perfomance Highlights Informasi Saham Share Information Penghargaan 2016 2016 Awards Sertifikasi 2016 2016 Certification Peristiwa Penting Event Highlights Laporan Dewan Komisaris Board of Commissioners' Report Profil Dewan Komisaris Board of Commissioners' Profile Profil Mantan Komisaris Former Commissioner' Profile Laporan Direksi Board of Directors' Report Profil Direksi Board of Directors' Profile Pernyataan Direksi dan Dewan Komisaris tentang Tanggung Jawab atas Laporan Tahunan 2016 PT Pertamina (Persero) Statement of the Board of Directors' and the Board of Commissioners' Responsibility on PT Pertamina (Persero)'s Annual Report 2016 88 124 90 92 94 96 97 98 Company Profile Identitas Perusahaan Corporate Identity Pertamina dari Waktu ke Waktu Pertamina Record of Events Sejarah Perusahaan Company History Visi, Misi, Tujuan dan Tata Nilai Vision, Mission, Goals and Values Tata Nilai Unggulan 6C The 6C Excellent Values Budaya Pertamina Pertamina Culture 99 Makna Logo Meanings of the Logo 99 Makna Tagline Meanings of the Tagline 100 Kegiatan Usaha Terintegrasi Pertamina Pertamina Integrated Business Activities 102 Bidang Usaha Business Activity 104 Produk dan Jasa Products and Services 106 Struktur Grup Perusahaan Company's Group Structure 108 Struktur Organisasi Organizational Structure 110 Pejabat Senior Senior Officers 111 Direktur Utama Anak Perusahaan President Director of Subsidiaries 114 Daftar Entitas Anak List of Subsidiaries 117 Lembaga Profesi Penunjang Perusahaan Supporting Institutions of Profession to the Company 118 Website Pertamina Pertamina's Website 120 Alamat Perwakilan, Cabang, dan Anak Perusahaan Address of Representative, Branches, and Subsidiaries Business Support 126 Fungsi Sumber Daya Manusia Human Resources Function 143 Fungsi Asset Management Asset Management Function 146 Fungsi Corporate Shared Service Corporate Shared Service Function 150 Fungsi Quality System and Knowledge Management Quality System and Knowledge Management Function 154 Pengadaan Procurement Catatan untuk Pembaca Laporan • Tabel, grafik, dan infografik pada laporan ini memaparkan data Note to Readers of the Report • In all tables, graphs, and info graphs presenting numeric data, numerik dengan notasi Bahasa Inggris. the English notation is used.
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 158 Management Discussion and Analysis 160 TINJAUAN INDUSTRI DAN FAKTOR EKSTERNAL EXTERNAL FACTORS AND INDUSTRIAL REVIEW 174 TINJAUAN KINERJA USAHA BUSINESS PERFORMANCE REVIEW Kinerja Sektor Hulu Upstream Business Sector 178 264 265 266 Target 2017 Target 2017 Kemampuan Membayar Utang dan Tingkat Kolektabilitas Piutang Solvency and Receivables Collectibility Rate Struktur Modal dan Kebijakan Manajemen atas Struktur Modal Capital Structure and Management Policy on Capital Structure 196 206 222 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector Kinerja Sektor Pengolahan Performance of Refinery Sector Kinerja Sektor Pemasaran Performance of Marketing Sector 268 269 270 Ikatan Material untuk Investasi Barang Modal Material Commitments for Capital Expenditure Investasi Barang Modal yang Direalisasikan pada Tahun Buku Terakhir Capital Expenditure Realized in Current Financial Year Informasi dan Fakta Material yang Terjadi setelah Tanggal Laporan Akuntan Subsequent Events 230 Lini Bisnis Aviasi Aviation Business Line 272 Kebijakan Dividen Dividend Policy 233 241 Lini Bisnis Perkapalan Shipping Business Line Integrated Supply Chain Integrated Supply Chain 273 Program Kepemilikan Saham oleh Karyawan dan/atau Manejemen Employee and/or Management Stock Ownership Program (ESOP/MSOP) 243 Optimasi Margin Hilir Downstream Margin Optimization 273 Penggunaan Dana Hasil Penawaran Umum Realization of Use of Proceeds from Public Offering 245 Kinerja Anak Perusahaan Subsidiary Report 246 TINJAUAN KINERJA KEUANGAN FINANCIAL PERFORMANCE REVIEW 248 Pembahasan Kinerja Keuangan Discussion on Financial Performance 273 Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information On Investment, Expansion, Divestment, Business Merger/ Consolidation, Acquisition, or Debt/Capital Restructuring 249 249 Analisa atas Laporan Laba Rugi Statement of Profit or Loss Analysis Penjualan dan Pendapatan Usaha Lainnya Sales and Other Operating Revenues 275 Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak Afiliasi Material Transaction Involving Conflict of Interest and/ or Affiliated-Party Transaction 252 254 255 Beban-Beban Expenses Laba (Rugi) Profit (Loss) Analisa atas Laporan Posisi Keuangan Statement of Financial Position Analysis 276 276 Transaksi Penting Lainnya dalam Jumlah Signifikan Other Material Transaction with Significant Amount Perubahan Peraturan Perundang-Undangan yang Berpengaruh Signifikan terhadap Perseroan Changes in the Laws and Regulations with Significant Impact on the Company 255 257 Aset Assets Liabilitas Liabilities 278 Perubahan Kebijakan Akuntansi yang Diterapkan Perseroan pada Tahun Buku 2016 Changes in Accounting Policies Applied by the Company in Financial Year 2016 260 Ekuitas Equity 278 Ketaatan sebagai Wajib Pajak Tax Compliance 261 Analisa atas Laporan Arus Kas Statement of Cash Flow Analysis 279 Prospek Usaha Business Prospects 262 Rasio-Rasio Keuangan Financial Ratios 282 Aspek Pemasaran Marketing Aspect 264 Pencapaian Target 2016 Targets Achievement in 2016 287 Kelangsungan Usaha Business Continuity Peringatan atas Pernyataan-Pernyataan mengenai Masa Depan Dalam dokumen ini mungkin terdapat rencana, proyeksi, strategi dan tujuan Perseroan tertentu, yang bukan merupakan pernyataan fakta historis dan perlu dipahami sebagai pernyataan mengenai masa depan. Pernyataan mengenai masa depan tergantung pada risiko dan ketidakpastian yang dapat menyebabkan keadaan dan hasil aktual Perseroan di masa depan berbeda dari yang diharapkan atau diindikasikan. Tidak ada jaminan bahwa hasil yang diantisipasi oleh Perseroan atau diindikasikan oleh pernyataan-pernyataan mengenai masa depan, akan tercapai. Caution regarding Forward-Looking Statements This document may contain certain plans, projections, strategies and objectives of the Company that are not statements of historical fact and would be treated as forward looking statements. Forward-looking statements are subject to risks and uncertainties that may cause actual events, and the Company's future result, to be different than expected or indicated by such statements. No assurance can be given that the result anticipated by the Company, or indicated by such forward- looking statements, will be achieved. 55
66 Daftar Isi Contents 288 Pengukuran Perusahaan Corporate Assessment 359 Hubungan Afiliasi Affiliations 288 Tingkat Kesehatan Perusahaan Corporate Soundness Level 360 Hubungan Kerja Dewan Komisaris dan Direksi Work Relation between BOC and BOD 290 Hasil Asesmen Kriteria Penilaian Kinerja Unggul (KPKU) Excellent Performance Evaluation Criteria (KPKU) 361 Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity of BOC and BOD Composition Policy 362 Komite Audit 292 Corporate Governance Audit Committee 369 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee 294 Komitmen Perseroan Corporate Commitment 376 Komite Pemantau Manajemen Risiko Risk Management Monitoring Committee 295 Sejarah dan Ruang Lingkup GCG History and Scope of GCG 296 Dasar Hukum Penerapan GCG Legal Basis of GCG Implementation 296 Prinsip GCG GCG Principal 298 Tujuan Penerapan GCG The Purpose of GCG Implementation 299 Roadmap GCG GCG Roadmap 300 Pedoman GCG GCG Guideline 382 Sekretaris Dewan Komisaris Board of Commissioners' Secretary 385 Sekretaris Perusahaan Corporate Secretary 396 Unit Audit Internal Internal Audit Unit 405 Akuntan Publik Public Accountant 406 Sistem Manajemen Risiko Risk Management System 416 Sistem Pengendalian Internal Internal Control System 301 Fungsi Compliance Compliance Function 419 Investor Relation Investor Relations 304 Sosialisasi Praktik GCG Socialization of GCG Practice 304 Pengukuran dan Assessment GCG Measurement and GCG 305 Struktur Tata Kelola Perseroan Company Governance Structure 307 Informasi Pemegang Saham Utama dan 420 Kasus dan Perkara Penting Important Legal Cases 421 Informasi mengenai Sanksi Administratif dan Finansial Information on Administrative and Financial Sanctions 421 Akses Informasi dan Data Perusahaan Access to Information and Company's Data Pengendali Information on the Majority and Controlling Shareholders 307 Informasi Pemegang Saham Non Pengendali Information on the Non-Controlling Shareholders 308 Rapat Umum Pemegang Saham (RUPS) General Meeting of the Shareholders (GMS) 316 Dewan Komisaris Board of Commissioners 329 Komisaris Independen Independent Commissioners 422 Kode Perilaku Code of Conduct 423 Inisiasi Anti Gratifikasi Initiation of Anti Gratification 423 Partisipasi dalam Politik Participation in Politics 424 Sistem Pelaporan Pelanggaran Fraud Reporting System 426 Pedoman Tata Kelola Perusahaan Terbuka Corporate Governance Guidelines for Public Company 330 Direksi Board of Directors 342 Asesmen terhadap Dewan Komisaris dan Direksi Assessment towards Board of Commissioners and Board of Directors 348 Remunerasi Dewan Komisaris dan Direksi Remuneration of BOC and BOD 428 Realisasi Program GCG 2016 Realization of GCG Programs in 2016 430 Rencana GCG 2017 GCG Plan for 2017 431 Klarifikasi Ada/Tidaknya Praktik Bad Corporate Governance Clarification on Whether Bad Corporate Governance Practices Exist 350 Rapat Dewan Komisaris, Rapat Direksi dan Rapat Dewan Komisaris mengundang Direksi BOC Meetings, BOD Meetings, and BOC Meetings with Invitation to BOD 431 Indeks Kepuasan Pelanggan Customer Satisfaction Index
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 432 Corporate Social Responsibility 457 Financial Report 458 Laporan Keuangan Konsolidasian PT Pertamina 434 Komitmen Perseroan Company's Commitment 434 Program CSR CSR Program (Persero) dan Entitas Anak Consolidated Financial Statements of PT Pertamina (Persero) and Subsidiaries 435 Ruang Lingkup Kegiatan Scope of Activities 438 Program Bina Lingkungan Community Development Program 439 Program Kemitraan Partnership Program 440 Tanggung Jawab Pertamina terhadap Lingkungan Corporate Social Responsibility for the Environment 443 Tanggung Jawab Pertamina terhadap Ketenagakerjaan, Kesehatan dan Keselamatan Kerja Corporate Social Responsibility for Employment and Occupational Health and Safety 450 Tanggung Jawab Pertamina terhadap Sosial 673 Other Information 674 Daftar Istilah Glossary of Terms 677 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company 692 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria dan Masyarakat Corporate Social Responsibility for Social and Community Development 453 Tanggung Jawab Pertamina terhadap Konsumen dan Pelanggan Corporate Social Responsibility for Consumer and Customer 455 Rencana Program CSR 2017 CSR Program Plan 2017 77
8 5 Prioritas Strategis Pertamina 5 Pillars of Strategic Priorities 1 Pengembangan Sektor Hulu 2 Efisiensi di Semua Lini 3 Peningkatan Kapasitas Kilang dan Petrokimia Pengambilalihan dan pengembangan blok utama Indonesia: Mahakam, Cepu, ONWJ Pengembangan internasional: Algeria, M&A Internasional lain • Akselerasi pengembangan Geothermal & EBT Operations Excellence (Pemboran, EOR, Efisiensi) Eksplorasi Expand Upstream Activities • Acquisition and development of Indonesia's main blocks: Mahakam, Cepu, ONWJ • International development: Algeria, other International M&A • Geothermal and New & Renewable energy development acceleration • Operations excellence (Drilling, Reformasi pengadaan minyak mentah dan produk minyak melalui ISC yang berkelas dunia. Penekanan losses di semua lini operasi, hulu, kilang, transportasi laut & darat Streamlining fungsi-fungsi korporasi • Sentralisasi pengadaan • Sentralisasi marketing Enterprise-Wide Efficiencies • Reformation of crude and oil product procurement through world-class ISC • Reduce volume losses in all lines of operations: upstream, refinery, sea and land transportation Streamlining of corporate functions • Procurement centralization • Marketing centralization Upgrade kilang (Refinery Development Master Plan) Kilang baru (Grass Root Refinery Project) Revitalisasi & integrasi kilang swasta Increase Refining and Petrochemical Capacity • Refinery upgrade (Refinery Development Master Plan) • Grass Root Refinery Project • Revitalization and integration of private refinery EOR, Efficiency) Exploration
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 4 Pengembangan Infrastruktur dan Marketing 5 Perbaikan Struktur Keuangan Peningkatan kapasitas storage & terminal • Pengembangan jaringan SPBU & pemasaran bertaraf Penyelesaian piutang ke negara • Penyelarasan strategi pembiayaan jangka pendek dan panjang Penyelesaian piutang ke negara • Penyelarasan strategi pembiayaan jangka pendek dan panjang Pengembangan infrastruktur receiving & regasifikasi LNG Pengelolaan perencanaan & evaluasi investasi serta SPBG Marketing Operation Excellence • Go International Develop Marketing and Distribution Infrastructure • Enhancement of storage and terminal capacities • Development of Public Fuel Filling Station and world class Improvement in Financial Structure • Settlement of receivables to the Government • Alignment of short-term and long-term funding strategies • Management of investment planning & evaluation marketing network. Development of LNG Receiving & Regasification facility as well as Gas Refuelling Station. • Marketing Operation Excellence • Go International Visi Menjadi Perusahaan Energi Nasional Kelas Dunia Mewujudkan Kemandirian Energi Nasional Vision to be the World-Class National Energy Company Realizing National Energy Independence 9
10 Pencapaian berdasarkan 5 Prioritas Strategis Pertamina Result of 5 Pillars of Strategic Priorities 01 Pengembangan Sektor Hulu | Expand Upstream Activities Hingga Desember 2016 Pertamina telah menjadi pemegang As of December 2016, Pertamina has been the holder of 24.53% shares in Maurel & Prom SA (M&P). As of December 2016, Pertamina has been the holder of 24.53% shares in Maurel & Prom SA (M&P). The extension of ONWJ block management contract. • Findings of 2C reserve in 2016 10% higher than in 2015. dari 2015. 02 Efisiensi di Semua Lini | Enterprise-Wide Efficiencies Efisiensi biaya operasi hulu sebesar USD1,2 miliar. • Biaya pokok produksi kilang turun menjadi 97,1% MOPS USD1.2 billion: the cost efficiency of upstream operations. • Refinery production cost decreased to 97.1% of MOPS compared to 98.2% of MOPS in 2015. USD1.2 billion: the cost efficiency of upstream operations. • Refinery production cost decreased to 97.1% of MOPS compared to 98.2% of MOPS in 2015. Yield Valuable Product meningkat dari 75,52% menjadi Yield Valuable Product increased from 75.52% to 77.67%. 77,67%. Efisiensi pengadaan minyak mentah dan produk minyak oleh The efficiency of crude and oil products procurement by Integrated Supply Chain (ISC) worth up to USD315.4 million. The efficiency of crude and oil products procurement by Integrated Supply Chain (ISC) worth up to USD315.4 million. Penurunan total losses menjadi 0,13% dengan nilai efisiensi Reduce of total losses to 0.13% with the efficiency value worth up to USD143 million. Reduce of total losses to 0.13% with the efficiency value worth up to USD143 million. Efisiensi dari sentralisasi procurement non-hydrocarbon mencapai The efficiency of the centralized non-hydrocarbon procurement worth up to USD280 million. The efficiency of the centralized non-hydrocarbon procurement worth up to USD280 million. 03 Peningkatan Kapasitas Kilang dan Petrokimia | Increase Refining and Petrochemical Capacity Pengembangan kilang existing: The development of existing refineries: a. Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap, b. Refinery Development Master Plan (RDMP) di kilang Balikpapan, kilang Cilacap, kilang Dumai dan kilang Balongan. a. Blue Sky Project Cilacap (PLBC) in Cilacap refinery unit, b. Refinery Development Master Plan (RDMP) in Balikpapan, Cilacap, Dumai and Balongan refinery units. Rencana pembangunan kilang baru: Construction of new refineries: a. GRR (Grass Root Refinery) East di Bontang b. GRR West 1 dan 2 di Tuban. a. GRR (Grass Root Refinery) East in Bontang, b. GRR West 1 and 2 in Tuban. 04 Pengembangan Infrastruktur dan Marketing | Develop Marketing and Distribution Infrastructure Rencana pengembangan infrastruktur: Plan for infrastructure development: a. Pembangunan LPG Refrigerated di Jawa Barat b. Pembangunan pipa transmisi gas di Pulau Jawa (Trans Java a. LPG Refrigerated development in West Java b. Construction of gas pipeline in Java (Trans Java Pipeline). Pipeline). Program Marketing Go International dengan strategi market entry Marketing Go International Program with market entry strategy to ke negara Thailand. Pembangunan 8 unit kapal tanker tipe GP 17.500 DWT buatan dalam negeri.
Thailand. Locally constructed of 8 units of crude oil tankers Type GP 17,500 DWT. 05 Perbaikan Struktur Keuangan | Improvement in Financial Structure Peningkatan jumlah free cash yang digunakan untuk mempercepat The increase of free cash used to accelerate the loan repayment. pelunasan pinjaman. Penurunan pinjaman jangka pendek dan jangka panjang yang The decrease in short-term and long-term liabilities resulted the decrease of interest expense. The decrease in short-term and long-term liabilities resulted the decrease of interest expense. Rasio liabilitas jangka panjang terhadap total aset semakin baik. Better long-term liabilities to total assets ratio.
Inisiatif 2016 Initiatives in 2016 Sebagai salah satu program besar transformasi Pertamina, Breakthrough Project (BTP) menjadi andalan untuk mencapai visi perusahaan energi nasional kelas dunia. Inisiatif-inisiatif BTP difokuskan pada efisiensi di semua lini agar tetap mampu bersaing di industri migas yang masih menghadapi tantangan berat. Di tahun 2016, BTP New Initiatives mencanangkan target pencapaian nilai tambah sebesar USD2,13 miliar dan realisasi financial impact yang tercapai sebesar USD2,67 miliar atau 125% dari target. As one of the big Pertamina transformation programs, Breakthrough Project (BTP) is the foundation towards achieving the vision of a world-class national energy company. BTP initiatives are focused on efficiency in all business lines in order to remain competitive in the oil and gas industry which is still facing tough challenges. In 2016, BTP New Initiatives launched achievement target of value added of USD2.13 billion and the actual financial impact was USD2.67 billion or 125% of the target. Di sektor hulu, efisiensi dilakukan melalui optimalisasi biaya operasi, dari target financial impact sebesar USD850 juta, berhasil terealisasi sebesar USD1,2 miliar. Efisiensi yang dihasilkan sebesar USD437 juta dan sisanya berupa value creation dari prioritasi pekerjaan. In the upstream sector, efficiency was done through optimization of operating expenses, with a financial impact target of USD850 million, the actual result was USD1.2 billion. The generated efficiency was USD437 million and the remaining was value creation from jobs prioritization. Di sektor pengolahan program efisiensi mencakup peningkatan margin kilang dan operational excellence. Pembenahan Tata Kelola Arus Minyak (PTKAM) yang bertujuan menekan losses terus dilanjutkan dan berhasil menurunkan total losses di bawah target 0,2%, yaitu 0,13% dengan nilai efisiensi sebesar USD143 juta. In the processing sector, the efficiency program included refinery margin improvement and operational excellence. Revamping Project of Oil Flow Governance (PTKAM) which is aimed to cut losses continued and managed to decrease the total losses below the target of 0.2%, reaching 0.13% with an efficiency value of USD143 million. Transformasi pengadaan minyak dan produk minyak oleh Integrated Supply Chain (ISC) masih menjadi bagian penting dalam BTP. Di tahun 2016 Pertamina melanjutkan penataan proses bisnis ISC dengan sejumlah langkah terobosan meliputi pembelian hydrocarbon, baik minyak mentah, kondensat dan LPG yang bersumber dari Iran, crude processing deal untuk minyak Basrah Light Crude, maksimalisasi pembelian minyak mentah domestik melalui negosiasi peningkatan volume minyak mentah domestik yang disuplai kepada Pertamina oleh KKKS dan implementasi HPS keekonomian dalam pengadaan minyak mentah serta penyederhanaan syarat dan ketentuan (GT&C) dalam pengadaan minyak mentah di RU VI Balongan sesuai dengan standar internasional. Dari target sebesar USD180 juta, ISC berhasil membukukan efisiensi senilai USD315,4 juta. Transformation of oil and oil products procurement by the Integrated Supply Chain (ISC) is still an important part of BTP. In 2016, Pertamina continued to restructure ISC business processes with a number of breakthroughs including the purchase of hydrocarbons, in the form of crude oil, condensate and LPG coming from Iran, crude processing deal for Basrah Light Crude oil, maximizing the purchase of domestic crude oil through a negotiated increase in the volume of domestic crude oil supplied to Pertamina by KKKS and the implementation of economic OE in the procurement of crude oil as well as simplification of general terms and conditions (GT&C) in the procurement of crude oil in RU VI Balongan in accordance with the international standards. Of the target of USD180 million, ISC recorded an efficiency of USD315.4 million. BTP Marketing Operation Excellence (MOrE) oleh Direktorat Pemasaran menjadi BTP dengan persentase pencapaian financial impact tertinggi, yaitu USD613 juta dari target USD150 juta terutama dari program peningkatan volume penjualan pertalite dan dexlite, optimalisasi tonase kapal dan bunker shipping, top-up dari optimalisasi supply chain serta efisiensi dari stream infrastructure excellence. BTP Marketing Operation Excellence (MOrE) by the Marketing Directorate became a BTP with the highest percentage of the actual financial impact, reaching USD613 million of the targeted USD150 million mainly from the increased sales volume program of pertalite and dexlite, optimization of ship tonnage and bunker shipping, top-up from supply chain optimization as well as efficiency of stream infrastructure excellence. Efisiensi seluruh direktorat juga memberi kontribusi penting untuk capaian BTP. Dari target program sebesar USD172 juta telah tercapai USD233 juta terdiri dari efisiensi ABO seluruh direktorat dan fungsi di Kantor Pusat sebesar USD41,6 juta dan prioritas rencana kerja sebesar USD191,2 juta. The efficiency of all directorates is also an important contribution to BTP achievement. Of the program's target amounting to USD172 million, the realization has reached USD233 million consisting of ABO efficiency across directorates and functions at the Head Office of USD41.6 million and work plan prioritization of USD191.2 million. 11
12 Rencana Jangka Panjang Perusahaan Long-term Corporate Plan Untuk mewujudkan visi "Pertamina" yang dijabarkan dalam Rencana Jangka Panjang Perusahaan (RJPP) 2015-2019, Pertamina tema strategi Aggressive Upstream, Profitable Downstream yang diarahkan kepada pencapaian sasaran perusahaan semaksimal mungkin, yang meliputi: telah menetapkan In order to realize Pertamina's strategy which carries the theme "Aggressive Upstream and Profitable Downstream" in supporting the achievement of Pertamina's vision contained in the Company's Long Term Plan (RJPP) 2015-2019, the development of corporate strategy is aimed to optimally achieve the corporate goals, which include: Strategi Sektor Hulu Menetapkan sasaran produksi minyak dan gas sebesar 1.039,4 MBOEPD pada tahun 2019 dengan pertumbuhan produksi minyak dan gas rata-rata Compound Annual Growth Rate (CAGR) dari tahun 2015 ke 2019 sebesar 15% dengan strategi sebagai berikut: • Meningkatkan cadangan dan produksi migas secara organik melalui kegiatan eksplorasi dan pengembangan, EOR, serta optimasi produksi. Meningkatkan cadangan dan produksi migas secara organik dan anorganik melalui akuisisi lapangan pengembangan dan lapangan eksplorasi baik domestik maupun luar negeri. lapangan produksi, Mengembangkan proyek investasi yang memberikan keuntungan yang maksimal pada periode lima tahun mendatang (2015- 2019). Upstream Sector Strategy Determine target to reach Oil and gas production amounted to 1,039.4 MBOEPD in 2019 with average growth of oil and gas production Compound Annual Growth Rate (CAGR) by 15% from 2015 To 2019 with the following strategies: • Increasing oil and gas reserve and production organically through exploration and development activities, EOR, as well as production optimization. Increasing oil and gas reserve and production organically and inorganically through the acquisition of production, development and exploration fields, both domestic and abroad.
Development of investment projects that provide maximum benefits in the upcoming five years (2015-2019). Strategi Sektor Gas, Energi Baru dan Terbarukan Obyektif utama dari bisnis gas, energi baru dan terbarukan adalah untuk menangkap peluang yang datang dari seluruh mata rantai bisnis gas, mengembangkan dan mengintegrasikan portofolio bisnis gas Pertamina dari hulu sampai hilir serta mengembangkan bisnis energi baru dan terbarukan di Indonesia melalui strategi sebagai berikut: • Memperluas (sourcing dan trading) domestik dan global untuk penguasaan bisnis gas di pasar domestik. sumber pasokan Mengembangkan sumber energi baru dan terbarukan dengan memanfaatkan insentif pemerintah dan kebijakan yang menguntungkan lainnya. Mengembangkan infrastruktur LNG, LPG, CNG, jaringan pipa gas industri (transmisi dan distribusi) dan jaringan gas kota (city gas), untuk memenuhi kebutuhan gas dan penguasaan pasar domestik. Mengembangkan portofolio bisnis hilir secara agresif dan berorientasi bisnis untuk CNG, LNG (industri, pertambangan, transportasi dan maritim), niaga gas dan transmisi dan distribusi gas guna menguasai bisnis gas di sepanjang value chain dan menciptakan nilai tambah bagi pemangku kepentingan. Selain tiga strategi utama, RJPP didukung oleh strategi-strategi penunjang yang meliputi: • Menerapkan prinsip-prinsip HSE excellence dalam setiap Besides the three main strategies, the Company's Long Term Plan is supported by supporting strategies which among others include: • Apply the principles of HSE excellence in all of the Company's kegiatan perusahaan. Menerapkan strategi Integrated Supply Chain (ISC) untuk menjamin pengadaan stok nasional.
activities. Implement the Integrated Supply Chain (ISC) strategy to ensure the procurement of national stocks. Menyusun risk appetite dan risk tolerance dalam Corporate Top Formulate Risk Appetite and Risk Tolerance in the Corporate Top Risk Profile. Meningkatkan kinerja korporasi, unit bisnis dan Anak Perusahaan melalui penerapan performance management system yang lebih baik.
Risk Profile. Improve corporate, business units and subsidiaries performances through better implementation of Performance Management System. Menyusun corporate portfolio optimization secara terintegrasi Develop an integrated and comprehensive Corporate Portfolio Optimization. Develop an integrated and comprehensive Corporate Portfolio Optimization. Mengoptimalkan Sistem Informasi Sumber Daya Manusia (HRIS) Optimizing ERP based Human Resources Information System (HRIS) for the whole cycle of HR management. Optimizing ERP based Human Resources Information System (HRIS) for the whole cycle of HR management.
Gas, New and Renewable Energy Sector The main objectives of the gas and new renewable energy business is capturing opportunities from all gas business chain, developing and integrating Pertamina's gas business portfolio from upstream to downstream and developing new renewable energy business in Indonesia through the following strategies: • Expanding the source of domestic and global supply (source and trade) for gas business domination in domestic market. Developing new renewable energy sources by utilizing government incentives and other favourable policies. Developing infrastructure of LNG, LPG, CNG, industrial gas pipeline (transmission and distribution) and city gas distribution network, to meet the needs of gas and to capture a dominant domestic market. Implementing an aggressive and business- oriented strategy to develop downstream business portfolio of CNG, LNG (industrial, mining, transport and maritime), gas trading, and gas transmission and distribution to control gas business along the value chain and create added value for stakeholders.
Strategi Sektor Hilir (Pengolahan dan Pemasaran dan Niaga) Tema strategi bisnis sektor bisnis Hilir adalah profitable downstream, yaitu peningkatkan keuntungan melalui peningkatan daya saing, serta optimasi operasional kilang efisiensi terhadap produk yang bernilai jual, melalui strategi sebagai berikut: • Memenuhi kebutuhan produk hilir domestik dengan supply chain yang kompetitif. Meningkatkan marjin hilir melalui peningkatan efisiensi operasional dan produk bernilai tinggi. Meningkatkan kapabilitas dan daya saing kilang kelas dunia beserta infrastruktur investasi proyek- pendukungnya melalui proyek strategis dalam kurun waktu 5 tahun mendatang (2016-2020). Fokus pada pelanggan untuk mewujudkan kapabilitas pelayanan kelas dunia terhadap customer. Operational excellence dan cost leadership. • Menjalin kemitraan strategis untuk bersinergi dalam menghadapi persaingan. Membangun kapabilitas kelas dunia melalui organisasi pembangunan kelas dunia baik dari sisi aspek fisik (pembangunan infrastruktur), sumber daya manusia maupun kesisteman. Proses bisnis terus disempurnakan agar mencapai lean operation untuk mendukung para tenaga penjualan sebagai ujung tombak penjualan M&T. kapabilitas Downstream Sector Strategy (Refinery and Marketing). The theme of downstream business is profitable downstream, which is increasing profit through the increase in competitiveness, efficiency and optimization of refinery operation of high value products through the following strategies: • Meeting the domestic downstream products with competitive supply chain. by Increasing increasing operational efficiency and high- value products. Improving and competitiveness of world-class refinery and supporting infrastructure through strategic project investments in the upcoming five years (2016-2020) the needs of
downstream margins
the capabilities Focus on customers to realize the world-class customer services capabilities. Operational excellence and cost leadership. • Creating synergistic strategic partnership to face competition. Building a world class capabilities by building a world-class organization in terms of physical aspects (infrastructure), human resources and system. Continuing business process lean operation to support sales forces as the M&T sales spearheads. improvement to achieve Mengembangkan Corporate University sebagai vehicle dalam menyiapkan sumber daya manusia pada jenjang teknis, operasional, strategik dan visioner. Implementasi modul business planning and consolidation (BPC)- MySAP di PT Pertamina (Persero).
Develop Corporate University as a "vehicle" in preparing human resources on the technical, operational, strategic and visionary levels. Implementation of the Business Planning and Consolidation (BPC) -MySAP module at PT Pertamina (Persero).
Mengembangkan sistem SAP Business Object-CFO Dashboard, untuk mendukung kecepatan dan ketersediaan informasi yang terstandarisasi bagi pengambil keputusan yang mobile. • Mengembangkan office center yang smart, green dan iconic • Mengimplementasi program Internal Control over Financial Reporting (ICoFR) untuk mendorong penerapan pengendalian internal di Pertamina sesuai dengan IFRS (International Financial Reporting Standard). Development of SAP Business Object-CFO Dashboard system to support the speed and availability of standardized information for mobile decision makers. Developing a smart, green and iconic office centre. • Implementing Internal Control over Financial Reporting (ICOFR) Program to encourage the implementation of internal control in Pertamina in accordance with IFRS (International Financial Reporting Standard). Mendorong perubahan berbasis Information Communication Encouraging changes through Information Communication and Technology (ICT) and shared services. Encouraging changes through Information Communication and Technology (ICT) and shared services. Pemenuhan kebutuhan barang dan jasa berbasis Supply Chain Meeting the goods and services needs through Supply Chain Management. Meeting the goods and services needs through Supply Chain Management. 13
14 10 Keunggulan Pertamina 10 Pertamina Excellences Sebagai Perusahaan energi nasional kelas dunia, Pertamina memiliki keunggulan-keunggulan, yaitu: As a world class national energy Company, Pertamina has a number of excellences, which are: 1 Mengoperasikan bisnis minyak dan gas yang terintegrasi dari hulu hingga hilir yang saling mendukung dalam kontribusi pendapatan, menjadikan Pertamina mampu menghadapi kondisi harga minyak global yang belum membaik. from Operating an upstream to downstream which mutually support contribution, has positioned Pertamina as a company that is able to face the global oil price conditions of the which is not improved. integrated business in revenue 2 Melakukan program-program Breakthrough Project (BTP) dengan total financial impact sebesar USD2,67 miliar yang dihasilkan dari top up revenue, efisiensi, dan value creation serta melakukan inovasi Pertamina tanpa henti, yang dibuktikan melalui Continuous Improvement Program (CIP) dengan value creation Rp24,6 triliun tahun 2016. Conducting Breakthrough Project (BTP) programs with total financial impact of USD2.67 billion resulting from top up revenue, efficiency, and value creation and conducting Continuous Improvement Program (CIP) with value creation of Rp24.6 trillion in 2016. 3 Memiliki wilayah operasi blok migas internasional di Asia Tenggara, Afrika, dan Timur Tengah. Mendapatkan prioritas dari Pemerintah untuk mengelola blok-blok migas yang terminasi. Maintaining international oil and gas blocks in South East Asia, Africa, and Middle East operational areas. Given priority from the Government to operate terminated oil and gas blocks. 4 Mengembangkan eksplorasi, produksi minyak dan gas serta panas bumi sesuai kondisi geologis, topografi dan sosial Indonesia, dengan melibatkan perguruan tinggi. teknologi Developing the technology of oil, gas as well as geothermal exploration and production which corresponds to Indonesia's geological, topography and social condition by working with several universities. 5 Memiliki kemampuan meningkatkan produksi minyak bumi sebesar 4,3% (CAGR) di Indonesia untuk periode 2012-2016 ketika operator lain mengalami penurunan. While other operators were experiencing decline, the Company was able to increase its oil production in Indonesia by 4.3% (CAGR) within 2012-2016. 6 Menjaga keseimbangan ekonomi, sosial dan lingkungan, yang ditunjukkan dengan keberhasilan meraih 7 PROPER Emas dan 71 PROPER Hijau periode 2015-2016 dari Kementerian Lingkungan Hidup dan Kehutanan, serta berbagai penghargaan dalam dan luar negeri lainnya. Maintaining and economic, environmental balance demonstrated by earning 7 Gold PROPER and 71 Green PROPER in the period of 2015-2016 from the Ministry of Environment and Forestry, as well as awards from inside and outside the country. social
7 Ditugaskan untuk menjaga ketersediaan pasokan BBM nasional dengan didukung jaringan infrastruktur yang luas di seluruh wilayah Indonesia. Pemerintah Assigned by the Government to keep national fuel supply availability supported by widely network infrastructure throughout Indonesia. 8 luas bagi Menyediakan energi secara kehidupan tetap berkontribusi positif terhadap planet bumi, seperti program pengurangan emisi CO2 dan program-program untuk kelestarian lingkungan. manusia dengan Provide energy so as to become widely available for human life whilst maintaining positive contributions to the planet, such as the CO2 emission reduction and environmental preservation programs. 9 gas Mengembangkan terintegrasi, sumber daya migas domestik dan internasional, memaksimalkan komersialisasi bisnis hilir, mengembangkan potensi bisnis energi baru dan terbarukan serta bisnis pembangkit listrik. infrastruktur mengoptimalkan To integrate the gas infrastructure, to optimize domestic and to commercialize downstream business as well as to develop the potential of new and renewable energy business and power business. international sourcing, 10 Fokus pada pelaksanaan prinsip-prinsip tata kelola perusahaan yang baik (GCG) dengan standar tertinggi. Pertamina focuses on the implementation of the highest standard of Good Corporate Governance (GCG). 15
16 Peran Kami dalam Mendukung Kemandirian Energi dan Perekonomian Indonesia Our Role in Supporting Indonesian Energy and Economy Independence 01 Menjaga Pasokan BBM Maintaining Fuel Supply Upaya yang dilakukan dalam menjaga pasokan BBM seiring peningkatan kebutuhan BBM di Indonesia dari tahun ke tahun antara lain: • Peningkatan kapasitas storage dan upgrading fasilitas Efforts to maintain fuel supply considering the rising fuel demand in Indonesia from year to year include, among others: • Increasing storage capacity and upgrading fuel terminal (TBBM) facilities. terminal BBM (TBBM). Comprehensive supply and logistics automation (End-to-end Otomatisasi suplai dan logistik secara menyeluruh (End-to- end data automation). Otomatisasi suplai dan logistik secara menyeluruh (End-to- end data automation). Optimalisasi master program dan pola suplai BBM. • Menyewakan storage domestik ke pasar internasional. • Menerapkan standar PROPER dan Pertamina Operation & Service Excellence (POSE) di setiap TBBM. Optimization of master program and fuel supply scheme. • Renting domestic storage domestic facilities to international
market. Implementation of PROPER standards and Pertamina Operation & Service Excellence (POSE) in each TBBM. Menerapkan BBM satu harga di seluruh wilayah Indonesia. Applying one-price fuel throughout Indonesia. 02 Menjamin Distribusi BBM Securing Fuel Distribution Dalam menjamin distribusi BBM ke seluruh pelosok Indonesia, Pertamina menjalankan fungsi selaku logistic provider bagi lini bisnisnya, mulai dari penerimaan, pengelolaan dan penyimpanan hingga penyaluran produk untuk memenuhi kebutuhan konsumen, melalui pengoperasian dan pengelolaan infrastruktur sebagai berikut: In order to secure fuel distribution to across Indonesia, Pertamina performs its function as logistics providers for its business lines, ranging from acceptance, management and storage to products distribution to meet customer needs through the operation and management of infrastructure as follows: 116 Terminal BBM Fuel Terminal 6 Ship to Ship Transfer (STS) Ship to Ship Transfer (STS) 10 Central Buoy Mooring (CBM) Central Buoy Mooring (CBM) 64 Depot Pengisian Pesawat Udara (DPPU) | Aviation Fuel Terminal 107 Terminal Khusus (Tersus) dan TUKS Special Terminals and Own Purpose Terminals 126 Kapal Kecil Ringan (KKR) Lightweighted Small Ship 5,407 Jaringan SPBU Retail Fuel Station Network 59 Unit Tanker Milik dan 160 Tanker Charter Owned Tanker and 160 Chartered Tanker 167 Dermaga Jetty 13 Single Point Mooring (SPM) Single Point Mooring (SPM) 2 Bitumen Plant Bitumen Plant 2 Chemical Storage Plant Chemical Storage Plant
Pengembangan Gas dan Energi Baru Terbarukan Development of Gas and New Renewable Energy 03 Pertamina bertekad untuk menjadi pemain gas dan energi baru terbarukan (GEBT) yang terkemuka dan terdepan di seluruh value chain. Dalam mengembangkan energi baru terbarukan (EBT), Pertamina bekerja sama dengan beberapa mitra bisnis untuk melakukan kajian implementasi teknologi di bidang EBT antara lain solar PV, mikrohidro, Greendiesel, Bio LNG dan lainnya. Kegiatan yang dilakukan Pertamina di Sektor GEBT adalah: • Menyediakan gas dan energi baru terbarukan secara Pertamina is determined to become a leading player of gas and new renewable energy (GEBT) throughout the value chain. In developing new renewable energy (EBT), Pertamina cooperates with several business partners to conduct studies in technology implementation in new and renewable energy, including solar PV, micro-hydro, Greendiesel, Bio LNG and others. Pertamina activities in GEBT Sector are: selektif dan efisien. Mengembangkan keandalan infrastruktur dan operational excellence. To provide gas and new renewable energy selectively and efficiently. • To develop excellence. infrastructure reliability and operational Menyelaraskan dan membangun sinergi dengan direktorat To harmonize and develop synergies with other directorates and subsidiaries. To harmonize and develop synergies with other directorates and subsidiaries. Technology Competitive Advantage. Kontribusi bagi Penerimaan Negara dan Stabilitas Moneter Contribution to State Revenue and Monetary Stability 04 Pertamina telah memberikan kontribusi besar kepada negara melalui dividen dan pajak yang dibayarkan. Pada tahun 2016, Pertamina menyetor dividen dan pajak kepada negara masing- masing sebesar Rp6,8 triliun dan Rp68,65 triliun. Pertamina has made a significant contribution to the country through dividends and tax payments. In 2016, Pertamina paid dividends and taxes to the state amounting to Rp6.8 trillion and Rp68.65 trillion, respectively. Selain itu, Pertamina ikut menjaga stabilitas nilai tukar rupiah dan mengelola utang luar negeri secara optimal demi menjaga stabilitas moneter. Sebagai warga korporasi yang baik, Pertamina turut menerapkan Peraturan Bank Indonesia (PBI) nomor: 16/21/PBI/2014 perihal Penerapan Prinsip Kehati- hatian Dalam Pengelolaan Utang Luar Negeri Korporasi Non Bank, dengan melaksanakan transaksi lindung nilai valuta asing sejak akhir Triwulan II - 2015 dalam rangka mendukung program pemerintah untuk menjaga stabilitas nilai tukar rupiah dan memperdalam pasar finansial domestik. In addition, Pertamina also maintains stability of rupiah exchange rate and manages foreign debts optimally in order to maintain monetary stability. As a good corporate citizen, Pertamina implements Bank Indonesia Regulation (PBI) No. 16/21/ PBI/2014 concerning Implementation of Prudential Principles in Foreign Debt Management of Non-Bank Corporation, by implementing foreign currency hedging since the end of the second quarter of 2015 in order to support government program to maintain stability of rupiah exchange rate and to deepen domestic financial markets. 17
18 Ikhtisar Kinerja Keuangan Financial Performance Highlights Keterangan 2016 2015 2014* 2013* 2012 Description LAPORAN LABA RUGI (dalam jutaan USD) CONSOLIDATED INCOME STATEMENT (in million USD) Penjualan dan Pendapatan Usaha Lainnya 36,487 41,763 69,996 71,170 70,924 Sales and Other Operating Revenues Beban Pokok Penjualan dan Beban Langsung Lainnya serta Beban Usaha ** 30,293 37,842 65,558 66,431 66,160 Cost of Sales, Other Direct Costs and Operating Expenses** Laba Usaha 6,194 3,921 4,438 4,739 4,764 Income from Operations Penghasilan (Beban) Lain-Lain Bersih (1,248) (914) (650) 227 38 Other Income (Expense) - Nett Laba Sebelum Beban Pajak Penghasilan 4,946 3,007 3,788 4,966 4,802 Income Before Income Tax Expense Beban Pajak Penghasilan 1,783 1,565 2,311 1,957 2,036 Income Tax Expense Laba Tahun Berjalan 3,163 1,442 1,477 3,009 2,766 Income for the Year Pendapatan (Beban) Komprehensif Lainnya, Bersih setelah Pajak (64) (298) (61) (171) (14) Other Comprehensive Income (Expense), Nett of Tax Jumlah Pendapatan Komprehensif 3,099 1,144 1,416 2,838 2,752 Total Comprehensive Income Laba yang dapat Diatribusikan kepada: Income Attributable to: Pemilik Entitas Induk*** 3,147 1,420 1,447 3,003 2,761 Owners of the Parent*** Kepentingan Non pengendali 16 22 30 6 5 Non-controlling Interest Jumlah Pendapatan Komprehensif yang dapat Diatribusikan kepada: Total Comprehensive Income Attributable to: Pemilik Entitas Induk 3,082 1,154 1,397 2,839 2,750 Owners of the Parent Kepentingan Non Pengendali 17 (10) 19 (1) 2 Non-controlling Interest EBITDA 7,563 5,130 5,728 6,561 6,057 EBITDA LAPORAN POSISI KEUANGAN KONSOLIDASIAN (dalam jutaan USD) CONSOLIDATED FINANCIAL POSITION (in million USD) Aset Lancar 16,241 14,330 20,493 24,113 22,026 Current Assets Aset Tidak Lancar 30,992 31,189 30,203 25,394 18,933 Non-current Assets Jumlah Aset 47,233 45,519 50,696 49,507 40,959 Total Assets Liabilitas Jangka Pendek 8,107 8,547 13,746 16,572 14,150 Short-term Liabilities Liabilitas Jangka Panjang 17,051 17,497 18,135 14,771 11,616 Long-term Liabilities Liabilitas 25,158 26,044 31,881 31,343 25,766 Total Liabilities Ekuitas 22,075 19,475 18,815 18,164 15,193 Total Equities Jumlah Liabilitas dan Ekuitas 47,233 45,519 50,696 49,507 40,959 Total of Liabilities and Equities Modal Kerja Bersih 8,134 5,783 6,747 7,541 7,876 Net Working Capital Jumlah Investasi pada Entitas Asosiasi 698 499 275 600 337 Total of Investments in Associated Entities
Keterangan 2016 2015 2014* 2013* 2012 Description RASIO KEUANGAN (dalam persentase) FINANCIAL RATIO (in percentage) ROE 22.77 11.71 14.30 28.48 30.01 ROE ROI 17.86 12.90 13.13 14.67 *****16.10 ROI Rasio Kas 66.31 38.19 27.52 28.54 30.82 Cash Ratio Rasio Lancar 202.33 167.67 149.09 145.50 155.66 Current Ratio Periode Kolektibilitas (hari) 43 42 38 42 34 Collection Period (days) Perputaran Persediaan (hari) 47 38 37 47 46 Inventory Turnover (days) Total Aset Turn Over 87.42 106.18 161.21 160.57 189.58 Total Assets Turn Over Total Modal Sendiri terhadap Total Aset 42.46 40.50 34.95 32.37 31.92 Total of Equity to Total Asset RASIO KEUANGAN (dalam persentase) FINANCIAL RATIO (in percentage) Rasio Liabilitas terhadap Ekuitas ****** 51.91 71.23 94.76 84.87 67.05 Debt to Equity Ratio ****** Rasio Liabilitas terhadap Aset ****** 24.03 30.18 34.79 31.01 24.75 Debt to Assets Ratio ****** Rasio Liabilitas Jangka Panjang terhadap Ekuitas ****** 51.31 61.73 67.97 55.87 39.74 Long-term Debt to Equity Ratio ****** Rasio Liabilitas Jangka Panjang terhadap Aset ****** 23.75 26.15 24.96 20.41 14.67 Long-term Debt to Assets Ratio ****** Rasio Laba (Rugi) terhadap Jumlah Aset (ROA) 6.66 3.12 2.85 6.07 6.70 Return on Assets (ROA) Rasio Laba (Rugi) terhadap Pendapatan 8.50 3.36 2.06 4.17 3.87 Net Profit Margin LABA & LABA KOMPREHENSIF PER SAHAM INCOME & COMPREHENSIVE INCOME PER SHARE Jumlah Lembar Saham (dalam satuan lembar saham) 133,090,697 83,090,697 83,090,697 83,090,697 83,090,697 Total Number of Shares (in unit) Laba per Saham (dalam USD)**** 23.65 17.09 17.41 36.14 33.22 Earning per Share (in USD)**** Laba Komprehensif per Saham (dalam USD) 23.15 13.88 16.82 34.17 33.09 Comprehensive Earning per Share (in USD) NILAI KURS RUPIAH TERHADAP US DOLLAR (dalam Rupiah angka penuh) EXCHANGE RATE OF RP TO US DOLLAR (full figures in Rupiah) Kurs Akhir Tahun 13,436.00 13,795.00 12,440.00 12,189.00 9,670.00 End of Year Exchange Rate Kurs Rata-Rata 13,307.38 13,391.97 11,878.30 10,451.37 9,380.39 Average Exchange Rate
** *** **** ***** ****** Disajikan kembali akibat penerapan retrospektif PSAK No.24 "Imbalan Kerja" dan PSAK No.66 "Pengaturan Bersama" As restated due to the retrospective implementation of SFAS 24 "Employee Benefits" and SFAS 66 "Joint Control" Beban Usaha terdiri dari Beban Penjualan dan Pemasaran serta Beban Umum dan Administrasi Operating Expenses consist of Selling and Marketing Expenses and General and Adminitrative Expenses Dalam Laporan Tahunan ini disajikan sebagai Laba Bersih In the Annual Report is presented as Net Income Dalam Laporan Tahunan ini disajikan sebagai Laba Bersih Per Saham In the Annual Report is presented as Earning Per Share Angka merupakan hasil perhitungan ulang dari reklasifikasi sehingga berbeda dengan angka pada Laporan Tahunan 2013 The number was recalculated due to reclassification, thus it is presented differently than that of the Annual Report 2013 Liabilitas merupakan pinjaman yang menggunakan bunga Libilities is loan with interest/interest bearing liabilities 19
20 Ikhtisar Kinerja Keuangan Financial Performance Highlights Penjualan dan Pendapatan Usaha Lainnya (dalam USD Juta) Sales and Other Operating Revenues (in USD Million) Laba Bersih (dalam USD Juta) Net Income (in USD Million) 3,147 71,170 69,996 41,763 36,487 3,003 70,924 1,420 2,761 1,447 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 ROE (dalam Persentase) ROE (in Percentage) ROI (dalam Persentase) ROI (in Percentage) 17.86 22.77 12.90 28.48 13.13 30.01 14.30 11.71 16.10 14.67 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012
Aset (dalam USD Juta) Total Assets (in USD Million) Ekuitas (dalam USD Juta) Total Equities (in USD Million) 47,233 22,075 50,696 45,519 19,475 49,507 18,815 18,164 40,959 15,193 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 21
22 Ikhtisar Kinerja Operasional Operational Perfomance Highlights Keterangan Satuan Unit 2016 2015 2014 Minyak Mentah Gas Bumi Temuan Cadangan Minyak dan Kondensat* Produksi Minyak Mentah Temuan Cadangan Gas Bumi* MMBO MMBO BSCF 99.91 114.03 986.45 94.17 101.60 876.84 129.39 98.61 973.18 Panas Bumi, Produksi Uap Setara Listrik Produksi Gas Bumi Operasi Sendiri Pertamina BSCF GWh 717.70 3,042.83 694.33 3,056.82 588.67 2,831.40 KOB (Kontrak Operasi Bersama) GWh 6,932.51 6,268.68 6,941.59 Total Produksi Uap Setara Listrik GWh 9,975.34 9,325.50 9,772.99 Pengolahan Kilang Distribusi & Pemasaran Pengolahan Minyak Mentah, Gas & Intermedia Volume Produksi BBM*** (10 Produk Utama) Volume Produksi Non BBM (Petrokimia, Solvent dan NBBM) Penjualan BBM (10 Produk Utama + Pertalite) Penjualan Domestik Produk Non BBM (Gas,Pelumas, Petrokomia, dan Non BBM lainnya) Kargo Angkut (tidak termasuk kegiatan charter out)**** Ekspor Produk Kilang Impor Produk Kilang & Pembelian Domestik Penjualan LNG** Juta Million Barrel Juta Million Barrel Juta Million Barrel Juta Million KL Juta Million MT Juta Million KL Juta Million Barrel Juta Million Barrel Juta Million MMBTU 327.79 265.78 26.14 64.61 9.48 112.60 15.26 204.74 605.81 305.95 241.07 23.41 61.63 9.00 95.28 27.17 208.55 633.85 314.42 241.16 22.18 65.17 8.62 99.12 37.73 234.56 632.63 ** *** **** Temuan sumber daya eksplorasi migas (2C) Termasuk penjualan domestik Nusantara Regas 10 Produk Utama: Premium, Minyak Tanah, Solar, Minyak Diesel, Minyak Bakar, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. Di tahun 2015, volume penjualan BBM termasuk produk Pertalite, Dexlite dan Pertamax Turbo Di tahun 2016, angka kargo angkut tidak termasuk kargo pelumas Temuan Cadangan Minyak dan Kondensat* (MMBO) Discoveries of Oil and Condensate Reserves* (MMBO) Produksi Minyak Mentah (MMBO) Crude Oil Production (MMBO) 114.03 129.39 94.17 99.91 98.61 101.60 108.70 102.04 73.55 71.76 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 Temuan Cadangan Gas Bumi (BSCF) Discoveries of Natural Gas Reserves (BSCF) Produksi Gas Bumi (BSCF) Natural Gas Production (BSCF) 986.45 717.70 973.18 876.84 694.33 588.67 964.10 783.73 557.67 563.15 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 2013 102.04 73.55 783.73 557.67 2,962.85 6,282.94 9,245.79 314.03 239.04 21.74 65.37 7.73 91.84 42.40 228.81 655.23 2012 108.70 71.76 964.10 563.15 2,216.83 7,081.20 9,298.03 308.12 238.76 23.56 64.88 7.23 88.89 29.94 226.47 640.21 Description Discoveries of Oil and Condensate Reserves* Crude Oil Crude Oil Production Discoveries of Natural Gas Reserves* Natural Gas Natural Gas Production Pertamina Owned Operations Geothermal, Steam Production Equivalent to Electricity JOA (Joint Operating Agreement) Total Steam Production Equivalent to Electricity Crude Oil, Gas and Intermediate Processing Refinery Fuel Production Volume *** (10 Main Fuel Products) Non-fuel Production Volume(Petrochemical, Solvent and Non-fuel Products) Fuel Sales (10 Main Fuel Products + Pertalite) Marketing & Distribution Domestic Sales of Non-fuel Products (Gas, Lubricants, Petrochemical, and other Non-fuel) Transportation Cargo (excluded charter out activities) Export of Refinery Products Import of Refinery Products and Domestic Purchase LNG Sales** Exploration Resource Finding (2C) ** Including domestic sales of Nusantara Regas *** 10 Main Fuel Products: Premium, Kerosene, High Speed Diesel, Industrial/Marine Diesel Oil, Industrial/Marine Fuel Oil, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. In 2015, the fuel sales volume includes Pertalite **** Restated due to change in the method of accounting record
Pertamina Highlights 2016 Company ProfileBusiness Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial ReportOther Information PERTAMINA Laporan Tahunan 2016 Annual Report 23 Keterangan Satuan Unit Description 2016 2015 2014 2013 2012 Minyak Mentah MMBO Crude Oil Temuan Cadangan Minyak dan Kondensat* 94.17 129.39 102.04 73.55 783.73 108.70 71.76 964.10 Discoveries of Oil and Condensate Reserves* Crude Oil Production Discoveries of Natural Gas Reserves* 99.91 MMBO Produksi Minyak Mentah 101.60 98.61 114.03 Gas Bumi BSCF Natural Gas Temuan Cadangan Gas Bumi* 876.84 973.18 986.45 BSCF Produksi Gas Bumi 694.33 588.67 557.67 2,962.85 563.15 2,216.83 Natural Gas Production Pertamina Owned Operations 717.70 GWh Panas Bumi, Produksi Uap Geothermal, Steam Production Equivalent to Electricity Operasi Sendiri Pertamina 3,056.82 2,831.40 3,042.83 Setara Listrik GWh KOB (Kontrak Operasi Bersama) 6,268.68 6,941.59 6,282.94 7,081.20 JOA (Joint Operating Agreement) 6,932.51 GWh Total Produksi Uap Setara Listrik 9,325.50 9,772.99 9,245.79 9,298.03 Total Steam Production Equivalent to Electricity 9,975.34 Pengolahan Kilang Juta Million Barrel Refinery Pengolahan Minyak Mentah, Gas & Intermedia 305.95 314.42 314.03 239.04 308.12 238.76 Crude Oil, Gas and Intermediate Processing Fuel Production Volume *** (10 Main Fuel Products) Non-fuel Production Volume(Petrochemical, Solvent and Non-fuel Products) Fuel Sales (10 Main Fuel Products + Pertalite) Domestic Sales of Non-fuel Products (Gas, Lubricants, Petrochemical, and other Non-fuel) Transportation Cargo (excluded charter out activities) Export of Refinery Products Import of Refinery Products and Domestic Purchase LNG Sales** 327.79 Juta Million Barrel Volume Produksi BBM*** 241.07 241.16 265.78 (10 Produk Utama) Juta Million Barrel Volume Produksi Non BBM 23.41 22.18 21.74 23.56 26.14 (Petrokimia, Solvent dan NBBM) Distribusi & Pemasaran Juta Million KL Marketing & Distribution Penjualan BBM (10 Produk Utama + Pertalite) 61.63 65.17 65.37 7.73 64.88 7.23 64.61 Juta Million MT Penjualan Domestik Produk Non BBM (Gas,Pelumas, 9.00 8.62 9.48 Petrokomia, dan Non BBM lainnya) Juta Million KL Kargo Angkut (tidak termasuk kegiatan charter out)**** 95.28 99.12 91.84 42.40 228.81 655.23 88.89 29.94 226.47 640.21 112.60 Juta Million Barrel Ekspor Produk Kilang 27.17 37.73 15.26 Juta Million Barrel Impor Produk Kilang & Pembelian Domestik 208.55 234.56 204.74 Juta Million MMBTU Penjualan LNG** 633.85 632.63 605.81
Temuan sumber daya eksplorasi migas (2C) Exploration Resource Finding (2C) ** Including domestic sales of Nusantara Regas *** 10 Main Fuel Products: Premium, Kerosene, High Speed Diesel, Industrial/Marine Diesel Oil, Industrial/Marine Fuel Oil, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. In 2015, the fuel sales volume includes Pertalite **** Restated due to change in the method of accounting record ** Termasuk penjualan domestik Nusantara Regas *** 10 Produk Utama: Premium, Minyak Tanah, Solar, Minyak Diesel, Minyak Bakar, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. Di tahun 2015, volume penjualan BBM termasuk produk Pertalite, Dexlite dan Pertamax Turbo **** Di tahun 2016, angka kargo angkut tidak termasuk kargo pelumas Total Produksi Uap Setara Listrik (GWh) Total Steam Production Equivalent to Electricity (GWh) Pengolahan Minyak Mentah, Gas & Intermedia (Juta Barel) Crude Oil, Gas and Intermediate Processing (Million Barrel) 9,975.34 327.79 9,325.50 305.95 9,772.99 314.42 314.03 9,245.79 9,298.03 308.12 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 Produksi Uap Setara Listrik, Kontrak Operasi Bersama (KOB) (GWh) Steam Production Equivalent to Electricity, Joint Operating Agreement (JOA) (GWh) Volume Produksi BBM (10 Produk Utama) (Juta Barel) Fuel Production Volume (10 Main Fuel Products) (Million Barrel) 6,932.51 265.78 6,268.68 241.07 6,941.59 241.16 7,081.20 6,282.94 239.04 238.76 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012
24 Ikhtisar Kinerja Operasional Operational Perfomance Highlights Produksi Uap Setara Listrik, Operasi Sendiri Pertamina (GWh) Steam Production Equivalent to Electricity, Pertamina Owned Operation (GWh) Volume Produksi Non BBM (Petrokimia, Solvent dan NBBM) (Juta Barel) Non-fuel Production Volume (Petrochemical, Solvent and Non-fuel Products) (Million Barrel) 3,042.83 26.14 3,056.82 2,831.40 23.41 2,962.85 22.18 23.56 21.74 2,216.83 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 Penjualan BBM (10 Produk Utama) (Juta KL)) Fuel Sales (10 Main Fuel Products) (Million KL) Penjualan Domestik Produk Non BBM (Gas, Pelumas, Petrokimia, dan Non BBM lainnya) (Juta MT) Domestic Sales of Non-fuel Product (Gas, Lubricants, Petrochemical and other Non-fuel) (Million MT) 64.61 9.48 61.63 9.00 65.37 65.17 8.62 64.88 7.73 7.23 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 311.56 MBOPD/MBOPD 1,960.93 MMSCD/MMSCD USD2.67 miliar/billion Produksi minyak mentah tahun 2016, meningkat 11,9% dibandingkan produksi tahun 2015 sebesar 278,37 MBOPD. Produksi gas bumi tahun 2016, meningkat 3,1% dibandingkan produksi tahun 2015 sebesar 1.902,27 MMSCD. Dampak finansial efisiensi di segala lini sepanjang tahun 2016, atau 125% dari target sebesar USD2,13 miliar. Crude oil production in 2016, increased by 11.9% compared to production in 2015 amounted to 278.37 MBOPD. Natural gas production in 2016, increased by 3.1% compared to production in 2015 amounted to 1,902.27 MMSCD. The financial impact from enterprice wide efficiencies throughout 2016, or 125% of the target of USD2.13 billion.
Impor Produk Kilang & Pembelian Domestik (Juta Barel) Import of Refinery Products & Domestic Purchase (Million Barrel) Ekspor Produk Kilang (Juta Barel) Export of Refinery Products (Million Barrel) 204.74 234.56 208.55 228.81 42.40 37.73 27.17 226.47 15.26 29.94 2016 2016 2015 2015 2014 2014 2013 2013 2012 2012 Penjualan LNG** (Juta MMBTU) LNG Sales** (Million MMBTU) 633.85 605.81 632.63 655.23 640.21 2016 2015 2014 2013 2012 +121.6 persen/percentage +4 persen/percentage 7 PROPER Emas/Gold PROPER Pertumbuhan laba bersih tahun 2016 dari USD1,42 miliar pada tahun 2015 menjadi USD3,15 miliar. Pertumbuhan aset tahun 2016 dari USD45,52 miliar pada tahun 2015 menjadi USD47,23 miliar. Penilaian Peringkat Kinerja Perusahaan Dalam Pengelolaan Lingkungan Hidup periode 2015-2016 dari Kementerian Lingkungan Hidup dan Kehutanan RI. Net profit growth in 2016 from USD1.42 billion in 2015 to USD3.15 billion. Asset growth in 2016 from USD45.52 billion in 2015 to USD47.23 billion. Performance Rating Program in Environmental Management period 2015-2016 from Ministry of Environment and Forestry (KLHK) of the Republic of Indonesia. 25
26 Ikhtisar Kinerja Obligasi Bonds Perfomance Highlights Pertamina telah menerbitkan Global Bond sepanjang tahun 2011-2014 serta mencatatkannya pada Bursa Singapura (Singapore Exchange/SGX). Dana yang diperoleh dari penerbitan obligasi senior ini digunakan untuk mendanai sebagian kebutuhan investasi. Jumlah pokok global bond Pertamina sampai akhir tahun 2016 adalah sebesar USD8.549,5 juta. Selama tahun 2015- 2016, Pertamina melakukan pembelian kembali sebagian obligasi senior sebesar USD200,5 juta. Pertamina has issued a Global Bond throughout the years 2011-2014 as well as listing it on the Singapore Exchange (Singapore Exchange/SGX). The funds obtained from the issuance of senior bonds were used to finance the investment requirements. The principal amount of Pertamina global bonds until the end of 2016 amounted USD8,549.5 million. During the years 2015-2016, Pertamina to buy back most of the senior bonds amounting USD200.5 million. Keterangan Pertamina Global Bond 2014 PTM 2044 Pertamina Global Bond 2013 PTM 2043 Pertamina Global Bond 2012 PTM 2042 Pertamina Global Bond 2011 PTM 2041 Jumlah Obligasi yang Beredar USD1,500 Juta/ Million USD1,462.5 Juta/ Million USD1,230 Juta/ Million USD500 Juta/ Million Tahun Terbit 2014 2013 2012 2011 Tenor 30 Tahun/30 Years 30 Tahun/30 Years 30 Tahun/30 Years 30 Tahun/30 Years Tanggal Terbit 30 Mei/May 2014 20 Mei/May 2013 3 Mei/May 2012 27 Mei/May 2011 Tanggal Jatuh Tempo 30 Mei/May 2044 20 Mei/May 2043 3 Mei/May 2042 27 Mei/May 2041 Harga Penerbitan 100% 100% 98.63% 98.38% Sepanjang tahun 2016, Pasar Obligasi Global terpengaruh oleh berbagai faktor seperti pertumbuhan ekonomi global, kenaikan suku bunga Bank Sentral Amerika Serikat, hingga penerapan suku bunga negatif di beberapa negara, seperti Jepang. Selain itu, hasil pemilihan presiden AS turut mewarnai pergerakan di pasar modal. Throughout 2016, the Global Bonds Market was affected by various factors such as global economic growth, higher interest rate of the Fed, as well as negative interest rates applied in several countries, such as Japan. In addition, the results of the US presidential election, also affected the movement in the capital markets. Bond's Name Ratings at Issuance Bond's Name Ratings at Issuance Pertamina Global Bond 2014 (PTM 2044) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Baa3 Stable Outlook by Moody's Pertamina Global Bond 2012 (PTM 2022) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Baa3 Stable Outlook by Moody's Pertamina Global Bond 2013 (PTM 2043) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Baa3 Stable Outlook by Moody's Pertamina Global Bond 2011 (PTM 2041) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Ba1 Stable Outlook by Moody's Pertamina Global Bond 2013 (PTM 2023) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Baa3 Stable Outlook by Moody's Pertamina Global Bond 2011 (PTM 2021) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Ba1 Stable Outlook by Moody's Pertamina Global Bond 2012 (PTM 2042) BB+ Positive Outlook by S&P • BBB- Positive Outlook by Fitch • Baa3 Stable Outlook by Moody's Pertamina Global Bond 2013 PTM 2023 USD1,615 Juta/ Million 2013 10 Tahun/10 Years 20 Mei/May 2013 20 Mei/May 2023 100% Pertamina Global Bond 2012 PTM 2022 USD1,242 Juta/ Million 2012 10 Tahun/10 Years 3 Mei/May 2012 3 Mei/May 2022 99,41% Pertamina Global Bond 2011 PTM 2021 USD1,000 Juta/ Million 2011 10 Tahun/10 Years 23 Mei/May 2011 23 Mei/May 2021 98,09% Description Amount of Outstanding Bonds Issuance Year Tenor Issuance Date Due Date Issue Price
Pertamina Highlights 2016 Company ProfileBusiness Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial ReportOther Information PERTAMINA Laporan Tahunan 2016 Annual Report 27 In 2016, there was slowdown in the number of Global Bond issuance by corporations in the oil and gas industry. One of the driving sectors is the world oil prices that had dropped to the level of USD28/barrel in Q1 2016, which left a negative sentiment to the sector. Moreover, several international rating agencies such as Moody's and S&P had given "under review" status to more than 150 oil and gas companies in the world. Some of them even suffered a credit downgrade, reflecting the increased risk of investing in this industry. Di tahun 2016 terjadi perlambatan jumlah penerbitan Global Bond oleh korporasi di industri migas. Salah satunya dipengaruhi oleh harga minyak dunia yang sempat turun hingga level USD28/barrel pada kuartal I 2016, yang memberikan sentimen negatif pada sektor ini. Terlebih, beberapa seperti Moody's dan S&P sempat memberikan status "under review" pada lebih dari 150 perusahaan migas dunia. Beberapa di antaranya bahkan mengalami penurunan peringkat kredit, yang mencerminkan meningkatnya risiko investasi di industri ini. lembaga pemeringkat internasional Keterangan Description Pertamina Pertamina Pertamina Global Bond 2011 PTM 2021 Pertamina Pertamina Global Bond 2012 PTM 2022 Pertamina Pertamina Global Bond 2013 PTM 2023 Global Bond 2011 Global Bond 2012 Global Bond 2013 Global Bond 2014 PTM 2041 PTM 2042 PTM 2043 PTM 2044 Jumlah Obligasi yang Beredar Amount of Outstanding Bonds USD1,500 Juta/ USD1,462.5 Juta/ USD1,230 Juta/ USD500 Juta/ USD1,615 Juta/ Million USD1,242 Juta/ Million USD1,000 Juta/ Million Million Million Million Million Tahun Terbit Issuance Year 2014 2013 2012 2011 2013 2012 2011 Tenor Tenor 30 Tahun/30 Years 30 Tahun/30 Years 30 Tahun/30 Years 30 Tahun/30 Years 10 Tahun/10 Years 10 Tahun/10 Years 10 Tahun/10 Years Tanggal Terbit Issuance Date 30 Mei/May 2014 20 Mei/May 2013 3 Mei/May 2012 27 Mei/May 2011 20 Mei/May 2013 3 Mei/May 2012 23 Mei/May 2011 Tanggal Jatuh Tempo Due Date 30 Mei/May 2044 20 Mei/May 2043 3 Mei/May 2042 27 Mei/May 2041 20 Mei/May 2023 3 Mei/May 2022 23 Mei/May 2021 Harga Penerbitan Issue Price 100% 100% 98.63% 98.38% 100% 99,41% 98,09% Sukuk & Obligasi Konversi Sukuk & Convertible Bonds Until 2016, PT Pertamina (Persero) did not issue or owned sukuk or convertible bonds, therefore the Pertamina's Annual Report of 2016 does not present information on outstanding sukuk and convertible bonds in the last two years. tidak Hingga menerbitkan dan memiliki sukuk maupun obligasi konversi, dengan demikian Laporan Tahunan 2016 Pertamina tidak menampilkan informasi mengenai sukuk dan obligasi konversi yang masih beredar dalam dua tahun terakhir. tahun 2016 PT Pertamina (Persero)
28 Informasi Saham Share Information 100% Pemegang Saham Shareholders PT Pertamina (Persero) merupakan BUMN yang seluruh sahamnya (100%) dimiliki oleh Pemerintah Republik Indonesia. Dengan demikian pada Laporan Tahunan 2016 Pertamina tidak menyampaikan informasi mengenai 20 pemegang saham terbesar dan rincian pemegang saham lain beserta kepemilikannya. Pertamina is a State Owned Enterprise (SOE) and its shares are fully owned by the Government of the Republic of Indonesia. Therefore, the Pertamina's Annual Report of 2016 does not present information regarding 20 largest shareholders and details of other shareholders and their holdings. Kepemilikan Direktur dan Komisaris Pertamina Owners Director and Commissioner of Pertamina Ownership of Directors and Commissioners of Pertamina Seluruh anggota Direksi dan Dewan Komisaris Pertamina tidak memiliki saham PT Pertamian (Persero) baik secara langsung maupun tidak langsung. All members of the Board of Directors and the Board of Commissioners of PT Pertamina holds no shares in PT Pertamina (Persero), both directly and indirectly.
Informasi Harga Saham Share Price Information Hingga tahun 2016 PT Pertamina (Persero) tidak menerbitkan dan memperdagangkan sahamnya kepada publik dan tidak terdaftar di bursa efek. Dengan demikian, Pertamina tidak menyajikan informasi mengenai harga dan volume perdagangan saham maupun informasi mengenai kapitalisasi pasar selama dua tahun, dalam bentuk tabel dan grafik pada Laporan Tahunan 2016. Up to 2016, PT Pertamina (Persero) did not issued or publicly trade its shares and is not listed on the stock exchange. Therefore, Pertamina does not present information on shares price and trading volumes as well as information on the market capitalization of over two years, in the form of tables and graphs in this 2016 Annual Report. Kronologis Penerbitan Saham Share Listing Chronology Karena PT Pertamina (Persero) tidak menerbitkan dan memperdagangkan sahamnya kepada publik termasuk private placement dan/atau pencatatan saham, maka di Laporan Tahunan 2016 Pertamina tidak mencantumkan informasi mengenai penerbitan saham dan tindakan korporasi atas saham yang dimiliki. Perubahan saham Pertamina terakhir kali terjadi pada tahun 2012, yaitu perubahan modal disetor dari Rp82.569.779.000.000 (delapan puluh dua triliun lima ratus enam puluh sembilan miliar tujuh ratus tujuh puluh sembilan juta rupiah) menjadi Rp83.090.697.000.000 triliun sembilan puluh miliar enam ratus sembilan puluh tujuh juta rupiah). Perubahan modal disetor tersebut dituangkan dalam Akta Pernyataan Keputusan Rapat Umum Pemegang Saham PT Pertamina (Persero) tanggal 1 Agustus 2012. (delapan puluh tiga Since PT Pertamina (Persero) did not issued or publicly trade its shares, including private placement and/or share listing, therefore the Pertamina's Annual Report of 2016 does not present information regarding the issuance of shares or the corporate action on shares. The last stock changes in Pertamina occurred in 2012, where there was a change in paid up capital from Rp82,569,779,000,000 (eighty-two trillion five hundred and sixty-nine billion seven hundred and seventy-nine million Rupiah) to be Rp83,090,697,000,000 (eighty-three trillion ninety billion six hundred and ninety-seven million Rupiah). The change in paid-up capital was contained in Deed of Statement of Resolution of General Meeting of Shareholders of PT Pertamina (Persero) dated 1 August 2012. Penerbitan Efek Lainnya Other Securities Issuance Hingga tidak menerbitkan dan/atau mencatatkan efek lainnya di bursa manapun sehingga di Laporan Tahunan 2016 tidak memiliki informasi mengenai kronologi penerbitan dan pencatatan efek lainnya. tahun 2016 PT Pertamina (Persero) Up to 2016, PT Pertamina (Persero) did not issued or listed other securities on any stock exchange. Therefore, Pertamina does not present information on other securities issuance and listing chronology. 29
30 Penghargaan 2016 2016 Awards Top 10 Companies/Organization to Work For 28 Januari 2016 Pertamina meraih penghargaan dalam ajang Indonesian Employers of Choice Awards 2015 dari Majalah SWA dan HayGroup. 01 2015 Asian Most Admired Knowledge Enterprise (MAKE) Award 28 January 2016 Pertamina was awarded at the Indonesian Employers of Choice Award organized by SWA Magazine and HayGroup. 02 21 Januari 2016 Pertamina meraih penghargaan dari TELEOS atas pengelolaan budaya berbagi pengetahuan melalui program KOMET. The Best Corporate Secretary & Corporate Communication 2016 21 January 2016 Pertamina was awarded from TELEOS for managing knowledge-sharing culture through various programs of KOMET (Knowledge Management Pertamina). 25 Februari 2016 Pertamina meraih empat penghargaan Indonesia Corporate Secretary Communication Award (ICCA) dalam Indonesia SOE Company for Energy & Mining 2016 yang diberikan oleh Dirjen Informasi dan Komunikasi Publik RI. 03 04 25 February 2016 Pertamina won four Indonesia Corporate Secretary Communication Award (ICCA) awards at SOE Company for Energy & Mining 2016, presented by the Director General of Public Information & Communication Republic of Indonesia. The Best of Asia (2012-2015) 2 Maret 2016 Pertamina menerima penghargaan Corporate Governance Asia sebagai bukti bahwa Pertamina telah menerapkan prinsip-prinsip GCG yang diakui stakeholders dunia. 05 06 2 March 2016 Corporate Governance Asia Award as a proof that the implementation of GCG principles in Pertamina is recognized by stakeholders worldwide. The Most Innovative CIO 3 Maret 2016 Pertamina meraih penghargaan dalam iCIO Awards 2016 serta CTI Group, IT Infrastructure Summit 2016. 3 March 2016 SVP CSS Pertamina awarded at iCIO Awards 2016, CTI Group, IT Infrastructure Summit 2016. Pembayar Pajak Terbesar Biggest Tax Contributor 5 April 2016 Pertamina mendapatkan apresiasi dari Direktorat Jenderal Pajak Kementerian Keuangan sebagai salah satu dari 24 pembayar pajak terbesar pada 2015. 5 April 2016 Pertamina gained an appreciation by the Directorate General of Taxation, Ministry of Finance as one of the 24 largest taxpayers in 2015.
HR Asia Best Companies to Work For 07 8 April 2016 HR Asia Pertamina menerima penghargaan sebagai salah satu dari 20 perusahaan dengan tempat bekerja terbaik dari HR Asia. Exceptional and Email Customer Service 6 April 2016 Pertamina kembali memboyong dua penghargaan pada malam penganugerahan Contract Center Service Excellence Award 2016. 08 8 April 2016 HR Asia The award initiated 20 TOP companies in Indonesia as the best place to work. 6 April 2016 Pertamina again brought home two awards on the night of the Contract Center Service Excellence Award 2016. The Most Powerful Energy Company in Asia 17 Mei 2016 Pertamina menerima penghargaan dalam 2016 Brand Asia Study dari Nikkei BP dan Markplus Inc. 17 May 2016 Pertamina gained an award at 2016 Brand Asia Study by Nikkei BP and Markplus Inc. 09 10 11 12 Most-Admired Company & Most Admired Company Oil and Gas Country Champion (Marketing Company of The Year 2016) Indonesia Best Companies 19 Mei 2016 Pertamina berhasil meraih dua penghargaan dalam ajang Warta Ekonomi-Indonesia. 27 Mei 2016 Pertamina meraih penghargaan dalam kategori level Asia dari The Asia Marketing Federation (AMF). 3 Juni 2016 Pertamina memperoleh predikat Gold Champion dalam acara Creating Leaders From Within 2016 dari SWA Magazine with NBO Group dan Thomas International. 19 May 2016 Pertamina won two awards in the Warta Ekonomi's Indonesia Most Admired Company Award 2016. 27 May 2016 Pertamina received awards represent in the Asian AMF Marketing Excellence Award on the Asian level from The Asia Marketing Federation (AMF). 3 June 2016 Pertamina managed to obtain the title Gold Champion at the event entitled Creating Leaders From Within, 2016 from SWA Magazine with NBO Group and Thomas International. 31
32 Penghargaan 2016 2016 Awards 13 14 Asia's Best CEO, Best CFO, Best Investor Relations Company & Best CSR Indonesia Best CFO 2016 17 Juni 2016 Pertamina meraih empat penghargaan dari ajang 6th Asian Excellence Award 2016 yang diselenggarakan oleh Majalah Corporate Governance Asia. 9 Agustus 2016 Direktur Keuangan Pertamina Arief Budiman terpilih sebagai Best CFO tahun 2016 dari Majalah SWA. 17 June 2016 Pertamina successfully took four awards at the 6th Asian Excellence Award 2016 organized by Corporate Governance Asia Magazine. 9 August 2016 Pertamina's Finance Director Arief Budiman was selected as the Best CFO in 2016 from SWA Magazine. 15 16 Green CEO Award The Best Contact Center Indonesia (TBCCI) 2016 25 Agustus 2016 Pertamina berhasil meraih dua penghargaan Green CEO Award 2016 dalam malam penghargaan Social Business Innovation Award 2016 dari Majalah Warta Ekonomi. 25 August 2016 Pertamina won two awards at the Green CEO Award 2016 during the awards night for Social Business Innovation Award 2016 from Warta Ekonomi Magazine. 25 Agustus 2016 Pertamina meraih lima penghargaan di ajang The Best Contact Center Indonesia (TBCCI) 2016 yang diselenggarakan oleh Indonesia Contact Center Association (ICCA), yaitu: - Penghargaan Silver untuk kategori The Penghargaan Bronze untuk kategori The Penghargaan Gold dan Bronze The Best 25 August 2016 Pertamina won five awards at the Best Contact Center Indonesia (TBCCI) 2016, organized by Indonesia Contact Center Association (ICCA), namely: Silver Award for the category of The Best Contact Center Operations Silver Award for the category of The Best Contact Center Operations Bronze Award for the category of The Best Social Media Bronze Award for the category of The Best Social Media Gold and Bronze Award for The Best Back Office Gold and Bronze Award for The Best Back Office Penghargaan Bronze Best Of The Best Bronze Award for the Best Of The Best Manager Bronze Award for the Best Of The Best Manager Penghargaan Bronze The Best Agent Bronze Award for The Best Agent Inbound Bronze Award for The Best Agent Inbound
The Best Flagship Initiative 17 25 Agustus 2016 Pertamina berhasil meraih penghargaan pada malam penganugerahan Sustainable Business Award Indonesia 2016 dari Indonesia Business Council for Sustainable Development (IBCSD), Global Initiative & Pricewaterhouse Coopers (PwC). 25 August 2016 Pertamina was awarded at the award night of Indonesia Sustainable Business Award 2016 from Indonesia Business Council for Sustainable Development (IBCSD), Global Initiative & Pricewaterhouse Coopers (PwC). Indonesian Champion ASEAN Economic Community Award 2016 18 15 September 2016 Pertamina menerima penghargaan atas keberhasilan meningkatkan penjualan Pertalite dan mengubah pola pikir masyarakat untuk menggunakan Pertalite dari Philip Kotler Center and Markplus. 15 September 2016 Pertamina gain award as the successful program to increase the sale of Pertalite and change the mindset of society to switch to using Pertalite from Philip Kotler Center and Markplus. 19 20 Best of The Best (Platinum) Living Legend Companies Award 2016 26-27 September 2016 Salah satu delegasi yang dikirimkan Pertamina, FT Prove SUPERNOVA dari Direktorat Pemasaran, berhasil membawa pulang penghargaan pada The International Exposition of Team Excellece Symposium (IETEX) di Singapura. 26-27 September 2016 One of Pertamina's delegations, FT Prove SUPERNOVA of the Directorate of Marketing, took home the award in the event The International Exposition of Team Excellence Symposium (IETEX) in Singapore. 28 Oktober 2016 Pertamina meraih penghargaan kategori Gold dari Majalah Warta Ekonomi. 28 October 2016 Pertamina gain an award for Gold category from Warta Ekonomi Magazine. 21 Lifetime Achievement Award for Leadership 18 November 2016 Komisaris Utama Pertamina, Tanri Abeng menerima penghargaan untuk kategori Public Service pada ajang The 8th World Chinese Economic Summit. 18 November 2016 President Commissioner of PT Pertamina, Tanri Abeng was awarded for the Public Service category in The 8th World Chinese Economic Summit. 33
34 Penghargaan 2016 2016 Awards Asia's Best Carbon Disclosure 28 November 2016 Pertamina meraih penghargaan di ajang Asia Sustainability Reporting Award dari CSR Works International. 22 Top IT Corporate Best Practice 2016 & Top IT Leadership 2016 28 November 2016 Pertamina received award at Asia Sustainability Reporting Awards from CSR Works International. 23 24 November 2016 Pertamina dan Direktur Utama, Dwi Soetjipto menerima penghargaan dalam ajang TOP IT & TELCO 2016. Marketer of The Year 2016 24 November 2016 Pertamina and the President Director of Pertamina, Mr. Dwi Soetjipto received the award in TOP IT & TELCO 2016. 8 Desember 2016 Wakil Direktur Pertamina, Ahmad Bambang menerima penghargaan dari The Mark Plus Conference karena telah dinilai membawa dampak positif signifikan terhadap kinerja perusahaan dan masyarakat luas. 25 24 8 December 2016 Deputy Director of Pertamina, Bambang Ahmad was named as Marketer of the Year (MOTY) 2016 for significant positive impact on the performance of the Company and community in general. Indonesia Most Admired CEO 2016 8 Desember 2016 Direktur Utama Pertamina, Dwi Soetjipto meraih dua penghargaan dalam ajang penganugerahan Indonesia Most Admired CEO 2016 kategori Migas & Top 20 Indonesia. 26 8 December 2016 President Director of Pertamina, Mr. Dwi Soetjipto received 2 awards in the 2016 Indonesia Most Admired CEO for the category of Migas & Top 20 Indonesia. 7 PROPER Emas & 71 PROPER Hijau 7 Gold PROPER & 71 Green PROPER 12 Desember 2016 Pertamina mendominasi perolehan PROPER dari Kementerian Lingkungan Hidup dan Kehutanan Republik Indonesia. 12 December 2016 Pertamina dominated the PROPER awards from Ministry of Environment and Forestry (KLHK) of the Republic Indonesia.
27 Sistem Pengendalian Gratifikasi Terbaik Best Gratuity Control System 10 Desember 2016 Pertamina meraih penghargaan untuk kategori BUMN dalam peringatan Hari Anti Korupsi Internasional tahun 2016 dari Komisi Pemberantas Korupsi (KPK). 10 December 2016 Pertamina won the award in the category of SOEs in the International Anti-Corruption Day 2016 from the Corruption Eradication Commission (KPK). 28 29 Best Sustainability Report 2015 Indonesia Trusted Company Award 2016 14 Desember 2016 Pertamina menerima penghargaan dalam kategori Oil & Gas dari National Center Sustainability Report (NCSR) pada ajang Sustainability Report Awards 2016. 19 Desember 2016 Pertamina dianugerahi penghargaan oleh The Indonesian Institute for Corporate Governance (IICG) dan SWA. 14 December 2016 Pertamina received award in oil & gas category from the National Center Sustainability Report (NCSR) at Sustainability Report Awards 2016. 19 December 2016 Pertamina was awarded by The Indonesian Institute for Corporate Governance (IICG) dan SWA. 35
36 Sertifikasi 2016 2016 Certification No. Unit Operasi/Unit Bisnis/Anak Perusahaan Operating Unit/Business Unit/ Subsidiary Sertifikat Certificate Tanggal Berlaku dan Kadaluarsa Certification and Validity Date Badan Sertifikasi Certification Body 1. Refinery Unit II-Dumai ISO 9001:2008, OHSAS 18001:2007, ISO 14001:2004, ISO 17025:2005 16 Januari 2013 - 16 Januari 2016 16 January 2013 - 16 January 2016 TUV Nord, KAN 2. TBBM Rewulu Yogyakarta ISO 50001:2011 26 Maret 2014 - 26 Maret 2017 26 March 2014 - 26 March 2017 BSI 3. DPPU Ngurah Rai ISO 50001:2011 3 Juli 2014 - 3 Juli 2017 3 July 2014 - 3 July 2017 BSI 4. Marketing Operation Region I-Sumbagut 4. Marketing Operation Region I-Sumbagut 1 Desember 2013 - 30 November 2016 1 December 2013 - 30 November 2016 BSI OHSAS 18001:2007 22 Maret 2013 - 21 Maret 2016 22 March 2013 - 21 March 2016 ISO 14001:2004 26 Juli 2015 26 July 2015 5. Marketing Operation Region II-Sumbagsel 5. Marketing Operation Region II-Sumbagsel 8 Desember 2013 - 8 Desember 2016 8 December 2013 - 8 December 2016 BSI OHSAS 18001:2007 23 Maret 2013 - 21 Maret 2016 23 March 2013 - 21 March 2016 ISO 14001:2004 29 November 2014 - 29 November 2017 29 November 2014 - 29 November 2017
Peristiwa Penting Event Highlights 1 Januari/January 3 Januari/January Penandatanganan Production Sharing Contract Wilayah Kerja Kampar Melalui anak usahanya, PT Pertamina Hulu Energi (PHE), PHE Kampar ditetapkan sebagai pelaksana kegiatan eksplorasi dan eksploitasi wilayah kerja Kampar selama 20 tahun ke depan. The Signing of the Production Sharing Contract in Kampar Work Areas Through its subsidiary, PT Pertamina Hulu Energi (PHE), PHE Kampar is designated to implement exploration and exploitation of the working area in Kampar for the next 20 years. Penerimaan LNG Cargo Perdana 2016 di Arun Regas Terminal PT Perta Arun Gas (PT PAG) menerima LNG cargo perdana dari Tangguh bervolume 138.000 m3. Arun LNG Receiving & Regasification Terminal ini merupakan salah satu kesuksesan revitalisasi aset yang idle ex Kilang LNG PTA menjadi fasilitas Regasifikasi. 22 Januari/January The first reception of LNG Cargo in 2016 at Arun Regas Terminal PT Perta Arun Gas (PT PAG) received the first LNG cargo from Tangguh, with a volume of 138,000 m3. Arun LNG Receiving and Regasification Terminal is one of the successful revitalized assets from the idle asset ex LNG PTA refinery to became Regasification facilities. Penyelenggaraan Townhall Meeting Pertamina menyelenggarakan Townhall Meeting Kinerja 2015 dan RKAP 2016 untuk menekankan Lima Pilar Prioritas Strategis Perusahaan. 28 Januari/January Implementation Townhall Meeting Pertamina held a Townhall Meeting Performance CBP 2015 and 2016 to emphasize the Five Pillars of Strategic Priorities. 11 Februari/February Penerimaan Kapal MT Sanggau Berkonsep Eco-Ship Pertamina melakukan serah terima MT Sanggau dengan Newtimes Shipbuilding Co. Ltd di China untuk transportasi minyak mentah di Indonesia. Peresmian Pembukaan Universitas Pertamina Pertamina meresmikan pembukaan Universitas Pertamina sebagai wujud kontribusi Pertamina terhadap Indonesia dalam hal peningkatan kualitas pendidikan. Pertamina Received of Eco-Ship Concept Pertamina handover MT Sanggau with Newtimes Shipbuilding Co. Ltd. in China for the transportation of crude oil in Indonesia. Inauguration opening of the University of Pertamina Pertamina inaugurated the opening of the University of Pertamina, an embodiment of its contribution to Indonesia in terms of improving the quality of education. 37
38 Peristiwa Penting Event Highlights 22 Februari/February 29 Februari/February Penandatanganan Kontrak Kegiatan Strategis Tahun Anggaran 2016 Pertamina melakukan penandatanganan kontrak proyek strategis seperti pendirian depot pengisian LPG, proyek konversi BBM ke BBG, pembangunan LNG mini, pembuatan pipa gas bumI, pembangunan jaringan gas rumah rangga, pendistribusian converter kit dan pembangunan SPBG. Pemberian Dukungan kepada Rio Haryanto Pertamina memberikan dukungannya kepada Rio Haryanto, pembalap berprestasi asal Indonesia yang bergabung bersama Manor Racing dalam ajang Formula 1 musim ini. Support to Rio Haryanto Pertamina provided support to Rio Haryanto, a talented Indonesian racer who joined Manor Racing in Formula 1 this season. Signing of Strategic Activities Contract for Fiscal Year 2016 Pertamina signed a contract on strategic projects such as the establishment of LPG refueling depots, BBM to BBG fuel conversion projects, mini LNG development, manufacture of natural gas pipeline, construction of gas network for household, distributing converter kits and development of SPBGs. 3 Maret/March 28 Maret/March 21 Maret/March Peresmian Jaringan Gas Pertamina Kementerian ESDM meresmikan proyek Jaringan Gas Rumah Tangga, Stasiun Pengisian Bahan Bakar Gas, dan Gas Transportation Module (GTM) Pertamina di Jawa Barat. Inauguration of Pertamina Gas Network The Ministry of ESDM inaugurated Pertamina's Household Gas Network, Gas Fueling Station, and Gas Transportation Module (GTM) projects in West Java Sinergi 4 BUMN untuk mengembangkan pembangkit listrik tenaga surya Pertamina menandatangani nota kesepahaman empat BUMN bersama dengan PT LEN Industri (Persero), PT Energy Management Indonesia (Persero) dan PT Sarana Multi Infrastruktur (Persero) untuk mengkaji pengembangan pembangkit listrik energi terbarukan dengan modul tenaga surya. The Synergy 4 SOEs to develop solar power plants Pertamina signed a memorandum of understanding with four state-owned companies, namely PT LEN Industri (Persero), PT Energy Management Indonesia (Persero) and PT Sarana Multi Infrastruktur (Persero) to assess the development of renewable energy power plants with solar modules. Pelaksanaan Ground Breaking Pembangunan Jaringan Gas Bumi Menteri ESDM melakukan groundbreaking pembangunan jaringan gas bumi untuk rumah tangga sebanyak 32.000 Sambungan Rumah Tangga (SR) bersama dengan Stasiun Pengisian Bahan Bakar Gas (SPBG) di Sumatera. Suplai gas diperoleh dari sumur Pertamina EP dan PT Tropik Energi Pandan. Implementation of Ground Breaking of Gas Network Development Minister of Energy and Mineral Resources conducted groundbreaking ceremony for the construction of natural gas network for 32,000 Household Connections (SR) along with Gas Filling Station (SPBGs) in Sumatra. Gas is supplied from Pertamina EP and PT Tropik Energi Pandan wells.
23 Mei/May 25 Mei/May Penetapan Kontrak Perkembangan Program RDMP Cilacap Pertamina dan Saudi Aramco menandatangani kontrak kerja sama terkait perkembangan program Refinery Development Master Plan (RDMP). Contract for the Development of RDMP Program Cilacap Pertamina and Saudi Aramco signed a cooperation contract on the development of Refinery Development Master Plan (RDMP) program. Pengelolaan Blok East Ambalat Pertamina melalui PT Pertamina Hulu Energi (PHE) Ambalat Timur mendapat kepercayaan untuk mengelola Blok Minyak dan Gas Bumi yaitu Blok East Ambalat dalam ajang The 40th IPA Convention and Exhibition 2016. East Ambalat block management Pertamina through PT Pertamina Hulu Energi (PHE) East Ambalat gained the contract to manage the Oil and Gas Block of East Ambalat during the 40th IPA Convention and Exhibition 2016. 26 Mei/May 13 Juli/July Pengapalan Perdana Pertamax Turbo Pertamina kembali melakukan inovasi dengan mengeluarkan BBM produk baru bernama Pertamax Turbo. Penandatanganan Framework Agreement Pertamina dan Open Joint Stock Company Rosneft Oil Company menandatangani framework agreement terkait dengan rencana kerja sama antara kedua perusahaan di sektor minyak dan gas. First Shipment of PERTAMAX Turbo Another Pertamina's innovation, launching a new product called Pertamax Turbo. Signing Framework Agreement 29 Juli/July Pertamina and Open Joint Stock Company Rosneft Oil Company signed a framework agreement related to the proposed cooperation between the two companies in the oil and gas sector. Peluncuran Pertamax Turbo di Belgia Pertamina meluncurkan produk bahan bakar terbaru yaitu Pertamax Turbo untuk kendaraan kelas super car dan berteknologi tinggi dalam ajang balap Lamborghini Blancpain Supertrofeo Series di Belgia. Launching of Pertamax Turbo in Belgium Pertamina launched its latest fuel products, Pertamax Turbo, a high-tech fuel designed for super car, in Lamborghini Blancpain Supertrofeo Series in Belgium. 39
40 Peristiwa Penting Event Highlights 1 Agustus/August Pengakuisisian Saham Maurel & Prom Pertamina mengakuisisi seluruh saham milik Pasifico sebanyak 24,53% atas perusahaan minyak terbesar kedua di Perancis yaitu Maurel & Prom sebagai upaya memperkuat kedaulatan energi nasional. The acquisition of Maurel & Prom shares Pertamina acquired all Pasifico shares of 24.53% in the second largest oil company in France, Maurel & Prom as an effort to strengthen the national energy sovereignty. 2 Agustus/August 8 Agustus/August Peresmian PAEP sebagai Pemilik Blok MLN Pemerintah Aljazair mengesahkan PT Pertamina Algeria EP (PAEP) sebagai operator di Menzel Lejmat dan Oulad Nsir (Blok 405 dan 215) di Aljazair melalui penerbitan Gazette No. 37. Inauguration of PAEP as Owner of MLN Block The Algerian government has endorsed PT Pertamina Algeria EP (PAEP) as operator in Menzel Lejmat and Oulad Nsir (Blocks 405 and 215) in Algeria through the issuance of Gazette No. 37. Penandatanganan Nota Kesepahaman Preliminary Study Pertamina dan National Iranian Oil Company menandatangani nota kesepahaman untuk melakukan preliminary study terhadap dua lapangan raksasa di Iran, yaitu Ab-Teymour dan Mansouri (Bangestan-Asmari). 31 Agustus/August Peluncuran Pelumas Food Grade Pertamina Lubricants berinovasi menghadirkan lima jenis Pelumas Food Grade H-1 ke pasar produk pelumas untuk mendukung industri makanan di Indonesia. Signing of MoU of Preliminary Study Pertamina and the National Iranian Oil Company signed a memorandum of understanding to conduct a preliminary study of the two giant fields in Iran, namely the Ab-Teymour and Mansouri (Bangestan- Asmari). Launching Food Grade Lubricants Pertamina Lubricants innovated by presenting five types of Food Grade Lubricants H-1 into the market to support the food industry in Indonesia.
8 September/September 15 September/September DEXlite, Produk Baru Solar Pertamina Pertamina melalui Direktorat Pemasaran, meluncurkan varian baru bahan bakar diesel Diesel bernama DEXlite. Pelaksanaan Pekerjaan FEED RDMP RU V Refinery Unit V Balikpapan telah memulai pekerjaan Front End Engineering Design (FEED) Refinery Development Masterplan Program (RDMP) fase I dan fase II . The Implementation of FEED RDMP RU V Works Refinery Unit V Balikpapan has started the Front End Engineering Design (FEED) Refinery Development Masterplan Program (RDMP) phase I and phase II works. DEXlite, New Products Solar Pertamina Pertamina through the Directorate of Marketing, launched a new variant of diesel fuel Diesel named DEXlite. 21 September/September 26 September/September Penandatanganan HoA untuk Pembangunan TDAE Pertamina dan Repsol Lubricantres & Especialides Sa (Espana) menandatangani Head of Agreement (HoA) untuk pembangunan TDAE (Treated Distillate Aromatic Extract) Plant atau kilang bahan baku industri ban dan karet sintesis di Cilacap, Jawa Tengah. The signing of HoA for the Development of TDAE Pertamina and Repsol Lubricantres & Especialides Sa (Espana) signed the Head of Agreement (HoA) for the construction of TDAE (Treated Distillate Aromatic Extract) Plant or refinery for the feedstock of synthetic tire and rubber industry in Cilacap, Central Java. 28 September/September Peresmian Kantor Pertamina di Aljazair Direktur Utama Pertamina Dwi Soetjipto meresmikan kantor Pertamina di Aljazair dengan disaksikan oleh Dirjen Migas Kementerian ESDM dan Duta Besar RI untuk Aljazair. Pertamina Branch Office in Algeria is Officially Opened Pertamina's President Director Mr. Dwi Soetjipto officially inaugurated Pertamina Branch Office in Algeria witnessed by the Director General of the Ministry of ESDM and the Indonesian Ambassador to Algeria. Pengapalan Perdana LPG Iran Pertamina memulai pengapalan (lifting) perdana Liquefied Petroleum Gas (LPG) dari Iran ke Indonesia. Pengapalan perdana ini merupakan tindak lanjut dari kerja sama antara PT Pertamina dengan National Iranian Oil Company (NIOC). The First Shipment of LPG from Iran Pertamina started the first shipment (lifting) of Liquefied Petroleum Gas (LPG) from Iran to Indonesia. This first shipment was a follow up of the cooperation agreement between PT Pertamina and the National Iranian Oil Company (NIOC). 41
42 Peristiwa Penting Event Highlights 3 Oktober/October 10 Oktober/October Penandatanganan JVA GRR Tuban Pertamina dan Rosneft, perusahaan minyak Rusia, menandatangani dokumen kerja sama konkret di bidang utama dan strategis. 10 Oktober/October The signing of the JVA GRR Tuban Pertamina and Rosneft, a Russian oil company, signed document on concrete cooperation in key and strategic areas. Peninjauan Pendistribusian BBM di Perbatasan Indonesia-Malaysia Menteri BUMN menyaksikan pengisian BBM ke dalam pesawat untuk diterbangkan langsung ke perbatasan Indonesia-Malaysia dalam rangka mendukung ketahanan energi di wilayah Kalimantan Utara. Reviewing the Fuel Distribution in the Indonesian-Malaysian border The SOE Minister witnessed the filling of fuel into the aircraft to be flown directly to the Indonesia-Malaysia border in support of energy security in the territory of North Borneo. Peningkatan Performa Kilang Balongan Pertamina resmi menggandeng konsorsium PT Rekayasa Industri (Rekind) - Intermoor PTE Ltd. dalam upaya meningkatkan performa Kilang Balongan. 18 Oktober/October Balongan Refinery Performance Improvement Pertamina officially entered into collaboration with PT Rekayasa Industri (Rekind) - Intermoor PTE Ltd in an effort to improve the performance of Balongan refinery. 12 Oktober/October Pelaksanaan Lifting Perdana Kargo LPG Pertamina melakukan lifting perdana kargo LPG eks Iran dengan Kapal Very Large Gas Carrier (VLGC) Pertamina Gas 2, di Pelabuhan Kalbut Situbondo yang merupakan momentum bersejarah dengan masuknya Iran sebagai negara pemasok baru LPG untuk Indonesia. The First Lifting of LPG Cargo Pertamina conducted the first lifting of LPG cargo from Iran using the Very Large Gas Carrier (VLGC) Pertamina Gas 2, in the Port of Kalbut Situbondo, a historic moment where Iran became the new LPG supplier of to Indonesia. Penetapan Satu Harga BBM untuk Papua Presiden RI Joko Widodo didampingi oleh Menteri BUMN Rini Soemarno dan Direktur Utama Pertamina Dwi Soetjipto meresmikan Penggunaan Pesawat Air Tractor pengangkut BBM yang akan mendukung penerapan kebijakan satu harga di Papua. One Fuel Price Policy for Papua The President of Republic Indonesia Mr. Joko Widodo accompanied by Minister of SOEs. Ms. Rini Soemarno and the President Director of Pertamina Mr. Dwi Soetjipto inaugurated the use of Air Tractor fuel carrier that will support the implementation of the one price policy in Papua.
19 Desember/December 21 Desember/December Pembahasan Kerja Sama Indonesia dan Iran Presiden RI Joko Widodo mempertemukan 60 orang CEO dan pengusaha Indonesia dengan para CEO dan pengusaha Iran untuk membahas berbagai bentuk kerja sama dan bisnis. Discussing the Cooperation between Indonesia and Iran The President of Republic Indonesia Mr. Joko Widodo brought together 60 Indonesian CEOs and entrepreneurs with CEOs and entrepreneurs from Iran to discuss various forms of cooperation and businesses. Pertamina Gandeng Total Perkuat Pasokan LNG Pertamina dan Total (perusahaan migas asal Perancis) menandatangani perjanjian jual beli Liquified Natural Gas (LNG) dalam rangka menjamin ketersediaan gas di Indonesia. Pertamina Work Together with Total to Strengthen LNG Supply Pertamina and Total (the French oil and gas company) signed a purchase agreement Liquefied Natural Gas (LNG) in order to guarantee the availability of gas in Indonesia. 27 Desember/December 22 Desember/December Kesepakatan Joint Venture Proyek RDMP Cilacap Pertamina dan Saudi Aramco resmi membentuk perusahaan patungan dalam membangun kilang Cilacap di Jawa Tengah. Joint Venture Agreement on RDMP Projects in Cilacap Pertamina and Saudi Aramco officially formed a joint venture for the construction of refinery in Cilacap in Central Java. Presiden Resmikan Tiga Proyek PLTP Pertamina Senilai Rp6,18 Triliun Presiden RI Joko Widodo meresmikan tiga proyek infrastruktur pembangkit listrik tenaga panas bumi di Sulawesi. Proyek ini dinilai positif oleh Presiden sebagai bentuk dukungan terhadap program listrik 35.000 MW serta penyerapan tenaga kerja lokal. The President Inaugurated Three Pertamina's Geothermal Project Worth USD6.18 Trillion The President of Republic Indonesia, Mr. Joko Widodo inaugurated three infrastructure projects of geothermal power plant in Sulawesi. The President viewed that those three projects can support the 35,000 MW of electricity program as well as local employment. 43
44 Laporan Dewan Komisaris Board of Commissioners' Report Dalam kondisi ekonomi yang belum stabil dan penurunan harga minyak yang masih berlangsung, Pertamina mampu menghasilkan kinerja optimalnya. Amid unstable conditions in the economy and the continuing pressure in crude prices, Pertamina achieved an optimum performance. Tanri Abeng Komisaris Utama/ Komisaris Independen President Commissioner/ Independent Commissioner PERTAMINA Laporan Tahunan 2016 Annual Report
Para Pemangku Kepentingan yang kami hormati, Puji syukur kami panjatkan ke hadirat Allah, Tuhan Yang Maha Esa, yang telah memberikan banyak rahmat-Nya kepada kita semua, sehingga dalam tahun 2016 Pertamina berhasil meraih kinerja terbaiknya dan mampu membukukan peningkatan kinerja yang luar biasa dibandingkan dua tahun sebelumnya. Perekonomian dunia tumbuh melambat di tahun 2016 dibandingkan tahun sebelumnya dan masih dihadapi kondisi ketidakpastian. Penurunan harga migas yang mulai terjadi pada pertengahan tahun 2014 masih belum recovery, namun sepertinya telah meninggalkan titik terendah yang terjadi pada bulan Januari 2016 dan mulai merambat naik sampai akhir tahun 2016. Kondisi perekonomian global tersebut berpengaruh terhadap kondisi ekonomi Indonesia, namun perekonomian Indonesia mampu tumbuh lebih tinggi dibandingkan pertumbuhan ekonomi global. Kondisi kurs yang relatif stabil di tahun 2016 bahkan lebih rendah dibandingkan asumsi APBN, ikut memberikan kontribusi dalam penciptaan iklim bisnis yang lebih kondusif. Di tengah kondisi penurunan harga migas tersebut, Pertamina pada tahun 2016 mampu menghasilkan laba tertinggi sepanjang sejarah Perseroan. Penurunan harga migas berdampak pada penurunan penjualan namun Pertamina mampu melakukan efisiensi di semua lini operasi sehingga menghasilkan peningkatan laba yang luar biasa selama tahun 2016. Integrasi bisnis Pertamina dari hulu dan hilir dengan dominasi bisnis hilir menyebabkan penurunan harga justru meningkatkan profitabilitas bisnis hilir. Kebijakan breakthrough project dan efisiensi yang dilakukan secara konsisten oleh Direksi selama tahun 2016 memberikan kontribusi signifikan pada peningkatan laba, lebih dari dua kali dibandingkan laba tahun 2015. Penilaian Kinerja Direksi Kinerja Pertamina di tahun 2016 memperlihatkan kondisi yang sangat baik. Dalam kondisi ekonomi yang belum stabil dan penurunan harga minyak yang masih berlangsung, Pertamina mampu menghasilkan kinerja optimalnya. Pencapaian ini tidak lepas dari peran Dewan Komisaris dalam berkoordinasi dengan Direksi untuk memonitor pergerakan kondisi ekonomi, industri dan bisnis, perubahan regulasi dan kebijakan pemerintah, serta memberikan pandangan dan pengarahan terkait langkah-langkah strategis yang dijalankan Perusahaan. Keberlanjutan pencapaian kinerja tahun 2016 sangat dipengaruhi oleh konsistensi kebijakan Direksi untuk terus melakukan efisiensi, konsistensi kebijakan Pemerintah dalam penetapan harga BBM dan kebijakan migas lain serta pengaruh kondisi eksternal utamanya harga migas, pertumbuhan ekonomi dan kurs. Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Esteemed Stakeholders, Let us give praise to God the Almighty for His grace and blessings upon us all, and for allowing Pertamina to achieve its best performance yet in 2016, posting significantly improved results over those recorded in the last two-year period. Global economies recorded slower growth in 2016 compared to the previous year, amid conditions of uncertainties throughout the year. The decline in global crude prices begun since mid-2014 has yet to show a recovery. However, crude prices seemed to have hit bottom in January 2016, and have since crept up until the end of the year. While more or less affected by these global developments, Indonesia's economy nevertheless managed to show a higher growth than most global economies. The Rupiah exchange rate was relatively stable throughout 2016, and was even lower than the rate being assumed in the State Budget. This also contributed to a more conducive environment for businesses in general. Notwithstanding the continuing pressure on crude prices, Pertamina managed to post a record level of net income in 2016, the highest yet in the Company's history. While the decline in crude prices have impacted on lower sales, Pertamina managed to achieve efficiencies at all levels of operations, and thus the significant increase of net income in 2016. With the downstream business dominant in integrated upstream-downstream businesses, Pertamina's declining prices in upstream resulted in increased profitability in the downstream business. The consistent strategies on efficiencies and breakthrough projects undertaken throughout 2016 made significant contribution to Pertamina's net income that increased more than twice those of 2015. Assessment on Board of Directors Performance Throughout 2016, showed an excellent Pertamina performance. Amid unstable conditions in the economy and the continuing pressure in crude prices, Pertamina achieved an optimum performance. The Board of Commissioners is close at hand in this process, coordinating with the Board of Directors in monitoring the dynamics of the economy, industry and business environment, as well as changes in regulations and government policies. The Board of Commissioners also provided directions and its opinion with regards to strategic initiatives undertaken by the Company. The sustainability of the performance in 2016 will depend on the consistency of the Board of Directors in regards efficiency measures, the Government's consistency in regards the price of oil fuel (BBM) and oil and gas policies, as well as external issues such as the price of crude, economic growth and the Rupiah exchange rate. PERTAMINA Laporan Tahunan 2016 Annual Report 45
46 Laporan Dewan Komisaris Board of Commissioners' Report Kinerja Keuangan Perusahaan pada tahun 2016 berada di puncak tertinggi kinerja keuangan, yang ditandai dengan keberhasilannya memperoleh laba bersih sebesar USD3,15 miliar. Pencapaian laba bersih tersebut juga diikuti dengan pencapaian EBITDA tertinggi sepanjang sejarah Perusahaan yaitu sebesar USD7,56 miliar dan EBITDA margin sebesar 20,73%. Walaupun terjadi penurunan penjualan sebagai dampak dari penurunan harga migas, namun kondisi tesebut justru menjadi pendorong untuk melakukan efisiensi di semua lini operasi yang ditandai dengan peningkatan margin laba kotor dan efisiensi biaya. Financial Performance In 2016, the Company achieved its best performance yet in terms of financials, with the posting of a net income of USD3.15 billion. The excellent achievement in net income was accompanied by the record-high EBITDA and EBITDA margin of USD7.56 billion and 20.73%, respectively, the highest ever for the Company to date. The decline in sales as a result of the decline in crude prices was successfully compensated for by efficiency measures at all lines of business, leading to improved gross profit margin and cost efficiencies. Kondisi posisi keuangan Perusahaan sangat sehat, karena Perusahaan memiliki likuiditas cukup besar di akhir tahun, liabilitas jangka pendek menurun dan nilai persediaan yang rendah sebagai dampak nilai beli migas yang turun. Pertamina melakukan beberapa langkah strategis dengan mengurangi pinjaman jangka pendek dan jangka panjang untuk mengurangi beban bunga. Perusahaan terus melakukan investasi dalam rangka meningkatkan cadangan dan produksi migas yang ditandai dengan pertumbuhan aset tetap dan aset tambang. Namun, beberapa investasi akuisisi yang ditargetkan pada tahun 2016 ternyata baru dapat direalisasikan pada tahun 2017. The Company had healthy balance sheets with ample liquidity at the end of the year, declining short-term liabilities and low inventories levels as a result of declining value of oil and gas purchases. Pertamina undertook strategic initiatives in the reduction of short- and long-term borrowings in order to reduce interest expenses. At the same time, the Company continued to make investments in the interest of increasing its oil and gas reserves and production, as was shown in the growth of its fixed assets and mining asset portfolio. However, some of the investments in asset acquisition budgeted for 2016 were realized later in 2017. Kinerja Operasi Dalam kondisi penurunan harga migas yang masih terus berlangsung di tahun 2016, Pertamina mampu mempertahankan produksi migas pada tingkat 650 MBOEPD. Pertamina juga berhasil meningkatkan cadangan migas baik P1 maupun C2, namun masih belum berhasil meningkatkan nilai reserve replacement ratio. Sepanjang tahun 2016 Perusahaan memperoleh beberapa wilayah kerja baru dan memperpanjang wilayah kerja yang terminasi antara lain kepastian perpanjangan pengelolaan ONWJ dengan sistem gross split serta perolehan wilayah kerja Kampar dan East Ambalat. Operational Performance While oil and gas prices continued under pressure throughout 2016, Pertamina was able to maintain overall oil and gas production level at 650 MBOEPD. Pertamina was also successful in increasing its P1 and C2 oil and gas reserves, although no improvement was made in its reserve replacement ratio. Throughout 2016, the Company acquired a number of new work areas as well as received extension on some terminated work areas. These include the extension of the operation of the ONWJ block with a gross-split system, and the acquisition of the Kampar and East Ambalat work areas. Perusahaan melakukan akuisisi 24,53% saham Maurel et Prom (M&P) melalui mekanisme tender offer. Proses akuisisi akan dilanjutkan pada tahun 2017 dengan target Pertamina memperoleh pengendalian atas M&P sehingga dapat mengakui cadangan migas perusahaan di luar negeri untuk kepentingan ketahanan energi nasional. The Company conducted an acquisition of 24.53% shareholdings in Maurel et Prom (M&P) through a tender offer. Pertamina will continue with the share acquisition process in 2017 towards eventual control of M&P. This will enable Pertamina to recognize the related overseas oil and gas reserves in the interest of national energy security. Pada sektor panas bumi, Pertamina menjadi motor penggerak pengembangan energi panas bumi Indonesia. Pertamina saat ini memberikan pasokan energi panas bumi pada beberapa pembangkit listrik dengan total produksi sebesar 3.043GWh pada tahun 2016. Saat ini Pertamina terus melakukan eksplorasi dan pengembangan beberapa wilayah kerja mengingat panas bumi merupakan energi yang ramah lingkungan dan seharusnya dapat segera dimanfaatkan. Pertamina pada tahun 2016 mendapat tambahan wilayah kerja untuk pengelolaan panas bumi di Gunung Lawu dan mulai mengoperasikan PLTP Ulubelu Lampung dan Lahendong Sulawesi Utara. In the geothermal sector, Pertamina continued at the forefront of Indonesia's geothermal energy development. Pertamina supplied steam from geothermal energy as prime movers for a number of power plants with total production of 3,043 GWh in 2016. With geothermal energy widely regarded as being environment friendly and more or less readily available for utilization, Pertamina continues with exploration and development works in a number of work areas. In 2016, Pertamina acquired an additional geothermal work area in Gunung Lawu, and also commenced with operations of geothermal power plant (PLTP) Ulubelu in Lampung and PLTP Lahendong in North Sulawesi.
Pertamina juga menjalankan bisnis transportasi dan niaga gas, pemrosesan dan penjualan gas. Pertamina saat ini menjadi perusahaan dengan jaringan open access terpanjang di Indonesia. Selain itu, melalui Direktur Gas (dan Energi Terbarukan), Pertamina mengembangkan energi terbarukan seperti solar photovoltaic (solar cell), mikrohidro, green diesel, bio LNG dan lainnya. Pertamina is also in the business for gas transportation and trading as well as gas processing and sales. Currently, Pertamina operates the longest network of open-access gas pipelines in Indonesia. Pertamina, through the Directorate of Gas and New Renewable Energy, also develops renewable energy sources such as solar cells, microhydro, green diesel fuel, bio-LNG, and others. Pembaruan kilang Cilacap berhasil meningkatkan Yield Valuable Product on total intake menjadi sebesar 77,67%. Tambahan kepemilikan Pertamina pada kilang TPPI memperkuat posisi Pertamina di TPPI sehingga Perusahaan dapat memanfaatkan kilang TPPI untuk mengurangi impor produk migas. Kedua hal tersebut memberikan kontribusi signifikan pada peningkatan efisiensi dan penurunan harga pokok produksi. The revitalization of Pertamina's Cilacap Refinery has resulted in an increase of Yield Valuable Product on total intake to 77.67%. Pertamina has also strengthened its position at the TPPI refinery through increased share ownership, enabling the utilization of TPPI refinery to help reduce imports of oil and gas products. These two developments have contributed significantly on increased efficiencies and the reduction of cost of goods sold. Pada tahun 2016 Pertamina memulai kegiatan revitaliasi kilang antara lain melalui proyek Refinery Development Master Plan (RDMP) RU-V Balikpapan dan Proyek Langit Biru Cilacap (PLBC) dengan target peningkatan jumlah dan kualitas produk. Untuk RDMP Balikpapan saat ini telah diselesaikan kajian engineering dan persiapan lokasi pembangunan. Pertamina juga ditunjuk oleh Pemerintah sebagai penanggung jawab proyek kerja sama pembangunan kilang baru di Bontang. In 2016, Pertamina has started with its refinery revitalization program, including the Refinery Development Master Plan (RDMP) project at RU-V Balikpapan and the Cilacap Blue Sky (PLBC) Project, aiming for increased production level and product quality. The Balikpapan RDMP has completed the engineering review phase and preparation of construction site. The Government has also assigned Pertamina to coordinate the development of a new grass root refinery at Bontang. Di sektor pemasaran, Pertamina berhasil meningkatkan pangsa pasar dan jumlah volume penjualan di semua lini produknya. Kebijakan Pemerintah untuk melepas harga LPG 12 Kg pada harga keekonomian menyebabkan penjualan produk LPG memberikan kontribusi laba dan tidak lagi mengalami kerugian. Upaya efisiensi distribusi dilakukan dengan mengurangi losses dengan menerapkan new gantry system di beberapa TBBM strategis. Peningkatan volume penjualan produk BBM, efisiensi kilang dan efisiensi pengadaan minyak mentah dan produk BBM merupakan pemicu utama kinerja pada tahun 2016. In the marketing sector, Pertamina was able to increase both market share as well as sales volume in its entire product lineup. The Government's decision to sell the LPG 12 Kg product at the economy price meant that sales of LPG products have become profitable, whereas previously it has been at a loss. Distribution efficiency is improved to reduce volume losses through the adoption of new gantry systems in a number of strategic fuel terminals (TBBM). The increase in sales volume of fuel products, refinery efficiency and efficiencies in the procurement of crude and fuel products were the major contributors to excellent performance in 2016. Peluncuran produk Pertalite, Dexlite dan beberapa varian baru bahan bakar telah menggeser pola konsumsi masyarakat dari produk BBM bersubsidi beralih pada produk non subsidi. Kondisi ini menjadi salah satu penyebab tidak tercapainya volume penjualan premium baik premium BBM maupun penugasan Pemerintah. Namun hal ini harus dipandang sebagai satu hal yang positif karena bagi Pemerintah kondisi ini dapat menurunkan jumlah subsidi BBM yang dibayarkan, dan Pertamina memperoleh tambahan laba karena produk tersebut dijual pada harga keekonomiannya. The successful launch of Pertalite, Dexlite and several other new fuel variants have impacted on the shift of consumer preferences from subsidized fuels to non-subsidized fuels. This was one of the reasons for the under-target achievement of Premium sales by volume, for both Premium fuel and Government assignment. However, this is actually a positive condition, as the Government was able to reduce the amount paid for fuel subsidy, while Pertamina was able to realize additional profits from selling the product at its economy price. Kinerja sektor hilir baik dari pengolahan dan pemasaran memberikan kontribusi signifikan pada kinerja Perusahaan. Kinerja hilir pada tahun 2016 membalikkan kondisi yang selama ini terjadi di Pertamina, yang banyak mengandalkan pada kinerja sektor hulu. Keberhasilan sektor hilir tersebut juga tidak lepas dari perubahan kebijakan Pemerintah yang dilakukan pada akhir tahun 2015 untuk mengurangi subsidi BBM. The excellent performance of the upstream sector from both the refinery and marketing businesses made a significant contribution to the Company's overall performance. This is actually in contrast with the usual condition prevailing in Pertamina that relied more on the performance of the upstream sector. It is also a direct result of the Government decision made at end of 2015 to reduce the fuel subsidy. 47
48 Laporan Dewan Komisaris Board of Commissioners' Report Kinerja utama sektor hilir yang paling utama selain perolehan laba adalah menjaga ketersediaan pasokan BBM dan gas di seluruh pelosok Indonesia. Mulai 18 Oktober 2016 Pemerintah menetapkan kebijakan satu harga (one price policy) di seluruh pelosok Indonesia. Untuk pemenuhan ketersediaan BBM, Avtur dan LPG di seluruh wilayah Indonesia, Pertamina harus menyiapkan cadangan yang cukup di seluruh wilayah Indonesia. tersebut, Pertamina memiliki Untuk memenuhi kebutuhan infrastruktur penyimpanan BBM dan gas, jaringan transportasi dan distribusi yang tersebar di seluruh wilayah Indonesia. Penjualan BBM tertentu dan LPG 3 kg, harganya ditetapkan oleh Pemerintah, sehingga Pertamina tidak memiliki fleksibilitas dalam menentukan harga untuk BBM jenis ini. Untuk tujuan pemenuhan ketersediaan BBM dan gas dengan harga tunggal ini, terkadang Perusahaan harus mengorbankan pertimbangan profitabilitas. Namun demikian untuk mencapai tujuan tersebut tetap dilakukan dengan cara yang efektif dan efisien. Aside from its contribution to overall profitability, the downstream sector was also successful in maintaining the supply of fuel and gas throughout Indonesia. As of October 18, 2016, the Government has set a one-price policy for fuel and gas products in Indonesia. To ensure the availability of fuels, aviation gas and LPG in all areas in Indonesia, Pertamina have to maintain adequate reserves throughout Indonesia. In this regard, Pertamina currently maintains the infrastructure for gas and fuel storage as well as the transportation and distribution networks that are spread out all over Indonesia. The Government fixes the sale price of certain fuel products as well as the 3 kg LPG product, and therefore Pertamina has no flexibility in pricing for these products. To enable the supply of fuel products and gas at a single price, Pertamina at times has had to forgo the usual considerations of profitability. However, the processes towards the single-price objective were undertaken with due considerations of effectiveness and efficiency. Pertamina mengelola Anak Perusahaan (AP) baik yang bergerak di bidang hulu dan hilir migas, pendukung sektor migas dan bisnis di luar bidang migas. Sektor hulu, hilir dan pendukung migas pada hakikatnya merupakan bisnis terintegrasi sehingga kinerja keseluruhan AP tercermin dari kinerja Pertamina secara konsolidasi. Porsi penjualan dan kontribusi laba AP yang berada di luar sektor migas atau berada di luar bisnis Pertamina relatif masih kecil. Pertamina controls a number of subsidiaries in oil and gas upstream and downstream business, oil and gas supporting industries, as well as in non-oil and gas businesses. The upstream, downstream and oil and gas supporting industries being integrated businesses, the performance of Pertamina's subsidiaries is a reflection of Pertamina's consolidated performance. The contribution, in sales and profits, of the non-oil and gas subsidiaries is relatively small. Untuk mendukung keberlanjutan Perusahaan, kegiatan investasi memegang peranan penting. Investasi pada sektor hulu dilakukan untuk meningkatkan cadangan sehingga produksi minyak mentah dapat memenuhi kebutuhan kilang Pertamina. Investasi pada sektor hilir dilakukan untuk meningkatkan kualitas dan kapasitas infrastruktur kilang serta jaringan distribusi dan transportasi. Total investasi yang dilakukan pada tahun 2016 sebesar USD5,60miliar, termasuk untuk akuisisi di luar negeri. Investments activities are vitally important to sustain Pertamina into the future. Investments in the upstream sector are made to increase reserves to enable the necessary oil lifting to supply the needs of Pertamina's refineries. Investments in the downstream sector are made to improve the quality and capacity of refineries as well as the distribution and transportation infrastructure. Total investments made in 2016 amounted to USD5.60 billion, including for the acquisition of overseas assets. Salah satu dari lima strategi yang dicanangkan Perusahaan adalah efisiensi. Komposisi Harga Pokok Penjualan (HPP) Perusahaan sebesar 76% dari penjualan. Komponen terbesar dari HPP adalah biaya pembelian minyak mentah dan produk BBM. Tidak semua kilang Pertamina mengolah minyak mentah yang dihasilkan oleh sumur-sumur minyak Pertamina, namun juga mengolah minyak impor, minyak bagian Pemerintah dan minyak yang dihasilkan perusahaan lain di wilayah kerja migas di Indonesia. Kilang Pertamina tidak mampu memenuhi seluruh kebutuhan BBM dan gas Nasional sehingga Pertamina harus mengimpor untuk memenuhi kekurangannya. Fungsi ISC (Integrated Supply Chain) berperan melakukan fungsi pengadaan minyak mentah dan produk BBM/gas. Strategi efisiensi dilakukan untuk memperoleh harga beli yang paling efisien namun tetap dapat memenuhi kebutuhan Pertamina dalam menjaga stok BBM dan gas Nasional. Efficiency is one of the five strategy pillars of Pertamina. The Cost of Goods Sold (COGS) constitutes 76% of the Company's sales revenues. The largest component in the COGS is the costs for procurement of crude and fuel products. The intake for Pertamina's refineries come not only from Pertamina's oil wells, but also from imported crude, the Government oil entitlement, as well as oil produced by other companies working in Indonesia's oil and gas work areas. As Pertamina's refineries do not have the capacity of fulfilling the fuel and gas needs of the nation, the difference has had to be imported. The procurement of these imported crude and fuel and gas products is the responsibility of Pertamina's Integrated Supply Chain (ISC) unit. Pertamina implemented an efficiency strategy in order to arrive at the most efficient purchase price, while continuing to ensure the fulfilment of Pertamina's task in safeguarding the national fuel and gas supply. Upaya lain efisiensi juga dilakukan dengan pengurangan oil losses atau discrepancy baik karena faktor teknis maupun non teknis. Program yang telah dicanangkan mulai tahun 2015, telah dirasakan manfaatnya pada tahun 2016. Pertamina telah merasakan efisiensi dari upaya pengurangan losses yang dilakukan dengan pembentukan Tim Losses, perbaikan metering Another efficiency measures concerns efforts to reduce oil losses or discrepancies due to technical or non-technical factors. The initiative was first launched in 2015, and in 2016 has already shown results. Pertamina has realized efficiencies from efforts to reduce volume losses through the establishment of a Losses Team, improvements in the oil metering system, and better losses control
system dan pengendalian losses melalui teknologi informasi. Penurunan losses yang dilakukan pada tahun 2016 nilainya lebih dari dua kali lipat dibandingkan dengan tahun 2015. Strategi ini jika dilaksanakan secara konsisten, dimonitor dengan baik akan menghasilkan perbaikan sistem dan perubahan budaya perusahaan. through the utilization of information technology. The value of realized oil losses reduction in 2016 was twice those recorded in 2015. We believe that this strategy, consistently carried out and properly monitored, will result in significant improvement to the system and, more importantly, a change in the work culture. Penerapan Whistle Blowing System Pertamina membangun sistem pengaduan pelanggaran (Whistle Blowing System/WBS) untuk menerima laporan pelanggaran terhadap ketentuan Perusahaan yang diterima baik melalui e-mail, fax, Kotak Pos dan SMS. Perusahaan juga memiliki sistem perlindungan pelapor yang mengatur jaminan kerahasian identitas pelapor, perlindungan hukum dan perlindungan gangguan/ancaman terhadap pelapor. Implementation of Whistle Blowing System Pertamina has established a Whistle Blowing System (WBS) to handle reports via e-mail, fax, PO Box, and SMS, of alleged violation of Company's regulations and procedures. The Company also has in place a protection system guaranteeing the confidentiality of informer identity, legal protection for informer, and protection against intrusions/threats to the informer. WBS berada di bawah Direksi namun dimonitor langsung oleh Dewan Komisaris. Beberapa pengaduan masyarakat juga sering dikirimkan dalam bentuk surat langsung ke manajemen, dewan komisaris atau ke pemegang saham. Semua penyelesaian dari pelanggaran pengaduan masyarakat dilakukan oleh manajemen, kecuali pengaduan pelanggaran tersebut menyangkut Dewan Komisaris dan Direksi, akan diselesaikan khusus langsung oleh Dewan Komisaris yang tidak memiliki konflik kepentingan. The Board of Directors is responsible for the WBS system, with direct monitoring by the Board of Commissioners. Reports were often received from the public via letters addressed to the management, Board of Commissioners, or the shareholder. All such reports from the public are handled by the management, except for reports of violations involving members of the Board of Commissioners and Board of Directors, which will be resolved directly by a Commissioner with no conflict of interest. Kegiatan WBS dilaksanakan menggunakan sistem yang akan diidentifikasi kasusnya oleh pihak ketiga. Setelah teridentifikasi jelas kasusnya baru kemudian ditindaklanjuti oleh tim WBS. Tindak lanjut dapat dilaksanakan sendiri oleh tim WBS, diserahkan pada internal auditor untuk dilanjutkan dengan audit investigasi atau diserahkan dengan unit terkait. Setiap triwulan Dewan Komisaris melalui Komite Audit melakukan monitoring aktivitas tim WBS, jumlah pelaporan yang masuk, tindak lanjut yang telah dilaksanakan dan mengidentifikasi potensi kelemahan sistem yang menjadi penyebab pelanggaran tersebut. The WBS system uses the services of an independent third party to first identify the case. After the case has been clearly identified, it is passed on to the WBS team for follow-up action. Follow- up action may be conducted by the WBS team, by the Internal Audit unit through an investigative audit, or by the respective unit involved. Each quarter, the Board of Commissioners through the Audit Committee monitors the activities of the WBS team, the number of reports received, and the various follow-up actions undertaken, as well as identifying potential weaknesses in the systems that resulted in the respective violations. Selama tahun 2016 terdapat 69 pengaduan kasus. Dari jumlah tersebut 17 kasus selesai ditindaklanjuti sedangkan sisanya masih dalam proses. Selama tahun 2016 tim WBS telah melakukan tindak lanjut atas 34 kasus, terdiri jumlah tersebut 17 kasus tahun berjalan dan sisanya kasus pada periode sebelumnya. Beberapa kasus yang belum diselesaikan masih dalam proses investigasi atau masih dalam proses pemberian sanksi oleh Komite Disiplin Perusahaan. There were 69 cases reported and identified during 2016. Of this number, 17 cases were resolved, while the remaining cases were on various stages of process. In 2016, the WBS team has conducted follow-up actions on 34 cases, comprising 17 cases from the current year and the remainder were cases carried over from the previous year. A number of unresolved cases remained, either in the investigation process or the sanction process by the Disciplinary Committee. Menurut penilaian Dewan Komisaris, pengelolaan WBS telah berjalan dengan baik dan telah mengikuti ketentuan Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang Good Corporate Governance. Jumlah pelaporan yang tinggi menunjukkan kepedulian banyak terhadap Pertamina, dan tidak ingin Pertamina berjalan di luar ketentuan yang berlaku. Proses pengawasan yang dilakukan oleh Dewan Komisaris juga efektif sehingga setiap pelaporan ditindaklanjuti sampai pada pengenaan sangsi pada pihak yang melakukan pelanggaran. Dewan Komisaris menyarankan agar proses tindak lanjut dapat dipercepat dan pengenaan sanksi diperberat sehingga menimbulkan efek jera bagi para pelaku pelanggaran. The Board of Commissioners is of the view that the WBS system has performed properly in accordance to Minister of SOE Regulation No. PER-01/MBU/2011 on Good Corporate Governance. The number of reports received indicated a high degree of concern for Pertamina, in desiring that Pertamina operates according to established rules. The Board of Commissioners has carried out an effective monitoring process, ensuring that each report was subsequently followed-up to the imposition of sanctions to the party guilty of violation. The Board of Commissioners recommend for an accelerated follow-up process as well as for the imposition of stronger sanctions, so as to have a deterrent effect for the offenders. 49
50 Laporan Dewan Komisaris Board of Commissioners' Report Pelaksanaan Tanggung Jawab Sosial Perusahaan (CSR) Pertamina menjalankan kegiatan operasinya dengan menjunjung tinggi prinsip-prinsip kesehatan, keselamatan, keamanan dan lingkungan (Health, Safety, Security & Environment - HSSE). Dari tahun ke tahun, perusahaan berhasil meningkatkan kinerja HSSE yang ditandai dengan penurunan kekerapan insiden (TRIR/Total Recordable Incident Rate) menjadi 0,20. Namun Pertamina pada tahun 2016 belum mampu mencapai zero fatality. Implementation of Corporate Social Responsibility (CSR) In the conduct of its operational activities, Pertamina adheres at all times to the principles of Health, Safety, Security & Environment (HSSE). Over the years, the Company managed to improve its HSSE performance, as shown by the reduction in Total Recordable Incident Rate (TRIR) to 0.20. However, Pertamina in 2016 was still unable to achieve a zero fatality rate. Pertamina dalam menjalankan usahanya memperhatikan aspek lingkungan hidup yang ditunjukkan dengan peningkatan perolehan PROPER. Pemerintah melakukan penilaian pengelolaan lingkungan hidup dengan memberikan pemeringkatan dari PROPER emas, hijau dan biru. Pada tahun 2016 Perusahaan memperoleh terbanyak dan meningkat dibandingkan tahun sebelumnya menjadi 78 buah dengan rincian 7 PROPER emas dan 71 PROPER hijau. Bahkan untuk PROPER emas, Pertamina memperoleh 7 dari 12 PROPER emas yang ada dberikan selama tahun 2015-2016. Untuk mencapai dan mempertahankan PROPER yang diperoleh maka Pertamina mendorong unit-unit operasinya menerapkan ISO 14001 sebagai parameter pengelolaan lingkungan. jumlah PROPER Concern for the environment is evident in Pertamina's operational activities, as shown in Pertamina's achievement in PROPER ratings. The Government awards Gold, Green and Blue ratings in PROPER, a program to assess the practice of environment management by companies. In 2016, the Company received the most PROPER ratings with 7 Gold and 71 Green ratings, for a total of 78 PROPER ratings, or increasing from the ratings received in the previous year. In the highest rating, Pertamina received 7 out of the 12 Gold ratings awarded to companies in the 2105-2016 PROPER evaluation period. To achieve and maintain the PROPER ratings received, Pertamina encourages all of its operational units to implement ISO 14001 standards as the parameter for environment management. Pertamina tidak hanya memberikan kontribusi laba yang kemudian dibagikan dalam bentuk dividen kepada negara, namun Pertamina beserta seluruh anak Perusahaan juga memberikan kontribusi kepada negara berupa pembayaran pajak Badan kepada negara sebesar USD1,93miliar. Pertamina juga membantu Pemerintah dalam melaksanakan pemungutan pajak pihak lain yang dilakukan baik untuk pajak pertambahan nilai maupun pajak penghasilan. In addition to achieving profitability for subsequent distribution as dividend payment to the state, Pertamina and all its subsidiaries were also active in making contributions to the state in the form of payment of corporate taxes amounting to USD1.93 billion. Pertamina also assisted the Government in the collection of third parties tax levy in value added tax or income tax. Kontribusi Pertamina dalam perekonomian adalah penyediaan lapangan kerja lebih dari 27.227 pekerja tetap maupun tidak tetap. Kepada pekerjanya, Pertamina memberikan remunerasi yang cukup dan memberikan tunjangan kesehatan dan asuransi sehingga setiap insan Pertamina dapat bekerja dengan tenang dan nyaman serhingga memberikan kontribusi optimal bagi Perusahaan. Kontribusi Pertamina juga diberikan oleh mitra bisnis Pertamina dalam menjalankan operasi dan menciptakan lapangan kerja kepada masyarakat. Pertamina also contributed to the economy through the employment of more than 27,227 permanent and non- permanent workers. Pertamina provides workers with decent remuneration as well as health and insurance benefits, thus enabling each worker to concentrate on his or her work and to contribute optimally to the Company. Pertamina's contribution to the economy was also made through the operations of its vendor and supplier partners, which generated economic values as well as employment opportunities among the public. Pertamina secara konsisten mendukung Program Pemerintah untuk meningkatkan kesejahteraan masyarakat secara langsung melalui kegiatan CSR dan PKBL. Pertamina mengembangkan Program Pertamina Cerdas, Sehati, Pertamina Hijau dan Pertamina Berdikari. Beberapa kegiatan strategis yang dilakukan antara lain Olimpiade Sains Nasional, konservasi ekosistem mangrove, program desa binaan. Untuk tahun 2016, Pertamina meningkatkan jumlah dana dan kegiatan CSR serta Bina Lingkungan. Melalui Program Kemitraan, Pertamina menyalurkan dana bergulir kepada usaha kecil dan menengah. Pada tahun 2016, jumlah dana yang disalurkan lebih besar dibandingkan tahun 2015. Melalui Pertamina Foundation, Pertamina mengelola Universitas Pertamina yang baru memulai kegiatannya di tahun 2016 dan memberikan beasiswa kepada siswa dan mahasiswa berprestasi dari seluruh Indonesia. Pertamina has consistently supported the Government's programs to improve public welfare through the implementation of CSR and PKBL programs, including the Pertamina Cerdas, Pertamina Sehati, Pertamina Hijau and the Pertamina Berdikari programs. Among initiatives in these programs were the National Science Olympics, the mangrove ecosystem preservation program, and the village mentoring program. In 2016, Pertamina has increased both the funding as well as the number of activity programs in CSR and Community Development. Through the Partnership Program, Pertamina disburses revolving loans to small and medium-scale businesses, with increased disbursement in 2016 compared with 2015. Through Pertamina Foundation, Pertamina established the Pertamina University. Commencing its activities in 2016, Pertamina University provides scholarships to deserving students throughout Indonesia.
Pelaksanaan Tata Kelola Perusahaan yang Baik Dalam menjalankan bisnisnya, Perusahaan secara konsisten menerapkan prinsip-prinsip tata kelola perusahaan yang baik. Komitmen pengelolaan tata kelola ini dibuktikan dengan peningkatan skor GCG Pertamina tahun 2016 mencapai 94,62, sedikit meningkat dibandingkan tahun 2014 sebesar 94,50. Perusahaan berusaha agar GCG benar-benar menjadi dasar dalam melaksanakan setiap kegiatan perusahaan dan diterapkan dalam setiap keputusan yang diambil. Implementation of Good Corporate Governance In the conduct of its business activities, the Company consistently implements the principles of Good Corporate Governance (GCG). This commitment to GGC was evident in Pertamina's CGC assessment score of 94.62 in 2016, a slight improvement from the score of 94.50 recorded in 2014. The Company strives to implement the practice of GCG as a basis for each activity and each decision-making undertaken by the Company. Hasil akhir pengelolaan perusahaan tercermin dalam Tingkat Kesehatan Perusahaan secara keseluruhan, yang mengkombinasikan penilaian kinerja keuangan, operasi dan administrasi. Pada tahun 2016 Perusahaan memperoleh total skor tingkat kesehatan yang dihitung berdasarkan ketentuan BUMN sebesar 88,82 dengan kriteria AA (Sehat), meningkat jauh dibandingkan tahun 2015 sebesar 83,95. The end result of the management of the Company is reflected in the overall Corporate Health Level that combines measurements of financial, operational and administrative performance. In 2016, Pertamina's total score in corporate health level, as calculated according to the criteria determined by the Ministry of SOE, was 88.82 in the category of AA (Healthy). It represented a significant improvement over the score of 83.95 in 2015. Kementerian BUMN selaku pemegang saham menetapkan kontrak kinerja manajemen berdasarkan Kriteria Penilaian Kinerja Unggul (KPKU) untuk menilai keberhasilan manajeman. Kinerja Direksi berdasarkan Kontrak Manajemen mencapai 91,04%. Hampir semua kontrak manajemen dapat tercapai kecuali untuk pertumbuhan pendapatan, volume EBT dan kinerja HSSE karena masih terjadi fatality. The Ministry of SOE, as the shareholder, establishes the management performance contract based on the Assessment Criteria for Excellent Performance (KPKU). Based on the Management Contract, the performance assessment result of Board of Directors was 91.04%. All of the management contracts were achieved, except for revenue growth, EBT volume, and HSSE performance due to a fatality. Berdasarkan laporan keuangan tahun 2015, posisi Pertamina dalam Fortune 500 kembali turun menjadi peringkat 230 karena dampak penurunan harga migas dan pencapaian laba tahun 2015 yang relatif rendah. Namun dengan kinerja tahun 2016, kemungkinan peringkat Fortune 500 akan meningkat, karena laba Pertamina tahun 2016 lebih tinggi dibandingkan beberapa perusahaan migas lainnya seperti Petronas dan PTT. Based on the 2015 financial statements, Pertamina's ranking in the Fortune 500 list declined to 230th position due to the decline in crude prices and thus the relatively low profitability in 2015. However, with the fine performance in 2016, Pertamina has a good chance to improve its position in Fortune 500 list, as its profits in 2016 are higher that those posted by other oil and gas companies such as Petronas and PTT. Pandangan atas Prospek Usaha Dewan Komisaris menilai bahwa prospek usaha yang telah disusun oleh Direksi dan dituangkan dalam rencana kerja Perusahaan jangka pendek maupun jangka panjang telah telah dirancang dengan baik. Prospek usaha yang telah disusun oleh Direksi tersebut telah mempertimbangkan kondisi eksternal, baik kondisi ekonomi dan potensi perubahan kebijakan Pemerintah yang mungkin berpengaruh terhadap bisnis Pertamina. Opinion on Business Prospects On the opinion of the Board of Commissioners, the business prospects drawn up by the Board of Directors and laid out in the Company's short- and long-term plans have been well prepared. The business prospects as prepared by the Board of Directors have taken into considerations issues of external conditions, including economic developments and potential changes in Government policies that might have an impact on Pertamina's businesses. Pencapaian kinerja Perusahaan pada tahun 2016 memberikan optimisme dan semangat baru bagi Pertamina. Pencapaian kinerja tertinggi sepanjang sejarah Perusahaan sejak berdiri sebagai perseroan terbatas pada tahun 2003. Beberapa hal yang dalam sepuluh tahun terakhir seperti tidak mungkin terjadi ternyata menjadi kenyataan di tahun 2016. Kebijakan Pemerintah yang dilakukan pada akhir tahun 2015 memberikan dampak signifikan pada kondisi Perusahaan. The Company's achievements in 2016 provide new grounds for optimism for Pertamina.Those achievements are the best performance ever recorded yet since the Company was incorporated as a limited liability company in 2003. In the last ten years, it was even hard to imagine some of the achievements that have come to fruition in 2016. Government policies enacted at the end of 2015 were to have a significant impact on the Company's condition. Bisnis hilir yang selama ini memiliki margin yang relatif kecil atau sering dalam kondisi rugi, di tahun 2016 memberikan kontribusi laba yang lebih tinggi dibandingkan dengan bisnis hulu dengan margin laba lebih dari 6%. Kegiatan PSO untuk menyalurkan LPG 3 kg dan BBM penugasan memberikan laba positif padahal selama ini selalu dalam kondisi The Company's conditions were significantly impacted by policies of the Government since year-end 2015. The downstream business, which previously has relatively small margins and was often at loss, was able to contribute more to total profits compared with the upstream sector in 2016, with a profit margin of more than 6%. The public service obligation in the distribution of LPG 51
52 Laporan Dewan Komisaris Board of Commissioners' Report merugi. Pemerintah memberikan ijin kepada Pertamina untuk menetapkan harga LPG non subsidi pada harga keekonomian. Dampak kebijakan ini menyebabkan bisnis LPG Non subsidi membukukan laba signifikan. Keberhasilan sektor hilir sangat rentan terhadap perubahan kebijakan yang dilakukan oleh Pemerintah, sehingga Pertamina diharapkan memitigasi setiap potensi yang mungkin terjadi. 3 kg and Fuel Assignment were carried out at a profit, in contrast to the loss it recorded over the previous years. The Government has given license to Pertamina to set the price of non-subsidized LPG at the economy price. As a result, the non-subsidized LPG business posted significant profits in 2016. However, as the performance of the downstream sector is vulnerable to changes in Government policies, Pertamina should take care to mitigate any such potential. Selesainya proyek RFCC Cilacap memberikan dampak nyata pada peningkatan efisiensi dan di sisi lain menumbuhkan kepercayaan Perusahaan untuk melakukan pembaharuan kilang-kilang yang ada melalui proyek RDMP di masa depan. Komitmen Pertamina untuk melakukan kegiatan RDMP ditunjukkan dengan dibuatnya Direktorat Mega Proyek Pengolahan dan Petrokimia. Selain itu Pertamina juga mendapat tugas dari Pemerintah untuk melaksanakan pembangunan kilang Tuban dan Bontang. The completion of the Cilacap RFCC project have led to immediate results in increased efficiencies, bolstering Pertamina's confidence to undertake the revitalization of existing refineries through the Refinery Development Master Plan (RDMP) projects going forward. Pertamina's commitment with regard to the RDMP program is evident in the establishment of the Refinery and Petrochemical Mega Project Directorate. In addition, Pertamina has also assigned by the Government to undertake the construction of new grass root refineries in Tuban and Bontang. Keberhasilan investasi yang dilakukan di Malaysia, Irak dan Algeria, membuktikan bahwa Pertamina mampu meningkatkan cadangan migas untuk ketahanan energi melalui investasi di luar negeri. Strategi ini akan terus dilakukan di masa depan mengingat cadangan migas di Indonesia jumlahnya terbatas, sementara kebutuhan energi migas semakin meningkat. Kegiatan akuisisi M&P yang dilakukan di akhir tahun 2016 akan dilanjutkan pada tahun 2017 sampai diperolehnya pengendalian penuh sehingga Pertamina dapat mengakui cadangan migas dari wilayah kerja yang dimiliki oleh M&P. The successful investments in Malaysia, Iraq and Algeria were proof positive that Pertamina is capable of increasing its oil and gas reserves in the interest of energy security through acquisition of overseas assets. Going forward, Pertamina will continue along this strategy, in view of the limited oil and gas reserves in Indonesia in the face of increasing demand for energy including oil and gas. The process for the acquisition of M&P begun near the end of 2016 will continue in 2017 until Pertamina acquire full control in the company, thus enabling Pertamina to claim ownership of the oil and gas reserves in M&P's assets. Kepercayaan yang diberikan Pemerintah kepada Pertamina untuk mengelola beberapa blok migas yang terminasi memberikan keyakinan tentang keberlanjutan perusahaan di masa depan. Pemerintah menunjukkan komitmennya untuk menjadikan Pertamina menjadi perusahaan migas nasional yang bertaraf internasional yang semakin besar di masa depan. Tahun 2018 blok Mahakam mulai dikelola oleh Pertamina dan blok ONWJ kembali diperpanjang namun dengan sistem gross split. Blok Mahakam akan memberikan kontribusi besar dalam peningkatan produksi dan memberikan kontribusi pada laba perusahaan. Keberhasilan pengelolaan blok merupakan uji kemampuan Pertamina dalam mengelola blok gas dengan kapasitas besar. Jika Pertamina berhasil mengelola blok ini dengan baik, tersebut akan tersebut juga menjadi prestasi besar dan sekaligus akan meningkatkan nilai Perusahaan. The Government has entrusted Pertamina with the management of a number of would-be terminated oil and gas blocks. This provides certainty of business continuity into the future. The Government has thus shown its commitment to make Pertamina into a world-class national oil and gas company with growing businesses in the future. In 2018, Pertamina will begin to manage the Mahakam Block, while the ONWJ Block has been extended on a gross split system. The Mahakam Block is expected to make a significant contribution to increased production and profits for the Company. The successful management of this block will be a test case of Pertamina's ability to manage a large capacity gas block. Should Pertamina be successful in managing the Mahakam Block, it will be a significant achievement that will add considerable value to the Company. Harga minyak mentah mencapai titik terendah pada bulan Januari 2016 dan mengalami peningkatan sampai akhir tahun 2016. Kondisi ini akan membuat industri hulu migas akan menarik untuk dikembangkan kembali. Beberapa wilayah kerja yang dihentikan kegiatan eksplorasinya karena tidak ekonomis, kemungkinan akan dilanjutkan kembali. Pendapatan perusahaan akan meningkat dan kontribusi laba dari bisnis hulu akan meningkat. Namun peningkatan harga migas pada level tertentu akan membuat kondisi berbalik, bisnis hilir migas marginnya akan semakin kecil. The price of global crude reached its lowest point in January 2016, and then recorded an increasing trend up to year-end 2016. This trend will turn the upstream sector into a prospective sector for development. In a number of oil and gas work areas, exploration works that were stopped due to economics consideration might be resumed. The Company will have increased revenues, including a larger contribution to profits from the upstream sector. However, at a certain price level, the margin in the downstream business will diminish.
Efisiensi yang telah dicanangkan sebagai pilar strategi utama akan terus dilanjutkan di masa depan. Penurunan harga migas selama lebih dari dua tahun terakhir menjadikan kepekaan terhadap efisiensi di semua lini operasi semakin tinggi. Bisnis hulu migas banyak melakukan inovasi untuk dapat bertahan dalam kondisi harga migas yang rendah. Jika kondisi ini dipertahankan maka akan melahirkan budaya efisiensi di semua lini organisasi. Efficiency measures, as a core strategy pillar, will continue into the future. The decline of crude prices over a period of more than two years lately have resulted in a heightened sense of efficiency- consciousness at all lines of operations. The upstream business made a number of innovations in order to survive in this condition of low crude prices. If this condition persists, it will encourage the adoption of an efficiency culture at all levels of the organization. Kemampuan bertahan Pertamina pada tahun 2016 untuk tetap menghasilkan laba antara lain disebabkan oleh peningkatan produktivitas kilang dan efisiensi di semua lini usaha. Melalui tekad "memperbaharui semangat dan memperkuat komitmen" yang dikembangkan menjadi lima pilar prioritas, Direksi berhasil membuktikan mampu menghasilkan kinerja yang cukup baik di tahun 2016. Pertamina's ability to survive and generate profits in 2016 was due to, among others, increased refinery productivity and efficiency at all business lines. With a determination to 'revitalize our spirit and strengthen our commitment' that was further defined into the five priority strategy pillars, the Board of Directors was able to produce excellent performance in 2016. Penilaian Kinerja atas Komite Dewan Komisaris Tugas pengawasan yang dilaksanakan Dewan Komisaris dilaksanakan langsung oleh Dewan Komisaris atau secara tidak langsung oleh Komite-Komite Dewan Komisaris yaitu Komite Audit, Komite Nominasi & Remunerasi dan Komite Pemantau Manajemen Risiko. Pengawasan dilakukan atas aspek-aspek operasional dan strategis yang telah memberikan nilai tambah signifikan bagi Perusahaan. secara Assessment on Commissioners Committees In carrying out the Board of Commissioners work directly and also indirectly through the Board of Commissioners Committees comprising the Audit Committee, the Nomination & Remuneration Committee, and the Risk Management Monitoring Committee. Supervision was conducted on Operational and strategic areas that can add significant value for the Company. Performance of Board of its supervisory function, Dewan Komisaris berpendapat bahwa fungsi pengawasan yang dilaksanakan oleh Dewan Komisaris sepanjang tahun 2016 sudah dilaksanakan sesuai dengan ketentuan dalam Board Manual dan dilaksanakan dengan baik. Dewan Komisaris menjalankan perannya untuk melakukan monitoring jalannya Perusahaan dan memberikan keputusan sesuai dengan kewenangan sebagaimana diatur dalam Anggaran Dasar Perusahaan. The Board of Commissioners has performed its supervisory function throughout 2016 in the proper manner and according to the stipulations set out in the Board Manual. The Board of Commissioners has fulfilled its role in monitoring the activities of the Company and to make decisions as authorized and regulated in the Company's Articles of Associations. Dewan Komisaris melakukan monitoring dan memberikan arahan langsung kepada Direksi melalui rapat rutin yang membahas kinerja dan beberapa keputusan strategis yang membutuhkan persetujuan atau dukungan keputusan dari Dewan Komisaris. Dalam rangka monitoring kegiatan operasi, Dewan Komisaris juga melakukan kunjungan ke beberapa proyek investasi strategis dan area operasi. Dewan Komisaris membuat laporan triwulanan dan tahunan atas kegiatan pengawasan yang dilakukan dilaporkan kepada RUPS. The Board of Commissioners conducted monitoring and provided directions to the Board of Directors during routine meetings to discuss company performance and strategic decisions that need the approval or support from the Board of Commissioners. In monitoring the operational activities, the Board of Commissioners also made site visits to a number of strategic investment projects and operational areas. The Board of Commissioners prepares quarterly and annual reports of supervision activities to be submitted to the General Meeting of Shareholder. Komite Dewan Komisaris juga telah bekerja dengan baik dengan memperhatikan ketentuan Good Corporate Governance (GCG). Komite bekerja aktif menganalisis dan merespon perubahan lingkungan bisnis yang berpengaruh terhadap kinerja Perusahaan. Komite juga membantu Dewan Komisaris dalam menyiapkan surat Dewan Komisaris terkait dengan permintaan persetujuan, dukungan, saran/nasehat serta tanggapan dari Direksi setelah melakukan proses analisis mendalam secara cermat. The various committees under the Board of Commissioners have also performed well with due consideration of Good Corporate Governance. The committees were active in analysing and responding to changes in the business environment that affected the Company's performance. Following in-depth accurate analyses, the committees also assisted the Board of Commissioners in drafting the letters from the Board of Commissioners regarding request from the Board of Directors for approval, support, advice and opinion. 53
54 Laporan Dewan Komisaris Board of Commissioners' Report Komite Audit memonitor kinerja audit internal, auditor independen dalam melakukan audit laporan keuangan, me-review laporan Perusahaan kepada pihak luar, dan sistem pengendalian intern perusahaan. Selain itu Komite Audit juga membantu Dewan Komisaris dalam memonitor sistem whistleblowing, menganalisis persetujuan penghapusan aset, monitoring Anak Perusahaan, monitoring dan tugas lain yang diberikan oleh Dewan Komisaris. The Audit Committee have monitored the performance of the internal audit unit and the independent auditors in the audit of financial statements, reviewing Company reports for external audience, and the internal control system. In addition, the Audit Committee assisted the Board of Commissioners in monitoring the whistleblower system, analysing approval of asset write-offs, monitoring the Subsidiaries, and other tasks assigned by the Board of Commissioners. Komite Pemantau Manajemen Risiko (PMR) melakukan rapat rutin dengan manajemen dan tinjauan ke beberapa lokasi strategis untuk memonitor kinerja Perusahaan, pencapaian rencana kerja di sektor hulu, hilir dan investasi. Komite PMR juga telah melakukan analisis dan memberikan rekomendasi keputusan strategis di bidang investasi. The Risk Management Monitoring Committee conducted routine meetings with management and site visits to a number of strategic work sites to monitor Company performance and progress of work plans in the upstream and downstream sectors. The Committee has also performed analyses and recommendation on strategic investment decisions. Komite Nominasi & Remunerasi (NR) membantu dalam memastikan ditempatkannya manusia unggul untuk menduduki posisi kunci pada Perusahaan. Selain itu Komite NR juga melakukan review atas formulasi remunerasi Direksi, usulan perubahan struktur organisasi dan perubahan Anggaran Dasar sebelum diajukan kepada pemegang saham. The Nomination & Remuneration Committee has assisted in ensuring the posting of the right personnel for key positions at the Company. In addition, the Committee also reviewed the formulation of Director remuneration, proposals for organization restructuring, and amendment to the Articles of Association, prior to being presented to the shareholder. Komite-Komite memiliki mitra kerja dengan Manajemen yang mengelola proses bisnis terkait. Hubungan kemitraan yang baik dan harmonis dengan Komite telah menciptakan proses komunikasi dan koordinasi yang baik sehingga memudahkan tugas Dewan Komisaris dalam melaksanakan fungsi pengawasan. The Committees worked closely with Management counterparts in the related business processes. The harmonious partnership between management and Board Committees has resulted in smooth communication and good coordination, greatly facilitating the Board of Commissioners in its supervisory function. Dewan Komisaris dan Komite Dewan Komisaris memonitor dan mengevaluasi program kerja dan kegiatannya setiap triwulan serta disampaikan kepada RUPS dalam bentuk laporan kegiatan pengawasan Dekom dan laporan Komite. Evaluasi juga dilakukan atas kinerja individu Dewan Komisaris dan Anggota Komite sesuai dengan kriteria yang ditetapkan antara lain jumlah kehadiran dan kontribusi dalam pemberian arahan. The Board of Commissioners and Committees under the BoC monitored and evaluated the work programs in each quarter, for submission to the GMS in the form of BoC supervisory report and Committee reports. The performance of individual members of the Board of Commissioners and Committees is also evaluated in accordance with established criteria such as meeting attendance and contribution in making directions. Perubahan Komposisi Dewan Komisaris Selama tahun 2016 terjadi beberapa perubahan susunan Dewan Komisaris. Berdasarkan RUPS tanggal 29 Maret 2016, Saudara Edwin Hidayat Abdullah diangkat menjadi Wakil Komisaris Utama, sehingga jumlah Komisaris Pertamina menjadi 5 (lima) orang. Selanjutnya pada RUPS tanggal 4 November 2016, Saudara Arcandra Tahar masuk menjadi Wakil Komisaris Utama dan Saudara Edwin Hidayat Abdullah menjadi Komisaris. Kami berharap dengan masuknya dua wakil yang merepresentasikan pemegang saham dan Kementerian teknis akan dapat banyak mendukung kegiatan Pertamina. Changes in Board Composition In 2016 there were some changes in the composition of the Board of Commissioners. Based on the resolutions of the GMS on March 29, 2016, Edwin Hidayat Abdullah was appointed as Vice President Commissioner, adding to the membership composition of the Board of Commissioners to 5 (five) persons. Subsequently, in the GMS on November 4, 2016, Arcandra Tahar Joined the Board as the Vice President Commissioner, while Edwin Hidayat Abdullah became a Commissioner. The two representatives for the Shareholder and the technical ministry should be of benefit to Pertamina's activities. Kami menyampaikan penghargaan setinggi-tingginya kepada Saudara Widhyawan Prawiraatmadja yang telah menyelesaikan tugasnya dengan baik di Pertamina sampai 4 November 2016. Tugas sebagai Komisaris berakhir sehubungan dengan berakhirnya jabatan Beliau sebagai Staf Ahli Menteri ESDM. We would like to extend our highest appreciation to Widhyawan Prawiraatmadja for his excellent performance during his tenure with Pertamina up to November 4, 2016. His term of office as Commissioner in Pertamina has ended in connection with the expiration of his position as Expert Staff to the Minister of Energy and Mineral Resources.
Apresiasi Pada kesempatan ini, Dewan Komisaris ingin mengucapkan terima kasih kepada seluruh pemangku kepentingan Pertamina yang senantiasa mendukung perjalanan Perusahaan baik dalam kondisi baik maupun dalam kondisi sulit. Apresiasi juga kami sampaikan kepada seluruh insan Pertamina di seluruh wilayah kerja Pertamina, dari jajaran karyawan maupun Direksi, yang senantiasa giat memberikan kemampuan terbaiknya untuk Pertamina sehingga Pertamina mencapai kinerja terbaiknya di tahun 2016 dan harapannya dapat terus tumbuh dan berkembang sebagai perusahaan energi nasional bertaraf internasional. Words of Appreciation The Board of Commissioners would like to take this opportunity to thank all of Pertamina's stakeholders that have stand by our side in bad times as well as in good times. Our highest appreciation also goes to all Pertamina workers in all our work areas, from the top management and down to all the rank and file in the organization, for their tireless dedication and best efforts given to Pertamina, enabling Pertamina thus to achieve its best performance ever in 2016, with hopes of continuing development and growth as a world-class national energy company. Bagi para konsumen Pertamina, kami mempersembahkan produk dan layanan terbaik kami. Bagi mitra bisnis, pemasok pendukung kegiatan usaha kami, terima kasih atas kerja sama dan jalinan hubungan yang saling menguntungkan yang selama ini telah berjalan dengan baik. For Pertamina's consumers, we will continue to provide the best products and services. For our business partners and suppliers, we thank you for the cooperation and mutually beneficial relationships that have endured all these years. Apresiasi dan terima kasih kepada Pemerintah yang telah memberikan banyak kemudahan kepada Pertamina dalam menjalankan tugasnya dalam menjaga ketersediaan BBM di seluruh tanah air. Terima kasih juga kepada Pemerintah yang telah memberikan prioritas pertama kepada Pertamina untuk mengelola beberapa blok terminasi. We also extend our appreciation to the Government that have supported Pertamina in its task of maintaining the supply of fuel products throughout the country. We are also grateful that the Government has seen fit to entrust to Pertamina the future management of a number of terminated work areas. Terima kasih kepada Pemegang Saham yang telah memberikan dukungan kepada Pertamina sehingga mampu mencapai kinerja optimal pada tahun 2016. Our sincere thanks to the Shareholder for the steadfast support to Pertamina, thus enabling the Company to record optimum performance in 2016. Kinerja yang telah dicapai semestinya tidak menjadikan kita puas dan merasa cukup, namun justru menjadi penyemangat untuk berkembang dan bertumbuh lebih cepat. Dengan semangat kerja dan dedikasi tinggi, kami meyakini Pertamina mampu terus mengukir prestasi untuk negeri dan menjadi kebanggaan Indonesia. We shall not rest on our laurels. Our excellent performance to date should serve to spur us to greater achievements and growth. With dedication and high spirit, we are confident that Pertamina will be able to achieve more for the country and nation, and become the pride of Indonesia. Atas Nama Dewan Komisaris, On behalf of the Board of Commissioners, Tanri Abeng Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner 55
56 Dewan Komisaris Board of Commissioners PERTAMINA Laporan Tahunan 2016 Annual Report
1 2 3 4 5 1. Edwin Hidayat Abdullah Komisaris/Commissioner 2. Sahala Lumban Gaol Komisaris/Commissioner 3. Tanri Abeng Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 4. Arcandra Tahar Wakil Komisaris Utama/ Vice President Commissioner 5. Suahasil Nazara Komisaris/Commissioner PERTAMINA Laporan Tahunan 2016 Annual Report 57
58 Profil Dewan Komisaris Board of Commissioners' Profile Tanri Abeng Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner Arcandra Tahar Wakil Komisaris Utama/Vice President Commissioner Warga negara Indonesia, berusia 74 tahun, lahir di Selayar, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Komisaris Utama PT Pertamina (Persero) sejak tanggal 6 Mei 2015 berdasarkan Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.SK-60/MBU/05/2015 tanggal 6 Mei 2015 dan ditetapkan sebagai Komisaris Independen merangkap Komisaris Utama sejak 14 November 2016 berdasarkan Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tanggal 14 November 2016. Warga negara Indonesia, berusia 46 tahun, lahir di Padang, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Wakil Komisaris Utama PT Pertamina (Persero) sejak tanggal 14 November 2016 berdasarkan Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tanggal 14 November 2016. Arcandra Tahar lulus dari Jurusan Teknik Mesin di Institut Teknologi Bandung (1994), Texas A&M University Ocean Engineering (1998) dan meraih gelar PhD di Texas A&M University Ocean Engerineering (2001). Tanri Abeng lulus dari State University of New York di bidang Business Administration, menyelesaikan Advanced Management Program di Claremont Graduate School (USA) dan mendapatkan gelar Doktor di Universitas Gadjah Mada (2010). Karir Tanri Abeng antara lain Menteri Negara Pendayagunaan BUMN yang pertama (1998), Anggota Dewan Pemantapan Ketahanan Ekonomi & Keuangan, memegang posisi eksekutif puncak di Indonesia untuk Union Carbide (USA), Heineken (Belanda), Bakrie & Brothers dan telah memegang posisi non eksekutif di perusahaan lain; termasuk BAT (Inggris), BATA (Kanada) dan Asia Pacific Breweries (Singapore). Tanri juga merupakan Anggota MPR-RI (1990-1998), Komisaris PT Telkom, Penerbit Globe Asia, Presiden Komisaris PT Alcatel-Lucent Indonesia, anggota Dewan Komisaris Lippo Karawaci dan Pendiri Tanri Abeng University. Arcandra Tahar adalah pemilik lima hak paten di bidang desain offshore. Karir Arcandra Tahar antara lain Asisten Peneliti Offshore Technology Research Center (1997-2001), Technical Advisor Noble Denton (2000), Peneliti Technip Offshore (2001-2006), Hydronynamics Lead FloaTec LLC (2006-2007), Principal dan Presiden Asia Pasific AGR Deepwater Development System (2007-2009), Principal Horton Wison Deepwater (2009-2013), Presiden Petroneering (2013-2016), Menteri ESDM Indonesia (27 Juli 2016-15 Agustus 2016). Sejak 14 Oktober 2016, Arcandra Tahar diangkat menjadi Wakil Menteri ESDM. Indonesian nationality, aged 46 years, born in Padang. Domiciled in Jakarta, Indonesia. First appointed as Vice President Commissioner of PT Pertamina (Persero) since 14 November 2016 by the Decree of Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016. Indonesian nationality, aged 74 years, born in Selayar, domiciled in Jakarta, Indonesia. He was appointed as President Commissioner of PT Pertamina (Persero) in 6 May 2015 by the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No. KEP-60/MBU/05/2015 dated 6 May 2015. And appointed as Independent Commissioner concurrently President Commissioner since 14 November 2016 based on the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016. Tanri Abeng graduated from the State University of New York in the field of Business Administration, completed the Advanced Management Program at Claremont Graduate School (USA) and received his Doctorate degree from Gadjah Mada University (2010). Arcandra Tahar graduated from the Department of Mechanical Engineering at the Institute of Technology Bandung (1994), Texas A & M University Ocean Engineering (1998) and earned his PhD at Texas A & M University Ocean Engineering (2001). Arcandra Tahar is the owner of five patents in the field of offshore design. Arcandra Tahar's careers include Research Assistant at Offshore Technology Research Center (1997-2001), Technical Advisor at Noble Denton (2000), Researcher at Technip Offshore (2001-2006), Hydronynamics Lead FloaTEC LLC (2006-2007), Principal and President of Asia Pacific AGR Deepwater Development System (2007-2009), Principal Horton Wison Deepwater (2009-2013), President of Petroneering (2013- 2016), Minister of Energy and Mineral Resources (27 July 2016-15 August 2016). Since October 14, 2016, Arcandra Tahar was appointed as Deputy Minister of Energy and Mineral Resources. Tanri Abeng's career among others are as the first Minister of Utilization of SOE (1998), Member of Council of Stabilization of Economic & Financial Resilience, top executive at Union Carbide (USA) in Indonesia, Heineken (Netherlands), Bakrie & Brothers, and several non-executive positions in other companies including BAT (British), BATA (Canada) and Asia Pacific Breweries (Singapore). He was also a Member of the Indonesian People's Consultative Assembly (1990-1998), Commissioner of PT Telkom, Publisher at Globe Asia, President Commissioner of PT Alcatel-Lucent Indonesia, member of the Board of Commissioners of Lippo Karawaci, and founder of Tanri Abeng University. PERTAMINA Laporan Tahunan 2016 Annual Report
Sahala Lumban Gaol Komisaris/Commissioner Warga negara Indonesia, berusia 64 tahun, lahir di Sibolga, berdomisili di Jakarta, Indonesia. Menjabat sebagai Komisaris PT Pertamina (Persero) sejak tanggal 6 Mei 2015 berdasarkan Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 tanggal 6 Mei 2015 dan berlaku hingga sekarang. Selain sebagai Komisaris PT Pertamina (Persero), saat ini Sahala Lumban Gaol juga menjabat sebagai Staf khusus Menteri BUMN sejak November 2014. Sahala Lumban Gaol memperoleh gelar Sarjana Peternakan dari Institut Pertanian Bogor pada tahun 1977, dan gelar Master of Economy di University of Illinois, USA pada tahun 1988. Kemudian meraih gelar Doctor of Philosophy in Economy dari IOWA State University pada tahun 1994. Karir Sahala Lumban Gaol antara lain Ketua Kelompok Kerja I Dewan Komisaris Pertamina Pemerintah (DKPP) pada Januari 2000- 2003. Deputi Menteri Bidang Koordinasi Ekonomi Makro dan Keuangan Kementerian Koordinasi Bidang Ekonomi (Oktober 2005 -Juni 2009), Deputi Bidang Usaha Pertambangan Industri Strategis Kementerian BUMN (Oktober 2008-September 2010), Komisaris PT PGN Tbk. (2002-2007), Komisaris PT Petrokimia Gresik (2004- 2009), Komisaris PT Garuda Indonesia (2007-2012), Komisaris Utama PT Geo Dipa Energi (2007-2009), Komisaris Utama PT PPA (2009-2012), Komisaris PT Tugu Insurance (2009-2012), Komisaris Independen PT BTN Tbk. (2012-2015). Indonesian nationality, aged 64 years, born in Sibolga, domiciled in Jakarta, Indonesia. He was appointed as Commissioner of PT Pertamina (Persero) on 6 May 2015 by the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No.KEP-58/MBU/05/2015 dated 6 May 2015 until present. In addition to being Commissioner of PT Pertamina (Persero), Sahala Lumban Gaol currently also serves as the SOE Minister's special staff since November 2014. Sahala Lumban Gaol graduated from Institut Pertanian Bogor in 1977, and obtained his Master of Economy at the University of Illinois, USA in 1988. He earned his Doctor of Philosophy Degree in Economy from the Iowa State University in 1994. In his career, he held several posts among others Chairman of Working Group I of the Board of Commissioners of Pertamina (DKPP) in January 2000-2003, Deputy Minister of Macroeconomics and Finance Coordination of the Ministry of Economic Affairs (October 2005 - June 2009), Deputy of Fields of Mining Business, Strategic Industry, Energy and Telecommunication of Ministry of SOE (October 2008-September 2010), Commissioner of PT PGN Tbk (2002- 2007), Commissioner of PT Petrokimia Gresik (2004-2009), Commissioner of PT Garuda Indonesia (2007-2012), Commissioner of PT Geo Dipa Energi (2007-2009), President Commissioner of PT PPA (2009-2012), Commissioner of PT Tugu Insurance (2009- 2012), Independent Commissioner of PT BTN Tbk (2012-2015). Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Suahasil Nazara Komisaris/Commissioner Warga negara Indonesia, berusia 46 tahun, lahir di Jakarta, berdomisili di sebagai Komisaris PT Pertamina (Persero) sejak tanggal 6 Mei 2015 berdasarkan Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.SK-58/MBU/05/2015 tanggal 6 Mei 2015. Jakarta, Indonesia. Ditunjuk pertama kali Suahasil Nazara meraih gelar Sarjana Ekonomi dari Universitas Indonesia pada tahun 1994, kemudian mendapatkan gelar Master of Science di Cornell University USA pada tahun 1997. Pada tahun 2003, meraih gelar Doctor of Philosophy (PhD.) dari University of Illinois at Urbana Champaign USA. Karir Suahasil Nazara dimulai sebagai staf pengajar di Fakultas Ekonomi dan Bisnis Universitas Indonesia (FEB-UI) sejak 1999. Suahasil Nazara mendapatkan gelar Guru Besar (Profesor) di bidang ilmu Ekonomi pada 2009. Beberapa jabatan yang pernah dipegang antara lain Ketua Program Pascasarjana Ilmu Ekonomi (2004-2005), Kepala Lembaga Demografi (2005-2008), dan Ketua Departemen Ilmu Ekonomi (2009-2013). Selain itu, Suahasil Nazara juga aktif membantu Pemerintah dalam berbagai kapasitas, diantaranya sebagai anggota Tim Asistensi Menteri Keuangan Bidang Desentralisasi Fiskal (2008- 2011), Koordinator Pokja Kebijakan Sekretariat Tim Nasional Percepatan Penanggulangan Kemiskinan, Sekretariat Wakil Presiden RI I (2010-2015), dan juga menjadi Anggota Komite Ekonomi Nasional atau KEN (2013-2014). Sejak 6 Februari 2015, Suahasil Nazara diangkat menjadi Pelaksana Tugas (Plt.) Kepala Badan Kebijakan Fiskal di Kementerian Keuangan dan mendapatkan penetapan sebagai Kepala Badan Kebijakan Fiskal di Kementerian Keuangan RI pada tanggal 31 Oktober 2016. Indonesian nationality, aged 46, born in Jakarta, domiciled in Jakarta, Indonesia. He was appointed as Commissioner of PT Pertamina (Persero) on 6 May 2015 by the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No. KEP-58/MBU/05/2015 dated 6 May 2015. Suahasil Nazara earned his Bachelor of Economics Degree from Universitas Indonesia in 1994, Master of Science from Cornell University in the USA in 1997. In 2003, he earned his Doctor of Philosophy (PhD) Degree from the University of Illinois at Urbana Champaign, USA. Suahasil Nazara began his career as a lecturer in the Faculty of Economy and Business, Universitas Indonesia (FEB-UI) since 1999. Several positions he held among others were Head Postgraduate Program of Economics Science (2004- 2005), Head of Demography Institution (2005-2008) and Head of Economics Science Department (2009-2014). In addition, Suahasil Nazara is also active to assist the government in various capacities. Among them are as a member of Assistance Team of Minister of Finance of Fiscal Decentralization Sector (2008- 2011), Working Group Coordinator of National Team Secretary Policy on Poverty Reduction Acceleration, Secretariat at the Vice President Office of the Republic of Indonesia (2010-2015), and also a member of National Economic Committee or KEN (2013-2014). Since 6 February 2015 Suahasil Nazara was appointed as Acting Executive Head Fiscal Policy Agency in Ministry of Finance and Head of Executive Head Fiscal Policy Agency in Ministry of Finance of the Republic of Indonesia on 31 October 2016. PERTAMINA Laporan Tahunan 2016 Annual Report 59
60 Profil Dewan Komisaris Board of Commissioners' Profile Edwin Hidayat Abdullah Komisaris/Commissioner Warga negara Indonesia, berusia 45 tahun, lahir di Jakarta, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Wakil Komisaris Utama PT Pertamina (Persero) sejak tanggal 29 Maret 2016-14 November 2016 berdasarkan Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/MBU/03/2016 tanggal 29 Maret 2016 dan ditetapkan sebagai Komisaris PT Pertamina (Persero) sejak tanggal 14 November 2016, berdasarkan Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/ MBU/11/2016 tanggal 14 November 2016. Edwin Hidayat Abdullah lulus dari Sarjana Ekonomi dari Universitas Gadjah Mada (1995) dan Master of Public Management pada Lee Kuan Yew School of Public Policy, NUS (in Cooperation with Kennedy School of Government, Harvard University di Singapura dan Amerika Serikat) (2004-2005), IDEAS Fellow, Sloan School of Management MIT (2008-2009). Karir Edwin Hidayat Abdullah antara lain Coporate Finance Advisor PT Timah Tbk (2007-2010), Senior Financial Advisor PT BNI Tbk (2007-2008), Komite Audit Independen PT Golden Energy Mines Tbk (2012-2015), Komite Audit Independen PT Bumi Serpong Damai Tbk (2013-2015), Komite Pemantau Risiko dan Komite Audit Independen PT Sinarmas Tbk (2006-2015), Business Development and Investment Director PT Global Perkasa Investindo (2010-2015), Komisaris Independen PT Bumi Serpong Damai Tbk (2004-2015), Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata Kementerian BUMN (2015-sekarang) dan Wakil Komisaris Utama PT Pertamina (Persero) (29 Maret 2016-14 November 2016). Indonesian nationality, aged 45 years, born Jakarta, domiciled in Jakarta, Indonesia. He was first appointed as a Commissioner of PT Pertamina (Persero) since 29 March 2016-14 November 2016 based on the Decree of Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No.SK-68/MBU/03/2016 dated 29 March 2016, and Decree of Minister of State Enterprises as the General Meeting of Shareholders of PT Pertamina (Persero) No. SK-254/MBU/11/2016 dated 14 November 2016. in Edwin Hidayat Abdullah graduated with a Bachelor of Economics from Gadjah Mada University (1995) and a Master of Public Management at the Lee Kuan Yew School of Public Policy, NUS (in Cooperation with the Kennedy School of Government, Harvard University in Singapore and the United States) (2004- 2005) , IDEAS Fellow, MIT Sloan School of Management (2008-2009). Career Edwin Hidayat Abdullah among others are Corporate Finance Advisor of PT Timah Tbk (2007-2010), Senior Financial Advisor for PT BNI Tbk (2007-2008), Independent Audit Committee of PT Golden Independent Audit Committee of Energy Mines Tbk PT Bumi Serpong Damai Tbk (2013-2015), Risk Monitoring Committee and Independent Audit Committee of PT Sinarmas Tbk (2006-2015), Business Development and Investment Director of PT Global Perkasa Investindo (2010- 2015), Independent Commissioner of PT Bumi Serpong Dama Tbk (2004-2015 ), Deputy of Energy, Logistics, Metro and Tourism at Ministry of SOEs (2015-present) and Vice President Commissioner of PT Pertamina (Persero) (29 March 2016-14 November 2016). (2012-2015), PERTAMINA Laporan Tahunan 2016 Annual Report
Profil Mantan Komisaris Former Commissioner Widhyawan Prawiraatmadja Komisaris/Commissioner lahir di Bandung, Warga negara sebagai Komisaris berdomisili di PT Pertamina tanggal 6 Mei 2015 berdasarkan Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 tanggal 6 Mei 2015 dan berhenti sejak tanggal 14 November 2016 berdasarkan Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/ MBU/11/2016 tanggal 14 November 2016. Indonesia, berusia 56 Jakarta, tahun, Indonesia. menjabat (Persero) sejak Widhyawan Prawiraatmadja meraih gelar Sarjana Teknik dari Institut Teknologi Bandung (1987) dan meraih gelar Master dan Doctor of Philosophy (PhD) di bidang ekonomi pada Hawaii University (2002). Karir Widhyawan Prawiraatmadja antara lain Staf Khusus Menteri dan Kepala Unit Pengelola Kinerja, Kementerian Energi dan Sumber Daya Mineral Republik Indonesia, sebelumnya menjabat untuk SKK Migas (sebelumnya disebut BP Migas), dalam berbagai kapasitas yang meliputi: Deputi Bidang Pengendalian Komersial, Deputi Bidang Perencanaan, dan Sekretaris Pimpinan. Pengalaman sebelumnya termasuk bekerja untuk General Electric (GE) sebagai Country Executive GE Energy, dan sebelum itu sebagai SVP Corporate Planning, Pengembangan Bisnis, dan Transformasi di PT Pertamina (Persero). Indonesian nationality, aged 56 years, born in Bandung, domiciled in Jakarta, Indonesia. He was appointed as Commissioner of PT Pertamina (Persero) on 6 May 2015 based on the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No. KEP-58/ MBU/05/2015 dated 6 May 2015 and retired since 14 November 2016 based on the Decree of the Minister of State Enterprises as the General Meeting of Shareholders PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016. Widhyawan Prawiraatmadja earned his Bachelor of Engineering Degree from Institut Teknologi Bandung (1987) and earned a Master and Doctor of Philosophy (PhD) in economics from Hawaii University (2002). Widhyawan Prawiraatmadja's career among others are as Special Staff for Ministry and Head of Performance Management Unit, Ministry of Energy and Mineral Resources of the Republic of Indonesia, previously he served in SKK Migas (formerly referred to as BP Migas), in various capacities covering: Deputy on the Field of Commercial Control, Deputy Field of Planning, and Leader Secretary. His previous experiences are working for General Electric (GE) as Country Executive GE Energy, and prior to that as SVP Corporate Planning, Business Development, and Transformation in PT Pertamina (Persero). Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report 61
6262 Laporan Direksi Board of Directors' Report Pertamina berhasil menurunkan beban pokok penjualan dan beban langsung lainnya sebesar 21,9% melalui peningkatan operational excellence dan efisiensi sehingga laba bersih naik 122% dari USD1,42 miliar di tahun 2015 menjadi USD3,15 miliar. Pertamina succeeded to reduce the Cost of Sales and Other Direct Costs by 21.9% through operational excellence improvement and efficiency led to increase of net income by 122% from USD1.42 billion in 2015 to USD3.15 billion. Dwi Soetjipto Direktur Utama & CEO President Director & CEO PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Para Pemegang Saham dan Pemangku Kepentingan yang Terhormat, Esteemed Shareholder and stakeholders, Puji syukur kami panjatkan kehadirat Tuhan Yang Maha Kuasa, karena atas rahmat dan karunia-Nya, PT Pertamina (Persero) telah melalui tahun 2016 dengan sejumlah pencapaian penting yang didukung oleh peningkatan kinerja operasi dan efisiensi dari berbagai inisiatif dan langkah terobosan yang dilakukan. Pencapaian yang semakin mengukuhkan optimisme kami akan keberlanjutan usaha Perusahaan untuk bertransformasi menuju perusahaan energi kelas dunia di masa mendatang. Mewakili Direksi, perkenankanlah saya melaporkan ringkasan kinerja Perseroan untuk tahun buku yang berakhir pada 31 Desember 2016. Praise be to God the Almighty for His Grace and Blessings, PT Pertamina (Persero) have successfully journeyed through 2016 with significant achievements, supported by improved operational performance and efficiency on the back of a number of breakthrough projects and initiatives. The achievements that reinforce our optimism regarding the continuing transformation ahead of Pertamina into a world- class energy company. On behalf of the Board of Directors, allow me to present a brief of Pertamina's performance for the fiscal year ended December 31, 2016. Tinjauan Industri dan Faktor Eksternal tahun 2016, perekonomian global belum Memasuki memperlihatkan terang perbaikan. Perkembangan ekonomi dan politik di sejumlah negara maju membawa dunia menghadapi fenomena baru, yakni ketidakpastian yang berkepanjangan. Prospek kenaikan suku bunga acuan (Fed Fund Rate/FFR) di Amerika Serikat (AS) dan perlambatan ekonomi di Tiongkok berkontribusi terhadap ketidakpastian dan peningkatan risiko kerentanan ekonomi di seluruh dunia. Dinamika ekonomi global sepanjang tahun 2016 yang dipicu mulai dari harga komoditas yang rendah, krisis utang Uni Eropa (UE), keputusan Inggris meninggalkan blok UE dan hasil pemilihan presiden AS yang di luar prediksi telah menekan aktivitas ekonomi di seluruh dunia. Perdagangan global telah melambat jauh dan penurunan harga komoditas menjadi masalah utama bagi ekonomi dunia. titik Industry Review and External Factors Entering the year 2016, the global economies have yet to show improvement. Economic and political developments in a number of developed countries have brought a phenomenon into the world, that of continuing uncertainties. The prospects of rising Fed Fund Rate in the US and a decline in China's economy have contributed to the uncertainty and greater risk of economic vulnerability all over the world. The dynamics in global economies throughout 2016, starting from low commodity prices, the debt crisis in the European Union (UE), the decision by the United Kingdom to exit UE, and the unexpected result of the US presidential election, have combined to put pressure on economic activities throughout the world. Global trades declined sharply and the continuing low process of commodities became a major issue for the world's economies. Ekonomi Indonesia juga masih dipengaruhi oleh faktor perlambatan ekonomi Tiongkok dan rendahnya harga minyak. Sebagai mitra dagang terbesar Indonesia, perlambatan di Tiongkok memberi pengaruh pada kinerja ekspor. Rendahnya harga minyak berimbas pada tertekannya harga komoditas ekspor lainnya. Menurut data Badan Pusat Statistik (BPS), kinerja ekspor Indonesia sepanjang tahun 2016 turun 3,95% dibandingkan tahun 2015 terutama disumbang oleh nilai ekspor migas yang anjlok 29,5%. Indonesia's economy was still influenced by the economic slowdown in China and the low prices of global crude. Being Indonesia's largest trading partner, the slowdown in China impacted on Indonesia's export performance. Low crude prices put pressure on the prices of other commodities as well. According to data from the Central Statistics Bureau (BPS), Indonesia's exports in 2016 declined by 3.95% compared with 2015. The 29.5% drop in oil and gas exports was the major contributor to the decline of overall exports. Di awal tahun nilai tukar rupiah sempat tertekan dengan indeks USD yang kembali memasuki tren penguatan global. Kurs dolar AS terus menguat sejak 25 Desember 2015 dan sempat menyentuh Rp13.946 per USD di awal Januari 2016. Dalam perkembangannya, program pengampunan pajak (tax amnesty/TA) periode I yang berakhir pada 30 September 2016, berhasil menarik capital inflow yang mendorong penguatan rupiah hingga mencapai level terbaik Rp12.926 per USD (kurs tengah BI per 28 September 2016). Hingga akhir tahun 2016 rupiah mampu bertahan di kisaran Rp13.400 per USD sehingga realisasi rata-rata nilai tukar rupiah sepanjang tahun 2016 mencapai Rp13.307 per USD. Early in the year, the Rupiah exchange rate was hard put to keep up with the US Dollar that has entered a strengthening trend globally. The US Dollar continued to strengthen since December 25, 2015, and early in January 2016 the exchange rate hit a high of Rp13,946 per US Dollar. Subsequently, along with the influx of capital to the country, including from the impact of the Tax Amnesty phase-I program ended on September 30, 2016, the Rupiah exchange rate began to strengthen to hit its best level yet at Rp12,926 per US Dollar (BI middle rate on September 2016). Up until year-end 2016, the Rupiah was maintained at a range of Rp13,400 per US Dollar, and the average exchange rate for 2016 was Rp13,307 per US Dollar. PERTAMINA Laporan Tahunan 2016 Annual Report 63 63
64 Laporan Direksi Board of Directors' Report Berbagai yang bergerak positif menunjukkan bahwa perekonomian Indonesia sudah menuju arah pemulihan. BPS mencatat tingkat inflasi tahunan dan defisit transaksi berjalan terus menurun membuat perekonomian fundamental membaik sehingga pertumbuhan ekonomi Indonesia tahun 2016 mencapai 5,02%, lebih baik dari tahun 2015 sebesar 4,78%. indikator ekonomi Indonesia secara With various economic indicators moving in the positive, Indonesia's economy is clearly headed towards recovery. BPS reported that the annual inflation rate and current account deficit continue to decline, leading to improving fundamentals in Indonesia's economy, which managed to grow by 5.02% in 2016, better than the growth of 4.78% recorded in 2015. Memasuki tahun 2016 harga minyak di pasar global terus melemah terutama dipicu oleh keputusan Kongres Amerika Serikat (AS) yang mencabut larangan ekspor minyak yang dihasilkan oleh produsen minyak di AS. Pencabutan sanksi nuklir AS dan Eropa terhadap Iran di awal tahun 2016 juga berkontribusi pada semakin terpuruknya harga minyak. Pasca keputusan tersebut, Iran segera melepas cadangan minyak mentahnya ke pasar ekspor yang menyebabkan harga minyak internasional menukik tajam. Untuk pertama kalinya dalam 12 tahun terakhir harga minyak jatuh hingga USD27,67/ barel (Brent Crude) di pertengahan Januari 2016. Entering 2016, global crude prices continue to weaken, exacerbated by a decision of the US Congress that lifted the ban on export of oil produced domestically in the US. The revoking of the nuclear sanctions by the US and European countries to Iran in early 2016 also contributed to the further decline of oil prices. Post-decision, Iran immediately release crude reserves to export markets which caused the international oil prices plummeted. For the first time ever in 12 years the price of crude oil dropped to a low USD27.67/ barrel (Brent Crude) in mid-January 2016. tingkat menteri 14 negara OPEC pada Pertemuan 30 November 2016 di Vienna, Austria menghasilkan kesepakatan untuk memotong tingkat produksi anggotanya sebesar 1,2 juta bph atau menjadi 32,5 juta bph mulai Januari 2017. Kesepakatan yang bertujuan untuk menjaga keseimbangan pasar minyak dan mencegah penurunan harga disambut reaksi positif dari pasar yang mengangkat harga minyak baik minyak Brent maupun WTI (West Texas Intermediate) hingga 7% ke level USD50/barel. Negara non-OPEC memberi sinyal positif terhadap keputusan OPEC. Rusia berkomitmen menurunkan produksi secara bertahap sejak Januari 2017 diikuti oleh Azerbaijan dan Kazakhstan. A ministers' meeting of 14 OPEC countries on November 2016 in Vienna, Austria, resulted in an agreement among members to cut crude production by 1.2 million bph, to a total of 32.5 million bph, starting in January 2017. With the aim to maintain market balance and put a halt in the declining prices, the market reacted positively to the agreement, and crude prices, Brent Crude and West Texas Intermediate (WTI) improved by 7% to reach USD50 per barrel. Non- OPEC oil producing countries also gave positive signals, with Russia pledging its commitment for a gradual reduction of oil production starting in January 2017. This move was followed by Azerbaijan and Kazakhstan. Hingga akhir tahun 2016 harga rerata Brent dan Indonesia Crude Price (ICP) masing-masing berada pada level USD43,55/barel dan USD39,94/barel. Harga minyak tersebut berada di bawah harga rerata tahun 2015 dimana Brent mencapai USD52,35/barel dan ICP mencapai USD49,21/barel. Up to year-end 2016, the average prices of Brent Crude and Indonesia Crude Price (ICP) were USD43.55 per barrel and USD39.94 per barrel, respectively. These were lower than the corresponding average process in 2015 of USD52.35 per barrel for Brent Crude and USD49.21 per barrel for ICP. Strategi dan Inisiatif 2016 Kondisi harga minyak dunia yang belum juga membaik sepanjang tahun 2016 berdampak negatif pada kinerja operasional dan finansial sebagian besar perusahaan migas dunia, termasuk Pertamina. Di sisi lain, Pertamina sebagai national oil company (NOC) memiliki tanggung jawab untuk memastikan agar pasokan energi selalu dalam kondisi aman untuk ketahanan energi nasional. Dalam upaya mengatasi semakin lebarnya gap antara pasokan dan kebutuhan bahan bakar minyak (BBM) di masa mendatang, Pertamina telah mencanangkan target jangka panjang untuk meningkatkan kapasitas produksi minyak dan gas dari 624 ribu bph setara minyak pada tahun 2015 menjadi 1,9 juta bph setara minyak pada tahun 2025 melalui strategi pertumbuhan organik dan anorganik. 2016 Strategy and Initiatives With global crude prices continuing under pressure throughout 2016, the operational and financial performance of most of the world's oil and gas companies, including Pertamina, were affected. Meanwhile, Pertamina is also a national oil company (NOC) with a mandate to safeguard the supply of energy in the interest of the national energy security. In endeavouring to arrest the widening gap between the supply and demand of fuel products (BBM) in the future, Pertamina has expressed its commitment to a long-term target of increased oil and gas production capacity, up from the current production level of 624 thousand bph of oil equivalent in 2015 to reach 1.9 bph of oil equivalent in the year 2025 to be achieved through a strategy of organic and inorganic growth.
Pertamina terus berinovasi menciptakan berbagai inisiatif untuk menjaga kesinambungan usaha. Dengan strategi korporat yang disebut "aggressive upstream, profitable strategi bisnis downstream," Pertamina menjabarkan terintegrasi dari hulu sampai hilir dalam lima pilar prioritas strategis yang mencakup 1) pengembangan sektor hulu, 2) efisiensi di semua lini, 3) peningkatan kapasitas kilang dan petrokimia, 4) pengembangan infrastruktur dan marketing, serta 5) perbaikan struktur keuangan. Pertamina continues to innovate and create various initiatives to maintain business continuity. Within its corporate strategy of "aggressive upstream, profitable downstream," Pertamina outlines an integrated, upstream to downstream, business strategy consisting of the following five strategic pillars, namely 1) development of upstream sector, 2) enterprise- wide efficiency, 3) increasing refinery and petrochemical capacity, 4) development of infrastructure and marketing, and 5) improvement of financial. Sektor Hulu Di sektor hulu, dengan kondisi volume produksi minyak mentah domestik yang saat ini masih stagnan di kisaran 850 ribu bph, Pertamina terus berupaya mencari sumber- sumber baru untuk menjamin ketersediaan pasokan minyak mentah, baik untuk mengoptimalkan pengoperasian kilang maupun untuk memenuhi kebutuhan jangka panjang. Di saat perusahan migas dunia mengurangi investasi dan menahan ekspansi, Pertamina mengambil momentum rendahnya harga minyak dunia untuk memacu pertumbuhan serta meningkatkan produksi dan cadangan migas. Upstream Sector In the upstream sector, with the level of domestic crude production currently stagnant at around 850 thousands bph, Pertamina strives to locate new resources to ensure sufficient supply of crude for optimum refinery operations as well as to satisfy the longer-term demands. At a time when many other oil and gas companies in the world reduced their investments and refrained from expansion, Pertamina took advantage of the low global crude prices to drive its own growth and increase its oil and gas production and reserves. Di bulan Agustus 2016, Pertamina telah berhasil menyelesaikan proses akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P). Akuisisi saham M&P telah menambah portofolio investasi aset produksi dan ekplorasi Pertamina di luar negeri, menambah cadangan untuk ketahanan energi nasional serta menjadi pilar pengembangan usaha hulu Pertamina di kancah global. In August 2016, Pertamina successfully completed the acquisition process for 24.53% of shares in Establishments Maurel & Prom SA (M&P). The acquisition of M&P's shares has added to Pertamina's portfolio of overseas production and exploration assets, enlarging reserves for national energy security, and drives Pertamina's upstream business development in the global stage. nota Selain kesepahaman untuk melakukan preliminary study terhadap dua lapangan minyak raksasa di Iran, yaitu Ab-Teymour dan Mansouri (Bangestan - Asmari). Pertamina juga semakin memperkuat posisinya di Algeria setelah membeli aset Blok 405a. Pada Oktober 2016, Pertamina dan Rosneft menandatangani nota kesepahaman sebagai landasan untuk kerja sama pengembangan aset upstream di Rusia. Di dalam negeri, Pertamina melalui PT Pertamina Hulu Energi Ambalat Timur dan SKK Migas telah menandatangani Kontrak Kerja Sama (KKS) pengelolaan Wilayah Kerja East Ambalat dengan jangka waktu kontrak selama 30 tahun. itu, Pertamina telah menandatangani In addition, Pertamina has signed a memorandum of understanding to conduct a preliminary study at two giant oil fields in Iran, namely the Ab-Teymour and Mansouri (Bangestan - Asmari) fields. In Algeria, Pertamina has strengthened its position through the acquisition of the Block 405a assets. In October 2016, Pertamina and Rosneft signed an MoU that formed the basis for future cooperation in upstream asset development in Russia. On the domestic scene, Pertamina through PT Pertamina Hulu Energi Ambalat Timur and SKK Migas have signed Cooperation Contract (KKS) for the development of East Ambalat work area for a 30-year contract. Di bidang pengusahaan panas bumi, saat ini Pertamina sedang mengembangkan delapan proyek panas bumi, baik steam field maupun Pembangkit Listrik Tenaga Panas Bumi (PLTP) di Kamojang, Karaha, Lahendong, Ulubelu dan Lumut Balai. Tiga proyek steam field Hululais dan Sungai Penuh serta 4 proyek tahapan eksplorasi yaitu Bukit Daun, Margabayur, Lawu dan Seulawah. PLTP Ulubelu unit 4 (55 MW) dan PLTP Karaha (30 MW) ditargetkan beroperasi tahun 2017 dan PLTP Hululais Unit 1 dan 2 (2x55 MW) di Bengkulu ditargetkan beroperasi tahun 2019. Berdasarkan Keputusan Menteri ESDM tanggal 11 Januari 2016, Pertamina ditetapkan sebagai pemenang lelang Wilayah Kerja Panas In the geothermal business, Pertamina is currently has eight geothermal projects being developed, comprising steam field projects as well as geothermal power plant (PLTP) projects, located at Kamojang, Karaha, Lahendong, Ulubelu and Lumut Balai. Three steam field projects at Hululais and Sungai Penuh and four exploration projects at Bukit Daun, Margabayur, Lawu and Seulawah. The Ulubelu Unit 4 (55 MW) and Karaha (30 MW) PLTPs are scheduled for operations in 2017, while the Hululais Unit 1 and 2 (2x55 MW) PLTPs in Bengkulu is scheduled for 2019. Based on Decision of Energy and Mineral Resources Minister on January 11, 2016, Pertamina is the winner in the bidding for Geothermal 65
66 Laporan Direksi Board of Directors' Report Bumi (WKP) Gunung Lawu. Pertamina telah menugaskan PT Pertamina Geothermal Energy Lawu yang merupakan anak perusahaan dari PT Pertamina Geothermal Energy sebagai pengelola WKP Gunung Lawu. Work Area (WKP) Gunung Lawu. Pertamina subsequently has assigned the development of WKP Gunung Lawu to PT Pertamina Geothermal Energy Lawu, a subsidiary of PT Pertamina Geothermal Energy. Selain terus menambah kapasitas, Pertamina berupaya menjaga keandalan sumur dan fasilitas produksi uap dengan berbagai inovasi melalui aktivitas Continuous Improvement Program (CIP). Salah satu inovasi adalah sistem Torque & Drag yang telah berhasil menghasilkan efisiensi biaya kerja ulang reparasi sumur. In addition to increases in capacity, Pertamina also strives to maintain the reliability of steam well and production facility through a number of innovation initiatives as part of a Continuous Improvement Program (CIP). One of these innovations is the Torque & Drag system that has improved the cost efficiency of well work over. Sektor Pengolahan dan Megaproyek Pengolahan & Petrokimia Dalam kurun waktu 2015-2016 Pertamina telah melakukan akselerasi proyek dan beberapa program inisiatif dengan nilai tambah sebesar USD174,11 juta per bulan. Pengolahan minyak mentah, gas dan intermedia meningkat 7,1%. Sedangkan volume produksi BBM dan BBK serta Non-BBM lebih tinggi masing-masing 10,3% dan 11,7% dibandingkan tahun sebelumnya. Secara keseluruhan pada tahun 2016 yield total output kilang tercapai sebesar 94,24%, sedangkan Yield Valuable Product tercapai sebesar 77,67%. Refinery Sector & Refinery & Petrochemical Megaprojects During 2015-2016, Pertamina has accelerated the development of projects and initiatives with added value of USD174.1 million per month. Processing of crude oil, gas and intermedia increased by 7.1%. Meanwhile, production of BBM, BBK and non BBM product respectively higher by 10.3% and 11.7% compared to the previous year. Overall, in 2016 the total refinery output yield was 94.24%, while the valuable product yield was 77.67%. Agar mampu memproses minyak mentah lebih dari 1 juta bph, Pertamina melaksanakan sejumlah mega proyek, untuk revamping dan upgrading kilang minyak eksisting dan mengupayakan pembangunan kilang minyak baru. Sementara untuk mengatasi berbagai kendala seperti spesifikasi kilang eksisting, fleksibilitas dan tingkat efisiensi yang rendah, Pertamina melakukan upaya revitalisasi dan modernisasi kilang eksisting melalui Proyek Residual Fuel Catalytic Cracking (RFCC) Cilacap, Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap, Proyek Calciner di kilang Dumai serta Proyek Refinery Development Master Plan (RDMP) di kilang Balikpapan, kilang Cilacap, kilang Dumai dan kilang Balongan. In order to be able to process more than 1 million bph of crude, Pertamina is developing a number of megaprojects, in the revamping and upgrading of existing refineries as well as the development of new grass root refineries. Meanwhile, to overcome obstacles such as the specification of existing refineries and its low level of flexibility and efficiency, Pertamina engages in refinery revitalization and modernization projects such as the Residual Fuel Catalytic Cracking (RFCC) project at Cilacap, the Blue Sky Project (PLBC) at Cilacap, the Calciner Project at Dumai, and the Refinery Development Master Plan (RDMP) projects undertaken at the Balikpapan, Cilacap, Dumai and Balongan refineries. Proyek RFCC Kilang Cilacap telah menghasilkan produk gasoline yang bernilai jual tinggi sejak akhir tahun 2015. Pembangunan PLBC yang telah dimulai tahun 2015 ditargetkan selesai pada tahun 2018. Adapun program revitalisasi kilang melalui RDMP di kilang Balikpapan ditargetkan selesai tahun 2019, kilang Cilacap ditargetkan selesai tahun 2022, kilang Balongan ditargetkan selesai tahun 2020, dan kilang Dumai ditargetkan selesai pada tahun 2025. Diproyeksikan dengan selesainya seluruh proyek, di tahun 2023 kapasitas pengolahan minyak mentah akan meningkat dari posisi saat ini sekitar 820 ribu barel per hari (bph) menjadi 2 juta bph. The completion of the Cilacap RFCC project has resulted in the production of high-value gasoline products since the end of 2015. The PLBC project, first initiated in 2015, is scheduled for completion in 2018. Meanwhile, the RDMP refinery revitalization program for the Balikpapan refinery is scheduled for completion in 2019, at Cilacap refinery in 2022, at Balongan refinery in 2020, and at Dumai refinery at 2025. Following the completion of all these projects, in 2023 Pertamina will have increased its crude processing capacity from the current level at some 820 thousand bph to some 2 million bph.
Selain juga kilang eksisting, merencanakan untuk membangun kilang pengolahan minyak mentah baru melalui proyek New Grass Root Refinery (NGRR), yaitu NGRR East di Bontang, NGRR West 1 di Tuban, dan NGRR West 2. Berdasarkan roadmap peningkatan kapasitas kilang yang disusun Pertamina, target produksi BBM setelah seluruh proyek RDMP dan New GRR selesai akan mencapai 2,3 juta bph di tahun 2025. Terealisasinya proyek ini diharapkan akan membuat Indonesia lepas dari ketergantungan impor BBM. Selain akan menghasilkan pendapatan yang signifikan dan kontribusi dalam bentuk devisa kepada negara, pembangunan kilang minyak baru juga berpotensi meningkatkan nilai tambah ekonomi dengan mengintegrasikan kilang minyak dan petrokimia. revitalisasi Pertamina In addition to the revitalization of existing refineries, Pertamina is also planning to build a number of new refinery facilities through the New Grass Root Refinery (NGRR) projects, comprising NGRR East in Bontang, NGRR West 1 in Tuban and GRR West 2. Based on Pertamina's roadmap for refinery capacity development, the completion of all RDMP and NW GRR projects will enable Pertamina to produce 2.3 bph of oil fuel (BBM) in 2025. It is hoped that following the completion of these projects, Indonesia will no longer have to rely on imports of BBM. In addition to significant revenue potential and contribution of foreign exchange for the country, the development of new refineries will also have the potential for added economic value through the integration of oil refinery and petrochemical facilities. Sektor Gas dan Energi Baru Terbarukan Peranan gas sebagai sumber energi primer semakin penting di masa depan sebagai pengganti minyak bumi dan batu bara. Penggunaan gas sebagai bahan bakar sektor kelistrikan dan industri semakin meningkat dari waktu ke waktu seiring dengan pertumbuhan sektor properti dan industri, terutama di Pulau Jawa. Program pemerintah proyek pembangkit listrik 35.000 MW membutuhkan gas sebagai bahan bakar dalam jumlah besar, selain batu bara, panas bumi, dan sumber energi primer lainnya. Pertumbuhan sektor industri, sektor rumah tangga dan transportasi menjadi faktor utama peningkatan permintaan gas nasional. Namun keterbatasan infrastruktur dan belum terintegrasinya infrastruktur gas dari area penghasil gas di Sumatera, Kalimantan, Sulawesi dan Papua ke pengguna gas di Pulau Jawa menjadi kendala terbesar perkembangan sektor gas saat ini. Gas, New and Renewable Energy Sector As a source of energy, gas will be increasingly more important in the future as replacement for oil fuel and coal. More and more, gas is being utilized as the primary fuel in power plants and in industry, in line with the growth of the property and manufacturing sectors, especially in Java. The government's 35,000 MW power plant program needs large amounts of gas to be used as fuel, alongside coal, geothermal energy and other sources of primary energy. The growth in the manufacturing, household and transportation sectors drives increased demand for gas nationwide. However, the limited gas infrastructure, and the lack of integration between the infrastructure in the gas-producing regions in Sumatra, Kalimantan, Sulawesi and Papua with the gas users in Java, remain the biggest obstacle for the development of the gas sector today. Saat ini Pertamina sedang memproses rencana pembangunan beberapa fasilitas penerima LNG, baik di Jawa maupun Indonesia bagian Timur. Infrastruktur tersebut akan melengkapi infrastruktur penerima LNG yang sudah ada, yaitu FSRU Jawa Barat (dioperasikan oleh PT Nusantara Regas) dan Arun Regas (dioperasikan oleh PT Perta Arun Gas), di mana modifikasi LNG Plant menjadi LNG Regasification di Arun juga merupakan yang pertama di dunia. Currently, Pertamina has plans for the development of a number of LNG receiving facilities in Java and the eastern part of Indonesia. These planned infrastructure will complement the existing LNG receiving facilities at West Java FSRU (operated by PT Nusantara Regas) and Arun Regas (operated by PT Perta Arun Gas). The Arun Regas facility is the first of its kind in the world, involving the modification of an LNG plant into a LNG Regasification facility. Melalui PT Pertamina Gas (Pertagas), Pertamina sedang menyiapkan proyek pembangunan pipa transmisi gas di Pulau Jawa, yakni ruas Pipa Semarang - Gresik untuk mewujudkan jaringan Trans Java Pipeline. Selain di Pulau Jawa, Pertagas juga membangun jalur pipa gas dari Arun ke Kawasan Industri Medan (KIM) dan Kawasan Ekonomi Khusus (KEK) di Sumatra Utara. Pada tahun 2016 Pertagas menargetkan penambahan pipa transmisi open access sepanjang 558 km. Saat ini, Pertagas memiliki jaringan pipa transmisi open access terpanjang di Indonesia, yaitu sepanjang 1.962 km. Through PT Pertamina Gas (Pertagas), Pertamina is preparing the construction of gas transmission pipe in Java, the Semarang - Gresik Gas Pipeline, making up the eventual Trans Java Pipeline. Outside Java, Pertagas is also developing the gas pipelines from Arun to the Medan Industrial Zone (KIM) and to a Special Economic Zone (KEK) in North Sumatra. In 2016, Pertagas has a target to complete 558 km of open access gas transmission pipelines. Currently, Pertagas owns the largest network of open access transmission pipes in Indonesia with total length of 1,962 km. 67
68 Laporan Direksi Board of Directors' Report Pada segmen bisnis CNG dan Gas Kota (City Gas), Pertamina membangun dan merevitalisasi infrastruktur CNG untuk mendukung program diversifikasi BBM ke BBG dan mengurangi subsidi BBM berdasarkan penugasan pemerintah kepada Pertamina sebagai pelaksana penyediaan dan pendistribusian bahan bakar CNG. In the Compressed Natural Gas (CNG) and City Gas business, Pertamina is developing and revitalizing the CNG infrastructure in support of the oil fuel (BBM) to gas fuel (BBG) conversion program, intended in part to reduce the subsidy on BBM. The government has given Pertamina the responsibility for the supply and distribution of CNG. Di bidang energi baru terbarukan, Pertamina berkomitmen untuk melakukan diversifikasi usaha sebagai dukungan atas program pemerintah untuk bauran energi yang menargetkan porsi energi baru dan terbarukan sebesar 25% pada tahun 2025. Untuk pengembangannya, Pertamina menjalin kerja sama dengan beberapa mitra bisnis untuk melakukan kajian dan implementasi teknologi di bidang EBT antara lain Solar PV, Microhydro, Greendiesel, Bio LNG dan lainnya. In new and renewable energy, Pertamina is committed to diversify its business in support of the government's energy- mix policy that seeks for a 25% contribution by new and renewable energy sources by the year 2025. To that end, Pertamina currently cooperates with a number of business partners to undertake technology studies and implementation in new and renewable energy, including in Solar PV, micro hydro, Green Diesel, Bio LNG, and others. Sektor Pemasaran Pertamina berusaha melalui mempertahankan posisi sebagai market leader dengan menerapkan strategi customer focus, operational excellence dan cost leadership, strategic partnership, dan capacity building. Pada tahun 2016 Direktorat Pemasaran memulai perjalanan digitalisasinya dengan membentuk gugus tugas digitalisasi marketing untuk mengakselerasi pengembangan aplikasi dan teknologi di bisnis pemasaran, baik dari sisi customer experience maupun sisi marketing operations. Program ini mencakup in-app gamification pada aplikasi Pertamina Go, Online Ordering untuk Pelanggan Aviasi, Channel Engagement app untuk SPBU, dan sebagainya. Sedangkan untuk tahun 2017, Pertamina menargetkan adanya dedicated team Digital Innovation untuk memimpin inovasi digital Direktorat Pemasaran secara strategis dan kohesif. anak perusahaan Marketing Sector Pertamina, through its subsidiaries, strives to maintain market leadership through the implementation of strategies of customer focus, operational excellence and cost leadership, strategic partnership, and capacity building. In 2016, the Marketing Directorate initiated its digitalization journey with the establishment of a marketing digitalization task force to accelerate the development of applications and technology in marketing, in terms of customer experience as well as marketing operations. The program involves in-app gamification on the applications for Pertamina Go, Online Ordering for Aviation Customer, Channel Engagement App for Filling Stations, and others. In 2017, Pertamina expects to establish a dedicated Digital Innovation team to spearhead the strategic and cohesive digitalization of the Marketing Directorate. Melanjutkan keberhasilan di tahun lalu dalam penyediaan Pertalite sebagai produk BBM yang lebih berkualitas Pertamina terus berupaya memenuhi kebutuhan konsumen akan produk yang unggul. Pertamina meluncurkan produk baru yang inovatif, yaitu produk BBM RON 98, yang diberi merek Pertamax Turbo. Produk baru tersebut mendapat respon positif dari masyarakat, dan Pertamina telah merencanakan untuk mendistribusikan Pertamax Turbo secara masif di Indonesia. Following its success in the previous year with the introduction of Pertalite as a higher quality oil fuel product, Pertamina continues to innovate to meet the demand of consumer for excellent products. Pertamina has launched the Pertamax Turbo, a BBM product with RON 98. The new product has received positive response from the consumer, and Pertamina has plans to distribute Pertamax Turbo more extensively throughout Indonesia. Melihat kebutuhan masyarakat yang semakin menguat akan bahan bakar diesel dengan angka cetane yang lebih tinggi dari 48, Pertamina pun mengambil peluang ini dengan melakukan uji pasar produk Diesel Fuel dengan angka cetane 51 pada harga yang lebih terjangkau dengan merek Dexlite. Seeing evidence of rising demand among consumer for a diesel fuel with higher cetane number than 48, Pertamina has undertook market studies for a diesel fuel product with cetane number 51, sold at an affordable price, with the brand Dexlite. Dalam rangka menyediakan bahan bakar berkualitas khususnya di wilayah 3T (terpencil, terluar, tertinggal), Pertamina menghadirkan Bahan Bakar Khusus (BBK) seperti Pertalite dan Pertamax dalam bentuk kemasan. Kebijakan ini bertujuan untuk memperkenalkan keunggulan produk BBK dan tetap melayani segmen masyarakat yang ingin menggunakan bahan bakar berkualitas walaupun berada di wilayah 3T. With regard to the distribution of quality oil fuel in Indonesia's remote and underdeveloped regions as well as the outer islands, Pertamina introduced the special oil fuel products (BBK) such as Pertalite and Pertamax in small containers. Through this initiative, Pertamina aims to promote the use of higher-quality BBK and serving the need of consumer for BBK in the remote, outermost and underdeveloped regions.
Kinerja Tahun 2016 Dengan kondisi industri yang masih tertekan karena harga minyak mentah yang relatif lebih rendah sepanjang tahun 2016, Pertamina membukukan penjualan dan pendapatan usaha lainnya sebesar USD36,49 miliar, lebih rendah 12,6% dibandingkan realisasi tahun 2015 sebesar USD41,76 miliar. 2016 Performance Against the backdrop of an industry under pressure from weak oil prices throughout 2016, Pertamina posted sales and other operating revenues of USD36.49 billion, down 12.6% from the amount recorded in 2015 of USD41.76 billion. Keberhasilan Pertamina dalam meningkatkan operational excellence dan efisiensi tercermin dari turunnya beban pokok penjualan dan beban langsung lainnya sebesar 21,9% dari USD35,79 miliar pada tahun 2015 menjadi USD27,94 miliar. Hasilnya, Pertamina berhasil memperoleh laba bersih sebesar USD3,15 miliar, naik 122 % dari USD1,42 miliar di tahun 2015. The successful efforts by Pertamina at improving operational excellence and efficiency were evident in the 21.9% reduction in Cost of Sales and Other Direct Costs to USD27.94 billion, from USD35.79 billion in 2015. Consequently, Pertamina managed to book a net profit of USD3.15 billion, representing an increase of 122% over net income of USD1.42 billion in 2015. program Pertamina Breakthrough Project (BTP) yang menjadi andalan untuk mencapai visi sebagai perusahaan energi nasional kelas dunia. Inisiatif-inisiatif BTP difokuskan pada efisiensi yang dilakukan di semua lini agar tetap mampu bersaing di industri migas yang masih menghadapi berbagai tantangan berat. Di tahun 2016, berbagai inisiatif dilakukan melalui BTP New Initiatives dengan target pencapaian financial impact berupa efisiensi, top up revenue serta value creation lainnya sebesar USD2,13 miliar. Hingga akhir tahun 2016 seluruh Program BTP yang mencakup lima pilar prioritas strategis Pertamina telah memberikan dampak finansial yang bermakna kepada Perseroan senilai USD2,67 miliar. secara konsisten menjalankan Pertamina has consistently undertook the Breakthrough Project (BTP) program initiatives towards achieving its vision as a world-class energy company. The BTP initiatives are focused on enterprise-wide efficiency measures so as to remain competitive in the highly-challenged oil and gas industry. In 2016, Pertamina undertook the BTP New Initiatives, targeting a financial impact in the form of efficiencies, top-up revenues and other value creation amounting to USD2.13 billion. Up to year-end 2016, the implementation of all the BTP initiatives involving the Five Strategic Priority pillars of Pertamina have resulted in a significant financial impact of USD2.67 billion. Kinerja Hulu Di tahun 2016, sektor hulu menunjukkan peningkatan kinerja yang signifikan. Produksi minyak mentah mencapai 311,56 MBOPD, meningkat 11,9% dibandingkan produksi tahun 2015 sebesar 278,37 MBOPD. Peningkatan produksi tersebut terutama merupakan kontribusi dari PEPC dengan dimulainya operasi Full Field CPF (Central Processing Facilities). Train B CPF yang telah onstream pada 18 Januari 2016 mendorong tercapainya puncak produksi Banyu Urip sebesar 165 MBOPD. Upstream Sector Performance In 2016, performance of the upstream sector showed a significant improvement. Total crude production amounted to 311.56 MBOPD, increasing by 11.9% compared with 2015 production of 278.37 MBOPD. The increase in crude production was mainly contributed by PEPC through the operations of the Full Field CPF (Central Processing Facilities). The CPF Train-B that has been on stream since January 18, 2016, was instrumental in enabling the Banyu Urip field to achieve peak production at 165 MBOPD. Di sisi lain, produksi gas bumi mencapai 1.960,93 MMSCFD, meningkat 3,1% dibandingkan produksi tahun 2015 sebesar 1.902,27 MMSCFD. Peningkatan produksi tersebut terutama berasal dari beroperasinya proyek pengembangan gas Jawa, proyek pengembangan gas Matindok (dari lapangan Donggi), produksi gas dari NSO & NSB Aceh serta produksi gas dari lapangan Luar Negeri (Algeria). Meanwhile, production of natural gas amounted to 1,960.93 MMSCFD, up by 3.1% over production in 2015 at 1,902.27 MMSCFD. The increase in natural gas production was mainly due to the operation of Java gas development, Matindok gas development (from the Donggi Field), gas production from NSO & NSB Aceh, and gas production from overseas assets (Algeria). Produksi uap panas bumi setara listrik di tahun 2016 mencapai 3.042,83 Giga Watt hours (GWh). Energi panas bumi tersebut menghasilkan produksi listrik dari total kapasitas terpasang PGE per akhir tahun 2016 sebesar 532 Mega Watt (MW) dari lima unit pembangkit listrik tenaga panas bumi (PLTP) Kamojang dengan total kapasitas 235 megawatt (MW) di Wilayah Kerja Panas Bumi (WKP) Kamojang Production of electricity-equivalent geothermal steam in 2016 amounted to 3,042.83 GWh. The steam was used to generate electricity at PGE's power plants with a total installed capacity of 532 MW at year-end 2016, comprising the five units of Kamojang geothermal power plant (PLTP) at Kamojang Darajat Geothermal Work Area (WKP)in West Java with total installed capacity 235 MW, the six units of PLTP Lahendong 69
70 Laporan Direksi Board of Directors' Report Darajat-Jawa Barat; enam unit PLTP Lahendong berkapasitas 120 MW di WKP Lahendong-Sulawesi Utara, tiga unit PLTP Ulubelu berkapasitas 165 MW (Ulubelu 1, 2 dan 3) di WKP Gunung Way Panas-Lampung, satu unit Monoblok dengan kapasitas terpasang sebesar 2 MW dan dua Unit PLTP dengan kapasitas 2x5 MW di WKP Gunung Sibayak- Sumatera Utara. with total capacity of 120 MW at WKP Lahendong, North Sulawesi, three units at PLTP Ulubelu with total capacity 165 MW (Ulubelu 1, 2 and 3) at WKP Gunung Way Panas, Lampung, a Monoblock unit with 2 MW installed capacity and two units of PLTP with 2x5 MW capacity at WKP Gunung Sibayak, North Sumatra. Kinerja Pengolahan dan Megaproyek Pengolahan & Petrokimia Sepanjang tahun 2016, pengolahan minyak mentah, gas dan intermedia mencapai 327,29 juta barel, meningkat 7% dibandingkan tahun 2015 sebesar 305,95 juta barel. Volume produksi produk BBM sebesar 265,78 juta barel, meningkat 9,3% dibandingkan 241,07 juta barel pada tahun 2015. Sedangkan volume produksi non BBM sebesar 26,14 juta barel, meningkat 11,7% dibandingkan tahun 2015 sebesar 23,41 juta barel. Performance of Refinery Sector and Refinery & Petrochemical Megaproject Throughout 2016, refinery of crude, gas and intermedia amounted to 327.29 million barrels, an increase of 7.1% from 305.95 million barrels in 2015. Production of oil fuel products (BBM) was recorded at 265.78 million barrel, up 9.3% compare with 241.07 million barrel in 2015. Meanwhile, production of non-BBM products amounted to 26.14 million barrel, increasing by 11.7% over production in 2015 of 23.41 million barrel. Pada tahun 2016, Pertamina berhasil mencapai Gross Refinery Margin (GRM) sebesar USD6,56/bbl, turun dari GRM tahun 2015 sebesar USD6,98/barel. Sejak tahun 2015 perhitungan GRM menggunakan harga Nett Refining Price (NRP) sehingga diperoleh nilai margin yang lebih realistis. Biaya operasi tahun 2016 sebesar USD1,99/barel, relatif sama dengan biaya operasi tahun 2015 sebesar USD1,97/barel. Tetapi dengan biaya operasi yang relatif sama, net margin kilang yang dihasilkan tahun 2016 mampu mencapai USD3,22/barel, tinggi dibandingkan tahun 2015 sebesar USD3,12/barel. Secara keseluruhan pada tahun 2016 yield total output kilang tercapai sebesar 94,24%, sedangkan Yield Valuable Product tercapai sebesar 77,67%. lebih In 2016, Pertamina recorded Gross Refinery Margin (GRM) of USD6.71 per barrel, down from the GRM in 2015 at USD6.98 per barrel. Since 2015, GRM calculation uses the Net Refining Price (NRP) so as to arrive at a more realistic GRM. Operational expenses in 2016 amounted to S$1.99/ barrel, which was relatively unchanged from USD1.97/barrel recorded in 2015. However, with operational expenses at relatively the same level, Pertamina managed to achieve a net refinery margin of USD3.22/barrel in 2016, which is higher than the margin in 2015 at USD3.12/barrel. Overall, in 2016 the total refinery output yield was 94.24%, while the valuable product yield was 77.67%. Di tahun 2016, program revitalisasi dan modernisasi kilang eksisting melalui Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap telah berjalan optimal dengan mencapai progress 9,66% dari rencana progress sebesar 8,52%; program Calciner kilang Dumai telah mencapai kesepakatan Joint Venture Agreement (JVA) dengan mitra untuk perencanaan penandatanganan dan kegiatan EPC pada tahun 2017. In 2016, the revitalization and modernization program of existing refineries through the Cilacap Blue Sky (PLBC) Project at Cilacap Refinery achieved considerable progress at 9.66%, from the planned progress of 8.52%. The Calciner project at Dumai Refinery has progressed to a Joint Venture Agreement (JVA) with partners for a planned signing and commencement of EPC works in 2017. Selain juga kilang eksisting, melaksanakan megaproyek Refinery Development Master Plan (RDMP) yang bertujuan untuk meningkatkan fleksibilitas pengolahan minyak mentah dengan kandungan sulfur dari 0,2% menjadi ~2%, meningkatkan kualitas dan kuantitas produksi BBM. RDMP kilang Balongan telah masuk dalam RKAP 2017 dan akan dijalankan secara mandiri oleh Pertamina. Di Kilang RU V Balikpapan, tahapan RDMP telah mencapai pekerjaan Front-End Engineering Design (FEED) RDMP fase I. Sebelumnya, di bulan Juli 2015 Pertamina sudah memulai Basic Engineering Design (BED) yang ditargetkan tuntas pada Januari 2017. Sedangkan RDMP kilang Cilacap telah mencapai kesepakatan Joint Venture Development Agreement (JVDA) dengan Saudi Aramco. revitalisasi Pertamina In addition to revitalization of existing refineries, Pertamina also undertook the Refinery Development Master Plan (RDMP) megaproject, the objective being to increase the flexibility of refineries to process crude with higher sulfur content, from 0.2% to ~2%, to increase quality and quantity of oil fuel products (BBM). The RDMP for Balongan Refinery has been included in the Corporate Budget for 2017 and will be undertaken by Pertamina. At the Balikpapan Refinery, the RDMP has reached the Front-End Engineering design (FEED) Phase-1 works. Previously in July 2015, Pertamina has already started the Basic Engineering Design (BED), which will be completed in January 2017. Meanwhile, Pertamina has reached a Joint Venture Development Agreement (JVDA) with Saudi Aramco for the RDMP of Cilacap Refinery.
Pertamina juga telah melakukan penandatanganan kerja sama dengan Rosneft, perusahaan minyak Rusia, untuk pengembangan dan pembangunan Grass Root Refinery (GRR) di Tuban. Selain itu, Pertamina mendapat mandat penugasan pemerintah sebagai Penanggung Jawab Proyek Kerja sama (PJPK) untuk pembangunan GRR di Bontang Pertamina has also signed an agreement with a Russian-based oil company, Rosneft, for the development and construction of a Grass Root Refinery (GRR) at Tuban. In addition, Pertamina has also received a mandate and government assignment as the Contracting Agency for the construction of the GRR at Bontang. Kinerja Gas dan Energi Baru Terbarukan Di tahun 2016, total penjualan LNG yang terdiri dari penjualan LNG Badak, Tangguh, alokasi PT Nusantara Regas (NR) serta penjualan additional & spot cargo mencapai volume 526,98 Juta MMBTU, atau 143,8% dari target. Pencapaian ini disebabkan karena actual inlet gas PT Badak lebih besar dibandingkan dengan prakiraan Annual Delivery Program (ADP) dan average feed gas to LNG ratio yang lebih baik. Volume penjualan LPG mencapai 256.500,79 MTon atau 109,6% dari target karena adanya perubahan nominasi lifting oleh ISC dengan menggunakan kapal mixed size berukuran 10.000 MT dan adanya peningkatan frekuensi pengapalan. Sedangkan volume penjualan CNG mencapai 40.813,04 KLSP atau 85,2% dari target karena adanya beberapa kendala infrastruktur pendukung SPBG. teknis/operasional dan Performance of Gas and New and Renewable Energy Sector In 2016, total sales of LNG from Badak LNG, Tangguh, the allocation to PT Nusantara Regas (NR), and from additional and spot cargoes, amounted to 526.98 million MMBTU, or 143.8% of the target. The achievement was made possible due to the actual gas inlet at Badak LNG being more than the predicted amount in the Annual Delivery Program (ADP) and also due to better average feed gas to LNG ratio. Total sales of LPG amounted to 256,500.79 Mton, or 109.6% of the target, due to changes in the nominal lifting by ISC utilizing mixed sized ships of 10,000 MT, and also higher shipping frequency. On the other hand, total sales of CNG amounted to 40,813.04 KLSP, or only 85.2% of the target, due to technical and operational difficulties and problems with the support infrastructure for gas filling stations (SPBG). Pertamina telah melaksanakan penugasan untuk mengelola jaringan pipa distribusi gas bumi bagi rumah tangga yang yang dikenal dengan City Gas yang dibangun oleh pemerintah cq Direktorat Jenderal Minyak dan Gas Bumi di kota-kota yang ditentukan pemerintah. Dalam program ini kami telah mengelola jaringan gas rumah tangga di beberapa wilayah, meliputi Kota Prabumulih, Kabupaten Wajo, Kota Jambi, Kabupaten Sidoarjo, Kabupaten Bulungan (Pulau Bunyu), Kabupaten Bekasi, Kota Lhokseumawe, Lhoksukon, Kota Pekanbaru, dan Kota Balikpapan. Saat ini telah terpasang infrastruktur Jargas pengembangan menggunakan anggaran Pertamina di Kota Prabumulih sebanyak 1.986 Sambungan Rumah Pertamina has carried out its assignment to manage the distribution pipeline for natural gas for household consumption, better known as City Gas, being developed by the Government, in this case the Directorate General of Oil and Gas, in a number of selected cities. In this program, Pertamina has already manage the gas network in several areas, including Prabumulih, Wajo Regency, Jambi, Sidoarjo Regency, Bulungan Regency (Bunyu Island), Bekasi Regency, Lhokseumawe, Lhoksukon, Pekanbaru, and Balikpapan. A gas network infrastructure development work using funds provided by Pertamina in Prabumulih currently serves to deliver gas to 1,986 households. Sementara itu, volume penjualan niaga gas tahun 2016 mencapai 51.848,09 BBTU atau 102,2% dari target. Volume transportasi gas mencapai 522,11 BSCF atau 93,1% dari target dan volume transportasi minyak mencapai 3,83 MMBO atau 77,3% dari target. Meanwhile, sales volume in gas trading in 2016 amounted to 51,848.09 BBTU, or 102.2% of the target. The volume of gas transported amounted to 522.11 BSCF or 93.1% of target, while the volume of oil transported amounted to 3.83 MMBO or 77.3% of target. Realisasi volume proses LPG tahun 2016 mencapai 122.764,16 Ton atau 85,1% dari target. Realisasi volume regasifikasi mencapai 29.907,49 BBTU atau 97,5% dari target. Sedangkan realisasi volume kompresi gas (CNG Tambak Lorok) tahun 2016 mencapai 1.855,74 BBTU atau 59,7% dari target. Total volume of processed LPG in 2016 amounted to 122,764.16 ton or 85.1% of target. Total volume of regasification amounted to 29,907.49 BBTU or 97.5% of target, while total volume of compressed gas (Tambak Lorok CNG) in 2016 amounted to 1,855.74 BBTU, or 59.7% of target. Secara keseluruhan, realisasi volume penjualan gas Pertamina pada tahun 2016 mencapai 708,684 BBTU, turun 3% dibandingkan realisasi tahun 2015 sebesar 733,31 ribu BBTU dan mencapai 130% dari target sebesar 545,97 ribu BBTU. Overall, total volume of gas sales by Pertamina in 2016 amounted to 708,684 BBTU, an decrease of 3% over the corresponding volume in 2015 of 733.31 thousand BBTU, and representing an achievement rate of 130% of the target set at 545,97 thousand BBTU. 71
72 Laporan Direksi Board of Directors' Report Kinerja Pemasaran Melanjutkan penyediaan bahan bakar yang lebih berkualitas dan memenuhi sambutan positif masyarakat luas, Pertamina selama 2016 terus melakukan peningkatan ditribusi Pertalite hingga menjangkau ke 34 propinsi di Indonesia. Sambutan positif akan Pertalite yang terus meningkat di tahun 2016 telah dibuktikan dengan meningkatnya distribusi dan penjualan Pertalite hingga naik sebesar 1.570% dari tahun 2015 dengan rata-rata penjualan sebesar 16.401 KL/hari. Performance of Marketing Sector Continuing with efforts in the supply of high quality fuels and in response to positive market reaction, Pertamina in 2016 expanded the distribution of Pertalite to all 34 provinces of Indonesia. Positive market reaction to Pertalite in 2016 was proven by the increase in distribution and sales of Pertalite by 1,570% from the level in 2015, to reach an average of 16,401 KL/day. Sejak diluncurkannya Pertamax Turbo (RON 98) pada bulan Juli 2016, hingga Desember 2016, telah hadir sebanyak 612 outlet Pertamax Turbo dengan volume penjualan sebesar 70.459 KL dan memberikan kontribusi pendapatan sebesar USD37,84 juta. Sedangkan peluncuran produk Dexlite hingga Desember 2016 telah tersedia di 832 SPBU dengan total volume penjualan sebesar 115.938 KL dan kontribusi pendapatan sebesar USD47,61 juta. Since the launch of Pertamax Turbo (RON 98) in July 2016 and up to December 2016, a total of 612 outlet were available to distribute the Pertamax Turbo, with sales volume of 70,459 KL and revenues of USD37.84 million. Meanwhile, up until December 2016, the Dexlite product was available in 832 fuel filling stations (SPBU), with total sales volume of 115,938 KL and revenue contribution of USD47.61 million. Dalam bisnis Industrial Fuel Marketing, kerja sama Pertamina dengan PT Adaro Energy Tbk untuk layanan pasokan dan optimalisasi infrastruktur BBM milik Adaro Energy Group hingga Desember 2016 telah berhasil mencapai volume penjualan sebesar 538.000 KL yang memberikan kontribusi pendapatan sekitar USD180 juta. In the Industrial Fuel Marketing business, Pertamina has cooperated with PT Adaro Energy Tbk in the fuel supply and distribution infrastructure within the Adaro Energy Group, and up to December 2016 has recorded sales volume of 538,000 KL and revenue contribution of some USD180 million. Sementara di lini bisnis Domestic Gas, Pertamina melanjutkan konversi bahan bakar minyak ke bahan bakar gas, khususnya sektor nelayan. Hingga Desember 2016, Pertamina telah mendistribusikan tidak kurang dari 5.473 paket perdana konversi nelayan di provinsi DKI Jakarta, Jawa Barat, Jawa Tengah, Jawa Timur, dan Bali. In the Domestic Gas business, Pertamina continued with the conversion of oil fuel to gas, especially for use in the fishing sector. Up to December 2016, Pertamina has distributed no less than 5,473 packages of conversion kit for fishermen in DKI Jakarta, West Java, Central Java, East Java and Bali. Pada segmen bisnis Aviasi, Pertamina terus berekspansi ke luar negeri melalui skema conco delco (contracting company, delivering company). Hingga Desember 2016, layanan conco delco Pertamina telah berada di 44 negara, 12 negara schedule dan 32 negara ad hoc. In the Aviation business, Pertamina continue to expand overseas through the Conco Delco business arrangement. By December 2016, Conco Delco (contracting company, delivering company) services by Pertamina were available in 44 countries, 12 scheduled and 32 ad hoc caountries. Di bidang usaha petrokimia, Pertamina berhasil meningkatkan penjualan produk aspal sebesar 26% di tahun 2016. Aktivitas trading Pertamina mampu merealisasikan produk-produk baru seperti heptane (solvent), Petroleum Coke High Sulfur, dan Granular Sulfur dimana Granular Sulfur tersebut di-bundling dengan produk Molten Sulfur eks RU IV Cilacap. Kegiatan bundling produk Sulfur tersebut berhasil meningkatkan penjualan Sulfur sebesar 300% dibandingkan tahun 2015. Adanya RFCC RU IV Cilacap memberikan penambahan produksi Propylene sebesar 40.000 MT. Produksi tersebut dapat ditingkatkan sampai dengan 140.000 MT/tahun apabila kilang berjalan dengan kapasitas optimum. the petrochemical business, Pertamina successfully In increased sales of asphalt products by 26% in 2016. Through its trading activities, Pertamina deals with new products such as the heptane (solvent), Petroleum Coke High Sulfur, and Granular Sulfur. The Granular Sulfur was bundled with the Molten Sulfur product from Cilacap Refinery Unit. Through the Sulfur product bundling, sales of Sulfur increased by 300% compared with 2015. The RFCC facility at Cilacap Refinery provided an additional Propylene production of 40,000 MT. This production capacity can be increased further to 140,000 MT per year, provided the refinery operates at its optimum capacity. Pada usaha perkapalan, Pertamina terus meningkatkan operational excellence. Total efisiensi yang dicapai pada tahun 2016 mencapai USD149,76 Juta yang diperoleh dari pelaksanaan pola pengangkutan FOB melalui kapal LPG, efisiensi bunker, optimalisasi tonase eksisting, optimalisasi docking, serta negosiasi charter rate dengan ship owner. In the Shipping business, Pertamina continue to improve on Operational Excellence. Total cost efficiencies achieved in 2016 amounted to USD149.76 million, generated from the implementation of FOB transportation with LPG ships, bunker efficiency, optimization of existing tonnage, optimization of docking, and charter rate negotiation with ship owners.
Total pendapatan yang dibukukan oleh usaha perkapalan dari bisnis charter out dan marine services mencapai USD59,7 juta. Dari sisi operasional dan safety, secara bertahap Pertamina terus meningkatkan skor TMSA yang saat ini telah mencapai 2,3 serta sertifikasi SIRE yang telah mencapai 24 unit kapal milik sebagai salah satu prasyarat untuk mencapai level perusahaan pelayaran tingkat dunia. Total revenues of the Shipping business from charter out and marine services amounted to USD59.7 million. In terms of operations and safety, Pertamina gradually increased its TMSA score to the present level at 2.3 and also achieved SIRE certification for its owned ships. These are some of the requirements towards becoming a world-class shipping company. Di tahun 2016, program Marketing Operation Excellence (MOrE) Pertamina berhasil membukukan value creation sebesar USD812,79 juta. In 2016, through the Marketing Operation Excellence (MOrE) program, Pertamina realized value creation of US812.79 million. Penghargaan Menutup tahun 2016, Pertamina dan Anak Perusahaan berhasil mendapatkan 7 (tujuh) PROPER Emas dan 71 PROPER Hijau untuk periode penilaian 2015-2016 dari Kementerian Lingkungan Hidup dan Kehutanan. Unit-unit usaha Pertamina mendominasi perolehan PROPER Emas, atau meraih 58% dari total 12 PROPER EMAS yang diberikan pemerintah tahun ini. Sedangkan untuk PROPER Hijau, unit usaha Pertamina meraih 71 penghargaan dari total 172 perusahaan. Pencapaian ini membuktikan tingkat ketaatan Pertamina yang melampaui persyaratan dalam pengelolaan lingkungan hidup dan mendorong inovasi dalam pengelolaan sumber daya alam serta pemberdayaan masyarakat di sekitar lokasi. Pertamina memiliki komitmen dan perhatian yang tinggi terhadap kelestarian lingkungan dan kesejahteraan masyarakat di sekitar wilayah operasi Perseroan. Awards By the end of 2016, Pertamina and its subsidiaries were successful in obtaining 7 (seven) PROPER Gold ratings and 71 PROPER Green ratings from the Ministry of Environment and Forestry, for the 2015-2016 evaluation period. Pertamina's work units dominated the award for PROPER Gold ratings with 58% of the total PROPER Gold ratings awarded by the Government in this year. In terms of PROPER Green ratings, Pertamina through its work units obtained 71 out of 172 awards. These achievements were proof of Pertamina's commitment to go beyond compliance in terms of environment management, promoting innovations in the management of natural resources, and the empowerment of local communities around its work sites. Pertamina is highly committed to promote environment preservation and the welfare of communities around its work locations. Prospek dan Rencana Ke Depan Pada tahun 2017, tren pertumbuhan ekonomi global akan sedikit meningkat. Tetapi prospek industri minyak diperkirakan belum secara signifikan bergerak positif terutama karena masih tingginya pasokan yang membanjiri pasar. Kondisi sebaliknya terjadi pada sektor usaha Gas dan Energi Baru Terbarukan (GEBT) yang diperkirakan akan mengalami pertumbuhan positif. Menguatnya tendensi penggunaan gas yang relatif lebih aman ikut mendorong pertumbuhan industri gas. Hal ini dapat menjadi peluang bagi Pertamina untuk mengembangkan lini bisnis gas, terutama dalam mengembangkan infrastruktur LNG, LPG, CNG, jaringan pipa gas industri (transmisi dan distribusi) dan jaringan gas kota (city gas). Future Prospects and Plans In 2017, global economies are predicted to show a slight improvement. However, prospects for the oil and gas industry are not quite positive as yet, due mainly to the high level of supply in the market. On the other hand, the Gas, New & Renewable Energy sector is predicted to show positive growth. The increasing utilization of the relatively-safer gas as a fuel source contribute to the growth in the sector. This trend will present Pertamina with opportunities to develop and grow its gas business, particularly with regards to the development of LNG, LPG and CNG infrastructure, industrial gas pipeline network (for transmission and distribution), and the City Gas network. Pertamina mendukung pencapaian target bauran energi primer tahun 2025, yaitu Energi Baru Terbarukan (EBT) sebesar 23%, minyak bumi sebesar 25%, batu bara sebesar 30%, dan gas bumi sebesar 22%. Prospek EBT di Indonesia sangat besar dengan potensi geothermal sebesar 28,91 GW, Biomassa 32,65 GW, microhydro 74,66 GW dan solar cell 104 Kwh/m2. Pertamina melihat prospek usaha yang baik di sektor EBT untuk menambah sumber-sumber pendapatan. Permintaan biofuel pada tahun 2025 diprediksi akan cukup besar sesuai target pemerintah yang mewajibkan pemanfaatan biodiesel sebesar 30% (dari total volume diesel), bioethanol sebesar 20% (dari total volume gasoline), serta bioavtur sebesar 5% (dari total volume avtur konvensional). Pertamina fully support the national energy-mix target for primary energies in 2025 of New Renewable Energy (23%), oil (25%), coal (30%) and natural gas (22%). Indonesia has good potentials in New Renewable Energy, with geothermal potential at 28.91 GW, biomass energy 32.65 MW, microhydro 74.66 MW, and solar cell 104 Kwh/m2. Pertamina sees good prospects in the New & Renewable Energy sector for additional revenue sources. The demand for biofuel in 2025 is predicted to be quite high, in line with Indonesia's government policy that will require biodiesel utilization of 30% (from the total volume of diesel fuel), bioethanol of 20% (from the total volume of gasoline), and bioavgas of 5% (from the total volume of conventional avgas). 73
74 Laporan Direksi Board of Directors' Report Di Sektor Hulu, Pertamina tetap mempertahankan strategi utama Aggressive Upstream dimana salah satu inisiatifnya adalah melakukan peningkatan cadangan dan produksi migas secara organik dan anorganik melalui Merger & Acquisition (M&A) pada ladang-ladang minyak produktif baik domestik maupun luar negeri. Di samping itu, Pertamina juga menerapkan program Enhanced Oil Recovery (EOR) pada ladang/sumur minyak tua untuk menjaga optimasi produksi minyak dalam negeri maupun ketahanan energi nasional. In the Upstream sector, Pertamina will maintain its core strategy of 'Aggressive Upstream', which include initiatives in expansion of oil and gas production and reserves, bot organic as well as inorganic expansion through Merger & Acquisition (M&A) initiatives of domestic and overseas production fields. In addition, Pertamina also implemented the Enhanced Oil Recovery (EOR) program on its aging oil fields and wells in order to maintain optimum domestic production and ensure the national energy security. Sedangkan di sektor Pengolahan dan Megaproyek Pengolahan & Petrokimia, Pertamina menjalankan strategi profitable downstream yang fokus pada upaya optimalisasi profit melalui peningkatan daya saing, efisiensi, serta optimalisasi operasional kilang untuk menghasilkan produk yang bernilai jual. Strategi besar tersebut dijabarkan ke dalam strategi-strategi terintegrasi refinery Pertamina, yaitu Operational Excellence, Asset Maximization dan Expansions & Upgrading. Semua strategi tersebut bertujuan untuk menunjang kegiatan bisnis hilir dan mengupayakan agar kilang-kilang Pertamina dapat beroperasi secara aman, handal dan mampu meningkatkan kapasitas dan fleksibilitas kilang melalui proyek RFCC RU IV Cilacap, Proyek Langit Biru RU IV Cilacap, RDMP RU IV & V maupun Grass Root Refinery (GRR). In the Refinery Sector and Refinery & Petrochemical Megaproject, Pertamina consistently undertook the 'Profitable Downstream' strategy by focusing on profit optimization through improvements in competitiveness, efficiency and optimization of refinery operations in order to produce valuable yield products. This grand strategy is further defined into integrated strategies for Pertamina's refineries, namely Operational Excellence, Asset Maximization, and Expansion & Upgrading. These strategies were in support of downstream business activities and to ensure that Pertamina's refineries can operate safely and reliably, including efforts to improve refinery capacity and flexibility through the RFCC project and Blue Sky projects at Cilacap Refinery, the RDMP at Refinery Unit IV and V, and the Grass Root Refinery (GRR) program. Pemasaran akan Di mengembangkan eksistensinya pada bisnis overseas marketing dengan membentuk suatu entitas bisnis. Entitas bisnis tersebut akan bertugas sebagai investment holding dan operational holding. Sebagai investment holding, akan menjadi entitas (vehicle) untuk mengeksekusi kebijakan korporasi terkait kepemilikan saham (shareholding) dalam bentuk joint venture dan/atau joint operation, di negara di mana penetrasi pasar (market entry) dilakukan. Sebagai operational holding, dapat memasarkan dan menjual produk- produk serta mengembangkan bisnis overseas marketing Pertamina. sektor pemasaran, Direktorat In the Marketing sector, the Marketing Directorate will develop its overseas marketing business through the establishment of a new business entity, which will function as an investment and operational holding company. As an investment holding, the entity will serve as a vehicle in the execution of corporate policies in shareholdings in the form of joint venture and/ or joint operation in the counters where the market entry do. As an operational holding, the entity could serve to market and sell Pertamina's products as well as develop Pertamina's overseas marketing business. Tata Kelola Perusahaan yang Baik Sebagai Badan Usaha Milik Negara (BUMN), Pertamina turut ambil bagian dalam upaya mendukung inisiatif untuk menguatkan kerangka tata kelola perusahaan yang baik (Good Corporate Governance - GCG). Prinsip-prinsip GCG diinterpretasikan oleh Pertamina ke dalam seluruh Sistem Tata Kerja perusahaan yang wajib diimplementasikan oleh seluruh Insan Pertamina. Good Corporate Governance As a State-Owned Enterprise (SOE), Pertamina is also an active part of efforts in support of initiatives to strengthen the Good Corporate Governance (GCG) framework and implementation. Pertamina has embedded the principles of GCG into its Core Corporate Values and work ethics, to be implemented by all workers of Pertamina. telah menuntaskan Roadmap GCG yang Pertamina berlangsung dalam enam tahun, dimulai sejak 2009 hingga 2015, Roadmap in terdiri dari fase Compliance, Conformance, Performance, dan Sustainability. Saat ini, Pertamina sudah berada pada tahap Sustainability artinya (keberlanjutan) dalam Roadmap GCG, Pertamina has finished a GCG Roadmap with started from 2009 to 2015. The roadmap consists of Compliance, Conformance, Performance, and Sustainability phases. At present, Pertamina is already in the Sustainability phase of the GCG Roadmap. This meant that GCG implementation has become a sustained culture at Pertamina. The
penerapan GCG Pertamina sudah menjadi budaya dan keberlangsungannya terjaga. Penerapan GCG di Pertamina tidak lagi sebagai sesuatu yang bersifat mandatory tetapi sudah menjadi kebutuhan, baik oleh anggota organisasi yang berada di manajemen puncak maupun seluruh lapisan anggota organisasi. implementation of GCG is seen as more than just a mandatory requirement, but rather as a need of the organization, involving all members at all levels of the organization. Komitmen Pertamina untuk menjadi perusahaan yang bersih dan bebas korupsi terangkum dalam rangkaian program seperti Whistle Blowing System (WBS), Laporan Harta Kekayaan Penyelenggara Negara dan Unit Pengendali Gratifikasi. Selain hal tersebut Pertamina menjadi pilot project dalam berbagai kegiatan yang diinisiasi oleh Komisi Pemberantasan Korupsi (KPK) seperti pembangunan budaya Profesional Berintegritas (PROFIT) dan Koordinasi Supervisi Pengelolaan Sektor Energi. Pertamina's commitment to be clean and free from corruption practices is shown by the implementation of programs such as the Whistle Blowing System (WBS), the Wealth Report of State Officials, and the Gratification Control Unit. In addition, Pertamina also cooperated in a number of pilot projects initiated by the Corruption Eradication Committee (KPK), such as in the development of Professionals with Integrity (PROFIT) culture and Coordinated Supervision of the Management of Energy Sector. Pengembangan Sumber Daya Manusia Sumber Daya Manusia (SDM) merupakan salah satu mata rantai yang paling penting dari rantai bisnis Pertamina yang terintegrasi. Kinerja dan kontribusi dari setiap individu berpotensi untuk menentukan laju pertumbuhan bisnis dalam setiap aspek. Oleh sebab itu, Pertamina memastikan bahwa pengelolaan SDM berjalan dengan terstruktur dan efektif agar setiap individu mampu memberikan kontribusi terbaik sesuai talentanya. Human Resources Development Human Resources (HR) comprise a vitally important link within Pertamina's integrated business value chain. The performance and contribution of individual workers have the potential of determining the growth of Pertamina's business in various aspects. Accordingly, Pertamina strives to ensure a well- structured and effective management of Human Resources so as to enable each individual worker to contribute the best of his/her capability. Sejak 2011, Pertamina telah menetapkan HR Initiatives sebagai salah satu milestone pencapaian visi World Class HR. Telah tercatat 56 HR Initiatives yang dijalankan di tingkat Direktorat maupun Korporat guna memastikan terciptanya aspek-aspek perubahan yang sesuai dengan kebutuhan bisnis dan organisasi. Di tahun 2016 fungsi HR fokus menjawab tantangan bisnis melalui Breakthrough Project (BTP) Streamlining Organization dan BTP Talent Management & Succession Planning. Melalui kedua BTP tersebut, fungsi HR mampu menjalankan peran strategisnya sebagai strategic business partner dan mengembangkan talent terpilih menuju world class national energy company. Upaya fungsi HR tersebut telah mendapatkan pengakuan dengan diraihnya sejumlah penghargaan seperti: HR Asia Best Company to Work for in Asia - Indonesian Chapter, The Best in Learning at the core category - Gate Energy, Creating Leaders from within - Majalah SWA, Clip Accreditation - EFMD Awards (pertama di Asia) & The Best Strategy Corporate Learning University - Brandon Hall. Since 2011, Pertamina has applied the HR Initiatives program as a milestone towards its vision of World-Class Human Resources. Up to now, a total of 56 HR Initiatives have been implemented at the Directorate and Corporate levels to facilitate to meet the needs of business and the organization. In 2016, the HR function focused mainly on meeting the challenge of the business environment through Breakthrough Project (BTP) Organization Streamlining and BTP Talent Management & Succession Planning. With the two BTPs, the HR function is able fulfill its role as a strategic business partner for work units and to develop a pool of talents towards becoming a world- class national energy company. For its efforts, the HR function has received numerous awards, including the HR Asia Best Company to Work for in Asia - Indonesian Chapter, The Best in Learning at the core category - Gate Energy, Creating Leaders from within - SWA Magazine, Clip Accreditation - EFMD Awards (first in Asia) and The Best Strategy Corporate Learning University - Brandon Hall. Pertamina melakukan survei kepuasan pekerja terhadap layanan Fungsi SDM sebanyak dua kali dalam satu tahun. Tujuannya adalah untuk mengukur tingkat kepuasan pekerja dan memotret area-area yang masih lemah dan perlu dilakukan perbaikan sehingga mampu meningkatkan kualitas produk dan jasa melebihi ekspektasi pelanggan. Indeks kepuasan pekerja terhadap layanan Fungsi SDM pada 2016 tergolong baik yaitu sebesar 3,66 dari skala likert 5. Secara umum, responden menyatakan cukup puas dengan layanan yang diberikan oleh fungsi SDM. Twice a year, Pertamina conducts a survey on the satisfaction of employees on HR Function services. The survey measures the satisfaction level of workers as well as serves to identify areas in need of improvement, in order to deliver a level of service beyond the expectations of customers. In 2016, the surveys resulted in a Customer Satisfaction Index to the services of the HR function of 3.66 from 5-point likert scale. Overall, respondents were quite satisfied with services provided by Pertamina's HR function. 75
76 Laporan Direksi Board of Directors' Report Tanggung Jawab Sosial Perusahaan Bagi Pertamina, tujuan utama pelaksanaan tanggung jawab sosial perusahaan (Corporate Social Responsibility/CSR) adalah untuk memastikan bahwa kepentingan sosial dari berbagai kelompok pemangku kepentingan Pertamina dapat dipenuhi secara tepat dan proporsional, terutama masyarakat yang dekat dengan lingkungan kerja Perseroan. Corporate Social Responsibility The primary objective in the implementation of Corporate Social Responsibility (CSR) commitments at Pertamina is to ensure the fulfilment of the social interests of Pertamina's various stakeholders in a proper and proportional manner, and especially the interests of the immediate communities around Pertamina's work locations. CSR Pertamina berfokus pada empat isu yang menjadi pilarnya yaitu: Pertamina Cerdas, Pertamina Sehati, Pertamina Hijau dan Pertamina Berdikari. Program Pertamina Cerdas terus diwujudkan melalui penyelenggaraan Olimpiade Sains Nasional Pertamina (OSN Pertamina) yang bertujuan untuk mencetak generasi muda berprestasi agar dapat berkarya membangun negeri. Kompetisi ini telah berlangsung setiap tahun sejak 2008 dan telah diikuti lebih dari 120.000 peserta. Pertamina's CSR activities are focused on four activity pillars, namely Pertamina Cerdas, Pertamina Sehati, Pertamina Hijau, and Pertamina Berdikari. The Pertamina Cerdas program continue to be implemented through, among others, the Pertamina National Science Olympics (OSN Pertamina) in the creation of high-achieving youths that will contribute to the national development. The OSN Pertamina competition was conducted annually since 2008 with more than 120,000 participants to date. Program Pertamina Hijau mendukung kegiatan konservasi ekosistem mangrove untuk menjaga keanekaragaman jenis mangrove di Indonesia. Secara periodik Pertamina dan mitra pun terus melakukan pendampingan dan peningkatan kapasitas kelompok peduli lingkungan. The Pertamina Hijau program focused on supporting the conservation of the mangrove ecosystem to preserve Indonesia's mangrove diversity. Routinely, Pertamina and its partners in the program conducted mentoring and capacity building sessions for various environmentalist groups. Melalui Pertamina melakukan pendampingan bagi desa binaan di sejumlah wilayah sekitar operasi perusahaan selama minimal 3 tahun. Program ini telah menjangkau lebih dari 100 desa di Indonesia. Salah satunya adalah membangun Sentra Pemberdayaan Tani (SPT) Nglanggeran dengan komoditas pertanian utama Durian Montong dan Lengkeng Itoh. Program ini merupakan upaya memberdayakan petani, sehingga para petani di sekitar SPT mampu menggarap tanahnya dan menciptakan hasil yang baik agar dapat memberikan kehidupan yang layak bagi keluarganya dan masyarakat secara berkelanjutan. Pertamina Berdikari Through the Pertamina Berdikari program, Pertamina conducts mentoring for partner villages in areas around the Company's operational locations. With a minimum duration of 3 years, the program so far has reached more than 100 villages in Indonesia. One of the initiatives is the development of Farmer Empowerment Center (SPT) at Nglanggeran for Durian Montong and Lengkeng Itoh as main commodities. Through the empowerment program, farmers at the SPTs are expected to improve their skills and yields in farming their lands, so as to improve the welfare of their families and the community in general for the long term.
Perubahan Komposisi Direksi Berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) PT Pertamina (Persero) tanggal 20 Oktober 2016, telah disetujui pengangkatan Ahmad Bambang sebagai Wakil Direktur Utama - Hilir dan Energi Baru Terbarukan (EBT) dan Rachmad Hardadi sebagai Direktur Megaproyek Pengolahan dan Petrokimia. Selanjutnya, Menteri BUMN selaku RUPS Perusahaan Perseroan (Persero) PT Pertamina melalui Surat Keputusan Nomor: SK-264/MBU/12/2016 tanggal 2 Desember 2016 telah mengangkat Muchamad Iskandar sebagai Direktur Pemasaran dan Toharso sebagai Direktur Pengolahan. Changes in BOD Composition Based on the Resolutions of the Extraordinary General Meeting of Shareholders (EGMS) of PT Pertamina (Persero) on October 20, 2016, the EGMS approved the appointment of Ahmad Bambang as Vice President Director - Upstream and New & Renewable Energy, and of Rachmad Hardadi as Director of Refinery & Petrochemical Megaproject. Subsequently, the Minister of SOE in the capacity as the GMS of PT Pertamina (Persero) with its Decision Letter No. SK-264/ MBU/12/2016 dated December 2, 2016, has appointed Muchamad Iskandar as Director of Marketing and Toharso as Director of Refinery. Dengan demikian, seluruh posisi Direksi yang mengalami perubahan nomenklatur telah terisi dan proses redefinisi organisasi korporat terus berlanjut ke restrukturisasi direktorat. Dengan penyempurnaan organisasi ini, diharapkan Perseroan sebagai perusahaan migas nasional akan lebih fokus untuk mendukung tata kelola migas melalui pengelolaan sektor migas yang lebih terintegrasi. These appointments filled out the formation of Director positions with the changed nomenclature, to be followed by the restruturization of the various directorates as part of the corporate reorganization process. With the reorganization, Pertamina as a national oil and gas company is expected to become more focused in its efforts in the integrated governance of the national oil and gas sector. Apresiasi Mengakhiri laporan ini, atas nama Direksi saya ingin menyampaikan terima kasih kepada Pemegang Saham, Dewan Komisaris, serta seluruh pemangku kepentingan lainnya atas dukungan dan kepercayaan yang telah diberikan. Saya sampaikan penghargaan kepada segenap Insan Pertamina serta seluruh pemangku kepentingan yang telah bekerja keras mengelola setiap tantangan dan beradaptasi terhadap perubahan iklim usaha serta terus membangun daya tahan Perseroan dalam mengemban amanat sebagai National Energy Company. Saya yakin, dengan dukungan semua pihak, Pertamina akan tetap tumbuh secara berkelanjutan dan dapat meningkatkan nilai bagi Pemegang Saham, memberi kontribusi bermakna bagi perekonomian Indonesia serta memberikan manfaat yang besar bagi masyarakat. Appreciation In closing, on behalf of the Board of Directors, I would like to convey appreciation to the Shareholder, the Board of Commissioners, and all our stakeholders, for their continuing support and trust for Pertamina. I would also like to thank all workers of Pertamina and other stakeholders that have worked hard to manage the challenges and adapt to the dynamics in the business environment, building up resiliency for Pertamina as a National Energy Company. I am confident that, with the support of all parties involved, Pertamina will be able to continue to grow in a sustainable manner, and thus continuing to create value for the Shareholder, to contribute meaningfully to Indonesia's economic development, and to provide benefits for the public at large. Atas Nama Direksi, On behalf of the Board of Directors, Dwi Soetjipto Direktur Utama & CEO President Director & CEO 77
78 78 Direksi Board of Directors PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information 1 2 3 4 5 6 7 8 9 1. Dwi Wahyu Daryoto Direktur Sumber Daya Manusia, Teknologi Informasi & Umum HR, Information Technology & General Affairs Director 4. Rachmad Hardadi Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director 7. Ahmad Bambang Wakil Direktur Utama Deputy President Director/ Chief Operating Officer Downstream & NRE 9. Arief Budiman Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director 2. Syamsu Alam Direktur Hulu Upstream Director 5. Yenni Andayani 8. Muchamad Iskandar Direktur Pemasaran Marketing Director 8. Muchamad Iskandar Direktur Pemasaran Marketing Director 3. Dwi Soetjipto Direktur Utama & CEO President Director & CEO 6. Toharso Direktur Pengolahan Refinery Director PERTAMINA Laporan Tahunan 2016 Annual Report 79 79
80 Profil Direksi 80 Board of Directors' Profile Dwi Soetjipto Direktur Utama & CEO/President Director & CEO Ahmad Bambang Wakil Direktur Utama/Deputy President Director/Chief Operating Officer Downstream & NRE Berkewarganegaraan Indonesia, berusia 61 tahun, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Utama PT Pertamina (Persero) pada 28 November 2014 berdasarkan Surat Keputusan Menteri BUMN No.SK-265/MBU/11/2014 tanggal 28 November 2014. Selain sebagai Direktur Utama Pertamina, Dwi Soetjipto menjabat sebagai Komisaris PT Bursa Efek Indonesia (2014-Juni 2015). Berkewarganegaraan Indonesia, berusia 54 tahun, lahir di Kediri, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Wakil Direktur Utama PT Pertamina (Persero) pada 20 Oktober 2016 berdasarkan Surat Keputusan Menteri BUMN No. SK-242/MBU/10/2016 tanggal 20 Oktober 2016 dan SK No. Kpts-34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Dwi Soetjipto merupakan lulusan Sarjana Teknik Kimia dari Institut Teknologi Sepuluh Nopember, Surabaya (1980), Program Magister Manajemen dari Universitas Andalas (1999), dan Program Doktor dari Universitas Indonesia (2009). Ahmad Bambang merupakan lulusan Sarjana Teknik Informatika, Institut Teknologi Bandung (1986) dan Program Magister Manajemen Industri, Universitas Indonesia (1999). Perjalanan karirnya dimulai sejak tahun 1981 di PT Semen Padang dan pernah dipercaya untuk memegang posisi Direktur R&D PT Semen Padang (1995-2003), Direktur Utama PT Semen Padang (2003-2005), Direktur Utama PT Semen Gresik (Persero) Tbk (2005-2013), dan Direktur Utama PT Semen Indonesia (Persero) Tbk (2013-2014). Perjalanan karirnya di Pertamina dimulai sejak tahun 1989 dan pernah dipercaya memegang beberapa posisi strategis antara lain sebagai Deputi Direktur Distribusi (2007-2008), Senior Vice President CSS (2009-2010), Senior Vice President HR Development (2011-2012), Direktur Utama Pertamina Trans Kontinental (2012-2014), dan Direktur Pemasaran PT Pertamina (Persero) (2014-2016). Indonesian nationality, aged 61 years old, domiciled in Jakarta, Indonesia. He was first appointed as the President Director & CEO of PT Pertamina (Persero) on 28 Nopember 2014 by the Decree of Minister of State Enterprises No.SK-265/MBU/11/2014 dated 28 November 2014. In addition to being Pertamina's President Director & CEO Dwi Soetjipto also holds the position of the Commissioner of PT Indonesia Stock Exchange (2014-June 2015). Indonesian nationality, aged 54 years, born in Kediri, domiciled in Jakarta, Indonesia. First appointed as Deputy President Director/Chief Operating Officer Downstream & NRE of PT Pertamina (Persero) on 20 October 2016 based on the Decree of Minister of State Enterprises No.SK-242/MBU/10/2016 dated 20 October 2016 and Decree No. Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). Dwi Soetjipto is a graduate of Bachelor of Chemical Engineering from the Institut Teknologi Sepuluh Nopember, Surabaya (1980), Master of Management from the Universitas Andalas (1999), and the Doctoral Program from Universitas Indonesia (2009). He graduated from Bachelor of Information Engineering Program at the Institut Teknologi Bandung (1986) and Master of Industry Management Program from Universitas Indonesia (1999). His career began in 1981 at PT Semen Padang and was honored to hold the position of Director of R&D PT Semen Padang (1995-2003), President Director of PT Semen Padang (2003-2005), President Director of PT Semen Gresik (Persero) Tbk (2005- 2013), and President Director of PT Semen Indonesia (Persero) Tbk (2013-2014). His career in Pertamina started in 1989 and was once trusted to hold a number of strategic positions, namely Deputy Director of Distribution (2007-2008), Senior Vice President of CSS (2009-2010), Senior Vice President of HR Development (2011-2012), President Director of Pertamina Trans Kontinental (2012-2014) and Marketing Director of PT Pertamina (Persero) (2014-106). PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Syamsu Alam Direktur Hulu/Upstream Director Yenni Andayani Direktur Gas/Gas Director Berkewarganegaraan Indonesia, berusia 53 tahun, lahir di Purworejo, Berdomisili di Tangerang, Indonesia. Ditunjuk pertama kali sebagai Direktur Hulu PT Pertamina (Persero) pada 8 Desember 2014 berdasarkan Surat Keputusan Menteri BUMN No.SK-267/MBU/12/2014 tanggal 8 Desember 2014 dan SK No. Kpts-34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Berkewarganegaraan Indonesia, berusia 51 tahun, lahir di Tanjung Karang, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Gas PT Pertamina (Persero) pada 20 Oktober 2016 berdasarkan Surat Keputusan Menteri BUMN No.SK-242/MBU/10/2016 tanggal 20 Oktober 2016 dan SK No. Kpts-34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Syamsu Alam merupakan lulusan Sarjana Geologi dari Institut Teknologi Bandung (1988), Master of Science, Geofisika dari Institut Teknologi Bandung (1994) dan meraih gelar Doctor of Philosophy dari Texas A&M University, USA (2001). Perjalanan karirnya dimulai sejak 1989 di PT Pertamina dan pernah dipercaya untuk memegang posisi Direktur Eksplorasi & Pengembangan di PT Pertamina EP (2008-2011), Presiden Direktur PT Pertamina EP (2011-2013) dan Senior Vice President Exploration PT Pertamina (Persero) (2013-Desember 2014). Indonesian nationality, aged 53 years, born in Purworejo, domiciled in Tangerang, Indonesia Indonesia. Appointed as Upstream Director of PT Pertamina (Persero) on 8 December 2014 based on the Decree of Minister of State Enterprises No.SK-267/MBU/12/2014 dated 8 December 2014 and Decree No.Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). He graduated from Bachelor Program of Geology at Institut Teknologi Bandung (1988), obtained Master of Science in Geophysics from Institut Teknologi Bandung (1994) and attained Doctor of Philosophy from the University of Texas A&M, USA (2001). His career started in PT Pertamina in 1989 and was appointed to hold the positions of Exploration and Development Director at PT Pertamina EP (2008-2011), President Director of PT Pertamina EP (2011-2013) and Senior Vice President for Exploration at PT Pertamina (Persero) (2013-December 2014). Yenni Andayani merupakan lulusan Sarjana Hukum dari Universitas Parahyangan tahun 1988. Perjalanan karirnya dimulai sejak tahun 1991 di PT Pertamina dan pernah dipercaya untuk memegang posisi sebagai President PT Nusantara Gas Services Company di Osaka, Jepang, President Director PT Donggi-Senoro LNG (2009-2012) dan Senior Vice President Gas and Power, Direktorat Gas PT Pertamina (Persero) (2013- 2014), dan Direktur Gas, Energi Baru dan Terbarukan PT Pertamina (Persero) (2014-2016). Indonesian nationality, aged 51 years, born in Tanjung Karang, domiciled in Jakarta, Indonesia. Appointed as Gas Director of PT Pertamina (Persero) on 20 October 2016 based on the Decree of the Minister of State Enterprises No.SK-242/MBU/10/2016 dated 20 October 2016 and Decree No. Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). She is a graduate from Bachelor of Law from Universitas Parahyangan in 1988. Her career started in 1991 in PT Pertamina and had been given the responsibility to lead as President Director of PT Nusantara Gas Company Services in Osaka, Japan, President Director of PT Donggi- Senoro LNG (2009-2012) and as Senior Vice President of Gas and Power, Directorate of Gas of PT Pertamina (Persero) (2013-2014), and Director of Gas, New and Renewable Energy PT Pertamina (Persero) (2014-2016)). PERTAMINA Laporan Tahunan 2016 Annual Report 81 81
82 82 Profil Direksi Board of Directors' Profile Toharso Direktur Pengolahan Refinery Director Muchamad Iskandar Direktur Pemasaran Marketing Director Berkewarganegaraan Indonesia, berusia 54 tahun, lahir di Tegal, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Pengolahan PT Pertamina (Persero) pada 2 Desember 2016 berdasarkan Surat Keputusan Menteri BUMN No.SK-264/MBU/12/2016 tanggal 2 Desember 2016 dan SK No.Kpts-34/ C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Berkewarganegaraan Indonesia, berusia 54 tahun, lahir di Surakarta, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Pemasaran PT Pertamina (Persero) pada 2 Desember 2016 berdasarkan Surat Keputusan Menteri BUMN No. SK-264/ MBU/12/2016 tanggal 2 Desember 2016. Menyandang gelar Sarjana Muda dari AKPRIND Yogyakarta (1985), Sarjana (S1) Teknik Mesin dari Institut Teknologi Nasional Malang (1989), dan menyelesaikan Pendidikan Pascasarjana (S2) Magister Manajemen di PPM. Perjalanan karirnya di Pertamina dimulai sejak tahun 1992 dan pernah dipercaya sebagai Direktur Utama PT Patra Niaga (2007), Sekretaris Perusahaan Pertamina (2009), dan Direktur Utama PT Pertamina Retail (2015-2016). Indonesian nationality, aged 54 years, born in Tegal, domiciled in Jakarta, Indonesia. He was appointed as Refinery Director PT Pertamina (Persero) on 2 December 2016 by the Decree of Minister of State Owned Enterprises No.SK-264/MBU/12/2016 dated 2 December 2016 and Decree No.Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). Muchamad Iskandar merupakan lulusan Sarjana Ekonomi Manajemen tahun 1986 dari Universitas Sebelas Maret Surakarta. Perjalanan karirnya di Pertamina dimulai sejak tahun 1991. Pernah dipercaya memegang posisi sebagai General Manager Fuel Retail Marketing Region V (2009-2011), Vice President LPG & Gas Product (2011-2012), Vice President Retail Fuel Marketing (2012-2015), Senior Vice President Marketing & Distribution (2015-2016). Indonesian nationality, aged 54 years, born in Surakarta, domiciled in Jakarta, Indonesia. He was appointed as the Marketing Director PT Pertamina (Persero) on 2 December 2016 the Decree of Minister of State Owned Enterprises No.SK-264/MBU/12/2016 dated 2 December 2016. Muchamad Iskandar is a graduate of Bachelor of Economics in 1986 from Universitas Sebelas Maret Surakarta. He holds a Bachelor Degree from AKPRIND Yogyakarta (1985), Degree (S1) in Mechanical Engineering from Institut Teknologi Nasional Malang (1989), and completed the Graduate Education (S2) Master of Management from PPM. His career in Pertamina began in 1991. He was once appointed to hold the position of General Manager of Retail Fuel Marketing Region V (2009-2011), Vice President of LPG & Gas Product (2011-2012), Vice President of Retail Fuel Marketing (2012-2015), Senior Vice President of Marketing & Distribution (2015-2016). His career in Pertamina started in 1992 and was once appointed to be a Director of PT Patra Niaga (2007), Corporate Secretary of Pertamina (2009), and President Director of PT Pertamina Retail (2015-2016). PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Rachmad Hardadi Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Berkewarganegaraan Indonesia, berusia 56 tahun, lahir di Semarang, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Megaproyek Pengolahan dan Petrokimia PT Pertamina (Persero) pada 20 Oktober 2016 berdasarkan Surat Keputusan Menteri BUMN No.SK-242/MBU/10/2016 tanggal 20 Oktober 2016 dan SK No. Kpts-34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Rachmad Hardadi merupakan lulusan Sarjana Teknik Kimia dari Institut Teknologi Bandung (1985) dan mendapat gelar Magister Teknik Kimia dari Institut Teknologi Bandung (1995). Perjalanan karirnya dimulai sejak tahun 1988, dan pernah dipercaya untuk memegang posisi Vice President Planning & Optimization, Direktorat Pengolahan, PT Pertamina (Persero) (2010- 2011), Vice President Refining Technology, Direktorat Pengolahan, PT Pertamina (Persero) (2011-2012), Direktur & COO PT Badak NGL (2012-2014) dan Presiden Direktur PT Badak NGL (2014), Direktur Pengolahan PT Pertamina (Persero) (2014-2016). Indonesian nationality, aged 56 years, born in Semarang, domiciled in Jakarta, Indonesia. Appointed as Mega Project Refinery & Petrochemical Director PT Pertamina (Persero) on 20 October 2016 based on the Decree of the Minister of State Enterprises No.SK-242/MBU/10/2016 dated 20 October 2016 and Decree No. Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). He obtained Bachelor of Engineer degree in Chemical Engineering in 1985 and Masters Degree in Chemical Engineering in 1995, both from Institut Teknologi Bandung. His professional career started in 1988 and once held the position Vice President for Planning & Optimization, Refinery Directorate PT Pertamina (Persero) (2010-2011) and Vice President of Refining Technology (2011- 2012), Director & COO of PT Badak NGL (2012-2014) and Refinery Director of PT Pertamina (Persero) (2014). PERTAMINA Laporan Tahunan 2016 Annual Report 83 83
84 84 Profil Direksi Board of Directors' Profile Arief Budiman Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Dwi Wahyu Daryoto Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum HR, Information Technology & General Affairs Director Berkewarganegaraan Indonesia, berusia 42 tahun, lahir di Bandung, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Keuangan dan Strategi Perusahaan PT Pertamina (Persero) pada 20 Oktober 2016 berdasarkan Surat Keputusan Menteri BUMN No. SK- 242/MBU/10/2016 tanggal 20 Oktober 2016 dan SK No. Kpts- 34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Berkewarganegaraan Indonesia, berusia 53 tahun, lahir di Mojokerto, berdomisili di Jakarta, Indonesia. Ditunjuk pertama kali sebagai Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum PT Pertamina (Persero) pada 20 Oktober 2016 berdasarkan Surat Keputusan Menteri BUMN No.SK-242/MBU/10/2016 tanggal 20 Oktober 2016 dan SK No. Kpts-34/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero). Arief Budiman merupakan lulusan Sarjana Teknik Industri dari Institut Teknologi Bandung (1996) dan memperoleh gelar Master of Business Administration (Palmer Scholar) dari the Wharton School, University of Pennsylvania (2002). Dwi Wahyu Daryoto merupakan lulusan Sekolah Tinggi Akuntansi Negara (STAN) tahun 1992 dan memperoleh gelar Magister Psikologi Terapan dari Universitas Indonesia (2012). Perjalanan karirnya dimulai sejak tahun 1997 di konsultan Booz Allen & Hamilton, Asia. Bekerja di mancanegara, antara lain di Merryll Lynch (2001), Booz Allen Hamilton, USA (2003-2004), McKinsey & Co. (jabatan terakhir, President Director dari PT McKinsey Indonesia, 2004- 2014), dan Direktur Keuangan (2014 -2016). Indonesian nationality, aged 42 years, born in Bandung, domiciled in Jakarta, Indonesia. First appointed as Finance & Corporate Strategy Director of PT Pertamina (Persero) on 20 October 2016 based on the Decree of the Minister of State Enterprises No. SK-242/MBU/10/2016 dated 20 October 2016 and Decree No.Kpts-34/C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). He graduated from Institut Teknologi Bandung from Industrial Engineering (1996) and obtained Master of Business Administration (Palmer Scholar) from the Wharton School, University of Pennsylvania (2002). Perjalanan karirnya dimulai sejak tahun 1986 sebagai Auditor Junior BPKP. Dari tahun 2012 beliau mengajar mata kuliah Human Capital and Knowledge Management di Universitas Indonesia. Sertifikasi yang dimiliki adalah Certified Public Accountant (CPA), Chartered Accountant (CA) dan terdaftar di Badan Pemeriksa Keuangan (BPK). Sebelum menjabat sebagai Direktur Sumber Daya Manusia dan Umum Pertamina, Dwi Wahyu Daryoto pernah berkarir sebagai partner di Kantor Akuntan Publik Tanudiredja, Wibisana dan rekan (anggota jaringan global PricewaterhouseCoopers), Direktur Sumber Daya Manusia dan Umum PT Pertamina (Persero) (2014-2016). Indonesian nationality, aged 53 years, born in Mojokerto, domiciled in Jakarta, Indonesia. First appointed as HR, Information Technology & General Affairs Director of PT Pertamina (Persero) on 20 October 2016 based on the Decree of the Minister of State Enterprises No.SK-242/ MBU/10/2016 dated 20 October 2016 and Decree No. Kpts-34/ C00000/2016-S0 on Basic Organizational Structure of PT Pertamina (Persero). His career started in 1997 in consultancy industry, Booz Allen & Hamilton, Asia. He worked abroad at Merryl Lynch (2001), Booz Allen & Hamilton, USA (Associate) (2003-2004), McKinsey & Co. (last position was President Director of PT McKinsey Indonesia, 2004-2014 and Finance Director (2014 -2016). He graduated from Indonesian State College of Accountancy (STAN) in 1992 and obtained Master of Applied Psychology from Universitas Indonesia in 2012. His career started in 1986 when he took the position of Junior Auditor of BPKP. From 2012, he has lectured on the subject of Human Capital and Knowledge Management in Universitas Indonesia. He has received several certifications, among others are Certified Public Accountant (CPA) and Chartered Accountant (CA). He is also registered in State Audit Board (BPK). Prior to his appointment as Human Resources, information Technology, and General Affairs Director of Pertamina, Dwi Wahyu Daryoto worked as Partner at Public Accountant Firm Tanudiredja, Wibisana & Partners (member of PricewaterhouseCoopers global network), Human Resources and General Affairs Director of PT Pertamina (Persero) (2014-2016). PERTAMINA Laporan Tahunan 2016 Annual Report
86 Pernyataan Direksi dan Dewan Komisaris tentang Tanggung Jawab atas Laporan Tahunan 2016 PT Pertamina (Persero) Statement of the Board of Directors' and the Board of Commissioners' Responsibility on PT Pertamina (Persero)'s Annual Report 2016 Sesuai dengan prinsip Good Corporate Governance (tata kelola perusahaan yang baik) dan peraturan perundang-undangan yang berlaku di Indonesia, maka PT Pertamina (Persero) menerbitkan Laporan Tahunan 2016. Laporan Tahunan 2016 PT Pertamina (Persero) menyajikan informasi mengenai kinerja perusahaan, penerapan tata kelola perusahaan, pelaksanaan tanggung jawab sosial perusahaan, Laporan Keuangan Konsolidasian PT Pertamina (Persero) untuk periode 1 Januari sampai 31 Desember 2016, dan informasi lainnya yang relevan dan signifikan bagi para pemangku kepentingan. To comply with the Good Corporate Governance principles and prevailing laws in Indonesia, PT Pertamina (Persero) has published its Annual Report 2016. PT Pertamina (Persero)'s Annual Report 2016 provides concise information about the Company's performance, Good Corporate Governance, corporate social responsibility initiatives, PT Pertamina (Persero)'s Consolidated Financial Statement for the period of 1 January to 31 December 2015, and other relevant information to the stakeholders. Kami, segenap Direksi dan Dewan Komisaris PT Pertamina (Persero) yang bertanda tangan di bawah ini, menyatakan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan 2016 PT Pertamina (Persero). We, all the members of the Board of Directors and the Board of Commissioners of PT Pertamina (Persero) who have signed below, have stated our responsibility for the validity of the contents of PT Pertamina (Persero)'s Annual Report 2016. Demikian pernyataan ini dibuat dengan sebenarnya. We certify that this Statement is true to the best of our knowledge. Jakarta, Maret 2017 Jakarta, March 2017 Dewan Komisaris PT Pertamina (Persero) Board of Commissioners of PT Pertamina (Persero) Tanri Abeng Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner Arcandra Tahar Wakil Komisaris Utama Vice President Commissioner Sahala Lumban Gaol Komisaris Commissioner Suahasil Nazara Komisaris Commissioner Edwin Hidayat Abdullah Komisaris Commissioner Widhyawan Prawiraatmadja Mantan Komisaris/Former Commissioner 6 Mei 2015 - 14 November 2016/6 May 2015 - 14 November 2016
Direksi PT Pertamina (Persero) Board of Directors of PT Pertamina (Persero) Dwi Soetjipto Direktur Utama & CEO President Director & CEO Ahmad Bambang Wakil Direktur Utama Deputy President Director/Chief Operating Officer Downstream & NRE Syamsu Alam Direktur Hulu Upstream Director Yenni Andayani Direktur Gas Gas Director Toharso Direktur Pengolahan Refinery Director Muchamad Iskandar Direktur Pemasaran Marketing Director Rachmad Hardadi Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Arief Budiman Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Dwi Wahyu Daryoto Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum HR, Information Technology & General Affairs Director 87
88 Profil Perusahaan Company Profile 90 Identitas Perusahaan Corporate Identity 106 Struktur Grup Perusahaan Company's Group Structure 92 Pertamina dari Waktu ke Waktu Pertamina Record of Events 108 Struktur Organisasi Organizational Structure 94 Sejarah Perusahaan Company History 110 Pejabat Senior Senior Officers 96 Visi, Misi, Tujuan dan Tata Nilai Vision, Mission, Goals and Values 111 Direktur Utama Anak Perusahaan President Director of Subsidiaries 97 Tata Nilai Unggulan 6C 114 Daftar Entitas Anak The 6C Excellent Values List of Subsidiaries 98 Budaya Pertamina Pertamina Culture 99 Makna Logo Meanings of The Logo 117 Lembaga Profesi & Penunjang Perusahaan Supporting Institutions & Professionals to the Company 99 Makna Tagline Meanings of the Tagline 118 Website Pertamina Corporate Website 100 Kegiatan Usaha Terintegrasi Pertamina Pertamina Integrated Business Activities 102 Bidang Usaha Business Activity 104 Produk dan Jasa 120 Alamat Perwakilan, Cabang, dan Anak Perusahaan Address of Representatives, Branches, and Subsidiaries Products and Services PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report 89 89
90 Identitas Perusahaan Corporate Identity Nama Perusahaan Company's Name PT Pertamina (Persero) Perubahan Nama Perusahaan Company's Name Changes PT Permina (1957) menjadi PN Permina (1961), kemudian menjadi PT Pertamina (Persero) PT Permina (1957) became PN Permina (1961), and merged into PT Pertamina (Persero) Dasar Hukum Pendirian Legal Basis of Establishment PP No.31 Tahun 2003 tentang Pengalihan Bentuk Perusahaan Pertambangan Minyak dan Gas Bumi Negara (Pertamina) menjadi Perusahaan Perseroan (Persero). Government Regulation No.31 of 2003 concerning the Change of Status of the State-owned Oil and Gas Company (Pertamina) into Limited Liability Company (Persero). Tanggal Pendirian dan Tanggal Efektif Perubahan Nama Perusahaan Date of Company Establishment and Changes 10 Desember 1957, bernama PT Permina • 1 Juli 1961, PT Permina menjadi PN Permina • 20 Agustus 1968, PN Permina dan PN Pertamin dilebur 15 Desember 1971, PN Pertamina menjadi Perusahaan Pertambangan Minyak dan Gas Bumi Negara • 17 September 2003, Perusahaan Pertambangan 10 December, 1957, named PT Permina • 1 July 1961, PT Permina became PN Permina • 20 August 1968, PN Permina and PN Pertamin merged into PN Pertamina 10 December, 1957, named PT Permina • 1 July 1961, PT Permina became PN Permina • 20 August 1968, PN Permina and PN Pertamin merged into PN Pertamina 15 December 1971, PN Pertamina became a State- owned Oil and Natural Gas Company 15 December 1971, PN Pertamina became a State- owned Oil and Natural Gas Company 17 September 2003, the State-owned Oil and Natural Gas Company became PT Pertamina (Persero). Akta Pendirian Perusahaan Notarial Deed for Establishment Akta No.22 tanggal 10 Desember 1957, Meester Notarial Deed No.22 dated 10 December 1957, Meester Raden Pranowo Soewandy, Substitute Notary Raden Meester Soewandy Notarial Deed No.22 dated 10 December 1957, Meester Raden Pranowo Soewandy, Substitute Notary Raden Meester Soewandy Peraturan Pemerintah No.198 Tahun 1961 tentang Government Regulation No.198 of 1961 about the Establishment of the State-owned National Oil Company (PN Pertamina) Government Regulation No.198 of 1961 about the Establishment of the State-owned National Oil Company (PN Pertamina) Peraturan Pemerintah No.27 Tahun 1968 tentang Government Regulation No.27 of 1968 about the Establishment of the State-owned Oil and Natural Gas Company Government Regulation No.27 of 1968 about the Establishment of the State-owned Oil and Natural Gas Company Undang-undang No.8 Tahun 1971 tentang Law No.8 of 1971 about the State-owned Oil and Gas Company Law No.8 of 1971 about the State-owned Oil and Gas Company Peraturan Pemerintah No.19 Tahun 2003 tentang Government Regulation No.19 of 2003 about the Change of Status of the State-owned Oil and Natural Gas Company to the Limited Liability Company (Persero) Government Regulation No.19 of 2003 about the Change of Status of the State-owned Oil and Natural Gas Company to the Limited Liability Company (Persero) Akta No.20 tanggal 17 September 2003, Notaris Notarial Deed No.20, dated 17 September 2003, Notary Lenny Janis Ishak, SH Notarial Deed No.20, dated 17 September 2003, Notary Lenny Janis Ishak, SH Berita Negara Republik Indonesia tertanggal 21 November 2003 No.93 Tambahan No.11620. State Gazette of the Republic of Indonesia dated 21 November 2003 No. 93 Supplement No. 11620 Akta Perubahan Terakhir Recent Changes of Notarial Deed Akta Pernyataan Keputusan Menteri Badan Usaha Milik Negara Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan (Persero) PT Pertamina No. 27 tanggal 19 Desember 2016, Notaris Lenny Janis Ishak,SH. Berdasarkan Surat Keputusan Menteri BUMN perihal Perubahan Anggaran Dasar PT Pertamina (Persero) tanggal 24 November 2016. Deed of the Minister for State Owned Enterprises As a General Meeting of Shareholders No. 10 dated January 11, 2016, Notary Lenny Janis Ishak, SH. Based on the Decree of the Minister of SOEs concerning amendments of PT Pertamina (Persero) November 24, 2016. Jenis Perusahaan Company Type Perseroan Terbatas, Badan Usaha Milik Negara Limited Liability Company, State Owned Enterprise Pemegang Saham Shareholder 100% Pemerintah Republik Indonesia Saham Perusahaan tidak diperdagangkan 100% Government of the Republic of Indonesia Owned 100% by the Government of the Republic of Indo- nesia; the Company's shares are not to be traded Penyertaan Modal Negara Shareholders Pemerintah Republik Indonesia Pemerintah Republik Indonesia Bidang Usaha Business Type Energi Energy Jumlah Pekerja PT Pertamina (Persero) Number of PT Pertamina (Persero) Employees 13.604 orang 13,604 people Jumlah Pekerja Pertamina Grup Number of Pertamina Group Employees 27.318 orang 27,318 people
Nama Perusahaan Company's Name PT Pertamina (Persero) Unit Kerja Pertamina 2016 Working Units of Pertamina 2016 6 Unit Pengolahan • 8 Marketing Operation Region • 593 Unit Stasiun Pengisian Bulk Elpiji (SPBE) • 64 Unit Depot Pengisian Pesawat Udara (DPPU) • 21 Unit Terminal LPG • 3 Unit Lube Oil Blending Plant (LOBP) • 116 Unit Terminal BBM • 2.130 Unit Jalur Pipa Gas • Mengoperasikan 59 unit Tanker Milik dan 160 unit Tanker Charter 6 Refinery Units • 8 Marketing Operation Regions • 593 Bulk Elpiji Filling Stations (SPBE) • 64 Aviation Fuel Depot • 21 LPG Terminals • 3 Lube Oil Blending Plant (LOBP) • 116 Fuel Terminals • 2,130 Gas Pipelines • Operates 59 Owned Fleet; and160 Chartered Fleet • 5,407 Public Fuel Filling Stations (SPBU) 5.407 Unit Stasiun Pengisian Bahan Bakar Umum (SPBU) 34 Unit Stasiun Pengisian Bahan Bakar Gas (SPBG) • 107 Terminal Khusus dan TUKS (Terminal Untuk 34 Fuel Gas Filling Stations (SPBG) • 107 Special Terminals and Own Purpose Terminals (TUKS) Kepentingan Sendiri) 167 Dermaga • 13 Unit SPM (Single Point Mooring) • 6 Unit STS (Ship to Ship) • 10 Unit CBM (Central Buoy Mooring) • 126 Unit KKR (Kapal Kecil Ringan) • 27 Anak Perusahaan • 7 Perusahaan Asosiasi • 6 Entitas Ventura Bersama 167 Harbours • 13 SPM (Single Point Mooring) • 6 STS (Ship to Ship) • 10 CBM (Central Buoy Mooring) • 126 Small Vessels • 27 Subsidiaries • 7 Associate Companies • 6 Joint Ventures Produk dan Jasa Product and Services Produk BBM (BBM PSO, BBM NPSO, BBM Penugasan (Non Jamali) Fuel Product (PSO Fuel, NPSO Fuel, Assignment Fuel (Non Jamali) Produk Non BBM (LPG PSO, LPG NPSO, Gas Products, Bitumen, Aromatic Olefin, Special Chemical) • Produk Bahan Bakar Penerbangan (Avtur, Avgas, Methanol Mixture) Perkapalan (Charter Out Kapal) Non Fuel (LPG PSO, LPG NPSO, Gas Products, Bitumen, Aromatic Olefin, Special Chemical) Aviation Fuel Products (Avtur, Avgas, Methanol Mixture) • Shipping (Charter Out) Merk Dagang Utama Main Brands Premium, Mitanku, Solar, Biosolar, Dexlite, Pertalite, Pertamax, Pertamax Plus, Pertamax Turbo, Pertamax Racing, Pertamina Dex, Diesel V10, MFO 380, ELPIJI, Bright Gas, Bright Gas Can 220Gr, MUSIcool, VI-GAS, EnvoGas Premium, Mitanku, Solar, Biosolar, Dexlite, Pertalite, Pertamax, Pertamax Plus, Pertamax Turbo, Pertamax Racing, Pertamina Dex, Diesel V10, MFO 380, ELPIJI, Bright Gas, Bright Gas Can 220Gr, MUSIcool, VI-GAS, EnvoGas Jumlah Aset Total Asset USD47,23 miliar USD47.23 billion Modal Dasar Authorized Capital Rp200.000.000.000.000,- (dua ratus triliun rupiah), terdiri dari Rp200.000.000,- (dua ratus juta) lembar saham dengan nilai nominal Rp1.000.000,- (satu juta rupiah) per lembar saham Rp200,000,000,000,000,- (two hundred trillion rupiah), consisting of Rp200,000,000 (two hundred million) shares with a nominal value of Rp1,000,000,- (one million rupiah) per share. Modal Ditempatkan per 31 Desember 2016 Issued and Fully Paid Capital as of 31 December 2016 Rp133.090.697.000.000,- (seratus tiga puluh tiga triliun sembilan puluh miliar enam ratus sembilan puluh tujuh juta rupiah), terdiri dari 133.090.697 (seratus tiga puluh tiga juta sembilan puluh ribu enam ratus sembilan puluh tujuh) lembar saham dengan nilai nominal Rp1.000.000,- (satu juta rupiah) per lembar saham. Rp133,090,697,000,000,- (one hundred thirty three trillion ninety billion six hundred ninety seven million rupiah), consisting of 83,090,697 (one hundred thirty three million ninety thousand six hundred ninety seven) shares with a nominal value of Rp1,000,000,- (one million rupiah) per share. Alamat Address Kantor Pusat Jl. Medan Merdeka Timur 1A Jakarta 10110 Indonesia Telepon: (62-21) 3815111, 3816111 Faksimili: (62-21) 3633686, 3843882 E-mail: Website: Headquarter Jl. Medan Merdeka Timur 1A Jakarta 10110 Indonesia Phone: (62-21) 3815111, 3816111 Faximile: (62-21) 3633686, 3843882 E-mail: Website: Saluran Pelaporan Pelanggaran Telp : 021-381 5909/5910/5911 SMS : 08111750612 Situs : E-mail : WBS Complaint Channel Phone : 021-381 5909/5910/5911 SMS : 08111750612 Website : E-mail : Call Center Contact Pertamina 1500 000 (lokal) Contact Pertamina 1500 000 (local) 91
92 Pertamina dari Waktu ke Waktu Pertamina Record of Events 1957 Pemerintah Republik Indonesia pada 10 Desember 1957 mendirikan perusahaan minyak dan gas dengan nama PT Permina. The Government of Republic of Indonesia on 10 December 1957 established an oil and natural gas Company named PT Permina. 1961 PT Permina berubah nama menjadi PN Permina. PT Permina was changed to PN Permina. 1968 PN Permina dan PN Pertamin bergabung menjadi PN Pertamina. PN Permina and PN Pertamin were merged into PN Pertamina. 1971 Berdasarkan UU No.8 Tahun 1971 PN Pertamina berubah menjadi Pertamina yang langsung dikendalikan oleh negara. Based on Law No.8 of 1971, PN Pertamina was changed to Pertamina, which was directly controlled by the State. 2001 Pemberlakuan UU Migas No.22 Tahun 2001 mengubah tata kelola migas di Indonesia sehingga peran Pertamina tidak lagi sebagai regulator. The enforcement of the Oil and Gas Law No.22 of 2001 changed the governance of the oil and gas industry in Indonesia so that Pertamina was no longer a regulator. 2003 Pertamina (Persero) resmi menjadi PT Pertamina berdasarkan PP No.31 Tahun 2003 tanggal 18 Juni 2003 tentang Pengalihan Bentuk Perusahaan Pertambangan Minyak dan Gas Bumi Negara (Pertamina) menjadi Perusahaan Perseroan (Persero). Pertamina was officially became PT Pertamina (Persero) based on PP No.31 Year 2003 dated 18 June 2003 regarding Alienation of the State-owned Oil and Natural Gas Mining Company (Pertamina) to the Limited Liability Company (Persero). 2005 Pada tanggal 10 Desember 2005, PT Pertamina (Persero) berganti logo baru sebagai salah satu upaya untuk menghadapi era persaingan bisnis agar lebih dinamis, andal, dan berwawasan lingkungan. On 10 December 2005, PT Pertamina (Persero) changed its logo as part of an effort to prepare for a more competitive business era with a more dynamic, reliable and environmental friendly spirit. 2007 PT Pertamina (Persero) menetapkan visi yang baru untuk "Menjadi Perusahaan Minyak Nasional Kelas Dunia" pada tanggal 10 Desember 2007. PT Pertamina (Persero) changed its vision to, "To Be a World Class National Oil Company" on 10 December 2007. 2011 PT Pertamina (Persero) menetapkan visi baru, yaitu "Menjadi Perusahaan Energi Nasional Kelas Dunia" tanggal 14 Juni 2011. PT Pertamina (Persero) set a new vision, "To Be a World Class National Energy Company" on 14 June 2011. 2012 Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) tanggal 19 Juli 2012 menyetujui Perubahan Anggaran Dasar Pertamina dalam hal perluasan bidang usaha Pertamina di bidang penyelenggaraan energi, energi baru dan terbarukan. The Extraordinary General Meeting of Shareholder (EGMS) dated 19 July 2012, approved Amendment to Pertamina's Articles of Association with regards to the Company's business areas in energy as well as new and renewable energy operations. 2013 PT Pertamina (Persero) melaksanakan ground breaking pembangunan Pertamina Energy Tower. PT Pertamina (Persero) initiated the ground breaking of Pertamina Energy Tower. 2014 PT Pertamina (Persero) mencanangkan 5 (lima) pilar strategi bisnis dalam rangka menyongsong Pertamina yang Lebih Baik, yaitu "Pengembangan Sektor Hulu, "Efisiensi di Semua Lini", "Peningkatan Kapasitas Kilang dan Petrokimia", "Pengembangan Infrastruktur & Marketing", "Perbaikan Struktur Keuangan". PT Pertamina (Persero) implemented the 5 (five) priorities of business strategy towards a better Pertamina, namely "Expansion in Upstream", "Enterprise-Wide Efficiency", "Increased Refinery and Petrochemical Capacity", "Development of Infrastructure & Marketing", and "Prudent Financial".
2015 Pada 14 Desember 2015, Menteri BUMN Selaku RUPS menyetujui perubahan Anggaran Dasar Pertamina meliputi: 1) Penambahan modal disetor dari kapitalisasi laba ditahan sebesar Rp50 triliun; 2) Penambahan kegiatan usaha baru terkait kawasan industri, optimalisasi aset dan kegiatan-kegiatan usaha yang baru bagi Perseroan sebagaimana dirinci dalam Pasal 3 Anggaran Dasar; On 14 December 2015, Minister of SOE as GMS approved the Amendment of the Pertamina's Articles of Association included: 1) Addition to the paid up capital from the capitalization of retained earning of amounting to Rp50 trillion; 2) Addition to new business activities related to the industry area, asset optimization and new activities for the Company as detailed in Article 3 of Articles Association; 3) Kewenangan persetujuan organisasi yang memerlukan persetujuan Dewan Komisaris, semula 2 (dua) tingkat di bawah Direksi menjadi 1 (satu) tingkat di bawah Direksi; 3) Organization approval authority which requires Board of Commissioners' approval, initially was 2 (two) levels below Board of Directors become 1 (one) level below Board of Directors; 4) Pinjaman kepada Anak Perusahaan yang semula harus mendapat persetujuan Dewan Komisaris, menjadi cukup dilaporkan kepada Dewan Komisaris. 4) Loan to Subsidiaries, which initially must obtain Board of Commissioners' approval become only to be reported to Board of Commissioners. Pada bulan Agustus 2016, untuk pertama kalinya Pertamina berhasil menyelesaikan proses akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P), sebuah perusahaan migas multinasional yang berkedudukan di Prancis dan tercatat di Bursa Saham Paris (Euronext Paris). M&P memiliki aset produksi dan eksplorasi di Afrika, Eropa, Asia dan Amerika. In August 2016, for the first time Pertamina has successfully completed the acquisition process for 24.53% of shares in Etablissements Maurel & Prom SA (M&P), a French-based multinational oil and gas company listed on the Paris Stock Exchange (Euronext Paris). M&P has exploration and production assets in Africa, Europe and America. 2016 Akuisisi saham M&P telah menambah portofolio investasi aset internasional Pertamina di luar negeri, menambah cadangan untuk ketahanan energi nasional serta menjadi pilar pengembangan usaha hulu Pertamina di kancah global. The acquisition of M&P's shares has added to Pertamina's investment portfolio of overseas assets, enlarging reserves for national energy security, and drives Pertamina's upstream business development in the global arena. 93
94 Sejarah Perusahaan Company History Sekitar tahun 1950-an, Pemerintah Republik Indonesia mendirikan PT Eksploitasi Tambang Minyak Sumatera Utara dan menunjuk Angkatan Darat untuk mengelola ladang minyak di wilayah Sumatera. During the 1950s, the Government of Republic of Indonesia established PT PT Eksploitasi Tambang Minyak Sumatera Utara and appointed Indonesian Army to manage oil and gas fields in Sumatra. SEJARAH PERTAMINA Pada 10 Desember 1957, perusahaan tersebut berubah Perusahaan Minyak Nasional, nama menjadi ini diperingati sebagai disingkat PERMINA. Tanggal lahirnya Pertamina hingga ini. Pada 1960, PT Permina berubah status menjadi Perusahaan Negara (PN) Permina. Kemudian, PN Permina bergabung dengan PN Pertamin menjadi PN Pertambangan Minyak dan Gas Bumi Negara (Pertamina) pada 20 Agustus 1968. PT saat PERTAMINA HISTORY On 10 December 1957, the Company changed its name to PT Perusahaan Minyak Nasional, abbreviated to PERMINA. This particular moment was eventually commemorated as the official establishment date and year, or inauguration of PT Pertamina. In 1960, PT Permina was changed to a State- owned Company PN Permina. Then, PN Permina merged with PN Pertamin to become PN Pertambangan Minyak dan Gas Bumi Negara (Pertamina) on 20 August 1968. Selanjutnya, melalui UU No.8 tahun 1971, pemerintah mengatur peran Pertamina untuk menghasilkan dan mengolah migas dari ladang-ladang minyak serta menyediakan kebutuhan bahan bakar dan gas di Indonesia. Kemudian melalui UU No.22 tahun 2001, pemerintah mengubah kedudukan Pertamina sehingga penyelenggaraan Public Service Obligation (PSO) dilakukan melalui kegiatan usaha. Later, through Law No.8 of 1971, the government stipulated that the role of Pertamina was to produce and process oil and gas from oil fields as well as to fulfill the national demand for oil and gas throughout Indonesia. The government through Law No.22 of 2001 changed Pertamina's status to perform Public Service Obligation (PSO) through its business activities. Berdasarkan PP No.31 Tahun 2003 tanggal 18 Juni 2003, Perusahaan Pertambangan Minyak dan Gas Bumi Negara berubah nama menjadi PT Pertamina (Persero) yang melakukan kegiatan usaha migas pada Sektor Hulu hingga Sektor Hilir. Pada 10 Desember 2005, Pertamina mengubah lambang kuda laut menjadi anak panah dengan warna dasar hijau, biru, dan merah yang merefleksikan unsur dinamis dan kepedulian lingkungan. Based on PP No.31 Year 2003 dated 18 June 2003, the State Oil and Gas Mining Company changed to be PT Pertamina (Persero) which engaged in oil and gas business activities in Upstream Sector up to Downstream Sector. On 10 December 2005, Pertamina changed its seahorse emblem with an arrow and base colors of green, blue and red to reflect dynamic elements and environmental awareness. Pada 20 Juli 2006, PT Pertamina (Persero) melakukan transformasi Perusahaan. PT Pertamina (Persero) mengubah visi Perusahaan yaitu, "Menjadi Perusahaan Minyak Nasional Kelas Dunia" pada fundamental dan usaha On 20 July 2006, PT Pertamina (Persero) transformed the Company's fundamentals and businesses and officially on December 10, 2007, changed its vision to, "To Be a World Class National Oil Company". Then in 2011, Pertamina
10 Desember 2007. Kemudian tahun 2011, Pertamina menyempurnakan visinya, yaitu "Menjadi Perusahaan Energi Nasional Kelas Dunia". Melalui RUPSLB tanggal 19 Juli 2012, Pertamina menambah modal ditempatkan/disetor serta memperluas kegiatan usaha Perusahaan. perfected its vision to, "To Be a World Class National Energy Company". Pertamina, through an EGMS on 19 July 2012, changed its vision, issued capital/paid up capital, as well as increased the Company's business activities. Pada 14 Desember 2015, Menteri BUMN selaku RUPS menyetujui perubahan Anggaran Dasar Pertamina dalam hal optimalisasi pemanfaatan sumber daya, peningkatan modal ditempatkan dan diambil bagian oleh negara serta perbuatan-perbuatan Direksi yang memerlukan persetujuan tertulis Dewan Komisaris. Perubahan ini telah dinyatakan pada Akta No.10 tanggal 11 Januari 2016, Notaris Lenny Janis Ishak, SH. Meanwhile on 14 December 2015, Minister of SOE as GMS approved Pertamina's Articles of Association in terms of resource utilization optimization, increasing on the issued and subscribed capital by the state as well as Board of Directors' actions that require written approval from Board of Commissioners. These changes have been stated in Deed No. 10 dated 11 January 206 of Notary Lenny Janis Ishak, SH. Pada 24 November 2016, Menteri BUMN selaku RUPS sesuai dengan SK BUMN No. S-690/MBU/11/2016, menyetujui Pertamina perubahan Anggaran Dasar terkait dengan komposisi Direksi dan Dewan Komisaris, kewenangan atas nama Direktur Utama, pembagian tugas dan wewenang Direksi, kehadiran rapat Direktur Utama dan Dewan Komisaris. On 24 November 2016, the Minister of SOE as GMS in accordance with Decree No. S-690/MBU/11/2016, approved the amendment Pertamina related to the composition of the Board of Directors and the Board of Commissioners, the authority on behalf of the Director, the division of tasks and authority of the Board of Directors, meeting attendance Directors and Board of Commissioners. 95
96 Visi, Misi, Tujuan dan Tata Nilai Vision, Mission, Goals and Values Visi MENJADI PERUSAHAAN ENERGI NASIONAL KELAS TO BE WORLD CLASS NATIONAL ENERGY Vision DUNIA COMPANY Misi MENJALANKAN USAHA MINYAK, GAS, TO CARRY OUT INTEGRATED CORE BUSINESS IN OIL, GAS, Mission SERTA ENERGI BARU NEW AND RENEWABLE DAN TERBARUKAN ENERGY BASED ON STRONG SECARA TERINTEGRASI, COMMERCIAL PRINCIPLES BERDASARKAN PRINSIP- PRINSIP KOMERSIAL YANG KUAT Tujuan Perusahaan Company's Goals Melaksanakan dan menunjang kebijakan dan Program Pemerintah di bidang Ekonomi dan Pembangunan terutama di bidang Nasional pada umumnya, Penyelenggaraan Usaha Minyak dan Gas Bumi baik di dalam maupun luar negeri serta kegiatan lain yang terkait atau menunjang kegiatan usaha di bidang minyak dan gas bumi tersebut, serta;
Implementing and supporting Government's policies and programs in Economic and National Development in general particularly in the Organization of Oil and Gas Business both domestic and overseas as well as other activities which are related to or support business activities in the oil and gas sectors, and; Pengembangan optimalisasi sumber daya yang dimiliki Perseroan untuk menghasilkan barang dan/ atau jasa yang bermutu tinggi dan berdaya saing kuat serta mengejar keuntungan guna meningkatkan nilai Perseroan dengan menerapkan prinsip-prinsip Perseroan Terbatas. Development on the resource optimization owned by the Company to produce high-quality goods and/or services and strong competitive as well as to pursue profit in order to improve Company's value by applying the Limited Liability Company principles. Pertamina memiliki visi dan misi yang telah dibahas dan disetujui oleh Dewan Komisaris, Direksi, dan Pemegang Saham pada tanggal 14 Juni 2011 dalam Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) untuk menetapkan Rencana Jangka Panjang Perusahaan (RJPP) tahun 2011-2015. Sementara Tujuan Perusahaan terbaru telah disahkan bersamaan dengan pengesahaan RJPP 2015-2019 pada 23 Desember 2015. Pertamina has vision and mission which has been discussed and approved by Board of Commissioners, Board of Directors, and Shareholders on 14 June 2011 in Extraordinary General Meeting of Shareholders (RUPSLB) to stipulate Company's Long-Term Plan (RJPP) in 2011-2015. The latest Corporate's Goals was legalized simultaneously with legalization of the RJPP 2015-2019 on 23 December 2015. PERTAMINA Laporan Tahunan 2016 Annual Report
Tata Nilai Unggulan 6C The 6C Excellent Values Pertamina memiliki tata nilai sebagai komitmen perusahaan untuk mewujudkan visi dan misinya berdasarkan standar global dan penerapan tata kelola perusahaan yang baik (Good Corporate Governance). Nilai-nilai Pertamina disebut dengan 6C, terdiri dari Clean, Competitive, Confident, Customer Focus, Commercial dan Capable, dan nilai-nilai ini wajib diketahui dan menjadi pedoman bagi seluruh karyawan dalam beraktivitas. Pertamina menetapkan enam tata nilai perusahaan yang dapat menjadi pedoman bagi seluruh karyawan dalam menjalankan aktivitas sehari-hari. Penerapan tata nilai 6C didasarkan pada Surat Keputusan Direktur Utama PT Pertamina (Persero) No.Kpts-022/ COOOOO/2013-S0 Tentang Penerapan Tata Nilai 6C 01 Pertamina dan Anak Perusahaan (Operational Holding). Pertamina holds values as the Company's commitment to realizing the vision and mission based on global standards and Good Corporate Governance implementation. The values are represented by 6C; Clean, Competitive, Confident, Customer-focused, Commercial and Capable, and these must be acknowledged and perceived as behavioural guidelines for all employees. Pertamina has established six corporate values that serve as guidelines for all employees in the running of the Company. Implementation 6C values are based on the Decree of the President Director of PT Pertamina (Persero) No.Kpts-022/COOOOO/2013-S0 On the Application of Value 6C 01 Pertamina and its subsidiaries (Operational Holding). CLEAN (BERSIH) CONFIDENT (PERCAYA DIRI) COMMERCIAL (KOMERSIAL) Dikelola secara profesional, menghindari benturan kepentingan, tidak menoleransi suap, menjunjung tinggi kepercayaan dan integritas. Berpedoman pada asas- asas tata kelola korporasi yang baik. Berperan dalam pembangunan ekonomi nasional, menjadi pelopor dalam reformasi Badan Usaha Milik Negara (BUMN), dan membangun kebanggaan bangsa. Menciptakan nilai tambah dengan orientasi komersial, mengambil keputusan berdasarkan prinsip-prinsip bisnis yang sehat. Professionally managed, avoid conflict of interest, never tolerate bribery, respect trust and integrity based on good corporate governance principles. Involvement in national economic development, as a pioneer in State-Owned Enterprise reform, and to build national pride. Create added value based on commercial orientation and make decisions based on fair business principles. COMPETITIVE (KOMPETITIF) CUSTOMER FOCUS (FOKUS PADA PELANGGAN) CAPABLE (BERKEMAMPUAN) Mampu berkompetisi dalam skala regional maupun internasional, mendorong pertumbuhan investasi, membangun budaya sadar biaya dan menghargai kinerja. Berorientasi pada kepentingan pelanggan dan berkomitmen untuk memberikan pelayanan terbaik kepada pelanggan. Dikelola oleh pemimpin dan pekerja yang profesional dan memiliki talenta dan penguasaan teknis tinggi, berkomitmen dalam membangun kemampuan riset dan pengembangan. Able to compete both regionally and internationally, support growth through investment, build a cost effective and performance oriented culture. Focus on customers and commit to give the best services to customers. Managed by professional, skilled, and highly qualified leaders and workers, committed to building research and development capabilities. 97
98 Budaya Pertamina Pertamina Culture Budaya Pertamina yang berkinerja tinggi didasari oleh perilaku kerja efektif yang berlandaskan tata nilai 6C dan iklim kerja yang kondusif berdasarkan keterlibatan pekerja (employee engagement). Wujud budaya berkinerja tinggi yang diinginkan adalah: • Melahirkan team yang solid dengan shared values tata Pertamina's a high-performance culture is based on effective working behavior based on the 6C values and supported by a conducive work environment based on employees' implementations of high- engagement. The desired performance culture are: • To create a solid team with shared values of value system nilai 6C sebagai pemersatu 6C as the uniting factor Terwujudnya kompetensi dan karakter para pekerja Pertamina yang dihargai setara dengan standar nilai perusahaan global industri migas The the competence and characters of Pertamina's employees on par with global standards of values in oil and gas industry enterprises. realizing Terbentuknya siap kader-kader pemimpin meneruskan dan meningkatkan value di semua bidang usaha yang The existence of a cadre of leaders who are ready to continue and improve the values in all areas of business. Budaya Pertamina dimulai dari bagaimana Leaders menanamkan nilai-nilai yang kemudian akan membentuk Perilaku, Perilaku akan membentuk Budaya, dan akhirnya Budaya itulah yang akan mendorong Performance (Kinerja). Di Pertamina, terdapat 9 (sembilan) elemen pembentuk budaya berkinerja tinggi dengan indikator sebagai berikut: Pertamina's culture starts from how Pertamina Leaders instill values that will create Conduct. The conduct will shape the culture, and ultimately the culture will encourage Performance. In Pertamina, there are nine 9 (nine) elements that shape high- performance culture with the following indicators: 9 Elemen Kesehatan Perusahaan yang Diukur OPP 9 Elements of The Company's Healthiness as Measured by OPP Bagaimana Perusahaan memastikan tiap individu memahami apa yang diharapkan dari mereka, memiliki otorisasi yang cukup serta merasa bertanggung jawab untuk menghasilkan kinerja How the company ensures that each individual understands what is expected of them and has sufficient authorization and also feels responsible for performance. Direction Bagaimana Perusahaan melibatkan external stakeholders penting (customers, suppliers, partners, and others) untuk menciptakan dan menghasilkan nilai secara lebih efektif, baik untuk saat ini maupun masa datang How the company involves external stakeholders (customers, suppliers, partners, and others) to create and produce values in a more effective way, both for current and future. Accountability External Orientation Leadership Bagaimana Perusahaan mengkomunikasikan visi yang jelas dan menggugah, bagaimana mencapainya dan apa artinya bagi tiap kata. How the company communicates a clear and evocative vision, how to achieve it and what each word means. Coordination and Control Bagaimana Perusahaan secara konsisten mengukur dan mengelola bisnis dan risiko, dan bertindak untuk mengatasi masalah yang timbul. How the company consistently measures and manages their business and risks, and the actions to address problems. Innovation Bagaimana Perusahaan mendorong dan memupuk ide-ide baru, baik inovasi radikal maupun perbaikan bertahap sehingga Perusahaan bisa bertumbuh dan berkembang secara efektif. How the company encourages and fosters new ideas, both radical innovations as well as gradual improvements so that the company can develop and grow effectively. Bagaimana Perusahaan menggunakan gaya kepemimpinan yang efektif untuk mendorong tindakan- tindakan pekerja yang mendorong kinerja tinggi. How the company ensures that each individual understands what is expected of them and has sufficient authorization and also feels responsible for performance. Capability Culture & Climate Motivation Bagaimana Perusahaan membangun loyalitas dan antusiasme pekerja, serta menginspirasi pekerja untuk melakukan upaya extraordinary bagi pencapaian kinerja terbaik. How the company builds loyalty and enthusiasm in employees, as well as inspires them to perform extraordinary efforts to achieve best performance. Bagaimana Perusahaan memastikan keahlian dan talent institusional dibangun di Perusahaan guna mengeksekusi strategi dan menciptakan competitive advantage. How the company ensures that the institutional expertise and talent are built within the company to execute strategies and create competitive advantages. Bagaimana Perusahaan menumbuhkan nilai-nilai yang jelas dan konsisten, serta membangun norma kerja yang mendorong perilaku efektif. How the company fosters clear and consistent values, and builds working norms that encourage effective behavior. Kesembilan elemen tersebut diukur melalui survei yang dilakukan setiap 3 tahun sekali (Organizational Performance Profile - OPP Survey), dan dimonitor setiap tahunnya melalui Survey Theme-O-Meter. Berdasarkan hasil survei tersebut, Perseroan membuat program-program intervensinya agar didapat perbaikan atas hasilnya. Those nine elements were measured through a survey conducted every 3 years (Organizational Performance Profile - OPP Survey), and is monitored every year Theme-O-Meter Survey. Based on results of the survey, the Company prepared intervention program with the objective of improving the results.
Makna Logo Meanings of the Logo Makna dari logo Pertamina adalah: 1. Warna biru memiliki arti andal, dapat dipercaya dan The meanings of Pertamina's logo are: 1. Blue means reliable, trustworthy and responsible. bertanggung jawab. 2. Warna hijau memiliki arti sumber daya energi yang 2. Green means energy resources with environmental sensitivity. 2. Green means energy resources with environmental sensitivity. 3. Warna merah memiliki arti keuletan dan ketegasan serta keberanian dalam menghadapi berbagai macam kesulitan. 3. Red means tenacity and decisiveness and courage to face many difficulties. Simbol grafis memiliki arti: 1. Bentuk anak panah menggambarkan aspirasi organisasi Pertamina untuk senantiasa bergerak ke depan, maju dan progresif. Simbol ini juga mengisyaratkan huruf "P" yakni huruf pertama dari Pertamina. Meaning of the graphic symbols: 1. The shape of arrows depict the aspirations of Pertamina to continually move forward, to be advanced and to be progressive. This symbol also symbolizes the letter "P" which is the first letter of Pertamina. 2. Tiga elemen berwarna melambangkan pulau-pulau dengan berbagai skala yang merupakan bentuk negara Indonesia. 2. Three-colored elements symbolize the islands with various sizes forming the shape of Indonesia. Makna Tagline Meaning of the Tagline Semangat Terbarukan "Renewable Spirit" termaknai di balik slogan "Semangat Filosofi yang Terbarukan" merujuk pada konsep beyond innovation. Pertamina bercita-cita membangun suatu kekuatan berprestasi dengan kemampuan yang tak terbatas untuk selalu berubah, beradaptasi secara terus menerus, dan berevolusi untuk menjadi yang terbaru. Cita-cita ini menjadi dorongan bagi setiap insan Pertamina, memotivasi setiap kinerja insan Pertamina untuk terus melesat ke depan. The philosophy behind the slogan "Renewable Spirit" refers to the concept beyond innovation. Pertamina aspires to build outstanding strength with unlimited ability to constantly change, continuously adapt, and be evolved to be the most current. These ideals become encouragement for every person in Pertamina, and to motivate each person's performance to continue move forward. 99
100 Kegiatan Usaha Terintegrasi Pertamina Pertamina Integrated Business Activities Upstream Crude Oil and Refined Product Imports Drilling Services Trading/Export Crude Oil Upstream Gas Trading/Transmission Transmission Lines Exploration, Development & Production Domestically & Overseas Natural Gas Production Facilities LNG Plants Steam Production Facilities Geothermal Key Operating Companies* Upstream PT Pertamina EP • PT Pertamina EP Cepu • PT Pertamina Drilling Services Indonesia • PT Pertamina Hulu Energi • PT Pertamina Geothermal Energy PT Pertamina Internasional Eksplorasi dan Produksi • PT Elnusa Tbk • PT Pertamina EP Cepu ADK PERTAMINA Laporan Tahunan 2016 Annual Report
Crude Oil Process LNG Trading Power Plants Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Downstream Refining Marketing & Trading Refined products Distribution through Fuel Depots and Stations; Kerosene, Gasoline, Diesel, HSD, LPG Refineries Petrochemical Products Marketing and Trading Petrochemical Facilities LPG LPG Plants LNG Export to Other Countries LNG Shipping Electricity Electricity Distributor Gas, New and Renewable Energy Downstream PT Pertamina Gas • PT Pertamina Power Indonesia • PT Pertamina Geothermal Energy PT Pertamina Trans Kontinental • PT Pertamina Retail • PT Pertamina Lubricants • PT Pertamina Patra Niaga • Pertamina International Timor S.A** Anak Perusahaan Aktif/Active Subsidiaries ** Perusahaan afiliasi yang Laporan Keuangannya dikonsolidasi di PT Pertamina (Persero) Affiliated Company whose Financial Statements are consolidated into PT Pertamina (Persero) PERTAMINA Laporan Tahunan 2016 Annual Report 101
102 Bidang Usaha Business Activity Kegiatan usaha Pertamina sesuai dengan Keputusan Menteri BUMN selaku RUPS tanggal 24 November 2016 tentang Perubahan Anggaran Dasar Perusahaan Perseroan (Persero) PT Pertamina yang dinyatakan pada akta No. 27 tanggal 19 Desember 2016, adalah kegiatan usaha di bidang penyelenggaraan usaha energi, yaitu minyak dan gas bumi, energi baru dan terbarukan, serta kegiatan lain yang terkait atau menunjang kegiatan usaha di bidang energi, yaitu minyak dan gas bumi, energi baru dan terbarukan tersebut serta pengembangan optimalisasi sumber daya yang dimiliki Perusahaan. In accordance with Decree of Minister of SOE as GMS dated 24 November 2016 on Changes to the Articles of Association of PT Pertamina (Persero) as stated in Notary Deed No. 27 dated 19 December 2016, the Company's business activities are business activities in the field of energy operation organization, such as oil and gas, new and renewable energy, as well as other activities relevant to or supports business activities in energy sector, such as oil and gas, new and renewable energy optimization on the resources owned by the Company. Berdasarkan Anggaran Dasar, Pertamina dapat melaksanakan usaha utama, antara lain melaksanakan: 1) Eksplorasi minyak dan gas bumi; 2) Eksploitasi minyak dan gas bumi; 3) Kegiatan di bidang energi listrik termasuk tetapi tidak terbatas pada eksplorasi dan ekploitasi energi panas bumi, pembangkit listrik tenaga panas bumi (PLTP), pembangkit listrik tenaga gas (PLTG) dan energi listrik yang dihasilkan Perusahaan; Based on the Articles of Association, the Company may carry out main business, among others to carry out: 1) Oil and gas exploration; 2) Oil and gas exploitation; 3) Activities in electric energy sector including but not limited to exploration and exploitation of geothermal, geothermal power plan, gas fired power plant and electric energy generated by Company; 4) Kegiatan pengolahan yang menghasilkan bahan bakar minyak (BBM), bahan bakar khusus, non bahan bakar minyak (non-BBM), petrokimia, bahan bakar gas (BBG), LNG, GTL dan hasil/produk lainnya baik produk akhir ataupun produk antara; 4) Processing activities which generates Fuel, Special Fuel, Non Fuel, Petrochemical, Gas Fuel, LNG, GTL and other result/production both final products or semi-finished products; 5) Kegiatan penyediaan bahan baku, pengolahan, pengangkutan, penyimpanan dan niaga bahan bakar nabati (BBN); 5) Biofuel material supply, processing, storage and commercial activities; 5) Biofuel material supply, processing, storage and commercial activities; 6) Kegiatan pengangkutan minyak bumi, BBM, BBG dan/ atau hasil/produk lain melalui darat, air dan/atau udara termasuk pengangkutan gas bumi melalui pipa; 6) Transportation activities of oil, fuel, gas fuel and/or results/other products through ground, water and/or air including gas transportation through pipelines; 7) Kegiatan penyimpanan (penerimaan, pengumpulan, penampungan dan pengeluaran) minyak bumi, BBM, BBG dan/atau hasil/produk lain pada lokasi di atas tanah dan/atau dan/atau di bawah permukaan permukaan air; 7) Storage activities (receiving, collecting and dispensing) of oil, fuel, gas fuel and/or other results/products to locations above and/or below ground surface and/or water surface; 8) Kegiatan niaga (pembelian, penjualan, ekspor, impor) minyak bumi, BBM, BBG dan/atau hasil/produk lain, termasuk niaga energi listrik; 8) Commercial activities (purchasing, selling, exporting, importing) of oil, fuel, gas fuel and/or other results/ products, including electrical energy commercial; 9) Kegiatan pengembangan, eksplorasi, produksi dan 9) Development, exploration, production and commercial activities on new and renewable energy. 9) Development, exploration, production and commercial activities on new and renewable energy.
Selain kegiatan usaha utama tersebut di atas, Pertamina dapat melakukan kegiatan usaha dalam rangka optimalisasi pemanfaatan sumber daya yang dimiliki untuk: 1) Trading house, real estate, pergudangan, pariwisata, resort, olahraga dan rekreasi, rest area, rumah sakit, telekomunikasi, pendidikan, penelitian, prasarana jasa penyewaan dan pengusahaan sarana dan prasarana yang dimiliki Perusahaan, jalan tol dan pusat perbelanjaan; In addition to the main business activities as mentioned hereinabove, Company can carry out business activities for optimization of the resource utilization owned for: 1) Trading house, real estate, warehousing, tourism, sport and recreation, rest area, hospital, education, research, telecommunication rental service and operation of facilities and infrastructures owned by copany, toll road and mall; infrastructure, 2) Pengelolaan kawasan ekonomi khusus; 3) Pengelolaan kawasan industri; 4) Kegiatan usaha dalam rangka melaksanakan kegiatan usaha lainnya yang menunjang dan terkait dengan kegiatan usaha utama. 2) Management on special economic area; 3) Industrial area management; 4) Business activities in order to carry out other business activities which support and related to the main business activities. 1. Sektor Hulu 1. Upstream Sector Sektor hulu terdiri dari kegiatan eksplorasi, pengembangan dan produksi minyak dan gas. Kegiatan usaha lainnya pada sektor ini adalah jasa teknologi bidang hulu, jasa pengeboran, jasa perawatan sumur, pengembangan energi panas bumi dan gas metana batu bara (GMB) serta shale gas. Pertamina's upstream sector's activities include exploration, development and production of oil and natural gas. Other business activities in this sector are upstream technology services, drilling services, well maintenance services, development of geothermal energy and coal bed methane (CBM) and shale gas. 2. Sektor Pengolahan 2. Refinery Sector Sektor pengolahan mencakup kegiatan usaha di dalam negeri diantaranya kilang pengolahan (refinery) dan pengelolaan kilang petrokimia. In this sector, Pertamina carries out business activities in the country which include refinery and petrochemical refinery management. 3. Sektor Gas, Energi Baru dan Terbarukan Di sektor gas dan energi baru terbarukan (GEBT), Pertamina telah melakukan beragam penelitian dan pendekatan terkait pengembangan EBT untuk pembangkit listrik dan EBT sebagai bahan bakar nabati non konvensional, termasuk melakukan studi kelayakan untuk pembangkit listrik tenaga biogas dan pembangkit listrik tenaga surya, serta pengembangan bahan bakar nabati berupa green diesel dan bio LNG. Sektor ini juga membawahi proyek- proyek infrastruktur gas seperti pembangunan fasilitas regasifikasi LNG, jalur pipa gas, dan SPBG. 3. Gas and New Renewable Energy Sector In gas and new renewable energy sector (GEBT), Pertamina has conducted a variety of research and approaches related to the renewable energy development for power generation and unconventional bio-fuels, including to conduct feasibility studies for biogas power plants and solar power plants, and the development of bio-fuels in the form of green diesel and bio LNG. The sector is also in charge of gas infrastructure projects such as construction of LNG regasification facilities, gas pipelines, and gas refueling stations. 4. Sektor Pemasaran Di sektor pemasaran, Pertamina melakukan usaha pemasaran, perdagangan dan distribusi berbagai jenis produk seperti bahan bakar minyak (BBM), pelumas, LPG, produk petrokimia serta produk-produk non-BBM lainnya untuk pasar domestik dan mancanegara. 4. Marketing Sector In marketing sector, Pertamina carries out marketing, trading and distribution of a number of products such as fuel, lubricants, LPG, petrochemical products and other non-fuel products to domestic and overseas markets. 103
104 Produk dan Jasa Products and Services Produk Products 1. Bahan bakar minyak (BBM) yang dipasarkan secara ritel untuk umum, terdiri dari bahan bakar minyak bersubsidi (PSO), penugasan, dan non subsidi (non PSO). Termasuk dalam kategori ini antara lain Solar PSO, Biosolar PSO, Kerosene PSO, Premium Penugasan, Solar non PSO, Premium non PSO, Kerosene non PSO. 1. Oil fuel supplied in retail for public, consisting of subsidized (PSO) and non-susbsidized (non PSO) fuel oil. Including, among others, Diesel fuel PSO, Biosolar PSO, Kerosene PSO, Premium Non Jamali, Diesel fuel non PSO, Premium non PSO, Kerosene non PSO. 2. BBM yang dipasarkan untuk industri, terdiri dari non subsidi (non PSO) dan sebagian kecil BBM bersubsidi (PSO). Termasuk dalam kategori ini antara lain Premium non PSO, Solar non PSO, Kerosene PSO dan non PSO, IFO, IDO, MFO 380 dan MGO. 2. Oil fuel supplied for industry, consisting of non- subsidized (non PSO) and a small part of subsidized Oil Fuel (PSO). Including, among others, Premium, Diesel fuel, Kerosene, IFO, IDO, MFO 380 and MGO. 3. Bahan bakar khusus (BBK) yang dipasarkan secara retail untuk umum antara lain Pertalite, Pertamax, Pertamax Plus, Pertamax Turbo, Pertamax Racing, Dexlite, dan Pertamina Dex. 3. Special fuel supplied in retail for public, among others, Pertamax, Pertamax Plus, Pertalite, Pertamina Dex, dan Pertamax Racing. 4. Bahan Bakar Penerbangan, yaitu Avtur, Avgas dan Methanol Mixture. 4. Aviation Fuel, such as Avtur, Avgas and Methanol Mixture used for flights in accordance with machine characteristics. 5. Produk domestik gas yang dipasarkan secara ritel maupun industri, terdiri dari: LPG PSO (ELPIJI 3kg), LPG non PSO (ELPIJI 12kg, ELPIJI 50kg, ELPIJI Bulk, Bright Gas 12kg, Bright Gas 5,5kg, Bright Gas Can 220gr, Gas Product (Vi-Gas, HAP, MusiCool) dan jasa Cooldown. 5. Domestic product of gas marketed in retail and industry, consists of LPG Public Service Obligation (PSO) (ELPIJI 3kgs), LPG non PSO (ELPIJI 12kgs, ELPIJI 50kgs, Bulk ELPIJI, Bright Gas 12kgs, Bright Gas 5.5kgs, Bright Gas Can 220gr), Gas Products (Vi-Gas, HAP, MusiCool) and Cooldown service. 6. Produk petrokimia, yang terdiri dari 3 kategori utama produk yaitu Bitumen, Aromatic Olefins, dan special chemical yang digunakan untuk kebutuhan industri. 6. Petrochemical products, which consists of 3 main categories; Bitumen, Aromatic Olefins, and special chemical used for industrial purpose. 7. LNG untuk industri, LNG untuk kereta api, LNG untuk vehicle, LNG untuk pertambangan, CNG, City Gas, gas untuk industri dan pembangkit listrik. 7. LNG for industry, LNG for train, LNG for vehicle, LNG for Mining, CNG, City Gas, gas for industry and power generation.
Jasa Services 1. Jasa angkutan laut Internal Customer Crude, Intermedia, produk BBM & Non BBM. 1. Marine transportation service such as Internal Customer Crude, Intermedia, oil fuel and non fuel product. 2. Jasa angkutan laut eksternal customer (charter out). 2. External customer marine transportation services (charter out). 3. Jasa Floating Storage & Offloading. 3. Floating Storage & Offloading services. 4. Jasa Vetting. 4. Vetting service. 5. Marine Services: Teknik Bawah Air, Docking, Jasa Radio Agency, Mooring Master, dan Maritim. 5. Marine Services: Underwater Technique, Docking, Agency, Mooring Master and Maritime Radio Services. 6. Jasa Offshore kepelabuhanan dan dermaga. Support Vessel, sarana 6. Offshore Support Vessel service, port and dock facilities. 7. Jasa solusi teknologi hulu dalam bentuk task force specialist, kajian dan evaluasi termasuk di dalamnya peer review, problem solving, sentralisasi data dan aplikasi perangkat lunak, simulasi dan pemodelan, workshop dan pelatihan serta solusi lainnya. 7. Upstream technology solutions services in the form of task force specialist, studies and evaluations included peer review, problem solving, data centralization and software applications, simulation and modelling, workshops and training as well as other solutions. 105
106 Struktur Grup Perusahaan Company's Group Structure UPSTREAM GAS s e i r a i d i s b u S Pertamina PT PDV Pertamina PT PDV 99.99% 0.01% 98.72% 1.28% Pertamina PT PDV Pertamina PT PDV 99% 1% 90.06% 9.94% Pertamina 99.99% PT Pertamina Retail 0.01% Pertamina PT PGE
99% 1% ** | k a n A s a t i t n E Pertamina PT PHE 99.89% 0.11%
Pertamina PT PDV 99.9% 0.1% Pertamina 99.999997% 0.000003% PT PDV Pertamina Pertamina PT PDV Pertamina 100% 99% 1% 100%
Pertamina DP Pertamina Public <5% 41.10% 14.90% 44.00% Pertamina PT PHE 99.93% 0.07% Keterangan/Notes: * ** Beku operasi/Dormant *** Perusahaan afiliasi yang Laporan Keuangannya dikonsolidasi di PT Pertamina (Persero) Affiliated company whose Financial Statements are consolidated into PT Pertamina (Persero) Belum beroperasi/Not yet in operating
DOWNSTREAM FINANCE AND SERVICES Pertamina PT PTK 99.904% 0.096% Pertamina PT PTC 99.999% 0.001% Pertamina 99.93% PT Patra Niaga 0.07% Pertamina PT PDV 99.98% 0.02% Pertamina PT PTK 99.9994% 0.0006% Pertamina PT PDV 99.95% 0.05% Pertamina 99.98% PT Patra Niaga 0.02% Pertamina PT Patra Jasa 99.997% 0.003% Pertamina Energy Trading Ltd (Dalam Likuidasi) Pertamina 100% *** PT Pertamina Patra Niaga 50% PT Pertamina Retail 45% 4 - Consorcio Timor Progresso, Lda 5% Pertamina PT PDV 91% 9% Pertamina PT Sakti Laksana Prima Siti Taskiyah M. Satya Permadi 65% 17.60% 12.15% 5.25%
Pertamina PT Lubricant 99.5% 0.5% 107
108 Struktur Organisasi Organizational Structure Dwi Soetjipto Direktur Utama & CEO President Director & CEO Syamsu Alam Yenni Andayani Rachmad Hardadi Arief Budiman Direktur Hulu Upstream Director Direktur Gas Gas Director Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Corporate Secretary SVP Exploration SVP Strategic Planning & Business Development SVP Business Development SVP Financing & Business Support Chief Legal Counsel & Compliance SVP Upstream Strategic Planning & Opt Eval SVP Engineering, Operation & Technology Development Petrochemical Project Coordinator SVP Controller Chief Audit Executive SVP Development & Technology SVP Gas & Power SVP Corporate Strategic Growth SVP Upstream Business Development VP HSSE Gas VP HSSE Upstream
Ahmad Bambang Wakil Direktur Utama Deputy President Director/Chief Operating Officer Downstream & NRE Dwi Wahyu Daryoto Toharso Muchamad Iskandar Direktur Sumber Daya Manusia, Teknologi Informasi & Umum HR, Information Technology & General Affairs Director Direktur Pengolahan Refinery Director Direktur Pemasaran Marketing Director SVP HR Development SVP Health, Safety, Security & Environment SVP Refining Operation VP Strategic Planning & Business Development SVP New & Renewable Energy SVP Corporate Shared Service SVP Integrated Supply Chain VP HSSE Refinery SVP Fuel Marketing & Distribution SVP Asset Management SVP Research & Technology SVP Non Fuel Marketing VP Quality, System & Knowledge Management SVP Shipping VP HSSE Marketing 109
110 Pejabat Senior Senior Officers Wisnuntoro Sekretaris Perusahaan Corporate Secretary Wahyu Wijayanto Chief Audit Executive Amran Anwar SVP Development & Technology Doddy Priambodo SVP Exploration Tanudji D. SVP Engineering, Operation & Technology Development Iriawan Yulianto SVP Business Development Mulyono SVP Shipping Jeffrey Tjahja Indra SVP Corporate Shared Service Development PERTAMINA Laporan Tahunan 2016 Annual Report Genades Panjaitan Chief Legal Counsel & Compliance Daniel Syahputra Purba SVP Integrated Supply Chain Meidawati SVP Upstream Strategic Planning & Opt Eval Denie S.Tampubolon SVP Upstream Business Development Djohardi Angga Kusumah SVP Gas & Power Michael Ricardo Sihombing SVP Refining Operation Insan Purwarisya L. Tobing SVP HR Development Gathot Harsono SVP Asset Management
Direktur Utama Anak Perusahaan President Director of Subsidiaries PT Pertamina EP PT Pertamina Hulu Energi PT Pertamina EP Cepu PT Pertamina Internasional EP PT PEPC Alas Dara & Kemuning PT Pertamina Geothermal Energi PT Pertamina Drilling Services Indonesia PT Pertamina Gas Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Rony Gunawan Direktur Utama PT Pertamina EP President Director of PT Pertamina EP R. Gunung Sardjono Hadi Direktur Utama PT Pertamina Hulu Energi President Director of PT Pertamina Hulu Energi Adriansyah Direktur Utama PT Pertamina EP Cepu President Director of PT Pertamina EP Cepu Slamet Riadhy Direktur Utama PT Pertamina Internasional EP President Director of PT Pertamina Internasional EP Simamora Jhon H. Direktur Utama PT PEPC Alas Dara & Kemuning President Director of PT PEPC Alas Dara & Kemuning Irfan Zainuddin Direktur Utama PT Pertamina Geothermal Energi President Director of PT Pertamina Geothermal Energi Lelin Eprianto Direktur Utama PT Pertamina Drilling Services Indonesia President Director of PT Pertamina Pertamina Drilling Services Indonesia Hendra Jaya Direktur Utama PT Pertamina Gas President Director of PT Pertamina Gas Menjabat sampai dengan tanggal 30 Agustus 2016 Served until the date of August 30, 2016 PERTAMINA Laporan Tahunan 2016 Annual Report 111
112 112 Direktur Utama Anak Perusahaan President Director of Subsidiaries PT Pertamina Lubricants Gigih Wahyu Hari Irianto Direktur Utama PT Pertamina Lubricants President Director of PT Pertamina Lubricants PT Pertamina Patra Niaga Gandhi Sriwidodo Direktur Utama PT Pertamina Patra Niaga President Director of PT Pertamina Patra Niaga PT Patra Jasa Muhamad Haryo Yunianto Direktur Utama PT Patra Jasa President Director of PT Patra Jasa Conoco Phillips Djoko N. Imanhardjo Direktur Utama Conoco Phillips Algeria, Ltd President Director of Conoco Phillips Algeria, Ltd Menjabat sampai dengan tanggal 27 November 2016 Served until the date of 27 November 2016 PT Pertamina Hulu Indonesia Denie S. Tampubolon Direktur PT Pertamina Hulu Indonesia Director of PT Pertamina Hulu Indonesia PT Pertamina Bina Medika Mardjo Soebiandono Direktur Utama PT Pertamina Bina Medika President Director of PT Pertamina Bina Medika PT Pertamina Trans Kontinental Subagjo Hari Moeljanto Direktur Utama PT Pertamina Trans Kontinental President Director of PT Pertamina Trans Kontinental Menjabat sampai dengan tanggal 23 Desember 2016 Served until the date of 23 December 2016 PT Pertamina Dana Ventura Anik Makaryani Direktur Utama PT Pertamina Dana Ventura President Director of PT Pertamina Dana Ventura PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PT Tugu Pratama Indonesia Sabam Hutajulu Direktur Utama PT Tugu Pratama Indonesia President Director of PT Tugu Pratama Indonesia PT ELNUSA, Tbk Tolingul Anwar Direktur Utama PT ELNUSA, Tbk President Director of PT ELNUSA, Tbk PT Pertamina Training & Consulting Taryono Direktur Utama PT Pertamina Training & Consulting President Director of PT Pertamina Training & Consulting PT Pelita Air Service Dani Adriananta Plt. Direktur Utama PT Pelita Air Service Acting President Director of PT Pelita Air Service PERTAMINA Laporan Tahunan 2016 Annual Report 113 113
114 Daftar Entitas Anak List of Subsidiaries No. Nama Entitas Anak Name of Subsidiaries Persentase Kepemilikan Saham Shares in Percentage Tanggal Berdiri Date of Establishment Status Operasi Operation Status Bidang Usaha Business Type 1 PT PERTAMINA EP PT Pertamina (Persero) (99.99%) PT Pertamina Dana Ventura (0.01%) 13 September 2005 13 September 2005 Beroperasi Operating Pengelolaan usaha hulu di bidang minyak dan gas bumi yang meliputi eksplorasi, eksploitasi serta penjualan produksi minyak dan gas bumi hasil kegiatan eksploitasi. Management of upstream oil and gas business which includes exploration, exploitation, and sales of oil and gas produced from the exploitation activities. 2 PT PERTAMINA GEOTHERMAL ENERGY PT Pertamina (Persero) (90.06%) PT Pertamina Dana Ventura (9.94%) 12 Desember 2006 12 December 2006 Beroperasi Operating Pengelolaan dan pengembangan sumber daya panas bumi yang meliputi kegiatan eksplorasi dan eksploitasi, produksi uap dan pembangkitan listrik dan jasa konsultasi, konstruksi, operasi dan pemeliharaan serta pengembangan teknologi. Management and development of geothermal resources which includes exploration and exploitation activities, the production of steam and electricity generation and consulting services, construction, operation and maintenance as well as technology development. 3 PT PERTAMINA HULU ENERGI PT Pertamina (Persero) (98.72%) PT Pertamina Dana Ventura (1.28%) 29 Juni 2007 29 June 2007 Beroperasi Operating Pengelolaan usaha sektor hulu minyak & gas bumi serta energi baik dalam maupun luar negeri serta kegiatan usaha yang terkait dan/atau menunjang kegiatan usaha di bidang minyak dan gas bumi. Upstream oil & gas and energy business management both inside and outside the country as well as related and/or supporting business activities in the field of oil and gas. 4 PT PERTAMINA EP CEPU PT Pertamina (Persero) (99%) PT Pertamina Dana Ventura (1%) Pada 15 Februari 2007 berubah menjadi Anak Perusahaan PT Pertamina (Persero), sebelumnya berdiri14 September 2005 sebagai Anak Perusahaan PT Pertamina EP Acquired as a Subsidiary of PT Pertamina (Persero) on 15 February 2007, previously founded on 14 September 2005 as Subsidiary of PT Pertamina EP, operating. Beroperasi Operating Pengelolaan usaha hulu di bidang minyak dan gas bumi yang meliputi eksplorasi, eksploitasi dan produksi di Blok Cepu. Upstream oil and gas business management, including exploration, exploitation and production in Cepu. 5 PT PERTAMINA DRILLING SERVICES INDONESIA PT Pertamina (Persero) (99.89%) PT Pertamina Hulu Energi (0.11%) 13 Juni 2008 13 June 2008 Beroperasi Operating Pengelolaan dan pengembangan sumber daya jasa drilling yang meliputi eksplorasi dan eksploitasi migas atau panas bumi. Management and development of drilling services including exploration and exploitation of oil and gas or geothermal. 6 PT PERTAMINA EP CEPU ALAS DARA & KEMUNING PT Pertamina (Persero) (99%) PT Pertamina Dana Ventura (1%) 15 Agustus 2013 15 August 2013 Beroperasi pada tahap eksplorasi Operating in exploration stage Pengelolaan usaha hulu yang meliputi eksplorasi, eksploitasi dan produksi di Blok Cepu Alas Dara & Kemuning. Upstream business management, including exploration, exploitation and production in Block Cepu Alas Dara & Kemuning. 7 PT PERTAMINA INTERNASIONAL EKSPLORASI DAN PRODUKSI PT Pertamina (Persero) (99.999997%) PT Pertamina Dana Ventura (0.000003%) 18 November 2013 18 November 2013 Beroperasi Operating Pengelolaan usaha hulu di bidang minyak, gas bumi dan energi yang meliputi kegiatan eksplorasi dan produksi. Management of upstream operations in the field of oil, gas and energy which includes exploration and production activities. 8 CONOCOPHILLIPS ALGERIA Ltd PT Pertamina (Persero) (100%) Berdiri 3 Oktober 2007 dan 27 November 2013 diakuisisi oleh PT Pertamina (Persero) Founded on 3 October 2007 and acquired by PT Pertamina (Persero) on 27 November 2013, operating Beroperasi Operating Pengelolaan usaha hulu di bidang minyak dan gas bumi yang meliputi eksplorasi, eksploitasi serta penjualan produksi minyak dan gas bumi hasil kegiatan eksploitasi. Management of upstream operations in the field of oil, gas and energy which includes exploration, exploitation and sale of oil and gas production resulting from exploitation activities.
No. Nama Entitas Anak Name of Subsidiaries Persentase Kepemilikan Saham Shares in Percentage Tanggal Berdiri Date of Establishment Status Operasi Operation Status Bidang Usaha Business Type 9 PT PERTAMINA POWER INDONESIA PT Pertamina (Persero) (99%) PT PGE (1%) 26 Oktober 2016 26 October 2016 Beroperasi Operating Produksi, perbaikan dan perdagangan peralatan tenaga listrik, yang berasal dari sumber energi lainnya seperti gas alam, air, panas bumi, matahari, dan lain-lain. Production, repair and trade of equipment for electricity generated from other energy sources such as natural gas, hydro, geothermal, solar, and others. 10 PT PERTAMINA GAS PT Pertamina (Persero) (99.99%) PT Pertamina Retail (0.01%) 23 Desember 2007 23 December 2007 Beroperasi Operating Pengelolaan usaha di bidang niaga, transportasi, distribusi, pemrosesan dan bisnis lainnya yang terkait dengan gas alam dan produk turunannya. Business management in the fields of commerce, transportation, distribution, processing and other business related to natural gas and its derivatives. 11 PT PERTAMINA PATRA NIAGA PT Pertamina (Persero) (99.904%) PT Pertamina Trans Kontinental (0.096%) Pada 31 Januari 2012 menjadi PT Pertamina Patra Niaga, sebelumnya didirikan pada 27 Februari 1997 bernama PT Elnusa Harapan Became PT Pertamina Patra Niaga on 31 January 2012, previously PT Elnusa Harapan founded on 27 February 1997, operating Beroperasi Operating Jasa teknologi, jasa perdagangan non BBM serta industri di bidang pertambangan minyak dan gas bumi. Technology services, trade services for non-fuel and oil and gas mining industry. 12 PT PERTAMINA TRANS KONTINENTAL PT Pertamina (Persero) (99.999%) PT Pertamina Training & Consulting (0.001%) 9 September 1969 9 September 1969 Beroperasi Operating Jasa operasi perkapalan meliputi supply vessels, tug boat, cargo vessels, keagenan dan pengelolaan dermaga Kabil di Pulau Batam Shipping operation services including supply vessels, tug boats, cargo vessels, agency andmanagement of Kabil jetty in Batam Island 13 PT PERTAMINA RETAIL PT Pertamina Gas (99.9994%) PT Pertamina Trans Kontinental (0.0006%) 17 Juni 1997 17 June 1997 Beroperasi Operating Pengelolaan usaha retail SPBU serta perdagangan dan jasa pengangkutan BBM Retail gas station business management as well as trade and transportation services for BBM. 14 PT PERTAMINA LUBRICANTS PT Pertamina (Persero) (99.95%) PT Pertamina Dana Ventura (0.05%) 23 September 2013 23 September 2013 Beroperasi Operating Pengelolaan kegiatan produksi, perdagangan, pengangkutan, distribusi, penyimpanan produk pelumas dan turunannya. Management of production, trading, transportation, distribution, storage activities for lubricant and its derivatives. 15 PT PERTAMINA INTERNASIONAL SHIPPING PT Pertamina (Persero) (99.5%) PT Pertamina Lubricants (0.5%) 23 Desember 2016 23 December 2016 Beroperasi Operating Pengelolaan usaha di bidang pelayaran dengan kegiatan usaha utama pelayaran komoditi minyak dan gas bumi serta kegiatan penunjang lainnya. Business management in the field of shipping, with main business activity is the shipping of oil and gas commodities, and other supporting activities. 16 PT PERTAMINA TRAINING & CONSULTING PT Pertamina (Persero) (91%) PT Pertamina Dana Ventura (9%) 25 Februari 2002 25 February 2002 Beroperasi Operating Jasa pengembangan SDM, pengkajian dan konsultasi sistem manajemen untuk menunjang kegiatan migas dan panas bumi. HR development services, assessment and consultation on management systems in support of oil and gas and geothermal activities. 17 PT PATRA JASA PT Pertamina (Persero) (99.98%) PT Pertamina Patra Niaga (0.02%) 17 Juli 1975 17 July 1975 Beroperasi Operating Pengelolaan usaha di bidang perhotelan, perkantoran dan penyewaan properti. The management of oil and gas services which include, among others, seismic, drilling and oil field management services. 18 PT TUGU PRATAMA INDONESIA PT Pertamina (Persero) (65%) • PT SaktiLaksana Prima (17.60%) 25 November 1981 25 November 1981 Beroperasi Operating Jasa asuransi kerugian yang berkaitan dengan operasional industri migas dan marine hull. Insurance services related to the operations of oiland gas industry and marine hull. Siti Taskiyah (12.15%) M Satya Permadi (5.25%) 115
116 Daftar Entitas Anak List of Subsidiaries No. Nama Entitas Anak Name of Subsidiaries Persentase Kepemilikan Saham Shares in Percentage Tanggal Berdiri Date of Establishment Status Operasi Operation Status Bidang Usaha Business Type 19 PT PERTAMINA BINA MEDIKA PT Pertamina (Persero) (99.98%) • PT Pertamina Dana Ventura (0.02%) 21 Oktober 1997 21 October 1997 Beroperasi Operating Jasa pelayanan kesehatan dan rumah sakit di Jakarta dan sekitarnya, Cirebon, Balikpapan, Tanjung, dan Prabumulih Health care services and hospitals in Jakarta andsurrounding areas, Cirebon, Balikpapan, Tanjung, and Prabumulih. 20 PT PELITA AIR SERVICE PT Pertamina (Persero) (99.997%) • PT PatraJasa (0.003%) 24 Januari 1970 24 January 1970 Beroperasi Operating Pengelolaan jasa transportasi udara, penyewaan pesawat udara dan penerbangan terjadwal (reguler), serta usaha lainnya terkait dan/atau menunjang kegiatan usaha. Air transportation services, aircraft leasing and scheduled flights (regular), organizes other relatedbusinesses or support business activities. 21 PT PERTAMINA DANA VENTURA PT Pertamina (Persero) (99.93%) • PT Pertamina Patra Niaga (0.07%) 25 Juli 2002 25 July 2002 Beroperasi Operating Pengelolaan usaha di bidang penyediaan modal ventura Business management in the provision of venture capital. 22 PT ELNUSA, Tbk PT Pertamina (Persero) (41.10%) Dana Pensiun Pertamina (14.90%) 19 Februari 1969 19 February1969 Beroperasi Operating Pengelolaan jasa minyak dan gas bumi yang meliputi antara lain jasa seismic, pengeboran dan pengelolaan lapangan minyak. The management of oil and gas services which include, among others, seismic, drilling and oil field management services. Publik (44.00%) 23 PERTAMINA INTERNATIONAL TIMOR S.A *** PT Pertamina Patra Niaga (50%) • PT Pertamina Retail (45%) 4 - Consorcio Timor Progresso, Lda (5%) 19 Oktober 2015 19 October 2015 Beroperasi Operating Pengelolaan usaha minyak dan gas bumi yang meliputi ekspor, impor, perdagangan, termasuk jasa penyimpanan, jasa transportasi, distribusi, penyewaan tanki, pengelolaan dan pengembangan SPBU. Management of oil and natural gas business including export, import, trade, including storage services, transportation services, distribution, tank leasing, management and development of SPBU. 24 PT PERTAMINA HULU INDONESIA* PT Pertamina (Persero) (99.93%) • PT Pertamina Hulu Energi (0.07%) 28 Desember 2015 28 December 2015 Belum Beroperasi Not Yet in Operating Pengelolaan usaha di bidang minyak, gas bumi dan energi yang meliputi eksplorasi dan eksploitasi dan penyertaan saham dan kepemilikan participating interest di dalam negeri. Business management in the field of oil, gas and energy which includes exploration and exploitation and investments and holding of participating interest in the country. 25 PT PERTAMINA EAST NATUNA* PT Pertamina (Persero) (99.9%) PT Pertamina Dana Ventura (0.1%) 29 Maret 2012 29 March 2012 Belum Beroperasi Not Yet in Operating Pengelolaan usaha hulu minyak & gas bumi yang meliputi di Blok East Natuna. Upstream oil and gas business management, including exploration, exploitation and production in Blok East Natuna. 26 PERTAMINA ENERGY TRADING LIMITED PT Pertamina (Persero) (100%) Pada 12 Februari 2001 menjadi Pertamina Energi Trading Limited, sebelumnya 5 Maret 1976 bernama Perta Oil Marketing Limited Became Pertamina Energy Trading Limited on 12 February 2001, previously Perta Oil Marketing Limited founded on 5 March 1976, operating Dalam Likuidasi In Liquidation Pengelolaan usaha niaga minyak mentah dan produk kilang di Singapura Business management of crude oil and refined products in Singapore 27 PERTAMINA E&P LIBYA Ltd ** PT Pertamina (Persero) (100%) 8 Agustus 2005 8 August 2005 Beku Beroperasi Dormant Operating Pengelolaan usaha hulu di bidang minyak yang meliputi eksplorasi, eksploitasi dan produksi di Libya. Upstream oil and gas business management, including exploration, exploitation and production in Libya. ** Beku Operasi/Dormant *** Perusahaan afiliasi yang Laporan Keuangannya dikonsolidasi di PT Pertamina (Persero) Affiliated company whose Financial Statements are consolidated into PT Pertamina (Persero) Belum Beroperasi/Not Yet in Operating
Lembaga Profesi & Penunjang Perusahaan Supporting Institutions & Professionals to the Company KAP dan Konsultan I Public Accountant and Consultant Wali Amanat |Trustee Purwanto, Sungkoro dan Surja (a member firm of Ernst & Young Global Network) Indonesia Stock Exchange Building Tower 2, 7th Floor. Jl. Jend Sudirman Kav. 52-53 Jakarta 12190 - Indonesia Tel. Fax. Website No. Kontrak : +62 21-52895000 : +62 21-52894100 : : SPK-04/J00000/2016-S0 tanggal 19 September 2016 Konsultan Hukum | Legal Consultant Kantor Notaris & PPAT Lenny Janis Ishak, SH Jl. Hang Lekir IX No. 1, Jakarta Selatan : +62 21- 7221077 Tel. : +62 21- 7221077 Fax. Email : No. SPJH/LSA : Akta No.20 tanggal 17 September 2003 Biro Administrasi Efek/Perusahaan Pemeringkat Efek | Share Registrar/Credit Rating Company Lembaga Pemeringkat | Rating Agency The Bank of New York Mellon (Global Bond 2013 & 2014) 101 Barclay Street, Floor 4-East New York, NY 10286 United States of America Fax. : +1 212 815 5366/5917 HSBC Bank USA, National Association (Global Bond 2011 & 2012) 452 Fifth Avenue 8E6 New York, NY 10018 United States of America Fax. : +1 212 525 1300 Pencatatan Obligasi | Bond Listing Singapore Exchange Securities Trading Limited 2 Shenton Way #02-02 SGX Centre 1 Singapore 068804 Tel. Fax. : +65 6236 8888 : +65 6535 6994 Moody's Investors Service Singapore Pte. Ltd 50 Raffles Place #23-06 Singapore Land Tower Singapore 048623 Tel. : +65 6398 8300 Fitch Ratings Singapore Pte. Ltd 6 Temasek Boulevard #35-05 Suntec Tower 4 Singapore 038986 Tel. : +65 6796 7200 Penjamin Pelaksana Emisi Obligasi | Bond Underwriter/Joint Lead Manager Bertindak sebagai pelaksana emisi untuk 3 tahun terakhir penerbitan Obligasi Global Pertamina adalah sebagai berikut: The following serve as Underwriters/Joint Lead Managers in the issuance of Pertamina Global Bonds in the last 3 years: Citigroup Global Markets Limited (2014, 2013, 2012) Citigroup CentreCanada Square Canary Wharf London E14 5LB United Kingdom Standard & Poor's Singapore Pte. Ltd 12 Marina Boulevard #23-01 Marina Bay Financial Centre Tower 3 Singapore 018982 Tel. Fax. : +65 6438 2881 : +65 6438 2320 Barclays Bank PLC (2014, 2013, 2012) 5 The North Colonnade Canary Wharf London E14 4BB United Kingdom The Royal Bank of Scotland Plc (2013) 135 Bishopsgate London EC2M 3UR United Kingdom The Hongkong and Shanghai Banking Corporation Limited (2014, 2012) Level 17, HSBC Main Building 1 Queen's Road Central Hong Kong 117
118 Website Pertamina Pertamina's Website PT Pertamina (Persero) memiliki situs resmi korporasi yang dapat diakses di Tersedia dalam dua pilihan bahasa yaitu Bahasa Indonesia dan Bahasa Inggris, situs Perseroan menampilkan informasi dan data terkini mengenai Pertamina yang dapat diakses oleh pemangku kepentingan maupun masyarakat umum sesuai dengan prinsip transparansi dan keterbukaan informasi. PT Pertamina (Persero) maintains an official corporate website at Available in a choice of two languages, Bahasa and English, the Company's website contains information and data about Pertamina that can be accessed by stakeholders and the general public, in accordance with the principles of transparency and information disclosure. Secara garis besar, informasi pada situs Pertamina terdiri dari: 1. Informasi umum tentang Pertamina yang terdiri dari: Profil Perusahaan, Visi dan Misi, Sejarah Perusahaan, Tata Kelola Perusahaan, Dewan Komisaris dan Direksi, Entitas Anak & Entitas Asosiasi, Jaringan dan Wilayah Kerja, Karir dan K3LL. In a general outline, the information in Pertamina's website consists of: 1. General information on Pertamina, including: Company profile, Vision and Mission, Company history, Corporate Governance, Board of Commissioners and Board of Directors, Subsidiaries & Associated Companies, Office Network and Work Areas, Career and HSSE. 2. Informasi terkait kegiatan bisnis yang dijalankan oleh Pertamina meliputi kegiatan sektor Hulu dan Hilir, produk dan layanan yang dihasilkan dari aktivitas Hulu sampai Hilir, serta informasi seputar kegiatan pengadaan minyak mentah melalui Integrated Supply Chain (ISC). 2. Information related to the business activities of Pertamina consisting of activities in the Upstream and Downstream sectors, products and services from the Upstream and Downstream sectors, and information on activities of crude procurement by the Integrated Supply Chain (ISC) function. 3. Informasi seputar kegiatan Pertamina dalam bentuk News Release, News Update, sambutan/pidato Direksi, publikasi digital, Event dan Promo, serta pengumuman pengadaan lelang pengadaan produk dan jasa yang diselenggarakan oleh Pertamina. 3. Information on Pertamina's activities in the form of News Release, News Update, speeches by the BoD, digital publications, Company events and promotion, and company announcements tender process held by Pertamina for the procurement of products and services. regarding 4. Informasi terkait Hubungan Investor yang terdiri dari Informasi Pemegang Saham, Ikhtisar Keuangan, Laporan Tahunan, Laporan Keuangan, Laporan Keberlanjutan, Informasi Presentasi Perusahaan, Kinerja Kuartalan, Obligasi, dan Peringkat Utang. 4. Information related to Investor Relations, consisting of: information on Shareholder, Financial Highlights, Annual Report, Financial Statements, Sustainability Report, Company Presentation, Quarterly Performance Report, Bonds information, and Debt Securities Rating. 5. Informasi Jawab Sosial Perusahaan (CSR) dan Small Medium Enterprise Partnership Program (SMEPP) serta publikasi terhadap aktivitas CSR dan SMEPP tersebut dalam bentuk Berita CSR. terkait aktivitas Tanggung 5. Information regarding activities in Corporate Social Responsibility (CSR) and Small Medium Enterprise Partnership Program (SMEPP) as well as publications of CSR and SMEPP activities in CSR News. 6. Informasi mengenai rekrutmen karyawan. 7. Informasi mengenai saluran pelaporan pelanggaran 6. Information on employee recruitment. 7. Information regarding the violation reporting system (Whistle Blowing System/WBS). 6. Information on employee recruitment. 7. Information regarding the violation reporting system (Whistle Blowing System/WBS). 8. Informasi mengenai call center yaitu Contact Pertamina sebagai saluran komunikasi bagi stakeholder Perseroan termasuk untuk penyampaian keluhan pelanggan. 8. Information on Pertamina call center (Contact Pertamina) as a communication channel for the Company's stakeholders of the Company, including for the delivery of customer complaints. Tampilan maupun konten situs Pertamina telah memenuhi berbagai ketentuan yang relevan baik eksternal maupun internal, termasuk: 1. UU RI No. 14/2008 tentang Keterbukaan Informasi Publik. The content and visual looks of Pertamina's website have complied with the requirements of applicable external and internal regulations: 1. Law No. 14/2008 on Disclosure of Public Information. 2. Law No. 11/2008 on Electronic Transactions and 2. UU RI No. 11/2008 tentang Informasi dan Transaksi Elektronik. 2. UU RI No. 11/2008 tentang Informasi dan Transaksi Elektronik. 3. ISO 27001, 27002 - Information Security Management. 4. Sistem/format Aplikasi Logo Pertamina (Landor). 5. SK DIRUT No.050/C00000/2005 Pengelolaan Teknologi lingkungan Informasi dan komunikasi di Pertamina, anak perusahaan/afiliasi dengan pola Shared Services. 3. ISO 27001, 27002 - Information Security Management. 4. System/format for Pertamina logo application (Landor). 5. Pertamina CEO Decree No.050/C00000/2005 on Management of Information Communication and Technology in Pertamina and subsidiaries/affiliates with Shared Services.
6. SK DIRUT No. 036/C00000/2010 Standardisasi Penamaan Alamat Email dan Website di Pertamina dan Anak Perusahaan 6. Pertamina CEO Decree No. 036/C00000/2010 on Standardization of E-Mail and Website Address Nomenclature at Pertamina and Subsidiaries. 7. Memo Ka. Div. SBTI No. 691/I10200/2006-S0 perihal Kebijakan Standardisasi Pengelolaan Domain, Website, dan Email PERTAMINA. 7. Memo Ka. Div. SBTI No. 691/I10200/2006-S0 on Standard Policy on the Management of Domain, Website, and Email Address at Pertamina. Meskipun bukan berstatus Perusahaan Publik, Pertamina senantiasa berupaya meningkatkan standar transparansi dan keterbukaan informasi sebagai bentuk komitmen Perseroan dalam mengimplementasikan prinsip praktik tata kelola perusahaan yang baik. Although Pertamina is not a Public Company, Pertamina strives at all times to maintain standards of transparency and information disclosure as well as corporate governance practices in general that are at par with the best of publicly listed companies. Oleh karenanya, komponen situs Pertamina telah memenuhi cakupan informasi yang wajib dimuat dalam situs perusahaan sesuai dengan Peraturan OJK No. 8/POJK.04/2015, terkecuali untuk hal-hal yang spesifik untuk sebuah Perusahaan Publik. Therefore, the components of its website have complied with the scope of information as required by OJK Regulation No.8/POJK.04/2015, except for certain items that are specific to a Public Company. Situs resmi Pertamina dikelola dan diawasi oleh Fungsi Corporate Shared Service (CSS) secara rutin untuk memastikan tidak ada kendala teknis. Dalam upaya Perseroan untuk beradaptasi dengan perkembangan teknologi, situs Pertamina telah didukung dengan aplikasi pencarian SPBU Pertamina Go yang dapat diunduh pada Apple Store dan Google Play, serta E-Paper Energia yang dapat diakses pada komputer atau tablet di Dari waktu ke waktu, Pertamina selalu berupaya untuk menyempurnakan situs resmi Perseroan agar semakin informatif, mudah diakses, mudah dinavigasi serta ramah bagi penggunanya. Pertamina's website also supports the SPBU Pertamina Go application for the search of Pertamina's public filling stations that can be downloaded at Apple Store and Google Play, and the digital publication E-Paper Energia accessible via computers or tablets at From time to time, the Company's website is enhanced as to be more informative, easier to access and to navigate, and more user-friendly in general. 119
120 Alamat Perwakilan, Cabang, dan Anak Perusahaan Address of Representatives, Branches, and Subsidiaries Kantor Pusat|Head Office PT Pertamina (Persero) Jl. Medan Merdeka Timur 1A Jakarta 10110 Tel. Fax. Telex : 44152, 44302, 44441, 46549, 46552, 46554 Web : Contact Pertamina 1500 000. : (021) 3815111, 3816111 (86 lines) : (021) 3633585, 3843882 Unit Pengolahan | Refinery Unit Marketing Operation | Marketing Operation Refinery Unit II Dumai/Sei Pakning Jl. Raya Kilang Putri Tujuh Dumai 28815 : 0765) 31244 (Hunting) Tel. : (0765) 31532/36849 Fax. Marketing Operation Region I Medan Jl. Yos Sudarso No. 8-10 Medan 20114 Tel. Fax. Telex : (061) 613666, 618422 : (061) 618359, 618148 : 51605-52397 Refinery Unit III Plaju Sumatera Selatan Jl. Beringin I PO BOX 1 Plaju, Sumatera Selatan : (0711) 596000, 542220 Tel. : (0711) 542263 Fax. : 27121, 27113 Telex Marketing Operation Region II Palembang Jl. Jend. A. Yani No. 100/l Palembang Tel. Fax. Telex : (0711) 513311 : (0711) 511756 : 27710 Refinery Unit IV Cilacap Jl. Letjen Haryono MT 77 Lomanis, Cilacap, Jawa Tengah 53221 Tel. Fax. Via Informasi (0282) 508108 : (0282) 531633, 535333(Hunting) : (0282) 531920, 531922 Marketing Operation Region III Jakarta Jl. Kramat Raya 59, Jakarta 10450 Tel. Fax. Telex : (021) 3103690 (5 lines), 3103457 (5 lines) : (021) 3909180 : 69013 Refinery Unit V Balikpapan Jl. Kom. L. Yos Sudarso No. 1 Balikpapan 76111 PO BOX 626 Kalimantan Timur : (0542) 733011 Tel. Fax. : (0542) 732716, 733164 (INTERN) (0542) 514148, 514158 Refinery Unit VI Balongan Jl. Raya Balongan Indramayu Jawa Barat Tel. Fax. Telex : (0234) 428232, 428629, 428183 : (0234) 428097 : 45045 PTM BLG IA Marketing Operation Region IV Semarang - DIY Jl. Pemuda No. 114, Semarang 50132 Tel. Fax. : (024) 3545341, 3517091 : (024) 3549320 Marketing Operation Region V Surabaya Jl. Jagir Wonokromo No. 88, Surabaya Tel. Fax. : (031) 8492400 : (031) 8437534, 8437537, (031) 33148, 33149, 33166, 33167 SKSP : 75003 PABAX AUTO Refinery Unit VII Sorong Jl. Jend. A. Yani, Sorong, Papua : (0951) 325204 Tel. ext. Pertamina, pst. Marketing Operation Region VI Balikpapan Jl. Minyak, Balikpapan Tel. Fax. Telex : (0542) 33311 (5 lines) : (0542) 38219, 38215 : 37166, 373 02 PTMDK IA Jkt NSAT 7004, 7005, 7006 Fax. : (0951) 321021 Marketing Operation Region VII Makassar Jl. Garuda I Makassar, Sulawesi Selatan 90125 Tel. Fax. Telex : (0411) 871181 (5 saluran), 857647-49, 857651 : (0411) 851841 : 71120, 71141, 71186 PDN UPGIA Marketing Operation Region VIII Jayapura Jl. Nimboran 2-4 Jayapura, Irian Jaya : (0967) 541369, 541738 Tel. : 75014 SKSP : (0967) 541768, SKSP 77014 Fax.
Anak Perusahaan | Subsidiaries PT Pertamina EP Menara Standard Chartered 21st-29th Floor Jl. Prof. Dr. Satrio No. 164 Jakarta 12950 Tel. Fax. : (021) 57974000 : (021) 57974555, 57946333 PT Pertamina Hulu Energi PHE Tower 25th Floor Jl. TB Simatupang Kav. 99 Jakarta Selatan 12520 Tel. Fax. : (021) 29547000 : (021) 29529076 PT Pertamina EP Cepu Patra Jasa Office Tower Lt. 6th & 8th Floor Jl. Gatot Subroto Kav. 32 - 34 Jakarta 12950 Tel. Fax. : (021) 52900900 : (021) 52900597 PT Pertamina Geothermal Energy Menara Cakrawala 15th Floor Jl. M.H. Thamrin No. 9 Jakarta 10341 Tel. Fax. : (021) 39833222 : (021) 39833230 PT Pertamina Drilling Services Indonesia Graha PDSI Jl. Matraman Raya No. 87 Jakarta Timur Telp : Telp : (021) 25532400 (021) 25532411/12 PT Pertamina Gas Gedung Oil Center 2nd Floor Jl. M.H. Thamrin Kav. 55 Jakarta 10350 : (021) 31906825-27 Tel. : (021) 31906831-32 Fax. PT Pertamina Retail Wisma Tugu Wahid Hasyim Jl. Wahid Hasyim No. 100-102 Jakarta 10340 Tel. Fax. : (021) 3926772, 3926775 : (021) 3926764, 3926788, 3926653 PT Pertamina Trans Kontinental Gedung PT Pertamina Trans Kontinental Jl.Kramat Raya No.29 Jakarta 10450 Tel. : (021) 3106814, 31923005 PT Tugu Pratama Indonesia Wisma Tugu I Jl. M.H.Rasuna Said Kav C 8-9 Jakarta 12920 Tel. Fax. : (021) 52961777 : (021) 5208800 PT Pertamina Dana Ventura Wisma Tugu II 5th Floor Jl. H.R. Rasuna Said Kav C 7-9 Jakarta 12920 PT Patra Jasa Patra Jasa Office Tower Jl. Gatot Subroto Kav. 32 - 34 Jakarta Selatan Tel. Fax. : (021) 5217200, 5250503, 5250439 : (021) 5251847 PT Pertamina Bina Medika Jl. Kyai Maja No. 43 Kebayoran Baru Jakarta Selatan 12120 Tel. Fax. : (021) 7200290, 7219001 : (021) 7247006, 7219992 PT Pelita Air Service Jl. Abdul Muis No. 52-56A Jakarta Pusat - 10160 Pertamina Energy Trading Ltd 391A Orchard Road, # 10-04 Ngee Ann City Tower A, Singapore 238873 Tel. Fax. : (65) 67361977 : (65) 67361487, 67364620 PT Pertamina Training & Consulting Gedung Griya Legita Pertamina 8th Floor Jl. Sinabung II Terusan Simprug Jakarta Selatan 12220 Tel. Fax. : (021) 7223027-28 : (021) 7223026 PT Pertamina Patra Niaga Gedung Wisma Tugu II 2nd Floor Jl. H.R. Rasuna Said Kav. C7-9 Jakarta 12920 Tel. Fax. : (021) 5209009 (Hunting) : (021) 5209005, 5209341 PT Pertamina Internasional Eksplorasi dan Produksi Patra Jasa Office Tower 1st Floor Jl. Gatot Subroto Kav. 32-34 Jakarta 12920 121
122 Alamat Perwakilan, Cabang, dan Anak Perusahaan Address of Representative, Branches, and Subsidiaries ConocoPhillips Algeria Ltd Patra Jasa Office Tower 3rd Floor Jl. Gatot Subroto Kav. 32-34 Jakarta 12920 Tel. Fax. : (021) 29110835 : (021) 29110847 Entitas Ventura Bersama | Joint Venture PT Nusantara Regas Wisma Nusantara 19th Floor Jl. M.H. Thamrin No. 59 Jakarta 10350 : (021) 3159543/44 Tel. : (021) 3159525 Fax. PT Pertamina EP Cepu Alas Dara & Kemuning Patra Jasa Office Tower 7th Floor Jl. Gatot Subroto Kav. 32 - 34, Jakarta 12950 Tel. Fax. : (021) 52900900 : (021) 52901311 PT Patra SK The Plaza Office Tower Lv. 28 Unit A1, B, C Jl. M.H. Thamrin Kav 28-30, Jakarta 10350 Tel. Fax. : (021) 29922633 : (021) 29928636 PT Pertamina Lubricants Gedung Oil Center 6th Floor Jl. M.H. Thamrin Kav. 55, Jakarta 10350 Tel. Fax. : (021) 3148884 : (021) 3148886 PT Perta Samtan Gas Gedung Indonesia Stock Exchange Tower 1 27th Floor Jl. Jend. Sudirman Kav 52-53 Jakarta : (021) 5150493 Tel. : (021) 5155165 Fax. PT Elnusa Tbk Graha Elnusa Jl. T.B. Simatupang Kav 1B Jakarta 12560 : (021) 78830850, 78830903 Tel. : (021) 78830915 Fax. PT Perta Daya Gas Patra Jasa Office Tower 2nd Floor Jl. Gatot Subroto Kav 32-34 Jakarta Selatan 12950 Tel. Fax. : (021) 52900881 : (021) 52900882 PT Pertamina Hulu Indonesia Jl. Merdeka Timur Raya 1A Jakarta 10110 PT Pertamina East Natuna Jl. Merdeka Timur Raya 1A Jakarta 10110 PT Indo Thai Trading Gedung Menara Satu Sentra Kelapa Gading Jl. Boulevard Barat, Kelapa Gading Jakarta 14240 Tel. Fax. : (021) 29375800 : (021) 29385913 PT Pertamina Power Indonesia Jl. Merdeka Timur Raya 1A Jakarta 10110 PT Pertamina Internasional Shipping Jl. Merdeka Timur Raya 1A Jakarta 10110 Pertamina EP Libya Ltd Portcullis Trusnet Chambers, P.O. Box 3444, Road Town, Tortola, British Virgin Islands PT Elnusa CGG Veritas Seismic Graha Elnusa 3rd floor Jl. T.B. Simatupang kav 1B Jakarta 12560 - Indonesia Tel. Fax. : (021) 78831080 : (021) 78846467 Pertamina International Timor S.A. Rua Pantai Kelapa, Comoro Dili-Timor Leste Tel. : (670) 3321760
Perusahaan Asosiasi | Associates Company Pacific Petroleum & Trading Co. Ltd Jepang Gedung Wisma Antara 7th Floor Jl. Medan Merdeka Selatan No. 17 Jakarta 10110 Tel. Fax. : (021) 38900701-5 : (021) 38900699 PT Trans Pacific Petrochemical Indotama Mid Plaza 2, 21st floor Jl. Jend. Sudirman Kav. 10-11 Jakarta 10220 Tel. Fax. : (021) 5745880 : (021) 5735880 PT Donggi Senoro LNG Sentral Senayan II, 13th Floor Jl. Asia Afrika No. 8, Senayan Jakarta 10270 - Indonesia Tel. Fax. : (021) 5795 4140 : (021) 5795 4141 PT Tugu Reasuransi Indonesia Jl. Raden Saleh No. 50. Jakarta 10330 : (021) 3140267, 3103952 Tel. 3923970, 2302038 (hunting) : (021) 3923973, 3921769 3923974, 31908415 Fax. PT Asuransi Samsung Tugu Plaza Bapindo, CITIBANK Tower 25th Floor Jl. Jend. Sudirman Kav 54-55 Jakarta 12190 Tel. Faks. : (021) 29950010 : (021) 29950020 123
124 Pendukung Usaha Perusahaan Business Support 126 Fungsi Sumber Daya Manusia Human Resources Function 143 Fungsi Asset Management Asset Management Function 146 Fungsi Corporate Shared Service Corporate Shared Service Function 150 Fungsi Quality System and Knowledge Management Quality System and Knowledge Management Function 154 Pengadaan Procurement PERTAMINA Laporan Tahunan 2016 Annual Report PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report PERTAMINA Laporan Tahunan 2016 Annual Report 125 125
126 Fungsi Sumber Daya Manusia Human Resources Function Bagi Pertamina, sumber daya manusia merupakan salah satu mata rantai yang paling penting dari rantai bisnis yang terintegrasi. Kinerja dan kontribusi dari setiap individu laju pertumbuhan bisnis berpotensi untuk menentukan dalam setiap aspek. Maka, Pertamina memastikan bahwa pengelolaan sumber daya manusia berjalan dengan terstruktur dan efektif agar setiap individu mampu memberikan kontribusi terbaik sesuai talentanya. For Pertamina, human resources is one of the parts of an integrated business chain. The performance and contribution of each individual has the potential to determine the rate of growth of the business in every aspect. Thus, Pertamina ensures that human resource management is implemented in a structured and effective manner in order for each individual to be able to best contribute based on their potential talents. Struktur Fungsi SDM Pertamina mengelola sumber daya manusia (SDM) berbasis pada strategi dan rencana bisnis perusahaan, serta budaya kerja yang diinginkan. Strategi dasar tersebut diformulasikan ke dalam Key Performance Indicator (KPI) dan target kinerja sebagai dasar untuk pengukuran kinerja karyawan dan sistem rewards & punishment. Dengan demikian, pengelolaan sumber daya manusia di Pertamina sejalan dengan visi Perseroan ke depan. HR Function Structure Pertamina manages human resources (HR) based on the company's business plans and strategies, as well as the desired work culture. The basic strategy is formulated into Key Performance Indicator (KPI) and performance targets as a basis for measuring employee performance as well as rewards and punishment system. Thus, human resource management in Pertamina is in line with the Company's vision going forward. Jumlah personil fungsi SDM per 31 Desember 2016 berjumlah 385 orang yang terdiri dari 380 karyawan PWTT, 4 karyawan PWT. Total personnel HR functions per December 31, 2016 amounted to 385 people consisting of 380 permanent employees, 4 non permanent employees. Perencanaan di Bidang SDM Dalam pengaturan perencanaan pekerja (workforce planning), Pertamina memperhatikan beberapa hal sebagai berikut: 1. Objektif bisnis Dalam menyusun workforce planning, diperlukan pemahaman terlebih terhadap penugasan dahulu dengan mempertimbangkan kebutuhan bisnis, pemenuhan target, demografi lokasi kerja, dan hal-hal lain yang berkaitan dengan objektif bisnis. Proses ini dilakukan dengan melakukan sesi wawancara dan FGD dengan perwakilan dari bisnis unit. kerja Planning in HR In setting the workforce planning, Pertamina place emphasis on some elements as follows: 1. Business Objective In preparing the workforce planning, there needs to be an understanding of the work assignments by taking into account the business needs, target achievement, work location demographics, and other matters relating to the business objective. This process is done by conducting interviews and focus group discussions with representatives of the business unit. 2. Peraturan terkait yang berlaku, baik Undang-Undang Ketenagakerjaan maupun Perjanjian Kerja Bersama. 3. Data benchmarking serta hasil evaluasi dari pola kerja saat ini. 2. Applicable regulations, both the Employment Act and the Collective Labor Agreement. 3. Data benchmarking and the evaluation results of the current work pattern. 4. Proses identifikasi kebutuhan bisnis dengan memperhatikan objektif bisnis, peraturan yang berlaku serta data benchmarking akan menghasilkan pola pekerja yang dibutuhkan dan penetapan pola kerja. 4. The identification process of business needs which pays attention to business objectives, regulations and data benchmarking will produce a pattern of required workers and the determination of work patterns. 5. Prediksi kebutuhan pekerja dari pola tersebut dibuat dan 5. Prediction of the needs of workers is then set and managed in terms of number and competence. 5. Prediction of the needs of workers is then set and managed in terms of number and competence. Aktivitas Pengelolaan Tenaga Kerja Pertamina mengelola sumber daya manusianya secara terintegrasi dan terstruktur melalui beberapa ragam aktivitas, yang bertujuan untuk memenuhi seluruh kebutuhan manajemen sumber daya manusia. Seluruh aktivitas berikut dijalankan oleh fungsi SDM: Labor Management Activities Pertamina manages human resources in an integrated and structured manner, through several diverse activities, which all aim to meet each of the demands in human resources management. All activities run by the HR function are as follows: No Nama Aktivitas/Activities Contoh Kegiatan/Sistem/Program |Sample of Activity/System/Program 1 2 3 Talent Sourcing Recruitment Transfer Rekrutmen BPS, BPA, Beasiswa Ikatan Dinas (SMK)/Recruitment BPS, BPA, Company Scholarship (SMK) Mutasi, Promosi, Perbantuan/Mutation, Promotion, Secondment
127 No Nama Aktivitas/Activities Contoh Kegiatan/Sistem/Program |Sample of Activity/System/Program 4 5 6 7 8 9 10 11 12 13 14 15 Contingent Staffing Career Planning Succession Planning Competency Management Objective Setting Performance Appraisal Learning Leadership Development Compensation Benefit Pensions Recognition Outsourcing, Consultancy Career Path per Direktorat | Career Path per Directorate Talent Pool, Critical Position, Coaching Kamus Kompetensi, Asesmen Kompetensi | Competency Dictionary, Assessment of Competence Performance Management System Online People Review Training Program (dalam dan luar negeri), Tugas Belajar, E-Learning | Training Program (domestic and overseas), study assignment, E-Learning EWA, JMDP, SMDP, ALP, PDP, PLDP, PGEDP Sales-force Incentive Program, Tunjangan Keahlian | Sales-force Incentive Program, Expertise allowances Asuransi Kesehatan, PPRP, Handphone | Medical Insurance, PPRP, Handphone DPLK, Persiapan Masa Purna Karya | DPLK, Retirement Preparation Period Penghargaan Ulang Tahun Dinas, Awards | Service Anniversary, Awards Analisis Ketersediaan Tenaga Kerja Pertamina melakukan analisis ketersediaan tenaga kerja dengan menggunakan database kompetensi dari workforce planning ketidakseimbangan demografi karyawan. guna mengidentifikasi Analysis of Availability of Labor Pertamina analyzes the availability of labor using the competency and workforce planning database to identify the employee demographic imbalance. Profil Karyawan Per 31 Desember 2016, kelompok usaha Pertamina memiliki Pekerja Waktu Tidak Tertentu (PWTT) sebanyak 27.318 orang. Jumlah karyawan PWTT di perusahaan induk di luar anak perusahaan, yaitu Pertamina, berjumlah 13.602 orang. Tabel-tabel yang disajikan di bawah ini mengacu pada jumlah karyawan Pertamina di luar anak perusahaan. Jumlah karyawan Pertamina yang relatif tidak tumbuh merupakan strategi korporat dalam rangka meningkatkan efisiensi. Karena itulah, jumlah karyawan disesuaikan dengan kegiatan operasional dan perkembangan Pertamina. Employee Profiles As of December 31, 2016, Pertamina business group has Full Time Indefinite or permanent employees amounting to 27,318 people. The number of employees in the parent company PWTT outside subsidiaries, namely Pertamina, amounted to 13,602 people. The tables presented below refers to the number of employees outside Pertamina subsidiary. The relatively small growth in numbers is a corporate strategy to improve efficiency. Therefore, the number of employees was able to be adjusted to the operations and development of Pertamina. Tabel Jumlah Karyawan PWTT untuk Masing-masing Level dalam 3 Tahun Terakhir Number of Permanent Employees at Each Level over the past 3 Years Jumlah Karyawan/Total Employees Tingkat 2016 2015 2014 Level L1 L2 L3 L4 dan lainnya 21 97 541 12,943 23 92 505 13,943 18 83 474 13,827 L1 L2 L3 L4 and others Jumlah 13,602 14,563 14,402 Total
128 Fungsi Sumber Daya Manusia Human Resources Function Tabel Jumlah Karyawan PWTT untuk Masing-masing Tingkat Pendidikan dalam 3 Tahun Terakhir Number of Permanent Employees for Each Educational Background over the Past 3 Years Jumlah Karyawan/Total Employees Tingkat Pendidikan 2016 2015 2014 Education Level S3 S2 S1 D4 D3 D2 SLTA SLTP SD Jumlah 18 1,239 5,414 471 2,782 771 2,879 23 5 13,602 20 1,228 5,648 469 2,902 835 3,418 36 7 14,563 19 1,216 5,558 426 2,828 875 3,413 58 9 14,402 Doctorate Master Degree Bachelor Degree Diploma 4 Degree Diploma 3 Degree Diploma 2 Degree Senior High School Junior High School Elementary Total Tabel Jumlah Karyawan Berdasarkan Status Kepegawaian dalam 3 Tahun Terakhir Number of Employees based on Employment Status over the Past 3 Years Jumlah Karyawan/Number of Employees Status Kepegawaian 2016 2015 2014 Employement Status Karyawan Tetap (PWTT) Karyawan Tidak Tetap (PWT) Jumlah 13,602 2,093 15,695 87% 13% 100% 14,563 1,432 15,995 91% 9% 100% 14,402 1,473 15,875 91% 9% 100% Permanent Employees Non-Permanent Employees Total Tabel Jumlah Karyawan PWTT Berdasarkan Direktorat dalam 3 Tahun Terakhir Number of Permanent Employees based on Directory over the Past 3 Years Jumlah Karyawan/Total Employees Direktorat 2016 2015 2014 Directorate Hulu* Pengolahan Pemasaran Energi Baru dan Terbarukan Fungsi Pendukung dan Lainnya** Jumlah 203 5,495 3,563 164 4,177 3,602 204 5,933 3,802 139 4,485 14,563 202 5,552 3,773 136 4,739 14,402 Upstream* Refinery Marketing New and Renewable Energy Supporting & Others** Total Tabel Jumlah Karyawan PWTT Berdasarkan Masa Kerja dalam 3 Tahun Terakhir Number of Permanent Employees based on Employment Period over the Past 3 Years Jumlah Karyawan/Total Employees Masa Kerja 2016 2015 2014 Tenure < 5 Tahun 5 - 10 Tahun 11 - 15 Tahun 16 - 20 Tahun 21 - 25 Tahun > 25 Tahun Jumlah 4,436 3,207 1,135 84 2,189 13,602 13,602 5,395 2,648 685 82 2,613 3,139 14,562 5,086 1,902 735 88 2,784 3,807 14,402 < 5 Year 5 - 10 Year 11 - 15 Year 16 - 20 Year 21 - 25 Year > 25 Year Total
129 Tabel Jumlah Karyawan PWTT Berdasarkan Usia dalam 3 Tahun Terakhir Number of Permanent Employees based on Age over the Past 3 Years Jumlah Karyawan/Total Employees Usia 2016 2015 2014 Age < 26 Tahun 26 - 35 Tahun 36 - 45 Tahun 46 - 55 Tahun > 55 Tahun Jumlah 1,376 5,603 2,046 4,494 83 13,602 1,705 5,466 2,019 5,248 125 14,563 1,487 5,004 1,885 5,948 78 14,402 < 26 Year 26 - 35 Year 36 - 45 Year 46 - 55 Year > 55 Year Total Tabel Jumlah Karyawan PWTT Berdasarkan Gender dalam 3 Tahun Terakhir Number of Permanent Employees based on Gender over the Past 3 Years Jumlah Karyawan/Total Employees Gender 2016 2015 2014 Gender Laki - Laki Perempuan Jumlah 12,004 1,598 13,602 12,883 1,680 14,563 12,717 1,685 14,402 Male Female Total Tabel Jumlah Karyawan PWT Berdasarkan Gender dalam 3 Tahun Terakhir Number of Non Permanent Employees based on Gender over the Past 3 Years Gender Jumlah Karyawan/Total Employees 2016 2015 2014 Gender Laki - Laki Perempuan Jumlah 2,007 86 2,093 1,580 29 1,609 1,447 26 1,473 Male Female Total Tabel Jumlah PWT Berdasarkan Direktorat dalam 3 Tahun Terakhir Number of Seasonal Employees based on Directory over the Past 3 Years Jumlah Karyawan/Total Employees Direktorat Directorate 2016 2015 2014 Hulu Pengolahan Pemasaran Energi Baru dan Terbarukan 15 415 1,574 4 204 5,933 3,802 139 202 5,558 3,773 136 Upstream Refinery Marketing New and Renewable Energy Fungsi Pendukung dan Lainnya Jumlah 85 2,093 4485 14,563 4,733 14,402 Supporting & Others Total Tabel Jumlah Karyawan PWT Berdasarkan Usia dalam 3 Tahun Terakhir Number of Non Permanent Employees based on Age over the Past 3 Years Usia Jumlah Karyawan/Total Employees 2016 2015 2014 Age < 26 Tahun 26 - 35 Tahun 36 - 45 Tahun 46 - 55 Tahun > 55 Tahun Jumlah 254 552 449 282 556 2,093 193 445 443 346 182 1,609 149 400 500 360 64 1,473 < 26 Year 26 - 35 Year 36 - 45 Year 46 - 55 Year > 55 Year Total
130 Fungsi Sumber Daya Manusia Human Resources Function Tabel Jumlah Karyawan PWT Berdasarkan Lokasi Rekrutmen per Unit Operasi dalam 3 Tahun Terakhir Number of Non Permanent Employees based on Recruitment Location of Each Operational Unit over the Past 3 Years Jumlah Karyawan/Total Employees Unit Operasi 2016 2015 2014 Operation Unit RU II 68 1,183 1,065 RU II RU III 51 1,121 1,083 RU III RU IV 146 1,521 1,408 RU IV RU V 124 1,002 1,021 RU V RU VI 40 1,114 1,070 RU VI RU VII 3 119 RU VII MOR I 17 560 675 MOR I MOR II 16 347 372 MOR II MOR III 8 570 591 MOR III MOR IV 11 369 384 MOR IV MOR V 16 623 658 MOR V MOR VI 11 400 400 MOR VI MOR VII 17 395 395 MOR VII MOR VIII 22 294 291 MOR VIII Jumlah/Total 550 9,618 9,413 Total Kantor Pusat 4,141 Head Office Turnover Karyawan Employee Turnover Tingkat turnover karyawan Perseroan pada 2016 sama dengan tahun sebelumnya yaitu 51 orang, sebagaimana terinci di bawah ini: Employee turnover rate in 2016 amounted to the same as the previous year which was 51 people, as described in detail below: GRI G4 Aspect Turnover/Turnover Satuan/Unit Laki-laki/Male 2016 Perempuan/ Female Laki-laki/Male 2015 Perempuan/ Female Laki-laki/Male 2014 Perempuan/ Female < 30 tahun/year orang/people 11 11 6 14 15 7 30 - 50 tahun/year orang/people 16 8 17 5 29 11 > 50 tahun/year orang/people 5 8 1 3 Rata-Rata/Average orang/people 32 19 31 20 44 21 Pelatihan dan Pengembangan Kompetensi Training & Competency Development Jenis Program Pembelajaran Types of Learning Programs 2016 Jumlah Program/Batch Jumlah Peserta/ Participants Jumlah Program/ Batch 2015 Jumlah Peserta/ Participants Jumlah Program/ Batch 2014 Jumlah Peserta/ Participants Pre-Employment Program Induction Training 2 93 6 123 3 38 BPA* 3 151 6 315 BPS* 4 321 6 534 BKJT/Pre-Employement Edu.* 6 760 7 828 19 1,355 22 1,715 Program Pendidikan Lanjutan/Advanced Education Program Sekolah Tinggi Energi & Mineral (STEM)** Mineral and Energy Academy 2 187 4 109 4 129 Tugas Belajar Dalam Negeri S2 Domestic Study-Master Degree 12 35 18 80 8 98 Tugas Belajar Dalam Negeri S3 Domestic Study-Doctorate Degree 0 0 0 0 0 0 Tugas Belajar Luar Negeri S2 Overseas Study-Master Degree 20 28 13 14 20 28 Tugas Belajar Luar Negeri S3 Overseas Study-Doctorate 4 9 4 9 5 9 39 212 37 264
131 Jenis Program Pembelajaran Types of Learning Programs 2016 Jumlah Program/Batch Jumlah Peserta/ Participants Jumlah Program/ Batch 2015 Jumlah Peserta/ Participants Jumlah Program/ Batch 2014 Jumlah Peserta/ Participants Program Pelatihan Jangka Panjang dan Pendek/Long-term and Short-term Training Program Leadership Program 21 358 3 47 8 118 Mandatory Program (PMPK) 12 644 35 731 8 203 General and Functional Program 220 3931 340 4,619 355 5,595 Overseas Training Program 43 81 5 59 257 232 Maritime-based Program 438 1313 2,259 63,390 138 39,328 HSE Mandatory Program 66 1,478 61 1,140 112 6,530 GE Oil & Gas University Program 0 0 2,703 69,986 878 52,006 Sertifikasi Kompetensi/Competency Certification 64 1,071 TOTAL 864 8,876 2,761 71,553 937 53,985 Mulai tahun 2016, PT Pertamina (Persero) mengubah kebijakan pola pendidikan bagi pekerja baru program BPA/BPS/BKJT menjadi program fresh graduate PWT (Pekerja Waktu Tertentu) selama 6 (enam) bulan. Untuk tahun 2016, PT Pertamina (Persero) berhasil merekrut sebanyak 93 orang fresh graduate yang ditempatkan di berbagai fungsi perusahaan. ** Peserta program pendidikan STEM terdiri dari 2 (dua) tahun ajaran periode Agustus 2015 s.d Juni 2016 dan periode Agustus 2016 s.d Juni 2017 * Beginning in 2016, PT Pertamina (Persero) changed the education patterns policy for new workers in BPA/BPS/ST RT NT program into PWT (seasonal) fresh graduate program for the duration of 6 (six) months. For 2016, PT Pertamina (Persero) managed to recruit as many as 93 fresh graduates who are placed in various functions of the Company. ** Participants of STEM education program are comprised of 2 (two) school years in period of August 2015 to June 2016 and of August 2016 to June 2017 Jumlah Peserta yang Lulus Program E-Learning di 2016 Number of Participants Passing E-Learning Program in 2016 Tabel Komparasi Tiga Tahun Three Years Comparation Table Program Satuan/Unit 2016 Jumlah Pengakses Total Access 2015 Laki-laki/Male 2014 Laki-laki/Male Mandatory Non-Mandatory Pertamina Values 3,491 8,768 1,211 2,430 - 3,752 548 - 4,920 Anggaran Pengembangan SDM Pada 2016, Pertamina menginvestasikan dana untuk pelatihan dan pengembangan kompetensi karyawan sebesar Rp350,68 miliar, turun 59,56% dibandingkan dengan tahun sebelumnya yaitu Rp867,19 miliar. Human Resources Development Budget In 2016, Pertamina invested in training and competency development of employees amounting to Rp350.68 billion, 59.56% lower compared with the previous year which was Rp867.19 billion. Pengelolaan Kinerja Pertamina membuka kesempatan yang luas bagi seluruh karyawan dalam meningkatkan jenjang karirnya. Beberapa sarana pengembangan karir yang bisa dimanfaatkan karyawan, yaitu: 1. Struktur karir yang terdiri dari jalur karir dan jenjang karir. pusat 2. Pertamina Corporate University prosedur sistem, metode sebagai dan pengembangan pembelajaran. Performance Management Pertamina provided broad opportunities for all employees to enhance their career ladder. Some means of career development that can be used by employees are: 1. Career structure consisting of a career path and career ladder. 2. Pertamina Corporate University as a center for system, methods and learning procedures development. 3. Assessment Center sebagai pusat kompetensi 3. Assessment Center as the center of leadership kepemimpinan dan pengukuran kompetensi teknis. competencies and technical competency measurement. Sejak 2011, Pertamina telah menetapkan HR Initiatives sebagai salah satu milestone pencapaian visi HR World Class. Sejak 2014, ada 3 (tiga) HR Initiatives yang dijalankan di tingkat Direktorat dan 17 di tingkat area lokal. Inisiatif pada tingkat Direktorat, yaitu: Since 2011, Pertamina has set HR Initiatives as an achievement milestone towards World Class HR vision. Since 2014, there are three (3) HR Initiatives undertaken at Directorate level and 17 at the local area level. Initiatives at Directorate level are:
132 Fungsi Sumber Daya Manusia Human Resources Function 1. Managed Care, yaitu pembangunan model pelayanan kesehatan primer berbasis Managed Care (kendali biaya dan kendali mutu) bagi pekerja, keluarga & para pensiunan Pertamina dengan sarana dan prasarana yang memenuhi standar. Pertamina telah membentuk model Medical Home di Unit Sulawesi dan Kalimantan sebagai pilot project. Selain itu, Pertamina memperbaiki sistem administrasi kesehatan dan akses data guna menunjang program pemerintah SJSN dan BPJS. 1. Managed Care, the development of a primary health care model based Managed Care (cost control and quality control) for workers, families and Pertamina retired workers, equipped with the infrastructure and facilities that meet the standards. Pertamina has established Medical Home models in the Sulawesi and Kalimantan units as a pilot project. In addition, Pertamina improves the health administration system and data access to support SJSN and BPJS government programs. 2. Restrukturisasi Pengelolaan Sumber Daya Manusia, yaitu merupakan kelanjutan dari HR Initiatives 2013 dengan tema single grade. Restrukturisasi ini mengubah sistem dual grade menjadi single grade atau disebut Pertamina Reference Level (PRL) untuk mencapai high performance organization dan fairness (equal pay for equal job). Dengan adanya perubahan ini, maka aspek remunerasi, organisasi, pedoman karir dan pembinaan mengalami penyesuaian hingga ke Anak Perusahaan. Dalam mengelola kinerja SDM, Perseroan menetapkan metode penilaian kinerja berdasarkan Key Performance Indicator (KPI) dengan alur proses sebagai berikut: 2. Restructuring of Human Resources Management, which is a continuation of HR Initiatives 2013 on the theme of single grade. This restructuring is changing the dual system into a single grade or a grade called Pertamina Reference Level (PRL) to achieve high performance organization and fairness (equal pay for equal job). With this change, the aspects of remuneration, organization, career guidance and coaching are adjusted to the Subsidiary. In managing the performance of human resources, the Company set a performance assessment method based on the Key Performance Indicator (KPI) with a process flow as follows: ISI COPI FEEDBACK di Aplikasi People Review CoPI FEEDBACK in People Review Application 1 Strategi dan Rencana Bisnis Business Strategy and Plan 6 2 KPI/LRT Menghitung Nilai yang diraih Calculate Value achieved Input Sasaran Kerja | Work Target Input • KPI Bisnis: PMS Online P M S C y c l e P M S C y c l e Business KPI: PMS Online KPI Individu: Aplikasi People Review Individual KPI: People Review Application PEOPLE REVIEW/PEOPLE REVIEW 5 4 3 ISI CoPI ESC di Aplikasi Pepole Review CoPI ESC in People Review Application ISI CoPI PD di PMS Online CoPI PD in PMS Online ISI CoPI COACHING di Aplikasi Pepole Review CoPI Coaching in People Review Application KPI Bisnis/Business KPI 1. Direktur dan Pekerjaan level dibawahnya s/d PRL 12 setara 2. SVP/Kepala Fungsi Leher, 3. VP/GM 4. Manager 5. Assistant Manager 6. Sr Supervisor/Analyst 7. Supervisor/Jr Analyst 8. Kecuali career type Technical Operation dan Business Support 1. Director and one level below until PRL 12 equivalent 2. SVP/Head of Neck Function 3. VP/GM 4. Manager 5. Assistant Manager 6. Sr Supervisor/Analyst 7. Supervisor/Jr Analyst 8. Exclude career type Technical Operation and Business Support KPI Individu/Individual KPI 1. Seluruh pekerja PRL 11 ke bawah 2. Khusus Direktorat Pengolahan adalah Pekerja PRL 8-13 dengan career type Technical Operation (antara lain Jabatan: Panelman, Sr Fireman, Sr Technician, Sr Tester) 3. Seluruh Pekerja Sekretaris 1. All employee up to PRL 11 2. Especially for the Directorate of Processing, is employee PRL 8-13 including Career Type Technical Operation (among others: Panelman, Sr. Fireman, 3. All Secretary U s e r G r o u p K e o m p o k l P e n g g u n a ) Merupakan enhancement dari SMK, berlaku 2016 | Enhancement of SMK, effective since 2016 Sistem Rekrutmen, Seleksi dan OJT Perseroan mengadakan sistem rekrutmen yang bersifat menyeluruh dan mendalam guna mencari, menyeleksi, mengikat dan menempatkan pekerja sesuai dengan kriteria dan/atau kompetensi yang ditetapkan Perseroan, sehingga sesuai dengan kebutuhan Perseroan untuk menjaga System Recruitment, Selection and OJT The Company held a is comprehensive and in-depth in order to search, select, bind and place workers in accordance with the criteria and/or the competency defined by the Company, so that it meets the demands of the Company to maintain the continuity of recruitment system which
kesinambungan operasional perusahaan. Rekrutmen juga berfungsi sebagai proses kaderisasi/suksesi tenaga kerja dalam rangka menjaga kesinambungan kegiatan bisnis Perseroan. the company's operations. Recruitment also serves as the regeneration process/succession of labor in order to maintain continuity of business activities of the Company. Sumber dan Cara Pemenuhan Pekerja Sumber calon pekerja yang berasal dari internal Perseroan dilakukan melalui proses Internal Job Posting dan/atau Internal Cross Posting, yang diumumkan secara terbuka di lingkungan kerja Perseroan untuk memenuhi kebutuhan pekerja berpengalaman dan/atau pekerja spesialis. Di sisi lain, sumber calon pekerja berasal dari luar Perseroan dapat merupakan calon pekerja fresh graduate, berpengalaman, spesialis, berlatar belakang TNI/POLRI dan waktu tertentu. Employee Sourcing and Fulfillment Sourcing candidates for employment comes mainly from the Company's internal system, which is through the Internal Job Posting process and/or the Internal Cross Posting, announced openly in the working environment of the Company to meet the demands of experienced workers and/or specialist workers. On the other hand, another sources and these can be of job candidates is from external who can be fresh graduate, experienced, specialist, and non permanent workers, military background candidates and non-permanent workers. Pencarian calon pekerja dari luar Perseroan dapat dilakukan melalui media massa (iklan); website Perseroan; kerja sama dengan perguruan tinggi, lembaga jasa pengadaan pekerja, executive search firm/agencies dan/atau bursa tenaga kerja; kerja sama dengan instansi TNI, POLRI, instansi pemerintah lainnya dan organisasi profesi tertentu; dan pemanduan bakat (talent scouting). Mekanisme pengadaan pekerja dapat dilakukan dengan cara sepenuhnya oleh Perseroan; bekerja sama dengan pihak ketiga; atau sepenuhnya oleh pihak ketiga dengan kriteria pekerja ditetapkan oleh Perseroan. Pelaksanaan pengadaan pekerja untuk kebutuhan Perusahaan merupakan tugas dan tanggung jawab Direktorat SDM. Prospecting candidates from outside the Company can be done through the mass media (advertising); Corporate website; cooperation with universities, employee services institutions, executive search firms/agencies and/or labor market; in cooperation with the military agencies, police, other government agencies and certain professional organizations; as well as talent scouting. The employee service mechanism can be done in a way entirely by the Company; in cooperation with third parties; or wholly by third parties with the criteria established by the employees of the Company. The procurement of candidates to the needs of the Company is the duty and responsibility of the Directorate of Human Resources. Program Magang dan Beasiswa Sebagai bentuk dukungan Perseroan dalam meningkatkan kualitas pendidikan generasi muda, Perseroan memberikan kesempatan kepada para mahasiswa dan masyarakat umum untuk mengikuti program magang. Adapun tata cara dan pemilihan calon peserta magang menggunakan persyaratan dan prosedur sesuai dengan sistem rekrutmen. Jangka waktu program magang adalah satu tahun dengan melalui proses seleksi administratif dan wawancara dengan user. Internship Program and Scholarship As a tangible form of Company support in improving the quality of education of the young generation, the Company provides the opportunity for students and the general public to participate in an internship program. The customs and way of selecting internship candidates use the terms and procedures according to the recruitment system. Duration of the internship program is one year through administrative selection process and interviews with users. Pertamina Corporate University (PCU) Sejak diresmikan pada tahun 2012, guna memenuhi kebutuhan bisnis Pertamina, PCU terus melakukan terobosan baru dalam mengembangkan sumber daya manusia Pertamina yang berkelas dunia sesuai dengan visinya. Sebagai Corporate University, PCU terus berpacu meningkatkan standar kualitas dan layanan kegiatan pembelajaran serta pengembangan pekerja yang sejalan dengan Learning Focus perusahaan. Pertamina Corporate University (PCU) Since it was established in 2012, in order to meet Pertamina's business needs, PCU continues to make new breakthroughs in developing a world class Pertamina human resources in accordance with its vision. As a Corporate University, PCU strives to increase quality standards and educational services as well as and employee capacity building in line with the company's Learning Focus. PCU telah melaksanakan program pembelajaran dengan berbagai metode, antara Learning, Action Learning, Expert Knowledge/Technology Transfer Program, Competency Certification Programs, Adventure Learning, e-Learning, Coaching and Mentoring, dan On- the-Job Learning. Beberapa program pembelajaran strategis menggunakan metodologi Blended Learning Solution, yang mengkombinasikan beberapa metode dalam satu program dengan komposisi 70% pendidikan dilakukan secara on the job, 20% melalui interaksi dan 10% melalui classroom. lain: Classroom PCU has implemented learning programs using various methods, among others: Classroom Learning, Action Learning, Expert Knowledge/Technology Transfer Program, Competency Certification Programs, Adventure Learning, e-Learning, Coaching and Mentoring, and On-the-Job Learning. Some programs use a strategic learning methodology called Blended Learning Solution, which combines several methods in one program with a composition of 70% of education is done on the job, 20% through interaction and 10% through the classroom. 133
134 Fungsi Sumber Daya Manusia Human Resources Function Sepanjang 2016, PCU telah melaksanakan kegiatan pengembangan SDM sebagai berikut: 1. Terdapat 10.274 pekerja tercatat mengikuti program pelatihan dalam negeri dan luar negeri yang bersifat, umum, teknikal, manajerial termasuk sertifikasi. Throughout 2016, the PCU has been conducting human resource development as follows: 1. There are 10,274 registered workers attending training programs in the country and abroad-general, technical, managerial, including certification. 2. Mengembangkan program pelatihan berbasis elektronik guna mendukung program pelatihan (baik mandatory, non-mandatory maupun compliance) dengan total pengakses sebanyak 59.690. 2. Developed an electronic-based training program to support training programs (mandatory, non-mandatory or compliance) with total access of as many as 59,690. 3. Menjalankan 21 program/angkatan, khusus Leadership Program (PGEDP, PDP, PLDP dan ALP) bagi pekerja middle level dan high level dengan total sebanyak 252 pekerja. 4. Melakukan evaluasi program pelatihan/pembelajaran dengan pencapaian tingkat kepuasan peserta terhadap penyelenggaraan program (Level 1 Evaluation) sebesar 4,10 dari skala Likert 1-5. 3. Ran 21 programs/cohorts, especially the Leadership Program (PGEDP, PDP, PLDP and ALP) for middle level and high level employees with a total of 252 workers. 4. Evaluated the training/learning program and achieved participant satisfaction level of 4.10 from the Likert scale 1-5 on the implementation of the program. Sebagai lembaga pembelajaran yang profesional, PCU membuktikan keberadaannya dengan berhasil mendapatkan berbagai pengakuan dan penghargaan bergengsi bertaraf nasional dan internasional pada tahun 2016, antara lain: 1. Getenergy Award untuk kategori "Best Learning at The As a professional learning institution, PCU proved its existence by successfully gaining recognition and appreciation of various prestigious national and international level in 2016, among others: 1. Getenergy Award for "Best Learning at The Core" in Core" di London, United Kingdom London, United Kingdom 2. Brandon Hall Group's HCM Excellence Award (Bronze Medal) untuk kategori "Best Strategy for Corporate Learning University" 2. Brandon Hall Group's HCM Excellence Award (Bronze Medal) for the category of "Best Strategy for Corporate Learning University" 3. SWA Indonesia Best Practice of Corporate University 3. SWA Indonesia Best Practice of Corporate University in September 2016 in Jakarta: • Ranked 1st for Category "Learning Design" • Ranked 2nd for Category "Learning Delivery" • Ranked 3rd for Category "Digital Learning" 3. SWA Indonesia Best Practice of Corporate University in September 2016 in Jakarta: • Ranked 1st for Category "Learning Design" • Ranked 2nd for Category "Learning Delivery" • Ranked 3rd for Category "Digital Learning" 4. Sertifikasi Quality Management ISO 9001:2015 oleh 4. Certification of Quality Management ISO 9001:2015 by BSI in October 2016 4. Certification of Quality Management ISO 9001:2015 by BSI in October 2016 5. Akreditasi Internasional Corporate Learning Improvement Process (CLIP) dari EFMD selama 3 (tiga) tahun terhitung mulai 28 November 2016. 5. International Learning Improvement Process (CLIP) from EFMD for 3 (three) years starting from November 28, 2016. Accreditation Corporate 6. Mendirikan Lembaga Sertifikasi Profesi (LSP Pertamina) dan telah mendaftarkan 40 skema sertifikasi ke Badan Nasional Sertifikasi Profesi yang mencangkup program -program sertifikasi di lingkup Hulu, Pemasaran serta Pengolahan. 6. Established Professional Certification Agency (LSP Pertamina) and has registered 40 certification scheme to the National Professional Certification Agency which covers certification programs in the areas of Upstream, Marketing and Refinery. Untuk melaksanakan menginvestasikan dana dibandingkan dari biaya Rp 32,3 miliar pelatihan HSSE, Pertamina sebesar Rp32,9 miliar naik yaitu tahun sebelumnya To invested Rp 32.9 billion an increase from the previous year investment of Rp 32.3 billion. implement HSSE training, Pertamina Budaya Korporat Budaya Korporat dibangun dengan melibatkan seluruh element pekerja. Direktorat SDM, Teknologi Informasi dan Umum, memiliki roadmap pengembangan budaya korporat yang kuat berbasis tata nilai 6C untuk menunjang visi perusahaan menjadi perusahaan energi kelas dunia. Corporate Culture Corporate culture is built with the involvement of all Employee elements. Directorate of Human Resources, Information Technology and General, has a Development roadmap of strong corporate culture based on the values of 6C in order to support the vision of the company into a world-class energy company.
Beberapa kegiatan yang dilakukan dalam rangka membentuk budaya berkinerja tinggi adalah sebagai berikut: Some of the activities carried out in order to establish a culture of high performance are as follows: 1. Program Leaders in Action (LIA), yaitu program budaya di fungsi masing-masing untuk mempraktikkan budaya kinerja yang tinggi dengan cara-cara kreatif. 1. Program Leaders in Action (LIA), a cultural program in each function to practice a high performance culture with creative ways. 2. Values Based Development Program (VBDP), yaitu program internalisasi tata nilai 6C dengan tujuan memperkenalkan dan mempraktikkan pedoman perilaku 6C ke dalam aktivitas bisnis. 2. Values Based Development Program (VBDP), a program of internalization of 6C values with the aim of introducing a 6C code of conduct and practice into business activity. 3. Pengukuran Theme-o-meter Survey (ToMS), yaitu program yang dilakukan dua kali setahun, sebagai pulse check bagi perubahan budaya di Perusahaan. Tujuannya adalah untuk mengetahui persepsi pekerja terhadap tema- tema perubahan budaya dan mengetahui keberlanjutan penerapan praktik budaya kinerja. 4. Survei Kepuasan Layanan HR yang dilaksanakan oleh Direktorat SDM, TI dan Umum, berlangsung setiap tahunnya. Survei layanan ini mengukur 8 area layanan HR, yaitu Helath, Karier, Comben (Compensation and Benefit), Business Partner, Industrial Relation, General, Training, HR Information System. 3. Measurement of Theme-o-meter Survey (TOMS), which is a program that is conducted twice a year, as a pulse check for cultural change in the Company. The goal is to determine the perception of workers on the themes of cultural change and determine the sustained implementation of the performance culture practices. 4. HR Service Satisfaction Survey conducted by Directorate of Human Resources, IT and General Affairs, takes place every year. This service survey measures 8 HR services area, i.e. Health, Career, Comben (Compensation and Benefit), Business Partner, Industrial Relations, General, Training, HR Information System. Pernyataan Persamaan Hak Pertamina menjamin persamaan hak dan kesempatan kepada seluruh karyawan dalam hal pengembangan kompetensi dan peningkatan jalur karir. Kebijakan atas pengembangan kompetensi karyawan dibuat berdasarkan pertimbangan dan evaluasi profesional tanpa memandang ras, kepercayaan, warna kulit, agama, jenis kelamin, asal negara, keturunan, usia, status perkawinan, status veteran, cacat, kondisi medis, identitas gender atau orientasi seksual. Komitmen ini merupakan salah satu wujud penghargaan Pertamina atas hak asasi manusia yang berlaku secara universal. Equality Statement Pertamina guarantees equal rights and opportunities to all employees in terms of competency development and improved career paths. Policies on employee competency development and evaluation are made based on professional judgment without regard to race, creed, color, religion, sex, national origin, ancestry, age, marital status, veteran status, disability, medical condition, sexual orientation or gender identity. This commitment is one of the manifestations of Pertamina's appreciation for universal human rights. Hak Pekerja 1. Setiap pekerja berhak untuk mendapatkan perlindungan sesuai peratuhan yang berlaku (PKB/Perjanjian Kerja Bersama) Worker Rights 1. Every worker has the right to receive appropriate protection based on applicable regulations (CLA/Collective Labor Agreement) 2. Setiap pekerja berhak untuk memperoleh upah/ gaji, tunjangan, dan benefit lainnya sesuai peraturan Perusahaan (PKB) 2. Every worker is entitled to a wage/salary, allowances, and other benefits according to the rules of the Company (CLA) 135
136 Fungsi Sumber Daya Manusia Human Resources Function Kewajiban Pekerja 1. Pekerja wajib mematuhi segala Peraturan Perusahaan sesuai yang diatur di dalam Perjanjian Kerja Bersama (PKB), antara lain waktu kerja, disiplin, waktu istirahat dan kewajiban lain yang ditugaskan kepada pekerja. Workers Obligations 1. Workers shall comply with all the appropriate company regulations stipulated in the Collective Labour Agreement (CLA), which include work time, discipline, rest periods and other responsibilities assigned to workers. 2. Pekerja wajib menyelesaikan kursus dan pelatihan yang telah ditetapkan dan diberikan fasilitas perjalanan dinas sebagaimana diatur pada Pasal 63 atau Pasal 64 (PKB) apabila pelaksanaannya di luar tempat kedudukannya. 2. Workers must complete courses and training that has been established and given official travel facilities as provided for in Article 63 or Article 64 (CLA) if its post takes place beyond his/her residency. 3. Pekerja yang sebagian atau tidak menyelesaikan keseluruhan kursus tanpa alasan yang dapat diterima Perusahaan diberikan konsekuensi berupa Surat Peringatan, pengembalian biaya kursus yang telah dikeluarkan dan tidak diberi kesempatan mengikuti kursus selama 2 (dua) tahun berturut-turut. 3. Workers who do not complete a portion or the whole course without reasonable excuse will be given Warning Letters, refund of incurred course fees and loss of the opportunity to follow the course during two (2) consecutive years. Setiap pekerja dalam melaksanakan tugas dan tanggung jawabnya diberikan kewenangan masing-masing yang dituangkan dalam Uraian Tugas Pokok ataupun Uraian Jabatan. Every worker in carrying out their duties and responsibilities are given their respective authorities as outlined in the Main Job Description or Job Description. Promosi dan Mutasi Pertamina memberikan promosi atau kenaikan jenjang karir kepada karyawan-karyawan tertentu yang dinilai mampu menduduki jabatan yang lebih tinggi dari jabatan yang diemban sebelumnya. Kenaikan jabatan/PRL lazimnya berasal dari jabatan yang lebih rendah ke jabatan yang lebih tinggi, namun tidak menutup kemungkinan terjadi secara cross function. Melalui program promosi, Pertamina mengusahakan kestabilan perusahaan serta peningkatan motivasi dan tingkat kesejahteraan karyawan. Promotion and Mutations Pertamina awards promotion or succession in career paths to certain employees who are rated capable of occupying a higher position from the position previously carried. Promotion/PRL is typically derived from a lower position to a higher position, but does not discount the possibility of a cross function. Through the promotion program, Pertamina is seeking company's stability as well as increased motivation and welfare of employees. Mutasi dalam pembinaan pekerja adalah perpindahan pekerja dari suatu jabatan ke jabatan lain sesuai dengan kebutuhan Pertamina dan rencana pembinaan karier pekerja. Program mutasi merupakan salah satu upaya Pertamina dalam memastikan setiap karyawan bekerja dengan maksimal. Efektivitas dan efisiensi kerja dapat tercapai bila orang yang tepat melakukan pekerjaan yang tepat di tempat yang tepat. Selain itu, mutasi juga bertujuan untuk meningkatkan motivasi kerja karyawan. Mutations in employee development is the transfer of workers from one office to another position in accordance with Pertamina needs and employee career development planning. Program mutation is one of Pertamina's efforts to ensure that each employee works with the maximum potential. Effectiveness and efficiency can be achieved if the right person is doing the right job in the right place. In addition, mutations also aims to increase employee motivation. Dalam proses mutasi, seorang pekerja dapat berpindah dari suatu fungsi ke fungsi yang lainnya (cross function) sejauh memenuhi persyaratan jabatan dan kompetensi yang dimilikinya. Walaupun pada dasarnya mutasi merupakan bagian dari proses pembinaan karier pekerja, namun jika terdapat penataan ulang organisasi atau jika pekerja melakukan kesalahan, Pertamina dapat melakukan penurunan jabatan. Mutasi dikelompokkan dalam tiga jenis, yaitu: • Rotasi Jabatan, yaitu pergerakan pekerja dari suatu In the process of mutation, a worker can move from one function to another function (cross function) as far as meeting the requirements of office and its competency. Although basically a mutation is part of a worker's career development process, but if there is a reorganization or if the employee made a mistake, Pertamina reserves the right to apply a demotion. Mutations are grouped into three types: Position Rotation, the movement of workers from one office to another office of the same level (lateral); Position Rotation, the movement of workers from one office to another office of the same level (lateral); Promosi Jabatan, yaitu pergerakan pekerja dari suatu Position Promotion, the movement of workers from one office to another higher position; Position Promotion, the movement of workers from one office to another higher position; Demosi, yaitu pergerakan pekerja dari satu jabatan ke jabatan lain yang lebih rendah yang disebabkan oleh: 1) Penyesuaian atau penataan organisasi yang mengakibatkan adanya penyesuaian golongan jabatan dengan golongan upah; Demotion, the movement of workers from one office to another position that is lower due to: 1) Adjustment or reorganization which resulted in the adjustment of positions by class of wage groups; 2) Disciplinary actions. 2) Tindakan disiplin.
Penugasan Pekerja ke Luar Perusahaan (Perbantuan) Selaras dengan tujuan Pertamina dalam meningkatkan efektivitas kinerja dan pembentukan anak perusahaan, pengalihan operasi, pembentukan kerja sama dengan mitra usaha/instansi pemerintah, Pertamina melaksanakan perbantuan pekerja ke luar lingkungan kerja berdasarkan berbagai pertimbangan yang relevan. Perbantuan pekerja ke luar Pertamina bertujuan untuk memberdayakan, membina dan mengelola sumber daya manusia secara optimal dengan menentukan arah pelaksanaan perbantuan pekerja ke luar Pertamina. External Assignment of Employee In harmony with Pertamina's purpose improving performance effectiveness and subsidiary establishment, transfer of operations, the establishment of collaboration with business partners/government, Pertamina has implemented assignment of works to outside the work environment based on various relevant considerations. Workers assignment to outside Pertamina is aimed to empower, develop and manage human resources optimally to shape the direction of worker assignment to outside Pertamina. in Proses perbantuan pekerja diawali dengan memberikan penjelasan kepada pekerja yang akan diperbantukan mengenai hak dan kewajiban Perusahaan dan Pekerja sesuai PKB dan ketentuan Perusahaan lainnya, serta konsekuensi yang timbul sehubungan dengan perbantuan Pekerja. The process of worker assignment begins by explaining to the workers who will be assigned about the rights and obligations of the Company and Workers as outlined in PKB and other Company regulations, as well as the consequences which may arise in relation to Worker assignment. Perlindungan Kesehatan Karyawan Pertamina senantiasa berupaya untuk menciptakan lingkungan kerja yang aman, sehat dan positif bagi setiap karyawan yang bekerja di dalamnya. Tingkat kesehatan karyawan memiliki dampak yang signifikan terhadap performa dan hasil kerja, serta hubungan kerja dengan sesama karyawan lainnya. Oleh karena itu, Pertamina memberikan perlindungan kesehatan bagi karyawannya berupa: 1. Asuransi Jiwa/Mandiri Guna I (Tugu Mandiri) 2. Asuransi Kecelakaan Kerja (BPJS Ketenagakerjaan) 3. Asuransi kesehatan (BPJS), disamping tetap memberikan Employee Health Protection Pertamina strives to create a work environment that is safe, healthy and positive for every employee who works in it. Employee health has a significant impact on performance and results, as well as working relationships with other fellow employees. Therefore, Pertamina provide health care for its employees in the form of: 1. Life Insurance/Mandiri Guna I (Tugu Mandiri) 2. Work Accident Insurance (BPJS on Employment) 3. Health insurance (BPJS), while still providing health care in Company Facilities 1. Life Insurance/Mandiri Guna I (Tugu Mandiri) 2. Work Accident Insurance (BPJS on Employment) 3. Health insurance (BPJS), while still providing health care in Company Facilities Kebebasan Berserikat Sejalan dengan Pasal 28 UUD 1945, bahwa setiap individu memiliki hak untuk berpendapat dan berserikat. Hak ini merupakan wujud dari hak-hak asasi manusia. Peraturan ini diperkuat dengan UU No. 21 tahun 2000, KEP/16/ MEN/2001 yang kemudian dijadikan basis hukum dalam melaksanakan Serikat Pekerja (SP). Freedom of Association In line with Article 28 UUD 1945, every individual has the right to freedom of speech and association. This right is a form of human rights. This regulation is reinforced by Law No. 21 in 2000, KEP/16/MEN/2001 which was then used as the basis of law in carrying out the Trade Unions (SP). Pertamina memberikan kebebasan secara penuh kepada pekerja untuk berorganisasi dan membentuk serikat pekerja sebagaimana diamanatkan dalam peraturan-peraturan yang berlaku. Serikat-Serikat Pekerja di lingkungan Pertamina tercatat di instansi yang berwenang di bidang ketenagakerjaan, kemudian bergabung dalam Federasi Serikat Pekerja Pertamina Bersatu (FSPPB). Total anggota Serikat Pekerja Pertamina saat ini adalah 9.510 orang. Pertamina allows full freedom to the workers to organize themselves and form unions, as mandated in applicable regulations. Trade Unions at Pertamina are recorded in authorized agencies in the field of employment, then joined in the United Pertamina Federation of Trade Unions (FSPPB). Total members of Unions in Pertamina today is 9,510 people. Hak-hak yang dimiliki Serikat Pekerja sesuai yang tertuang dalam UUD 1945 pasal 28 adalah: • Membuat perjanjian kerja bersama dengan pengusaha; • Mewakili pekerja dalam menyelesaikan perselisihan Rights owned by Unions as written Article 28 of the 1945 Constitution are: • Creating a work agreement together with the employer; • Representing workers in resolving industrial disputes; industrial; Mewakili pekerja dalam lembaga ketenagakerjaan; • Membentuk lembaga atau melakukan kegiatan yang berkaitan dengan usaha peningkatan kesejahteraan pekerja; dan Representing workers in labor institutions; • Establishing institutions or activities related to efforts to improve the welfare of workers; and Melakukan kegiatan lainnya di bidang ketenagakerjaan yang tidak bertentangan dengan peraturan perundang- undangan yang berlaku. Performing other activities in the field of employment that do not conflict with the applicable laws and regulations. 137
138 Fungsi Sumber Daya Manusia Human Resources Function Sistem Penggajian dan Remunerasi Dalam rangka mendukung pencapaian visi Pertamina menjadi Perusahaan Energi Nasional Kelas Dunia Tahun 2025, Fungsi HR Development memiliki visi menjadi strategic business partner dan membangun individu Pertamina menjadi insan yang berkelas dunia. Dalam upaya pencapaian visi tersebut, HR Devlopment mengimplementasikan strategi remunerasi yang kompetitif di industri migas agar mampu menarik, memotivasi dan mempertahankan individu terbaik berkelas dunia. Saat ini sistem remunerasi yang diterapkan di Pertamina merupakan sistem remunerasi yang berbasis jabatan (job-based) yaitu sesuai dengan beban jabatan masing-masing dan berbasis kinerja (performance-based), yaitu memberikan penghargaan kinerja yang signifikan bagi pekerja yang berkinerja tinggi. Salary and Remuneration System In order to support the achievement of Pertamina vision into a World Class National Energy Company in 2025, the HR Development Function has a vision to become a strategic business partner in building Pertamina individuals into a world- class human being. In pursuit of this vision, HR Development implements a competitive remuneration strategy in the oil and gas industry in order to attract, motivate and retain the best individuals with world-class competencies. Currently the remuneration system applied in Pertamina is an job-based remuneration system that correspond to respective positions load and performance-based, which provides significant performance rewards for high-performing workers. (cash compensation) Dalam merumuskan kompensasi yang bersifat tetap (fixed pay) berbasis jabatan, Perseroan mempertimbangkan internal equity yaitu keseimbangan antar beban jabatan, jenjang jabatan dan direktorat; external competitiveness yaitu besaran upah di perusahaan- affordable perusahaan yaitu Perusahaan. Sedangkan rumusan kompensasi (cash compensation) yang bersifat tidak tetap (variable pay) khususnya insentif dan bonus, mempertimbangkan pencapaian kinerja (performance-based) yang tampak dalam pencapaian Kontrak Manajemen, Laba, KPI, dan Nilai Kinerja individu. kompetitor/setara; company kemampuan finansial In formulating compensation (cash compensation) which is fixed (fixed pay) based on post, the Company considers the internal equity which includes the balance between the position loads, hierarchy and directory; external competitiveness, which includes wage level at competitor companies; and company affordability which includes Company's financial capability. The formulation of compensation (cash compensation) which are not fixed (variable pay), particularly incentives and bonuses, considers the achievement of performance that is apparent in the achievement of Contract Management, Earnings, KPI, and Individual Performance Value. Sebagai BUMN, Perseroan memiliki kebijakan benefit yang sangat atraktif khususnya benefit yang diberikan pasca kerja. Rumusan benefit ditetapkan sesuai jabatan dan untuk benefit hari tua khususnya Penghargaan Atas Pengabdian (PAP) juga merepresentasikan penghargaan kinerja karena berbasis pada basic salary. As state-owned enterprise, the Company has very attractive benefits especially post-employment benefits. The formulation of the benefits is determined in accordance with positions and pension benefits, especially Top Service Award (PAP) which also represents an award for performance based on the basic salary. Komponen Remunerasi di PT Pertamina terdiri dari: 1. Kompensasi a. Tunjangan Tetap: upah bulanan yang terdiri dari basic salary, tunjangan daerah, tunjangan posisi/profesi, tunjangan lainnya, tunjangan hari raya keagamaan (feisty allowance), bantuan istirahat tahunan (leave allowance) Remuneration components in PT Pertamina consists of: 1. Compensation a. Fixed benefits: a monthly wage consisting of basic salary, region allowances, position/profession allowances, other allowances, religious holidays allowances (festive allowance), and annual leave allowances b. Variable Pay: incentives and bonuses b. Variable Pay: insentif dan bonus 2. Benefit: 2. Benefit: a. Benefit Masa Aktif Bekerja: benefit dalam hal kesehatan, komunikasi, perumahan, dan lain-lain), cuti, dan lainnya (pinjaman karyawan, situasi mendadak) fasilitas (transportasi, b. Benefit Hari Tua: Penghargaan Atas Pengabdian (PAP), Layanan Kesehatan Pensiunan, Program Pensiun, Tabungan Pekerja, Asuransi Jiwa, Biaya Pemulangan, Masa Persiapan Purna Karya 3. Keseimbangan Pola Hidup dan Pekerjaan 4. Pengakuan dan penghargaan a. Active Work Period Benefit: benefit in terms of health facilities (transport, communications, housing, etc.), leave, and others (loan employee, force majeure) b. Retirement Benefit: Top Service Award (PAP), Health Services for Retired, Retirement Plans, Worker Savings, Insurance, Repatriation Costs, Retirement Preparation Period 3. Balanced Lifestyle and Work 4. Recognition and awards Pada 2016, Pertamina mengeluarkan dana berjumlah Rp9,9 triliun untuk remunerasi karyawan. In 2016, Pertamina incurred funds totaling Rp9.9 trillion for the employee remuneration.
Sistem Sanksi dan Penghargaan Pemberian sanksi dan penghargaan dilakukan secara adil dan seimbang sesuai dengan hasil kerja yang diberikan oleh karyawan. Pertamina dan karyawan masing-masing berkewajiban untuk mempertahankan dan meningkatkan kedisiplinan dalam bekerja serta menghormati hak dan kewajiban. Dalam upaya menegakkan kedisiplinan, Pertamina berkewajiban untuk memberikan arahan, bimbingan, instruksi kepada atasan langsung karyawan sesuai tingkat dan level jabatan sehingga pengambilan tindakan kedisiplinan dapat terbatasi. Sanctions and Rewards System Sanctions and awards are conducted in a fair and balanced manner according to the work provided by the employees. Pertamina and each employee is obliged to maintain and improve discipline in work and respect of rights and obligations. In an effort to enforce discipline, Pertamina is obliged to provide direction, guidance, instruction to the direct superior of employees according to the job level so that taking disciplinary action may be confined. Dalam memberikan tindakan kedisiplinan, atasan melakukan pembinaan terlebih dahulu melalui teguran dan surat tingkatannya. Apabila pelanggaran peringatan sesuai tindakan yang dilakukan karyawan termasuk dalam pelanggaran kedisiplinan yang diatur dalam Pasal 108 PKB, maka Pertamina dapat memberikan sanksi disiplin sesuai yang tertera dalam PKB secara langsung tanpa melalui teguran dan surat peringatan berjenjang, dengan mekanisme yang mengacu pada peraturan perundang-undangan di bidang ketenagakerjaan. In providing disciplinary action, employers conduct training in advance through a reprimand and warning levels at the relevant level. When the offenses committed by employees are included in a breach of discipline under Article 108 CLA, Pertamina may take disciplinary action as described in the PKB without going through reprimand or warning letters beforehand, and by adhering to legislative laws in employment areas. Karyawan wajib mematuhi segala peraturan yang berlaku di lingkungan kerja Pertamina termasuk menjalankan kebijakan pimpinan sepanjang kebijakan tersebut tidak bertentangan dengan peraturan perundang-undangan yang berlaku. Pertamina memberikan sanksi tindakan disiplin kepada pekerja yang melakukan pelanggaran sebagai upaya mendidik dan memberikan efek jera. Employees shall comply with all applicable regulations in the working environment including the leadership policy as long as it does not conflict with applicable laws. Pertamina will take disciplinary actions on workers who commit an offense in an effort to educate and create a deterrent effect. Untuk mempertahankan kinerja yang baik dan lingkungan kerja yang sehat, Perseroan memberlakukan sanksi yang pantas untuk pelanggaran terhadap peraturan dan kebijakan yang dikeluarkan, seperti: 1. Tindakan disiplin kepada karyawan dapat berupa pencabutan jabatan (promosi), demosi berupa penurunan 1 (satu) jenjang jabatan maksimum 3 (tiga) PRL, pembayaran ganti rugi melalui pemotongan upah/hak-hak lainnya atau pembayaran langsung, dan pemutusan hubungan kerja sesuai dengan tingkatan kesalahan yang diperbuat. 2. Sanksi atas pelanggaran disiplin kepada karyawan sebagaimana dimaksud ayat (1) harus diuraikan/ dijelaskan secara spesifik dan terperinci mengenai bentuk kesalahan yang dilakukan oleh karyawan di dalam surat keputusan, surat peringatan atau berita acara teguran lisan. fasilitas, penundaan kenaikan To maintain a good performance and healthy working environment, the Company imposes appropriate sanctions for violations of rules and policies issued, which are as follows: 1. Disciplinary actions to employees may take form in revocation of facilities, delays in advancement (promotion), or a demotion in form of a decrease of 1 (one) level below a maximum of 3 (three) PRL, payment of compensation deducted from their salaries/other rights or direct payments, and termination of employment in accordance with the level of the offence. 2. Sanctions for violations to the employee as referred to in paragraph (1) shall be described/explained in detailed specifics relevant to nature of the offence or mistake made by employees in the decision letter, warning letter or verbal reprimand memos. 3. Dalam hal karyawan terbukti dengan sengaja melakukan pelanggaran disiplin sehingga menimbulkan kerugian material bagi Pertamina untuk kepentingan pribadi, maka karyawan yang bersangkutan dapat diberikan sanksi tambahan berupa pengembalian kerugian senilai kerugian yang ditimbulkan dan diberikan sanksi sebagaimana diatur dalam PKB ini. 3. In the case of employees proven of deliberately committing disciplinary offenses which causes material loss to Pertamina for personal interest, the employee may be given additional sanctions in the form of indemnification worth of losses incurred and he/she will be sanctioned as provided in this Agreement. 4. Pencabutan fungsi yang fasilitas dilakukan oleh berwenang atas usulan tertulis dari atasan karyawan yang bersangkutan berdasarkan saran dari fungsi SDM. 4. Revocation of the facilities conducted by the authorized function is based on written proposals of the employee's direct report and on the advice from the HR function. 139
140 Fungsi Sumber Daya Manusia Human Resources Function 5. Pekerja yang terkena surat peringatan baru dapat diberikan promosi, apabila telah menjalani minimal 2 (dua) kali masa berlakunya surat peringatan, terhitung mulai tanggal berlakunya surat peringatan tersebut. 5. Workers who are exposed to a warning letter may be given a promotion, if they have undergone a minimum of two (2) times of the period of validity of the warning letter, starting from the effective date of the warning letter. 6. Keputusan tentang demosi dilakukan oleh Direktur Pengelola Sumber Daya Manusia berdasarkan ketentuan yang diatur di dalam PKB. 6. Decisions about the demotion are made by the Managing Director of Human Resources under the terms stipulated in the PKB. Pertamina dan karyawan dengan dukungan fungsi SDM bertanggung jawab atas komitmen dan konsistensi pelaksanaan Program Pengembangan budaya Perusahaan yang telah ditetapkan secara korporat dan dilaksanakan melalui: a. Konsistensi penerapan kebijakan dan peraturan Pertamina and its employees with the support of the HR function are responsible for the commitment and consistent implementation of Program Development the Company culture defined by the Company through: a. Consistent implementation of the Company's policies and Perusahaan; regulations; b. Kegiatan penguatan (misalnya pemberian pengakuan/ b. Strengthening activities (e.g. acknowledgment/praise/ pujian/penghargaan) kepada karyawan; rewards) to an employee; c. Peningkatan kualitas komunikasi dengan karyawan d. Kegiatan-kegiatan di luar kedinasan yang dapat tumbuh dan berkembangnya budaya mendorong Perusahaan yang diinginkan c. Improved quality of communications with employees d. Activities outside the office to encourage the growth and development of the desired corporate culture Unit Penunjang Layanan SDM Pertamina menyediakan fasilitas rumah dinas bagi karyawan yang bekerja di unit-unit atau di luar wilayah Kantor Pusat. Fasilitas lainnya berupa fasilitas olah raga, kesehatan, ruang menyusui, dan sebagainya. Untuk menunjang kegiatan SDM, karyawan diberikan fasilitas internet dan intranet yang sudah dilengkapi dengan aplikasi i-AM untuk memudahkan kegiatan-kegiatan yang berhubungan dengan SDM, seperti pembaharuan data karyawan, pengajuan/permohonan cuti dan sebagainya. HR Services Support Unit Pertamina facilitates houses for employees working in units or outside the territory of the Central Office. Other facilities include sports facilities, health care, nursing areas, and others. To support HR activities, employees are given the internet and intranet facilities already equipped with i-AM application to facilitate activities related to human resources, including the renewal of employee data, filing/requesting vacation days, and so on. Dalam menjamin kebebasan beragama serta kenyamaan beribadah, di setiap lokasi kerja Pertamina tersedia tempat ibadah, demikian pula organisasi yang menaungi para pemeluk agama (BDI, Bapor UNKRIS, dan lain-lain). In order to guarantee freedom of religion and worship, Pertamina provides a place of worship at each work location, as well as an organization that houses the religion (BDI, Bapor UNKRIS, and others). Untuk menjaga kesegaran jasmani serta wujud kontribusi Pertamina dalam memajukan olah raga Indonesia, Pertamina memiliki Badan Pembina Olahraga Korps (BAPOR), mengikuti PROLIGA dan turut berperan sebagai pendana/sponsor, serta beragam kegiatan olah raga lainnya. To maintain physical fitness as well as a form of Pertamina's contributions in advancing Indonesian sport, Pertamina has a Sports Corps Board of Trustees (Bapor), followed by PROLIGA, and plays a role as funders/sponsors, as well as a variety of other sports activities. Program Pensiun dan Hari Tua Pertamina menyediakan program pensiun dan hari tua bagi karyawan yang telah mendedikasikan masa kerjanya di Pertamina sebagai bentuk jaminan kesejahteraan yang berkelanjutan. Program Kesejahteraan Pekerja di Hari Tua yang diberikan Pertamina antara lain: 1. Penghargaan Atas Pengabdian (PAP) 2. Manfaat Pensiun (Manfaat Pasti atau Iuran Pasti) 3. Jaminan Kesehatan Pensiunan 4. Manfaat lain (THR Pensiunan) 5. Bantuan Ambulans 6. Asuransi Pekerja (Jamsostek & Tugu Mandiri) 7. Tabungan Pekerja 8. Bantuan Pemulangan Pension and Old Age Pertamina provides a pension and retirement program for employees who have dedicated their working lives in Pertamina as a form of guaranteed continual prosperity. Workers Welfare Program in the Old Days given by Pertamina includes: 1. Top Service Award (PAP) 2. Retirement Benefit (Fixed Benefit or Fixed Fee) 3. Health Insurance for Retirees 4. Other benefits (THR Retired) 5. Ambulance Allowance 6. Worker Insurance (Jamsostek & Tugu Mandiri) 7. Worker Savings 8. Repatriation Assistance
Selain itu, Pertamina juga memberikan program pensiun bagi karyawan yang telah mencapai usia purna karya melalui: 1. Program Pensiun luran Pasti In addition, Pertamina also provides a pension scheme for employees who have reached the age of post-work through: 1. Fixed Fee Retirement Program Program pensiun yang iurannya ditetapkan dalam peraturan Dana Pensiun dan seluruh iuran serta hasil pengembangannya dibukukan pada rekening masing- masing peserta sebagai manfaat pensiun. Pension plan that has fixed fee stipulation as regulated by Pension Fund. All fees and its investment returns are recorded in worker's account as retirement benefits. 2. Dana Pensiun Lembaga Keuangan Dana pensiun yang dibentuk oleh bank atau perusahaan asuransi jiwa untuk menyelenggarakan Program Pensiun luran Pasti bagi perorangan, baik karyawan maupun Pekerja mandiri yang terpisah dari Dana Pensiun pemberi kerja bagi karyawan bank atau perusahaan asuransi jiwa yang bersangkutan. 2. Pension Fund Financial Institution Pension funds established by banks or life insurance companies to roll out the Fixed Benefit Retirement Program for individuals, both employees and independent workers who are separated from the employer pension fund for employees of the said bank or insurance company. 3. luran Dana Pensiun Beban Perusahaan 3. Company Expenses Pension Fund Contribution Iuran yang berasal dari Perusahaan yang disetorkan ke Dana Pensiun Lembaga Keuangan (DPLK) sebagai iuran pensiun. Fees that are expensed from Company and payable to the Pension Fund Financial Institution as a pension contribution. 4. luran Dana Pensiun Beban Pekerja Iuran yang berasal dari potongan upah tetap yang disetorkan ke DPLK. 4. Employee Expenses Pension Fund Contribution Contributions that come from fixed wage dedications and deposited to the Pension Fund Financial Institution. 5. Program Pensiun luran Pasti 5. Fixed Contribution Retirement Program Program ini diimplementasikan bagi karyawan yang telah mendaftarkan diri ke DPLK yang direkomendasikan Pertamina. Besar iuran yang ditanggung Perusahaan adalah 4,5% (empat setengah persen) dari upah tetap per bulan dan karyawan menanggung minimal 2% (dua persen) dari upah tetap per bulan. Peserta/ karyawan diberikan keleluasaan/fleksibilitas untuk menambah iuran melalui beban pribadi, agar dapat memperbesar akumulasi iuran dan pengembangannya. Setelah dilakukan sosialisasi, karyawan diberikan kebebasan untuk memilih DPLK yang direkomendasikan oleh Perusahaan sebagai penyelenggara/pengelola iuran pensiunnya, termasuk paket pengembangannya. Biaya yang ditanggung perusahaan atas kepesertaan karyawan dalam program ini adalah: 1) Biaya pendaftaran yang dibayarkan 1 kali selama kepesertaan karyawan di DPLK (hanya DPLK Bringinlife dan Jiwasraya). The program is implemented for employees who have signed up to the Pension Fund Financial Institution as recommended by Pertamina. Amount of fees paid by the Company is 4.5% (fifteen percent) of the fixed wage per month and employees bear at least 2% (two percent) of the fixed wage per month. Participants/employees are given the freedom/flexibility to increase fees accumulation on personal expense, in order to increase the accumulated contributions and development. After information sessions, employees are given the freedom to choose the Pension Fund Financial Institution recommended by the Company as an organizer/manager of pension dues, including its development packages. The cost that Company bears for employee participation in the program includes: 1) The registration fee which is paid one time for the participation of employees in the Pension (only for Pension Fund Financial Institutions Bringinlife and Jiwasraya). 2) Biaya transfer atas penyetoran iuran tiap bulannya. 3) Biaya pengalihan apabila pengalihan atas 2) Transfer fee on monthly deposit. 3) The cost of the transfer if the transfer is at the request of the Company. 2) Transfer fee on monthly deposit. 3) The cost of the transfer if the transfer is at the request of the Company. 4) Biaya administrasi atas buku kedua dan dibayarkan 4) The administration fee on the second book which will be paid out if there are bills (only PFFI BNI). 4) The administration fee on the second book which will be paid out if there are bills (only PFFI BNI). Tingkat Kepuasan Karyawan Survei kepuasan pekerja terhadap layanan Fungsi SDM dilakukan sebanyak dua kali dalam satu tahun yaitu di pertengahan dan akhir tahun. Tujuan dilakukan survei kepuasan layanan Fungsi SDM adalah untuk mengukur tingkat kepuasan pekerja dan memotret area-area yang masih lemah dan perlu dilakukan perbaikan sehingga mampu meningkatkan kualitas produk dan jasa melebihi ekspektasi pelanggan. Employee Satisfaction Employee satisfaction survey regarding the services of HR functions are conducted twice in a year: in the middle and the end of the year. The purpose of service satisfaction survey regarding the HR function is to measure the level of employee satisfaction and map areas of improvement so as to improve the quality of products and services which exceed customer expectations. 141
142 Fungsi Sumber Daya Manusia Human Resources Function Indeks kepuasan pekerja terhadap layanan Fungsi SDM pada 2016 di semester pertama tergolong cukup baik yaitu sebesar 3,62 atau 65,5% terutama dalam kategori pertama yaitu karir (16,66%), kategori kedua yaitu upah dan tunjangan non kesehatan (15,58%), kategori ketiga yaitu fasilitas kesehatan (14,83%) dan kategori keempat adalah pengembangan dalam organisasi (12,03%). Secara umum, responden menyatakan Cukup Puas dengan layanan yang diberikan oleh fungsi SDM. Employee satisfaction index of HR function service in the first half of 2016 was quite good, amounting to 3.62, or 65.5%, primarily in the first category: career (16.66%), the second category of wages and non-health benefits (15.58%), the third category: health facilities (14.83%) and the fourth category: the development of the organization (12.03%). In general, respondents stated that they are Quite Satisfied with the services provided by the HR function. Analisis hasil survei kepuasan Layanan Fungsi HR tahun 2016 berdasarkan jenis layanan SDM yang masih perlu mendapatkan perhatian khusus sebagai berikut: 1. Business Partner (HR BP) masih perlu mengoptimalkan perannya dalam proses perencanaan kebutuhan tenaga kerja. Resulting analysis of the satisfaction survey regrading the HR Function services in 2016 is based on the HR services that still need special attention, as listed below: 1. Business Partner (HR BP) still needs to optimize its role in the process of workforce needs planning. 2. Meningkatkan pelayanan dalam memberikan solusi 2. Improvement of service in providing solutions to workers' needs and demands. 2. Improvement of service in providing solutions to workers' needs and demands. 3. Meningkatkan layanan dalam pemutakhiran data pekerja 3. Improvement of service in updating the data in the i-AM. di i-AM 4. Lebih proaktif dalam memenuhi kebutuhan pelatihan 4. More pro-activity in meeting workers' training needs pekerja 5. Lebih mengoptimalkan pelayanan dalam memenuhi 5. More optimized service in meeting the demand for the organization's activities. 5. More optimized service in meeting the demand for the organization's activities.
Fungsi Asset Management Asset Management Function Fungsi Asset Management di Direktorat Sumber Daya Manusia dan Umum bertanggung jawab atas pengelolaan Aset Penunjang Usaha (APU) dalam rangka mendukung bisnis inti Perusahaan agar lebih efektif dan efisien. Berdasarkan SK Dir. SDM No. Kpts-010/K00000/2014-S0 tanggal 23 Juni 2014, Perseroan melakukan restrukturisasi organisasi Fungsi Asset Management baik di pusat maupun di unit operasi dengan memisahkan fungsi strategi dan operasi dalam pengelolaan aset. Asset Management Function in Human Resources and the Directorate General is responsible for the management of Business Supporting Assets (APU) in order to support the Company's core business to be more effective and efficient. Based on SK Dir. HR No. Kpts-010/K00000/2014-S0 dated June 23, 2014, the Company has restructured the organization Asset Management Function both at the center and in the operating unit by separating the strategy functions and asset management operations. Dengan restrukturisasi organisasi Asset Management tersebut, fungsi perencanaan, strategi dan analisis menjadi lebih tersentralisasi, sementara fungsi operasi dapat lebih berfokus pada eksekusi pengusahaan aset. Aktivitas Asset Management di unit juga dapat lebih terkontrol karena garis pelaporan ditarik ke Asset Management Korporat, sekaligus dapat mendukung pengambilan keputusan yang tepat dan cepat karena informasi aset kini lebih terintegrasi. With the organizational restructuring of Asset Management, the functions of planning, strategist and analysis becomes more centralized, while the operating functions can be more focused on the execution of assets cultivation. Asset Management activities in the unit is also more controllable since the reporting line is centred to the Corporate Asset Management, as well as to support accurate and fast decision making due to the more integrated information assets. Secara umum, Fungsi Aset Manajemen menangani beberapa hal berikut: a. Memastikan status kepemilikan tanah b. APU (Aset Penunjang Usaha) diutamakan untuk menunjang In general, Function Asset Management handles some of the following: a. Free & clear land ownership status b. APU (Business Supporting Assets) oriented to support the usaha business c. Mendapatkan benefit ekonomis yang tinggi dari portofolio c. High economic benefits from the asset portfolio aset d. Memonitisasi aset dengan menghasilkan pendapatan e. Efisiensi operasional Asset Management f. Menciptakan dukungan operasi strategis yang terbaik g. Mengelola kantor dengan kinerja yang baik h. Manajemen proyek untuk gedung-gedung baru. d. Monetizing assets by generating revenue e. Asset Management operational efficiency f. Better strategic operation support g. High performance office management h. Project management for construction of new building. Kegiatan Utama Fungsi Asset Management 2016 Pada 2016, Fungsi Asset Management melaksanakan beberapa kegiatan seperti berikut: a. Melakukan pengelolaan dan jasa layanan umum di lingkungan Kantor Pusat dengan standar world class national energy company. Asset Management Function primary activities in 2016 In 2016, the Asset Management function carried out several activities such as the following: a. Performed management and public services in the Head Quarter with the standard of a world class energy company. b. Mengoptimalkan Aset Penunjang Usaha (APU) sehingga b. Optimized Business Supporting Assets (APU) that bring mendatangkan nilai tambah bagi Perusahaan. added value to the Company. c. Memenuhi kebutuhan atas tanah untuk kepentingan fungsi c. Met the demand for land for operational needs (land operasi (land bank). bank). d. Melaksanakan program joint cost untuk office service. e. Meningkatkan status kepemilikan dan penguasaan atas aset tanah dan bangunan serta legalisasi perizinan bangunan gedung perkantoran. f. Melaksanakan pengamanan atas aset tanah dan bangunan serta penyelesaian sengketa dan klaim. d. Carried out the joint cost program for office service. e. Improved the status of ownership and control of land and building assets as well as the legalization of office building permit. Implemented security on land and building assets as well as the settlement of disputes and claims. f. g. Melaksanakan integrasi data aset dan implementasi g. Implemented asset data integration and asset management sistem informasi manajemen aset. information system implementation. h. Melaksanakan penghapusan dan pemindahtanganan h. Carried out the removal and transfer of assets that were aset yang tidak optimal. not optimal. i. Melakukan proses vehicle dan penugasan kepada Anak Perusahaan dalam rangka membangun unit bisnis usaha mandiri. i. Conducted vehicle process and assigned to the Subsidiary to establish an independent business unit. 143
144 j. Melaksanakan tahapan pembangunan Record Center. proses perencanaan j. Implemented stages of the planning process of Record Center. k. Melaksanakan pembaruan kajian kelayakan Pertamina k. Rolled out a feasibility study update Pertamina Energy Energy Tower. l. Melaksanakan studi Rencana Pembangunan Research & Development Center untuk Direktorat Pengolahan, Direktorat Hulu dan Pertamina Lubricant. m. Melakukan sama Pengembangan Gedung Perkantoran di Jl. Medan Merdeka 11-13 dengan Patra Jasa. kerja Tower. Implemented the Research & Development Center Development Plan for Refinery Directorate, Upstream Directorate and Pertamina Lubricant. m. Conducted Collaboration with Patra l. the Development of Office Building on Jalan Medan Merdeka 11-13. Jasa for Sepanjang 2016, Fungsi Asset Management telah berhasil melakukan beberapa pencapaian kinerja seperti berikut: a. Peningkatan status kepemilikan aset di Kantor Pusat dan Throughout 2016, Asset Management Function has managed to achieve some performance milestones as follows: a. Improved the status of asset ownership at Headquarters Unit Operasi. and Operations Unit. b. Realisasi sertifikasi aset tanah seluas 20 Juta m2. c. Realisasi pendapatan dari kegiatan penyewaan Aset Penunjang Usaha (APU) hingga akhir 2016 senilai Rp119,1 miliar. Upaya efisiensi biaya yang terkait dengan APU senilai Rp277,3 miliar. b. The realization of land asset certification of 20 million m2. c. Revenues from leasing activities of Business Supporting Assets (APU) to the end of 2016 worth Rp119,1 billion. Cost efficiency efforts associated with APU worth Rp277,3 billion. d. Terlaksananya acara Workshop Rencana Optimalisasi Aset Pertamina Asset Management pada 26 Juli 2016. e. Pembentukan skema kerja sama untuk Aset Medan d. Pertamina Asset Optimalization Plan Workshop by Asset Management on July 26, 2016. e. Establishment of collaboration scheme for Medan Merdeka Timur No. 11-13. Merdeka Timur No. 11-13 Assets. f. Penyusunan formula tarif pemanfaatan aset oleh anak f. Preparation of asset utilization rates by asset by perusahaan. subsidiaries. g. Penyampaian memo dari Dir. SDM & Umum ke Dir. Pengolahan dan Dir. Pemasaran perihal Pemilahan APU di Unit Operasi berdasarkan RRD APU perihal Pengelolaan Aset Penunjang Usaha. g. Memo Submission from HR Dir. & General to Refinery Directorate and Marketing Directorate concerning APU Sorting in Operation Units based on APU RRD on Supporting Business Assets Management. h. Tindak Lanjut penyelesaian permasalahan (konflik dan sengketa) atas bidang tanah (non litigasi) dengan status Free & Non Clear dan status Non Free & Non Clear milik Perusahaan. h. Follow-up actions regarding solving problems (conflicts and disputes) on land areas (non litigation), owned by Company, with the status of Free & Clear and status Non Free & Non Clear. i. Penyampaian usulan revisi KMK 92/2008 tentang penetapan status aset eks Pertamina sebagai Barang Milik Negara (BMN) ke Direktorat Jenderal Kekayaan Negara (DJKN) Kementerian Keuangan. i. Submission of proposed revisions KMK 92/2008 regarding the determination of the status of the former assets of Pertamina as the State-Owned Asset (BMN) to the Directorate General of State Asset Management (DJKN) Ministry of Finance. j. Sampai dengan Semester II, Asset Management Kantor Pusat melakukan pemenuhan kewajiban atas 82 Surat Pemberitahuan Pajak Terhutang Pajak Bumi dan Bangunan (SPPT PBB) dengan nilai Rp83,8 miliar. j. As of the second semester, Asset Management Head Office fulfilled the obligations on 82 Notification of Tax due - Land & Building Tax (SPPT-PBB) Letter with a value of Rp83.8 billion.
k. Pengajuan surat permohonan penilaian ulang Nilai Jual Objek Pajak (NJOP) APU kepada Pemerintah Daerah sebagai tindak lanjut upaya normalisasi NJOP sehingga nilai APU menjadi lebih kompetitif. k. Filing a written request for Tax Object Sales Value (NJOP) to Local Government as a follow-up efforts to normalize NJOP in order to increase the competitive value of Supporting Business Units (APU) l. Persiapan perpanjangan Sertifikat Laik Fungsi (SLF) gedung perkantoran di area DKI Jakarta. m. Finalisasi pedoman pengelolaan gedung meliputi pemeliharaan, penyediaan jasa layanan perkantoran, dan perbaikan non-rutin. l. Fit Certificate of Building Proper Function (SLF) extension preparation for office buildings in the area of Jakarta. m. Finalization of office management guidelines include maintenance of buildings, provision of services offices, and non-routine repairs. n. Terlaksananya Kick off Meeting Schematic Design Pertamina Record Center yang diadakan di Semarang pada 28-29 Juli 2016 untuk seluruh konsultan. n. Implementation of Kick off Meeting Schematic Design Pertamina Record Center which was held in Semarang on 28-29 July 2016 for all consultants. o. Selesainya kajian alternatif lokasi Pertamina Research o. Completion of the study of alternative locations Pertamina and Technology Center. Research and Technology Center. p. Persetujuan Gubernur untuk Proses Jl. Haji Cokong telah turun, sedang dalam proses administrasi di Badan Pengelola Keuangan dan Aset Daerah (BPKAD) DKI Jakarta, BPKAD proses pencarian appraisal. p. Governor's Approval for Jl. Haji Cokong Process has been given, while in the process of administration in The Board for Management of Regional Finance and Asset (BPKAD) Jakarta, BPKAD search process appraisal. q. Realisasi program energy efficiency improvement tahun 2016 dengan konsumsi energi sebesar 113,21 Kwh/m² untuk area perkantoran, di bawah batas yang ditetapkan IKE sebesar 118,89 Kwh/m² & untuk Rumah Dinas sebesar 66,91 Kwh/m² yang juga di bawah batas IKE sebesar 72,99 Kwh/m² q. Realization of the energy efficiency improvement program in 2016 with energy consumption of 113.21 kWh/m² for office space, which is below the limit set by IKE at 118.89 Kwh/m² and for the Home Office of 66.91 Kwh/m² which is well under the set limit by IKE of 72.99 Kwh/m² Program Kerja 2017 Pada 2017, Fungsi Asset Management berfokus untuk mengimplementasikan program-program kerja yang telah dirancang sebagai berikut: 1. Peningkatan status kepemilikan dan penguasaan aset 2. Pengelolaan fasilitas perkantoran dan High Performance 2017 Work Program In 2017, the Asset Management function focuses on implementing the work programs which have been designed as follows: 1. Improving the status of ownership and control of assets 2. Office facilities management and High Performance Office Office 3. Monetisasi aset sebagai bagian dari pembentukan profit 3. Monetization of assets as part of the formation of the Company profit. 3. Monetization of assets as part of the formation of the Company profit. 145
146 Fungsi Corporate Shared Service Corporate Shared Service Function Fungsi CSS dibentuk dengan tujuan untuk memfasilitasi kebutuhan dan kepentingan Perseroan dalam bidang teknologi informasi. Struktur organisasi Perseroan yang luas dan bercabang, membutuhkan platform teknologi informasi yang dapat mengintegrasikan dan menyatukan seluruh data dan informasi, serta menghubungkan satu pihak dengan pihak lainnya baik dalam hal komunikasi dan informasi. CSS function was established with the objective to facilitate the needs and interests of the Company in the field of information technology. The comprehensive and branched requires an organizational structure of information technology platform which is able to integrate and unify all data and information, and connect one party to another both in terms of communication and information. the Company Jumlah personil fungsi CSS di kantor pusat termasuk IT Area per 31 Desember 2016 berjumlah 324 orang. Number of personnel in CSS function at headquarters including IT Area per December 31, 2016 reached the number of 324 people. Best Practice Tata Kelola TI Dalam menjalankan tata kelola IT secara menyeluruh, CSS mengacu pada kerangka kerja COBIT 4.1 (Control Objective for Information and Technology), dan tengah mempersiapkan skill SDM untuk rencana implementasi COBIT 5. Selain itu, CSS telah tersertifikasi ISO 20000-1:2011 sebagai jaminan standar layanan kepada pelanggan IT serta sertifikasi ISO 27001 sebagai wujud keamanan informasi. Best Practice for IT Governance In carrying out the overall IT governance, CSS refers to COBIT 4.1 framework (Control Objectives for Information and Technology), and is preparing for HR skills for COBIT 5 implementation plan. Additionally, the CSS has been certified ISO 20000-1: 2011 as the IT service standard warranty to customers as well as ISO 27001 certification as a form of security information. Program Strategis CSS Beberapa sistem CSS yang dilakukan pada 2016 terinci sebagai berikut: 1. Alih Kelola Bisnis Hulu. Alih kelola bisnis hulu merupakan salah satu langkah nyata CSS dalam mempersiapkan solusi IT dalam rangka mensukseskan alih kelola bisnis hulu yang akan menjadi milik Pertamina. Di tahun 2016, CSS mensupport alih kelola untuk PHE ONWJ dan Blok Mahakam. Solusi IT yang disiapkan oleh CSS meliputi: • Dukungan Aplikasi Enterprise Resource Planning • Dukungan Aplikasi Non Enterprise Resource Planning CSS Strategic Program Some of the CSS systems conducted in 2016 are detailed as follows: 1. Upstream Business Management Transfer. Upstream business management transfer is one of the concrete steps in preparing CSS IT solutions in order to drive the success in upstream business management transfer which will be owned by Pertamina. In 2016, the CSS supports transfer in management for PHE ONWJ and Blok Mahakam. The IT solutions prepared by CSS include: • Enterprise Resource Planning Applications Support • Non Enterprise Resource Planning Applications Support Dukungan End User Support • Dukungan Jaringan Data • Dukungan Keamanan Sistem • Dukungan Telekomunikasi End User Support • Data Network Support • Security System Support • Telecommunications Support 2. CSS melakukan digitalisasi kearsipan dan sistem (Streamline Administrasi korespondensi pertamina Terpadu). 2. CSS conducts the digitizing of archives and Pertamina (Integrated Administration system correspondence Streamline). 3. Implementasi i-P2P/e-Auction di Anak Perusahaan untuk meningkatkan tata kelola pengadaan barang dan jasa yang excellence. 3. Implementation of i-P2P/e-Auction at subsidiaries to improve the management of excellent procurement of goods and services. 4. Enhanchement Human Resources Information System untuk meningkatkan tata kelola data pekerja yang lebih baik. 5. Mendukung Breakthrough Project Corporate PTKAM untuk (Pembenahan meminimalkan losses yang terjadi melalui enforcement terhadap system ERP, implementasi automation system antara instrument dan software arus minyak, dan menciptakan inovasi baru untuk sistem monitoring kapal dan cargo. Tata Kelola Arus Minyak) 4. Human Resources Information System Enhancement in order to improve better employee data management. 5. Supporting PTKAM Corporate Breakthrough Project (Improving Oil Flow Management) to minimize the losses that occur through the enforcement of the ERP system, implementation of system automation between oil flow instrument and software, as well as the creation of new innovations for ships and cargo monitoring systems. 6. Implementasi New Platform ERP untuk meningkatkan 6. Implementation of a new ERP Platform to increase the availability of ERP system. 6. Implementation of a new ERP Platform to increase the availability of ERP system. 7. Implementasi Sistem Informasi Investasi Pertamina (SIIP) dalam rangka memonitor keberhasilan project-project investasi di Pertamina. 7. Implementation of the Pertamina Investment Information System (SIIP) in order to monitor the success of investment projects in Pertamina.
8. Implementasi Dashboard Corporate sebagai bagian decision support system dalam rangka mempercepat pengambilan keputusan strategis Direksi. 8. Implementation of the Corporate Dashboard as part of the decision support system in order to accelerate the strategic decision making of Directors. 9. Melayani kebutuhan terhadap solusi IT 2016 sebanyak 821 kebutuhan melebihi commitment awal tahun, 573 solusi IT. 9. Serving the needs for IT solutions in 2016 as many as 821 needs which exceeded the initial commitment of 573 IT solutions. 10. Implementasi Social Media Monitoring dalam rangka menganalisa tren yang terjadi di media sosial untuk dapat dipelajari dan dilakukan aksi-aksi yang diperlukan. 10. Implementation of Social Media Monitoring in order to analyze trends occurring in social media for study and actionable needs purposes. 11. Melakukan efisiensi operasional IT sebesar Rp81,96 miliar melebihi ekspektasi target awal tahun yaitu Rp45 miliar. 11. IT operational efficiency amounting to Rp81.96 billion which exceeded the expectations of the initial target of Rp45 billion. 12. Pembentukan Tim Matrix, sebagai bagian layanan pasca implementasi sistem ERP, untuk melakukan monitoring dan dukungan guna peningkatan utilisasi pemanfaatan sistem ERP di lebih dari 40 entitas Anak Perusahaan dan afiliasi. 13. Reform sistem Enterprise Resource Planning tahun 2015 telah berhasil membuktikan bahwa Pertamina mampu untuk generate report dalam USD (sesuai ketentuan IFRS) secara real time walaupun transaksi menggunakan satuan mata uang yang berbeda. 12. Team Matrix formation, as part of post-implementation services of the ERP system, serving as monitoring and support to increase utilization improvement of the ERP system usage in over 40 subsidiaries and affiliated entities. 13. Reforming of the Enterprise Resource Planning system in 2015 has proven that Pertamina is able to generate reports in USD (pursuant to IFRS) in real time even if the transactions were in a different currency unit. CSS Activities in 2016 1. Maintain the availability of the Data Center, DRC and 12. Team Matrix formation, as part of post-implementation services of the ERP system, serving as monitoring and support to increase utilization improvement of the ERP system usage in over 40 subsidiaries and affiliated entities. 13. Reforming of the Enterprise Resource Planning system in 2015 has proven that Pertamina is able to generate reports in USD (pursuant to IFRS) in real time even if the transactions were in a different currency unit. CSS Activities in 2016 1. Maintain the availability of the Data Center, DRC and non ERP non-ERP systems 2. Menjaga availability LAN dan WAN (KP dan seluruh Unit 2. Maintain the availability of LAN and WAN (KP and the Bisnis) entire Business Unit) 3. Menjaga layanan pemenuhan kebutuhan perangkat penunjang operasional pekerja seperti kebutuhan IT Supplies, Telecom Material, PC, Handset, dan lain-lain. 4. CSS Pertamina turut berpartisipasi dalam kegiatan Pekan Bela Negara Pertahanan Cyber Nusantara di kantor Pusat Data & Informasi Kementerian Pertahanan RI dalam rangka menguji kesiapan sumber daya manusia ketika menghadapi ancaman cyber dalam semua aspek. 3. Keeping service operations to fulfill needs for worker operational support devices including the needs of IT workers, supplies, Telecom Materials, PC, handset, etc. 4. CSS Pertamina participated in the activities of Cyber Defense Week at The Office of Data and Information of the Ministry of Defence in order to test the readiness of human resources in facing cyber threats in all aspects. 5. Eksternal Audit ISO 20000 dan 27001 sebagai upaya berkesinambungan untuk tetap memberikan layanan terbaik dan mempertahankan konsistensinya dalam sistem keamanan informasi sesuai dengan standar internasional. 6. Melaksanakan survei kepuasan layanan CSS sebagai bagian refleksi fungsi untuk terus meningkatkan layanan. 5. External Audit ISO 20000 and 27001 as an ongoing effort to continue providing the best services and maintaining consistency in the information security system pursuant to international standards. 6. Implement CSS service satisfaction survey as part of the reflection function of service improvement. 7. Menyelenggarakan ICT Innovation 2016 untuk 7. Organizing ICT Innovation 2016 to find brilliant ideas related to IT. 7. Organizing ICT Innovation 2016 to find brilliant ideas related to IT. 147
148 Fungsi Corporate Shared Service Corporate Shared Service Function Pengembangan Infrastruktur Dalam hal pengembangan infrastruktur, Fungsi CSS melakukan refreshment server dengan menggunakan teknologi terbaru dan performa yang lebih baik dari sebelumnya, untuk menunjang operasional bisnis Perusahaan selama 4 tahun ke depan. Infrastructure Development In terms of infrastructure development, CSS function conducted refreshment servers by using the latest technology and better performance than ever before, in order to support the company's business operations over the next 4 years. Kinerja CSS • Pencapaian SLA (Service Level Agreement) rata-rata selama 2016 97,24% di atas target 97%. Pencapaian Utilisasi ERP rata-rata Pertamina Wide selama 2016 sebesar 97,86% di atas target 97%. CSS Performance • Achievement of SLA (Service Level Agreement) on average during 2016 was 97.24%, higher than the target of 97%. • Pertamina Wide ERP Utilization Achievement on average during 2016 was 97.86%, higher than the target of 97%. Service Level Agreement Service Level Agreement Utilisasi ERP The utilization of ERP 0.25% 0.89% 97.24 97.86 97.00 97.00 Target/Target Target/Target 2016 Realisasi/Realization 2016 Realisasi/Realization Atas layanan yang diberikan kepada pelanggan internal, CSS memperoleh hasil survei kepuasan pelanggan yang tinggi yaitu sebesar 3,93 skala likert dari skala 5. Selama 2016, sebanyak 9 orang pekerja CSS mendapatkan sertifikasi dalam beberapa bidang keahlian khusus terkait operasional CSS. On services provided to internal customers, CSS obtained a high score of 3.93 on a Likert 5 scale from the customer satisfaction survey. In 2016, a total of 9 CSS workers were certified in some specific areas of expertise related to CSS operational.
Rencana Jangka Panjang CSS CSS Long Term Plan ICT Transformation Strategic Partner Business Enabler Business Support ICT provide the technological needs that are requested by business functions ICT initiatives are developed reactively based on business needs ICT collaboratively provide strategic advice to business functions ICT have capability to propose initiatives relevant to business strategic agenda ICT is the backbone of the company in which without it, the company would not function As a driving force, it plays major role in creating strategic decision for the company ICT Excellent Service Excellent Operation Excellent
Strategi 1. Menjadikan organisasi CSS berorientasi pada penyedia Strategy 1. To position the CSS organization as a service provider. layanan (service provider). 2. Memanfaatkan Information Communication Technology (ICT) secara maksimal sebagai pendorong budaya kerja, transparansi dan profesionalisme. 2. Utilizing Information Communication Technology (ICT) optimally as a driver of a transparent and professional work culture. 3. Menerapkan standar-standar ICT terbaik (best practices), antara lain melalui benchmark terhadap best practices energy company. 3. Implement the best ICT standards (best practices), including through benchmarking against best practices of an energy company. 4. Menerapkan informasi yang terintegrasi selaras dengan perkembangan bisnis Pertamina termasuk seluruh anak perusahaan dan afiliasinya. 4. Implement integrated information which is aligned with Pertamina's business development, including all subsidiaries and affiliates. 5. Perbaikan berkelanjutan pada semua aspek pengelolaan 5. Continuous improvement in all aspects of ICT management. ICT. Kebijakan 1. Keputusan-keputusan Manajemen Informasi dibuat untuk memberikan manfaat dan nilai (value) maksimal kepada Pertamina secara keseluruhan. Policy 1. Decisions of Information Management were made to provide the maximum benefits and value to Pertamina as a whole. 2. Berkomitmen untuk memenuhi persyaratan pelanggan dalam koridor Information and Communication Technology Master Plan (ICT-MP). 2. Committed to meeting customer requirements in the corridors of Information and Communication Technology Master Plan (ICT-MP). 3. Perbaikan berkesinambungan di segala lini berpedoman 3. Ongoing improvement in all lines anchored on the ICT-MP and Enterprise Architecture. 3. Ongoing improvement in all lines anchored on the ICT-MP and Enterprise Architecture. 4. Data sebagai aset yang bernilai bagi Pertamina harus dikelola dengan baik secara lengkap, andal, mutakhir, aman dan akurat. 4. Data as a valuable asset for Pertamina which is to be managed properly in a complete, reliable, cutting-edge, secure and accurate manner. 5. Menaati dan melaksanakan prinsip-prinsip IT Governance sesuai dengan peraturan dan ketentuan yang berlaku. 5. Abiding by and implementing the principles of IT governance pursuant to the applicable rules and regulations. 6. Mengutamakan keselamatan, kesehatan kerja dan 6. Prioritize safety, occupational health and environmental protection. 6. Prioritize safety, occupational health and environmental protection. Pada 2016, fungsi CSS sudah berada di tahap Business Enabler. Dalam tahapan ini, CSS berkolaborasi bersama direktorat M&T dan Refinery sehingga Pertamina berhasil mengimplementasikan Pembenahan Tata Kelola Arus Minyak (PTKAM) untuk menekan losses minyak. Hal ini merupakan sebuah pencapaian yang luar biasa bagi Pertamina karena berhasil membuktikan efisiensi signifikan sehingga dapat mendorong pertumbuhan kinerja keuangan secara keseluruhan. In 2016, CSS function was already in the stage of Business Enabler. In this stage, CSS collaborated with Directorate of M&T and Refinery so Pertamina can successfully implement Oil Flow Management Improvement (PTKAM) and suppress oil losses. This is a remarkable achievement for Pertamina to prove significant efficiency so as to encourage the growth of overall financial performance. 149
150 Fungsi Quality System and Knowledge Management Quality System and Knowledge Management Function Fungsi QS&KM untuk meningkatkan kinerja Pertamina melalui penciptaan, budaya perbaikan berkelanjutan, peningkatan efektivitas implementasi sistem standar dan budaya berbagi pengetahuan yang dijalankan dalam koridor proses bisnis selaras dengan visi Pertamina. Hal ini dilakukan dengan melibatkan pemberdayaan sumber daya manusia dengan kompetensi sesuai dengan tuntutan bisnis organisasi. dibentuk dengan tujuan QS & KM function was established with the objective to improve the performance of Pertamina through the creation, continuous culture improvement, increasing the effectiveness in the standardized system implementation and knowledge- sharing culture which are all run within the corridors of business processes in line with Pertamina's vision. This is done by involving the empowerment of human resources with competencies that answer to the demands of the organization's business. Dalam struktur Perseroan, fungsi QS&KM berperan dalam menjamin perbaikan berkelanjutan Pertamina pada level operasi maupun manajemen melalui metode CIP, pengelolaan dokumen Perseroan, maupun sistem tata kerja yang sejalan dengan proses bisnis Perseroan, mengelola implementasi manajemen sistem standar yang sesuai dengan pemenuhan kebutuhan pelanggan, menjaga aset pengetahuan dalam penyelesaian masalah pekerjaan serta mengintegrasikan Tantangan, Eksekusi dan Hasil dalam menjamin kinerja Pertamina di level ekselen. In the structure of the Company, QS&KM function has a role to ensure continuous improvement at the level of the management as well as operational level, through CIP methods, document management, as well as a work system that is aligned with the business processes of the Company, in order to manage the implementation of standardized management systems so as to be consistent with the fulfilment of customer needs, maintain asset knowledge in problem solving as well as integrating Challenges, Execution and Results so as to maintain Pertamina's excellent performance. Hingga 31 Desember 2016, jumlah personil fungsi QS&KM adalah 50 orang. Until December 31, 2016, the number of personnel within QS&KM amounted to 50 people Pilar Utama Kegiatan Pertamina memiliki Kebijakan Sistem Manajemen Pertamina dan Code of Pertamina. Fungsi QS&KM menjamin kualitas yang baik di seluruh unit operasi, unit bisnis, serta anak Perseroan di dalam dan luar negeri. Code of Pertamina Fungsi QS&KM diterapkan oleh manajemen untuk menjamin kualitas budaya perbaikan berkelanjutan seluruh unit operasi/bisnis/ regional dan anak Perseroan melalui empat pilar utama kegiatan yaitu: Main Event Pillars Pertamina has a the Management System Policy and Code of Pertamina. The QS&KM function ensures well-maintained quality in all operating units, business units, as well as the subsidiaries at home and abroad. Code of Pertamina of QS&KM Function is implemented by management to ensure the quality of continuous improvement culture throughout the operation unit/business/regional as well as subsidiaries through the four main pillars of the Company's activities: a. Continuous Improvement Program (CIP) Merupakan program kegiatan untuk menyelesaikan masalah pekerjaan dan meningkatkan efisiensi melalui metode PDCA dan DELTA di lingkungan kerja Pertamina. Pencapain Value Creation pada 2016 mencapai Rp24,6 triliun, termasuk saving cost & target revenue, angka tersebut merupakan wujud komitmen Pertamina untuk menjalankan bisnis secara efisien dalam bentuk penghematan dan efektivitas proses dalam mencapai bahkan melampaui target pendapatan yang ditetapkan. Angka tersebut merupakan peningkatan yang tercatat selama lima tahun terakhir. a. Continuous Improvement Program (CIP) Is a program of activities to solve problems and improve work efficiency through PDCA methods and DELTA within Pertamina's work habitat. This Value Creation achievement in 2016 reached Rp24.6 trillion, including cost savings and revenue targets, reflects the commitment of Pertamina to conduct business efficiently in the form of savings and process efficacy, which not only reached but surpassed the set revenue target. The figure represents a recorded increase over the last five years.
Pertamina meningkatkan nilai competitiveness dengan peningkatan prestasi dalam Forum Kompetisi Inovasi tingkat nasional dan internasional, di antaranya: 1) Penghargaan Energi Pratama - Penghargaan Kementerian Energi dan Sumber Daya Mineral kepada perusahaan nasional/daerah atau asing yang berjasa luar biasa dan memiliki komitmen yang tinggi untuk berpartisipasi aktif sebagai korporat yang melakukan, memberikan sumbangan nyata dalam hal pengembangan teknologi baru, inovasi, penyediaan dan pemanfaatan energi dengan prinsip konservasi dan/atau diversifikasi, sehingga terwujud produk nyata secara fisik untuk operasi Perseroan sendiri serta berdampak besar terhadap pembangunan maupun peningkatan peran dan kinerja sektor energi dan sumber daya mineral dalam pengelolaan energi yang berkelanjutan dan efisien. Penghargaan ini diberikan kepada PT Badak NGL yang mengusungkan tema "Pemanfaatan LNG yang berwawasan lingkungan". Pertamina the value of competitiveness by improving performance in the Forum Innovation Competition at national and international levels, including: 1) Pratama Energy Award - Award by Ministry of Energy and Mineral Resources to companies, national/ regional/foreign, who have outstanding merits and a strong commitment to participate actively as corporate who not only conducts business but also contributes tangibly to the development of new technology, innovation, supply and utilization of energy with conservation and/or diversification principles, in order to bring out a physically tangible product, for the Company's own operations, that have a significant impact on the development and increasing role and performance in the energy and mineral resources sector - attributing to sustainable and efficient energy management. This award was given to PT Badak NGL who promoted the theme "Utilization of Environmentally Apt LNG". increased 2) Forum Presentasi CIP Internasional, antara lain: a) International Convention on Quality Control Circles (ICQCC) di Thailand tanggal 24-25 Agustus 2016, dengan perolehan: 8 tim mendapatkan kategori gold (tertinggi) dan 1 tim kategori silver 2) CIP Presentation International Forum, among others: a) International Convention on Quality Control Circles (ICQCC) in Thailand on 24-25 August 2016, with the achievement of: 8 teams in gold category (the highest) and one team in silver category b) The International Exposition of Team Excellece Symposium (IETEX) tanggal 26-27 September 2016 di Singapura, dengan perolehan: 3 Three Stars Award dan 2 Two Stars Award serta Best of The Best (Platinum) b) The International Exposition of Team Excellence Symposium (IETEX) dated September 26-27 2016 Singapore, with the achievement of: 3 Three Stars Award and 2 Two Stars Award as well as Best of the Best (Platinum) c) Asia Pacific Quality Organization tanggal 18- 25 November 2016 di New Zealand, dengan perolehan 5 Three Star, Best Impact, Best Presentation dan Overall Champion untuk 5 Perwakilan Pertamina. c) Asia Pacific Quality Organization on 18-25 November 2016 in New Zealand, with the achievement of: 5 Three Stars Award, Best Impact, Best Presentation and Overall Champion for 5 Pertamina Representatives. 151
152 Fungsi Quality System and Knowledge Management Quality System and Knowledge Management Function b. Standardization Management (SM) Di Pertamina mencakup kegiatan: 1) Pengelolaan standar dan sertifikasi sistem oleh Pertamina Standardization & Certification (PSC). b. Standardization Management (SM) In Pertamina includes the following activities: 1) The management of the system certification and standardization by Pertamina Standardization and Certification (PSC). 2) Pengelolaan dokumen yang sesuai dengan proses bisnis Perseroan yang merujuk pada pemenuhan UU Kearsipan No. 43 Tahun 2009. 2) Management of documents in accordance with the Company's business processes are referred to the fulfilment of the Law Filing No. 43 of 2009. 3) Penguatan proses bisnis Perseroan yang fokus pada pencapaian visi Pertamina. Pengelolaan standar dimaksudkan untuk memastikan keselarasan proses bisnis dan sistem tata kerja selaras dengan visi dan misi Perseroan sebagaimana yang dinyatakan dalam Code of Pertamina Fungsi QS&KM Pasal 8 ayat (1) dan (2) bahwa proses pengelolaan sistem standar harus selaras dengan visi, misi, tata nilai, proses bisnis dan RJPP, serta memperhatikan ketentuan perundangan dan persyaratan pemangku kepentingan. Saat ini, sejumlah sistem standar telah diimplementasikan oleh Pertamina, yaitu antara lain ISO9001, ISO14001, OHSAS18001, ISO17025, ISO20000, ISO27001, SMP, SMK3 dan sistem standar lain. rangka meningkatkan 3) Penguatan proses bisnis Perseroan yang fokus pada pencapaian visi Pertamina. Pengelolaan standar dimaksudkan untuk memastikan keselarasan proses bisnis dan sistem tata kerja selaras dengan visi dan misi Perseroan sebagaimana yang dinyatakan dalam Code of Pertamina Fungsi QS&KM Pasal 8 ayat (1) dan (2) bahwa proses pengelolaan sistem standar harus selaras dengan visi, misi, tata nilai, proses bisnis dan RJPP, serta memperhatikan ketentuan perundangan dan persyaratan pemangku kepentingan. Saat ini, sejumlah sistem standar telah diimplementasikan oleh Pertamina, yaitu antara lain ISO9001, ISO14001, OHSAS18001, ISO17025, ISO20000, ISO27001, SMP, SMK3 dan sistem standar lain. rangka meningkatkan berbagi pengetahuan, Pertamina melaksanakan Knowledge Management Pertamina (KOMET). Kegiatan berbagi pengetahuan dilakukan melalui tatap muka (offline), penggunaan teknologi informasi (online) seperti webinar, dan pengelolaan portal KOMET yang bertujuan untuk menciptakan, mengumpulkan, memantau dan mendistribusikan aset pengetahuan di Pertamina. Untuk mendorong penciptaan budaya berbagi pengetahuan, kegiatan KOMET ditetapkan menjadi salah satu item KPI bagi Pekerja sekurang-kurangnya setingkat L2D dan L3D Direct Report ke SVP/Direktur dan menetapkan bulan April sebagai bulan KOMET di seluruh lingkungan Perseroan. Dalam jangka waktu tujuh tahun terakhir sejak dibentuknya KOMET, ada 2.313 aset pengetahuan yang tersimpan dalam knowledge centre di portal KOMET dan terdapat 847 anggota Community of Practice dan sebanyak 548 forum berbagi pengetahuan telah diselenggarakan secara offline. 3) Strengthening of the Company's business processes that focus on achieving Pertamina's vision. Management of said standards is intended to ensure alignment of business processes and systems as well as with the vision and mission of the Company as stated in the Code of Pertamina QS & KM Function Article 8 (1) and (2): that the process of system management standards must be aligned with the vision, mission, governance values, business processes and RJPP, and with regard to legislative provisions and requirements of stakeholders. Currently, a number of system standards has been implemented by the Pertamina, among others, ISO14001, OHSAS18001, ISO17025, ISO20000, ISO27001, junior, SMK3 and other standardized systems. ISO9001, In order to promote a culture of knowledge sharing, Pertamina has implemented Knowledge Management (COMET). Knowledge sharing activities are conducted through face-to-face (offline), the use of information technology (online) such as webinars, and management of KOMET portal which aims to create, collect, monitor and distribute knowledge assets in Pertamina. To encourage the creation of a knowledge-sharing culture, KOMET activities are set to be one of the KPI items for Workers, at least at the level of L2D and L3D Direct Reports to SVP/Director and chose April as the KOMET month throughout the Company. Within the last seven years since the establishment KOMET, there are 2,313 assets of knowledge stored in a knowledge center in the KOMET portal and there are 847 members of Community of Practice and as many as 548 knowledge sharing forums have been held offline. 3) Strengthening of the Company's business processes that focus on achieving Pertamina's vision. Management of said standards is intended to ensure alignment of business processes and systems as well as with the vision and mission of the Company as stated in the Code of Pertamina QS & KM Function Article 8 (1) and (2): that the process of system management standards must be aligned with the vision, mission, governance values, business processes and RJPP, and with regard to legislative provisions and requirements of stakeholders. Currently, a number of system standards has been implemented by the Pertamina, among others, ISO14001, OHSAS18001, ISO17025, ISO20000, ISO27001, junior, SMK3 and other standardized systems. ISO9001, In order to promote a culture of knowledge sharing, Pertamina has implemented Knowledge Management (COMET). Knowledge sharing activities are conducted through face-to-face (offline), the use of information technology (online) such as webinars, and management of KOMET portal which aims to create, collect, monitor and distribute knowledge assets in Pertamina. To encourage the creation of a knowledge-sharing culture, KOMET activities are set to be one of the KPI items for Workers, at least at the level of L2D and L3D Direct Reports to SVP/Director and chose April as the KOMET month throughout the Company. Within the last seven years since the establishment KOMET, there are 2,313 assets of knowledge stored in a knowledge center in the KOMET portal and there are 847 members of Community of Practice and as many as 548 knowledge sharing forums have been held offline. Selama 2016, KOMET menyelenggarakan 203 webinar yang melibatkan seluruh Fungsi/Unit/Region dan beberapa Anak Perseroan Direktorat Hulu. Selain itu, KOMET juga sudah memiliki 223 anggota expert panel yang menyaring aset pengetahuan yang masuk ke portal KOMET. Total keterlibatan Pekerja dalam upaya penciptaan dan berbagi pengetahuan adalah sebesar 23,8%. During 2016, KOMET organized 203 webinar organized involving the whole Function/Unit/Region and some of Directorate of Upstream subsidiaries. In addition, KOMET also owns 223 expert panel members who filter the knowledge assets that went into KOMET portal. Workers' total involvement in efforts to create and share knowledge is of 23.8%.
d. Quality Management Assessment (QMA) berbasis Kriteria Kinerja Ekselen Pertamina (KKEP) dimaksudkan untuk mewujudkan terciptanya kinerja ekselen di seluruh Unit Bisnis/Unit Operasi/Anak Perusahaan, sehingga dapat mendorong pencapaian kinerja ekselen perushaan secara korporat. Pada siklus 2015-2016, QMA telah diterapkan pada 30 Unit Bisnis/Unit Operasi/Anak Perusahaan dengan nilai rata- rata adalah 484 dengan kategori Emerging Company sedangkan sebelumnya adalah 494. d. Quality Management Assessment (QMA) which is based on Pertamina Excellent Performance Criteria (KKEP) is intended to realize and create performance in all Business Units/Unit Operations/ excellence Subsidiaries, so as to facilitate the achievement of performance excellence at a corporate level. In the 2015- 2016 cycle, QMA has been applied to 30 Business Units/Unit Operations/Subsidiaries with average value of 484 in the category of Emerging Company, compared to previous value of 494. Rencana Jangka Panjang Perseroan memiliki perhatian atas implementasi serta praktik manajemen mutu yang ekselen bagi Pertamina. Oleh karena itu, fungsi QS&KM bersama dengan BUMN maupun Perusahaan lain akan berkolaborasi terkait pengelolaan mutu secara ekselen serta mampu meningkatkan daya saing Perseroan. Diharapkan kolaborasi ini dapat memperkuat sumber daya Pertamina dalam meningkatkan jaminan mutu dalam hal produk dan jasa. Long-Term Plan Pertamina put an emphasis on the implementation and practice of excellent quality management. Therefore, the QS & KM Function, along with other state-owned enterprises and other companies, will collaborate together on excellent quality management as well as on attempts to enhance the corporate competitiveness. This collaboration is expected to strengthen Pertamina resources in improving quality assurance of its products and services. Dalam menjamin operasi yang efektif, fungsi QS&KM dalam Pertamina Standardization & Certification akan mengelola seluruh proses implementasi manajemen sistem standar bagi seluruh unit operasi, unit bisnis dan anak Perseroan dalam rangka memenuhi harapan pelanggan. Fungsi System Business Process sebagai bagian dari QS&KM akan mengupayakan proses pengelolaan dokumen Perseroan, proses pembuatan sistem tata kerja dan mekanisme korespondensi Perseroan yang secara dinamis didesain untuk mendukung proses bisnis dan operasi Perseroan. In order to guarantee effective operation, QS & KM Function in Pertamina Standardization and Certification will manage the entire implementation process of standardized systems management for all unit operations, business units and subsdiaries in order to meet customer expectations. System Business Process Function as part of the QS & KM Function will enhance the Company's document management processes, work system creation processes, and Company's correspondence mechanisms which are dynamically designed to support business processes and operations. 153
154 Pengadaan Procurement Sejalan dengan penerapan GGG yang mengutamakan prinsip dasar transparansi dan akuntabilitas, Pertamina menjalankan proses pengadaan barang/jasa secara adil dan transparan. Penyelenggaraan proses pengadaan barang dan jasa berpedoman pada Sistem & Tata Kerja (STK) yang disahkan melalui SK Direksi No.43/C00000/2015-S0 dan berlaku efektif terhitung sejak 8 November 2015. Aligned with the implementation of GGG which prioritizes the basic principles of transparency and accountability, Pertamina operates the procurement of goods/services fairly and transparently. Implementation of the procurement of goods and services is based on the system and framework (STK) that the Board of Directors authorized by decree No.43/C00000/2015-S0 which became effective since 8 November 2015. Kebijakan Sistem Pengadaaan Dalam lingkungan Pertamina, proses pengadaan barang/ jasa (non hydro) untuk Direktorat SDM & Umum, Direktorat Gas, EnergiBaru & Terbarukan (EBT), Direktorat Keuangan, Internal Audit, Direktorat Hulu, Corporate Secretary, dan Legal Counsel & Compliance dikelola oleh Fungsi Procurement Excellence Group yang berada di Direktorat SDM & Umum. Procurement System Policy At Pertamina, the goods/services (non-hydro) for the Directorate of Human Resources & General, Directorate of Gas, New & Renewable Energy (EBT), Directorate of Finance, Directorate of Upstream, Corporate Secretary, Internal Audit, and Legal Counsel & Compliance are managed by Excellence Group Procurement Function which is located in the Directorate of Human Resources & General. Dalam Laporan Tahunan ini, informasi pengadaan yang disampaikan adalah informasi yang menjadi lingkup kerja/ di bawah pengelolaan fungsi Procurement Excellence Group, dimana secara struktur organisasi, fungsi PEG berada di bawah fungsi Asset Management dalam Direktorat SDM, TI & Umum. Sedangkan untuk kegiatan pengadaan di lingkungan Direktorat Pemasaran dan Direktorat Pengolahan termasuk pengadaan di unit-unit kerja, dikelola oleh fungsi Procurement di kantor unit masing-masing. In this Annual Report, procurement information presented is information under scope of work/functions within the management of Excellence Group Procurement Function, where structurally, is under the Asset Management function in the Directorate of Human Resources, IT and General. As for the procurement activities of the Marketing Directorate and Refinery Directorate, including procurement in working units, are managed by the Procurement function in their respective unit offices. Sesuai yang tercantum dalam Rencana Kerja & Anggaran Perusahaan 2016, fungsi PEG menerapkan beberapa kebijakan yaitu sebagai berikut: • Pelaksanaan proses pengadaan barang dan jasa di seluruh unit bisnis Pertamina distandardisasi agar terdapat keseragaman dalam hal implementasi. As stated in the Company's Work Plan & Budget 2016, PEG functions implemented some policies as follows:
Implementation of procurement process of goods and services across business units in Pertamina is standardized to ensure uniformity. Proses pengadaan barang dan jasa di seluruh unit bisnis Pertamina harus menggunakan sistem yang terintegrasi dan terkontrol secara bertahap. The process of procurement of goods and services across business units in Pertamina must use an integrated system and be periodically controlled. Mengendalikan, mengarahkan dan mengevaluasi kebutuhan, jadwal serta metode pelaksanaan proses pengadaan barang/jasa mulai dari perencanaan hingga penerbitan kontrak. Control, direction and evaluation of needs, schedule and method of implementation of the procurement of goods/ services from planning to publishing contracts. Peningkatan kompetensi pelaksana pengadaan barang/ Competency development of the procurement of of goods/services in a sustainable manner. Competency development of the procurement of of goods/services in a sustainable manner. Pengembangan organisasi procurement sesuai dengan Development of procurement organizations in accordance with the Company's business development. Development of procurement organizations in accordance with the Company's business development. Kebijakan-kebijakan tersebut menjadi acuan fungsi PEG untuk menyusun program-program kerja pada 2016. Adapun pencapaian yang berhasil dilakukan pada 2016 adalah: 1. Kegiatan Rutin Pengadaan Barang/Jasa These policies have become a reference for PEG function to prepare for the work programs in 2016. As for the achievements that were made in 2016, they are the following: 1. Routine Procurement of Goods/Services Activities Selama 2016, terdapat total 564 pengadaan yang telah diproses di fungsi Procurement Excellence Group dengan pencapaian cost saving mencapai 11,35%. Throughout 2016, there were a total of 564 procurement that have been processed in the function of Procurement Excellence Group with achieving cost savings reached 11.35%.
2. BTP Sentralisasi Procurement Melanjutkan inisiatif Pertamina untuk mendukung program efisiensi di semua lini, selama 2016 fungsi PEG yang disponsori Direktur SDM & Umum menjadi Project Leader dalam BTP Sentralisasi Procurement dengan target cost saving sebesar USD200 juta. BTP Sentralisasi Procurement turut dilaksanakan di level korporat, direktorat, unit operasi dan anak perusahaan hulu serta anak perusahaan direktorat GEBT. Hingga akhir 2016, cost saving yang telah dicapai adalah sebesar USD290 juta yang berasal dari kegiatan-kegiatan sebagai berikut: 2. BTP Centralized Procurement Continuing Pertamina's initiatives to support program efficiency in all lines, in 2016, PEG function sponsored by HR & General Director becomes Project Leader in the BTP Centralized Procurement with target cost saving of USD200 million. BTP Centralized Procurement was implemented in corporate level, directorate, operating units, upstream subsidiaries and GEBT directorate subsidiaries. Until the end of 2016, the achieved cost saving reached USD290 million, derived from the following activities: SENTRALISASI/ Centralization 2. BTP Centralized Procurement Continuing Pertamina's initiatives to support program efficiency in all lines, in 2016, PEG function sponsored by HR & General Director becomes Project Leader in the BTP Centralized Procurement with target cost saving of USD200 million. BTP Centralized Procurement was implemented in corporate level, directorate, operating units, upstream subsidiaries and GEBT directorate subsidiaries. Until the end of 2016, the achieved cost saving reached USD290 million, derived from the following activities: SENTRALISASI/ Centralization RE-NEGOSIASI/ Re-negotiation NEGOSIASI/ Negotiation (pengadaan barang/ jasa baru | Procurement of new goods/services) (untuk kontrak existing | for existing contract) (pengadaan kontrak payung | procurement of umbrella contract) 202.6 77.4 2.08 SUBSITUSI PRODUK/ Product Substitution RE-DESIGN RE-ENGINEERING/ Re-Design Re-Engineering 0.29 8.42 0.04 USD 290.4 juta/million Selain progres finansial sesuai perincian di atas, telah terbentuk 15 kontrak sentralisasi pengadaan yang diperoleh dari fungsi-fungsi procurement di tingkat Korporat, Direktorat dan Unit Operasi yang berhasil melakukan saving sentralisasi sebesar USD2,04 juta. In addition to financial progress outlined above, 15 procurement centralized contracts obtained the procurement functions at the corporate, directorate and operation unit level were established to successfully perform centralized saving of USD2.04 million. from 155
156 Pengadaan Procurement 3. Penugasan Pengadaan Barang/Jasa 3. Assignment of Goods/Services Pada 2016, Fungsi PEG dilibatkan dalam beberapa proyek strategis Pertamina yaitu: • Penugasan Pemerintah RI Proyek Kerja sama Pemerintah dengan Badan Usaha (KPBU) Grass Root Refinery (GRR) Kilang Minyak Bontang In 2016, PEG function was involved in several strategic projects Pertamina, including the following: • Government of Indonesia Assignment Cooperation Project between Government and Grass Root Refinery (GRR) Business Operation (KPBU) Oil Refinery Bontang Penugasan Pemerintah RI Penyediaan Pendistribusian dan Pemasangan Paket Perdana Liquefied Petroleum Gas (LPG) untuk Kapal Perikanan Nelayan Kecil Tahun 2016 (LPG Nelayan) • Proyek Pembangunan Terminal LPG Refrigerated Jawa Government of Indonesia Assignment • Provision of Distribution and Installation of Liquefied Petroleum Gas (LPG) Pilot Package for Small Fishermen Fishing Vessels 2016 (LPG Fishermen) Refrigerated LPG Terminal Development Project in East Java Refrigerated LPG Terminal Development Project in East Java Pengadaan Barang/Jasa Pemerintah dengan dana Procurement of Government Goods/Services with the state budget funds Procurement of Government Goods/Services with the state budget funds Tim Persiapan Pengelolaan Mahakam Mahakam Management Preparation Team 4. Integrated Procure to Pay (iP2P) Dengan diimplementasikannya iP2P pada Februari 2016, fungsi PEG bersama dengan fungsi CSS telah melakukan berbagai sosialisasi ke unit-unit kerja pemasaran dan pengolahan serta anak perusahaan. Sampai saat ini, proses sosialisasi dan implementasi masih terus ditingkatkan agar dapat dijalankan lebih maksimal di semua modul. sistem 4. Integrated Procure to Pay (iP2P) With the implementation of the iP2P system in February 2016, along with CSS function, PEG function has conducted various relevant socialization to work units as well as to the marketing and refinery subsidiary. Until now, the process of socialization and implementation are still being developed in order to maximize implementation at all modules. 5. Peningkatan Kompetensi Pelaksana Pengadan Barang/ Jasa Melakukan peningkatan kompetensi pelaksana proses pengadaan dengan mengadakan Capability Building secara berjenjang yang mencakup materi Sourcing Strategy, Spend Analysis, Clean Sheet Costing dan Teknik Negosiasi. Sampai dengan akhir 2016 telah diikuti oleh 207 pekerja Pertamina baik dari unit operasi, direktorat dan anak perusahaan. barang/jasa 5. Implementing Competency Enhancement of Goods/ Services Procurement To the competency of goods/ services procurement implementation process, Capability Building was carried out in stages which include materials of Sourcing Strategy, Spend Analysis, Clean Sheet Costing and Negotiation Techniques. Until the end of 2016, the program has had 207 participants within Pertamina from operating units, directorates and subsidiaries. 5. Implementing Competency Enhancement of Goods/ Services Procurement To the competency of goods/ services procurement implementation process, Capability Building was carried out in stages which include materials of Sourcing Strategy, Spend Analysis, Clean Sheet Costing and Negotiation Techniques. Until the end of 2016, the program has had 207 participants within Pertamina from operating units, directorates and subsidiaries. 6. Procurement Card 6. Procurement Card Procurement Card merupakan suatu cara pembelian barang menggunakan fasilitas kartu kredit dengan merchant-merchant yang sudah diikat kontrak. The Procurement Card is a way to purchase goods using a credit card facility with merchants who are already tied up a contract. Selama 2016, telah terjalin kerja sama dengan 2 bank, yaitu Bank BNI dan Bank BRI terkait dengan implementasi Procurement Card. Sedangkan untuk jenis barang yang dapat dibeli dengan menggunakan Procurement Card saat ini adalah barang ATK (Alat Tulis Kantor) dan pembelian dilakukan dengan mengakses sistem E-Catalog. Throughout 2016, there is cooperation with the two banks, namely Bank BNI and Bank BRI related to the implementation of Procurement Card. As for the types of goods that can be done using the Procurement Card purchases at this time that the goods ATK (Stationery Office) and the purchase is done by accessing the E-Catalog systems.
7. Pengadaan APBN 7. Procurement Budget Selama 2016, total 7 proses pengadaan APBN telah diselesaikan di fungsi PEG. In 2016, a total of 7 procurement process for State Budget has been completed within PEG function. 8. Vendor Management 8. Vendor Management konfigurasi MySAP PEG mengajukan perubahan terkait perhitungan sebagai bentuk penyesuaian terhadap SK Direksi No. 43/ C00000/2015-S0. Selama 2016, terdapat 72 (tujuh puluh dua) asesmen CSMS yang telah diproses, baik terkait update data vendor maupun terkait proses pengadaan. Selain itu, lebih dari 196 perusahaan mendaftar menjadi rekanan Pertamina melalui proses sertifikasi dan yang dinyatakan lulus menjadi vendor Pertamina yaitu sebanyak 26 vendor. Sedangkan untuk kasus pelanggaran vendor yang telah ditangani oleh Procurement Excellence Group selama 2016 yaitu sebanyak 21 kasus. vendor management PEG suggested updates for MySAP configuration related to the calculation of vendor management as a form of adjustment of the Decree of Directors No. 43/ C00000/2015-S0. In 2016, there were 72 (seventy- two) CSMS assessments processed, both related to vendor data updates and related procurement process. In addition, more than 196 companies signed up to become a Pertamina partner and 26 were stated fit to become Pertamina's vendors. As for cases of vendor violations that have been handled by the PEG in 2016, it was recorded at 21 cases. 157
158 158 Analisis dan Pembahasan Manajemen Management Discussion and Analysis 160 TINJAUAN INDUSTRI DAN FAKTOR EKSTERNAL EXTERNAL FACTORS AND INDUSTRIAL REVIEW 174 TINJAUAN KINERJA USAHA BUSINESS PERFORMANCE REVIEW Kinerja Sektor Hulu Upstream Business Sector 178 196 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas New and Renewable Energy Sector 206 Kinerja Sektor Pengolahan Performance of Refinery Sector 222 Kinerja Sektor Pemasaran Performance of Marketing Sector 230 Lini Bisnis Aviasi Bisnis Aviation Business Line 233 Lini Bisnis Perkapalan Shipping Business Line 241 Integrated Supply Chain Integrated Supply Chain 244 Optimasi Margin Hilir Downstream Margin Optimization 245 Kinerja Anak Perusahaan Subsidary Report 246 TINJAUAN KINERJA KEUANGAN FINANCIAL PERFORMANCE REVIEW 255 255 257 259 261 262 264 264 265 266 268 Analisa atas Laporan Posisi Keuangan Statement of Financial Position Analysis Aset Assets Liabilitas Liabilities Ekuitas Equity Analisa atas Laporan Arus Kas Statement of Cash Flow Analysis Rasio-Rasio Keuangan Financial Ratios Pencapaian Target 2016 Targets Achievement in 2016 Target 2017 Target 2017 Kemampuan Membayar Utang dan Tingkat Kolektabilitas Piutang Solvency and Receivables Collectiblity Rate Struktur Modal dan Kebijakan Manajemen atas Struktur Modal Capital Structure and Management Policy on Capital Structure Ikatan Material untuk Investasi Barang Modal Material Commitments for Capital Expenditure 273 275 276 276 278 278 Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information On Investment, Expansion, Divestment, Business Merger/ Consolidation, Acquisition, or Debt/Capital Restructuring Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak Afiliasi Material Transaction Involving Conflict of Interest and/or Affiliated-Party Transaction Transaksi Penting Lainnya dalam Jumlah Signifikan Other Material Transaction with Significant Amount Perubahan Peraturan Perundang- Undangan yang Berpengaruh Signifikan terhadap Perseroan Changes in the Laws and Regulations with Significant Impact on the Company Perubahan Kebijakan Akuntansi yang Diterapkan Perseroan pada Tahun Buku 2016 Changes in Accounting Policies Applied by the Company in Financial Year 2016 Ketaatan sebagai Wajib Pajak Tax Compliance 248 249 249 252 254 Pembahasan Kinerja Keuangan Discussion on Financial Performance Analisa atas Laporan Laba Rugi Statement of Profit Loss Analysis Penjualan dan Pendapatan Usaha Lainnya Sales and Other Operating Revenues Beban-Beban Expenses Laba (Rugi) Profit (Loss) 269 270 272 273 273 Investasi Barang Modal yang Direalisasikan pada Tahun Buku Terakhir Capital Expenditure Realized in Current Financial Year Informasi dan Fakta Material yang Terjadi setelah Tanggal Laporan Akuntan Subsequent Events Kebijakan Dividen Dividend Policy Program Kepemilikan Saham oleh Karyawan dan/atau Manejemen Employee and/or Management Stock Ownership Program (ESOP/MSOP) Penggunaan Dana Hasil Penawaran Umum Realization of Use of Proceeds from Public Offering 279 Prospek Usaha Business Prospects 282 Aspek Pemasaran Marketing Aspect Kelangsungan Usaha Business Continuity 288 Pengukuran Perusahaan Corporate Assesment 287 288 Tingkat Kesehatan Perusahaan Corporate Soundness Level 290 Hasil Asesmen Kriteria Penilaian Kinerja Unggul (KPKU) Excellent Performance Evaluation Criteria (KPKU) PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report 159
160 160 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Kondisi Perekonomian Global Global Economy Memasuki tahun 2016, perekonomian global diprediksi masih tetap berada pada kondisi stagnan dan belum memperlihatkan titik terang perbaikan. Bahkan, Dana Moneter Internasional (International Monetary Fund/IMF) menyebutkan munculnya tanda-tanda gelombang krisis dari negara-negara emerging market. Bila negara-negara berkembang mengalami masalah, beban krisis global makin bertambah. Artinya, ekonomi dunia tahun 2016 masih dibayang-bayangi resesi. From the outset of 2016 it had already been forecast that global economic conditions would remain stagnant, there were few indications to show any significant recovery. In fact, the International Monetary Fund (IMF) mentioned that there were crisis signals from the emerging market countries. If these countries were to experience any problems, the burden of the global crisis would increase. Hence, the world economy in 2016 was still overshadowed by the recession. Prospek kenaikan suku bunga acuan (Fed Fund Rate/FFR) di Amerika Serikat (AS) dan perlambatan ekonomi di Tiongkok berkontribusi terhadap ketidakpastian dan peningkatan risiko kerentanan ekonomi di seluruh dunia. Dampak perlambatan ekonomi Tiongkok merambat dengan cepat dan meluas ke berbagai negara, terutama negara yang selama ini menjadikan Tiongkok sebagai pasar utama tujuan ekspornya. Prospects of an increase in the reference rate (Fed Funds Rate/ FFR) in the United States (US) and the economic slowdown in China contributed to uncertainty and increased the risk for further vulnerability in the global. China's economic slowdown spread rapidly to many countries, particularly China's main export destination countries. PERTAMINA Laporan Tahunan 2016 Annual Report
Mengutip laporan Perserikatan Bangsa Bangsa (PBB) yang bertajuk World Economic Situation and Prospect 2016, pertumbuhan ekonomi negara berkembang diperkirakan hanya akan mencapai rata-rata 3,8%, angka pertumbuhan terendah sejak krisis keuangan global tahun 2009. Sedangkan Bank Dunia dalam kajian prospek ekonomi global (Global Economic Prospect) pada Januari 2016 memperkirakan bahwa pertumbuhan global tahun 2016 masih ada sedikit peningkatan dari 2,4% pada 2015 menjadi 2,9% pada 2016.Tetapi asumsi tersebut kemudian dikoreksi pada bulan Juni 2016 menjadi 2,4% akibat terus melambatnya pertumbuhan di negara-negara maju, harga komoditas yang tetap rendah, lemahnya perdagangan global, serta berkurangnya arus modal. Quoting the report of the United Nations (UN) entitled World Economic Situation and Prospect 2016, economic growth in developing countries was estimated to be at an average of 3.8%, the lowest growth since the global financial crisis in 2009. Meanwhile, the World Bank in their Global Economic Prospect study in January 2016 predicted that global growth in 2016 would slightly increase from 2.4% in 2015 to 2.9% in 2016. Nevertheless, this assumption was later corrected in June 2016 to 2.4% due to the continued slowing growth in the developed countries, low commodity prices, weak global trade and decreased capital flows. Pada bulan Juni 2016, pasca referendum yang dramatis, Inggris memutuskan keluar dari Uni Eropa (UE). Keputusan yang dikenal sebagai "British Exit"(Brexit) tersebut sempat mengguncang pasar keuangan global. Kurs mata uang In June 2016, after a dramatic referendum, the British decided to leave the European Union (EU). The decision, known as the "British Exit" (Brexit), shook the global financial markets. The exchange rate of the British Pound (GBP) fell 161
162 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review poundsterling (GBP) jatuh sekitar 10% terhadap dolar Amerika Serikat (USD), terendah selama 31 tahun terakhir dan merupakan kejatuhan GBP terbesar dalam satu hari sepanjang sejarah. Penguatan USD terhadap GBP berdampak pada penguatan USD terhadap berbagai mata uang dunia. Saham-saham Eropa anjlok lebih dari 8% diikuti jatuhnya pasar saham global. Namun demikian, para analis berpendapat koreksi mata uang dan indeks saham tersebut masih dalam batas toleransi dan bersifat sementara. about 10% against the US dollar (USD), the lowest in the last 31 years and was the deepest GBP downfall in one day throughout history. The strengthening of USD against GBP then appreciated the USD against various currencies of the world. European stocks tumbled by more than 8%, followed by the collapse of the global stock markets. However, the analysts believed the correction of the currency and stock index was still within tolerable limits and temporary. Pasca Brexit, IMF segera merespons dengan merevisi proyeksi pertumbuhan ekonomi global 2016 dan 2017. Hasil referendum Inggris telah mengejutkan pasar keuangan global dan menyiratkan risiko yang signifikan bagi pemulihan perekonomian dunia. IMF memperkirakan ekonomi global hanya tumbuh 3,1% pada 2016 dan 3,4% pada 2017, atau 0,1% lebih rendah dari perkiraan semula. After Brexit, the IMF responded by revising projected global economic growth in 2016 and 2017. The results of the British referendum shook the global financial markets and threatened significant risks for the global economic recovery. The IMF projected that the global economy would grow by only 3.1% in 2016 and 3.4% in 2017, or 0.1% lower than the initial estimation. Dinamika ekonomi global sepanjang tahun 2016 yang dipicu mulai dari harga komoditas yang rendah hingga krisis utang Uni Eropa dan keputusan Inggris meninggalkan blok UE telah menekan aktivitas ekonomi di seluruh dunia. Hingga akhir tahun 2016, IMF dalam laporan World Economic Outlook (WEO) Januari 2017 menyebutkan bahwa pertumbuhan ekonomi global 2016 tidak lebih dari 3,1%, seperti yang telah diprediksi sebelumnya. Capaian tersebut lebih rendah dari tahun 2015 sebesar 3,2%. Kelompok negara maju yang diharapkan menjadi penghela perekonomian global seperti AS, Eropa dan Jepang, masih belum mampu memulihkan kinerja ekonomi domestiknya. The dynamics of the global economy throughout 2016 that were triggered by the low commodity prices, the EU debt crisis and Britain's decision to leave the EU block had put pressure on global economic activities. By the end of 2016, the IMF in the World Economic Outlook (WEO) January 2017 mentioned that the global economic growth in 2016 would not be higher than 3.1%, as predicted earlier. The achievement was lower than in 2015 that reached 3.2%. The developed countries that were expected to drive the global economy such as the US, Europe and Japan, were still unable to restore optimal performances in their economies. Kondisi Perekonomian Domestik Pemerintah telah merevisi target pertumbuhan ekonomi 2016 dari 5,3% menjadi 5,2% sebagaimana telah disetujui oleh Badan Anggaran DPR dalam rapat pengesahan Anggaran Pendapatan dan Belanja Negara Perubahan (APBN-P) 2016. Target tersebut cukup realistis mengingat kondisi ekonomi yang belum sepenuhnya membaik dan pelemahan harga komoditas seperti minyak mentah masih berlanjut. Kinerja ekonomi nasional masih terdampak pelemahan ekonomi global yang menyebabkan turunnya nilai ekspor dan impor Indonesia. Domestic Economy The government revised its 2016 economic growth target from 5.3% to 5.2% as approved by the Budget Commission of DPR in the meeting of State Budget Amendment (APBN-P) 2016. The target is quite realistic given that there has been no significant recovery in economic conditions, and the continued weakening in the prices of commodities including crude oil, continues. National economic performance is still affected by the global economic downturn causing a decline in the value of Indonesian exports and imports. Sebagaimana kondisi tahun 2015, ekonomi Indonesia di tahun 2016 masih dipengaruhi oleh faktor perlambatan ekonomi Tiongkok dan rendahnya harga minyak. Sebagai mitra dagang terbesar Indonesia, perlambatan di Tiongkok memberi pengaruh pada kegiatan ekspor. Rendahnya harga minyak berimbas pada tertekannya harga komoditas ekspor lain. Following the same pattern as 2015, Indonesia's economy was heavily influenced by the slowdown in the Chinese economy and the low price of oil. As Indonesia's largest trading partner, an economic slowdown in China affected export activities. Meanwhile, the low oil prices impacted the prices of other export commodities. Pada perkembangannya, memasuki akhir triwulan I-2016 Badan Pusat Statistik (BPS) mencatat pertumbuhan mencapai 4,92%. Lebih baik dari periode yang sama tahun 2015 sebesar 4,72%. Hal tersebut diyakini sebagai dampak dari belanja pemerintah melalui pembangunan infrastruktur yang merata di seluruh daerah. Konsumsi swasta dan investasi perlahan mulai membaik sebagai respon atas Towards the end of the first quarter that growth 2016, the Central Statistics Agency (BPS) announced that the growth was 4.92%, better than the same period in 2015 that reached 4.72%. It is believed that this is due to the government's spending for infrastructure development across the regions. Private consumption and investment slowly began to improve in response to the decline in interest rates on loans
penurunan tingkat suku bunga kredit dan membaiknya harga komoditas. Tingkat pertumbuhan di triwulan berikutnya terus memperlihatkan tren peningkatan sampai akhir tahun sehingga secara tahunan pertumbuhan ekonomi Indonesia tahun 2016 mencapai 5,02%, lebih baik dari tahun 2015 sebesar 4,79%. and improving commodity prices. The growth rate in the next quarter continued to show an increasing trend until the end of the year which meant that Indonesian annual economic growth in 2016 was 5.02%, higher than in 2015 that reached 4.79%. Gambar: Pertumbuhan ekonomi Indonesia 2015-2016 Figure: Indonesia's economic growth 2015 - 2016 (Sumber | Source: 5,04 5,02 5,18 4,91 5,04 4,74 4,67 4,72 TW4 TW3 TW2 TW1 2016 TW4 TW3 TW2 TW1 2015 Setelah disahkannya Undang-Undang Nomor 11 Tahun 2016 tentang Pengampunan Pajak (Tax Amnesty/TA) oleh DPR tanggal 28 Juni 2016, pemerintah segera melakukan sosialisasi program TA untuk memperluas basis data perpajakan yang lebih komprehensif. Program TA diyakini akan mempercepat pertumbuhan dan restrukturisasi ekonomi melalui repatriasi aset wajib pajak yang selama ini ditempatkan di lembaga perbankan di luar negeri. Capital inflow tersebut akan membawa efek positif bagi perekonomian yang lebih luas termasuk pembangunan infrastruktur. Upon ratification of Law No. 11 of 2016 concerning Tax Amnesty/TA by DPR on June 28, 2016, the government promptly disseminated the TA program to enhance more comprehensive taxation database. It is believed that the TA program will accelerate growth and economic restructuring through the repatriation of taxpayers' assets that have been placed in foreign banking institutions. The capital inflow will bring positive effects for the broader economy, including infrastructure development. Di awal tahun nilai tukar rupiah sempat tertekan dengan indeks USD yang kembali memasuki tren penguatan global. Kurs dolar AS terus menguat sejak 25 Desember 2015 dan sempat menyentuh Rp13.946 per USD di awal Januari. Tetapi seiring meningkatnya kepercayaan pasar terhadap fundamental ekonomi Indonesia, rupiah mulai menguat dan menunjukkan kestabilannya hingga semester kedua. Menjelang batas akhir program TA periode I pada 30 September 2016, rupiah mencapai level terbaik Rp12.926 per USD (kurs tengah BI per 28 September) menyusul kesuksesan program TA menjaring dana masuk hingga Rp151 triliun. Dengan demikian, rupiah telah menguat 7% dibandingkan dengan posisi awal tahun. Hingga akhir tahun 2016 rupiah mampu bertahan di kisaran Rp13.400 per USD sehingga realisasi rata-rata nilai tukar rupiah sepanjang tahun 2016 mencapai Rp13.307 per USD. At the beginning of the year, the Rupiah exchange rate was depressed by USD index which re-entered a global strengthening trend. The USD continued to strengthen starting on December 25, 2015 and had reached Rp13,946 per USD in early January. However, with increasing market confidence in the economic fundamentals of Indonesia, the Rupiah began to strengthen and demonstrate its stability until the second half. Towards the end of the first period of TA program on September 30, 2016, the Rupiah reached its highest level at Rp12,926 per USD (BI middle rate on September 28) following the success of the TA program in raising incoming funds up to Rp151 trillion. Hence, the Rupiah appreciated by 7% compared with its position at the beginning of the year. By the end of 2016 the Rupiah was able to survive in the range Rp13,400 per USD so that the realized average of Rupiah exchange rate throughout 2016 was Rp13,307 per USD. 163
164 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Kurs Transaksi - USD Exchange Rates on Transaction 2016 14.200.00 14.000.00 13.800.00 h a p u R i 13.600.00 13.400.00 13.200.00 13.000.00 12.800.00 4 Jan 16 Mar 30 May 12 Aug 25 Oct Upaya pemerintah menjaga laju inflasi patut diapresiasi. Keberhasilan pemerintah mengendalikan harga bahan pokok dengan menjamin pasokan bahan pangan terbukti mampu meredam tingginya permintaan pasar. BPS mencatat tingkat inflasi tahunan hanya mencapai 3,02%, lebih rendah dibandingkan inflasi tahunan 2015 yang mencapai 3,35%. The Government's efforts to maintain the rate of inflation are greatly appreciated. The success of the government to control prices of basic commodities by ensuring food supplies was proved capable of reducing the market demand. BPS announced the annual inflation rate was only 3.02%, lower than in 2015, which reached 3.35%. Berbagai indikator ekonomi yang positif menunjukkan bahwa perekonomian Indonesia sudah menuju arah pemulihan. Defisit transaksi berjalan juga terus menurun ditopang oleh neraca perdagangan non-migas yang kembali surplus seiring membaiknya kinerja ekspor. Hal ini membuat perekonomian Indonesia secara fundamental membaik. Various positive economic indicators show that Indonesia's economy is heading towards recovery. The current account deficit also continued to decline, supported by the non- oil trade balance which was back in surplus as export performance improved. This demonstrates the fact there has been a fundamental improvement in Indonesia's economy. Pemerintah telah menargetkan untuk menaikkan peringkat kemudahan berusaha Bank Dunia dari urutan 106 ke urutan 40. Berbagai hambatan birokrasi perizinan telah dipangkas. Deregulasi investasi tersebut secara nyata telah menunjukkan hasil. Indonesia berhasil menjadi salah satu dari 10 negara dengan tingkat kenaikan terbesar dalam laporan Doing Business Bank Dunia. Di akhir tahun, peringkat Indonesia telah menempati peringkat 91 yang tercapai karena membukukan reformasi untuk mempermudah memulai sebuah usaha, memperoleh sambungan listrik, membayar pajak, pendaftaran properti, mendapatkan pinjaman, penegakan kontrak serta perdagangan lintas batas. The government has targeted to raise its rank of ease of doing business by the World Bank from the 106th to 40th position. Various licensing bureaucracy obstacles have been trimmed. The investment deregulation has shown real results. Indonesia managed to become one of the 10 countries with the largest leaps in the World Bank's Doing Business report. At the end of the year, Indonesia was ranked 91st due to reforms of making it easier to start a business, obtaining an electrical connection, paying taxes, registering property, getting loans, contract enforcement as well as cross-border trade. Situasi Geopolitik dan Regulasi Pemerintah Selain kondisi perekonomian global, sektor energi juga dipengaruhi oleh tekanan geopolitik di berbagai belahan dunia seperti pergolakan politik di Ukraina, Timur Tengah dan Suriah. Geopolitical Situation and Government Regulations In addition to the global economy, the energy sector was also affected by geopolitical tensions in various parts of the world, including political turbulence in Ukraine, the Middle East and Syria. Krisis Rusia - Ukraina yang berkepanjangan berpotensi mempengaruhi harga minyak mentah dunia, karena Rusia bersama Arab Saudi adalah produsen minyak mentah terbesar dunia dan penghasil gas alam terbesar kedua di dunia. Sedangkan perang di Suriah yang terjadi di wilayah yang berbatasan langsung dengan ladang minyak dan gas terbesar di dunia, dipastikan menciptakan konsekuensi jangka pendek dan panjang bagi pasokan migas dunia. The prolonged Russian - Ukraine crisis has the potential to affect crude oil prices, because Russia and Saudi Arabia are the world's largest crude oil producers and the second largest natural gas producers in the world. Therefore, the war in Syria, which takes place in the area adjacent to the world's largest oil and gas fields, surely has short and long- term consequences for the world's oil and gas supplies.
Di dalam negeri, beberapa perubahan regulasi dan kebijakan terhadap penyesuaian harga BBM masih menjadi isu utama di tahun 2016. Penetapan harga BBM yang tepat akan berdampak positif bagi Pertamina karena di samping dapat menjaga stabilitas ketahanan energi nasional, juga dapat memperkuat struktur keuangan perusahaan untuk peningkatan kinerja. Domestically, some changes in regulations and policies on fuel price adjustment were still key issues in 2016. The determination of an optimal price of fuel will have a positive impact on Pertamina because in addition to maintaining the stability of the national energy security, it can also strengthen the Company's financial structure for performance improvement. Di tahun 2016, Kementerian ESDM menerbitkan Peraturan Menteri ESDM Nomor 22 tahun 2016 tentang pelaksanaan pembangunan kilang minyak skala kecil di dalam negeri. Kilang minyak skala kecil adalah kilang minyak bumi atau kondensat beserta fasilitas pendukungnya di dalam negeri dengan kapasitas produksi maksimal 20.000 barel per hari (bph). Dengan aturan ini, pemerintah ingin mendorong sektor swasta untuk ikut berperan dalam mewujudkan ketahanan energi. Tujuan lain yang ingin dicapai adalah efisiensi kegiatan usaha hulu dan hilir minyak dan gas bumi, serta meningkatkan produksi minyak bumi atau kondensat khususnya dari lapangan minyak marjinal yang dinilai belum ekonomis untuk dikembangkan dalam suatu wilayah kerja produksi. Keberadaan kilang mini diharapkan akan menambah volume kapasitas produksi bahan bakar minyak (BBM) nasional dan mengurangi ketergantungan impornya. In 2016, the Ministry of ESDM issued Regulation of the Minister of ESDM No. 22 of 2016 concerning implementation of domestic small-scale oil refinery construction. A small- scale oil refining is the refinery of oil or condensate along with the supporting facilities in the country with a maximum production capacity of 20,000 barrels per day (bpd). With this regulation, the government would like to encourage the private sector to play a role in achieving energy security. The other objective is the efficiency of upstream and downstream business activities, as well as increased production of oil or condensate, particularly from marginal oil fields considered not economically viable to develop in a production area. The small-scale refinery is expected to increase national fuel (BBM) production capacity and to reduce import dependency. Penyelesaian revisi Undang-Undang Nomor 22 Tahun 2001 tentang Minyak dan Gas Bumi (UU Migas) yang sudah digulirkan sejak tahun 2008 menjadi salah satu prioritas Kementerian ESDM di tahun 2016. Perubahan UU Migas diharapkan dapat mengembalikan migas dari komoditas pasar menjadi komoditas strategis yang dikuasai negara untuk menciptakan kedaulatan dan kemandirian energi. Bagi Pertamina, revisi UU Migas akan memperkuat posisi Pertamina sebagai national oil company (NOC) yang menjadi representasi negara dalam penguasaan sumber daya dan infrastruktur strategis migas. Sebagai representasi negara, Pertamina harus mendapat prioritas untuk mengelola blok-blok migas di dalam negeri dan didorong untuk ekspansi di blok-blok luar negeri. Prioritas tersebut mencakup hak utama dalam penawaran lahan migas yang baru (new block offered), hak utama untuk mengakuisisi lahan yang dioperasikan (existing contract), dan hak utama mengelola lahan yang kontraknya sudah berakhir (expiring contract). Completion of amendment of Law No. 22 of 2001 concerning Oil and Gas (Oil and Gas Law) that had been an issue since 2008 was one of the priorities of the Ministry of ESDM in 2016. The amendment of the laws for oil and gas is expected to return oil and gas from being market commodities back to strategic commodities controlled by the state to uphold energy independence and sovereignty. The amendment will strengthen Pertamina's position as the national oil company (NOC) to represent the state in controlling strategic oil and gas resources and infrastructure. As a representation of the state, Pertamina should be prioritized in managing domestic oil and gas blocks and encouraged to expand to overseas blocks. The priority includes the right of priority to new blocks offered, the right of priority to existing contracts and the right of priority to expiring contracts. Perkembangan Harga Minyak Dunia Saat ini kebutuhan minyak mentah dunia mencapai sekitar 90 juta barel per hari (bph). Pasokan terbesar berasal dari negara non-OPEC termasuk Rusia dan AS. Sedangkan negara-negara OPEC hanya memasok sekitar 34 juta, atau 38% dari total permintaan. Data OPEC menyebutkan, konsumsi dunia pada tahun 2015 mencapai 92,8 juta bph, naik 0,8% dibanding tahun sebelumnya. Terdapat 15 negara dengan konsumsi di atas 1,5 juta bph. AS berada di peringkat pertama dengan 19 juta bph, diikuti Tiongkok (11,1) dan Jepang (4,3). Indonesia berada di peringkat 13 dengan konsumsi 1,6 juta bph. The World Oil Price Trend Currently the world's demand for crude oil is about 90 million barrels per day (bpd). The largest supply comes from non- OPEC countries including Russia and the United States. Meanwhile, the OPEC countries supply only about 34 million, or 38% of the total demand. OPEC data stated that world consumption in 2015 reached 92.8 million bpd, an increase of 0.8% over the previous year. There were 15 countries with consumption of over 1.5 million bpd. The US ranked the first with 19 million bpd, followed by China (11.1) and Japan (4.3). Indonesia was ranked 13th with a consumption of 1.6 million bpd. 165
166 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Menjelang berakhirnya tahun 2015, harga minyak di pasar global terus melemah terutama dipicu oleh keputusan Kongres Amerika Serikat (AS) pada Desember 2015 yang mencabut larangan ekspor minyak yang dihasilkan oleh produsen minyak di AS. Pencabutan sanksi nuklir AS dan Eropa terhadap Iran di awal tahun 2016 juga berdampak luas. Keputusan pencabutan diambil setelah PBB menegaskan bahwa Iran telah memenuhi semua tuntutan yang ditetapkan dalam kesepakatan untuk mengurangi program nuklirnya. Pasca keputusan tersebut, Iran segera melepas cadangan minyak mentahnya ke pasar ekspor yang menyebabkan harga minyak internasional menukik tajam. Untuk pertama kalinya dalam 12 tahun terakhir harga minyak jatuh hingga USD27,67/barel (Brent Crude) di pertengahan Januari. Towards the end of 2015, oil prices in the global market continued to weaken mainly triggered by the decision of Congress of the United States (US) in December 2015 which revoked the ban on exports of oil producers in the US. Revocation of US and Europe's nuclear sanctions against Iran in early 2016 also had a broad impact. The revocation was decided after the UN confirmed that Iran had fulfilled all stipulations set out in the agreement to lower its nuclear program. Post-revocation, Iran immediately delivered its crude oil reserves to export markets causing international oil prices to plummet. For the first time in 12 years the oil price fell to USD 27.67/barrel (Brent Crude) in mid-January. Data Society of Petroleum Engineers (SPE) bulan September 2016 mencatat bahwa pasokan minyak dunia mencapai 96,4 juta bph. Sedangkan konsumsinya hanya sekitar 95,03 juta bph. Artinya, terdapat kelebihan pasokan hingga 1.4 juta bph. Berlimpahnya pasokan minyak dunia juga merupakan dampak dari upaya OPEC, baik secara keseluruhan ataupun sebagian negara anggotanya, untuk merebut kembali pangsa pasar pasar minyak mentah dunia dari produsen unconventional shale/tight oil di AS dan produsen Non-OPEC lainnya. Data of Society of Petroleum Engineers (SPE) in September 2016 noted that the world's oil supply reached 96.4 million bpd. Whereas actual consumption was only around 95.03 million bpd. Hence, there was an excess supply of up to 1.4 million bpd. The abundance in world oil supplies was also a result of the efforts from OPEC, both corporately and as individual member states, to recapture global crude oil market share away from the unconventional shale/tight oil producers in the US and other non-OPEC producers. Untuk mengurangi kelebihan pasokan dan menahan jatuhnya harga minyak lebih dalam, pertemuan anggota OPEC pada 27-29 September 2016 di Aljazair sepakat untuk memangkas produksi sekitar 400 ribu bph. Berdasarkan data OPEC Annual Statistical Bulletin 2015, dari sebaran cadangan minyak dunia, cadangan minyak anggota OPEC mencapai 1.206 miliar barel (81%), sedangkan negara non- OPEC sekitar 286,9 miliar barel (19%). To reduce oversupply and to break the falling crude oil prices, the OPEC meeting on September 27-29, 2016 in Algeria produced the agreement to cut production of approximately 400 thousand bpd. Based on data from OPEC's Annual Statistical Bulletin 2015, of the world's oil reserves distribution, the oil reserves of OPEC members were 1,206 billion barrels (81%) and non-OPEC countries were 286.9 billion barrels (19%). tingkat menteri 14 negara OPEC pada Pertemuan 30 November 2016 di Vienna, Austria menghasilkan kesepakatan untuk memotong tingkat produksi anggotanya sebesar 1,2 juta bph atau menjadi 32,5 juta bph mulai Januari 2017. Kesepakatan yang bertujuan untuk menjaga keseimbangan pasar minyak dan mencegah penurunan harga disambut reaksi positif dari pasar yang mengangkat harga minyak baik minyak Brent maupun WTI (West Texas Intermediate) hingga 7% ke level USD50/barel di akhir tahun. Negara non-OPEC memberi sinyal positif terhadap keputusan OPEC. Rusia berkomitmen menurunkan produksi secara bertahap sejak Januari 2017 diikuti oleh Azerbaijan dan Kazakhstan. A ministerial meeting of 14 OPEC countries on November 30, 2016 in Vienna, Austria agreed to cut their production level by 1.2 million bpd to 32.5 million bpd starting from January 2017. The agreement aiming to maintain the balance of the oil market and to prevent falling prices was welcomed positively by the market leading to an increase in oil prices both Brent and WTI (West Texas Intermediate) of 7% to USD 50/barrel at the end of the year. Non-OPEC countries also gave a positive signal to this decision. Russia had been committed to reducing its oil production gradually since January 2017 followed by Azerbaijan and Kazakhstan. Sebagai anggota OPEC, Indonesia mendapat kuota pemotongan sebesar 37.000 bph. Pemerintah Indonesia yang berkepentingan mendorong produksi minyak dalam negeri keberatan dengan kuota pemotongan tersebut karena produksi minyak siap jual Indonesia yang besarnya 820.000 bph sangat kecil dibandingkan produksi total OPEC yaitu hanya sekitar 2%. Sebaliknya, kuota pemotongan tersebut akan menggerus penerimaan negara bukan pajak dari sektor migas dan berdampak besar bagi postur Anggaran As a member of OPEC, Indonesia received a cutting quota of 37,000 bpd. The Indonesian government with its concern to encourage domestic oil production objected to the cutting quota because Indonesia's lifting of 820,000 bpd was very small, only about 2%, compared to the total OPEC production. In contrary, the cutting quota would reduce the state revenues from the oil and gas sector and would have significant impact on the posture of the State Budget (APBN) 2017. As a solution, the government decided to temporarily
Pendapatan dan Belanja Negara (APBN) 2017. Sebagai solusi, pemerintah kembali memutuskan menangguhkan sementara keanggotaan Indonesia dari OPEC sehingga Indonesia tidak terikat dengan kesepakatan OPEC tersebut. suspend Indonesia's OPEC membership in order to release Indonesia's commitment to OPEC and no longer be bound by the agreement. Hingga akhir tahun 2016 harga rerata Brent dan Indonesia Crude Price (ICP) masing-masing berada pada level USD43,55/barel dan USD39,94/barel. Harga minyak tersebut berada di bawah harga rerata tahun 2015 dimana Brent mencapai USD52,35/barel dan ICP mencapai USD49,21/barel. By the end of 2016, the average price of Brent and Indonesia Crude Price (ICP) was USD 43.55/barrel and USD 39.94/ barrel, respectively. These prices fell below the average in 2015 in which Brent and ICP reached USD 52.35/barrel and USD 49.21/barrel. Gambar: Pergerakan harga minyak Brent 2015 - 2016 Figure: Brent crude oil price movement 2015 - 2016 BRENT CRUDE OIL 70 60 50 40 30 20 Jan Apr Jul Oct Jan Apr Jul Oct 2015 2015 2015 2015 2016 2016 2016 2016 (Sumber|Source: Gambar: Pergerakan harga minyak ICP 2015 - 2016 Figure: Average of Indonesian Crude Oil Prices 2015 - 2016 70 60 50 40 30 20 Jan Feb Mar Apr Mei Jun Jul Aug Sep Oct Nov Dec 2015 2016 Rendahnya harga minyak dunia sangat berpengaruh pada produk kilang dan turunannya. Rerata harga Mid Oil Platts of Singapore (MOPS) untuk tiga produk utama (Premium, Kerosene dan Solar) sampai akhir tahun 2016 masih rendah, bahkan lebih rendah dari dari tahun sebelumnya sebagaimana terlihat pada tabel berikut: The low oil prices have had a serious impact on refinery products and derivatives. The average price of Mid Oil Platts of Singapore (MOPS) for three key products (Premium, Kerosene and Diesel) at end of 2016 were still low, even lower than the previous year as shown in following table: 167
168 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Tabel: Rerata harga MOPS Table: Average price of MOPS Keterangan Satuan Unit 2016* 2015 Δ Description MOPS Premium USD/Barel 52.45 65.05 19% MOPS Premium MOPS Kerosene USD/Barel 52.83 64.79 18% MOPS Kerosene MOPS Solar* USD/Barel 51.57 63.87 19% MOPS Diesel* CP Aramco USD/MT 342.18 428.09 20% CP Aramco MOPS Gas Oil 0,25% MOPS Gas Oil 0.25% Gas Bumi Salah satu sumber energi alternatif yang dikembangkan oleh pemerintah adalah gas bumi. Gas bumi memiliki banyak kelebihan, diantaranya; menghasilkan emisi yang lebih sedikit dibandingkan minyak dan batubara sehingga tidak mencemari udara, bersifat non-korosif, tidak beracun dan lebih efisien. Natural Gas One of the alternative energy sources developed by the government is natural gas. Natural gas has many advantages, including; lower emissions than oil and coal so that it does not pollute the air, non-corrosive, non-toxic and more efficient. Mengutip Outlook Energi Indonesia 2016 yang dirilis Badan Pengkajian dan Penerapan Teknologi (BPPT), dalam kurun waktu 2014-2050 pemanfaatan gas bumi diperkirakan akan tumbuh rata-rata sebesar 4,7% per tahun. Konsumsi gas bumi akan meningkat dari 1.578 Billion Cubic Feet (BCF) pada tahun 2014 menjadi 2.605 BCF pada tahun 2025 dan menjadi 6.584 BCF pada tahun 2050. Pertumbuhan permintaan gas bumi terbesar berasal dari sektor komersial yang meningkat rata-rata sebesar 6,1% per tahun diikuti oleh sektor transportasi (5,9%), industri (5,2%), pembangkit listrik (3,9%), dan rumah tangga (0,9%). Saat ini pangsa terbesar gas bumi adalah sektor industri yang mencapai 43% dari total pemanfaatan gas dan akan meningkat menjadi 65% pada tahun 2050. Gas bumi di sektor industri selain untuk bahan bakar juga digunakan sebagai bahan baku. Pada tahun 2050, pengguna gas yang dominan selain sektor industri adalah sektor pembangkit listrik (30%) dan komersial (1%). Citing Indonesia Energy Outlook 2016, released by the Agency for Assessment and Application of Technology (BPPT), in the period of 2014-2050 the use of natural gas is expected to grow on average by 4.7% per year. Consumption of natural gas will increase from 1,578 Billion Cubic Feet (BCF) in 2014 to 2,605 BCF in 2025 and to 6,584 BCF in 2050. The growth in demand for natural gas comes from the commercial sector which increases by an average of 6.1% per year followed by the transportation sector (5.9%), industry (5.2%), power plant (3.9%), and households (0.9%). Currently the largest share of natural gas is the industrial sector which reached 43% of the total gas utilization and will increase to 65% in 2050. Natural gas in the industrial sector, other than fuel, is also used as raw material. In 2050, the dominant user of gas, other than the industrial sector, will be power plants (30%) and commercial (1%). Gambar: Proyeksi pemanfaatan gas bumi 2014 - 2050 Figure: Projection of gas utilization 2014-2050 (Sumber|Source: Outlook Energi Indonesia 2016 - BPPT) 8,107 6,857 6,584 5,711 5,646 4,620 4,788 3,720 4,034 2,770 3,407 2,144 2,605 1,578 1,640 2,090 2040 2045 2050 2035 2030 2025 2020 2015 2014
169 Berdasarkan data dari BP Statistical Review of World Energy 2016, Indonesia memiliki cadangan terbukti gas bumi sebesar 100,3 Trillion Cubic Feet (TCF) pada akhir tahun 2015. Cadangan gas tersebut merupakan yang terbesar keenam di kawasan Asia Pasifik setelah Australia, Bangladesh, Brunei, Tiongkok dan India. Cadangan Indonesia berkontribusi sebesar 1,5% dari total cadangan gas dunia. Kebanyakan pusat-pusat produksi gas Indonesia berlokasi di lepas pantai. Yang paling besar di antaranya adalah di Arun-Aceh (Sumatera), Bontang (Kalimantan Timur, Tangguh (Papua) dan Kepulauan Natuna. Based on data from the BP Statistical Review of World Energy 2016, Indonesia had proven natural gas reserves of 100.3 Trillion Cubic Feet (TCF) at end of 2015. Those gas reserves were the sixth largest in the Asia Pacific region after Australia, Bangladesh, Brunei, China and India. Indonesia's reserves accounted for 1.5% of the total world gas reserves. Most of Indonesia's gas production centers are offshore. The largest production centers include Arun - Aceh (Sumatera), Bontang (East Kalimantan), Tangguh (Papua) and Natuna Islands. Indonesia memproduksi sekitar dua kali lipat dari gas bumi yang dikonsumsinya. Tetapi produksi gas belum dapat memenuhi permintaan di dalam negeri. Bahkan terdapat kekurangan gas untuk memenuhi kebutuhan industri domestik. Sebagian besar hasil produksi gas diekspor karena produsen gas di Indonesia didominasi oleh perusahaan-perusahaan asing seperti CNOOC Limited, Total E&P Indonesia, Conoco Philips, BP Tangguh, dan Exxon Mobil Oil Indonesia, yang secara total menghasilkan sekitar 87% dari produksi gas bumi Indonesia. Sisanya sebanyak 13% diproduksi oleh Pertamina. Indonesia produces about twice as much natural gas than it consumes. However, gas production still can not meet the domestic demand. There is even a shortage of gas to meet the needs of the domestic industry. Most gas production is exported because gas producers in Indonesia are dominated by foreign companies such as CNOOC Limited, Total E&P Indonesia, Conoco Philips, BP Tangguh and Exxon Mobil Oil Indonesia, which in total generate about 87% of natural gas production in Indonesia. The remaining 13% is produced by Pertamina. Tabel: Kebutuhan gas bumi untuk industri Table: Natural gas demand for industry Industri 2015* 2020F Pertumbuhan Growth Industry Pupuk 791.22 1,028.22 23% Fertilizer Petrokimia 295.00 708.00 58% petrochemicals Keramik 133.95 134.68 1% ceramics Baja 80.00 120.00 33% Steel Glassware 28.38 28.60 1% Glassware Kaca 81.19 81.19 0% Glass Semen 9.00 10.00 10% Cement Sarung Tangan Karet 4.67 4.70 1% Rubber gloves Dalam metric standar cubic feet per day (MMscfd) Sumber: In metric standard cubic feet per day (MMscfd)Source: Hingga tahun 2024, diproyeksikan seluruh kebutuhan gas domestik dapat dipenuhi dari produksi gas bumi dalam negeri. Namun impor gas akan terjadi pada tahun 2025 yakni sebesar 118 BCF atau 4,5% dari total kebutuhan gas domestik. Pada tahun 2050 impor gas akan mencapai 2.645 BCF atau 40% dari total kebutuhan gas, sehingga perlu dipersiapkan penambahan infrastruktur impor gas. Kemampuan ekspor gas selama kurun waktu 2014-2050 menurun rata-rata sebesar 10,4% per tahun, begitu juga dengan produksi gas yang menurun rata-rata sebesar 1,0% per tahun. Sedangkan impor gas mengalami kenaikan rata-rata sebesar 13,2% per tahun. Until 2024, the entire projected domestic gas demand can be met by domestic natural gas production. Nevertheless gas imports will occur in 2025 which will amount to 118 BCF or 4.5% of the total domestic gas demand. In 2050, gas imports will reach 2,645 BCF or 40% of the total gas demand; therefore, additional gas import infrastructure needs to be prepared. The capacity of gas exports during the period 2014-2050 decreased on average by 10.4% per year, as well as gas production which decreased on average by 1.0% per year. Meanwhile, gas imports increased on average by 13.2% per year. Ekspansi perekonomian Indonesia dan komitmen pemerintah untuk menurunkan ketergantungan pada bahan bakar minyak sebagai sumber suplai energi untuk industri, pembangkit listrik dan transportasi, akan menyebabkan permintaan domestik untuk gas terus meningkat di masa mendatang. Indonesia memiliki cadangan gas berlimpah untuk memasok kebutuhan domestik dan juga pasar ekspor di masa mendatang. Tetapi untuk mencapai sektor gas yang efisien dan produktif, dibutuhkan investasi skala besar baik untuk kegiatan eksplorasi maupun pembangunan infrastruktur distribusi. Expansion of Indonesia's economy and the government's commitment to reduce dependence on fossil fuels as a source of energy supply for industrial, power plants and transportation, will cause domestic demand for gas to continues to increase in the future. Indonesia has abundant gas reserves to supply domestic needs as well as export markets in the future. However, to achieve an efficient and productive gas sector, large-scale investment is needed both for exploration and development of distribution infrastructure.
170 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Pemerintah masih menerapkan kebijakan pipa open access bagi pelaku bisnis transmisi dan distribusi gas di Indonesia. Selain itu, Pemerintah melalui Menteri ESDM juga telah menerbitkan Peraturan Menteri ESDM No 37/2015 tentang Ketentuan dan Tata Cara Penetapan Alokasi dan Pemanfaatan serta Harga Gas Bumi. Dengan peraturan ini, alokasi dan pemanfaatan gas bumi diprioritaskan untuk transportasi, rumah tangga, pelanggan kecil, peningkatan produksi migas nasional, industri pupuk, industri berbahan baku gas bumi, tenaga listrik, dan industri yang menggunakan gas bumi sebagai bahan bakar. The government continues to implement an open pipeline access policy for the business players in gas transmission and distribution in Indonesia. Additionally, the Government through the Minister of ESDM issued Regulation of the Minister of ESDM No. 37/2015 concerning Terms and Procedures for Allocation and Utilization of Natural Gas Prices. With this regulation, allocation and utilization of natural gas for transportation priority, households, small customers, increased national oil production, fertilizer industry, industries using natural gas as a raw material, power plants and the industries using natural gas as fuel. Untuk memenuhi permintaan pasar ekspor, sebagian besar investasi terutama dilakukan pada pengembangan pabrik LNG. Saat ini, Pertamina memiliki penyertaan saham di pabrik LNG Arun, LNG Bontang dan LNG Donggi Senoro, Sulawesi, yang telah on-stream pada tahun 2015. Dengan semakin menurunnya produksi dari pabrik LNG Arun, fasilitas yang ada di lokasi tersebut dimanfaatkan sebagai instalasi regasifikasi dan hub terminal LNG untuk memasok kebutuhan gas di wilayah Sumatera bagian Utara. To meet the demands of the export market, most of the investment is mainly used for development of LNG plants. Currently, Pertamina holds an equity stake in LNG Arun, LNG Bontang LNG Donggi Senoro, Sulawesi, which were already on-stream in 2015. With the decreasing production of LNG Arun, the existing facilities at the site are used as a regasification installation and LNG terminal hub for gas supply in the region of Northern Sumatera. Energi Baru Terbarukan Indonesia memiliki potensi energi baru dan terbarukan (EBT) yang cukup besar. Diantaranya adalah mini/microhydro sebesar 450 Mega Watt (MW), Biomassa 50 Giga Watt (GW), energi surya 4,80 kWh/m2/hari, energi angin 3-6 m/det dan energi nuklir 3 GW. New Renewable Energy Indonesia has quite a large potential of new renewable energy (EBT), including mini/microhydro of 450 Mega Watt (MW), Biomass of 50 Giga Watt (GW), solar energy of 4.80 kWh/m2/day, wind energy of 3-6 m/s and nuclear energy of 3 GW. Pengembangan EBT mengacu pada Peraturan Presiden (Perpres) Nomor 5 tahun 2006 tentang Kebijakan Energi Nasional. Dalam Perpres disebutkan kontribusi EBT dalam bauran energi primer nasional pada tahun 2025 adalah sebesar 17% dengan komposisi Bahan Bakar Nabati sebesar 5%, Panas Bumi 5%, Biomasa, Nuklir, Air, Surya, dan Angin 5%, serta batubara yang dicairkan sebesar 2%. Angka ini telah direvisi menjadi 23% dalam dalam Rencana Umum Energi Nasional (RUEN) yang disusun oleh Dewan Energi Nasional dan telah disahkan pada bulan Juni 2016. EBT development refers to Presidential Regulation (Perpres) No. 5 of 2006 concerning National Energy Policy. This regulation mentioned EBT contribution in the mix of national primary energy which in 2025 will account for 17% with the composition of Biofuels 5%, Geothermal 5%, Biomass, Nuclear, Water, Solar, and Wind 5%, and liquefied coal 2%. This figure has been revised to 23% in the General Plan for National Energy (RUEN) drafted by the National Energy Council and was ratified in June 2016. Gambar: Bauran Energi Nasional (BEN)/Figure: National Energy Mix (NEM) BEN sampai tahun 2013 (%)/NEM until 2013 (%) BEN sampai tahun 2025 (%)/NEM until 2025 (%) 8% 30% Energi Baru Terbarukan New Renewable Energy 23% Energi Baru Terbarukan New Renewable Energy 44% 2013 18% Minyak Oil Gas Alam Natural Gas 30% 2025 22% 25% Minyak Oil Gas Alam Natural Gas Batubara Coal Batubara Coal BEN sampai tahun 2030 (%)/NEM until 2030 (%) BEN sampai tahun 2050 (%)/NEM until 2050 (%) 30% Energi Baru Terbarukan New Renewable Energy 20% 31% Energi Baru Terbarukan New Renewable Energy 25% 2030 23% 22% Minyak Oil Gas Alam Natural Gas 24% 2050 25% Minyak Oil Gas Alam Natural Gas Batubara Coal Batubara Coal (Sumber|Source: Outlook Energi Indonesia 2015-Dewan Energi Nasinoal)
Dalam rangka pengembangan EBT, pemerintah akan menambah kapasitas terpasang Pembangkit Listrik Mikrohidro menjadi 2,846 MW pada tahun 2025, kapasitas terpasang biomasa 180 MW pada tahun 2020, kapasitas terpasang angin (PLT Bayu) sebesar 0,97 GW pada tahun 2025, surya 0,87 GW pada tahun 2024, dan nuklir 4,2 GW pada tahun 2024. In order to develop EBT, the government will increase the installed capacity of Micro Hydro to 2,846 MW by 2025, Biomass to 180 MW by 2020, wind (PLT Bayu) to 0.97 GW in 2025, solar to 0.87 GW by 2024 and nuclear to 4.2 GW by 2024. Pada tahun 2015 bauran EBT hanya mencapai 7,5% terhadap total penyediaan energi. Bauran EBT didominasi oleh biomassa disusul oleh tenaga air dan panas bumi. Biomassa yang dimaksud adalah biomassa yang dapat diperjualbelikan yang digunakan pada sektor industri, sektor komersial, serta bahan bakar pembangkit. In 2015, the EBT mix reached only 7.5% of the total energy supply. EBT mix is dominated by biomass, followed by hydropower and geothermal. Biomass refers to ready-for-sale biomass used in the industrial sector, commercial sector and power plant fuel. Pemanfaatan bahan bakar nabati (BBN) yang berupa biodiesel dan bioetanol belum berkembang signifikan walaupun telah dicanangkan biofuel mandatory. Salah satu penyebabnya adalah bahan baku bioetanol berupa molasses lebih ekonomis untuk diolah di industri makanan. Perlu adanya kebijakan mengenai teknologi dan insentif bagi pengembang bioetanol sebagai bahan bakar alternatif. Utilization of biofuels (BBN) in the form of biodiesel and bioethanol has not significantly developed despite the declaration of biofuel to be mandatory. One reason is that the raw material of bioethanol in the form of molasses is more economical to be processed in the food industry. It needs a policy on technology and incentives for developers of bioethanol as an alternative fuel. Untuk menunjukkan komitmennya dalam pengembangan BBN, Pemerintah telah menerbitkan Peraturan Menteri ESDM Nomor 12 tahun 2015 tanggal 18 Maret 2015 tentang Perubahan ketiga Peraturan Menteri ESDM Nomor 32 tahun 2008 tentang Penyediaan, Pemanfaatan, dan Tata Niaga Bahan Bakar Nabati Sebagai Bahan Bakar Lain. Peraturan tersebut mewajibkan semua badan usaha pemegang izin usaha niaga BBM untuk menyalurkan BBM yang telah dicampur dengan BBN 15%, berlaku efektif mulai tanggal 1 April 2015. Selanjutnya, juga telah diterbitkan Peraturan Menteri ESDM Nomor 29 tahun 2015 tentang Penyediaan dan Pemanfaatan Bahan Bakar Nabati Jenis Bio Diesel dalam Kerangka Pembiayaan oleh Badan Pengelolaan Dana Perkebunan Kelapa Sawit (BPDPKS), untuk mendukung ketersediaan pasokan komponen biodiesel. To demonstrate its commitment to BBN development, the Government issued Regulation of the Minister of ESDM No. 12 of 2015 dated March 18, 2015 concerning Third Amendment of Regulation of the Minister of ESDM No. 32 of 2008 concerning Supply, Utilization and Trade System of Biofuels as Alternative Fuel. The regulations require all enterprises holding commercial license to distribute fuel with 15% BBN composition, effective since April 1, 2015. Furthermore, Regulation of the Minister of ESDM No. 29 of 2015 was also issued concerning Supply and Utilization of Biofuel Type Bio Diesel in the Financing Framework by Fund Management Agency of Oil Palm Plantation (BPDPKS), to support the supply of the biodiesel component. Pertamina telah menyatakan kesiapannya untuk melaksanakan program mandatori pencampuran BBN jenis biodiesel ke dalam bahan bakar binyak (BBM) menjadi solar 15% (B15). Dalam melaksanakan pencampuran BBN menjadi B15, Pertamina mendapat dukungan dana perkebunan sawit yang dikelola oleh BPDPKS. Kementerian ESDM akan memastikan bahwa penggunaan dana perkebunan sawit untuk biodiesel tersebut berjalan dengan baik melalui verifikasi volume biodiesel yang disalurkan. Pertamina has declared its readiness to implement the mandatory mixing of BBN type biodiesel into fuel (BBM) to become diesel 15% (B15). In carrying out the mixing of BBN to become B15, Pertamina received financial support from palm oil plantations managed by BPDPKS. The Ministry of ESDM will ensure the proper use of funds from palm plantations for biodiesel by verifying the volume of the distributed biodiesel. Mulai tahun 2016 Pertamina meningkatkan mandatori biodiesel menjadi 20% (B20). Seiring dengan meningkatnya volume biodiesel yang disalurkan, yang diperkirakan mencapai 6,48 juta KL atau setara dengan 5,75 juta MT minyak kelapa sawit, maka akan terjadi penghematan devisa sekitar USD2,71 miliar atau setara dengan Rp36,65 triliun. Program mandatori biodiesel merupakan salah satu program yang dapat memberikan dampak untuk penguatan ketahanan dan kedaulatan energi nasional sekaligus mendorong peningkatan nilai tambah perekonomian nasional. Starting in 2016, Pertamina increased the mandatory biodiesel to 20% (B20). In line with the increased volume of the distributed biodiesel, which is estimated at 6.48 million KL or equivalent to 5.75 million MT of palm oil, there will be a saving of foreign exchange of about USD2.71 billion or equivalent to Rp36.65 triliun. Mandatory Biodiesel is one of the programs that may impact on strengthening national energy security and sovereignty as well as increasing the value added of the national economy. 171
172 Tinjauan Industri dan Faktor Eksternal External Factors and Industrial Review Energi Panas Bumi (Geothermal) Indonesia memiliki potensi energi panas bumi (geothermal) terbesar di dunia. Potensi energi yang dihasilkan mencapai 29.000 MW atau 40% dari potensi geothermal yang ada di seluruh dunia, meskipun pemanfaatannya baru terpakai sekitar 4,7% untuk pembangkit tenaga listrik atau setara dengan 1.375 MW. Hal ini mengindikasikan prospek pengembangan energi panas bumi yang sangat besar, khususnya untuk pembangkit tenaga listrik. Geothermal Indonesia has the largest potential of geothermal energy production in the world. The potential generated energy is 29,000 MW or 40% of the world's geothermal potential, although the utilization for power plants only reached around 4.7% or equivalent to 1,375 MW. This indicates that the prospect for development of geothermal is enormous, particularly for power plants. Pertumbuhan permintaan rata-rata mencapai 10% per tahun sehingga membutuhkan tambahan kapasitas listrik sekitar 6 GW setiap tahun. Rasio kelistrikan Indonesia yang masih sekitar 88,5% pada akhir 2015 mengindikasikan bahwa masih ada sekitar 30 juta penduduk listrik. Dengan cadangan yang belum memiliki akses geothermal yang besar, pemerintah ingin memaksimalkan peran energi geothermal sebagai penghasil listrik. listrik di Indonesia The average growth in demand for electricity in Indonesia is 10% per year and requires additional electricity capacity of around 6 GW per year. The ratio for Indonesian electricity remained at about 88.5% at the end of 2015 indicating that there were approximately 30 million people who did not have access to electricity. With a large geothermal reserve, the government would like to maximize the role of geothermal as an electricity producer. Pada tahun 2014, pemerintah mengeluarkan Undang- Undang Geothermal No. 21/2014 (menggantikan Undang- Undang No. 27/2003) yang memisahkan geothermal dari aktivitas-aktivitas pertambangan yang lain dan karena itu membuka jalan untuk eksplorasi geothermal di wilayah hutan lindung dan area konservasi. Selain itu, pemerintah juga telah melaksanakan berbagai upaya lain untuk membuat investasi energi panas bumi lebih menarik. Geothermal Fund Facility (GFF) menyediakan dukungan untuk memitigasi risiko-risiko dan menyediakan informasi mengenai biaya pengembangan awal geothermal yang relatif tinggi. In 2014, the government issued Geothermal Law No. 21/2014 (amending Law No. 27/2003) that separates geothermal from other mining activities and therefore paves the way for geothermal exploration in protected forests and areas marked for conservation. In addition, the government has also taken other measures to make investment in geothermal more attractive. The Geothermal Fund Facility (GFF) provides support to mitigate risks and to provide information about initial geothermal development costs which are relatively high. Bisnis geothermal di Indonesia dikelola oleh Pertamina yang saat ini merupakan produsen utama geothermal di Indonesia dengan 14 (empat belas) Wilayah Kerja Pengusahaan (WKP) panas bumi, baik yang dikelola melalui Kontrak Operasi Bersama (KOB) maupun Own Operation. Dengan wilayah kerja yang dimilikinya, Pertamina menjadi pemain utama di sektor geothermal di Indonesia. Sejak awal tahun 2015, operasi komersial geothermal Pertamina antara lain berlokasi di Sibayak (12 MW), Kamojang (235 MW), Lahendong (120 MW), Ulubelu (165 MW). Kemudian, wilayah lainnya antara lain area Gunung Salak, Darajat, dan Wayang Windu. Pertamina juga mengembangkan potensi pembangkit listrik panas bumi (PLTP) di Sarulla (330 MW), Kabupaten Tapanuli Utara, Sumatera Utara. The Geothermal business in Indonesia is managed by Pertamina, which is now a major producer of geothermal in Indonesia with 14 (fourteen) geothermal Business Working Areas (WKP), both managed through Joint Operating Contracts (KOB) and Own Operation. With its combined working areas, Pertamina has developed to be a major player in the geothermal sector in Indonesia. Since early 2015, geothermal commercial operation of Pertamina, among others, are located in Sibayak (12 MW), Kamojang (235 MW), Lahendong (120 MW), Ulubelu (165 MW). The other areas include Mount Salak, Darajat and Wayang Windu. Pertamina also develops potential geothermal power plant (PLTP) in Sarulla (330 MW), North Tapanuli Regency, North Sumatera.
Diperlukan waktu lebih dari dua dekade untuk memulai pembangunan PLTP Sarulla yang dirancang untuk menjadi pembangkit listrik tenaga panas bumi terbesar di dunia. Dengan total kapasitas bersih 330 MW yang terjamin untuk periode 30 tahun, PLTP Sarulla cukup untuk menyediakan listrik pada 330.000 rumah. Pembangunan proyek yang membutuhkan investasi USD 1,6 miliar mulai dilaksanakan pada Juni 2014. Pembangkit listrik ini direncanakan mulai beroperasi pada 2016 dan akan beroperasi penuh di 2018. It took more than two decades to begin construction of PLTP Sarulla which is designed to be the largest geothermal power plant in the world. With a total net guaranteed capacity of 330 MW for a period of 30 years, PLTP Sarulla is capable of supplying electricity to 330,000 homes. The construction project that requiress an investment of USD 1.6 billion, started in June 2014. The power plant was projected to start operations in 2016 and then be fully operational in 2018. Dari sisi kapasitas, PLTP Sarulla akan menggantikan PLTP Wayang Windu (milik Star Energy) sebagai pembangkit listrik tenaga geothermal terbesar di Indonesia. PLTP Wayang Windu yang terletak di wilayah selatan Bandung (Jawa Barat), memiliki kapasitas total 227 MW. Pembangunan PLTP Sarulla adalah langkah penting untuk meningkatkan peran sumber energi baru terbarukan dalam memenuhi kebutuhan listrik nasional. In terms of capacity, PLTP Sarulla will replace PLTP Wayang Windu (owned by Star Energy) as the largest geothermal power plant in Indonesia. PLTP Wayang Windu which is located in the southern region of Bandung (West Java), has a total capacity of 227 MW. The construction of PLTP Sarulla is a key step to enhance the role of new renewable energy sources to meet the national electricity demand. 173
174 174 Tinjauan Kinerja Usaha Business Performance Review Kondisi harga minyak dunia yang belum juga membaik sepanjang tahun 2016 berdampak negatif pada kinerja operasional dan finansial sebagian besar perusahaan migas dunia, termasuk Pertamina. The global price of oil did not see a significant recovery throughout 2016, this adversely affected the operational and financial performance of the majority of the world's oil and gas companies, of which Pertamina was not exempt. Pertamina sebagai national oil company (NOC) memiliki tanggung jawab untuk memastikan agar pasokan energi selalu dalam kondisi aman untuk ketahanan energi nasional. Dalam upaya mengatasi semakin lebarnya gap antara pasokan dan kebutuhan bahan bakar minyak (BBM) di masa mendatang, Pertamina telah mencanangkan target jangka panjang untuk meningkatkan kapasitas produksi minyak dan gas dari 624 ribu barel per hari (bph) pada tahun 2015 menjadi 1,9 juta bph setara minyak pada tahun 2025 melalui strategi pertumbuhan oganik dan anorganik. Operating as a National Oil Company (NOC), Pertamina has the responsibility of ensuring the continuous supply of energy safely to meet the National Energy Security requirements. In an attempt to overcome the increasingly wide gap between supply and demand of fuel (BBM) in the future, Pertamina has set a long-term target to increase oil and gas production capacity from 624 thousand barrels per day (bpd) in 2015 to 1.9 million bpd in 2025 through organic and inorganic growth strategies. PERTAMINA Laporan Tahunan 2016 Annual Report
Gambar: Target Produksi Pertamina 2015-2025 Figure: Pertamina's Production Target 2015-2025 Target Produksi Meningkat (Ribu BOEPD) Increasing Production Target (Thousand BOEPD) 1,914 1,850 1,599 1,280 863 2025 2023 624 2021 2019 2017 2015 Situasi tantangan mendorong Pertamina untuk terus berinovasi menciptakan berbagai inisiatif untuk menjaga kesinambungan usaha. Dengan strategi korporat yang disebut "aggressive upstream, profitable downstream," Pertamina menjabarkan strategi bisnis terintegrasi dari hulu sampai hilir dalam 5 pilar prioritas strategis yang mencakup 1) pengembangan sektor hulu, 2) efisiensi di semua lini, 3) peningkatan kapasitas kilang dan petrokimia, 4) pengembangan infrastruktur dan marketing, serta 5) perbaikan struktur keuangan. industri migas yang masih penuh The challenging situation of the oil and gas industry encourages to create various initiatives in order to maintain business sustainability. With a corporate strategy called "aggressive upstream, profitable downstream," Pertamina outlines an integrated business strategy from upstream to downstream in the 5 pillars of strategic priorities which include: 1) expand upstream activities, 2) enterprise-wide efficiencies, 3) increase refining and petrochemical capacity, 4) improvement in financial structure, and 5) develop marketing and distribution infrastructure. Pertamina to continuously innovate 175
176 Tinjauan Kinerja Usaha Business Performance Review Di sektor hulu, Pertamina melakukan eksplorasi dan peningkatan produksi minyak baik di blok dalam negeri maupun luar negeri, serta mengoptimalkan produksi gas dan geothermal. Kajian dan pengembangan potensi atas gas dan energi non-konvensional serta energi baru dan terbarukan juga terus dilakukan. In the upstream sector, Pertamina conducts exploration and increases oil production both in the domestic and overseas blocks, as well as optimizing gas and geothermal production. Assessment and development of the potential of gas and non- conventional energy as well as new renewable energy are also being conducted. Dengan kondisi volume produksi minyak mentah yang saat ini masih stagnan di kisaran 850 ribu bph, Pertamina harus berupaya mencari sumber-sumber baru untuk menjamin ketersediaan pasokan minyak mentah dalam upaya mengoptimalkan pengoperasian kilang dan memenuhi kebutuhan jangka panjang. With the volumes of crude oil currently in a state of stagnation in the range of 850 thousand bpd, Pertamina should seek new sources to ensure the availability of crude oil supply in an effort to optimize refinery operations and to meet the long- term needs. Di saat perusahan migas dunia mengurangi investasi dan menahan ekspansi, Pertamina mengambil momentum rendahnya harga minyak dunia untuk memacu pertumbuhan baik secara organik maupun anorganik di dalam dan di luar negeri untuk meningkatkan produksi dan cadangan migas. Di bulan Agustus 2016, Pertamina telah menyelesaikan proses akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P) dan telah bertambah menjadi 64,46% pada awal 2017. Akuisisi saham M&P telah menambah portofolio investasi aset produksi dan ekplorasi Pertamina di luar negeri, menambah cadangan untuk ketahanan energi nasional serta menjadi pilar pengembangan usaha hulu Pertamina di kancah global. While global oil and gas companies are implementing a strategy of reducing their investments and holding back their plans for expansion, Pertamina has taken the momentum of low oil prices to encourage both organic an inorganic growth inside and outside the country to increase oil and gas production and reserves. In August 2016, Pertamina acquired 24.53% shares of Etablissements Maurel & Prom SA (M&P) and had increased to 64.46% at the beginning of 2017. The shares acquisition of M&P has increased Pertamina's investment portfolio in production and exploration assets outside the country, increased reserves for national energy security as well as become a pillar of Pertamina's upstream business development in the global arena. Masih di bulan Agustus 2016, Pertamina menandatangani nota kesepahaman untuk melakukan preliminary study terhadap dua lapangan minyak raksasa di Iran, yaitu Ab- Teymour dan Mansouri (Bangestan - Asmari). Selain itu, Pertamina juga makin memperkuat posisinya di Algeria setelah membeli aset Blok 405a. Pada Oktober 2016, Pertamina dan Rosneft menandatangani nota kesepahaman sebagai landasan untuk kerja sama pengembangan aset upstream di Rusia. Also in August 2016, Pertamina signed a memorandum of understanding to conduct a preliminary study of two giant oil fields in Iran, which are Ab-Teymour and Mansouri (Bangestan - Asmari). In addition, Pertamina also further strengthened its position in Algeria after the purchase of Block 405a. In October 2016, Pertamina and Rosneft signed a memorandum of understanding as a foundation for cooperation to develop upstream assets in Russia. Pengembangan bisnis faktor kritikal bagi Pertamina untuk terus bertumbuh dan menjamin terwujudnya ketahanan energi nasional. Total produksi netto dari aset internasional Pertamina pada tahun 2016 mencapai 126,84 ribu BOEPD. Blok minyak yang sudah beroperasi di antaranya adalah Pertamina Algeria EP (PAEP) dengan produksi 46,12 ribu BOEPD, Pertamina Iraq EP dengan produksi 44,84 ribu BOEPD dan Pertamina Malaysia EP dengan produksi 35,88 ribu BOEPD. internasional merupakan International business development is a critical factor for Pertamina to continue to grow and to ensure realization of the national energy security. The net production of Pertamina's international assets currently reached 126.84 thousand BOEPD. Operating oil blocks include Pertamina Algeria EP (PAEP) with a production of 46.12 thousand BOEPD, Pertamina Iraq EP with a production of 44.84 thousand BOEPD and Pertamina Malaysia EP with a production of 35.88 thousand BOEPD. Di dalam negeri, Pertamina melalui PT Pertamina Hulu Energi Ambalat Timur dan SKK Migas telah menandatangani Kontrak Kerja Sama (KKS) pengelolaan Wilayah Kerja East Ambalat dengan jangka waktu kontrak selama 30 tahun. Domestically, Pertamina through PT Pertamina Hulu Energi Ambalat Timur and SKK Migas has signed Cooperation Contract (KKS) on management of East Ambalat Work Areas for a period of 30 years. Selain melakukan merger & acquisition (M&A) ladang-ladang minyak produktif untuk meningkatkan eksplorasi, Pertamina menerapkan program Enhanced Oil Recovery (EOR) pada ladang minyak tua, mengingat kondisi ladang minyak tua mempengaruhi produksi minyak mentah nasional. In addition to merger & acquisition (M&A) of productive oil fields to increase exploration, Pertamina implements an Enhanced Oil Recovery (EOR) program in old oil fields, given the condition of the old oil fields have an effect on national crude oil production.
Pengembangan sektor hulu melalui kegiatan M&A tidak terbatas pada sektor migas, tetapi juga pada energi panas bumi. Berdasarkan Keputusan Menteri ESDM tanggal 11 Januari 2016, Pertamina ditetapkan sebagai pemenang lelang Wilayah Kerja Panas Bumi (WKP) Gunung Lawu. Pertamina telah menugaskan PT Pertamina Geothermal Energy Lawu yang merupakan anak perusahaan dari PT Pertamina Geothermal Energy sebagai pengelola WKP Gunung Lawu. The development of the upstream sector through M&A activities is not limited to the oil and gas sector, but also geothermal. Based on the Decision of the Minister of ESDM dated January 11, 2016, Pertamina is determined as the preferred bidder of the Geothermal Work Area (WKP) in Gunung Lawu. Pertamina has assigned PT Pertamina Geothermal Energy Lawu which is a subsidiary of PT Pertamina Geothermal Energy to manage WKP Gunung Lawu. Akselerasi Proyek Geothermal Lahendong 5 & 6 yang semula ditargetkan untuk commercial operation date berdasarkan kontrak perjanjian Jual Beli Listrik (PJBL) Unit 5 adalah 26 desember 2016 dapat dipercepat menjadi 15 september 2016 sehingga berpotensi menambah revenue PGE. PGE juga melakukan percepatan COD Unit 6 dengan target pada tanggal 23 Desember 2016 dari sebelumnya tanggal 26 Juni 2017. Hal ini dilakukan agar segera dapat menghasilkan pendapatan untuk meningkatkan keekonomian proyek lahendong dan investasi PGE, serta menjadi solusi mengatasi krisis listrik yang terjadi di wilayah Sulawesi Utara. The acceleration of Geothermal Lahendong 5 & 6 Projects from the initial target for commercial operation date based on the Electricity Purchase Agreement (PJBL) Unit 5 on December 26, 2016 was brought forward to September 15, 2016. Therefore, there is potential additional PGE revenue. PGE also brought forward the COD Unit 6 target date to December 23, 2016 from the previous target for June 26, 2017. The accelerations were done to order to immediately generate revenues to enhance the economics of the Lahendong project and PGE investment, as well as to provide a solution to the electricity crisis that occurred in North Sulawesi. Di sektor pengolahan, Pertamina melakukan revamping dan upgrading kilang minyak dan secara paralel mengupayakan pembangunan kilang minyak baru. Berbagai proyek pengembangan kapasitas kilang dan pembangunan kilang baru sedang dilakukan agar mampu memproses minyak mentah lebih dari 1 juta bph. Pertamina carried out revamping and upgrading of the existing refineries and in parallel continued working on the construction of new oil refineries. Various projects to increase refinery capacity and to develop new refineries are being made in order to be able to process crude oil of more than 1 million bpd. Di sektor pemasaran, Pertamina melalui anak perusahaan berusaha mempertahankan posisi sebagai market leader dengan menerapkan strategi customer focus, operational excellence dan cost Leadership, strategic partnership, dan capacity building. In the marketing sector, Pertamina through its subsidiaries strives to maintain its position as the market leader by implementing a strategy consisting of customer focus, operational excellence and cost leadership, strategic partnerships, and capacity building. Pertamina juga terus mengembangkan kapabilitas operasi internasional di berbagai bidang seperti teknologi informasi, human capital, Health, Safety, Security and Environment (HSSE), keuangan, manajemen proyek, serta meningkatkan efisiensi dan sinergi antar unit kerja dan anak perusahaan. Pertamina also continues international operational capability in various fields, including information technology, human capital, Health, Safety, Security and Environment (HSSE), finance, project management, as well as to improve efficiency and synergy among work units and subsidiaries. to develop its Efisiensi di Semua Lini Salah satu program besar transformasi Pertamina adalah "Breakthrough Project" (BTP), yang menjadi andalan untuk mencapai visi Pertamina sebagai perusahaan energi nasional kelas dunia. Inisiatif-inisiatif BTP difokuskan pada efisiensi di semua lini agar tetap mampu bersaing di industri migas yang masih menghadapi tantangan berat. Di tahun 2016, BTP New Initiatives mencanangkan target pencapaian nilai tambah sebesar USD2,13 miliar dan realisasi financial impact yang tercapai sebesar USD2,67 miliar atau 125% dari target. Enterprise-Wide Efficiencies One of the big Pertamina transformation programs is the Breakthrough Project (BTP), as a platform towards achieving the vision of being a world-class national energy company. BTP initiatives are focused on efficiency in all business lines in order to remain competitive in the oil and gas industry which is still facing tough challenges. In 2016, BTP New Initiatives launched an achievement target of value added of USD2.13 billion and the actual financial realization impact was USD2.67 billion or 125% of the target. 177
178 Kinerja Sektor Hulu Upstream Sector Performance "Hingga 31 Januari 2016, Pertamina telah menyelesaikan proses akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P) untuk menambah portofolio investasi aset ekplorasi dan produksi Pertamina di luar negeri sekaligus menambah cadangan untuk ketahanan energi nasional dan menjadi pilar pengembangan usaha hulu Pertamina di kancah global." "As of 31 December 2016, Pertamina has completed the acquisition of 24.53% in shares of Etablissements Maurel & Prom SA (M&P) add to the investment portfolio of Pertamina's overseas exploration and production assets as well as to increase reserves for the national energy security and to become a pillar of Pertamina's upstream business development in the global arena." 270.17 MMBOE/MMBOE Temuan sumber daya eksplorasi migas (2C) tahun 2016 dari kegiatan eksplorasi Exploration resource findings (2C) in 2016 from exploration activities Kegiatan Usaha Kegiatan usaha utama Pertamina di sektor hulu terdiri dari eksplorasi, pengeboran, pengembangan dan produksi, penyediaan jasa teknologi dan jasa pemboran. Selain kegiatan utama, terdapat kegiatan operasi lain yaitu pengembangan, perawatan dan work over sumur minyak dan gas yang mencakup reparasi, reopening, stimulasi, serta lifting minyak dan gas bumi. Pertamina juga menempatkan pengelolaan energi panas bumi pada sektor hulu. Business Activities Pertamina's main business activities in the upstream sector consist of exploration, drilling, development and production, provision of technology and drilling services. In addition to the main activities, there are other operating activities, which are development, maintenance and work over of oil and gas wells which include reparation, reopening, stimulation, as well as lifting of oil and natural gas. Pertamina also places geothermal management in the upstream sector. Kegiatan sektor Hulu tidak hanya terbatas pada sektor eksisting. Dalam visi menjadi perusahaan energi kelas dunia, di sektor hulu Pertamina melakukan kegiatan merger and acquisition (M&A) baik di dalam maupun di luar negeri untuk meningkatkan produksi dan menambah cadangan migas baru. Di tahun 2016, pencapaian kegiatan M&A di luar negeri antara lain mengakuisisi 24,53% saham Maurel et Prom SA (M&P), sebuah perusahaan migas terbesar kedua Prancis yang beroperasi di Amerika Latin dan Afrika. Sementara di dalam negeri Pertamina memperoleh pengelolaan wilayah Upstream sector activities are not only limited to the existing sector. In the vision of becoming a world-class energy company, in the upstream sector Pertamina has conducted merger and acquisition (M&A) activities both inside and outside the country in order to increase production and to add new oil and gas reserves. In 2016, the realized overseas M&A activities included, among others, acquisition of 24.53% stake in Maurel et Prom SA (M&P), which is France's second -largest oil and gas company operating in Latin America and Africa. Meanwhile, domestically Pertamina acquired the East
kerja East Ambalat serta memperoleh wilayah kerja Panas Bumi Gunung Lawu pada sektor geothermal energi. Ambalat working area and Mount Lawu Geothermal working area in the geothermal sector. Tujuan utama kegiatan di sektor hulu adalah untuk meningkatkan produksi dan menambah cadangan migas baru, baik melalui kegiatan Improved Oil Recovery (IOR) dan Enhanced Oil Recovery (EOR) pada aset yang telah ada, maupun dengan mengakuisisi blok-blok migas baru. Program I/EOR sudah berjalan efektif pada area own operation di Tanjung (Kalimantan Selatan), Rantau (Sumatera Utara), dan Jirak (Sumatera Selatan) serta area Kerja Sama Operasi (KSO EOR) di Limau PQ (Sumatera Selatan), Lapangan Kawengan, Nglobo, Ledok dan Semanggi (Jawa Timur dan Jawa Tengah) dan Lapangan Meruap (Sumatera Selatan). The main objective of the upstream sector activities is to increase production and to add new oil and gas reserves, both through Improved Oil Recovery (IOR) and Enhanced Oil Recovery (EOR) at the existing assets and acquisition of new oil and gas blocks. I/EOR programs have been running effectively in the sole company operational areas in Tanjung (South Kalimantan), Rantau (North Sumatera), and Jirak (South Sumatera), as well as at the Joint Operation areas (KSO EOR) in Limau PQ (South Sumatera), Kawengan Field, Nglobo, Ledok and Semanggi (East Java and Central Java) and Meruap Field (South Sumatera). Aktivitas sektor hulu antara lain dikelola oleh PT Pertamina EP (PEP), PT Pertamina Hulu Energi (PHE), PT Pertamina EP Cepu (PEPC), PT Pertamina Geothermal Energy (PGE), PT Pertamina Internasional Eksplorasi dan Produksi, PT Pertamina EP Cepu Alas Dara Kemuning (PEPC ADK), PT Pertamina Drilling Services Indonesia (PDSI), PT Pertamina Hulu Indonesia (PHI) dan PT Elnusa Tbk. Pertamina's activities in the upstream sector are managed by PT Pertamina EP (PEP), PT Pertamina Hulu Energi (PHE), PT Pertamina EP Cepu (PEPC), PT Pertamina Geothermal Energy (PGE), PT Pertamina Internasional Eksplorasi dan Produksi, PT Pertamina EP Cepu Alas Dara Kemuning (PEPC ADK), PT Pertamina Drilling Services Indonesia (PDSI), PT Pertamina Hulu Indonesia and PT Elnusa Tbk. Untuk mendukung kegiatan pemboran dan jasa bidang pemboran lainnya, Pertamina membentuk PT Pertamina Drilling Services Indonesia (PDSI). Saat ini PDSI memiliki 42 anjungan migas (rig) dengan kapasitas daya kuda (HP/ horse power) mulai dari 250 - 1.500 HP untuk mendukung kegiatan pemboran dan workover sumur di PEP, PHE, PEPC, PGE dan PIEP. In order to support drilling activities and other drilling sector services, Pertamina established PT Pertamina Drilling Services Indonesia (PDSI). Currently, PDSI has 42 rigs with horse power capacity ranging from 250 - 1,500 HP to support drilling and well workover activities at PEP, PHE, PEPC, PGE and PIEP. 179
180 Kinerja Sektor Hulu Upstream Business Sector Wilayah Kerja Sektor Hulu oleh PT Pertamina EP (PEP) Working Area of Upstream Sector by PT Pertamina EP 1 2 22 21 20 3 19 4 5 23 6 18 8 9 7 10 11 12 13 14 17 15 16 A. Wilayah Kerja PT Pertamina EP A. Working Areas of PT Pertamina EP PT Pertamina EP (PEP) membagi wilayah kerja berdasarkan 5 Aset. Aset 1 terdiri atas Rantau, Pangkalan Susu, Lirik, Jambi, dan Ramba; Aset 2 terdiri atas Pendopo, Limau, Prabumulih dan Adera; Aset 3 terdiri atas Tambun, Subang, Jatibarang; Aset 4 terdiri dari Poleng, Cepu dan Matindok; dan Aset 5 terdiri atas Tanjung, Sangasanga, Sangatta, Bunyu, Tarakan, dan Papua. Pembagian Aset tersebut memungkinkan PEP melakukan pembebanan manajemen secara merata sehingga memudahkan pengawasan dan standar operasional secara efektif dan efisien. koordinasi penerapan PT Pertamina EP (PEP) divides its working areas according to the 5 Assets. Asset 1 consists of Rantau, Pangkalan Susu, Lirik, Jambi and Ramba; Asset 2 consists of Pendopo, Limau, Prabumulih and Adera; Asset 3 consists of Tambun, Subang, Jatibarang; Asset 4 consists of Poleng and Cepu; and Asset 5 consists of Tanjung, Sangasanga, Sangatta, Bunyu, Tarakan and Papua. This division enables PEP to perform load management evenly. This is certainly easier for supervision and coordination to implement the operational standard effectively and efficiently.
24 Tujuan utama kegiatan di sektor hulu Pertamina adalah untuk meningkatkan produksi dan menambah cadangan migas baru. The main objective of Pertamina upstream sector activities is to increase production and to add new oil and gas reserves. Keterangan Description SUMATERA 1 Rantau 2 Pangkalan Susu 3 4 5 Ramba 6 Pendopo 7 Adera Limau 8 9 Prabumulih 10 Proyek Pengembangan Lirik Jambi JAVA 11 Proyek Pengembangan Pondok Makmur 12 Tambun 13 Subang 14 15 Cepu 16 Poleng 17 Proyek Pengembangan Jatibarang Gas Jawa KALIMANTAN 18 Tanjung 19 Sangasanga 20 Sangatta 21 Bunyu 22 Tarakan SULAWESI 23 Proyek Pengembangan Gas Matindok Paku Gajah PAPUA 24 Papua 181
182 Kinerja Sektor Hulu Upstream Business Sector Wilayah Kerja Sektor Hulu oleh PT Pertamina Geothermal Energy (PGE) Working Areas of Upstream Sector by PT Pertamina Geothermal Energy Seulawah Agam 2x55 MW Sibayak 12 MW Lahedong 1-6 (120 MW) Gn. Sibual-buali Sungai Penuh 2x55 MW Hululais 2x55 MW Bukit Daun 1x30 MW Lumut Balai 4x55 MW Ulubelu 1,2,3 (165 MW) Kamojang 1-5 (235 MW) JOC Cibeureum Parabakti (377 MW) JOC Pengalengan (227 MW) JOC Darajat (271 MW) Gunung Lawu 2x55 MW Karaha 1x30 MW Tabanan B. Wilayah Kerja PT Pertamina Geothermal B. Working Areas of PT Pertamina Geothermal Energy ini PT Pertamina Geothermal Energy mengelola 14 Wilayah Kerja Panasbumi (WKP) dimana 4 diantaranya sudah berproduksi. Pada tahun 2016 telah diselesaikan 3 proyek dengan total 95 MW yaitu Ulubelu Unit 3 (55 MW) pada bulan Juli, Lahendong Unit 5 (20 MW) pada bulan September dan Unit 6 (20 MW) pada bulan Desember. Total kapasitas terpasang PGE per akhir tahun 2016 sebesar 532 MW, yang terdiri dari: Area Kamojang (235 MW), Area Lahendong (120 MW), Area Sibayak (12 MW), dan Area Ulubelu (165 MW). Selain di area yang telah beroperasi, saat ini PGE terus melakukan kegiatan eksplorasi dan pengembangan energi panas bumi di seluruh wilayah yang dikelola, yaitu Seulawah, Sungai Penuh, Hululais, Lumut Balai, Karaha Bodas, dan Gunung Lawu. (PGE) saat Energy PT Pertamina Geothermal Energy (PGE) currently manages 14 Geothermal Working Areas (WKP), 4 of them are already in production. In 2016, 3 projects were completed with a total of 95 MW including Ulubelu Unit 3 (55 MW) in July, Lahendong Unit 5 (20 MW) in September and Unit 6 (20 MW) in December. PGE's total installed capacity at the end of 2016 was 532 MW, consisting of: Kamojang Area (235 MW), Lahendong Area (120 MW), Sibayak Area (12 MW) and Ulubelu Area (165 MW). In addition to these operating areas, currently PGE continues to carry out exploration and development of geothermal in all managed areas, including Seulawah, Sungai Penuh, Hululais, Lumut Balai, Karaha Bodas and Mount Lawu.
Keterangan/Description Exploration Production (Installed Capacity 532 MW) Development/Project Joint Operating Contract (JOC) (Installed Capacity 875 MW) Untuk mengelola bisnis kelistrikan dari pembangkit listrik panas bumi Pertamina, pada tanggal 26 Oktober 2016, dibentuk anak perusahaan PT Pertamina Power Indonesia. In order to manage the electricity business from Pertamina's geothermal power plant, on October 26, 2016, a subsidiary namely PT Pertamina Power Indonesia was established. 183
184 Kinerja Sektor Hulu Upstream Business Sector Wilayah Kerja Sektor Hulu oleh PT Pertamina Hulu Energi (PHE), PT Pertamina Hulu Indonesia (PHI), PT Pertamina EP Cepu (PEPC), PT Pertamina EP Cepu Alas Dara Kemuning di Indonesia Working Areas of Upstream Sector by PT Pertamina Hulu Energi (PHE), PT Pertamina Hulu Indonesia (PHI), PT Pertamina EP Cepu (PEPC), PT Pertamina EP Cepu Alas Dara Kemuning in Indonesia 50 8 51 2 1 18 36 37 38 19 39 34 35 3 4 6 26 5 40 9 10 7 33 32 41 13 11 12 14 15 16 20 19 21 22 23 49 24 42 43 45 26 30 31 29 28 27 SUMATERA 1 Block West Glagah Kambuna 2 Block MNK Sumbagut 3 Block Siak 4 Block Rokan CPP 5 Block South Jambi 6 Block Jabung 7 Block Jambi Merang 8 Kalyani 9 Block Corridor 10 Block Raja Tempirai 11 Block Air Benakat III 12 Block Air Benakat I 13 14 15 16 17 18 19 20 21 49 22 23 Block Ogan Komering Block Tanjung Enim Block Muara Enim Block Muara Enim I Block A Natuna Sea Block Kakap Natuna Block Air Benakat II Block Muara Enim II Block Suban II Block MP Sei Kemang Block Muara Enim III Block Suban I 24 25 50 51 JAVA 26 27 28 29 30 Block OSES Block Kampar Block NSO Block NSB Block ONWJ Block Tuban Block Randugunting Block West Madura Offshore Block Abar 31 Block Anggursi 44
49 Keterangan/Description 48 Operator 47 Non Operator 46 KALIMANTAN SULAWESI PAPUA 32 33 34 35 Block Tanjung IV Block Tanjung II Block Sangatta I Block Sangatta II 43 44 45 Block Karama Donggi Senoro LNG (Downstream Project) Block Tomori 47 48 49 Block Semai II Block Salawati Basin Block MNK Sakakemang 36 Block Nunukan 46 Block Babar Selaru 37 Block Ambalat 38 Block Bukat 39 Block Simenggaris 40 Block Tengah K 41 Block Makassar Strait 42 Block East Sepinggan 185
186 Kinerja Sektor Hulu Upstream Business Sector C. Wilayah Kerja PT Pertamina Hulu Energi, PT Pertamina EP Cepu, PT Pertamina EP Cepu Alas Dara Kemuning dan PT Pertamina Hulu Indonesia PT Pertamina Hulu Energi (PHE) melakukan kegiatan sektor hulu migas melalui pengelolaan dan pengembangan portofolio usaha yang berbentuk kerja sama di dalam dan luar negeri. Eksplorasi dilaksanakan dengan menggunakan teknologi mutakhir dan tepat guna bekerja sama dengan mitra strategis yang menguasai advance exploration technology. Sebagai anak perusahaan Pertamina, PHE telah memberikan kontribusi pada kegiatan produksi minyak nasional mencapai 63 Ribu BOPD. Saat ini PHE bersama mitra mengelola 52 blok migas yang tersebar dari wilayah Nanggroe Aceh Darussalam hingga Papua. Sedangkan 2 blok migas di luar negeri yang saat ini dikelola PHE adalah blok migas di Vietnam dan Malaysia. C. Working Areas of PT Pertamina Hulu Energi, PT Pertamina EP Cepu, PT Pertamina EP Cepu Alas Dara Kemuning and PT Pertamina Hulu Indonesia PT Pertamina Hulu Energi (PHE) carries out its activities in the upstream sector through the management and development of business portfolios in the form of domestic and overseas cooperations. Explorations are conducted using the latest and appropriate tehnology in cooperation with strategic partners who master the advance exploration technology. As a subsidiary of Pertamina, PHE's contribution to the national oil production reached 63 Thousand BOPD. Currently, PHE and its partners are managing 52 oil and gas blocks spread from Nanggroe Aceh Darussalam to Papua. While the 2 overseas oil and gas blocks which are currently still managed by PHE are in Vietnam and Malaysia. PT Pertamina EP Cepu (PEPC) merupakan anak perusahaan PT Pertamina (Persero) yang bergerak di bidang minyak dan gas bumi dalam area kegiatan usaha hulu yang meliputi eksplorasi, eksploitasi dan produksi minyak dan gas bumi dalam rangka mengembangkan Blok Cepu dengan kepemilikan participating interest sebesar 45%. Blok Cepu merupakan Wilayah Kerja Pertambangan (WKP) migas yang berada di 3 (tiga) kabupaten yaitu Kabupaten Bojonegoro dan Kabupaten Tuban di Provinsi Jawa Timur dan Kabupaten Blora di Provinsi Jawa Tengah. Pada tahun 2016 produksi minyak Blok Cepu mencapai produksi puncak sebesar 165 MBOPD. PT Pertamina EP Cepu (PEPC) is a subsidiary of PT Pertamina (Persero) engaged in the area of upstream business, including exploration, exploitation and production of oil and natural gas in order to develop Cepu Block with participating interest ownership of 45%. Cepu Block is an oil and gas mining working area (WKP) covering 3 (three) regencies, which are Bojonegoro, Tuban-East Java and Blora-Central Java. In 2016, Cepu Block reached a production of 165 MBOPD.
PT Pertamina EP Cepu Alas Dara Kemuning (PEPC ADK) didirikan pada tanggal 15 Agustus 2013 untuk mengelola lapangan Alas Dara dan lapangan Kemuning (ADK). Blok ADK merupakan Wilayah Kerja Pertambangan (WKP) minyak dan gas bumi yang mencakup wilayah Kabupaten Blora, Provinsi Jawa Tengah. PT Pertamina EP Cepu Alas Dara Kemuning (PEPC ADK) was established on August 15, 2013 to manage Alas Dara and Kemuning (ADK) field. ADK Block is an oil and gas Mining Working Area (WKP) covering Blora Regency, Central Java. PT Pertamina Hulu Indonesia (PHI) merupakan anak perusahaan Pertamina yang didirikan sebagai operation holding company untuk mengendalikan, mengelola aset, dan mengelola kegiatan usaha bisnis hulu Pertamina di dalam negeri untuk wilayah kerja eks terminasi yang diserahkan oleh Pemerintah kepada Pertamina, kecuali untuk wilayah kerja eks terminasi yang sebelumnya sudah dikelola oleh afiliasi Pertamina. PHI saat ini mengelola satu Perusahaan yaitu PT Pertamina Hulu Mahakam ("PHM"). PT Pertamina Hulu Indonesia (PHI) is a subsidiary of Pertamina, which was established as an operation holding company to control, to manage assets and to manage activities of Pertamina's domestic upstream business for ex- termination working areas handed over by the Government to Pertamina, except for ex-termination working areas which were previously managed by Pertamina's affiliates. PHI is currently managing a company, PT Pertamina Hulu Mahakam (PHM). 187
188 Kinerja Sektor Hulu Upstream Business Sector Wilayah Kerja Internasional Sektor Hulu oleh PT Pertamina (Persero) Working Areas of Upstream Sector in Overseas by PT Pertamina (Persero) Kanada Italia Perancis Aljazair Nigeria Namibia Gabon Tanzania D. Wilayah Kerja PT Pertamina Eksplorasi dan Produksi (PIEP) Internasional Untuk mengelola blok-blok migas Pertamina di luar negeri, Pertamina membentuk PT Pertamina Internasional Eksplorasi dan Produksi (PIEP). PIEP menjadi perusahaan holding bagi PT Pertamina Irak Eksplorasi Produksi (PIREP) dan PT Pertamina Malaysia Eksplorasi Produksi (PMEP) yang didirikan pada 25 September 2014 (sudah beroperasi sejak 18 Desember 2014), serta PT Pertamina Algeria EP (PAEP) untuk pengelolaan wilayah Aljazair. D. Working Areas of PT Pertamina Internasional Eksplorasi and Produksi (PIEP) To manage Pertamina's overseas oil and gas blocks, Pertamina established PT Pertamina Internasional Eksplorasi dan Produksi (PIEP). PIEP serves as a holding company of PT Pertamina Irak Eksplorasi Produksi (PIREP) and PT Pertamina Malaysia Eksplorasi Produksi (PMEP), established on September 25, 2014 (has been operating since December 18, 2014) as well as PT Pertamina Algeria EP (PAEP) for managing the area in Algeria.
Irak Keterangan/Description Blok Migas Myanmar Produksi/Production Tahap Eksplorasi/Exploration Stage Malaysia Disclaimer: Termasuk wilayah kerja Maurel et Prom. Sesuai publikasi AMF pada tanggal 25 Januari 2017, Pertamina merupakan pemegang 64,46% saham Maurel et Prom melalui mekanisme tender offer. Penambahan saham hasil tender offer kedua akan diumumkan AMF pada tanggal 15 Februari 2017. Disclaimer: Including the Maurel et Prom working area. Based on the AMF publication dated January 25, 2017, Pertamina holds 64.46% of Maurel et Prom shares through a tender offer mechanism. The additional shares from the second tender offer are to be announced by AMF on February 15, 2017. 189
190 Kinerja Sektor Hulu Upstream Business Sector Optimasi Pengembangan Lapangan Di terus tengah kondisi harga minyak yang masih berlanjut, Pertamina harus tetap menjaga dan melanjutkan pengembangan proyek-proyek hulu agar dapat beroperasi sesuai jadwal yang telah ditentukan. Upaya percepatan proyek-proyek vital harus dilakukan untuk meningkatkan efisiensi dan kinerja operasional sehingga memberikan tambahan pendapatan bagi Pertamina, meningkatkan penerimaan negara serta memperkuat ketahanan energi nasional. Field Development Optimization In the midst of the conditions for oil prices, Pertamina must maintain and continue the development of upstream projects in order to be able to operate according to the predetermined schedule. Efforts to accelerate vital projects must be made to improve efficiency and operational performance so as to provide additional revenues for Pertamina, to increase state revenues and to strengthen the national energy security. Terdapat 22 proyek prioritas sektor hulu yang dikelola anak perusahaan Pertamina yang saat ini sedang dalam proses pembangunan/pengembangan, yaitu: There are 22 priority projects in the upstream sector managed by Pertamina's subsidiaries which are currently under construction/development, as follows: No. Project Anak Perusahaan Hulu Upstream Subsidiaries Project 1 2 3 4 5 6 7 8 9 Cikarang-Tegal Pacing 10 Ulubelu (UBL) 3&4 11 Lumut Balai (LMB) 1&2 12 Lumut Balai (LMB) 3&4 13 Karaha 14 Lahendong (LHD) 5&6 15 Kamojang (KMJ) 5 16 Hululais 17 Sungai Penuh 18 Pengembangan Banyu Urip 19 Pengembangan Gas Jambaran Tiung Biru (JTB) 20 Lapangan YY Blok ONWJ 21 Lapangan FSB Blok ONWJ 22 Lapangan UL Blok ONWJ Proyek Pengembangan Gas Matindok (PPGM) Proyek Pengembangan Pondok Makmur (PPDM) Proyek Pengembangan Gas Jawa (PPGJ) Paku Gajah phase-1 EOR Talang Jimar EOR Rantau EOR Tempino EOR Jirak PEP PEP PEP PEP PEP PEP PEP PEP PEP PGE PGE PGE PGE PGE PGE PGE PGE PEPC PEPC PHE PHE PHE Matindok Gas Development Project (PPGM) Pondok Makmur Development Project (PPDM) Java Gas Development Project (PPGJ) Paku Gajah phase-1 EOR Talang Jimar EOR Rantau EOR Tempino EOR Jirak Cikarang-Tegal Pacing Ulubelu (UBL) 3&4 Lumut Balai (LMB) 1&2 Lumut Balai (LMB) 3&4 Karaha Lahendong (LHD) 5&6 Kamojang (KMJ) 5 Hululais Sungai Penuh Banyu Urip Development Jambaran Tiung Biru Development (JTB) YY Blok ONWJ Field FSB Blok ONWJ Field UL Blok ONWJ Field Program pengembangan struktur Jirak telah dilakukan dengan penerapan waterflood dan IOR telah IOR). Pilot waterflood (pengembangan dilaksanakan pada tahun 2012 sampai dilanjutkan ke tahap full scale. Perkiraan kumulatif produksi minyak struktur Jirak adalah sebesar 7,97 MMSTB dengan lama produksi 21 tahun. lapangan tahap The Jirak field structure development program has been conducted using waterflood and IOR (IOR development stage). The waterflood pilot program was conducted in 2012 to proceed to the full scale stage. Estimated cumulative oil production of Jirak structure is 7.97 MMSTB with a production period of 21 years.
Operational Excellence Pelaksanaan elemen operational excellence di tahun 2016 menghasilkan pencapaian penting sebagai berikut: • Produksi minyak mencapai 311,56 MBOPD dan gas mencapai 1960.93 MMSCFD, lebih besar dari tahun 2015 yang masing-masing mencapai 278,37 MBOPD dan 1902,27 MMSCFD. Operational Excellence Operational excellence in 2016 resulted in the following important achievements: • Oil production of 311.56 MBOPD and gas production of 1960,93 MMSCFD, higher than in 2015 which respectively reached 278.37 MBOPD and 1902.27 MMSCFD. Optimasi pemboran eksploitasi 2016 sebanyak 82 Optimization of exploitation drilling in 2016 at 87 wells. sumur. Peningkatan reliabilitas rig PDSI melalui penerapan Pertamina Drilling Way.
Improved reliability of PDSI rigs through implementation of the Pertamina Drilling Way. Upstream Technology Center Kegiatan hulu migas dan panas bumi yang bersifat high cost, high risk and high technology membutuhkan dukungan penguasaan teknologi yang mampu menjawab tantangan di lapangan dan mampu menerapkan kebijakan efisiensi di segala lini operasi. Upstream Technology Center Oil and gas and geothermal upstream activities that are high cost, high risk and high technology need the support of technology mastery to address challenges in the fields and to implement the efficiency policy in all operating lines. Sejak tahun 1996, Direktorat Hulu telah memiliki Upstream Technology Center (UTC) yang pada saat itu dinamakan Unit Penelitian dan Pengembangan Eksplorasi Produksi. Tugas UTC adalah memenuhi permintaan bantuan teknis di lingkungan Pertamina dalam bentuk task force specialist, kajian dan evaluasi termasuk di dalamnya peer review, problem solving, sentralisasi data dan aplikasi perangkat lunak, simulasi dan pemodelan, workshop dan pelatihan serta solusi lainnya yang sejalan dengan kom-petensi spesialis di UTC. Saat ini UTC memiliki 8 bidang kompetensi teknis yang siap mendukung proses bisnis Pertamina, yaitu: a. Geologi (Eksplorasi, Geologi, Geologi Pengembangan & Since 1996, the Upstream Directorate has formed the Upstream Technology Center (UTC), previously called the Research and Development Unit for Production Exploration. UTC's task is to provide technical support in Pertamina in the capacity as a task force specialist, review and evaluation including peer review, problem solving, centralization of data and software applications, simulation and modelling, workshop and training as well as other solutions in line with specialist competence in UTC. Currently UTC has 8 areas of technical competence that are ready to support Pertamina's business processes, including: a. Geology (Exploration, Geology, Geological Geological Geologi Produksi) Development & Production) b. Geofisika (Acquisition, Processing & Interpretation) c. Reservoir dan Produksi (Reservoir Simulation) d. Drilling (Well Planning & Optimization) e. Proses dan Fasilitas (Desain Engineering) f. Data dan Geomatika g. New Energy & Green Technology (Geothermal & Unconventional Hydrocarbon Research & Technology) b. Geophysics (Acquisition, Processing & Interpretation) c. Reservoir and Production (Reservoir Simulation) d. Drilling (Well Planning & Optimization) e. Process and Facilities (Design Engineering) f. Data and Geomatics g. New Energy & Green Technology (Geothermal & Unconventional Hydrocarbon Research & Technology) h. Enhanced Oil Recovery (Lifting Technology) h. Enhanced Oil Recovery (Lifting Technology) Sejak tahun 2013 UTC telah membangun Pertamina Upstream Data Center (PUDC) sebagai pusat penyimpanan seluruh data kegiatan hulu migas baik data primer milik Pertamina maupun data sekunder yang berasal dari berbagai publikasi hasil riset dan kajian lembaga lain yang berbasis aktivitas hulu migas dan ilmu serumpun lainnya. Data-data tersebut meliputi data geologi, geofisika dan reservoir (GGR), produksi dan fasilitas produksi (PF), drilling, dan geothermal. Hal ini dimaksudkan agar seluruh data teknis upstream baik subsurface maupun surface dapat diintegrasikan di dalam satu sistem manajemen, sehingga memudahkan dan mendukung kegiatan evaluasi maupun studi para ahli migas dan panas bumi dalam rangka meningkatkan rasio keberhasilan temuan baru dan upaya menambah produksi. Since 2013, UTC has built the Pertamina Upstream Data Center (PUDC) as the central storage of all data of oil and gas upstream activities both primary data owned by Pertamina and secondary data derived from various publications of research and study by other institutions discussing oil and gas upstream activities and other related science. The data includes geological, geophysical and reservoir (GGR), production and production facilities (PF), drilling and geothermal data. It is intended that all upstream technical data both subsurface and surface can be integrated in a single management system, so as to facilitate and support the evaluation and study by the experts in the fields of oil, gas and geothermal in order to increase the success rate of new findings and efforts to increase production. 191
192 Kinerja Sektor Hulu Upstream Business Sector Saat ini, UTC sedang berkolaborasi dengan fungsi eksplorasi untuk mengembangkan riset berbagai play concept baru eksplorasi untuk mencari dan menemukan potensi cadangan migas yang lebih besar tanpa perlu melakukan banyak kegiatan pengeboran. Currently, UTC is collaborating with the exploration function to develop various new play concept-based exploration researches to search for and to locate greater potential oil and gas reserves without excessive drilling activities. Ke depan, UTC akan bertransformasi menjadi holding dari segenap kebutuhan teknologi, riset, dan manajemen data dalam membantu serta memberikan solusi teknologi untuk seluruh kegiatan hulu migas dan energi baru terbarukan (EBT) di Pertamina. Sebagai pusat riset dan teknologi, UTC diharapkan mampu berperan sebagai pemberi solusi dengan terobosan-terobosan baru yang sifatnya masif di bidang teknologi sehingga dapat mengangkat kinerja bisnis Pertamina secara signifikan. Going forward, UTC will transform into a holding of all the needs for technology, research and data management in assisting and providing technological solutions to all oil, gas and new renewable energy (EBT) upstream activities in Pertamina. As a center of research and technology, UTC is expected to play the role in providing solutions with new massive technology breakthroughs so that it can enhance Pertamina's business performance significantly. Sepanjang 2016, UTC telah memberikan dukungan teknis pada proyek dari Direktorat Hulu dan Anak Perusahaan Hulu meliputi antara lain studi, penyediaan teknologi dan software GGRPFD, pemberian technical review, pengelolaan data- data EP, penelitian dan pengembangan untuk mendapatkan solusi teknologi dan mengembangkan inovasi teknologi serta pekerjaan asistensi teknis lainnya yang menunjang usaha eksplorasi dan produksi migas Direktorat Hulu. Throughout 2016, UTC provided technical support to projects of the Upstream Directorate and the Upstream Subsidiaries including, among others, studies, GGRPFD technology and software, technical review, EP data management, research and development for technology solutions and developing technological innovations as well other technical assistance to support oil and gas exploration and production of the Upstream Directorate. Sebanyak 35 studi dan 90 project sudah dikerjakan oleh UTC sepanjang tahun 2016 diantaranya: • Pembuatan standard fasilitas produksi untuk pengelolaan minyak HPPO dengan case study: Minyak HPPO Lapangan Nonny. There were 35 studies and 90 projects conducted by UTC throughout 2016 including: • Outlining production facilities standards for HPPO oil processing with case study: HPPO Oil of Nonny Field. Formulasi surfaktan SLS untuk lapangan Rantau. • Thermal Anomaly Based on Conductivity. • Studi peak particle velocity dan ground motion vibroseis dan dinamit menggunakan seismometer 3-axis pada Seismik 3D ASB. Formulating SLS surfactant for Rantau field. • Thermal Anomaly Based on Conductivity. • Peak particle velocity study and vibroseis and dynamite ground motion using 3-axis seismometer on Seismic 3D ASB. Studi Geomechanics Wilayah Jawa Timur. • Rancang Bangun Silica Scale Breaker Menggunakan Gelombang Ultrasonik Frekuensi-Rendah dan Aplikasinya Pada Sumur Produksi Panasbumi. Geomechanics Studi of East Java. • Silica Scale Breaker Design Using Low Frequency Ultrasonic Wave and Its Application in Geothermal Production Wells. Selain itu, UTC juga mengadakan beberapa kegiatan forum dan workshop dalam rangka meningkatkan kompetensi bidang teknis dan sharing knowledge pekerja Direktorat Hulu, diantaranya: • Drilling & Workover Technology Forum sebagai sarana informasi, evaluasi, bertukar pikiran dan pengalaman untuk meningkatkan kinerja operasi pemboran dan menaikkan tingkat keberhasilan dan kualitas pemboran. In addition, UTC also organized several forums and workshop activities in order to improve the competence in the technical field of and sharing knowledge among employees of the Upstream Directorate, including: • The Drilling & Workover Technology Forum as a means of information, evaluation, exchange of ideas and experience as a means of improving the performance of drilling operations and to increase the success rate and quality of drilling.
Workshop Geohazard untuk meningkatkan pemahaman tentang Geohazard, meliputi penyebab, risiko dan mitigasi aspek Geohazard dalam setiap kegiatan perencanaan dan operasional juga mempertimbangkan aspek Geohazard di setiap tahap pelaksanaan proyek sesuai PUDW dimana tujuan akhirnya untuk penyusunan STK Geohazard. yang bertujuan Geohazard Workshop which aimed to improve the understanding of Geohazard, including causes, risks and mitigations of Geohazard in each of the planning and operational activities as well as to consider Geohazard aspects at every stage of the project in accordance with PUDW wherein the ultimate objective is STK Geohazard preparation. Production Facilities & Project Development Forum sebagai sarana informasi dan bertukar pikiran untuk membangun keunggulan pada proyek-proyek fasilitas produksi, dan secara konsisten dan berkesinambungan mengimplementasikan Pertamina Upstream Ways. UTC juga memperkuat fasilitas laboratorium EOR yang sudah dimiliki dengan melakukan investasi pembelian berbagai peralatan laboratorium yang lebih canggih dan modern. Diharapkan hal ini dapat mendukung usaha Pertamina dalam meningkatkan produksi minyak serta dapat meningkatkan profesionalisme di bidang EOR, mengingat peran EOR yang krusial sebagai sandaran Pemerintah dalam upaya penambahan cadangan minyak. Production Facilities & Project Development Forum as a means of information and exchange of ideas to build excellence in production facilities projects, as well as to consistently and continuously implement Pertamina's Upstream Ways. UTC also strengthens the existing EOR laboratory facilities by investing in the purchase of various sophisticated and modern laboratory equipment. This is expected to support Pertamina in increasing oil production and improving professionalism in EOR, given the crucial role of EOR as the Government's backbone in an effort to increase oil reserves. Kinerja Tahun 2016 Performance in 2016 A. Produksi Minyak Bumi Di tahun 2016, sektor hulu menunjukkan peningkatan kinerja yang signifikan. Produksi minyak mentah mencapai 311,56 MBOPD, meningkat 11,9% dibandingkan tahun 2015 sebesar 278,37 MBOPD. produksi Peningkatan produksi terutama merupakan tersebut kontribusi dari PEPC dengan dimulainya operasi Full Field CPF (Central Processing Facilities). Train B CPF yang telah onstream pada 18 Januari 2016 mendorong tercapainya puncak produksi Banyu Urip sebesar 165 MBOPD. Ke depan, produksi Banyu Urip hanya akan dihasilkan dari Full Field CPF saja. A. Oil Production In 2016, the upstream sector showed a significant performance improvement. Crude oil production reached 311.56 MBOPD, increased by 11.9% compared to production in 2015 which was 278.37 MBOPD. The increase in production was mainly contributed by PEPC with the commencement of Full Field CPF (Central Processing Facilities) operations. Train B CPF which has been onstream since January 18, 2016 encouraged the achievement of peak production of Banyu Urip at 165 MBOPD. Going forward, Banyu Urip production will only be generated from Full Field of CPF. B. Produksi Gas Bumi Produksi Gas Bumi di tahun 2016 mencapai 1.960,93 MMSCFD, meningkat 3,1% dibandingkan produksi tahun 2015 sebesar 1.902,27 MMSCFD. Peningkatan produksi tersebut terutama berasal dari beroperasinya proyek pengembangan gas jawa, proyek pengembangan gas matindok (dari lapangan Donggi), produksi gas dari NSO & NSB Aceh serta produksi gas dari lapangan Luar Negeri (Algeria). B. Natural Gas Production Natural Gas Production in 2016 reached 1,960.93 MMSCFD, increased by 3.1% compared to production in 2015 which was 1,902.27 MMSCFD. The increase in production was primarily derived from the operations of Java gas development project, matindok gas development project (from Donggi field), gas production from NSO and NSB Aceh and gas production from overseas (Algeria) field. 193
194 Kinerja Sektor Hulu Upstream Business Sector C. Produksi Geothermal Produksi uap panas bumi setara listrik di tahun 2016 mencapai 3,042.83 Giga Watt hour (GWh). Energi panas bumi tersebut menghasilkan produksi listrik dari total kapasitas terpasang PGE per akhir tahun 2016 sebesar 532 Mega Watt (MW) dari lima unit pembangkit listrik tenaga panas bumi (PLTP) Kamojang dengan total kapasitas 235 megawatt (MW) di Wilayah Kerja Panas Bumi (WKP) Kamojang Darajat-Jawa Barat; lima unit PLTP Lahendong berkapasitas 120 MW di WKP Lahendong- Sulawesi Utara, tiga unit PLTP Ulubelu (Ulubelu 1, 2 dan 3) masing-masing berkapasitas 55 MW di WKP Gunung Way Panas-Lampung, satu unit Monoblok dengan kapasitas terpasang sebesar 2 MW dan dua Unit PLTP dengan kapasitas 2x5 MW di WKP Gunung Sibayak- Sumatera Utara. C. Geothermal Production Geothermal production equivalent to electricity in 2016 reached 3,042.83 Giga Watt hour (GWh). Geothermal generates electricity production from a total installed PGE capacity at the end of 2016 of 532 Mega Watt (MW) from five geothermal power plants (PLTP) Kamojang with a total capacity of 235 megawatts (MW) in Kamojang Darajat, West Java Geothermal Working Area (WKP); five units PLTP Lahendong with a capacity of 120 MW in Lahendong-North Sulawesi WKP, three units PLTP Ulubelu (Ulubelu 1, 2 and 3) each with a capacity of 55 MW in Mount Way Panas-Lampung WKP, one unit Monoblock with an installed capacity of 2 MW and two units PLTP with a capacity of 2x5 MW in Sibayak-North Sumatera. Saat ini Pertamina sedang mengembangkan delapan proyek panas bumi, baik steam field maupun PLTP di Kamojang, Karaha, Lahendong, Ulubelu dan Lumut Balai. Tiga proyek steam field Hululais dan Sungai Penuh serta 4 proyek tahapan eksplorasi yaitu Bukit Daun, Margabayur, Lawu dan Seulawah. PLTP Ulubelu unit 4 (55 MW) dan PLTP Karaha 30 MW ditargetkan beroperasi tahun 2017 dan PLTP Hululais Unit 1 dan 2 (2x55 MW) di Bengkulu ditargetkan beroperasi tahun 2018. Currently, Pertamina is developing eight geothermal projects, both steam field and PLTP in Kamojang, Karaha, Lahendong, Ulubelu and Lumut Balai. Three steam field projects Hululais and Sungai Penuh and 4 exploration stage projects including Bukit Daun, Margabayur, Lawu and seulawah. PLTP Ulubelu unit 4 (55 MW) and PLTP Karaha 30 MW are expected to commence operations in 2017 and PLTP Hululais Unit 1 and 2 (2x55 MW) in Bengkulu are targeted to commence operations in 2018. Selain terus menambah kapasitas, Pertamina berupaya menjaga keandalan sumur dan fasilitas produksi uap dengan berbagai inovasi melalui aktivitas Continuous Improvement Program (CIP). Salah satu inovasi adalah sistem Torque & Drag yang telah berhasil menghasilkan efisiensi biaya kerja ulang reparasi sumur. In addition to continuing to add capacity, Pertamina seeks to maintain the reliability of wells and steam production facilities with various innovations through the Continuous Improvement Program (CIP). One of the innovations is the Torque & Drag system that has managed to produce rework cost efficiencies of wells reparation.
Pencapaian kinerja operasi sektor hulu sepanjang tahun 2016 disajikan pada tabel berikut: Achievement of upstream operating performance in 2016 presented as follows: Tabel: Perbandingan Target dan Realisasi Kinerja Operasi Sektor Hulu 2016 dan Realisasi tahun 2013-2015 Table: Target and Realization comparation of Upstream Operation Performance in 2016 and Realization in 2013-2015 Keterangan Description Satuan Unit Δ (%) Target 2016 2016 Realisasi/Realization 2015 2014 2013 2/1 2/3 1 2 3 4 5 Minyak Mentah Crude Oil Temuan Cadangan Minyak dan Kondensat* Discoveries of Oil and Condensate Reserves MMBO 75.9 6.1 131.62 99.91 94.17 129.39 102.04 Produksi Minyak Mentah Crude Oil Production MMBO 95.3 12.2 119.61 114.03 101.60 98.60 73.55 Gas Bumi Natural Gas Temuan Cadangan Gas Bumi* Discoveries of Natural Gas Reserves BSCF 265.9 12.5 371.00 986.45 876.84 973.18 783.73 Produksi Gas Bumi Natural Gas Production BSCF 101.8 3.4 704.93 717.70 694.33 588.70 557.67 Panas Bumi, Produksi Uap Setara Listrik Geothermal, Steam Production Equivalent to Electricity Operasi Sendiri Pertamina Pertamina Own Operation KOB (Kontrak Operasi Bersama) Joint Operating Agreement (JOA) GWh GWh 93.8 101.2 0.5 10.6 3,245.45 3,042.83 6,849.18 6,932.51 3,056.82 6,268.68 2,831.40 6,941.59 2,961.85 6,282.94 Total Produksi Uap Setara Listrik Total Steam Production Equivalent to Electricity GWh 98.8 7.0 10,094.63 9,975.34 9,325.50 9,772.99 9,244.79
Temuan sumber daya eksplorasi migas (2C) Exploration resource findings (2C) 195
196 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector "Di tahun 2016 penjualan LNG Direktorat Gas dan NR mencapai 605.81 juta MMBTU atau 96% dari target, penjualan LPG mencapai 257 ribu MTon atau 110% dari target, penjualan Niaga Gas mencapai 52 ribu BBTU atau 102% dari target dan penjualan LNG NR mencapai 79 juta MMBTU atau 104% dari target." "In 2016, LNG sales from Directorate of Gas and NR reached 605,81 million MMBTU or 96% of the target, LPG sales reached 257 thousand Mton or 110% of the target, Trading Gas sales reached 52 thousand BBTU or 102% of the target and LNG NR sales reached 79 million MMBTU or 104% of the target." 605,81 Juta MMBTU/Million MMBTU Realisasi volume penjualan LNG Direktorat Gas dan NR tahun 2016 yang mencapai 96% dari target RKAP 2016 605,81 million MMBTU; Realization of LNG sales and NR volume in 2016 reached 144% of the target in RKAP 2016 Kegiatan Usaha Sektor Gas, Energi Baru dan Terbarukan (GEBT) merupakan sektor bisnis yang semakin penting bagi Pertamina mengingat peranannya di masa depan sebagai sumber energi primer menggantikan peran sumber energi dari minyak bumi dan batu bara. Business Activities The Gas and New Renewable Energy (GEBT) sector is an increasingly important business sector to Pertamina considering its role in the future as a primary energy source to replace the role of oil and coal as energy sources. Sektor GEBT berada di bawah kendali Direktorat Gas, Energi Baru dan Terbarukan yang bertanggung jawab untuk memberikan arah, kebijakan dan strategi di seluruh mata rantai bisnis gas, mengintegrasikan dan mengkoordinasikan kegiatan bisnis gas di Anak Perusahaan, serta memberikan persetujuan dan memantau realisasi proyek-proyek investasi yang dieksekusi oleh Anak Perusahaan. Tercakup di dalamnya adalah pelaksanaan pengelolaan bisnis liquefied natural gas (LNG) dan liquefied petroleum gas (LPG) berdasarkan penunjukan/penugasan dari SKK Migas serta penjualan CNG (Transportasi). GEBT sector is controlled by the Gas and New Renewable Energy Directorate which is responsible for providing directions, policies and strategies throughout the gas business chain, integrating and coordinating the gas business activities in Subsidiaries, as well as approving and monitoring realization of investment projects executed by Subsidiaries, including business management of liquefied natural gas (LNG) and liquefied petroleum gas (LPG) based on appointment/ assignment from SKK Migas and CNG (transport) sales.
Pada segmen bisnis LNG di Indonesia, Pertamina berperan dalam 2 aspek bisnis, yaitu: 1. Sebagai salah satu pemilik bisnis LNG hilir dengan In the LNG business segment in Indonesia, Pertamina plays a role in two business aspects, as follows: 1. As an owner of the LNG downstream business with an kepemilikan saham pada: a. Floating Storage and Regasification Unit (FSRU) Jawa Barat di Teluk Jakarta, dengan porsi 60% pada PT Nusantara Regas, bersama dengan pemilik saham lain yaitu PT PGN (Persero), Tbk. ownership in: a. Floating Storage and Regasification Unit (FSRU) at Jakarta Bay, West Java, with 60% share in PT Nusantara Regas, along with other shareholder namely PT PGN (Persero), Tbk. b. Perta Arun Gas yang merupakan Anak Perusahaan sebagai operator Arun PT Regasification & Terminal LNG. Pertamina Gas b. Perta Arun Gas which is a Subsidiary of PT Pertamina Gas as the operator of Arun Regasification & Terminal LNG. 2. Sebagai penjual LNG untuk kontrak-kontrak eksisting dari kilang Badak - Bontang, termasuk kontrak perpanjangan pembeli Jepang. Pertamina juga berperan sebagai penjual LNG bagian negara untuk kontrak dengan pembeli Tohoku Electric, Jepang dari kilang LNG Tangguh. Sejak tahun 1977, Pertamina telah mengembangkan pasar LNG dengan mengoperasikan Kilang LNG Arun - Aceh dan Badak - Bontang. Penjualan LNG Indonesia telah merambah pasar ekspor ke Jepang, Korea dan Taiwan. Pada segmen bisnis CNG dan Gas Kota (City Gas), Pertamina membangun dan merevitalisasi infrastruktur CNG untuk mendukung program diversifikasi BBM ke BBG dan mengurangi subsidi BBM berdasarkan penugasan pemerintah kepada sebagai pelaksana penyediaan dan pendistribusian bahan bakar CNG. Ke depan, pengembangan CNG diharapkan dapat memaksimalkan peluang di hilir sebagai cara untuk mengembangkan portofolio bisnis hilir. Pertamina 2. As a seller of LNG for existing contracts from Badak - Bontang refinery, including a contract extension for Japanese buyers. Pertamina also serves as the seller of the state's LNG part for the contracts whose buyer is Tohoku Electric, Japan from Tangguh LNG refinery. Since 1977, Pertamina has developed the LNG market by operating Arun - Aceh and Badak - Bontang LNG Refineries. LNG sales Indonesia has penetrated the export markets in Japan, Korea and Taiwan. In CNG and City Gas business segment, Pertamina built and revitalized CNG infrastructure to support a diversification program from BBM to BBG and reduced BBM subsidies based on the Government's assignment to Pertamina as a CNG fuel supplier and distributor. Going forward, CNG development is expected to maximize opportunities in the downstream as a way to develop the downstream business portfolio. Pertamina mendapat penugasan dari pemerintah untuk mengelola jaringan pipa distribusi gas bumi untuk rumah tangga yang yang dikenal dengan City Gas yang dibangun oleh Pemerintah cq Direktorat Jenderal Minyak dan Gas Bumi di kota-kota yang ditentukan pemerintah. Untuk mengelola bisnis City Gas, Pertamina menugaskan Anak Perusahaan yang memiliki ijin niaga gas, yaitu Pertagas Niaga. Pertamina is assigned by the Government to manage the natural gas distribution pipeline network for households, known as City Gas established by the Government through the Directorate General of Oil and Natural Gas in the cities selected by the Government. To manage the City Gas business, Pertamina has assigned a Subsidiary owning a gas trading license, which is Pertagas Niaga. Pada segmen bisnis power dan renewable energy, Pertamina berkomitmen untuk melakukan diversifikasi usaha ke segmen energi baru dan terbarukan sebagai dukungan atas program pemerintah untuk bauran energi yang menargetkan porsi energi baru dan terbarukan sebesar 25% pada tahun 2025. In the power and renewable energy business segment, Pertamina is committed to diversify its business into the new renewable energy segment to support of the Government's program for energy mix which targets the new renewable energy portion of 25% by 2025. 197
198 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector Penggunaan gas sebagai bahan bakar sektor kelistrikan dan industri semakin meningkat dari waktu ke waktu seiring dengan pertumbuhan sektor properti dan industri, terutama di Pulau Jawa. Adanya program pemerintah proyek pembangkit listrik 35 ribu MW membutuhkan gas sebagai bahan bakar dalam jumlah besar, selain batu bara, panas bumi, dan sumber energi primer lainnya. Pertumbuhan sektor industri, sektor rumah tangga dan transportasi menjadi faktor utama peningkatan permintaan gas nasional. Sejalan dengan semakin meningkatnya kebutuhan gas, Pertamina berupaya memenuhi kebutuhan gas nasional baik bersumber dari dalam maupun luar negeri. Namun keterbatasan infrastruktur dan belum terintegrasinya infrastruktur gas dari area penghasil gas di Sumatera, Kalimantan, Sulawesi dan Papua ke pengguna gas di Pulau Jawa menjadi kendala terbesar perkembangan sektor gas saat ini. Sebagai perusahaan energi yang menguasai sumber gas, Pertamina terus mengembangkan infrastruktur gas pipa dan LNG yang dapat menghubungkan fasilitas penerima gas dari dalam dan luar negeri ke berbagai destinasi kebutuhan gas di dalam negeri. The use of gas as a fuel for electricity and industrial sectors is increasing from year to year along with the growth of the property and industrial sectors, particularly in Java. The Government's 35 thousand MW power plant project needs gas as fuel in bulk besides coal, geothermal and other primary energy sources. The growth in industrial, household and transportation sectors are the key factors to increase the national gas demand. In line with the increasing demand of gas, Pertamina seeks to meet the national gas demand both from domestic and international sources. However, the inadequate and unintegrated gas infrastructure from gas- producing areas in Sumatera, Kalimantan, Sulawesi and Papua to gas users in Java is the biggest obstacle in the gas sector development today. As an energy company that controls gas sources, Pertamina continues to develop gas and LNG pipeline infrastructure to connect gas receiving facilities from inside and outside the country to different destinations of domestic gas demand. Dalam mengelola sektor gas, Pertamina memiliki sejumlah infrastruktur yang dikelola bersama dengan Anak Perusahaan dan perusahaan afiliasi, yaitu: 1. PT Pertamina Gas (Pertagas) 2. PT Nusantara Regas 3. PT Donggi Senoro (DS) 4. PT Badak NGL 5. Perta Arun Gas In managing the gas sector, Pertamina has a number of infrastructure being managed together with Subsidiaries and affiliated companies, as follows: 1. PT Pertamina Gas (Pertagas) 2. PT Nusantara Regas 3. PT Donggi Senoro (DS) 4. PT Badak NGL 5. Perta Arun Gas Kilang LNG Arun dan Badak saat ini sedang memproses rencana pembangunan beberapa fasilitas penerima LNG, baik di Jawa maupun Indonesia bagian Timur. Infrastruktur tersebut akan melengkapi infrastruktur penerima LNG yang sudah ada, yaitu FSRU Jawa Barat (dioperasikan oleh PT Nusantara Regas) dan Arun Regas (dioperasikan oleh PT Perta Arun Gas), di mana modifikasi LNG Plant menjadi LNG Regasification di Arun juga merupakan yang pertama di dunia. Arun and Badak LNG refineries are currently processing a development plan for several LNG receiving facilities, both in Java and Eastern Indonesia. The infrastructure will complete the existing LNG receiving infrastructure, including West Java FSRU (operated by PT Nusantara Regas) and Arun Regas (operated by PT Pertamina Arun Gas), wherein LNG Plant modification into LNG Regasification in Arun is also the first in the world. Melalui PT Pertamina Gas (Pertagas), Pertamina sedang menyiapkan proyek pembangunan pipa transmisi gas di Pulau Jawa yakni ruas Pipa Semarang - Gresik untuk mewujudkan jaringan Trans Java Pipeline. Selain di Pulau Jawa, Pertagas juga membangun jalur pipa gas dari Arun ke Kawasan Industri Medan (KIM) dan Kawasan Ekonomi Khusus (KEK) di Sumatera Utara. Pada tahun 2016 Pertagas menargetkan penambahan pipa transmisi open acces sepanjang 400 kilometer (km). Saat ini, Pertagas memiliki jaringan pipa transmisi open access terpanjang di Indonesia, yaitu 2.130 km. Through PT Pertamina Gas (Pertagas), Pertamina is preparing a gas transmission pipeline project in Java Island which is the Semarang - Gresik Pipeline segment to realize the Trans Java Pipeline network. Besides Java, Pertagas is also building a gas pipeline network from Arun to Medan Industrial Estate (KIM) and Special Economic Zone (KEK) in North Sumatera. In 2016, Pertagas targeted to increase the open access transmission pipeline of 400 kilometer (km). Currently, Pertagas has the longest open access transmission pipeline in Indonesia of 2,130 km.
Wilayah Kerja dan Infrastruktur Gas Pertamina infrastruktur terus melakukan pengembangan gas, termasuk membangun jaringan pipa transmisi dan distribusi di Jawa dan Sumatera serta fasilitas penerimaan dan regasifikasi LNG untuk menangani defisit gas nasional. Saat ini, Pertamina memiliki dan mengoperasikan jaringan pipa transmisi dan distribusi gas di Sumatera bagian Utara dan Selatan, Jawa Barat, Jawa Timur dan Kalimantan Timur, fasilitas regasifikasi di Sumatera dan Jawa Barat serta fasilitas CNG. Gas Working Areas and Infrastructure Pertamina continues developing gas infrastructure, including building transmission and distribution pipeline networks in Java and Sumatera, as well as LNG reception and regasification facilities to address the national gas deficit. Currently, Pertamina owns and operates gas transmission and distribution pipeline networks in North and South Sumatera, West Java, East Java and East Kalimantan, regasification facility in Sumatera and West Java as well as CNG facilities. No Infrastruktur/Infrastructure Spesifikasi/Specification 1 2 3 4 5 6 7 Bontang LNG Plant Donggi Senoro LNG Plant Arun LNG Receiving and Regasification Plant Kilang CNG Tambak Lorok Kilang LPG Samtan FSRU West Java Jaringan Pipa Gas Capacity: 22.5 MTPA (design) 8 trains • Production: 1977-now • Operator: PT Badak NGL • Capacity: 2 MTPA • Production: August 2015 • Operator: PT Donggi Senoro LNG • Capacity: 3 MTPA (design) • Production: February 2015-now • Operator: PT Perta Arun Gas • Capacity: 17 BBTUD (desain) • Production: May 2014-Now • Operator: PT Perta Daya Gas • Capacity: 710 MTon/d LPG + 2200bbl/d Kondensat (Desain) • Production: May 2014-Now • Operator: PT Perta Samtan Gas • Capacity: 3 MTPA (design) • Production: 2012-now • Operator: PT Nusantara Regas • Capacity: 7,920 MMSCFD • Area: Aceh, North Sumatera, South Sumatera, West Java and Banten, East Java,• Production: 2012-now 8 SPBG Operator: PT Pertamina Gas • Capacity: 7,920 MMSCFD • Area: Aceh, North Sumatera, South Sumatera, West Java and Banten, East Java,• Production: 2012-now 9 FSRU Cilacap Operator: PT Pertamina Gas • Capacity: 1.2 MTPA • Production: 2018 • Operator: PT Pertamina (Persero) Saat ini masih berlangsung proses pembangunan FSRU Cilacap berkapasitas 1,2 juta ton per tahun (MTPA) atau 200 juta kaki kubik per hari (MMSCFD) yang dijadwalkan mulai beroperasi pada tahun 2019. Currently, FSRU Cilacap construction is still in progress with a capacity of 1.2 million tons per annum (MTPA) or 200 million cubic feet per day (MMSCFD) which is scheduled to begin operating in 2019. 199
200 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector Wilayah Kerja dan Infrastruktur Gas Working Areas and Infrastructures of Gas 3 Arun LNG Receiving and Regasification Plant Trans Sumatera Pipeline Bontang LNG Plant 1 Donggi Senoro LNG Plant 5 FSRU Jawa Barat 6 10 FSRU Jawa 1 4 Trans Java Pipeline 9 FSRU Cilacap No. Infrastruktur/Infrastructure Spesifikasi/Spesification 1. Bontang LNG Plant Capacity: 22.5 MTPA (design) 8 trains • Production: 1977 - now • Operator: PT Badak NGL 2. Donggi Senoro LNG Plant Capacity: 2 MTPA • Production: August 2015 • Operator: PT Donggi Senoro LNG 3. Arun LNG Receiving and Regasification Plant Capacity: 3 MTPA (design) • Production: February 2015 - now • Operator: PT Perta Arun Gas 4. Kilang CNG Tambak Lorok Capacity: 17 BBTUD (design) • Production: May 2014 - now • Operator: PT Perta Daya Gas 5. Kilang LPG Samtan Capacity: 710 MTon/d LPG + 2200bbl/d Condensate (Design) • Production: May 2014 - now • Operator: PT Perta Samtan Gas 2
Keterangan/Description Existing Pipeline Planned Pipeline Existing Infrastructure Planned Infrastructure No. Infrastruktur/Infrastructure Spesifikasi/Spesification 6. FSRU Jawa Barat Capacity: 3 MTPA (design) • Production: 2012 - now • Operator: PT Nusantara Regas 7. Jaringan Pipa Gas Capacity: 7,920 MMSCFD • Area: Aceh, North Sumatera, South Sumatera, West Java and Banten, East Java • Production: 2012 - now • Operator: PT Pertamina Gas 8. SPBG Capacity: 42 MMSCFD • Area: Aceh, North Sumatera, South Sumatera, West Java and Banten, East Java • Production: 2012 - now • Operator: PT Pertamina Gas 9. FSRU Cilacap Capacity: 1.2 MTPA • Production: 2019 • Operator: PT Pertamina (Persero) 10. FSRU Jawa 1 Capacity: 2.4 MTPA • Production: 2022 201
202 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector Pengembangan Usaha Kebijakan investasi di sektor GEBT dilakukan untuk mendukung pencapaian sasaran perusahaan untuk pembangunan infrastruktur dan peningkatan pangsa pasar di sektor GEBT sehingga mampu meningkatkan penerimaan dan profitabilitas Pertamina dalam lima tahun ke depan. Business Development Investment policy in the GEBT sector is to support achievement of the Company's objectives for infrastructure development and market share increase in the GEBT sector so as to improve Pertamina's revenues and profitability over the next five years. Investasi di sektor GEBT meliputi: 1. Pengembangan jaringan pipa gas, 2. Pembangunan LNG Receiving & Regasification Terminal, 3. Pembangunan LNG/LPG Plant, 4. Pengembangan bisnis CNG dan City Gas, 5. Pengembangan bisnis pembangkit listrik dengan skema Investments in the GEBT sector include: 1. Development of gas pipelines network, 2. Development LNG Receiving & Regasification Terminal, 3. Development of LNG/LPG Plant, 4. Development of CNG dan City Gas business, 5. Development of power plant business with Independent Independent Power Producer (IPP), Power Producer (IPP) scheme, 6. Pengembangan bisnis LNG untuk segmen komersial, 6. Development of LNG business for commercial, mining pertambangan dan transportasi, dan and transportation segments, and 7. Pengembangan bisnis EBT. 7. Development of EBT business. Untuk mendukung pengembangan usaha tersebut, Direktorat GEBT menjalankan program-program pencapaian enabler utama, seperti program monitoring bisnis Direktorat GEBT (MOBIDIG) yang telah memasuki tahap lanjutan pada tahun 2016, mengamankan kapasitas gas yang memadai dan membangun kapabilitas baru dari sisi organisasi dan kompetensi SDM. To support these business developments, the GEBT Directorate performs primary achievement enabler programs, including a business monitoring program of GEBT Directorate (MOBIDIG) which entered the advanced stage in 2016, securing sufficient gas capacity and building new capabilities in organizational and HR competencies. Dalam pengembangan usaha di bidang kelistrikan, Pertamina fokus pada pemanfaatan gas untuk pembangkit listrik baik melalui skema IPP (Independent Power Producer) maupun CPP (Captive Power Plant). Dengan menggandeng beberapa mitra usaha, Pertamina telah mengikuti sejumlah tender proyek Pembangkit Listrik PLN berbasis gas sebagai berikut: • IPP (1.760 MW), Konsorsium Pertamina, Marubeni dan Sojitz telah menerima Letter of Intent dari PT PLN untuk pengembangan IPP Jawa-1 pada 28 Oktober 2016. IPP Jawa Bali-3 (500 MW), Konsorsium Pertamina, Marubeni dan Enjie. IPP Riau (250 MW), Konsorsium Pertamina Gas, Marubeni dan Engie belum berhasil memenangkan tender PLN. Jawa-1
In electricity business development, Pertamina focuses on the use of gas for power plants through IPP (Independent Power Producer) and CPP (Captive Power Plant) schemes. By cooperating with several business partners, Pertamina has participated in a number of project tenders for PLN gas-based power plants as follows: • IPP Java-1 (1.760 MW), Pertamina consortium, Marubeni and Sojitz has received a Letter of Intent from PT PLN for the development of Java IPP-1 on October 28, 2016. IPP Java Bali-3 (500 MW), Pertamina Consortium, Marubeni dan Enjie. IPP Riau (250 MW), Pertamina Gas Consortium, Marubeni dan Engie not managed to win PLN tender.
Envogas Pertamina Envogas adalah brand baru yang dipilih untuk Bahan Bakar Gas (BBG) yang sebelumnya telah diperkenalkan ke masyarakat pada tahun 1986 dan 1992 melalui program Langit Biru, kemudian di luncurkan kembali pada tanggal 10 Desember 2012. Penggunaan brand baru merupakan bentuk aktualisasi semangat Pertamina untuk terus berinovasi dalam memenuhi kebutuhan energi masyarakat dengan bahan bakar alternatif yang ramah lingkungan. Envogas Pertamina Envogas is a new selected brand for Fuel Gas (BBG) which was previously introduced to the public in 1986 and 1992 through the Blue Sky program, then relaunched on December 10, 2012. The use of the new brand is a demonstration of Pertamina's spirit of actualization in continuing to innovate in order to meet the public's energy demands with environmentally friendly alternative fuels. Pertamina Envogas adalah produk CNG (Compressed Natural Gas) atau gas alam terkompresi yang diperoleh melalui proses kompresi metana (CH4) hasil ekstraksi gas alam dengan tekanan sebesar 200 sampai 275 BAR. Komposisi gas metana (CH4) yang mempunyai fraksi yang lebih ringan dari udara, membuat CNG akan terlepas ke udara seketika saat terjadi kebocoran sehingga relatih lebih aman dibandingkan dengan bahan bakar minyak (BBM). Pertamina Envogas is a CNG (Compressed Natural Gas) product obtained through methane (CH4) compression from natural gas extraction with 200 to 275 BAR pressure. Methane (CH4) composition which has lighter fraction than air meaning when CNG is released into the air soon after leakage it is relatively safer than fuel oil (BBM).
Dibandingkan BBM, penggunaan CNG sebagai bahan bakar jauh lebih bersih dan ramah lingkungan karena CNG menghasilkan emisi yang lebih sedikit dibandingkan dengan BBM (1/3 kadar emisi BBM). Selain itu, dengan kandungan oktan (RON-Research Octane Number) mencapai 120, CNG menghasilkan pembakaran yang lebih bersih sehingga mesin kendaraan lebih awet dengan perawatan yang efisien. Harga jual produk Envogas untuk sektor transportasi di wilayah Jabodetabek ditetapkan oleh Pemerintah sebesar Rp3.100 per liter setara premium (Lsp). Compared to BBM, the use of CNG as a fuel is much cleaner and more environmental friendly because CNG produces fewer emissions than BBM (1/3 of BBM emission levels). In addition, with an octane content (RON-Research Octane Number) reaching 120, CNG produces cleaner combustion so that the vehicle's engine is more durable with efficient maintenance. The sale price of Envogas for the transportation sector in Jabodetabek area is determined by the Government at Rp3,100 per liter premium equivalent (LSP). Energi Baru Terbarukan Sebagian besar kegiatan usaha energi baru terbarukan (EBT) Pertamina berada pada tahap penelitian dan perencanaan. Pengembangan usaha EBT secara umum terbagi menjadi dua fokus utama, yaitu EBT untuk pembangkit listrik dan EBT sebagai bahan bakar nabati non konvensional. New Renewable Energy Most of Pertamina's business activities in new renewable energy (EBT) are still at the research and planning stage. EBT business development is generally divided into two main focuses, namely EBT for power plant and EBT as non conventional biofuel. Pengembangan EBT untuk produksi listrik mencakup energi air, energi biomassa, energi surya, energi angin, dan energi laut, sedangkan pengembangan bahan bakar nabati meliputi green diesel, bio ethanol, bio avtur, dan bio LNG. EBT development for electricity production includes water, biomass, solar, wind and ocean energies, while biofuel development includes green diesel, bio ethanol, bio avtur and bio-LNG. Pembangkit ini sedang dalam perencanaan dan ditargetkan akan segera beroperasi adalah: 1. Pembangkit listrik tenaga biogas di Sei Mangkei, listrik EBT yang saat EBT power plants that are currently in the planning stage and will soon be operational are: 1. Biogas power plant in Sei Mangkei, North Sumatera. Sumatera Utara. 2. Pembangkit Listrik Tenaga Surya di kilang untuk kebutuhan sendiri (own-use), bekerja sama dengan Direktorat Pengolahan. 2. Solar Power Plant in refinery for own-use, in cooperation with the Refinery Directorate. Dalam pengembangan energi baru dan terbarukan (EBT), Pertamina menjalin kerja sama dengan beberapa mitra bisnis untuk melakukan kajian dan implementasi teknologi di bidang EBT antara lain Solar PV, Microhydro, Greendiesel, Bio LNG dan lainnya. For new renewable energy (EBT) development, Pertamina cooperates with several business partners to conduct reviews and to apply technologies in the EBT field including Solar PV, Microhydro, Greendiesel, Bio LNG and others. Kinerja Tahun 2016 Performance in 2016 Kinerja Direktorat Gas berasal dari kontribusi kinerja Anak Perusahaan Pertamina yaitu PT Pertagas dan PT Nusantara Regas (NR). Pada tahun 2016, kinerja Penjualan LNG dan LPG Korporat, Niaga Gas, serta penjualan LNG NR membukukan hasil yang cukup baik di atas target RKAP 2016. Penjualan LNG Direktorat Gas mencapai 527 juta MMBTU atau 144% terhadap target. Penjualan LPG mencapai 257 ribu MTon atau 110% terhadap target. Sementara Niaga Gas berhasil mencapai 52 ribu BBTU atau 102% dari target dan penjualan LNG NR mencapai 79 juta MMBTU atau 104% dari target. The performance of the Gas Directorate is contributed by Pertamina's Subsidiaries, which are PT Pertagas and PT Nusantara Regas (NR). In 2016, sales performance of Corporate LNG and LPG, Commercial Gas and LNG NR recorded a satisfactory result above RKAP 2016 target. LNG sales of the Gas Directorate reached 527 million MMBTU or 144% of the target. LPG sales reached 257 thousand Mton or 110% of the target. While Commercial Gas sales reached 52 thousand BBTU or 102% of the target and LNG NR sales reached 79 million MMBTU or 104% of the target. Secara umum masih terdapat beberapa kendala signifikan yang mempengaruhi kinerja operasional Direktorat Gas, antara lain: 1. Penurunan kondisi perekonomian dan industri yang berdampak pada harga minyak dunia serta In general, there were several significant constraints affecting operational performance of the Gas Directorate, including: 1. The decline in world oil prices and the conditions of the economy and industry affecting the ability of gas 203
204 Kinerja Sektor Gas, Energi Baru dan Terbarukan Performance of Gas, New and Renewable Energy Sector penurunan kemampuan serapan gas oleh konsumen dan perubahan komitmen dari calon konsumen. 2. Kesiapan infrastruktur. 3. CNG Industri menghadapi tingkat persaingan harga yang tinggi. 2. Kesiapan infrastruktur. 3. CNG Industri menghadapi tingkat persaingan harga yang tinggi. 4. Pengoperasian jaringan gas (jargas) baru dilaksanakan di beberapa kota dari sejumlah kota yang ditugaskan oleh Kementerian ESDM karena diperlukan penyiapan/ perbaikan infrastruktur untuk dapat dilakukan penyaluran gas dengan aman. Kinerja finansial Direktorat Gas di bawah target terutama karena koreksi piutang fee marketing LNG berdasarkan hasil verifikasi usulan pembayaran Pertamina kepada Direktorat Jenderal Anggaran Kementerian Keuangan. Di sisi lain, di tahun 2016 Direktorat Gas berhasil menyelesaikan beberapa proyek prioritas yaitu proyek Pipa BEL-KIM-KEK, Porong Grati dan Muara Karang- Muara Tawar yang diharapkan akan mampu memberikan potential benefit yang besar bagi proses bisnis di Direktorat Gas. 4. The operations of the gas network (jargas) recently carried out in several cities, of which a number of the cities were assigned by the Ministry of ESDM in order to setup/repair infrastructure so as to make sure the distribution of gas meets safety requirements. The financial performance of the Gas Directorate feel below the target mainly due to a correction of LNG marketing fee receivables based on verification results of Pertamina's payment proposal to the Directorate General of Budget, the Ministry of Finance. On the other hand, in 2016 the Gas Directorate successfully completed several prioritized projects including BEL-KIM-KEK, Porong Grati and Muara Karang-Muara Tawar pipeline projects which are expected to provide a large potential benefit to the business processes in the Gas Directorate. I. Corporate Gas Performance 4. The operations of the gas network (jargas) recently carried out in several cities, of which a number of the cities were assigned by the Ministry of ESDM in order to setup/repair infrastructure so as to make sure the distribution of gas meets safety requirements. The financial performance of the Gas Directorate feel below the target mainly due to a correction of LNG marketing fee receivables based on verification results of Pertamina's payment proposal to the Directorate General of Budget, the Ministry of Finance. On the other hand, in 2016 the Gas Directorate successfully completed several prioritized projects including BEL-KIM-KEK, Porong Grati and Muara Karang-Muara Tawar pipeline projects which are expected to provide a large potential benefit to the business processes in the Gas Directorate. I. Corporate Gas Performance I. Kinerja Gas Korporat LNG total sales came from the sales of Badak LNG, Tangguh, PT Nusantara Regas (NR) allocation as well as additional & spot cargo sales. Realized Sales volume until the end of 2016 reached 527 million MMBTU or 144% of RKAP 2016. This achievement was because PT Badak's actual inlet gas was higher than the estimated Annual Delivery Program (ADP) and the average ratio of feed gas to LNG was better. Realisasi volume penjualan LPG tahun 2016 mencapai 256.500,79 MTon atau 109,6% dari RKAP 2016 karena adanya perubahan nominasi lifting oleh ISC dengan menggunakan kapal mixed size berukuran 10.000 MT dan adanya peningkatan frekuensi pengapalan. LPG actual sales volume in 2016 reached 256,500.79 MTon or 109.6% of RKAP 2016 because of changes in lifting nomination by ISC using mixed size vessel measuring 10,000 MT and the increased shipments frequency. Realisasi volume penjualan CNG tahun 2016 mencapai 40.813,04 KLSP atau 85,2% dari RKAP 2016 karena adanya beberapa kendala teknis/operasional dan infrastruktur pendukung SPBG. CNG actual sales volume in 2016 reached 40,813.04 KLSP or 85.2% of RKAP 2016 because of several technical/operational problems and SPBG supporting infrastructure. II. Kinerja Pertagas • Niaga Gas II. Pertagas Performance Niaga Gas Realisasi volume niaga gas tahun 2016 mencapai 51.848,09 BBTU atau 102,2% dari RKAP 2016. Realized trading gas volume in 2016 reached 51,848.09 BBTU or 102.2% of RKAP 2016. Transportasi Gas Realisasi volume tahun 2016 mencapai 522,11 BSCF atau 93,1% dari RKAP 2016, terutama disebabkan oleh: - Volume penyaluran gas dari para shipper (PEP dan non-PEP) lebih rendah dari asumsi RKAP karena natural decline. transportasi gas Kendala teknis/operasional baik pada fasilitas shipper maupun konsumen. Gas Transportation Gas transportation realized volume in 2016 reached 522.11 BSCF or 93.1% of RKAP 2016, mainly due to: - Gas distribution volume from shippers (PEP and non-PEP) was lower than RKAP assumption because of natural decline. Technical/operational problems of facilities of shippers and costumers.
Keterlambatan penyelesaian proyek LPG Plant Mundu, Pipa Porong-Grati dan Pipa Muara Karang-Muara Tawar terutama karena kendala pembebasan lahan. Delayed completion of Mundu LPG Plant, Porong- Grati Pipeline and Muara Karang-Muara Tawar Pipeline projects due to land acquisition issues. Dampak volume niaga gas yang belum optimal.
Impact of not optimal volume of trading gas.
Transportasi Minyak Oil Transportation Realisasi volume transportasi minyak tahun 2016 mencapai 3,83 MMBO atau 77,3% dari RKAP 2016, terutama disebabkan karena mayoritas penyaluran minyak dari shipper di bawah asumsi RKAP sebagai dampak penurunan harga minyak dunia. Realized oil transportation volume in 2016 reached 3.83 MMBO or 77.3% of RKAP 2016, primarily driven by the majority of oil distributions from the shippers being lower than RKAP assumption because of the declining world oil prices. Proses LPG LPG Process Realisasi volume proses LPG tahun 2016 mencapai 122.764,16 Ton atau 85,1% dari RKAP 2016 terutama disebabkan adanya kendala-kendala teknis/operasional di LPG Plant Pondok Tengah. Selain itu, proyek LPG Mundu belum beroperasi sesuai asumsi RKAP karena penurunan harga LPG dunia yang berdampak pada keekonomian proyek. Produksi LPG Mundu berkontribusi sebesar 603,8 Ton. Realized LPG processing volume in 2016 reached 122,764.16 tons, or 85.1% of RKAP 2016 mainly triggered by technical/operational problems in LPG Plant Pondok Tengah. In addition, LPG Mundu project had not operated according to RKAP assumptions because of the declining world oil prices that affected the project's economics. Contributed production of LPG Mundu was 603.8 ton. Regasifikasi Regasification Realisasi volume regasifikasi tahun 2016 mencapai 29.907,49 BBTU atau 97,5% dari RKAP 2016 terutama disebabkan penyerapan PGN dan PLN di bawah komitmen yang menjadi dasar asumsi RKAP. Sejak bulan Mei 2016, PLN meningkatkan utilisasi sumber energi lain yang lebih ekonomis dari gas. Realized regasification volume in 2016 reached 29,907.49 BBTU or 97.5% of RKAP 2016 primarily due to the fact that PGN and PLN absorption was under the commitments used as an assumption in RKAP. Since May 2016, PLN had increased the utilization of other energy sources which were cheaper than gas. Kompresi Gas (CNG Tambak Lorok) Gas Compression (CNG Tambak Lorok) Realisasi volume kompresi gas tahun 2016 mencapai 1.855,74 BBTU atau 59,7% dari RKAP 2016 karena melimpahnya pasokan gas Indonesia Power dari sumur Kepodang sehingga pemanfaatan CNG Plant Perta Daya Gas (PDG) kurang maksimal. Realized gas compression volume in 2016 reached 1,855.74 BBTU or 59.7% of RKAP 2016 mainly driven by the abundant gas supply of Indonesia Power from Kepodang well, so that the use of CNG Plant Perta Daya Gas (PDG) was not maximized. Secara keseluruhan, realisasi volume penjualan gas Pertamina pada tahun 2016 mencapai 708,684 BBTU, turun 3,4% dibandingkan realisasi tahun 2015 sebesar 733.310 BBTU dan mencapai 130,1% dari RKAP 2016 sebesar 544.643 BBTU. Overall, the realized gas sales volume in 2016 reached 708.684 BBTU, decreased by 3.4% from 2015 of 733,310 BBTU and reached 130.1% of RKAP 2016 of 544,643 BBTU. Tabel: Realisasi Volume Penjualan Gas Tahun 2016 Dibandingkan dengan Target 2016 dan Realisasi Tahun 2014-2015 Table: Realization of Gas Sales Volume in 2016 Compared to 2016 Target and Realization in 2014-2015 Keterangan Description Δ (%) RKAP 2016 Target 2016 (BBTU)* 2016 Realisasi/Realization 2015 2014 2/1 2/3 1 2 3 4 Volume Penjualan Gas/Gas Volume Sales 130.1 3.4 545,970 708,684 733,310 701,724 Billion British Thermal Unit Tabel: Realisasi Laba Bersih Penjualan Gas Tahun 2016 Dibandingkan dengan Target 2016 dan Realisasi Tahun 2014- 2015 Table: Net Income Realization of Gas Sales in 2016 Compared to 2016 Target and Realization in 2014-2015 Keterangan Description Δ (%) RKAP 2016 Target 2016 USD Juta/ Million 2016 Realisasi/Realization USD Juta/Million 2015 2014 2/1 2/3 1 2 3 4 Gas (Korporat) /Gas (Corporate) 3,314 4,015.3 7.67 254.21 6.18 53.62 Pertagas 106 5.6 151.06 159.37 150.97 178.49 Nusantara Regas 132 26.7 25.18 33.27 45.36 77.27 Laba Bersih Direktorat Gas/Net Income Directorate of Gas 33 132.4 183.90 61.57 190.15 309.38 205
206 Kinerja Sektor Pengolahan Performance of Refinery Sector "Dalam kurun waktu 2015-2016 Pertamina telah melakukan akselerasi proyek dan program inisiatif dengan nilai tambah sebesar USD174,11 juta per bulan yang diperoleh dari pengoperasian Residual Fluid Catalytic Cracker (RFCC) Cilacap dan Kilang TPPI yang berdampak pada pengurangan impor Premium dan Solar. Nilai tambah signifikan juga disebabkan tidak ada lagi impor HOMC yang sebelumnya mencapai 400 ribu barel per bulan. Di sisi lain, Pertamina telah menghentikan ekspor LSWR dan Naphta untuk diolah menjadi produk bernilai lebih tinggi di kilang dalam negeri, termasuk di antaranya memproduksi HOMC, Solar, dan Propylene." "Within the period 2015 - 2016 Pertamina accelerated projects and initiative programs with value added of USD174.11 million per month resulting from the operations of Residual Fluid Catalytic Cracker (RFCC) Cilacap and TPPI Refinery which had an impact on the reduced import of Premium and Diesel. Significant value added was also due to the fact that there was no longer HOMC imports that had previously reached 400 thousand barrels per month. On the other hand, Pertamina suspended LSWR and Naphtha exports to be processed into products with higher value at domestic refineries, including HOMC, Solar and Propylene." 265.78 Juta Barel/Million Barrel Volume produksi BBM tahun 2016, meningkat 9,3% dari 241,07 juta barel pada tahun 2015 Fuel production volume in 2016, increased by 9.3% from 241.07 million barrels in 2015.
Kegiatan Usaha Di sektor pengolahan, Pertamina memiliki fasilitas pengolahan minyak terbesar di Asia Tenggara dan menempati posisi keempat di Asia Pasifik. Kapasitas pengolahan terpasang total pada enam kilang minyak eksisting yang dimiliki mencapai 1.031 MBOPD, atau sekitar 90% dari kapasitas pengolahan yang ada di Indonesia. Business Activities In the refinery sector, Pertamina has the largest oil refinery facilities in Southeast Asia and the fourth in Asia Pacific. The total installed refinery capacity of the six owned refineries reached 1,031 MBOPD, or approximately 90% of refinery capacity in Indonesia. Upaya strategis bisnis pengolahan yang dilakukan Pertamina untuk memenuhi kebutuhan BBM dalam negeri antara lain merevitalisasi kilang Trans Pacific Petrochemical Indotama (TPPI) Tuban dan Residual Fluid Catalytic Cracker (RFCC) Cilacap. Upaya peningkatan kinerja juga dilakukan dengan melakukan revamping dan upgrading pada unit kilang minyak eksisting dan terus mengupayakan pembangunan kilang minyak baru melalui kerja sama dengan investor strategis. Strategic efforts in the refinery business conducted by Pertamina to meet domestic fuel needs, among others, include revitalization of Trans Pacific Petrochemical Indotama (TPPI) Tuban and Residual Fluid Catalytic Cracker (RFCC) Cilacap. Efforts to improve performance were also made by revamping and upgrading the existing refinery units and continuously pursuing construction of new oil refineries in cooperation with strategic investors. Wilayah Kerja Unit pengolahan yang dimiliki Pertamina terdiri dari Refinery Unit (RU) II (Dumai), RU III (Plaju), RU IV (Cilacap), RU V (Balikpapan), RU VI (Balongan), dan RU VII (Kasim) yang berada di bawah kendali Direktorat Pengolahan (Refinery). Produk yang dihasilkan adalah bahan bakar minyak (BBM) seperti premium, minyak tanah, minyak solar, minyak diesel, minyak bakar dan non BBM seperti pelumas, aspal, Liquefied Petroleum Gas (LPG), Musicool, Paraxylene, Propylene, Polytam, dan produk lainnya. Working Areas Refinery units owned by Pertamina consist of Refinery Unit (RU) II (Dumai), RU III (Plaju), RU IV (Cilacap), RU V (Balikpapan), RU VI (Balongan) and RU VII (Kasim) which are controlled by the Refinery Directorate. The products are fuel (BBM), including premium, kerosene, diesel fuel, oil fuel and non-fuel, such as lubricants, asphalt, Liquefied Petroleum Gas (LPG), Musicool, Paraxylene, Propylene, Polytam and other products. 207
208 Kinerja Sektor Pengolahan Performance of Refinery Sector Wilayah Kerja Unit Pengolahan Working Area of Refinery Unit SUMATERA KALIMANTAN SULAWESI JAVA RU II Dumai RU III Plaju RU IV Cilacap Capacity: 170 MBCD Capacity: 118 MBCD Capacity: 348 MBCD Unit Processes: Unit Processes: Unit Processes: 1 CDU 1 CDU 1 CDU 2 HVU 2 HVU 2 HVU 3 Platformer 3 FCCU 3 Platformer 4 Hydro Cracker Unit 4 Gas Plant 4 Naphtha Treater 5 Naphtha Treater 5 Gasoil Treater 6 Gasoil Treater 6 Lube Oil Complex 7 Delay Coker Unit 7 Paraxylene Complex 8 Calciner 8 Sulfur Recovery Unit 9 RFCC
PAPUA RU V Balikpapan RU VI Balongan RU VII Kasim Capacity: 260 MBCD Capacity: 125 MBCD Capacity: 10 MBCD Unit Processes: Unit Processes: Unit Processes: 1 CDU 1 CDU 1 CDU 2 HVU 2 ARHDM 2 Platformer 3 Hydro Cracker Unit 3 RCC 3 Naphtha Treater 4 Platformer 4 Catalytic Cond. Unit 5 Naphtha Treater 5 Penex 6 Gasoil Treater 6 Kero Treater 7 LPG Recovery 7 Naphtha Treater 8 Gasoil Treater 9 OCU 10 PRU 209
210 Kinerja Sektor Pengolahan Performance of Refinery Sector Industri Petrokimia Permintaan produk-produk petrokimia dalam negeri memperlihatkan tren yang terus meningkat sesuai dengan perkembangan sektor manufaktur di Indonesia. Nilai pasar petrokimia Indonesia pada tahun 2018 diperkirakan akan mencapai USD30 miliar. Hingga saat ini, industri petrokimia dalam negeri belum mampu memenuhi kebutuhan tersebut. Petrochemical Industry Domestic demand for petrochemical products shows an increasing trend in line with the developing manufacturing sector in Indonesia. The Indonesian petrochemical market value in 2018 is estimated to reach USD30 billion. To date, domestic the petrochemical industry has not been able to meet those demands. Untuk menjawab kebutuhan pasar produk petrokimia, melalui strategi pengembangan bisnis hilir, Pertamina bertekad untuk menjadi pelaku utama industri petrokimia di Indonesia, melayani konsumen industri dengan jaminan pasokan yang handal dengan biaya yang efisien. Bisnis petrokimia diharapkan menjadi salah satu pilar bisnis Pertamina di samping bisnis migas dan energi di tahun 2025. To address the demands of the petrochemical product market, through the downstream business development strategy, Pertamina is determined to be the key player in Indonesian petrochemical industry, serving industrial customers with a reliable supply guarantee at efficient cost. The petrochemicals business is expected to become one of Pertamina's business pillars, in addition to oil, gas and energy businesses, by 2025. Pada bulan Agustus 2015, pemerintah telah menunjuk Pertamina untuk bertugas untuk mengoperasikan kilang PT Trans Pacific Petrochemical Indotama (TPPI) di Tuban, Jawa Timur. Pengoperasian Kilang TPPI yang diintegrasikan dengan kilang RFCC Cilacap, Jawa Tengah menjadi langkah awal Pertamina untuk mengembangkan komplek industri petrokimia terbesar di Indonesia untuk memasok kebutuhan industri dasar. In August 2015, the Government appointed Pertamina to operate PT Trans Pacific Petrochemical Indotama (TPPI) refinery in Tuban, East Java. The integrated operations of TPPI Refinery and RFCC refinery in Cilacap, Central Java are Pertamina's first step to develop the largest petrochemical industrial complex in Indonesia to supply the basic industrial needs. Potensi Kilang TPPI menjadi pusat pengembangan petrokimia sangat besar karena selain mampu memproduksi premium, solar, elpiji dan High Octane Mogas Component (HOMC) 92 (pertamax 92), juga dapat menghasilkan produk aromatik seperti paraxylene, orthoxylene, benzene, dan toluene yang dibutuhkan oleh industri. Sedangkan RFCC Cilacap, selain memproduksi BBM, juga akan memproduksi petrokimia dengan peningkatan signifikan pada produksi paraxylene dari 280.000 barel per hari (bph) menjadi 485.000 bph. RFCC Cilacap juga sedang mengembangkan pabrik produksi polypropylene baru untuk menaikkan produksi polypropylene menjadi 153.000 ton per tahun. Proyek ini ditargetkan selesai dan mulai beroperasi pada tahun 2021. The potential of the TPPI Refinery to become the center of petrochemical development is significant because in addition to producing premium, diesel, LPG and High Octane Mogas Component (HOMC) 92 (pertamax 92), it also can produce aromatic products, such as paraxylene, orthoxylene, benzene and toluene which are demanded by the industry. Meanwhile RFCC Cilacap, in addition to producing fuel, will also produce petrochemicals with a significant increase in paraxylene production from 280,000 barrels per day (bpd) to 485,000 bpd. RFCC Cilacap is also developing a new polypropylene production plant to increase polypropylene production to 153,000 tons per year. The project is targeted to be operational by 2021. Kinerja Tahun 2016 Performance in 2016 Kegiatan usaha sektor pengolahan Pertamina didukung oleh operasi kilang-kilang sebagai berikut: 1. Operasi Kilang BBM, terdiri dari Kilang RU II sampai dengan RU VII (tidak termasuk Kilang CPD Cepu), yang memproduksi BBM dan non BBM serta produk lainnya. 2. Operasi Kilang LPG Mundu, yang memproduksi LPG, Pertamina's business activities in the refinery sector are supported by the following refineries: 1. Fuel Refineries, consisting of RU II - RU VII Refineries (excluding CPD Cepu refinery), which produce oil fuel, non-oil fuel and other products. 2. LPG Mundu Refinery, which produces LPG, Condesate (Minasol) and other products. 2. LPG Mundu Refinery, which produces LPG, Condesate (Minasol) and other products. 3. Operasi Kilang Petrokimia, terdiri dari Kilang Paraxylene di Refinery Unit (RU) IV Cilacap yang memproduksi Paraxylene dan Benzene serta produk lainnya, Kilang Polypropylene di RU III Plaju yang memproduksi Polytam (Polypropylene Pertamina) serta Kilang OCU (Olefien Convertion Unit) di RU VI Balongan yang memproduksi Propylene. 3. Petrochemical Refineries, consisting of Paraxylene Refinery at Refinery Unit (RU) IV Cilacap which produces Paraxylene, Benzene and other products, Polypropylene Refinery at RU III Plaju which produces Polytam (Polypropylene Pertamina) and OCU (Olefien Convertion Unit) Refinery at RU VI Balongan which produces Propylene. 4. Operasi Kilang Lube Base di RU IV Cilacap yang memproduksi Lube Base HVI-60, HVI-95, HVI-160, HVI650, Paraffinic, Slack Wax, Minarex dan Asphalt. 4. Lube Base Refinery at RU IV Cilacap which produces Lube Base HVI-60, HVI-95, HVI-160, HVI650, Paraffinic, Slack Wax, Minarex and Asphalt.
Sepanjang tahun 2016, pengolahan minyak mentah, gas dan intermedia sebesar 327,29 juta barel, meningkat 7,1% dibandingkan tahun 2015 sebesar 305,95 juta barel. Volume produksi produk BBM dan BBK sebesar 265,78 juta barel, naik 10,3% dari pencapaian tahun 2015 sebesar 241,07 juta barel. Sedangkan volume produksi non BBM sebesar 26,14 juta barel, lebih tinggi 11,7% dibandingkan tahun 2015 sebesar 23,41 juta barel. Secara keseluruhan, total yield output kilang pada tahun 2016 tercapai sebesar 94,24%. Sedangkan Yield Valuable Product tercapai sebesar 77,67%. Throughout 2016, refinery of crude oil, gas and intermedia was 327.29 million barrels an increase of 7.1% from 2015 which reached 305.95 million barrels. Production volume of BBM and BBK was 265.78 million barrels, increased by 10.3% from 2015 which reached 241.07 million barrels. Meanwhile, production volume of non-oil fuel was 26.14 million barrels, that rose by 11.7% from 2015 which reached 23.41 million barrels. Overall, the total yield of refinery output in 2016 achieved 94.24%. While the Yield Valuable Product reached 77.67%. Tabel: Realisasi Kinerja Operasi Kilang Tahun 2016 Dibandingkan dengan Target Tahun 2016 dan Realisasi 2014-2015 Table: Refinery Operation Performance Realization in Pertamina in 2016 Compared to the Target in 2016 and Realization in 2014-2015 Pengolahan Kilang Refinery Processing Δ (%) RKAP 2016 Target 2016 Juta barel/ Million barrel 2016 Realisasi/Realization Juta barel/Million barrel 2015 2014 2/1 2/3 1 2 3 4 Pengolahan Minyak Mentah, Gas & Intermedia/Crude Oil, Gas & Intermedia Processing 96.4 7.1 342.89 327.29 305.95 314.42 Volume Produksi BBM* (10 Produk Utama)/ Fuel Production Volume (10 Main Fuel Products) 98.4 10.3 270.13 265.78 241.07 241.16 Volume Produksi Non BBM (Petrokimia, Solvent dan NBBM)/Non-fuel Production Volume (Petrochemical, Solvent and NBBM) 78.8 11.7 33.14 26.14 23.41 22.18 10 Produk Utama: Premium, Minyak Tanah, Solar, Minyak Diesel, Minyak Bakar, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. 10 Main Fuel Products are: Premium, Kerosene, High Speed Diesel, Industrial/Marine Diesel Oil, Industrial/Marine Fuel Oil, Avigas, Avtur, Pertamax, Pertamax Plus, Pertamina Dex. Pada tahun 2016, Pertamina berhasil mencapai Gross Refinery Margin (GRM) sebesar USD6,56/barel, sedikit lebih rendah dari GRM tahun 2015 sebesar USD6,98/ barel. Sejak tahun 2015 perhitungan GRM menggunakan harga Nett Refining Price (NRP) sehingga diperoleh nilai margin yang lebih realistis. In 2016, Pertamina achieved Gross Refinery Margin (GRM) of USD6.56/bbl, slightly lower than GRM in 2015 which amounted to USD6.98/barrel. Since 2015 GRM calculation has been using Nett Refining Price (NRP) in order to obtain more realistic margin value. Grafik: Gross Refinery Margin Sektor Pengolahan dalam 5 Tahun Terakhir (dalam USD/Barel) Graph: Gross Refinery Margin of Refinery Sector in Last 5 Years (in USD/Barrel) 8.23 6.98 6.80 7.27 2016*** 2015*** 1.85 2014** 2013* 2012*
Data menggunakan basis perhitungan Price Reference (PR) Data was computed based on Price Reference (PR) ** Data menggunakan Net Selling Price (NSP) sesuai dengan optimasi Hilir Data was computed based on Net Selling Price (NSP) in line with downstream optimization *** Data menggunakan Net Refining Price (NRP) Data was computed based on Net Refining Price (NRP) 211
212 Kinerja Sektor Pengolahan Performance of Refinery Sector Biaya operasi relatif sama, yaitu USD1,99/barel sementara pada tahun 2015 sebesar USD1,97/barel. Dengan biaya operasi yang relatif sama, Net Margin kilang yang dihasilkan tahun 2016 mencapai USD3,22 per barel atau lebih tinggi dibandingkan tahun 2015 sebesar USD3,12 per barel. Operating costs were relatively stable, at USD1.99/ barrel while in 2015 was USD1.97/barrel. With relatively similar operating costs, refinery Net Margin in 2016 reached USD3.22/barrel or higher than in 2015 of USD3.12/barrel. Grafik: Biaya Operasi Sektor Pengolahan dalam 5 Tahun Terakhir* (dalam USD/Barel) Graph: Operation Cost of Refinery Sector in the Last 5 Years (in USD/Barrel) 1.99 1.97 2.48 2.28 2.05 2016 2015 2014 2013 2012
Tidak termasuk own use dan depresiasi Excluding own use and depreciation Grafik: Net Margin Kilang dalam 5 Tahun Terakhir (dalam USD/Barel) Graph: Refinery Net Margin in the Last 5 Years (in USD/Barrel) 6.13 3.22 4.99 3.12 2016*** 2015*** 2014** 0.63 3.99 2013 NSP* 2013 PR* 2012*
Data menggunakan basis perhitungan Price Reference (PR) Data was computed based on Price Reference (PR) ** Data menggunakan Net Selling Price (NSP) sesuai dengan Optimasi Hilir Data was computed based on Net Selling Price (NSP) in line with Downstream Optimization *** Data menggunakan Net Refining Price (NRP) Data was computed based on Net Refining Price (NRP) Pada tahun 2016 kilang Pertamina mengolah minyak mentah sebesar 323,04 juta barel, meningkat 9,9% daripada total pengolahan minyak mentah tahun 2015 sebesar 293,88 juta barel. Hal tersebut terutama disebabkan karena pengoperasian kembali Kilang TPPI sehingga secara keseluruhan intake Kilang bertambah. In 2016, Pertamina's refineries processed 323.04 million barrels of crude oil, increased by 9.9% over the total crude oil refinery in 2015 which reached 293.88 million barrels. This was primarily due to the re-operation of TPPI Refinery thus the overall Refinery intake increased.
Grafik: Pengolahan Minyak Mentah dalam 5 Tahun Terakhir (dalam juta Barel) Graph: Crude Oil Processing in Last 5 Years (in million Barrel) 185.54 200.6 187.83 183.53 119.07 159.75 134.13 137.50 2016 98.2 115.89 2013 2014 2015 2012 Impor/Import Domestik/Domestic Pada tahun 2016, yield total output kilang (perbandingan total output terhadap total intake) mencapai 94,24%, lebih rendah dibandingkan pencapaian tahun 2015 sebesar 94,86%, dan di bawah target sebesar 95,35%. Hal ini terutama disebabkan adanya beberapa unscheduled shutdown di beberapa RU selama tahun 2016. Data mengenai presentase perbandingan input dan output kilang dalam 5 tahun terakhir disajikan pada diagram berikut. In 2016, the total refinery yield (the ratio of total output to total intake) reached 94.24%, lower than in 2015 of 94.86%, and below the target of 95.35%. This was mainly driven by several unscheduled shutdowns in several RUs during 2016. Data regarding the ratio of input and output of the refineries in the last 5 years are presented in the following diagram. Grafik: Persentase Input-Output Kilang (dalam presentase) Graph: Input-Output Percentage of Refinery Unit (in percentage) 94.24 94.86 94.58 94.02 94.35 2016 2015 2014 2013 2012 Sementara itu, Yield Valuable Product mencapai tercapai sebesar 77,67%, lebih tinggi dibandingkan tahun 2015 sebesar 75,52%. Meanwhile, the Yield Valuable Product reached 77.67%, higher than in 2015 of 75.52%. Grafik: Yield Valuable Product dalam 5 Tahun Terakhir (dalam presentase) Graph: Yield Valuable Product in the Last 5 Years (in percentage) 77.67 75.52 73.48 73.14 72.75 2016* 2015 2014 2013 2012
Perhitungan Yield Valuable Product termasuk Kilang LPG Mundu Calculation of Yield Valuable Product includes LPG Mundu Refinery 213
214 Kinerja Sektor Pengolahan Performance of Refinery Sector Program Revitalisasi Kilang Eksisting Kilang-kilang Pertamina yang dibangun antara tahun 1936 (Plaju) dan 1990 (Balongan) dirancang untuk mengolah minyak mentah domestik yang umumnya berjenis light sweet crude. Kilang-kilang eksisting tersebut menghasilkan produk yang disesuaikan dengan kebutuhan konsumen Indonesia saat itu, yaitu premium, kerosene, dan solar. Minyak mentah jenis light sweet crude ini harganya lebih mahal dengan kandungan sulfurnya rendah sekitar 0,2%. Kilang-kilang tua tersebut menjadi kurang ekonomis untuk dioperasikan karena kapasitas produksi tidak dapat dioptimalkan akibat usia kilang dan juga faktor ketersediaan minyak light sweet crude yang terus berkurang. Di pasaran saat ini lebih banyak beredar jenis sour crude dengan harga lebih murah meski kandungan sulfurnya tinggi, sekitar 2%. Revitalization Program for the Existing Refineries Pertamina's refineries that were built between 1936 (Plaju) and 1990 (Balongan) were designed to refine domestic crude oil which is generally light sweet crude. The products of these existing refineries were according to the demands of Indonesian consumers at that period, including premium, kerosene, and diesel. Light sweet crude oil is more expensive with low sulfur content of approximately 0.2%. These old refineries become less economical to operate because the production capacity can not be optimized due to their age and decreasing availability of light sweet crude oil. In the market today, sour crude oil at a cheaper price despite high sulfur content of around 2% is easier to find. Untuk mengatasi berbagai kendala seperti spesifikasi kilang eksisting, menurunnya efisiensi maupun fleksibilitas, maka Pertamina melakukan upaya revitalisasi dan modernisasi kilang eksisting melalui: 1. Proyek Residual Fuel Catalytic Cracking (RFCC) Cilacap, Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap, dan 2. Proyek Refinery Development Master Plan (RDMP) di kilang Balikpapan, kilang Cilacap, kilang Dumai dan kilang Balongan. To Overcome various obstacles, such as specifications of the existing refineries, decreasing efficiency and flexibility, Pertamina performs revitalization and modernization of the existing refineries through: 1. Residual Fuel Catalytic Cracking (RFCC) Project in Cilacap, Blue Sky Project in Cilacap (PLBC), dan 2. Refinery Development Master Plan (RDMP) Project at Balikpapan, Cilacap, Dumai and Balongan refineries. Proyek Residual Fluid Catalyctic Cracking (RFCC) Cilacap RFCC Project in Cilacap RFCC Cilacap memiliki nilai strategis untuk meningkatkan produksi premium RON 88 dari 61 menjadi 91 juta barel per hari sehingga tidak ada lagi impor HOMC RON 92, meningkatkan produksi LPG dari 440 menjadi 950 TSD, menghasilkan Propylene sebesar 430 TPD serta meningkatkan kompleksitas kilang dari 5,4 menjadi 6. Dari produksi RFCC Cilacap memberikan kontribusi tambahan produksi premium 730 ribu barel per bulan, HOMC 200 ribu barel per bulan dan elpiji 31 ribu ton per bulan. RFCC Cilacap has a strategic value to increase the production of 88 RON premium from 61 to 91 million barrels per day so as not to import HOMC RON 92, to increase LPG production from 440 to 950 TSD, to produce propylene of 430 TPD and to increase refinery complexity from 5.4 to 6. The production of RFCC Cilacap contributes an additional premium production of 730 thousand barrels per month, HOMC 200 thousand barrels per month and LPG 31 thousand tons per month. Proyek RFCC Kilang Cilacap yang mulai ground breaking pada 30 September 2011 dengan fase konstruksi selama 46 bulan telah menghasilkan produk gasoline pertama (1st Drop Gasoline) pada tanggal 30 September 2015 dan operational acceptance pada bulan November 2015. Tahun 2016, Kilang RFCC Cilacap menuju normal operasi dan dalam proses pengumpulan data 1 tahun untuk pelaksanaan evaluasi Post Mortem RFCC Cilacap pertama. RFCC Project at Cilacap Refinery which began its ground breaking on September 30, 2011 with a construction phase of 46 months has produced the 1st Drop Gasoline on September 30, 2015 and operational acceptance in November 2015. In 2016, RFCC Cilacap started normal operations and in the process took data collection for 1 year for the first Post Mortem evaluation of Cilacap RFCC. Proyek Langit Biru Cilacap (PLBC) Pembangunan PLBC fokus pada peningkatan kualitas produk kilang yaitu BBM dari dari spesifikasi Gasoline RON 88 menjadi RON 92 (setara Pertamax). Proyek dimulai pada tahun 2015 dan ditargetkan rampung pada tahun 2018. Blue Sky Project Cilacap (PLBC) PLBC development focuses on improving quality of the refinery products which are fuels from specification Gasoline RON 88 to RON 92 (similar to Pertamax). The project began in 2015 and is targeted for completion in 2018. Refinery Development Master Plan (RDMP) Program revitalisasi kilang existing melalui RDMP bertujuan untuk meningkatkan fleksibilitas pengolahan minyak mentah dari kadar sulfur 0,4% menjadi sekitar 2%, meningkatan NCI dari 5,4 menjadi 8,9, meningkatkan kapasitas operasional Refinery Development Master Plan (RDMP) Refinery revitalization program through RDMP aims to improve refinery flexibility of crude oil from sulfur content of 0.4% to approximately 2%, to increase NCI from 5.4 to 8.9, to increase operational refinery capacity up to 1.4 times from
pengolahan hingga 1,4 kali, dari kapasitas-kapasitas existing, meningkatkan produksi BBM, meningkatkan kualitas produksi dari EURO II ke IV dan V, serta meningkatkan profitabilitas kilang pertamina dari USD3,00/barel menjadi USD7,90/ barel. Kegiatan RDMP dilaksanakan dalam empat tahapan aktivitas yaitu 1) Conceptual study, 2) Bankable Feasibility study, 3) BED/FEED, dan 4) EPC. RDMP kilang Balikpapan fase 1 ditargetkan selesai tahun 2019 dan fase 2 selesai tahun 2020, RDMP kilang Cilacap ditargetkan selesai tahun 2021, dan RDMP Balongan ditargetkan selesai akhir tahun 2020 dan RDMP Dumai ditargetkan selesai awal tahun 2025 sehingga akan mendongkrak kapasitas pengolahan minyak mentah dari posisi saat ini sekitar 820 ribu barel per hari (bph) menjadi 2 juta bph di tahun 2025. existing capacities, to increase oil production, to improve production quality from EURO II to IV and V and to improve Pertamina's refinery profitability from USD3.00/barrel to USD7.90/barrel. RDMP is conducted in four stages, which are 1) Conceptual study, 2) Bankable Feasibility Study, 3) BED/FEED, and 4) EPC. RDMP for Balikpapan refinery phase 1 is targeted for completion by 2019 and phase 2 by 2020, Cilacap refinery is targeted for completion by 2021, and RDMP Balongan at the end of 2020 and RDMP Dumai at the beginning of 2025 so that they will boost the capacity of crude oil refineries from the current capacity of approximately 820 thousand barrels per day (bpd) to 2 million bpd by 2025. Progres dari RDMP adalah sebagai berikut: Progress of the RDMP are: 1. RDMP Balikpapan 1. RDMP Balikpapan Pertamina saat ini sedang melakukan finalisasi atas kajian engineering berupa Basic Engineering Design (BED) package sebagai dasar untuk mendapatkan Investment Decision - 2 untuk kebutuhan Long Lead Item yang direncanakan akan dilaksanakan pada tahun 2017. Saat ini pekerjaan fisik yang sedang dilaksanakan sebagai salah satu proses persiapan proyek adalah penyiapan lahan termasuk pembangunan hunian karyawan/ apartemen. Pertamina is currently finalizing the engineering studies in the form of Basic Engineering Design (BED) package as the basis for Investment Decision - 2 for Long Lead Item planned to be executed in 2017. The physical work is being carried out including project preparation process land preparation, including the construction of employee housing/apartment. Kemajuan proyek per 31 Desember 2016 adalah: • Pekerjaan BED untuk seluruh ISBL-licensed unit saat ini sedang berlangsung yang dikerjakan oleh Licensor dengan realisasi 95,6 % sesuai target. Progress of the project as per December 31, 2016 was: • BED work for all ISBL-licensed units is currently ongoing and conducted by Licensor with 95.6% realization of the target. Pengajuan Pre-Investment Decision 2 (Pre-ID2) untuk LLI akan dilakukan pada bulan Januari 2017. Pekerjaan FEED CDU/HVU revamp saat ini sedang berlangsung oleh Bechtel International dengan realisasi 13,6% dari 38,1% target. Submission of Pre-Investment Decision 2 (Pre-ID2) for LLI will be conducted in January 2017. FEED CDU/ HVU revamp work is currently ongoing and conducted by Bechtel International with 13.6% realization of the 38.1% target. Durasi pekerjaan Revamp study HCU yang diminta oleh UOP adalah 10 minggu. Hasil studi HCU revamp akan diintegrasikan dengan FEED ISBL yang dikerjakan oleh BINT. FEED ISBL Non-licensed Paket 1 yang terdiri dari unit GCU, Amine Treater, Amine Regenerator, SWS & Spent Caustic, saat ini evaluasi technical proposal selanjutnya evaluasi commercial telah proposal. Target penetapan pemenang tender direncanakan awal Januari 2017 dengan durasi pekerjaan FEED selama 4 bulan. selesai, Duration of HCU revamp study work requested by UOP is 10 weeks. The result of HCU revamp study will be integrated with FEED ISBL conducted by BINT. • FEED ISBL Non-licensed Package 1 which consists of GCU, Amine Treater, Amine Regenerator, SWS & Spent Caustic units, currently the technical proposals evaluation is done and next the is commercial proposals evaluation. The target for winner selection of the tender is planned for early January 2017 with FEED work duration of 4 months. 2. RDMP Cilacap Melalui proses beauty contest, Pertamina telah memilih Saudi Aramco untuk melaksanakan pembangunan Proyek RDMP RU IV Cilacap. Pada tanggal 21 Desember 2016 Pertamina telah menandatangani Joint Venture Development Agreement (JVDA). Masih terdapat beberapa Condition Precedent, seperti offtake arrangement dan lease agreement yang sedang ditindaklanjuti. 2. RDMP Cilacap Through a beauty contest process, Pertamina selected Saudi Aramco to develop the RDMP RU IV Cilacap Project. On December 21, 2016, Pertamina signed a Joint Venture Agreement (JVA). There are several Conditional Precedents, such as an offtake arrangement and lease agreement which are being followed up. 215
216 Kinerja Sektor Pengolahan Performance of Refinery Sector Kemajuan proyek per 31 Desember 2016 adalah: a. Kegiatan BED Study yang sedang berjalan adalah penyiapan ITB untuk licensor selection dan penyiapan RFI untuk percepatan estimasi biaya. Progress of the project as per December 31, 2016 was: a. Ongoing BED Study activities were ITB preparation for licensor selection and RFI for acceleration of costs estimation. b. Kegiatan land preparation yaitu: b. Land preparation activities were: Penandatanganan Perjanjian Perikatan Jual Beli (PPJB) antara Pertamina dan Holcim untuk pembelian lahan Holcim sebesar 27,5 Ha, yang selanjutnya harus berdasarkan Kepmen ESDM No. 1000 K/12/MEM/2016 termasuk prosedur pengadaan lahan untuk proyek RDMP RU IV Cilacap diharuskan menggunakan prosedur kepentingan umum yang mengacu pada UU No. 2 tahun 2012. Signing Purchase Agreement Commitment (SPA) between Pertamina and Holcim to purchase 27.5 hectares of land from Holcim, which further should be based on the Minister of Energy and Mineral Resources Decree No. 1000 K/12/MEM/2016 including land acquisition procedures for RDMP RU IV Cilacap project should be based on the procedure of public interest referred to Law No. 2 in 2012. Pembayaran pembelian lahan Holcim yang dilakukan dalam 3 (tiga) tahap, tahap 1 dan Pembayaran tahap 2 akan menggunakan anggaran pembelian lahan tahun 2016 dan telah dibuatkan SA/GR pembelian lahan tersebut. • Akan dilakukan lahan tambahan dari korporasi lokal untuk keperluan RDMP Cilacap. usulan pembelian Holcim land acquisition payments are made in 3 (three) phases. Payment phase 1 and phase 2 will use land acquisition budget for 2016 and SA/GR for the land acquisition has been prepared. Proposal of additional land acquisition from local corporation for RDMP Cilacap will be submitted. Pembangunan Kilang Minyak Baru (Grass Root Refinery/GRR) juga kilang eksisting, Selain merencanakan untuk membangun kilang pengolahan minyak mentah baru melalui proyek New GRR (Grass Root Refinery), yaitu GRR East di Bontang dan GRR West 1 di Tuban (perkiraan selesai di tahun 2020) dan GRR West 2 (perkiraan selesai di tahun 2024). Nilai masing-masing proyek GRR tersebut diperkirakan mencapai USD10 miliar. Berdasarkan roadmap peningkatan kapasitas kilang yang disusun Pertamina, target produksi BBM setelah seluruh proyek RDMP dan New GRR selesai akan mencapai 2,3 juta bph di tahun 2025. Terealisasinya proyek ini akan membuat Indonesia lepas dari ketergantungan impor BBM dan akan menghasilkan pendapatan yang signifikan dan kontribusi dalam bentuk devisa kepada negara. Selain itu, pembangunan kilang minyak baru juga berpotensi meningkatkan nilai tambah ekonomi melalui penciptaan nilai tambah di sektor hilir dengan mengintegrasikan kilang minyak dengan petrokimia. revitalisasi Pertamina Grass Root Refinery/GRR Construction In addition to revitalization of the existing refineries, Pertamina also plans to develop a new crude oil refinery through the New GRR (Grass Root Refinery) project, which is GRR East in Bontang, GRR West 1 in Tuban (expected to complete by 2020) and GRR West 2 (estimated to complete by 2024). The value of each GRR project is estimated at USD10 billion. Based on the roadmap of refinery capacity enhancement prepared by Pertamina, fuel production target upon completion of all RDMP and New GRR projects will reach 2.3 million bpd by 2025. The realization of this project will free Indonesia from being dependent on imported fuel and will generate significant revenues and contributions in the form of foreign exchange to the country. In addition, construction of new oil refineries also has the potential to increase economic added value through the creation of added value in the downstream sector by integrating oil and petrochemicals refineries. 1. Kilang GRR West 1 Tuban - Jawa Timur Proyek pembangunan kilang minyak yang terintegrasi dengan petrokimia di Tuban, Jawa Timur dengan kapasitas 300 MBSD menggunakan Crude ESPO, Basrah dan lainnya. Menggunakan konsep kerja sama joint venture (JV), proyek ini dimaksudkan untuk meningkatkan pasokan BBM dan petrokimia dengan orientasi pasar untuk memenuhi kebutuhan BBM Jawa Timur dan permintaan produk Petrokimia di pasar domestik dan ekspor. Dibangun di atas lahan milik negara yang dikelola oleh Kementerian Lingkungan Hidup dan Kehutanan (KLHK) di Tuban Jawa Timur, proyek ini ditargetkan dapat beroperasi pada awal tahun 2022. 1. GRR West 1 Tuban Refinery - East Java Oil refinery projects which are integrated with petrochemicals in Tuban, East Java, with a capacity of 300 MBSD use Crude ESPO, Basra and others. With joint venture (JV) cooperation concept, this project is intended to increase supply of fuel and petrochemicals with market orientation to meet the needs for fuel in East Java and for Petrochemical products in domestic and export markets. Built on the state-owned land managed by the Ministry of Environment and Forestry (KLHK) in Tuban, East Java, the project is targeted to be operational by early 2022.
Pertamina telah menunjuk Rosneft sebagai strategic partner melalui proses seleksi/beauty contest. Di tahun 2016 Pertamina dan Rosneft melaksanakan feasibility study yang terdiri dari configuration study (didukung oleh konsultan Technip), market study (didukung oleh konsultan Nexant), dan studi AMDAL (oleh konsultan lokal). Pada tanggal 5 Oktober 2016 Pertamina dan Rosneft telah menandatangani Joint Venture Agreement yang secara garis besar mengatur mengenai Crude Supply, Offtake Product, Governance, dan aspek-aspek lainnya. Terdapat beberapa Condition Precedent yang perlu ditindaklanjuti seperti Sales Purchase Agreement untuk lapangan Hulu dan offtake arrangement. Pertamina appointed Rosneft as a strategic partner through a beauty contest. In 2016, Pertamina and Rosneft conducted a feasibility study consisting of a configuration study (supported by Technip consultant), market study (Nexant consultant) and environmental impact study (by local consultant). On October 5, 2016, Pertamina and Rosneft signed a Joint Venture Agreement stipulating Crude Supply, Offtake Product, Governance and other aspects. There are several Conditional Precedents that must be followed up, including the Sales Purchase Agreement for the Upstream field and offtake arrangement. Kemajuan proyek per 31 Desember 2016 adalah: a) Konsultan Technip telah disetujui sebagai penyusun bankable feasibility study (BFS Compiler) dan BTMU (Bank of Tokyo Mitsubishi UFJ Ltd) diminta untuk menyampaikan hasil financial analysis ke Technip sebagai kelengkapan BFS. Progress of the project as per December 31, 2016 was: a) Technip consultant was appointed to create a Bankable feasibility study/BFS Compiler and BTMU (Bank of Tokyo Mitsubishi UFJ Ltd.) was required to present the financial analysis result to Technip to complement the BFS. b) Penyusunan SOW (scope of work) untuk pemilihan PMC (project management consutant) Licensor dan EPC (engineering, procurement and construction) akan dikerjakan bersama dengan Rosneft. b) SOW (scope of work) preparation for selection of PMC (project management consultant) Licensor and EPC (engineering, procurement and construction) will be conducted together with Rosneft. c) Terkait penyiapan lahan eks Kementerian Lingkungan Hidup dan Kehutanan (KLHK), disampaikan beberapa poin sebagai berikut: • Menunggu persetujuan Direktorat Jenderal Kekayaan Negara (DJKN) setelah Pertamina melakukan permohonan pemanfaatan lahan KLHK untuk pembangunan Kilang Minyak Tuban dengan beberapa pertimbangan, yaitu masalah tower kabel SUTET (Saluran Udara Tegangan Ekstra Tinggi) yang berada di area proyek Kilang Tuban dan masalah petani penggarap/penghuni di lahan KLHK yang akan dijadikan area proyek Kilang Tuban. revisi proposal c) Related to preparation of land owned by ex Ministry of Environment and Forestry (KLHK), the following points were noted: • Awaiting approval of Directorate General of State Assets (DJKN) after Pertamina revised the proposal for KLHK area utilization for construction of Tuban Oil Refinery with several considerations, including SUTET (Air Line Extra High Voltage) cable tower issue in Tuban Refinery project area and sharecroppers/occupants issue in KLHK area to be used for Tuban Refinery project. Menyusun time line untuk pengadaan lahan Tuban, mulai dari pengajuan proposal, peninjauan kembali RTRW (Rencana Tata Ruang Wilayah) sampai dengan proses jual/beli. Drafting a time line for Tuban land acquisition, starting from proposal submission, second review of RTRW (Spatial Plan) up to sale/purchase process. Pembukaan rekening bersama dengan ketentuan transfer dana harus dilakukan oleh Pertamina dan Rosneft pada hari yang sama. Opening a shared account with a provision that funds transfer must be done by Pertamina and Rosneft on the same day. d) Menyiapkan kick-off meeting untuk membahas Anggaran Dasar dengan fungsi terkait seperti Legal, Subsidiary & Joint Venture Management (SJV) dan Manajemen Risiko. d) Setting up a kick-off meeting to discuss the Articles of Association with related functions, such as Legal, Subsidiary & Joint Venture Management (SJV) and Risk Management. e) Dalam rangka pelaksanaan proyek di Direktorat Megaproyek Pengolahan dan Petrokimia telah dilakukan workshop perizinan pada tanggal 27 Desember 2016 untuk membahas: • Mapping semua perizinan mulai dari pra- konstruksi, saat konstruksi maupun saat beroperasi. e) For project implementation in the Refinery and Petrochemicals Directorate, a licensing workshop was held on December 27, 2016 to discuss: Mapping of all licensing starting from pre- construction, during construction and during operations. Prosedur Perizinan yang berlaku di BKPM. Licensing procedures applicable in BKPM. 217
218 Kinerja Sektor Pengolahan Performance of Refinery Sector 2. Kilang GRR East Bontang, Kalimantan Timur Proyek pembangunan kilang minyak berkapasitas 300 MBSD menggunakan Crude ESPO, Basrah dan lainnya. Menggunakan skema kerja sama pemerintah dan badan usaha (KPBU), proyek ini bertujuan meningkatkan pasokan BBM dalam negeri khususnya Gasoline dan Diesel. 2. GRR East Bontang Refinery, East Kalimantan Oil refinery construction project with a capacity of 300 MBSD uses Crude ESPO, Basra and others. Using a public-private partnership (KPBU) scheme, this project aims to increase domestic fuel supply, particularly Gasoline and Diesel. Pemerintah melalui Keputusan Menteri (Kepmen) ESDM No. 1002 K/12/MEM/2016 yang menetapkan pembangunan kilang minyak baru dengan skema kerja sama antara pemerintah dengan badan usaha (KPBU atau PPP) dan diubah melalui Permen ESDM No. 7935 K/10/MEM/2016 per 9 Desember 2016 perihal Penugasan kepada Pertamina dalam Pembangunan dan Pengoperasian Kilang Minyak di Bontang selanjutnya menetapkan Skema Penunjukkan Khusus kepada Pertamina untuk melakukan pembangunan dan operasional kilang Bontang kapasitas 300 kbpd. Pertamina dapat membangun kolaborasi dengan partner untuk mengeksekusi proyek dan mengoperasikan kilang tersebut. The Government through Minister of ESDM Decree No. 1002 K/12/MEM/2016 which stipulates construction of new oil refinery with public private partnership scheme (KPBU or PPP), and changed through Minister ESDM Decree No. 7935 K/10/MEM/2016 per December 9, 2016 regarding Assignment to Pertamina in the development and operation of Oil Refinery in Bontang further sets Special Appointment Scheme to Pertamina to develop and operate Bontang Refinery with the capacity of 300 kbpd Bontang. Pertamina would be able to establish collaboration with partners to execute and operate the refinery projects. Kemajuan proyek per 31 Desember 2016 adalah: • Berdasarkan Kepmen ESDM no. 7935 K/10/ MEM/2016 tanggal 9 Desember 2016 tentang Penugasan Kepada Pertamina dalam Pembangunan dan Pengoperasian Kilang Minyak di Bontang, maka Pertamina akan menentukan initial business structure & model preference, melaksanakan project expose dan melakukan evaluasi dan klarifikasi terhadap calon mitra. Progress of the project as per December 31, 2016 was: • Based on Minister of ESDM Decree No. 7935 K/10/MEM/2016 dated December 9, 2016 concerning Assignment to Pertamina in Construction and Operations of Oil Refinery in Bontang, then Pertamina will determine initial business structure & model preference, will conduct project expose and will conduct evaluation and clarification on potential partners. Menyiapkan time line yang baru untuk Kilang Bontang secara keseluruhan mulai dari tahapan pemilihan mitra hingga tahapan EPC. Drafting a new overall time line for Bontang Refinery starting from partners selection stage to EPC stage. Menyiapkan usulan untuk proses pemilihan mitra Preparation of proposal for partner selection process including the timeline. Preparation of proposal for partner selection process including the timeline. Investasi dan Pengembangan Lainnya Proyek-proyek lain di sektor bisnis pengolahan Pertamina yang sedang dalam perencanaan ataupun baru dimulai di tahun 2016 adalah sebagai berikut: investasi dan pengembangan Other Investments and Developments Other investment and development projects in Pertamina's refinery business sector which are currently in the planning phase or have recently began in 2016 are as follows: 1. Proyek SPM/SPL 1. SPM/SPL Project Proyek ini bertujuan untuk meningkatkan kehandalan pasokan crude oil ke RUVI Balongan. Tantangan Pelaksanaan EPC dengan 3 paket pelelangan (A, B, C) adalah integrasi manajemen proyek dengan kompleksitas tinggi. Upaya yang dilakukan adalah memperkuat tim teknis dan legal anggota tim lelang dan menyiapkan tim PMC yang kuat. This project aims to improve the reliability of crude oil supply to RUVI Balongan. The challenge in EPC Implementation with 3 auction packages (A, B, C) is the integration of project management with high complexity. Efforts made are empowering technical and legal teams who are members of the auction team and preparing a strong PMC team.
2. Proyek Open Access Tahap Kilang Dumai 2. Open Access Project Dumai Refinery Phase Proyek ini bertujuan untuk meningkatkan fleksibilitas pasokan crude oil ke kilang dan meningkatkan margin RU-II Dumai dengan membangun tanki crude oil dan akses untuk menerima pasokan crude oil dari luar RU-II Dumai. This project aims to improve the flexibility of crude oil supply to the refinery and to increase RU-II Dumai margins by building crude oil tanks and access to receive crude oil supply from outside RU-II Dumai. 3. Kajian Pengembangan Bisnis Tanki Penyimpanan 3. Business Development Study on Crude Oil Storage Tanks in Lawe-Lawe: 3. Business Development Study on Crude Oil Storage Tanks in Lawe-Lawe: Rencana pengembangan sebuah Central Crude Terminal (CCT) yang berlokasi di Lawe-Lawe terutama didorong oleh kebutuhan akan Strategic Petroleum Reserves (SPR) dan kebutuhan untuk Operational Petroleum Reserves (OPR). Tujuan dari proyek ini adalah mengantisipasi ketersediaan sumber minyak mentah untuk kilang dalam negeri, meningkatkan ketahanan pasokan energi nasional, menyediakan infrastructure crude storage tank yang memadai untuk mensupport operasional pertumbuhan kilang nasional, mendukung pertumbuhan ekonomi daerah, dan mendorong iklim harga minyak mentah impor yang fair. Development plan of a central crude terminal (CCT) located in Lawe-Lawe is mainly driven by the need for Strategic Petroleum Reserves (SPR) and not for Operational Petroleum Reserves (OPR). The objective of this project is to anticipate the availability of crude oil sources for domestic refineries, to improve the resilience of the national energy supply, to provide adequate infrastructure of crude storage tanks to support operations of the national refineries growth, to support regional economic growth, and to encourage the fair price of imported crude oil. Tipe model bisnis yang disarankan untuk SPR adalah terminal dibangun oleh pihak ke-3 (pemain terminal storage) dimana pemerintah menjadi pemilik MM dan Pertamina dapat bertindak sebagai operator storage. Sedangkan tipe model bisnis yang disarankan untuk OPR adalah terminal dibangun oleh pihak ketiga (supplier MM) yang juga menyediakan dan menjadi pemilik MM (model konsinyasi) dan Pertamina dapat bertindak sebagai operator sekaligus konsumen utama. The recommended business model for SPR is a terminal built by a third party (storage terminal player) wherein the Government acting as MM owner and Pertamina as storage operator. While the recommended business model for OPR is a terminal built by a third party (MM supplier), which also provides and becomes an MM owner (consignment model) and Pertamina as operator. Lawe-lawe menjadi lokasi strategis dikarenakan beberapa hal utama yaitu dekat dengan RU V Balikpapan dan Bontang, memiliki luas sekitar 1.100 Ha siap untuk dikelola, serta daerah pantai yang mampu dilalui arus pelayaran kapal tanker super besar (ULCC dan VLCC). Selain itu dengan memfaatkan jalur pelayaran yang tepat berpotensi melayani kilang GRR Tuban dan Balongan. Lawe-lawe is a strategic location because of several key factors, including proximity to RU V Balikpapan and Bontang, covering an area of approximately 1,100 Ha ready for development and coastal area capable of accommodating super large tankers (ULCC and VLCC). Additionally, using the right shipping line, there is a potential to serve GRR Tuban and Balongan refineries. Pengembangan bisnis CCT menjadi energy hub dengan beberapa keuntungan tambahan memiliki beberapa potensi yaitu penghematan biaya dari Crude break-bulk terminal, nilai tambah dari value inventory added management), nilai tambah dari opportunity feed stock (accepting and mixing distressted cargoes in crude diet) dan nilai tambah sebagai Independent Storage (Leasing storage and port facilities for traders). (blending, heating, services The business development of CCT to become an energy hub with several additional advantages has some potential, which are cost savings of Crude break-bulk terminal, value added services (blending, heating, inventory management), value added of the opportunity of feed stock (accepting and mixing distressed cargoes in crude diet) and value-added as an Independent Storage (Leasing storage and port facilities for traders). 219
220 Kinerja Sektor Pengolahan Performance of Refinery Sector Untuk memastikan keberhasilan proyek ini, telah dilakukan identifikasi dan antisipasi potensi risiko meliputi: 1) perubahan kualitas dan volume komoditas: 2) kondisi substandard infrastructure; 3) kapabilitas O&M operator; 4) pengelolaan infrastruktur; 5) pemahaman legal/umum/ aspek terkait lingkungan sesuai ketentuan yang berlaku. To ensure the success of this project, the following potential risks have been identified and anticipated: 1) changes in quality and volume of the commodities; 2) substandard infrastructure; 3) capability of O&M operator; 4) infrastructure management; 5) understanding legal/public/ regarding environmental aspects in accordance with the applicable regulations. Keekonomian bisnis ini cukup baik dengan benefit utama bagi calon mitra/investor berupa ketersediaan lahan dan tax incentive/tax holiday. The economics of this businesses are quite sound with major benefits for the potential partners/investors in the form of land availability and tax incentives/tax holiday. Setidaknya ada 5 (lima) aspek yang dapat menjadi risiko yang perlu dikelola dalam bisnis ini yaitu: 1) perubahan kualitas dan volume komoditas; 2) kondisi substandyard fasilitas yang dibangun; 3) ketidaksiapan (O&M); Pertamina menjadi operator There are at least 5 (five) aspects that can be potential risks to be managed in this business, which are: 1) changes in quality and volume of the commodities; 2) substandard condition of the constructed facilities; 3) unpreparedness of Pertamina as an operator (O&M); 4) pengelolaan infrastruktur yang tidak profesional; legal/umum/ 5) pemahaman aspek terkait lingkungan sesuai ketentuan yang berlaku. 4) unprofessional infrastructure management; 5) understanding legal/general/ environmental aspects in accordance with the applicable laws and regulations. related to Sebagai Pertamina tindak perlu berkomunikasi dengan Pemerintah agar menyelaraskan peran dan tanggung jawab masing- masing sebelum melakukan market sounding. rencana lanjut, As a follow-up plan, Pertamina needs to communicate with the Government to synchronize their respective roles and responsibilities prior to market sounding.
4. JV Calciner (Dumai) 4. JV Calciner (Dumai) Proyek ini pembangunan calciner dan fasilitas bending coke di Dumai melalui strategic partnership dalam mengolah 300 kTA Green Petroleum Coke (GPC) Dumai menjadi Calcined Petroleum Coke (CPC) anoda grade sebesar 225 kTA menggunakan teknologi Shaft Kiln. The construction of calciner and coke blending facility in Dumai through a strategic partnership in processing 300 KTA Green Petroleum Coke (GPC) Dumai into Calcined Petroleum Coke (CPC) anode grade of 225 KTA using Shaft Kiln technology. 5. JV Treated Destilate Aromatic Extract (TDAE) Cilacap Pembangunan TDAE Plant 105.000 TPY feed di Kilang Cilacap bertujuan untuk pemenuhan demand pasar terhadap produk RPO/Rubber Processing Oil yang berorientasi ramah lingkungan dan peduli kesehatan ini (non-carcinogenic). direncanakan melalui kerja sama strategis (Joint Venture) dengan potensi pasar dunia TDAE di industri karet sintetis sebesar ± 420 ribu TPY. Pengembangan 5. JV Treated Destilate Aromatic Extract (TDAE) Cilacap The construction of 105,000 TPY feed TDAE Plant in Cilacap Refiery aims to meet the market demand for RPO/Rubber Processing Oil which is health care and environmentally (non-carcinogenic). This business development is planned through strategic alliances (Joint Venture) with a potential global market of TDAE in the synthetic rubber industry being estimated at 420 thousand TPY. 5. JV Treated Destilate Aromatic Extract (TDAE) Cilacap The construction of 105,000 TPY feed TDAE Plant in Cilacap Refiery aims to meet the market demand for RPO/Rubber Processing Oil which is health care and environmentally (non-carcinogenic). This business development is planned through strategic alliances (Joint Venture) with a potential global market of TDAE in the synthetic rubber industry being estimated at 420 thousand TPY. friendly oriented 221
222 Kinerja Sektor Pemasaran Performance of Marketing Sector "Di tahun 2016, Pertamina meluncurkan produk inovatif baru yaitu produk BBM RON 98, Pertamax Turbo yang langsung mendapat sambutan positif dari masyarakat sehingga mendorong Pertamina untuk mendistribusikan Pertamax Turbo secara masif ke seluruh Indonesia. Pertamax Turbo telah hadir di 612 SPBU dengan nilai penjualan hingga Desember 2016 mencapai 70.061 KL." "In 2016, Pertamina launched a new innovative product, which is BBM RON 98, Pertamax Turbo which immediately received positive responses from the public so as to encourage Pertamina to distribute Pertamax Turbo massively throughout Indonesia. Pertamax Turbo is available at 612 gas stations with a sales value up to December 2016 reaching 70,061 KL." 5,407 Unit/Unit Jumlah jaringan SPBU yang dikelola Pertamina pada tahun 2016 Total public refuelling station network managed by Pertamina in 2016 Kegiatan Usaha Kegiatan utama Pertamina di sektor pemasaran adalah pendistribusian bahan bakar minyak dan LPG kepada masyarakat. Selain itu, Pertamina juga melakukan penjualan produk Petrokimia ke sektor industri serta memenuhi kebutuhan bahan bakar industri penerbangan dan usaha perkapalan. Dalam menjalankan kegiatannya, Pertamina mengoperasikan jaringan distribusi yang terintegrasi di seluruh Indonesia dan di luar negeri yang dikelola oleh Direktorat Pemasaran. Business Activities Pertamina's main activity in the marketing sector is distribution of oil and LPG fuel to the public. In addition, Pertamina also sells Petrochemical products to the industrial sector and meets the fuel demand for aviation and shipping industries. In carrying out its activities, Pertamina operates an integrated distribution network inside and outside the country which is managed by the Marketing Directorate.
Jaringan distribusi tersebut terbagi atas beberapa Region yaitu: The aforementioned distribution network is divided into 8 (eight) Regions, as follows: BIP Region Kantor Pusat Head Office Cakupan Daerah Area Coverage Medan NAD, Sumatera Utara, Sumatera Barat, Riau, Kepulauan Riau Palembang Jambi, Sumatera Selatan, Bangka Belitung, Bengkulu, Lampung Jakarta DKI, Banten, Jawa Barat Semarang Jawa Tengah, DIY Surabaya Jawa Timur, NTT, NTB Balikpapan Kalimantan Makassar Sulawesi Jayapura Maluku, Papua Moda Rumit Complex Mode 1. TBBM 2. Mobil Tangki 3. Tongkang/LCT (drum) 4. Truk Barang (drum) 5. APMS 223
PERTAMINA Laporan Tahunan 2016 Annual Report Kinerja Sektor Pemasaran Performance of Marketing Sector 224
Rencana Pemasaran Sebagai tindak lanjut arahan Direktur Utama dalam rapat Direksi tanggal 3 Maret 2016 mengenai percepatan penyelesaian Breakthrough Project (BTP) Masterplan Infrastruktur Marketing sampai tahun 2030 yang terintegrasi dengan Rencana (RJPP) Pertamina, maka dibentuk Tim BTP Masterplan Infrastruktur. Induk Pengembangan Infrastruktur Jangka Panjang Perusahaan Masterplan of Marketing Infrastructure Development As a follow-up on the instruction of the President Director in the Board of Directors meeting on March 3, 2016 related to accelerated completion of the Breakthrough Project (BTP) Marketing Infrastructure Masterplan by 2030 which is integrated with Pertamina's Corporate Long Term Plan (RJPP), then BTP Infrastructure Masterplan Team was formed. BTP Masterplan Infrastruktur disusun untuk periode 2020, 2025 dan 2030 yang terintegrasi dengan seluruh perencanaan jangka panjang di Direktorat Pemasaran, Direktorat Pengolahan dan Direktorat Gas, Energi Baru dan Terbarukan (GEBT), Direktorat Keuangan dan Fungsi ISC untuk dapat mendukung pola pasokan yang handal dan efisien. BTP Infrastructure Masterplan was prepared for the periods 2020, 2025 and 2030 which are integrated with all long-term plans in the Marketing Directorate, the Refinery Directorate and the Gas, New and Renewable Energy (GEBT) Directorate, the Finance Directorate and ISC Function to support reliable and efficient supply scheme. Untuk meningkatkan kinerja pasokan LPG dan efisiensi pola pasokan dengan memindahkan unit floating storage ke darat, telah direncanakan pembangunan LPG Ref Jawa Barat yang dijadwalkan beroperasi pada triwulan I-2020 dengan kapasitas 2x44.000 MT. To improve LPG supply performance and supply scheme efficiency by moving the floating storage units to the ground, the construction of LPG Ref West Java is planned to operate in the first quarter of 2020 with a capacity of 2x44,000 MT. Sedangkan untuk storage Indonesia Timur akan dikembangkan beberapa Terminal BBM, Terminal LPG dan DPPU sebagai berikut: • Terminal BBM akan dibangun (dan direlokasi) di 7 wilayah yaitu Balikpapan-Kalimantan Selatan, Kalimantan Utara, Gorontalo, Sorong, Bali Utara, dan Halmahera; yang diperkirakan selesai pada tahun 2021-2024. Terminal LPG akan dibangun 3 Terminal LPG Pressurized masing-masing berkapasitas 3.000 MT di Balikpapan, Kalimantan Selatan, dan Kalimantan Barat. Satu Terminal LPG Refrigerated akan dibangun di Bontang dengan kapasitas 105.000 MT. Proyek-proyek tersebut diperkirakan selesai pada tahun 2020-2021. Relokasi DPPU akan dilakukan di 3 lokasi yaitu di Gorontalo, (termasuk Jayapura dan Ngurah Rai pembangunan SPM Bali) yang diperkirakan selesai pada tahun 2021-2022. Selain itu, 1 DPPU baru akan dibangun di Bali Utara dengan perkiraan selesai pada tahun 2024. As for the storage in East Indonesia, several Fuel Terminals, LPG Terminals and DPPU will be developed, as follows: Fuel Terminals will be built (and relocated) in 7 regions, including Balikpapan-South Kalimantan, North Kalimantan, Gorontalo, Sorong, North Bali, and Halmahera; expected to be completed in 2021-2024. • Three Pressurized LPG terminals each with a capacity of 3,000 MT in Balikpapan, South Kalimantan and West Kalimantan. One refrigerated LPG terminal will be built in Bontang with a capacity of 105,000 MT. These projects are expected to be completed in 2020-2021. DPPU will be relocated in 3 locations, which are Gorontalo, Jayapura and Ngurah Rai (including Bali SPM construction) which are estimated to be completed by 2021-2022. In addition, one new DPPU will be built in North Bali with an estimated completion in 2024. Pengembangan Bisnis Internasional Sejalan dengan visi strategis Pertamina 2030 untuk menjadi perusahaan energi nasional kelas dunia, Pertamina telah menjajaki elemen kunci dari pembangunan infrastruktur dan marketing internasional yaitu Go International. International Business Development In line with Pertamina's strategic vision 2030 to become a world-class national energy company, Pertamina has explored the key element of infrastructure development and international marketing which is Go International. telah melakukan kajian untuk Arab Saudi Pertamina serta beberapa negara di region Asia Pasifik, antara lain Myanmar, Timor Leste, Australia, Thailand, dan lain-lain. Kajian internasional ini ditujukan untuk raise the flag, yaitu membangun reputasi dan citra Pertamina sebagai korporasi global yang memiliki marketing and distribution arms di pasar luar negeri. Dalam jangka panjang, kegiatan ini diharapkan dapat memberikan kontribusi profit bagi Pertamina. Pertamina has conducted a study of Saudi Arabia and several other countries in the Asia Pacific region, including Myanmar, Timor Leste, Australia, Thailand and others. This international study is intended to raise the flag, to build Pertamina's reputation and image as a global corporation that has marketing and distribution arms in overseas markets. In the long term, these activities are expected to contribute profit for Pertamina. 225
226 Kinerja Sektor Pemasaran Performance of Marketing Sector Hingga akhir tahun 2016, Pertamina telah berupaya memasuki pasar downstream internasional melalui keikutsertaan pada tender di Myanmar dan bisnis into plane refueller di Bandara King Abdul Aziz-Saudi Arabia. At the end of 2016, Pertamina had looked forward to enter international downstream markets through tender participation in Myanmar and into the plane refueller business at King Abdul Aziz Airport-Saudi Arabia. Tujuan mengikuti tender bisnis downstream di Myanmar adalah agar Pertamina dapat melakukan aktivitas importasi, penyimpanan, distribusi, dan penjualan produk-produk migas di Myanmar. Pada tender tersebut Pertamina menjalin konsorsium dengan MPPE (Myanmar NOC) untuk membentuk perusahaan patungan (joint venture/JV). Sebagaimana aturan investasi asing yang berlaku di Myanmar (Myanmar Foreign Investment Law-2013), bisnis downstream dan midstream tertutup bagi perusahaan asing kecuali memiliki perjanjian JV dengan Menteri Energi Myanmar. The purpose of participation in the downstream business tender in Myanmar was to involve Pertamina in importation, storage, distribution and sale of oil and gas products in Myanmar. In that tender Pertamina built a consortium with MPPE (Myanmar NOC) to establish a joint venture (JV). According to Myanmar Foreign Investment Law-2013, foreign investments in downstream and midstream businesses are not permitted except for those who have JV agreements with the Minister of Energy of Myanmar. Di Saudi Arabia, Pertamina akan masuk ke dalam bisnis Into Plane Refuelling (pengisian avtur ke pesawat udara) di Bandara King Abdul Aziz-Jedah, Saudi Arabia. Pemilihan market entry melalui segmen bisnis ini cukup potensial karena 15% penerbangan dari Jeddah-Saudi Arabia berasal dari Indonesia dan dilayani oleh maskapai nasional (Garuda, Lion dan Citilink) serta Saudi Airlines. Bila konsumsi jet fuel untuk 15% penerbangan tersebut mencapai sekitar 500- 700KL/hari, maka terdapat potensi pertumbuhan sebesar 2,4% per tahun. In Saudi Arabia, Pertamina will enter into the plane refueling business at King Abdul Aziz Airport-Jeddah, Saudi Arabia. The market entry selection through this business segment is quite potential because 15% of flights from Jeddah-Saudi Arabia come from Indonesia and are served by the national carriers (Garuda, Lion and Citilink) and Saudi Airlines. If the consumption of jet fuel for 15% of the flights is approximately 500-700KL/day, then there is potential for growth of 2.4% per year. Pertamina International Downtreams Services (PIDS) Pertamina berencana mendirikan sebuah anak perusahaan downstream internasional di lokasi terpilih yang menarik dan menguntungkan untuk akses ke pasar yaitu Pertamina International Downtreams Services (PIDS). Pendirian PIDS dimaksudkan untuk mengambil peluang pada dua lingkup bisnis yaitu operational holding meliputi bisnis bunker, Hub Storage - Sambu dan third party trading, serta invesment holding yang meliputi bisnis overseas marketing. Singapura sebagai salah satu dari enam hub perdagangan global, dipilih sebagai lokasi pendirian PIDS. PIDS akan dikelola secara ketat, efisien, dan transparan untuk memastikan dijalankannya praktik tata kelola yang baik di PIDS. Pertamina International Downstream Services (PIDS) Pertamina plans to establish an international downstream subsidiary in a selected location that is attractive and beneficial for access to the market, which is Pertamina International Downtreams Services (PIDS). The establishment of PIDS is intended to seize opportunity in two business scopes, which are operational holding that includes bunker, Hub - Storage Sambu and third party trading, as well as investment holding that includes overseas marketing. Singapore as one of the six global trading hubs, was selected as the location of PIDS establishment. PIDS will be managed strictly, efficiently and transparently to ensure adherence to Good Corporate Governance practices in PIDS. Digitalisasi Marketing Pada tahun 2016 Direktorat Pemasaran memulai perjalanan digitalisasinya dengan membentuk gugus tugas digitalisasi marketing untuk mengakselerasi pengembangan aplikasi dan teknologi di bisnis pemasaran, baik dari sisi customer experience maupun sisi marketing operations. Gugus tugas tersebut merupakan kolaborasi antara Direkorat Pemasaran dan Corporate Shared Services. Marketing Digitalization In 2016, the Marketing Directorate started its journey of digitalization by forming a marketing digitalization task force to accelerate the development of applications and technologies in marketing business, both on customer experience side and marketing operations side. The task force is a collaboration between the Marketing Directorate and Corporate Shared Services. Proyek gugus tugas digitalisasi marketing pada tahun 2016 mencakup in-app gamification pada aplikasi Pertamina Go, Online Ordering untuk Pelanggan Aviasi, Channel Engagement app untuk SPBU, dan sebagainya. Sedangkan untuk tahun 2017, Pertamina menargetkan adanya dedicated team Digital Innovation untuk memimpin inovasi digital Direktorat Pemasaran secara strategis dan kohesif. Marketing digitalization task force project in 2016 included in-app gamification on Pertamina Go application, Online Ordering for Aviation Customers, Channel Engagement app for gas stations and so forth. As for 2017, Pertamina's target is to form a dedicated Digital Innovation team to strategically and cohesively lead digital innovation in the Marketing Directorate.
227 Marketing Operation Excellence (MOrE) Menyikapi kondisi industri migas terutama sektor hulu yang masih terus berada di fase mega krisis sejak tahun 2014, Pertamina telah menyiapkan sektor hilir sebagai tulang punggung eksistensi Perseroan baik sebagai entitas usaha yang harus menjaga keberlanjutan usaha maupun sebagai penanggung jawab ketahanan energi nasional. Marketing Operation Excellence (MOrE) Responding to the condition of the oil and gas industry particularly the upstream sector which is still in the mega crisis phase since 2014, Pertamina prepared the downstream sector as the backbone of the Company's existence as a business entity that must maintain business continuity as well as being responsible for the national energy security. Namun dari sisi permintaan, tren konsumsi BBM nasional mengalami penurunan di tahun 2015 baik di sektor industri maupun sektor ritel. Sementara dari sisi internal, terdapat berbagai kendala yang harus dihadapi seperti biaya operasional perusahaan yang terus meningkat, losses yang masih tinggi, dan lemahnya infrastuktur penunjang kegiatan operasional. Kondisi tersebut mengharuskan Pertamina melakukan terobosan-terobosan inovatif untuk dapat bertahan. Nevertheless, from the demand side, the trend of the national fuel consumption declined in 2015 both in the industrial sector and the retail sector. While from internal side, there are various obstacles that must be overcome, such as the Company's rising operating costs, high losses and the lack of operational supporting infrastructure. This condition requires Pertamina to instigate innovative breakthroughs to be able to survive. Untuk menjawab tantangan tersebut, Direktorat Pemasaran mengambil langkah strategis untuk mencari terobosan- terobosan penting yang diwadahi dalam program Marketing Operation Excellence (MOrE) yang dieksekusi oleh Tim MOrE. Program MOrE dimulai pada tahun 2015 dengan lima tema besar yaitu Sales Marketing Excellence (SME), Shipping Excellence (SE), Losses Control (LC), Infrastructure Development (ID), dan Supply Chain Excellence (SCE) yang berhasil membukukan value creation sebesar USD280,87 juta di tahun 2015. To overcome these challenges, the Marketing Directorate has taken strategic steps to search for significant breakthroughs which are facilitated in Marketing Operation Excellence (MOrE) program executed by MOrE team. MOrE program began in 2015 with five main themes, which are Sales Marketing Excellence (SME), Shipping Excellence (SE), Losses Control (LC), Infrastructure Development (ID) and Supply Chain Excellence (SCE) and managed to record a value creation of USD280.87 million in 2015. Di tahun 2016, program dilanjutkan dengan penambahan satu tema yaitu HSSE Excellence, sebagai bentuk komitmen mengedepankan aspek HSSE di seluruh kegiatan operasi Direktorat Pemasaran. Hingga Desember 2016, Tim MOrE 2016 berhasil membukukan value creation sebesar USD812,79 Juta. MOrE juga merupakan salah satu BTP Pertamina yang mendapat penghargaan sebagai BTP Terbaik pada Penganugerahan Pertamina Award 2016. In 2016, the program was continued with an additional theme, HSSE Excellence, as a commitment to take HSSE aspect forward in all operational activities of the Marketing Directorate. Until December 2016, MOrE Team 2016 managed to record a value creation of USD812.79 million. MOrE is also one of Pertamina's BTPs which was awarded as the Best BTP in Pertamina Award 2016. Tabel: Pencapaian value creation MOrE 2016 Dalam juta USD Table of: Achievement of MOrE value creation in 2016 In USD Million No. Tema Target 2016 (juta USD) Target 2016 (million USD) Real YTD 31 Desember 2016 Real YTD 31 December 2016 Kinerja Finansial Financial Performance Theme 1. Sales & Marketing Excellence 56 467.93 835.58% Sales & Marketing Excellence 2. Supply Chain Excellence 40 38.35 95.88% Supply Chain Excellence 3. Shipping Excellence 135 149.76 110.93% Shipping Excellence 4. Losses Control 35 79.98 228.51% Losses Control 5. Infrastructure Development 44 76.77 174.48% Infrastructure Development 6. HSSE Excellence 0 HSSE Excellence Total 310 812.79 262.19% Total Peluncuran Produk Baru Di tahun 2016, Direktorat Pemasaran meluncurkan produk inovatif baru yaitu produk BBM RON 98, Pertamax Turbo pada tanggal 29 Juli 2016. Produk baru tersebut mendapat respon positif dari masyarakat sehingga mendorong Pertamina untuk mendistribusikan Pertamax Turbo secara masif ke seluruh Indonesia. Pertamax Turbo telah hadir di 612 SPBU dengan penjualan hingga Desember 2016 mencapai 70.061 KL. New Product Launching In 2016, the Marketing Directorate launched a new innovative product called RON 98, Pertamax Turbo on July 29, 2016. The new product received positive response from the public hence encouraging Pertamina to distribute Pertamax Turbo massively throughout Indonesia. Pertamax Turbo is available at 612 gas stations with sales volume up to December 2016 reaching 70,061 KL.
228 Kinerja Sektor Pemasaran Performance of Marketing Sector Pertamina telah mencermati peningkatan kebutuhan bahan bakar diesel dengan angka cetane yang lebih tinggi dari 48. Di sisi lain, Pertamina memiliki produk bahan bakar diesel Pertamax Dex dengan disparitas harga yang tinggi. Melihat adanya peluang tersebut, Pertamina melakukan uji pasar produk Diesel Fuel dengan angka cetane 51 dengan harga yang lebih terjangkau dengan merek Dexlite. Dexlite telah hadir di 832 SPBU dengan volume penjualan hingga Desember 2016 mencapai 115.326 KL. Pertamina has observed the increase in diesel demand with cetane number higher than 48. On the other hand, Pertamina has a diesel product Pertamax Dex with high price disparity. Seeing this opportunity, Pertamina conducted markets testing for more affordable Diesel Fuel with cetane number 51 branded Dexlite. Dexlite is available at 832 gas stations with sales volume up to December 2016 reaching 115,326 KL. Ekspansi Pasar Pertalite/Pertamax Dalam rangka menyediakan bahan bakar berkualitas khususnya di wilayah 3T (Terpencil, Terluar, Tertinggal), Pertamina menghadirkan Bahan Bakar Khusus (BBK) seperti Pertalite dan Pertamax dalam bentuk kemasan. Program ini dijalankan mengingat sedikitnya minat SPBU yang bersedia menjual produk tersebut dalam bentuk curah, sehingga diperlukan strategi penjualan dalam jumlah sedikit melalui kemasan-kemasan yang didistribusikan ke SPBU. Kebijakan ini bertujuan untuk memperkenalkan keunggulan produk BBK dan tetap melayani segmen masyarakat yang ingin menggunakan bahan bakar berkualitas walaupun berada di wilayah 3T. Pertalite/Pertamax Market Expansion In order to provide quality fuels, particularly in 3T areas (Remote, Outermost, Disadvantaged), Pertamina presents Special Fuels (BBK), such as Pertalite and Pertamax in packages. This program is conducted given the limited number of gas stations that are willing to sell these products in bulk, hence a small packaging sales strategy through gas stations is needed. This policy aims to introduce the advanages of BBK products and to serve the consumer segment that would like to use quality fuels in 3T areas. Penetrasi produk BBK dalam kemasan juga dilakukan di wilayah non 3T yang belum tersedia produk Pertamax. Hal ini untuk menarik minat masyarakat konsumen Premium agar beralih menggunakan produk Pertalite/Pertamax. Saat ini tersedia kemasan dalam ukuran 1, 5, 10 dan 20 Liter. Ke depan, seiring meningkatnya minat masyarakat menggunakan BBK, SPBU-SPBU yang berada di wilayah tersebut akan bersedia menjual dalam bentuk curah. Penetration of BBK products in small packages is also conducted in non 3T areas where Pertamax is not yet available. This is to attract interest of Premium customers to switch to Pertalite/Pertamax. Currently, available packaging sizes are 1, 5, 10 and 20 Litres. Going forward, with increasing interest of the public to use BBK, gas stations in these areas will be willing to sell in bulk. Jaringan Distribusi Bahan Bakar Minyak (BBM) Untuk memenuhi tanggung jawab Pertamina dalam menjaga ketersediaan BBM yang berkualitas bagi masyarakat, Pertamina mendistribusikan BBM ke seluruh Indonesia melalui jaringan Stasiun Pengisian Bahan Bakar Umum (SPBU), Stasiun Pengisian Bahan Bakar Nelayan (SPBN), Solar Packed Dealer Nelayan (SPDN), Agen Premium Minyak Solar (APMS), Agen Keekonomian, dan Agen Minyak Tanah (AMT). Dari sisi konsumen dan penggunaan, SPBN, APMS dan SPDN ditujukan untuk nelayan, SPBU, APMS dan agen keekonomian untuk masyarakat umum serta AMT khusus untuk penyaluran minyak tanah. Fuel Distribution Network To fulfill Pertamina's responsibility in maintaining availability of quality fuel for the public, Pertamina distributes fuel across Indonesia through General Gas Stations (SPBU), Fisherman Gas Stations (SPBN), Fisherman Diesel Stations (SPDN), Premium Diesel Agents (APMS), Economic Agents and Kerosene Agents (AMT). From consumer and utilization side, SPBN, APMS and SPDN are intended for fishermen; SPBU, APMS and Economic Agents for general public; and AMT is specially for kerosene distribution.
Dari keenam jenis lembaga penyalur tersebut, sekitar 90% adalah SPBU yang bersentuhan langsung dengan konsumen secara luas. Oleh karena itu Pertamina sangat fokus untuk meningkatkan kualitas pelayanan dan produk yang terdapat di SPBU secara berkelanjutan sebagai bentuk penyediaan layanan prima bagi masyarakat. Hingga Akhir tahun 2016, dari total 5.407 SPBU Pertamina, sebanyak 4.775 SPBU telah bersertifikat Pasti Pas. Of the six distributor types, approximately 90% are SPBU that have direct contact with costumers. Therefore, Pertamina is very focused on improving the quality of services and products at SPBU on an ongoing basis to provide the best service to the public. At the end of 2016, of the total 5,407 Pertamina SPBU, 4,775 SPBU had obtained Pasti Pas certification. Untuk meningkatkan standar kualitas layanan, saat ini Pertamina sedang mengembangkan SPBU Pasti Prima yang dikhususkan di area perkotaan dengan konsep lifestyle. Sebagai langka awal, telah tersedia 7 (tujuh) unit SPBU Pasti Prima di wilayah Jabodetabek. Pada akhir tahun 2016, telah terdapat 44 SPBU di Pulau Jawa dan Sumatera siap untuk disertifikasi sehingga total terdapat 51 SPBU Pasti Prima. To improve the service quality standards, Pertamina is developing SPBU Pasti Prima which are devoted to urban areas with a lifestyle concept. As the first step, there were 7 (seven) units of SPBU Pasti Prima in Jabodetabek area. By the end of 2016, there were 44 SPBU in Java and Sumatera which were ready to be certified, hence there were a total of 51 SPBU Pasti Prima. Propinsi Province Excellent Pasti Pas Good Basic Total SPBU Ikut Program Pasti Pas Total Gas Stations Participate Pasti Pas Program Bali 1 56 94 151 Bangka-Belitung 41 15 56 Banten 3 134 95 232 Bengkulu 28 8 36 DI Yogyakarta 55 40 95 DKI Jakarta 3 185 83 271 Gorontalo 10 13 23 Jambi 24 29 53 Jawa Barat/West Java 4 584 317 905 Jawa Tengah/Central Java 1 433 216 650 Jawa Timur/East Java 5 451 299 755 Kalimantan Barat/West Kalimantan 33 41 74 Kalimantan Selatan/South Kalimantan 56 29 85 Kalimantan Tengah/Central Kalimantan 18 23 41 Kalimantan Timur/East Kalimantan 24 36 60 Kepulauan Riau/Riau Island 30 11 41 Lampung 86 40 126 Maluku 6 12 18 Maluku Utara/North Maluku 9 9 Nanggroe Aceh Darussalam 37 50 87 Nusa Tenggara Barat/West Nusa Tenggara 27 26 53 Nusa Tenggara Timur/East Nusa Tenggara 6 32 38 Papua 2 19 21 Papua Barat/West Papua 2 4 6 Riau 82 48 130 Sulawesi Barat/West Sulawesi 1 10 11 Sulawesi Selatan/South Sulawesi 81 75 156 Sulawesi Tengah/Central Sulawesi 22 17 39 Sulawesi Tenggara/South East Sulawesi 4 25 29 Sulawesi Utara/North Sulawesi 27 23 50 Sumatera Barat/West Sumatera 49 38 87 Sumatera Selatan/South Sumatera 75 41 116 Sumatera Utara/North Sumatera 3 115 153 271 Grand Total 20 2,784 1,971 4,775 229
230 Kinerja Sektor Pemasaran Performance of Marketing Sector Lini Bisnis Aviasi Bisnis Aviation Business Line 81 Lokasi bisnis Avtur Pertamina di bandara luar negeri. Pertamina Avtur business locations at overseas airports. Pertamina memiliki jaringan layanan bisnis bahan bakar penerbangan atau lini bisnis aviasi, baik di dalam negeri (domestik) maupun di luar negeri (overseas). Kegiatan usaha aviasi adalah memasarkan avtur untuk perusahaan penerbangan di bandar udara (bandara) dalam negeri dan luar negeri. Untuk bandara di luar negeri, Pertamina menjalin kerja sama dengan mitra setempat melalui skema kerja sama Conco Delco (Contracting Company Delivery Company). Pertamina has a service network of aviation business lines, both domestic and overseas. Aviation business activity is marketing avtur to airlines in domestic and overseas airports. For overseas airports, Pertamina cooperates with local partners through Conco Delco (Contracting Company Delivery Company) cooperation scheme. Jaringan Layanan Bahan Bakar Aviasi Domestik Domestic Aviation Fuel Service Network Gambar: Jaringan Lini Bisnis Bahan Bakar Penerbangan Domestik Figure: Aviation Business Line in Domestic 3 1 7 9 2 10 6 8 40 60 11 45 50 5 49 4 42 47 48 61 54 56 14 39 37 13 53 15 12 43 44 41 52 59 62 57 38 51 16 46 58 63 17 18 21 20 19 24 25 22 23 26 28 27 34 35 29 36 31 33 55 30 32 Di dalam negeri, Pertamina melayani kebutuhan bahan bakar di 63 bandara melalui Depot Pengisian Pesawat Udara (DPPU) yang tersebar dalam Marketing Operation Region (MOR) 1 hingga MOR 8 sebagai berikut: Domestically, Pertamina serves the fuel needs at 63 airports through Airport Refuelling Facilities (DPPU) spread in Marketing Operation Region (MOR) MOR 1 to 8 as follows:
MOR 1 Sumatera Bagian Utara| Northern Sumatera MOR 4 Jawa Tengah|Central Java MOR 7 Sulawesi 1 Kualanamu, Deli Serdang 2 3 4 5 6 Minangkabau, Padang 7 8 9 Hang Nadim, Batam 10 Ranai, Natuna 11 Raja Haji Fisabilillah, Tanjung Pinang Polonia, Medan Silangit, Siborong-Borong F.L. Tobing, Pinangsori SultanIskandar Muda, Banda Aceh Sultan Syarif Kasim II, Pekanbaru Pinang Kampai, Dumai MOR 2 Sumatera Bagian Selatan|Southern Sumatera 12 Sultan Mahmud Badaruddin II, Palembang 13 Radin Inten II, Bandar Lampung 14 Depati Amir, pangkalpinang 15 Fatmawati, Bengkulu 16 Sultan Thaha, Jambi 17 Hananjoedin, Tanjung Pandan 22 Achmad Yani, Semarang 23 Adisumarmo, Solo 24 Adi Sucipto, Yogyakarta 25 Tunggul Wulung, Cilacap MOR 5 Jawa Timur, Bali dan Nusa Tenggara| East Java, Bali and Nusa Tenggara 26 Juanda, Surabaya 27 Abdulrachman Saleh, Malang 28 Iswahyudi, Madiun 29 Ngurah Rai, Bali 30 Lombok International Airport, Mataram 31 M. Salahudin, Bima 32 Eltari, Kupang 33 Mau Hau, Waingapu 34 Wai Oti, Maumera 35 H. Aroeboesman, Ende 36 Komodo, Labuhan Bajo MOR 6 Kalimantan 46 Sultan Hasanuddin, Makassar 47 Haluoleo, Kendari 48 Bubung, Luwuk 49 Tampa Padang, Mamuju 50 Mutiara, Palu 51 Sam Ratulangi, Manado 52 Jalaluddin, Gorontalo MOR 8 Maluku & Papua 53 Sentani, Jayapura 54 Mozes Kilangin, Timika 55 Rendani, Manokwari 56 Mopah, Merauke 57 Frans Kaisiepo, Biak 58 Paniai, Nabire 59 Utarom, Kaimana 60 Pattimura, Ambon 61 Dumatubun, Tual 62 Sultan Babullah, Ternate 63 Dominique Edward Osok, Sorong MOR 3 DKI, Jawa Barat, Banten|DKI, West Java, Banten 18 Soekarno Hatta, Tangerang 19 Halim Perdana Kusumah, Jakarta 20 Pondok Cabe, Tangerang Selatan 21 Husein Sastranegara, Bandung 37 Sepinggan, Balikpapan 38 Temindung, Samarinda 39 Kalimarau, Berau 40 Syamsuddin Noor, Banjarmasin 41 Supadio, Pontianak 42 Juwata, Tarakan 43 Tjilik Riwut, Palangkaraya 44 Iskandar, Pangkalan Bun 45 H. Asan, Sampit Jaringan Layanan Bahan Bakar Aviasi di Luar negeri Overseas Aviation Fuel Service Network Gambar: Jaringan Lini Bisnis Bahan Bakar Penerbangan di Luar Negeri Figure: Aviation Business Line Network in Overseas (Conco Delco) Hingga akhir tahun 2016, terdapat 81 lokasi bisnis Avtur di bandara luar negeri, antara lain di Belanda, Thailand, Malaysia, Hong Kong, Jepang, India, Bangladesh, Tiongkok, Saudi Arabia, dan Uni Emirat Arab. Sebanyak 23 lokasi untuk penerbangaan reguler dan 58 lokasi untuk penerbangan non- reguler/ad-hoc seperti penerbangan pesawat kepresidenan, VVIP, charter flight dan delivery flight pesawat baru. At the end of 2016, there were 81 locations of the Avtur business line at overseas airports, including in the Netherlands, Thailand, Malaysia, Hong Kong, Japan, India, Bangladesh, China, Saudi Arabia and United Arab Emirates consisting of 23 locations for regular flights and 58 locations for non- regular/ad-hoc flights, including presidential aircraft, VVIP, charter flight and new aircraft delivery flight. 231
232 Kinerja Sektor Pemasaran Performance of Marketing Sector No. Jenis Penerbangan Kota City Negara Country No. Jenis Penerbangan Kota City Negara Country 1 Reguler Dhaka Bangladesh 18 Vientiane Laos 2 Chittagong 19 Langkawi Malaysia 3 Amsterdam Belanda 20 Subang 4 Hongkong Hongkong 21 Paya Lebar 5 Gujarat India 22 Kuantan, Pahang 6 Seoul Korea Selatan 23 Kairo Mesir 7 Incheon 24 Ulaanbaatar Mongolia 8 Kuala Lumpur Malaysia 25 Kathmandu Nepal 9 Penang 26 Nouméa New Caledonia 10 Jeddah Saudi Arabia 27 Salalah Oman 11 Riyadh 28 Muscat 12 Madina 29 Port Moresby Papua Nugini 13 14 Singapura Don Muang Singapura Thailand 30 Montpellier, Languedoc- Roussillon Perancis 15 Bangkok 31 Sochi, Krasnodar Krai Rusia 16 Hangzhou Tiongkok 32 Novosibirsk, Novosibirsk Oblast 17 Changsha 33 Colombo Srilanka 18 Wuhan 34 Pataya Thailand 19 Chengdu Tiongkok 35 Chiang Mai Thailand 20 Chongqing 36 Rayong 21 Ningbo 37 Krabi 22 Nanjing 38 Qingdao Tiongkok 23 Dubai UEA 39 Nanning 40 Kunming 1 Ad Hoc Palm Springs, California Amerika Serikat 41 Wuxi 2 San Francisco, California 42 Guiyang 3 Honolulu, Hawaii 43 Wenxhou 4 Darwin, Northern Territory Australia 44 Xiamen 5 Chittagong Bangladesh 45 Guangzhou 6 Brussels Belgia 46 Taiyuan 7 Brunei Brunei 47 Beijing 8 Paphos Cyprus 48 Sanya, Hainan 9 Fiji Fiji 49 Zhengzhou, Henan 10 Manila Filipina 50 Zhangjiajie, Hunan 11 Guam Guam 51 Wuxi/Suzhou, Jiangsu 12 Hagåtña (Agana) 52 Xi'an, Shaanxi 13 Mumbai India 53 Ürümqi, Xinjiang 14 London Inggris 54 Wenzhou, Zhejiang 15 Nagoya, Honshu Jepang 55 Kunming, Yunnan 16 Berlin, Germany Jerman 56 Istanbul Turki 17 Seoul Korea Selatan 57 Ras al-Khaimah UEA
Lini Bisnis Perkapalan Shipping Business Line USD149.76 juta/million Nilai efisiensi yang dihasilkan dari operational excellence Pertamina Perkapalan tahun 2016 Efficiency value resulted from operational excellecnce of Pertamina Shipping in 2016 Sektor pemasaran Pertamina juga mengelola lini bisnis perkapalan (Pertamina Shipping) yang mengoperasikan angkutan laut untuk mendistribusikan berbagai produk seperti minyak mentah, bahan bakar minyak (BBM) dan non BBM, baik untuk melayani kebutuhan internal maupun eksternal. Saat ini pelanggan eksternal (charter out) yang dilayani antara lain: Patra Niaga, PHE West Madura Offshore (PHE WMO), Pertamina Lubricants, CNOOC, serta Sea Swift Pte Ltd. Pertamina Shipping juga mengelola bisnis lain terkait perkapalan seperti jasa maritim under water services (UWS), usaha dock, usaha mooring master, usaha vetting, serta usaha keagenan kapal. Pertamina's marketing sector also manages a shipping business line (Pertamina Shipping) which operates sea transportation to distribute various products, such as crude oil, oil fuel and non-oil fuel to serve internal and external demands. Currently, external customers (charter out) include: Patra Niaga, PHE West Madura Offshore (PHE WMO), Pertamina Lubricants, CNOOC and Sea Swift Pte Ltd. Pertamina Shipping also manages other businesses related to shipping, such as maritime under water services (UWS), docking, mooring master, vetting and shipping agency. Gambar: Salah Satu Pola Distribusi (Distribusi BBM) Illustration of a Distribution Network (Fuel BBM) SABANG KRUENG RAYA LHOK P. NATUNA P.SENTOSA SIBOLGA P. BATAM LP II SIAK BONTANG GORONTALO TELUK BAYUR SINTANG SORONG TT.BLK KABUNG JAMBI K.PATI P.NAMEU PONTIANAK SAMARINDA BALIKPAPAN BIAK MANOKWARI P. BALAM JAYAPURA BENGKULU SANGGAU PLAJU FAK FAK NABIRE WAY AME SMK JKT BALONGAN MERAUKE IMPORT KALBUT AMPENAN BADUNG REO L. TUKA TUAL CILACAP MANGGIS P. OPANG IMPORT 233
234 Kinerja Sektor Pemasaran Performance of Marketing Sector Sampai Shipping mengoperasikan 59 kapal milik dan 160 kapal charter untuk mengangkut kargo internal maupun eksternal. Saat ini tengah dibangun 8 kapal baru yang akan diserahterimakan pada tahun 2017 sehingga armada Pertamina Shipping akan bertambah menjadi 77 unit kapal. Kapal-kapal baru tersebut telah menerapkan teknologi ecoship design yaitu efisiensi energi inovatif dengan memberikan perangkat tambahan dalam sistem propulsi kapal. akhir tahun 2016, Pertamina At the end of 2016, Pertamina Shipping operated 59 owned ships and 160 chartered ships to transport internal and external cargos. Currently, 8 new ships are being built and will be handed over in 2017 so that Pertamina's Shipping's fleet will increase to 77 ships. The new ships apply ecoship design technology, which is an innovative energy efficiency by providing additional devices in the ship propulsion system. Tabel: Daftar Nama Kapal Table: List of Vessels No. Kapal yang Beroperasi | Operated Vessels No. Kapal yang Beroperasi | Operated Vessels No. Kapal yang Beroperasi | Operated Vessels 1 BALONGAN 27 KETALING 53 PLAJU 2 CENDRAWASIH 28 KLAWOTONG 54 PAGERUNGAN 3 ENDURO 29 KATOMAS 55 PANGKALAN BRANDAN 4 FASTRON 30 KLASOGUN 56 SINDANG 5 FSO ABHERKA 31 KRASAK 57 SELE 6 FSO CILACAP 32 KASIM 58 SENGETI 7 GALUNGGUNG 33 KAKAP 59 SEPINGGAN 8 GAMALAMA 34 KAMOJANG 60 SANGA-SANGA 9 GAMKONORA 35 MANGUN JAYA 61 SERANG JAYA 10 GAS AMBALAT 36 MENGGALA 62 SAMBU 11 GAS ARIMBI 37 MELAHIN 63 SEI PAKNING 12 GAS WALIO 38 MERBAU 64 SUNGAI GERONG 13 GAS WIDURI 39 MINAS 65 SENIPAH 14 GAS ATTAKA 40 MUNDU 66 SANGGAU 15 GAS ARJUNA 41 MEDITRAN 67 SANANA 16 GAS ARAR 42 MUSI 68 SERUI 17 GAS PERTAMINA I 43 MATINDOK 69 ANTEA 18 GAMSUNORO 44 MAUHAU No. Kapal sedang Dibangun Being Constructed Vessels 19 GAS PERTAMINA 2 45 MERAUKE 20 21 GEDE GEBANG 46 47 PUNGUT PALUH TABUHAN 1 2 3 PATTIMURA PARIGI PASAMAN 22 GUNUNG KEMALA 48 PEMATANG 4 PANDERMAN 23 GUNUNG GEULIS 49 PELITA 5 PAPANDAYAN 24 KARMILA 50 PEGADEN 6 PANGRANGO 25 KURAU 51 PALU SIPAT 7 PUTRI 26 KUANG 52 PANDAN 8 PANJANG Sejalan dengan komitmen pemerintah untuk mendukung industri maritim dalam negeri, 8 unit kapal tersebut dibangun di galangan dalam negeri yaitu galangan Anggrek Hitam, Multi Ocean Shipyard, dan Daya Radar Utama, dengan nilai total investasi sebesar USD188 juta. Pertamina juga melakukan program Long Term Time Charter (LTTC) dalam rangka mengembangkan industri pelayaran nasional. Di tahun 2016, Pertamina telah menandatangani kontrak dengan perusahaan pelayaran untuk LTTC 5 unit kapal berukuran kecil. In line with the Government's commitment to support the domestic maritime industry, the 8 ships are built in local ports, which are Anggrek Hitam, Multi Ocean Shipyard and Daya Radar Utama Shipyards, with a total investment of USD188 million. Pertamina also undertakes a Long Term Time Charter (LTTC) program in order to develop the national shipping industry. In 2016, Pertamina signed contracts with shipping companies for LTTC of 5 small-sized ships.
Selain memastikan transportasi kargo ke seluruh pelosok Indonesia, pelaksanaan distribusi perlu didukung oleh layanan marine di setiap pelabuhan yang disinggahi. Saat ini terdapat 137 pelabuhan yang dikelola oleh Perkapalan yang terdiri dari 107 Terminal Khusus (Tersus) dan Terminal untuk Kepentingan Sendiri (TUKS) Pertamina, serta 30 pelabuhan EP dan KKKS. Pertamina Shipping juga mengelola 167 dermaga, 13 Single Point Mooring (SPM), 6 lokasi Ship to Ship (STS) transfer dan 10 Central Buoy Mooring (CBM). Membangun Pertamina Perkapalan untuk mencapai World Class Shipping Company adalah bagian dari visi Pertamina sebagai "The Asian Energy Company". Untuk mencapai visi tersebut, Pertamina secara konsisten menjaga kepatuhan terhadap asas sabotage dengan mewajibkan armada kapalnya yang beroperasi di Indonesia menggunakan bendera Indonesia dan memberdayakan awak kapal berkebangsaan Indonesia. Dengan menerapkan asas sabotage, Pertamina ikut berkontribusi memajukan sektor maritim nasional. Besides ensuring cargo transportation all over Indonesia, the distribution needs to be supported by marine services at each visited port. Currently, there are 137 ports managed by Shipping consisting of 107 Special Terminals (Tersus) and Internal Purpose Terminals (TUKS), as well as 30 EP and KKKS ports. Pertamina Shipping also manages 167 docks, 13 Single Point Moorings (SPM), 6 Ship to ship (STS) transfers and 10 Central Buoy Moorings (CBM). Building Pertamina Shipping to become a World Class Shipping Company is part of Pertamina's vision as "The Asian Energy Company." To achieve this vision, Pertamina consistently complies with the sabotage principle by requiring its fleet operating in Indonesia to use the Indonesian flag and to empower Indonesian crew members. By applying the sabotage principle, Pertamina contributes to develop the national maritime sector. Gambar: Jaringan Lini Bisnis Perkapalan di Indonesia Figure: of Shipping Business Line Network in Indonesia SAB KRR LSE MEL PKB TAR TAH BWN SBG DUM TOB GUS BTM TUB TOL BTG SPK PNK SRD MOU GOR TNT PSB TLK PKU SLP TMB PLB KTP PLP BPP PAR PSO APA KOL LWK BAG SAN LAB SOR MAN BIA SER TJP PAB SMP PLP KTB PAL NAM BUL FAK NAB BKL JMB BNJ PRE PMA KDR TTW MAS KNA KLK, RAH Keterangan/Description PJG PLJ MKS DGL BAU TUA DOB TGR JKT BAL TU BAL CAM SBY Transformed S&D ports CLC TWI TTM AMP BMA REO LAR KAL BNO END MAM LAR ATT Transformed RU ports WGP KUP 235 JAY MER
236 Kinerja Sektor Pemasaran Performance of Marketing Sector Singkatan Abbreviation Nama Pelabuhan Harbour Name Singkatan Abbreviation Nama Pelabuhan Harbour Name Singkatan Abbreviation Nama Pelabuhan Harbour Name Singkatan Abbreviation Nama Pelabuhan Harbour Name AMP Ampenan KRR Krueng Raya SAB Sabang TNT Ternate APA Ampana KTB Kota Baru SAN Sanana TOB Tobelo ATT Atapupu KTP Ketapang SBG Sibolga TOL Toli - Toli BAG Banggai KUP Kupang (Tenau) SBY Surabaya TTM TT. Manggis BAL BAU Balongan Bau-Bau LAB LAR Labuha Larantuka SER SLP Serui Selat Lampa TTTUB Terminal Transit Tuban BIA Biak LSE Lhokseumawe SMP Sampit TTW TT Wayame BKL BMA BNJ BNO BPP BTG Pulau Baai Bima Depot Banjarmasin Benoa Balikpapan Bitung LWK MAM MAN MAS MEL MER Luwuk Maumere Manokwari Masohi Meulaboh Merauke SOR SPK SRD TAH TAR TGR Sorong Sungai Pakning Samarinda Tahuna Tarakan TT. Tanjung Gerem TU BAL TUA TUB TWI WGP Terminal Utama Balongan Tual STS Tanjung Uban Tanjung Wangi Waingapu BTM BATAM MKS Makassar TJP Tanjung Pandan BUL Bula MOU Moutong TLK TT Teluk Kabung BWN Belawan NAB Nabire TMB Tembilahan CAM Camplong NAM Namlea TNT Ternate CLC Cilacap PAB Pangkalan Bun TOB Tobelo DGL Donggala PAL Palopo TOL Toli - Toli DOB Dobo PAR Parigi TTM TT. Manggis DUM Dumai PJG Panjang TTW TT Wayame END FAK GOR Ende Fak - Fak Gorontalo PKB PKU Pekanbaru Sei Siak Pekan Baru TU BAL TUA Terminal Utama Balongan Tual GUS Gunung Sitoli PLB Pangkal Balam TUB STS Tanjung Uban JAY Jayapura PLJ Plaju - Sei Gerong TWI Tanjung Wangi JKT Jakarta PLP Pulang Pisau WGP Waingapu JMB Jambi PMA Pomala TAR Tarakan KAL Kalabahi PNK Pontianak TGR TT. Tanjung Gerem KDR Kendari PRE Pare-Pare TJP Tanjung Pandan KLK KNA KOL Kolaka Kaimana Kolonodale PSB PSO RAH REO Pulau Sambu Poso Raha Reo TLBOS TLK TMB Terminal LPG Bosowa TT Teluk Kabung Tembilahan Unit usaha perkapalan menerapkan operational excellence untuk kapal-kapal milik dengan implementasi TMSA (Tanker Management & Self-Assessment) yang saat ini telah meraih skor 2,5 dengan pencapaian SIRE (Ship Inspection Report) sebanyak 24 unit kapal milik. Implementasi tersebut sangat dibutuhkan untuk kapal yang akan melakukan trading sebagai prasyarat untuk sandar di pelabuhan minyak internasional. The shipping business unit implements operational excellence in its own ships by implementing TMSA (Tanker Management & Self-Assessment), which received a score of 2.5 with SIRE (Ship Inspection Report) achievement of 24 units of owned ships. The implementation is needed by the trading ships to dock at international oil ports. Setelah pencabutan peran Petral/PES sebagai single supplier/buyer/offtaker dalam pengadaan minyak mentah dan produk kilang pada Desember 2014, maka kegiatan pengadaan/penjualan minyak mentah ditangani langsung oleh Pertamina sehingga Pertamina Shipping mendapat tugas untuk mengelola transportasi angkutan impor FOB tersebut. After termination of Petral/PES as a single supplier/buyer/ offtaker in crude oil and refined products procurement in December 2014, then procurement/sales of crude oil are directly handled by Pertamina so that Pertamina Shipping assums the task to manage FOB import freight transport.
Tabel berikut menyajikan pencapaian kinerja dan armada lini bisnis perkapalan dalam 3 tahun terakhir (2013-2016). The following table presents the achieved performance and fleet of the shipping business line in the last 3 years (2013-2016). Tabel: Kinerja dan Armada Usaha Perkapalan Pertamina dalam 3 Tahun Terakhir Table: Performance and Shipping Business Fleet of Pertamina over the last 3 Years USD juta | USD million 2016 2015 2014 Realisasi Investasi | Investment Realization 48.44 113.27 174.52 Unit 2016 2015 2014 Jumlah Kapal Milik | Total Owned Ships 69 65 64 Rp miliar|Rp billion 2016 2015 2014 Revenue Charter Out 447.42 795.89 1,167.00 Juta KL|million KL 2016 2015 2014 Kargo Angkut | Freight Transport 112,599,649.69 96,582,074.82 99,124,706.62 Jenis Kargo | Type of Cargo 2016 2015 2014 CRUDE OIL 35,126,253.93 30,146,769.18 35,487,188.30 HOMC/NAPHTA 3,830,490.52 3,344,207.66 3,676,283.18 WHITE OIL 49,405,722.84 39,320,520.01 38,265,880.45 BLACK OIL 2,582,306.86 2,081,614.22 2,120,828.68 AVIASI 4,831,507.57 3,689,086.51 3,173,985.15 LPG 16,491,194.51 17,520,876.95 16,027,980.54 PELUMAS 335,194.00 377,552.00 301,222.26 PETROKIMIA 43,600.48 13,916.62 16,667.60 ASPHALT 288,572.98 87,531.66 54,670.45 TOTAL 112,954,843.69 96,582,074.82 99,124,706.62 Trading Petrokimia Kegiatan trading produk petrokimia Pertamina berasal dari kilang/Unit Pengolahan maupun impor melalui trading petrokimia. Produk petrokimia Pertamina meliputi Aspal, Paraxylene, Benzene, Propylene, Polypropylene, Sulfur, Solvent, Rubber Processing Oil, Smooth Fluid, Calcined Coke, Slack Wax. Petrochemical Trading Trading activities of Pertamina's petrochemical products come from Refinery Units and imports through petrochemicals trading. Pertamina's petrochemical products include Asphalt, Paraxylene, Benzene, Propylene, Polypropylene, Sulfur, Solvent, Rubber Processing Oil, Smooth Fluid, Calcined Coke, Slack Wax. Pasar produk petrokimia saat ini masih mengalami kekurangan pasokan dalam jumlah besar di dalam negeri yang belum mampu dipenuhi oleh unit produksi hingga 5 tahun ke depan. Tingginya permintaan terlihat dari pertumbuhan permintaan produk-produk petrokimia domestik yang tumbuh 5% hingga 7% per tahun. The Petrochemical product market is currently experiencing a domestic supply shortage in a large quantity that will not be met by the production units until the next 5 years. The high demand is reflected on the growth in demand for domestic petrochemical products by 5% to 7% per year. Sejak tahun 2015, Pertamina terus meningkatkan aktivitas third party trading untuk memperluas pasar dan mencari alternatif suplai selain dari kilang Pertamina. Selain itu, trading petrokimia juga melakukan ekspansi pasar melalui pemasaran dan penjualan produk baru, EXDO-4, ke Malaysia. Since 2015, Pertamina has continuously increased third- party trading activities to expand the market and to look for alternative supplies other than from Pertamina refineries. In addition, petrochemical trading also expands the market through marketing and sales of a new product, EXDO-4, to Malaysia. 237
238 Kinerja Sektor Pemasaran Performance of Marketing Sector Kinerja Tahun 2016 Performance in 2016 Di tahun 2016, program Marketing Operation Excellence MOrE 2016 berhasil membukukan value creation sebesar USD812,79 juta. Atas pencapaian tersebut, tim MOrE Direktorat Pemasaran berhasil meraih penghargaan sebagai BTP Terbaik pada Penganugerahan Pertamina Award 2016. In 2016, Marketing Operation Excellence 2016 program recorded a value creation of USD812.79 million. For this achievement, the Marketing Directorate won an award as the Best BTP in Pertamina Award 2016. the MOrE team of Percepatan kegiatan marketing tahun 2016 ditandai oleh peluncuran produk baru Pertamax Turbo (RON 98) pada tanggal 29 Juli 2016. Hingga Desember 2016, telah hadir sebanyak 612 outlet Pertamax Turbo dengan sales volume sebesar 70.459 KL memberikan kontribusi pendapatan sebesar USD37.837.668. Acceleration of marketing activities in 2016 was marked by the launch of new product Pertamax Turbo (RON 98) on July 29, 2016. As per December 2016, Pertamax Turbo was available in 612 outlets with sales volume of 70,459 KL and contributing revenue of USD37,837,668. Selain Pertamax Turbo, pada tanggal 30 Mei 2016, Pertamina meluncurkan Dexlite sebagai bahan bakar alternatif untuk pengguna diesel. Hingga Desember 2016, Dexlite telah tersedia di 832 SPBU dengan total volume penjualan sebesar 115.998 KL yang memberikan kontribusi pendapatan sebesar USD47.608.114. In addition to Pertamax Turbo, on May 30, 2016, Pertamina launched Dexlite as an alternative fuel for diesel users. As per December 2016, Dexlite was available at 832 gas stations with a total sales volume of 115,998 KL and contributing revenue of USD47,608,114. Lini bisnis Industrial Fuel Marketing menjalin kerja sama dengan PT Adaro Energy Tbk untuk layanan pasokan dan optimalisasi infrastruktur BBM milik Adaro Energy Group. Hingga Desember 2016, kerja sama tersebut berhasil mencapai volume penjualan sebesar 538.000 KL yang memberikan kontribusi pendapatan sekitar USD180 juta. The Industrial Fuel Marketing business line cooperates with PT Adaro Energy Tbk for Adaro Energy Group's fuel supply service and fuel infrastructure optimization. As per December 2016, the cooperation achieved a sales volume of 538,000 KL and contributing revenue of approximately USD180 million. Lini bisnis Domestic Gas melanjutkan konversi bahan bakar minyak ke bahan bakar gas, khususnya sektor nelayan. Hingga Desember 2016, tidak kurang dari 5.473 paket Perdana konversi nelayan telah didistribusikan di provinsi DKI Jakarta, Jawa Barat, Jawa Tengah, Jawa Timur, dan Bali. Selain itu, Pertamina melakukan sinergi BUMN dengan Garuda Indonesia dalam layanan bahan bakar Vi-Gas kendaraan air crew Garuda yang hingga akhir tahun 2016 telah membukukan volume penjualan sebesar 867 MT dengan kontribusi pendapatan senilai USD403.094. Domestic Gas business line continued the conversion of oil fuel into gas fuel, particularly in fishery sector. As per December 2016, no less than 5,473 starter packages of fishery conversion had been distributed in DKI Jakarta, West Java, Central Java, East Java and Bali. In addition, Pertamina cooperated with Garuda Indonesia in Vi-Gas fuel service for Garuda air crew which at the end of 2016 recorded a sales volume of 867 MT and contributing revenue of USD403,094. Lini bisnis Aviation terus melebarkan ekspansi bisnis ke luar negeri melalui skema conco delco. Hingga Desember 2016, layanan conco delco berada di 36 negara, 12 schedule dan 32 ad hoc serta ada 8 negara yang melayani schedule dan ad hoc sekaligus seperti: Bangladesh, China, India, Malaysia, Singapura, Korea Selatan, Thailand, dan Uni Emirat Arab. The Aviation business line continued to expand to overseas through conco delco scheme. As per December 2016, conco delco service was available in 36 countries, 12 schedules and 32 ad hoc and there were 8 countries serving both schedule and ad hoc, including: Bangladesh, China, India, Malaysia, Singapore, South Korea, Thailand and United Arab Emirates. Lini bisnis petrokimia berhasil meningkatkan penjualan Aspal sebesar 26% di tahun 2016. Aktivitas trading yang dijalankan mampu merealisasikan produk-produk baru seperti heptane (solvent), Petroleum Coke High Sulfur, dan Granular Sulfur dimana Granular Sulfur tersebut di-bundling dengan produk Molten Sulfur eks RU IV Cilacap. Kegiatan bundling produk Sulfur tersebut meningkatkan penjualan Sulfur sebesar 300% dibandingkan tahun 2015. Adanya RFCC RU IV The Petrochemical business line managed to increase Asphalt sales by 26% in 2016. The trading activity undertaken was able to realize new products, including: heptane (solvent), Petroleum Coke High Sulfur and Granular Sulfur which is bundled with Molten Sulfur ex RU IV Cilacap. The product bundling increased Sulfur sales by 300% compared to 2015. The presence of RFCC RU IV Cilacap provides additional Propylene production of 40,000 MT. The production can
Cilacap memberikan penambahan produksi Propylene sebesar 40.000 MT. Produksi tersebut dapat ditingkatkan sampai dengan 140.000 MT/tahun apabila kilang berjalan dengan kapasitas optimum. be increased up to 140,000 MT/year if the refinery runs at optimum capacity. Penguatan suplai dan infrastruktur juga dilakukan dengan penambahan supply point produk Aspal di wilayah Sumatera (Pangkalan Susu) dan supply point produk Solvent di Jawa Timur (Benoa Kade). Selain itu ada penambahan jaringan pemasaran Aspal Curah di wilayah Sumatera yaitu Belawan, Jambi, dan Perawang. Strengthening supply and infrastructure was also performed by adding supply points of Asphalt in Sumatera (Pangkalan Susu) and Solvent in East Java (Benoa Kade). Additionally, there was also an addition of Bulk Asphalt marketing network in Sumatera, located in Belawan Jambi and Perawang. Fungsi Shipping terus meningkatkan operational excellence dalam berbagai proses bisnisnya. Total efisiensi yang dicapai pada tahun 2016 sebesar USD149,76 Juta yang diperoleh dari pelaksanaan pola pengangkutan FOB melalui kapal LPG, efisiensi bunker, optimalisasi tonase eksisting, optimalisasi docking, serta negosiasi charter rate dengan ship owner. Sedangkan total pendapatan yang dibukukan oleh Shipping dari bisnis charter out dan marine services mencapai USD59,7 juta. Dari sisi operasional dan safety, sasaran untuk mencapai level perusahaan pelayaran tingkat dunia dilaksanakan secara bertahap dengan skor TMSA telah mencapai 2,3 serta sertifikasi SIRE atas 24 unit kapal milik. The Shipping function continues to improve operational excellence in various business processes. Total efficiency achieved in 2016 amounted to USD149.76 million resulted from the FOB shipping scheme through LPG vessels, bunker efficiency, optimization of the existing tonnage, optimization of docking, as well as charter rate negotiations with the ship owners. Meanwhile the total revenue recorded by Shipping from charter out and marine services businesses reached USD59.7 million. In terms of operation and safety, the objective to become a world-class shipping company is realized gradually with TMSA score of 2.3 and SIRE certification for 24 owned ships. Pada akhir tahun 2016, Pertamina memiliki rata-rata Supply Discrepancy 0,21%. Sedangkan, untuk realisasi data losses lainnya adalah sebagai berikut: At the end of 2016, Pertamina had an average Supply Discrepancy of 0.21% while the other realized losses data are as follows: No. Losses Realisasi 2016 Realization 2016 (%) Realisasi 2015 Realization 2015 (%) 1 Loading Loss (R1) 0.22% 0.11% 2 Discharge Loss (R3) 0.03% 0.10% 3 Working Loss (WL) 0.02% 0.001% Realisasi coverage days Pertamina untuk beberapa produk sampai akhir tahun 2016 adalah sebagai berikut: • Premium: 19 hari • Kerosene: 60 hari • Solar: 27 hari • Avtur: 24 hari Pertamina's realized coverage days for several products at the end of 2016 were as follows: • Premium: 19 days • Kerosene: 60 days • Solar: 27 days • Avtur: 24 days Tabel berikut menyajikan kinerja distribusi dan pemasaran BBM (10 produk utama) dan non BBM (gas, pelumas, petrokimia, dan non BBM lainnya): The following table presents distribution and marketing performance of oil fuel (10 main products) and non-oil fuel (gas, lubricants, petrochemical and other non-oil fuel): Tabel: Realisasi Penjualan Tahun 2016 Dibandingkan Target Tahun 2016 dan Realisasi Tahun 2015-2014 Table: Sales Volume Realization in 2016 Compared to the Target in 2016 and Realization in 2015-2014 Keterangan Description Δ (%) RKAP 2016 Target 2016 (KL) 2016 Realisasi/Realization Kilo Liter (KL)|Kilo Litre (KL) 2015 2014 2/1 2/3 1 2 3 4 Bahan Bakar Minyak (BBM) PSO & Penugasan | Public Service Obligation Fuel Premium | Premium 82.9 13.4 12,772,788.00 10,586,905.01 12,250,549.09 29,594,451.88 Minyak Tanah | Kerosene 77.8 27.3 690,000.00 536,480.00 737,774.00 916,643.00 Biosolar/Solar | Biosolar/Solar 88.3 2.7 15,400,000.00 13,596,246.58 13,976,451.50 15,953,850.28 Sub Jumlah BBM PSO & Penugasan | Sub Total of Fuel 85.6 8.3 28,862,788.00 24,694,384.59 26,964,774.59 46,464,945.16 239
240 Kinerja Sektor Pemasaran Performance of Marketing Sector Keterangan Description Δ (%) RKAP 2016 Target 2016 (KL) 2016 Realisasi/Realization Kilo Liter (KL)|Kilo Litre (KL) 2015 2014 2/1 2/3 1 2 3 4 Bahan Bakar Minyak (BBM) Umum & BBK | Non Public Service Obligation & Special Fuel Premium | Premium 85.1 29.3 13,239,755.24 11,235,708 15,917,457.71 172,418.71 Minyak Tanah | Kerosene 229.4 66.9 45,650.00 104,741.86 62,749.35 60,848.95 Biosolar/Solar | Biosolar/Solar 92.2 13.7 11,803,422.55 10,886,669.25 9,578,543.87 11,262,274.29 Pertalite | Pertalite 278.8 1,469.6 2,100,000.00 5,855,107.62 373,029.68
Pertamax | Pertamax 127.1 81.2 3,500,000.00 4,449,136.64 2,455,217.99 871,333.91 Pertamax Plus | Pertamax Plus 103.7 1.0 151,590.00 157,204.30 158,717.02 95,738.86 Pertamax Turbo | Pertamax Turbo N/A N/A
70,459.16
Pertamax Racing | Pertamax Racing 160.0 109.3 60 96 45.86 59.31 Dexlite | Dexlite N/A N/A
115,938.47
Pertamina Dex | Pertamina Dex 76.1 79.2 184,694.82 140,462.53 78,367.50 45,956.20 Minyak Diesel 35.9 2.5 131,077.90 47,009.61 48,196.41 63,030.55 Minyak Bakar 62.1 7.0 2,628,043.21 1,630,884.41 1,523,500.31 1,835,667.81 Sub Jumlah BBM Umum & BBK | Sub Total of Special Fuel /Aviation 102.8 14.9 33,785,939.35 34,726,694.59 30,227,914.84 14,407,328.59 Sub Jumlah BBM | Sub Total of Fuel/Special Fuel /Aviation 94.8 3.9 62,648,727.35 59,421,079.18 57,167,488.43 60,872,273.75 Non Bahan Bakar Minyak (NBBM) | Non-Fuel Avtur 107.0 13.6 4,845,394.00 5,183,245.55 4,564,035.43 4,358,914.17 Avgas 95.4 13.0 2,800.00 2,670.60 3,068.80 3,006.00 LPG 95.7 6.4 12,620,527.57 12,076,211.56 11,346,881.89 10,785,744.87 Musicool, Aerosol (HAP) & ViGas 100.3 1.9 20,877.59 20,931.29 21,341.66 17,059.44 SBPX 79.9 91.0 24,858.69 19,858.97 10,395.50 16,940.34 Minarex 54.6 10.7 40,374.92 22,039.22 24,677.85 34,270.56 LAWS 112.4 82.9 28,002.16 31,479.56 17,210.14 18,416.97 Minasol
Solphy 50.5 100.9 25.48 12.86 6.4 18.58 Waxes 149.4 12.1 17,354.48 25,922.75 23,116.71 19,418.77 Green Cokes 137.4 15.4 261,002.59 358,553.86 423,800.23 332,966.56 Aspal 100.1 26.7 728,888.05 729,725.55 576,059.03 436,650.54 Kondensat 182.0 87.4 6,830.06 12,430.24 98,655.98 112,312.02 Lube Base Oil 96.9 2.5 483,375.37 468,525.82 480,732.23 527,916.40 EXDO-4 N/A 501.7
2,681.57 445.63 313.05 Heptane
S N/A N/A
164.59
Kimia Pertanian (Tenac Stiker + TB) 25.2 28.9 25.99 6.56 5.09 13.98 Parafin/Wax Ex Impor 121.2 47.8 357.09 432.97 829.58 792.5 Pertasol 23.4 38.4 25,791.12 6,028.00 9,780.00 21,126.99 Smooth Fluid 17.0 78.9 7,297.18 1,237.66 5,866.65 8,181.08 Polytam 96.0 24.7 85,151.43 81,772.80 108,658.45 172,060.27 Paraxylene/orthoxylene 89.3 1.9 280,225.49 250,362.60 245,583.00 460,315.50 Benzene 96.7 3.2 91,666.53 88,665.39 85,954.99 220,932.01 Propylene 85.1 16.3 629,973.92 535,890.13 460,697.54 471,698.97 Parafinix 199.3 52.4 26,013.04 51,852.33 34,014.15 27,926.71 Sulfur 233.0 517.7 11,571.76 26,959.32 4,364.66 4,011.74 Sub Jumlah Non BBM | Sub Total of Non-fuel 98.8 7.8 20,238,384.51 19,997,661.75 18,546,181.59 18,051,008.02 Jumlah BBM & Non BBM |Total Fuel & Non Fuel 95.8 4.9 82,887,111.86 79,418,740.93 75,713,670.02 78,923,281.77 Catatan | Note: Tidak termasuk Realisasi Lubricants dan PT Pertamina Patra Niaga Offline Exclude Realization Lubricants and PT Pertamina Patra Niaga Offline
Integrated Supply Chain Integrated Supply Chain Keberadaan Fungsi Integrated Supply Chain (ISC) merupakan salah satu jawaban terhadap kebutuhan proses bisnis yang semakin kompleks yang membutuhkan koordinasi dan komunikasi terintegrasi antara Direktorat Pengolahan dan Direktorat Pemasaran. Salah satu sasarannya adalah penyederhanaan hubungan bisnis dengan pasar. Persetujuan Direksi Nomor: RRD-197 tanggal 31 Desember 2014 Perihal Pencabutan Peran Petral/PES sebagai Single Supplier (impor)/Buyer (ekspor)/Offtaker Dalam Pengadaan Minyak Mentah dan Produk Kilang, menjadi titik awal dimulainya proses transformasi pengadaan dan penjualan minyak mentah serta produk kilang di Pertamina. Dengan adanya keputusan tersebut, maka kegiatan pengadaan/penjualan minyak mentah dan produk kilang menjadi tugas dan tanggung jawab dari Fungsi ISC. Fungsi ISC diharapkan dapat melakukan pengadaan minyak mentah dan BBM dengan lebih efisien sehingga dapat meningkatkan pendapatan Pertamina. Oleh karena itu ISC terus melakukan transformasi untuk meningkatkan kinerjanya. Roadmap transformasi Fungsi ISC terdiri dari 3 (tiga) fase utama, yaitu: Fase 1.0 atau Fase Quick Win, Fase 2.0 atau Fase World Class ISC, dan Fase 3.0 atau Fase Talent Engine. Fase 1.0 (Fase Quick Win) dimulai sejak Januari 2015 dalam program-program terobosan antara lain memperpendek rantai pasokan, peningkatan pemanfaatan dan fleksibilitas kapal-kapal Pertamina, serta implementasi pelelangan yang transparan. An Integrated Supply Chain (ISC) function is an answer to the increasingly complex business processes that requires an integrated coordination and communication between the Refinery Directorate and the Marketing Directorate. One of the objectives is to simplify business relationship with the market. Approval from the Board of Directors No: RRD -197 dated December 31, 2014 regarding Revocation of Petral/PES Role as Single Supplier (import)/Buyer (export)/ Offtaker in Procurement of Crude Oil and Refinery Products was the starting point of procurement and sales of crude oil and refinery products to become the roles and responsibilities of an Integrated Supply Chain (ISC) Function. ISC Function is expected to procure crude oil and fuel more efficiently in order to increase Pertamina's revenue. Therefore, ISC continues to transform to improve its performance. ISC Function transformation roadmap consists of 3 (three) main phases, which are: Phase 1.0 or Quick Win Phase, Phase 2.0 or World Class ISC Phase and Phase 3.0 or Talent Engine Phase. Phase 1.0 (Quick Win Phase) began in January 2015 in breakthrough programs including shortening the supply chain, increasing the utilization and flexibility of Pertamina's ships, as well as the transparent auctions. Pada Fase 2.0 (Fase World Class ISC), proses tranformasi ISC terus dilanjutkan dengan perubahan struktur organisasi melalui Surat Keputusan (SK) Direktur Utama nomor: 33/ C00000/2015-S0 tanggal 12 Agustus 2015. Tujuan dari perubahan struktur organisasi tersebut adalah untuk mendukung tugas dan tanggung jawab ISC yang semakin besar. Selain transformasi struktur organisasi, fase ISC 2.0 juga mencakup enam inisiatif utama, yaitu: value based crude selection, crude basket expansion, term policy, domestic un- constraining, Linear Programming (LP) Un-Constraining dan General Terms & Condition (GT&C) Improvement. In Phase 2.0 (World Class ISC Phase), ISC transformation process continued with the change in organizational structure based on Decision (SK) of President Director No. 33/ C00000/2015-S0 dated August 12, 2015. The purpose of the reorganization was to support ISC's growing duties and responsibilities. In addition to the transformation of organizational structure, ISC phase 2.0 also included six key initiatives, which are: value based crude selection, crude basket expansion, term policy, domestic un-constraining, Linear Programming (LP) Un-Constraining and General Terms & Conditions (GT&C) Improvement. Pada Fase 3.0 (Fase Talent Engine), program transformasi fungsi ISC akan mencakup 6 (enam) program transformasi utama, yaitu: 1) peningkatan kapabilitas SDM dalam rangka menghadapi tantangan bisnis yang lebih kompleks sejalan dengan peningkatan kapasitas kilang, 2) program lindung nilai (hedging) bahan baku/produk impor, 3) kelanjutan implementasi pengadaan minyak mentah berdasarkan nilai keekonomian, 4) peningkatan keamanan dan keakuratan sistem linear programming dalam optimasi hilir, 5) perbaikan sistem dalam micro planning dalam kegiatan operasional, dan 6) membangun kapabilitas dan sistem untuk market intelligence. Dengan adanya transformasi tersebut diharapkan Fungsi ISC dapat menjalankan tugas pengadaan minyak mentah dan penjualan BBM dengan lebih optimal dan efisien, serta mampu mewujudkan Fungsi ISC yang berkelas dunia. ISC Function's (Talent Engine Phase), In Phase 3.0 transformation will include 6 (six) programs, which are: 1) increasing HR capability in order to face more complex business challenges in line with the increasing refinery capacity, 2) hedging of imported raw materials/products, 3) continued implementation of crude oil procurement based on the economic value, 4) increasing security and accuracy of linear programming system in the downstream optimization, 5) system improvement in micro planning in operational activities, and 6) building capabilities and systems for market intelligence. With the transformation, ISC Function is expected to conduct its role in procurement and sales of crude oil and fuel in a more optimal and efficient manner, as well as to realize a world class ISC Function. 241
242 Integrated Supply Chain Integrated Supply Chain Kegiatan Integrated Supply Chain Integrated Downstream Supply Chain Activities Impor Minyak Mentah Imported Crude Oil (CFR/FOB) Ekspor Produk Kilang (FOB) Exported Refinery Products 1 Kilang Refinery Minyak Mentah Dalam Negeri Domestic Crude Oil (FOB) 2 3 Impor BBM/BBK, Intermedia & LPG (CFR) Import BBM/BBK, Intermedia & LPG (CFR) Transportasi Transportation Scope of Integrated Supply Chain Ruang Lingkup Integrated Supply Chain PERTAMINA Laporan Tahunan 2016 Annual Report Terminal & Penyimpanan Terminals & Storage Grosir Wholesale
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Total impor yang dikelola Fungsi ISC pada tahun 2016 mencapai ±148 juta barel atau senilai ±USD6,780 juta untuk minyak mentah dan ±118 juta barel atau senilai ±USD5,913Juta untuk produk kilang (tidak termasuk Avgas dan LPG). Total imports managed by ISC Function in 2016 reached ± 148 million barrels or equivalent to ± USD6.780 million for crude oil and ± 118 million barrels or ± USD5.913 million for refinery products (excluding Avgas and LPG). Transportasi Darat Inland Transport Depot/ Penyimpanan di Darat Inland Depot/Storage Transportasi Darat Inland Transport Ritel: SPBU/Agen, Dealer Retail: SPBU/Agent, Dealer Right in Management Tepat Kelola Right in Time Tepat Waktu Right Quantity Tepat Kuantitas Right Quality Tepat Kualitas PERTAMINA Laporan Tahunan 2016 Annual Report 243
244 Integrated Supply Chain Integrated Supply Chain Optimasi Margin Hilir Downstream Margin Optimization Proses bisnis optimasi hilir mencakup serangkaian upaya untuk mencapai margin hilir yang optimal dalam penyediaan produk kilang secara terintegrasi, namun tidak terbatas pada perencanaan suplai minyak mentah dan produk kilang, distribusi produk BBM dan BBK, penyediaan dana, strategi penjualan, usulan rekomendasi penyempurnaan pola supply dan sarfas, seperti aspek kilang, jetty, infrastruktur, persediaan, transportasi, serta evaluasi aspek biaya dan losses baik dalam jangka pendek, menengah, maupun jangka panjang. The business process of downstream business covers a series of an integrated efforts to achieve an optimum downstream margin to supply refinery products, but not limited to supply planning of crude oil and refinery products, distribution of BBM and BBK products, funds provision, marketing strategy, proposed recommendation on improvement of supply scheme and sarfas, including refinery, jetty, infrastructure, inventory, transportation, as well as evaluation of costs and losses both for short-term, middle-term and long-term. Kegiatan optimasi hilir dilakukan setiap bulan melibatkan Direktorat Pengolahan, Direktorat Pemasaran dan Direktorat sebagai koordinator. Keuangan dengan Fungsi Perencanaan optimasi hilir menggunakan linear tools programming (LP) dalam 2 tahap (iterasi hingga optimum dengan LP global dan LP individu RU's) untuk menghasilkan optimasi pengolahan dan produksi kilang. Hasil optimasi ini kemudian diolah menggunakan tools LP Supply & Distribution untuk menghasilkan optimasi pola suplai dan distribusi produk kilang. ISC Optimization of downstream activities is conducted on a monthly basis and involves the Refinery Directorate, the Marketing Directorate and the Finance Directorate with ISC Function as the coordinator. The planning of downstream optimization uses as linear programming (LP) tool in 2 phases (optimum iteracy with global LP and individual LP of RU) to generate refinery optimization and refinery production. The optimization result will then be processed using LP Supply & Distribution tools to generate supply scheme optimization and refinery products distribution. Perencanaan optimasi hilir bertujuan untuk menentukan volume produksi dan impor (make or buy decision) dengan mempertimbangkan demand serta crackspread untuk memaksimalkan margin hilir. Output dari optimasi hilir adalah penentuan optimum refinery production, kebutuhan crude, produksi kilang, kebutuhan cashflow, rencana impor dan ekspor untuk minyak mentah dan produk kilang, serta target gross margin hilir. Evaluasi optimasi hilir dilaksanakan setiap bulan untuk memantau pencapaian gross margin hilir dengan membandingkan realisasi, target optimasi, dan target Rencana Kerja dan Anggaran Perusahaan (RKAP). Downstream optimization planning determines the volume of production and import (make or buy decision) by considering demand and crackspread to maximize the downstream margin. Output of the downstream optimization is the determination of optimum refinery production, crude demand, demand, refinery production, cash flow requirement, import and export plans for crude oil and refinery products, as well as the downstream gross margin target by comparing realization, optimization target and Corporate Work Plan and Budget (RKAP) target. Rata-rata pencapaian gross margin optimasi hilir selama tahun 2016 mencapai USD6,265 juta atau 24,65% di atas optimasi hilir yang diprediksi sebesar USD5,062 Juta. The average of achieved downstream gross margin in 2016 was USD6.265 million or 24.65%, higher than the predicted downstream margin of USD5.062 million.
Kinerja Anak Perusahaan Performance of Subsidiaries Dalam menjalankan Pertamina kegiatan membentuk sejumlah anak perusahaan, dimana Pertamina memiliki pengendalian keuangan dan operasional melalui kepemilikan sebesar 100% ataupun mayoritas. usahanya, In performing its business activities, Pertamina established a number of subsidiaries, in which Pertamina has the financial and operational control with 100% or majority ownership. Dalam ribuan USD In USD thousand No Nama Perusahaan Company's Name Bidang Usaha/Business Fields Jumlah Aset Total Assets Pendapatan Usaha Operating Revenues Laba Bersih Net Income 2016 2015 2016 2015 2016 2015 Cluster Upstream 1 PT Pertamina EP Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 7,301.60 8,792.65 2,495.18 2,924.48 589.70 738.03 2 PT Pertamina Hulu Energi Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 4,908.39 5,170.56 1,533.13 1,782.13 188.86 201.30 3 PT Pertamina Geothermal Energy Eksplorasi & Produksi Panas Bumi Oil and Gas Exploration and Production 2,073.44 1,579.03 533.49 530.10 75.16 85.10 4 PT Pertamina Drilling Services Indonesia Jasa Pengeboran Minyak & Gas Oil and Gas Drilling Services 590.36 624.31 214.13 233.39 8.71 2.56 5 PT Pertamina EP Cepu Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 2,103.86 1,972.88 882.36 477.89 222.67 159.74 6 PT Pertamina EP Cepu ADK Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 58.54 54.20 3.94 2.59 7 PT Pertamina Internasional Eksplorasi dan Produksi Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 3,527.96 2,400.06 538.22 552.27 192.50 169.90 8 PT Elnusa Tbk Jasa survey seismic, Logistic base, Telekomunikasi, Konstruksi dan pemasaran BBM (Pertamax) Seismic survey services, Logistic base, Telecommunication, construction and marketing of fuel (Pertamax) 311.92 319.50 272.07 281.91 23.36 28.03 9 ConocoPhilips Algeria Ltd. Eksplorasi & Produksi Minyak & Gas Oil and Gas Exploration and Production 1,839.94 951.03 66.95 219.85 231.80 55.21 Cluster Gas 10 PT Pertamina Gas Perdagangan Minyak & Gas Bumi, Transportasi Gas Trading Oil & Gas, Gas Transportation 1,877.89 1,840.06 668.68 623.87 158.94 150.97 Cluster Downstream 11 PT Pertamina Patra Niaga Jasa Perdagangan & Aktivitas Industri Services Trade & Industry Activities 781.71 634.06 1,232.79 1,236.78 96.03 67.38 12 PT Pertamina Retail Penyalur Bahan Bakar Fuel Distributors 136.69 77.13 804.20 784.90 9.65 8.11 13 PT Pertamina Trans Kontinental Usaha di bidang Jasa Pelayaran, Jasa Maritim, & jasa Logistik Services Sailing, Maritime Services, and Logistics services 254.02 203.43 129.06 121.38 12.25 16.85 14 PT Pertamina Lubricants Pengolahan dan Pemasaran Pelumas Refinery and Marketing Lubricants 501.83 502.96 661.42 676.61 147.48 141.82 Cluster Finance & Services 15 PT Tugu Pratama Indonesia Jasa Asuransi/Insurance services 943.45 757.74 134.08 87.34 68.80 15.09 16 PT Patra Jasa Jasa pelayanan meliputi perhotelan, ruang kantor, rumah, apartemen dan bangunan lainnya. Services include hospitality, offices, homes, apartments and other buildings. 87.71 60.74 43.96 33.73 1.02 2.42 17 PT Pertamina Dana Ventura Melakukan penyertaan modal Equity capital 157.82 152.64 23.38 26.22 3.98 7.83 18 PT Pertamina Bina Medika Jasa layanan kesehatan, mengelola rumah sakit Health services, manage hospitals 100.06 86.41 88.90 75.41 6.27 2.03 19 PT Pertamina Training & Consulting Jasa konsultasi manajemen, pelatihan, penyediaan tenaga keamanan Management consultant services, training, providing security 32.62 25.28 85.36 70.09 2.67 2.48 20 PT Pelita Air Service Jasa transportasi udara, penyewaan pesawat udara Air transport services, aircraft leasing 64.02 60.87 53.34 52.67 0.48 21.25 245
246 246 Tinjauan Kinerja Keuangan Financial Performance Review "Pertamina berhasil meraih laba bersih yang meningkat 121,6% dari USD1.42 miliar pada tahun 2015 menjadi USD3.15 miliar di tahun 2016, didukung oleh optimalisasi kinerja operasi, inisiatif efisiensi, percepatan penyelesaian proyek-proyek strategis serta berbagai inovasi yang dilakukan." "Pertamina managed to an increase in net income of 121.6% from USD1,420 million in 2015 to USD3,147 million in 2016 supported by optimization of operational performance, efficiency initiatives, acceleration of strategic projects completion as well as a wide range of innovative breakthroughs." PERTAMINA Laporan Tahunan 2016 Annual Report
Jatuhnya harga minyak dunia mengakibatkan banyak perusahaan minyak dunia berguguran. Perusahaan- perusahaan lainnya berusaha bertahan dengan melakukan sejumlah langkah penyelamatan termasuk pengurangan karyawan dan menunda investasi. Banyak proyek migas di berbagai belahan dunia yang ditunda dan membuat banyak perusahaan minyak global terancam bangkrut. The decreasing world oil prices led to the collapse of many major oil companies. Others began to do some rescue measures investments. Cancellation of oil and gas projects in many parts of the world causing many global oil companies to be threatened with bankruptcy. including layoffs and delaying Sebagai salah satu perusahaan migas dunia, Pertamina telah melakukan berbagai inisiatif strategis yang terintegrasi dari aspek operasional hingga keuangan melalui langkah- langkah efisiensi di semua lini, penciptaan nilai tambah dan percepatan penyelesaian proyek-proyek prioritas. Dengan kondisi pendapatan masih tertekan karena harga rata-rata minyak mentah yang relatif lebih rendah dibandingkan tahun 2015, Pertamina berhasil meningkatkan laba bersih hingga 121,6%. Pertamina as one of the leading oil and gas companies continues to conduct various strategic initiatives which are integrated from operational to finance aspects through efficiency measures in all business lines, value added creation and accelerated completion of priority projects. As a result, while revenue remained depressed due to the relatively low average prices of crude compared to 2015, Pertamina managed to increase net income by 121.6%. Pencapaian tersebut merupakan dampak langsung dari upaya- upaya peningkatan kinerja operasi dan efisiensi, sehingga mampu memangkas biaya hingga 21,9%. Breakthrough Project 2016, hingga akhir tahun 2016 tercapai realisasi financial impact sebesar USD2,67 miliar atau 125% dari target. Efisiensi biaya operasi hulu sebesar USD1,27 miliar yang menjadi penyokong utama bagi realisasi Breakthrough The achievement is a direct result of efforts to improve operational performance and efficiency, so as to cut costs by 21.9%. Breakthrough Project 2016 at the end of 2016 reached financial impact of USD2.67 billion or 125% of the target. The efficiency of upstream operating expenses of USD1.27 billion which became the key driver for realization of Breakthrough Project 2016 reflected the Company's strategy 247
248 Tinjauan Kinerja Keuangan Financial Performance Review Project 2016 mencerminkan strategi perusahaan untuk fokus pada lapangan-lapangan migas yang memberikan dampak finansial besar. Inovasi-inovasi pemasaran produk dan layanan unggulan Pertamina, sentralisasi pengadaan hydrocarbon dan non-hydrocarbon, penekanan losses dari program pembenahan tata kelola arus minyak (PTKAM), inisiatif-inisiatif pengolahan, baik efisiensi maupun optimalisasi bottom products, serta pemangkasan biaya operasi kantor pusat telah memberikan dampak finansial yang signifikan. to focus on oil and gas fields with significant financial impact. Marketing innovations for Pertamina's flagship products and services, centralized procurement of hydrocarbon and non- hydrocarbon, losses reduction from the revamping program of oil flow governance (PTKAM), processing initiatives, both efficiency and optimization of baseline products, as well as operational cost cutting at the head office have provided a significant financial impact. Pertamina juga berhasil menekan biaya pokok produksi kilang yang berada di kisaran 98,2% MOPS pada tahun 2015 menjadi 97,1% MOPS pada tahun 2016 dan menjadikan harga produk kilang Pertamina lebih kompetitif. Yield Valuable Product kilang juga meningkat dari semula di kisaran 75,52% di tahun 2015 menjadi 77,67%. Pertamina has also managed to reduce refinery production costs from approximately 98.2% of MOPS in 2015 to 97.1% of MOPS in 2016 and made the prices of Pertamina's refinery products more competitive. Yield Valuable Products of refineries also increased from previously 75.52% in 2015 to 77.67%. Pembahasan Kinerja Keuangan Discussion on Financial Performance Pembahasan mengenai kinerja keuangan berikut harus dibaca bersama-sama dengan data keuangan dan operasional tertentu serta Laporan Keuangan Konsolidasian PT Pertamina (Persero) dan Entitas Anak untuk tahun yang berakhir pada tanggal 31 Desember 2016, yang telah diaudit oleh Kantor Akuntan Publik Purwanto, Sungkoro & Surja (Ernst & Young Indonesia), yang disertakan sebagai bagian dari Laporan Tahunan ini. Angka-angka yang berpadanan untuk tahun yang berakhir pada tanggal 31 Desember 2015 serta target anggaran tahun 2016 (RKAP 2016) disajikan untuk tujuan analisis dan atau perbandingan. The following discussion on financial performance should be read in conjunction with certain financial and operational data and Consolidated Financial Statements of PT Pertamina (Persero) and Subsidiaries for the year ended December 31, 2016 audited by Public Accounting Firm Purwanto, Sungkoro & Surja (Ernst & Young Indonesia), which are included as part of this Annual Report. The corresponding figures for the year ended December 31, 2015 and budget targets for 2016 (RKAP 2016) are presented for the purpose of analysis and or comparison. Mata uang penyajian dalam pembahasan ini mengacu pada laporan keuangan konsolidasian Perseroan yaitu dalam Dolar Amerika Serikat ("Dolar AS" atau "USD"), yang juga merupakan mata uang fungsional Group, kecuali dinyatakan lain. Sedangkan notasi angka pada tabel disajikan dalam Bahasa Inggris. The currency presented in this discussion refers to consolidated financial statements of the Company which is in United States Dollars ("US Dollars" or "USD"), which is also the functional currency of the Group, unless otherwise noted. The figures in the tables are presented in English.
249 Analisa atas Laporan Laba Rugi Statement of Profit or Loss Analysis Penjualan dan Pendapatan Usaha Lainnya Pada tahun 2016 Pertamina membukukan penjualan dan pendapatan usaha lainnya sebesar USD36,49 miliar, turun 12,6% dibandingkan USD41,76 miliar pada tahun 2015 dan 86,3% dari target sebesar USD42,26 miliar. Sales and Other Operating Revenues In 2016, Pertamina recorded sales and other operating revenues of USD36.49 billion, decreased by 12.6% compared to realization in 2015 which was USD41.76 billion and reached 86.3% of the target at USD42.26 billion. Tabel: Realisasi Penjualan dan Pendapatan Usaha Lainnya Tahun 2016 Dibandingkan dengan RKAP 2016 dan Realisasi Tahun 2012 -2015 Table: Sales and Other Operating Revenues Realization in 2016 Compared to the Budget 2016 and Realization in 2012-2015 Dalam juta USD In USD million Uraian Δ (%) RKAP 2016 2016 2015 2014 2013 2012 Description 2/1 2/3 1 2 3 4 5 6 Penjualan dalam negeri minyak mentah, gas bumi, energi panas bumi dan produk minyak 91.2 11.0 35,666 32,526 36,560 44,587 44,804 43,764 Domestic sales of crude oil, natural gas, geothermal energy and oil products Penggantian biaya subsidi dari Pemerintah 69.5 19.4 3,698 2,569 3,187 17,857 20,304 21,924 Subsidy reimbursements from the Government Penjualan ekspor minyak mentah, gas bumi dan produk minyak 45.2 23.7 2,144 968 1,270 6,707 5,503 4,714 Export of crude oil, natural gas and oil products Imbalan jasa pemasaran 482.1 1225.3 53 (257) 23 99 107 111 Marketing fees Pendapatan usaha dari aktivitas operasi lainnya 97.2 5.8 700 681 723 746 452 411 Revenue from other operating activities TOTAL PENJUALAN DAN PENDAPATAN USAHA LAINNYA 86.3 12.6 42,262 36,487 41,763 69,996 71,170 70,924 TOTAL SALES AND OTHER OPERATING REVENUES Penurunan penjualan dan pendapatan usaha lainnya disebabkan harga rata-rata produk minyak tahun 2016 lebih rendah dari harga rata-rata produk minyak tahun 2015 dimana rata-rata ICP tahun 2016 hanya sebesar USD40,16/barel dibandingkan rata-rata ICP tahun 2015 sebesar USD49,21/barel dan penurunan harga CP Aramco sampai dengan Desember 2016 menjadi USD342,18/ MT dibandingkan harga CP Aramco tahun 2015 sebesar USD428,09/MT. Selain faktor harga, penurunan kuantitas menyebabkan penurunan realisasi penjualan dan pendapatan usaha lainnya dengan rincian: a. Penjualan dalam negeri minyak mentah, gas, energi panas bumi dan hasil minyak mengalami penurunan sebesar USD4,03 miliar atau turun 11% dibandingkan realisasi pada tahun 2015. Berikut beberapa produk yang mengalami penurunan volume penjualan: - Realisasi penjualan premium penugasan (non jamali) dan umum (jamali) sebesar 21,60 juta KL atau 77,3% dari realisasi tahun 2015 sebesar 27,96 juta KL. Pencapaian disebabkan selera pasar yang mulai bergeser ke Pertalite dan BBM Non Subsidi lainnya. The decrease in sales and other operating revenues was due to the lower average price of oil products in 2016 than the average price of oil products in 2015 where the average ICP in 2016 was only USD40.16/barrel compared to the average ICP in 2015 which reached USD49.21/barrel and the falling Aramco CP until December 2016 to USD342.18/ MT compared to CP Aramco in 2015 of USD428.09/MT. In addition to the price factor, a decrease in quantity also led to declining sales and other operating revenues with the following details: a. Domestic sales of crude oil, gas, geothermal and oil products decreased by USD4.03 billion, or 11% compared to the realization in 2015. The following products experienced decreasing sales volume: - Sales realization of specific (non Jamali) and general (Jamali) premium amounted to 21.60 million KL, or 77.3% of realization in 2015 which was 27.96 million KL. This achievement was due to a shifting market appetite to Pertalite and other Non-Subsidized Fuel.
250 Tinjauan Kinerja Keuangan Financial Performance Review
Realisasi penjualan kerosene PSO sebesar 536,5 ribu KL atau 72,7% dari realisasi tahun 2015 sebesar 737,8 ribu KL disebabkan pelaksanaan program konversi minyak tanah ke LPG. Realisasi penjualan Solar/Biosolar PSO sebesar 13,60 juta KL atau 97,3% dari realisasi tahun 2015 sebesar 13,98 juta KL disebabkan beralihnya konsumen ke produk Dexlite. Realisasi penjualan LPG non PSO sebesar 1,40 juta ekuivalen KL atau 96,6% dari realisasi tahun 2015 sebesar 1,45 juta ekuivalen KL, disebabkan ketersediaan produk dan rendahnya brand awareness LPG NPSO. Realisasi penjualan IDO sebesar 34.526 KL atau 77,5% dari realisasi tahun 2015 sebesar 44.541 KL disebabkan konversi energi pelanggan ke gas/batu bara yang menurunkan penjualan melalui Agen BBM Pertamina maupun penjualan secara direct. Sales realization of subsidized kerosene amounted to 536.5 thousand KL, or 72.7% of realization in 2015 which was 737.8 thousand KL due to conversion program from kerosene to LPG. Sales realization of subsidized Diesel/Biodiesel which amounted to 13.60 million KL, or 97.3% of realization in 2015 which was 13.98 million KL due to shift consumers to Dexlite. Sales realization of non-subsidized LPG amounted to 1.40 million KL equivalent or 96.6% of realization in 2015 which was 1.45 million KL equivalent, due to products availability and low brand awareness of non-subsidized LPG. Sales realization of IDO amounted to 34,526 KL or 77.5% of realization in 2015 which was 44,541 KL due to consumers' energy conversion to gas/coal that lowered sales through Pertamina fuel agents and direct sales. b. Penggantian biaya subsidi dari pemerintah mengalami penurunan sebesar USD618 juta atau turun 19,4% dibandingkan realisasi penggantian subsidi jenis BBM tertentu dan LPG tabung 3 kg lebih rendah dari tahun sebelumnya akibat: - Adanya perubahan subsidi tetap untuk JBT Minyak Solar/Biosolar menjadi terhitung mulai tanggal 1 Juli 2016 dan pencapaian volume penjualan BBM PSO dan penugasan sebesar 92% dibandingkan tahun 2015. Realisasi penggantian biaya subsidi LPG tahun 2016 dari pemerintah sebesar USD1,82 miliar atau hanya 87,6% dari realisasi tahun 2015 karena adanya penurunan harga rata-rata CPA dari USD428,09/ MT pada tahun 2015 menjadi USD342,18/MT. tahun 2015 disebabkan Rp500/liter
b. Subsidies reimbursement from government decreased by USD618 million, or 19.4% compared to 2015 driven by the realized reimbursement of certain fuel and 3 kg LPG which was lower than the previous year due to: Adjustment to fixed subsidy for JBT Diesel/Biodiesel to Rp500/liter since July 1, 2016 and realized sales volume of subsidized and specific fuels of 92% compared to 2015.
Realized LPG subsidy reimbursement in 2016 from government of USD1.82 billion or only 87.6% of realization in 2015 due to a decrease in CPA average price from USD428.09/MT in 2015 to USD342.18/MT. c. Penurunan penjualan ekspor sebesar USD301 juta disebabkan penurunan harga jual produk minyak dan minyak mentah. Selain faktor harga, penurunan kuantitas menyebabkan penurunan realisasi penjualan ekspor dengan rincian sebagai berikut: - Realisasi ekspor Decant Oil sebesar 487,47 ribu ekuivalen KL atau 93,1% dari realisasi tahun 2015 sebesar 523,74 ribu ekuivalen KL, karena menyesuaikan dengan hasil optimasi kilang. Realisasi ekspor LSWR dan LSFO sebesar 1,19 juta ekuivalen KL atau 47,1% dari realisasi tahun 2015 sebesar 2,53 juta ekuivalen KL karena menyesuaikan dengan optimasi antar kilang untuk diproses kembali menjadi valuable produk sejalan dengan sudah on stream nya RFCC RU IV Cilacap. Penurunan imbalan jasa pemasaran sebesar USD280 disebabkan koreksi pembukuan piutang marketing fee LNG tahun 2011-2014 sebesar USD214,38 juta.
c. Decline in export sales of USD301 million due to a decreasing selling prices of oil products and crude oil. In addition to the price factor, a decrease in quantity also led to declining export sales with the following details:
Export realization of Decant Oil amounted to 487.47 thousand KL equivalent or 93.1% of realization in 2015 which was 523.74 thousand KL equivalent, for adjusting the refinery optimization results. Export realization of LSWR and LSFO amounted to 1.19 million KL equivalent, or 47.1% of realization in 2015 which was 2.53 million KL equivalent, for adjusting the optimization among refineries to be reprocessed into valuable products in line with the on stream RFCC RU IV Cilacap. Declining marketing fees amounted to USD280 due to correction on LNG marketing fee receivable 2011- 2014 of USD214.38 million. Dibandingkan dengan RKAP 2016, realisasi penjualan dan pendapatan usaha mencapai 86,3% dari target terutama disebabkan harga rata-rata produk lebih rendah dari asumsi RKAP 2016 sejalan dengan rendahnya ICP rata-rata tahun 2016 sebesar USD40,16/barel dibandingkan asumsi RKAP 2016 sebesar USD50/barel dan penurunan harga rata-rata CP Aramco tahun 2016 menjadi USD342,18/ Compared to RKAP 2016, sales and operating revenues reached 86.3% of the target mainly due to the lower average prices of the products than the assumption in RKAP 2016 in line with the lower average ICP in 2016 which was USD40.16/ barrel compared to RKAP 2016 assumption of USD50/ barrel and a decrease in the average CP Aramco in 2016 to USD342.18/MT compared to RKAP 2016 assumption of
MT dibandingkan dengan asumsi RKAP 2016 sebesar USD412,12/MT. Penurunan realisasi penjualan dan pendapatan usaha lainnya juga disebabkan penurunan volume penjualan. Total volume penjualan hilir tahun 2016 sebesar 82,34 juta KL atau 92,9% dari target sebesar 88,68 juta KL dengan rincian sebagai berikut: a. Realisasi penjualan dalam negeri mengalami penurunan sebesar USD3,14 miliar atau 91,2% dari target. Berikut beberapa produk yang mengalami penurunan volume penjualan: - USD412.12/MT. The decline in sales and other operating revenues was also due to a decrease in sales volume. The total volume of downstream sales in 2016 amounted to 82.34 million KL or 92.9% of the target of 88.68 million KL, with the following details: a. Realized domestic sales decreased by USD3.14 billion, or 91.2% of the target. The following products experienced decreasing sales volume:
Realisasi penjualan premium penugasan (non jamali) dan umum (jamali) sebesar 21,60 juta KL atau 83,8% dari target sebesar 25,78 juta KL disebabkan kecenderungan pasar yang mulai bergeser ke Pertalite dan BBM Non Subsidi lainnya. Realisasi sebesar penjualan 536,5 ribu KL atau 77,8% dari target sebesar 690 ribu KL disebabkan pelaksanaan program konversi minyak tanah ke LPG. Realisasi penjualan solar/bio solar PSO sebesar 13,60 juta KL atau 88,3% dari target sebesar 15,40 juta KL disebabkan mulai beralihnya konsumen ke Dexlite. Realisasi penjualan LPG non PSO sebesar 1,40 juta ekuivalen KL atau 92,8% dari target sebesar 1,51 juta ekuivalen KL disebabkan ketersediaan dan brand awareness produk LPG NPSO terutama Bright Gas masih rendah. kerosene PSO Sales realization of specific (non Jamali) and general (Jamali) premium amounted to 21.60 million KL, or 83.8% of the target which was 25.78 million KL. This achievement was due to shifting market appetite to Pertalite and other Non-Subsidized Fuel. Sales realization of subsidized kerosene amounted to 536.5 thousand KL, or 77.8% of the target which was 690 thousand KL due to conversion program from kerosene to LPG. Sales realization of subsidized Diesel/Biodiesel amounted to 13.60 million KL, or 88.3% of the target which was 15.40 million KL due to shift consumers to Dexlite. Sales realization of non-subsidized LPG amounted to 1.40 million KL equivalent or 92.8% of the target which was 1.51 million KL equivalent due to products availability and low brand awareness of non- subsidized LPG. b. Penggantian biaya subsidi dari pemerintah mengalami penurunan sebesar USD1,13 miliar atau menjadi sebesar 69,5% dari target disebabkan turunnya harga MOPS pada tahun 2016 dimana MOPS asumsi RKAP 2016 sebesar USD61,73/barel sedangkan rata-rata MOPS PSA 2016 sebesar USD52,08/barel, serta perubahan subsidi tetap untuk JBT Minyak Solar/Biosolar menjadi Rp500/liter terhitung mulai tanggal 1 Juli 2016. turun b. Subsidies reimbursement from government decreased by USD1.13 billion or as amounted to 69.5% of the target due to the lower MOPS in 2016 whereby RKAP 2016 assumed MOPS to be USD61.73/barrel, while the average MOPS PSA in 2016 was USD52.08/barrel and adjustment to fixed subsidy for JBT Diesel/Biodiesel to Rp500/liter since July 1, 2016. c. Penjualan ekspor sebesar USD1,18 miliar atau menjadi sebesar 45,2% dari target disebabkan penurunan harga jual minyak mentah dan produk minyak. Selain faktor harga, penurunan kuantitas menyebabkan penurunan realisasi penjualan ekspor dengan rincian: - Realisasi ekspor Decant Oil sebesar 487,47 ribu ekuivalen KL atau 85,5% dari target sebesar 570,41 ribu ekuivalen KL karena menyesuaikan dengan hasil optimasi kilang. Realisasi ekspor LSWR dan LSFO sebesar 1,19 juta ekuivalen KL atau 49,4% dari target sebesar 2,41 juta ekuivalen KL karena menyesuaikan dengan optimasi antar kilang untuk diproses kembali menjadi valuable product sejalan dengan sudah onstream-nya RFCC RU IV Cilacap.
c. Decline in export sales of USD1.18 billion or as amounted to 45.2% due to a decreasing selling prices of oil products and crude oil. In addition to the price factor, a decrease in quantity also led to declining export sales with the following details: - Export realization of Decant Oil amounted to 487.47 thousand KL equivalent or 85.5% of the target which was 570.41 thousand KL equivalent, as the result of refinery optimization adjustment. Export realization of LSWR and LSFO amounted to 1.19 million KL equivalent, or 49.4% of the target which was 2.41 million KL equivalent, for adjusting the optimization among refineries to be reprocessed into valuable products in line with the on stream RFCC RU IV Cilacap.
d. Realisasi imbalan jasa pemasaran turun sebesar USD311 juta atau -482,1% dari target disebabkan koreksi pembukuan piutang marketing fee LNG tahun 2011- 2014 sebesar USD214 juta. d. Declining marketing fees amounted to USD311 or -482.1% due to correction on LNG marketing fee receivable 2011-2014 of USD214 million. 251
252 Tinjauan Kinerja Keuangan Financial Performance Review Beban-Beban Pada tahun 2016, beban-beban yang terdiri dari beban pokok penjualan dan beban langsung lainnya, beban usaha, dan beban lain-lain masing-masing mencapai USD27,94 miliar, USD2,35 miliar dan USD1,25 miliar. Secara keseluruhan terjadi penurunan yang signifikan dibandingkan tahun 2015 sebagai dampak dari kebijakan strategis efisiensi di semua lini. Expenses In 2016, expenses consisted of cost of sales and other direct costs, operating expenses and other expenses respectively amounted to USD27.94 billion, USD2.35 billion and USD1.25 billion. Overall expenses significantly decreased compared to 2015 as a result of efficiency strategic policy in all business lines. Tabel: Realisasi Beban-Beban Tahun 2016 Dibandingkan dengan RKAP 2016 dan Realisasi Tahun 2012-2015 Table: Expenses Realization in 2016 Compared to the Budget 2016 and Realization in 2012 - 2015 Dalam juta USD In USD million Uraian Δ (%) RKAP 2016 2016 2015 2014 2013 2012 Description 2/1 2/3 1 2 3 4 5 6 Beban Pokok Penjualan dan Beban Langsung Lainnya Cost of sales and other direct costs Beban pokok penjualan 77.9 24.3 31,016 24,156 31,911 59,585 61,024 60,699 Cost of goods sold Beban produksi hulu dan lifting 2,047.4 3.1 145 2,977 3,072 2,842 2,468 2,391 Upstream production and lifting costs Beban eksplorasi 2.9 30.9 3,787 109 158 198 210 376 Exploration costs Beban dari aktivitas operasi lainnya 93.5 8.1 750 701 648 722 515 522 Expenses from other operating activities JUMLAH BEBAN POKOK PENJUALAN DAN BEBAN LANGSUNG LAINNYA 78.3 21.9 35,698 27,944 35,790 63,347 64,217 63,988 TOTAL COST OF SALES AND OTHER DIRECT COSTS Beban Usaha 77.5 14.5 3,032 2,349 2,051 2,211 2,214 2,172 Operating Costs Beban Lain-Lain 226.1 36.6 552 1,248 914 650 (227) (38) Other Expenses Beban pokok penjualan dan beban langsung lainnya tahun 2016 mencapai USD27,94 miliar atau 78,1% dari realisasi periode yang sama di tahun 2015. Hal ini disebabkan penurunan beban pokok penjualan akibat menurunnya harga bahan baku minyak mentah dan bahan pembantu serta impor produk dimana ICP rata-rata tahun 2016 sebesar USD40,16/barel dan ICP rata-rata Tahun 2015 sebesar USD49,21/barel. Penurunan beban pokok penjualan dan beban langsung lainnya juga disebabkan: - Biaya Pokok Produksi (BPP) Kilang secara kumulatif tahun 2016 sebesar 97,1% on MOPS lebih rendah dari BPP tahun 2015 sebesar 103,6% on MOPS, hal ini berkontribusi terhadap penurunan Beban Pokok Penjualan. Impor Produk BBM, NBBM dan BBK sebesar 98,2% dari realisasi tahun 2015. Total realisasi biaya pengolahan kilang sebesar USD1,62 miliar atau sebesar 92,6% dari realisasi tahun 2015.
Cost of sales and other direct costs in 2016 reached USD27.94 billion or 78.1% of realization in the same period in 2015. This was due to a decrease in the cost of sales driven by declining prices of raw materials and auxiliary materials of crude oil and imported products whereby the average ICP in 2016 reached USD40.16/barrel while the average ICP in 2015 was USD49.21/barrel. The decrease in cost of sales and other direct costs was also due to: Cumulative cost of production (BPP) of Refinery in 2016 amounted to 97.1% on MOPS lower than BPP in 2015 which was 103.6% on MOPS, this contributed to a decrease in Cost of Sales.
Imported BBM, NBBM and BBK products was 98.2% of realization in 2015. Total refinery processing costs amounted to USD1.62 billion or 92.6% of realization in 2015.
Beban usaha meningkat 14,5% dari USD2,05 miliar pada tahun 2015 menjadi USD2,35 miliar terutama disebabkan peningkatan biaya man power related akibat perubahan metode perhitungan PPh 21 dari ditanggung menjadi ditunjang, kenaikan biaya angkut dan transportasi akibat penyesuaian tarif filling fee LPG 3kg dan biaya penyusutan. Operating expenses increased by 14.5% from USD2.05 billion in 2015 to USD2.35 billion, primarily due to increased man power related costs as a result of changes in calculation method of income tax borne in article 21 that provided, an increase in freight and transportation costs as a result of filling filing a tariff fee adjustment of 3 kg LPG and depreciation expense. Beban lain-lain naik 36,6% dari USD914 juta pada tahun 2015 menjadi USD1,25 miliar terutama disebakan provisi atas pajak dibayar dimuka, selain itu terdapat peningkatan pendapatan keuangan atas deposito berjangka sebesar USD122 juta. Other expenses increased by 36.6% from USD914 million in 2015 to USD1.25 million mainly due to provision for prepaid taxes. In addition, there is an increase in financial income on time deposits amounted to USD122 million. Dibandingkan dengan RKAP 2016, realisasi beban pokok penjualan dan beban langsung lainnya sebesar 78,3% dari target terutama disebabkan penurunan beban pokok penjualan akibat penurunan harga bahan baku minyak mentah dan bahan pembantu serta impor produk dengan rincian sebagai berikut: a. Beban pokok penjualan turun sebesar USD6,86 miliar atau 77,9% dari target terutama disebabkan: - Penurunan crude intake minyak mentah domestik dan impor sebesar 4,8% dari RKAP serta penurunan harga minyak mentah dimana ICP rata-rata tahun 2016 sebesar USD40,16/barel sedangkan ICP rata-rata asumsi RKAP 2016 sebesar USD50,00/barel. Impor produk sebesar 89,3% dari target. Total realisasi biaya pengolahan kilang sebesar USD1,62 miliar atau sebesar 82,9% dari target. b. Beban produksi hulu dan lifting turun sebesar USD809 juta atau 78,6% dari target sejalan dengan realisasi produksi minyak mentah yang hanya sebesar 91,3% dari RKAP 2016. - Compared to RKAP 2016, the actual cost of sales and other direct costs was 78.3% of the target mainly due to a decrease in cost of sales driven by declining prices of raw materials and auxiliary materials of crude oil and imported products with the following details: a. Cost of sales decreased by USD6.86 billion, or 77.9% of the target mainly due to: - Decrease in crude intake of domestic and imported crude oil of 4.8% of RKAP and decrease in crude oil prices whereby the average ICP in 2016 reached USD40.16/barrel, while the average ICP assumption in RKAP 2016 was USD50.00/barrel. Imported products was 89.3% of the target. Total refinery processing costs amounted to USD1.62 billion or 82.9% of the target. - b. Production costs of upstream and lifting decreased by USD809 million or 78.6% of the target in line with the actual production of crude oil which only reached 91.3% of RKAP 2016. Terhadap RKAP 2016, realisasi beban usaha mencapai 77,5% dari target sebesar USD3,03 miliar terutama disebabkan upaya efisiensi biaya overhead Persero seperti biaya management consulting, perjalanan dinas, catering, sentralisasi pengadaan sehingga realisasi operational expenses Persero sampai dengan Desember 2016 tercapai 85,1% dari RKAP tahun 2016. Against RKAP 2016, the actual operating expenses was 77.5% of the target of USD3.03 billion, mainly due to the Company's efficiency in overheads, including travel, catering, management consulting, business procurement centralization so the Company's operating expenses in 2016 achieved 85.1% of RKAP 2016. that Sedangkan lain-lain sebesar USD1,25 miliar atau 226,1% dari RKAP 2016 sebesar USD552 lainnya sebesar juta disebabkan peningkatan beban USD841 juta akibat provisi atas pajak dibayar dimuka dan peningkatan pendapatan keuangan atas deposito berjangka sebesar USD122 juta. jumlah beban While other expenses amounted to USD1.25 billion or 226.1% of 2016 target amounting to USD552 million due to an increase in other expenses amounted to USD841 million as the provision for taxes paid in advance and the increase in financial income on time deposits amounted to USD122 million. 253
254 Tinjauan Kinerja Keuangan Financial Performance Review Laba (Rugi) Pada tahun 2016, Pertamina membukukan laba usaha sebesar USD6,19 miliar, meningkat 58,0% dari USD3,92 miliar pada tahun 2015 dan mencapai 175,4% dari target. Laba sebelum beban pajak penghasilan mencapai USD4,95 miliar, meningkat 64,5% dibandingkan USD3,01 miliar pada tahun 2015 dan mencapai 166,0% dari target. Profit (Loss) In 2016, Pertamina recorded income from operations of USD6.19 billion, increased by 58.0% from USD3.92 billion in 2015 and achieved 175.4% of the target. Profit before income tax was USD4.95 billion, which rose by 64.5% from USD3.01 billion in 2015 and achieved 166.0% of the target. Selanjutnya, laba tahun berjalan mencapai USD3,16 miliar, naik 119,3% dibandingkan USD1,44 miliar di tahun 2015 dan 195,1% dari target. Sedangkan laba komprehensif mencapai USD3,10 miliar, naik 71,0% dari USD1,14 miliar pada tahun 2015 dan mencapai 191,2% dari target. Furthermore, income for the year was USD3.16 billion, increased by 119.3% from USD1.44 billion in 2015 and 195.1% of the target. While comprehensive income amounted to USD3.10 billion, which rose by 71.0% from USD1.14 billion in 2015 and achieved 191.2% of the target. Tabel: Realisasi Laba (Rugi) Tahun 2016 Dibandingkan dengan RKAP 2016 dan Realisasi Tahun 2012-2015 Table: Profit (Loss) Realization in 2016 Compared to the Budget 2016 and Realization in 2012-2015 Dalam juta USD In USD million Uraian Δ (%) RKAP 2016 2016 2015 2014 2013 2012 Description 2/1 2/3 1 2 3 4 5 6 Laba usaha 175.4 58.0 3,532 6,194 3,921 4,438 4,739 4,764 Operating profit Laba sebelum beban Pajak penghasilan 166.0 64.5 2,980 4,946 3,007 3,788 4,966 4,802 Profit before income tax Laba tahun berjalan 195.1 119.3 1,621 3,163 1,442 1,477 3,067 2,766 Profit for the year Laba komprehensif 191.2 171.0 1,621 3,099 1,144 1,416 2,838 2,752 Comprehensive income Pajak Beban pajak penghasilan termasuk beban pajak tangguhan mencapai USD1,78 miliar, lebih tinggi 13,9% dibandingkan USD1,57 miliar pada tahun 2015 disebabkan laba fiskal opsen tahun 2016 lebih tinggi dibandingkan tahun 2015. Terhadap RKAP 2016, realisasi pajak penghasilan mencapai 131,2% dari target sebesar USD1,36 miliar. Taxation Income tax expense including deferred tax expenses was USD1.78 billion, higher by 13.9% compared to USD1.57 billion in 2015 due to higher taxable income in 2016 than in 2015. Against RKAP 2016, the actual income tax was 131.2% of the target of USD1.36 billion. Tabel: Realisasi Beban Pajak Penghasilan Tahun 2016 Dibandingkan dengan RKAP 2016 dan Realisasi Tahun 2012-2015 Table: Income Tax Expenses Realization in 2016 Compared to the Budget 2016 and Realization in 2012 - 2015 Dalam juta USD In million USD Uraian Δ (%) RKAP 2016 2016 2015 2014 2013 2012 Description 2/1 2/3 1 2 3 4 5 6 Beban Pajak Penghasilan 131.2 13.9 1,359 1,783 1,565 2,311 1,957 2,036 Income tax expense
255 Analisa atas Laporan Posisi Keuangan Statement of Financial Position Analysis Aset Pada tahun 2016, jumlah aset Pertamina sebesar USD47,23 miliar, naik 3,8% dari USD45,52 miliar pada tahun 2015. Hal ini terjadi karena adanya kenaikan aset lancar sebesar 13,3%. Assets At the end of 2016, Pertamina's total assets balance was USD47.23 billion, increased by 3.8% from USD45.52 billion at the end of 2015. This was due to the increase in current assets of 13.3% . Tabel: Jumlah Aset tahun 2016-2012 Table: Total Assets in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Aset Lancar 13.3 16,241 14,330 20,493 24,113 22,026 Current Assest Aset Tidak Lancar 0.6 30,992 31,189 30,203 25,394 18,933 Non-Current Assets JUMLAH ASET 3.8 47,233 45,519 50,696 49,507 40,959 TOTAL ASSETS Aset Lancar Aset lancar sebesar USD16,24 miliar, naik 13,3% dari tahun 2015 sebesar USD14,33 miliar. Current Assets Current assets amounted to USD16.24 billion, increased by 13.3% from 2015 which was USD14.33 billion. Tabel: Aset Lancar Tahun 2016-2012 Table: Current Assets in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Kas dan setara kas 69.0 5,259 3,111 3,639 4,576 4,295 Cash and cash equivalents Kas yang dibatasi penggunaannya 19.1 123 152 242 213 173 Restricted cash Investasi jangka pendek 23.7 117 153 144 153 66 Short-term investments Piutang usaha 1.3 2,533 2,501 3,400 3,968 3,855 Related parties Piutang Pemerintah 21.2 1,792 2,273 3,798 4,291 2,715 Due from Government Piutang lain-lain 1.4 651 642 1,194 1,093 970 Other receivables Persediaan 7.6 4,728 4,395 7,025 9,084 8,961 Related parties Pajak dibayar di muka-bagian lancar 30.5 567 816 661 475 405 Prepaid taxes-current portion Biaya dibayar di muka dan uang muka 58.7 428 270 390 260 482 Prepayments and advances Investasi lainnya 172.3 43 16
103 Other investments JUMLAH ASET LANCAR 13.3 16,241 14,330 20,493 24,113 22,026 TOTAL CURRENT ASSETS Kenaikan aset lancar terutama disebabkan oleh: - Saldo Kas dan Setara Kas naik sebesar USD2,15 miliar atau naik 69,0% dari realisasi tahun 2015 terutama disebabkan arus kas yang diperoleh dari aktivitas operasi sebesar USD7,88 miliar lebih tinggi dibandingkan dengan arus kas yang dikeluarkan untuk aktivitas investasi dan pendanaan sebesar USD5,74 miliar serta efek perubahan nilai kurs sebesar USD13 juta. The increase in current assets was mainly due to: - Increase in Cash and Cash Equivalent of USD2.15 billion or by 69.0% from the realization in 2015 mainly due to cash flow generated from operating activities of USD7.88 billion which was higher than cash flow used for investing and financing activities of USD5.74 billion and the effect of exchange rates fluctuation of USD13 million.
256 Tinjauan Kinerja Keuangan Financial Performance Review
Persediaan naik sebesar USD333 juta atau naik 7,6% dari realisasi tahun 2015 terutama disebabkan kenaikan harga produk minyak dan minyak mentah dimana MOPS PSA rata-rata November - Desember 2016 mencapai USD59,66/barel, sedangkan MOPS PSA rata-rata November - Desember 2015 mencapai USD52,60/ barel. ICP November - Desember 2016 mencapai USD47,18/barel, sedangkan ICP November - Desember 2015 mencapai USD38,46/barel. Kenaikan biaya dibayar dimuka sebesar USD158 juta terutama disebabkan pembayaran dividen interim sebesar USD37 juta dan peningkatan penerbitan Letter of Credit (LC) untuk pembelian minyak mentah di 2016 sebesar USD78 juta.
Inventories rose by USD333 million, or by 7.6% from 2015 mainly due to the increase in prices of oil products and crude oil whereby the average MOPS PSA during reached USD59.66/ November-December, 2016 barrel, while the average MOPS PSA during November- December, 2015 was USD52.60/barrel. ICP during November-December, 2016 reached USD47.18/ barrel, while ICP during November-December, 2015 was USD38.46/barrel. Increase in prepayments of USD158 million, mainly due to payment of interim dividends of USD37 million and increase in issuance of Letter of Credit (LC) for the purchase of crude oil in 2016 amounted to USD78 million. Terdapat penurunan yang signifikan pada akun-akun berikut: Penurunan piutang pemerintah sebesar USD481 juta - terutama disebabkan penerimaan atas pelunasan piutang subsidi BBM & LPG tahun 2014 dan 2015 sebesar USD 1,87 miliar. Namun, terdapat outstanding piutang atas penyerahan BBM & LPG subsidi tahun berjalan sebesar USD 1,49 miliar, serta perubahan subsidi tetap untuk JBT Minyak Solar/Biosolar menjadi Rp500/liter terhitung mulai tanggal 1 Juli 2016. Penurunan pajak dibayar dimuka sebesar USD249 juta terutama disebabkan penerimaan atas VAT reimbursement.
There were significant declines in the following accounts: - Decrease in government receivables of USD481 million mainly due to the settlement of receivables on fuel and LPG subsidies in 2014 and 2015 amounted to USD1.87 billion. However, there were outstanding receivables for delivery of fuel and LPG subsidies for the current year amounted to USD1.49 billion, and changes in the fixed subsidy for JBT Diesel Fuel/Biodiesel to Rp500/liter starting on July 1, 2016. Decrease in prepaid taxes amounted to USD249 million mainly due to receipt of VAT reimbursement. Namun demikian, penurunan piutang pemerintah dan pajak dibayar dimuka tidak sebanding dengan kenaikan saldo kas dan setara kas sehingga mendorong aset lancar tahun 2016 meningkat secara agregat. Nevertheless, the decline in government receivables and prepaid taxes was lower than the increase in cash and cash equivalents hence leading to an increase in current assets at the end of 2016 in aggregate. Aset Tidak Lancar Jumlah aset tidak lancar mencapai USD30,99 miliar, turun 0,6% dari tahun 2015 sebesar USD31,19 miliar. Non-Current Assets Non-current assets amounted to USD30.99 billion, decreased by 0.6% from 2015 amounted to USD31.19 billion. Tabel: Aset Tidak Lancar tahun 2016-2-12 Table: Non-Current Assets in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Aset pajak tangguhan 7.0 671 627 901 1,023 897 Deferred tax assets Investasi jangka panjang 7.3 3,157 2,941 2,535 942 650 Long-term investments Aset tetap Aset minyak dan gas serta panas bumi 0.1 24,959 24,978 23,525 20,062 15,364 Fixed assets Oil & gas and geothermal properties Pajak dibayar di muka - dikurangi bagian lancar 21.9 1,283 1,642 2,164 2,030 1,663 Prepaid taxes - net of current portion Aset tidak lancar lainnya 8.0 922 1,002 1,078 1,336 359 Other non-current assets JUMLAH ASET TIDAK LANCAR 0.6 30,992 31,189 30,203 25,395 18,933 TOTAL NON-CURRENT ASSETS
257 Penurunan aset tidak lancar terutama disebabkan oleh: - Penurunan aset minyak dan gas serta panas bumi sebesar USD157 juta disebabkan penyisihan penurunan nilai pada PT PHE, PIEP dan PT Pertamina EP Cepu. Penurunan pajak dibayar dimuka - dikurangi bagian lancar sebesar USD359 juta akibat jumlah pajak kini lebih besar daripada jumlah kredit pajak dan dilakukannya impairment atas pajak dibayar dimuka sebelum tahun 2016.
The decrease in non-current assets was mainly due to: - Decrease in oil, gas and geothermal assets of USD157 million driven by decreased provision for the depreciation of PT PHE, PIEP and PT Pertamina EP Cepu. Decrease in prepaid taxes - net of current portion of USD359 million driven by the higher amount of current tax than the tax credit and depreciation of prepaid taxes prior to 2016. Di sisi lain, terdapat kenaikan yang signifikan pada akun- akun berikut: - Kenaikan investasi jangka panjang sebesar USD216 juta atau naik 7,3% dari realisasi tahun 2015. Kenaikan terutama disebabkan akuisisi 24,53% saham Maurel et Prom sebesar USD227 juta pada tanggal 25 Agustus 2016, melalui PT Pertamina Internasional Eksplorasi dan Produksi (PIEP). Kenaikan aset tetap sebesar USD139 juta disebabkan realisasi belanja modal atas tangki, instalasi pipa dan peralatan lainnya di tahun 2016. On the other hand, there were significant increases in the following accounts: - Increase in long-term investments of USD216 million, or by 7.3% from realization in 2015. The increase was mainly due to acquisition of 24.53% stake in Maurel et Prom amounted to USD227 million on August 25, 2016, through PT Pertamina Internasional Explorasi and Produksi (PIEP). Increase in fixed assets of USD139 million driven by realized capital expenditure for tanks, installation of pipes and other equipment in 2016.
Liabilitas Pada akhir tahun 2016, jumlah liabilitas Pertamina sebesar USD25,16 miliar, turun 3,4% dari USD26,04 miliar pada tahun 2015. Hal ini terjadi karena adanya penurunan liabilitas jangka pendek dari USD8,55 miliar pada tahun 2015 menjadi USD8,11 miliar. Liabilities At the end of 2016, Pertamina's total liabilities balance was USD25.16 billion, decreased by 3.4% from USD26.04 billion at the end of 2015. This was due to a decrease in current liabilities from USD8.55 billion at the end of 2015 to USD8.11 billion. Tabel: Jumlah Liabilitas Tahun 2016-2012 Table: Total Liabilities in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Liabilitas Jangka Pendek 5.1 8,107 8,547 13,746 16,572 14,150 Current Liabilities Liabilitas Jangka Panjang 2.5 17,051 17,497 18,135 14,771 11,616 Non-Current Liabilities JUMLAH LIABILITAS 3.4 25,159 26,044 31,881 31,343 25,766 TOTAL LIABILITIES Liabilitas Jangka Pendek Liabilitas jangka pendek mencapai USD8,11 miliar, turun 5,1% dibandingkan tahun 2015 sebesar USD8,55 miliar. Current Liabilities Current liabilities amounted to USD8.11 billion, decreased by 5.1% compared to 2015 which was USD8.55 billion. Tabel: Liabilitas Jangka Pendek Tahun 2016-2012 Table: Current Liabilities in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Pinjaman jangka pendek 92.8 130 1,808 4,976 4,995 3,843 Short-term loans Utang usaha 29.0 3,330 2,582 3,555 5,079 4,745 Trade payables Utang Pemerintah - bagian lancar tahun 84.0 930 506 769 2,418 2,167 Current maturities of due to the Government Utang pajak 124.5 683 304 456 624 534 Taxes payable
258 Tinjauan Kinerja Keuangan Financial Performance Review Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Beban masih harus dibayar 1.0 1,543 1,559 2,307 1,954 1,752 Accrued expenses Liabilitas jangka panjang - bagian lancar 38.1 573 926 791 742 489 Current maturities of long-term liabililites Utang lain-lain 5.8 739 699 700 627 542 Other payables Pendapatan tangguhan jatuh tempo dalam satu tahun 9.4 177 162 191 135 78 Current maturities of deferred income JUMLAH LIABILITAS JANGKA PENDEK 5.1 8,107 8,547 13,746 16,572 14,150 TOTAL CURRENT LIABILITIES Penurunan liabilitas jangka pendek terutama disebabkan oleh: - Penurunan pinjaman jangka pendek sebesar USD1,68 miliar terutama disebabkan pembayaran atas pinjaman jangka pendek (trust receipt) yang sudah jatuh tempo. Penurunan liabilitas jangka panjang - bagian lancar sebesar USD353 juta terutama disebabkan pelunasan pokok corporate loan selama tahun 2016.
The decline in current liabilities was mainly due to: Decrease in short-term loans of USD1.68 billion, primarily driven by repayment on overdue short-term loans (trust receipt). Decrease in long-term liabilities - current portion of USD353 million mainly triggered by principal repayment of corporate loans during 2016. Terdapat kenaikan yang signifikan pada akun-akun berikut: - Kenaikan utang usaha sebesar USD748 juta terutama disebabkan kenaikan harga minyak mentah dan produk minyak MOPS PSA rata-rata November - Desember 2016 sebesar USD59,66/barel, sedangkan MOPS PSA rata- rata November - Desember 2015 sebesar USD52,60/ barel. Sementara ICP November - Desember 2016 sebesar USD47,18/barel, sedangkan ICP November - Desember 2015 sebesar USD38,46/barel. Kenaikan utang pemerintah - bagian lancar sebesar USD425 juta terutama disebabkan peningkatan liabilitas terhadap pemerintah atas disparitas harga sebesar USD$209 juta serta nilai lawan atas pembelian minyak mentah November - Desember 2016 sebesar USD245 juta. Kenaikan utang pajak sebesar USD379 juta terutama disebabkan penambahan PPh pasal 29 atas kurang bayar dari laba fiskal sampai dengan Desember 2016 dan kenaikan PPN tahun 2016. There were significant increases in the following accounts: - Increase in trade payables of USD748 million, mainly due to the rising prices of crude oil and oil products. The average MOPS PSA during November-December, 2016 reached USD59.66/barrel, while the average MOPS PSA during November-December, 2015 was USD52.60/barrel. Whilst ICP during November- December, 2016 reached USD47.18/barrel, increased from ICP during November-December, 2015 which was USD38.46/barrel. Increase in due to government - current portion of USD425 million, primarily driven by an increase in liabilities to government on disparity between two price references applied in determining selling price of certain fuel and specific fuel amounted to USD209 million and conversion account on crude oil purchases during November - December, 2016 of USD245 million. Increase in taxes payable of USD379 million, mainly triggered by addition of income tax article 29 for under provision of income tax as of December 2016 and increase in VAT during 2016.
Liabilitas Jangka Panjang Liabilitas jangka panjang mencapai USD17,05 miliar, turun USD446 juta atau 2,5% dibandingkan tahun 2015 sebesar USD17,50 miliar. Non-Current Liabilities Non-current liabilities amounted to USD17.05 billion, decreased by USD446 million, or 2.5% from the balance at the end of 2015 which was USD17.50 billion.
259 Tabel: Liabilitas Jangka Panjang Tahun 2016-2012 Table: Non-Current Liablilities in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Utang Pemerintah - setelah dikurangi bagian lancar 126.1 332 147 137 155 196 Due to the Government - net of current maturities Liabilitas pajak tangguhan 4.3 2,444 2,555 2,405 2,021 1,163 Deferred tax liabilities Liabilitas jangka panjang - setelah dikurangi bagian lancar 17.1 1,821 2,196 3,038 2,024 1,384 Long-term liabilities - net of current maturities Utang obligasi 1.6 8,492 8,634 8,685 7,186 3,938 Bonds payable Liabilitas imbalan kerja karyawan 9.6 1,964 1,791 1,848 1,871 3,303 Employee benefits liabilities Provisi pembongkaran dan restorasi 5.3 1,824 1,926 1,800 1,213 1,441 Provision for decommissioning and site restoration Pendapatan tangguhan - setelah dikurangi bagian lancar 32.4 120 178 140 204 92 Deferred income - net of Current maturities Utang jangka panjang lain-lain 23.5 54 71 83 98 99 Other non-current payables JUMLAH LIABILITAS JANGKA PANJANG 2.5 17,051 17,497 18,136 14,771 11,616 TOTAL NON-CURRENT LIABILITIES Penurunan liabilitas jangka panjang terutama disebabkan oleh: - Penurunan kewajiban pajak tangguhan sebesar USD111 juta terutama disebabkan penurunan kewajiban pajak tangguhan atas aset minyak dan gas bumi. Penurunan liabilitas jangka panjang - dikurangi bagian lancar sebesar USD375 juta terutama disebabkan percepatan pelunasan sebagian pokok corporate loan di tahun 2016 sebesar USD402 juta. Penurunan utang obligasi sebesar USD142 juta terutama disebabkan buy back sebesar USD153 juta selama tahun 2016. Penurunan provisi pembongkaran dan restorasi sebesar USD101 juta terutama disebabkan penyesuaian akibat penurunan tarif pluged & abondened (P&A) sumur di tahun 2016.
The decline in non-current liabilities was mainly due to: Decrease in deferred tax liability of USD111 million primarily driven by a decrease in deferred tax liabilities for oil and gas assets. Decrease in non-current liabilities - net of current portion of USD375 million, mainly triggered by accelerated principal repayment of corporate loans in 2016 of USD402 million. Decrease in bonds payable of USD142 million, primarily due to buy back bonds amounting to USD153 million during 2016. Decrease in provision for decommissioning and rise restoration of USD101 million mainly driven by adjustments due to reduced tariff of pluged & abondened (P&A) wells in 2016. Namun, terdapat kenaikan yang cukup signifikan pada akun berikut: - Kenaikan utang pemerintah - dikurangi bagian lancar sebesar USD185 juta terutama disebabkan penarikan tambahan pinjaman proyek panas bumi Ulubelu dan Lahendong sebesar USD167 juta. Kenaikan akun liabilitas imbalan kerja karyawan sebesar USD172 juta terutama disebabkan penambahan masa kerja atas karyawan di tahun 2016 dan biaya Past Service Liabilities (PSL) yang diakui di tahun berjalan sebesar USD215 juta. However, there were significant increases in the following accounts: - Increase in due to government - net of current portion of USD185 million mainly due to additional loan withdrawals for Ulubelu and Lahendong geothermal projects amounting to USD167 million. Increase in employee benefits liability of USD172 million, primarily driven by additional service years of employees in 2016 and Past Service Liabilities (PSL) cost recognized in the current year amounting to USD215 million.
260 Tinjauan Kinerja Keuangan Financial Performance Review Ekuitas Jumlah ekuitas per 31 Desember 2016 tercatat sebesar USD22,07 miliar, meningkat 13,3% dari USD19,47 miliar pada periode yang sama tahun 2015. Equity Total equity per December 31, 2016 was USD22.07 billion, increased by 13.3% from USD19.47 billion at the same date in 2015. Tabel: Ekuitas Tahun 2016-2012 Table: Equity in 2016-1012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Modal Saham 36.0 13,420 9,868 9,869 9,869 9,865 Shared capital Uang muka setoran modal 100.0
3,552
Advance for share issuance Penyesuaian akun ekuitas N/A
(2,648) (2,648) (2,648) Equity adjustment Bantuan Pemerintah yang belum ditentukan statusnya 0.0 1 1 1 1 1 Government contributed assets pending final clarification of status Komponen ekuitas lainnya 9.0 665 730 997 1,046 (11) Other components of equity Saldo Laba 51.6 7,778 5,131 10,393 9,819 7,908 Retained earnings Kepentingan non-pengendali 8.9 210 193 203 76 77 Non-controlling interest EKUITAS 13.3 22,075 19,475 18,815 18,164 15,193 EQUITY Peningkatan ekuitas terjadi karena adanya perubahan komponen ekuitas sebagai berikut: - Pengakuan laba bersih tahun 2016 sebesar USD3,15 miliar dan peningkatan pembayaran dividen dari sebesar Rp 6 triliun (ekuivalen USD432 juta) menjadi Rp6,8 triliun (ekuivalen USD499 juta), serta Penurunan komponen ekuitas lainnya sebesar USD66 juta akibat penurunan keuntungan aktuarial atas program pensiun manfaat pasti.
The increase in equity was due to changes in the following equity components - Recognition of profit for the year 2016 of USD3.15 billion and an increase in dividends payment from Rp6 trillion (equivalent to USD432 million) to Rp6.8 trillion (equivalent to USD499 million), and Decrease in other equity components of USD66 million due to a decrease in actuarial gain relating to defined benefit pension scheme.
261 Analisa atas Laporan Arus Kas Statement of Cash Flows Analysis Pada tahun 2016, Pertamina memiliki arus kas positif terbesar dari aktivitas operasional, yaitu sebesar USD7,88 miliar. Aktivitas pendanaan berkontribusi pada pengurangan arus kas sebesar USD3,65 miliar, sedangkan arus kas untuk investasi mencapai USD2,09 miliar. In 2016, Pertamina recorded the highest positive cash flow from operating activities, amounting to USD7.88 billion. Financing activities contributed to deduction in cash flow of USD3.65 billion, while cash flow for investing activities reached USD2.09 billion. Tabel: Realisasi Arus Kas Tahun 2016-2012 Table: Cashflow Realization in 2016-2012 Dalam juta USD In USD million Uraian Δ (%) 2016 2015 2014 2013 2012 Description 1/2 1 2 3 4 5 Arus kas bersih yang diperoleh dari aktivitas operasi 6.1 7,875 7,425 4,211 2,512 1,793 Net cash provided by operating activities Arus kas bersih yang digunakan untuk aktivitas investasi 37.9 (2,089) (3,363) (5,714) (6,006) (2,578) Net cash used in investing activities Arus kas bersih yang diperoleh dari aktivitas pendanaan 17.6 (3,652) (4,431) 623 4,086 2,010 Net cash provided by financing activities (Penurunan)/kenaikan bersih kas dan setara kas 677.5 2,135 (370) (880) 592 1,225 Net (decrease)/increase in cash and cash equivalents Efek perubahan nilai kurs pada kas dan setara kas 107.9 13 (158) (57) (218) (129) Effect of exchange rate changes on cash and cash equivalents Saldo kas dan setara kas pada awal tahun 14.5 3,111 3,639 4,576 4,202 3,199 Cash and cash equivalents at beginning of the year Saldo kas dan setara kas pada akhir tahun 69.0 5,259 3,111 3,639 4,576 4,295 Cash and cash equivalents at end of the year Arus Kas dari Aktivitas Operasi Arus kas bersih yang diperoleh dari aktivitas operasi selama tahun 2016 lebih tinggi USD451 juta dibandingkan periode yang sama tahun 2015. Hal ini disebabkan penurunan pembayaran kas kepada pemasok sebagai akibat dari penurunan harga minyak mentah dan produk minyak. Cash Flow from Operating Activities Net cash flow from operating activities during 2016 is higher by USD451 million compared to the same period in 2015. This was due to a decrease in cash payments to suppliers as a result of decreasing prices of crude oil and oil products. Arus Kas dari Aktivitas Investasi Arus kas bersih yang digunakan untuk aktivitas investasi selama tahun 2016 lebih rendah USD1,27 miliar dibandingkan periode yang sama tahun 2015. Hal ini disebabkan penurunan pembelian aset tetap, aset minyak, gas dan panas bumi serta tidak adanya penambahan participating interest. Cash Flow from Investing Activities Net cash flow used for investing activities during 2016 was USD1.27 billion lower than the same period in 2015. This was due to a decrease in acquisition of fixed assets, oil, gas and geothermal assets as well as the absence of additional participating interest. Arus Kas dari Aktivitas Pendanaan Arus kas dari aktivitas pendanaan selama tahun 2016 lebih rendah USD779 juta dibandingkan periode yang sama tahun 2015. Hal ini terutama disebabkan penurunan pelunasan pinjaman jangka pendek. Cash Flow from Financing Activities Cash flow from financing activities during 2016 was lower by USD779 million compared to the same period in 2015. This decrease was mainly due to repayment of short-term loans.
262 Tinjauan Kinerja Keuangan Financial Performance Review Rasio-Rasio Keuangan Financial Ratios Satuan Unit 2016 Realisasi vs Target Realization vs Target Aspek Keuangan RKAP Target Realisasi Realization 3 = (2-1) 4=(3:1) Financial Aspect 2/1 1 2 3 4 ROE* % 12.82 22.77 9.95 77.6% ROE* ROI % 12.20 17.86 5.66 46.4% ROI Cash Ratio % 29.72 66.31 36.59 123.1% Cash Ratio Current Ratio % 143.61 200.33 56.72 39.5% Current Ratio Collection Period Hari/Day 40 43 3 7.5% Collection Period Inventory Turn Over Hari/Day 45 47 2 4.4% Inventory Turn Over Total Asset Turn Over % 93.72 87.42 (6.30) 6.7% Total Asset Turn Over TMS terhadap Total Aset % 36.41 42.46 6.05 16.6% Total Equity to Total Asset Keterangan/Notes: *) ROE RKAP 2016 menggunakan perhitungan ulang dari sebelumnya 14,32% menjadi 12,82% ROE in 2016 budget was re-calculated from the previous of 14.32% to 12.82%. Return on Equity (ROE) ROE Pertamina pada tahun 2016 sebesar 22,77%, lebih tinggi dibandingkan RKAP 2016 sebesar 12,82% disebabkan lebih tingginya proporsi kenaikan laba setelah pajak dibandingkan dengan kenaikan modal sendiri. Realisasi laba setelah pajak sebesar USD3,15 miliar, lebih tinggi USD1,54 miliar atau 95,3% dari target laba setelah pajak RKAP sebesar USD1,61 miliar. Sedangkan realisasi saldo modal sendiri pada tahun 2016 sebesar USD13,82 miliar, lebih tinggi sebesar USD1,25 miliar atau 10,0% dari saldo modal sendiri RKAP 2016 sebesar USD12,57 miliar. Kenaikan realisasi laba setelah pajak disebabkan proporsi penurunan penjualan dan pendapatan usaha lainnya lebih rendah dari pada proporsi penurunan beban pokok penjualan dan beban langsung lainnya. Return on Equity (ROE) Pertamina's ROE in 2016 was 22.77%, higher than RKAP 2016 of 12.82% due to the higher proportion of increase in income after tax compared to increase in equity. Realized income after tax was USD3.15 billion, higher by USD1.54 billion, or 95.3% of the targeted income after tax in RKAP of USD1.61 billion. While realized equity at the end of 2016 was USD13.82 billion, higher by USD1.25 billion, or 10.0% of the targeted equity in RKAP of USD12.57 billion. The increase in realized income after tax was due to the lower proportion of decrease in sales and other operating revenues compared to decrease in cost of sales and other direct costs. Return on Investment (ROI) ROI Pertamina pada tahun 2016 sebesar 17,86%, lebih tinggi dibandingkan dengan RKAP 2016 sebesar 12,20% disebabkan kenaikan EBITDA dan penurunan capital employed. Realisasi EBITDA tahun 2016 sebesar USD7,56 miliar, lebih tinggi USD2,14 miliar dari EBITDA pada RKAP 2016 sebesar USD5,42 miliar akibat kenaikan laba sebelum pajak yang disebabkan proporsi penurunan penjualan dan pendapatan usaha lainnya lebih rendah dari pada proporsi penurunan beban pokok penjualan dan beban langsung lainnya. Sedangkan realisasi capital employed Pertamina tahun 2016 sebesar USD42,34 miliar atau 95,3% dari target sejalan dengan realisasi investasi yang hanya mencapai 86,7% dari target. Return on Investment (ROI) Pertamina's ROI in 2016 was 17.86%, higher than RKAP 2016 of 12.20% due to an increase in EBITDA and a decrease in capital employed. Realized EBITDA in 2016 was USD7.56 billion, USD2.14 billion higher than EBITDA in RKAP 2016 of USD5.42 billion driven by higher income before tax due to the lower proportion of decline in sales and other operating income compared to decrease in cost of sales and other direct costs. Meanwhile Pertamina's realized capital employed in 2016 amounted to USD42.34 billion, or 95.3% of the target in line with the realized investment that reached 86.7% of the target.
Rasio Kas Rasio kas Pertamina pada tahun 2016 sebesar 66,31%, lebih tinggi dibandingkan dengan rasio kas pada RKAP 2016 sebesar 29,72%. Hal ini terutama disebabkan peningkatan saldo kas dan bank akibat tidak terealisasinya rencana investasi sesuai RKAP serta pelunasan liabilitas jangka pendek (trust receipt). Cash Ratio Pertamina's cash ratio in 2016 was 66.31%, higher than the cash ratio in RKAP 2016 of 29.72%. This was mainly due to an increase in cash and bank because the realized investment was lower than the target set in RKAP and repayment of current liabilities (trust receipt). Rasio Lancar Rasio lancar Pertamina pada tahun 2016 sebesar 200,33%, lebih tinggi dibandingkan rasio lancar pada RKAP 2016 sebesar 143,61%, terutama disebabkan peningkatan saldo kas dan bank akibat tidak terealisasinya rencana investasi sesuai RKAP serta pelunasan liabilitas jangka pendek (trust receipt). Rasio tersebut menunjukkan bahwa aset lancar Pertamina dapat digunakan untuk melunasi liabilitas jangka pendek. Kenaikan aset lancar serta penurunan liabilitas jangka pendek menyebabkan meningkatnya kemampuan Pertamina dalam melunasi liabilitas jangka pendeknya. Current Ratio Pertamina's current ratio in 2016 was 200.33%, higher than the current ratio in RKAP 2016 of 143.61%, mainly due to an increase in cash and bank because the realized investment was lower than the target set in RKAP and repayment of current liabilities (trust receipt). This ratio indicates that Pertamina's current assets are sufficient to settle its current liabilities. The increasing current assets and the decreasing current liabilities led to Pertamina's enhanced ability to settle its current liabilities. Periode Penagihan Periode penagihan Pertamina atas piutang usaha di tahun 2016 adalah 43 (empat puluh tiga) hari atau lebih lambat 3 (tiga) hari dibandingkan dengan periode penagihan dalam RKAP 2016 yaitu 40 (empat puluh) hari. Hal ini disebabkan proporsi penurunan piutang usaha lebih rendah dibandingkan dengan proporsi penurunan pendapatan usaha terutama disebabkan terdapat peningkatan saldo piutang TNI/ Kementerian Pertahanan, penurunan pendapatan usaha akibat rendahnya harga minyak serta tidak tercapainya total volume penjualan hilir tahun 2016. Collection Period Pertamina's collection period for trade receivables in 2016 was 43 (forty-three) days or 3 (three)-day longer than collection period in RKAP 2016 of 40 (forty) days. This was due to the lower proportion of decrease in trade receivables than decrease in operating revenues mainly driven by an increase in receivables from TNI/the Ministry of Defence as a result of the state budget cutting policy, a decrease in operating revenues due to the lower oil prices as well as the missing target of total volume of downstream sales in 2016. Perputaran Persediaan Perputaran persediaan Pertamina pada tahun 2015 adalah 47 (empat puluh tujuh) hari atau lebih cepat 2 (dua) hari dibandingkan dengan RKAP 2016 yaitu 45 (empat puluh lima) hari. Hal ini disebabkan proporsi penurunan persediaan lebih rendah dibandingkan dengan proporsi penurunan pendapatan usaha. Inventory Turn Over Pertamina's inventory turnover in 2015 was 47 (forty seven) days or 2 (two)-day shorter compared to RKAP 2016 of 45 (forty five) days. This was due to the lower proportion of the decrease in inventories than the decrease in operating revenues. Total Asset Turn Over (TATO) TATO Pertamina pada tahun 2016 sebesar 87,42%, lebih rendah dibandingkan RKAP 2016 sebesar 93,72%. Hal ini disebabkan realisasi persentase penurunan total pendapatan lebih tinggi dibandingkan dengan realisasi persentase penurunan capital employed. Total Asset Turn Over (TATO) Pertamina's TATO in 2016 was 87.42%, lower than RKAP 2016 of 93.72%. This was due to the higher realized percentage of the decrease in total revenue than the decrease in capital employed. Total Modal Sendiri (TMS) terhadap Total Aset (TA) TMS terhadap TA pada tahun 2016 sebesar 42,46%, lebih tinggi dari RKAP 2016 sebesar 36,41%. Hal ini disebabkan lebih rendahnya jumlah aset di tahun 2016 dibandingkan target akibat realisasi investasi hanya mencapai 86,7% dari target dan rendahnya saldo persediaan dibandingkan target akibat harga minyak yang lebih rendah dari asumsi RKAP 2016. Total Owner's Equity (TMS) to Total Assets (TA) TMS to TA in 2016 was 42.46%, higher than RKAP 2016 of 36.41%. This was due to the lower balance of assets in 2016 compared to the target as a result of the realized investment that was only 86.7% of the target and the low balance of inventories compared to the target as a result of the lower oil prices assumption in RKAP 2016. 263
264 Tinjauan Kinerja Keuangan Financial Performance Review Pencapaian Target 2016 Targets Achievement in 2016 Perbandingan antara pencapaian kinerja keuangan tahun 2016 dibandingkan target yang telah ditetapkan dalam RKAP 2016 adalah sebagai berikut: The comparison between financial performances achievement in 2016 compared to the targets set in RKAP 2016 is as follows: Uraian Target 2016 Realisasi Realization 2016 Pencapaian Achievement (%) Description I. Laporan Laba Rugi Statement of Profit or Loss 1 Penjualan dan Pendapatan Usaha Lainnya 42,262 36,487 86.3 Total sales and other operating revenues 2 Beban 35,698 27,944 78.3 Costs 3 Laba Bruto 6,564 8,543 130 Gross Profit 4 Laba Bersih 1,611 3,147 195 Net Profit 5 Total Penghasilan Komprehensif Tahun Berjalan 1,621 3,099 191.2 Total Comprehensive Income for the Year II. Belanja Modal 6,459 5,598 86.7 Capital Expenditure Target 2017 Targets in 2017 DI tahun 2017, Pertamina fokus dalam upaya pencapaian target-target perusahaan yang telah disetujui pemegang saham dalam Rencana Kerja, Anggaran Perusahaan (RKAP) 2017. In 2017, Pertamina will focus on achieving the Company's targets that have been approved by the shareholders in the Corporate Work Plan and Budget (RKAP) 2017. target produksi migas ditingkatkan Di dari pencapaian 2016 ribu barel setara minyak per hari terdiri dari 312 MBOPD dan 1,96 BSCFD gas, menjadi 693 MBOEPD terdiri dari 334 MBOPD dan 2,08 BSCFD gas. Kapasitas panas bumi ditargetkan sebesar 617 MW, meningkat 21% dibandingkan pencapaian tahun 2016 sebesar 512 MW. sektor hulu, sebesar 650 In the upstream sector, oil and gas production target is increased from 2016 realization of 650 thousand barrels of oil equivalent per day consisting of 312 MBOPD and 1.96 BSCFD of gas, to 693 MBOEPD consisting of 334 MBOPD and 2.08 BSCFD of gas. Geothermal capacity is targeted to reach 617 MW, an increase of 21% compared to 2016 realization of 512 MW. Di sektor pengolahan, peningkatan keandalan kilang terus dilanjutkan dengan mengurangi unplanned shutdown dan meningkatkan Yield Valuable Product. Pertamina bertekad mencapai Yield Valuable Product menjadi sekitar 79%, lebih tinggi dari target yang telah dicanangkan dalam RKAP 2017 yaitu sekitar 77%. In the refining sector, refinery reliability improvement is continued to reduce unplanned shutdowns and to increase Yield Valuable Product. Pertamina is committed to achieve a Yield Valuable Product to approximately 79%, higher than the target set in RKAP 2017 of around 77%. Megaproyek pengolahan dan petrokimia akan memulai tahapan yang signifikan dengan rencana peletakan batu pertama beberapa proyek kilang, yaitu RDMP RU V Balikpapan, RDMP RU IV Cilacap, dan NGRR Tuban sepanjang tahun 2017 yang ketiganya ditargetkan untuk selesai dalam rentang waktu 2019, 2021, dan 2022 dengan hasil produksi yang memenuhi spesifikasi Euro 5. RDMP RU VI Balongan yang akan dilaksanakan secara independen oleh Pertamina ditargetkan selesai 2020 dan akan memulai kegiatan basic engineering design (BED) pada pertengahan 2017. Refinery and petrochemicals megaproject will start the significant stage with ground breaking at several refinery projects, which are RDMP RU V Balikpapan, RDMP RU IV Cilacap and NGRR Tuban during 2017, and all three of them are targeted to be completed in 2019, 2021 and 2022, respectively, with productions that meets Euro 5 specifications. RDMP RU VI Balongan that will be conducted independently by Pertamina is scheduled for completion in 2020 and will start the basic engineering design (BED) in mid-2017.
Sektor pemasaran menargetkan untuk mempertahankan volume penjualan BBM retail non subsidi di atas 34 juta KL per tahun dengan mutu layanan yang semakin meningkat. Pertamina terus mendukung program pemerintah yaitu BBM Satu Harga dan pendistribusian Elpiji 3 kg tepat sasaran, termasuk mempersiapkan infrastruktur yang dibutuhkan. The marketing sector targets to maintain the sales volume of non-subsidized retail fuel at above 34 million KL per year with improving service quality. Pertamina continues to support the government's programs, which are One Price Fuel and on- target distribution of 3 kg LPG, including preparation of the necessary infrastructure. Penjualan gas ditargetkan sebesar 1.179 ribu BBTU. Setelah menuntaskan beberapa proyek infrastruktur gas, seperti pipa Arun-Belawan-KIM-KEK, Muara Karang-Muara Tawar, Porong-Grati, di 2017 Pertamina fokus menyelesaikan pipa transmisi gas open access Gresik-Semarang. Gas sales are targeted to achieve 1,179 thousand BBTU. After completion of several gas infrastructure projects, including pipelines Arun-Belawan-KIM-KEK, Muara Karang- Muara Tawar, Porong-Grati, in 2017 Pertamina will focus on completing the open access gas transmission pipeline Gresik -Semarang. Untuk merealisasikan berbagai proyek dan upaya mencapai target-target operasional, Pertamina mempersiapkan belanja modal sekitar USD6,67 miliar dan menargetkan pencapaian laba bersih tahun 2017 sekitar USD3 miliar. To realize various projects and efforts to achieve the operational targets, Pertamina prepares a capital expenditure of approximately USD6,67 billion and targets a net profit in 2017 of about USD3 billion. Kemampuan Membayar Utang dan Tingkat Kolektabilitas Piutang Solvency and Receivables Collectiblity Rate Kemampuan Membayar Utang Secara umum kewajiban Pertamina sepanjang tahun 2016 masih terkendali dengan baik. Peningkatan rasio lancar dari 167,67% pada tahun 2015 menjadi 200,33% di tahun 2016 menunjukkan Perseroan mampu menjaga dengan baik stabilitas hutang jangka pendek dan meningkatkan rasio aset lancar terhadap hutang jangka pendek untuk memastikan terjaminnya pembayaran hutang yang akan jatuh tempo 12 bulan ke depan. Solvency In general Pertamina's liabilities throughout 2016 were still under control. The increase in current ratio from 167.67% in 2015 to 200.33% in 2016 indicates that the Company was able to maintain good stability of current liabilities and to improve the current ratio to ensure repayment of liabilities that will mature in the following 12 months. Sedangkan kemampuan Perseroan dalam memenuhi kewajiban jangka panjangnya ditunjukkan dengan rasio liabilitas jangka panjang terhadap ekuitas dan terhadap total aset yang menunjukkan penurunan yang mencerminkan semakin meningkatnya kemampuan pendanaan Perseroan dalam membayar kewajiban jangka panjangnya. Meanwhile, the Company's ability to settle its non-current liabilities is shown by the ratios of non-current liabilities to equity and to total assets that show a decreasing trend which reflects the improving capability of the Company's funding to settle its non-current liabilities. Grafik Rasio Liabilitas Jangka Panjang terhadap Ekuitas Pertamina dalam 5 Tahun Terakhir (dalam Persentase) Graph of Pertamina Ratio of Non Current Liabilities to Equity over the Last 5 Years (in Percentage) Grafik Rasio Liabilitas Jangka Panjang terhadap Aset dalam 5 Tahun Terakhir (dalam Persentase) Graph of Pertamina Ratio of Non Current Liabilities to Assets over the Last 5 Years (in Percentage) 67.97 61.73 51.31 26.15 23.75 24.96 55.87 20.41 39.74 2012 2013 2014 2015 2016 14.67 2012 2013 2014 2015 2016 265
266 Tinjauan Kinerja Keuangan Financial Performance Review Tingkat Kolektabilitas Piutang Pada tahun 2016, Pertamina memiliki tingkat kolektibilitas piutang sebesar 43 hari, lebih lambat 1 hari dari tingkat kolektibilitas tahun 2015, disebabkan proporsi penurunan piutang usaha lebih rendah dibandingkan dengan proporsi penurunan pendapatan usaha. Receivables Collectibility Rate In 2016, Pertamina's receivables collectibility rate was 43 days, one day longer than the collectibility rate in 2015, because proportion of the decrease in trade receivables was lower than the decline in operating revenue. Berikut adalah grafik yang menunjukkan kolektibilitas piutang Pertamina dalam 5 tahun terakhir. The collectibility rates in the last 5 years. following graph shows Pertamina's receivables Grafik Periode Kolektibilitas Piutang Pertamina dalam 5 tahun terakhir (dalam Hari) Graph: Receivable Collectibility Period over the last 5 years (in Day) 43 42 42 38 34 2016 2015 2014 2013 2012 Struktur Modal dan Kebijakan Manajemen atas Struktur Modal Capital Structure and Management Policy on Capital Structure Struktur Modal Struktur modal Pertamina terdiri dari modal saham biasa, saldo laba, kepentingan non-pengendali, dan komponen ekuitas lainnya. Dalam rangka menjaga kepercayaan pemerintah, investor, kreditur maupun pelaku pasar dalam jangka panjang, Direksi Pertamina memiliki kebijakan untuk senantiasa mempertahankan basis modal yang kuat. Kebijakan manajemen atas struktur modal juga mempertimbangkan kondisi bisnis, tingkat pengembalian modal, maupun dividen yang dibagikan. Capital Structure Pertamina's capital structure consists of ordinary share capital, retained earnings, non-controlling interests and other equity components. In order to maintain the confidence of the government, investors, creditors and market participants in the long term, Pertamina's Board of Directors has a policy to always maintain a strong capital base. Management policy on capital structure also considers business conditions, return on capital and distributed dividends. Kebijakan Manajemen atas Struktur Modal Pertamina memonitor permodalan berdasarkan rasio jumlah utang terhadap modal. Utang neto dihitung dari jumlah pinjaman, baik pinjaman jangka pendek maupun jangka panjang yang mempunyai bunga, sedangkan modal dihitung dari ekuitas pada laporan posisi keuangan konsolidasian. Sasaran Pertamina adalah untuk mencapai rasio utang terhadap ekuitas sebesar 78,96%. Management Policy on Capital Structure Pertamina monitors the capital based on the ratio of total debt to capital. Net debt is calculated from the interest-bearing loans balance, both short-term and long-term, while capital is calculated from the equity in the consolidated statement of financial position. Pertamina's target is to achieve a debt to equity ratio of 78.96%.
267 Tabel berikut menyajikan data mengenai struktur modal Pertamina dalam 3 tahun terakhir. The following table presents data on Pertamina's capital structure over the last 3 years. Tabel: Struktur Modal Pertamina dalam 3 Tahun Terakhir Table: Capital Structure of Pertamina over the Last 3 Years 2016 2015 2014 Keterangan USD Juta Million USD % USD Juta Million USD % USD Juta Million USD % Description Liabilitas Liabilities Liabilitas Jangka Pendek 8,107 17.2 8.547 18.8 13,746 27.1 Short-term Liabilities Liabilitas Jangka Panjang 17,051 36.1 17.497 38.4 18,136 35.8 Long-term Liabilities Ekuitas* 21,864 46.3 19.282 42.4 18,612 36.7 Equity* Kepentingan Non pengendali 210 0.4 193 0.4 203 0.4 Non-controlling Interests Jumlah 47,233 100.0 45.519 100.0 50,696 100.0 Total Ekuitas tidak termasuk kepentingan non pengendali Equity does not include non-controlling interest Mengacu kepada RKAP 2016, Pertamina diharapkan menjaga struktur permodalan dengan ekuitas di luar kepentingan non pengendali sebesar USD20,38 miliar atau 40,1% dibandingkan dengan total liabilitas dan modal. Ekuitas di luar kepentingan non pengendali tahun 2016 adalah sebesar USD21,86 miliar atau 46,3% dari jumlah liabilitas dan ekuitas. Hal ini mengindikasikan telah tercapainya laba sesuai dengan target tahun 2016. Referring to RKAP 2016, Pertamina is expected to maintain its capital structure with non-controlling interest of USD20.38 billion, or 40.1% compared to total liabilities and capital. Non controlling interest at the end of 2016 amounted to USD21.86 billion, or 46.3% of total liabilities and equity. This indicates that the Company's income achieved the target in 2016. Tabel berikut menyajikan data realisasi ekuitas Pertamina tahun 2016 dibandingkan dengan target 2016 dan realisasi tahun 2012-2015. The following table presents data on Pertamina realized equity at the end of 2016 compared to the target for 2016 and realizations during 2012-2015. Tabel: Realisasi Ekuitas tahun 2016 Dibandingkan dengan Target 2016 dan Realisasi Tahun 2012-2015 Table: Equity Realization in 2016 Compared to the Budget 2016 and Realization in 2012-2015 Dalam juta USD In USD million Keterangan Target 2016 Target Realisasi 2016 Realization Realisasi 2015 Realization Realisasi 2014 Realization Realisasi 2013 Realization Realisasi 2012 Realization Description Ekuitas* 20,380 21,864 19,282 18,612 18,088 15,116 Equity * Ekuitas tidak termasuk kepentingan non pengendali Equity does not include non-controlling interest
268 Tinjauan Kinerja Keuangan Financial Performance Review Ikatan Material untuk Investasi Barang Modal Material Commitments for Capital Expenditure Pada tahun 2016, Pertamina masih memiliki ikatan perjanjian dengan nilai yang material dengan institusi pendanaan untuk investasi sebagai berikut: 1. Pinjaman Proyek Pembangunan Depot Pengisian Pesawat Udara (DPPU) Ngurah Rai Pada tanggal 7 Mei 2007, Pemerintah meneruskan pinjaman sebesar ¥1,17 miliar yang diperoleh dari Overseas Economic Cooperation Fund Jepang kepada Perusahaan untuk proyek pembangunan DPPU Ngurah Rai sesuai dengan perjanjian pinjaman tanggal 29 November 1994. Pinjaman tersebut harus dilunasi dalam 36 kali cicilan semesteran mulai Mei 2007 sampai dengan November 2024 dan dikenakan suku bunga 3,1% per tahun. Saldo pinjaman per tanggal 31 Desember 2016 ¥663 juta atau setara dengan USD5,7 juta. In 2016, Pertamina still had material commitments with financial institutions for investments as follows: 1. Loan for Ngurah Rai Aviation Fuel Depo (DPPU) Construction Project On May 7, 2007, the Government channelled a loan of ¥1.17 billion obtained from the Overseas Economic Cooperation Fund of Japan to the Company's Ngurah Rai DPPU construction project according to the loan agreement dated November 29, 1994. The loan should be fully repaid within 36 semi-annual instalments from May 2007 until November 2024 and bears an interest rate of 3.1% per year. The loan balance as at December 31, 2016, was ¥663 million or equivalent to USD5.7 million. 2. Pinjaman Proyek Pembangunan Panas Bumi Lumut Balai Dalam rangka pelaksanaan Lumut Balai Geothermal Power Plant Project, Pertamina memperoleh dana pinjaman dari Japan International Cooperation Agency (JICA) yang merupakan Government to Government Loan. 2. Loan for Lumut Balai Geothermal Construction Project For Lumut Balai Geothermal Power Plant Project, Pertamina obtained a loan from the Japan International Cooperation Agency (JICA) which is a Government to Government Loan. Pada tanggal 29 Maret 2011 telah ditandatangani Loan Agreement (LA) IP-557 antara Pemerintah Indonesia diwakili oleh Direktur Jenderal Pengelolaan Utang Kementerian Keuangan dengan JICA yang diwakili oleh Chief Representative JICA, dimana Pertamina bertindak sebagai Executing Agency dan Pertamina Geothermal Energy sebagai Implementing Agency. Total pinjaman yang diberikan sebesar ¥26,97 miliar untuk jangka waktu penarikan pinjaman delapan tahun sejak dinyatakan efektif. On March 29, 2011, IP-557 Loan Agreement (LA) was signed by the Government of Indonesia represented by the Director General of Budget Financing, the Ministry of Finance and JICA represented by Chief Representative of JICA, in which Pertamina acting as the Executing Agency and Pertamina Geothermal Energy as the Implementing Agency. The total amount of obtained loan is ¥26.97 billion for a withdrawal period of eight years since the effective date. Pelunasan pokok pinjaman dilakukan setiap setengah tahunan, setiap tanggal 20 Maret dan 20 September, dimulai tanggal 20 Maret 2021 sampai Maret 2051. Saldo pinjaman per tanggal 31 Desember 2016 adalah ¥4,3 miliar atau setara dengan USD36,8 juta. The principal repayment is on a semi-annual basis, every March 20 and September 20, starting from March 20, 2021 until March 2051. The loan balance as at December 31, 2016 was ¥4.3 billion or equal to USD36.8 million. 3. Pinjaman Proyek Pembangunan Panas Bumi Ulubelu dan 3. Loan for Ulubelu and Lahendong Geothermal Lahendong Dalam rangka pelaksanaan Ulubelu and Lahendong Geothermal Clean Energy Investment Project telah diperoleh dana pinjaman dari International Bank for Reconstruction and Development (IBRD) yang merupakan pinjaman dari Bank Dunia. Construction Project For Ulubelu and Lahendong Geothermal Clean Energy Investment Project, a loan was obtained from the International Bank for Reconstruction and Development (IBRD) which is a loan from the World Bank. Pada tanggal 5 Desember 2011 telah ditandatangani Loan Agreement 8082-ID dan TF10417-ID antara Pemerintah Indonesia dengan IBRD - Bank Dunia, dimana Pertamina bertindak sebagai Executing Agency dan On December 5, 2011, Loan Agreements 8082-ID and TF10417-ID was signed by the Government of Indonesia and IBRD - World Bank, in which Pertamina acting as the Executing Agency and Pertamina
269 Pertamina Geothermal Energy sebagai Implementing Agency, dengan total pinjaman sebesar USD300 juta yang terdiri dari LA 8082ID sebesar USD175 juta dan LA TF10417-ID sebesar USD125 juta. Geothermal Energy as the Implementing Agency, with a total loan amount of USD300 million consisting of LA 8082ID of USD175 million and LA TF10417-ID of USD125 million. Pelunasan pokok pinjaman dilakukan setiap setengah tahunan, setiap tanggal 10 April dan 10 Oktober, untuk LA 8082-ID dimulai tanggal 10 Oktober 2020 sampai 10 Oktober 2035 dan untuk LA TF10417-ID dimulai tanggal 10 Oktober 2021 sampai 10 April 2051. Saldo pinjaman per tanggal 31 Desember 2016 untuk LA 8082-ID adalah USD108,95 juta dan LA TF10417-ID adalah USD91,83 juta. The principal repayment was on a semi-annual basis, every April 10 and October 10, for LA 8082-ID will start from October 10, 2020 until October 10, 2035 and for LA TF10417-ID will start from October 10, 2021 until April 10, 2051. The loan balance as at December 31, 2016 for LA 8082-ID was USD108.95 million and for LA TF10417-ID was USD91.83 million. Investasi Barang Modal yang Direalisasikan pada Tahun Buku Terakhir Capital Expenditure Realized in Current Financial Year Pada tahun 2016, investasi barang modal Pertamina dalam bentuk aset tetap dalam kategori pengembangan usaha mencapai sebesar USD1,11 miliar, lebih rendah 9% dari investasi tahun 2015. Jika dibandingkan dengan RKAP 2016 sebesar USD1,20 miliar, realisasi investasi barang modal tersebut mencapai 92,0% dari target. Jumlah investasi tersebut sebagian besar dialokasikan untuk Direktorat Hulu sebesar USD681,8 juta. Seluruh pendanaan investasi barang modal pada tahun 2016 berasal dari sumber dana internal maupun eksternal. In 2016, Pertamina's capital expenditure in the form of fixed assets in construction-in-progress category amounted to USD1.11 billion, decreased by 9% from capital expenditure in 2015. Compared to RKAP 2016 of USD1.20 billion, the realized capital expenditure reached 92.0% of the target. Most of the total capital expenditure was allocated to Upstream Directorate of USD681.8 million. All funding for capital expenditure in 2016 came from internal and external sources of funding. Tabel: Investasi Aktiva Tetap untuk Pengembangan Usaha Tahun 2016 Dalam juta USD Table of Investment in Fixed Assets for Business Development in 2016 In USD million No Direktorat Tujuan Investasi Target 2016 Realisasi 2016 Realization Realisasi 2015 Realization 2015 Investment Objective Directorate 1 Direktorat Hulu Pengembangan Geothermal, pengembangan proyek oil and gas, dan akuisisi proyek migas 729 682 665 Geothermal development, oil and gas project development, and acquisition of oil and gas projects Upstream Directorate 2 Direktorat Pengolahan Pengembangan kilang serta akuisisi kilang 151 116 163 Refinery development and the acquisition of refineries Refinery Directorate 3 Direktorat Pemasaran Pembangunan Terminal LPG dan DPPU, pengembangan TBBM dan pembangunan SPBU serta pembangunan kapal tanker 184 155 201 LPG Terminal Development and DPPU, TBBM development and building stations and construction of tankers Marketing Directorate 4 Direktorat Gas, Energi Baru dan Terbarukan Pembangunan pipa gas, pembangunan jaringan gas ke rumah tangga dan industri dan pembangunan SPBG 139 153 191 Construction of gas transmission pipelines, gas distribution network to households and industries, and Gas Filling Station (SPBG) Gas, New and Renewable Energy Directorate 5 Direktorat Sumber Daya Manusia dan Umum Pembelian genset, pembelian fire unit commando dan proyek Residence di HSSE Sei Gerong 0 0
Purchasing generators, purchasing and project fire commando unit Residence in HSSE Sei Gerong Human Resources and General Affairs Directorate Jumlah 1,203 1,107 1,220 Total
270 Tinjauan Kinerja Keuangan Financial Performance Review Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan Subsequent Events 1. Kontrak Bagi Hasil (KBH) Wilayah Kerja Offshore 1. Production Sharing Contract (PSC) Working Area Offshore Northwest Java (ONWJ) 1. Production Sharing Contract (PSC) Working Area Offshore Northwest Java (ONWJ) On January 13, 2017 Minister of Energy and Mineral Resources published Minister Regulation No. 08/2017 on the principal provisions of the Production Sharing Contract (PSC) without Operation Cost Refunds Mechanism or PSC Gross Split has been published. Pada tanggal 18 Januari 2017, PHE ONWJ dan SKK Migas menandatangani KBH ONWJ baru yang berlaku efektif sejak tanggal 19 Januari 2017 dengan jangka waktu kontrak selama 20 tahun. Kontrak ONWJ tersebut menggunakan skema gross split antara Pemerintah Indonesia dan Kontraktor dengan persentase base split sebagai berikut: On January 18, 2017, PHE ONWJ and SKK Migas signed a new PSC ONWJ effective on January 19, 2017 with a contract period of 20 years. The ONWJ contract using gross split schemes between Indonesia Government and the Contractor with base split percentage as follows: Pemerintah Government Kontraktor Contractor Minyak 57% 43% Oil Gas bumi 52% 48% Natural gas Besaran gross split minyak dan gas bumi tersebut akan disesuaikan dengan kondisi aktual dari Komponen Variable dan Komponen Progresif setiap bulan. PT Pertamina Hulu Energi ONWJ yang memiliki 100% participating interest pada Wilayah Kerja ONWJ berdasarkan KKS merupakan anak perusahaan dari PT Pertamina Hulu Energi. The amount of crude and natural gas gross split will be adjusted according to actual condition of Variable Component and Progressive Component on a monthly basis. PT Pertamina Hulu Energi ONWJ which has 100% participating interest in the ONWJ Work Area based on KKS (Cooperation Contract) is a subsidiary of PT Pertamina Hulu Energi. 2. Akuisisi saham dan pengambilalihan obligasi yang dapat dikonversi dari Etablissements Maurel et Prom SA (M&P) Pada tanggal 25 Januari 2017 Autorité des Marchés Financiers (AMF) melalui pemberitahuan No. 217C0263 mengumumkan bahwa PT Pertamina Internasional E&P (PIEP) telah menyelesaikan periode tender offer pertama dan berhasil menjadi pemegang atas: a. 125.924.574 yang merepresentasikan 64,46% dari modal saham dan 63,35% dari hak suara di M&P; saham M&P, lembar b. 6.845.626 lembar obligasi ORNANE 2019, yang merepresentasikan 46,70% dari jumlah obligasi yang beredar; 2. Shares acquisition and taking over of convertible bonds from Etablissements Maurel et Prom SA (M&P) On January 25, 2017 Autorité des Marchés Financiers that (AMF) by notice No.217C0263 announced PT Pertamina International E&P (PIEP) has completed the first tender offer period and became the holder of: a. 125,924,574 M&P shares, representing 64.46% of equity and 63.35% of the total voting rights in M&P; b. 6,845,626 ORNANE 2019 bonds, representing 46.70% of the total outstanding bonds; c. 3.848.620 lembar obligasi ORNANE 2021, yang merepresentasikan 36,88% dari jumlah obligasi yang beredar. c. 3,848,620 ORNANE 2021 bonds, representing 36.88% of the total outstanding bonds. Jumlah pembayaran yang dilakukan pada tanggal 1 Februari 2017 atas transaksi tersebut di atas adalah: a. Atas tambahan saham M&P, sebesar lembar EUR327.635.902 untuk 78.008.548 saham; Total payments made on February 1, 2017 on the above transactions were: a. For additional M&P EUR327,635,902 shares; shares, an amount of for 78,008,548 additional b. Atas obligasi ORNANE 2019, sebesar b. For ORNANE 2019 bonds, an amount of EUR118.292.417; EUR118,292,417;
271 c. Atas obligasi ORNANE 2021, sebesar c. For ORNANE 2021 bonds, an amount of EUR42.527.251. EUR42,527,251. Selain itu, pajak pengalihan di Gabon sebesar USD60 juta menjadi jatuh tempo pada saat pembayaran tersebut di atas. In addition, transfer tax in Gabon amounted to USD60 million was due on the above payment date. Sehubungan dengan komitmen pembayaran tersebut, pada tanggal 24 Januari 2017, Perusahaan memperoleh pinjaman jangka pendek dengan tingkat suku bunga 0,65% per tahun dari BRI, Bank Mandiri dan BNI dengan jumlah sebesar EUR970 juta. Utang jangka pendek tersebut akan dilunasi pada tanggal 23 Februari 2017. In connection with the payment commitment, on January 24, 2017, the Company obtained a short-term loan with an interest rate of 0.65% per year from BRI, Bank Mandiri and BNI amounting to EUR970 million The short-term loan will be settled on February 23, 2017. Dengan kepemilikan saham sebesar 64,46%, sesuai aturan yang berlaku di pasar modal Prancis, maka proses tender offer secara otomatis dilanjutkan kembali yang dimulai sejak tanggal 27 Januari 2017 sampai dengan 8 Februari 2017. Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian ini, Pertamina masih menunggu pengumuman resmi dari AMF terkait hasil tender offer kedua. With 64.46% ownership, according to the applicable laws and regulations in French capital market, the tender offer process automatically resumed from January 27, 2017 until February 8, 2017. As of the date of completion of these consolidated financial statements, Pertamina is still waiting for the official announcement from AMF related to the results of the second tender offer. 3. Pengelolaan Wilayah Kerja Pertamina Pasca Terminasi Pada tanggal 6 Januari 2017, Menteri Energi Sumber Daya Mineral (ESDM) menetapkan Pertamina sebagai pengelola beberapa Wilayah Kerja pasca terminasi. 3. Pertamina's Work Area Operatorship Post-Termination On January 6, 2017, the Minister of Energy and Mineral Resources assigned Pertamina as the the operator of several post-termination Work Areas. Blok | Block Surat Menteri ESDM No. | The Minister of ESDM Letter No. Tuban 349/13/MEM.M/13/2017 Ogan Komering 354/13/MEM.M/13/2017 Tengah 355/13/MEM.M/13/2017 Sumatera Offshore 356/13/MEM.M/13/2017 Sanga Sanga 357/13/MEM.M/13/2017 OSES 358/13/MEM.M/13/2017 4. Perubahan Nomenklatur Jabatan Anggota-Anggota 4. Changes in the Position Nomenclature of the Members of the Board of Directors of the Company In accordance with a copy of the Decree No. SK 26/ MBU/02/2017 dated February 3, 2017 of the Minister for State-Owned Enterprises as the General Meeting of Shareholders of the Company, the composition of the Company's Directors effective February 3, 2017 is as follows: 4. Changes in the Position Nomenclature of the Members of the Board of Directors of the Company In accordance with a copy of the Decree No. SK 26/ MBU/02/2017 dated February 3, 2017 of the Minister for State-Owned Enterprises as the General Meeting of Shareholders of the Company, the composition of the Company's Directors effective February 3, 2017 is as follows: Jabatan Nama/Name Position Plt. Direktur Utama Yenni Andayani Acting President Director & CEO Direktur Hulu Syamsu Alam Upstream Director Direktur Gas Yenni Andayani Gas Director Direktur Pemasaran Muchamad Iskandar Marketing Director Direktur Keuangan dan Strategi Perusahaan Arief Budiman Finance and Corporate Strategy Director Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum Dwi Wahyu Daryoto Human Resources, Information Technology and General Affairs Director Direktur Pengolahan Toharso Refinery Director Direktur Megaproyek Pengolahan dan Petrokimia Rachmad Hardadi Mega Project Refinery and Petrochemical Director
272 Tinjauan Kinerja Keuangan Financial Performance Review Kebijakan Dividen Dividend Policy Kebijakan dividen Pertamina kepada pemerintah mengacu kepada keputusan Rapat Umum Pemegang Saham (RUPS) dengan tetap mempertimbangkan kebutuhan pendanaan pengembangan Perseroan. RUPS tanggal 31 Mei 2016 memutuskan kewajiban Pertamina untuk membayar dividen atas kinerja tahun 2015 sebesar Rp6,8 triliun dengan dividend payout ratio 36%. Kewajiban tersebut seluruhnya telah disetorkan kepada pemerintah pada 29 Juni 2016, 29 Juli 2016, 31 Agustus 2016 dan 30 September 2016. Dividend distribution policy of Pertamina to the government refers to resolution of General Meeting of Shareholders (GMS) by taking into account the Company's financing needs. GMS on May 31, 2016 determined Pertamina's obligation to distribute dividend for 2015 performance of Rp6.8 trillion with a dividend payout ratio of 36%. The obligation had been fully paid to the government on June 29, 2016, July 29, 2016, August 31, 2016 and September 30, 2016. Pada tahun 2015, dividen atas laba bersih 2014 ditetapkan RUPS tanggal 29 April 2015 sebesar Rp6,25 triliun dengan dividend payout ratio 36% yang seluruhnya telah disetorkan oleh Pertamina ke pemerintah. In 2015, dividend for net income in 2014 as determined by GMS on April 29, 2015 amounted to Rp6.25 trillion with a dividend payout ratio of 36% which had been fully paid to the government. Pada tanggal 24 Desember 2014 terdapat surat dengan No.S-787/MBU/12/2014 dari kementerian BUMN perihal tambahan setoran dividen BUMN tahun buku 2013 sebesar Rp0,74 triliun, sehingga total dividen menjadi sebesar Rp10,24 triliun per 31 Desember 2014 dengan dividend payout 33%. Sebanyak Rp10,24 triliun telah disetorkan oleh Pertamina ke pemerintah. On December 24, 2014 there was a letter No.S-787/ MBU/12/2014 from the Ministry of SOE concerning SOE additional dividend payment for financial year 2013 of Rp0.74 trillion, hence the total dividend became Rp10.24 trillion as at December 31, 2014 with a dividend payout of 33%. An amount of Rp10.24 billion had been paid by Pertamina to the government. Untuk dividen atas laba bersih tahun 2012, Pertamina melalui RUPS tanggal 27 Februari 2013 mengalokasikan sebesar Rp7,795 triliun dengan payout ratio mencapai 30%. Jumlah yang sudah dibayarkan adalah Rp7,795 triliun. For dividend for net income in 2012, Pertamina through GMS on February 27, 2013 allocated an amount of Rp7.795 trillion with a payout ratio of 30%. The paid amount was Rp7.795 trillion. Tabel: Pembayaran Dividen Pertamina untuk Tahun Buku 2012-2015 Table: Dividend Payment of Pertamina of Fiscal Year 2012-2015 Berdasarkan RUPS Tahun Buku/Based on GMS on the Fiscal Year Keterangan Description 2015 Tanggal Bayar Pay Date 2014 Tanggal Bayar Pay Date 2013 Tanggal Bayar Pay Date Dividend Payout Ratio Dividend Payout Ratio 36% 36% 33% Jumlah Dividen menurut RUPS (Rp Juta) Dividend Amount Based on GMS (Rp Million) 6,800,000 6.250.000 10,239,054 Jumlah Lembar Saham Number of Shares 133,090,697 83.090.697 83,090,697 Dividen per Lembar Saham (Rp) Dividend per Share (Rp) 51,093 75.219 123,227 Jumlah yang Direalisasikan (Rp Juta) Realized Number (Rp Million) 6,800,000 6,250,000 10,239,054 Pembayaran I Payment I 1,700,000 29/06/2016 1,750,000 29/05/2015 2,500,000 26/03/2014 Pembayaran II Payment II 1,700,000 29/07/2016 800,000 29/06/2015 1.000.000 25/04/2014 Pembayaran III Payment III 1,700,000 31/08/2016 800,000 29/07/2015 1,000,000 26/05/2014 Pembayaran IV Payment IV 1,700,000 30/09/2016 1,500,000 28/08/2015 1,000,000 26/06/2014 Pembayaran V Payment V 1,400,000 29/09/2015 1,000,000 25/07/2014 Pembayaran VI Payment VI 1,000,000 26/08/2014 Pembayaran VII Payment VII 1,000,000 16/10/2014 Pembayaran VIII Payment VIII 1,000,000 24/10/2014 Pembayaran IX Payment IX 739,054 29/12/2014 Pembayaran X Payment X Jumlah yang Belum Direalisasikan Unrealized Amount
Program Kepemilikan Saham oleh Karyawan dan/atau Manejemen Employee and/or Management Stock Ownership Program (ESOP/MSOP) Pertamina adalah Badan Usaha Milik Negara (BUMN) yang saham-sahamnya dimiliki sepenuhnya oleh pemerintah. Oleh karenanya, Pertamina tidak memiliki program kepemilikan saham oleh karyawan dan/atau manajemen (ESOP/ MSOP), serta tidak menyajikan informasi yang terkait program tersebut, seperti jumlah saham ESOP/MSOP, jangka waktu, persyaratan karyawan dan/atau manajemen yang berhak, dan harga exercise. Pertamina is a State Owned Enterprise (SOE) whose shares are fully owned by the government. Therefore, Pertamina has no employee and/or management stock ownership program (ESOP/MSOP), as well as does not present information in relation to the program, such as ESOP/MSOP shares, period, requirements of the entitled employee and/or management and exercise price. Penggunaan Dana Hasil Penawaran Umum Realization of Use of Proceeds from Public Offering Sebagai Badan Usaha Milik Negara yang seluruh saham Pertamina dimiliki negara dan sahamnya tidak diperdagangkan di bursa saham. Oleh karena itu, Pertamina tidak menyajikan informasi mengenai harga saham, volume saham, dan penggunaan dana hasil penawaran umum penjualan saham, seperti total perolehan dana, rencana penggunaan dana, rincian penggunaan dana, saldo dana, dan tanggal persetujuan Rapat Umum Pemegang Saham atas perubahan penggunaan dana. Pertamina is a State Owned Enterprise whose shares are fully owned by the government and the shares are not traded in the stock exchange. Therefore, Pertamina does not present information in relation to share price, share volume, and use of proceeds from public offering, such as total proceeds, proceeds utilization plan, detailed use of proceeds, and approval dates of General Meeting of Shareholders on changes in proceeds utilization. Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information on Investment, Expansion, Divestment, Business Merger/ Consolidation, Acquisition, or Debt/Capital Restructuring Sejalan dengan prioritas strategis dalam pengembangan sektor hulu, pada tahun 2016 Pertamina melakukan transaksi akuisisi melalui penambahan participating interest atau kepemilikan saham blok migas di luar negeri yaitu: In line with Strategic Priorities in the upstream sector development, Pertamina in 2016 carried out several acquisition transactions through additional participating interest or shares ownership in a number of overseas oil and gas blocks, as follows: No Keterangan Description Jumlah Amount USD Sumber Pendanaan Source of Funding Catatan Notes 1 Akuisisi Saham Maurel & Prom SA (M&P) Stock Acquisition of Maurel & Prom SA (M&P) 201,247,309 Pendanaan Internal Perusahaan Company's Internal Funding Akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P) Acquired of 24.53% shares of Etablissements Maurel & Prom SA (M&P) Tujuan transaksi adalah menambah portofolio investasi aset produksi dan eksplorasi Pertamina di luar negeri, menambah cadangan untuk ketahanan energi nasional serta menjadi pilar pengembangan usaha hulu Pertamina di kancah The purpose of transactions is to increase the investment portfolio of Pertamina's overseas production and exploration assets in order to maintain national energy security and to be a pillar of Pertamina's upstream business development in the 273
274 Tinjauan Kinerja Keuangan Financial Performance Review global. Total nilai investasi yang terealisasi pada tahun 2016 untuk akuisisi 24,53% saham Etablissements Maurel & Prom SA (M&P) sebesar EUR201.247.309 dimana sumber pendanaan seluruh aksi akuisisi tersebut sebagian besar berasal dari pendanaan internal global arena. The total value of realized investments in 2016 to acquire 24.53% shares of Etablissements Maurel & Prom SA (M&P) was EUR201,247,309 with source of funding for all acquisitons mostly derived from internal funding. Perseroan juga melakukan penambahan penyertaan modal Internasional Eksplorasi dan Produksi PT Pertamina (PT PIEP) sebesar USD2.792.106.522 yang akan digunakan PT PIEP untuk melakukan restrukturisasi permodalan anak-anak perusahaanya yaitu PT Pertamina Malaysia Eksplorasi dan Produksi (PT PMEP), PT Pertamina Irak Eksplorasi dan Produksi (PT PIREP), dan PT Pertamina Algeria Eksplorasi dan Produksi (PT PAEP). PT PIEP sebagai pengelola upstream di luar negeri diharapkan mampu self financing dan menjadi financing vehicle bagi PT Perseroan dalam melakukan akuisisi aset-aset migas di luar negeri. The Company also made additional in PT Pertamina Internasional Eksplorasi dan Produksi (PT PIEP) of USD2,792,106,522 to be used by PT PIEP for capital restructurization of its subsidiaries which are, PT Pertamina Malaysia Eksplorasi dan Produksi (PT PMEP), PT Pertamina Irak Eksplorasi dan Produksi (PT PIREP), dan PT Pertamina Algeria Eksplorasi dan Produksi (PT PAEP). PT PIEP as the overseas upstream manager is expected to become self-financing and financing vehicle for the Company in acquisitions of overseas oil and gas assets. investment Pada tahun 2016 Pertamina membentuk anak perusahaan baru sebagai berikut: 1. Perseroan membentuk anak perusahaan baru yaitu PT Pertamina Power Indonesia (PT PPI) dengan kepemilikan sebesar 99% dan PT Pertamina Geothermal Energy sebesar 1%. Pembentukan perusahaan ini bertujuan untuk mengelola proyek Independent Power Producer (IPP), Energi Baru Terbarukan (EBT), mengembangkan center of excellence di bawah satu entitas bisnis, serta melindungi aset Perseroan agar tidak terekspos kepada risiko proyek- proyek tersebut. Pendirian PT PPI telah mendapatkan persetujuan dari Menkumham berdasarkan Surat No AHU-0047785.AH.01.01. 2016 tanggal 27 Oktober 2016. In 2016, Pertamina established new subsidiaries, as follows: 1. The Company established a new subsidiary namely PT Pertamina Power Indonesia (PT PPI) with an ownership of 99% and PT Pertamina Geothermal Energy of 1%. This establishment is to manage Independent Power Producer (IPP) projects, New Renewable Energy (EBT) projects, to develop center of excellence under a single business entity, as well as to secure the Company's assets so as not to be exposed to the projects' risks. Establishment of PT PPI has been approved by the Ministry of Law and Human Rights through Letter No.AHU-047785.AH.01.01.2016 dated October 27, 2016. 2. Perseroan membentuk anak perusahaan baru yaitu PT Pertamina International Shipping (PT PIS) dengan kepemilikan sebesar 99,5% dan PT Pertamina Lubricants sebesar 0,5%. PT PIS bergerak di bidang pelayaran dalam negeri dengan kegiatan usaha utama pelayaran komoditi minyak dan gas bumi serta kegiatan penunjang lainnya. Selain melalui penyertaan modal tunai dari pemegang saham, PT PIS juga mendapatkan tambahan modal disetor yang berasal dari pemisahan (spin off) usaha charter out fungsi shipping Perseroan. Pendirian PT PIS telah mendapatkan persetujuan dari Menkumham berdasarkan Surat No AHU-0057560.AH.01.01.2016 tanggal 27 Desember 2016. Pada November 2016, Perseroan melakukan divestasi dengan melepaskan seluruh kepemilikan sahamnya (45%) di Korea Indonesia Petroleum Co. Ltd. (KIPCO), suatu entitas yang terdaftar di Labuan-Malaysia yang bergerak dalam bidang oil trading. 2. The Company established a new subsidiary, PT Pertamina International Shipping (PT PIS) with an ownership of 99.5% and PT Pertamina Lubricants of 0.5%. PT PIS is engaged in local shipping with main business activities: oil and gas commodity shipping and other supporting activities. In addition to equity participation in cash, PT PIS also obtained additional paid-in capital originating from spin off of charter out business of the Company's shipping function. Establishment of PIS has been approved by the Ministry of Law and Human Rights through Letter No. AHU-0057560.AH.01.01.2016 dated December 27, 2016. In November 2016, the Company divested by releasing all its shares (45%) in Korea Indonesia Petroleum Co. Ltd. (KIPCO), an entity registered in Labuan-Malaysia engaged in oil trading.
275 Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak Afiliasi Material Transaction Involving Conflict of Interest and/or Affiliated-Party Transaction Transaksi dengan Benturan Kepentingan Pada tahun 2016, Pertamina tidak melakukan transaksi tertutup yang mengandung benturan kepentingan dengan pihak manapun. Transactions with Conflict of Interest In 2016, there was no closed transactions that involved conflict of interest with any party whomsoever. Transaksi dengan Pihak Berelasi Pertamina memiliki kebijakan untuk mengungkapkan dan menyajikan informasi transaksi dengan pihak berelasi sesuai Pernyataan Standar Akuntansi Keuangan 7 Pengungkapan Pihak-pihak Berelasi. Yang dimaksud dengan Pihak Berelasi adalah pemegang saham, entitas yang berelasi dengan pemerintah baik instansi pemerintah maupun entitas yang dikendalikan pemerintah, manajemen kunci, perusahaan asosiasi, perusahaan joint venture. Transactions with Related Parties Pertamina has a policy to disclose and to present information on any transaction with related parties in accordance with Statement of Financial Accounting Standards 7 on Related Parties Disclosure. Related Parties refer to shareholders, entities having relation with the government either government institutions or entities controlled by the government, key management, associated company, joint venture companies. Seluruh transaksi dan saldo material dengan pihak berelasi laporan keuangan diungkapkan dalam catatan atas konsolidasian. transaksi dengan pihak berelasi dapat dilihat dalam catatan atas laporan keuangan untuk kas, piutang, investasi dan utang. Pengungkapan dalam catatan 41 menjelaskan secara khusus saldo dan transaksi dengan pihak berelasi tersebut. Pengungkapan saldo dan All material transactions and balances with related parties are disclosed in note to the consolidated financial statements. Disclosure of balances and transactions with related parties can be found in note to the financial statements for cash, receivables, investments and liabilities. Disclosure in note 41 specifically describes balances and transactions with the related parties. Pada tahun 2016, saldo transaksi penjualan dan pendapatan usaha lainnya dari pihak berelasi mencapai sebesar USD5,86 miliar atau 16% dari total penjualan dan pendapatan usaha lainnya selama periode pelaporan. In 2016, the balance of sales and other operating revenues from related parties amounted to USD5.86 billion or 16% of the total sales and other operating revenues during the reporting period. Dalam juta USD In USD million Keterangan 2016 2015 2014 Description Penjualan Dalam Negeri - Entitas yang Berelasi dengan Pemerintah - Pemegang Saham - Perusahaan Asosiasi Penggantian Subsidi dari Pemegang Saham Penjualan Ekspor Minyak Mentah ke Perusahaan Asosiasi Imbalan Jasa Pemasaran dari Pemegang Saham Pendapatan Usaha dari Entitas Berelasi Pemerintah Total Penjualan kepada Pihak Berelasi Persentase terhadap Total Penjualan (dalam Persentase) 3,069 367 5 2,569
(257) 103 5,856 16% 5,547 333 33 3,187 19 23 109 9,251 22% 10,946 826 295 17,857 147 98 47 30,218 43% Domestic Sales - Entities Related to the Government - Shareholders - Association Companies Subsidy Reimbursement from Shareholders Export Sales of Crude Oil to Associated Companies Marketing Service Fees from the Shareholder Operating Revenues from Government-related Entities Total Sales to Related Parties Percentage to Total Sales (in Percentage)
276 Tinjauan Kinerja Keuangan Financial Performance Review Transaksi Penting Lainnya dalam Jumlah Signifikan Other Material Transaction with Significant Amount Tidak ada transaksi penting setelah tanggal neraca yang mempunyai pengaruh signifkan terhadap Laporan Keuangan yang perlu diungkapkan. There was no material transaction after the balance sheet date with significant impact on the Financial Statements that needs to be disclosed. Perubahan Peraturan Perundang-Undangan yang Berpengaruh Signifikan terhadap Perseroan Changes in the Laws and Regulations with Significant Impact on the Company Selama 2016 terdapat beberapa peraturan perundang- undangan yang dikeluarkan atau mulai berlaku pada tahun 2016 yang berpengaruh signifikan pada Pertamina sebagaimana disajikan dalam tabel berikut: During 2016, there were several laws and regulations issued or became effective in 2016 which have significant impact on Pertamina, as presented in the following table: No Peraturan Perundang-undangan dan Tanggal Berlakunya The Regulations and Effective day Pengaruh terhadap Pertamina The Impact on Pertamina 1 2 Peraturan Menteri Energi dan Sumber Daya Mineral (ESDM) Nomor 37 Tahun 2015 Tentang Ketentuan dan Tata Cara Penetapan Alokasi dan Pemanfaatan serta Harga Gas Bumi Regulation of the Minister of Energy and Mineral Resources No. 37 of 2015 concerning Requirements and Procedures for Determination of Allocation, Utilization and Prices of Natural Gas Peraturan Presiden Nomor 146 Tahun 2015 Tentang Pembangunan dan Pengembangan Kilang Minyak Dalam Negeri Peraturan ini mengatur mengenai ketentuan sebagai berikut: - Penetapan alokasi dan pemanfaatan gas bumi, yang semula hanya mengatur untuk kebutuhan dalam negeri menjadi dapat dilakukan ekspor dengan prioritas, Penetapan harga gas bumi, - Tata cara pengajuan dan penetapan alokasi dan pemanfaatan gas bumi serta harga gas bumi diajukan oleh kontraktor melalui SKK Migas kepada Menteri ESDM Peraturan ini memberikan pedoman bagi Pertamina dalam pelaksanaan pembangunan dan pengembangan kilang minyak dan mengatur skema pembangunan kilang minyak yang dapat dilakukan oleh: - Pemerintah yang dilaksanakan melalui skema Penetapan harga gas bumi, - Tata cara pengajuan dan penetapan alokasi dan pemanfaatan gas bumi serta harga gas bumi diajukan oleh kontraktor melalui SKK Migas kepada Menteri ESDM Peraturan ini memberikan pedoman bagi Pertamina dalam pelaksanaan pembangunan dan pengembangan kilang minyak dan mengatur skema pembangunan kilang minyak yang dapat dilakukan oleh: - Pemerintah yang dilaksanakan melalui skema This regulation stipulates the following requirements: - Allocation and utilization of natural gas, previously only for domestic demand then also available for export demand with priority, Determination of natural gas price, - Procedures for submission, allocation, utilization and pricing of natural gas proposed by contractors via SKK Migas to the Minister of ESDM. This regulation provides guidance for Pertamina in constructing and developing oil refinery and arranging oil refinery construction scheme that can be performed by: - The government through KPBU (cooperation President Regulation No. 146 of 2015 concerning Construction and Development of Domestic Oil Refinery KPBU (Kerja sama Pemerintah dan Badan Usaha) atau skema penugasan dengan pembiayaan pemerintah dan penugasan dengan pembiayaan korporasi. between the Government and Business Entity) scheme or assignment scheme with government funding and corporate finance Business Entity (BU) Badan Usaha (BU) 3 Instruksi Presiden Nomor 1 Tahun 2016 tentang Percepatan Pelaksanaan Proyek Strategis Nasional Dalam rangka percepatan pelaksanaan Proyek Strategis Nasional (PSN) untuk kepentingan dan kemanfaatan umum, Presiden menginstruksikan kepada; a) Para Menteri Kabinet Kerja; b) Jaksa Agung Republik Indonesia; c) Kepala Kepolisian Negara Republik Indonesia; d) Sekretaris Kabinet; e) Kepala Staf Kepresidenan; f) Para Kepala Lembaga Pemerintah Non Kementerian; g) Para Gubernur dan h) Para Bupati/Walikota untuk: - Mengambil langkah-langkah yang diperlukan sesuai tugas, fungsi dan kewenangan masing- masing untuk mendukung percepatan pelaksanaan PSN; In order to accelerate the National Strategic Project (PSN) for the public benefits and advantages, the President instructed: a) Ministers in the Working Cabinet; b) General Attorney of the Republic of Indonesia; c) Chief of the Indonesian National Police; d) Cabinet Secretary; e) Chief of Presidential Staff; f) Heads of Non-Government Institutions; g) Governors; and h) Regents/Mayors to: - Take necessary measures according to their respective duties, functions and authorities to support the acceleration of PSN; Solve problems and obstacles that occur in efforts to accelerate PSN. Melakukan penyelesaian masalah dan hambatan yang terjadi dalam upaya percepatan pelaksanaan PSN;
No Peraturan Perundang-undangan dan Tanggal Berlakunya The Regulations and Effective day Pengaruh terhadap Pertamina The Impact on Pertamina 4 Peraturan Presiden Nomor 3 Tahun 2016 tentang Percepatan Pelaksanaan Proyek Strategis Nasional President Regulation No. 3 of 2016 concerning Acceleration of National Strategic Projects Peraturan ini dimaksudkan untuk mengatur percepatan pelaksanaan proyek strategis nasional, berupa: - Percepatan pemberian fasilitas perizinan dan non-perizinan melalui pembentukan Pelayanan Terpadu Satu Pintu (PTSP) di BKPM tingkat Pusat, Provinsi dan Kabupaten/Kota. Dukungan pemerintah terkait penyediaan lahan, jaminan pemerintah, percepatan proses terkait pengadaan barang/jasa, dan lain-lain. This regulation is issued to accelerate PSN with the following: - Acceleration of licensing and non-licensing facilitaties through establishment of One Stop Services (PTSP) in BKPM at the State, Provincial and Regency/City levels. Government support related to land supply, government guarantee, accelerated process in goods/services procurement, etc Dalam rangka pelaksanaan proyek strategis nasional, Menteri atau Kepala Lembaga selaku penanggung jawab PSN dapat melakukan penugasan kepada BUMN sesuai ketentuan peraturan perundang- undangan. For national strategic projects, Ministers or Heads of Institutions as PSN Chairman may assign SOEs in accordance with the applicable laws and regulations. 5 Instruksi Menteri Perhubungan Nomor 7 Tahun 2016 Tentang Penggunaan Mata Uang Rupiah dalam Melakukan Transaksi pada Kegiatan Transportasi Instruction of the Minister of Transportation No. 7 of 2016 concerning the Use of Rupiah in Transportion Transactions Instruksi Menteri ini sebagai pengganti Instruksi Menteri Perhubungan Nomor 3 Tahun 2014 Tentang Penggunaan Mata Uang Rupiah Dalam Melakukan Transaksi pada Kegiatan Transportasi. Transaksi yang mempunyai tujuan pembayaran atau penyelesaian kewajiban kegiatan di bidang transportasi wajib menggunakan mata uang rupiah sejak ditetapkannya instruksi Menteri ini. Pengecualian kewajiban pembayaran menggunakan mata uang rupiah berlaku untuk: - This Minister's instruction is as an amendment to instruction of the Minister of Transportation No. 3 of 2014 concerning the Use of Rupiah in Transportion Transactions. Transactions with payment or settlement purposes in transportation activities are obliged to use rupiah currency since enactment of this Minister's instruction. Exceptions of payment obligations in rupiah apply to: - Shipping telecommunication services of and flight navigation services. 6 Peraturan Menteri Agraria dan Tata Ruang/Kepala Badan Pertanahan Na- sional Nomor 11 Tahun 2016 Tentang Penyelesaian Kasus Pertanahan Regulation of the Minister of Agrarian Affairs and Spatial Planning/Head of National Land Agency No. 11 of 2016 concerning Land Case Settlement Jasa telekomunikasi pelayaran dan jasa navigasi penerbangan jelajah penerbangan lintas. Proyek infrastruktur strategis di bidang transportasi setelah mendapat persetujuan Bank Indonesia atas rekomendasi Menteri Perhubungan Peraturan ini sebagai pengganti Peraturan Kepala Badan Pertanahan Nasional (BPN) Nomor 3 Tahun 2011 tentang Pengelolaan, Pengkajian dan Penanganan Kasus Pertanahan dan Peraturan Kepala BPN Nomor 12 Tahun 2013 tentang Eksaminasi Pertanahan. Ruang lingkup Peraturan Menteri ini meliputi: - Penyelesaian Sengketa dan Konflik; - Penyelesaian Perkara; - Pengawasan dan Pengendalian; dan - Bantuan hukum dan perlindungan hukum Strategic transportation infrastructure projects upon approval from Bank Indonesia based on recommendation from the Minister of Transportation. This regulation is an amendment to Regulation of the National Land Agency (BPN) No. 3 of 2011 concerning Management, Assessment and Settlement of Land Case and Regulation of Head of BPN No. 12 of 2013 concerning Land Examination. The scope of this Minister's Regulation includes: - Dispute and Conflict Resolution; - Case Settlement; - Monitoring and Control; and - Legal assistance and legal protection. 7 Peraturan Menteri Perdagangan Nomor 36/M-DAG/PER/5/2016 Tahun 2016 Tentang Tata Cara Pengenaan Sanksi Administratif bagi Eksportir dan Importir Regulation of the Minister of Trade No. 36/M-DAG/PER/5/2016 of 2016 concerning Procedures for Imposing Administrative Sanctions on Exporters and Importers. Peraturan Menteri ini merupakan pelaksanan Ketentuan Pasal 43 ayat (3), Pasal 46 ayat (3) dan Pasal 52 ayat (6) Undang-Undang Nomor 7 Tahun 2014 tentang Perdagangan, yang mengatur tata cara pengenaan sanksi administratif bagi eksportir dan importir. This Regulation of the Minister is implementation of Article 43 paragraph (3), Article 46 paragraph (3) and Article 52 paragraph (6) of Law No. 7 of 2014 concerning Trade, which stipulate procedures for imposing administrative sanctions on exporters and importers. 8 Peraturan Menteri Energi dan Sumber Daya Mineral Republik Indonesia Nomor 22 Tahun 2016 Tentang Pelaksanaan Pembangunan Kilang Minyak Skala Kecil di Dalam Negeri The Minister of Energy and Mineral Re- sources of the Republic of Indonesia Num- ber 22 Year 2016 on Implementation of Small Scale Oil Refinery Development in the Interior Peraturan ini mengatur: - Kilang minyak skala kecil adalah kilang dengan kapasitas maksimal 20.000 BOPD (Barrel Oil Per Day), Pembangunan kilang minyak skala kecil dapat dilakukan di dalam/di luar klaster berdasarkan Izin Usaha Pengolahan This regulation stipulates: - Small-scale oil refinery is a refinery with a maximum capacity of 20,000 BOPD (Barrels Oil Per Day), Small-scale oil refineries can be constructed inside/outside clusters based on Processing Business License. Pertamina terus mengkaji dan mempelajari dampak peraturan perundang-undangan tersebut di atas terhadap kegiatan usaha Pertamina. Pertamina continues to review and examine the aforementioned laws and regulations regarding its business activities. 277
278 Tinjauan Kinerja Keuangan Financial Performance Review Perubahan Kebijakan Akuntansi yang Diterapkan Perseroan pada Tahun Buku 2016 Changes in Accounting Policies Applied by the Company in Financial Year 2016 Standar baru, revisi terhadap standar yang telah ada dan interpretasi berikut ini, telah diterbitkan dan wajib untuk diterapkan untuk pertama kali untuk tahun buku Pertamina yang dimulai pada atau setelah tanggal 1 Januari 2016 atau periode setelahnya. • PSAK 4 Tersendiri; (Penyesuaian 2015): Laporan Keuangan The following new standards, amendments to existing standards and interpretations have been published and are mandatory for the first time adoption for the Company's financial year beginning on January 1, 2016 or later periods. SFAS 4 Statements; SFAS 4 Statements; PSAK 5 (Penyesuaian 2015): Segmen Operasi; • PSAK 7 (Penyesuaian 2015): Pengungkapan Pihak-pihak SFAS 5 (Improvement 2015): Operating Segments; • SFAS 7 (Improvement 2015): Related Party Disclosures; Berelasi; PSAK 13 (Penyesuaian 2015): Properti Investasi; • PSAK 15 (Penyesuaian 2015): Investasi pada Entitas, SFAS 13 (Improvement 2015): Investment Properties; • SFAS 15 (Improvement 2015): Investment in Associates Asosiasi dan Ventura Bersama; PSAK 16 (Penyesuaian 2015): Aset Tetap; • PSAK 19 (Penyesuaian 2015): Aset Takberwujud; • PSAK 22 (Penyesuaian 2015): Kombinasi Bisnis; • PSAK 24 (Penyesuaian 2015): Imbalan Kerja; • PSAK 25 Penyesuaian 2015): Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan; PSAK 16 (Penyesuaian 2015): Aset Tetap; • PSAK 19 (Penyesuaian 2015): Aset Takberwujud; • PSAK 22 (Penyesuaian 2015): Kombinasi Bisnis; • PSAK 24 (Penyesuaian 2015): Imbalan Kerja; • PSAK 25 Penyesuaian 2015): Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan; Changes in Accounting Estimates and Errors; PSAK 53 (Penyesuaian 2015): Pembayaran Berbasis SFAS 53 (Improvement 2015): Share Based Payments; Saham; • PSAK 57 (Penyesuaian 2015): Provisi, Liabilitas SFAS 57 (Improvement 2015): Provision, Contingent Liabilities and Contingent Assets; SFAS 57 (Improvement 2015): Provision, Contingent Liabilities and Contingent Assets; PSAK 65 (Penyesuaian 2015): Laporan Keuangan SFAS 65 (Improvement 2015): Consolidated Financial Statements; SFAS 65 (Improvement 2015): Consolidated Financial Statements; PSAK 66 (Penyesuaian 2015): Pengaturan Bersama; • PSAK 67 (Penyesuaian 2015): Pengungkapan SFAS 66 (Improvement 2015): Joint Arrangements; • SFAS 67 (Improvement 2015): Disclosure of Interest in Other Entities; SFAS 66 (Improvement 2015): Joint Arrangements; • SFAS 67 (Improvement 2015): Disclosure of Interest in Other Entities; PSAK 68 (Penyesuaian 2015): Pengukuran Nilai Wajar; • • PSAK 70 (2016): Akuntansi Aset dan ISAK 30: Pungutan; Liabilitas SFAS 68 (Improvement 2015): Fair Value Measurement; • ISAK 30: Levy; • SFAS 70 (2016): Accounting for Tax Amnesty Assets and Liabilities. SFAS 68 (Improvement 2015): Fair Value Measurement; • ISAK 30: Levy; • SFAS 70 (2016): Accounting for Tax Amnesty Assets and Liabilities. Perseroan telah mengadopsi standar baru tersebut, tetapi penerapan tersebut tidak memberikan dampak terhadap penyajian laporan keuangan karena tidak relevan dengan bisnis Perseroan saat ini. The Company has adopted them but implementation of such regulations have no impact in the financial statement since they are not relevant to the current Company's business. Ketaatan sebagai Wajib Pajak Tax Compliance Salah satu bentuk kontribusi Pertamina kepada negara diwujudkan melalui pemenuhan kewajiban perusahaan sebagai wajib pajak dan sebagai pemotong/pemungut pajak. Sebagai wajib pajak, Perseroan selalu patuh dalam memenuhi kewajiban Pajak Penghasilan (PPh) Badan, PPN, dan Pajak Daerah sesuai ketentuan perpajakan yang berlaku. Sedangkan sebagai pemotong dan pemungut pajak, Perusahaan berperan aktif dalam melakukan pemotongan dan pemungutan terhadap setiap objek kena pajak. One of the Company's contributions to the country is realized through fulfillment of its obligation as a taxpayer and as a tax withholder/collector. As a taxpayer, the Company always complies with the obligation of its Corporate Income Tax, VAT and Local Tax in accordance with the applicable provision of taxation. Meanwhile as a tax withholder and collector, the Company actively withholds and collects each taxable object.
Besaran Pajak yang Dibayarkan Pembayaran pajak Pertamina yang terdiri dari PPh Potong/ Pungut, Pajak dibayar dimuka, PPN Keluaran, Custom/Bea Masuk, dan Pajak Daerah sampai dengan transaksi bulan Desember 2016 yang dibayar Januari 2017 adalah sebesar Rp68,65 triliun. Bila dibandingkan periode yang sama di tahun 2015 sebesar Rp71,62 triliun, terdapat penurunan sebesar 4,1%. Tax Paid Amount Pertamina's tax paid amount consists of Withholding Income Tax, Prepaid Tax, Output VAT, Custom/Duty and Regional Tax up to transactions in December 2016 which was paid in January 2017 amounting to Rp68.65 trillion. When compared to the same period in 2015 with an amount of Rp71.62 trillion, there was a decrease of 4.1%. Pernyataan Kepatuhan Waktu Membayar Pajak Pertamina telah melakukan pembayaran pajak meliputi PPh Badan, PPh Potong/Pungut, PPN, PBB dan pajak daerah lainnya dalam jangka waktu sesuai ketentuan perpajakan yang berlaku. Selain itu, Pertamina juga telah menyampaikan dokumen pelaporan pajak, seperti SPT Masa PPh dan PPN, SPT Tahunan PPh Badan dan dokumen kewajiban perpajakan lainnya kepada otoritas perpajakan yang berwenang dalam jangka waktu sesuai ketentuan perpajakan yang berlaku. Tax Compliance Statement Pertamina has performed its tax compliance in accordance with prevailing tax regulation. Furthermore, Pertamina has paid taxes that include Withholding Tax, VAT, Land and/ or Building Tax and Duties, as well as other regional taxes within the period stipulated in the prevailing tax regulations. Pertamina has also submitted tax reports, such as Periodic Income Tax and VAT Returns, Annual Corporate Tax Return and other taxations documents to the tax authority within the period stipulated in the prevailing tax regulations. Prospek Usaha Business Prospects Pada tahun 2017, tren pertumbuhan ekonomi global akan sedikit meningkat. Tetapi prospek industri minyak diperkirakan belum secara signifikan bergerak positif terutama karena masih tingginya pasokan yang membanjiri pasar. Faktor lain yang juga menekan harga minyak mentah adalah adanya pertumbuhan energi alternatif dan pemanfaatan teknologi shale gas. Rendahnya harga minyak mentah khususnya harga minyak mentah Indonesia (ICP), akan berpengaruh pada harga produk kilang dan kinerja keuangan Pertamina. In 2017, the trend of the global economic growth will slightly increase. Nevertheless, the prospect of the oil industry is not expected to significantly move positively mainly due to the abundant supply in the market. Other factors which also depress the crude oil prices are the growth of alternative energy and the utilization of shale gas technology. The low price of crude oil particularly Indonesia Crude Price (ICP), will affect the price of refined products and Pertamina's financial performance. Kondisi-kondisi tersebut berdampak langsung pada tingkat keseimbangan supply-demand Bahan Bakar Minyak (BBM) Indonesia. Konsumsi BBM di kalangan masyarakat Indonesia dari tahun ke tahun semakin meningkat, sedangkan produksi minyak domestik cenderung menurun. Menghadapi situasi ini, pemerintah Indonesia perlu melakukan langkah-langkah strategis untuk menjaga ketahanan energi nasional. Pemerintah terus mendorong Pertamina untuk mencari sumber- sumber pasokan migas di luar negeri untuk memperkuat cadangan energi nasional. These conditions have a direct impact on supply-demand equilibrium of fuel (BBM) in Indonesia. Fuel consumption in Indonesia is increasing from year to year, while domestic oil production tends to decline. Facing this situation, the Indonesian government needs to take strategic measures to maintain the national energy security. The government continues to encourage Pertamina to explore overseas sources of oil and gas supply to strengthen the national energy reserves. Kondisi sebaliknya terjadi pada sektor usaha gas, energi baru dan terbarukan (GEBT) yang diperkirakan akan mengalami pertumbuhan positif. Menguatnya tendensi penggunaan gas yang relatif lebih aman ikut mendorong pertumbuhan industri gas. Hal ini dapat menjadi peluang bagi Pertamina untuk mengembangkan lini bisnis gas, terutama dalam mengembangkan infrastruktur LNG, LPG, CNG, jaringan pipa gas industri (transmisi dan distribusi) dan jaringan gas kota (city gas). The opposite occurs in gas and new renewable energy (GEBT) sector which is expected to experience positive growth. The stronger tendency to use gas which is relatively safer contributes to growth in the gas industry. This should be considered as an opportunity for Pertamina to develop its gas business line, particularly in developing the infrastructure of LNG, LPG, CNG, industrial gas pipelines (transmission and distribution) and city gas network. 279
280 Tinjauan Kinerja Keuangan Financial Performance Review Dukungan pemerintah terhadap pengembangan sektor energi baru dan terbarukan (EBT), ditunjukkan dengan terbitnya beberapa peraturan seperti: • Peraturan Presiden (Perpres) Nomor 5 tahun 2006 Tentang Kebijakan Energi Nasional yang diantaranya menetapkan kontribusi EBT yang semakin besar dalam bauran energi (energy mix) nasional pada tahun 2025. The government's support for development of the new renewable energy (EBT) sector is indicated by the issuance of several regulations, including: • Presidential Regulation (Perpres) No. 5 of 2006 concerning National Energy Policy which among others stipulates EBT greater contribution in the national energy mix in 2025. Peraturan Menteri (Permen) ESDM Nomor 20 Tahun 2014 Tentang Perubahan Kedua atas Peraturan Menteri ESDM Nomor 32 Tahun 2008 Tentang Penyediaan, Pemanfaatan dan Tata Niaga Bahan Bakar Nabati (Biofuel) Sebagai Bahan Bakar Lain, yang mendukung percepatan pemanfaatan biofuel sebagai energi untuk transportasi dan pembangkit listrik. Regulation of the Minister (Permen) of ESDM No. 20 of 2014 concerning the Second Amendment to Regulation of the Minister of ESDM No. 32 of 2008 concerning Provision, Utilization and Trade System of Biofuel as Alternative Fuel, which supports the acceleration of biofuels use as alternative energy for transportation and power plant. Peraturan Pemerintah (PP) Nomor 79 Tahun 2014 Tentang Kebijakan Energi Nasional, yang diantaranya mengatur target pencapaian bauran energi primer nasional. Government Regulation (PP) No. 79 of 2014 concerning National Energy Policy, which among others stipulates the target of the national primary energy mix. Pertamina mendukung pencapaian target pencapaian bauran energi primer tahun 2025 sebagaimana ditetapkan oleh PP 79/2014 tersebut, yaitu EBT sebesar 23%, minyak bumi sebesar 25%, batubara sebesar 30%, dan gas bumi sebesar 22%. Prospek EBT di Indonesia sangat besar dengan potensi geothermal sebesar 28,91 GW, Biomassa 32,65 GW, macrohydro 74,66 GW dan sollarcell 104 Kwh/m2. Pertamina supports to achieve the target of the primary energy mix by 2025 as stipulated in PP No. 79/2014, including EBT of 23%, oil of 25%, coal of 30% and natural gas of 22%. The prospect for EBT in Indonesia is huge with geothermal potential of 28.91 GW, biomass 32.65 GW, macrohydro 74.66 GW and sollarcell 104 Kwh/m2. Pertamina melihat prospek usaha yang baik di sektor EBT untuk menambah sumber-sumber pendapatan. Permintaan biofuel pada tahun 2025 diprediksi akan cukup besar sesuai target pemerintah yang mewajibkan pemanfaatan biodesel sebesar 30% (dari total volume diesel), bioethanol sebesar 20% (dari total volume gasoline), serta bioavtur sebesar 5% (dari total volume avtur konvensional). Pertamina sees good business prospects in EBT sector to increase revenue sources. Demand for biofuel in 2025 is predicted to be large enough as targeted by the government which requires the use of biodiesel to be 30% (of the total diesel volume), bioethanol to be 20% (of the total gasoline volume), and bioavtur to be 5% (of the total conventional avtur volume). Dalam rencana pengembangan jangka menengah, Pertamina melakukan kajian kelayakan bisnis proyek bioenergy , energi angin (wind), dan EBT skala kecil lainnya seperti pembangkit listrik microhydro, energi sampah (waste energy), dan panel surya (sollarcell) photovoltaic. DI saat yang sama, Pertamina melakukan inisiatif biofuel seperti co-processing demo trial pada unit kilang yang ada dan terus meningkatkan produksi gas dan energi panas bumi (geothermal) serta melanjutkan pengembangan potensi migas non konvensional. In its medium-term development plan, Pertamina conducts feasibility study on bioenergy, wind, and other small-scale EBT projects, such as microhydro power plants, waste energy and photovoltaic sollarcell. At the same time, Pertamina takes biofuels initiatives such as co-processing demo trial at the existing refinery units, increasing gas and geothermal productions and continuing the development of non- conventional oil and gas potential. Di sektor upstream, Pertamina tetap mempertahankan strategi utama aggressive upstream dimana salah satu inisiatifnya adalah melakukan peningkatan cadangan dan produksi migas secara organik dan anorganik melalui merger & acquisition (M&A) pada ladang-ladang minyak produktif baik domestik maupun luar negeri. Di samping itu, Pertamina juga menerapkan program Enhanced Oil Recovery (EOR) pada ladang/sumur minyak tua untuk menjaga optimasi produksi minyak dalam negeri maupun ketahanan energi nasional. In the upstream sector, Pertamina maintains its aggressive upstream key strategies in which one of the initiatives is to increase oil and natural gas reserves and productions organic and through merger & acquisition (M&A) in domestic and overseas productive oil fields. In addition, Pertamina also implements Enhanced Oil Recovery (EOR) program in old oil fields/wells to maintain optimization of domestic oil production and national energy security. inorganic Sedangkan di sektor downstream, Pertamina menjalankan strategi profitable downstream yang fokus pada upaya optimalisasi profit melalui peningkatan daya saing, efisiensi, serta optimalisasi operasional kilang untuk menghasilkan produk yang bernilai jual. Strategi besar tersebut dijabarkan Meanwhile in the downstream sector, Pertamina executes downstream profitable strategies focusing on the efforts to optimize profits by improving competitiveness, efficiency and optimization of refinery operations to produce worth selling products. The great strategies are translated into integrated
ke dalam strategi-strategi terintegrasi refinery Pertamina, yaitu Operational Excellence, Asset Maximization dan Expansions & Upgrading. Semua strategi tersebut bertujuan untuk menunjang kegiatan bisnis hilir dan mengupayakan agar kilang-kilang Pertamina dapat beroperasi secara aman, andal dan mampu meningkatkan kapasitas dan fleksibilitas kilang melalui proyek RFCC RU IV Cilacap, Proyek Langit Biru RU IV Cilacap, RDMP RU IV & V maupun Grass Root Refinery (GRR). strategies of Pertamina's refinery, which are Operational Excellence, Asset Maximization and Expansions & Upgrading. All these strategies aim to support the downstream business and to keep Pertamina's refineries operating safely, reliably to be capable of increasing the capacity and flexibility of the refineries through RFCC RU IV Cilacap, Blue Sky RU IV Cilacap, RDMP RU IV & V and Grass Root Refinery (GRR) projects. Di sektor pemasaran, Rencana Kerja dan Anggaran (RKAP) sektor marketing & trading tahun 2016 pada dasarnya telah menyesuaikan dengan strategi utama Rencana Jangka Panjang Perusahaan (RJPP) bidang pemasaran yaitu fokus pada pelanggan, operational excellence, dan kemitraan strategis, yang didukung oleh program pengembangan kapabilitas dan kepemimpinan yang berkelanjutan. Hasilnya, penjualan BBM Non PSO dan produk petrokimia naik masing-masing 12% dan 5% dari tahun 2015. Sementara, penjualan LPG Non PSO mengalami penurunan sebesar 3% dibandingkan tahun 2015 dikarenakan disparitas harga yang tinggi dengan gas bersubsidi. In the marketing sector, the Corporate Work Plan and Budget (RKAP) of marketing and trading sector in 2016 basically has been adjusted to be in line with the key strategies of Corporate Long Term Plan (RJPP) in marketing which includes a focus on consumers, operational excellence and strategic partnerships, supported by continues capability and leadership development program. As a result, the sales of non-subsidized fuel and petrochemical products rose respectively by 12% and 5% from 2015. Meanwhile, the sales of non-subsidized LPG decreased by 3% compared to 2015 due to the high price disparity with subsidized gas. Direktorat Pemasaran akan mengembangkan eksistensinya pada bisnis overseas marketing dengan membentuk suatu entitas bisnis. Entitas bisnis tersebut akan bertugas sebagai investment holding dan operational holding. Sebagai investment holding, dapat menjadi entitas (vehicle) untuk mengeksekusi kebijakan korporasi terkait kepemilikan saham (shareholding) dalam bentuk joint venture dan/atau joint operation, untuk penetrasi pasar (market entry) dan mengendalikan bisnis overseas marketing Pertamina seperti PITSA (Pertamina International Timor, SA) yang telah berdiri di tahun 2015. Sebagai operational holding, dapat memasarkan dan menjual produk-produk serta mengembangkan bisnis overseas marketing Pertamina di wilayah Timor Leste. The Marketing Directorate will develop its presence in the overseas marketing business by establishing a business entity. The business entity will serve as an investment holding and operational holding. As an investment holding, it can be a vehicle to execute corporate policies related to shareholding in the form of joint venture and/or joint operation, for market entry and controlling Pertamina's overseas marketing business, such as PITSA (Pertamina International Timor, SA) which was established in 2015. As an operational holding, it can market and sell products as well as develop Pertamina's overseas marketing business in Timor Leste. Dalam merespon prospek usaha jangka panjang, Pertamina memiliki RJPP sebagai acuan arah kebijakan dan kegiatan perusahaan dalam 5 tahun ke depan. Melalui RJPP, semua kegiatan bisnis Pertamina dari hulu sampai dengan hilir telah selaras dengan aspirasi manajemen sesuai target dan strategi bisnis yang ditetapkan selama 5 tahun ke depan. In response to the long-term business prospects, Pertamina prepares RJPP as a reference for policy direction and activities of the Company within the next 5 years. With RJPP, all of Pertamina's business activities from upstream to downstream are aligned with the management aspirations according to the predetermined targets and business strategies for the next 5 years. 281
282 Tinjauan Kinerja Keuangan Financial Performance Review Aspek Pemasaran Marketing Aspect A. Strategi Pemasaran A. Marketing Strategy Strategi pemasaran Pertamina yang diimplementasikan melalui Direktorat Pemasaran terdiri dari empat strategi utama yaitu: a. Customer Focus, yaitu mewujudkan kapasitas dan kemampuan pelayanan kelas dunia terhadap pelanggan (world class customer service capabilities). b. Operational Excellence dan Cost Leadership, yaitu menjalankan operasi dan layanan bisnis secara: • Efisien, yang diarahkan pada biaya yang kompetitif pada pasokan dan rantai pasokan operasi, corporate center yang ramping dan efektif untuk mendukung operasi dengan biaya yang kompetitif, dan respon yang cepat dalam memenuhi kebutuhan dan terhadap perubahan yang terjadi di pasar. Pertamina's marketing strategies implemented by the Marketing Directorate consist of four main strategies: a. Customer Focus, which is to realize world class customer service capabilities. b. Operational Excellence and Cost Leadership, which is to execute business operations and services by way of: targeted at competitive costs on • Efficient, operations and supply chain, lean and effective corporate centers to support operations at competitive costs, and rapid response to meet the needs and to changes in the market. Excellent, dengan menekankan pada volume dan kontribusi profit di seluruh fungsi layanan, termasuk Kantor Pusat Pertamina. Excellent, with emphasis on volume and profit contribution throughout service functions, including Pertamina Head Office. c. Strategic Partnership, yaitu menjalin kerja sama dengan mitra bisnis strategis untuk mengisi kekurangan dalam menghadapi persaingan. adalah Tujuan meningkatkan kapabilitas di beberapa aspek melalui kerja sama dengan mitra kelas dunia atau perusahaan terkemuka di bidangnya masing-masing yang relevan dengan bisnis Pertamina termasuk melakukan sinergi dengan Anak Perusahaan. Kapabilitas dimaksud terutama dalam 3 (tiga) hal yaitu: • Memperkuat brand image dan mendapatkan akses ke pasar yang belum dimasukin saat ini. pokok strategic partnership c. Strategic Partnership, which is cooperation with strategic business partners to fill gaps in facing the competition. The main objective of strategic partnership is to increase capabilities in several aspects by cooperating with world class partners or leading companies in their respective fields with Pertamina's businesses including synergy with the Subsidiaries. The aforementioned capabilities are mainly in 3 (three) aspects: Brand image enhancement and gaining access to unpenetrated markets. Kesempatan memperoleh kompetensi baru. • Upaya mengoptimalkan biaya dan pendapatan. d. Capability Building, yaitu membangun kapabilitas organisasi kelas dunia dari sisi fisik (berupa pembangunan infrastruktur), sumber daya manusia maupun kesisteman. Di samping itu, proses bisnis akan terus dievaluasi agar mencapai lean operation sebagai salah satu competitive advantage perusahaan dalam meningkatkan daya saing. Opportunity to gain new competencies. • Efforts to optimize costs and revenues. d. Capability Building, which is to build world-class organization capabilities in a physical aspect (infrastructure development), human resources and systems. In addition, business processes will continue to be evaluated in order to achieve lean operation as one of the Company's competitive advantages in enhancing its competitiveness. Masing-masing strategi di atas akan dijabarkan dalam program-program utama Direktorat dan di setiap Lini Bisnis. Each of the aforementioned strategies will be outlined in the key programs of each Directorate and each Business Line. B. Pangsa Pasar Direktorat Pemasaran sebagai pelopor transformasi di Pertamina mempunyai aspirasi untuk mewujudkan "profitable downstream" dengan tetap menjadi pemimpin pasar di pasar domestik dan memperkuat eksistensi di pasar regional. Untuk mencapai aspirasi tersebut, diperlukan suatu dukungan strategi yang kuat. B. Market Share The Marketing Directorate as transformation champion in Pertamina has the aspiration to achieve "profitable downstream" by staying as the market leader in the domestic market and strengthen its existence in the regional market. These aspirations require a support of robust strategies. the
283 Untuk mencapai profitable downstream, terdapat 4 sasaran pokok utama yang diselaraskan dengan RJPP, yaitu: a. Mempertahankan bisnis domestik dan meningkatkan To achieve profitable downstream, there are 4 key targets which are aligned with RJPP, as follows: a. Maintaining domestic business and improve profitabilitas termasuk PSO. profitability including PSO. b. Memperkuat eksistensi pasar luar negeri. c. Menjalankan operasi dan layanan dengan tingkat b. Strengthening existence in overseas markets. c. Performing operations and services at the best and layanan terbaik dan efisien. most efficient level. d. Kinerja lini bisnis menuju kelas dunia. d. Performance towards a world-class business lines. Berdasarkan hasil evaluasi BPH Migas, hingga triwulan III - 2016 Pertamina memiliki posisi yang kuat di pasar domestik, dengan penguasaan pangsa pasar sekitar 69,02% untuk sektor industrial dan marine fuel, dan 96% untuk sektor retail fuel BBK. Di Sektor Petrokimia, berdasarkan hasil evaluasi Badan Pusat Statistik, pangsa pasar mencapai 43,5% (ytd November 2016). Based on BPH Migas evaluation result, until Q3 - 2016 Pertamina has a strong position in the domestic market, with a market share of approximately 69.02% in industrial and marine fuel sector, and 96% in BBK retail fuel sector. In Petrochemical Sector, based on evaluation result of the Central Bureau of Statistics, the market share reached 43.5% (ytd November 2016). Untuk pasar BBK Ritel, pangsa pasar Pertamina untuk BBK RON 92 mengalami sedikit penurunan dari 99,49% di 2015 menjadi 94,1% di 2016. Sementara untuk BBK RON >95 mengalami peningkatan dari 61,39% di 2015 menjadi 70,4% di 2016. Untuk BBK RON 90, Pertamina masih menjadi pemain tunggal. For Special Fuel retail market, Pertamina's market share for Special Fuel RON 92 slightly decreased from 99.49% in 2015 to 94.1% in 2016. Meanwhile Special Fuel RON >95 increased from 61.39% in 2015 to 70.4% in 2016. For Special Fuel RON 90, Pertamina is still a single player. C. Penetrasi Pasar Di tahun 2016, Pertamina telah melakukan berbagai upaya dalam penetrasi pasar secara intensif. Hal tersebut dilakukan melalui marketing campaign yang agresif dan strategi harga yang kompetitif. Di lini produk BBM RON>95, Pertamina melakukan rejuvenate Pertamax Plus dengan meluncurkan BBM RON 98, Pertamax Turbo dengan harga di bawah harga produk BBM RON 95 para pesaing. Kerja sama Pertamina dengan Lamborghini dalam mempromosikan Pertamax Turbo dimana Pertamina bertindak sebagai technical partner fuel of Lamborghini telah memberikan image positif di mata konsumen. C. Market Penetration In 2016, Pertamina made various efforts to intensively penetrate the markets through an aggressive marketing campaign and competitive pricing strategies. For fuel RON>95, Pertamina rejuvenated Pertamax Plus by launching RON 98 fuel, Pertamax Turbo at a price below competitors' RON 95 products. In its collaboration with Lamborghini to promote Pertamax Turbo Pertamina acts as the technical partner fuel of Lamborghini leaves a positive impression on the customers. Sementara di lini produk BBM Diesel, Pertamina telah menambahkan 1 varian produk Diesel Fuel melalui uji pasar BBM Diesel cetane number (CN) 51, Dexlite. Hingga saat ini, Dexlite merupakan satu-satunya produk BBM Diesel CN 51 di pasar Indonesia. Kedua produk tersebut mendapat respon yang baik dari masyarakat. Hal ini memberikan kontribusi positif bagi Pertamina. Meanwhile for Diesel fuel, Pertamina added 1 Diesel Fuel product variant through market testing of Diesel fuel cetane number (CN) 51, Dexlite. To date, Dexlite is the only Diesel fuel CN 51 product in Indonesian market. Both products received good response from the public. This provides a positive contribution to Pertamina. D. Pengembangan Produk, Inovasi dan Riset Di kembali menyelenggarakan kompetisi bertajuk Ide Gila (d'Gil) Marketing Competition 2016. d'Gil Marketing Competition merupakan wadah untuk menampung ide- ide cemerlang para pekerja dan mitra kerja Pertamina dalam rangka mewujudkan visi dan misi Pertamina. D'Gil Marketing Competition 2016 memiliki 6 kategori yaitu: distribution, channel management, promotion, new product & service, asset utilization, dan digital marketing. tahun 2016, Direktorat Pemasaran D. Product Development, Innovation and Research In 2016, the Marketing Directorate organized a (d'Gil) Marketing competition Competition 2016. d'Gil Marketing Competition is to accommodate bright ideas of employees of Pertamina and its business partners in order to realize the vision and mission of Pertamina. d'Gil Marketing Competition 2016 had six categories: distribution, channel management, promotion, new product & service, asset utilization and digital marketing. titled Crazy Idea
284 Tinjauan Kinerja Keuangan Financial Performance Review Kompetisi ini telah digelar untuk kedua kalinya dimana pada tahun 2015 terkumpul 1.506 ide. Pada tahun 2016 jumlah ide yang terkumpul mencapai 2.074 ide atau meningkat 37,72%. Terdapat satu kategori baru di tahun 2016 yaitu digital marketing. Kategori ini dimasukkan dalam rangka mengikuti perkembangan dunia marketing yang telah berbasis aplikasi dan teknologi sehingga diharapkan ide-ide yang terkumpul pada kategori ini dapat menjadi jawaban terhadap tantangan bisnis di era digital. This competition was held for the second time, seeing in 2015 we successfully received 1,506 ideas. In 2016 there were 2,074 ideas or increased by 37.72%. There was a new category in 2016, which was digital marketing. This category was added in order to follow the development in the application and technology-based marketing world. It is expected that the ideas gathered in this category may address business challenges in the digital age. Beberapa ide dari d'Gil Marketing Competition 2015 yang telah diimplementasikan di tahun 2016 adalah: "My Pertamina" Merchandising Store, Maskot Pertamina Superhero "Supertana", dan Mobile Advertising Media (dengan media tanki Pertamax Turbo dan iklan produk lainnya pada mobil tanki). Gagasan-gagasan yang telah terkumpul di d'Gil Marketing Competition 2016 akan diseleksi kembali dan diimplementasikan di tahun 2017. Several from d'Gil Marketing Competition 2015 that had been implemented in 2016 were: "My Pertamina" Merchandising Store, Pertamina's Superhero Mascot "Supertana" and Mobile Advertising Media (with Pertamax Turbo tanks media and other advertising products on the tanks). The ideas gathered in d'Gil Marketing Competition 2016 will be further selected and implemented in 2017. ideas E. Integrasi dan Aliansi Dalam meningkatkan ketahanan energi nasional, Pertamina melakukan strategic partnership dengan menjalin kerja sama aliansi strategis untuk layanan pasokan dan optimalisasi infrastruktur BBM milik Adaro Energy Group. E. Integration and Alliance In improving the national energy security, Pertamina develops strategic partnerships by building strategic alliances for supply services and optimization of fuel infrastructure of Adaro Energy Group. Kontrak kerja sama akan berlangsung selama 7 tahun, terhitung sejak 1 November 2015 hingga 1 Oktober 2022. Kesepakatan kerja sama meliputi: a) Kerja sama Fuel Supply Agreement (FSA) dengan PT Adaro Indonesia, anak perusahaan PT Adaro Energy Tbk, dalam pemenuhan kebutuhan bahan bakar minyak (BBM) Biosolar untuk kegiatan Adaro Energy dan afiliasinya. Volume jual beli BBM yang telah disepakati sekitar 400.000 - 550.000 KL/ tahun; The period of contract cooperation is 7 years, starting from November 1, 2015 until October 1, 2022. The contract agreement includes: a) Fuel Supply Agreement (FSA) cooperation with PT Adaro Indonesia, a subsidiary of PT Adaro Energy Tbk, in fulfilment of Biodiesel fuel for Adaro Energy and its affiliates. The fuel sale and purchase volume was agreed at 400,000-550,000 KL/year; b) Kerja sama Fuel Facilities Agreement (FFA) dengan PT Indonesia Bulk Terminal (IBT), anak perusahaan PT Adaro Energy Tbk, dalam sewa dan pemanfaatan Terminal BBM milik IBT di Mekar Putih, Pulau Laut, Kota Baru, Kalimantan Selatan, yang terdiri dari storage tank dengan kapasitas total sebesar 60.000 MT dan 2 fasilitas jetty dengan total kapasitas sebesar 1,4 Juta KL/ tahun. b) Fuel Facilities Agreement (FFA) cooperation with PT Indonesia Bulk Terminal (IBT), a subsidiary of PT Adaro Energy Tbk, in leasing and utilization of IBT's Fuel Terminal in Mekar Putih, Pulau Laut, Kota Baru, South Kalimantan, which consists of storage tanks with a total capacity of 60,000 MT and 2 jetty facilities with a total capacity of 1.4 million KL/year. Selain dapat meningkatkan penjualan, semakin banyak perusahaan multinasional yang mempercayakan Pertamina sebagai fuel supplier mereka, maka Pertamina akan semakin dekat dengan cita-cita World Class Energy Company. Optimalisasi pemanfaatan Terminal BBM milik Indonesia Bulk Terminal dengan skema sewa akan membantu pemerintah dalam menambah ketahanan stok BBM nasional dan juga sebagai supply point strategis Pertamina untuk memasarkan produk BBM. Besides an increase in sales, the more multinational companies entrust Pertamina as their fuel supplier, the closer Pertamina will be to the ideals of a World Class Energy Company. Optimizing the utilization of Indonesia Bulk Terminal's fuel terminal with a rental scheme will help the government improve resilience of the national fuel stock and also will be Pertamina's strategic supply point to market fuel products. Sementara bagi Adaro, dengan pembelian BBM dari Pertamina sebagai perusahaan dengan sarana dan fasilitas penimbunan dan penyaluran BBM terintegrasi di seluruh Indonesia, Adaro mendapatkan jaminan As for Adaro, by purchasing fuel from Pertamina as a company with integrated fuel storage and distribution facilities throughout Indonesia, Adaro will get guaranteed quality and supply continuity. Biodiesel purchases from
kualitas dan kontinuitas suplai. Pembelian Biosolar dari Pertamina, dapat meningkatkan skor Tingkat Komponen Dalam Negeri (TKDN) Adaro, seperti dipersyaratkan oleh pemerintah serta sejalan dengan kebijakan mandatory BBN yang digariskan pemerintah sebesar B-15 tahun ini. Pertamina can increase Adaro's score of Domestic Component Level (TKDN), as required by the government and in line with the policy of mandatory biofuel of B-15 by this year as outlined by the government. F. Strategi Harga F. Pricing Strategy Pada bulan Oktober 2016, Pertamina berhasil menetapkan kebijakan "BBM Satu Harga" sebagaimana diamanatkan pemerintah. Kebijakan ini dapat terwujud dengan bekerja sama dengan beberapa perusahaan untuk membantu proses distribusi BBM ke beberapa wilayah dimana Pertamina belum memiliki infrastruktur distribusi. In October 2016, Pertamina managed to implement the "One Price BBM" policy as mandated by the government. This policy could be realized by cooperating with several companies to assist in fuel distribution to several areas where Pertamina had no distribution infrastructure. Delapan wilayah yang menjadi sasaran awal adalah Pegunungan Arfak, Kabupaten Intan Jaya, Kabupaten Mamberamo Raya, Kabupaten Mamberamo Tengah, Kabupaten Puncak, Kabupaten Tolikara, Kabupaten Yalimo dan Kabupaten Nduga. Sebelumnya, harga jual BBM di wilayah tersebut mencapai kisaran Rp20.000- Rp50.000 per liter premium. Eight areas as the initial targets were Mount Arfak, Intan Jaya Regency, Mamberamo Raya Regency, Central Mamberamo Regency, Puncak Regency, Tolikara Regency, Yalimo Regency and Nduga Regency. Previously, the fuel price in these regions reached approximately Rp20,000- Rp50,000 per litre for premium. Kendala yang dihadapi antara lain masih terdapat wilayah yang belum ada lembaga penyalur seperti di Kabupaten pemekaran, tidak tersedia infrastruktur jalan darat yang memadai sehingga harus mengirim BBM menggunakan angkutan udara, serta keterbatasan dan ketahanan stok BBM di lembaga penyalur eksisting (pengecer memborong stok di Agen Penyalur Minyak dan Solar/APMS). Dengan segala keterbatasan tersebut, Pertamina terus berupaya merealisasikan harga BBM yang sama dengan di Jawa dengan cara: • Membangun lembaga penyalur di wilayah yang belum ada lembaga penyalur khusus wilayah pelosok dengan sub penyalur (implementasi dan HET diatur pemerintah daerah setempat), The obstacle, among others, is that there are still areas without distribution institutions, such as in expanded Regencies, there is no adequate road infrastructure so that the fuel should be transported by air, as well as limitations and resilience of fuel stock in the existing distribution institutions (retailers buy up stock from Fuel and Diesel Distribution Agents/APMS). With all these limitations, Pertamina continues the efforts to realize the one price fuel as in Java by: Establishing distribution institutions in the areas that have none particularly in remote areas with sub distributors (implementation and HET are regulated by the local governments), Pengiriman BBM via udara dan laut sebagai alternatif selain darat) dimana untuk keperluan tersebut Pertamina membeli dan mengoperasikan 3 unit pesawat air tractor melalui anak perusahaan PT Pelita Air Service, dan Shipping fuel by air and sea as alternatives to land in which Pertamina purchases and operates 3 units of air tractors through its subsidiary PT Pelita Air Service, and Meningkatkan kapasitas penyimpanan APMS di daerah pegunungan tengah dan Kabupaten Jayawijaya.
Increasing APMS storage capacity in the central mountains and Jayawijaya Regency. 285
286 Tinjauan Kinerja Keuangan Financial Performance Review G. Service Excellence Diluncurkan pada Januari 2015 sebagai strategi dalam menghadapi mega krisis industri migas melalui service excellence, Marketing Operation Excellence (MOrE) mengusung lima tema utama, yakni Sales & Marketing Excellence, Supply Chain Excellence, Shipping Excellence, Losses Control, Infrastructure Development, masing-masing dengan sub tema pendukungnya yang akan dilaksanakan baik dalam jangka pendek maupun jangka panjang. G. Service Excellence Launched in January 2015 as a strategy to face the mega crises in the oil and gas industry through service excellence, Marketing Operation Excellence (MOrE) carries five main themes, which are Sales & Marketing Excellence, Supply Chain Excellence, Shipping Excellence, Losses Control, Infrastructure Development, each of them has supporting sub-themes that will be implemented in both short and long terms. Di tahun 2016, MOrE fase II menambah aspek Health, (HSSE) melalui Safety, Security, and Environtment pembentukan Sub-tema baru yakni HSSE Excellence dengan tujuan memberikan service excellence dengan mengedepankan aspek HSSE. Setelah berhasil membukukan value creation sebesar USD 280,87 Juta di tahun 2015, MOrE 2016 kembali menorehkan hasil yang menggembirakan dengan value creation sebesar USD 812,79 Juta. Beberapa program service excellence yang telah dilakukan antara lain: Strategic Key Account Management (SKAM), SPBU PASTI PRIMA, perbaikan value proposition Bright Gas Family, witness selektif, sertifikasi loading master, penerapan Sistem Manajemen Keselamatan Pengisian Pesawat Udara dan Transportasi Darat. In 2016, MOrE Phase II added the aspects of Health, through Safety, Security and Environtment incorporation of a new sub-theme HSSE Excellence aiming to provide service excellence highlighting HSSE aspect. After a successful record of value creation amounting to USD 280.87 million in 2015, MOrE in 2016 also recorded encouraging results with value creation amounting to USD 812.79 million. Several service excellence programs that have been performed include: Strategic Key Account Management (SKAM), SPBU PASTI PRIMA, Bright Gas Family proposition value refinement, selective witness, loading master certification and implementation of Safety Management System in Aircraft and Ground Transportation Charging. (HSSE) H. Promosi dan Kanal-Kanal Promosi Mengusung konsep spiritual marketing, Pertamina membuat program-program promosi yang menyentuh nilai spiritual untuk memotivasi konsumen agar menggunakan Pertalite/Pertamax di SPBU. Program tersebut ialah program 1 Juz 2 Liter. Program 1 Juz 2 Liter merupakan program yang dijalankan selama bulan ramadhan. Masyarakat diajak untuk membaca Al-Quran dengan melakukan pendaftaran di mushola yang ada di SPBU dan akan dilayani oleh petugas/mustamik dari Yayasan Nurul Hayat untuk pembacaan juz Al Quran. Setelah peserta baca Al-Quran ini selesai, maka mustamik akan memberikan Voucher BBK (Bahan Bakar Khusus) sesuai dengan jumlah juz yang dibaca. Voucher BBK ini hanya dapat digunakan di hari yang sama. Program ini berlangsung mulai 16-30 Juni 2016 yang tersebar di Jabodetabek, Jawa Timur, Bandung, Yogyakarta, dan wilayah lainnya di beberapa SPBU terpilih. H. Promotions and Promotion Channels Carrying the concept of spiritual marketing, Pertamina created promotional programs touching spiritual values to motivate consumers to use Pertalite/Pertamax at the gas stations. The program was 1 Juz 2 Liter. 1 Juz 2 Liter is a program conducted during Ramadhan. The public were invited to recite the Al-Quran by registering in small mosques at the gas stations and then would be served by the clerk/mustamik of Nurul Hayat Foundation in order to recite chapters of the Al-Quran. Upon completion of the Al- Quran recital, the mustamik would provide BBK (Special Fuel) vouchers based on the number of chapters recited. BBK vouchers were only valid on the same day. The program was conducted during June 16-30, 2016 across the Greater Jakarta, East Java, Bandung, Yogyakarta and other areas at several selected gas stations. Selain itu, Pertamina juga menerapkan program promosi yang dapat melestarikan lingkungan, yaitu program "Pertamax Bersih-Bersih". Dalam pelaksanaannya, Pertamina bekerja sama dengan Pemerintah Kota Bandung mengajak masyarakat Kota Bandung bisa membawa sampah berupa kertas untuk ditukarkan menjadi bahan bakar minyak jenis Pertamax ke SPBU yang ditunjuk Pertamina atau memiliki tanda khusus dalam program tersebut. Barang yang dapat ditukarkan hanya berupa kertas kering. Kertas kategori A: HVS/ Arsip, kertas koran, kardus, kertas semen. Kertas Kategori B: Majalah, bungkus rokok, potongan kertas dan jenis kertas lainnya selain kategori A. In addition, Pertamina also conducted promotional programs to preserve the environment, called the "Pertamax Bersih-Bersih" program. In the implementation, Pertamina cooperated with the Government of Bandung City to invite the people in Bandung City to bring used papers to be exchanged with Pertamax at designated gas stations or gas stations with special marks. Goods to be exchanged were only dry papers. Paper category A: HVS/Archives, newspapers, cardboards, cement papers. Paper Category B: Magazines, cigarette packs, paper bits and paper types other than category A.
Kelangsungan Usaha Business Continuity Pertamina menyusun rencana kelangsungan usaha dengan senantiasa mempertimbangkan antara kepentingan untuk mencapai target usaha dengan upaya menjaga kelestarian lingkungan dan sosial. Dalam penyusunan rencana faktor-faktor yang berpotensi berpengaruh terhadap kelangsungan usaha. keseimbangan tersebut terdapat Pertamina prepares its business continuity plan by always considering the balance between the interest to achieve business targets and efforts for environmental and social preservation. In preparation of the plan, there are factors that may potentially have impact on business continuity. Di tahun 2016, fluktuasi harga minyak dunia berdampak pada pencapaian target Pertamina yang sebelumnya ditopang oleh sektor hulu. Rendahnya harga minyak ditambah biaya produksi yang masih cukup tinggi di sebagian lapangan minyak menekan margin keuntungan hulu. Namun demikian, di sisi lain harga minyak dunia yang rendah memberikan keuntungan lebih di sektor hilir sehingga dapat menyeimbangkan penurunan laba di sektor hulu. In 2016, the world oil price fluctuations had an impact on achievement of Pertamina's targets which were previously supported by the upstream sector. The low oil prices along with the high production costs in several oil fields suppressed the the upstream profit margin. However, on the other hand, the lower world oil prices benefited the downstream sector so as to balance the decline in profits generated by the upstream sector. Kondisi tersebut mendorong Pertamina untuk meminimalkan selisih dengan cara menerapkan efisiensi bisnis Anak Perusahaan serta meningkatkan kapasitas kilang. Efisiensi bisnis Anak Perusahaan dilakukan berdasarkan asumsi yang digunakan pada RKAP 2016, dimana harga minyak diproyeksikan sebesar USD60 per barel. Pertamina juga melakukan pengalihan rencana investasi dari semula di sektor hulu ke sektor hilir berupa proyek-proyek pengingkatan kapasitas kilang. Upaya tersebut terbukti mampu menyeimbangkan penurunan laba di sektor hulu. These conditions encouraged Pertamina to minimize the difference by implementing business efficiency in its Subsidiaries and increasing the refinery capacity. Business efficiency in Subsidiaries is based on assumptions used in RKAP 2016, wherein oil prices were projected at USD60 per barrel. Pertamina also redirected its investment plans from previously in the upstream sector to the downstream sector in the form of projects to increase the capacity of refineries.. These efforts were proved able to compensate the declining profit generated by the upstream sector. Melemahnya nilai tukar rupiah pada tahun 2015 menjadi salah satu faktor risiko yang dapat berpengaruh signifikan terhadap kelangsungan usaha Pertamina di 2016 karena akan mengakibatkan munculnya potensi risiko missmatch mata uang. Berdasarkan pengalaman tersebut, Pertamina berupaya melakukan mitigasi risiko dengan melaksanakan hedging baik natural hedge maupun sesuai dengan Peraturan Bank Indonesia. The weakening rupiah in 2015 was one of the risk factors that might have significantly influenced Pertamina's business continuity in 2016 as it would lead to potential risk of currency mismatch. Based on this experience, Pertamina seeks to mitigate the risks with hedging either natural hedge or hedging in accordance with Bank Indonesia Regulations. Selain itu, Pertamina sebagai BUMN berfungsi melayani masyarakat dalam penyediaan minyak dan gas bumi (migas) sehingga penentuan harga produk migas baik PSO maupun Non PSO dipengaruhi oleh kebijakan pemerintah. Oleh sebab itu, terdapat potensi risiko bahwa harga produk migas Non PSO ditentukan di bawah nilai keekonomian. Upaya memitigasi risiko tersebut adalah dengan terus berkoordinasi dengan para pemangku kepentingan secara intensif (managed closely). In addition, Pertamina as an SOE functions to serve the public in providing oil and gas so that pricing of both subsidized and non- subsidized oil and gas is determined by the government's policies. Therefore, there is a potential risk that the prices of non-subsidized oil and gas products are set under their economic values. The effort to mitigate these risks is by continuously coordinating with stakeholders intensively (managed closely). Risiko-risiko tersebut masih akan menjadi faktor-faktor yang mempengaruhi kelangsungan usaha Pertamina pada tahun 2017. Oleh karena itu, Pertamina sebagai perusahaan energi yang mempunyai kegiatan usaha eksplorasi dan eksploitasi energi perlu mengembangkan usaha dengan cara membuka blok minyak dan gas di luar negeri sebagai langkah mengantisipasi penurunan cadangan minyak dan gas di lapangan migas di Indonesia. Selain itu, pengembangan sektor energi baru dan terbarukan, diversifikasi produk dan penerapan standar kualitas yang lebih tinggi dalam berbagai aspek pengelolaan perusahan merupakan cara untuk mempertahankan kelangsungan usaha Pertamina. These risks will still be factors affecting Pertamina's business continuity in 2017. Therefore, Pertamina as an energy company with energy exploration and exploitation activities needs to develop its business by opening overseas oil and gas blocks to anticipate the declining local oil and gas reserves. In addition, the development of the new renewable energy sector, products diversification and higher quality standards in various aspects of the Company's management is a way to maintain Pertamina's business continuity. 287
288 Pengukuran Perusahaan Corporate Assessment Tingkat Kesehatan Perusahaan Corporate Soundness Level Tingkat kesehatan perusahaan diukur berdasarkan pedoman yang dikeluarkan oleh Menteri Badan Usaha Milik Negara (BUMN) melalui Surat Keputusan Menteri BUMN Nomor KEP- 100/MBU/2002 tanggal 4 Juni 2002 tentang penilaian tingkat kesehatan Badan Usaha Milik Negara. Tingkat kesehatan Pertamina pada tahun 2016 berada pada peringkat "Sehat AA" dengan skor 88,82. Pencapaian ini lebih baik dibandingkan tahun 2015 yang mencapai skor 83,95 dan lebih tinggi dari target sebesar 84,45. Corporate soundness level is measured based on the guidelines issued by the Minister of State Owned Enterprises (SOE) through Decision of the Minister of SOE No. KEP-100/ MBU/2002 dated June 4, 2002 concerning Assessment of State Owned Enterprises' Soundness Level. Pertamina's soundness level in 2016 was at "AA Healthy" with a score of 88.82. This achievement is improved from 2015 with a score of 83.95 and higher than the target of 84.45. Tabel: Hasil Penilaian Tingkat Kesehatan Perusahaan Pertamina Tahun 2016 Table: Pertamina's Corporate Soundness Level Assessment Result in 2016 Indikator Indicator Satuan Unit Target Target 2016 Target Bobot Weight Skor Score Realisasi/Realization 2016 Realisasi Realization Bobot Weight Skor Score ROE ROI Cash Ratio Current Ratio Collection Period Inventory Turn Over Total Asset Turn Over Total Modal Sendiri terhadap Total Aset | Equity to Total Assets Ratio Sub Total Aspek Keuangan | Sub Total Financial Aspect Hulu/Upstream i. Volume Produksi Minyak & Gas | Oil and Gas Production Volume ii. Volume Produksi Geothermal (Basis Listrik)| % % % % Hari/Days Hari/Days % % MBOEPD 12.82 12.20 29.72 143.61 40 45 93.72 36.41 659.23 20.00 15.00 5.00 5.00 5.00 5.00 5.00 10.00 70.00 0.68 16.00 10.50 4.00 5.00 5.00 5.00 4.00 10.00 59.50 0.55 22.77 17.86 66.31 200.33 43 47 87.42 42.46 650.01 20.00 15.00 5.00 5.00 5.00 5.00 5.00 10.00 70.00 0.68 20.00 13.50 5.00 5.00 5.00 5.00 3.50 9.00 66.00 0.54 Gwh 3,245.45 0.51 0.41 3,042.83 0.51 0.41 Geothermal Production Volume (Base of Electricity) iii. Penambahan Cadangan Migas (P1) | Addition of Oil and Gas Reserves (P1) MMBOE 155.98 0.51 0.41 227.33 0.51 0.51 iv. Temuan Sumber Daya 2C | Resources Discovery 2C v. Success Ratio Pemboran Pengembangan MMBOE % 195.38 80.00 0.34 0.18 0.28 0.14 270.17 97.20 0.34 0.18 0.34 0.18 (Migas & Geothermal) | Exploration drilling success ratio (Oil an Gas & Geothermal) Sub Total Usaha Hulu | Sub Total Downstream Business Hilir/Downstream 2.22 1.78 2.22 1.98 Pengolahan /Refinery a. Kinerja Operasi Pengolahan | Refinery Operation Performance i. Yield Total Output on Total Intake ii. Yield Valuable Product on Total Intake % % 95.09 74.31 0.51 0.68 0.41 0.55 94.24 77.67* 0.51 0.68 0.41 0.68 Pemasaran/Marketing a. Pangsa Pasar Produk Non PSO | Non PSO Product Share Market i. BBM Industrial Marine | Industrial Marine Fuel ii. BBK (Pertamax Series) | Special Fuel (Pertamax Series) iii. Petrokimia (4 produk utama) | Petrochemichal (4 main products) % % % 68.00 85.00 30.00 0.68 0.68 0.68 0.68 0.68 0.68 69.02 96.00 39.42 0.68 0.68 0.68 0.68 0.68 0.68 b. Kinerja PSO | PSO Performance i. Ketahanan Stok Operasional | Security of Operational Stock % 100.00 0.86 0.68 103.13 0.86 0.86
289 Indikator Indicator Satuan Unit Target Target 2016 Target Bobot Weight Skor Score Realisasi/Realization 2016 Realisasi Realization Bobot Weight Skor Score ii. Tingkat Penjualan Produk Pertamina PSO & Penugasan | Sales Rate of Pertamina PSO & Assignment Products % 100.00 0.86 0.68 87.18 0.86 0.43 c. Customer Satisfaction Index Sub Total Usaha Hilir | Sub Total Upstream Business Sub Total Usaha Hilir Normalisasi | Sub Total Upstream Business Normalization Gas, Energi Baru dan Terbarukan | Gas, New and Renewable Energy a. Niaga Gas termasuk CNG Transportasi | Gas Trading including CNG Transportation b. Volume Power EBT Sub Total Usaha Gas | Sub Total Gas Business Sub Total Usaha Gas Normalisasi | Sub Total Gas Business Normalization Korporat/Corporate a. Pencapaian Realisasi Investasi | Achievement of Investment Realization Likert Scale BBTU MW 3.75 1,065,826.22 4.00 0.68 5.63 0.68 0.34 1.02 0.55 4.91 0.55 0.28 0.82 3.99 1,199,050.59 0.83 0.68 5.63 0.68 0.34 1.02 0.68 5.10 0.68 0.07 0.75 i. Anggaran Biaya Investasi | Investment Budget ii. Program | Program % % 88.00 100.00 0.85 0.85 0.69 0.69 86.65 84.52 0.85 0.85 0.85 0.43 b. Tingkat Kinerja Manajemen | Level of Management Performance i. Skor GCG | GCG Score ii. Program CSR & Bina Lingkungan | Comdev and CSR Program iii. Sinergi BUMN | Sinergy of SOEs % % % 95.00 90.00 100.00 0.17 0.17 0.35 0.14 0.14 0.34 94.62 104.50 230.00 0.17 0.17 0.35 0.14 0.17 0.35 c. HSSE Excellence i. Number of Major Accident ii. PROPER Kejadian Accident % Hijau & Emas / Green & Gold 0.00 90.00 0.85 0.68 0.69 0.55 10.00 134.48 0.85 0.68 0.17 0.68 d. Human Resources Excellence i. Organization Capital Readiness ii. Human Capital Readiness e. Pemenuhan Portal BUMN | Fulfillment of SOEs Portal f. Corporate Image Sub Total Usaha Korporat | Sub Total Corporate Business Sub Total Usaha Korporat Normalisasi | Sub Total Corporate Business Normalization Sub Total Aspek Operasional | Sub Total Operational Aspect Normalisasi Sub Total Aspek Operasional | Normalization of Sub Total Operational Aspect Laporan Perhitungan Tahunan Audited 2015 | 2015 Annual Calculation Report Audited Rancangan RKAP 2017 | 2017 RKAP Plan Laporan Periodik| Periodic Report PKBL|PKBL a. Efektivitas Penyaluran | Effectiveness of Distribution b. Tingkat Kolektibilitas Pengembalian Keuangan| Collectability level of Financial Repayment Sub Total Aspek Administrasi| Sub Total Administration Aspect Normalisasi Sub Total Aspek Administrasi| Normalisation of Sub Total Administration Aspect Skor Total|Total Score % % % Likert Scale Bulan/ Month Bulan/ Month Hari/Days % % 90.00 90.00 100.00 3.80 4 April 2016 2 Oktober 2016 30 18.3 78 0.68 0.68 0.17 0.68 6.13 15.00 3.00 3.00 3.00 3.00 3.00 15.00 0.68 0.68 0.17 0.68 5.45 12.95 3.00 3.00 3.00 0.00 3.00 12.00 95.72 100.00 100.00 4.26 2 Februari 2016 2 Oktober 2016 27 21.14 79.53 0.68 0.68 0.17 0.68 6.13 15.00 3.00 3.00 3.00 3.00 3.00 15.00 0.68 0.68 0.17 0.68 4.99 12.82 3.00 3.00 1.00 0.00 3.00 10.00 100.00 84.45 100.00 88.82 SEHAT/ HEALTH AA SEHAT/ HEALTH AA Termasuk/Include Kilang LPG Mundu
290 Pengukuran Perusahaan Corporate Assesment Hasil Asesmen Kriteria Penilaian Kinerja Unggul (KPKU) Excellent Performance Evaluation Criteria (KPKU) Sesuai dengan Surat Kementerian Badan Usaha Milik Negara (BUMN) Deputi Bidang Infrastruktur Bisnis No.445/ D7.MBU/10/2016 tanggal 14 Oktober 2016, Pertamina telah mengikuti asesmen kinerja perusahaan berbasis Kriteria Kinerja Unggul (KPKU) BUMN. Hasil penilaian menunjukkan skor 773. In accordance with Letter of the Ministry of State Owned Enterprises (BUMN) Deputy for Business Infrastructure No. 445/D7.MBU/2016 dated October 14, 2016, Pertamina has participated in corporate performance assessment based on company performance based on Excellent Performance Assessment Criteria (KPKU) of SOE. The assessment result showed a score of 773. Band Distribution Score 2 BUMN 7 BUMN 22 BUMN PT Perta m in a Persero Teleko m unikasi Persero Industry Leader Emerging Industry Leader Good Performance 775 - 676 675 - 576 575 - 476 Hasil asesmen KPKU yang diumumkan pada awal tahun 2016 menyimpulkan bahwa Pertamina berada pada jenjang "Industry Leader" dan merupakan peraih skor tertinggi untuk seluruh BUMN. Peringkat ini ditunjukkan dengan telah terimplementasinya budaya Perusahaan (6C) secara terintegrasi yang memiliki dampak pada kinerja Perusahaan, serta menempatkan Pertamina sebagai perusahan nasional yang masuk dalam jajaran Fortune 500 (peringkat 230). The KPKU assessment result which was announced at the beginning of 2016 concluded that Pertamina is at "Industrial Leader" stage and held the highest score of all SOEs. This rating suggests that the Company's culture (6C) has been implemented and affected the Company's performance and positions Pertamina as a national company included in the Fortune 500 (rank 230). Beberapa hal yang menjadi kekuatan Pertamina dalam pengelolaan inisiatif strategis tercermin dalam: (1) Agility dalam menghadapi perubahan tantangan pasar yang tercermin dari: implementasi dalam 5 (lima) prioritas strategis, pelaksanaan inovasi secara berkala dalam bentuk Continuous Improvement Program (CIP), serta pelaksanaan secara kontinyu Breakthrough Projects (BTP). Pertamina's strengths in managing strategic initiatives are reflected on the following matters: (1) Agility in facing changing market challenges is reflected on: implementation of 5 (five) strategic priorities, periodic innovation in form of Continuous Improvement Program (CIP) and continuous implementation of Breakthrough Projects (BTP).
(2) Kemampuan mengidentifikasi persyaratan/keingingan pelanggan dalam bentuk penciptaan produk-produk unggulan yang sukses di pasar seperti Bright Gas, Pertalite, Dexlite, Envogas, Musicool serta Standar Baru Pelayanan Pasti prima untuk SPBU melalui penggunaan Pertamina Contact Center 1-500- 000, analisa sentimen pelanggan dalam media sosial serta pemenuhan Service Level Agreement (SLA). menangkap dan (2) Ability to capture and identify customer requirements/ demands in the form of excellent products that are successful in the market, such as Bright Gas, Pertalite, Dexlite, Envogas, Musicool and New Standards Services Pasti Prima for gas stations through Pertamina Contact Center 1-500-000, customer sentiment analysis in social media and fulfillment of Service Level Agreement (SLA). (3) Implementasi Performance Management System (PMS) serta implementasi teknologi informasi yang secara tepat guna mampu memonitor indikator-indikator penting yang terlihat pada dashboard di berbagai level pengguna, serta PMS-Cycle sebagai dasar penentuan produktivitas karyawan. (3) Implementation of Performance Management System (PMS) and appropriate information technology can monitor key indicators visible on dashboard at various levels of users, as well as PMS-Cycle as a basis for determining employee productivity. (4) Integrasi tata nilai Perusahaan (6C) yang secara masif terlihat dari hasil ThemeOMeter Survey yang senantiasa meningkat menunjukkan kuatnya engagement karyawan dalam menjalankan seluruh proses bisnis di Pertamina. (4) Massive integration of the Company's values (6C) is reflected on the result of ThemeOMeter Survey which shows an increasing trend that indicates the strong employee engagement in performing all business processes in Pertamina. Pertamina melakukan asesmen KPKU setiap 2 tahun sesuai dengan arahan dari Kementerian BUMN dan divalidasi dengan tenaga asesor eksternal dalam rangka memeriksa pengembangan kualitas organisasi dan permasalahan utama perusahaan. Hasil penilaian berupa potret kinerja Perusahaan meliputi Kepemimpinan, Perencanaan Strategis, Pelanggan & Pasar, Pekerja, Operasi dan Proses Monitoring & Evaluasi berkelanjutan. Hasil penilaian tersebut ditindak lanjuti melalui Action for Improvement (AFI) di sepanjang tahun 2015 hingga 2016. Di akhir tahun 2016, Pertamina kembali dinilai berdasarkan kriteria KPKU yang hasilnya masih dalam proses. Pertamina conducts KPKU assessment every two years as instructed by the Ministry of SOEs and validated by external assessor in order to examine the organization's quality development and the Company's main problems. Assessment result is in the form of a portrait of the Company's performance including Leadership, Strategic Planning, Customer & Market, Employment, Operations and Continuous Monitoring & Evaluation Process. The assessment result is followed up through Action for Improvement (AFI) throughout 2015 and 2016. At the end of 2016, Pertamina was re-assessed based on KPKU criteria and the result is still in process. 291
292 Tata Kelola Perusahaan Corporate Governance 294 Komitmen Perseroan Corporate Commitment 295 Sejarah dan Ruang Lingkup GCG History and Scope of GCG 296 Dasar Hukum Penerapan GCG Legal Basis of GCG Implementation 296 Prinsip GCG GCG Principles 298 Tujuan Penerapan GCG The Purpose of GCG Implementation 299 Roadmap GCG GCG Roadmap 300 Pedoman GCG GCG Guideline 301 Fungsi Compliance Compliance Function 304 Sosialisasi Praktik GCG Socialization of GCG Practice 304 Pengukuran dan Assessment GCG Measurement and GCG Assessment 305 Struktur Tata Kelola Perusahaan Company Governance Structure 307 Informasi Pemegang Saham Utama dan Pengendali Information on the Majority and Controlling Shareholders 348 Remunerasi Dewan Komisaris dan Direksi Remuneration of BOC and BOD 350 Rapat Dewan Komisaris, Rapat Direksi dan Rapat Dewan Komisaris mengundang Direksi BOC Meetings, BOD Meetings, and BOC Meetings with Invitation to BOD 359 Hubungan Afiliasi Affiliations 360 Hubungan Kerja Dewan Komisaris dan Direksi Work Relation between BOC and BOD 361 Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity of BOC and BOD Composition Policy 362 Komite Audit Audit Committee 369 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee 376 Komite Pemantau Manajemen Risiko Risk Management Monitoring Committee 382 Sekretaris Dewan Komisaris Board of Commissioners' Secretary 421 Akses Informasi dan Data Perusahaan Access to Information and Company's Data 422 Kode Perilaku Code of Conduct 423 Inisiasi Anti Gratifikasi Initiation of Anti Gratification 423 Partisipasi dalam Politik Participation in Politics 424 Sistem Pelaporan Pelanggaran Fraud Reporting System 426 Pedoman Tata Kelola Perusahaan Terbuka Corporate Governance Guidelines for Public Company 428 Realisasi Program GCG 2016 Realization of GCG Programs in 2016 430 Rencana GCG 2017 GCG Plan for 2017 431 Klarifikasi Ada/Tidaknya Praktik Bad Corporate Governance Clarification on Whether Bad Corporate Governance Practices Exist 431 Indeks Kepuasan Pelanggan Customer Satisfaction Index 307 Informasi Pemegang Saham Non Pengendali Information on the Non-Controlling Shareholders 385 Sekretaris Perusahaan Corporate Secretary 396 Unit Audit Internal Internal Audit Unit 308 Rapat Umum Pemegang Saham (RUPS) General Meeting of the Shareholders (GMS) 316 Dewan Komisaris Board of Commissioners 329 Komisaris Independen 405 Akuntan Publik Public Accountant 406 Sistem Manajemen Risiko Risk Management System 416 Sistem Pengendalian Internal Internal Control System Independent Commissioners 331 Direksi 419 Investor Relations Investor Relations Board of Directors 346 Asesmen terhadap Dewan Komisaris dan Direksi Assessment towards Board of Commissioners and Board of Directors 420 Kasus dan Perkara Penting Important Legal Cases 421 Informasi Mengenai Sanksi Administratif dan Finansial Information on Administrative and Financial Sanctions PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report 293
294 Hasil Penilaian GCG 2014-2016 berdasarkan Surat Keputusan Sekretaris Kementerian BUMN No.SK-16/S.MBU/2012 Tanggal 6 Juni 2012 [G4-SO4] Result of GCG Assessment 2014-2016 based on Decree of Secretary to Ministry of State-Own Company No.SK-16/S.MBU/2012 dated 6 June 2012 [G4-SO4] Bobot maksimum | Maximum weight = 9 8.27 8.25 8.59 Bobot maksimum | Maximum weight = 7 6.55 6.74 6.51 2. Pemegang saham dan Rapat Umum Pemegang Saham (RUPS) xx Shareholders and xx 2. Pemegang saham dan Rapat Umum Pemegang Saham (RUPS) xx Shareholders and xx 2014 9.48% 2015 2016 Bobot maksimum | Maximum weight = 35 33.71 33.75 33.19 1. Komitmen terhadap Penerapan Tata Kelola Berkelanjutan Commitment towards the Implementation of Sustainable Corporate xx Governance xx 2014 92.94% 2015 2016 3. Dewan Komisaris xx Board of Commissioners xx 2014 94.83% 2015 2016 94.62% Bobot maksimum | Maximum weight = 35 Bobot maksimum | Maximum weight = 7 32.89 32.88 32.89 4.47 4.1 5.00 4. Direksi xx Board of Directors xx 2014 93.98% 2015 2016 Bobot maksimum | Maximum weight = 9 8.57 8.78 8.44 xx 6. Aspek Lainnya Other Aspects xx 2014 100.00% 2015 2016 5. Pengungkapan Informasi dan Transparansi Disclosure and Transparency xx xx 2014 93.73% 2015 2016 Komitmen Perseroan Corporate Commitment Sebagai perusahaan migas terbesar di Indonesia yang berperan besar dalam mengelola kekayaan negara, Pertamina menegaskan bahwa segala bentuk aktivitas operasional dan finansial dilaksanakan dengan berdasarkan pada prinsip tata kelola perusahaan yang baik, yang terangkum dalam lima tata nilai Good Corporate Governance, yaitu transparansi, akuntabilitas, tanggung jawab, independensi dan keadilan. Komitmen ini menjadi landasan Perseroan dalam menerapkan aktivitas bisnis yang seimbang dan berkesinambungan. As the biggest oil and gas company in Indonesia and with a big role in managing the country's resources, Pertamina has stated that all operational and financial activities are to be conducted according to good corporate governance principals, summarized in five Good Corporate Governance responsibility, transparency, accountability, values of: independency, and fairness. This commitment is the Company's foundation for implementing balanced and sustainable business activities. Krisis keuangan global yang terjadi di Indonesia tahun 1998 merupakan salah satu tonggak penting yang mengingatkan bangsa tata kelola perusahaan yang baik. Implementasi praktik tata kelola perusahaan yang lemah diidentifikasi sebagai salah satu penyebab terjadinya krisis keuangan global tersebut. Indonesia mengenai pentingnya The 1998 the Asian financial crisis greatly influenced Indonesia's economy and is a milestone to remind of the importance of good corporate governance. The implementation of weak corporate governance is identified as one of the causes of the 1998 Asian financial crisis.
Sejarah dan Ruang Lingkup GCG History and Scope of GCG Sebagai salah satu sektor yang memegang kunci penting untuk keberlangsungan Indonesia sebagai suatu negara, Pertamina sebagai Badan Usaha Milik Negara yang bergerak di bidang energi juga turut ambil bagian dalam upaya mendukung inisiatif untuk menguatkan kerangka tata kelola perusahaan, baik di tingkat nasional maupun regional. Tata kelola perusahaan memainkan peranan penting untuk memastikan bahwa pelaku bisnis di sektor energi dikelola berdasarkan prinsip-prinsip transparansi, akuntabilitas, tanggung jawab, kemandirian, dan keadilan. As one of the sectors which holds an important key for Indonesia's sustainability, Pertamina as a State-Owned Enterprise focusing on energy is taking part in the effort to support initiatives to strengthen corporate governance frameworks in both national and regional levels. Corporate governance plays a central role to ensure that business actors in the energy sector are managed in accordance with the transparency, accountability, responsibility, independency, and fairness principals. Sejak tahun 2003, Pertamina telah berkomitmen untuk menerapkan Good Corporate Governance (GCG) sebagai wujud transformasi menjadi perusahaan yang bersih dan bebas korupsi. Hal ini terangkum dalam rangkaian program yang diinisiasi dan dikembangkan oleh Pertamina dalam rangka memastikan tata kelola perusahaan di Pertamina dilakukan dengan baik, seperti adanya saluran Whistle Blowing System, pendirian Unit Pengendali Gratifikasi dan berbagai program lainnya. Pertamina senantiasa berupaya untuk menyinergikan seluruh kegiatan bisnisnya dengan tetap memprioritaskan penerapan standar tata kelola perusahaan yang baik. Since 2003, Pertamina has committed itself to implement Good Corporate Governance (GCG) as a form of transformation to become a company which is clean and free of corruption. In a series of programs initiated and developed by Pertamina in order to ensure corporate governance, Pertamina has conducted strong systems such as the Whistle Blowing System, establishment of the Gratuity Control Unit, and others. Pertamina is moving to synergism all its business activities by prioritizing implementation of good corporate governance. 295
296 Dasar Hukum Penerapan GCG Legal Basis of GCG Implementation Persyaratan atas standar penerapan praktik GCG telah diatur dalam: - Undang-undang No.40/2007 Perseroan Terbatas ("UUPT") Undang-undang No.19/2003 mengenai BUMN - Undang-undang No. 31/1999 tentang Pemberantasan Tindak Pidana Korupsi Peraturan Menteri Negara BUMN No.PER-01/ MBU/2012 tanggal 6 Juli 2012 mengenai Perubahan atas 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 Badan Usaha Milik Negara Peraturan OJK dan peraturan yang dikeluarkan oleh BEI
The requirements of the implementation of GCG standardized practice are regulated in: - - - - Ministry of SOE Regulation No.PER-09/MBU/2012 dated 6 July 2012 on the Amandement of Ministry of SOE Regulation No.PER-01/MBU/2011 dated 1 August 2011 on Good Corporate Governance on State Owned Company Law on Limited Liability Companies (UUPT) No.40/2003 Law No 19/2003 on SOEs Law No 31/1999 on Corruption Erradication OJK Regulation and provisions enacted by Indonesia Stock Exchange.
Pada 30 November 2004, Pemerintah membentuk Komite Nasional Kebijakan Governance ("KNKG") berdasarkan peraturan Menteri Koordinator Bidang Perekonomian No.KEP-49/M.EKONOM/1/2004. Pendirian KNKG bertujuan untuk meningkatkan pemahaman dan pelaksanaan tata kelola perusahaan di Indonesia dan untuk memberi saran kepada Pemerintah tentang hal-hal yang terkait dengan tata kelola, baik di sektor korporasi dan publik. On 30 November 2004, the government formed the National Governance Policy Committee (KNKG) based on Coordinating Ministry of Economy No. KEP-49/M. EKONOMI/1/2004. The establishment of KNKG aimed for improving the understanding and implementation of corporate governance in Indonesia and to provide suggestions to the government on the matters related to governance, in both the corporate and public sectors. Prinsip GCG GCG Principles Selaras dengan landasan hukum yang berlaku, Pertamina mengaplikasikan prinsip-prinsip GCG yaitu: In line with the prevailing legal basis, Pertamina applies GCG Principles as follows: Transparansi Implementasi prinsip transparansi berkaitan dengan komitmen Pertamina untuk menjamin pemaparan informasi publik terkelola dengan baik. Informasi Publik adalah informasi yang dihasilkan, disimpan, dikelola, dikirim dan/atau diterima oleh suatu Badan Publik yang berkaitan dengan penyelenggara atau penyelenggaraan Negara dan/atau penyelenggara dan penyelenggaraan Badan Publik lainnya yang sesuai dengan Undang-Undang No 14 Tahun 2008 tentang Keterbukaan Informasi Publik serta informasi lainnya yang berkaitan dengan kepentingan publik. Transparency The implementation of transparency is related with Pertamina's commitment that presentation of public information is managed in a good manner. Public information is information resulting from, kept, managed, sent, and/or received by a Public Entity related with the employees or officials and/or employees and officials of other Public Entities in line with Law No 14/2008 on Information Transparency as well as other information related to public interests. to guarantee Guna memenuhi amanat UU No. 14 tahun 2008 tentang Keterbukaan Informasi Publik, Pertamina telah membuat Pedoman Pengelolaan Informasi Publik No. Layanan A-002/N00000/2013-S9. Pengaturan ini bertujuan untuk memberikan standar layanan agar pengelolaan informasi publik di lingkungan Pertamina dapat berjalan dengan baik dan layanan informasi kepada stakeholder dapat terpenuhi secara efektif, menyeluruh dan terpadu guna mencapai tujuan Pertamina. Pertamina juga sudah menunjuk Pejabat Pengelola In compliance with Law No. 14/2008 on Information Transparency, Pertamina formulated Public Information Service Management Guideline No. A-002/N00000/2013-S9. This regulation aims to provide a service standard so that public information management in Pertamina is implemented in a good manner and information services to the stakeholders will be accomplished effectively, comprehensively and as integrated to achieve Pertamina's goals. Pertamina has appointed Information and Documentation Officials (PPID).
Informasi dan Dokumentasi (PPID). Salah satu fasilitas penyampaian informasi publik di lingkungan Pertamina adalah situs web Pertamina yaitu Situs web perusahaan menampilkan informasi dan data mengenai Pertamina yang dapat diakses oleh pemangku kepentingan maupun masyarakat umum sesuai dengan prinsip transparansi dan keterbukaan informasi. One the facilities for disseminating public information in Pertamina is the Pertamina website The Company website displays information and data about Pertamina accessible by stakeholders and public citizens in accordance with the information transparency principal. Akuntabilitas Dalam menjalankan kewajiban dan kewenangannya dalam pengurusan perusahaan, masing-masing organ perusahaan (dalam hal ini Direksi, Dewan Komisaris, dan RUPS) berpegang pada Anggaran Dasar Pertamina. Anggaran Dasar Pertamina mengatur tindakan-tindakan mana saja yang dapat dilakukan Direksi atas kewenangan kolegial dan tindakan-tindakan mana saja yang dalam pelaksanaannya mengharuskan Direksi untuk meminta tanggapan dari Dewan Komisaris dan/atau persetujuan dari RUPS untuk memastikan fungsi pengawasan pengurusan Perusahaan berjalan dengan baik. Pertamina memiliki kebijakan internal dalam bentuk Surat Keputusan Direksi Pertamina No. 034/C00000/2016-S0 tentang Struktur Organisasi Dasar PT Pertamina (Persero) yang mengatur pembagian tugas dan tanggung jawab masing- masing Direktur dengan tujuan agar anggota Direksi dapat menjalankan tugas pokok secara efektif dan efisien. Accountability In conducting the duties and authorities in the Company's management, each Company organ (Board of Directors, Board of Commissioners, and General Meeting of Shareholders) abide by Pertamina's Articles of Association. Pertamina's Articles of Association regulate which actions are conducted by the Board Directors with collegial authority and which actions require the Board of Directors to ask for a response from the Board of Commissioners and/or agreement from GMS to ensure the supervisory function via Company organization is conducted in a good manner. Pertamina has internal policy in a form of Decision Letter of Pertamina Director No. 034/C00000/2016-SO on Basic Organization Structure of PT Pertamina (Persero) which regulates duties and responsibilities each Director so that the Directors can carry out their main duties effectively and efficiently. Pertanggungjawaban Dalam upaya penerapan prinsip tanggung jawab, Direksi dan Dewan Komisaris Pertamina secara sinergi membangun sistem kepatuhan terhadap peraturan perundang-undangan terus-menerus. Direktur dan peraturan Utama Pertamina melalui Surat Perintah No. Print-014/ C00000/2014-S0, menunjuk Chief Legal Counsel & Compliance sebagai Chief Compliance Officer (CCO) yang memiliki tugas regulatory sebagai berikut: 1. Mengumpulkan serta melakukan kajian secara berkala tentang Peraturan Internal, peraturan perundang- undangan di Indonesia yang terkait dengan kegiatan bisnis Perusahaan. internal secara Responsibility In implementing the responsibility principal, the Board of Directors and Board of Commissioners together establish the compliance system on provisions, laws, and internal regulations continuously. The President Director & CEO of Pertamina through Letter of Instruction No. Print-014/ C00000/2014-S0, appointed Chief Legal Counsel & Compliance as Chief Compliance Officer (CCO) who has regulatory duties to: 1. Collect and conduct studies on internal regulation, prevailing laws in Indonesia related with the Company's businesses regularly. 2. Menyiapkan dan/atau melakukan review atas peraturan internal yang dikeluarkan oleh Direksi Pertamina dan pemberlakuannya bersifat lintas Direktorat, dari aspek kesesuaiannya dengan peraturan internal dan peraturan perundang-undangan. 2. Prepare and/or conduct review on internal regulation issued by Pertamina's Board of Directors where the implementation is cross-Directory, as to suitability with internal regulations and prevailing laws. 3. Melakukan edukasi dan sosialisasi kepada semua fungsi di Perusahaan, Insan Pertamina dan seluruh stakeholder Perusahaan Internal, peraturan perundang-undangan di Indonesia yang terkait dengan bisnis Perusahaan. tentang peraturan 3. Conduct education and socialization across all the Company's functions, Pertamina's employees, and all Company stakeholders on internal regulations, prevailing laws in Indonesia as related to the Company's businesses. Dengan adanya tugas regulatory yang diemban oleh CCO, maka Perseroan dapat selalu memantau kesesuaian peraturan perundang-undangan dengan peraturan internal Perusahaan. With the regulatory duty conducted by the CCO, the Company is able to supervise the compliance of prevailing laws with Company internal regulations. Independensi Pertamina selalu berupaya memastikan bahwa setiap tindakan yang diambil merupakan tindakan bebas dari benturan kepentingan dan intervensi pihak manapun, agar Independence Pertamina ensures that every action taken is an action which is free from conflict of interest and intervention from any party, so that the decision making process is carried out objectively 297
298 pengambilan keputusan dilakukan secara obyektif semata- mata untuk kepentingan Perusahaan. Untuk mewujudkan pencapaian tema strategi Pertamina Aggressive Upstream dan Profitable Downstream guna mencapai Visi dan Misi Perusahaan, maka disusunlah Rencana Jangka Panjang Perusahaan (RJPP) periode 2015-2019, yang memberikan gambaran mengenai arah yang akan dituju oleh Perusahaan dalam kurun waktu 5 (lima) tahun ke depan, yang berlaku sebagai pedoman dalam setiap pengambilan keputusan bisnis dengan pertimbangan komersial, restrukturisasi organisasi, investasi dan divestasi. Pertamina juga telah menetapkan Pedoman Konflik Kepentingan No. A-022/ N00300/2009-S0 yang mengatur batasan Konflik Kepentingan bagi serta mengatur mekanisme pelaporan atas potensi kepentingan yang dimiliki setiap Insan Pertamina. Insan Pertamina, only for the interest of the Company. To accomplish the Pertamina's strategy Aggressive Upstream and Profitable Downstream to achive Company's Vision and Mission, Pertamina formulated the Company's Long-Term Plan (RJPP) of 2015-2016, which illustrates the direction that will be taken by the Company in the next 5 (five) years and which applies as a guideline in every commercial, restructuring, organization, investment, and divestment business decision. Pertamina has implemented Conflict of Interest Guideline No. A-022/N00300/2009-S0 which regulates the limitation of Conflict of Interest for Pertamina's employees, as well as regulates the reporting mechanism on the potential of conflict of interest of each employee. Kewajaran Salah satu bentuk penerapan prinsip keadilan di lingkungan Pertamina adalah pemberlakuan sistem rekrutmen, promosi, dan pengembangan karir secara adil/wajar dan konsisten berdasarkan kompetensi sesuai dengan kebutuhan Perseroan. Kompensasi dan hak pekerja diberikan secara adil, layak, dan transparan berdasarkan kinerja serta sesuai ketentuan yang berlaku. Di samping itu, Perseroan memberikan kesempatan berkarir yang sama, serta menghindari praktik- praktik pemaksaan kerja. Secara keseluruhan, Perseroan tunduk pada peraturan Pemerintah terkait ketenagakerjaan, yaitu UU No.13 Tahun 2003 dan Perjanjian Kerja Bersama (PKB). Fairness One way to implant the fairness principle in Pertamina is through the recruitment, promotion, and career development system which must be seen as fair and consistent based on competence in accordance with Company policy. Employee compensation and rights are given in a fair, decent, and transparent manner according to the performance as well as according to the prevailing provision. Other than that, the Company provides equal career opportunity, as well as avoid coercive working practices. Generally, the Company complies with the government's regulations on labor in Law No. 13/2003 and Joint Cooperation (PKB). Tujuan Penerapan GCG The Purpose of GCG Implementation Prinsip-prinsip GCG merupakan sarana yang digunakan Pertamina untuk mengawal pencapaian visi, misi dan tujuan perusahaan secara lebih baik. Penerapan prinsip-prinsip GCG secara konsisten merupakan upaya yang dilakukan Pertamina untuk meningkatkan citra dan kinerja Perusahaan serta meningkatkan nilai perusahaan bagi pemegang saham. Mengacu pada Peraturan Menteri BUMN No. PER-01/ MBU/2011 sebagaimana diubah dengan Peraturan Menteri BUMN No. PER-09/MBU/2012 Tentang Penerapan Tata Kelola Perusahaan yang Baik pada BUMN, tujuan penerapan GCG yang dilakukan oleh Pertamina adalah: 1. Mengoptimalkan nilai Pertamina agar perusahaan memiliki daya saing yang kuat, baik secara nasional maupun internasional, sehingga mampu mempertahankan keberadaannya dan hidup berkelanjutan untuk mencapai maksud dan tujuan Pertamina; GCG Principles are a facility used by Pertamina to ensure the accomplishment of the Company's vision, mission and goals in a better manner. The consistent implementation of GCG Principles is an effort conducted by Pertamina to improve its image and performance and its value to the shareholders. In accordance to Ministry of SOE Regulation No. PER-01/ MBU/2011 amended with Ministry of SOE Regulation No. PER-09/MBU/2012 on the Implementation of Good Corporate Governance on SOE, the purposes of GCG implementation conducted by Peramina are: 1. Optimizing Pertamina's value so that the Company has strong competitiveness, both national and international, hence able to defend its interests and live sustainably to achieve Pertamina's goals and means. 2. Mendorong pengelolaan Pertamina secara profesional, efisien, dan efektif, serta memberdayakan fungsi dan meningkatkan kemandirian Organ Persero; 3. Mendorong agar Organ Persero dalam membuat keputusan dan menjalankan tindakan dilandasi nilai moral yang tinggi dan kepatuhan terhadap peraturan perundang- undangan, serta kesadaran akan adanya tanggung jawab 2. Supporting Pertamina's progessive, efficient, and effective management as well as empowering its function and improving the independence of the Company's organs; 3. Supporting the Company's organs in making and implementing decisions based on high moral value and compliance with laws, as well as awareness of the social
299 sosial Pertamina terhadap stakeholders maupun kelestarian lingkungan di sekitar Pertamina; responsibility of Pertamina to the stakeholders as well as environment surrounding Pertamina; 4. Meningkatkan kontribusi Pertamina dalam perekonomian 4. Improving Pertamina's contribution on economy; 4. Improving Pertamina's contribution on economy; the national 5. Meningkatkan iklim yang kondusif bagi perkembangan 5. Improving conducive a climate for national investment development. 5. Improving conducive a climate for national investment development. Roadmap GCG GCG Roadmap PENERAPAN STRUKTUR GCG Untuk mencapai tersebut, prinsip-prinsip GCG diinterpretasikan oleh Pertamina ke dalam pedoman tata kelola perusahaan yang wajib diketahui dan dilaksanakan oleh seluruh individu di lingkungan usaha Perusahaan. Penerapan GCG di Pertamina dilakukan secara bersinergi antar fungsi internal Perusahaan. Penerapan GCG di Pertamina dilakukan secara bertahap dengan mengacu pada Roadmap GCG yang telah dilaksanakan dalam jangka waktu 6 tahun, dimulai sejak 2009 hingga 2015, yang terdiri dari fase Compliance, Conformance, Performance, dan Sustainability. tujuan GCG STRUCTURE IMPLEMENTATION To achieve the abovementioned purposes, GCG Principles are interpreted into good governance guidlines to be acknowledged and implemented by all individuals in the Company's business environment. GCG implementation in Pertamina is conducted in synergy with the Company's internal functions. GCG awareness in Pertamina was implemented gradually in accordance to the GCG Roadmap, which has be accomplished in 6 years, starting 2009 to 2015, and consists of: Compliance, Conformance, Performance, and Sustainability. Fase Penerapan GCG PT Pertamina (Persero) Implementation Phase of GCG in PT Pertamina (Persero) Compliance Conformance Performance GCG & Transformasi GCG & Transformation Kepatuhan terhadap ketentuan dan peraturan. Compliance towards provisions and regulations. Pengendalian internal dan penerapan manajemen risiko secara efektif. . Internal control and effective risk management. Kinerja unggul perusahaan yang profesional dan menjunjung tinggi etika. Center of excellence professional and ethical performance of the company. Sustainability Regulatory driven Ethic driven Market driven GOOD GOVERNANCE & VALUE CREATION 2008 2011 2013 2015 Pada 2016, Pertamina sudah berada pada tahap sustainability (keberlanjutan) dalam tahapan penerapan GCG. Keberlanjutan artinya penerapan GCG Pertamina sudah menjadi budaya dan keberlangsungannya terjaga. Penerapan GCG di Pertamina tidak lagi dianggap sebagai sesuatu yang bersifat mandatory tetapi sudah menjadi kebutuhan, baik oleh anggota organisasi yang berada di top management maupun seluruh lapisan anggota organisasi. In 2016, Pertamina is in the sustainability phase in terms of GCG implementation. Sustainability means the implementation of GCG Pertamina has become a culture and the continuity is on a consistent path. The implementation of GCG in Pertamina is no longer considered as mandatory but as a necessity, both by top management as well as all levels of the organization.
300 Target Pertamina untuk secara stabil berada pada tahap keberlanjutan dibuktikan dengan pencanangan program Compliance Due Diligence yang bertujuan: 1. Memastikan bahwa mitra kerja Pertamina telah memahami Pertamina's target of stability in the sustainable stage is evidenced with the implementation of the Compliance Due Diligence program which aims to: 1. Ensure that Pertamina's business partners understand Code of Conduct Pertamina Pertamina's Code of Conduct 2. Memastikan bahwa mitra kerja Pertamina telah memiliki dan menjalankan program-program kepatuhan yang selaras dengan Code of Conduct Pertamina 2. Ensure that Pertamina's business partners have and implement compliance program in line with Pertamina's Code of Conduct 3. Memastikan bahwa mitra kerja Pertamina tidak memiliki benturan kepentingan/conflict of interest dengan Insan Pertamina. 3. Ensure that Pertamina's business partners do not have conflict of interest with Pertamina employees. Selain program Compliance Due Diligence, fungsi Compliance juga mencanangkan Program Fraud Risk Assessment, sebuah Assessment yang dilakukan untuk mengetahui dan memetakan area-area di Pertamina yang berpotensi terjadi risiko fraud sehingga dapat dilakukan mitigasi/pencegahan secara dini. Other than the Compliance Due Diligence program, the Compliance function also applies to the Fraud Risk Assessment Program, an assessment conducted to acknowledge and map the areas in Pertamina with potential for risk of fraud so that the Company is able to mitigate at the early stage. Pedoman GCG GCG Guideline Salah satu kriteria di dalam Salinan Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No. SK-16/S. MBU/2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara adalah Pertamina harus memiliki Board Manual, Code of Conduct dan Code of Corporate Governance. One of the criteria is Secretary of the Ministry of SOE Decision No. SK-16/S.MBU/2012 on Assessment and Evaluation Indicators on the Implementation of Good Corporate Governance on SOE in that Pertamina has to have a Board Manual, Code of Conduct, and Code of Corporate Governance. Board Manual Board Manual merupakan salah satu soft structure GCG, sebagai penjabaran dari Pedoman Tata Kelola Perusahaan (Code of Corporate Governance) Pertamina yang mengacu pada Anggaran Dasar Pertamina. Board Manual The Board Manual is one of the soft structures of GCG, as an furtherence of the Code of Corporate Governance of Pertamina in accordance to the Articles of Association. Board Manual bertujuan untuk: 1. Menjadi rujukan/pedoman tentang tugas pokok dan The Board Manual aims to: 1. Become a guideline about main duties and business fungsi kerja masing-masing organ Perseroan; function of each Company organ; 2. Meningkatkan kualitas dan efektivitas hubungan kerja 2. Improve the quality and effectiveness of business antar organ Perseroan; relationships between the Company's organs; 3. Menerapkan asas-asas GCG yakni, Transparansi, Akuntabilitas, Responsibilitas, Independensi dan Fairness (Kewajaran). 3. Implement GCG Principles: transparency, accountability, responsibility, independency, and fairness. Peraturan Menteri BUMN No. PER-01/MBU/2011 sebagaimana terakhir diubah dengan Peraturan Menteri tentang Penerapan BUMN No. PER-09/MBU/2012 Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara mewajibkan Pertamina untuk menyusun Board Manual. Secara internal di Pertamina ditetapkan melalui Surat Keputusan No. Kpts-74/ C00000/2013-S0 tertanggal 17 Desember 2013. Board Manual Pertamina dapat diunduh publik melalui situs resmi Pertamina yaitu The Ministry of SOE Regulation No. PER-01/MBU/2011 as then amended with Ministry of SOE Regulation No. PER- 09/MBU/2012 on the Implementation of Good Corporate Governance on SOE mandates Pertamina to compile the Board Manual. Internally, in Pertamina, the regulation is stipulated through Decision Letter No. Kpts-74/C00000/2013-SO dated 17 December 2013. Pertamina's Board manual can be downloaded though Pertamina's official website
Code of Conduct Code of Conduct atau Pedoman Perilaku berlaku sebagai panduan individu Perseroan untuk berperilaku sesuai yang diharapkan oleh Perseroan dengan menjunjung nilai-nilai yang baik. Code of Conduct The Code of Conduct is applied as an individual guideline to detail behavior as expected by the Company through upholding high values. Peraturan Menteri BUMN No. PER-01/MBU/2011 sebagaimana terakhir diubah dengan Peraturan Menteri BUMN No. PER-09/MBU/2012 tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara mewajibkan Pertamina untuk menyusun Code of Conduct yang telah ditetapkan melalui Surat Keputusan No. Kpts-07/C00000/2014-S0 tertanggal 26 Februari 2014. Ministry of SOE Regulation No. PER-01/MBU/2011 as amended with Ministry of SOE Regulation No. PER-09/ MBU/2012 on the Implementation of Good Corporate Governance on State-Owned Company requires Pertamina to prepare the Code of Conduct and in Pertamina's internal environment is stipulated through Decision Letter No. Kpts- 07/C00000/2014-SO dated 26 February 2014. Ruang lingkup materi Code of Conduct Pertamina meliputi Tata Nilai Unggulan Pertamina, Prinsip-Prinsip Good Corporate Governance, kumpulan nilai-nilai seperti integritas, persaingan sehat, sikap profesional, komitmen terhadap pelanggan dan pemangku kepentingan dan ketentuan terkait Whistle Blowing System. The scope of Pertamina's Code of Conduct comprises Pertamina's Excellent Values, Good Corporate Governance Principals, values such as integrity, healthy competition, professionalism, commitment with customers and stakeholders and provisions on the Whistle Blowing System. Code of Corporate Governance Code of Corporate Governance/Pedoman Tata Kelola Perusahaan merupakan suatu acuan yang disusun oleh Pertamina dalam pelaksanaan pengelolaan berdasarkan prinsip-prinsip Good Corporate Governance. Code of Corporate Governance mengatur struktur badan tata kelola perusahaan (RUPS, Dewan Komisaris, dan Direksi), proses tata kelola perusahaan, organ pendukung badan tata kelola perusahaan serta proses tata kelola perusahaan. Code of Corporate Governance The Code of Corporate Governance is a reference drafted by Pertamina in managing operations based on Good Corporate Governance principals. The Code of Corporate Governance regulates the corporate governance body structure (GMS, Board of Commissioners, and Board of Directors), governance process, supporting organs for corporate governance as well as the corporate governance process. Fungsi Compliance Compliance Function Fungsi Compliance bertanggung jawab atas pekerjaan terkait penerapan GCG di Pertamina, antara lain pengendalian gratifikasi, pemenuhan kewajiban LHKPN, penanganan tindak lanjut laporan Whistle Blowing System, pemantauan proses kegiatan investasi, pelaksanaan asesmen GCG, sosialisasi dan edukasi compliance serta konsultasi dan review terkait pembuatan peraturan/SOP internal Perusahaan. Hal ini sebagaimana diatur dalam Surat Perintah No. Prin-014/ C00000/2014-S0 Tentang Penunjukan Pejabat Chief Compliance Officer. The Compliance Function is responsible for the work related to the implementation of GCG in Pertamina, among others gratuity control, LHKPN requirements, follow up on Whistle Blowing System reports, investment process supervision, GCG assessment, socialization and education of compliance as well as consultation and review related to formulation of regulation/internal SOP of the Company. These are regulated in a Ordinance Letter No. Prin-014/C0000/2014-SO on Appointment of the Chief Compliance Officer. Program Fungsi Compliance Sepanjang 2016, Fungsi Compliance menyelenggarakan beberapa program sebagai bentuk sosialisasi dan penguatan nilai serta budaya Pertamina kepada seluruh individu. Berbagai program tersebut adalah: 1. Program Edukasi Program Edukasi Compliance terdiri dari Booth Compliance Clinic; E-learning GCG; Karikatur Sosialisasi GCG; pembangunan budaya Profesional Berintegritas (PROFIT) dan kegiatan lain yang mendukung penerapan prinsip-prinsip GCG. Program of Compliance Function Throughout 2016, the Compliance Function conducted several programs as socialization and strengthening Pertamina's values and culture to all individuals. These programs are as follows: 1. Education Program Compliance Education Program consists of Booth Compliance Clinic; E-learning GCG; Integrity Cartoon (Miss Tami); establishment of Professional with Integrity (PROFIT) Culture and other activities supporting the implementation of GCG Principles. 301
302 2. Program Corporate Compliance Program ini meliputi pengawalan transaksi penting, penelaahan soft structure Pertamina sesuai kondisi Perusahaan. 2. Corporate Compliance Program This program consists of important transactions, and studying Pertamina's soft structure as to the Company's condition. supervising 3. Program Regulatory Affairs 3. Regulatory Affairs Program Program ini meliputi penelaahan dan penyebarluasan penelaahan atas peraturan-peraturan baru yang memiliki dampak yang cukup signifikan bagi Pertamina dan melakukan pengawalan dalam penyusunan pedoman internal yang bersifat lintas direktorat di Perusahaan. This program consists of reviewing and disseminating reviews on new regulations which have significant influence on Pertamina, and supervision on drafting cross- directoral internal guidelines. 4. Pengelolaan Whistle Blowing System 4. Whistle Blowing System Management Program ini meliputi pengelolaan atas Whistle Blowing System secara keseluruhan di Pertamina. 5. Program Compliance Due Diligence This program consists of comprehensive Whistle Blowing System management in Pertamina. 5. Compliance Due Diligence Program Program ini bertujuan untuk memastikan bahwa mitra kerja Pertamina telah memahami Code of Conduct Pertamina, memiliki dan menjalankan program-program kepatuhan yang selaras dengan Code of Conduct Pertamina dan tidak memiliki benturan kepentingan/conflict of interest dengan Insan Pertamina. This program aims to ensure that Pertamina's partners understand Pertamina's Code of Conduct, have and implement compliance programs in line with Pertamina's Code of Conduct and do not have conflict of interest with Pertamina employees. 6. Fraud Risk Assessment 6. Fraud Risk Assessment Program ini merupakan asesmen yang dilakukan untuk mengetahui dan memetakan area-area di Pertamina yang berpotensi terjadi risiko fraud sehingga dapat dilakukan mitigasi/pencegahan secara dini. This program is an assessment conducted to understand and map the areas in which Pertamina has high risk of fraud, hence in order to mitigate early. Asesmen GCG Kegiatan ini merupakan asesmen yang dilakukan secara rutin setiap tahun dengan menggunakan parameter yang diatur oleh Menteri BUMN sebagaimana tertuang dalam Salinan Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No. SK-16/S.MBU/2012 Tentang Indikator/ Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara. Selain asesmen GCG dengan parameter tersebut di atas, pada 2016 Pertamina mengikuti asesmen Corporate Governance Perception Index dan meraih kategori trusted company. GCG Assessment This activity is an assessment conducted periodically each year by using parameters regulated by the Minister of SOE as stipulated by Secretary of the Ministry of SOE Decision No. SK-16/S.MBU/2012 on Assessment and Evaluation Indicator/Parameter on Implementation of Good Corporate Governance on State-Owned Companies. Other than GCG assessments with these parameters, in 2016, Pertamina joined the assessment of Corporate Governance Perception Index and was placed into the trusted company category. the Pengendalian Gratifikasi Program pengendalian gratifikasi di Pertamina diawali dengan penandatanganan komitmen antara Pertamina dan Komisi Pemberantasan Korupsi (KPK) mengenai Penerapan Program Pengendalian Gratifikasi pada tanggal 26 Agustus 2010. Sejak penandatanganan komitmen tersebut, Pertamina mengembangkan sistem pengendalian gratifikasi dengan: a. Membangun sarana pelaporan gratifikasi yang menjadi salah satu kewajiban pelaporan dalam Compliance Online System dan terintegrasi dengan sistem intranet Pertamina, sehingga memudahkan para pekerja untuk membuat laporan gratifikasi. Gratification Control The Gratuity Control program in Pertamina was began with the signing of a commitment between Pertamina and Coruption the Implementation of Gratuity Control Program on 26 August 2010. Since that commitment, Pertamina has developed a gratuity control by: a. Building gratuity reporting facility which become one of the required reports in the Compliance Online System and integrated with Pertamina's internet system which makes it easier for employees to submit gratuity reports. Erradication Commission (KPK) on b. Memberlakukan Penolakan, Penerimaan dan Pemberian Hadiah atau Cinderamata dan Hiburan (Entertainment) pada 2012 yang direvisi pada 2013. Pedoman Gratifikasi, b. Imposing Gratuity Guidelines: Rejection, Acceptance and Giving Gifts or Souvenirs and Entertainment in 2012, revised in 2013. c. Membentuk Unit Pengendalian Gratifikasi (UPG) yang dilaksanakan oleh Fungsi Compliance. UPG dilaksanakan dengan mengacu pada Pedoman Unit c. Established a Gratuity Control Unit (UPG) carried out by the Compliance Function. UPG is carried out based on Gratuity Control Unit Guidelines. In controlling gratuity
Pengendalian Gratifikasi. Dalam pengendalian gratifikasi ini, UPG berkoordinasi intensif dan melakukan rapat pengawasan dan evaluasi secara berkala dengan Direktorat Pencegahan KPK. guidelines compliance, UPG intensively and regularly coordinates and conducts supervision and evaluation meetings with the Prevention Directorate of KPK. Kewajiban Laporan Harta Kekayaan Penyelenggara Negara (LKHPN) Ketentuan mengenai kewajiban Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) di Pertamina mengacu pada Undang Undang No. 28 Tahun 1999 tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Korupsi, Kolusi dan Nepotisme. Terkait dengan tersebut, berdasarkan SK No.56/ kewajiban LHKPN C00000/2013-S0 tanggal 19 September 2013 Direktur Utama Pertamina menetapkan bahwa pemangku jabatan yang wajib melaporkan LHKPN di Pertamina terdiri dari: 1. Komisaris 2. Direksi 3. Senior Vice President/setara 4. Vice President/setara 5. Direksi Anak Perusahaan 6. Manajer/setara 7. Komisaris Anak Perusahaan yang tidak sekaligus menjabat sebagai Direksi Pertamina dan bukan pejabat tugas perbantuan 8. Vice President/setara di Anak Perusahaan 9. Manajer/setara di Anak Perusahaan Wealth Report of State Officials (LHKPN) The stipulation in regard to Wealth Report of State Officials (LHKPN) in Pertamina refers to Law No. 28/1999 regarding Clean State Organization and Freedom from Corruption, to SK No.56/ Collusion and Nepotism. According C00000/2013-S0 dated 19 September 2013, the President Director of Pertamina stipulated that stakeholders are mandated to submit the LHKPN, including: 1. Board of Commissioners 2. Board of Directors 3. Senior Vice President/equivalent 4. Vice President/equivalent 5. Subsidiaries' Boards of Directors 6. Manager/equivalent 7. Subsidiaries' Boards of Commissioners who are not serving as Pertamina Directors or executive officials 8. Vice President/equivalent in Subsidiaries 9. Manager/equivalent in Subsidiaries. Pada 2016, jumlah LHKPN yang diterima oleh fungsi Compliance adalah sebanyak 1.454 laporan atau sebesar 76% dari total 1.905 wajib lapor LHKPN di Pertamina dan Anak Perusahaan. In 2016, the number of LHKPN received by the Compliance Function were 1,454 reports, or 76% of the total 1,905 mandatory LHKPN reports of Pertamina and its Subsidiaries. Keterlibatan Fungsi Compliance dalam Investasi Keterlibatan Fungsi Compliance dalam kegiatan investasi mengacu pada Surat Menteri BUMN No. S-528/ MBU.S/2013 tanggal 28 Oktober 2013 tentang BUMN Bersih. Aturan ini mewajibkan BUMN memiliki fungsi pengelolaan kepatuhan yang dapat memastikan agar segala transaksi penting Perseroan dilaksanakan berdasarkan prinsip- prinsip GCG dan mengikuti ketentuan peraturan perundang- undangan yang berlaku. The Involvement of Compliance Function in Investment The involvement of the Compliance Function in investment activities refers to the Minister of SOE Letter No. S-528/ MBU.2/2013 dated 28 October 2013 on BUMN Bersih. This regulation mandates SOEs to have a compliance management function which can ensure every important transaction of the Company is conducted according to GCG princials and complies with prevailing laws and regulations. Dengan landasan tersebut, sejak 2014 Fungsi Compliance Pertamina terlibat dalam pengawasan terhadap transaksi penting di Perseroan. Dalam pelaksanaannya, pengawasan tersebut memastikan prinsip-prinsip GCG terpenuhi dalam setiap tahap proses kegiatan investasi sebelum proses investasi diteruskan ke tahap selanjutnya. Hasil verifikasi penerapan prinsip-prinsip GCG menjadi bagian rekomendasi tertulis Gate Review untuk pengambil keputusan investasi. On this basis, since 2014, the Pertamina's Compliance Function has conducted important transaction supervision in the Company. In the implementation, the supervision ensures the fulfilment of GCG Principles in each step of the investment process before the investment continues to the next phase. The verification of the implementation of GCG Principles becomes part of the written recommendations of Gate Reviews to decide on the investment. 303
304 Sosialisasi Praktik GCG Socialization of GCG Practice Pertamina melakukan sosialisasi GCG secara menyeluruh dari kantor pusat hingga ke unit operasi. Sejak boundary Key Performance Indicator (KPI) GCG diluncurkan pada 2012, sosialisasi GCG dilakukan secara mandiri dengan difasilitasi oleh Champion GCG pada masing-masing fungsi atau departemen menggunakan modul sosialisasi dari Fungsi Compliance. Champion GCG terdiri dari individu-individu pekerja yang dibentuk oleh Fungsi Compliance melalui training of trainers. Materi sosialisasi GCG mencakup pemahaman prinsip-prinsip tata kelola perusahaan yang baik, kebijakan gratifikasi di Pertamina, kode etik atau pedoman perilaku (code of conduct), benturan kepentingan, dan Whistle Blowing System. Pertamina performs a thorough GCG socialization from the head office to operational units. Since the GCG Key Performance Indicator (KPI) was launched in 2012, GCG socialization has been executed independently, facilitated by a GCG Champion in each function or department using socialization modules from the Compliance Function. GCG Champions consist of individual employees groomed by the Compliance Function through training of trainers. GCG socialization material covers comprehension on good corporate governance principles, gratuity policy in Pertamina, Code of Conduct, conflict of interest, and Whistle Blowing System. Meski bersifat mandiri, pendampingan sosialisasi GCG oleh Fungsi Compliance tetap dilakukan di internal dan anak perusahaan, termasuk sosialisasi GCG kepada vendor apabila diperlukan. Calon pekerja juga mendapatkan materi sosialisasi GCG sebagai salah satu kurikulum program pengenalan Perusahaan. Selama 2016, total jumlah pekerja Pertamina yang mengikuti sosialisasi tercatat sebesar 88% dari jumlah pekerja secara keseluruhan. Although it is independent, the GCG socialization assistance by the Compliance Function remains to be fully carried out internally and in Subsidiaries, including, if necessary, GCG socialization for vendors. Employee candicates are also socialized through the Company's induction curriculum. During 2016, the total number of employee who followed socialization was 88% of all employees. Pengukuran dan Asesmen GCG Measurement and GCG Assessment Ketentuan mengenai pelaksanaan asesmen terhadap penerapan GCG diatur dalam Pasal 44 Ayat 1 Huruf a Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN yang mewajibkan pelaksanaan asesmen setiap dua tahun sekali. Pada realisasinya, Pertamina selalu melaksanakan asesmen tersebut setiap tahun sesuai Rencana Kerja dan Anggaran Perusahaan pada tahun berjalan yang telah disahkan oleh RUPS. Kriteria dan metodologi yang digunakan dalam asesmen GCG di Pertamina mengacu pada Surat Keputusan Sekretaris Kementerian BUMN No.SK-16/S.MBU/2012 tanggal 6 Juni 2012, yang terdiri dari enam aspek pengujian, yaitu: 1. Komitmen terhadap penerapan tata kelola berkelanjutan 2. Pemegang saham dan Rapat Umum Pemegang Saham The Provision on GCG implementation assessment is stipulated in Article 44 Paragraph 1 Letter a in the Minister of SOE Regulation No. PER-01/MBU/2011 on the Implementation of Good Corporate Governance on SOE which mandates to carry out assessments twice a year. In the implementation, Pertamina conducts assessments every year in line with the Business Plan and Articles of Association in the current year which was ratified by the GMS. The criteria and methodology used for the GCG assessment is based on Decision Letter of the Secretary of the Ministry of SOE No. SK-16/S. MBU/2012 dated 6 June 2012, and comprises of six examination aspects: (RUPS) 1. Commitment on governance the implementation of sustainable 3. Dewan Komisaris 4. Direksi 5. Pengungkapan informasi dan transparansi 6. Aspek lainnya 2. Shareholders and General Meeting of Shareholders (GMS) 3. Board of Commissioners 4. Board of Directors 5. Information and Transparency disclosure 6. Other aspects.
2016, Pertamina Dalam penilaian kinerja GCG termasuk dalam KPI Direksi terkait Kepemimpinan, Tata Kelola & Tanggung Jawab Pengukuran Kinerja GCG melalui Kemasyarakatan. asesmen GCG dilakukan oleh Konsultan Independen. Untuk 2016, penilaian kinerja GCG Pertamina dilakukan oleh PT RSM Indonesia Konsultan. Sesuai dengan hasil penilaian, Pertamina memperoleh skor 94,62 meningkat dari tahun 2015 sebesar 94,50. Kontrak Manajemen In Pertamina's 2016 Management Contract, the assessment of GCG performance is included in BOD KPI related to Leadership, Governance and Social Responsibility. The GCG Performance measurement through the GCG assessment was carried out by an Independent Consultant. For 2016, the GCG performance assessment in Pertamina was carried out by PT RSM Indonesia Konsultan. According to the assessment result, there was increased to 94.62 from 2015's 94.50. Corporate Governance Perception Index (CGPI) Corporate Governance Perception Index (CGPI) merupakan program riset dan pemeringkatan GCG yang dilakukan oleh Indonesian Institute for Corporate Governance (IICG) bekerja sama dengan Majalah SWA untuk menilai kualitas Corporate Governance di perusahaan publik (emiten), BUMN, BUMS, BUMD, Lembaga Keuangan Bank dan Non Bank dan Lembaga Keuangan Syariah. Penilaian dilakukan dengan menggunakan pendekatan tematik dan perspektif stakeholders dengan periode 1 tahun buku (1 Januari-31 Desember). Untuk tahun 2016, Pertamina dikategorikan sebagai trusted company. Corporate Governance Perception Index (CGPI) Corporate Governance Perception Index (CGPI) is a GCG research program and ranking which assesses the quality of Corporate Governance in public limited liability companies, SOE, BUMS, BUMD, bank and non-bank financial insitutions and sharia financial insitutions. The assessment was conducted by using a thematic and perspective approach of the stakeholders with a 1 fiscal year period (1 January to 31 December). In 2016, Pertamina was placed in the trusted company category. Adapun manfaat pelaksanaan CGPI adalah: 1. Memperbaiki implementasi corporate governance dan memetakan masalah strategis penerapan corporate governance. kelengkapan The benefits of CGPI implementation are to: 1. Improve the completion of the corporate governance implementation and map the strategic proplems of corporate governance implementation. 2. Meningkatkan kapabilitas Perusahaan dalam penerapan 2. Improve the Company's capability on implementing corporate governance. 2. Improve the Company's capability on implementing corporate governance. 3. Meningkatkan kesadaran bersama di antara Perusahaan terhadap pentingnya corporate stakeholders dan governance. 4. Meningkatkan kualitas penerapan corporate governance untuk daya saing dan keberlanjutan Perusahan. 3. Improve the awareness within the Company and stakeholders on the importance of corporate governance. the corporate governance implementation for the Company's competitiveness and sustainability. the quality of 4. Improve Struktur Tata Kelola Perusahaan Corporate Governance Structure Struktur Tata Kelola Pertamina terdiri dari: Pertamina's governance structures are consist of: Rapat Umum Pemegang Saham (RUPS) mempunyai Rapat Umum Pemegang Saham wewenang yang tidak diberikan kepada Direksi dan Dewan Komisaris. RUPS Pertamina adalah Menteri BUMN RI sebagai perwakilan dari Pemerintah Republik Indonesia yang merupakan pemegang 100% saham Perusahaan. Setiap tahun Pertamina setidaknya menyelenggarakan dua kali RUPS Tahunan, yaitu RUPS Tahunan untuk pengesahan Rencana Anggaran dan Rencana Kerja Perusahaan dan RUPS Tahunan untuk pengesahan Laporan Tahunan. General Meeting of Shareholders The General Meeting of Shareholders (GMS) has the authority that cannot be transferred to the Board of Directors and Board of Commissioners. The Pertamina GMS consists of SOE Minister as a representative of the Government of the Republic of Indonesia which holds 100% of the shares of the Company. Every year, Pertamina at least conducts two GMS: a GMS to ratify the Budget Planning and Working Plan of the Company and Annual GMS to ratify the Annual Report. 305
306 Dewan Komisaris Anggota Dewan Komisaris Pertamina diangkat oleh RUPS. Dewan Komisaris bertugas melaksanakan fungsi pengawasan atas jalannya Perusahaan yang dilaksanakan oleh Direksi. Dalam melaksanakan fungsi pengawasannya, anggota Dewan Komisaris tidak dapat bertindak sendiri-sendiri namun secara kolektif. Tugas, wewenang dan kewajiban Dewan Komisaris diatur dalam Anggaran Dasar Perseroan yang disahkan oleh RUPS. Board of Commissioners Members of Pertamina's Board of Commissioners are assigned by the GMS. The Board of Commissioners has the duty to implement oversight on the Company actions carried out by the Board of Directors. In carrying out the oversight function, Commissioners cannot act individually but only act as a Board. Duty, authority and obligations of the Board of Commissioners are governed in the Company's Articles of Association approved by the GMS. Direksi Anggota Direksi Pertamina diangkat oleh RUPS yang jumlahnya disesuaikan dengan kebutuhan Perusahaan. Dalam hal Direksi terdiri atas lebih dari 1 orang anggota Direksi, seorang diantaranya diangkat sebagai Direktur Utama. Direksi bertugas menjalankan segala tindakan yang berkaitan dengan pengurusan Perusahaan untuk kepentingan Perseroan dan sesuai dengan maksud dan tujuan Perusahaan. Dalam melaksanakan tugasnya tersebut Direksi memiliki kewajiban dan wewenang yang diatur dalam Anggaran Dasar Perusahaan. Board of Directors Members of Board of Directors are assigned by the GMS, with membership adjusted to the Company's requirements. In the event that the Board of Directors consists of more than 1 member, one of them is assigned as President Director. The Board of Directors has the duty to carry out all actions in relation to the Company's administrative in the Company's interest and according to the Company aims and objectives. In carrying out its duty, the Board of Directors refers to obligations and authorities governed in the Articles of Association. Komite-Komite di Bawah Dewan Komisaris Dalam menjalankan fungsi pengawasan, Dewan Komisaris wajib membentuk Komite Audit dan dapat membentuk komite lainnya sesuai dengan kebutuhan Perusahaan dengan mematuhi ketentuan peraturan perundang-undangan yang berlaku. Saat ini komite-komite di bawah Dewan Komisaris terdiri dari Komite Audit, Komite Nominasi dan Remunerasi serta Komite Pemantau Manajemen Risiko. Committees Under Board of Commissioners In discharging its supervisory function, the Board of Commissioners is required to establish the Audit Committee and other committees depend on the needs of the Company., by adhering to the prevailing rules and regulation. Currently, the Committees under Board of Commissioners consisted of Audit Committee,Nomination and Remuneration Committee, and Risk Management Monitoring Committee. Satuan Kerja Kepatuhan atau Fungsi Compliance Satuan Kerja Kepatuhan atau Fungsi Compliance di Pertamina berada di bawah struktur organisasi Chief Legal Counsel & Compliance. Fungsi Compliance melaksanakan proses bisnis terkait penerapan GCG di Pertamina, antara lain pengendalian gratifikasi, pemenuhan kewajiban LHKPN, tindak lanjut laporan Whistle Blowing System, pengawalan proses kegiatan investasi, asesmen GCG serta konsultasi dan review terkait pembuatan peraturan/SOP internal Perseroan. Fungsi Compliance dipimpin oleh VP Compliance yang bertanggung jawab kepada Chief Legal Counsel & Compliance selaku Chief Compliance Officer. Compliance Working Unit or Compliance Function Compliance Working Unit or Compliance Function in Pertamina is under the Chief Legal Counsel & Compliance. The Compliance Function conducts business processes related to GCG implementation, among others are gratuity control, LHKPN reporting, follow up on Whistle Blowing System reports, investment process monitoring, GCG assessment as well as consultation and review regarding the formulation of regulations/internal SOP of the Company. The Compliance Function is led by the VP Compliance, who is responsible to the Chief Legal Counsel & Compliance as a Chief Compliance Officer. Satuan Kerja Audit Intern Satuan kerja Audit Intern dilaksanakan oleh Fungsi Internal Audit yang dipimpin oleh Chief Audit Executive yang Internal bertanggung Audit Pertamina menjalankan fungsi dengan mengacu pada ketentuan peraturan perundang-undangan, antara lain Peraturan Menteri BUMN No. PER-01/MBU/2011 yaitu melaksanakan evaluasi atas efektivitas pelaksanaan pengendalian intern, manajemen risiko dan proses tata kelola perusahaan sesuai dengan peraturan perundang-undangan dan kebijakan Perusahaan serta melakukan pemeriksaan dan penilaian atas efisiensi dan efektivitas di bidang keuangan, operasional, sumber daya manusia, teknologi informasi dan kegiatan lainnya. jawab kepada Direktur Utama. Internal Audit Internal Audits are carried out by Internal Audit, led by the Chief Audit Executive who is responsible to President Director. Pertamina's Internal Audit carries out its function by referring to laws and regulation: SOE Minister Regulation No. PER- 01/MBU/2011 to conduct evaluation on the effectiveness of internal control, risk management and governance process in line with prevailing laws and Company policy; as well as evaluation and assessment on the efficiency and effectiveness in finance, operational, human information technology, and other activities. resources,
Audit Eksternal Laporan Keuangan tahunan Perseroan diaudit oleh auditor eksternal yang ditunjuk oleh RUPS dari calon auditor eksternal yang diajukan oleh Dewan Komisaris. Proses penunjukan auditor eksternal dilakukan melalui proses pengadaan barang dan jasa di Perseroan. External Audit The Company's annual Financial Statements are audited by external auditor appointed by GMS from external auditor candidates proposed by the Board of Commissioners. The external auditor appointment process is conducted through procurement of goods and services in the Company. Satuan Kerja Manajemen Risiko Satuan kerja manajemen risiko dilaksanakan oleh Fungsi Enterprise Risk Management di Direktorat Keuangan. Setiap tahun Perseroan menyusun daftar risiko dan membuat langkah mitigasi yang dimonitor setiap 3 bulan sekali. Risk Management Working Unit The Risk Management Working Unit is carried out by Enterprise Risk Management Function in the Financial Directory. Every year, the Company compiles a risk list and creates a mitigation system which is monitored every three months. Stakeholders Pertamina menghormati hak pemangku kepentingan yang timbul berdasarkan peraturan perundang-undangan dan/ atau perjanjian yang dibuat antara lain dengan karyawan, pelanggan, vendor, kreditur, masyarakat serta pemangku kepentingan lainnya. Stakeholders Pertamina honors the interest of stakeholders which emerge based on prevailing laws and/or agreements made between the Company and: employees, customers, loan vendors, the public as well as other stakeholders. Informasi Pemegang Saham Utama dan Pengendali Information on the Majority and Controlling Shareholders Pemegang saham utama dan pengendali PT Pertamina (Persero) adalah Pemerintah Republik Indonesia, oleh karena itu Pertamina tidak mengungkapkan informasi dalam bentuk skema ataupun diagram. The majority and controlling shareholder of PT Pertamina (Persero) is the Government of the Republic of Indonesia; therefore, Pertamina does not produce a diagram or scheme. Informasi Pemegang Saham Non Pengendali Information on the Non-Controlling Shareholders PT Pertamina (Persero) hanya memiliki satu pemegang saham pengendali, yaitu Pemerintah Republik Indonesia, maka Pertamina tidak memiliki pemegang saham non pengendali dan tidak mengungkapkan informasi mengenai pemegang saham non pengendali dalam bahasan ini. PT Pertamina (Persero) only has one and controlling shareholder, that is the Government of the Republic of Indonesia; hence Pertamina does not have non-controlling shareholders and does not need to reveal any information regarding non-controlling shareholders in this matter. 307
308 Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS) Rapat Umum Pemegang Saham, yang selanjutnya disebut RUPS, adalah organ Perseroan yang memegang kekuasaan tertinggi yang memenuhi syarat kuorum dan diselenggarakan oleh Direksi atas permintaan Komisaris, Direksi, atau Pemegang Saham yang mewakili 1/10 bagian dari jumlah seluruh saham dalam rangka mengambil keputusan penting yang berkaitan dengan modal yang ditanam dalam perusahaan dan/atau untuk pengambilan keputusan atas hal- hal yang kewenangannya tidak diserahkan kepada Direksi atau Komisaris. The General Meeting of Shareholders, hereafter the GMS, is an organ of the Company which, if achieving quorum, holds the highest authority and is organized by the Board of Directors based on request of the Board of Commissioners, Board of Directors, or shareholders which represent at least1/10 all all shares in order to make important decisions related to capital in the Company and/or to decide on matters on which the authority is not transferred to the Board of Directors or Board of Commissioners. Penyelenggaraan RUPS merupakan kewajiban Perusahaan sebagai wadah pemegang saham untuk mengambil keputusan penting, dengan memperhatikan ketentuan anggaran dasar dan peraturan perundang-undangan dimana keputusan yang diambil dalam RUPS tersebut harus didasarkan pada kepentingan usaha Perusahaan. The implementation of a GMS is the Company's obligation as a forum for shareholders to make important decisions, by considering the Articles of Association and prevailing laws, and the decisions made in GMS should refer to the Company's business interest. RUPS Pertamina terdiri atas: a. Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Rencana Kerja dan Anggaran Perusahaan diadakan paling lambat 30 (tiga puluh) hari setelah tahun anggaran berjalan (tahun anggaran Rencana Kerja dan Anggaran Perusahaan yang bersangkutan. The GMS of Pertamina comprises: a. The Annual General Meeting of Shareholders (AGMS) which approves the Company Work and Budget Plan (RKAP) is held at the latest 30 (thirty) days after the new accounting period is started (the year of the Company's Work and Budget Plan). b. Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Laporan Tahunan diadakan dalam jangka waktu paling lambat dalam bulan Juni setelah penutupan tahun buku yang bersangkutan. c. Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) yaitu RUPS yang diadakan sewaktu-waktu berdasarkan kebutuhan perusahaan. b. The GMS which approves the Annual Report is held at the latest 6 (six) months after the fiscal period ends. c. Extraordinary General Meetings of Shareholders (EGMS) can be held at any time based on requirement for the Company's interest. Dasar Penyelenggaraan RUPS: a. UU No. 40 Tahun 2007 tentang Perseroan Terbatas b. UU No. 19 Tahun 2003 tentang Badan Usaha Milik Negara c. UU No. 14 Tahun 2008 tentang Keterbukaan Informasi Publik d. Peraturan Menteri BUMN No. PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara, sebagaimana telah diubah dengan Peraturan Menteri BUMN No. PER-09/MBU/2012 tanggal 6 Juli 2012. e. Keputusan Menteri BUMN No Kep.-117/M-MBU/2002 tentang Penerapan Praktik Good Corporate Governance pada Badan Usaha Milik Negara f. Anggaran Dasar PT Pertamina (Persero). Legal Basis of GMS: a. Law No. 40/2007 on Limited Liability Companies b. Law No. 19/2003 on State-Owned Companies c. Law No. 14/2008 on Transparency of Public Information d. Regulation of the Minister of State PER-01/MBU/2011 dated August 1, 2011 on Implementation of Good Corporate Governance in State-Owned Enterprises, as amended by Regulation of the Minister of State PER-09/ MBU/2012 dated July 6, 2012. e. SOE Minister Decision Letter No Kep-117/M-MBU/2002 on the Implementation of Good Corporate Governance on State-Owned Enterprises f. Articles of Association of PT Pertamina (Persero).
RUPS dan RUPSLB 2015 GMS and EGMS 2015 RUPS TAHUNAN Pada tahun 2015, Perseroan telah melaksanakan RUPS Tahunan, baik RUPS Laporan Tahunan maupun RUPS Rencana Kerja dan Anggaran Perusahaan serta telah membuat Akta Notaris pelaksanaan RUPS Tahunan. Sepanjang tahun tersebut, Pertamina telah menjalankan hasil RUPS dan dengan demikian tidak ada keputusan RUPS yang belum direalisasikan per 31 Desember 2015. GENERAL MEETING OF SHAREHOLDERS In 2015, the Company conducted two GMS, an Annual Report GMS and a Working Plan and Company Budget GMS, making Notary Deeds on the implementation of the GMS. Throughout the year, Pertamina performed the results of GMS and hence there are no GMS decisions which were not implemented as at 31 December 2015. Dalam acara RUPS tersebut, juga dapat dimasukkan usul-usul yang diajukan oleh Dewan Komisaris dan atau Pemegang Saham yang mewakili paling sedikit 1/10 (satu per sepuluh) bagian dari jumlah seluruh saham yang telah dikeluarkan Perseroan dengan hak suara yang sah dengan ketentuan bahwa usul-usul yang bersangkutan harus sudah diterima oleh Direksi sebelum tanggal panggilan RUPS Tahunan. During the GMS, it is possible to insert ideas proposed by the Board of Commissioners and or shareholder which represent at least 1/10 (one tenth) of all shares issued by the Company with a legal voting rights that the origin of the related party has to be approved by the Board of Directors before the date of Annual GMS invitation received. Usulan Dewan Komisaris dan/atau Pemegang Saham yang tidak sesuai dengan ketentuan AD/ART Perseroan hanya dapat dibahas dan diputuskan oleh RUPS dengan ketentuan bahwa seluruh pemegang saham atau wakilnya yang sah hadir dan menyetujui tambahan acara tersebut dan keputusan RUPS atas usulan tersebut harus disetujui dengan suara bulat. A proposal of the Board of Commissioners and/or Shareholder which does not correspond to Articles of Association of the Company, is only allowed to be discussed and decided by the GMS on the condition that the shareholder or the presence and agreement of its legal representative and the decision of the GMS to the proposal has to be approved unanimously. Adapun RUPS Tahunan yang berlangsung sepanjang tahun buku 2015 adalah sebagai berikut: The GMS conducted in 2015 fiscal year are as follows: RUPS LAPORAN TAHUNAN TAHUN BUKU 2014 ANNUAL GMS FOR FISCAL YEAR 2014 Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Laporan Tahunan diadakan dalam jangka waktu paling lambat dalam bulan Juni setelah penutupan tahun buku yang bersangkutan. The Annual General Meeting of Shareholders (AGMS) to approve Annual Report was conducted in June after the fiscal year ended. Dalam rapat tersebut, Direksi menyampaikan Laporan Tahunan Perseroan, Usulan penggunaan laba bersih Perseroan, serta hal-hal lain yang perlu persetujuan RUPS untuk kepentingan Perseroan. Tanggal dan Tempat RUPS RUPS Laporan Tahunan Tahun Buku 2014 PT Pertamina (Persero) telah diselenggarakan pada: In this meeting, the Board of Directors presented the Company's Annual Report, proposal on the usage of the net profit, as well as other matters needing approval from the GMS for the interest of the Company. Date and Place of AGMS The AGMS for the Annual Report of Fiscal year 2014 PT Pertamina (Persero) was conducted on: 1 Hari/Tanggal | Day/Date Rabu, 29 April 2015 | Wednesday, 29 April 2015 2 Waktu | Time 14.00 - 16.00 WIB 3 Tempat | Place Kementerian BUMN, Lantai 5, Jalan Medan Merdeka Selatan, Jakarta Pusat Nama dan Akta Pelaksanaan RUPS Berita acara RUPS Laporan Tahunan Tahun Buku 2014 PT Pertamina (Persero) telah disahkan oleh Notaris Lenny Janis Ishak, SH dengan rincian sebagai berikut: Name and Deeds on GMS Implementation The Deed on the AGMS for the 2014 Annual Report of PT Pertamina (Persero) was legalized by Notary Lenny Janis Ishak, SH with the details as follows: 1 Akta | Deed Berita Acara Rapat Umum Pemegang Saham Tahunan PT Pertamina (Persero) Official Report of Annual General Meeting of Shareholders of PT Pertamina (Persero) 2 Tanggal | Date 29 April 2015 | 29 April 2015 3 Nomor | Number 49 309
310 Agenda dan Hasil RUPS a. Agenda RUPS GMS Agenda and Results: a. GMS Agenda Agenda yang dibahas dalam RUPS Laporan Tahunan (Persero) antara Tahun Buku 2014 PT Pertamina Pemegang Saham, Dewan Komisaris, dan Direksi, antara lain sebagai berikut: Agenda discussed in the AGMS of the 2014 Annual Report of PT Pertamina (Persero) between the Shareholder, Board of Commissioners, Board of Directors, among others are as follows: No Agenda Keterangan Description 1 Agenda 1 Persetujuan Laporan Tahunan Direksi mengenai keadaan dan jalannya Perseroan selama tahun buku 2014, Program Kemitraan dan Bina Lingkungan tahun buku 2014, serta Laporan Pelaksanaan Tugas Pengawasan Dewan Komisaris selama tahun buku 2014. Approval on Annual Report of the Board of Directors on the condition and operation oft he Company in the fiscal year of 2014, Partnership Program and Community Development for the fiscal year 2014, and report on the Execution the of Board of Commissioners' Supervisory Function for the Fiscal year 2014 2 Agenda 2 Pengesahan Laporan Keuangan Perseroan tahun buku 2014 dan Laporan Keuangan Program Kemitraan dan Bina Lingkungan tahun buku 2014, sekaligus pemberian pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada anggota Dewan Komisaris dan anggota Direksi Perseroan yang menjabat atas tindakan pengawasan dan pengurusan Perseroan yang telah dijalankan selama tahun buku 2014. Approval of Financial Statement for the fiscal year 2014 and Report of the Partnership Program and Community Development Program for the fiscal year 2014 as well as the provision of settlement and fully disclaimer (volledig acquit et de charge) to the members of the Board of Commissioners and the Board of Directors who served on oversight actions and management of the Company during the fiscal year 2014. 3 Agenda 3 Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2014. Stipulation of the use of Net Income of the Company for the fiscal year 2014. 4 Agenda 4 Penetapan Tantiem dan Remunerasi bagi Direksi dan Dewan Komisaris. Stipulation of Tantiem and Remuneration for Board of Directors and Board of Commissioners. 5 Agenda 5 Penunjukan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Perseroan tahun buku 2015 dan Laporan Keuangan Program Kemitraan dan Bina Lingkungan tahun buku 2015. Appointment of Public Accountant Office to audit the Company's Financial Statement for the fiscal year 2015 and Financial Report of Partnership Program and Community Development Program Report for the fiscal year 2015. b. Hasil Keputusan RUPS b. GMS result Hasil Keputusan RUPS Laporan Tahunan Tahun Buku 2014 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, disahkan dalam Risalah Laporan Tahunan PT Pertamina RUPS Persetujuan (Persero) Tahun Buku 2014, dimana terhadap agenda RUPS Laporan Tahunan Tahun Buku 2014 telah diambil keputusan seluruhnya. The decision results of PT Pertamina's AGMS for the Annual Report of Fiscal year 2014 between the Shareholder, Board of Commissioners and Board of Directors, as approved in minutes of meeting of PT Pertamina AGMS for fiscal year 2014, where the agenda of the AGMS for fiscal year 2014 was entirely completed. RUPS RENCANA KERJA DAN ANGGARAN PERUSAHAAN TAHUN 2016 Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Rencana Kerja dan Anggaran Perusahaan diadakan paling lambat 30 (tigapuluh) hari setelah tahun anggaran berjalan (tahun anggaran Rencana Kerja dan Anggaran Perusahaan yang bersangkutan). GMS ON WORKING PLAN AND COMPANY BUDGET IN 2016 The Annual General Meeting of Shareholders (AGMS) to approve Work Plan and Budget is held no later than 30 (thirty) days after the current fiscal year (the fiscal year of related work plan and budget). Dalam rapat tersebut, Direksi menyampaikan: a. Rancangan Rencana Kerja dan Anggaran Perusahaan During the meeting, the Board of Directors conveyed: a. Draft of Work Plan and Budget including Financial Report termasuk Proyeksi Laporan Keuangan Projection b. Hal-hal lain yang perlu persetujuan RUPS untuk kepentingan Perseroan yang belum dicantumkan dalam Rancangan Rencana Kerja dan Anggaran Perusahaan. b. Other things that needed GMS approval for the benefit of the Company that has not been included in the draft of Work Plan and Budget. Tanggal dan Tempat RUPS RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2016 PT Pertamina (Persero) telah diselenggarakan pada: Date and Place of the GMS The Pertamina's Annual General Meeting of Shareholders of Work Plan and Budget in 2016 was held on 1 Hari/Tanggal | Day/Date Senin, 21 Desember 2015 | Monday, 21 December 2015 2 Waktu | Time 14.00 - 16.00 WIB 3 Tempat | Place Kementerian BUMN, Lantai 9 Jalan Medan Merdeka Selatan Jakarta Pusat
Nama dan Akta Pelaksanaan RUPS Berita acara RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) telah disahkan oleh Notaris Lenny Janis Ishak, SH dengan rincian sebagai berikut: Name and Deed of GMS Implementation The minutes of meeting of the PT Pertamina's GMS of Work Plan and Budget in 2017 was legalized by Notary Lenny Janis Ishak, SH with details as follows: : Berita Acara Rapat Umum Pemegang Saham Tahunan Rencana Kerja dan Anggaran Perusahaan Tahun 1 Akta 2016 PT Pertamina (Persero) 2 Tanggal | Date 21 Desember 2015 | 21 December 2015 3 Nomor | Number 25 Agenda dan Hasil RUPS a. Agenda RUPS GMS Agenda and Result a. GMS Agenda Agenda yang dibahas dalam RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2016 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, antara lain sebagai berikut: Agenda discussed in the Pertamina's GMS of Work Plan and Budget in 2016 among the Shareholder, Board of Commissioners, and the Boards of Directors as follows: No Agenda Keterangan Description 1 2 3 4 5 Agenda 1 Agenda 2 Agenda 3 Agenda 4 Agenda 5 Persetujuan/Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2016 dan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL) Tahun 2016. Persetujuan indikator aspek operasional PT Pertamina (Persero) Tahun 2016 untuk perhitungan tingkat kesehatan perusahaan berdasarkan Keputusan Menteri Negara BUMN No. KEP-100/MBU/2002 tanggal 4 Juni 2002. Pengesahan Key Performance Indicators (KPI) yang tertuang dalam Kontrak Manajemen Tahun 2016 antara Direksi dan Dewan Komisaris PT Pertamina (Persero) dengan Pemegang Saham PT Pertamina (Persero). Persetujuan penarikan Kredit Modal Kerja dan penarikan pendanaan eksternal. Persetujuan dan pendistribusian LPG Tabung 3 Kg, Jenis BBM Tertentu (JBT) serta penugasan dan pendistribusian Jenis BBM Khusus Penugasan (JBKP) oleh PT Pertamina (Persero). pelaksanaan penugasan penyediaan Approval/Endorsement of the 2016 Work Plan and Buddget and the Work Plan and Budget of Partnertship and Community Development Program (RKA-PKBL) in 2016 Approval of PT Pertamina (Persero) operational aspect indicator in 2016 to calculate the company's level of health based on the SOEs Ministry's decision No. KEP-100/MBU/2002 dated June 4, Key Performance Indicators (KPI) endoersement which was contained in the 2016 management contract between Board of Directors and Board of Commissioners of PT Pertamina (Persero) with stakeholders of PT Pertamina (Persero). Approval of Working Capital Credit withdrawal and withdrawal of external funding. Implementation assignment approval of supply and distribution of 3 Kg LPG, Specific Fuel Type (JBT), as well as the assignment and distribution of Special Type of Fuel (JBKP) by PT Pertamina (Persero). b. Hasil Keputusan RUPS b. GMS Decision Results Hasil Keputusan RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2016 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, disahkan dalam Risalah RUPS Pengesahan RKAP PT Pertamina (Persero) Tahun 2016, dimana terhadap agenda RUPS Pengesahan RKAP Tahun 2016 telah diambil keputusan seluruhnya The decisions of PT Pertamina (Persero)'s GMS in 2016 among the Shareholder, Board of Commissioners and Board of Directors, as approved in the minutes of meeting the Pertamina GMS of Work Plan and Budget for 2016, where approved agenda decisions of the GMS were entirely completed. RUPS TAHUNAN 2016 Pada tahun 2016, Perseroan telah melaksanakan RUPS Tahunan, baik RUPS Laporan Tahunan maupun RUPS Rencana Kerja dan Anggaran Perusahaan serta telah membuat Akta Notaris pelaksanaan RUPS Tahunan. Sepanjang tahun tersebut, Pertamina telah menjalankan hasil RUPS dan dengan demikian tidak ada keputusan RUPS yang belum direalisasikan per 31 Desember 2016. 2016 GENERAL MEETING OF SHAREHOLDERS In 2016, the Company conducted the General Meetings of Shareholders, both GMS on Annual Reports and GMS on Work Plan and Budget and also produced a Deed of the General Meetings of Shareholders. Throughout the year, Pertamina had completed the GMS results and therefore there is not a GMS decision that has not been realized per 31 December 2016. Dalam acara RUPS tersebut, juga dapat dimasukkan usul-usul yang diajukan oleh Dewan Komisaris dan atau Pemegang Saham yang mewakili paling sedikit 1/10 (satu per sepuluh) bagian dari jumlah seluruh saham yang telah dikeluarkan Perseroan dengan hak suara yang sah dengan ketentuan bahwa usul-usul yang bersangkutan harus sudah diterima oleh Direksi sebelum tanggal panggilan RUPS Tahunan. In the GMS, also can be put the proposal submitted by the the Board of Commissioners and or the Shareholder representing at least 1/10 (one-tenth) of the total shares issued by the company with valid voting rights and the origins of the related proposal must be received by the Board of Directors before the date of the Annual General Meeting. 311
312 Usulan Dewan Komisaris dan/atau Pemegang Saham yang tidak sesuai dengan ketentuan AD/ART Perseroan hanya dapat dibahas dan diputuskan oleh RUPS dengan ketentuan bahwa seluruh pemegang saham atau wakilnya yang sah hadir dan menyetujui tambahan acara tersebut dan keputusan RUPS atas usulan tersebut harus disetujui dengan suara bulat. Proposals by the Board of Commissioners and/or Shareholder which are not in accordance with provisions of the Company's Articles of Association can only be discussed and decided by the GMS provided that the Shareholder or its authorized legal representative was present and approved the additional measure and the decision of the GMS on the proposal must be approved unanimously. Adapun pelaksanaan RUPS Tahunan yang berlangsung selama tahun 2016 adalah sebagai berikut: The implementation of the Annual General Meeting of Shareholders which took place during 2016 are as follows: RUPS LAPORAN TAHUNAN TAHUN BUKU 2015 Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Laporan Tahunan diadakan paling lambat dalam jangka waktu paling lambat 6 (enam) bulan setelah tahun buku berakhir. GMS FOR 2015 FISCAL YEAR The General Meeting of Shareholders (GMS) approved the Annual Report was no later than 6 (six) months after the fiscal years ended. Dalam rapat tersebut, Direksi menyampaikan Laporan Tahunan Perseroan, Usulan penggunaan laba bersih Perseroan, serta hal-hal lain yang perlu persetujuan RUPS untuk kepentingan Perseroan During the meeting, the Board of Directors submited the Annual Report, proposed net profit utilization of the Company, as well as other matters that needed the approval of the GMS for the benefit of the Company. Tanggal dan Tempat RUPS RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) telah diselenggarakan pada: Date and Place of the GMS PT Pertamina (Persero)'s GMS for the Annual Report was held on: 1 Hari/Tanggal | Day/Date Selasa, 31 Mei 2016 | Tuesday, 31 May 2016 2 Waktu | Time 14.00 - 16.00 WIB 3 Tempat | Place Kementerian BUMN, Lantai 5 Jalan Medan Merdeka Selatan Jakarta Pusat Nama dan Akta Pelaksanaan RUPS Berita acara RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) telah disahkan oleh Notaris Lenny Janis Ishak, SH dengan rincian sebagai berikut: Name and Implementation Deed of GMS The Minutes of the Meeting of the PT Pertamina (Persero) GMS for the 2015 Annual Report was notarized by Lenny Janis Ishak, SH, with details as follows: 1 Akta Berita Acara Rapat Umum Pemegang Saham Tahunan PT Pertamina (Persero) 2 Tanggal | Date 31 Mei 2016 | 31 May 2016 3 Nomor | Number 26 Agenda dan Hasil RUPS a. Agenda RUPS GMS Agenda and Results a. GMS Agenda Agenda yang dibahas dalam RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, antara lain sebagai berikut: The agenda discussed at the PT Pertamina (Persero) GMS for the 2015 Annual Report among the Shareholder, Board of Commissioners and Board of Directors, was as follows: No Agenda Keterangan Description 1 Agenda 1 Persetujuan Laporan Tahunan Perseroan mengenai keadaan dan jalannya Perseroan selama tahun buku 2015, Laporan Tahunan Program Kemitraan dan Bina Lingkungan tahun buku 2015, serta Laporan Pelaksanaan Tugas Pengawasan Dewan Komisaris selama tahun buku 2015. Approval of the company's Annual Report on the the company's condition and the course of the company during the 2015 fiscal year, Annual Report of Partnership and Community Development program in financial year of 2015, as well as the Supervisory Report of Board of Commissioners for the 2015 financial year. 2 Agenda 2 Pengesahan Perseroan tahun buku 2015 dan penyajian kembali Laporan Keuangan Konsolidasian Perseroan tahun buku 2014 serta Laporan Keuangan Program Kemitraan dan Bina Lingkungan tahun buku 2015, sekaligus pemberian pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada anggota Dewan Komisaris dan anggota Direksi Perseroan yang menjabat atas tindakan pengawasan dan pengurusan Perseroan yang telah dijalankan selama tahun buku 2015. Laporan Keuangan Konsolidasian The ratification of the Company's consolidated Annual Report in 2015 and restatement of the Company's consolidated Annual Report in 2014, also the Annual Report of Parnership and Community Development Program in 2015, as well as the provision of full responsibility release and discharge (volledig acquit et de charge) to the members of the Board of Commissioners and and Board of Directors who served on measures of control and management of the company that have been implemented during the 2015 financial year. 3 Agenda 3 Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2015. Determination of the Company's nett profit in the 2015 Financial Year
No Agenda Keterangan Description 4 Agenda 4 Penetapan Tantiem dan Remunerasi bagi Direksi dan Dewan Komisaris atas kinerja tahun buku 2015, gaji Direksi dan honorarium Dewan Komisaris, serta tunjangan dan fasilitas tahun 2016. Determination of Tantiem dan Remuneration for Board of Directors and Board of Commissioners on the financial year of 2015, the Director's salary and honorarium of Boards of Commissioners, as well as the benefits and facilities in 2016. 5 Agenda 5 Penetapan Kantor Akuntan Publik (KAP) untuk mengaudit Laporan Keuangan Konsolidasian Perseroan dan Laporan Keuangan Program Kemitraan dan Bina Lingkungan untuk tahun buku yang akan berakhir pada tanggal 31 Desember 2016. Determination of Public Accounting Firm (KAP) to audit the Consolidated Financial Report and Financial Report of Partnership and Community Development Program for the fiscal year that will end on December 31, 2016. b. Hasil Keputusan RUPS Hasil Keputusan RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, disahkan dalam Risalah RUPS Persetujuan Laporan Tahunan PT Pertamina (Persero) Tahun Buku 2015, dimana terhadap agenda RUPS Laporan Tahunan Tahun Buku 2015 telah diambil keputusan seluruhnya. b. Results of GMS Decisions The results of PT Pertamina (Persero)'s GMS on the 2015 Annual Report among the Shareholder, Board of Commissioners and Board of Directors, as approved in the minutes of meeting of PT Pertamina's GMS for the Annual Meeting, where the agenda decisions of the GMS from the 2015 Annual Report were entirely completed. RUPS RENCANA KERJA DAN ANGGARAN PERUSAHAAN TAHUN 2017 GMS ON COMPANY WORK PLAN AND BUDGET FOR 2017 Rapat Umum Pemegang Saham Tahunan (RUPST) untuk menyetujui Rencana Kerja dan Anggaran Perusahaan diadakan paling lambat 30 (tigapuluh) hari setelah tahun anggaran berjalan (tahun anggaran Rencana Kerja dan Anggaran Perusahaan yang bersangkutan). The General Meeting of Shareholders (GMS) to approve the Work Plan and Budget was held no later than 30 (thirty) days after the start of current fiscal year (the fiscal year of Work Plan and Budget is concerned). Dalam rapat tersebut, Direksi menyampaikan: a. Rancangan Rencana Kerja dan Anggaran Perusahaan During the meeting, the Board of Directors expressed: a. Draft of Work Plan and Budget, including Projections of termasuk Proyeksi Laporan Keuangan. Financial Report. b. Hal-hal lain yang perlu persetujuan RUPS untuk kepentingan Perseroan yang belum dicantumkan dalam rancangan Rencana Kerja dan Anggaran Perusahaan. b. Other matters that needed GMS approval for the benefit of the Company not included in the draft of the Work Plan and Budget. Tanggal dan Tempat RUPS RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) telah diselenggarakan pada: Date and Place of the GMS The PT Pertamina (Persero)'s GMS on the 2017 Work Plan and Budget was held on: 1 Hari/Tanggal | Day/Date Jumat, 23 Desember 2016 | Firday, 23 Decmber 2016 2 Waktu | Time 09.30 - 11.30 WIB 3 Tempat | Place Kementerian BUMN, Lantai 7 Jalan Medan Merdeka Selatan Jakarta Pusat Nama dan Akta Pelaksanaan RUPS Berita acara RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) telah disahkan oleh Notaris Lenny Janis Ishak, SH dengan rincian sebagai berikut: Name and Implementation Deeds of GMS The Minutes of the Meeting of PT Pertamina (persero)'s GMS on the 2017 Work Plan and Budget was notarized by Lenny Janis Ishak, SH, with details as follows: 1 Akta Berita Acara Rapat Umum Pemegang Saham Tahunan Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) 2 Tanggal | Date 23 Desember 2016 | 23 December 2016 3 Nomor | Number 36 Agenda dan Hasil RUPS a. Agenda RUPS Agenda yang dibahas dalam RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, antara lain sebagai berikut: GMS Agenda and Results a. GMS agenda Agenda discussed in Pertamina's GMS on the 2017 Work Plan and Budget among the Shareholder, Board of Commissioners and Board of Directors, as follows: 313
314 No Agenda Keterangan Description 1 Agenda 1 Persetujuan/Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2017 dan Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan (RKA-PKBL) Tahun 2017. Approval/Endorsement of the 2017 Work Plan and Budget (RKAP) and the 2017 Partnership and Community Development program budget (RKA-PKBL). 2 Agenda 2 Persetujuan indikator aspek operasional PT Pertamina (Persero) Tahun 2017 untuk perhitungan tingkat kesehatan perusahaan berdasarkan Keputusan Menteri Negara BUMN No. KEP-100/ MBU/2002 tanggal 4 Juni 2002. Approval of PT Pertamina's operational aspects indicator in 2017 for the calculation of the company's health level based on the Decision of SOEs Minister No. KEP-100/MBU/2002 dated June 4, 2002. 3 Agenda 3 Pengesahan Key Performance Indicators (KPI) yang tertuang dalam Kontrak Manajemen Tahun 2017 antara Direksi dan Dewan Komisaris PT Pertamina (Persero) dengan Pemegang Saham PT Pertamina (Persero). Key Performance Indicators (KPI) endorsement that is contained in the 2017 management contract between the Board of Directors and Board of Commissioners of PT Pertamina (Persero) with the Shareholders of PT Pertamina (Persero) 4 Agenda 4 Persetujuan penarikan Kredit Modal Kerja dan penarikan pendanaan eksternal. Approval of Working Capital Loan withdrawal and the external fund withdrawal 5 Agenda 5 Persetujuan pelaksanaan penugasan penyediaan dan pendistribusian LPG Tabung 3 Kg, Jenis BBM Tertentu (JBT) serta penugasan dan pendistribusian Jenis BBM Khusus Penugasan (JBKP) oleh PT Pertamina (Persero). Approval of implementation assignment to supply and distribution of 3 Kg LPG, Specific Fuel Type (JBT) as well as the assignment and distribution of Fuel Type Special Assignment (JBKP) by PT Pertamina (Persero) b. Hasil Keputusan RUPS Hasil Keputusan RUPS Rencana Kerja dan Anggaran Perusahaan Tahun 2017 PT Pertamina (Persero) antara Pemegang Saham, Dewan Komisaris, dan Direksi, disahkan dalam Risalah RUPS Pengesahan RKAP PT Pertamina (Persero) Tahun 2017, dimana terhadap agenda RUPS Pengesahan RKAP Tahun 2017 telah diambil keputusan seluruhnya. b. Results of GMS Decisions Decisions of PT Pertamina (Persero)'s GMS on the 2017 Work Plan and Budget among the Shareholder, Board of Commissioners and Board of Directors, as approved in the minutes of meeting of the PT Pertamina (Persero) GMS on the 2017 Work Plan and Budget Approval, where the agenda decision of the 2017 Work Plan and Budget were entirely completed. RUPS LUAR BIASA TAHUN BUKU 2016 Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) dapat diadakan setiap waktu berdasarkan kebutuhan untuk kepentingan Perusahaan. EXTRAORDINARY GMS IN 2016 An Extraordinary General Meeting of Shareholders can be held at any time based on the needs of the Company. Pada tahun 2016, seluruh RUPS Luar Biasa dilakukan secara sirkuler. Adapun persetujuan RUPS Luar Biasa PT Pertamina (Persero) tahun 2016 adalah sebagai berikut: In 2016, all Extraordinary General Meetings of Shareholders were conducted circularly. Approvals of EGMS of PT Pertamina (Persero) in 2016 are as follows: No Keterangan | Description Nomor | Number Tanggal | Date 1 Pengangkatan Anggota Komisaris Perusahaan Perseroan (Persero) PT Pertamina Appointment of PT Pertamina's (Persero) Members of the Board of Commissioners SK-68/MBU/03/2016 29 Maret 2016 | 29 March 2016 2 Persetujuan atas Rencana Likuidasi PT Arun NGL Approval of PT Arun NGL Liquidation Plan S-337/MBU/06/2016 9 Juni 2016 | 9 June 2016 3 Pembentukan Komite Eksekutif Holding BUMN Minyak dan Gas Establishment of Executive Committee for SOE Oil and Gas Holding SK-26/MBU/D2/06/2016 13 Juni 2016 | 13 June 2016 4 Persetujuan Penghapusbukuan dan Pelepasan Aktiva Tetap Tidak Bergerak PT Pertamina (Persero) yang Terdampak Proyek RDMP RU V Balikpapan Approval of Deletion of the Fixed Asset PT Pertamina (Persero) which Influenced by RDMP RU V Balikpapan Project S-396/MBU/07/2016 11 Juli 2016 | 11 July 2016 5 Persetujuan Penambahan Modal PT Pertamina (Persero) pada PT Pertamina Internasional Eksplorasi dan Produksi (PT PIEP) dan Persetujuan Pembubaran/ Likuidasi Conoco Phillips Algeria Ltd (COPAL) Approval on Capital Issuance PT Pertamina (Persero) on PT Pertamina Internasional Eksplorasi dan Produksi (PTPIEP) and Approval on Conoco Phillips Algeria Ltd (COPAL) Liquidation S-505/MBU/08/2016 26 Agustus 2016 | 26 August 2016 6 Perubahan Nomenklatur Jabatan dan Pengalihan Tugas Anggota-anggota Direksi Perusahaan Perseroan (Persero) PT Pertamina Amendment of the Positions' Nomenclature and Duties of the Members of Board of Directors of PT Pertamina (Persero) SK-242/MBU/10/2016 20 Oktober 2016 | 20 October 2016 7 Perubahan Anggaran Dasar PT Pertamina (Persero) Amendement of Article of Association of PT Pertamina (Persero) S-602/MBU/10/2016 20 Oktober 2016 | 20 October 2016 8 Persetujuan Penghapusbukuan dan Pelepasan Aktiva Tetap Tidak Bergerak di RU V Balikpapan yang Terdampak Proyek RDMP-Tahap 2 (Area RFCC) Approval on Deletion of Fixed Assets in RU V Balikpapan which Influenced by RDMP-Phase 2 (Area RFCC) project S-617/MBU/10/2016 25 Oktober 2016 | 25 October 2016
No Keterangan | Description Nomor | Number Tanggal | Date 9 Pemberhentian, Pengalihan Tugas, dan Pengangkatan Anggota Dewan Komisaris, serta Penetapan Komisaris Independen Perusahaan Perseroan (Persero) PT Pertamina Dismissal, Transfers of Duties, and Promotion of the Members of the Board of Commissioners, and Appointment of Independence Commissioner of PT Pertamina (Persero) SK-254/MBU/11/2016 14 November 2016 | 14 November 2016 10 Perubahan Anggaran Dasar PT Pertamina (Persero) Amendment of Articles of Association PT Pertamina (Persero) S-690/MBU/11/2016 24 November 2016 | 24 November 2016 11 Pengangkatan Anggota-anggota Direksi Perusahaan Perseroan (Persero) PT Pertamina Appointment of the members of Board of Directors PT Pertamina (Persero) SK-264/MBU/12/2016 2 Desember 2016 | 2 December 2016 12 Dividen Interim Tahun Buku 2016 Interim Dividend of the Fiscal Year 2016 S-719/MBU/12/2016 6 Desember 2016| 6 December 2016 13 Pembentukan Holding Rumah Sakit BUMN Establishment of SOE Hospital Holding S-736/MBU/12/2016 21 Desember 2016 | 21 December 2016 14 Persetujuan Revisi Anggaran Biaya Investasi (ABI) PT Pertamina (Persero) pada Rencana Kerja dan Anggaran Perusahaan (RKAP) 2016 | Approval of Investment Spending Budget Revision (ABI) of PT Pertamina (Persero) on Working and Budget Plan S-768/MBU/12/2016 30 Desember 2016| 30 December 2016 Di luar RUPS Luar Biasa di atas, Pemegang Saham Perseroan telah mengambil keputusan para pemegang saham sebagai pengganti RUPS Luar Biasa (Keputusan Sirkuler) sebanyak 11 (sebelas) kali. Berdasarkan Pasal 91 UU No. 40/2007 tentang Perseroan Terbatas dan Permeneg BUMN No. Per-01/MBU/2011, keputusan yang diambil dengan cara tersebut sah dan mengikat seluruh pemegang saham, Perseroan dan pihak-pihak yang tercantum dalam keputusan tersebut. Other than the above Extraordinary General Meetings of Shareholders, the Shareholder of the Company has taken decisions in lieu of Extraordinary General Meeting of Shareholders (Circular Decisions) 11 (eleven) times. Based on Article 91 of Law No. 40/2007 on Limited Liability Companies and the SOEs Minister Regulation No. Per-01/ MBU/2011, decisions taken with such way are legitimate and binding on the Shareholder, the Company and the parties listed in the decisions. 315
316 Dewan Komisaris Board of Commissioners Landasan Hukum Pengawasan dan pemberian nasihat kepada Direksi dilakukan Dewan Komisaris, sesuai dengan regulasi berdasarkan: 1. UU No.40 Tahun 2007 tentang Perseroan Terbatas. 2. UU No.19 Tahun 2003 tentang BUMN. 3. Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara, sebagaimana telah diubah dengan Peraturan Menteri BUMN No.PER-09/MBU/2012 tanggal 6 Juli 2012. Legal Basis The tasks of monitoring and providing advice to the Board of Directors by the Board of Commissioners is in accordance with the regulations: 1. Law No. 40 in 2007 on Limited Liability Companies. 2. Law No.19 of 2003 on SOEs. 3. SOEs Minister Regiulation No.PER-01/MBU/2011 dated August 1, 2011 on Implementation of Good Corporate Governance in State-Owned Enterprises, as amended by Regulation of the Minister of SOE No.Per-09/MBU/2012 dated July 6, 2012. 4. Peraturan Menteri BUMN No.PER-21/MBU/2012 tentang Pedoman Penerapan Akuntabilitas Keuangan Badan Usaha Milik Negara. 4. SOEs Minister Regulation No. PER-21/MBU/2012 on the Guidelines on State-Owned Enterprises Financial Accountability Implementation. 5. Anggaran Dasar PT Pertamina (Persero). 5. PT Pertamina (Persero)'s Article of Association. Struktur Dewan Komisaris Structure of the Board of Commissioners Nama | Name Jabatan | Position Dasar Hukum Penunjukan | Basis of Appointment Periode Jabatan Term of Tanri Abeng Komisaris Utama/ Komisaris Independen President Commissioner/ Independent Commissioner Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.KEP-60/MBU/05/2015 tanggal 6 Mei 2015 dan Penetapan sebagai Komisaris Independen berdasarkan Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.SK-254/MBU/11/2016 tanggal 14 November 2016 SOE Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No. KEP-60/MBU/05/2015 dated 6 May 2015 and the Appointment as Independent Commissioner based on SOEs Minister Decision as the General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016 6 Mei 2015 - 31 Desember 2016 6 May 2015 - 31 December 2016 Arcandra Tahar Wakil Komisaris Utama Vice President Commissioner Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.SK-254/MBU/11/2016 tanggal 14 November 2016 SOEs Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016 14 November 2016 - 31 Desember 2016 14 November 2016 - 31 December 2016 Sahala Lumban Gaol Komisaris Commissioner Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 tanggal 6 Mei 2015 SOEs Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 dated 6 May 2015 6 Mei 2015 - 31 Desember 2016 6 May 2015 - 31 December 2016 Suahasil Nazara Komisaris Commissioner Keputusan Menteri BUMN selaku Rapat Umum Pemegang Saham (RUPS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 tanggal 6 Mei 2015 SOEs Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.KEP-58/MBU/05/2015 dated 6 May 2015 6 Mei 2015 - 31 Desember 2016 6 May 2015 - 31 December 2016 Edwin Hidayat Abdullah Wakil Komisaris Utama Vice President Commissioner Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/ MBU/03/2016 SOEs Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.SK-68/MBU/03/2016 29 Maret 2016 - 14 November 2016 29 March 2016 - 14 November 2016 Komisaris Commissioner Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/ MBU/11/2016 SOEs Minister Decision as General Meeting of Shareholders (GMS) PT Pertamina (Persero) No.SK-254/MBU/11/2016 14 November 2016 - 31 Desember 2016 14 November 2016 - 31 December 2016
Pihak yang Mengangkat dan Memberhentikan Dewan Komisaris Penentuan personil dan komposisi Dewan Komisaris merupakan hak pemegang saham. Maka, pihak yang dapat mengangkat dan memberhentikan anggota Dewan Komisaris adalah Pemerintah Republik Indonesia. Parties to Appoint and Dismiss Commissioners Determination of personnel and composition of the Board of Commissioners is the right of the shareholder. Thus, the party who can appoint and dismiss Commissioners is the Government of the Republic of Indonesia. Kriteria Pengangkatan Dewan Komisaris Criteria Commissioner appointments: A. Persyaratan Formal A. Formal Requirements 1. Orang perseorangan. 2. Cakap melakukan perbuatan hukum. 3. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) 1. Individuals. 2. Proficient in legal actions. 3. Not having been declared bankrupt within 5 (five) years prior to the nomination. 1. Individuals. 2. Proficient in legal actions. 3. Not having been declared bankrupt within 5 (five) years prior to the nomination. 4. Tidak pernah menjadi anggota Direksi atau anggota Dewan Komisaris/Dewan Pengawas yang dinyatakan bersalah menyebabkan suatu Perseroan/ Perum dinyatakan pailit dalam waktu 5 (lima) tahun sebelum pencalonan. 4. Not having been a member of a board of directors or member of a board of commissioners or supervisory board found guilty and responsible for causing a company to be declared bankrupt within 5 (five) years prior to the nomination. 5. Tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara dan/atau yang berkaitan dengan sektor keuangan dalam waktu 5 (lima) tahun sebelum pencalonan. 5. Not sentenced for a criminal offense that is detrimental to the country's finances and/or related to the financial sector within 5 (five) years prior to the nomination. B. Persyaratan Material B. Material Requirements 1. Integritas. 2. Dedikasi. 3. Memahami masalah-masalah manajemen perusahaan yang berkaitan dengan salah satu fungsi manajemen. 4. Memiliki pengetahuan yang memadai di bidang usaha Perseroan/Perum dimana yang bersangkutan dicalonkan. 1. Integrity. 2. Dedication. 3. Understanding of company management problems related to one of the functions of management. 4. Having adequate knowledge for the field of the Company for which the concerned was nominated. 5. Can provide sufficient time to perform their duties. 5. Dapat menyediakan waktu yang cukup untuk melaksanakan tugasnya. C. Persyaratan Lain C. Other Requirements 1. Bukan pengurus partai politik dan/atau calon anggota legislatif dan/atau anggota legislatif. 2. Calon anggota legislatif atau anggota legislatif terdiri dari calon/anggota DPR, DPD, DPRD Tingkat I, dan DPRD Tingkat II. 1. Not a political party official and/or prospective members of the legislature and/or legislative body. 2. Members of the legislature or legislative body are composed of candidates/members of DPR, DPD, DPRD Level I and Level II DPRD. 3. Bukan calon Kepala/Wakil Kepala Daerah dan/ 3. Not a candidate for the head /deputy head and/or atau Kepala/Wakil Kepala Daerah. the head/deputy head or regional government. 4. Tidak menjabat sebagai anggota Dewan Komisaris/ Dewan Pengawas pada BUMN yang bersangkutan selama 2 (dua) periode berturut-turut. 4. Not serving as a member of the board of commissioners/board of supervisors at a related SOE for two (2) consecutive terms. 5. Sehat jasmani dan rohani (tidak sedang menderita suatu penyakit yang dapat menghambat pelaksanaan tugas sebagai anggota Dewan Komisaris/Dewan Pengawas), yang dibuktikan dengan surat keterangan sehat dari dokter. 6. Bagi bakal calon dari Kementerian Teknis atau Instansi Pemerintah lain, harus berdasarkan surat usulan dari instansi yang bersangkutan. 5. Physically and mentally healthy (not suffering from a disease that can hamper the execution of duties as a member of the Board of Commissioners, proven by a health certificate from a doctor. 6. For the candidates of a technical ministry or other government agency, should be based on a proposal from the agency concerned. 317
318 Pemberhentian Dewan Komisaris Alasan Pemberhentian Anggota Dewan Komisaris: 1. Anggota Dewan Komisaris/Dewan Pengawas dapat diberhentikan sewaktu-waktu berdasarkan Keputusan Menteri atau RUPS dengan menyebutkan alasannya. 2. Pemberhentian sewaktu-waktu dilakukan apabila anggota Dewan Komisaris/Dewan Pengawas yang bersangkutan: a) Tidak dapat menjalankan tugasnya dengan baik; b) Melanggar ketentuan anggaran dasar dan/atau Dismissal of Commissioners Reasons for Dismissal of Commissioners: 1. Commissioners may be be dismissed at any time by Ministerial Decision, or GMS, by stating the reasons. 2. Dismissal can be done at any time if the concerned Commissioner is: a) Unable to carry out his/her duties properly; b) Violating provisions of statutes and/or regulations; peraturan perundang-undangan; c) Terlibat dalam tindakan yang merugikan BUMN c) Engage in actions that harm SOEs and/or the country; dan/atau negara; d) Melakukan tindakan yang melanggar etika dan/ atau kepatutan yang seharusnya dihormati sebagai anggota Dewan Komisaris dan Dewan Pengawas BUMN; d) Imposing measures that violate ethics and/or propriety that should be honored as a member of the Board of Commissioners of SOEs; e) Dinyatakan bersalah dengan putusan pengadilan yang telah mempunyai kekuatan hukum yang tetap; atau e) Declared guilty by a court decision which has had permanent legal force; or f) Mengundurkan diri. f) Resigned. 3. Di samping alasan pemberhentian anggota Dewan Komisaris/Dewan Pengawas sebagaimana dimaksud pada angka 2, anggota Dewan Komisaris/Dewan Pengawas dapat diberhentikan oleh Menteri atau RUPS berdasarkan alasan lainnya yang dinilai tepat oleh Menteri atau RUPS demi kepentingan dan tujuan BUMN, misalnya, tetapi tidak terbatas pada: a) Dalam rangka restrukturisasi perusahaan; b) Memasuki masa usia pensiun dari Aparatur Sipil Negara, bagi anggota Dewan Komisaris/Dewan Pengawas yang merupakan penugasan dari Kementerian Teknis atau Instansi Pemerintah lain. Tugas dan Tanggung Jawab Dewan Komisaris Dewan Komisaris bertugas dan bertanggung jawab untuk mengawasi dan memberikan nasihat kepada Direksi, yang pelaksanaan tugas, tanggung jawab dan kewenangannya dilaporkan kepada RUPS. Sesuai dengan Board Manual, kewajiban Dewan Komisaris yaitu: a. Mematuhi ketentuan peraturan perundang-undangan, Anggaran Dasar dan keputusan RUPS serta bertindak profesional. b. Melakukan 3. In addition to the reason for dismissing Commissioners referred to in item 2, Commissioners can be dismissed by the Minister, or the GMS, by any other reason considered appropriate by the Minister, or the GMS, in the interests and objectives of SOEs, for example, but not limited to: a) In the famework of Company restructuring b) Entering the retirement age of in the civil apparatus of the state for commissioners, which is an assignment of ministries or other government agencies. Duties and Responsibilities of the Board of Commissioners The Board of Commissioners duties and responsibilities are for overseeing and advising the Board of Directors, of which the execution of duties, responsibilities and authorities are reported to the GMS. In accordance with the Board Manual, liabilities Board of Commissioners are to: a. Comply with legislation, Articles of Association and decisions of the GMS and act professionally. terhadap kebijakan Direksi dalam melaksanakan pengurusan Perseroan Jangka Panjang termasuk pelaksanaan Rencana Perusahaan, Rencana Kerja dan Anggaran Perusahaan serta ketentuan-ketentuan Anggaran Dasar dan keputusan RUPS dan peraturan perundang-undangan yang berlaku. c. Memberikan nasihat kepada Direksi dalam melaksanakan kepengurusan Perseroan dan tidak dimaksudkan untuk kepentingan pihak/golongan tertentu. tugas pengawasan b. Perform supervisory duties of Board of Directors decisions in carrying out management of the Company, including the implementation of the Company's Long Term Plan, Work Plan and Budget and the provisions of the Articles of Association and decisions of the GMS and the applied legislation. c. Provide advice to the Board of Directors in carrying out the management of the Company and not intended for the benefit of certain parties/groups. d. Menyusun pembagian tugas antar anggota Dewan d. Divide tasks among members of the Board of Komisaris. Commissioners. e. Meneliti dan menelaah serta menandatangani Rencana Jangka Panjang Perusahaan, Rencana Kerja dan Anggaran Perusahaan yang disiapkan Direksi sesuai ketentuan Anggaran Dasar Perseroan. f. Menyusun program kerja tahunan Dewan Komisaris dan dimasukkan dalam Rencana Jangka Panjang Perusahaan. e. Research,study and sign the Company's Long Term Plan, Work Plan and Budget as prepared by the Board of Directors in accordance with the Articles of Association. f. Set the annual work program of Board of Commissioners and included this in the Company's Long Term Plan.
g. Meneliti dan menelaah laporan berkala dan laporan tahunan yang disiapkan Direksi serta menandatangani laporan tahunan. g. Verify periodic reports and the annual report prepared by the Board of Directors and sign the annual report. h. Melaporkan kepada Perseroan mengenai kepemilikan sahamnya dan/atau keluarganya pada Perseroan yang bersangkutan dan Perseroan lain, termasuk setiap perubahannya. h. Report to the Company regarding ownership and/or his/ her family ownership at any other Company, including any amendments to such ownership. i. Mengusulkan kepada Rapat Umum Pemegang Saham (RUPS) penunjukan Auditor Eksternal yang akan melakukan pemeriksaan atas buku-buku Perseroan. efektivitas j. Memantau praktik Good Corporate Governance antara lain dengan mengadakan pertemuan berkala antara Dewan Komisaris dengan Direksi untuk membahas implementasi Good Corporate Governance. i. Propose to General Meeting of Shareholders (GMS) the appointment of the External Auditor that will audit the Company's books. j. Monitor the effectiveness of good corporate governance practices, among others by organizing regular meetings between the Board of Commissioners and the Board of Directors to discuss the implementation of Good Corporate Governance. k. Melaksanakan kewajiban lainnya dalam rangka tugas pengawasan dan pemberian nasihat, sepanjang tidak bertentangan dengan peraturan perundang-undangan, Anggaran Dasar dan/atau keputusan RUPS. k. Carry out other obligations in the framework of the monitoring and providing advice tasks, as long as not contradicting legislation, Articles of Association and/or GMS decision. Selain kewajiban yang telah disebutkan sebelumnya, Dewan Komisaris memiliki tugas dan kewajiban terperinci terkait dengan: a. RUPS b. Fungsi pengawasan c. Pencalonan Anggota Direksi (Nominasi dan Remunerasi) d. Evaluasi kinerja Dewan Komisaris dan Direksi In addition to the obligations mentioned above, the Board of Commissioners has duties and obligations related to the: a. GMS b. Overseight function c. Candidates for Director (nomination and remuneration) d. Performance evaluation of the Boards of Commissioners and Directors e. Pengawasan penerapan manajemen risiko f. Sistem pengendalian internal g. Etika berusaha dan anti korupsi h. Keterbukaan dan kerahasiaan informasi. e. Supervision of risk management implementation f. g. Business ethics and anti-corruption h. Openness and confidentiality of information. Internal control system Hak dan Wewenang Dewan Komisaris Sesuai dengan Anggaran Dasar dan Board Manual, Dewan Komisaris memiliki hak dan wewenang untuk: a. Memperoleh akses yang cukup atas informasi Perseroan dalam hal ini melihat buku-buku, surat-surat, serta dokumen- dokumen lainnya, memeriksa kas untuk keperluan verifikasi dan lain-lain surat berharga serta memeriksa kekayaan Perseroan. Rights and Privileges of Board of Commissioners In accordance with the Articles of Association and Board Manual, the Board of Commissioners has the right and authority to: a. Obtain adequate access to information of the Company in this regard to examine the books, papers, and other documents, to examine the cash for verification purposes and other securities as well as the Company's assets. b. Entering the grounds, buildings and offices used by the b. Memasuki pekarangan, gedung dan kantor yang dipergunakan oleh Perseroan. Company. c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya mengenai segala persoalan yang menyangkut pengelolaan Perseroan. c. Asking for an explanation from the Board of Directors and/ or other officials on all issues related to the management of the Company. d. Mengetahui segala kebijakan dan tindakan yang telah d. Knowing all the policies and actions that have been and dan akan dijalankan oleh Direksi. will be run by the Board of Directors. e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi dengan sepengetahuan Direksi untuk menghadiri rapat Dewan Komisaris. f. Mengangkat Sekretaris Dewan Komisaris, jika dianggap perlu dan memberhentikannya. e. Requesting the Board of Directors and/or other officials under the Board of Directors with the knowledge of the Board of Directors to attend the meetings of the Board of Commissioners. Installing and dismissing the Secretary of the Board of Commissioners, if deemed necessary. f. g. Memberhentikan sementara Anggota Direksi sesuai g. Temporarily suspending Directors in accordance with dengan ketentuan Anggaran Dasar. provisions of the Articles of Association. . 319
320 h. Membentuk komite-komite lain selain komite audit, jika dianggap perlu dengan memperhatikan kemampuan Perseroan. h. Forming committees other than the audit committee, if deemed necessary, based on the Company's capability. i. Menggunakan tenaga ahli untuk hal tertentu dan dalam jangka waktu tertentu atas beban Perseroan, jika dianggap perlu. i. Using experts for certain things and in a certain period at the expense of the Company, if deemed necessary. j. Melakukan tindakan pengurusan Perseroan dalam keadaan tertentu untuk jangka waktu tertentu sesuai dengan ketentuan Anggaran Dasar. j. Performing the Company's management action in certain circumstances for a certain period of time in accordance with provisions of the Articles of Association. k. Menghadiri rapat Direksi dan memberikan pandangan- k. Attending meetings the the Board of Directors and pandangan terhadap hal-hal yang dibicarakan. kewenangan pengawasan l. Melaksanakan lainnya tidak bertentangan dengan peraturan sepanjang perundang-undangan, Anggaran Dasar dan/atau keputusan RUPS. providing opinions on the matters discussed. l. Carrying out other supervison authority as long as not contrary to the laws, statutes and/or decision of the GMS. m. Memberikan persetujuan tertulis atas usulan/perbuatan m. Providing written approval of Board of Directors Direksi, yaitu: a. Membuka kantor cabang atau kantor perwakilan di tempat lain, baik di dalam maupun di luar wilayah Republik Indonesia. proposals/deeds, namely: a. Opening branch or representative office in another place, both inside and outside the Republic Indonesia territory. b. Melakukan penyertaan modal pada perusahaan lainnya yang nilainya tidak melebihi Nilai Material. c. Mendirikan Anak Perusahaan dan/atau Perusahaan Patungan yang nilainya tidak melebihi Nilai Material. b. Making capital participation in another company whose value does not exceed a Material Value c. Establishing venture companies whose value does not exceed a Material Value. subsidiaries and/or joint d. Mengambil bagian baik sebagian atau seluruhnya atau ikut serta dalam partisipasi dengan ketentuan bahwa terhadap partisipasi interest atau pendirian Anak Perusahaan dalam rangka pengelolaan wilayah kerja migas hulu yang telah diperoleh, persetujuan pendirian Anak Perusahaannya dianggap telah diberikan pada saat disetujuinya rencana investasi wilayah kerja hulu dalam Rencana Jangka Panjang Perusahaan yang nilainya tidak melebihi Nilai Material. d. Taking part either in part or in whole or participating with the provision that the participation interest or the establishment of the subsidiaries in order to manage an acquired upstream oil and gas working area, the approval of subsidiaries is considered given at the time of investment approval in the upstream working area on the Companys's Long-Term Plan and the value does not exceed ta Material Value. e. Melepaskan sebagian atau seluruh penyertaan Perseroan dalam partisipasi (participating interest) yang nilainya tidak melebihi Nilai Material. e. Removing some or all of the Company's Participating interest which does not exceed a Material Value. f. Melepaskan penyertaan modal pada perusahaan lain yang nilainya tidak melebihi Nilai Material. g. Melakukan peleburan, penggabungan, pengambilalihan, pemisahan, dan pembubaran Anak Perusahaan yang nilainya tidak melebihi Nilai Material. f. Releasing equity participation in other companies whose value does not exceed a Material Value. g. Undertaking a merger, consolidation, acquisition, divestment or dissolution of subsidiaries, which value does not exceed a Material Value. h. Mengadakan kerja sama lisensi, kontrak manajemen, menyewakan aset, kerja sama operasi dan perjanjian kerja sama lainnya yang melebihi nilai tertentu yang ditetapkan oleh Dewan Komisaris. h. Conducting licensing cooperation, management contract, assets leasing, operational cooperation and other cooperation agreement that exceeds a certain value set by the Boards of Commissioners. i. Perubahan penggunaan anggaran investasi yang telah ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan dan yang nilainya tidak melebihi 10% (sepuluh persen) dari total Rencana Kerja dan Anggaran Perusahaan. i. Changing use of the investment budget that has been set in the Work Plan and Budget and whose value does not exceed 10% (ten percent) of the total Work Plan and Budget. j. Menjadikan aktiva tetap milik Perseroan sebagai penyertaan modal dalam perusahaan lain atau dalam rangka mendirikan Anak Perusahaan yang nilainya tidak melebihi Nilai Material. j. Making fixed assets owned by the Company as equity in other companies or to establish a subsidiary whose value does not exceed a Material Value.
k. Mengikat Perseroan sebagai penjamin (borg atau avalist) yang mempunyai akibat keuangan yang melebihi jumlah tertentu yang ditetapkan oleh Dewan Komisaris. k. Binding the company as guarantor (borg or avalist) with a financial result that exceeds a certain amount sent by the Board of Comissioners. l. Menerima pinjaman jangka pendek dari bank atau lembaga keuangan lainnya yang melebihi jumlah tertentu yang ditetapkan oleh Dewan Komisaris. l. Receiving short-term loans from banks or other financial institutions that exceeds a certain amount set by the Board of Commissioners. m. Memberikan pinjaman jangka pendek yang tidak bersifat operasional yang melebihi jumlah tertentu yang ditetapkan oleh Dewan Komisaris. n. Menerima atau memberikan pinjaman jangka menengah/panjang yang nilainya tidak melebihi Nilai Material, kecuali pinjaman yang timbul karena pelaksanaan kegiatan usaha. m. Providing non-operational short-term loans that do not exceed a certain amount set by the Board of Commissioners. n. Accepting or providing medium/long-term loans whose value does not exceed a Material Value, except loans arising from business activities. o. Membeli atau menjual surat berharga pada pasar modal/lembaga keuangan lainnya yang melebihi jumlah tertentu yang ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan, kecuali surat berharga yang diterbitkan oleh Pemerintah Indonesia dan membeli kembali surat berharga yang diterbitkan oleh Perseroan dengan tetap memperhatikan kepentingan Perseroan yang nilainya tidak melebihi Nilai Material. p. Mengagunkan aktiva tetap yang diperlukan dalam melaksanakan penarikan kredit jangka pendek yang melebihi jumlah tertentu yang ditetapkan oleh Dewan Komisaris. o. Buying or selling securities on capital markets/ financial institutions that exceed a certain amount stipulated in the Work Plan and Budget, except for the securities issued by the Government of Indonesia and the repurchase of securities issued by the Company by taking into account the interests of the Company in an amount that does not exceed a Material Value. p. Collateralizing fixed assets required in carrying out short-term credit withdrawal that exceeds a certain amount set by the Board of Commissioners. q. Mengagunkan aktiva tetap yang diperlukan dalam melaksanakan penarikan kredit jangka menengah/ panjang yang nilainya tidak melebihi Nilai Material. r. Menghapuskan dari pembukuan terhadap piutang macet dan persediaan barang mati yang nilainya tidak melebihi Nilai Material. q. Collateralizing fixed assets required in carrying out medium/long-term credit withdrawal whose value does not exceed a Material Value. r. Eliminating bad debts and non-productive assets from the books whose value does not exceed a Material Value. s. Melepaskan dan menghapuskan aktiva tetap bergerak dengan umur ekonomis yang lazim berlaku dalam industri pada umumnya sampai dengan 5 (lima) tahun yang nilai pertahun bukunya melebihi jumlah tertentu yang ditetapkan oleh Dewan Komisaris. s. Removing and eliminating movable fixed assets with a prevailing economic life in the industry in general up to 5 (five) years that per book year exceeds a certain amount set by the Board of Commissioners. t. Melepaskan dan menghapuskan aktiva tetap tidak bergerak yang nilainya tidak melebihi Nilai Material. u. Pengusulan wakil Perseroan untuk menjadi calon anggota Direksi dan Dewan Komisaris pada Anak Perusahaan. t. Removing and eliminating immovable fixed assets whose value does not exceed a value Material. u. Proposing a representative of the Company to become a candidate director or commissioners in subsidiaries. v. Menetapkan dan menyesuaikan struktur organisasi sampai dengan 2 (dua) tingkat di bawah Direksi. w. Pengelolaan dana cadangan oleh Direksi agar dana v. Setting and adjusting the organizational structure up to 2 (two) levels below the Board of Directors. w. Managing the reserve fund by the Board of Directors tersebut memperoleh laba. so that the fund makes a profit. Mekanisme Pemberian Persetujuan oleh Dewan Komisaris Dalam hal kewenangan Dewan Komisaris untuk memberi persetujuan, apabila dalam waktu 30 hari sejak diterimanya permohonan atau penjelasan dan dokumen secara lengkap dari Direksi, Dewan Komisaris tidak memberikan keputusan, maka Dewan Komisaris dianggap menyetujui usulan Direksi. Selama tahun 2016 Dewan Komisaris dalam rangka kegiatan pengawasan menerbitkan surat untuk menanggapi usulan Direksi yang membutuhkan Persetujuan/Tanggapan Tertulis/ Arahan Dewan Komisaris sebanyak 90 Tanggapan Tertulis Mechanism of Approval by Board of Commissioners Regarding the Board of Commissioners authority to give approval, in the event that the Board of Commissioners fails to provide approval within 30 days from receipt of the application or explanation and complete documents from the Board of Directors, the Board of Commissioners is considered as giving the approval. During 2016, in order to discharge their supervisory duties, the Board of Commissioners issued a total of 90 written responses to Board of Directors proposals that required Approval/Respond in Writing/Directive from 321
322 dengan rincian 26 surat persetujuan, 42 surat dukungan, 9 surat tidak sependapat, dan 13 surat arahan. Dari sejumlah surat tersebut, baik yang menyangkut aspek kinerja, sistem pengendalian intern dan aspek operasional lainnya, sejumlah 86 surat tanggapan Dewan Komisaris (95,5%) dapat diselesaikan secara tepat waktu (tidak lebih dari 30 (tigapuluh) hari sejak Surat Direksi dan dokumen pendukungnya diterima secara lengkap) dengan rata-rata waktu penyelesaian sekitar 16,19 hari, sedangkan 4 surat (4,5%) melebihi batas waktu. Selain itu juga terdapat 37 surat arahan yang bersifat proaktif dan beberapa surat yang bersifat Laporan kepada Menteri BUMN selaku RUPS. Sesuai dengan kewenangannya, Dewan Komisaris memberikan persetujuan atau dukungan atas transaksi material berikut: the Board of Commissioners, consisting 26 letters of approval, 42 letters of support, 9 letters of disapproval, and 13 letters of directives. Of all those letters, which concern performance, internal control, and other operational aspects, 86 letters from the BOC (95.5%) were resolved in a timely manner (no more than 30 (thirty) days from time of the letter of Directors and its supporting document were completely received), with an average completion time of 16.19 days, while the remaining 4 letters (4.5%) passed the deadline. In addition, there were also 37 letters of directives that were proactive and some were reported to the Minister of SOEs as GMS. In accordance with its authority, the Board of Commissioners gave approval or endorsement on the following material transactions: No Transaksi/Transaction Keputusan/Decision 1. Melepaskan, menghapuskan dan menyewakan aset tetap Perusahaan Removal, disposal and renting of the Company's fixed assets Dewan Komisaris menyetujui penghapusan dan pelepasan aset tetap Board of Commissioners approved the removal and disposal of fixed assets 2. Melakukan akuisisi investasi di luar negeri Investment acquisition in overseas Dewan Komisaris mendukung permohonan akuisisi investasi untuk diteruskan kepada Pemegang Saham Board of Commissioners endorsed investment acquisition application to be forwarded to the Shareholder 3. Melakukan pengambilalihan blok migas di dalam negeri yang telah berakhir masa kontraknya Take over domestic oil and gas blocks with expired contract Dewan Komisaris mendukung permohonan akuisisi investasi untuk diteruskan kepada Pemegang Saham Board of Commissioners endorsed investment acquisition application to be forwarded to the Shareholder Rangkap Jabatan Dewan Komisaris Board of Commissioners Concurrent Position Nama/Name Jabatan Internal/Internal Position Jabatan Eksternal/External Position Tanri Abeng Arcandra Tahar Komisaris Utama PT Pertamina (Persero) President Commissioner of PT Pertamina (Persero) Rektor Tanri Abeng University • Komisaris OSO Group • Direktur, Middle East Coal, Singapura • Rector of Tanri Abeng University • Commissioner of OSO Group • Director, Middle East Coal, Singapore Wakil Menteri ESDM sejak 14 Oktober 2016 Vice Minister of ESDM since 14 October 2016 Rektor Tanri Abeng University • Komisaris OSO Group • Direktur, Middle East Coal, Singapura • Rector of Tanri Abeng University • Commissioner of OSO Group • Director, Middle East Coal, Singapore Wakil Menteri ESDM sejak 14 Oktober 2016 Vice Minister of ESDM since 14 October 2016 Sahala Lumban Gaol Komisaris PT Pertamina (Persero) Commissioner of PT Pertamina (Persero) Staf Khusus Menteri BUMN sejak November 2014 Special Staff to SOE Minister since November 2014 Suahasil Nazara Komisaris PT Pertamina (Persero) Commissioner of PT Pertamina (Persero) Kepala Badan Kebijakan Fiskal Kementerian Keuangan RI sejak 31 Oktober 2016 Head of Fiscal Policy Board at the Ministry of Finance since 31 October 2016 Edwin Hidayat Abdullah Komisaris PT Pertamina (Persero) Commissioner of PT Pertamina (Persero) Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata Kementerian BUMN sejak 24 Juli 2015 Deputy of Energy, Logistic, Zone and Tourism Sector at the Ministry of SOE since 24 July 2015 Rencana Kerja dan Anggaran Dewan Komisaris Dalam mengawasi dan memberi nasihat kepada Direksi, Dewan Komisaris menyusun program kerja tahunan yang merupakan rencana aktivitas Dewan Komisaris selama satu tahun. Program kerja tersebut dimonitor pelaksanaannya pada setiap akhir tahun. BOC Work Plan and Budget In supervising and in providing recommendations to the BOD, the BOC prepares an annual work program which is an activity plan of the BOD for one year. The work program implementation is monitored at the end of each year. Adapun program dan realisasi kerja Dewan Komisaris pada 2016 adalah: 1. Melakukan penelahaan, memberikan pendapat, saran, tanggapan dan persetujuan atas draft Rencana Kerja dan Anggaran Perseroan (RKAP) Tahun 2017, serta rolling out RJPP tahun 2016-2020 (apabila diajukan oleh Direksi). penelitian, The BOC work program and its realization in 2016 were as follows: 1. Conducting a research, making a review, providing opinion, input and recommendations and approval of the Draft Annual Plan and Budget (RKAP) 2017, and rolling out of RJPP in 2016-2020 (if proposed by the BOD).
323 2. Melakukan penelaahan dan memberikan pendapat, saran dan tanggapan atas Management Letter, Laporan Hasil Evaluasi Kinerja (LHEK) dan PSA62. 3. Melakukan penunjukan KAP untuk audit Laporan 2. Reviewing and providing opinion, recommendations Performance Evaluation Report (LHEK) and PSA62. concerning Management input and Letter, 3. Appointing Public Accountant for the audit of financial statements 2016. 3. Appointing Public Accountant for the audit of financial statements 2016. 4. Melakukan pemantauan dan evaluasi atas realisasi RKAP Tahun 2016 dan memberikan saran/arahan kepada Direksi apabila diperlukan. 4. Monitoring and evaluating the realization of RKAP in 2016 and providing recommendation/guidance to the BOD if deemed necessary. 5. Melakukan pemantauan dan evaluasi penerapan GCG serta pemutakhiran soft-structures, dan melakukan tindak lanjut hasil asesmen GCG. 5. Monitoring and evaluating the implementation of GCG and updating the soft-structures, and performing follow up of GCG assessment results. 6. Melakukan evaluasi atas kebijakan operasi di bidang SDM, HSE, CSR, Legal, Obyek Vital, pengadaan, pengendalian internal dan teknologi informasi, serta analisis atas masalah-masalah hubungan industrial. 6. Evaluating the operational policies in HR, HSE, CSR, Legal, Strategic National Assets, procurement, internal control and information technology, and analysis of industrial relationship issues. 7. Melakukan evaluasi atas usulan penggantian Direksi dan Dewan Komisaris Anak Perusahaan, serta memantau perkembangan kinerja Anak Perusahaan. 7. Evaluating the proposed changes of board of directors and commissioners in subsidiaries, and monitoring the developments in subsidiaries performance. 8. Melaporkan dengan segera kepada Rapat Umum Pemegang Saham apabila terjadi gejala menurunnya kinerja Perseroan. 8. Immediately reporting to GMS should there be any declining signs in Company performance. 9. Menyusun Laporan Triwulanan atas Tugas Pengawasan Dewan Komisaris, untuk disampaikan kepada RUPS dan Laporan Tahunan yang merupakan bagian dari Laporan Tahunan Perseroan 2015. 9. Preparing Quarterly Report of BOC Oversight Duties to be then submitted to GMS and Annual Report which forms a part of the Company's Annual Report 2015. 10. Menyusun Rencana Kerja dan Anggaran Dewan 10. Preparing Annual Plan and Budget of BOC in 2017. Komisaris Tahun 2017. 11. Melakukan Self Asessment atas Kinerja Dewan Komisaris, Komite dan Sekretaris Dewan Komisaris Tahun 2016. 12. Melakukan kunjungan kerja ke unit-unit usaha dan operasi, serta pembangunan proyek-proyek strategis. 11. Preparing Self-Assessment for the Performance of BOC, Committees, and Secretary of BOC in 2016. 12. Conducting business visits to business units and operating units, and developing strategic projects. Kunjungan Dewan Komisaris Kunjungan kerja Dewan Komisaris ke unit operasi Pertamina dilaksanakan dalam rangka memahami kegiatan operasional Pertamina secara menyeluruh sehingga mampu bekerja sama satu sama lain sebagai satu tim serta mendukung kelancaran proses pengambilan keputusan atas usulan Direksi. Selama 2016, kunjungan kerja yang diikuti oleh anggota Dewan Komisaris adalah: BOC Visits BOC visits to Pertamina's operating units are made for the purpose of understanding Pertamina's operational activities comprehensively so as to enable Commissioners to work together as a team and to facilitate the decision making process as proposed by the BOD. In 2016, the business visits that the BOC attended were as follows: Tabel Kunjungan Dewan Komisaris Table of BOC Visits No Tanggal Date Nama Anggota Dewan Komisaris Name of Board of Commissioner's Members Kegiatan | Event 1 24-25 Januari 2016 24-25 January 2016 Tanri Abeng Kunjungan kerja ke MOR VII Makassar Business visits to MOR VII Makassar 2 1-2 Februari 2016 1-2 February 2016 Tanri Abeng Kunjungan kerja ke MOR V Bali dan Rapat dengan AP PT Patra Jasa Business visits to MOR V Bali and Meeting with AP PT Patra Jasa 3 10-12 Februari 2016 10-12 February 2016 Tanri Abeng Kunjungan dinas dalam rangka menghadiri Bali Clean Energy Forum di Bali Official visit to attend Bali Clean Energy Forum in Bali 4 17-18 Februari 2016 17-18 February 2016 Tanri Abeng Kunjungan kerja ke TBBM Tasikmalaya Business visit to TBBM Tasikmalaya 5 16-17 Maret 2016 16-17 March 2016 Widhyawan Prawiraatmadja Kunjungan kerja ke TBBM Malang Business visit to TBBM Malang 6 7 April 2016 7 April 2016 Tanri Abeng Kunjungan kerja ke MOR II Lampung Business visit to MOR II Lampung
324 No Tanggal Date Nama Anggota Dewan Komisaris Name of Board of Commissioner's Members Kegiatan | Event 7 11-15 April 2016 11-15 April 2016 Tanri Abeng Kunjungan dinas menghadiri 18th International Conference & Exhibition on Liquified Natural Gas (LNG 18) di Australia Official visit to attend 18th International Conference & Exhibition on Liquified Natural Gas (LNG 18) in Australia 8 27-28 April 2016 27-28 April 2016 Tanri Abeng Kunjungan kerja ke TBBM Bandung Business visits to TBBM Bandung 9 8-10 Mei 2016 8-10 May 2016 Widhyawan Prawiraatmadja Kunjungan dinas dalam rangka pertemuan dengan Saudi Aramco di Dhahran Official visit for a meeting with Saudi Aramco di Dhahran 10 11-13 Mei 2016 11-13 May 2016 Tanri Abeng Kunjungan kerja ke MOR I Medan Business visit to MOR I Medan 11 16-18 Mei 2016 16-18 May 2016 Tanri Abeng Kunjungan dinas dalam rangkan menghadiri undangan benchmark dan pertemuan Presiden Madagascar dalam rangka kerja sama bidang perminyakan di Singapura Official visit to attend the invitation for benchmark purpose and a meeting with Madagascar President for an oil business cooperation in Singapore 12 18-21 Mei 2016 18-21 May 2016 Sahala Lumban Gaol Kunjungan kerja ke DSLNG Luwuk Business visit to DSLNG Luwuk 13 13-15 Juni 2016 13-15 June 2016 Sahala Lumban Gaol Kunjungan dinas ke Perwakilan Pertamina Asia Timur di Tokyo Official visit to Pertamina Eastern Asia Representative in Tokyo 14 27-28 Juni 2016 27-28 June 2016 Tanri Abeng Safari Ramadhan ke MOR VII Makassar Safari Ramadhan to MOR VII Makassar 15 14-20 Juli 2016 14-20 July 2016 Tanri Abeng Kunjungan kerja ke Unit Operasi di Bali, Makassar, Manado dan Ternate Business visit to Operation Unit in Bali, Makassar, Manado and Ternate 16 4-5 Agustus 2016 4-5 Agustus 2016 Widhyawan Prawiraatmadja Kunjungan dinas dalam rangka menghadiri undangan Direktorat Pemasaran pada acara Marketing Midyear Performance Review 2016 di Cirebon dan kunjungan lapangan ke RU VI Balongan Official visit to attend an invitation from Marketing Directorate in the event of Marketing Midyear Performance Review 2016 in Cirebon and fieldwork to RU VI Balongan 17 7-9 Agustus 2016 7-9 Agustus 2016 Widhyawan Prawiraatmadja Kunjungan dinas bersama Direktur Utama dan Direktur Hulu menghadiri Signing MoU antara Pertamina dan NIOC di Iran Official visit with President Director and Upstream Director to attend MoU Signing between Pertamina and NIOC in Iran 18 10-11 Agustus 2016 10-11 Agustus 2016 Tanri Abeng Kunjungan kerja ke MOR IV Solo dan TBBM Boyolali Business visit to MOR IV Solo and TBBM Boyolali 19 19-23 Agustus 2016 19-23 Agustus 2016 Tanri Abeng Kunjungan dinas dalam rangka Courtesy Meeting dengan Shell di Belanda Official visit for the purpose of Courtesy Meeting with Shell in Netherlands 20 22-26 Agustus 2016 22-26 Agustus 2016 Widhyawan Prawiraatmadja Kunjungan kerja ke RU III, MOR II, PEP Aset-2 dan Perta Samtan Gas di Prabumulih; RU V, MOR VI di Balikpapan; PEP Aset-5 di Tarakan dan Bunyu Business visit to RU III, MOR II, PEP Aset-2 and Perta Samtan Gas in Prabumulih; RU V, MOR VI in Balikpapan; PEP Aset-5 in Tarakan and Bunyu 21 1-2 September 2016 1-2 September 2016 Widhyawan Prawiraatmadja Kunjungan dinas dalam rangka menghadiri acara FGE's 26th Pacific Petroleum Insiders di Singapura Official visit to attend FGE's 26th Pacific Petroleum Insiders in Singapore 22 6 September 2016 6 September 2016 Widhyawan Prawiraatmadja Kunjungan kerja ke Research & Development Direktorat Pengolahan di Pulogadung Jakarta Business visit to Research & Development of Refinery Directorate in Pulogadung Jakarta 23 14-17 September 2016 14-17 September 2016 Sahala Lumban Gaol Kunjungan kerja ke MOR VII Banggai dan DSLNG Luwuk Business visit to MOR VII Banggai and DSLNG Luwuk 24 13-17 Sahala Lumban Gaol, Widhyawan Prawiraatmadja Kunjungan kerja ke unit operasi Pertamina di Sumatera Utara dan Banda Aceh Business visit to Pertamina's operation unit in North Sumatera and Banda Aceh 25 6-7 Desember 2016 6-7 December 2016 Suahasil Nazara Kunjungan kerja ke Pertamina wilayah Bali Business visit to Pertamina Bali Region 26 9-10 Desember 2016 9-10 December 2016 Sahala Lumban Gaol, Edwin Hidayat Abdullah Kunjungan dinas dalam rangka menghadiri undangan Direktur Utama dalam peringatan HUT Pertamina ke-59 pada acara Coastal Clean Up (Pembersihan daerah pantai dan pemberdayaan kampung nelayan) di Pantai Teluk Penyu Cilacap Jawa Tengah Official visit to attend an invitation from President Director to commemorate 59th Anniversary of Pertamina in Coastal Clean Up event in Teluk Penyu Beach Cilacap Central Java
Program Pelatihan Dewan Komisaris Program Peningkatan kompetensi merupakan kegiatan yang sangat penting bagi Dewan Komisaris, dalam rangka menunjang pelaksanaan tugas dan tanggung jawabnya. Oleh karena itu, kegiatan tersebut dimasukkan dalam Rencana Kerja dan Anggaran Dewan Komisaris. BOC Competence Program The competence improvement program is an important activity of the Board of Commissioners, in order to support the implementation of its duties and responsibilities. Therefore, this activity is included in Annual Plan and Budget of Board of Commissioners. Setiap Anggota Dewan Komisaris yang mengikuti seminar, pelatihan atau peningkatan kompetensi lainnya diminta untuk menyajikan presentasi kepada Anggota Dewan Komisaris lainnya dalam rangka berbagi informasi dan pengetahuan (sharing knowledge). Anggota Dewan Komisaris yang mengikuti program peningkatan kompetensi juga bertanggung jawab untuk membuat laporan yang kemudian disampaikan kepada Dewan Komisaris. Each Member of Board of Commissioners participating in seminars, training or other competency improvements is requested to make a presentation to other Members of Board of Commissioners in order to share information and knowledge. Commissioners participating in a competency improvement program are also responsible for preparing a report which will later be delivered to the Board of Commissioners. Selama 2016, program peningkatan kompetensi yang diikuti oleh Anggota Dewan Komisaris adalah: Throughout 2016 the competency improvement programs attended by Commissioners are as follows: No Tanggal Date Nama Anggota Dewan Komisaris Name of Board of Commissioner's Members Kegiatan | Event 1 18 Januari 2016 18 January 2016 Tanri Abeng Sebagai Pembicara pada Diskusi Panel yang diadakan oleh PWC, pada acara "Holding Transformation: Redefining The Role of Corporate" di Hotel Dharmawangsa Jakarta As a speaker in Panel Discussion held by PwC, in the event of "Holding Transformation: Redefining The Role of Corporate" at Hotel Dharmawangsa Jakarta 2 24-25 Februari 2016 24-25 February 2016 Tanri Abeng Sebagai Pembicara dalam Raker PT Semen Tonasa dengan tema "Meningkatkan Kualitas Produk dan Pelayanan serta Daya Saing di Tengah Implementasi MEA 2016" di Jakarta As a speaker in Meeting of PT Semen Tonasa with the theme of "Improving the Quality of Product and Service and Competitiveness in MEA Implementation 2016" in Jakarta 3 17 Februari 2016 17 February 2016 Tanri Abeng Sebagai Narasumber Seminar & Lokakarya di Universitas Galuh Ciamis di Ciamis As a subject matter resource of Seminar & Workshop in Universitas Galuh Ciamis in Ciamis 4 22 Februari 2016 22 February 2016 Tanri Abeng, Suahasil Nazara, Widhyawan Prawiraatmadja Inhouse Training bagi Dewan Komisaris dan Anggota Komite dengan Tema "Petroleum Price Outlook 2016" dengan Narasumber: WoodMackenzie, di Kantor Dewan Komisaris di Jakarta In-house Training for BOC and Committee Member with the theme of "Petroleum Price Outlook 2016" with subject matter resource from WoodMackenzie in BOC office in Jakarta 5 23 Februari 2016 23 February 2016 Tanri Abeng Legal Awarness Program: Pengetahuan Hukum untuk Eksekutif, dengan Narasumber: Prof. Hikmahanto Juwana, S.H., LLM, PhD, di Kantor Pusat Pertamina di Jakarta Legal Awareness Program: Legal Knowledge for Executives, with subject matter resource: Prof. Hikmahanto Juwana, S.H., LLM, PhD, at Pertamina Head Office in Jakarta 6 14-16 Maret 2016 14-16 March 2016 Widhyawan Prawiraatmadja Keynote Addresses pada Acara The LNG Supplies for Asian Market 2016 di Singapura Keynote Addresses in The LNG Supplies for Asian Market 2016 in Singapore 7 26 April 2016 26 April 2016 Tanri Abeng Sebagai Pembicara di Universitas Telkom, Bandung Speaker in Telkom University, Bandung 8 16 Mei 2016 22 May 2016 Tanri Abeng Sebagai Narasumber dalam Raker Kedeputian Bidang Usaha Konstruksi dan Sarana Prasarana Perhubungan Kementerian BUMN di Malang As a subject matter resource in Meeting of Deputy of Construction and Transportation Infrastructure of Ministry of State Owned Enterprise in Malang 9 15 Juni 2016 22 June 2016 Tanri Abeng, Edwin Hidayat Abdullah, Sahala Lumban Gaol, Suahasil Nazara, Widhyawan Prawiraatmadja Inhouse Training dengan tema "Trend Terkini dan Leading Practices Manajemen Risiko & Internal Control" di Kantor Dewan Komisaris di Jakarta In-house Training under the theme of "Most Recent Trend and Leading Practices of Risk Management & Internal Control" at BOC office in Jakarta 10 12-13 Agustus 2016 12-13 August 2016 Widhyawan Prawiraatmadja Seminar Nasional "Meningkatkan Ketahanan Energi Indonesia melalui Optimasi SDA," di Bandung National Seminar of "Improving Energy Resilience through Optimization of Natural Resources" in Bandung 325
326 Board Manual Dewan Komisaris dan Pedoman Tata Kerja Dewan Komisaris Dalam melaksanakan tugas dan kewajibannya, Dewan Komisaris selain mengacu pada ketentuan Anggaran Dasar juga mengacu pada Board Manual dan Pedoman Tata Kerja di Lingkungan Dewan Komisaris. BOC Board Manual and Board Charter In the conduct of its roles and responsibilities, the BOC not only refers to the Articles of Association but also to the BOC Board Manual and Board Charter. Board Manual Secara garis besar, aspek yang diatur Board Manual terkait Dewan Komisaris meliputi: a. Fungsi Dewan Komisaris b. Persyaratan dan Komposisi, Keanggotaan dan Masa Jabatan Dewan Komisaris Board Manual In general, the aspects governed in the BOC Board Manual cover the following: a. Functions b. Criteria and composition, membership and term of office c. Induction program and competence development c. Program pengenalan dan Peningkatan Kapabilitas d. Etika Jabatan Dewan Komisaris e. Tugas dan Kewajiban Dewan Komisaris f. Wewenang Dewan Komisaris g. Hak Dewan Komisaris h. Rapat Dewan Komisaris i. Evaluasi Kinerja Dewan Komisaris j. Organ Pendukung k. Hubungan Kerja antara Dewan Komisaris dengan Direksi program d. Code of Ethics e. Roles and responsibilities f. Authorities g. Rights h. Meetings i. Performance Evaluation j. Supporting Organs k. Work Relationship between the BOC and BOD. Pedoman Tata Tertib Kerja Dewan Komisaris (Board Charter) Di samping Board Manual yang mengatur hubungan tata kerja seluruh organ perusahaan terutama mencakup Direksi dan Dewan Komisaris serta organ pendukungnya, khusus di lingkungan Dewan Komisaris telah ditetapkan Pedoman Tata Kerja tersendiri (Board Charter). Board Charter In addition to Board Manual which governs the work relationship among all organs in the Company particularly including the BOD and BOC and their supporting organs, the Company established the BOC Board Charter in particular. Sejak 2014, Dewan Komisaris telah menetapkan Pedoman Tata Kerja di lingkungan Dewan Komisaris melalui Surat Keputusan Dewan Komisaris No.15/KPTS/K/DK/2014 tanggal 19 Juni 2014. Dokumen tersebut dievaluasi setiap tahun sesuai perubahan peraturan yang berlaku dan kebutuhan Perseroan. Dari 2015 sampai dengan pertengahan November 2016 masih digunakan pedoman tersebut. Pada 18 November 2016, dalam rangka menyesuaikan dengan kebutuhan dan lingkup kerja Dewan Komisaris saat ini, maka Dewan Komisaris merasa perlu untuk menyesuaikan dan menetapkan kembali Pedoman Tata Kerja di lingkungan Dewan Komisaris melalui Surat Keputusan Dewan Komisaris No.012/KPTS/K/DK/2016 yang berlaku efektif sejak tanggal tersebut. Since 2014, BOC has had the Board Charter as per BOC Decision Letter No.15/KPTS/K/DK/2014 dated 19 June 2014. Such document is evaluated on an annual basis in accordance with the changes in prevailing regulations and with the Company's business needs. From 2015 until mid November 2016, the Company still made references to such document. On 18 November 2016, for the purpose of adjusting to the current needs and scope of work, the BOC considered the necessity of adjusting and re-issuing the Board Charter in its Decision Letter No.012/KPTS/K/DK/2016 effective from the issuance date.
327 Program Pengenalan Komisaris Baru Ketentuan mengenai Program Pengenalan Komisaris Baru diatur dalam Peraturan Menteri BUMN NO.PER-01/ MBU/2011 tanggal 1 Agustus 2011 jo. No.PER-09/ MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada BUMN dan Surat Keputusan Dewan Komisaris No.012/ KPTS/K/DK/2016 tanggal 18 November 2016 tentang Pedoman Tata Kerja Dewan Komisaris PT Pertamina (Persero). Program pengenalan Komisaris baru bagi Bapak Arcandra Tahar dan Bapak Edwin Hidayat Abdullah telah dilaksanakan pada tanggal 18 November 2016, selain itu program pengenalan perusahaan juga diadakan dalam bentuk kunjungan kerja ke unit operasi Pertamina. Induction Program for New BOC Requirements concerning for New BOC are stipulated in the Regulation of State-Owned Enterprises No.PER-01/MBU/2011 dated 1 August 2011 jo. No.PER-09/MBU/2012 dated 6 July 2012 of the Implementation of Good Corporate Governance in SOE and Decision Letter of BOC No.012/KPTS/K/DK/2016 dated 18 November 2016 concerning Board Charter of BOC of PT Pertamina (Persero). The induction program for Arcandra Tahar and Edwin Hidayat Abdullah was completed on 18 November 2016. In addition, a Company induction program was also conducted in business visits to operation units in Pertamina. Induction Program Rekomendasi Dewan Komisaris BOC Recommendation Tabel Rekomendasi Dewan Komisaris Table of BOC Recommendation No Uraian | Description Persetujuan Approval Dukungan Agree Tidak Sependapat Disagree Arahan Guideline Laporan ke RUPS Report to GMS Lain-lain Others Usulan & Realisasi RKAP Proposal & Realization of RKAP Usulan Investasi/Proyek/Merger & Akuisisi Proposed Investment/Project/Merger & Acquisition Aset Write Off/Disposal/Utilization of Assets Remunerasi Direksi & Dewan Komisaris Remuneration of BOD & BOC 5 Organisasi Pertamina | Organization Penggantian Direksi/Komisaris Anak 6 Perusahan Change of BOD/BOC in Subsidiaries Anak Perusahaan of Subsidiaries Pengadaan Kantor Akuntan Publik Procurement of Public Accountant Sistem Pengendalian Internal & GCG Internal Control & GCG 1 2 3 4 7 8 1 11 9 0 2 1 1 0 0 3 7 0 0 27 5 0 0 1 7 0 0 1 0 0 1 0 4 0 3 1 0 2 1 0 0 1 2 0 0 1 0 0 0 0 0 0 0 0 9 1 0 0 0 0 0 10 Lain-lain | Others 0 0 0 2 0 2 Surat Dewan Komisaris (yang Bersifat Proaktif) Letter BOC (Characteristically Proactive) No Uraian Total Description 1 2 3 4 5 Arahan setelah Rapat Dewan Komisaris/Rapat Komite Arahan setelah Kunjungan Kerja/Dinas Arahan berupa Pemberian Nasihat Arahan Lain-lain Laporan ke Rapat Umum Pemegang Saham (RUPS) 18 7 11 1 5 Guidelines subsequent to BOC meeting/Committee Meeting Guidelines subsequent to Business Visits/Official Visits Guidelines in advice Other guidelines Report to GMS
328 Penilaian Kinerja Dewan Komisaris BOC Performance Evaluation Tabel Rekapitulasi Penilaian (Self-Assessment) Kinerja Komisaris Tahun 2016 Summary of BOC Self-Assessment Performance Evaluation in 2016 No Nama | Name Jabatan | Position Masa Tugas 2016 Term of Office 2016 Nilai Score 1 Tanri Abeng Komisaris Utama/Komisaris Independen President Commissioner/Independent Commissioner 1 Januari-31 Desember 1 January-31 December 94.76 2 Arcandra Tahar *) Wakil Komisaris Utama | Vice President Commissioner 14 November-31 Desember 14 November-31 December 63.33 3 Sahala Lumban Gaol Komisaris/Commissioner 1 Januari-31 Desember 1 January-31 December 86.54 4 Suahasil Nazara Komisaris/Commissioner 1 Januari-31 Desember 1 January-31 December 83.94 5 Edwin Hidayat Abdullah **) Komisaris/Commissioner 29 Maret-31 Desember 29 Maret-31 Desember 73.10 6 Widhyawan Prawiraatmadja ***) Komisaris/Commissioner 1 Januari-14 November 1 January-14 November 86.42 ) **) Arcandra Tahar diangkat terhitung mulai tanggal 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) Edwin Hidayat Abdullah diangkat sebagai Wakil Komisaris Utama terhitung mulai tanggal 29 Maret 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 Maret 2016) dan sebagai Komisaris terhitung mulai tanggal 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) ***) Widhayawan Prawiraatmadja berhenti terhitung mulai tanggal 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/ ) **) MBU/11/2016 tgl 14 November 2016) Arcandra Tahar appointed effective as of 14 November 2016 (ref. The Minister of SOEs as GMS PT Pertamina (Persero) No.SK-254/MBU/11/2016 Date 14 November 2016) Edwin Hidayat Abdullah was appointed as Vice President Commissioner effective as of March 29, 2016 (ref. The Minister of SOEs as GMS PT Pertamina (Persero) No.SK-68/ MBU/03/2016 Date March 29, 2016) and as Commissioner effective as of 14 November 2016 (ref . Decree of the Minister of SOEs as GMS PT Pertamina (Persero) No.SK-254/MBU/11/2016 date 14 November 2016) ***) Widhayawan Prawiraatmadja stop effective as of 14 November 2016 (ref. The Minister of SOEs as GMS PT Pertamina (Persero) No.SK-254/MBU/11/2016 Date 14 November 2016) Pernyataan Independensi Independence Statement Tabel Independensi Dewan Komisaris Berdasarkan Board Manual Tahun 2016 Table of BOC Independence based on Board Manual 2016 Kriteria Independensi Criteria for the Independence Tanri Abeng Arcandra Tahar Sahala Lumban Gaol Suahasil Nazara Edwin Hidayat Abdullah Bukan Pemegang Saham mayoritas atau pejabat pada institusi Pemegang Saham mayoritas atau terasosiasi langsung dengan Pemegang Saham mayoritas Not a majority shareholder or official at the institution of the majority shareholderor directly associated with the majority shareholder √ X X X X Tidak menjabat sebagai Direksi di Perseroran atau afiliasinya Not serving as a Director in the Company or its affiliates √ √ √ √ √ Tidak bekerja di Perseroan atau afiliasinya dalam kurun waktu 1 (satu) tahun terakhir Does not work in the Company or its affiliates within the last one year period. √ √ √ √ √ Tidak mempunyai keterkaitan finansial baik langsung maupun tidak langsung dengan Perseroan atau Perseroan lain yang menyediakan jasa dan produk kepada Perseroan dan afiliasinya Has no financial relationships directly or indirectly with the Company or any other company providing services and products to the Company and its affiliates. √ √ √ √ √ Bebas dari benturan kepentingan dan aktivitas bisnis atau hubungan lain yang dapat menghalangi atau mengganggu kemampuan dewan Komisaris bersangkutan untuk bertindak atau berpikir secara bebas di lingkungan Perseroan Free from conflict of interest and business activities or other relationships that may hinder or interfere the ability of the Board of Commissioners to act or think independently within the Company. √ √ √ √ √ Status Independen Independent Tidak Independen Not Independent Tidak Independen Not Independent Tidak Independen Not Independent Tidak Independen Not Independent √ = Independen/Independent X = Tidak Independen/Not Independent
Komisaris Independen Independent Commissioner Dasar Hukum 1. UU No.19 Tahun 2003 tentang BUMN, Penjelasan Legal Basis 1. Law No.19/2003 of SOE, Elucidation to Art 70 point 2. pasal 70 ayat 2. 2. UU No.40 Tahun 2007 tentang Perseroan Terbatas pasal 2. Law No.40/2007 of Limited Liability Company Art 120 point 1. 2. Law No.40/2007 of Limited Liability Company Art 120 point 1. 3. Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 11 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada BUMN, Pasal 13 ayat 1. 3. Ministry of SOE Regulation No.PER-01/MBU/2011 dated 11 August 2011 of the Implementation of Good Corporate Governance in SOE, Art 13 point 1. 4. Peraturan Menteri BUMN No.PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas BUMN, Pasal 11 ayat 3. Kriteria Penentuan Komisaris Independen Kriteria penentuan Komisaris Independen merujuk pada Peraturan Menteri BUMN No. PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN, Pasal 13 ayat 3 dan 4. 4. Ministry of SOE Regulation No.PER-12/MBU/2012 dated 24 August 2012 of Supporting Organ of BOC/ Oversight Committee of SOE, Art 11 point 3. Independent Commissioner Appointment Criteria Independent Commissioner appointment criteria refer to Ministry of SOE Regulation No. PER-01/MBU/2011 dated 1 August 2011 of the Implementation of Good Corporate Governance in SOE, Art 13 point 3 and 4. Struktur Komisaris Independen Melalui Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero), yang tertuang dalam SK No. 254/MBU/11/2016 tanggal 14 November 2016 menetapkan Tanri Abeng (Komisaris Utama) sebagai Komisaris Independen. Profil beliau telah tersajikan dalam bagian Profil Dewan Komisaris. Structure of Independent Commissioner Ministry of SOE Decision as GMS of PT Pertamina (Persero), as set forth in its decision letter No. 254/MBU/11/2016 dated 14 November 2016, appointed Tanri Abeng (President Commissioner) as Independent Commissioner. His profile is available under BOC Profile section. Pernyataan Independensi Komisaris Independen Komisaris Independen berkomitmen untuk menjunjung tinggi independensi, objektivitas dan keadilan dalam menjalankan tugas dan tanggung jawabnya, dengan menghindari adanya keputusan dan kebijakan yang berpotensi menimbulkan benturan kepentingan atau preferensi terhadap kepentingan salah satu pihak. Komisaris Independen turut mempertahankan reputasi Perseroan dengan menjalankan prinsip praktik GCG yang benar sesuai dengan pedoman dan peraturan yang berlaku, yang tercermin dalam sikap, perbuatan dan segala kebijakan yang diambil, baik secara individual dan mufakat. Independence Statement of Independent Commissioner An Independent Commissioner is committed to highly uphold independence, objectivity and justice in the conduct of his roles and responsibilities, by avoiding any decisions and policies which may potentially give rise to conflict of interest or preference towards the interest of one particular party. Independent Commissioners also maintain the reputation of the Company by implementing the right GCG principles in accordance with the prevailing guidelines and regulations, as reflected in the behavior, actions, and any policies made, both individually and collectively. 329
330 Direksi Board of Directors Direksi adalah organ tata kelola Perseroan yang bertanggung jawab atas kepengurusan Perseroan untuk kepentingan dan tujuan Perseroan, serta mewakili Perseroan baik di dalam maupun luar pengadilan. Direksi bertugas menetapkan arah tujuan Perseroan, menetapkan kebijakan serta upaya-upaya pencapaiannya. Lebih rinci tentang tugas dan tanggung jawab Direksi dijelaskan pada bab tersendiri. The BOD is the Company's organ which is responsible for managing the Company's organizational affairs for the interest and purpose of the Company, as well as representing the Company both inside and outside of court. The BOD is assigned to set the Company's direction, to establish policies and the corresponding efforts to achieve such goals. More details on Board of Directors duties and responsibilities are disclosed in a separate chapter. Hingga saat ini, tidak terbentuk komite-komite yang secara struktural berada di bawah Direksi dan melapor langsung kepada Direksi, sehingga Direksi tidak dapat memberikan terhadap kinerja komite di bawah Direksi penilaian sebagaimana dipersyaratkan dalam Surat Edaran Otoritas Jasa Keuangan No. 30/SEOJK.04/2016 tentang Bentuk dan Isi Laporan Tahunan Emiten atau Perusahaan Publik. Up to present, there are no committees which are structurally under the BOD and reporting directly to the BOD. Accordingly, the BOD does not provide evaluation for the performance of committees under the BOD as required under OJK Circular Letter No. 30/SEOJK.04/2016 of the Type and Content of Annual Report of Issuer or Listed Company. Landasan Hukum Ketentuan mengenai Direksi Pertamina mengacu pada Undang-Undang No. 40 Tahun 2007 Tentang Perseroan Terbatas dan Anggaran Dasar serta Board Manual PT Pertamina (Persero). Legal Basis Requirements pertaining to the BOD of Pertamina refer to Law No. 40/2007 of Limited Liability Companies, Articles of Association and Board Manual of PT Pertamina (Persero). Struktur Direksi Struktur Direksi terhitung sejak 1 Januari 2016-20 Oktober 2016 adalah: BOD Structure The structure of the BOD effective 1 January 2016-20 October 2016 is as follows: Direktur Utama & CEO President Director & CEO Direktur Hulu Upstream Director Direktur Gas, Energi Baru dan Terbarukan (EBT) Gas, New and Renewable Energy Director Direktur Pengolahan Refinery Director Direktur Pemasaran Marketing Director Direktur Finance Finance Director Direktur Sumber Daya Manusia, dan Umum Human Resources and General Affairs Director Berdasarkan BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016, telah terjadi perubahan struktur dan nomenklatur sehingga struktur Direksi sejak 20 Oktober 2016 - 31 Desember 2016 adalah: SK Menteri Based on the Minister of SOEs No.SK-242/MBU/10/2016 dated October 20, 2016, there has been a change in the structure and nomenclature so that the structure of the Board of Directors since October 20, 2016 - December 31, 2016 is:
Direktur Utama President Director & CEO Wakil Direktur Utama Deputy President Director/Chief Operating Officer Downstream & NRE Direktur Hulu Upstream Director Direktur Megaproyek Pengolahan & Petrokimia Mega Project Refinery & Petrochemical Director Direktur Gas Gas Director Direktur Keuangan & Strategi Perusahaan Finance & Corporate Strategy Director Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum HR, Information Technology & General Affairs Director Direktur Pemasaran Marketing Director Direktur Pengolahan Refinery Director SVP Research & Technology SVP Research & Technology SVP Integrated Supply Chain SVP Integrated Supply Chain SVP Energi Baru Terbarukan (EBT) SVP New & Renewable Energy Nama | Name Jabatan | Position Dasar Hukum Penunjukan Legal Basic Appointment Periode Jabatan | Term of Office Dwi Soetjipto Direktur Utama & CEO President Director & CEO Surat Keputusan Menteri BUMN No.SK-265/ MBU/11/2014 tanggal 28 November 2014 Decision Letter of Minister of SOE No.SK-265/ MBU/11/2014 dated 28 November 2014 28 November 2014 - 31 Desember 2016 28 November 2014 - 31 December 2016 Ahmad Bambang Direktur Pemasaran Marketing Director Surat Keputusan Menteri BUMN No.SK-265/ MBU/11/2014 tanggal 28 November 2014 Decision Letter of Minister of SOE No.SK-265/ MBU/11/2014 dated 28 November 2014 28 November 2014 - 20 Oktober 2016 28 November 2014 - 20 October 2016 Wakil Direktur Utama Deputy President Director/Chief Operating Officer Downstream & NRE Surat Keputusan Menteri BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016 Decision Letter of Minister of SOE No.SK-242/ MBU/10/2016 dated 20 October 2016 20 Oktober 2016 - 31 Desember 2016 20 October 2016 - 31 December 2016 Syamsu Alam Direktur Hulu Upstream Director Surat Keputusan Menteri BUMN No.SK-267/ MBU/12/2014 tanggal 8 Desember 2014 Decision Letter of Minister of SOE No.SK-267/ MBU/12/2014 dated 8 December 2014 8 Desember 2014 - 31 Desember 2016 8 December 2014 - 31 December 2016 Yenni Andayani Direktur GEBT GEBT Director Surat Keputusan Menteri BUMN No.SK-265/ MBU/11/2014 tanggal 28 November 2014 Decision Letter of Minister of SOE No.SK-265/ MBU/11/2014 dated 28 November 2014 28 November 2014 - 20 Oktober 2016 28 November 2014 - 20 October 2016 Direktur Gas Gas Director Surat Keputusan Menteri BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016 Decision Letter of Minister of SOE No.SK-242/ MBU/10/2016 dated 20 October 2016 20 Oktober 2016 - 31 Desember 2016 20 October 2016 - 31 December 2016 Arief Budiman Direktur Keuangan Finance Director SK No.SK-265/ MBU/11/2014 tanggal 28 November 2014 SK No.SK-265/ MBU/11/2014 dated 28 November 2014 28 November 2014 - 20 Oktober 2016 28 November 2014 - 20 October 2016 Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Surat Keputusan Menteri BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016 Decision Letter of Minister of SOE No.SK-242/ MBU/10/2016 dated 20 October 2016 20 Oktober 2016 - 31 Desember 2016 20 October 2016 - 31 December 2016 Dwi Wahyu Daryoto Direktur Sumber Daya Manusia dan Umum Human Resources & General Affairs Director SK No.SK-267/MBU/12/2014 tanggal 8 Desember 2014 SK No.SK-267/MBU/12/2014 dated 8 December 2014 8 Desember 2014 - 20 Oktober 2016 8 December 2014 - 20 October 2016 Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum HR, Information Technology & General Affairs Director Surat Keputusan Menteri BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016 Decision Letter of Minister of SOE No.SK-242/ MBU/10/2016 dated 20 October 2016 20 Oktober 2016 - 31 Desember 2016 20 October 2016 - 31 December 2016 Rachmad Hardadi Direktur Pengolahan Refinery Director SK No.SK-267/ MBU/12/2014 tanggal 8 Desember 2014 SK No.SK-267/ MBU/12/2014 dated 8 December 2014 8 Desember 2014 - 20 Oktober 2016 8 December 2014 - 20 October 2016 331
332 Nama | Name Jabatan | Position Dasar Hukum Penunjukan Legal Basic Appointment Periode Jabatan | Term of Office Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Surat Keputusan Menteri BUMN No.SK-242/ MBU/10/2016 tanggal 20 Oktober 2016 Decision Letter of Minister of SOE No.SK-242/ MBU/10/2016 dated 20 October 2016 20 Oktober 2016 - 31 Desember 2016 20 October 2016 - 31 December 2016 Toharso Direktur Pengolahan Refinery Director Surat Keputusan Menteri BUMN No. SK-264/ MBU/12/2016 tanggal 2 Desember 2016 Decision Letter of Minister of SOE No. SK-264/ MBU/12/2016 dated 2 December 2016 2 Desember 2016 - 31 Desember 2016 2 December 2016 - 31 December 2016 Muchamad Iskandar Direktur Pemasaran Marketing Director Surat Keputusan Menteri BUMN No. SK-264/ MBU/12/2016 tanggal 2 Desember 2016 Decision Letter of Minister of SOE No. SK-264/ MBU/12/2016 dated 2 December 2016 2 Desember 2016 - 31 Desember 2016 2 December 2016 - 31 December 2016 Pengangkatan dan Pemberhentian Direksi Kebijakan mengenai suksesi Direksi atau pergantian Direksi di Pertamina tergantung pada kebijakan pemerintah, yang diwakili oleh Menteri BUMN, sebagai Kuasa Pemegang Saham. Oleh sebab itu, Pertamina tidak memiliki kebijakan khusus internal yang mengatur tentang penentuan pergantian Direksi. Appointment and Termination of BOD Policies concerning the succession plan of the BOD or changes in the composition of the BOD in Pertamina shall refer to the government policy, represented by Ministry of SOE, as the GMS. Accordingly, Pertamina maintains no specific internal policy governing the requirements for the changes in the composition of the BOD. Tugas dan Tanggung Jawab Direksi Tugas dan wewenang masing-masing Direktur diatur melalui Surat dari Kementerian BUMN No.S-603/ MBU/10/2016, sebagai berikut: Roles and Responsibilities of BOD Roles and responsibilities of each Director is governed under Ministry of SOE Letter No.S-603/MBU/10/2016, as follows: 1. Tugas dan Wewenang Direktur Utama: 1. Duties and Authorities of President Director: a. Sebagai Chief Executive Officer, memberikan arahan dan mengendalikan kebijakan visi, misi, dan strategi Perusahaan. a. As the Chief Executive Officer, providing guidelines and maintaining the policies pertaining to vision, mission and strategies of the Company. b. Memimpin para anggota Direksi dalam b. Leading BOD members in implementing BOD melaksanakan keputusan Direksi. decisions. c. Menyelenggarakan dan memimpin Rapat Direksi secara periodik sesuai ketetapan Direksi atau rapat- rapat lain apabila dipandang perlu sesuai usulan Direksi. c. Conducting and leading BOD meetings on a periodic basis based on BOD decisions or other meetings as deemed necessary as proposed by the BOD. d. Menentukan keputusan yang diambil apabila dalam Rapat Direksi terdapat jumlah suara yang setuju dan tidak setuju sama banyaknya. d. Determining the decisions to be made in the event of any equal voting results in BOD meetings. e. Apabila berhalangan, menunjuk salah seorang e. If unable to come, assigning a Director to lead BOD Direktur untuk memimpin Rapat Direksi. meetings. f. Atas nama Direksi, mengesahkan semua Surat Keputusan Direksi/Direktur Utama sesuai dengan jenis keputusan yang diatur dalam AD/ART atau ketetapan lainnya. f. On behalf of the BOD, approving all Decision Letters of BOD/President Director based on the type of decisions defined under the Articles of Association or other requirements. g. Atas nama Direksi, menunjuk pekerja atau pihak lain untuk mewakili Perusahaan di dalam dan di luar pengadilan. h. Memimpin terlaksananya pembentukan budaya perusahaan, peningkatan citra, dan tata kelola perusahaan (GCG). i. Memimpin dan mengoordinasikan dan mendorong fungsi-fungsi antara lain Corporate Secretary, Legal Counsel, dan Internal Audit dalam mencapai sasaran kinerja Perseroan yang telah ditetapkan. g. On behalf of the BOD, assigning employees or other parties to represent the Company inside and outside court. h. Leading and encouraging the establishment of corporate values, image improvements, and good corporate governance. Leading and coordinating different functions such as Corporate Secretary, Legal Counsel, and Internal Audit in achieving the established performance targets. i.
j. Memberikan informasi kepada stakeholders terhadap keputusan Direksi yang memberi dampak besar kepada publik baik yang berkaitan dengan keputusan bisnis, aspek legal, ataupun isu-isu tentang Perseroan yang berkembang di masyarakat. j. Providing information to stakeholders concerning BOD decisions which significantly impact the public, pertaining to business decisions, legal aspects, or the Company-related issues under public scrutiny. k. Memimpin pengelolaan dan pengembangan kebijakan-kebijakan pengelolaan Integrated Supply Chain (ISC) sesuai strategi Perseroan. k. Leading the management and development of Integrated Supply Chain (ISC) policies in line with the Company's strategies. 2. Tugas dan Wewenang Wakil Direktur Utama a. Sebagai Chief Operating Officer Hilir dan Energi Baru dan Terbarukan (EBT), memimpin dan mengkoordinasikan Direktur Pemasaran, Direktur Pengolahan, dan SVP EBT terkait usaha Hilir dan EBT, serta bertanggung jawab secara keseluruhan atas kinerja operasional dan kinerja finansial Hilir, seluruh kilang eksisting, dan EBT secara efektif dan efisien. b. Memimpin rapat Direksi dalam hal Direktur Utama berhalangan dengan memperhatikan ketentuan Anggaran dasar. 2. Duties and Authorities of Vice President Director a. As Chief Operating Officer of Downstream and Renewable Energy (EBT), leading and coordinating Marketing Director, Refinery Director, and SVP EBT related to the business of Downstream and EBT, and being responsible for overall operational and financial performance of Downstream, all existing refineries, and EBT in an effective and efficient manner. 2. Duties and Authorities of Vice President Director a. As Chief Operating Officer of Downstream and Renewable Energy (EBT), leading and coordinating Marketing Director, Refinery Director, and SVP EBT related to the business of Downstream and EBT, and being responsible for overall operational and financial performance of Downstream, all existing refineries, and EBT in an effective and efficient manner. b. Leading BOD Meetings in the event that the President Director is unable to attend with due observance on the Articles of Association. c. Leading and monitoring the implementation of policy and decisions made by the BOD within Downstream business activities by considering the risks so attributed. d. Managing and optimizing Downstream operation operasi Hilir secara terintegrasi. efforts in an integrated manner. e. Memimpin dan mengarahkan pengembangan usaha di sektor Hilir, EBT & pemanfaatan teknologi yang berfokus pada subsitusi BBM, sesuai perencanaan strategi Perusahaan. e. Leading and directing the business developments in Downstream, EBT & utilization of technology which focus on the replacement of fuel, in line with the Company's strategic planning. f. Memberikan keputusan bisnis operasi Hilir dan EBT. f. Providing business decisions for Downstream and EBT operations. g. Mengarahkan kebijakan-kebijakan Health, Safety & Environment (HSE) dan Manajemen Mutu di operasi Hilir dan EBT sesuai kebijakan Perusahaan. g. Steering the policies made in Health, Safety & Environment (HSE) aspect and Quality Management in Downstream and EBT operations in line with Company policies. h. Mengkoordinasikan, menyaring, dan mengusulkan peluang investasi serta anggaran pembelanjaan kapital dan menetapkan anggaran usaha Hilir dan EBT secara terintegrasi sesuai persetujuan Direksi. i. Mengkoordinasikan dan mengawasi semua proyek operasional yang berada dalam kewenangannya di lingkup kegiatan usaha Hilir dan EBT. j. Mengkoordinasikan kebijakan/strategi bisnis Anak- anak Perusahaan yang berada di bawah lingkup Hilir dan EBT; dengan Direktur Pemasaran, Direktur Pengolahan, dan SVP EBT. h. Coordinating, selecting and proposing the investment opportunities and capital expenditure and approving operating expenses for Downstream & EBT in an integrated manner in accordance with BOD approval. i. Coordinating and supervising all operation projects under authorities within Downstream and EBT scope of activities. j. Coordinating of policies/business subsidiaries under Downstream & EBT with Marketing Director, Refinery Director, and SVP EBT. strategies 3. Tugas dan Wewenang Direktur Hulu: 3. Duties and Authorities of Upstream Director: a. Memimpin dan mengendalikan kegiatan usaha hulu serta bertanggung jawab secara keseluruhan atas kinerja operasional dan kinerja finansial hulu secara efektif dan efisien. a. To lead and to control upstream business activities as well as to be responsible comprehensively on operational performance and upstream financial performance effectively and efficiently. b. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan Direksi dalam kegiatan usaha hulu dengan mempertimbangkan aspek risikonya. b. To lead and to supervise implementation of Board of Directors policies and decisions in the upstream business activities by considering the risk. 333
334 c. Mengelola dan mengoptimalkan upaya-upaya eksplorasi, pengembangan, produksi minyak dan gas bumi sesuai strategi yang ditetapkan oleh Direksi. d. Memberikan keputusan bisnis Direktorat Hulu sesuai c. To manage and to optimize exploration and development efforts as well as oil and gas production in accordance with the strategies set by the Board of Directors. d. To make business decisions of Upstream Director in lingkup kewenangan Direktur. accordance with the Director's authority scope. e. Mengarahkan kebijakan- kebijakan Health, Safety & Environment (HSE) dan Manajemen Mutu di Direktorat Hulu dan Anak Perusahaan terkait sesuai kebijakan korporat. dan melaksanakan e. To direct and to implement policies on Health, Safety & Environment (HSE) and Quality Management in Directorate of Upstream and related Subsidiaries according to Company policies. f. Menetapkan anggaran operasi kegiatan usaha hulu sesuai persetujuan Direksi. g. Mengoordinasikan dan mengawasi semua proyek yang berada dalam kewenangannya di lingkup kegiatan usaha hulu. f. To stipulate operational budget for upstream business activities in accordance with Board of Directors approval. g. To coordinate and to supervise all projects under his authority in the circle of upstream business activities. h. Menentukan Anak Perusahaan yang berada dalam pengelolaan Direktorat Hulu. kebijakan/strategi bisnis h. To determine business policy/strategy of Subsidiaries which are under the control of the Upstream Directorate. i. Memimpin dan mengendalikan pengembangan usaha hulu dan kegiatan usaha terkait termasuk kegiatan usaha panas bumi, energi baru dan alternatif lainnya yang terkait dengan minyak dan gas, baik yang dilakukan melalui kegiatan operasional sesuai kebijakan korporat. i. To lead and to control upstream business development and any related business activities including of geothermal and new energy business activities as well as other alternatives associated with oil and gas, which is conducted through operational activities in accordance with corporate policies. 4. Tugas dan Wewenang Direktur Gas: 4. Duties and Authorities of Gas Director: a. Memimpin dan mengendalikan kegiatan usaha gas termasuk power serta bertanggung jawab secara keseluruhan atas kinerja operasional dan kinerja finansial gas secara efektif dan efisien. a. To lead and to control gas business activities including comprehensive power and responsibility on the effective and efficient operational and financial performance in the gas business. b. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan Direksi dalam kegiatan usaha gas dengan mempertimbangkan aspek risikonya. b. To lead and to supervise implementation of policies and decisions of the Board of Directors in the gas business by considering risk. c. Mengelola dan mengoptimalkan upaya-upaya pemasaran, niaga, penyimpanan dan distribusi produk gas melalui kapal dan transportasi darat sesuai strategi yang ditetapkan oleh Direksi. c. To manage and to optimize marketing and commercial efforts, gas product storage and distribution through ships and ground transportation in accordance with the strategy set out by the Board of Directors. d. Memimpin dan mengarahkan pengembangan usaha lingkup Direktorat Energi Baru dan Terbarukan sesuai perencanaan strategis korporat. d. To lead and to direct scope business development in the New and Renewable Energy Directorate in accordance with corporate strategic planning. e. Memberikan keputusan bisnis Direktorat Energi Baru dan Terbarukan sesuai lingkup kewenangan Direktur. e. To make business decision of the New and Renewable Energy Directorate in accordance with the Directors' authority scope. f. Mengarahkan, memutuskan dan melaksanakan kebijakan-kebijakan Health, Safety & Environment (HSE) dan manajemen mutu di Direktorat Energi Baru dan Terbarukan sesuai kebijakan korporat. g. Mengusulkan peluang investasi serta anggaran pembelanjaan kapital kepada Direktur Keuangan dan menetapkan anggaran operasi kegiatan usaha gas sesuai persetujuan Direksi. f. To direct, to decide and to implement policies on Health, Safety & Environment (HSE) and quality management in the New and Renewable Energy Directorate in accordance with Company policies. g. To propose investment opportunity and capital expenditure budget to Finance Director and to set out operational budget for gas business activities in accordance with Board of Directors approval. h. Mengoordinasikan dan mengawasi semua proyek yang berada dalam kewenangannya di lingkup kegiatan usaha gas. h. To coordinate and to supervise all projects under its authority in the scope of gas business activities. i. Menentukan Anak Perusahaan yang berada di bawah Direktorat Energi Baru dan Terbarukan. kebijakan/strategi bisnis i. To determine business policies/strategies of Subsidiaries under New and Renewable Energy Directorate.
5. Tugas dan Wewenang Direktur Pengolahan: 5. Duties and Authorities of Refinery Director: a. Memimpin dan mengendalikan kegiatan usaha pengolahan secara serta bertanggung keseluruhan atas kinerja operasional dan kinerja finansial pengolahan secara efektif dan efisien. jawab a. To lead and to control refining business activities and be comprehensively responsible on the effective and efficient operational, financial and refining performance. b. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan Direksi dalam kegiatan usaha pengolahan dengan mempertimbangkan aspek risikonya. b. To lead and to supervise implementation of policies and decisions of the Board of Directors in refining business activities by considering the risk. c. Mengelola dan mengoptimalkan upaya-upaya pengolahan peningkatan kehandalan, kompleksitas, dan kapasitas kilang sesuai strategi yang ditetapkan oleh Direksi. minyak mentah, c. To manage and to optimize the improvement efforts of crude oil refining, reliability, complexity, and refinery capacity in accordance with the strategies set out by the Board of Directors. d. Memimpin dan mengarahkan pengembangan usaha lingkup Direktorat Pengolahan sesuai perencanaan strategis korporat. d. To lead and to direct scope business development of Refinery Directorate in accordance with the corporate strategic planning. e. Memberikan keputusan bisnis Direktorat Pengolahan sesuai lingkup kewenangan Direktur. f. Mengarahkan, memutuskan, dan melaksanakan kebijakan-kebijakan Health, Safety, & Environment (HSE) dan manajemen mutu di Direktorat Pengolahan sesuai kebijakan korporat. e. To make business decision of Refinery Directorate in accordance with the Directors' authority and scope. f. To direct and to implement policies on Health, Safety & Environment (HSE) and Quality Management in Refinery Directorate and related Subsidiaries according to Company policies. g. Mengusulkan peluang investasi serta anggaran pembelanjaan kapital kepada Direktur Keuangan dan menetapkan anggaran operasi kegiatan usaha pengolahan sesuai persetujuan Direksi. g. To propose investment opportunities and capital expenditure budget to the Finance Director and to set out operational budget on refining business activities in accordance with BOD approval. h. Mengoordinasikan dan mengawasi semua proyek yang berada dalam kewenangannya di lingkup kegiatan usaha pengolahan. h. To coordinate and to supervise all projects under its authority in the scope of refining business activities. i. Melakukan pengembangan bisnis petrokimia sesuai dengan SK Direksi No. Kpts-75/C00000/2013-S0. i. Developing petrochemical business in accordance Kpts-75/ with C00000/2013-S0. BOD Decision Letter No. 6. Tugas dan Wewenang Direktur Pemasaran: 6. Duties and Authorities of Marketing Director: a. Memimpin dan mengendalikan kegiatan usaha secara pemasaran serta bertanggung keseluruhan atas kinerja operasional dan kinerja finansial pemasaran secara efektif dan efisien. jawab a To lead and to control processing business activities and be comprehensively responsible on the efficient and effective operational, marketing and financial performance. b. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan Direksi dalam kegiatan usaha pemasaran dengan mempertimbangkan aspek risikonya. b. To lead and to supervise implementation of policies and decisions of the Board of Directors in marketing business activities by considering the risk. c. Mengelola dan mengoptimalkan upaya-upaya pemasaran, niaga, penyimpanan dan distribusi produk BBM dan non BBM melalui kapal dan transportasi darat sesuai strategi yang ditetapkan oleh Direksi. c. To manage and to optimize the efforts of marketing, commercial, storage and distribution of Fuel and non-Fuel products through through ships and ground transportation in accordance with the strategy set out by the Board of Directors. d. Memimpin dan mengarahkan pengembangan usaha lingkup Direktorat Pemasaran sesuai perencanaan strategis korporat. d. To lead and to direct scope business development of Marketing Directorate in accordance with corporate strategic planning. e. Memberikan keputusan bisnis Direktorat Pemasaran sesuai lingkup kewenangan Direktur. f. Mengarahkan, memutuskan dan melaksanakan kebijakan-kebijakan Health, Safety & Environment (HSE) dan manajemen mutu di Direktorat Pemasaran sesuai kebijakan korporat. e. To make business decisions the Marketing Directorate in accordance with the Directors' authority and scope. in f. To direct and to implement policies on Health, Safety & Environment (HSE) and Quality Management in Marketing Directorate and related Subsidiaries according to Company policies. . 335
336 g. Mengusulkan peluang investasi serta anggaran pembelanjaan kapital kepada Direktur Keuangan dan menetapkan anggaran operasi kegiatan usaha pemasaran sesuai persetujuan Direksi. h. Mengoordinasikan dan mengawasi semua proyek yang berada dalam kewenangannya di lingkup kegiatan usaha pemasaran. g. To propose investment opportunities and capital expenditure budget to the Finance Director and to set out operational budget on marketing business activities in accordance with Board of Directors approval. h. To coordinate and to supervise all projects under its authority in the scope of marketing business activities. i. Menentukan Anak Perusahaan yang berada di bawah Direktorat Pemasaran. kebijakan/strategi bisnis i. To determine business policies/strategies of Subsidiaries under the Marketing Directorate. 7. Tugas dan Wewenang Direktur Keuangan dan Strategi 7. Duties and Authorities of Finance and Strategy Director: Perusahaan: a. Memimpin dan mengendalikan pengembangan kebijakan, pengelolaan dan pelaporan keuangan secara korporat guna meningkatkan kinerja dan peringkat keuangan Perseroan. jawab atas b. Bertanggung kebijakan-kebijakan keuangan sesuai keputusan Direksi serta efektivitas dan efisiensi fungsi-fungsi keuangan di Korporat, Direktorat, dan Unit Operasi, serta pencapaian sasaran kinerja operasional Direktorat Keuangan. a. To lead and to control policies development, management and financial reporting corporately in order to improve the Company's financial performance and level. b. To be responsible for financial policies in accordance with Board of Directors decisions and effectiveness and efficiency of financial functions in Corporate, Directorate, and Operational Units, as well as achievement of operational performance targets of the Directorate of Finance. c. Menetapkan, penyusunan mengoordinasikan Rencana Kerja dan Anggaran Perusahaan (RKAP) serta pengendalian secara akuntansi atas biaya- biaya pendapatan dan keuntungan serta tingkat investasi secara korporat. c. To stipulate, to coordinate the preparation of Company's Work and Budget Plan (RKAP) and to control accounting, revenue and earning costs as well corporate investment levels. d. Mengkonsolidasi, mengendalikan dan mengawasi penyusunan dan pelaksanaan arus kas perusahaan Rencana Kerja dan Anggaran berdasarkan Perusahaan dalam rangka usaha peningkatan efisiensi. d. To consolidate, to control and to supervise preparation and performance of Company's cash flow based on Company's Work and Budget Plan in order to improve efficiency. e. Mengarahkan dan mengendalikan pengelolaan keuangan Perusahaan pendanaan, anggaran, perbendaharaan, akuntansi, pajak, asuransi, serta mengelola manajemen risiko lingkup Direktorat Keuangan. meliputi e. To direct and to control Company's financial management which covers funding, budget, treasury, accounting, taxation, insurance, as well as to manage risk management in the scope of Directorate of Finance. f. Memimpin dan mengarahkan pengelolaan kegiatan Program Kemitraan dan Bina Lingkungan. g. Memimpin kebijakan, pengelolaan, dan evaluasi kinerja Anak Perusahaan dan Joint Venture. dan mengarahkan f. To lead and to direct activity management of the Partnership Program and Environment Development. g. To lead and to direct policies, management, and performance evaluation of Subsidiaries and Joint Ventures. h. Memimpin dan mengendalikan kegiatan perencanaan strategis (Rencana Jangka Panjang Perusahaan) dan menyelaraskan strategi dan perencanaan korporat dengan seluruh Direktorat dan Anak Perusahaan. i. Memimpin dan mengendalikan usulan dan realisasi investasi yang bersifat korporat/ proyek-proyek antar Direktorat (grass root) dan menjalin kerja sama dengan Direktorat terkait guna pemanfaatan sumber daya dan keahlian yang dibutuhkan. h. To lead and to control strategic planning activities (Company's Long-Term Plan) and to harmonize strategies and corporate planning with all Directorates and Subsidiaries. i. To lead and to control proposals and realization of investment projects which are corporate in nature/ between Directorate (grass root) and to establish cooperation with related Directorates to utilize resources and expertise required. j. Memimpin, mengkoordinasi, dan mengevaluasi pengembangan usaha strategis seluruh Direktorat. dan mengkoordinasi manajemen risiko di seluruh Perseroan. k. Memimpin pengelolaan j. To lead, to coordinate, and to evaluate strategic business development throughout the Directorates. k. To lead and to coordinate risk management throughout the Company.
l. Memimpin dan mengarahkan kegiatan business review dan portfolio yang terdiri dari business scheme, business structure, partnership, financial scheme dan menetapkan rencana kerja secara korporat. l. To lead and to direct business reviews and portfolio activities which consist of business schemes, business structure, partnerships, financial schemes and stipulated Company work plans. m. Memimpin dan mengarahkan kegiatan monitoring, evaluasi kinerja, dan kegiatan transformasi korporat. m. To lead and to direct monitoring activities, performance evaluations, and corporate transformation activities. 8. Tugas dan Wewenang Direktur Sumber Daya Manusia Teknologi Informasi dan Umum a. Memimpin pengembangan kebijakan sumber daya manusia (SDM) meliputi kegiatan pengembangan organisasi, pengembangan sumber daya manusia, hubungan industrial, kompensasi dan benefit, kesehatan, serta layanan SDM kepada pekerja, termasuk di Anak Perusahaan. 8. Duties and Authorities of Human Resources, Information Technology and General Affairs Director a. To lead development on human resources (HR) policies which cover organizational development activities, industrial relations, compensation and benefit, health, as well as HR service to employees, including in Subsidiaries. 8. Duties and Authorities of Human Resources, Information Technology and General Affairs Director a. To lead development on human resources (HR) policies which cover organizational development activities, industrial relations, compensation and benefit, health, as well as HR service to employees, including in Subsidiaries. b. Memimpin dan mengendalikan kegiatan Direktorat Sumber Daya Manusia dan Umum serta bertanggung jawab implementasi kebijakan-kebijakan yang dihasilkan secara efektif dan efisien. secara keseluruhan atas b. To lead and to control the activities of Human Resources and General Affairs Directorate and be comprehensively responsible on effective and efficient policy implementation. c. Memimpin dan mengendalikan kegiatan manpower planning dan pengadaan sumber daya manusia sesuai kebutuhan Perusahaan, termasuk di Anak Perusahaan. c. To lead and to control the activities of manpower planning and human resources procurement in accordance with Company requirements, including in Subsidiaries. d. Memimpin dan mendorong terbentuknya budaya perusahaan sesuai strategi perusahaan, termasuk budaya perusahaan di Anak Perusahaan. d. To lead and to encourage the establishment of a corporate culture in accordance with Company strategies, including corporate culture in Subsidiaries. e. To stipulate level organization structure under the Manager of all Directorates and function of the President Director. f. Menetapkan anggaran SDM Perusahaan sesuai f. To stipulate Company's HR budget in accordance with persetujuan Direksi. Board of Directors approval. g. Memimpin pembinaan pekerja di seluruh Perseroan g. To lead employees throughout the Company according sesuai ketentuan yang berlaku. to applicable provisions. h. Memimpin pengelolaan dan pengembangan kebijakan-kebijakan pengelolaan Corporate Shared Services, HSSE, manajemen mutu, manajemen aset, dan corporate strategic sourcing sesuai strategi Perusahaan. h. To lead management and development of policies on Corporate Shared Services management, HSSE, quality management, asset management, and corporate strategic sourcing in accordance with Company's strategies. i. Mengoordinasikan dan mengawasi semua proyek yang berada dalam kewenangannya di lingkup kegiatan Direktorat Sumber Daya Manusia dan Umum. i. To coordinate and to supervise all projects under its authority in the scope of Human Resources and General Affairs Directorate. j. Memimpin dan mengarahkan pengelolaan teknologi informasi dalam IT Enterprise Wide Systems guna mendukung inovasi-inovasi bisnis. j. To lead and to direct management of information technology in IT Enterprise Wide Systems to support business innovations. k. Memimpin dan mengarahkan pengelolaan dan pendayagunaan aset penunjang usaha sesuai kebijakan korporat. k. To lead and to direct management and asset utilization in accordance with Company policies. l. Memimpin pengelolaan dan mengarahkan pengadaan barang dan jasa sesuai kebijakan korporat. l. To lead and to direct management of goods and service procurement in accordance with Company policy. 337
338 Hak dan Wewenang Direksi Direksi Pertamina bertanggung jawab penuh atas Perseroan terkait dengan kepentingan dan tujuan Perseroan. Direksi mewakili Perseroan baik di dalam maupun di luar pengadilan sesuai ketentuan Anggaran Dasar. Direksi Pertamina wajib menjaga independensi agar dapat bertindak sebaik-baiknya demi kepentingan perusahaan secara keseluruhan. Untuk menjaga independensi, maka Pertamina menetapkan: 1. Selain Direksi, pihak lain manapun dilarang melakukan atau campur tangan dalam pengurusan Perusahaan. 2. Setiap Anggota Direksi dilarang melakukan aktivitas yang dapat mengganggu independensinya dalam mengurus Perseroan. Rights and Authorities of BOD The BOD of Pertamina is fully responsible for the Company's interest and purpose. The BOD represents the Company both inside and outside court in accordance with the Articles of Association. The BOD is required to maintain independence to enable them to act for the best interest of the Company in general. To maintain independence, the Company governs that: 1. Other than the BOD, all other parties are prohibited from managing or being involved in managing the Company. 2. Each Director is prohibited from conducting activities which may impair his/her independence in managing the Company. Hak dan Wewenang kolegial Direksi di Pertamina, yaitu: a. Menetapkan visi, misi, dan strategi Perseroan. Collegial Rights and Authorities of BOD in Pertamina are as follows: a. Establishing the vision, mission and strategies of the Company. b. Menetapkan kebijakan Perseroan yang berlaku secara b. Setting the corporate policies which are applicable at korporat termasuk Anak Perusahaan. corporate level including Subsidiaries. c. Mengajukan usulan pengelolaan Perseroan yang memerlukan persetujuan Dewan Komisaris dan/atau memerlukan tanggapan tertulis Dewan Komisaris dan persetujuan Rapat Umum Pemegang Saham (RUPS) serta melaksanakannya sesuai ketentuan yang diatur dalam Anggaran Dasar, persetujuan Dewan Komisaris serta keputusan RUPS. c. Proposing recommendations on the management of the Company which requires approval from the BOC and/ or requires written response from the BOC and GMS approval and implements them based on the Articles of Association, BOC approval and GMS resolutions. d. Mengupayakan tercapainya sasaran indikator aspek keuangan, aspek operasional dan aspek administrasi yang digunakan sebagai dasar penilaian tingkat kesehatan Perseroan sesuai dengan kinerja yang telah ditetapkan dalam RUPS Persetujuan Rencana Kerja dan Anggaran Perusahaan (RKAP). d. Making efforts to achieve the targeted indicators in financial, operational, and administrative areas serving as the basis for assessing the Company's health level based on the performance established in RKAP. e. Menetapkan usulan dan perubahan Rencana Jangka Panjang Perusahaan dan Rencana Kerja dan Anggaran Perusahaan sesuai ketentuan yang berlaku. e. Proposing the recommendation and changes on the Company's RKAP and Annual Plan and Budget in accordance with prevailing regulations. f. Menetapkan sasaran kinerja serta penerapan evaluasi kinerja Perseroan dan Anak Perusahaan termasuk kebijakan dividen Anak Perusahaan sesuai ketentuan yang berlaku. g. Mengupayakan tercapainya sasaran kinerja yang digunakan sebagai dasar penilaian tingkat kesehatan Perseroan sesuai dengan kesepakatan kinerja yang telah ditetapkan dalam RUPS Persetujuan RKAP. h. Menetapkan persetujuan proyek investasi non rutin yang melebihi kewenangan Anggota Direksi/Direktur dan memantau pelaksanaannya. f. Setting the performance target and performance evaluation of the Company and its Subsidiaries including dividend policy for Subsidiaries based on prevailing regulations. g. Making efforts on achieving the performance target serving as a basis for evaluating the Company's health level in accordance with the agreed-upon performance level already resolved in a GMS as RKAP approval. h. Approving non-routine investment projects beyond the authority of the BOD/Directors and monitoring their implementation. i. Menetapkan persetujuan proyek sesuai kewenangan Direksi setelah mendapat persetujuan dalam RKAP, memantau dan melakukan koreksi terhadap pelaksanaannya. investasi i. Approving the investment projects within BOD authority upon obtaining approval in a RKAP, monitoring and taking corrective actions for implementation. j. Menetapkan kegiatan kerja sama atau kontrak dengan nilai kontrak atau penggunaan/perolehan aset yang melebihi kewenangan anggota Direksi/Direktur seperti yang diatur dalam kebijakan otorisasi keuangan. j. Setting the joint cooperation activities or contracts whose values or utilization/acquisition of assets exceed the authorities of the BOD/Directors as defined in financial authorization policy. k. Menetapkan struktur organisasi dan penetapan pejabat Perseroan sampai jenjang tertentu yang diatur melalui ketetapan Direksi. k. Establishing the organizational structure and appointing the officers of the Company up to certain levels as specified in BOD policies.
l. Melakukan segala tindakan dan perbuatan mengenai pengurusan maupun pemilikan kekayaan Perseroan, mengikat Perseroan dengan pihak lain dan/atau pihak lain dengan Perseroan, serta mewakili Perseroan di dalam maupun di luar Pengadilan tentang segala hal dan segala kejadian, dengan pembatasan-pembatasan sebagaimana diatur dalam peraturan perundang- undangan, Anggaran Dasar dan/atau keputusan RUPS. m. Menunjuk Direktur Utama mewakili Direksi untuk menandatangani Surat Kuasa Khusus untuk mewakili Perseroan di dalam maupun di luar Pengadilan. l. Taking any actions and making any dealings concerning the management and ownership of the Company's assets, binding the Company with other parties and/or other parties with the Company, and representing the Company inside or outside the court concerning any matters and any events, as governed in regulations, Articles of Association and/or GMS resolutions. m. Appointing the President Director to represent the BOD to sign Special Power of Attorney to represent the Company inside and outside of court. n. Sepanjang tidak ditetapkan oleh RUPS, Direksi dapat menetapkan pembagian tugas dan wewenang di antara Direksi dalam suatu keputusan Direksi, tanpa membatasi tugas, wewenang, dan tanggung jawab sebagai Anggota Direksi sesuai ketentuan yang tercantum dalam Anggaran Dasar, guna menjalankan tugas pokok sebagai anggota Direksi secara efektif dan efisien. n. If not administered by a GMS, the BOD may establish the segregation of duties and authorities among Directors in a BOD Decision Letter, without limiting the duties and responsibilities and authorities as a BOD member in accordance with Articles of Association, to perform their main duties as BOD members in an effective and efficient manner. o. Setiap Anggota Direksi bertanggung jawab penuh secara pribadi apabila yang bersangkutan bersalah atau lalai menjalankan tugasnya untuk kepentingan dan usaha Perseroan, kecuali apabila Anggota Direksi yang bersangkutan dapat membuktikan bahwa: 1. Kerugian tersebut bukan karena kesalahan atau o. Having full responsibilities in personal capacity should the individual be found guilty or negligent in performing his/ her duties for the interest and business of the Company, except when the respective BOD member is able to prove that: 1. Such losses are not due to his/her errors or negligence. kelalaiannya. 2. Telah melakukan pengurusan dengan itikad baik dan kehati-hatian untuk kepentingan dan sesuai dengan maksud dan tujuan Perseroan. 2. Management activities have been performed in good faith and with prudent principles for the interest and purpose of the Company. 3. Tidak mempunyai benturan kepentingan baik langsung maupun tidak langsung atas tindakan pengurusan yang mengakibatkan kerugian 3. He/she has no direct nor indirect conflict of interest in the management action which incurs losses 4. He/she has taken actions to prevent further losses. 4. Telah mengambil tindakan untuk mencegah berlanjutnya kerugian tersebut. Rangkap Jabatan Direksi BOD Concurrent Position Tabel Rangkap Jabatan Direksi di luar PT Pertamina (Persero) dan di Anak Perusahaan per 31 Desember 2016 Table of BOD Concurrent Positions other than PT Pertamina (Persero) and Subsidiaries as of 31 December 2016 No Nama | Name Jabatan di Pertamina Positions in Pertamina Jabatan di Luar Pertamina dan Anak Perusahaan Position Outside Pertamina and its Subsidiaries 1 Dwi Soetjipto Direktur Utama & CEO | President Director & CEO Tidak Ada | None 2 Ahmad Bambang Wakil Direktur Utama Deputy President Director/Chief Operating Officer Downstream & NRE Komisaris Utama PT Pertamina Lubricants • Komisaris Utama PT Pertamina Patra Niaga • Komisaris Utama PT Pertamina EP • Ketua Dewan Pengawas Dana Pensiun Pertamina President Commissioner of PT Pertamina Lubricants • President Commissioner of PT Pertamina Patra Niaga • President Commissioner of PT Pertamina EP • Head/Chief of Supervisory Board Pension Fund of Pertamina 3 Syamsu Alam Direktur Hulu Upstream Director Komisaris Utama PT Pertamina Hulu Energi • Komisaris Utama PT Elnusa, Tbk • Komisaris PT Pertamina Internasional EP President Commissioner of PT Pertamina Hulu Energi • President Commissioner of PT Elnusa, Tbk • Commissioner of PT Pertamina Internasional EP 4 Yenni Andayani Direktur Gas Gas Director Komisaris Utama PT Pertamina Gas • Komisaris PT Pertamina Geothermal Energy • Komisaris Utama PT Nusantara Regas President Commissioner of PT Pertamina Gas • Commissioner of PT Pertamina Geothermal Energy • President Commissioner of PT Nusantara Regas 339
340 No Nama | Name Jabatan di Pertamina Positions in Pertamina Jabatan di Luar Pertamina dan Anak Perusahaan Position Outside Pertamina and its Subsidiaries 5 Toharso Direktur Pengolahan Refinery Director Tidak Ada | None 6 Muchamad Iskandar Direktur Pemasaran Marketing Director Komisaris Utama PT Pertamina Retail • Komisaris Utama PT Elnusa Petrofin President Commissioner of PT Pertamina Retail • President Commissioner of PT Elnusa Petrofin 7 Rachmad Hardadi Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Komisaris Utama PT Pertamina Bina Medika • Komisaris Utama PT Pertamina Trans Kontinental • Komisaris Utama PT Trans Pacific Petrochemical Indotama President Commissioner of PT Pertamina Bina Medika • President Commissioner of PT Pertamina Trans Kontinental • President Commissioner of PT Trans Pacific Petrochemical Indotama 8 Arief Budiman Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Komisaris Utama PT Pertamina EP Cepu • Komisaris Utama PT Pertamina EP Cepu ADK • Komisaris Utama PT Pertamina Internasional EP • Komisaris Utama PT Tugu Pratama Indonesia President Commissioner of PT Pertamina EP Cepu • President Commissioner of PT Pertamina EP Cepu ADK • President Commissioner of PT Pertamina Internasional EP • President Commissioner of PT Tugu Pratama Indonesia 9 Dwi Wahyu Daryoto Direktur Sumber Daya Manusia, Teknologi Informasi & Umum HR, Information Technology & General Affairs Director Komisaris Utama PT Patra Jasa • Komisaris Utama PT Pelita Air Services • Komisaris Utama PT Pertamina Drilling Services Indonesia • Wakil Dewan Pengawas Dana Pensiun Pertamina President Commissioner of PT Patra Jasa • President Commissioner of PT Pelita Air Services • President Commissioner of PT Pertamina Drilling Services Indonesia • Deputy Head Supervisory Board of Pension Fund Pertamina Rencana Kerja dan Anggaran Direksi Rencana kerja Direksi mengikuti dengan RKAP Pertamina guna menciptakan kesesuaian target dan tolok ukur kinerja. BOD Annual Plan and Budget The BOD annual plan refers to Pertamina RKAP to ensure alignment with performance targets and indicators. Kunjungan Direksi BOD Visits Direktur | Director Tanggal | Date Kunjungan | Visit Lokasi | Location Direktur Utama President Director & CEO 26 Desember 2016 13 Desember 2016 9 Desember 2016 27 November 2016 21 Oktober 2016 16 Oktober 2016 12 Oktober 2016 23 September 2016 1 September 2016 24 Agustus 2016 15 Agustus 2016 22 Juli 2016 1 Juli 2016 24 Juni 2016 9 September 2016 9 Mei 2016 28 April 2016 11 April 2016 Peresmian PLTP Lahendong dan Ulubelu | Inauguration ceremony of PLTP Lahendong and Ulubelu Pertemuan Bilateral Indonesia - Iran & Signing SPA LPG | Bilateral meeting between Indonesia - Iran & Signing of SPA LPG Kunjungan Korban Gempa di Aceh | Visit victim of Aceh Earthquake Kunjungan Kerja Presiden RI ke Tuban | Official Visit of the President of RI to Tuban Kunjungan CSR Pertamina | Pertamina's CSR Visit Launching Air Tractor & Video Conference BBM Satu Harga di Papua | Launching of Air Tractor & Video Conference on One Price Fuel Policy in Papua Placing Platform PHE WMO Peninjauan Proyek RDMP | Visiting RDMP Project Economic Forum in Vladivostock Penganugerahan Penghargaan Keselamatan Migas | Oil and Gas Safety Award Kunjungan CSR Pertamina | Pertamina's CSR Visit Meninjau Acara Desa Wisata Migas | Visiting Oil and Gas Tourism Village Safari Ramadhan | Ramadhan Safari Menghadiri acara Sinergi BUMN | Attending the Event Synergy of SOEs Peresmian Jargas | Inauguration ceremony of Jargas Kunjungan Kerja dengan Gubernur Aceh | Official Visit of the Governor of Aceh Management Walk Through (MWT) dan Kunjungan Presiden RI | Management Walk Through (MWT) and Visit of the President of RI Pertemuan dengan Gurbernur Jawa Timur dan Bupati Tuban | Meeting with the Governor of East Java and the Regent of Tuban Penyerahan bantuan Kampung Hijau | Handing over donation for Kampung Hijau Lahendong Teheran Aceh Tuban Lahendong Jayapura Surabaya Balikpapan Vladivostock Denpasar Manokwari Cepu Padang Garut Balikpapan Aceh Raja Ampat Tuban 8 April 2016 Surabaya
Direktur | Director Tanggal | Date Kunjungan | Visit Lokasi | Location Wakil Direktur Utama Deputy President Director/ Chief Operating Officer Downstream & NRE Direktur Hulu Upstream Director 18 Maret 2016 6 Maret 2016 3 Maret 2016 11 Februari 2016 8 Februari 2016 1 Desember 2016 17 November 2016 28 Oktober 2016 15 Oktober 2016 5 Oktober 2016 30 September 2016 22 September 2016 4 Agustus 2016 15 Juli 2016 24 Juni 2016 16 Juni 2016 11 Juni 2016 2 Juni 2016 25 Mei 2016 18 Mei 2016 10 Mei 2016 2 Mei 2016 30 April 2016 17 April 2016 15 April 2016 8 April 2016 5 April 2016 21 Maret 2016 26 Desember 2016 21 Desember 2016 13 Desember 2016 9 Desember 2016 28 November 2016 25 November 2016 17 November 2016 11 Oktober 2016 5 September 2016 11 Agustus 2016 1 Agustus 2016 21 Juli 2016 16 Juni 2016 3 Juni 2016 15 April 2016 29 Maret 2016 27 Maret 2016 10 Februari 2016 23 November 2016 Kunjungan kerja dengan Kementerian BUMN | Official visit of Ministry of SOEs Kuliah Umum di Universitas Airlangga | General Lecture at the University of Airlangga Forum ke-2 EBTKE dengan Menteri ESDM | 2nd Forum of EBTKE with Minister of Energy and Mineral Resources Bali Energy Forum | Bali Energy Forum Hari Pers Nasional | National Press Day Kongres Maritim Indonesia 2016 | The 2016 Indonesian Maritime Congress Kunjungan Kerja Komisi VII | Official visit of Commission VII Celebration and Awarding Night LPG NPSO Launching Air Tractor & Video Conference BBM Satu Harga di Papua Launching of Air Tractor & Video Conference on One Price Fuel Policy in Papua Kunjungan Kerja Menteri BUMN | Official Visit of Minister of SOEs Launching Pertamax Turbo | Launching of Pertamax Turbo AMF - AGM and Asia Marketing Conference Marketing Mid Year Performance Rapat dengan Dirjen Migas | Meeting with the Director General of Oil and Gas Safari Ramadhan sekaligus pendampingan Menteri ESDM | Ramadhan Safari and Ushering the Minister of ESDM Kunjungan Kerja Menteri ESDM dan Peresmian APMS | Official Visit of Minister of ESDM and Inauguration of APMS Kunjungan Kerja Komisi VII ke TBBM Teluk Kabung | Official Visit of Commission VII to TBBM Teluk Kabung Launching Bright Gas 5,5 Kg dan Bright Gas Can 200 gr | Launching of Bright Gas 5,5 Kg and Bright Gas Can 200 gr 81th ASCOPE National Committee Launching Dexlite Kunjungan Kerja Komisi VI | Official Visit of Commission VI Kunjungan Kerja Komisi VI dan MWT | Official Visit of Commission VI and MWT Penyerahan Penghargaan kepada Walikota Bandung | Award for the Mayor of Bandung Re-flagging MT Sanana dan MT Sanggau | Re-flagging MT Sanana and MT Sanggau Rapat Distribusi Energi | Meeting on the Distribution of Energy Peresmian New Gantry System TBBM Kertapati | The inauguration of New Gantry System of TBBM Kertapati Undangan KBRI Phnom Pehn | Invitation from KBRI Phnom Pehn Kunjungan Kerja Komisi VII DPR | Official Visit of Commission VII DPR Peresmian PLTP Lahendong dan Ulubelu | Inauguration of PLTP Lahendong and Ulubelu Workshop Eksplorasi | Exploration Workshop Pertemuan Bilateral Indonesia - Iran & Signing SPA LPG | Bilateral Meeting between Indonesia - Iran & Signing of SPA LPG Coastal Clean Up Pertemuan the 17th OPEC Conference Kunjungan Kerja Menteri ESDM | Official Visit of Ministry of ESDM Sarasehan Migas Non Konvensional | Workshop on Non-Conventional Oil and Gas Instalasi Platform PHE ke-24 | Instalation of the 24th PHE Platform Audit Field Presentasi ITB | ITB Presentation Kunjungan Kerja Komisi VI DPR RI | Official Visit of Commission VI DPR RI Management Walk Through (MWT) Safari Ramadhan | Ramadhan Safari Meeting Transformasi Hulu | Upstream Transformation Meeting Kunjungan Kerja komisi VII DPR RI | Official Visit of Commission VII DPR RI Kunjungan Kerja komisi VI DPR RI | Official Visit of Commission VII DPR RI Management Walk Through (MWT) Hulu Las Bali Energy Forum Workshop LNG Producer - Consumer Menghadiri Indonesia Fair, Meeting dengan Woodside | Attending Indonesia Fair, meeting with Woodfair Workshop Women In Energy dalam ADIPEC 2016 Kunjungan Kerja komisi VII DPR RI | Official Visit of Commission VII DPR RI Safari Ramadhan | Ramadhan Safari Yogyakarta Surabaya Bandung Bali Lombok Surabaya - Malang Kepulauan Riau (Batam) Denpasar Jayapura, Timika Naypyidaw Surabaya Seoul Cirebon Yogyakarta Jakarta, Cikampek, Padalarang Balikpapan Padang Palembang/ Medan Bandar Seri Begawan Surabaya Batam Timika dan Makassar Bandung Batam Yogyakarta Palembang Phonm Pehn Maluku Utara Lahendong Bandung Teheran Balongan Vienna Manado Bandung Surabaya Kuala Lumpur Bandung Jambi Bojonegoro Kamojang Bandung Batam Sorong Lapangan Hulu Las Bali Tokyo Direktur Gas Gas Director 12 November 2016 Perth 8 November 2016 30 Oktober 2016 16 Juni 2016 Abu Dhabi Medan Palembang - Plaju - Prabumulih 341
342 Direktur | Director Tanggal | Date Kunjungan | Visit Lokasi | Location Direktur Megaproyek Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum HR, Information Technology & General Affairs Director 1 Juni 2016 10 Mei 2016 3 Maret 2016 10 Februari 2016 28 Januari 2016 21 Januari 2016 14 Januari 2016 21 Oktober 2016 12 Oktober 2016 1 September 2016 23 Agustus 2016 18 Agustus 2016 1 Agustus 2016 25 Juli 2016 24 Juni 2016 4 Juni 2016 25 Mei 2016 16 Mei 2016 10 Mei 2016 9 Mei 2016 15 April 2016 10 April 2016 28 Maret 2016 23 Januari 2016 14 Januari 2016 10 Januari 2016 28 Desember 2016 22 November 2016 16 November 2016 31 Oktober 2016 5 Oktober 2016 30 September 2016 12 September 2016 30 Agustus 2016 17 Agustus 2016 1 Agustus 2016 24 Juni 2016 17 Juni 2016 26 April 2016 28 Maret 2016 17 Maret 2016 25 Februari 2016 23 Januari 2016 28 Desember 2016 7 Desember 2016 18 November 2016 31 Oktober 2016 22 Oktober 2016 17 Oktober 2016 22 September 2016 Rapat dengan Dirjen Migas dan Kepala SKK Migas | Meeting with Directorate General of Oil and Gas, and with the Head of SKK Migas Pertemuan dengan Gubernur Aceh | Meeting with the Governor of Aceh Peresmian Jargas SPBG | Inauguration of SPBG Gas Network Bali Energy Forum Signing Ceremony antara Pertamina dan Total | Signing Ceremony between Pertamina and Total Management Walk Through (MWT) Pekerja Pipa | Management Walk Through (MWT) Pipe Workers Rapat Komite Gas | Gas Committee Meeting Kunjungan Kerja Komisi VII DPR RI ke PT Badak NGL | Official Visit of Commission VII DPR RI to PT Badak NGL Briefing dengan Tim Management RU IV | Briefing with RU IV Management Team Economic Forum in Vladivostock Steering Committee Meeting Proyek PLBC Koordinasi dengan Bupati Tuban terkait NGRR | Coordination with the Tuban Regent related to NGRR Kunjungan Kerja Komisi VI | Official Visit of Commission VI Renewal Activity Polls Paket Properti All Risk 2016 - 2017 Safari Ramadhan | Ramadhan Safari Construction Initiation Ceremony PLBC Koordinasi dengan Bupati Tuban terkait NGRR| Coordination with the Tuban Regent related to NGRR Indonesia - Rusia Oil and Gas Business Forum Kuliah Umum di STEM Cepu | General Lecture at STEM Cepu Kunjungan Kerja Komisi VI | Official Visit of Commission VI Koordinasi Open Access Import Crude | Coordination of Open Access Import Crude Koordinasi Second Engineer PT Pertamina dan PT Badak | Coordination of Second Engineer of PT Pertamina and PT Badak Courtesy Visit to SK Headquartes Kunjungan Kerja Menteri BUMN | Official Visit of Minister of SOEs Management Walk Through (MWT) Koordinasi Eksekusi Percepatan RDMP Balikpapan | Coordination for the Execution of the RDMP Acceleration at Balik Papan Keynote Speaker Quality Management Forum 2016 2nd ASEAN Insurance Summit 2016 Management Walk Through (MWT) Kunjungan Kerja Komisi VI dan VII | Official Visit of Commission VI and VII Narasumber Indonesia HR Summit 2016 | Source at the Indonesian HR Summit 2016 Narasumber Forum Tahunan Performance Manager | Source at Annual Forum Performance Manager Scandinavian Visit Mewakili Dirut Mendampingi Kunker Menko | Representing the President Director in Accompanying the Visit of Coordination Minister Project Pelican Roadshow Kunjungan Kerja Komisi VI | Official Visit of Commission VI Safari Ramadhan | Ramadhan Safari Corporate Governance Asia -6th Asian Excellence Award Kunjungan ke Lembaga Rating sebagai Komut TPI | Visit to Rating Agency as President Commissioner of TPI Kunjungan Kerja Komisi VI DPR RI | Official Visit of Commission VI Raker Deputi Bidang Usaha Energy, Logistik | Work Meeting of Deputy of the Energy and Logistic Department Meeting dengan Moody's dan S&P | Meeting with Moody's and S&P Kunjungan Kerja Menteri BUMN | Official Meeting of Minister of SOE Quality Management Forum Pra Perundingan PKB VI | Pre-Meeting PKB VI APQO Conference 2016 Kunjungan Kerja Komisi VII DPR | Official Visit of Commission VII HT Tech World Congress Roadshow Budaya RU VI Balongan | Roadshow of Culture at RU VI Balongan Sosialisasi Culture Pertamina 6 C | Socialization of Pertamina 6 C Culture Rapat Koordinasi dengan Bupati Tuban | Coordination Meeting with Regent of Tuban Bali Aceh Cikarang dan Bandung Bali Yogyakarta Semarang Bali Balikpapan Cilacap Vladivostock Jepang Tuban Medan Jerman dan Swiss Cilacap Cilacap - Yogyakarta Tuban Moscow dan Sochi Cepu Palembang Dumai Bontanga dan Balikpapan Seoul Saudi Arabia Balongan Balikpapan Semarang Yogyakarta Bojonegoro Bandar Lampung Bandung Bali Norwegia Malaysia Singapore & Taiwan Maluku Utara Sorong Hongkong Singapore Yogyakarta & Semarang Bali Singapore Saudi Arabia Semarang Bandung New Zealand Aceh Paris Balongan Palembang 6 September 2016 Tuban
Direktur | Director Tanggal | Date Kunjungan | Visit Lokasi | Location 3 Agustus 2016 1 Agustus 2016 28 Juli 2016 16 Juni 2016 9 Juni 2016 18 Mei 2016 8 Mei 2016 10 April 2016 7 April 2016 20 Maret 2016 8 Maret 2016 16 Februari 2016 2 Februari 2016 28 Januari 2016 Sharing Session HCM Model for BUMN Holding Kunjungan Kerja Komisi VI dan VII DPR RI | Official Visit of Commission VI and VII DPR RI Values Day 6 C Safari Ramadhan | Ramadhan Safari Kunjungan Kerja di TBBM Teluk Kabung | Official Visit at TBBM at Teluk Kabung Kunjungan MWT Asset & PT PAS | Visit of MWT Asset & PT PAS Kunjungan MWT & CCD Patra Jasa | Visit of MWT & CCD Patra Jasa Business Site Visit Acenture Counseling Career Day Peresmian Jargas | Inauguration of Jargas Kunjungan Kerja Aset Kenten | Official Visit of Aset Kenten PT KAM - Undangan Peserta Manajerial Forum of Corporate | PT KAM - Invitation to Managerial Forum of Corporate Kegiatan Likuidasi PES | Liquidation of PES Signing Transwer Apart PES dan Legal Counsel | Signing Transwer Apart PES and Legal Counsel Sharing Session Patra Niaga Subang Nusa Tenggara Timur Medan Sumbagut Teluk Kabung Padang Tanjung Warikan, Balikpapan Semarang India, Singapore Dumai Palembang Palembang Denpasar, Bali Singapore Singapore 22 Januari 2016 Yogyakarta Program Pelatihan Direksi Pada 2016, Direksi Pertamina mengikuti berbagai kegiatan di luar Perseroan, baik sebagai peserta ataupun narasumber. Hal ini merupakan bagian dari peningkatan kompetensi Direksi, sekaligus untuk membangun komunikasi dengan berbagai pemangku kepentingan. Sesuai dengan kompetensinya, pada 2016 Direksi Pertamina diundang untuk menghadiri berbagai kegiatan eksternal sebagai narasumber atau membawakan keynote speech oleh berbagai institusi dalam dan luar negeri. BOD Training Program In 2016, the Pertamina BOD participated in various activities outside the Company, either as participants or speakers. Such training programs serve as a part of BOD competence development program, while also building communication with various stakeholders. In line with its competence, in 2016 the Pertamina BOD was invited by various institutions, both domestic and foreign, to attend various external activities as speakers or to present keynote speech. Nama Name Jabatan Position Tanggal Mulai Star Lokasi Location Negara Country Kategori Category Nama Acara Events Name Dwi Soetjipto Direktur Utama & CEO President Director & CEO 29 Februari 2016 Jakarta Indonesia Peserta/Participant Workshop Peningkatan Produktivitas dan Efisiensi Bidang SDM/Workshop on Increasing Productivity and Efficiency in Human Resources 8 Maret 2016 Yogyakarta Indonesia Pembicara/Speaker Workshop Holding Kementerian BUMN/ Workshop on Ministry of SOEs Holding Ahmad Bambang Wakil Direktur Utama 7 Desember 2016 Jakarta Indonesia Pembicara/Speaker Keynote Speaker - Kellog Innovation Deputy President Director/Chief Operating Officer Downstream & NRE 13 Desember 2016 Jakarta Indonesia Network - Markplus Pembicara/Speaker Pertamina Energy Forum 19 Desember 2016 Jakarta Indonesia Pembicara/Speaker Media Gathering Kemen ESDM 28 Desember 2016 Jakarta Indonesia Pembicara/Speaker Keynote Speaker - Rakor Dit Pengolahan 5 Februari 2016 Denpasar Indonesia Pembicara/Speaker National Sales Meeting Retail Fuel Mkt 9 Mei 2016 Jakarta Indonesia Pembicara/Speaker Induction Program GM & FM PTM EP 15 September 2016 Jakarta Indonesia Pembicara/Speaker 2nd ASEAN Marketing Summit 2016 - Markplus 14 September 2016 Jakarta Indonesia Pembicara/Speaker QMA Event 9 November 2016 Jakarta Indonesia Pembicara/Speaker Inspiring Business Talk - Univ. Prasetya Mulya 14 November 2016 Jakarta Indonesia Pembicara/Speaker Forum Presentasi CIP - PEP/Presentation Forum CIP - PEP 27 Oktober 2016 Jakarta Indonesia Pembicara/Speaker FGD Policy Memo Penghapusan Kebijakan Subsidi - KEIN/ FGD on the Removal of Subsidy - KEIN 17 Mei 2016 Jakarta Indonesia Narasumber FGD Optimalisasi Mandatori Biodiesel 20%/ FGD on the Optimization of 20% Biodiesel Mandatory 26 September 2016 Jakarta Indonesia Narasumber Rakor Pertamedika/ Pertamedika Coordination Meeting 24 November 2016 Jakarta Indonesia Narasumber RAPIM Telkom Regional II th 2016 343
344 Nama Name Jabatan Position Tanggal Mulai Star Lokasi Location Negara Country Kategori Category Nama Acara Events Name Syamsu Alam Direktur Hulu Upstream Director 29 Februari 2016 Jakarta Indonesia Peserta/Participant Workshop Peningkatan Produktivitas dan Efisiensi Bidang SDM/ Workshop on Increasing Productivity and Efficiency in Human Resources Yenni Andayani Direktur Gas Gas Director 10 Februari 2016 29 Februari 2016 Bali Jakarta Indonesia Indonesia Peserta/Participant Bali Clean Energy Forum Peserta/Participant Workshop Peningkatan Produktivitas dan Efisiensi Bidang SDM/ Workshop on Increasing Productivity and Efficiency in Human Resources 15 Maret 2016 Singapura Singapura Pembicara/Speaker LNGA 2016 - LNG Supplies for Asian Markets 10 April 2016 Perth Australia Pembicara/Speaker LNG 18 Conference 30 Agustus 2016 Jakarta Indonesia Pembicara/Speaker IndoPipe 2016 7 September 2016 Jakarta Indonesia Pembicara/Speaker Canada - ASEAN Business Forum 15 September 2016 Jakarta Indonesia Peserta/Participant The 2nd ASEAN Marketing Summit 2016 8 November 2016 Abu Dhabi UAE Pembicara/Speaker ADIPEC 2016 11 November 2016 Perth Australia Peserta/Participant Indonesia Fair 2016 23 November 2017 Tokyo Jepang Pembicara/Speaker LNG Producer - Consumer 2016 13 Desember 2016 Jakarta Indonesia Pembicara/Speaker Pertamina Energy Forum 2016 21 Desember 2016 Jakarta Indonesia Narasumber Workshop Akhir Tahun Tempo Media Grup/ Tempo Media Grup End Year Workshop Muchamad Iskandar Direktur Pemasaran Marketing Director 14 Desember 2016 Jakarta Indonesia Pembicara/Speaker Speaker - Pertamina Energy Forum Rachmad Hardadi Direktur Megaproyek 29 Februari 2016 Jakarta Indonesia Peserta/Participant Workshop Peningkatan Produktivitas dan Pengolahan dan Petrokimia Mega Project Refinery & Petrochemical Director Efisiensi Bidang SDM/ Workshop on Increasing Productivity and Efficiency in Human Resources Arief Budiman Direktur Keuangan dan Strategi Perusahaan Finance & Corporate Strategy Director 29 Februari 2016 5 Maret 2016 Jakarta Jakarta Indonesia Indonesia Peserta/Participant Workshop Peningkatan Produktivitas dan Efisiensi Bidang SDM/Workshop Workshop on Increasing Productivity and Efficiency in Human Resources Pembicara/Speaker Petrogas Days Dwi Wahyu Daryoto Direktur Sumber Daya Manusia & Umum HR, Information Technology & General Affairs Director 29 Februari 2016 Jakarta Indonesia Peserta/Participant Workshop Peningkatan Produktivitas dan Efisiensi Bidang SDM/ Workshop on Increasing Productivity and Efficiency in Human Resources Board Manual Pertamina harus menjalankan aktivitas bisnisnya dengan memperhatikan prinsip-prinsip tata kelola perusahaan yang baik dan benar, agar selaras dengan maksud dan tujuan Perseroan. Terkait dengan pencapaian kinerja yang ekselen dan dalam upaya meningkatkan kualitas dan efektivitas hubungan kerja antara Direksi dan Dewan Komisaris sebagai organ Perseroan, dengan menerapkan asas-asas GCG, maka hubungan kerja antara Direksi dengan Dewan Komisaris tersebut harus diciptakan sedemikian rupa agar selalu check and balance, yaitu seimbang, saling mendukung dan saling mengingatkan agar tekad dan komitmen yang kuat menuju satu arah tujuan Perseroan tetap terus tumbuh dan berkembang. Board Manual Pertamina should perform its business activities by considering good corporate governance principles so as to align those with the Company purpose and goals. For the purpose of achieving excellent performance and in the efforts of improving the quality and effectiveness of working relations between the BOD and BOC as the Company organs. By implementing GCG principles, the Company should establish a check and balance relationship between the BOD and BOC, which represents a good balance, mutual support and mutual reminder so that the strong determination and commitment towards one common goal continues to grow and develop.
Oleh sebab itu, Direksi dan Dewan Komisaris memandang sangat membutuhkan panduan mekanisme hubungan kerja yang jelas antar organ Direksi dengan Dewan Komisaris, sehingga setiap gerak langkah yang dilakukan oleh Direksi bisa selaras dengan yang diinginkan oleh Dewan Komisaris dan Pemegang Saham. Accordingly, the BOD and BOC consider the urgent necessity of having guidelines to establish clear work mechanisms between the BOD and BOC, so that each action taken by the BOD would align with the expectations of the BOC and Shareholder. Seiring dengan implementasi GCG di Perseroan yang merujuk kepada Peraturan Menteri Negara BUMN No. Per-01/MBU/2011 tanggal 1 Agustus 2011 Jo. Peraturan Menteri Negara BUMN No. Per-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara (BUMN), mempersyaratkan adanya suatu ketentuan yang mengatur hubungan kerja yang efektif antara Direksi dan Dewan Komisaris, maka Perseroan membuat pola hubungan kerja antar Direksi dengan Dewan Komisaris, yang disebut dengan Board Manual. Dengan adanya Board Manual ini, maka Direksi dan Dewan Komisaris berkomitmen untuk menjalankan amanat tugas Perseroan dengan sungguh- sungguh, berdedikasi tinggi dan penuh tanggung jawab berlandaskan prinsip-prinsip tata kelola Perseroan yang baik dan benar. In line with the implementation of GCG in the Company which refers to SOE Ministry Regulation No. Per-01/MBU/2011 dated 1 August 2011 Jo. SOE Ministry Regulation No. Per- 09/MBU/2012 dated 6 July 2012 of the Implementation of Good Corporate Governance in State-Owned Enterprises (SOE) which requires a guideline governing the effective relationship between the BOD and BOC, the Company established the work relation scheme between the BOD and BOC referred to as Board Manual. Under such Board Manual, the BOD and BOC are committed to performing the mandated tasks in a serious, highly committed, and responsible manner based on the good corporate governance principles. Board Manual Direksi mengatur beberapa hal sebagai berikut: a. Kebijakan Umum b. Persyaratan dan Komposisi, Keanggotaan dan Masa Jabatan Direksi c. Program pengenalan dan Peningkatan Kapabilitas d. Independensi (Kemandirian) Direksi e. Etika Jabatan Direksi f. Susunan, Tugas dan Wewenang Direksi g. Rapat Direksi h. Evaluasi Kinerja Direksi i. Fungsi Pendukung j. Hubungan Perseroan dengan Anak Perusahaan The BOD Board Manual governs the following matters: a. General policies b. Criteria and composition, membership and term of office c. Induction program and competence development d. Independence e. Code of Ethics f. Composition, roles and authorities of the BOD g. Meeting h. Performance Evaluation i. Supporting Function j. Relationship between the Company and subsidiaries. Program Pengenalan Direktur Baru rangka mengakrabkan Direktur baru dengan Dalam Pertamina dan lingkungan kerja, Pertamina memberikan program orientasi berupa pelaksanaan Town Hall Meeting, Management Walk Through (MWT) dan Site Visit, Rapat Direksi, Rapat Direksi dengan Komisaris, penyerahan Company Profile, penyerahan Perjanjian Kerja Bersama (PKB) dan kegiatan-kegiatan perusahaan lain yang melibatkan pekerja di Pertamina Group. Induction Program for New BOD For the purpose of familiarizing new Directors with Pertamina and its work environment, Pertamina provides an orientation program including Town Hall Meeting, Management Walk Through (MWT) and Site Visit, BOD Meetings, BOD-BOC meetings, submission of Company Profile, submission of Collective Work Agreement (PKB) and other corporate activities which involve employees in Pertamina Group. Pelaksanaan Rekomendasi dari Dewan Komisaris kepada Direksi Pelaksanaan Rekomendasi dari Dewan Komisaris kepada Direksi dilaksanakan dengan baik dan sesuai dengan tata kelola Perusahaan. Implementation of Recommendation from BOC to BOD The implementation of recommendation made by the BOC for the BOD is well conducted and is in accordance with the Company's corporate governance. 345
346 Asesmen terhadap Dewan Komisaris dan Direksi Assessment towards Board of Commissioners and Board of Directors Prosedur Asesmen Prosedur assessment GCG Pertamina dilakukan berdasarkan ketentuan Pasal 44 Ayat 1 Huruf A Peraturan Menteri tanggal 1 Agustus BUMN No. PER-01/MBU/2011 2011 yang mengatur bahwa BUMN wajib melakukan pengukuran terhadap penerapan GCG melalui program untuk mengidentifikasi pelaksanaan GCG di BUMN melalui pengukuran pelaksanaan dan penerapan GCG di BUMN. Dalam pelaksanaannya, asesmen GCG mengacu pada parameter yang diatur dalam Surat Keputusan Sekretaris Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN. Assessment Procedures Pertamina GCG assessment procedures are conducted based on Article 44 point 1A of SOE Ministry Regulation No. PER- 01/MBU/2011 dated 1 August 2011 which governs that SOEs are required to assess their GCG implementation by assessing the conduct and implementation of GCG in SOEs. The assessment refers to the criteria as set forth in Decision Letter of SOE Ministry Secretary No. SK-16/S.MBU/2012 dated 6 June 2012 of Indicators/Parameters of Assessment and Evaluation of Implementation of Good Corporate Governance in SOE. Kriteria yang digunakan Penilaian kinerja Dewan Komisaris dan Direksi berdasarkan asesmen GCG dilakukan dengan menggunakan kriteria dan metodologi berdasarkan Keputusan Sekretaris Kementerian BUMN No.SK-16/S.MBU/2012 indikator/ parameter penilaian dan evaluasi atas penerapan GCG pada BUMN tersebut di atas. tentang Adopted Criteria The performance evaluation of the BOC and BOD based on GCG assessment is conducted by adopting the criteria and methodology based on Decision of Secretary of SOE Ministry No.SK-16/S.MBU/2012 of indicators/parameters of assessment and evaluation of GCG implementation in SOE mentioned above. Hasil asesmen Pada 2016, hasil asesmen Dewan Komisaris Pertamina mencapai nilai 94,83%. Hasil asesmen GCG untuk kriteria terkait Dewan Komisaris yang mendapat nilai 100% adalah: a) Melaksanakan program pelatihan/pembelajaran secara berkelanjutan; b) Berperan dalam pencalonan anggota Direksi, menilai kinerja Direksi (individu dan kolegial), dan mengusulkan tantiem/insentif kinerja sesuai ketentuan yang berlaku dan mempertimbangkan kinerja Direksi; Assessment Results In 2016, the assessment results of Pertamina BOC reached the level of 94.83% with perfect scores in several criteria as follows: a) Performing continuous training/learning programs; b) Playing a role in nominating the candidates of BOD members, evaluating the performance of BOD (individual and collegial), and proposing bonus/incentives for rules and with performance based on prevailing observance on BOD performance; c) Melakukan tindakan kepentingan yang menyangkut dirinya; terhadap potensi benturan c) Taking actions against potential conflict of interest pertaining to one self; d) Memiliki Sekretaris Dewan Komisaris untuk mendukung d) Maintaining BOC secretary to support the secretarial tugas kesekretariatan Dewan Komisaris. duties of BOC. Secara umum, hasil asesmen GCG untuk kriteria yang terkait dengan Dewan Komisaris pada setiap kriteria memiliki nilai yang tinggi dengan pemenuhan lebih dari 80%. Meski demikian beberapa aspek yang perlu ditingkatkan agar lebih sempurna lagi antara lain dalam hal pemberian arahan terhadap Direksi atas implementasi rencana dan kebijakan perusahaan. In general, the assessment results of the BOC in each criteria display high scores with more than 80% meeting expectations. However, a number of aspects still provide room for improvements such as among others the guidance for the BOD concerning the implementation of the Company's plan and policies. Selanjutnya, hasil asesmen GCG untuk kriteria terkait dengan Direksi pada tahun 2016 mencapai nilai 93,98%. Hasil asesmen GCG untuk kriteria terkait Direksi yang mendapat nilai 100% adalah: a) Melaksanakan pengurusan Perusahaan sesuai dengan peraturan perundang-undangan yang berlaku dan Anggaran Dasar; Further, GCG assessment results of BOD in 2016 reached the level of 93.98% with perfect scores in a number of criteria such as: a) Managing the Company based on the prevailing regulations and articles of association;
347 b) Menyelenggarakan pengawasan intern yang berkualitas dan efektif; b) Performing quality and effective internal control; c) Conducting annual GMS and other GMS based on the c) Menyelenggarakan RUPS tahunan dan RUPS lainnya rules and regulations. sesuai Peraturan perundang-undangan. Seperti halnya hasil asesmen Dewan Komisaris, Direksi memiliki pencapaian hasil asesmen yang memuaskan dengan pencapaian di atas 80% pada hampir semua kriteria. Catatan penting bagi Direksi adalah perbaikan dalam kegiatan pengenalan dan pelatihan/pembelajaran serta melaksanakan program tersebut secara berkelanjutan. Berikut adalah tabel yang menampilkan kriteria penilaian asesmen GCG atas kinerja Dewan Komisaris dan Direksi serta pencapaiannya pada tahun 2016. Similar to BOC assessment results, the BOD reached satisfactory assessment results with scores above 80% in most of the criteria. Important notes for the BOD pertain to improvements in induction program and training/learning program and sustainability of such programs. The following is the table which depicts the GCG assessment criteria of BOC and BOD performance and their compliance levels in 2016. Tabel Kriteria Asesmen GCG Table of GCG Assessment Criteria No Kriteria Asesmen Skor Score Tingkat Pemenuhan Compliance Assessment Criteria 1 Komitmen terhadap Penerapan Tata Kelola Secara Berkelanjutan 6.51 92.94% Commitment in Sustainable Implementation of Corporate Governance 2 Pemegang Saham dan RUPS 8.59 95.48% Shareholders and GMS 3 Dewan Komisaris 33.19 94.83% BOC 4 Direksi 32.89 93.98% BOD 5 Pengungkapan Informasi dan Transparansi 8.44 93.73% Disclosure of Information and Transparency 6 Aspek Lainnya 5.00 100.00% Other Aspects Jumlah 94.619 94.62% Total Pihak Asesor Pelaksana asesmen adalah konsultan yang terpilih melalui proses pengadaan dan ditetapkan sebagai pelaksana asesmen oleh Dewan Komisaris. Pada tahun 2016, pelaksana asesmen GCG di Perseroan adalah PT RSM Indonesia Konsultan, konsultan yang memiliki keahlian dan pengalaman dalam melaksanakan asesmen GCG. Secara umum, hasil asesmen GCG menunjukkan bahwa kinerja Dewan Komisaris dan Direksi sudah cukup baik. Assessor The assessor is a consultant selected through the procurement process and is appointed as assessor by the BOC. In 2016, the GCG assessor was PT RSM Indonesia Konsultan, a consultant having the expertise and experience in conducting GCG assessments. In general, GCG assessment results show good performance of the BOC and BOD.
348 Remunerasi Dewan Komisaris dan Direksi Remuneration of BOC and BOD Dasar Penetapan Remunerasi Dewan Komisaris dan Direksi Penetapan remunerasi Dewan Komisaris dan Direksi merujuk pada Peraturan Menteri Badan Usaha Milik Negara No. PER-02/MBU/06/2016 tanggal 20 Juni 2016 tentang Perubahan atas Peraturan Menteri Badan Usaha Milik Negara dan No. PER-04/MBU/2014 tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara. Secara khusus, besaran remunerasi ditetapkan dalam Surat Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata Kementerian BUMN sebagai Pemegang Kuasa Menteri BUMN selaku RUPS PT Pertamina (Persero) No. S-82/D2.MBU/06/2016 anggal 28 Juni 2016 perihal Penetapan Gaji/Honorarium, Tunjangan, dan Fasilitas untuk Tahun 2016 serta Tantiem atas kinerja Tahun Buku 2015. Khusus mengenai remunerasi Wakil Komisaris Utama mengacu pada Surat Menteri BUMN selaku RUPS PT Pertamina (Persero) No.S-330/MBU/05/2016 tanggal 31 Mei 2016 perihal Ketentuan Terkait Jabatan Wakil Komisaris Utama. Basis for Establishment of Remuneration of BOC and BOD The establishment of remuneration for BOC and BOD refers to SOE Ministry Regulation No. PER-02/MBU/06/2016 dated 20 June 2016 of Amendment to SOE Ministry Regulation and No. PER-04/MBU/2014 of Guidelines for Remuneration of BOD, BOC and Oversight Committee of SOE. Specifically, the amount of remuneration package is set forth in the Letter of Deputy of Energy, Logistics, and Tourism of SOE Ministry as the authorized party of SOE Ministry as the GMS of PT Pertamina (Persero) No. S-82/D2.MBU/06/2016 dated 28 June 2016 concerning the Decision of Salary/Fees, Allowances, and Facilities for 2016 and Bonus for the performance in 2015. As for particular remuneration for Vice President Commissioner, the amount refers to SOE Ministry Letter as GMS of PT Pertamina (Persero) No.S-330/MBU/05/2016 dated 31 May 2016 concerning the Related Requirements for Vice President Commissioner. Prosedur Penetapan Remunerasi Dewan Komisaris dan Direksi Mengacu pada peraturan yang telah disebutkan di atas, maka prosedur penetapan remunerasi sepenuhnya dilakukan oleh Kementerian BUMN dan bukan berada pada wewenang Perseroan. Procedures of Remuneration Decision for BOC and BOD With reference to the regulations mentioned above, the procedures to determine the remuneration package are made completely by SOE Ministry and are not under the authorities of the Company. Struktur Remunerasi Berdasarkan peraturan yang telah disebutkan di atas, terdapat 4 (empat) jenis penghasilan yang diterima oleh Direksi dan Dewan Komisaris, yaitu: 1. Gaji/Honorarium 2. Tunjangan 3. Fasilitas 4. Tantiem/Insentif Kinerja Remuneration Structure Based on the regulations mentioned above, there are 4 (four) types of remuneration received by BOD and BOC, as follows: 1. Salary/fees 2. Allowance 3. Facility 4. Bonus/Performance Incentive 1. Gaji 1. Salary a. Gaji Direktur Utama ditetapkan dengan menggunakan pedoman internal yang ditetapkan oleh Menteri BUMN selaku RUPS PT Pertamina (Persero). a. The salary of President Director is determined by using the internal guidelines issued by SOE Ministry as the GMS of PT Pertamina (Persero). b. Gaji anggota Direksi lainnya ditetapkan dengan komposisi Faktor Jabatan, yaitu sebesar 90% dari gaji Direktur Utama. b. The salary of other BOD members is determined based on position, which represents 90% of the salary of President Director. c. Honorarium Komisaris Utama adalah sebesar 45% c. Salary of President Commissioner represents 45% of dari gaji Direktur Utama. the salary of President Director. d. Honorarium Wakil Komisaris Utama adalah sebesar d. Salary of Vice President Commissioner represents 95% honorarium Komisaris Utama. 95% of the salary of President Commissioner. e. Honorarium Anggota Dewan Komisaris adalah 90% e. Salary of BOC member represents 90% of the salary dari honorarium Komisaris Utama. of President Commissioner.
2. Tunjangan 2. Allowance Untuk Direksi, tunjangan yang diterima, yaitu: a. Tunjangan hari raya b. Tunjangan perumahan c. Asuransi purna jabatan Untuk Dewan Komisaris, tunjangan yang diterima, yaitu: a. Tunjangan hari raya b. Tunjangan transportasi c. Asuransi purna jabatan For BOD, the allowances received include: a. Religious holiday allowance b. Housing allowance c. Post retirement insurance For BOC, the allowances received include: a. Religious holiday allowance b. Transportation allowance c. Post retirement insurance 3. Fasilitas 3. Facilities Fasilitas yang diterima oleh Direksi adalah: a. Fasilitas Kendaraan b. Fasilitas Kesehatan c. Fasilitas Bantuan Hukum; dan d. Fasilitas Perumahan Sedangkan yang diterima oleh Dewan Komisaris adalah: a. Fasilitas Kesehatan b. Fasilitas Bantuan Hukum Facilities received by BOD include: a. Vehicle b. Health benefits c. Legal assistance; and d. Housing Facilities received by BOC include: a. Health benefits b. Legal assistance 4. Tantiem/Insentif Kinerja 4. Bonus/performance incentives Ketentuan dalam pemberian tantiem ini, sebagaimana mengacu pada Peraturan Menteri dimaksud adalah: a. Realisasi tingkat kesehatan paling rendah dengan nilai 70 atau target tingkat kesehatan dalam RKAP tercapai meskipun nilainya di bawah 70. The requirements under Government Regulation for the bonus are as follows: a. Realization of the lowest corporate health level reaches the value of 70 or the health level meets the established target in RKAP though the value is below 70. b. Anggaran tantiem dikaitkan dengan KPI sesuai b. The budget for bonus corresponds to KPI based on dengan RKAP RKAP Hubungan antara Remunerasi dan Kinerja Perusahaan Sistem remunerasi yang diterapkan dalam pengelolaan SDM Pertamina bertujuan untuk menciptakan high performance organization melalui pembayaran kompensasi dan benefit sesuai dengan beban jabatan dan pencapaian kinerja. Dalam mendesain kompensasi yang bersifat tetap (fixed pay) mempertimbangkan internal equity yaitu kesimbangan antar beban jabatan, jenjang jabatan dan direktorat; external competitiveness yaitu besaran upah di perusahaan-perusahaan kompetitor/setara; company affordable yaitu kemampuan finansial Perseroan. Sedangkan desain kompensasi yang bersifat tidak tetap (variable pay) khususnya insentif dan bonus mempertimbangkan pencapaian kinerja (performance based) yang terepresentasikan dalam pencapaian Kontrak Manajemen, Laba, KPI, dan Nilai Kinerja individu. jabatan/jenjang Relationship between Remuneration and Performance of the Company The remuneration system established in HR management is designed to create a high performance organization through the compensation and benefits provided, based on the rank/ position and performance achievements. In designing the fixed pay compensation, the Company considers internal equity which is the balance between workload, rank and directorate; external competitiveness which is the amount of compensation offered in the competitors/equivalent; company affordable factor which is the Company's financial capacity. Variable pay in designing the compensation, particularly for incentives and bonus, would consider performance-based factors as stated in Management Contracts, Net Income, KPI, Individual Performance Score. 349
350 Rapat Dewan Komisaris, Rapat Direksi dan Rapat Dewan Komisaris mengundang Direksi BOC Meetings, BOD Meetings, and BOC Meetings with Invitation to BOD Tabel Kehadiran Komisaris pada Rapat Dewan Komisaris per 31 Desember 2016 Attendance Table of Commissioners at BOC Meetings per 31 December 2016 Tidak Hadir/Not Attended Nama Komisaris Commissioner's Name Jumlah Rapat Number of Meetings Hadir Attended Persentase(%) Percentage (%) Dengan Surat Kuasa With Letter of Authority Tanpa Surat Kuasa Without Letter of Authority Tanri Abeng 7 7 100 0 0 Arcandra Tahar *) 2 2 100 0 0 Sahala Lumban Gaol 7 5 71 2 0 Suahasil Nazara 7 6 67 1 0 Edwin Hidayat Abdullah **) 5 5 100 0 0 Widhyawan Prawiraatmadja ***) 5 3 60 2 0 ) **) Edwin Hidayat Abdullah diangkat sebagai Wakil Komisaris Utama t.m.t 29 Maret 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 Maret 2016) dan sebagai Komisaris t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) Arcandra Tahar diangkat t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) **) Edwin Hidayat Abdullah diangkat sebagai Wakil Komisaris Utama t.m.t 29 Maret 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 Maret 2016) dan sebagai Komisaris t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) ***) Widhayawan Prawiraatmadja berhenti t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) ) **) Edwin Hidayat Abdullah appointed as Vice President Commissioner effective 29 March 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-68/MBU/03/2016 dated 29 March 2016) and as Commissioner effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) Arcandra Tahar appointed effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) **) Edwin Hidayat Abdullah appointed as Vice President Commissioner effective 29 March 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 March 2016) and as Commissioner effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) ***) Widhayawan Prawiraatmadja resigned effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) Agenda Rapat Dewan Komisaris Board of Commissioner Meeting Agenda No Tanggal | Date Topik Pembahasan Topic of Reviewing 1 6 Januari 2016 Rapat Internal Dekom : Persiapan Retreat Direksi dan Dewan Komisaris Tanggal 8-9 Januari 2016 • Rapat Direksi - Dekom - Persiapan Retreat Direksi - Dekom Tanggal 8-9 Januari 2016 • Rapat Direksi - Dekom : Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2015 s.d. November 2 6 January 2016 Internal Meeting Dekom: Preparation for BOD and BOC Retreat on 8-9 January 2016 • BOD and BOC Meeting - Preparation for BOD and BOC Retreat on 8-9 January 2016 • BOD and BOC Meeting: Monitoring and Evaluation of 2015 RKAP Goals up to November Pembahasan Tindak Lanjut Hasil Retreat Dekom - Direksi Tgl 8 Januari 2016 Internal Meeting Dekom: Preparation for BOD and BOC Retreat on 8-9 January 2016 • BOD and BOC Meeting - Preparation for BOD and BOC Retreat on 8-9 January 2016 • BOD and BOC Meeting: Monitoring and Evaluation of 2015 RKAP Goals up to November Pembahasan Tindak Lanjut Hasil Retreat Dekom - Direksi Tgl 8 Januari 2016 27 January 2016 Discussion on Follow Up of Results from BOD and BOC Retreat on January 8, 2016 3 3 Februari 2016 Paparan Direksi Mengenai Kinerja Pengelolaan HSSE Pertamina 5 (Lima) Tahun Terakhir s.d. Jan 2016, Kendala, Permasalahan dan Upaya Pencegahan yang telah Dilakukan • Lain-Lain: Rencana Tindak Lanjut Retreat Dewan Komisaris - Direksi 3 February 2016 BOD Exposure on Pertamina's HSSE Management Performance in the last 5 (Five) Years until Jan 2016, obstacles, Issues and Preventive Actions conducted. BOD Exposure on Pertamina's HSSE Management Performance in the last 5 (Five) Years until Jan 2016, obstacles, Issues and Preventive Actions conducted. Miscellaneous: Follow-up Retreat BOC - BOD 4 Laporan Keuangan Tahun 2015 Audited • Laporan Manajemen Tahun 2015 • Laporan Hasil Evaluasi Kinerja (LHEK) 2015 12 February 2016 The 2015 Audited Financial Statements • The 2015 Management Report • The 2015 Performance Evaluation Report (LHEK) 5 17 Februari 2016 Laporan Hasil Evaluasi Kinerja Tahun 2015 • Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 s.d. Januari 17 February 2016 The 2015 Performance Evaluation Report • Monitoring and Evaluation of 2016 RKAP Goals up to January 6 22 Februari 2016 Usulan Remunerasi Tahun 2016 & Tantiem Tahun 2015 Bagi Direksi dan Dewan Komisaris 22 February 2016 Proposed the 2016 Remuneration & the 2015 Bonus For the Board of Directors and Board of Commissioners
No Tanggal | Date Topik Pembahasan Topic of Reviewing 7 10 Maret 2016 Penolakan SP atas Pembentukan AP Bidang Shipping • Efisiensi dan Strategi Direktorat Hulu 8 10 March 2016 Refusal from SP regarding the Establishment of AP of Shipping Sector • Efficiency and Strategy of the Directorate of Upstream Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 s.d. Februari Refusal from SP regarding the Establishment of AP of Shipping Sector • Efficiency and Strategy of the Directorate of Upstream Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 s.d. Februari 6 April 2016 Monitoring and Evaluation of 2016 RKAP Goals up to February 9 20 April 2016 Persiapan RUPS Pengesahan Laporan Tahunan Tahun Buku 2015 20 April 2016 Preparation for GMS on the Approval of Annual Report 2015 10 16 Mei 2016 Evaluasi Struktur Organisasi Direksi • Pembentukan Anak Perush. (Pertamina International Downstream Services/PIDS) (Ref. Surat Direktur Utama No.228/ C00000/2016-S0) Wacana Pembentukan Anak Perusahaan (PT Pertamina Power) • Laporan Tugas Pengawasan Dewan Komisaris Tahun 2015 Kepada RUPS • Penetapan Sekretaris Dewan Komisaris 16 May 2016 Evaluation of the Board of Directors Organizational Structure • Establishment of Subsidiary (Pertamina International Downstream Services/PIDS) (Ref. Letter from President Director No. 228/ C00000/2016-S0) Evaluation of the Board of Directors Organizational Structure • Establishment of Subsidiary (Pertamina International Downstream Services/PIDS) (Ref. Letter from President Director No. 228/ C00000/2016-S0) Discourse on the Establishment of Subsidiary (PT Pertamina Power) • The 2015 Supervisory Report of the Board of Commissioners to GMS • Appointing the Secretary of the Board of Commissioners 11 1 Juni 2016 Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 S.d. April • Lain-Lain : Permasalahan Aset Jalan Peternakan II, Kapuk, Jakarta Barat • Lain-Lain : Proyek-2 M&A 1 June 2016 Monitoring and Evaluation of 2016 RKAP Goals up to April • Miscellaneous: Issues on Assets at Jalan Peternakan II, Kapuk, West Jakarta • Miscellaneous: M & A Projects Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 S.d. Mei • Lain-Lain : Proyek Agathis • Lain-Lain : Proyek Orca-2 & Pendirian PT Pertamina Power 29 June 2016 Monitoring and Evaluation of 2016 RKAP Goals up to May • Miscellaneous: Project Agathis • Miscellaneous: Orca Project-2 & Establishment of PT Pertamina Power 13 12 Juli 2016 12 July 2016 Paparan Direktur dan Tim Terkait Mengenai Pendirian Anak Perusahaan (AP) PT Pertamina Power • Paparan Direktur dan Tim Terkait Mengenai Proyek ORCA-2 • Rapat Internal Dewan Komisaris : Struktur Organisasi & Evaluasi Kinerja Direksi Exposure of the Director and Team Regarding the Establishment of Subsidiary (AP) PT Pertamina Power • Exposure of the Director and Team Regarding Orca-2 Project • Internal Meeting of the Board of Commissioners: Organizational Structure and BOD Performance Evaluation 14 20 Juli 2016 Review Realisasi Pencapaian RKAP 2016 s.d. Mei dan Perkiraan Pencapaian Tahun 2016 • Pembahasan Lanjutan Mengenai Proyek Orca-2 20 July 2016 Review Regarding Actual Achievement of RKAP 2016 until May and Projection of Achievement in 2016 • Further Discussion Regarding Orca-2 Project 15 20 Juli 2016 Pedoman Remunerasi Dewan Komisaris dan Sekretaris Dewan Komisaris • Perubahan Susunan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris • Penyesuaian Honorarium Anggota Komite yang Bukan berasal dari Komisaris 20 July 2016 Guidelines for Remuneration of the Board of Commissioners and the Secretary of the Board of Commissioners • Change of composition of Committees' Chairman and Vice-Chairman from the Board of Commissioners • Honorarium Adjustment for committee members who are Commissioner 16 27 Juli 2016 Laporan Internal Audit • Lain-Lain : Evaluasi Struktur Organisasi Direksi 27 July 2016 Internal Audit Reports • Miscellaneous: Evaluation of Organizational Structure of the Board of Directors 17 31 Agustus 2016 Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 s.d. Juli • Usulan Organisasi Research and Technology Center Pertamina 31 August 2016 Monitoring and Evaluation of 2016 RKAP Goals up to July • Proposal on the Research and Technology Center of Pertamina 351
352 No Tanggal | Date Topik Pembahasan Topic of Reviewing 18 28 September 2016 Monitoring dan Evaluasi Pencapaian Sasaran RKAP 2016 s.d. Agustus • Lain-Lain 28 September 2016 Monitoring and Evaluation of 2016 RKAP Goals up to August • Others 19 20 Oktober 2016 Usulan RKAP 2017 • Lain-Lain 20 Oktober 2016 Proposal for RKAP 2017 • Others 20 24 Oktober 2016 Usulan RKAP 2017 (Pembahasan Lanjutan) • Lain-Lain 24 October 2016 Proposal for RKAP 2017 (Further Discussion) • Others 21 10 November 2016 MSRKAP 2016 s.d. September • Persiapan Restrukturisasi Direksi 10 November 2016 MSRKAP 2016 until September • Preparation of Restructuring Board of Directors 22 18 November 2016 Program Pengenalan Perusahaan Bagi Komisaris Baru • Penetapan Ketua dan Wakil Ketua Komite • Pembagian Tugas Di Antara Komite-Komite • Lain-Lain : Perpanjangan Masa Penunjukan Plt. Direktur Pemasaran dan Plt. Direktur Pengolahan 18 November 2016 Corporate Introduction Program For New Commissioner • Determination of Chairman and Vice-Chairman of the Committee • Distribution of Tasks Between Committees • Miscellaneous: Extension of Tenure for the Appointed Acting Marketing Director and Acting Refinery Director Pembahasan Usulan Calon-Calon Direktur Pemasaran dan Direktur Pengolahan Corporate Introduction Program For New Commissioner • Determination of Chairman and Vice-Chairman of the Committee • Distribution of Tasks Between Committees • Miscellaneous: Extension of Tenure for the Appointed Acting Marketing Director and Acting Refinery Director Pembahasan Usulan Calon-Calon Direktur Pemasaran dan Direktur Pengolahan 22 November 2016 Discussion of Proposed Candidates for Marketing Director and Refinery Director 24 30 November 2016 MSRKAP 2016 S.d. September • Lain-Lain 30 November 2016 MSRKAP 2016 until September • Others 25 11 Desember 2016 Penjabaran Struktur Organisasi Pertamina • Isu-Isu Strategis 11 December 2016 Translation of Pertamina's Organizational Structure • Strategic Issues 26 21 Desember 2016 Persiapan RUPS Pengesahan RKAP 2017 • Lain-Lain 21 December 2016 Preparation of GMS of Approval of RKAP 2017 • Others Tabel Kehadiran Direksi 1 Januari - 19 Oktober 2016 Table Attendance of Directors January 1 to October 19, 2016 Nama Direksi Director's Name Jumlah Rapat Number of Meetings Hadir Attended Persentase(%) Percentage (%) Dwi Soetjipto 39 39 100.00 Syamsu Alam 39 33 84.62 Yenni Andayani 39 26 66.66 Rachmad Hardadi 39 32 82.05 Ahmad Bambang 39 26 66.66 Arief Budiman 39 35 89.74 Dwi Wahyu Daryoto 39 30 76.92
353 Tabel Kehadiran Direksi 20 Oktober - 31 Desember 2016 Table Attendance of Directors October 20 to December 31, 2016 Nama Direksi Director's Name Jumlah Rapat Number of Meetings Hadir Attended Persentase(%) Percentage (%) Dwi Soetjipto 9 9 100.00 Ahmad Bambang 9 8 88.88 Syamsu Alam 9 8 88.88 Yenni Andayani 9 6 66.66 Toharso 9 7 77.77 Muchamad Iskandar 9 7 77.77 Rachmad Hardadi 9 8 88.88 Arief Budiman 9 9 100.00 Dwi Wahyu Daryoto 9 9 100.00 Agenda Rapat Direksi Board of Directors Meeting Agenda Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 5 Januari 2016 1. Isu-isu Media 2. Optimalisasi Aset SPBG di Jl. Pemuda 3. Perjanjian Interim antara PLN dan PGE 4. Project Mini LPG Banyuasin 5. Project Mini LNG 6. Update Materi BOC-BOD Retreat 1. Media Issues 2. Optimization of SPBG Asset at Jl. Pemuda 3. The Interim Agreement between PLN and PGE 4. Mini LPG Project Banyuasin 5. Mini LNG Project 6. Update of Material for BOC-BOD Retreat 12 Januari 2016 1. Isu-isu Media 2. Perpanjangan Kontrak Basrah Light Crude (BLC) & Pelaksanaan 1. Media Issues 2. Extension of Contract on Basrah Light Crude (BLC) & Crude Processing Deal (CPD) 3. Pendayagunaan Asset di Tanjung Batu Balikpapan 4. Assurance atas Kerja sama Jasa Penerimaan Penyimpanan dan Penyerahan BBM dengan PT Oil Tangking Merak Implementation of Crude Processing Deal (CPD) 3. Utilization of assets in Tanjung Batu Balikpapan 4. Assurance of the Collaboration on Oil Fuel Receiving and Delivery Services with PT Oil Tangking Merak 5. Shortlist Usulan BTP 2016 6. Update Status Nassiriyah Integrated Project (NIP) 5. Shortlist of BTP proposal in 2016 6. Update Status Nassiriyah Integrated Project (NIP) 13 Januari 2016 1. GRR Tuban Partner Selection 2. Succession Planning 3. Proyek Geothermal Garuda 4. Pelepasan Saham PT Pertamina Bina Medika di PT Pertamedika Sentul 5. Shortlist Usulan BTP 2016 1. GRR Tuban Partner Selection 2. Succession Planning 3. Geothermal Garuda Project 4. Divestment of PT Pertamina Bina Medika shares in PT Pertamedika Sentul 5. Shortlist of BTP proposal in 2016 19 Januari 2016 1. Update Isu-Isu Media 2. Penandatanganan KPI DIreksi dan SVP Leher 3. Keikutsertaan Pertamina dalam Tender Pasokan Gas PLN di 1. Media Issues 2. Signing of KPI for BOD and SVP Neck 3. Pertamina Participate in Bidding for PLN Gas Supply in Central Indonesia 1. Media Issues 2. Signing of KPI for BOD and SVP Neck 3. Pertamina Participate in Bidding for PLN Gas Supply in Central Indonesia 4. Alihkelola Kapal-Kapal Ringan Marine ke PT PTK 5. Penyesuaian Dasar Iuran Kepesertaan Program Jaminan Sosial Ketenagakerjaan dan Keikutsertaan dalam Jaminan Pensiun 6. Perubahan Benefit Kendaraan "In kind" Menjadi "Cash Allowance" bagi Direksi, SVP dan VP 7. Visi 2030 Pertamina 4. Transfer of the management of Light Marine Vessels to PT PTK 5. Adjustment of Basic Contribution for Participation in Social Security Program for Employment and Participation in Pension Program 6. Change of Vehicle Benefit "In kind" to "Cash Allowance" for Directors, SVP and VP 7. Pertamina's Vision 2030 29 Januari 2016 1. Formal Likuidasi Petral dan PES 2. Breakthrough Project (BTP) dan Pembahasan Efisiensi tahun 1. The Formal Liquidation of Petral and PES 2. Breakthrough Project (BTP) and Discussion on Efficiency in 2016 1. The Formal Liquidation of Petral and PES 2. Breakthrough Project (BTP) and Discussion on Efficiency in 2016 3 Februari 2016 1. Proyek Strategis Dit. Pengolahan - RDMP Balikpapan 2. Penyelesaian Masalah Hukum TPPI dengan Tuban LPG Indonesia 1. Strategic Projects of the Refinery Directorate - RDMP Balikpapan 2. Settlement of Legal Problems of TPPI with Tuban LPG Indonesia 3. Termination of Agreement on the Development, Rental and 3. Pengakhiran Perjanjian Pembangunan, Penyewaan dan Pemeliharaan Pipanisasi Kertapati-Jambi 3. Pengakhiran Perjanjian Pembangunan, Penyewaan dan Pemeliharaan Pipanisasi Kertapati-Jambi 10 Februari 2016 13 Februari 2016 1. Laporan Fatality di PEP 2. Usulan Organisasi HSSE Korporat & Direktorat 3. Proyek Sungkai 4. Update Penandatanganan MoU Pertamina-Kemerinstek Dikti 1. Fatality Report at PEP 2. Proposal of the HSSE Corporate & Directorate Organization 3. Project Sungkai 4. Update Signing of MoU Pertamina-Kemerinstek Dikti Refinery Strategic Project 1. Fatality Report at PEP 2. Proposal of the HSSE Corporate & Directorate Organization 3. Project Sungkai 4. Update Signing of MoU Pertamina-Kemerinstek Dikti Refinery Strategic Project
354 Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 18 Februari 2016 1. Update Isu-isu Media 2. Penanganan Permasalahan Aset 3. Rekomendasi Hasil Kajian Kepemilikan Terminal LPG Eretan 4. Sinergi BUMN Pembangunan Apartemen RU IV & RU V 5. Portfolio Project Upstream Business Development 6. Persiapan Pengelolaan Blok Mahakam 7. Update MSRKAP Periode Desember 2015 & Januari 2016 8. Update Parameter Hurdle Rate (Revisi) RKAP 2016 1. Media Issues update 2. The Handling of Asset Problems 3. Recommendation from Review of Terminal LPG Eretan Ownership 4. SOE Synergy on the Construction of Apartment RU IV & RU V 5. Project Portfolio for Upstream Business Development 6. Preparation for the management of Mahakam Block 7. Update of MSRKAP of December 2015 & January 2016 8. Update of Hurdle Rate Parameter (Revised) of RKAP 2016 23 Februari 2016 1. Parameter Hurdle Rate (Revisi) RKAP 2016 dan ABI 2. Persetujuan Floor Price untuk Penjualan Saham PT Pertamina di KIPCO 3. Likuidasi Anak Perusahaan dan Perusahaan Afiliasi yg tidak Beroperasi 1. Hurdle Rate Parameter (Revised) of RKAP 2016 and ABI 2. Approval for the Floor Price of PT Pertamina's shares in KIPCO 3. Liquidation of Non-performing Subsidiaries and Affiliates 4. Exposure of Results/Conclusion from Top Management Meeting for NGRR Tuban 4. Paparan Hasil/Kesimpulan Top Management Meeting untuk NGRR Tuban 1 Maret 2016 1. Business Plan Patra Jasa 2. Progress Proyek IPP PLN 3. Persetujuan Pembentukan Anak Perusahaan Pertamina 1. Business Plan of Patra Jasa 2. Progress of the IPP PLN Project 3. Approval on the establishment of the subsidiary Pertamina International Downstream Services 1. Business Plan of Patra Jasa 2. Progress of the IPP PLN Project 3. Approval on the establishment of the subsidiary Pertamina International Downstream Services 3 Maret 2016 Infrastruktur Proyek Project Infrastructure 10 Maret 2016 1. Revisi RKAP 2016 2. Rencana Implementasi Program SPBU Pasti Prima & Pembuatan 1. Revision of RKAP 2016 2. Plan for the Implementation of SPBU Program "Pasti Prima" & MoU Kerja sama Strategis Preparing MoU on Strategic Collaboration 3. Proyek Spice 3. Project Spice 12 Maret 2016 Proyek Strategis Nasional Kilang National Refinery Strategic Project 17 Maret 2016 1. Harmonisasi C&B Persero dengan AP*) 2. MSRKAP Periode Februari 2016 3. Proyek Drupadi 4. Pembentukan AP Power 5. Piagam Pertamina 6. Communication Plan untuk Penurunan Harga BBM 1. Harmonization C&B between Parent Company and Subsidiaries *) 2. MSRKAP of February 2016 3. Drupadi Project 4. Establishment of AP Power 5. Pertamina Charter 6. Communication Plan for Decreasing Fuel prices 22 Maret 2016 1. Isu-isu Media 2. Penyaluran solar ke PT Patra Niaga dan Penjualan excess solar 1. Media Issues 2. Distribution of diesel fuel to PT Patra Niaga and Sales of diesel melalui Fungsi IFM fuel excess through IFM Function 5 April 2016 1. Project LNG Bojanegara 2. Refinancing Scheme 2016 3. Pengenalan GCG untuk Direksi 1. Bojanegara LNG Project 2. Refinancing Scheme 2016 3. GCG orientation for BOD 12 April 2016 1. Update Status Claims PES oleh Likuidator 2. Pertamina Ligitation Management System 1. Update Status Claims PES by Liquidator 2. Pertamina Litigation Management System 19 April 2016 1. MSRKAP Periode Maret 2. Restrukturisasi AP 3. BTP Research & Technology 4. Update Pertamina Foundation 5. Media Plan Holding BUMN 1. MSRKAP of March 2. Restructuring of Subsidiary 3. BTP Research & Technology 4. Update of Pertamina Foundation 5. SOE Holding Media Plan 21 April 2016 1. BTP Research & Technology 2. Media Plan Holding BUMN 1. BTP Research & Technology 2. SOE Holding Media Plan 26 April 2016 1. Distribusi BBM Wilayah Indonesia Timur 2. Proses Bisnis Pertamina 1. Distribution of BBM in East Indonesia 2. Pertamina Business Process 3 Mei 2016 1. Perubahan Status Aset Menjadi Iventory 2. RUU Migas 3. Pengelolaan Bisnis LNG Badak Paska 2017 4. Update KEK Arun 5. ISC Transformation 2.0 1. Change of Asset Status to Inventory 2. RUU of Oil and Gas 3. LNG Badak Business Plan Post 2017 4. Update KEK Arun 5. ISC Transformation 2.0 11 Mei 2016 1. Project Spice & Portfolio UBD 2. Hasil Laporan Audit Investigation & WBS 3. Update MoU Pertamina-Rosneft 4. Kegiatan Ramadhan Korporat 1. Project Spice & UBD Portfolio 2. Report from Audit Investigation & WBS 3. Update of MoU between Pertamina-Rosneft 4. Ramadhan Corporate Activities 24 Mei 2016 1. NGRR Bontang 2. MSRKAP Periode April 2016 3. RUU Migas 1. NGRR Bontang 2. MSRKAP of April 2016 3. RUU of Oil and Gas 7 Juni 2016 1. Board Manual 2. COC dan COCG 1. Board Manual 2. COC and COCG 14 Juni 2016 1. Revisi ABI RKAP 2016 2. Capital Restructuring PIEP 1. Revision of ABI RKAP 2016 2. Capital Restructuring of PIEP
Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 28 Juni 2016 1. Pencapaian Simulasi KPI 2016 2. Recovery Tanah Bendul Merisi 3. Usulan Penyesuaian Harga LPG Domestik 4. Update Isu-isu Media 1. Achievement of KPI Simulation in 2016 2. Recovery of Tanah Bendul Merisi 3. Proposal of Adjustment of LPG Domestic Prices 4. Update of Media Issues 14 Juli 2016 26 Juli 2016 1. Pengelolaan Data, Informasi dan Komunikasi Korporat 2. Recovery Tanah Bendul Merisi 1. Managing Data, Information and Corporate Communication 2. Recovery of Tanah Bendul Merisi MSRKAP of June 1. Managing Data, Information and Corporate Communication 2. Recovery of Tanah Bendul Merisi MSRKAP of June 11 Agustus 2016 1. Laporan BTP Pembangunan Terminal LPG Refrigerated Jawa 1. BTP Reports on the Construction of LPG Refrigerated Terminal Timur at East Java 2. Restrukturisasi PT PDV 2. Restructuring of PT PDV 18 Agustus 2016 1. MSRKAP Periode Juli 2016 2. JVP Myanmar 1. MSRKAP of July 2016 2. JVP Myanmar 22 Agustus 2016 IPO PT Tugu Pratama Indonesia IPO of PT Tugu Pratama Indonesia 30 Agustus 2016 1. Keyterms JV Agreement NGRR Tuban & RDMP RU IV Cilacap 2. Control Room 3. Revisi ABI RKAP 2016 1. Key terms in the JV Agreement of NGRR Tuban & RDMP RU IV Cilacap 2. Control Room 3. Revision of ABI RKAP 2016 6 September 2016 1. Pelepasan Seluruh Saham PT Pertamina Bina Medika pada 1. Divestment of all shares owned by PT Pertamina Bina Medika PT Pertamedika Sentul 2. Business Plan PT Patra Jasa 3. Rangkaian HUT 59 Pertamina in PT Pertamedika Sentul 2. Business Plan of PT Patra Jasa 3. 59th Anniversary of Pertamina 21 September 2016 MSRKAP Periode Agustus 2016 MSRKAP of August 2016 26 September 2016 1. Pelepasan Saham Pertamedika Sentul 2. NGRR Tuban 1. Divestment of Pertamedika Sentul 2. NGRR Tuban 6 Oktober 2016 1. LNG Jawa 2. Investment Decision RDMP RU V Balikpapan 1. LNG Jawa 2. Investment Decision on RDMP RU V Balikpapan 11 Oktober 2016 1. ITT Supply 2. RDMP RU IV Cilacap 1. ITT Supply 2. RDMP RU IV at Cilacap 19 Oktober 2016 25 Oktober 2016 1. RDMP Balikpapan 2. Restrukturisasi AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP Periode September 4. Oil Tanking Merak 1. RDMP Balikpapan 2. Restructuring of AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP of September 4. Oil Tanking at Merak Global Downstream Strategy 1. RDMP Balikpapan 2. Restructuring of AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP of September 4. Oil Tanking at Merak Global Downstream Strategy Struktur Organisasi Direksi Pertamina mengalami perubahan dan tertuang dalam SK Kpts-34/C00000/2016-S0 tanggal 26 Oktober 2016 Organizational Structure Board of Directors Pertamina changes and stated in SK Kpts-34/C00000/2016-S0 dated October 26, 2016 Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 25 Oktober 2016 Global Downstream Strategy Global Downstream Strategy 2 November 2016 1. Visi & Roadmap Aset Algeri 200 KBOEPD 2. PCU Roadmap & Learning Cycle 3. Hasil Audit Pertagas 1. Vision & Roadmap of Asset Algeri of 200 KBOEPD 2. PCU Roadmap & Learning Cycle 3. Pertagas Audit result 8 November 2016 1. STK Investasi 2. Review Kondisi Teknis Depot LPG Balongan Terkait Pengalihan Throughput Terminal Eretan 1. STK Investasi 2. Review Kondisi Teknis Depot LPG Balongan Terkait Pengalihan Throughput Terminal Eretan 1. STK of Investment 2. Review of Technical Conditions of LPG Depot at Balongan, Associated with the Transfer of Terminal Throughput Eretan 3. Kegiatan HUT Pertamina 59 Tahun 3. 59th Anniversary of Pertamina 22 November 2016 1. Update Pemogokan Supir Tanki & Solar Tercampur Air 2. Pengelolaan Kawasan Simprung untuk Universitas Pertamina 3. Program Transformasi ISC 3.0 4. Update BTP RTCP 5. Liability Management 1. Update on Strike of Truck Tanker Drivers & Water contaminated Diesel Fuel 2. Management of Simprug Area for University of Pertamina 3. ISC 3.0 Program Transformation 4. Update of BTP RTCP 5. Liability Management RDMP Execution Plan 2. Management of Simprug Area for University of Pertamina 3. ISC 3.0 Program Transformation 4. Update of BTP RTCP 5. Liability Management RDMP Execution Plan 29 November 2016 1. RDMP Balikpapan 2. Komitmen Sponsorship Rio Haryanto 3. Penanganan Kasus-kasus Pertamina 4. Pengelolaan Lahan Tanjung Batu Balikpapan 1. RDMP at Balikpapan 2. Commitment of Sponsorship for Rio Haryanto 3. Handling of Pertamina cases 4. Management of land at Tanjung Batu Balikpapan 6 Desember 2016 1. Restrukturisasi PDV 2. Pemanfaatan Aset Balaraja & Aset Tanjung Batu 1. Restructuring of PDV 2. Utilization of Assets at Balaraja & Tanjung Batu 7 Desember 2016 1. Divestasi WK Baru kepada BUMD 2. Restrukturisasi PDV 1. Divestment of New WK to BUMD 1. Restructuring of PDF 355
356 Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 20 Desember 2016 1. Optimalisasi Aset Tanjung Batu Balikpapan 2. Kelancaran Distribusi BBM dengan Air Tractor 3. RDMP RU IV Cilacap 4. Usulan Perubahan Dekom/Pengawas di AP/Dapen/Yayasan 1. Optimization of Assets at Tanjung Batu Balikpapan 2. Smoothness of fuel distribution by Air Tractor 3. RDMP RU IV Cilacap 4. Propose Changes of BOC/Supervisor at AP/Pension Fund/ Foundation Tabel Kehadiran Komisaris pada Rapat Dewan Komisaris Mengundang Direksi per 31 Desember 2016 Table Attendance of Commissioners at the Board Meeting of Directors Invited per December 31, 2016 Nama Komisaris Commissioner's Name Jumlah Rapat Number of Meetings Hadir Attended Persentase(%) Percentage (%) Tidak Hadir/Not Attended Dengan Surat Kuasa With Letter of Authority Tanpa Surat Kuasa Without Letter of Authority Tanri Abeng 19 19 100 0 0 Arcandra Tahar *) 3 2 67 1 0 Sahala Lumban Gaol 19 14 74 5 0 Suahasil Nazara 19 10 53 9 0 Edwin Hidayat Abdullah **) 15 7 47 5 3 Widhyawan Prawiraatmadja ***) 16 11 58 4 1 ) **) Edwin Hidayat Abdullah diangkat sebagai Wakil Komisaris Utama t.m.t 29 Maret 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 Maret 2016) dan sebagai Komisaris t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) Arcandra Tahar diangkat t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) ***) Widhayawan Prawiraatmadja berhenti t.m.t 14 November 2016 (ref. Keputusan Menteri BUMN selaku RUPS PT Pertamina (Persero) No.SK-254/MBU/11/2016 tgl 14 November 2016) ) **) Edwin Hidayat Abdullah appointed as Vice President Commissioner effective 29 March 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-68/MBU/03/2016 tgl 29 March 2016) and as Commissioner effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) Arcandra Tahar appointed effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) ***) Widhayawan Prawiraatmadja resigned effective 14 November 2016 (ref. SOE Ministry Decision as GMS of PT Pertamina (Persero) No.SK-254/MBU/11/2016 dated 14 November 2016) Agenda Rapat Dewan Komisaris Mengundang Direksi BOC Meetings Agenda with Invitation to BOD Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 5 Januari 2016 1. Isu-isu Media 2. Optimalisasi Aset SPBG di Jl. Pemuda 3. Perjanjian Interim antara PLN dan PGE 1. Media Issues 2. Optimization of SPBGs Assets at Jl. Pemuda 3. The Interim Agreement between PLN and PGE 12 Januari 2016 1. Isu-isu Media 2. Perpanjangan Kontrak Basrah Light Crude (BLC) & Pelaksanaan 1. Media Issues 2. Extension of Contract on Basrah Light Crude (BLC) & Crude Processing Deal (CPD) 3. Pendayagunaan Aset di Tanjung Batu Balikpapan 4. Assurance atas Kerja sama Jasa Penerimaan Penyimpanan dan Penyerahan BBM dengan PT Oil Tangking Merak Implementation of Crude Processing Deal (CPD) 3. Utilization of assets in Tanjung Batu Balikpapan 4. Assurance of the Collaboration on Oil Fuel Receiving and Delivery Services with PT Oil Tangking Merak 5. Shortlist Usulan BTP 2016 6. Update Status Nassiriyah Integrated Project (NIP) 5. Shortlist of BTP proposal in 2016 6. Update Status Nassiriyah Integrated Project (NIP) 13 Januari 2016 1. GRR Tuban Partner Selection 2. Succession Planning 3. Proyek Geothermal Garuda 4. Pelepasan Saham PT Pertamina Bina Medika di PT Pertamedika Sentul 5. Shortlist Usulan BTP 2016 1. GRR Tuban Partner Selection 2. Succession Planning 3. Geothermal Garuda Project 4. Divestment of PT Pertamina Bina Medika shares in PT Pertamedika Sentul 5. Shortlist of BTP proposal in 2016 19 Januari 2016 1. Update Isu-Isu Media 2. Penandatanganan KPI DIreksi dan SVP Leher 3. Alihkelola Kapal-Kapal Ringan Marine ke PT PTK 4. Penyesuaian Dasar Iuran Kepesertaan Program Jaminan Sosial Ketenagakerjaan dan Keikutsertaan dalam Jaminan Pensiun 5. Visi 2030 Pertamina 1. Media Issues Update 2. Signing of KPI for BOD and SVP Neck 3. Transfer of the management of Light Marine Vessels to PT PTK 4. Adjustment of Basic Contribution for Participation in Social Security Program for Employment and Participation in Pension Program 5. Pertamina's Vision 2030 29 Januari 2016 1. Formal Likuidasi Petral dan PES 2. Breakthrough Project (BTP) dan Pembahasan Efisiensi tahun 1. The Formal Liquidation of Petral and PES 2. Breakthrough Project (BTP) and Discussion on Efficiency in 2016 1. The Formal Liquidation of Petral and PES 2. Breakthrough Project (BTP) and Discussion on Efficiency in 2016 3 Februari 2016 1. Proyek Strategis Dit. Pengolahan - RDMP Balikpapan 2. Penyelesaian Masalah Hukum TPPI dengan Tuban LPG Indonesia 1. Strategic Projects of the Refinery Directorate - RDMP Balikpapan 2. Settlement of Legal Problems of TPPI with Tuban LPG Indonesia 3. Termination of Agreement on the Development, Rental and 3. Pengakhiran Perjanjian Pembangunan, Penyewaan dan Pemeliharaan Pipanisasi Kertapati-Jambi 3. Pengakhiran Perjanjian Pembangunan, Penyewaan dan Pemeliharaan Pipanisasi Kertapati-Jambi
Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 10 Februari 2016 13 Februari 2016 1. Laporan Fatality di PEP 2. Usulan Organisasi HSSE Korporat & Direktorat 3. Proyek Sungkai 4. Update Penandatanganan MoU Pertamina-Kemerinstek Dikti 1. Fatality Report at PEP 2. Proposal of the HSSE Corporate & Directorate Organization 3. Project Sungkai 4. Update Signing of MoU Pertamina-Kemerinstek Dikti Refinery Strategic Project 1. Fatality Report at PEP 2. Proposal of the HSSE Corporate & Directorate Organization 3. Project Sungkai 4. Update Signing of MoU Pertamina-Kemerinstek Dikti Refinery Strategic Project 18 Februari 2016 1. Update Isu-isu Media 2. Penanganan Permasalahan Aset 3. Rekomendasi Hasil Kajian Kepemilikan Terminal LPG Eretan 4. Sinergi BUMN Pembangunan Apartemen RU IV & RU V 5. Portfolio Project Upstream Business Development 6. Persiapan Pengelolaan Blok Mahakam 7. Update MSRKAP Periode Desember 2015 & Januari 2016 8. Update Parameter Hurdle Rate (Revisi) RKAP 2016 1. Media Issues Update 2. The Handling of Asset Problems 3. Recommendation from Review of Terminal LPG Eretan Ownership 4. SOE Synergy on the Construction of Apartment RU IV & RU V 5. Project Portfolio for Upstream Business Development 6. Preparation for the management of Mahakam Block 7. Update of MSRKAP of December 2015 & January 2016 8. Update of Hurdle Rate Parameter (Revised) of RKAP 2016 23 Februari 2016 1. Parameter Hurdle Rate (Revisi) RKAP 2016 dan ABI 2. Persetujuan Floor Price untuk Penjualan Saham PT Pertamina di KIPCO 3. Likuidasi Anak Perusahaan dan Perusahaan Afiliasi yg tidak Beroperasi 1. Hurdle Rate Parameter (Revised) of RKAP 2016 and ABI 2. Approval for the Floor Price of PT Pertamina's shares in KIPCO 3. Liquidation of Non-performing Subsidiaries and Affiliates 4. Exposure of Results/Conclusion from Top Management Meeting for NGRR Tuban 4. Paparan Hasil/Kesimpulan Top Management Meeting untuk NGRR Tuban 1 Maret 2016 1. Business Plan Patra Jasa 2. Progress Proyek IPP PLN 3. Persetujuan Pembentukan Anak Perusahaan Pertamina 1. Business Plan of Patra Jasa 2. Progress of the IPP PLN Project 3. Approval on the establishment of the subsidiary Pertamina International Downstream Services 1. Business Plan of Patra Jasa 2. Progress of the IPP PLN Project 3. Approval on the establishment of the subsidiary Pertamina International Downstream Services 3 Maret 2016 Infrastruktur Proyek Project Infrastructure 10 Maret 2016 1. Revisi RKAP 2016 2. Rencana Implementasi Program SPBU Pasti Prima & Pembuatan 1. Revision of RKAP 2016 2. Plan for the Implementation of SPBU Program "Pasti Prima" & MoU Kerja sama Strategis Preparing MoU on Strategic Collaboration 3. Proyek Spice 3. Project Spice 12 Maret 2016 Proyek Strategis Nasional Kilang National Refinery Strategic Project 17 Maret 2016 1. Harmonisasi C&B Persero dengan AP*) 2. MSRKAP Periode Februari 2016 3. Proyek Drupadi 4. Pembentukan AP Power 5. Piagam Pertamina 6. Communication Plan untuk Penurunan Harga BBM 1. Harmonization C&B between Parent Company and Subsidiaries *) 2. MSRKAP of February 2016 3. Drupadi Project 4. Establishment of AP Power 5. Pertamina Charter 6. Communication Plan for Decreasing Fuel prices 22 Maret 2016 1. Isu-isu Media 2. Penyaluran solar ke PT Patra Niaga dan Penjualan excess solar 1. Media Issues 2. Distribution of diesel fuel to PT Patra Niaga and Sales of diesel melalui Fungsi IFM fuel excess through IFM Function 5 April 2016 1. Project LNG Bojanegara 2. Refinancing Scheme 2016 3. Pengenalan GCG untuk Direksi 1. Bojanegara LNG Project 2. Refinancing Scheme 2016 3. GCG orientation for BOD 12 April 2016 1. Update Status Claims PES oleh Likuidator 2. Pertamina Ligitation Management System 1. Update Status Claims PES by Liquidator 2. Pertamina Litigation Management System 19 April 2016 1. MSRKAP Periode Maret 2. Restrukturisasi AP 3. BTP Research & Technology 4. Update Pertamina Foundation 5. Media Plan Holding BUMN 1. MSRKAP of March 2. Restructuring of Subsidiary 3. BTP Research & Technology 4. Update of Pertamina Foundation 5. SOE Holding Media Plan 21 April 2016 1. BTP Research & Technology 2. Media Plan Holding BUMN 1. BTP Research & Technology 2. SOE Holding Media Plan 26 April 2016 1. Distribusi BBM Wilayah Indonesia Timur 2. Proses Bisnis Pertamina 1. Distribution of BBM in East Indonesia 2. Pertamina Business Process 3 Mei 2016 1. Perubahan Status Aset menjadi Iventory 2. RUU Migas 3. Pengelolaan Bisnis LNG Badak Paska 2017 4. Update KEK Arun 5. ISC Transformation 2.0 1. Change of Asset Status to Inventory 2. RUU of Oil and Gas 3. LNG Badak Business Plan Post 2017 4. Update KEK Arun 5. ISC Transformation 2.0 11 Mei 2016 1. Project Spice & Portfolio UBD 2. Hasil Laporan Audit Investigation & WBS 3. Update MoU Pertamina-Rosneft 4. Kegiatan Ramadhan Korporat 1. Project Spice & UBD Portfolio 2. Report from Audit Investigation & WBS 3. Update of MoU between Pertamina-Rosneft 4. Ramadhan Corporate Activities 24 Mei 2016 1. NGRR Bontang 2. MSRKAP Periode April 2016 3. RUU Migas 1. NGRR Bontang 2. MSRKAP of April 2016 3. RUU of Oil and Gas 357
358 Tanggal Rapat Date of Meeting Agenda Rapat Meeting Agenda 7 Juni 2016 1. Board Manual 2. COC dan COCG 1. Board Manual 2. COC and COCG 14 Juni 2016 1. Revisi ABI RKAP 2016 2. Capital Restructuring PIEP 1. Revision of ABI RKAP 2016 2. Capital Restructuring of PIEP 28 Juni 2016 1. Pencapaian Simulasi KPI 2016 2. Recovery Tanah Bendul Merisi 3. Usulan Penyesuaian Harga LPG Domestik 4. Update Isu-isu Media 1. Achievement of KPI Simulation in 2016 2. Recovery of Tanah Bendul Merisi 3. Proposal of Adjustment of LPG Domestic Prices 4. Update of Media Issues 14 Juli 2016 26 Juli 2016 1. Pengelolaan Data, Informasi dan Komunikasi Korporat 2. Recovery Tanah Bendul Merisi 1. Managing Data, Information and Corporate Communication 2. Recovery of Tanah Bendul Merisi MSRKAP of June 1. Managing Data, Information and Corporate Communication 2. Recovery of Tanah Bendul Merisi MSRKAP of June 11 Agustus 2016 1. Laporan BTP Pembangunan Terminal LPG Refrigerated Jawa 1. BTP Reports on the Construction of LPG Refrigerated Terminal Timur at East Java 2. Restrukturisasi PT PDV 2. Restructuring of PT PDV 18 Agustus 2016 1. MSRKAP Periode Juli 2016 2. JVP Myanmar 1. MSRKAP of July 2016 2. JVP Myanmar 22 Agustus 2016 IPO PT Tugu Pratama Indonesia IPO of PT Tugu Pratama Indonesia 30 Agustus 2016 1. Keyterms JV Agreement NGRR Tuban & RDMP RU IV Cilacap 2. Control Room 3. Revisi ABI RKAP 2016 1. Key terms in the JV Agreement of NGRR Tuban & RDMP RU IV Cilacap 2. Control Room 3. Revision of ABI RKAP 2016 6 September 2016 1. Pelepasan Seluruh Saham PT Pertamina Bina Medika pada 1. Divestment of all shares owned by PT Pertamina Bina Medika PT Pertamedika Sentul 2. Business Plan PT Patra Jasa 3. Rangkaian HUT 59 Pertamina in PT Pertamedika Sentul 2. Business Plan of PT Patra Jasa 3. 59th Anniversary of Pertamina 21 September 2016 MSRKAP Periode Agustus 2016 MSRKAP of August 2016 26 September 2016 1. Pelepasan Saham Pertamedika Sentul 2. NGRR Tuban 1. Pelepasan Saham Pertamedika Sentul 2. NGRR Tuban 6 Oktober 2016 1. LNG Jawa 2. Investment Decision RDMP RU V Balikpapan 1. LNG Jawa 2. Investment Decision on RDMP RU V Balikpapan 11 Oktober 2016 1. ITT Supply 2. RDMP RU IV Cilacap 1. ITT Supply 2. RDMP RU IV at Cilacap 19 Oktober 2016 25 Oktober 2016 1. RDMP Balikpapan 2. Restrukturisasi AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP Periode September 4. Oil Tanking Merak 1. RDMP Balikpapan 2. Restructuring of AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP of September 4. Oil Tanking at Merak Global Downstream Strategy 1. RDMP Balikpapan 2. Restructuring of AP (Pertamedika, TPI, Patra Jasa, Pertagas) 3. MSRKAP of September 4. Oil Tanking at Merak Global Downstream Strategy 2 November 2016 1. Visi & Roadmap Asset Algeri 200 KBOEPD 2. PCU Roadmap & Learning Cycle 3. Hasil Audit Pertagas 1. Vision & Roadmap of Asset Algeri of 200 KBOEPD 2. PCU Roadmap & Learning Cycle 3. Pertagas Audit result 8 November 2016 1. STK Investasi 2. Review Kondisi Teknis Depot LPG Balongan Terkait Pengalihan Throughput Terminal Eretan 1. STK Investasi 2. Review Kondisi Teknis Depot LPG Balongan Terkait Pengalihan Throughput Terminal Eretan 1. STK of Investment 2. Review of Technical Conditions of LPG Depot at Balongan, Associated with the Transfer of Terminal Throughput Eretan 3. Kegiatan HUT Pertamina 59 Tahun 3. Kegiatan HUT Pertamina 59 Tahun 22 November 2016 1. Update Pemogokan Supir Tanki & Solar Tercampur Air 2. Pengelolaan Kawasan Simprung untuk Universitas Pertamina 3. Program Transformasi ISC 3.0 4. Update BTP RTCP 5. Liability Management 1. Update on Strike of Truck Tanker Drivers & Water contaminated Diesel Fuel 2. Management of Simprug Area for University of Pertamina 3. ISC 3.0 Program Transformation 4. Update of BTP RTCP 5. Liability Management RDMP Execution Plan 2. Management of Simprug Area for University of Pertamina 3. ISC 3.0 Program Transformation 4. Update of BTP RTCP 5. Liability Management RDMP Execution Plan 29 November 2016 1. RDMP Balikpapan 2. Komitmen Sponsorship Rio Haryanto 3. Penanganan Kasus-kasus Pertamina 4. Pengelolaan Lahan Tanjung Batu Balikpapan 1. RDMP at Balikpapan 2. Commitment of Sponsorship for Rio Haryanto 3. Handling of Pertamina cases 4. Management of land at Tanjung Batu Balikpapan 6 Desember 2016 1. Restrukturisasi PDV 2. Pemanfaatan Aset Balaraja & Aset Tanjung Batu 1. PDV restructuring 2. Utilization of assets at Balaraja & Tanjung Batu 7 Desember 2016 1. Divestasi WK Baru kepada BUMD 2. Restrukturisasi PDV 1. Divestment of New WA to BUMD 2. PDV restructuring 20 Desember 2016 1. Optimalisasi Aset Tanjung Batu Balikpapan 2. Kelancaran Distribusi BBM dengan Air Tractor 3. RDMP RU IV Cilacap 4. Usulan Perubahan Dekom/Pengawas di AP/Dapen/Yayasan 1. Optimization of Assets in Tanjung Batu Balikpapan 2. Smoothness of BBM Distribution with Air Tractor 3. RDMP RU IV Cilacap 4. Proposal for change of BOC/Supervisor at AP/Pension Fund/ Foundation
Hubungan Afiliasi Affiliations Hubungan Kekeluargaan Family Relationship Hubungan Bisnis Business Relationship Dewan Komisaris BOC Direksi BOD Pemegang Saham Shareholder Dewan Komisaris BOC Direksi BOD Pemegang Saham Shareholder Dewan Komisaris/BOC Tanri Abeng x x x x x x Arcandra Tahar x x x x x x Sahala Lumban Gaol x x x x x x Suahasil Nazara x x x x x x Edwin Hidayat Abdullah x x x x x x Direksi/BOD Dwi Soetjipto x x x x x x Ahmad Bambang x x x x x x Syamsu Alam x x x x x x Yenni Andayani x x x x x x Toharso x x x x x x Muchamad Iskandar x x x x x x Rachmad Hardadi x x x x x x Arief Budiman x x x x x x Dwi Wahyu Daryoto x x x x x x Seluruh anggota Direksi tidak memiliki hubungan afiliasi baik dalam hal kekeluargaan dan bisnis dengan anggota Direksi lainnya, anggota Dewan Komisaris dan Pemegang Saham. Seluruh anggota Dewan Komisaris juga tidak memiliki hubungan afiliasi baik dalam hal kekeluargaan dan bisnis dengan anggota Dewan Komisaris lainnya, anggota Direksi dan Pemegang Saham. All BOD members are not affiliated, both in family relationship and business relationship, with other members of the BOD, BOC and Shareholder. All BOC members are not affiliated either in family relationship or business relationship with other BOC members, BOD members and Shareholder. 359
360 Hubungan Kerja Dewan Komisaris dan Direksi Work Relation between BOC and BOD Hubungan kerja yang baik antara Dewan Komisaris dan Direksi merupakan salah satu faktor keberhasilan dalam mengelola Perseroan. Hubungan tersebut harus mematuhi peraturan perundangan yang berlaku serta masing-masing pihak menghormati dan menghargai peran yang lainnya. Guna mendukung pencapaian kinerja Perseroan, Dewan Komisaris dan Direksi harus memiliki persepsi dan komunikasi yang sama dan searah. Oleh karena itu, Dewan Komisaris dan Direksi menyepakati prinsip dasar dalam hubungan kerja Dewan Komisaris dan Direksi. Good work relations between the BOC and BOD serve as one of the success factors in managing the Company. Such relationship should comply with prevailing regulations and each party shall respect and appreciate other party's roles. To support the achievement of the Company's performance, the BOC and BOD should share similar perception and communication purpose. Accordingly, the BOC and BOD have agreed upon the basic principles in work relation between the BOC and BOD. Pola hubungan kerja Dewan Komisaris dan Direksi berdasarkan Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No. SK-16/S-MBU/2012 tentang Indikator/ Parameter Penilaian dan Evaluasi atas Penetapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara diatur dengan skema berikut: Work relation between BOC and BOD is based on Decision of SOE Ministry Secretary No. SK-16/S-MBU/2012 of Indicators/Parameters of Assessment and Evaluation of Good Corporate Governance in SOE as governed in the following scheme: RJPP RKAP RKAP Dewan Komisaris Board of Commissioners Direksi Board of Direcors Fungsi Pengawasan dan Pemberian Nasihat Supervisory and Counseling Function Fungsi Kepengurusan Perusahaan Management of the Company Function Kebijakan Policy Check and Balance Kebijakan Policy Untuk mencapai hubungan kerja yang check and balance, Dewan Komisaris dan Direksi harus memiliki koordinasi yang baik, serta kejelasan dan konsistensi dalam pelaksanaan tugas dan tanggung jawabnya. Pelaksanaan tugas dan tanggung jawab tersebut membutuhkan sistem dan kebijakan yang terintegrasi, berkesinambungan dan akuntabel. To achieve the check and balance condition, the BOC and BOD should maintain good coordination, and clarity and consistency in the conduct of their roles and responsibilities. The implementation of such roles and responsibilities require an integrated, sustainable and accountable system and policy.
Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity of BOC and BOD Composition Policy Pertamina tidak memiliki kebijakan khusus dalam menentukan keberagaman komposisi Dewan Komisaris dan Direksi, karena penentuan komposisi Dewan Komisaris dan Direksi merupakan hak pemerintah selaku pemegang saham. Pertamina maintains no specific policy in achieving diversity in the composition of its BOC and BOD, since the government as the shareholder reserves the rights to determine the composition of the BOC and BOD of Pertamina. Saat ini, komposisi Dewan Komisaris dan Direksi Pertamina keahlian, pendidikan mencakup dan pengalaman terkait dengan kegiatan industri utama Pertamina, keuangan, ekonomi dan tata kelola perusahaan. Susunan Dewan Komisaris yang menjabat saat ini tidak ada yang perempuan, dan dalam komposisi Direksi, terdapat satu Direktur perempuan. keragaman bidang At present, the composition of the BOC and BOD of Pertamina includes diverse expertise, education and experience related to Pertamina's main industry, finance, economy and corporate governance. There is no female Commissioner in the current composition of BOC and there is one female Director in the composition of the BOD. Dari sisi keahlian, para Direktur dan Komisaris memiliki keragaman latar belakang pendidikan di bidang teknik, manajemen, keuangan maupun bisnis. Dari sisi karir dan pengalaman kerja, masing-masing Direktur dan Komisaris memiliki jalur pengembangan karir yang juga berbeda, ada yang memiliki pengalaman kerja di bidang perminyakan dan energi, pendidikan, perbankan, asuransi dan teknologi informasi, baik swasta maupun pemerintahan. Dari segi usia, anggota Direksi dan Dewan Komisaris juga memiliki rentang usia yang berbeda. In terms of expertise, the members of the BOC and BOD have diverse educational background in engineering, management, finance and business. In terms of career and work experience, each Director and Commissioenr has different career paths as well, with experiences in oil and energy, education, banking, insurance and information technology, either private or state- owned. In terms of age, Commissioners and Directors also come from various age brackets. 361
362 Komite Audit Audit Committee Landasan Hukum Pembentukan Komite Audit Pertamina berlandaskan pada peraturan perundangan yang berlaku serta kebijakan Perusahaan, yaitu: 1. Undang-Undang No. 19 Tahun 2003 tentang BUMN 2. Undang-Undang No. 40 Tahun 2007 tentang Perseroan Legal Basis The Pertamina Audit Committee is established based on the prevailing regulations and the Company's policies as follows: 1. Law No. 19/2003 regarding State-Owned Enterprises 2. Law No. 40/2007 regarding Limited Liability Companies Terbatas 3. Peraturan Menteri BUMN No. PER-01/MBU 2011 tanggal 1 Agustus 2011 jo. No.PER-09/MBU/2012 tanggal 6 Juli 2012 tentang penerapan Tata Kelola Perseroan yang Baik (Good Coporate Governance) pada BUMN 3. SOE Ministry Regulation No. PER-01/MBU 2011 dated 1 August 2011 jo. No.PER-09/MBU/2012 dated 6 July 2012regarding the Implementation of Good Corporate Governance in State-Owned Enterprises 4. Peraturan Menteri BUMN No.PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara 5. Anggaran Dasar PT Pertamina (Persero) 6. Board Manual PT Pertamina (Persero) 7. Surat Menteri BUMN No. S-82/MBU/2013 perihal Persetujuan Komite dan Jumlah Anggota Komite (selain Anggota Dewan Komisaris) di lingkungan Dewan Komisaris PT Pertamina (Persero) 4. SOE Ministry Regulation No.PER-12/MBU/2012: Supporting Organs of BOC/Oversight Committee regarding State-Owned Enterprises 5. Articles of Association of PT Pertamina (Persero) 6. Board Manual of PT Pertamina (Persero) 7. SOE Ministry Regulation No. S-82/MBU/2013 regarding Approval of Committee and Total Number of Committees (other than BOC member) in BOC of PT Pertamina (Persero) 8. Surat Keputusan Dewan Komisaris No.23/KPTS/K/ tentang tanggal 30 Desember 2011 DK/2011 Organisasi Komisariat PT Pertamina (Persero) 8. BOC Decision Letter No.23/KPTS/K/DK/2011 dated 30 December 2011 regarding Commissioner Organization of PT Pertamina (Persero) 9. Surat Keputusan Dewan Komisaris No.007/KPTS/K/ DK/2016 tanggal 1 Agustus 2016 tentang Pengangkatan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris PT Pertamina (Persero) 9. BOC Decision Letter No.007/KPTS/K/DK/2016 dated 1 August 2016 regarding Appointment of President Commissioner and Vice President Commissioner on BOC of PT Pertamina (Persero) 10. Surat Keputusan Dewan Komisaris No.023/KPTS/K/ DK/2015 tentang Perpanjangan Masa Tugas dan Pengangkatan Anggota Komite Bukan Berasal dari Komisaris di Lingkungan Dewan Komisaris PT Pertamina (Persero) tanggal 30 Desember 2015 10. BOC Decision Letter No.023/KPTS/K/DK/2015 dated 30 December 2015 regarding Extension of Term of Office and Appointment of Committee Members not originating from BOC of PT Pertamina (Persero) 11. Piagam Komite Audit ditetapkan dengan Surat Keputusan Dewan Komisaris No. 013/KPTS/K/DK/2016 tanggal 18 November 2016 11. Audit Committee Charter established by BOC Decision Letter No. 013/KPTS/K/DK/2016 dated 18 November 2016 Struktur Komite Audit 1) Ketua merangkap Anggota - Nama : Tanri Abeng - Dasar hukum Penunjukan: SK Dewan Komisaris No. 005/KPTS/K/DK/2015 Audit Committee Structure 1) Chairman Concurrently Member Name : Tanri Abeng - Legal Basis of Appointment: Decision Letter of the Board of Commissioners No. 005/KPTS/K/ DK/2015 Periode menjabat: 1 Januari 2016 - 31 Juli 2016 - Dasar hukum Penunjukan: SK Dewan Komisaris No. 007/KPTS/K/DK/2016 Period Served: 1 January 2016 - 31 July 2016 Legal Basis of Appointment: Decision Letter of the - Board of Commissioners No. 007/KPTS/K/ DK/2016 Periode menjabat: 1 Agustus 2016 - 17 November Period Served: 1 August 2016 -17 November 2016 Dasar hukum Penunjukan: SK Dewan Komisaris No. 010/KPTS/K/DK/2016 Periode menjabat: 18 November 2016 - 31 Desember 2016 2016 Legal Basis of Appointment: Decision Letter of the Board of Commissioners No. 010/KPTS/K/DK/2016 - Period Served: 18 November 2016 - 31 December
2016
2) Wakil Ketua merangkap Anggota - Nama : Sahala Lumban Gaol - Dasar hukum Penunjukan: SK Dewan Komisaris No. 005/KPTS/K/DK/2015 2) Vice Chairman Concurrently Member - Name: Sahala Lumban Gaol - Legal Basis of Appointment: Decision Letter of the Board of Commissioners No. 005/KPTS/K/ DK/2015 Periode menjabat: 1 Januari 2016 - 31 Juli 2016 - Dasar hukum Penunjukan: SK Dewan Komisaris No. 007/KPTS/K/DK/2016 Periode menjabat: 1 Agustus 2016 - 17 November 2016 Dasar hukum Penunjukan: SK Dewan Komisaris No. 010/KPTS/K/DK/2016 Periode menjabat: 18 November 2016 - 31 Desember 2016 3) Anggota Period Served: 1 January 2016 - 31 July 2016 Legal Basis of Appointment: Decision Letter of the - Board of Commissioners No. 007/KPTS/K/ DK/2016 Period Served: 1 August 2016 - 17 November 2016 Legal Basis of Appointment: Decision Letter of theBoard of CommissionersNo. 010/KPTS/K/ DK/2016 Period Served: 18 November 2016 - 31 December 2016 3) Anggota - Name: 1. Dwi Martani
Nama: 1. Dwi Martani 2. Agus Yulianto 3. Bonar Lumban Tobing Dasar hukum Penunjukan: SK Dewan Komisaris No. 023/KPTS/K/DK/2015 Periode menjabat: 1 Januari 2016 - 31 Desember 2016 2. Agus Yulianto 3. Bonar Lumban Tobing Legal Basis of Appointments: Decision Letter of the Board of Commissioners No. 023/KPTS/K/DK/2015 - Period Served: 1 January 2016 - 31 December 2016
Pengangkatan dan Pemberhentian Komite Audit Komite Audit diangkat dan diberhentikan oleh Dewan Komisaris dengan mengacu pada Peraturan Menteri BUMN No. PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara, Pasal 11 ayat 2. Assignment and Dismissal of the Audit Committee The Audit Committee is assigned and dismissed by the Board of Commissioners by referring to the Regulation of Minister of SOE No.PER-12/MBU/2012 regarding Supporting Organs of Board of Commissioners/Supervisory Board of State- Owned Enterprises Article 11 Paragraph 2. Visi Komite Audit Organ Dewan Komisaris PT Pertamina (Persero) yang kompeten, objektif, dan independen dalam pengawasan pengelolaan Perseroan. Vision of the Audit Committee As a competent, independent, and objective organ of the Board of Commissioners of PT Pertamina (Persero) in supervising the management of the Company. Misi Komite Audit Membantu Dewan Komisaris mengawasi pengelolaan Perseroan, dalam upaya mewujudkan prinsip-prinsip Good Corporate Governance, untuk memastikan bahwa: 1. Laporan keuangan serta informasi lainnya yang diberikan oleh Perseroan kepada pihak terkait dan publik telah disajikan secara transparan, wajar, dapat dipercaya dan tepat waktu. Missions of the Audit Committee Assisting the Board of Commissioners in supervising the management of the Company, in the efforts to embody the principles of Good Corporate Governance, to ensure that: 1. Financial reports and other information given by the Company to related parties and the public are presented in a transparent, fair, reliable manner, and at the right time. 2. Perseroan telah memiliki pengendalian intern memadai 2. The Company has sufficient Internal Control that can protect its assets. 2. The Company has sufficient Internal Control that can protect its assets. 3. Perseroan bekerja secara efektif, efisien, dan ekonomis, serta mematuhi peraturan perundangan yang berlaku. 3. The Company performs effectively, efficiently, and economically, and complies with the prevailing laws and regulations. 363
364 Profil Komite Audit Tanri Abeng - Ketua merangkap Anggota Profil dapat dilihat pada profil Dewan Komisaris Profiles of the Audit Committee Tanri Abeng - Chairman concurrently Member Profile can be seen in the profiles of the Board of Commissioners Sahala Lumban Gaol - Wakil Ketua merangkap Anggota Profil dapat dilihat pada profil Dewan Komisaris Sahala Lumban Gaol - Vice Chairman concurrently Member Profile can be seen in the profiles of the Board of Commissioners Dwi Martani - Anggota Berusia 46 lahir di Wonogiri. Berdomisili di Depok - Jawa Barat, dan berkewarganegaraan Beliau adalah alumni Fakultas Ekonomi jurusan Akuntansi, Universitas Indonesia - Jakarta (1993), dan Program Pascasarjana jususan Ilmu Manajemen, Universitas Indonesia - Jakarta (2004). Beliau masih aktif mengajar sebagai dosen senior di Departemen Akuntansi FE UI (1993-sekarang), narasumber pelatihan IFRS, Perpajakan & Akuntansi Pemerintahan, anggota Komite Standar Akuntansi Pemerintah (2009-sekarang), Anggota Dewan Pengarah Kebijakan Akuntansi Keuangan Bank Indonesia, anggota Dewan Pengurus Nasional Ikatan Akuntansi Indonesia (DPN-IAI), anggota Dewan Sertifikasi CPA Indonesia, Ketua Departemen Akuntansi FEUI (2009-2013), anggota Tim Implementasi IFRS IAI (2009-2013), anggota Komite Audit PT Adhi Karya (Persero) Tbk dan LPP TVRI. tahun, Indonesia. Dwi Martani - Member Aged 46 years, born in Wonogiri. Domiciled in Depok, West Java and holds Indonesian nationality. Alumni of the Economic Faculty, Accounting Department, University of Indonesia - Jakarta (1993) and Post Graduate Program of Management Science Department, University of Indonesia - Jakarta (2004). At present she is still active in teaching as Senior Lecturer in Accounting Department FEUI (1993-now), speaker in training related to IFRS, Government Taxation and Accounting, Member of Government Accounting Standard Committee (2009-now), Member of Steering Board of Financial Accounting Policy of Bank Indonesia, Member of National Board of the Association of Indonesian Accountant (DPN-IAI), Member of CPA Certification Board of Indonesia, Head of Accounting Department FEUI (2009-2013), Member of IFRS IAI Implementation Team (2009-2013), Audit Committee Member of PT Adhi Karya (Persero) Tbk and LPP TVRI. Agus Yulianto - Anggota Berusia 55 tahun, lahir di Klaten. Berdomisili di Tangerang Selatan dan berkewarganegaraan Indonesia. Beliau menyelesaikan Diploma IV Akuntansi dari Sekolah Tinggi Akuntansi Negara di Jakarta (1991) dan meraih gelar Master of Accountancy, Case Western Reserve University, Cleveland OH, USA (1993). Karir yang bersangkutan antara lain Anggota Komite Audit PT Telkom Tbk, setahun terakhir ditunjuk sebagai Financial Expert. Secara khusus, sebagai Anggota Komite Audit, mendapat tugas sebagai Whistle Blower Protection Officer (WPO) yang bertugas menangani pengelolaan pengaduan dari menerima pengaduan sampai dengan memantau tindak lanjut sampai kasus pengaduan dinyatakan sebagai selesai. Sebelumnya sebagai Head Financial Management Specialist untuk project yang didanai oleh Multi Donor Fund yang dikelola oleh World Bank di Aceh (2009-2010). Periode sebelumnya menjalankan usaha sendiri dalam bidang konsultasi Internal Audit dan penyedia jasa pelatihan bidang akuntansi keuangan dan internal auditing. Aktif sebagai fasilitator untuk pelatihan internal di berbagai institusi dari 1998. Bekerja di Badan Pengawasan Keuangan dan Pembangunan (BPKP) (1993-1999). Agus Yulianto - Member Aged 55 years, born in Klaten. Domiciled in South Tangerang and holds Indonesian nationality. He accomplished his Diploma IV Accounting from Sekolah Tinggi Akuntansi Negara in Jakarta, (1991), and achieved the Master of Accountancy degree from Case Western Reserve University, Cleveland OH, USA (1993). Among others, in his career he served as an Audit Committee Member of PT Telkom Indonesia Tbk, of which during the last year he was appointed as Financial Expert. Specifically, as Audit Committee Member, he obtained task as the Whistle Blower protection Officer (WPO) whose duty was to handle complaint management from receiving up to monitoring the follow-up until the complaint case is stated completed. Formerly he served as Head Financial Management Specialist for a project funded by Multi Donor Fund which is managed by World Bank in Aceh (2009-2010). Prior to that, he managed his own business as a consultant in the field of internal audit and training service provider in financial accounting and internal auditing. He has been active as a facilitator for internal training in various institutions since 1998. He worked at State Development Audit Agency (BPKP) (1993-1999).
Bonar Lumban Tobing - Anggota Berusia 57 lahir di P. Siantar. Berdomisili di Bekasi - Jawa Barat dan Beliau berkewarganegaraan lulusan Fakultas Ekonomi Jurusan Akuntansi, Universitas Indonesia (1986) dan Program MBA jurusan Finance di Business School Rutgers The State University of New Jersey, USA (1993). Beliau pensiun dari PT Bank Mandiri (Persero) pada Juli 2015, dengan pengalaman kerja selama di PT Bank Mandiri (Persero): VP-Area Manager (2005-2008), (2009), SVP- VP-Deputi Regional CEO Regional CEO (2009-2012) dan SVP-Dean of Retail Banking Academy - Mandiri University (2013-2015). tahun, Indonesia. Bonar Lumban Tobing - Member Aged 57 years, born in P. Siantar. Domiciled in Bekasi - West Java and holds Indonesian nationality. He graduated from the Economics Faculty Accounting Department, University of Indonesia (1986) and MBA Program of Finance Department in Business School Rutgers the State University of New Jersey, USA (1993). He retired from PT Bank Mandiri (Persero) in July 2015, with work experiences during his office in PT Bank Mandiri Persero): VP-Area Manager (2005-2008), VP-Deputy Regional CEO (2009), SVP-Regional CEO (2009-2012) and SVP-Dean of Retail Banking Academy- Mandiri University (2013-2015). Rangkap Jabatan Dalam hal internal, Tanri Abeng jabatan menjabat sebagai Komisaris Utama/Komisaris Independen dan Sahala Lumban Gaol menjabat sebagai Komisaris. Seluruh Anggota Komite Audit yang tidak menjabat sebagai Komisaris tidak memiliki rangkap jabatan eksternal di luar Pertamina yang mengandung konflik kepentingan. rangkap Concurrent Position In the matter of internal concurrent position, Tanri Abeng holds the positions of President Commissioner/Independent Commissioner; and Sahala Lumban Gaol holds the position of Commissioner. All members of the Audit Commissioner not holding the position of Commissioner do not have external concurrent position with conflict of interest with Pertamina. Independensi Komite Audit Komite Audit menjalankan tugas dan tanggung jawabnya dengan tetap mengacu pada: - Undang-Undang No.19 Tahun 2003 tentang BUMN. - Undang-Undang No.40 Tahun 2007 tentang Perseroan
Terbatas. Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 jo No.PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Tata Kelola Perseroan yang Baik (Good Corporate Governance) pada BUMN. Peraturan Menteri BUMN No.PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawasan Badan Usaha Milik Negara. The Independency of Audit Committee The Audit Committee executes its role and responsibilities by referring to: - - Law No.19 Year 2003 regarding SOE. Law No.40 Year 2007 regarding Limited Liability Companies. Regulation of Minister of SOE No.PER-01/MBU/2011 dated 1 August 2011 jo. No.PER-09/MBU/2012 dated 6 July 2012 regarding Application of Good Corporate Governance in SOE. Regulation of Minister of SOE No.PER-12/MBU/2012 regarding Supporting Organ of Board of Commissioners/ Supervisory Board in State-Owned Enterprises. Seluruh anggota Komite Audit berkomitmen untuk menjunjung tinggi prinsip praktik tata kelola perusahaan yang baik dengan bersikap objektif, profesional, independen. Komite Audit tidak akan mengambil keputusan di bawah tekanan dan intervensi dari pihak mana pun serta berkomitmen untuk menghindari adanya benturan kepentingan. Oleh sebab itu, seluruh anggota Komite Audit tidak memiliki hubungan afiliasi baik secara kekeluargaan dan hubungan bisnis dengan anggota Dewan Komisaris dan anggota Direksi. All members of the Audit Committee commit to uphold practices of Good Corporate Governance by being professional, objective, and independent. The Audit Committee will not make decisions under pressure, not have intervention from any party, and commit to avoid conflict of interest. Therefore, all members of the Audit Committee do not have any affiliation, either by family relation or business relation, with members of Board of Commissioners and members of Board of Directors. Uraian Tugas dan Tanggung Jawab a. Membantu Dewan Komisaris untuk memastikan efektivitas sistem pengendalian internal dan efektivitas pelaksanaan tugas eksternal auditor dan internal auditor. b. Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh Internal Audit maupun auditor eksternal. c. Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen serta pelaksanaannya. Description of Task and Responsibilities a To assist the Board of Commissioners to ensure the effectiveness of the internal control system and task implementation of external auditor and internal auditor. b. To assess activities implementation and audit results performed by Internal Audit or external auditor. c. To provide recommendation about improvement on management control system and the implementation. 365
366 d. Memastikan review yang memuaskan terhadap informasi yang terkait dengan Laporan Keuangan Perseroan. telah terdapat prosedur d. To ensure that there is a satisfactory review procedure towards the information related to Company's Financial Statements. e. Melakukan identifikasi hal-hal yang memerlukan perhatian Komisaris. e. To identify Commissioners. the matters requiring attention from f. Melakukan penelaahan atas informasi mengenai Perseroan, serta Rencana Jangka Panjang, Rencana Kerja dan Anggaran Perseroan, laporan manajemen dan informasi lainnya. f. To make Long-Term Plan, Company's Work and Budget Plan, other management and information reports. review on Company's g. Melakukan penelaahan atas ketaatan Perseroan terhadap peraturan perundang-undangan yang berhubungan dengan kegiatan Perseroan. g. To make review on the Company's compliance towards laws and regulations in relation to the Company's activities. h. Melakukan penelaahan dan menindaklanjuti pengaduan h. To make review and to follow-up on complaints in relation yang berkaitan dengan Perseroan. to the Company. i. Mengkaji kecukupan fungsi audit internal, termasuk jumlah dan kompetensi auditor, rencana kerja tahunan dan penugasan yang telah dilaksanakan. i. To study the internal audit function adequacy, including number and competency of auditors, annual work plan and completed assignments. j. Mengkaji kecukupan pelaksanaan audit eksternal termasuk di dalamnya perencanaan audit dan jumlah auditornya. j. To study the external audit implementation adequacy including audit planning and numbers of auditors. independensi dan objektivitas akuntan publik yang akan melakukan audit laporan keuangan Perseroan dan kegiatan audit lainnya. l. Melakukan penelaahan atas kecukupan pemeriksaan yang dilakukan akuntan publik untuk memastikan semua risiko penting telah dipertimbangkan. k. Melakukan penelaahan atas k. To make review on independence and objectivity of public accountant that will carry out the audit on the Company's financial statements and other financial activities. l. To make review on the examination adequacy carried by a public accountant to ensure all important risks have been considered. m. Melakukan penelaahan atas pengaduan masyarakat dan m. To make review on community complaints and to monitor memonitor pelaksanaan whistleblower. the whistleblowing system implementation. n. Melaksanakan tugas lain yang diberikan oleh Komisaris. n. To carry out other tasks given by Commissioners. Pelatihan dan Sertifikasi Training and Certification Tabel Program Pelatihan untuk Meningkatkan Kompetensi Komite Audit Tahun 2016 Table of Training Program to Improve Competency of Audit Committee in 2016 No Tanggal Event Date of Event Nama Anggota Member's Name Kegiatan Event 1 22 Februari/ February 2016 Dwi Martani, Agus Yulianto, Bonar Lumban Tobing Inhouse Training bagi Dewan Komisaris dan Anggota Komite dengan Tema "Petroleum Price Outlook 2016" dengan Narasumber : WoodMackenzie, di Kantor Dewan Komisaris di Jakarta Inhouse Training for the Board of Commissioners and members of Committee with the theme "Petroleum Price Outlook 2016" Speaker: WoodMackenzie, at the office of Board of Commissioners, Jakarta 2 23 Februari/ February 2016 Bonar Lumban Tobing Legal Awarness Program: Pengetahuan Hukum untuk Eksekutif, dengan Narasumber : Prof. Hikmahanto Juwana, S.H., LLM, PhD, di Kantor Pusat Pertamina di Jakarta Legal Awareness Program: Legal Knowledge for the Executives. Speaker: Prof. Hikmahanto Juwana, S.H., LLM, PhD, at Pertamina head office, Jakarta 3 17 - 20 Mei/ May 2016 Agus Yulianto, Bonar Lumban Tobing Workshop PSAK 32 SKP Terkini sesuai Konvergensi IFRS Per 1 Jan 2015 di Bali Workshop of the recent PSAK 32 SKP according to IFRS Convergence as of Jan 1, 2015, Bali 4 15 Juni/June 2016 Dwi Martani, Agus Yulianto, Bonar Lumban Tobing Inhouse Training dengan tema "Trend Terkini dan Leading Practices Manajemen Risiko & Internal Control" di Kantor Dewan Komisaris di Jakarta Inhouse Training with the theme "Latest Trend and Leading Practices of Risk Management & Internal Control" at the office of Board of Commissioners, Jakarta 5 6-8 Desember/ December 2016 Dwi Martani, Agus Yulianto, Bonar Lumban Tobing Certification in Audit Committee Practices, yang diselenggarakan oleh Ikatan Komite Audit Indonesia di Jakarta Certification in Audit Committee Practices, held by Indonesian Institute of Audit committee, in Jakarta Hubungan Kerja dengan Auditor Seluruh anggota Komite Audit Perseroan tidak memiliki hubungan afiliasi dengan auditor internal dan eksternal. Work Relation with the Auditor All members of the Audit Committee of the Company have no affiliation with the internal and external auditors.
Rapat Internal Komite Audit Audit Committee Internal Meeting Internal Nama Name Jabatan Position Masa Kerja Period Served Rapat/ Meeting Hadir Attendance % Tanri Abeng Ketua merangkap Anggota Chairman Concurrently Member 1 Januari - 31 Desember 1 January - 31 December 9 4 44% Sahala Lumban Gaol Wakil Ketua merangkap Anggota Vice Chairman Concurrently Member 1 Januari - 31 Desember 1 January - 31 December 9 8 89% Dwi Martani Anggota/Member 1 Januari - 31 Desember 1 January - 31 December 9 9 100% Agus Yulianto Anggota/Member 1 Januari - 31 Desember 1 January - 31 December 9 8 89% Bonar Lumban Tobing Anggota/Member 1 Januari - 31 Desember 1 January - 31 December 9 9 100% Pedoman Komite Audit Piagam Komite Audit merupakan pedoman umum tertulis yang mengatur organisasi, keanggotaan, kode etik, fungsi, tugas, kewenangan dan tanggung jawab serta mekanisme kerja Komite. Guidance for Audit Committee The Audit Committee Charter is a written guidance that explains organization, membership, code of ethics, function, jobs, authority, responsibility, and work mechanism of the Committee. Remunerasi Komite Audit Remunerasi Komite Audit merujuk pada Peraturan Menteri BUMN No. PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris dan Dewan Pengawas Badan Usaha Milik Negara, kemudian ditetapkan dalam Surat Keputusan Dewan Komisaris No.009/KPTS/K/ DK/2016 tanggal 13 September 2016. Remuneration of the Audit Committee Remuneration of the Audit Committee refers to the Regulation of Minister of SOE No.PER-12/MBU/2012 dated 24 August 2012 regarding Supporting Organ of Board of Commissioners of State-Owned Enterprises, later stipulated in the Decision of Board of Commissioners No.009/KPTS/K/ DK/2016 dated 13 September 2016. Laporan Pelaksanaan Kegiatan Komite Audit Memastikan efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas eksternal auditor dan internal auditor. • Melakukan realisasi kegiatan SPI review atas triwulanan tahun 2016. Memastikan efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas eksternal auditor dan internal auditor. • Melakukan realisasi kegiatan SPI review atas triwulanan tahun 2016. in 2016. Memberikan rekomendasi tindak lanjut hasil temuan audit yang bersifat strategis dan terkait dengan dugaan penyimpangan. Provided recommendations for further action on audit findings that are strategic and related to alleged irregularities. Melakukan review atas rencana kerja tahun 2017. - Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh Internal Audit maupun Auditor Eksternal. Laporan • Memonitor pelaksanaan audit tahun Conducted reviews on the work plan of 2017. Assessed the activities and the results of audits conducted by the Internal Audit and External Auditor. • Monitored the implementation of the audit of the Keuangan 2015. 2015 Financial Statements. Memberikan rekomendasi KAP yang akan melakukan audit laporan keuangan tahun 2016 kepada RUPS. • Melakukan review rencana pengadaan KAP, review program kerja KAP atas pelaksanaan audit tahun 2016 oleh KAP. Provided recommendation to the GMS regarding the KAP Firm to audit the 2016 financial statements. • Reviewed the plan for the procurement of KAP, review the work program of KAP on the audit activity in 2016 conducted by KAP. Melakukan monitoring pelaksanaan audit Laporan Laporan Interim dan progres audit Keuangan Keuangan tahun 2016. Monitored the implementation of the Interim Financial Statements audit and the progress of the audit of the 2016 Financial Statements. Melakukan review atas penerapan kebijakan akuntansi, koreksi audit signifikan atas Laporan Keuangan tahun 2015. Conducted review of the application of the accounting policy, significant audit correction on the Financial Statements of 2015. Melakukan evaluasi dan memberikan pendapat atas independensi KAP atas jasa-jasa non-audit, antara lain Pilot Project Compliance Due Diligence. Evaluated and provided opinion on the independence of the KAP for the non-audit services, among other Pilot Project of Compliance Due Diligence. 367
368 Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen serta pelaksanaannya. • Melakukan review dan memberikan rekomendasi penyempurnaan atas efektivitas sistem pengendalian intern melalui monitoring tindak lanjut management letter (ICM) dari auditor eksternal, hasil audit BPK dan hasil audit Internal Auditor.
Provide management control system and its implementation. • Review and provide recommendation on improvement of the effectiveness of internal control systems through monitoring the follow-up of management letter (ICM) from the external auditors, audit and audit results from Internal Auditor. recommendation regarding improvement of kegiatan Internal Control over Financial Reporting (ICoFR), sistem pengadaan oleh fungsi Procurement Excellent Group (PEG) dan sistem informasi yang dikembangkan oleh fungsi Corporate Share Services (CSS). terdapat prosedur Memonitor implementasi pelaksanaan Memastikan review yang memuaskan terhadap segala informasi yang dikeluarkan oleh perusahaan. • Melakukan review dan memberikan telah rekomendasi
Monitor the implementation of the activities of Internal Control over Financial Reporting (ICOFR), the procurement system by the Procurement Excellent Group (PEG) function and information systems developed by Corporate functions Share Services (CSS). Ensure that there has been a satisfactory review procedures for any information released by the company. Review and recommend improvements for Financial Statement 2015. Review and recommend improvements for Financial Statement 2015. Melakukan review dan memberikan penyempurnaan Keberlanjutan tahun 2015. Laporan Tahunan dan rekomendasi Laporan Review and recommend improvements for Annual Report and Sustainability Report 2015. Melakukan review atas Laporan Realisasi RKAP tahun 2015 dan Realiasasi RKAP Triwulan I, II dan III sebelum disampaikan kepada RUPS. Melakukan identifikasi hal-hal yang memerlukan perhatian Komisaris/Dewan Pengawas serta tugas-tugas Komisaris/ Dewan Pengawas lainnya. • Memberikan masukan atas penyempurnaan Board Manual, Piagam Komite, dan peningkatan akuntabilitas Sekretariat Dewan Komisaris.
Review the report on the realization of RKAP 2015 and realization of RKAP Quarter I, II and III before being submitted to the GMS. Identify matters that require the attention of Board of Commissioners/Supervisors as well as other tasks of the Board of Commissioners/Supervisors. • Provide input on the improvement of board manual, committee charters, and increased accountability of the Secretariat of the Board of Commissioners. Memberikan masukan atas penyempurnaan sistem operasi dan prosedur Dewan Komisaris. - Melakukan tugas lain yang diberikan oleh Komisaris. Monitoring strategi realisasi keuangan dan anggaran
Provide input on the improvement of operating systems and procedures of the Board of Commissioners. Perform other duties assigned by the Commissioner. • Monitor realization of financial strategy and monthly perusahaan bulanan. budget. Menganalisis dan memberikan tanggapan atas Rencana Kerja dan Anggaran Perusahaan (RKAP) tahun 2017, revisi dan pengalihan anggaran dalam RKAP 2016. • Monitoring pengaduan masyarakat melalui WBS dan Analyze and respond to the Work Plan and Budget (RKAP) 2017, and the revision and transfer of budget in the RKAP 2016. Monitor public complaints through WBS and direct public complaints. Monitor public complaints through WBS and direct public complaints. Permohonan penghapusan aset dan optimalisasi aset Request the write off of Pertamina's assets and asset optimization. Request the write off of Pertamina's assets and asset optimization. Monitoring kinerja Anak Perusahaan dan beberapa aksi Monitor the performance of subsidiaries and some corporate actions of subsidiaries. Monitor the performance of subsidiaries and some corporate actions of subsidiaries. Analisis atas kas, piutang, utang, hedging dan Analyze the cash, receivables, payables, hedging and restructuring of the subsidiary. Analyze the cash, receivables, payables, hedging and restructuring of the subsidiary. Monitoring kinerja Program Kemitraan dan Bina Monitor the performance of the Partnership Program and Lingkungan serta CSR. Community Development and CSR. Monitoring kegiatan atau investasi strategis yang membutuhkan perhatian khusus berdasarkan hasil temuan internal audit atau WBS misal kondisi pelabuhan dan pengadaan kapal. Monitor the activities or strategic investments that require special attention based on the findings of an internal audit or WBS e.g. port conditions and vessel procurement. Memberikan rekomendasi atas pengelolaan beberapa kegiatan dan proyek strategis berdasarkan hasil kunjungan lapangan antara lain ke Aset Vela Beta Balikpapan, penghapusan aset RU V, Kilang TPPI, TBBM Boyolali, Surabaya, Malang, kegiatan PKBL di Sukabumi dan Maumere, MOR II Plaju, Aset Pelabuhan di Surabaya dan Tanjung Priok dan proyek investasi pengadaan kapal di Batam dan Lamongan. Provide recommendation regarding the management of some of the activities and strategic projects based on the results of field visits including to the assets of Vela Beta Balikpapan, write off of assets of RU V, TPPI Refinery, TBBM at Boyolali, Surabaya, Malang, PKBL activities in Sukabumi and Maumere, MOR II Plaju, Port Asset in Surabaya and Tanjung Priok and investment projects of ship procurement in Batam and Lamongan.
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Komite Nominasi dan Remunerasi bertanggung jawab langsung kepada Dewan Komisaris untuk untuk mendukung pelaksanaan tugas dan tanggung jawab Dewan Komisaris terkait penerapan dan pengawasan di bidang nominasi dan remunerasi terhadap kebijakan pengurusan dan jalannya pengurusan serta usaha Perseroan yang dilaksanakan oleh Direksi serta pemberian nasehat kepada Direksi, meliputi pemantauan atas hal-hal yang terkait dengan Remunerasi Direksi dan Dewan Komisaris, Nominasi Direksi Perseroan, Nominasi Direksi dan Dewan Komisaris Anak Perusahaan. The Nomination and Remuneration Committee is responsible directly to the Board of Commissioners in order to support implementation of duties and responsibilities of the Board of Commissioners related to the implementation and supervision in the field of nomination and remuneration. This as related to the administrative policy and the running of administration in the Company's interest and business, as carried out by the Board of Directors as well as advice to the Board of Directors, including monitoring of matters related to the remuneration for the Boards of Directors and Commissioners, nomination of Directors, and nomination of directors and commissioners of the Subsidiaries. Landasan Hukum 1) Undang-Undang No.19 Tahun 2003 tentang BUMN. 2) Undang-Undang No.40 Tahun 2007 tentang Perseroan Terbatas. Legal Basis 1) 2) Law No.19 Year 2003 regarding SOE. Law No.40 Year 2007 regarding Limited Liability Company. 3) Peraturan Pemerintah No.45 Tahun 2005 tentang Pendirian, Pengurusan, Pengawasan, dan Pembubaran Badan Usaha Milik Negara. 3) Government Regulation No. 45 Year 2005 on and Administrative, Supervisory, Establishment, Dissolution of State Owned Enterprise. 4) Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 jo. No.PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN. 4) Regulation of Minister of SOE No. PER-01/MBU/2011 dated 1 August 2011 in conjunction with No.PER-09/ MBU/2012 dated 6 July 2012 regarding the application of Good Corporate Governance in SOEs. 5) Peraturan Menteri BUMN No.PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara. 5) Regulation of Minister of SOE No.PER-12/MBU/2012 the Board of regarding Supporting Organ Commissioners/Supervisory Board in State Owned Enterprises. to 6) Anggaran Dasar PT Pertamina (Persero). 7) Board Manual PT Pertamina (Persero). 8) Surat Menteri BUMN No.S-82/MBU/2013 perihal Persetujuan Komite dan Jumlah Anggota Komite (selain Anggota Dewan Komisaris) di lingkungan Dewan Komisaris PT Pertamina (Persero). 9) Surat Sekretaris Kementerian BUMN No.S-03/S. MBU/2014 tanggal 16 Januari 2014 perihal Organ Pendukung Dewan Komisaris/Dewan Pengawas BUMN. 6) Articles of Association of PT Pertamina (Persero). 7) Board Manual of PT Pertamina (Persero). 8) Letter of Minister of SOE No.S-82/MBU/2013 regarding Approval of Committee and the Number of Committee Member (other than Member of Board of Commissioners) in the circle of Board of Commissioners of PT Pertamina (Persero). Letter of Secretary of Ministry of State Owned Enterprises No.S-03/S.MBU/2014 dated 16 January 2014 regarding Supporting Organ to the Board of Commissioners/Supervisory Board of SOE. 9) 10) Surat Keputusan Dewan Komisaris PT Pertamina (Persero) No. 23/KPTS/K/DK/2011 tanggal 30 Desember 2011 tentang Organisasi Komisariat PT Pertamina (Persero). 10) Decree of Board of Commissioners of PT Pertamina (Persero) No. 23/KPTS/K/DK/2011 dated 30 December 2011 regarding Commissioner Organization of PT Pertamina (Persero). 11) Surat Keputusan Dewan Komisaris PT Pertamina (Persero) No. 02/KPTS/K/DK/2012 tanggal 5 Januari 2012 tentang Pembentukan Komite Nominasi & Remunerasi dan Komite Pemantau Manajemen Risiko (PMR). 11) Decree of Board of Commissioners of PT Pertamina (Persero) No. 02/KPTS/K/DK/2012 dated 5 January 2012 regarding Establishment of Nomination and Remuneration Committee and Risk Management Monitoring Committee. 12) Surat Keputusan Dewan Komisaris No. 005/KPTS/K/ DK/2015 tanggal 26 Mei 2015 tentang Susunan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris PT Pertamina (Persero). 12) Decree of Board of Commissioners No.005/KPTS/K/ DK/2014 dated 26 May 2015 regarding assignment of Committee's Chairman and Vice Chairman originated from Board of Commissioners of PT Pertamina (Persero). 369
370 13) Surat Keputusan Dewan Komisaris No.007/KPTS/K/ DK/2016 tanggal 1 Agusttus 2016 dan No. 010/ KPTS/K/DK/2016 tanggal 18 November 2016 tentang Perubahan Susunan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris PT Pertamina (Persero). 13) Decree of Board of Commissioners No.007/KPTS/K/ DK/2016 dated 1 August 2016 and No. 010/ KPTS/K/DK/2016 dated 18 November 2016 regarding the Change of the Chairman Hierarchy and Committee Vice Chairman originating from Board of Commissioners of PT Pertamina (Persero). 14) Pengangkatan anggota Komite Nominasi dan Remunerasi yang bertugas s.d 31 Desember 2016 ditetapkan dengan Surat Keputusan Dewan Komisaris No.023/KPTS/K/DK/2015 tanggal 30 Desember 2015. 14) Assignment of members of Nomination and Remuneration Committee which served up to 31 December 2016 was stipulated with Decree of Board of Commissioners No.023/KPTS/K/DK/2015 dated 30 December 2015. 15) Piagam Komite Nominasi dan Remunerasi ditetapkan dengan Surat Keputusan Dewan Komisaris No.014/ KPTS/K/DK/2016 tanggal 18 November 2016. 15) Charter of Nomination and Remuneration Committee was stipulated by Decision Letter of Board of Commissioners No.014/KPTS/K/DK/2016 dated 18 November 2016. Struktur Komite Nominasi dan Remunerasi 1) Ketua merangkap Anggota Nama: Suahasil Nazara - Dasar Hukum Penunjukan: SK Dewan Komisaris No.005/KPTS/K/DK/2015 - - Dasar Hukum Penunjukan: SK Dewan Komisaris No.007/KPTS/K/DK/2016 - Periode Menjabat: 1 Januari 2016-31 Juli 2016 Periode Menjabat: 31 Juli 2016-17 November 2016 Dasar Hukum Penunjukan: SK Dewan Komisaris No.010/KPTS/K/DK/2016 - Periode Menjabat: 18 November 2016-31 Desember 2016 Structure of the Nomination and Remuneration Committee 1) Chairman Concurrently Member - Name: Suahasil Nazara - Legal Basis of Appointment: Decision Letter of the Board of Commissioners No.005/KPTS/K/ DK/2015 - - Period Served: 1 January 2016-31 July 2016 Legal Basis of Appointment: Decision Letter of the Board o Commissioners No.007/KPTS/KDK/2016 Period Served: 31 July 2016-17 November2016 Legal Basis of Appointment: Decision Letter of the Board DK/2016 Period Served: 18 November 2016-31 December 2016 - of Commissioners No.010/KPTS/K/
2) Wakil Ketua merangkap Anggota 2) Vice Chairman Concurrently Member Nama: Tanri Abeng - Dasar Hukum Penunjukan: Periode Menjabat telah tersajikan dalam bab Komite Audit Name: Tanri Abeng Legal Basis of Appointment: Period Served Already explained in the Audit Committee Chapter Nama: Edwin Hidayat Abdullah - Dasar Hukum Penunjukan: SK Dewan Komisaris No.007/KPTS/K/DK/2016 - Periode Menjabat: 1 Agustus 2016-17 November 2016 Dasar Hukum Penunjukan: SK Dewan Komisaris No.010/KPTS/K/DK/2016 - Periode Menjabat: 18 November 2016-31 Desember 2016 Name: Edwin Hidayat Abdullah - Legal Basis of Appointment: Decision Letter of the Board of Commissioners No.007/KPTS/K/ DK/2016 Period Served: 1 August 2016-17 November 2016 Legal Basis of Appointment: Decision Letter of the Board of Commissioners No.010/KPTS/K/
DK/2016 - December 2016 Period Served: 18 November 2016-31 3) Anggota 3) Member Nama: 1. Aribowo Prijosaksono 2. Apep Fajar Kurniawan Dasar Hukum Penunjukan: SK Dewan Komisaris No.023/KPTS/K/DK/2015 - Periode Menjabat: 1 Januari 2016-31 Desember 2016 Name: 1. Aribowo Prijosaksono 2. Apep Fajar Kurniawan Legal Basis of Appointment: Decision Letter of the Board of Commissioners No.023/KPTS/K/DK/2015 Period Served: 1 January 2016-31 December 2016
Pengangkatan dan Pemberhentian Assignment and Dismissal Berdasarkan Peraturan Menteri BUMN No.PER-12/ MBU/2012 tentang Organ Pendukung Dewan Komisaris/ Dewan Pengawas BUMN, Pasal 17 ayat 2, Ketua dan Anggota Komite Nominasi dan Remunerasi diangkat dan diberhentikan oleh Dewan Komisaris/Dewan Pengawas. Based on Regulation of Minister of SOE No.PER-12/ MBU/2012 regarding Supporting Organs of Board in State-Owned of Commissioners/Supervisory Board Enterprises Article 17 paragraph 2, Chairman and members of nomination and remuneration committees are assigned and dismissed by boards of commissioners. Visi Komite Nominasi dan Remunerasi Menjadi Komite yang memiliki kompetensi dan intergritas yang tinggi dalam membantu Dewan Komisaris di bidang pelaksanaan Nominasi dan Remunerasi secara profesional, konsisten, dan independen untuk mewujudkan kinerja optimal Dewan Komisaris sesuai dengan visi dan misi PT Pertamina (Persero). Visions of the Nomination and Remuneration Committee To be a Committee with excellent competence and integrity in assisting the Board of Commissioners in carrying out Nomination and Remuneration by being professional, consistent, and independent in realizing the optimum performance of the Board of Commissioners in accordance with the visions and missions of PT Pertamina (Persero). Misi Komite Nominasi dan Remunerasi Membantu Dewan Komisaris melaksanakan tugas dan fungsi pengawasan serta pemberian nasihat, khususnya dalam melakukan kajian dan pembahasan serta memberikan saran/pendapat/rekomendasi kepada Dewan Komisaris yang terkait dengan Nominasi dan Remunerasi dan hal-hal yang tercantum dalam Berita Acara Kesepakatan Pembagian Kerja Dewan Komisaris. secara obyektif, adil dan transparan, dengan melaksanakan manajemen yang sehat sesuai prinsip- prinsip GCG. Missions of the Nomination and Remuneration Committee To assist Board of Commissioners in discharging its duties and to monitor progress as well as advisory, especially in feasibility studies and discussions and also to give advice/ recommendation to the Board of Commissioners related to Nomination and Remuneration and other subjects set forth in Minutes of Agreement of the Board of Commissioners by being objective, fair, transparent, and by conducting a healthy management style in accordance with GCG principles. Profil Ketua dan Anggota Komite Nominasi dan Remunerasi Profiles of Chairman and Members of Nomination and Remuneration Committee Suahasil Nazara - Ketua merangkap Anggota Profil beliau dapat dilihat pada bagian profil Dewan Komisaris Suahasil Nazara - Chairman Concurrently Member Profile already explained in the Board of Commissioner Profile Section Tanri Abeng - Wakil Ketua merangkap Anggota Profil dapat dilihat pada bagian profil Dewan Komisaris Tanri Abeng -Vice Chairman Concurrently Member Profile can be seen in the Board of Commissioner Profile Section Edwin Hidayat Abdullah - Wakil Ketua merangkap Anggota Profil dapat dilihat pada bagian profil Dewan Komisaris Edwin Hidayat Abdullah - Vice Chairman Concurrently Member Profile can be seen in the Board of Commissioner Profile Section Aribowo Prijosaksono - Anggota Berusia 53 tahun. Lulusan Fakultas MIPA jurusan Statistika, Institut Pertanian Bogor. Pernah mengikuti Program Pascasarjana Jurusan Ekonomi Pertanian (tanpa tesis) tahun 1990 dan Program Pascasarjana Universitas UPN Veteran Jogjakarta Jurusan Ekonomi Manajemen (tanpa tesis) tahun 2012. Selain itu pernah mengikuti pelatihan Strategic Management di Vermont, USA, International Negotiations di Geneve, Swiss, dan Economic Development, World Bank. Karir Aribowo antara lain setelah menjadi wirausaha sampai Aribowo Prijosaksono - Member Aged 53 years. He graduated from MIPA Faculty, Statistics Department, Institut Pertanian Bogor. He attended Post Graduate Program of Agriculture Economic Department (without thesis) in 1990 and Post Graduate Program of UPN Veteran University Jogjakarta, Economic Management Department (without thesis) in 2012. In addition, he has participated in Strategic Management training Vermont, USA, International Negotiations in Geneve, Swiss, and Economic Development, World Bank. After being an entrepreneur up to 2000, he 371
372 tahun 2000, bekerja di industri food and beverages, tahun 2006 - 1010 konsultan senior di Polmark Indonesia, konsultan political marketing, tahun 2010 - 2012 menjadi staf khusus Kepala BNPB (Badan Nasional Penanggulangan Bencana), tahun 2012 menjadi CEO MARS Marketing Research sampai kemudian awal 2015 menjadi Direktur Business Development Tanri Abeng University. Pernah menjadi Sekjen GATARA (Garuda Tani Nusantara), Sekjen MEI - KADIN (Masyarakat Entreprenur Indonesia), dan salah satu Ketua HKTI periode 2012 - sekarang. worked in food and beverages industry, in 2006 - 1010 as a senior consultant in Polmark Indonesia, as political marketing consultant, in 2010 - 2012 he served as a special staff of BNPB Head (National Disaster Management Agency), in 2012 became CEO MARS Marketing Research until early 2015, he served as Business Development Director in Tanri Abeng University. He served as GATARA (Garuda Tani Nusantara) General Secretary, MEI - KADIN (Indonesian Entrepreneur Community) General Secretary, and one of HKTI Chairman of the period 2012-present. Apep Fajar Kurniawan - Anggota Berusia 33 tahun. Lulusan Sarjana Teologi, Tafsir Hadis Fakultas Ushuluddin dan Filsafat Universitas Islam Negeri (2006), Program (Magister Sains Bidang Pasca Sarjana Indonesia Strategi (tidak dilanjutkan) (2009), Mahasiswa Program Doktor Ilmu Politik Universitas Indonesia dan Doktor Bidang Manajemen Ilmu Pemerintahan Universitas Satyagama (2014). Karir Apep Fajar Kurniawan antara lain Angggota Dewan Pengarah Nasional - Jaringan Pemantau Pemilu Rakyat (JPPR) (2002- 2004), Direktur Program Pusat Studi Agama dan Peradaban (2006-2009), Manager Marketing Communication PT RM Book (2010-2012), Direktur Operasional PT Lintas Strategi Indonesia (2012-2013), Komisaris PT Trisula Energi (2013- 2014), Co-Founder/Tim Pendiri dan Wakil Rektor Universitas Tanri Abeng (2010-2012), Dosen Jurusan Ilmu Pemerintahan Universitas Satyagama (2014-sekarang), Pendiri dan Direktur Indonesia Student and Youth Forum (2011-sekarang), Direktur Hubungan Perusahaan Corporate Affair The Leader Magazine (2014-sekarang), Komisaris PT Melia Lintas Komunika (2014-sekarang) dan Direktur Utama PT Melia Samudera Khatulistiwa (2014-sekarang). Intelijen) Universitas Apep Fajar Kurniawan - Member Aged 33 years. Graduated from Bachelor of Islamic Theology (S.Th.I.). Tafsir Hadis Faculty of Ushuluddin and Philosophy Universitas (2006), Post Graduate Program (Master of Science in Intelligence Strategic) Universitas Indonesia (2009), Doctorate Program (did not continue) Political Science Universitas Indonesia and Doctorate in Government Studies Universitas Satyagama (2014). His careers among others are Members of Board of National Steering - People's Network for Election Monitoring (Dewan Pengarah Nasional - Jaringan Pemantau Pemilu Rakyat (JPPR)) (2002-2004), Director of Center of Religious and Civilization Studies (2006-2009), Marketing Communication Manager at PT RM Book (2010-2012), Operational Director at PT Lintas Strategi Indonesia (2012- 2013), Commissioner at PT Trisula Energi (2013-2014), Co- Founder/Pioneer Team and Vice Rector at Universitas Tanri Abeng (2010-2012), Lecturer at Political science Department Universitas Satyagama (2014-present), Founder and Director at Indonesia Student and Youth Forum (2011-present), Director of Company Relation Corporate Affair The Leader Magazine (2014-present), Commissioner at PT Melia Lintas Komunika (2014-present) and President Director at PT Melia Samudera Khatulistiwa (2014-present). Islam Negeri Rangkap Jabatan Dalam hal rangkap jabatan internal, Suahasil Nazara menjabat sebagai Komisaris, Tanri Abeng menjabat sebagai Komisaris Utama/Komisaris Independen serta Edwin Hidayat Abdullah menjabat sebagai Komisaris. Seluruh anggota Komite Nominasi dan Remunerasi tidak memiliki rangkap jabatan eksternal di luar Pertamina. Concurrent Position In the matter of internal concurrent position, Suahasil Nazara holds the positions of President Commissioner/Independent Commissioner; and Edwin Hidayat Abdullah holds the positions of Commissioner. All members of Audit Commissioner not holding the position of Commissioner do not have external concurrent position outside Pertamina.
Independensi Komite Nominasi dan Remunerasi Independency of the Nomination and Remuneration Committee Tidak ada ketentuan yang secara khusus mengatur mengenai Independensi Komite Nominasi dan Remunerasi sehingga mengacu pada ketentuan mengenai Independensi Komite Audit. There are no regulations that specifically govern the the Nomination and Remuneration independency of Committee therefore it refers to the regulations regarding Independency of the Audit Committee. Seluruh anggota Komite Nominasi dan Remunerasi berkomitmen untuk menjunjung tinggi prinsip praktik tata kelola perusahaan yang baik dengan bersikap objektif, profesional, independen. Komite Nominasi dan Remunerasi tidak akan mengambil keputusan di bawah tekanan dan intervensi dari pihak mana pun serta berkomitmen untuk menghindari adanya benturan kepentingan. Oleh sebab itu, seluruh anggota Komite Nominasi dan Remunerasi tidak memiliki hubungan afiliasi baik secara kekeluargaan dan hubungan bisnis dengan anggota Dewan Komisaris dan anggota Direksi. All members of the Nomination and Remuneration Committee commit to uphold practices of Good Corporate Governance by being professional, objective, and independent. The Nomination and Remuneration Committee will not make decisions under pressures nor have interventions from any party and commit to avoid conflict of interest. Therefore, all members of the Nomination and Remuneration Committee do not have any affiliation, either by family relation or business relation, with other members of Board of Commissioners and members of Board of Directors. Uraian Tugas dan Tanggung Jawab 1) Melakukan evaluasi atas perencanaan kegiatan Nominasi dan Remunerasi Perseroan serta kegiatan lainnya sesuai dengan Berita Acara Kesepakatan Dewan Komisaris mengenai Pembagian Tugas di antara Komite-Komite di lingkungan Dewan Komisaris. 2) Melakukan pemantauan pelaksanaan kegiatan Nominasi dan Remunerasi Perseroan serta kegiatan lainnya sesuai dengan Berita Acara Kesepakatan Dewan Komisaris mengenai Pembagian Tugas di antara Komite-Komite di lingkungan Dewan Komisaris. 3) Melakukan kajian atas efektivitas pelaksanaan kebijakan Nominasi dan Remunerasi. 3) Melakukan kajian atas efektivitas pelaksanaan kebijakan Nominasi dan Remunerasi. policies. 4) Menyediakan bahan informasi untuk keperluan Dewan Komisaris terkait kegiatan Nominasi dan Remunerasi Perseroan. rujukan dan 4) To provide reference materials and information for Board of Commissioners related to the Company's nomination and remuneration activities. 5) Memberikan masukan dan rekomendasi atas laporan Direksi mengenai kegiatan Nominasi dan Remunerasi. 6) Memberikan serta melakukan pemantauan tentang implementasi GCG di Perseroan, antara lain atas pelaksanaan asesmen GCG secara berkala oleh asesor independen, pelaksanaan whistleblowing dan hal-hal terkait kepatuhan Perusahaan terhadap ketentuan peraturan perundang-undangan yang berlaku. telaahan dan saran strategis 5) To give input and recommendation on Board of Directors reports regarding nomination and remuneration activities. 6) To make review and strategic suggestion as well as to monitor the GCG implementation in the Company, among others regarding the periodic implementation of GCG assessment by an independent assessor, whistleblowing implementation and any matters related to Company compliance with provision of applicable laws and regulations. 7) Membuat Rencana Kerja tahunan Komite Nominasi dan 7) To make annual Work Plan of Nomination and Remuneration Committee. 7) To make annual Work Plan of Nomination and Remuneration Committee. 8) Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris yang terkait dengan kegiatan Nominasi dan Remunerasi maupun tugas khusus lainnya. 8) To carry out other tasks given by the Board of Commissioners related to nomination and remuneration activities as well as other specific tasks. 9) Melaporkan hasil-hasil kerja Komite Nominasi dan 9) To report work results of Nomination and Remuneration Committee to the Board of Commissioners. 9) To report work results of Nomination and Remuneration Committee to the Board of Commissioners. Selain tugas-tugas tersebut di atas Komite Nominasi dan Remunerasi melaksanakan penugasan lainnya dari Dewan Komisaris serta membantu Komite-Komite lainnya. In addition to the above tasks, the Nomination and Remuneration Committee performs other assignments and is to assist other Committees. 373
374 Pelatihan dan Sertifikasi selama tahun 2016 Trainings and Certifications throughout 2016 Tabel Kegiatan Peningkatan Kompetensi Komite Nominasi dan Remunerasi Tahun 2016 Table of Training Programs to Improve Competency of Nomination and Remuneration Committee in 2016 No Tanggal Date Nama Anggota Member's Name Event 1 22 Februari/February 20116 Aribowo Prijosaksono, Apep Fajar Kurniawan Inhouse Training bagi Dewan Komisaris dan Anggota Komite dengan Tema "Petroleum Price Outlook 2016" dengan Narasumber: WoodMackenzie, di Kantor Dewan Komisaris di Jakarta 2 23 Februari/February 20116 Aribowo Prijosaksono, Apep Fajar Kurniawan Inhouse Training for the Board of Commissioners and members of Committee with the theme "Petroleum Price Outlook 2016" Speaker: WoodMackenzie, at the office of Board of Commissioners, Jakarta Legal Awarness Program: Pengetahuan Hukum untuk Eksekutif, dengan Narasumber: Prof, Hikmahanto Juwana, S.H, LLM, PhD, di Kantor Pusat Pertamina di Jakarta 3 15 Juni/June 20116 Aribowo Prijosaksono, Apep Fajar Kurniawan Legal Awareness Program: Legal Knowledge for the Executives. Speaker: Prof. Hikmahanto Juwana, S.H, LLM, PhD, at Pertamina head office, Jakarta Inhouse Training dengan tema "Trend Terkini dan Leading Practices Manajemen Risiko & Internal Control" di Kantor Dewan Komisaris di Jakarta Inhouse Training with the theme "Latest Trend and Leading Practices of Risk Management & Internal Control" at the office of Board of Commissioners, Jakarta 4 26 November/ November 20116 Apep Fajar Kurniawan Workshop "One Day Workshop and Discussion Kontrak Kerja, Pengupahan, Outsourcing, Perselisihan Hubungan Industri dan Sanksi Pidana Ketenagakerjaan" di Bandung Workshop "One Day Workshop and Discussion on Cooperation Contract, Payment, Outsourcing, industrial relation dispute, and Criminal Sanction of Employment" in Bandung Rapat Internal Komite Nominasi dan Remunerasi Internal Meeting of the Nomination and Remuneration Committee Kinerja Komite Nominasi dan Remunerasi Tahun 2016 Performance of the Nomination and Remuneration Committee in 2016 Internal Nama Name Jabatan Position Masa Kerja Period Served Rapat/ Meeting Hadir Attendance % Suahasil Nazara Tanri Abeng Edwin Hidayat Abdullah Aribowo Prijosaksono Apep Fajar Kurniawan Ketua merangkap Anggota Chairman Concurrently Member Wakil Ketua merangkap Anggota Vice Chairman Concurrently Member Anggota/Member Anggota/Member Anggota/Member 1 Januari - 31 Desember 1 January - 31 December 1 Januari - 31 Desember 1 January - 31 December 1 Januari - 31 Desember 1 January - 31 December 1 Januari - 31 Desember 1 January - 31 December 1 Januari - 31 Desember 1 January - 31 December 9 9 5 9 9 8 9 4 8 9 89% 100% 80% 89% 100% Pedoman Komite Nominasi dan Remunerasi Piagam Komite Nominasi dan Remunerasi merupakan pedoman umum tertulis yang mengatur organisasi, keanggotaan, kode etik, fungsi, tugas, kewenangan, dan tanggung jawab serta mekanisme kerja Komite. Guidance for the Nomination and Remuneration Committee The Nomination and Remuneration Committee Charter is a written guidance that explains organization, membership, code of ethics, function, jobs, authority, responsibility, and work mechanism of the Committee. Laporan Pelaksanaan Kegiatan Komite Nominasi dan Remunerasi 2016 - Menyiapkan usulan penyesuaian sistem remunerasi Direksi dan Dewan Komisaris tahun 2016 untuk mendapat persetujuan Rapat Umum Pemegang Saham (RUPS). Report on Execution of Activities Carried Out by Nomination and Remuneration Committee - Prepared proposal for adjustment of remuneration system for the BOD and BOC in 2016 to be approved by the General Meeting of Shareholders (GMS).
Memberikan usulan kepada RUPS mengenai gaji Direksi dan honorarium Dewan Komisaris tahun 2016 dan tantiem bagi Direksi dan Dewan Komisaris Tahun 2015. Provided proposal to the GMS regarding the salaries of the BOD and honorarium of the BOC, as well as tantiem for the BOD and BOC in 2015. Melakukan evaluasi, penelaahan dan memberikan rekomendasi atas usulan penggantian Direksi dan Komisaris Anak Perusahaan dan pejabat satu tingkat di bawah Direksi. Evaluated, reviewed and provided recommendations on the proposal of replacement of the boards of directors and commissioners of the subsidiaries and officials one level under the Board of Directors. Melakukan review, evaluasi dan pemberian rekomendasi atas Rencana Kerja Anggaran Perusahaan (RKAP) tahun 2017 dan Realisasi pencapaian RKAP 2016 atas kegiatan peningkatan SDM dan Direktorat Umum dan SDM. Reviewed, evaluated and provided recommendations on the Work Plan and Budget (RKAP) in 2017 and Realization of RKAP 2016 on the activities of human resource development and the Directorate of General Affairs and Human Resources. Melakukan review, evaluasi dan pemberian rekomendasi atas permasalahan yang terkait dengan SDM, organisasi, penerapan pengembangan SDM sesuai dengan Pedoman Kebijakan Tata Kelola Perseroan khususnya kebijakan dan Prosedur Operasi Standar di bidang Pengelolaan SDM, pengelolaan talent management, pengelolaan Knowledge Sharing, hubungan industrial dan hubungan kerja, kasus hukum dan sengketa Perusahaan. Reviewed, evaluated and provided recommendations on issues related to human resources, organization, implementation of human resource development in accordance with the GCG Codes, specifically the Policies and Standard Operating Procedures in the field of Human Resource Management, talent management, Knowledge Sharing management, industrial and employment relationships, the Company's legal cases and disputes. Melakukan rekomendasi review dan memberikan penyempurnaan Board Manual, penerapan GCG, pemutakhiran soft-structures, tindak lanjut hasil assessment GCG. Reviewed and provided the improvement of the Board Manual, GCG implementation, updating soft-structures, follow-up of the results of GCG assessments. recommendation for Melakukan monitoring dan memberikan rekomendasi atas perbaikan kebijakan Health, Safety & Environment (HSE), kebijakan manajemen mutu, kebijakan manajemen teknologi informasi, Legal, dan Pengamanan Obyek Vital. - Memberikan rekomendasi dan usulan perbaikan atas aspek pengelolaan sumber daya manusia dan struktur organisasi perusahaan berdasarkan hasil kunjungan kerja di beberapa tempat antara lain MOR-V Bali; TBBM Tasikmalaya; MOR-VII Area Pabum Lahendong, Sukabumi, MOR-II Lampung, TBBM Bandung, MOR-I Medan, MOR-VII Makasar, TBBM Manado & Ternate, Research & Development Direktorat Pengolahan; dan TBBM Manggis & Ampenan. Remunerasi Komite Nominasi dan Remunerasi Remunerasi Komite Nominasi dan Remunerasi merujuk pada Peraturan Menteri BUMN No.PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas BUMN. Kemudian ditetapkan dalam Surat Keputusan Dewan Komisaris No.009/KPTS/K/ DK/2016 tanggal 13 September 2016. Monitored and provided recommendation on improvement of Health, Safety & Environment (HSE) policy, quality management policy, information technology management policy, Legal, and Security of Strategic National Assets. Provided the improvement on human resource management and organizational structure of the Company based on the results of working visits to several places including MOR-V Bali; TBBM Tasikmalaya; MOR- VII Pabum Lahendong Area, Sukabumi, MOR-II Lampung, TBBM Bandung, MOR-I Medan, MOR-VII Makassar, TBBM Manado and Ternate, Research & Development at Refinery Directorate; and TBBM Manggis & Ampenan. recommendation and proposal on Remuneration of the Nomination and Remuneration Committee Remuneration of the Nomination and Remuneration Committee refers to the Regulation of Minister of SOE No.PER-12/ MBU/2012 dated 24 August 2012 regarding Supporting Organs of Board of Commissioners of State-Owned Enterprises, later stipulated in BOC Decision No.009/ KPTS/K/DK/2016 dated 13 September 2016. Kebijakan Suksesi Direksi Kebijakan mengenai suksesi Direksi atau pergantian Direksi di Pertamina tergantung pada kebijakan Pemerintah, yang diwakili oleh Menteri BUMN, sebagai Kuasa Pemegang Saham. Kebijakan ini mengacu pada Peraturan Menteri BUMN No.PER-16/MBU/2012 tanggal 1 Oktober 2012 tentang Perubahan Kedua atas Peraturan Menteri BUMN No.PER-01/MBU/2012 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhentian Anggota Direksi BUMN. Oleh sebab itu, Pertamina tidak memiliki kebijakan khusus internal yang mengatur tentang penentuan pergantian Direksi. Policy on Succession of Board of Directors Policy on the succession of Board of Directors or substitution of Board of Directors in Pertamina depends on Government policy, as represented by Minister of SOE with the authority of the Shareholder. The policy refers to Regulation of Minister of SOE No.PER-16/MBU/2012 dated 1 October 2012 regarding Second Amendment on Regulation of Minister of SOE No.PER-01/MBU/2012 regarding Requirements and Procedures of Assignment and Dismissal of Members of SOE Board of Directions. Therefore, Pertamina has no internal policy to govern substitution of the Board of Directors. 375
376 Komite Pemantau Manajemen Risiko Risk Management Monitoring Committee Komite Pemantau Manajemen Risiko bertanggung jawab atas evaluasi perencanaan dan pelaksanaan investasi kegiatan hulu dan hilir serta investasi di bidang lainnya berdasarkan tingkat risiko yang terukur dan selaras dengan strategi dan keekonomiannya. Komite bersifat independen. The Risk Management Monitoring Committee is responsible for planning evaluation and implementation regarding upstream and downstream investments as well as other investments in other sectors to be based on measured risk levels aligned with strategy and the economy. This committee is independent. Landasan Hukum 1) Undang-Undang No.19 Tahun 2003 tentang BUMN. 2) Undang-Undang No.40 Tahun 2007 tentang Perseroan Legal Basis 1) Law No.19 Year 2003 regarding SOEs. 2) Law No.40 Year 2007 regarding Limited Liability Terbatas. Companies. 3) Peraturan Pemerintah No.45 Tahun 2005 tentang Pendirian, Pengurusan, Pengawasan, dan Pembubaran Badan Usaha Milik Negara. 3) Government Regulation No. 45 Year 2005 on Establishment, Administrative, Supervisory, and Dissolution of State-Owned Enterprises. 4) Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 jo. No.PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada BUMN. 4) Regulation of Minister of SOE No. PER-01/MBU/2011 dated 1 August 2011 in conjunction with No.PER-09/ MBU/2012 dated 6 July 2012 regarding the Application of Good Corporate Governance in SOEs. 5) Peraturan Menteri BUMN No.PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara. 5) Regulation of Minister of SOE No.PER-12/MBU/2012 the Board of in State-Owned regarding Supporting Organs Commissioners/Supervisory Board Enterprises. to 6) Anggaran Dasar PT Pertamina (Persero) 7) Board Manual PT Pertamina (Persero). 8) Surat Menteri BUMN No.S-82/MBU/2013 perihal Persetujuan Komite dan Jumlah Anggota Komite (selain lingkungan Dewan Anggota Dewan Komisaris) di Komisaris PT Pertamina (Persero). 6) Articles of Association of PT Pertamina (Persero). 7) Board Manual of PT Pertamina (Persero). 8) Letter of Minister of SOE No.S-82/MBU/2013 regarding Approval of Committees and the Number of Committee Members (other than member of Boards of Commissioners) in the circle of Board of Commissioners of PT Pertamina (Persero). 9) Surat Sekretaris Kementerian BUMN No.S-03/S. MBU/2014 tanggal 16 Januari 2014 perihal Organ Pendukung Dewan Komisaris/Dewan Pengawas BUMN. 9) Letter of Secretary of Ministry of State-Owned Enterprises No.S-03/S.MBU/2014 dated 16 January 2014 on Supporting Organs to the Board of Commissioners/ Supervisory Board of SOEs. 10) Surat Keputusan Dewan Komisaris PT Pertamina (Persero) No.23/KPTS/K/DK/2011 tanggal 30 Desember 2011 tentang Organisasi Komisariat PT Pertamina (Persero). 10) Decision of Board of Commissioners of PT Pertamina (Persero) No. 23/KPTS/K/DK/2011 dated 30 December 2011 regarding Commissioner Organization of PT Pertamina (Persero). 11) Surat Keputusan Dewan Komisaris PT Pertamina (Persero) No.02/KPTS/K/DK/2012 tanggal 5 Januari 2012 tentang Pembentukan Komite Nominasi & Remunerasi dan Komite Pemantau Manajemen Risiko (PMR). 11) Decision of Board of Commissioners of PT Pertamina (Persero) No. 02/KPTS/K/DK/2012 dated 5 January 2012 regarding Establishment of Nomination and Remuneration Committee and Risk Management Monitoring Committee. 12) Surat Keputusan Dewan Komisaris No.005/KPTS/K/ DK/2015 tanggal 26 Mei 2015 tentang Susunan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris PT Pertamina (Persero). 13) Surat Keputusan Dewan Komisaris No.007/KPTS/K/ DK/2016 tanggal 1 Agustus 2016 dan No.010/ KPTS/K/DK/2016 tanggal 18 November 2016 tentang Perubahan Susunan Ketua dan Wakil Ketua Komite yang berasal dari Dewan Komisaris PT Pertamina (Persero). 12) Decision of Board of Commissioners No.005/KPTS/K/ DK/2014 dated 26 May 2015 regarding assignment of Committee's Chairman and Vice Chairman originated from Board of Commissioners of PT Pertamina (Persero). 13) Decision of Board of Commissioners No.007/KPTS/K/ DK/2016 dated 1 August 2016 and No. 010/KPTS/K/ DK/2016 dated 18 November 2016 regarding the Change of the Chairman Hierarchy and Committee Vice Chairman originating from Board of Commissioners of PT Pertamina (Persero).
14) Pengangkatan anggota Komite Pemantau Manajemen Risiko yang bertugas s.d 31 Desember 2016 ditetapkan dengan Surat Keputusan Dewan Komisaris No.023/ KPTS/K/DK/2015 tanggal 30 Desember 2015. 14) Assignment of members of Risk Mangement Monitoring Committee who served up to 31 December 2016 was stipulated with Decision of Board of Commissioners No.023/KPTS/K/DK/2015 dated 30 December 2015. 15) Piagam Komite Pemantau Manajemen Risiko ditetapkan dengan Surat Keputusan Dewan Komisaris No.015/ KPTS/K/DK/2016 tanggal 18 November 2016. 15) Risk Management Monitoring Committee Charter was stipulated by Decision Letter of Board of Commissioners No.015/KPTS/K/DK/2016 dated 18 November 2016. Struktur Komite Pemantau Manajemen Risiko 1) Ketua merangkap Anggota Nama: Arcandra Tahar Dasar Hukum Penunjukan: SK Dewan Komisaris No. 010/KPTS/K/DK/2016 Periode Menjabat: 18 November 2016 - 31 Desember 2016 Structure of Risk Management Monitoring Committee 1) Chairman Concurrently Member Name: Arcandra Tahar Legal Basis of Appointment: Decision Letter of the Board of Commissioners No. 010/KPTS/K/DK/2016 Period Served: 18 November 2016 - 31 December 2016 2) Wakil Ketua merangkap Anggota - Nama: Sahala Lumban Gaol Dasar Hukum Penunjukan dan Periode Menjabat telah tersajikan dalam bab Komite Audit. 2) Vice Chairman Concurrently Member - Name: Sahala Lumban Gaol Legal Basis of Appointment and Period Served are already explained in the Audit Committee Chapter Nama: Edwin Hidayat Abdullah Dasar Hukum Penunjukan dan Periode Menjabat telah tersajikan dalam bab Komite Nominasi dan Remunerasi. Name: Edwin Hidayat Abdullah Legal Basis of Appointment and Period Served are already explained in the Audit Committee Chapter 3) Member 3) Anggota Name: 1. Agus Mulyono Nama: 1. Agus Mulyono 2. Poerwo Tjahjono 3. Priyo Utomo Dasar Hukum Penunjukan: SK Dewan Komisaris No.023/KPTS/K/DK/2015 Periode Menjabat: 1 Januari 2016 - 31 Desember 2016 2. Poerwo Tjahjono 3. Priyo Utomo Legal Basis of Appointment: Decision Letter of the Board of Commissioners No.023/KPTS/K/ DK/2015 Period Served: 1 January 2016 -31 December 2016 Pengangkatan dan Pemberhentian Komite Berdasarkan Peraturan Menteri BUMN No.PER-12/ MBU/2012 tentang Organ Pendukung Dewan Komisaris/ Dewan Pengawas BUMN, Pasal 17 ayat 2, Ketua dan Anggota Komite Pemantau Manajemen Risiko diangkat dan diberhentikan oleh Dewan Komisaris/Dewan Pengawas. Assignment and Dismissal of the Committee Based on Regulation of Minister of SOE No.PER-12/ MBU/2012 regarding Supporting Organs of Board of Commissioners/Supervisory Board of State-Owned Enterprises, Article 17 paragraph 2, chairman and members of risk management monitoring committees are assigned and dismissed by boards of commissioners. Visi Komite Pemantau Manajemen Risiko Menjadi Komite yang profesional, independen dan memiliki kompetensi dalam pemantauan dan penilaian kegiatan hulu- hilir Perseroan untuk mendukung tugas dan tanggung jawab Dewan Komisaris. Vision of Risk Management Monitoring Committee To be a professional and independent Committee and to have competence in monitoring and evaluating Upstream- Downstream activities to support jobs and responsibilities of Board of Commissioners. Misi Komite Pemantau Manajemen Risiko 1. Mewujudkan pengawasan yang optimal atas kegiatan hulu-hilir Perseroan sesuai RKAP dan RJPP termasuk Visi, Misi dan Tata Nilai yang terkandung di dalamnya agar tercapai sasaran yang telah ditetapkan. Missions of the Risk Management Monitoring Committee 1. To realize optimum supervision regarding the Company's upstream-downstream activity in accordance with RKAP and RJPP including its Vision, Mission, and Values, in order to achieve goals. 2. Menyiapkan rekomendasi, saran, nasehat dan dorongan Dewan Komisaris secara akurat dan tepat sasaran (applicable) dalam rangka pelaksanaan tugas kepada 2. To prepare recommendation, support, advice, and motivation to the Board of Commissioners in an accurate and applicable manner in the frame of executing 377
378 Direksi dan jajarannya untuk tercapainya sasaran dan peningkatan kualitas kegiatan hulu-hilir Perseroan. assignments to the Board of Directors and employees, in order to achieve the goals and quality improvement of the Company's upstream-downstream activities. 3. Mewujudkan peningkatan keyakinan kepada Rapat Umum Pemegang Saham bahwa Perseroan selalu berupaya mengelola kegiatan hulu-hilir secara baik. 3. To realize improvement of trust by the General Meeting of Shareholders that the Company has endeavored to manage well the upstream-downstream activities. Profil Ketua dan Anggota Komite Pemantau Manajemen Risiko Profiles of Chairman and Members of Risk Management Monitoring Committee Arcandra Tahar - Ketua Profil Arcandra Tahar dapat dilihat pada bagian profil Dewan Komisaris. Arcandra Tahar - Chairman Profile of Arcandra Tahar can be seen in the Board of Commissioners Profile Section Sahala Lumban Gaol - Wakil Ketua Profil Sahala Lumban Gaol dapat dilihat pada bagian profil Dewan Komisaris. Sahala Lumban Gaol - Vice Chairman Profile of Sahala Lumban Gaol can be seen in the Board of Commissioners Profile Section Dewan Komisaris. Edwin Hidayat Abdullah - Wakil Ketua Profil Edwin Hidayat Abdullah dapat dilihat pada bagian profil Dewan Komisaris. Edwin Hidayat Abdullah - Vice Chairman Profile of Edwin Hidayat Abdullah can be seen in the Board of Commissioners Profile Section. Agus Mulyono - Anggota Berusia 63 tahun dan berdomisili di Jakarta. Beliau diangkat berdasarkan Surat Keputusan Dewan Komisaris No.023/KPTS/K/ DK/2015. Beliau adalah Lulusan Diploma jurusan Geothermal Energy Technology, The University of Auckland New Zealand, Sarjana Geologi Universitas Gadjah Mada, sebagai pekerja Yogyakarta. Karirnya Pertamina dimulai pada 1981 sebagai Exploration Geologist di Divisi Geothermal Exploration Direktorat EP, Geothermal Scientist in Exploration di Departemen Geothermal, Geothermal Business Planing & Evaluation, Anggota Komite Hulu dan Anggota Komite Pemantau Manajemen Risiko Dewan Komisaris PT Pertamina (Persero) periode 2010- 2015, Konsultan Freelance Bidang Bisnis Panas Bumi pada PT Han Wi Envirosolution International, Project Advisory dan Geothermal Scientist Counter Part of PT Parama Gardita Indonesia, the Seulawah Agam Geothermal Project. Agus Mulyono - Member Aged 63 years and domiciled in Jakarta. He is assigned based on Decision Letter of Board of Commissioners No.009/KPTS/K/ DK/2015. He graduated as a Diploma from Department of Geothermal Energy Technology, The University of Auckland New Zealand, Geology Bachelor of Gadjah Mada University, Yogyakarta. His career in Pertamina started in 1981 as Exploration Geologist in Geothermal Exploration Directorate EP Division, Geothermal Business Planning & Evaluation, Member of upstream Committee, and Member of Risk Management Monitoring Committee Board of Directors PT Pertamina (Persero) period 2010- 2015, Freelance Consultant in Geothermal Business Sector at PT Han Wi Envirosolution International, Project Advisory and Geothermal Scientist Counter Part of PT Parama Gardita Indonesia, the Seulawah Agam Geothermal Project. Poerwo Tjahjono - Anggota Berusia 60 tahun dan berdomisili di Jakarta. Beliau diangkat berdasarkan Surat Keputusan Dewan Komisaris No.023/KPTS/K/ DK/2015. Beliau adalah lulusan Fakultas jurusan Akuntansi Universitas Ekonomi Padjadjaran - Bandung (1984) dan Program Pascasarjana Ilmu Manajemen Universitas Gadjah Mada (1999). Karirnya sebagai pekerja Pertamina tahun 1986 melalui Program Bimbingan Sarjana Akuntansi tahun1985, Staf Keuangan Pertamina Daerah Kalimantan (1992), Kepala Keuangan Daerah Operasi EP Sangatta (1995), Manager Pengembangan ERP (2005) yang sebelumnya anggota Proyek Implementasi SAP. Tahun 2006 menjabat Kepala Divisi Kontroler, kemudian jurusan Poerwo Tjahjono - Member Jakarta. Aged 60 years, domiciled Assigned based on Decision Letter of Board of Commissioners No.017/KPTS/K/ DK/2015. He graduated from Economics Faculty, Accounting Department, University of Padjadjaran - Bandung (1984) and Post Graduate Program, Management Science Department, Gadjah Mada University (1999). He started working in Pertamina in 1986 through Accountant Bachelor Guiding Program in 1985, Finance Staff of Pertamina, Kalimantan Area (1992), Finance Head of EP Sangatta Operation Area (1995), ERP Development Manager (2005) who previously was a member of SAP Implementation Project. In 2006 served as Controller Division in
sebagai Vice President Keuangan Hilir (2007), Vice President Perencanaan Strategik (2008) dan Senior Vice President Controller (2011). Staf Masa Purna Karya (2012) dan Juni 2012 sebagai Anggota Komite Audit PT Pertamina Hulu Energi sampai dengan medio 2015. Head, then as Downstream Finance Vice President (2007), Strategic Planning Vice President (2008) and senior Vice President Controller (2011). A Retirement Period Staff (2012) and in June 2012 as a member of Audit Committee of PT Pertamina Hulu Energi up to the mid of 2015. Priyo Utomo - Anggota Berusia 62 tahun dan berdomisili di Jakarta. Beliau diangkat berdasarkan Surat Keputusan Dewan Komisaris No.023/KPTS/K/ DK/2015. Beliau lulus dari Fakultas Teknik Kimia Universitas Pembangunan Nasional "Veteran" - Yogyakarta (1980). Karirnya sebagai Pekerja PT Pertamina (Persero) dengan jabatan terakhir sebagai Senior Vice President of Business Development, Direktorat (1982-2011) dan Direktur Pengolahan Utama PT Banten Bay Refinery (PT BBR), Anak Perusahaan Pertamina (kerja sama antara Pertamina/Indonesia - NORDC/Iran - Petrofield/Malaysia). Priyo Utomo - Member Aged 62 years. Domiciled in Jakarta. He is assigned based on Decision Letter of Board of Commissioners No.023/KPTS/K/ DK/2015. He graduated from Faculty of Chemistry Science Universitas Pembangunan Nasional "Veteran" - Yogyakarta (1980). His career in PT Pertamina (Persero): recent position being Senior Vice President of Business Development, Refinery Directorate (1982-2011) and President Director of PT Banten Bay Refinery (PT BBR), a subsidiary (a cooperation between of Pertamina Pertamina/Indonesia - NORDC/Iran - Petrofield/Malaysia). Rangkap Jabatan Komite Pemantau Manajemen Risiko Dalam hal rangkap jabatan internal, Arcandra Tahar menjabat sebagai Wakil Komisaris Utama, Sahala Lumban Gaol dan Edwin Hidayat Abdullah menjabat sebagai Komisaris. Seluruh anggota Komite Pemantau Manajemen Risiko tidak memiliki rangkap jabatan eksternal di luar Pertamina. Concurrent Position of Monitoring Committee In the matter of internal double position, Arcandra Tahar holds the positions of Vice Commissioner, Sahala Lumban Gaol and Edwin Hidayat Abdullah hold the positions of Commissioner. All members of Audit Commissioner do not have external concurrent position outside Pertamina. the Risk Management Independensi Komite Pemantau Manajemen Risiko Ketentuan yang khusus mengatur mengenai Independensi Komite Pemantau Manajemen Risiko turut mengacu pada ketentuan mengenai Independensi Komite Audit. secara Independency of the Risk Management Monitoring Committee Regulations that specifically govern the independency of the Risk Management Monitoring Committee also refer to the regulations regarding Independency of Audit Committee. Seluruh anggota Komite Pemantau Manajemen Risiko berkomitmen untuk menjunjung tinggi prinsip praktik tata kelola perusahaan yang baik dengan bersikap objektif, profesional, independen. Komite Pemantau Manajemen Risiko tidak akan mengambil keputusan di bawah tekanan dan intervensi dari pihak mana pun serta berkomitmen untuk menghindari adanya benturan kepentingan. Oleh sebab itu, seluruh anggota Komite Pemantau Manajemen Risiko tidak memiliki hubungan afiliasi baik secara kekeluargaan dan hubungan bisnis dengan anggota Dewan Komisaris dan anggota Direksi. All members of the Risk Management Monitoring Committee commit to uphold practices of Good Corporate Governance by being professional, objective, and independent. The Risk Management Monitoring Committee will not make decisions under pressure nor have interventions from any party and commit to avoid conflict of interest. Therefore, all members of the Risk Management Monitoring Committee do not have any affiliation, either by family relation or business relation, with other members of Board of Commissioners and members of Board of Directors. Uraian Tugas dan Tanggung Jawab Tugas Komite Pemantau Manajemen Risiko meliputi: a. Melakukan evaluasi atas perencanaan kegiatan hulu-hilir Description of Task and Responsibilities The jobs descriptions of the Risk Management Monitoring Committee include: a. Evaluating the planning of upstream-downstream activities perusahaan (RJPP/RKAP). (RJPP/CBP). b. Melakukan pemantauan pelaksanaan kegiatan hulu- hilir Perusahaan berdasarkan rencana atau anggaran (RJPP/RKAP) dan analisis hasil atas kegiatan hulu-hilir Perusahaan. b. Monitoring the implementation of upstream-downstream activities of the Company under the plan or budget (RJPP/ CBP) and the analysis of results regarding the upstream- downstream activities of the Company. 379
380 c. Melakukan evaluasi atas perencanaan investasi kegiatan hulu-hilir dan tingkat risiko yang terukur dan selaras dengan strategi serta keenomiannya. c. Evaluating the planning of upstream-downstream investment activities and that the risk levels are measurable and aligned with strategy and economy. d. Melakukan pemantauan pelaksanaan investasi kegiatan hulu-hilir dan analisis hasil investasi. e. Melakukan kajian atas efektivitas pelaksanaan kebijakan investasi kegiatan hulu-hilir dan pengurusan Perseroan dari aspek manajemen risiko. d. Evaluating the implementation of the investment activities of the upstream-downstream and analysis of investment results. e. Reviewing implementation of the investment policy of the upstream-downstream activities and the management of the Company from risk management perspectives. the effectiveness of the f. Menyediakan bahan informasi untuk keperluan Dewan Komisaris terkait kegiatan hulu-hilir Perseroan. rujukan dan f. Providing reference materials and information for the Board of Commissioners related to upstream-downstream activities of the Company. g. Memberikan masukan dan rekomendasi (advisory) atas laporan Direksi mengenai kegiatan hulu-hilir Perusahaan. g. Providing inputs and recommendation (advisory) on Board of Directors reports on the activities upstream and downstream of the Company. h. Membuat rencana kerja tahunan Komite Pemantau h. Making annual work plan for the Risk Management Manajemen Risiko. Monitoring Committee. i. Melaksanakan tugas lain yang diberikan oleh Dewan terkait dengan kegiatan hulu-hilir Komisaris yang Perusahaan. i. Carrying out other duties assigned by the Board of the upstream-downstream to Commissioners related activities of the Company. j. Melaporkan hasil-hasil kerja Komite kepada Dewan j. Reporting the results of work of the Committee to the Komisaris. Board of Commissioners. Selain tugas-tugas tersebut di atas, Komite Pemantau Manajemen Risiko melaksanakan penugasan lainnya dari Dewan Komisaris serta membantu Komite-komite lainnya. In addition to the tasks mentioned above, the Risk Management Monitoring Committee carries out other assignments from the Board of Commissioners as well as assist other committees. Pelatihan dan Sertifikasi Komite Pemantau Manajemen Risiko Training and Certification of the Risk Management Monitoring Committee Tabel Kegiatan Peningkatan Kompetensi Komite Pemantau Manajemen Risiko Tahun 2016 Table of Training Program to Improve Competency of Risk Management Monitoring Committee in 2016 No Tanggal Date Nama Anggota Member's Name Event 1 2 3 22 Februari 2016 22 February 2016 23 Februari 2016 23 February 2016 15 Juni 2016 15 June 2016 Agus Mulyono, Poerwo Tjahjono, Priyo Utomo Poerwo Tjahjono, Priyo Utomo Agus Mulyono, Poerwo Tjahjono, Priyo Utomo Inhouse Training bagi Dewan Komisaris dan Anggota Komite dengan Tema "Petroleum Price Outlook 2016" dengan Narasumber : WoodMackenzie, di Kantor Dewan Komisaris di Jakarta Inhouse Training for the Board of Commissioners and members of Committee with the theme "Petroleum Price Outlook 2016" Speaker: WoodMackenzie, at the office of Board of Commissioners, Jakarta Legal Awarness Program : Pengetahuan Hukum untuk Eksekutif, dengan Narasumber : Prof. Hikmahanto Juwana, S.H., LLM, PhD, di Kantor Pusat Pertamina di Jakarta Legal Awareness Program: Legal Knowledge for the Executives. Speaker: Prof. Hikmahanto Juwana, S.H., LLM, PhD, at Pertamina head office, Jakarta Inhouse Training dengan tema "Trend Terkini dan Leading Practices Manajemen Risiko & Internal Control" di Kantor Dewan Komisaris di Jakarta Inhouse Training with the theme "Latest Trend and Leading Practices of Risk Management & Internal Control" at the office of Board of Commissioners, Jakarta Rapat Internal Komite Pemantau Manajemen Risiko Internal Meeting of the Risk Management Monitoring Committee Nama Name Jabatan Position Masa Kerja Period Served Rapat/ Meeting Internal Hadir Attendance % Widhyawan Prawiraatmadja Ketua merangkap Anggota Chairman Concurrently Member 1 Janunari - 14 November 1 Janunary - 14 November 7 6 86% Arcandra Tahar Ketua merangkap Anggota Chairman Concurrently Member 14 November - 31 Desember 14 November - 31 December 1 0 0% Sahala Lumban Gaol Wakil Ketua merangkap Anggota Vice Chairman Concurrently Member 1 Janunari - 31 Desember 1 Janunary - 31 December 8 7 88%
Internal Nama Name Jabatan Position Masa Kerja Period Served Rapat/ Meeting Hadir Attendance % Edwin Hidayat Abdullah Wakil Ketua merangkap Anggota Vice Chairman Concurrently Member 1 Agustus - 31 Desember 1 August - 31 December 4 0 0% Agus Mulyono Anggota/Member 1 Janunari - 31 Desember 1 Janunary - 31 December 8 8 100% Poerwo Tjahjono Anggota/Member 1 Janunari - 31 Desember 1 Janunary - 31 December 8 8 100% Priyo Utomo Anggota/Member 1 Janunari - 31 Desember 1 Janunary - 31 December 8 8 100% Pedoman Komite Pemantau Manajemen Risiko Piagam Komite Pemantau Manajemen Risiko merupakan pedoman umum tertulis yang mengatur organisasi, keanggotaan, kode etik, fungsi, tugas, kewenangan, dan tanggung jawab serta mekanisme kerja Komite. Guidance for Risk Management Monitoring Committee The Risk Management Monitoring Committee Charter is a written guidance that explains organization, membership, code of ethics, function, jobs, authority, responsibility, and work mechanism of the Committee. Laporan Pelaksanaan Kegiatan Komite Pemantau Manajemen Risiko 2016 - Memberikan rekomendasi atas perbaikan pengelolaan berdasarkan hasil pemantauan dan evaluasi atas kinerja bulanan dan triwulanan atas kegiatan operasional dan pelaksanaan investasi dalam Rencana Kerja dan Anggaran Perseroan (RKAP) Tahun 2016. Report on Execution of Activities Carried Out by Risk Management Monitoring Committee in 2016 - Provided recommendations on improving management based on the results of monitoring and evaluation on the monthly and quarterly performance of operational and investments activities stated in the Company's Work Plan and Budget (RKAP) 2016. Melakukan pemantauan, evaluasi dan memberikan rekomendasi atas kegiatan Direktorat Hulu, Pengolahan, Pemasaran, Fungsi ISC, Gas dan Energi Baru Terbarukan, HSSE, dan pelaksanaan kegiatan investasi strategis. Melakukan review, penelahaan atau memberikan rekomendasi persetujuan atas proyek-proyek dan rencana investasi strategis pada RKAP Tahun 2016 antara lain Proyek Towuti, Tondano, Blue Bird, Way Ratai, Agathis, Sarangan, Toba, Semayang, Maninjau, Orca-2 dan Ranau. - Melakukan review, penelaahan atau memberikan rekomendasi persetujuan divestasi atas beberapa proyek antara lain Proyek Tessa, dan West Glagal Kambuna. - Melakukan pemantauan dan penelaahan terhadap kebijakan dan penerapan manajemen risiko Perusahaan secara terintegrasi. Monitored, evaluated and provided recommendations on activities of the Upstream, Refinery, Marketing, ISC Function, Gas and New Renewable Energy, and HSSE Directorates, and implementation of strategic investment. - Conducted reviews, studies and provided recommendation for approval of projects and strategic investment plan in RKAP 2016 including Towuti, Tondano, Blue Bird, Way Ratai, Agathis, Sarangan, Toba, Semayang, Maninjau, Orca-2 and Ranau projects.
Reviewed, studied, and provided recommendation for approval of the divestment of several projects such as Project Tessa, and West Glagal Kambuna. Monitored and reviewed policies and implementation of integrated risk management. Melakukan kajian risiko atas pelaksanaan Rencana Kerja dan Anggaran Investasi tahun 2016 dalam rangka pencapaian target laba 2016. Memberikan rekomendasi atas pengelolaan beberapa proyek strategis berdasarkan hasil kunjungan lapangan antara lain di RU-V & TBBM Balikpapan, Proyek Investasi Hilir di Jawa Tengah, MOR-VII, Aset di Area Lahendong, TBBM Malang, Geothermal Kamojang dan Proyek Karaha, Prabumulih, Aset di Tarakan Bunyu, Research & Development Direktorat Pengolahan, Fasilitas Perkapalan di Tanjung Priok, MOR I dan Pipa Arun Belawan. Conducted risk assessment on the implementation of investments in the Work Plan and Budget 2016 in order to achieve profit targets in 2016. Provided recommendations on the management of several strategic projects based on the results of field visits, among others the RU-V & TBBM Balikpapan, Downstream Projects Investment in Central Java, MOR-VII, Assets in Lahendong Area, TBBM Malang, Geothermal Kamojang and Project Karaha, Prabumulih, Assets in Tarakan Bunyu, Research & Development of the Refinery Directorate, Shipping facilities at Tanjung Priok, MOR I and Pipes Arun Belawan.
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382 Remunerasi Komite Pemantau Manajemen Risiko Remuneration of the Risk Management Monitoring Committee Remunerasi Komite Pemantau Manajemen Risiko merujuk pada Peraturan Menteri BUMN No.PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas BUMN. Kemudian ditetapkan dalam Surat Keputusan Dewan Komisaris No.009/KPTS/K/ DK/2016 tanggal 13 September 2016. Remuneration of the Risk Management Monitoring Committee refers to the Regulation of Minister of SOE No.PER-12/ MBU/2012 dated 24 August 2012 regarding Supporting Organs of Board of Commissioners of State-Owned Enterprises, later stipulated in BOC Decision No.009/ KPTS/K/DK/2016 dated 13 September 2016. Sekretaris Dewan Komisaris Board of Commissioners' Secretary Sekretaris Dewan Komisaris PT Pertamina (Persero) diangkat dan bertanggung jawab kepada Dewan Komisaris. Sekretaris Dewan Komisaris saat ini dijabat oleh Yuki Indrayadi yang diangkat berdasarkan Surat Keputusan Dewan Komisaris PT Pertamina (Persero) No.003/KPTS/K/DK/2016 tanggal 18 Mei 2016, dengan masa tugas sejak tanggal 1 Juni 2016 hingga 31 Mei 2019. The Secretary to the Board of Commissioners in PT Pertamina (Persero) is assigned by and responsible to Board of Commissioners. The Secretary to the Board of Commissioners is currently held by Yuki Indrayadi, who was assigned based on the BOC Decision of PT Pertamina (Persero) No.003/ KPTS/K/DK/2016 dated 18 May 2016, starting from 1 June 2016 up to 31 May 2019. Profil Sekretaris Dewan Komisaris Profile of Secretary to the BOC Yuki Indrayadi (44 tahun) Berkewarganegaraan Indonesia, lahir di Bandung dan kini berdomisili di Jakarta. Beliau lulus dari Fakultas Teknik Industri ITB, Bandung (1996), Katholieke Universiteit Leuven, Belgia (M.Eng - 1998) dan Katholieke Universiteit Leuven, Belgia (Ph.D - 2002). Beliau mengawali karir sebagai dosen paruh waktu di Swiss German University - BSD (2005 - sekarang), Anggota Komite Independen PT Semen Indonesia Tbk (2013- 2016), Sekretaris Dewan Komisaris PT Telkom Indonesia Tbk (2008-2013), Managing Director PT Quant Capital Management - Jakarta (2008), dan SVP Research PT Infinite Global Kapital, Jakarta (2007-2008) dan Field Engineer di Schlumberger Wireline & Testing (1996-1997). Pelatihan yang diikuti beliau selama 2016, salah satunya adalah Training Risk Management di di Jakarta. Yuki Indrayadi (Aged 44 years) Indonesian nationality, born in Bandung and domiciled in Jakarta. He graduated from the Faculty of Industrial Engineering ITB, Bandung (1996), Katholieke Universiteit Leuven, Belgium (M.Eng - 1998) and the Katholieke Universiteit Leuven, Belgium (Ph.D - 2002). He began his career as part-time lecturer at the Swiss German University - BSD (2005 - present), member of the Independent Committee of PT Semen Indonesia Tbk (2013-2016), Secretary to the Board of Commissioners of PT Telkom Indonesia Tbk (2008-2013), Managing Director of Quant Capital Management - Jakarta (2008), and SVP Research at PT Infinite Global Capital, Jakarta (2007 to 2008) and Field Engineer in Schiumberger Wireline & Testing (1996-1997). One training he took in 2016 was Training in Risk Management, in Jakarta.
Tugas Sekretaris Dewan Komisaris Berdasarkan Peraturan Menteri BUMN No.PER-12/ MBU/2012 Pasal 4, tugas Sekretaris Dewan Komisaris adalah: • Mempersiapkan rapat, termasuk bahan rapat (briefing Tasks of Secretary to Board of Commissioners Based on Regulation of Minister of SOE No.PER-12/ MBU/2012 Article 4, the tasks of Secretary to the Board of Commissioners are as follows: To prepare BOC meetings, including meeting material (briefing sheet). To prepare BOC meetings, including meeting material (briefing sheet). Membuat risalah rapat Dewan Komisaris sesuai ketentuan To make Minutes of Meetings of BOC meetings in accordance with the Articles of Association. To make Minutes of Meetings of BOC meetings in accordance with the Articles of Association. Mengadministrasikan dokumen Dewan Komisaris, baik surat masuk, surat keluar, risalah rapat maupun dokumen lainnya. To administer Board of Commissioners documents, including incoming letters, outgoing letters, minutes of meetings and other documents. Menyusun Rancangan rencana kerja dan anggaran To prepare drafts of work and budget plan for the Board of Commissioners. To prepare drafts of work and budget plan for the Board of Commissioners. Menyusun Rancangan laporan-laporan Dewan Komisaris. • Melaksanakan tugas lain dari Dewan Komisaris. • Memastikan bahwa Dewan Komisaris mematuhi peraturan perundang-undangan serta menetapkan prinsip-prinsip GCG. To prepare report drafts for the Board of Commissioners. • To perform other tasks from the Board of Commissioners. • To ensure that the Board of Commissioners complies with laws and regulations as well as complies with the GCG principles. Memberikan informasi yang dibutuhkan oleh Dewan Komisaris secara berkala dan/atau sewaktu-waktu apabila diminta. To provide information required by the Board of Commissioners periodically and/or at any time as requested. Mengkoordinasikan anggota Komite, jika diperlukan dalam rangka memperlancar tugas Dewan Komisaris. • Sebagai penghubung (liaison officer) Dewan Komisaris To coordinate members of Committees, if necessary, in order to expedite Board of Commissioners duties. As liaison officer for Board of Commissioners and other parties. As liaison officer for Board of Commissioners and other parties. Memastikan dokumen penyelenggaraan kegiatan di lingkungan Dewan Komisaris tersimpan dengan baik di Perusahaan. To ensure that the documents of organizational activities in Board of Commissioners circle are well maintained in the Company. Pelaksanaan Tugas Sekretaris Dewan Komisaris Implemetation of Secretary to BOC Tasks Selama melaksanakan hal-hal berikut: • Menyiapkan bahan tahun 2016 Sekretaris Dewan Komisaris (briefing sheet) Dewan Komisaris sesuai yang diperlukan untuk rapat Dewan Komisaris. rapat During 2016, the Secretary to the Board of Commissioners implemented the following: • Prepared briefing sheets for the Board of Commissioners as necessary to be used in BOC meetings. Membuat risalah rapat Dewan Komisaris sesuai ketentuan Anggaran Dasar setelah pelaksanaan rapat Dewan Komisaris. Dalam pembuatan risalah, apabila diperlukan maka Sekretaris Dewan Komisaris berkoordinasi dengan anggota Komite dan pihak Direktorat yang terkait. Prepared minutes of meetings the Board of Commissioners in accordance with the Articles of Association after BOC meetings. In creating the minutes of meeting, if necessary, the Secretary to the BOC worked together with members of Committees and relevant Directorates. for Menyimpan dokumen Dewan Komisaris, baik surat masuk, surat keluar, risalah rapat maupun dokumen lainnya dalam Sistem Informasi Sekretariat Dewan Komisaris, baik dalam bentuk softcopy (hasil scan dokumen) dan berupa hardcopy. Khususnya untuk dokumen risalah rapat Dewan Komisaris, sesuai AD maka dokumen asli telah diserahkan kepada Direksi (cq Sekretaris Perseroan untuk disimpan, sedangkan Sekretariat Dewan Komisaris menyimpan salinan dokumen dimaksud). Storing documents for the Board of Commissioners, both incoming mail, outgoing mail, minutes of meetings and other documents in the Secretariat of Information Systems of the Board of Commissioners, both in softcopy (scanned documents) and hardcopy forms. Specifically for the minutes of meetings for the Board of Commissioners, according to the Articles of Association, the original documents were submitted to the Board of Directors (cq Corporate Secretary to be stored, while the Secretariat of the Board of Commissioners kept a copy of the document). Untuk triwulan kedua 2016, Sekretaris Dewan Komisaris telah berkoordinasi dengan komite-komite dan pihak lain dalam rangka menyusun konsep laporan rutin Dewan Komisaris kepada Menteri BUMN selaku RUPS, antara lain berupa Laporan Realisasi Pencapaian KPI Dewan For the second quarter of 2016, the Secretary to the Board of Commissioners coordinated with committees and other parties to draft Board of Commissioners regular reports to the Minister of SOE as the GMS, which included KPI Achievement Realization Report of the Board 383
384 Komisaris dan Realisasi Pencapaian sasaran RKAP s.d. triwulan kedua tahun 2016. Di samping itu, Sekretaris Dewan Komisaris juga memfasilitasi pembuatan laporan- laporan lain sesuai dengan kebutuhan Dewan Komisaris. of Commissioners and Actual Achievement of Working Plan and Budget of Company (RKAP) targets until the second quarter of 2016. In addition, the Secretary to the Board of Commissioners also facilitated the creation of other reports in accordance with BOC needs. Memastikan bahwa Dewan Komisaris mematuhi peraturan perundang-undangan serta menetapkan prinsip-prinsip GCG dengan berkoordinasi dengan Komite-Komite untuk hal-hal yang besifat teknis dan mengkoordinasikan Sekretariat Dewan Komisaris untuk hal-hal yang lebih bersifat administratif. Ensured that the Board of Commissioners complies with laws and regulations and established GCG principles in coordination with Committees for matters that are technical, and coordinated with the Secretariat of the Board of Commissioners for matters that are more administrative. Memberikan informasi yang dibutuhkan oleh Dewan Komisaris secara berkala dan/atau sewaktu-waktu apabila diminta. Hal ini dapat dilakukan secara formal dengan penyampaian memorandum atau dengan mekanisme informal, baik melalui pelaporan langsung, ataupun menggunakan sarana elektronik lainnya. Provided the Board of Commissioners periodically and/or at any time if required. This was done formally with the submission of memoranda or by informal mechanisms, either through direct reporting, or using other electronic means. information needed by Melakukan koordinasi antar anggota komite jika diperlukan dalam rangka memperlancar tugas Dewan Komisaris. Hal terutama untuk pembahasan/penyelesaian permasalahan yang bersifat lintas komite, antara lain seperti pembahasan usulan revisi Board Manual, Code of Conduct, Code of Corporate Governance, Corporate Dashboard. ini Coordinated with committee members if necessary in order to facilitate the tasks of the Board of Commissioners. This was mainly done for discussion/resolution of problems across committee lines, among others were the discussion of the proposed revisions to Board Manual, Code of Conduct, Code of Corporate Governance, Corporate Dashboard. Bertindak sebagai penghubung (liaison officer) Dewan Komisaris dengan pihak lain, antara lain dengan Direksi, pemegang saham dan instansinya (Kementerian BUMN) serta para pemangku kepentingan lainnya sesuai dengan penugasan Dewan Komisaris. Acting as a liaison between Board of Commissioners and other parties, among others, with the Board of Directors, shareholders and their agencies (Ministry of SOE) and other stakeholders in accordance with the assignment of the Board of Commissioners. Memastikan dokumen penyelenggaraan kegiatan di lingkungan Dewan Komisaris tersimpan dengan baik di Perusahaan dengan menggunakan Sistem Informasi Sekretariat Dewan Komisaris. Ensured that records of Board of Commissioners activities were stored properly in the Company by using Information Systems of the Secretary to the Board of Commissioners. Pelatihan Sekretaris Dewan Komisaris Pelatihan yang diikuti oleh Sekretaris Dewan Komisaris adalah inhouse training dengan tema "Trend Terkini dan Leading Practices Manajemen Risiko & Internal Control, pada 15 Juni 2016 di Kantor Dewan Komisaris, Jakarta. Training for Secretary to Board of Commissioners Training followed by Secretary to the Board of Commissioners was Inhouse Training with the theme "Latest Trend and Leading Practices of Risk Management & Internal Control" on 15 June 2016 at the office of the Board of Commissioners, Jakarta.
Sekretaris Perusahaan Corporate Secretary Dasar Hukum Penunjukan Pembentukan Sekretaris Perusahaan Pertamina mengacu pada Keputusan Menteri BUMN No.KEP-117/M-MBU/2002 tentang Penerapan Praktik Good Corporate Governance pada Badan Usaha Milik Negara. Legal Base of Appointment The establishment of Corporate Secretary in PT Pertamina refers to the Decree of Minister of SOE No.KEP-117/ M-MBU/2002 regarding Application of Good Corporate Governance in State Owned Enterprises. Profil Sekretaris Perusahaan Profile of the Corporate Secretary Wisnuntoro - Sekretaris Perusahaan Berkewarganegaraan Indonesia, beliau lahir di Solo pada 28 Desember 1960 dan kini berdomisili di Jakarta, Indonesia. Menjabat sebagai Sekretaris Perusahaan sejak 13 Agustus 2015 hingga sekarang berdasarkan SK No.Kpts.P-215/ C00000/2015-S8. Beliau meraih gelar Sarjana jurusan Ekonomi dari Universitas Gadjah Mada (1984) dan Magister Manajemen dari Universitas Gadjah Mada (2000). Karir di Pertamina dimulai sejak 1986 dan sebelum diangkat sebagai Sekretaris Perusahaan menjabat sebagai VP Aviation, Direktorat Pemasaran & Niaga (2012-2015). Sebelumnya, beliau menjabat sebagai General Manager UPMS II Palembang, General Manager UPMS IV Semarang dan General Manager UPMS I Medan dan juga pernah menjabat sebagai Direktur Utama PT Pertamina Training & Consulting yang merupakan salah satu anak perusahaan PT Pertamina (Persero). Wisnuntoro - Corporate Secretary An Indonesian nationality, Wisnuntoro was born in Solo on 28 December 1960 and now domiciles in Jakarta, Indonesia. He has served as the Corporate Secretary since 13 August 2015 until now, based on SK No.Kpts.P-215/ C00000/2015-S8. Wisnuntoro achieved his Bachelor degree from Faculty of Economy Faculty, Gadjah Mada University (1984) and Master of Management from Gadjah Mada University (2000). His career in Pertamina began since 1986 and before his assignment as the Corporate Secretary, he served as the Aviation VP, Directorate of Marketing and Commercial (2012-2015). Previously, he served as the General Manager Marketing Unit II Palembang, General Manager Marketing Unit IV Semarang and General Manager Marketing Unit I Medan. He also served as the President Director of PT Pertamina Training & Consulting, which is one of the subsidiaries of PT Pertamina (Persero). Pengangkatan dan Pemberhentian Sekretaris Perusahaan Pengangkatan Sekretaris Perusahaan berdasarkan SK Direktur Utama No. Kpts.P-215/C00000/2015-S8 tanggal 13 Agustus 2015. Assignment and Dismissal of Corporate Secretary Assignment and Dismissal of Corporate Secretary is based on the Decree of President Director No.Kpts.P-215/ C00000/2015-S8 dated 13 August 2015. 385
386 Uraian Tugas dan Tanggung Jawab Job Descriptions and Responsibilities 1. Menentukan dan menetapkan strategi komunikasi korporat baik ke dalam maupun ke luar untuk membentuk dan meningkatkan citra dan reputasi Pertamina di mata pemangku kepentingan. 1. To define and establish a corporate communication strategy both inside and outside, to shape and enhance the image and reputation of Pertamina in the eyes of stakeholders. 2. Mengarahkan, memonitor, dan mengevaluasi relasi dengan stakeholder perusahaan yang terdiri dari pemegang saham, bondholders/investor keuangan, pemerintah, legislatif, judiciary, NGO, TNI, POLRI, kedutaan besar, pemangku kepentingan internasional, dan memastikan Board kesetaraan Management dengan pemangku kepentingan terkait, untuk membangun, menjaga, dan meningkatkan kredibilitas dan reputasi positif korporasi serta memajukan kepentingan Pertamina. protokoler 2. To steer, monitor, and evaluate relations with the the Company, which consist of stakeholders of investors, bondholders/financial shareholders, government, judiciary, NGOs, military, police, embassies, international stakeholders; and to ensure equal precedence of the Board Management with relevant stakeholders; to build, maintain, and enhance the credibility and positive reputation of the corporation as well as advancing the interests of Pertamina. legislature, 3. Memutuskan dan menentukan strategi CSR & SMEPP Pertamina yang efektif dan tepat sasaran bagi masyarakat, khususnya sekitar wilayah operasi Perusahaan, dan meningkatkan kemampuan usaha kecil agar menjadi tangguh dan mandiri, sehingga memberikan nilai tambah bagi Perusahaan. 4. Menentukan dan mengendalikan yang berkaitan dengan dukungan kepada aktivitas Direksi dan Dewan Komisaris, termasuk pengelolaan administrasi dan kesekretariatan Direktur Utama. kegiatan 3. To decide and determine that Pertamina's CSR & SMEPP strategies are effective and appropriate for the community, especially around the area of the Company operations, and improve the ability of small businesses in order to be strong and independent, thus providing added value to the Company. 4 To determine and control related activities to support to the activities of the Board of Directors and the Board of Commissioners, including handling the administration and secretarial matters of the President Director. 5. Mengelola ketersediaan data dan informasi Pertamina 5. To manage the availability of Pertamina's data and untuk kepentingan stakeholder eksternal. information for the benefit of external stakeholders. 6. Mengelola aktivitas di Fungsi Corporate Secretary yang berhubungan dengan kepatuhan di dalam Perusahaan dan meyakinkan bahwa para pekerja di Corporate Secretary memenuhi peraturan internal Perusahaan serta perundangan yang berlaku. 6. To manage activities of the Corporate Secretary Functions related to compliance within the Company and to ensure that employees in the Corporate Secretary follow the Company's internal regulations and laws. 7. Mengelola dan pertanggungjawaban anggaran di lingkungan Corporate Secretary sesuai otorisasi Perusahaan. perencanaan, penggunaan, 7. To manage the planning, use, and accountability of the budget in the Company's Corporate Secretary and that they comply with the Company's authority. 8. Mengelola perencanaan, penempatan dan pembinaan 8. To manage the planning, placement and training of the employees within the Corporate Secretary. 8. To manage the planning, placement and training of the employees within the Corporate Secretary. 9. Menyusun dan menyampaikan laporan pengelolaan Corporate Secretary secara periodik kepada Direktur Utama. 9. To periodically prepare and submit reports on management of the Corporate Secretary to the President Director. Program Pelatihan dan Pengembangan Kompetensi Pada 2016, Sekretaris Perusahaan mengikuti beberapa pelatihan dan pengembangan kompetensi yaitu: 1. 15th International Energy Forum di Algeria pada Training and Competence Development Program In 2016, the Secretary of the Company participated in several training and competence development programs: 1. 15th International Energy Forum in Algeria on 26-28 September 2016 26-28 September 2016 2. Workshop Sustaining The Rebalance in Southeast Asia, CNAS di Washington D.C., USA pada 20 Mei 2016 2. Workshop. Sustaining the Rebalance in Southeast Asia, CNAS in Washington D.C., USA on 20 May 2016 Kinerja 2016 Corporate Communication • Pencapaian berita positif 69% dari total keseluruhan berita selama satu semester sebesar 39.874 berita. • Pencapaian berita positif tersebut tidak lepas dari upaya meningkatkan berita positif Perusahaan dengan: Menerbitkan 291 Press Release selama tahun 2016. Corporate Communication Performance in 2016 • Achievement of positive news; 69% of the total news for one semester amounted to 39,874 news. Achievement of positive news could not be separated from the efforts to improve the positive news of the by ways of: - Issuing 291 press releases during 2016.
Melaksanakan media briefing, workshop dan press conference sebanyak 74 kali.
Implementing media briefings, workshops and press conferences as much as 74 times. Press visit 69 kali yang meliputi press visit kegiatan peresmian proyek operasional dan bisnis perusahaan. Conducting 69 press visits, including the press visit to inauguration activities of operational projects and the Company's business. Membina hubungan dengan media massa melalui penyelenggaraan Anugerah Jurnalis Pertamina (AJP) 2016, 2 kali gathering pemimpin redaksi media nasional, 3 kali editor gathering dan gathering jurnalis setiap bulannya. Meningkatkan publikasi Pertamina dengan memfasilitasi wawancara Direksi dengan media massa sebanyak 13 kali. Developing good relationships with the media through conducting Anugerah Pertamina Journalists (AJP) 2016, 2 times gatherings of national media chief editors, 3 times gathering of editors, and a monthly gathering of journalists. Improving publications of Pertamina by facilitating interviews between the media and the Directors as much as 13 times.
Publikasi melalui portal BUMN mencapai 3.633 berita Publication through SOE's portal reached 3,633 news in 1 year out of 3,000 news target. Publication through SOE's portal reached 3,633 news in 1 year out of 3,000 news target. Total Media Internal yang diterbitkan selama 2016 yakni Total Media Internal issued in 2016 was 52 Energia Weekly, 13 insertions and three booklets. Total Media Internal issued in 2016 was 52 Energia Weekly, 13 insertions and three booklets. Service level rata-rata layanan Contact Pertamina Service level of Pertamina's average service contact was up to 96% per month. Service level of Pertamina's average service contact was up to 96% per month. Melaksanakan sebanyak 23 event internal sepanjang 23 events were held throughout 2016. tahun 2016 Penggunaan channel komunikasi internal dengan melakukan publikasi berupa 188 pesan (running text), 56 pesan (email broadcast), 9 pesan (digital display) dan 444 pesan (public addressor). Using internal communication channel by publishing 188 messages (running text), 56 messages (email broadcast), 9 messages (digital display) and 444 messages (public addressor). Berpartisipasi dalam beberapa pameran baik di Luar Negeri seperti LNG 18, Baghdad International Fair, Pameran Indonesia Fair Perth, Pameran Indonesia Aljazair dan dalam negeri seperti IPA, Climate Change, IBD Expo, WIEF, Pameran di Terminal 3 Bandara Soekarno Hatta, WREC, Hari Listrik Nasional Participated in several exhibitions abroad, for instance LNG 18, Baghdad International Fair, Exhibition Indonesia Fair Perth, Indonesia Algeria Exhibition; and domestic exhibitions such as IPA, Climate Change, IBD Expo, WIEF, exhibition at Terminal 3 of Soekarno Hatta, WREC, National Electricity Day. Melaksanakan Event Corporate Image seperti Pertamina Days, Lomba Logo HUT, Lamborghini Livery Contest (mendapatkan penghargaan Pinasthika Award 2016 untuk kategori web desain Lamborghini Livery Contest) Lamborghini Simulator Challenge,Bareng Bareng Mudik, Nonton Bareng Rio Haryanto, Eco Run. Conducting Corporate Image Events, such as Pertamina Day, Anniversary Logo Contest, Lamborghini Livery Contest (awarded Pinasthika Award 2016 for the category of web design Livery Contest Lamborghini) Lamborghini Simulator Challenge, Bareng Bareng Mudik (Homecoming Together), Watching Live Rio Haryanto, Eco Run. Melakukan riset brand dan reputasi. Hasil dari riset brand dan reputasi adalah 4,26 (skala Likert). Nilai ini diperoleh dari pengukuran corporate brand awareness, image, dan engagement. • Mensosialisasikan penggunaan dan pedoman pengaplikasian logo perusahaan. Conducting research on brand and reputation. The result of the research was 4.26 (Likert scale). This value was obtained from the measurement of corporate brand awareness, image, and engagement. Socializing guidelines for the use and application of the company logo. Melakukan produksi dan penayangan TVC, Print Ad, Tellop, dan Infografis di media cetak, televisi ataupun online, sebanyak 101 produk. Creating production and making delivery of TVC, Print Ad, Tellop, and infographics in print media, television or online, as many as 101 products. Memproduksi company profile, pedoman logo HUT ke- 59, desain logo Indonesia Health Corporation, Hymne Universitas Pertamina dan Anthem Super Senam HUT 59 Pertamina Berpartisipasi dalam seperti sponsor sponsorship Rio Haryanto, dan kegiatan sponsorship regular lainnya. terprogram Producing company profile, guidelines for the 59th Anniversary logo, and Indonesia Health Corporation logo, creating Pertamina University Hymn, Anthem for Super Gymnastics to the Pertamina 59th anniversary. • Participating in programmed sponsorship, such as Rio Haryanto sponsorship, and other regular sponsorship activities. Melaksanakan sebanyak lebih dari 260 kali pertemuan dengan investors/bondholders baik tatap muka maupun melalui media elektronik (email, conference call). More than 260 meetings with investors/bondholders were conducted, either face to face or through electronic media (e-mail, conference calls). 387
388 Melaksanakan Global Investor Earnings Call sebanyak 4 Conducting 4 times Global Investor Earnings Call. kali. Menerbitkan sebanyak 51 artikel Investor Market Insight. • Penyusunan Annual Report dan Sustainability Report untuk tahun buku 2015 telah diselesaikan pada pertengahan tahun 2016. Publishing 51 articles of Investor Market Insight. • Annual Report and Sustainability Report for financial year 2015 was completed by mid 2016. Melakukan Pengembangan Investor Relation Information System Versi 2.0 yang merupakan sistem database berbasis web untuk pencatatan dan pengelolaan data serta interaksi dengan stakeholders. Stakeholder Relations • Government Stakeholder Relation: Workshop Management dengan Humas Unit dan Anak Perusahaan, Membina Hubungan dengan Pemerintahan Pusat dan Daerah, Konsolidasi dengan BUMN Strategis (KAI, PLN, PELNI, dan sebagainya), FGD tentang penyesuaian harga product (sosialisasi), Pertamina Energy Forum 2016, FGD RUU Migas. Total kegiatan Government Relation yang dilakukan selama 2016 sebanyak 110 kali. Conducting Development Investor Relations Information System Version 2.0, which is a web-based database system for recording and managing data and interaction with stakeholders. Stakeholder Relations • Government Relations: Workshop on Stakeholder Management with the Public Relations Unit and Subsidiary, Fostering Relationships with the Central Government and the Regions, Consolidation with SOE Strategic (KAI, PLN, Pelni, etc.), FGD on price adjustments product (socialization), Pertamina Energy Forum 2016, FGD on Oil and Gas Bill (RUU Migas). The total Government Relations activities undertaken during 2016 were as much as 110 times. Legislatif dan Yudikatif Relation:Sharing Session dengan Sekjen DPR RI, Gathering dengan Sekretariat dan TA DPR RI (komisi VI, VII, XI), Kunker/RDP, Pembuatan Buku Saku (product Knowledge dan proses bisnis Pertamina), Update Mapping Stakeholder (komisi VI, VII, IX, XI), FGD RUU Migas untuk legislatif dengan total kegiatan selama 2016 sebanyak 45 kali. Legislative and Judicial Relations: Sharing Session with Secretary General of the House of Representatives, Gathering with the Secretariat and the TA Parliament (Commission VI, VII, XI), Visits (Kunker)/RDP, Creating Handbook (Product Knowledge and business processes of Pertamina), Update Mapping Stakeholder (Commission VI , VII, IX, XI), FGD on Oil and Gas Bill to the legislature. There were 45 activities carried out during 2016. NGO, TNI & POLRI Relation berupa Gathering dengan Stakeholder untuk mapping Issue, Sarasehan dengan intelektual muda. Pengawalan RUU Migas, Pertamina Energizing Campuses, Pembinaan hubungan baik dengan TNI dan POLRI dan Kerja sama dengan YLKI. Total kegiatan dengan NGO yang dilakukan sepanjang 2016 sebanyak 22 kegiatan. NGOs, the military and police: Gathering Stakeholder Relations for mapping Issue, Meeting with young intellectuals. Supervising the Oil and Gas Bill, Pertamina Energizing Campuses, fostering good relations with the military and police and cooperating with YLKI. There were 22 activities with NGO conducted during 2016. Shareholder RUPS RKAP 2017, Penyelenggaraan RUPS LTTB 2015, Penyelenggaraan RUPS Luar Biasa, Data and Information Update, Pengelolaan Program Lapor (Layanan Aspirasi & Pengaduan Online Rakyat), Shareholder and Business Support, Mapping Issues Business Area, Performance Quartal Report kepada Shareholder, Sinergi BUMN dan Shareholder Communication Management. Total kegiatan yang dilaksanakan dalam rangka mendukung kegiatan shareholder engagement selama 2016 sebanyak 425 kegiatan. Relations: Penyelenggaraan Shareholder Relations: Implementation of GMS CBP in 2017, Implementation of GMS LTTB 2015, Implementation of Extraordinary General Meeting, Data and Information Update, Management Programs Report (People Service Aspirations & Complaints Online), Shareholder and Business Support, Mapping Issues Business Area, Performance Quarter Report to shareholders, SOE Synergy and Shareholder Communication Management. Total activities undertaken in support of shareholder engagement activities during 2016 were as much as 425 activities.
Pembinaan Hubungan kepada Stakeholder International dilakukan melalui metode hadir dalam undangan atau partisipasi lain dalam kegiatan yang dilaksanakan stakeholder internasional baik tatap muka maupun melalui media elektronik (email, conference call).
International Stakeholder Relations Development was done through various methods as in coming to invitations or other method of participations in the activities exhibited by international stakeholders, either face to face or through electronic media (e-mail, conference calls). Memfasilitasi Kunjungan Tamu Stakeholders Internasional Korporat dengan cara koordinasi, fasilitasi, menjadi frontliner akses komunikasi untuk perluasan bisnis Perusahaan ke luar negeri. Facilitating International Stakeholders Corporate Guest Visits by means of coordination, facilitation, and becoming frontline for communication access for the Company's business expansion abroad. Konsolidasi Unit/AP untuk International Business Exposure membuat Mapping Kepentingan Bisnis Perusahaan di Internasional, membangun dan mengelola hubungan dengan stakeholder internasional sebanyak 21 kali. • Penyelenggaraan Workshop Lintas Institusi dilaksanakan setelah pemetaan serta kategorisasi kepentingan bisnis internasional. Consolidation Unit/AP for International Business Exposure: Creating Mapping Interests in International Business Companies, building and managing relationships with international stakeholders as much as 21 times. Cross-Institution Implementation Workshop was held after mapping and categorizing international business interests. Partisipasi pada Event Stakeholders Internasional melalui metode hadir dalam undangan atau berpartisipasi pada event yang dilaksanakan stakeholder internasional. Pelaksanaan Domestic and International Site Visit. Participating in the International Stakeholders Events by coming to invitations or other method of participations in the activities exhibited by international stakeholders. Implementation of Domestic and International Site Visit.
Wujud Komunikasi Internal Komunikasi internal berperan untuk menciptakan komunikasi yang baik antara Direksi dan pekerja, sehingga pesan- pesan penting manajemen dapat tersampaikan dengan baik. Selain itu, komunikasi internal juga bermanfaat untuk melakukan sinergi program bersama Direktorat lain, dengan Unit Operasi dan Anak Perusahaan guna membangun "One Pertamina One Brand" melalui program-program internal. Program yang dilakukan antara lain Town Hall Meeting (pelaksanaan 2 kali selama 2016) yang menyampaikan kebijakan Direksi kepada seluruh pekerja Pertamina, kegiatan Kartini Berbagi saat peringatan Hari Kartini, kegiatan Safari Ramadhan, kegiatan Volunteer Pertamina Olimpiade Sains, kegiatan HUT ke-59 Pertamina. Realization of Internal Communication The role of internal communications is to create good communication between the Directors and employees, so that important messages from the management can be delivered well. In addition, internal communication is also beneficial to create synergy of the programs with other Directorate, Unit Operations and Subsidiaries to build "One Pertamina One Brand" through internal programs. Programs carried out included a Town Hall Meeting (executed two times during 2016), which conveyed the policies of Board of Directors to all employees Pertamina, "Kartini Berbagi" activity during the commemoration of Kartini Day, Safari Ramadhan, Pertamina Science Olympiad Volunteer, and activities for Pertamina's 59th anniversary. Berdasarkan survei yang dilakukan pada Januari - Maret 2016 (Triwulan I), nilai kepuasan layanan pelaksanaan event, supervisi dan pemenuhan permintaan MC adalah 4,51 (Sangat Puas). Adapun nilai kepuasan layanan April - Juni 2016 (Triwulan II) adalah 4,05 (Puas). Kemudian nilai kepuasan layanan Juli - September 2016 sebesar 4,46 (Sangat Puas) dan Oktober - Desember 2016 sebesar 4,673 (Sangat Puas). Secara keseluruhan, nilai layanan kepuasan pelanggan untuk Komunikasi Internal adalah 3,90 (Puas). Based on surveys conducted in January - March 2016 (the first quarter), the event's satisfaction service score, supervision and compliance to the MC's request was 4.51 (Very Satisfactory). The value of service satisfaction from April to June 2016 (the second quarter) was 4.05 (Satisfactory). Then the value of service satisfaction from July to September 2016 amounted to 4.46 (Very Satisfactory) and from October to December, 2016 amounted to 4.673 (Very Satisfactory). Overall, the value of customer satisfaction service for Internal Communication was 3.90 (Satisfactory). Penggunaan saluran komunikasi internal dimanfaatkan secara maksimal dengan melakukan publikasi internal melalui email broadcast, running text, lobby display, digital billboard dan public announcement. Pelaksanaan email broadcast rata- rata per bulan adalah sebanyak 250-300 email broadcast dengan jumlah maksimal 10 email broadcast/hari. Publikasi running text selama 2016 tercatat sebanyak 188 kali, penayangan digital display rata-rata per bulan sebanyak 25- 30 video, sedangkan untuk public announcement sebanyak 444 kali selama 2016. The use of internal communication channels was optimally utilized by conducting internal publications via email broadcast, running text, lobby displays, digital billboards and public announcement. Implementation of email broadcast on average per month is as much as 250-300 emails broadcast, approximately 10/day broadcast maximum. Publication of running text during 2016 were 188 times, viewing of digital display per month were 25-30 videos of average, while for the public announcement there were as much as 444 times during 2016. 389
390 Wujud Komunikasi Eksternal Realization of External Communication Dalam rangka membangun komunikasi kepada pihak eksternal, Pertamina melalui Fungsi Corporate Communication memiliki beberapa wujud komunikasi eksternal, antara lain sebagai berikut: 1. Komunikasi media massa Perusahaan melalui Fungsi Corporate Communication tentang bisnis dan kinerja memberikan perusahaan kepada media massa. informasi In order to establish communication with external parties, Pertamina through Corporate Communication Functions has some methods of external communication, among others, are as follows: 1. Mass Media Communication Company the Corporate Communications function provides information about the business and the Company's performance to the mass media. through 2. Website Perusahaan 2. Company's Website Perusahaan memiliki situs resmi perusahaan yang memuat informasi profil perusahaan, bisnis perusahaan, siaran pers, pengumuman lowongan pekerjaan, pengumuman lelang perusahaan, hubungan investor, dan tanggung jawab sosial perusahaan. Selama 2016, kunjungan situs Pertamina mencapai 6.054.177. Angka kunjungan ini menempatkan situs perusahaan di peringkat 560 Alexa (nasional) dan 31.391 (internasional). The company has company's official website containing information of company profile, corporate businesses, press releases, job vacancy announcements, announcement of auction, investor relations, and social responsibilities. In 2016, site visits were 6.054.177. The number puts the site in the position 560 Alexa ranking (national) and 31,391 (international). 3. Media Sosial 3. Social Media Perusahaan memiliki akun resmi sebagai berikut: Twitter: @PTPERTAMINA Facebook: @ptpertaminapersero Instagram: @pertaminaind Youtube PT PERTAMINA The Company owns the following official accounts: Twitter: @PTPERTAMINA Facebook: @ptpertaminapersero Instagram: @pertaminaind Youtube PT PERTAMINA Awareness netizen terhadap akun media sosial diukur dari jumlah Visit, Like, Follow, Subscribe, dan Retweet. Selama 2016, awareness netizen terhadap media sosial Pertamina mencapai 805.828 klik. Citizens awareness to the social media accounts was measured by the number of Visit, Like, Follow, Subscribe, and Retweet. In 2016, awareness of the Pertamina's social media reached 805,828 clicks. 4. Informasi melalui portal Kementerian BUMN rutin Secara Fungsi Corporate Communication mengunggah informasi perusahaan yang dapat diakses publik di portal Kementerian BUMN, Di tahun 2016, Fungsi Corporate Communication telah mengunggah 3.633 artikel. 5. Contact Pertamina Sebagai bentuk layanan perusahaan kepada masyarakat, Fungsi Corporate Communication diberi tugas untuk mengelola contact center yang bernama Contact Pertamina. Bentuk layanan yang diberikan Contact Pertamina antara lain pemberian informasi, penanganan keluhan, promosi produk, dan pesan antar Bright Gas. Saluran-saluran yang disediakan bagi masyarakat untuk mengakses Contact Pertamina mencakup: Telepon: 1 500 000 SMS: 08159500000 Email: Facebook: @ptpertaminapersero 4. SInformation through the website of the Ministry of SOEs Corporate Communication Function routinely uploaded company information which was accessible publicly on the website of the Ministry of SOEs, In 2016, Corporate Communications Function uploaded 3,633 articles. 5. Pertamina's Contacts As a form of service to the public, the Corporate Communication Functions is given the task to manage the contact center, namely Contact Pertamina. Services provided by Contact Pertamina include information, handling complaints, product promotion, and home delivery of Bright Gas. The channels provided for the public to access Contact Pertamina are: Phone: 1 500 000 SMS: 08159500000 Email: Facebook: @ptpertaminapersero Di tahun 2016, service level (pelayanan kontak masuk melalui telepon) Contact Pertamina mencapai 86,5% dalam 20 detik dari target 85% dalam 20 detik. Penyelesaian masalah dalam kontak pertama (tanpa eskalasi) mencapai 99% dari target 80%. Sedangkan kepuasan pelanggan mencapai 88,20% dari target 75%. In 2016, the service level (service from contact by phone) of Contact Pertamina reached 86.5% within 20 seconds from the target of 85% within 20 seconds. Problem solving during the first contact (without escalation) reached 99% of the 80% target. Customer satisfaction reached 88.20% of the 75% target.
Korespondensi dengan Pihak Regulator Correspondence with Regulators Sepanjang 2016, PT Pertamina (Persero) telah melakukan korespondensi dengan pihak regulator melalui Corporate Secretary dengan rincian sebagai berikut: Throughout 2016, PT Pertamina (Persero) conducted correspondence with regulators through the Corporate Secretary with the following details: No Instansi/Agency No Surat/Letter Number Tanggal/Date Perihal/About 1 Direktur Jenderal Migas Kementerian ESDM Directorate General of Oil and Gas Ministry of Energy and Mineral Resources 040/N00000/2016-S0 28 Januari 2016 28 January 2016 Tindak Lanjut Pengelolaan Museum Gawitra Follow-up on the Management of Museum Gawitra 2 Direktur Biodiesel Direktorat Jenderal Energi Baru Terbarukan dan Konservasi Energi Kementerian ESDM Director of Biodiesel Directorate General of Renewable Energy and Energy Conservation of the new Ministry of Energy and Mineral Resources 049/N00000/2016-S0 4 Februari 2016 4 February 2016 Permohonan Dukungan Kegiatan Sosialisasi Pemanfaatan Biodiesel 20% Request for Support on the Socialization of 20% Biodiesel Utilization 3 Asisten Deputi Bidang Usaha Energi Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 102/N00000/2016-S0 19 Februari 2016 19 February 2016 Penyampaian Dokumen Pelaksanaan RUPS Tahunan Tahun Buku 2015 Implementation of Annual General Meeting Submission Document 2015 4 Direktur Jenderal Migas KESDM Directorate General of Oil and Gas Ministry of Energy and Mineral Resources 125/N000000/2016-S0 2 Maret 2016 2 March 2016 Konfirmasi Ketersediaan Data Command Center (War Room) Confirming Data Availability of Command Center (War Room) 5 Asisten Deputi Bidang Usaha Energi Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 145/N00000/2016-S0 10 Maret 2016 10 March 2016 Undangan Rapat Teknis RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) Invitation to Technical meeting to the GMS of annual report 2015 PT Pertamina (Persero) 6 Asisten Deputi Bidang Usaha Energi Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 165/N00000/2016-S0 17 Maret 2016 17 March 2016 Undangan Rapat Teknis RUPS Laporan Tahunan Tahun Buku 2015 PT Pertamina (Persero) Invitation to Technical meeting to the GMS of annual report 2015 PT Pertamina (Persero) 7 Asisten Deputi Bidang Usaha Energi Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 179/N00000/2016-S0 23 Maret 2016 23 March 2016 Revisi Undangan Rapat teknis RUPS laporan tahunan Tahun Buku 2015 PT pertamina (Persero) Revision of the Invitation to Technical meeting to the GMS of annual report 2015 PT Pertamina (Persero) 8 Sekretaris Jenderal Kementerian ESDM Secretary General of the Ministry of Energy and Mineral Resources 219/N00000/2016-S0 19 April 2016 19 April 2016 Penyampaian Jawaban Tertulis Rapat Kerja Kementerian ESDM dan Komisi VII DPR RI tanggal 12 April 2016 Submission of written answers of Working Meeting of the Ministry of Energy and the Commission VII of the House of Representatives dated 12 April 9 Asisten Deputi Bidang Usaha Energi Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 428/N00000/2016-S0 16 Agustus 2016 16 August 2016 Undangan Rapat Pembahasan Kinerja Semester I Tahun 2016 Invitation to the Discussion Meeting of Performance in First Half of 2016 10 Deputi Bidang Infrstruktur Bisnis Kementerian BUMN/Deputy of the Business Infrastructure Ministry of SOEs 535/N00000/2016-S0 02 November 2016 02 November 2016 Undangan Pameran Terpadu Indonesia Aljazair Invitation to the Integrated Exhibition Indonesia Algeria Direktur dana Kegiatan Pendidikan (LPDP) Kementerian Keuangan Director of Education Activity fund (LPDP) Ministry of Finance 474/N00000/2016-S0 19 September 2016 19 September 2016 Tanggapan atas Permohonan Sebagai Narasumber Pembekalan bagi Penerima Beasiswa Pendidikan Indonesia Lembaga Pengelola Dana Pendidikan Response to the Request for an interviewee in Briefing for Indonesian Education Scholarship Receiver Institution of Education Fund Management 11 Sekretaris Jenderal Kementerian ESDM Secretary General of the Ministry of Energy and Mineral Resources 529/N00000/2016-S0 28 September 2016 28 September 2016 Pengiriman Perwakilan pada 14th Regional JODI Training Workshop dari Kementerian Energi dan Sumber Daya Mineral Sending Representative to the 14th Regional JODI Training Workshop of the Ministry of Energy and Mineral Resources 12 Deputi Bidang Infrstruktur Bisnis Kementerian BUMN Deputy of the Business Infrastructure Ministry of SOEs 535/N00000/2016-S0 28 September 2016 28 September 2016 Undangan Pameran Terpadu Indonesia Aljazair Invitation to the Integrated Exhibition Indonesia Algeria 13 Asisten Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 543/N00000/2016-S0 08 November 2016 08 November 2016 Undangan Rapat Teknis RUPS RKAP Tahun 2017 PT Pertamina (Persero) Invitation to the Technical Meeting RUPS RKAP Year 2017 PT Pertamina (Persero) 391
392 No Instansi/Agency No Surat/Letter Number Tanggal/Date Perihal/About 14 Asisten Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 568/N00000/2016-S0 17 November 2016 17 November 2016 Undangan Rapat Teknis RUPS RKAP Tahun 2017 PT Pertamina (Persero) Invitation to the Technical Meeting RUPS RKAP Year 2017 PT Pertamina (Persero) 15 Sekretaris Jenderal Kementerian ESDM Secretary General of the Ministry of Energy and Mineral Resources 578/N00000/2016-S0 22 November 2016 22 November 2016 Undangan Rapat Kerja Menteri ESDM dengan Komisi VII DPR RI Invitation to the Working Meeting of the Ministry of Energy and the Commission VII of the House of Representatives 16 Sekretaris Jenderal Kementerian ESDM Secretary General of the Ministry of Energy and Mineral Resources 597/N00000/2016-S0 30 November 2016 30 November 2016 Nama Anggota TIM Pembahasan Harga Gas, Geothermal dan Power Purchase Agreement Names of Team Members for Discussion on Gas prices, Geothermal and Power Purchase Agreement 17 Direktur Pembinaan Program Migas Direktorat Jenderal Minyak dan Gas Bumi Kementerian ESDM Director of Program Development of Oil and Gas Directorate General of Oil and Gas Ministry of Energy and Mineral Resources 598/N00000/2016-S0 30 November 2016 30 November 2016 Penunjukan Anggota Tim Harga Minyak Mentah Appointment of Members for Crude Oil Prices Team 18 Asisten Deputi Bidang Usaha Energi, Logistik, Kawasan dan Pariwisata I Kementerian BUMN Assistant Deputy for Energy Logistics, Region and Tourism I Ministry of SOEs 605/N00000/2016-S0 01 Desember 2016 01 December 2016 Undangan Rapat Teknis RUPS RKAP Tahun 2017 PT Pertamina (Persero) Invitation to the Technical Meeting RUPS RKAP Year 2017 PT Pertamina (Persero) 19 Kepala Badan Penelitian dan Pengembangan Energi dan Sumber Daya Mineral Kementerian ESDM Head of Research and Development of Energy and Mineral Resources Ministry of Energy and Mineral Resources 668/N00000/2016-S) 23 Desember 2016 23 December 2016 Permohonan Beasiswa CSR PT Pertamina (Persero) PT Pertamina (Persero)'s CSR Scholarship Application Corporate Communications Corporate Communications Tugas & Tanggung Jawab VP Corporate Communications 1. Ditunjuk Sekretaris Perusahaan sebagai juru bicara Duties and Responsibilities of VP Corporate Communications 1. Appointed by Company Secretary as a Company Perusahaan. spokesman. 2. Menentukan dan menetapkan strategi komunikasi internal yang efektif dan efisien dalam rangka penyebaran informasi Perusahaan kepada stakeholder internal secara cepat dan akurat dan menjembatani komunikasi dua arah antara pimpinan Pertamina dengan pekerja Pertamina. 2. Define and establish effective and efficient internal communication strategy in order to spread information to the Company's internal stakeholders in a rapid and accurate manner, and to bridge the two-way communication between Pertamina top level leaders and Pertamina employees. 3. Menentukan dan menetapkan strategi dan kebijakan pengelolaan komunikasi (One Pertamina One Voice) untuk mendukung program kerja fungsi bisnis di dalam Perusahaan melalui berbagai saluran komunikasi internal, Media Massa, Contact Pertamina, website dan akun media sosial korporat. 4. Menentukan dan menetapkan strategi pembangunan dan pemeliharaan merk korporat (corporate brand development) yang selaras dengan visi, misi Perusahaan termasuk program-program strategis Perusahaan untuk mendukung peningkatan citra dan reputasi Perusahaan. 3. Define and establish communication strategies and management policies (One Pertamina One Voice) to support the work program of business functions within the Company through various internal communication channels, Mass Media, Contact Pertamina, website and the corporate's social media accounts. 4. Define and establish development strategy and maintenance of corporate brands (corporate brand development) that is aligned with the vision and mission of the Company including the Company's strategic programs to support the improvement of the image and reputation of the Company. 5. Mengatur dan membina hubungan dengan media massa melalui berbagai kegiatan yang bertujuan untuk mensosialisasikan pesan-pesan inti yang menunjang pencapaian tujuan Perusahaan. 5. Organize and maintain relations with the mass media through various activities aimed at socializing core messages that support the achievement of corporate goals. 6. Melakukan manajemen krisis yang responsif di bidang komunikasi untuk mendukung penanggulangan krisis yang terjadi di Perusahaan. 6. Conduct responsive crisis management in the field of communication to support crisis management in the Company. 7. Menyusun dan menyampaikan laporan pengelolaan Corporate Communication secara periodik kepada Corporate Secretary. 7. Periodically prepare and submit management reports of Corporate Communications to Corporate Secretary.
Hubungan dengan Media Relations with the Media Dalam rangka meningkatkan citra dan reputasi positif Pertamina, Fungsi Corporate Communication secara aktif menjalin komunikasi dan membina hubungan dengan media massa. Adapun bentuk-bentuk pembinaan hubungan dengan media massa antara lain: • Penyelenggaraan konferensi pers In order to improve the positive image and reputation of Pertamina, Corporate Communication Function actively keeps communication and builds relationships with the media. As for other forms of engagement with the media, among others are: Organizing press conferences Konferensi pers diselenggarakan untuk menyampaikan pernyataan resmi dari pihak manajemen atas perusahaan atau juru bicara selaku perwakilan top management. Press conferences are organized to convey official statement from the management of the Company as a representative or a spokesman to represent top level management. Pembuatan dan diseminasi siaran pers Preparation and dissemination of press releases Perusahaan menerbitkan siaran pers untuk menyebarkan informasi kepada media massa mengenai bisnis dan kinerja Perusahaan. The Company issue press releases to disseminate information to the media regarding the Company's business and performance. Penyelenggaraan press visit Organizing press visits Secara berkala Fungsi Corporate Communication memfasilitasi kunjungan jurnalis media massa ke lokasi operasi perusahaan untuk melihat langsung, membuat tulisan tentang bisnis dan operasional Perusahaan. • Penyelenggaraan media workshop dan media briefing Media workshop dan media briefing bertujuan untuk memberikan informasi mengenai bisnis dan kinerja Perusahaan kepada media massa. • Penyelenggaraan media roadshow Periodically Corporate Communication Function facilitates mass media journalists visit to the site of the company's operations so that they can write live-report articles about the business and operations of the Company. • Organizing media workshops and media briefings Media workshop and media briefing aim to provide information about the business and the Company's performance to the mass media. Conducting media roadshows Secara berkala Fungsi Corporate Communication memfasilitasi kunjungan dan pertemuan Direksi dengan pemimpin redaksi media massa. Penyelenggaraan Anugerah Jurnalistik Awards Periodically, Corporate Communication Function facilitates visits and meetings between editor-in-chiefs of the media with the Board of Directors. • Conducting Journalism Awards Kegiatan tahunan yang diselenggarakan Perusahaan sebagai bentuk apresiasi dan pembinaan terhadap jurnalis media massa. This annual event is held by the Company as a token of appreciation and as a method of learning for the journalists. Pemberitaan Di tahun 2016, Corporate Communication telah menerbitkan 291 siaran pers. Pemberitaan yang dilakukan oleh Pertamina diklasifikasikan menjadi tiga metode, yaitu cetak (10.392 berita), siaran (3.787 berita) dan internet (25.633 berita). Secara keseluruhan, sekitar 68,92% nada berita yang terpublikasikan adalah positif, 30,52% bernada netral dan 0,52% bernada negatif. In The News In 2016, Corporate Communication published 291 press releases. News reports on Pertamina are classified into three methods, namely print (10.392 articles), broadcast (3.787 news) and internet (25.633 articles). Overall, approximately 68.92% news tone is positive, 30.52% neutral and 0.52% negative. Stakeholder Relations Guna mendukung bisnis Pertamina selaras dengan strategi perusahaan, pengelolaan hubungan baik Perseroan dengan stakeholder kunci diarahkan untuk terbinanya hubungan baik dan sinergis dengan lembaga pemerintahan dan non-pemerintahan, parlemen, komunitas pasar uang, baik di dalam maupun di luar negeri dengan tetap menjunjung kredibilitas Perseroan. Stakeholder Relations To make the business of Pertamina align with corporate strategy, relations between the Company with key stakeholders are geared toward good relationship and synergy with government agencies and non-governmental, parliamentary, financial markets, both at home and abroad, while at the same time still uphold the credibility of the Company. Pembinaan hubungan baik dengan stakeholder Perseroan dilaksanakan baik oleh jajaran manajemen di kantor pusat maupun manajemen Perseroan di unit-unit operasi berdasarkan prinsip-prinsip tata kelola perusahaan yang baik (GCG) dalam rangka membangun, menjaga, dan meningkatkan kredibilitas dan reputasi positif korporasi serta memajukan kepentingan Pertamina. Fostering good relationships with the Company's stakeholders is implemented either by the management at headquarters or by the Company's management in the operating units based on the principles of Good Corporate Governance (GCG) in order to build, maintain, and enhance the credibility and positive reputation of the Company as well as advancing the interests of Pertamina. 393
394 Fungsi Stakeholder Relations yang berada dalam Sekretaris Perusahaan berperan untuk menjadi proactive Strategic Business Partner yang kredibel, andal, dan menghasilkan nilai tambah nyata bagi Perusahaan secara berkesinambungan. One of the functions of the Corporate Secretary is that of Stakeholder Relations, a proactive Strategic Business Partner that is credible, reliable, and able to produce real added value to the Company on an on-going basis. CSR dan SMEPP Bagi Pertamina, pelaksanaan jawab sosial perusahaan (Corporate Social Responsibility/CSR) memiliki tujuan utama untuk memastikan bahwa kepentingan sosial dari berbagai kelompok pemangku kepentingan Pertamina dapat dipenuhi secara tepat dan proporsional, terutama masyarakat yang berada di sekitar lingkungan kerja Perseroan. Beberapa peraturan yang menjadi acuan Pertamina dalam menjalankan fungsi CSR diantaranya adalah: 1. UU No.40 Tahun 2007 tentang Perseroan Terbatas. tanggung CSR and SMEPP For Pertamina, the implementation of corporate social responsibility (CSR) has the primary purpose of ensuring that the social interests of various stakeholder groups of Pertamina can be fulfilled appropriately and proportionately, especially for people living around the Company's working environments. The below are regulations which serve as reference for Pertamina in carrying out CSR functions: 1. Law No. 40 Year 2007 regarding Limited Liability Companies. 2. UU No.19 Tahun 2003 Pasal 88 tentang Badan Usaha 2. Law No.19 Year 2003 Article 88 regarding State- Owned Enterprises. 2. Law No.19 Year 2003 Article 88 regarding State- Owned Enterprises. 3. PP No.47 Tahun 2012 tentang Tanggung Jawab Sosial dan Lingkungan Perseroan Terbatas. 3. Government Regulation No. 47 Year 2012 regarding Social and Environment Responsibilities of Limited Liability Companies. 4. Peraturan Menteri Negara BUMN No.PER-05/ MBU/2007 tentang Program Kemitraan Badan Usaha Milik Negara dengan Usaha Kecil dan Progam Bina Lingkungan. 4. State Minister of SOE Regulation No. PER-05/ MBU/2007 regarding Partnership Program of State- Owned Enterprises with Small Business and Environment Development Program. 5. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013 tanggal 10 September 2013 tentang Perubahan Keempat atas Peraturan Menteri Negara Badan Usaha Milik Negara No.PER-05/MBU/2007 tentang Program Kemitraan Badan Usaha Milik Negara dengan Usaha Kecil dan Program-program Bina Lingkungan. 5. State Minister of SOE Regulation No. PER-08/ MBU/2013 dated 10 September 2013 regarding Fourth Amendment on Regulation of Minister of State- Owned Enterprises No.PER-05/MBU/2007 regarding Partnership Program of State-Owned Enterprises with Small Business and Environmental Development Programs. 6. Peraturan Menteri BUMN Nomor: PER-09/ 6. Minister of SOE Regulation: PER-09/MBU/07/2015 dated 3 July 2015. 6. Minister of SOE Regulation: PER-09/MBU/07/2015 dated 3 July 2015. Dengan adanya arahan Direksi mengenai efisiensi biaya operasi, maka Fungsi CSR sebagai budget holder menetapkan skala prioritas terhadap proram-program kerja yang mendukung atau lebih bersifat strategis bagi bisnis Perusahaan. Dalam hal ini program kerja yang diutamakan antara lain sebagai berikut: 1. Program-program CID/CSR unggulan sebagai upaya With the direction of Board of Directors on the cost efficiency of the operations, the CSR Function as the budget holder assigns a priority scale to its programs or to the ones which are more strategic for Company's business. In this case, the preferred work programs are as follows: 1. CID/CSR excellence programs as the efforts on improving the Company's image. 1. CID/CSR excellence programs as the efforts on improving the Company's image. 2. Program-program CID/CSR yang mendukung penilaian PROPER. 3. Pengembangan GIS. 4. Asesmen ISO 26000SR 2. CID/CSR programs that support PROPER assessment. 3. GIS Development 4. ISO 26000SR Assessment.
Selain itu, Fungsi CSR & SMEPP bertanggung jawab untuk mewujudkan pembangunan ekonomi berkelanjutan guna meningkatkan kualitas kehidupan yang bermanfaat bagi lingkungan dan manusia dengan menjalankan 4 (empat) pilar yaitu: Pertamina Sehat, Pertamina Hijau, Pertamina Cerdas dan Pertamina Berdikari. CSR & SMEPP dalam tugasnya membawahi 3 fungsi yang ada yaitu: a. CSR & SMEPP Planning & QA b. SMEPP Operation c. CSR Operation In addition, the CSR Function's duty is to embody sustainable economic development in order to improve the quality of life and environment that benefits the Company, local communities, and society in general by implementing 4 (four) pillars, namely: Healthy Pertamina, Green Pertamina, Intelligent Pertamina and Independent Pertamina. In its duty, CSR & SMEPP supervise 3 functions: a. CSR & SMEPP Planning & QA b. SMEPP Operation c. CSR Operation Board Support Fungsi Board Support berada di bawah Sekretaris Perusahaan untuk membantu Sekretaris perusahaan dalam menjalankan perannya dalam hal: 1. Memberikan dukungan pendampingan dalam kegiatan kedinasan Direksi dalam pelaksanaan tugasnya, serta bertindak selaku penghubung antara Pemegang Saham, Dewan Komisaris, Direksi, Unit Kerja, dan stakeholders. Board Support The Board Support Function is under the Corporate Secretary and assists the Corporate Secretary in: 1. Providing assistance for official activities of the Board of Directors in the execution of their duties, as well as acting as a liaison between the shareholders, the Board of Commissioners, Board of Directors, work units, and stakeholders. 2. Melakukan pengelolaan administrasi dan kesekretariatan Direktur Utama dan Rumah Tangga Direksi. Mengelola komunikasi dan koordinasi dengan Direktorat dan/ atau fungsi dalam hal penyiapan materi rapat Direksi, presentasi dan sambutan Direksi pada acara-acara yang diselenggarakan oleh pihak internal maupun eksternal. 2. Performing administrative and secretarial management for the President Director and Board of Directors, managing communication and coordination with Directorates and/ or function of preparing materials for Board of Directors meetings, for presentations and opening speeches by Directors at events which are organized by internal and external parties. 3. Coordinating the need of audit requirements related to the 3. Mengkoordinasikan kebutuhan audit perusahaan yang terkait dengan Direksi Perseroan. 3. Mengkoordinasikan kebutuhan audit perusahaan yang terkait dengan Direksi Perseroan. 4. Memfasilitasi penyelenggaraan Rapat Direksi dan mengkoordinasikan kehadiran Direksi dalam undangan Rapat Dewan Komisaris. 4. Facilitating meetings of the Board of Directors and coordinating the presence of the Board of Directors for the invitations to BOC meetings. 5. Data and information management services for the 5. Pengelolaan layanan data & informasi Perusahaan kepada stakeholders. 5. Pengelolaan layanan data & informasi Perusahaan kepada stakeholders. 395
396 Unit Audit Internal Internal Audit Unit Visi dan Misi Visi Internal Audit adalah menjadi internal audit yang profesional dan terpercaya dengan menerapkan praktik terbaik di lingkungan perusahaan energi kelas dunia. Dalam mencapai visi tersebut, Internal Audit menetapkan misi yaitu memberikan nilai tambah bagi Perseroan, melalui pelaksanaan kegiatan assurance dan consulting secara independen dan objektif sesuai dengan standar profesi yang berlaku secara internasional. Vision and Mission The vision of the Company's Internal Audit is to be a professional and trusted internal audit by applying the best practices in a world class energy company. To reach this vision, Internal Audit brings value added to the Company through implementation of assurance and consultation activities by being independent and objective in accordance with internationally applicable professional standards. Untuk mewujudkan visi dan misi, Internal Audit berusaha membantu manajemen Perseroan untuk mencapai tujuan yang telah ditetapkan secara efektif dan efisien. Hal itu dilakukan melalui evaluasi dan rekomendasi perbaikan efektivitas tata kelola perusahaan, manajemen risiko dan pengendalian internal, serta membantu manajemen Perseroan dan pemangku kepentingan lainnya, dengan memberikan saran, pertimbangan dan rekomendasi yang berguna bagi peningkatan efektivitas dan efisiensi Perseroan. Terkait dengan hal itu, Internal Audit dituntut mengembangkan metode kerja yang andal, serta memiliki pengetahuan, keahlian mengenai governance, risk, dan control yang memadai. In order to embody the vision and mission, internal audit assists the Company's management to effectively and efficiently achieve set objectives. This is carried out through evaluation and recommendation on the improvement of the effectiveness of the Company's governance, risk management and internal control, as well as to assist Company management and other stakeholders by providing suggestions, consideration and recommendations which are useful for improved Company effectiveness and efficiency. To that end, Internal Audit is expected to develop reliable work methods, and possess knowledge, governance, risk, and control expertise. Piagam Internal Audit Tugas, wewenang dan tanggung jawab Internal Audit tercantum dalam Piagam Internal Audit yang ditandatangani oleh Chief Audit Executive, Direktur Utama dan Komite Audit pada 10 September 2015. Piagam tersebut mengatur mandat, kewenangan dan independensi serta pelaporan kegiatan Internal Audit. Dalam melaksanakan tugasnya, Chief Audit Executive dan seluruh staf Internal Audit harus menaati Sistem Tata Kerja Internal Audit dan Kode Etik Internal Audit yang mengacu kepada International Standards for the Professional Practice of Internal Auditing Audit yang ditetapkan oleh The Institute of Internal Auditors, serta kebijakan lainnya yang relevan dan berlaku di lingkungan Perseroan. Internal Audit Charter The duties, authorities, and responsibilities of Internal Audit are stated in the Internal Audit Charter which was signed by the Chief Audit Executive, the President Director and the Audit Committee on 10 September 2015. The Charter also explains the mandates, authorities and independence as well as reporting activities of Internal Audit. In carrying out its duties, the Chief Audit Executive and all Internal Audit staff must comply with the Internal Audit Work Rules System and Internal Audit Code of Ethics which refer to International Standards for the Professional Practice of Internal Auditing, as stipulated by The Institute of Internal Auditors, as well as other policies relevant and applicable in the Company. Struktur Organisasi Internal Audit Berdasarkan SK Direktur Utama PT Pertamina (Persero) No. Kpts-13/C00000/2015-S0 tanggal 21 April 2015 tentang Struktur Organisasi PT Pertamina (Persero), Fungsi Internal Audit dipimpin oleh seorang Ketua Internal Audit atau Chief Audit Executive (CAE) yang bertanggung jawab dan melapor kepada Direktur Utama secara struktural dan kepada Komite Audit secara fungsional. CAE diangkat dan diberhentikan oleh Direktur Utama berdasarkan masukan dari Dewan Komisaris. Organization Structure of Internal Audit Based on the Decision of the President Director of PT Pertamina (Persero) No. Kpts-13/C00000/2015-S0 dated 21 April 2015 regarding Organizational Structure of PT Pertamina (Persero), the Internal Audit Function is led by a Chief Audit Executive (CAE) who is responsible and reports to the President Director structurally and to the Audit Committee functionally. The CAE is assigned and dismissed by the President Director based on Board of Commissioners input. Jabatan-jabatan pada Fungsi Internal Audit diatur dalam SK Direksi sebagai berikut: Positions in the Internal Audit Function are regulated in Decisions of Board of Directors as follows:
1. SK Direktur Utama No.Kpts-13/C00000/2015-S0 tanggal 21 April 2015 tentang Struktur Organisasi Fungsi Internal Audit untuk Level Manager ke Atas. 2. SK Direktur Sumber Daya Manusia dan Umum No.Kpts-010/K00000/2015-S0 tanggal 26 Juni 2015 tentang Struktur Organisasi Fungsi Internal Audit untuk Jabatan di Bawah Level Manager. 1. Decision of the President Director No. Kpts-13/ C00000/2015-S0 on 21 April 2015 regarding Organization Structure of Internal Audit Function for Manager Level and Above. 2. Decision of Director of Human Resources and General No.Kpts-010/K00000/2015-S0 dated 26 June 2015 regarding Organization Structure of Internal Audit Function for Position Below Manager Level. Berikut adalah diagram struktur organisasi Internal Audit Pertamina. The following is diagram of Organization Structure of Pertamina Internal Audit. Direktur Utama President Director & CEO Chief Audit Executive Wahyu Wijayanto Audit Planning & Quality Assurance Manager Suparyono VP Corporate IA Muhammad Noviansyah VP Downstream IA Firdaus Bambang Saputra VP Upstream, Gas & NRE IA Nirfan M VP Investigation Audit & WBS Budhi Dermawan Per 31 Desember 2016, jumlah pegawai (auditor internal) yang bekerja aktif di Perseroan dan diperbantukan di Anak Perusahaan berjumlah 200 orang. As of 31 December 2016, there were 200 internal auditors active in the Company and assigned in the Subsidiaries. Wahyu Wijayanto - Chief Audit Executive Berkewarganegaraan Indonesia dan berusia 53 tahun, beliau lahir di Kediri dan kini berdomisili di Jakarta. Beliau ditugaskan menjadi Chief Audit Executive berdasarkan Surat Keputusan Direktur Utama PT Pertamina (Persero) No.Kpts. P016/C00000/2012-S8 tanggal 15 Januari 2015, dan menjabat sejak itu hingga sekarang. Beliau meraih gelar Sarjana Teknik Sipil dari Institut Teknologi Sepuluh Nopember Surabaya (1987). Karirnya di Pertamina dimulai sejak 1990 sebagai Staf Pemeliharaan Rotating Equipment di Unit Pengolahan Daerah Kalimantan, Pengawas Sipil Proyek LNG Train H Bontang, Pengawas Sipil Proyek Kilang BBM Balongan, Auditor Ahli Madya Balikpapan, Asisten Manajer Wahyu Wijayanto - Chief Audit Executive Indonesian nationality, and aged 53 years, Wahyu Wijayanto was born in Kediri and is now domiciled in Jakarta. He is assigned as Chief Audit Executive based on Decision of the President Director of PT Pertamina (Persero) No.Kpts.P016/ C00000/2012-S8 dated 15 January 2015. Wahyu Wijayanto achieved a Bachelor degree in Civil Engineering from Institut Teknologi Sepuluh Nopember Surabaya (1987). His career in Pertamina started in 1990 as Rotating Equipment Maintenance Staff at Kalimantan Area Refinery Unit, Civil Supervisor for LNG Train Project H Bontang, Civil Engineer for BBM Balongan Refinery Project, Expert Associate Auditor Balikpapan, Audit Manager Assistant of Processing Sector, 397
398 Audit Bidang Pengolahan, Manajer SPI Daerah VIII, Manajer Refinery Internal Audit, hingga jabatan terakhir sebagai Vice President Refinery Internal Audit pada 2011-2015. Dalam perjalanannya, beberapa sertifikasi profesional yang telah peroleh adalah Qualified Internal Auditor (QIA), Certified Fraud Examiner (CFE), Certified Risk Management Professional (CRMP) dan Certified Forensic Auditor (CFrA). SPI Manager VIII Area, Refinery Manager Internal Audit, up to his last position as Vice President Refinery Internal Audit in 2011-2015. During his years, he has obtained several professional certificates, among others: Qualified Internal Auditor (QIA), Certified Fraud Examiner (CFE), Certified Risk Management Professional (CRMP), and Certified Forensic Auditor (CFrA). Uraian Tugas dan Tanggung Jawab 1. Menyusun dan mengusulkan program kerja pengawasan tahunan/Annual Audit Plan dan rencana anggaran biaya untuk mendapatkan persetujuan Direktur Utama. 2. Melaksanakan kegiatan pengawasan melalui kegiatan assurance dan consulting di seluruh unit kerja di Perusahaan. Description of Tasks and Responsibilities 1. To compose and propose the annual work programs on supervision/Annual Audit Plan and the budget plan to be approved by the President Director. To conduct monitoring consultation activity in all work units in the Company. 2. through assurance and 3. Melaksanakan koordinasi pengawasan dengan Internal Audit Anak Perusahaan dan afiliasi Perusahaan. 4. Menguji dan mengevaluasi efektivitas pengendalian dan manajemen risiko. 5. Melaksanakan review atas laporan secara periodik. 6. Melaksanakan pemeriksaan peraturan perundangan terkait. kepatuhan terhadap 3. 4. 5. 6. To coordinate monitoring with Subsidiaries and affiliate internal audit units. To test and evaluate the effectiveness of controls and risk management. To review periodic reports. To conduct compliance checks on relevant legislation. 7. Mengidentifikasi alternatif perbaikan dan peningkatan efisiensi Perusahaan. 8. Melaksanakan koodinasi dengan Komiter Audit. 9. Melaporkan hasil pengawasan kepada Direktur Utama dan pihak yang berkompeten menerima laporan. 7. 8. 9. To identify options for improvement and increased efficiency. To coordinate with the Audit Committee. To report the results of monitoring to the Managing Director and other authorities competent to receive such reports. 10. Monitoring pelaksanaan tindak lanjut hasil audit internal, eksternal dan institusi pengawasan lainnya. 10. To monitor the implementation of the follow-up results of internal and external audits, and of other monitoring institutions. 11. Melaksanakan koordinasi kegiatan pengawasan 11. To coordinate monitoring activities with external audit. dengan eksternal audit. 12. Melaksanakan koordinasi dengan fungsi Compliance/ Chief Complience Officer serta pihak terkait lainnya dalam melakukan tindak lanjut atas pengaduan/ penyingkapan melalui Whistle Blowing System (WBS) dan pengaduan masyarakat atau pihak lainnya sesuai dengan ketentuan yang berlaku. 12. To coordinate with Compliance/Chief Compliance Officer as well as other relevant parties to make follow- ups of the complaints/disclosures through Whistle Blowing System (WBS) and complaints from the public or other parties in accordance with applicable regulations. 13. To conduct investigative audits of problems that can result 13. Melaksanakan audit investigasi terhadap masalah yang dapat menimbulkan kerugian bagi Perusahaan. 13. Melaksanakan audit investigasi terhadap masalah yang dapat menimbulkan kerugian bagi Perusahaan. 14. To conduct evaluation and quality improvement in the 14. Melaksanakan kegiatan evaluasi dan peningkatan mutu (improvement program) dalam kegiatan pengawasan intern. activities of internal control. 15. To report on monitoring activities to the Board of 15. Melaporkan kegiatan pengawasan kepada Dewan Komisaris cq Komite Audit. 15. Melaporkan kegiatan pengawasan kepada Dewan Komisaris cq Komite Audit. 16. To conduct other assignments given by the Board of 16. Melaksanakan penugasan lain yang diamanatkan oleh Direksi dan/atau Dewan Komisaris. 16. Melaksanakan penugasan lain yang diamanatkan oleh Direksi dan/atau Dewan Komisaris. Program Pelatihan Unit Audit Internal PT Pertamina (Persero) secara aktif mengikutsertakan para auditor ke dalam program sertifikasi profesi di bidang Internal Audit antara lain CIA, CFE, CISA, CRMA, CCSA, QIA, CPA, CRMP, CFrA. Pemegang sertifikasi tersebar pada Induk Perusahaan dan Anak Perusahaan, sehingga dapat mengakomodir seluruh auditor pada Pertamina. Berikut adalah jenis sertifikasi profesi Internal Audit dan jumlah pemegang sertifikat di Pertamina pada 2016: Internal Audit Unit Training Program PT Pertamina (Persero) actively involves its auditors in profession internal audit certification programs such as CIA, CFE, CISA, CRMA, CCSA, QIA, CPA, CRMP, CFrA. The certification holders are spread in the Parent Company and Subsidiaries, so as to accommodate all auditor units in Pertamina. Below are the types of Internal Audit profession certifications in Pertamina in 2016:
No Jenis Sertifikasi/Type of Certification Jumlah Auditor PT Pertamina (Persero)/Number of Corporate Auditor Jumlah Auditor Anak Perusahaan/Number of Subsidiaries Auditor Keterangan/Note 1 2 3 4 5 6 7 8 9 Qualified Internal Audit (QIA) Certified Public Accountant (CPA) Indonesia Certified Risk Management Professional (CRMP) Certified Fraud Examiner (CFE) Certified Information System Auditor (CISA) Certified Internal Audit (CIA) Certified Risk Management Assurance (CRMA) Certified Control Self Assessment (CCSA) Certified Forensic Auditor (CFrA) Total 135 - 7 27 8 6 - 1 19 203 51 1 9 20 - 2 1 2 3 89 National Certification National Certification National Certification International Certification International Certification International Certification International Certification International Certification National Certification Selain sertifikasi, dalam rangka meningkatkan keahlian dan kompetensi auditor, Pertamina secara aktif mengikut sertakan para auditor ke dalam program pelatihan dan pengembangan di bidang Internal Audit dan bidang lain yang dibutuhkan. In addition to certifications, in order to increase the expertise and competence of auditors, Pertamina actively involve the auditors in training and development programs in the areas of Internal Audit and other areas as needed. Pedoman Unit Audit Internal Dalam pelaksanan pekerjaan, telah disusun Pedoman Internal Audit No. A-001/ Pengelolaan J00000/2015-S9 Revisi 1 tanggal 17 Februari 2016 yang mencakup pembahasan mengenai: 1. Gambaran umum Fungsi Intenal Audit 2. Standar Pelaksanaan Fungsi Internal Audit. 3. Perencanaan Tugas Fungsi Internal Audit. 4. Kualifikasi, tugas dan tanggung jawab dalam proses Fungsi Guidelines for Internal Audit Unit In conducting the work, there are Guidelines for Management of Internal Audit Function No. A-001/J00000/2015-S9 Revision 1 dated 17 February 2016 which includes a discussion of: 1. Overview of Internal Audit Function 2. Implementation Standards of Internal Audit Function 3. Tasks Planning for Internal Audit Function. 4. Qualifications, duties and responsibilities in the process of audit, konsultasi dan audit investigasi. audit, consultation and investigation audit. 5. Pelaksanaan tugas internal audit. 6. Quality Assurance & Improvement Program. 5. Implementation of internal audit tasks. 6. Quality Assurance and Improvement Program. Kinerja 2016 Pencapaian rencana kerja Audit Executive tahun 2016 dapat dilaporkan sebagai berikut: a. Pencapaian consulting: Penugasan audit (scheduled dan unscheduled audit), maupun jasa konsultasi menerbitkan Laporan Hasil Audit/ Konsultasi (LHA/LHK) dengan perincian sebagai berikut: • 45 LHA scheduled audit atau 100% dari 46 (empat puluh enam ) LHA yang menjadi target AAP 2016. rencana kerja terkait assurance dan Performance in 2016 The achievement of Audit Executive work plan in 2016 is reported as follows: a. Achievement of work plan related to assurance and consulting: Audit assignments (scheduled and unscheduled audits), as well as consultation services to publish the Audit Report/ Consultation Report (AR/CR) with the following details: • 45 AR of scheduled audits or 100% of 46 (forty six) AR as AAP target in 2016. 8 LHA unscheduled audit ( Non AAP). • 10 LHA Penugasan Khusus (Audit Investigasi). • 6 Laporan Hasil Konsultasi. 8 AR of unscheduled audit (Non AAP). • 10 AR of Special Assignment (Investigation Audit) • 6 Consultation Reports. b. Pencapaian rencana kerja di luar assurance dan b. Achievement of work plan outside assurance and consulting: • Monitoring Tindak Lanjut (TL) consulting: • Monitoring the Follow-Up
temuan sampai dengan akhir 2016 Total mencapai 1.372 temuan yang terdiri dari 828 temuan yang telah ditindaklanjuti dan sisa temuan lainnya masih dalam proses penyelesaian tindak lanjut dan belum melebihi target batas waktu penyelesaian temuan. Tindak lanjut temuan yang dilakukan oleh auditee sampai dengan akhir 2016 adalah sejumlah 820 item dan sisa temuan lainnya masih dalam proses penyelesaian tindak lanjut dan belum melebihi target batas waktu penyelesaian temuan. Total findings until the end of 2016 amounted to 1,372 items, comprising of 828 completed items and the rest of other findings are still in the process of completing the follow-ups and do not exceed the target deadline of the findings. Follow-ups of the findings made by the auditee until the end of 2016 amounted to 820 items and the rest of other findings are still in the process of completing the follow-ups and do not exceed the target deadline of the findings. 399
400
Total temuan eksternal BPK-RI sampai dengan akhir 2016 sejumlah 165 item temuan, telah ditindaklanjuti sejumlah 163 temuan, sehingga saldo temuan per 31 Desember 2016 adalah sejumlah 2 (dua) temuan. Total external findings from the Audit Board of the Republic of Indonesia (BPK-RI) until the end of 2016, amounted to 165 items of findings, which have been followed-up to 163 findings, resulting the balance of findings by the end of December 2016 is 2 (two) findings.
Terkait dengan 4 (empat) temuan BPKP, keseluruhan telah selesai ditindaklanjuti. As for 4 (four) BPKP findings, all have been followed-up. Penyelenggaraan Quality Assurance (QA) atas 25 Laporan Hasil Audit/Konsultasi.
Implementation of Quality Assurance (QA) on 25 Audit Reports/Consultation Reports. Fasilitator proses audit atas Laporan Keuangan The facilitator of the audit process on PT Pertamina (Persero)'s Consolidated Financial Statements . The facilitator of the audit process on PT Pertamina (Persero)'s Consolidated Financial Statements . Penyelenggaraan rapat kerja dan rapat koordinasi Organizing workshops and annual coordination meeting for the year 2017 work program. Organizing workshops and annual coordination meeting for the year 2017 work program. Penyusunan Key Performance Indicator (KPI) Internal Preparation of Key Performance Indicator (KPI) for Audit. Internal Audit. Pengukuran tingkat kepuasan stakeholder atas kinerja Fungsi Internal Audit selama 2016. Measuring the level of satisfaction among stakeholders regarding the performance of the internal audit function during 2016. Pelaksanaaan sharing knowledge melalui web internal audit dan sharing session untuk pekerja Internal Audit selama 2016 sebanyak 13 (tiga belas) kali dengan menghadirkan narasumber baik dari internal maupun eksternal antara lain dari Tipikor Mabes Polri, Kejaksaan RI, PPATK, Fakultas Hukum UI, Kemkominfo. Execution of knowledge sharing through internal audit's website and sharing session for employees of Internal Audit in 2016 amounted to 13 (thirteen) times with keynote speakers from both internal and external, among others are from Corruption Police Headquarters, General Attorney of the Republic of Indonesia, INTRAC, Faculty of Law Universitas Indonesia, Indonesian Ministry of Communication and Information (KOMINFO). Pemutakhiran Sistem Tata Kelola (STK) Internal Audit sesuai dengan ketentuan Perusahaan, dimana telah dihasilkan Pedoman Pengelolaan Fungsi Internal Audit No. A-001/J00000/2015-S9 Revisi I yang disahkan pada 17 Februari 2016 dan telah disosialisasikan kepada seluruh pekerja Internal Audit. Benchmarking atau studi banding dari Instansi/ Perusahaan lain ke Internal Audit Pertamina, antara lain dari PT PLN Batam, Kementrian Keuangan Indonesia, Perum Bulog, PT KAI, PTPN III, BPJS dan PT Askrindo. Melakukan upgrading Audit Management System sistem aplikasi pendukung yang merupakan pelaksanaan kegiatan assurance dan consulting. • Continuous Auditing Monitoring System (CAMS), Fungsi Internal Audit bekerja sama dengan Fungsi CSS mengembangkan aplikasi CAMS sebagai salah satu proyek strategic initiatives pada KPI Fungsi Internal Audit dan proyek telah diselesaikan pada Desember 2016. Pencegahan fraud, dimana Fungsi Investigation Audit & WBS kembali mengajak seluruh pekerja PT Pertamina (Persero) untuk mengenal fraud melalui sosialisasi Fraud Awareness ke-7 Unit Operasi yaitu MOR II dan MOR VI, RU II sampai dengan RU VI dan juga disampaikan secara rutin melalui Broadcast Pertamina. Updating the Governance System (STK) of Internal Audit in accordance with the provisions of the Company, which produced Guidelines for Management of Internal Audit Function No.A-001/J00000/2015-S9 Revision I which was passed on 17 February 2016 and was already socialized to all employees of the Internal Audit. Benchmarking or comparative study from institutions/ other companies to Pertamina's Internal Audit, among others, are from PT PLN Batam, Ministry of Finance of Indonesia, Bulog, PT KAI, PTPN III, BPJS and PT Askrindo. Upgrading the Audit Management System which is an application system supporting the implementation of assurance and consulting activity. Continuous Auditing and Monitoring System (CAMS), Internal Audit Function together with CSS Function developed CAMS application as one of the strategic initiative project s in the Internal Audit Function's KPI and the project was completed in December 2016. • Prevention of fraud, where Investigation Audit Function & WBS again call all workers of PT Pertamina (Persero) to recognize fraud through the introduction of 7th Fraud Awareness Operation Units, which are is MOR II and MOR VI, RU II to RU VI and also communicated regularly via Broadcast Pertamina..
Fraud Awareness Program Fraud Awareness Program Berbeda dengan kegiatan Fraud Awareness Tahun 2015 yang mengusung tema "CEGAH TANGKAL FRAUD", kegiatan Fraud Awareness Tahun 2016 ini mengusung tema "FRAUD IS DISASTER", di mana dalam pemaparannya dibagi dalam 3 (tiga) sub tema yaitu: • "FRAUD IS DISASTER" dipaparkan Fungsi Internal Audit (Investigation Audit & WBS) Unlike the Fraud Awareness activities in 2015 proposing the theme "PREVENT AND AVERT THE FRAUD", Fraud Awareness activities in 2016 proposed the theme "FRAUD IS DISASTER", where the presentation was divided into three (3) sub themes, namely: • "FRAUD IS DISASTER" explained Internal Audit Function (Investigation Audit & WBS) "HOW TO PREVENT FRAUD" dipaparkan Fungsi "HOW TO PREVENT FRAUD" explained Compliance Function "HOW TO PREVENT FRAUD" explained Compliance Function "REWARD AND CONSEQUENCES" dipaparkan Fungsi "REWARD AND CONSEQUENCES" explained HR function. "REWARD AND CONSEQUENCES" explained HR function. Pada 2016, Fungsi Investigation Audit & WBS telah melaksanakan kegiatan Fraud Awareness pada 5 September s.d. 6 Oktober 2016. Kegiatan ini merupakan kelanjutan atas kegiatan yang sama pada tahun sebelumnya. Pada 2015, kegiatan Fraud Awareness lebih berfokus pada unit operasi marketing atau Marketing Operation Region (MOR) yang berlokasi tidak berdampingan dengan unit operasi pengolahan atau Refinery Unit (RU), sedangkan untuk 2016, kegiatan Fraud Awareness difokuskan pada RU dengan MOR yang lokasinya berdampingan dengan RU. Pelaksanaan Kegiatan Fraud Awareness Tahun 2016 dilaksanakan dengan tujuan untuk: 1. Mendukung terlaksananya penyusunan Fraud Control In 2016, Investigative Audit & WBS conducted Fraud Awareness on 5 September to 6 October 2016. This event was a continuation from the same activities in the previous year. In 2015, the activities of Fraud Awareness were more focused on marketing operatings or Marketing Operation Regions (MOR) which were located not adjacent to operating processing or Refinery Units (RU), while in 2016, the Fraud Awareness activities focused on RU with MOR, which were located side by side with RU. Implementation of Fraud Awareness Events in 2016 was held for the purpose of: 1. Supporting the preparation of the Fraud Control Plan in PT Pertamina (Persero). Plan PT Pertamina (Persero). 2. Informing all Pertamina employees about the impacts of 2. Menginformasikan kepada seluruh pekerja Pertamina mengenai dampak fraud terhadap kelangsungan hidup perusahaan. 3. Menciptakan tata kelola perusahaan yang baik (Good Corporate Governance) dengan mendorong seluruh pekerja menerapkan budaya "Clean" sebagai bagian dari Tata Nilai Perusahaan. fraud against the Company's survival. 3. Creating Good Corporate Governance (GCG) to encourage all employees to apply a "Clean" culture as part of the Company's Corporate Values. Rencana Strategis Internal Audit Berdasarkan hasil analisis SWOT dan Maturity Level IIA, telah teridentifikasi posisi internal Audit Pertamina saat ini dan key initiatives yang diperlukan untuk mencapai target maturity level "Optimized" dalam periode lima tahun mendatang. Key Initiatives disusun dengan mempertimbangkan perubahan RJPP Perusahaan tahun 2017-2021 dan perubahan visi IA untuk memitigasi gap. Pada 2016, realisasi atas Rencana Strategis yang dijabarkan ke dalam Rencana Jangka Panjang sebagai berikut: Internal Audit Strategic Plan Based on the results of SWOT analysis and Maturity Level IIA, the current position of Pertamina's Internal Audit has been identified and key initiatives necessary to achieve the target maturity level "Optimized" in the coming five years have been identified as well. Key Initiatives were prepared by taking into account the changes in the Company's RJPP years 2017- 2021 and changes in IA's vision to mitigate the gap. In 2016, the realization of the Strategic Plan, are translated into a Long Term Plan as follows: No Rencana Strategis | Strategic Plans 2017 2018 2019 2020 2021 1 Pelaksanaan External Assessment di tahun 2017 oleh pihak yang independen dan kompeten Implementation of External Assessment in 2017 by an independent and competent institution 2 Penyesuaian organisasi di Internal Audit Organizational adjustments in Internal Audit 3 Penyempurnaan Aturan/Guidance Internal Audit Completion of Regulations/ Guidance for Internal Audit 4 Peningkatan Efektivitas Praktik Risk Based Audit Improving the Effectiveness of Risk-Based Audit Practice 5 Optimalisasi Penggunaan Audit Tools Optimizing the Use of Audit Tools 6 Perbaikan menuju "Leading Practice" dalam kegiatan Internal Audit Improvements to "Leading Practice" in the activities of Internal Audit Keterangan: Target Pelaksanaan Description: Implementation Target 401
402 Berikut adalah Rencana Jangka Panjang Internal Audit (2017 - 2021) yang disusun berdasarkan Key initiative tersebut: The following are the Internal Audit Long Term Plan (2017 - 2021) which are based on the Key Initiative: No Inisiatif Initiative Tugas Utama/Key Task 2017 Jangka Waktu/Time Frame 2018 2019 2020 2021 1 2 3 Pelaksanaan External Assessment di tahun 2017 Implementation of External Assessment in 2017 Penyesuaian organisasi di Internal Audit Organizational adjustments in Internal Audit Penyempurnaan Aturan/Guidance Internal Audit Completion of Regulations/ Guidance for Internal Audit a. Pelaksanaan External Assessment di tahun 2017 oleh pihak yang independen dan kompeten a. Implementation of the External Assessment in 2017 by an independent and competent institution a. Perubahan Struktur Organisasi yang mendukung Assurance a. Changes in Organizational Structure that supports Assurance b. Penentuan kebijakan mengenai perangkat organisasi untuk implementasi CAMS b. The determination of policy on the organization's implementation of CAMS a. Penyusunan aturan mengenai QAIP a. Drafting regulations regarding QAIP b. Penyusunan kebijakan mengenai SDM b. Drafting policies regarding HR c. Penyusunan kebijakan training terprogram dan berkesinambungan c. Preparation of programmed and continuous training policy d. Pembuatan Pedoman Integrated Audit d. Creating the Integrated Guidelines for Auditing e. Penyusunan STK Continuous Audit Management System e. Preparation of STK Continuous Audit Management System f. Pengaturan mekanisme ekskalasi/arbitrase untuk Issue yang tidak disepakati (status : disagree) f. Setting escalation mechanism/arbitration for issues that are in disagreement (status: disagree) g. Pengaturan mekanisme dokumentasi & pelaporan g. Arrangement of mechanism in documentation and reporting h. Penyusunan Pedoman dan Audit Charter yang menjelaskan secara detil mengenai ruang lingkup pelaksanaan consulting h. Preparation of guidelines and Audit charter describing in details the scope of consultation implementation i. Pengaturan perbantuan guest auditor di dalam penugasan i. Managing the assistance of guest auditor in the assignment j. Merevisi aturan terkait Knowledge Management di Internal Audit j. Revising the rules related to Knowledge Management in Internal Audit k. Penyusunan kebijakan untuk mendorong penggunaan audit tools, teknik, dan standar yang mengikuti perkembangan bisnis perusahaan k. Creating policies to encourage the use of audit tools, techniques, and standards that follow the development of company's business
No Inisiatif Initiative Tugas Utama/Key Task 2017 Jangka Waktu/Time Frame 2018 2019 2020 4 Peningkatan Efektivitas Praktik Risk Based Audit Improving the Effectiveness of Risk- Based Audit Practice a. Penyusunan Risk Universe dengan melakukan koordinasi/alignment dengan fungsi ERM a. Preparation of Risk Universe in coordination/alignment with ERM function b. Pelaksanaan evaluasi efektivitas risk management process secara periodik (min. 2 tahun sekali) b. The evaluation of the effectiveness of risk management process done periodically (min. once in two years c. Utilisasi Risk Assessment Module pada sistem aplikasi AMS dalam proses penyusunan Annual Audit Plan c. Utilization of the Risk Assessment Module on the AMS application system in the process of preparing the Annual Audit Plan d. Review dan pemutakhiran Risk Universe secara periodik untuk mengantisipasi adanya emerging strategic & business risks. (min. 2 tahun sekali/apabila ada perubahan proses bisnis yang signifikan) d. Reviewing and updating Risk Universe periodically to anticipate the emerging strategic and business risks. (Min. once in two years/if there are significant changes in business processes) e. Penyempurnaan pedoman IA terkait penggunaan external resources (IIA/ISACA) sebagai referensi dalam penyusunan audit program e. Completion of the IA guidelines related to the use of external resources (IIA/ ISACA) as a reference in the preparation of the audit program 5 6 Implementasi sistem pengembangan kompetensi auditor berkelanjutan untuk meminimalisasi competency gaps. Implementation of the system of continuous development in auditor competence to minimize competency gaps. Perbaikan menuju "Leading Practice" dalam kegiatan Internal Audit Improvements to "Leading Practice" in the activities of Internal Audit f. Implementasi Integrated Audit dan Continuous Audit Management System f. Implementation of Integrated Continuous Audit and Audit Management System a. Optimalisasi penggunaan fitur AMS a. Optimizing the use of AMS features. b. Review & Pemutakhiran User Manual AMS secara periodik b. Reviewing & updating AMS User Manual periodically c. Optimalisasi penggunaan CAAT c. Optimizing the use of CAAT a. Dimasukkannya kembali komponen "Tindak Lanjut temuan Audit Internal dan Eksternal" dalam KPI Fungsi Unit Bisnis a. The inclusion of the components "Follow-up to the findings of the Internal and External Audit" in Business Unit Function's KPI b. Penyampaian laporan/pemaparan kegiatan Internal Audit untuk mendapatkan feedback dari Direksi dan Komite Audit b. Submission of report/presentation of activities of Internal Audit to obtain feedback from the Board of Directors and Audit Committee c. Perbaikan laporan periodik kegiatan IA kepada Direksi dan Komite Audit c. Correction of IA's periodic reports on its activities to the Board of Directors and Audit Committee d. Sosialisasi dan awareness kepada auditee agar melakukan pengisian survey feedback (waktu entry dan exit meeting) d. Socialization and raise awareness to the auditee in order to fill survey feedback (time entry and exit meeting) e. Evaluasi atas hasil survei feedback untuk menjadi dasar continuous improvement dalam IA process e. Evaluation of the results of the survey's feedback as the basis of continuous improvement in the IA process f. Review secara independen terkait hasil feedback performance dialog f. Independent review related to the results of feedback performance dialog Keterangan: Description Target Pelaksanaan | Implementation Target 403 2021
404 Rencana Kerja 2017 Internal Audit Plan 2017 disusun dengan mempertimbangkan Top Corporate Risk tahun 2016 yang disusun oleh Fungsi fokus manajemen Enterprise Risk Management (management concern) & draft RKAP 2017, Audit Universe Coverage serta Internal Audit Judgement. Proses penetapan Annual Audit Plan pada 2017 dilakukan dengan mekanisme sebagai berikut: 1. Mengidentifikasi Top Corporate Risk 2016 dan memetakan risiko yang relevan terhadap audit universe untuk menjadi objek audit. (ERM), Work Plan 2017 The Internal Audit Plan 2017 was prepared by considering the Top Corporate Risks of 2016 as compiled based on Enterprise Risk Management (ERM) function, the focus of management concern, Annual Work Plan and Budget 2017 draft, Audit Universe Coverage and Internal Audit judgement. The preparation of Annual Audit Plan 2017 was conducted with the following mechanisms: 1. Identify the Top Corporate Risks 2016 and map the risks that are relevant to the audit universe audit objects. 2. Mengelompokkan management concern dan selanjutnya dipetakan ke dalam audit universe untuk menjadi objek audit. 2. Classify management concern and further map into the audit universe as audit objects. 3. Memetakan pelaksanaan historikal audit (2016 dan 2015) untuk mendapatkan audit universe coverage. 4. Memetakan draft RKAP 2017 terhadap objek audit. 5. Mendapatkan Internal Audit Judgment. 6. Menentukan point of focus dari setiap objek audit yang terpilih. 3. Map the historical implementation of audits (2016 and 2015) to obtain audit universe coverage. 4. Map the Work Plan and Budget 2017 draft as audit. 5. Obtain Internal Audit judgment. 6. Determine the point of focus of each audit object selected. 7. Analyze the complexity of the audit object, mandays 7. Melakukan analisa kompleksitas objek audit, mandays yang dibutuhkan dan time frame penugasan; 7. Melakukan analisa kompleksitas objek audit, mandays yang dibutuhkan dan time frame penugasan; 8. Prepare Annual Audit Plan 2017. 8. Menyusun Annual Audit Plan tahun 2017. Untuk rencana kerja 2017, Internal Audit telah mengidentifikasi terdapat 19 (Sembilan belas) tema utama dalam Annual Audit Plan (AAP) tahun 2017 yakni: 1. Audit atas Pengelolaan Investasi di Direktoraat Gas & Fungsi NRE (non APBN), Direktorat Hulu, Direktorat Pengolahan dan Direktorat Pemasaran. For the 2017 work plan, Internal Audit has identified 19 (nineteen) main theme in the Annual Audit Plan (AAP) 2017, namely: 1. Audit on the Investment Management in the Directorate of Gas & NRE Function (non-State Budget/APBN), Upstream Business Directorate, Refinery Directorate and Marketing Directorate. 2. Audit atas pengadaan Barang dan Jasa di Direktorat. Gas & Fungsi NRE, Fungsi Strategic Procurement, Fungsi Technical Service Region dan Pemeliharan kilang di Refinery Unit. 2. Audit on the procurement of goods and services in the Directorate of Gas & NRE Function, Strategic Procurement Function, Technical Service Region Function and Maintenance of Refinery in the Refinery Unit. 3. Audit atas Pengelolaan Arus Minyak di Refinery Pusat, 3. Audit on the management of Oil Flow in the Center Refinery Region dan Marketing Region. Refinery, Region Refinery and Region Marketing. 4. Audit atas Pengelolaan Transportasi & Distribusi Produk di S&D Pusat, Perkapalan Pusat dan Marketing Region. 4. Audit on the management of Product Transportation & Distribution at the S&D Center, Center of Shipping and Marketing Region. 5. Audit atas Kegiatan TA di Refinery. 6. Audit atas Perolehan Return Investasi BD. 7. Audit atas Kegiatan Monitoring Kinerja Hulu. 8. Joint Audit Blok Migas di PIEP. 9. Audit atas Komersialisasi Gas di Sektor Downstream. 5. Audit on the TA activities in the Refinery. 6. Audit on the Acquisition of BD Investment Returns. 7. Audit on the Monitoring of Upstream Business Performance. 8. Joint Audit of Block Oil and Gas in PIEP. 9. Audit on the Commercialization of Gas in the Downstream Sector. 10. Audit atas Pengelolaan Unit Bisnis Bitumen. 11. Audit atas cash receipt dan Cash Disbursement. 12. Testing ICOFR. 13. Audit atas Application Control Proses Investasi. 14. Audit Penyusunan IT Security. 15. Audit atas Pengendalian Akses ke Sistem mySAP. 16. Audit atas Perencanaan, Kebijakan & Implementasi HSSE. 10. Audit on the Management of Bitumen Business Unit. 11. Audit on Cash Receipt and Cash Disbursement. 12. ICOFR Testing. 13. Audit on the Application of Investment Control Process. 14. Audit on the Preparation of IT Security. 15. Audit on the Access Control to the mySAP system. 16. Audit on the Planning, Policy & Implementation of HSSE. 17. Audit on the Maintenance and Utilization of the Assets 17. Audit atas Pemeliharaan dan Pendayagunaan Aset Penunjang Usaha. 17. Audit atas Pemeliharaan dan Pendayagunaan Aset Penunjang Usaha. 18. Audit atas Pengelolaan PKBL. 19. Penyelesaian 8 (delapan) Kasus di Investigasi. 18. Audit on Partnership Management. 19. Settlement of 8 (eight) Cases under Investigation.
Akuntan Publik Public Accountant Berikut adalah histori nama akuntan publik dan kantor akuntan publik yang memberikan jasa laporan keuangan tahunan kepada Pertamina selama 5 tahun terakhir: The following is the history on the names of public accountants and public accounting firms that provided annual financial statements services to Pertamina for the last 5 years: Tahun Buku Nama KAP Nana Partner yang Tanda tangan Report Opini 2016 KAP Purwantono, Sungkoro & Surja (EY) Drs Hari Purwantoro Wajar Tanpa Pengecualian Unqualified opinion 2015 KAP Purwantono, Sungkoro & Surja (EY) Drs Hari Purwantoro Wajar Tanpa Pengecualian Unqualified opinion 2014 Tanudiredja ,Wibisana & Rekan (PWC) Drs Haryanto Sahari Wajar Tanpa Pengecualian Unqualified opinion 2013 Tanudiredja ,Wibisana & Rekan (PWC) Drs Haryanto Sahari Wajar Tanpa Pengecualian Unqualified opinion 2012 Tanudiredja ,Wibisana & Rekan (PWC) Dwi Wahyu Daryoto Wajar Tanpa Pengecualian Unqualified opinion Pada 2016, audit fee adalah sebesar Rp12.736.000.000 (belum termasuk PPN). Biaya tersebut dikeluarkan untuk jasa audit yang diberikan KAP untuk PT Pertamina (Persero) tidak termasuk biaya audit di anak perusahaan, PKBL dan Dana Pensiun Pertamina. Dalam hubungan kerja ini, tidak ada hubungan afiliasi antara auditor dan Direksi/Dewan Komisaris/Pemegang Saham Perusahaan. In 2016, the audit fee was Rp 12,736,000,000 (excluding VAT). The cost incurred for the audit services provided to PT Pertamina (Persero) does not include the cost of audits in the subsidiaries, partners and Pertamina Pension Fund. There are no affiliations between the auditors and the Board of Directors/Board of Commissioners/Shareholder of the Company. Selain melaksanakan audit umum atas Laporan Keuangan Konsolidasian, KAP Purwantono, Sungkoro & Surja juga memberikan jasa penugasan lain yakni: 1. Melaksanakan audit atas kepatuhan terhadap peraturan perundang-undangan yang berlaku dan pengendalian intern (PSA62) untuk tahun yang berakhir 31 Desember 2016. 2. Melakukan Agreed Upon Procedures atas Laporan Hasil Evaluasi Kinerja PT Pertamina (Persero) untuk tahun yang berakhir 31 Desember 2016 In addition to carrying out general audits on the Consolidated Financial Statements, the Accounting firm Purwantono, Sungkoro & Surja also provided other services: 1. Carried out an audit on compliance with prevailing legislation and internal control (PSA62) for the year ending December 31, 2016. 2. Performed Agreed Upon Procedures on the Performance Evaluation Report of PT Pertamina (Persero) for the year ending December 31, 2016 3. Melakukan Agreed Upon Procedures atas Laporan Kegiatan Penerapan Prinsip Kehati-hatian PT Pertamina (Persero) untuk triwulan IV tahun 2016. 3. Performed Agreed Upon Procedures on the Report on the Application of the Precautionary Principle by PT Pertamina (Persero) for the fourth quarter of 2016. 4. Menerbitkan Management Letter atas Laporan Keuangan Konsolidasian PT Pertamina (Persero) dan Anak Perusahaan termasuk Management Letter terhadap Anak Perusahaan, PKBL dan Dana Pensiun Pertamina untuk tahun buku yang berakhir 31 Desember 2016, yang menekankan pada efektivitas pengendalian internal. 4. Issued Management Letter on the Consolidated Financial Statements of PT Pertamina (Persero) and its subsidiaries including the Management Letter to the Subsidiaries, Partners and Pension Fund for the year ending December 31, 2016, emphasizing the effectiveness of internal control. 405
406 Sistem Manajemen Risiko Risk Management System Landasan Penerapan Manajemen Risiko Dalam rangka mengantisipasi potensi risiko di lingkungan kegiatan Pertamina, Perseroan memiliki kebijakan di bidang Manajemen Risiko yang dituangkan dalam Pedoman Manajemen Risiko No.A-002/H30000/2015-S9. Tujuan kebijakan pengelolaan risiko ini adalah membantu Pertamina untuk meminimalkan potensi kerugian serta biaya-biaya yang harus dikeluarkan terkait dengan pencapaian Rencana Kerja Anggaran Perusahaan dan Rencana Jangka Panjang. Manajemen Risiko juga diharapkan dapat memaksimalkan peluang, mempertahankan lingkungan kerja yang kondusif, membangun kepercayaan investor, meningkatkan shareholder value, meningkatkan tata kelola perusahaan yang sehat, mengantisipasi perubahan lingkungan yang pesat dan mengintegrasikan strategi korporat. Basis of the Application of Risk Management In order to anticipate the potential risks in the activities of Pertamina, the Company established Risk Management Policy as outlined in the Risk Management Guidelines No.A-002/ H30000/2015-S9. The purpose of the Risk Management Policy is to assist Pertamina in minimizing potential losses and costs in order to achieve the Company's Work Plan and Budget as well as the Company's Long Term Plan. Risk management is also expected to maximize opportunities, maintain a conducive work environment, build investor confidence, increase shareholder value, enhance good corporate governance, anticipate rapid environmental changes and integrate corporate strategies. Landasan penerapan manajemen mengacu pada: 1. Peraturan Menteri Negara BUMN No.PER-01/ MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara. risiko di Pertamina The basis of the application of risk management in Pertamina refers to: 1. Regulation of Minister of State Enterprises No. PER-01/ MBU/2011 on the Implementation of Good Corporate Governance in State-Owned Enterprises. 2. Traktat Manajemen Risiko Pertamina yang diperbaharui dan ditandatangani pada 23 Mei 2016 sebagai bentuk komitmen Direksi. Enterprise Risk Management No.A001/ R00100/2011-S0 Tanggal 27 September 2011 sebagai Pedoman Manajemen Risiko yang berlaku di Pertamina. 3. STK 2. Pertamina Risk Management Treaty updated and signed in May 23, 2016 as a commitment of the Board of Directors. 3. The Work Order System (STK) of Enterprise Risk Management No. A001/R00100/2011-S0 dated September 27, 2011 as the Risk Management Guidelines applicable at Pertamina. 4. Tata Kerja Organisasi (TKO) & Tata Kerja Individu (TKI) yang mendukung pelaksanaan pengelolaan risiko di Pertamina. 4. Organization Work Procedure (TKO) and Individual Work Procedure (TKI) supporting the implementation of risk management at Pertamina. Dengan adanya landasan tersebut, maka sistem manajemen risiko yang diterapkan di Pertamina secara garis besar menekankan pada lima hal yaitu risk awareness, framework, discipline, habit & culture. Kelima hal tersebut saling terkait dan terangkum dalam Enterprise Risk Management (ERM) Roadmap Pertamina. ERM Roadmap ini menjadi acuan dalam menerapkan dan mengevaluasi manajemen risiko di Pertamina. Given these premises, the risk management system applied in Pertamina focuses on: risk awareness, framework, discipline, habit and culture. These aspects are interrelated and summarized in Pertamina's Enterprise Risk Management (ERM) Roadmap. In Pertamina, the ERM roadmap is the reference in the application and evaluation of risk management.
Roadmap ERM Pertamina Pertamina ERM Roadmap Stage 5 Stage 4 Stage 3 Culture Stage 2 Habit Stage 1 Discipline Framework Stage 0 Awareness 2008 2010 2013 2015 2017 2020 Compliance • Risk Maturity • People • Risk Mapping • Exposure Risk Risk Policy • Risk Organization Risk Operational • Risk Response • Loss Event Database • Risk Profile • Tha Standardize Approach Risk Measurement & Tools Setting Limit • Risk Based Audit Business Risk • Risk Management Report • Business Development Risk Risk Methodology Risk Capital • Develop Risk Metrics & Reporting • ERM System People Behavior • Risk Culture Drives to Decision Making • Risk Self Assessment • Integration into KRI, Loss Data and Quantitative Measures On Going Risk Sistem Manajemen Risiko difokuskan pada risk awareness, framework, discipline, habit & culture, dan terangkum dalam Roadmap ERM Pertamina yang menjadi acuan dalam menerapkan dan mengevaluasi manajemen risiko Risk Management System is focused on risk awareness, framework, discipline, habit & culture, summarized in Pertamina ERM Roadmap and becomes the reference in implementing and evaluating risk management Pada 2016, pengelolaan risiko di Pertamina dapat dikatakan mencapai tahap habit, dimana pada tahap ini Pertamina telah memiliki standar prosedur yang diterapkan secara rutin serta memiliki indikator dan ukuran kuantitatif yang menjadi sasaran objektif kinerja dari setiap pengelolaan risiko mulai dari individu, fungsi, maupun pimpinan tertinggi. Selain itu, Pertamina telah melakukan pengelolaan risiko yang terintegrasi antar lini bisnis dan juga telah memiliki perangkat/ sistem manajemen risiko yang mendukung proses identifikasi, pengukuran dan pemetaan risiko secara keseluruhan. Hal tersebut tercermin pada implementasi Enterprise Risk Management selama tahun 2016, seperti tersedianya Risk Limit Korporat, Key Performance Indicator untuk Pengelolaan Risiko, Top Risk Pertamina, Laporan Monitoring Top Risk dan Proyek Prioritas, Pengelolaan Risiko untuk Business Development serta adanya ERM System. Implementasi tersebut telah didukung oleh kebijakan tertulis yang tertuang dalam Pedoman serta Tata Kerja Operasional (TKO)/Tata Kerja Internal (TKI) sebagai peraturan pelaksanaannya. In 2016, the management of risk in Pertamina has reached the stage of habit in which at this stage Pertamina has applied standard procedures on a regular basis and posseses indicators and quantitative measures which become objective performance targets of risk management ranging from individuals, functions, and top management. In addition, Pertamina has performed risk management across its business lines and has developed the tool/risk management system that supports the process of identifying, measuring and mapping all significant risks. This is reflected in the application of Enterprise Risk Management during 2016, such as the availability of Corporate Risk Limits, Key Performance Indicators for Risk Management, Pertamina Top Risks, Top Risk and Priority Project Monitoring Report, Risk Management for Business Development and the ERM System. Implementation is supported by written policies set out in Work Operational Guidelines and Procedures (TKO)/ Internal Work Procedures (TKI). integrated Prinsip dan Kerangka Kerja Manajemen Risiko Pertamina ISO 31000:2009 merupakan standar mutu di bidang manajemen internasional. risiko yang berlaku secara Standar tersebut berisi prinsip-prinsip, kerangka kerja, serta panduan dalam pengelolaan risiko. Di lingkungan Pertamina, penerapan ISO 31000:2009 berfungsi sebagai landasan kerangka kerja manajemen risiko, dilakukan terintegrasi sesuai dengan kondisi, lingkungan dan proses bisnis Perseroan. Untuk itu, Pertamina melakukan penyesuaian Risk Management Principles and Framework ISO 31000: 2009 is a quality standard in the field of risk management that applies internationally. The standard includes principles, framework and guidelines in the management of risk. In Pertamina, ISO 31000: 2009 serves as the basis for the risk management framework, applied integratedly in accordance with the Company condition, environment and business process. Therefore, Pertamina formulates adjustments that allow all strategic activities, management and operations 407
408 yang memungkinkan seluruh kegiatan strategis, manajemen dan operasional dalam organisasi dapat mendukung tercapainya tujuan Enterprise Risk Management Pertamina. Penyesuaian tersebut dilakukan dengan cara menerapkan prinsip, kerangka kerja serta panduan pengelolaan risiko di Pertamina. Pola pelaksanaan tersebut digambarkan sebagai berikut: within the organization to promote the goals of Pertamina's Enterprise Risk Management. These adjustments are applied by implementing the principles, framework and guidelines of risk management. The implementation pattern is described as follows: RISK MANAGEMENT PRINCIPLES RISK MANAGEMENT FRAMEWORK Mandate and Commitment 1. Create value; 2. Integral part of organizational Design of Framework process; 3. 4. Part of decision making; Explicitly addresses uncertainty; Continual Improvement framework Plan Act Plan Check Implementing risk management: √ Implementing the framework √ Implementing the risk management process 5. Systematic, structured, & timely; 6. Based on the best available Monitoring and Review of the framework information; 7. Tailored; 8. Takes human and cultural factors RISK MANAGEMENT PROCESS into account; 9. Transparent & inclusive; n o Establishing the Context 10. Dynamic, iteractive, and i t a t l responsive to change; 11. Facilitates continual improvement and enhancement of the organization. u s n o C & n o i t a c i n u m m o C Risk Risk Identification Risk Analysis Risk Evaluation Risk Treatment Assessment M o n i t o r R e v i e w Prinsip-prinsip manajemen landasan paradigma untuk melaksanakan secara efektif kerangka kerja dan proses manajemen risiko di setiap tingkatan organisasi. Kesuksesan manajemen risiko bergantung pada efektivitas penerapan kerangka kerja manajemen risiko sebagai dasar pengelolaan risiko di setiap tingkatan organisasi. risiko merupakan The principles of risk management is the paradigm cornerstone to effectively implement the risk management framework and process at every level of the organization. The success of risk management depends on the effectiveness of the implementation of the risk management framework as the basis of risk management at every level of the organization. Komitmen penerapan manajemen risiko yang kuat serta perencanaan strategis di Pertamina tertuang dalam Traktat Implementasi Manajemen Risiko Pertamina, di mana semua tingkat organisasi berkomitmen dalam menerapkan manajemen risiko. Kerangka kerja yang telah disusun tersebut secara berkala diterapkan dan dilakukan perbaikan sesuai dengan kondisi bisnis Pertamina. Pertamina's strong commitment to implement risk management and its strategic planning are contained in the Risk Management Treaty, where all levels of the organization are committed to apply risk management. The framework revisited on a regular basis is applied and improvements are made in accordance with Pertamina's business condition.
Penerapan manajemen risiko di Pertamina mencakup proses identifikasi, analisis, evaluasi, mitigasi dan pemantauan risiko. Setelah melakukan penetapan konteks dalam manajemen risiko yang tertuang dalam KPI, Risk Owner mengidentifikasi penyebab risiko, luasan dampak serta perubahan-perubahan yang terjadi. Tujuan tahapan ini adalah untuk menyusun rincian risiko secara komprehensif yang dituliskan dalam Risk Register. Tindak lanjut dari penyusunan rincian risiko tersebut adalah menganalisis potensi risiko tersebut untuk dijadikan acuan dalam pemilihan penanganan permasalahan. Analisis tersebut dapat berupa analisis secara kuantitatif maupun kualitatif berdasarkan data historis. Metode analisis kuantitatif di Pertamina menggunakan metode Value at Risk (VaR) apabila data historis tersedia dan Delphi method apabila tidak tersedia data historis. In Pertamina, the implementation of risk management consists of the process of identification, analysis, evaluation, mitigation and monitoring risks. After determining the context of risk management stipulated in the KPI, the Risk Owner identifies the cause of the risk, the extent of the impact and the changes that occur. The purpose of this stage is to formulate the details of risk comprehensively, to be written in the Risk Register. The preparation of the risk details is followed by the analysis of potential risks which then become a reference in the selection of problem solutions. The analysis may feature quantitative and qualitative analysis based on historical data. Pertamina uses the Value at Risk (VaR) method to perform quantitative analysis if the historical data is available, and the Delphi method if there is no historical data. tujuan mendukung Evaluasi dalam proses pengambilan keputusan melalui kajian analisis mengenai risiko apa saja yang perlu dimitigasi serta menentukan langkah mitigasi mana saja yang perlu diprioritaskan. Pada setiap tahapan tersebut selalu disertai proses komunikasi dan konsultasi dengan tujuan untuk memastikan agar Risk Owner paham dalam penerapan manajemen risiko. risiko dilakukan dengan Risk evaluation is conducted to support decision-making processes through risk assessment analysis of what needs to be mitigated and to determine the mitigation measures that need to be prioritized. Each stage of the process is accompanied by communication and consultation with the aim to ensure understanding of the Risk Owner in the risk management application. Pelaksanaan Enterprise Risk Management di Pertamina yang berbasis ISO 31000:2009 juga didukung oleh struktur organisasi yang tepat. Pertamina memiliki Komite Manajemen Risiko jawab pengembangan kebijakan dan strategi pengelolaan risiko. Pertamina juga memiliki Manajemen Risiko Korporat yang berfungsi sebagai pelaksana dan pemantau pengelolaan risiko ditingkat korporasi. Pada tingkat operasional, Manajemen risiko Direktorat yang melaksanakan dan mengelola risiko bersama dengan Risk Owner. sebagai penanggung The implementation of Enterprise Risk Management in Pertamina is based on ISO 31000: 2009 and is supported by appropriate organizational structure. The Pertamina Risk Management Committee is responsible for the formulation of risk management policies and strategies. Furthermore, the Pertamina Corporate Risk Management implements and monitors risk management at the corporate level. At the operational level, the Risk Management Directorate manages risk together with the Risk Owner. Komite Manajemen Risiko di Pertamina beranggotakan Direksi dan Direktur Keuangan sebagai Chief Risk Officer yang mengembangkan kebijakan dan strategi pengelolaan risiko Perseroan. Adapun tugas dan tanggung jawab Komite Manajemen Risiko antara lain: 1. Menetapkan komite-komite yang dianggap perlu dalam The Pertamina Risk Management Committee consists of the Board of Directors and the Finance Director, as Chief Risk Officer who develops the Company's risk management policies and strategies. The main duties and responsibilities of the Risk Management Committee are to: 1. Establish committees as deemed necessary in the pelaksanaan pengelolaan risiko Perusahaan. implementation of the Company's risk management. 2. Bertanggung jawab atas pemantauan pelaksanaan kebijakan manajemen risiko dan eksposur risiko yang diambil oleh Pertamina secara keseluruhan. 2. Be responsible for monitoring the implementation of risk management policies and risk exposures taken by Pertamina as a whole. 3. Mengevaluasi aktivitas atau memerlukan persetujuan Direksi. transaksi usaha yang 3. Evaluate the activities and business transactions that require the approval of the Board of Directors. 4. Mengevaluasi efektivitas penerapan Manajemen Risiko 4. Regularly evaluate the effectiveness of the Company's Risk Management. 4. Regularly evaluate the effectiveness of the Company's Risk Management. 5. Menetapkan hal-hal yang terkait dengan keputusan bisnis yang menyimpang dari prosedur normal (irregularities). 6. Memantau independensi operasi Manajemen Risiko 5. Determine those matters related to business decisions that deviate from the normal procedures (irregularities). 6. Monitor the independence of Corporate Risk Management. Korporat. 7. Mengembangkan budaya sadar risiko (risk consciousness) 7. Develop a culture of risk awareness, risk consciousness, at all levels of the organization. 7. Develop a culture of risk awareness, risk consciousness, at all levels of the organization. 8. Mengembangkan potensi sumber daya manusia yang 8. Develop human resource potentials associated with Risk Management. 8. Develop human resource potentials associated with Risk Management. 409
410 Dalam menjalankan tugasnya, Komite Manajemen Risiko didukung oleh: 1. Fungsi Manajemen Risiko Korporat yang bertanggung jawab membuat kebijakan untuk mengembangkan laporan manajemen risiko Pertamina, memberikan rekomendasi kepada Komite Manajemen Risiko, mengevaluasi kegiatan bisnis, dan memantau pelaksanaan manajemen risiko. risiko, memantau profil 2. Fungsi Manajemen Risiko Direktorat yang bertanggung jawab bersama-sama dengan Unit Bisnis (risk owner) untuk melakukan proses manajemen risiko dengan mengidentifikasi, menilai, memetakan, memitigasi dan memantau risiko. Manajemen risiko Pertamina didukung oleh sumber daya manusia dengan kompetensi pengelolaan risiko manajemen yang baik namun memiliki kebutuhan untuk terus meningkatkan kemampuan melalui program-program pelatihan, baik yang diselenggarakan bersama dengan Pertamina Corporate University maupun yang diselenggarakan oleh ERM, sistem pengelolaan risiko terintegrasi, dan pembelajaran dari dokumentasi proses pengelolaan risiko. Sebagai bagian program BUMN Sinergi, ERM juga berperan dalam sharing knowledge Implementasi Manajemen Risiko di Pertamina dan BUMN lain dalam beberapa kursus yang diadakan oleh Perseroan untuk pekerja Risk Management BUMN, juga benchmark dan menjadi narasumber dalam Forum BUMN lain. In performing its duties, the Risk Management Committee is supported by: 1. Corporate Risk Management, responsible to create policy to develop risk management reports, monitor the risk profile of Pertamina, provide recommendations to the Risk Management Committee, evaluate business activities, and monitor the implementation of risk management. 2. Risk Management Directorate together with the Business Unit as risk owner, responsible to perform risk management processes by identifying, assessing, mapping, mitigating and monitoring risks. Pertamina risk management is supported by its human resources with good risk management competencies who have the need to continue to improve their skills through training programs, both held together with Pertamina Corporate University and organized by ERM, integrated risk management system, and learning from risk management documentations. As part of the BUMN Sinergi program, ERM also plays a role in Pertamina Risk Management knowledge sharing with other State-owned Enterprises in a number of courses held by the Company for SOE Risk Management workers, as well as in benchmarking and providing speakers for other SOE Forums. Evaluasi atas Efektivitas Sistem Manajemen Risiko Pengukuran efektivitas sistem manajemen risiko dilakukan oleh Internal Audit melalui mekanisme Risk-based Audit (RBA). Pada saat ini, ERM bekerja sama dengan Internal Audit dalam proses untuk menyusun metode RBA tersebut. Secara prinsip, auditor akan melakukan sampling evaluasi atas efektivitas implementasi pengelolaan risiko berdasarkan risiko yang sudah terdaftar (risk register). Dari hasil evaluasi tersebut, internal auditor diharapkan dapat menyimpulkan efektivitas implementasi manajemen risiko, antara lain: 1. Memeriksa kecukupan internal control yang sudah ada untuk mengurangi probabilitas risiko-risiko yang terdaftar. 2. Memeriksa pelaksanaan mitigasi risiko serta efektivitas Evaluation on the Effectiveness of Risk Management System The effectiveness of the risk management system is measured by Internal Audit through the Risk-based Audit (RBA) mechanism. Currently, ERM is working together with Internal Audit in the process of preparing the RBA method. In principle, the auditor will conduct evaluation sampling on the effectiveness of risk management based on the risk register. From the results of the evaluation, the internal auditor is expected to conclude the effectiveness of risk management by having: 1. Examined the adequacy of the existing internal control to reduce the probability of the risks eventuating. 2. Examined the implementation of risk mitigation as well as the effectiveness of mitigation. mitigasi tersebut. 3. Memeriksa kelengkapan risiko dalam risk register serta memeriksa kemungkinan terdapatnya risiko yang belum terdaftar. 4. Memeriksa kemungkinan terdapatnya item baru dalam risk register, seperti risk event baru, risk agent baru, dan/ atau terdapatnya risiko yang seharusnya sudah retired. 3. Examined the completeness of the list of risks in the risk register and examined the possibility of un-registered risks. 4. Examined the possibility for amending the risk register, such as with new risk events, new risk agents, and/or retired risks. Hasil pemeriksaan diupayakan untuk disampaikan dalam bentuk rekomendasi atau temuan yang dilaporkan kepada Komite Manajemen Risiko. Berdasarkan hasil rekomendasi tersebut, Pertamina dapat melakukan perbaikan dan pengembangan yang dibutuhkan untuk pengelolaan risiko yang lebih efektif. Hingga 2016, sistem manajemen risiko telah berlangsung cukup efektif. Hal tersebut dibuktikan oleh beberapa proses manajemen risiko yang telah diterapkan, antara lain: The results of examinations shall be delivered in the form of recommendations or findings and reported to the Risk Management Committee. Based on the results of such recommendations, Pertamina will be able to make the necessary improvements and developments in order to achieve more effective risk management. As at 2016, the Company's risk management system is adequatly effective. This is evidenced by risk management processes with:
1. Telah dilakukan identifikasi risiko baik kegiatan ongoing maupun business development sebagai bentuk sadar risiko. 1. Risk identification on the on-going activities and business developments as a form of risk awareness. 2. Penerapan perhitungan kuantitatif pada setiap kajian risiko mampu memberikan early warning kepada pemilik proyek sebagai langkah untuk meningkatkan kepastian pencapaian sasaran dan target Perusahaan dalam menjalankan business development. 3. Mampu mengidentifikasi 569 risiko kuantitatif dan 899 risiko kualitatif serta melakukan pemantauan terhadap seluruh risiko yang teridentifikasi membuktikan bahwa proses manajemen risiko telah dilaksanakan hingga level terbawah setiap unit kerja secara berkala berdasarkan pedoman pelaksaan manajemen risiko di Pertamina. 2. Application of quantitative calculations in risk assessment as able to provide early warning for project owner and to act as a measure to increase certainty in achievement of Company goals and business development targets. 3. Ability to identify 569 quantitative risks and 899 qualitative risks, and in monitoring all identified risks demonstrates that the risk management process has been implemented at least to the lowest level within each working unit as based on the risk management guidelines. Profil Risiko Perusahaan dan Upaya Mengelola Risiko Dalam mengelola risiko, setiap tahun Pertamina menyusun Laporan Top Risk Pertamina berdasarkan data dan informasi potensi risiko yang telah diidentifikasi dan didokumentasikan dalam risk register dari setiap Direktorat, Fungsi dan Anak Perusahaan di Pertamina. Data dan informasi risiko tersebut kemudian diseleksi di tingkat Direktorat, Fungsi dan Anak Perusahaan berdasarkan Risk Limit Direktorat sebagai threshold. Hasil seleksi berupa top risks pada masing-masing level. Tujuan penyusunan laporan Top Risk Pertamina adalah untuk menginformasikan risiko-risiko utama yang dihadapi Pertamina kepada Direksi. Pertamina telah mengidentifikasi risiko-risiko yang dihadapi Perseroan pada proses kerja dan bisnis migas sesuai dengan Risk Intelligence Map (RIM), antara lain: 1. Risiko Strategis dan Perencanaan merupakan risiko terkait dengan perencanaan strategis Pertamina antara lain corporate responsibility & sustainablility, external factors, planning, project, dan strategy. Beberapa contoh risiko strategis yang dihadapi Pertamina adalah potensi risiko perubahan regulasi Pertamina, risiko tidak tercapainya target produksi migas serta risiko kelangkaan minyak mentah dan produk minyak. Corporate Risk Profile and Efforts Manage Risk In managing risks, every year Pertamina prepares the Top Risk Report based on the data and information on risks identified and as documented in the risk register of each Directorate, function and Subsidiary in Pertamina. The data and information on risk is then selected at the Directorate, function and Subsidiary levels based on the Risk Limit of the Directorate as a threshold. The result of selection is the top risks at each level. The purpose of the Top Risk Report is to inform on the major risks faced by Pertamina to the Board of Directors. Pertamina has thus identified the risks faced by the Company in the work process and oil and gas business in accordance to the Risk Intelligence Map (RIM) as: 1. Strategic and Planning Risk is the risk associated with Pertamina strategic planning, which includes corporate responsibility & sustainablility, external factors, planning, project and strategy. Some examples of strategic risks faced by Pertamina are risk related to regulatory changes affecting Pertamina, risk of not achieving target of oil and gas production and risk of scarcity of crude oil and oil products. 2. Risiko Finansial merupakan adalah risiko terkait dengan kegiatan bisnis antara lain accounting, credit, liquidity & finance intelligence, financial market, planning & budgeting, dan operasional yang mengakibatkan kerugian keuangan Pertamina. Beberapa contoh risiko finansial antara lain Risiko pergerakan atau fluktuasi variabel pasar seperti perubahan kurs valuta asing, harga komoditas, dan tingkat suku bunga. 2. Financial Risk is the risk associated with business activities, among others accounting, credit, liquidity & finance intelligence, financial markets, planning and budgeting, and operations that result in financial losses. Some examples of financial risks are risk related to movements or fluctuations in market variables such as changes in foreign exchange rates, commodity prices, and interest rates. 3. Risiko Operasional dan Infrastruktur merupakan risiko terkait dengan kegiatan operasional dan prasarana Pertamina antara lain corporate assets, human resources, information technology, external events, legal, process management, product development, dan sales, marketing and communications. Beberapa contoh risiko operasional dan infrastruktur adalah risiko keselamatan dan kesehatan pekerja serta pencemaran lingkungan serta risiko aset- aset Pertamina yang tidak optimal. 3. Operational and Infrastructure Risk is the risk associated infrastructure as with Pertamina's operations and with Pertamina corporate assets, human resources, information technology, external events, legal, process management, product development, sales, marketing and communications. Some examples of operational and infrastructure risks are risk related to safety and health of workers, environmental pollution, and risk of non-optimal asset usage. 4. Risiko Tata Kelola merupakan risiko yang disebabkan oleh kurang atau tidak patuhnya terhadap aturan Tata Kelola Pertamina (Corporate Governance) dan Etika Bisnis 4. Governance Risk is the risk caused by the lack of or disobedience to Pertamina Corporate Governance rules and Business Ethics in the management of the Company. 411
412 (Business Ethics) dalam pengelolaan Pertamina. Contoh risiko tata kelola antara lain risiko Program CSR tidak tepat sasaran dan risiko kerugian dalam pelaksanaan penugasan BBM PSO. Examples of the goverance risks include risk caused by ineffective CSR programs and risk of loss in assignment of PSO fuel. 5. Risiko Kepatuhan merupakan risiko terkait dengan kegiatan bisnis Pertamina yang disebabkan oleh kurang atau tidak patuhnya terhadap peraturan. Contoh risiko kepatuhan antara lain risiko penurunan asesmen GCG dan meningkatnya fraud. risiko 6. Risiko Pelaporan merupakan terkait dengan kewajiban Pertamina untuk menyampaikan laporan kepada pihak-pihak yang berkepentingan/shareholder. Beberapa contoh risiko pelaporan antara lain risiko Laporan Keuangan dan Laporan Manajemen tidak tepat waktu, tidak reliable dan tidak wajar. 5. Compliance Risk is risk related to Pertamina business activities caused by the lack of or disobedience to regulations. Examples of compliance risk is risk of GCG assessments decreasing and risk of fraud increasing. 6. Reporting Risk is risk related to Pertamina's obligations to submit reports to concerned parties/shareholder. Examples of reporting risks include risk of Company Financial Statements and Management Reports not delivered reliably, fairly or in a timely manner. Tabel Potensi Risiko, Dampak dan Mitigasi Risiko atas Beberapa Faktor Risiko Utama Pertamina Table of Potential Risk, and Risk Mitigation Impact on Multiple Risk Factors Pertamina No Tipe Risiko Risks Type Potensi Risiko Risks Potential Dampak Impact Mitigasi Mitigation 1 Risiko Strategis Strategic Risk Risiko perubahan situasi ekonomi, sosial dan politik The risk of changes in the economic, social and political situations Terganggunya kegiatan dan kinerja keuangan Perusahaan Disruption of Company activities and financial performance Menyusun strategi jangka pendek dan panjang dengan memperhitungkan dan mengantisipasi perubahan kondisi eksternal yang berpotensi merugikan Pertamina Formulate short and long-term strategies that consider and anticipate external conditions that may cause potential losses for The Company Potensi Risiko perubahan regulasi Pertamina The risk of potential regulatory changes in Pertamina Terganggunya kegiatan operasional Pertamina Disruption of Pertamina operational activities Melakukan koordinasi dengan Pemerintah Coordinate with related government institutions Risiko tidak tercapainya target produksi migas The risk of not achieving the target of oil and gas production Target kinerja Perusahaan tidak tercapai Company strategic objectives not achieved 1. Mencari cadangan baru secara organik maupun non organik 2. Meningkatkan komunikasi intensif dan melakukan koordinasi dengan berbagai pihak terkait 1. Explore new reserves, both organic and inorganic. 2. Intensify communication and coordination with related parties Risiko tidak tercapainya target realisasi investasi The risk of not achieving the target of investment Tidak tercapainya target profit Perusahaan Company profit targets not achieved 1. Melakukan challenge session 2. Melakukan feasibility study yang komprehensif terhadap setiap rencana investasi 3. Melakukan monitoring realisasi investasi secara berkala 4. Mengembangkan sistem aplikasi informasi investasi 1. Organize challenge sessions 2. Conduct comprehensive feasibility studies on investment proposals 3. Monitor investment projects periodically 4. Develop investment information application system Risiko kelangkaan minyak mentah dan produk minyak The risk of scarcity of crude oil and oil products 1. Kegagalan Pertamina dalam menjamin keamanan pasokan minyak dan produknya 2. Reputasi Pertamina di masyarakat akan menjadi buruk 1. Pertamina fails to guarantee the security of oil supplies and its products. 1. Meningkatkan sarana penyimpanan dan distribusi 2. Menambah jumlah kapal tanker guna memperlancar distribusi 3. Meningkatkan produksi minyak mentah 1. Improve distribution facilities 2. Increase units of tanker vessels for better distribution 3. Increase crude oil production 2. Bad reputation for Pertamina in community
No Tipe Risiko Risks Type Potensi Risiko Risks Potential Dampak Impact Mitigasi Mitigation 2 Risiko Finansial Financial Risk Risiko pergerakan atau fluktuasi variabel pasar seperti perubahan kurs valuta asing, harga komoditas, tingkat suku bunga, sewa kapal, dan fluktuasi harga minyak Risk of the movements or fluctuations in market variables such as changes in foreign exchange rates, commodity prices, interest rates, ship rental, and fluctuations in oil prices Perusahaan mengalami kerugian besar Company suffers huge losses 1. Melakukan analisis risiko pasar 2. Melakukan natural hedging 3. Mengkaji kebijakan transaksi Lindung Nilai Valuta Asing 4. Berkoordinasi dengan BI untuk pengadaan valas 5. Berkoordinasi dengan Anak Perusahaan untuk pengadaan crude dan produk 6. Mengupayakan tingkat suku bunga pinjaman yang kompetitif 7. Memelihara hubungan yang baik dan mempunyak akses yang kuat dengan bank dan lembaga keuangan di dalam dan luar negeri 1. Conduct analysis of market risks 2. Conduct natural hedging 3. Analyze policies on foreign exchange hedging. 4. Coordinate with BI for foreign exchange supply 5. Coordinate with Company subsidiaries for crude and products procurement 6. Conduct best efforts to gain competitive lending rate 7. Maintain good relationship and strong access to local banks, foreign banks and financial institutions Risiko keterlambatan atau gagal bayar dari pelanggan The risk of delay or nonpayment from customers Potensi terjadi cash insufficiency Potential for cash insufficiency 1. Terganggunya cashflow Perusahaan 2. Terganggunya kegiatan investasi 3. Perusahaan mengalami kerugian yang besar. 1. Disruption of cash flow 2. Disruption of investment activities 3. Company suffers huge losses Terganggunya cashflow Perusahaan Disruption of cash flow 1. Menerapkan sistem scoring dan rating dalam pemberian kredit 2. Mengevaluasi alokasi kredit dan jaminannya 1. Apply scoring and rating system on credit lending 2. Evaluate credit allocation and collateral 1. Pemenuhan kewajiban semua mata uang 2. Koordinasi rutin dengan bank dan pihak eksternal terkait 3. melakukan strategi pendanaan, percepatan kolektibilitas piutang dan cost efficiency. 1. Fulfilling the requirements of all currencies 2. Coordinate regularly with Banks and related external parties 3. Develop funding strategy, collectability acceleration strategy, and cost efficiency strategy 3 Risiko Operasional Operational Risk Risiko keselamatan dan kesehatan pekerja serta pencemaran lingkungan Risk related to the worker's health and safety as well as environmental preservation 1. Perusahaan mengalami kerugian besar 2. Reputasi Pertamina di masyarakat menjadi buruk 3. Menurunnya moral pekerja 1. Company will experience huge loss. 2. Poor reputation for Pertamina 3. Decrease in employees' morale 1. Penerapan ISO 14000 dan risk assessment 2. Meningkatkan safety awareness pekerja melalui program terkait safety, upskilling, training, HSE drill dan sosialisasi 3. Sosialisasi regulasi pengelolaan limbah B3 dan dumping 4. Pelaksanaan program untuk mendukung pencapaian target PROPER Hijau & Emas 1. Implement ISO 14000 and risk assessment 2. Improve employee safety awareness through various training and socialization programs on health, safety and environment 3. Propagate regulations on waste management and waste dumping 4. Implement programs that support achieving Green and Gold PROPER targets Risiko unscheduled shutdown plant Risk of plant unscheduled shutdown Terganggunya operasional Perusahaan Disruption on the Company's operational 1. Maintenance alat kilang 2. Upgrading kapasitas power system 3. Pengembangan jaringan dan fasilitas kelistrikan 1. Refinery plant equipment maintenance 2. Upgrade capacity of power system 3. Develop installation and facilities for electricity Risiko aset-aset Pertamina yang tidak optimal Risk of CSR Program with falsely objected 1. Terganggunya kegiatan operasional 2. Menurunnya tingkat efektivitas dan efisiensi Perusahaan 1. Disrupting operational activities 2. Declination of the Company effectiveness and efficiency Melakukan perbaikan, perawatan dan peremajaan aset produksi dengan teknologi baru. Perform repairs, maintenance, and renewal of production assets with new technology. 413
414 No Tipe Risiko Risks Type Potensi Risiko Risks Potential Dampak Impact Mitigasi Mitigation 4 Risiko Governance Governance Risk Risiko Program CSR tidak tepat sasaran Risk of CSR Program with falsely objected 1. Gagal memenuhi kewajiban social responsibility 2. Terganggunya operasional Perusahaan 1. Pelaksanaan program CSR yang mendukung pencapaian Proper Hijau & Emas 2. Monitoring pelaksanaan program CSR 3. Menjalankan strategi top-down approach untuk memastikan 1. Fail to fulfill social responsibility obligations 1. Fail to fulfill social responsibility obligations 2. Disruption of operational activities 1. Implement CSR programs that support achieving Green and Gold PROPER targets 2. Monitor implementation of CSR programs 3. Execute top-down approach strategy to assure program implementation at operational level Risiko kerugian dalam pelaksanaan penugasan BBM PSO The risk of loss in the assignment of PSO fuel Menurunnya reputasi Pertamina Pertamina Reputation decline 1. Melakukan koordinasi untuk optimasi hilir 2. Koordinasi untuk mencegah inefisiensi dalam pengadaan BBM PSO 3. Mengusulkan penyesuaian alpha BBM PSO 4. Melakukan mediasi dengan stakeholder 1. Conduct necessary coordination for downstream optimization 2. Prevent inefficiency in subsidized fuel procurement through coordination 3. Propose adjustments of alpha for subsidized fuel 4. Mediation with stakeholders 5 Risiko Kepatuhan Compliance Risk Risiko fraud Risk of fraud Perusahaan mengalami kerugian Company suffers losses 1. Implementasi Whistle Blowing System 2. Melakukan audit secara berkala 1. Implement Whistle Blowing System 2. Perform audits periodically Risiko penurunan asesmen GCG Risk on the decrease of GCG assessment Menurunnya reputasi Pertamina di mata stakeholder dan bondholder Pertamina reputation decline in the eyes of stakeholders and bondholders 1. Pelaksanaan Evaluasi 2. Sosialisasi dan Internalisasi GCG 3. Monitoring kepatuhan LHKPN 4. Pelaksanaan asesmen oleh pihak eksternal 1. Conduct evaluations 2. Propagate and internalize GCG 3. Monitor "LHKPN" compliance 4. Implementation of assessment by external institution 6 Risiko Pelaporan Risiko Pelaporan Risiko Laporan Keuangan dan Laporan Manajemen tidak tepat waktu, tidak reliable dan tidak wajar Risk of Financial Statements and Management Report not being delivered timely, reliably and appropriately Reputasi dan akuntabilitas Pertamina di mata shareholders menjadi buruk Poor reputation and accountability in the eyes of shareholder 1. Rekonsiliasi data secara berkala 2. Penggunaan BPC serta sosialisasi dan update berkala terkait penggunaan BPC 3. Penunjukkan kantor akuntan publik untuk Pertamina wide 4. Penyempurnaan sistem terkait konfigurasi actual costing 1. Reconcile data periodically 2. Utilize Business Process Control (BPC) as well as propagating and updating use of BPC Risiko Pelaksanaan RUPS tidak terlaksana dengan baik sesuai jadwal Risk of GMS not being held well and on schedule 1. Penurunan kepercayaan terhadap Pertamina 2. Tidak terlaksananya poryek strategis perusahaan 1. Trust towards Pertamina decline 2. Pertamina strategic projects not executed 3. Assign public accountant for Pertamina-wide 4. Improving systems related to actual costing configuration Melakukan persiapan & pelaksanaan rapat Pra RUPS, Sirkuler dan RUPS RJPP Prepare and execute Pre GMS, Circulars, and GMS regarding Corporate long-term Plan (RJPP) Upaya Pengelolaan Risiko Upaya mengelola risiko dilakukan oleh Risk Owner melalui rencana mitigasi dan dimonitor secara berkala (triwulanan) oleh Fungsi Manajemen Risiko di tingkat fungsional atau operasional. Hal tersebut dilakukan untuk mencegah atau mengurangi dampak potensi risiko. Di sisi lain, pengelolaan top risks Pertamina dilakukan oleh Komite Manajemen Risiko secara paralel dengan monitoring dan review oleh Fungsi Risk Management Korporat. Kedua hal tersebut secara bersamaan menjadi pengukuran KPI pengelolaan risiko yang tertuang dalam kontrak manajemen Perusahaan. Dengan pelaksanaan pengelolaan risiko di level korporasi maupun fungsional, Pertamina berharap mendapatkan assurance dalam pencapaian tujuannya. The Effort to Manage Risks The management of risk is undertaken by risk owner through mitigation plan and monitored regularly (quarterly) by the Risk Management function in the functional or operational level. This is conducted to prevent or reduce the impact of potential risks. On the other hand, the management of Pertamina's top risks is performed by the Risk Management Committee in parallel with the monitoring and review by the Corporate Risk Management function. Together they become the KPI of risk management contained in the Company's management contract. With the implementation of risk management at the corporate as well as the functional level, Pertamina expects to obtain assurance in achieving its objectives.
Profil Risiko 2016 dan Rencana Pengelolaan Risiko Tahun 2017 2016 Risk Profile and Risk Management Plan in 2017 Pada 2016, perubahan iklim bisnis nasional maupun dunia mempengaruhi jalannya bisnis Pertamina. Fluktuasi harga minyak mentah dan nilai tukar rupiah terhadap dolar AS merupakan salah satu risiko berdampak signifikan terhadap kondisi bisnis Pertamina. Berdasakan kondisi tersebut serta data historis Perusahaan, Pertamina menghadapi risiko dengan tingkatan High Risk. Menyikapi tantangan tersebut, Lima Prioritas Strategis disusun sebagai upaya mitigasi yang dilakukan untuk mengurangi dampak perubahan keadaan tersebut. Lima Prioritas Strategis tersebut antara lain: 1. Pengembangan bisnis hulu migas, 2. Menerapkan efisiensi bisnis anak usaha Pertamina, 3. Menjalankan program peningkatan kapasitas kilang yang dimiliki Pertamina untuk pengamanan pasokan BBM dan meningkatkan produksi, The changes in national and world business climate in 2016 influenced the course of business of Pertamina. Fluctuations in crude oil prices and the Rupiah exchange rate against the US Dollar were risk events with significant impacts on Pertamina's business condition. Based on these conditions as well as the Company's historical data, Pertamina faced high level risks. In response to these challenges, Five Strategic Priorities were established as mitigation efforts to reduce the impacts of the changes. The Five Strategic Priorities are: 1. Develop upstream oil and gas business, 2. Apply business efficiency in Pertamina's subsidiaries, 3. Run the program to increase plant capacity to secure the supply of fuel and increase production, 4. Memperkuat jaringan ritel dalam menghadapi daya 4. Strengthen the retail network to face competitiveness, saing bersama kompetitor, 5. Memperkuat struktur keuangan untuk meningkatkan 5. Strengthen the Company's financial structure to increase annual income. 5. Strengthen the Company's financial structure to increase annual income. tersebut difokuskan untuk Strategi Pengelolaan risiko memastikan performa kinerja Perusahaan dapat tetap positif dan dapat dilaksanakan align dengan penerapan roadmap Enterprise Risk Management (ERM). Metode pengelolaan risiko yang diterapkan di Perusahaan adalah Top Down maupun Bottom Up. Artinya, di satu sisi Komite Manajemen Risiko menetapkan kebijakan pengelolaan risiko yang diterapkan di Pertamina serta menetapkan objectives Perseroan secara paralel, objectives yang di-cascade hingga tingkat operasional dikelola oleh seluruh lini dan tingkatan pekerja, mulai dari staf terendah hingga level manajerial, sesuai dengan appetite Komite Manajemen Risiko. Atas risiko-risiko yang dihadapi Perseroan, dilakukan assessment dan didokumentasikan dalam Top Risk Perusahaan serta secara berkesinambungan dimonitor pengelolaan atas Top Risk tersebut, termasuk identifikasi atas risiko signifikan baru yang muncul. Melalui penerapan pengelolaan risiko tersebut, profil risiko Pertamina yang semula High Risk dapat diturunkan menjadi Low Risk sesuai dengan appetite Komite Manajemen Risiko. The risk management strategy is focused on ensuring that the Company performance remain positive and in accordance with the Enterprise Risk Management (ERM) roadmap. The risk management method applied in the Company is Top Down and Bottom Up. That is, the Risk Management Committee establishes the risk management policies to be applied in Pertamina as well as set the Company's in parallel, the objectives cascaded up to the operational level are managed by all lines and levels of employees, from staff with the lowest rank to the managerial levels, in accordance with the Risk Management Committee set appetite. The risks faced by the Company are assessed and documented as the Company's Top Risk. The Top Risk are continuously monitored, and the identification of significant emerging risks is continuously performed. Through the implementation of risk management, the Pertamina risk profile which was initially at high risk may be lowered to Low Risk in accordance with the Risk Management Committee appetite. Strategi pengelolaan risiko pada 2017 harus dapat mencakup serta mempertimbangkan kondisi bisnis dan management concern atas proyeksi bisnis 2017. Implementasi manajemen risiko harus dapat memberikan early warning melalui analisis bisnis yang komprehensif dengan tetap menerapkan pengelolaan risiko yang telah dijalankan dan ditambah dengan monitoring mitigasi secara intensif dalam bentuk laporan Monitoring Top Risk Pertamina 2017. The risk management strategy in 2017 should be able to cover as well as consider the business and management conditions based on business projections for 2017. Risk management should be able to provide early warning through a comprehensive business analysis while implement ing the existing risk management added with intensive monitoring of mitigation efforts in the Top Risk Monitoring report. 415
416 Sistem Pengendalian Internal Internal Control System Pertamina menerapkan internal dengan berbasis pada Pedoman Pengendalian Intern No. A-002/R00100/2011-SO, yang disusun sebagai metode pengendalian dan pengawasan terhadap kegiatan operasional dan pelaporan keuangan, seiring dengan berkembangnya Pertamina dari waktu ke waktu. Sistem pengendalian internal merupakan wujud kepatuhan dan komitmen Perseroan dalam mengimplementasikan praktik GCG yang mendalam dan menyeluruh sehingga penerapan GCG mampu berjalan secara efektif dan berkelanjutan, dengan mengacu pada Peraturan Meneg BUMN No. Per-01/M-MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang Baik. sistem pengendalian Pertamina implements an internal control system based on the Internal Control Guidelines No. A-002/R00100/2011- SO, structured as a method of control and supervision on operations and financial reporting, along with Pertamina's development from time to time. The internal control system is a form of Company compliance and commitment to implement corporate governance practices deeply and thoroughly; thus, GCG is applied effectively and sustainably, with reference to Regulation of the Minister of State-owned Enterprises No. Per-01/M-MBU/2011 on the Implementation of Good Corporate Governance. Sistem pengendalian internal diterapkan di seluruh tingkat jabatan dan berlaku bagi seluruh aktivitas setiap fungsi di Pertamina. Seluruh individu diupayakan untuk mampu menerapkan pengendalian internal dalam aktivitas sehari-hari dengan menerapkan prinsip preventif (pencegahan kondisi yang tidak diinginkan), detektif (pendeteksian dan perbaikan kelemahan) dan direktif (pengupayaan hal yang diinginkan). The internal control system is implemented at all levels and applies to all activities in every function in Pertamina. All individuals shall strive to apply internal control in their everyday activities namely by applying the principles of prevention (of unwanted conditions), detection (as well as repair weaknesses) and directive (insistence on matters desired). Prinsip Sistem Pengendalian Internal Prinsip sistem pengendalian internal Pertamina sesuai dengan kerangka COSO-ERM 31000:2009 terdiri dari beberapa komponen, yaitu lingkungan pengendalian (control environment), penilaian risiko (risk assessment), aktivitas pengendalian (control activities), informasi dan komunikasi (information and communication) dan pemantauan (monitoring). Pengendalian internal merupakan kegiatan yang dilakukan secara terintegrasi dengan memastikan bahwa tujuan Perseroan dapat tercapai. The Principles of the Internal Control System Pertamina's principles of internal control system are in accordance with the framework of COSO-ERM 31000:2009 consisting of several components, namely the control environment, risk assessment, control activities, information and communication as well as monitoring. Internal control is an integrated activity to ensure that the Company's objectives can be achieved. Struktur dan Pelaksanaan Sistem Pengendalian Internal Proses dan struktur penerapan sistem pengendalian internal dilakukan oleh masing-masing fungsi dan pemilik risiko (risk owner) dengan mengacu pada Pedoman Pengendalian Intern Pertamina. Pada pelaksanaannya, setiap jajaran manajemen menetapkan pengendalian untuk memitigasi risiko-risiko yang berpotensi menghambat pencapaian tujuan operasional dan finansial. Perseroan melakukan penyusunan dan pelaksanaan kebijakan serta prosedur yang terkait pelaksanaan operasional juga penyusunan termasuk mengkomunikasikan hal laporan keuangan, tersebut kepada setiap jajaran Perseroan terkait. Selain itu, Perseroan juga melakukan pemisahan fungsi yang bertujuan agar setiap individu memiliki tanggung jawab yang cukup dalam pekerjaannya dan terhindar dari potensi kesalahan, kecurangan dan pemborosan. Structure and Implementation of Internal Control System The process and structure of the internal control system is carried out by each of the functions and the risk owner with reference to the Pertamina Guidelines for Internal Control. In practice, each of the management of units set controls to mitigate the risks that could hinder the achievement of operational and financial objectives. The Company prepares and applies the policies and procedures related to operations and the preparation of financial statements, including communicating the policies and procedures to all related levels in the Company. In addition, the Company also performs separation of functions aimed to keep the suitability of responsibility within every individual in his/her work and avoid potential errors, fraud and waste.
Pengendalian Intern pada Aktivitas Operasional Internal Control on Operational Activities Untuk menerapkan sistem pengendalian internal pada aktivitas operasional, Perseroan melakukan penegakan integritas dan nilai etika, mendorong pekerja untuk melaksanakan aturan dan kebijakan Perseroan, menghimbau pekerja untuk menampilkan sikap keteladanan dalam sikap dan perbuatan, menegakkan tindakan kedisiplinan atas pelanggaran peraturan, menetapkan kebijakan discrecy terkait intervensi terhadap kebijakan manajemen, meminimalisir potensi terjadinya benturan kepentingan, menyusun SOP dan standar kompetensi, mengupayakan kepemimpinan yang kondusif, serta menciptakan lingkungan kerja yang aman dan sehat. To implement internal control over its operational activities, the Company imposes the preservation of integrity and ethical values, encourages workers to implement the Company rules and policies, encourages workers to show exemplary attitudes and actions, enforces disciplinary actions towards rule violations, determines discretionary policy related to interventions against management policies, minimizes the potential for conflict of interest, compiles the SOP and competency standards, creates conducive leadership, and creates a safe and healthy working environment. Pengendalian Intern pada Aktivitas Pelaporan Keuangan Manajemen kebijakan mengenai pengendalian intern atas pelaporan keuangan atau Internal Control over Financial Reporting (ICoFR) dan pelaksanaan evaluasinya. Kebijakan tersebut mengarahkan agar manajemen merancang, melaksanakan, mengevaluasi dan melaporkan efektivitas pengendalian intern baik tingkat entitas maupun transaksional termasuk pengendalian intern yang difasilitasi oleh Information Technology (IT General Control & IT Application Control). telah menetapkan Internal Control on Financial Reporting Activities Management has established policy related to Internal Control over Financial Reporting (ICoFR) and its evaluation. The policy directs that management shall design, implement, evaluate and report on the effectiveness of internal control both at the entity and transactional levels, including internal control facilitated by Information Technology (IT General Control & IT Application Control). ICoFR bertujuan untuk memberikan keyakinan yang memadai (reasonable assurance), bahwa proses pencatatan laporan keuangan telah didukung dengan pengendalian intern yang efektif berdasarkan ketentuan yang berlaku. Penerapan ICoFR memberikan keyakinan kepada pemangku kepentingan eksternal atas efektivitas pengendalian intern dalam pelaporan keuangan dan meningkatkan kepercayaan terhadap Perseroan dan Manajemen Perseroan. ICoFR aims to provide reasonable assurance that the process of financial statements recording has been supported by effective internal control based on applicable provisions. The implementation of ICoFR provides assurance to external stakeholders on the effectiveness of internal control in financial reporting and increases confidence in the Company and the Company Management. Pelaksanaan evaluasi ICoFR dilakukan berdasarkan mekanisme three line of control defense. Dalam tingkat pertama, first line (Bussiness Process Owner) melakukan evaluasi atas pelaksanaan pengendalian intern yang menjadi tanggung jawabnya. Kemudian, second line (Control Group) melakukan evaluasi atas rancangan pengendalian intern secara periodik untuk memastikan rancangan tersebut tetap selaras dengan perkembangan bisnis perusahaan. Terakhir, third line (Internal Audit) diarahkan untuk memberikan kesimpulan atas efektivitas pelaksanaan pengendalian internal secara keseluruhan. ICoFR evaluation is conducted based on the three lines of control defense mechanism. In the first level, the first line (Business Process Owner) evaluates the implementation of internal control under their responsibility. Then, the second line (Control Group) evaluates the design of internal control periodically to ensure the design is aligning with the Company business development. Lastly, the third line (Internal Audit) is directed to provide conclusions on the effectiveness of internal control as a whole. 417
418 Kesesuaian Sistem Pengendalian Internal dengan Kerangka COSO Penerapan sistem pengendalian internal Pertamina dalam hal operasional dan keuangan telah merujuk pada aspek- aspek yang disyaratkan oleh Committee of Sponsoring Organizations of (COSO) Enterprise Risk Management (ERM) - Integrated Framework melalui kerangka COSO, secara khusus mengacu pada Internal Control Framework 2013 sebagai perubahan atas kerangka terdahulu pada 1992 sebagaimana tertuang dalam Peraturan Pemerintah No. 60 Tahun 2008 mengenai Sistem Pengendalian Intern Pemerintah. Pertamina telah sistem mengadaptasi dan menyesuaikan penerapan pengendalian internal dengan kerangka COSO 2013 dengan mengimplementasikan 5 komponen dan 17 prinsip yang ditentukan dalam kerangka COSO. Terkait dengan aspek manajemen risiko dalam sistem pengendalian internal, Pertamina juga merujuk pada (ISO) 31000:2009 Risk Management - Principles and Guidelines. Kesesuaian sistem pengendalian internal dengan kerangka COSO bertujuan agar Pertamina mampu menentukan sasaran yang sesuai dengan visi dan misi Perseroan, memastikan efektivitas dan efisiensi penggunaan sumber daya, mengutamakan kepercayaan peraturan pelaporan perundangan yang berlaku. the Treadway Commission The Suitability of Internal Control System with COSO Framework The Pertamina internal control system is related to operations and finance and complies with the aspects required by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) Enterprise Risk Management (ERM) - Integrated Framework through the COSO framework, specifically referring to the Internal Control Framework 2013 as an amendment to the previous framework in 1992, as stipulated in Government Regulation No. 60 Year 2008 regarding the Internal Control System of the Government. Pertamina adapts and adjusts the application of the internal control system with the COSO framework 2013 by implementing 5 components and 17 principles specified in the COSO framework. Related to the aspects of risk management in the internal control system, Pertamina also refers to (ISO) 31000: 2009 Risk Management - Principles and Guidelines. The suitability of the internal control system with the COSO framework aims to enable Pertamina to determine the goals to align with the vision and mission of the Company, ensure effective and efficient use of resources, prioritization of the reliability of reports and compliance with applicable laws and regulations. dan mematuhi Evaluasi atas Efektivitas Sistem Pengendalian Internal Efektivitas sistem pengendalian internal sangat dipengaruhi pemilihan yang disesuaikan dengan tingkat risiko yang dihadapi. Perseroan secara rutin melakukan pemantauan berkelanjutan (on-going monitoring), kemudian dilanjutkan dengan evaluasi terpisah (separate evaluation) yang dilakukan oleh Satuan Pengawasan intern (SPI) dan menganalisis hasil yang didapatkan. Melalui proses pengawasan dan evaluasi yang konsisten, Perseroan meyakini bahwa sistem pengendalian internal dapat berjalan efektif. kegiatan pengendalian Evaluation on Internal Control Effectiveness The effectiveness of the internal control system is heavily influenced by the selection of control activities as tailored to the level of risk. The Company routinely performs on-going monitoring, then followed by a separate evaluation carried out by Internal Audit (SPI) and analysis of the results. Through a consistent process of monitoring and evaluation, the Company believes that the system of internal control can be effective.
Investor Relations Investor Relations Tugas dan Tanggung Jawab Investor Relations (IR) bertanggung jawab dalam menjembatani komunikasi antara Pertamina dan stakeholders utama IR, yang mencakup komunitas keuangan, pasar modal dan pasar utang, baik skala nasional maupun internasional dalam rangka mendukung upaya Pertamina sebagai perusahaan yang setara dengan perusahaan publik. Duties and responsibilities Investor Relations (IR) is responsible for bridging communication between Pertamina and the major stakeholders of IR, which include the financial community, capital market and debt market, both Indonesian and international, in order to support Pertamina's efforts as a company equal to a Public Company. Kegiatan Investor Relations Pada 2016 Berdasarkan program kerja yang telah dicanangkan, kegiatan yang dilakukan oleh Fungsi Investor Relations selama 2016 adalah sebagai berikut: • Investor Meeting & Interaction Merupakan pertemuan VP Stakeholder Relations dan Fungsi IR dengan Komunitas Keuangan, Rating Agency, maupun Potential Investors yang dilakukan dalam rangka update dan mengkomunikasikan perkembangan Perusahaan. Interaksi dilakukan dengan one-on-one meeting, group meeting, atau melalui media telepon maupun email. Investor Market Insight IR Market Insight merupakan publikasi mingguan IR dalam Buletin Energia Pertamina dengan tujuan untuk memaparkan kondisi pasar keuangan global melalui penjelasan yang mudah dipahami dan relevansinya dengan dunia bisnis serta Pertamina. IR Corporate Support Dukungan Fungsi IR kepada kegiatan korporasi atau persiapan dokumen data dan informasi yang diperlukan untuk mendukung kegiatan direktorat/fungsi seperti Direktorat Keuangan, Fungsi Financing dan fungsi-fungsi terkait lainnya atau untuk mendukung kegiatan Direksi serta memberikan layanan yang diperlukan stakeholders.
The Activities of Investor Relations In 2016 Based on the work program, the following are the activities performed by Investor Relations in 2016:
Investor Meeting & Interaction A meeting between the VP of Stakeholder Relations and IR function with the Financial Community, Rating Agency, and Potential Investors were held in order to update and communicate the Company's development. Interaction is conducted through one-on-one meetings, group meetings, including telephone or email.
Investor Market Insight IR Market Insight is IR's weekly publication in the Bulletin Energia Pertamina written to describe the condition of global financial markets through an easily understood explanation and the description of its relevance to the business world as well as to Pertamina. IR Corporate Support The support of IR to the corporate activities or to the preparation of data and information documents is necessary to support the activities of the directorate/ functions such as the Directorate of Finance, financing functions and other related functions or to support the activities of the Board of Directors as well as provide the necessary services to the stakeholders. Hubungan dengan Analis Selama 2016, fungsi IR telah melakukan sedikitnya 260 interaksi dengan analis dan investor melalui kegiatan meeting (termasuk group meeting dan one-on-one meeting), phone call, webcast (global investor earnings call) dan email serta investor site visit. Relations with Analysts During 2016, IR conducted at least 250 interactions with analysts and investors through meetings (including group meetings and one-on-one meetings), phone calls, a webcasts (global investor earnings call) and emails as well as investor site visits. 419
420 Kasus dan Perkara Penting Important Legal Cases Fungsi Hukum mempunyai tugas dan wewenang untuk menangani berbagai perkara hukum yang dihadapi Perseroan, mengkoordinir langkah penanganan perkara yang dihadapi oleh Pertamina baik di level korporasi, direktorat, unit operasi maupun anak perusahaan, dan merupakan fungsi yang melapor langsung kepada Direktur Utama. Dalam pelaksanaannya, Fungsi Hukum menggunakan in-house lawyer Pertamina maupun jasa external lawyer. strategi maupun The duties and authorities of the Legal Function include handling a variety of legal matters faced by the Company, coordinating the strategies and measures to handle cases faced by Pertamina both at the corporate, directorate, and operational unit levels as well as at the subsidiaries. The Legal Function reports directly to the President Director. In practice, the Legal Function uses in-house lawyers as well as external lawyers. Tabel Perkara Penting yang Dihadapi Pertamina Tahun 2016 Table of Important Legal Cases Faced by Pertamina in 2016 Perkara Hukum Legal Case Pengaruh Terhadap Pertamina Impact on Pertamina Status Terakhir Recent Status Sanksi Administrasi Administrative Sanction Perkara Tanah Depot Bitung, berkaitan dengan sengketa kepemilikan tanah Depot Pertamina Bitung. Tanah Depot Bitung dinyatakan tidak dapat dieksekusi namun demikian hak pemilik tanah tidak boleh dirugikan. Case of Land at Bitung Depot, related to land ownership dispute of Pertamina Depot Bitung. Land for Depot Bitung is declared not executable but the rights of the landowner should not be impaired. Mempengaruhi Citra baik Pertamina dan dapat mengganggu kegiatan Operasi Depot Pertamina di Bitung. Affecting Pertamina's good image and may disrupt Pertamina's Depot activities in Bitung. Gubernur Sulawesi Utara telah membentuk TIM yang beranggotakan unsur Pemerintah Provinsi, Kanwil BPN, Kejati, Kapolda dan Pertamina untuk menyelesaikan permasalahan tanah Depot Bitung. The Governor of North Sulawesi has formed a team consisting of elements of Provincial Government, Regional Office of BPN, Kejati, Kapolda and Pertamina to solve the problem of Depot Bitung land. Tidak ada None Perkara Tanah Jalan Pemuda, berkaitan dengan gugatan atas penggunaan dan penguasaan tanah oleh Pertamina seluas + 1,6 Ha.Putusan yang telah berkekuatan hukum tetap menghukum Pertamina untuk membayar ganti rugi tanah seluas 3.150 m2 yang besarannya ditentukan oleh Panitia Pembebasan Tanah dan Ganti Rugi. The Case of land at Jalan Pemuda, related to the lawsuit over the use and ownership of the land by Pertamina, covering an area of + 1.6 Ha. The legally binding verdict penalized Pertamina to pay compensation for the 3.150 m2 land, the amount of which is determined by the the Committee for Land Acquisition and Compensation. Mempengaruhi Citra baik Pertamina dan dapat mengganggu kegiatan operasi SPBG Pertamina di atas tanah sengketa. Affecting Pertamina's good image and may disrupt Pertamina's SPBG operation activity on disputed land. Pertamina mengajukan gugatan terhadap putusan Panitia Pembebasan Tanah dan Ganti Rugi yang dibentuk oleh Gubernur DKI Jakarta. Apabila gugatan Pertamina tersebut ditolak maka Pertamina berpotensi untuk membayar ganti rugi tanah sesuai putusan Pengadilan. Pertamina telah mengajukan gugatan perlawanan atas penetapan sita eksekusi dari Pengadilan Negeri Jakarta Timur. Pertamina filed a lawsuit against the decision of the Committee for Land Acquisition and Compensation established by the Governor of Jakarta. If the claim is rejected, Pertamina has the potential to pay restitution of land in accordance with the decision of the Court of Justice of East Jakarta. Tidak ada None
Perkara Hukum Legal Case Pengaruh Terhadap Pertamina Impact on Pertamina Status Terakhir Recent Status Sanksi Administrasi Administrative Sanction Perkara Tanah Bukit Datuk Dumai, berkaitan dengan sengketa kepemilikan dan pemanfaatan tanah Pertamina seluas + 200 Ha. Putusan sampai tingkat PK menyatakan tanah sebagai milik Penggugat dan Pertamina harus membayar kerugian materil kepada penggugat. Tanah obyek sengketa telah dieksekusi, namun Pertamina mengajukan gugatan pembatalan eksekusi. The case of land at Bukit Datuk Dumai, related to the dispute on the ownership and use of Pertamina's land covering + 200 Ha. Decisions up to the level of PK declared Plaintiffs as the land owner and Pertamina shall pay material damages. The land object of dispute has been executed, but Pertamina filed an execution cancellation. Mempengaruhi Citra baik Pertamina Affecting Pertamina's good image Putusan PN dan PT menyatakan eksekusi tidak sah atau batal demi hukum, saat ini dalam proses kasasi. Apabila gugatan Pertamina ditolak, maka terdapat potensi Pertamina membayar ganti kerugian materil. The verdict of PN and PT declared that the execution is unlawful or null and void, currently is in the cassation process. If Pertamina's lawsuit is rejected, then there is the potential of Pertamina to pay material damages. Tidak ada None Perkara Instalasi Makassar, berkaitan dengan gugatan kepemilikan tanah yang disewa Pertamina untuk Instalasi Makassar. Putusan PN dan PT memenangkan Pertamina, namun Putusan Kasasi mengharuskan Pertamina untuk membayar ganti rugi kepada Penggugat. Putusan Peninjauan Kembali menguatkan putusan Kasasi. Makassar Installation Case, relating to lawsuit on land rented by Pertamina for Installation Makassar. The verdict of PN and PT was in favor of PT Pertamina, but in the Cassation Decision, Pertamina must pay a compensation. Verdict from the Juidicial Review affirmed the Cassation decision. Mempengaruhi Citra baik Pertamina dan dapat Mengganggu Kegiatan operasi Depot Pertamina di Makassar. Affecting Pertamina's good image and may disrupt Pertamina's operation at Makassar Depot. Pertamina masih melakukan upaya hukum lain. Pertamina is still making other legal effort. Tidak ada None Informasi Mengenai Sanksi Administratif dan Finansial Information on Administrative and Financial Sanctions Pada 2016, PT Pertamina (Persero) tidak menerima adanya sanksi administratif dan finansial dari lembaga berwenang atas kasus dan hal apapun yang menyangkut PT Pertamina (Persero). In 2016, PT Pertamina (Persero) did not receive any administrative or financial sanctions from the authorities. Akses Informasi dan Data Perusahaan Access to Corporate Information and Financial Dalam meningkatkan penerapan prinsip transparansi serta pemenuhan kebutuhan informasi perusahaan bagi para pemangku kepentingan, Pertamina menyediakan akses informasi internal dan eksternal seluas-luasnya dengan cara yang informatif dan responsif. Akses informasi internal mencakup town hall meeting, email broadcast, running text, lobby display, digital billboard, public announcement, dan majalah Perusahaan yaitu Energia. Sedangkan akses informasi eksternal mencakup siaran pers, situs Perusahaan, media sosial, situs Kementerian, dan contact center Pertamina. Informasi tersajikan dalam bab Sekretaris Perusahaan. rinci telah In order to improve the application of the principle of transparency as well as to fulfill the stakeholders' needs for corporate information, Pertamina provides access to internal and external information in an informative and responsive manner. Access to internal information includes the town hall meeting, email broadcast, running text, lobby display, digital billboard, public announcement, and the Company's magazine Energia. Meanwhile, access to external information includes press releases, the Company website, social media, the Ministry's website, and Pertamina's contact center. Detailed information is presented in the chapter on the Corporate Secretary. 421
422 Kode Perilaku Code of Conduct Pokok Kode Perilaku Kode Etik (Code of Ethics) atau panduan etika Pertamina tercermin pada Kode Perilaku (Code of Conduct) Pertamina terbaru yang mulai berlaku pada 2014. Pedoman Perilaku ini merupakan improvement dari Code of Conduct sebelumnya dan terdiri dari ketentuan-ketentuan tentang visi, misi, tata nilai unggulan, prinsip-prinsip GCG dan model-model perilaku, yaitu: 1. Integritas dalam bekerja 2. Persaingan sehat 3. Kerahasiaan data dan transparansi 4. Sikap profesional 5. Komitmen terhadap pelanggan/konsumen 6. Komitmen terhadap pemangku kepentingan lainnya 7. Whistle Blowing System Principal Code of Conduct The Pertamina Code of Ethics, or ethical guidelines, is reflected in Pertamina's latest Code of Conduct which came into force in 2014. The Code of Conduct is an improvement on the previous Code of Conduct and consists of provisions related the vision, mission, values, good corporate governance principles and behavioural models, namely: 1. Integrity in work 2. Healthy competition 3. Confidentiality of data and transparency 4. Professional attitude 5. Commitment to customers 6. Commitment to other stakeholders 7. Whistle Blowing System Universalitas Kode Perilaku Kode Perilaku mengikat dan berlaku bagi seluruh anggota organisasi dari setiap tingkatan jabatan di Pertamina. Kode Perilaku ini ditandatangani oleh Direktur Utama dan Komisaris Utama Perusahaan dan diberlakukan berdasarkan Surat Keputusan Direktur Utama No.Kpts-07/C00000/2014-S0 tanggal 26 Februari 2014. Kode Perilaku juga dapat diunduh di situs resmi Pertamina sehingga dapat diketahui oleh seluruh stakeholder Pertamina. Universality of the Code of Conduct The Code of Conduct is binding and applies to all members of the organization within all levels at Pertamina. The Code of Conduct is signed by the President Director and the President Commissioner and enforced based on Decision of the President Director No. Kpts-07/C00000/2014-S0 dated February 26, 2014. The Code of Conduct can be downloaded at the Pertamina official website; thus is easily accessed by all stakeholders of Pertamina. Penyebarluasan Kode Perilaku Pertamina melakukan sosialisasi dan penyebarluasan Kode Perilaku ke seluruh fungsi dan direktorat melalui portal Compliance Online System. The Dissemination of the Code of Conduct Pertamina performs socialization and dissemination of the Code of Conduct to all functions and Directorates through the Compliance Online System portal. Penanganan Pelanggaran Kode Perilaku Bilamana terjadi pelanggaran-pelanggaran Kode Perilaku, Pertamina memberikan sanksi sesuai ketentuan dengan mengacu kepada Perjanjian Kerja Bersama. Selain itu, pekerja juga memiliki akses ke Whistle Blowing System (WBS) Pertamina untuk melaporkan pelanggaran-pelanggaran Kode Perilaku secara anonim dan rahasia. Pada 2016, Pertamina menerima 69 laporan pelanggaran Kode Perilaku yang telah diterima oleh Fungsi Compliance Pertamina. Seluruh laporan tersebut telah ditindaklanjuti sesuai dengan kebijakan dan peraturan Perseroan yang berlaku. Violations of the Code of Conduct In the event of violations of the Code of Conduct, Pertamina imposes sanctions according to the provisions with reference to the Collective Labor Agreement. In addition, workers also have access to the Pertamina Whistle Blowing System (WBS) to report violations of the Code of Conduct anonymously and confidentially. In 2016, Pertamina received 69 reports of violations of the Code of Conduct, accepted by Pertamina's Compliance Function. All of the reports have been followed up in accordance with the Company's policies and applicable regulations.
Inisiasi Anti Gratifikasi Initiation of Anti Gratification Sebagai perusahaan BUMN, Pertamina memahami tantangan-tantangan yang dapat berpotensi menimbulkan benturan kepentingan dan keberpihakan pada kepentingan tertentu. Oleh karena itu, Pertamina senantiasa menjaga integritas Perseroan dengan berkomitmen untuk menerapkan prinsip anti gratifikasi. Inisiasi anti gratifikasi disosialisasikan kepada seluruh Insan Pertamina demi menjunjung tinggi nilai- nilai dan budaya Perseroan. As a State-owned Enterprise, Pertamina understands the challenges that can potentially cause conflicts of interests and bias to particular interests. Therefore, Pertamina continues to maintain the Company's integrity by having the commitment to apply the principles of anti gratification. The anti gratification principle is socialized to all personnel of Pertamina in order to uphold the values and culture of the Company. Secara rutin, Pertamina berpartisipasi dalam workshop Tunas Integritas Nasional yang diadakan oleh Komisi Pemberantas Korupsi (KPK) dan rapat koordinasi nasional pengendalian gratifikasi. Acara ini dihadiri oleh 47 Kementerian/Lembaga/ Organisasi/Pemerintah Daerah (KLOP), di antaranya terdapat 29 KLOP baru yang bergabung dalam gerakan pembangunan budaya integritas nasional. Kegiatan yang dilaksanakan selama tiga hari ini terbagi ke dalam tiga sesi, yaitu coaching clinic, penyampaian materi dari Lemhanas, serta penyusunan panduan pembangunan Indonesia Corporate University (I-Corpu) I-Corpu dan memperkenalkan sistem integritas nasional kepada KLOP piloting baru. Routinely, Pertamina participated in workshop Tunas Integritas Nasional organized by the Corruption Eradication Commission (KPK) and the national coordination meeting of gratuities control. The event was attended by 47 Ministries/ Institutions/Organizations/ Local Government (KLOP) among others 29 newly joining the national integrity development movement. The event was held for three days and divided into three sessions, namely coaching clinic, delivery of material by Lemhanas, and the preparation of guidelines for the development of Indonesia Corporate University (I-Corpu) and introduction to the national integrity system to the new KLOP. Partisipasi dalam Politik Participation in Politics PT Pertamina (Persero) menyatakan bahwa seluruh anggota Dewan Komisaris dan/atau Direksi PT Pertamina (Persero) tidak terlibat/berpartisipasi dalam segala bentuk afiliasi politik maupun partai politik dan/atau memberikan kontribusi dalam berbagai proses politik di Indonesia selama masa jabatannya di Perseroan. PT Pertamina (Persero) juga menyatakan bahwa Perseroan tidak memberikan bantuan material kepada partai-partai politik dan lembaga-lembaga yang berafiliasi dengan partai politik untuk mempertahankan independensi dan objektivitas. Komitmen ini merupakan perwujudan dari dedikasi Pertamina dalam menjalankan praktik tata kelola perusahaan yang baik. PT Pertamina (Persero) states that all members of the Board of Commissioners and/or Board of Directors of PT Pertamina (Persero) are not involved/do not participate in any form of political affiliations or political parties and/or contribute to the political processes in Indonesia during their work tenure at the Company. PT Pertamina (Persero) also states that the Company does not provide material support to political parties and institutions affiliated with a political party to maintain independence and objectivity. This commitment is the embodiment of Pertamina's dedication to perform good corporate governance practices. 423
424 Sistem Pelaporan Pelanggaran Fraud Reporting System Saluran Pengaduan Laporan Pelanggaran Whistle Blowing System (WBS) merupakan suatu sistem yang memberikan sarana kepada para pemangku kepentingan untuk membuat pengaduan mengenai dugaan pelanggaran yang terjadi di Perseroan. Untuk menghindari potensi benturan kepentingan, pengelolaan WBS Pertamina bekerja sama dengan Konsultan Independen. Complaint Channels The Whistle Blowing System (WBS) is a system that provides a means of complaints to the stakeholders regarding alleged violations that occur in the Company. To avoid potential conflicts of interests, the management of WBS in Pertamina is conducted in cooperation with Independent Consultant. WBS Pertamina dapat diakses oleh seluruh pemangku kepentingan termasuk masyarakat melalui berbagai saluran pengaduan, yaitu: Telepon : 021-381 5909/5910/5911 SMS : 08111750612 Faksimili : 021-381 5912 Situs Web: E-mail Pos : : PO BOX 2600 JKP 10026 WBS Pertamina can be accessed by all stakeholders including the public through various complaint channels, namely: Phone SMS Fax Website : E-mail Postal Address : PO BOX 2600 JKP 10026 : 021-381 5909/5910/5911 : 08111750612 : 021-381 5912 : Mekanisme Penerimaan Laporan Pengaduan WBS WBS Complaint Report Receipt Mechanism Pengajuan Pertanyaan kepada Pelapor Asking Questions to Whistleblower Pemberian Nomor Identifikasi Pelaporan Identification Number Reporting Award 01 02 Pelaporan Menghubungi WBS melalui Beberapa Saluran Reporting WBS contact through multiple channels Feedback Feedback Benar Right Investigasi Investigation Terbukti Proven Tidak Terbukti Not Proven v Sanksi Sanctions 03 Pembuatan Laporan Penyingkapan Tertulis dan Rekomendasi Written Disclosure Reporting and Recommendations 04 Pelapor Whistleblower Konsultan Eksternal WBS WBS External Consultant Tim Compliance Compliance Team Closed Closed Laporan Penyingkapan Dimasukan ke Dalam eRoom Disclosure Statements included into eRoom Tidak Benar Wrong Jumlah Laporan WBS Selama 2016 telah diterima 69 laporan WBS, dengan jumlah laporan yang telah selesai ditindaklanjuti sebanyak 34 laporan. Number of WBS Report During 2016 Pertamina received 69 WBS reports, with the number of WBS reports settled as much as 34 reports. Rincian Kategori Pengaduan WBS WBS Complaints Category Breakdown No. Kategori Jumlah/Total Category 1. 2. 3. 4. 5. 6. 7. Korupsi Penyuapan Benturan Kepentingan Pencurian Penipuan Pelanggaran Hukum & Peraturan Lainnya 4 2 8 11 6 38 0 Corruption Bribery Conflict of Interest Theft Fraud Violation of Law & Regulation Others
Mekanisme Penanganan dan Penindaklanjutan Laporan WBS The Mechanism to Handle and Follow Up WBS Report Pengelolaan WBS dilakukan dengan prinsip rahasia, anonim dan independen. Setiap pengaduan yang masuk diterima oleh konsultan independen, yang akan menganalisis dan meminta keterangan lebih detail kepada pelapor untuk kemudian disampaikan kepada Pertamina. The management of WBS is conducted with the principle of confidential, anonymous and independent. Each incoming complaint is received by the independent consultant, who will analyse and ask for more details to the whistleblower then convey to Pertamina. Mekanisme dilakukan berdasarkan Tata Kerja Organisasi Whistle Blowing System yang diberlakukan berdasarkan SK Direksi No. Kpts-15/ C00000/2012-S0 tanggal 13 April 2012 sebagaimana telah direvisi beberapa kali dan terakhir tertuang dalam revisi ketiga. penanganan laporan WBS The mechanism to handle WBS report is conducted based on the Organization's Working Procedures related to the Whistle Blowing System enacted based on the Decree of the Board of Directors Num Kpts-15/C00000/2012-S0 dated April 13, 2012 which has been revised several times and the latest revision is contained in the third. Setelah laporan diterima dari konsultan independen, Fungsi Compliance akan melakukan penelaahan awal untuk meyakini apakah laporan WBS tersebut benar dan layak untuk diinvestigasi. Proses investigasi akan dilaksanakan oleh Fungsi Internal Audit. Tindak lanjut penanganan laporan pengaduan WBS dilakukan dengan sinergi antara Fungsi Legal Counsel & Compliance, Internal Audit dan Fungsi HSSE. Once the report is received from the independent consultant, the Compliance Function will conduct a prelimenary review to be sure whether the WBS report is right and proper for investigation. The process of investigation will be carried out by the Internal Audit Function. Follow-up on the handling of WBS report will be performed with synergy between the Legal Counsel & Compliance, Internal Audit functions and the HSSE function. Pengelola WBS Sistim pelaporan pelanggaran Pertamina di kelola oleh konsultan internasional yang profesional dan bereputasi. WBS Manager Pertamina WBS is managed by a professional and international reputable consultants. Sistem Perlindungan Pelapor Perlindungan kepada pelapor diberikan oleh Perseroan dan dicantumkan dalam ketentuan Perjanjian Kerja Bersama yang mengatur jaminan kerahasiaan identitas pelapor dan hal-hal yang dilaporkan; perlindungan hukum terhadap konsekuensi yang timbul akibat pelaporan; perlindungan terhadap gangguan/ancaman fisik bagi pelapor dan jaminan untuk tidak mendapatkan tindakan diskriminasi kepersonaliaan seperti hambatan dalam pembinaan karir, mutasi atau demosi. Selain itu Perseroan juga memberikan ancaman PHK bagi atasan yang memberikan sanksi kepada pelapor. Whistleblower Protection System The Company provides protection to the whistleblower as stated in the Collective Labour Agreement governing the guarantee of confidentiality of the whistleblowers identity and the matters reported; legal protection against the consequences of reporting; protection against disturbance/ physical threat to the whistleblower and assurance to non- discrimination such as barriers in career development, transfer or demotion. The Company also threats to layoffs superiors who impose sanctions to the whistleblower. Tahun/Year Jumlah Pengaduan WBS Number of WBS Complaints Selesai Ditindaklanjuti Completion of Follow-Up 2016 69 34 2015 66 23 2014 59 36 425
426 Pedoman Tata Kelola Perusahaan Terbuka Corporate Governance Guidelines for Public Company Pertamina mendukung penerapan tata kelola perusahaan terbuka sebagaimana yang diterapkan oleh perusahaan terbuka dengan ikut mematuhi rekomendasi-rekomendasi yang dikeluarkan oleh Otoritas Jasa Keuangan sebagaimana tertuang dalam SEOJK No. 32/SEOJK.04/2015 tentang Pedoman Tata Kelola sepanjang dapat dipenuhi oleh Pertamina yang berstatus non perusahaan terbuka, sebagai berikut: Pertamina implementation of corporate governance in public companies by being open to recommendations issued by the Financial Services Authority as contained in SEOJK No. 32/SEOJK.04/2015 on Corporate Governance Guidelines for Public Companies, issued in November 17, 2015, which can be satisfied by Pertamina along with having the status as a non-listed company: supports the 1. Meningkatkan Kualitas Komunikasi dengan Pemegang 1. Improve Communication with Shareholder or Investors Saham atau Investor a. Pertamina mengedepankan proses komunikasi yang responsif, seimbang dan objektif kepada investor dan analis. a. Pertamina imposes a responsive, balanced and objective communication process to investors and analysts. b. Pertamina memastikan informasi yang disampaikan kepada pemegang saham atau investor memiliki tingkat serta dapat yang dipertanggungjawabkan. keandalan tinggi b. Pertamina ensures that the information submitted to the shareholder or investors has high degree of reliability and accountability. 2. Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung 2. Improve the Quality of Duties and Responsibilities of the Board of Commissioners and Board of Directors a. In assessing the performance of the Board of Commissioners and Board of Directors, Pertamina applies assessment through an independent assessment body as a form of the Company's implementation of corporate governance practices in a transparent and professional way. 2. Improve the Quality of Duties and Responsibilities of the Board of Commissioners and Board of Directors a. In assessing the performance of the Board of Commissioners and Board of Directors, Pertamina applies assessment through an independent assessment body as a form of the Company's implementation of corporate governance practices in a transparent and professional way. b. Hasil asesmen diungkapkan dalam Laporan Tahunan b. The results of assessment are disclosed in the Annual Report. c. Dalam Anggaran Dasar Petamina, ketentuan terkait pemberhentian anggota Dewan Komisaris dan Direksi dapat dilakukan apabila yang bersangkutan tidak melaksanakan ketentuan peraturan perundang- undangan dan/atau ketentuan Anggaran Dasar. Selain itu anggota Dewan Komisaris dan Direksi juga dapat diberhentikan berdasarkan keputusan RUPS dalam hal yang bersangkutan dinyatakan bersalah dengan putusan Pengadilan yang mempunyai kekuatan hukum yang tetap. c. The Pertamina Articles of Association stipulate that the dismissal of Commissioners and Directors can be conducted if the person concerned failed to perform the provisions of the legislation and/or Articles of Association. In addition, Commissioners and Directors may also be dismissed by the GMS in the event that the person concerned is found guilty by a court, the verdict of which has binding legal force. 3. Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan. a. Pertamina memiliki kebijakan anti korupsi dan anti fraud dengan menuangkan kebijakan anti korupsi dan anti fraud dalam perangkat penegakan GCG. b. Pertamina memiliki kebijakan tentang seleksi dan peningkatan kemampuan pemasok atau vendor sebagai bagian dari proses penerapan tata kelola perusahaan yang terintegrasi dan berintegritas. 3. Improve Corporate Governance through Stakeholder Participation. a. Pertamina possesses an anti-corruption and anti fraud policy contained within the GCG enforcement devices. 3. Improve Corporate Governance through Stakeholder Participation. a. Pertamina possesses an anti-corruption and anti fraud policy contained within the GCG enforcement devices. b. Pertamina possesses the policy to select and increase the ability of suppliers or vendors as part the implementation of integrated and ethical corporate governance practices. c. Pertamina has a policy on the fulfilment of the rights of creditors to have internal regulations, among others, related to the fulfilment of Pertamina obligations on interest and principal payments and other obligations
kewajiban lainnya dilakukan tepat waktu berdasarkan jadwal pembayaran sebagaimana telah ditetapkan dalam kontrak. made on time by the payment schedule as stipulated in the contract. d. Pertamina memiliki kebijakan sistem whistleblowing dengan mengimplementasikan kebijakan Whistle Blowing System dalam TKO Whistle Blowing System (WBS) No. B-001/M00000/2016-S0 revisi ke-3 yang memuat kebijakan terkait jenis pelanggaran yang pengaduan, perlindungan dan jaminan kerahasiaan pelapor, penanganan pengaduan, pihak yang mengelola, hasil penanganan dan tindak lanjut pengaduan. dapat dilaporkan, cara d. Pertamina possesses policy related to the Whistle Blowing System as contained the Whistle Blowing System (WBS) Guidelines No. B-001/ M00000/2016-S0 3rd revision that contains the policy related to the types of violations that can be reported, how to report, protection and guarantee of the confidentiality of the complainant, the handling of complaints, those who manage, the settlement and follow-up of the complaints. in 4. Meningkatkan Pelaksanaan Keterbukaan Informasi. 4. Improve the Implementation of Information Transparency. Pertamina takes advantage of the use of information technology as a commitment to implement transparent and accountable corporate governance practices. 4. Improve the Implementation of Information Transparency. Pertamina takes advantage of the use of information technology as a commitment to implement transparent and accountable corporate governance practices. 5. Meningkatkan Nilai Penyelenggaraan Rapat Umum 5. Increase the Implementation Value of the General Meeting Pemegang Saham (RUPS). Pertamina tidak memiliki cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun tertutup yang mengedepankan independensi dan kepentingan pemegang saham karena Pertamina hanya memiliki Pemegang Saham tunggal yakni Negara melalui Kementerian Badan Usaha Milik negara sehingga tidak memiliki prosedur terkait. of Shareholders (GMS). Pertamina does not have the means or the technical procedure of opened or closed voting that promote independence and the interests of shareholders because Pertamina only has a single Shareholder namely the State through the Ministry of State-Owned Enterprises. 6. Dalam hal menentukan jumlah anggota dan komposisi Dewan Komisaris dan Direksi yang memperhatikan keberagaman keahlian, pengetahuan, dan pengalaman yang dibutuhkan, Pertamina tidak dapat memiliki kebijakan khusus karena komposisi dan jumlah anggota Dewan Komisaris dan Direksi ditentukan oleh Pemegang Saham tunggal dalam RUPS yakni Negara Republik Indonesia. Namun Pertamina meyakini bahwa seluruh anggota Dewan Komisaris dan Direksi telah memenuhi persyaratan formal dan material sesuai dengan prosedur. 6. In terms of determining the number and the composition of the members of the Board of Commissioners and Board of Directors by considering to the diversity of skill, knowledge and experience required, Pertamina can not formulate a special policy because the composition and number of members of the Board of Commissioners and Board of Directors is determined by the Single Shareholder at the GMS, namely the Republic of Indonesia. However, Pertamina believes that all members of the Board of Commissioners and Board of Directors have met the formal requirements and material in accordance with the procedure. 427
428 Realisasi Program GCG 2016 Realization of GCG Programs in 2016 Pada 2016, melalui Fungsi Compliance, Pertamina telah menyelenggarakan beberapa program berikut ini: In 2016, through the Compliance Function, Pertamina held the following programs: 1. Compliance Booth Clinic 1. Compliance Booth Clinic Compliance Booth Clinic diselenggarakan dalam rangka memberikan edukasi bagi para pekerja termasuk konsultasi kendala-kendala dalam mengimplementasikan nilai dan prinsip-prinsip GCG. Tak hanya itu, program ini bertujuan untuk meningkatkan kepatuhan pekerja Pertamina terutama terkait pelaporan Gratifikasi pada Compliance Online System. Compliance Booth Clinic dilaksanakan pada 4-15 April 2016 di lobi kantor pusat Pertamina. The Compliance Booth Clinic was held to provide education for the workers, as well as consultation on the constraints emerging in the implementation of GCG values and principles. Furthermore, this program aims to improve the compliance of Pertamina workers primarily related to the gratuities reporting in the Compliance Online System. Compliance Booth Clinic was held in April 4 to 15, 2016 at the Pertamina headquarters lobby. 2. Pameran Hari Anti Korupsi 2. Anti Corruption Day Fair Merupakan partisipasi Pertamina dalam acara yang diselenggarakan oleh KPK dalam rangka peringatan Hari Anti Korupsi Internasional. Pertamina mendirikan booth dan mensosialisasikan proses bisnis Pertamina dan program-program anti korupsi yang ada di Pertamina. Acara ini dilangsungkan di Pekanbaru, Riau pada 8-10 Desember 2016. Pertamina participated in the event organized by the Corruption Eradication Committee to commemorate the International Anti-Corruption Day. Pertamina set up a booth and socialized Pertamina's business processes as well as Pertamina's anti-corruption programs. The event was held in Pekanbaru, Riau in December 8 to 10, 2016. 3. Upskilling GCG/Training for Trainers 3. Upskilling GCG/Training for Trainers Dalam rangka mendukung monitoring GCG di Unit Operasi Pertamina, Fungsi Compliance menempatkan PIC GCG di masing-masing unit. Kegiatan upskilling GCG diselenggarakan untuk memfasilitasi peningkatan pemahaman PIC GCG tersebut. Acara ini dilaksanakan pada Mei 2016. In order to support GCG monitoring in Pertamina's Units of Operations, the Compliance Function places a GCG PIC in each unit. The event GCG upskilling was organized to facilitate the GCG PIC with improved understanding. The event was held in May 2016. 4. Sosialisasi melalui Karikatur 4. Socialization through caricature Sosialisasi materi Code of Conduct melalui karikatur merupakan suatu metode yang dikembangkan oleh Fungsi Compliance untuk menyampaikan materi dan nilai-nilai dalam Code of Conduct yang berkaitan dengan situasi pelaksanaan pekerjaan yang seringkali ditemui pekerja Pertamina. Karikatur merupakan media penyampaian yang diharapkan dapat dimengerti dengan mudah oleh seluruh pekerja Pertamina sehingga pemahaman atas materi Code of Conduct Pertamina dapat ditingkatkan. Socialization of the Code of Conduct through the caricature is a method developed by the Compliance function to deliver Code of Conduct materials and values related to the work situation often encountered by Pertamina workers. The caricature is a delivery media which is expected to be clearly understood by all of Pertamina's workers; thus, understanding towards the Code of Conduct of Pertamina may be improved. 5. E-Learning GCG 5. E-Learning GCG Agar pelaksanaan bisnis selalu selaras dengan prinsip GCG, setiap pekerja harus mendapat pemahaman yang memadai tentang prinsip GCG sehingga terwujud kepatuhan akan prinsip GCG sebagai internalisasi nilai yang tercermin dalam perilaku segenap pekerja dimanapun pekerja berada. Sebagai wujud komitmen Perseroan atas penerapan GCG, setiap pekerja wajib mengikuti sosialisasi GCG untuk memperoleh pemahaman yang memadai atas prinsip GCG. Sejak 2008, sosialisasi GCG ditetapkan sebagai salah satu aspek Boundary KPI. Fungsi Legal & Compliance bekerja sama In order for the business to be in harmony with GCG sufficient principles, every worker understanding of the principles of good corporate governance thus following GCG becomes an internalized value reflected in the behaviour of all employees wherever they are. As the Company's commitment to implement GCG, every worker is obliged to attend GCG socialization in order to gain adequate understanding of the principles of GCG. Since 2008, GCG socialization has been established as a KPI Boundary. The Legal & Compliance Function in cooperation with Pertamina should have
dengan Pertamina Corporate University (PCU) dalam mengembangkan e-learning sebagai salah satu metode sosialisasi yang dapat dilaksanakan untuk mendorong peningkatan pencapaian sosialisasi GCG sebagai salah satu aspek Boundary KPI. Melalui e-learning, pekerja cukup melakukan akses ke situs yang telah disediakan untuk mendapatkan modul-modul sosialisasi GCG yang dapat dilakukan dimana pun dan kapan pun. Sosialisasi dengan metode e-learning ini dilengkapi dengan fitur- fitur yang komunikatif dan interaktif untuk mendukung peningkatan pemahaman pekerja atas materi sosialisasi GCG. Corporate University (PCU) developed e-learning as a method of socialization that can boost GCG socialization as a KPI Boundary. Through e-learning, workers access the website to obtain GCG socialization modules anywhere and anytime. Socialization with e-learning is communicative and interactive to support increased understanding of the workers on GCG socialization material. 6. Asesmen GCG 6. GCG Assessment Sesuai komitmen Pertamina untuk menerapkan Good Corporate Governance (GCG) secara konsisten sesuai dengan ketentuan Peraturan Menteri Negara Badan Usaha Milik Negara (BUMN) No. Per-01/MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Praktik-Praktik Good Corporate Governance pada BUMN, Pertamina menyelenggarakan asesmen terhadap penerapan GCG secara berkala. Pelaksanaan asesmen ini menggunakan parameter dari Kementerian BUMN sesuai dengan Surat Keputusan Sekretaris Menteri Negara Badan Usaha Milik Negara Nomor: SK-16/S.MBU/2012 tanggal 6 Juni 2012. Pada 2016, asesmen GCG dilakukan dengan menunjuk konsultan independen. In accordance to Pertamina's commitment to consistently implement Good Corporate Governance (GCG) based on the Regulation of Minister of State-Owned Enterprises No. Per-01/MBU/2011 dated August 1, 2011 on the Application of Good Corporate Governance Practices in SOE, Pertamina performs assessment on the implementation of the GCG regularly. This assessment uses the parameters set by the Ministry of SOE in accordance to the Decision of the Secretary of Minister of State-Owned Enterprises No. SK-16/S.MBU/2012 dated June 6, 2012. In 2016, the GCG Assessment was conducted by an independent consultant. 7. Penerapan Compliance Engagement Program (CEP) 7. Compliance Engagement Program (CEP) Pertamina memiliki Compliance Engagement Program yang merupakan suatu forum sharing session antara Fungsi Legal Counsel dan Compliance dengan klien internal di lingkungan Pertamina. Fokus diskusi adalah permasalahan terkait kepatuhan dengan mengundang narasumber dari luar Perseroan, seperti para praktisi yang berpengalaman dalam penerapan Good Corporate Governance, pengendalian fraud dan permasalahan terkait kegiatan Fungsi Compliance lainnya. Selama 2016, Pertamina telah menyelenggarakan Compliance (satu) kali pada Preventive Program sebanyak 1 Oktober 2016 yang mengangkat tema 'Perlindungan Whistleblower dan Dilema Pengungkapannya' dengan mengundang narasumber Ketua Lembaga Perlindungan Saksi dan Korban Republik Indonesia. Acara tersebut diikuti oleh sebanyak 110 pekerja lintas fungsi baik dari kantor pusat, unit operasi, maupun anak perusahaan Pertamina. The Compliance Engagement Program is a sharing session forum between the Legal Counsel and Compliance Function with internal clients within Pertamina. The focus of the discussion is compliance-related issues by inviting speakers from outside the Company, such as practitioners experienced in the implementation of good corporate governance, fraud control and other issues related to the compliance function. In 2016, Pertamina organized the Compliance Preventive Program as many as 1 (one) time in October 2016 with the theme 'Whistleblower Protection and the Dilemma of Disclosure' by inviting the Chairman of the Witness and Victim Protection Agency of the Republic of Indonesia as the speaker. The event was attended by a total of 110 employees across the functions from head office, operating units, and the subsidiaries. 429
430 Rencana GCG 2017 GCG Plan for 2017 Sebagai bagian dari upaya mempertahankan praktik GCG yang berkesinambungan dan berkelanjutan, Pertamina berencana melaksanakan program-program GCG berikut di tahun mendatang, seperti: 1. Compliance Booth Clinic As part of the effort to maintain sustainable and continuous corporate governance practices, Pertamina plans to implement the following GCG programs in the coming year: 1. Compliance Booth Clinic 2. Pameran Hari Anti Korupsi 2. Anti-Corruption Day Fair 3. Upskilling GCG/Training For Trainers 3. GCG Upskilling Training for Trainers 4. Sosialisasi melalui Karikatur 4. Socialization through caricature 5. E-Learning GCG 5. GCG E-Learning 6. Asesmen GCG 6. GCG Assessment 7. Penerapan Compliance Engagement Program (CEP) 7. Compliance Preventive Program (CPP) 8. Sertifikasi ISO 3700: Anti-Bribery Management System 8. ISO 3700 Certification: Anti-Bribery Management System Standard Launching of ISO 3700 certification related to the Anti- Bribery Management System Standard in 2017. 8. ISO 3700 Certification: Anti-Bribery Management System Standard Launching of ISO 3700 certification related to the Anti- Bribery Management System Standard in 2017. 9. Compliance Due Diligence Compliance Due Diligence merupakan program Fungsi Compliance yang bertujuan untuk: Memastikan bahwa mitra kerja pertamina telah 9. Compliance Due Diligence Compliance Due Diligence is a program of the Compliance Function that aims to: • Ensure that Pertamina's partners have understood the memahami Code of Conduct Pertamina Code of Conduct of Pertamina Memastikan bahwa mitra kerja Pertamina telah memiliki program-program kepatuhan yang selaras dengan Code of Conduct Pertamina dan menjalankan Ensure that Pertamina's partners already own and run compliance programs consistent with the Code of Conduct of Pertamina Memastikan bahwa mitra kerja tidak memiliki benturan kepentingan/conflict of interest dengan Insan Pertamina. Ensure that the partners do not have conflicts of interests with the personnel of Pertamina.
Klarifikasi Ada/Tidaknya Praktik Bad Corporate Governance Clarification on Whether Bad Corporate Governance Practices Exist Ada/tidaknya praktik GCG yang belum menjadi standar praktik GCG yang baik Presence/absence of corporate governance practices that have not become the standard of Good Corporate Governance practices Praktik GCG yang dijalankan Perseroan telah mengikuti dan mematuhi peraturan-peraturan yang berlaku. GCG Practices applied by the Company has followed and complied the applicable regulations. Adanya laporan sebagai perusahaan yang mencemari lingkungan The presence of a report stating that the Company pollutes the environment Perseroan tidak menerima adanya laporan dari pihak internal dan eksternal terkait pencemaran lingkungan The Company did not receive a report from internal and external parties related to environmental pollution Perkara penting yang sedang dihadapi Important matters currently faced Daftar perkara penting telah disampaikan dalam Laporan Tahunan ini. Important matters are conveyed in the Annual Report Ketidakpatuhan dalam pemenuhan kewajiban perpajakan Non-compliance in the fulfillment of tax obligations Perseroan telah mematuhi kewajiban perpajakan dan tidak menerima adanya teguran dan sanksi terkait dengan kegiatan perpajakan. The Company has fulfilled tax obligations anad did not receive warnings or sanctions related to tax activities Ketidaksesuaian penyajian laporan keuangan dengan SAK Non-compliance of the presentation of the financial statements to the Financial Accounting Standards Perseroan telah menyajikan laporan keuangan sesuai dengan SAK yang berlaku. The Company has presented the financial statements according to the applicable Financial Accounting Standards Indeks Kepuasan Pelanggan Customer Satisfaction Index Di setiap tahunnya, Pertamina senantiasa mengukur tingkat kepuasan pelanggan baik itu yang berkaitan dengan transaksi B2C (Business to Customer) maupun B2B (Business to Business), di mana pengukuran ini dilakukan pada semua lini bisnis Direktorat Pemasaran. Hasil survei dalam 3 tahun terakhir menunjukkan Pertamina berhasil mempertahankan tingkat kepuasan pelanggannya di area B2B. Namun, terdapat sedikit penurunan pada area B2C yang dikarenakan program pengendalian BBM PSO dan Penugasan di SPBU. Hal ini sejalan dengan strategi Pertamina dalam mengedukasi masyarakat untuk dapat beralih dari BBM PSO ke BBM NPSO seperti Pertalite dan Dexlite. Each year, Pertamina continuously measures the satisfaction level of customers both related to B2C (Business to Customer) transactions and B2B (Business to Business) transactions. The measurement is performed on all business lines in the Marketing Directorate. The results of the survey in the last 3 years showed Pertamina managed to maintain customer satisfaction in the B2B area. However, there is a slight decrease in the B2C area due to the PSO Fuel control program and the assignment at gas stations. This is in line with the strategy of Pertamina in educating people to be able to switch from PSO fuel oil to NPSO fuel oil like Pertalite and Dexlite. Tabel Tingkat Kepuasan Pelanggan untuk Transaksi B2C dan B2B dalam 3 Tahun Terakhir: Table on the Level of Customer Satisfaction for B2C and B2B transactions in the last 3 Years: Tahun|Year B2C* B2B 2014 3.95 3.88 2015 3.93 3.90 2016 3.91 3.90 ) Termasuk/include PSO 431
432 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Pertamina juga Menerbitkan Buku Laporan Keberlanjutan Pertamina also Published the Sustainability Report 434 Komitmen Perseroan 440 Tanggung Jawab Pertamina terhadap Company's Commitment 434 Program CSR CSR Program Lingkungan Corporate Social Responsibility for the Environment 435 Ruang Lingkup Kegiatan Scope of Activities 435 Ruang Lingkup Kegiatan Scope of Activities 443 Tanggung Jawab Pertamina terhadap Ketenagakerjaan, Kesehatan dan Keselamatan Kerja Corporate Social Responsibility for Employment and Occupational Health and Safety PERTAMINA Laporan Tahunan 2016 Annual Report 450 Tanggung Jawab Pertamina terhadap Sosial dan Masyarakat Corporate Social Responsibility for Social and Community Development 453 Tanggung Jawab Pertamina terhadap Konsumen dan Pelanggan Corporate Social Responsibility for Consumer and Customer 455 Rencana Program CSR 2017 CSR Program Plan 2017
Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information PERTAMINA Laporan Tahunan 2016 Annual Report 433
434 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Komitmen Perseroan Company's Commitment Sebagai perusahaan energi nasional, Pertamina berkomitmen untuk senantiasa memprioritaskan keseimbangan dan kelestarian alam, lingkungan dan masyarakat. Dengan menyejahterakan manusia, alam, dan lingkungan, maka Pertamina akan mampu mencapai pertumbuhan bisnis yang berkelanjutan. Pertamina menetapkan beberapa inisiatif strategis sebagai wujud komitmennya: 1. Pemberdayaan masyarakat secara berkelanjutan (melalui pendidikan perubahan perilaku, pola pikir, serta pelatihan keterampilan dan kesehatan) As a national energy company, Pertamina is committed to always prioritize nature, environment and society balance and conversation. By striving for the welfare of human beings, nature and the environment, Pertamina will be able to achieve sustainable business growth. Pertamina set a number of strategic initiatives as part of its commitment: 1. Sustained society empowerment (through behavioural change education, thought patterns, as well as skills training and health) 2. Berwawasan pelestarian lingkungan 3. Terkait strategi bisnis 4. Dilaksanakan secara (termasuk penyediaan tuntas prasarana, perubahan pola pikir, perilaku, tata nilai, dan membekali dengan pengetahuan/keterampilan). 2. Insightful environmental conservation 3. Related to business strategy 4. Thorough implementation (including the provision of infrastructure, change of mindset, attitudes, values, and the equipment of knowledge/skills). in Environmental Social Pertamina manages activities Responsibility includes Corporate Social Responsibility (CSR), Community Development program (BL) and Partnership Program (PK). 2. Insightful environmental conservation 3. Related to business strategy 4. Thorough implementation (including the provision of infrastructure, change of mindset, attitudes, values, and the equipment of knowledge/skills). in Environmental Social Pertamina manages activities Responsibility includes Corporate Social Responsibility (CSR), Community Development program (BL) and Partnership Program (PK). (TJSL) which Program CSR CSR Program Tujuan strategis program CSR Pertamina adalah meningkatkan reputasi dan kredibilitas Pertamina melalui kegiatan TJSL yang terintegrasi dengan strategi bisnis. Untuk mewujudkan tujuan ini, Pertamina mengimplementasikan strategi-strategi besar, seperti: • Saling memberi manfaat (fair shared value) • Berkelanjutan • Prioritas wilayah operasi dan daerah terkena dampak • Pengembangan energi hijau sebagai tanggung jawab The strategic objectives of the CSR program conducted by Pertamina is to enhance its reputation and credibility through TJSL activities that is integrated with its business strategy. In order to achieve it, Pertamina implements the following major strategies: • Mutual benefit (fair shared value) • Sustainable • Prioritizing areas of operation and impacted areas • Development of green energy as responsibility towards terhadap dampak operasi operational impact. Sosialisasi dan publikasi yang efektif Effective dissemination and publication Pada 2016, Pertamina memfokuskan pelaksanaan CSR guna mendukung pencapaian PROPER dengan mengedepankan aspek lingkungan, baik alam dan masyarakat sesuai persyaratan yang ditetapkan oleh Dewan PROPER (Kementerian Lingkungan Hidup dan Kehutanan Indonesia). In 2016, Pertamina CSR activities focused on the achievement of PROPER. To achieve PROPER, the implementation of CSR activities prioritized the environmental aspects of both nature and society according to the requirements established by the PROPER Council (Ministry of Environment and Forestry).
Ruang Lingkup Kegiatan Scope of Activities Komitmen Pertamina dalam melaksanakan TJSL diwujudkan dalam berbagai kegiatan CSR yang meliputi bidang pendidikan, infrastruktur, pemberdayaan masyarakat, manajemen bencana, maupun bantuan khusus. Realisasi kegiatan dilaksanakan oleh seluruh unit kerja fungsi CSR Pertamina, baik di kantor pusat, unit operasi, maupun anak perusahaan. Beberapa kegiatan khususnya di bidang pendidikan dilakukan bersama dengan Pertamina Foundation. Di bawah payung tema "Pertamina Sobat Bumi", Pertamina mengimplementasikan program CSR untuk tujuan people, planet, and profit (3P). Tujuan ini menjadi fokus Pertamina dalam menjalankan operasinya, di mana produk-produk yang dikembangkan dan jasa yang diberikan peduli terhadap kelestarian lingkungan khususnya bumi untuk kepentingan dan masa depan generasi yang akan datang. CSR Pertamina berfokus pada empat isu yang menjadi pilarnya yaitu: kesehatan, lingkungan, Pertamina's commitment in implementing TJSL was carried out in various CSR activities that include education, health, environment, infrastructure, community development, disaster management, as well as special assistance. Realization of the activities were carried out by all CSR units in Pertamina, across headquarters, operating unit, or subsidiary. Some of the activities particularly in the field of education were rolled out together with Pertamina Foundation. Under the umbrella theme of "Pertamina Friend of the Earth", Pertamina implemented CSR program for the purpose of people, planet, and profit (3P). This objective becomes the focus of Pertamina in running its operations, where products are developed and provided services particularly concerned about the environmental sustainability of the earth for the benefit and future generations to come. Pertamina CSR focuses on four key issues which then became pillars: Pertamina Cerdas Program terwujud dalam penyelenggaraan Olimpiade Sains Nasional Pertamina (OSN Pertamina) merupakan program estafet dari program sobat bumi yang bertujuan untuk mencetak generasi muda berprestasi agar dapat berkarya membangun negeri. Program ini merupakan ajang kompetisi ilmiah bagi para mahasiswa dari PTN/PTS di seluruh Indonesia dan menjadi wadah generasi muda mengekspresikan diri, menampilkan karya cipta, serta mengukir prestasi. Kompetisi ini telah berlangsung setiap tahun dan diselenggarakan berturut-turut sejak 2008 dan telah diikuti lebih dari 120.000 peserta. Peserta OSN PERTAMINA adalah mahasiswa perguruan tinggi terbaik di seluruh Indonesia dan kawasan ASEAN (khususnya proyek sains). Alumni juara OSN Pertamina banyak meraih juara di kompetisi sains lain, seperti ON MIPA PT di tingkat nasional dan International Mathematics Competition (IMC) di tingkat internasional. Beberapa produk alternatif yang dikompetisikan juga mampu menjadi solusi untuk berbagai permasalahan lingkungan di beberapa daerah seperti proyek isolat bakteri pendegradasi minyak oli (HSFO) di perairan laut Lampia Kabupaten Luwu Timur, pembuatan BIPANG (Bioetanol Padat Pati Janeng) sebagai bahan bakar terbarukan di Aceh, dan sebagainya. Pertamina Cerdas yang Pertamina Cerdas Pertamina Cerdas program was embodied in the operation of Pertamina National Science Olympics (OSN Pertamina) which was a relaid program from the Friend of the Earth program aimed at producing the young generation in order to be able to work and build the country. This program is a science competition for students from private and state universities across Indonesia and a platform for young people to express themselves, while showcasing copyrighted works and their achievement. This competition has taken place every year and is organized in a row since 2008 and has been followed by more than 120,000 participants. OSN Pertamina participants are the best college students throughout Indonesia and the ASEAN region (especially science projects). OSN Pertamina champion alumni had also won in many other science competitions, such as ON MIPA PT at national level and International Mathematics Competition (IMC) at the international level. Some alternative products that competed could also solve environmental problems in various regions such as oil-degrading bacteria isolation project (HSFO) in the waters of Lampia Luwu Timur, the manufacturing of BIPANG (Bioethanol Padat Pati Janeng) as a renewable fuel in Aceh, and etc. 435
436 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Pertamina Sehati Pertamina Sehat Anak Tercinta dan Ibu (Sehati) merupakan program ikonik Pertamina dalam upaya meningkatkan tingkat kesehatan ibu dan anak. Dalam konteks implementasi Sustainable Development Goals (SDGs) 2016, Pertamina Sehati berupaya untuk mencapai 2 tujuan, yaitu meningkatkan kesehatan ibu dan menurunkan angka kematian anak. Melalui program ini, Pertamina berkontribusi dalam upaya peningkatan gizi balita dan penurunan angka kematian ibu, bayi dan balita menuju kehidupan yang lebih baik. Dalam pelaksanaannya, Pertamina bekerja sama dengan Perkumpulan Keluarga Berencana Indonesia (PKBI). Pertamina mengelola program ini melalui fungsi CSR yang berfungsi sebagai inisiator dan pengawas program serta penyedia dana dan anggaran dana. Sementara itu, PKBI sebagai mitra kerja berperan sebagai pendamping program dan fasilitator. Pertamina Sehati Pertamina Loving Healthy Kids and Mothers (Sehati) is an iconic Pertamina program in an effort to improve the health of mothers and children. In the context of the implementation of the Sustainable Development Goals (SDGs) 2016, Pertamina Sehati seeks to achieve two objectives, namely to improve maternal health and reduce child mortality. Through this program, Pertamina contributes to the improvement of pediatric nutritions and the lowering of maternal and infant mortality toward a better life. In practice, Pertamina collaborated with the Indonesian Family Planning Association (IPPA). Pertamina manages this program through the CSR function which serves as the initiator and supervisor of the program as well as budget and fund provider. Meanwhile, the IPPA serves as a mentoring and facilitating partner. Pertamina Hijau Program ini mendukung kegiatan konservasi ekosistem mangrove dengan memperkaya jenis bibit mangrove guna menambah keanekaragaman jenis mangrove di Tambakrejo. Secara periodik Tim LP2M Universitas Negeri Semarang (Unnes) bersama-sama dengan Pertamina melakukan pendampingan dan peningkatan kapasitas kelompok peduli lingkungan. Kegiatan yang dilakukan meliputi pengkajian identifikasi profil ekologi wilayah dan kebutuhan masyarakat, penyelenggaraan workshop manajemen dan pengelolaan dana organisasi, workshop teknik penanaman dan pengelolaan wilayah pesisir, studi banding, dan workshop pembibitan itu, kegiatan pendampingan secara rutin dilaksanakan pasca penanaman dan pasca monitoring tanaman mangrove. Program konservasi mangrove di Kelurahan Tanjung Mas merupakan hasil kerja sama CSR Pertamina dengan Unnes. Dalam keseluruhan program ini, CSR PT Pertamina memberikan dukungan berupa dana dan saran dalam pengembangan konservasi mangrove di wilayah Tambakrejo kelurahan Tanjung Mas, Semarang, sedangkan tim LP2M Unnes berperan sebagai fasilitator masyarakat dan tenaga ahli dalam konservasi mangrove. tanaman mangrove. Selain Pertamina Hijau The program supports the mangrove ecosystem conservation activities by enriching the variety of mangrove seedlings in order to increase the diversity of mangrove species in Tambakrejo. Periodically, LP2M Universitas Negeri Semarang (Unnes) Team collaborated together with Pertamina in conducting assistantship and capacity building of environmental care. Activities include assessment of the ecological area profile identification and the needs of its community, the organization of management workshops and fund management, planting techniques and coastal management workshops management, comparative studies, and mangrove seedling nurseries workshops In addition, assistantships are routinely carried out post-implantation and post-monitoring of mangrove plants. Mangrove conservation program in Tanjung Mas is the result of cooperation between Pertamina CSR and Unnes. In all these programs, PT Pertamina CSR provides support in the form of funding and advice in the development of mangrove conservation in the region Tambakrejo village, Tanjung Mas, Semarang, while the team LP2M Unnes serves as community facilitators and experts in the mangrove conservation.
437 Pertamina Berdikari Desa Binaan Pertamina menerima pendampingan dari Pertamina minimal 3 tahun. Di setiap Wilayah Kerja Perusahaan (WKP), terdapat desa-desa binaan yang jumlah seluruhnya mencapai lebih dari 100 desa di seluruh Indonesia. Salah satunya adalah Sentra Pemberdayaan Tani Nglanggeran. Kawasan Nglanggeran merupakan perbukitan yang kering dan pertaniannya masih berkembang. Tingkat ekonomi masyarakat di daerah itu pun berada di bawah tingkat kelayakan rata-rata. Maka sebagai bentuk kepedulian terhadap perkembangan dan kemajuan pertanian, Pertamina bekerja sama dengan Pemerintah Desa Nglanggeran, Gunung Kidul, Yogyakarta dan Obor Tani untuk melaksanakan Program Sentra Pemberdayaan Tani (SPT) di daerah tersebut dengan komoditas pertanian utama Durian Montong dan Lengkeng Itoh. Program ini merupakan upaya memberdayakan petani, sehingga petani di sekitar SPT mampu menggarap tanahnya dan menciptakan hasil yang baik agar dapat memberikan kehidupan yang layak bagi keluarganya. Sistem pemberdayaan dilakukan terpadu dengan memberikan sumber air, bibit, sarana produksi, infrastruktur, teknologi budi daya pertanian terkini dan pendampingan hingga panen, dengan menempatkan 2 (dua) kader Obor Tani untuk tinggal di desa ini selama 3,5 tahun. Pertamina Berdikari Pertamina-mentored Villages receive assistance from Pertamina for at least 3 years. In each Working Area of the Company (WKP), there are villages built totaling to more than 100 villages across Indonesia. One of them is the Center for Farmers Empowerment in Nglanggeran. Nglanggeran region is are mostly hills and farms in development stages. Community's economic activities in the region are under the average eligibility rate. Therefore, as a token of care for the development and advancement of agriculture, Pertamina collaborated with the Government of Nglanggeran village, Gunung Kidul, Yogyakarta and Torch Program to implement Farmers Empowerment Program (SPT) in the area with Durian Montong and Longan Itoh as main agricultural commodities. The program is an effort to empower farmers, so farmers around SPT areas are able to work on soil and yield good crops in order to provide a decent living for his family. Empowerment system is integrated in the provision of water sources, seeds, production facilities, infrastructure, and the latest technology in farming and cultivation monitoring, by placing 2 (two) cadets from Obor Tani to stay in the village for 3.5 years. Di sisi lain, Pertamina melalui Pertamina Foundation melaksanakan program CSR di bidang pendidikan, salah satunya adalah Universitas Pertamina (UP). Universitas ini merupakan wujud kontribusi Pertamina kepada masyarakat melalui penyelenggaran pendidikan tinggi. Pengelolaan UP dilakukan oleh Yayasan Pertamina atau Pertamina Foundation yang memiliki kegiatan utama di bidang pendidikan dan lingkungan hidup. On the other hand, through Pertamina Foundation, the Company conducts CSR program in the sector of education, among others University of Pertamina (UP). This university is the embodiment of Pertamina's contribution towards public through higher education. The management of UP is under the Pertamina Foundation, which mainly engaging in education and environment activities. Tabel Anggaran dan Realisasi Program CSR Table of Budget and Realization of CSR Program Kategori Penyaluran RKAP 2016 IDR Realisasi/ Realization 1 IDR (%) (%) Allocated Categories Pendidikan 33,366,667,800 29,602,718,098 88.7% Education Kesehatan 12,466,564,750 5,718,189,975 45.9% Health Lingkungan 5,745,362,233 4,497,999,721 78.3% Environment Pemberdayaan 11,038,280,000 7,660,982,043 69.4% Empowerment PROPER 55,918,099,200 39,802,765,462 71.2% PROPER Bantuan Khusus 22,887,837,300 38,363,082,026 167.6% Special Assistance Total 141,422,811,283 125,645,737,325 88.8% Total
438 Program Bina Lingkungan Community Development Program Sejak 2004, Program Bina Lingkungan diwujudkan dalam bantuan yang ditujukan kepada masyarakat di sekitar wilayah operasi Perusahaan. Bantuan tersebut diberikan untuk bantuan bencana alam, pendidikan dan pelatihan, prasarana umum, kesehatan masyarakat, sarana ibadah, pelestarian alam serta bantuan sosial kemasyarakatan dalam rangka pengentasan kemiskinan. Since 2004, the Community Development Program is in the form of providing aids to the communities around the area of operations of the Company. The aids given as disaster relief, donation for education and training, public infrastructure, public health, religious facilities, nature conservation and assistance for poverty eradication program. Dana Bina Lingkungan yang Disalurkan (2015-2016) Community Development Fund Disbursements (2015-2016) Jenis Bina Lingkungan 2016 (IDR) 2015 (IDR) Type Community Development Bencana Alam 1,830,932,772 2,076,000,000 Natural Disasters Pendidikan dan/atau Pelatihan 81,651,695,686 27,081,000,000 Education and/or Training Peningkatan Kesehatan 12,661,773,830 15,059,000,000 Health Improvement Pengembangan Sarpas Umum 56,503,244,995 8,960,000,000 Development of Public Sarpas Sarana Ibadah 27,449,480,608 10,600,000,000 Place of worship Pelestarian Alam 4,182,109,688 1,435,000,000 Conservation of Nature BUMN Peduli
BUMN Peduli Transportasi untuk Buruh
Transport for Labour Sosial Masyarakat Pengentasan Kemiskinan 22,663,100,476 36,935,000,000 Community Social Poverty Alleviation Jumlah 206,942,338,055 102,146,000,000 Total
439 Program Kemitraan Partnership Program Program Kemitraan ditujukan untuk meningkatkan kemampuan usaha kecil mitra binaan Pertamina agar menjadi tangguh dan mandiri sekaligus memberikan dampak berganda bagi peningkatan kesejahteraan masyarakat sekitar wilayah operasi Pertamina. Partnership Program is intended to improve the capability of small businesses fostered by Pertamina to become a strong and independent while providing multiple impacts to the welfare of the community around the area of operation of Pertamina. Pertamina menyediakan pinjaman kemitraan bergulir kepada perorangan. Di samping itu, Pertamina juga menyediakan pembinaan kepada Mitra Binaan yang saat ini mencapai jumlah 4.807 unit. Pertamina provides revolving partnership loans to individuals. In addition, Pertamina also provides guidance for Fostered Partners, currently reached 4,807 units. Program Kemitraan (PK) yang dilaksanakan terdiri dari 7 sektor, yaitu industri, perdagangan, pertanian, peternakan, perkebunan, perikanan, dan jasa. Untuk Bina Lingkungan terdiri dari 7 jenis bantuan yaitu bencana alam, pendidikan dan pelatihan, kesehatan masyarakat, prasarana umum, sarana ibadah, pelestarian alam, dan sosial pengentasan kemiskinan. Partnership Program (PK) consists of seven sectors, namely industry, trade, agriculture, animal husbandry, agriculture, fisheries, and services. Community Development consists of 7 types of donation, namely natural disaster relief, education and training, public health, public facilities, worship houses, nature conservation, and poverty eradication. Pinjaman Kemitraan yang Disalurkan (2015-2016) Loan Disbursements Partnership (2015-2016) Jenis Bina Lingkungan 2016 (IDR) 2015 (IDR) Type Community Development Sektor Industri 8,939,000,000 5,975,000,000 Industry Sectors Sektor Perdagangan 15,034,500,000 12,555,000,000 Trade Sector Sektor Pertanian 28,320,662,260 3,287,000,000 Agriculture Sector Sektor Peternakan 3,447,500,000 2,445,000,000 Livestock Sector Sektor Perkebunan 125,434,422,960 17,942,419,750 Plantation Sector Sektor Perikanan 2,079,500,000 1,825,000,000 Fisheries Sector Sektor Jasa 3,520,000,000 2,990,000,000 Service Sector Sektor Lainnya 940,000,000 200,000,000 Other Sectors Sub Total 187,715,585,220 47,219,419,750 Sub Total Hibah 8,839,090,057 17,497,200,748 Grant Total 187,715,585,220 47,219,419,750 Total
440 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Tanggung Jawab Pertamina terhadap Lingkungan Corporate Social Responsibility for the Environment Kebijakan Manajemen Kebijakan Pertamina terhadap lingkungan disosialisasikan resmi melalui Kebijakan Penerapan Perbaikan secara Berkelanjutan untuk Kualitas Lingkungan Hidup yang Lebih Baik yang diterbitkan pada 9 September 2011. Kebijakan ini diterbitkan dengan pemahaman bahwa dalam upaya mencapai kinerja, praktik pengelolaan lingkungan harus berjalan secara terintegrasi dan terencana dari awal, sehingga Pertamina mampu membangun masa depan yang lebih baik bagi seluruh pemangku kepentingan yang terkait. Kebijakan Manajemen mengatur ruang lingkup pencegahan perubahan iklim, pengelolaan limbah Bahan Berbahaya dan Beracun (B3), dan pemanfaatan air bersih. target-target Management Policy Pertamina policy on the environment is officially disseminated through Sustainable Improvements Implementation Policy for Better Environmental Quality, which was published on September 9, 2011. This policy was published with the understanding that in order to achieve performance targets, environmental management practices should be run in an integrated manner and planned from early, in order for Pertamina to able to build a better future for all the stakeholders involved. Management policies set the scope of climate change prevention, management of hazardous and toxic waste (B3), and the use of clean water. Kegiatan yang Dilakukan Pertamina percaya bisnis yang baik adalah bisnis yang tersebut, maka berkelanjutan. Untuk mencapai hal keseimbangan antar aspek ekonomi, sosial, dan lingkungan harus sejalan. Melalui bisnis dan produk yang dihasilkan, Pertamina ingin menciptakan masa depan yang lebih baik bagi semua orang; bagi orang-orang yang bekerja untuk Pertamina, mereka yang berbisnis dengan Perusahaan, mereka yang menggunakan produk kami dan generasi mendatang dengan kualitas kehidupan yang bergantung pada cara Pertamina mengelola lingkungan saat ini. Activities Performed Pertamina believes that good business is a sustainable business. To achieve this, Pertamina balance between economic, social, and environment should be consistent. Through business and our products, we want to create a better future for all people; for people who work for the Company, those who do business with Company, those who use Pertamina products and future generations whose quality of life depends on the way we manage the environment presently. Pertamina menyadari bahwa perubahan iklim global merupakan tanggung jawab semua pihak, oleh karena itu Pertamina ikut berupaya untuk memberikan kontribusi dalam pencegahan perubahan iklim melalui program pengendalian emisi gas rumah kaca. Hal ini dimulai dengan inventarisasi sumber emisi, perhitungan serta pelaporan beban emisi gas rumah kaca secara berkala, pemilihan teknologi operasi ramah lingkungan, upaya konservasi energi dan sumber daya alam, pengembangan penggunaan energi baru dan terbarukan, serta dukungan kepada pelaksanaan program Mekanisme Pembangungan Bersih (Clean Development Mechanism). Selain itu, Pertamina mendukung pengelolaan udara bersih dengan melakukan pengukuran dan pemantauan emisi serta ambien secara berkala. Sebagai perusahaan migas, Pertamina turut menerapkan manajemen energi, yaitu pengurangan konsumsi energi dalam seluruh kegiatan operasional dan pendukung dengan menggunakan teknologi dan peralatan yang rendah konsumsi energi serta efisiensi energi secara optimal. Pertamina realized that global climate change is the responsibility of all parties, therefore, Pertamina seeks to particiapate in contribution to the prevention of climate change through greenhouse gas emission control. It starts with an inventory of emission sources, calculation and reporting greenhouse gas emissions on a regular basis, the selection of environmentally friendly operation technology, energy and natural resources conservation attempts, the development of new and renewable energy use, as well as support on the implementation of the Clean Development Mechanism. In addition, Pertamina supports clean air management by measuring and monitoring emissions and ambient regularly. As an oil and gas company, Pertamina helped implement energy management, namely the reduction of energy consumption in all operational activities and supporting the use of technology and equipment that lowers energy consumption and optimizes energy efficiency. Dalam rangka menjaga kelestarian lingkungan, Pertamina terus berupaya untuk mengurangi limbah B3 dan non B3 yang dihasilkan dari kegiatannya. Upaya ini dilakukan dengan mengurangi limbah dari sumbernya, kemudian mendaur ulang atau menggunakannya kembali jika memungkinkan sebagai upaya untuk mengurangi dampak terhadap lingkungan. Setiap sisa limbah yang akan dibuang akan In order to preserve the environment, Pertamina continues its efforts to reduce B3 and non B3 waste resulting from its activities. This work is done by reducing waste at the source level, then recycle or reuse it when possible in an effort to reduce the environmental impact. Any remaining waste to be disposed of will be managed and treated in accordance with the existing environmental disposal regulations. To maintain
dikelola dan diperlakukan sesuai ketentuan lingkungan yang ada. Untuk menjaga kualitas sumber daya air di lingkungan sekitar operasi Perusahaan, kami melakukan evaluasi dampak kegiatan operasi terhadap kualitas perairan sekitar. Seluruh air limbah diupayakan telah memenuhi baku mutu yang telah ditetapkan. the quality of water resources in the environment surrounding the Company's operations, we evaluate the impact of operations on the quality of the surrounding waters. The entire wastewater effort has met the quality standards that have been set. untuk mengintegrasikan Pertamina hayati pertimbangan dalam setiap keputusan aspek lingkungan dan sosial. Pertamina terus menjaga keanekaragaman hayati dengan meminimalisasi dampak kegiatan operasi khususnya pada area sensitif; pencegahan, minimalisasi dan mitigasi risiko terhadap keanekaragaman hayati sepanjang siklus bisnis Perusahaan, tanggung jawab terhadap tata guna lahan, serta merencanakan dan memodifikasi desain, konstruksi dan praktik operasi untuk melindungi spesies flora dan fauna tertentu serta habitat sensitif yang terkait dengan area operasi Pertamina. terus berupaya konservasi keanekaragaman Pertamina continues its efforts to integrate biodiversity conservation considerations into every decision within environmental and social aspects. Pertamina continue to maintain biodiversity by minimizing the impact of operations, especially in sensitive areas; prevention, minimization and mitigation of risks to biodiversity throughout the business cycle of the Company, responsibility for land use, and efforts to plan and modify the design, construction and operating practices in order to protect certain species of flora and fauna as well as sensitive habitats associated with Pertamina operating area. Pertamina memandang bahwa menjadi bagian dari masyarakat yang lebih besar dimana masyarakat dan perusahaan berada dalam kesetaraan merupakan hal yang sangat penting. Tujuan Pertamina adalah terjalin hubungan yang harmonis antara Perusahaan dan masyarakat sekitar, serta masyarakat sekitar dapat merasakan manfaat yang positif dari keberadaan Pertamina. Untuk itu, Pertamina mendukung program pembangunan dan pengembangan potensi masyarakat sekitar sesuai dengan kapasitasnya. Pertamina considers being a part of the larger society in which people and companies have equal stances to be very important. Pertaimina aims intertwine relationship between the Company and the surrounding community, so that the surrounding community may feel the positive benefits from the presence of Pertamina. Hence, Pertamina promotes development programs and local community development in accordance with their capacity. Dalam bidang lingkungan, Pertamina menerapkan program dan kegiatan yang disebut dengan Pertamina Sobat Bumi, sesuai ketentuan PROPER yang ditetapkan oleh Kementerian Lingkungan Hidup dan Kehutanan. Beberapa kegiatan CSR yang dilakukan di bidang lingkungan adalah: 1. Tanam Pohon 2. Penanaman Mangrove 3. Transplantasi Terumbu Karang 4. Keanekaragaman Hayati (konservasi satwa langka/ In the field of environment, Pertamina implements programs and activities named Pertamina Friend of the Earth, according to the PROPER regulations set by the Ministry of Environment and Forestry. Some of the CSR activities undertaken in the field of environment are: 1. Trees Planting 2. Mangrove Planting 3. Coral Reef Transplants 4. Biodiversity (conservation of endangered/endemic wild endemik) animals) 5. Penurunan emisi gas rumah kaca melalui: 5. Lowering greenhouse gas emissions through: a. Pemasangan internal floating roof di Tanki BBM Tuban a. Installation of internal floating roof at fuel oil Tanks in Tuban 441
442 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility b. Pemasangan dan Optimalisasi ATG untuk pengukuran volume minyak di DPPU Hasanuddin dan di TBBM Teluk Kabung b. Installation and ATG Optimization to measure the volume of oil in DPPU Hasanuddin and in TBBM Teluk Kabung c. Substitusi penggunaan bahan bakar diesel ke gas d. Pengurangan flaring c. The substitution of the use of diesel fuel to gas d. Flaring reduction Sertifikasi Lingkungan Hidup lingkungan hidup yang dilakukan Pertamina Program diperkuat dengan dilakukannya sertifikasi dan audit pada aspek lingkungan hidup, agar seluruh program yang dilakukan tepat sasaran dan memperoleh imbal hasil yang optimal. Berbagai sertifikasi tersebut yaitu: 1. ISO 14001 Environmental Management System 2. ISO 50001 Energy Management System 3. Sertifikasi Manajer Pengendalian Pencemaran Udara 4. Sertifikasi Manajer Pengendalian Pencemaran Air 5. Sertifikasi Waste Management (B3) 6. Audit Energi Environmental Certification Environmental programs carried out by Pertamina are strengthened by certifications and audits on environmental aspects, so that all conducted programs are done right on target and will obtain optimal results. Various certifications are: 1. ISO 14001 Environmental Management System 2. ISO 50001 Energy Management System 3. Certification Manager of the Air Pollution Control 4. Certification of Air Pollution Control Manager 5. Certification Waste Management (B3) 6. Energy Audit PROPER Pada 2016, Pertamina kembali memperoleh prestasi yang membanggakan berdasarkan pencapaian kinerja PROPER dari Kementerian Lingkungan Hidup dan Kehutanan. Pertamina memperoleh 7 dari 12 penghargaan PROPER Emas, atau sekitar 58% penerima PROPER Emas nasional, meningkat dibanding tahun lalu yang memperoleh 6 PROPER Emas. Selain itu Pertamina juga mendapatkan 71 PROPER Hijau dan 88 PROPER Biru. Perolehan PROPER pada 2016 adalah 166, meningkat dibandingkan dengan tahun sebelumnya yang memperoleh 159 PROPER. PROPER In 2016, satisfactory Pertamina proudly acquired accomplishment based on the performance achievement of PROPER of the Ministry of Environment and Forestry. Pertamina obtained 7 of 12 PROPER gold awards, or about 58% of national PROPER gold recipients, an increase compared to last year when it gained 6 PROPER gold awards. In addition, Pertamina also get 71 Green PROPER and 88 Blue PROPER. PROPER acquisition in 2016 was 166, an increase compared with the previous year which was of 159. Sebagai perusahaan nasional yang bercita-cita untuk menjadi perusahaan kelas dunia, Pertamina mendorong seluruh operasi Perusahaan untuk meraih kriteria beyond compliance atau PROPER Hijau dan Emas. Untuk itu unit operasi harus menerapkan dengan sungguh-sungguh Sistem Manajemen Lingkungan, Emission Reduction, Konservasi Air, Efisiensi Energi, Program 3R Sampah, Pemanfaatan Limbah B3, Perlindungan Keanekaragaman Hayati dan Community Development. As a national company who aspires to being a world class company, Pertamina drives its entire operation to reach beyond compliance criteria or for PROPER Green and Gold. For that goal, the operating units must earnestly implement Environmental Management Systems, Emission Reduction, Water Conservation, Energy Efficiency, Waste 3R Program, B3 Waste Utilization, Biodiversity Protection and Community Development. Mekanisme Pengaduan Masalah Lingkungan Pengelolaan pengaduan masalah yang lingkungan disampaikan kepada Perseroan dilakukan melalui Contact Center, dimana setiap masalah akan dieskalasi dan ditindaklanjuti oleh fungsi terkait sehingga penyelesaian masalah dapat dilakukan secara cepat dan tepat. Environmental Concerns Complaint Mechanism Any complaints or concerns regarding environmental problems is submitted to the Company through the Contact Center, where each issue will be escalated and followed up on by related functions in order to address the concerns quickly and accurately.
Tanggung Jawab Pertamina terhadap Ketenagakerjaan, Kesehatan dan Keselamatan Kerja Corporate Social Responsibility for Employment and Occupational Health and Safety Kebijakan Manajemen Bagi Pertamina, aspek Keselamatan, Kesehatan Kerja dan Lindungan Lingkungan (K3LL) merupakan salah satu aspek esensial dari rantai praktik tanggung jawab sosial, baik kepada pekerja dan juga lingkungan sekitar. Dengan menerapkan praktik K3LL yang benar dan sesuai dengan aturan keselamatan, maka Perseroan telah meminimalisir risiko kecelakaan dan kesehatan manusia. Management Policy For Pertamina, Safety, Occupational Health and Environmental Protection (K3LL) aspect is one of the essential aspects of social responsibility practice chain, both to workers and to surrounding environment. By applying the appropriate K3LL practices and in accordance with safety rules, the Company has minimized the risk of accidents and human health. tersebut sesuai dengan Kebijakan Keselamatan, Hal Kesehatan Kerja dan serta Lindungan Pengamanan Perusahaan yang ditandatangani oleh Direktur Utama pada 5 Februari 2015. Kebijakan tersebut berisikan komitmen-komitmen, yaitu: 1. Mengutamakan aspek Kesehatan, Keselamatan Kerja dan Lindungan Lingkungan (K3LL) serta Pengamanan Perusahaan Lingkungan This policy is in pursuant with Health, Safety and Environmental Protection Policy as well as Company Security Policy which are by Managing Director on February 5, 2016. The policy outlines commitments regarding the areas of: 1. Prioritize the Safety, Occupational Health and Environmental Protection (K3LL) aspects as well as Security Companies 2. Mengurangi risiko serendah mungkin untuk mencegah terjadinya insiden dengan cara melakukan identifikasi, evaluasi, pengendalian, dan pemantauan terhadap potensi bahaya dan ancaman. 2. Reduce the risk as low as possible to prevent incidents by way of identification, evaluation, control, and monitoring of potential hazards and threats. 3. Mematuhi peraturan perundangan K3LL dan Pengamanan serta menggunakan teknologi tepat guna sesuai standar. 4. Menjadikan kinerja K3LL serta Pengamanan Perusahaan dalam penilaian dan penghargaan terhadap seluruh pekerja. 5. Meningkatkan kesadaran dan kompetensi pekerja agar dapat melaksanakan pekerjaan secara benar, aman dan berwawasan lingkungan. 3. Comply with K3LL and Security laws and regulations as well as use standardized and well-targeted technology. 4. Include K3LL and Security performance in all workers' assessment and rewards policies. 5. Raise awareness and employee competencies in order to carry out work responsibilities properly, safely and environmentally sound. 443
444 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Kegiatan yang Dilakukan Sebagai perusahaan yang bergerak dalam bidang migas, keselamatan dan keamanan pekerja merupakan salah satu prioritas utama. Pertamina berkomitmen untuk menjalankan seluruh kegiatan operasi perusahaan secara aman, nyaman dan berwawasan lingkungan, serta menerapkan standar yang tinggi terhadap aspek pengamanan. Activities Performed As a company engaged in oil and gas industry, safety and security of workers is one of the main priorities. Pertamina is committed to running the company's entire operations in a safe, comfortable and environmentally friendly manner, as well as applying a high standard of security aspects. Adapun sasaran strategis Pertamina yang ingin dicapai dengan menerapkan HSSE yang unggul (HSSE Excellent) adalah: • Tanpa Major Accident (kecelakaan, kebakaran, As for Pertamina strategic objectives that want to be achieved by implementing a superior HSSE (HSSE Excellent) are: Zero Major Accident (accident, fire, pollution) pencemaran) Tidak ada tuntutan ganti rugi • Tanpa gangguan operasi sebagai akibat dari insiden • Tanpa pelanggaran peraturan perundangan • Reputasi dan citra yang baik di mata para stakeholders Zero claim for compensation • Zero interruption of operations as a result of an incident • Zero breach of legislation and law • Good reputation and image in the eyes of the stakeholders Dalam prioritas strategis Pertamina, aspek HSSE merupakan fondasi dasar yang menopang 5 pilar strategis untuk mencapai visi menjadi Perusahaan Energi Kelas Dunia. Within Pertamina strategic priorities, HSSE aspect is the foundation that sustains five strategic pillars in achieving vision of becoming a World-Class Energy Company. Perbandingan Angka Kecelakaan Kerja 3 Tahun Upaya Pertamina untuk menurunkan angka kecelakaan menunjukkan hasil yang positif. Dalam 3 tahun terakhir, tren jumlah kasus kecelakaan kerja yang terjadi di Pertamina menurun. Comparative Figures of Work Accidents in 3 Years Pertamina's attempts to reduce the number of accidents has shown positive results. In the last 3 years, the trend number of cases of occupational accidents that occurred in Pertamina has declined. 2016 2015 2014 Kejadian Fatal 10** 9* 7 Fatality Cases Hari Kerja Hilang 27 24 18 Day Away From Work Terbatas pada pekerjaan di Kantor 4 5 10 Restricted Work Perawatan Medis 39 36 55 Medical Treatment Jumlah Kasus 80 74 90 Total Cases Restatement Laporan Tahunan 2015, di mana perhitungan dilakukan berdasarkan jumlah kasus. Mulai Laporan Tahunan 2016, perhitungan dilakukan berdasarkan jumlah korban. ** Mulai tahun 2016, Pertamina mengadopsi standar internasional (OSHA-IOGP) secara penuh, dimana fatality tidak hanya berasal dari kecelakaan kerja, tetapi juga sakit akibat kerja. Pada tahun 2016 ada 3 kasus kematian karena sakit akibat kerja. Restatement Annual Report 2015, di mana perhitungan dilakukan berdasarkan jumlah kasus. Mulai Annual Report 2016, perhitungan dilakukan berdasarkan jumlah korban. ** Mulai tahun 2016, Pertamina mengadopsi standar internasional (OSHA-IOGP) secara penuh, dimana fatality tidak hanya berasal dari kecelakaan kerja, tetapi juga sakit akibat kerja. Pada tahun 2016 ada 3 kasus kematian karena sakit akibat kerja.
Penurunan angka kecelakaan juga terlihat dalam tingkat kekerapan insiden, yang dihitung berdasarkan jumlah kasus insiden yang tercatat untuk setiap satu juta jam kerja. The decline in the number of accidents is also visible in incident frequency rate, which is calculated based on the number of recorded incident cases for every million working hours. 2016 2015 2014 Tingkat kekerapan insiden (TRIR) (jumlah kasus insiden tercatat per 1.000.000 jam kerja) 0.2 0.23 0.28 Incident Frequency Rate (TRIR) (recorded incident cases per 1 million hours worked) Meskipun secara kuantitas dalam tiga tahun terakhir jumlah insiden terus menurun, namun terjadi peningkatan pada insiden yang menyebabkan korban meninggal dunia maupun menyebabkan hari kerja yang hilang. Oleh sebab itu, selain terus berupaya menurunkan angka kecelakaan kerja, Pertamina juga berfokus mencegah insiden kecelakaan yang dapat menyebabkan korban meninggal atau kehilangan hari kerja. Although quantitatively the number of incidents continues to decline in the last three years, there is an increase in the incidents that led to loosing lives and working days. Therefore, in addition to continued efforts to decrease the number of accidents, Pertamina also focused on preventing the incidence of accidents which may cause deaths or lost workdays to occur in the first place. Strategi Penurunan Angka Kecelakaan Kerja Dalam menjalankan operasinya, Pertamina berupaya untuk selalu taat dengan peraturan perundangan berlaku khususnya yang terkait dengan aspek Keselamatan Kerja, di antaranya adalah Undang-Undang No. 1 Tahun 1970 tentang Keselamatan dan Kesehatan Kerja. Strategy to Decrease Work Accident Numbers In carrying out its operations, Pertamina seeks to always comply with applicable laws and regulations, especially related to safety aspects, among them the Law No. 1 of 1970 regarding Safety and Health at Work. Untuk menurunkan angka kecelakaan kerja, Pertamina senantiasa konsisten dalam menerapkan sistem Manajemen HSSE yang terdiri dari 8 elemen sebagai berikut: To lower the number of work accidents, Pertamina has always been consistent in applying the HSSE management system which consists of eight elements as seen below: 445
446 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Siklus HSSE Management System HSSE Management System Cycle Plan: 2. Kebijakan & Sasaran Stratejik 3. Organisasi, Tanggung Jawab, Sumber Daya, Standar, Dokumentasi 2. Policy & Strategic Goals 3. Organization, Responsibilities, Resources, Standards, Documentation Do: 4. Manajemen Pengendalian Bahaya dan Risiko Adjust: 8. Tinjauan Manajemen 1. Kepemimpinan & Akuntabilitas Leadership & Accountability 5. Pengendalian Operasional dan Pemeliharaan 6. Monitoring Penerapan & Pelaporan 8. Management Review 4. Control of Hazards and Risk Management 5. Control of Operations and Maintenance 6. Implementation & Reporting Monitoring Assess: 7. Pengukuran & Audit 7. Measurement & Audit Dalam implementasinya, Pertamina berfokus pada beberapa program pengendalian kesisteman, di antaranya melalui Contractor Safety Management System (CSMS), Work Permit System, Major Hazzard Control, Compliance Assurance dan Emergency Preparedness. Selain melakukan pembenahan yang bersifat kesisteman, Pertamina juga membangun budaya keselamatan dengan jargon HSSE Golden Rules yang mencakup: • Saya mematuhi peraturan • Saya melakukan intervensi saat melihat kondisi tidak In its implementation, Pertamina focuses on some systemic control program, including through the Contractor Safety Management System (CSMS), Work Permit System, Major Hazard Control, Compliance Assurance and Emergency Preparedness. In addition to the improvements that are systemic in nature, Pertamina also builds a culture of safety with HSSE Golden Rules which consists of: • I obey the rules I intervene when I see unsafe condition aman Saya peduli terhadap lingkungan kerja
I care about the work environment Guna memastikan seluruh pekerja memberikan kontribusi yang optimal dan menurunkan angka kecelakaan kerja, performa aspek HSSE dimasukkan dalam Key Performance Indicator yang akan mempengaruhi insentif pekerja di akhir tahun. Untuk setiap kasus insiden major yang terjadi, maka dilakukan pemotongan KPI sebesar 1% terhadap seluruh pekerja Pertamina. To ensure that all workers has contributed optimally and decreased the number of accidents, HSSE performance aspects are included in the Key Performance Indicators which will affect workers' incentives at the end of the year. For each case of major incidents occur, a cut of KPI amounting to 1% is applied to all workers in Pertamina. Pelatihan HSSE Pelatihan pekerja untuk peningkatan kinerja HSSE telah banyak dilakukan di HSE Training Center Sungai Gerong Plaju. Berikut adalah deskripsi pelaksanaan pelatihan HSSE: HSSE training Training workers to HSSE performance developments have been carried out in HSE Training Center Sungai Gerong Plaju. Here is a description of the implementation of HSSE training:
447 Pelatihan Mandatory HSSE Program Mandatory HSSE Program Training No. Judul Pelatihan Jumlah Batch Total Batch Jumlah Peserta Total Participants Training Title 1 Basic HSE Mandatory Training 26 751 Basic HSE Mandatory Training 2 Basic HSE Mandatory Training For Office 3 61 Basic HSE Mandatory Training for Office 3 HSE Leadership 15 437 HSE Leadership 4 Junior HSSE Mandatory Training 14 242 Junior HSSE Mandatory Training 5 Junior HSSE Mandatory Training For Office 3 117 Junior HSSE Mandatory Training For Office 6 Senior HSE Mandatory Training 22 374 Senior HSE Mandatory Training 7 Senior HSE Mandatory Training For Office 1 15 Senior HSE Mandatory Training For Office TOTAL 84 1,997 TOTAL Pelatihan Reguler HSSE Reguler HSSE Training No. Judul Pelatihan Jumlah Batch Total Batch Jumlah Peserta Total Participants Training Title 1 Accident/Incident Investigation 5 90 Accident/Incident Investigation 2 Advanced Fire Fighting 1 10 Advanced Fire Fighting 3 Ahli Teknik (AT) 1 2 Technician (AT) 4 Basic Fire Fighting 2 76 Basic Fire Fighting 5 Basic Sea Survival 2 68 Basic Sea Survival 6 Behavior Based Safety 4 74 Behavior Based Safety 7 Confined Space Entry 1 33 Confined Space Entry 8 Contractor Safety Management System 3 55 Contractor Safety Management System 9 Dasar-dasar Audit & Konservasi Energi 1 28 Dasar-dasar Audit & Konservasi Energi 10 Emergency Response Team 1 14 Emergency Response Team 11 Fire Prevention & Protection 1 47 Fire Prevention & Protection 12 Fireman Course Level 2 1 30 Fireman Course Level 2 13 Fireman Course Level 1 1 58 Fireman Course Level 1 14 Food Hygiene 1 12 Food Hygiene 15 Gas Safety Inspector/Safety Inspector 7 162 Gas Safety Inspector/Safety Inspector 16 Health Risk Assesment 2 39 Health Risk Assesment 17 HSE Management System 6 82 HSE Management System 18 HSE School 1 19 HSE School 19 Incident Investigation 1 15 Incident Investigation 20 ISRS 8 Assessor Training 6 124 ISRS 8 Assessor Training 21 Loss Control Management 6 122 Loss Control Management 22 OSHA LOG 300 2 31 OSHA LOG 300 23 Pelatihan Dasar Sistem Manajemen Pengamanan 1 12 Basic Training for Security Management System 24 Pemeriksaan Air,Sanitasi Lingkungan, Pengendalian Vektor 1 11 Examination of Water, Environment Sanitation, Vector Control 25 Penanggung jawab Pengendalian Pencemaran Udara 4 63 Person in Charge for Air Pollution Control 26 Pengawas Scaffolding 1 48 Scaffolding Supervisor 27 Penyakit Akibat Kerja 1 21 Occupational Diseases 28 PLB3 & LPNB3 1 12 PLB3 & LPNB3 29 PPU 1 22 PPU 30 Process Safety Management 9 201 Process Safety Management 31 Professional Defensive Driving 1 24 Professional Defensive Driving For Passenger Car 32 Risk Assesment & JSA Workshop 2 87 Risk Assesment & JSA Workshop 33 Safety Inspector 1 4 Safety Inspector 34 Sistem Manajemen Lingkungan 14000 1 21 Environmental Management System 14000 35 T BOSIET 8 52 T BOSIET 36 Training of Trainer Ergonomi 1 9 Training of Trainer Ergonomi 37 Working a Height 1 10 Working a Height GRAND TOTAL 90 1,788 TOTAL
448 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Dana Pelatihan Untuk melaksanakan Pertamina menginvestasikan dana sebesar Rp32,9 miliar dari tahun sebelumnya yaitu Rp32,3 miliar. pelatihan HSSE, Training funds To implement HSSE training, Pertamina invested Rp32.9 billion compared to last year's Rp32.3 billion. Sertifikasi Terkait HSSE Pelaksanaan Sertifikasi terkait HSSE pada 2016 adalah: HSSE-Related Certification Implementation of HSSE-related Certification in 2016 are: Program Sertifikasi HSSE Pertamina HSSE Pertamina Certification Program Program Sertifikasi Departemen Tenaga Kerja & Transmigrasi Department of Manpower & Transmigration Certfication Program Emergency Response Team Member Spesialisasi Ahli Pemadam Tingkat D|Specialization of Expert in Extinguisher Class D Emergency Response Team Leader Spesialisasi Ahli Pemadam Tingkat C|Specialization of Expert in Extinguisher Class C Oil Spill Response - IMO Level 1 Spesialisasi Ahli Pemadam Tingkat B|Specialization of Expert in Extinguisher Class B Oil Spill Response - IMO Level 2 Spesialisasi Ahli Pemadam Tingkat A|Specialization of Expert in Extinguisher Class A Oil Spill Response - IMO Level 3 Spesialisasi Ahli K3 UMUM|Specialization of Expert of General HSE T-BOISET/HUET Occupational Safety and Health Management System (SMK3) Basic Sea Survival Pesawat Life Boat Coxswain Pesawat Uap Boiler | Boiler Aircraft Fast Rescue Boat Fall Protection Training Basic Fire Fighting Vertical rescue Evacuation Advance Fire Fighting Confined Space Entry Confined Space Entry High Angle Building Escape Gas Tester General Assembly for Work at High Procedure Port Facility & Security Officer Training Rope Acces Technician Level 1,2,3 Hygiene Company, Occupational Health and Safety Working (Hiperkes) Scafolding Penerapan International Sustainability Rating System (ISRS) dan SMP Dalam telah memastikan mengimplementasikan sistem manajemen HSSE secara ekselen yang mengikuti standar dan best practice internasional, maka secara berkesinambungan dilakukan pengukuran implementasi HSSE Management System oleh pihak eksternal menggunakan protokol Internasional Sustainability Rating System (ISRS). Pada 2016, dilakukan asesmen ISRS untuk 13 lokasi kerja Pertamina dengan hasil sebagai berikut: rangka Pertamina Application of International Sustainability Rating System (ISRS) and SMP In order to ensure that Pertamina has implemented HSSE management system excellently and by following international standards and best practice, a continuous measurement of the HSSE Management System implementation is conducted by external parties by virtue of International protocol Sustainability Rating System (ISRS). In 2016, the ISRS assessment was conducted on 13 work sites of Pertamina with the following results: No. Lokasi Location Aktivitas Bisnis Business Activities Target Level ISRS Targeted ISRS Level Realisasi Realization 1 PT Pertamina EP Field Subang Upstream Level 7 ISRS 7 level 5 2 Pertamina Hulu Energy West Madura Offshore Upstream Level 7 ISRS 8 level 6 3 JOB Pertamina - Talisman Jambi Merang Upstream Level 7 ISRS 8 level 7 4 Pertamina Geothermal Energy Area Kamojang Geothermal & Power Level 4 ISRS 7 level 4 5 PT Pertamina Drilling Services Indonesia Drilling Service Level 4 ISRS 7 level 3 6 PT Pertamina Gas - Area Jawa Bagian Timur Gas Transportation Level 4 ISRS 7 level 4 7 PT Pertamina Gas - Area Sumatra Selatan Gas Transportation Level 4 ISRS 7 level 4 8 Refinery Unit IV Refinery Level 7 ISRS 8 level 6 9 Refinery Unit V Refinery Level 7 ISRS 8 level 5 10 Refinery Unit VII Refinery Level 7 ISRS 8 level 7 11 Marketing Operation Region IV Downstream (distribution & marketing) Level 4 ISRS 7 level 3 12 Marketing Operation Region VI Downstream (distribution & marketing) Level 4 ISRS 7 level 4
Diagram Penerapan ISRS di Pertamina Diagram of ISRS Implementation in Pertamina 1. Leadership 2. Planning and Administration Continual 3. Risk Evaluation Improvement Strategy and Policy 4. Human Resources 5. Compliance Assurance 6. Project Management Management Review Planning 7. Training and Competence 8. Communications and Promotion 9. Risk Control 10. Asset Management Monitoring and Measurement Implementation and Operation 11. Contractor Management and Purchasing 12. Emergency Preparedness 13. Learning from Events 14. Risk Monitoring 15. Result and Review Selain itu, Pertamina juga mengimplementasikan sistem manajemen pengamanan ref. Peraturan Kapolri No 24 tahun 2007 guna memastikan aspek pengamanan telah dikelola secara terintegrasi di seluruh lokasi kerja dan mencegah ancaman atau gangguan terhadap bisnis perusahaan. In addition, Pertamina also implements a security management system Reff. Police Regulation No. 24 of 2007 to ensure the security dimension has been managed throughout the work site as preventive measures to threat or disruption to the company's business. Elemen Kunci Sistem Manajemen Pengamanan Key Elements of Security Management System Dapat diintegrasikan dengan persyaratan Quality, Safety, Health, Environment (QSHE) Management System Can be integrated with the requirements of Quality, Safety, Health, Environment (QSHE) Management System Ulasan Manajemen Management Review A CT P L A N Komitmen & Kebijakan Commitment & Policy Memeriksa dan Action Koreksi Checking and Correction Action Pemantauan dan pengukuran kinerja pengamanan • Pelaporan, perbaikan dan tindakan pencegahan ketidaksesuaian Pengumpulan dan Analisa data • Audit Monitoring and measuring of safety performance • Reporting, correcting and preventive action for nonconformity Perbaikan Terus Menerus Continual Improvement K C E H DO C Implementasi/Implementation Rencana/Planning Pemenuhan aspek peraturan perundang-undangan keamanan Manajemen Risiko • Tujuan & Sasaran • Perencanaan & Program Requiring of security and legislation aspects • Risk management • Goal and target • Planning & Program Collecting and Analysing Data • Auditing Pelatihan, kepedulian, dan kompetensi • Konsultasi, komunikasi & partisipasi • Pengendalian dokumen dan catatan • Penanganan keadaan darurat • Pengendalian proses dan infrastruktur Training, awareness and competence • Consultation, communications and participation • Controlling of documents and records • Handling emergencies • Controlling process and infrastructure 449
450 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Tanggung Jawab Pertamina terhadap Sosial dan Masyarakat Corporate Social Responsibility for Social and Community Development Program pelibatan dan pengembangan masyarakat telah dilakukan Pertamina sejak awal berdirinya pada 1957, dengan tetap bersandar pada beberapa regulasi. Regulasi- regulasi tersebut adalah: • Bab V Pasal 74 Undang-Undang Perseroan Terbatas No. 40 Tahun 2007, yaitu, "Perseroan yang menjalankan kegiatan usahanya di bidang dan/atau bersangkutan dengan sumber daya alam wajib melaksanakan tanggung jawab sosial dan lingkungan." Tanggung jawab sosial dan lingkungan merupakan kewajiban perseroan yang dianggarkan dan diperhitungkan sebagai biaya Perseroan yang pelaksanaannya dilakukan dengan memperhatikan kepatutan dan kewajaran. Perseroan yang tidak melaksanakan kewajiban dikenakan sanksi sesuai dengan ketentuan peraturan perundang-undangan. • Surat Edaran Menteri Negara BUMN Nomor SE-21/ MBU/2008 menyebutkan bahwa TJSL diwajibkan kepada BUMN yang kegiatan usahanya di bidang sumber daya alam, atau kegiatan usahanya berdampak pada fungsi kemampuan sumber daya alam walaupun BUMN di bidang lain juga dapat melaksanakan TJSL. • Pasal 88 UU No. 19 Tahun 2003 tentang BUMN menyebutkan bahwa BUMN dapat menyisihkan sebagian laba bersihnya untuk keperluan pembinaan usaha kecil/ koperasi serta pembinaan masyarakat sekitar BUMN. Community engagement and development programs have been carried out by Pertamina since its inception in 1957, while continuously leaning on some regulations. These regulations are: • Chapter V, Article 74 of Law Company Limited No. 40 of 2007, which states "Companies which conduct their business activities in the field and/or concerned with natural resources are required to fulfill their social and environmental responsibility." Social and environmental responsibility is company's budgeted obligation and one that is accounted for as cost of the Company's conduct. Its implementation is done by adhering to rules of decency and fairness. Companies who do not perform this obligation are penalized in accordance with the legislative stipulations. Minister of State Enterprises Circular No. SE-21/MBU/ 2008 mentioned that CSR is an obligation to State- Owned Enterprises (SOEs) whose business activities in the field of natural resources and whose activities have an impact on the natural resources function even though SOEs in other fields can also carry out CSR obligations. • Article 88 of Law No. 19 of 2003 on SOE says that SOE can set aside part of net income for the purposes of fostering small businesses/cooperatives as well as community development surrounding the SOEs. Kebijakan Manajemen Kebijakan yang ditetapkan manajemen terkait TJSL di bidang sosial dan masyarakat tetap mengacu pada ISO 26000. Seluruh program yang dicanangkan dan dilaksanakan bertujuan untuk: • Mengatasi dampak negatif operasi perusahaan melalui kepatuhan terhadap regulasi serta menciptakan nilai baru yang lebih baik kepada masyarakat dan lingkungan. • Memberikan manfaat sosial, ekonomi dan lingkungan kepada masyarakat terutama di sekitar wilayah operasi perusahaan. • Meningkatkan Management Policy Management-sets policies which are associated with CSR management in the fields of social and community still refer to ISO 26000. All the programs planned and implemented aim to: • Address the negative impact of the company's operations through compliance with regulations and creating new value to better serve the community and the environment. Provide social benefits, economic and environment to the community, especially surrounding the area of operations. efisiensi, pertumbuhan usaha dan menerapkan mitigasi risiko bisnis. reputasi perusahaan,
Increase the company's reputation, efficiency, business growth, and implementing business risk mitigation. Dalam bidang pemberdayaan mempertimbangkan 13 Development Goals yaitu: 1) Meminimalisir kemiskinan. 2) Mengentaskan kelaparan, mencapai ketahanan pangan dan peningkatan gizi, serta mempromosikan pertanian berkelanjutan. ekonomi, Pertamina tujuan Sustainable indikator the field of economic empowerment, Pertamina In considers 13 indicators of Sustainable Development Goals, which are: 1) Minimize poverty. 2) Alleviating hunger, achieving food security and improving nutrition, as well as promoting sustainable agriculture. 3) Memastikan sehat kesejahteraan untuk semua kalangan pada segala usia. hidup dan mempromosikan 3) Ensuring healthy life style and promoting well-being for all people of all ages.
4) Memastikan kualitas pendidikan inklusif dan merata serta mempromosikan kesempatan belajar seumur hidup bagi semua masyarakat. 4) Ensuring quality of inclusive and equal eduation as well as promoting lifelong learning opportunities for all people. 5) Mencapai kesetaraan gender dan memberdayakan 5) Achieving gender equality and empowering women and girls. 5) Achieving gender equality and empowering women and girls. 6) Memastikan ketersediaan dan pengelolaan air dan 6) Ensure availability and management of sustainable water and sanitation for all. 6) Ensure availability and management of sustainable water and sanitation for all. 7) Memastikan akses sumber daya yang terjangkau, 7) Ensuring access to resources that are affordable, sustainable and modern for all. 7) Ensuring access to resources that are affordable, sustainable and modern for all. 8) Mempromosikan pertumbuhan yang berkelanjutan, inklusif dan ekonomi berkelanjutan, kesempatan kerja, dan pekerjaan yang layak untuk semua. 8) Promoting sustainable and inclusive growth, sustainable economy, employment, and decent work for all. 9) Membangun infrastruktur, mempromosikan inklusif dan industrialisasi yang berkelanjutan, dan mendorong inovasi. 9) Building the infrastructure, promoting inclusivity and sustained industrialization, and encouraging innovation. 10) Mengurangi ketidaksetaraan dalam dan di antara 10) Reducing the inequalities within and between countries. negara-negara. 11) Membuat kota dan pemukiman manusia inklusif, aman, tangguh dan berkelanjutan 11) Membuat kota dan pemukiman manusia inklusif, aman, tangguh dan berkelanjutan secure, resilient and sustainable. 12) Memastikan pola konsumsi dan produksi yang 12) Ensuring patterns of sustainable consumption and berkelanjutan 13) Mengambil tindakan mendesak untuk memerangi production. 13) Taking urgent action to combat climate change and its impacts. 13) Taking urgent action to combat climate change and its impacts. Kegiatan yang Dilakukan sosial Pertamina kegiatan mengimplementasikan Program kemasyarakatan dengan menyelenggarakan Pemberdayaan Masyarakat yaitu "Terwujudnya Kemandirian Masyarakat yang Berbasis kepada Pembangunan Manusia Seutuhnya menuju Kesejahteraan Masyarakat", yang bertujuan untuk: • Mewujudkan peningkatan kemampuan sumber daya manusia aparatur pemerintahan desa/kelurahan dan masyarakat melalui potensi dan sarana yang ada. Actions Taken Pertamina implemented social activities by organizing the Community Empowerment Program called "Realizing Community Independence based on Whole Human Development towards Community Welfare", which aims to: Build human resource capacity in government insitutions at districts and villages level as well as through the real potentials and available resources. Mewujudkan pengembangan usaha ekonomi kerakyatan di sektor informal dengan mendayagunakan potensi ekonomi desa, peningkatan lembaga ekonomi dan stimulan dana pembangunan sebagai upaya pengentasan kemiskinan. • Mewujudkan pemanfaatan Teknologi Tepat Guna (TTG) secara optimal dan Sumber Daya Desa melalui kerja sama antar lembaga. pengembangan dan Create a democratic economic business development in the informal sector by leveraging the potential of rural economy, improvement of economic institutions and development fund stimulatnts in order to alleviate poverty. Achieve the development and utilization of Appropriate Technology (TTG) optimally and Rural Resources through inter-agency cooperation. Mewujudkan optimalisasi lembaga kemasyarakatan termasuk peran perempuan dalam upaya peningkatkan partisipasi masyarakat Achieve optimization of community social organizations, including women's role in enhancing the efforts of community participation. 451
452 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Program Bina (Persero) dilaksanakan dengan bekerja sama baik dengan Pemda melalui dinas terkait, TNI/Polri, maupun dengan pihak akademisi baik langsung dengan universitas setempat atau dengan lembaga yang secara tidak langsung berkaitan dengan perguruan tinggi. Lingkungan di PT Pertamina Community Development Program of PT Pertamina (Persero) is carried out by working well with local government through relevant agencies, military/police, as well as with academics either directly with a local university or institution that is not directly related to the college. Desa Binaan Pertamina mewujudkan model kawasan penerima manfaat TJSL secara integratif dalam bidang pendidikan, kesehatan, konservasi lingkungan, maupun pembangunan infrastruktur dan pemberdayaan ekonomi masyarakat, sehingga menciptakan kemandirian kehidupan sosial dan ekonomi secara berkelanjutan. Mentored-village Pertamina actualizes CSR area beneficiary model in an integrated manner and in the fields of education, health, environmental conservation, as well as infrastructure development and economic empowerment of the people, thus creating social-economic life independency. Program Desa Binaan Pertamina Kegiatan Program Desa Binaan Pertamina mencakup: 1. Rumput Laut - Kelompok nelayan Pulo Raya dan Ule Paya mulai membudidayakan rumput laut dan bibit yang didatangkan dari Lombok. Sejak panen pertama, peremajaan dan perluasan dapat dipenuhi sendiri, dengan hasil panen perdana pada luasan 2 HA mampu menghasilkan 6 ton rumput laut basah. 2. Pengolahan Ikan Teri - Kegiatan ini bertujuan untuk membantu masyarakat Pulo Aceh dan Sentosa yang biasanya sangat mengandalkan panas matahari. Jika pada beberapa hari matahari tidak bersinar, maka ikan teri akan membusuk dan dibuang ke laut atau dikuburkan. 3. Keramba Jaring Apung - Bibit lobster liar sangat mudah didapatkan di perairan Calang Aceh Jaya, sedangkan harga jual lobster sangat tinggi di pasar internasional. Oleh karena itu, bantuan karamba sangat membantu menaikan pendapatan nelayan Panton Makmur 4. Budidaya Kepiting Soka - Tingkat permintaan kepiting soka atau kepiting lunak sangat tinggi baik dalam negeri maupun luar negeri. Untuk memenuhi permintaan pasar, kelompok nelayan Lamjabat Meuraxa Banda Aceh melakukan pembudidayaan kepiting soka dengan didampingi oleh Dinas Kelautan dan Perikanan Propinsi Aceh. Biaya yang Dikeluarkan Pada 2016, Pertamina mengeluarkan dana kegiatan sosial kemasyarakatan terkait program CSR dan Bina Lingkungan. Selain itu, Pertamina juga menyalurkan dana untuk Program Kemitraan sebesar Rp187.715.585.220. sebesar Rp341.592.165.437 Pertamina Mentored-Village Program Pertamina Mentored-Village Program activities include: 1. Seaweed - Fishing groups Pulo Raya and Ulee Paya began to cultivate seaweed and the seeds imported from Lombok. Since the first harvest, renovation and expansion can be self-sustained, with prime yields in the area of 2 HA amounting to 6 tons of wet seaweed. 2. Anchovy Processing - This activity aims to help people of Pulo Aceh and Sentosa that have traditionally relied on the sun's heat. If in a few days the sun does not shine, then the anchovy will rot away, thrown into the sea or buried. 3. Keramba Cage Fishing - Seeds of wild lobster is very easy to get in the Calang Aceh Jaya waters, while noting that the selling price of lobster is very high in the international market. Therefore, karamba is very helpful to help raise the income of Panton Makmur fishermen 4. Soka Crab Aquaculture - The demand for soft-shelled crab or soft crab is very high both domestically and abroad. To meet market demand, the fishermen group Banda Aceh Lamjabat Meuraxa perform soft-shelled crabs aquaculture accompanied by the Marine and Fisheries Agency of Aceh Province. Cost Incurred The fund for Pertamina's social and community activities in 2016 Such expenses related to CSR and Community Development program. In addition, Pertamina also channel funds of Rp187,715,585,220 for Partnership Program. amounted to Rp341,592,165,437.
Tanggung Jawab Pertamina terhadap Konsumen dan Pelanggan Corporate Social Responsibility for Consumer and Customer Kebijakan Manajemen Pertamina sebagai perusahaan migas terdepan di Indonesia, mengemban tanggung jawab untuk selalu menyediakan produk dan jasa yang berkualitas serta aman bagi konsumen. Dalam menjaga keamanan dan keselamatan produk kepada konsumen, kebijakan manajemen mengacu pada UU No. 8 Tahun 1999 tentang Perlindungan Konsumen. Management Policy Pertamina as the leading oil and gas company in Indonesia, bears the responsibility to always provide quality products and services as well as safe for consumers. To safeguard the security and safety of the product to consumers, management policies are based on Law No. 8 of 1999 on Consumer Protection. Tanggung Jawab dan Informasi Produk Keamanan produk menjadi prioritas utama Pertamina karena risiko-risiko yang dapat terjadi akibat penyalahgunaan produk dapat mengakibatkan situasi fatal. Dalam memastikan produk Pertamina selalu aman, maka setiap kemasan produk konsumen ritel yang dihasilkan Pertamina seperti pelumas, informasi penggunaan dan dilengkapi dengan keselamatan. label Product Responsibility and Information Product safety is a top priority for Pertamina due to the fact that risks that can occur from the misuse of the product may result in fatal situation. In ensuring the consistent security of Pertamina products, every consumer product retail packaging produced resembles a lubricant, equipped with a label usage and safety information. Upaya Pertamina untuk mempertahankan keamanan produk pada level tertinggi tidak lepas dari upaya pencegahan pada pemalsuan produk di pasaran. Oleh sebab itu, Pertamina memanfaatkan teknologi produksi dengan menggunakan nomor batch dengan marker laser pada tutup dan leher botol kemasan, atau pemakaian security cap untuk mencegah pemakaian kembali botol pelumas. Pertamina puts out efforts to maintain the highest level of product safety which can not be separated from efforts to prevent product counterfeiting on the market. Therefore, Pertamina utilizes a production technology which uses batch numbers with the laser marker on the lid and the neck of the bottle packaging, or the use of security seal to prevent reuse of the bottle of lubricant. Kegiatan yang Dilakukan Kegiatan CSR kepada para pelanggan merupakan wujud kepedulian dan komitmen Pertamina dalam menghadirkan yang terbaik bagi seluruh pengguna produk dan jasa. Pada 2016, Pertamina melakukan beberapa kegiatan sebagai berikut: Activities Performed CSR activities to the customers is a form of awareness and commitment to delivering the best quality of products and services to all users. In 2016, Pertamina did some of the following activities: 1. Mengantar pasokan BBM ke ruas tol baru Pejagan-Brebes pada puncak Hari Raya Lebaran. Dalam semangat kebersamaan, Insan Pertamina membantu para pemudik yang kehabisan bahan bakar di tengah jalan dengan membawa BBK dalam kemasan kepada kendaraan- kendaraan pemudik. Sekitar 200 kendaraan menerima pasokan BBK Pertalite dan Dexlite. 1. Bringing the supply of fuel to the new tollway Pejagan- Brebes at peak Eid Fitr holiday. In the spirit of togetherness, Pertamina Individuals help the travelers who run out of fuel in the middle of the road with the BBK in packaging to vehicles travelers. About 200 vehicles received a supply of BBK Pertalite and Dexlite. 453
454 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility 2. Menyalurkan pasokan BBM ke Pidie, Aceh pasca gempa berkekuatan 6,55 SR yang terjadi pada akhir 2016. Pertamina menyalurkan BBM dan LPG kepada masyarakat di Pidie sebagai bentuk kepedulian dan kebersamaan. Pasokan BBM yang diberikan berupa Premium sebanyak 6.447 KL dan solar sebanyak 11.024 KL. Pertamina juga menyediakan LPG dalam jumlah yang cukup serta menambah pasokan seiring dengan meningkatnya kebutuhan masyarakat. Pertamina turut menyiapkan 1 (satu) mobil tangki mobile yang dilengkapi dengan flowmeter sebagai pelayanan BBM ke masyarakat sambal menunggu kelayakan operasional dari sisi safety untuk tiga SPBU yang terkena gempa. Pelayanan BBM tetap dilakukan di sekitar lokasi bencana, yaitu SPBU nomor 14.241.406 di Pidie dan nomor 14.241.444 di Bireuen sebagai cadangan. Sarana Pengaduan dan Perlindungan Konsumen Untuk melakukan pengaduan terhadap produk yang digunakan, Pertamina menyediakan layanan telepon Contact Pertamina yaitu 1500-000 bagi pelanggan perorangan yang dapat dihubungi dalam 24 jam sehari. Layanan ini akan memberikan solusi awal (first contact resolution rate) atau FCR oleh Petugas Contact Pertamina yang telah dibekali dengan pengetahuan yang cukup mengenai produk dan bisnis Pertamina. Bilamana hal yang dilaporkan belum dapat terselesaikan dalam tahap ini, maka hal yang bersangkutan akan dieskalasi kepada unit bisnis terkait untuk segera ditindaklanjuti. Mekanisme, target pelaksanaan dan arus informasi Contact Pertamina diatur dalam Service Level Agreement antara Contact Pertamina dan unit bisnis di Pertamina. Selain itu, Pertamina juga menerapkan sistem Quick Response pada kasus-kasus tertentu untuk memberikan tanggapan yang lebih cepat kepada pelanggan, dengan workflow/SOP yang sudah ditetapkan sebelumnya. Secara umum, kinerja layanan Contact Pertamina dalam 3 tahun terakhir cukup baik dengan kepuasan pelanggan di atas target yang ditetapkan. 2. Distributing the fuel supply to Pidie, Aceh after the earthquake of magnitude 6.55 SR occurring at the end of 2016. Pertamina distribute fuel and LPG to the public in Pidie as a caring commitment to unity and togetherness. Fuel supplies were given as much as 6,447 KL Premium and diesel as much as 11,024 KL. Pertamina also provide LPG in sufficient quantities and increase the supply along with the increasing needs of the community. Pertamina participated in preparing 1 (one) mobile fuel truck equipped with fuel flowmeter as a service to the community while waiting for operational feasibility for safety in the three gas stations caused by the earthquake. Fuel services remain to be available around the disaster site, the gas stations registered number 14.241.406 in Pidie and registered number 14.241.444 in Bireuen as a stand by. Facility Complaints and Consumer Protection To make a complaint against the products used, Pertamina provided phone service Contact Pertamina at 1500-000 for individual customers---this number can be contacted 24 hours a day. This service will provide an initial solution (first contact resolution rate) or FCR by Pertamina Contact Officer which has been equipped with enough knowledge about the products and business of Pertamina. When the reported concerns can not be resolved at this stage, then the question will be escalated to the respective business units to be followed up. Mechanisms, implementation targets and information flow of Contact Pertamina are set in the Service Level Agreement between Contact Pertamina and Pertamina's business units. In addition, Pertamina also implements Quick Response system on certain cases to provide faster response to customers, with predetermined workflow/SOP. In general, the performance of Contact Pertamina service appraisal in the last 3 years is pretty good with customer satisfaction at the top of the target set. Terkait keluhan pelanggan unit bisnis BBM ritel atau pelumas, setelah diterima oleh Contact Center maka keluhan diteruskan kepada Sales Region (SR) tempat keluhan terjadi. Unit SR kemudian melakukan pendekatan kepada konsumen yang bersangkutan untuk mengklarifikasi keluhan dan memberikan solusi terbaik. Data keluhan yang masuk akan menjadi bahan analisis penyebab terjadinya masalah dan juga sebagai masukan untuk perbaikan berkelanjutan. After being accepted by the Contact Center, customer complaints related to retail or lubricants petroleum business are forwarded to the Sales Region (SR) where the complaint occurred. SR unit then approach the consumers concerned to clarify the complaint and provide the best solution. Incoming data on complaints will be the analysis of the causes of the problem as well as an input for continuous improvement. Terkait keluhan pelanggan korporasi dari unit bisnis industry dan marine, aviation, serta pelumas, industri dapat menyampaikan keluhan langsung kepada sales atau key account yang menangani pelanggan bersangkutan. Pertamina kemudian melakukan pengecekan, klarifikasi, dan mencari solusi untuk menangani keluhan tersebut. Keluhan yang diterima akan dijadikan evaluasi bagi Pertamina guna perbaikan kualitas pelayanan secara terus-menerus serta untuk meningkatkan kepuasan dan loyalitas pelanggan. Complaints related to corporate customers of the business unit and the marine industry, aviation, as well as lubricants, can submit a complaint directly to sales or key account who handles the customer concerned. Pertamina then proceeded with buying, clarifiying, and finding solutions to deal with such complaints. Complaints received will be used as an evaluation for Pertamina for the improvement of service quality on an ongoing basis and to enhance customer satisfaction and loyalty.
Jumlah Penanggulangan Pengaduan Konsumen Data interaksi inbound yang masuk adalah sebanyak 101.830 masukan baik melalui voice, email, SMS, LAPOR, Facebook dan QLUE. Dari data tersebut, terdapat 989 data keluhan yang harus dieskalasikan kepada para PIC di Fungsi maupun Anak Perusahaan. Dari total 989 data tersebut, jumlah penanggulangan dan penyelesaian keluhan pelanggan sebanyak 722 (73%) dan yang masih pending sebanyak 267 (27%), namun apabila dihitung dengan data interaksi inbound yang masuk maka hanya sebesar 1%. Number of Consumer Complaints Handled Inbound interactions data are as much as 101,830 input recorded via voice, email, SMS, "LAPOR", Facebook and "QLUE". From these data, there were 989 complaints of data that must be escalated to the PIC in function and Subsidiary. From a total of 989 data, the amount of reduction and resolution of customer complaints as many as 722 (73%) and those who were still pending as many as 267 (27%). However if calculated with the inbound interaction data, it only reaches 1%. Rencana Program CSR 2017 CSR Program Plan 2017 Rencana program CSR yang akan dilakukan Pertamina pada 2017 mencakup: • Prioritas Alokasi Anggaran CSR untuk Lokasi Peraih PROPER Emas 2016 dan target PROPER Emas 2017 serta lokasi PROPER Hijau. CSR programs that will be carried out by Pertamina in 2017 include: • CSR Budget Allocation Priority for Recipent Location of the Golden PROPER targets in 2016 and 2017 Gold and Green PROPER location. Pendampingan khusus untuk lokasi target PROPER Emas Special Assistance to the PROPER Gold 2017 target location. Special Assistance to the PROPER Gold 2017 target location. Penyusunan program CSR di lokasi based on Social Development of CSR programs in locations based on Social Mapping. Development of CSR programs in locations based on Social Mapping. Pengendalian pelaksanaan Monev dan pelaporan pelaksanaan kegiatan CSR di lokasi. • Optimalisasi publikasi Program CSR. Control of the implementation of Monev as well as reporting on the implementation of CSR activities on site. CSR Program publication optimalization. 455
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Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Laporan Keuangan Financial Report 458 Laporan Keuangan Konsolidasian PT Pertamina (Persero) dan Entitas Anak Consolidated Financial Statements of PT Pertamina (Persero) and Subsidiaries PERTAMINA Laporan Tahunan 2016 Annual Report 457 457
458 458 PERTAMINA Laporan Tahunan 2016 Annual Report
PERTAMINA Laporan Tahunan 2016 Annual Report Pertamina Highlights 2016 Company ProfileBusiness Support Company Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial ReportOther Information PERTAMINA Laporan Tahunan 2016 Annual Report PERTAMINA Laporan Tahunan 2016 Annual Report 459 459
460 460 PERTAMINA Laporan Tahunan 2016 Annual Report
PERTAMINA Laporan Tahunan 2016 Annual Report Pertamina Highlights 2016 Company ProfileBusiness Support Company Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial ReportOther Information PERTAMINA Laporan Tahunan 2016 Annual Report 461 461
462 462 PERTAMINA Laporan Tahunan 2016 Annual Report
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN POSISI KEUANGAN KONSOLIDASIAN (lanjutan) Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF FINANCIAL POSITION (continued) As of December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) Catatan/ 31 Desember 2016/ 31 Desember 2015/ December 31, 2016 December 31, 2015 Notes LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY LIABILITAS LIABILITIES LIABILITAS JANGKA PENDEK Pinjaman jangka pendek Utang usaha Pihak berelasi Pihak ketiga Utang Pemerintah - bagian lancar Utang pajak Pajak penghasilan Pajak lain-lain Beban akrual Liabilitas jangka panjang - 2f,15 2f,2p 2d,40c 16 2f,17 2u,39b 2f,18 130.293 128.760 3.201.391 930.308 445.052 237.999 1.543.358 1.807.955 106.948 2.475.193 505.598 140.194 164.025 1.559.260 SHORT-TERM LIABILITIES Short-term loans Trade payables Related parties Third parties Due to the Government - current portion Taxes payable Income taxes Other taxes Accrued expenses Long-term liabilities - bagian lancar Utang lain-lain Pihak berelasi Pihak ketiga Pendapatan tangguhan - bagian lancar 2f,2n,19 2f,2p 2d,40d 573.450 49.270 689.776 177.499 926.338 current portion Other payables 86.724 612.092 162.262 Deferred revenues - current portion Related parties Third parties Jumlah Liabilitas Jangka Pendek 8.107.156 8.546.589 Total Short-term Liabilities LIABILITAS JANGKA PANJANG Utang Pemerintah - LONG-TERM LIABILITIES Due to the Government - net of dikurangi bagian lancar Liabilitas pajak tangguhan Liabilitas jangka panjang - dikurangi bagian lancar Utang obligasi Liabilitas imbalan kerja karyawan 2f,17 2u,39e 2f,2n,19 2f,20 2s,21b 332.189 2.443.871 1.820.977 8.492.312 1.963.749 146.940 2.554.575 2.196.236 8.633.970 1.791.405 current portion Deferred tax liabilities Long-term liabilities - net of current portion Bonds payable Employee benefit liabilities Provision for decommissioning Provisi pembongkaran dan restorasi Pendapatan tangguhan - 2q,22 1.824.155 1.925.585 and site restoration Deferred revenues - dikurangi bagian lancar Utang jangka panjang lain-lain 2f 120.155 54.075 177.655 70.710 net of current portion Other non-current payables Jumlah Liabilitas Jangka Panjang 17.051.483 17.497.076 Total Long-term Liabilities JUMLAH LIABILITAS 25.158.639 26.043.665 TOTAL LIABILITIES Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 2 463
The original consolidated financial statements included herein are in the Indonesian language. 464 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN POSISI KEUANGAN KONSOLIDASIAN (lanjutan) Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF FINANCIAL POSITION (continued) As of December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) Catatan/ 31 Desember 2016/ 31 Desember 2015/ December 31, 2016 December 31, 2015 Notes EKUITAS EQUITY Ekuitas yang dapat diatribusikan kepada pemilik entitas induk Modal saham Modal dasar - 200.000.000 saham biasa - nilai nominal Rp1.000.000 (nilai penuh) per saham; Ditempatkan dan disetor - 2015: 83.090.697 saham 2016: 133.090.697 saham Uang muka setoran modal Tambahan modal disetor Bantuan Pemerintah yang belum ditentukan statusnya Komponen ekuitas lainnya Saldo laba Ditentukan penggunaannya - Belum ditentukan penggunaannya 24.I 24.I 24.II 25 26.I 13.417.047 - 2.736 1.361 664.617 4.631.441 3.147.043 9.864.901 3.552.146 2.736 1.361 730.119 3.710.670 1.420.220 Equity attributable to owners of the parent entity Share capital Authorized - 200,000,000 ordinary shares at par value of Rp1,000,000 (full amount) per share; Issued and paid-up - 2015: 83,090,697 shares 2016: 133,090,697 shares Advance for share issuance Additional paid-in capital Government contributed assets pending final clarification of status Other equity components Retained earnings Appropriated - Unappropriated - 21.864.245 19.282.153 Kepentingan nonpengendali 2c,23 210.322 193.085 Non-controlling interest JUMLAH EKUITAS 22.074.567 19.475.238 TOTAL EQUITY JUMLAH LIABILITAS DAN EKUITAS 47.233.206 45.518.903 TOTA L LIABILITIES AND EQUITY Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 3
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME For the Year Ended December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) Catatan/ Notes 2016 2015 Penjualan dan pendapatan usaha lainnya Penjualan dalam negeri minyak mentah, gas bumi, energi panas bumi dan produk minyak Penggantian biaya subsidi dari Pemerintah Penjualan ekspor minyak mentah, gas bumi dan produk minyak Imbalan jasa pemasaran Pendapatan usaha dari aktivitas operasi lainnya 2r 27 28 29 8c 30 32.526.207 2.568.844 968.371 (257.485) 680.807 36.560.287 3.187.026 1.269.647 22.881 722.839 Sales and other operating revenues Domestic sales of crude oil, natural gas, geothermal energy and oil products Subsidy reimbursements from the Government Export of crude oil, natural gas and oil products Marketing fees Revenues from other operating activities JUMLAH PENJUALAN DAN PENDAPATAN USAHA LAINNYA 36.486.744 41.762.680 TOTAL SALES AND OTHER OPERATING REVENUES Beban pokok penjualan dan beban langsung lainnya Beban pokok penjualan 2r 31 (24.156.393) (31.911.401) Cost of sales and other direct costs Cost of goods sold Upstream production and Beban produksi hulu dan lifting Beban eksplorasi 32 33 (2.977.397) (109.196) (3.072.212) (158.096) lifting costs Exploration costs Expenses from Beban dari aktivitas operasi lainnya 34 (701.247) (648.448) other operating activities JUMLAH BEBAN POKOK PENJUALAN DAN BEBAN LANGSUNG LAINNYA (27.944.233) (35.790.157) TOTAL COST OF SALES AND OTHER DIRECT COSTS LABA BRUTO 8.542.511 5.972.523 GROSS PROFIT Beban penjualan dan pemasaran 2r,35 (1.119.164) (989.810) Selling and marketing expenses General and Beban umum dan administrasi Rugi selisih kurs - neto Pendapatan keuangan Beban keuangan Bagian atas laba neto entitas asosiasi dan ventura bersama Beban lain-lain - neto 2r,36 2r,2t 2r,37 2r,37 2c,2r,11 2r,38 (1.229.724) (47.530) 317.307 (637.530) 16.129 (896.647) (1.061.553) (131.039) 133.757 (604.218) 34.129 (346.551) administrative expenses Loss on foreign exchange - net Finance income Finance costs Share in net profit of associates and joint venture Other expenses - net (3.597.159) (2.965.285) LABA SEBELUM PAJAK PENGHASILAN 4.945.352 3.007.238 PROFIT BEFORE INCOME TAX Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 4 465
The original consolidated financial statements included herein are in the Indonesian language. 466 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN (lanjutan) Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME (continued) For the Year Ended December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) Catatan/ Notes 2016 2015 LABA SEBELUM PAJAK PENGHASILAN 4.945.352 3.007.238 PROFIT BEFORE INCOME TAX Beban pajak penghasilan - neto 2u,39c (1.782.698) (1.565.075) Income tax expense - net LABA TAHUN BERJALAN 3.162.654 1.442.163 PROFIT FOR THE YEAR PENGHASILAN KOMPREHENSIF LAIN Pos-pos yang tidak direklasifikasi ke laba rugi dalam periode berikutnya (neto setelah pajak) Pengukuran kembali atas liabilitas OTHER COMPREHENSIVE INCOME Item not to be reclassified to profit or loss in subsequent periods (net of tax) Remeasurement of net defined imbalan pasti neto 2s (75.801) (148.137) benefit liability Pos-pos yang akan direklasifikasi ke laba rugi dalam periode berikutnya (neto setelah pajak) Selisih kurs karena penjabaran laporan keuangan dalam mata uang asing Bagian penghasilan komprehensif lain dari entitas asosiasi 2c,2t 2c,2l 13.799 (1.874) (121.362) (29.035) Items to be reclassified to profit or loss in subsequent periods (net of tax) Foreign exchange difference from translation of financial statements in foreign currency Share of other comprehensive income of associates PENGHASILAN KOMPREHENSIF LAIN, NETO SETELAH PAJAK (63.876) (298.534) OTHER COMPREHENSIVE INCOME, NET OF TAX JUMLAH PENGHASILAN KOMPREHENSIF TAHUN BERJALAN 3.098.778 1.143.629 TOTAL COMPREHENSIVE INCOME FOR THE YEAR Laba tahun berjalan yang dapat diatribusikan kepada: Pemilik entitas induk Kepentingan nonpengendali 2c 3.147.043 15.611 1.420.220 21.943 Profit for the year attributable to: Owners of the parent Non-controlling interest Jumlah 3.162.654 1.442.163 Total Jumlah penghasilan komprehensif tahun berjalan yang dapat diatribusikan kepada: Pemilik entitas induk Kepentingan nonpengendali 2c 3.081.541 17.237 1.153.485 (9.856) Total comprehensive income for the year attributable to: Owners of the parent Non-controlling interest Jumlah 3.098.778 1.143.629 Total Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 5
PERTAMINA Laporan Tahunan 2016 Annual Report S a l d o 3 1 D e s e m b e r 2 0 1 5 P e n g h a s P e n g u k u r a n S e P e m b a g a n S e L a b a t a h u n S a l d o 1 K a p i t a C a t a t a n a t a s s e p e n g e n d a p e n a b a r a n l i m a t a k e u a n g a n d a a m l i 3 1 D e s e m b e r 2 0 1 4 l i p a s t i e n t i t a s r e s t r u k t u r i s a s l s a d o a b s h a n s h i i i l i l i t a s j l i n k u r s s a s d a r i n e t o u a n g s e a n U S D o a r i J a n u a r i i l i l a l a n a b a i i ( i m b a a n e n t i t a s k a r e n a t r a n s a k s b e r j a a n d v d e n D n y a t a k a n d a k e m b a k o m p r e h e n s i f i l a p o r a n i i l i l i l l l 2 0 1 5 / l a p o r a n k e u a n g a n k o n s o i a s o s a s l i i a t a s U n t u k T a h u n y a n g p a d a B e r a k h i r T a n g g a i i P T P E R T A M N A l L A P O R A N P E R U B A H A N E K U T A S K O N S O L D A S A N 2 4 . I , 2 6 . I 2 a a , 2 6 . I C a t a t a n N o t e s 2 c , 2 t l 2 s a m / k e u a n g a n k o n s o r i b u a n D o a r A m e r i M o d a l d i t e m p a t k a n a n d p a i d - u p I l i d i s e t o r / I s s u e d c a p i t a l d a s a n t e r l a m p i r d a n 9 . 8 6 4 . 9 0 1 9 . 8 6 4 . 9 0 1 s a h a m ( i P E R S E R O l
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The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN ARUS KAS KONSOLIDASIAN Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF CASH FLOWS For the Year Ended December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) 2016 2015 ARUS KAS DARI AKTIVITAS OPERASI Penerimaan kas dari pelanggan Penerimaan kas dari Pemerintah Penerimaan kas dari restitusi pajak Pembayaran kas kepada pemasok Pembayaran kas kepada Pemerintah Pembayaran pajak penghasilan badan Pembayaran kas kepada pekerja dan manajemen Penempatan pada kas yang dibatasi penggunaannya Penerimaan bunga 39.669.771 3.722.302 39.492 (26.979.434) (5.173.462) (1.896.489) (1.239.690) (494.035) 226.672 42.050.446 5.048.833 856.718 (30.825.200) (6.859.993) (1.205.457) (1.510.301) (222.312) 91.849 CASH FLOWS FROM OPERATING ACTIVITIES Cash receipts from customers Cash receipts from Government Cash receipts from tax restitution Payments to suppliers Payments to the Government Payments of corporate income taxes Cash paid to employees and management Placement of restricted cash Receipts of interest Kas neto yang diperoleh dari aktivitas operasi 7.875.127 7.424.583 Net cash provided by operating activities ARUS KAS DARI AKTIVITAS INVESTASI Penerimaan dividen dari entitas asosiasi Hasil dari pelepasan investasi jangka pendek Penerimaan bunga dari investasi Hasil dari pelepasan investasi jangka panjang Hasil penjualan aset tetap Pembelian aset tetap Pembelian aset minyak dan gas serta panas bumi Penempatan penyertaan jangka panjang Penempatan investasi jangka pendek Pembayaran aset eksplorasi dan evaluasi Penempatan pada kas yang dibatasi penggunaannya Penambahan participating interest Kas yang dibayar karena perubahan pengendalian 191.927 45.807 3.987 4.657 2.161 (846.130) (1.108.600) (282.794) (73.489) (15.791) (10.286) - 134.769 27.930 16.280 1.565 571 (1.020.934) (1.546.066) (176.678) (58.067) (5.384) (50.913) (409.520) CASH FLOWS FROM INVESTING ACTIVITIES Dividends received from associates Proceeds from disposal of short-term investments Interest received from investments Proceeds from disposal of long-term investments Proceeds from sale of fixed assets Purchases of fixed assets Purchases of oil & gas and geothermal properties Placements in long-term investments Placements in short-term investments Payments for exploration and evaluation assets Placement of restricted cash Addition to participating interest Cash paid
(276.842) due to change of control Kas neto yang digunakan untuk aktivitas investasi (2.088.551) (3.363.289) Net cash used in investing activities Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 8 469
The original consolidated financial statements included herein are in the Indonesian language. 470 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA LAPORAN ARUS KAS KONSOLIDASIAN (lanjutan) Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2016 (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES CONSOLIDATED STATEMENT OF CASH FLOWS (continued) For the Year Ended December 31, 2016 (Expressed in thousands of US Dollars, unless otherwise stated) 2016 2015 ARUS KAS DARI AKTIVITAS PENDANAAN Penerimaan dari pinjaman jangka pendek Penerimaan dari pinjaman jangka panjang Pembayaran pinjaman jangka pendek Pembayaran pinjaman jangka panjang Pembayaran dividen Pembayaran obligasi Pembayaran beban keuangan Penerimaan (penempatan) pada kas yang dibatasi penggunaannya 2.377.255 1.374.197 (4.057.881) (2.120.162) (554.859) (139.756) (530.823) 9.573.562 527.358 (12.786.527) (748.143) (453.985) - (538.291) CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from short-term loans Proceeds from long-term loans Repayments of short-term loan Repayments of long-term loan Dividend payments Repayments of bonds Payments of finance costs 394 (4.939) Receipt (placement) of restricted cash Kas neto yang digunakan untuk aktivitas pendanaan (3.651.635) (4.430.965) Net cash used in financing activities KENAIKAN (PENURUNAN) NETO KAS DAN SETARA KAS 2.134.941 (369.671) NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS Efek perubahan nilai kurs pada kas dan setara kas 12.519 (157.977) Effect of exchange rate changes on cash and cash equivalents SALDO KAS DAN SETARA KAS PADA AWAL TAHUN 3.111.066 3.638.714 CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR SALDO KAS DAN SETARA KAS PADA AKHIR TAHUN 5.258.526 3.111.066 CASH AND CASH EQUIVALENTS AT END OF THE YEAR Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a whole. 9
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM 1. GENERAL a. PT Pertamina (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") i. Profil perusahaan i. Company profile PT Pertamina (Persero) ("Perusahaan") didirikan sesuai dengan Akta Notaris Lenny Janis Ishak, S.H., No. 20 tanggal 17 September Pendirian Perusahaan didasarkan pada Undang- Undang No. 1 tahun tentang ("PT"), Undang- Perseroan Terbatas Undang No. 19 tentang Badan Usaha Milik Negara ("BUMN"), Peraturan Pemerintah No. 12 Tahun 1998 tentang Perusahaan Perseroan (Persero), dan Peraturan Pemerintah No. 45 Tahun 2001 tentang Perubahan atas Peraturan Pemerintah 1998. Pendirian Perusahaan sebagai perseroan terbatas merupakan lanjut dari diterbitkannya Undang-Undang No. 22 Tahun 2001 tanggal 23 November 2001 tentang Minyak dan Gas Bumi dan Peraturan Pemerintah No. 31 Tahun 2003 tanggal 18 Juni 2003 ("PP No. 31") tentang pengalihan bentuk Perusahaan Pertambangan Minyak dan Gas Bumi selanjutnya Negara "Pertamina Lama") menjadi disebut ("Persero"). Perusahaan Akta telah disahkan oleh Menteri Kehakiman dan surat Hak Asasi Manusia melalui No. C-24025 HT.01.01.TH.2003 tanggal 9 Oktober 2003 dan diumumkan dalam Berita Negara No. 93 Tambahan No. 11620 tanggal 21 November 2003. Anggaran Dasar Perusahaan telah diubah beberapa terakhir kali. Perubahan diaktakan dengan Akta Notaris Lenny Janis tanggal Ishak, S.H., No. 27 19 Desember 2016, yang telah disetujui oleh Menteri Hukum dan Hak Asasi Manusia melalui Surat Keputusan tanggal No. AHU-AH.01.03-0110415 21 Desember 2016. 2003. 1995 tahun 2003 Tahun No. 12 tindak (Pertamina, Perseroan pendirian Perusahaan PT Pertamina (Persero) ("the Company") was established by Notarial Deed No. 20 dated September 17, 2003 of Lenny Janis Ishak, S.H. The establishment of the Company was based on Law No. 1 Year 1995 Liability Companies, Law No. 19 Year 2003 on State-Owned Enterprises, Government Regulation No. 12 Year 1998 on State Enterprises (Persero), and Government Regulation No. 45 Year 2001 regarding to Government Regulation Amendment No. 12 Year 1998. The establishment of the Company as a limited liability entity is due to the enactment of Law No. 22 Year 2001 dated November 23, 2001 regarding Oil and Gas and Government Regulation No. 31 Year 2003 dated June 18, 2003 ("PP No. 31") regarding the change in the status of Perusahaan Pertambangan Minyak dan Gas Bumi Negara (Pertamina, "the former Pertamina Entity") to a State ("Persero"). The Company's Enterprise deed of establishment was approved and by letter Human No. C-24025 HT.01.01.TH.2003 dated October 9, 2003 and published in State Gazette No. 93 Supplement No. 11620 dated November 21, 2003. The Company's Articles of Association have been amended several times. The latest amendment was made under Notarial Deed No. 27 dated December 19, 2016 of Lenny Janis Ishak, S.H., which was approved by the Minister of Law and Human Rights through Decision Letter No. AHU-AH.01.03-0110415 dated December 21, 2016. concerning Limited the Minister Rights of Justice through 10 471
The original consolidated financial statements included herein are in the Indonesian language. 472 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) i. Profil perusahaan (lanjutan) i. Company profile (continued) Sesuai dengan PP No. 31, segala hak dan kewajiban yang timbul dari kontrak dan perjanjian antara Pertamina Lama dengan pihak tidak bertentangan dengan Undang-Undang No. 22 Tahun 2001, beralih kepada Perusahaan. Berdasarkan PP No. 31, tujuan Perusahaan adalah menjalankan usaha minyak dan gas baik di dalam maupun di luar negeri serta kegiatan terkait. Dalam lain usaha menjalankan tujuan Perusahaan menghasilkan adalah keuntungan dan memberikan kontribusi terhadap peningkatan aktivitas ekonomi masyarakat untuk Indonesia. ketiga, sepanjang yang usahanya, kesejahteraan In accordance with PP No. 31, all rights and obligations arising from contracts and former agreements entered by Pertamina Entity and third parties, provided these were not contrary to Law No. 22 Year 2001, will be transferred to the Company. In accordance with PP No. 31, the objective of the Company is to engage in the oil and gas business in domestic and foreign markets and related its business activities. business, the Company's objective is to generate income and contribute to the improvement of the the economy benefit of the people of Indonesia. the in other In conducting for Pada tanggal pendirian Perusahaan, seluruh kegiatan minyak dan gas, serta energi panas bumi yang dijalankan oleh operasi Pertamina bersama dengan perusahaan-perusahaan lainnya dialihkan kepada Perusahaan. telah Usaha-usaha dialihkan anak Perusahaan. Seluruh pegawai Pertamina Lama menjadi pegawai Perusahaan. Lama termasuk ini kepada selanjutnya entitas At the the date of establishment of Company, all oil and gas and geothermal energy activities of the former Pertamina Entity, including joint operations with other companies, were the Company. These businesses have been transferred to the Company's subsidiaries. All employees of the former Pertamina Entity became employees of the Company. transferred to Sesuai Anggaran Dasar, Perusahaan dapat melaksanakan utama sebagai berikut: usaha its Articles of In accordance with Association, the Company shall conduct the following main business: a. Melaksanakan kegiatan eksplorasi a. Operate in exploration activities of oil minyak dan gas bumi; and gas; b. Melaksanakan kegiatan eksploitasi b. Operate in exploitation activities of oil minyak dan gas bumi; and gas; c. Menyelenggarakan di bidang energi listrik, termasuk tetapi tidak terbatas pada eksplorasi dan eksploitasi bumi, Pembangkit Listrik Tenaga Panas Bumi ("PLTP"), Pembangkit Listrik Tenaga Gas ("PLTG") dan energi listrik yang dihasilkan Perseroan; kegiatan energi panas c. Carry out activities in electrical energy, the including but not of and exploration geothermal geothermal energy, electricity power plant ("PLTP", gas ("PLTG") and power power plant electricity energy produced by the Company; limited to exploitation 11
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) i. Profil perusahaan (lanjutan) i. Company profile (continued) d. Melaksanakan kegiatan pengolahan yang menghasilkan Bahan Bakar Minyak Bensin, Kerosene, Automotive Diesel Oil ("ADO"), Industrial Diesel Fuel ("IDF"), Industrial Fuel Oil ("IFO"), HOMC dan lain-lain), Bahan Bakar Khusus (antara lain Avtur, Avigas dan lain- lain), Non Bahan Bakar Minyak (antara lain: LPG, Special Boiling Point X, Low Aromatic White Spirit, Hydrocarbon Refrigerant, Pelumas/Lube Base, Slack Wax dan lain-lain), Petrokimia (PTA, Benzene, Toluen Propylene, Polypropylene dan lain-lain), Bahan Bakar Gas, LNG GTL dan hasil/produk lainnya baik produk akhir ataupun produk antara; (antara lain: d. Implement processing activities that produce (among others: Gasoline, Kerosine, Automotive Diesel Industrial Diesel Fuel Oil ("ADO"), ("IDF"), Industrial Fuel Oil ("IFO"), HOMC and others), Special Fuel (another others aviation fuel, Avigas and others), Non Fuel (among others: LPG, Special Boiling Point X, Low Aromatic White Spirit, Hdrocarbon Refrigerant, Lubricants/Lube Base, others), Slack Wax Petrochemicals Benzene, Toluene Propylene, Polypropylene and others), Gas Fuel, LNG and GTL end products result/other products or intermediate products; fuel oil and (PTA, either e. Melaksanakan kegiatan penyediaan bahan pengolahan, baku, pengangkutan, penyimpanan dan niaga Bahan Bakar Nabati (Biofuel); e. Conduct activities of raw materials, processing, transportation, storage and trading of Biofuels (Biofuel); kegiatan pengangkutan yang meliputi kegiatan pemindahan minyak bumi, gas bumi, Bahan Bakar Minyak, Bahan Bakar Gas dan/atau hasil/produk lainnya baik melalui darat, air dan/atau udara termasuk pengangkutan gas bumi melalui pipa dari suatu tempat ke tempat lain untuk tujuan komersial; g. Melaksanakan kegiatan penyimpanan yang meliputi kegiatan penerimaan, pengumpulan, penampungan dan pengeluaran minyak bumi, Bahan Bakar Minyak, Bahan Bakar Gas dan/atau hasil/produk lainnya pada lokasi di atas dan/atau di bawah dan/atau permukaan tujuan permukaan komersial; f. Melaksanakan tanah f. Conduct of operational transportation which the petroleum, natural gas, fuel oil, fuel gas and/or result/other products either by land, water and/or air, including the transport of natural gas through pipelines from one place to another for the purpose commercial; activity includes g. Carry out storage activities which includes the reception, the collection and spending of petroleum reservoirs, Fuel Oil, Fuel Gas and/or result/other products at locations above and/or below the surface of the ground and/or surface commercial purposes; water for air untuk h. Melaksanakan kegiatan niaga yang pembelian, kegiatan meliputi penjualan, ekspor, impor minyak bumi, Bahan Bakar Minyak, Bahan Bakar Gas dan/atau hasil/produk lainnya, penyaluran gas bumi melalui pipa listrik termasuk niaga energi yang dihasilkan Perseroan: dan h. Carry out commercial activities which includes the purchase, sale, export, import of petroleum, Fuel Oil, Fuel Gas the and/or through distribution of natural gas commercial pipelines electrical energy produced of the Company; and result/other products, including 12 473
The original consolidated financial statements included herein are in the Indonesian language. 474 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) i. Profil perusahaan (lanjutan) i. Company profile (continued) i Melaksanakan kegiatan pengembangan, eksplorasi, produksi dan niaga energi baru dan terbarukan (new and renewable energy) antara lain Gas Metana Batubara ("GMB"), Batubara Tercairkan (Liquified Coal), Batubara Tergaskan (Gasified Coal), Shale Gas, Shale Oil, Bio Fuel, Energi Surya (Solar), Energi Angin dan Biomass. i. Conduct activities, development exploration, production and trading of new and renewable energy (new and renewable energy), among others, Coal Bed Methane ("GMB"), Coal (Liquified Coal), Coal liquefied Tergaskan (Gasified Coal), Shale Gas, Shale Oil, Bio Fuel, Solar (Solar), Wind Energy and Biomass. Selain kegiatan usaha utama di atas, Perusahaan dapat melakukan kegiatan usaha optimalisasi pemanfaatan sumber daya yang dimiliki untuk: dalam rangka In addition to the above main business activities, the Company may conduct business in order to optimize the utilization of available resources as follows: a. Trading estate, pergudangan, pariwisata, resort, olah raga dan rekreasi, rest area, rumah penelitian, sakit, prasarana, jasa penyewaan dan pengusahaan sarana dan dimiliki perusahaan, jalan bebas hambatan (tol) dan pusat perbelanjaan/mall. real house, pendidikan, telekomunikasi, prasarana yang a. Trading estate, werehousing, tourism, resort, sports and recreation, rest areas, hospitals, infrastructure, education, rental services telecommunications, and operation of facilities and infrastructure owned by the Company, (toll) and shopping the centre/mall; house, real research, freeway b. Pengelolaan Khusus; Kawasan Ekonomi b. Management of Special Economic Zones; c. Pengelolaan kawasan industri c. Management of industrial zones (Industrial complex); dan (industrial complex); and d. Kegiatan yang menunjang dan terkait usaha utama Perusahaan. usaha lainnya d. Other business associated businesses. support activities its and main 13
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) ii. Wilayah kerja, kegiatan usaha dan ii. Working areas, business activities and alamat utama principal address Wilayah operasi minyak dan gas bumi, serta panas bumi Perusahaan dan entitas anaknya (bersama-sama disebut Grup) berlokasi di Indonesia dan negara lain dengan kegiatan usaha utama meliputi: The oil, natural gas and geothermal working areas of the Company and its subsidiaries (collectively referred to as the Group) are located in Indonesia and other countries with principal business activities consisting of:
Aktivitas Hulu - Eksplorasi dan produksi minyak mentah dan gas bumi Upstream Activities - Exploration for and production of crude oil and natural gas Aktivitas hulu minyak dan gas di oleh Indonesia ("PEP"), PT Pertamina PT Pertamina EP Cepu ("PEPC"), PT Pertamina EP Cepu Alas Dara Kemuning ("PEPCADK") dan entitas anak dari PT Pertamina Hulu Energi ("PHE") melalui struktur partisipasi (Indonesian Participation - IP dan Pertamina Participating Interests - PPI), Kontrak Kerja Sama ("KKS") dan Joint Operating Body - PSC (KKS yang dioperasikan bersama pihak ketiga). dilakukan EP Indonesian upstream oil and gas by activities ("PEP"), PT PT Pertamina EP Cepu ("PEPC"), PT Pertamina EP Cepu Alas Dara Kemuning ("PEPCADK") and subsidiaries of PT Pertamina Hulu Energi ("PHE") through participation arrangements (Indonesian IP and Pertamina Participation - Interests Participating PPI), Production Contracts Sharing ("PSCs") and Joint Operating Body - PSC (a PSC jointly operated with a third party). are conducted Pertamina EP
Grup juga berpartisipasi dalam ventura bersama minyak dan gas bumi di Aljazair, Irak, Malaysia, melalui PT Pertamina International Eksplorasi dan Produksi ("PIEP") serta Vietnam dan Libya. The Group also participates in oil and natural gas joint ventures in Algeria, Iraq, Malaysia, through PT Pertamina Eksplorasi dan Produksi ("PIEP") and Vietnam and Libya.
Aktivitas Hulu produksi panas bumi Eksplorasi dan Upstream Activities - Exploration for and production of geothermal Aktivitas bumi meliputi kegiatan eksplorasi dan produksi uap dan listrik. Aktivitas ini dilaksanakan oleh PT Pertamina Geothermal Energy ("PGE"). panas Geothermal include for and production of exploration steam and generation of electricity. These activities are conducted by PT Pertamina Geothermal Energy ("PGE"). activities 14 475
The original consolidated financial statements included herein are in the Indonesian language. 476 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) ii. Wilayah kerja, kegiatan usaha dan ii. Working areas, business activities and alamat utama (lanjutan) principal address (continued)
Aktivitas Hulu produksi panas bumi (lanjutan) Eksplorasi dan Upstream Activities - Exploration for geothermal production of and (continued) Selain aktivitas panas bumi yang dilakukan oleh PGE sendiri, PGE juga memiliki Kontrak Operasi Bersama ("KOB") dengan pihak ketiga untuk mengembangkan area-area panas buminya. Sesuai dengan KOB, PGE Production berhak sebagai Allowance per triwulan sebesar kompensasi manajemen antara 2,66% dan 4% dari laba operasi neto KOB. menerima In addition to geothermal activities conducted directly by PGE (its own operations), PGE has also entered into Joint Operating Contracts ("JOCs") its with In working geothermal accordance with the JOCs, PGE is entitled to receive Quarterly Production Allowances representing managerial compensation of between 2.66% and 4% of the JOC's net operating income. third parties to develop areas.
Aktivitas perkapalan, perdagangan Hilir
Pengolahan, dan pemasaran Downstream Activities - Processing, shipping, marketing and trading Aktivitas Pengolahan Processing Activities Aktivitas meliputi pengolahan kegiatan pengolahan minyak mentah menjadi produk minyak dan produksi LPG dan petrokimia (paraxylene dan propylene). Perusahaan memiliki enam Unit Pengolahan ("UP") dengan kapasitas terpasang pengolahan sebagai berikut: include Processing processing of crude oil into oil products and production of LPG and petrochemicals and propylene). The Company owns six Refinery Units ("RU") with installed processing capacities consisting of: activities (paraxylene UP Kapasitas pengolahan minyak mentah terpasang (barrel/hari) (tidak diaudit)/ Installed processing capacity of crude oil (barrels/day) (unaudited) RU UP II Dumai dan Sungai Pakning, Riau UP III - Plaju dan Sungai Gerong, Sumatera Selatan 170.000 RU II 118.000 RU III Dumai and Sungai Pakning, Riau - Plaju and Sungai Gerong, South Sumatera UP IV - Cilacap, Jawa Tengah UP V Balikpapan, Kalimantan Timur 348.000 RU IV 260.000 RU V Cilacap, Central Java - Balikpapan, East Kalimantan UP VI UP VII - Kasim, Papua Barat Balongan, Jawa Barat 125.000 RU VI 10.000 RU VII Balongan, West Java - Kasim, West Papua 15
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) ii. Wilayah kerja, kegiatan usaha dan ii. Working areas, business activities and alamat utama (lanjutan) principal address (continued)
Aktivitas perkapalan, perdagangan (lanjutan)
Hilir
Pengolahan, dan pemasaran Downstream Activities - Processing, trading and shipping, marketing (continued) Aktivitas Perdagangan Pemasaran dan Marketing and Trading Activities Aktivitas dan perdagangan dalam negeri meliputi lima unit usaha untuk produk minyak, sebagai berikut: pemasaran Domestic marketing and trading activities involve five business units for oil products, consisting of: 1. Bahan Bakar Minyak (BBM) 1. Retail Fuel (BBM) Retail Unit bisnis yang menangani pemasaran BBM untuk sektor transportasi dan rumah tangga. Business unit marketing transportation sectors. that handles the the household of BBM for and 2. BBM Industri dan Marine 2. Industrial and Marine Fuel Unit bisnis yang menangani semua usaha pemasaran BBM industri dan kepada konsumen perkapalan. Business unit the marketing of BBM to industry and marine consumers. that handles 3. Gas Domestik 3. Domestic Gas yang menangani Unit bisnis semua usaha pemasaran untuk LPG, Compressed Natural Gas hydrocarbon ("CNG") refrigerants keperluan tangga, komersial dan rumah industri. dan untuk A business unit that handles all marketing LPG, activities Compressed Natural Gas ("CNG") and hydrocarbon refrigerants for household, and industrial purposes. for commercial 4. Aviasi 4. Aviation Unit bisnis yang menangani usaha pemasaran untuk bahan bakar dan jasa penerbangan. A business unit marketing activities products and services. that handles for aviation 5. Perdagangan 5. Trading Unit bisnis yang menangani usaha ekspor-impor penjualan domestik untuk bitumen (aspal), special chemicals, bio-fuels dan petrokimia. dan that handles A business unit and export-import domestic bitumen (asphalt), special chemicals, bio- fuels and petrochemicals. activities of sales 16 477
The original consolidated financial statements included herein are in the Indonesian language. 478 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) ii. Wilayah kerja, kegiatan usaha dan ii. Working areas, business activities and alamat utama (lanjutan) principal address (continued)
Aktivitas perkapalan, perdagangan (lanjutan)
Hilir
Pengolahan, dan pemasaran Downstream Activities - Processing, trading and shipping, marketing (continued) Aktivitas Perkapalan Shipping Activities lain Aktivitas perkapalan antara termasuk kegiatan pengangkutan minyak mentah, LPG dan produk minyak antar unit. Shipping activities include, among others, the transportation of crude oil, LPG and oil products between units.
Alamat Utama Perusahaan Company's Principal Address Alamat utama Perusahaan adalah Jl. Medan Merdeka Timur No. 1A, Jakarta, Indonesia. The the Company's head office is Jl. Medan Merdeka Timur No. 1A, Jakarta, Indonesia. principal address of iii. Dewan Komisaris dan Direksi iii. The Company's Board of Perusahaan Commissioners and Board of Directors Susunan Dewan Komisaris Perusahaan tanggal 31 Desember 2016 pada Rapat berdasarkan keputusan Saham Umum dan No. yang No. dilaksanakan pada tanggal 29 Maret 2016 dan 14 November 2016 adalah sebagai berikut: Pemegang SK-68/MBU/03/2016 SK-254/MBU/11/2016 masing-masing The composition of the Company's Board of Commissioners as of December 31, 2016 on and SK-68/MBU/03/2016 No. No. SK-254/MBU/11/2016 of the General Meeting of Shareholders held on March 29, 2016 and November 14, 2016, respectively is as follows: based the resolution Komisaris Utama/Komisaris Independen Wakil Komisaris Utama Komisaris Komisaris Komisaris Tanri Abeng Arcandra Tahar Sahala Lumban Gaol Suahasil Nazara Edwin Hidayat Abdullah President/Independent Commissioner Vice President Commissioner Commissioner Commissioner Commissioner Susunan Dewan Komisaris Perusahaan tanggal 31 Desember 2015 pada Rapat keputusan berdasarkan Saham Pemegang Umum dan SK-58/MBU/05/2015 No. No. yang SK-60/MBU/05/2015 dilaksanakan pada tanggal 6 Mei 2015 adalah sebagai berikut: The composition of the Company's Board of Commissioners as of December 31, the 2015 based on Shareholders General Meeting and No. SK-58/MBU/05/2015 No. SK-60/MBU/05/2015 held on May 6, 2015 is as follows: the resolution of of Komisaris Utama Komisaris Komisaris Komisaris Tanri Abeng Sahala Lumban Gaol Suahasil Nazara Widhyawan Prawiraatmadja President Commissioner Commissioner Commissioner Commissioner 17
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) iii. Dewan Komisaris dan Direksi iii. The Company's Board of Commissioners Perusahaan (lanjutan) and Board of Directors (continued) Susunan Direksi Perusahaan pada tanggal 31 Desember 2016 berdasarkan keputusan Rapat Umum Pemegang Saham No. SK-242/MBU/10/2016 dan yang SK-264/MBU/12/2016 No. dilaksanakan pada tanggal 20 Oktober 2016 dan 2 Desember 2016 adalah sebagai berikut: The composition of the Company's Board of Directors as of December 31, 2016 based on the resolution No. SK-242/MBU/10/2016 dan No. SK-264/MBU/12/2016 of the General Meeting of Shareholders held on October 20, 2016 and December 2, 2016, respectively is as follows: Direktur Utama Wakil Direktur Utama Direktur Hulu Direktur Gas Direktur Pemasaran Direktur Keuangan dan Strategi Perusahaan 2016 Dwi Soetjipto ^ Ahmad Bambang ^ Syamsu Alam Yenni Andayani ^^ Muchamad Iskandar Arief Budiman President Director Vice President Director Upstream Director Gas Director Marketing Director Finance and Corporate Strategy Director Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum Direktur Pengolahan Dwi Wahyu Daryoto Toharso Human Resources, Information Technology and General Affairs Director Refinery Director Direktur Megaproyek Pengolahan dan Petrokimia Rachmad Hardadi Mega Project Refinery and Petrochemical Director ^ ^^ Sampai dengan tanggal 3 Februari 2017 (Catatan 49d) Ditunjuk sebagai Pelaksana Tugas Direktur Utama sejak tanggal 3 Februari 2017 sampai secara resmi ditunjuk oleh Pemerintah Republik Indonesia (Catatan 49d) ^ Up to February 3, 2017 (Note 49d) ^^ Acting President Director since February 3, 2017, until formally appointed by the Government of the Republic of Indonesia (Note 49d) Susunan Direksi Perusahaan pada tanggal 31 Desember 2015 berdasarkan keputusan Rapat Umum Pemegang Saham No. SK-265/MBU/11/2014 yang dilaksanakan pada tanggal 28 November 2014 adalah sebagai berikut: The composition of the Company's Board of Directors as of December 31, 2015 based on the resolution No. SK-265/MBU/11/2014 of the General Meeting of Shareholders held on November 28, 2014 is as follows: Direktur Utama Direktur Hulu 2015 Dwi Soetjipto Syamsu Alam President Director Upstream Director Direktur Energi Baru dan Terbarukan Direktur Pemasaran Direktur Keuangan Direktur Sumber Daya Manusia dan Umum Direktur Pengolahan Yenni Andayani Ahmad Bambang Arief Budiman Dwi Wahyu Daryoto Rachmad Hardadi New and Renewable Energy Director Marketing Director Finance Director Human Resources and General Affairs Director Refinery Director 18 479
The original consolidated financial statements included herein are in the Indonesian language. 480 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) a. PT Pertamina (lanjutan) (Persero) ("Perusahaan") a. PT Pertamina (Persero) ("the Company") (continued) iii. Dewan Komisaris dan Direksi iii. The Company's Board of Commissioners Perusahaan (lanjutan) and Board of Directors (continued) Pada tanggal-tanggal 31 Desember 2016 dan 2015, susunan Komite Audit Perusahaan adalah sebagai berikut: As of December 31, 2016 and 2015, the composition of the Company's Audit Committee is as follows: Ketua Anggota Anggota Anggota Anggota Tanri Abeng Sahala Lumban Gaol Dwi Martani Agus Yulianto Bonar Lumban Tobing Chairman Member Member Member Member iv. Jumlah karyawan iv. Number of employees Pada tanggal-tanggal 31 Desember 2016 dan 2015, Grup memiliki masing-masing sebanyak 27.227 dan 27.971 karyawan tetap (tidak diaudit). As of December 31, 2016 and 2015, the Group has 27,227 and 27,971 permanent employees (unaudited), respectively. b. Entitas Anak, Entitas Asosiasi dan b. Subsidiaries, Associates and Joint Pengaturan Bersama Arrangements i. Entitas Anak i. Subsidiaries Pada tanggal-tanggal 31 Desember 2016 dan 2015, Grup memiliki pengendalian secara langsung maupun tidak langsung, pada entitas anak sebagai berikut: As of December 31, 2016 and 2015, the Group had direct or indirect control of the following subsidiaries: Entitas anak/ Subsidiaries Tahun pendirian/Year of establishment Persentase kepemilikan efektif/ Effective percentage of ownership 2016 2015 Jumlah aset sebelum eliminasi/ Total assets before elimination 2016 2015 Eksplorasi dan produksi minyak dan gas/ Oil and gas exploration and production 1. PT Pertamina Hulu Energi 1990 100,00% 100,00% 4.908.390 5.178.090 2. PT Pertamina EP 2005 100,00% 100,00% 7.301.605 8.792.652 3. PT Pertamina EP Cepu 2005 100,00% 100,00% 2.103.211 1.972.886 4. Pertamina E&P Libya Limited, British Virgin Island 2005 100,00% 100,00% 154 154 5. PT Pertamina East Natuna 2012 100,00% 100,00% 129 129 6. PT Pertamina EP Cepu ADK 2013 100,00% 100,00% 58.545 54.199 7. PT Pertamina Internasional Eksplorasi dan Produksi 2013 100,00% 100,00% 4.598.908 2.400.060 8. ConocoPhillips Algeria Limited, Cayman Island 2013 100,00% 100,00% 1.065.720 1.770.537 9 . PT Pertamina Hulu Indonesia 2015 100,00% 100,00% 41.112 41.109 Eksplorasi dan produksi panas bumi/Geothermal exploration and production 10. PT Pertamina Geothermal Energy 2006 100,00% 100,00% 2.073.789 1.579.565 19
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) b. Entitas Anak, Entitas Asosiasi dan b. Subsidiaries, Associates and Joint Pengaturan Bersama (lanjutan) Arrangements (continued) i. Entitas Anak (lanjutan) i. Subsidiaries (continued) Entitas anak/ Subsidiaries Tahun pendirian/Year of establishment Persentase kepemilikan Efektif/ Effective percentage of ownership 2016 2015 Jumlah aset sebelum eliminasi/ Total assets before elimination 2016 2015 Jasa pengeboran minyak dan gas/ Oil and gas drilling services 11. PT Pertamina Drilling Services Indonesia 2008 100,00% 100,00% 590.357 624.238 Jasa pengolahan dan penjualan hasil olahan minyak dan gas, konstruksi dan perminyakan, teknologi informasi dan telekomunikasi/Processing and sale of oil and gas products, construction and oilfield services, information technology and telecommunications 12. PT Elnusa Tbk. 1969 41,10% 41,10% 311.920 319.501 Perdagangan minyak dan gas bumi, transportasi gas, pemrosesan, distribusi dan penyimpanan minyak dan gas/Oil and gas trading, gas transportation, processing, distribution and storage 13. PT Pertamina Gas 2007 100,00% 100,00% 1.877.883 1.840.277 Ketenagalistrikan/Electricity 14. PT Pertamina Power Indonesia 2016 100,00%
101.149
Jasa perdagangan dan aktivitas industri/ Trading services and industrial activities 15. PT Pertamina Patra Niaga 1997 100,00% 100,00% 783.409 634.343 16. Pertamina International Timor S.A. 2015 95,00% 95,00% 18.712 10.198 Usaha Stasiun Pengisian Bahan Bakar Umum (SPBU)/ Public fuel filling stations business 17. PT Pertamina Retail 1997 100,00% 100,00% 136.686 77.323 Pengolahan dan pemasaran pelumas/ Lubricant processing and marketing 18. PT Pertamina Lubricants 2013 100,00% 100,00% 510.968 502.881 Perkapalan/Shipping 19. PT Pertamina Trans Kontinental 1969 100,00% 100,00% 254.017 205.589 20. PT Pertamina International Shipping 2016 100,00%
10.000
Jasa pengangkutan udara/ Air transportation services 21. PT Pelita Air Service 1970 100,00% 100,00% 63.990 72.564 Manajemen investasi/ Investment management 22. PT Pertamina Dana Ventura 2002 100,00% 100,00% 157.691 153.286 Jasa pengembangan sumber daya manusia/ Human resources development services 23. PT Pertamina Training & Consulting 1999 100,00% 100,00% 32.624 25.284 Sewa perkantoran, perumahan dan hotel/ Offices, house rental and hotel operations 24. PT Patra Jasa 1975 100,00% 100,00% 90.570 61.396 20 481
The original consolidated financial statements included herein are in the Indonesian language. 482 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) b. Entitas Anak, Entitas Asosiasi dan b. Subsidiaries, Associates and Joint Pengaturan Bersama (lanjutan) Arrangements (continued) i. Entitas Anak (lanjutan) i. Subsidiaries (continued) Entitas anak/ Subsidiaries Tahun pendirian/Year of establishment Persentase kepemilikan Efektif/ Effective percentage of ownership 2016 2015 Jumlah aset sebelum eliminasi/ Total assets before elimination 2016 2015 Jasa kesehatan dan pengoperasian rumah sakit/Health services and hospital operations 25. PT Pertamina Bina Medika 1997 100,00% 100,00% 100.083 87.194 Jasa asuransi/Insurance services 26. PT Tugu Pratama Indonesia 1981 65,00% 65,00% 662.347 767.549 PT Pertamina Power Indonesia ("PPI") didirikan sesuai dengan Akta Notaris Lenny Janis Ishak, S.H., No. 17 tanggal 26 Oktober 2016. Akta pendirian PPI telah disahkan oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia melalui surat Nomor AHU-0047785.AH.01.01 Tahun 2016 tanggal 27 Oktober 2016. PT Pertamina Power Indonesia ("PPI") was established by Notarial Deed No. 17 dated October 26, 2016 of Lenny Janis Ishak, S.H. PPI's deed of establishment was approved by the Minister of Justice and Human Rights through letter Number AHU- 0047785.AH.01.01 Year 2016 dated October 27, 2016. International Shipping PT Pertamina ("PIS") didirikan sesuai dengan Akta Notaris Lenny Janis Ishak, S.H., No. 37 tanggal 23 Desember 2016. Akta pendirian PIS telah disahkan oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia melalui surat Nomor AHU- 0057560.AH.01.01 Tahun 2016 tanggal 27 Desember 2016. International Shipping PT Pertamina ("PIS") was established by Notarial Deed No. 37 dated December 23, 2016 of Lenny of Janis deed Ishak, S.H. PIS' establishment was approved by the Minister of Justice and Human Rights through AHU- 0057560.AH.01.01 Year 2016 dated December 27, 2016. letter Number ii. Entitas Asosiasi ii. Associates Entitas asosiasi dengan kepemilikan langsung adalah sebagai berikut: The directly owned associates are as follows: Persentase kepemilikan efektif/Effective Entitas asosiasi/ Associates percentage of ownership Kegiatan usaha/ Nature of business 1. Pacific Petroleum & Trading Co. Ltd., Jepang/Japan 50,00% Jasa pemasaran/Marketing services Jasa pengolahan dan penjualan hasil olahan 2. PT Trans Pacific Petrochemical Indotama 48,59% minyak dan gas/ Processing and sale of oil and gas products and services 21
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) b. Entitas Anak, Entitas Asosiasi dan b. Subsidiaries, Associates and Joint Pengaturan Bersama (lanjutan) Arrangements (continued) ii. Entitas Asosiasi (lanjutan) ii. Associates (continued) Entitas asosiasi dengan kepemilikan tidak langsung adalah sebagai berikut: The indirectly owned associates are as follows: Persentase kepemilikan efektif/Effective Entitas asosiasi/ Associates percentage of ownership Kegiatan usaha/ Nature of business 1. PT Donggi Senoro LNG 2. PT Tugu Reasuransi Indonesia 3. PT Asuransi Samsung Tugu 4. Etablissements Maurel et Prom SA, Perancis/France 29,00% 24,47% 19,50% 24,53% Pengolahan LNG/LNG processing Reasuransi/Reinsurance Asuransi/Insurance Eksplorasi dan produksi minyak dan gas/ Oil and gas exploration and production iii. Pengaturan Bersama iii. Joint Arrangements Ventura bersama dengan kepemilikan langsung adalah sebagai berikut: The directly owned joint venture is as follows: Persentase kepemilikan efektif/Effective Ventura bersama/ Joint ventures percentage of ownership Kegiatan usaha/ Nature of business 1. PT Nusantara Regas 60,00% Regasifikasi LNG/LNG regasification Ventura tidak langsung adalah sebagai berikut: bersama dengan kepemilikan The indirectly owned joint ventures are as follows: Persentase kepemilikan efektif/Effective Ventura bersama/ Joint ventures percentage of ownership Kegiatan usaha/ Nature of business 1. PT Patra SK 2. PT Perta-Samtan Gas 3. PT Perta Daya Gas 4. PT Indo Thai Trading 35,00% 66,00% 65,00% 51,00% Pengolahan LBO/LBO processing Pengolahan LNG/LNG processing Regasifikasi LNG/LNG regasification Perdagangan petrokimia/ Petrochemical trading Jasa survei seismik/ 5. PT Elnusa CGGVeritas Seismic 20,97% Seismic survey services Operasi bersama dengan kepemilikan tidak langsung adalah sebagai berikut: The indirectly owned joint operation is as follows: Operasi bersama/ Joint operation Persentase kepemilikan/ Percentage of ownership Kegiatan usaha/ Nature of business 1. Natuna 2 B.V., Belanda/Netherlands 50,00% Eksplorasi dan produksi/ Exploration and production 22 483
The original consolidated financial statements included herein are in the Indonesian language. 484 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 1. UMUM (lanjutan) 1. GENERAL (continued) b. Entitas Anak, Entitas Asosiasi dan b. Subsidiaries, Associates and Joint Pengaturan Bersama (lanjutan) Arrangements (continued) iii. Pengaturan Bersama (lanjutan) iii. Joint Arrangements (continued) keberadaan hak Grup menganggap keikutsertaan substantif dari pemegang saham nonpengendali PT Nusantara Regas, PT Perta-Samtan Gas, PT Perta Daya Gas dan PT Indo Thai Trading menyebabkan pemegang saham tersebut memiliki kebijakan veto keuangan dan operasional yang penting. Dengan pertimbangan hak yang dimiliki pemegang nonpengendali memiliki tersebut, pengendalian atas kebijakan keuangan dan operasional penting di PT Nusantara Regas, PT Perta-Samtan Gas, PT Perta Daya Gas dan PT Indo Thai Trading meskipun Grup memiliki kepemilikan saham lebih dari 50%. hak atas saham Grup tidak The Group considered the existence of substantive participating rights held by the of non-controlling PT Nusantara Regas, PT Perta-Samtan Gas, PT Perta Daya Gas and PT Indo Thai Trading which provide such shareholders with a veto right over significant financial and operating policies. With respect to non-controlling rights, the Group does not have control over the significant financial and operating policies of PT Nusantara Regas, PT Perta-Samtan Gas, PT Perta Daya Gas and PT Indo Thai Trading even though the Group has more than 50% of share ownership. shareholders 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Laporan keuangan konsolidasian Grup telah diselesaikan dan disetujui untuk diterbitkan oleh Direksi Perusahaan pada tanggal 13 Februari 2017. The Group's consolidated financial statements were completed and authorized the Company's Board of Directors on February 13, 2017. for issue by Kebijakan akuntansi dan pelaporan keuangan yang diterapkan oleh Grup sesuai dengan standar akuntasi keuangan di Indonesia, yaitu Pernyataan Standar Akuntansi Keuangan ("PSAK"). Kebijakan akuntansi diterapkan secara konsisten dalam penyusunan laporan keuangan konsolidasian untuk tanggal-tanggal 31 Desember 2016 dan 2015 oleh Grup. The accounting and financial reporting policies adopted by the Group conform to the Indonesian financial accounting standards, which are based on Indonesian Statements of Financial Accounting Standards ("SFAS"). The accounting policies were the in applied consistently of consolidated financial December 31, 2016 and 2015 by the Group. the preparation of as statements a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated konsolidasian financial statements Laporan keuangan konsolidasian telah disusun dengan harga perolehan, kecuali aset keuangan yang tersedia untuk dijual dan aset keuangan dan liabilitas keuangan yang diukur pada nilai wajar melalui laporan laba rugi. The consolidated financial statements have been prepared on the basis of historical cost, except for available-for-sale financial assets and financial assets and financial liabilities which are measured at fair value through profit or loss. Laporan arus kas konsolidasian disusun dengan menggunakan metode langsung dan mengklasifikasikan arus kas menjadi kegiatan operasi, investasi dan pendanaan. The consolidated statements of cash flows have been prepared based on the direct method by classifying the cash flows on the basis of operating, investing and financing activities. 23
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated konsolidasian (lanjutan) financial statements (continued) Laporan keuangan konsolidasian disajikan dalam ribuan Dolar Amerika Serikat (US$ atau Dolar AS), mata uang fungsional Grup, kecuali dinyatakan lain. The consolidated financial statements are presented in thousands of US Dollars (US$), the Group functional currency, unless otherwise stated. Untuk memberikan pemahaman yang lebih baik atas kinerja keuangan Grup, karena sifat dan jumlahnya yang signifikan, beberapa item pendapatan dan beban disajikan secara terpisah. In order to provide further understanding of the financial performance of the Group, due to the significance of their nature or amount, several items of income or expense have been shown separately. Penyusunan laporan keuangan sesuai dengan Standar Akuntansi Keuangan di Indonesia mengharuskan penggunaan estimasi dan asumsi. Hal juga mengharuskan manajemen untuk membuat pertimbangan dalam proses penerapan kebijakan akuntansi Grup. Area yang kompleks atau memerlukan tingkat pertimbangan yang lebih tinggi atau area dimana asumsi dan estimasi dapat laporan berdampak keuangan konsolidasian diungkapkan di Catatan 3. tersebut signifikan terhadap in The preparation of conformity with Indonesian Financial Accounting Standards requires the use of certain critical accounting estimates and asumptions. It also requires management to exercise its judgement the Group's in the process of applying accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are financial significant statements are disclosed in Note 3. financial statements to the consolidated b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan disclosure i. Penerapan dan interpretasi baru/revisi berikut, tidak menimbulkan besar terhadap kebijakan akuntansi Grup dan efek material terhadap laporan keuangan konsolidasian dari standar perubahan i. The adoption of these new/revised standards and interpretations did not result in substantial changes to the Group's accounting policies and had no material effect on the amounts reported in the consolidated financial statements Standar baru, revisi terhadap standar yang telah ada dan interpretasi berikut ini, telah diterbitkan dan wajib untuk diterapkan untuk pertama kali untuk tahun buku Grup yang dimulai pada atau setelah tanggal 1 Januari 2016 atau telah periode ada mengadopsinya dampaknya relevan tidak terhadap bisnis Grup saat ini. setelahnya. Grup tetapi tidak karena The standards, amendments to existing standards and interpretations have been published and are mandatory for the first time adoption for the Group's financial year beginning on January 1, 2016 or later periods. The Group has adopted them but they have no impact since they are not currently relevant to the Group's business. following new 24 485
The original consolidated financial statements included herein are in the Indonesian language. 486 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan (lanjutan) disclosure (continued) i. Penerapan dan interpretasi baru/revisi berikut, tidak menimbulkan besar terhadap kebijakan akuntansi Grup dan efek material terhadap laporan keuangan konsolidasian (lanjutan) dari standar perubahan i. The adoption of these new/revised standards and interpretations did not result in substantial changes to the Group's accounting policies and had no material effect on the amounts reported in the consolidated financial statements (continued) PSAK 4 (Penyesuaian 2015): SFAS 4 (Improvement 2015): Separate Laporan Keuangan Tersendiri; PSAK 5 (Penyesuaian Segmen Operasi; 2015): Financial Statements; 5 Operating Segments; SFAS (Improvement 2015): PSAK 2015): Pengungkapan Pihak-pihak Berelasi; (Penyesuaian 2015): 7 (Penyesuaian PSAK 13 Properti Investasi; PSAK 15 (Penyesuaian 2015): Investasi pada Entitas Asosiasi dan Ventura Bersama; SFAS 7 (Improvement 2015): Related Party Disclosures; SFAS 7 (Improvement 2015): Related Party Disclosures; SFAS 13 Investment Properties; 15 (Improvement SFAS 2015): Investment in Associates and Joint Ventures on Investment Entity; (Improvement PSAK 16 (Penyesuaian 2015): Aset Tetap; SFAS 16 (Improvement 2015): Fixed Assets; PSAK 19 (Penyesuaian 2015): Aset Takberwujud; PSAK 22 (Penyesuaian 2015): Kombinasi Bisnis; PSAK 24 Imbalan Kerja; PSAK 24 Imbalan Kerja; PSAK 2015): 25 Penyesuaian Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan; SFAS 19 (Improvement Intangible Assets; SFAS (Improvement 22 Business Combination; 24 Employee Benefits; 25 SFAS (Improvement SFAS (Improvement Accounting Policies, Changes Accounting Estimates and Errors; 2015): 2015): 2015): 2015): in PSAK 53 (Penyesuaian 2015): Pembayaran Berbasis Saham; SFAS 53 (Improvement 2015): Share Based Payments; PSAK 57 (Penyesuaian 2015): Provisi, Liabilitas Kontinjensi, dan Aset Kontinjensi; SFAS 2015): Provision, Contingent Liabilities and Contingent Assets; 57 (Improvement PSAK 65 (Penyesuaian 2015): SFAS 65 (Improvement 2015): Laporan Keuangan Konsolidasian; PSAK 66 (Penyesuaian 2015): Consolidated Financial Statements; • SFAS 66 (Improvement 2015): Joint Pengaturan Bersama; (Penyesuaian 2015): Pengungkapan Kepentingan Dalam Entitas Lain; - PSAK 68 PSAK 67 (Penyesuaian 2015): Pengukuran Nilai Wajar; ISAK 30: Pungutan; - PSAK 70 (2016): Akuntansi Aset dan Liabilitas Pengampunan Pajak. Arrangements; SFAS 2015): Disclosure of Interest in Other Entities; 67 (Improvement SFAS 68 (Improvement 2015): Fair Value Measurement; ISAK 30: Levy; • SFAS 70 (2016): Accounting for Tax Amnesty Assets and Liabilities. 25
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan (lanjutan) disclosure (continued) ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif ii. New standards, amendments and issued but not yet interpretations effective Berikut ini adalah beberapa standar akuntansi yang telah disahkan oleh Dewan Standar Akuntansi Keuangan ("DSAK") relevan terhadap pelaporan keuangan Grup namun belum berlaku efektif untuk konsolidasian laporan 31 Desember 2016 dan untuk tahun yang berakhir pada tanggal tersebut: yang dipandang keuangan The following are several accounting standards Indonesian Financial Accounting Standards Board ("DSAK") that are considered relevant to the financial reporting of the Group but not yet effective for consolidated financial statements as of December 31, 2016 and for the year then ended: issued by the
Amandemen PSAK 1 (2015): Penyajian Laporan Keuangan tentang Prakarsa Pengungkapan yang diadopsi dari Amandemen IAS 1, akan berlaku efektif 1 Januari 2017.
Amendment to SFAS 1 (2015): Financial Presentation Statements in relation to Intiative Disclosure, from Amendment IAS 1, will be effectively applied on January 1, 2017. of adopted to ini Amandemen PSAK terkait memberikan klarifikasi persyaratan penerapan fleksibilitas urutan materialitas, sistematis catatan atas laporan keuangan dan pengidentifikasian kebijakan akuntansi signifikan. Amendments to this SFAS provide clarification the application of the requirements of materiality, flexibility in systematic sequence of notes to the financial statements and the identification of significant accounting policies. related to Amandemen PSAK mengakibatkan terhadap (consequential sebagai berikut: a. PSAK 3: Laporan Keuangan juga amandemen lain amendments) ini PSAK Amendments to this SFAS also result in an amendments to other SFAS (consequential amendments) as follows: a. SFAS 3: Interim Financial Interim; Statements; b. PSAK 5: Segmen Operasi; b. SFAS 5: Operating Segments; c. PSAK Instrumen Keuangan Pengungkapan; dan 60: c. SFAS 60: Instruments Disclosures; and Financial d. PSAK 62: Kontrak Asuransi. d. SFAS 62: Insurance Contract. 26 487
The original consolidated financial statements included herein are in the Indonesian language. 488 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan (lanjutan) disclosure (continued) ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif (lanjutan) ii. New standards, amendments and issued but not yet interpretations effective (continued) ISAK 31: Properti Investasi, akan berlaku efektif 1 Januari 2017 ISAK 31: Investment Properties, will be on applied effectively January 1, 2017 ISAK ini memberikan interpretasi atas karakteristik yang sebagai bagian dari digunakan investasi dalam definisi properti PSAK Investasi. Bangunan sebagaimana dimaksud dalam definisi properti investasi mengacu pada struktur yang memiliki fisik yang umumnya karakteristik diasosiasikan suatu bangunan yang mengacu pada adanya dinding, lantai dan atap yang melekat pada aset. bangunan 13: Properti dengan This ISAK provides an interpretation of the characteristics of the building that is used as part of the definition of SFAS property investment 13: Investment Properties. The building referred the definition of investment property refers to structures that have physical characteristics that are generally associated with a building which refers to the presence of walls, floors and a roof attached to the asset. in to in Amandemen PSAK 2: Laporan Arus Prakarsa Kas Pengungkapan, efektif 1 Januari 2018 dengan penerapan dini diperkenankan. berlaku Amandemen ini mensyaratkan entitas untuk menyediakan pengungkapan pengguna yang memungkinkan untuk laporan keuangan mengevaluasi pada liabilitas yang timbul dari aktivitas pendanaan, termasuk perubahan yang timbul dari arus kas maupun perubahan non-kas. tentang perubahan Amendment to SFAS 2: Statement of Cash Flows on the Disclosures Initiative, effective January 1, 2018 with earlier application is permitted. This amendments requires entities to provide disclosures that enable the financial statements users to evaluate the changes in liabilities arising from financing activities, including changes from cash flow and non-cash. Amandemen PSAK 46: Pajak Penghasilan tentang Pengakuan Aset Pajak Tangguhan untuk Rugi yang Belum Direalisasi, berlaku efektif 1 Januari 2018 dengan penerapan dini diperkenankan. Amendment Income Taxes on the Recognition of Deferred for Unrealized Losses, Tax Assets effective January 1, 2018 with earlier application is permitted. to SFAS 46: ini mengklarifikasi Amandemen bahwa untuk menentukan apakah laba kena pajak akan tersedia sehingga perbedaan temporer yang dapat dapat dikurangkan atas dimanfaatkan; kemungkinan besar laba kena pajak masa dapat mencakup pemulihan beberapa aset entitas melebihi jumlah tercatatnya. estimasi depan This amendments clarifies to determine whether the taxable income will be available so that the deductible temporary differences can be utilized; estimates of the most likely future taxable income can include recovery of certain assets of the entity exceeds its carrying amount. that 27
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan (lanjutan) disclosure (continued) ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif (lanjutan) ii. New standards, amendments and issued but not yet interpretations effective (continued) Penyesuaian Tahunan 2016 Annual Improvement 2016
(Penyesuaian 2016): PSAK 3 Laporan Interim, Keuangan berlaku efektif 1 Januari 2017 dengan dini diperkenankan. penerapan
Improvement): SFAS 3 Interim Reporting, effective January 1, 2017 with earlier application is permitted. (2016 Financial ini mengklarifikasi Penyesuaian interim bahwa pengungkapan harus yang dipersyaratkan laporan dicantumkan interim atau melalui keuangan laporan referensi silang dari seperti keuangan komentar manajemen atau laporan risiko yang tersedia untuk pengguna keuangan laporan interim dan pada saat yang sama. dalam interim This improvement clarifies that the interim required disclosures should be included in the interim through financial statements or cross-references of interim the financial statements, such as management commentary or risk management report, that available to users of the interim financial statements and should at the same time.
PSAK 24 (Penyesuaian 2016): Imbalan Kerja, berlaku efektif 1 Januari dengan 2017 penerapan dini diperkenankan.
Improvement): SFAS 24 (2016 effective Benefits, Employee January 1, 2017 with earlier application is permitted. Penyesuaian ini mengklarifikasi bahwa pasar obligasi korporasi berkualitas dinilai berdasarkan denominasi mata uang obligasi tersebut dan bukan berdasarkan negara di mana obligasi tersebut berada. tinggi This improvement clarifies that the market of high quality corporate bonds is valued by denominated bonds and not based on the country in which the bonds are.
PSAK 58 (Penyesuaian 2016): Aset Tidak Lancar yang Dimiliki Untuk Dijual dan Operasi yang efektif Dihentikan, 1 Januari dengan penerapan dini diperkenankan. berlaku 2017
SFAS 58 (2016 Improvement): Non-Current Assets, Held for Sale and Discontinued Operation, effective January 1, 2017 with earlier application is permitted. 28 489
The original consolidated financial statements included herein are in the Indonesian language. 490 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and pengungkapan (lanjutan) disclosure (continued) ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif (lanjutan) ii. New standards, amendments and issued but not yet interpretations effective (continued) Penyesuaian (lanjutan) Tahunan 2016 Annual (continued) Improvement 2016 ini mengklarifikasi Penyesuaian bahwa perubahan dari satu metode pelepasan ke metode dianggap lainnya pelepasan sebagai rencana awal yang berkelanjutan dan bukan sebagai baru. rencana Penyesuaian juga mengklarifikasi bahwa perubahan ini metode pelepasan tidak mengubah klasifikasi tanggal sebagai aset atau kelompok lepasan. pelepasan ini This improvement clarifies that a change from one disposal method to the other disposal methods are considered as the beginning of a sustainable plan and not as a new disposal plan. This improvement also clarifies that the change in the disposal method does not change the date of classification as an asset or disposal group.
PSAK 60 (Penyesuaian 2016): Instrumen Keuangan: Pengungkapan, berlaku efektif 1 Januari dengan 2017 penerapan dini diperkenankan.
Improvement): SFAS 60 (2016 Financial Instruments: Disclosures, effective January 1, 2017 with earlier application is permitted. Penyesuaian ini mengklarifikasi bahwa entitas harus menilai sifat dari imbalan kontrak jasa untuk entitas menentukan keterlibatan memiliki aset berkelanjutan keuangan apakah persyaratan pengungkapan terkait keterlibatan berkelanjutan terpenuhi. apakah dalam dan This improvement clarifies that an entity must assess the nature of the service contract benefits to determine whether the entity has a continuing involvement in financial assets and whether the disclosure requirements the continuing involvement are met. related to Grup sedang mengevaluasi dampak dari standar akuntansi tersebut dan belum menentukan terhadap laporan keuangan konsolidasian. dampaknya The Group is presently evaluating and has not yet determined the effects of these accounting standards on its consolidated financial statements. 29
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) c. Prinsip konsolidasi c. Principles of consolidation Entitas anak adalah entitas yang dikendalikan oleh Perusahaan. Perusahaan memiliki pengendalian atas entitas ketika Perusahaan terekspos atau memiliki hak atas imbal hasil variabel dari keterlibatannya dengan entitas dan untuk mempengaruhi imbal hasil variabel tersebut melalui kekuasaan yang dimiliki atas entitas. Ketika menilai apakah Perusahaan memiliki kekuasaan, hanya hak substantif (baik dari Perusahaan maupun pihak yang diperhitungkan. memiliki kemampuan lain) Subsidiaries are entities controlled by the Company. The Company controls an entity when it is exposed, or has rights, to variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. When assessing whether the Company has power, only substantive rights (held by the Company and other parties) are considered. Grup menggunakan metode akuisisi untuk mencatat kombinasi bisnis. Imbalan yang diserahkan untuk akuisisi suatu entitas sebesar nilai wajar aset yang dialihkan, liabilitas yang diakui dan kepentingan ekuitas yang diterbitkan oleh Grup. Imbalan yang diserahkan termasuk nilai wajar aset atau liabilitas yang timbul dari kesepakatan imbalan kontinjensi. The Group uses the acquisition method of accounting business account combinations. The consideration transferred for the acquisition of an entity is the fair value of the assets transferred, the liabilities incurred and the equity interests issued by the Group. The consideration transferred includes the fair value of any asset or from a liability resulting contingent consideration arrangement. to for Grup mengakui kepentingan nonpengendali pada pihak yang diakuisisi baik sebesar nilai wajar atau sebesar bagian proporsional kepentingan nonpengendali atas aset neto pihak yang diakuisisi. recognizes any non-controlling The Group interest in the acquiree either at fair value or at the non-controlling interest's proportionate share of the acquiree's net assets. Selisih lebih imbalan yang diserahkan atas nilai wajar aset teridentifikasi yang diakuisisi dicatat sebagai goodwill. Jika jumlah ini lebih rendah dari nilai wajar aset neto entitas yang diakuisisi dalam kasus pembelian dengan diskon, selisihnya diakui langsung dalam laporan rugi. Terhadap Goodwill laba dilakukan pengujian penurunan nilai secara tahunan dan dicatat pada harga perolehan dikurangi penurunan nilai. The excess of the consideration transferred over the fair value of the Group's share of the identifiable net assets acquired is recorded as goodwill. If this is less than the fair value of the net assets of the entity acquired in the case of a bargain purchase, the difference is recognized directly in the profit or loss. Goodwill will be tested annually for impairment and carried at cost less impairment. Transaksi dan keuntungan/kerugian antar entitas Grup yang belum direalisasi telah dieliminasi. pihak berelasi, saldo Intercompany unrealized between Group companies are eliminated. transactions, balances and transactions gains/losses on Kepentingan nonpengendali merupakan proporsi atas hasil usaha dan aset neto entitas anak yang tidak diatribusikan pada Grup. Non-controlling the proportion of the results and net assets of subsidiaries which are not attributable to the Group. interest represents Entitas asosiasi adalah seluruh entitas dimana Grup memiliki pengaruh signifikan namun bukan biasanya melalui kepemilikan hak suara antara 20% dan 50%. Investasi entitas asosiasi dicatat dengan metode ekuitas dan diakui awalnya sebesar harga perolehan. Nilai investasi Grup atas termasuk goodwill yang entitas asosiasi diidentifikasi dikurangi akumulasi kerugian penurunan nilai. pengendalian, ketika akuisisi, Associates are all entities over which the Group has significant influence but not control, generally accompanying a shareholding of between 20% and 50% of the voting rights. Investments in associates are accounted for using the equity method of accounting and are recognized at cost. The Group's initially includes goodwill investment identified any acquisition, accumulated impairment loss. in associates on net of 30 491
The original consolidated financial statements included herein are in the Indonesian language. 492 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) c. Prinsip konsolidasi (lanjutan) c. Principles of consolidation (continued) Bagian Grup atas laba atau rugi entitas asosiasi setelah akuisisi diakui dalam laporan rugi dan bagian atas penghasilan laba komprehensif lain setelah akuisisi diakui dalam penghasilan komprehensif lain. The Group's share of its associates' post- acquisition profits or losses is recognized in the profit or loss, and its share of post-acquisition movements in other comprehensive income is recognized in other comprehensive income ("OCI"). Keuntungan dan kerugian dilusi yang timbul dari investasi entitas asosiasi diakui dalam laporan laba rugi. from Dilution gains and investments in associates are recognized in the profit or loss. losses arising Perusahaan mengklasifikasikan investasi pada PT Arun Natural Gas Liquefaction dan PT Badak Natural Gas Liquefaction sebagai investasi tersedia untuk dijual pada harga perolehan substansi Perusahaan tidak memiliki kendali pada kedua perusahaan operasinya dikendalikan oleh para produsen gas bumi. Investasi ini diukur dengan menggunakan harga perolehan karena nilai wajarnya sulit untuk ditentukan secara handal. karena secara tersebut sebab The Company classified its investments in PT Arun Natural Gas Liquefaction and PT Badak Natural Gas Liquefaction as available-for-sale the Company, in substance, does not control those companies as its operations are controlled by the natural gas producers. These investments are measured at cost since their fair values are difficult to determine reliably. at cost because d. Transaksi-transaksi pihak berelasi d. Related party transactions Perusahaan melakukan transaksi dengan pihak berelasi sesuai PSAK 7: Pengungkapan Pihak-Pihak Berelasi. Seluruh transaksi dan saldo yang material dengan pihak berelasi diungkapkan dalam catatan atas laporan keuangan konsolidasian. The Company enters into transactions with related parties as defined in SFAS 7: Related Party Disclosures. All significant transactions and balances with related parties are disclosed in the notes to these consolidated financial statements. e. Kas dan setara kas e. Cash and cash equivalents Kas dan setara kas termasuk kas, bank dan semua deposito berjangka yang jatuh tempo dalam tiga bulan atau kurang sejak tanggal penempatan dan tidak digunakan sebagai jaminan atau tidak dibatasi penggunaannya. Cash and cash equivalents are cash on hand, cash in banks and time deposits with maturity periods of three months or less at the time of placement and which are not used as collateral or are not restricted. Untuk tujuan penyusunan laporan arus kas, kas dan setara kas disajikan setelah dikurangi cerukan. For the purpose of the statement of cash flows, cash and cash equivalents are presented net of overdrafts. Kas dibatasi penggunaannya yang akan digunakan untuk membayar liabilitas yang akan jatuh tempo dalam waktu satu tahun disajikan sebagai Kas yang dibatasi penggunaannya dan disajikan sebagai bagian dari Aset Lancar. Kas dan setara kas yang dibatasi penggunaannya untuk membayar liabilitas yang akan jatuh tempo dalam waktu lebih dari satu tahun dari tanggal laporan posisi keuangan konsolidasian disajikan dalam Aset tidak lancar lainnya dan disajikan sebagai bagian dari Aset Tidak Lancar. dan setara kas yang Cash and cash equivalents which are restricted for repayment of currently maturing obligations are presented as Restricted cash under the Current Assets section, Cash and cash equivalents which are repay obligations maturing after one year from the date of consolidated statement of financial position are presented as part of Other non- current assets under the Non-Current Assets section. restricted to 31
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan f. Financial instruments I. Aset keuangan I. Financial assets Pengakuan awal Initial recognition Aset keuangan diklasifikasikan sebagai aset keuangan yang diukur pada nilai wajar melalui laba rugi, pinjaman yang diberikan dan piutang, investasi dimiliki hingga tempo, aset keuangan tersedia untuk dijual, atau sebagai derivatif sebagai instrumen lindung nilai dalam lindung nilai yang efektif. Pengklasifikasian ini tergantung pada hakekat dan tujuan aset keuangan diperoleh dan ditetapkan pada saat pengakuan awal. Tidak terdapat klasifikasi aset keuangan Grup sebagai aset keuangan yang dimiliki hingga jatuh tempo ("HTM"). jatuh yang ditetapkan Financial assets are classified as financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, available- for-sale financial assets, or as derivatives designated as hedging instruments in an effective classification depends on the nature and purpose for which the asset was acquired and is determined at initial the recognition. The Group has not classified any of its financial assets as held to maturity ("HTM"). hedge. The time of Aset keuangan pada awalnya diakui pada nilai wajar, dan dalam hal aset keuangan yang tidak diakui pada nilai wajar melalui laba rugi, ditambah dengan biaya transaksi yang dapat diatribusikan secara langsung. Financial assets are recognized initially at fair value, and in the case of financial assets not at fair value through profit or loss, directly attributable transaction costs are added to the fair value. Pembelian aset keuangan yang memerlukan pengiriman aset dalam kurun waktu yang ditetapkan oleh peraturan atau kebiasaan yang berlaku di pasar (perdagangan yang lazim) diakui pada tanggal perdagangan, yaitu tanggal Grup berkomitmen untuk membeli atau menjual aset. atau penjualan Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention in the marketplace (regular way trades) are recognized on the trade date, the Group commits to purchase or sell the assets. i.e., the date that yang Aset diklasifikasikan sebagai pinjaman yang diberikan dan piutang mencakup kas dan dibatasi setara kas penggunaannya, jangka pendek, investasi lainnya, penyertaan jangka panjang, piutang usaha, piutang pemerintah, piutang lain-lain dan aset tidak lancar lainnya. keuangan Grup kas, yang investasi The Group's financial assets which are classified as receivables include cash and cash equivalents, restricted cash, short-term investments, other long-term investments, trade receivables, due from the Government, other receivables and other non-current assets. loans and investments, 32 493
The original consolidated financial statements included herein are in the Indonesian language. 494 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) I. Aset keuangan (lanjutan) I. Financial assets (continued) Pengukuran setelah pengakuan Subsequent measurement Pengukuran setelah pengakuan awal atas aset keuangan bergantung pada klasifikasi sebagai berikut: The financial assets depends on classification as follows: subsequent measurement of their Aset keuangan yang diukur pada nilai wajar melalui laba rugi Financial assets at fair value through profit or loss Aset keuangan yang diukur pada nilai wajar melalui laba rugi termasuk aset keuangan untuk diperdagangkan dan aset keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laba rugi. Financial assets at fair value through profit or loss include financial assets held for trading and financial assets designated upon initial recognition at fair value through profit or loss. Aset derivatif diklasifikasikan sebagai kelompok diperdagangkan kecuali mereka ditetapkan sebagai instrumen lindung nilai efektif. Aset keuangan yang diukur pada nilai wajar melalui laba rugi disajikan dalam laporan posisi keuangan konsolidasian pada nilai wajar dengan keuntungan atau kerugian dari perubahan nilai wajar diakui dalam laporan laba rugi dan penghasilan lain konsolidasian. komprehensif Derivative assets are classified as held they are trading unless designated as effective hedging instruments. Financial assets at fair loss are value carried consolidated the statements of financial position at fair value with gains or losses recognized in the consolidated statement of profit or loss and other comprehensive income. for through profit or in Pinjaman yang diberikan dan piutang Loans and receivables Pinjaman yang diberikan dan piutang adalah aset keuangan non derivatif dengan pembayaran tetap atau telah ditentukan, yang tidak mempunyai kuotasi di pasar aktif. Loans and receivables are non- derivative financial assets with fixed or determinable payments that are not quoted in an active market. Setelah aset keuangan tersebut dicatat pada biaya perolehan dengan menggunakan metode suku bunga efektif ("SBE") dan keuntungan dan kerugian terkait diakui dalam laporan penghasilan dan laba komprehensif lain konsolidasian pada saat pinjaman yang diberikan dan piutang dihentikan pengakuannya atau mengalami penurunan nilai, proses demikian amortisasi. pengakuan awal, diamortisasi rugi juga melalui After initial recognition, such financial assets are carried at amortized cost using the effective interest ("EIR") method and gains and losses are recognized consolidated statement of profit or loss and other the comprehensive loans are derecognized or impaired, as well as through the amortization process. in the income when receivables and 33
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) I. Aset keuangan (lanjutan) I. Financial assets (continued) Pengukuran (lanjutan) setelah pengakuan Subsequent measurement (continued) Aset keuangan tersedia untuk dijual Available-for-sale assets Available-for-sale assets (AFS) Aset keuangan tersedia untuk dijual adalah aset keuangan nonderivatif tersedia yang ditetapkan sebagai untuk tidak atau diklasifikasikan dalam dua kategori sebelumnya. Setelah pengukuran awal, aset keuangan tersedia untuk dijual diukur dengan nilai wajar dengan keuntungan atau kerugian yang belum terealisasi diakui dalam ekuitas sampai tersebut dihentikan pengakuannya. Pada saat itu, kerugian kumulatif yang sebelumnya diakui dalam ekuitas akan direklasifikasi ke laporan laba rugi dan penghasilan komprehensif konsolidasian lain sebagai penyesuaian reklasifikasi. dijual yang investasi keuntungan atau AFS financial assets are non- derivative financial assets that are designated as available-for-sale or are not classified in any of the two initial preceding categories. After measurement, AFS financial assets are measured at fair value with unrealized gains or losses recognized in equity until is the the derecognized. At cumulative gain or loss previously recognized in equity is reclassified to the consolidated statement of profit or comprehensive loss income reclassification adjustment. investment time, that and other a as Investasi ekuitas Grup tersedia untuk dijual yang tidak memiliki kuotasi harga di pasar aktif dan nilai wajarnya tidak dapat ditentukan secara andal diukur sebesar biaya perolehan dikurangi penurunan nilai yang dapat diidentifikasi akhir pada periode pelaporan. setiap The Group's AFS equity investments that do not have quoted market price in an active market and whose fair value cannot be reliably measured less any are measured at cost identified impairment loss at the end of each reporting period. instrumen ekuitas Dividen atas tersedia untuk dijual, jika ada, diakui dan pada penghasilan lain konsolidasian ketika Grup memiliki hak untuk menerima pembayaran dividen ditetapkan. laporan rugi komprehensif laba Dividends on AFS equity instruments, if any, are the consolidated statement of profit or comprehensive loss income when the Group's right to receive the dividends is established. recognized in and other 34 495
The original consolidated financial statements included herein are in the Indonesian language. 496 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) I. Aset keuangan (lanjutan) I. Financial assets (continued) Penghentian pengakuan Derecognition Penghentian pengakuan atas suatu aset keuangan, atau, bila dapat diterapkan untuk bagian dari aset keuangan atau bagian dari kelompok aset keuangan serupa, terjadi bila: A financial asset, or where applicable, a part of a financial asset or part of a group of similar financial assets, is derecognized when: i hak kontraktual atas arus kas yang berasal dari aset keuangan tersebut berakhir; atau i. the contractual rights to receive cash flows from the asset have expired; or ii Grup telah mengalihkan hak untuk menerima arus kas yang berasal dari aset keuangan tersebut atau menanggung kewajiban untuk membayar arus kas yang diterima tersebut tanpa penundaan yang signifikan kepada pihak ketiga kesepakatan melalui penyerahan dan (a) G rup secara substansial memindahkan seluruh dan manfaat risiko atas kepemilikan keuangan aset tersebut, atau (b) Grup secara substansial tidak memindahkan dan tidak memiliki seluruh risiko dan manfaat atas kepemilikan aset keuangan tersebut, namun telah memindahkan pengendalian atas aset keuangan tersebut. suatu ii the Group has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash full without material delay to a third "pass-through" party a arrangement, and either (a) the Group has transferred substantially all the risks and rewards of the financial asset, or (b) the Group has retained neither transferred nor substantially all risks and the asset, but has rewards of transferred control of the asset. flows in under the Apabila Grup telah mengalihkan hak untuk menerima arus kas yang berasal atau mengadakan kesepakatan penyerahan dan tidak mengalihkan maupun memiliki secara substansial seluruh risiko dan manfaat atas aset keuangan tersebut dan juga tidak mengalihkan pengendalian atas aset keuangan tersebut, maka suatu aset tetap diakui oleh Grup keuangan yang keterlibatannya sebesar berkelanjutan dengan aset keuangan tersebut. dari aset keuangan When the Group has transferred its rights to receive cash flows from an asset or has entered into a "pass- through" arrangement and has neither transferred nor retained substantially all the risks and rewards of the asset nor transferred control of the asset, the asset is recognized to the extent of the Group's continuing involvement in the asset. 35
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) II. Liabilitas keuangan II. Financial liabilities Pengakuan awal Initial recognition Liabilitas diklasifikasikan sebagai liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi dan lainnya. Grup liabilitas menentukan liabilitas keuangan pada saat pengakuan awal. keuangan keuangan klasifikasi Financial liabilities are classified as financial liabilities at fair value through profit or financial loss and other liabilities. The Group determines the classification of its financial liabilities at initial recognition. Liabilitas keuangan pada awalnya diukur pada nilai wajar dan, dalam hal liabilitas keuangan yang diukur dengan biaya perolehan diamortisasi, ditambah biaya transaksi yang dapat diatribusikan secara langsung. recognized liabilities are Financial initially at fair value and, in the case of financial at amortized directly include attributable transaction costs. liabilities cost, recognized Liabilitas yang dikategorikan sebagai liabilitas keuangan lainnya meliputi pinjaman jangka pendek, utang usaha, utang Pemerintah, beban akrual, liabilitas jangka panjang, utang lain-lain, utang obligasi dan utang jangka panjang lain-lain. keuangan Grup The Group's financial liabilities which are classified as other financial liabilities include trade the Government, payables, due accrued expenses, long-term liabilities, other payables, bonds payable and other non-current payables. short-term loans, to Pengukuran setelah pengakuan awal Subsequent measurement Pengukuran keuangan tergantung pada klasifikasinya sebagai berikut: liabilitas The measurement of financial liabilities depends on their classification as follows: Liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi Financial liabilities at through profit or loss fair value Liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi termasuk untuk liabilitas diperdagangkan liabilitas keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laba rugi. keuangan dan fair value Financial include through profit or financial liabilities held for trading and financial liabilities designated upon initial recognition at fair value through profit or loss. liabilities at loss Liabilitas keuangan diklasifikasikan sebagai kelompok diperdagangkan jika mereka diperoleh untuk tujuan dijual atau dibeli kembali dalam waktu dekat. juga diklasifikasikan sebagai kelompok diperdagangkan kecuali mereka ditetapkan sebagai instrumen lindung nilai efektif. Liabilitas derivatif Financial liabilities are classified as held for trading if they are acquired the purpose of selling or for term. repurchasing Derivative also liabilities classified as held for trading unless they are designated as effective hedging instruments. in the near are 36 497
The original consolidated financial statements included herein are in the Indonesian language. 498 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) II. Liabilitas keuangan (lanjutan) II. Financial liabilities (continued) Pengukuran setelah pengakuan awal (lanjutan) Subsequent measurement (continued) Liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi (lanjutan) Financial liabilities at fair value through profit or loss (continued) kerugian atas Keuntungan atau untuk dimiliki liabilitas yang diperdagangkan dalam diakui laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Gains or losses on liabilities held for trading are the consolidated statement of profit or loss and other comprehensive income. recognized in Liabilitas keuangan pada biaya Financial liabilities at amortized cost perolehan diamortisasi liabilitas Setelah pengakuan awal, keuangan yang diukur pada biaya perolehan yang dikenakan bunga selanjutnya diukur pada biaya perolehan diamortisasi dengan menggunakan metode SBE. Pada tanggal pelaporan, biaya akrual bunga dicatat secara terpisah dari pokok pinjaman terkait dalam bagian liabilitas lancar. Keuntungan dan kerugian diakui dalam laporan laba rugi dan penghasilan komprehensif liabilitas lain konsolidasian ketika dihentikan serta amortisasi melalui menggunakan metode SBE. diamortisasi pengakuannya proses After interest- bearing loans and borrowings are subsequently measured at cost using the reporting date, the accrued interest the is recorded separately respective principal loans as part of current liabilities. Gains and losses are recognized in the consolidated statement of profit or loss and other comprehensive income when the liabilities are derecognized as well as through the amortization process using the EIR method. initial recognition, the EIR method. At from Penghentian pengakuan Derecognition Ketika keuangan ditukar dengan liabilitas keuangan lain dari pemberi pinjaman yang sama atas persyaratan yang secara substansial berbeda, atau bila persyaratan dari liabilitas keuangan tersebut secara substansial dimodifikasi, pertukaran atau modifikasi persyaratan tersebut dicatat sebagai penghentian pengakuan liabilitas keuangan awal dan pengakuan liabilitas keuangan baru, dan selisih tercatat masing-masing antara nilai tersebut diakui liabilitas keuangan dan dalam rugi lain penghasilan konsolidasian. sebuah liabilitas laporan laba komprehensif When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts the consolidated statement of profit or loss and other comprehensive income. such is recognized in dihentikan Liabilitas pengakuannya pada saat liabilitas tersebut dihentikan atau dibatalkan atau kadaluarsa. keuangan A financial liability is derecognized when the obligation under is discharged or cancelled or has expired. the liability 37
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) II. Liabilitas keuangan (lanjutan) II. Financial liabilities (continued) Metode suku bunga efektif (SBE) Effective interest (EIR) method yang Metode SBE adalah metode digunakan biaya untuk menghitung perolehan diamortisasi dari aset keuangan dan mengalokasikan pendapatan bunga selama periode yang relevan. SBE adalah suku tepat yang mendiskontokan estimasi arus kas di masa datang (termasuk semua biaya yang diterima yang merupakan bagian tak terpisahkan dari SBE, biaya transaksi dan seluruh premium atau diskonto lainnya) selama aset keuangan, atau jika lebih tepat, digunakan untuk periode lebih memperoleh nilai tercatat neto dari aset keuangan pada saat pengakuan awal. bunga secara perkiraan dari umur yang singkat The EIR method is a method of calculating the amortized cost of a financial asset and of allocating interest income over the relevant period. The EIR is the rate that exactly discounts the estimated future cash flows (including all fees received that form an the EIR, integral part of transaction costs and other premiums or discounts) throughout the expected life of the financial asset, or a shorter period, where appropriate, to the net carrying amount at the financial asset. initial recognition of III. Saling hapus antar instrumen III. Offsetting financial instruments keuangan Aset keuangan dan liabilitas keuangan disajikan secara saling hapus dan nilai netonya disajikan dalam laporan posisi keuangan konsolidasian, jika terdapat hak yang untuk melakukan saling hapus atas jumlah yang telah diakui tersebut dan ada niat untuk atau secara menyelesaikan merealisasikan aset dan menyelesaikan liabilitas secara simultan. berkekuatan hukum neto, Financial assets and liabilitites are offset and the statements financial consolidated position, when legally there enforceable right to offset the recognized amounts and there is an intention to settle on a net basis, or to realize the asset and settle the liability simultaneously. the net amount reported in of is a IV. Instrumen keuangan derivatif dan IV. Derivative financial instruments and akuntansi lindung nilai hedge accounting Grup menggunakan instrumen keuangan kontrak forward mata uang asing untuk melakukan lindung nilai atas risiko mata uang asing. Instrumen keuangan tersebut pada awalnya diakui sebesar nilai wajar pada tanggal kontrak derivatif dimulai dan selanjutnya diukur kembali pada nilai wajar. Derivatif dicatat sebagai aset keuangan saat nilai wajarnya positif dan sebagai liabilitas keuangan saat nilai wajarnya negatif. The Group uses derivative foreign currency forward contracts foreign currency risks. Such derivative financial instruments are initially recognized at fair value on the date on which a derivative and contract are into subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative. to hedge its is entered 38 499
The original consolidated financial statements included herein are in the Indonesian language. 500 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) f. Instrumen keuangan (lanjutan) f. Financial instruments (continued) IV. Instrumen keuangan derivatif dan IV. Derivative financial instruments and akuntansi lindung nilai (lanjutan) hedge accounting (continued) Perusahaan mempunyai kontrak forward antar mata uang yang digunakan sebagai lindung nilai atas eksposur perubahan dalam arus kas sehubungan dengan perubahan nilai tukar mata uang asing. Kontrak swap tersebut tidak memenuhi persyaratan akuntansi lindung nilai. The Company entered forward currency swap contracts that are used as a hedge for the exposure to changes in cash flows relating to interest payments and bonds repayment due to changes in foreign exchange rates. Such swap contracts do not meet the criteria of hedge accounting. into g. Penurunan nilai dari aset keuangan g. Impairment of financial assets (i). Aset yang dicatat berdasarkan biaya (i). Assets carried at amortized cost perolehan diamortisasi Pada setiap akhir periode pelaporan, Grup mengevaluasi apakah terdapat bukti yang objektif bahwa aset keuangan atau suatu kelompok aset keuangan mengalami nilai. Aset penurunan keuangan atau kelompok aset keuangan kerugian diturunkan dan terjadi, hanya penurunan nilai jika terdapat objektif mengenai bukti penurunan nilai tersebut adalah sebagai akibat dari satu peristiwa atau lebih yang terjadi setelah pengakuan awal aset kerugian") dan tersebut peristiwa kerugian tersebut berdampak pada estimasi arus kas masa depan atas aset keuangan atau kelompok aset keuangan yang dapat diestimasi secara andal. nilainya ("peristiwa The Group assesses at the end of each reporting period whether is objective evidence that a financial asset or group of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset ("a loss event") and that loss event (or events) has an impact on the estimated future financial asset or cash a group of financial assets that can be reliably estimated. there flows of the Kriteria yang digunakan Grup untuk menentukan bahwa ada bukti objektif dari suatu penurunan nilai meliputi: gagal membayar - debitur menunggak pembayaran; kesulitan keuangan signifikan yang dialami debitur; seperti pelanggaran terjadinya atau tunggakan pembayaran pokok atau bunga; pemberi pinjaman, dengan alasan ekonomi atau hukum sehubungan dengan kesulitan keuangan yang dialami pihak peminjam, memberikan keringanan kepada pihak peminjam yang tidak mungkin diberikan jika pihak peminjam tidak mengalami kesulitan tersebut; atau
kontrak, wanprestasi
The criteria to determine that there is objective evidence of an impairment loss include: - default or delinquency in payments by that the Group uses the debtor; - significant debtor; financial difficulty of a breach of contract, such as a default or delinquency in interest or principal payments; the lenders, for economic or legal the borrower's reasons relating the financial difficulty, granting borrower a concession the lenders would not otherwise consider; to that to the 39
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) g. Penurunan nilai dari aset keuangan g. Impairment of financial assets (continued) (lanjutan) (i). Aset yang dicatat berdasarkan biaya perolehan diamortisasi (lanjutan) (i). Assets carried at amortized cost (continued) Kriteria yang digunakan Grup untuk menentukan bahwa ada bukti objektif dari suatu penurunan nilai meliputi: (lanjutan) - terdapat kemungkinan besar bahwa debitur akan dinyatakan pailit atau melakukan reorganisasi keuangan lainnya; hilangnya pasar aktif dari aset keuangan akibat kesulitan keuangan; atau data diobservasi dapat mengindikasikan adanya penurunan yang dapat diukur atas estimasi arus kas masa depan dari kelompok aset keuangan sejak pengakuan awal meskipun aset dapat penurunannya diidentifikasi keuangan secara individual dalam kelompok aset tersebut, termasuk antara lain: memburuknya status pembayaran pihak peminjam dalam kelompok tersebut; dan
yang dimaksud, belum ke aset kondisi ekonomi nasional atau lokal yang berkorelasi dengan wanprestasi atas aset dalam kelompok tersebut. The criteria to determine that there is objective evidence of an impairment loss include: (continued) that the Group uses
the probability that the debtor will enter bankruptcy or other financial reorganisation;
the disappearance of an active market financial asset that because of financial difficulties; or - observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition of those assets, although the decrease cannot yet be financial traced assets in the portfolio, including: for to the individual adverse changes in the payment status of borrowers in the portfolio; and national or economic that correlate with the local conditions defaults on portfolio. the assets in Jika terdapat bukti objektif bahwa kerugian penurunan niIai telah terjadi, maka jumlah kerugian tersebut diukur sebesar selisih nilai tercatat aset dengan nilai kini estimasi arus kas masa depan (tidak termasuk kerugian kredit di masa depan yang belum didiskonto dengan menggunakan suku bunga efektif awal dari aset tersebut. Nilai tercatat aset tersebut dikurangi, baik secara langsung maupun menggunakan pos provisi. Jumlah kerugian yang terjadi diakui pada laporan laba rugi. yang terjadi) If there is an objective evidence that an impairment loss has occured, the amount of loss is measured as the difference between the asset's carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset's original effective interest rate. The carrying amount of the asset is reduced either directly or through the use of a provision account. The amount of the loss is recognized in the profit or loss. 40 501
The original consolidated financial statements included herein are in the Indonesian language. 502 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) g. Penurunan nilai dari aset keuangan g. Impairment of financial assets (continued) (lanjutan) (i). Aset yang dicatat berdasarkan biaya perolehan diamortisasi (lanjutan) (i). Assets carried at amortized cost (continued) Jika, pada periode berikutnya, jumlah kerugian penurunan nilai berkurang dan pengurangan tersebut dapat dikaitkan secara objektif dengan peristiwa yang terjadi setelah penurunan nilai diakui (seperti meningkatnya peringkat kredit debitur), maka kerugian penurunan nilai yang sebelumnya diakui akan dipulihkan, langsung, atau dengan baik secara menyesuaikan pos provisinya. Jumlah pemulihan tersebut diakui pada laporan laba rugi dan jumlahnya tidak boleh mengakibatkan aset nilai keuangan melebihi biaya perolehan tanggal pemulihan diamortisasi pada dilakukan ada tidak penurunan nilai. tercatat seandainya If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognized (such as an improvement in the debtor's credit rating), the previously recognized loss will be reversed either directly or by adjusting reversal the provision account. The amount is recognized in the profit or loss and the amount cannot exceed what the amortized cost would have been had the impairment not been recognized at the date the impairment was reversed. impairment (ii). Aset yang tersedia untuk dijual (ii). Assets classified as available for sale Ketika penurunan nilai wajar atas aset keuangan yang diklasifikasikan dalam kelompok telah diakui secara langsung dalam ekuitas dan terdapat bukti objektif bahwa aset tersebut mengalami penurunan nilai, yang maka kerugian langsung sebelumnya diakui secara dalam ekuitas harus dikeluarkan dari ekuitas dan diakui pada laporan laba rugi meskipun aset keuangan tersebut belum dihentikan Jumlah kerugian kumulatif yang dikeluarkan dari ekuitas dan diakui pada laporan laba rugi merupakan biaya perolehan dengan nilai wajar kini, dikurangi kerugian penurunan nilai aset keuangan yang sebelumnya telah diakui pada laporan laba rugi. tersedia untuk dijual kumulatif pengakuannya. selisih antara When a decline in the fair value of an available-for-sale financial asset has been recognized directly in equity and there is objective evidence that the assets are impaired, the cumulative loss that had been in equity will be reclassified from equity to the profit or loss even though the financial asset has not been derecognized. The amount of the cumulative loss that is reclassified from equity to the profit or loss is the difference between the acquisition cost less any and impairment loss on that financial asset previously recognized in the profit or loss. recognized the current fair value, Kerugian penurunan nilai atas instrumen ekuitas yang telah diakui pada laporan laba rugi tidak dapat dipulihkan melalui laporan laba rugi. The impairment losses recognized in the profit or loss on equity instrument cannot be reversed through the profit or loss. Jika, pada periode berikutnya, nilai wajar dan instrumen secara peningkatan objektif dihubungkan dengan peristiwa yang terjadi setelah pengakuan kerugian penurunan nilai pada laporan laba rugi, maka kerugian penurunan nilai tersebut dipulihkan melalui laporan laba rugi. utang meningkat tersebut dapat If, in a subsequent period, the fair value of a debt instrument the increase can be objectively related to an event occuring after the impairment loss was recognized in the profit or loss, the impairment loss is reversed through the profit or loss. increases and 41
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) h. Piutang h. Receivables Piutang usaha dan piutang lain-lain pada awalnya diakui sebesar nilai wajar dan kemudian diukur pada biaya perolehan diamortisasi dengan menggunakan metode suku dengan penyisihan untuk penurunan nilai. Jika piutang diharapkan tertagih dalam satu tahun atau kurang (atau dalam siklus normal operasi dari bisnis tersebut dikelompokkan sebagai aset lancar. Jika lebih, piutang tersebut disajikan sebagai aset tidak lancar. bunga dikurangi efektif, lebih jika lama), piutang Trade and other receivables are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method, less provision for impairment. If collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. If they are presented as non-current more, assets. i. Persediaan i. Inventories Persediaan minyak mentah dan persediaan produk minyak dinilai berdasarkan nilai terendah antara biaya perolehan dan nilai realisasi neto. Crude oil and oil product recognized at realizable value. inventories are lower of cost and net the Biaya perolehan ditentukan berdasarkan metode rata-rata dan termasuk semua biaya pembelian, biaya konversi dan biaya lain yang terjadi untuk membawa persediaan ke tempat dan kondisi saat ini. Cost is determined based on the average method and comprises all costs of purchases, costs of conversion and other costs incurred in bringing the inventory to its present location and current condition. Nilai realisasi neto untuk produk BBM bersubsidi adalah harga Mean of Platts Singapore ("MOPS") ditambah dengan biaya distribusi dan margin (alpha) dikurangi dengan estimasi biaya penyelesaian dan estimasi biaya untuk melakukan penjualan. The net realizable value of subsidised fuel products (BBM) is the Mean of Platts Singapore ("MOPS") price plus distribution costs and a margin (alpha), less the estimated costs of completion and the estimated costs to sale. Nilai realisasi neto untuk produk LPG tabung 3 kg adalah harga kontrak LPG Aramco ditambah biaya distribusi dan margin (alpha) dikurangi dengan estimasi biaya penyelesaian dan untuk melakukan penjualan. estimasi biaya The net realizable value of 3 kg LPG cylinders is the Aramco LPG contract price plus distribution costs and a margin (alpha), less the estimated costs of completion and the estimated costs necessary to make the sale. Persediaan material seperti suku cadang, bahan dicatat dan kimia sebagainya, berdasarkan metode rata-rata. Persediaan material tidak termasuk persediaan usang, tidak terpakai dan lambat pergerakannya yang disajikan dalam akun Aset lain-lain dan menjadi bagian dari Aset Tidak Lancar. Materials such as spare parts, chemicals and others are stated at average cost. Materials exclude obsolete, unuseable and slow-moving recorded as part of materials which are Other assets under the Non-Current Assets section. Penyisihan penurunan nilai persediaan usang, tidak lambat pergerakannya dilakukan berdasarkan analisis manajemen terhadap kondisi material tersebut pada akhir tahun. terpakai dan A provision for obsolete, unuseable and slow- moving materials is provided based on management's analysis of the condition of such materials at the end of the year. j. Biaya dibayar di muka dan uang muka j. Prepayments and advances Biaya dibayar di muka diamortisasi dengan menggunakan metode garis lurus selama periode manfaat masing-masing biaya. Prepayments are amortized on a straight-line basis over the estimated beneficial periods of the prepayments. 42 503
The original consolidated financial statements included herein are in the Indonesian language. 504 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) k. Aset dimiliki untuk didistribusikan kepada k. Assets held for distribution to the Company Perusahaan Aset dimiliki untuk didistribusikan kepada Perusahaan dinilai berdasarkan nilai yang lebih rendah antara nilai tercatat dan nilai wajar setelah dikurangi biaya pelepasan. Assets held for distribution to the Company are recognized at the lower of carrying amount and fair value less costs to sell. l. Penyertaan jangka panjang l. Long-term investments (i) Investasi pada entitas asosiasi (i) Investments in associates Untuk kebijakan akuntansi selengkapnya atas entitas asosiasi lihat Catatan 2c. See Note 2c for the complete accounting policy on associates. (ii) Properti invesasi (ii) Investment property Properti investasi terdiri dari tanah dan bangunan yang dikuasai Grup untuk menghasilkan pendapatan sewa atau untuk kenaikan nilai, atau kedua-duanya dan tidak untuk digunakan dalam produksi atau penyediaan barang atau jasa atau untuk tujuan administratif atau dijual dalam kegiatan usaha normal. Investment property consists of land and buildings held by the Group to earn rental income or for capital appreciation, or both, rather than for use in the production or supply of goods or services, administrative purposes or sale in the normal course of business. dengan Properti menggunakan metode yang dinyatakan sebesar biaya perolehan termasuk dikurangi akumulasi penyusutan dan kerugian penurunan nilai, jika ada, kecuali tanah yang tidak disusutkan. Biaya perolehan termasuk biaya penggantian tersebut bagian properti jika kriteria pengakuan terpenuhi dan tidak termasuk biaya properti tersebut. investasi diukur biaya, transaksi biaya investasi, operasi penggunaan An investment property is measured using the cost model that is stated at cost including less accumulated depreciation and impairment losses, if any, except for land which is not depreciated. Such cost includes the cost of replacing part of the investment property, if the recognition criteria are satisfied, and excludes operating expenses involving the use of such property. transaction costs Penyusutan bangunan dihitung dengan menggunakan metode garis lurus berkisar antara 4 yang umur manfaat merupakan ekonomisnya. sampai 40 estimasi tahun Building depreciation is computed using the straight-line method over the estimated useful from lives of buildings ranging 4 to 40 years. dihentikan Properti pengakuannya pada saat pelepasan atau ketika properti investasi tersebut ditarik dari secara lagi permanen dan tidak memiliki manfaat ekonomis di masa depan yang dapat diharapkan pelepasannya. Keuntungan atau kerugian yang timbul dari atau pelepasan properti investasi diakui dalam laporan laba rugi dalam tahun terjadinya penghentian pengakuan atau pelepasan tersebut. investasi penggunaannya dari penghentian pengakuan An investment property is derecognized upon disposal or when such investment property is permanently withdrawn from use and no future economic benefits are expected from its disposal. Gains or losses arising from the derecognition or disposal of investment property are recognized in the profit or the year such derecognition or disposal occurs. loss in 43
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) l. Penyertaan jangka panjang (lanjutan) l. Long-term investments (continued) (ii) Properti penyertaan jangka panjang (ii) Investment property
long-term (lanjutan) investments (continued) Transfer ke properti investasi dilakukan jika terdapat perubahan penggunaan yang berakhirnya ditunjukkan dengan pemakaian atau dimulainya sewa operasi ke pihak lain. Transfer dari properti investasi dilakukan jika terdapat perubahan penggunaan yang ditunjukkan dimulainya dengan penggunaan oleh pemilik. oleh pemiliknya Transfers to investment property are made when there is a change in use, evidenced by the end of owner-occupation or commencement of an operating lease to another party. Transfers from investment property are made when there is a change in use, evidenced by the commencement of owner-occupation. Untuk transfer dari properti investasi ke properti yang digunakan sendiri, Grup menggunakan metode biaya pada tanggal perubahan penggunaan. Jika properti yang digunakan Grup menjadi properti investasi, Grup mencatat properti tersebut tetap sesuai dengan kebijakan aset sampai dengan saat terakhir perubahan penggunaannya. tanggal For a transfer from investment property to owner-occupied property, Group uses the cost method at the date the change occurs. If an owner-occupied property becomes an investment property, the Group records the investment property in accordance with the fixed asset policies up to the date of change in use. m. Aset tetap m. Fixed assets Pemilikan langsung Direct ownership Tanah diakui sebesar biaya perolehan dan tidak disusutkan. Aset tetap pada awalnya diakui dan biaya selanjutnya, kecuali tanah, dicatat sebesar akumulasi biaya penyusutan dan kerugian penurunan nilai. sebesar perolehan perolehan dikurangi Land is recognized at cost and not depreciated. Fixed assets are initially recognized at cost and subsequently, except for land, carried at cost less accumulated depreciation and impairment losses. Biaya-biaya setelah pengakuan awal diakui sebagai bagian nilai tercatat aset atau sebagai aset yang terpisah, hanya jika kemungkinan besar Grup mendapat manfaat ekonomis di masa depan berkenaan dengan aset tersebut dan biaya perolehan aset dapat diukur dengan andal. Grup mengakui biaya perbaikan dan pemeliharaan yang bersifat signifikan sebagai aset tetap. Nilai tercatat yang terkait dengan komponen yang diganti tidak diakui. Biaya perbaikan lainnya dibebankan dalam laporan laba rugi dalam periode keuangan ketika biaya-biaya tersebut terjadi. dan pemeliharaan Subsequent costs are included in the asset's carrying amount or recognized as a separate asset, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. The Group recognized significant repair and maintenance costs as the fixed assets. The carrying amount of replaced part is derecognized. All other repairs and maintenance are charged to the profit or loss during the financial period in which they are incurred. Biaya legal awal untuk mendapatkan hak legal diakui sebagai bagian biaya akuisisi tanah, biaya-biaya tersebut tidak disusutkan. Biaya terkait dengan pembaruan hak atas tanah diakui dan takberwujud aset diamortisasi sepanjang umur hukum hak. sebagai Initial legal costs incurred to obtain legal rights are recognized as part of the acquisition cost of the land, and these costs are not depreciated. Costs related to renewal of land rights are recognized as intangible assets and amortized during the period of the land rights. 44 505
The original consolidated financial statements included herein are in the Indonesian language. 506 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) m. Aset tetap (lanjutan) m. Fixed assets (continued) Pemilikan langsung (lanjutan) Direct ownership (continued) Aset tetap, kecuali tanah, disusutkan dengan menggunakan metode garis lurus berdasarkan estimasi masa manfaat aset tetap sebagai berikut: Fixed assets, except land, are depreciated using their the straight-line method over estimated useful lives as follows: Tahun/Years Tangki, instalasi pipa dan peralatan Tanks, pipeline installations and lainnya Kilang Bangunan Kapal laut dan pesawat terbang Harta benda modal (HBM) bergerak Biaya perbaikan dan pemeliharaan signifikan 5-25 10-20 5-25 6-25 5-20 3 other equipment Refineries Buildings Ships and aircraft Moveable assets Major repairs and maintenance Pada setiap akhir tahun buku, nilai sisa, umur manfaat dan metode penyusutan aset ditinjau ulang dan disesuaikan secara prospektif sebagaimana mestinya. At each financial year-end, the residual values, useful lives and methods of depreciation of assets are reviewed and adjusted prospectively, as appropriate. tidak Apabila suatu aset tercatatnya digunakan atau dijual, nilai dikeluarkan keuangan laporan konsolidasian dan keuntungan dan kerugian yang timbul diakui dalam laporan laba rugi. tetap sudah dari When assets are retired or otherwise disposed of, their carrying values are eliminated from the consolidated the resulting gains and losses on the disposal of fixed assets are recognized in the profit or loss. financial statements, and Aset dalam penyelesaian Assets under construction Aset dalam penyelesaian merupakan biaya- langsung biaya yang berhubungan secara dengan pembangunan dan akuisisi aset tetap dan biaya-biaya lainnya. Biaya-biaya tersebut tetap yang akan dipindahkan ke aset bersangkutan pembangunan selesai. Penyusutan dibebankan sejak aset tersebut siap digunakan. pada saat Assets under construction represent costs for the construction and acquisition of fixed assets and other costs. These costs are transferred to the relevant fixed asset account when the construction is charged from the date the assets are ready for use. is complete. Depreciation n. Sewa n. Leases Grup mengklasifikasikan sewa berdasarkan sejauh mana risiko dan manfaat yang terkait dengan kepemilikan aset sewaan berada pada lessor atau lessee, dan pada substansi transaksi daripada bentuk kontraknya, pada tanggal pengakuan awal. The Group classifies leases based on the extent to which risks and rewards incidental to the ownership of a leased asset are vested upon the substance of the transaction rather than the form of the contract, at the time of initial recognition. the lessor or the lessee, and 45
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) n. Sewa (lanjutan) n. Leases (continued) Sewa Pembiayaan - sebagai Lessee Finance Lease - as Lessee Suatu sewa diklasifikasikan sebagai sewa pembiayaan jika sewa tersebut mengalihkan secara substansial seluruh risiko dan manfaat yang terkait dengan kepemilikan aset sewa. Sewa tersebut dikapitalisasi sebesar yang lebih kecil nilai wajar aset sewaan dan nilai kini pembayaran sewa minimum. Pembayaran sewa minimum harus dipisahkan antara bagian yang merupakan beban keuangan dan bagian yang merupakan pelunasan liabilitas, sedemikian rupa sehingga menghasilkan suatu tingkat suku bunga periodik yang konstan atas saldo liabilitas. Beban keuangan dibebankan langsung dalam laporan laba rugi. A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership of the leased assets. Such leases are capitalized at the inception of the lease at the fair value of the leased property or, if lower, at the present value of minimum lease payments. Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve a constant periodic rate of interest on the remaining balance of the liability. Finance charges are charged directly to profit or loss. Jika terdapat kepastian yang memadai bahwa lessee akan mendapatkan hak kepemilikan pada akhir masa sewa, aset sewaan disusutkan selama masa penggunaan aset yang diestimasi berdasarkan umur manfaat aset tersebut. Jika tidak terdapat kepastian tersebut, maka aset sewaan disusutkan selama periode yang lebih pendek antara umur manfaat aset sewaan atau masa sewa. Keuntungan atau kerugian yang timbul dari transaksi kembali ditangguhkan dan diamortisasi selama sisa masa sewa. jual dan sewa-balik If there is reasonable certainty that ownership of the capitalized leased asset will be obtained by the end of the lease term, the capitalized leased asset is depreciated over the period of asset use which is based on its estimated useful life. If there is no reasonable certainty that ownership will be obtained by the end of the lease term, the capitalized leased asset is depreciated over the shorter of the estimated useful life of the asset or the lease term. Gains or losses in a sale-and-leaseback transaction are deferred and amortized over the remaining lease term. Suatu sewa diklasifikasikan sebagai sewa operasi jika sewa tidak mengalihkan secara substansial seluruh risiko dan manfaat yang terkait dengan kepemilikan aset. Dengan demikian, pembayaran sewa diakui pada laporan laba rugi dengan dasar garis lurus (straight-line basis) selama masa sewa. A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership of the leased asset. Accordingly, the related lease payments are recognized in profit or loss on a straight- line basis over the lease term. 46 507
The original consolidated financial statements included herein are in the Indonesian language. 508 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) o. Aset minyak dan gas serta panas bumi o. Oil & gas and geothermal properties (i). Aset Eksplorasi dan Evaluasi (i). Exploration and Evaluation Assets Pengeluaran-pengeluaran sehubungan dengan kegiatan eksplorasi dan evaluasi minyak dan gas serta panas bumi dicatat dengan menggunakan metode akuntansi successful efforts. Biaya-biaya yang berdasarkan terjadi lapangan per lapangan. diakumulasikan Oil and natural gas, as well as geothermal exploration and evaluation expenditures are accounted for using the successful efforts method of accounting. Costs are accumulated on a field by field basis. Biaya geologi dan geofisika dibebankan pada saat terjadi. Geological and geophysical costs are expensed as incurred. Biaya-biaya untuk memperoleh hak eksplorasi dan eksploitasi minyak dan gas biaya perolehan aset yang belum terbukti jika cadangan terbukti belum ditemukan, atau sebagai biaya perolehan aset terbukti bila cadangan terbukti telah ditemukan. Biaya terbukti diamortisasi dari tanggal mulai produksi komersial berdasarkan Jumlah estimasi cadangan terbukti. bumi dicatat sebagai perolehan aset Costs to acquire rights to explore for and produce oil and gas are recorded as unproved property acquisition costs for properties where proved reserves have not yet been discovered, or proved property acquisition costs if proved reserves have been discovered. Proved property acquisition costs are amortized from the date of commercial production based on total estimated units of proved reserves. Biaya-biaya sumur eksplorasi dan biaya-biaya pengeboran- dikapitalisasi stratigrafi, sumur sebagai dalam aset dari penyelesaian - sumur eksplorasi dan evaluasi, di dalam aset minyak dan gas bumi hingga ditentukan apakah sumur tersebut menemukan cadangan terbukti. tersebut menemukan Jika cadangan terbukti, kapitalisasi biaya pengeboran sumur dievaluasi terhadap penurunan nilai dan ditransfer menjadi - sumur aset dalam penyelesaian pengembangan sumur tersebut nantinya tidak akan dijadikan sumur produksi). Jika sumur tersebut terbukti, tidak menemukan cadangan biaya pengeboran sumur yang telah dikapitalisasi akan dibebankan ke dalam laporan laba rugi sebagai beban sumur kering (dry hole). pengeboran tes bagian sumur (walaupun The costs of drilling exploratory wells and the costs of drilling exploratory-type stratigraphic test wells are capitalized as part of assets under construction - exploratory and evaluation wells, within oil and gas properties pending determination of whether the wells have found proved reserves. If the wells have found proved reserves, the capitalized costs of drilling the wells are tested for impairment and transferred to assets under construction - development wells (even though the well may not be completed as a production well). If the well has not found proved reserves, the capitalized costs of drilling the well are then charged to profit or loss as a dry hole. 47
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) o. Aset minyak dan gas serta panas bumi o. Oil & gas and geothermal properties (lanjutan) (continued) (i). Aset Eksplorasi dan Evaluasi (i). Exploration and Evaluation Assets (lanjutan) (continued) Aset evaluasi direklasifikasi dari aset eksplorasi dan evaluasi ketika prosedur evaluasi telah selesai. Aset eksplorasi dan evaluasi yang cadangannya secara komersial telah terbukti akan direklasifikasi menjadi aset pengembangan. Aset eksplorasi dan evaluasi diuji penurunan nilai sebelum direklasifikasi keluar dari aset eksplorasi dan evaluasi. eksplorasi dan Exploration and evaluation assets are reclassified and evaluation evaluation completed. procedures Exploration and evaluation assets for which commercially-viable reserves have been to development assets. Exploration and are for evaluation impairment to immediately reclassification out of exploration and evaluation assets. from exploration assets when been have reclassified identified are assets tested prior (ii). Aset Pengembangan (ii). Development Assets Biaya-biaya pengeboran sumur dalam pengembangan biaya pengeboran sumur pengembangan yang tidak menghasilkan sumur pengembangan stratigrafi dikapitalisasi sebagai dalam aset penyelesaian sumur pengembangan hingga proses pengeboran selesai. Pada saat pengembangan sumur telah selesai pada lapangan tertentu, maka sumur tersebut akan ditransfer sebagai sumur produksi. termasuk dan bagian dari The costs of drilling development wells including the costs of drilling unsuccessful development wells and development-type stratigraphic wells are capitalized as part of of construction under development wells until drilling is completed. When the development well is is field, completed on a specific transferred to the production wells. assets it Biaya-biaya sumur ekplorasi dan sumur pengembangan yang menghasilkan (sumur produksi) dideplesikan dengan menggunakan metode unit produksi terbukti sejak berdasarkan cadangan dimulainya produksi komersialnya dari masing-masing lapangan. The costs of successful exploration wells and development wells (production wells) are depleted using a unit-of-production method on the basis of proved reserves, from the date of commercial production of the respective field. (iii). Aset Produksi (iii). Production Assets Aset produksi merupakan agregasi aset eksplorasi dan evaluasi dan pengeluaran pengembangan berhubungan dengan sumur berproduksi. Aset produksi dideplesikan menggunakan metode unit produksi berdasarkan cadangan terbukti sejak dimulainya produksi komersialnya dari masing-masing lapangan. yang Production aggregated exploration and evaluation assets and development expenditures associated with the producing wells. Pro duction assets are depleted using a unit-of-production method on the basis of proved reserves, from the date of commercial production of the respective field. assets are 48 509
The original consolidated financial statements included herein are in the Indonesian language. 510 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) o. Aset minyak dan gas serta panas bumi o. Oil & gas and geothermal properties (lanjutan) (continued) (iv). Aset Minyak dan Gas Serta Panas (iv). Other Oil & Gas and Geothermal Bumi Lainnya Assets Aset minyak dan gas serta panas bumi dengan lainnya disusutkan menggunakan metode lurus taksiran masa manfaat berdasarkan ekonomis atau masa KKS yang relevan, mana yang lebih rendah, sebagai berikut: garis Other oil & gas and geothermal properties are depreciated using the straight-line method over the lesser of their estimated useful lives or the term of the relevant PSCs as follows: Tahun/Years Instalasi Pabrik LPG Bangunan Harta benda modal (HBM) bergerak Sumur panas bumi 3-30 10-20 5-30 2-27 10-20 Installations LPG plant Buildings Moveable assets Geothermal wells Tanah dan hak atas tanah dinyatakan berdasarkan biaya perolehan dan tidak disusutkan. Land and land rights are stated at cost and are not amortized. Masa manfaat dan metode penyusutan ditelaah minimal setiap akhir tahun dan disesuaikan jika diperlukan. Dampak dari setiap revisi diakui dalam laporan laba rugi, ketika perubahan terjadi. secara prospektif The useful lives and methods of depreciation of assets are reviewed, and adjusted prospectively if appropriate, at least at each financial year-end. The effects of any revisions are recognized in profit or loss, when the changes arise. Biaya-biaya setelah pengakuan awal aset diakui sebagai bagian dari nilai tercatat aset atau sebagai aset yang terpisah, sebagaimana mestinya, hanya apabila kemungkinan besar Grup akan mendapatkan manfaat ekonomis masa depan berkenaan dengan aset tersebut dan biaya perolehan aset dapat diukur dengan handal. Nilai tercatat komponen yang diganti lagi diakui. Biaya perbaikan dan pemeliharaan dibebankan rugi dalam ke dalam periode dimana biaya-biaya tersebut terjadi. tidak laporan laba Subsequent costs are included in the asset's carrying amount or recognized as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can reliably. The carrying be measured part amount is derecognized. All other repairs and maintenance are charged to the profit or loss during the financial period in which they are incurred. of the replaced Akumulasi biaya atas pembangunan, instalasi, atau penyelesaian bangunan, pabrik dan fasilitas infrastruktur seperti anjungan dan saluran pipa dikapitalisasi sebagai aset dalam penyelesaian. Biaya- biaya ini direklasifikasi ke aset tetap yang relevan pada saat pembangunan atau instalasinya telah siap untuk digunakan. Penyusutan mulai dibebankan pada saat tersebut. The the construction, installation or completion of buildings, plant and infrastructure facilities such as platforms and pipelines are capitalized as assets under construction. These costs are the relevant fixed asset accounts when the construction or installation is ready for use. Depreciation is charged from that date. accumulated costs of reclassified to 49
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) o. Aset minyak dan gas serta panas bumi o. Oil & gas and geothermal properties (lanjutan) (continued) (v). Hak Kepemilikan Unitisasi atas Operasi (v). Ownership Operation Interest in Unitisation Aset bersama adalah aset dimana setiap pihak mempunyai hak dan kepemilikan bersama. Setiap pihak memiliki hak eksklusif untuk mendapatkan bagian dari aset dan manfaat ekonomis yang dihasilkan oleh aset tersebut. A joint asset is an asset to which each party has rights and often has joint ownership. Each party has exclusive rights to a share of the asset and the economic benefits generated from that asset. Pada unitisasi, operator dan non- operator mempersatukan aset mereka di dalam satu lapangan produksi untuk membentuk satu unit produksi dan sebagai imbalan menerima kepemilikan di dalam unit tersebut. Dengan demikian, unitisasi adalah perjanjian operasi pengendalian aset. bersama Berdasarkan ini, Grup perjanjian mencatat bagiannya atas pengendalian liabilitas yang bersama aset, setiap terjadi, bagiannya atas liabilitas yang terjadi bersama dengan pihak lain yang berkaitan dengan perjanjian bersama, setiap penghasilan dari penjualan atau penggunaan bagiannya atas output ventura bersama, bersama dengan bagiannya atas beban yang terjadi pada ventura bersama. Apabila Grup sebagai operator, Grup akan mengakui piutang dari pihak non-operator (sebesar porsi pihak non-operator atas beban dan pengeluaran modal yang ditanggung oleh operator); jika sebaliknya, Grup akan mengakui utang kepada operator. In a unitisation, all the operating and non- operating participants pool their assets in a producing field to form a single unit and in return receive an undivided interest in that unit. As such, a unitisation operation is a jointly controlled asset arrangement. Under the Group records its share of the joint asset, any liabilities it incurs, its share of any liabilities incurred the other parties relating to the joint arrangement, any revenue from the sale or use of its share of the output of the joint asset and any expenses it incurs in respect of its interest in the joint arrangement. If the Group is recognizes the operator, receivables the other parties (representing the other parties' share of expenses and capital expenditure borne by the operator); otherwise, the Group recognizes payables to the operator. this arrangement, jointly with the Group from p. Utang usaha dan utang lain-lain p. Trade and other payables Utang usaha dan utang lain-lain pada awalnya diakui pada nilai wajar dan kemudian diukur dengan harga perolehan diamortisasi dengan menggunakan metode suku bunga efektif. Utang dikelompokan sebagai liabilitas jangka pendek apabila pembayaran tempo dalam waktu satu tahun atau kurang (atau dalam siklus normal operasi dari bisnis jika lebih lama). Jika tidak, utang usaha tersebut disajikan sebagai liabilitas jangka panjang. jatuh Trade and other payables are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method. Payables are classified as current liabilities if payment is due within one year or less (or in the normal operating cycle of the business if longer). If not, they are presented as non-current liabilities. 50 511
The original consolidated financial statements included herein are in the Indonesian language. 512 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) q. Provisi pembongkaran dan restorasi q. Provision for decommissioning and site restoration Provisi pembongkaran dan restorasi dicatat untuk mengakui kewajiban hukum berkaitan dengan penarikan aset minyak dan gas bumi termasuk fasilitas produksi yang berasal dari akuisisi, konstruksi atau pengembangan dan/atau operasi normal dari aset tersebut. termasuk Penarikan aset penjualan, peninggalan, pendaurulangan atau penghapusan dengan cara lain, adalah penarikan selain penghentian sementara pemakaian. tersebut ini, The provision for decommissioning and site restoration provided for the legal obligations associated with the retirement of oil and gas properties including the production facilities that result from the acquisition, construction or development and/or normal operation of such assets. The retirements of such assets, other than temporary suspension of use, are removal from service including sale, abandonment, recycling or disposal in some other manner. Kewajiban ini diakui sebagai liabilitas pada timbulnya kewajiban konstruktif yang saat berkaitan dengan penarikan sebuah aset. Biaya penarikan aset dalam jumlah yang setara dengan jumlah liabilitas dikapitalisasi sebagai bagian dari suatu aset tertentu dan kemudian dideplesikan selama masa manfaat aset tersebut. Liabilitas ini diukur pada nilai kini dari perkiraan untuk pengeluaran diperlukan kewajiban, menggunakan menyelesaikan tingkat yang mencerminkan penilaian pasar atas nilai waktu uang dan risiko yang terkait dengan kewajiban tersebut. disusutkan atau yang diskonto sebelum pajak These obligations are recognized as liabilities when a constructive obligation with respect to the retirement of an asset is incurred. An asset retirement cost equivalent to these liabilities is the related asset's capitalized as part of carrying value and is subsequently depreciated or depleted over the asset's useful life. These obligations are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the obligation. Perubahan liabilitas tersebut yang timbul dari perubahan estimasi waktu atau jumlah pengeluaran sumber daya untuk ekonomis menyelesaikan tersebut, atau perubahan dalam tingkat diskonto, akan ditambahkan pada atau dikurangkan dari harga perolehan aset yang bersangkutan pada periode berjalan. Jumlah yang dikurangkan dari harga perolehan aset tidak boleh melebihi jumlah tercatatnya. Jika penurunan dalam liabilitas melebihi nilai tercatat aset, kelebihan tersebut segera diakui dalam laporan laba rugi. Jika penyesuaian tersebut menghasilkan penambahan pada harga perolehan aset, Grup akan mempertimbangkan apakah hal ini mengindikasikan bahwa nilai tercatat aset yang baru mungkin tidak dapat dipulihkan secara penuh. Jika terdapat indikasi tersebut, Grup akan melakukan pengujian penurunan nilai terhadap aset tersebut dengan melakukan estimasi atas nilai yang dapat dipulihkan dan akan mencatat kerugian dari penurunan nilai. dalam pengukuran yang diperlukan kewajiban The changes in the measurement of these obligations that result from changes in the estimated timing or amount of the outflow of benefits resources required to settle the obligation, or a change in the discount rate will be added to or deducted from the cost of the related asset in the current period. The amount deducted from the cost of its carrying the asset should not exceed amount. If a decrease in the liability exceeds the carrying amount of the asset, the excess is recognized immediately in the profit or loss. If the adjustment results in an addition to the cost of an asset, the Group will consider whether this is an indication that the new carrying amount of the asset may not be fully recoverable. If there is such an indication, the Group will test the its asset recoverable amount and will account for any impairment loss incurred. embodying economic for impairment by estimating 51
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) q. Provisi pembongkaran dan restorasi q. Provision for decommissioning and site (lanjutan) restoration (continued) Penyisihan untuk hal-hal yang berkaitan tidak berkaitan dengan dengan penarikan aset, dimana Grup merupakan pihak yang bertanggung jawab, diakui ketika: - Grup memiliki kewajiban kini baik yang bersifat hukum maupun konstruktif, sebagai akibat dari peristiwa masa lalu; lingkungan yang besar kemungkinan penyelesaian liabilitas tersebut mengakibatkan arus keluar sumber daya; dan Provision for environmental issues that may not involve the retirement of an asset, where the Group is a responsible party, is recognized when:
the Group has a present legal or constructive obligation as a result of past events; it is probable that an outflow of resources will be required to settle the obligation; and estimasi yang andal mengenai liabilitas tersebut dapat ditentukan. jumlah
the amount has been reliably estimated. Kewajiban penarikan aset untuk fasilitas hilir secara umum baru dapat dipastikan pada saat fasillitas tersebut ditutup secara permanen dan dibongkar. Namun demikian, ini memiliki umur yang tidak terbatas berdasarkan rencana kelanjutan penggunaannya dan dengan demikian, nilai wajar dari liabilitas hukum bersyarat ini tidak dapat diukur karena tanggal penyelesaian di masa depan dari liabilitas tidak dapat diperkirakan. Grup melakukan evaluasi secara berkala atas aset di hilir untuk menentukan apakah ada perubahan dalam fakta dan kondisi yang ada yang dapat menyebabkan timbulnya kewajiban penarikan aset. fasilitas tersebut Asset retirement obligations for downstream facilities generally become firm at the time the facilities are permanently shutdown and sites have dismantled. However, indeterminate for continued operations, and as such, the fair value of the conditional legal obligations cannot be measured, since it is impossible to estimate the future settlement dates of such obligation. The Group performs periodic reviews of its downstream assets for any changes in facts require and recognition of asset retirement obligations. these lives based on plans circumstances that might r. Pengakuan pendapatan dan beban r. Revenue and expense recognition (i) Pendapatan (i) Revenue Pendapatan produksi minyak mentah dan gas bumi diakui berdasarkan metode provisional entitlements pada saat lifting. Perbedaan lifting aktual minyak mentah dan gas bumi menghasilkan piutang ketika entitlements final melebihi lifting minyak mentah dan gas bumi (posisi underlifting) dan menghasilkan utang ketika lifting minyak mentah dan gas bumi melebihi entitlements final (posisi overlifting). Volume underlifting dan overlifting dinilai berdasarkan harga rata- rata tertimbang tahunan Minyak Mentah (untuk minyak Indonesia mentah) dan harga yang ditetapkan dalam Perjanjian Jual Beli Gas yang bersangkutan (untuk gas bumi).
("ICP") Revenues from the production of crude oil and natural gas are recognized on the basis of the provisional entitlements method at the point of lifting. Differences between the actual liftings of crude oil and natural gas result in a receivable when final entitlements exceed liftings of crude oil and gas (underlifting position) and in a payable when lifting of crude oil and gas (overlifting exceed position). Underlifting and overlifting volumes are valued based on the annual weighted average Indonesian Crude Price ("ICP") (for crude oil) and price as determined in the respective Sale and Purchase Contract (for gas). final entitlements 52 513
The original consolidated financial statements included herein are in the Indonesian language. 514 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) r. Pengakuan pendapatan dan beban r. Revenue and expense recognition (lanjutan) (continued) (i) Pendapatan (lanjutan) (i) Revenue (continued) Perusahaan mengakui pendapatan subsidi ketika Perusahaan menjual produk atas subsidinya. subsidi dan berhak The Company recognizes subsidy revenue as the subsidy products and becomes entitled to the subsidy. it sells Pendapatan dari penjualan barang dan jasa masing-masing diakui pada saat risiko dan manfaat kepemilikan barang secara signifikan telah berpindah kepada pembeli dan pada saat jasa diberikan. Revenue from sales of goods and services is recognized when the significant risks and rewards of ownership of the goods are transferred to the buyer and when such services are performed, respectively. Pendapatan denda yang berasal dari piutang penjualan produk BBM yang tertunggak diakui pada saat Perusahaan dan pelanggan tersebut menyepakati jumlah denda dan ada bukti-bukti bahwa pelanggan untuk membayar denda. berkomitmen Penalty income from overdue receivables from BBM sales is recognized when the Company and its customers agree on the amount of the penalties and there is customers have evidence committed to pay the penalties. that the Biaya dan pendapatan sehubungan dengan penjualan listrik antara PGE, kontraktor dan PT Perusahaan Listrik Negara (Persero) ("PLN") dicatat berdasarkan Energy Sales Contracts dalam KOB. KOB tersebut mengharuskan penjualan listrik dari kontraktor KOB ke PLN dilakukan melalui PGE pada nilai yang sama listrik dari dengan biaya pembelian kontraktor KOB. panas bumi The cost and revenue involving sales of electricity geothermal among PGE, contractors and PT Perusahaan Listrik Negara (Persero) ("PLN") are recorded based on Energy Sales Contracts under a JOC. The contracts stipulate that the sale of electricity from the JOC contractors to PLN is to be made through PGE in the same amount of the purchase costs as the electricity from the JOCs. (ii) Beban (ii) Expense Beban diakui pada saat berdasarkan konsep akrual. terjadinya Expense is recognized when incurred on an accrual basis. 53
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) s. Program pensiun dan imbalan kerja s. Pension plan and employee benefits (i) Kewajiban pensiun (i) Pension obligations Grup di Entitas-entitas menggunakan berbagai skema pensiun. Grup memiliki program imbalan pasti dan iuran pasti. Program iuran pasti adalah program yang mewajibkan Grup membayar sejumlah iuran tertentu kepada entitas terpisah. Grup tidak memiliki kewajiban hukum dan konstruktif untuk membayar iuran lebih lanjut jika entitas tersebut tidak memiliki aset yang cukup untuk membayar seluruh imbalan pascakerja sebagai imbalan atas jasa yang diberikan pekerja pada periode berjalan dan periode lalu. dalam imbalan pascakerja Entities within the Group operate various pension schemes. The Group has both defined benefit and defined contribution plans. A defined contribution plan is a pension plan under which the Group pays fixed contributions into a separate entity. The Group has no legal or constructive obligations to pay further contributions if the fund does not hold sufficient assets to pay all employee the benefits relating to employee service in the current and prior years. Program imbalan pasti adalah program pensiun yang bukan merupakan program iuran pasti. Program imbalan pasti adalah program pensiun yang menentukan jumlah imbalan pascakerja yang akan diterima seorang karyawan pada saat pensiun, biasanya berdasarkan pada satu atau lebih faktor seperti usia, masa kerja dan kompensasi. A defined benefit plan is a pension plan that is not a defined contribution plan. Typically, a defined benefit plan defines an amount of pension benefit that an employee will retirement, usually dependent on one or more factors such as age, years of service and compensation. receive on Grup harus menyediakan jumlah minimal imbalan pensiun sesuai dengan Undang- Ketenagakerjaan Undang No. 13/2003 atau Perjanjian Kerja Bersama ("PKB") Grup, mana yang lebih tinggi. Karena UU Ketenagakerjaan atau PKB menentukan rumus tertentu untuk imbalan menghitung program pensiun, pensiun UU atau PKB adalah Ketenagakerjaan program imbalan pasti. ("UU") jumlah minimal pada dasarnya, berdasarkan to provide a The Group minimum amount of pension benefit in accordance with Labour Law No. 13/2003 the Group's Collective Labour or Agreement ("the CLA"), whichever is higher. Since the Labour Law or the CLA sets the minimum amount of pension benefits, in substance pension plans under the Labour Law or the CLA represent defined benefit plans. is required the formula for determining Kewajiban program pensiun imbalan pasti yang diakui dalam laporan posisi keuangan adalah nilai kini kewajiban imbalan pasti pada laporan keuangan dikurangi nilai wajar aset program. tanggal The liability recognized in the statement of financial position in respect of the defined benefit pension plans is the present value of the defined benefit obligation at the end of the reporting date less the fair value of plan assets. 54 515
The original consolidated financial statements included herein are in the Indonesian language. 516 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) s. Program pensiun dan imbalan kerja s. Pension plan and employee benefits (lanjutan) (continued) (i) Kewajiban pensiun (lanjutan) (i) Pension obligations (continued) pasti Besarnya perhitungan ditentukan aktuaris independen yang dilakukan secara tahunan menggunakan metode projected unit credit. Nilai kini kewajiban imbalan dengan mendiskonto estimasi arus kas keluar masa depan menggunakan tingkat suku bunga obligasi korporat berkualitas tinggi dalam mata uang yang sama dengan mata uang imbalan yang akan dibayarkan dan waktu jatuh tempo yang kurang lebih sama dengan waktu jatuh tempo imbalan yang bersangkutan. Jika tidak terdapat pasar aktif untuk obligasi korporat tersebut, digunakan tingkat suku bunga obligasi pemerintah. kewajiban imbalan berdasarkan pasti ditentukan is The calculated annually by independent actuaries using the projected unit credit method. The present value of the defined is determined by benefit obligation discounting the estimated future cash outflows using the interest rates of high quality are denominated in the currency in which the benefits will be paid, and that have terms of maturity approximating the terms of the related pension obligations. If there is no deep market for such bonds, the market rates on government bonds are used. defined benefit obligation corporate bonds that Beban yang diakui di laporan laba rugi kini, termasuk beban/pendapatan bunga, biaya jasa lalu dan keuntungan/kerugian penyelesaian. Keuntungan dan kerugian dari kurtailmen atau penyelesaian program manfaat pasti atau ketika diakui penyelesaian tersebut terjadi. biaya jasa kurtailmen Expense charged to profit or loss includes interest current expense/income, past service cost and gains and losses on settlements. Gains or losses on the curtailment or settlement of a defined benefit plan are recognized the curtailment or settlement when occurs. service costs, Pengukuran kembali yang timbul dari program pensiun manfaat pasti diakui dalam penghasilan komprehensif lain. Pengukuran kembali terdiri keuntungan dan kerugian aktuaria, imbal hasil aset program (diluar pendapatan bunga yang sudah diakumulasi dalam perhitungan bunga neto (aset)) dan setiap perubahan atas dampak batas atas aset (diluar pendapatan sudah diakumulasi dalam perhitungan bunga neto (aset)). bunga yang Remeasurements arising from defined benefit retirement plans are recognized in income. other Remeasurements actuarial gains and losses, the return on plan assets (excluding amounts included in net interest on the net defined benefit liability (asset)) and any change in the effect of the asset ceiling (excluding amounts included in net interest on the net defined benefit liability (asset)). comprehensive comprise Pesangon pemutusan kontrak kerja terhutang ketika Grup memberhentikan hubungan kerja sebelum usia pensiun normal atau ketika karyawan menerima penawaran mengundurkan diri secara sukarela dengan kompensasi imbalan pesangon. Termination benefits are payable when an employee's employment is terminated by the Group before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. 55
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) s. Program pensiun dan imbalan kerja s. Pension plan and employee benefits (lanjutan) (continued) (i) Kewajiban pensiun (lanjutan) (i) Pension obligations (continued) Grup mengakui pesangon pemutusan kontrak kerja pada tanggal yang lebih awal diantara: (a) ketika entitas tidak dapat lagi menarik tawaran atas imbalan (b) ketika perusahaan tersebut; dan mengakui biaya untuk restrukturisasi yang melibatkan pembayaran pesangon. Dalam hal terdapat penawaran untuk mendorong pengunduran diri secara sukarela, pesangon pemutusan kontrak kerja jumlah karyawan yang diperkirakan menerima tawaran tersebut. Pesangon yang jatuh tempo lebih dari 12 bulan setelah periode pelaporan harus didiskontokan ke nilai masa kini. diukur berdasarkan The Group recognizes the termination benefits at the earlier of the following dates: (a) when the group can no longer withdraw the offer of those benefits; and (b) when it recognizes restructuring costs involving termination benefits. In the case of an offer made to encourage voluntary the termination benefits are measured based on the number of employees who are expected to accept the offer. Benefits falling due more than 12 months after the end of the reporting period are discounted to their present value. the payment of redundancy, (ii) Kewajiban pascakerja lainnya (ii) Other post-employment obligations dalam Grup Beberapa kesehatan memberikan pascakerja bagi pekerja yang telah memasuki masa pensiun. Imbalan ini tetap diberikan kepada pekerja yang bekerja sampai usia pensiun dan memenuhi masa kerja minimum. Biaya yang diharapkan timbul atas imbalan ini terhutang selama masa kerja dengan menggunakan metode projected unit credit. Kewajiban ini dinilai setiap tahun oleh aktuaris independen. entitas di imbalan the Group provide Companies within to "post-retirement" healthcare benefits their retired employee. This benefit is eligible for the employee that remains retirement age and working up approaching a minimum service period. The expected cost of is accrued over the period of employment using the projected unit credit method. is valued annually by This obligation independent qualified actuaries. to this benefit t. Transaksi dan saldo dalam denominasi t. Transactions and balances in non-US Dollar non-Dolar AS denomination Unsur-unsur yang disertakan dalam laporan keuangan setiap entitas anggota Grup diukur menggunakan mata uang yang sesuai dengan lingkungan ekonomi utama di mana entitas beroperasi (mata uang fungsional). Items included in the financial statements of each of the Group's entites are measured using the currency of the primary economic environment in which the entity operates (the functional currency). Laporan keuangan konsolidasian disajikan dalam Dolar AS yang merupakan mata uang fungsional Perusahaan. The consolidated financial statements are presented in US Dollar, which is the Company's functional currency. 56 517
The original consolidated financial statements included herein are in the Indonesian language. 518 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) t. Transaksi dan saldo dalam denominasi t. Transactions and balances in non-US Dollar non-Dolar AS (lanjutan) denomination (continued) Transaksi dalam mata uang selain Dolar AS dijabarkan ke dalam mata uang Dolar AS dengan menggunakan kurs yang berlaku pada tanggal tanggal pelaporan, aset dan liabilitas moneter dalam mata uang selain Dolar AS dijabarkan ke dalam mata uang Dolar AS menggunakan kurs penutup. Kurs yang digunakan sebagai acuan adalah kurs yang dikeluarkan oleh Bank Indonesia. Keuntungan dan kerugian selisih kurs yang timbul dari penyelesaian transaksi dalam mata uang asing dan dari penjabaran aset dan liabilitas moneter dalam mata uang asing diakui di dalam laporan laba rugi, kecuali jika ditangguhkan di dalam ekuitas sebagai lindung nilai lindung nilai arus kas dan investasi neto yang memenuhi syarat. transaksi. Pada setiap Non-US Dollar currency transactions are translated into US Dollar using the exchange rates prevailing at the dates of the transactions. At each reporting date, monetary assets and liabilities denominated in non-US Dollar currency are translated into US Dollar using the closing exchange rate. The exchange rate used as a benchmark is the rate which is issued by Bank Indonesia. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at period- end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the profit or loss, except when deferred in equity as qualifying cash flows hedges and qualifying net investment hedges. Untuk entitas anak dalam negeri dan luar negeri, yang bukan merupakan bagian integral dari operasi Perusahaan dan mata uang fungsionalnya bukan Dolar AS, aset dan liabilitasnya dijabarkan ke dalam mata uang Dolar AS dengan menggunakan kurs penutup yang berlaku pada tanggal laporan posisi dengan keuangan. menggunakan kurs historis. Pendapatan dan beban dijabarkan dengan menggunakan kurs rata-rata selama periode yang bersangkutan. Ekuitas dijabarkan For domestic and foreign subsidiaries that are not integral to the Company's operations and for which the functional currency is not the US Dollar, the assets and liabilities are translated into US Dollars at the exchange rates prevailing at the date of statement of financial position. The equity is translated at historical exchange rates. The revenue and expenses are translated at average exchange rates for the period. Nilai tukar yang digunakan pada tanggal- tanggal 31 Desember 2016 dan 2015 masing- masing adalah sebagai berikut (nilai penuh): of rates The December 31, 2016 and 2015 were as follows (full amount): exchange used as 2016 2015 1.000 Rupiah/Dolar AS Dolar Singapura/Dolar AS 100 Yen Jepang/Dolar AS Dolar Hong Kong/Dolar AS Euro/Dolar AS Ringgit Malaysia/Dolar AS Dinar Aljazair/Dolar AS 0,07 0,69 0,86 0,13 1,05 0,22 0,01 0,07 0,71 0,83 0,13 1,09 0,23 0,01 1,000 Rupiah/US Dollar Singapore Dollar/US Dollar 100 Japanese Yen/US Dollar Hong Kong Dollar/US Dollar Euro/US Dollar Malaysian Ringgit/US Dollar Algeria Dinar/US Dollar u. Pajak penghasilan u. Income tax Metode balance sheet liability diterapkan untuk menentukan penghasilan. Berdasarkan metode ini, beban pajak kini dihitung berdasarkan taksiran laba kena pajak liabilitas pajak tahun berjalan. Aset dan tangguhan diakui untuk semua perbedaan temporer yang timbul antara jumlah aset dan liabilitas komersial dengan perhitungan pajak pada setiap tanggal pelaporan. beban pajak The balance sheet liability method is applied to determine income tax expense. Under this method, current tax expense is provided based on the estimated taxable income for the year. liabilities are Deferred recognized for temporary differences between commercial assets and liabilities and the tax bases at each reporting date. tax assets and 57
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) u. Pajak penghasilan (lanjutan) u. Income tax (continued) Aset dan tangguhan yang berasal dari kegiatan diluar kegiatan KKS dihitung dengan menggunakan tarif pajak yang berlaku atau secara substansif telah berlaku pada tanggal pelaporan keuangan. Untuk aset dan liabilitas pajak tangguhan terkait kegiatan KKS dihitung dengan menggunakan tarif pajak yang berlaku pada tanggal efektifnya KKS atau tanggal perpanjangan atau tanggal perubahan KKS. Perubahan nilai tercatat aset dan liabilitas pajak tangguhan yang disebabkan oleh perubahan tarif pajak dibebankan pada transaksi- tahun berjalan, kecuali untuk transaksi yang sebelumnya telah langsung dibebankan atau dikreditkan ke ekuitas. liabilitas pajak Deferred tax assets and liabilities involving activities other than PSCs activities are measured at the tax rates that have been enacted or substantively enacted at the tax assets and reporting date. Deferred liabilities are measured at the tax rates in effect at the effective dates of the PSCs or extensions or amendments of such PSCs. Changes in deferred tax assets and liabilities as a result of amendments of tax rates are recognized in the current year, except for transactions previously charged or credited directly to equity. involving PSCs activities tangguhan yang berhubungan Aset pajak dengan saldo rugi fiskal yang belum digunakan dan biaya KKS yang belum memperoleh penggantian diakui apabila besar kemungkinan jumlah laba fiskal pada masa mendatang akan memadai untuk dikompensasi dengan saldo rugi fiskal yang belum digunakan dan biaya KKS yang belum memperoleh penggantian. (unrecovered costs) Deferred tax assets relating to the carry forward of unused tax losses and unrecovered PSCs costs are recognized to the extent that it is probable that in the future, taxable income will be available against the unused tax losses and unrecovered PSCs costs. Grup secara periodik mengevaluasi posisi yang dilaporkan di Surat Pemberitahuan Tahunan ("SPT") sehubungan dengan situasi di mana belaku membutuhkan interpretasi. Jika perlu, Grup menentukan penyisihan berdasarkan jumlah yang diharapkan akan dibayar kepada otoritas pajak. aturan pajak yang The Group periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulations are subject to interpretation. Where appropriate, it establishes provision based on the amounts expected to be paid to the tax authorities. Koreksi terhadap kewajiban perpajakan dicatat pada saat surat ketetapan pajak diterima, atau dalam hal Grup mengajukan banding, ketika: tersebut (1) pada ditetapkan, kecuali bila terdapat ketidakpastian yang signifikan atas hasil banding tersebut, maka koreksi berdasarkan surat ketetapan pajak terhadap liabilitas perpajakan tersebut dicatat pada saat pengajuan banding dibuat, atau (2) pada saat dimana berdasarkan pengetahuan dari perkembangan atas kasus lain yang serupa dengan kasus yang sedang dalam proses banding, berdasarkan ketentuan Pengadilan Pajak atau Mahkamah Agung, dimana hasil yang diharapkan dari proses banding secara signifikan tidak pasti, maka pada saat itu perubahan kewajiban perpajakan diakui berdasarkan jumlah ketetapan pajak yang diajukan banding. saat hasil banding Amendments taxation obligations are recorded when an assessment is received, or for assessment amounts appealed against by the Group, when: (1) the result of the appeal is determined, unless significant uncertainty as to the outcome of such an appeal, in which event the impact of the amendment of tax obligations based on an assessment is recognized at the time of making such appeal, or (2) at the time based on knowledge of developments in similar cases involving matters appealed, in rulings by the Tax Court or the Supreme Court, where a positive appeal outcome is adjudged to be significantly uncertain, the impact of an amendment of tax obligations is recognized based on the assessment amounts appealed. to there is in which event 58 519
The original consolidated financial statements included herein are in the Indonesian language. 520 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) v. Informasi segmen v. Segment information Segmen operasi adalah suatu komponen dari entitas: a. yang terlibat dalam aktivitas bisnis yang dan memperoleh menimbulkan (termasuk pendapatan dan beban terkait dengan transaksi dengan komponen lain dari entitas yang sama); pendapatan beban An operating segment is a component of an enterprise: a. that engages in business activities from which it may earn revenues and incur expenses and expenses related to the transactions with different components within the same entity); (including revenue b. hasil operasinya dikaji ulang secara reguler keputusan operasional untuk membuat keputusan tentang sumber daya yang dialokasikan tersebut dan menilai pada segmen kinerjanya; dan tersedia informasi keuangan yang dapat dipisahkan. oleh pengambil c. regularly b. whose operating chief reviewed by operating decision maker to make decisions about resources to be allocated its to perfomance; and for which discrete financial information is available. results are the enterprise's the segment and to assess c. w. Penurunan nilai aset non-keuangan w. Impairment of non-financial assets Aset tidak yang memiliki umur manfaat terbatas - sebagai contoh, goodwill atau aset takberwujud yang belum siap digunakan - tidak pengujian diamortisasi penurunan nilai secara tahunan. dan dilakukan Assets that have an indefinite useful life - for example, goodwill or intangible assets not ready for use - are not subject to amortization and are tested annually for impairment. Aset yang diamortisasi atau didepresiasi diuji terdapat terhadap penurunan nilai ketika indikasi bahwa nilai tercatatnya mungkin tidak dapat dipulihkan. Penurunan nilai diakui jika nilai tercatat aset melebihi jumlah terpulihkan. Jumlah terpulihkan adalah yang lebih tinggi antara nilai wajar aset dikurangi biaya pelepasan dan nilai pakai aset. Dalam menentukan aset penurunan nilai, dikelompokkan pada tingkat yang paling rendah dimana terdapat arus kas yang dapat diidentifikasi (unit penghasil kas). Aset non- keuangan selain goodwill yang mengalami penurunan nilai diuji setiap tanggal pelaporan terdapat untuk kemungkinan pemulihan penurunan nilai. menentukan apakah Assets that are subject to amortization or impairment reviewed depreciation are whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized in the amount by which the asset's carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset's fair value less costs to sell and value in use. For purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (Cash- Generating Units or CGUs). Non-financial assets other that suffer an than goodwill impairment are reviewed for possible reversal of the impairment at each reporting date. for x. Biaya emisi penerbitan obligasi x. Bonds issue costs Biaya emisi penerbitan obligasi disajikan sebagai pengurang utang obligasi sebagai bagian dari liabilitas tidak lancar pada laporan posisi keuangan konsolidasian. Bonds issue costs are presented as a deduction from bonds payable as part of non- current liabilities in the consolidated statements of financial position. Selisih antara hasil emisi neto dengan nilai nominal merupakan diskonto yang diamortisasi dengan metode suku bunga efektif selama jangka waktu utang obligasi. The difference between net proceeds and nominal value represents a discount which is amortized using the effective interest method over the term of the bonds. 59
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) y. Pengaturan bersama y. Joint arrangements Grup merupakan pihak dalam pengaturan bersama pengaturan kontraktual yang memberikan pengendalian bersama atas aktivitas relevan kepada Grup dan minimal satu pihak lainnya. Pengendalian bersama diuji dengan prinsip yang sama dengan penilaian pengendalian atas entitas anak. apabila terdapat The Group is a party to a joint arrangement when there is a contractual arrangement that confers joint control over the relevant activities of the arrangement to the Group and at least one other party. Joint control is assessed under the same principles as control over subsidiaries. Grup mengklasifikasikan dalam pengaturan bersama sebagai berikut: - Ventura bersama: ketika Grup memiliki hak hanya pada net aset dari pengaturan bersama kepentingannya The Group classifies arrangements as either: - Joint ventures: where the Group has rights joint its in interests the net assets of to only arrangement the joint Operasi bersama: ketika Grup memiliki hak atas aset dan kewajiban atas liabiltas yang terkait dengan pengaturan bersama. Joint operations: where the Group has both the rights to assets and obligations for the liabilities of the joint arrangement. klasifikasi Dalam melakukan kepentingan dalam pengaturan bersama, Grup mempertimbangkan hal-hal berikut: - struktur pengaturan bersama - bentuk hukum pengaturan bersama apabila penilaian dibentuk melalui kendaraan terpisah - persyaratan pengaturan kontraktual In assessing the classification of interests in joint arrangements, the Group considers: -
the structure of the joint arrangement the structured through a separate vehicle the the contractual arrangement agreement legal form of joint arrangements terms of joint ketika relevan, fakta dan keadaan lain (termasuk semua perjanjian kontraktual lainnya). any other facts and circumstances (including any other contractual arrangements). Grup mencatat kepentingannya dalam ventura bersama menggunakan metode ekuitas. The Group accounts for its interests in joint ventures using the equity method. Selisih lebih biaya investasi pada ventura bersama dibandingkan dengan nilai wajar aset teridentifikasi, liabilitas dan liabilitas kontinjen teridentifikasi yang diakuisisi, dikapitalisasi dan termasuk dalam jumlah tercatat investasi pada ventura bersama. Jika terdapat indikasi bahwa investasi pada ventura bersama mengalami penurunan nilai, maka dilakukan uji penurunan nilai dengan cara yang sama dengan uji penurunan nilai pada aset nonkeuangan. Any premium paid for an investment in a joint venture above the fair value of the Group's share of the identifiable assets, liabilities and contingent liabilities acquired is capitalized and included the investment in joint venture. Where there is objective evidence that the investment in a joint venture has been impaired the carrying amount of the investment is tested for impairment in the same way as non-financial assets. in the carrying amount of Grup mencatat kepentingannya dalam operasi bersama dengan mengakui hak atas aset, bagian atas liabilitas, pendapatan dan beban sesuai dengan ketentuan hak dan kewajiban dalam ketentuan kontraktual. The Group accounts for its interests in joint operations by recognising its share of assets, liabilities, revenues and expenses in accordance with rights and obligations. its contractually conferred 60 521
The original consolidated financial statements included herein are in the Indonesian language. 522 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) z. Modal saham z. Share capital Saham biasa dikelompokkan sebagai ekuitas. Ordinary shares are classified as equity. langsung yang berkaitan dengan Biaya penerbitan saham baru disajikan sebagai pengurang ekuitas, neto setelah pajak, dari jumlah yang diterima. Incremental costs directly attributable to the issue of new shares are shown in equity as a deduction, net of tax, from the proceeds. aa. Dividen aa. Dividends Pembagian dividen kepada pemegang saham diakui laporan keuangan konsolidasian Grup dalam periode tersebut dimana diumumkan. sebagai liabilitas dalam pembagian dividen Dividend distribution to the shareholders is recognized as a the Group consolidated financial statements in the period in which the dividends are declared. liability in ab. Biaya pinjaman ab. Borrowing costs Biaya pinjaman merupakan bunga dan selisih kurs pinjaman yang diterima dalam mata uang asing (amortisasi diskonto/premi dari pinjaman diterima, dll) yang terjadi sehubungan dengan peminjaman dana. dan biaya lainnya Borrowing costs are interest and exchange differences on foreign currency denominated borrowings and other costs (amortization of discounts/premiums etc) on incurred in connection with the borrowing of funds. borrowings, Biaya pinjaman yang dapat diatribusikan perolehan, secara konstruksi, atau pembuatan aset kualifikasian dikapitalisasi sebagai bagian dari biaya perolehan aset tersebut. Biaya pinjaman lainnya diakui sebagai beban pada saat terjadinya. langsung dengan Borrowing costs which are directly attributable to the acquisition, construction, or production of qualifying assets are capitalized as part of the acquisition cost of the qualifying assets. Other borrowing costs are recognized as expense in the period in which they are incurred. Jika Grup meminjam dana secara khusus untuk tujuan memperoleh aset kualifikasian, maka entitas menentukan jumlah biaya pinjaman yang layak dikapitalisasikan sebesar biaya pinjaman aktual yang terjadi selama tahun berjalan dikurangi penghasilan investasi atas investasi sementara dari pinjaman tersebut. To the extent that the Group borrows funds specifically for the purpose of obtaining a the qualifying asset, the entity determines amount of borrowing costs eligible for capitalization as the actual borrowing cost incurred on that borrowing during the year less any temporary income on investment of those borrowings. investment the aset Jika kualifikasian dihentikan dalam suatu periode yang berkepanjangan, Grup menghentikan kapitalisasi biaya pinjaman selama periode tersebut. pengembangan aktif atas The Group suspends capitalization of borrowing costs during extended periods in which it suspends active development of a qualifying asset. Kapitalisasi biaya pinjaman dihentikan saat selesainya secara substansial seluruh aktivitas yang diperlukan untuk mempersiapkan aset kualifikasian agar dapat digunakan atau dijual sesuai dengan maksudnya. The Group ceases capitalizing borrowing costs when substantially all the activities necessary to prepare the qualifying asset for its intended use or sale are complete. 61
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 2. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan) 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) ac. Pengukuran nilai wajar ac. Fair value measurement Pengukuran nilai wajar didasarkan pada asumsi bahwa transaksi untuk menjual aset atau mengalihkan liabilitas akan terjadi: - di pasar utama untuk aset atau liabilitas
tersebut atau; jika tidak terdapat pasar utama, di pasar yang paling menguntungkan untuk aset atau liabilitas tersebut. The fair value measurement is based on the presumption that the transaction to sell the asset or transfer the liability takes place either: - in the principal market for the asset or liability or; in the absence of a principal market, in the most advantageous market for the asset or liability.
Grup harus memiliki akses ke pasar utama atau pasar yang paling menguntungkan pada tanggal pengukuran. Nilai wajar aset atau liabilitas diukur menggunakan asumsi yang ketika akan menentukan harga aset atau liabilitas tersebut, dengan asumsi bahwa pelaku pasar bertindak ekonomi terbaiknya. digunakan pelaku pasar dalam kepentingan The Group must have access to the principal or the most advantageous market at the measurement date. The fair value of an asset or a liability is measured using the assumptions that market participants would use when pricing the asset or liability, assuming that market participants act in their economic best interest. Pengukuran nilai wajar aset non-keuangan memperhitungkan kemampuan pelaku pasar untuk menghasilkan manfaat ekonomik dalam dengan penggunaan tertinggi dan terbaiknya, atau dengan menjualnya kepada pelaku pasar lain yang akan menggunakan aset tersebut dalam penggunaan tertinggi dan terbaiknya. menggunakan aset A fair value measurement of a non-financial asset takes into account a market participant's ability to generate economic benefits by using the asset in its highest and best use or by selling it to another market participant that would use the asset in its highest and best use. Ketika Grup menggunakan teknik penilaian, maka Grup memaksimalkan penggunaan input yang dapat diobservasi yang relevan dan meminimalkan penggunaan input yang tidak dapat diobservasi. When the Group uses valuation techniques, it maximizes the use of relevant observable inputs and minimizing the use of unobservable inputs. Seluruh aset dan liabilitas yang mana nilai wajar aset atau liabilitas tersebut diukur atau diungkapkan, dikategorikan dalam hirarki nilai wajar sebagai berikut: - Tingkat 1 (tanpa penyesuaian) di pasar aktif untuk aset atau liabilitas yang identik; harga kuotasian All assets and liabilities for which fair value is measured or disclosed financial statements are categorized within the fair value hierarchy as follows: - Level 1 - quoted (unadjusted) market prices in active markets for identical assets or liabilities; in the Tingkat 2 - teknik penilaian dimana level input terendah yang signifikan terhadap pengukuran nilai wajar dapat diobservasi, baik secara tidak langsung; langsung maupun Level 2 - valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; Tingkat 3 - teknik penilaian dimana level input terendah yang signifikan terhadap pengukuran nilai wajar tidak dapat diobservasi. Untuk aset dan liabilitas yang diukur pada nilai laporan secara berulang dalam wajar keuangan konsolidasian, maka Grup menentukan apakah telah terjadi transfer di antara level hirarki dengan menilai kembali pengkategorian level nilai wajar pada setiap akhir periode pelaporan. Level 3 - valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable. For assets and liabilities that are recognized in the consolidated financial statements on a recurring basis, the Group determines whether there are the hierarchy by re-assessing categorization at the end of each reporting period. transfers between levels in 62 523
The original consolidated financial statements included herein are in the Indonesian language. 524 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN 3. MANAGEMENT'S USE OF ESTIMATES, DAN ASUMSI MANAJEMEN JUDGEMENTS AND ASSUMPTIONS Dalam penerapan kebijakan akuntansi Grup seperti yang diungkapkan dalam Catatan 2 pada laporan keuangan harus membuat estimasi, pertimbangan dan asumsi atas nilai tercatat aset dan liabilitas yang tidak tersedia oleh sumber-sumber lain. konsolidasian, manajemen In the Group's accounting policies, which are described in Note 2 to the consolidated financial statements, management is judgements and required assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. the application of to make estimates, Estimasi dan asumsi tersebut dibuat berdasarkan yang pengalaman historis dan dipertimbangkan relevan. faktor lain These estimates and assumptions are based on historical experience and other factors that are considered to be relevant. Manajemen berkeyakinan bahwa pengungkapan berikut estimasi, pertimbangan dan asumsi signifikan yang dibuat terhadap oleh manajemen, yang berpengaruh dilaporkan jumlah-jumlah serta pengungkapan keuangan laporan konsolidasian. telah mencakup ikhtisar yang dalam Management believes that the following represent a summary of the significant estimates, judgements that affected certain and assumptions made reported amounts and disclosures the consolidated financial statements. in a. Pertimbangan a. Judgements Pertimbangan-pertimbangan berikut dibuat oleh manajemen dalam proses penerapan kebijakan akuntansi Grup yang memiliki terhadap dampak yang paling signifikan jumlah-jumlah yang diakui dalam laporan keuangan konsolidasian: The by management in the process of applying the Group's accounting policies, have the most significant effects on the amounts recognized in the consolidated financial statements: following judgements, made i. Biaya eksplorasi dan evaluasi i. Exploration and evaluation expenditure Kebijakan akuntansi Perusahaan dan Entitas Anak untuk biaya eksplorasi dan tertentu evaluasi mengakibatkan biaya dikapitalisasi untuk sebuah area of interest yang dianggap dapat dipulihkan oleh eksploitasi di masa depan atau penjualan atau dimana kegiatan belum mencapai yang memungkinkan tahap dilakukan penilaian yang wajar atas ini keberadaan cadangan. Kebijakan mengharuskan untuk membuat estimasi dan asumsi tertentu atas peristiwa dan keadaan di masa depan, operasi eksploitasi dapat dilaksanakan secara ekonomis. tertentu manajemen khususnya apakah The and Subsidiaries' accounting policies for exploration and in certain evaluation expenditure result items of expenditure being capitalized for an area of interest where it is considered likely future exploitation or sale or where the activities have not reached a stage which permits a reasonable assessment of the existence of reserves. This policy requires management to make certain estimates and assumptions as to future events and circumstances, in particular whether an economically viable extraction operation can be established. Company's to be recoverable by tersebut Setiap perkiraan dan asumsi dapat tersedianya informasi baru. Jika, setelah dilakukan kapitalisasi berdasarkan kebijakan ini, suatu pertimbangan dibuat bahwa pemulihan biaya dianggap tidak dimungkinkan, telah biaya dikapitalisasi tersebut akan dibebankan ke dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian. berubah seiring atas biaya yang Any such estimates and assumptions may change as new information becomes available. If, after having capitalized the expenditure in accordance with the policy, a judgement is made that recovery of the expenditure relevant is unlikely, capitalized amount will be written off in the consolidated statement of profit or loss and other comprehensive income. the 63
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, a. Pertimbangan (lanjutan) a. Judgements (continued) ii. Biaya pengembangan ii. Development expenditure Kegiatan pengembangan dimulai setelah dilakukan pengesahan proyek oleh tingkat manajemen berwenang. yang Pertimbangan diterapkan oleh manajemen dalam menentukan kelayakan suatu Dalam proyek melakukan pertimbangan ini, manajemen perlu membuat estimasi dan asumsi tertentu yang serupa dengan kapitalisasi biaya eksplorasi dan evaluasi yang dijelaskan di atas. secara ekonomis. Development activities commence after a project is sanctioned by the appropriate level of management. Judgement is applied by management in determining when a project is economically viable. In exercising this judgement, management is required to make certain estimates and assumptions similar for capitalized exploration and evaluation expenditures. to those described above b. Estimasi dan asumsi b. Estimates and assumptions Asumsi utama mengenai masa depan dan sumber utama lain dalam mengestimasi ketidakpastian pada tanggal pelaporan yang mempunyai risiko signifikan yang dapat menyebabkan penyesuaian material terhadap nilai tercatat aset dan liabilitas dalam periode berikutnya diungkapkan di bawah ini. Grup mendasarkan asumsi dan estimasi pada parameter laporan keuangan konsolidasian disusun. Kondisi yang ada dan asumsi mengenai perkembangan masa depan dapat berubah karena perubahan situasi pasar yang berada di luar kendali Grup. Perubahan tersebut tercermin dalam asumsi ketika keadaan tersebut terjadi: yang tersedia saat The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial period are disclosed below. The Group based its assumptions and estimates on parameters available when the consolidated financial statements were prepared. Existing circumstances and assumptions about future to market developments may change due changes on circumstances arising beyond the control of the Group. Such changes are reflected in the assumptions when they occur: (i) Penurunan nilai aset non-keuangan (i) Impairment of non-financial assets Sesuai dengan kebijakan akuntansi Grup, setiap aset atau unit penghasil kas dievaluasi pada setiap periode pelaporan untuk menentukan ada tidaknya indikasi penurunan nilai aset. Jika terdapat indikasi dilakukan tersebut, perkiraan atas nilai aset yang dapat dipulihkan kembali dan kerugian akibat penurunan nilai akan diakui sebesar selisih antara nilai tercatat aset dengan nilai yang dapat dipulihkan kembali dari aset tersebut. Jumlah nilai yang dapat dipulihkan kembali dari sebuah aset atau kelompok aset penghasil kas diukur berdasarkan nilai yang lebih tinggi antara nilai wajar dikurangi biaya pelepasan dan nilai pakai aset. akan In accordance with the Group's accounting policy, each asset or CGU is evaluated to determine every whether indications of impairment. If any such indication exists, a formal estimate of the recoverable amount is performed and an loss recognized to the extent that the carrying amount exceeds the recoverable amount. The recoverable amount of an asset or CGU of a group of assets is measured at the higher of fair value less costs to sell and value in use. reporting period there are any impairment 64 525
The original consolidated financial statements included herein are in the Indonesian language. 526 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued) (i) Penurunan nilai aset non-keuangan (lanjutan) (i) Impairment of non-financial assets (continued) Aset yang memiliki masa manfaat yang tak terbatas, seperti goodwill atau aset takberwujud yang belum siap untuk digunakan, tidak diamortisasi dan diuji penurunan nilainya setiap tahun. Assets that have an indefinite useful life - for example, goodwill or intangible assets not ready for use - are not subject to amortization and are tested for impairment annually. Penentuan nilai wajar dan nilai pakai memerlukan manajemen untuk membuat estimasi dan asumsi atas produksi yang diharapkan dan volume penjualan, harga komoditas (mempertimbangkan harga saat ini dan masa lalu, tren harga dan (lihat faktor-faktor tambahan Estimasi informasi biaya Cadangan), biaya pembongkaran dan serta belanja modal di masa depan. Estimasi risiko dan dan asumsi ada ketidakpastian; kemungkinan perubahan situasi dapat mengubah proyeksi ini, yang dapat mempengaruhi nilai aset yang dapat dipulihkan kembali. terkait), cadangan operasi, restorasi ini terpapar sehingga The determination of fair value and value in to make use estimates about expected production and sales volumes, commodity prices (considering current and historical prices, price trends and related (see supplemental factors), on Reserve Estimates), information operating costs, decommissioning and site capital restoration expenditure. and assumptions are subject risk and uncertainty; hence there is a possibility that changes in circumstances will alter these projections, which may have an impact on the recoverable amount of the assets. requires management and assumptions reserves cost, and These future estimates to (ii) Estimasi cadangan (ii) Reserves estimates Nilai tercatat untuk deplesi, penyusutan dan amortisasi beserta pemulihan nilai tercatat aset minyak dan gas dan aset tetap, untuk memproduksi minyak dan gas tergantung pada estimasi cadangan minyak dan gas. Faktor utama yang mempengaruhi estimasi tersebut adalah penilaian teknis atas kuantitas produksi cadangan minyak dan gas yang ada dan kendala ekonomis seperti ketersediaan pasar komersial atas produksi gas bumi, asumsi antisipasi biaya harga pengembangan dan produksi cadangan tersebut. yang digunakan komoditas dan The amounts for depletion, recorded depreciation and amortization as well as the recovery of the carrying value of oil and gas properties and fixed assets involving production of oil and gas depend on estimates of oil and gas reserves. The primary factors affecting these estimates are technical engineering assessments of producible quantities of oil and gas economic reserves place constraints such as the availability of commercial markets, assumptions related to anticipated commodity prices and the costs of development and production of the reserves. in and Asumsi ekonomi yang digunakan untuk memperkirakan cadangan berubah dari waktu ke waktu dan data geologi bertambah selama masa operasi, oleh karena itu perkiraan cadangan dapat berubah dari waktu ke waktu. to The economic assumptions used estimate reserves change from period to period, and additional geological data is generated during the course of operations, reserves may therefore estimates of change from period to period. 65
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued) (ii) Estimasi cadangan (lanjutan) (ii) Reserves estimates (continued) Perubahan cadangan yang dilaporkan dapat mempengaruhi hasil kinerja dan posisi keuangan Grup dalam berbagai cara, diantaranya: • Nilai terpulihkan dapat perubahan aset akibat terpengaruh estimasi arus kas masa depan. • Penyusutan dan amortisasi yang dibebankan ke dalam laporan laba rugi dapat berubah apabila beban- beban ditentukan berdasarkan unit produksi, atau jika masa manfaat ekonomi umur aset berubah. tersebut Changes in reported reserves may affect the Group's financial results and financial position in a number of ways, including: Asset recoverable values may be affected due to changes in estimated future cash flows. Depreciation amortization and charged in the profit or loss may change where such charges are determined on a units of production basis, or where the useful economic lives of assets change. Provisi pembongkaran, restorasi dan provisi untuk lingkungan dapat berubah apabila terjadi perubahan dalam perkiraan cadangan yang mempengaruhi ekspektasi tentang waktu atau biaya kegiatan ini. Decommissioning, site restoration, and environmental provision may change where changes in estimated reserves affect expectations about the timing or cost of these activities. Nilai tercatat aset/liabilitas pajak tangguhan dapat berubah karena perubahan pemulihan estimasi manfaat pajak.
The carrying value of deferred tax assets/liabilities may change due to changes in estimates of the likely recovery of the tax benefits. (iii) Aset minyak dan gas bumi (iii) Oil and gas properties Grup menerapkan metode successful efforts kegiatan eksplorasi dan evaluasi minyak dan gas bumi. untuk akuntansi The Group follows the principles of the successful efforts method of accounting for its oil and natural gas exploration and evaluation activities. Untuk sumur eksplorasi dan sumur uji eksplorasi stratigrafi, biaya yang secara terkait dengan pengeboran langsung sumur-sumur dikapitalisasi tersebut, dahulu sebagai aset dalam penyelesaian dalam akun aset minyak dan gas bumi, telah hingga ditemukan cadangan minyak dan gas yang berpotensi ekonomis berdasarkan pengeboran ini biasanya dilakukan dalam waktu satu tahun setelah penyelesaian sumur, tetapi dapat memakan waktu lama, tergantung pada kompleksitas struktur geologi. Kebijakan ini mengharuskan manajemen untuk membuat estimasi dan tertentu atas peristiwa dan asumsi keadaan di masa depan, khususnya apakah dapat eksploitasi dilaksanakan secara ekonomis. ditentukan apakah tersebut. Penentuan lebih For exploration and exploratory-type stratigraphic test wells, costs directly associated with the drilling of those wells are initially capitalized as assets under construction within oil and gas properties, pending of whether potentially economically viable oil and gas reserves have been discovered by the drilling effort. The determination is usually year after well made within one longer, completion, the depending on geological structure. This policy requires management to make certain estimates and assumptions as to future events and circumstances, in particular whether an economically viable extraction operation can be established. determination but can take the complexity of operasi 66 527
The original consolidated financial statements included herein are in the Indonesian language. 528 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued) (iiI) Aset minyak dan gas bumi (lanjutan) (iii) Oil and gas properties (continued) tersebut Setiap estimasi dan asumsi tersedianya dapat berubah informasi baru. tidak menemukan cadangan yang memiliki potensi ekonomi, biaya sumur akan dibebankan sebagai beban sumur kering (dry hole) dan diklasifikasikan sebagai biaya eksplorasi. seiring Jika sumur Such estimates and assumptions may change as new information becomes available. If the well does not discover potentially economically viable oil and gas quantities, the well costs are expensed as a dry hole and are reported in exploration expense. (iv) Penyisihan penurunan nilai atas (iv) Provision for the impairment of loans pinjaman yang diberikan dan piutang and receivables Penyisihan penurunan nilai piutang dipelihara pada jumlah yang menurut manajemen adalah memadai untuk menutup kemungkinan tidak tertagihnya laporan piutang. Pada setiap keuangan, Grup spesifik menelaah apakah telah terdapat bukti objektif bahwa suatu aset keuangan telah mengalami (tidak penurunan tertagih). tanggal secara nilai Provision for the impairment of receivables level considered is maintained at a for potentially adequate uncollectible receivables. The Group assesses specifically at each balance sheet date whether there is objective evidence that a financial asset is impaired (uncollectible). to provide Penyisihan yang dibentuk berdasarkan pengalaman penagihan masa lalu dan faktor-faktor yang mungkin mempengaruhi kolektibilitas, antara lain kemungkinan kesulitan likuiditas atau kesulitan keuangan yang signifikan yang dialami oleh debitur atau penundaan pembayaran yang signifikan. lainnya The level of provision is based on past collection experience and other factors that may affect collectability such as the insolvency or significant probability of financial difficulties of the debtor or significant delay in payments. Jika terdapat bukti objektif penurunan nilai, maka saat dan besaran jumlah yang dapat ditagih diestimasi berdasarkan pengalaman lalu. Penyisihan penurunan nilai dibentuk atas saldo-saldo piutang yang diidentifikasi telah mengalami secara penurunan nilai. kerugian masa spesifik is objective evidence of If impairment, then timing and collectible amounts are estimated based on historical for impairment is loss data. Provision provided balance specifically identified as impaired. there on receivables 67
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 13. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued) (iv) Penyisihan penurunan nilai atas pinjaman yang diberikan dan piutang (lanjutan) (iv) Provision for the impairment of loans and receivables (continued) Akun piutang dihapusbukukan berdasarkan keputusan keuangan manajemen bahwa aset tersebut tidak dapat ditagih atau direalisasi meskipun segala cara dan tindakan telah dilaksanakan. Suatu evaluasi atas piutang, yang bertujuan jumlah mengindentifikasi untuk penyisihan dibentuk, harus dilakukan secara berkala sepanjang tahun. Oleh karena itu, saat dan besaran jumlah penyisihan penurunan nilai yang tercatat pada setiap periode dapat berbeda tergantung pada pertimbangan dan estimasi yang digunakan. pinjaman dan yang Loans and receivables write-offs are based on management's decisions the financial assets are uncollectible or cannot be realized regardless of actions taken. Evaluation of receivables to determine the total allowance to be provided is performed periodically during the year. Therefore, the for timing and amount of provision impairment recorded in each period might differ based on judgements and the estimates that have been used. that (v) Piutang Pemerintah (v) Due from the Government Grup mengakui piutang Pemerintah untuk penggantian biaya subsidi untuk jenis BBM tertentu dan LPG Tabung 3 kg dan piutang imbalan jasa pemasaran atas jasa memasarkan minyak mentah, gas bumi dan LNG bagian Pemerintah. Grup melakukan estimasi atas jumlah tersebut dari volume berdasarkan penyerahan aktual dan tarif yang telah ditentukan peraturan berdasarkan pemerintah. Jumlah piutang subsidi tersebut menjadi subjek yang diaudit dan Pemeriksa disetujui Keuangan Republik Indonesia ("BPK"). Hasil audit dapat berbeda dengan jumlah yang diakui. piutang Pemerintah parameter oleh Badan The Group recognizes amounts due from the Government for cost subsidies for certain fuel (BBM) products and 3 kg LPG cylinders and marketing fees in relation to the Government's share of crude oil, natural gas and LNG. The Group makes an estimation of the amount due from the Government based on the actual delivery volume parameter and rates based on government regulations. The amount of subsidies is subject to audit and approval by the Audit Board of the Republic of Indonesia ("BPK"). The actual results may be different from the amounts recognized. 68 529
The original consolidated financial statements included herein are in the Indonesian language. 530 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 3. PENGGUNAAN ESTIMASI, PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan) 3. MANAGEMENT'S USE JUDGEMENTS AND ASSUMPTIONS (continued) OF ESTIMATES, b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued) (vi) Penyusutan, estimasi nilai sisa dan (vi) Depreciation, estimate of residual values masa manfaat aset tetap and useful lives of fixed assets Masa manfaat properti investasi dan aset tetap Grup diestimasi berdasarkan jangka waktu aset tersebut diperkirakan dapat digunakan. Estimasi tersebut didasarkan pada penilaian kolektif berdasarkan bidang usaha yang sama, evaluasi teknis internal dan pengalaman terhadap aset sejenis. Taksiran masa manfaat setiap investasi dan aset ditelaah properti jika secara berkala dan diperbaharui perkiraan estimasi sebelumnya yang disebabkan karena pemakaian, usang secara teknis atau komersial serta keterbatasan hak atau pembatasan terhadap penggunaan aset. Hasil operasi di masa mendatang mungkin dapat terpengaruh secara signifikan oleh perubahan dalam waktu dan biaya yang terjadi karena perubahan yang disebabkan oleh faktor- faktor atas. Penurunan taksiran masa manfaat ekonomis setiap properti investasi dan aset tetap akan menyebabkan kenaikan beban penyusutan dan penurunan nilai tercatat aset tetap. berbeda dari lainnya disebutkan yang di The useful lives of the Group's investment properties and fixed assets are estimated based on the period over which the asset is expected to be available for use. Such is based on a collective estimation assessment of similar businesses, internal technical evaluations and experience with similar assets. The estimated useful life of each asset is reviewed periodically and updated if expectations differ from previous estimates due to physical wear and tear, technical or commercial obsolescence and legal or other limitation on the use of the asset. It is possible, however, that future results of operations could be materially affected by changes in the amounts and timing of recorded expenses brought about by changes in the factors mentioned above. A reduction in the estimated useful life of any item of investment properties and fixed assets would recorded increase depreciation and decrease the carrying values of fixed assets. the (vii) Aset pajak tangguhan (vii) Deferred tax assets Aset pajak tangguhan diakui hanya bila saldo aset pajak tersebut kemungkinan besar dapat direalisasi, dimana hal ini tergantung dari jumlah laba kena pajak yang memadai yang dapat dihasilkan di masa depan. Asumsi mengenai jumlah laba kena pajak yang memadai yang dapat dihasilkan di masa depan tergantung dari estimasi arus kas oleh manajemen. yang Estimasi tingkat produksi dan volume penjualan di masa depan, harga komoditas, biaya operasi, pengeluaran barang modal, strategi perencanaan pajak, pendapatan dari operasi luar negeri entitas anak dan akuisisi operasi luar negeri di masa depan. tangguhan diestimasi ini tergantung dari Deferred tax assets are recognized only where it is considered more likely than not that they will be recovered, which is dependent on the generation of sufficient future taxable profits. Assumptions about the generation of future taxable profits depend on management's estimates of future cash flows. These depend on estimates of future production and sales volumes, commodity prices, operating costs, capital expenditures, tax planning strategy, overseas subsidiaries, and future acquisition of overseas operations. income from 69
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 4. AKUISISI DAN PENAMBAHAN PARTICIPATING 4. ACQUISITION AND ADDITION OF INTEREST PARTICIPATING INTEREST Grup telah melakukan penambahan participating interest melalui transaksi akuisisi maupun perolehan blok eks terminasi. Transaksi akuisisi ini dilakukan sejalan dengan strategi Grup dalam pengembangan bisnis hulu minyak dan gas yaitu untuk peningkatan jumlah produksi dan cadangan minyak, gas dan panas bumi serta pengembangan bisnis ke luar negeri. Ringkasan transaksi selama tahun 2015 sampai dengan tanggal 31 Desember 2016 adalah sebagai berikut: The Group obtained additional participating interest through acquisition transactions or acquisitions of terminated blocks. The acquisition transactions were made in accordance with the Group's strategy to develop its upstream business i.e. to increase oil, gas and geothermal production and reserves, and to expand the business to overseas. The summary of the Group's transactions during 2015 until December 31, 2016 is as follows: a. Akuisisi saham Pacifico SA ("Pacifico") di Etablissements Maurel et Prom SA (M&P) a. Acquisition of Pacifico SA's ("Pacifico") share in Etablissements Maurel et Prom SA (M&P) Pada tanggal 25 Agustus 2016, Grup melalui PT Pertamina Internasional Eksplorasi dan Produksi yang sepenuhnya dimiliki oleh Perusahaan, membeli seluruh saham yang dimiliki oleh Pacifico di Etablissements Maurel et Prom SA ("M&P") sebanyak 47.916.026 lembar saham yang setara dengan 24,53% saham M&P senilai €201,2 (setara dengan juta (Catatan 11.ii). Perusahaan US$227.222) berencana untuk menambah kepemilikan saham melalui proses tender offer dengan syarat dan ketentuan yang sama terhadap seluruh saham M&P (Catatan 49b). Pada tanggal 31 Desember 2016, investasi ini dicatat dengan menggunakan metode ekuitas. ("PIEP"), entitas anak (nilai penuh) the Group through On August 25, 2016, PT Pertamina Internasional Eksplorasi dan Produksi ("PIEP"), a wholly owned subsidiary of the Company, purchased all of the shares held by Pacifico in Etablissements Maurel et Prom SA ("M&P") representing 47,916,026 shares corresponding to 24.53% of M&P's shares valued at €201.2 million (full amount) (equivalent to US$227,222 (Note 11.ii). The Company plans to increase its ownership of shares through a tender offer process with the same terms and conditions to all M&P's shares (Note 49b). As of December 31, 2016, this investment is recognized using equity method. b. Perolehan participating interest di Wilayah b. Acquisition of participating interest in East Kerja East Ambalat Ambalat Contract Area Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral tanggal 12 Mei 2016, Grup telah ditunjuk sebagai pengelola Wilayah Kerja East Ambalat. Based on the Decree of the Minister of Energy and Mineral Resources dated May 12, 2016, the Group has been appointed as the operator of East Ambalat Contract Area. Pada tanggal 25 Mei 2016, Grup melalui PT Pertamina Hulu Energi Ambalat Timur dan SKK Migas telah menandatangani KKS pengelolaan Wilayah Kerja East Ambalat dengan jangka waktu kontrak selama 30 tahun. On May 25, 2016, through PT Pertamina Hulu Energi Ambalat Timur and SKK Migas signed PSC of East Ambalat Contract Area with 30 years contract period. the Group PT Pertamina Hulu Energi Ambalat Timur yang memiliki 100% participating interest pada Wilayah Kerja East Ambalat berdasarkan KKS merupakan entitas anak dari PT Pertamina Hulu Energi. PT Pertamina Hulu Energi Ambalat Timur which owns a 100% participating interest in East Ambalat Contract Area based on the PSC is a subsidiary of PT Pertamina Hulu Energi. 70 531
The original consolidated financial statements included herein are in the Indonesian language. 532 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 4. AKUISISI DAN PENAMBAHAN PARTICIPATING 4. ACQUISITION AND ADDITION OF INTEREST (lanjutan) PARTICIPATING INTEREST (continued) c. Perolehan Wilayah Kerja Panas Bumi c. Acquisition of Gunung Lawu Geothermal Gunung Lawu Contract Area Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral tanggal 11 Januari 2016, Grup telah ditetapkan sebagai pemenang lelang Wilayah Kerja Panas Bumi ("WKP") Gunung Lawu. Based on the Decree of the Minister of Energy and Mineral Resources dated January 11, 2016, the Group has won bid for the development of the Geothermal Contract Area of Gunung Lawu. Perusahaan menugaskan PT Pertamina Geothermal Energy Lawu sebagai pengelola WKP Gunung Lawu. PT Pertamina Geothermal Energy Lawu merupakan entitas anak dari PT Pertamina Geothermal Energy. The Company assigned PT Pertamina Geothermal Energy Lawu as developer of the Gunung Lawu Contract Area. PT Pertamina Geothermal Energy Lawu is a subsidiary of PT Pertamina Geothermal Energy. d. Perolehan participating interest di Wilayah d. Acquisition of participating interest in Kerja Mahakam Mahakam Contract Area Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral tanggal 2 Juli 2015, Grup telah ditunjuk sebagai pengelola Wilayah Kerja Mahakam. Based on the Decree of the Minister of Energy and Mineral Resources dated July 2, 2015, the Group has been appointed as the operator of Mahakam Contract Area. Pada tanggal 23 Desember 2015, Grup melalui PT Pertamina Hulu Mahakam dan SKK Migas telah menandatangani KKS pengelolaan Wilayah Kerja Mahakam yang akan berlaku efektif tanggal 1 Januari 2018 dengan jangka waktu kontrak selama 20 tahun. On December 23, 2015, the Group through PT Pertamina Hulu Mahakam and SKK Migas signed the PSC of Mahakam Contract Area which will be effective on January 1, 2018 with 20 years contract period. PT Pertamina Hulu Mahakam yang memiliki 100% participating interest pada Wilayah Kerja Mahakam berdasarkan KKS merupakan entitas anak dari PT Pertamina Hulu Indonesia. PT Pertamina Hulu Mahakam which owns a 100% participating in Mahakam Contract Area based on the PSC is a subsidiary of PT Pertamina Hulu Indonesia. interest e. Perolehan participating interest di Blok e. Acquisition of participating interest in Kampar Kampar Block Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral tanggal 23 Desember 2014, Grup telah ditunjuk sebagai pengelola Blok Kampar. Based on the Decree of the Minister of Energy and Mineral Resources dated December 23, 2014, the Group has been appointed as the operator of Kampar Block. Pada tanggal 2 November 2015, Grup melalui PT Pertamina Hulu Energi Kampar dan SKK Migas telah menandatangani KKS pengelolaan tanggal Blok Kampar yang berlaku efektif 1 Januari 2016 dengan jangka waktu kontrak selama 20 tahun. On November 2, 2015, the Group through PT Pertamina Hulu Energi Kampar and SKK Migas signed the PSC of Kampar Block which has been effective on January 1, 2016 with 20 years contract period. PT Pertamina Hulu Energi Kampar yang memiliki 100% participating interest pada Blok Kampar berdasarkan KKS merupakan entitas anak dari PT Pertamina Hulu Energi. PT Pertamina Hulu Energi Kampar which owns a 100% participating interest in Kampar Block is a subsidiary of based on PT Pertamina Hulu Energi. the PSC 71
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 4. AKUISISI DAN PENAMBAHAN PARTICIPATING 4. ACQUISITION AND ADDITION OF INTEREST (lanjutan) PARTICIPATING INTEREST (continued) f. Akuisisi participating interest di Blok NSO f. Acquisition of participating interest in NSO Block Efektif sejak tanggal 30 September 2015, telah PT Pertamina Hulu Energi NSO mengakuisisi 100% participating interest dan mengambil alih pengelolaan Mobil Exploration Indonesia Inc. ("MEII") di KKS Blok NSO. PT Pertamina Hulu Energi NSO merupakan entitas anak dari PT Pertamina Hulu Energi. Effective September 30, 2015, PT Pertamina Hulu Energi NSO acquired 100% participating interest and took over the operatorship of Mobil Exploration Indonesia Inc. ("MEII") in the PSC of NSO Block. PT Pertamina Hulu Energi NSO is a subsidiary of PT Pertamina Hulu Energi. g. Akuisisi participating interest di Blok B g. Acquisition of participating interest in B Block Efektif sejak tanggal 30 September 2015, PT Pertamina Hulu Energi NSB telah mengakuisisi 100% participating interest dan mengambil alih pengelolaan ExxonMobil Oil Indonesia Inc. ("EMOI") di KKS Blok B. PT Pertamina Hulu Energi NSB merupakan entitas anak dari PT Pertamina Hulu Energi. Effective September 30, 2015, PT Pertamina Hulu Energi NSB acquired 100% participating interest and took over the operatorship of ExxonMobil Oil Indonesia Inc. ("EMOI") in the PSC of NSB Block. PT Pertamina Hulu Energi NSB is a subsidiary of PT Pertamina Hulu Energi. h. Akuisisi saham PT Arun NGL h. Acquisition of PT Arun NGL's shares Efektif sejak tanggal 30 September 2015, PT Pertamina Hulu Energi Arun mengakuisisi 30% saham PT Arun Natural Gas Liquefaction Inc. (NGL) dari Mobil LNG PT Pertamina Hulu Energi Arun merupakan entitas anak dari PT Pertamina Hulu Energi. Indonesia Effective September 30, 2015, PT Pertamina Hulu Energi Arun acquired 30% shares of PT Arun Natural Gas Liquefaction (NGL) from Mobil LNG Indonesia Inc. PT Pertamina Hulu Energi Arun is a subsidiary of PT Pertamina Hulu Energi. i. Penambahan participating interest PHE Nunukan Company di Wilayah Kerja Nunukan i. Addition of PHE Nunukan Company participating interest in the Nunukan Contract Area Berdasarkan Surat Direktur Jenderal Migas tanggal 18 Agustus 2015, Pemerintah menyetujui pengalihan participating interest dari PT Medco E&P Nunukan kepada PT Pertamina Hulu Energi Nunukan Company sebesar 29,5% dan Videocon Indonesia Inc. sebesar 10,5%, sehingga Nunukan komposisi participating interest di Wilayah Kerja Nunukan menjadi: PHE Nunukan Company (64,5%), BPRL Ventures Indonesia B.V. (12,5%) dan Videocon Indonesia Nunukan Inc. (23%). Based on the Letter of the Directorate General of the Oil and Gas dated August 18, 2015, Government of transfer participating interest of PT Medco E&P Nunukan to PT Pertamina Hulu Energi Nunukan Company of 29.5% and Videocon Indonesia Nunukan Inc. of 10.5%, so that the composition of participating interests in Nunukan Contact Area becomes: PHE Nunukan Company (64.5%), BPRL Ventures Indonesia B.V. (12.5%) and Videocon Indonesia Nunukan Inc. (23%). approved the j. Akuisisi participating interest di Blok Abar j. Acquisition of participating interest in Abar Block Berdasarkan Surat Direktorat Jenderal Migas tanggal 18 Maret 2015, Pemerintah menunjuk Pertamina sebagai pengelola Blok Abar. Pada tanggal 22 Mei 2015, PT Pertamina Hulu Energi Abar telah menandatangani KKS pengelolaan Blok Abar dengan jangka waktu kontrak selama 30 tahun. dan SKK Migas Based on the Letter of the Directorate General of the Oil and Gas dated March 18, 2015, Government appointed Pertamina as the operator of Abar Block. On May 22, 2015, PT Pertamina Hulu Energi Abar and SKK Migas signed the PSC of Abar Block with 30 years contract period. 72 533
The original consolidated financial statements included herein are in the Indonesian language. 534 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 4. AKUISISI DAN PENAMBAHAN PARTICIPATING 4. ACQUISITION AND ADDITION OF INTEREST (lanjutan) PARTICIPATING INTEREST (continued) k. Akuisisi participating interest di Blok k. Acquisition of participating interest in Anggursi Anggursi Block Berdasarkan Surat Direktorat Jenderal Migas tanggal 18 Maret 2015, Pemerintah menunjuk Perusahaan sebagai pengelola Blok Anggursi. Pada tanggal 22 Mei 2015, PT Pertamina Hulu Energi Anggursi dan SKK Migas telah menandatangani KKS pengelolaan Blok Anggursi dengan jangka waktu kontrak selama 30 tahun. Based on the Letter of the Directorate General of Oil and Gas dated March 18, 2015, the Government appointed the Company as the operator of Anggursi Block. On May 22, 2015, PT Pertamina Hulu Energi Anggursi and SKK Migas signed the PSC of Anggursi Block with 30 years contract period. l. Akuisisi participating interest di Blok MNK l. Acquisition of participating interest in MNK Sakakemang Sakakemang Block Berdasarkan Surat Direktorat Jenderal Migas tanggal 18 Maret 2015, Pemerintah menunjuk Perusahaan 50% participating interest Blok MNK Sakakemang Sumatera Selatan. Participating interest lainnya di KKS Blok MNK Sakakemang dimiliki oleh Bukit Energy Resources Sakakemang Deep Pte. Ltd. sebesar 50%. Pada tanggal 22 Mei 2015, PT Pertamina Hulu Energi MNK Sakakemang, Bukit Energy Resources Sakakemang Deep Pte. Ltd. dan SKK Migas menandatangani KKS atas Blok MNK Sakakemang dengan jangka waktu kontrak selama 30 tahun. sebagai pemegang Based on the Letter of the Directorate General of Oil and Gas dated March 18, 2015, the Government appointed the Company as the holder of 50% participating interest in MNK Sakakemang Sumatera Selatan Block. The remaining 50% participating interest in MNK Sakakemang Block PSC was held by Bukit Energy Resources Sakakemang Deep Pte. Ltd. On May 22, 2015, PT Pertamina Hulu Energi MNK Sakakemang, Bukit Energy Resources Sakakemang Deep Pte. Ltd. and SKK Migas signed PSC for MNK Sakakemang Block with 30 years contract period. m. Akuisisi participating interest Murphy Sabah Oil Co. Ltd. dan Murphy Sarawak Oil Co. Ltd. m. Acquisition of participating in Murphy Sabah Oil Co. Ltd. and Murphy Sarawak Oil Co. Ltd. interest tanggal 18 Desember 2014, Efektif sejak PT Pertamina Malaysia Eksplorasi Produksi ("PMEP") mengakuisisi 20% hak kepemilikan Murphy Sabah Oil Co. Ltd. untuk Blok K, Blok P dan Blok H, dan Murphy Sarawak Oil Co. Ltd. untuk Blok SK-309, Blok SK-311 dan Blok SK-314A. Akuisisi atas hak kepemilikan ini dicatat sebagai investasi pada blok minyak dan gas (Catatan 11.i). Effective December 18, 2014, PT Pertamina Malaysia ("PMEP") acquired 20% of participating interest in Murphy Sabah Oil Co. Ltd. for K Block, P Blok and H Block, and Murphy Sarawak Oil Co. Ltd. for SK-309 Block, SK-311 Block and SK-314A Block. Acquisition of this participating interest was recorded as investment in oil and gas block (Note 11.i). Eksplorasi Produksi Pada tanggal 29 Januari 2015, PMEP mengakuisisi 10% tambahan hak kepemilikan Murphy Sabah Oil Co. Ltd. untuk Blok K, Blok P dan Blok H, dan Murphy Sarawak Oil Co. Ltd. untuk Blok SK-309, Blok SK-311 dan Blok SK-314A. Atas tambahan hak kepemilikan tersebut, maka jumlah akuisisi PMEP terhadap hak kepemilikan Murphy Sabah Oil. Co. Ltd. dan Murphy Sarawak Oil. Co. Ltd. menjadi 30%. On January 29, 2015, PMEP acquired additional 10% of participating interest in Murphy Sabah Oil Co. Ltd. for K Block, P Blok and H Block, and Murphy Sarawak Oil Co. Ltd. for SK-309 Block, SK-311 Block and SK-314A Block. After the additional interest, total PMEP acquisition of participating interest in Murphy Sabah Oil. Co. Ltd. and Murphy Sarawak Oil. Co. Ltd. becomes 30%. 73
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 4. AKUISISI DAN PENAMBAHAN PARTICIPATING INTEREST (lanjutan) 4. ACQUISITION ADDITION PARTICIPATING INTEREST (continued) AND OF n. Akuisisi participating interest Eni East n. Acquisition of participating interest in Eni Sepinggan Ltd. East Sepinggan Ltd. tanggal 16 Januari 2015, Efektif sejak PT Pertamina Hulu Energi East Sepinggan mengakuisisi participating interest sebesar 15% di KKS Blok East Sepinggan. Participating interest lainnya di KKS Blok East Sepinggan dimiliki oleh Eni East Sepinggan Ltd. sebesar 85%. Effective January 16, 2015, PT Pertamina Hulu 15% Energi East Sepinggan participating interest in East Sepinggan Block PSC. The remaining 85% p articipating interest in East Sepinggan Block PSC was held by Eni East Sepinggan Ltd. acquired 5. KAS DAN SETARA KAS 5. CASH AND CASH EQUIVALENTS 2016 2015 Kas Kas di bank Deposito berjangka 5.897 2.026.942 3.225.687 4.267 1.945.290 1.161.509 Cash on hand Cash in banks Time deposits Jumlah 5.258.526 3.111.066 Total Rincian kas dan setara kas berdasarkan mata uang dan masing-masing bank adalah sebagai berikut: The details of cash and cash equivalents based on currency and by individual bank are as follows: 2016 2015 Kas Rupiah Dolar AS Lain-lain 5.127 653 117 3.625 522 120 Cash on hand Rupiah US Dollar Others Jumlah kas 5.897 4.267 Total cash on hand Kas di bank Dolar AS: Entitas berelasi dengan Pemerintah - PT Bank Rakyat Indonesia (Persero) Tbk. (BRI) - PT Bank Mandiri (Persero) Tbk. (Bank Mandiri) - PT Bank Negara Indonesia (Persero) Tbk. (BNI) Bank-bank lain 611.126 357.298 331.493 9.033 795.384 383.187 389.099 732 Cash in banks US Dollar: Government-related entities PT Bank Rakyat Indonesia - (Persero) Tbk. (BRI) PT Bank Mandiri (Persero) Tbk. (Bank Mandiri) PT Bank Negara Indonesia (Persero) Tbk. (BNI) Other banks
Pihak ketiga PT Bank Maybank Indonesia Tbk. (Maybank) (dahulu PT Bank Internasional Indonesia Tbk.) Citibank, N.A. - PT Bank Muamalat Indonesia Tbk (Bank Muamalat) 10.367 7.602 1.870 Third parties PT Bank Maybank Indonesia Tbk. - (Maybank) (formerly PT Bank Internasional Indonesia Tbk.) 10.415 12.724 Citibank, N.A. - PT Bank Muamalat Indonesia Tbk - 13.056 (Bank Muamalat) Bank-bank lain (masing-masing di bawah US$10.000) 20.323 26.375 Other banks (each below - US$10,000) Jumlah rekening Dolar AS 1.349.112 1.630.972 Total US Dollar accounts Rupiah: Entitas berelasi dengan Pemerintah - Bank Mandiri - PT Bank Tabungan Negara (Persero) Tbk (BTN) BRI - BNI - Bank-bank lain 219.277 177.216 127.811 75.634 4.817 86.867 96.652 62.320 998 Rupiah: Government-related entities Bank Mandiri - PT Bank Tabungan Negara - (Persero) Tbk (BTN) BRI - BNI - Other banks - 74 535
The original consolidated financial statements included herein are in the Indonesian language. 536 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued) 2016 2015 Rupiah: (lanjutan) Pihak ketiga - PT Bank Central Asia Tbk. (BCA) - Bank-bank lain 29.912 21.258 Rupiah: (continued) Third parties 15.145 PT Bank Central Asia Tbk. (BCA) - Other banks - 41.680 Jumlah rekening Rupiah 655.925 303.662 Total Rupiah accounts Euro: Entitas berelasi dengan Pemerintah - BRI - Bank-bank lain 18.271 12 1 1 Euro: Government-related entities BRI - Other banks - Jumlah rekening Euro 18.283 2 Total Euro accounts Kas di bank - rekening mata uang asing lainnya - Pihak ketiga 3.622 Cash in banks - other 10.654 currency accounts - Third parties Jumlah kas di bank 2.026.942 1.945.290 Total cash in banks Deposito berjangka dengan jatuh tempo tiga bulan atau kurang: Deposito berjangka - rekening Rupiah: Entitas berelasi dengan Pemerintah - BRI - BNI - Bank Mandiri - BTN - PT Bank Syariah Mandiri - PT Bank BNI Syariah - PT Bank Rakyat Indonesia Agroniaga Tbk - Bank-bank lain Pihak ketiga - Bank Muamalat - Bank-bank lain (masing-masing di bawah US$10.000) 1.278.606 686.406 636.475 53.915 38.642 38.070 21.584 2.494 10.159 517.291 214.974 206.245 - - 2.175 2.276
Time deposits with original maturities of three months or less: Time deposits - Rupiah accounts: Government-related entities BRI - BNI - Bank Mandiri - BTN - PT Bank Syariah Mandiri - PT Bank BNI Syariah - PT Bank Rakyat Indonesia - Agroniaga Tbk Other banks - Third parties Bank Muamalat - Other banks (each below - 13.102 21.583 US$10,000) Jumlah deposito berjangka - rekening Rupiah 2.779.453 964.544 Total time deposits - Rupiah accounts Deposito berjangka - rekening Dolar AS: Entitas berelasi dengan Pemerintah - Bank Mandiri - BRI - BNI - Bank-bank lain 316.300 52.095 23.163 5 51.164 36.856 25.771 22.405 Time deposits - US Dollar accounts: Government-related entities Bank Mandiri - BRI - BNI - Other banks Pihak ketiga - Bank Muamalat - PT Bank Bukopin Tbk - BCA - Bank-bank lain 21.550 10.227 10.000 12.894 24.180 32.122 - 1.500 Third parties Bank Muamalat - PT Bank Bukopin Tbk - BCA - Other banks - Jumlah deposito berjangka - Total time deposits - rekening Dolar AS 446.234 193.998 US Dollar accounts 75
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 5. KAS DAN SETARA KAS (lanjutan) 5. CASH AND CASH EQUIVALENTS (continued) 2016 2015 Deposito berjangka dengan jatuh tempo tiga bulan atau kurang: (lanjutan) Deposito berjangka - Time deposits with original maturities of three months or less: (continued) Time deposits - rekening Dolar Hong Kong
2.967 Hong Kong Dollar accounts Jumlah deposito berjangka 3.225.687 1.161.509 Total time deposits Total cash Jumlah kas dan setara kas 5.258.526 3.111.066 and cash equivalents Tingkat bunga per tahun deposito berjangka selama tahun 2016 dan 2015 adalah sebagai berikut: Annual interest rates on time deposits during 2016 and 2015 were as follows: 2016 2015 Rupiah Dolar AS Dolar Hong Kong 3,75% - 10,50% 0,50% - 1,75% - 5,25%-8,50% 0,20%-0,62% 0,50%-0,60% Rupiah US Dollar Hong Kong Dollar Eksposur maksimum terhadap risiko kredit pada akhir periode pelaporan senilai jumlah tercatat dari setiap kelas kas dan setara kas sebagaimana yang dijabarkan di atas. The maximum exposure to credit risk at the end of the reporting period is the carrying amount of each class of cash and cash equivalents mentioned above. 6. KAS YANG DIBATASI PENGGUNAANNYA 6. RESTRICTED CASH 2016 2015 Rekening Dolar AS: Entitas berelasi dengan Pemerintah - BRI - BNI - Bank Mandiri 69.784 29.965 3.819 53.881 32.959 54.777 US Dollar accounts: Government-related entities BRI - BNI - Bank Mandiri - Pihak ketiga - Bank-bank lain 413 234 Third parties Other banks - Rekening Rupiah: Entitas berelasi dengan Pemerintah - BRI - BNI - Bank Mandiri 6.066 4.243 978 7.480 1.702 658 Rupiah accounts: Government-related entities BRI - BNI - Bank Mandiri - Pihak ketiga - Bank-bank lain 7.429
Third parties Other banks Jumlah 122.697 151.691 Total Tingkat bunga per tahun atas kas yang dibatasi penggunaannya selama tahun 2016 dan 2015 adalah sebagai berikut: Annual interest rates on restricted cash during 2016 and 2015 are as follows: 2016 2015 Rupiah Dolar AS 0,75% - 5,60% 0,1%-0,80% 7,50%-9,50% 0,50%-1,25% Rupiah US Dollar Rekening Dolar AS US Dollar Accounts Rekening escrow berkaitan dengan Letter of Credit ("L/C") yang diterbitkan untuk pengadaan minyak mentah dan produk turunannya serta bank garansi. The escrow accounts were related to Letter of Credit ("L/C") issued for the procurement of crude oil and other petroleum products as well as bank guarantees. Rekening Rupiah Rupiah Accounts Rekening escrow adalah deposito berjangka yang dijaminkan untuk penerbitan bank garansi dan performance bond. The escrow accounts represent time deposits used as collateral for bank guarantees and performance bonds. 76 537
The original consolidated financial statements included herein are in the Indonesian language. 538 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 7. PIUTANG USAHA - PIHAK KETIGA 7. TRADE RECEIVABLES - THIRD PARTIES a. Piutang usaha a. Trade receivables 2016 2015 Piutang usaha Penyisihan penurunan nilai 1.435.629 (204.340) 1.429.397 (189.221) Trade receivables Provision for impairment Jumlah 1.231.289 1.240.176 Total b. Mutasi penyisihan penurunan nilai atas piutang b. Movements in the provision for impairment of usaha trade receivables 2016 2015 Saldo awal Penurunan nilai selama (189.221) (161.688) Beginning balance tahun berjalan Pemulihan penurunan nilai atas piutang yang terpulihkan Selisih kurs (16.762) 2.987 (1.344) (36.537) 3.467 5.537 Impairment during the year Reversal of impairment on the recovered receivables Foreign exchange difference Neto (204.340) (189.221) Net Eksposur maksimum risiko kredit pada tanggal pelaporan sebesar nilai tercatat dari piutang di atas. Grup tidak menguasai aset-aset sebagai jaminan piutang. The maximum exposure to credit risk at the reporting date is the carrying value of the receivables mentioned above. The Group does not hold any collateral as security. Berdasarkan evaluasi manajemen terhadap kolektibilitas saldo masing-masing piutang usaha pada tanggal 31 Desember 2016, jumlah manajemen berkeyakinan bahwa penyisihan penurunan nilai memadai untuk menutup kemungkinan kerugian dari tidak tertagihnya piutang usaha dari pihak ketiga. of Based of the trade receivables as of December 31, 2016, management believes that the provision for to cover potential impairment losses as a trade receivables from third parties. on management's each review balance collectibility of is adequate result of uncollected tidak Manajemen terdapat yang signifikan atas piutang usaha dari pihak ketiga. berkeyakinan bahwa kredit konsentrasi risiko Management believes there are no significant concentrations of credit risk involving trade receivables from related parties. that c. Piutang usaha berdasarkan mata uang adalah c. Details of trade receivables by currencies are as sebagai berikut: follows: 2016 2015 Dolar AS Rupiah 886.267 549.362 1.057.907 371.490 US Dollar Rupiah Jumlah 1.435.629 1.429.397 Total 77
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 8. PIUTANG PEMERINTAH 8. DUE FROM THE GOVERNMENT 2016 2015 Perusahaan: Piutang atas penggantian biaya subsidi LPG tabung 3 kg Piutang atas penggantian biaya subsidi jenis BBM tertentu Piutang imbalan jasa pemasaran Piutang lain-lain 1.068.920 422.398 86.811 14 934.825 893.062 352.794 - The Company: Receivable of subsidy reimbursements for 3 kg LPG cylinders Receivable of subsidy reimbursements for certain fuel (BBM) products Receivables of marketing fees Other receivables Jumlah Perusahaan 1.578.143 2.180.681 Total the Company Entitas anak 214.314 125.908 Subsidiaries Jumlah konsolidasian 1.792.457 2.306.589 Total Consolidated Penyisihan penurunan nilai
(33.196) Provision for impairment Jumlah (Catatan 40) 1.792.457 2.273.393 Total (Note 40) Jumlah piutang Pemerintah akan dilunasi dalam periode satu laporan keuangan. tahun setelah tanggal Amounts due from the Government are scheduled for settlement within one year from the date of the financial statements. Mutasi penyisihan penurunan nilai piutang Pemerintah adalah sebagai berikut: Movements the provision amounts due from the Government are as follows: in for impairment of 2016 2015 Saldo awal Penurunan nilai selama tahun berjalan Pemulihan atas penyisihan penurunan nilai Penyesuaian Keuntungan selisih kurs (33.196) 7.312 25.884 - (28.360) (15.914) 10.213 - 865 Beginning balance Impairment during the year Recovery of provision for impairment Adjustment Gains on foreign exchange Saldo akhir
(33.196) Ending balance Pada Keuangan Republik No. S-1178/MK.02/2016, perihal LNG di Kilang Arun dan Badak kepada Perusahaan menyampaikan bahwa fee penjualan LNG untuk Perusahaan yang ditanggung oleh negara adalah berdasarkan pada jumlah volume LNG bagian negara. Atas dasar ini, Perusahaan jasa melakukan penyesuaian piutang pemasaran dan penyisihan penurunan nilai piutang imbalan jasa pemasaran. tanggal 30 Desember 2016, Menteri Indonesia melalui surat fee penjualan imbalan On December 30, 2016, the Minister of Finance of the Republic No. S‑1178/MK.02/2016, regarding marketing fee of LNG on Arun and Badak refineries payable to the Company, stated that the LNG marketing fee to the Company covered by the state is based on the volume of LNG in Indonesia. On this basis, the Company has adjusted from marketing fees and provided for impairment losses. of Indonesia through letter the receivables a. Piutang atas penggantian biaya subsidi a. Receivable of subsidy reimbursements for jenis BBM tertentu certain fuel (BBM) products Piutang Perusahaan atas penggantian biaya subsidi jenis BBM tertentu merupakan tagihan atas subsidi BBM yang disalurkan kepada masyarakat. The Company's subsidy reimbursements for certain fuel (BBM) products represents billings the BBM subsidy for provided to the public. receivable of 78 539
The original consolidated financial statements included herein are in the Indonesian language. 540 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 8. PIUTANG PEMERINTAH (lanjutan) 8. DUE FROM THE GOVERNMENT (continued) a. Piutang atas penggantian biaya subsidi jenis BBM tertentu (lanjutan) a. Receivable of subsidy reimbursements for certain fuel (BBM) products (continued) Penugasan Pemerintah dalam bentuk Public Service kepada Perusahaan ditetapkan berdasarkan kontrak tahunan dengan BPH Migas. Penetapan harga jual BBM bersubsidi tersebut didasarkan pada Surat Keputusan Menteri Energi dan Sumber Daya Mineral ("MESDM"). Obligation ("PSO") The Public Service Obligation ("PSO") mandate to the Company from the Government is based on an annual contract with BPH Migas. The sales price of the subsidised BBM products is based on Minister of Energy and Mineral Resources' ("MoEMR's") Decree. Saldo piutang penggantian subsidi jenis BBM dibayarkan melalui tertentu akan mekanisme Anggaran Pendapatan dan Belanja Negara ("APBN") periode berikutnya. ini The subsidy reimbursements for certain fuel (BBM) products will be settled via the mechanism of the next State Budget and Expenditure ("APBN") period. receivables balance of 2016 2015 Saldo awal Ditambah: Penggantian biaya subsidi jenis BBM tertentu tahun berjalan (Catatan 28) Pajak-pajak 893.062 753.250 83.145 2.317.366 1.116.237 91.101 Beginning balance Add: Subsidy reimbursements for certain fuel (BBM) products for current year (Note 28) Taxes Correction from BPK for Koreksi BPK atas penggantian biaya subsidi jenis BBM tertentu tahun: - 2015 (Catatan 28) - 2014 (Catatan 28) Koreksi persediaan akhir atas penggantian biaya subsidi jenis BBM tertentu tahun 2015 (Catatan 28) (1.574)
71.809 subsidy reimbursements for certain fuel (BBM) products for the year: 2015 (Note 28) - 2014 (Note 28) - Corrections of ending inventory for (76.108) subsidy reimbursements for certain BBM products for the year 2015 (Note 28) Dikurangi: Penerimaan tunai Keuntungan/(kerugian) selisih kurs (1.334.981) 29.496 (2.455.619) Cash received (171.724) Gain/(loss) on foreign exchange Less: Saldo akhir 422.398 893.062 Ending balance Koreksi atas perhitungan tagihan penggantian biaya subsidi BBM dilakukan berdasarkan hasil audit dari BPK dan dicatat pada periode dimana audit diselesaikan. Corrections on billings for subsidy cost reimbursements are based on BPK's Audit and recorded in the period in which the audit was completed. b. Piutang atas penggantian biaya subsidi b. Receivable of subsidy reimbursements for LPG tabung 3 kg 3 kg LPG cylinders ini merupakan penggantian biaya Piutang subsidi LPG 3 kg yang disalurkan kepada masyarakat. Penugasan Pemerintah dalam bentuk PSO kepada Perusahaan dan penetapan harganya ditetapkan berdasarkan kontrak tahunan dengan MESDM. subsidy These reimbursements for 3 kg LPG cylinders which were distributed to the public by the Company. This Government assignment is in the form of a PSO and its pricing is set based on a yearly contract with MoEMR. receivables represent 79
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 8. PIUTANG PEMERINTAH (lanjutan) 8. DUE FROM THE GOVERNMENT (continued) b. Piutang atas penggantian biaya subsidi b. Receivable of subsidy reimbursements for LPG tabung 3 kg (lanjutan) 3 kg LPG cylinders (continued) Saldo piutang subsidi LPG 3 kg ini akan dibayarkan melalui mekanisme APBN periode berikutnya. The receivable balance for the 3 kg LPG cylinders subsidy will be settled via the mechanism of the next APBN period. 2016 2015 Saldo awal Ditambah: Penggantian biaya subsidi LPG tabung 3 kg tahun berjalan (Catatan 28) 934.825 1.817.647 701.546 2.077.347 Beginning balance Add: Subsidy reimbursements for 3 kg LPG cylinders for the current year (Note 28) Koreksi BPK atas penggantian biaya subsidi LPG tabung 3 kg tahun: 2015 (Catatan 28) - 2014 (Catatan 28) (479) - (2.259) Corrections from BPK for subsidy reimbursements for 3 kg LPG cylinders year: 2015 (Note 28) - 2014 (Note 28) - Dikurangi: Less: Penerimaan tunai Keuntungan/(kerugian) selisih kurs (1.720.295) 37.222 (1.790.095) (51.714) Cash received Gain/(loss) on foreign exchange Saldo akhir 1.068.920 934.825 Ending balance c. Piutang imbalan jasa pemasaran c. Receivables of marketing fees tagihan Piutang Perusahaan kepada Pemerintah melalui SKK Migas untuk komisi jasa memasarkan minyak mentah, gas bumi dan LNG milik Pemerintah. ini merupakan jumlah These receivables represent amounts due from the Government through SKK Migas to the Company for fees from marketing activities in relation to the Government's crude oil, natural gas and LNG. Rincian piutang adalah sebagai berikut: imbalan jasa pemasaran The details of marketing fees are as follows: 2016 2015 Imbalan jasa pemasaran: 2016 2015 2014 2013 2012 2011 23.373 20.698 9.150 9.007 11.866 12.717 39.892 69.160 68.489 82.514 92.739 Marketing fees: 2016 2015 2014 2013 2012 2011 86.811 352.794 Dikurangi: Penyisihan penurunan nilai
(33.196) Less: Provision for impairment Saldo akhir 86.811 319.598 Ending balance Jasa pemasaran untuk tahun yang berakhir pada tanggal 31 Desember 2016 sebesar US$23.373. Marketing fees for the year ended December 31, 2016 amounting to US$23,373. Berdasarkan hasil evaluasi SKK Migas tanggal 25 Agustus 2016 dan Surat Menteri Keuangan tanggal 30 Desember 2016, Grup melakukan penyesuaian terhadap piutang jasa pemasaran tahun 2011-2014 sebesar US$276.236 dan dicatat sebagai pengurang jasa pemasaran untuk tahun yang berakhir pada tanggal 31 Desember 2016. imbalan Based on SKK Migas evaluations on August 25, 2016 and the Minister of Finance's letter on December 30, 2016, the Group has adjusted its 2011-2014 fees amounting to US$276,236 and recorded as a deduction of marketing fees for the year ended December 31, 2016. receivable of marketing 80 541
The original consolidated financial statements included herein are in the Indonesian language. 542 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 8. PIUTANG PEMERINTAH (lanjutan) 8. DUE FROM THE GOVERNMENT (continued) d. Piutang Entitas Anak d. Subsidiaries' receivables 2016 2015 Entitas Anak: PEP Subsidiaries: PEP Domestic Market Obligation ("DMO") fees Underlifting 77.340 - 64.979 5.860 Domestic Market Obligation - ("DMO") fees Underlifting - PHE PHE DMO fees - Underlifting 25.613 31.395 12.111 42.958 DMO fees - Underlifting - PEPC PEPC Underlifting 79.966
Underlifting - Jumlah - Entitas Anak 214.314 125.908 Total - Subsidiaries DMO tagihan kepada Pemerintah sehubungan dengan kewajiban PEP dan PHE dalam menyediakan minyak mentah untuk memenuhi kebutuhan pasar dalam negeri untuk produk minyak sesuai dengan KKS-nya. fees merupakan DMO fees represent amounts due from the Government in relation to PEP and PHE's obligation to supply crude oil to meet the domestic market demand for fuel products in accordance with the PSCs. Piutang underlifting merupakan piutang PEP, PEPC dan PHE dari SKK Migas karena volume lifting minyak mentah dan gas bumi yang dilakukan oleh SKK Migas melebihi entitlement pada tahun yang bersangkutan. The represent PEP, PEPC and PHE's receivables from SKK Migas as a result of SKK Migas actual lifting of crude oil and gas being higher its entitlement for the respective year. underlifting receivables than terhadap Berdasarkan evaluasi manajemen kolektibilitas piutang saldo masing-masing Pemerintah pada tanggal 31 Desember 2016, manajemen berkeyakinan bahwa semua saldo piutang entitas anak adalah tertagih secara penuh. Based on management's review of the collectability of amounts due the Government as of December 31, 2016, management believes that the receivables of the subsidiaries are fully collectible. from 9. PERSEDIAAN 9. INVENTORIES 2016 2015 Minyak mentah: Crude oil: Produksi dalam negeri Impor 799.513 467.391 567.666 456.179 Domestic production Imported Sub jumlah minyak mentah 1.266.904 1.023.845 Sub-total for crude oil Produk minyak: Minyak solar Bensin premium Minyak dalam proses produksi Pertamax, Pertamax Plus Pertalite (gasoline) dan Pertadex (minyak diesel) Avtur dan Avigas 593.658 461.811 327.709 311.575 125.795 Oil products: Automotive Diesel Oil ("ADO") 688.348 587.693 Premium gasoline 241.642 Products in process of production Pertamax, Pertamax Plus, Pertalite (gasoline) and Pertadex (diesel oil) 136.495 146.489 Avtur and Avigas Industrial/ Marine BBM industri dan marine Minyak tanah Minyak diesel industri LPG, petrokimia, pelumas dan lainnya 97.658 73.808 27.315 971.188 71.788 72.893 14.676 1.063.963 Fuel Oil ("IFO/MFO") Kerosene Industrial Diesel Oil ("IDO") LPG, petrochemicals, lubricants and others Sub jumlah produk minyak 2.990.517 3.023.987 Sub-total for oil products 81
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 9. PERSEDIAAN (lanjutan) 9. INVENTORIES (continued) 2016 2015 Sub jumlah minyak mentah dan produk minyak 4.257.421 4.047.832 Sub-total for crude oil and oil products Dikurangi: Penyisihan penurunan nilai persediaan minyak mentah dan produk (Catatan 31) (76.542) (225.457) Less: Provision for decline in value of crude and oil products (Note 31) 4.180.879 3.822.375 Material 546.715 572.693 Materials Jumlah 4.727.594 4.395.068 Total Mutasi penyisihan penurunan nilai persediaan minyak mentah dan produk adalah sebagai berikut: Movements in the provision for decline in value of crude and oil products are as follows: 2016 2015 Saldo awal Penghapusan (Catatan 31) Penambahan selama tahun berjalan (225.457) 225.457 (115.143) 115.143 Beginning balance Write-off (Note 31) (Catatan 31) (76.542) (225.457) Addition during the year (Note 31) Saldo akhir (76.542) (225.457) Ending balance Manajemen berkeyakinan bahwa penyisihan penurunan nilai persediaan minyak mentah dan untuk menutup produk kemungkinan kerugian yang timbul dari penurunan nilai realisasi persediaan. telah mencukupi Management believes that the provision for decline in value of crude and oil products is adequate to cover possible losses that may arise from a decline in the realizable value of inventories. Pada penghapusan US$225.457 bersihnya. tahun 2016, Grup provisi tahun dengan sesuai telah melakukan sebesar realisasi lalu nilai In 2016, the Group has written off the provision for last year amounting to US$225,457 in accordance with the net realisable value. Berdasarkan hasil penelaahan terhadap kondisi fisik dari persediaan material pada akhir tahun, manajemen berkeyakinan bahwa tidak diperlukan adanya nilai penyisihan persediaan material. untuk penurunan Based on the review of the physical condition of the year, material management believes that no provision for a decline in the value of material inventories is required. inventories at the end of Pada tanggal-tanggal 31 Desember 2016 dan 2015, persediaan telah diasuransikan terhadap risiko kebakaran dan risiko lainnya (Catatan 12). berkeyakinan Manajemen nilai tersebut cukup untuk menutup pertanggungan kemungkinan kerugian yang dapat timbul terkait dengan persediaan yang diasuransikan. bahwa As of December 31, 2016 and 2015, inventories were insured against fire and other risks (Note 12). Management believes that the insurance coverage amount is adequate to cover any possible losses that may arise in relation to the insured inventories. 82 543
The original consolidated financial statements included herein are in the Indonesian language. 544 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 10. INVESTASI LAINNYA 10. OTHER INVESTMENTS Investasi ini merupakan aset neto yang tersedia untuk Perusahaan sehubungan likuidasi Grup Petral sesuai dengan Keputusan Rapat Umum Pemegang Saham ("RUPS") Perusahaan tanggal 13 Juli 2015, adalah sebagai berikut: didistribusikan kepada These investments represent net assets held for distribution to the Company in respect of the liquidation of Petral Group in accordance with the General Meeting of Shareholders ("GMS") of the Company on July 13, 2015, as follows: 2016 2015 Kas dan setara kas Piutang usaha Investasi Aset lain-lain Utang lain-lain 80.348 45.111 - 248 (82.517) 151.677 13.602 29.693 10 (179.120) Cash and cash equivalents Trade receivables Long-term investments Other assets Other payables Jumlah aset neto 43.190 15.862 Total net assets Sampai dengan laporan keuangan konsolidasian ini, manajemen masih dalam proses untuk memperoleh persetujuan pemegang saham untuk perpanjangan masa persetujuan atas proses likuidasi. tanggal penyelesaian As of the date of completion of these consolidated financial statements, management is still in the process of obtaining approval from the shareholders to extend the liquidation process period. 11. PENYERTAAN JANGKA PANJANG 11. LONG-TERM INVESTMENTS 2016 2015 Investasi pada blok minyak dan gas - neto Investasi pada entitas asosiasi - neto Investasi pada obligasi - neto Investasi pada ventura bersama Properti investasi Investasi diukur pada biaya perolehan - neto Aset keuangan lainnya 1.427.011 697.850 391.307 307.438 304.373 6.289 22.493 1.475.845 498.712 348.131 312.127 275.152 13.425 17.261 Investment in oil and gas blocks - net Investments in associates - net Investment in bonds - net Investments in joint ventures Investment properties Investments measured at cost - net Other financial assets Jumlah 3.156.761 2.940.653 Total (i) Investasi pada blok minyak dan gas (i) Investment in oil and gas blocks Investasi pada blok minyak dan gas merupakan investasi Grup di beberapa blok minyak dan gas berlokasi di Malaysia dengan Murphy Sabah Oil Co. Ltd. dan Murphy Sarawak Oil Co. Ltd. sebagai operator (Catatan 4m). Grup mencatat investasi ini dengan metode ekuitas karena memiliki pengaruh signifikan di dalam undivided interest dari blok-blok minyak dan gas bumi tersebut. Investment in oil and gas blocks represents the Group's investment in several oil and gas blocks located in Malaysia which is being operated by Murphy Sabah Oil Co. Ltd. and Murphy Sarawak Oil Co. Ltd. (Note 4m). The Group recorded the investment using the equity method because it has significant influence in the undivided interest of those oil and gas blocks. 2016 Saldo awal/ Beginning balance Penambahan/ Addition Penyesuaian/ Adjustment Pengalihan/ Transfer Pemulihan/ (penurunan) nilai/ Recovery/ (impairment) in value Saldo akhir/ Ending balance Harga perolehan 1.632.706 12.269 (60.917)
114.290 1.698.348 Cost Accumulated Akumulasi amortisasi (156.861) (114.476)
(271.337) amortization Nilai buku neto 1.475.845 (102.207) (60.917)
114.290 1.427.011 Net book value 83
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (i) Investasi pada blok minyak dan gas (lanjutan) (i) Investment in oil and gas block (continued) 2015 Pemulihan/ (penurunan) Saldo awal/ Beginning balance Penambahan/ Addition Penyesuaian/ Adjustment Pengalihan/ Transfer nilai/ Recovery/ (impairment) in value Saldo akhir/ Ending balance Harga perolehan 1.368.992 592.715
(107.065) (221.936) 1.632.706 Cost Accumulated Akumulasi amortisasi (8.152) (148.709)
(156.861) amortization Nilai buku neto 1.360.840 444.006
(107.065) (221.936) 1.475.845 Net book value (ii) Penyertaan saham (ii) Investments in shares of stock Persentase kepemilikan efektif/ Percentage of effective ownership Saldo/Balance 2016 2015 2016 2015 Perusahaan: - PT Seamless Pipe In donesia Jaya PT Arun NGL a) - PT Badak NGL b) - PT Usayana c) - PT Patra Dok Dumai c) 10,40% 85,00% 55,00% - - 10,40% 85,00% 55,00% 95,00% 100,00% 25.026 170 149 - - 25.026 170 149 3.030 347 The Company: PT Seamless Pipe - Indonesia Jaya PT Arun NGLa) - PT Badak NGLb) - PT Usayanac) - PT Patra Dok Dumaic) - 25.345 28.722 Entitas Anak: - PT Staco Jasapratama Subsidiaries: - PT Staco Jasapratama In donesia - PT Marga Raya Jawa Tol PT Trans Javagas peline - PT Asuransi Maipark Pi In donesia - PT Bhakti Patra Nu santara - PT Asuransi Jiwa Tu gu Mandiri 4,46% 6,86% 10,00% 7,31% 4,11%
4,46%
6,86%
10,00%
7,31%
4,11%
14,8%
751 2.690 739
604 77
751 2.690 739 604 77 3.759 Indonesia PT Marga Raya - Jawa Tol PT Trans Javagas - Pipeline PT Asuransi Maipark - Indonesia PT Bhakti Patra - Nusantara PT Asuransi Jiwa - Tugu Mandiri 4.861 8.620 Jumlah 30.206 37.342 Total Penyisihan penurunan nilai (23.917) (23.917) Provision for impairment Neto 6.289 13.425 Net a) Dalam proses likuidasi/In liquidation process b) Lihat Catatan 2c/Refer to Note 2c c) Entitas telah dilikuidasi di tahun 2016/The entity has been liquidated in 2016 Kelompok usaha tidak mengakui bagiannya atas perubahan aset bersih entitas ventura bersama yang berasal dari penghasilan komprehensif tidak material. lain karena jumlahnya The Group did not recognize its share on the changes in the joint ventures entities' net assets arising from other comprehensive income since the amounts are not material. 84 545
The original consolidated financial statements included herein are in the Indonesian language. 546 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (iii) Investasi pada entitas asosiasi (iii) Investments in associates Perubahan investasi pada entitas asosiasi adalah sebagai berikut: The movements of investments in associates are as follows: 2016 Persentase kepemilikan Penambahan/ Perubahan Saldo efektif/ Percentage (pelepasan)/ awal/ of effective Beginning Additions/ (deduction) balance ownership lainnya/ Other changes Bagian laba/(rugi) neto/ Share in net income/ (loss) Pemulihan/ (penurunan) nilai/ Saldo Recovery/ akhir/ (impairment) Ending Dividen/ Dividends in value balance Perusahaan/The Company: - Pacific Petroleum & Trading Co. Ltd. 50,00% 29.179
2.720 1.966
(1.366)
32.499 Korea Indonesia Petroleum Co. Ltd., Labuan 45,00% 1.178 (434) (642) (102)
PT Trans
Pacific Petrochemical Indotama ("TPPI")
48,59%
259.416 289.773
(434)
2.078
(54.509) (52.645)
(1.366) - 204.907 237.406 Penyertaan saham tidak langsung pada entitas asosiasi/Indirect investments in shares of associates - PT Donggi Senoro LNG - PT Tugu Reasuransi 29,00% 176.831
18.252
195.083 Indonesia PT Asuransi Samsung Tugu - Etablissements Maurel et Prom SA (Catatan 4a dan 49b/ Notes 4a and 49b) 24,47% 19,50% 24,53% 24.411 7.697 208.939 - 227.222 227.222 2.167 (85) 2.082 5.444 893 24.589 (2.173) (215)
(2.388) - - 29.849 8.290 227.222 460.444 Jumlah investasi pada entitas asosiasi/Total investments in associates 498.712 226.788 4.160 (28.056) (3.754)
697.850 2015 Persentase kepemilikan Penambahan/ Perubahan Saldo efektif/ Percentage (pelepasan)/ awal/ of effective Beginning Additions/ (deduction) balance ownership lainnya/ Other changes Bagian laba/(rugi) neto/ Share in net income/ (loss) Pemulihan/ (penurunan) nilai/ Saldo Recovery/ akhir/ (impairment) Ending Dividen/ Dividends in value balance Perusahaan/The Company: - Pacific Petroleum & Trading Co. Ltd. 50,00% 33.843
(3.975)
1.328
(2.017)
29.179 Korea Indonesia Petroleum Co. Ltd., Labuan b) - PT Trans-Pacific Petrochemical 45,00% 3.631
(510)
(368)
(1.575)
1.178 Indotama a) (TPPI)
48,59%
37.474 117.349 117.349
(4.485)
960
(3.592) 142.067 142.067 259.416 289.773 Penyertaan saham tidak langsung pada entitas asosiasi/Indirect investments in shares of associates - PT Donggi Senoro LNG - PT Tugu Reasuransi 29,00% 212.236
(1.271)
(34.134)
176.831 Indonesia PT Asuransi Samsung Tugu 24,47% 19,50% 18.021 6.808 237.065 - - 2.836 4 1.569 4.286 1.024 (28.824) (732) (139) (871) - - 24.411 7.697 208.939 Jumlah investasi pada entitas asosiasi/Total - investments in associates 274.539 117.349 (2.916) (27.864) (4.463) 142.067 498.712 a) Pada Oktober 2015, kepemilikan Grup bertambah menjadi 48.59% melalui pengambilalihan 21.98% saham TPPI yang dimiliki oleh Argo Capital BV Netherlands sebesar US$117.349, terdiri dari harga perolehan US$76.000 dan penyesuaian nilai investasi sebesar US$41.349 (Catatan 38). Sampai 31 Desember 2015, jumlah pemulihan atas investasi saham TPPI sebesar US$142.067 (Catatan 38). b) Sedang dalam proses likuidasi a) In October 2015, the Group's share ownership increased to 48.59% with takeover of 21.98% TPPI shares owned by Argo Capital BV to US$117,349, consisting of cost Netherlands amounting amounting investment value adjustment amounting to US$41,349 (Note 38). By December 31, 2015, the amount of impairment recovery in TPPI's shares amounted to US$142,067 (Note 38). to US$76,000 and b) In liquidation process 85
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (iii) Investasi pada entitas asosiasi (lanjutan) (iii) Investments in associates (continued) Manajemen berkeyakinan bahwa penyisihan penurunan nilai telah mencukupi untuk menutup kemungkinan kerugian yang timbul dari penurunan nilai. investasi asosiasi Management believes that the provision for decline in value of investments in associates is adequate to cover possible losses that may arise from a decline in value. Bagian Grup atas hasil entitas asosiasi utama dan aset agregat (termasuk goodwill) dan liabilitas adalah sebagai berikut: The Group's share of the results of its principal associates and their aggregated assets (including goodwill) and liabilities, is as follows: Tahun/Year Negara berdiri/ Country of Incorporation Aset/ Assets Liabilitas/ Liabilities P endapatan/ Laba/(rugi)/ Profit/(loss) Revenues % Kepemilikan efektif/ % Effective ownership 31 Desember/December 2016 - Pacific Petroleum & Trading Co. Ltd. - PT Trans-Pacific Jepang/Japan 135.085 (70.089) 524.180 3.932 50,00% Petrochemical Indotama Indonesia 604.629 (996.212) 42.935 (53.421) 48,59% Korea Indonesia Petroleum Co. Ltd., Labuan PT Donggi Senoro LNG - PT Tugu Reasuransi Indonesia PT Asuransi Samsung Tugu - Etablissements Maurel et Prom SA Malaysia Indonesia Indonesia Indonesia Perancis/France 2.447 2.454.345 202.633 62.071 2.443.992 (62) (1.774.286) (124.060) (34.436) (1.348.198) 755.295 107.491 10.798 149.588 (228) 73.038 14.456 2.977 (38.565) 45,00% 29,00% 24,47% 19,50% 24,53% 31 Desember/December 2015 - Pacific Petroleum & Trading Co. Ltd. - Korea Indonesia Jepang/Japan 121.161 (62.803) 829.336 2.657 50,00% Petroleum Co. Ltd., Labuan* PT Donggi Senoro LNG - PT Tugu Reasuransi Indonesia PT Asuransi Samsung Tugu - PT Trans-Pacific Petrochemical Indotama Malaysia Indonesia Indonesia Indonesia Indonesia 2.683 2.379.428 167.718 71.144 640.784 (65) (1.738.785) (102.898) (45.485) (976.421) 285.960 16.989 8.708
(818) (117.704)
11.380 3.413
(81.497)
45,00% 29,00%
24,47% 19,50%
48,59%
Sedang dalam proses likuidasi
In liquidation process (iv) Investasi pada ventura bersama (iv) Investments in joint ventures Perubahan bersama adalah sebagai berikut: investasi pada entitas ventura The movements of investments in joint ventures are as follows: 2016 Persentase kepemilikan Saldo efektif/ investasi/ awal/ Percentage of effective Beginning Additional investment balance ownership Penambahan Perubahan lainnya/ Other changes Bagian laba/ (rugi) neto/ Share in net income/ (loss) Pemulihan/ (penurunan) nilai/ Saldo Recovery/ akhir/ (impairment) Ending Dividen/ Dividends value balance Perusahaan/The Company: - PT Nusantara Regas 60,00% 165.209
33.072
(45.363)
152.918 Penyertaan saham tidak langsung pada entitas ventura bersama/Indirect investments in joint ventures - PT Patra SK - PT Indo Thai Trading - PT Perta Samtan Gas - PT Perta Daya Gas - PT Elnusa CGGVeritas Seismic 35,00% 51,00% 66,00% 65,00% 20,96% 64.538 3.711 77.368 1.301 - 146.918 - - - - - (13) - - - - (13) 4.394 1.104 5.513 102 - 11.113 - (3.498) - (3.498) - - - - - 68.919 4.815 79.383 1.403 - 154.520 Jumlah investasi pada Ventura Bersama/Total investments in Joint Ventures 312.127
44.185
(48.861)
307.438 86
547
The original consolidated financial statements included herein are in the Indonesian language. 548 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (iv) Investasi pada ventura bersama (lanjutan) (iv) Investments in joint ventures (continued) Perubahan bersama adalah sebagai berikut (lanjutan): investasi pada entitas ventura The movements of investments in joint ventures are as follows (continued): 2015 Persentase kepemilikan Saldo efektif/ Percentage investasi/ awal/ of effective Beginning Additional investment balance ownership Penambahan Perubahan lainnya/ Other changes Bagian laba/ (rugi) neto/ Share in net income/ (loss) Pemulihan/ (penurunan) nilai/ Saldo Recovery/ akhir/ (impairment) Ending Dividen/ Dividends in value balance Perusahaan/The Company: - PT Nusantara Regas 60,00% 166.205
45.363
(46.359)
165.209 Penyertaan saham tidak langsung pada entitas ventura bersama/Indirect investments in joint ventures - PT Patra SK - PT Indo Thai Trading - PT Perta Samtan Gas - PT Perta Daya Gas - PT Elnusa CGGVeritas Seismic 35,00% 51,00% 66,00% 65,00% 20,96% 61.656 2.899 85.624 - - 150.179 - - - - - 7 - 944 2.258 - 3.209 2.875 812 13.900 (957) - 16.630 - (23.100) - (23.100) - - - - - 64.538 3.711 77.368 1.301 - 146.918 Jumlah investasi pada Ventura Bersama/Total investments in Joint Ventures 316.384
3.209 61.993
(69.459)
312.127 Bagian Grup atas hasil entitas ventura bersama utama dan aset agregat (termasuk goodwill) dan liabilitas adalah sebagai berikut: The Group's share of the results of its principal joint ventures and their aggregated assets (including goodwill) and liabilities are as follows: Tahun/Year Negara berdiri/ Country of Incorporation Aset/ Assets Liabilitas/ Liabilities P endapatan/ Laba/(rugi)/ Profit/(loss) Revenues % Kepemilikan efektif/ % Effective ownership 31 Desember/December 2016 - PT Nusantara Regas - PT Patra SK - PT Indo Thai Trading - PT Perta Samtan Gas - PT Perta Daya Gas - PT Elnusa CGGVeritas Seismic Indonesia Indonesia Indonesia Indonesia Indonesia Indonesia 272.925 239.169 18.885 179.326 59.460 522 (18.164) (42.256) (9.445) (47.852) (57.473) - 573.253 213.705 116.865 73.617 12.842 - 55.120 12.553 2.164 8.353 157 - 60,00% 35,00% 51,00% 66,00% 65,00% 20,96% 31 Desember/December 2015 - PT Nusantara Regas - PT Patra SK - PT Indo Thai Trading - PT Perta Samtan Gas - PT Perta Daya Gas - PT Elnusa CGGVeritas Seismic Indonesia Indonesia Indonesia Indonesia Indonesia Indonesia 308.125 219.517 17.013 198.718 64.919 2.888 (32.788) (35.120) (9.738) (69.439) (62.918) (3.036) 683.892 225.161 133.116 91.831 7.952 - 75.604 8.218 1.593 21.060 (1.473) (74) 60,00% 35,00% 51,00% 66,00% 65,00% 20,96% 87
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (v) Properti investasi (v) Investment properties 2016 Saldo awal/ Pengalihan/ Reklasifikasi/ Transfers/ Beginning Penambahan/ Pengurangan/ Reclassi- fications balance Additions Deductions Saldo/ akhir Ending balance Biaya Historis: Tanah dan hak atas Historical Cost: tanah Bangunan 265.358 29.095 1.018 - - 21.938 13.947 288.314 43.042 Land and land rights Buildings Jumlah biaya historis 294.453 1.018
35.885 331.356 Total historical cost Accumulated Akumulasi penyusutan: Bangunan (19.301) (973)
(6.709) (26.983) depreciation: Buildings Nilai buku neto 275.152 304.373 Net book value 2015 Saldo awal/ Pengalihan/ Reklasifikasi/ Transfers/ Beginning Penambahan/ Pengurangan/ Reclassi- fications balance Additions Deductions Saldo/ akhir Ending balance Biaya Historis: Tanah dan hak atas Historical Cost: tanah Bangunan 266.168 29.300 27 94 - (837) (299) 265.358 29.095 Land and land rights Buildings Jumlah biaya historis 295.468 121
(1.136) 294.453 Total historical cost Accumulated Akumulasi penyusutan: Bangunan (19.024) (1.020)
743 (19.301) depreciation: Buildings Nilai buku neto 276.444 275.152 Net book value Beban depresiasi untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015 dalam kaitannya dengan properti investasi masing-masing sebesar US$973 dan US$1.020 (Catatan 36). Depreciation expenses for the years ended December 31, 2016 and 2015 with respect to such to US$973 and US$1,020, respectively (Note 36). investment properties amounted Pada tanggal-tanggal 31 Desember 2016 dan 2015, seluruh aset properti investasi, kecuali tanah dan hak atas tanah telah diasuransikan terhadap risiko kebakaran dan risiko lain yang mungkin terjadi (Catatan 12). As of December 31, 2016 and 2015, all of the Group's investment properties, except land and land rights, were insured against fire and other possible risks (Note 12). Nilai wajar dari properti investasi dihitung berdasarkan nilai jual objek pajak (NJOP) pada tanggal-tanggal 31 Desember 2016 dan 2015 masing-masing sebesar US$2.068.793 dan US$1.161.034. The fair value of investment properties is calculated based on their tax object sale value (NJOP), which as of December 31, 2016 and 2015 and amounted US$1,161,034, respectively. to US$2,068,793 Pendapatan sewa dari properti investasi untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015, masing-masing sebesar US$29.836 dan US$6.577. Rental investment properties recognized for the years ended December 31, 2016 and 2015 amounted to US$29,836 and US$6,577, respectively. income from 88 549
The original consolidated financial statements included herein are in the Indonesian language. 550 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 11. PENYERTAAN JANGKA PANJANG (lanjutan) 11. LONG-TERM INVESTMENTS (continued) (v) Properti investasi (lanjutan) (v) Investment properties (continued) Berdasarkan penelaahan oleh manajemen Grup, tidak terdapat kejadian-kejadian atau perubahan-perubahan yang mengindikasikan adanya penurunan nilai tanggal-tanggal properti investasi 31 Desember 2016 dan 2015. keadaan pada Based on the Group management's review, there were no events or changes in circumstances which indicated impairment in investment properties as of the value of December 31, 2016 and 2015. (vi) Investasi pada obligasi (vi) Investment in bonds Pada tanggal-tanggal 31 Desember 2016 dan 2015, investasi pada obligasi merupakan investasi obligasi yang dikeluarkan oleh PT Trans-Pacific Petrochemical Indotama. As of December 31, 2016 and 2015, investment in bonds represented investment in bonds issued by PT Trans-Pacific Petrochemical Indotama. 2016 Pemulihan/ Saldo awal/ Beginning balance Penambahan/ Addition (penurunan) nilai/ Recovery/ (impairment) in value Saldo akhir Ending balance Investasi pada obligasi 348.131 43.176
391.307 Investment in bonds 2015 Pemulihan/ Saldo awal/ Beginning balance Penambahan/ Addition (penurunan) nilai/ Recovery/ (impairment) in value Saldo akhir Ending balance Investasi pada obligasi 236.003 98.848 13.280 348.131 Investment in bonds (vii) Aset keuangan lainnya (vii) Other financial assets Pada tanggal-tanggal 31 Desember 2016 dan 2015, aset keuangan terutama merupakan obligasi milik PT Tugu Pratama Indonesia. lainnya As of December 31, 2016 and 2015, other financial assets mainly represented bonds owned by PT Tugu Pratama Indonesia. 89
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 12. ASET TETAP 12. FIXED ASSETS Saldo awal/ 2016 Pengalihan/ Reklasifikasi/ Transfers/ Beginning Penambahan/ Pengurangan/ Reclassi- fications balance Additions Deductions Penjabaran/ Translation Saldo akhir/ Ending balance Harga perolehan: Tanah dan hak atas tanah Tangki, instalasi pipa dan peralatan lainnya Kilang Bangunan Kapal laut dan pesawat terbang HBM bergerak Aset dalam penyelesaian 1.047.893 4.676.347 4.487.794 696.419 1.800.419 1.353.331 1.433.582 15.495.785 3.197 653 - 14.660 41.322 32.590 893.659 (939) - (20.140) - (14.933) (33.639) (69.651) - (20.140) - (14.933) (33.639) (69.651) 541.458 1.133.044 (671.900) 154.356 49.316 97.286 (1.018.847) 284.713 3.468 1.595.077 714 38 6.559 3.209 (4) 128 5.810.758 3.815.932 851.854 1.894.266 1.468.270 1.274.883 14.112 16.711.040 Acquisition cost: Land and land rights Tanks, pipeline installations and other equipment Refineries Buildings Ships and aircrafts Moveable assets Assets under construction Aset sewa pembiayaan: Hak atas tanah Bangunan Tangki, instalasi pipa dan peralatan lainnya HBM bergerak 122.815 83.987 272.691 190.330 - 32.876 4.514 - (202) - (42.254) - (221) 122.815 83.987 305.567 152.167 Finance lease assets: Land rights Buildings Tanks, pipeline installations and other equipment Moveable assets 669.823 37.390 (202) (42.254) (221) 664.536 Jumlah harga perolehan 16.165.608 1.023.471 (69.853) 242.459 13.891 17.375.576 Total acquisition cost Accumulated Akumulasi penyusutan: Hak atas tanah (504) (188)
(5) (697) depreciation: Land rights Tanks, Tangki, instalasi pipa dan peralatan lainnya Kilang Bangunan Kapal laut dan pesawat terbang HBM bergerak (1.947.468) (1.937.916) (338.070) (675.123) (691.944) (257.543) (225.810) (36.190) (96.221) (101.911) - 10.522 - 10.715 (410.498) 24.511 (5.536) 96.723 (5.938) (414) (26) 273 (590) (5.836) (2.615.923) (2.139.241) (369.001) (675.211) (794.914) pipeline installations and other equipment Refineries Buildings Ships and aircrafts Moveable assets (5.591.025) (717.863) 21.237 (300.738) (6.598) (6.594.987) Aset sewa pembiayaan: Hak atas tanah Bangunan (58.182) (42.088) (12.396) (8.418) - - - (70.578) (50.506) Finance lease assets: Land rights Buildings Tanks, Tangki, instalasi pipa dan peralatan lainnya HBM bergerak (138.503) (107.256) (27.121) (25.064) - 6.915 4.197 (165.624) (121.208) pipeline installations and other equipment Moveable assets (346.029) (72.999)
6.915 4.197 (407.916) Total accumulated Jumlah akumulasi penyusutan (5.937.054) (790.862) 21.237 (293.823) (2.401) (7.002.903) depreciation Penyisihan penurunan nilai (44.354) (7.151)
1.808
(49.697) Provision for impairment Nilai buku neto 10.184.200 10.322.976 Net book value 90 551
The original consolidated financial statements included herein are in the Indonesian language. 552 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued) Saldo awal/ 2015 Pengalihan/ Reklasifikasi/ Transfers/ Beginning Penambahan/ Pengurangan/ Reclassi- fications balance Additions Deductions Penjabaran/ Translation Saldo akhir/ Ending balance Harga perolehan: Tanah dan hak atas tanah Tangki, instalasi pipa dan peralatan lainnya Kilang Bangunan Kapal laut dan pesawat terbang HBM bergerak Aset dalam penyelesaian 1.255.571 4.591.985 3.470.906 688.051 1.730.742 1.049.253 2.561.291 15.347.799 5.885 77.466 94.363 30.782 104.296 110.807 640.908 (640) - - - (1.332) - (1.972) - - - (1.332) - (1.972) (158.189) 9.586 922.650 (12.491) (24.851) 223.215 (1.762.217) (802.297) (54.734) 1.047.893 (2.690) (125) (9.923) (9.768) (28.612) (6.400) 4.676.347 4.487.794 696.419 1.800.419 1.353.331 1.433.582 (112.252) 15.495.785 Acquisition cost: Land and land rights Tanks, pipeline installations and other equipment Refineries Buildings Ships and aircrafts Moveable assets Assets under construction Aset sewa pembiayaan: Hak atas tanah Bangunan Tangki, instalasi pipa dan peralatan lainnya HBM bergerak 42.899 81.046 259.404 321.980 2.964 134 1.176 - - (138.960) 76.952 2.807 12.111 7.319 - (9) 122.815 83.987 272.691 190.330 Finance lease assets: Land rights Buildings Tanks, pipeline installations and other equipment Moveable assets 705.329 4.274 (138.960) 99.189 (9) 669.823 Jumlah harga perolehan 16.053.128 1.068.781 (140.932) (703.108) (112.261) 16.165.608 Total acquisition cost Accumulated Akumulasi penyusutan: Hak atas tanah (322) (199)
17 (504) depreciation: Land rights Tanks, Tangki, instalasi pipa dan peralatan lainnya Kilang Bangunan Kapal laut dan pesawat terbang HBM bergerak (2.483.253) (1.752.896) (304.147) (593.480) (562.685) (210.413) (206.994) (27.211) (88.610) (59.986) - - - - 744.774 21.869 (11.334) 4.759 (89.199) 1.424 105 4.622 2.208 19.926 (1.947.468) (1.937.916) (338.070) (675.123) (691.944) pipeline installations and other equipment Refineries Buildings Ships and aircrafts Moveable assets (5.696.783) (593.413)
670.869 28.302 (5.591.025) Aset sewa pembiayaan: Hak atas tanah Bangunan (14.493) (44.741) (252) (12) - (43.437) 2.665 - (58.182) (42.088) Finance lease assets: Land rights Buildings Tanks, Tangki, instalasi pipa dan peralatan lainnya HBM bergerak (83.792) (205.396) (102) (104.804) 70.684 (58.045) 132.473 3.436 (213) (138.503) (107.256) pipeline installations and other equipment Moveable assets (348.422) (105.170) 70.684 33.656 3.223 (346.029) Total accumulated Jumlah akumulasi penyusutan (6.045.205) (698.583) 70.684 704.525 31.525 (5.937.054) depreciation Penyisihan penurunan nilai (39.677) (3.653)
(1.024)
(44.354) Provision for impairment Nilai buku neto 9.968.246 10.184.200 Net book value Alokasi beban penyusutan adalah sebagai berikut: The allocation of depreciation expenses is as follows: 2016 2015 Beban pokok penjualan (Catatan 31) Beban dari aktivitas operasi lainnya 484.376 438.456 Cost of goods sold (Note 31) Expenses from other (Catatan 34) 77.454 85.361 operating activities (Note 34) Beban penjualan dan pemasaran (Catatan 35) 198.131 148.273 Selling and marketing expenses (Note 35) Beban umum dan administrasi General and administrative (Catatan 36) 30.901 26.493 expenses (Note 36) Jumlah 790.862 698.583 Total 91
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued) Pada tanggal 31 Desember 2016, Grup memiliki beberapa bidang tanah yang terletak di berbagai lokasi di Indonesia dengan Hak Guna Bangunan (HGB) berkisar antara 20-30 tahun. Beberapa HGB telah habis atau akan habis masa berlakunya dalam waktu dekat. Manajemen berpendapat bahwa sertifikat HGB tersebut dapat diperpanjang pada saat jatuh tempo. As of December 31, 2016, the Group owned parcels of land at various locations in Indonesia with Building Rights Title (HGB) ranging from 20-30 years. Some of the HGBs have expired or are near their expiration dates. Management believes that those HGB certificates can be extended upon their expiration. Pada tanggal-tanggal 31 Desember 2016 dan 2015, persediaan, properti investasi, aset tetap, aset minyak dan gas serta panas bumi dari Grup, kecuali tanah dan hak atas tanah (Catatan 9,11 dan 13), telah diasuransikan terhadap risiko kebakaran dan risiko lain yang mungkin terjadi dengan jumlah sebesar masing-masing pertanggungan US$38.889.238 dan US$42.007.295. As of December 31, 2016 and 2015, the Group's inventories, investment properties, fixed assets, and oil & gas and geothermal properties, except for land and land rights (Notes 9,11 and 13), were insured against fire and other possible risks for a total insurance and US$42,007,295, respectively. coverage of US$38,889,238 berkeyakinan nilai Manajemen tersebut cukup untuk menutup pertanggungan kemungkinan kerugian yang timbul terkait dengan aset yang diasuransikan. bahwa Management believes that the insurance coverage is adequate to cover any possible losses that may arise in relation to the insured assets. Beberapa aset tetap digunakan sebagai jaminan atas pinjaman utang jangka panjang oleh entitas anak (Catatan 19.a). Certain fixed assets are pledged as collateral for subsidiaries' long-term loans (Note 19.a). Bunga yang dikapitalisasi sebagai bagian dari aset tetap pada tahun 2016 dan 2015 masing-masing sebesar US$16.689 dan US$24.646. Interest capitalised as part of fixed assets for the years 2016 and 2015 amounted to US$16,689 and US$24,646, respectively. Manajemen berkeyakinan bahwa penyisihan tanggal penurunan nilai aset 31 Desember 2016 dan 2015 cukup untuk menutup kemungkinan kerugian penurunan nilai aset tetap. tetap pada Management believes for impairment in the value of fixed assets as of December 31, 2016 and 2015 is adequate to cover any possible losses from impairment of fixed assets. that the provision tanggal Aset penyelesaian 31 Desember 2016 terdiri dari kilang, instalasi dan aset bergerak dan kapal laut yang sedang dibangun di Indonesia. dalam pada Assets under construction as of December 31, 2016 consisted of installations, moveable assets under construction and vessels under construction in Indonesia. refineries, 92 553
The original consolidated financial statements included herein are in the Indonesian language. 554 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 13. ASET MINYAK DAN GAS SERTA PANAS BUMI 13. OIL & GAS AND GEOTHERMAL PROPERTIES 2016 Saldo awal/ Beginning balance Penambahan/ Additions Pengalihan/ Reklasifikasi/ Transfers/ Reclassi- fications Saldo akhir/ Pengurangan/ Ending balance Deductions Harga perolehan: Tanah dan hak atas tanah Sumur minyak dan gas Sumur panas bumi Instalasi Pabrik LPG Bangunan HBM bergerak 13.534 10.386.509 220.559 2.849.418 1.297.778 79.319 262.695 - - 1.554 - - 8 (129.585) - - - - - (129.585) (129.585) - - - - - (129.585) 4.117 626.548 253.251 1.179.579 137.272 60.419 43.505 17.651 10.883.472 473.810 4.030.551 1.435.050 139.738 306.208 Acquisition cost: Land and land rights Oil and gas wells Geothermal wells Installations LPG plants Buildings Moveable assets Sub jumlah 15.109.812 2.304.691 17.286.480 Sub-total Aset dalam penyelesaian Sumur eksplorasi dan evaluasi Sumur pengembangan 2.275.234 2.047.230 973.555 541.176 (22.437) (25.091) (1.375.123) (794.159) 1.851.229 1.769.156 Assets under construction Exploratory and evaluation wells Development wells Sub jumlah 4.322.464 1.514.731 (47.528) (2.169.282) 3.620.385 Sub-total Aset sewa pembiayaan: Instalasi Pabrik LPG Bangunan HBM bergerak 74.804 44.218 19.962 195.572 - - - (15.977) (6.591) - - (37.567) (9.464) - - 21.260 28.163 19.962 195.572 Finance lease assets: Installations LPG plants Buildings Moveable assets Sub jumlah 334.556
(22.568) (47.031) 264.957 Sub-total Jumlah harga perolehan 19.766.832 1.516.293 (199.681) 88.378 21.171.822 Total acquisition cost Accumulated Akumulasi penyusutan, deplesi dan amortisasi: Sumur minyak dan gas Sumur panas bumi Instalasi Pabrik LPG Bangunan HBM bergerak (3.531.941) (62.993) (878.225) (37.789) (19.611) (141.194) (1.053.549) (18.469) (183.937) (68.028) (7.150) (35.658) 43.899 - 105 - - - (40.482) - (94.926) - - - depreciation, depletion and amortization: Oil and gas wells Geothermal wells Installations LPG plants Buildings Moveable assets (4.582.073) (81.462) (1.156.983) (105.817) (26.761) (176.852) Sub jumlah (4.671.753) (1.366.791) 44.004 (135.408) (6.129.948) Sub-total Aset sewa pembiayaan: Instalasi Pabrik LPG Bangunan HBM bergerak (242.247) (35.955) (17.289) (241) (22.645) (616) (498) (302) 15.977 6.591 - - 217.855 9.463 - (180.288) (31.060) (20.517) (17.787) (180.831) Finance lease assets: Installations LPG plants Buildings Moveable assets Sub jumlah (295.732) (24.061) 22.568 47.030 (250.195) Sub-total Jumlah akumulasi penyusutan, deplesi dan amortisasi (4.967.485) (1.390.852) 66.572 (88.378) Total accumulated depreciation, depletion and amortization (6.380.143) Penyisihan penurunan nilai (5.863) (149.415)
(155.278) Provision for impairment Nilai buku neto 14.793.484 14.636.401 Net book value 93
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 13. ASET MINYAK DAN GAS SERTA PANAS BUMI 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) 2015 Saldo awal/ Beginning balance Penambahan/ Additions Pengalihan/ Reklasifikasi/ Transfers/ Reclassi- fications Saldo akhir/ Pengurangan/ Ending balance Deductions Harga perolehan: Tanah dan hak atas tanah Sumur minyak dan gas Sumur panas bumi Instalasi Pabrik LPG Bangunan HBM bergerak 13.179 10.064.061 264.615 2.368.343 30.090 72.361 297.135 215.507 - 5.900 100 - 10.291 (3.314) - (138) - - - (3.452) (3.314) - (138) - - - (3.452) 355 110.255 (44.056) 475.313 1.267.588 6.958 (44.731) 13.534 10.386.509 220.559 2.849.418 1.297.778 79.319 262.695 Acquisition cost: Land and land rights Oil and gas wells Geothermal wells Installations LPG plants Buildings Moveable assets Sub jumlah 13.109.784 1.771.682 15.109.812 Sub-total Aset dalam penyelesaian Sumur eksplorasi dan evaluasi Sumur pengembangan 1.017.323 3.503.191 1.081.306 674.483 (46.632) - 223.237 (2.130.444) 2.275.234 2.047.230 Assets under construction Exploratory wells and evaluation Development wells Sub jumlah 4.520.514 1.755.789 (46.632) (1.907.207) 4.322.464 Sub-total Aset sewa pembiayaan: Instalasi Pabrik LPG Bangunan HBM bergerak 262.806 44.675 20.526 10.740 - - - - - - (188.002) (457) (564) 184.832 74.804 44.218 19.962 195.572 Finance lease assets: Installations LPG plants Buildings Moveable assets Sub jumlah 338.747
(4.191) 334.556 Sub-total Jumlah harga perolehan 17.969.045 1.987.587 (50.084) (139.716) 19.766.832 Total acquisition cost Accumulated Akumulasi penyusutan, deplesi dan amortisasi: Sumur minyak dan gas Sumur panas bumi Instalasi Pabrik LPG Bangunan HBM bergerak (3.038.793) (74.470) (811.471) (5.415) (17.575) (54.908) (541.172) (12.658) (173.927) (32.374) (6.115) (28.728) 60 - - - - - 47.964 24.135 107.173 - 4.079 (57.558) depreciation, depletion and amortization: Oil and gas wells Geothermal wells Installations LPG plants Buildings Moveable assets (3.531.941) (62.993) (878.225) (37.789) (19.611) (141.194) Sub jumlah (4.002.632) (794.974) 60 125.793 (4.671.753) Sub-total Aset sewa pembiayaan: Instalasi Pabrik LPG Bangunan HBM bergerak (224.200) (43.298) (18.024) (9.504) (10.461) - - (241) - - - (7.586) 7.343 735 9.504 (242.247) (35.955) (17.289) (241) Finance lease assets: Installations LPG plants Buildings Moveable assets Sub jumlah (295.026) (10.702)
9.996 (295.732) Sub-total Jumlah akumulasi penyusutan, deplesi dan amortisasi (4.297.658) (805.676) 60 135.789 Total accumulated depreciation, depletion (4.967.485) and amortization Penyisihan penurunan nilai (114.829) (2.027)
110.993 (5.863) Provision for impairment Nilai buku neto 13.556.558 14.793.484 Net book value Alokasi beban penyusutan, deplesi dan amortisasi adalah sebagai berikut: The allocation of depreciation, depletion and amortization expenses is as follows: 2016 2015 Beban produksi hulu dan lifting (Catatan 32) Beban umum dan administrasi (Catatan 36) 1.386.576 4.276 802.599 3.077 Upstream production and lifting costs (Note 32) General and administrative expenses (Note 36) Jumlah 1.390.852 805.676 Total 94 555
The original consolidated financial statements included herein are in the Indonesian language. 556 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 13. ASET MINYAK DAN GAS SERTA PANAS BUMI 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) Pada tanggal-tanggal 31 Desember 2016 dan 2015, seluruh aset minyak dan gas serta panas bumi, kecuali tanah dan hak atas tanah, milik PT Pertamina EP dan PGE telah diasuransikan terhadap risiko kebakaran dan risiko lain yang mungkin terjadi (Catatan 12). As of December 31, 2016 and 2015, all of the PT Pertamina EP's and PGE's oil & gas and geothermal properties, except land and land rights, were insured against fire and other possible risks (Note 12). berkeyakinan nilai Manajemen pertanggungan tersebut cukup untuk menutup kemungkinan kerugian yang timbul terkait dengan aset minyak dan gas serta panas bumi yang diasuransikan. bahwa Management believes that the insurance coverage is adequate to cover any possible losses that may arise in relation to the insured oil & gas and geothermal properties. Bunga dikapitalisasi sebagai bagian dari aset minyak dan gas serta panas bumi masing-masing sebesar US$33.098 dan US$68.868 pada tahun 2016 dan 2015. Interest capitalized as part of the oil & gas and geothermal properties amounted to US$33,098 and US$68,868 in 2016 and 2015, respectively. tanggal penyelesaian Aset 31 Desember 2016 terdiri dari sumur eksplorasi, sumur pengembangan, sumur panas bumi dan fasilitas produksi baru yang sedang dibangun. dalam pada Assets under construction as of December 31, 2016 consist of exploration wells, development wells, geothermal wells and new production facilities under construction. Penurunan nilai aset minyak dan gas bumi Impairment of oil and gas properties Manajemen pengujian kembali melakukan penurunan nilai di 2016 untuk semua Blok karena terdapat indikasi eksternal. Harga minyak mentah dunia terus mengalami penurunan sepanjang tahun 2015, bahkan menyentuh rekor terendah selama lima tahun 2016, harga minyak naik secara perlahan dibandingkan dengan tahun 2015. tahun terakhir. Pada Management performed impairment testing of all Blocks in 2016 due to external indications. Crude oil prices continued to decline throughout 2015 to the lowest prices recorded over the last five years. In 2016, oil prices increased slightly compared to 2015. Uji penurunan nilai aset minyak dan gas bumi seluruh Blok. Manajemen dilakukan untuk mengevaluasi aspek komersial dan teknikal berdasarkan kondisi harga dan produksi terkini. Impairment testing was performed for the entire Blocks. Management evaluates the commercial and technical aspects based on the current price conditions and production. Pergerakan penurunan nilai aset minyak dan gas di tahun 2016 dan 2015 adalah sebagai berikut: Movement of impairment of oil and gas properties in years 2016 and 2015 is as follows: 31 Desember/December 31, 2016 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss PHE dan entitas anaknya/ PHE and its subsidiaries Blok Natuna A/Natuna A Block Blok OSES/OSES Block Blok Kakap/Kakap Block Blok Salawati Basin/Salawati Basin Block Blok Makassar Strait/Makassar Strait Block 151.423 32.424 9.807 1.885 - 186.783 36.362 10.870 9.564 6.397 35.360 3.938 1.063 7.679 6.397 - - - - 35.360 3.938 1.063 7.679 6.397 Jumlah/Total 195.539 249.976 54.437
54.437 95
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 13. ASET MINYAK DAN GAS SERTA PANAS BUMI 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) 13. OIL & GAS AND GEOTHERMAL PROPERTIES (continued) Penurunan nilai aset minyak dan gas bumi (lanjutan) Impairment of oil and gas properties (continued) Pergerakan penurunan nilai aset minyak dan gas di tahun 2016 dan 2015 adalah sebagai berikut: (lanjjutan) Movement of impairment of oil and gas properties in years 2016 and 2015 is as follows: (continued) 31 Desember/December 31, 2015 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss PHE dan entitas anaknya/ PHE and its subsidiaries Blok Natuna A/Natuna A Block 209.641 233.616 23.975 21.948 2.027 31 Desember/December 31, 2016 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss PIEP dan entitas anaknya/ PIEP and its subsidiaries Blok 405a/405a Block 799.761 972.115 172.354 136.264 36.090 31 Desember/December 31, 2015 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss Blok 405a/405a Block 1.059.475 1.347.039 287.564 423.828
31 Desember/December 31, 2016 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss Pertamina EP Cepu Blok Jambaran Tiung Biru (JTB)/JTB Block
58.888 58.888
58.888 31 Desember/December 31, 2015 Estimasi jumlah terpulihkan/ Estimated recoverable amount Nilai buku/ Book value Kerugian penurunan nilai/ Estimated Impairment loss Jumlah saldo goodwill/ Outstanding goodwill amount Penurunan nilai/ Impairment loss Blok Jambaran Tiung Biru (JTB)/JTB Block 58.888 58.888
Asumsi harga minyak dan gas bumi serta tingkat digunakan diskonto Catatan 14a. yang diungkapkan di Assumptions of oil and gas price and discount rate used are disclosed in Note 14a. 96 557
The original consolidated financial statements included herein are in the Indonesian language. 558 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 14. ASET TIDAK LANCAR LAINNYA 14. OTHER NON-CURRENT ASSETS 2016 2015 Dana yang dibatasi penggunaannya Goodwill Beban tangguhan Piutang lain-lain - pihak berelasi 596.826 60.642 57.856 473.520 196.906 47.971 Restricted funds Goodwill Deferred charges Other receivables- (Catatan 40b) Piutang pegawai jangka panjang Imbalan pascakerja Sertifikat tanah Aset tidak berwujud Uang muka ke pemasok Aset non-free dan non-clear Lain-lain 39.545 39.828 24.695 20.403 14.901 10.191 1.837 55.210 64.085 56.508 26.877 26.657 4.007 31.254 4.540 69.446 related parties (Note 40b) Long-term employee receivables Past-employment benefits Land certificate Intangible assets Advances to vendors Non-free and non-clear assets Others Jumlah 921.934 1.001.771 Total a. Goodwill a. Goodwill 2016 Saldo awal/ Beginning balance Penambahan/ Addition Pengurangan/ Deduction Saldo akhir/ Ending balance COPAL ONWJ PHE Tuban Lainnya Jumlah 136.264 53.337 4.538 2.767 196.906 - - -
(136.264) - - - (136.264) 53.337 4.538 2.767 60.642 COPAL ONWJ PHE Tuban Others Total 2015 Saldo awal/ Beginning balance Penambahan/ Addition Pengurangan/ Deduction Saldo akhir/ Ending balance COPAL ONWJ PHE OG PHE Tuban Lainnya 423.828 53.337 21.948 4.538 2.767 - - - - (287.564) - (21.948) - - 136.264 53.337 - 4.538 2.767 COPAL ONWJ PHE OG PHE Tuban Others Jumlah 506.418
(309.512) 196.906 Total Goodwill dialokasikan atas Unit Penghasil Kas Perusahaan diidentifikasi ("UPK") berdasarkan blok KKS. yang The goodwill is allocated to the Company's Cash Generating Unit identified according to PSC blocks. ("CGU") Grup memperhitungkan terpulihkan berdasarkan nilai wajar dikurangi biaya pelepasan yang memberikan nilai lebih tinggi dibandingkan dengan perhitungan nilai pakai. Nilai wajar dikurangi biaya pelepasan ditentukan dengan menggunakan perhitungan arus kas diskonto setelah pajak. jumlah The Group calculated the recoverable amount based on fair value less cost to sell model which provides a higher value than the value-in- use calculation. The fair value less cost to sell was determined by using a post-tax discounted cash flows ("DCF") calculation. Proyeksi arus kas didasarkan pada produksi telah rencana pengembangan yang dan disetujui oleh manajemen yang mencakup estimasi termasuk perpanjangan kontrak dan investasi masa depan untuk peningkatan output. Periode proyeksi berkisar antara 3-30 tahun. periode kontrak flows projections are based on The cash production and development forecast approved by management covering the estimated period of contract including contract extension and future investments to increase output. The period of projections is ranging from 3-30 years. 97
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 14. ASET TIDAK LANCAR LAINNYA (lanjutan) 14. OTHER NON-CURRENT ASSETS (continued) a. Goodwill (lanjutan) a. Goodwill (continued) Asumsi utama yang digunakan untuk harga minyak dan gas diproyeksikan berdasarkan perkembangan pasar mengingat volatilitas dari yang harga minyak. Tingkat digunakan mencerminkan yang berkaitan dengan industri minyak dan gas yang relevan dan mempertimbangkan risiko dari negara masing-masing operasi. diskonto risiko The key assumption used of oil and gas price was projected based on expectation of market development given the volatility in oil prices. The discount rate used reflects risk relating to the industry and considering individual country of operations. relevant oil and gas risks of Asumsi yang digunakan sebagai dasar pengujian penurunan nilai goodwill tahun 2016 dan 2015 adalah sebagai berikut: Key assumptions used for the basis of the impairment test for goodwill in 2016 and 2015 are as follows: Asumsi/Assumption 2016 Harga minyak/barel 2017 2018 2019 2020 2021 Proyeksi ICP/ICP Projection Proyeksi Brent/Brent Projection US$51,8 US$55,0 US$57,0 US$60,0 US$59,0 US$62,0 US$62,2 US$65,0 US$63,6 US$66,5 Kemudian bertambah US$1,5 - US$2 per tahun untuk ICP dan US$1,5 - US$2,1 per tahun untuk Brent/ Then increases by US$1.5 - US$2 per annum for ICP and US$1.5 - US$2.1 per annum for Brent Harga gas Tingkat diskonto Sesuai kontrak penjualan gas/Based on the gas sales agreement 7,80% - 11,96% Gas price Discount rate Sensitivitas parameter utama adalah sebagai berikut: - 10% kenaikan pada proyeksi harga minyak akan menaikkan nilai wajar sebesar US$349.392; atas penilaian berdasarkan The sensitivity of the valuation to these key parameters is as follows: - 10% increase in oil price forecast will increase the fair value by US$349,392; 10% kenaikan pada cadangan minyak dan gas akan menaikkan nilai wajar sebesar US$521.385; 10% increase in oil and gas reserves will increase the fair value by US$521,385; 1% kenaikan pada tingkat diskonto akan sebesar wajar nilai menurunkan US$151.367. 1% increase in discount rate will decrease the fair value by US$151,367. Beban penurunan nilai goodwill telah dicatat sebesar US$136.264 (2015: US$309.512) terhadap nilai tercatat goodwill dari COPAL (Catatan 38). Hal ini terutama dicerminkan dari kondisi memburuknya perkembangan harga minyak dan gas. Impairment losses on goodwill were recorded for a total amount of US$136,264 (2015: US$309,512) against the carrying value of goodwill from COPAL (Note 38). This mainly reflected the worsening of current development in oil and gas price. Manajemen berpendapat penurunan nilai goodwill sudah mencukupi berdasarkan hasil pengujian penurunan nilai. Management believes the goodwill impairment is sufficient based on the impairment testing. the result of 98 559
The original consolidated financial statements included herein are in the Indonesian language. 560 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 14. ASET TIDAK LANCAR LAINNYA (lanjutan) 14. OTHER NON-CURRENT ASSETS (continued) b. Aset Non-Free dan Non-Clear - neto b. Non-Free and Non-Clear assets - net 2016 2015 Aset non-free dan non-clear Penyisihan penurunan nilai 112.237 (110.400) 112.351 (107.811) Non-free and non-clear assets Provision for impairment Neto 1.837 4.540 Net Aset non-free dan non-clear merupakan tanah yang berlokasi di Teluk Semangka, Lampung dan aset di daerah lainnya yang sampai dengan laporan keuangan konsolidasian, dokumentasi dan hak Perusahaan atas aset-aset ini masih dalam proses hukum dan penyelesaian agar aset tersebut dapat sepenuhnya digunakan oleh Perusahaan. tanggal penyelesaian Non-free and non-clear assets represent land located in Telut Semangka, Lampung and certain assets located in other areas where, as these of consolidated the documentation and rights of the Company were still subject to completion of the legal and settlement processes to allow the Company to fully utilize such assets. the date of the completion of statements, financial Perusahaan mengakui penyisihan penurunan nilai untuk mengurangi nilai dari aset-aset tersebut menjadi nilai terpulihkan. Manajemen berkeyakinan bahwa penyisihan penurunan nilai tersebut telah mencukupi. The Company has recognized a provision for impairment to reduce the value of such assets recoverable amount. Management to believes that the provision for impairment is adequate. their c. Dana yang dibatasi penggunaannya c. Restricted funds 2016 2015 Rekening Dolar AS: Entitas berelasi dengan Pemerintah - BRI - Bank Mandiri 225.922 369 208.478 275 US Dollar accounts: Government-related entities BRI - Bank Mandiri - Pihak Ketiga - Lain-lain
2.172 Third parties Others - 226.291 210.925 Rekening Rupiah: Entitas berelasi dengan Pemerintah - BRI - Bank Mandiri - BNI Pihak Ketiga - Lain-lain 212.064 157.564 907
160.164 83.674 10.542 8.215 Rupiah accounts: Government-related entities BRI - Bank Mandiri - BNI - Third parties Others - 370.535 262.595 Jumlah 596.826 473.520 Total instruksi SKK Migas, Sesuai PT Pertamina EP telah mendepositokan sebesar US$223.984 (2015: US$198.762) di BRI sebagai dana pembongkaran, restorasi lokasi aset dan aktivitas lain yang terkait ke dalam rekening bersama antara SKK Migas dan PT Pertamina EP. dengan In accordance with SKK Migas instructions, PT Pertamina EP deposited US$223,984 (2015: US$198,762) for decommissioning, site restoration and other related activities in a joint bank account held by SKK Migas and PT Pertamina EP. funds at BRI pendanaan Perusahaan mencadangkan kewajiban sebesar Rp4.911.848 juta (nilai penuh) (setara dengan US$365.574). pascakerja pegawai The Company has created reserves fund for past service liabilities to employees amounting to Rp4,911,848 million (full amount) (equivalent to US$365,574). 99
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 14. ASET TIDAK LANCAR LAINNYA (lanjutan) 14. OTHER NON-CURRENT ASSETS (continued) c. Dana yang dibatasi penggunaannya c. Restricted funds (continued) (lanjutan) Perusahaan mencadangkan pendanaan untuk kegiatan Program Kemitraan di BNI sebesar Rp12.174 juta (nilai penuh) (setara US$907) dan tidak mencadangkan untuk kegiatan Bina Lingkungan. The Company has created reserves fund for Partnership Program to Rp12,174 million (full amount) (equivalent to US$907) but has not created reserves for Community Development. in BNI amounting Termasuk di dalam dana yang dibatasi penggunaannya adalah deposito berjangka yang digunakan sebagai jaminan bank garansi yang diterbitkan untuk kontrak kerja operasi di PT Pertamina Bina Medika, dan PT Pertamina Internasional Eksplorasi dan Produksi. Included in restricted cash are time deposits for which are used as bank guarantees operational working contracts in PT Pertamina Bina Medika, and PT Pertamina Internasional Eksplorasi dan Produksi. d. Uang muka ke pemasok - neto d. Advances to vendors - net 2016 2015 Uang muka ke pemasok Penyisihan penurunan nilai 42.895 (32.704) 31.254 - Advances to vendors Provision for impairment Neto 10.191 31.254 Net Perusahaan melakukan penyisihan penurunan nilai atas uang muka proyek pembuatan kapal tanker Perusahaan Zhejiang Chenye Shipbuilding Co. Ltd. Manajemen berkeyakinan bahwa penyisihan penurunan nilai tersebut telah mencukupi. kapasitas 30.000 LTDW antara dengan The Company has recognized a provision for impairment to reduce an advance to vendor for oil tanker building contract with capacity of 30,000 LTDW between the Company and Zhejiang Chenye Shipbuilding Co. Ltd. Management believes that the provision for impairment is adequate. 15. PINJAMAN JANGKA PENDEK 15. SHORT-TERM LOANS 2016 2015 Entitas berelasi dengan Pemerintah (Catatan 40) - Bank Mandiri - BRI - BNI 41.937 4.434 412 401.631 397.109 333.543 Government-related entities (Note 40) Bank Mandiri - BRI - BNI - Pihak ketiga - Deutsche Bank AG - PT Bank ICBC Indonesia - PT Bank UOB Indonesia - Sumitomo Mitsui Banking 39.761 25.642 10.000 30.354 21.491 26.950 Third parties Deutsche Bank AG - PT Bank ICBC Indonesia - PT Bank UOB Indonesia - Sumitomo Mitsui Banking - Corporation PT Bank DBS Indonesia - PT Bank Danamon Indonesia Tbk - Siam Commercial Bank - BCA - BNP Paribas - PT Bank Sumitomo Mitsui Indonesia Citibank, N.A. - PT Bank ANZ Indonesia - Natixis - The Bank of Tokyo 6.308 952 726 117 4 - - - - 12.126 11.028 - - 132.041 269.221 55.129 42.327 36.271 32.184 Corporation PT Bank DBS Indonesia - PT Bank Danamon Indonesia Tbk - Siam Commercial Bank - BCA - BNP Paribas - PT Bank Sumitomo Mitsui - Indonesia Citibank, N.A. - PT Bank ANZ Indonesia - Natixis - The Bank of Tokyo Mitsubishi - Mitsubishi UFJ. Ltd. (BOTM) HSBC - 4.378 2.172 UFJ. Ltd. (BOTM) HSBC - Jumlah 130.293 1.807.955 Total 100 561
The original consolidated financial statements included herein are in the Indonesian language. 562 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 15. PINJAMAN JANGKA PENDEK (lanjutan) 15. SHORT-TERM LOANS (continued) Informasi lain mengenai fasilitas pinjaman bank jangka pendek Grup pada tanggal 31 Desember 2016 adalah sebagai berikut: Other information relating to the Group's short-term bank loan facilities as of December 31, 2016 is as follows: Kreditur/Lenders Masa berlaku/Expiration date Bank Mandiri BNI BRI BNP Paribas PT Bank ANZ Indonesia Sumitomo Mitsui Banking Corporation PT Bank DBS Indonesia Citibank, N.A. HSBC PT Bank Sumitomo Mitsui Indonesia BCA Natixis Bank ICBC Indonesia PT Bank UOB Indonesia Deutsche Bank PT Bank Danamon Indonesia Tbk Intesa Sanpaolo PT ABN Amro Singapore Maybank Indonesia PT Bank Mizuho Indonesia BOTM 11 Maret/March 2017 24 Oktober/October 2017 24 Maret/March 2017 Ditarik sesuai kesepakatan/Withdrawn as agreed 31 Mei/May 2017 Dalam proses perpanjangan/In process of extension 28 April/April 2017 Dalam proses perpanjangan/In process of extension Dalam proses perpanjangan/In process of extension 28 April/April 2017 8 Februari/February 2017 17 Juni/June 2017 17 Februari 2017/February 2017 18 Oktober/October 2017 28 Pebruari/February 2017 13 April/April 2017 22 Juni /June 2017 Ditarik sesuai kesepakatan/Withdrawn as agreed 8 Mei /May 2017 10 Januari/January 2018 21 April /April 2017 Tingkat suku bunga yang dikenakan adalah tingkat suku bunga pasar (contoh: Singapore Interbank Offered Rate ("SIBOR") atau London Interbank ("LIBOR")) ditambah dengan Offered Rate tergantung hasil negosiasi tertentu persentase pada saat penarikan. Interest rates charged are based on market rates (e.g. Singapore Interbank Offered Rate ("SIBOR") or London Interbank Offered Rate ("LIBOR")) plus certain percentage depending on negotiation at drawdown. Tingkat suku bunga per tahun pinjaman jangka pendek selama tahun 2016 dan 2015 adalah sebagai berikut: Annual interest rates on short-term loans during 2016 and 2015 are as follows: 2016 2015 Dolar AS Rupiah 1,44%-1,65% 5,19%-12,75% 0,83%-1,00% 8,80%-12,50% US Dollar Rupiah Dana yang diperoleh dari pinjaman jangka pendek digunakan untuk tujuan modal kerja dan Grup diwajibkan memenuhi batasan-batasan tertentu. The funds received from short-term loans are to be used for working capital purposes and the Group is required to comply with certain covenants. Pada tanggal-tanggal 31 Desember 2016 dan 2015, Grup memenuhi batasan-batasan, seperti batasan rasio keuangan yang diatur dalam perjanjian pinjaman. As of December 31, 2016 and 2015, the Group met the covenants, such as financial rasio covenants as required by the loan agreements. 16. UTANG USAHA - PIHAK KETIGA 16. TRADE PAYABLES - THIRD PARTIES 2016 2015 Dolar AS Rupiah Lain-lain 2.961.282 213.848 26.261 2.028.227 421.841 25.125 US Dollar Rupiah Others Jumlah 3.201.391 2.475.193 Total 101
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 16. UTANG USAHA - PIHAK KETIGA (lanjutan) 16. TRADE PAYABLES - THIRD PARTIES (continued) Utang usaha Grup terutama berkaitan dengan pembelian minyak mentah, gas bumi dan produk minyak. The Group's trade payables are mainly related to purchases of crude oil, natural gas and petroleum products. 17. UTANG PEMERINTAH 17. DUE TO THE GOVERNMENT 2016 2015 Perusahaan: The Company: Conversion account (amount Nilai lawan (utang Pemerintah atas bagian produksi minyak mentah Indonesia yang masuk ke kilang Perusahaan) Bagian Pemerintah atas penjualan gas bumi domestik termasuk bagian Pemerintah atas produksi gas Indonesia Utang dari pembelian produksi LPG bagian Pemerintah Pinjaman proyek pembangunan depot pengisian pesawat udara 586.171 29.470 5.939 341.062 44.451 8.427 due to the Government for its share in the Indonesian crude oil production supplied to the Company's refineries) The Government's share in the domestic natural gas sales including its share of Indonesian gas production Payable for purchase of the Government's share in the LPG production Ngurah Rai Airport refuelling ("DPPU") Ngurah Rai 5.697 6.195 facility construction project loan Pinjaman proyek panas bumi Lumut Balai Pinjaman proyek panas bumi Ulubelu dan Lahendong Signature Bonus Blok Mahakam Utang kepada BPH Migas atas biaya retribusi penyaluran BBM tanpa subsidi Liabilitas lainnya 36.798 200.777 - 4.163 209.175 20.077 33.486 41.000 3.051 - Lumut Balai geothermal project loan Ulubelu and Lahendong geothermal project loan Signature Bonus of Mahakam Block Due to BPH Migas for retribution fee from distribution of BBM - non subsidy Other liability Jumlah - Perusahaan 1.078.190 497.749 Total - Company Entitas Anak: PT Pertamina EP Penerimaan Negara Bukan Pajak ("PNBP") dari aktivitas hulu 15.867 11.570 Subsidiaries: PT Pertamina EP Government's Share of Income in relation to Upstream Activities Liabilitas sewa pembiayaan - barang milik negara 90.218 111.195 Finance lease liability - state-owned assets Sub jumlah 106.085 122.765 Sub-total PT Pertamina Hulu Energi Utang overlifting 59.347 32.024 PT Pertamina Hulu Energi Overlifting payables PT Pertamina EP Cepu Utang overlifting 18.875
PT Pertamina EP Cepu Overlifting payables Jumlah - Entitas Anak 184.307 154.789 Total - Subsidiaries Jumlah konsolidasian (Catatan 40) 1.262.497 652.538 Total consolidated (Note 40) Bagian lancar (930.308) (505.598) Current portion Bagian jangka panjang 332.189 146.940 Non-Current portion 102 563
The original consolidated financial statements included herein are in the Indonesian language. 564 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 17. UTANG PEMERINTAH (lanjutan) 17. DUE TO THE GOVERNMENT (continued) a. Nilai lawan a. Conversion account Nilai lawan merupakan liabilitas Perusahaan kepada Pemerintah sehubungan dengan pengiriman produksi minyak mentah di Indonesia yang merupakan bagian Pemerintah ke kilang Perusahaan untuk diproses dalam rangka memenuhi kebutuhan produk BBM dalam negeri. Produksi minyak mentah di Indonesia bagian Pemerintah tersebut berasal dari wilayah kerja PT Pertamina EP, PHE, PEPC dan KKS lainnya. the The Company's in to relation to the shipment of the Government's share of Indonesian crude oil production to the Company's refineries for processing to meet the domestic demand fuel products. The for Government's share in the Indonesian crude oil production is derived from PT Pertamina EP's, PHE's, PEPC and other PSC's working areas. conversion account liability represents the Government Mutasi saldo nilai berikut: lawan adalah sebagai The movements of the conversion account are as follows: 2016 2015 Saldo awal Ditambah: Bagian Pemerintah atas produksi minyak mentah Indonesia yang masuk ke kilang Perusahaan pada tahun berjalan 341.062 4.726.374 556.989 5.294.516 Beginning balance Add: Current year's Government share in the Indonesian crude oil production delivered to the Company's refineries during the year Dikurangi: Pembayaran tunai Keuntungan selisih kurs (4.455.821) (25.444) (5.387.067) (123.376) Less: Cash settlements Gains on foreign exchange Saldo akhir 586.171 341.062 Ending balance b. Pinjaman Proyek Pembangunan Depot Pengisian Pesawat Udara ("DPPU") Ngurah Rai b. Ngurah Rai Airport Refuelling Facility Construction Project Loan tanggal 7 Mei 2007, Pemerintah Pada meneruskan pinjaman sebesar ¥1.172.872.837 (nilai penuh) yang diperoleh dari Overseas Economic Cooperation Fund Jepang kepada Perusahaan untuk proyek pembangunan DPPU Ngurah Rai sesuai dengan perjanjian pinjaman tanggal 29 November 1994. On May 7, 2007, the Government channelled to ¥1,172,872,837 (full a loan amounting amount) obtained the Overseas Economic Cooperation Fund Japan to the Company in relation to the construction of the Ngurah Rai Airport in accordance with the loan agreement dated November 29, 1994. from refuelling facility Pinjaman tersebut harus dilunasi dalam 36 kali cicilan semesteran mulai Mei 2007 sampai dengan November 2024 dan dikenakan suku bunga 3,1% per tahun. Saldo pinjaman per tanggal adalah ¥663.323.781 (nilai penuh) atau setara dengan US$5.697. 31 Desember 2016 The loan is repayable in 36 semi-annual installments commencing in May 2007 through November 2024, and is subject to interest at the rate of 3.1% per annum. The outstanding loan balance as of December 31, 2016 amounted to ¥663,323,781 (full amount) or equal to US$5,697. 103
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 17. UTANG PEMERINTAH (lanjutan) 17. DUE TO THE GOVERNMENT (continued) c. Pinjaman Proyek Pembangunan Panas Bumi c. Lumut Balai Geothermal Project Loan Lumut Balai Dalam rangka pelaksanaan Lumut Balai Geothermal Power Plant Project, Perusahaan telah memperoleh dana pinjaman dari Japan International Cooperation Agency ("JICA") yang merupakan Government to Government Loan. For implementation of Lumut Balai Geothermal Power Plant Project, the Company Japan has obtained International Cooperation Agency ("JICA") as part of the Government to Government Loan scheme. the loans from the telah 29 Maret Pada ditandatangani Loan Agreement ("LA") IP-557 antara Pemerintah Indonesia diwakili oleh Direktur Utang Jenderal Kementerian Keuangan dengan JICA yang diwakili oleh Chief Representative JICA, sebagai dengan Executing Agency sebagai Implementing Agency, dengan jumlah pinjaman sebesar ¥26.966.000.000 (nilai penuh) untuk jangka waktu penarikan pinjaman delapan tahun sejak dinyatakan efektif. tanggal 2011, Pengelolaan bertindak dan PGE Perusahaan On March 29, 2011, Loan Agreement ("LA") IP-557 was signed by the Government of Indonesia, the Director General of Debt Management, Ministry of Finance, and JICA, represented by the Chief Representative of JICA, with the Company as Executing Agency and PGE as Implementing Agency, amounting to ¥26,966,000,000 (full amount) with period of withdrawal for eight years from the effective date. represented by Pelunasan pokok pinjaman dilakukan setiap setengah tahunan, setiap tanggal 20 Maret dan 20 September, dimulai tanggal 20 Maret 2021 sampai Maret 2051. Saldo pinjaman per tanggal 31 Desember 2016 adalah ¥4.284.146.996 (nilai penuh) atau setara dengan US$36.798. Repayment of the loan principal will be on a semiannual basis, on March 20, and from commencing 20, September March 20, 2021 to March 2051. The outstanding loan balance as of December 31, 2016 amounting (full amount) or equal to US$36,798. on to ¥4,284,146,996 d. Pinjaman Proyek Pembangunan Panas Bumi d. Ulubelu and Lahendong Geothermal Project Ulubelu dan Lahendong Loan rangka pelaksanaan Ulubelu and Dalam Energy Lahendong Geothermal telah diperoleh dana Investment Project pinjaman for Reconstruction and Development ("IBRD") yang merupakan pinjaman dari Bank Dunia. Clean dari International Bank For implementation of Ulubelu and Lahendong Geothermal Clean Energy Investment Project, the Company has obtained loans for Reconstruction and Development ("IBRD") as part of the World Bank Loan. the from the International Bank Pada telah tanggal 5 Desember 2011, ditandatangani LA 8082-ID dan TF10417-ID antara Pemerintah Indonesia dengan IBRD sebagai dengan Executing Agency sebagai Implementing Agency, dengan jumlah pinjaman sebesar US$300.000 yang terdiri dari LA 8082- ID sebesar US$175.000 dan LA TF10417-ID sebesar US$125.000. Perusahaan bertindak dan PGE On December 5, 2011, LA 8082-ID and TF10417-ID were signed by the Government of Indonesia and IBRD with the Company as Executing Agency and PGE as Implementing Agency, amounting to US$300,000 consisting of LA 8082-ID amounting to US$175,000 and LA TF10417-ID amounting to US$125,000. 104 565
The original consolidated financial statements included herein are in the Indonesian language. 566 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 17. UTANG PEMERINTAH (lanjutan) 17. DUE TO THE GOVERNMENT (continued) d. Pinjaman Proyek Pembangunan Panas Bumi d. Ulubelu and Lahendong Geothermal Project Ulubelu dan Lahendong (lanjutan) Loan (continued) Pelunasan pokok pinjaman dilakukan setiap setengah tahunan, setiap tanggal 10 April dan 10 Oktober LA 8082-ID, akan dimulai tanggal 10 Oktober 2020 sampai 10 Oktober 2035 dan untuk LA TF10417-ID, akan dimulai tanggal 10 Oktober 2021 sampai 10 April 2051. Saldo pinjaman per tanggal 31 Desember 2016 untuk LA 8082-ID adalah US$108.947 dan LA TF10417-ID adalah US$91.830. Repayment of the loan principal will be on a semiannual basis, on April 10 and October 10. LA 8082-ID, will be commecing on October 10, 2020 until October 10, 2035 and LA TF10417-ID, October 10, 2021 until April 10, 2051. The outstanding loan balance as of December 31, 2016 for LA 8082-ID amounted to US$108,947 and LA TF10417-ID amounted to US$91,830. e. Liabilitas atas Pemakaian Barang Milik Negara oleh PT Pertamina EP Sewa Pembiayaan e. Finance Lease Liability involving State- Owned Assets Utilized by PT Pertamina EP Berdasarkan Keputusan Menteri Keuangan tanggal 2 Mei 2008, status aset-aset yang dahulunya dimiliki oleh Pertamina Lama yang tidak ditetapkan di dalam neraca pembukaan Perusahaan, adalah Barang Milik Negara ("BMN"), yang penguasaannya dilakukan oleh Direktorat Jenderal Kekayaan Negara. In accordance with the Minister of Finance Decree dated May 2, 2008, assets previously owned by the former Pertamina Entity which have not been recognized in the opening balance sheet of the Company, represent state-owned assets ("BMN"), the control of which is exercised by the Directorate General of State Assets. Pada tanggal 20 September 2016, Perjanjian Sewa Barang Milik Negara antara Kementerian Keuangan Republik PT Pertamina EP No. PRJ-3-MK.6/2016 dan ditanda- No. 1307/EP0000/2016-S0 tangani. Dengan ditandatanganinya perjanjian tersebut, manajemen berkeyakinan bahwa utang sewa untuk BMN yang tidak digunakan tidak akan ditagih oleh Pemerintah karena lingkup perjanjian tidak tersebut. Oleh karena itu, pada tahun 2016, PT Pertamina EP melakukan koreksi atas utang sewa untuk BMN yang tidak digunakan oleh PT Pertamina EP. Indonesia dengan telah termasuk dalam On September 20, 2016, the State Property Lease Agreements between the Ministry of Finance of the Republic of Indonesia with PT Pertamina EP No. PRJ-3-MK.6/ 2016 and No. 1307/EP0000/ 2016-S0 have been signed. With the agreements, management believes that the property lease payable for unutilized BMN, will not be charged by the Government since it was not included as part of the scope of the agreements. Therefore, in 2016, PT Pertamina EP made correction to the BMN lease payable for BMN which are not used by PT Pertamina EP. the signing of Jumlah ini merupakan utang sewa pembiayaan atas BMN yang meliputi instalasi, bangunan dan harta bergerak yang digunakan di dalam kegiatan usaha minyak dan gas bumi PT Pertamina EP. This amount represents the finance lease payables for BMN that include installations, buildings and moveable equipment utilized in the PT Pertamina EP's oil and gas operations. Pihak yang menyewakan Kementerian Keuangan Jenis aset/ Type of assets Aset instalasi, bangunan, HBM/Installation assets, buildings and moveable assets 2016 90.218 2015 111.195 Lessor The Ministry of Finance Dikurangi bagian lancar (944) (23.324) Less current portion Bagian jangka panjang 89.274 87.871 Non-current portion 105
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 17. UTANG PEMERINTAH (lanjutan) 17. DUE TO THE GOVERNMENT (continued) e. Liabilitas atas Pemakaian Barang Milik Negara oleh PT Pertamina EP (lanjutan) Sewa Pembiayaan e. Finance Lease Liability involving State- Owned Assets Utilized by PT Pertamina EP (continued) Pembayaran sewa minimum masa datang pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: Future minimum lease payments as of December 31, 2016 and 2015, are as follows: 2016 2015 Jatuh tempo kurang dari satu tahun Jatuh tempo lebih dari satu tahun sampai dengan lima tahun Jatuh tempo lebih dari lima tahun Jumlah Dikurangi bunga 15.423 77.112 196.637 289.172 (198.954) 37.553 60.085 221.562 319.200 (208.005) Payable within one year Payable more than one year but not more than five years Payable more than five years Total Less interest Neto 90.218 111.195 Net Bagian lancar (944) (23.324) Current portion Bagian jangka panjang 89.274 87.871 Non-current portion tempo dalam Rincian bagian yang satu tahun pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: jatuh Details of amounts due within one year as of December 31, 2016 and 2015 are as follows: 2016 2015 Pokok Bunga 944 - 1.769 21.555 Principal Interest Jumlah 944 23.324 Total f. Liabilitas Lainnya f. Other Liability Pemerintah memberikan mandat kepada Grup untuk menyediakan dan mendistribusikan tiga jenis bahan bakar sebagai berikut: The Government mandates the Group to provide and distribute three types of fuel as follows: 1. Jenis BBM Tertentu ("JBT") berupa produk solar dan kerosene yang diberikan subsidi oleh Pemerintah; 2. Jenis BBM Khusus Penugasan ("JBKP") berupa produk premium (bensin dengan RON minimum 88) di wilayah penugasan. sebagaimana Wilayah seluruh Wilayah dimaksud meliputi Negara Kesatuan Republik Indonesia kecuali di wilayah Provinsi Daerah Khusus Ibukota Jakarta, Banten, Jawa Barat, Jawa Tengah, Jawa Timur, Daerah Istimewa Yogyakarta, dan Bali; dan 3. Jenis BBM Umum berupa seluruh jenis BBM diluar JBT dan JBKP. Produk yang lain Pertamax Plus, beredar antara Pertamax, Pertalite, Pertamina DEX dan produk bahan bakar khusus ("BBK") lainnya. 106 penugasan 1. Certain kinds of BBM products ("JBT") such as diesel and kerosene products were given subsidies by the Government; products assignment-BBM ("JKBP") such as premium (gasoline with minimum RON 88) the areas of deployment. Such assignment covers the whole the Republic of Indonesia except in the Special Provinces of Jakarta, Banten, West Java, Central Java, East Java, Yogyakarta Special Region, and Bali; and territory of in 2. Special 3. General BBM products involve all BBM products except JBKP. Distributed products include Pertamax Plus, Pertamax, Pertalite, Pertamina DEX and other special fuel ("BBK") products. JBT and 567
The original consolidated financial statements included herein are in the Indonesian language. 568 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 17. UTANG PEMERINTAH (lanjutan) 17. DUE TO THE GOVERNMENT (continued) f. Liabilitas Lainnya (lanjutan) f. Other Liability (continued) Sepanjang tahun 2016, penentuan harga eceran jenis bahan bakar yang didistribusikan Grup didasarkan dua ketetapan, yaitu: Throughout 2016, the determination of retail prices of fuel that is distributed by the Group is based on two regulations, namely: 1. Keputusan Menteri ESDM Republik Indonesia Tentang Harga Dasar BBM (selanjutnya disebut sebagai harga formula HIP/Harga Indeks Pasar); dan 1. Decree of the Minister of Energy & Mining Resources of the Republic of Indonesia On the Basic Fuel Price (hereinafter referred to as the formula of MPI/ Market Price Index); and 2. Keputusan Menteri ESDM Republik Indonesia Tentang Harga Jual Eceran Jenis BBM Tertentu dan Jenis BBM Khusus Penugasan (selanjutnya disebut sebagai harga eceran umum atau harga ketetapan). 2. Decree of the Minister of Energy & Mining Resources of the Republic of Indonesia On Retail Prices of certain kinds of BBM products and Special assignment-BBM products (hereinafter referred to as the general retail price or the decreed price). Atas disparitas dua referensi harga yang diterapkan dalam penentuan harga jual untuk JBT dan JKBP, Grup melakukan koreksi sebesar US$209.175 (nilai sebelum pajak) terhadap pengakuan pendapatan Januari - Desember 2016. Disparity on these two regulations of price references which the are determination of selling price for JBT and JKBP, results in the Group making correction in the amount of US$209,175 (before tax) for January - December 2016 revenue recognition. applied in 18. BEBAN AKRUAL 18. ACCRUED EXPENSES 2016 2015 Pemasok dan kontraktor Bonus, insentif dan gaji Liabilitas imbalan kerja karyawan yang akan jatuh tempo dalam satu 709.878 359.463 722.597 258.835 Suppliers and contractors Bonuses, incentives and salaries Employee benefit liabilities tahun (Catatan 21b) Estimasi klaim retensi sendiri Bunga pinjaman Lain-lain 202.392 123.423 66.120 82.082 196.140 255.065 62.205 64.418 due within one year (Note 21b) Estimated retention claim Interest on loan Others Jumlah 1.543.358 1.559.260 Total 107
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 19. LIABILITAS JANGKA PANJANG 19. LONG-TERM LIABILITIES 2016 2015 Pinjaman bank: Entitas berelasi dengan Pemerintah Pihak ketiga 192.324 2.002.816 61.736 2.865.183 Bank loans: Government-related entities Third parties Biaya penerbitan 2.195.140 (13.199) 2.926.919 (16.570) Issuance cost Jumlah pinjaman bank-neto Sewa pembiayaan 2.181.941 212.486 2.910.349 212.225 Total bank loans-net Finance leases Jumlah liabilitas jangka panjang 2.394.427 3.122.574 Total long-term liabilities Bagian lancar (573.450) (926.338) Current portion Liabilitas jangka panjang - setelah dikurangi bagian lancar 1.820.977 2.196.236 Long-term liabilities - net of current portion Tingkat bunga per tahun pinjaman jangka panjang selama tahun 2016 dan 2015 adalah sebagai berikut: Annual interest rates on bank loans during 2016 and 2015 are as follows: 2016 2015 Rupiah Dolar AS 9,00%-12,50% 1,46%-3,20% 9,27%-11,30% 1,44%-2,95% Rupiah US Dollar a. Pinjaman bank a. Bank loans Rincian pinjaman sindikasi dan pinjaman bank Grup pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: Details of the Group's syndicated and bank loans as of December 31, 2016 and 2015 are as follows: 2016 Jumlah/ Total Lancar/ Current Tidak lancar/ Non-current Entitas berelasi dengan Pemerintah/Government-related entities Bank Mandiri BNI BRI PT Bank BNI Syariah (BNI Syariah) Lembaga Keuangan Lainnya/Other Financial Institution 14.996 1.377 1.218 297 2.967 1.109 1.218 147 12.029 268 - 150 Lembaga Penjaminan Ekspor Indonesia PT Sarana Multi Infrastruktur (Persero) 24.436 150.000 7.152
17.284 150.000 Pihak ketiga/Third parties BOTM (Pinjaman sindikasi/Syndicated loan) BNP Paribas Investment Partners 1.104.412 123.036 981.376 (Pinjaman sindikasi/Syndicated loan) 768.900 384.050 384.850 Sumitomo Mitsui Banking Corporation PT Bank Sumitomo Mitsui Indonesia Mizuho Corporate Bank, Ltd. BCA Lain-lain/Others 91.494 29.518 2.438 1.237 4.817 - 2.438 1.237 4.464 91.494 29.518 - - 353 Jumlah/Total 2.195.140 527.818 1.667.322 108 569
The original consolidated financial statements included herein are in the Indonesian language. 570 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 19. LIABILITAS JANGKA PANJANG (lanjutan) 19. LONG-TERM LIABILITIES (continued) a. Pinjaman bank (lanjutan) a. Bank loans (continued) 2015 Jumlah/ Total Lancar/ Current Tidak lancar/ Non-current Entitas berelasi dengan Pemerintah/Government-related entities Bank Mandiri BNI BNI Syariah BRI Lembaga Keuangan Lainnya/Other Financial Institution 9.627 1.530 438 97 3.534 - 129 43 6.093 1.530 309 54 PT Sarana Multi Infrastruktur (Persero) Lembaga Penjaminan Ekspor Indonesia 40.000 10.044 3.600 40.000 6.444 Pihak ketiga/Third parties BNP Paribas Investment Partners (Pinjaman sindikasi/Syndicated loan) 2.317.065 634.590 1.682.475 Mizuho Corporate Bank. Ltd. (Pinjaman sindikasi/Syndicated loan) BOTM (Pinjaman sindikasi/Syndicated loan) PT Bank Sumitomo Mitsui Indonesia PT Bank ANZ Indonesia BCA Lain-lain/Others 434.250 48.243 22.335 15.786 5.092 22.412 212.300 32.093 3.625 10.790 3.874 2.306 221.950 16.150 18.710 4.996 1.218 20.106 Jumlah/Total 2.926.919 906.884 2.020.035 Informasi lain mengenai pinjaman sindikasi tanggal dan Grup 31 Desember 2016 adalah sebagai berikut: bank pada Other information on the Group's syndicated and bank loans as of December 31, 2016 is as follows: Kreditur/Creditors Jadwal pembayaran/Repayment schedule Perusahaan/The Company Sumitomo Mitsui Banking Corporation (Pinjaman berjangka/Long-term loan) Beberapa cicilan/Several installments (2016-2025) Lembaga Keuangan Lainnya/ Other Financial Institution PT Sarana Multi Infrastruktur (Persero) (Pinjaman berjangka/Long-term loan) Beberapa cicilan/Several installments (2015-2025) BNP Paribas (Pinjaman sindikasi/Syndicated loan) BOTM (Pinjaman sindikasi/Syndicated loan) Beberapa cicilan/Several installments (2014-2019) Beberapa cicilan/Several installments (2016-2021) Entitas Anak/Subsidiaries BNI Syariah PT Elnusa Tbk. BCA PT Pertamina Trans Kontinental PT Pertamina Training & Consulting PT Bank Sumitomo Mitsui Indonesia PT Pertamina Patra Niaga Lembaga Keuangan Lainnya/ Other Financial Institution Lembaga Penjaminan Ekspor Indonesia Beberapa cicilan/Several installments (2013-2018) Beberapa cicilan/Several installments (2013-2017) Beberapa cicilan/Several installments (2014-2017) Beberapa cicilan/Several installments (2014-2018) PT Pelita Air Service Beberapa cicilan/Several installments (2012-2018) Bank Mandiri PT Pelita Air Service BRI PT Pertamina Patra Niaga BNI PT Tugu Pratama Indonesia Beberapa cicilan/Several installments (2014-2019) Beberapa cicilan/Several installments (2014-2017) Beberapa cicilan/Several installments (2014-2018) 109
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 19. LIABILITAS JANGKA PANJANG (lanjutan) 19. LONG-TERM LIABILITIES (continued) a. Pinjaman bank (lanjutan) a. Bank loans (continued) Pinjaman ini ditujukan untuk mendanai belanja modal Perusahaan dan/atau Entitas Anak, kegiatan umum dan biaya proyek tertentu sehubungan dengan perjanjian. These bank loans are obtained to finance the capital expenditures of the Company's and/or Subsidiaries' projects, general activities and certain costs relating to the agreement. Berdasarkan beberapa perjanjian pinjaman, debitur diwajibkan memenuhi batasan-batasan tertentu seperti batasan rasio keuangan, batasan melakukan perubahan bisnis yang substansial dan tidak melakukan merger. As specified by the loan agreements, the borrowers are required to comply with certain covenants, such as financial ratio covenants, no substantial change in the general business of the Company and/or Subsidiaries and not entering into mergers. Pinjaman bank jangka panjang Entitas Anak dijaminkan dengan aset-aset tertentu Entitas Anak seperti piutang, aset tetap dan aset lainnya (Catatan 12). The Subsidiaries' long-term bank loans are collateralised by certain Subsidiaries' assets such as receivables, fixed assets and other assets (Note 12). Pada tanggal-tanggal 31 Desember 2016 dan 2015, Grup memenuhi batasan-batasan yang diatur dalam perjanjian pinjaman tersebut. As of December 31, 2016 and 2015, the Group complied with the covenants as required by the loan agreements. b. Sewa pembiayaan b. Finance leases Akun ini merupakan pembayaran sewa minimum Grup di masa yang akan datang dari transaksi-transaksi sewa pembiayaan untuk Stasiun Pengisian dan Pengangkutan Bulk transports, Elpiji ("SPPBE"), mobil tanki BBM dan LPG, server komputer, instalasi pipa gas dan pabrik LPG. landing craft This account represents the Group's future minimum lease payments from finance lease transactions for the LPG Filling and Transport Stations (SPPBEs), landing craft transports, BBM and LPG truck tankers, computer servers, gas pipeline installations and LPG plants. Pembayaran sewa minimum masa akan datang pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: Future minimum December 31, 2016 and 2015 are as follows: lease payments as of 2016 2015 Jatuh tempo kurang dari satu tahun Jatuh tempo lebih dari satu tahun dan kurang dari lima tahun Jatuh tempo lebih dari lima tahun 55.501 161.754 15.496 33.800 164.284 34.376 Payable within one year Payable more than one year and not more than five years Payable more than five years Jumlah 232.751 232.460 Total Dikurangi bunga (20.265) (20.235) Less interest Neto 212.486 212.225 Net Bagian lancar (50.562) (26.855) Current portion Bagian tidak lancar 161.924 185.370 Non-current portion 110 571
The original consolidated financial statements included herein are in the Indonesian language. 572 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 20. UTANG OBLIGASI 20. BONDS PAYABLE 2016 2015 Obligasi Senior Penerbitan tahun 2011 - I Penerbitan tahun 2011 - II Penerbitan tahun 2012 - I Penerbitan tahun 2012 - II Penerbitan tahun 2013 - I Penerbitan tahun 2013 - II Penerbitan tahun 2014 - I 1.000.000 500.000 1.242.000 1.230.000 1.615.000 1.462.500 1.500.000 1.000.000 500.000 1.242.000 1.245.000 1.615.000 1.600.000 1.500.000 Senior Notes Issued in 2011 - I Issued in 2011 - II Issued in 2012 - I Issued in 2012 - II Issued in 2013 - I Issued in 2013 - II Issued in 2014 - I Jumlah 8.549.500 8.702.000 Total Diskonto Biaya penerbitan Amortisasi diskonto dan biaya penerbitan (51.180) (23.552) 17.544 (51.460) (24.145) 7.575 Discount Issuance cost Amortization of discount and issuance cost Jumlah Utang Obligasi - neto 8.492.312 8.633.970 Total Bonds Payable - net Rincian utang obligasi: Details of bonds payable: Pokok/ Principal 2016 Pokok/ Principal 2015 Harga penerbitan/ Issuance price Tanggal jatuh tempo/ Maturity date Tingkat bunga/ Interest rate Penerbitan tahun 2011 Jatuh tempo 2021 Jatuh tempo 2041 Penerbitan tahun 2012 Jatuh tempo 2022 Jatuh tempo 2042 Penerbitan tahun 2013 Jatuh tempo 2023 Jatuh tempo 2043 Penerbitan tahun 2014 Jatuh tempo 2044 1.000.000 500.000 1.242.000 1.230.000 1.615.000 1.462.500 1.000.000 500.000 1.242.000 1.245.000 1.615.000 1.600.000 98,097% 98,380% 99,414% 98,631% 100,000% 100,000% 23 Mei/May 2021 27 Mei/May 2041 03 Mei/May 2022 03 Mei/May 2042 20 Mei/May 2023 20 Mei/May 2043 5,25% 6,50% 4,88% 6,00% 4,30% 5,63% Issued in 2011 Due in 2021 Due in 2041 Issued in 2012 Due in 2022 Due in 2042 Issued in 2013 Due in 2023 Due in 2043 Issued in 2014 Due in 2044 1.500.000 1.500.000 100,000% 30 Mei/May 2044 6,45% Jumlah 8.549.500 8.702.000 Total a) Penerbitan tahun 2011 - I a) Issued in 2011 - I tanggal 23 Mei 2011, Perusahaan Pada menerbitkan sejumlah US$1.000.000 dengan HSBC Bank USA, N.A. sebagai Wali Amanat. Bunga dibayarkan setiap enam bulan sejak tanggal 23 November 2011 sampai dengan jatuh tempo. obligasi senior On May 23, 2011, the Company issued senior notes amounting to US$1,000,000 with HSBC Bank USA, N.A. acting as a Trustee. The interest is payable semi-annually starting from November 23, 2011 until the maturity date. b) Penerbitan tahun 2011 - II b) Issued in 2011 - II Pada tanggal 27 Mei 2011, Perusahaan sejumlah menerbitkan US$500.000 dengan HSBC Bank USA, N.A. sebagai Wali Amanat. Bunga dibayarkan setiap enam bulan sejak tanggal 27 November 2011 sampai dengan tanggal jatuh tempo. obligasi senior On May 27, 2011, the Company issued senior notes amounting to US$500,000 with HSBC Bank USA, N.A. acting as a Trustee. The interest is payable semi-annually starting from November 27, 2011 until the maturity date. 111
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 20. UTANG OBLIGASI (lanjutan) 20. BONDS PAYABLE (continued) Rincian utang obligasi: (lanjutan) Details of bonds payable: (continued) c) Penerbitan tahun 2012 - I c) Issued in 2012 - I tanggal 3 Mei 2012, Perusahaan Pada sejumlah menerbitkan US$1.250.000 dengan HSBC Bank USA, N.A. sebagai Wali Amanat. Bunga dibayarkan setiap enam bulan sejak 3 November 2012 sampai dengan tanggal jatuh tempo. obligasi senior On May 3, 2012, the Company issued senior notes amounting to US$1,250,000 with HSBC Bank USA, N.A. acting as a Trustee. The interest is payable semi-annually starting from November 3, 2012 until the maturity date. d) Penerbitan tahun 2012 - II d) Issued in 2012 - II tanggal 3 Mei 2012, Perusahaan Pada menerbitkan sejumlah US$1.250.000 dengan HSBC Bank USA, N.A. sebagai Wali Amanat. Bunga dibayarkan setiap enam bulan sejak 3 November 2012 sampai dengan tanggal jatuh tempo. obligasi senior On May 3, 2012, the Company issued senior notes amounting to US$1,250,000 with HSBC Bank USA, N.A. acting as a Trustee. The interest is payable semi-annually starting from November 3, 2012 until the maturity date. e) Penerbitan tahun 2013 - I e) Issued in 2013 - I tanggal 20 Mei 2013, Perusahaan Pada menerbitkan sejumlah US$1.625.000 dengan The Bank of New York sebagai Wali Amanat. Bunga Mellon sejak dibayarkan 20 November 2013 sampai dengan tanggal jatuh tempo. obligasi senior setiap enam bulan On May 20, 2013, the Company issued senior notes amounting to US$1,625,000 with The Bank of New York Mellon acting as a Trustee. The interest is payable semi-annually starting from November 20, 2013 until the maturity date. f) Penerbitan tahun 2013 - II f) Issued in 2013 - II tanggal 20 Mei 2013, Perusahaan Pada menerbitkan sejumlah US$1.625.000 dengan The Bank of New York sebagai Wali Amanat. Bunga Mellon sejak dibayarkan 20 November 2013 sampai dengan tanggal jatuh tempo. obligasi senior setiap enam bulan On May 20, 2013, the Company issued senior notes amounting to US$1,625,000 with The Bank of New York Mellon acting as a Trustee. The interest is payable semi-annually starting from November 20, 2013 until the maturity date. g) Penerbitan tahun 2014 - I g) Issued in 2014 - I tanggal 30 Mei 2014, Perusahaan Pada menerbitkan sejumlah US$1.500.000 dengan The Bank of New York sebagai Wali Amanat. Bunga Mellon sejak dibayarkan 30 November 2014 sampai dengan tanggal jatuh tempo. obligasi senior setiap enam bulan On May 30, 2014, the Company issued senior notes amounting to US$1,500,000 with The Bank of New York Mellon acting as a Trustee. The interest is payable semi-annually starting from November 30, 2014 until the maturity date. Pada tanggal 31 Desember 2016, Perusahaan memperoleh peringkat Baa3 dengan outlook stabil dari Moody' s Investors Service, BBB- dengan outlook positif dari FitchRatings dan BB+ dengan outlook positif dari Standard & Poor's. As of December 31, 2016, the Company was rated as Baa3 with a stable outlook by Moody' s Investors Service, BBB- with a positive outlook by FitchRatings and BB+ with a positive outlook by Standard & Poor's. 112 573
The original consolidated financial statements included herein are in the Indonesian language. 574 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 20. UTANG OBLIGASI (lanjutan) 20. BONDS PAYABLE (continued) Perjanjian Wali Amanat menetapkan bahwa: The Indenture stipulates that:
Tidak lebih dari 30 hari sejak kejadian dimana Pemerintah Indonesia kehilangan kepemilikan lebih dari 50%, baik langsung maupun tidak langsung, hak suara pada Perusahaan (Change of Control Triggering Event), Perusahaan dapat diminta untuk melakukan penawaran untuk membeli kembali obligasi senior dengan harga 101% dari nilai nominal tanggal ditambah bunga pembelian kembali. Perusahaan mempunyai opsi untuk menebus kembali seluruh obligasi senior ini dengan harga 100% dari nilai nominal, bersama dengan utang bunga dalam hal terjadinya perubahan tertentu terhadap perpajakan di Indonesia. terutang sampai
No later than 30 days following the occurrence of an event in which the Government of Indonesia ceases to own, directly or indirectly, more than 50% of the voting securities of the Company (Change of Control Triggering Event), the Company may be required to make an offer repurchase all senior notes outstanding at a purchase price equal to 101% of their principal amount plus accrued and unpaid the date of if any, repurchase. The senior notes are subject to redemption in whole, at 100% of their principal amount, together with any accrued interest, at the option of the Company at a certain time in the event of certain changes affecting Indonesian taxation. to interest, to
Pembatasan yang dipersyaratkan antara lain: pembatasan atas hak-hak gadai, pembatasan atas transaksi penjualan dan sewa kembali dan penyampaian laporan keuangan dan laporan lainnya.
include among others: Certain covenants limitation on liens, limitation on sale and lease back transactions and provision of financial statements and other reports. Perusahaan pembatasan- memenuhi pembatasan yang ditentukan dalam perjanjian dengan Wali Amanat.
The Company complied with the restrictions specified within the Trustee. the agreements with Dana yang diperoleh dari penerbitan obligasi senior ini digunakan untuk mendanai sebagian kebutuhan investasi akuisisi blok baru, pengembangan lapangan yang sudah ada, pembelian rig dan pembangunan tanker.
The proceeds from senior notes issue were used to partially fund the capital expenditure requirements in the acquisition of new blocks, development of existing blocks, rig purchase and tanker building. Pada tahun 2016, Perusahaan melakukan pembelian kembali sebagian obligasi senior sejumlah US$152.500 (2015: US$48.000). During 2016, the Company partially repurchased senior notes amounting (2015: US$48,000). to US$152,500 113
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES a. Program imbalan pascakerja dan imbalan a. Post-employment benefit plans and other kerja jangka panjang lainnya long-term employee benefits tertentu Perusahaan dan Entitas Anak menyelenggarakan imbalan pascakerja dan imbalan kerja jangka panjang lainnya sebagai berikut: program The Company and certain Subsidiaries have post-employment benefits plans and provide other long-term employee benefits as follows: 1. Program imbalan pascakerja 1. Post-employment benefit plans (i) Program imbalan pasti dikelola (i) Defined benefit plan administered Dana Pensiun Pertamina under the Dana Pensiun Pertamina Perusahaan dan entitas anak tertentu telah menerima persetujuan Republik Keuangan Menteri Indonesia dalam Surat Pengesahan No. S-190/MK.6/1977 15 Juli 1977 untuk mendirikan dana pensiun terpisah, Dana Pensiun Pertamina, dimana seluruh pekerja, setelah memenuhi periode bakti tertentu, berhak atas imbalan pasti saat pensiun, cacat atau kematian, kesehatan serta pascakerja. Pensiun Manfaat Pasti ("PPMP") ini berlaku bagi pekerja yang direkrut sebelum tahun 2005. tanggal imbalan Program The Company and certain Subsidiaries received approval from the Minister of Finance of the Republic of Indonesia Letter in No. S-190/MK.6/1977 dated July 15, 1977 to establish a separate pension fund, Dana Pensiun Pertamina, from which all employees, after serving a qualifying period, are entitled to defined benefits upon retirement, disability or death, and also post- employment medical benefits. The Defined Benefit Plans ("PPMP") cover employees who were hired before year 2005. Decision (ii) Tunjangan kesehatan pascakerja (ii) Post-retirement healthcare benefits Tunjangan kesehatan pascakerja pensiunan para meliputi pasangannya dan Perusahaan sejak pensiunan memasuki usia pensiun sampai meninggal dunia. healthcare The benefits the Company's retired employees and their spouses, from the date of the employees' retirement until death. post-retirement involve (iii) Penghargaan atas pengabdian (iii) Severance and service pay ("PAP") ("PAP") Manfaat PAP terdiri dari imbalan tambahan yang diberikan pada saat karyawan memasuki usia pensiun dan dalam hal mengalami cacat tetap, atau meninggal, mengundurkan diri secara sukarela. PAP benefits consist of additional benefits for employees to which they are entitled when they enter the pension age and in the event of permanent disability, death, or voluntary resignation. 2. Program imbalan kerja jangka panjang 2. Other long-term employee benefits plan lainnya Perusahaan memberikan imbalan kerja jangka panjang lainnya dalam bentuk tunjangan Masa Persiapan Purnakarya ("MPPK"), biaya pemulangan, tunjangan cuti, Program Asuransi Mandiri Guna I dan ulang tahun dinas, kecuali untuk program asuransi. The Company provides other long-term employee benefits in the form of pre- retirement benefits ("MPPK"), repatriation costs, annual leave, the Mandiri Guna I Insurance service anniversaries, except for the insurance program benefit. Program and 114 575
The original consolidated financial statements included herein are in the Indonesian language. 576 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) a. Program imbalan pascakerja dan imbalan kerja jangka panjang lainnya (lanjutan) a. Post-employment benefit plans and other long-term employee benefits (continued) 3. Program Tabungan Pekerja 3. Employees' Saving Plan Perusahaan dan Entitas Anak tertentu (keseluruhannya Peserta) menyelenggarakan program Tabungan Pekerja ("TP") berupa program iuran pasti dan yang akan diterima oleh pekerja pada saat masa kerjanya berakhir. Hingga tahun buku 2015, seluruh iuran dikelola oleh PT Pertamina Dana Ventura. Efektif per tanggal 28 Oktober 2016, PT Pertamina Dana Ventura melakukan keputusan membuat restrukturisasi dan tidak lagi melakukan kegiatan usaha sebagai Perusahaan Modal Ventura sehingga seluruh dana yang tersedia dialihkelolakan kepada Dana Pensiun Lembaga Keuangan ("DPLK"). disebut The Company and certain Subsidiaries (collectively referred to as the Participants) operate an Employees' Saving Plan ("TP") in the form of a defined contribution plan, in which the saving will be received by employees at the end of their service period. Until the fiscal year 2015, all contributions made are managed by PT Pertamina Dana Ventura. Effective on October 28, 2016, PT Pertamina Dana Ventura made a decision to restructure and it is no longer in business activities as a venture capital company so that all of available transferred by management to Pension Fund ("DPLK"). funds are b. Provisi imbalan kerja karyawan b. Provision for employee benefits Taksiran kewajiban imbalan kerja Perusahaan dan sebagian besar entitas anaknya per tanggal-tanggal 31 Desember 2016 dan 2015 dihitung berdasarkan laporan penilaian dari PT Dayamandiri aktuaris independen, tanggal Dharmakonsilindo, masing-masing 25 Januari 2017. Tabel berikut ini menyajikan ikhtisar kewajiban imbalan kerja sebagaimana tercatat pada laporan posisi keuangan konsolidasian: The estimated employee benefits obligations of the Company and most of its Subsidiaries as of December 31, 2016 and 2015, were determined based on the valuation reports of an independent actuary, PT Dayamandiri Dharmakonsilindo, dated January 25, 2017. The table below presents a summary of the employee benefits obligations reported in the consolidated statements of financial position: 2016 2015 Perusahaan: Pensiun dan imbalan pascakerja lainnya: - PPMP - Tunjangan kesehatan pascakerja - PAP - Biaya pemulangan 142.326 832.487 922.194 8.230 The Company: Pension and other post employment benefits: PPMP - 719.791 Post-retirement healthcare benefits - 902.089 PAP - Repatriation costs - 8.824 93.459 Sub jumlah 1.905.237 1.724.163 Sub-total Imbalan kerja jangka panjang lainnya: MPPK - Tunjangan cuti dan ulang tahun dinas 114.778 12.843 114.591 13.042 Other long-term employee benefits: MPPK - Annual leave and - service anniversary Sub jumlah 127.621 127.633 Sub-total Jumlah - Perusahaan 2.032.858 1.851.796 Total - Company Entitas Anak: Pensiun dan imbalan pascakerja lainnya 133.283 135.749 Subsidiaries: Pension and other post- employment benefits Jumlah konsolidasian 2.166.141 1.987.545 Total consolidated Bagian jangka pendek (Catatan 18) (202.392) (196.140) Current portion (Note 18) Bagian jangka panjang 1.963.749 1.791.405 Non-current portion 115
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) b. Provisi imbalan kerja karyawan (lanjutan) b. Provision for employee benefits (continued) Rincian estimasi liabilitas imbalan pascakerja dan imbalan jangka panjang lainnya untuk masing-masing program yang diselenggarakan Perusahaan tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: pada The details of estimated post-employment benefit obligations and other long-term employment benefits for each of the programs of operated December 31, 2016 and 2015 are as follows: by the Company as (i) Liabilitas imbalan pascakerja (i) Post-employment benefit obligations 2016 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Nilai kini liabilitas imbalan pasti Nilai wajar aset program Status yang belum didanai 735.775 (593.449) 142.326 832.487
832.487 922.194
922.194 8.230
8.230 Present value of the 2.498.686 defined benefit obligations (593.449) Fair value of plan assets 1.905.237 Unfunded status Jumlah - Perusahaan 142.326 832.487 922.194 8.230 1.905.237 Total - Company 2015 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Nilai kini liabilitas imbalan pasti Nilai wajar aset program Status yang belum didanai 702.452 (608.993) 93.459 719.791
719.791 902.089
902.089 8.824
8.824 Present value of the 2.333.156 defined benefit obligations (608.993) Fair value of plan assets 1.724.163 Unfunded status Jumlah - Perusahaan 93.459 719.791 902.089 8.824 1.724.163 Total - Company Mutasi nilai wajar aset program selama tahun berjalan adalah sebagai berikut: The movements in the fair value of plan assets of the year are as follows: 2016 2015 Saldo awal Pendapatan bunga Pengukuran kembali - 608.993 55.627 720.048 55.795 Beginning balance Interest Income Remeasurement - imbal hasil aset program, di luar pendapatan bunga Iuran Perusahaan Iuran pekerja Imbalan yang dibayar Keuntungan (kerugian) selisih kurs (28.927) 3.667 1.418 (63.909) 16.580 (40.029) 3.977 1.570 (63.259) (69.109) return on plan assets, excluding interest income Company's contributions Employee contributions Benefits paid Gain (loss) on foreign exchange Saldo akhir 593.449 608.993 Ending balance 116 577
The original consolidated financial statements included herein are in the Indonesian language. 578 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) b. Provisi imbalan kerja karyawan (lanjutan) b. Provision for employee benefits (continued) (i) Liabilitas imbalan pascakerja (lanjutan) (i) Post-employment benefit obligations (continued) Atas status yang belum didanai pada Program Pensiun Manfaat Pasti (PPMP) akan oleh Perusahaan sesuai dengan peraturan yang berlaku. diselesaikan/ dibayarkan On the status of unfunded Defined Benefit Pension Plan (PPMP) will be settled/ paid by in accordance with the Company applicable regulations. Tingkat pengembalian aktual aset program pada tanggal 31 Desember 2016 adalah US$26.700 (2015: US$15.766). The actual return on plan assets as of December to 2016 31, US$26,700 (2015: US$15,766). amounted (ii) Liabilitas imbalan kerja jangka panjang (ii) Other long-term employee benefit lainnya obligations MPPK/ MPPK Tunjangan cuti dan ulang tahun dinas/Annual leave and service anniversary Jumlah/ Total Nilai kini liabilitas imbalan kerja - Perusahaan Present value of employee benefit obligations - Company 31 Desember 2016 114.778 12.843 127.621 December 31, 2016 31 Desember 2015 114.591 13.042 127.633 December 31, 2015 c. Biaya imbalan kerja c. Employee benefits expense Perusahaan mengakui biaya imbalan kerja neto untuk tahun yang berakhir pada tanggal- tanggal 31 Desember 2016 dan 2015 sebagai berikut: The Company benefits expense for December 31, 2016 and 2015 are as follows: recognized net employee the years ended 2016 2015 Pensiun dan imbalan pascakerja lainnya: - PPMP - Tunjangan kesehatan 11.464 117.367 Pension and other post- employment benefits: PPMP - Post-retirement healthcare - pascakerja PAP - Biaya pemulangan 80.035 122.804 1.247 69.629 118.463 1.478 benefits PAP - Repatriation costs - Sub jumlah 215.550 306.937 Sub-total Imbalan kerja jangka panjang Other long-term employee lainnya: benefits: MPPK - Tunjangan cuti dan ulang tahun dinas 17.948 4.552 6.802 4.454 MPPK - Annual leave - and service anniversary Sub jumlah 22.500 11.256 Sub-total Jumlah - Perusahaan 238.050 318.193 Total - Company 117
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) c. Biaya imbalan kerja (lanjutan) c. Employee benefits expense (continued) Rincian biaya imbalan kerja neto untuk setiap program imbalan imbalan pascakerja dan jangka panjang lainnya yang diselenggarakan Perusahaan untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: Details of the net employee benefits expense for each of the post-employment benefit programs and other long-term employment benefits provided by the Company for the years ended December 31, 2016 and 2015 are as follows: (i) Biaya imbalan pascakerja - neto (i) Post-employment benefits expense - net 2016 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Biaya jasa kini Biaya jasa lalu dan keuntungan dan kerugian yang timbul dari penyelesaian Bunga neto atas liabilitas imbalan pasti neto Jumlah yang diakui dalam laporan laba-rugi 2.812
8.652 11.464 11.680
68.355 80.035 45.288
77.516 122.804 502
745 1.247 60.282 Current service costs Past service cost and
gains and losses on settlements 155.268 215.550 Net interest on net defined benefit liability Total amounts recognized in profit or loss 2015 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Biaya jasa kini Biaya jasa lalu dan keuntungan dan kerugian yang timbul dari penyelesaian Bunga neto atas liabilitas imbalan pasti neto Jumlah yang diakui dalam laporan laba-rugi 3.018 107.261 7.088 117.367 12.099
57.530 69.629 48.452
70.011 118.463 710
768 1.478 64.279 Current service costs Past service cost and 107.261 gains and losses on settlements 135.397 306.937 Net interest on net defined benefit liability Total amounts recognized in profit or loss 118 579
The original consolidated financial statements included herein are in the Indonesian language. 580 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) c. Biaya imbalan kerja (lanjutan) c. Employee benefits expense (continued) (ii) Biaya imbalan kerja jangka panjang (ii) Other long-term employment benefits lainnya - neto expense - net MPPK/ MPPK 2016 Tunjangan cuti dan ulang tahun dinas/ Annual leave and service anniversary Jumlah/ Total Biaya jasa kini Biaya jasa lalu dan keuntungan dan kerugian yang timbul dari penyelesaian Biaya bunga Keuntungan aktuarial Jumlah yang diakui d alam laporan la ba-rugi 5.906 2.343 9.699 - 17.948 5.980 (2.397) 969 - 4.552 11.886 (54) 10.668 - 22.500 Current service costs Past service costs and gains and losses on settlements Interest costs Actuarial gains Total amounts recognized in profit or loss MPPK/ MPPK 2015 Tunjangan cuti dan ulang tahun dinas/ Annual leave and service anniversary Jumlah/ Total Biaya jasa kini Biaya jasa lalu dan keuntungan dan kerugian yang timbul dari penyelesaian B iaya bunga Keuntungan aktuarial Jumlah yang diakui d alam laporan la ba-rugi 6.468 8.992 (8.658) 6.802 7.311 838 (3.695) 4.454 13.779 9.830 (12.353) 11.256 Current service costs Past service costs and gains and losses on settlements Interest costs Actuarial gains Total amounts recognized in profit or loss 119
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) d. Perubahan liabilitas imbalan kerja d. Changes in employee benefits obligations Perubahan imbalan pascakerja Perusahaan untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: liabilitas Changes the post-employment benefit obligations of the Company for the years ended December 31, 2016 and 2015 are as follows: in (i) Perubahan pascakerja liabilitas imbalan (i) Changes in post-employment benefit obligations 2016 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Saldo awal Biaya diakui dalam 93.459 719.791 902.089 8.824 1.724.163 Beginning balance laporan laba-rugi Biaya (penghasilan) diakui dalam penghasilan komprehensif lain Imbalan yang dibayar Kerugian selisih 11.464 39.021 (3.667) 80.035 41.504 (27.171) 122.804 29.201 (156.042) 1.247 (1.529) (555) 215.550 108.197 (187.435) Expense recognized in profit or loss Expense (income) recognized in other comprehensive income Benefits paid Loss on foreign currency kurs 2.049 18.328 24.142 243 44.762 exchange Saldo akhir 142.326 832.487 922.194 8.230 1.905.237 Ending balance 2015 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Saldo awal Biaya diakui dalam
729.306 1.003.935 11.126 1.744.367 Beginning balance laporan laba-rugi Biaya (penghasilan) diakui dalam penghasilan komprehensif lain Imbalan yang dibayar Keuntungan selisih 117.367 (16.181) (3.977) 69.629 22.927 (27.944) 118.463 15.101 (136.929) 1.478 (2.131) (605) 306.937 19.716 (169.455) Expense recognized in profit or loss Expense (income) recognized in other comprehensive income Benefits paid Gain on foreign currency kurs (3.750) (74.127) (98.481) (1.044) (177.402) exchange Saldo akhir 93.459 719.791 902.089 8.824 1.724.163 Ending balance 120 581
The original consolidated financial statements included herein are in the Indonesian language. 582 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFIT LIABILITIES (continued) (lanjutan) d. Perubahan liabilitas imbalan kerja (lanjutan) d. Changes in employee benefit obligations (continued) (ii) Perubahan liabilitas imbalan kerja (ii) Changes in other long-term employee jangka panjang lainnya benefit obligations Mutasi panjang lainnya adalah sebagai berikut: liabilitas imbalan kerja jangka The movements long-term employee benefit obligations are as follows: in other MPPK/ MPPK 2016 Tunjangan cuti dan ulang tahun dinas/Annual leave and service anniversary Jumlah/ Total Saldo awal Biaya diakui dalam laporan laba-rugi Imbalan yang dibayar Kerugian selisih 114.591 17.948 (20.850) 13.042 4.552 (5.106) 127.633 22.500 (25.956) Beginning balance Expense recognized in profit or loss Benefits paid Loss on foreign currency kurs 3.089 355 3.444 exchange Saldo akhir 114.778 12.843 127.621 Ending balance MPPK/ MPPK 2015 Tunjangan cuti dan ulang tahun dinas/Annual leave and service anniversary Jumlah/ Total Saldo awal Biaya diakui dalam laporan laba-rugi Imbalan yang dibayar Keuntungan selisih 130.730 6.802 (10.234) 13.966 4.454 (3.988) 144.696 11.256 (14.222) Beginning balance Expense recognized in profit or loss Benefits paid Gain on foreign currency kurs (12.707) (1.390) (14.097) exchange Saldo akhir 114.591 13.042 127.633 Ending balance 121
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) e. Perubahan nilai kini dari liabilitas imbalan e. Changes in present value of employee kerja benefits obligations Mutasi nilai kini dari liabilitas imbalan pasti Perusahaan pada tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: The movements of the Company's present value of employee benefits obligations for the years ended December 31, 2016 and 2015 are as follows: (i) Perubahan pascakerja nilai kini imbalan (i) Changes in present value of post- employment benefit obligations 2016 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation costs Jumlah/ Total Saldo awal Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran imbalan Kerugian (keuntungan) aktuarial atas: Perubahan asumsi demografis Perubahan asumsi 702.452 4.230 - 64.279 (63.909)
15.564 719.791 11.680
68.355 (27.171)
(4.004)
902.089 45.288
77.516 (156.042)
39.711 8.824 502
745 (555)
424 2.333.156 61.700
210.895 (247.677)
51.695 Beginning balance Current service cost Past service cost Interest cost Benefits paid Actuarial (gain) loss arising from: Changes in demographic assumptions Changes in financial assumptions keuangan Penyesuaian historis Kerugian (5.470) 45.508 (10.510) (1.953) 27.575 Experience adjustments Loss on foreign selisih kurs 18.629 18.328 24.142 243 61.342 currency exchange Saldo akhir 735.775 832.487 922.194 8.230 2.498.686 Ending balance 2015 PPMP/ PPMP Tunjangan kesehatan pascakerja/ Post- retirement healthcare benefits PAP/ PAP Biaya pemulangan/ Repatriation Jumlah / costs Total Saldo awal Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran imbalan Kerugian (keuntungan) aktuarial atas: Perubahan asumsi demografis Perubahan asumsi 690.952 4.588 107.261 62.882 (63.259) 9.062 729.306 12.099 - 57.530 (27.944) 79.290 1.003.935 48.452
70.011 (136.929) (9.415) 11.126 710 - 768 (605) (10) 2.435.319 65.849 107.261 191.191 (228.737) 78.927 Beginning balance Current service cost Past service cost Interest cost Benefits paid Actuarial (gain) loss arising from: Changes in demographic assumptions Changes in financial assumptions keuangan Penyesuaian historis Keuntungan (40.052) 3.186 (135.416) 78.169 (27.676) 51.609 (403) (1.635) (203.547) 131.329 Experience adjustments Gain on foreign selisih kurs (72.168) (73.243) (97.898) (1.127) (244.436) currency exchange Saldo akhir 702.452 719.791 902.089 8.824 2.333.156 Ending balance 122 583
The original consolidated financial statements included herein are in the Indonesian language. 584 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) e. Perubahan nilai kini dari liabilitas imbalan e. Changes in present value of employee kerja (lanjutan) benefits obligations (continued) (ii) Perubahan nilai kini jangka panjang lainnya imbalan kerja (ii) Changes in present value of other long- term employee benefit obligations MPPK/ MPPK 2016 Tunjangan cuti dan ulang tahun dinas/Annual leave and service anniversary Jumlah/ Total Saldo awal Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran imbalan Kerugian (keuntungan) aktuarial atas: Perubahan asumsi 114.591 5.906 (304) 9.699 (20.850) 13.042 5.980 (49) 969 (5.106) 127.633 11.886 (353) 10.668 (25.956) Beginning balance Current service cost Past service cost Interest cost Benefits paid Actuarial (gain) loss arising from: Changes in demographic demografis
assumptions Perubahan asumsi Changes in financial keuangan Penyesuaian historis Kerugian selisih kurs 4.683 (2.036) 3.089 583 (2.931) 355 5.266 (4.967) 3.444 assumptions Experience adjustments Loss on foreign currency exchange Saldo akhir 114.778 12.843 127.621 Ending balance MPPK/ MPPK 2015 Tunjangan cuti dan ulang tahun dinas/Annual leave and service anniversary Jumlah/ Total Saldo awal Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran imbalan Kerugian (keuntungan) aktuarial atas: Perubahan asumsi 130.730 6.469
8.992 (10.234) 13.966 7.311 - 838 (3.988) 144.696 13.780 - 9.830 (14.222) Beginning balance Current service costs Past service costs Interest costs Benefits paid Actuarial (gain) loss arising from: Changes in demographic demografis (1) (26) (27) assumptions Perubahan asumsi Changes in financial keuangan Penyesuaian historis Keuntungan selisih kurs (4.799) (3.524) (13.042) (274) (3.253) (1.532) (5.073) (6.777) (14.574) assumptions Experience adjustments Gain on foreign currency exchange Saldo akhir 114.591 13.042 127.633 Ending balance 123
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) f. Asumsi-asumsi aktuarial f. Actuarial assumptions Asumsi-asumsi aktuarial yang diterapkan dalam perhitungan liabilitas imbalan pascakerja dan imbalan kerja jangka panjang lainnya untuk Perusahaan adalah sebagai berikut: signifikan Significant actuarial assumptions applied in the calculation benefit obligations and other long-term employment benefits for the Company are as follows: of post-employment 2016 2015 Tingkat diskonto: - Program Asuransi Mandiri Guna I, Discount rate: Mandiri Guna I Insurance - PAP, biaya pemulangan, MPPK, ulang tahun dinas Tunjangan cuti - Program imbalan pasti dikelola oleh Dana Pensiun Pertamina 8,5% per tahun/annum 7,81% per tahun/annum 8,5% per tahun/annum 9,5% per tahun/annum 8,8% per tahun/annum 9,2% per tahun/annum Program, PAP, repatriation costs, MPPK, service anniversary Annual leave - Defined benefits plan administered - by Dana Pensiun Pertamina Post-retirement healthcare - Tunjangan kesehatan pascakerja Tingkat inflasi Tingkat pengembalian aset program: - Program pensiun Kenaikan gaji: Tren biaya kesehatan tahunan: 8,78% per tahun/annum 6% per tahun/annum 8,61% per tahun/annum 9,5% per tahun/annum 8% per tahun untuk seterusnya/per annum afterwards 9,3% per tahun/annum 6% per tahun/annum 9,2% per tahun/annum 9,5% per tahun/annum 8% per tahun untuk seterusnya/per annum afterwards benefits Inflation rate Return on plan assets: Pension plan Salary increases: Annual medical expense trend:
Faktor demografis: Tingkat kematian: Pekerja aktif Pensiunan Tingkat cacat: Pengunduran diri: Pensiun: Tabel Mortalita Indonesia 2011 ("TMI" 2011) Group Annuity Mortality 1971 ("GAM" 71) 0,75% tingkat kematian/ mortality rate 1% pada usia 20 dan berkurang secara linear sebesar 0,028 % per tahun sampai usia 55/ 1% at age 20 and linearly decreasing by 0,028% per annum until 55 years of age 100% pada usia pensiun normal/ 100% at normal retirement age Tabel Mortalita Indonesia 2011 ("TMI" 2011) Group Annuity Mortality 1971 ("GAM" 71) 0,75% tingkat kematian/ mortality rate 1% pada usia 20 dan berkurang secara linear sebesar 0.028% per tahun sampai usia 55/ 1% at age 20 and linearly decreasing by 0,028% per annum until 55 years of age 100% pada usia pensiun normal/ 100% at normal retirement age Demographic factors: Mortality: - Active employees Pensioners Disability: - Resignation: - Pension: - Usia pensiun normal Biaya operasional program pensiun: 56 tahun/years 8% dari biaya jasa dan 2,11% dari pembayaran manfaat/ 8% of service cost and 2.11% of benefit payments 56 tahun/years 8% dari biaya jasa dan 3,5% dari pembayaran manfaat/ 8% of service cost and 3.5% of benefit payments Normal retirement age Operational costs of the pension plan: Keseluruhan tingkat pengembalian aset yang diharapkan dalam jangka panjang adalah 8,61% (2015: 9,2%). Tingkat pengembalian tersebut didasarkan pada portofolio secara keseluruhan dan bukan pada penjumlahan tingkat pengembalian masing-masing kategori aset secara individual. Tingkat pengembalian didasarkan pengembalian pada historis, tanpa adanya penyesuaian. tingkat The overall expected rate of return on assets, in the long-term is 8.61% (2015: 9.2%). The expected rate of return is based on the portfolio as a whole rather than on the sum of return of each asset category individually. The return is exclusively based on historical returns, without any adjustments. Asumsi yang berhubungan dengan tingkat pengembalian diharapkan ditentukan berdasarkan data historis dan terhadap manajemen ekspektasi pengembangan investasi di masa yang akan datang. aset yang Assumptions regarding the expected return on plan assets are set based on the historical data and management's expectation of the future investment development. 124 585
The original consolidated financial statements included herein are in the Indonesian language. 586 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) f. Asumsi-asumsi aktuarial (lanjutan) f. Actuarial assumptions (continued) Komposisi investasi aset program terdiri dari: Investment portfolio of plan assets comprises the following: 2016 2015 Nilai investasi/ Investment value % Nilai investasi/ Investment value % Instrumen ekuitas Instrumen utang Lain-lain 190.834 32% 256.397 43% 146.218 25% 221.637 36% 268.454 44% 118.902 20% Equity instruments Debt instruments Others Jumlah 593.449 100% 608.993 100% Total Hasil yang diharapkan dari aset program ditentukan mempertimbangkan imbalan hasil yang diharapkan atas aset yang mengacu pada kebijakan investasi. Hasil investasi bunga tetap didasarkan pada hasil pengembalian bruto pada tanggal pelaporan. Hasil yang diharapkan dari investasi ekuitas dan properti mencerminkan tingkat imbal hasil jangka panjang aktual yang terjadi untuk setiap pasar. dengan is The expected determined by considering the expected returns from the assets based on current investment policy. Expected yields on interest investments are based on gross redemption yields as of the reporting date. Expected returns on equity and investment properties reflect long- term real rates of return experienced in the respective markets. return on plan assets fixed Kontribusi yang diharapkan untuk program imbalan pascakerja untuk tahun yang berakhir pada tanggal 31 Desember 2016 adalah US$5.416 (2015: US$10.601). to post-employment Expected contributions ended benefit the plans December 31, 2016 amounted to US$5,416 (2015: US$10,601). for year Analisis sensitivitas kualitatif untuk asumsi- asumsi signifikan 31 Desember 2016 adalah sebagai berikut: yang pada tanggal The qualitative for significant assumptions as of December 31, 2016 is as follows: sensitivity analysis Kenaikan tingkat diskonto 1%/1% increase in discount rate Penurunan tingkat diskonto 1%/1% decrease in discount rate Dampak terhadap liabilitas imbalan Effect on defined benefit obligation pasti - naik (turun) (213.137) 265.620 increase (decrease) Kenaikan tingkat upah 1%/1% increase in salary rate Penurunan tingkat upah 1%/ 1% decrease in salary rate Dampak terhadap liabilitas imbalan Effect on defined benefit obligation pasti - naik (turun) 73.163 (53.886) increase (decrease) Kenaikan tingkat tren biaya kesehatan 1%/ 1% increase in healthcare cost trend rate Penurunan tren biaya kesehatan 1%/1% decrease in healthcare cost trend rate Dampak terhadap liabilitas imbalan Effect on defined benefit obligation pasti - naik (turun) 139.930 (111.148) increase (decrease) 125
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued) (lanjutan) Durasi rata-rata tahun liabilitas manfaat pascakerja di akhir periode pelaporan Perusahaan adalah sebagai berikut: The average duration years of the Company's defined benefits plan obligation at the end of the reporting period are as follows: 2016 2015 PPMP PAP Tunjangan kesehatan pascakerja 15,91 5,70 20,49 16,40 9,25 19,37 PPMP PAP Post-retirement healthcare benefits Jadwal imbalan pascakerja pada tanggal-tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: jatuh tempo dari program The maturity profile of post-employment benefits obligation as of December 31, 2016 and 2015 are as follows: 2016 2015 Dalam 1 tahun 2 - 5 tahun Lebih dari 5 tahun 262.536 855.130 2.632.970 250.224 899.984 1.982.750 Within 1 year 2 - 5 years More than 5 years Jumlah 3.750.636 3.132.958 Total perkiraan Manajemen liabilitas dari imbalan kerja karyawan yang diberikan dari keseluruhan program pensiun Grup, yang didasarkan pada estimasi perhitungan aktuaris, telah melebihi kewajiban minimal yang ditentukan oleh Undang-Undang Ketenagakerjaan No. 13/2003. berkeyakinan bahwa Management believes that the estimated liabilities for employee benefits from all of the Group's pension programs, based on the estimated calculation provided by the actuaries, exceed the minimum liability that is required by Labour Law No. 13/2003. 22. PROVISI PEMBONGKARAN DAN RESTORASI 22. PROVISION FOR DECOMMISSIONING AND SITE RESTORATION Mutasi provisi pembongkaran dan restorasi adalah sebagai berikut: The movements for decommissioning and site restoration are as follows: in the provision 2016 2015 Saldo awal Penambahan selama tahun berjalan Biaya akresi (Catatan 37) Penyesuaian 1.925.585 42.951 79.471 (223.852) 1.799.925 65.630 60.030 - Beginning balance Addition during the year Accretion expense (Note 37) Adjustment Saldo akhir 1.824.155 1.925.585 Ending balance Sebagian besar penyesuaian disebabkan karena perubahan tarif pembongkaran dan restorasi yang diterapkan oleh Perusahaan yang menyebabkan penurunan jumlah liabilitas tersebut. The adjustment mainly represents the changes in decommissioning and site restoration costs applied by the Company resulting in a decrease in the amount of such liabilities. 23. KEPENTINGAN NONPENGENDALI 23. NON-CONTROLLING INTEREST 2016 2015 PT Elnusa Tbk. PT Tugu Pratama Indonesia Pertamina International Timor S.A. PT Pertamina Patra Niaga PT Pertamina Trans Kontinental 127.485 82.232 605 - - 113.690 79.237 142 15 1 PT Elnusa Tbk. PT Tugu Pratama Indonesia Pertamina International Timor S.A. PT Pertamina Patra Niaga PT Pertamina Trans Kontinental Jumlah 210.322 193.085 Total 126 587
The original consolidated financial statements included herein are in the Indonesian language. 588 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 24. MODAL SAHAM, UANG MUKA SETORAN MODAL DAN TAMBAHAN MODAL DISETOR 24. SHARE CAPITAL, ADVANCE FOR SHARE ISSUANCE AND ADDITIONAL PAID-IN CAPITAL I. Modal disetor dan uang muka setoran I. Share capital and advance for share issuance modal Sesuai Akta Notaris No. 20 tanggal 17 September 2003 oleh Lenny Janis Ishak, S.H., dan keputusan Menteri Keuangan Keputusan melalui (KMK 408) No. 408/KMK.02/2003 tanggal 16 September 2003, jumlah modal dasar Perusahaan sebesar Rp200.000.000 juta yang terdiri dari 200.000.000 saham biasa dengan nilai nominal Rp1.000.000 (nilai penuh) per saham yang ditempatkan sebesar Rp100.000.000 juta dan telah disetor oleh Pemerintah Republik Indonesia melalui kekayaan tertentu dari Pertamina Lama termasuk Entitas Anak dan Ventura Bersamanya. Surat dimana jumlah modal pengalihan In accordance with Notarial Deed No. 20 dated September 17, 2003 of Lenny Janis Ishak, S.H., and the decision of the Minister of Finance through Decision Letter No. 408/KMK.02/2003 (KMK 408) dated September 16, 2003, the Company's authorized capital amounts to Rp200,000,000 million, which consists of 200,000,000 ordinary shares with a par value of Rp1,000,000 (full amount) per share of which Rp100,000,000 million has been issued and paid by the Government of the Republic of Indonesia through the transfer of identified net assets of the former Pertamina Entity, including its Subsidiaries and its Joint Ventures. Berdasarkan Surat Keputusan Menteri Keuangan No. 23/KMK.06/2008 pada tanggal 30 Januari 2008, tentang Penetapan Neraca Pembukaan PT Pertamina (Persero) pada jumlah tanggal penyertaan modal dalam Perusahaan ditetapkan sebesar Rp82.569.779 juta. Nilai ini terdiri dari seluruh aset dan liabilitas neto Pertamina Lama tidak termasuk aset pabrik LNG yang dikelola oleh PT Badak dan Natural PT Arun Natural Gas Liquefaction, aset hulu ini dikelola oleh eks kontrak yang saat PT Pertamina EP dan aset berupa tanah dan bangunan tertentu. 17 September 2003, Pemerintah Gas Liquefaction Based on the Minister of Finance's Decision Letter No. 23/KMK.06/2008 dated January 30, 2008, the Opening Balance Sheet of PT Pertamina (Persero) as of September 17, 2003, the total amount of the Government's equity ownership in the Company is Rp82,569,779 million. This amount consists of all of the former Pertamina Entity's net assets and net liabilities excluding LNG plants operated by PT Badak Natural Gas Liquefaction and PT Arun Natural Gas Liquefaction, former upstream assets currently operated by PT Pertamina EP, and certain land and building assets. regarding the Determination of Perubahan modal ditempatkan dan disetor Perusahaan dari Rp100.000.000 juta menjadi Rp82.569.779 dengan US$9.809.882) telah disetujui dalam Rapat Umum Pemegang Saham tanggal 15 Juni 2009 dan didokumentasikan dengan Akta Notaris No. 11 dari Lenny Janis Ishak, S.H. Perubahan tersebut telah diaktakan dengan Akta Notaris No. 4 tanggal 14 Juli 2009 oleh Lenny Janis Ishak, S.H. dan disetujui oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan No. AHU-45429.AH.01.02.Tahun 2009 tanggal 14 September 2009. Pengurangan modal saham Perusahaan yang diterbitkan dan disetor tanggal surut 17 September 2003. juta (setara berlaku sejak The changes in the Company's issued and paid-up share capital from Rp100,000,000 million to Rp82,569,779 million (equivalent to US$9,809,882) were approved at a General Shareholder's Meeting held on June 15, 2009 and are documented in Notarial Deed No. 11 of Lenny Janis Ishak, S.H. The amendment was documented by Notarial Deed No. 4 dated July 14, 2009 of Lenny Janis Ishak, S.H. and approved by the Minister of Law and Human Rights of the Republic of Indonesia in Decision Letter No. AHU-45429.AH.01.02.Tahun 2009 dated September 14, 2009. The reduction in the Company's issued and paid-up share capital is effective retrospectively as of September 17, 2003. 127
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 24. MODAL SAHAM, UANG MUKA SETORAN MODAL DAN TAMBAHAN MODAL DISETOR (lanjutan) 24. SHARE CAPITAL, ADVANCE FOR SHARE ISSUANCE AND ADDITIONAL PAID-IN CAPITAL (continued) I. Modal disetor dan uang muka setoran I. Share capital and advance for share issuance modal (lanjutan) (continued) terjadi tanggal 1 Agustus 2012 Pada penambahan penyertaan modal saham yang didokumentasikan dengan Akta Notaris No. 1 dari Lenny Janis Ishak, S.H. sebesar Rp520.918 juta (nilai penuh) (setara dengan US$55.019) dan berdasarkan Peraturan Pemerintah No. 13 Tahun 2012 tentang Penambahan Penyertaan Modal Negara Republik Indonesia ke Dalam Modal Saham (Persero) Perusahaan PT Pertamina. Perseroan As of August 1, 2012, there were additional share capital contributions documented in Notarial Deed No. 1 of Lenny Janis Ishak, S.H. in the amount of Rp520,918 million (full amount) (equivalent to US$55,019) and based on Government Regulation No. 13 Year 2012 regarding the Addition to the Government's Capital Contribution to Share Capital of State Enterprise (Persero) PT Pertamina. Berdasarkan Rapat Umum Pemegang Saham ("RUPS") tanggal 14 Desember 2015, Kementerian BUMN menyetujui permohonan kapitalisasi laba ditahan menjadi modal disetor sebesar Rp50.000.000 (nilai penuh) lembar saham sebesar dengan 50.000.000 dengan US$3.552.146). juta jumlah lembar (setara Based on General Meeting of Shareholders ("GMS") dated December 14, 2015, the Ministry the of State-Owned Enterprises approved capitalisation of retained earnings into share capital amounting to Rp50,000,000 million (full amount) with 50,000,000 shares (equivalent to US$3,552,146). Uang muka kemudian dikapitalisasi menjadi penambahan modal saham ditempatkan dan disetor melalui Akta Ishak, S.H., No. 10 Notaris Lenny Janis tanggal 11 Januari 2016. setoran modal Subsequently, advance for share issuance has been capitalized as addition to issued and paid- up share capital through Notarial Deed No. 10 dated January 11, 2016 of Lenny Janis Ishak, S.H. Penambahan modal ditempatkan dan disetor tersebut telah dilaporkan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sebagaimana dinyatakan dalam Surat Penerimaan Pemberitahuan Perubahan Anggaran Dasar No. AHU-AH.01.3-0003113 tanggal 15 Januari 2016. The additional issued and paid-up share capital has been reported to the Minister of Law and Human Rights through Receipt of Notification regarding the Amendment of Articles of Association No. AHU-AH.01.3-0003113 dated January 15, 2016. Pada tanggal-tanggal 31 Desember 2016 dan 2015, yang jumlah modal Perusahaan ditempatkan dan disetor adalah sebagai berikut: As of December 31, 2016 and 2015, the Company's issued and paid-up share capital were as follows: Pemegang saham Jumlah saham ditempatkan dan disetor/ Number of issued and paid-up shares Persentase kepemilikan/ Percentage of ownership Modal ditempatkan dan disetor/ Issued and paid-up share capital Shareholder 31 Desember 2016 Pemerintah Republik Indonesia 133.090.697 100% 13.417.047 December 31, 2016 The Government of the Republic of Indonesia 31 Desember 2015 Pemerintah Republik Indonesia 83.090.697 100% 9.864.901 December 31, 2015 The Government of the Republic of Indonesia 128 589
The original consolidated financial statements included herein are in the Indonesian language. 590 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 24. MODAL SAHAM, UANG MUKA SETORAN MODAL DAN TAMBAHAN MODAL DISETOR (lanjutan) 24. SHARE CAPITAL, ADVANCE FOR SHARE ISSUANCE AND ADDITIONAL PAID-IN CAPITAL (continued) II. Tambahan modal disetor II. Additional paid-in capital tanggal Tambahan modal disetor pada 31 Desember 2016 dan 2015 merupakan dampak penerapan PSAK 38, Kombinasi Bisnis Entitas Sepengendali (Revisi 2012), untuk mencatat yang diterima/dialihkan dan jumlah tercatat. selisih antara imbalan Additional of December 31, 2016 and 2015 is the impact of application of SFAS 38, Business Combinations between Entities Under Common Control (Revised 2012), to recognize the difference between the consideration received/transferred and the amount recorded. paid-in capital as 25. BANTUAN PEMERINTAH DITENTUKAN STATUSNYA YANG BELUM 25. GOVERNMENT CONTRIBUTED ASSETS PENDING FINAL CLARIFICATION OF STATUS Berdasarkan BASTO No. XII/2011, No. BA-084/F100000/2011-S3 No. 005/F00000/2012-S0, No. BA.125 Tahun 2012, dari Kementerian No. 0573/B3/KOBU/IV/2012 Perhubungan, Perusahaan telah mendapatkan hak pengelolaan dan operasional atas aset Instalasi Refuelling Apron di Bandara Sultan Hasanuddin- Makassar dan Fuel Hydrant Facilities di Bandara Juanda-Surabaya, sehingga saldo akun ini menjadi Rp12.453 (setara dengan (nilai penuh) US$1.361). 05/BA/MKS-HND/ No. AU/14525/KEU.1227/XII/2011, dan BASTO juta Based on MOACs No.05/BA/MKS-HND/XII/2011, No. BA- AU/14525/KEU.1227/XII/2011, No. MOACs 084/F100000/2011-S3 No. 005/F00000/2012-S0, No. BA.125 Tahun 2012, No. 0573/B3/KOBU/IV/2012 from the Ministry of Transportation, the Company obtained management and operation rights of Refuelling Apron Installation at Sultan Hasanuddin Airport-Makassar and Fuel Hydrant Facilities at Juanda Airport-Surabaya, resulting in the balance of this account of Rp12,453 million (full amount) (equivalent to US$1,361). and 26. SALDO LABA DAN DIVIDEN INTERIM 26. RETAINED EARNINGS AND INTERIM DIVIDEND I. Rapat Umum Pemegang Saham ("RUPS") I. General Meeting of Shareholders ("GMS") Pada tanggal 29 April 2015, Perusahaan menyelenggarakan RUPS untuk tahun buku 2014. Berdasarkan notulen rapat, pemegang saham menetapkan antara lain penggunaan laba neto Perusahaan tahun buku 2014 sebagai berikut: - Pembagian dividen sebesar Rp6.250.000 juta (setara dengan US$482.105) On April 29, 2015, the Company held a GMS for the fiscal year 2014. Based on the minutes of meeting, the shareholder approved, among others, the utilization of 2014 net income of the Company as follows: Distribution of dividends of Rp6,250,000 million (equivalent to US$482,105) Sisanya (US$890.052) sebagai cadangan untuk mendukung kegiatan operasional dan pengembangan. The rest (US$890,052) as a reserve to support operations and corporate development. Pada tanggal 31 Mei 2016, Perusahaan menyelenggarakan RUPS untuk tahun buku 2015. Berdasarkan notulen rapat, pemegang saham menetapkan antara lain penggunaan tahun buku 2015 laba neto Perusahaan sebagai berikut: - Pembagian dividen sebesar Rp6.800.000 On May 31, 2016, the Company held a GMS for the fiscal year 2015. Based on the minutes of meeting, the shareholder approved, among others, the utilization of 2015 net income of the Company is as follows: Distribution of dividends of Rp6,800,000 juta (setara dengan US$499.449) Sisanya (US$920.771) sebagai cadangan untuk mendukung kegiatan operasional dan pengembangan.
million (equivalent to US$499,449) The rest (US$920,771) as a reserve to corporate support development. operations and 129
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 26. SALDO LABA DAN DIVIDEN INTERIM (lanjutan) 26. RETAINED EARNINGS AND INTERIM DIVIDEND (continued) I. Rapat Umum Pemegang Saham (RUPS) I. General Meeting of Shareholders (GMS) (lanjutan) (continued) Berdasarkan keputusan RUPS persetujuan laporan PT Pertamina (Persero), terdapat tambahan alokasi laba untuk program kemitraan dan lingkungan masing-masing program bina sebesar Rp57.480 (setara dengan US$4.222) dan Rp57.480 juta (setara dengan US$4.222). tahunan tahun buku 2015 juta Based on the GMS decision to approve the 2015 annual report of PT Pertamina (Persero), there was an additional appropriation of retained earnings for partnership p rogram and community development program amounting to Rp57,480 million (equivalent to US$4,222) and to US$4,222), Rp57,480 million (equivalent respectively. II. Dividen Interim II. Interim Dividend tahun 2016, Perusahaan membayar Pada dividen interim tahun 2016 kepada Pemerintah sejumlah Rp500.000 juta (nilai penuh) (setara dengan US$37.120) berdasarkan permintaan Surat Menteri Badan Usaha Milik Negara kepada Direktur Utama PT Pertamina (Persero) No. S-719/MBU/12/2016 tanggal 6 Desember 2016. In 2016, the Company paid an interim dividend for 2016 to the Government amounting to Rp500,000 million (full amount) (equivalent to US$37,120) based on a request from the to Minister of State-Owned Enterprises Letter President No. S-719/MBU/12/2016 dated December 6, 2016. Director through Pembayaran dividen interim tahun 2016 telah diakui sebagai uang muka pada tanggal 31 Desember 2016. The interim dividend payments in 2016 have been at as December 31, 2016. recognized advances as 27. PENJUALAN NEGERI MINYAK MENTAH, GAS BUMI, ENERGI PANAS BUMI DAN PRODUK MINYAK DALAM 27. DOMESTIC SALES OF CRUDE OIL, NATURAL GAS, GEOTHERMAL ENERGY AND OIL PRODUCTS 2016 2015 Bensin premium Minyak solar LPG, petrokimia, pelumas dan lainnya Gas bumi Pertamax, Pertamax Plus Pertalite dan Pertadex Avtur dan Avigas 11.488.509 8.557.555 3.603.020 2.440.734 2.388.025 2.356.815 13.015.874 11.620.619 3.979.094 2.082.170 1.572.857 2.417.932 Premium gasoline Automotive Diesel Oil ("ADO") LPG, petrochemicals, lubricants and others Natural gas Pertamax, Pertamax Plus Pertalite and Pertadex Avtur and Avigas Geothermal energy-steam Panas bumi-uap dan listrik 524.879 523.074 and electricity Industrial/Marine Fuel Oil BBM industri dan marine DMO fees-minyak mentah Minyak mentah Produk minyak: Minyak tanah Minyak diesel Lain-lain 450.635 355.699 202.419 144.135 13.782 - 566.706 336.277 264.224 156.033 25.404 23 ("IFO/MFO") DMO fees-crude oil Crude oil Oil products: Kerosene Industrial Diesel Oil ("IDO") Others Jumlah 32.526.207 36.560.287 Total 130 591
The original consolidated financial statements included herein are in the Indonesian language. 592 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 28. PENGGANTIAN BIAYA SUBSIDI DARI 28. SUBSIDY REIMBURSEMENTS GOVERNMENT 28. SUBSIDY REIMBURSEMENTS GOVERNMENT FROM THE 2016 2015 Tahun berjalan: Penggantian biaya subsidi jenis BBM tertentu (Catatan 8a) Penggantian biaya subsidi LPG tabung 3 kg (Catatan 8b) 753.250 1.817.647 1.116.237 2.077.347 Current year: Subsidy reimbursements for certain fuel (BBM) products (Note 8a) Subsidy reimbursements for 3 kg LPG cylinders (Note 8b) Sub jumlah 2.570.897 3.193.584 Sub-total Koreksi BPK atas penggantian biaya subsidi jenis BBM tertentu: BBM tahun 2015 (Catatan 8a) - LPG tahun 2015 (Catatan 8b) - BBM tahun 2014 (Catatan 8a) - LPG tahun 2014 (Catatan 8b) Koreksi persediaan akhir atas penggantian biaya subsidi jenis BBM tertentu untuk tahun 2015 (Catatan 8a) (1.574) (479) - -
- 71.809 (2.259) (76.108) Corrections from BPK for subsidy reimbursements for certain fuel (BBM) products: BBM year 2015 (Note 8a)
- LPG year 2015 (Note 8b)
- BBM year 2014 (Note 8a)
- LPG year 2014 (Note 8b)
- Corrections of ending inventory for subsidy reimbursements for certain fuel (BBM) product year 2015 (Note 8a) Sub jumlah (2.053) (6.558) Sub
-total Jumlah 2.568.844 3.187.026 Total Selisih yang timbul antara jumlah penggantian biaya subsidi yang telah dibukukan dengan hasil audit BPK dicatat pada periode dimana laporan hasil audit tersebut diperoleh. Any differences in subsidy reimbursement amounts between the amount recorded in the books and the results of BPK's audit are adjusted in the period when the audit report is received. 29. PENJUALAN EKSPOR MINYAK MENTAH, GAS 29. EXPORT OF CRUDE OIL, NATURAL GAS AND OIL PRODUCTS 29. EXPORT OF CRUDE OIL, NATURAL GAS AND OIL PRODUCTS 2016 2015 Produk minyak Minyak mentah Gas bumi 624.030 172.939 171.402 788.451 317.180 164.016 Oil products Crude oil Natural gas Jumlah 968.371 1.269.647 Total 30. PENDAPATAN USAHA DARI AKTIVITAS OPERASI LAINNYA 30. REVENUES ACTIVITIES FROM OTHER OPERATING 2016 2015 Jasa perkapalan Jasa transportasi gas bumi Jasa penunjang hulu Jasa kesehatan dan rumah sakit Jasa transportasi udara 186.489 166.372 113.990 71.427 45.188 185.605 190.389 147.785 67.509 45.406 Shipping services Natural gas transportation services Upstream support services Health and hospital services Air transportation services Technical and transportation Jasa teknik dan transportasi Jasa perkantoran dan perhotelan Lain
-lain 43.024 3.163 51.154 24.391 13.570 48.184 services Office and hospitality services Others Jumlah 680.807 722.839 Total 131
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 31. BEBAN POKOK PENJUALAN 31. COST OF GOODS SOLD 2016 2015 Saldo awal persediaan produk minyak Penyisihan penurunan nilai persediaan produk minyak (Catatan 9) (3.023.987) 225.457 (5.052.724) 115.143 Beginning balance of oil products Provision for decline in value of oil products (Note 9) Sub jumlah (2.798.530) (4.937.581) Sub-total Beban produksi: Production costs: Bahan baku - Sewa - Bahan pembantu - Penyusutan (Catatan 12) - Gaji, upah dan tunjangan karyawan lainnya Utilitas, prasarana dan bahan bakar - Angkut dan transportasi - Material dan peralatan - Perawatan dan perbaikan - Jasa profesional - Bea masuk - Overhead - Perjalanan dinas (10.837.051) (668.039) (619.075) (484.376) (440.516) (373.560) (142.499) (122.099) (99.053) (90.736) (83.934) (75.407) (14.935) (12.872.853) (550.479) (814.396) (438.456) Direct materials - Rent - Supporting materials - Depreciation (Note 12) - Salaries, wages, and - (336.662) (554.201) Utilities, infrastructure and fuel - Freight and transportation - (113.911) Materials and equipment - (100.579) Maintenance and repairs - (83.659) Professional services - (109.369) Custom and duty - (96.618) Overhead - (113.795) Business travel - (13.521) other employee benefits Sub jumlah (14.051.280) (16.198.499) Sub-total Pembelian produk minyak dan lainnya: Purchases of oil products and others: Impor bensin premium - Impor produk minyak lainnya - Pembelian domestik produk minyak lainnya - Impor minyak solar - Pembelian energi panas bumi (3.735.652) (3.676.290) (2.037.140) (449.225) (322.251) (6.989.611) (3.343.087) Imports of premium gasoline - Imports of other oil products - Domestic purchases of - other oil products (1.734.113) (1.177.832) Imports of ADO - (329.208) Purchases of geothermal energy - Sub jumlah (10.220.558) (13.573.851) Sub-total Saldo akhir persediaan produk minyak Penyisihan penurunan nilai persediaan produk minyak (Catatan 9) 2.990.517 (76.542) 3.023.987 (225.457) Ending balance of oil products Provision for decline in value of oil products (Note 9) Sub jumlah 2.913.975 2.798.530 Sub-total Jumlah (24.156.393) (31.911.401) Total 32. BEBAN PRODUKSI HULU DAN LIFTING 32. UPSTREAM PRODUCTION AND LIFTING COSTS 2016 2015 Penyusutan, deplesi dan amortisasi (Catatan 13) Gaji, upah dan tunjangan karyawan lainnya Mitra KBT dan KSO Kontrak Material Amortisasi investasi blok migas (Catatan 11i) Lain-lain (1.386.576) (439.160) (283.400) (232.545) (232.410) (114.476) (288.830) (802.599) (380.282) (385.469) (515.791) (437.168) (148.709) (402.194) Depreciation, depletion and amortization (Note 13) Salaries, wages and other employee benefits TAC and OC partners Contracts Materials Amortization of investment in oil & gas block (Note 11i) Others Jumlah (2.977.397) (3.072.212) Total 132 593
The original consolidated financial statements included herein are in the Indonesian language. 594 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 33. BEBAN EKSPLORASI 33. EXPLORATION COSTS 2016 2015 Sumur kering (43.256) (50.024) Dry hole Seismic, geological and Seismik, geologi dan geofisika Lain-lain (37.826) (28.114) (26.870) (81.202) geophysical Others Jumlah (109.196) (158.096) Total 34. BEBAN DARI AKTIVITAS OPERASI LAINNYA 34. EXPENSES ACTIVITIES FROM OTHER OPERATING 2016 2015 Beban pokok pendapatan jasa Gaji, upah dan tunjangan karyawan lainnya Penyusutan (Catatan 12) Klaim asuransi (489.060) (119.521) (77.454) (15.212) (443.602) (102.810) (85.361) (16.675) Cost of services Salaries, wages and other employee benefits Depreciation (Note 12) Insurance claims Jumlah (701.247) (648.448) Total 35. BEBAN PENJUALAN DAN PEMASARAN 35. SELLING AND MARKETING EXPENSES 2016 2015 Angkut dan transportasi Penyusutan (Catatan 12) Gaji, upah dan (419.518) (198.131) (386.001) (148.273) Freight and transportation Depreciation (Note 12) Salaries, wage, and tunjangan karyawan lainnya Beban pengisian tabung LPG Jasa profesional Perawatan dan perbaikan Pajak, retribusi dan denda Material dan peralatan Iklan dan promosi Sewa Perjalanan dinas Utilitas, prasarana dan bahan bakar Lain-lain (161.548) (98.384) (58.428) (53.409) (48.714) (24.930) (16.292) (13.665) (10.636) (7.552) (7.957) (124.342) (63.063) (47.498) (45.369) (69.687) (24.414) (19.084) (25.018) (11.178) (18.679) (7.204) other employee benefits LPG filling fee Professional services Maintenance and repairs Taxes, retributions and penalties Materials and equipment Advertising and promotion Rent Business travel Utilities, infrastructure and fuel Others Jumlah (1.119.164) (989.810) Total 36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES 2016 2015 Gaji, upah dan Salaries, wages and tunjangan karyawan lainnya Pajak, retribusi dan denda Jasa profesional Material dan peralatan Sewa Penyusutan, deplesi dan amortisasi (Catatan 11, 12 dan 13) Program Kemitraan dan Bina Lingkungan Perawatan dan perbaikan Perjalanan dinas Pelatihan, pendidikan dan rekrutmen Lain-lain (600.367) (185.331) (115.806) (52.324) (37.148) (36.150) (26.157) (19.031) (15.898) (14.691) (126.821) (528.166) (162.658) (105.516) (46.060) (42.674) (30.590) (13.714) (36.259) (13.340) (18.552) (64.024) other employee benefits Taxes, retributions and penalties Professional services Materials and equipment Rental Depreciation, depletion and amortization (Notes 11, 12 and 13) Partnership and Community Development Programs Maintenance and repairs Business travel Training, education and recruitment Others Jumlah (1.229.724) (1.061.553) Total 133
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 37. PENDAPATAN DAN BEBAN KEUANGAN 37. FINANCE INCOME AND COSTS 2016 2015 Pendapatan keuangan: Deposito berjangka Jasa giro Investasi lainnya Lain-lain 219.679 29.165 14.428 54.035 97.417 26.102 10.238 - Finance income: Time deposits Current accounts Other investments Others Jumlah 317.307 133.757 Total Beban keuangan: Obligasi Pinjaman jangka panjang Biaya akresi (Catatan 22) Sewa pembiayaan Pinjaman jangka pendek Lain-lain (334.214) (183.171) (79.471) (22.162) (13.900) (4.612) (378.743) (107.097) (60.030) (20.441) (35.050) (2.857) Finance costs: Bonds Long-term loans Accretion expense (Note 22) Finance leases Short-term loans Others Jumlah (637.530) (604.218) Total 38. BEBAN LAIN-LAIN 38. OTHER EXPENSES 2016 2015 Pemulihan/(penurunan) nilai investasi pada blok minyak dan gas 114.291 (221.936) Reversal/(provision) for impairments of investment in oil and gas blocks Pendapatan dari denda kontrak dan material serta klaim Pendapatan sewa Penyisihan kasus pajak Penyisihan penurunan nilai aset minyak dan gas Penyisihan penurunan nilai goodwill (Catatan 14a) Penyisihan penurunan nilai piutang Penurunan nilai uang muka Penurunan nilai aset tetap 77.701 13.730 (733.074) (149.415) (136.264) (40.129) (34.386) (7.150) 31.407 19.249 (36.918) (2.027) (309.512) (47.781) - (3.653) Income from contract and material penalties and claims Rental income Provision for tax dispute Provision for impairments of oil and gas properties Provision for impairments of goodwill (Note 14a) Provision for impairments of receivables Impairments of advance payment Impairments of fixed assets Pemulihan penurunan nilai investasi pada entitas asosiasi - TPPI Reversal of impairment of investment (Catatan 11.iii)
142.067 in associate - TPPI (Note 11.iii) Penyesuaian nilai investasi pada entitas asosiasi - TPPI (Catatan 11.iii)
41.349 Adjustment in value of investment in associate - TPPI (Note 11.iii) Pemulihan penurunan nilai investasi pada obligasi - TPPI Reversal of impairment of investment (Catatan 11.vi)
13.280 in bonds - TPPI (Note 11.vi) Keuntungan dari pelepasan aset tetap Penurunan nilai investasi pada PETRAL Lain-lain
(1.951) 2.031 (49.316) 75.209 Gain on disposal of fixed assets Impairment of investment in PETRAL Others Jumlah (896.647) (346.551) Total 134 595
The original consolidated financial statements included herein are in the Indonesian language. 596 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN 39. TAXATION a. Pajak dibayar di muka a. Prepaid taxes 2016 2015 Pajak Penghasilan Badan ("PPh") Corporate Income Tax ("CIT") Perusahaan: Kelebihan pembayaran pajak penghasilan badan: 2015 - 2014 - 2013 - 2012 - 2011 - 2005 329.143 458.370 122.365 9.713 5.066 82.014 522.679 458.399 146.765 9.713 4.935 79.879 The Company: Overpayment of corporate income tax: 2015 - 2014 - 2013 - 2012 - 2011 - 2005 - Sub-jumlah 1.006.671 1.222.370 Sub-total Entitas anak: Pajak penghasilan badan dan dividen 289.595 84.460 Subsidiaries: Corporate income tax and dividend Sub jumlah - konsolidasian 1.296.266 1.306.830 Sub-total - consolidated Pajak pertambahan nilai ("PPN") Value added tax ("VAT") Perusahaan: - 2013 - 2012 - 2011 - 2010 - 2009 - 2007 Sub jumlah 82.353 - - 18.750 124.624 225.727 8.771 86.922 32.763 28.805 66.564 147.516 371.341 The Company: 2013 - 2012 - 2011 - 2010 - 2009 - 2007 - Sub-total Entitas anak: PPN yang dapat ditagihkan kembali PPN - Entitas Anak Sub-jumlah 311.938 202.440 514.378 494.486 331.219 825.705 Subsidiaries: VAT reimbursable VAT - Subsidiaries Sub-total Pajak lain-lain 127.081 156.108 Other taxes Sub jumlah 867.186 1.353.154 Sub-total Jumlah pajak dibayar di muka 2.163.452 2.659.984 Total prepaid tax Penyisihan (313.196) (201.804) Provision Jumlah 1.850.256 2.458.180 Total Bagian lancar (567.339) (816.369) Current portion Bagian tidak lancar 1.282.917 1.641.811 Non-current portion 135
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) a. Pajak dibayar di muka (lanjutan) a. Prepaid taxes (continued) Rincian PPN yang dapat ditagihkan kembali adalah sebagai berikut: De tails of VAT reimbursable are as follows: 2016 2015 PPN yang dapat ditagihkan kembali dari SKK Migas: - PT Pertamina EP - PT Pertamina EP Cepu - PT Pertamina Hulu Energi 130.604 55.253 40.817 313.551 76.462 45.234 VAT reimbursable by SKK Migas: PT Pertamina EP - PT Pertamina EP Cepu - PT Pertamina Hulu Energi - Sub jumlah 226.674 435.247 Sub-total PPN yang dapat ditagihkan kembali dari Direktorat Jenderal Anggaran dan Perimbangan Keuangan: PT Pertamina Geothermal Energy 85.264 59.239 VAT reimbursable by the Directorate General of Budgeting and Finance Stability: PT Pertamina Geothermal Energy Jumlah 311.938 494.486 Total Pada tanggal 31 Desember 2015, melalui surat No. 860/H00000/2015-S4, Perusahaan mengajukan permohonan penilaian kembali aset tujuan perpajakan yang diajukan pada tahun 2015 kepada Kantor Wilayah Direktorat Jenderal Pajak Wajib Pajak telah melakukan pembayaran Besar dan sebesar Final Pajak Rp1.300.000.000.000 (nilai penuh) (setara dengan US$95.182). tetap untuk Penghasilan On December 31, 2015, letter No. 860/H00000/2015-S4, the Company filed an application for fixed assets revaluation for tax purposes proposed in 2015 to the Regional Office of Directorate General of Taxes for Large Taxpayers and has paid tax amounting to Rp1,300,000,000,000 (full amount) (equivalent to US$95,182). through final income Pada tanggal 7 Desember 2016, melalui surat Perusahaan No. kepada menyampaikan Direktorat bahwa penyampaian persyaratan penilaian kembali aset tetap akan disampaikan pada tahun 2017. Sebagai konsekuensinya, Perusahaan membayar tambahan pajak penghasilan final pada bulan Desember 2016 atas penilaian kembali sebesar Rp429.771.563.671 (nilai penuh) (setara dengan US$31.899). 751/H00000/2016-S4, pemberitahuan Pajak Jenderal On December 7, 2016, letter No. 751/H00000/2016-S4, the Company notified the the Directorate General of Taxes submission of for revaluation will be deferred to 2017. As a consequence, the Company made additional final income tax payment in December 2016 on the to Rp429,771,563,671 (full amount) (equivalent to US$31,899). through that requirements the tax revaluation amounting Pembayaran pajak penghasilan final tersebut sebesar Rp1.300.000.000.000 (nilai penuh) (setara dengan US$95.182) dan pembayaran tambahan pajak penghasilan final atas selisih penilaian kembali sebesar Rp429.771.563.671 (nilai penuh (setara dengan US$31.899) dicatat sebagai pajak dibayar di muka - bagian lancar pada keuangan konsolidasian tahun 2016. laporan posisi The payment of final income tax amounting to Rp1,300,000,000,000 (full amount) (equivalent to US$95,182) and the additional payment of final income tax on revaluation amounting to Rp429,771,563,671 (full amount) (equivalent to US$31,899) are presented under prepaid taxes - current portion the 2016 consolidated statement of financial position. in 136 597
The original consolidated financial statements included herein are in the Indonesian language. 598 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) b. Utang pajak b. Taxes payable 2016 2015 Pajak penghasilan badan - Perusahaan Pajak penghasilan badan - Entitas Anak 214.988 230.064
140.194 Corporate income tax - Company Corporate income tax - Subsidiaries Sub jumlah 445.052 140.194 Sub-total Pajak lain-lain: Other taxes: Pajak penghasilan - Pasal 21 - Pajak penghasilan - Pasal 23/26 - Pajak penghasilan - Pasal 22 - Pajak penghasilan - Pasal 15/4(2) - Pajak penghasilan - Pasal 24 - PPN - Pajak bahan bakar kendaraan bermotor 40.725 26.482 7.676 5.453 5 49.673 107.985 12.628 5.155 8.033 5.161 25 23.993 109.030 Income taxes - Article 21 - Income taxes - Article 23/26 - Income taxes - Article 22 - Income taxes - Article 15/4(2) - Income taxes - Article 24 - VAT - Fuel taxes - Sub jumlah 237.999 164.025 Sub-total Jumlah 683.051 304.219 Total c. Beban pajak penghasilan, neto c. Income tax expense, net 2016 2015 Beban pajak kini (Beban) manfaat pajak tangguhan (1.929.818) 147.120 (1.175.121) Current tax expense (389.954) Deferred income tax benefit (expense) Neto (1.782.698) (1.565.075) Net d. Pajak kini d. Current taxes Perhitungan pajak penghasilan kini dilakukan berdasarkan estimasi penghasilan kena pajak (kerugian). Nilai tersebut mungkin disesuaikan ketika Surat Pemberitahuan Tahunan Pajak disampaikan ke Direktorat Jenderal Pajak ("DJP"). Current income tax computation is based on estimated taxable income (loss). The amounts may be adjusted when annual tax returns are filed with the Directorate General of Tax ("DGT"). Rekonsiliasi antara laba sebelum pajak penghasilan konsolidasian dengan estimasi penghasilan kena pajak adalah sebagai berikut: The reconciliation between the consolidated profit before income tax and estimated taxable income is as follows: 2016 2015 Laba konsolidasian sebelum beban pajak penghasilan Ditambah: Eliminasi konsolidasian Laba sebelum pajak penghasilan 4.945.352 1.721.997 3.007.238 1.422.486 Consolidated profit before income tax expense Add: Consolidation eliminations entitas anak (2.562.558) (2.536.779) Profit before income tax - subsidiaries Laba sebelum pajak penghasilan - Perusahaan 4.104.791 1.892.945 Profit before income tax - the Company 137
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) d. Pajak kini (lanjutan) d. Current taxes (continued) 2016 2015 Perbedaan temporer: Penyisihan insentif dan bonus kinerja (tantiem) Penyisihan penurunan nilai atas aset keuangan Aset dan liabilitas sewa pembiayaan Diskonto dan biaya emisi yang belum diamortisasi Penyisihan penurunan nilai atas aset non-free dan non-clear Biaya akrual hukum Penyisihan penurunan nilai persediaan Penyusutan aset tetap Liabilitas imbalan kerja karyawan Lain-lain 82.587 59.249 11.318 6.929 2.589 2.044 (181.202) (44.036) (18.346) (346) 22.752 (165.072) 2.030 4.573 (482) 68.989 (58.472) (12.893) - Temporary differences: Provision for incentives and performance bonuses (tantiem) Provision for impairment of financial assets Finance lease assets and liabilities Discount and unamortized debt issuance cost Provision for impairment of non-free and non-clear assets Accrual for legal costs Provision for impairment of inventories Fixed assets depreciation Employee benefits liability Others Perbedaan permanen: Beban yang tidak dapat dikurangkan Biaya kesehatan pensiunan Aset tetap yang tidak dapat disusutkan Laba dari entitas anak dan entitas asosiasi Pendapatan bunga yang dikenakan pajak final Pendapatan lain-lain dikenakan pajak final Jumlah perbedaan temporer dan permanen 1.273.304 71.192 1.604 (1.384.020) (213.821) (12.565) 307.144 (173.385) 6.640 (1.036.391) (88.507) 36.026 Permanent differences: Non-deductible expenses Post-retirement healthcare benefits Non-depreciable fixed assets Income from subsidiaries and associates Interest income subjected to final tax Other income subjected to final tax Total temporary and (343.520) (1.087.048) permanent differences Laba fiskal - Perusahaan 3.761.271 805.897 Taxable income - the Company Pajak penghasilan kini - Perusahaan Kurang bayar atas pajak penghasilan badan tahun 2005 - Perusahaan Pajak penghasilan kini - Entitas Anak 940.318 989.500 201.474 14.868 958.779 Current income tax - the Company Underpayment of 2005 corporate income tax - the Company Current income tax - Subsidiaries Pajak penghasilan kini konsolidasian 1.929.818 1.175.121 Consolidated current income tax Rekonsiliasi antara beban pajak penghasilan Grup dengan teoritis beban pajak penghasilan yang dihitung berdasarkan laba sebelum pajak penghasilan konsolidasian Grup adalah sebagai berikut: jumlah The the Group's income tax expense and the theoretical tax amount on the Group's consolidated profit before income tax is as follows: reconciliation between 2016 2015 Laba sebelum pajak penghasilan - Konsolidasian 4.945.352 3.007.238 Profit before income tax - Consolidated Pajak penghasilan dihitung dengan rata-rata tarif pajak statutory Beban yang tidak dapat dikurangkan Biaya kesehatan pensiunan Aset tetap yang tidak dapat disusutkan Bagian atas laba neto entitas asosiasi Pendapatan yang dikenakan pajak final Pendapatan bunga yang dikenakan pajak final 1.882.070 442.516 17.798 429 (387.383) (129.151) 1.474.920 243.060 (43.346) 1.998 (244.999) 182.689 Tax calculated at weighted average statutory tax rates Non-deductible expenses Post-retirement healthcare benefits Non-depreciable assets Share in net income of associates Income subjected to final tax (43.581) (49.247) Interest income subjected to final tax Beban pajak penghasilan konsolidasian 1.782.698 1.565.075 Consolidated corporate income tax expense 138 599
The original consolidated financial statements included herein are in the Indonesian language. 600 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) d. Pajak kini (lanjutan) d. Current taxes (continued) Jumlah teoritis beban pajak penghasilan dihitung menggunakan rata-rata tertimbang tarif pajak yang berlaku atas masing-masing entitas yang dikonsolidasi ke dalam Grup. Rata-rata tertimbang tarif pajak yang digunakan adalah 38% (2015: 49%). The theoretical amount of income tax expense is calculated using the weighted average tax rate applicable to entities consolidated to the Group. The weighted average tax rate was 38% (2015: 49%). e. Pajak tangguhan e. Deferred tax Penambahan dari bisnis kombinasi/ Additions from business 1 Januari 2016/ January 1, 2016 combination Dibebankan pada ekuitas/ Charged to equity Selisih penjabaran/ Translation adjustments Dibebankan pada laporan penghasilan komprehensif lain/ Dibebankan pada laporan laba rugi/ Charged to Charged to OCI profit or loss 31 Desember 2016/ December 31, 2016 Aset pajak tangguhan Imbalan kerja karyawan Penyisihan penurunan nilai aset keuangan 271.306 94.649
(4.208 )
(115 )
2.331 97
15.943
183 13.148 285.555 107.779 Deferred tax assets Employee benefits Provision for impairment of financial assets Provision for Provisi pembongkaran dan restorasi Penyisihan insentif dan bonus kinerja (tantiem) Laba yang belum direalisasi dari transaksi konsolidasian Aset tetap Penyisihan penurunan nilai persediaan Penyisihan penurunan nilai aset non-free dan non-clear 42. 67.513 717 37.732 55.880 71.956 26.941
(1.124 )
(1.680 )
52 17
49.322 22.690 11.024 (31.675 ) (42.924 ) 647 116.835 63.727 48.756 23.133 29.049 27.588 decommissioning and site restoration Provision for incentives and performance bonuses (tantiem) Unrealized profits from transaction at consolidation level Fixed assets Provision for impairment of inventories Provision for impairment of non-free and non-clear assets Rugi fiskal yang dibawa ke masa depan Pendapatan tangguhan Biaya hukum yang masih 15.458 11.456 - (1.033 ) - - 143 1.677 15.601 12.100 Tax loss carry-forward Deferred revenues harus dibayar Aset minyak dan gas bumi Aset dan liabilitas sewa pembiayaan Diskonto dan biaya 1.107 (39.211 ) (26.204 )
511 1.836 2.871 1.618 (37.375 ) (23.333 ) Accrual for legal cost Oil and gas properties Finance lease assets and liabilities Discount and emisi yang belum diamortisasi Lain-lain Subjumlah aset pajak (9.717 ) 5.742 - 543 51 - 1.755 1.823 (7.962 ) 8.159 unamortized debt issuance cost Others Sub-total consolidated tangguhan konsolidasian - neto 627.325
(5.937 ) 868 15.943 33.031 671.230 deferred tax assets - net Liabilitas pajak tangguhan Provisi pembongkaran Deferred tax liabilities Provision for decomissioning dan restorasi Aset sewa pembiayaan Pendapatan tangguhan Imbalan kerja karyawan Penyisihan penurunan 347.772 30.449 29.449 8.873 - - - - - - - - - - - (1.220 ) 14.309 866 (7.045 ) (1.512 ) 362.081 31.315 22.404 6.141 and site restoration Finance lease assets Deferred revenues Employee benefits nilai 5.431
(4.412 ) 1.019 Provision for impairment Aset minyak dan gas bumi Selisih nilai wajar (2.544.971 )
107.261 (2.437.710 ) Oil and gas properties Excess of fair value atas nilai buku Aset tetap Lain-lain (463.045 ) (363 ) 31.830 - - - - - (2.165 ) - - 21.669 - (17.047 ) (441.376 ) (363 ) 12.618 over net book value Fixed assets Others Subjumlah liabilitas pajak Sub-total consolidated tangguhan - konsolidasian - neto (2.554.575 )
(2.165 )
(1.220 )
114.089
(2.443.871 )
deferred tax liabilities
net Jumlah
(1.927.250 )
(5.937 )
(1.297 )
14.723 147.120
(1.772.641 )
Total 139
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) e. Pajak tangguhan (lanjutan) e. Deferred tax (continued) Penambahan dari bisnis kombinasi/ Additions from business 1 Januari 2015/ January 1, 2015 combination Dibebankan pada ekuitas/ Charged to equity Selisih penjabaran/ Translation adjustments Dibebankan pada laporan penghasilan komprehensif lain/ Dibebankan pada laporan laba rugi/ Charged to Charged to OCI profit or loss 31 Desember 2015/ December 31, 2015 Aset pajak tangguhan Rugi fiskal yang dibawa ke masa depan Imbalan kerja karyawan Penyisihan penurunan nilai aset keuangan Aset tetap Laba yang belum direalisasi dari transaksi konsolidasian 221.550 282.820 135.524 71.101 57.125 - -
(2 ) (1.605 )
(431 ) (348 )
(10.945 )
(206.090 ) 1.036 (40.444 ) (14.873 ) (19.393 ) 15.458 271.306 94.649 55.880 37.732 Deferred tax assets Tax loss carry-forward Employee benefits Provision for impairment of financial assets Fixed assets Unrealized profit from transaction at consolidation level Provision for Provisi pembongkaran dan restorasi Penyisihan insentif dan bonus kinerja (tantiem) 37. 60.195 295
(354 )
7.318 5.776 67.513 42.717 decommissioning and site restoration Provision for incentives and performance bonuses (tantiem) Penyisihan penurunan nilai aset non-free dan non-clear Penyisihan penurunan nilai persediaan Biaya hukum yang masih harus dibayar Pendapatan tangguhan Diskonto dan biaya 26.966 54.715 1.228 7.512
- 1 (80 )
- (26 ) 17.321 (121 ) 3.944 26.941 71.956 1.107 11.456 Provision for impairment of non
-free and non
-clear assets Provision for impairment of inventories Accrual for legal cost Deferred revenues Discount and emisi yang belum diamortisasi (10.860 )
1.143 (9.717 ) unamortized debt issuance cost Aset minyak dan gas bumi Aset dan liabilitas sewa pembiayaan Lain-lain Subjumlah aset pajak (42.838 ) (26.828 ) 25.201
(151 )
- 3.627 624 (19.308 ) (39.211 ) (26.204 ) 5.742 Oil and gas properties Finance lease assets and liabilities Others Sub
-total consolidated tangguhan konsolidasian
- neto 900.706
(2.970 ) (10.945) (259.466 ) 627.325 deferred tax assets - net Liabilitas pajak tangguhan Deferred tax liabilities Provision for Provisi pembongkaran dan restorasi Aset sewa pembiayaan Imbalan kerja karyawan Penyisihan penurunan 580.613 94.676 19.634 - - - - - - - 4.058 (232.841 ) (64.227 ) (14.819 ) 347.772 30.449 8.873 decomissioning and site restoration Finance lease assets Employee benefits nilai Pendapatan tangguhan Aset tetap Selisih nilai wajar 3.854 1.140 (29 ) - - - - - - - - 1.577 28.309 (334 ) 5.431 29.449 (363 ) Provision for impairment Deferred revenues Fixed assets Excess of fair value atas nilai buku Aset minyak dan gas bumi Lain-lain (463.254 ) (2.640.026 ) (1.343 )
(24.615 ) -
1.205
- 209 119.670 31.968 (463.045 ) (2.544.971 ) 31.830 over net book value Oil and gas properties Others Subjumlah liabilitas pajak Sub
-total tangguhan
- konsolidasian
- neto (2.404.735 ) (24.615 )
1.205 4.058
(130.488 )
(2.554.575 )
consolidated deferred tax liabilities
net Jumlah
(1.504.029 )
(24.615 )
(1.765 )
(6.887 )
(389.954 )
(1.927.250 )
Total 140
601
The original consolidated financial statements included herein are in the Indonesian language. 602 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) e. Pajak tangguhan (lanjutan) e. Deferred tax (continued) Untuk tujuan penyajian dalam laporan posisi keuangan konsolidasian, klasifikasi aset atau liabilitas pajak tangguhan untuk setiap temporer di atas ditentukan perbedaan berdasarkan posisi pajak tangguhan (aset atau liabilitas) neto untuk setiap perusahaan. Tidak terdapat konsekuensi pajak penghasilan atas pembayaran dividen oleh Entitas Anak yang berdomisili di dalam negeri kepada Perusahaan. For purposes of presentation in the consolidated statement of financial position, the asset or liability classification of the deferred tax effect of each of the above temporary differences is determined based on the net deferred tax position (assets or liabilities) per entity basis. There are no tax consequences attached to the payment of dividends by the the Subsidiaries domiciled Company. income in Indonesia to Rincian rugi fiskal Perusahaan yang dapat dikompensasi ke laba fiskal adalah sebagai berikut: The Company's tax losses carried forward are as follows: Tahun/ Year 2014 Nilai rugi fiskal/ Fiscal loss amount 75.362 Tahun berakhir/ Expiry date 2019 Perusahaan tangguhan atas nilai rugi fiskalnya. tidak mengakui aset pajak The Company did not recognize deferred tax asset on its fiscal loss carryforward. Aset dan liabilitas pajak tangguhan pada tanggal-tanggal 31 Desember 2016 dan 2015 telah memperhitungkan tarif pajak yang berlaku untuk setiap periode yang terkait. liabilities as of Deferred December 31, 2016 and 2015 have been calculated taking into account the applicable tax rates for each respective period. tax assets and Manajemen Grup berpendapat bahwa aset tersebut di atas dapat pajak dipulihkan melalui penghasilan kena pajak di masa yang akan datang. tangguhan The Group's management is of the opinion that the above deferred tax assets can be fully recovered through future taxable income. f. Administrasi f. Administration Undang-undang Perpajakan yang berlaku di Indonesia mengatur bahwa masing-masing entitas dalam Grup menghitung, menetapkan dan membayar sendiri besarnya jumlah pajak yang terutang secara individu. Berdasarkan peraturan perundang-undangan yang berlaku, Direktur Jenderal Pajak ("DJP") dapat menetapkan atau mengubah jumlah pajak terutang dalam jangka waktu tertentu. Untuk tahun pajak 2007 dan sebelumnya, jangka waktu tersebut adalah sepuluh tahun sejak saat terutangnya pajak tetapi tidak lebih dari tahun 2013, sedangkan untuk tahun pajak jangka waktunya 2008 dan seterusnya, adalah lima tahun sejak saat terutangnya pajak. The taxation laws of Indonesia require that each company in the Group within Indonesia submits individual tax returns on the basis of self assessment. Under the prevailing regulations, the Director General of Tax ("DGT") may assess or amend tax within a certain period. For the fiscal years 2007 and before, this period is within ten years from the time the tax became due, but not later than 2013, while for the fiscal years 2008 and onwards, the period is within five years from the time the tax becomes due. g. Pemeriksaan pajak g. Tax audit Pada tanggal penyelesaian laporan keuangan konsolidasian ini, Perusahaan sedang diaudit oleh DJP untuk tahun buku 2015. As at the completion date of these consolidated financial statements, the Company is being audited by the DGT for fiscal year 2015. 141
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) h. Surat ketetapan pajak Perusahaan h. Tax assessment letters of the Company Kurang/lebih bayar atau rugi fiskal (dalam jutaan or fiscal loss (in millions of Rupiah) Nomor dan tanggal penerbitan surat ketetapan/ Number and issue date of assessment letter Tahun pajak/ Fiscal year Jenis pajak/ Type of taxes Menurut Direktorat Jenderal Pajak/ According to Indonesian Tax Office Menurut Perusahaan/ Objection/ According to the Company Status pada tanggal laporan keuangan/ Status as of the date of the financial statements 00055/406/14/051/16 29 Juli/July 2016 2014 PPh Badan/ Corporate In come Tax Lebih bayar sebesar/ Overpaym ent f USD296 o Lebih bayar sebesar/ Overpayment of USD461 Dalam proses keberatan/ Under objection 00892 to 00902/KEP/WPJ.19/2016, 00876 to 00887/KEP/WPJ.19/2016 29 Desember/December 2016 2013 PPN/VAT Kurang bayar sebesar/ Underpay ment f Rp1.086.527 o Kurang bayar sebesar/ Underpayment of Rp1.086.527 Selesai/Closed 00888/KEP/WPJ.19/2016 29 Desember/December 2016 2013 PPh Pasal 21/ W ithholding T ax Art 21 Kurang bayar sebesar/ Underpay ment o f Rp173.635 Kurang bayar sebesar/ Underpayment of Rp173.635 Selesai/Closed 00889/KEP/WPJ.19/2016 29 Desember/December 2016 2013 PPh Pasal 23/ W ithholding T ax Art 23 Kurang bayar sebesar/ Underpay ment f Rp39.251 o Kurang bayar sebesar/ Underpayment of Rp39.251 Selesai/Closed 00891/KEP/WPJ.19/2016 29 Desember/December 2016 2013 PPh Pasal 26/ W ithholding T ax Art 26 Kurang bayar sebesar/ Underpay ment o f Rp371.495 Kurang bayar sebesar/ Underpayment of Rp371.495 Selesai/Closed 00890/KEP/WPJ.19/2016 29 Desember/December 2016 2013 PPh Pasal 4(2)/ W ithholding ax Art 4(2) T Kurang bayar sebesar/ Underpay ment o f Rp195.486 Kurang bayar sebesar/ Underpayment of Rp195.486 Selesai/Closed KEP-00558/KEB/WPJ.19/2016 08 September/September 2016 2013 PPh Badan/ Corporate come Tax In Lebih bayar sebesar/ Overpaym ent f USD660 o Lebih bayar sebesar/ Overpayment of USD780 Dalam proses banding/ Under appeal KEP-00062 to KEP-00067/ KEB/WPJ.19/2016 08 Maret/March 2016, KEP-00072 to KEP-00077/ KEB/WPJ.19/2016 10 Maret/March 2016 2012 PPN/VAT Kurang bayar sebesar/ Underpay ment f Rp1.222.985 o Kurang bayar sebesar/ Underpay ment f Rp41.238 o Dalam proses banding/ Under appeal KEP-1501/WPJ.19/2015 11 Agustus/August 2015 2012 PPh Badan/ Corporate In come Tax Lebih bayar sebesar/ Overpaym ent f USD507 o Lebih bayar sebesar/ Overpaym ent f USD517 o Dalam proses banding/ Under appeal KEP-1159/WPJ.19/2014 06 Juni/June 2014 2011 PPh Badan/ Corporate In come Tax Lebih bayar sebesar/ Overpayment o f Rp3.033.042 Lebih bayar sebesar/ Overpayment of Rp3.100.851 Dalam proses banding/ Under app eal Put.63959 to Put.63963/ PP/M.IIA/16/2015 15 Oktober/October 2015, Put.64443 to Put.64447/ PP/M.IIA/16/2015 22 Oktober/October 2015 2011 PPN LNG/ LNG VAT Kurang bayar sebesar/ Underpayment of Rp450.588 Kurang bayar sebesar/ Underpayment o f Rp35.221 Dalam proses peninjauan ke mbali/ Under judi cial review Put.63048 to Put.63052/ PP/M.IIA/16/2015 31 Agustus/August 2015, Put.63409 to Put.63413/ PP/M.IIA/16/2015 22 September/September 2015, 2010 PPN LNG/ LNG VAT Kurang bayar sebesar/ Underpay ment of Rp473.216 Kurang bayar sebesar/ Underpay ment f Rp99.390 o Dalam proses peninjauan ke mbali/ Under judi cial review KEP-1135/WPJ.19/2013 5 September/September 2013 2009 PPN/VAT Lebih bayar sebesar/ Overpaym ent f Rp3.030 o Lebih bayar sebesar/ Overpaym ent o f Rp21.637 Dalam proses banding/ Under appeal KEP-1133, KEP-1134, KEP-1136, KEP-1139, KEP-1140, KEP-1142/ WPJ.19/2013 5 September/September 2016 2009 PPN/VAT Kurang bayar sebesar/ Underpayment of Rp118.923 Lebih bayar sebesar/ Overpaym ent o f Rp40.802 Dalam proses banding/ Under appeal Put.68490 to Put.68494/ PP/M.IIA/16/2016 24 Februari/February 2016 2009 PPN/VAT Kurang bayar sebesar/ Underpay ment o f Rp116.547 Kurang bayar sebesar/ Underpay ment f Rp4.031 o Dalam proses peninjauan ke mbali/ Under judi cial review Put.66263 to Put.66267/ PP/M.IIA/16/2015 28 Desember/December 2015, Put.65953 to Put.65955/ PP/M.IIA/16/2015 15 Desember/December 2015 2009 PPN LNG/ LNG VAT Kurang bayar tambahan sebesar/ A dd underpayment of Rp351.096 Nihil Dalam proses peninjauan ke mbali/ Under judi cial review 142 603
The original consolidated financial statements included herein are in the Indonesian language. 604 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 39. PERPAJAKAN (lanjutan) 39. TAXATION (continued) h. Surat ketetapan pajak Perusahaan (lanjutan) h. Tax assessment letters of the Company (continued) Kurang/lebih bayar atau rugi fiskal (dalam jutaan or fiscal loss (in millions of Rupiah) Nomor dan tanggal penerbitan surat ketetapan/ Number and issue date of assessment letter Tahun pajak/ Fiscal year Jenis pajak/ Type of taxes Menurut Direktorat Jenderal Pajak/ According to Indonesian Tax Office Menurut Perusahaan/ Objection/appeal according to the Company Status pada tanggal laporan keuangan/ Status as of the date of the financial statements Put.67686 to Put.67688/ PP/M.IIA/16/2016 27 Januari/January 2016 2008 PPN LNG/ LNG VAT Kurang bayar tambahan sebesar/ Add underpayment o f Rp95.333 Nihil Dalam proses peninjauan kembali/ Under judi cial review KEP-248/WPJ.19/ BD.05/2011 30 Maret/March 2011 2007 PPN/VAT Kurang bayar sebesar/ Underpayment f Rp2.898.180 o Kurang bayar sebesar/ Underpayment of Rp107.616 Dalam proses banding/ Under appeal Put.67030 to Put.67034/ PP/M.IIA/16/2015, Put.67295 to Put.67300/ PP/M.IIA/16/2015 17 Desember/December 2015 2007 PPN LNG/ LNG VAT Kurang bayar tambahan sebesar/ Add Underpayment of Rp360.541 Nihil Dalam proses peninjauan kembali/ Under judi cial review 55216/PP/M.IIA/15/2014 16 September/September 2014 2005 PPh Badan/ Corporate In come Tax Lebih bayar sebesar/ Overpaym ent f Rp432.362 o Lebih bayar sebesar/ Overpaym o ent f Rp1.722.248 Dalam proses peninjauan kembali/ Under judi cial review Perusahaan tidak mencatat provisi pada laporan keuangan jika mempunyai keyakinan pemenuhan formal litigasi dan pembuktian proses sengketa material keberatan dapat diterima oleh DJP, banding dapat diterima Pengadilan Pajak atau Peninjauan kembali dapat diterima Mahkamah Agung. atas dalam The Company does not make provisions in the financial statements if there is an assurance based on formal compliance and evidentiary material that the case under objection process will be accepted by the DGT, under appeal will be accepted by the Tax Court or under judicial review will be accepted by the Supreme Court. 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI TRANSACTIONS Saldo signifikan dengan pihak-pihak berelasi adalah sebagai berikut: Significant related party accounts are as follows: Kas dan setara kas (Catatan 5) Kas yang dibatasi penggunaannya 2016 5.079.743 2015 2.894.398 Cash and cash equivalents (Note 5) (Catatan 6) Piutang usaha - pihak berelasi (Catatan 40a) Piutang Pemerintah (Catatan 8) Piutang lain-lain - pihak berelasi (Catatan 40b) Uang muka dividen (Catatan 26.II) Kas yang dibatasi penggunaannya - 114.855 1.301.759 1.792.457 274.770 37.120 151.457 1.261.236 2.273.393 198.528 - Restricted cash (Note 6) Trade receivables - related parties (Note 40a) Due from the Government (Note 8) Other receivables - related parties (Note 40b) Advance dividend payment (Note 26.II) Restricted cash - tidak lancar (Catatan 14c) 596.826 463.133 non-current (Note 14c) Jumlah 9.197.530 7.242.145 Total Persentase terhadap jumlah aset 19% 16% As a percentage of total assets Pinjaman jangka pendek (Catatan 15) Utang usaha - pihak berelasi (Catatan 40c) Utang Pemerintah (Catatan 17) Liabilitas jangka panjang (Catatan 19a) Utang lain-lain - pihak berelasi (Catatan 40d) 46.783 128.760 1.262.497 192.324 49.270 1.132.283 106.948 652.538 61.736 86.724 Short-term loans (Note 15) Trade payables - related parties (Note 40c) Due to the Government (Note 17) Long-term liabilities (Note 19a) Other payables - related parties (Note 40d) Jumlah 1.679.634 2.040.229 Total Persentase terhadap jumlah liabilitas 7% 8% As a percentage of total liabilities 143
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) a. Piutang usaha a. Trade receivables Piutang usaha - pihak berelasi yang berasal dari penjualan dalam negeri minyak mentah, gas bumi dan energi panas bumi dan ekspor minyak mentah dan produk minyak. Trade receivables - related parties result from domestic sales of crude oil, natural gas and geothermal energy and the export of crude oil and oil products. 2016 2015 Piutang usaha - pihak berelasi Dikurangi: Penyisihan penurunan nilai 1.407.583 (105.824) 1.308.786 (47.550) Trade receivables - related parties Less: Provision for impairment Neto 1.301.759 1.261.236 Net Piutang usaha berdasarkan pelanggan adalah sebagai berikut: Trade receivables based on customers are as follows: 2016 2015 Tentara Nasional Indonesia ("TNI")/ Kementerian Pertahanan Indonesian Armed Forces/ ("Kemhan") (Catatan 47b.II.i) 644.950 487.515 Ministry of Defence (Note 47b.II.i) PT PLN (Persero) (PLN) dan entitas anak PT Garuda Indonesia (Persero) Tbk. PT Patra SK PT Pupuk Indonesia (Persero) PT Perusahaan Gas Negara 371.215 93.939 35.754 33.105 562.468 42.183 - 49.152 PT PLN (Persero) (PLN) and subsidiaries PT Garuda Indonesia (Persero) Tbk. PT Patra SK PT Pupuk Indonesia (Persero) PT Perusahaan Gas Negara (Persero) Tbk. PT Merpati Nusantara Airlines (Persero) 24.952 12.352 32.446 12.044 (Persero) Tbk. PT Merpati Nusantara Airlines (Persero) PT Asuransi Jasa Indonesia PT Asuransi Jasa Indonesia (Persero) PT Donggi Senoro LNG Lain-lain - 191.316 14.638 16.890 91.450 (Persero) PT Donggi Senoro LNG Others Penyisihan penurunan nilai 1.407.583 (105.824) 1.308.786 (47.550) Provision for impairment Jumlah 1.301.759 1.261.236 Total Mutasi saldo penyisihan penurunan nilai atas piutang usaha dari pihak berelasi adalah sebagai berikut: Movements in the provision for impairment of trade receivables from related parties are as follows: 2016 2015 Saldo awal Pemulihan penurunan nilai atas piutang yang terpulihkan - neto Penurunan nilai selama tahun berjalan Selisih kurs (47.550) 16.017 (73.604) (687) (43.235) 23.668 (32.746) 4.763 Beginning balance Reversal of provision for impairment for recovered receivables - net Impairment during the year Foreign exchange Saldo akhir (105.824) (47.550) Ending balance 144 605
The original consolidated financial statements included herein are in the Indonesian language. 606 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) a. Piutang usaha (lanjutan) a. Trade receivables (continued) Manajemen berkeyakinan bahwa penyisihan penurunan nilai telah mencukupi untuk menutup kemungkinan kerugian yang timbul dari tidak tertagihnya piutang usaha dari pihak- pihak berelasi. Management believes that the provision for impairment to cover possible losses that may arise from the uncollectible trade receivables from related parties. is adequate Rincian piutang usaha berdasarkan mata uang adalah sebagai berikut: Details of trade receivables by currencies are as follows: 2016 2015 Rupiah Dolar AS Lain-lain Jumlah 1.081.051 326.468 64 1.407.583 976.942 331.782 62 1.308.786 Rupiah US Dollar Others Total Piutang atas penyaluran BBM dan pelumas kepada Indonesia/ Tentara Nasional Kementerian Pertahanan (TNI/Kemhan) Receivable distribution Forces/Ministry of Defence from to fuel and lubricant Indonesian Armed the Penyaluran BBM dan pelumas kepada TNI/Kemhan rencana kebutuhan TNI/Kemhan dan dibatasi dengan Anggaran Belanja Bahan Bakar Minyak dan Pelumas (BMP) sebagai salah satu belanja di TNI/Kemhan. Anggaran Belanja BMP tahunan relatif lebih kecil dibandingkan realisasinya sehingga setiap tahun nilai piutangnya terakumulasi dengan berjalannya waktu. Rinciannya adalah sebagai berikut: didasarkan pada The fuel and lubricant distribution to the Indonesian Armed Forces/Ministry of Defence is based on the Indonesian Armed Forces/Ministry of Defence and is capped by the State Budget for Fuels and Lubricants the expenditure items of the Indonesian Armed Forces/Ministry of Defence. The annual BMP budgets were relatively lower compared to the actual numbers, thus, the receivables balance accumulated over time. The details are as follows: the planned needs of (BMP) as one of 2016 2015 Saldo awal Penyaluran bahan bakar minyak dan pelumas Penerimaan atas penyaluran BMP Koreksi audit BPKP Selisih kurs Neto 487.515 344.097 (199.693) 13.031 644.950 593.719 381.135 (427.971) (1.051) (58.317) 487.515 Beginning balance Distribution of fuel and lubricant Collections from BMP distribution BPKP audit adjustment Foreign exchange Net Pada tanggal 31 Desember 2016, manajemen telah melakukan penyisihan penuruan nilai sebesar US$85.136 (2015: US$31.842). At December 31, 2016, management has the amount of recognized US$85,136 (2015: US$31,842). impairment in Piutang atas penyaluran BBM kepada PLN/Perusahaan Listrik Negara Receivable from PLN/Perusahaan Listrik Negara fuel distribution to Perusahaan melakukan penyaluran minyak solar dan minyak bakar industri kepada PLN untuk digunakan oleh pembangkit-pembangkit listrik PLN di seluruh wilayah Indonesia. telah Sepanjang menerima pembayaran dari PLN sesuai dengan rumusan harga sementara yang telah disepakati antara Direksi Perusahan dan Direksi PLN pada tanggal 31 Desember 2015. tahun 2016, Perusahaan The Company distributes diesel fuel and industrial fuel oil to PLN for their power plant in all regions across Indonesia. In 2016, the Company has made collections from PLN based on the provisional price agreed by the Boards of Directors of the Company and PLN on December 31, 2015. 145
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) a. Piutang usaha (lanjutan) a. Trade receivables (continued) Jika kemudian terdapat perbedaan rumusan harga sementara dengan rumusan harga final yang disepakati bersama, maka koreksi akan dicatat pada periode dimana kesepakatan atas rumusan harga final tersebut telah selesai. If there is a difference between the provisional and the final agreed formulation prices, the adjustment will be recorded in the period when the is completed. final formulation prices agreement b. Piutang lain-lain b. Other receivables Piutang adalah sebagai berikut: lain-lain berdasarkan pelanggan Other follows: receivables by customers are as 2016 2015 PT Donggi Senoro LNG (Catatan 47b) PT Perta Daya Gas (Catatan 47b) PT Perta-Samtan Gas PT Merpati Nusantara Airlines (Persero) (Catatan 47b) PT Garuda Indonesia (Persero) Tbk. Lain-lain (masing-masing di bawah US$10.000) 105.286 25.558 9.921 19.550
135.438 75.930 33.994 30.142 19.059 14.379 45.515 PT Donggi Senoro LNG (Note 47b) PT Perta Daya Gas (Note 47b) PT Perta-Samtan Gas PT Merpati Nusantara Airlines (Persero) (Note 47b) PT Garuda Indonesia (Persero) Tbk. Others (each below US$10,000) Penyisihan penurunan nilai 295.753 (20.983) 219.019 (20.491) Provision for impairment Dikurangi: bagian lancar 274.770 (235.225) 198.528 (134.443) Less: current portion Bagian tidak lancar - neto Non-current portion - net (Catatan 14) 39.545 64.085 (Note 14) Mutasi saldo penyisihan penurunan nilai atas piutang lain-lain dari pihak-pihak berelasi adalah sebagai berikut: Movements in the provision for impairment of other receivables from related parties are as follows: 2016 2015 Saldo awal Pemulihan penurunan nilai atas piutang yang terpulihkan-neto Penurunan nilai selama tahun berjalan Selisih kurs (20.491) 1 (1) (492) (22.572) 196 (128) 2.013 Beginning balance Reversal of impairment on the recovered receivables-net Impairment during the year Foreign exchange difference Saldo akhir (20.983) (20.491) Ending balance Manajemen berkeyakinan bahwa penyisihan penurunan nilai telah mencukupi untuk menutup kemungkinan kerugian yang timbul dari tidak tertagihnya piutang lain-lain dari pihak berelasi. Management believes that the provision for impairment is adequate to cover possible losses that may arise from the uncollectible other receivables from related parties. 146 607
The original consolidated financial statements included herein are in the Indonesian language. 608 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) b. Piutang lain-lain (lanjutan) b. Other receivables (continued) Piutang dari PT Donggi Senoro LNG Receivables from PT Donggi Senoro LNG Piutang dari PT Donggi Senoro LNG sebesar US$105.286 (2015: US$75.930) ditujukan untuk pembangunan fasilitas produksi LNG yang berkapasitas 2 PT Donggi Senoro LNG dimiliki oleh PHE (29%), Sulawesi LNG Development Limited (59,9%) dan PT Medco LNG Indonesia (11,1%). Proyek yang direncanakan selama 4 tahun ini dibiayai 40% dari ekuitas dan 60% dari pinjaman. juta ton per tahun. The receivables from PT Donggi Senoro LNG of US$105,286 (2015: US$75,930) are intended for the construction of a LNG production facility with a capacity of 2 million tonnes per year. PT Donggi Senoro LNG is owned by PHE (29%), Sulawesi LNG Development Limited (59.9%) and PT Medco LNG Indonesia (11.1%). This project, which was planned to be finalised in 4 years, is funded by 40% from equity and 60% from loan. Tingkat suku bunga pinjaman adalah LIBOR Dolar AS satu bulan ditambah 3,75% per tahun dan jatuh tempo setiap tiga bulan setelah pinjaman dicairkan. Pada tahun 2016 dan 2015, biaya bunga yang timbul ditambahkan ke pinjaman pokok karena fasilitas produksi LNG masih dalam tahap konstruksi. Pendapatan bunga selama 2016 dan 2015 masing-masing adalah US$4.050 dan US$3.497. The interest rate on the loan is one month US Dollar LIBOR plus 3.75% per annum and interest is due every three months after the loan drawdowns. For the years 2016 and 2015, accrued interest was added to the loan since the LNG production is still under construction. Interest income for 2016 and 2015 is US$4,050 and US$3,497, respectively. facility Pada tanggal 30 Januari 2015, PHE telah dari menerima PT Donggi Senoro LNG sebesar US$396.807 dari keseluruhan piutang sebesar US$414.033. Dana dibayarkan kepada PHE berasal dari fasilitas pinjaman yang diperoleh PT Donggi Senoro LNG dari sindikasi bank pada tanggal 30 Januari 2015. Berdasarkan PHE Funding Agreement Contribution 16 Desember 2014 antara PHE dan PT Donggi Senoro LNG dengan MUFG Union Bank N.A., PHE menyetujui untuk membayar kekurangan dana proyek yang pembangunan LNG. pembayaran kembali tertanggal dibutuhkan untuk On January 30, 2015, PHE received repayment from PT Donggi Senoro LNG amounting to receivables of US$396,807 out of to PHE was US$414,033. The obtained by PT Donggi Senoro LNG through from a syndicated bank on loan January 30, 2015. Based on the PHE Funding Contribution Agreement dated December 16, 2014 between PHE and PT Donggi Senoro LNG with MUFG Union Bank N.A., PHE agrees to finance the shortage of fund needed for LNG construction project. total fund paid facility PT Garuda (Garuda) Indonesia (Persero) Tbk. PT Garuda Indonesia (Persero) Tbk. (Garuda) Pada tanggal 19 Oktober 2009, Perusahaan dan Garuda menandatangani Perjanjian Pengalihan Utang. Berdasarkan perjanjian ini, utang usaha Garuda sebesar US$76.485 atas pembelian avtur dari Perusahaan untuk periode 1 Juni 2004 sampai dengan 30 Juni 2006 dikonversikan menjadi jangka panjang, yang dikenakan suku bunga LIBOR enam bulan ditambah 1,75% per tahun. Bunga terutang setiap semester dimulai pada tanggal 31 Desember 2009. pinjaman the Company and On October 19, 2009, Garuda signed a Transfer of Debt Agreement. trade Based on payables for purchases of jet fuel (avtur) from the Company for the period from June 1, 2004 to June 30, 2006 were converted to a long-term loan, which is subject to interest at the rate of six months' LIBOR plus 1.75% per annum. Interest is payable from December 31, 2009. this agreement, Garuda's amounting to US$76,485 semi-annually starting 147
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) b. Piutang lain-lain (lanjutan) b. Other receivables (continued) PT Garuda (Garuda) (lanjutan) Indonesia (Persero) Tbk. PT Garuda (Garuda) (continued) Indonesia (Persero) Tbk. Jadwal pembayaran kembali pinjaman adalah: tanggal 1% dari pokok pinjaman pada 31 Desember 2009, 5% dari pokok pinjaman pada tanggal 31 Desember 2010 dan 18,8% tanggal dari 31 Desember setiap tahun selanjutnya sampai dengan tanggal 30 September 2016. Denda sebesar 2% per tahun dikenakan atas keterlambatan pembayaran. pokok pinjaman pada The schedule of is as follows: 1% of loan principal on December 31, 2009, 5% of loan principal on December 31, 2010 and 18.8% of loan principal on December 31, of each year thereafter until September 30, 2016. A penalty of 2% per annum is charged for late payments. loan repayments tanggal 31 Desember 2016 dan Pada 2015, saldo piutang kepada Garuda yang direstrukturisasi masing-masing sebesar Nihil dan US$14.379. As of December 31, 2016 and 2015, the outstanding from Garuda amounted to Nil and US$14,379, respectively. restructured receivables Mutasi piutang Garuda yang direstrukturisasi adalah sebagai berikut: The movements receivables from Garuda are as follows: of the restructured 2016 2015 Saldo awal Penerimaan 14.379 (14.379) 28.759 (14.380) Beginning balance Collection Saldo akhir
14.379 Ending balance PT Merpati Nusantara Airlines (Persero) (MNA) PT Merpati Nusantara Airlines (Persero) (MNA) Pada tanggal 27 Oktober 2009, MNA telah permohonan mengajukan untuk merestrukturisasi utangnya. Kesepakatan dicapai pada tanggal 17 Oktober 2011 melalui rapat dengan Kementerian BUMN. Pada tanggal-tanggal 31 Desember 2016 dan 2015, saldo penyisihan penurunan nilai atas piutang ini masing-masing sebesar US$19.550 dan US$19.059. On October 27, 2009, MNA requested to restructure its payable. An agreement was made on October 17, 2011 through a meeting at the Ministry of State-Owned Enterprises. As of December 31, 2016 and 2015, the provision for impairment for this receivable amounted to US$19,550 and US$19,059, respectively. 148 609
The original consolidated financial statements included herein are in the Indonesian language. 610 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) c. Utang usaha c. Trade payables 2016 2015 PT Rekayasa Industri PT Wijaya Karya (Persero) Tbk. Lain-lain 36.873 16.927 74.960 47.427 10.541 48.980 PT Rekayasa Industri PT Wijaya Karya (Persero) Tbk. Others Jumlah 128.760 106.948 Total d. Utang lain-lain d. Other payables 2016 2015 Kementerian Keuangan PT PLN (Persero) Lain-lain Jumlah 17.144 32.126 49.270 73.154 598 12.972 86.724 Ministry of Finance PT PLN (Persero) Others Total e. Penjualan dan pendapatan usaha lainnya e. Sales and other operating revenues Grup melakukan penjualan dan pendapatan usaha lainnya kepada pihak berelasi selama tahun yang berakhir pada tanggal-tanggal 31 Desember 2016 dan 2015. Penjualan kepada pihak berelasi mencerminkan 16% dan 22% dari jumlah penjualan dan pendapatan usaha tersebut. tahun-tahun Rinciannya adalah sebagai berikut: lainnya di The Group made sales and other operating revenues to related parties during the years ended December 31, 2016 and 2015. Sales to related parties represent 16% and 22% of the total sales and other operating revenues for the respective years. The details are as follows: 2016 2015 Penjualan dalam negeri minyak mentah, gas bumi, energi panas bumi dan produk minyak Domestic sales of crude oil, natural gas, geothermal energy and oil products Entitas berelasi dengan Pemerintah - Pemegang saham - Entitas asosiasi 3.069.383 367.301 5.021 5.546.719 333.133 33.027 Government-related entities - Shareholder - Associates - Penggantian biaya subsidi dari Pemerintah Subsidy reimbursements from the Government Pemegang saham Penjualan ekspor minyak bumi dan produk minyak 2.568.844 3.187.026 Shareholder - Export of crude oil and oil products Entitas berelasi dengan Pemerintah - Entitas asosiasi Imbalan jasa pemasaran - Pemegang saham Pendapatan usaha dari aktivitas operasi lainnya - (257.485) 18.601 56 22.881 Government-related entities - Associates - Marketing fees Shareholder - Revenues from other operating activities Entitas berelasi dengan Pemerintah 103.406 109.310 Government-related entities - Jumlah 5.856.470 9.250.753 Total 149
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) f. Beban pokok penjualan f. Cost of goods sold Pembelian dari pihak berelasi selama tahun yang tanggal-tanggal pada 31 Desember 2016 dan 2015 mencerminkan 21% dan 18% dari jumlah beban pokok penjualan (Catatan 31). Rinciannya adalah sebagai berikut: berakhir During the years ended December 31, 2016 and 2015, purchases from related parties represent 21% and 18% of the total cost of goods sold, respectively (Note 31). The details are as follows: 2016 2015 Minyak mentah Pemegang saham Produk minyak: Entitas asosiasi Perusahaan ventura bersama Entitas yang berelasi dengan 4.726.374 180.276 132.717 5.294.516 208.181 147.548 Crude oil for Shareholder Oil products: Associates Joint ventures Pemerintah 1.238 4.526 Government-related entities Jumlah 5.040.605 5.654.771 Total g. Kompensasi manajemen kunci dan Dewan g. Compensation of key management and Komisaris Board of Commissioners Manajemen kunci adalah Direksi dan personil lain yang mempunyai peranan kunci dalam Perusahaan. Kompensasi yang dibayar atau terutang pada manajemen kunci dan Dewan Komisaris adalah sebagai berikut: Key management comprises the Board of Directors and other key management personnel who have significant the operations of the Company. The compensation paid or payable to key management and Board of Commissioners is shown below: involvement in 2016 2015 Gaji dan imbalan lainnya 42.469 21.917 Salaries and other benefits 150 611
The original consolidated financial statements included herein are in the Indonesian language. 612 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 40. SALDO DAN TRANSAKSI DENGAN PIHAK- 40. RELATED PARTY BALANCES AND PIHAK BERELASI (lanjutan) TRANSACTIONS (continued) h. Hubungan dengan pihak-pihak berelasi h. Relationships with related parties Sifat dari hubungan pihak-pihak berelasi adalah sebagai berikut: The nature of relationships with the related parties is as follows: Hubungan/ Relationships Pihak berelasi/ Related parties
Pemegang saham/Shareholder Pemerintah Republik Indonesia/ The Government of the Republic of Indonesia
Entitas asosiasi/Associates Perusahaan ventura bersama/ Joint ventures Pacific Petroleum & Trading Co. Ltd. PT Trans Pacific Petrochemical Indotama Etablissements Maurel et Prom SA PT Donggi Senoro LNG PT Tugu Reasuransi Indonesia PT Asuransi Samsung Tugu PT Patra SK PT Nusantara Regas PT Perta Samtan Gas PT Perta Daya Gas PT Indo Thai Trading PT Elnusa CGGVeritas Seismic Koperasi Karyawan Pertamina Mempunyai anggota manajemen
kunci yang sama dengan Perusahaan/ Dana Pensiun Pertamina Common key management Pertamina Foundation Yayasan Kesehatan Pertamina Tentara Nasional Indonesia (TNI)/Kementerian Pertahanan Polisi Republik Indonesia (Polri) Kementerian Keuangan/Ministry of Finance PT Perusahaan Listrik Negara (Persero) PT Pupuk Indonesia (Persero) PT Perusahaan Gas Negara (Persero) Tbk. PT Krakatau Steel (Persero) Tbk. PT Garuda Indonesia (Persero) Tbk. PT Merpati Nusantara Airlines (Persero) PT Wijaya Karya (Persero) Tbk. PT PAL Indonesia (Persero) PT Bina Bangun Wibawa Mukti PT Rekayasa Industri PT Asuransi Jasa Indonesia (Persero) PT Sarana Multi Infrastruktur (Persero) Entitas berelasi dengan Pemerintah/ Government-related entities Perusahaan Badan Usaha Milik Negara (BUMN) lainnya/others Perusahaan Badan Usaha Milik Daerah (BUMD) lainnya/others BNI BNI Syariah BRI Bank Mandiri Bank Mandiri Syariah Lembaga Pembiayaan Ekspor Indonesia
Personil Manajemen Kunci/ Key Management Personnel Direksi/Directors Personil lain yang mempunyai peranan kunci dalam Perusahaan/Other key management personnel Dewan Pengawas Tata Kelola Dewan Komisaris/Board of Commissioners Perusahaan/ Governance Oversight Body Transaksi antar pihak berelasi didasarkan pada kesepakatan antar pihak yang pada umumnya mengacu kepada harga pasar dengan keuntungan tertentu. Transactions between related parties are based on an agreement between the parties thereto which generally refers to the market price which includes a certain margin. 151
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 41. INFORMASI SEGMEN 41. SEGMENT INFORMATION Manajemen telah menentukan segmen operasi berdasarkan laporan yang ditelaah oleh komite pengarah untuk yang mengambil keputusan stratejik. stratejik digunakan the operating Management has determined segments based on the reports reviewed by the strategic steering committee that are used to make strategic decisions. Segmen dikelompokkan menjadi dua kegiatan usaha utama meliputi Hulu dan Hilir, yang merupakan laporan segmen Perusahaan sesuai dengan PSAK 5 (Revisi 2009), Segmen Operasi (Catatan 2v). Kegiatan usaha Gas dan Energi Baru Terbarukan saat ini dikelompokkan pada segmen Lain-Lain karena masih belum memenuhi ambang batas operasi sebagai dilaporkan. kuantitatif segmen Segments are grouped into two principal business activities consisting of Upstream and Downstream, representing the Company's reportable segments as defined in the a ccounting standards for segment reporting SFAS 5 (Revised 2009), Operating Segments (Note 2v). Business activities related with Gas and New and Renewable Energy are currently grouped into Other segment because they still have not met quantitative thresholds as a reportable operating segment. 31 Desember/December 2016 Hulu/ Upstream Hilir/ Downstream Lain-lain/ Othersa) Jumlah sebelum e liminasi/ Total before elimination Eliminasi/ Elimination Jumlah konsolidasian/ Total consolidated Penjualan eksternal Penjualan antar segmen 3.656.843 2.615.422 32.339.046 138.619 490.855 355.970 36.486.744 3.110.011 (3.110.011) 36.486.744 - External sales Inter-segment sales Jumlah segmen pendapatan 6.272.265 32.477.665 846.825 39.596.755 (3.110.011) 36.486.744 Total segment revenues Hasil segmen 2.065.679 4.176.180 (4.139) 6.237.720 (44.097) 6.193.623 Segment results Rugi selisih kurs Pendapatan keuangan Beban keuangan Bagian atas laba neto entitas asosiasi dan ventura bersama Beban lain-lain - neto (47.530) Foreign exchange loss Finance income 317.307 Finance cost (637.530) Share in net profit 16.129 of associates and joint venture (896.647) Other expenses - net (1.248.271) Laba sebelum beban pajak penghasilan 4.945.352 Income before income tax expense Beban pajak penghasilan (1.782.698) Income tax expense Laba tahun berjalan Laba yang dapat 3.162.654 Profit for the year diatribusikan kepada: Pemilik entitas induk Income attributable to: 3.147.043 Owners of the parent Non-controlling Kepentingan nonpengendali 15.611 interest Informasi Lain Segmen aset Investasi 20.490.777 1.714.743 28.354.355 12.734.576 2.897.355 185.547 51.742.487 14.634.866 (7.666.042) (11.478.105) 44.076.445 3.156.761 Other Information Segment assets Investments Jumlah aset 22.205.520 41.088.931 3.082.902 66.377.353 (19.144.147) 47.233.206 Total assets Segmen liabilitas 9.479.285 19.949.952 1.466.537 30.895.774 (5.737.135) 25.158.639 Segment liabilities Depreciation, Beban penyusutan, deplesi dan amortisasi Penambahan aset 1.568.763 653.572 74.828 2.297.163
2.297.163 depletion and amortization expense Additions to fixed tetap, aset minyak & gas serta panas bumi 1.566.871 801.312 172.599 2.540.782
2.540.782 assets, oil & gas and geothermal properties a) Lain-lain terdiri dari sewa perkantoran dan perumahan, hotel, jasa pengangkutan udara, jasa kesehatan dan pengoperasian rumah sakit, manajemen portofolio jasa pengembangan sumber daya manusia dan jasa asuransi. investasi, jasa transportasi gas, a) Others consist of office and housing rentals, hotel operation, air transportation services, health services and operation of hospitals, investment management, gas transportation services, human resources development services and insurance services. 152 613
The original consolidated financial statements included herein are in the Indonesian language. 614 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 41. INFORMASI SEGMEN (lanjutan) 41. SEGMENT INFORMATION (continued) 31 Desember/December 2015 Hulu/ Upstream Hilir/ Downstream Lain-lain/ Othersa) Jumlah sebelum e liminasi/ Total before elimination Eliminasi/ Elimination Jumlah konsolidasian/ Total consolidated Penjualan eksternal Penjualan antar segmen 3.871.505 2.807.722 37.187.338 179.897 703.837 303.015 41.762.680 3.290.634 (3.290.634) 41.762.680 - External sales Inter-segment sales Jumlah segmen pendapatan 6.679.227 37.367.235 1.006.852 45.053.314 (3.290.634) 41.762.680 Total segment revenues Hasil segmen 2.363.527 1.236.177 243.881 3.843.585 77.575 3.921.160 Segment results Rugi selisih kurs Pendapatan keuangan Beban keuangan Bagian atas laba neto entitas asosiasi ventura bersama Beban lain-lain - neto (131.039) Foreign exchange loss Finance income 133.757 Finance cost (604.218) Share in net profit 34.129 of associates and joint venture (346.551) Other expenses - net (913.922) Laba sebelum beban pajak penghasilan 3.007.238 Income before income tax expense Beban pajak penghasilan (1.565.075) Income tax expense Laba tahun berjalan Laba yang dapat 1.442.163 Profit for the year diatribusikan kepada: Pemilik entitas induk Income attributable to: 1.420.220 Owners of the parent Non-controlling Kepentingan nonpengendali 21.943 interest Informasi Lain Segmen aset Investasi 18.253.461 1.661.497 26.155.071 10.865.693 2.702.660 150.149 47.111.192 12.677.339 (4.532.942) (9.736.686) 42.578.250 2.940.653 Other Information Segment assets Investments Jumlah aset 19.914.958 37.020.764 2.852.809 59.788.531 (14.269.628) 45.518.903 Total assets Segmen liabilitas 10.299.668 18.779.228 1.516.652 30.595.548 (4.551.883) 26.043.665 Segment liabilities Depreciation, Beban penyusutan, deplesi dan amortisasi Penambahan aset 1.026.250 559.499 68.238 1.653.987
1.653.987 depletion and amortization expense Additions to fixed tetap, aset minyak & gas serta panas bumi 2.068.875 752.781 234.833 3.056.489
3.056.489 assets, oil & gas and geothermal properties a) Lain-lain terdiri dari sewa perkantoran dan perumahan, hotel, jasa pengangkutan udara, jasa kesehatan dan pengoperasian rumah sakit, manajemen portofolio, jasa transportasi gas, jasa pengembangan sumber daya manusia dan jasa asuransi. a) Others consist of office and housing rentals, hotel operation, air transportation services, health services and operation of hospitals, investment management, gas transportation services, human resources development services and insurance services. Transaksi antar segmen dilakukan dengan mengacu pada syarat yang disetujui di antara perusahaan-perusahaan. Transactions between segments are carried out at agreed terms between the companies. ini menunjukkan distribusi dari Tabel berikut pendapatan konsolidasian Grup berdasarkan segmen geografis: The following table shows the distribution of the Group's consolidated its geographic segments: revenues based on 2016 2015 Pendapatan Indonesia Negara lainnya 35.518.373 968.371 40.493.033 1.269.647 Revenues Indonesia Other countries Pendapatan konsolidasian 36.486.744 41.762.680 Consolidated revenues 153
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 41. INFORMASI SEGMEN (lanjutan) 41. SEGMENT INFORMATION (continued) Pendapatan dari dua pelanggan segmen hilir untuk tahun tanggal-tanggal 31 Desember 2016 dan 2015 mencerminkan masing-masing 11% dan 15% (US$4.150.753 dan US$6.145.043) dari jumlah penjualan dan pendapatan usaha lainnya. yang berakhir pada Revenue from two customers of the downstream segment for the years ended December 31, 2016 and 2015 represented approximately 11% and 15% (US$4,150,753 and US$6,145,043) of total sales and other operating revenues, respectively. Seluruh aset Grup secara substansial berlokasi di Indonesia, kecuali beberapa kepemilikan aset di luar negeri seperti COPAL, PIREP dan PMEP yang Irak dan masing-masing berlokasi di Aljazair, Malaysia. All of the Group's assets are substantially located in Indonesia, except for several owned assets outside the country such as COPAL, PIREP and PMEP which are located in Algeria, Iraq and Malaysia, respectively. 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS BUMI a. KKS a. PSCs KKS dibuat oleh kontraktor KKS dengan Pemerintah melalui SKK Migas (dahulu BP Migas) untuk jangka waktu kontrak 20-30 tahun dan dapat diperpanjang sesuai dengan peraturan yang berlaku. PSCs are entered into by PSC contractors with SKK Migas (previously BP Migas) acting on behalf of the Government, for a period of 20-30 years, and may be extended in accordance with applicable regulations. Wilayah Kerja Working Area Wilayah kerja KKS adalah wilayah dimana dapat melaksanakan kegiatan operasi minyak dan gas bumi. Pada saat atau sebelum akhir tahun kontrak ke - 10 sejak tanggal efektif KKS, kontraktor KKS wajib mengembalikan persentase tertentu dari luas wilayah kerja yang ditentukan kepada Pemerintah. kontraktor KKS The PSC working area is a designated area in which the PSC contractors may conduct oil and gas operations. On or before the tenth year from the effective date of the PSCs, the PSC contractors must return a certain percentage of this designated working the Government. area to
Bagi Hasil Produksi Minyak Mentah dan Gas Bumi
Crude Oil and Natural Gas Production Sharing Pembagian hasil produksi minyak dan gas bumi dihitung secara tahunan dan merupakan jumlah lifting minyak dan gas bumi setiap periode yang berakhir pada tanggal 31 Desember setelah dikurangi kredit investasi, First Tranche Petroleum (FTP) dan cost recovery. Crude oil and gas production sharing is determined annually, and represents the total liftings of crude oil and gas in each period ended December 31, net of Tranche Credit, Investment Petroleum (FTP) and cost recovery. First Kontraktor KKS dikenai pajak atas pendapatan kena pajak dari kegiatan KKS berdasarkan bagian mereka atas hasil produksi minyak dan gas bumi, dikurangi bonus-bonus, pada tarif pajak terdiri dari pajak gabungan penghasilan badan dan pajak dividen. yang The PSC contractors are subject to tax on their their PSC operations based on their share of equity oil and gas production, less bonuses, at a combined tax rate comprising corporate income tax and dividend tax. taxable income from 154 615
The original consolidated financial statements included herein are in the Indonesian language. 616 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS BUMI (lanjutan) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) a. PSCs (continued)
Pengembalian Biaya Operasi Cost Recovery Pengembalian biaya operasi tiap tahun terdiri dari: i. Biaya non-kapital tahun berjalan Annual cost recovery comprises: i. Current year non-capital costs ii. Penyusutan biaya kapital tahun ii. Current year depreciation of capital berjalan costs iii. Biaya operasi tahun sebelumnya yang belum memperoleh penggantian (unrecovered cost) iii. Unrecovered prior years' operating costs
Harga Minyak Mentah dan Gas Bumi Crude Oil and Natural Gas Prices Bagian kontraktor KKS atas produksi minyak mentah dinilai dengan Harga (Indonesian Crude Minyak Prices - ICP). Gas bumi yang dikirim kepada pihak ketiga dan pihak berelasi dinilai dengan harga yang ditetapkan dalam yang bersangkutan. Indonesia perjanjian jual beli The PSC contractors' crude oil production is priced at Indonesian Crude Prices (ICP). Natural gas deliveries to third parties and related parties are valued based on the prices stipulated in the respective sale and purchase contracts.
Domestic Market Obligation (DMO) Domestic Market Obligation (DMO) Minyak Mentah Crude Oil wajib memenuhi Kontraktor kebutuhan Indonesia negeri dengan perhitungan setiap tahun sebagai berikut: KKS dalam The PSC contractor is required to supply the domestic market in Indonesia with the following annual calculation: i. Mengalikan jumlah minyak mentah yang diproduksi dari wilayah kerja dengan hasil pembagian antara jumlah kebutuhan minyak mentah dalam negeri sebagai pembilang dan jumlah Indonesia seluruh minyak mentah seluruh yang oleh diproduksi perusahaan perminyakan sebagai penyebut. i. Multiply the total quantity of crude oil produced from the contract area by a fraction the numerator of which is the total quantity of crude oil to be supplied the entire and Indonesian production of crude oil of all petroleum companies. the denominator is ii. Menghitung 25% jumlah minyak mentah yang diproduksi dari wilayah kerja KKS. ii. Compute 25% of the total quantity of crude oil produced from the contract area. iii. Mengalikan jumlah minyak mentah yang lebih kecil antara hitungan (i) dan (ii) dengan persentase bagi produk minyak mentah. iii. Multiply the lower computation, either resultant contractor's under percentage entitlement. (i) or (ii) by the the of Harga DMO untuk minyak mentah adalah harga rata-rata tertimbang dari seluruh jenis minyak mentah yang dijual oleh Kontraktor KKS. The price at which the DMO crude oil is supplied is equal to the weighted average of all types of crude oil sold by the PSC Contractor. 155
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS BUMI (lanjutan) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) a. PSCs (continued)
Domestic Market Obligation (lanjutan) (DMO) Domestic Market Obligation (continued) Domestic Market Obligation (continued) Gas Bumi Natural Gas juga wajib memenuhi Kontraktor KKS kebutuhan Indonesia sebesar 25% dari jumlah gas bumi yang diproduksi dari wilayah kerja kontraktor KKS dikalikan dengan persentase bagi hasil gas bumi Kontraktor KKS. dalam negeri The PSC contractor is also required to supply the domestic market in Indonesia with 25% of the total quantity of natural from gas produced the contract area multiplied by the PSC Contractor's entitlement percentage. Harga DMO untuk gas bumi adalah harga yang ditentukan berdasarkan harga jual yang disepakati di dalam kontrak penjualan. The price of DMO for natural gas is the price determined based on the agreed contracted sales prices.
FTP
FTP Pemerintah dan kontraktor berhak untuk menerima sampai sebesar 10%-20% dari jumlah produksi minyak dan gas bumi setiap tahun sebelum dikurangi dengan pengembalian biaya operasi dan kredit investasi. The Government and contractors are entitled to receive an amount ranging from 10%-20% of the total production of crude oil and natural gas each year before any deduction for recovery of operating costs and investment credit. Hak milik atas persediaan, Ownership of materials, and equipment Ownership of materials, and equipment supplies, Persediaan, perlengkapan dan peralatan yang dibeli oleh kontraktor KKS untuk kegiatan operasi minyak dan gas bumi merupakan milik Pemerintah, akan tetapi, kontraktor KKS memiliki hak untuk menggunakan persediaan, perlengkapan dan peralatan tersebut sampai dinyatakan dengan surplus persetujuan SKK Migas. atau ditinggalkan Materials, supplies and equipment acquired by the PSC contractors for crude oil and the natural gas operations belong Government, however, the PSC contractors have the right to utilize such materials, supplies and equipment until they are declared surplus or abandoned with the approval of SKK Migas. to 156 617
The original consolidated financial statements included herein are in the Indonesian language. 618 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) b. Kontrak Kerjasama PT Pertamina EP b. PT Pertamina EP's Cooperation Contract Pada tanggal 17 September 2005, kontrak kerjasama minyak dan gas bumi dalam bentuk Kontrak Minyak dan Gas Bumi Pertamina yang serupa dengan KKS sebagai kelanjutan dari Pertamina (PPC) ditandatangani antara Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi ("SKK Migas" - sebelumnya Badan Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi/"BP Migas") dan PT Pertamina EP untuk jangka waktu 30 tahun dari tanggal 17 September 2005 sampai dengan tanggal 16 September 2035 dan dapat diperpanjang sesuai dengan kesepakatan tertulis antara dan (SKK para PT persetujuan EP) Pemerintah. Petroleum Contract pihak Pertamina Migas dan On September 17, 2005, an oil and gas cooperation contract in the form of Pertamina Oil and Gas Contract which is equivalent to a PSC, was signed between Special Task Force For Upstream Oil and Gas Bussiness Activities ("SKK Migas" - formerly Oil and Gas Upstream and Activities PT Pertamina EP as a successor contract to Pertamina's Petroleum Contract (PPC).This from involves a period of 30 September 17, 2005 until September 16, 2035, which may be extended in accordance with a written agreement between the parties (SKK Migas and PT Pertamina EP) and approval from the Government. Agency/"BP Migas") years Ketentuan Kontrak Kerjasama PT Pertamina EP berbeda dari ketentuan KKS pada umumnya dalam hal-hal sebagai berikut: The terms of PT Pertamina EP's Cooperation Contract differ from general PSC terms in the following respects:
Bagi Hasil Minyak Mentah dan Gas Bumi Crude Oil and Natural Gas Production Sharing Bagi hasil produksi minyak dan gas antara PT Pertamina EP dan Pemerintah masing-masing 67,2269% dan 32,7731%. PT Pertamina EP and the Government's shares of equity (profit) of oil and gas production are 67.2269% and 32.7731%, respectively.
FTP
FTP Pemerintah dan PT Pertamina EP berhak untuk menerima sebesar 5% dari jumlah produksi minyak dan gas setiap tahunnya sebelum dikurangi dengan pengembalian biaya operasi dan kredit investasi. FTP dan dibagi PT Pertamina EP sesuai dengan bagi hasil atas produksi minyak dan gas. antara Pemerintah The Government and PT Pertamina EP are entitled to receive an amount equal to 5% of the total production of oil and gas each year before any deduction for recovery of operating costs and investment the credit. FTP Government and PT Pertamina EP in accordance with the entitlements to oil and gas production. is shared between 157
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued) PT Pertamina EP dapat melakukan perjanjian kerja sama dengan pihak lain dalam kegiatan operasi minyak dan gas bumi atau perjanjian perbantuan teknis di sebagian wilayah kerja KKS dalam bentuk perjanjian kerjasama operasi dengan persetujuan Pemerintah melalui SKK Migas. PT Pertamina EP can establish cooperation agreements with other parties in conducting oil and gas activities or technical assistance arrangements in certain parts of its Cooperation Contract working area under Joint Venture the Arrangements with Government through the SKK Migas. the approval of Recoverable cost dan bagi hasil untuk pihak- pihak lain pada perjanjian kerjasama berikut, recoverable cost merupakan bagian dari berdasarkan Kontrak Kerjasama PT Pertamina EP. The recoverable costs and profit sharing of the other parties under the following cooperation agreements form part of PT Pertamina EP's recoverable costs under its Cooperation Contract.
Kontrak Bantuan Teknis (KBT)
Technical Assistance Contracts (TAC) Dalam KBT, operasional dilakukan melalui perjanjian kemitraan dengan PT Pertamina EP. KBT diberikan pada lapangan yang telah berproduksi atau pernah berproduksi tetapi sudah tidak berproduksi. Produksi minyak dan gas bumi dibagi menjadi bagian tidak dibagi (non-shareable) dan bagian dibagi dibagi (shareable). merupakan produksi yang diperkirakan dapat dicapai dari suatu lapangan (berdasarkan tren historis produksi dari saat KBT suatu hak ditandatangani PT Pertamina EP. Produksi bagian tidak dibagi akan menurun setiap tahunnya, yang ekspektasi penurunan produksi. Bagian dapat dibagi berkaitan dengan penambahan produksi yang berasal dari investasi Mitra Usaha pada lapangan KBT. kegiatan tidak Bagian pada lapangan) dan menjadi mencerminkan Under a TAC, operations are conducted through partnership arrangements with PT Pertamina EP. TACs are awarded for fields which are currently in production, or which had previously been in production, but in which production had ceased. Crude oil and natural gas production is divided into non-shareable and shareable portions. The non-shareable portion represents is expected from the field (based on the historic production trends of the field) at the time the TAC is signed and accrues to EP. Non-shareable PT production decreases annually reflecting in production. The expected declines shareable production corresponds to the additional production resulting from the Partners' investments in the TAC fields. the production which Pertamina portion of 158 619
The original consolidated financial statements included herein are in the Indonesian language. 620 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued)
KBT (lanjutan)
TAC (continued) Mitra Usaha berhak atas pengembalian biaya dengan pembatasan tertentu yang diatur dalam masing-masing kontrak. Sisa produksi bagian dibagi (produksi yang dibagi dikurangi pengembalian biaya) akan dibagi antara PT Pertamina EP dan Mitra Usaha. Persentase bagi hasil sisa produksi yang dibagi untuk Mitra Usaha diatur dalam masing-masing kontrak, yaitu antara dengan 35,7143% untuk minyak bumi dan 62,5000% untuk gas bumi. Berikut perjanjian KBT PT Pertamina EP pada tanggal 31 Desember 2016: 26,7857% sampai The Partners are entitled to recover costs, subject limitations depending on the contract terms. The remaining portion of shareable production (shareable production less cost recovery) is split between PT Pertamina EP and the Partners. The Partners' share of equity (profit) oil and gas production is stipulated from ranges in each contract and for oil and to 35.7143% 26.7857% of 62.5000% gas. December 31, 2016, PT Pertamina EP's TAC arrangements were as follows: to specified annual for As Mitra Usaha/ Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Date of Commencement of Production Tanggal Akhir Kontrak/ Date of End of Contract Produksi/ Production ) Goldwater TMT Pte, Ltd Tanjung Miring Timur Sumatera Selatan/South Sumatra 17/12/1996 23/10/2000 16/12/2016 Minyak/Oil **) Pilona Petro Tanjung Lontar Ltd. Tanjung Lontar Sumatera Selatan/South Sumatra 07/10/1996 27/03/1998 15/08/2016 Minyak/Oil PT Akar Golindo Tuba Obi Timur Jambi 15/05/1997 11/10/2011 14/05/2017 Minyak/Oil PT EMP Gelam Sungai Gelam - A,B,D Jambi 15/05/1997 13/10/2004 14/05/2017 Minyak/Oil dan/and Gas Blue Sky Langsa Langsa Aceh 15/05/1997 28/11/2001 14/05/2017 Minyak/Oil Ltd PT Putra Kencana Diski Petroleum Diski Aceh 16/11/1998 13/02/2002 15/11/2018 Minyak/Oil IBN Oil Holdico Ltd. Linda - A,C,G,Sele Papua 16/11/1998 04/09/2000 15/11/2018 Minyak/Oil PT Indama Putera Kayapratama Kaya Sumatera Selatan/South Sumatra 22/05/2000 19/03/2013 21/05/2020 Minyak/Oil Ellipse Energy Jatirarangon Wahana Ltd. Jatirarangon Jawa Barat/West Java 22/05/2000 06/10/2004 21/05/2020 Minyak/Oil dan/and Gas Greeb World Nusantara Kruh Kruh Sumatera Selatan/South Sumatra 22/05/2000 06/02/2003 21/05/2020 Minyak/Oil PT Eksindo Telaga Telaga Said Aceh 07/08/2002 16/02/2006 06/08/2022 Minyak/Oil Said Darat PT Pertalahan Arnebatara Natuna Udang Natuna Kepulauan Riau/Riau Archipelago 07/08/2002 28/11/2005 06/08/2022 Minyak/Oil 159
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued)
KBT (lanjutan)
TAC (continued) Mitra Usaha/ Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Date of Commencement of Production Tanggal Akhir Kontrak/ Date of End of Contract Produksi/ Production PT Indo Jaya Sukaraja Sukaraja, Pendopo Sumatera Selatan/South Sumatra 07/08/2002 19/06/2008 06/08/2022 Minyak/Oil PT Prakarsa Meruo Senami Jambi 14/08/2002 15/02/2012 13/08/2022 Minyak/Oil Betung Meruo Senami Jambi PT Putra Batumandi Petroleum Batumandi Sumatera Utara/North Sumatra 15/05/1997
14/05/2017 Minyak/Oil ) Pada tanggal 16 Desember 2016 kontrak TAC antara Perusahaan dengan Goldwater TMT Pte Ltd tidak dilanjutkan oleh Goldwater TMT Pte Ltd. ) On December 16, 2016 the TAC contract between the Company and Goldwater TMT Pte Ltd was discontinued by Goldwater TMT Pte Ltd. **) Pada tanggal 15 Agustus 2016 kontrak TAC antara Perusahaan dengan Pilona Petro Tanjung Lontar Ltd tidak dilanjutkan oleh Pilona Petro Tanjung Lontar Ltd. **) On August 15, 2016 the TAC contract between the Company and Pilona Petro Tanjung Lontar Ltd was discontinued by Pilona Petro Tanjung Lontar Ltd. Pada saat berakhirnya KBT, seluruh aset KBT diserahkan kepada PT Pertamina EP. Mitra Usaha KBT bertanggung-jawab untuk menyelesaikan semua liabilitas KBT yang masih belum diselesaikan kepada pihak ketiga sampai dengan tanggal tersebut. At the end of the TACs, all TAC assets are transferred to PT Pertamina EP. The TAC Partners are responsible for settling all outstanding TAC liabilities to third parties until the end of the TACs. Kontrak Kerja Sama Operasi (KSO) Operation Cooperation (OC) Contract Dalam KSO, operasional dilakukan melalui perjanjian Mitra Usaha dengan PT Pertamina EP. KSO diberikan pada lapangan yang telah berproduksi, tetapi dahulu kemudian belum berproduksi. Terdapat dua jenis kontrak KSO yaitu: kegiatan pernah berproduksi atau dihentikan In an OC Contract, operations are conducted partnership through arrangements with PT Pertamina EP. OC Contracts are awarded for fields which are currently in production, or which have previously been in production, but in which production has ceased, or for areas with no previous production. The two types of OC contracts are: a. Kontrak KSO Eksplorasi - Produksi b. Kontrak KSO Produksi a. OC Production - Exploration contract b. OC Production contract Pada kontrak KSO Eksplorasi-Produksi tidak ada bagian minyak mentah yang tidak dibagi (Non-Shareable Oil). Pada kontrak KSO Produksi, produksi minyak bumi dibagi menjadi bagian yang tidak dibagi (non-shareable) dan bagian yang dibagi (shareable). Under an OC Production-Exploration contract, there is no Non-Shareable Oil. Under an OC Production contract, the crude oil production is divided into non- shareable and shareable portions. 160 621
The original consolidated financial statements included herein are in the Indonesian language. 622 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued) Kontrak Kerja Sama Operasi (KSO) Operation Cooperation (OC) Contract (continued) Operation Cooperation (OC) Contract (continued) Bagian tidak dibagi atas produksi minyak mentah ("NSO") merupakan produksi yang diperkirakan dapat dicapai dari suatu lapangan (berdasarkan tren historis produksi dari suatu lapangan) pada saat perjanjian KSO ditandatangani dan menjadi hak PT Pertamina EP. Bagian dibagi berkaitan dengan penambahan produksi minyak dan gas yang berasal dari terhadap lapangan KSO yang bersangkutan dan secara umum dibagikan dengan pola yang sama seperti KKS. Dalam beberapa produksi, meskipun kontrak produksi sama atau masih di bawah bagian minyak mentah yang tidak dibagi, penggantian biaya produksi tidak akan ditunda dan dapat diperoleh Mitra Usaha dengan ketentuan sebagai berikut: investasi Mitra Usaha KSO The non-shareable portion of crude oil ("NSO") the production which is expected from the field (based on the historic production trends of the field) at the time the OC Contract is signed, and it accrues to PT Pertamina EP. The shareable portion of crude and gas production corresponds to the additional production resulting the Partners' investments in the OC Contract fields and is in general split between the parties in the same way as under a Cooperation Contract. certain OC Contract production contracts, in the event that the production is the same as or less than the NSO, the Partner's production cost will not be deferred and will be recovered with the following provisions: production represents from In Mitra dapat memperoleh pengembalian suatu Tahun Biaya Operasi pada Kalender apabila jumlah produksi Mitra lebih besar dari Produksi Dasar dengan jumlah maksimal sebesar jumlah produksi Minyak Inkremental, yang terdiri dari: Partner may recover Operating Cost in any Calendar Year if the amount of Partner production is greater than Non Sharable Oil up to a maximum of Incremental Oil that comprised of: 1) Pengembalian Biaya Operasi untuk mengangkat Produksi Dasar sebesar maksimum 80% (delapan puluh persen) dari Biaya Operasi minyak Operasi Dasar. 1) Cost recovery for lifting Non Shareable Oil up to a maximum of 80% (eighty percent) from Operating Cost of Non Shareable Oil 2) Pengembalian Biaya Operasi untuk mengangkat minyak inkremental sebesar maksimum 80% (delapan puluh persen) dari jumlah produksi Minyak yang Inkremental diproduksikan dan dijual serta tidak digunakan untuk Operasi dalam suatu tahun kalender. 2) Cost recovery for lifting incremental oil to a maximum of 80% (eighty up percent) the production of Incremental Oil produced and sold and not in used in that Calendar Year. from Apabila dalam suatu Tahun Kalender, Biaya Operasi melebihi nilai Minyak Mentah yang dialokasikan dalam suatu Tahun Kalender, maka jumlah kelebihan yang akan dikembalikan Tahun-Tahun berikutnya. belum dikembalikan dalam If, in any Calendar Year, the Operating Cost exceeds the value of such Crude Oil in such allocated the unrecovered then Calendar Year, excess shall be recovered in the following Years. for the Operating 161
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued) Kontrak Kerja Sama Operasi (KSO) Operation Cooperation (OC) Contract (continued) Operation Cooperation (OC) Contract (continued) Persentase bagi hasil produksi bagian Mitra Usaha diatur dalam masing-masing kontrak, yaitu berkisar antara 16,6667% sampai dengan 29,8039% untuk minyak dan 28,8627% sampai dengan 53,5714% untuk gas bumi. The Partner's share of equity (profit) oil and in each gas production as stipulated to contract 29.8039% to 53.5714% for gas, respectively. ranges from 16.6667% for oil and 28.8627% investasi spesifik yang Ada komitmen harus dilakukan dalam jangka waktu tiga tahun setelah tanggal kontrak KSO. Untuk komitmen menjamin pelaksanaan diharuskan tersebut, Mitra Usaha memberikan garansi bank, yang tidak dapat dibatalkan dan tanpa syarat kepada PT Pertamina EP. Mitra Usaha KSO juga diharuskan untuk melakukan pembayaran kepada PT Pertamina EP sejumlah uang telah dicantumkan di dalam yang dokumen penawaran sebelum tanggal penandatanganan kontrak KSO. expenditure Specified commitments are required to be made in the first three years after the OC contract date. To ensure that these expenditure commitments will be met, the Partners are required to provide PT Pertamina EP with irrevocable bank guarantees. The OC Partners are also to required PT Pertamina EP before the date of signing the OC contracts, of the amounts stated in the bid documents. investment and unconditional to make payments tanggal 31 Desember 2016, Pada perjanjian Mitra Usaha KSO PT Pertamina EP adalah sebagai berikut: As of December 31, 2016, PT Pertamina EP's OC partnership agreements were as follows: Mitra Usaha/ Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Commencement of Production Tanggal Akhir Kontrak/ Date of End of Contract Produksi/ Production ) Indospec Energy Limau Ltd. PT Formasi Sumatera Energy GEO Minergy Sungai Lilin Ltd. Patina Group Ltd. Q22, Q51 dan/and P Tanjung Tiga Timur Sungai Lilin Bangkudulis Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Kalimantan Timur/ East Kalimantan 01/03/2013 25/04/2007 25/04/2007 25/04/2007 01/03/2013 25/04/2007 25/04/2007 01/01/2011 28/04/2016 24/04/2022 24/04/2022 24/04/2022 Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil PT Benakat Barat Petroleum PT Petroenergy Utama Wiriagar PT Santika Pendopo Energy Cooper Energy Sukananti Ltd. PD MIGAS Bekasi Prisma Kampung Minyak Ltd. PT Techwin Benakat Timur \Indrillco Hulu Energy Ltd. PT Petroenim Betun Selo PT Tawun Gegunung Energi Foster Trembes Petroleum Ltd. PT Axis Sambidoyong Energi PT IEV Pabuaran PT QEI Loyak Talang Gula Benakat Barat Wiriagar Talang Akar Tangai Sukananti Jatinegara Kampung Minyak Benakat Timur Uno Dos Rayu Betun-Selo Tawun Gegunung Trembes Sendang Sambidoyong Pabuaran Loyak Talang Gula Sumatera Selatan/ South Sumatra Papua Barat/ West Papua Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Jawa Barat/ West Java Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra Jawa Timur/ East Java Jawa Timur/ East Java Jawa Barat/ West Jawa Jawa Barat/ West Jawa Sumatera Selatan/ South Sumatra Sumatera Selatan/ South Sumatra 16/03/2009 02/09/2009 05/06/2010 26/07/2010 17/02/2011 15/07/2011 01/05/2012 19/12/2007 28/06/2012 28/06/2012 28/06/2012 26/07/2012 03/09/2012 28/12/2012 16/03/2009 02/09/2009 05/07/2010 26/07/2010 17/02/2011 15/07/2012 01/05/2012 18/10/2013 28/06/2012 28/06/2012 28/06/2012 26/07/2012 03/09/2012 01/01/2013 15/03/2024 01/09/2024 04/06/2025 25/07/2025 16/02/2026 14/07/2026 30/04/2027 18/12/2027 27/06/2027 27/06/2027 27/06/2027 25/07/2027 02/09/2027 27/12/2027 Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Gas Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Gas Minyak/Oil Gegunung Kampung Minyak Ltd. Sungai Taham Batu 15/02/2013 01/07/2013 14/02/2028 Minyak/Oil Keras Suban Jeriji 162 623
The original consolidated financial statements included herein are in the Indonesian language. 624 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued) Kontrak Kerja Sama Operasi (KSO) Operation Cooperation (OC) Contract (continued) Operation Cooperation (OC) Contract (continued) Mitra Usaha/ Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Commencement of Production Tanggal Akhir Kontrak/ Date of End of Contract Produksi/ Production Energi Tanjung Tiga PT Bunyu Tapa Energi Samudra Energy Tanjung Lontar Limited Ramba Energy West Jambi Ltd. Pandan-Petanan- Tapus Bunyu Tapa Tanjung Lontar Timur Jambi Barat Sumatera Selatan/ South Sumatra Kalimantan Timur/ East Kalimantan Sumatera Selatan/ South Sumatra Jambi 05/07/2013 21/01/2015 17/02/2011 13/06/2011 05/07/2013 21/01/2015
04/07/2028 20/01/2030 16/02/2031 12/06/2031 Minyak/Oil Minyak/Oil
PT Sarana GSS Trembul PT Klasofo Energy Resources PT Energi Jambi Indonesia PT Geo Cepu Indonesia Trembul Klamono Selatan Jambi Barat II Kawengan, Nglobo Semanggi Ledok, dan/and Jawa Timur/East Java Papua Jambi Jawa Timur/ East Java 20/12/2016 22/11/2012 23/11/2012 01/12/2013 - - 01/12/2013 19/12/2031 21/11/2032 22/11/2032 30/11/2033 Minyak/Oil - - Minyak/Oil PT Banyubang Blora Energi PT Samudra Energy BWP Meruap Petro Papua Mogoi Wasian PT Alt GME Bungalun Kariorang Trada Tebat Agung Limited Banyubang Meruap Wasian - Mogoi Bungalun Kariorang Tebat Agung Jawa Timur/ East Java Jambi Papua Barat/ West Papua Kalimantan Timur/ East Kalimantan Sumatera Selatan/ South Sumatera 20/12/2013 12/07/2014 12/07/2014 21/03/2016 24/03/2016 20/12/2013 12/07/2014 12/07/2014
19/12/2033 11/07/2034 11/07/2034 16/09/2035 16/09/2035 Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Minyak/Oil Pada tanggal 28 April 2016 kontrak KSO antara PEP dengan Indospec Energy Limau Ltd tidak dilanjutkan oleh Indospec Energy Limau Ltd. On April 28, 2016 the KSO contract between PEP and Indospec Energy Limau Ltd was discontinued by Indospec Energy Limau Ltd. Pada saat tanggal kontrak KSO berakhir, seluruh aset KSO diserahkan kepada PT Pertamina EP. Mitra Usaha KSO bertanggung jawab untuk menyelesaikan semua liabilitas KSO yang masih belum diselesaikan kepada pihak ketiga sampai tersebut tanggal kontrak KSO dengan berakhir. At the end of OC contracts, all OC assets are transferred to PT Pertamina EP. The OC Partners are responsible for settling all outstanding OC liabilities to third parties until the end of the OC contracts. Kontrak Unitisasi Unitisation Agreement Sesuai dengan Peraturan Pemerintah No. 35 Tahun 2004 tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi, untuk Kontraktor diwajibkan KKS melakukan unitisasi apabila terbukti adanya reservoar yang memasuki Wilayah Kerja Kontraktor lainnya. MESDM menentukan operator pelaksana unitisasi berdasarkan kesepakatan di antara para Kontraktor yang melakukan unitisasi setelah mendapatkan pertimbangan SKK Migas. In accordance with Government Regulation No. 35 Year 2004 on Upstream Oil and Gas Business Activities, a PSC contractor is required to conduct unitisation if it is proven into another contractor's Working Area. The MoEMR will determine the operator for the the agreement unitisation based on between the unitisation after considering the opinion of SKK Migas. that its reservoir extends the contractors entering Karena beberapa pelamparan reservoar PT Pertamina EP memasuki Wilayah Kerja Kontraktor lainnya, PT Pertamina EP melakukan perikatan Perjanjian Unitisasi dengan beberapa kontraktor. Since several of PT Pertamina EP's oil and other gas Contractors' Working Areas, PT Pertamina EP entered into Unitisation Agreements with several contractors. reservoirs extend into 163
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) c. Perjanjian kerjasama dengan pihak-pihak dalam melakukan aktivitas minyak dan gas- PT Pertamina EP (lanjutan) c. Cooperation arrangements with the parties in conducting oil and gas activities - PT Pertamina EP (continued) Kontrak Unitisasi (lanjutan) Unitisation Agreement (continued) tanggal 31 Desember 2016, Pada PT Pertamina EP memiliki Perjanjian Unitisasi sebagai berikut: As of December 31, 2016, PT Pertamina EP's Unitisation Agreements were as follows: Para Pihak/ Parties Operator Lapangan/ Field Lokasi/ Location Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Kontrak/ Date of Commence End of -ment of Tanggal Akhir Production Contract Bagian/ Share of PT Pertamina EP PEP, ConocoPhillips ConocoPhillips Suban Suban, Jambi 11/03/2013 Juni/June 2011 23/01/2023 Minyak/Oil dan/and (Grissik) Ltd. , Talisman, PHE (Grissik) Ltd. Gas: 10% PEP, CNEES & BVI (O.K). Talisman Ogan Air Serdang Komering Ltd. Air Serdang, Sumatera Selatan/South Sumatra 22/07/1991 22/07/1991 16/09/2035 Minyak/Oil: 21,96% dan/and Gas: 19,93% PHE Salawati Basin, Petrochina PEP, Petrochina International Wakamuk Sorong, Papua 13/11/2006 13/11/2006 16/09/2035 Minyak/Oil dan/and Gas: 50% International Kepala Bermuda Burung Ltd., RHP Salawati Island BV, Petrogas (Island) Ltd. PHE, PHE East Java, PHE Tuban & Petrochina East Java Intl. JOB Pertamina- Sukowati Petrochina East Java Tuban, Jawa Timur/ East Java 02/07/2004 02/07/2004 16/09/2035 Minyak/Oil dan/and Gas: 80% PEP, Medco EP Rimau PT Pertamina EP Tanjung Laban Tanjung Laban, 18/06/1987 Sumatera Selatan/South Sumatra 2005 16/09/2035 Minyak/Oil dan/and Gas: 74,99 % PEP, PHE ONWJ Pertamina Hulu Energi Offshore North West Java Ltd. MB Unit Jawa Barat/ West Java 23/12/1985 23/12/1985 16/09/2035 Minyak/Oil dan/and Gas: 47,4% PEP, PEPC, MCL, AMPOLEX, SPHC,PJUC, BHP,ADS PT Pertamina EP Cepu *) Tiung Biru Jambaran, Jawa Timur/ East Java 14/09/2012
16/09/2035 Gas: 8,06% ) Unitisasi Tiung Biru belum berproduksi. ) Unitisation of Tiung Biru is not yet in production. 164 625
The original consolidated financial statements included herein are in the Indonesian language. 626 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- d. PHE's cooperation agreements with other pihak lain adalah sebagai berikut: parties are as follows:
Indonesian Participation Arrangements (IP)
Indonesian Participation Arrangements (IP) Melalui kesepakatan IP, Perusahaan, sebagai Badan Usaha Milik Negara, mendapat tawaran untuk memiliki 10% kepemilikan di KKS pada saat pertama kali Rencana Pengembangan ("POD") disetujui oleh Pemerintah Indonesia ("Pemerintah"), yang diwakili oleh SKK Migas. Penyertaan di Blok Jabung sebesar 14,28% merupakan perolehan tambahan penyertaan sebesar 4,28% oleh Perusahaan. Penyertaan sebesar 5% di Blok Tengah merupakan 10% dari 50% kepemilikan kontraktor asing. Perusahaan menyerahkan kepemilikan IP ini kepada Entitas Anak PHE pada tanggal 1 Januari 2008. Pada tanggal 31 Desember 2016, kesepakatan kemitraan Entitas Anak melalui IP adalah sebagai berikut: Through IP arrangements, the Company, a State-Owned Enterprise, is offered a 10% working interest in PSCs at the first time ("POD") are Plans of Development approved by the Government of Indonesia (the "Government"), represented by SKK Migas. The 14.28% interest in Jabung Block the acquisition of an the additional Company. The 5% interest in the Tengah Block represents 10% of the 50% foreign contractor's share. The Company assigned these IP interests to the PHE's subsidiaries on January 1, 2008. As of December 31, 2016, IP partnership arrangements were as follows: reflects interest of 4.28% by the Subsidiaries' Mitra Usaha/ Partners Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Production Commencement Date Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Total E&P Indonesie Inpex Co. Chevron Makassar Ltd. Tiptop Makassar Ltd. Blok Tengah/Tengah Block Blok Makassar Strait/Makassar Strait Block Kalimantan Timur/East Kalimantan Kalimantan Timur/East Kalimantan 5/10/1988 26/01/1990 27/11/2007 01/07/2000 04/10/2018 25/01/2020 5% 10% Minyak dan gas bumi/Oil and gas Minyak dan gas bumi/Oil and gas 30 tahun/ years 30 tahun/ years Petrochina International (Bermuda) Ltd. Blok Kepala Burung/Kepala Burung Block Papua 14/09/2009 07/10/1996 14/10/2020 10% Minyak dan gas bumi/Oil and gas 20 tahun/ Years Petrogas (Basin) Ltd. RH Petrogas Salawati Basin B.V. Petrochina International Jabung Ltd. Petronas Carigali Sdn. Bhd. Blok Jabung/Jabung Block Jambi 27/02/1993 13/09/1996 26/02/2023 14,28% Minyak dan gas bumi/Oil and gas 30 tahun/ years ConocoPhillips (Grissik) Ltd. Talisman (Corridor) Ltd. Blok Corridor/Corridor Block Sumatera Selatan/ South Sumatera 20/12/2003 01/08/1987 19/12/2023 10% Minyak dan gas bumi/Oil and gas 20 tahun/ Years Star Energy (Kakap) Ltd. Singapore Petroleum Co. Ltd. Blok Kakap/Kakap Block Kepulauan Natuna/ Natuna Archipelago 22/03/2005 01/01/1987 21/03/2028 10% Minyak dan gas bumi/Oil and gas 23 tahun/ Years Premier Oil Kakap BV 165
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut: (lanjutan) d. PHE's cooperation agreements with other parties are as follows: (continued) Kepemilikan di KKS yang diperoleh setelah berlakunya Undang-Undang No. 22 tahun 2001, tentang Minyak dan Gas Bumi
PSC the interests acquired after issuance of Law No. 22 year 2001, related to Oil and Gas 1. Minyak dan Gas Bumi 1. Oil and Gas Pada tanggal 31 Desember 2016, kesepakatan kemitraan minyak dan gas bumi yang telah ditandatangani adalah sebagai berikut: As of December 31, 2016, oil and gas partnership arrangements which have been signed were as follows: Mitra Usaha KKS/PSC Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Production Commencement Date Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Energi Mega Persada ONWJ Ltd. Kufpec Indonesia (ONWJ) Ltd Blok Offshore North West Java/ Offshore North West Java Block* Jawa Barat/ West Java 19/01/1997 27/08/1971 18/01/2017 58,2795% Minyak dan gas bumi/Oil and gas 20 tahun/ years Petrochina International Java Ltd. PT PHE Tuban East Java Blok Tuban/ Tuban Block JawaTimur/ East Java 29/02/1988 12/02/1997 28/02/2018 25% Minyak dan gas bumi/Oil and gas 30 tahun/ years CNOOC SES Ltd. Korea National Oil Corporation Orchard Energy Ltd. Blok Offshore South East Sumatera/ Offshore South East Sumatera Block Sumatera Tenggara/ South East Sumatera 06/09/1998 1975 05/09/2018 20,55%** Minyak dan gas bumi/Oil and gas 20 tahun/ years Tidak ada/ None Blok B/ B Block* Utara Sumatera/ North Sumatera 04/10/1998
04/10/2018 100% Minyak dan gas bumi/Oil and gas 20 tahun/ years Tidak ada/ None Blok NSO/ NSO Block* Utara Sumatera Lepas Pantai/ North Offshore Sumatera 16/10/1998
16/10/2018 100% Minyak dan gas bumi/Oil and gas 20 tahun/ years PT Bumi Siak Pusako ENI Bukat Ltd. ENI Ambalat Ltd. Premier Oil Natuna Sea Ltd. Kufpec Indonesia (Natuna) BV Natuna 1 BV (Petronas Carigali Indonesia Operation) Blok Coastal Plain Pekanbaru/ Coastal Plain Pekanbaru Block Blok Bukat/ Bukat Block Blok Ambalat/ Ambalat Block Blok A (Natuna Sea)/A Block (Natuna Sea) Riau 06/08/2002 Kalimantan Timur/East Kalimantan Kalimantan Timur/East Kalimantan 24/02/1998 27/09/1999 Natuna Sea 15/01/1999, PSC Per- panjangan/ extension 16/10/2009 06/08/2002
05/08/2022 23/02/2028 26/09/2029 14/01/2019, PSC Per- panjangan/ extension 15/10/2029 50% 33,75% 33,75% 23% Minyak dan gas bumi/Oil and gas
Minyak dan gas bumi/Oil and gas 20 tahun/ years 30 tahun/ years 30 tahun/ years 20 tahun/ years 166 627
The original consolidated financial statements included herein are in the Indonesian language. 628 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut: (lanjutan) d. PHE's cooperation agreements with other parties are as follows: (continued) Kepemilikan di KKS yang diperoleh setelah berlakunya Undang-Undang No. 22 tahun 2001, tentang Minyak dan Gas Bumi (lanjutan)
PSC the interests acquired after issuance of Law No. 22 year 2001, related to Oil and Gas (continued) 1. Minyak dan Gas Bumi (lanjutan) 1. Oil and Gas (continued) Mitra Usaha KKS/PSC Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Production Commencement Date Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Kodeco Energy Co. Ltd. Mandiri Madura Barat Blok West Madura/West Madura Block* Jawa Timur/ East Java 07/05/2011 27/09/1984 06/05/2031 80% Minyak dan gas bumi/Oil and gas 20 tahun/ years Tidak None ada/ Blok Siak/ Siak Block* Riau 26/05/2014 28/05/2014 25/05/2034 100% Minyak dan gas bumi/Oil and gas 20 tahun/ years Medco Nunukan Videocon Indonesia Nunukan E&P Blok Nunukan/ Nunukan Block* Kalimantan Timur/East Kalimantan 12/12/2004
11/12/2034 64,50%
30 tahun/ years Bprl Ventures Indonesia BV StatOil Indonesia Karama AS Petronas Carigali Sdn. Bhd. Petrovietnam Blok Karama/ Karama Block Blok Randu- gunting/ Randu- gunting Block* Selat Makasar/ Makassar Strait Jawa Tengah & Jawa Timur/ Central & East Java 21/03/2007 09/08/2007
20/03/2037 08/08/2037 49%
30 tahun/ years 30 tahun/ years Konsorsium Murphy (Murphy Oil Corporation, Inpex Corp. and PTTEP Ltd.) Blok Semai II Offshore/ Semai II Offshore Block Papua Barat/ West Papua 13/11/2008
12/11/2038 15%
30 tahun/ years Petronas Carigali Sdn. Berhad Blok West Glagah Kambuna/ West Glagah Kambuna Block Sumatera Utara/North Sumatera 30/11/2009
29/11/2039 40%
30 tahun/ years Inpex Selaru Limited Babar Sea Blok Babar Selaru/ Babar Selaru Block Maluku Lepas Pantai/ Offshore Maluku 21/11/2011
20/11/2041 15% Minyak dan gas bumi/Oil and gas 30 tahun/ years Eni East Sepinggan Ltd. Tidak ada/ None Blok East Sepinggan/ East Sepinggan Block Blok Abar/ Abar Block* Sepinggan Timur/ East Sepinggan Jawa Barat Lepas Pantai/West Java Offshore 20/07/2012 22/05/2015
20/07/2042 22/05/2045 15% 100% Minyak dan gas bumi/Oil and gas Minyak dan gas bumi/Oil and gas 30 tahun/ years 30 tahun/ years 167
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut: (lanjutan) d. PHE's cooperation agreements with other parties are as follows: (continued) Kepemilikan di KKS yang diperoleh setelah berlakunya Undang-Undang No. 22 tahun 2001, tentang Minyak dan Gas Bumi (lanjutan)
PSC the interests acquired after issuance of Law No. 22 year 2001, related to Oil and Gas (continued) 1. Minyak dan Gas Bumi (lanjutan) 1. Oil and Gas (continued) Mitra Usaha KKS/PSC Partner Wilayah Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Production Commencement Date Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Tidak ada/ None Blok Anggursi/ Anggursi Block* Utara Jawa Barat Lepas Pantai/ North Offshore West Java 22/05/2015
22/05/2045 100% Minyak dan gas bumi/Oil and gas 30 tahun/ years Tidak ada/ None Blok East Ambalat/ East Ambalat Block Utara Kalimantan/ North Kalimantan 25/05/2016
25/05/2046 100% Minyak dan gas bumi/Oil and gas 30 tahun/ years
** Entitas Anak Perusahaan ini adalah operator atas blok- blok ini Efektif sejak tanggal 24 Oktober 2014, PT PHE OSES mengakuisisi interest sebesar 7,483068% tambahan participating
** The Company's Subsidiaries are the operators of these blocks Effective from October 24, 2014, PT PHE OSES acquired an additional participating interest of 7.483068% 2. Gas Metana Batubara 2. Coal Bed Methane Per tanggal 31 Desember 2016, kesepakatan kemitraan Gas Metana Batubara ("GMB") dalam kegiatan eksplorasi yang telah ditandatangani adalah sebagai berikut: As of December 31, 2016, Coal Bed Methane partnership arrangements in exploration activities which have been entered into were as follows: ("CBM") Mitra Usaha KKS/PSC Partner Wilayah kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Sangatta West CBM, Inc. Blok Sangatta I/Sangatta I Block Kalimantan Timur/East Kalimantan 13/11/2008 12/11/2038 52%
30 tahun/ years PT Visi Multi Artha Blok Sangatta II/ Sangatta II Block Kalimantan Timur/East Kalimantan 05/05/2009 04/05/2039 40%
30 tahun/ years Arrow Energy (Tanjung Enim) Pte. Ltd. PT Bukit Asam Metana Enim Blok Tanjung Enim/ Tanjung Enim Block Sumatera Selatan/South Sumatera 04/08/2009 03/08/2039 27,5%
30 tahun/ years PT Trisula CBM Energy Blok Muara Enim/ Muara Enim Block Sumatera Selatan/South Sumatera 30/11/2009 29/11/2039 60%
30 tahun/ years Konsorsium KP SGH Batubara (PT Indo Gas Methan) Blok Muara Enim I/ Muara Enim I Block* Sumatera Selatan/South Sumatera 03/12/2010 02/12/2040 65%
30 tahun/ years 168
629
The original consolidated financial statements included herein are in the Indonesian language. 630 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut: (lanjutan) d. PHE's cooperation agreements with other parties are as follows: (continued) Kepemilikan di KKS yang diperoleh setelah berlakunya Undang-Undang No. 22 tahun 2001, tentang Minyak dan Gas Bumi (lanjutan)
PSC the interests acquired after issuance of Law No. 22 year 2001, related to Oil and Gas (continued) 2. Gas Metana Batubara (lanjutan) 2. Coal Bed Methane (continued) Per tanggal 31 Desember 2016, kesepakatan kemitraan Gas Metana Batubara ("GMB") dalam kegiatan eksplorasi yang telah ditandatangani adalah sebagai berikut: (lanjutan) As of December 31, 2016, Coal Bed Methane partnership arrangements in exploration activities which have been signed were as follows: (continued) ("CBM") Mitra Usaha KKS/PSC Partner Wilayah kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contract Period Tidak ada/None Blok Tanjung II/ Tanjung II Block* Kalimantan Selatan/South Kalimantan 03/12/2010 02/12/2040 100%
30 tahun/ years Indo CBM Sumbagsel2 Pte. Ltd. PT Metana Enim Blok Muara Enim II/ Muara Enim II Block Sumatera Selatan/South Sumatera 01/04/2011 31/03/2041 40%
30 tahun/ years Energi BP Tanjung IV Limited Blok Tanjung IV/ Tanjung IV Block* Kalimantan Selatan/South Kalimantan 01/04/2011 31/03/2041 56%
30 tahun/ years PT Baturaja Metana Indonesia Blok Muara Enim III/ Muara Enim III Block* Sumatera Selatan/South Sumatera 01/04/2011 31/03/2041 73%
30 tahun/ years PT Suban Energi Blok Suban I/ Suban I Block* Sumatera Selatan/South Sumatera 01/08/2011 31/07/2041 58%
30 tahun/ years PT Suban Methan Gas Blok Suban II/ Suban II Block* Sumatera Selatan/South Sumatera 01/08/2011 31/07/2041 50%
30 tahun/ years PT Petrobara Sentosa Blok Air Benakat I/Air Benakat I Block* Sumatera Selatan/South Sumatera 18/04/2012 17/04/2042 79,5%
30 tahun/ years PT Prima Gas Sejahtera Blok Air Benakat II/Air Benakat II Block* Sumatera Selatan/South Sumatera 18/04/2012 17/04/2042 69,7%
30 tahun/ years PT Unigas Geosinklinal Makmur Blok Air Benakat III/Air Benakat III Block* Sumatera Selatan/South Sumatera 18/04/2012 17/04/2042 73,5%
30 tahun/ years
Entitas Anak Perusahaan ini adalah operator atas blok- blok ini.
The Company's Subsidiaries are the operators of these blocks 169
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut (lanjutan): d. PHE's cooperation agreements with other parties are as follows (continued): Kepemilikan di KKS yang diperoleh setelah berlakunya Undang-Undang No. 22 tahun 2001, tentang Minyak dan Gas Bumi (lanjutan)
PSC the interests acquired after issuance of Law No. 22 year 2001, related to Oil and Gas (continued) 3. Minyak dan Gas Bumi 3. Unconventional Oil and Gas Nonkonvensional Per kontrak Nonkonvensional ditandatangani berikut: tanggal 31 Desember 2016, Migas telah sebagai kerjasama yang adalah 2016, As of Unconventional Gas partnership arrangements which have been entered in to are as follows: December Oil 31, and Mitra Usaha KKS/ PSC Partner Wilayah kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Jatuh Tempo Kontrak/ Expiry Date of Contract Persentase Partisipasi/ Percentage of Participation Produksi/ Production Periode Kontrak/ Contrac t Period Tidak ada/None Blok MNK Sumbagut/ MNK Sumbagut Block* Sumatera Utara/North Sumatera 15/05/2013 14/05/2043 100%
30 tahun/ years Bukit Energy Resources Sakakemang Deep Pte.Ltd. Blok MNK Sakakemang/ MNK Sakakemang Block Sumatera Selatan/South Sumatera 22/05/2015 22/05/2045 50%
30 tahun/ years
Entitas Anak Perusahaan ini adalah operator atas blok- blok ini.
The Company's Subsidiaries are the operators of these blocks
Joint Operating Sharing Contracts ("JOB-PSC") Body-Production
Joint Sharing Contracts ("JOB-PSC") Operating Body-Production Dalam JOB-PSC, kegiatan operasional dilakukan oleh suatu badan operasi bersama antara entitas anak PHE dan kontraktor. Bagian entitas anak PHE atas kewajiban pembiayaan ditanggung lebih dahulu oleh para kontraktor dan dibayar oleh entitas anak PHE melalui bagiannya atas produksi minyak mentah dan gas bumi, ditambah dengan 50% uplift. Setelah semua pembiayaan dibayar kembali, maka hasil produksi minyak mentah dan gas bumi dibagi antara entitas anak PHE dan kontraktor sesuai persentase partisipasi masing-masing dalam JOB-PSC. Bagian kontraktor atas produksi minyak mentah dan gas bumi ditentukan dengan cara yang sama sesuai KKS. In a JOB-PSC, operations are conducted by a joint operating body between PHE's subsidiaries and contractors. The PHE subsidiaries' share of expenditures is paid in advance by the contractors and repaid by PHE's subsidiaries out of their share of crude oil and natural gas production, with a 50% uplift. After all expenditures are repaid, the crude oil and natural gas is divided between PHE's production subsidiaries and the contractors based on their of JOB-PSC. The the participation contractors' share of crude oil and natural gas production is determined in the same manner as for a PSC. respective percentages in 170 631
The original consolidated financial statements included herein are in the Indonesian language. 632 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut (lanjutan): d. PHE's cooperation agreements with other parties are as follows (continued):
Joint Sharing (lanjutan)
Operating Contracts
Body
Production ("JOB
PSC")
Joint Sharing (continued) Operating Contracts Body-Production ("JOB-PSC") Pada tanggal 31 Desember 2016, kesepakatan Kemitraan JOB-PSC Entitas Anak adalah adalah sebagai berikut: As of December 31, 2016, the Subsidiaries' JOB-PSC Partnership arrangements are as follows: Wilayah Mitra Usaha JOB-PSC/ JOB-PSC Partner Kerja/ Working Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal jatuh tempo Kontrak/ Expiry Commencement Date of Contract of Production Tanggal Mulai Produksi/ Date of Persentase Partisipasi/ Percentage of Produksi/ Participation Production Periode Kontrak/ Contract Period Petrochina International Java Ltd. Blok Tuban/ Tuban Block Jawa Timur/ East Java 29/02/1988 12/02/1997 28/02/2018 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years Talisman (Ogan Komering) Ltd. Blok Ogan Komering/ Ogan Komering Block Sumatera Selatan/ South Sumatera 29/02/1988 11/07/1991 28/02/2018 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years Talisman (Jambi Merang) Ltd. Pacific Oil and Gas Ltd. Blok Jambi Merang/ Jambi Merang Block Jambi 10/02/1989 22/02/2011 09/02/2019 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years PT Golden Spike Energy Indonesia Blok Raja dan Pendopo/ Raja and Pendopo Block Sumatera Selatan/ South Sumatera 06/07/1989 21/11/1992 05/07/2019 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years Petrochina International Kepala Burung Ltd. Blok Salawati Island/ Salawati Island Block Papua 23/04/1990 21/01/1993 22/04/2020 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years RHP Salawati Island B.V Petrogas (Island) Ltd. PT Medco E&P Tomori Sulawesi Mitsubishi Corporation Blok Senoro Toili/ Senoro Toili Block Sulawesi Tengah/ Central Sulawesi 04/12/1997 Agustus/ August 2006 30/11/2027 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years Medco Simenggaris Pty., Ltd. Salamander Energy Ltd. Blok Simenggaris/ Simenggaris Block Kalimantan Timur/East Kalimantan 24/02/1998 30/11/2015 23/02/2028 37.5% Minyak dan gas bumi/Oil and gas 30 tahun/ years 171
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut (lanjutan): d. PHE's cooperation agreements with other parties are as follows (continued):
Pertamina Participating Interests (PPI)
Pertamina Participating Interests (PPI) Berdasarkan Kesepakatan PPI, PHE mempunyai kepemilikan di dalam kontrak yang serupa dengan kontrak JOB-PSC. Sisa kepemilikan dimiliki oleh kontraktor operator. yang Kewajiban pembiayaan bagian PHE dapat dilakukan secara langsung oleh PHE, atau dapat pula ditanggung lebih dahulu oleh para kontraktor dan akan dibayar oleh PHE dengan cara dipotongkan dari bagian PHE atas produksi minyak mentah dan gas bumi, ditambah dengan 50% uplift. Produksi minyak mentah dan gas bumi dibagi antara PHE dan kontraktor sesuai dengan persentase kepemilikan masing-masing. Bagian kontraktor atas produksi minyak mentah dan gas bumi ditentukan dengan cara yang sama sesuai KKS. bertindak sebagai Through PPI arrangements, PHE owns working interests in contracts similar to JOB-PSC remaining contracts. The working interests are owned by a contractor who acts as an operator. The PHE's share of expenses is either funded by PHE on a current basis, or paid in advance by the contractors and repaid by PHE out of their share of crude oil and natural gas production, with a 50% uplift. The crude oil and natural gas production are divided between PHE and the contractors based on respective percentages of participation in the PSC. The contractors' share of crude oil and natural gas production is determined in the same manner as for a PSC. their Pada tanggal 31 Desember 2016, kesepakatan kemitraan PPI PHE adalah sebagai berikut: As of December 31, 2016, the PHE's PPI arrangements were as follows: Mitra Usaha PPI/PPI Partner Wilayah Kerja/ Working Wilayah/ Area Area Tanggal Efektif Kontrak/ Mulai Produksi/ Jatuh Tempo Effective Production Date of Contract Tanggal Tanggal Periode Kontrak/ Commencement Expiry Date Percentage of Produksi/ Contract Persentase Partisipasi/ Kontrak/ Date of Contract Participation Production Period Total E&P Indonesia Inpex Tengah Ltd. Blok Tengah/ Tengah Block Kalimantan Timur/East Kalimantan 05/10/1988 01/06/1990 04/10/2018 50% Minyak dan gas bumi/Oil and gas 30 tahun/ years Conoco Phillips (South Jambi) Ltd. Blok B/ B Block Jambi Selatan/ South Jambi 26/1/1990 26/09/2000 25/01/2020 25% Minyak dan gas bumi/Oil and gas 30 tahun/ years Petrochina International Jambi B Ltd. 172 633
The original consolidated financial statements included herein are in the Indonesian language. 634 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut (lanjutan): d. PHE's cooperation agreements with other parties are as follows (continued):
Kepemilikan kontrak minyak dan gas bumi di luar negeri
Foreign oil and gas contract interests Pada tanggal 31 Desember 2016, PHE dan Entitas Anak memiliki secara langsung maupun secara tidak langsung kepemilikan pada kontrak minyak mentah dan gas bumi di luar negeri adalah sebagai berikut: As of December 31, 2016, PHE and Subsidiaries directly and indirectly held foreign crude oil and natural gas interests as follows: Nama PBO/ Name of JOC Mitra Wilayah Usaha PBO/JOC Working Partners Kerja/ Area Wilayah/ Area Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Periode Mulai Produksi/ Production Kontrak/ Commencement Percentage of Produksi/ Contract Persentase Partisipasi/ Date Participation Production Period Petronas Carigali Pertamina Petrovietnam Operating Company Sdn. Bhd ("PCPP") Petronas Carigali Sdn. Bhd. Petrovietnam Blok Offshore Sarawak/ Offshore Sarawak Block (SK 305)* Malaysia 16/6/2003 26/7/2010 30% Minyak dan gas bumi/Oil and gas 29 tahun/ years Blok ini merupakan Pengendalian Bersama Operasi This Block is Joint Operating Contract ("JOC") ("PBO") Kontrak unitisasi Unitisation agreements Sesuai dengan Peraturan Pemerintah No. 35 Tahun 2004 tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi, untuk Kontraktor diwajibkan KBH terbukti melakukan unitisasi apabila adanya reservoar yang memasuki Wilayah Kerja Kontraktor lainnya. Menteri Energi dan Sumber Daya Mineral menentukan operator pelaksana unitisasi berdasarkan kesepakatan di antara para Kontraktor yang melakukan setelah mendapatkan pertimbangan SKK Migas. unitisasi In accordance with Government Regulation No. 35 Year 2004 on Upstream Oil and Gas Business Activities, a contractor is required to conduct unitisation if it is into proven another Contractor's Working Area. The Minister of Energy and Mineral Resources will determine the the agreement unitisation based on the between unitisation agreements after considering the opinion of SKK Migas. that its reservoir extends the operator for the contractors entering Karena beberapa pelamparan reservoar Entitas Anak memasuki Wilayah Kerja Kontraktor Anak melakukan perikatan Perjanjian Unitisasi dengan beberapa kontraktor. lainnya, Entitas Since several of the Subsidiaries' oil and other reservoirs gas Contractor's Working the Subsidiaries entered into Unitisation Agreements with several contractors. extend into Areas, 173
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) d. Perjanjian kerjasama PHE dengan pihak- pihak lain adalah sebagai berikut (lanjutan): d. PHE's cooperation agreements with other parties are as follows (continued): Kontrak unitisasi (lanjutan) Unitisation agreements (continued) Pada tanggal 31 Desember 2016, Entitas Anak memiliki Perjanjian Unitisasi sebagai berikut: the As Subsidiaries' Unitisation Agreements were as follows: of December 31, 2016, Para Pihak/ Parties Operator Lapangan/ Field Lokasi/ Location Mulai Kontrak/ Start of Contract Produksi/ Production Akhir Kontrak/End of Contract Periode Kontrak/ Contract Period PHE Tengah, Total E&P Indonesie, Inpex Total E&P Indonesie Sisi Nubi Kalimantan Timur/East Kalimantan 2/2/1998 20/11/2007 4/10/2018 20 Tahun/ Years PHE Jambi Merang, Talisman Jambi Merang, PO&G, Conoco Phillips (Corridor), PHE Corridor, Talisman ConocoPhillips (Corridor) Gelam Sumatera Selatan/ South Sumatera 5/6/1996
9/2/2019 20 Tahun/ Years PHE Corridor, PEP, Talisman, ConocoPhillips (Grissik) Ltd. ConocoPhillips (Grissik) Ltd. Suban Suban, Jambi 11/3/2013 Juni 2011 23/1/2023 10 Tahun/ Years PHE Siak, Chevron Chevron Manggala South dan/and Batang Riau 28/5/2014 28/5/2014 28/5/2034 20 Tahun/ Years PHE Salawati Basin, PEP, Petrochina International Kepala Burung Ltd., RHP Salawati Island BV, Petrogas (Island) Ltd. Petrochina International Bermuda Wakamuk Sorong, Papua 13/11/2006 13/11/2006 16/9/2035 29 Tahun/ Years PHE Tuban East Java, PHE Tuban, Petrochina International East Java JOB Pertamina- Petrochina East Java Sukowati Tuban, Jawa Timur/ East Java Papua 2/7/2004 2/7/2004 16/9/2035 31 Tahun/ Years PHE ONWJ, PEP PHE ONWJ MB Unit Jawa Barat/ West Java 23/12/1985 23/12/1985 16/9/2035 50 Tahun/ Years PHE Ogan Komering PEP, CNEES & BVI OK JOB Pertamina Talisman OK Air Sedang Air Sedang, Sumatera Selatan/South Sumatera 22/7/1991 22/7/1991 16/9/2035 44 Tahun/ Years e. Perjanjian kerjasama PT Pertamina EP Cepu (PEPC)'s dengan pihak-pihak lain adalah sebagai berikut: e. PT Pertamina EP Cepu (PEPC)'s cooperation agreements with other parties are as follows: 2016, Pada kesepakatan kemitraan PEPC adalah sebagai berikut: tanggal 31 Desember As of December 31, 2016, arrangements were as follows: the PEPC's Mitra Usaha/ Partner ExxonMobil Cepu Limited Ampolex (Cepu) Pte. Ltd. PT Sarana Patra Hulu Cepu PT Petrogas Jatim Utama Cendana PT Blora Patragas Wilayah Kerja/ Working Wilayah/ Area Blok Cepu/ Cepu Block Area Jawa Tengah - Jawa Timur/ Central Java - East Java Tanggal Efektif Kontrak/ Mulai Produksi/ Jatuh Tempo Effective Production Date of Contract 17/09/2005 Tanggal Tanggal Periode Kontrak/ Commencement Expiry Date Percentage of Produksi/ Contract Persentase Partisipasi/ Kontrak/ of Contract Participation Production Period 30 tahun/ years Date 31/08/2009 16/09/2035 45% Minyak/Oil Hulu PT Asri Dharma Sejahtera 174 635
The original consolidated financial statements included herein are in the Indonesian language. 636 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) e. Perjanjian kerjasama PT Pertamina EP Cepu (PEPC)'s dengan pihak-pihak lain adalah sebagai berikut: (lanjutan) e. PT Pertamina EP Cepu (PEPC)'s cooperation agreements with other parties are as follows: (continued) Kontrak unitisasi Unitisation agreements Pada tanggal 31 Desember 2016, Entitas Anak memiliki Perjanjian Unitisasi adalah sebagai berikut: As at December 31, 2016 The Subsidiary's Unitisation Agreements were as follows: Mitra Usaha/ Partner Wilayah Kerja/ Working Wilayah/ Area Area Tanggal Efektif Kontrak/ Mulai Produksi/ Jatuh Tempo Effective Production Date of Contract Tanggal Tanggal Periode Kontrak/ Commencement Expiry Date Percentage of Produksi/ Contract Persentase Partisipasi/ Kontrak/ Date of Contract Participation Production Period PT Pertamina EP ExxonMobil Cepu Limited Ampolex (Cepu) Pte. Ltd. PT Sarana Patra Hulu Cepu PT Petrogas Jatim Utama Cendana PT Blora Patragas Hulu PT Asri Dharma Sejahtera Blok EP Blok Cepu/ EP Block Cepu Block Jawa Tengah - Jawa Timur/ Central Java - East Java 17/09/2005
16/09/2035 41,40% Gas 30 Tahun/ Years f. Perjanjian kerjasama PT Pertamina EP Cepu Alas Dara Kemuning (PEPCADK)'s dengan SKK Migas adalah sebagai berikut: f. PT Pertamina EP Cepu Alas Dara Kemuning (PEPCADK)'s cooperation agreements with SKK Migas is as follows: Pada tanggal 31 Desember 2016, Perjanjian kerjasama PEPCADK adalah sebagai berikut: As of December 31, 2016, the PEPCADK's cooperation agreements were as follows: Mitra Usaha/ Partner Wilayah Kerja/ Working Wilayah/ Area Area Tanggal Efektif Kontrak/ Mulai Produksi/ Jatuh Tempo Effective Production Date of Contract Tanggal Tanggal Periode Kontrak/ Commencement Expiry Date Percentage of Produksi/ Contract Persentase Partisipasi/ Kontrak/ Date of Contract Participation Production Period PT Pertamina EP Cepu ADK Blok Alas Dara Kemuning/ Alas Dara Kemuning Block Jawa Tengah/ Central Java 26/02/ 2014
25/02/2044 100%
30 tahun/ years 175
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 42. KESEPAKATAN KONTRAK MINYAK DAN GAS 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) 42. OIL AND GAS CONTRACT ARRANGEMENTS (continued) g. Kepemilikan secara langsung dan tidak langsung Perusahaan pada KKS minyak dan gas di luar negeri g. The Company's directly and indirectly held foreign oil and gas PSC interests Pada tanggal 31 Desember 2016, Perusahaan memiliki secara langsung dan tidak langsung kepemilikan pada KKS atau kontrak sejenis minyak dan gas di luar negeri adalah sebagai berikut: As of December 31, 2016, the Company's directly and indirectly held foreign oil and gas PSCs or similar interests were as follows: Nama PBO/ Name of JV Mitra Usaha/ JV Partners Wilayah Kerja/ Working Area Negara/ Country Tanggal Efektif Kontrak/ Effective Date of Contract Tanggal Mulai Produksi/ Date of Commence -ment of Production Persentase Kepemilikan/ Percentage of P articipation Produksi/ Production Periode Kontrak/ Contract Period CONSON Joint Operating Company (CONSON JOC) * Petronas Carigali Petrovietnam Offshore Block 10, 11 Vietnam Vietnam 08/01/2002
30 tahun/years Pertamina EP Libya Ltd.**
Block 123 Sirte onshore Libya 10/12/2005
Eksplorasi/ Exploration 5 tahun/years Pertamina EP Libya Ltd.**
Block 17
3 Sabratah offshore Libya
10/12/2005
Eksplorasi/ Exploration 5 tahun/years West Qurna 1 Field Operating Division ExxonMobil Iraq Limited, Shell Iraq B.V., PetroChina International Iraq FZE, Oil Exploration Company of Iraqi Ministry of Oil Block West Qurna 1 Irak/Iraq 25/01/2010 25/01/2010 10% Minyak/Oil 30 tahun/years Menzel Lejmat Talisman (Algeria) B.V. Block 405a Aljazair/ Algeria 1993 2003 65% Minyak/Oil 25 tahun/years North (MLN) El Merk (EMK) Ourhoud Talisman Energy (Algeria) B.V, Sonatrach, Anadarko, Eni, Maersk. Talisman Energy (Algeria) B.V., Block 405a Block 405a Aljazair/ Algeria Aljazair/ Algeria Juli/July 2005 Februari/ February 1997 2013 2002 16,90% 3,73% Minyak/Oil, Kondensat/ Condensat, Liquified Petroleum Gas (LPG) Minyak/Oil 25 tahun/years 25 tahun/years Sonatrach, Anadarko, Eni, Maersk, Cepsa. Murphy Sabah Oil Co. Ltd. MurphySabah Oil Co. Ltd. Block K, P dan H Malaysia 27/01/1999 23/01/2006 19/03/2007 2007 - - 24% 18% 24% Minyak dan gas/Oil and gas 38 tahun/years Murphy Sarawak Oil Co.Ltd. Murphy Sarawak Oil Co. Ltd. Block SK309, SK311 dan SK314A Malaysia 27/01/1999 27/01/1999 07/05/2013 2003 2007 - 25,50% Minyak dan gas/Oil and gas 29 tahun/years Berdasarkan tanggal 15 September 2016, Perusahaan setuju untuk menghentikan kontrak tersebut. risalah rapat komiten manajemen Based on Management Committee Meeting dated September 15, 2016, the Company agreed for termination of this contract. ** Grup Menghentikan operasinya di Libya sampai pemberitahuan ** The Group suspended its operation in Libya until futher notice due to lebih lanjut karena situasi politik di negara tersebut. country's political condition. 176 637
The original consolidated financial statements included herein are in the Indonesian language. 638 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 43. WILAYAH KERJA PANAS BUMI 43. GEOTHERMAL WORKING AREAS Sejak tahun 1974, Pertamina Lama memperoleh wilayah-wilayah kerja panas bumi di Indonesia berdasarkan surat-surat keputusan dari Menteri Pertambangan dan Energi. Sesuai dengan PP No. 31 Tahun 2003, segala hak dan kewajiban, yang timbul dari kontrak dan perikatan antara Pertamina Lama dengan pihak ketiga, sepanjang tidak bertentangan dengan Undang-undang No. 22 Tahun 2001, beralih kepada Perusahaan sejak tanggal 2003. Perusahaan menyerahkan wilayah kerja panas bumi kepada PGE sejak tanggal 1 Januari 2007. 17 September former Pertamina Entity was Since 1974, assigned geothermal working areas in Indonesia based on various decision letters issued by the Minister of Mines and Energy. In accordance with PP No. 31 Year 2003, all rights and obligations arising from contracts and agreements of the former Pertamina Entity with third parties, so long as these are not contrary to Law No. 22 Year 2001, were the Company effective as of transferred September 17, 2003. The Company assigned its geothermal working areas to PGE effective as of January 1, 2007. the to Pada tanggal 31 Desember 2016, wilayah kerja panas bumi PGE adalah sebagai berikut: As of December 31, 2016, PGE's geothermal working areas were as follows: a. Operasi Sendiri a. Own Operations Berikut informasi wilayah kerja yang dikelola sendiri oleh PGE: The following working areas are operated by PGE: Wilayah Kerja/Working Area Gunung Sibayak-Gunung Sinabung Gunung Way Panas Kamojang-Darajat Lahendong Lumut Balai dan Marga Bayur Karaha-Cakrabuana Sungai Penuh Hululais Gunung Lawu Lokasi/ Location Sibayak, Sumatera Utara/North Sumatera Ulubelu, Lampung Kamojang, Jawa Barat/West Java Lahendong, Sulawesi Utara/North Sulawesi Lumut Balai, Sumatera Selatan/South Sumatera Karaha, Jawa Barat/West Java Sungai Penuh, Jambi Hululais, Bengkulu Jawa Tengah/ Central Java Status Lapangan/ Field Status Produksi/Production Produksi/Production Produksi/Production Produksi/Production Pengembangan/Development Pengembangan/Development Eksplorasi/Exploration Eksplorasi/Exploration Eksplorasi/Exploration b. Kontrak Operasi Bersama ("KOB") b. Joint Operating Contracts ("JOCs") Kontrak Operasi Bersama ("KOB") meliputi kegiatan panas bumi di wilayah kerja PGE, yang ketiga. Berdasarkan KOB, PGE berhak mendapatkan production allowances dari kontraktor KOB yang besarnya 2,66% untuk KOB Darajat dan 4% untuk KOB Salak, Wayang Windu, Sarulla dan Bedugul, dari laba operasi neto tahunan kontraktor KOB yang dihitung berdasarkan KOB. dioperasikan oleh pihak JOCs involve geothermal activities in PGE's working areas that are conducted by third parties. In accordance with the JOCs, PGE is entitled to receive production allowances from the JOC contractors at the rate of 2.66% for the Darajat JOC and 4% for the Salak, Wayang Windu Sarulla and Bedugul JOCs of the JOC contractors' annual net operating income as calculated in accordance with the JOCs. Pada tanggal 31 Desember 2016, KOB PGE adalah sebagai berikut: As of December 31, 2016, PGE's JOCs were as follows: Wilayah Kerja/ Working Area Lokasi/ Location Status Lapangan/ Field Status Kontraktor/ Contractor Cibeureum - Parabakti Pangalengan Kamojang-Darajat Gunung Sibualbuali Salak, Jawa Barat/ West Java Wayang Windu, Jawa Barat/West Java Darajat, Jawa Barat/ West Java Sarulla, Sumatera Utara/North Sumatera Bedugul, Bali Produksi/Production Produksi/Production Produksi/Production Pengembangan/Development Chevron Geothermal Salak Ltd. Star Energy Geothermal (Wayang Windu) Ltd. Chevron Geothermal Indonesia Ltd. Sarulla Operation Limited Tabanan Eksplorasi/Exploration Bali Energy Ltd. Pendapatan PGE dari kegiatan panas bumi dikenakan pajak (bagian pemerintah) sebesar 34%. PGE's income from geothermal activities is subject to tax (Government share) at the rate of 34%. 177
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 44. AUDIT PEMERINTAH 44. GOVERNMENT AUDIT Perusahaan The Company Pada tahun 2016, PPh badan tahun 2005 sedang dalam proses peninjauan kembali ke Mahkamah Agung atas putusan banding diantaranya terkait hulu. Atas Pajak aset selisih Penghasilan badan tahun 2013, dalam proses banding, PPh badan tahun 2014 dalam proses keberatan dan PPh badan tahun 2015 sedang dalam proses pemeriksaan. depresiasi In 2016, the corporate income tax for 2005 is under judicial review of the Supreme Court against the decision of the appeal related, among others, to the in depreciation of upstream assets. difference Corporate income tax for 2013 is under appeal, corporate income tax for 2014 is in the process of objection and corporate income tax for 2015 is in the process of examination. PT Pertamina EP, PT Pertamina EP Cepu dan entitas anak PT Pertamina Hulu Energi PT Pertamina EP, PT Pertamina EP Cepu, and subsidiaries of PT Pertamina Hulu Energi Kebijakan akuntansi yang ditetapkan dalam KKS menjadi subjek interpretasi oleh SKK Migas dan tahun, pembukuan secara Pemerintah. Setiap akuntansi dan informasi keuangan dari KKS menjadi objek audit oleh SKK Migas dan/atau Pemerintah. Klaim-klaim yang timbul dari audit tersebut akan disetujui oleh operator KKS dan dicatat dalam pembukuan secara akuntansi oleh KKS atau didiskusikan lebih lanjut dengan SKK Migas dan/atau Pemerintah. Penyelesaian atas klaim-klaim yang didiskusikan tersebut memerlukan proses negosiasi yang cukup lama. The accounting policies specified in the Production Sharing Contract are subject to interpretation by SKK Migas and the Government. The accounting records and financial information of the PSC are subject to an audit by SKK Migas and/or the Government on an annual basis. Claims arising from these audits are either agreed upon by the PSC operators and recorded in the PSC accounting records or discussed with SKK Migas and/or the Government. Resolution of the discussed claims may require a lengthy negotiation process. Manajemen berpendapat bahwa hasil audit atas KKS PT Pertamina EP dan KKS dimana PT Pertamina EP Cepu dan entitas anak PT Pertamina Hulu Energi memiliki hak partisipasi tidak akan memiliki dampak material terhadap posisi keuangan dan arus kas Grup. Management believes that the audit results for PT Pertamina EP's Cooperation Contract and other PSCs wherein PT Pertamina EP Cepu and subsidiaries of PT Pertamina Hulu Energi have a participating interest will not have a material impact on the Group's financial position and cash flows. 45. AKTIVITAS YANG TIDAK MEMPENGARUHI 45. ACTIVITIES NOT AFFECTING CASH FLOWS ARUS KAS 2016 2015 Penurunan aset sewa pembiayaan dalam aset tetap (Catatan 12) (5.287) (35.506) Decrease in finance lease assets under fixed assets(Note 12) Kapitalisasi biaya pinjaman ke aset tetap Capitalization of borrowing costs (Catatan 12) 16.689 24.646 to fixed assets (Note 12) Kapitalisasi biaya pinjaman ke aset minyak dan gas serta panas bumi (Catatan 13) 33.098 Capitalization of borrowing costs to oil 68.868 and gas and geothermal properties (Note 13) Pelunasan Obligasi (Catatan 20)
48.000 Repayment of bonds (Note 20) Penambahan aset minyak dan gas yang berasal dari provisi untuk pembongkaran dan restorasi (Catatan 22) 42.951 65.630 Addition in oil and gas property arising from provision for decommissioning and site restoration (Note 22) 178 639
The original consolidated financial statements included herein are in the Indonesian language. 640 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 46. ASET DAN LIABILITAS KEUANGAN 46. FINANCIAL ASSETS AND LIABILITIES a. Kategori Instrumen Pengukuran Nilai Wajar Keuangan dan a. Financial Instruments Category and Fair Value Measurement Berikut keuangan dari Grup: ini kategori aset dan liabilitas The information given below relates to the Group's liabilities by category: financial assets and Nilai wajar melalui Jumlah/Total laporan laba rugi/ Fair value through profit or loss Tersedia untuk dijual/ Available-for- sale Pinjaman dan piutang/ Loans and receivables Dimiliki hingga jatuh tempo/Held to maturity 31 Desember/December 2016 Aset keuangan/Financial assets Kas dan setara kas/ Cash and cash equivalents 5.258.526
5.258.526
Kas yang dibatasi penggunaannya/ Restricted cash Investasi jangka pendek/ Short-term investments Investasi lainnya - neto/Other 122.697 116.987
18.008
97.634 122.697 1.345
investments
net 43.190 43.190
Penyertaan jangka panjang/ Long-term investments Piutang usaha/Trade receivables Piutang Pemerintah/ 536.351 2.533.048 - - 1.517 2.533.048 534.834 - Due from the Government 1.792.457
1.792.457
Piutang lain-lain/ Other receivables Aset tidak lancar lainnya/ 651.585
651.585
Other non
current assets 717.048
717.048
Jumlah aset keuangan/ Total financial assets 11.771.889 61.198 97.634 11.078.223 534.834 Liabilitas keuangan lainnya/Other financial liabilities Liabilitas keuangan/Financial liabilities Pinjaman jangka pendek/Short-term loans Utang usaha/Trade payables Utang Pemerintah/Due to the Government Beban akrual/Accrued expenses Liabilitas jangka panjang/Long-term liabilities Utang lain-lain/Other payables Utang obligasi/Bonds payable Utang jangka panjang lain-lain/Other non-current payables (130.293) (3.330.151) (1.262.497) (1.340.966) (2.394.427) (269.633) (8.492.312) (47.600) Jumlah liabilitas keuangan/Total financial liabilities (17.267.879) 179
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 46. ASET DAN LIABILITAS KEUANGAN (lanjutan) 46. FINANCIAL ASSETS AND LIABILITIES (continued) a. Kategori Instrumen Pengukuran Nilai Wajar (lanjutan) Keuangan dan a. Financial Instruments Category and Fair Value Measurement (continued) Berikut keuangan dari Grup: (lanjutan) ini kategori aset dan liabilitas The information given below relates to the Group's liabilities by category: (continued) financial assets and Nilai wajar melalui Jumlah/Total laporan laba rugi/ Fair value through profit or loss Tersedia untuk dijual/ Available-for- sale Pinjaman dan piutang/ Loans and receivables Dimiliki hingga jatuh tempo/Held to maturity 31 Desember/December 2015 Aset keuangan/Financial assets Kas dan setara kas/ Cash and cash equivalents 3.111.066
3.111.066
Kas yang dibatasi penggunaannya/ Restricted cash Investasi jangka pendek/ Short-term investments Investasi lainnya - neto/Other 151.691 153.291
32.005
95.264 151.691 26.022
investments
net 15.862 15.862
Penyertaan jangka panjang/ Long-term investments Piutang usaha/Trade receivables Piutang Pemerintah/ 364.948 2.501.412 - - 1.511 2.501.412 363.437 - Due from the Government 2.273.393
2.273.393
Piutang lain-lain/ Other receivables Aset tidak lancar lainnya/ 641.712
641.712
Other non
current assets 614.298
614.298
Jumlah aset keuangan/ Total financial assets 9.827.673 47.867 95.264 9.321.105 363.437 Liabilitas keuangan lainnya/Other financial liabilities Liabilitas keuangan/Financial liabilities Pinjaman jangka pendek/Short-term loans Utang usaha/Trade payables Utang Pemerintah/Due to the Government Beban akrual/Accrued expenses Liabilitas jangka panjang/Long-term liabilities Utang lain-lain/Other payables Utang obligasi/Bonds payable Utang jangka panjang lain-lain/Other non-current payables (1.807.955) (2.582.141) (652.538) (1.363.120) (3.122.574) (406.367) (8.633.970) (66.279) Jumlah liabilitas keuangan/Total financial liabilities (18.634.944) Laba neto dari aset keuangan yang diukur pada nilai wajar melalui laba rugi pada tanggal-tanggal 31 Desember 2016 dan 2015 masing-masing US$3.351 dan US$3.845. Net gain from financial assets at fair value through profit or loss as of December 31, 2016 and 2015 is US$3,351 and US$3,845, respectively. 180 641
The original consolidated financial statements included herein are in the Indonesian language. 642 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 46. ASET DAN LIABILITAS KEUANGAN (lanjutan) 46. FINANCIAL ASSETS AND LIABILITIES (continued) b. Saling Hapus Aset dan Liabilitas Keuangan b. Offsetting Financial Assets and Liabilities Instrumen keuangan di bawah ini bergantung pada induk saling hapus, pengaturan penyelesaian secara neto dan perjanjian serupa: The following financial instruments are subject to offsetting, enforceable master netting arrangements and similar agreement: Aset Keuangan Financial Assets Jumlah bruto aset keuangan diakui/ Gross amount of 31 Desember/December 2016 recognized financial assets Jumlah bruto liabilitas keuangan diakui saling hapus dalam laporan posisi keuangan/ Gross amount of recognized Jumlah neto aset keuangan disajikan dalam laporan posisi keuangan/ Net amount of financial liabilities financial assets presented in the statement of set off in the statement of financial position financial position Terkait jumlah tidak saling hapus dalam laporan posisi keuangan/ Related amounts not set off in the statement of financial position Instrumen keuangan/ Financial instruments Agunan kas yang diterima/ Cash collateral received Jumlah neto/ Net amount Deskripsi/Description - Piutang usaha/ Trade receivables 2.583.882 (50.834) 2.533.048
2.533.048 Jumlah bruto aset keuangan diakui/ Gross amount of 31 Desember/December 2015 recognized financial assets Jumlah bruto liabilitas keuangan diakui saling hapus dalam laporan posisi keuangan/ Gross amount of recognized Jumlah neto aset keuangan disajikan dalam laporan posisi keuangan/ Net amount of financial liabilities financial assets presented in the statement of set off in the statement of financial position financial position Terkait jumlah tidak saling hapus dalam laporan posisi keuangan/ Related amounts not set off in the statement of financial position Instrumen keuangan/ Financial instruments Agunan kas yang diterima/ Cash collateral received Jumlah neto/ Net amount Deskripsi/Description - Piutang usaha/ Trade receivables 2.535.819 (34.407) 2.501.412
2.501.412 Liabilitas Keuangan Financial Liabilities Jumlah bruto liabilitas keuangan diakui/ Gross amount 31 Desember/December 2016 of recognized financial liabilities Jumlah bruto liabilitas keuangan diakui saling hapus dalam laporan posisi keuangan/ Jumlah neto liabilitas keuangan disajikan dalam laporan posisi keuangan/ Net amount of Gross amount of recognized financial liabilities financial liabilities presented in the statement of set off in the statement of financial position financial position Terkait jumlah tidak saling hapus dalam laporan posisi keuangan/ Related amounts not set off in the statement of financial position Instrumen keuangan/ Financial instruments Agunan kas yang diterima/ Cash collateral received Jumlah neto/ Net amount Deskripsi/Description - Utangusaha/ Trade payables 3.380.985 (50.834) 3.330.151
3.330.151 Jumlah bruto liabilitas keuangan diakui/ Gross amount 31 Desember/December 2015 of recognized financial liabilities Jumlah bruto liabilitas keuangan diakui saling hapus dalam laporan posisi keuangan/ Jumlah neto liabilitas keuangan disajikan dalam laporan posisi keuangan/ Net amount of Gross amount of recognized financial liabilities financial liabilities presented in the statement of set off in the statement of financial position financial position Terkait jumlah tidak saling hapus dalam laporan posisi keuangan/ Related amounts not set off in the statement of financial position Instrumen keuangan/ Financial instruments Agunan kas yang diterima/ Cash collateral received Jumlah neto/ Net amount Deskripsi/Description - Utang usaha/ Trade payables 2.616.548 (34.407) 2.582.141
2.582.141 181
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 46. ASET DAN LIABILITAS KEUANGAN (lanjutan) 46. FINANCIAL ASSETS AND LIABILITIES (continued) Aset keuangan dan liabilitas keuangan yang tunduk pada pengaturan induk untuk menyelesaikan secara neto yang dapat dipaksakan atau perjanjian serupa, setiap perjanjian antara Grup dan pihak lawan memperbolehkan melakukan saling hapus antara aset keuangan dan liabilitas keuangan yang untuk relevan menyelesaikannya secara neto. Dengan tidak adanya pemilihan tersebut, aset dan kewajiban keuangan akan diselesaikan secara gross, namun, masing-masing pihak dengan pengaturan induk untuk menyelesaikan secara neto yang dapat dipaksakan atau perjanjian serupa memiliki pilihan untuk menyelesaikan semua tersebut secara neto ketika terjadi wanprestasi dari pihak lain. ketika keduanya memilih jumlah to For enforceable master netting arrangements or similar arrangements above, each agreement between the Group and the counterparty allows for net settlement of the relevant financial assets and liabilities when both choose to settle on a net basis. In the absence of such an election, financial assets and liabilities will be settled on gross basis, however, each party to the master netting agreement or similar agreement will have the option to settle all such amounts on a net basis in the event of default of the other party. financial assets and liabilities subject 47. KEBIJAKAN MANAJEMEN RISIKO 47. RISK MANAGEMENT POLICY Grup memiliki beragam kegiatan usaha, sehingga risiko. Program berbagai memiliki manajemen risiko yang dimiliki Grup ditujukan untuk meminimalkan tidak diharapkan pada kinerja Grup. potensi dampak yang The Group has various business activities, which expose it to various potential risks. The Group's overall focuses on minimising potential adverse effects on the financial performance of the Group. risk management program Manajemen risiko dijalankan oleh Direksi Grup khususnya melalui Komite Manajemen Risiko (Komite), Risk Management Unit dan Risk Taking Unit untuk melakukan identifikasi, penilaian, mitigasi dan memonitor risiko-risiko Grup. Komite Manajemen Risiko menetapkan prinsip manajemen risiko secara keseluruhan meliputi risiko usaha dan risiko keuangan. Risk management is carried out by the Group's Board of Directors, specifically the Risk Management Committee ("the Committee"), Risk Management Unit and Risk Taking Unit to identify, assess, mitigate and monitor the risks of the Group. The risk Committee provides principles management, including business risk and financial risk. for overall a. Risiko usaha a. Business risks Aktivitas bisnis Grup dipengaruhi berbagai risiko usaha (hulu dan hilir) misalnya sebagai berikut: The Group's business activities are exposed to a variety of business risks (upstream and downstream) which are as follows: I. Grup berada di bawah kendali Pemerintah dan tidak ada jaminan bahwa Pemerintah akan selalu bertindak untuk kepentingan terbaik Grup. Grup juga memperoleh keuntungan tertentu dengan status sebagai BUMN dan Grup tidak dapat menjamin bahwa setiap atau semua keuntungan tersebut akan terus berlanjut. I. The Group is subject to the control of the Government and there is no guarantee that the Government will always act the Group's best interest. The Group also derives certain benefits from being a state- the Group cannot owned entity, and guarantee that any or all of these benefits will continue. in II. Grup diaudit oleh SKK Migas, BPK, DJP dan/atau Pemerintah. Hasil audit dapat mengakibatkan klaim terhadap Grup atau berkurangnya klaim yang telah diakui Grup kepada Pemerintah. II. The Group is subject to audit by SKK Migas, BPK, DGT and/or the Government. The outcome of the assessment may result in claims against the Group or reduce claims against the Government that have already been recognized by the Group. III. Grup tergantung pada mitra usaha patungan dan kontraktor independen pihak ketiga operasi eksplorasi dan produksi serta untuk melaksanakan program pengembangan Grup. sehubungan dengan III. The Group is dependent on joint venture partners and independent contractors in connection with exploration and production operations and to implement the Group's development programs. third party 182 643
The original consolidated financial statements included herein are in the Indonesian language. 644 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) a. Risiko usaha (lanjutan) a. Business risks (continued) IV. Perkiraan cadangan minyak mentah, gas alam dan panas bumi milik Grup tidak pasti dan mungkin terbukti tidak akurat dari waktu ke waktu atau mungkin tidak dapat secara akurat mencerminkan tingkat cadangan yang sebenarnya, atau bahkan jika akurat, keterbatasan teknis dapat mencegah Grup untuk mendapatkan kembali cadangan ini. IV. The Group's crude oil, natural gas and geothermal reserves estimates are uncertain and may prove to be inaccurate over time or may not accurately reflect actual reserves levels, or even technical limitations may prevent the Group from retrieving these reserves. if accurate, V. Grup kemampuan manajemen mengembangkan cadangan yang ada, mengganti cadangan yang ada dan mengembangkan cadangan tambahan. tergantung kepada untuk V. The Group is dependent on management's ability to develop existing reserves, replace existing reserves and develop additional reserves. VI. Sejumlah besar pendapatan Grup berasal dari penjualan jenis BBM tertentu yang disubsidi Pemerintah. VI. A substantial part of the Group's revenues is derived from sales of subsidised certain fuel (BBM) products by the Government. b. Risiko keuangan b. Financial risk Risiko keuangan meliputi risiko pasar, kredit dan likuiditas. Financial liquidity risks. risk includes market, credit and I. Risiko pasar I. Market risk Risiko pasar adalah risiko dimana nilai wajar arus kas di masa datang dari suatu instrumen keuangan akan berfluktuasi karena adanya perubahan harga pasar. Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. Faktor-faktor adalah: risiko pasar tersebut The market risk factors are as follows: (i) Risiko nilai tukar mata uang asing (i) Foreign exchange risk Pendapatan ditentukan Grup berdasarkan pergerakan MOPS yang akan dibayarkan secara terpisah baik oleh masyarakat dan Pemerintah Indonesia dalam bentuk subsidi produk BBM dan LPG. Adanya peraturan yang mengharuskan transaksi dalam mata uang Rupiah sementara sebagian besar biaya operasi khususnya untuk pengadaan minyak mentah dan produk minyak dilakukan dalam mata uang Dolar AS, dapat menyebabkan risiko nilai tukar mata uang asing terhadap kas dan setara kas, piutang usaha, piutang Pemerintah, utang jangka pendek, usaha, pinjaman utang Pemerintah dan liabilitas jangka panjang. di Indonesia Group revenues are determined by the movement of MOPS, which will be paid separately by the Government of Indonesia in the form of fuel products and LPG subsidised products. Regulations Indonesia in require transactions to be made in Rupiah, while most of the operating costs particularly for the procurement of crude oil and oil products are made in US Dollars, which can lead to foreign exchange risks for cash and cash equivalents, receivables, due from the Government, trade payables, short-term the Government and long-term liabilities. the public and trade loans, due to Grup memitigasi risiko nilai tukar mata uang asing secara alami melalui pengelolaan arus kas secara efektif. The Group naturally mitigates foreign exchange risks through the effective management of its cash flows. 183
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (i) Risiko nilai tukar mata uang asing (i) Foreign exchange risk (continued) (lanjutan) Analisis sensitivitas Sensitivity analysis Penguatan (pelemahan) Rupiah akan terhadap AS Dolar meningkatkan (menurunkan) ekuitas dan laba rugi sebesar jumlah yang ditunjukkan di bawah. Analisis ini didasarkan pada varian nilai tukar yang mata dipertimbangkan mungkin terjadi pada Analisis tanggal pelaporan. mengasumsikan seluruh variabel lain, pada khususnya tingkat suku bunga, tetap tidak berubah dan mengabaikan dampak atas perkiraan penjualan dan pembelian. uang asing bahwa A strengthening (weakening) of the Rupiah against the US Dollar would have increased (decreased) equity and profit or loss by the amounts shown is based on below. This analysis foreign rate variances that were considered to be reasonably possible at the reporting date. The analysis assumes that all other variables, in particular interest rates, remain constant and excludes any impact on forecasted sales and purchases. currency exchange Penguatan/Strengthening Laba rugi/ Ekuitas/ Equity Profit or loss Pelemahan/Weakening Laba rugi/ E kuitas/ Equity Profit or loss 31 Desember 2016 IDR (pergerakan 7%) 31 Desember 2015 IDR (pergerakan 9%) 2.490 2.375 866.557 117.026 (2.164) (1.983) (753.176) (97.700) December 31, 2016 IDR (7% movement) December 31, 2015 IDR (9% movement) (ii) Risiko harga komoditas (ii) Commodity price risk Volatilitas harga minyak mentah, gas alam dan produk serta ketidakpastian pasar untuk minyak mentah dan gas dapat berdampak buruk kondisi keuangan dan hasil operasi Grup. kilang terhadap usaha, The volatility in prices of crude oil, natural gas and refined products and the uncertainty of market dynamics for oil and gas could adversely affect the Group's business, financial conditions and results of the Group's operations. dalam Kemampuan menghasilkan dipengaruhi laba signifikan oleh harga dan permintaan minyak mentah, gas dan produk kilang, perbedaan antara harga perolehan minyak mentah, biaya eksplorasi, pengembangan, produksi, distribusi dan penjualan minyak mentah, gas dan produk minyak. Pasar internasional dan domestik untuk minyak mentah dan produk kilang berfluktuasi, yang ditandai dari lama fluktuasi harga belum ini. Fluktuasi pasar minyak mentah, gas dan produk kilang tergantung dari berbagai faktor diluar kendali Grup. Faktor-faktor tersebut antara lain: Grup harga The Group's profitability is significantly affected by the prices of, and demand for, crude oil, natural gas and refined products, the difference between the cost price of crude oil, the costs of exploring for, developing, producing, transporting and selling crude oil, gas and The international and domestic markets for crude oil and refined products are fluctuative, and have recently been characterized by significant price fluctuations. The fluctuation of the market prices of crude oil, natural gas and refined products is subject to a variety of factors beyond the Group's control. These factors, among others, include: refined products. 184 645
The original consolidated financial statements included herein are in the Indonesian language. 646 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (ii) Risiko harga komoditas (lanjutan) (ii) Commodity price risk (continued) kondisi Peristiwa termasuk internasional, perkembangan dan ketidakstabilan wilayah penghasil minyak, seperti Timur Tengah (terutama Teluk Persia, Iran dan Irak), Amerika Latin dan Afrika Barat; Kemampuan Organisasi Negara Penghasil Minyak (OPEC) dan negara produsen minyak lain menjaga tingkat produksi yang akan mempengaruhi harga pasar; Tingkat pasokan sumber energi substitusi, seperti gas alam dan batubara; Peraturan pemerintah dalam dan luar negeri terkait industri minyak dan gas pada umumnya dan kebijakan harga minyak mentah, gas dan produk kilang di Indonesia; - Cakupan dan
dan politik
tingkat aktivitas eksplorasi dan produksi minyak dan gas dunia, persediaan minyak dan gas dunia, partisipasi pasar dari spekulan minyak dan produk lainnya; Kondisi cuaca dan musim;
and International as circumstances, political and instability in petroleum producing regions, such as the Middle East (particularly the Persian Gulf, Iran and Iraq), Latin America and Western Africa; The ability of the Organisation of Petroleum Exporting Countries (OPEC) and other petroleum- producing nations influence market price; events as well developments to set and
Supply levels of substitute energy sources, such as natural gas and coal; Domestic and foreign government regulations in relation to oil and energy industries in general, and crude oil, natural gas and refined product in Indonesia; The of and exploration and production of global oil and gas, global oil and natural gas inventories, oil speculators and other commodity market participants; pricing policies level scope Weather conditions and seasonality;
Perubahan kebijakan penentuan harga dan Pemerintah; dan Kondisi ekonomi global, domestik dan regional. dari kompetitor Changes in pricing policies of competitors and the Government; and Overall global, domestic and regional economic conditions. Risiko yang dijelaskan di atas merupakan risiko usaha normal yang tidak dialami oleh Grup. Grup melakukan transaksi derivatif untuk komoditas produk ditetapkan sesuai dengan harga pasar. dan harga The risks explained above are normal business risks which are experienced by the Group. The Group does not engage in derivative transactions for commodity and product prices are determined based on market prices. Grup memitigasi risiko secara alami melalui manajemen pengadaan komoditas dengan menggunakan Crude Oil Management System (COMS) guna mendapatkan harga minyak mentah yang kompetitif untuk mendukung produksi produk minyak dengan hasil yang optimal. The Group mitigates risk by commodity procurement management using the Crude Oil Management System (COMS) to acquire competitive crude prices to support production of petroleum products with the most optimum results. the 185
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (ii) Risiko harga komoditas (lanjutan) (ii) Commodity price risk (continued) ikut serta dalam kontrak Grup komoditas fisik sebagai bagian kegiatan usaha normal. Kontrak ini bukan merupakan derivatif dan diukur pada harga perolehan. Dalam hal ini, Grup tidak terekspos risiko harga komoditas karena harga ditentukan tanggal pembelian. pada saat The Group also participates in physical commodity contracts the normal course of business. These contracts are not derivatives and are measured at cost. In this case, the Group is not risk exposed because been determined at the date of purchase. in to commodity price price the has (iii) Risiko tingkat suku bunga arus kas (iii) Cash flows and fair value interest rate dan nilai wajar risk Grup memiliki eksposur risiko suku bunga arus kas dan nilai wajar suku bunga yang disebabkan oleh posisi aset keuangan, liabilitas terutama untuk menjaga arus kas agar dapat memenuhi kebutuhan dana operasi dan pengadaan modal. dan The Group is exposed to cash flows and fair value interest rate risk due to its financial assets and liabilities position, mainly to maintain cash flows in order to meet the needs of operational and capital expenditure. Aset dan liabilitas keuangan dengan dengan bunga mengambang mengekspos Grup terhadap risiko suku bunga arus kas. Aset dan liabilitas keuangan dengan tingkat tetap mengekspos Grup terhadap risiko nilai wajar suku bunga. tingkat suku suku bunga Assets and liabilities with floating rates expose the Group to cash flows interest rate risk. Financial assets and liabilities with fixed rates expose the Group to fair value interest rate risk. Grup menyelenggarakan pendanaan secara terpusat dan memonitor pergerakan tingkat LIBOR, SIBOR, JIBOR dan suku bunga pinjaman lain dan yang negosiasi melakukan untuk tingkat suku bunga mendapatkan yang menguntungkan sebelum melakukan penempatan dana atau melakukan negosiasi tingkat bunga kepada pemberi pinjaman apabila tingkat suku bunga pinjaman menjadi tidak kompetitif dibandingkan dengan suku bunga yang berlaku di pasar. berlaku di pasar paling The established a centralised treasury and continuously monitors movements of LIBOR, SIBOR, rates JIBOR and other borrowing prevailing in the market and conducts negotiations to get the most profitable interest rates before making placement of funds or conducts negotiation with lenders if the borrowing rates become uncompetitive compared to prevailing rates in the market. Group has Grup dapat menggunakan fasilitas pinjaman dari bank pemerintah seperti BNI, BRI, Bank Mandiri serta bank swasta asing. The Group may use facilities provided by national banks such as BNI, BRI, Bank Mandiri, as well as foreign private banks. loan 186 647
The original consolidated financial statements included herein are in the Indonesian language. 648 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (iii) Risiko tingkat suku bunga arus kas (iii) Cash flows and fair value interest rate dan nilai wajar (lanjutan) risk (continued) Pada saat tanggal pelaporan, aset dan liabilitas keuangan dengan tingkat suku bunga mengambang, suku bunga tetap dan non-bunga adalah sebagai berikut: the Group's At financial assets and liabilities with floating rates, fixed rates and those that were non-interest bearing were as follows: the reporting date, Suku bunga mengambang/ Floating rate 31 Desember/December 2016 Suku bunga tetap/ Fixed rate Jatuh tempo kurang dari satu tahun/ Maturity less than one year Jatuh tempo lebih dari satu tahun/ Maturity more than one year Jatuh tempo kurang dari satu tahun/ Maturity less than one year Jatuh tempo lebih dari satu tahun/ Maturity more than one year Non-bunga/ Non-interest bearing Jumlah/ Total Aset/Assets Kas dan setara kas/ Cash and cash equivalents Kas yang dibatasi penggunaannya/ Restricted cash Investasi jangka pendek/ Short-term investments Piutang usaha/ Trade receivables Piutang Pemerintah/ Due from the Government Piutang lain-lain/ Other receivables Penyertaan jangka panjang/ Long-term investments Aset tidak lancar lainnya/ Other non-current assets 2.026.942 79.537
391.307 3.225.687 43.160 70.322
21.960 5.897
46.665 2.533.048 1.792.457 650.929 123.084 5.258.526 122.697 116.987 2.533.048 1.792.457 650.929 536.351
717.048 717.048 Jumlah aset keuangan/ Total financial assets 2.106.479 391.307 3.339.169 21.960 5.869.128 11.728.043 Liabilitas/Liabilities Pinjaman jangka pendek/ Short-term loans Utang usaha/ Trade payables Utang Pemerintah/ Due to the Government Beban masih harus dibayar/ Accrued expenses Utang lain-lain/ - Other payables Liabilitas jangka panjang/Long-term (130.293)
(1.300)
(332.189)
(3.330.151) (929.008) (1.340.966) (269.633) (130.293) (3.330.151) (1.262.497) (1.340.966) (269.633) liabilities Utang obligasi/Bonds payable Utang jangka panjang lain-lain/Other non-current payables (522.888)
(1.659.053) -
(50.562) -
(161.924) (8.492.312)
- (47.600) (2.394.427) (8.492.312) (47.600) Jumlah liabilitas keuangan/ Total financial liabilities (653.181) (1.659.053) (51.862) (8.986.425) (5.917.358) (17.267.879) 187
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (iii) Risiko tingkat suku bunga arus kas (iii) Cash flows and fair value interest rate dan nilai wajar (lanjutan) risk (continued) Pada saat tanggal pelaporan, aset dan liabilitas keuangan dengan tingkat suku bunga mengambang, suku bunga tetap dan non-bunga adalah sebagai berikut: (lanjutan) the Group's At financial assets and liabilities with floating rates, fixed rates and those that were non-interest bearing were as follows: (continued) the reporting date, 31 Desember/December 2015 Suku bunga mengambang/ Floating rate Suku bunga tetap/ Fixed rate Jatuh tempo kurang dari satu tahun/ Maturity less than one year Jatuh tempo lebih dari satu tahun/ Maturity more than one year Jatuh tempo kurang dari satu tahun/ Maturity less than one year Jatuh tempo lebih dari satu tahun/ Maturity more than one year Non-bunga/ Non-interest bearing Jumlah/ Total Aset/Assets Kas dan setara kas/ Cash and cash equivalents Kas yang dibatasi penggunaannya/ Restricted cash Investasi jangka pendek/ Short-term investments Investasi lainnya - neto/ Other investments - net Piutang usaha/ Trade receivables Piutang Pemerintah/ Due from the Government Piutang lain-lain/ Other receivables Penyertaan jangka panjang/ Long-term investments Aset tidak lancar lainnya/ Other non-current assets 1.945.290 113.039
348.131 1.161.509 38.652 115.170
16.386 4.267
38.121 15.862 2.501.412 2.273.393 641.712 431 3.111.066 151.691 153.291 15.862 2.501.412 2.273.393 641.712 364.948
614.298 614.298 Jumlah aset keuangan/ Total financial assets 2.058.329 348.131 1.315.331 16.386 6.089.496 9.827.673 Liabilitas/Liabilities Pinjaman jangka pendek/ Short-term loans Utang usaha/ Trade payables Utang Pemerintah/ Due to the Government Beban masih harus dibayar/ Accrued expenses Utang lain-lain/ Other payables Liabilitas jangka panjang/Long-term (1.807.955)
(24.012)
(146.940)
(2.582.141) (481.586) (1.363.120) (406.367) (1.807.955) (2.582.141) (652.538) (1.363.120) (406.367) liabilities Utang obligasi/Bonds payable Utang jangka panjang lain-lain/Other - non-current payables (899.483)
(2.010.866) -
(26.855) -
(185.370) (8.633.970)
- (66.279) (3.122.574) (8.633.970) (66.279) Jumlah liabilitas keuangan/ Total financial liabilities (2.707.438) (2.010.866) (50.867) (8.966.280) (4.899.493) (18.634.944) 188 649
The original consolidated financial statements included herein are in the Indonesian language. 650 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) I. Risiko pasar (lanjutan) I. Market risk (continued) (iii) Risiko tingkat suku bunga arus kas (iii) Cash flows and fair value interest rate dan nilai wajar (lanjutan) risk (continued) Perubahan 10 basis poin atas tingkat suku bunga mengambang pada tanggal pelaporan akan berpengaruh terhadap laba sebelum pajak sebesar jumlah di bawah. Analisis ini mengasumsikan bahwa seluruh variabel lain, terutama nilai tukar mata uang asing, tidak berubah. A change of 10 basis points in floating interest rates at the reporting date would have affected income before tax by the amounts shown below. This that all other analysis assumed variables, foreign currency rates, remain constant. in particular Dampak terhadap: +10 bp meningkat/increase 10 bp menurun/decrease Effect in: Laba sebelum pajak (412) 412 Income before tax Sensitivitas arus kas neto (412) 412 Cash flows sensitivity - net II. Risiko kredit II. Credit risk Grup memiliki risiko kredit signifikan yang berasal dari piutang yang belum dibayar, kas dan setara kas, serta investasi pada efek utang. Pada sebagian besar transaksinya, Grup menggunakan bank dan lembaga keuangan yang secara independen dinilai dengan peringkat AAA, AA+, AA, AA- dan A+. The Group has significant credit risk from cash unpaid equivalents and in debt securities. In most transactions, the Group uses banks and financial institutions that are independently assessed with a rating of AAA, AA+, AA, AA- and A+. receivables, cash and investments non-tunai, Grup Untuk menerapkan sistem tata kerja yang mengatur mekanisme persetujuan kredit. Dalam beberapa praktik penjualan kredit Grup telah disertai dengan agunan/jaminan bank. Untuk penjualan kredit lainnya tanpa jaminan, Grup memastikan dilakukannya evaluasi credit scoring, evaluasi batasan kredit dan sebelum melakukan penjualan ke pelanggan. penjualan tersebut, persetujuan kredit For the Group's credit sales, the Group applied a standard operating procedure for credit approval mechanism. With such practice, some portion of the Group's credit sales a collateral/bank guarantee. For other credit sales without collateral/bank guarantee, the Group ensured that credit scoring, credit limit evaluation and credit approval were performed and provided prior to any sales to the customer. has been secured with Grup mempunyai Credit Management System untuk memonitor penggunaan batasan kredit dan pemblokiran otomatis untuk tanggal tagihan yang melewati jatuh tempo mulai dari tujuh hari. Grup keterlambatan sanksi mengenakan pembayaran dalam sebagian kontrak penjualan yang didasarkan pada hasil evaluasi masing-masing pelanggan. kredit The Group also has a Credit Management System to monitor the usage of credit limits and automatic blocking facility in the case of no payment starting from seven days after the maturity date. The Group will impose penalty for overdue payments in some sales contracts based on the result of each customer's credit evaluation. 189
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (i) Pihak ketiga dan pihak-pihak (i) Third parties and related parties berelasi Aset keuangan yang belum jatuh tempo dan tidak mengalami penurunan nilai (lanjutan) Financial assets neither past due nor impaired (continued) Kualitas kredit dari aset keuangan Grup yang belum jatuh tempo dan tidak mengalami penurunan nilai, dianalisis dengan mengacu pada peringkat kredit yang dikeluarkan eksternal oleh PT Pemeringkat Efek Indonesia (Pefindo) atau mengacu pada informasi historis tingkat risiko gagal bayar debitur. Rincian kualitas aset keuangan adalah sebagai berikut: pemeringkat The credit quality of the Group's financial assets that are neither past due nor impaired, was assessed by referencing external credit ratings Indonesia PT Pemeringkat Efek (Pefindo) or to historical information about counterparty default risk rates, as follows: 2016 2015 Kas dan setara kas Diperingkat Peringkat AAA Peringkat AA+ Peringkat AA Peringkat AA- Peringkat A+ Peringkat A Tidak diperingkat 4.754.911 310.449 7.582 33.075 14.714 53.212 84.583 2.879.874 23.403 5.498 37.281 35.890 - 129.120 Cash and cash equivalents Rated Rating AAA Rating AA+ Rating AA Rating AA- Rating A+ Rating A Not rated Jumlah 5.258.526 3.111.066 Total Kas yang dibatasi penggunaannya Diperingkat Peringkat AAA Peringkat A+ Peringkat A Tidak diperingkat 114.855 7.615 227 - 151.458 6 - 227 Restricted cash Rated Rating AAA Rating A+ Rating A Not rated Jumlah 122.697 151.691 Total Investasi jangka pendek Diperingkat Peringkat AAA Peringkat AA+ Peringkat AA Peringkat AA- Peringkat A+ Peringkat BBB Peringkat BBB- Peringkat BB+ Peringkat BB Tidak diperingkat 18.670 340 11.669 4.964 - - 34.816 5.195 - 41.333 18.856 1.428 15.932 5.137 258 43.444 1.039 - 2.654 64.543 Short-term investments Rated Rating AAA Rating AA+ Rating AA Rating AA- Rating A+ Rating BBB Rating BBB- Rating BB+ Rating BB Not rated Jumlah 116.987 153.291 Total 190 651
The original consolidated financial statements included herein are in the Indonesian language. 652 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (i) Pihak ketiga dan pihak-pihak berelasi (lanjutan) (i) Third parties and related parties (continued) Aset keuangan yang belum jatuh tempo dan tidak mengalami penurunan nilai (lanjutan) Financial assets neither past due nor impaired (continued) 2016 2015 Penyertaan jangka panjang Diperingkat Peringkat AAA Peringkat AA Peringkat BB+ Peringkat BBB Tidak diperingkat 8.873 8.847 2.000 - 186 6.880 6.236 - 2.000 349.832 Long-term investments Rated Rating AAA Rating AA Rating BB+ Rating BBB Not rated Jumlah 19.906 364.948 Total Piutang usaha Pihak ketiga > US$10.000 Trade receivables Third party > US$10,000 Historis kredit baik < US$10.000 Pihak-pihak berelasi 639.722 9.909 272.866 285.195 211.407 279.325 Good credit history - < US$10,000 Related parties Jumlah 922.497 775.927 Total Piutang lain-lain Pihak ketiga > US$10.000 Other receivables Third parties > US$10,000 Historis kredit baik < US$10.000 Pihak-pihak berelasi 348.876 129 228.524 402.869 42.737 120.046 Good credit history - < US$10,000 Related parties Jumlah 577.529 565.652 Total Aset lain-lain Pihak ketiga Pihak-pihak berelasi - 545.478 64.085 Other assets Third parties Related parties Jumlah
609.563 Total
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (i) Pihak ketiga dan pihak berelasi (lanjutan) (i) Third parties and related parties (continued) Aset keuangan yang sudah lewat jatuh tidak mengalami penurunan nilai tempo namun Financial assets that are past due but not impaired 2016 2015 Piutang usaha Trade receivables Kurang dari 3 bulan - 3 - 6 bulan - 6 -12 bulan - 12 - 24 bulan - > 24 bulan 365.006 30.820 34.955 36.788 2.499 732.430 32.443 43.873 156.441 1.663 Less than 3 months - 3 - 6 months - 6 - 12 months - 12 - 24 months - > 24 months - Jumlah 470.068 966.850 Total Piutang lain-lain Pihak ketiga Kurang dari 3 bulan - 3 - 6 bulan - 6 -12 bulan - 12 - 24 bulan - > 24 bulan 3.904 27.183 3.947 6.695 3.669 30.052 4.551 7.246 1.876 3.132 Other receivables Third parties Less than 3 months - 3 - 6 months - 6 - 12 months - 12 - 24 months - > 24 months - Sub jumlah 45.398 46.857 Sub-total Pihak berelasi Kurang dari 3 bulan - 6 -12 bulan - 12 - 24 bulan Sub jumlah 458 24 6.215 6.697 17 14.377 - 14.394 Related parties Less than 3 months - 6 - 12 months - 12 - 24 months - Sub-total Jumlah 52.095 61.251 Total Aset lain-lain Pihak ketiga Kurang dari 3 bulan - > 24 bulan - 6.308 Other assets Third parties Less than 3 months - > 24 months - Jumlah
6.308 Total Piutang usaha Trade receivables Piutang usaha dari pihak ketiga dan pihak-pihak berelasi yang sudah jatuh tempo tidak mengalami penurunan nilai pada tanggal pelaporan terkait dengan pelanggan yang tidak memiliki sejarah gagal bayar dalam dua tahun terakhir. Beberapa piutang usaha telah dari pelanggan disertai dengan agunan/jaminan bank. namun tersebut juga Trade receivables from third parties and related parties that are past due but not impaired at the reporting date relate to customers who have not had defaults in the past two years. Some of the accounts receivable from these customers have also been secured with collateral/bank guarantee. Pada tanggal 31 Desember 2016, piutang usaha yang sudah lewat jatuh tempo antara 12-24 bulan dan lebih dari 24 bulan terutama berasal dari Petrochina Group sebsar US$11.367. As of December 31, 2016, trade receivables which are past due between 12-24 months and more than 24 months are primarily due from Petrochina Group in the amount of US$11,367. 192 653
The original consolidated financial statements included herein are in the Indonesian language. 654 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (i) Pihak ketiga dan pihak berelasi (lanjutan) (i) Third parties and related parties (continued) Umur dan penurunan nilai aset keuangan Aging and impairment of financial assets 2016 2015 Piutang usaha Trade receivables Lancar - Kurang dari 3 bulan - 3 - 6 bulan - 6 -12 bulan - 12 - 24 bulan - > 24 bulan 345.563 423.037 41.489 8.653 466.339 165.566 283.665 224.260 15.643 275.940 62.606 133.291 Current - Less than 3 months - 3 - 6 months - 6 - 12 months - 12 - 24 months - > 24 months - 1.450.647 995.405 Penurunan nilai (310.164) (236.771) Impairment Neto 1.140.483 758.634 Net Piutang lain-lain Pihak-pihak berelasi - Kurang dari 3 bulan - 3 - 6 bulan - 12 - 24 bulan - > 24 bulan 31 3 - 1.403 558 1 30 845 Other receivables Related parties Less than 3 months - 3 - 6 months - 12 - 24 months - > 24 months - 1.437 1.434 Pihak ketiga - Kurang dari 3 bulan - 3 - 6 bulan - 6 -12 bulan - 12 - 24 bulan - > 24 bulan 13.383 751 2.163 8.048 8.591 11.203 842 275 961 12.107 Third parties Less than 3 months - 3 - 6 months - 6 - 12 months - 12 - 24 months - > 24 months - 32.936 25.388 34.373 26.822 Penurunan nilai (13.068) (12.013) Impairment Neto 21.305 14.809 Net Aset lain-lain Pihak-pihak berelasi - 12 - 24 bulan - > 24 bulan 19.550 - 19.059 Other assets Related parties 12 - 24 months - > 24 months - Pihak ketiga - Kurang dari 3 bulan - 12 - 24 bulan 20.707 20.147 Third parties Less than 3 months - 12 - 24 months - 40.257 39.206 Penurunan nilai (40.257) (39.206) Impairment Neto
Net 193
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (i) Pihak ketiga dan pihak berelasi (lanjutan) (i) Third parties and related parties (continued) Umur dan penurunan nilai aset keuangan (lanjutan) Aging and impairment of financial assets (continued) Piutang usaha Trade receivables Piutang usaha dari pihak ketiga dan pihak-pihak sebesar US$2.843.212 diturunkan nilainya sebesar US$310.164 pada saat tanggal pelaporan dimana 38% merupakan piutang usaha dari institusi Pemerintah dan Badan Usaha Milik Negara dengan saldo terbesar adalah piutang usaha dari Pertahanan TNI/Kementerian sebesar US$644.950 (Catatan 40a). berelasi telah Trade receivables from third parties and related parties of US$2,843,212 were to US$310,164 at the reporting date, of from Government which 38% institutions State-Owned Enterprises, with the largest balance being from Indonesia Armed Force/Ministry Of of the im Defense US$644,950 (Note 40a). impaired amounting is and trade receivables amount Piutang lain-lain Other receivables Piutang lain-lain dari pihak ketiga dan pihak-pihak berelasi tahun 2016 dan 2015 masing-masing sebesar US$663.997 dan US$ US$655.929 telah diturunkan nilainya masing- masing sebesar US$13.068 dan US$51.219. Dalam jumlah Piutang lain-lain dari pihak ketiga dan pihak- pihak berelasi terdapat piutang- piutang sebagai berikut: Other receivables from third parties and related parties in 2016 and 2015 to US$663,997 and amounting impaired by US$655,929 were US$13,068 US$51,219 and respectively. Included in the Other receivables from third parties and related parties are following amounts of receivables: the Piutang lain-lain dari PT Donggi Senoro LNG tahun 2016 dan 2015 masing-masing sebesar US$105.286 dan US$75.930 (Catatan 40b). Other receivables from PT Donggi Senoro LNG in 2016 and 2015 to US$105,286 and amounting US$75,930, (Note 40b). respectively Piutang lain-lain dari Perta Daya tahun 2016 dan 2015 sebesar US$33.994 Gas masing-masing US$25.558 (Catatan 40b). dan Other receivables from Perta in 2016 and 2015 to US$25,558 and (Note Daya Gas amounting US$33,994, 40b). respectively Piutang dari PT Merpati Nusantara Airlines tahun 2016 dan 2015 masing- masing sebesar US$19.550 dan US$19.059 (Catatan 40b). lain-lain Other from receivables PT Merpati Nusantara Airlines in to 2016 and 2015 amounting US$19,550 and US$19,059, respectively (Note 40b). 194 655
The original consolidated financial statements included herein are in the Indonesian language. 656 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) II. Risiko kredit (lanjutan) II. Credit risk (continued) (ii) Pemerintah (ii) Government Aset keuangan yang belum jatuh tempo dan tidak mengalami penurunan pada 31 Desember 2016: Financial assets neither past due nor impaired for December 31, 2016: 2016 2015 Perusahaan: The Company: Piutang atas penggantian biaya subsidi jenis BBM tertentu Piutang atas penggantian biaya subsidi LPG tabung 3 kg Piutang lain-lain 422.398 1.068.920 14 Receivable of subsidy reimbursements 893.062 for certain fuel (BBM) products Receivable of subsidy reimbursements 934.825 - for 3 kg LPG cylinders Other receivables Sub-jumlah 1.491.332 1.827.887 Sub-total Entitas Anak: PEP Subsidiaries: PEP DMO fees - Underlifting 77.340 - 64.979 5.860 DMO fees - Underlifting - PHE PHE DMO fees - Underlifting 25.613 31.395 12.111 42.958 DMO fees - Underlifting - PEPC PEPC Underlifting 79.966
Underlifting - Sub-jumlah 214.314 125.908 Sub-total Jumlah 1.705.646 1.953.795 Total Aset keuangan yang mengalami penurunan nilai Financial assets that are impaired 2016 2015 Perusahaan: The Company: Piutang imbalan jasa pemasaran 86.811 352.794 Receivables for marketing fees Jumlah - Perusahaan 86.811 352.794 Total - The Company Penyisihan penurunan nilai
(33.196) Provision for impairment Jumlah konsolidasian 86.811 319.598 Total consolidated informasi Lihat Catatan 8 untuk mengenai Pemerintah piutang termasuk penurunan nilai piutang atas jasa pemasaran. Refer information regarding due from the Government including for marketing fees. to Note 8 for impaired receivables 195
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) III. Risiko likuiditas III. Liquidity risk Tingkat likuiditas yang diperlukan Grup untuk kegiatan operasi tidak pasti dan hal ini dapat berpengaruh buruk terhadap operasi Grup tidak mempunyai modal kerja yang cukup untuk memenuhi kebutuhan kas dan operasi. Hal ini dapat terjadi antara lain karena pembayaran keterlambatan subsidi dari Pemerintah. apabila Grup The amount of liquidity which the Group requires for its operations is uncertain and its operations may be adversely affected if the Group does not have sufficient working capital to meet its cash and operational requirements. This may occur as a result of, the amongst other payment of the Government's subsidies. reasons, delays in Grup menggunakan kas dalam jumlah operasinya, yang terutama untuk pengadaan komoditas dan bahan baku. Salah satu biaya operasi utama adalah pembelian bahan untuk pengolahan di kilang. Fluktuasi harga minyak mentah, gas bumi dan produk turunannya dan fluktuasi nilai tukar mata uang asing menyebabkan ketidakpastian jumlah modal kerja dan biaya untuk kegiatan hulu dan hilir dari Grup. cukup signifikan The Group uses significant amounts of cash its operations, especially to procure in commodities and In particular, one of its principal operating costs is the acquisition of feedstock for its refineries. Fluctuations in market prices for crude oil, natural gas and their refined products and fluctuations in exchange rates cause working capital and costs for the Group's downstream operations to be uncertain. raw materials. upstream and Grup mendanai kegiatan operasinya terutama melalui arus kas dari kegiatan operasi, dimana bagian yang signifikan terdiri dari penjualan, pembayaran subsidi, jangka fasilitas modal kerja pendek (termasuk cerukan bank, L/C dan revolving credit) dan pinjaman bank dengan jangka penugasan harus menyampaikan klaim subsidi kepada Pemerintah setiap akhir bulan untuk bahan bakar minyak subsidi yang didistribusikan selama bulan tersebut. panjang. Sesuai Grup PSO, The Group funds its operations principally from operations, through cash a significant portion of which comprises sales, subsidy payments, working capital facilities (including bank overdrafts, L/C and revolving credit), and long-term bank loans. In accordance with the terms of PSO's assignment, the Group is required to submit its claims for subsidy to the Government at the end of each month for the subsidised fuel distributed in that month. flows Pada tanggal-tanggal 31 Desember 2016 dan 2015, Grup memiliki saldo kas dan kas masing-masing sebesar setara US$3.111.066 dan US$5.258.526 (Catatan 5). Grup mengelola risiko likuiditas dengan melakukan monitor terhadap estimasi dan realisasi arus kas dan menyesuaikan jatuh tempo antara piutang usaha dan utang usaha. As of December 31, 2016 and 2015, the Group had cash and cash equivalents in the amount and US$3,111,066, respectively (Note 5). The risk Group manages by continuously monitoring forecasts and actual cash flows and matching the maturity trade profiles of trade receivables and payables. of US$5,258,526 liquidity 196 657
The original consolidated financial statements included herein are in the Indonesian language. 658 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) b. Risiko keuangan (lanjutan) b. Financial risk (continued) III. Risiko likuiditas (lanjutan) III. Liquidity risk (continued) Tabel di bawah ini merupakan profil jatuh tempo Grup berdasarkan arus kas kontraktual yang tidak terdiskonto: liabilitas keuangan The table below summarizes the maturity profile of the Group's financial liabilities flow on contractual based on cash undiscounted payments: Lebih dari 1 tahun dan kurang dari 5 tahun/ Kurang dari 1 tahun/ Less than 1 year Later than 1 year and not later than 5 years Lebih dari 5 tahun/ Later than 5 years Jumlah/ Total 31 Desember 2016 December 31, 2016 Liabilitas keuangan Pinjaman jangka pendek Utang usaha Utang Pemerintah Beban akrual Utang lain-lain Liabilitas jangka panjang Utang obligasi Utang jangka panjang 130.293 3.330.151 1.023.571 1.340.966 269.633 694.756 421.781 - 5.886 - - 1.431.691 2.889.625 - 237.171 - - 267.980 14.198.401 39.600 - 237.171 - - 267.980 14.198.401 39.600 130.293 3.330.151 1.266.628 1.340.966 269.633 2.394.427 17.509.807 Financial liabilities Short-term loans Trade payables Due to the Government Accrued expenses Other payables Long-term liabilities Bonds payable lain-lain 634 47.598 Other non-current payables Jumlah liabilitas keuangan 7.211.785 4.334.566 14.743.152 26.289.503 Total financial liabilities 31 Desember 2015 December 31, 2015 Liabilitas keuangan Pinjaman jangka pendek Utang usaha Utang Pemerintah Beban akrual Utang lain-lain Liabilitas jangka panjang Utang obligasi Utang jangka panjang 1.807.955 2.582.141 593.779 1.363.120 406.367 961.470 410.938 - 3.510 - - 2.077.596 1.915.875 - 56.295 - - 172.676 15.603.120 1.807.955 2.582.141 653.584 1.363.120 406.367 3.211.742 17.929.933 Financial liabilities Short-term loans Trade payables Due to the Government Accrued expenses Other payables Long-term liabilities Bonds payable lain-lain
38.319 39.600 77.919 Other non-current payables Jumlah liabilitas keuangan 8.125.770 4.035.300 15.871.691 28.032.761 Total financial liabilities c. Manajemen Permodalan c. Capital Management Kebijakan direksi adalah mempertahankan basis modal yang kuat untuk menjaga keyakinan investor, kreditur dan pasar dan untuk mempertahankan perkembangan bisnis di masa yang akan datang. Modal terdiri dari modal saham biasa, laba ditahan, kepentingan nonpengendali dan komponen ekuitas lainnya. Direksi memastikan tingkat pengembalian modal dan tingkat dividen yang dibagikan. The Directors' policy is to maintain a strong capital base so as to maintain investor, creditor and market confidence and to sustain future development of the business. Capital consists retained earnings, non- of share capital, equity controlling components. The Board of Directors ensures the return on capital as well as the level of dividends. interests and other 197
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) c. Manajemen Permodalan (lanjutan) c. Capital Management (continued) Grup sebagai entitas yang bergerak dalam bisnis minyak dan gas bumi memonitor permodalan berdasarkan rasio jumlah utang terhadap modal. Utang neto dihitung dari jumlah pinjaman termasuk jangka pendek dan jangka panjang yang mempunyai bunga, sedangkan modal dihitung dari ekuitas pada laporan konsolidasian. keuangan Sasaran Grup adalah untuk mencapai rasio terhadap ekuitas sebesar 78,96%. utang Sementara rata-rata beban tertimbang atas pinjaman dengan bunga interest) (kecuali sebesar 4,68% (2015: 4,45%). posisi itu bunga liabilitas dengan imputed The Group as an entity whose main business involves oil and gas monitors capital on the basis of the debt-to-equity ratio. Net debt is calculated as total interest bearing borrowings including short-term and long-term, while total capital the statement of consolidated financial position. The Group's target is to achieve a debt-to- the equity weighted average interest expense on interest- bearing borrowings (excluding liabilities with imputed interest) was 4.68% (2015: 4.45%). is calculated from equity in ratio of 78.96%. Meanwhile, Rasio utang terhadap modal milik Grup yang disesuaikan pada tanggal pelaporan adalah sebagai berikut: The Group's debt to equity ratio at the reporting date is as follows: 2016 2015 Jumlah liabilitas (berbunga) Jumlah ekuitas yang dapat 11.350.522 13.735.452 Total liabilities (interest bearing) diatribusikan kepada pemilik entitas induk Rasio utang terhadap ekuitas Rasio jumlah modal sendiri terhadap jumlah aset* Rasio tingkat pengembalian 21.864.245 51,91% 42,46% 19.282.153 71,23% 40,50% Total equity attributable to owners of the parent Debt-to-equity ratio Total own capital* to total assets ratio modal* 22,77% 11,71% Return-on-equity ratio* Sesuai dengan definisi yang diatur dalam KEP-100/MBU/2002 Based on definition as required in KEP-100/MBU/2002 d. Nilai wajar d. Fair Value Berikut aset keuangan Grup yang diukur sebesar nilai wajar pada 31 Desember 2016: The following are the Group's financial assets fair value at that were measured at December 31, 2016: Tingkat 1/ Level 1 Tingkat 2/ Level 2 Tingkat 3/ Level 3 Jumlah/ Total Aset keuangan Investasi jangka pendek Investasi lainnya - neto Penyertaan jangka panjang 93.110 19.719 22.193 43.190 391.493 1.684 - Financial assets 116.987 Short-term investments 43.190 Other investments - net 411.212 Long-term investments Jumlah aset keuangan 112.829 456.876 1.684 571.389 Total financial assets Selain diungkapkan di atas, Perusahaan mempunyai yang diungkapkan dengan nilai wajar senilai US$2.068.793 yang (Catatan diklasifikasikan pada level 2 dalam hirarki nilai wajar. properti investasi 11.v) Other the Company has investment properties disclosed at fair value amounting to US$2,068,793 (Note 11.v) which are classified at level 2 in fair value hierarchy. than the above, tidak tanggal 31 Desember 2016, Pada terdapat pengalihan antara pengukuran nilai wajar level 1, level 2 dan level 3. As of December 31, 2016, there is no transfer of fair value measurement among level 1, level 2 and level 3. 198 659
The original consolidated financial statements included herein are in the Indonesian language. 660 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 47. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 47. RISK MANAGEMENT POLICY (continued) d. Nilai wajar (lanjutan) d. Fair Value (continued) Berikut nilai liabilitas keuangan tanggal-tanggal 31 Desember 2016 dan 2015: tercatat dan nilai wajar dari jangka panjang pada The table below describes the carrying amounts and fair value of long-term financial liabilities as of December 31, 2016 and 2015: Jumlah tercatat/ Carrying amount Nilai wajar/ Fair value 2016 2015 2016 2015 Liabilitas jangka panjang Long-term liabilities (Catatan 19) Utang obligasi (Catatan 20) 2.394.427 8.492.312 3.122.574 8.633.970 2.609.283 8.463.687 3.130.234 7.653.265 (Note 19) Bonds payable (Note 20) Jumlah aset keuangan 10.886.739 11.756.544 11.072.970 10.783.499 Total financial assets Nilai wajar dari liabilitas jangka panjang dinilai menggunakan diskonto arus kas berdasarkan tingkat suku bunga yang dikenakan pada masing-masing jangka panjang Perusahaan. Nilai wajar utang obligasi diestimasi menggunakan nilai kuotasi pasar pada tanggal pelaporan keuangan. liabilitas The is measured using the discounted cash flows based on the interest rate on the latest long- term liabilities of the Company. The fair value of bonds payable is estimated using the quoted market price at the reporting date. fair value of long-term liabilities 48. PERJANJIAN, KOMITMEN DAN KONTINJENSI SIGNIFIKAN 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES a. Cooperation Contract commitment Sesuai dengan KKS, PT Pertamina EP wajib mengembalikan minimum 10% dari wilayah kerja awal kepada Pemerintah pada saat atau sebelum akhir tahun kontrak ke sepuluh sejak tanggal efektif KKS. In accordance with the Cooperation Contract, PT Pertamina EP shall surrender a minimum of 10% of the the original contract area Government on or before the end of the tenth year from the effective date of the Cooperation Contract. to PT Pertamina EP wajib membayar bonus kepada Pemerintah sejumlah US$1.500 dalam 30 hari setelah produksi kumulatif minyak dan gas bumi mencapai 1.500 MMBOE sejak tanggal efektif KKS. PT Pertamina EP is required to pay a bonus to the Government amounting to US$1,500 in 30 days after cumulative production of oil and gas reaches 1,500 MMBOE from the effective date of the Cooperation Contract. Jumlah produksi kumulatif minyak dan gas tanggal bumi PT Pertamina EP hingga 31 Desember 2016 belum mencapai 1.500 MMBOE. PT Pertamina EP's cumulative production of oil and gas up to December 31, 2016 has not yet reached 1,500 MMBOE. b. Komitmen modal b. Capital commitments Grup memiliki komitmen pengeluaran barang modal dalam menjalankan usaha normalnya. The Group commitments in the normal course of business. has capital expenditure Pada tanggal 31 Desember 2016, Jumlah komitmen pengeluaran barang modal yang belum terealisasi sebesar US$862.088. As of December 31, 2016, the Group's unrealized total outstanding capital expenditure commitments amounted to US$862,088. 199
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 48. PERJANJIAN, KOMITMEN DAN KONTINJENSI 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) c. Komitmen sewa operasi - Grup sebagai c. Operating lease commitments - Group as pihak yang menyewa lessee Jumlah pembayaran sewa operasi yang tidak dapat dibatalkan berjumlah: Non-cancellable operating lease payments are as follows: 2016 2015 Kurang dari satu tahun Antara satu sampai lima tahun Lebih dari lima tahun 375.333 553.714 - 332.993 262.068 - Less than one year Between one to five years More than five years Jumlah 929.047 595.061 Total Grup menyewa beberapa kapal, gedung kantor, kendaraan dan fasilitas IT atas dasar sewa operasi. Sewa umumnya berlaku selama sepuluh tahun, dengan opsi perpanjangan masa sewa. The Group leases a number of vessels, office facilities under buildings, vehicles and operating leases. The leases typically run for a period of ten years, with an option to renew the lease. IT yang Selama tanggal 31 Desember 2016, beban sewa operasi (2015: US$618.171). tahun pada berakhir US$718.852 sejumlah During the year ended December 31, 2016, operating lease expense was US$718,852 (2015: US$618,171). d. Perjanjian jual beli gas d. Gas sale and purchase agreements Pada 2016, PT Pertamina EP memiliki komitmen untuk mengirimkan gas sebesar 1.146 TBTU kepada tersebut akan beberapa pelanggan. Gas dikirimkan secara periodik dari tahun 2017 sampai 2028. tanggal 31 Desember As of December 31, 2016, PT Pertamina EP has various commitments to deliver gas amounting to 1,146 TBTU to various customers. The gas will be periodically delivered from 2017 until 2028. Pada tanggal 31 Desember 2016, PHE memiliki kontrak-kontrak perjanjian pasokan gas kepada beberapa pelanggan, dengan nilai gas masing-masing kontrak senilai antara 0,8 TBTU hingga 1.418 TBTU. Jangka waktu kontrak tersebut dari tahun 2017 sampai 2032. yang signifikan As of December 31, 2016, PHE has various significant gas supply agreements with various customers, with gas value of each contract between 0.8 TBTU to 1,418 TBTU. The expiration years of those agreements range from 2017 until 2032. e. Perkara hukum e. Legal case PT Golden Spike Energy Indonesia (GSEI) dan PT Pertamina Hulu Energi Raja Tempirai (PHE RT) masing-masing adalah pemegang participating interest sebesar 50% di Blok Raja. Pada tanggal 5 April 2013, GSEI mengajukan gugatan terhadap PHE RT di Pengadilan Negeri Jakarta Pusat dengan klaim sebesar US$299 juta (kerugian material) dan US$300 immateriil) dengan dasar kegiatan selama masa eksplorasi yang pendanaannya merupakan kewajiban GSEI adalah kegiatan operasi Sole Risk sehingga GSEI berhak atas kompensasi sebesar US$299 juta. juta (kerugian PT Golden Spike Energy Indonesia (GSEI) and PT Pertamina Hulu Energi Raja Tempirai (PHE RT) are holders of 50% participating interests each in the Raja Block JOB PSC. On April 5, 2013, GSEI submitted a civil lawsuit against PHE RT in the Central Jakarta District Court for a claim of US$299 million (for material losses) and US$300 million (for immaterial losses) on the basis that operations conducted during the exploration period were GSEI Sole Risk operations and therefore only GSEI was entitled to get compensation in the amount of US$299 million. 200 661
The original consolidated financial statements included herein are in the Indonesian language. 662 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 48. PERJANJIAN, KOMITMEN DAN KONTINJENSI 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) e. Perkara hukum (lanjutan) e. Legal case (continued) Pada tanggal 22 Juli 2014, Pengadilan Negeri Jakarta Pusat mengabulkan sebagian klaim sebesar PHE kepada GSEI US$125.266.876. RT On July 22, 2014, the Central Jakarta District Court granted a portion of GSEI's claim to PHE RT amounting to US$125,266,876. Manajemen PHE RT yakin bahwa tuntutan GSEI yang diajukan ke Pengadilan Negeri Jakarta Pusat tidak beralasan dan karenanya tanggal 24 Juli 2014, PHE RT pada mengajukan ke permohonan Pengadilan Tinggi Jakarta terhadap keputusan Pengadilan Negeri. Namun pada 11 Februari 2015 permohonan banding PHE RT ditolak dan Pengadilan Tinggi Jakarta memperkuat keputusan Pengadilan Negeri Jakarta Pusat. banding The management of PHE RT believes that GSEI's claim which was submitted to the District Court was without merit and therefore on July 24, 2014, PHE RT submitted an appeal to the Jakarta High Court against the decision of the Central Jakarta District Court. However, on February 11, 2015, the Jakarta High Court the appeal of PHE RT and rejected the reconfirmed the decision granted by Central Jakarta District Court to GSEI. Pada tanggal 8 Juli 2015, PHE RT mengajukan Kasasi ke Mahkamah Agung terhadap keputusan Pegadilan Tinggi dengan dalil (i) Pengadilan Negeri Jakarta Pusat tidak mempunyai kewenangan atas kasus ini dan tidak ada operasi Sole Risk yang (ii) dijalankan di JOB PSC sebagaimana diklaim oleh GSEI. On July 8, 2015, PHE RT submitted an appeal to the Supreme Court against the Jakarta High Court's decision on the basis that (i) the Central Jakarta District Court does not have jurisdiction in this dispute, and (ii) there were no Sole Risk Operations conducted in the JOB PSC as claimed by GSEI. telah menyatakan Majelis Hakim Kasasi pada telah bahwa 22 Desember 2015 y ang pada intinya bahwa MA mengabulkan Kasasi PHE RT terkait dan menyatakan Kompetensi Absolut Pengadilan Negeri Jakarta Pusat tidak berwenang memeriksa perkara. Dengan demikian PHE RT telah terbebas dari segala gugatan GSEI. Relaas Putusan Kasasi telah diterima PHE RT pada 26 Mei 2016 dan Salinan Putusannya telah diterima pada 30 Mei 2016. perkara diputus The Supreme Court Tribunal announced that the case was already decided on December 22, 2015, which approved the appeal of PHE RT and declared that the Central Jakarta District Court has no jurisdiction to adjudicate over the dispute. Therefore, PHE RT has been lawsuits. Such freed announcement was received by PHE RT on May 26, 2016 and the copy of the Supreme Court decision letter has been received on May 30, 2016. from GSEI's civil Namun demikan, GSEI tidak mengajukan Peninjauan Kembali (PK) sampai dengan tanggal jatuh tempo yang dimungkinan untuk mengajukan PK, yaitu 180 hari sejak 30 Mei 2016 (yang telah jatuh 10 Desember 2016). However, GSEI did not submit the Judicial Review within for the given submission of Judicial Review which is 180 days since May 30, 2016 (which lapsed on December 10, 2016). timeframe Mengingat kewenangan menyelesaikan perselisihan dalam Kontrak JOB PSC harus berada di ICC, maka PHE RT mengajukan permohonan Arbitrase ke ICC dengan dasar bahwa kewenangan penyelesaian perselisihan terkait Kontrak JOB PSC adalah kewenangan ICC dan bahwa tidak pernah ada kegiatan operasi Sole Risk yang dilaksanakan pada JOB PSC sebagaimana diakui oleh GSEI. Pada tanggal 11 Agustus 2015, ICC telah menyatakan secara formal kepada seluruh pihak bahwa ICC berwenang untuk memeriksa dan memutus perselisihan ini. Considering the parties is required to be settled by the ICC, PHE RT submitted a Request for Arbitration to the ICC on the basis that the ICC is the only jurisdiction to adjudicate the dispute arising from the JOB PSC and that there were no Sole Risk Operations conducted in the JOB PSC as claimed by GSEI. On August 11, 2015, the ICC formally advised the parties that the ICC has the jurisdiction to adjudicate the dispute. that the dispute between 201
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 48. PERJANJIAN, KOMITMEN DAN KONTINJENSI 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) e. Perkara hukum (lanjutan) e. Legal case (continued) Hearing atas Eksistensi operasi Sole Risk yang dimasukkan tuntutan GSEI dilaksanakan pada dalam tanggal 7-8 Januari 2016 di Hong Kong. Keputusan klaim GSEI sehubungan dengan operasi Sole Risk sudah dikeluarkan oleh Tribunal pada tanggal 18 Februari 2016 yang pada intinya ICC memutus bahwa GSEI tidak pernah melakukan operasi Sole Risk selama berlakunya PSC. (Pemeriksaan Perkara) akhir terkait The Hearing for existence of a Sole Risk Operation as claimed by GSEI was held on January 7-8, 2016 in Hong Kong. The final award for GSEI's claim involving a Sole Risk Operation was issued by the Tribunal on February18, 2016, which noted that there are no Sole Risk operations conducted during the JOB PSC period. Sesuai rapat pembahasan Dewan Direksi PHE dan Chief Legal & Compliance Perusahaan, disetujui untuk menambah satu lagi tuntutan kepada GSEI sehubungan dengan kehilangan pendapatan atas produksi yang dialami PHE RT karena GSEI tidak melakukan pembayaran cash call secara penuh (undercall) sejak Desember 2007 sampai dengan Februari 2013. Terhitung sejak tanggal 11 Maret 2013 sampai dengan tanggal penyelesaian laporan keuangan konsolidasian, GSEI dinyatakan default terhadap kewajibannya di JOB PSC. Based on the meeting between the Board of Directors of PHE RT and the Chief of Legal & Compliance of the Company, it was agreed that additional claim will be submitted to GSEI in respect to loss on share of oil production suffered by PHE RT attributable to under- payment of cash calls (undercalls) by GSEI for the period starting from December 2007 until February 2013. Effective from March 11, 2013, until these the date of completion of consolidated financial statements, GSEI was determined to be in default position on its JOB PSC obligations. Hearing telah tuntutan dilaksanakan pada tanggal 20-21 September 2016. Sebagai lanjut dari hearing tanggal 20-21 September 2016, Majelis Tribunal telah meminta agar PHE RT segera melengkapi hal-hal yang diperlukan, yang telah dilengkapi melalui surat yang dikirimkan kepada Majelis Tribunal pada tanggal 7 Oktober 2016. atas tersebut tindak The hearing was held on September 20-21, 2016. In addition to the hearing held on September 20-21, 2016, the Tribunal has requested PHE RT to immediately complete the required information, to which a letter from PHE RT has been submitted to the Tribunal on October 7, 2016. Manajemen besar kemungkinan perkara akan dimenangkan oleh Perusahaan pertimbangan dengan perkembangan kasus terakhir dan karenanya tidak diperlukan pencadangan untuk liabilitas kontinjen per tanggal 31 Desember 2016. berpendapat bahwa Management believes that the probability of a favorable outcome is high given the latest case development and there is no basis to provide for any contingent liability as of December 31, 2016. 202 663
The original consolidated financial statements included herein are in the Indonesian language. 664 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 48. PERJANJIAN, KOMITMEN DAN KONTINJENSI 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) 48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued) f. Kontrak memberatkan f. Onerous contracts Penugasan penyediaan BBM minyak tanah The assignment to supply fuel products of kerosene. . dengan komitmen Perusahaan Pemerintah terkait penugasan PSO untuk penyediaan BBM minyak tanah. Perusahaan dan Pemerintah sepakat untuk menggunakan publikasi MOPS sebagai acuan harga pasar minyak untuk perhitungan subsidi. Namun, jual yang ditetapkan (harga sesuai harga dengan yang menggunakan harga MOPS ditambah dengan biaya distribusi dan margin (alpha) tidak dapat menutup seluruh biaya-biaya pengadaan BBM formulasi margin tersebut. Hal (alpha) tidak sejalan dengan fluktuasi harga pasar minyak dunia. Setelah memperhitungkan biaya-biaya yang tidak terhindarkan, penjualan BBM PSO minyak tanah tersebut mengalami kerugian sebesar US$13.852 selama tahun yang berakhir pada tanggal 31 Desember 2016 (2015: US$130.211). terikat Ketetapan Pemerintah) ini karena The Company has an engagement with the Government to distribute fuel products of kerosene. The Company and the Government agreed to use MOPS as a reference for the market price of fuel products to calculate the amount of the subsidy. However, the sales price (the sales price the Government Decree), which is derived from MOPS price plus distribution cost and margin (alpha), cannot cover all expenses to procure the subsidised fuels. This is because the margin (alpha) is not tied to the fluctuation of fuel market price. After taking into account unavoidable costs, losses from the sales of PSO fuel products of kerosene for the year ended December 31, 2016 were US$13,852 (2015: US$130,211). for the PSO assignment in accordance with g. Akuisisi saham Etablissements Maurel et g. Acquisition of shares of Etablissements Prom SA (M&P) Maurel et Prom SA (M&P) Berdasarkan Perjanjian Jual Beli Saham ("SPA") yang ditandatangani oleh Perusahaan dan Pacifico tertanggal 31 Juli 2016, dinyatakan melakukan bahwa pembayaran kepada Pacifico sebesar EUR0,5 per lembar saham atau senilai EUR23.958.013 (nilai penuh) apabila selama 90 hari kalender berturut-turut dalam periode 1 Januari hingga 31 Desember 2017 harga minyak Brent Spot berada di atas US$65 (nilai penuh) per barrel. Perusahaan akan tambahan Based on the Share Purchase Agreement ("SPA") between the Company and Pacifico dated July 31, 2016, the Company shall make an additional payment to Pacifico in the amount of EUR0.5 per share or equivalent to if within 90 EUR23,958,013 consecutive calendar days at any time between January 1 through December 31, 2017 Spot Brent oil prices are above US$65 (full amount) per barrel. (full amount) Selain itu pada tanggal 31 Juli 2016 juga ditandatangani Surat Perjanjian Tambahan antara Perusahaan yang akan bahwa menyatakan membayar transfer tax di Gabon dengan jumlah maksimum sebesar US$60.000 (Catatan 49b) pada memperoleh Perusahaan kepemilikan atas saham M&P diatas 50% melalui proses tender offer. dan Pacifico Perusahaan saat In addition, on July 31, 2016, the Company and Pacifico also signed a Side Letter Agreement in which it is agreed that the Company shall pay in Gabon with estimated the maximum amount of US$60,000 (Note 49b) which will be due at the time the Company obtains more than 50% ownership in M&P through tender offer process. transfer tax 203
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 49. PERISTIWA SETELAH TANGGAL PELAPORAN 49. EVENTS AFTER THE REPORTING PERIOD a. KBH Blok ONWJ a. ONWJ Block PSC Pada tanggal 13 Januari 2017 Peraturan Menteri Energi dan Sumber Daya Mineral No. 08/2017 ketentuan-ketentuan pokok Kontrak Bagi Hasil Tanpa Mekanisme Pengembalian Biaya Operasi atau disebut sebagai KBH Gross Split telah diterbitkan. tentang On January 13 2017, the regulation of the Minister of Energy and Mineral Resources No. 08/2017 the Production Sharing Contract without Cost Recovery Mechanism, also known as Gross Split PSC, was issued. regarding principles of KBH Blok ONWJ berakhir pada 18 Januari 2017. tanggal The ONWJ PSC term expired on January 18, 2017. Pada tanggal 18 Januari 2017, PHE ONWJ dan SKK Migas menandatangani KBH ONWJ baru yang berlaku efektif sejak tanggal 19 Januari 2017 dengan jangka waktu kontrak selama 20 tahun. Kontrak ONWJ tersebut menggunakan skema gross split antara Pemerintah Indonesia dan Kontraktor dengan persentase base split sebagai berikut: On January 18, 2017, PHE ONWJ and SKK Migas signed the new ONWJ PSC which became effective starting from January 19, 2017 with a 20-year contract period. The new ONWJ PSC is based on a gross split scheme between the Government of Indonesia and the Contractor with the following base split percentage: Pemerintah/Government Kontraktor/Contractor Minyak Gas bumi 57% 52% 43% 48% Oil Natural gas Besaran gross split minyak dan gas bumi tersebut akan disesuaikan dengan kondisi aktual dari Komponen Variable dan Komponen Progresif setiap bulan. The above oil and gas base split will be adjusted with the actual monthly Variable component and Progressive component. PT Pertamina Hulu Energi ONWJ yang memiliki 100% participating interest pada Wilayah Kerja ONWJ berdasarkan KKS merupakan entitas anak dari PT Pertamina Hulu Energi. PT Pertamina Hulu Energi ONWJ which owns a 100% participating interest in ONWJ Contract Area based on the PSC is a subsidiary of PT Pertamina Hulu Energi. b. Akuisisi obligasi Etablissements Maurel et Prom SA (M&P) saham pengambilalihan yang dapat dikonversi dari dan b. Acquisition of shares and takeover of convertible bonds of Etablissements Maurel et Prom SA (M&P) Pada tanggal 25 Januari 2017 Autorité des Marchés melalui pemberitahuan No. 217C0263 mengumumkan bahwa PT Pertamina Internasional Eksplorasi dan Produksi (PIEP) telah menyelesaikan periode tender offer pertama dan berhasil menjadi pemegang atas: 1. 125.924.574 lembar saham M&P, yang merepresentasikan 64,46% dari modal saham dan 63,35% dari hak suara di M&P; 2. 6.845.626 lembar obligasi ORNANE 2019, yang merepresentasikan 46,70% dari jumlah obligasi yang beredar; Financiers (AMF) On January 25, 2017 Autorité des Marchés Financiers (AMF) through notice No. 217C0263 announced that PT Pertamina Internasional Eksplorasi dan Produksi (PIEP) had completed the first period of tender offer and succeeded in becoming holder of: 1. 125,924,574 shares of M&P, representing 64.46% of the share capital and 63.35% of the voting rights in M&P; 2. 6,845,626 bonds of ORNANE 2019, the outstanding representing 46.70% of bonds; 3. 3.848.620 lembar obligasi ORNANE 2021, yang merepresentasikan 36,88% dari jumlah obligasi yang beredar. 3. 3,848,620 bonds of ORNANE 2021, the outstanding representing 36.88% of bonds. 204 665
The original consolidated financial statements included herein are in the Indonesian language. 666 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 49. PERISTIWA SETELAH TANGGAL PELAPORAN 49. EVENTS AFTER THE REPORTING PERIOD pengambilalihan saham b. Akuisisi obligasi yang dapat dikonversi dari Etablissements Maurel et Prom SA (M&P) (lanjutan) dan b. Acquisition of shares and takeover of convertible bonds of Etablissements Maurel et Prom SA (M&P) (continued) Jumlah pembayaran yang dilakukan pada tanggal 1 Februari 2017 atas transaksi tersebut di atas adalah: 1. Atas tambahan saham M&P, sebesar (nilai penuh) untuk EUR327.635.902 78.008.548 lembar saham; Total payments to be made on February 1, 2017 in relation to the above transaction are: 1. In relation to additional M&P's shares, in the amount of EUR327,635,902 (full amount) for 78,008,548 shares; 2. Atas obligasi ORNANE 2019, sebesar EUR118.292.417 (nilai penuh); 2. In relation to ORNANE 2019, in the amount of EUR118,292,417 (full amount); 3. Atas obligasi ORNANE 2021, sebesar 3. In relation to ORNANE 2021, in the amount of EUR42,527,251 (full amount). 3. In relation to ORNANE 2021, in the amount of EUR42,527,251 (full amount). Selain itu, pajak pengalihan di Gabon sebesar US$60.000 (Catatan 48g) menjadi jatuh tempo pada saat pembayaran di atas tersebut. Additionally, in Gabon transfer amounting to US$60,000 (Note 48g) is due and payable at the time of settlement of the above payments. the tax Sehubungan dengan komitmen pembayaran tanggal 24 Januari 2017, tersebut, pada Perusahaan memperoleh pinjaman jangka pendek dengan tingkat suku bunga 0,65% per tahun dari BRI, Bank Mandiri dan BNI dengan jumlah sebesar EUR970.000.000 (nilai penuh). In respect to such committed payments, on January 24, 2017, the Company has obtained short-term loans with interest rate of 0.65% per annum from BRI, Bank Mandiri and BNI with total amount of EUR970,000,000 (full amount). Utang jangka pendek tersebut akan dilunasi pada tanggal 23 Februari 2017. These short-term loans shall be repaid on February 23, 2017. Dengan kepemilikan saham sebesar 64,46%, sesuai aturan yang berlaku di pasar modal Prancis, maka proses tender offer secara otomatis dilanjutkan kembali yang dimulai sejak tanggal 27 Januari 2017 sampai dengan 8 Februari 2017. Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian ini, Grup masih menunggu pengumuman resmi dari AMF terkait hasil tender offer kedua. With share ownership of 64.46%, according to capital market regulation in France, then the tender offer process automatically resumes starting from January 27, 2017 until February 8, 2017. As of the completion date of these consolidated financial statements, the Group is still awaiting notification from AMF regarding the secondary tender offer result. c. Pengelolaan Wilayah Kerja Grup Pasca c. The Group's Contract Area Operatorship Terminasi Post Termination Pada tanggal 6 Januari 2017, Menteri Energi Sumber Daya Mineral (ESDM) menetapkan Grup sebagai pengelola beberapa Wilayah Kerja pasca terminasi di bawah ini. On January 6, 2017, the Minister of Energy and Mineral Resources (ESDM) has appointed the Group as the operator of the following post termination Contract Areas. Tuban Ogan Komering Tengah Sumatera Offshore Sanga Sanga OSES Blok/Block Surat Menteri ESDM No./ The Minister of ESDM Letter No. 349/13/MEM.M/13/2017 354/13/MEM.M/13/2017 355/13/MEM.M/13/2017 356/13/MEM.M/13/2017 357/13/MEM.M/13/2017 358/13/MEM.M/13/2017 205
The original consolidated financial statements included herein are in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN KEUANGAN KONSOLIDASIAN Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) 49. PERISTIWA SETELAH TANGGAL PELAPORAN 49. EVENTS AFTER THE REPORTING PERIOD (continued) 49. EVENTS AFTER THE REPORTING PERIOD (continued) d. Perubahan Nomenklatur Jabatan Anggota- Anggota Direksi Perusahaan d. Changes in the Position Nomenclature of the Members of the Board of Directors of the Company Berdasarkan Salinan Keputusan Menteri Badan Negara No. SK 26/MBU/02/2017 tanggal 3 Februari 2017, selaku Rapat Umum Pemegang Saham Perusahaan, susunan Direksi Perusahaan tanggal 3 Februari 2017 menjadi efektif sebagai berikut: Usaha Milik In accordance with a copy of the Decree No. SK 26/MBU/02/2017 dated February 3, 2017 of the Minister for State-Owned Enterprises as the General Meeting of Shareholders of the Company, the composition of the Company's Directors effective February 3, 2017 is as follows: Plt. Direktur Utama Direktur Hulu Direktur Gas Direktur Pemasaran Direktur Keuangan dan Strategi Perusahaan Yenni Andayani Syamsu Alam Yenni Andayani Muchamad Iskandar Arief Budiman Acting President Director & CEO Upstream Director Gas Director Marketing Director Finance and Corporate Strategy Director Direktur Sumber Daya Manusia, Teknologi Informasi dan Umum Direktur Pengolahan Direktur Megaproyek Pengolahan dan Petrokimia Dwi Wahyu Daryoto Toharso Rachmad Hardadi Human Resources, Information Technology and General Affairs Director Refinery Director Mega Project Refinery and Petrochemical Director 206 667
The original supplemental information included herein is in the Indonesian language. 668 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA (INFORMASI TAMBAHAN) Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) (Tidak Diaudit) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES (SUPPLEMENTAL INFORMATION) As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) (Unaudited) ESTIMASI CADANGAN MINYAK DAN GAS BUMI ESTIMATED CRUDE OIL AND NATURAL GAS RESERVES PT Pertamina EP (PEP), entitas anak PT Pertamina Hulu Energi (PHE) , PT Pertamina EP Cepu (PEPC), entitas anak PT Pertamina Internasional Eksplorasi Produksi (PIEP) dan ConocoPhillips Algeria, Ltd. tidak mempunyai hak kepemilikan atas (COPAL) cadangan minyak dan gas, tetapi mempunyai hak untuk menerima hasil produksi dan/atau pendapatan dari penjualan minyak dan gas sesuai dengan KKS dan kontrak kerjasama lainnya. PT Pertamina EP (PEP), subsidiaries of PT Pertamina Hulu Energi (PHE), PT Pertamina EP Cepu (PEPC), subsidiaries of PT Pertamina Internasional Eksplorasi Produksi (PIEP) dan ConocoPhillips Algeria, Ltd. (COPAL) have no ownership interests in the oil and gas reserves, but have the right to receive production and/or revenues from the sales of oil and gas in accordance with their PSCs and other production sharing arrangements. Jumlah cadangan terbukti (proved reserves) hanya merupakan tidak dimaksudkan untuk menggambarkan nilai yang dapat direalisasikan atau nilai wajar dari cadangan Perusahaan, PEP, entitas anak PHE, PEPC, entitas anak PIEP dan COPAL. Taksiran ini dapat berubah bila tersedia informasi baru di kemudian hari. Terdapat berbagai ketidakpastian inheren dalam mengestimasi cadangan minyak mentah dan gas, termasuk faktor-faktor yang berada di luar kendali Perusahaan, PEP, entitas anak PHE, PEPC, entitas anak PIEP dan COPAL. taksiran dan The quantity of proved reserves is only an estimation and is not intended to illustrate the realizable values or fair values of reserves attributable to PEP, PHE Subsidiaries, PEPC, PIEP Subsidiaries and COPAL. This estimation is subject to change whenever new information becomes available in the future. There are many inherent uncertainties in estimating crude oil and gas reserves, including factors beyond the control of PEP, PHE Subsidiaries, PEPC, PIEP Subsidiaries and COPAL. Grup menggunakan metode perhitungan cadangan sesuai dengan SPE-PRMS 2007. The Group adopted reserves calculation method in accordance with SPE-PRMS 2007. Manajemen berkeyakinan bahwa kuantitas cadangan termasuk bagian Pemerintah merupakan taksiran yang wajar berdasarkan data geologi dan teknik yang tersedia saat ini. Management the reserves the opinion quantities, which include the Government's share are reasonable based on available geological and technical data. is of that Perhitungan cadangan terbukti minyak dan gas bumi adalah sebagai berikut: The calculation of proved oil and natural gas reserves is as follows: Cadangan minyak dan gas bumi per 31 Desember 2016/ Crude oil and natural gas reserves as of December 31, 2016 Entitas Anak/Subsidiaries PT Pertamina EP:** Aset/Asset 1 - Minyak dan I Saldo awal 1 Jan 2015/ Beginning balance Jan 1, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2015/ Ending balance Dec 31, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2016/ Ending balance Dec 31, 2016 kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 195.691 (29.337) (5.908) 160.446 (68.532) (4.958) 86.956 II (MBOE) Aset/Asset 2 - Minyak dan 203.165 (29.890) (6.260) 167.015 (37.005) (5.830) 124.180 kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 226.098 48.937 (6.561) 268.474 (57.143) (6.210) 205.121 (MBOE) III Aset/Asset 3 418.973 24.033 (26.108) 416.898 (33.864) (24.606) 358.428 Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 279.667 (12.365) (4.379) 262.923 (79.088) (3.579) 180.256 (MBOE) IV Aset/Asset 4 314.759 49.815 (20.932) 343.642 (68.445) (20.003) 255.194 Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 61.319 (6.301) (6.871) 48.147 (22.266) (5.381) 20.500 (MBOE) 37.272 (11.676) (1.935) 23.661 108.345 (7.286) 124.720 i
The original supplemental information included herein is in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA (INFORMASI TAMBAHAN) Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) (Tidak Diaudit) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES (SUPPLEMENTAL INFORMATION) As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) (Unaudited) ESTIMASI CADANGAN MINYAK DAN GAS BUMI (lanjutan) ESTIMATED CRUDE OIL AND NATURAL GAS RESERVES (continued) Cadangan minyak dan gas bumi per 31 Desember 2016/ Crude oil and natural gas reserves as of December 31, 2016 Entitas Anak/Subsidiaries Saldo awal 1 Jan 2015/ Beginning balance Jan 1, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2015/ Ending balance Dec 31, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2016/ Ending balance Dec 31, 2016 V Aset/Asset 5 Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 144.814 1.040 (7.122) 138.732 (62.343) (6.852) 69.537 (MBOE) 119.435 (30.396) (954) 88.085 (81.957) (1.122) 5.006 VI KBT/TAC Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 147.286 16.592 (2.016) 161.862 (128.067) (1.129) 32.666 (MBOE) 179.484 (111.521) (847) 67.116 (65.566) (486) 1.064 VII KSO/OC Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 299.710 (22.405) (3.159) 274.146 (156.700) (2.173) 115.273 (MBOE) 41.819 64.010 (640) 105.189 (85.140) (306) 19.743 VIII Proyek/Project - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 13.783 (2.998) (578) 10.207 (7.343) (343) 2.521 (MBOE) 189.564 40.448 (6.312) 223.700 (140.617) (2.855) 80.228 Sub jumlah cadangan/Sub-total reserves (minyak/oil) 1.368.368 (6.837) (36.594) 1.324.937 (581.482) (30.625) 712.830 Sub jumlah cadangan/Sub-total reserves (gas bumi/natural gas) 1.504.471 (5.177) (63.988) 1.435.306 (404.249) (62.494) 968.563 PT Pertamina Hulu Energi: I Wilayah/Region Jawa JOB-PSC,PPI,IP,BOB (2 blok/blocks) - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 7.692 2.776 (3.831) 6.637 982 (3.461) 4.158 (MBOE) 5.672 1.509 (1.960) 5.221 171 (1.029) 4.363 Operasi Sendiri/Own Operation (ONWJ dan/and WMO) Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 130.993 19.795 (12.433) 138.355 10.606 (10.393) 138.568 (MBOE) 126.295 (2.581) (12.246) 111.468 6.354 (10.184) 107.638 II Wilayah/Region Sumatera (10 blok/blocks) - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 43.323 615 (6.387) 37.551 (4.429) (6.571) 26.551 (MBOE) 84.987 13.822 (22.991) 75.818 14.927 (14.155) 76.590 III Wilayah/Region Kalimantan, Sulawesi dan/and Papua (6 blok/blocks) - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 13.127 2.732 (1.549) 14.310 4.795 (2.482) 16.623 (MBOE) 132.429 2.818 (5.510) 129.737 250 (10.490) 119.497 ii 669
The original supplemental information included herein is in the Indonesian language. 670 PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA (INFORMASI TAMBAHAN) Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) (Tidak Diaudit) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES (SUPPLEMENTAL INFORMATION) As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) (Unaudited) ESTIMASI CADANGAN MINYAK DAN GAS BUMI (lanjutan) ESTIMATED CRUDE OIL AND NATURAL GAS RESERVES (continued) Cadangan minyak dan gas bumi per 31 Desember 2016/ Crude oil and natural gas reserves as of December 31, 2016 Entitas Anak/Subsidiaries IV Luar Negeri/Overseas - Minyak dan Saldo awal 1 Jan 2015/ Beginning balance Jan 1, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2015/ Ending balance Dec 31, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2016/ Ending balance Dec 31, 2016 kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 66 1.280
1.346
(1.346)
(MBOE)
944 1
945
(945)
Sub jumlah cadangan/Sub-total reserves (minyak/oil) 195.201 27.198 (24.200) 198.199 10.608 (22.907) 185.900 Sub jumlah cadangan/Sub-total reserves (gas bumi/natural gas) 350.327 15.569 (42.707) 323.189 20.757 (35.858) 308.088 PT Pertamina EP Cepu : - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas (MBOE)* - non-sales 132.303 91.108 (367) (56.691) (11.863) (412) 120.073 34.005 51.610 636 (28.074) (893) 143.609 33.748 Sub jumlah cadangan/Sub-total reserves (minyak/oil) 132.303 (367) (11.863) 120.073 51.610 (28.074) 143.609 Sub jumlah cadangan/Sub-total reserves (gas bumi/natural gas) 91.108 (56.691) (412) 34.005 636 (893) 33.748 PT Pertamina Internasional Eksplorasi Produksi: PT Pertamina Irak Eksplorasi Produksi - Minyak dan I kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 154.244 40.954 (2.048) 193.150 6.381 (2.700) 196.831 II (MBOE) - non-sales PT Pertamina Malaysia Eksplorasi Produksi (PMEP) - Minyak dan
kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 28.075 84.276 (8.097) 104.254 26.795 (7.701) 123.348 (MBOE) - non-sales 41.112 52.503 (5.975) 87.640 48.692 (5.431) 130.901 III PT Pertamina Algeria Eksplorasi Produksi (PAEP) - Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas
89.839
(8.205)
81.634
(MBOE)
sales
Sub jumlah cadangan/Sub-total reserves (minyak dan kondensat/oil and condensate (MBBLs)) 182.319 125.230 (10.145) 297.404 123.015 (18.606) 401.813 Sub jumlah cadangan/Sub-total reserves (gas bumi/natural gas (MBOE)) 41.112 52.503 (5.975) 87.640 48.692 (5.431) 130.901 Proyek dalam tahap negosiasi/the project is under negotiation iii
The original supplemental information included herein is in the Indonesian language. PT PERTAMINA (PERSERO) DAN ENTITAS ANAKNYA (INFORMASI TAMBAHAN) Tanggal 31 Desember 2016 dan untuk Tahun yang Berakhir pada Tanggal Tersebut (Dinyatakan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain) (Tidak Diaudit) PT PERTAMINA (PERSERO) AND ITS SUBSIDIARIES (SUPPLEMENTAL INFORMATION) As of December 31, 2016 and for the Year Then Ended (Expressed in thousands of US Dollars, unless otherwise stated) (Unaudited) ESTIMASI CADANGAN MINYAK DAN GAS BUMI (lanjutan) ESTIMATED CRUDE OIL AND NATURAL GAS RESERVES (continued) Entitas Anak/Subsidiaries ConocoPhillips Algeria, Ltd.: Saldo awal 1 Jan 2015/ Beginning balance Jan 1, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2015/ Ending balance Dec 31, 2015 Penambahan dan Penyesuaian/ Addition and Adjustments Produksi/ Production Saldo akhir 31 Des 2016/ Ending balance Dec 31, 2016 Minyak dan kondensat/Oil and condensate (MBBLs) - Gas bumi/Natural gas 84.539
(7.309)
77.230
(77.230)
(MBOE)
sales
Sub jumlah cadangan/Sub-total reserves (minyak dan kondensat/oil and condensate (MBBLs)) 84.539
(7.309)
77.230
(77.230)
Sub jumlah cadangan/Sub-total reserves (gas bumi/natural gas (MBOE))
Jumlah cadangan/Total reserves Minyak dan kondensat/Oil and condensate (MBBLs) 1.962.730 145.224 (90.111) 2.017.843 (473.479) (100.212) 1.444.152 Gas bumi/ Natural gas (MBOE) 1.987.018 6.204 (113.082) 1.880.140 (334.164) (104.676) 1.441.300 Klasifikasi per aset PEP/Classification of PEP asset Aset/asset 1 : Rantau, Pangkalan Susu, Jambi, Lirik, Ramba, Unitisasi Suban 10% - Aset/asset 2 : Prabumulih, Pendopo, Limau, Adera, Unitisasi Air Serdang, - Aset/asset 3 : Jatibarang, Subang, Tambun, Unitisasi MB unit 47,4% - Aset/asset 4 : Cepu, Poleng, Unitisasi, Sukowati 80% - Aset/asset 5 : Sangatta, Bunyu, Papua, Sangasanga, Tarakan, Tanjung, Sembakung, Unitisasi Wakamuk 50% ** Pada tahun 2016 PEP melakukan perubahan metode perhitungan cadangan dari SPE 2001 menjadi SPE-PRMS 2007/In 2016 PEP changed its reserves calculation method from SPE 2001 to SPE-PRMS 2007. Berdasarkan tabel di atas jumlah cadangan minyak Grup adalah sebesar 1.444.152 MBBLs dan cadangan gas bumi sebesar 1.441.300 MBOE (Catatan: jika PEP menggunakan metode SPE 2001 sebagai dasar perhitungan maka cadangan minyak Grup menjadi sebesar 1.706.941 MBBLs dan cadangan gas bumi Grup menjadi sebesar 1.705.024 MBOE). Based on the table above, the Group's total oil reserves is is 1,444,152 MBBLs and 1,441,300 MBOE (Note: should PEP used SPE 2001 reserves calculation method the Group's oil reserves would have become 1,706,941 MBBLs for oil and the Group's natural gas reserves would have become 1,705,024 MBOE for natural gas). total natural gas reserves Estimasi volume cadangan dan produksi gas dikonversikan dari MMSCF (Millions of Standard Cubic Feet) ke MBOE (Thousand Barrels of Oil Equivalent) dengan menggunakan 1 MMSCF = 0,1726 MBOE. The estimated gas reserves balances and production are converted from MMSCF (Millions of Standard Cubic Feet) to MBOE (Thousand Barrels of Oil Equivalent) by applying the conversion rate of 1 MMSCF = 0.1726 MBOE. rate konversi iv 671
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Pertamina Highlights 2016 Company Profile Business Support Management's Discussion and Analysis Corporate Governance Corporate Social Responsibility Financial Report Other Information Informasi Lain lain Other Information 674 Daftar Istilah 692 Kriteria Annual Report Award 2016 Glossary of Terms 677 Referensi SEOJK 2016 Annual Report Award Criteria Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company PERTAMINA Laporan Tahunan 2016 Annual Report 673
674 Daftar Istilah Glossary of Terms Singkatan | Abbreviation Definsi | Definition APD PPE Alat Pelindung diri | Personal Protective Equipment BBK Bahan Bakar Khusus | Special fuel Bbl Barrel BBM Bahan Bakar Minyak | Fuel BBTUD Billion British Thermal Unit per Day BOPD Barrel Oil Per Day BSCF Billion Standard Cubic Feet BSCFG Billion Standard Cubic Feet of Gas CIP Continuous Improvement Program CNG Compressed Natural Gas COCO Company Owned Company Operated CODO Company Owned Dealer Operated Conco Delco Contracting Company Delivery Company CSS Corporated Shared Service CSMS Contractor Safety Management System DPPU Depot Pengisian Pesawat Udara | Aviation Fuel Depo EOR Enhancement Oil Recovery ERM Enterprise Risk Management ERP Enterprise Resource Planing FSRU Floating Storage Regasification Unit GCG Tata Kelola Perusahaan yang Baik | Good Corporate Governance GRR Grass Root Refinery GMB/CBM Gas Metana Batubara | Coal Bed Methane GWh Gigawatt hours GTL Gas to Liquid HBM Harta Benda Modal | Moveable Assets HSD High Speed Diesel ICoFR Internal Control over Financial Reporting ICP Indonesian Crude Price ICT Information and Communication Technology I-P2P Integrated Procure to Pay ISC Integrated Supply Chain ISRS International Sustainability Rating System JOB Joint Operation Body
Singkatan | Abbreviation Definsi | Definition K3LL | HSSE Keselamatan, Kesehatan, Kerja dan Lindungan Lingkungan | Health, Safety, Security, and Environmental KLH Kementerian Negara Lingkungan Hidup KMSS Komite Manajemen Sistem Standar KOMET Knowledge Management Pertamina KSO Kerja Sama Operasi LHKPN Laporan Harta Kekayaan Penyelenggaraan Negara | State Official Wealth Report LNG Liquefied Natural Gas LPG Liquefied Petroleum Gas LPP Legal Preventive Program LOBP Lube Oil Blending Plant MDGs Millennium Development Goals Menteri/Kementerian ESDM MoEMR Menteri/Kementerian Energi dan Sumber Daya Mineral | Minister/Ministry of Energy and Mineral Resources MMBO Million Metric Barrel of Oil MMBTU Million British Thermal Unit MMSCFD Million Standard Cubic Feet per Day MOPS Mid Oil Platts Singapore MRU Mobile Refueling Unit MT Metric Ton MW Mega Watt NBBM Non-BBM | Non-fuel ONWJ Offshore Northwest Java PCU Pertamina Corporate University PDSI PT Pertamina Drilling Service Indonesia PEP PT Pertamina EP PEPC PT Pertamina EP Cepu Pertagas PT Pertamina Gas Petral Pertamina Energy Trading Limited PGE PT Pertamina Geothermal Energy PHE PT Pertamina Hulu Energi PLBC Proyek Langit Biru Cilacap PKB/CLA Perjanjian Kerja Bersama | Collective Labor Agreement PKBL Program Kemitraan dan Bina Lingkungan | Partnership Program and Community Development PROPER Program Penilaian Peringkat Kinerja Perusahaan PSC Production Sharing Contract 675
676 Daftar Istilah Glossary of Terms Singkatan | Abbreviation Definsi | Definition PSO Public Service Obligation RDMP Refinery Development Master Plan RFCC Residual Fluid Catalytic Cracking RFM Retail Fuels Marketing RJPP Rencana Jangka Panjang Perusahaan | Long-term Corporate Plan RKAP Rencana Kerja dan Anggaran Perusahaan | Corporate Budget and Plan RU Refinery Unit RUPS | GMS Rapat Umum Pemegang Saham | General Meeting of Shareholder SKK Migas Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi Special Task Force for Upstream Oil and Gas Business Activities SPBG Stasiun Pengisian Bahan Bakar Gas | Fuel Gas Filling Station SPBU Stasiun Pengisian Bahan Bakar Umum | Public Fuel Filling Station STS Ship to ship TAC Technical Assistance Contract VHS Vendor Held Stock VLGC Very Large Gas Carrier
Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description I. Ketentuan Umum I. General Provision 1. Laporan Tahunan Emiten atau Perusahaan Publik merupakan sumber informasi penting bagi investor atau pemegang saham sebagai salah satu dasar pertimbangan dalam pengambilan keputusan investasi dan sarana pengawasan terhadap Emiten atau Perusahaan Publik. √ 1. Annual Report of a listed company is one of the most important sources as the base for investors or shareholders in making investment decision, and is a means of monitoring issuers or public company. 2. Seiring dengan perkembangan Pasar Modal dan investor atau pemegang meningkatnya kebutuhan saham atas keterbukaan informasi, Direksi dan Dewan Komisaris dituntut untuk meningkatkan kualitas keterbukaan informasi melalui Laporan Tahunan Emiten atau Perusahaan Publik. 3. Laporan Tahunan yang disusun secara teratur dan informatif dapat memberikan kemudahan bagi investor atau pemegang saham dalam memperoleh informasi yang dibutuhkan. √ √ 2. Along with the development of Capital Market and the growing needs of investors or shareholders regarding information disclosure, the Board of Directors and the Board of Commissioners are required to improve the quality of information disclosure through annual report. 3. Annual Report should be prepared in an orderly manner and should be informative to provide conveniences for the investors or shareholders in getting the information they need. 4. Surat Edaran Otoritas Jasa Keuangan ini merupakan pedoman bagi Emiten atau Perusahaan Publik yang wajib diterapkan dalam menyusun Laporan Tahunan. √ 4. This Circular Letter of the Financial Service Agency serves a guidelines for Issuers or Public Companies that should be applied in preparing their Annual Report. II. Bentuk Laporan Tahunan II. Format of Annual Report 1. Laporan Tahunan disajikan dalam bentuk dokumen cetak dan salinan dokumen elektronik. √ 1. Annual Report should be presented in the printed format and in electronic document copy. 2. Laporan Tahunan yang disajikan dalam bentuk dokumen cetak, dicetak pada kertas yang berwarna terang, berkualitas baik, berukuran A4, dijilid, dan dapat diperbanyak dengan kualitas yang baik. √ 2. The printed version of the Annual Report should be printed on light-colored paper of fine quality, in A4 size, bound and can be reproduced in good quality. 3. Laporan Tahunan yang disajikan dalam bentuk salinan dokumen elektronik merupakan Laporan Tahunan yang dikonversi dalam format pdf. √ 3. The Annual Report presented in electronic document format is the Annual Report converted into pdf format. III. ISI LAPORAN TAHUNAN III. Content Of Annual Report 1. Ketentuan Umum 1. General Provision a. Laporan Tahunan paling sedikit memuat informasi mengenai: a. Annual Report should contain at least the following information: 1) Ikhtisar data keuangan penting; 18-21 1) Summary of key financial information; 2) Informasi saham (jika ada); 28-29 2) Stock information (if any); 3) Laporan Direksi; 62-77 3) The Board of Directors report; 4) Laporan Dewan Komisaris; 44-55 4) The Board of Commissioners report; 5) Profil Emiten atau Perusahaan Publik; 88-123 5) Profile of Issuer or Public Company; 6) Analisis dan pembahasan manajemen; 158-291 6) Management discussion and analysis; 7) Tata kelola Emiten atau Perusahaan Publik; 292-431 7) Corporate governance applied by the Issuer or Public Company; 8) Tanggung jawab sosial dan lingkungan Emiten atau Perusahaan Publik; 432-455 8) Corporate environmental responsibility of the Issuer or Public Company; social and 9) Laporan keuangan tahunan yang telah diaudit; dan 457-671 9) Audited annual report; and 10) Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan; Laporan Tahunan dapat menyajikan informasi berupa gambar, grafik, tabel, dan/atau diagram dengan mencantumkan judul dan/atau keterangan yang jelas, sehingga mudah dibaca dan dipahami; 10) Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan; Laporan Tahunan dapat menyajikan informasi berupa gambar, grafik, tabel, dan/atau diagram dengan mencantumkan judul dan/atau keterangan yang jelas, sehingga mudah dibaca dan dipahami; 86-87 √ 10) Statement that the Board of Directors and the Board of Commissioners are fully responsible for the Annual Report; b. Annual Report may present the information in form of images, charts, tables, and diagrams are presented by mentioning the title and/or clear description, that is easy to read and be understood; 677
678 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description 2. Uraian Isi Laporan Tahunan 2. Description of Content of Annual Report a. Ikhtisar Data Keuangan Penting Penting memuat Ikhtisar Data Keuangan informasi keuangan yang disajikan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika Emiten atau Perusahaan Publik tersebut menjalankan kegiatan usahanya kurang dari 3 (tiga) tahun, paling sedikit memuat: 18-21 a. Summary of Key Financial Information Summary of Key Financial Information contains financial information presented in comparison with previous 3 (three) fiscal years or since commencement of business if the Issuers or the Public Company commencing the business less than 3 (three) years, at least contain: 1) pendapatan/penjualan; 18 1) income/sales; 2) laba bruto; 18 2) gross profit; 3) laba (rugi); 18 3) profit (loss); 4) jumlah laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non pengendali; 18 4) total profit (loss) attributable to equity holders of the parent entity and non-controlling interest; 5) total laba (rugi) komprehensif; 18 5) total comprehensive profit (loss); 6) jumlah laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non pengendali; 18 6) total comprehensive profit (loss) attributable to equity holders of the parent entity and non controlling interest; 7) laba (rugi) per saham; 18 7) earning (loss) per share; 8) jumlah aset; 18 8) total assets; 9) jumlah liabilitas; 18 9) total liabilities; 10) jumlah ekuitas; 18 10) total equities; 11) rasio laba (rugi) terhadap jumlah aset; 19 11) profit (loss) to total assets ratio; 12) rasio laba (rugi) terhadap ekuitas; 19 12) profit (loss) to equities ratio; 13) rasio laba penjualan; (rugi) terhadap pendapatan/ 19 13) profit (loss) to income ratio; 14) rasio lancar; 19 14) current ratio; 15) rasio liabilitas terhadap ekuitas; 19 15) liabilities to equities ratio; 16) rasio liabilitas terhadap jumlah aset; dan 19 16) liabilities to total assets ratio; and 17) informasi dan rasio keuangan lainnya yang relevan dengan Emiten atau Perusahaan Publik dan jenis industrinya; 19 17) other information and financial ratios relevant to the Issuer or Public Company and type of industry; b. Informasi Saham b. Stock Information Informasi Saham (jika ada) paling sedikit memuat: Stock Information (if any) at least contains: 1) saham yang telah diterbitkan untuk setiap masa triwulan (jika ada) yang disajikan dalam bentuk perbandingan selama 2 (dua) tahun buku terakhir, paling sedikit meliputi: 1) shares issued for each three-month period in the last 2 (two) fiscal years (if any), at least covering: a) jumlah saham yang beredar; a) number of outstanding shares; b) kapitalisasi pasar berdasarkan harga pada Bursa Efek tempat saham dicatatkan; b) market capitalization based on the price at the Stock Exchange where the shares listed on; c) harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada Bursa Efek tempat saham dicatatkan; dan 28-29 c) highest share price, lowest share price, closing share price at the Stock Exchange where the shares listed on; and d) volume perdagangan pada Bursa Efek tempat saham dicatatkan; d) share volume at the Stock Exchange where the shares listed on; Informasi pada huruf a) diungkap oleh Emiten yang merupakan Perusahaan Terbuka yang sahamnya tercatat maupun tidak tercatat di Bursa Efek; Information in point a) should be disclosed by the Issuer, the public company whose shares is listed or not listed in the Stock Exchange; Informasi pada huruf b), c), dan huruf d) hanya diungkapkan jika Emiten merupakan Perusahaan Terbuka dan sahamnya tercatat di Bursa Efek; Information in point b), point c), and point d) only be disclosed if the Issuer is a public company whose shares is listed in the Stock Exchange;
Keterangan Halaman Page Description 2) dalam hal terjadi aksi korporasi, seperti pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham, informasi saham sebagaimana dimaksud pada angka 1) ditambahkan penjelasan paling sedikit mengenai: 2) in the event of corporate actions, including stock split, reverse stock, dividend, bonus share, and change in par value of shares, then the share price referred to in point 1), should be added with explanation on: a) tanggal pelaksanaan aksi korporasi; a) date of corporate action; b) rasio pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham; 29 b) stock split ratio, reverse stock, dividend, bonus shares, and change in par value of shares; c) jumlah saham beredar sebelum dan sesudah aksi korporasi; dan c) number of outstanding shares prior to and after corporate action; and d) harga saham sebelum dan sesudah aksi korporasi; d) share price prior to and after corporate action; 3) dalam hal terjadi penghentian sementara perdagangan saham (suspension), dan/atau penghapusan pencatatan saham (delisting) dalam tahun buku, Emiten atau Perusahaan Publik menjelaskan alasan penghentian sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) tersebut; dan N/A 3) in the event that the company's shares were suspended and/or delisted trading during the year under review, then the Issuers or Public Company should provide explanation on the reason for the suspension and/or delisting; and from 4) dalam sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) sebagaimana dimaksud pada angka 3) masih berlangsung hingga akhir periode Laporan Tahunan, Emiten atau Perusahaan Publik menjelaskan tindakan yang dilakukan untuk menyelesaikan penghentian sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) tersebut; hal penghentian N/A 4) in the event that the suspension and/or delisting as referred to in point 3) was still in effect until the date of the Annual Report, then the Issuer or the Public Company should also explain the corporate actions taken by the company in resolving the suspension and/or delisting; c. Laporan Direksi 62-77 c. The Board of Directors Report Laporan Direksi paling sedikit memuat: The Board of Directors Report should at least contain the following items: 1) uraian singkat mengenai kinerja Emiten atau Perusahaan Publik, paling sedikit meliputi: 1) the performance of the Issuer or Public Company, at least covering: a) strategi dan kebijakan strategis Emiten atau Perusahaan Publik; 64-68 a) strategy and strategic policies of the Issuer or Public Company; b) perbandingan antara hasil yang dicapai dengan yang ditargetkan; dan 69-73 b) comparison between achievement of results and targets; and c) kendala yang dihadapi Emiten atau Perusahaan Publik; 63-64 c) challenges faced by the Issuer or Public Company; 2) gambaran tentang prospek usaha; 73-74 2) description on business prospects; 3) penerapan tata kelola Emiten atau Perusahaan Publik; dan 74-75 3) implementation of good corporate governance by Issuer or Public Company; and 4) perubahan komposisi anggota Direksi dan alasan perubahannya (jika ada); 77 4) changes in the composition of the Board of Directors and the reason behind (if any); d. Laporan Dewan Komisaris 44-55 d. The Board of Commissioners Report Laporan Dewan Komisaris paling sedikit memuat: The Board of Commissioners Report should at least contain the following items: 1) penilaian terhadap kinerja Direksi mengenai pengelolaan Emiten atau Perusahaan Publik; 2) pengawasan terhadap implementasi strategi Emiten atau Perusahaan Publik; 45-99 45 1) assessment on the performance of the Board of Directors in managing the Issuer or the Public Company; 2) supervision on the implementation of the strategy of the Issuer or Public Company; 3) pandangan atas prospek usaha Emiten atau Perusahaan Publik yang disusun oleh Direksi; 51-53 3) view on the business prospects of the Issuer or Public Company as established by the Board of Directors; 679
680 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description 4) pandangan atas penerapan tata kelola Emiten atau Perusahaan Publik; 51 4) view on the implementation of the corporate governance by the Issuer or Public Company; 5) perubahan anggota Dewan Komisaris dan alasan perubahannya (jika ada); dan komposisi 6) frekuensi dan cara pemberian nasihat kepada anggota Direksi; 54 54 5) changes in the composition of the Board of Commissioners and the reason behind (if any); and 6) the frequency and procedure of providing advice to members of the Board of Directors; e. Profil Emiten atau Perusahaan Publik 88-123 e. Profile of the Issuer or Public Company Profil Emiten atau Perusahaan Publik paling sedikit memuat: Profile of the Issuer or Public Company should cover at least: 1) nama Emiten atau Perusahaan Publik termasuk apabila terdapat perubahan nama, alasan perubahan, dan tanggal efektif perubahan nama pada tahun buku; 90-93 1) name of Issuer or Public Company, including change of name, reason of change, and the effective date of the change of name during the year under review; 2) akses terhadap Emiten atau Perusahaan Publik termasuk kantor cabang atau kantor perwakilan yang memungkinkan masyarakat dapat memperoleh informasi mengenai Emiten atau Perusahaan Publik, meliputi: 90-91 2) access to Issuer or Public Company, including branch office or representative office, where public can have access of information of the Issuer or Public Company, which include: a) alamat; √ a) address; b) nomor telepon; √ b) telephone number; c) nomor faksimile; √ c) facsimile number; d) alamat surat elektronik; dan √ d) e-mail address; and e) alamat Situs Web; √ e) website address; 3) riwayat singkat Emiten atau Perusahaan Publik; 94-95 3) brief history of the Issuer or Public Company; 4) visi dan misi Emiten atau Perusahaan Publik; 96 4) vision and mission of the Issuer or Public Company; 5) kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada tahun buku, serta jenis barang dan/atau jasa yang dihasilkan; 6) struktur organisasi Emiten atau Perusahaan Publik dalam bentuk bagan, paling sedikit sampai dengan struktur 1 (satu) tingkat di bawah Direksi, disertai dengan nama dan jabatan; 100-105 108-109 5) 6) line of business according to the latest Articles of Association, and types of products and/or services produced; structure of organization of the Issuer or Public Company in chart form, at least 1 (one) level below the Board of Directors, with the names and titles; 7) profil Direksi, paling sedikit memuat: 80-84, 339-340, 331-332, 343, 359 7) the Board of Directors profiles include: a) nama dan jabatan yang sesuai dengan tugas dan tanggung jawab; 80-84 a) name and short description of duties and functions; b) foto terbaru; 80-84 b) latest photograph; c) usia; 80-84 c) age; d) kewarganegaraan; 80-84 d) citizenship; e) riwayat pendidikan; 80-84 e) education; f) riwayat jabatan, meliputi informasi: 80-84 f) history position, covering information on: (1) dasar hukum penunjukan sebagai Emiten yang anggota Direksi pada atau Perusahaan bersangkutan; Publik 80-84, 331-332 (1) legal basis for appointment as member of the Board of Directors to the said Issuer or Public Company; (2) rangkap sebagai jabatan, baik anggota Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta jabatan lainnya (jika ada); dan 80-84, 339-340 (2) dual position, as member of the Board of Directors, member of the Board of Commissioners, and/or member of committee, and other position (if any); and (3) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 80-84 (3) working experience and period in and outside the Issuer or Public Company;
Keterangan Halaman Page Description g) pendidikan dan/atau pelatihan yang telah diikuti anggota Direksi dalam meningkatkan kompetensi dalam tahun buku (jika ada); dan 343-344 g) competency education enhancement and/or training program for member of the Board of Directors during the year under review (if any); and h) hubungan Afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, dan pemegang saham utama (jika ada) meliputi nama pihak yang terafiliasi; 359 h) disclosure of affiliation with other members of the Board of Directors, members of the Board of Commissioners, and major shareholders (if any) including name of the affiliated party; 8) profil Dewan Komisaris, paling sedikit memuat: 58-61, 316, 322, 328, 359 8) the Board of Commissioners profiles, at least include: a) nama; 58-61 a) name; b) foto terbaru; 58-61 b) latest photograph; c) usia; 58-61 c) age; d) kewarganegaraan; 58-61 d) citizenship; e) riwayat pendidikan; 58-61 e) education; f) riwayat jabatan, meliputi informasi: 58-61 f) history position, covering information on: (1) dasar hukum penunjukan sebagai anggota Dewan Komisaris yang Komisaris bukan Emiten Independen atau yang bersangkutan; merupakan pada Perusahaan Publik 58-61, 316 (1) legal basis the appointment for the Board of as member of not is Commissioners Independent Commissioner at the said Issuer or Public Company; who (2) dasar hukum penunjukan pertama kali sebagai anggota Dewan merupakan yang Komisaris Komisaris Independen pada Emiten atau yang bersangkutan; Perusahaan Publik 58-61, 316 (2) legal bases for the first appointment as member of the Board of Commissioners who also Independent Commissioner at the said Issuer or Public Company; (3) rangkap sebagai jabatan, baik anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta jabatan lainnya (jika ada); dan 58-61, 322 (3) dual position; as member of the Board of Commissioners, member of the Board of Directors, and/ or member of committee and other position (if any); and (4) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 58-61 (4) working experience and period in and outside the Issuer or Public Company; g) pendidikan dan/atau pelatihan yang telah diikuti anggota Dewan Komisaris dalam meningkatkan kompetensi dalam tahun buku (jika ada); 325 g) competency education enhancement and/or training program for member of the Board of Commissioner during the year under review (if any); h) hubungan Afiliasi dengan anggota Dewan Komisaris lainnya dan pemegang saham utama (jika ada) meliputi nama pihak yang terafiliasi; dan 359 h) affiliation with other members of the Board of Commissioners, and major shareholders (if any) including name of the affiliated party; and i) pernyataan Komisaris Komisaris Independen Independen telah menjabat lebih dari 2 (dua) periode (jika ada); independensi hal dalam 328 i) statement of independence of Independent the Commissioner Independent Commissioner has been appointed more than 2 (two) periods (if any); in the event that 9) dalam hal terdapat perubahan susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terjadi setelah tahun buku sampai dengan batas waktu berakhir penyampaian Laporan Tahunan, susunan yang dicantumkan dalam Laporan Tahunan adalah susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terakhir dan sebelumnya; √ 9) in the event that there were changes in the composition of the Board of Commissioners and/or the Board of Directors occurring between the period after year-end until the date the Annual Report submitted, then the last and the previous composition of the Board of Commissioners and/or the Board of Directors shall be stated in the Annual Report; 10) jumlah karyawan dan deskripsi sebaran tingkat pendidikan dan usia karyawan dalam tahun buku; 126-142 10) number of employees and description of distribution of education level and age of the employee in the year under review; 681
682 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description 11) nama pemegang saham dan persentase kepemilikan pada akhir tahun buku, yang terdiri dari: a) pemegang saham yang memiliki 5% (lima persen) atau lebih saham Emiten atau Perusahaan Publik; 11) names of shareholders and ownership percentage at the end of the fiscal year, including: a) shareholders having 5% (five percent) or more shares of Issuer or Public Company; b) anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Emiten atau Perusahaan Publik; dan 28, 307 b) Commissioners and Directors who own shares of the Issuers or Public Company; and c) kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang masing-masing memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik; c) groups of public shareholders, or groups of shareholders, each with less than 5% (five percent) ownership shares of the Issuers or Public Company; 12) jumlah pemegang saham dan persentase kepemilikan per akhir tahun buku berdasarkan klasifikasi: a) kepemilikan institusi lokal; 12) number of shareholders and ownership percentage at the end of the fiscal year, based on: a) ownership of local institutions; 28, 307 b) kepemilikan institusi asing; b) ownership of foreign institutions; c) kepemilikan individu lokal; dan c) ownership of local individual; and d) kepemilikan individu asing; d) ownership of foreign individual; 13) 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 bagan; 28, 307 13) information on major shareholders and controlling shareholders the Issuers of Public Company, directly or indirectly, and also individual shareholder, presented in the form of scheme or diagram; 14) nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau Perusahaan Publik memiliki pengendalian bersama persentase kepemilikan saham, bidang usaha, total aset, dan status operasi Emiten atau Perusahaan Publik tersebut (jika ada); beserta entitas, Untuk entitas anak, ditambahkan informasi mengenai alamat entitas anak tersebut; 106-107, 114-116, 121-123 14) name of subsidiaries, associated companies, joint venture controlled by Issuers or Public Company, with entity, percentage of stock ownership, total assets line of business, and operating status of the Issuers of Public Company (if any); For subsidiaries, include the addresses of the said subsidiaries; 15) kronologi pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal pencatatan hingga akhir tahun buku serta nama Bursa Efek dimana saham Emiten atau Perusahaan Publik dicatatkan (jika ada); 29 15) chronology of share listing, number of shares, par value, and bid price from the beginning of listing up to the end of the financial year, and name of Stock Exchange where the Issuers of Public Company shares are listed; 16) kronologi pencatatan Efek lainnya selain Efek sebagaimana dimaksud pada angka 15), yang paling sedikit memuat nama Efek, tahun penerbitan, tanggal jatuh tempo, nilai penawaran, dan peringkat Efek (jika ada); 29 16) chronology of securities listing in addition to the said security in point 15), which at least should contain the name of the Securities, year of issuance, date of maturity, bid price, and rating of the securities (if any); 17) nama dan alamat lembaga dan/atau profesi penunjang pasar modal; 117 17) name and address of capital market supporting institutions and/or professionals; 18) dalam hal terdapat profesi penunjang pasar modal yang memberikan jasa secara berkala kepada Emiten atau Perusahaan Publik, diungkapkan informasi mengenai jasa yang diberikan, komisi (fee), dan periode penugasan; dan 405 18) in the event that the capital market supporting professionals provide services on a regular basis to the Issuer or the Public Company, then information on the services provided, fee and period of assignment should be disclosed; and 19) penghargaan dan/atau sertifikasi yang diterima Emiten atau Perusahaan Publik baik yang berskala nasional maupun internasional dalam tahun buku terakhir (jika ada), yang memuat: 30-36 19) awards and/or certification of national and international scales bestowed on the Issuer or Public Company during the last fiscal year (if any), covering: a) nama penghargaan dan/atau sertifikasi; 30-36 a) name of award and/or certification; b) badan atau lembaga yang memberikan; dan 30-36 b) organization/institution awards; and that gives the c) masa berlaku penghargaan dan/atau sertifikasi (kalau ada); 30-36 c) award/certificate validity period (if any);
Keterangan Halaman Page Description f. Analisis dan Pembahasan Manajemen f. Management Discussion and Analysis Analisis dan pembahasan manajemen memuat analisis dan pembahasan mengenai laporan keuangan dan informasi penting lainnya dengan penekanan pada perubahan material yang terjadi dalam tahun buku, yaitu paling sedikit memuat: 158-291 Management Analysis and Discussion Annual should contain discussion and analysis on financial statements and other material information emphasizing material changes that occurred during the year under review, at least including: 1) tinjauan operasi per segmen operasi sesuai dengan jenis industri Emiten atau Perusahaan Publik, paling sedikit mengenai: a) produksi, yang meliputi proses, kapasitas, dan perkembangannya; 174-254 174-254 1) operational review per business segment, according to the type of industry of the Issuer or Public Company including: a) production, including process, capacity, and growth; b) pendapatan/penjualan; dan 249-254 b) income/sales; and c) profitabilitas; 254 c) profitability; 2) kinerja yang mencakup perbandingan kinerja keuangan dalam 2 (dua) tahun buku terakhir, penjelasan tentang penyebab adanya perubahan dan dampak perubahan tersebut, paling sedikit mengenai: keuangan komprehensif a) aset lancar, aset tidak lancar, dan total aset; 246-261 255-257 2) comprehensive financial performance analysis which includes a comparison between the financial performance of the last 2 (two) fiscal years, and explanation on the causes and effects of such changes, among others concerning: a. current assets, non-current assets, and total assets; b) liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas; 257-259 b) short term liabilities, long term liabilities, total liabilities; c) ekuitas; 260 c) equities; d) pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba (rugi) komprehensif; dan 249-254 d) sales/operating expenses and profit (loss), other comprehensive revenues, and total comprehensive profit (loss); and revenues, e) arus kas; 261 e) cash flows; 3) kemampuan membayar utang dengan menyajikan perhitungan rasio yang relevan; 265 3) the capacity to pay debts by including the computation of relevant ratios; 4) tingkat kolektibilitas piutang Emiten atau Perusahaan Publik dengan menyajikan perhitungan rasio yang relevan; 266 4) accounts receivable collectability of the Issuer or Public Company, including the computation of the relevant ratios; 5) struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure) tersebut disertai dasar penentuan kebijakan dimaksud; 266-267 5) capital structure and management policies concerning capital structure, including the basis for determining the said policy; 6) bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan paling sedikit meliputi: a) tujuan dari ikatan tersebut; 268-269 √ 6) discussion on material ties for the investment of capital goods, including the explanation on at least: a) the purpose of such ties; b) sumber dana yang diharapkan untuk memenuhi ikatan tersebut; √ b) source of funds expected to fulfill the said ties; c) mata uang yang menjadi denominasi; dan √ c) currency of denomination; and d) langkah yang direncanakan Emiten atau Perusahaan Publik untuk melindungi risiko dari posisi mata uang asing yang terkait; √ d) steps taken by the Issuer of Public Company to protect the position of a related foreign currency against risks; 7) bahasan mengenai investasi barang modal yang direalisasikan dalam tahun buku terakhir, paling sedikit meliputi: a) jenis investasi barang modal; 269 √ 7) discussion on investment of capital goods which was realized in the last fiscal year, at least include: a) type of investment of capital goods; b) tujuan investasi barang modal; dan √ b) objective of the investment of capital goods; and c) nilai investasi barang modal yang dikeluarkan; √ c) value of the investment of capital goods; 683
684 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description 8) informasi dan fakta material yang terjadi setelah tanggal laporan akuntan (jika ada); 9) prospek usaha dari Emiten atau Perusahaan Publik dikaitkan dengan kondisi industri, ekonomi secara umum dan pasar internasional disertai data pendukung kuantitatif dari sumber data yang layak dipercaya; 270-271 279-281 8) material Information and facts that occurring after the date of the accountant's report (if any); 9) information on the prospects of the Issuer or the Company in connection with industry,economy in general, accompanied with supporting quantitative data if there is a reliable data source; 10) perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai (realisasi), mengenai: a) pendapatan/penjualan; 10) comparison between target/projection at beginning of year and result (realization), concerning: a) income/sales; b) laba (rugi); 264 b) profit (loss); c) struktur modal (capital structure); atau c) capital structure; or d) hal lainnya yang dianggap penting bagi d) others that deemed necessary for the Emiten atau Perusahaan Publik; Issuer or Public Company; 11) target/proyeksi yang ingin dicapai Emiten atau Perusahaan Publik untuk 1 (satu) tahun mendatang, mengenai: a) pendapatan/penjualan; 11) target/projection at most for the next one year of the Issuer or Public Company, concerning: a) income/sales; b) laba (rugi); 264-265 b) profit (loss); c) struktur modal (capital structure); c) capital structure; or d) kebijakan dividen; atau d) dividend policy; e) hal lainnya yang dianggap penting bagi e) or others that deemed necessary for the Emiten atau Perusahaan Publik; Issuer or Public Company; 12) aspek pemasaran atas barang dan/atau jasa Emiten atau Perusahaan Publik, paling sedikit mengenai strategi pemasaran dan pangsa pasar; 282-286 12) marketing aspects of the company's products and/or services the Issuer or Public Company, among others marketing strategy and market share; 13) uraian mengenai dividen selama 2 (dua) tahun buku terakhir (jika ada), paling sedikit: 272 13) description regarding the dividend policy during the last 2 (two) fiscal years, at least: a) kebijakan dividen; √ a) dividend policy; b) tanggal pembayaran dividen kas dan/ atau tanggal distribusi dividen non kas; √ b) the date of the payment of cash dividend and/or date of distribution of non-cash dividend; c) jumlah dividen per saham (kas dan/atau non kas); dan √ c) amount of cash per share (cash and/or non cash); and d) jumlah dividen per tahun yang dibayar; √ d) amount of dividend per year paid; 14) realisasi penggunaan dana hasil Penawaran Umum, dengan ketentuan: 14) use of proceeds from Public Offerings, under the condition of: a) dalam hal selama tahun buku, Emiten kewajiban menyampaikan memiliki laporan realisasi penggunaan dana, maka diungkapkan realisasi penggunaan dana hasil Penawaran Umum secara kumulatif sampai dengan akhir tahun buku; dan 273 a) during the year under review, on which the Issuer has the obligation to report the realization of the use of proceeds, then the realization of the cumulative use of proceeds until the year end should be disclosed; and b) dalam perubahan penggunaan dana sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan tentang Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum, maka Emiten menjelaskan perubahan tersebut; hal terdapat b) in the event that there were changes in the use of proceeds as stipulated in the Regulation of the Financial Services Authority on the Report of the Utilization of Proceeds from Public Offering, then Issuer should explain the said changes; 15) informasi material (jika ada), 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, antara lain memuat: 273-274 15) material information (if any), among others concerning investment, expansion, divestment, acquisition, restructuring, debt/capital related parties and transactions with transactions with conflict of that occurred during the year under review, among others include: interest
685 Keterangan Halaman Page Description a) tanggal, nilai, dan objek transaksi; √ a) transaction date, value, and object; b) nama pihak yang melakukan transaksi; √ b) name of transacting parties; c) sifat hubungan Afiliasi (jika ada); √ c) nature of related parties (if any); d) penjelasan transaksi; dan mengenai kewajaran √ d) description of transaction; and the fairness of the e) pemenuhan ketentuan terkait; √ e) compliance with regulations; related rules and 16) perubahan ketentuan peraturan perundang- undangan yang berpengaruh signifikan terhadap Emiten atau Perusahaan Publik dan dampaknya terhadap laporan keuangan (jika ada); dan 276-277 16) changes in regulation which have a significant effect on the Issuer or Public Company and impacts on the company (if any); and 17) perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan (jika ada); 278 17) changes in the accounting policy, rationale and impact on the financial statement (if any); g. Tata Kelola Emiten atau Perusahaan Publik 292-431 g. Corporate Governance of the Issuer or Public Company Tata kelola Emiten atau Perusahaan Publik paling sedikit memuat uraian singkat mengenai: Corporate Governance of the Issuer or Public Company contains at least: 1) Direksi, mencakup antara lain: 330-345 1) the Board of Directors, covering: a) tugas dan masing anggota Direksi; tanggung jawab masing- 332-337 a) the tasks and responsibilities of each member of the Board of Directors; b) pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi; 344-345 b) statement that the Board of Directors has already have board manual or charter; c) prosedur, dasar penetapan, struktur, dan besarnya remunerasi masing-masing anggota Direksi, serta hubungan antara remunerasi dengan kinerja Emiten atau Perusahaan Publik; 348-349 c) procedure, legal basis, structure, and amount of remuneration of each member of the Board of Directors, relation between remuneration and performance of the Issuer or Public Company; d) kebijakan dan pelaksanaan tentang frekuensi rapat Direksi, termasuk rapat bersama Dewan Komisaris, dan tingkat kehadiran anggota Direksi dalam rapat tersebut; 350-358 d) the policies and the frequency of the meeting of the Board of Directors, including the joint meeting with Board of Commissioners, and attendance of member of the Board of Directors in the said meeting; e) informasi mengenai keputusan RUPS 1 (satu) tahun sebelumnya, meliputi: 309-311 e) information on the resolution from the AGM of the previous 1 (one) year, covering: (1) keputusan RUPS yang direalisasikan pada tahun buku; dan √ (1) AGM resolutions that were realized during the fiscal year; and (2) alasan dalam hal terdapat keputusan yang belum direalisasikan; √ (2) explanation resolution; for the unrealized f) informasi mengenai keputusan RUPS pada tahun buku, meliputi: 311-315 f) information regarding the AGM resolution in the year under review, including: (1) keputusan RUPS yang direalisasikan pada tahun buku; dan √ (1) AGM resolutions that were realized during the fiscal year; and (2) alasan dalam hal terdapat keputusan yang belum direalisasikan; dan √ (2) explanation resolution; for the unrealized g) penilaian terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi; N/A g) assessment on the performance of the committee under the Board of Directors; 2) Dewan Komisaris, mencakup antara lain: 316-329 2) the Board of Commissioners, among others include: a) tugas dan Komisaris; tanggung jawab Dewan 318-321 a) duties and responsibilities of the Board of Commissioners; b) pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan Komisaris; 326 b) statement that the Board of Commissioner has already have the board manual or charter; c) prosedur, dasar penetapan, struktur, dan remunerasi masing-masing besarnya anggota Dewan Komisaris; 348-349 c) procedure, legal basis, structure, and amount of remuneration for each member of Board of Commissioners;
686 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description d) kebijakan dan pelaksanaan tentang rapat Dewan Komisaris, frekuensi termasuk rapat bersama Direksi, dan tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut; 350-358 d) policies and frequency of meeting of the Board of Commissioners, including meeting with the Board of Directors, and attendance of each member of the Board of Commissioners in the said meetings; e) kebijakan Emiten atau Perusahaan Publik kinerja tentang penilaian anggota Direksi dan anggota Dewan Komisaris dan pelaksanaannya, paling sedikit meliputi: terhadap 346-347 e) policies of the Issuer or Public Company the regarding performance of the Board of Directors and Board of Commissioners and the implementation, at least covering: the assessment on (1) prosedur pelaksanaan penilaian kinerja; √ (1) procedure for the implementation of performance assessment; (2) kriteria yang digunakan; dan √ (2) criteria for assessment; and (3) pihak yang melakukan penilaian; √ (3) assessor; f) penilaian terhadap kinerja komite yang mendukung pelaksanaan tugas Dewan Komisaris; dan 53-54 f) assessment on the committees under Commissioners; and the performance of the Board of g) dalam hal Dewan Komisaris tidak membentuk Komite Nominasi dan Remunerasi, dimuat informasi paling sedikit mengenai: 369-375 g) the Board of that in the event Commissioners establish does the Nomination and Remuneration Committee, than should contain at least: not (1) alasan tidak dibentuknya komite; dan N/A (1) reason not to establish the committee; and (2) prosedur nominasi dan remunerasi yang dilakukan dalam tahun buku; 374-375 (2) procedure nomination and remuneration performed in the year under review; of 3) Dewan Pengawas Syariah, bagi Emiten atau Perusahaan Publik yang menjalankan kegiatan usaha berdasarkan prinsip syariah sebagaimana tertuang dalam anggaran dasar, paling sedikit memuat: 3) Sharia Supervisory Board, for Issuer or Public Company that conduct business based on sharia law, as stipulated in the articles of association, at least containing: a) nama; a) name; b) tugas dan tanggung Pengawas Syariah; dan jawab Dewan N/A b) duty and responsibility of Sharia Supervisory Board; and c) frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan Prinsip Syariah di Pasar Modal terhadap Emiten atau Perusahaan Publik; c) frequency and procedure in providing advice and suggestion, as well as the compliance of Sharia Principles by the Issuer or Public Company in the Capital Market; 4) Komite Audit, mencakup antara lain: 362-368 4) Audit Committee, among others covering: a) nama dan jabatannya keanggotaan komite; dalam 58-59, 364-365 a) name and position in the committee; b) usia; 58-59, 364-365 b) age; c) kewarganegaraan; 58-59, 364-365 c) citizenship; d) riwayat pendidikan; 58-59, 364-365 d) education background; e) riwayat jabatan, meliputi informasi: 58-59, 362-365 e) history of position; including: (1) dasar hukum penunjukan sebagai anggota komite; 362-363 (1) legal basis for the appointment as member of the committee; (2) rangkap sebagai jabatan, baik anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta jabatan lainnya (jika ada); dan 365 (2) dual position, as member of Board of Commissioners, member of Board of Directors, and/or member of committee, and other position (if any); and (3) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 58-59, 364-365 (3) working experience and period in and outside the Issuer or Public Company; f) periode dan masa Komite Audit; jabatan anggota 362-363 f) period and terms of office of the member of Audit Committee; g) pernyataan independensi Komite Audit; 365 g) statement of independence of the Audit Committee;
Keterangan Halaman Page Description h) kebijakan dan pelaksanaan tentang frekuensi rapat Komite Audit dan tingkat kehadiran anggota Komite Audit dalam rapat tersebut; 367 h) policies and the the Audit frequency of meeting of Committee and attendance of member of Audit Committee; implementation of i) pendidikan dan/atau pelatihan yang telah diikuti dalam tahun buku (jika ada); dan 366 i) education and/or training during the year under review (if any); and j) pelaksanaan kegiatan Komite Audit pada tahun buku sesuai dengan yang dicantumkan dalam pedoman atau piagam (charter) Komite Audit; 367 j) the activities of the Audit Committee in the year under review, in accordance with the Audit Committee Charter; 5) komite lain yang dimiliki Emiten atau Perusahaan Publik dalam rangka mendukung fungsi dan tugas Direksi dan/atau Dewan Komisaris, seperti Komite Nominasi dan Remunerasi, mencakup antara lain: a) nama dan jabatannya dalam keanggotaan komite; 376-382 58-60, 378-379 5) other committee of the Issuer or the Public Company formed to support the function and duty of the Board of Directors and/or the Board of Commissioners, such as Nomination and Remuneration Committee, containing: a) name and position in the Committee; b) usia; 58-60, 378-379 b) age; c) kewarganegaraan; 58-60, 378-379 c) citizenship; d) riwayat pendidikan; 58-60, 378-379 d) education background; e) riwayat jabatan, meliputi informasi: e) history of position, including: (1) dasar hukum penunjukan sebagai anggota komite; 58-60, 377 (1) legal basis for the appointment as member of the committee; (2) rangkap sebagai jabatan, baik anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta jabatan lainnya (jika ada); dan 379 (2) dual position, as member of Board of Commissioners, member of Board of Directors, and/or member of committee, and other position (if any); and (3) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 58-60, 377 (3) working experience and period in and outside the Issuer or Public Company; f) periode dan masa komite; jabatan anggota 377 f) period and terms of office of the member of Audit Committee; g) uraian tugas dan tanggung jawab; 379-380 g) description of duty and responsibility; h) pernyataan bahwa telah memiliki pedoman atau piagam (charter) komite; 381 h) statement that the Committee has already have the Charter; i) pernyataan independensi komite; 379 i) statement of Committee; independence of j) tentang kebijakan dan pelaksanaan frekuensi tingkat rapat komite dan kehadiran anggota komite dalam rapat tersebut; 380-381 j) policies and frequency of meeting of the committee, and attendance of each member of the committee in the said meetings; k) pendidikan dan/atau pelatihan yang telah diikuti dalam tahun buku (jika ada); dan 380 k) education and/or training during the year under review (if any); and l) uraian singkat pelaksanaan kegiatan komite pada tahun buku; 381 l) brief description on the activities of the committee; 6) Sekretaris Perusahaan, mencakup antara lain: 385-395 6) Corporate Secretary, including: a) nama; 385 a) name; b) domisili; 385 b) domicile; c) riwayat jabatan, meliputi informasi: 385 c) history of position, including: (1) dasar hukum penunjukan sebagai Sekretaris Perusahaan; dan 385 (1) legal basis for the appointment as Corporate Secretary; and (2) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 385 (2) working experience and period in and outside the Issuer or Public Company; d) riwayat pendidikan; 385 d) education background; 687 the
688 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description e) pendidikan dan/atau pelatihan yang diikuti dalam tahun buku; dan 386 e) education and/or training during the year under review; and f) uraian Sekretaris Perusahaan pada tahun buku; singkat pelaksanaan tugas 386-395 f) brief description on the implementation of duties of the Corporate Secretary in the year under review; 7) Unit Audit Internal, mencakup antara lain: 396-404 7) Internal Audit Unit, among others including: a) nama kepala Unit Audit Internal; 397-398 a) name of Head of Internal Audit Unit; b) riwayat jabatan, meliputi informasi: 397-398 b) history of position, including: (1) dasar hukum penunjukan sebagai kepala Unit Audit Internal; dan 397 (1) legal basis for the appointment as Head of Internal Audit Unit; and (2) pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 397-398 (2) working experience and period in and outside the Issuer or Public Company; c) kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada); 398 c) qualification or certification as internal auditor (if any); d) pendidikan dan/atau pelatihan yang diikuti dalam tahun buku; 398-399 d) education and/or training during the year under review; e) struktur dan kedudukan Unit Audit Internal; 396-397 e) structure and position of Internal Audit Unit; f) uraian tugas dan tanggung jawab; 398 f) description of duties and responsibilities; g) pernyataan telah memiliki pedoman atau piagam (charter) Unit Audit Internal; dan bahwa 399 g) statement that the Internal Audit Unit has already have Internal Audit Unit charter; and h) uraian singkat pelaksanaan tugas Unit Audit Internal pada tahun buku; 399-400 h) brief description on the implementation of duty of Internal Audit Unit during the year under review; 8) uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh Emiten atau Perusahaan Publik, paling sedikit mengenai: a) pengendalian keuangan dan operasional, terhadap peraturan serta kepatuhan perundang-undangan lainnya; dan 416-418 416-418 8) description on internal control system adopted by the Issuer or Public Company, at least covering: a) financial and operational control, and compliance to the other prevailing rules; and b) tinjauan pengendalian internal; atas efektivitas sistem 418 b) review on the effectiveness of internal control systems; 9) sistem manajemen risiko yang diterapkan oleh Emiten atau Perusahaan Publik, paling sedikit mengenai: 406-415 9) risk management system implemented by the company, at least includes: a) gambaran sistem manajemen risiko Emiten atau Perusahaan Publik; umum mengenai 406-409 a) general description about the company's risk management system the Issuer or Public Company; b) jenis risiko dan cara pengelolaannya; dan 411-415 b) types of risk and the management; and c) tinjauan atas efektivitas sistem manajemen risiko Emiten atau Perusahaan Publik; 410-411 c) risk the effectiveness of review management system applied by the Issuer or Public Company; the 10) perkara penting yang dihadapi oleh Emiten atau Perusahaan Publik, entitas anak, anggota Direksi dan anggota Dewan Komisaris (jika ada), antara lain meliputi: a) pokok perkara/gugatan; 420-421 √ 10) important cases faced by the Issuer or Public Company, subsidiaries, current members of the Board of Commissioners and the Board of Directors, among others include: a) substance of the case/claim; b) status penyelesaian perkara/gugatan; dan √ b) status of settlement of case/claim; and c) pengaruhnya terhadap kondisi Emiten atau Perusahaan Publik; √ c) potential impacts on the condition of the Issuer or Public Company;
Keterangan Halaman Page Description 11) 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 (jika ada); 421 11) information about administrative sanctions imposed to Issuer or Public Company, members of the Board of Commissioners and the Board of Directors, by the Capital Market Authority and other authorities during the last fiscal year (if any); 12) informasi mengenai kode etik Emiten atau Perusahaan Publik meliputi: 422 12) information about codes of conduct of the Issuer or Public Company, includes: a) pokok-pokok kode etik; √ a) key points of the code of conduct; b) bentuk sosialisasi kode etik dan upaya penegakannya; dan √ b) socialization of the code of conduct and enforcement; and c) pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan karyawan Emiten atau Perusahaan Publik; √ c) statement that the code of conduct is applicable for the Board of Commissioners, the Board of Directors, and employees of the Issuer of Public Company; 13) informasi mengenai budaya perusahaan (corporate culture) atau nilai-nilai perusahaan (jika ada); 98 13) information about corporate culture (if any) of the Issuer or Public Company; 14) uraian mengenai program kepemilikan saham oleh karyawan dan/atau manajemen yang dilaksanakan Emiten atau Perusahaan Publik (jika ada), antara lain mengenai: a) jumlah saham dan/atau opsi; 273 14) description of employee or management stock ownership program of the Issuer or Public Company, among others contains: a) number of share and/or option; b) jangka waktu pelaksanaan; b) period; c) persyaratan karyawan manajemen yang berhak; dan dan/atau c) requirement for eligible employee and/or management; and d) harga pelaksanaan; d) exercised price; 15) uraian pelaporan pelanggaran (whistleblowing system) di Emiten atau Perusahaan Publik (jika ada), antara lain meliputi: mengenai sistem 422-425 15) description of whistleblowing system at the Issuer or Public Company (if any), among others include: a) cara penyampaian laporan pelanggaran; √ a) mechanism for violation reporting; b) perlindungan bagi pelapor; √ b) protection for the whistleblower; c) penanganan pengaduan; √ c) handling of violation reports; d) pihak yang mengelola pengaduan; dan √ d) unit responsible for handling of violation report; and e) hasil dari penanganan pengaduan, paling sedikit meliputi: √ e) results from violation report handling, at least includes: (1) jumlah pengaduan yang masuk dan diproses dalam tahun buku; dan √ (1) number of complaints received and processed during the fiscal year; and (2) tindak lanjut pengaduan; √ (2) follow up of complaints; 16) penerapan atas Pedoman Tata Kelola Perusahaan Terbuka bagi Emiten yang menerbitkan Efek Bersifat Ekuitas atau Perusahaan Publik, meliputi: a) pernyataan mengenai rekomendasi yang telah dilaksanakan; dan/atau 426-427 √ 16) implementation of the Guidelines of Corporate Governance for Public Companies for Issuer issuing Equity-based Securities or Public Company, including: a) statement regarding recommendation that have been implemented; and/or b) penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif pelaksanaannya (jika ada); √ b) description of recommendation that have not been implemented, along with the reason and alternatives of implementation (if any); h. Tanggung Jawab Sosial dan Lingkungan Emiten atau Perusahaan Publik 434-455 h. Social and Environmental Responsibility of the Issuer or Public Company 1) Informasi mengenai tanggung jawab sosial dan lingkungan Emiten atau Perusahaan Publik meliputi kebijakan, jenis program, dan biaya yang dikeluarkan, antara lain terkait aspek: 1) Information on social and environmental responsibility of the Issuer or Public Company that covers policies, types of programs, and cost, among others related to: 689
690 Referensi SEOJK Nomor 30-SEOJK.04-2016: Laporan Tahunan Perusahaan Publik SEOJK Reference No. 30-SEOJK.04-2016: Annual Report of Public Company Keterangan Halaman Page Description a) lingkungan hidup, antara lain: 440-442 & SR 2016 a) environment, among others: (1) penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang; 440-442 (1) the use of environmentally friendly and recyclable materials and energy; (2) sistem pengolahan limbah Emiten atau Perusahaan Publik; 440-442 (2) the waste treatment systems of the Issuer or Public Company; (3) mekanisme pengaduan masalah lingkungan; dan 442 (3) mechanism for filling complaint on environmental issues; and (4) sertifikasi di bidang lingkungan yang dimiliki; 442 (4) environmental certifications; b) praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, antara lain: 443-449, 135- 136 & SR 2016 b) employment practices, occupational health and safety, among others: (1) kesetaraan gender dan kesempatan kerja; 135-136 (1) gender equality and equal work opportunity; (2) sarana dan keselamatan kerja; 444-449 (2) work and safety facilities; (3) tingkat karyawan; perpindahan (turnover) 130 (3) employee turnover; (4) tingkat kecelakaan kerja; 444-446 (4) work incident rate; (5) pendidikan dan/atau pelatihan; 444-448, 130-131 (5) education and/or training; (6) remunerasi; dan 138 (6) remuneration; and (7) mekanisme pengaduan masalah ketenagakerjaan; 424-425 (7) mechanism for filling complaint on employment issues; c) pengembangan sosial kemasyarakatan, antara lain: dan 438-439, 450-452 & SR 2016 c) social and community development, among others: (1) penggunaan tenaga kerja lokal; 132-133 (1) the use of local work force; (2) pemberdayaan masyarakat sekitar Emiten atau Perusahaan Publik antara lain melalui penggunaan bahan baku yang dihasilkan oleh masyarakat atau pemberian edukasi; 450-452 (2) empowerment of local communities among others through the use of raw material produced by the community or by providing education; (3) perbaikan sarana dan prasarana sosial; 450-452 (3) improvement of public social facilities and infrastructure; (4) bentuk donasi lainnya; dan 438-439, 452 (4) other form of donation; and (5) komunikasi mengenai kebijakan dan prosedur anti korupsi di Emiten atau Perusahaan Publik, serta pelatihan mengenai anti korupsi (jika ada); 423 (5) dissemination of the policies and procedures of anti-corruption at the Issuers or Public Company, and training on anti-corruption (if any); d) tanggung jawab barang dan/atau jasa, antara lain: 453-455 & SR 2016 d) products and/or services responsibilities, among others: (1) kesehatan konsumen; dan keselamatan 453-454 (1) consumers' health and safety; (2) informasi barang dan/atau jasa; dan 453-454 (2) products and/or services information; and (3) sarana, jumlah, dan penanggulangan atas pengaduan konsumen. 454-455 (3) facilities, number, and resolution of consumer complaint. 2) Dalam hal Emiten atau Perusahaan Publik menyajikan informasi mengenai tanggung jawab sosial dan lingkungan sebagaimana dimaksud pada angka 1) pada laporan tersendiri seperti laporan tanggung jawab laporan sosial keberlanjutan (sustainability report), Emiten atau Perusahaan Publik dikecualikan untuk mengungkapkan mengenai tanggung jawab sosial dan lingkungan dalam Laporan Tahunan; dan lingkungan informasi atau dan √ 2) In the event that the Issuer or the Public Company imparts information on social and environmental responsibility as referred to in point 1) in separate report such corporate social and environmental responsibility report, or sustainability report, then the Issuers or the Public Company is excluded from disclosing information on social and environmental responsibility in Annual Report; and
Keterangan Halaman Page Description 3) Laporan sebagaimana dimaksud pada angka 2) disampaikan kepada Otoritas Jasa Keuangan bersamaan dengan penyampaian Laporan Tahunan; √ 3) The said report in point 2) should be submitted to the Financial Service Authority along with the Annual Report; i. Laporan Keuangan Tahunan yang Telah Diaudit 457-671 i. Audited Annual Financial Statement Laporan keuangan tahunan yang dimuat dalam Laporan Tahunan disusun sesuai dengan Standar Akuntansi Keuangan di Indonesia dan telah diaudit oleh Akuntan. Laporan keuangan dimaksud memuat pernyataan mengenai pertanggungjawaban atas laporan keuangan sebagaimana diatur dalam peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai tanggung jawab Direksi atas laporan keuangan atau peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai laporan berkala Perusahaan Efek dalam hal Emiten merupakan Perusahaan Efek; dan √ Financial Statements included in Annual Report should be prepared in accordance with the Financial Accounting Standards in Indonesia and audited by an Accountant. The said financial statement should be included with statement of responsibility for financial report as stipulated in the legislations in the Capital Markets sector governing the responsibility of the Board of Directors on the financial report or the legislations in the Capital Markets sector governing the periodic reports of securities company in the event the Issuer is a Securities Company; and j. Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris tentang Tanggung Jawab atas Laporan Tahunan 86-87 j. Letter of Statement of the Board of Directors and the Board of Commissioners regarding the Responsibility for Annual Reporting Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan disusun sesuai dengan format Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris Jawab atas Laporan Tahunan sebagaimana tercantum dalam Lampiran yang merupakan bagian tidak Jasa terpisahkan dari Surat Edaran Otoritas Keuangan ini. tentang Tanggung √ Letter of statement of the Board of Directors and the Board of Commissioners regarding the responsibility for Annual Reporting should be prepared according to the format of letter of statement of member of Board of Directors and the Board of Commissioners regarding the responsibility for Annual Reporting as attached in the Attachment, which is an integral part of this Circulation Letter of the Financial Services Authority. 691
692 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations I. Umum I. General 1. Laporan tahunan disajikan dalam bahasa Indonesia yang baik dan benar dan dianjurkan menyajikan juga dalam bahasa Inggris √ 1. The Annual Report shall be written in good and correct Indonesian, and is recommended to be presented in English 2. Laporan tahunan dicetak dengan kualitas yang baik dan menggunakan jenis dan ukuran huruf yang mudah dibaca √ 2. The Annual Report shall be printed with good quality using readable type and size of fonts 3. Laporan tahunan mencantumkan identitas perusahaan dengan jelas Nama perusahaan dan tahun annual report ditampilkan di: 1. Sampul muka; 2. Samping; 3. Sampul belakang; dan 4. Setiap halaman. √ 3. The Annual Report shall present clear identity of the company Company name and the annual report financial year shall be presented on: 1. Front Cover; 2. Side Cover; 3. Back Cover; and 4. Every page 4. Laporan tahunan ditampilkan di website perusahaan 4. The Annual Report shall be posted in the company's website Mencakup laporan tahunan terkini dan paling kurang 4 tahun terakhir. √ Including the latest annual report as well as those for the last four years, at least. II. Ikhtisar Data Keuangan Penting II. Key Financial Highlights 1. Informasi hasil usaha perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun 18-21 1. Income statement in comparison for 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. Penjualan/pendapatan usaha; 2. Laba (rugi): a. Diatribusikan kepada pemilik entitas induk; dan b. Diatribusikan kepada kepentingan nonpengendali; √ √ Information contains the following: 1. Income; 2. Profit (loss): a. Attributable to equity holders of the parent entity; and 3. Penghasilan komprehensif periode berjalan : √ b. Attributable to non controlling interest; 3. Total comprehensive profit (loss): a. Diatribusikan kepada pemilik entitas induk; dan b. Diatribusikan kepada kepentingan nonpengendali; a. Attributable to equity holders of the parent entity; and dan 4. Laba (rugi) per saham. √ b. Attributable to non controlling interest; 4. Earning (loss) per share. Catatan: Apabila perusahaan tidak memiliki entitas anak, perusahaan menyajikan laba (rugi) dan penghasilan komprehensif periode berjalan secara total. Note: If the company does not have subsidiaries, the profit (loss) and other comprehensive income is presented in total. 2. Informasi posisi keuangan perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun 18-21 2. Financial position in comparison for 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. Jumlah investasi pada entitas asosiasi; 2. Jumlah aset; 3. Jumlah liabilitas; dan 4. Jumlah ekuitas. √ √ √ √ Information contains the following: 1. Total investment on associates; 2. Total assets 3. Total liabilities; and 4. Total equity. 3. Rasio keuangan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun 19 3. Financial ratio in comparison for 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 5 (lima) rasio keuangan yang umum dan relevan dengan industri perusahaan. √ Information covers 5 (five) financial ratios, which are generally applied and relevant to the company's industry.
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 4 Informasi harga saham dalam bentuk tabel dan grafik 1. Jumlah saham yang beredar; 2. Informasi dalam bentuk tabel yang memuat: 4 Share price information in tables and charts 1. Number of shares outstanding; 2. The table forms contain the following information: a. Kapitalisasi pasar berdasarkan harga pada Bursa a. Market capitalization based on share price on the Efek tempat saham dicatatkan; Stock Exchange where the shares are listed; b. Harga saham tertinggi, terendah, dan penutupan b. Highest, lowest and closing share price based on berdasarkan harga pada Bursa Efek tempat saham dicatatkan; dan share price on the Stock Exchange where the shares are listed; and c. Volume perdagangan saham pada Bursa Efek c. Trading volume of shares on the Stock Exchange tempat saham dicatatkan. where the shares are listed. 3. Informasi dalam bentuk grafik yang memuat paling kurang: a. Harga penutupan berdasarkan harga pada Bursa Efek tempat saham dicatatkan; dan 28-29 3. The graph forms contain at least the following information: a. The closing price of shares based on share price on the Stock Exchange where the shares are listed; and b. Volume perdagangan saham pada Bursa Efek b. Trading volume of shares on the Stock Exchange tempat saham dicatatkan. where the shares are listed Untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir. For each quarter in the latest 2 (two) financial years. Catatan: apabila perusahaan tidak memiliki kapitalisasi pasar, informasi harga saham, dan volume perdagangan saham, agar diungkapkan. Note: Should be disclosed if the company does not have market capitalization, share price, and share trading volume. 5. Informasi mengenai obligasi, sukuk atau obligasi konversi yang masih beredar dalam 2 (dua) tahun buku terakhir 26-27 5. Information regarding outstanding bonds, sukuk or convertible bonds, in 2 (two) latest financial years Informasi memuat: 1. Jumlah obligasi/sukuk/obligasi konversi yang beredar √ Information contains: 1. Number of outstanding bonds, sukuk or convertible (outstanding); bonds; 2. Tingkat bunga/imbalan; 3. Tanggal jatuh tempo; dan 4. Peringkat obligasi/sukuk tahun 2015 dan 2016. √ √ √ 2. Interest rate/yield; 3. Maturity date; and 4. Rating of bonds/sukuk in 2015 and 2016. Catatan: apabila perusahaan tidak memiliki obligasi/ sukuk/obligasi konversi, agar diungkapkan. Note: Should be disclosed if the company does not have outstanding bonds, sukuk or convertible bonds. III. Laporan Dewan Komisaris dan Direksi III. Board of Commissioners and Board of Directors' Report 1. Laporan Dewan Komisaris 44-55 1. Board of Commissioners' Report Memuat hal-hal sebagai berikut: 1. Penilaian atas kinerja Direksi mengenai pengelolaan 45-49 Contain the following: 1. Assessment on the performance of the Board of perusahaan dan dasar penilaiannya; Directors in managing the company and the basis for such evaluation; 2. Pandangan atas prospek usaha perusahaan yang disusun oleh Direksi dan dasar pertimbangannya; 51-53 2. Views on the business prospects of the company as prepared by the Board of Directors and the basis for such consideration; 3. Pandangan atas penerapan/pengelolaan whistleblowing system (WBS) di perusahaan dan peran Dewan Komisaris dalam WBS tersebut; dan 49 3. Views on the implementation/management of the company's whistleblowing system (WBS), and the role of the Board of Commissioners in the WBS; and 4. Perubahan komposisi Dewan Komisaris (jika ada) dan alasan perubahannya. 4. Perubahan komposisi Dewan Komisaris (jika ada) dan alasan perubahannya. 4. Changes in the composition of the Board of Commissioners (if any) and the reason for such changes. 2. Laporan Direksi 62-77 2. Board of Directors' report Memuat hal-hal sebagai berikut: 1. Analisis atas kinerja perusahaan, yang mencakup Contain the following: 1. Analysis of the company's performance, covering antara lain: a. kebijakan strategis; b. perbandingan antara hasil yang dicapai dengan yang ditargetkan; dan 64-68 69-73 among others: a. strategic policies; b. comparison between targets and achievements; and c. challenges faced by the company and initiatives to c. kendala-kendala yang dihadapi perusahaan dan langkah-langkah penyelesaiannya; 2. Analisis tentang prospek usaha; 3. Perkembangan penerapan tata kelola perusahaan pada tahun buku; dan 4. Perubahan komposisi anggota Direksi (jika ada) dan alasan perubahannya. 63-64 73-74 74-75 77 deal with those challenges; 2. Analysis on business prospects; 3. Developments in the implementation of GCG during the fiscal year; and 4. Changes in the composition of the Board of Directors (if any) and the reason for such changes. 693
694 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 3 Tanda tangan anggota Dewan Komisaris dan anggota Direksi 86-87 3 Signatures of members of the Board of Commissioners and Board of Directors Memuat hal-hal sebagai berikut: 1. Tanda tangan dituangkan pada lembaran tersendiri; 2. Pernyataan bahwa Dewan Komisaris dan Direksi √ √ Contain the following: 1. Signatures on a separate page; 2. Statement of responsibility of the Board of bertanggung jawab penuh atas kebenaran isi laporan tahunan; Commissioners and Board of Directors for the accuracy of the contents of the Annual Report; 3. Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan menyebutkan nama dan jabatannya; dan √ 3. Signed by all members of the Board of Commissioners and Board of Directors by stating their names and position; and IV. 4. Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat anggota Dewan Komisaris atau anggota Direksi yang tidak menandatangani laporan tahunan, atau penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam hal tidak terdapat penjelasan tertulis dari yang bersangkutan. Profil Perusahaan N/A 88-123 IV. 4. Written explanation in separate letter from the person(s) concerned in the event that member(s) of Board of Commissioners or Board of Directors fail to sign the annual report; or: written explanation in separate letter from other member(s) in the event that there is no written explanation from the person(s) concerned. Company Profile 4. Written explanation in separate letter from the person(s) concerned in the event that member(s) of Board of Commissioners or Board of Directors fail to sign the annual report; or: written explanation in separate letter from other member(s) in the event that there is no written explanation from the person(s) concerned. Company Profile 1. Nama dan alamat lengkap perusahaan Informasi memuat antara lain: nama dan alamat, kode pos, no. Telp, no. Fax, email, dan website. 90-91 1. Name and complete address of the company Information contains, among others, name and address, post code, telephone number, fax, email and website. 2. Riwayat singkat perusahaan Mencakup antara lain: tanggal/tahun pendirian, nama, perubahan nama perusahaan (jika ada), dan tanggal efektif perubahan nama perusahaan. 92-95 Brief history of the company Contain among others: date/year of establishment, name of the company, change of name (if any), and effective date of the change of name. Catatan: apabila perusahaan tidak pernah melakukan perubahan nama, agar diungkapkan Note: to be disclosed if the company never had a change of name 3. Bidang usaha 100-105 3. Line of business Uraian mengenai antara lain: 1. Kegiatan usaha perusahaan menurut anggaran dasar 100-103 Description of, among others: 1. The line of business as stated in the latest Articles of terakhir; Association; 2. Kegiatan usaha yang dijalankan; dan 3. Produk dan/atau jasa yang dihasilkan. 100-103 104-105 2. Business activities; and 3. Product and/or services offered. 4 Struktur Organisasi Dalam bentuk bagan, meliputi nama dan jabatan paling kurang sampai dengan struktur satu tingkat di bawah Direksi. 108-109 4 Organization structure Diagram of organization structure, containing name and position of personnel up to one level below Director, at least 5. Visi, Misi, dan Budaya Perusahaan Mencakup: 1. Visi perusahaan; 2. Misi perusahaan; 3. Keterangan bahwa visi dan misi tersebut telah direviu 96-98 96 96 96 5. Vision, Mission and Corporate Culture Covers: 1. Vision; 2. Mission; 3. Statement that the vision and mission have dan disetujui oleh Direksi/Dewan Komisaris pada tahun buku; dan been reviewed and approved by the Board of Commissioners/Directors in the fiscal year; and 4. Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki perusahaan. 98 4. Statement on the corporate culture. 6. Identitas dan riwayat hidup singkat anggota Dewan Komisaris 58-61 6. Profiles of members of the Board of Commissioners Informasi memuat antara lain: 1. Nama; 2. Jabatan dan periode jabatan (termasuk jabatan pada √ √ Contain information on: 1. Name; 2. Position and period in position (including position(s) perusahaan atau lembaga lain); held at other company/institution); 3. Umur; 4. Domisili; 5. Pendidikan (Bidang Studi dan Lembaga Pendidikan); 6. Pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat); dan √ √ √ √ 3. Age; 4. Domicile; 5. Education (study field and education institution); 6. Work experience (position, company, and period in position); and 7. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Dewan Komisaris di Perusahaan sejak pertama kali ditunjuk. Identitas dan riwayat hidup singkat anggota Direksi Informasi memuat antara lain: 1. Nama; 2. Jabatan dan periode jabatan (termasuk jabatan pada 7. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Dewan Komisaris di Perusahaan sejak pertama kali ditunjuk. Identitas dan riwayat hidup singkat anggota Direksi Informasi memuat antara lain: 1. Nama; 2. Jabatan dan periode jabatan (termasuk jabatan pada √ 80-84 √ √ 7. 7. History of assignments (period and position) as member of the Board of Commissioners at the company since the first appointment. Profiles of members of the Board of Directors Contain information on: 1. Name; 2. Position and period in position (including position(s) perusahaan atau lembaga lain); held at other company/institution); 3. Umur; 4. Domisili; 5. Pendidikan (Bidang Studi dan Lembaga Pendidikan); 6. Pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat); dan √ √ √ √ 3. Age; 4. Domicile; 5. Education (study field and education institution); 6. Work experience (position, company, and period in position); and 7. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Direksi di Perusahaan sejak pertama kali ditunjuk. √ 7. History of assignments (period and position) as member of the Board of Directors at the company since the first appointment.
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 8. Jumlah karyawan (komparatif 2 tahun) dan data pengembangan kompetensi karyawan yang mencerminkan adanya kesempatan untuk masing-masing level organisasi 126-142 8. Total number of employees (comparative for 2 years) and data on employee competence development programs reflecting equal opportunities for each level of the organization Informasi memuat antara lain: 1. Jumlah karyawan untuk masing-masing level organisasi; 2. Jumlah karyawan untuk masing-masing tingkat 127 128 Information contains, among others: 1. Number of employees at each level of the organization; 2. Number of employees by education; pendidikan; 3. Jumlah karyawan berdasarkan status kepegawaian; 4. Data pengembangan kompetensi karyawan yang telah dilakukan pada tahun buku yang terdiri dari pihak (level jabatan) yang mengikuti pelatihan, jenis pelatihan, dan tujuan pelatihan; dan 3. Jumlah karyawan berdasarkan status kepegawaian; 4. Data pengembangan kompetensi karyawan yang telah dilakukan pada tahun buku yang terdiri dari pihak (level jabatan) yang mengikuti pelatihan, jenis pelatihan, dan tujuan pelatihan; dan 3. Number of employees by employment status; 4. Data on employee competence development programs during the fiscal year, concerning position of participants, type of training, and purpose of training; and 5. Biaya pengembangan kompetensi karyawan yang telah 131 dikeluarkan pada tahun buku. 5. The costs of employee competence development programs in the fiscal year. 5. The costs of employee competence development programs in the fiscal year. 9. 9. Shareholders composition Mencakup antara lain: 1. Rincian nama pemegang saham yang meliputi 20 pemegang saham terbesar dan persentase kepemilikannya; Covering among others: 1. Names of the 20 largest shareholders and their shareholding percentage; 2. Rincian pemegang saham dan persentase 2. Details of shareholders and shareholding percentage: kepemilikannya meliputi: a. Nama pemegang saham yang memiliki 5% atau lebih saham; dan 28-307 a. Names of shareholders with 5% or more shareholding; and b. Kelompok pemegang saham masyarakat dengan b. Group of public shareholders with individual kepemilikan saham masing-masing kurang dari 5%. shareholding of less than 5% each. 3. Nama Direktur dan Komisaris serta persentase kepemilikan sahamnya secara langsung dan tidak langsung. 3. Names of Director and Commissioner with direct or indirect share-ownership and the percentage of such shareholding. Catatan: apabila Direktur dan Komisaris tidak memiliki saham langsung dan tidak langsung, agar diungkapkan. Note: should be disclosed if the Director and Commissioner does not own shares, directly or indirectly. 10. Daftar entitas anak dan/atau entitas asosiasi 106-107, 114-116 10. List of subsidiaries and/or associated entities Dalam bentuk tabel memuat informasi antara lain: 1. Nama entitas anak dan/atau asosiasi; 2. Persentase kepemilikan saham; 3. Keterangan tentang bidang usaha entitas anak dan/ atau entitas asosiasi; dan 106-107, 114-116 106-107, 114-116 114-116 In table form, containing: 1. Name of subsidiary and/or associated entity; 2. Share-ownership percentage; 3. Line of business of subsidiary and/or associated entity; and 4. Keterangan status operasi entitas anak dan/atau entitas 114-116 4. Operational status of subsidiary and/or associated entity (in commercial operation/not yet in commercial operation). 4. Operational status of subsidiary and/or associated entity (in commercial operation/not yet in commercial operation). 11. Struktur grup perusahaan 11. Corporate group structure Struktur grup perusahaan dalam bentuk bagan yang menggambarkan entitas induk, entitas anak, entitas asosiasi, joint venture, dan special purpose vehicle (SPV). 106-107 Diagram of corporate group structure involving relationship of the parent company, subsidiary, associated entity, joint venture, and special purpose vehicle (SPV). 12. Kronologi penerbitan saham (termasuk private placement) dan/atau pencatatan saham dari awal penerbitan sampai dengan akhir tahun buku 12. Chronology of share listing (including private placement) and/or share listing from the share issuance up to the end of the fiscal year Mencakup antara lain: 1. Tahun penerbitan saham, jumlah saham, nilai nominal saham, dan harga penawaran saham untuk masing- masing tindakan korporasi (corporate action); 29 Covers, among others: 1. Year of share issuance, number of shares issued, par value, and share offer price, for each separate corporate action; 2. Jumlah saham tercatat setelah masing-masing tindakan korporasi (corporate action); dan 2. Total number of shares outstanding following the corporate action; and 3. Nama bursa dimana saham perusahaan dicatatkan. 3. The stock exchange where the shares are listed. Catatan: apabila perusahaan tidak memiliki kronologi pencatatan saham, agar diungkapkan. Note: should be disclosed if the company does not have a chronology of share listing. 13. Kronologi penerbitan dan/atau pencatatan efek lainnya dari awal penerbitan sampai dengan akhir tahun buku 13. Chronology of other securities issuance and/or listing from the time of issuance up until the end of the fiscal year Mencakup antara lain: 1. Nama efek lainnya, tahun penerbitan efek lainnya, Covers, among others: 1. Name of security instrument, year of issuance, interest tingkat bunga/imbalan efek lainnya, dan tanggal jatuh tempo efek lainnya; 2. Nilai penawaran efek lainnya; 3. Nama bursa dimana efek lainnya dicatatkan; dan 4. Peringkat efek. 26-27, 29 rate/yield of securities, and maturity date; 2. Offering price of other securities; 3. The stock exchange where the securities are listed; and 4. Rating of securities. Catatan: apabila perusahaan tidak memiliki kronologi penerbitan dan pencatatan efek lainnya, agar diungkapkan Note: should be disclosed if the company does not have chronology of other securities issuance/listing 695
696 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 14. Nama dan alamat lembaga dan/atau profesi penunjang 117 14. Name and address of supporting institutions and/or professionals Informasi memuat antara lain: 1. Nama dan alamat BAE/pihak yang √ Covers, among others: 1. Name and address of the company's Share Registrar; mengadministrasikan saham perusahaan; 2. Nama dan alamat Kantor Akuntan Publik; dan 3. Nama dan alamat perusahaan pemeringkat efek. √ √ 2. Name and address of Public Accountant Firm; and 3. Name and address of rating agencies. 15. Penghargaan yang diterima dalam tahun buku terakhir dan/atau sertifikasi yang masih berlaku dalam tahun buku terakhir baik yang berskala nasional maupun internasional 30-36 15. Awards received during the fiscal year, or valid certification in the fiscal year, at both national and international levels Informasi memuat antara lain: 1. Nama penghargaan dan/atau sertifikasi; 2. Tahun perolehan penghargaan dan/atau sertifikasi; 3. Badan pemberi penghargaan dan/atau sertifikasi; 30-35 30-35 30-35 Covers, among others: 1. Name of award and/or certification; 2. Year received/issued; 3. Name of institution that issued the award/certification; dan and 4. Masa berlaku (untuk sertifikasi). 36 4. Validity period (certification). 16. Nama dan alamat entitas anak dan/atau kantor cabang 121-123 16. Name and address of subsidiaries and/or branch offices or representative offices (if any) 16. Name and address of subsidiaries and/or branch offices or representative offices (if any) Memuat informasi antara lain: 1. Nama dan alamat entitas anak; dan 2. Nama dan alamat kantor cabang/perwakilan. √ √ Covers information on: 1. Name and address of subsidiaries; and 2. Name and address of branch/representative office. Catatan: apabila perusahaan tidak memiliki entitas anak, kantor cabang, dan kantor perwakilan, agar diungkapkan Note: should be disclosed if the company does not have a subsidiary, branch office or representative office. 17. Informasi pada Website Perusahaan 118-119 17. Information in the corporate website Meliputi paling kurang: 1. Informasi pemegang saham sampai dengan pemilik √ Covers at the very least: 1. Information of shareholders up to the individual ultimate akhir individu; shareholder; 2. Isi Kode Etik; 3. Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan; √ √ 2. Contents of the Code of Conduct; 3. Information on the General Meeting of Shareholders (GMS), covering at least agenda of the GMS, summary of GMS resolutions, and information of pertinent dates, namely the dates of GMS announcement, GMS invitation, GMS event, and announcement of summary GMS resolutions; 4. Laporan keuangan tahunan terpisah (5 tahun terakhir); 5. Profil Dewan Komisaris dan Direksi; dan √ √ 4. Annual financial statements (last 5 years); 5. Profiles of the Board of Commissioners and Directors; and 6. Piagam/Charter Dewan Komisaris, Direksi, Komite- komite, dan Unit Audit Internal. √ 6. Board manual/Charter of the BoC. BoD, Committees and Internal Audit Unit. 18. Pendidikan dan/atau pelatihan Dewan Komisaris, Direksi, Komite-komite, Sekretaris Perusahaan, dan Unit Audit Internal 18. Training and education for Board of Commissioners, Board of Directors, Committees, Corporate Secretary, and Internal Audit Unit Meliputi paling kurang informasi (jenis dan pihak yang relevan dalam mengikuti): 1. Pendidikan dan/atau pelatihan untuk Dewan Komisaris; 2. Pendidikan dan/atau pelatihan untuk Direksi; 3. Pendidikan dan/atau pelatihan untuk Komite Audit; 4. Pendidikan dan/atau pelatihan untuk Komite Nominasi 325 343-344 366 374 Cover at least information of type of training and participant of: 1. Training and/or education for Board of Commissioners; 2. Training and/or education for Board of Directors; 3. Training and/or education for Audit Committee; 4. Training and/or education for Nomination and dan Remunerasi; Remuneration Committee; 5. Pendidikan dan/atau pelatihan untuk Komite Lainnya; 6. Pendidikan dan/atau pelatihan untuk Sekretaris Perusahaan; dan 380 386 5. Training and/or education for other Committee(s); 6. Training and/or education for Corporate Secretary; and 7. Pendidikan dan/atau pelatihan untuk Unit Audit Internal. 398-399 7. Training and/or education for Internal Audit Unit. Yang diikuti pada tahun buku. During the fiscal year. Catatan: apabila tidak terdapat pendidikan dan/atau pelatihan pada tahun buku, agar diungkapkan Note: should be disclosed if there are no training and/or education during the fiscal year V. Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan V. Management Discussion and Analysis on the Company Performance 1. Tinjauan operasi per segmen usaha 174-254 1. Operation review per business segment Memuat uraian mengenai: 1. Penjelasan masing-masing segmen usaha. 2. Kinerja per segmen usaha, antara lain: 174-254 Includes analysis on: 1. Elaboration on each business segment. 2. Performance of each business segment, among others: a. Produksi; b. Peningkatan/penurunan kapasitas produksi; c. Penjualan/pendapatan usaha; dan d. Profitabilitas. 174-245 274-254, paper 249-254 a. Production; b. Increase/Decrease of production capacity; c. Sales/income; and d. Profitability.
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 2. Uraian atas kinerja keuangan perusahaan 246-261 2. Description on the Company's financial performance Analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan tahun yang bersangkutan dengan tahun sebelumnya dan penyebab kenaikan/penurunan suatu akun (dalam bentuk narasi dan tabel), antara lain mengenai: 1. Aset lancar, aset tidak lancar, dan total aset; 2. Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas; 255-257 257-259 An analysis comparing the performance of the current year and that of the previous year (in the form of narration and tables) and the reasons for the increase/decrease of the accounts, including in: 1. Current assets, non-current assets, and total assets; 2. Short-term liabilities, long-term liabilities, and total liabilities; 3. Ekuitas; 4. Penjualan/pendapatan usaha, beban, laba (rugi), penghasilan komprehensif lain, dan penghasilan komprehensif periode berjalan; dan 260 246-249 3. Equity; 4. Sales/operating revenues, expenses, Profit (Loss), other comprehensive income, comprehensive income for the current year; and 5. Arus kas. 261 5. Cash flows. 3. Bahasan dan analisis tentang kemampuan membayar utang dan tingkat kolektibilitas piutang perusahaan, dengan menyajikan perhitungan rasio yang relevan sesuai dengan jenis industri perusahaan 265-266 3. Discussion and analysis on solvability and level of the company receivables collectibility, by presenting relevant ratio calculation in line with the company's type of industry Penjelasan tentang: 1. Kemampuan membayar hutang, baik jangka pendek 266 Explanation on: 1. Solvability, both short term and long term; and maupun jangka panjang; dan 2. Tingkat kolektibilitas piutang. 256 2. Level of receivables collectibility. 4. Bahasan tentang struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure policy) 266-267 4. Discussion on capital structure, and management policy on capital structure Penjelasan atas: 1. Rincian struktur modal (capital structure) yang terdiri dari utang berbasis bunga/sukuk dan ekuitas; dan 2. Kebijakan manajemen atas struktur modal (capital 267 266-267 Explanation of: 1. Details of capital structure comprising of interest-bearing debts/sukuk and equity; 2. Capital structure policies; and structure policies); dan 3. Dasar pemilihan kebijakan manajemen atas struktur 266-267 3. Basis for the determination of capital structure policies. modal. 5. Bahasan mengenai ikatan yang material untuk investasi barang modal (bukan ikatan pendanaan) pada tahun buku terakhir 268-269 5. Discussion on material commitments of capital investments (instead of funding commitments) in the last fiscal year Penjelasan tentang: 1. Nama pihak yang melakukan ikatan; 2. Tujuan dari ikatan tersebut; 3. Sumber dana yang diharapkan untuk memenuhi ikatan- Explanation on: 1. Parties in the commitments; 2. Objectives of the commitments; 3. Sources of funds to meet the commitments; ikatan tersebut; 4. Mata uang yang menjadi denominasi; dan 5. 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 pada tahun buku terakhir agar diungkapkan. √ √ 4. Mata uang yang menjadi denominasi; dan 5. 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 pada tahun buku terakhir agar diungkapkan. √ √
4. Denomination currency of commitments; and 5. Initiatives taken to mitigate exchange rate risk. Note: should be disclosed if the company does not have any material commitment for capital investments in the fiscal year. 6. Bahasan mengenai investasi barang modal yang direalisasikan pada tahun buku terakhir 269 6. Discussion on capital investment realized at the latest financial year Penjelasan tentang: 1. Jenis investasi barang modal; 2. Tujuan investasi barang modal; dan 3. Nilai investasi barang modal yang dikeluarkan pada √ √ √ Explanation on: 1. Type of capital investment; 2. Objectives of capital investment; and 3. Nominal value of capital investment realized in the last tahun buku terakhir. fiscal year. Catatan: apabila tidak terdapat realisasi investasi barang modal, agar diungkapkan.
Note: should be disclosed if there are no capital investment. 7. Informasi perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi), dan target atau proyeksi yang ingin dicapai untuk satu tahun mendatang mengenai pendapatan, laba, dan lainnya yang dianggap penting bagi perusahaan. 264 7. Information on the comparison between initial target at the beginning of financial year and the realization and target or projection for the next year concerning income, profit, capital structure, and others considered significant target for the company. Informasi memuat antara lain: 1. Perbandingan antara target pada awal tahun buku Contain information on: 1. Comparison of targets at the beginning of fiscal year dengan hasil yang dicapai (realisasi); dan and achievements; and 2. Target atau proyeksi yang ingin dicapai dalam 1 (satu) √ tahun mendatang. 2. Target atau proyeksi yang ingin dicapai dalam 1 (satu) √ tahun mendatang. 2. Targets or projections set for the next 1 (one) year. 697
698 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 8. Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan 270-271 8. Information and material facts following the date of accounting report (Subsequent events) Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap kinerja dan risiko usaha di masa mendatang. √ Description of significant events following the date of accounting report including its impact on business risk and performance in the future. Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar diungkapkan. √ Note: should be disclosed if there are no subsequent events. 9. Uraian tentang prospek usaha perusahaan 9. Business prospects Uraian mengenai prospek perusahaan dikaitkan dengan industri dan ekonomi secara umum disertai data pendukung kuantitatif dari sumber data yang layak dipercaya. 279-281 Description on business prospects related to the general industry and economy including quantitative supporting data from reliable resources 10. Uraian tentang aspek pemasaran 10. Marketing aspects Uraian tentang aspek pemasaran atas produk dan/atau jasa perusahaan, antara lain strategi pemasaran dan pangsa pasar. 282-286 Description on marketing aspects of the company's products and/or services, among others marketing strategy and market shares 11. Uraian mengenai kebijakan dividen dan jumlah dividen kas per saham dan jumlah dividen per tahun yang diumumkan atau dibayar selama 2 (dua) tahun buku terakhir 272 11. Description on dividend policy and total cash dividend per share and total dividend per year that are published or disbursed during last 2 (two) financial years Memuat uraian mengenai: 1. Kebijakan pembagian dividen; 2. Total dividen yang dibagikan; 3. Jumlah dividen kas per saham; 4. Payout ratio; dan 5. Tanggal pengumuman dan pembayaran dividen kas. √ √ √ √ √ Contain information on: 1. Dividend payout policy; 2. Total dividend disbursement; 3. Total cash dividend per share; 4. Payout ratio; and 5. Announcement date and cash dividend payout for each untuk masing-masing tahun. year. Catatan: apabila tidak ada pembagian dividen, agar diungkapkan alasannya.
Note: To disclose if there are no dividend disbursement and its reasons. 12. Program kepemilikan saham oleh karyawan dan/atau manajemen yang dilaksanakan perusahaan (ESOP/MSOP) yang masih ada sampai tahun buku 12. Employee/Management Share Ownership Program (ESOP/ MSOP) still ongoing in the fiscal year Memuat uraian mengenai: 1. Jumlah saham ESOP/MSOP dan realisasinya; 2. Jangka waktu; 3. Persyaratan karyawan dan/atau manajemen yang 273 Contain information on: 1. Number of ESOP/MSOP shares and its execution; 2. Period; 3. Eligible employee/management; and berhak; dan 4. Harga exercise. 4. Exercise price. Catatan: apabila tidak memiliki program dimaksud, agar diungkapkan. Note: should be disclosed if there are no such programs 13. Realisasi penggunaan dana hasil penawaran umum (dalam hal perusahaan masih diwajibkan menyampaikan laporan realisasi penggunaan dana) 13. Realization of initial public offering proceeds (in the event of the company is obligated to submit the report) Memuat uraian mengenai: 1. Total perolehan dana; 2. Rencana penggunaan dana; 3. Rincian penggunaan dana; 4. Saldo dana; dan 5. Tanggal persetujuan RUPS/RUPO atas perubahan 273 Covers the following: 1. Total proceeds; 2. Proceeds utilization plan; 3. Proceeds utilization details; 4. Proceeds balance; and 5. The date of GMS/GMB resolution on the change of penggunaan dana (jika ada). proceeds utilization (if any). Catatan: apabila tidak memiliki informasi realisasi penggunaan dana hasil penawaran umum, agar diungkapkan. Note: should be disclosed if there are no such information of realization of proceeds of public offering. 14. Informasi transaksi material yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi 275 14. Material transaction information with conflict of interest and/or transaction with related parties Memuat uraian mengenai: 1. Nama pihak yang bertransaksi dan sifat hubungan √ Covers the following: 1. Name of transacting parties and the nature of related afiliasi; parties; 2. Penjelasan mengenai kewajaran transaksi; 3. Alasan dilakukannya transaksi; 4. Realisasi transaksi pada periode tahun buku terakhir; 5. Kebijakan perusahaan terkait dengan mekanisme review atas transaksi; dan √ √ √ √ 2. Description of the transaction fairness; 3. Transaction background; 4. Transaction realization at the last financial year; 5. Company policy related with transaction review mechanism; and 6. Pemenuhan peraturan dan ketentuan terkait. √ 6. Compliance to relevant regulations and provisions. Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan.
Note: To disclose if there are no transactions.
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 15. Uraian mengenai perubahan peraturan perundang- undangan terhadap perusahaan pada tahun buku terakhir 276-277 15. Description on changes in laws and regulations during the fiscal year that impacted on the company Uraian memuat antara lain: 1. Nama peraturan perundang-undangan yang √ Covers information on: 1. Name of regulations; and mengalami perubahan; dan 2. Dampaknya (kuantitatif dan/atau kualitatif) terhadap perusahaan (jika signifikan) atau pernyataan bahwa dampaknya tidak signifikan. √ 2. The impact (quantitative and/or qualitative) on the company, or statement of the insignificant impact Catatan: apabila tidak terdapat perubahan peraturan perundang-undangan pada tahun buku terakhir, agar diungkapkan.
Note: To disclose if there are no changes in the laws and regulations that have significant impacts 16. Uraian mengenai perubahan kebijakan akuntansi yang diterapkan perusahaan pada tahun buku terakhir 278 16. Description on the changes in accounting policy implemented by the company at the last financial year Uraian memuat antara lain: 1. Perubahan kebijakan akuntansi; 2. Alasan perubahan kebijakan akuntansi; dan 3. Dampaknya secara kuantitatif terhadap laporan √ √ √ Descriptions include among others: 1. Changes in accounting policy; 2. Reasons for the change; and 3. Quantitative impact on the financial statements keuangan. Catatan: apabila tidak terdapat perubahan kebijakan akuntansi pada tahun buku terakhir, agar diungkapkan.
Note: To disclose if there are no changes in accounting policies during the fiscal year 17. Informasi kelangsungan usaha Pengungkapan informasi mengenai: 1. Hal-hal yang berpotensi berpengaruh signifikan 287 √ 17. Information on business continuity Disclosures on: 1. Significant issues on the company business continuity at terhadap kelangsungan usaha perusahaan pada tahun buku terakhir; the last financial year; 2. Assessment manajemen atas hal-hal pada angka 1; dan 3. Asumsi yang digunakan manajemen dalam melakukan assessment. √ √ 2. Management assessment on point 1; and 3. Assumption implemented by the management in conducting the assessment. Catatan: apabila tidak terdapat hal-hal yang berpotensi berpengaruh signifikan terhadap kelangsungan usaha perusahaan pada tahun buku terakhir, agar diungkapkan asumsi yang mendasari manajemen dalam meyakini bahwa tidak terdapat hal-hal yang berpotensi berpengaruh signifikan terhadap kelangsungan usaha perusahaan pada tahun buku terakhir.
Note: if there are no issues that potentially have significant influences to the company's business continuity at the last financial year, to disclose the basis of management assumption in ensuring that there are no issues that potentially have significant influences to the company's business continuity at the last financial year. VI. Good Corporate Governance VI. Good Corporate Governance 1. Uraian Dewan Komisaris 316-329 1. Description on the Board of Commissioners Uraian memuat antara lain: 1. Uraian tanggung jawab Dewan Komisaris; 2. Penilaian atas kinerja masing-masing komite yang berada di bawah Dewan Komisaris dan dasar penilaiannya; dan 318-321 53-54 Covers the following: 1. Board of Commissioners responsibilities; 2. Assessment of performance of committees under the Board and the basis for such assessment; and 3. Pengungkapan mengenai Board Charter (pedoman dan 326 3. Board Charter disclosures (Board of Commissioners work guidelines and procedures) 3. Board Charter disclosures (Board of Commissioners work guidelines and procedures) 2. Komisaris Independen (jumlahnya minimal 30% dari total Dewan Komisaris) 329 2. Independent Commissioners (at least 30% of the total personnel of the Board of Commissioners) Meliputi antara lain: 1. Kriteria penentuan Komisaris Independen; dan 2. Pernyataan tentang independensi masing-masing √ √ Covers the following: 1. Assignment criteria of Independent Commissioners; and 2. Independency statement of each Independent Komisaris Independen. Commissioner. 3. Uraian Direksi 330-345 3. Description on the Board of Directors Uraian memuat antara lain: 1. Ruang lingkup pekerjaan dan tanggung jawab masing- 332-337 Covers information on, among others: 1. Duties and responsibilities of each member of the Board masing anggota Direksi; of Directors; 2. Penilaian atas kinerja komite-komite yang berada di N/A 2. Assessment of performance of committees under the Board (if any); and 2. Assessment of performance of committees under the Board (if any); and 3. Pengungkapan mengenai Board Charter (pedoman dan 344-345 3. Board Charter disclosures (Board of Directors work tata tertib kerja Direksi). guidelines and procedures) 4. Penilaian Penerapan GCG untuk tahun buku 2015 yang meliputi paling kurang aspek Dewan Komisaris dan Direksi 346-347 4. GCG implementation assessment for 2015, at least for aspects of the Board of Commissioners and/or Board of Directors Memuat uraian mengenai: 1. Kriteria yang digunakan dalam penilaian; 2. Pihak yang melakukan penilaian; 3. Skor penilaian masing-masing kriteria; 4. Rekomendasi hasil penilaian; dan 5. Alasan belum/tidak diterapkannya rekomendasi. √ √ √ √ √ Covers the following: 1. Assessment criteria; 2. Assessor; 3. Assessment score on each criteria; 4. Recommendations on results of assessment; and 5. Reasons for the delay or non implementation of such recommendations. Catatan: apabila tidak ada penilaian penerapan GCG untuk tahun buku 2015, agar diungkapkan.
Note: should be disclosed if there are no GCG assessment for fiscal 2015. 699
700 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 5. Uraian mengenai kebijakan remunerasi bagi Dewan Komisaris dan Direksi 348-349 5. Description of the remuneration policy for the Board of Commissioners and Board of Directors Mencakup antara lain: 1. Pengungkapan prosedur pengusulan sampai dengan √ Covers the following: 1. Disclosure of procedure for the proposal and penetapan remunerasi Dewan Komisaris; determination of remuneration for the Board of Commissioners; 2. Pengungkapan prosedur pengusulan sampai dengan penetapan remunerasi Direksi; √ 2. Disclosure of procedure for the proposal and determination of remuneration for the Board of Directors; 3. Struktur remunerasi yang menunjukkan komponen remunerasi dan jumlah nominal per komponen untuk setiap anggota Dewan Komisaris; √ 3. Remuneration structure showing the remuneration components and amounts per component for each member of the Board of Commissioners; 4. Struktur remunerasi yang menunjukkan komponen remunerasi dan jumlah nominal per komponen untuk setiap anggota Direksi; √ 4. Remuneration structure showing the remuneration components and amounts per component for each member of the Board of Directors; 5. Pengungkapan indikator untuk penetapan remunerasi Direksi; dan 5. Disclosure of indicators for the remuneration of the Board of Directors; and 6. Pengungkapan bonus kinerja, bonus non kinerja, dan/ atau opsi saham yang diterima setiap anggota Dewan Komisaris dan Direksi (jika ada). √ 6. Pengungkapan bonus kinerja, bonus non kinerja, dan/ atau opsi saham yang diterima setiap anggota Dewan Komisaris dan Direksi (jika ada). √ 6. Disclosure of performance bonus, non-performance bonus, and/or share option received by each members of the Board of Commissioners and Directors (if any). Catatan: apabila tidak terdapat bonus kinerja, bonus non kinerja, dan opsi saham yang diterima setiap anggota Dewan Komisaris dan Direksi, agar diungkapkan.
Note: should be disclosed if there are no performance bonus, non-performance bonus, and/or share option received by each members of the Board of Commissioners and Directors. 6. Frekuensi dan Tingkat Kehadiran Rapat yang dihadiri mayoritas anggota pada rapat Dewan Komisaris (minimal 1 kali dalam 2 bulan), Rapat Direksi (minimal 1 kali dalam 1 bulan), dan Rapat Gabungan Dewan Komisaris dengan Direksi (minimal 1 kali dalam 4 bulan) 350-358 6. Meeting frequency and attendance of Board of Commissioners (at least once in 2 months), Board of Directors (at least once in a month), and joint meetings of BoC and BoD (at least once in 4 months) Informasi memuat antara lain: 1. Tanggal Rapat; 2. Peserta Rapat; dan 3. Agenda Rapat. untuk masing-masing rapat Dewan Komisaris, Direksi, dan rapat gabungan. √ √ √ Covers among others: 1. Date; 2. Attendance; and 3. Agenda. Of each of the meetings of BoC, BoD and Joint Meetings of BoC and BoD. 7. Informasi mengenai pemegang saham utama dan pengendali, baik langsung maupun tidak langsung, sampai kepada pemilik individu 7. Information on majority and controlling shareholders, direct or indirect, up to the ultimate individual shareholder Dalam bentuk skema atau diagram yang memisahkan pemegang saham utama dengan pemegang saham pengendali. Catatan: yang dimaksud pemegang saham utama adalah pihak yang, baik secara langsung maupun tidak langsung, memiliki sekurang-kurangnya 20% (dua puluh perseratus) hak suara dari seluruh saham yang mempunyai hak suara yang dikeluarkan oleh suatu Perseroan, tetapi bukan pemegang saham pengendali. 28, 307 Diagram with separate illustration for majority shareholders and controlling shareholders Note: majority shareholders are parties that own, directly or indirectly, at least 20% of the voting rights of the total share with voting rights issued by the company, but is not the controlling shareholder 8. Pengungkapan hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau pengendali 8. Disclosure of affiliation between members of the Board of Directors, Board of Commissioners and Majority/ Controlling Shareholders Mencakup antara lain: 1. Hubungan afiliasi antara anggota Direksi dengan Covers, among others: 1. Affiliation between a member of the Board of Directors anggota Direksi lainnya; with fellow members of the Board of Directors; 2. Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris; 2. Affiliation between a member of the Board of Directors with members of the Board of Commissioners; 3. Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau Pengendali; 4. Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan 359 3. Affiliation between a member of the Board of Directors with Majority and/or Controlling Shareholder; 4. Affiliation between a member of the Board of Commissioners with fellow members of the Board of Commissioners; and 5. Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau Pengendali. 5. Affiliation between a member of the Board of Commissioners with Majority and/or Controlling Shareholder. Catatan: apabila tidak mempunyai hubungan afiliasi dimaksud, agar diungkapkan. Note: should be disclosed if there are no affiliation relationship
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 9 Komite Audit 362-368 9 Audit Committee Mencakup antara lain: 1. Nama, jabatan, dan periode jabatan anggota komite audit; 2. Riwayat pendidikan (Bidang Studi dan Lembaga Pendidikan) dan pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat) anggota komite audit; 58-59, 364-365 58-59, 364-36 Includes the following: 1. Name, position and tenure of audit committee members; 2. Education qualifications (study field and institution) and work experience (position, company and tenure) of audit committee members; 3. Independensi anggota komite audit; 4. Uraian tugas dan tanggung jawab; 5. Uraian pelaksanaan kegiatan komite audit pada tahun buku; dan 365 365-366 365-366 3. Independency of audit committee members; 4. Duties and responsibilities; 5. Brief report of audit committee activity; and 6. Frekuensi pertemuan dan tingkat kehadiran komite 367 6. Meeting frequency and attendance of audit committee. audit. 10. Komite Nominasi dan/atau Remunerasi 369-375 10. Nomination and/or Remuneration Committee Mencakup antara lain: 1. Nama, jabatan, dan riwayat hidup singkat anggota 371-372 Includes the following: 1. Name, position and brief profiles of members of the komite nominasi dan/atau remunerasi; Nomination and/or Remuneration Committee; 2. Independensi komite nominasi dan/atau remunerasi; 373 2. Independency of Nomination and/or Remuneration Committee; 3. Uraian tugas dan tanggung jawab; 4. Uraian pelaksanaan kegiatan komite nominasi dan/ 373 373-374 3. Duties and responsibilities ; 4. Brief report of committee activity in the fiscal year; atau remunerasi pada tahun buku; 5. Frekuensi pertemuan dan tingkat kehadiran komite nominasi dan/atau remunerasi; 374 5. Meeting frequency and attendance; 6. Pernyataan adanya pedoman komite nominasi dan/ atau remunerasi; dan 374 6. Statement of committee charter; and 7. Kebijakan mengenai suksesi Direksi. 375 7. Policies on Director succession. 11. Komite-komite lain di bawah Dewan Komisaris yang dimiliki oleh perusahaan 11. Other committees under the Board of Commissioners Komite Pemantau Manajemen Risiko Risk Management Monitoring Committees Mencakup antara lain: 1. Nama, jabatan, dan riwayat hidup singkat anggota komite lain; 2. Independensi komite lain; 3. Uraian tugas dan tanggung jawab; 4. Uraian pelaksanaan kegiatan komite lain pada tahun buku; dan 58-59, 364-365 379 379-380 381 Includes the following: 1. Name, position and brief profile of members of committee; 2. Independency of committee; 3. Duties and responsibilities ; 4. Committee activity in the fiscal year; and 5. Frekuensi pertemuan dan tingkat kehadiran komite lain. 380-381 5. Committee meeting frequency and attendance. 12. Uraian tugas dan Fungsi Sekretaris Perusahaan 385-395 12. Description of duties and functions of Corporate Secretary Mencakup antara lain: 1. Nama, dan riwayat jabatan singkat sekretaris 385 Information on, among others: 1. Name and brief work experience of Corporate perusahaan; 2. Domisili; 3. Uraian tugas dan tanggung jawab; dan 4. Uraian pelaksanaan tugas sekretaris perusahaan pada tahun buku. 385 386 386-395 Secretary; 2. Domicile; 3. Duties and responsibilities; and 4. Report of activities of Corporate Secretary in the fiscal year. 13 Uraian mengenai unit audit internal 396-404 13 Description on Internal Audit Unit Mencakup antara lain: 1. Nama ketua unit audit internal; 2. Jumlah pegawai (auditor internal) pada unit audit 397-398 397 Includes the following: 1. Name of internal audit unit head; 2. Total employees (internal auditors) in internal audit unit; internal; 3. Sertifikasi sebagai profesi audit internal; 4. Kedudukan unit audit internal dalam struktur perusahaan; 398-399 396-397 3. Certification on internal audit profession; 4. Internal audit unit composition in the company's structure; 5. Uraian pelaksanaan kegiatan unit audit internal pada 399-400 5. Brief report on internal audit unit activity implementation; and 5. Brief report on internal audit unit activity implementation; and 6. Pihak yang mengangkat dan memberhentikan ketua 396 6. The parties responsible to appoint/terminate the internal audit unit head. 6. The parties responsible to appoint/terminate the internal audit unit head. 701
702 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 14. Akuntan Publik 405 14. Public Accountant Informasi memuat antara lain: 1. Nama dan tahun akuntan publik yang melakukan audit laporan keuangan tahunan selama 5 tahun terakhir; √ Includes the following: 1. Name and year of public accountant that audits the annual financial statements in the last 5 years; 2. Nama dan tahun Kantor Akuntan Publik yang melakukan audit laporan keuangan tahunan selama 5 tahun terakhir; √ 2. Name and year of Public Accountant Firm that audits the annual financial statements in the last 5 years; 3. Besarnya fee untuk masing-masing jenis jasa yang diberikan oleh Kantor Akuntan Publik pada tahun buku terakhir; dan √ 3. The amount of fee for each service provided by public accountant at the last financial year; and 4. Jasa lain yang diberikan Kantor Akuntan Publik dan akuntan publik selain jasa audit laporan keuangan tahunan pada tahun buku terakhir. √ 4. Other services provided by the accountant apart from the audit service of annual financial statements at the last financial year. Catatan: apabila tidak ada jasa lain dimaksud, agar diungkapkan.
Note: to disclose if there are no other services rendered 15. Uraian mengenai manajemen risiko perusahaan 406-415 15. Description on risk management of the company Mencakup antara lain: 1. Penjelasan mengenai sistem manajemen risiko yang 406-409 Includes the following: 1. Explanation on risk management system implemented diterapkan perusahaan; by the company; 2. Penjelasan mengenai hasil reviu yang dilakukan atas 410-411 2. Explanation on risk management system effectiveness sistem manajemen risiko pada tahun buku; evaluation; 3. Penjelasan mengenai risiko-risiko yang dihadapi perusahaan; dan 411-415 3. Explanation on risks faced by the company; and 4. Upaya untuk mengelola risiko tersebut. 411-415 4. Risk mitigation. 16. Uraian mengenai sistem pengendalian intern 416-418 16. Description of internal control system Mencakup antara lain: 1. Penjelasan singkat mengenai sistem pengendalian 416-418 Includes the following: 1. Brief explanation on internal control system, among intern, antara lain mencakup pengendalian keuangan dan operasional; others on financial and operational control; 2. Penjelasan kesesuaian sistem pengendalian intern dengan kerangka yang diakui secara internasional (COSO - internal control framework); dan 2. Penjelasan kesesuaian sistem pengendalian intern dengan kerangka yang diakui secara internasional (COSO - internal control framework); dan 2. Explanation on internal control system alignment with international standard framework (COSO - internal control framework); and 3. Penjelasan mengenai hasil reviu yang dilakukan atas pelaksanaan sistem pengendalian intern pada tahun buku. 410-411 3. Explanation on internal control system effectiveness evaluation. 17. Uraian mengenai corporate social responsibility yang terkait dengan lingkungan hidup 17. Description on corporate social responsibility related to environmental Mencakup antara lain informasi tentang: 1. Target/rencana kegiatan pada tahun 2016 yang ditetapkan manajemen; Covers information on, among others: 1. Activity target/plans by the Management for 2016; 2. Activities conducted and the quantitative impact of 2. Kegiatan yang dilakukan dan dampak kuantitatif atas kegiatan tersebut; dan terkait program lingkungan hidup yang berhubungan dengan kegiatan operasional perusahaan, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang, sistem pengolahan limbah perusahaan, mekanisme pengaduan masalah lingkungan, pertimbangan aspek lingkungan dalam pemberian kredit kepada nasabah, dan lain-lain. such activities; including environmental programs related to the company's operational activities such as utilization of environment-friendly materials and energy or recycled materials, waste management system, complaint handling of environmental issues, green lending, and others 3. Environmental certifications. 3. Sertifikasi di bidang lingkungan yang dimiliki. 18. Uraian mengenai corporate social responsibility yang terkait dengan ketenagakerjaan, kesehatan, dan keselamatan kerja 440-442 & SR 2016 18. Description on corporate social responsibility related to occupational, health and safety Mencakup antara lain informasi tentang: 1. Target/rencana kegiatan pada tahun 2016 yang 2. Kegiatan yang dilakukan dan dampak kuantitatif atas kegiatan tersebut terkait praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, seperti kesetaraan gender dan kesempatan kerja, sarana dan keselamatan kerja, tingkat turnover karyawan, tingkat kecelakaan kerja, remunerasi, mekanisme pengaduan masalah ketenagakerjaan, dan lain-lain. 455 ditetapkan manajemen; dan 440-442 Covers information on, among others: 1. Activity target/plans by the Management for 2016; and 2. Activities conducted and quantitative impact of such activities related to occupational, heath and safety aspects, such as gender equality and equal work opportunity, work health and safety equipment, employee turnover rate, accident rate, remuneration, complaint handling of work-related issues, and others.
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 19. Uraian mengenai corporate social responsibility yang terkait dengan pengembangan sosial dan kemasyarakatan 443-449 19. Description on corporate social responsibility related to social and community development Mencakup antara lain informasi tentang: 1. Target/rencana kegiatan pada tahun 2016 yang 455 Covers information on, among others: 1. Activity target/plans by the Management for 2016; ditetapkan manajemen; 2. Kegiatan yang dilakukan dan dampak atas kegiatan 440-442 2. Activities conducted and impact of such activities; and tersebut; dan 3. Biaya yang dikeluarkan terkait pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, bentuk donasi lainnya, komunikasi mengenai kebijakan dan prosedur anti korupsi, pelatihan mengenai anti korupsi, dan lain- lain. 438-439, 452 3. Cost expended related to social and community development activities such as recruitment of local manpower, community development, donation in improvement to public facilities and infrastructure, other social donations, communications on anti-corruption policies and procedures, training on anti-corruption, and others. 20. Uraian mengenai corporate social responsibility yang terkait dengan tanggung jawab kepada konsumen 453-455 20. Description on corporate social responsibility related to responsibility to consumers Mencakup antara lain: 1. Target/rencana kegiatan yang pada tahun 2016 455 Covers information on, among others: 1. Activity target/plans by the Management for 2016; and ditetapkan manajemen; dan 2. Kegiatan yang dilakukan dan dampak atas kegiatan tersebut terkait tanggung jawab produk, seperti kesehatan dan keselamatan konsumen, informasi produk, sarana, jumlah dan penanggulangan atas pengaduan konsumen, dan lain-lain. 453-455 2. Activities conducted and impact of such activities related to product responsibility, such as consumers health and safety, product information, facility, total and handling of consumers claims, and so forth. 21. Perkara penting yang sedang dihadapi oleh perusahaan, entitas anak, serta anggota Dewan Komisaris dan anggota Direksi yang menjabat pada periode laporan tahunan 420-421 21. Significant litigation currently faced by the company, subsidiaries, and members of the Board of Commissioners and Board of Directors that served the position at the annual report period Mencakup antara lain: 1. Pokok perkara/gugatan; 2. Status penyelesaian perkara/gugatan; 3. Risiko yang dihadapi perusahaan dan nilai nominal √ √ √ Includes the following: 1. The principal litigation/claims; 2. Settlement status of litigation/claims; 3. Impact to the company's condition; and tuntutan/gugatan; dan 4. Sanksi administrasi yang dikenakan kepada perusahaan, anggota Dewan Komisaris dan Direksi, oleh otoritas terkait (pasar modal, perbankan dan lainnya) pada tahun buku terakhir (atau terdapat pernyataan bahwa tidak dikenakan sanksi administrasi). 421 4. Administration sanctions charged to the company, members of the Board of Commissioners and Board of Directors, by relevant authorities (capital market, banking and others) at the last fiscal year (or a statement of no administration sanction being charged) Catatan: dalam hal perusahaan, entitas anak, anggota Dewan Komisaris, dan anggota Direksi tidak memiliki perkara penting, agar diungkapkan. √ Note: To disclose in the event of no litigation 22. Akses informasi dan data perusahaan 22. Access to company information and data Uraian mengenai tersedianya akses informasi dan data perusahaan kepada publik, misalnya melalui website (dalam bahasa Indonesia dan bahasa Inggris), media massa, mailing list, buletin, pertemuan dengan analis, dan sebagainya. 421 Description on the availability of company information and data for public access, including dissemination through company website (in Bahasa and English), mass media, mailing list, bulletin, analyst gatherings, and others. 23. Bahasan mengenai kode etik 422 23. Discussion on code of conduct Memuat uraian antara lain: 1. Pokok-pokok kode etik; 2. Pengungkapan bahwa kode etik berlaku bagi seluruh √ √ Includes the following: 1. Contents of Code of Conduct; 2. Disclosure of code of conduct application in all level of level organisasi; organization; 3. Penyebarluasan kode etik; 4. Sanksi untuk masing-masing jenis pelanggaran yang diatur dalam kode etik (normatif); dan √ √ 3. Code of conduct dissemination; 4. Sanctions on code of conduct violations; and 5. Jumlah pelanggaran kode etik beserta sanksi yang diberikan pada tahun buku terakhir. √ 5. Number of violation and sanction in the last fiscal year. Catatan: apabila tidak terdapat pelanggaran kode etik pada tahun buku terakhir, agar diungkapkan. Note: should be disclosed if there are no violations of code of conduct in the last fiscal year. 703
704 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 24. Pengungkapan mengenai whistleblowing system 424-425 24. Disclosure on whistleblowing system Memuat uraian tentang mekanisme whistleblowing system antara lain: 1. Penyampaian laporan pelanggaran; 2. Perlindungan bagi whistleblower; 3. Penanganan pengaduan; 4. Pihak yang mengelola pengaduan; dan 5. Jumlah pengaduan yang masuk dan diproses pada 424 425 425 425 424-425 Includes the following mechanism of whistleblowing system: 1. Violations report submission; 2. Whistleblowers protection; 3. Claims handling; 4. Claims managers; and 5. Total claims registered; and tahun buku terakhir; dan 6. Sanksi/tindak lanjut atas pengaduan yang telah selesai 424-425 6. Sanctions/report processed at the last fiscal year including its follow up measures. 6. Sanctions/report processed at the last fiscal year including its follow up measures. Catatan: apabila tidak terdapat pengaduan yang masuk dan telah selesai diproses pada tahun buku terakhir, agar diungkapkan. Note: should be disclosed if there is no report and follow up action in the last fiscal year. 25. Kebijakan mengenai keberagaman komposisi Dewan Komisaris dan Direksi 25. Diversity of the Board of Commissioners and Board of Directors Composition Uraian kebijakan tertulis Perusahaan mengenai keberagaman komposisi Dewan Komisaris dan Direksi dalam pendidikan (bidang studi), pengalaman kerja, usia, dan jenis kelamin. 361 Description of written policy regarding diversity of the Board of Commissioners and Board of Directors composition regarding education, work experience, age, and gender Catatan: apabila tidak ada kebijakan dimaksud, agar diungkapkan alasan dan pertimbangannya. Note: to disclose the reasons and considerations, if there is no policy applied VII. Informasi Keuangan 457-671 VII. Financial Information 1. Surat Pernyataan Direksi dan/atau Dewan Komisaris tentang Tanggung Jawab atas Laporan Keuangan Kesesuaian dengan peraturan terkait tentang Tanggung Jawab atas Laporan Keuangan. 459 1. Board of Directors and/or Board of Commissioners' Statements regarding the Responsibility for the Financial Statements Conformity with related regulations regarding the Financial Statements Responsibility 2. Opini auditor independen atas laporan keuangan 460-461 2. Independent auditor opinion on financial statements 3. Deskripsi Auditor Independen di Opini 3. Independent Auditor Description in the Opinion Deskripsi memuat tentang: 1. Nama dan tanda tangan; 2. Tanggal Laporan Audit; dan 3. Nomor ijin KAP dan nomor ijin Akuntan Publik. 461 Description contains the following: 1. Name & signatures; 2. Audit Report date; and 3. License of Public Accountant Firm and license of Public Accountant 4. Laporan keuangan yang lengkap 457-671 4. Comprehensive financial statements Memuat secara lengkap unsur-unsur laporan keuangan: 1. Laporan posisi keuangan; 2. Laporan laba rugi dan penghasilan komprehensif lain; 3. Laporan perubahan ekuitas; 4. Laporan arus kas; 5. Catatan atas laporan keuangan; 6. Informasi komparatif mengenai periode sebelumnya; dan 7. Laporan posisi keuangan pada awal periode sebelumnya 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). 462-464 465-466 467-488 469-470 471-671 √ √ Comprehensively covers the financial statements elements: 1. Statements of financial position; 2. Statements of comprehensive income and other comprehensive income; 3. Statements of changes in equity; 4. Statements of cash flows; 5. Notes to financial statements; 6. Comparative information on previous periods; and 7. Statements of financial position at the beginning of previous periods upon the application of retrospective accounting policy by the entity or representation of financial statements postings, or reclassifications of postings in the financial statements (if relevant). 5. Perbandingan tingkat profitabilitas 5. Profitability level comparison Perbandingan kinerja/laba (rugi) tahun berjalan dengan tahun sebelumnya 465-466 Comparison of current profit (loss) with the previous year
Kriteria dan Penjelasan Halaman Page Criteria and Explanations 6. Laporan Arus Kas 469-470 6. Statements of Cash Flows Memenuhi ketentuan sebagai berikut: 1. Pengelompokan dalam tiga kategori aktivitas: operasi, √ Conformity to the following provisions: 1. Grouping into three category of activities of operations, investasi, dan pendanaan; investment, and financing; 2. Penggunaan metode langsung (direct method) untuk melaporkan arus kas dari aktivitas operasi; √ 2. Direct method application in the statements of cash flows from operations activity; 3. Pemisahan penyajian antara penerimaan kas dan atau pengeluaran kas selama tahun berjalan pada aktivitas operasi, investasi dan pendanaan; dan √ 3. Separation of presentation between cash in and or cash out during current year in the operation, investment and financing activities; 4. Pengungkapan transaksi non kas harus dicantumkan dalam catatan atas laporan keuangan. √ 4. Disclosure of non cash transaction shall be stated in the notes to financial statements. 7. Ikhtisar Kebijakan Akuntansi 484-523 7. Summary of accounting policies Meliputi sekurang-kurangnya: 1. Pernyataan kepatuhan terhadap SAK; 2. Dasar pengukuran dan penyusunan laporan keuangan; √ √ Including at least: 1. Compliance statement to SAK; 2. Basis of measurement and formulation of financial statements; 8. 3. Pajak penghasilan; 4. Imbalan kerja; dan 5. Instrumen Keuangan. Pengungkapan transaksi pihak berelasi √ √ √ 604-612 3. Recognition of income and expense; 4. Employee benefits; and 5. Financial instrument. Disclosure of related parties transactions 3. Recognition of income and expense; 4. Employee benefits; and 5. Financial instrument. Disclosure of related parties transactions Hal-hal yang diungkapkan antara lain: 1. Nama pihak berelasi, serta sifat dan hubungan dengan √ The disclosures includes: 1. Name of related parties, and the nature and pihak berelasi; relationship with related parties; 2. Nilai transaksi beserta persentasenya terhadap total pendapatan dan beban terkait; dan 2. Transaction values and its percentage to total income and expense; and 3. Jumlah saldo beserta persentasenya terhadap total aset atau liabilitas terkait. √ 3. Jumlah saldo beserta persentasenya terhadap total aset atau liabilitas terkait. √ 3. Total balance and its percentage to total assets or liabilities. 9. Pengungkapan yang berhubungan dengan perpajakan 596-604 9. Disclosure related to taxes Hal-hal yang harus diungkapkan: 1. Rekonsiliasi fiskal dan perhitungan beban pajak kini; √ The disclosures shall includes: 1. Fiscal reconciliation and current tax expense calculation; 2. Penjelasan hubungan antara beban (penghasilan) pajak dan laba akuntansi; √ 2. Explanation of relationship between tax expenses (income) and accounting profit; 3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil rekonsiliasi dijadikan dasar dalam pengisian SPT Tahunan PPh Badan tahun 2016; 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 aset atau liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan; dan √ √ 3. Statement that Taxable Income as a result of reconciliation is use as the basis in completing the 2016 Annual corporate income tax return; 4. The details of deferred tax assets and liabilities recognized in the financial position statements for every presentation period, and total deferred tax expenses (income) recognized in the income statements if the total are not visible from the total deferred tax assets or liabilities recognized in the financial position statements; and 5. Pengungkapan ada atau tidak ada sengketa pajak. √ 5. Disclosure of availability or un-availability of tax disputes. 10. Pengungkapan yang berhubungan dengan aset tetap 551-553 10. Disclosure related to fixed assets Hal-hal yang harus diungkapkan: 1. Metode penyusutan yang digunakan; 2. Uraian mengenai kebijakan akuntansi yang dipilih √ √ The disclosures shall includes: 1. Used depreciation method; 2. Description on accounting policies selected between antara model revaluasi dan model biaya; 3. Metode dan asumsi signifikan yang digunakan dalam mengestimasi nilai wajar aset tetap (untuk model revaluasi) atau pengungkapan nilai wajar aset tetap (untuk model biaya); dan 4. Rekonsiliasi jumlah tercatat bruto dan akumulasi penyusutan aset tetap pada awal dan akhir periode dengan menunjukkan: penambahan, pengurangan dan reklasifikasi. √ √ revaluation model and cost model; 3. Significant methods and assumptions used in estimation of fixed assets fair value (for revaluation model) or disclosure of fixed assets fair value (for cost model); and 4. Reconciliation of gross total recorded and accumulation of fixed assets depreciation at the beginning and end of period by presenting: addition, deduction and reclassification. 705
706 Kriteria Annual Report Award 2016 2016 Annual Report Award Criteria Kriteria dan Penjelasan Halaman Page Criteria and Explanations 11 Pengungkapan yang berhubungan dengan segmen operasi 613 11 Disclosure related to operations segments Hal-hal yang harus diungkapkan: 1. Informasi umum yang meliputi faktor-faktor yang digunakan untuk mengidentifikasi segmen yang dilaporkan; √ The disclosures shall includes: 1. General information covering factors used to identify reported segments; 2. Informasi tentang laba rugi, aset, dan liabilitas segmen yang dilaporkan; √ 2. Information on segment's reported profit loss, assets, and liabilities; 3. Rekonsiliasi dari total pendapatan segmen, laba rugi segmen yang dilaporkan, aset segmen, liabilitas segmen, dan unsur material segmen lainnya terhadap jumlah terkait dalam entitas; dan √ 3. Reconciliation of segment's total revenues, segment's reported profit loss, segment's assets, segment's liabilities, and segment's other material elements to related total in entity; and 12. 4. Pengungkapan pada level entitas, yang meliputi informasi tentang produk dan/atau jasa, wilayah geografis dan pelanggan utama. Pengungkapan yang berhubungan dengan Instrumen Keuangan √ 643-660 4. Disclosure of entity level, which covers information on products and/or services, geographic areas and main customers. Disclosure related to Financial Instruments 4. Disclosure of entity level, which covers information on products and/or services, geographic areas and main customers. Disclosure related to Financial Instruments Hal-hal yang harus diungkapkan: 1. Rincian instrumen keuangan yang dimiliki berdasarkan √ The disclosures shall includes: 1. Financial instrument classification; klasifikasinya; 2. Nilai wajar dan hirarkinya untuk setiap kelompok instrumen keuangan; √ 2. Fair value of every financial instrument group; 3. Penjelasan risiko yang terkait dengan instrumen keuangan: risiko pasar, risiko kredit dan risiko likuiditas; √ 3. Risk management objectives and policies; 4. Kebijakan manajemen risiko; dan 5. Analisis risiko yang terkait dengan instrumen keuangan secara kuantitatif. √ 5. Analisis risiko yang terkait dengan instrumen keuangan secara kuantitatif. √ 4. Explanation on risks related to financial instrument: market risk, credit risk and liquidity risk; and 5. Risk analysis related to financial instrument in quantitative way. 13. Penerbitan laporan keuangan 484 13. Financial statements publication Hal-hal yang diungkapkan antara lain: 1. Tanggal laporan keuangan diotorisasi untuk terbit; dan 2. Pihak yang bertanggung jawab mengotorisasi laporan √ √ The disclosures includes: 1. Date of financial statements authorized for publication; and 2. Parties responsible to authorize the financial statements. keuangan.
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